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AGENDA - General Committee - 20230404Town of Aurora General Committee Meeting Agenda Date:Tuesday, April 4, 2023 Time:7 p.m. Location:Council Chambers, Aurora Town Hall Meetings are available to the public in person and via live stream on the Town’s YouTube channel. To participate, please visit aurora.ca/participation. Pages 1.Call to Order Councillor Thompson in the Chair. 2.Land Acknowledgement 3.Approval of the Agenda 4.Declarations of Pecuniary Interest and General Nature Thereof 5.Community Presentations 6.Delegations 6.1 Oma Sewhdat, Resident and Frank D'Amico, Project Manager; Re: Sewer Connection - 130 Edward St. 1 6.2 Bowen Liu, Resident; Re: Tennis Court Permit in Fleury Park 3 7.Consent Agenda 8.Advisory Committee Meeting Minutes 9.Consideration of Items Requiring Discussion (Regular Agenda) 9.1 CMS23-010 - Parks and Recreation Master Plan - Draft Presentation 5 (Presentation to be provided by Todd Brown, President and Principal Planner, Monteith Brown) That Report No. CMS23-010 be received.1. 9.2 PDS23-035 Draft Plan of Condominium Wellington Aurora Developments Inc. 497 Wellington Street West 187 Part 40 Reserve, Plan 102, designated as Part 12 on Plan 65R-38133, File Number: CDM-2017-03, Related File Number: SP-2015-01 That Report No. PDS23-035 be received; and1. That the Draft Plan of Condominium (Common Elements Condominium) File No. CDM-2017-03 to establish a condominium road to service eleven (11) parcels of tied land, each containing a single-detached residential dwelling, be approved, subject to the conditions attached hereto as Schedule “A” of this report. 2. 9.3 PDS23-036 Extension of Approval to Draft Plan of Condominium Dormlind Development Limited 14029 Yonge Street 201 Block 28, Plan 65M-470, File Number: CDM-2017-01 That Report No. PDS23-036 be received; and1. That the approval to Draft Plan of Condominium and related conditions of approval at 14029 Yonge Street, File CDM-2017-01, be extended for one (1) year with a lapsing date of May 28, 2024.  2. 9.4 PDS23-017 - Request for Increased Capital Budget Authority for Capital Project No. 31113 – Infrastructure Rehabilitation on Murray Drive 220 That Report No. PDS23-017 be received; and1. That the total approved budget authority for Capital Project No. 31113 be increased to $6,177,800, representing an increase of $655,508; and 2. That the remaining $396,740 in additional requested budget authority for Project No. 31113 be funded from the Storm Water reserve. 3. 9.5 CMS23-011 - Application for Third Party Event in an Outdoor Town Facility - Aurorapalooza 229 That Report No. CMS23-011 be received; and1. That staff be directed to review and approve or deny the Aurorapalooza application in accordance with the Third-Party Events in Outdoor Town Facilities Policy; and 2. That if the Aurorapalooza third-party event is approved, that it be designated as an event of Town significance for the purpose of attaining a Special Occasion Permit in accordance with the Municipal Alcohol Policy; and 3. That delegated authority be granted to the Director, Community Services to review and approve or deny the Aurorapalooza applications in future years. 4. 9.6 OPS23-004 - Reconstruction of Engineered Walkway on Crawford Rose Drive 233 That Report No. OPS23-004 be received; and1. That the condition on the approval of a total of $175,000 in capital budget authority for Capital Project No. 34015 – Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose be lifted, and the project proceed; and 2. That the current contract value of $650,000 for Vaughan Paving Limited, for Restoration and Repairs of Engineered Walkways, be increased by $175,000 to a total contract value of $825,000, excluding taxes; and 3. That staff take steps to remove any unauthorized structures, fills, obstructions, objects and other items from Town easements and Town property to enable the walkway reconstruction project work between Crawford Rose Drive and Devins Drive. 4. 10.Notices of Motion 10.1 Mayor Mrakas; Re: Feasibility of Building New Town Hall 249 11.Regional Report 11.1 York Regional Council Highlights of March 23, 2023 251 That the York Regional Council Highlights of March 23, 2023, be received for information. 1. 12.New Business 13.Public Service Announcements 14.Closed Session 15.Adjournment 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Council Council or Committee Meeting Date *  2023-3-28 Subject * Sewage for new home at 130 Edward St - Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Oma Sewhdat (Home Owner), and Frank D'Amico Project Manager  Page 1 of 258 Brief Summary of Issue or Purpose of Delegation * Mr. Mayor, I am seeking your assistance please to help my wife and me in getting a sewer connection to our new home so we can move in. When we sold 20 Archerhill Ct, Treasure Hill gave us 2 years to move. That time is up, and we have received clear and firm notice that we have to be out by March 31st. Our new build at 130 Edward St will be ready except for a sewer connection. We started working with the Town on this since May 2022, and are yet unable to get agreement on how the connection will be done. To summarize the situation: 1. Based on advice from our Engineers and Contractors, we are ready to run a the standard 125mm connection under the boulevard from our home to the Main at Cousins. 2. Instead we are being told that we have to pay for a full-blown 200mm Sewer Main under Edward St so that we can connect to it, and then it is handed over to the town. 3. If we were building multiple homes I can see how that could be justified. But to impose such a heavy burden on us just to get a single connection feels wrong and penal. Below are emails between the Town, our Project Manager Frank D’Amico and me, with the essential details for your information. Frank will call you on Monday to discuss further and to seek a way forward. Thanks Oma Sewhdat 289-380-8203 Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Frank spoke with the Mayor Date you spoke with Town staff or a Council member 2023-3-13 I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree  Page 2 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Council Council or Committee Meeting Date *  2023-3-29 Subject * Tennis court permit in fleury Park Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Bowen Liu  Page 3 of 258 Brief Summary of Issue or Purpose of Delegation * My name is Bowen Liu, and I have been a resident of Aurora for the past three years. As an independent tennis coach, I have been providing tennis training services to over 38 clients, 20 of whom are Aurora residents. I am writing to request your assistance with a pressing issue that I am facing concerning the availability of tennis courts in Fleury Park. For the past two years, I have been providing tennis training services on court 3 in Fleury Park, with the permit issued by the city. However, I recently received news that my permit for court 3 has been revoked. This decision came as a surprise, as I had already been issued a new permit for this year, and I had already made preparations for the upcoming season. According to the Facility Booking Administrator, Mason Gooch, the council-approved policy only allows for the use of two courts at Fleury Park, and the use of court 3 last year was an oversight. Therefore, all permits for court 3 need to be canceled. Unfortunately, I am unable to secure the desired time slot (6pm-9pm) on courts 1 or 2, as they are currently occupied by another tennis training organization. This sudden change has had a significant impact on my small business and my personal life, as most of my annual income relies on the summer tennis training I provide. With less than a month before the start of the season, I am unable to find another court that is suitable for my clients. As a result, I have no other option but to request your assistance. I respectfully request that you allow me to have my permit back for court 3, or grant me a permit for the time slots on court 1 or 2. It is unfair for one group to have two courts while canceling the only court I had access to. I appreciate your attention to this matter and look forward to a resolution that allows me to continue providing tennis training to my clients. Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Tom Mrakas Date you spoke with Town staff or a Council member 2023-3-21 I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree  Page 4 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS 2 3 -0 10 Subject: Parks and Recreation Master Plan – Draft Presentation Prepared by: John Firman, Manager, Business Support Department: Community Services Date: April 4, 2023 Recommendation 1. That Report No. CMS23-010 be received. Executive Summary This report is to provide Council with the Draft Parks and Recreation Master Plan (PRMP) for review, seek additional Council input if any, and outline next steps.  This Draft PRMP is presented in order to provide Council with an understanding of the work completed to date.  Considerable community, staff and Council consultation was undertaken in the development of the Draft PRMP.  Additional community, staff and Council feedback is invited in response to the Draft PRMP. Background The firm of Monteith Brown Planning Consultants were retained in May of 2022 to complete an updated PRMP. The last PRMP was approved by Council in 2016 and was intended as a five-year master plan. Analysis This Draft PRMP is presented in order to provide Council with an understanding of the work completed to date. Page 5 of 258 April 4, 2023 2 of 4 Report No. CMS23-010 The Draft PRMP as presented, represents the consultants’ initial findings and recommendations based on the research and consultations to date, industry best practices, and a review of current program offerings and facilities at the Town of Aurora. The final PRMP will establish a framework for future development of parks and recreation related programming, projects and facilities. Considerable community, staff and Council consultation was undertaken in the development of the Draft PRMP. Beginning in the summer of 2022 a number of measures were taken to obtain input from the community, sports groups, staff and Council, including:  Formation and consultation with a staff Steering Committee  Consultation sessions with front-line staff in the Operational Services and Community Services Departments  Community Survey  Public Open House (cancelled due to low registration)  Pop-up consultation at the Aurora Farmers Market  Consultation sessions with members of Council  User Group Consultation Sessions  Written submissions from individuals and community sport organizations and other interested stakeholders Monteith Brown has continued to receive input from various groups and individuals through to February, 2023. Additional community, staff and Council feedback is invited in response to the Draft PRMP. Subsequent to the presentation of the Draft PRMP, the following steps will be taken to complete the final Master Plan:  Council invited to review the Draft report and provide any further input  Public Open House  Draft Plan circulated to user groups for review and further input  Steering Committee to finalize PRMP  Council presentation to approve PRMP Page 6 of 258 April 4, 2023 3 of 4 Report No. CMS23-010 Advisory Committee Review The Draft Plan will be presented to the Parks and Recreation Advisory Committee and the Accessibility Advisory Committee for review and comment prior to the completion of the Final Plan. Legal Considerations There are no legal considerations at this time. Financial Implications There are no financial implications at this time. Communications Considerations The Town will inform the public about the Public Open House through regular communications channels. The Draft Plan will also be made available to the public on the Engage Aurora platform ahead of the Public Open House. Climate Change Considerations The recommendations from this report does not impact greenhouse gas emissions or impact climate change adaptation. Link to Strategic Plan Additional revenue achieved through recreation facility sponsorship supports the Strategic Plan goal of Supporting an exceptional quality of life for all in its accomplishment in satisfying requirements in the following key objective within this goal statement: Alternative(s) to the Recommendation N/A Conclusions That Council receive this report for information. Page 7 of 258 April 4, 2023 4 of 4 Report No. CMS23-010 Attachments Parks and Recreation Master Plan Draft 1 Previous Reports N/A Pre-submission Review Agenda Management Team review on March 16, 2023 Approvals Approved by Robin McDougall, Director, Community Services Approved by Doug Nadorozny, Chief Administrative Officer Page 8 of 258 Attachment 1 Page 9 of 258 Parks & Recreation Master Plan March 2023 Prepared by: Page 10 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) i Acknowledgements The Parks & Recreation Master Plan has been created with the assistance of hundreds of individuals whose diverse range of interests and viewpoints have helped to shape this important document. We wish to thank all members of the community that have contributed their time and input through the consultation process, as well as members of Town Council and Staff that provided critical oversight during the process. Your collective efforts are appreciated and we hope that the Master Plan Update results in meaningful change through continued enhancement of the facilities serving the parks and recreational needs of Aurora residents for years to come. Town of Aurora Council (2022-26) Mayor Tom Mrakas Ward 1 Councillor – Ron Weese Ward 2 Councillor – Rachel Gilliland Ward 3 Councillor – Wendy Gaertner Ward 4 Councillor – Michael Thompson Ward 5 Councillor – John Gallo Ward 6 Councillor – Harold Kim Master Plan Update Steering Committee John Firman, Manager, Business Support (Project Manager) Al Downey, Director, Operational Services Robin McDougall, Director, Community Services Sara Tienkamp, Manager, Parks & Fleet Lisa Warth, Manager, Recreation Jason Gaertner, Manager, Financial Management Doug Bertrand, Manager, Facilities Management Gary Greidanus, Senior Landscape Architect Michelle Outar, Senior Communications Advisor Edward Terry, Senior Policy Planner Matthew Volpintesta, Senior Policy Planner Erin Hamilton, Coordinator, Special Events and Sponsorships Hailey Jones, Sport & Community Development Specialist Nicole Alison, Supervisor Business Support Cory MacNeil, GIS Analyst Project Consultants Monteith Brown Planning Consultants Land Acknowledgement The Town of Aurora acknowledges that the Anishinaabe lands on which we live a nd work are the traditional and treaty territory of the Chippewas of Georgina Island, as well as many other Nations whose presence here continues to this day. As the closest First Nation community to Aurora, we recognize the special relationship the Chippewas have with the lands and waters of this territory. They are the water protectors and environmental stewards of these lands, and as a municipality we join them in these responsibilities. We further acknowledge that Aurora is part of the treaty lands of the Mississaugas and Chippewas, recognized through Treaty #13 as well as the Williams Treaties of 1923. A shared understanding of the rich cultural heritage that has existed for centuries, and how our collective past brought us to where we are today, will help us walk together into a better future. Page 11 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) ii Table of Contents 1. Introduction ____________________________________________________________________ 1 1.1 Master Plan Purpose and Objectives 2 1.2 Master Plan Scope 2 1.3 Project Methodology 3 1.4 Parks and Recreation Benefits 3 2. Community Context _____________________________________________________________ 4 2.1 About Aurora 5 2.2 Aligning with Existing Corporate Frameworks 6 2.3 Demographic Characteristics of the Population 6 3. Parks and Recreation Sector Context ______________________________________________ 19 3.1 Departmental Structure 20 3.2 Recent Accomplishments 20 3.3 Aligning with Existing Departmental Studies 21 3.4 Facility Provision Levels and Municipal Benchmarking 23 3.5 Parks and Recreation Trends 24 4. Community Engagement ________________________________________________________ 26 4.1 Launch Event (Pop-up Consultation) 28 4.2 Community Online Survey 29 4.3 Stakeholder Consultation 41 4.4 Youth Input 44 4.5 Internal Consultation 45 4.6 Emerging Directions from the Initial Public Input and Research Phase 46 5. Strategic Framework ____________________________________________________________ 48 5.1 SWOT Analysis 49 5.2 A Vision for Parks and Recreation in Aurora 50 6. Indoor Recreation Facilities ______________________________________________________ 51 6.1 Summary of the Indoor Recreation Facility Supply 52 6.2 Community Centres 53 6.3 Indoor Aquatics 55 6.4 Gymnasiums 58 6.5 Fitness Centres 59 6.6 Arenas 60 6.7 Indoor Racquet Courts 64 6.8 Indoor Turf Fields 64 6.9 Multi-Purpose Rooms 65 6.10 Dedicated Youth Space 65 6.11 Dedicated Older Adult Space 66 6.12 Other Recreation Facilities 66 7. Outdoor Recreation Facilities ____________________________________________________ 68 7.1 Summary of the Outdoor Recreation Facility Supply 69 7.2 Soccer and Multi-use Fields 71 7.3 Ball Diamonds 74 7.4 Cricket Fields 76 7.5 Tennis & Pickleball Courts 76 7.6 Basketball Courts 81 7.7 Beach Volleyball Courts 83 7.8 Skateboard and Bike Parks 84 7.9 Splash Pads 86 Page 12 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) iii 7.10 Off-Leash Dog Parks 88 7.11 Playgrounds 89 7.12 Outdoor Fitness Stations 91 7.13 Outdoor Skating Rinks 91 7.14 Lawn Bowling 93 7.15 Outdoor Running Tracks 93 7.16 Disc Golf Courses 93 7.17 Recreational Trails 94 7.18 Community Gardens 95 8. Parkland ______________________________________________________________________ 96 8.1 Parkland Classifications and Policies 97 8.2 Parkland Supplies and Needs 100 8.3 Park Design 104 9. Service Delivery and Program Support ___________________________________________ 107 9.1 Municipal Role in Service Delivery 108 9.2 Affordability and Accessibility 109 9.3 Programming 110 9.4 Permitting and Allocation 111 9.5 Staffing and Volunteers 112 9.6 Communications and Promotion 112 10. Implementation Strategy _______________________________________________________ 114 10.1 Monitoring and Updating the Plan 115 10.2 Financial Considerations 116 10.3 Community Partnerships and Sponsorships 116 10.4 Summary of Recommendations – Priority and Timing 118 Appendix A: Summary of Supporting Documents ______________________________________ A-1 Appendix B: Parks and Recreation Trends ____________________________________________ B-1 Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan ______ C-1 Appendix D: Community Survey Data Tables __________________________________________ D-1 Page 13 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Introduction 1 1. Introduction Page 14 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Introduction 2 1.1 Master Plan Purpose and Objectives The Parks & Recreation Master Plan guides decision-making with respect to municipal parks and recreation facilities and services in the Town of Aurora over the next five years (2023 to 2027). The Plan is an update to the Master Plan last completed in 2016 and has been aligned with other guiding municipal documents and studies, such as the Official Plan, Aquatics Feasibility Study, Outdoor Sports Field Development Strategy, and more. Local parks and recreation services benefit the community by providing resi dents with a diverse range of opportunities for physical activity and social engagement. These programs and services play a significant role in the community’s health and supporting the Town’s high quality of life. To provide a basis for future planning, the Plan captures updated input from the public and stakeholders pertaining to local needs and priorities. It also recognizes several current and forecasted changes in the community’s demographic characteristics and population growth. The influence of these changes, combined with emerging trends in the parks and recreation sector are evaluated in the context of evolving demand and resident preferences. Master Plan Objectives: • Assess the inventory and distribution of parks, recreation facilities, programs and services provided by the Town and community partners; • Establish a foundation of background research based on local demographics, trends, best practices, innovative strategies, as well as an understanding of potential impacts due to the COVID-19 pandemic; • Gather input from the public, stakeholders, staff and Council to identify issues, potential solutions and to test preliminary directions; • Conduct needs assessments for parks and recreation facilities in relation to upgrades, new development, existing gaps, and future requirements to support current and future generations; • Assess the Town’s existing service delivery model as well as parks and park policy to ensure that the appropriate resources are available to meet the needs of current and future residents, as well as to implement the Master Plan; and • Develop an achievable, realistic and fiscally-responsible implementation strategy, as well as alternative paths to meet short-, medium- and long-term goals through the efficient use and allocation of resources. 1.2 Master Plan Scope The range of parks and recreation amenities and services is expansive, including both indoor and outdoor features, as well as physical, administrative, financial, and human resources. This Parks and Recreation Master Plan includes assessments of: • Indoor recreation facilities, such as community centres, pools, gyms and arenas; • Outdoor recreation facilities, such as sports fields, courts, splash pads and off-leash dog parks; • Parkland supplies and guidelines; • Services, policies and supports necessary to provide the aforementioned facilities and services. Excluded from the scope of this plan are recommendations directly influencing the provision of trails and active transportation infrastructure, cultural and library facilities. Page 15 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Introduction 3 1.3 Project Methodology This Master Plan project began in summer 2022. Monteith Brown Planning Consultants was retained to direct the development of this study with assistance and oversight from a Project Team consisting of Town staff. Input was also sought from the public, stakeholders and Town officials at key points. Guided by a Terms of Reference prepared by the Town, development of the Master Plan was divided into two phases to achieve a realistic, implementable, and community -responsive master plan. Figure 1 – Master Plan Process Phase 1 of the Master Plan began with a review of relevant background research, growth and demographics, participation trends, and facility benchmarking. Input was then sought from residents, stakeholders, Town Council and municipal staff through a variety of eng agement tactics. The research and consultation input were then used to formulate a vision and guiding principles for the Master Plan. Phase 2 builds upon the initial phase by preparing needs assessment for facilities, parkland, and related services. Recommendations were developed around key priorities. The Draft Master Plan was released for public review and comment prior to finalization. 1.4 Parks and Recreation Benefits Parks and recreation are integral to our community’s success and wellbeing. They contribute in a significant way to our social, economic, and environmental priorities by providing spaces for services and programs that benefit residents and support community-building. Universal access to leisure opportunities that address diverse needs and offer affordable, high-quality opportunities is vital to individual and community health and prosperity. Specifically, leisure opportunities: • Enhance mental and physical wellbeing; • Enhance social wellbeing and promote engagement and inclusion; • Help build strong families and communities; • Support equity and inclusion amongst all residents, including marginalized populations; • Help people connect with nature; • Help people develop critical and creative thinking skills; • Improve our resilience to climate change and environmental events; and • Provide wide-ranging economic benefits.1 The Town is commended for recognizing these benefits through the development of this updated Parks and Recreation Master Plan. 1 Adapted from “A Framework for Recreation in Canada 2015: Pathways to Wellbeing” and “Ontario Culture Strategy (2016)” Page 16 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 4 2. Community Context Page 17 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 5 The Town of Aurora is centrally located in the Regional Municipality of York. As a community of this vastly growing region, its adjacent location to Greenbelt territory and neighbouring communities has shifted demand for development towards infill and intensification through nodes that enhance existing corridors. The influence of the community’s changing urban fabric creates a high necessity for adequate parks and recreation servicing. A comprehensive understanding of the Town’s context is essential for optimizing greenspaces, trails, and recreation with services that engage a diverse population. This section provides an extensive overview of the corporate frameworks, population growth, and demographic profile that represents the community. 2.1 About Aurora Centrally located within the Regional Municipality of York, the community shares its borders with the Town of Newmarket, Protected countryside, and the Oak Ridges Moraine Greenbelt area. Town facilities service a degree of regional demand arising through its neighbouring communities that include the Town of Whitchurch-Stouffville, the City of Richmond Hill, and the Township of King. The community possesses 67 parks and 62 kilometers of trails that connect residents to greenspace, natural heritage and recreation facilities. Collectively, the characteristics that outline the community’s geographical context are what offers residents the small-town lifestyle with urban amenities that the Town is renowned for. The Town’s recreation facilities and parks offer a wide variety of recreation to residents including baseball diamonds, indoor and outdoor basketball courts, BMX/skateboarding parks, fitness circuits, indoor and outdoor ice rinks, playgrounds, splash pads, soccer fields, pickleball and tennis courts, and volleyball courts at multiple locations. Major recreational facilities throughout the community include: • Aurora Community Centre • Aurora Family Leisure Complex • Lind Realty Team Sports Dome • Aurora Seniors’ Centre • Stronach Aurora Recreation Complex In addition, completion of the Aurora Town Square project is set for Fall 2023. This project includes a seasonal skating loop, water feature, and additional indoor community and recreation spaces next to the Aurora Public Library in the Town’s core on Yonge Street. The community’s existing facilities and geographical context provides a unique opportunity for which the optimization of parks and recreation services can enhance the quality of life found within this Regional Municipality of York community. The Town’s location is also beneficial to the region’s sport tourism industry through the provision of hotel and restaurant establishments. Figure 2 – Town of Aurora Map Page 18 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 6 For a comprehensive planning process to be achieved, this approach must reflect the demand and interest of the diverse abilities, ages, cultural backgrounds and incomes of the population. Additionally, alignment and consistency with existing frameworks and prioritizing the qualities that define the Town of Aurora’s identity are essential. 2.2 Aligning with Existing Corporate Frameworks The Town of Aurora is guided by the policies and studies of several legislatures that are designed to optimize quality of life through parks and recreation. Up to this point, previous studies have provided successful direction through goals, objectives and recommendations. With strong anticipation of the Town continuing to intensify and undergo the impacts of continual growth, this master plan will pursue a comprehensive planning approach that can be relied upon for the proceeding 10 years. Key documents are summarized in Appendix A, including: •Town of Aurora – Strategic Plan (2011 to 2031) •York Region Official Plan (2022) •Town of Aurora – Draft Official Plan (2022) •Town of Aurora – Service Delivery Review (2021) •Town of Aurora – Multi-Year Accessibility Plan (2022-2026) •Town of Aurora – Asset Management Plan (2021) •Town of Aurora – Development Charges Background Study and By-law (2021) •Town of Aurora – Corporate Environmental Action Plan (2018) 2.3 Demographic Characteristics of the Population The Town of Aurora supports a diverse community profile that is growing, though at a slower rate than some other municipalities in York Region as the town approaches build-out. Changes are also being seen in terms of resident age, cultural background, employment and income. This section examines the town’s demographic profile along with potential implications on parks and recreation planning. Population and Growth Aurora has demonstrated steady population growth for several decades, with an accelerated growth rate (10.7%) between 2016 and 2021 when the town reached a population of 62,057. Population estimates from the Regional Municipality of York indicate that the town has reached a population of 64,100 (as of April 2022), a population figure that will be used as the baseline for this plan. Continued population growth is forecasted, with the town reaching 72,700 residents by 2031 and 84,700 residents by 2051. Residential development in the past has largely focused on greenfield development (e.g., Aurora 2C in the town’s northeast area); however, these areas are approaching build-out and an increased focus is being placed on infill and intensification opportunities. The Town’s new Official Plan identifies the Aurora Promenade and Major Transit Station Area (MTSA), the Yonge Street Regional Corridor, and the Local Corridors of Bayview Avenue, Leslie Street and Wellington Street as strategic growth areas; these areas will accommodate denser forms of growth. Page 19 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 7 Figure 3 – Town of Aurora Population (existing and projected), 2001 to 2051 Sources: Statistics Canada, Census of Canada (2011-2021); Town of Aurora 2022 Draft Official Plan (2031-2051). Figure 4 – Census Population by Quadrant, 2021 Source: 2021 Census The following map shows population densities for 2021, illustrating the higher densities in the town’s central and northern areas. The Oak Ridges Moraine Countryside Area is a protected provincial landform containing significant ecological and hydrological features that preclude urban development in lands within the southern and western portions of the town. 40,164 53,203 62,057 72,700 78,400 84,700 - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 2001 2011 2021 2031 2041 2051 Census Population Projected Population 9,435 27,562 17,332 7,728 Page 20 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 8 Figure 5 – Population Density across the Town of Aurora, 2021 A note about changing Provincial planning legislation In November 2022, the More Homes Built Faster Act, 2022 (Bill 23) partially received Royal Assent, impacting several provisions of the Planning Act and other pieces of legislation. The changes are significant and will impact how municipalities manage growth through implementation of the official plan and how they provide essential infrastructure and community services. Notable to this Master Plan, Bill 23 introduced changes that will reduce development charges revenue, community benefits charges, and parkland dedication requirements. The Town of Aurora issued its formal opposition to Bill 23 in November 2022. In addition, the Ontario government is working toward integrating the Provincial Policy Statement (PPS) and A Place to Grow into a new province-wide planning policy instrument to reflect the policy framework implemented through Bill 23. Under the Planning Act, local planning decisions sh all be consistent with policy statements such as the PPS and shall conform with provincial plans like A Place to Grow. Page 21 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 9 The updated provincial policy framework is expected to include growth management and planning tools that enable the province to achieve its housing target. Some elements of the proposed framework that may impact how and where municipalities grow include: • Streamlining and simplifying policy direction that enables municipalities to expand their settlement area boundaries; • Increasing housing supply through intensification in strategic areas (urban and suburban) and increasing flexibility to enable more residential development in rural areas; and • Encouraging municipalities to undertake long-range integrated infrastructure planning. The changes to the Planning Act, Provincial Policy Statement, and Places to Grow Act are among the most significant in decades. The full impact of these modifications will continue to be assessed for the months to come and will be considered through the Town’s ongoing Official Plan review. Reduced levels of service are possible if funding is reduced to growth-related services as is anticipated. This Parks and Recreation Master Plan reflects the legislative framework that is in place at the time of approval. Age Profile Compared the rest of Ontario, Aurora has a higher percentage of children and youth (24% v. 21%), but the town’s population is also aging. In 2021, the population’s median ag e was 42.0 years, up from 39.5 years in 2011. The following table identifies comparisons between the town’s 2011, 2016 and 2021 age profiles. Census data shows the most rapidly increasing age groups over the last ten years are older adults (ages 55 to 69) and seniors (ages 70+), which grew by 37% and 39% respectively since 2011. The number of young adults (ages 20 to 34) has also increased, suggesting that the town could see some growth in the number of children in the years to come as this population is w ithin prime child-bearing years. Table 1 – Census Population by Age Group, Town of Aurora, 2011 - 2021 Age Cohort 2011 2016 2021 Change from 2011-2021 Children (ages 0 to 9) 6,415 6,090 6,590 +3% Youth (ages 10 to 19) 8,480 7,925 8,220 -3% Young Adults (ages 20 to 34) 8,510 9,250 10,425 +18% Mature Adults (ages 35 to 54) 18,025 17,140 17,895 -1% Older Adults (ages 55 to 69) 7,810 10,240 12,405 +37% Seniors (ages 70 and over) 3,965 4,790 6,540 +39% Total 53,205 55,435 62,057 +14.3% Median Age 39.5 41.5 42.0 +2.5 years Source: Statistics Canada, Census of Canada Page 22 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 10 Figure 6 – Population by Age Group, Town of Aurora, 2011 to 2021 Source: Statistics Canada, Census of Canada The following maps illustrate the distribution of the town’s population (2021) by age group, which provides some broad findings that may be useful for more site-specific planning. Some observations include: • areas west of Yonge Street have a higher proportion of residents aged 20 to 34 years, suggesting that new families may be more prevalent in this area in the future; • areas east of Yonge Street have a higher proportion of residents aged 34 to 54 years, indicating that this area has the greatest number of families at present; and • areas south of Wellington Street contain more established and mature neighbourhoods and have a higher proportion of residents aged 70+ years. 0 4,000 8,000 12,000 16,000 20,000 2011 2016 2021 Children (ages 0 to 9)Youth (ages 10 to 19) Young Adults (ages 20 to 34)Mature Adults (ages 35 to 54) Older Adults (ages 55 to 69)Seniors (ages 70 and over) Page 23 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 11 Figure 7 – Population Density, Ages 0 to 9 Years (2021) Figure 8 – Population Density, Ages 10 to 19 Years (2021) Page 24 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 12 Figure 9 – Population Density, Ages 20 to 34 Years (2021) Figure 10 – Population Density, Ages 35 to 54 Years (2021) Page 25 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 13 Figure 11 – Population Density, Ages 55 to 69 Years (2021) Figure 12 – Population Density, Ages 70+ Years (2021) Page 26 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 14 Looking ahead, the age cohort projections prepared by the Ontario Ministry of Finance provide a reasonable indicator of anticipated age-based trends across the entirety of York Region. As shown in the following table, the greatest amount of growth is forecasted in the seniors age group (aged 70 years and over), which is anticipated to increase by 53% by 2031. Most other age cohorts are expected to grow in similar proportions to the overall population, although it is notable that the number of youth (ages 10 to 19) and older adults (ages 55 to 69) are forecasted to increase at slower rates. Table 2 – Change in Population Projections for York Region, 2021-2046 Age Cohort 2021-31 2031-46 2021-46 Children (ages 0 to 9) 12% 20% 35% Youth (ages 10 to 19) 0% 19% 18% Young Adults (ages 20 to 34) 16% 9% 26% Mature Adults (ages 35 to 54) 10% 22% 35% Older Adults (ages 55 to 69) 6% 4% 10% Seniors (ages 70 and over) 53% 40% 115% Total 14% 18% 35% Source: Ontario Ministry of Finance projections (Summer 2022); Reference Scenario Figure 13 – Change in Population Projections for York Region, 2021-2031 Source: Ontario Ministry of Finance projections (Summer 2022); Reference Scenario Page 27 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 15 Income and Education Research has found that income and education levels can be an indicator of participation levels in parks and recreation. Generally, the higher one’s income, the more likely they are to have the time and resources to be able to participate in leisure activities. The median total income of Aurora households in 2020 was $119,000, which was well above the provincial and regional medians. Figure 14 – Median Total Income of Households in 2020 ($) Source: Statistics Canada, 2021 Census of Canada The Town of Aurora also has a lower proportion of low-income residents, with 7.5% living below the low- income measure (after tax) in 2021. By comparison, 8.8% of residents within York Region live below the low-income measures (after tax). Figure 15 – Prevalence of Low Income based on the Low-Income measure, after tax, Aurora Source: Statistics Canada, 2021 Census of Canada In addition, the proportion of residents in Aurora that have completed a Postsecondary certificate, degree or diploma (62.2%) is higher compared to York Region (58.1%) and Ontario (55.1%). $119,000 $112,000 $91,000 $- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 Aurora York Ontario 7.5% 8.8% 10.1% 0% 2% 4% 6% 8% 10% 12% Aurora York Ontario Page 28 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 16 Figure 16 – Postsecondary Certificate, Diploma or Degree Source: Statistics Canada, 2021 Census of Canada The town’s income and education profile suggest residents may be more engaged in parks and recreation programs due to their greater ability to pay user fees. Aurora’s provision of affordable parks and recreation opportunities sees to it that all residents can participate. Immigration and Ethnicity As of 2021, 36.8% Aurora residents were foreign-born, up from 30.2% in 2016 and 26.4% in 2011. The most common places of birth for immigrants in Aurora are China (23%) and Iran (14%). As the trend of high immigration rates continues to persist throughout the Greater Toronto Area and Canada, culturally - based parks and recreation interests are likely to emerge. Figure 17 – Place of Birth Recent Immigrants in Aurora Source: Statistics Canada, 2021 Census of Canada ‘Recent immigrant’ refers to an immigrant who first obtained his or her landed immigrant or permanent resident status between January 1, 2016 and May 11, 2021. 62% 58%55% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Aurora York Ontario 6.4% 7.2%3.1% 82.9% Americas Europe Africa Asia Page 29 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 17 The following figure illustrates the areas of Aurora in which recent immigrants live; in this case, the definition of immigrant has been extended to those that have migrated to Canada within the past ten years. Figure 18 –Immigration in the Town of Aurora (2011 to 2021) Figure 19 – Language spoken most often at home, Aurora Source: Statistics Canada, 2021 Census of Canada Furthermore, English is primary language spoken at home for 77% of residents, with Cantonese, Mandarin, and Iranian Persian being the most common non-official languages as of 2021. 45,280 13,385 Official languages Non-official languages Page 30 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Context 18 Transportation and Mobility The employed labour force in Aurora heavily uses automobile transportation as their main mode of commuting. Four-fifths (78%) of residents identified as a car, truck, van (driver), while 6.6% identified as a car, truck, van (passenger) as their main modes of commuting. Alternative modes of commuting consisted of public transit (11.1%), walked (3.3%), bicycle (0.3%) and other (0.7%). Figure 20 – Main Mode of Commuting Source: Statistics Canada (2016), Census of Canada (25% sample data) Mobility status throughout the Town of Aurora is largely represented by non-movers (87.3%) who are persons who have not moved within the last five years. The majority of the town’s movers (12.7%), who are persons who have moved from one residence to another within the last five years, are largely represented by migrants (8.7%), with the balance of this population group represented by non -migrants (4%). 78.0% 6.6% 11.0% 3.3%0.3%0.7% Car, Truck, Van (Driver)Car, Truck, Van (Passenger) Public transit Walked Bicycle Other method Page 31 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parks and Recreation Sector Context 19 3. Parks and Recreation Sector Context Page 32 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parks and Recreation Sector Context 20 The Town of Aurora is the primary provider of parks and recreation facilities and programs in the community. The Town seeks to provide opportunities to engage residents with the community through a balanced and responsive range of programs and activities within its facilities and park spaces. As the community continues to grow, the Town will work to align events, partnerships, promotions, scheduling, staffing levels, etc., with the evolving demand of residents. This section provides more detail as to the current state of the To wn departments involved in parks and recreation service delivery, as well as an in-depth analysis of trends impacting the sector. 3.1 Departmental Structure The Community Services Department and the Operational Services Department are responsible for the planning, development and general/financial management and administration of all parks and facilities. Responsibilities of the Departments include planning, construction, maintenance of operations, community, and heritage program development. The goal of the Town is to enhance and improve the Aurora citizens quality of life through their participation in recreation programs and the utilization of recreation facilities and active/passive green spaces. The Community Services Department and the Operational Services Department provide essential public services which are necessary for ensuring a high quality of both the natural and urban environments that provide a healthy, satisfying lifestyle for all Aurora citizens. Parks and open spaces, recreational and cultural/arts facilities, sports, fitness, creative and social programs are all to be facilitated with the aim of providing the greatest possible participation. 3.2 Recent Accomplishments Aurora takes pride in its recreation and parks system which contributes to the community’s small-town lifestyle. Town Park, Sheppard’s Bush Conservation Area and area trails are amongst the community’s most beloved outdoor spaces. The Town’s recreation facilities also offer high qual ity amenities and programs that engage residents and visitors in a wide range of wellness and sport activities. In recent years, the Town has been able to make significant strides in implementing previous frameworks and plans aimed at improving the local quality of life while proving value for tax dollars spent, whether through enhancing service delivery or upgrading existing facilities and parks. Consolidation of building and infrastructure costs creates efficiencies that better position the Town to respo nd to priority needs generated by growth and other emerging requirements. Some of the Town’s many recent parks and recreation-related accomplishments include (but are not limited to): • Development of the Aurora Town Square (estimated completion fall 2023) to create a community focal point and cultural destination. Key components include an outdoor square with amphitheatre and seasonal skating loop/water feature, as well as a 29,000 square foot expansion to the historic Church Street School building featuring a flexible performance space (with seating for up to 250 people) and multi-purpose rooms, along with enhanced space for the Aurora Cultural Centre and the Aurora Museum & Archives. • Planning and funding for the addition of a gymnasium, program space and office space to the Stronach Aurora Recreation Complex (planned to open in 2024). • Opening of a six-court tennis bubble (Marilyn Redvers Centre). • Purchase of the Aurora Sports Dome (now Lind Realty Team Sports Dome), with the vision to expand accessibility and provide affordable year-round services for the citizens and sports groups within the community. Page 33 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parks and Recreation Sector Context 21 • Completion of an Aquatics Feasibility Study that identifies future indoor aquatic needs, notably interest in a new 50-metre pool (with a minimum requirement for an additional 25-metre, 6-lane rectangular pool tank). • Continued implementation of the Sport Field Development Strategy, including the development of two baseball diamonds on the former Hallmark lands and installation of outdoor artifici al turf fields at Sheppard’s Bush and Stewart Burnett Park. • Negotiation of a sponsorship agreement to extend community access to Stronach soccer fields to 2025. • Planning for a community park in Northeast Aurora (Hartwell Way Non-Programmed Park), including community gardens, trails, natural playground, free play areas, naturalized areas, etc. • Completion of the David Tomlinson Nature Reserve. • New neighbourhood parks have been opened (e.g., Thomas Coates Park), as well as playground upgrades (including accessible features) and tennis and pickleball courts in several locations. • Offered enhanced virtual and outdoor programming during the COVID-19 pandemic, such as Seniors Centres Without Walls, virtual camps, additional outdoor ice rinks, etc. • Development of a Pricing Policy and Financial Assistance Program to ensure that all residents have equitable access to recreational opportunities. • Achieved Platinum Youth Friendly Community Status in 2019. 3.3 Aligning with Existing Departmental Studies To improve recreation and parks in the Town of Aurora through comprehensive planning, policies and objectives must be consistent with current and prior legislature. The following bodies of legislature represent goals and strategies outlined to assist growth and provide guidance to recreation and parks planning in the community. Aurora Parks and Recreation Master Plan (2016) This previous Master Plan has been used to guide the provisions of the community’s parks and recreation facilities for a five-year period beginning in 2016. The Plan identifies facility and parkland needs, and discusses the impacts of infill and intensification on facilities and servicing. A timeline for servicing priorities up until 2021 outlined the Plan’s five-year approach to implementing its targeted improvements. The 2016 Master Plan contained 45 recommendations identifying project-specific initiatives or best practices to strive toward. Three-quarters (76%) of these recommendations have been completed or are in progress, a very high percentage given the short period of time and challenges associated within the COVID-19 pandemic. One-quarter (24%) have not been acted upon for various reasons, such as lack of funding, other priorities, or a change in direction. Many of the recommendations that have not been implemented relate to parkland policy and acquisition, items that are being considered through the Town’s Official Plan Review. More information on recommendations can be found in Appendix C. Page 34 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parks and Recreation Sector Context 22 Table 3 – Report Card: 2016 Parks and Recreation Implementation to Date Action (to date) Number of Recommendations Percent Completed 17 38% Ongoing 17 38% Review Required 11 24% Total 45 100% Aurora Outdoor Sports Field Development Strategy (2020) The Outdoor Sports Field Development Strategy established a detailed implementation framework to guide the improvement and maximization of existing sports fields in light of rising sports field needs and field capacity issues. The study included a comprehensive needs assessment for rectangular sports fields (soccer, football, lacrosse, rugby, field hockey) and ball diamonds, finding a need for 20 additional rectangular fields by 2031 and five additional diamonds by 2031 (two have since been provided on the Hallmark lands). Given that opportunities for land acquisition are extremely limited, a focus was placed on strategies that optimize existing parks (through new field development, field reconfiguration, artificial turf, etc.), expand partnerships, and modify operational practices. Key recommendations included: • Pursuing opportunities to develop multi-field sports fields at a single location. • Expanding existing or form new partnerships, such as with the YRDSB (access, maintenance, new fields) for access to existing fields and field improvements (e.g., artificial turf). • Continuing to explore strategic land acquisition (e.g., hardball diamond). • Developing full-size fields with supporting amenities (e.g., lighting, seating, parking, etc.). Aquatics Feasibility Study (2020) The Aquatics Feasibility Study was conducted in 2020 to determine the extent of the Town’s aquatic facility needs and the type of facilities that would best meet current and long-term needs. The Town engaged the Isaac Sports Group, LLC to conduct an in-depth aquatic analysis and Feasibility Study. Key study findings included: • A recommendation to provide a 50-metre pool at the Stronach Aurora Recreation Complex (SARC) • Providing a third recreation or sport centre in Aurora when the overall need for expanded recreation and sport facility justifies an additional facility • Updating current pools at SARC and the Aurora Family Leisure Complex (AFLC) with accessible features and warming water temperatures by several degrees • Replacing the existing mechanical system for all pools at SARC and the AFLC • Capital and operating costs for the recommended provision options are articulated in the study The study acknowledges that the Town’s last indoor pool was built in 2006, prior to a current day population growth of 35% (updated to 2021). The study notes the strong community support and demand for aquatic facilities that provide a wider range of temperature options matching specific program needs, which can only be accomplished with additional pools. The Aquatic Feasibility Study and the 2016 Parks and Recreation Master Plan indicates that at minimum, an additional 25-metre pool with 8 lanes is needed for the Town of Aurora to meet the current and future demands of the Aurora community. Council will need to make a decision on the level of service and investment they are willing to make with respect to a new aquatic facility, including securing additional Page 35 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parks and Recreation Sector Context 23 land to build another pool. A 25-metre pool will serve the needs of the immediate community but limits the economic impacts and benefits a larger, competition pool would provide. Sport Plan (2016) The Aurora Sport Plan is intended to ensure the Town becomes “Canada’s most active community” through extensive consultation to reach out to a wide demographic of residents. The Plan was completed in concert with the development of the 2016 Parks and Recreation Master Plan, addressing goals that support recreation and park services. The Plan provides in-depth analysis pertaining to existing sport programs within the community, providing a framework and guiding principles to achieving increased participation. The Town has been acting on the Sport Plan recommendations and anticipated providing a status update to Council and the community in the near future. Trails Master Plan (2011) The Trail’s Master Plan is a long-term 50-year plan that oversees cycling and pedestrian related policies that impact the Town of Aurora. The plan provides recommendations for its connected trails network, input on the design of off-road trails, policies related to trail planning, potential education and healthy living promotion programs, and a phased implementation strategy. Opportunities for the Town’s trail systems presented by the ongoing growth of the community are provided in this report’s analysis. The Town is currently working on an update of the Active Transportation Master Plan that will include aspects of future trail development and maintenance. 3.4 Facility Provision Levels and Municipal Benchmarking When undertaking plans of this nature, there is often interest in the number of facilities provided in other communities – a way to benchmark the Town against others. A benchmarking exercise was undertaken to collect information on facility provision levels in other jurisdictions. The comparator group used to benchmark facility provision includes 13 similarly sized municipalities in the Greater Toronto Area, as well as all other municipalities in York Region2. This data is one of several inputs that has informed the development of provision targets for the Master Plan. The data represents a snapshot in time and must be viewed in context with other factors. For example, the benchmarking data does not address the difference between facility quality, size, access and service, all of which contribute greatly to the value provided by each of these facilities. Combining the observations from this exercise with other analyses will allow the Master Plan to achieve balance in defining the needs of future growth, historically underserved areas, and changing trends. The following table identifies facility provision levels in other jurisdictions, compiled from a variety of sources. Unless otherwise noted, the data includes facilities that are owned and/or under agreement for public use by the municipality. Mapping and analysis of Town facilities is contained in Sections 6 and 7 of this report. It is noted that Aurora’s geographic placement in York Region makes it a convenient and desired location for many sports organizations with regional memberships, thus the Town’s inventory tends to be higher on a per capita basis for many recreational facilities. 2 Facility benchmarking taken from approved master plans in Bradford West-Gwillimbury (2021), Caledon (2016), East Gwillimbury (2016), Georgina (2015), Halton Hills (2020), King Township (2019), Markham (2019), Milton (2022), Newmarket (2022), Pickering (2017), Richmond Hill (2022), Vaughan (2018), and Whitchurch -Stouffville (2022). Page 36 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parks and Recreation Sector Context 24 Table 4 – Average Municipal Facility Provision Levels (selected facilities) Facility Type Town of Aurora* Comparator Average Indoor Facilities # Per Capita Average Per Capita Average Community Centres 3 1:21,370 1:31,140 Indoor Aquatic Centres 2 1:32,050 1:33,170 Gymnasiums (excluding school gyms) 1 1:64,100 1:50,850 Fitness Centres 1 1:64,100 1:80,300 Arenas (Ice pads) 5 1:12,820 1:22,440 Curling Facilities 0 n/a 1:508,540 Indoor Turf Fields 1 1:64,100 1:152,560 Outdoor Facilities # Per Capita Average Per Capita Average Soccer and Multi-use Fields (total fields) 56 1:1,145 1:2,730 Ball Diamonds (total fields) 20 1:3,210 1:4,290 Cricket Fields 0 n/a 1:138,690 Pickleball Courts (dedicated use) 9 1:7,120 1:13,620 Tennis Courts 15 1:4,270 1:3,860 Basketball Courts 17 1:3,770 1:7,300 Skateboard Parks (and skate spots) 3 1:21,370 1:35,480 Bike Parks 1 1:64,100 1:305,130 Splash Pads 5 1:12,820 1:16,230 Outdoor Pools 0 n/a 1:117,360 Off-leash Dog Parks 1 1:64,100 1:101,710 Playgrounds 40 1:1,600 1:1,840 Outdoor Skating Rinks (refrigerated) 0 n/a 1:69,350 Parkland Hectares Active Parkland (ha/1000) 174.5 2.7 ha / 1000 persons 3.3 ha / 1000 persons Source: Adapted from recent municipal master plans, 2022 Note: The table includes facilities that are owned and/or under agreement for public use by the municipality * Based on a 2022 population estimate of 64,100 persons. Rates are rounded. 3.5 Parks and Recreation Trends This section identifies several trends that are influencing the demand for and delivery of parks and recreation 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. We firmly believe that long-term planning and strategic investment are vital to support the significant role that the parks and recreation sector plays in our personal, social, and economic recovery and revitalization. For continuity with leading sector resources, the trends are organized by the five goals of the Framework for Recreation in Canada (FRC). The FRC was developed in 2015 by a team led by the Canadian Parks and Recreation Association. It presents a renewed definition of recreation and supports coordinated policies and practices in recreation and related sectors in Canada. Its aim is to improve the wellbeing of individuals, communities, and the built and natural environments. Part of the FRC’s legacy is how it has created a common language for recreation professionals, with its goals being used to align community priorities with initiatives in the sector. Page 37 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parks and Recreation Sector Context 25 Figure 21 – Goals from the 2015 Framework for Recreation in Canada Table 5 – Listing of Key Parks and Recreation Trends by FRC Goal FRC Goal Trend Active Living • Parks and Recreation are Essential Services • Recreation is Vital to Community Health and Wellbeing • Combating High Levels of Physical Inactivity • Popularity of Unstructured, Self-Directed Activities • Encouraging Free Play • Pandemic Impacts on Community Sport • Pandemic Impacts on Programming • Engaging the Aging Population in Healthy Activities • Emerging Recreational Activities Inclusion & Access • Growing Concerns over Affordability • Making Recreation Accessible for Persons with Disabilities • Improving Gender Equity in Sports • Using Parks and Recreation to Support Indigenous R econciliation • Safe Spaces for Marginalized and Displaced Populations Connecting People & Nature • Rising Use of Parks and Outdoor Recreation • Improving our Connections with Nature • Growing Emphasis on Neighbourhoods and Local Opportunities • Supporting Active Transportation • Keeping Pace with Parkland Needs in Growing Communities • Increasing Focus on Environmental Design and Climate Change Supportive Environments • Multi-Use Recreation Facilities as Community Hubs • Providing High Quality, Multi-functional and Flexible Facilities • Rationalizing and Addressing Aging Infrastructure • Designing Facilities to be Sport-Friendly Recreation Capacity • The Great Resignation – Significant Turnover in Recreation Programming Staff • Declining Volunteerism • Pandemic Challenges for Canadian Recreation Sport Organizations • The Necessity of Partnerships • Data, Technology and Digital Transformation • Evolving Financial Challenges These trends are elaborated on further in Appendix B. Page 38 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 26 4. Community Engagement Page 39 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 27 The Town of Aurora has involved residents through several community consultations to enhance its municipal parks and recreation services. Each consultation has been tailored to maximize participation and collect the most input, allowing these services to reflect demand and community expectations. Engagement with residents and stakeholders (e.g., service clubs, sports organizations, Town staff and officials, etc.) was critical to understanding current issues and future opportunities for support ing the parks and recreation system in Aurora. Figure 22 – Public Engagement Tactics Engagement opportunities were promoted through the project website, media releases, social media , and email networks. The Master Plan project included a blend of in-person and virtual/online community engagement tactics due to the COVID-19 pandemic. This created new opportunities for the public and stakeholders to become involved in the planning process. Note: It is important to note that the information and suggestions presented in this section should not be interpreted as recommendations. Community input has not been altered even in instances where comments may incorrectly reflect the Town’s actual policies, practices or level of provision. Page 40 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 28 4.1 Launch Event (Pop-up Consultation) A pop-up open house was held on October 1 at the Aurora Farmers Market in Town Park to introduce the Master Plan project to the community. The event consisted of information boards detailing the study scope and process, as well as an interactive voting station to identify public priorities. Additionally, commenting stations were available to gather qualitative input regarding parks and recreation-related strengths and challenges, as well as future needs. The session was promoted through the Town’s website, social media accounts, and traditional media. We engaged 77+ participants at the event. Support was generally greatest for casual outdoor recreation opportunities (e.g., dog walking, trail use, playground use, etc.) and indoor swimming programs. The following chart identifies the priorities that participants placed on additional activity choices in Aurora. Figure 23 – Pop-up Event – What Activities do you want More of in Aurora? 1% 2% 3% 4% 4% 4% 5% 5% 6% 9% 10% 10% 11% 13% 14% 0%2%4%6%8%10%12%14% Skateboard and Bike Parks Gymnasium Sports Outdoor Field Sports Ice Sports Tennis Disc Golf Fitness & Wellness Pickleball Splash Pads Nature Viewing & Passive Park Use Community Vegetable Garden Plots Playgrounds & Outdoor Play Walking & Cycling on Trails Off-Leash Dog Parks and Trails Indoor Swimming Page 41 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 29 Specific suggestions were also received for: • additional programs and activities, such as: o children’s fitness o women’s futsal o cooking classes • upgrades to existing sites such as: o an updated playground and splash pad in Machell Park o adding lights to the basketball court in Mavrinac Park o more modern playground features in northwest Aurora (e.g., Tom’s Park) o enhanced maintenance in parks (garbage pick -up, tree pruning, etc.) • new recreation amenities such as: o an indoor playground o facilities in the south end • new parks amenities such as: o off-leash dog trails and a small dog park on the west end o cross-country ski trails o pollinator gardens o BMX park along trails o electrical outlets in parks to support events outdoor fitness equipment o outdoor rinks o bocce courts o roller skating pad o outdoor pool o trails and active transportation choices 4.2 Community Online Survey To support the development of this Master Plan, a community survey was available for eight (8) weeks beginning in August and extending through October 2022. The survey was promoted extensively by the Town (traditional and social media, email networks, website, within municipal facilities, etc.). There were options to complete the survey online through the Town’s public engagement site or in-person at Town recreation centres. A total of 455 unique responses from Aurora residents were received. Being a voluntary, self-directed survey, response rates varied by question. The purpose of the community survey was to elicit information on the parks and recreation needs of Aurora residents. The questions were designed to gather information regarding: participation rates in both organized and unorganized activities; barriers to activity; park and facility use; recommended improvements; support for investment; and opinion / agreement with various statements. Finally, the survey helped to establish a profile of parks and recreation users in Aurora by collecting relevant demographic information. Tabulated survey response data has been provided in Appendix D. Note: To improve the representativeness of the survey, responses from households that identified themselves as living outside of Aurora (i.e., non-residents, not directly paying taxes to the Town) have been removed from the results. This accounted for 89 responses. The data suggests that many of these non-resident respondents represented a particular special interest group (disc golf/ frisbee golf) which, if included in the results, would have improperly skewed the findings. Page 42 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 30 Participation in Parks and Recreation Activities The following figure summarizes the five (5) most popular parks and recreation activities respondents have participated in Aurora or elsewhere since 2019 (the period both before and during the COVID-19 pandemic). Interestingly, with the exception of indoor swimming, four of the top five were outdoor activities, suggesting that individual use park space activities are the most accessible for participants. Figure 24 – Most Popular Parks and Recreation Activities 81% 45% 43% 40% 38% Walking or hiking for leisure Special events in parks Cycling Swimming (indoor) Use of playground equipment The following figure displays the full list of activities and household participation rates. In addition to the four outdoor activities among the top five, survey results suggest that dog walking (on leash), running or jogging, use of splash pad, disc golf/frisbee golf are popular activities with over one in four households participating. This suggests that low to no cost activities are in high demand. Some of the most popular indoor recreation activities include swimming, fitness, and ice sports, with at least one in five households participating. Lower participation activities include sports (e.g., cricket, lacrosse, football, lawn bowling, volleyball, rugby, curling, bocce, etc.) that have a more limited appeal often based on age or ability. Page 43 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 31 Figure 25 – Since 2019, which of the following activities did you or anyone in your household participate in, in Aurora or elsewhere? (n=455) 5% 1% 1% 1% 1% 3% 4% 4% 5% 5% 5% 6% 7% 7% 9% 9% 11% 13% 13% 14% 15% 15% 17% 18% 22% 22% 22% 23% 23% 24% 26% 29% 31% 33% 35% 38% 40% 43% 45% 81% 0%10%20%30%40%50%60%70%80% Other (please specify) Cricket Lacrosse (box –indoor) Lacrosse (field –outdoor) Football Volleyball (indoor) Lawn Bowling Volleyball (beach) Curling Rugby Bocce Tennis (indoor) BMX or Mountain Biking Badminton Gymnastics Soccer (indoor) Pickleball Baseball or Softball Skateboarding or Scootering Dog Walking (off-leash park) Fitness, Yoga or Weight-training (virtual) Use of Outdoor Fitness Equipment Basketball Tennis (outdoor) Golf Hockey, Figure Skating, or Ice Sports (outdoor) Town of Aurora Recreation Programs or Camps Soccer (outdoor) Hockey, Figure Skating, or Ice Sports (indoor) Swimming (outdoor) Disc Golf / Frisbee Golf Fitness, Yoga or Weight-training (in-person) Use of Splash Pad Running or Jogging Dog Walking (on leash) Use of Playground Equipment Swimming (indoor) Cycling Special Events in Parks Walking or Hiking for Leisure Page 44 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 32 Respondents were asked if they are able to participate in parks and recreational activities as often as they would like. Four-out-of-nine (44%) indicated that they were not able to participate as often as they would like. Figure 26 – Are you and members of your household able to participate in parks and recreation activities as often as you would like? (n=455) Those that expressed an inability to participate as often as they would like more frequently identif ied indoor swimming as a common activity and were generally less satisfied with the Town’s parks, facilities and programs, including the location of facilities. Amongst this group, top barriers to participation included: • Lack of desired facilities or programs (60%) • Program /Activity is often full (33%) • Lack of personal time / too busy (28%) • Program not offered at a convenient time (26%) 56% 44% Yes No Page 45 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 33 Figure 27 – Why are you and members of your household not able to participate in parks and recreation activities as often as you would like? (n=201) Importance and Satisfaction Levels Levels of importance and satisfaction with respect to specific categories of parks and recreation facilities are illustrated through the two figures below. Amongst these categories: • 92% indicated that parks for casual use, such as walking, picnicking and unstructured play were important to them, with 79% indicating that they were satisfied with this service area. • 88% indicated that indoor recreation facilities, such as arenas, pools and seniors’ centres were important to them, with 72% indicating that they were satisfied with this service area. • 86% indicated that outdoor recreation facilities such as sports fields, tennis or pickleball courts, and skate parks were important to them, with 60% indicating that they were satisfied with this service area. • 78% indicated that recreation programs (registered and drop-in) were important to them, with 61% indicating that they were satisfied with this service area. While it is not unusual in surveys such as this to have higher stated levels of importance than levels of satisfaction, it is notable that the gap between these two measures is highest for outdoor recreation facilities. This suggests that current levels of service may not be meeting many needs in this service area (outdoor recreation facilities such as sports fields, tennis or pickleball courts, and skate parks). 11% 0% 0% 2% 3% 4% 7% 9% 11% 12% 26% 28% 33% 60% 0%10%20%30%40%50%60% Other (please specify) Don’t Know Language / Cultural Barrier Lack of Child Care Activity has not resumed since the start of the pandemic Lack of or inadequate parking Lack of transportation / Facility too far away Lack of money / Too expensive Lack of information / Unaware of opportunities Health problems / Disability / Age Program not offered at a convenient time Lack of personal time / Too busy Program/Activity is often full Lack of desired facilities or programs Page 46 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 34 Figure 28 – In general, how important are the following items to your household? (n = 431 to 438) Neutral and “Don’t Know” responses not shown. Figure 29 – What is your level of satisfaction with the following parks and recreation services in Aurora? (n=431 to 438) Neutral and “Don’t Know” responses not shown. 88%86%92% 78% 10%11%7% 19% 0% 20% 40% 60% 80% 100% Indoor recreation facilities, such as arenas, pools and seniors’ centres Outdoor recreation facilities such as sports fields, tennis or pickleball courts, and skate parks Parks for casual use, such as walking, picnicking and unstructured play Recreation programs (registered and drop-in) Important Unimportant 72% 60% 79% 61% 19% 26% 18% 19% 0% 20% 40% 60% 80% 100% Indoor recreation facilities, such as arenas, pools and seniors’ centres Outdoor recreation facilities such as sports fields, tennis or pickleball courts, and skate parks Parks for casual use, such as walking, picnicking and unstructured play Recreation programs (registered and drop-in) Satisfied Dissatisfied Page 47 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 35 Programs and Activity Priorities Respondents were asked to identify the age groups they felt should be a priority if the Town were to provide additional programs or activities. These highest identified priorities were: • Adults aged 19 - 54 years (49%) • Children aged 5 - 12 years (43%) • Teens aged 13 - 18 years (43%) • Older Adults aged 55 – 69 years (39%) Figure 30 – If the Town were to provide additional programs or activities, which age groups should be a priority? (n=444) One-half (51%) of respondents identified specific parks and recreation activities that are not currently available (or they were not aware are available) but would like to see offered in the Town of Aurora. Top suggestions are shown in the following figure. Figure 31 – What activities would you like to see offered? (open-ended response) (n-223) 19% 43% 43% 49% 39% 27% 30% 0%5%10%15%20%25%30%35%40%45%50% Pre-School (4 years and under) Children (5 –12 years) Teens (13 –18 years) Adults (19 –54 years) Older Adults (55 –69 years) Seniors (70 years and over) Families 1% 1% 1% 2% 2% 2% 3% 7% 19% 0%5%10%15%20% Basketball Curling Outdoor Fitness Accessible Programming Skating Trails Pickleball Swimming Disc / Frisbee Golf Page 48 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 36 Disc golf was a common request, particularly on surveys completed by non-residents, with 81% of non- residents participating in disc golf and 91% identifying disc golf as a capital priority. To improve the representativeness of the results, non-resident responses were excluded from the sample. Given the volume of open-ended comments, it is believed that the opportunity to participate in this survey was shared widely amongst the disc golf community. As a result, the interest and demand for disc golf illustrated through this survey is likely overstated, even amongst Aurora residents. Nevertheless, it appears that there is an engaged group of enthusiasts within the town and beyond that are seeking additional opportunities to participate in disc golf activities. Facility Priorities The top priorities for improved or new facilities types identified by respondents include: • Nature trails (87%) • Park washrooms (87%) • Multi-use fitness trails (77%) • Parkland acquisition (73%) • Playgrounds (71%) • Space for older adults (e.g., Seniors’ Centre) (70%) The findings generally reflect the activities that respondents like to participa te in the most, with outdoor, casual use amenities being the highest priority for future investment. Other high priorities included indoor swimming pools (68%), outdoor ice rinks (67%), and splash pads (65%). Lower priority facility types (such as cricket and lacrosse fields) have a more limited appeal in the community. Page 49 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 37 Figure 32 – To assist the Town in prioritizing spending, please indicate the level of priority that you feel should be placed on improving or developing each of the following facility types? (n=381 to 405) “Don’t know” responses are not shown. 17% 20% 32% 34% 36% 37% 39% 40% 40% 41% 43% 47% 48% 48% 50% 51% 51% 53% 54% 56% 59% 65% 67% 68% 70% 71% 73% 77% 87% 87% 56% 56% 47% 46% 48% 43% 45% 40% 45% 36% 39% 41% 39% 34% 34% 36% 35% 30% 37% 32% 28% 27% 24% 25% 21% 22% 18% 18% 10% 11% 0%10%20%30%40%50%60%70%80%90%100% Cricket Fields Lacrosse Fields BMX or Bike Parks Beach Volleyball Courts Soccer Fields (indoor) Skateboard Parks Baseball or Softball Diamonds Pickleball Courts (outdoor) Fitness Equipment (outdoor) Disc Golf / Frisbee Golf Outdoor Running Tracks Off-Leash Dog Parks Halls and Multi-use Space Multi-use Fields (football, rugby) Tennis Courts (outdoor) Soccer Fields (outdoor) Gymnasiums Basketball Courts (outdoor) Fitness Centres Arenas Community Gardens for growing vegetables Splash Pads Outdoor Ice Rinks Swimming Pools (indoor) Space for Older Adults (e.g., Seniors Centre) Playgrounds Parkland Acquisition Multi-Use Fitness Trails Nature Trails Park Washrooms Higher Priority Lower Priority Page 50 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 38 Testing of Key Opinions Public opinion was tested for a series of key statements: • 98% agreed that “Parks and recreation services are important to your quality of life.” • 91% agreed that “The development of new parks and recreation facilities should be a high priority.” • 91% agreed that “Upgrades to existing parks and recreation facilities should be a high priority .” • 86% agreed that “The Town should work with other service providers such as schools, libraries, and non-profit agencies to provide parks and recreation facilities.” • 81% agreed that “The Town’s parks and recreation facilities are clean and well maintained.” • 79% agreed that “The Town’s parks and recreation facilities are conveniently located for you and members of your household.” 19% disagreed with this statement. • 75% agreed that “The Town’s parks and recreation facilities provide good value for your tax dollars.” 17% disagreed with this statement. • 71% agreed that “The Town should work with the private sectors to provide parks and recreation facilities.” 20% disagreed with this statement. • 70% agreed that “You feel well informed about the Town’s parks, facilities, programs, and events.” 25% disagreed with this statement. Figure 33 – Please indicate your level of agreement with the following statements (n=420 to 421) “Don’t Know” responses are not shown. 70% 71% 75% 79% 81% 86% 91% 91% 98% 25% 20% 17% 19% 13% 6% 7% 6% 2% 0%20%40%60%80%100% You feel well informed about the Town’s parks, facilities, programs, and events. The Town should work with the private sector to provide parks and recreation facilities. The Town’s parks and recreation facilities provide good value for your tax dollars. The Town’s parks and recreation facilities are conveniently located for you and members of your household. The Town’s parks and recreation facilities are clean and well maintained. The Town should work with other service providers such as schools, libraries, and non-profit agencies to provide parks and recreation facilities. The development of new parks and recreation facilities should be a high priority. Upgrades to existing parks and recreation facilities should be a high priority. Parks and recreation services are important to your quality of life. Agree Disagree Page 51 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 39 General Comments Nearly half (47%) of respondents provided additional open-ended input regarding parks and recreation in the Town of Aurora. The following categories represent the top key themes from the comments provided: • disc golf (9%) • indoor swimming pools (5%) • trail maintenance (5%) • additional programming (4%) • playground maintenance (4%) • washroom servicing (2%) • ball diamonds (1%) • splash pads (1%) • pickleball courts (1%) • outdoor fitness equipment (1%) A sampling of comments that represent key themes heard through the survey include: • “Disc golf is inclusive, easy, inexpensive, family friendly, and loads of fun for all ages.” • “Additional aquatic facilities, specifically a 50m pool and better maintenance of current pools.” • “We love taking advantage of the trails in Aurora [and] would like to see these continue to be developed.” • “Would also like to see more washrooms at parks [open year-round]. With small kids, it's important to have access to washrooms when spending the day outside being active in the community.” • “Need more children’s swimming options and upgrades to older playgrounds.” • “The Town needs additional Class A softball/baseball diamonds.” Profile of Respondents Key household characteristics of community survey respondents are noted below: • The average household size was 3.3 persons, slightly higher than the Town average of 2.9 persons per private household. • It is estimated that the survey represents the opinions of approximately 2.1% of Aurora’s households and 2.4% of Aurora’s population. The response rate (455 surveys) is considered adequate and – when combined with other consultation tactics and inputs – provides a strong basis for future planning. • The survey gathered input from residents of all ages. As shown in the following figure, the ages of household members of survey respondents are generally representative of Aurora’s population. Residents with younger children were slightly more likely to participate in the survey, while residents aged 55 or more were slightly less likely to participate in the survey. Page 52 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 40 Figure 34 – Please indicate the total number of persons within your household that fall into the following age categories (n=402) • 38% of survey respondents own a dog. These respondents were much more likely to support improvements to off-leash dog parks (67% identified this as a high priority). • All (100%) of the respondents in this summary self-identified as residents of the Town of Aurora. • Three-out-of-five (61%) have lived in Aurora for more than ten years, 18% for 5 to 10 years, and 21% less than 5 years. • The survey gathered input from residents across the entire town. The following percentage apply to those that identified their ward of residency; it is generally representative of populations in each ward: o Ward 1 (21%) o Ward 2 (18%) o Ward 3 (22%) o Ward 4 (14%) o Ward 5 (17%) o Ward 6 (7%) 16% 14% 14% 32% 15% 8% 11% 13% 17% 29% 20% 11% 0%5%10%15%20%25%30%35% 9 years and under 10 –19 years 20 –34 years 35 –54 years 55 –69 years 70 years and over 2021 Census Pop %Survey Population Page 53 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 41 4.3 Stakeholder Consultation Aurora is home to numerous service clubs, sports groups and community organizations that provide a wide variety of recreation, sport, event and community services to residents and visitors. More than 50 community groups consisting of sports associations, recreation service providers and community agencies were sent an invitation to provide feedback through virtual workshops (held on September 28 and October 6, 2022) and written submissions. The following 17 groups provided input into the Master Plan process: • Adult Hockey Leagues (2) • Aurora Aquatics (also submitted written input) • Aurora Diggers Girls Softball Association (submitted written input) • Aurora King Baseball Association • Aurora Minor Hockey Association • Aurora Skating Club • Aurora Special Ducks (submitted written input) • Aurora Youth Soccer Club • Central York Girls Hockey Association • Elevation Athletics • Rising Stars Soccer Academy • Redbirds Lacrosse (submitted written input) • Aurora Barbarians Rugby Football Club (also submitted written input) • Special Olympics Aurora • Sport Aurora (also submitted written input) • Total Tennis • York Artistic Swimming Club • York Region Lions Football The following is a summary of themes from the discussion groups. Details from each session have been considered in the development of the Master Plan. What are the strengths of parks and recreation in Aurora? What does the Town and/or others do well? Most organizations expressed considerable appreciation for the high quality of parks and recreation services in Aurora. The Town of Aurora’s common strengths identified by stakeholders include: • The Town’s recreation programming is viewed as a strength in the community. Specific references were made to several programs having waitlists and drop-in sessions consistently filling up. • Aurora’s diversifying demographic profile has a significant influence on recreation. New Canadians in Aurora have expressed strong interest in existing programs. In particular, Learn to Skate is a program that has been in high demand recently. • The sports community is vibrant, and there are new hotels to support sport tourism. • There is a wide range of quality parks and recreation facilities, as well as cultural assets. • Stakeholders recognize that municipal customer service staff are responsive to their needs. Several stakeholder group representatives indicate that permit bookings and submissions are generally performed in a fast-paced manner. • The Town’s sport fields are well maintained and serviced. Surveys conducted by Sport Aurora after tournaments reportedly show that facilities are well received. • The new management model for the Lind Realty Team Sports Dome has been well received. • The Town of Aurora is recognized by many stakeholders as home to a vibrant sports community. Page 54 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 42 • Many recreation groups have a regional membership and frequently travel to other neighbouring communities to use their facilities (e.g., sports leagues, swim programming in Newmarket, etc.). What trends are affecting your organization? Are there barriers to participation? There are several trends impacting stakeholder organizations in Aurora, some of which may contribute to barriers to broader participation. Stakeholder organizations identified: • Aurora has been impacted by declines in volunteerism. Many associations are struggling with attracting and retaining volunteer coaches, instructors, and officials, which has affected how organizations have competed with programs in neighbouring communities that pay these positions. • The pandemic dramatically reduced programming for some groups such as Special Olympics, has limited access to schools, and has made fundraising more challenging. • Aquatic programs are becoming over-subscribed and the therapy pool in Newmarket (Southlake Regional Health Centre) has been permanently closed. There is a suggested demand by organizations for a pool expansion. • There is increased interest in learn to skate and learn to swim programs as we emerge from the pandemic (including newcomer adults). • Several groups indicated that they have waitlists for their programs. • Programming is changing to align with evolving community demographics. For example, many newcomers require language and culturally sensitive facilities and programs (e.g., cricket). • Growing levels of female participation were noted by rugby and lacrosse groups and has also been an emphasis of Sport Aurora’s initiatives. • Aurora’s population is aging, but residents are looking to remain active. An aging population is influencing a growing demand of adult recreational programming, including pickleball and physiotherapy programming. • In terms of barriers, it was noted that change rooms at some facilities are insufficient to accommodate all users. • There is a lack of lights at sports fields that limit organizations’ ability to conduct evening practices. • The high cost of youth hockey, aquatics, etc. is a barrier for some families. How well are our existing parks, facilities and services meeting your organization's needs? Are additional parks, facilities and services required? Existing parks, facilities and services meet each organization’s needs on different levels. Stakeholders indicated the following regarding how their needs are met, and if they see a new and/or improved parks, facilities and services to be necessary for in the Town of Aurora: • The Town’s Aquatics Feasibility Study identified a strategy for expanding access to aquatic services (including improvements to existing pools, expansion of pool space, adjustments to programming, etc.); this direction continues to be supported by swimming clubs and aquatics advocates, with a view toward a regional initiative that could serve northern Yo rk Region. • Organizations have requested the addition of lighting to some outdoor basketball courts to allow for evening play. • New artificial turf multi-use fields (with lines for different sports) are needed to facilitate broader scope of programming; consideration should be given to change rooms, washrooms, storage, etc. at selected sites. One group identified an initiative to partner with the Town for the development of a second artificial turf field at Sheppard’s Bush. • Maximizing ball diamond and field usage should be a priority (block booking can create challenges). Some suggested that ball diamond drainage issues and surface conditions of older fields need to be addressed. There was a request for an additional mounded ball diamond to support youth and adult hardball. Page 55 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 43 • Recognizing the lack of undeveloped tableland in Aurora, the soccer club suggested using more constrained lands for soccer field development. • Condensation at the AFLC arena is a significant issue and many groups prefer not to book the space. Some suggested that this space would be better used for dry floor activities (ball hockey, roller skating, lacrosse, etc.), but would need to replace the ice time through a new arena elsewhere. • Multiple user groups identified cleanliness of AFLC and SARC as an issue; additional staffing may be required to address this, as well as grooming of ball diamonds. • The expansion to the SARC will help to alleviate the significant need for gymnasium space, but some groups suggested that there will be a shortfall. • Suggestion for a second soccer dome to support winter programming. • Suggestion for an outdoor artificial ice rink as natural rinks are weather -dependent and too volatile. • The permitting system for tennis courts is not well understood by public (which can lead to conflict); there was a suggestion to use an online app, coupled with greater public education. • It was reported that the Active Transportation strategy has not been widely embraced, though trails remain an important component of the town’s quality of life. How can your organization, the Town and others work together to address these priorities? The following approaches were suggested to support the priorities addressed by multiple stakeholder organizations: • In general, there was wide support for partnerships that support participation and drive revenue. • Multiple organizations expressed a desire in attracting new participants at all levels to join their respective groups. The decline of volunteerism has collectively impacted recreation in Aurora. Community events and tournaments offer opportunities for organizations to promote themselves to new members. • A growing emphasis on diversity, equity, and inclusion is needed as the town’s population becomes more diverse. • Additional discussion around modified approaches to facility allocation are desired. With declining volunteerism, the ability to allocate programming in larger scheduling blocks was suggested. Further, it was noted that allocation practices make it difficult for adult-serving groups to secure time, though there remains a desire to ensure that residents have priority access. Consideration may also be given to a website that publicizes and allows permitting of last-minute space cancellations. • Multiple organizations are seeking a higher priority be placed on the development of athletes. It was suggested athlete development and grass roots programs be re-evaluated, and that the Town work with others to build a sport volunteer and coaching program to help orga nizations with a qualified base of community supports. • One land-based opportunity was mentioned to assist in addressing community needs, being continued progress on a partnership with the school board to use the Dr. G.W. Williams Secondary School lands. • The potential of different construction methods, such as aluminum-supported membrane structures, should be considered. • It was suggested that the Town consider a more revenue-centric operating model to help support a new additional pool and multi-sport centre. • More strategic planning workshops with local sport organizations were suggested in order to provide information pertaining to ongoing initiatives and community needs. Page 56 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 44 4.4 Youth Input Feedback was sought from the Town of Aurora Youth Engagement Committee in November 2022. The Committee consists of local youth aged 12 to 17 years old that who serve to guide and advise on appropriate programs, special events, and services for youth in the town. Their input is summarized below. PARTICIPATION: What activities do you like doing in parks and recreation facilities Multiple youth indicated that they use the following amenities and activities in parks and recreation facilities: • Using the trails for biking and hiking/walking, preferring to use trails near their houses and schools that are easy to access. One youth commented that they enjoy running on trails throughout Aurora because there are lots of other users and it feels nice to connect with others while exercising. • Playing basketball and tennis in local parks on courts • Playing sports in the AFLC Gymnasium, mostly basketball. • Skating at the Arenas and on outdoor rinks in local parks. • Playing soccer at the Sports Dome and soccer fields at Sheppard’s Bush. • Swimming at the SARC, going approximately every other week. • Volleyball on the Beach Volleyball courts. • Using the dog park and dog friendly parks with family. BARRIERS: What stops you from using our parks and recreation facilities or participating in recreation programs? • Dog Park; the wood chips coating the ground are an injury risk as they have gotten stuck in their dogs’ paws and some families have stopped attending the dog park for that reason. Families are also having difficulty finding other areas to walk or play with their dog since the majority of other parks don’t allow unleashed dogs. • Lack of Swim Lesson Availability; seasonal swimming lessons fill up fast so they often missed out on opportunities to continue lessons. More availability in lessons would be helpful. • Community Recreation Facilities; the majority of youth mentioned that they don’t have access to a car or have to wait for parents to get home to drive them. They commented that if their family has conflicting schedules, they have stopped their recreation activities (e.g., soc cer at the Sports Dome) since they can’t get a ride to the activity. Other youth commented that the distance between facilities and their houses or schools is far. Another youth agreed and mentioned it is hard to take transit to get to facilities for programs. • Lack of Soccer Nets: youth mentioned that the soccer nets at Sheppard’s Bush or other parks are often missing netting. They said it makes it hard to play and is discouraging. • Lack of Communication About Programs; youth commented that they had a hard t ime finding opportunities while onsite in recreation complexes (no central location to read over activities such as a bulletin board) or found the website hard to navigate. Youth mentioned repeatedly that if they don’t know about a program they don’t go. Some youth commented they don’t use online tools like websites as often as others do, that they prefer flyers and pamphlets. • Common Language for Program Advertising; one youth mentioned that they find it hard to find programs they’re looking for because they’re often titled differently or not similar to past programs. Promotions don’t use common language and it can be hard to find programs if they don’t know what they’re called. Page 57 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 45 IMPROVEMENTS: How can we make our parks and recreation facilities more youth-friendly? • Aurora is a very car-oriented community. It would be nice to see more pedestrian-friendly design, or improvements made to help residents that are travelling by walking or biking. • Installation of bike repair stations around trails that are on tethers so they can’t be taken. • More dog friendly events like NewBarkIt (Newmarket event) or more parks with the ability to take dogs off leash. Canine Commons is tough to get to and it doesn’t feel inclusive to families who have dogs. • Gravel trail surfaces can be challenging for biking, scootering and skateboarding. It would be helpful for major trails leading to Rec Complexes to be paved. It was noted that it’s harder for bikes to brake on the gravel, which can be a safety issue, especially on hilly trails. • Adding Bike lanes to bigger or main roads that are utili zed by students getting to and from school; it would promote helping the environment and healthy living. • Addition of water fountains to parks or adding bottle filling stations to parks with public washrooms. • Additional lights for basketball courts in parks. Lights could be on timers or sensors with a final use time of 10 pm. It would encourage healthier routines and allow families more access to parks and trails. Teens have noticed that trails are well lit, but parks often aren’t. • Some major streets/walkways (e.g., St. John’s Side Road to access connecting trails) don’t have a lot of shade. It would be nice to see more shade-bearing trees, or some shade structures built into the trail path. • Adding outdoor exercise machines to more parks along trails. • Shuttle service to bring kids or teens to community centres or recreation facilities more regularly. • Rental Bikes for community to rent and use in community. • In-person advertising for recreation programs and opportunities at events, specific areas of community, etc. Adding more community bulletin boards at Town Park, Aurora Town Square, the Library, etc. Creating more youth specific promotions, including a teen program guide flyer to be distributed through schools or an email distribution list for teens. • Additional trail signage like a colour coding system or more signage that indicates how trails connect to major areas of Aurora and landmarks (e.g., Aurora Town Square, SARC, Town Hall, Library, etc.). • Bulletin boards that advertise upcoming programs at recreation complexes would be helpful at other locations around the community. 4.5 Internal Consultation Consultation was undertaken with Town Council and staff involved in the management, operation and maintenance of parks and recreation facilities and services. Input from these sources was wide -ranging and has been used to inform the Master Plan. Page 58 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 46 4.6 Emerging Directions from the Initial Public Input and Research Phase Key findings of the initial public engagement and research phase are summarized below. These themes have been assessed along with community profiles, usage data, and promising practices from other communities to inform the Master Plan’s recommendations. 1. Parks and recreation services are very important to Aurora residents. 98% of survey respondents agree that parks and recreation services are important to their quality of life. The survey also found high levels of satisfaction with park and recreation facility provision and maintenance; however, improvements are required to address aging infrastructure, gaps, and emerging needs. 2. Aurora is growing and becoming more diverse. More than one-third of the town’s population are foreign-born and this is likely to increase as Aurora grows (the average rate of growth between 2021 and 2031 is more than 1,000 persons per year, mostly through intensification). Aurora’s population is also aging and seeing greater demand for barrier-free opportunities for persons with disabilities and mobility challenges. These changes may influence demand for certain recreation activities (including accessible and inclusive spaces) and will place upward pressure on existing resources. 3. The pandemic has highlighted the vital role of parks, trails and outdoor recreation opportunities in staying active and connected. Unstructured park and trail use has increased during the pandemic and these spaces have become more important to supporting resident health and wellness. Accessible washrooms in parks and public spaces are also required to support these uses. Long-term planning and strategic investment are vital to support the significant role that the parks and recreation play in our personal, social, and economic recovery and revitalization. 4. Demand is growing for unstructured activities for all ages. The survey found that the most popular activities in Aurora are those that appeal to all ages and abilities, such as use of parks, walking/hiking, special events, cycling, swimming, and fitness. Interest is also growing for self - directed leisure pursuits such as outdoor ice skating, disc golf, off-leash dog park use, outdoor basketball and volleyball, and community gardening – some of these activities appeal to residents of all ages and some can be done across all seasons. 5. Multi-use and flexible spaces help in accommodating emerging sports and activities. New and changing recreation interests create new opportunities to engage residents in innovative ways, but also place pressure on existing resources, parks and facilities. Flexibility in design an d approach is required, and facilities that can accommodate multi-uses are desired. Some examples include multi-use outdoor courts, artificial turf fields, and gymnasiums. 6. Aurora has a prominent sport community and there is strong interest in quality facil ities that can support high performance athletics. The consultation program yielded several requests for additional indoor swimming programs and facilities, as well as dryland spaces such as gymnasiums. While the Town has taken some steps to address these demands, funding and land availability are notable constraints. Partnerships may be necessary in some cases to ensure that community recreation facilities are “sport-friendly” and have the level of amenities (e.g., dimensions, change rooms, scoreboards, lighting, etc.) requested by the full range of user groups. 7. Many groups and residents are seeking additional access to municipal recreation facilities and sports fields. Town facilities are well used, sometimes resulting in waitlists especially for specific programs or locations at peak times. The Town works hard to ensure equitable access and address conflicts, and there is high satisfaction with the Town’s customer service. Reviewing Page 59 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Community Engagement 47 and updating the Town’s allocation policies and permitting practices may a ssist in maximizing access and streamlining procedures. 8. The COVID-19 pandemic has been a significant challenge for many organizations and continues to impact service levels. Labour shortages have been widespread across Canada and this has been particularly acute in industries such as recreation that rely partially on part -time and seasonal employees. Many local organizations also expressed challenges with recruiting and retaining volunteers to support their sports and recreation programs. Continued efforts to enhance outreach, training, wages, and other benefits may help to address this issue over time. 9. The Town’s parks are largely built-out with little ability to accommodate new amenities, and parkland provision standards are declining. This will place more pressure on existing parks and amenities and will require greater emphasis on capital maintenance, such as the timely replacement of playground equipment. Population growth and community expectations suggest a need for additional parkland; however, the legislation governing parkland conveyance is changing, making it more difficult to secure parks of adequate size and location. 10. The community places a high value on the natural landscape and environmental sustainability. Climate change adaptation and mitigation measures are increasingly being integrated into public sector practices, becoming one of several ways to define the success of municipal projects. Page 60 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Strategic Framework 48 5. Strategic Framework Page 61 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Strategic Framework 49 This section identifies the strategic framework that will guide the Master Plan’s development and implementation. In creating this framework, the overarching strategies established in the 2016 Parks and Recreation Master Plan have been revisited through the lens of updated consultation and research, including alignment with foundational documents such as the Town’s Strategic Plan and Framework for Recreation in Canada. 5.1 SWOT Analysis Before identifying a strategic path forward, it is necessary to undertake an honest examination of the current state. The table below summarizes key strengths, weaknesses, opportunities and threats related to the Town’s parks and recreation system that have been identified through the research and consultation to date. Table 6 – SWOT Analysis for Town of Aurora Parks and Recreation System Strengths Weaknesses - Town offers a broad variety of high quality, affordable, year-round services and facilities - Public satisfaction levels are generally high in most areas - Customer service and responsiveness of staff were frequently mentioned as strengths by the community - Town has made parks and recreation a priority – Aurora has a high capital spending rate but is operationally-efficient - Aurora’s open space and trails network is a significant asset - The Departments responsible for parks and recreation services are in a mature state with established policies and procedures - Aurora is largely built-out and there is a lack of available land for large parks or major recreation facilities - Challenged to keep pace with needs of sport community (indoor pools, sports fields and courts, gymnasiums, etc.) and adult recreation - Underfunding of park amenity replacements (e.g., playgrounds) and new infrastructure to maintain existing levels of service - Older parks and facilities may not always address needs of a population that is aging and becoming more diverse - There can often be local resistance to adding new amenities to existing parks Opportunities Threats - The Town is preparing a new Official Plan in 2023 to guide parkland acquisition, among other aspects of community growth and development - Growing opportunity to foster partnerships with schools, sports associations, and others (e.g., artificial turf fields, Dr. G.W. Williams SS, etc.) - New Ward system may place a greater emphasis on under-served areas - Aurora’s central location in North York Region make it an attractive location for tournaments, events, and higher-order facilities/services - Aurora Town Square project will provide a multi-use event and gathering space for residents and visitors - Funding sources such as Development Charges and cash-in-lieu of parkland are becoming more constrained - Growth, density, and changing planning legislation makes parkland more difficult to secure - Some Town facilities are aging and not fully barrier-free - Rising cost of land and demand for housing will lead to loss of Stronach soccer fields - Current labour shortages have made it difficult for the Town to attract staff and many organizations to retain volunteers - The pandemic and economic situation has made access to recreation services less affordable for some (but Town has new policies in place) Page 62 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Strategic Framework 50 5.2 A Vision for Parks and Recreation in Aurora Based on supporting documents and public input, the following vision and guiding principles have been established to guide the development and implementation of this Master Plan. This strategy reflects the values and aspirations articulated by the Town and the community as a whole. Together, the framework describes the core directions that the Municipality and its partners should strive to achieve over time. Vision Setting a “vision” for the Town in the delivery of parks and recreation programs, facilitie s and services is the initial step in setting a strategic path forward. A strategic vision depicts how Aurora wants to be viewed in the future and compels Council, staff and the community to work together to achieve their collective goals over time. The following vision statement is proposed for parks and recreation in Aurora: An active, healthy, and engaged community supported by responsive recreation services, facilities and parks. Guiding Principles The following guiding principles reflect input received from the Aurora community and municipal staff and officials. They are intended to inform and direct the Town’s approach to decision -making and investment over the next five years and beyond. Everything the Town does in relation to parks and recreation should further the vision and one or more of the guiding principles. 1. Expand Resident Participation We will increase accessible opportunities for community recreation, active and healthy living, and sport for residents of all ages and abilities. 2. Optimize our Recreation Facilities We will respond to evolving community needs by planning ahead and investing strategically in sustainable recreation infrastructure. 3. Enhance our Parks & Amenities We will sustain a high quality parks system that encourages participation, builds a sense of place, and promotes stewardship. 4. Foster Innovation & Service Excellence We will deliver exceptional parks and recreation services and pursue partnerships to leverage community benefits. Detailed recommendations that will assist the Town and the community to achieve the vision and guiding principles can be found in the following sections of this Master Plan. Page 63 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 51 6. Indoor Recreation Facilities Page 64 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 52 Recreation facilities play an important role in the daily life of Aurora’s residents. The Town invests in infrastructure to promote physical activity, healthy lifestyles, skill development, athletic competition, community building, and economic growth. These assets have positive impacts on residents and contribute to the community’s wellbeing. This section identifies needs and considerations for the indoor recreation in Aurora. 6.1 Summary of the Indoor Recreation Facility Supply The Town’s major indoor recreation facilities include the Aurora Community Centre, Aurora Family Leisure Complex, Stronach Aurora Recreation Complex, and Aurora Seniors’ Centre. These venues provide multiple activity-specific and flexible spaces for a wide variety of programming and rentals . Table 7 – Indoor Recreation Facilities Facility Type Number Location Community Centres 3 Aurora Community Centre, Aurora Family Leisure Complex, Stronach Aurora Recreation Complex Indoor Aquatic Centres 2 Aurora Family Leisure Complex, Stronach Aurora Recreation Complex (multiple tanks) Gymnasiums 1 Aurora Family Leisure Complex Note: A gymnasium is planned to be added to the SARC (opening in 2024). The Town also permits several school gymnasiums. Fitness Centres (full-service) 1 Aurora Family Leisure Complex (Club Aurora) Arenas (Ice Pads) 5 Aurora Community Centre (2), Aurora Family Leisure Complex (1), Stronach Aurora Recreation Complex (2) Indoor Racquet Courts 2 locations Tennis: 6 courts at the Marilyn Redvers Centre (operated by third-party) Squash: 4 courts at the Aurora Family Leisure Complex Indoor Turf Fields 1 Lind Realty Team Sports Dome Multi-Purpose Rooms 18 Aurora Community Centre (3), Aurora Family Leisure Complex (4), Aurora Public Library (4), Aurora Seniors’ Centre (3), Stronach Aurora Recreation Complex (1), Town Hall (2), Victoria Hall (1) Dedicated Youth Space 1 Aurora Family Leisure Complex Dedicated Older Adult Space 1 Aurora Seniors’ Centre In addition to these municipal facilities, residents also benefit from a number of facilities owned and/or managed by others (note: some may not be broadly accessible to the public), such as: • Other Public Facilities: the Town owns and/or operates other facilities not listed above that offer some opportunity for community-based programming and events, such as the Aurora Public Library, Town Square/Church Street School, and Aurora Armoury; • Schools: most elementary and secondary schools include gymnasiums, classrooms and/or outdoor facilities (e.g., sports fields, playgrounds); Page 65 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 53 • Non-profit and private sector providers: examples churches and places of worship, service clubs, fitness clubs, martial arts and dance studios, etc. • Adjacent municipalities/communities: various recreation facilities and parks are provided in adjacent municipalities (e.g., Newmarket, Richmond Hill, etc.). 6.2 Community Centres The Town operates three (3) community centres: Aurora Community Centre (ACC); Aurora Family Leisure Complex (AFLC); and Stronach Aurora Recreation Complex (SARC). These facilities serve as multi-use hubs that support a wide variety of indoor registered and drop-in programming, casual use, bookings and permits, and events that reflect the needs of the community. Community Centres contain amenities such as indoor pools, gymnasiums, fitness centres, arenas, meeting spaces, and more. Note: Facilities that are designed or function primarily for a single type of recreational activity (e.g., ice sports, community halls, cultural centres) are not defined as community centres within this plan. While the Aurora Seniors Centre serves similar functions for an older population, older adult space is discussed separately in this Master Plan. Figure 35 – Town of Aurora Community Centres and other Notable Civic Facilities Page 66 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 54 The Town has made several investments in its community centres in recent years to ensure that they remain modern and responsive to local needs. This includes major upgrades to the AFLC, updates to the ACC, and the planned addition of a gymnasium and lobby renovation at the SARC (2024). However, all three facilities are largely built-out on their sites and have limited capacity for future expansion. Any growth-related needs for additional recreation space will likely need to be accommodated through either a conversion of existing space or through the establishment of new space off -site. The primary need arising from this and past studies is for a new indoor aquatic centre. Most recently, the 2020 Aquatics Feasibility Study supported options for expanding the SARC or establishing a new pool location elsewhere in Aurora. The current distribution of facilities and population would suggest that a location in the southwest would be most desired from a community recreation perspective. A longstanding lack of available land in this area is one of several reasons why such a project has not advanced further. The Town has funding identified in its long-term capital forecast for such a facility in the 2025-2027 range. In order for the Town to address the growing demand for indoor aquatics, sport training and development, and other program areas, it is imperative that the Town work to secure land for future facility development. With the planned closure of Dr. G.W. Williams Secondary School, the Town is encouraged to continue conversations with the school board regarding community use of this site, whether it be for sports fields, access to indoor spaces, or long-term use potential. Other sites in southwest Aurora or the vicinity may also emerge, such as lands owned by the Ontario Heritage Trust (Smith property), former George Street School, etc. A minimum of 3 hectares of land should be considered for such a facility, giving the Town flexibility for future programming. In the interim, the new Township-Wide Recreation Centre in nearby King Township (consisting of two ice pads, six-lane 25-metre lap pool and leisure pool, multi-purpose athletic fieldhouse, and sports fields) will help to meet broader needs in the region, potentially easing some demand on Aurora’s facilities and improving access to facilities the town’s southwest area. Furthermore, there may be opportunities to replan some spaces at existing community centres. For example, the AFLC has longstanding issues with condensation in the arena enclosure, as well as a growing need for expanded fitness space, floor sports, and more. By converting the arena to alternative uses, these issues would be addressed while accommodating emerging needs. Arena needs and options are discussed in more detail later in this section. Table 8 – Provision Analysis – Community Centres Current Supply 3 Current Per Capita Provision 1:21,370 Future Per Capita Provision (2031) 1:24,333 Municipal Benchmark 1:31,140 Recommended Target 1:25,000 Future Needs: • Secure a site (ideally in southwest Aurora) to support a fourth community centre adressing demand for indoor aquatics and other recreation programming Recommendations #1 Secure land in southwest Aurora through partnership or purchase to accommodate a new multi-use recreation centre, potentially consisting of an indoor aquatic centre, gymnasium, walking track, supplementary program spaces (e.g., community kitchen, etc.), sports fields, etc. Confirm facility needs through a business plan once a site is established, with the goal of beginning detailed design within the five-year timeframe of this plan (by 2028). Page 67 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 55 6.3 Indoor Aquatics The Town operates two indoor aquatic complexes, located at the AFLC (single tank; leisure /lane hybrid pool) and SARC (multiple tanks; 8-lane 25-metre and leisure pools). The SARC is the town’s premier aquatic centre and is heavily used for recreational swimming, programs, sport training and rentals. Figure 36 – Town of Aurora Indoor Aquatic Facilities Community and stakeholder interest in aquatic facilities has been increasing in Aurora. The Master Plan survey found that two-fifths (40%) of Aurora households have participated in swimming indoors since 2019, ranking 4th out of 39 leisure activities surveyed. Participation in swimming is strong as the activity appeals to people of all ages and abilities, either in a structured or drop-in format. The Town, as with most communities, places considerable focus on learn-to- swim and aquatic fitness through its programming. While learn-to-swim is usually the highest demand use for an indoor pool, there is a growing aquatic fitness market which is well suited to adults and older adults as it is a low impact, social activity that promotes physical health. Swim teams and aquatic clubs (many with regional memberships) are also major users that tend to prefer traditional rectangular pool configurations with lanes and cooler water temperatures, while the aquafit and early childhood learn-to- swim markets are increasingly shifting their preferences to warmer water leisure/teaching pools. The following chart illustrates the estimated number of swims generated from aquatics programming offered by the Town of Aurora at both the SARC and AFLC between 2017 and 2019 (pre-pandemic). Page 68 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 56 Overall swims increased by 9% during this time period, most notably due to a rise in drop-in swimming (all age groups) and growth in registered programming for older adults. Fill rates for registered aquatic programming (excluding summer and holiday camps) averaged around 60%, indicating additional capacity for use. However, like most recreation facilities and programs, the peak times (Saturday mornings, early evenings, etc.) fill up fast while non-peak times (e.g., weekday daytime, etc.) have fewer registrants. Figure 37: Estimated Swim Visits to Aurora Indoor Pools, 2017-2019 Note: Excludes swim visits generated from rentals. Source: Town of Aurora, 2022. The pandemic had a profound impact on many recreation activities, including swimming and related disciplines. For example, Aurora and many other communities were unable to retain their full complement of accredited lifeguards and aquatics instructors. At the same time, when facilities fully re -opened and programming resumed, the demand for learn-to-swim programs skyrocketed as families sought to catch- up for lost time. It may take time for the Town to rebuild its staffing levels to support the full spectrum of aquatics programming. Assuming a return to pre-pandemic participation levels, the Town may also see increased demand from newcomers and seniors, both of which are growing markets in Aurora. This suggests a continued focus on lifelong learning skills, recreational swimming, and warmer -water activities. At the same time, input from local aquatic clubs suggest that they are looking for more prime time access to the pools, particularly sport-friendly lane pools with cooler water temperatures. Pool quality and supporting amenities are major influences on participation. Pools with multiple tanks, different water temperatures, and modern design standards respond to the widest variety of user groups and aquatic programming options, including parallel and multi-generational programming. Recognizing these growing needs, the Town prepared an Aquatic Feasibility Study and Business Plan in 2020 to examine the feasibility of new pool, including its preferred size, location, and programming. This study identified a preferred provision model consisting of a 50-metre pool addition to the SARC, but also indicated that, at minimum, an additional 25-metre pool with 8 lanes is needed to meet current and future needs. In supporting this recommendation, the Feasibility Study noted the following (summarized for brevity): • An additional 25-metre pool will serve the needs of the immediate community, but will limit the economic impacts and benefits a larger, competition pool would provide. • The Town’s last indoor pool was built in 2006, prior to a current day population growth of 35%. • Stated community support and demand for aquatic facilities can only be addressed through additional pool tanks that can offer a wider range of design configurations and temperature 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 2017 2018 2019 Registered Programs (9 visits per registrant)Drop-in Programs Page 69 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 57 options matching specific program needs. Further, it is noted that since the study was completed, the Southlake Regional Health Centre in Newmarket has permanently closed its therapy pool. Through the Master Plan consultation program, the community continues to strongly support investment in additional pool facilities. Two-thirds (68%) of survey respondents identif ied indoor swimming pools as a high priority, ranking 7th out of 30 facility types. Additionally, comments were received regarding access to swimming lessons, which have become more difficult for some residents to register for due to a combination of factors largely impacted by the pandemic (e.g., program capacities, staffing levels, preferred program times, etc.); the Town is working to increase its capacity in order to mitigate these concerns going forward. The Aurora Aquatics Advocacy group also provided written input regarding their mission to “support the development of a premiere accessible aquatic facility that will benefit the recreational, competitive, and community users in Aurora and York Region.” The group indicates that there is a sport training gap in York Region North and supports adding a 10-lane 50-metre pool and related wellness components to the SARC. The group envisions that this facility would better meet the needs of competitive sport and drive new creative program offerings, revenue sources, and partnerships, thereby creating opportunities for offsetting capital and operating costs. Indoor pools serve residents of all ages and abilities in a controlled year-round environment. They are planned based on geographic accessibility and popula tion. A service level target ranging between 1 indoor aquatic facility per 30,000 to 35,000 residents is typical for a community such as Aurora, though this can range widely based on several factors. Looking beyond this benchmark, the preferred design and number of lanes should be based on contemplated programming, something that the Town has examined through the recent Aquatic Feasibility Study. Experience from other municipalities indicates that the highest use pools tend to be newer and contain multiple tanks. A 50-metre pool is a service level that is not currently supported by the Town. In addition to funding concerns, there are logistical issues to significantly expanding the SARC, including the acquisition of land and additional parking. If Aurora wished to consider a 50-metre pool further, the Town cannot build and support one alone. The market for such a facility is regional and would require a different approach to scheduling and programming (as outlined in the Aquatic Feasibility Study). Furthermore, community opinion has been divided between investing in higher order sport training facilities as opposed to more modest investments in facilities that address broader community-level needs. The Town’s Sport Plan supports increased levels of participation in sport and recognized the impact of sport tourism within the community. Based on the findings of the Aquatic Feasibility Study, it is recommended that the Town continue to advance the recommendation for a new 25-metre 8-lane community pool, but remain open to partnership discussions that could elevate the level of service while protecting the interests of taxpayers. Table 9 – Provision Analysis – Indoor Aquatics Current Supply 2 Current Per Capita Provision 1:32,050 Future Per Capita Provision (2031) 1:36,350 Municipal Benchmark 1:33,170 Recommended Target 1:30,000 Future Needs: • One new pool location, with planning to begin in the short-term • At minimum, the pool should be a 25-m 8-lane tank, but have the potential to be designed as larger tank through a partnered project Page 70 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 58 Recommendations #2 Continue to pursue the development of a new 25-metre 8-lane community pool, but remain open to partnership discussions that could elevate the level of service at no additional costs to the tax base. #3 Update the Town’s Pool Allocation Guidelines to ensure that pool time is being used effectively and that priority markets and organizations are afforded fair and transparent access to available times. Consider developing a formal allocation policy. 6.4 Gymnasiums The Town currently offers one municipal gymnasium at the AFLC (under-sized as it was a fitness centre conversion) and is planning to add a full-size gym to the SARC (opening in 2024). Figure 38 – Town of Aurora Municipal Gymnasiums and Fitness Centres Note: Gymnasium at SARC is planned to be constructed and opened for 2024. The Town also permits selected school gymnasiums through which it runs recreation programming, although there is no formal reciprocal use agreement in place. Municipal and community access to school facilities has been increasingly challenging as schools expand their programming and restrict access, often on short notice. During parts of the pandemic, access to school facilities was completely Page 71 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 59 unavailable, even when Town facilities were open to the public. These restrictions – along with a rapid growth in several court sports – mean that municipal gymnasiums are in high demand in Aurora and beyond. To assess demand for the proposed SARC expansion, the AFLC gymnasium schedule has been regularly evaluated by staff. Demand for use of the space is high and Town staff are regularly adjusting the schedule to maximize use. Gymnasium time is well utilized for Town run activities; however, little time is left for community use, a point that was reiterated through the stakeho lder consultations. One half (51%) of survey respondents also identified gymnasiums as a high priority, ranking 14th out of 30 facility types. Municipalities are increasingly including gymnasiums within new recreation centres as they can accommodate many growing sports (e.g., basketball, pickleball, badminton, group fitness, etc.), municipal programming, rentals, and larger community events. Gymnasiums (especially full-size/double gyms) are appealing to a wide variety of active and community uses for people of all ages. Another emerging trend is the development of indoor sport courts by the private sector or under air -supported domes (e.g., Whitchurch-Stouffville’s Ballantrae Park). The Town should include gymnasiums with each new or expanded community centre, ensuring that they are designed to meet a broad variety of uses, with appropriate dimensions and ancillary spaces (e.g., change rooms, storage, etc.). Indoor walking tracks should also be included in most new community centres, encircling gymnasiums, ice pads, or other features. Should the Town proceed with building a new community centre in southwest Aurora, a gymnasium and walking track should be core components. The longer-term need for additional gymnasiums may be considered through the next Master P lan update pending the successful operation of the gymnasium planned for the SARC. Table 10 – Provision Analysis – Gymnasiums Current Supply 1 Current Per Capita Provision 1:64,100 Future Per Capita Provision (2031)* 1:36,350 Municipal Benchmark 1:50,850 Recommended Target 1 per multi-use community centre Future Needs: • Provide gymnasiums and walking tracks within new community centres (e.g., southwest Aurora) * Including new gymnasium at the SARC (2024) 6.5 Fitness Centres The Town’s only municipal membership-based fitness centre (Club Aurora) is located at the AFLC. Club Aurora offers an equipment-based workout space, group fitness studio, and a variety of fitness programs and services for a wide range of age groups and interests. Residents may access the centre through memberships or pay-as-you pricing; members also have access to the pool and squash courts. Club Aurora underwent a major renovation in in 2015 and the workout space was subsequently down -sized. As a result, membership has been reduced – in 2019 prior to the pandemic, Club Aurora had approximately 1,000 members, down from 2,200 in 2010. A draft Business Plan for Club Aurora was completed in 2019, with a new membership and pricing structure considered as part of the User Fee Review. In addition, certain spaces at the SARC and ACC are also used for dryland training and/or fitness activities. There are also many private sector fitness providers serving Aurora, including large chains and smaller fitness studios. Page 72 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 60 Demand and competition are both strong in Aurora for personal heath and fitness services – the Town is just one of many providers. Three-out-of-ten (29%) Aurora households have participated in in-person fitness, yoga or weight-training activities since 2019, ranking 9th out of 39 leisure activities surveyed. However, with at-home and virtual fitness options thriving during the pandemic (one-half of fitness participants – or 14% of households – indicate recently participating in virtual fitness activities), many people have been slow to return to fitness centres on a full-time basis. Staff have indicated that Club Aurora services the older adult community well, but that more programs, instructors, and space may be needed to better engage youth. The Town will need to continue to promote and adjust its services to match with these changing behaviours. Fortunately, locations like Club Aurora that can offer a range of services from workout space to group programs to personal training will have the greatest flexibility in managing these ups and downs. Given the proliferation of private operators, additional fitness facilities not recommended at this time. However, the Town should continue to offer floor-based wellness programming at its community centre locations to promote active and healthy lifestyles and to supplement Club Aurora operations. As discussed in the arena section below, there may be long-term opportunities to repurpose the AFLC arena to expand floor space for fitness and other activities. Recommendations #4 Continue to implement the Club Aurora Business Plan with a view toward engaging a broad range of members through responsive service offerings and membership plans, while continuing to offer floor-based wellness programs across the Town’s system of community centres. 6.6 Arenas The Town offers five (5) indoor ice pads, located at the ACC (2 pads, built in 1966/1996), AFLC (1 pad, built in 1986), and SARC (2 pads, built in 2006). All arenas offer ice during the peak winter season, while regional demand allows the Town to operate three to four arenas year-round. Participation in ice sports is declining across Ontario and Canada. Just prior to the pandemic, registration in Hockey Canada affiliated minor programs had declined by 16% since peaking in the 2008-2009 season. This reduction is most prevalent amongst boys and can be linked to several factors such as the high cost of ice sports, changing demographics (immigration from non -ice playing countries, aging of the population), concerns over safety, growing competition from other sports (e.g., indoor soccer, basketball, etc.), and a rise in the number of unsanctioned leagues and organizations. As a result of COVID -19 and the impact on programs, youth registration dropped an additional 34% in Ontario in 2020/21.3 Locally, nearly one-quarter (23%) of Aurora households participated in indoor ice sports or skating since 2019, ranking 12th out of 39 leisure activities surveyed. This is a notable decline from the 30% that indicated playing ice sports or skating in 2015. While this may be partially explained by the pandemic (although both surveys asked about participation prior to the pandemic), the Town’s growing ethnic diversity and other factors may also be at play, suggesting a stabilizing of local demand. 3 Source: Hockey Canada Annual Reports. Includes players registered in youth hockey (U7 to U21). Page 73 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 61 Figure 39 – Town of Aurora Arenas In part through the implementation of the previous Master Plan, the Town began collecting registration data on arena groups in 2017 to help inform usage and needs. This data (shown below) also illustrates a relatively stable participation profile between 2017 and 2019 (pre-pandemic), with a total of 4,198 persons participating in organized ice sports at Town of Aurora arenas in 2019. Several user groups have regional memberships and may also use facilities outside of Aurora. Approximately 50% of these arena users are Aurora residents; this figure is slightly lower for youth (~45%) and higher for adults (~60%). Additionally, approximately two-thirds (66%) of arena users are youth (aged 17 years and under). Page 74 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 62 Figure 40 – Number of Participants Registered with Organizations using Town of Aurora Arenas (2017-2019) Source: Town of Aurora, 2022. Taking a longer view, the following chart shows a 6% decline in the number of hours used since 2010/11. Most of this decrease has been seen in shoulder hours (e.g., between 10:00 and 11:00 p.m. in the evening); however, some weakening of prime time ice usage has also been witnessed. Figure 41 – Hours of Ice Time Booked at Town of Aurora Arenas Source: Town of Aurora, 2022. Recent trends indicate that participation in house league hockey is declining in many communities, while competitive development experiences and rep hockey remain in high demand. Private training facilities are springing up, offering paid instructors that teach area hockey skills, often on synthetic ice. This had led to growing requests for ice time at arenas from commercial renters representing broad er memberships. Unfortunately, this “professionalization” of minor hockey comes at a cost that can create barriers, making the sport less inclusive and accessible for some families. Growth in the house league ranks is vital to the long-term sustainability of the system; the Town is encouraged to collect more granular data on user groups to assist with tracking of these trends. On the 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) and the research found that parents were 2,585 2,849 2,773 1,429 1,415 1,425 0 500 1,000 1,500 2,000 2,500 3,000 2017 2018 2019 Youth (17 and under)Adults (18 and over) 8,294 8,060 7,773 4,000 5,000 6,000 7,000 8,000 9,000 2010/11 2014/15 2019/20 Hours Booked September to March Page 75 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 63 increasingly less likely to enroll their children in hockey as a result.4 These results are compelling considering the current challenging economic climate. Looking ahead, there is a possibility that demand will soften not only based on these trends, but also demographics. Population projections anticipate that the number of 5 to 19 year olds in York Region will remain stable to 2031, which has the potential to further erode demand since this age group is the main user of prime ice times. On this basis, it is clear that additional indoor ice pads are not required in Aurora for the foreseeable future. The Town’s provision of arenas is much higher than the municipal benchmark, in part because several organizations serving regional markets have made Aurora their home base – as noted earlier, only one-half of arena users are Aurora residents. It is recommended that the Town adjust its arena provision targets to one ice pad per 15,000 population. No additional ice pads are required during the next five years and this provision target should be reassessed through the next Master Plan update. On a related matter, aging arena infrastructure will be a growing concern for Aurora in the years to come. This is a common issue across the municipal sector – the 2019 Canadian Infrastructure Report Card reported that 39% of Canada’s municipal arenas and pools are in fair to very poor condition , with many built between 1956 and 1980. The original ice pad at the Aurora Community Centre was built during this era, but has since been refurbished. The arena at the AFLC was built shortly after this time (1986) and is approaching an age where greater investment will be required to address asset management and upgrades. On the matter of the AFLC arena, staff and several stakeholders indicated lower levels of satisfaction with the facility due to issues with condensation/humidity, older change rooms, and the provision of only a single pad (the Town’s other rinks are twin pads, which are preferred by many groups). There have been suggestions to convert this arena into a multi-use space for non-ice, dry floor activities such as ball hockey, roller skating, lacrosse, soccer, etc. Repurposing this venue into a space that can accommodate a variety of sports and programs would help to alleviate some of the other space demands at the AFLC, including fitness and potentially gymnasium sports. Given the age of the AFLC arena and its operational challenges, the Town will soon be forced into a decision around major refurbishment. There is currently sufficient support for this arena; however, a further reduction in arena demand may allow the Town to consider removing this arena and repurposing it into other uses. This may need to be accompanied by adjustments to the ice allocation policy to ensure that ice time at the four remaining arenas is equitably distributed amongst priority markets (e.g., local youth). Further study of this option is recommended prior to major capital reinvestment in the AF LC arena, which is likely to be required in the short-term. Table 11 – Provision Analysis – Indoor Ice Pads Current Supply 5 Ice Pads Current Per Capita Provision 1:12,820 Future Per Capita Provision (2031) 1:14,540 Municipal Benchmark 1:22,440 Recommended Target 1:15,000 Future Needs: • No additional ice pads are recommended; this provision target should be revisited through the next Master Plan update • Further study is required to consider the potential of repurposing the AFLC into other uses 4 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 Page 76 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 64 Recommendations #5 In the short-term and prior to undertaking significant capital improvements to the AFLC arena, complete an ice needs assessment and provision study to assess the long-term need for arena facilities and to consider the potential of converting this venue into multi-use space for non-ice, dry floor activities. #6 Review the Town’s Ice Allocation Policy to ensure that ice time is being used effectively and that priority markets and organizations are afforded fair and transparent access to available times. The Town is encouraged to collect more granular data on user groups (e.g., level of play) to assist with trend tracking and policy development. 6.7 Indoor Racquet Courts The Town provides four (4) squash courts at the Aurora Family Leisure Complex and also leases the Marilyn Redvers Tennis Centre (a year-round air-supported dome covering 6 tennis courts located in Stewart Burnett Park) to a third-party provider. Additional indoor racquet courts are provided in Aurora and/or the Region private sector providers. Indoor tennis is largely played by those seeking club-type experiences with programs, round-robin play, etc. along with those looking to train year-round. Indoor tennis courts have long been dominated by private sector racquet clubs and are not a core level of service in most municipalities, though there are exceptions. In Aurora, the Town has an agreement with a private operator that is responsible for all operations and related costs. Through the survey, 6% of households indicated participating in indoor tennis since 2019 and it is likely that fewer households play squash due to its smaller base of participation. As with indoor tennis, provision of squash courts is not a norm among most Ontario municipalities, where again the private sector has traditionally addressed demands. However, downward participation trends in squash since the mid-1990s and growth in group fitness segment have caused many fitness providers to rethink inclusion of squash facilities (some have been converted to group fitn ess space, golf practice, etc.). The Town indicates that the AFLC squash courts are well used and in 2020 refinished the floors to support their continued use. As a result of this and the Town’s efforts to promote participation, there has been sufficient growth in registered squash programs to support the courts provided at AFLC. As long as these courts remain viable, the Town should continue to maintain them for their intended use. No additional courts are recommended at this time. 6.8 Indoor Turf Fields The Town owns and manages the Lind Realty Team Sports Dome (formerly the Aurora Sports Dome) adjacent to Lambert Willson Park and the AFLC, which offers a full-size artificial turf field that can also be divided into three junior sized fields. The dome was purchased by the Town in 2021 from a private group and has contracted with Aurora Youth Soccer Club (the largest user of field time) to operate the facility. This arrangement has allowed the Town to expand its programming and allocate field time according to municipal policies, resulting in greater utilization during the peak winter season (November to mid-April). The dome remains inflated year-round. Indoor turf fields predominantly accommodate winter field activities such as soccer, football, rugby, baseball training, etc.; some of these activities may also use gymnasiums. The usage profile is heavily weighted toward soccer and relatively balanced between children/youth and adult play. In Aurora, nearly one-in-ten (9%) have played indoor soccer since 2019, ranking 25th out of 39 leisure activities surveyed. Most indoor turf facilities generate positive cash flows, but can be challenged to maximize usage during Page 77 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 65 the summer and daytime hours. While not necessarily a revenue generator, utilization of the field for a variety of recreation programs during off-peak times can add significant benefit to the community. Some field users indicated that there is sufficient demand to support a second soccer dome during the winter season as they are unable to secure all requires hours at the Lind Realty Team Sports Dome. The community survey did not substantiate this demand, with further investment in indoor soccer fields ranking 26th out of 30 facility types. As the Town has only recently taken over management of the facility, it is too early to evaluate long-term needs and trends (the Town will be completing a review of dome operations in 2023). Furthermore, it is noted that there is an increasing array of options for indoor play in the region as most adjacent municipalities also offer indoor soccer venues, including proposed facilities in King Township and the Town of Whitchurch-Stouffville. As stated in the Town’s previous Parks and Recreation Master Plan, if the Town anticipates demand for a second indoor turf field, the request should be considered through the preparation of a feasibility study, business plan and fundraising strategy, with consideration of partnerships and impacts on existing operations. One option may be adding a seasonal dome over an existing or proposed artificial turf field, potentially in partnership with a local school board (there are several similar examples in York Region). Recommendations #7 Consider low-risk involvement in a community partnership should demand for a second indoor turf venue emerge, possibly through a seasonal dome over an existing or proposed artificial turf field. Prepare a business plan to more closely evaluate needs, benef its, locations, costs, and risks. 6.9 Multi-Purpose Rooms Multi‐purpose community and program spaces largely reflect the supply of rooms/halls that are available for community rental while also providing a venue for municipal programs and meetings. Most community facilities operated by the Town contain one or more meeting and/or multi-use rooms, including the ACC (3 rooms), AFLC (4 rooms), SARC (1 room), Aurora Public Library (4 rooms), Aurora Seniors’ Centre (3 room), Town Hall (2 rooms), and Victoria Hall (1 room) – a total of 18 rooms are identified in the inventory. Meeting and program rooms are core elements of civic facilities – they are flexible spaces that bring the community together and support a broad range of uses. The provision of multi-use space should be considered when constructing or renovating community centres. For example, additional multi -purpose rooms will be included in the Town Square Project and the SARC gymnasium expansion will also result in expanded programming space. Nearly one-half (48%) of survey respondents identified halls and multi- use space as a high priority, ranking 18th out of 30 facility types. The utilization rates of Aurora’s multi-purpose rooms vary from location to location based on various factors, but there is overall capacity for these spaces to accommodate additional use. The Town regularly assesses and upgrades these spaces where needed to address emerging needs and programmatic requirements. 6.10 Dedicated Youth Space The Town operates “The Loft”, a free drop-in space for youth ages 12 to 17 years created during the Aurora Family Leisure Complex’s most recent renovation. This dedicated space features an entertainment/media corner, pool table, electronic basketball, table tennis, air hockey, etc. The space is designed as a safe place to hang out, socialize, do homework, attend special events and movie nights, and more. Youth outreach programming is delivered through other spaces at the AFLC and other community centres. Page 78 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 66 Meaningful, inclusive and engaging parks and recreation opportunities support youth as they develop into healthy and fully functioning adults. This is an important objective for the Town of Aurora, which achieved Platinum Youth Friendly community status in 2019. Age cohort forecasts for York Region predict that the number of youth between the ages of 10 and 19 years will remain stable between 2021 and 2031, despite overall population growth. With that said, certain areas of Aurora have higher proportions of teens, such as northeast Aurora. The planned renovation at the SARC will result in additional multi-use space (gymnasium and program rooms) through which activities for youth and others can be offered. The Town is encouraged to continue considering the needs of youth and other priority populations when renovating and developing parks and facilities. 6.11 Dedicated Older Adult Space In partnership with the Aurora Seniors’ Association, the Town operates the Aurora Seniors Centre, a facility that offers a dedicated space oriented to the interests of residents 55 years of age and over. The venue contains a lounge, games room, library, full kitchen, woodworking shop, computer area, and other engaging spaces available to its approximately 1,000 members. Usage of the Centre is highest on weekdays (morning and afternoon). The facility is also available for sponsored events and programs on evenings and weekends. The Aurora Seniors Centre operates through a blend of Town staff and community volunteers that support a wide range of social activities, fitness and sport programs (including pickleball), educational seminars, and more. The Centre operated a successful “Seniors Centre Without Walls” community outreach program to support vulnerable and isolated seniors and adults during the pandemic. In-person programming has returned to the Centre, although virtual or hybrid options are still in place for some activities. Aurora’s older adult and seniors’ populations are growing faster than any other age group. Age cohort forecasts for York Region predict that the number of seniors aged 70 years and older (typically the core market for seniors’ centres) will increase by 53% between 2021 and 2031, a growth rate four times greater than the overall population. Feedback from the Master Plan’s consultation program suggests that the programmatic needs of “seniors” are well addressed, although the survey found some support for additional investment in space and activities for “older adults” (generally those in the baby boomer generation). The Town has been planning for the surge in this age group for many years, and the Aurora Seniors Centre is a well regarded facility that is well positioned to respond to the aging populat ion. Additionally, expanded program offerings through other community spaces will help to address growing needs. The Town should continue to position the Aurora Seniors Centre as the primary hub for 55+ programming, while extending the reach of services into neighbourhoods through use of other community facilities and parks (often in partnership with other groups, such as the Aurora Seniors’ Association), recognizing that not all seniors will seek membership in the Seniors Centre. 6.12 Other Recreation Facilities The Town occasionally provides other recreation facilities that are not specifically addressed within this Master Plan. For example, there are no curling facilities in Aurora, although there are clubs in nearby King, Newmarket, and Richmond Hill. Community-based curling clubs are the most common model in Ontario, most of whom own and operate their own private facilities. The proportion of Ontarians that curl has been declining for several decades (resulting in several facility closures), although the aging population is helping to sustain the sport in some communities. Curling facilities are not a core level of service in the Town and, should a demonstrated need for such a facility emerge, proponents would be Page 79 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Indoor Recreation Facilities 67 encouraged to prepare a business plan for the Town’s consideration, recognizing the Town’s many other capital priorities. There are no service targets for many of these types of facilities as there are several factors that need to be considered including, but not limited to, site context, geography, market demand, alternate providers, partnership opportunities, and/or available resources. Requests for municipal participation in capital projects not identified in this Plan can be expected. In the interest of providing facilities and recreation options that support healthy, active lifestyles for residents, the Town should be open to exploring and discussing opportunities for new and emerging activities. The Town may consider low-risk participation in projects that address unmet demands, make use of underutilized resources, promote healthy living/physical activity, encourage public access, and support other municipal objectives. The Master Plan may be used as a starting point in determining if a proposal serves a priority need in the community. More specifically, the evaluation of potential capital partnerships should require the proponent to provide information to the satisfaction of the Town, such as (but not limited to): • a comprehensive business plan, including a needs analysis and operating and capital costs; • the organization’s financial capacity (including fundraising commitments) and a demonstration of the sustainability of the project; • detailed evidence of community benefits; and • full risk analysis. Recommendations #8 Municipal provision of non-core recreation facilities not explicitly addressed within this Master Plan will generally not be made a priority, but may be considered in partnership with local organizations where demonstrated demand exists. A standardized partnership framework should be used to evaluate and respond to such requests. Page 80 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 68 7. Outdoor Recreation Facilities Page 81 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 69 The Town of Aurora has a mature parks system that supports a wide range of outdoor amenities, such as sports fields, playgrounds, splash pads, sports courts and more. These amenities are used heavily by the residents and organizations for both unstructured and structured activities, keeping residents active and engaged in the community. This section contains a town-wide assessment of needs and strategies relating to outdoor recreation facilities. 7.1 Summary of the Outdoor Recreation Facility Supply A well-designed outdoor parks and recreation system offers health, economic, environmental, and social benefits. Outdoor parks and recreation provide accessible opportunities for all residents, possessing the potential to strengthen the community’s well-being. This section highlights the Town of Aurora’s outdoor recreation facility supply. This section identifies the outdoor recreation facilities owned and operated by the Town of Aurora. A summary of notable community facilities and amenities owned and operated by the Town of Aurora is provided in the table below. Table 12 – Outdoor Recreation Facilities Facility Type Number Location Soccer and Multi-use Fields* Artificial – Lit Standard (11v11) – Lit Standard (11v11) – Unlit 9v9 7v7 5v5 3v3 56 (62) 3 (7.5) 3 (4.5) 13 6 16 10 5 Artificial Lit: Sheppard’s Bush, St. Maximillian Kolbe Catholic School (shared-use), Stewart Burnett Park Standard Lit: Fleury Park, Highland Park, Optimist Park Standard Unlit: Confederation Park, Craddock Park, Ecole secondaire catholique Renaissance, Lambert Willson Park, Machell Park, Norm Weller Park, St. Andrews College (4), Stronach Group (2), Summit Park 9v9: Hamilton Park, Sheppard’s Bush (3), Stronach Group (2) 7v7: Ada Johnson Park, Aurora Grove P.S., Confederation Park, Harmon Park, Hickson Park, Holy Spirit P.S., Light of Christ P.S., Queen’s Diamond Jubilee Park, Sheppard’s Bush (5), St. Andrews College, Stronach Group (2) 5v5: Stronach Group (10) 3v3: McMahon Park (2), Stronach Group (3) Ball Diamonds* Hardball Senior – Lit Senior – Unlit Softball Senior – Lit Senior – Unlit Junior - Unlit 20 (26) 2 (3) 0 10 (15) 1 7 Hardball Senior Lit: Lambert Willson Park, Stewart Burnett Park Softball Senior Lit: Fleury Park, Hallmark Lands (2), James Lloyd Park, Lambert Willson Park (3), Norm Weller Park, Optimist Park, Town Park Softball Senior Unlit: Copland Park Softball Junior Unlit: Confederation Park (2), Elizabeth Hader Park, Machell Park (2), Summit Park Cricket Fields 0 None Tennis Courts 15 David English Park (2), Fleury Park (4), McMahon Park (3 Tennis and 1 shared with Pickleball), Norm Weller Park (2 shared with pickleball), Summit Park (2), Thomas Coates Park (2) Page 82 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 70 Facility Type Number Location Pickleball Courts 9 Edward Coltham Park (2), McMahon Park (1 shared with tennis), Norm Weller Park (2 shared with tennis), Thomas Coates Park (2), Trent Park (2) Basketball Courts Full Courts Half Courts Multi-use 17 8 8 1 Full Courts: Chapman Park, Confederation Park (2), Hamilton Park, James Lloyd Park (2), Summit Park, Thomas Coates Park Half Courts: Ada Johnson Park (2), Hickson Park (2), Seston Park, Trent Park, Thompson Park, William Kennedy Park Multi-Use Court: Edward Coltham Park (shared with pickleball) Beach Volleyball Courts 2 Lambert Willson Park (2) Skateboard Parks 3 Aurora Family Leisure Complex, Hickson Park, Thompson Park BMX Circuit/Loop 1 Hickson Park Splash Pads 5 Ada Johnson Park, Edward Coltham Park, Stewart Burnett Park, Town Park, Trent Park Off-Leash Dog Parks 1 Canine Commons Leash-Free Dog Park Playgrounds (locations) 40 Ada Johnson Park, Atkinson Park, Benjamin Pearson Parkette, Brookfield Parkette, Chapman Park, Confederation Park, Copland Park, David English Park, Edward Coltham Park, Elizabeth Hader Park, Evans Park, Fleury Park, Forest Grove Parkette, Graham Parkette, Hamilton Park, Harmon Park, Hickson Park, Jack Wood Park, James Lloyd Park, Khamissa Park, Lambert Willson Park, Lundy Park & Open Space, Machell Park, Martin Jaekel Park, McMahon Park, Optimist Park, Queen's Diamond Jubilee Park (accessible), Seston Park, Stewart Burnett Park, Summit Park, Tamarac Green, Taylor Park, Thomas Coates Park, Thompson Park, Timbers Park, Tom's Park, Town Park, Trent Park, William Kennedy Park, Wilson Park Outdoor Fitness Stations 2 Ada Johnson Park, Sheppard’s Bush Outdoor Skating Rinks (natural) Town-operated Volunteer-maintained 8 6 2 Town-operated: Ada Johnson Park (2), Confederation Park, Machell Park (2), Town Park Volunteer-maintained: James Lloyd, Queen’s Diamond Jubilee Park Lawn Bowling 1 McMahon Park (operated by Aurora Lawn Bowling Club) Disc Golf Courses 0 n/a Community Gardens 1 Industrial Parkway South (plus 1 planned for Hartwell Way Neighbourhood Park) Trails 62 km Several notable trails systems including Tim Jones Trail, Klaus Wehrenberg Trail, Willow Farm/ Lakeview Trail * Note: Includes permitted school fields. Each lit natural grass and artificial turf soccer field provides an equivalent capacity of 1.5 and 2.5 unlit natural fields, respectively. Each lit ball diamond provides an equivalent capacity of 1.5 unlit fields. Page 83 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 71 7.2 Soccer and Multi-use Fields The Town of Aurora currently permits 56 rectangular fields for soccer (ranging in size from 3v3 to 11v11) and other field sports such as football, rugby, and lacrosse. Six of these fields have lights for extended play, three of which are artificial turf. The effective supply of rectangular fields amounts 62 unlit natural field equivalents due to the extended play at these fields support. Full-size fields with artificial turf are in particularly high demand in Aurora, 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. The inventory includes 26 fields that are owned and maintained by the Town and 30 fields permitted under agreement with the school boards, St. Andrew College, and The Stronach Group. School fields are often used for practice rather than game play as some are of lower quality due to their dual use as school grounds and lower standard of maintenance (the Town does not have the staff capacity to take on this role for school fields). In terms of the Stronach Group lands, the Town entered into an agreement for the continued short-term use of the 19 Stronach soccer fields on Wellington Street (ending after the 2025). A long-term replacement strategy is required for these fields. Figure 42 – Town of Aurora Municipal Soccer Fields In 2020, the Town completed a Sports Field Development Strategy (SFDS) to examine sports field requirements and recommendations for addressing the highest priority needs. The Strategy found that artificial and full size (Class A) fields were in the highest demand, while that some smaller and lower quality fields were not fully utilized. Furthermore, prior to the pandemic, the numb er of youth registrants Page 84 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 72 with Aurora-based soccer and many other field organizations had reached capacity based on available field time, while modest growth was reported in adult soccer participation. Nearly one-quarter (23%) of Aurora households indicated participating in outdoor soccer since 2019, ranking 13th out of 39 leisure activities surveyed. Since the pandemic, most sport groups are still building back their programs and have not fully reached past participation levels; some national studies are now indicating that girls and women are particularly less likely to return, which is a concern for sports such as soccer that have a relatively balanced gender mix. The SFDS recommended a target of one rectangular field (unlit equivalent) per 85 participants, meaning that growth-related demands would result in a need for an additional 7 fields by 2031, plus approximately 13 fields of varying sizes to offset the loss of the Stronach fields. This results in a total need for 20 additional rectangular fields by 2031; at minimum, two of these are recommended to be lit artificial turf fields. To achieve this, sports field development must focus on improving existing fields and parks (e.g., adding lights, installing artificial turf, expanding fields, etc.), acquiring land, and working in partnership with owners of other large sites. Specifically, the SFDS made the following recommendations for rectangular sports fields: • Convert fields to better match dimensions and uses with demands . • Add lighting to extend play opportunities. • Improve fields to enhance playability and address areas of demand. • Construct new fields to strengthen the supply of rectangular sports fields. • Permit more fields in existing parks. • Consider opportunity-based acquisition for sports field development. • Partner with School Boards to permit available school fields, most notably the York Region District School Board. This would require the Town to allocate additional operating funding toward field maintenance, in agreement with the respective school boards. • Partner with School Boards to improve and/or construct fields. • Upon termination of the third-party lease agreement, resume Town-operations of the Aurora Sports Dome (now Lind Realty Team Sports Dome – transfer completed in 2021) and investigate the potential to add air conditioning to maximize usage during the summer months (to be completed in 2023). • Work with surrounding municipalities to ensure that cross-border sports organizations that serve regional players have coordinated access to fields within and outside of Aurora and that field capacity is properly managed. Consider restricting usage from organizations representing memberships having a high percentage of non-Aurora residents. The SFDS identified the potential to increase the supply by up to 37.0 rectangular sports fields (unlit equivalents or ULE) through new fields, access agreements, and enhancements. Not all will be required to meet community needs (20 additional fields are required by 2031), nor are all options mutually exclusive and some enlargements may result in a net loss of fields. Town staff are currently undertaking a review of the SFDS recommendations to assess feasibility. Figure 43 – Summary of Rectangular Sports Field Development Strategies Page 85 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 73 Facilitating community access to YRDSB fields may be the Town’s most viable solution to replacing the Stronach fields as it could be implemented quickly (with additional Town staff resources for seasonal maintenance). In addition, the Dr. G.W. Williams Secondary School site (which is slated for closure in 2025) presents an excellent opportunity due to its location and size; additional discussions with the school board will be required to explore future options. Other school closures and access to quasi-public lands (e.g., Ontario Heritage Trust, former George Street School, etc.) should also be evaluated to determine their viability for accommodating the Town’s parkland-based needs. It is understood that the Town will soon be completing a review of the Sports Field Development Strategy and recent progress in order to identify further priorities and opportunities; this review should include a scan of local participation rates that may have been impacted by the pandemic. Through the consultations undertaken to support this Master Plan, user groups were very supportive of expanding the supply of artificial turf fields. Given the absence of available land in Aurora, artificial turf presents a viable option due to its greater capacity for use and lower maintenance cost, therefore reducing the need for land acquisition and operational resources. Opportunities to partner with other organizations for the future development of turf fields should be a priority, with consideration given to change rooms, washrooms, storage, etc. at appropriate sites. For example, the Town has entered into an agreement to assist the YRDSB with the installation of an artificial turf field at the new secondary school on Bayview Avenue in 2025/26 (similar to how the Town jointly funded a field at St. Maximillian Kolbe Secondary School), and similar opportunities may exist at the former Dr. G.W. Williams Secondary School or St. Andrew’s College. Additionally, the Town has received a proposal from the Aurora Barbarians Rugby Football Club to co-fund the development of a second artificial turf field and clubhouse at Sheppard’s Bush. The Town can expect to receive more 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 Town’s established level of service should be evaluated using the criteria advanced in the SFDS and will typically require a cost - sharing agreement while still maintaining an appropriate degree of public access to the site (i.e., exclusive access is strongly discouraged). Table 13 – Provision Analysis – Soccer and Multi-use Fields Current Supply 56 (62 ULE) Current Per Capita Provision 1:1,145 Future Per Capita Provision (2031) 1:1,212 Municipal Benchmark 1:2,730 Recommended Target 1 field (ULE) per 85 participants Future Needs: • The 2020 Sports Field Development Strategy identified a need for 20 additional fields by 2031 (to address growth and the loss of the Stronach fields) Recommendations #9 Complete a scoped review and update of the 2020 Sports Field Development Strategy and recent progress in order to identify short-term priorities and opportunities for enhancing soccer and multi-use field capacity. Seek to expand the supply of full size rectangular fields (e.g., through artificial fields at partnered school sites, strategic park improvements, etc.) and to replace the field time used at the Stronach fields when the agreement is up at the end of the 2025 season (e.g., through integration of smaller fields in parks, use of schools, Dr. G.W. Williams SS, under-utilized properties, etc.). Page 86 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 74 7.3 Ball Diamonds The Town of Aurora permits a total of 20 ball diamonds, all of which are Town-owned. The supply includes two hardball and 18 softball diamonds. Each lit ball diamond is considered equivalent to 1.5 unlit diamonds due to their extended capacity, so the Town currently has an effective supply of 26 unlit equivalent ball diamonds. This includes the Town’s most recent park development project that saw the construction of two lit softball diamonds on the Hallmark Lands. Figure 44 – Town of Aurora Municipal Ball Diamonds The 2020 Sports Field Development Strategy (SFDS) identified ball diamond requirements and strategies for meeting community needs. The Strategy found that higher class diamonds were in greatest demand and supported the development of the two diamonds recently built on the Hallmark Lands. Prior to the pandemic, local participation in baseball was increasing, particularly for adult play. Participation in youth ball was also increasing (especially at the competitive level), but at a slower rate. An estimated 13% of Aurora households have participated in baseball or softball activities since 2019, ranking 23rd out of 39 leisure activities surveyed. Since the pandemic, most sport groups are still building back their programs and have not fully reached past participation levels. The SFDS recommended a target of one ball diamond (unlit equivalent) per 90 participants, and ide ntified a need for 5 additional diamonds by 2031 (excluding the Hallmark diamonds). The Strategy acknowledged that options for enhancing the supply of ball diamonds were few, but identified the Page 87 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 75 potential to add up to 4.5 ball diamonds (unlit equivalents), largely through new field development. Due to their size and buffer requirements (especially hardball fields), ball diamonds are hard to fit within many parks. Further, there are no schoolyards or private parks in Aurora that contain ball diamonds, putting the onus for provision solely on the Town. Specifically, the SFDS made the following recommendations for ball diamonds: • Improve fields to enhance playability and address areas of demand. • Construct new fields. This would require land acquisition (aside from the Hallmark Lands). • Work with St. Andrew’s College to improve community access to the hardball diamond. • Work with surrounding municipalities to ensure that cross -border sports organizations that serve regional players have coordinated access to fields within and outside of Aurora and that field capacity is properly managed. Consider restricting usage from organizations representing memberships having a high percentage of non-Aurora residents. Figure 45 – Summary of Ball Diamond Development Strategies It is understood that the Town will soon be completing a review of the Sports Field Development Strategy and recent progress in order to identify further priorities and opportunities; this review should include a scan of local participation rates that may have been impacted by the pandemic. Maximizing ball diamond usage through the addition of lighting on full-size diamonds, field improvements, and expanded playability (e.g., through the addition of a hardball mound, netting, etc.) should continue to be explored. Table 14 – Provision Analysis – Ball Diamonds Current Supply 20 Current Per Capita Provision 1:3,210 Future Per Capita Provision (2031) 1:3,635 Municipal Benchmark 1:4,290 Recommended Target 1 field (ULE) per 90 participants Future Needs: • The 2020 Sports Field Development Strategy identified a need for 5 additional diamonds by 2031 Recommendations #10 Complete a scoped review and update of the 2020 Sports Field Development Strategy and recent progress in order to identify short-term priorities and opportunities for enhancing ball diamond capacity. Seek to expand the supply of full size ball diamonds (e.g., through diamond improvements, new fields, expanded partnerships, etc.). Page 88 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 76 7.4 Cricket Fields There are no cricket fields within the Town’s parks system. Aurora residents should be well served by the Maple Leaf Cricket Ground in nearby King Township, which has five fields and is a primary cricket venue in Canada. Cricket – which requires a large, flat, oval-shaped playing surface with a turf pitch in the middle – is popular with many of Canada’s growing immigrant communities that come from cricket -playing nations (e.g., South Asia and the Caribbean). The survey found that only 1% of Aurora households have one or more members that have played cricket since 2019. Although many larger communities have been designing cricket fields into their parks for years, Aurora is less than halfway to the municipal benchmarking average of one field per 140,000 persons, suggesting low support for provision at this time. The Town can expect demand for cricket to rise, but remain below thresholds that would support the provision of a dedicated field. As cricket requires large blocks of land, should the Town receive requestions, options for overlaying a cricket field across two soccer fields (with the pitch placed between them) may be considered. 7.5 Tennis & Pickleball Courts The Town currently provides 15 tennis courts and 9 pickleball courts within its parks system. There are 21 courts in total as 3 of these courts have lines for both tennis and pickleball. Figure 46 – Town of Aurora Outdoor Tennis and Pickleball Courts Page 89 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 77 Tennis Courts All of the Town’s tennis courts consist of an asphalt surface (some have coloured acrylic treatments) that are designed to regulation size and have lights for evening play. The McMahon Park tennis facility is leased to the Aurora Community Tennis Club which provides quality programming to the community. The Tennis Club permits public access to these courts during specified hours and low use periods. In addition, the Town permits two courts at Fleury Park to a private operator for tennis lessons and camps during specified times. Although not included in this court, the Marilyn Redvers Tennis Centre (operated by a third -party under agreement with the Town) offers 6 courts to members in a year-round indoor environment. There is a growing desire amongst frequent tennis players 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. The Town of Newmarket is planning to open a new facility with 8 indoor courts in 2023 to replace the Keith Davis Tennis Centre and serve this growing market. Research indicates that tennis is experiencing a resurgence in recent years after being in declin e. 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. With pandemic-related trends leading to increased participation outdoors, it is possible that these figures have grown further since that time. In Aurora, 18% of households participated in outdoor tennis since 2019, ranking 17th out of 39 leisure activities surveyed. The popularity of tennis can be attributed to several factors such as: • the growing segment of baby boomers that seek social, lower impact activities (tennis has the second fewest injuries after baseball); • its gender balance (56% of players are male and 44% female); • its appeal to diverse populations (23% of Canadian tennis players were born outside of the country); • its high fitness quotient (playing tennis extends one’s life expectancy by 9.7 years according to the Copenhagen City Heart Study, which found tennis to be the leading sport in increasing life expectancy); • a focus on promoting the sport at the grassroots level (Tennis Canada reported that in 2018, over 2 million children and youth age 17 years and under played tennis in the past year); and • the success of Canadian men and women competing on the professional tours. 5 To address this growing demand, the Town has recently installed two tennis courts at Thomas Coates Park (recommended in the 2016 Master Plan) and converted the courts at Norm Weller Park to shared use with pickleball. These courts are well distributed across the Town, allowing convenient access for all residents. The public consultation program yielded relative satisfaction with tennis court provision, with one-half (50%) of survey respondents identifying tennis courts as a high priority, ranking 16th out of 30 facility types. With 15 outdoor tennis courts, the Town’s current provision level is one court per 4,270, which is slightly below the municipal benchmark of one per 3,860 persons, but above the target of one court per 4,500 residents established in past Master Plans. It is recommended that the Town continue to provide courts in pace with population growth, guided by the target of one court per 4,500 residents. As a result, one additional court will be required to meet needs by 2031. As courts are best provided in groupings of two 5 Tennis Canada. 2019. Let’s Play Year-Round. Retrieved from https://www.tenniscanada.com/wp- content/uploads/2019/07/02.-Executive-Summary.pdf Page 90 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 78 or more, it is recommended that the Town seek opportunities to provide a two-court complex in a future park or park redevelopment, ideally in Southwest Aurora to improve distribution ratios. Table 15 – Provision Analysis – Tennis Courts Current Supply 15 courts Current Per Capita Provision 1:4,270 Future Per Capita Provision (2031) 1:4,850 Municipal Benchmark 1:3,860 Recommended Target 1:4,500 Future Needs: • 16 courts, one more than are currently provided • A two-court complex is recommended through future park development or redevelopment, with a focus on Southwest Aurora Pickleball Courts Pickleball is the number one growing sport in North America and is gaining popularity in Aurora within numerous age groups, particularly adults and older adults. In response to growing demand, all of the Town’s 6 dedicated outdoor pickleball courts have been established in the past few years within new parks in Northeast Aurora. Pickleball lines have also been added to 3 tennis courts to allow for shared use. Pickleball is also played indoors at the AFLC gymnasium and Aurora Seniors Centre, area schools, and within private facilities (churches, residences, etc.). Pickleball is an accessible, affordable and social sport, able to be played by newcomers and more seasoned players alike. Doubles is more popular than singles, and many players have a ver y high frequency of play, participating multiple times per week if possible. Due to its popularity with older adults and seniors, daytime usage is more frequent than evening use. From the consultant’s work throughout the province, pickleball courts are am ong the most requested facilities at public input sessions and have been for the last few years. Comments typically relate to the growth of pickleball and the lack of facilities, with a desire for dedicated outdoor courts and more opportunities for indoor play. More non-profit and private groups are forming with the intent of developing (mostly) indoor complexes to serve the sport, including the growing tournament market. As the sport matures in Canada, participation is becoming broader and more diverse. T his 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). A survey 6 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. Although pickleball was not raised as a significant priority through the community survey (40% supported more outdoor pickleball courts, ranking 23rd out of 30 facility types), the activity is trending upward and there have been several public requests (11% of survey respondents indicated that members of their household have recently played pickleball). As a result, Council has expressed an interest in advancing the development of pickleball in Aurora, including establishing new venues and creative responses to support play during the spring, summer and fall seasons. Pickleball has been offered as part of the 6 https://pickleballcanada.org/january-2022-survey-national-release/ Page 91 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 79 Town’s standard level of service for a few years now, and these courts are considered as part of new or redeveloped park sites in response to community interest. As an emerging sport, most Ontario municipalities are gradually adopting strategies to address needs, although most responses would appear to be ad hoc, testing demand along the way. Initially, many communities (including Aurora) painted pickleball lines on outdoor tennis courts. However, this approach has its limitations (e.g., net height, line confusion, conflicts over access, etc.) and is generally not recommended in communities where there is sustained demand for tennis. Some municipalities have also established temporary pickleball courts on a variety of surfaces, such as tennis courts, ball hockey rinks, arena floors, parking lots, and more (e.g., pop-up courts were offered at Richmond Green Park in Richmond Hill and the City Hall parking lot in Markham). Overall, the provision of purpose-built dedicated pickleball courts is the preferred approach. Due to the rapid rise of the sport, very few municipalities have established targets for outdoor pickl eball court provision. A recent benchmarking exercise of municipalities in the region indicates that there is an average of one municipal outdoor pickleball court (shared or dedicated) per 13,620 residents , though this will surely be reduced further over the coming year. Aurora is currently offering 9 courts (6 dedicated and 3 shared with tennis), for an average of one court per 7,120 residents. Another useful metric – for more formalized play – has been established by the City of Mississauga, which uses the following 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. Following the tennis model, member-supported pickleball clubs using public parks are becoming more common. Observations from other communities suggests that many users are willing to travel past lower quality courts to access higher quality courts, including multi-court complexes that can support league play. The provision of municipal pickleball complexes with four or more courts has been recommended in several master plans and more of these facilities are emerging, often in partnership and with financial support from pickleball associations. Pickleball Ontario notes the following court requirements for tournament hosting (note: may be shared across multiple sites): • less than 12 courts – local and regional tournaments • 12 courts – provincial-level tournaments spanning 3 4 days, with 300+ players • 24 to 40 courts – national and international-level tournaments spanning up to 8 days, with 400- 3,000 players As of 2021, our research indicates that there were nearly 30 permanent outdoor dedicated pickleball hubs within public parks in Ontario (minimum 4 courts). These complexes are as large as 12 courts (Hamilton) and offer an average of 6 courts per location. Increasingly, communities are citing problems with pickleball courts being located too close to residential areas due to both the racquet noise and the social nature of the game. In 2022, a court case brought by a resident neighbouring a park in the Town of Niagara-on-the-Lake was successful in forcing the Town and community group to stop using converted tennis courts for pickleball due to the noise impacts.7 Our research suggests that setbacks from housing of 100 to 150 metres (smaller if attenuation measures are used) can alleviate undue noise issues. This should be considered as the Town establishes future locations for outdoor pickleball. In terms of court provision, a population-based target is not a useful metric at this time. However, public input and trends would suggest that there is demand for additional outdoor pickleball courts at this time. Our research indicates that multi-court complexes are best at satisfying needs for organized play, as well as generating economies of scale. A complex with a minimum of 6 pickleball courts is recommended in the short-term. Court conversion opportunities are not apparent and the Plan recommends maintaining or growing the availability of public tennis and basketball courts. A site evaluation and 7 https://www.thoroldtoday.ca/local-news/court-orders-niagara-on-the-lake-to-shut-down-pickleball-courts-5485825 Page 92 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 80 selection process is recommended using the criteria established below. Potential s ites may include (but should not be limited to) Edward Colthom Park (court expansion), Confederation Park, Queen’s Diamond Jubilee Park, etc. As an interim measure, the Town could explore expanding indoor options for pickleball, installing temporary pop-up courts in under-utilized spaces, working with other groups or private interests that can enhance access to court space, and/or promoting a full listing of sites that can support casual pickleball play. Consideration may be given to online booking systems to manage access to courts that are in high demand. Table 16 – Provision Analysis – Pickleball Courts Current Supply 9 courts Current Per Capita Provision 1:7,120 Future Per Capita Provision (2031) 1:8,075 Municipal Benchmark 1:13,620 Recommended Target n/a Future Needs: • A complex with a minimum of 6 pickleball courts is recommended in the short-term, along with other interim measures that may be able to meet immediate demands • Tracking and monitoring of participation should be undertaken to inform future studies and facility development. The following criteria are offered for the Town’s consideration as they seek to expand local opportunities for outdoor pickleball: a) Pickleball courts may be established through conversion of under-utilized amenities or new construction. The Town 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 properties (e.g., within approximately 100-metres). e) Nearby parking, washrooms, and lights for night play are desired, but will only be considered within appropriate park types, such as community parks. f) Enhanced levels of service (such as winds screens, acrylic surfacing, and other supporting amenities) may be considered through sponsorship of other partnership opportunities. g) Restricted access may be considered through an appropriate agreement with a community -based club, with proper allowances for public access. Currently in Aurora, most pickleball play is occurring organically through loosely -organized groups. The Town offers some pickleball programming, as do area tennis clubs, but there is no one sanctioned club. It is possible that a community-based pickleball club may emerge over time. Should this occur, the Town will need to decide how best to permit usage of the courts. Some options include: (1) publicly accessible to all residents on a first-come, first-served basis; (2) permitted play through the scheduled use of courts for league play; or (3) third-party agreements with community clubs. Due to the sport’s growth trajectory, Page 93 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 81 this is a fluid situation – tracking and monitoring of participation should be undertaken to inform future studies and facility development. Recommendations #11 Seek opportunities to establish a two-court outdoor tennis complex in a future park or park redevelopment, ideally in Southwest Aurora to improve distribution ratios. #12 Evaluate opportunities to introduce or enhance outdoor court permitting options for selected tennis and pickleball courts, combined with public education and signage. #13 Establish a dedicated outdoor pickleball complex with 6 or more courts at a site to be determined, potentially as a joint venture with a third-party club. Initiate a site evaluation and selection process using the criteria identified in this Master Plan. #14 Consider short-term interim measures to accommodate pickleball, such as installing temporary pop-up courts in under-utilized spaces, working with other groups or private interests that can enhance access to court space, and/or promoting a full listing of sites that can support casual pickleball play. #15 Establish processes to track and monitor pickleball participation in order to inform future studies and facility development. If a sanctioned community-based pickleball club is formed, a framework should be established to determine partnership potential, cost-sharing, and public access. 7.6 Basketball Courts There are 17 basketball courts within Aurora’s parks system, consisting of eight full courts, eight half courts, and one multi-use court (basketball and pickleball). Several school properties also contain outdoor hoops, although they are of varying size, quality, and access. As an outdoor activity, participation in basketball and other court sports was positively impacted by the COVID-19 pandemic. Basketball is becoming increasingly popular with both boys and girls (including newcomer children and youth) due to its international appeal and the Toronto Raptors championship in 2019. It is an affordable and accessible sport that can be played by most ages and abilities, both individually and as a team. A moderate level of community demand was expressed for additional courts. Nearly two-fifths (17%) of Aurora households participated in basketball since 2019, ranking 18th out of 39 leisure activities surveyed and more than one-half (53%) of survey respondents identified outdoor basketball courts as a high priority, ranking 13th out of 30 facility types. Basketball is played by people of all ages, though youth are the primary market. Past Master Plans have set a provision target of 1 basketball court per 800 youth (ages 10 and 19). With 8,220 youth recorded in the 2021 Census, application of this target would yield a need for approximately 10 basketball courts, suggesting that the existing volume of courts is adequate. The number of Aurora residents aged 10 to 19 years is expected to remain relatively stable over the planning period. Because basketball courts are a neighbourhood-level service that supports use by those living in proximity (including children and youth without vehicles), the distribution of courts is also an important consideration. Using a 1-km service radius, geographic gaps are seen within the Yonge Street corridor and the Aurora Promenade and MTSA areas. Greater demand for courts in can be expected as residential development occurs in this area. Page 94 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 82 Figure 47 – Town of Aurora Municipal Basketball Courts (outdoor) All of Aurora’s courts are constructed with asphalt and most courts are designed or basketball only, though a multi-use court at one park also allows for use by pickleball players . Multi-use designs – such as those accommodating year-round use through ice skating in the winter – may be considered for park revitalization projects containing full court templates. The consultation program yielded requests for the addition of lighting to selected outdoor basketball courts to allow for evening play. Lighting should not be considered a core level of service, but it is recognized that lights at one or more selected locations would extend participation. Through the 2023 budget, the installation of lighting has been recommended for Summit Park. This may be treated as a pilot project that can be evaluated to determine the need and feasibility of expanding lights to a limited number of future locations. Ideally, candidate courts for lighting would be those located in Community Parks, offering good visibility to the street, distance from residential areas, supporting amenities such as nearby parking, and be of adequate quality. Page 95 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 83 Table 17 – Provision Analysis – Basketball Courts Current Supply 17 Current Per Capita Provision 1:3,770 Future Per Capita Provision (2031) 1:4,276 Municipal Benchmark 1:7,300 Recommended Target 1-km service radius Future Needs: • An improved distribution of courts is sought, with gaps along the Yonge Street corridor and areas of residential intensification • Consider adding lights to an existing court as a pilot project Recommendations #16 Seek to expand the supply of basketball and multi-use courts through park development and renewal projects in areas where geographic gaps exist, with a focus on service to the Aurora Promenade and MTSA. #17 As a pilot project, install lights on an existing basketball court (Summit Park) that can suitably accommodate extended play into the evening. 7.7 Beach Volleyball Courts The Town offers two (2) beach/sand volleyball courts at Lambert Willson Park. Usage of these courts is on a first-come, first-served basis and, anecdotally, Town staff indicate that they are well used. Outdoor volleyball is a social sport that appeals largely to youth and young adults (especially women). Interest is greatest for organized play, often facilitated by providers that promote and deliver programs. The Master Plan survey found that 4% of Aurora households have played beach volleyball in recent years and 34% identified beach volleyball courts as a high priority, ranking 27 th out of 30 facility types. The Town has recently received requests for a 6-court complex to support camps and clinics, local recreational play and leagues, and competitions. Establishing a competition-ready facility at Lambert Willson Park is the preferred option as this site has access to parking, washrooms and other supports, although it is possible that only 4 courts could be accommodated at this location. The participation profile for volleyball supports the Town’s goals in advancing gender equity and sport tourism. The Town is encouraged to work with interested sport organizations to upgrade this site through an agreement that supports both public access and programming. Design and maintenance standards should be developed to support the provision of these amenities. Recommendations #18 Work with sport organizations to pursue the expansion of beach volleyball courts and programming at Lambert Willson Park. Page 96 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 84 7.8 Skateboard and Bike Parks The Town provides two (2) permanent concrete skateboard parks containing ramps, bowls, stairs, ledges, and rails at the AFLC (a community-level park) and Hickson Park (a neighbourhood-level park). Both sites are considered “all wheels” parks that can be used by skateboards, bike, inline skates, and scooters. Additionally, the Town encourages young children and beginner-level skateboarders to hone their skills through a smaller neighbourhood-level skate zone consisting of basic features within Thompson Park. Feedback from the community suggests that 13% of Aurora households have members that have skateboarded or scootered since 2019, while slightly more than one-third (37%) of survey respondents identified skateboard parks as a high priority, ranking 25th out of 30 facility types. It is common for skateboard parks to be under-supported through surveys as the activity still holds a stigma as a non- mainstream activity for some. Skateboarding appeals to children and adults (not just youth). The use of skateboard parks has broadened to other wheeled action sports and activities, most notably scootering which is now a dominant use in many locations. Skate and bike parks are now considered to be a core recreation facility in most municipalities across Ontario. They offer opportunities for physical activity, s elf-expression, and resilience, often appealing to those that do not participate in organized sport. These amenities take many forms depending upon their intended type of use, skill level, and fit within a park and its surrounding land uses. Only one community-level skate park is required in Aurora; however, it is noted that the skate park in front of the AFLC is deteriorating and requires reconstruction to maintain a safe environment – this should be made a priority, in consultation with users that can comment on potential design modifications. Equity of access is important as many users travel to skate parks by walking, skateboarding or transit. Further, different designs appeal to different rider groups, thus there is a need to diversity skate park typologies over time. Through the establishment of new neighbourhood-level skate parks (smaller, more localized features integrated within parks), the Town is able to address gaps in distribution. Currently, all of Aurora’s skate parks are in the northeast. Plans are in place to develop a smaller skate park in Summit Park in northwest Aurora, and further opportunities to support a neighbourhood-level feature in southwest Aurora should be explored through park development and renewal projects beyond the immediate 5-year timeframe of this plan. The Town also provides a localized BMX feature at Hickson Park, adjacent to the skateboard park, and consisting largely of a series of jumps. This bike park does not appear to be well used by the community, perhaps because is was not designed to be a proper pump track. The Town may consider removal of this feature in the future, following a period of observation. The consultation program did not yield any actionable feedback on bike parks, suggesting that changes are a low priority at this time. However, bike parks – and pump tracks in particular – 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. Dirt tracks are beginning to give way to hardscape pump parks that are more Inclusive of different ages or abilities. 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. Page 97 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 85 Figure 48 – Town of Aurora Skateboard and Bike Parks The latest evolution includes “bicycle playgrounds”, which are mini street courses that can be used by younger children on bikes. These amenities can be designed to meet any budget and location by incorporating basic features such as a rail, kickbox setup, or progressive bike ramps that can be implemented into neighbourhood parks and future park designs. While neither is a high priority at this time, a pump track and/or bicycle playground may be considered through future park renewal or development projects, ideally in proximity to growing residential neighbourhoods. Pump Track – Uxbridge Bicycle Playground – Prince George BC Page 98 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 86 Recommendations #19 Advance the reconstruction of the AFLC skate park to ensure sure safe, long-term, recreational use of the facility. Seek input from users in the redesign of the park. #20 Consider the removal of the bike park feature at Hickson Park following a period of observation. Explore the potential for installing a pump track and/or bicycle playground through a future park renewal or development project. 7.9 Splash Pads The Town provides splash pads in five (5) parks (Ada Johnson Park, Edward Coltham Park, Stewart Burnett Park, Town Park, and Trent Park), more than doubling its supply since the 2016 Master Plan was completed. The splash pads feature a variety of user-activated spray features that are available during the warmer months. In addition, the Aurora Town Square will feature a seasonal water feature that will serve similar functions, activating this public space with unstructured, spontaneous play opportunities. One-third (31%) of Aurora households have used splash pads since 2019, ranking 8 th out of 39 leisure activities surveyed, while two-thirds (65%) of survey respondents identified splash pads as a high priority, ranking 9th out of 30 facility types. Children are the primary user of splash pads, an age cohort that is forecasted to increase in Aurora at a similar rate as overall population growth by 2031. Several requests have been received for splash pads in recent ye ars and they are starting to become a standard level of service in many newer parks. However, due to their cost and infrastructure requirements, the Town must be strategic in their provision and placement. Most municipalities strive to provide splash pads in higher-order parks that serve multiple neighbourhoods and are complementary to other on-site recreation facilities such as playgrounds, washrooms, and off-street parking. Aurora is currently providing splash pads at a higher rate than the benchmarked communities. In providing Aurora’s children and families with suitable access to splash pads, two factors should be considered: 1) that splash pads are equitably distributed across the town so that they are within reasonable proximity of all residential communities; a service radius of 1-km is used to measure this; and 2) that splash pads are available within higher-order parks that serve as community destinations (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 many Community Parks. A specific long-range provision target has not been identified, rather it is expected that geog raphic distribution will inform the decision of how many and where new splash pads are required. An examination of current distribution identifies geographic gaps in northwest Aurora (extending east of Yonge Street) and southwest Aurora; these should be resolved as appropriate park development and redevelopment opportunities arise, such as Confederation Park. Page 99 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 87 Figure 49 – Town of Aurora Splash Pads Table 18 – Provision Analysis – Splash Pads Current Supply 5 Current Per Capita Provision 1:12,820 Future Per Capita Provision (2031) 1:14,540 Municipal Benchmark 1:16,230 Recommended Target 1-km service radius Future Needs: • An improved distribution of splash pads is sought, with gaps in northwest and southwest Aurora Recommendations #21 Seek to address gaps in the distribution of splash pads through park development and renewal projects in northwest Aurora (extending east of Yonge Street) and southwest Aurora (e.g., Confederation Park). Page 100 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 88 7.10 Off-Leash Dog Parks The Canine Commons Leash Free Dog Park is Aurora’s sole off-leash area; it is partially maintained through volunteer resources. This site provides pet owners with an opportunity to legally exercise and socialize their dogs off-leash in a controlled area. These spaces 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. Pet ownership has been on the rise for several years and was heightened during the recent pandemic. As Aurora’s urban structure evolves to include more multi-unit residential buildings, there will be an increased reliance on public space for exercising and toileting dogs . Town Council is supportive of expanding opportunities for off-leash areas to address growing needs and to discourage unauthorized use of public parklands. The current off-leash park (northeast Aurora) is well used and there is demonstrated demand for one or more locations in other areas of Aurora (south and/or west). Convenience helps to promote use, particularly since many users visit off-leash parks multiple times a week, often throughout the year. Recognizing that most families are not dog owners (35% of Aurora households have gone dog walking and 14% have used the off-leash dog park since 2019), modest support for additional investment was expressed through the Master Plan survey. Nearly one-half (47%) of survey respondents identified off- leash dog parks as a high priority, ranking 19th out of 30 facility types. Identifying suitable locations for leash free dog areas can be challenging due to concerns of conflicting uses, nuisance, and perceptions of safety. Suitably-sized remnant public lands and under-utilized portion of parks that are distanced from sensitive land uses are good candidates to be short -listed for consideration as off-leash areas. Effective sites are critical to their success and maintaining community support. Sponsorships with volunteer organizations for site stewardship can be helpful in maintaining this support. This is a matter that is best informed by a town-wide strategy, site-specific analysis, establishment of pilot projects, and a period of monitoring. To this end, the Town examined the potential to establish off-leash areas in various sites and along shared-use trails in 2022. Despite a comprehensive evaluation, many of the previously proposed sites were met with opposition from residents and have not proceeded. More recently, a remnant parcel of land on the east side of Engelhard Drive (near the Hallmark Lands and south of Sheppard’s Bush) has been approved by Council for an off-leash dog area. The Engelhard site will help to address immediate community needs as it is in south Aurora and connected to residential areas through a trails system. Naturalized lands (excluding sensitive environments) and the town’s hydro corridors may also present opportunities for off-leash dog zones, although public access is currently restricted by Hydro One. Communities such as Toronto, Ottawa and Guelph have had success in establishing agreements for public use of their hydro corridors and the Town of Aurora is encouraged to continue its discussions with the agency to determine future viability of such a project. Lastly, as the town grows and sees more higher density residential development, leash free areas serving these areas may require different approaches due to competing interests for parkland. Condominium 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. Page 101 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 89 Recommendations #22 Continue to advance the Town’s off-leash strategy through the development of an off-leash dog park in south Aurora in the short-term (Engelhard Drive) and assessments of sites within west Aurora in the longer-term based on established criteria and public consultation. 7.11 Playgrounds The Town of Aurora provides playground equipment at 40 park sites. Most of these sites employ a standard creative playground installation and swings. There is one fully accessible playground, located at Queen’s Diamond Jubilee Park. There are many other providers of playgrounds (most notably elementary schools, places of worship, etc.), though public access can be restricted. Figure 50 – Town of Aurora Municipal Playgrounds Two-fifths (38%) of Aurora households have used playgrounds since 2019, ranking 5th out of 39 leisure activities surveyed. More than two-thirds (71%) of survey respondents identified playgrounds as a high priority, ranking 5th out of 30 facility types. Residents expect high quality playground features that facilitate unique experiences, particularly at destination park sites. They also anticipate that playgrounds and surrounding spaces will be accessible to persons with disabilities. Town Park is a good example of a destination park that will be receiving an accessible play structure when the current installation is replaced. Page 102 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 90 Playgrounds are neighbourhood-level amenities that support childhood development, foster cognitive development and social skills, and encourage physical activity. They are a base level of provision for most new parks and are generally planned on the basis of geographic distribution. As Auror’s urban structure intensifies, it is recommended that the provision target be reduced from 800-metres to 500- metres (roughly a five to ten minute walk) of all built up residential areas, unobstructed by major barriers. Based upon this amended service radius, the majority of Aurora’s residential areas have ready-access to a playground. The most notable gap is to the west of the Aurora Promenade area in southwest Aurora; while there are currently no appropriate municipal parks in this area of accommodate a playground, future development may provide a suitable opportunity. Municipal playgrounds should be replaced at the end of their lifespan (generally 20 years); however, current funding levels are insufficient to support this recommended cycle. On average, the Town should be replacing 2 playgrounds each year (5% of its inventory) based on lifecycle needs. It is recommended that the Town establish an annual line item in the budget to support playground replacement. Through revitalization projects, the Town will ensure that its playgrounds and supporting infrastructure (e.g., pathways, seating, etc.) meet or exceed the accessibility legislation. Engagement with the Accessibility Advisory Committee may assist in determining how playgrounds (and the parks in which they are located) can be designed to be more inclusive. Table 19 – Provision Analysis – Playgrounds Current Supply 40 Current Per Capita Provision 1:1,600 Future Per Capita Provision (2031) 1:1,818 Municipal Benchmark 1:1,840 Recommended Target 500-m service radius Future Needs: • Consider playground provision as part of future park development, including in Aurora Promenade and MTSA • Emphasize timely playground replacement and barrier-free accessibility Recommendations #23 Playgrounds should be provided in new and existing residential areas where geographic gaps exist, generally calculated through application of a 500-metre service radius that is unobstructed by major pedestrian barriers. This includes a gap in the vicinity of the Aurora Promenade and MTSA areas. #24 Establish an annual line item in the Town’s capital budget to support the replacement of aging playgrounds (an average of two sites per year). Through revitalization projects in Community Parks, emphasize barrier-free playground components and infrastructure to support inclusive participation. Page 103 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 91 7.12 Outdoor Fitness Stations The Town offers outdoor fitness equipment (“fitness parks”) at two (2) park sites: Ada Johnson Park and Sheppard’s Bush. These amenities represent a relatively new level of service for Aurora and the installations are in good condition. Popular throughout the United States and Europe, many Canadian municipalities have begun introducing low-impact outdoor fitness equipment that use resistance created by a person’s own body weight. Locations typically contains multiple pieces of equipment for free public use. They are best situated around playgrounds or along key trails. Interest in outdoor unstructured recreation activities soared during the pandemic, making o utdoor fitness an important option for many. Approximately one-in-seven (14%) Aurora households have indicate using outdoor fitness equipment since 2019. Two-fifths (40%) of survey respondents identified outdoor fitness equipment as a high priority, ranking 22nd out of 30 facility types. Our experience suggests that their appeal is strongest with active older adults and seniors, an age group that will increase over the study period. Outdoor fitness locations offer residents affordable opportunities to stay fit and may be provided in strategic locations. They are most effective in higher-order parks that are connected to a trail system and close to residential areas (including where newcomers live). Ideally, these spaces should also have access to shade (shelters, trees, etc.) and washrooms. Funding partnerships should be encouraged. Recommendations #25 Undertake a site evaluation process to establish a third fitness park outfitted with outdoor fitness equipment. To create a differentiated experience, consideration may be given to clustering the equipment around a playground site at a site that also has access to shade and washrooms. 7.13 Outdoor Skating Rinks The Town of Aurora establishes and maintains six (6) large outdoor natural skating rinks during the winter, distributed at four (4) park sites throughout the town (Ada Johnson Park, Confederation Park, Machell Park and Town Park). Two of these park sites incorporate multiple ice rinks to simultaneously accommodate leisure skating and ice sports. A seasonal skating loop (refrigerated) is also being developed within the Aurora Town Square. Additionally, the Town supports volunteer-maintained rinks in two (2) other parks at this time; however, interest in the volunteer rink maintenance program has diminished in recent years. All rinks are free to use but are weather dependent. When they are not being used for winter skating, these rinks serve other recreational purposes during the warmer months (e.g., sports fields, open space, etc.). During the pandemic, additional outdoor rinks were a popular request in Aurora. More than two-fifths (22%) of Aurora households participated in outdoor ice sports or skating since 2019 (ranking 15 th out of 39 leisure activities surveyed), while two-thirds (67%) identified outdoor ice rinks as a high priority for investment, ranking 8th out of 30 facility types. Attendance at the Town’s outdoor rinks has been strong, and the community appears supportive of service level enhancements in this area. Unfortunately, climate change, unpredictable weather, and fluctuating volunteer commitments are having an impact on the viability of natural rinks. This is leading many municipalities to consider developing artificial or synthetic rinks that can operate for a longer season (sometimes supported by community partnerships); the municipal benchmarking exercise found an average of one refrigerated rink per 70,000 persons, a population threshold that Aurora is expected to reach prior to 2031. Page 104 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 92 Figure 51 – Town of Aurora Municipally-Operated Outdoor Rinks in Parks Note: two park sites accommodate two rinks (location varies from year to year); map excludes volunteer-maintained rinks, which may vary from year to year. The distribution of outdoor rinks maintained by the Town of Aurora is robust and is supplemented by a volunteer rink program that offers additional opportunities at the neighbourhood-level. As a result, no new Town-maintained natural outdoor rink sites are recommended. However, a closer examination of the benefits and costs of establishing an artificial outdoor rink at an existing park site may be required to support sustainable outdoor winter skating in the longer -term. Following one to two years of the Aurora Town Square skating loop being in operation, it is recommended that the Town undertake a site evaluation exercise and business plan to consider the viability of establishing an outdoor artificial rink (refrigerated, with boards) to replace one or more natural rink locations . Temperature is the primary determinant of whether outdoor skating is feasible. Refrigerated outdoor rinks offer a safer, accessible, and more reliable skating surface, and are also available for an extended season – in Aurora’s climate, a three to four month season (approximately 100-120 days) may be possible, compared to about a one month season (approximately 20-30 days) for natural rinks. 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 or in community parks should be considered to generate efficiencies and enhance accessibility. Users are increasing requesting that these rinks be covered with a roof (but not enclosed) to further extend the season by reducing sun-melt and improving the overall experience. Their design should also consider uses during the warmer months, such as ball hockey, pickleball, basketball, roller skating, and more . Page 105 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 93 Operationally, refrigerated rinks require a greater level of care and maintenance, with regular ice checks, flooding, and activity scheduling much like municipal arenas. Most outdoor skating rinks in Ontario are open exclusively for drop-in skating, but depending on demand, there may be opportunities to allow for limited rentals during non-peak times. Recommendations #26 Continue to maintain up to four municipally-operated outdoor skating rinks in Town parks (plus the skating loop proposed for Aurora Town Square) and support volunteer-led rinks. Prepare a business plan to consider the costs and benefits of establishing a refrigerated boarded ice rink to replace one or more natural rinks (consider potential locations, capital costs, operating requirements, community partnerships, and more). 7.14 Lawn Bowling Under agreement with the Town, the Aurora Lawn Bowling Club operates the two lawn bowling greens and clubhouse within McMahon Park on a membership-basis, with the Town providing capital maintenance. Upgrades to the complex were completed in 2016. Lawn bowling is a social recreational activity that is largely played by older adults and seniors, an age group that is expected to grow faster than the overall population in the years to come. Across Ontario, there have been efforts to grow the sport by introducing it to younger adults; for example, some adult social clubs have added lawn bowling to their list of activities. Data on membership in the Aurora Lawn Bowling Club was not able to be sourced, but memberships across most clubs in Ontario are stable to declining, with growing concerns over a loss of volunteers to maintain the greens that have resulted in closures in some cases. With the existing facility having capacity for greater usage, additional lawn bowling greens are not recommended. Monitoring of participation and volunteer trends would help to inform future provision strategies and continued municipal support. 7.15 Outdoor Running Tracks There are no outdoor running tracks in Town parks, though several parks contain pathways that are well used for jogging. To support active residents seeking opportunities to walk and jog, pathway systems in parks may be expanded over time in coordination with the local trails system. Through its range of providers, Aurora’s sport system can accommodate most stages of athletic development and competition. For example, some local schools (St. Andrew’s College, high schools, etc.) offer 400-metre multi-lane oval running tracks encircling sports fields. The track at St. Maximillian Kolbe Catholic High School is a premier venue in Aurora and is frequently used for competitions and training offered by the school and community organizations, although it cannot be fully utilized when the interior soccer field is in use. Area schools should be encouraged to maintain their running tracks to a standard that continues to support community use. 7.16 Disc Golf Courses Disc golf is a sport in which players throw a flying disc on a course consisting of between 9 and 18 targets (or baskets). The sport is a century old game that originated in Canada in the early 1900s that is now played across the world. It has been gaining interest in recent times as an increasing number of young adults have been taking up the sport. Part of disc golf’s recent popularity is that it is an outdoor sport that Page 106 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 94 promotes safe distancing and it can be played by people of almost any age. It also has a low barrier to entry as most people have thrown a frisbee at some point in their life and are also familiar with the rules of golf. The Aurora Montessori School recently installed a 9-hole disc golf course on their lands, the first of its kind in Aurora. The Professional Disc Golf Association website currently lists fewer than 100 public and private courses in Ontario. Courses are provided by several sectors including municipal (e.g., City of Toronto, City of Brampton, City of Hamilton golf course, etc.), other government agencies (e.g., Tottenham Conservation Area – the nearest public course to Aurora – schools, etc.), and the private sector (e.g., golf courses, etc.). The courses can be used casually by members of the public, or for organized games and tournaments sponsored by disc golf clubs. While the Town of Aurora does not currently provide an outdoor disc golf course within its parks system, there have been requests for this type of amenity. Two-fifths (41%) of survey respondents identified disc golf as a high priority, ranking 21st out of 30 facility types. From the survey – which would appear to have attracted an engaged group of enthusiasts within the town and beyond (26% of respondents indicting participating in the sport, despite there being no nearby courses) – the current lack of courses in York Region is contributing to demand. One or more new courses in Aurora and/or other nearby municipalities may go a long way towards addressing regional needs. Opportunities to provide this type of amenity in Aurora have recently been explored; however, a proposal to establish a course within the Highland Gate community was not supported by residents. The preferred approach to establishing a disc golf course is to partner with a club, sponsor, or land -owner that will assist with course development and operation. Disc golf enthusiasts are seeking a sanctioned course that can support both casual play and tournaments, which can attract a significant number of players on a weekend. As a result, sites should be chosen for their ability to address usage im pacts, including parking. Furthermore, courses require larger blocks of land (potentially 2 to 10 hectares depending on the design and number of holes) with the ideal location combining wooded and open terrains and a variety of topographical change. There are examples of disc golf courses within multi-use park sites (e.g., Centennial Park in Scarborough) as well as courses that make use of natural areas (e.g., Sandy Hollow Disc Golf Course in Barrie). Recommendations #27 Further explore the potential to establish a public disc golf course in Aurora, on town-owned or other lands. Establish a working group to undertake a site evaluation and selection process to identify potential sites (with public consultation), fundraise for course development, and support a sponsoring organization. 7.17 Recreational Trails The Town of Aurora maintains approximately 62 kilometres of trails connecting neighbourhood parks, Town facilities, and green spaces. Most trails are compact gravel surfaces with some asphalt sections through neighbourhood and community parks and are considered multi-purpose trails for a variety of activities. Notable trail segments include the Tim Jones Trail, Klaus Wehrenberg Trail, Willow Farm/ Lakeview Trail System, and various off-road linkages between parks. Driven by the increasing importance of active transportation choices and the pursuit of healthy lifestyles, trails and pathways are one of the most desired recreational facility types in most communities. During the pandemic, Aurora’s trails were especially well used. Four-fifths (81%) of Aurora households indicated walking or hiking for leisure, ranking 1st out of 39 leisure activities surveyed. Furthermore, a large majority of survey respondents identified nature trails (87%) and multi-use fitness trails (77%) as high priorities for Page 107 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Outdoor Recreation Facilities 95 investment, ranking 2nd and 4th out of 30 options. Suggestions from the public were also received to expand the trails system, add more lighting in busy locations, and consider winter maintenance of trails. Trails support physical activity, foster social connections, and contribute to complete communities. Recognizing this, the Town prepared a Trails Master Plan in 2011 that established a long-term 50-year plan for establishing a connected trails network. The Town is also currently preparing an updated Active Transportation Master Plan (“Aurora Connects”) to develop a continuous Town-wide network that connects to all neighbourhoods within Aurora and adjacent municipalities . There is strong public support to continue prioritizing the improvement and expansion of the Town’s trails and pathways networks. Recommendations #28 Continue to place a high priority on maintaining, improving, and expanding the system of trails and pathways through implementation of the Town’s Trails Master Plan and Active Transportation Master Plan. 7.18 Community Gardens Community gardens are allotment-style garden plots – sometimes on municipal lands – that are leased to residents for the purpose of growing seasonal plants for personal consumption. The Town has one community garden location (Industrial Parkway South) and will soon be establishing a second garden plot site in Hartwell Way Neighbourhood Park in northeast Aurora. The York Region Food Network operates the community gardens on behalf of the Town of Aurora. With a growing, aging, and diverse population, it is anticipated that the demand for community garden s in Aurora will rise, offering improved food security and healthy food options for residents. Smaller residential lots and more multi-storey buildings are also leading to fewer opportunities for backyard gardens, creating greater demand for community plots. Additionally, community gardens bring residents together and offer educational and stewardship opportunities. Although some of the Town’s previous attempts to establish community gardens in parks have been met with opposition, the survey found considerable support for community gardens, with 59% identifying them as a high priority, ranking 10th out of 30 facility types. The Town should work with the York Region Food Network to monitor uptake of its garden plots to inform demand for future sites. Under-utilized portions of Town parks or other 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”. The Town is encouraged to continue working with an outside agency in the management of its community gardens. Recommendations #29 Monitor uptake of existing garden plots to inform demand for future sites, in cooperation with the operating agency (York Region Food Network). Page 108 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 96 8. Parkland Page 109 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 97 Public parks are important places for active play and sports, casual leisure activities and respite, special events, social belonging, and environmental protection. To ensure that the Town keeps pace with land - based demands, this section examines Aurora’s parks system, along with future requirements and policy considerations. 8.1 Parkland Classifications and Policies Defining Parkland Parkland and open space are provided by a variety of agencies in Aurora and take different forms. For the purposes of this Master Plan, the focus is on municipal parkland, which is defined as follows: “Parkland” refers to all lands owned, leased and/or managed by the Town and classified in the Aurora Official Plan as Community Parks, Neighbourhood Parks, Parkettes, Squares and Greens, and Urban Squares. 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 features. Excluded from this def inition are open space lands that are classified as Environmental Protection and may be used for purposes such as environmental conservation, stormwater management, buffers, etc. Parks are essential public infrastructure and are vital to improving and sustaining the health of individuals, the community, environment, and economy. Well-planned parks provide extensive benefits to individuals and communities and can attract investments in tourism, business, industry , and housing. They also provide places of respite, improved air quality, venues for physical activity, and help the Town achieve its environmental objectives. Many studies and land development trends suggest that proximity to parks can increase property values. Aurora residents place a high value on the Town’s parks system – 92% of survey respondents indicated that parks for casual use are important to them. Further, the Town’s 2023 Draft Official Plan identifies the establishment of a diverse parkland and recreation area system as a fundament principle of the plan. Parkland Classifications and Official Plan Targets Local land use planning – including planning for municipal parks – is guided by the Town of Aurora Official Plan. In late 2022, the Town released for public input a draft Official Plan containing a revised vision for town planning over the next 30 years. Although the new Official Plan is not in effect and may be subject to change through the approvals process, it is important to bring this Master Plan (and the Town’s Parkland Dedication By-law) into conformity with the new Official Plan and related legislation. For the purposes of this section, all references to the Official Plan represent the draft Official Plan dated February 2023. Section 13 of the Town’s 2023 draft Official Plan identifies several policies that support the establishment and maintenance of a diverse parkland system, including both public and private parkland (note: private lands are intended to augment the Town’s parks system and are not part of any required land dedicatio n). The Public Parkland designation is of most relevance to this Master Plan since it is this type of parkland that the Town has the greatest ability to acquire and program for a diverse range of recreational uses. The draft Official Plan includes a parkland classification hierarchy that is used as a guideline for the acquisition, spatial distribution, and development of a diverse range of parks and recreation facilities. Page 110 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 98 This parkland hierarchy consists of: 1) Community Parks servicing the entire community and visitors to the Town, of which the minimum size is 4 to 8 hectares to allow for facilities such as playgrounds, major sport fields, skateboard parks, hard surface courts, outdoor aquatics facilities, horticultural facilities, amphitheatres, etc. 2) Neighbourhood Parks servicing the immediate surrounding residential area, of which the minimum size is 1.6 to 4 hectares to allow for facilities such as playgrounds, sports fields, outdoor skating rinks, picnic areas, etc. 3) Parkettes that are a minimum of 0.35 hectares in size, and intended to provide neighbourhood green space, visual amenity and minor open space areas and/or linkages within strategic areas of the town. 4) Squares and Greens within the Aurora Promenade and MTSA, offering formal spaces that may include hard surfaces, gardens, pavilions, memorials, fountains, and modest concession stands”. 5) Urban Squares within the Aurora Promenade and MTSA offering multi-purpose programming spaces that bring life and energy to the Downtown core. Specific development criteria for Urban Squares are defined in Section 9 the draft Official Plan. 6) An Urban Wildlife Park designation that provides a special focus on ecological management and conservation in recognition of the David Tomlinson Nature Reserve in Northeast Aurora (note: these lands are considered open space, rather than parkland as it is defined in this Master Plan). The parkland hierarchy is a core element of park planning, design, and development. Classifications define 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 provision targets also helps to ensure appropriate service level across the town, while providing the community, developers, and planners with an understanding of the Town’s parkland provision objectives. Most municipalities use population-based targets to calculate and plan parkland supply. A parkland target is particularly important as it is becoming more complex and costly to secure quality parcels for parkland within new higher density forms of development. Traditionally, residential intensification has generated less parkland per capita than greenfield development – and certainly smaller park blocks – making it difficult to accommodate the desired recreational activities that residents have come to expect from the Town’s parks system. The Town’s draft Official Plan establishes the following servicing ratios for parkland, totalling a town- wide supply of 2.0 to 3.0 hectares per 1,000 residents. These ratios were updated as recommended within the last Parks and Recreation Master Plan. Park Classification Official Plan Servicing Ratio Community Parks 1.0 to 1.5 hectares per 1,000 residents Neighbourhood Parks 1.0 to 1.5 hectares per 1,000 residents Total 2.0 to 3.0 hectares per 1,000 residents The Town is generally meeting these service ratios at this time. However, with much of Aurora’s future growth to occur through infill and intensification, land use patterns and characteristics of Aurora’s built form will be markedly different than in the past, leading to smaller and more intensely developed parkland blocks. Additional analysis of future parkland needs is contained later in this section. Page 111 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 99 Parkland Dedication (Planning Act and Bill 23) Parkland conveyance authority is established in the Planning Act and facilitated through the Town’s Official Plan policies and Parkland Cash-in-Lieu (Dedication) By-law. Specifically, this includes Planning Act Section 42 (which pertains to parkland conveyances associated with development and redevelopment) and Sections 51.1 and 53 (which pertain to parkland requirements as a condition of plan of subdivision approval and consent). Under the Act (most recently amended through Bill 23), 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 or an equivalent to one hectare of land for every 1,000 units when requiring cash-in-lieu of land. 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). The Town’s draft Official Plan will require updating to address the legislative changes introduced by the More Homes Built Faster Act (Bill 23). These changes will result in reductions to parkland dedication and cash-in-lieu requirements compared to the previous legislation, especially for areas of higher density. One of the reasons for these changes is that previous parkland requirements had the potential to consume most or all of the development site (particularly for very high density developments), impacting the viability of the development. Additionally, the provincial mandate to increase housing supply has led to parkland dedication exemptions for affordable residential units (also exempted in the Town’s draft Official Plan), attainable residential units, inclusionary zoning residential units, non-profit housing, and additional residential unit developments. Striking an appropriate balance across the Town’s urban structure is vital, including the Aurora Promenade, MTSA and key corridors. However, planning, designing, and maintaining parks in densely populated 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 approaches are required to both acquire suitable land for parks and to program these parks to meet the unique range of needs, such as privately-owned public spaces (POPS), strata parks (e.g., on top of a parking garage, utility, etc.), and/or naturalized lands (such as lands in the Oak Ridges Moraine). The Town’s draft Official Plan includes policies that permit each of these options based on their merits. The Act also requires that a municipality prepare a Parks Plan before passing a parkland dedication by- law. The Town is encouraged to use this Master Plan as the basis for their Parks Plan, in consultation with local school boards. Recommendations #30 Update the Town’s Official Plan and Parkland Dedication By-law to align with amendments to the Ontario Planning Act and Bill 23. #31 Use this Master Plan as the basis for the Town’s Parks Plan (in support of an updated Parkland Dedication By-law), in consultation with local school boards. Financial analysis examining per unit valuations and a variety of residential development contexts may be helpful in supporting the Parks Plan. #32 Update the Town’s GIS databases to include the classifications of existing parkland to assist in tracking and the assessment of land requirements. Page 112 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 100 8.2 Parkland Supplies and Needs Current Parkland Supply Inventory data provided by the Town indicates that Aurora offers 174.5 hectares of parkland distributed across 73 sites (excluding open space properties). This represents a level of service of 2.7 hectares per 1,000 residents at the present time. This level of service compares favourably to other municipalities across Ontario that generally provide parkland in the range of 2.0 to 4.0 hectares per 1,000 residents. The provision of parkland in Aurora is both a measure of local parkland supply and access. A distributional analysis (using a distance of 800-metres from each park; note: service radii may differ by park type) was undertaken by applying this service area to Aurora’s parks to understand where residents are located within walking distance to a park or where gaps exist. The analysis found that residents living within Aurora’s urban boundary are generally well served with some form of active parkland. Figure 52 – Distribution of Municipal Parkland Page 113 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 101 Future 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 town grows, there will also be a growing need for more parkland to serve the increasing number of residents. Nearly three-quarters (73%) of survey respondents identified parkland acquisition as a high priority, ranking 4 th out of 30 investment options. Understanding current parkland dedication tools and prospective ratios is important in establishing a parkland target that is both realistic and achievable. Through the Bill 23 provisions now in force within the Planning Act, application of the standard and/or alternative rate will generally result in parkland dedication ratios of between 0.5 to 1.0 hectares per 1,000 residents (or lower depending on the impact of the new exemptions). The actual ratio will vary depending on the density of the development and the number of persons per unit, but parkland dedication alone will not allow the Town to keep pace with growth-related needs. Applying the Town’s current parkland provision level (2.7 ha/1000) to future growth is not attainable or realistic as all new residential development that occurs within Aurora will reduce the Town’s overall ratios. Instead, a Town-wide parkland provision target at the lower-end of the range identified in the draft Official Plan – being 2.0 hectares per 1,000 residents, to be applied to new growth – is recommended in order to support a broad range of public outdoor recreation uses. This target is greater than what can be achieved solely through the provisions of the Planning Act and will require other means of acquiring parkland. 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 schools, greenways and natural areas, conservation areas, and alternative open spaces. Applying this target to Aurora’s population forecasts , projected population growth to 2031 will generate a need for approximately 17.2 hectares of new parkland. Opportunities to address these needs are discussed further below. Table 20: Current and Projected Parkland Needs to 2031 Current Population (2021) 64,100 persons Forecasted Population (2031) 72,700 persons Projected Growth (2023-2031) 8,600 persons Future Growth-related Parkland Needs, based on 2.0 ha/1000 17.2 hectares To help guide the Town in identifying priority areas for parkland acquisition across Aurora, a parkland to population ratio analysis was prepared. Based on Aurora’s public parkland supply and 2021 Census population by dissemination area, the exercise identified areas that were below the minimum parkland ratio identified in the draft Official Plan (less than 2.0 hectares per 1,000 residents), within the Official Plan range (2.0 to 3.0 hectares per 1,000 residents), or above this range (more than 3.0 hectares per 1,000 residents). To assist with identifying priority areas, consideration was also given to the Town’s strategic growth areas, given that these areas are expected to grow over time and include a mixture of uses including residential. Page 114 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 102 Figure 53: Distribution of Parkland Ratios across Aurora (2021) This analysis reveals localized parkland shortfalls across much of Aurora’s western half, including several established neighbourhoods. It is suggested that these areas are be considered Priority Acquisition Areas. As residential growth through infill and intensification can be anticipated within several of these locations (particularly those within the Aurora Promenade and MTSA), the pressure for 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. Page 115 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 103 Parkland Acquisition Through future development applications, there is the potential to add to the Town’s curren t parkland supply, including new neighbourhood parks and/or parkettes in greenfield areas and urban squares and/or greens in the Aurora Promenade and MTSA. However, changes to urban structure and land valuation will mean that these opportunities will becom e fewer and are less likely to result in large blocks for parkland. To help achieve the desired parkland target, is recommended that the Town adopt a “parkland-first” approach that directs the Town to prioritize the dedication of land rather than cash-in-lieu of parkland during the development review process. This means that: a) Policies and practices that support on-site parkland dedication and encourage front-end acquisition of parkland should be encouraged. b) Parkland will be required when development will result in a park block that: (i) is at least 0.35 hectares in size; (ii) expands an existing park site; or (iii) meets the needs and parameters for a square/green within the Aurora Promenade and MTSA or other priority acquisition area. c) The Town may still accept cash-in-lieu of parkland when it is determined to be more 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 accommodate a typical park block (including urban squares and greens that are less than 0.35 hectares). In addition, privately-owned public spaces may be permitted as per Town policy. d) All lands to be dedicated for park purposes must be to the Town’s satisfaction and will not include restricted lands such as Environmental Protection Areas, hazard lands, steep slopes, contaminated lands, easements, stormwater ponds, etc. However, the Planning Act can only deliver on a portion of the Town’s future parkland needs. A growing focus will also need to be placed on municipal acquisition (partly funded through parkland reserves) and other tools in order to meet the Town’s parkland provision goals. At a preliminary level, the Town has identified the Dr. G.W. Williams Secondary School, former George Street School, Ontario Heritage Trust lands (Smith Property), and lands owned by the Stronach Group and Shining Hill Developments as large land holdings that may have the potential to support future park uses if brought into municipal ownership or under a long-term agreement for public access. Non-traditional public spaces also may play a greater future role in ensuring continued public access to green spaces and park -like places in strategic growth areas. To meet long-term parkland targets, Aurora may need to utilize alternative parkland acquisition approaches and financial tools beyond traditional parkland conveyance mechanisms8, including (but not limited to): a) Municipal land purchase or lease (with a focus on priority areas, expansion of existing park sites, or land-banking in the Oak Ridges Moraine), funded from cash-in-lieu reserves, Community Benefit Charges, general tax funding, grants, donors, etc.; b) Land exchanges or swaps; c) Off-site conveyance of parkland (ideally in priority areas); d) Establishment of a Parks Foundation (e.g., community, corporate or municipal donations towards parkland acquisition); e) Reallocating surplus municipal lands (or purchasing surplus school sites) to park use; 8 See also “Land Securement” policies of the Town of Aurora Official Plan. Page 116 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 104 f) Partnership/joint provision of lands with local partners under agreement; and/or g) Although not a land-based expansion, enhancements to existing parks to increase recreational opportunities in the vicinity of growth areas may also be considered. Recommendations #33 Strive to achieve a target of 2.0 hectares of parkland per 1,000 residents, applied to new growth (through conveyance or other means). This projects to a need for approximately 17.2 hectares of additional parkland by 2031. Create a financial plan to move the toward this target. #34 Seek to maximize parkland dedication through development and redevelopment applications, as well as alternative parkland acquisition strategies (e.g., purchase/lease, land exchanges, partnerships, land banking, reallocation of surplus lands, etc.). #35 Work with area school boards and other service providers to maximize community access to quality outdoor parks and recreation amenities on non -municipal sites through permitting, long-term access agreements, etc. #36 Adopt a “Parkland First” approach that prioritizes parkland conveyance over cash-in-lieu of parkland in order to address parkland deficits. Parkland conveyances should: (a) be acceptable to the Town; (b) not include restricted lands; (c) result in blocks that are at least 0.35 hectares in size (urban squares and greens in the Aurora Promenade and MTSA may be smaller) or expand an existing park site. 8.3 Park Design Access to quality parks is an important aspect of complete communities and allows people to spend more time in their neighbourhoods. While there will continue to be demand for traditional forms of parkland for recreation and sport, public spaces are increasingly being recognized for their contributions toward healthy communities, community greening, urban renewal, placemaking, public art and expression, and more. A wide range of public spaces are needed to fill a variety of community roles and Aurora has responded to this through a robust parkland classification system and greater diversity in park designs and amenities. The public consultation program identified a growing need to incorporate more amenities (e.g., seating, shade, washrooms, pathways, sport courts, community gardens, etc.) that increase the usability of parks for residents of all backgrounds. While a significant majority (87%) of survey respondents identified park washrooms as a high priority, ranking 1st out of 30 facility types, the Town cannot offer these in all parks and should continue to only consider them in Community Parks. Relatively modest investments can have dramatic improvements on parks and encourage participation and physical activity for everyone, regardless of age, gender, or income. For example, w alking is the most popular activity and looped trails and pathways draw people of all ages and abilities into parks, helping to increase a sense of safety and community. The renewal of existing parks and park infrastructure will become a greater concern over time and the allocation of resources needs to be examined in this light. For example, Neighbourhood Parks are the most convenient and common park type in Aurora. They are a critical resource for building a sense of community and social belonging, but some may not be achieving their potential because they do not contain the amenities that residents are seeking. Fortunately, some of these parks are well situated to accommodate growing demand for unstructured activities and casual uses, subject to available budget resources. A renewed focus on neighbourhood park design is recommended (as the Town has done with the new Hartwell Way Neighbourhood Park in Northeast Aurora), in tandem with a thoughtful strategy to enhance comfort amenities, outdoor programming, and unstructured activities to help people make use of the space. Small parks can make a big difference. Page 117 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 105 To respond to growing residential intensification, the Town must be creative with existing spaces and seek new ways of doing things as it has done with Aurora Town Square. The repurposing of redundant spaces can also bring new life to the parks system; however, some park features (e.g., off-leash dog parks, skateboard parks, trails, etc.) may require innovative designs to reduce impacts or conflicting uses. The Town should continue to engage residents early in the planning process and work with stakeholders to mitigate concerns. Some other opportunities may include (but will not be limited to): • enhancing or renewing existing parks, public spaces, and streetscapes; • developing parks with urban qualities (civic parks, squares, etc.) that are built to higher design standards and that integrate multi-functional spaces and public art; • improving connections (e.g., linear parks) and access to nearby parks and facilities; • promoting innovation and excellence in design; • making use of less conventional spaces (e.g., streets, cemeteries, greyfield sites, etc.) such as through partnerships, strata parks, etc.; • integrating privately-owned publicly accessible spaces; and, • considering other options through negotiation with developers, such as land swaps or public realm improvements. Based on the foregoing, the Town should continue to consider the following design principles (at a minimum) for new and redeveloped parks, in addition to those design policies identified in The Official Plan contains a series of design policies that should be regarded when developing and redeveloping park sites, including direction related to accessibility, safety (CPTED principles), public art, landscaping and plantings, pathway connections, and more. These policies are contemporary and represent best practices for continued consideration. To aid the Town in future park planning and responding to special requests for park redevelopment or renewal, the following table below identifies general space planning guidelines for common land-based park amenities. These figures should be considered preliminary and must be validated on a case -by-case basis, subject to site-specific requirements. Recommendations #37 Maintain a commitment to universal accessibility, safety and comfort within the Town’s parks system. Regularly consult with the Accessibility Advisory Committee and ensure compliance with the Accessibility for Ontarians with Disabilities Act (AODA), recognizing that some parks may include areas of natural terrain that are more difficult to access. #38 Emphasize the provision of amenities such as benches/seating areas, bike racks, shade (structures, tree canopy, etc.), and barrier-free washrooms in appropriate park types to address the needs of all age groups. #39 Undertake park amenity condition assessments on a regular basis to inform the Town’s asset management plan and long-term capital plan. #40 Develop a strategy for the renewal of key park sites (e.g., Confederation Park, etc.), including funding amounts and sources. Emphasize projects that promote usage by people of all ages, such as the introduction of shade, seating, pathways, unprogrammed space, etc. Engage stakeholders and the public when designing new and redeveloped parks. Page 118 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Parkland 106 Table 21: Space Planning Guidelines for Park Amenities Facility Type Required Land Area (ha), excluding setback to residential and parking Artificial Turf Field (full size) 1.3 ha Senior Soccer Field 1.0 ha Senior Hardball Diamond 1.5 ha Senior Softball Diamond 0.7 ha Intermediate Ball Diamond 0.5 ha Cricket Pitch 2.2 ha Multi-use Court 0.05 ha Basketball Court (full) 0.05 ha Basketball Court (half) 0.03 ha Tennis Courts (2) 0.11 ha Pickleball Courts (6) 0.09 ha Playground 0.05 ha Splash Pad 0.08 ha Skateboard Park (community) 0.1 ha Off-leash Dog Park 1.5+ ha Outdoor Ice Rink 0.08 ha Community Garden Plot 0.05 ha Note: The estimates shown represent the minimum land area to construct the recreational asset alone. They do not account for buffer spaces (from asset to property lines, or in between park uses), parking, or other support amenities. Page 119 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Service Delivery and Program Support 107 9. Service Delivery and Program Support Page 120 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Service Delivery and Program Support 108 This section provides guidance on service-related topics that were identified through the public consultation program, including the Town’s role in service delivery, programming, policies, and more. 9.1 Municipal Role in Service Delivery The vision and guiding principles identified in Section 5 of this Master Plan provide focus to the Town’s role in supporting parks, recreation, and sport in Aurora. All Town actions relative to parks, recreation, and sport should further the vision (“an active, healthy and engaged community…”) and one or more of the guiding principles (expand resident participation; optimize our recreation facilities; enhance our parks and amenities; and foster innovation and service excellence). The Town’s current service model takes a two-pronged approach of “direct” and “indirect” delivery structured around a “strengths-based” system that leverages contributions from a broad range of providers. Many services and programs are provided directly through resources deployed by the Community Services and Operations (Parks & Fleet) Departments. At the same time, several services and programs are delivered by community groups, non-profit organizations, public agencies, and the private sector. The relationships with providers are paramount to the successful delivery of quality services. Through a combination of these approaches, the Town strives to ensure a diverse and accessible range of opportunities for people of all ages, abilities, and backgrounds. Aurora has a thriving sport community comprised of the Town and self-governing sport organizations such as volunteer sport groups and non-profit organizations such as the Aurora Sports Hall of Fame and Sport Aurora. Organizations work collaboratively to ensure that facilities, services, and programs can adequately meet the current and future needs of sport participants. The Town’s Sport Plan also provides a framework and guiding principles for achieving increased participation in sport through safe, supportive, and inclusive environments. The Town has also prepared a Sport Tourism Strategy that seeks to enhance the visitor experience, bring new events into the community, highlight hometown athletes, and incorporate cultural experiences for the community and visitors. Creating performance measures and annual reporting around the goals of these strategies will ensure that stakeholders and partners keep priorities in focus and continue to work cohesively toward the vision by each playing their part. Within this context, the suggested roles identified below may be considered as the Town more formally defines its responsibilities relative to parks, recreation, and sport: a) Engaging the community in meaningful participation through planning, decision-making, and service delivery; b) Working to include all residents and advocating for marginalized individuals and groups, including youth, seniors, persons with disabilities, low-income households, etc.; c) Assessing and responding to changing demographics, community issues, and emerging trends; d) Creating awareness of municipal services, community engagement initiatives, and opportunities for participation; e) Educating about and promoting the benefits of participation (healthy living/aging, physical and mental wellness, drowning prevention, leadership, environmental benefits, etc.); f) Determining service gaps and needed improvements; g) Providing and maintaining core facilities where gaps exist or the capacity is not present in the community; h) Building and fostering partnerships with key providers and stakeholders in the del ivery of services; i) Playing an ongoing role in supporting community groups, volunteers, and partners; j) Delivering core programs that promote community and individual health and wellness; k) Supporting activities and events that promote community interaction, vibrancy, and cohesion; l) Developing effective and meaningful policies and procedures that enhance safety, accountability, and transparency; and m) Providing exceptional customer service. Page 121 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Service Delivery and Program Support 109 In order to effectively fulfill this role, it is recommended that decision-making be aligned with the guiding principles of this Master Plan. The Town can create alignment with this strategic framework in several ways, such as: • Formally endorsing the vision and guiding principles at a Council level; • Referencing them within staff reports; • Using the framework to evaluate submissions to the partnership and grant programs; • Informing the annual budget process; and • Embedding the vision and principles within staff training, policy development, etc. Recommendations #41 Align service delivery priorities and decision-making with the vision and guiding principles of this Master Plan. #42 Prepare regular updates on the 2016 Sport Plan and report out to Council and the community. Performance measures, annual work plans, and assigned responsibilities will ensure that this plan remains a flexible, living document. 9.2 Affordability and Accessibility Services and spaces that are accessible to people of all ages , abilities, and backgrounds will create healthier individuals and a stronger community. The Town strives to offer programs, parks, and facilities that can be used by all, but challenges still exist. Common barriers include costs, transportation, design and built environment, communication and awareness, and more. The Town of Aurora recognizes the importance of including all residents in a broad range of inclusive parks and recreation services and has launched several initiatives that support this objective, including (but not limited to): • Pricing Policy and Ability to Pay Program: Updates were made to the Community Services pricing policy in 2021 to demonstrate transparency in setting user fees. Furthermore, a Recreation Access Policy was created to strategically support those who may need financial assistance to participate. • Sport Plan: Several initiatives from the Sport Plan were recently initiated to enhance inclusion, such as participation by women and girls in sport, engagement with culturally diverse groups, etc. • Diversity, Equity & Inclusion Strategic Action Plan: This report provides direction on diversity, equity and inclusion in the workplace, providing a roadmap for the Town to improve the organizational culture and value the Town provides to its citizens. • Service Delivery Review: Completed in 2021, this corporate study acknowledged Aurora’s growing and diverse population and recommended the creation of a Equity, Diversity, and Inclusion Committee to ensure that efforts are coordinated and Council-endorsed. Further opportunities to engage and amplify the work of community partners, who already undertake diversity and inclusion programming for their respective community groups, were also supported. A review of relevant programs, policies and procedures involving access and inclusion should be undertaken on a regular basis to ensure that participation is maximized and that barriers are addressed. Page 122 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Service Delivery and Program Support 110 Recommendations #43 Focus staff training and community outreach on engaging under-represented populations (e.g., persons with disabilities, newcomers, lower-income households, LGBTQ+ community, women/girls, etc.) and removing barriers to their participation in parks and recreation activities. Complete a Recreation Needs Assessment for Persons with Disabilities to recommend improvements for service delivery and ways to remove barriers to participation for this population. #44 Fully implement the Recreation User Fee and Pricing Policy and complete a review every three years. Regularly review and update other policies and initiatives supporting broad participation by under-represented populations (e.g., Emergency Procedures and Security Strategies, Accessibility Standards, etc.). 9.3 Programming Programming offered by the Community Services Department (e.g., aquatics, fitn ess and wellness, camps, children’s, older adults, etc.) is wide ranging and high quality. Most programs are in high demand and book up quickly, while special events often achieve their capacity. More than one-fifth (22%) of Aurora households indicate participating in town-run programs or camps since 2019 – this percentage is higher than many communities of comparable size and speaks to the strong brand and customer loyalty that the Town has built with residents. The Town frequently conducts and exit surveys for its programs, with most participants expressing high levels of satisfaction. In making decisions to support existing or new services and programs, the Town should prioritize those that align with the goals of this Master Plan and the Framework for Recreation in Canada. This includes programs that: a) Focus on children/youth, older adults/seniors , and under-represented populations; b) Are affordable and accessible; c) Incorporate physical literacy into child and youth activities; d) Support healthy living and healthy aging; e) Strengthen community partnerships, including ; f) Support unstructured and self-scheduled activities; g) Promote the appropriate use of parks and facilities for special events; h) Optimize the use of municipal parks and facilities; and i) Allow people to connect with nature and be good stewards of their environment. Some specific opportunities to achieve this mandate through programming include: • Focusing on children, youth, and older adults. Although there is growing demand for adult program, there is community value in investing in activities that engage children/youth and older adults. As we begin to recover from the pandemic, service to these age groups will be more important than ever in order to address growing issues of social isolation, physical inactivity, and mental wellness. Furthermore, a wider range of programming may be needed to address the needs of today’s older adults, many of whom are more active than previous generations and are making better use of municipal parks and facilities in response. • Offering convenient, casual/drop-in activities. A lack of time is often a main barrier to participation for all ages. Activities that are convenient, accessible, affordable, and relevant – like drop-in activities – have proven to be popular prior to the pandemic. Across the Province, exercise and fitness classes, learn to swim/skate programs, pickleball, and activities for pre-school children and caregivers have been on the rise. Casual activities must continue to be emphasized and adapted to emerging trends. Page 123 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Service Delivery and Program Support 111 • Expanding low-cost outdoor programming within parks. Communities are increasingly animating their park spaces through programming and new forms of community engagement. Some examples include (but are not limited to) fitness in the park, food trucks, and cultural events like music, concerts, and plays. Viewing parks as “outdoor living rooms” helps to broaden their scope of use and engages a wider audience, leading to experiential learning, participation, and community mobilization. When complete, the Aurora Town Square will offer many exciting possibilities for programming and events. The Town has recently implemented new registration software that will allow for improved performance tracking for direct-delivered programs. A program review with established metrics should be prepared to set a baseline for continuous improvement. Furthermore, analyzing participation rates annually provides useful indicators and may highlight any existing gaps. Strategies should be developed to assess this data, identify gaps, and evaluate the value of contracted programming within municipal facilities. Recommendations #45 Conduct a review of direct-delivered recreation programming to determine the effectiveness of programs, emerging trends and gaps, and potential improvements in program delivery. #46 Continue to measure program performance, track utilization, and collect registration data annually from all organizations that use Town parks and facilities to assist in understanding trends, monitor changing demands, and inform allocation. #47 Complete the refresh of the Town’s Cultural Master Plan to guide the Town’s growth and development of the local cultural sector, including expanded arts programming . 9.4 Permitting and Allocation The Town is the main provider of parks and recreation facilities, and demand for access to the spaces often outstrips supply (especially during peak times). Policies and procedures are in place to manage the permitting and allocation of these spaces, with a focus placed on serving priority groups and programs such as children/youth, residents, non-profit groups, etc. The consultation program yielded several suggestions for streamlining and modifying the way in which the Town manages access to its facilities. Some of these suggestions were in response to changes that are occurring in sport, which is leading to increased competition for time and space. Earlier in this Master Plan, recommendations were made supporting a review of the Town’s ice and pool allocation policies and guidelines. These policies should be examined as part of a broader review that identifies and address matters related to allocation (e.g., priorities, procedures, standards of play, etc.), internal and external permitting of all exclusive-use municipal facilities, unauthorized use of facilities and monitoring, online booking and last minute rentals, etc. With a new gymnasium coming online at the SARC, demand for this space will be significant and this review would be timely for addressing this and other emerging concerns. Recommendations #48 Conduct a comprehensive review of permitting procedures and allocation policies within Community Services, with the goal of ensuring appropriate access from priority markets and clarifying/streamlining procedures that discourage participation. Page 124 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Service Delivery and Program Support 112 9.5 Staffing and Volunteers Parks and recreation services are a strength of the Town. There is strong employee engagement and satisfaction levels within the Community Services work team. The leadership team has worked to empower staff to readily suggest improvements for their respective di sciplines and there is a sense of dedication and belief in the value of their services to strengthening the health of the community. This common vision has served to engage staff and create a strong corporate culture. Looking to the future, a greater emphasis on customer service (e.g., bookings, registration, communications, data/software management, etc.) can be anticipated due to the broadening of services and facilities, as well as the rising expectations of residents. Opportunities to streamline data management and communications continue to be explored. As a result of the pandemic, part-time staff recruitment (for parks maintenance, lifeguarding, program instruction, etc.) continues to be a challenge and affects the Town’s ability to offer some programs and services. Similarly, both the Town and community organizations have witnessed a decrease in volunteerism throughout the pandemic, with fewer people available to support events, leagues, etc. The sustainability of community events and sports relies on volunteers and an effort to understand volunteer needs and recruit additional volunteers is required. New and sustainable approaches are required. Some municipalities have been successful by holding job fairs in high schools , offering free leadership training, and converting part-time positions to full-time. The Department may also benefit from recruiting greater diversity within the staff team, which may be a priority for the proposed Equity, Diversity, and Inclusion Committee. Further, the Community Services Department has indicated that staff resources to support special events – a growing area of emphasis in Aurora – are at or beyond capacity. Requests were made in the 2023 budget to begin addressing this matter. The preparation of a Special Events Policy that establishes event categories and corresponding service levels will help to further inform the need for additional resources in this area. Recommendations #49 Consider streamlined and non-traditional recruitment and hiring practices to address the current backlog of part-time staff and volunteer resources. #50 Prepare a Special Events Policy to clarify service levels, and using these service levels to support decisions relating to special event staffing levels and municipal responsibilities. 9.6 Communications and Promotion While there is broad awareness of parks and recreation services within the community, 25% of survey respondents indicated that they do not feel well informed about Town parks, facilities, programs, and events. As the population grows, Aurora will attract more newcomers that are not familiar with all the Town has to offer, thus communications and marketing will require greater emphasis. The Community Services Department has a well-established online presence, providing program, facility, and park information through the Town’s website, which also supports online registration through the Town’s recreation management platform. Marketing and communications are mostly a Departmental function, led by the Recreation Marketing Coordinator. The Town’s corporate social media outlets also provide relevant updates and notifications regard ing to parks, recreation and culture, in addition to providing information about special events. The Community Services Department does not mainta in its own social media accounts, aside from an Instagram page for The Loft (@AuroraTeens). It was noted that the Department could benefit from more “Aurora-specific” photos to use within its promotions. Print material is more limited, but does exist, such as topic-specific brochures and monthly events. Despite Page 125 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Service Delivery and Program Support 113 being more internet savvy, the youth consulted for this plan expressed an interest in hard copy promotions directed to their age group. To ensure that these communication and marketing tactics are effective in reaching the desired audiences, the Town should regularly test this through surveys or feedback from program participants. Recognizing that Aurora is a growing community and that some new/existing residents prefer hard copy materials, selected print materials should continue to be provided. Additionally, registrant profiles through the Town’s recreation management software may provide a lens that can be used for more targeted marketing. The key is to ensure that messaging is consistent, accurate, and in formats that are accessible to as many residents as possible, including messaging around the benefits of participation. An open line of communication with community groups and residents would also help to proactively address issues, ideas, and concerns. Several communities have had success with (at minimum) annual open forums to discuss initiatives and topics of broad appeal within the parks and recreation sector. Furthermore, public and stakeholder engagement should continue to be a mandatory requirement for all major capital projects and policy decisions that impact the community. Recommendations #51 Regularly review the Department’s communication and marketing strategies to guide the use of various digital and print tools in promoting and gathering feedback on parks and recreation services and initiatives. #52 Host annual forums with community groups and stakeholders to discuss initiatives and topics of interest related to local parks and recreation and services. Page 126 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 114 10. Implementation Strategy Page 127 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 115 Active implementation of the Parks and Recreation Master Plan is fundamental to its success. This requires coordinated efforts and a commitment from Council, staff, stakeholders, and the public, as well as a variety of funding options to implement certain aspects of the Plan. This section provides guidance on the Master Plan’s implementation. 10.1 Monitoring and Updating the Plan The Town should regularly review and assess – and periodically revise – the recommendations of this Master 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 projections 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 Town’s budget cycle. The following steps may b e used to conduct an annual review of the Master Plan: a) Review of the past year (recommendations implemented, capital projects undertaken, success/failure of new and existing initiatives, changes in participation levels, issues arising from the public and community groups, etc.); b) Identification of issues impacting the coming year (anticipated financial and operational 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 used to prioritize projects and projects to be implemented in the following year; and f) Budget requests/revisions as necessary. Recommendations #53 Regularly monitor Master Plan progress, including tracking of growth and demographic characteristics, activity patterns, facility usage, activity levels, trends and completed recommendations. Provide annual status reports to Council and the community. #54 Establish annual work plans to identify Master Plan recommendations requiring implementation within the coming year. Work plans should identify departmental leads, partners, funding requirements and sources, and other. #55 Undertake a comprehensive review and update of the Parks and Recreation Master Plan to begin no later than 2028/29. Timing may be adjusted based on the pace of implementation and changes within the community. Page 128 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 116 10.2 Financial Considerations The Master Plan calls for continued financial investment and outlines a series of planning priorities for the provision of new and upgraded parks and recreation infrastructure for the next five or more years. The Town has limited resources and cannot afford to do everything that the community desires; underscoring the importance for undertaking the Master Plan in the first place. Although Aurora may experience various challenges in providing the applicable financial and human resources to achieve the Master Plan’s recommendations, it is expected that the Town will make every effort to implement these strategies through appropriate means. Full implementation of the Master Plan will require the use of numerous funding sources, including (but not limited to): • Development Charges and Community Benefits Charges • Parkland Cash-in-Lieu for land purchases • Municipal Taxation and Reserves • Fundraising, Donations and Sponsorships • User Fees and Surcharges • Debenture Financing • One-Time Grants • Ongoing Government Programs, such as Provincial Gas Tax Revenues (for active transportation projects) • Partnerships and Sponsorships (see next section) Recommendations #56 Where appropriate and consistent with Town policies and priorities, 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. #57 Use this Master Plan as a resource in establishing the Town’s annual budget documents, Development Charges, and other related studies. #58 Support a capital reserve to fund the repair and replacement of major capital infrastructure. This reserve should be an annual line item in the budget, with linkages to the Asset Management Plan. #59 Assess and ensure that operating budget implications are identified and appropriately resourced prior to approving major capital projects. #60 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. 10.3 Community Partnerships and Sponsorships The Town works with community partners to provide the highest level of service to the public while maximizing resources. Examples of successful partnerships include strategic alliances with local service clubs for fundraising and facility operation (e.g., sports dome, etc.), rental agreements with sports groups (e.g., minor sports, etc.), and service agreements with program providers (e.g., tennis instruction, concessions, etc.). Partnerships are key to creating a versatile range of parks, recreation, and sport services in Aurora. They allow the Town to leverage outside resources and maximize public funds, while meeting gaps and needs that are not traditionally within the municipal mandate. The community has expressed support in principle Page 129 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 117 for more multi-sectoral partnerships that leverage resources, avoid duplication, accelerate innovation, and enhance user convenience. From time to time, the Town may consider various arrangements with the private sector, non-profit sector, or other levels of government to develop and/or operate various facilities and services to achieve the desired community and municipal benefits. The goal is to maximize the community’s assets and increase service levels while sharing an appropriate balance of costs and risks. Relationships with outside groups may considered when: • the Town does not have capacity or budget for direct program delivery or facility management; • there is an established provider/partner already working with the Town; • the provider fills or augments service gaps that are a priority to the Town; and/or • the provider is the preferred/specialist for program delivery. In all partnership arrangements, specifications and requirements must ensure that the partner respects and aligns with the Town’s key goals and objectives. T he value in seeking out and formalizing partnerships provides a net benefit to both organizations and reduce costs to the municipality. Where possible, the Town is encouraged to work with community partners and in coordination with other public entities to implement recommendations contained in this Master Plan that would benefit from shared roles, responsibilities, and resources. It is recommended that staff develop written agreements with community partners who may share public spaces or work collectively to offer programs and services. To assist the Town in evaluating current and future partnerships, the following criteria may be considered: a) The outcome of the partnership should be aligned with municipal values, mandate, and priorities. b) There should be an articulated need for the proposed program or service in the community. c) The financial and liability risks to the Town should be shared or reduced. d) The partner should be equipped and qualified to co-deliver the service through identified efficiencies, with the ability to reach an identified segment of the population. e) The quality of the program or service provided through the partnership should meet municipal quality assurance and risk management requirements and complies with legislation. f) Unsolicited for-profit partnership proposals should be dealt with transparently and through a competitive process as identified in a procurement process. g) Accountabilities and responsibilities should be clearly defined and complied with. h) Annual reporting requirements should capture participation numbers, expenditure reduction or revenue enhancement, and are clearly aligned with departmental objectives. The Town does not employ a standard approach for developing arrangements with outside groups or for responding to unsolicited proposals, especially propositions arising from the private sector or involving non-traditional facility types. A standardized approach to partnership development would assist the Town to be consistent in its dealings with individuals or organizations at arm’s length to the municipality. Additional detail on the requirement for a proponent-led business plan when assessing unsolicited proposals is included in Section 6.12 of this report. Recommendations #61 Regularly review agreements with partners to ensure an appropriate and sustainable distribution of operational and financial responsibilities. #62 Be proactive in partnership development through regular communication and establishment of a standardized framework and/or criteria to simplify and expedite partnership outcomes. Page 130 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 118 #63 Continue to utilize the sponsorship, advertising, and naming rights programs to leverage alternate funding to enhance parks and recreation facilities, programs, and services. #64 Continue to collaborate with school boards and other community service providers to maximize community access to existing sites, surplus sites, and future campuses that may function as community hubs. 10.4 Summary of Recommendations – Priority and Timing This section contains a summary of the recommendations contained within this Master Plan. By approving this Plan, the Town is not bound to implementing every recommendation or providing facilities/services in the order, amount or timing indicated; rather, this Plan provides guidance on community priorities and sets a general course for meeting the needs as they are presently defined. The timing of the recommendations proposed in this Master Plan recognizes the need for phased implementation and/or outside funding sources as some recommendations are based upon what is needed and not necessarily what may be financially achievable at the present time. As part of the annual budget process, this Plan will be reviewed to identify areas where the availability of resources may affect the timing of implementation. Analysis of implementation options and budget implications should be undertaken prior to approving major projects. The full implementation of this Plan will require the use of various funding sources and partnerships with others. Though annual planning and budgeting processes, Town Staff will update and/or establish the estimated capital and operating costs associated with each recommendation prior to implementation. It is expected that the Town will make decisions on individual projects and funding sources annually at budget time. Priorities have been established based on an assessment of need, as identified throughout the planning process (including public engagement, trend and demographic analysis, assessments of amenities and services, etc.). Municipalities generally seek to address the widest range of needs and achieve maximum community benefit through the efficient use of resources. Determining priorities is an exercise that should be revisited each year prior to the Town’s capital and operating budget development exercise. In addition to funding availability, factors that might change priorities year to year may include: • capital lifecycle and considerations of safety; • legislation and mandated requirements; • changes to service standards; • public input and community interests; • emerging trends and changes in participation rates; • availability of alternate providers; and • socio-demographic changes and growth forecasts. Within the tables that follow, the priorities of the recommendations are organized into the following categories. Priority is often aligned with timing, except for those recommendations that are tied to population thresholds. Priority • High Priority: Immediate attention is strongly suggested during the planning timeframe. • Medium Priority: Attention is required when high priority recommendations have been initiated or completed, or when suitable partners have been identified for funding. • Lower Priority: Attention is required when high and medium priority recommendations have been initiated/completed. • Ongoing: This represents a best practice or guideline that is to be followed on a continual basis. Page 131 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 119 Table 22 – Master Plan Recommendation Summary Recommendation Priority Comments Indoor Recreation Facilities (Section 6) #1 Secure land in southwest Aurora through partnership or purchase to accommodate a new multi-use recreation centre, potentially consisting of an indoor aquatic centre, gymnasium, walking track, supplementary program spaces (e.g., community kitchen, etc.), sports fields, etc. Confirm facility needs through a business plan once a site is established, with the goal of beginning detailed design within the five-year timeframe of this plan (by 2028). High Estimated costs for new facility $45M+; Land securement required (estimated land costs are $1.5M to $2.5M per acre) #2 Continue to pursue the development of a new 25-metre 8- lane community pool, but remain open to partnership discussions that could elevate the level of service at no additional costs to the tax base. High See also recommendation #1; Partnership potential #3 Update the Town’s Pool Allocation Guidelines to ensure that pool time is being used effectively and that priority markets and organizations are afforded fair and transparent access to available times. Consider developing a formal allocation policy. High See also recommendation #48 #4 Continue to implement the Club Aurora Business Plan with a view toward engaging a broad range of members through responsive service offerings and membership plans, while continuing to offer floor-based wellness programs across the Town’s system of community centres. Medium Internally-drive strategy #5 In the short-term and prior to undertaking significant capital improvements to the AFLC arena, complete an ice needs assessment and provision study to assess the long-term need for arena facilities and to consider the potential of converting this venue into multi-use space for non-ice, dry floor activities. High Additional study required ($75,000 consulting fees) #6 Review the Town’s Ice Allocation Policy to ensure that ice time is being used effectively and that priority markets and organizations are afforded fair and transparent access to available times. The Town is encouraged to collect more granular data on user groups (e.g., level of play) to assist with trend tracking and policy development. High See also recommendation #48 #7 Consider low-risk involvement in a community partnership should demand for a second indoor turf venue emerge, possibly through a seasonal dome over an existing or proposed artificial turf field. Prepare a business plan to more closely evaluate needs, benefits, locations, costs, and risks. Lower Partnership potential #8 Municipal provision of non-core recreation facilities not explicitly addressed within this Master Plan will generally not be made a priority, but may be considered in partnership with local organizations where demonstrated demand exists. A standardized partnership framework should be used to evaluate and respond to such requests. Ongoing Request-based Page 132 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 120 Recommendation Priority Comments Outdoor Recreation Facilities (Section 7) #9 Complete a scoped review and update of the 2020 Sports Field Development Strategy and recent progress in order to identify short-term priorities and opportunities for enhancing soccer and multi-use field capacity. Seek to expand the supply of full size rectangular fields (e.g., through artificial fields at partnered school sites, strategic park improvements, etc.) and to replace the field time used at the Stronach fields when the agreement is up at the end of the 2025 season (e.g., through integration of smaller fields in parks, use of schools, Dr. G.W. Williams SS, under-utilized properties, etc.). High Costs will be project- and site-specific (e.g., $2.5M for new artificial turf fields); See also recommendation #10 #10 Complete a scoped review and update of the 2020 Sports Field Development Strategy and recent progress in order to identify short-term priorities and opportunities for enhancing ball diamond capacity. Seek to expand the supply of full size ball diamonds (e.g., through diamond improvements, new fields, expanded partnerships, etc.). Medium Costs will be project- and site-specific; See also recommendation #9 #11 Seek opportunities to establish a two-court outdoor tennis complex in a future park or park redevelopment, ideally in Southwest Aurora to improve distribution ratios. Medium Estimated cost $300,000; Site tbd #12 Evaluate opportunities to introduce or enhance outdoor court permitting options for selected tennis and pickleball courts, combined with public education and signage. Lower See also recommendation #48 #13 Establish a dedicated outdoor pickleball complex with 6 or more courts at a site to be determined, potentially as a joint venture with a third-party club. Initiate a site evaluation and selection process using the criteria identified in this Master Plan. High Estimated cost $350,000; Site tbd #14 Consider short-term interim measures to accommodate pickleball, such as installing temporary pop-up courts in under-utilized spaces, working with other groups or private interests that can enhance access to court space, and/or promoting a full listing of sites that can support casual pickleball play. High Additional direct required #15 Establish processes to track and monitor pickleball participation in order to inform future studies and facility development. If a sanctioned community-based pickleball club is formed, a framework should be established to determine partnership potential, cost- sharing, and public access. High Partnership potential #16 Seek to expand the supply of basketball and multi-use courts through park development and renewal projects in areas where geographic gaps exist, with a focus on service to the Aurora Promenade and MTSA. Medium Estimated cost $1500,000 per court; Sites tbd Page 133 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 121 Recommendation Priority Comments #17 As a pilot project, install lights on an existing basketball court (Summit Park) that can suitably accommodate extended play into the evening. Medium In 2023 budget; Site tbd #18 Work with sport organizations to pursue the expansion of beach volleyball courts and programming at Lambert Willson Park. Medium Cost will depend on partnership parameters #19 Advance the reconstruction of the AFLC skate park to ensure sure safe, long-term, recreational use of the facility. Seek input from users in the redesign of the park. High Estimated cost $1.2M #20 Consider the removal of the bike park feature at Hickson Park following a period of observation. Explore the potential for installing a pump track and/or bicycle playground through a future park renewal or development project. Lower Estimated cost for bicycle playground ($150,000) and bike park ($450,000); Site tbd #21 Seek to address gaps in the distribution of splash pads through park development and renewal projects in northwest Aurora (extending east of Yonge Street) and southwest Aurora (e.g., Confederation Park). Medium Estimated cost $450,000 per site; Sites tbd #22 Continue to advance the Town’s off-leash strategy through the development of an off-leash dog park in south Aurora in the short-term (Engelhard Drive) and assessments of sites within west Aurora in the longer-term based on established criteria and public consultation. High Estimated cost $130,000 #23 Playgrounds should be provided in new and existing residential areas where geographic gaps exist, generally calculated through application of a 500-metre service radius that is unobstructed by major pedestrian barriers. This includes a gap in the vicinity of the Aurora Promenade and MTSA areas. Ongoing Estimated cost $150,000 to $250,000 each; Sites tbd #24 Establish an annual line item in the Town’s capital budget to support the replacement of aging playgrounds (an average of two sites per year). Through revitalization projects in Community Parks, emphasize barrier-free playground components and infrastructure to support inclusive participation. High See costs above (average of $375,000 per year to replace 2 sites) #25 Undertake a site evaluation process to establish a third fitness park outfitted with outdoor fitness equipment. To create a differentiated experience, consideration may be given to clustering the equipment around a playground site at a site that also has access to shade and washrooms. Medium Estimated cost $150,000; Site tbd #26 Continue to maintain up to four municipally-operated outdoor skating rinks in Town parks (plus the skating loop proposed for Aurora Town Square) and support volunteer-led rinks. Prepare a business plan to consider the costs and benefits of establishing a refrigerated boarded ice rink to replace one or more natural rinks (consider potential locations, capital costs, operating requirements, community partnerships, and more). High Additional study required ($75,000 consulting fees); Estimated cost $1.5M to $3M for artificial rink Page 134 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 122 Recommendation Priority Comments #27 Further explore the potential to establish a public disc golf course in Aurora, on town-owned or other lands. Establish a working group to undertake a site evaluation and selection process to identify potential sites (with public consultation), fundraise for course development, and support a sponsoring organization. Medium Additional study required; Costs will be site- specific; recommend budgeting $100,000+ #28 Continue to place a high priority on maintaining, improving, and expanding the system of trails and pathways through implementation of the Town’s Trails Master Plan and Active Transportation Master Plan. High Costs identified within Trails and Active Transportation Master Plans #29 Monitor uptake of existing garden plots to inform demand for future sites, in cooperation with the operating agency (York Region Food Network). Lower Internally-driven strategy Parkland (Section 8) #30 Update the Town’s Official Plan and Parkland Dedication By-law to align with amendments to the Ontario Planning Act and Bill 23. High Ongoing through Official Plan #31 Use this Master Plan as the basis for the Town’s Parks Plan (in support of an updated Parkland Dedication By- law), in consultation with local school boards. Financial analysis examining per unit valuations and a variety of residential development contexts may be helpful in supporting the Parks Plan. High Ongoing through Official Plan #32 Update the Town’s GIS databases to include the classifications of existing parkland to assist in tracking and the assessment of land requirements. High Internally-driven strategy #33 Strive to achieve a target of 2.0 hectares of parkland per 1,000 residents, applied to new growth (through conveyance or other means). This projects to a need for approximately 17.2 hectares of additional parkland by 2031. Create a financial plan to move the toward this target. High Alternative acquisition approaches and funding required; Estimated land costs are $1.5M to $2.5M per acre; See also recommendation #36 #34 Seek to maximize parkland dedication through development and redevelopment applications, as well as alternative parkland acquisition strategies (e.g., purchase/lease, land exchanges, partnerships, land banking, reallocation of surplus lands, etc.). Ongoing Ongoing through Official Plan #35 Work with area school boards and other service providers to maximize community access to quality outdoor parks and recreation amenities on non-municipal sites through permitting, long-term access agreements, etc. Ongoing Partnership potential See also recommendation #64 Page 135 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 123 Recommendation Priority Comments #36 Adopt a “Parkland First” approach that prioritizes parkland conveyance over cash-in-lieu of parkland in order to address parkland deficits. Parkland conveyances should: (a) be acceptable to the Town; (b) not include restricted lands; (c) result in blocks that are at least 0.35 hectares in size (urban squares and greens in the Aurora Promenade and MTSA may be smaller) or expand an existing park site. High Implement through development applications;’ See also recommendation #33 #37 Maintain a commitment to universal accessibility, safety and comfort within the Town’s parks system. Regularly consult with the Accessibility Advisory Committee and ensure compliance with the Accessibility for Ontarians with Disabilities Act (AODA), recognizing that some parks may include areas of natural terrain that are more difficult to access. Ongoing Park-specific analysis required #38 Emphasize the provision of amenities such as benches/seating areas, bike racks, shade (structures, tree canopy, etc.), and barrier-free washrooms in appropriate park types to address the needs of all age groups. Ongoing Park-specific analysis required #39 Undertake park amenity condition assessments on a regular basis to inform the Town’s asset management plan and long-term capital plan. Medium Park-specific analysis required; costs consider under asset management budget #40 Develop a strategy for the renewal of key park sites (e.g., Confederation Park, etc.), including funding amounts and sources. Emphasize projects that promote usage by people of all ages, such as the introduction of shade, seating, pathways, unprogrammed space, etc. Engage stakeholders and the public when designing new and redeveloped parks. Medium Park-specific analysis required; Recommend budgeting minimum of $750,000 per site Service Delivery and Program Support (Section 9) #41 Align service delivery priorities and decision-making with the vision and guiding principles of this Master Plan. High #42 Prepare regular updates on the 2016 Sport Plan and report out to Council and the community. Performance measures, annual work plans, and assigned responsibilities will ensure that this plan remains a flexible, living document. High Internally-driven strategy #43 Focus staff training and community outreach on engaging under-represented populations (e.g., persons with disabilities, newcomers, lower-income households, LGBTQ+ community, women/girls, etc.) and removing barriers to their participation in parks and recreation activities. Complete a Recreation Needs Assessment for Persons with Disabilities to recommend improvements for service delivery and ways to remove barriers to participation for this population. Medium Internally-driven strategy Page 136 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 124 Recommendation Priority Comments #44 Fully implement the Recreation User Fee and Pricing Policy and complete a review every three years. Regularly review and update other policies and initiatives supporting broad participation by under-represented populations (e.g., Emergency Procedures and Security Strategies, Accessibility Standards, etc.). High Internally-driven strategy #45 Conduct a review of direct-delivered recreation programming to determine the effectiveness of programs, emerging trends and gaps, and potential improvements in program delivery. Medium Internally-driven strategy #46 Continue to measure program performance, track utilization, and collect registration data annually from all organizations that use Town parks and facilities to assist in understanding trends, monitor changing demands, and inform allocation. Ongoing Internally-driven strategy See also recommendation #53 #47 Complete the refresh of the Town’s Cultural Master Plan to guide the Town’s growth and development of the local cultural sector, including expanded arts programming. Medium Ongoing initiative #48 Conduct a comprehensive review of permitting procedures and allocation policies within Community Services, with the goal of ensuring appropriate access from priority markets and clarifying/streamlining procedures that discourage participation. High Additional community consultation required; See also recommendations #3 and #6 #49 Consider streamlined and non-traditional recruitment and hiring practices to address the current backlog of part-time staff and volunteer resources. High Internally-driven strategy #50 Prepare a Special Events Policy to clarify service levels, and using these service levels to support decisions relating to special event staffing levels and municipal responsibilities. Medium Internally-driven strategy #51 Regularly review the Department’s communication and marketing strategies to guide the use of various digital and print tools in promoting and gathering feedback on parks and recreation services and initiatives. Ongoing Internally-driven strategy #52 Host annual forums with community groups and stakeholders to discuss initiatives and topics of interest related to local parks and recreation and services. Ongoing Implementation (Section 10) #53 Regularly monitor Master Plan progress, including tracking of growth and demographic characteristics, activity patterns, facility usage, activity levels, trends and completed recommendations. Provide annual status reports to Council and the community. Ongoing Internally-driven strategy See also recommendation #46 Page 137 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Implementation Strategy 125 Recommendation Priority Comments #54 Establish annual work plans to identify Master Plan recommendations requiring implementation within the coming year. Work plans should identify departmental leads, partners, funding requirements and sources, and other. Ongoing Coordinate with budget process #55 Undertake a comprehensive review and update of the Parks and Recreation Master Plan to begin no later than 2028/29. Timing may be adjusted based on the pace of implementation and changes within the community. High Estimated costs $100,000 (consulting fees) #56 Where appropriate and consistent with Town policies and priorities, 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. Ongoing Coordinate with Finance Department See also recommendation #63 #57 Use this Master Plan as a resource in establishing the Town’s annual budget documents, Development Charges, and other related studies. Ongoing Coordinate with Finance Department #58 Support a capital reserve to fund the repair and replacement of major capital infrastructure. This reserve should be an annual line item in the budget, with linkages to the Asset Management Plan. Ongoing Funding requirements tbd; Coordinate with Finance Department #59 Assess and ensure that operating budget implications are identified and appropriately resourced prior to approving major capital projects. Ongoing Coordinate with Finance Department #60 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. Ongoing Project-specific analysis required #61 Regularly review agreements with partners to ensure an appropriate and sustainable distribution of operational and financial responsibilities. Ongoing Internally-driven strategy #62 Be proactive in partnership development through regular communication and establishment of a standardized framework and/or criteria to simplify and expedite partnership outcomes. Ongoing Internally-driven strategy #63 Continue to utilize the sponsorship, advertising, and naming rights programs to leverage alternate funding to enhance parks and recreation facilities, programs, and services. Ongoing See also recommendation #56 #64 Continue to collaborate with school boards and other community service providers to maximize community access to existing sites, surplus sites, and future campuses that may function as community hubs. Ongoing See also recommendation #35 Page 138 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix A: Summary of Supporting Documents A-1 Appendix A: Summary of Supporting Documents Key municipal studies and reports related to parks and recreation are summarized below. Town of Aurora – Strategic Plan (2011 to 2031) The Strategic Plan is a long-term planning document that describes the vision for the community in 2031, identifying several guiding principles to provide direction. Theses guiding principles consist of: 1. Commitment to the Strategic Plan as a long-term planning document. 2. Leadership in corporate and financial management. 3. Broad community outreach and engagement with partners, businesses, newcomers and community groups to ensure inclusiveness. 4. Recognition and encouragement of community contributions and volunteerism and a commitment to quality customer service. 5. Leverage partnerships. 6. Respect and integrity. 7. Progressive corporate excellence, innovation and continuous improvement. The Strategic Plan is aligned with the goal of supporting an exceptional quality of life for al l, by encouraging an active and healthy lifestyle. The Town endeavors to develop a long -term needs assessment for recreation programs, services and operations that match the evolving needs of the growing and changing population. York Region Official Plan (2022) The York Region Official Plan was approved in 2022 with the intent to guide the growth of its communities throughout the next 30 years. The Plan provides for growth to a forecasted 2.02 million people and 990,000 jobs by 2051 and places a high priority on complete communities that support healthy and active living and provide a full range of amenities and housing types for all ages and stages of life. One of the key objectives of the new Official Plan is to support complete and inclusive communities. This means designing communities to be “accessible, dense and walkable, where most amenities are in close proximity, and meet people’s needs for daily living through their lifetime. The Plan contains several directions that support community infrastructure such as parks and recreation facilities. A sampling of key policies includes: − 2.3.7 That human services facilities be accessible and co-located, or within community hubs, where appropriate. Facilities shall be in close proximity to where people live and work and have active transportation linkages to public transit. − 2.3.10 That communities shall be designed to provide an integrated open space network that contributes to a sense of place and identity, promotes physical activity and social inclusion, to include: a. A variety of active recreational facilities, programmed parks and passive parks for year-round use... − 4.4.7 That the majority of residential intensification shall be directed to locations which provide access to human, educational and social services, retail, employment, arts, culture, parks, recreational facilities and transit within a 15 minute walk ... Page 139 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix A: Summary of Supporting Documents A-2 Town of Aurora – Draft Official Plan (2022) The Town of Aurora’s Draft Official Plan was released in June 2022 and is one of the primary tools to direct actions of local government, shape development decisions and manage growth in the short and long-term (to 2051). The Plan is written to direct change in accordance with Provincial and York Region policy, providing a new emphasis on the development of a complete community, environmental responsibility, support for transit and the efficient use of infrastructure. The Plan is also intended to provide clear direction to Council for proposed changes to land use and/or built form. The Town has established a target completion date of June 2023 for adoption of the new Official Plan. The Plan establishes the following objectives for community services and facilities: o Ensure that the Town plans for and supports a full range of community services and facilities to meet the needs of its current and future residents; o Ensure that community services and facilities are well located in relation to their service area, encouraging access by walking and cycling active transportation and transit; o Ensure that community services and facilities are compatible with adjacent uses and their surrounding area; o Encourage the co-location of community facilities within community hubs which incorporate multiple community service uses together in one place, providing for a mix of uses and activities for a range of different people and purposes; and o Establish a strong sense of place by designing community facilities as community focal points through high quality architectural design, integration with the public realm, incorporation of placemaking elements and connections to parks, open spaces and active transportation. Furthermore, public parkland components consist of community parks, neighbourhood parks, urban wildlife parks and parkettes. Policies for parkland dedication are established within the Official Plan, including objectives to achieve 1.0 to 1.5 hectares of Community Parks per 1,000 residents and 1.0 to 1.5 hectares of Neighbourhood Parks. The Plan establishes the following objectives for a diverse parkland system: o Promote an active, healthy lifestyle for its residents through the provision of a diverse system of parks, trails and outdoor recreation facilities that are well distributed, strategically located and well maintained; o Create a continuous parkland system, which allows for a full range of year-round active and passive outdoor and cultural activities for all current and future residents of Aurora; o Enhance Aurora’s parkland system and connect it to the Greenlands System through a comprehensive network of trails that provide for a continuous greenway in accordance with the Trail Network policies of Section 15.6, Schedule ‘K’ and the Town’s Trails Master Plan o Maintain parkland as open space with facilities that meet the recreation needs of residents, tourists and visitors, in accordance with the Town’s Parks and Recreation Master Plan; and o Establish parks as placemaking destinations that enhance the public realm experience for a variety of users by providing gathering spaces, opportunities for temporary uses and events, public art, outdoor games, play structures, interactive exhibits, pop-up patios, and food vendors, among other uses. Town of Aurora – Service Delivery Review (2021) StrategyCorp conducted a Service Delivery review on behalf of the Town of Aurora with the objective of addressing frequently used municipal services and determining approaches for how these can be efficiently improved. Analysis and findings of Recreation and Culture services identify a need for continual innovation to keep pace with population’s evolving demographics and the Town’s continual growth through infill development. Overall satisfaction with recreation and parks was found through survey regarding key resident-facing services. The report also found Aurora to spend the second highest proportion of recreation and culture capital expenditures (43.7%) amongst compared GTA communities in 2019 (based on submitted Financial Information Returns), but the lowest per capita amount of operational Page 140 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix A: Summary of Supporting Documents A-3 expenditures. As noted in the report, “This can explain why the Recreation Development Charge reserve has been negatively impacted as spending has exceeded growth”. Specific opportunities related to the Community Services Department that may be considered further by the Town include: • Better empower and train front-line staff to manage customer service requests. • Develop a Council-approved policy for Special Events Calendar planning. • Review the mandate and resourcing for Facilities Management to ensure alignment with Town growth and Council expectations. • Review the mandate and resourcing of Culture to ensure implementation of master plans. Town of Aurora – Multi-Year Accessibility Plan (2022-2026) The Multi-Year Accessibility Plan provides a strategy to ensure that parks and recreation are accessible for all residents through retrofits and enhanced facility standards. The plan includes the provision of acoustic accessibility and a sensory pathway at the Stronach Aurora Recreation Complex. The Plan prioritizes existing built environment barriers at parks and retrofitting the design of outdoor public use eating areas, outdoor play spaces, exterior paths of travel, accessible parking and recreational trails, aligning with the new Town of Aurora Accessibility Design Standards. The Accessibility Advisory Committee is to be consulted by the Town prior to building new or retrofitting existing parks and recreational spaces. Town of Aurora – Asset Management Plan (2021) The Town’s Asset Management Plan (AMP) provides a framework for the development and implementation of asset management strategies and long-term financial planning for municipal infrastructure, with an objective to minimize lifecycle costs and manage the associated risks. The AMP includes an assessment of inventory, estimated timelines and the replacement cost s of recreation and cultural services in the Town of Aurora. The incorporation of this plan in municipal projects provides a fiscal outline for decisions servicing long- and short-term growth. Town of Aurora – Development Charges Background Study and By-law (2021) Watson & Associates conducted a Development Charges Background Study and By-law in 2021. Local development charges and timelines for parks and recreation services are included amongst these infrastructure costs. This provides an in-depth analysis of how servicing costs are distributed amongst the specific amenities, developments, facilities, and trails that exist within the community. The Town will be undertaking a Development Charges update in 2023, spanning a 10-year period. Town of Aurora – Corporate Environmental Action Plan (2018) The Corporate Environmental Action Plan (CEAP) is designed for a five-year period to provide corporate direction on key strategic environmental initiatives in the Town of Aurora. Focus areas of the CEAP include Biodiversity and Natural Heritage, Climate Change and Energy, Environmental Awareness, Sustainable Urban Development, Waste Reduction and Diversion, and Water Conservation. The CEAP promotes trails and open space in the design of energy efficient, innovative and sustainable communities to be achieved for 2031. The CEAP is set out for review every 5 years to enhance its policies, review its annual implementation plans in accordance with departmental business plans and prepare an annual progress report. Page 141 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-1 Appendix B: Parks and Recreation Trends Identified below are trends that are influencing the demand for and delivery of parks and recreation services in Canadian municipalities. For continuity with leading sector resources, the trends are organized by the five goals of the Framework for Recreation in Canada (FRC). Active Living Parks and Recreation are Essential Services The evidence is clear – communities are increasingly viewing recreation and parks as essential services and believe that these spaces and services will be a critical contributor to our recovery from the COVID- 19 pandemic. There is strong public support for this sector and this should be reflected in the municipality’s policy and funding decisions. The pandemic impacted personal levels of stress and anxiety and caused challenges associate d with work/life balance for many. Recreation services play a critical role in the mental and physical health recovery of citizens – particularly those living in urban environments – and play an equally important role in community economic revival. 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 pandemic 9. 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. Recreation is Vital to Community Health and Wellbeing Community health and wellbeing is a fundamental objective of the parks and recreation sector. Brought into focus through the COVID-19 pandemic and the emerging health and wellness needs of individuals, parks and recreation departments are being valued as community wellness hubs that provide equitable access to vital programs, services and spaces that advance health equity, improve health outcomes and enhance the overall quality of life for everyone. There is a growing range of municipal recreation centres leasing space for community health providers (e.g., rehabilitative service s, etc.) and offering a wider variety of programming focused on physical activity and mental wellness, mindfulness, inter -generational opportunities, and outdoor programs (e.g., meditation, nature walks, yoga, etc.). This approach addresses systemic barriers of health by integrating additional holistic health and wellness services into facilities and programming. The focus on community wellness emphasizes health equity, ensuring that all park and recreation services and programs serve users in a fair and equitable way. The results are improved physical, social, and mental health outcomes that also offer educational and economic opportunities.10 Combating High Levels of Physical Inactivity Physical inactivity rates remain alarmingly high. The 2021 ParticipACT ION report card on physical activity graded overall physical activity levels a “D”11 for children and youth and “F” for adults, reflecting a decline from prior years as activity levels dropped during the COVID-19 pandemic. Reliance on automobiles (as 9 Park People. COVID-19 and Parks Survey. July 2020. https://parkpeople.ca/2020/07/16/covid-19-and-parks- highlights-from-our-national-surveys 10 NRPA. Parks and Recreation: Advancing Community Health and Well-being. 2021. 11 The ParticipACTION Report Card on Physical Activity for Adults (2021) and Children and Youth (2022). https://www.participaction.com Page 142 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-2 opposed to walking or biking) has contributed to a culture of physical inactivity, while activities such as watching television, playing video games, or using a computer further exacerbate sedentary behaviours. Levels of inactivity rose further during the COVID-19 pandemic as more sedentary activities took hold, particularly among children and youth in both school and community settings. The Canadian Community Health Survey found that the percentage of youth meeting the Canadian physical activity recommendation dropped from 51% in the fall of 2018 to 37% in the fall of 2020; this decline was most pronounced in Ontario and within urban areas 12 Further, 42% of adults described their level of vigorous physical activity to be somewhat or much less in March 2021 compared to the pre-pandemic period13. Physical inactivity has been found to be a contributor to Canada’s growing obesity problem. In 2017, a study by Statistics Canada found that nearly one-third of Canadian children and youth (age 5-17) are obese or overweight, which was an increase from 23% reported in 1979.14 During the same period, almost two-thirds (64%) of adults over the age of 18 were found to be obese or overweight, which was an increase from 49% in 1979.15 The downstream health care costs are significantly higher than the upfront preventative costs associated with active living. For many, municipal parks and recreation services provide critical supports to maintain personal health and physical literacy 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. 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.16 Dog ownership is often linked to higher levels of activity and social engagement, providing support to the provision of off-leash dog parks and pet-friendly public spaces. In addition, education initiatives can focus on both raising awareness of the importance of increasing physical activity and reducing sedentary behaviours. Piloting new programs that fit physical activity into peoples’ daily lives should also be encouraged, including participation in outdoor activities such as walking, wheeling or cycling along the municipal trails system. Popularity of Unstructured, Self-Directed Activities Participation is gradually shifting away from structured programs and set schedules as people are demonstrating a desire for more drop-in, unstructured and self-directed participation options. This is compounded by changes in demand for prime-time access – more adults and seniors are seeking activities during the evening, a shift from traditional daytime (seniors programing) or late -evening provision (in the case of many adult sports). Participation in adult recreational activities is also growing at the same time that municipalities seek new ways to engage youth in meaningful activities. A lack of free time is commonly identified as a barrier to participation. Activities such as organized sports, particularly at competitive levels, often require considerable time commitment for training, practices, travel and other league activities. With increasingly busy lifestyles, competing interests, and inability for people to commit to structured activities, unstructured activities can help to fill the void as many do not require advanced registration and can be self-scheduled. Many municipalities are working to provide flexible opportunities to engage in casual activities and increasing the range and frequency of drop -in programs. 12 Statistics Canada. Catalogue no. 82-003-X. The unequal impact of the COVID-19 pandemic on the physical activity habits of Canadians. https://doi.org.10.25318/82-003-x202200500003-eng 13 CFLRI. 2020-2021 Impact of COVID-19 on Physical Activity Survey. 14 Public Health Agency of Canada. Tackling obesity in Canada: Childhood obesity and excess weight rates in Canada. 2017. https://www.canada.ca 15 Ibid. 16 Urban Institute. The Health Benefits of Parks and their Economic Impacts: A Review of Literature. February 2022. Page 143 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-3 There is also a growing desire for innovative programming and space for unstructured activities. Increasingly, this is leading to opportunities that go beyond traditional activities and by creating “experiences” often linked to broader interests in community lif e, the arts, and more. Municipalities that have typically just been “facility providers” are evolving into “activity enablers”, often through partnerships with other service providers. Spaces and activities that are “Instagram-worthy” – meaning that they can be widely shared on social media – are highly sought after. Encouraging Free Play A majority (57%) of Canadian parents believe that children these days spend too much time in organized activities, and not enough time just playing. 17 According to some, the erosion of play has become a silent emergency across the world, with 1 in 5 children saying they are ‘too busy’ to play.18 Play is so important to children’s holistic development that both the American Academy of Pediatrics and the UK Children’s Commissioner have called for “play prescriptions” from public health authorities. We are living in an ever increasingly urban world, with more children growing up in cities than ever before. In addition, lifestyles are changing, with a growing prevalence of ins ecurity and parental risk aversion, the increasing role played by technology in our lives, and a recurring time-scarcity problem, each of which impact children’s play experiences. Play is often seen as an activity confined to playgrounds or schools, but communities are increasingly looking for ways to design public spaces and the built environment to support play and learning opportunities for children, including the introduction of more natural play features and loose toys/tools for imaginative play. Everyday activities such as walking and cycling can also support a physically active population. Pandemic Impacts on Community Sport Prior to the pandemic, about 75% of Canadian children age 5 to 17 years participated in organized sport 19 and participation increased from 2005 to 201620. Rates of sport participation are largely the same for girls and boys, but participation decreases with age – 70% of teens aged 13–19 reported participating in sport, compared with 83% of youth aged 5–12.21 Participation is consistently lowest in lower-income and other marginalized groups, indicating that more can be done to include all persons in affordable and accessible sport opportunities. Amongst adults, just over one-quarter (27%) participate in sport, a figure that has varied little over the years. Men are nearly twice as likely to participate in sport as women, and participation generally declines with age (from 44% of people aged 18 to 24 years, to 16% of adults aged 65 years or older). Those with higher levels of income and educational attainment are also significantly more likely to participate in sport. However, a lower rate of sport participation was observed among immigrants (21%) compared to Canadians overall.22 More recently, sport participation has been greatly impacted by the COVID-19 pandemic due to public health restrictions and facility closures. A report from 2022 indicates that one-half (49%) of parents say the number of organized sports their child participates in has declined and 45% say that their child is n o 17 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 18 Real Play Coalition. Reclaiming Play in Cities. 2020. https://www.arup.com/perspectives/publications/research/section/reclaiming-play-in-cities 19 Canadian Heritage. (2013). Sport Participation 2010. Ottawa, Canada: Her Majesty the Queen in Right of Canada. 20 Barnes, J. D. & Tremblay, M. S. Changes in indicators of child and youth physical activity in Canada, 2005 –2016. Can. J. Public Health Rev. Can. Santé Publique 107, e586–e589 (2016). 21 Canadian Fitness & Lifestyle Research Institute. Kids CAN PLAY! Bulletin 2: Participation in organized physical activity and sport. 2018. https://cflri.ca/sites/default/files/node/1671/files/CPLY%202014 -2016%20Bulletin%202%20- %20Organized_EN.pdf 22 CFLRI. 2019-2021 Physical Activity Monitor. Page 144 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-4 longer playing sports.23 Most children ages 6 to 12 playing a team sport quit by age 11, and since the pandemic, three in 10 children who previously played say they are no longer interested in playing again.24 Parents are noticing adverse effects of this on their children. 74% of Canadian parents indicated that their children feel isolated and lonely, 69% indicated that their children are showing signs of decreased physical fitness and 64% said their children are finding it difficult to reduce their stre ss and anxiety.25 A return to activity is critical for children and youth to once again achieve the many positive benefits of participation. The sport community has made several strides in recent years to improve and sustain “quality sport” experiences, including the establishment of long-term player development resources to help participants achieve their goals. While there are concerns around early age sport specialization and rising year -round training, multi-sport development is encouraged. A continued focus on expanding free and low-cost activities for all residents could also help to boost participation. Pandemic Impacts on Programming The COVID-19 pandemic significantly impacted municipal programming as a result of facility closures and capacity restrictions. From 2020 until the beginning of 2022, public participation in organized activities plummeted. During this time, close-to-home recreation and at-home fitness became common, with one- third (33%) of Canadian gym-goers streaming exercise videos at home26. While virtual programming will provide municipalities with an additional tool by which to deliver their services in the future, it is less accessible for many vulnerable populations and does not offer nearly the same revenue potential as traditional models. In addition, many communities in the United States are offering Esports programming as it becomes more of a mainstream activity that engages and connects with older youth. The global Esports audience has grown exponentially and is projected to increase from 474 million in 2021 to 577 million in 2024.27 Research shows a strong correlation between gaming and weekly physical activity, suggesting that participation in both Esports and actual sports is not mutually exclusive.28 With public health restrictions now lifted, more recent trends indicate that programming is beginning to rebound to pre-pandemic levels for a number of different activities such as youth sports leagues, childcare and camps, adult fitness classes, older adult programming and holiday events/festivals. The recovery is likely to be quicker for certain programs (such as outdoor sport and arena activities) due to the established volunteer network and a lower reliance on municipal program staff; though it is worth noting that many community organizations are dealing with a loss of volunteers, underscoring the need to engage the younger generation to sustain these services moving forward. For other services that rely on the municipality’s leadership and certification programs (most notably aquatics, camps and specialized programs) it will take longer to regain past registration levels. 23 Canadian Tire Jumpstart Charities. Jumpstart State of Sport Report. March 2022. 24 Dolesh, Richard. Top Trends in Parks and Recreation for 2022. Parks & Recreation. January 2022. 25 Canadian Tire Jumpstart Charities. Jumpstart State of Sport Report. 2021. https://cdn.shopify.com/s/files/1/0122/8124/9892/files/Jumpstart_State_of_Sport_Report_March_2021.pdf?v=161679 3836 26 IHRSA. The COVID Era Fitness Consumer. IHRSA, Oct. 2020, https://www.ihrsa.org/publications/the-covid-era- fitness-consumer. 27 Newzoo. Global Esports & Live Streaming Market Report. 2021. 28 Bhatt, Neelay. Shaping the future with next practices for programs, places and paying for it all. Parks & Recreation. January 2022. Page 145 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-5 Engaging the Aging Population in Healthy Activities Canada’s population has been getting older for many decades. In 2021, the median age in Canada was 41.6 years, an increase of four years since 2001 (37.6 years). Aging is a significant driver of increased health care costs and is also significantly influencing parks and recreation opportunities. An aging population may mean demand for activities that support social connections and healthy active aging, including more daytime services. In response, municipal recreation departments are offering an increased variety of older adult programming opportunities for those wishing to remain active as they age, including those seeking lifelong learning opportunities, persons managing chronic illness and disease, and those that are seeking low-impact, therapeutic, and rehabilitative programs. However, there can be significant variation among different segments within the older adult community based on age, abilities, lifestyles, and interests – as a result, there is no “one size fits all approach”. Age-friendly planning has also been a prominent theme for nearly two decades now as municipalities seek ways to increase participation and access for persons of all ages and abilities. Emerging Recreational Activities 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.29 Additionally, the once popular sports of curling, racquetball, and aerobics – though still prevalent in some areas – have generally given way to new and emerging activities such as pickleball, disc golf, skateboarding and BMX biking, outdoor fitness and new forms of body weight training, cricket, year-round indoor athletic training, challenge courses and adventure play, plus other sports that are established but growing such as basketball and tennis. The pandemic and rising interest in outdoor activities has led to increased requests in many com munities for spaces that support individual or small group usage, such as off -leash dog parks, multi-use trails, sport courts, community gardens, outdoor classrooms, outdoor skating rinks, unstructured spaces, and digital infrastructure (such as Wi-Fi in parks). Inclusion & Access Growing Concerns over Affordability Affordability is a concern for many households given the current challenging economic climate and the fact that participation in leisure activities is one of several spending choices for discre tionary income. In particular, income can be a significant barrier to participation in organized sports where equipment, travel and rental fees result in greater costs to the participant. For households experiencing financial barriers, the provision of subsidy programs and low-to-no-cost programming options can help reduce the financial burden of participation. Research from 2018 found that the cost of children’s activities put a strain on the finances of a majority (55%) of Canadian parents. Further, 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 29 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 Page 146 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-6 activity (an average cost of nearly $750) and the research found that parents were increasingly less likely to enroll their children in hockey as a result. Conversely, swimming was one the most affordable and popular after-school activities for children.30 Making Recreation Accessible for Persons with Disabilities One in five Canadians aged 15 years and over (amounting to 6.2 million individuals) have one or more disabilities relating to physical, sensory, cognitive or mental health 31. As the average age of Canadians continues to increase, so can the number of persons living with disabilities. Further, persons with more severe disabilities and lone parents / persons living alone are more likely to be living in poverty. Accessibility-related barriers affect persons with disabilities from achieving the benefits of participating in leisure activities and other aspects of daily life. Since play is essential for physical, cognitive, social and emotional development, it is important to engage persons with disabilities within the recreation, sport, arts and culture, and parks service spectrum. Doing so can provide such individuals with opportunities to bolster quality of life and health outcomes. For example, 60% of youth with disabilities have a mental health-related disability, thus access to the outdoors and exposure to recreation and the arts can be valuable in providing therapeutic relief. Similarly, exercise and cognitive stimulation afforded through leisure participation can mitigate the onset of chronic conditions associated with aging such as limited mobility and dementia. The Accessibility for Ontarians with Disabilities Act, 2005, (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 munici pal facilities, including those related to physical space and through customer service training. Barriers are defined to include anything that prevents a person with a disability from fully participating in all aspects of society because of disability, including physical, architectural, informational, communicational, attitudinal, technological, or policy/practice barriers. Older facilities were designed to the standards of the day and many lack full barrier -free accessibility, which creates challenges for some users. The municipality is committed to promoting inclusion and removing accessibility barriers from public spaces and services for all users. From regular customer service training, to offering safe spaces for residents, to providing gender-neutral washrooms and more, all new and redeveloped facilities will be designed with accessibility at the forefront. The same commitment is expected for parks as they are built and redeveloped – many communities are beginning to incorporate spaces that directly benefit persons with disabilities, such as sensory gardens, quiet areas, raised garden beds, and autism-friendly playgrounds. Improving Gender Equity in Sports A substantially higher percentage of boys and men participate in sport compared to girls and women. Starting in late adolescence, one-in-three women leave sport as compared to one-in-ten boys32. This trend has worsened since the onset of the pandemic, when it was reported that 90% of female recreation 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% 30 Ibid. 31 Statistics Canada. Canadian Survey on Disability. 2017. https://www150.statcan.gc.ca/n1/daily- quotidien/181128/dq181128a-eng.htm 32 Canadian Women & Sport. The Rally Report. 2020. https://womenandsport.ca/wp- content/uploads/2020/06/Canadian-Women-Sport_The-Rally-Report.pdf Page 147 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-7 are not committed to returning to sport after the pandemic.33 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. Participation in parks, recreation and sport activities provide females and those who identify as females with encouragement, confidence, physical activity and skill mastery. These benefits are significant and transfer to other facets of life, including future employme nt opportunities and overall health and wellness. Many municipalities and recreation providers have been instrumental in providing leadership opportunities, gender-specific sport leagues, and local engagement initiatives. A recent survey found that 84% of Ontarians believe recreation programs, parks and community facilities make it easier for people to socialize and feel included.34 Beyond sport, thoughtful design of public spaces can make them more fun, safer for diverse groups, and generally more inclusiv e of everyone. Examples include providing a wider variety of play opportunities, including gender-neutral forms of play such as climbing (e.g., natural elements) and building (e.g., loose parts). Using Parks and Recreation to Support Indigenous Reconciliation Indigenous awareness, recognition, understanding, and reconciliation are addressed through a number of sectoral documents, such as Parks for All (2017) and the calls to action identified by the Truth and Reconciliation Commission of Canada. The following Calls to Action from the Truth and Reconciliation Commission of Canada (2015) relate to “Sports and Reconciliation” and are applicable to all levels of government: • 87. We call upon all levels of government, in collaboration with Aboriginal people s, sports halls of fame, and other relevant organizations, to provide public education that tells the national story of Aboriginal athletes in history. • 88. We call upon all levels of government to take action to ensure long-term Aboriginal athlete development and growth, and continued support for the North American Indigenous Games, including funding to host the games and for provincial and territorial team preparation and travel. All communities have a role to play in recognizing the importance of Indigenous voices in parks, recreation, and sport. For example, many municipalities are showcasing Indigenous history through public art and plaques in community centres and parks, along with exploring sports programs and ceremonial events that deepen our understanding of these cultures. A recent survey saw that 59% of Canadians want to see Indigenous place names restored and 68% support more Indigenous representation through art, native plant gardens, and signage.35 Reconciliation is an ongoing process that must occur in a respectful manner recognizing Indigenous cultural traditions and practices. Ensuring that Indigenous voices are sought and included in planning and policy development is growing as a priority for many municipalities. Safe Spaces for Marginalized and Displaced Populations The pandemic has intensified social inequities and negatively impacted vulnerable populations such as lower-income households, ethnic minorities, and persons with disabilities. The research is clear that marginalized populations have been disproportionately impacted and finding it harder to remain active. 33 Canadian Women & Sport and E-Alliance. COVID Alert Pandemic Impact on Girls in Sport. 2021. https://womenandsport.ca/wp-content/uploads/2021/07/COVID-Alert-final-English-July-2021.pdf. 34 Parks and Recreation Ontario. Value Survey, 2021. 35 Park People. Reclaiming Urban Spaces is a Decolonial Act. 2022. https://ccpr.parkpeople.ca/2022/stories/inclusion/reclaiming-urban-spaces-is-a-decolonial-act Page 148 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-8 Intentional decisions and meaningful action are required to improve equity in resource provision and access to recreation services for all populations. For example, 90% of cities have indicated that homelessness in parks, trails and recreation spaces is a challenge.36 Many municipalities are evaluating the role of parks in response to the housing crisis and encampments, ensuring that our most vulnerable have access to essential services and opportunities to safely spend time outdoors. In addition, some recreation facilities can play a role in supporting under- housed and displaced populations, serving as cooling centres, community showers, food pantries, and safe spaces. Most parks and recreation departments are not well equipped to deal with this complex challenge and greater education and dialogue are often required. While policies and approaches for accommodating transient residents may differ, municipalities are increasingly serv ing a wider range of needs and working with other sectors to connect residents to essential services. Connecting People & Nature Rising Use of Parks and Outdoor Recreation Communities witnessed increased 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. Although this created some operational challenges and created added strain on budgets, it has largely been viewed positively as it has strengthened residents’ connections with their community and nature, and introduced many people to new activities, often within their local neighbourhood. Park usage has continued to climb during the pandemic, 55% said they spent more time in parks in 2021 than in 2020, and 58% indicate that they would like to spend even more time in parks.37 As a result of this renewed interest, residents expect 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. Although meeting these needs will be a challenge due to rapidly rising costs and supply chain issues, a recent report suggests that there is subst antial support for public investment – 87% of city residents support more public funding for parks.38 Even prior to the pandemic, there was a movement citing the benefits associated with “challenging or risky play” and encouraging opportunities for children to explore creative play, often in outdoor settings. There continues to be great potential to animate unused or non-traditional outdoor spaces for community activities and nature-based programming. Improving our Connections with Nature There is a growing amount of research highlighting the physical and psychological health benefits of interacting with nature for people of all ages. For example, children with access to parks, playgrounds and other outdoor amenities are more likely to be physically active, and are less likely to be overweight and obese; this is especially true if the parks are within walking or biking distance and have facilities that encourage physical play. Time in nature also provides children the chance to develo p social-emotional skills and healthy behaviors critical to thrive. Unfortunately, children’s overall exposure to nature has been steadily declining. 36 Park People. 2020 Canadian City Parks Report. 2020. 37 Park People. The Canadian Parks Report: Nurturing Relationships & Reciprocity. 2022. 38 Ibid. Page 149 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-9 Some ways that municipalities have encouraged residents to spend time outdoors are through the provision of off-road trail networks, community gardens, naturalization initiatives, nature -based programming, stewardship activities, educational programs, designing parks that provide access to nature in urban settings, and offering free transit passes to larger parks. The local trails system offers residents and visitors an opportunity to connect with nature through natural environments within and surrounding the community. Emphasis is also being placed on expanded outdoor play opportunities for children and youth, including natural playgrounds. Nearly half (48%) of city residents indicate that they have been spending more time in naturalized spaces during the pandemic.39 In some places, concern has been expressed over over-use of natural areas due to increased visitation (large parks in particular saw a spike in usage). Intentional planning is critical to ensuring that natural areas are properly managed and able to support priorities such as expanded biodiversity. Growing Emphasis on Neighbourhoods and Local Opportunities Our changing urban structure and community composition has a significant influence on recreation needs and participation. For example, locally-accessible spaces and services will be needed to address increasingly busy lifestyles and growth areas, including new ways of delivering services in higher density areas. Furthermore, most populations have been somewhat or significantly more active at home and around their neighbourhood during the pandemic. Even before this time, there was a strong trend toward close- to-home recreation. This could continue to enhance interest in neighbourhood parks and other local and low-cost activities. Recently, the concept of a “15-minute city” has been gaining prominence, requiring that neighbourhoods be designed to allow people access to basic and essential services at distances that can be accessed by foot or bicycle within 15 minutes of their home. Supporting 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 in most communities. Active transportation is environmentally -friendly as it reduces road congestion and vehicle-related greenhouse gas emissions. Keeping Pace with Parkland Needs in Growing Communities Access to outdoor space matters. There is a growing recognition of the broader utility and value of parks for individuals and communities, including their many physical and mental heath, social, environmental, and economic benefits. However, with many communities experiencing fast growth in population and density, most are finding it challenging to develop new parks to meet growing demand due to land scarcity and rising land values. Another issue is equity. Several studies have found that under-served populations (e.g., low-income households, visible minorities, recent immigrants, Indigenous communities and more) tend to have below average access to parks, particularly larger open space areas 40. It is important not only to ensure that sufficient parkland is secured, but that it is equitably distributed across communities so that all residents can enjoy the personal and public benefits. Now more than ever, municipalities have an obligation to 39 Ibid. 40 Green Infrastructure Ontario Coalition and RePublic Urbanism . Improving Access to Large Parks in Ontario’s Golden Horseshoe. March 2022. Page 150 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-10 target investment (including park development and renewal, facility development) within neighbourhoods without adequate access. Increasing Focus on Environmental Design and Climate Change There is an increasing need to reduce our impact on the environment to be more sustainable and resilient to climate change. The way in which we design and operate our recreation and parks facilities and services can help us meet our environmental objectives. Increasingly, municipalities are designing facilities to meet “net zero” and “carbon neutral” targets through the use of technologies that enhance energy efficiency, reduce waste, and lower our greenhouse gas emissions. Although these enhancements often come with a higher initial capital cost, they must be balanced against improved sustainability, resiliency, and potentially longer-term operational savings. 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. Green infrastructure strategies that include directions for parks are becoming more common and helping to ensure these practices become standard. Fortunately, 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 investment. As noted by the City Parks Alliance, “urban parks are not luxuries – they make cities more livable, environmentally resilient, attract business and jobs, increase economic competitiveness, and create new revenue streams – all while saving billions on traditional infrastructure costs.”41 Supportive Environments Multi-Use Recreation Facilities as Community Hubs In this era of user convenience and cost recovery, most municipalities are centralizing multiple recreational and cultural facilities under one roof. There are a range of benefits of multi-use facilities including the creation of a “one-stop-shop” destination where all household members can gather and engage in recreation activities, thereby contributing to sport development, tourism, and operational efficiency. During the pandemic, many of these spaces provided critical services relating to public health (e.g., testing and vaccination centres) and continue to serve an important role by connecting people to necessary services that extend well beyond traditional sport and recreation activities (e.g., child care, food distribution, warming and cooling centres, emergency shelters, etc.). 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. Providing High Quality, Multi-functional and Flexible Facilities Today’s consumers expect and demand high quality sports and recreation facilities that can support an increasingly sophisticated network of users, athletes, and related service providers. Part of this can be explained by the exposure of residents to newer facilities in other communities. With many smaller 41 City Parks Alliance. Infrastructure Principles: Parks are Infrastructure. 2020. https://cityparksalliance.org/wp- content/uploads/2020/04/infrastructure-principles-1.pdf Page 151 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-11 communities witnessing significant population growth and in-migration of residents from larger urban centres, these residents are bringing their bigger city expectations with them and anticipatin g similar levels of service. Complete communities with a variety of accessible leisure opportunities will be poised to capitalize on this trend, while those with under-funded or inadequate amenities will be expected to increase investment to keep pace. This trend also reflects the expectations that come with increased spending in the sector. In 2019, Canadians allocated 5% of their annual household expenses to recreation and culture activities (including the purchase of sports equipment, art supplies and mu sical instruments, as well as admission to movies, live performances, and museums, membership payments towards recreation and leisure facilities, etc.), an average of over $4,600 per household.42 The provision of high quality, multi-use facilities encourage physical and social activity among all age groups, while also creating opportunities for sport tourism at a regional scale. Best practices in facility design consider safety, accessibility, comfort, placemaking and opportunities for community gathering, socialization, and inclusive experiences. A recent focus has been placed on the provision of experiential amenities (e.g., indoor playgrounds, challenge courses and rock climbing, functional training areas, etc.). There may be new infrastructure needs in a post-COVID-19 setting, with a priority being placed on accessible, resilient, and human-scaled spaces that provide for adequate separation and improved ventilation. An emphasis may be placed on flexible spaces that can be closed off from other areas and subdivided for a variety of small and large group activities, as well as non-recreational use during public health emergencies. Economic stimulus to the sector – such as continued senior government grants – may help many communities to address needed infrastructure improvements, particularly those projects with wide-ranging benefits and sound rationale. Added costs for design and capital construction can be anticipated for certain facility types given recent supply chain issues, labour shortages, and rising inflation rates. Rationalizing and Addressing Aging Infrastructure The 2019 Canadian Infrastructure Report Card found that approximately one-third of Canada’s sports and recreation facilities (including arenas and pools) were considered to be in fair to v ery poor condition (ranking only behind bridges and roads) and in need of revitalization and expensive repairs.43 Many of these facilities were built in the 1970s or earlier and, due to the era of construction, have various design and age-related deficiencies that are impacting their operational efficiency and ability to adequately serve their patrons. Facility renewal and reinvestment projects have been a focus for local governments for some time, often requiring alternative funding sources such as senior government grants, naming rights, operating partnerships, land swaps, and more. Due to the current economic situation and resultant cost escalations, many communities will require increased financial commitments from all levels of government to facilitate the redesign, development and retrofitting of parks and recreation facilities. The infrastructure deficit provides an opportunity not only to modernize facilities by making them more multi-use, but also to consider facility conversion or adaptive re-use options that accommodate emerging activities. Designing Facilities to be Sport-Friendly Organized sport in general – but particularly at high-performing levels – requires access to specialized facilities such as aquatic centres, arenas, and sports fields. Increasingly, athletes and organizations 42 Statistics Canada. Table 11-10-0222-01. Household spending, Canada, regions and provinces. https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1110022201 43 Monitoring the State of Canada’s Core Public Infrastructure: The Canadian I nfrastructure Report Card 2019. http://canadianinfrastructure.ca/downloads/canadian-infrastructure-report-card-2019.pdf Page 152 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-12 serving the competitive sport market are seeking recreation infrastructure that is built to be “competition - ready” in order to accommodate elevated training and sport tourism opportunities. In evaluating the needs of sport in the design of new and redevelopment of existing recreation facilities, municipalities must factor in existing and future demand, as well as opportunities for sport tourism. Sport tourism offers a number of economic benefits, supporting amenities such as hotels, restaurants, and parking, among other industries. “Tourna-cations” – families of athletes scheduling family vacations to coincide with athletic tournaments – is a recent trend and means that facilities must consider the needs of both participants and spectators (e.g., Wi-Fi, charging stations, higher-end concessions, family entertainment options, wayfinding kiosks, pet-friendly public spaces, etc.). There are many ways for recreation facilities to support the needs of all users along the sport spectrum. This process can be informed by a comprehensive sport plan that identifies opportunities and priorities and further informs the facility design and partnership work that is critical in serving the sport tourism community. Recreation Capacity The Great Resignation – Significant Turnover in Recreation Programming Staff Since the beginning of the pandemic, many parks and recreation departments have experi enced a decline in their number of employees, particularly part-time staff and seasonal workers. This time period – “The Great Resignation” – has seen many staff leave their jobs for a multitude of reasons, resulting in an increased workload for remaining employees and decreasing opportunities for people to participate in activities.44 For example, pandemic restrictions led to a reduction in training opportunities for many municipalities, which is currently impacting the number of lifeguards and program ins tructors, leading to program cancellations. These workers are integral to the recreation services that keep their community engaged. Due to the low availability of qualified workers and rising operating and staffing costs, there is concern that non-profit agencies may stop offering affordable programming (e.g., before- and after-school programs, summer camps, etc.). For example, several YMCAs in Ontario have permanently closed due to significant membership losses during the pandemic, leaving a void in many communities. Declining Volunteerism Volunteers are critical to the delivery of community-based parks and recreation activities and events. Two-fifths (41%) of all Canadians aged 15 years and older are considered active volunteers across all sectors (not just recreation and sport), giving an average of 131 hours per year in 2018. However, the number of volunteers and their commitment are declining. In 2018, Canadian volunteers devoted about 1.65 billion volunteer hours, down from 1.96 billion in 2013 – a 16% decrease in only five years.45 The pandemic has further accelerated this trend, as older generations more likely to limit and self isolate from volunteer activities than younger generations. Additionally, COVID-19 has imposed volunteer challenges for sport activities. One-quarter (27%) of Canadian adults reported volunteering in a sport activity, spending approximately 105 hours per year on average. The most important factor preventing individuals from volunteering in sport was “time or busy schedule” (58%). The primary reasons for volunteering in sport consist of contributing to the community, meeting people, and social networking. More adults volunteer in an informal capacity (especially young adults), compared to a formal capacity (which is more common amongst older adults). The role of 44 Roth, K. NRPA Parks Snapshot: 2021 Year-End Survey Results. 2021. https://www.nrpa.org/blog/nrpa-parks- snapshot-2021-year-end-survey-results/. 45 Statistics Canada. 2018 General Social Survey on Giving, Volunteering and Participating. Page 153 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-13 younger volunteers is vital to the sustainability of sport, especially in light of the pandemic and its greater impact on older populations.46 Pandemic Challenges for Canadian Recreation Sport Organizations Sport organizations have been significantly affected as a result of the COVID-19 pandemic. A report from early 2022 finds that 52% of Canadian sport organizations say that it will take until at least 2024 to reach their pre-pandemic state. Further, 75% of sport organizations indicate that the costs of running sport programs have increased and 94% are concerned that youth will be particularly impacted. 47 A previous survey of Canadian sport organizations from 2021 found that one-third (33%) of organizations were bankrupt or are nearing having to file for bankruptcy and 30% of organizations had temporarily or permanently closed during the pandemic.48 Many communities rely on organizations and spaces provided by third parties (e.g., schools, non -profits, private sector) to support programming. Service reductions and closures can create program gaps, sometimes with an expectation for municipalities to step in and fill the void. Recognizing that this situation is evolving, service providers must closely monitor demand, participation, and usage levels to adjust resource allocations as necessary. Working with local community organizations will be critical as we emerge from the pandemic to ensure programming continues to be successful over the long-term. The Necessity of Partnerships Municipal parks and recreation departments throughout Ontario are increasingly challenged to provide and maintain top quality facilities, programs and services within defined budget envelopes. As financial pressures mount and the need for cost containment rises, communities are examining new and creative service delivery models, including developing relationships with third-party entities or adjacent municipalities. With municipalities facing increasing demands for new amenities, many are turning to partnerships with non-profits and community groups to bring local expertise, new programming, and new funding. Partnerships can offer a number of benefits such as the sharing of costs and risks, as well as economies of scale and shared expertise. Most municipalities have a long history of working with public libraries, school boards, service clubs, or other providers to maximize resources. Looking ahead, the sector is likely to see more partnerships than fewer. Sport for Life reported that 72% of organizations have reached out to work with others and/or support one another in starting initiatives.49 The pandemic has also strengthened existing and created new forms of collaboration with other sectors, something that may carry forward into the future. Many of these new roles – including community-based supports (e.g., food security, health service coordination, homelessness, etc.) –will require additional policy direction, training, and support. Data, Technology and Digital Transformation Data is becoming more accessible and mainstream, with increased data literacy enabling more informed decision-making. Parks and recreation departments are gaining access to growing amounts of data geared specifically towards the sector. Many municipalities are also using mobility data and drone 46 CFLRI. Monitoring & Tracking the Field: Volunteering in Sport. 2022. 47 Canadian Tire Jumpstart Charities. Jumpstart State of Sport Report. 2022. 48 Canadian Tire Jumpstart Charities. Jumpstart State of Sport Report. 2021. https://cdn.shopify.com/s/files/1/0122/8124/9892/files/Jumpstart_State_of_Sport_Report_March_2021.pdf?v=161679 3836. 49 Sport for Life. Impacts of COVID-19 on Local Sports Organizations Nationwide Survey Results. Sport for Life, June 2020, https://sportforlife.ca/wp-content/uploads/2020/06/National-Report-Impacts-of-COVID-19-on-Local-Sports- Organizations-1.pdf. Page 154 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix B: Parks and Recreation Trends B-14 technology to gather information such as topography and geographical distribution, to surveillance of parks.50 These advanced analytics allow for more in-depth analysis on trends and tendencies that can support predictive modelling. Technological advances are also enabling service providers and users to be more aware of leisure opportunities in their communities. From online services (e.g., online registration, mobile outdoor games such as Pokémon GO or Biba, etc.), virtual programming (which was vital for many during the pandemic, including subscription-based activities that allow people to participate individually while being connected to a larger community virtually), and mobile and wearable technologies, the integrated application of technology in recreation service delivery can assist in enhancing client experiences and engaging a wider segment of the population. Digital technology is becoming pervasive in the public realm, enhancing client experiences beyond the walls of community facilities. In a recent study of the Government of Canada’s Smart Cities Challenge 51, many applications to the Round One award pool proposed using some kind of digital technology in public spaces, such as: • Public Wi-Fi / hot spots • Device charging stations / hubs • Digital screens / kiosks • Smart transportation infrastructure (e.g., smart traffic signals, pedestrian crossings, smart sidewalks, parking sensors) • Smart street furniture (e.g., smart lamp posts, smart benches) • Digital public art • Digital wayfinding Evolving Financial Challenges Parks and recreation department budgets were significantly impacted by the COVID-19 pandemic, as facilities were closed and revenue streams dried up. Now, as operations resume and ramp up to pre- pandemic levels, most municipalities are experiencing escalating cost factors and staffing shortages that are leading to rapidly rising capital and operating budget needs, along with delays in much -needed capital projects. The effects of the current economic situation – compounded by Bill 23 that is expected to accelerate growth but reduce growth-related funding sources – will be felt for some time and are likely to cause most communities to more actively seek out alternative funding sources. Some options include grants, naming rights, and innovative partnerships. The recreation sector has a history of “doing more with less” and finding creative ways to ensure that residents are able to participate and engage fully in these essential services. 50 National Recreation and Parks Association. Parks & Recreation. 2022. 51 Lenarcic Biss, Danielle and Pamela Robinson. Parks and Open Spaces: Challenges and Opportunities of Smart Technologies. February 2021. Page 155 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-1 Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan Recommendations Comments (2021) Status Community Centres 1 Undertake an architectural facility fit and concept design exploring the feasibility associated with expanding the Stronach Aurora Recreation Complex to include a gymnasium, multi-purpose program spaces and/or a full-service fitness Centre (the latter subject to Recommendation #8). Implementation of this recommendation depends on the Town of Aurora’s chosen course of action for indoor aquatics (see Recommendation #4) as expansion of the S.A.R.C. is only a plausible consideration if not proceeding with a new multi-purpose community centre. Preliminary concept plan and cost estimate provided in 2019 budget for a single gymnasium/program space/office space/storage. Alternative of 2-story gymnasium suitable for tournaments costed but additional parking would be required. Considerations pending other land acquisitions discussions. Updated cost estimates provided for the 2021 budget considerations. Funding approved for single gymnasium, program space and office space. RFP for Design Architect to be awarded Fall 2021, Construction to commence in 2022, proposed project completion 2023. Completed 2 Existing municipal facilities should be evaluated for ways to improve comfort and facilitate opportunities for informal interactions and socialization to take place (including within lobbies and other common areas) among all residents, including but not limited to families, youth and older adults. Furniture (couches and chairs) have been placed in upper lobby at AFLC and are well utilized particularly among older adults. Space is limited at the SARC, but considerations will be made when new furniture is required. Town Square design includes social gathering opportunities both indoor and outdoor. COVID 19 has had an effect on furthering this goal. Ongoing Ice Pads & Curling Sheets 3 Maintain a supply of five ice pads over the next five years with a greater emphasis placed on tracking user registrations (particularly among residents of Aurora) along with monitoring arena bookings and utilization rates. Formal monitoring is extremely time consuming, however, informal monitoring continues to indicate 90% or higher utilization during all prime-time periods. Ice scheduling continues to be a challenge during peak season periods, with numerous requests for additional/alternate ice time during prime-time hours. Review Required Page 156 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-2 Recommendations Comments (2021) Status Indoor Aquatics 4 In the event that the Town of Aurora is not interested in maintaining the status quo regarding provision of indoor aquatics centres, cannot secure an acceptable partnership agreement with a third party to access new pool times, and is comfortable with the level of risk associated with adding new aquatic infrastructure, one new 25 metre, 6 lane rectangular pool tank should be explored in the following order of priority: Aquatic Feasibility Study and Business Plan to look at feasibility of new pool (size/location) and programming of existing pools. Feasibility study complete and community survey being conducted. Final results, findings and recommendations will be presented to Council in November 2020. Study complete - results presented to Council in February 2021. Review Required 4a Undertake an Architectural and Engineering Study to determine the feasibility and costs associated with adding a 6 lane, 25 metre pool tank to the existing Aurora Family Leisure Complex through expansion of the building envelop to the east of the existing aquatic centre space. This Study should also include the feasibility and costs associated with renovation of the existing hot tub and conversion of the leisure/lane hybrid tank to a warmer water leisure tank. 4b Should the Study (noted above) deem the expansion of the Aurora Family Leisure Complex aquatic space not feasible or too costly, undertake a site selection process (as per Recommendation #38) for the provision of a new indoor aquatic facility containing a 6 lane, 25 metre tank, a warmer water leisure/therapeutic tank. The provision of this aquatic facility should include a gymnasium, multi-purpose program rooms and possibly a fitness centre (in-lieu of facilities being added at the S.A.R.C.). In tandem with this recommendation, explore alternative uses for the existing aquatic facility space at the Aurora Family Leisure Complex as this facility would become redundant. 5 Reclassify Saturday afternoon and Sunday morning and afternoon time slots as prime time pool hours to encourage greater use of remaining pool capacity, possibly through a review of the Town of Aurora Pool Allocation Policy. Considered as part of Aquatic Feasibility Study Completed Gymnasiums 6 Undertake architectural concept plan and costing exercise to determine the feasibility of constructing a gymnasium at the Stronach Aurora Recreation Complex (also refer to Recommendation #1). The design of this gymnasium should be ‘sport friendly’ to facilitate objectives congruent with the Sport Plan and provide the necessary features to facilitate locally based sporting activities to occur. Implementation of this recommendation will depend on the Town of Aurora’s chosen course of action for indoor aquatics (see Recommendation #4) as expansion of the S.A.R.C. is only a plausible consideration if the Town does not proceed with a new multi-purpose community centre. Preliminary concept plan and cost estimate provided in 2019 budget for a single gymnasium/program space/office space/storage. Alternative of 2-story gymnasium suitable for tournaments costed but additional parking would be required. Considerations pending other land acquisitions discussions. Updated cost estimates were provided for the 2021 budget considerations. 2021 Prime architect hired for design of gymnasium. Completed Page 157 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-3 Recommendations Comments (2021) Status 7 Conduct an operating performance review of the Aurora Family Leisure Complex’s gymnasium after it has completed a minimum of two full years of operation whether programming and rental opportunities are being maximized, along with any operational adjustments or improvements required to this end. The gymnasium schedule at the AFLC is evaluated on a sessional basis. Demand for use of the space is high and staff are regularly re-scheduling to maximize use. Gymnasium time is well utilized for Town run activities, little time is left for community use Completed Fitness Centres 8 Proactively monitor membership, program participation, member retention/satisfaction and other appropriate performance metrics associated with the rejuvenated Club Aurora for a minimum of two years in order to inform a subsequent business planning process that explores the viability and suitability of expanding the Town’s full-service fitness centre model to another location(s). A draft Business Plan for Club Aurora was completed in 2019. Preliminary findings recommend new membership and pricing structure which will be considered in the User Fee Review (complete Feb 2021). Additional fitness facilities not recommended at this time. Completed Indoor Racquet Courts 9 An indoor tennis facility should only be pursued using an operating model that is consistent with the Town’s existing practices, whereby the Town could be a partner in the provision of land but would assume no operating responsibilities or financial costs of operation, instead placing such responsibilities on a third party that demonstrates a capability to sustainably do so. This will require a Council decision to be made. Completed. Completed 10 Continue to promote membership and program opportunities through the Aurora Family Leisure Complex squash courts in order to optimize use of these facilities, provided that there continues to be market support and that the level of use justifies the financial costs of operations. Utilization and scheduling are regularly monitored. The continuous use and demand for the courts supported the capital improvements to the floors within each court (completed in 2020). Completed Multi-Purpose Rooms 11 Multi-purpose program rooms located within existing community centres should be evaluated for improvement to increase their appeal and flexibility that expands usage. I.T. has a project planned for upgrades to various rooms. SARC Program room was refurbished in 2018. Auditorium at ACC was refurbished in 2019. Completed 12 New multi-purpose rooms should be assessed through the proposed expansion of the Stronach Aurora Recreation Complex (see Recommendation #1) and other appropriate projects, as well as explored as part of private land development projects in areas of intensification. Refer to Rec. #1, also additional Multi-Purpose Programs rooms are included in the Town Square Project. SARC gymnasium expansion will allow for expanded programming space. Completed Page 158 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-4 Recommendations Comments (2021) Status 13 Consistent with the Aurora Public Library Facility Needs Assessment, the Town should initiate discussions with the Aurora Public Library to discuss the merit of reassigning responsibility of the Magna and Lebovic Rooms to the Library, and/or redefining the programming focus in collaboration with Library Staff to service mutually complementary objectives. Transfer of rooms to APL completed and APL commenced booking as of 2019. With the recent approval of 2 new program rooms part of Town Square, the management of the spaces is under review through the Town Square Governance Review. July 2021 - confirmed 2 new programs rooms and Magna and Lebovic will be deemed part of the Town Square operating model and bookings will be managed by the Town. Completed 14 Pending outcomes of the Aurora Cultural Precinct Plan and other formal studies within the Aurora Promenade, undertake a potential use study of the former public library on Victoria Street to determine its suitability, capability and associated costs for delivering services offered by the Parks & Recreation Department or other municipal departments in order to address the needs of intensifying populations that are expected to arrive shortly after the master planning period in the Aurora Promenade. Repurposing study complete. Demolition of former public library and former seniors centre complete to make room for Library Square Project. Completed Dedicated Youth Space 15 Continually assess, and augment where necessary, the delivery of ‘youth- friendly’ services and programming within the Town of Aurora’s existing multi- use community centres and other civic destinations (e.g., Aurora Public Library, former public library, etc.) by considering opportunities to improve spaces such as multi-use program rooms, studio space, common areas and other appropriate areas (also refer to Recommendation #2). Town achieved Platinum Youth Friendly community status in March 2019. Refer to Rec: #1 - proposed new gymnasium and program rooms for SARC. New creative spaces included in the Town Square Project will offer enhanced Youth programs. Instagram account has been very active during COVID. Completed Dedicated Older Adult Spaces 16 Continue to position the Aurora Senior’s Centre as the primary hub for 55+ programming while exploring ways to extend the reach of services into neighbourhoods through use of existing multi-use community centres, parks and other civic destinations (e.g., Aurora Public Library, the former public library branch, etc.). Some decentralizing taking place with 55+ programming taking place at the AFLC and Brookfield residence. New program titled "Seniors Centre without Walls" offers a 'call-in' option for seniors to participate and socialize from home. Activity and Wellness Packs offered for seniors who register (delivered to their homes). Ongoing Page 159 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-5 Recommendations Comments (2021) Status Rectangular Fields 17 Establish a sports field complex containing a minimum of three lit full -size rectangular fields and supported by appropriate facilities oriented to further the player and/or spectator experience. One of these fields should be designed as a ‘multi -use’ field capable of accommodating field sports beyond soccer. One multi-use artificial turf field has been constructed at Sheppard's Bush. Discussions currently underway regarding potential partnership opportunities for the development of two artificial turf rectangular sports fields. Potential completion in 2024 and 2025. In 2021, Town acquired ownership of the Sports Dome, which will enable increased access to this indoor artificial turf field. Outdoor Sports Field Development Strategy completed (2020), confirms future sports field needs and provides recommendations. Review Required 18 Construct one outdoor artificial turf field at Stewart Burnett Park, as per current municipal plans, to service a broad range of field sports while providing the Town with flexibility to accommodate future needs. Any additional artificial turf fields beyond this one should be subject to confirmation through municipal business planning exercises as per current practice. Soccer specific field constructed at Stewart Burnett, and multi-sport field constructed at Sheppard's Bush. (See #17) Completed 19 Continue to work with educational, industrial and other suitable partners to provide rectangular sports fields on non-municipal lands. Any adjustment to the supply of non-municipal fields should be considered and appropriately reconciled by the Town of Aurora using existing and/or future parks, and potentially through field capacity improvements such as lighting and/or artificial turf. A five-year extension (2021 - 2025) was approved for the continued use of the Stronach Fields (19 soccer fields). Ongoing discussions with YRDSB, YCDSB and private industry regarding future field partnership opportunities. Although both school boards are willing to partner with increased use of existing school fields, Parks Operations is not currently resourced to take on any additional field maintenance. Ongoing Ball Diamonds 20 In consultation with local ball associations, construct one new ball diamond that is designed to be ‘sport-friendly’ and employs a larger design template in order to accommodate use by adult leagues and/or hardball users. Council approved construction of two senior softball diamonds on the Hallmark lands - currently under construction with anticipated use to begin 2023. Completed Tennis Courts 21 Construct two additional outdoor tennis courts, preferably located in the northeast to bolster geographic access across the Town. Courts constructed in Thomas Coates Park 2018. Completed 22 Create opportunities for outdoor pickleball through use of a multi-use court template (e.g. lining new or existing tennis courts for both tennis and pickleball) and providing a minimum of two courts that are preferably located in an area having a high concentration of older adults. Two pickleball courts installed at both Thomas Coates Park and Trent Park. Completed Page 160 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreatio n Master Plan C-6 Recommendations Comments (2021) Status Basketball Courts 23 Explore the integration of multi-use courts through park renewal and revitalization projects in areas where geographic gaps exist. Combination basketball and pickleball courts incorporated into Trent Park and Edward Coltham Park. Continue to look for opportunities west of Yonge when parks are revitalized. Ongoing Board and Bike Parks 24 Integrate minor skateboarding and biking zones within appropriate community-level parks undergoing renewal and revitalization activities, largely consisting of one or two basic elements similar to the Town’s existing model. Funding added to 10-year capital for inclusion at Summit Park in 2020 - project has been deferred to 2023 to meet Reserve targets. Ongoing Splash Pads 25 Construct an urban water feature employing a dual-purpose design that facilitates recreational use and lends itself to Town’s urban design and civic placemaking objectives, potentially through revitalization project within the Aurora Promenade. Included in the Town Square Project design for the Outdoor Square. Ongoing 26 Integrate two ‘minor’ splash pads consisting of basic cooling elements (designed to a smaller scale than the existing municipal template) to service residential areas located west of Yonge Street, north and south of Wellington Street. Couple sites included in the 10-year capital, including Confederation Park Reconstruction in 2026. Ongoing Off-Leash Dog Parks 27 The provision of additional off-leash parks in Aurora should be evaluated using a model similar to that used at Canine Commons, whereby a community organization is primarily involved with the establishment, general maintenance and ongoing operation of the off-leash area. Potential locations in Highland Gate Development and Non-Programmed Park met with opposition from residents. Location has been identified off Englehard Dr. and has been placed in the 10-year capital plan in 2024. Review Required Playgrounds 28 Playgrounds should be provided in new and existing residential areas where geographic gaps exist, generally calculated through application of an 800 -metre service radius that is unobstructed by major pedestrian barriers. 7 playgrounds added between 2016-2020. Ongoing 29 Through the playground inspection and renewal process, evaluate opportunities in which to incorporate barrier-free components to facilitate access to, and use within the playground apparatus for persons with disabilities. Complete: Fully assessable playground installed at Queens Diamond jubilee Park in 2017. Ongoing inclusion of barrier free amenities in all playground revitalization projects and new designs. Ongoing Outdoor Skating Rinks 30 An outdoor artificial rink, either in a new location or by upgrading an existing natural surface, should be a consideration when undertaking civic planning, urban design and/or economic development analyses given the sizeable costs to construct and operate refrigerated rinks. Included in the Town Square Project design for the Outdoor Square. Ongoing Page 161 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-7 Recommendations Comments (2021) Status Lawn Bowling 31 Remain apprised of trends and usage at the McMahon Park lawn bowling green through continued collaboration with the Aurora Lawn Bowling Club. Bowling Green upgrades completed in 2016. Aurora Lawn Bowling Club exploring grant opportunities to fund conversion to LED lighting for bowling green. Ongoing Other Recreation Facilities 32 Requests for facilities presently not part of the Town of Aurora’s core parks and recreation service mandate should be evaluated on a case -by-case basis, after first considering the municipality’s role in providing the service in relation to quantified market demand and cost-effectiveness of such services, while also identifying potential strategies to address long-term need for such requests should a sufficient level of demand be expressed. One special request for a facility was received. Disc Golf is being considered; staff report to return to Council Fall 2021. No other special requests for facilities have been received at this time. Review Required 33 To supplement decision-making and performance measurement exercises supporting investment in facilities falling within and beyond the Town of Aurora’s core recreation facility service mandate, collect registration information from user groups regularly booking time in arenas, indoor pools, sports fields and other major recreational facilities including through implementation of allocation policies and other appropriate means. Staff perform inquiries and data collection when needed to support a specific objective. More specific research can also be conducted through the engagement of an outside consultant (i.e., Outdoor Field Study and Aquatic Feasibility Study). Ongoing Parkland Form & Function 34 Re-examine and adjust, where necessary, the municipal parkland classification system through the next Official Plan Review process based upon envisioned land use forms and densities. In particular, the service level for Community Parks should be revised downwards in the range of 1.0 to 1.5 hectares per 1,000 residents to better reflect current rate of provision, programmed and unprogrammed space needs, and recognizing the limited availability of land as the Town reaches build out of greenfield lands. Similarly, the Neighbourhood Park/Parkette designations should also collectively target provision between 1.0 and 1.5 hectares per 1,000. Official Plan Review currently underway. Master Plan review will examine future parkland needs. Review Required 35 Through the Town of Aurora Official Plan Review and participation in the Provincial Review of the Oak Ridges Moraine Conservation Plan, explore and integrate policies that prescribe the ability to situate permitted active parks and outdoor recreational uses within the Oak Ridges Moraine, where such parks and recreation uses cannot be accommodated within the designated built-up or greenfield areas. Official Plan Review underway with completion 2023. Ongoing Page 162 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-8 Recommendations Comments (2021) Status Parkland Needs 36 At a minimum, target between 10 and 16.5 hectares of developable tablelands within the quantum of parkland required to meet the parkland service ratios articulated in the Town of Aurora Official Plan (as revised per Recommendation #34), in order to accommodate active recreational facilities. The balance of outstanding parkland requirements can be satisfied at the Town’s discretion through either active or passive recreational and/or cultural purposes. To be addressed as part of the Official Plan Review and Master Plan review. Review Required 37 Acquire larger Neighbourhood Parks and Community Parks as a priority to ensure future populations have sufficient access to spaces that are capable of accommodating a broad range of active recreational pursuits. Partnerships with area municipalities should be explored as a means to bolstering active parkland supplies since few opportunities remain to cost-effectively acquire and develop larger tracts of parkland for active recreational use. To be addressed as part of the Official Plan Review and Master Plan review. Review Required 38 Utilize a land banking approach to explore the potential acquisition of land(s) for a future indoor and/or outdoor recreation facility complex that may be required to service needs beyond the current five-year master planning timeframe. To be addressed as part of the Official Plan Review and Master Plan review. Review Required 39 Should the Town of Aurora decide to retain Mavrinac Boulevard Land Block 208 as parkland, it does so on the basis that if developed as active parkland this will result in a higher level of service being provided relative to most other neighbourhoods in Aurora and in a manner that is unlikely to service the most pressing recreat ional needs of the Town as a whole. If retained as passive open space to minimize conflicts on adjacent and nearby residential dwellings, the park could complement municipal naturalization goals and/or facilitate a modest degree of passive usage. Should the Town consider disposal of Block 208, it is recommended that a parcel of land better suited to accommodating active/intensive recreational use be obtained (using the proceeds of this chosen course of action), including consideration of a land swap agreement or purchase of a parcel of land. Land developed into Thomas Coates Park (Mavrinac Park). Completed 40 Work with the land development industry to innovatively address the need for parks such as developing publicly accessible lands on private land. At a minimum, this may include providing enhanced pedestrian/cyclist infrastructure, encouraging condominium developments that contain rooftop gardens and courtyards, etc. through use of the Planning Act’s Section 37 provisions and other creative tools. To be addressed as part of the Green Development Standards Study. Review Required Page 163 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix C: Status of Recommendations from 2016 Parks and Recreation Master Plan C-9 Recommendations Comments (2021) Status Trails Network 41 Augment the system of trails and pathways through continued implementation of the Town of Aurora Trails Master Plan, explore barrier-free accessibility-related improvements, and prioritize resurfacing and other required remediation activities according to short, medium and long-term priorities. Various 2C trail connections installed by developers to connect to Wildlife Park and connection from Bayview Ave to Tim Jones Trail from Strawbridge Development made in 2016. Significant amount of trail acquired through Highland Gate Development not identified on trails master plan. Wildlife Park construction Phase 1 completed fall 2020. Ongoing 42 Continue to pursue partnerships and funding opportunities with the Region of York Transportation Department for the inclusion of barrier free access of regional road crossings. 2 underpass crossings being constructed in 2018/19 under Leslie St, allowing for connection of trails - completion fall 2021 Ongoing Community Gardens 43 The Town should implement a community allotment garden program on a trial basis that consists of at least one site – if deemed successful by the Town, additional sites should be secured in partnership with interested community groups. Community Gardens to be included in Non- Programmed Park, currently out for tender, construction in 2022. Ongoing Natural Environment Lands 44 Implement the Wildlife Park Master Plan to create a unique environmental area within the Aurora Northeast 2C lands to showcase natural heritage and provide opportunities for nature education and interpretation among residents. Phase 1 completed in fall 2020, Phase 2 construction to start in 2022. Ongoing Acquisition Policies & Guidelines 45 Supplement parkland acquisition policies prescribed in the Town of Aurora Official Plan with other appropriate means of acquisition, particularly with an emphasis towards securing suitably sized and quality tableland parcels oriented to active recreational uses. To be addressed as part of the Official Plan Review. Review Required Page 164 of 258 TOWN OF AURORA Parks & Recreation Master Plan (2023) Appendix D: Community Survey Data Tables D-1 Appendix D: Community Survey Data Tables See following pages. Page 165 of 258 Town of Aurora - Parks and Recreation Master Plan Community Survey (October 2022) Participation in Parks and Recreation Activities 1 Since 2019, in which of the following activities did you or anyone in your household participate, in Aurora or elsewhere? Participation refers to situations where you or a member of your household actively take part (not as a spectator), either at home or in public. (select all that apply) #% Walking or Hiking for Leisure 370 81% Running or Jogging 152 33% Cycling 195 43% BMX or Mountain Biking 34 7% Swimming (indoor)183 40% Swimming (outdoor)108 24% Fitness, Yoga or Weight-training (in-person)132 29% Fitness, Yoga or Weight-training (virtual)70 15% Use of Outdoor Fitness Equipment 66 15% Hockey, Figure Skating, or Ice Sports (indoor)103 23% Hockey, Figure Skating, or Ice Sports (outdoor)98 22% Curling 23 5% Baseball or Softball 57 13% Soccer (indoor)42 9% Soccer (outdoor)103 23% Football 3 1% Rugby 23 5% Cricket 3 1% Lacrosse (box – indoor)3 1% Lacrosse (field – outdoor)3 1% Tennis (indoor)28 6% Tennis (outdoor)84 18% Pickleball 48 11% Basketball 79 17% Volleyball (beach)18 4% Volleyball (indoor)14 3% Badminton 31 7% Use of Playground Equipment 175 38% Use of Splash Pad 139 31% Skateboarding or Scootering 58 13% Disc Golf / Frisbee Golf 118 26% Golf 100 22% Bocce 25 5% Lawn Bowling 17 4% Gymnastics 40 9%Other (open-ended) - Top responses #% Dog Walking (on leash)160 35%Ultimate Frisbee 4 19% Dog Walking (off-leash park)62 14%Cross Country Skiing 2 10% Special Events in Parks 204 45%Special Olympics Activities 2 10% Town of Aurora Recreation Programs or Camps 100 22%Picnic 2 10% Other (please specify)21 5%Trails 2 10% answered question 455 skipped question 0 page 1 of 6 Page 166 of 258 Town of Aurora - Parks and Recreation Master Plan Community Survey (October 2022) 2 Are you and members of your household able to participate in parks and recreation activities as often as you would like? #% Yes 255 56% No 200 44% answered question 455 100% skipped question 0 3 Why are you and members of your household not able to participate parks and recreation activities as often as you would like? (select up to 3 responses) #% Lack of personal time / Too busy 56 28% Lack of desired facilities or programs 120 60% Program not offered at a convenient time 53 26% Program/Activity is often full 67 33% Lack of money / Too expensive 18 9% Lack of information / Unaware of opportunities 23 11% Lack of transportation / Facility too far away 14 7% Lack of or inadequate parking 9 4% Health problems / Disability / Age 24 12% Language / Cultural Barrier 0 0% Lack of Child Care 5 2% Activity has not resumed since the start of the pandemic 6 3% Don’t Know 1 0% Other (please specify)23 11% answered question 201 skipped question 254 Other (open-ended) - Top responses #% Lack of Disc Golf Course 9 39% More Pool Times Needed 5 22% Seeking more opportunities for Pickleball / Tennis 2 9% Inclusion Programs desired 1 4% Importance and Satisfaction 4 In general, how important are the following items to your household? Skipped #%#%#%#%#%#%# Indoor recreation facilities, such as arenas, pools and seniors’ centres 25 6%20 5%120 27%265 61%8 2%438 100%17 Outdoor recreation facilities such as sports fields, tennis or pickleball courts, and skate parks 22 5%25 6%100 23%274 63%15 3%436 100%19 Parks for casual use, such as walking, picnicking and unstructured play 10 2%21 5%85 19%317 73%3 1%436 100%19 Recreation programs (registered and drop-in)30 7%51 12%140 32%197 46%13 3%431 100%24 Not at all Important Somewhat Unimportant Answered Somewhat Important Very Important Don't Know / Don't Use page 2 of 6 Page 167 of 258 Town of Aurora - Parks and Recreation Master Plan Community Survey (October 2022) 5 What is your level of satisfaction with the following parks and recreation services in Aurora? Skipped #%#%#%#%#%#%# Indoor recreation facilities, such as arenas, pools and seniors’ centres 23 5%59 13%225 51%91 21%40 9%438 100%17 Outdoor recreation facilities such as sports fields, tennis or pickleball courts, and skate parks 43 10%69 16%194 44%70 16%61 14%437 100%18 Parks for casual use, such as walking, picnicking and unstructured play 25 6%53 12%200 46%148 34%12 3%438 100%17 Recreation programs (registered and drop-in)23 5%57 13%194 45%67 16%90 21%431 100%24 Program / Activity Gaps 6 If the Town were to provide additional programs or activities, which age groups should be a priority? (select all that apply) #% Pre-School (4 years and under)84 19% Children (5 – 12 years)191 43% Teens (13 – 18 years)190 43% Adults (19 – 54 years)219 49% Older Adults (55 – 69 years)174 39% Seniors (70 years and over)120 27% Families 133 30% answered question 444 skipped question 11 7 Are there any parks and recreation activities that you or members of your household would like to see offered in the Town of Aurora that are not currently available? #% Yes 230 51% No 71 16% Don't Know 139 31% answered question 440 97% skipped question 15 8 What activities would you like to see offered? #Top Activities (open-ended) answered question 223 Disc Golf 84 19% skipped question 232 Swimming 30 7% Pickleball 12 3% Open ended response Accessible Programming 10 2% Skating 9 2% Frisbee Golf 7 2% Trails 7 2% Basketball 6 1% Outdoor Fitness 5 1% Curling 5 1% AnsweredNot at all Satisified Somewhat Dissatisfied Somewhat Satisfied Very Satisfied Don't Know / Don't Use % of sample page 3 of 6 Page 168 of 258 Town of Aurora - Parks and Recreation Master Plan Community Survey (October 2022) Facility Priorities 9 To assist the Town in prioritizing spending, please indicate the level of priority that you feel should be placed on improving or developing each of the following facility types? Skipped #%#%#%#%#%#%# Swimming Pools (indoor)37 9%63 16%103 25%173 43%28 7%404 100%51 Fitness Centres 57 15%89 23%138 35%75 19%32 8%391 100%64 Arenas 48 12%77 20%139 36%77 20%46 12%387 100%68 Gymnasiums 49 13%90 23%142 36%58 15%53 14%392 100%63 Halls and Multi-use Space 57 15%95 25%135 35%49 13%49 13%385 100%70 Space for Older Adults (e.g., Seniors Centre)33 8%53 13%159 40%121 30%36 9%402 100%53 Baseball or Softball Diamonds 74 19%98 26%105 27%44 11%62 16%383 100%72 Soccer Fields (indoor)71 18%113 29%96 25%44 11%61 16%385 100%70 Soccer Fields (outdoor)47 12%91 24%126 33%70 18%52 13%386 100%69 Multi-use Fields (football, rugby)47 12%85 22%128 33%56 15%69 18%385 100%70 Lacrosse Fields 93 24%120 31%66 17%12 3%92 24%383 100%72 Cricket Fields 106 28%109 29%56 15%9 2%102 27%382 100%73 Outdoor Running Tracks 68 18%82 21%116 30%49 13%67 18%382 100%73 Playgrounds 33 9%51 13%95 24%181 47%28 7%388 100%67 Splash Pads 43 11%60 16%103 27%149 39%32 8%387 100%68 Basketball Courts (outdoor)42 11%72 19%142 37%61 16%66 17%383 100%72 Tennis Courts (outdoor)49 13%82 21%137 36%55 14%61 16%384 100%71 Pickleball Courts (outdoor)75 19%81 21%100 26%58 15%78 20%392 100%63 Beach Volleyball Courts 71 19%104 27%95 25%34 9%77 20%381 100%74 Outdoor Ice Rinks 42 11%52 13%120 31%142 37%33 8%389 100%66 BMX or Bike Parks 84 22%98 26%86 22%36 9%80 21%384 100%71 Skateboard Parks 73 19%94 24%105 27%36 9%76 20%384 100%71 Parkland Acquisition 26 7%44 11%96 25%187 48%37 9%390 100%65 Multi-Use Fitness Trails 22 6%48 12%131 34%169 43%20 5%390 100%65 Nature Trails 13 3%28 7%101 26%242 62%9 2%393 100%62 Disc Golf / Frisbee Golf 74 19%69 18%47 12%114 29%88 22%392 100%63 Fitness Equipment (outdoor)68 18%105 27%116 30%35 9%58 15%382 100%73 Community Gardens for growing vegetables 46 12%66 17%107 27%125 32%49 12%393 100%62 Off-Leash Dog Parks 85 22%74 19%103 26%78 20%49 13%389 100%66 Park Washrooms 15 4%28 7%120 30%231 57%11 3%405 100%50 Other high priorities (please specify)63 Other (open-ended) - Top responses Accessible Walkways 10 Swimming 5 Accessible Programming 5 Lawn Bowling 4 Accessible Playgrounds 3 Trails 3 Not a Priority Low Priority Medium Priority Don’t Know / Don’t Use AnsweredHigh Priority page 4 of 6 Page 169 of 258 Town of Aurora - Parks and Recreation Master Plan Community Survey (October 2022) Statements 10 Please indicate your level of agreement with the following statements. Skipped #%#%#%#%#%#%# Parks and recreation services are important to your quality of life.6 1%2 0%78 19%332 79%2 0%420 100%35 The Town’s parks and recreation facilities are conveniently located for you and members of your household. 19 5%61 14%221 52%113 27%7 2%421 100%34 The development of new parks and recreation facilities should be a high priority.5 1%25 6%118 28%263 63%9 2%420 100%35 Upgrades to existing parks and recreation facilities should be a high priority.9 2%17 4%142 34%242 58%10 2%420 100%35 The Town’s parks and recreation facilities are clean and well maintained.9 2%45 11%253 60%89 21%24 6%420 100%35 The Town’s parks and recreation facilities provide good value for your tax dollars.12 3%61 15%202 48%115 27%30 7%420 100%35 The Town should work with other service providers such as schools, libraries, and non-profit agencies to provide parks and recreation facilities. 8 2%18 4%172 41%188 45%34 8%420 100%35 The Town should work with the private sector to provide parks and recreation facilities.24 6%59 14%154 37%146 35%37 9%420 100%35 You feel well informed about the Town’s parks, facilities, programs, and events.26 6%79 19%226 54%68 16%21 5%420 100%35 Comments 11 Please provide any additional comments you may have regarding parks and recreation in the Town of Aurora. (Maximum 100 words) # answered question 216 Top Themes (open-ended)# skipped question 239 Disc Golf 40 9% Additional Pool 24 5% Trail Maintenance 22 5% Additional Programming 20 4% Playground Maintenance 17 4% Washroom Servicing 7 2% Additional Ball Diamonds 6 1% Splash Pad 5 1% Add Pickleball Courts 5 1% Add Outdoor Fitness Equipment 4 1% AnsweredStrongly Disagree Disagree Agree Strongly Agree Don't Know % of sample page 5 of 6 Page 170 of 258 Town of Aurora - Parks and Recreation Master Plan Community Survey (October 2022) Demographic Information 12 How many people, including yourself, live in your household? #% 1 26 6% 2 113 28% 3 70 17% 4 126 31% 5 53 13% 6 12 3% 7 2 0% 8+0 0% answered question 402 100% skipped question 53 Total Persons 1,317 Average Person per Household 3.3 13 Please indicate the total number of persons within your household that fall into the following age categories. # of HH's % of HH's # of People % of People 2021 Census 9 years and under 141 31%222 16%11% 10 – 19 years 123 27%194 14%13% 20 – 34 years 121 27%189 14%17% 35 – 54 years 244 54%437 32%29% 55 – 69 years 119 26%197 15%20% 70 years and over 73 16%108 8%11% 1,347 100%100% 14 This survey asks about interest in off-leash dog areas. Do you own a dog? #% Yes 155 38% No 258 62% answered question 413 100% skipped question 42 15 How long have you lived in the Town of Aurora? #% Less than 5 years 88 21% 5 to 10 years 75 18% More than 10 years 254 61%Note: non-resident responses removed due to over-sampling Don't live in the Town of Aurora 0 0% answered question 417 100% skipped question 38 16 In which Town Ward area do you live? #% Ward 1 78 20%17% Ward 2 66 17%19% Ward 3 82 21%22% Ward 4 50 13%11% Ward 5 63 16%19% Ward 6 26 7%12% Don’t Know 22 6%n/a answered question 387 100%100% skipped question 68 2021 Estimated Households page 6 of 6 Page 171 of 258 Town of Aurora Parks & Recreation Master PlanGeneral Committee – April 4, 2023Page 172 of 258 Parks & Recreation Master PlanAbout the PlanThe Parks and Recreation Master Plan guides decision-making over the next five years (2023 to 2027). It is an update of the 2016 Master Plan and takes into account new growth factors, emerging participation interests, and public input.Page 173 of 258 Parks & Recreation Master PlanAbout the ProjectThe scopeof the plan includes: •Indoor Recreation Facilities, such as aquatic centres, arenas, gymnasiums•Outdoor Recreation Facilities, such as sports fields, playgrounds, sport courts•Parks and Open SpacesThe plan considers many factors: •Public and Stakeholder Input•Demographic and Growth Data•Participation Trends•Municipal Benchmarking•Supporting Policies and StudiesPage 174 of 258 Parks & Recreation Master PlanPublic Engagement•Community Survey •544 total responses (455 from residents)•Pop-up booth•over 75 engaged participants at Farmers’ Market•Stakeholder Workshops •15 groups, representing 1000’s of residents•Youth consultation•Staff consultation•Council consultation •Written comments (ongoing)Page 175 of 258 Parks & Recreation Master PlanCommunity Survey5%1%1%1%1%3%4%4%5%5%5%6%7%7%9%9%11%13%13%14%15%15%17%18%22%22%22%23%23%24%26%29%31%33%35%38%40%43%45%81%0% 10% 20% 30% 40% 50% 60% 70% 80%Other (please specify)CricketLacrosse (box – indoor)Lacrosse (field – outdoor)FootballVolleyball (indoor)Lawn BowlingVolleyball (beach)CurlingRugbyBocceTennis (indoor)BMX or Mountain BikingBadmintonGymnasticsSoccer (indoor)PickleballBaseball or SoftballSkateboarding or ScooteringDog Walking (off-leash park)Fitness, Yoga or Weight-training (virtual)Use of Outdoor Fitness EquipmentBasketballTennis (outdoor)GolfHockey, Figure Skating, or Ice Sports (outdoor)Town of Aurora Recreation Programs or CampsSoccer (outdoor)Hockey, Figure Skating, or Ice Sports (indoor)Swimming (outdoor)Disc Golf / Frisbee GolfFitness, Yoga or Weight-training (in-person)Use of Splash PadRunning or JoggingDog Walking (on leash)Use of Playground EquipmentSwimming (indoor)CyclingSpecial Events in ParksWalking or Hiking for LeisureMost Popular Parks and Recreation Activities•Walking / Hiking (81%)•Special Events in Parks (45%)•Cycling (43%)•Indoor Swimming (40%)•Playgrounds (38%)Page 176 of 258 Parks & Recreation Master PlanCommunity Survey•44% are unableto participate as often as they would like. Main barriers include: •lack of desired facilities or programs (60%)•program or activity is full (33%)•lack of time (28%)•Outdoor recreation facilities have the largest gap in expectations:•86% feel they are important•But only 60% are satisfiedPage 177 of 258 Parks & Recreation Master PlanCommunity Survey17%20%32%34%36%37%39%40%40%41%43%47%48%48%50%51%51%53%54%56%59%65%67%68%70%71%73%77%87%87%56%56%47%46%48%43%45%40%45%36%39%41%39%34%34%36%35%30%37%32%28%27%24%25%21%22%18%18%10%11%0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Cricket FieldsLacrosse FieldsBMX or Bike ParksBeach Volleyball CourtsSoccer Fields (indoor)Skateboard ParksBaseball or Softball DiamondsPickleball Courts (outdoor)Fitness Equipment (outdoor)Disc Golf / Frisbee GolfOutdoor Running TracksOff-Leash Dog ParksHalls and Multi-use SpaceMulti-use Fields (football, rugby)Tennis Courts (outdoor)Soccer Fields (outdoor)GymnasiumsBasketball Courts (outdoor)Fitness CentresArenasCommunity Gardens for growing vegetablesSplash PadsOutdoor Ice RinksSwimming Pools (indoor)Space for Older Adults (e.g., Seniors Centre)PlaygroundsParkland AcquisitionMulti-Use Fitness TrailsNature TrailsPark WashroomsHigher PriorityLower PriorityPriorities for Facility Investment•Nature trails (87%) •Park washrooms (87%) •Multi-use fitness trails (77%) •Parkland acquisition (73%) •Playgrounds (71%) Page 178 of 258 Parks & Recreation Master PlanWhat we have Heard so farSome broad themes:•Expanding options for outdoor recreation (disc golf, outdoor rinks, off-leash areas, splash pads, etc.)•Enhancing existing facilities (e.g., lighting, repurposing, etc.)•Supporting local and regional organizations throughsport-friendly facilities (e.g., indoor pools, turf fields, etc.)•Addressing changing demographics (e.g., growth, diversity, seniors, persons with disabilities)Page 179 of 258 Parks & Recreation Master PlanOther Trends and Emerging Influences•Communities are increasingly viewing recreation and parks as essential services and believe that these will be a critical contributor to our recovery from the COVID-19 pandemic•Recent staffing and volunteer shortages have created challenges with maintaining levels of service•Outdoor recreation is on the rise and many communities are reimagining existing spaces in creative ways•Municipalities are placing a growing emphasis on inclusion,barrier-free accessibility, affordability, and climate changePage 180 of 258 Parks & Recreation Master PlanIndoor Recreation FacilitiesSelected Recommendations•Continue to pursue options for securing land to support a community centre in the southwest to include an indoor pool, gymnasium, walking track, and more•Prepare a study to consider arena needs and options for repurposing the AFLC rink into dryland, non-ice activity spacePage 181 of 258 Parks & Recreation Master PlanOutdoor Recreation FacilitiesSelected Recommendations•Complete a scoped review and update of the Sports Field Development Strategy, with a focus on replacement options for the Stronach fields (e.g., artificial turf fields, partnerships)•Establish an outdoor pickleball complex (6+ courts); consider club partnership options•Advance reconstruction of the AFLC skate park•Address gaps in playground and sport court provisionthrough future park projects •Prepare a business plan to consider options for a refrigerated outdoor ice rinkPage 182 of 258 Parks & Recreation Master PlanParklandSelected Recommendations•Update parkland policies to reflect changing legislation and Aurora’s urban structure •Strive to achieve a service level of 2.0 ha/1000 residents, providing 17.2 hectares of additional parkland by 2031•Take a “parkland-first” approach to securing land and maximize community access to non-municipal sites•Develop a strategy for the renewal of key park sites (e.g., Confederation Park)Page 183 of 258 Parks & Recreation Master PlanService Delivery & Program SupportSelected Recommendations•Fully implement the Recreation User Fee and Pricing Policy•Conduct a comprehensive review of permitting procedures and allocation policies•Undertake a recreation program review andSpecial Events Policyto clarify levels of service •Continue to collaborate with schools to enhance access and creation of community hubsPage 184 of 258 Parks & Recreation Master PlanNext Steps1. Post draft Plan on project website and solicit written feedback (May 3 deadline)2. Host an in-person open house to hear public feedback (date tbd)3. Seek Council approval on June 6Page 185 of 258 Parks & Recreation Master PlanThank you!Comments and Questions?Page 186 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS2 3 -0 35 Subject: Application for Draft Plan of Condominium Wellington Aurora Developments Inc. 497 Wellington Street West Part 40 Reserve, Plan 102, designated as Part 12 on Plan 65R-38133 File Number: CDM-2017-03 Related File Number: SP-2015-01 Prepared by: Kenny Ng, Planner Department: Planning and Development Services Date: April 4, 2023 Recommendation 1. That Report No. PDS23-035 be received; and 2. That the Draft Plan of Condominium (Common Elements Condominium) File No. CDM-2017-03 to establish a condominium road to service eleven (11) parcels of tied land, each containing a single-detached residential dwelling, be approved, subject to the conditions attached hereto as Schedule “A” of this report. Executive Summary This report seeks Council’s approval for the proposed Draft Plan of Condominium (common elements) located at 497 Wellington Street West (the ‘subject lands’).  The applicant submitted a Draft Plan of Condominium application to establish a common elements condominium over the right-of-way within the development.  The proposed application is consistent with the Provincial Policy Statement and conforms with the Growth Plan.  The proposed application conforms to the Lake Simcoe Protection Plan.  The proposed application conforms to the York Region Official Plan. Page 187 of 258 April 4, 2023 2 of 8 Report No. PDS23-035  The proposed application conforms to the land use policies of Town Official Plan and the Town’s Comprehensive Zoning By-law 6000-17, as amended.  The proposed application was circulated to internal staff and external agencies for review and comments. All circulated staff and agencies are satisfied with the revisions and have no objections, subject to conditions of approval attached hereto as Schedule ‘A.’ Background Application History Zoning By-law Amendment (ZBA-2014-07) and Site Plan Application (SP-2015-01) The original Zoning By-law Amendment application was submitted to the Town in October 2014 (File ZBA-2014-07), followed by the site plan application submission in February 2015 (File SP-2015-01). In 2015, Town Council refused the ZBA and SP applications. The applicant appealed Town Council’s refusal of the applications to the former Ontario Municipal Board (OMB), which then became the Local Planning Appeal Tribunal (LPAT) and is now the Ontario Land Tribunal (OLT). On August 24, 2019, the LPAT issued an order authorizing the Town to finalize the Zoning By-law Amendment and approve the Site Plan Application in accordance with the terms of the settlement. The implementing Zoning By-law Amendment to permit this development was enacted in July 2021 and is now in full force and effect. The related Site Plan agreement was executed on June 23, 2022. Consent Application On September 14, 2017, the Committee of Adjustment approved a consent application to create 11 parcels of tied lands and a right of way on the subject lands. As required by Section 53(41) of the Planning Act, the applicant failed to satisfy the conditions of approval within the one-year period, and therefore, the consent approval lapsed in 2018. Consequently, the applicant resubmitted this same consent application in 2021 to implement the decision/orders issued by the OMB and LPAT. The consent was approved by the Committee of Adjustment and finalized in 2022. Draft Plan of Condominium Application The subject Draft Plan of Condominium application was submitted in September of 2017 under File No. CDM-2017-03. The subject application was circulated and pending Page 188 of 258 April 4, 2023 3 of 8 Report No. PDS23-035 on the related site plan application (SP-2015-01) to be approved and agreement executed. Location / Land Use The 0.79 ha (1.95 ac) vacant subject property municipally known as 497 Wellington Street West is located on the south side of Wellington Street West, east of Bathurst Street and west of Timpson Drive. The site has an approximate frontage of 60.4 m (198.2 ft) along Wellington Street West, and an approximate depth of 132.7 m (435.4 ft). There is a significant amount of vegetation located on the property, particularly at the rear which slopes to the Tannery Creek which abuts the site to the south. Surrounding Land Uses Surrounding land uses are predominantly residential. The surrounding land uses are as follows: North: Christ Evangelical Lutheran Church, Detached dwellings South: Residential neighbourhood, Elizabeth Hader Park, Tannery Creek watercourse East: Aurora High School, Detached dwellings West: Detached dwellings Policy Context Provincial Policies All Planning Act applications must have regard to matters of Provincial interest, consistent with the Provincial Policy Statement (‘PPS’), and must conform with provincial plans, regional and local municipal official plans as well as the local zoning by-law. The PPS policies support the development of strong communities through the promotion of efficient land use and development patterns. A Place to Grow: Growth Plan for the Greater Golden Horseshoe (‘The Growth Plan’) is a guiding document for growth management within the Greater Golden Horseshoe Area. The Growth Plan provides a framework which guides land-use planning. The Lake Simcoe Protection Plan (‘LSPP’) provides policies that address aquatic life, water quality and quantity, shorelines and natural heritage, other threats and activities (invasive species, climate change and recreational activities) and implementation. Page 189 of 258 April 4, 2023 4 of 8 Report No. PDS23-035 York Region Official Plan (YROP) The subject lands are designated “Urban Area” within the YROP. The Region’s vision for the Urban Area is to strategically focus growth, while conserving resources and to create sustainable, lively communities. A primary goal of the YROP is to enhance the Region’s urban structure through city building, intensification and compact, complete vibrant communities. Town of Aurora Official Plan The subject lands are designated as “Stable Neighbourhoods” by the Town of Aurora Official Plan. The Stable Neighbourhoods designation contains a number of older, distinct residential neighbourhoods. The Official Plan recognizes the importance of protecting and enhancing stable neighbourhood lands. New development within this designation shall be compatible with its surrounding context. The Stable Neighbourhood designation permits ground-related residential uses including detached, semi-detached and townhouse residential dwelling units. The southwest corner of the property is designated “Environmental Protection” by the Official Plan. This designation is designed to identify, protect and enhance the environmental features and functions that will form a permanent Greenlands system. Zoning By-law 6000-17, as amended As noted, the implementing zoning by-law was enacted in accordance with the OMB and LPAT orders to permit the proposed development. The subject lands are zoned Detached Dwelling Fourth Density Residential – Exception 508 (R4(508)) and Environmental Protection – Exception 509 (EP(509)). The R4(508) zone permits a maximum of 11 detached units subject to site specific provisions such as building setbacks, a maximum lot coverage of 40% per lot, and maximum building heights of 10.0 m (32.8 ft). The minimum required lot area is 325 m2 (3,498.3 ft2 ) and the minimum required lot frontage is 10.9 m (35.7 ft). The EP(509) Zone is applicable to the south portion of the subject lands, and includes portions of the rear yards for Lots 5 through 9. The zone boundary is reflective of the ‘Top of Bank’ established in consultation with the Lake Simcoe Region Conservation Authority, as it slopes southward to the Tannery creek and is in place to protect existing natural features within this portion of the subject lands. This zone permits athletic fields, agricultural uses, conservation uses, golf courses, public parks, private parks, stormwater management ponds and woodlands. It prohibits buildings and structures, Page 190 of 258 April 4, 2023 5 of 8 Report No. PDS23-035 except those intended for flood or erosion control and approved by a Public Authority. Exception 509 permits a maximum encroachment of 3.7 m (12.1 ft) for balconies, decks and patios into this zone, which was agreed to as part of the LPAT settlement. Reports and Studies The Owner submitted the following documents as part of a complete application: - Draft Plan of Standard Condominium, prepared by R-PE Surveying Ltd.; - R-Plan 65R-38113, prepared by Ertl Surveyors; and - Cover letter. Proposed Application Draft Plan of Condominium As shown on Figure 4, the applicant submitted a Draft Plan of Condominium application to establish a common elements condominium over the private road within the overall development. The interests in this private road will be tied to and service the future eleven (11) single detached dwellings within the subject lands. Permanent access into the subject lands will be from Wellington Street West. Analysis Planning Considerations The proposed application is consistent with the Provincial Policy Statement (PPS) and conforms with the Growth Plan The subject development achieves the objectives of intensification within settlement areas, capitalizes on existing infrastructure, contributes to a range of housing tenure within the Town and minimizes environmental impacts. The proposed application implements the OMB approved development plan. Staff is satisfied that the proposed application is consistent with the PPS and conforms to the Growth Plan. The proposed application conforms to the Lake Simcoe Protection Plan (LSPP) The Lake Simcoe Region Conservation Authority (‘LSRCA’) has reviewed the proposed application and has no objection to its approval, as LSRCA matters of interest (natural hazards, natural heritage and stormwater management) for this development were adequately addressed through previous application approvals and subsequent issuance of clearance letters. Page 191 of 258 April 4, 2023 6 of 8 Report No. PDS23-035 The proposed application conforms to the York Region Official Plan (YROP) The proposed application facilitates the development of single detached dwelling units with a freehold tenure, tied to common elements thereby contributing to a mix of housing stock and tenure within the Region. The proposed application conforms to the land use policies of Town of Aurora Official Plan and the Town’s Comprehensive Zoning By-law 6000-17, as amended The proposed residential use is a permitted use in accordance with the “Stable Neighbourhood” designation. In addition, Staff evaluated the proposed development and have determined the subject proposal meets the performance standards of the applicable zone categories. Department / Agency Comments All circulated staff and agencies are satisfied with the submission and have no objections, subject to conditions of approval. The proposed application was circulated to all internal staff and external agencies for review and comments. All circulated staff and agencies are satisfied with the submission and have no objections, subject to conditions of approval. The recommended conditions of approval are presented as Schedule ‘A’ to this report. Public Comments Planning Staff have received no comments from the public on the proposed application. Advisory Committee Review No Communication Required. Legal Considerations Section 9(2) of the Condominium Act, 1998 states that the requirements of the Planning Act that apply to a plan of subdivision apply to a plan of condominium with necessary modifications. Under the Planning Act, Council has 120 days to make a decision on subdivision applications before the Owner can appeal. Staff deemed the application complete on September 7, 2017; therefore, the applicant may appeal at any time. Page 192 of 258 April 4, 2023 7 of 8 Report No. PDS23-035 Financial Implications All applicable development fees and charges in this regard have been and will continue to be collected by the Town as required. Communications Considerations In accordance with the Planning Act, applications for Common Elements Condominium do not require notice or a statutory public meeting. The Town will inform the public of the information in this report by posting it to the Town’s website. Climate Change Considerations The proposal will result in development of parcels within the urban boundary that are currently underutilized. The impact on GHG emissions is mitigated due to the subject lands’ proximity to existing infrastructure and services, as well as energy efficient building using Passive House design. Existing environmental features will not be disturbed by the proposed development while sufficient trees are preserved on site. The project increases the Town’s ability to adapt to climate change by incorporating sustainable housing construction materials and practices into the development reducing heat island effect and allows for water saving measures through low impact development practices. This project supports the objectives from the Community Energy Plan, and Section 5 of the Official Plan. Link to Strategic Plan The proposed application supports the Strategic Plan goal of supporting an exceptional quality of life for all, by strengthening the fabric of our community. Through the subject development, housing is provided in accordance with the objective to collaborate with the development community to ensure future growth includes housing opportunities for everyone. Alternative(s) to the Recommendation 1. That Council provide direction. Page 193 of 258 April 4, 2023 8 of 8 Report No. PDS23-035 Conclusions Planning and Development Services reviewed the proposed Draft Plan of Condominium application against the relevant Provincial plans, Regional and Town Official Plans, the Comprehensive Zoning By-law and municipal development standards. The development is considered good planning and conforms to Provincial and Regional policies and is consistent with policies of the Town’s Official Plan. Therefore, Staff recommend approval of Draft Plan of Condominium File No. CDM-2017-03 and related conditions of approval. Attachments Figure 1 – Location Map Figure 2 – Existing Official Plan Designation Figure 3 – Existing Zoning By-Law Figure 4 – Proposed Draft Plan of Condominium Schedule ‘A’ – Conditions of Draft Approval Pre-submission Review Agenda Management Team review on March 16, 2023 Approvals Approved by Marco Ramunno, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 194 of 258 Bell DriveKenleaCourtMcLeod DriveS e n a tor CourtMcDonaldDrive HilldaleRoadWellington Street WestSpringfair AvenueLacey CourtHarmon AvenueT i m p s o n D r i v e Gilbank DriveMurray DriveTimpsonDriveWellingtonStreetWestLOCATION MAPMap by the Town of Aurora Financial Services Department, 27/02/2023. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2022, © First Base Solutions Inc., 2022 Orthophotography.¯FIGURE 1St John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington Rd050100MetersAPPLICANT: WELLINGTON AURORA DEVELOPMENTS INCFILE: CDM-2017-03SUBJECT LANDSDocument Path: J:\data\data\Planning Maps\497 Wellington Street W (Wellington Aurora Developments Inc; CDM-2017-03)\Report Maps March 2023\Figure_1_Location_Map.mxdPage 195 of 258 Bell DriveKenleaCourtMcLeod DriveS e n a tor CourtMcDonaldDrive HilldaleRoadWellington Street WestSpringfair AvenueLacey CourtHarmon AvenueT i m p s o n D r i v e Gilbank DriveMurray DriveTimpsonDriveWellingtonStreetWestEXISTING OFFICIAL PLAN DESIGNATIONMap by the Town of Aurora Financial Services Department, 27/02/2023. Base data provided by York Region & the Town of Aurora.¯FIGURE 2St John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington Rd050100MetersAPPLICANT: WELLINGTON AURORA DEVELOPMENTS INCFILE: CDM-2017-03SUBJECT LANDSDocument Path: J:\data\data\Planning Maps\497 Wellington Street W (Wellington Aurora Developments Inc; CDM-2017-03)\Report Maps March 2023\Figure_2_Existing_Official_Plan_Designation.mxdSchedule A OPASuburban Residential!!Stable NeighbourhoodsEnvironmental ProtectionExisting Major InstitutionalPrivate ParklandPublic ParklandPage 196 of 258 Bell DriveKenleaCourtMcLeod DriveSenator CourtMcDonaldDriveHilldale RoadWellington Street WestSpringfair AvenueLacey CourtHarmon AvenueT i m p s o n D r i v e Gilbank DriveMurray DriveTimpsonDriveWellingtonStreetWestEP(509)EPEPEP-ORMIRA2IEPR6ER(14)R3R4(27)R1R8R3-SN(497)R3(51)R3(50)EPRA1R3(50)R3(28)R4(508)R8(224)R8(58)EXISTING ZONING BY-LAWMap by the Town of Aurora Financial Services Department, 27/02/2023. Base data provided by York Region & the Town of Aurora.¯FIGURE 3St John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington Rd050100MetersAPPLICANT: WELLINGTON AURORA DEVELOPMENTS INCFILE: CDM-2017-03SUBJECT LANDSDocument Path: J:\data\data\Planning Maps\497 Wellington Street W (Wellington Aurora Developments Inc; CDM-2017-03)\Report Maps March 2023\Figure_3_Existing_Zoning.mxdSecond Density Apartment ResidentialRA2Townhouse Dwelling ResidentialR8RESIDENTIAL ZONESDetached Third Density ResidentialR3Detached FourthDensity ResidentialR4InstitutionalIINSTITUTIONAL ZONESOPEN SPACES ZONESEnvironmental ProtectionEPOak Ridges MoraineEnvironmental ProtectionEP-ORMPage 197 of 258 PROPOSED DRAFT PLAN OF CONDOMINIUMMap by the Town of Aurora Financial Services Department, 27/02/2023. Drawing provided by Wellington Aurora Developments Inc.FIGURE 4APPLICANT: WELLINGTON AURORA DEVELOPMENTS INCFILE: CDM-2017-03Document Path: J:\data\data\Planning Maps\497 Wellington Street W (Wellington Aurora Developments Inc; CDM-2017-03)\Report Maps March 2023\Figure_4_Proposed_Plan_of_Condominium.mxdPage 198 of 258 Schedule “A” CONDITIONS OF APPROVAL Draft Plan of Common Elements Condominium Wellington Aurora Developments Inc. 497 Wellington Street West, legally described as Part 40 Reserve, Plan 102, designated as Part 12 on Plan 65R-38133 (the “Lands”) CDM-2017-03 THE CONDITIONS OF AURORA COUNCIL THAT SHALL BE SATISFIED BY THE OWNER OF THE LANDS (THE “OWNER”) PRIOR TO THE RELEASE FOR REGISTRATION OF ANY CONDOMINIUM PLAN OF THE LANDS (THE “PLAN”), ARE AS FOLLOWS: Planning Division Conditions 1.The final draft plan prepared by R-PE Surveying Ltd. dated December 19, 2022 with respect to the creation of a condominium road on the Lands to provide private access to eleven (11) residential units (the “Draft Plan”) and these associated conditions of Draft Plan approval may be amended by the Town if revisions are required to implement or integrate any recommendations resulting from studies required to be submitted as a condition of Draft Plan approval. Further, minor redline revisions to the Draft Plan may also be required to ensure property alignment with existing or proposed lots, blocks, units, streets, and/or facilities on lands adjacent to the Draft Plan. Legal Services Division Conditions 2.Prior to the Town’s release for registration of the Plan, the Owner shall submit to the Town for approval the related draft Condominium Declaration and Description containing all the required provisions in accordance with the Condominium Act, 1998, S.O. 1998, c.19, as amended, and any other provisions as may be required by the Town, including but not limited to any right(s)-of- way and easements (the “Declaration”). Together with the final version of the Declaration ad Plan as preapproved by the Land Registry Office, the Owner shall provide a solicitor’s undertaking indicating that: a)the Declaration and Plan provided to the Town are the final versions to be submitted for registration on title to the Lands; b)the Town will be notified of any changes to the Declaration and Plan prior to registration on title to the Lands and certification of same by the Land Registrar ; and c)a copy of the registered Declaration and Plan will be provided to the Town within ten (10) business days after registration. Engineering Division Conditions 3.Prior to the Town’s release for registration of the Plan, the Owner shall submit to the satisfaction of the Town, a certificate from the Owner’s Engineer stating that all Servicing Works as defined in the Development Agreement dated June 23, 2022 between the Town and 2419059 Ontario Inc., being the previous owner of the Lands registered on title to the Lands as Instrument No. YR3447832 on July 5, 2022 have been substantially completed. Schedule APage 199 of 258 Owner CDM-2017-03 Conditions of Approval Page 2 York Region Conditions 4.Prior to final approval, the Owner shall provide confirmation that all of the conditions of the site plan approval issued on August 22, 2022 for the subject property under Regional File No. SP.16.A.0011 have been satisfied. 5.Prior to final approval, the Owner shall execute all Regional agreements and obtain all of the necessary permits required as part of the site plan approval for the subject property issued on August 22, 2023 under Regional File No. SP.16.A.0011. 6.Prior to final approval, the Owner shall confirm that all of the works within the Regional ROW have completed to the satisfaction of the Region or that the Region holds sufficient securities to cover the cost of any outstanding works. Should there be insufficient security to cover the cost of the remaining works, the Owner shall arrange for the deposit of additional securities in the amount sufficient to cover the cost of all outstanding works. 7.Prior to final approval, the Owner shall provide confirmation that all transfers of obligation have been completed where Regional agreements require responsibility to change from the Owner to the Condominium Corporation. 8.The Owner shall include in all Agreements of Purchase and Sale and/or Lease, Condominium Agreement, Condominium Declaration, a clause stating that despite the inclusion of noise attenuation features within the development area and within the individual building units, noise levels will continue to increase, occasionally interfering with some activities of the building's occupants. Clearances The Town’s Planning Division shall advise that Condition 1 has been satisfied, stating briefly how this Condition has been met. The Town’s Legal Services Division shall advise that Condition 2 has been satisfied, stating briefly how this Condition has been met. The Town’s Engineering Division shall advise that Condition 3 has been satisfied, stating briefly how this Condition has been met. York Region shall advise that Conditions 4 to 8 have been satisfied; the clearance letter shall include a brief statement detailing how each condition has been met. Page 200 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS2 3 -0 36 Subject: Extension of Approval to Draft Plan of Condominium Dormlind Developments Limited 14029 Yonge Street Block 28, Plan 65M-470 File Number: CDM-2017-01 Prepared by: Kenny Ng, Planner Department: Planning and Development Services Date: April 4, 2023 Recommendation 1. That Report No. PDS23-036 be received; and 2. That the approval to Draft Plan of Condominium and related conditions of approval at 14029 Yonge Street, File CDM-2017-01, be extended for one (1) year with a lapsing date of May 28, 2024. Executive Summary This report seeks Council’s approval to extend the Town’s approval to the Draft Plan of Condominium and related conditions of approval at 14029 Yonge Street for one (1) year, with a lapsing date of May 28, 2024. Background Application History Draft Plan of Subdivision and Condominium The approved Draft Plan of Subdivision and Condominium were submitted on March 15, 2017. On July 24, 2018, Council approved the Draft Plan of Subdivision SUB-2017-01 and Draft Plan of Condominium CDM-2017-01 for the subject lands. Page 201 of 258 April 4, 2023 2 of 7 Report No. PDS23-036 The Draft Plan of Subdivision relates to the creation of 27 single-detached residential lots, a trail block along east side of Yonge Street (block 29), 0.3 m reserve (blocks 30 and 31) and a Common Element Condominium block (block 28). The Draft Plan of Condominium (Common Elements) proposes 27 Parcels of Tied Land (POTLs), and includes the private roads, eight (8) visitor parking spaces, green space around the Butternut tree, and the existing woodlands on the easterly portion of the subject lands. The Draft Approved Plan of Condominium is shown in Figure 4. Draft Plan of Condominium approval is subject to the Conditions of Draft Plan Approval attached to Council Report No. PDS18-086, which are also attached to this report as Schedule ‘A’. A lapsing provision was included in the Conditions of Draft Plan Approval to provide the Owner a three (3) year timeframe to register the Condominium. On May 28, 2021, a two-year extension of the approved Draft Plan of Condominium was granted, which is set to lapse on May 28, 2023. The plan of subdivision was registered on August 20, 2021 and the related development agreement and other documents were registered shortly thereafter. Currently, the applicant is in the process of completing the construction of the common element of the condominium (the laneway, sidewalks, landscaping, etc.) Location / Land Use The subject property, municipally known as 14029 Yonge Street, is located on the east side of Yonge Street north of Hunters Glen Road (Figure 1). The property has a lot area of 7.14 ha and a frontage of 117.8 m on the east side of Yonge Street. Buildings on the subject lands include a single detached dwelling, a Quonset hut and a barn, accessed via two driveways from Yonge Street. Surrounding Land Uses The surrounding land uses are as follows: North: Open Space (golf course) South: Residential East: Residential West: Yonge Street and Residential Page 202 of 258 April 4, 2023 3 of 7 Report No. PDS23-036 Policy Context Provincial Policies All development applications shall have regard for the related Provincial planning policy such as the Provincial Policy Statement (PPS), the Growth Plan for the Greater Golden Horseshoe (The Growth Plan), the Lake Simcoe Protection Plan (LSPP) and the Oak Ridges Moraine Conservation Plan (ORMCP). Description of the provincial policies are discussed in the previous Council Meeting Report No. PDS18-076, July 24, 2018. York Region Official Plan (YROP) The subject lands are designated “Urban Area” by the YROP, which permits a wide range of residential, commercial, industrial and institutional uses. Town of Aurora Official Plan The subject lands are designated Site Specific Policy Area 53 as shown on Official Plan Schedule ‘H’. SSPA 53 changes the land use designation from "Cluster Residential" to "Cluster Residential Site Specific Policy No. 49". The provisions allow twenty-seven (27) blocks to be developed as single detached units and related amenities. Yonge Street South Secondary Plan (OPA 34) The subject lands are designated “Cluster Residential”, “Environmental Protection Area” and “Environmental Function Area” by OPA 34 (Figure 2). The “Cluster Residential” designation allows clusters of residential development with areas of open space that visually and functionally distinguish development clusters from one another. Permitted uses include single detached dwellings, semi-detached dwellings, linked housing, townhouses, and private open space. The “Environmental Function Area” designation contains natural areas with a moderate level of environmental significance but which provide an important environmental function. The intent in designating Environmental Function Areas is to protect ecological function only. Zoning By-law 6000-17, as amended Council approved Zoning By-law Amendment 6111-18 on July 24, 2018 to permit residential development on the subject lands. The lands are currently zoned as ‘Detached Fourth Density Residential – Exception 501 [R4(501)]’, ‘Public Open Space Page 203 of 258 April 4, 2023 4 of 7 Report No. PDS23-036 (O1)’, ‘Private Open Space (O2)’ and ‘Oak Ridges Moraine Environmental Protection (EP- ORM)’ (see Figure 3). The ‘Detached Fourth Density Residential – Exception 501 [R4(501)]’ permits a single detached dwelling as the primary use. Home occupation and second suite are permitted uses subject to requirements of the Zoning By-law. The zoning also includes site specific development standards for lot area, height, yard encroachment and density. The Public Open Space block is to be conveyed to the Town for trail purpose, the zoning permits Athletic Fields, Cemetery, Agricultural Uses, Conservation Uses, Golf Courses, Public Park, Private Park, Stormwater Management Ponds, Woodlands and Recreation Centre. The Private Open Space zoning is to be used for landscaping, roadway and open space purpose, the zoning permits Athletic Fields, Cemetery, Agricultural Uses, Conservation Uses, Golf Courses, Public Park, Private Park, Stormwater Management Ponds, Woodlands and Recreation Centre. The Oak Ridges Moraine Environmental Protection zoning permits all existing uses as of November 15, 2001, fish, wildlife and forest management, conservation projects including flood and erosion control projects, non-motorized trails, transportation, infrastructure and utilities uses and natural heritage appreciation. Reports and Studies The Owner submitted the following documents as part of a complete application to the proposed request to extend draft approval to plan of Subdivision: Report Name Approved Draft Plan of Condominium Approved Draft Conditions of Approval Extension Request Letter Proposed Application The Owner is seeking to extend the Draft Plan of Condominium approval from May 28, 2023 to May 28, 2024. No additional units will be provided, and no development standards are proposing to be amended as a result of this request. Page 204 of 258 April 4, 2023 5 of 7 Report No. PDS23-036 Analysis Planning Considerations Section 51(33) allows for a municipality to extend draft approval beyond the initial period for a time specified by the municipality and may further extend it but no extension is permissible if the approval lapses before the extension is given. Staff are recommending that Council approve the request to extend the Draft Plan of Condominium for one (1) year with a lapsing date of May 28, 2024. It is Planning Staff’s opinion that a one-year extension is appropriate to ensure that the associated condominium conditions may be cleared to permit the registration of the condominium plan. Should the applicant experiences difficulties with clearing conditions within the extended timeframe, the applicant is able to request an additional extension before draft plan approval lapses. The proposed extension of the approved Draft Plan of Condominium will continue to align with Provincial Policy, conforms to the Region of York and Town of Aurora Official Plans, and is permitted by the Zoning By-law. Department / Agency Comments The request for draft plan approval extension was circulated to all internal and external agencies for review and comments. In general, all circulated agencies have no objection to the extension and have no further comments at this time. Public Comments The Planning Act does not require public consultation to extend the approved Draft Plan of Condominium. Advisory Committee Review No Communication Required. Legal Considerations Section 51(33) of the Planning Act, R.S.O. 1990, c. P.13, allows a municipality to extend draft approval beyond the initial period for a time specified by the municipality at any time prior to the lapsing of the draft approval timeframe and prior to the registration of a Page 205 of 258 April 4, 2023 6 of 7 Report No. PDS23-036 plan of condominium. Refusal to extend a lapsing date can be appealed by an applicant. As such, the extension to the Draft Approved Plan of Condominium and Conditions may be subject to future Ontario Land Tribunal appeals. Financial Implications There are no financial implications. Communications Considerations The Town will inform the public about the information contained in this report by posting it to the Town’s website. Climate Change Considerations The proposal will result in development of parcels within the urban boundary that are currently underutilized. The impact on GHG emissions is mitigated due to the subject lands’ proximity to existing infrastructure and services, as well as energy efficient building using Passive House design. Existing woodland and wetland features will not be disturbed by the proposed development while sufficient trees are preserved on site. The project increases the Town’s ability to adapt to climate change by incorporating sustainable housing construction materials and practices into the development reducing heat island effect and allows for water saving measures through low impact development practices. This project supports the objectives from the Community Energy Plan, and Section 5 of the Official Plan. Link to Strategic Plan The proposed application supports the Strategic Plan Goal of Supporting environmental stewardship and sustainability and the objectives of encouraging the stewardship of Aurora’s natural resources and promoting and advancing green initiatives. The goal and these objectives are supported through the plan of subdivision/condominium process by conducting detailed analysis and evaluation of natural features, as well as identifying means of securing, protecting and enhancing those features both during the development process and after the site is built. Alternative(s) to the Recommendation 1. That Council provide direction. Page 206 of 258 April 4, 2023 7 of 7 Report No. PDS23-036 Conclusions Planning and Development Services recommends that the approved Draft Plan of Condominium at 14029 Yonge Street (CDM-2017-01) be extended for one (1) year to May 28, 2024. The extension will ensure that the previously endorsed development on the subject lands can proceed with its required site works as it continues to advance to clearing associated draft conditions of approval and condominium registration. Attachments Figure 1 – Location Map Figure 2 – Existing Official Plan Designation Figure 3 – Existing Zoning By-Law Figure 4 – Draft Approved Plan of Condominium Schedule ‘A’ – Draft Conditions of Approval Schedule ‘B’ – Extension Request Letter Previous Reports Council Meeting Report No. PDS18-076, July 24, 2018 Pre-submission Review Agenda Management Team review on March 16, 2023 Approvals Approved by Marco Ramunno, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 207 of 258 Kingwood LaneElderberry TrailYonge StreetGlensteepleTrailRoyalHillCourtYonge StreetHunters Glen RoadSt John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington RdLOCATION MAP¯050100MetersAPPLICANT: Dormlind Developments LimitedFILE: CDM-2017-01SUBJECT LANDSFIGURE 1Map by the Town of Aurora Financial Services Department, 28/02/2023. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2022, © First Base Solutions Inc., 2022 Orthophotography.Document Path: J:\data\data\Planning Maps\14029 Yonge Street (Domlind Developments; CDM-2017-01)\Report_Maps_March_2023\Figure_1_Location_Map.mxdPage 208 of 258 Kingwood LaneElderberry TrailGlensteepleTrailRoyalHillCourtHunters Glen RoadYONGE STREETSt John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington RdEXISTING OFFICIAL PLAN DESIGNATIONLanduse DesignationsOPA 34Private Open SpaceEnvironmental Function AreaEstate ResidentialCluster ResidentialEnvironmental Protection Area¯050100MetersAPPLICANT: Dormlind Developments LimitedFILE: CDM-2017-01SUBJECT LANDSFIGURE 2Map by the Town of Aurora Financial Services Department, 28/02/2023. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2022, © First Base Solutions Inc., 2022 Orthophotography.Document Path: J:\data\data\Planning Maps\14029 Yonge Street (Domlind Developments; CDM-2017-01)\Report_Maps_March_2023\Figure_2_Existing_Official_Plan_Designation.mxdPage 209 of 258 O2EP(277)O2EP-ORMERIR3(435)(H)I(391)R2(276)O1RU-ORMO2(63)O1O1R4(501)EXISTING ZONING¯050100MetersAPPLICANT: Dormlind Developments LimitedFILE: CDM-2017-01SUBJECT LANDSFIGURE 3Map by the Town of Aurora Financial Services Department, 28/02/2023. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2022, © First Base Solutions Inc., 2022 Orthophotography.Document Path: J:\data\data\Planning Maps\14029 Yonge Street (Domlind Developments; CDM-2017-01)\Report_Maps_March_2023\Figure_3_Existing_Zoning_By-Law.mxdInstitutionalINSTITUTIONAL ZONESIDetached ThirdDensity ResidentialR3Zoning LegendRESIDENTIAL ZONESPublic Open SpaceOPEN SPACES ZONESO1Environmental ProtectionEPOak Ridges MoraineEnvironmental ProtectionRU-ORMRURAL ZONESDetached FourthDensity ResidentialR4EstateEROak Ridges MoraineRuralEP-ORMPrivate Open SpaceO2Detached SecondDensity ResidentialR2Page 210 of 258 APPROVED DRAFT PLAN OF CONDOMINIUMAPPLICANT: Dormlind Developments LimitedFILE: CDM-2017-01FIGURE 4Map by the Town of Aurora Financial Services Department, 28/02/2023. Base data provided by Dormlind Developments LimitedDocument Path: J:\data\data\Planning Maps\14029 Yonge Street (Domlind Developments; CDM-2017-01)\Report_Maps_March_2023\Figure_4_PApproved_Draft_Plan_of_Condominium.mxdPage 211 of 258 100 John West Way Box 1000 Aurora, ON L4G 6J1 Phone: 905-727-3123 Ext.4346 Email: slapenna@aurora.ca www.aurora.ca TOWN OF AURORA Planning and Development Services CONDITIONS OF DRAFT PLAN OF COMMON ELEMENTS CONDOMINIUM APPROVAL CONDITIONS OF APPROVAL DRAFT PLAN OF COMMON ELEMENTS CONDOMINIUM Dormer Hill Inc. (the “Owner”) 14029 Yonge Street, legally described as Part of Lot 72, Concession 1 Whitchurch, designated as Part 1 on Plan 65R-3298 (the “Lands”) CDM-2017-01 THE CONDITIONS OF AURORA COUNCIL THAT SHALL BE SATISFIED BY THE OWNER PRIOR TO THE RELEASE FOR REGISTRATION OF ANY CONDOMINIUM PLAN OF THE LANDS (the “Plan”), ARE AS FOLLOWS: Planning Division Conditions 1.Approval of the final Plan shall relate to the Draft Plan of Common Elements Condominium prepared by ertl surveyors dated February 6, 2018 with respect to the creation of a condominium road on the Lands (the “Draft Plan”) and the related Draft Plan of Subdivision Application SUB-2017-01 with respect to the creation of twenty- seven (27) related parcels of tied land on the Lands. 2.The Plan and associated conditions of Draft Plan Approval may require revisions, to the satisfaction of the Town, to implement or integrate any recommendations resulting from studies required as a condition of Draft Plan approval. Further, minor redline revisions to the Plan may be required to ensure property alignment with existing or proposed lots, blocks, streets, and/or facilities on lands adjacent to the Plan. 3.Prior to registration of the Plan, the Owner shall demonstrate compliance with the provisions of the Subdivision Agreement between the Owner and the Town entered into with respect to Draft Plan of Subdivision Application SUB-2017-01 to the satisfaction of the Director of the Planning Division. Legal Services Division Conditions 4.Prior to registration of the Plan, the Owner shall submit to the Town for approval the Condominium Declaration and Description containing all the required provisions in accordance with the Condominium Act, 1998 and any other provision as may be required by the Town (the “Declaration”). If requested by the Town, the Owner shall incorporate into the Declaration any right(s)-of-way and easements for vehicular access, including access for fire and emergency services , to the satisfaction of the Schedule APage 212 of 258 Conditions of Draft Approval Dormer Hill Inc. CDM- 2017-01 Page - 2 - Town. Together with the final version of the Declaration, the Owner shall provide a solicitor’s undertaking indicating that: a. the Declaration provided to the Town is the final Declaration to be submitted for registration, subject only to changes requested by the Land Registrar; b. the Town will be notified of any required changes prior to registration; and c. immediately following registration of the Declaration, a copy will be provided to the Town. 5. Prior to registration of the Plan, the Owner shall submit the Plan to the Town for approval, as preapproved by the Registry Office. York Region 6. Prior to final approval, the Owner shall provide confirmation that all of the conditions of the draft plan of subdivision issued for the subject property on May 28, 2018 under Regional File No. 19T-17A01 have been satisfied. 7. Prior to final approval, the Owner shall execute all Regional agreements and obtain all of the necessary permits required as part of the subdivision appr oval for the subject property issued under File No. 19T-17A01. 8. Prior to final approval, the Owner shall confirm that all of the works within the Regional ROW have been completed to the satisfaction of the Region or that the Region holds sufficient securities to cover the cost of any outstanding works. Should there be insufficient security to cover the cost of the remaining works, the Owner shall arrange for the deposit of additional securities in the amount sufficient to cover the cost of all outstanding works. 9. Prior to final approval, the Owner shall provide confirmation that all transfers of obligation have been completed where Regional agreements require responsibility to change from the Owner to the Condominium Corporation. Central York Fire Services 10. Fire Route Signage to be shown on the Plan of Condominium. 11. Minimum clear roadway width of 6 metres required at all times with no parking in this clear width for the set up and operation of fire trucks as per the Ontario Building Code. 12. Private condo road should be designed in accordance with the requirements of the OBC Div. B Article 3.2.5.6. For fire route design to facilitate emergency access and operation to all units in this development. Page 213 of 258 Conditions of Draft Approval Dormer Hill Inc. CDM- 2017-01 Page - 3 - Clearances 13.The Town’s Planning Division shall advise that Conditions 1 to 3 inclusive have been satisfied, stating briefly how each condition has been met. 14.The Town’s Legal Services Division shall advise that Conditions 4 and 5 have been satisfied, stating briefly how each condition has been met. 15.York Region shall advise that Conditions 6 to 9 inclusive have been satisfied; the clearance letter shall include a brief statement detailing how each condition has been met. 16.Central York Fire Services shall advise that Conditions 10 to 12 inclusive have been satisfied; the clearance letter shall include a brief statement detailing how each condition has been met. ISSUED at Aurora this 5th day of October, 2018. RE-ISSUED by the Town of Aurora this 28th day of May, 2021. ___________________________________ David Waters, MCIP, RPP, PLE Director of Planning and Development Services NOTE: WHERE FINAL APPROVAL FOR REGISTRATION HAS NOT BEEN GIVEN WITHIN TWO (2) YEARS AFTER THE DATE UPON WHICH THE RE-ISSUED APPROVAL TO THE PROPOSED PLAN OF SUBDIVISION WAS GIVEN, THE TOWN OF AURORA MAY, IN ITS DISCRETION, AND PURSUANT TO THE PLANNING ACT R.S.O. 1990 WITHDRAW ITS APPROVAL TO THIS PROPOSED PLAN OF SUBDIVISION, UNLESS APPROVAL HAS BEEN SOONER WITHDRAWN, BUT THE TOWN OF AURORA MAY FROM TIME TO TIME EXTEND THE DURATION OF THE APPROVAL. Page 214 of 258 February 8, 2023 Town of Aurora Planning and Development Services 100 John West Way Box 1000 Aurora, Ontario L4G 6J1 Attn: Mr. Lawrence Kuk, Manager Development Planning Dear Mr. Kuk, Re: Request for Extension of Draft Plan of Condominium Approval Dormlind Developments Limited Draft Plan of Condominium File: CDM-2017-01 2-23 Kingwood Lane, and 2-70 Royal Hill Court (Formerly 14029 Yonge Street) Evans Planning acts on behalf of Dormlind Developments Limited, the owners of properties located at 14029 Yonge Street in the Town of Aurora. The lands are legally described as ‘Lots 1 to 27 Inclusive and Blocks 28 to 32 Inclusive, Plan 65M-4704’. At its meeting of July 24, 2018, the Council of the Corporation of the Town of Aurora approved the Draft Plans of Subdivision and Condominium (the Plans), subject to conditions. The Plans facilitate the redevelopment of the subject property with 27 detached dwellings of common element condominium tenure, with access provided by a private condominium laneway. The Notice of Decision for the Plans was issued by the Town on September 4, 2018, and the appeal period expired on September 24, 2018. The Plans were subsequently stamped and executed as approved by the Director of Planning and Development Services on October 5, 2018. The plan of subdivision was registered as Plan 65M-4704 on August 20, 2021. With street names assigned as Kingwood Lane and Royal Hill Court. On May 28, 2021, the Town approved a 2-year extension to the draft plan of condominium conditions of approval, which are now to lapse on May 28, 2023. In the intervening period since the Subdivision was registered, our Client has completed their sales process, with all homes under contract, and occupancies scheduled for Fall 2023. Please refer to the site photographs appended to this letter, illustrating the current state of the property as of the authoring of this letter. These Schedule B Page 215 of 258 Page 2 of 5 images show that the condominium laneway and services are generally completed, that the majority of the dwellings are fully enclosed, and that the installation of the third party utilities (telecommunications, gas main, hydro transformers, and streetlighting) has been initiated. The completion of the work associated with the utilities are anticipated to be completed before the end of February 2023, at which point the laneway will be paved. Finally, landscaping is anticipated to be completed in Summer 2023. Unfortunately, delays during construction as a result of the COVID pandemic have resulted in an inability to complete the construction of the common element of the condominium (the laneway, sidewalks, landscaping, etc.) before the conditions will lapse in May. Thus, we respectfully request that the Town extend its draft approval deadline for the condominium application for one more year. In accordance with the Town’s 2023 fee schedule, please find enclosed a cheque in the amount of $2,566.00 as payment of the application fee for an extension of the draft approval of the plan of condominium. I trust the information submitted is sufficient for your consideration of this request. Should you require any additional materials, please contact the undersigned at your earliest convenience. Sincerely, Adam Layton, RPP, MCIP cc.Dormlind Developments Limited Page 216 of 258 Page 3 of 5 Appendix 1 – Site Photograph as of February 2023 Page 217 of 258 Page 4 of 5 Page 218 of 258 Page 5 of 5 Page 219 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS2 3 -0 17 Subject: Request for Increased Capital Budget Authority for Capital Project No. 31113 – Infrastructure Rehabilitation on Murray Drive Prepared by: Garry Anggawinata, Municipal Engineer Department: Planning and Development Services Date: April 4, 2023 Recommendation 1. That Report No. PDS23-017 be received; and 2. That the total approved budget authority for Capital Project No. 31113 be increased to $6,177,800, representing an increase of $655,508; and 3. That $48,168, $180,050 and $30,550 in previously approved capital budget authority for Project No. 31118, 31119 and 31202, respectively be transferred to Project No. 31113; and 4. That the remaining $396,740 in additional requested budget authority for Project No. 31113 be funded from the Storm Water reserve. Executive Summary The intent of this report is to seek Council’s approval for an increase to a previously approved capital budget authority for Capital Project No. 31113, the construction works for infrastructure rehabilitation on Murray Drive which includes replacement of a storm culvert, creek rehabilitation and channel restoration, replacement of a watermain section, and roadway surface rehabilitation (asphalt mill and overlay, curb and gutter repairs, and sidewalk repairs).  The Town of Aurora ‘Stream Management Master Plan’ (SMMP) and ‘Tannery Creek Flood Relief Study’ (TCFRS) has identified the existing storm culvert on Murray Drive (near Nisbet Drive) as being undersized and requiring an upgrade, together with a section of the watermain. Page 220 of 258 April 4, 2023 2 of 8 Report No. PDS23-017  Various factors, including increased inflation rates, supply chain disruptions and increased material and labour prices have resulted in significant increases to construction costs. Background Capital Project No. 31113 for the roadway surface rehabilitation of Murray Drive, Kennedy Street West, Pinehurst Court, and Wiles Court was include d in the Town’s Ten- Year Capital Plan. This project was intended to be delivered in two (2) phases: 1) Phase 1 – Roadway surface rehabilitation of Murray Drive (from Wellington Street West to Nisbet Drive), Kennedy Street West (from Bathurst Street to Murray Drive), Pinehurst Court, and Wiles Court. 2) Phase 2 – Roadway surface rehabilitation of Murray Drive (from Nisbet Drive to Yonge Street), replacement of storm culvert on Murray Drive (near Nisbet Drive), stream rehabilitation and channel restoration, and replacement of existing watermain on Murray Drive (from Nisbet Drive to Davis Road). Phase 1 of this project was completed in 2021. The scope of work consisted of mill and overlay of the roadway asphalt, concrete curb and gutter repairs, and concrete sidewalk repairs. The Town of Aurora ‘Stream Management Master Plan’ (SMMP) and ‘Tannery Creek Flood Relief Study’ (TCFRS) has identified the existing storm culvert on Murray Drive (near Nisbet Drive) as being undersized and requiring an upgrade, together with a section of the watermain. Phase 2 is comprised of the following scope of work:  Removal of an existing twin corrugated steel pipe (CSP) arch storm culvert (measuring 1.83m wide, 1.12m high, 36.5m long) and replace with a proposed single CSP arch storm culvert (measuring 6.0m wide, 2.0m high, 36.5m long), including all associated creek rehabilitation and channel restoration works.  Removal of an existing asbestos-cement (AC) watermain section along Murray Drive (from Nisbet Drive to Davis Road) and replace with a proposed 300mm PVC watermain, including all associated roadway and boulevard restoration Page 221 of 258 April 4, 2023 3 of 8 Report No. PDS23-017  Roadway surface rehabilitation on Murray Drive (from Nisbet Drive to Yonge Street), including mill and overlay of the roadway asphalt, concrete curb and gutter repairs, and concrete sidewalk repairs. The scope of work for Phase 2 was developed in accordance with the recommendations from the Town of Aurora’s ‘Stream Management Master Plan’ (SMMP) and ‘Tannery Creek Flood Relief Study’ (TCFRS), which was completed in 2019. This Town-wide study identified the existing storm culvert on Murray Drive (near Nisbet Drive) as being undersized according to the Ontario Ministry of Transportation (MTO) standards, representing a flood risk to private property and public infrastructure. Site investigations also revealed that the Tannery Creek channel is experiencing active bank erosion, undermined trees with exposed roots, highly confined channel corridor upstream of the culvert, and accumulation of woody debris at the culvert inlets. Channel restoration works and installation of armour stone retaining walls are recommended as part of the culvert replacement to rehabilitate the creek and prevent the future occurrence of erosion. In addition to upsizing the storm culvert to achieve compliance with MTO standards, Phase 2 also entails the replacement of an existing watermain section spanning approximately 130 meters in length along Murray Drive from Nisbet Drive to Davis Road. The Town’s Water Operations Division have expressed concerns regarding the declining performance of this aging infrastructure, which was installed in 1958. They have experienced multiple main breaks and leaks in this area of Murray Drive. This existing AC watermain is proposed to be removed and replaced with a 300mm-diameter polyvinyl chloride (PVC) watermain. The newly replaced watermain aims to significantly extend the life of this infrastructure and continue servicing the area without issues. Lastly, Phase 2 includes the roadway surface rehabilitation of Murray Drive from Nisbet Drive to Yonge Street. This involves mill and overlay of the roadway asphalt, curb and gutter repairs, and concrete sidewalk repairs upon completion of the culvert and watermain replacement. This will complete the road resurfacing work on Murray Drive as proposed in the Ten-Year Capital Plan. A ‘Request for Tender’ (RFT) was issued on January 3rd, 2023 to deliver Phase 2 of this Capital Project (RFT no. 2023-02-PDS-ENG). Five (5) compliant bids were received, of which all exceeded the approved capital budget authority. The completion of this Capital Project is critical in prolonging the longevity of the Town’s infrastructure and reducing flood risk. Page 222 of 258 April 4, 2023 4 of 8 Report No. PDS23-017 Analysis Various factors, including increased inflation rates, supply chain disruptions and increased material and labour prices have resulted in significant increases to construction costs. Significant increases in the cost of construction have been observed over the past several years due to numerous factors including higher inflation rates, supply chain disruptions, and increased prices of construction material and labour. Consequently, the tender bids submitted for this project have exceeded the projected market average. The lowest compliant bid is higher than originally estimated during the budget forecasting process. This project’s updated estimated requirements, which include the lowest compliant bid submitted to the Town for the work to be performed are summarized in Table 1. The period of validity (for which Bids are irrevocable) for RFT no. 2023-02-PDS-ENG, is ninety (90) days from the Bid Closing Date. The RFT closed on January 30, 2023, thus its period of validity ends on April 30th, 2023. Table 1: Updated Estimated Requirements for Capital Project No. 31113 Description Amount Approved Capital Budget Authority $5,522,292.00 Less Previous Commitments $1,903,270.00 Total Funding Available $3,619,022.00 Remaining Planned Expenditures Subject Contract Award excluding HST $3,985,166.92 Contingency Amount (5% of the Contract Award Amount) $199,258.00 Other Planned Expenditures $20,000.00 Sub - Total $4,204,425.92 Non-refundable taxes (1.76% of the Contract Award Amount) $70,138.94 Total Remaining Project Requirement $4,274,564.86 Page 223 of 258 April 4, 2023 5 of 8 Report No. PDS23-017 Description Amount Total Approved Capital Budget Authority Short-Fall ($655,542.86) Project Schedule The Contract to complete Phase 2 construction work is anticipated to commence in early June of 2023 and be completed within one hundred (100) working days (weather permitting). Some lanes of Murray Drive may need to be closed for some duration of the project while construction is active. During this time, appropriate traffic control measures shall be implemented by the Contractor and closely monitored and enforced by Town Staff. Legal Considerations Pursuant to the Town’s Procurement By-law, Town Staff is authorized to award and execute any related agreement with respect to any procurement, provided that the budget required for such Contract award has been approved by Council. The procurement process with respect to this project yielded bids that were all above the approved budget. Consequently, Council approval is required to increase the project budget for staff to be able to award the project to a compliant bidder. Financial Implications As outlined above in Table 1, it is anticipated that this project’s total requirements will exceed its currently approved budget authority of $5,522,292 by approximately $655,500. It is recommended that this project’s total budget authority be increased to $6,177,800, representing an increase of $655,508. Further, it is recommended that this additional required budget authority be partially addressed through a transfer of previously approved capital budget authority as follows: 1) $48,168 from Capital Project No. 31118 2) $180,050. from Capital Project No. 31119 3) $30,550 from Capital Project No. 31202 This identified previously approved budget authority is no longer required by these noted projects and is funded by sources consistent with Project No. 31113. It is proposed that the remaining $396,740 in additional required budget authority be funded through an equivalent draw from the storm water reserve. Page 224 of 258 April 4, 2023 6 of 8 Report No. PDS23-017 Communications Considerations The Town will inform the public of the information contained in this report by posting it to the Town’s website. Moreover, Notice of Construction letters will be distributed to residents and all affected parties prior to the commencement of construction. Additionally, construction notices will be published in the local paper and Town Notice Board. Construction signage will also be installed within the vicinity of the project site. Details shall be provided to re-route traffic accordingly when lane closures are required for construction activities. Information pertaining to construction progress will be updated regularly on the Town of Aurora’s website and made accessible to the public. Engineering Division will coordinate these communication efforts with Access Aurora and the Communications Division. Climate Change Considerations The recommendations of this report will allow the Town to complete the remaining works (Phase 2) for this project as originally intended, which includes upgrading the storm culvert and watermain, repaving the roadway surface for the remaining section of Murray Drive, and repairing sections of curb and sidewalk. Replacing the culvert to increase its conveyance capacity and reinforcing the channel with armour stone retaining walls will serve to prevent flood risk in the area, reduce active erosion from wearing away the channel banks, and allow the channel to carry additional stormwater flows during heavy rainfall events. This project supports the Town’s efforts to adapt to climate change by improving critical infrastructure. Upgrading the aging watermain will not only prolong the service life of this infrastructure, but it will prevent future issues such as main breaks and leaks. If left untreated, such occurrences will soften and erode the boulevard, accelerate freeze-thaw cycles, and will warrant frequent repairs which would result in an increased carbon footprint over the long term when equipment and vehicles need to be mobilized. Furthermore, the roadway surface rehabilitation work (mill and overlay) will provide a newly installed top layer asphalt, as well as curb and sidewalk. The renewal of road conditions is a long-term solution which will reduce the need for the Town’s Operations department to address complaints and go on-site to perform small repairs in localized areas. The above considerations will result in improved infrastructure that will help mitigate and adapt to climate change, while at the same time improving the level of service it Page 225 of 258 April 4, 2023 7 of 8 Report No. PDS23-017 provides to the public and reduces the number of resources that the Town’s Operations will need to allocate to address occurrences of issues. Link to Strategic Plan This project supports the Strategic Plan goal of Supporting and Exceptional Quality of Life for All by Investing in Sustainable Infrastructure. Completion of this Capital Project will mitigate flood risk in this area thereby preventing damage to private property and the municipal right-of-way, prolong the service life of infrastructure required to distribute water supply to local residents, and promote longevity of the roadway infrastructure by replacing the top layer asphalt, repairing the curb and gutter, and rehabilitating damaged sidewalk for pedestrian use. Alternative(s) to the Recommendation 1. That Council provide direction. Conclusions In order to complete Phase 2 of this critical project, staff recommend that the capital budget authority for Capital Project No. 31113 be increased by $655,508 to total revised budget authority of $6,177,800. Furthermore, it is recommended that this additional required budget authority be funded through a combination of a transfer of previously approved budget authority from other capital projects and an additional funding transfer from the Stormwater reserve. Attachments Attachment 1 – Proposed location of the culvert and watermain replacement, and roadway rehabilitation at Murray Drive Previous Reports N/A Pre-submission Review Agenda Management Team review on March 13, 2023 Page 226 of 258 April 4, 2023 8 of 8 Report No. PDS23-017 Approvals Approved by Marco Ramunno, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 227 of 258 Edward StreetMurray DriveYonge StreetNisbet DriveDavis RoadMosaics AvenueWiles CourtSandusky CrescentKEY PLANMap created by the Town of Aurora Corporate Services Department, IT Division on Feb 23rd, 2023. Map modified on Feb 23rd, 2023. Base data provided by York Region and Aurora - GIS. Air photos taken Spring 2022, © First Base Solutions Inc., 2022 Orthophotography.¯0HWUHVATTACHMENT #1CAPITAL PROJECT #311133DUFHO/LQH:DWHUPDLQ/RFDWLRQ&XOYHUW/RFDWLRQ0LOODQGPP2YHUOD\'RFXPHQW3DWK-?B'HSDUWPHQWVBVSDFH?:RUNV?&DSLWDO3URMHFWV?&35HFRQVWUXFWLRQRI0XUUD\'UIURP*ROI/LQNV'UWR:HOOLQJWRQ6W:$1'3LQHKXUVW&UW?.H\3ODQ0DS 7LFNHW ?.H\3ODQB$ZDUGBP[GPage 228 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS 2 3 -0 11 Subject: Application for Third Party Event in an Outdoor Town Facility - Aurorapalooza Prepared by: John Firman, Manager, Business Support Department: Community Services Date: April 4, 2023 Recommendation 1. That Report No. CMS23-011 be received; and 2. That staff be directed to review and approve or deny the Aurorapalooza application in accordance with the Third-Party Events in Outdoor Town Facilities Policy; and 3. That if the Aurorapalooza third-party event is approved, that it be designated as an event of Town significance for the purpose of attaining a Special Occasion Permit in accordance with the Municipal Alcohol Policy; and 4. That delegated authority be granted to the Director, Community Services to review and approve or deny the Aurorapalooza applications in future years. Executive Summary The applicant has requested a permit for Town Park on August 19, 2023, for the purpose of holding a special event: Aurorapalooza. This will be the fourth consecutive year for this event.  Aurorapalooza features live music, local food, and a display of local art.  Council direction is requested in accordance with section 5.7 of the Third Party Events in Outdoor Town Facilities Policy.  Designation as an event of Town significance is required in order for the applicant to receive a Special Occasion Permit for the sale of alcohol. Page 229 of 258 April 4, 2023 2 of 4 Report No. CMS23-011 Background Aurorapalooza features live music, local food, and a display of local art As per the application, Aurorapalooza is a one-day ticketed event raising money in support of mental health and supporting local musicians and businesses. The applicant has requested a permit for Town Park on Saturday, August 19, 2023, with event set-up beginning after the Farmer’s Market has concluded for the day. The first Aurorapalooza was held in the summer of 2020 and has become an annual event since. The event will include local musicians and food vendors, be sponsored by local businesses, and will include the serving of alcohol. The previous Aurorapalooza events were well managed, without incident. Analysis Council direction is requested in accordance with section 5.7 of the Third Party Events in Outdoor Town Facilities Policy Section 5.7 of this policy states: Applications for any Event permit, excluding sporting events and tournaments, that meet any of the following criteria, will be referred to Council for consideration: a) restricts public access to the Outdoor Facility; b) requires any fencing of an Outdoor Facility (however, fencing required for an Event where alcohol will be served shall be approved in accordance with the Municipal Alcohol Policy); c) is for an Event that is planned to be held over more than one (1) consecutive day; or d) requires the support of Employees or resources not currently budgeted for or available within normal operating procedures. As this event meets criteria a) and b) Council direction is requested in accordance with section 5.9 of this policy, which states: Town Council, upon review and consideration of an application received in accordance with section 5.7 shall provide the Director with direction to: a) Review the application and approve or deny it in accordance with this Policy; b) Deny the application without further review; or c) Approve the application and administer/issue the Facility Permit in accordance with this and other applicable Town Policies. Page 230 of 258 April 4, 2023 3 of 4 Report No. CMS23-011 Designation as an event of Town significance is required in order for the applicant to receive a Special Occasion Permit for the sale of alcohol. As the applicant wishes to serve alcohol, they must apply to the AGCO for a Special Occasion permit. In accordance with section 6.2.1 of the Municipal Alcohol Policy, the event must be designated as an event of Town significance in order to be eligible for a Special Occasion Permit. Advisory Committee Review Not applicable Legal Considerations If Council directs staff to review the application and staff approve it, a facility permit will be issued, which includes insurance and indemnification clauses to assist the Town in mitigating its risk by contractually transferring the event risk to the applicant. Financial Implications Permit fees will be charged in accordance with the Fees & Charges Bylaw, and any additional support required would be charged back to the applicant. This event is cost neutral for the Town. Communications Considerations The Town will inform the public of the information in this report by posting it to the Town’s website. Climate Change Considerations The recommendations from this report does not impact greenhouse gas emissions or impact climate change adaptation. Link to Strategic Plan This application supports the Strategic Plan goal of supporting an exceptional quality of life for all through its accomplishment in celebrating and promoting our culture in the following key objectives within this goal statement: Page 231 of 258 April 4, 2023 4 of 4 Report No. CMS23-011 Expand opportunities and partnerships that contribute to the celebration of culture in the community. Alternative(s) to the Recommendation 1. Council may direct staff to deny the application without further review. 2. Council may direct staff to approve the application and administer/issue the Facility Permit in accordance with this and other applicable Town Policies. 3. Council may decline to designate this as an event of Town significance, resulting in no alcohol being served. 4. Council may provide other direction. Conclusions That staff be directed to review and approve or decline the application in accordance with the Third Party Events in Outdoor Town Facilities Policy, and that the Aurorapalooza event be designated as an event of Town significance for the purpose of attaining a Special Occasion Permit. Attachments Not applicable Previous Reports CMS22-017, Application for Third Party Event in an Outdoor Town Facility, April 5, 2022 Pre-submission Review Agenda Management Team review on March 16, 2023 Approvals Approved by Robin McDougall, Director, Community Services Approved by Doug Nadorozny, Chief Administrative Officer Page 232 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. OPS2 3 -0 0 4 Subject: Reconstruction of Engineered Walkway on Crawford Rose Drive Prepared by: Luigi Colangelo, Manager of Public Works Department: Operational Services Date: April 4, 2023 Recommendation 1. That Report No. OPS23-004 be received; and 2. That the condition on the approval of a total of $175,000 in capital budget authority for Capital Project No. 34015 – Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose be lifted, and the project proceed; and 3. That the current contract value of $650,000 for Vaughan Paving Limited, for Restoration and Repairs of Engineered Walkways, be increased by $175,000 to a total contract value of $825,000, excluding taxes; and 4. That staff take steps to remove any unauthorized structures, fills, obstructions, objects and other items from Town easements and Town property to enable the walkway reconstruction project work between Crawford Rose Drive and Devins Drive. Executive Summary The purpose of this report is to respond to a Council directive to staff to provide further information relating to capital project No. 34015 to reconstruct an existing concrete walkway between Crawford Rose and Devins Drive, including addressing the existing unauthorized structures and other items and possible encroachments, which was conditionally approved as part of the 2023 Capital Budget Process:  Private landscaping, retaining walls, pavers and plant materials are the most common unauthorized obstructions and encroachments that occur.  There are several deficiencies and unauthorized items in and around the walkway that must be addressed. Page 233 of 258 April 4, 2023 2 of 7 Report No. OPS23-004  Asset management best practices require the Town to transition from an Operations Maintenance Program to individual capital projects. Background Engineered Walkways are inspected as part of the Roads Division’s annual sidewalk inspection program whereby deficiencies are identified and rated by condition. Through this inspection program, many of the existing engineered walkways were identified with low condition rating score. Pursuant to O. Reg. 239/02: Minimum Maintenance Standards for Municipal Highways (the “MMS”), the Town is required to maintain such walkways in a proper state of repair and free of hazards. Unauthorized items and encroachments such as landscaping, plant materials retaining walls and fences are the most common problem at every engineered walkway maintained by the Town. The MMS also requires the Town to address any identified encroachments that may pose a hazard. In 2020 Council approved Capital Project #34616 Sidewalk/Engineered Walkway Reconstruction. Since then, Operational Services tendered the project hired Vaughan Paving Limited as contractor and reconstructed the following walkways.  Old Yonge Street – from Yonge Street to Old Yonge Street  Two (2) walkways on Falling Leaf Court  One (1) Walkway off Tamarac Trail  One (1) Walkway off McClellan Way At this time, the engineered walkway between Crawford Rose Drive and Devins Drive needs to be reconstructed. The walkway is a three (3)-metre-wide public laneway, owned by the Town, that runs between four (4) private residential properties. Along both sides of the laneway, runs a 1.5-metre-wide easement in favour of the Town. In 2022 Finance closed Capital project #34616 and requested that moving forward each asset’s replacement be based upon a defined level of service methodology that meets Asset Management best practices. As such, a request for approval for Capital Project 34015 was submitted to Council for approval through the Town’s 2023 Capital Budget process and was conditionally approved by Council. The condition of approval needs to be lifted by Council for this project to proceed. Page 234 of 258 April 4, 2023 3 of 7 Report No. OPS23-004 Analysis Private landscaping, retaining walls, pavers and plant materials are the most common unauthorized obstructions and encroachments that occur. Non-existent property reference lines often lead to a minimal distinction of the exact boundary lines between private and public properties, and locations of any municipal easements. This condition often results in property owners straying from their property boundaries with various landscaping works or placing such items on Town easements. For the most part, such unauthorized landscaping is considered very benign and cause little or no concern to the municipality or to the public. Many of these plantings tend to improve the neighbourhood streetscape and add value to overall property aesthetics. However, placement of structures, fill, shrubs, plantings and other items on Town easements or within property used for public walkways can create hazards or impede the Town’s ability to maintain its infrastructure as required by the Municipal Act and the MMS. There are several current deficiencies and unauthorized items in and around the walkway that must be addressed. A private retaining wall constructed at 108 Crawford Rose was built within an Easement registered in favour of the Town. The private retaining wall does not comply with the terms of the Easement, which precludes the owner from placing such structures within the easement lands. The retaining wall is failing and has caused significant damage to the fence, which is installed on the property line, requiring sections of the fence to be replaced as part of this project. The original grading plans for this subdivision did not provide for a retaining wall, and such a wall is not shown in any approved engineering drawings the Town has for this subdivision. It has been determined that the retaining wall in question was presumably constructed without any notification or approval from the Town as it is not recorded in any registered plans, or records of title. Operational Services cannot replace the damaged sections of fence unless the retaining wall is removed from within the Easement. Further, the properties on the south side of the walkway (106 Crawford Rose and 123 Devins Drive) have cedar hedges planted within the easement along the entire length of this walkway. The cedar hedges encroach onto the Town lands as they have overgrown past the property line. The Town will be required to address the hedges to complete the project work. Page 235 of 258 April 4, 2023 4 of 7 Report No. OPS23-004 Pictures of the conditions at the engineered walkway are provided in Attachment #1. At this stage, the walkway must be replaced in order to address the various deficiencies and potential hazards, as part of the Town’s obligations to maintains its walkways and sidewalks in a state of repair pursuant to the Municipal Act and MMS. Unauthorized objects on the easements or public lands will have to addressed and potentially removed to allow for the project work to be conducted. Asset management best practices require the Town to transition from an Operations Maintenance Program to individual capital projects. Asset Management best practices require that each individual asset’s replacement be planned as an individual project with an equivalent level of detail to the organization’s asset inventory, which enables the Town to maximize the benefits obtained from its limited asset replacement dollars. Individual Asset Management projects offer greater versatility in meeting defined asset category levels of service and in responding to funding availability. The Town has a contract in place for the Repairs of Engineered Walkways with Vaughan Paving Limited. The transition to Asset Management best practices impacted some of the Operations’ Maintenance Programs, the Restoration and Repairs of Engineered Walkways being one of them. This change needs to be reflected on the contractor’s PO by adding individual capital projects fundings, to match the financial records. Advisory Committee Review Not applicable. Legal Considerations The Municipal Act, and more specifically the MMS, requires the Town to maintain its sidewalks and walkways in a proper state of repair and free of hazards. Failure to adhere to such standards may result in injury or property damage to the public, which may lead to the Town becoming liable for any such injuries or damages. Any claims in which the Town becomes involved affects the Town’s insurance costs. The engineered walkway between Crawford Rose Drive and Devins Drive consists of a 3- meter-wide dedicated public laneway, owned by the Town. Along both sides of the laneway, runs a 1.5-meter-wide easement in favour of the Town for purpose of maintaining and reconstructing sewer infrastructure that runs under the laneway and the Page 236 of 258 April 4, 2023 5 of 7 Report No. OPS23-004 easements. The easement language requires the property owners to keep such lands free of any buildings, structures, obstructions (other than fences) and only permits the lands to be used as a lawn, garden, flower bed or driveway. The property owners are not permitted to pave the area or place fill on it. In this case, it appears that the property owners have placed some unauthorized objects without permission within the easement lands, such as the retaining wall and additional fill. Additionally, items placed wholly or partially on the Town’s public laneway may constitute an encroachment, pursuant to the Town’s Highway Occupancy Encroachment By-law, which authorizes staff to have unauthorized encroachments removed. As noted in the report, the Town is required to conduct rehabilitation works on the laneway. Any unauthorized objects or items, which impede the laneway or the ability to properly reconstruct the laneway and the fence, will have to be addressed and may have to be removed to permit the project work. If the private property owners do not properly address any obstructions to allow the Town’s project work, staff may be required to take steps to enforce the Town’s by-law and/or easement rights in order to be able to complete the reconstruction of the laneway and to eliminate any hazards, obstructions and contraventions. Financial Implications As part of the 2023 Budget process, Council approved a conditional budget of $175,000 for Project No. 34015 Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose subject to further information. In consideration of the additional information presented above, staff recommend that this project’s conditional authority be lifted, and this project proceed. As presented under Attachment #2, this capital budget authority is to be funded from the Roads & Related Asset Management reserve. Further, should Council support this project moving forward, staff recommend that the total contract value for the Vaughan Paving Limited (PO 1521) be increased by $175,000 to a total value of $825,000. This contract increase is to be funded by Capital Project No. 34015. Communications Considerations The Town will inform the public of the information in this report by posting it to the Town’s website. Page 237 of 258 April 4, 2023 6 of 7 Report No. OPS23-004 Climate Change Considerations The opinions and considerations from this report do not impact greenhouse gas emissions or impact climate change adaptation. Link to Strategic Plan This project supports the Strategic Plan Goal of Supporting an Exceptional Quality of Life for all by improving transportation, mobility, and connectivity. This project maintains a well-managed and fiscally responsible Municipality. Alternative(s) to the Recommendation 1. Council can cancel Capital Project 34015. (The current walkway deficiencies will remain a problem for pedestrians and cyclists and the Town may become non- compliant with Minimum Maintenance Standards). Conclusions In consideration of the additional information presented above it is recommended that Council lift its conditional approval of Project No. 34015 and allow it to proceed. In the delivery of this project, steps will need to be taken to mitigate and remove any unauthorized structures or items on the easements lands and any encroachments in accordance with the Town’s rights and Town by-laws, to permit the work to be conducted and all hazards addressed. In support of this project’s delivery, there is a need to increase Vaughan Paving Limited contract’s existing value to include individual capital projects. It is recommended that PO#1521 issued to Vaughan Paving Limited, be increased by a total of $175,000, excluding taxes. Attachments Attachment #1 – Images of the encroachments and deficiencies Attachment #2 - 34015 Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose capital page Page 238 of 258 April 4, 2023 7 of 7 Report No. OPS23-004 Previous Reports None. Pre-submission Review Agenda Management Team review on March 16, 2023 Approvals Approved by Allan D. Downey, Director, Operational Services Approved by Doug Nadorozny, Chief Administrative Officer Page 239 of 258 Figure 1 – Image showing a 1.5-meter registered easement on the north and south side of this walkway: Figure 2 – Approved plan showing 1.5 easement with no retaining wall at Lot 127-108 Crawford Rose: Attachment 1 Page 240 of 258 Figure 3 – Images of the failing retaining wall with the chain-link fence leaning into the walkway: Figure 4 – images of the challenges in plowing this walkway due to a streetlight being installed in the middle of this walkway at both ends: Page 241 of 258 Figure 4 – images of the challenges in plowing this walkway due to a streetlight being installed in the middle of this walkway at both ends: Operations also maintains a Sanitary sewer main and a Storm sewer main under this walkway. Storm water and sanitary manholes require adjustment due to heaving and failed adjustment units which are currently causing uneven walking surfaces. Figure 5 – Sidewalk panels heaved: Other documented deficiencies include cracked panels, heaved sidewalk bays, separations creating large gaps pose a trip hazard to walkway users. Page 242 of 258 Figure 6 – Longitudinal joint deflections and uneven walking surface: Page 243 of 258 Town of Aurora Capital Projects Project Department Version Year 34015 Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose Operational Services Final Approved Budget 2023 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2023 - Q3 2023. 2023 Budget Authority conditionally approved. Staff to submit report to Council. Provide a brief overview of the project and include the key goals, objectives and performance measures. To mitigate an outstanding backlog of failing infrastructure of engineered walkways have fallen into disrepair. This is driven by the results of our annual sidewalk inspection program whereby all sidewalks and walkways are inspected, deficiencies identified and rated by condition. Through this program we have identified approximately 5000 square meters of sidewalk surface/walkways with a low condition rating. Project goals include the implementation of an ongoing engineered walkway replacement maintenance management program in accordance with Provincial Legislation and sound risk management practises. Performance measures include the provision of a consistent and scheduled level of inspection and repair of critical infrastructure with an ongoing response and action plan in addressing public liability and risk. Pictures attached. Provide the reasons the project should be approved and what will be the impact of the project to service levels. With a current backlog of deficiencies now identified and on the public record the Corporation is obligated to proceed with these much needed walkway surface repairs. With the current outstanding work valued at more than $1,000,000 staff have prioritized the necessary work such that it is reasonable to conduct the replacements over 4-5 years. The service level associated with this infrastructure has been inadequate for a lengthy period of time such that the Corporation must address this issue in order to remain compliant with legislated requirements (Trip Hazards) and for the overall benefit of the community. Staff are very confident that with the approval of this project and the steps and investment that have already been taken place in managing this infrastructure, the Corporation will be reducing risk. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2021 2022 Forecast 2023 2024 2025-2032 Expenditures Estimated Expenditures CONTRACTS 175,000 175,000175,000 175,000 175,000175,000 175,000 175,000175,000Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 175,000 175,000 175,000Funding Total Asset Management Capital 2023 Budget 16-41 Attachment 2 Page 244 of 258 Town of Aurora Capital Projects Project Department Version Year 34015 Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose Operational Services Final Approved Budget 2023 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Multiple benefits include reduction of risk to Corporation, improvement in community safety, fewer customer complaints over long standing and degraded walkway surface conditions. Please provide an explanation of what the outcomes would be if the project was not approved. Unacceptable infrastructure conditions, risk and liability to the Corporation, non compliance with provincial legislation, less engagement and concern from staff. Explain the climate impacts of this project. No impact to Climate Change. Gallery C:\Users\LColangelo\Pictures\Walkways\Crawford Rose to Devins Drive\Photo 1.jpg 16-42 2023 Budget Asset Management Capital Page 245 of 258 Town of Aurora Capital Projects Project Department Version Year 34015 Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose Operational Services Final Approved Budget 2023 Gallery C:\Users\LColangelo\Pictures\Walkways\Crawford Rose to Devins Drive\Photo 6.jpg Asset Management Capital 2023 Budget 16-43 Page 246 of 258 Town of Aurora Capital Projects Project Department Version Year 34015 Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose Operational Services Final Approved Budget 2023 Gallery C:\Users\LColangelo\Pictures\Walkways\Crawford Rose to Devins Drive\Photo 5.jpg 16-44 2023 Budget Asset Management Capital Page 247 of 258 Town of Aurora Capital Projects Project Department Version Year 34015 Engineered Walkway Reconstruction Moffat Crescent to Valley Drive + Crawford Rose Operational Services Final Approved Budget 2023 Gallery C:\Users\LColangelo\Pictures\Walkways\Crawford Rose to Devins Drive\Photo 10.jpg Asset Management Capital 2023 Budget 16-45 Page 248 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Notice of Motion Mayor’s Office _______________________________________________________________________________________ Re: Feasibility of Building New Town Hall To: Members of Council From: Mayor Tom Mrakas Date: April 4, 2023 _______________________________________________________________________________________ Whereas the Town purchased the lands at Yonge St. and Mosley St. with the intent to encourage redevelopment in support of Downtown Revitalization, and in support of Town Square; and Whereas the redevelopment of the Town owned site at the southeast corner of Yonge St. and Mosley St. as a home of the new Town Hall would assist in achieving downtown revitalization objectives; and Whereas the redevelopment of the Yonge St. and Mosley site as the new Town Hall would contribute to the overall enhancement of the Aurora Town Square as an attractive, vibrant, people-focused local community hub in the Yonge Street Corridor; and Whereas the redevelopment of the Yonge St. and Mosley site as the new Town Hall in Downtown Aurora would regenerate a destination, creating necessary foot traffic for a revitalized downtown area; and Whereas the pandemic has led to alternative work arrangements in many office environments, including staff in municipal administrative buildings, resulting in an opportunity to build a more efficient, effective, and sustainable model for use of space on existing Town-owned lands; and Whereas the sale of the existing Town Hall property at 100 John West Way would provide available land for a range and mix of housing opportunities for the Town, as encouraged in the Official Plan and the Aurora Promenade Plan; and Whereas the sale of the 100 John West Way property could generate the funds necessary to construct the new Town Hall; Page 249 of 258 Feasibility of Building New Town Hall April 4, 2023 Page 2 of 2 1. Now Therefore Be it Hereby Resolved That staff be directed to investigate the potential for a new Town Hall at the Yonge St. and Mosley St. Town-owned site, along with the selling of the existing Town Hall property at 100 John West Way; and 2. Be It Further Resolved That the Aurora Economic Development Corporation Board be consulted prior to the report coming back to Council. Page 250 of 258 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Memorandum Office of the Mayor Subject: York Regional Council Highlights of March 23, 2023 To: Members of Council From: Mayor Mrakas Date: April 4, 2023 Recommendation 1. That the York Regional Council Highlights of March 23, 2023, be received for information. Page 251 of 258 , Tuesday, March 28, 2023 York Regional Council – Thursday, March 23, 2023 Live streaming of the public session of Council and Committee of the Whole meetings is available on the day of the meeting from 9 a.m. until the close of the meeting. Past sessions are also available at York.ca/councilandcommittee York Region communities grow through strong development activity in 2022 The Regional Municipality of York continues to see confidence in the appeal of our communities with over $550 million in development charges last year. The 2022 Annual Development Activity Summary confirms development charges revenue collected was the highest in any of the previous five years. Development activity highlights from 2022 include: • $568,088,449 development charges; a 24% increase from $457,348,103 collected in 2021 • 2,092 development applications; a 2% increase over 2021 • 3,168 subdivision applications received, a significant increase of 87% • 18,547 new residential applications received, a 50% increase from 2021 Development charges are collected through development approvals to pay for growth-related infrastructure. Bill 23, More Homes Built Faster Act, 2022 proposes several exemptions and discounts for attainable, affordable, non-profit and rental housing. These exemptions limit revenue through development charges and may need to be funded in other ways. York Region shares the provincial goal of improving housing affordability and continues to advance the work in building more homes faster with support and engagement from all parties. A status update on available housing supply in York Region was also completed as of December 2022, indicating a strong supply of residential inventory. This update showed an estimated 65,900 approved and registered units across all nine municipalities. These unbuilt units represent a supply of over five years of growth that for many reasons have not been followed through on, including rising construction costs and shortages of skilled labour. In addition, there are 20,300 housing units under construction that will be occupied by residents upon completion. The 2022 Annual Development Activity report summarizes new development applications received by the Region in 2022 using data collected from YorkTrax, York Region’s digital development application and tracking system. YorkTrax provides application status data across the Region to help plan Regional and local municipal services and inform builders, developers and the public. Developers and businesses can find more information about fees and approvals at york.ca/landdevelopment and to stay up to date on York Region’s housing affordability initiatives, visit york.ca/housingaffordability Page 252 of 258 York Region home to more than 55,600 businesses Regional Council received the 2022 Employment and Industry Report showing strong recovery and job growth in York Region over the past two years. Over 33,000 York Region businesses were surveyed in 2022, totalling an estimated 615,760 jobs. Highlights of the 2022 Employment and Industry report also include: • 27,620 new jobs created since 2019: 6,950 jobs in the health care sector alone • 82% of York Region business have less than 20 employees • York Region’s economy and businesses continue to shift toward more knowledge-based and service-oriented jobs; aligned with national and provincial trends • Manufacturing, health care and social assistance, real estate, professional, scientific and technical services industries showing the largest growth over time, providing a variety of employment options • 11.7% increase in real estate; fastest annual growth sector since 2012 The recently approved Strategic Plan shows the important guiding pillar of economic vitality, of which business and job growth are fundamental to building local communities. To support further economic growth, York Region assesses several factors, including employment land inventory. The 2022 Vacant Employment Land Inventory report shows almost 2,400 hectares of employment land is available across all nine cities and towns, with 85% of this vacant land ready to support new development and approximately 40% of applications underway. Most of the Region’s vacant employment land is located within minutes of a major highway and almost half is within 500 metres of a transit stop. These vacant employment lands are key drivers of future economic development and can be designated as major office buildings, retail, services, educational facilities or institutions. For more information on economic development and available resources to grow a business, visit YorkLink.ca or the York Small Business Enterprise Centre. Interim Transfer of Part III Provincial Offences Act Charges Regional Council received an update on the successful transfer of responsibility for prosecuting Provincial Offences Act (POA) Part III charges from the Province to York Region. York Region Court Services now prosecutes and responds to appeals relating to Part III Provincial Offences Act (POA) charges. Previously prosecuted by the Ministry of the Attorney General, these charges were transferred to York Region courts, effective January 1, 2023 Part III POA charges include driving while under suspension, driving without insurance, stunt driving and failure to remain. In 2022, approximately 11,000 Part III charges were filed in York Region. This administrative transfer does not change how people are charged with an offence or the judicial process to resolve or dispute it. More information on York Region’s Court Services, including information on how to pay a traffic ticket and how to book a court appointment, is available online. York Region’s response to the Ukrainian humanitarian crisis Regional Council approved the continued operation of temporary accommodation and wrap-around services for those arriving in York Region under the Canada-Ukraine Authorization for Emergency Travel who need assistance until June 30, 2023. Page 253 of 258 Municipalities in the Greater Toronto and Hamilton area (GTHA) started a collective effort last spring to provide temporary accommodations across six municipalities and onsite assistance, including housing counsellors. There are approximately 200 rooms operating by municipalities across the GTHA, accommodating up to 400 people, with sites frequently at or near capacity. From August 2022 to January 2023, the cost to York Region is approximately $1.2 million to operate the temporary accommodation and wrap-around services. An additional $410,000 for transit assistance was incurred between May 2022 and January 2023. Ukrainians needing assistance continue to arrive to the GTHA and the value of these municipal supports have been acknowledged by both the provincial and federal governments. Without federal or provincial funding, operation of these municipal supports and services will continue to rely on municipal tax levy funding and as this is not sustainable, scaling down and eventually closing municipal sites may be necessary. York Region and other municipalities have been pursuing federal and provincial funding to offset costs, but to date no financial commitment has been made. Regional staff will report back to Council by June 30, 2023, or when federal or provincial funding offset is confirmed to assess next steps for York Region’s response to the Ukrainian humanitarian crisis. For more information, visit York.ca/supportukraine Emergency Management Program Annual Compliance Review Regional Council received the Emergency Management Program Annual Compliance Review, which outlines activities undertaken to ensure compliance and enhanced organizational resiliency. Under the Emergency Management and Civil Protection Act (the Act) and Ontario Regulation 380/04, York Region is required to create and maintain an emergency management program and emergency response plan, identify critical infrastructure and promote public awareness. In 2022, York Region completed all annual regulatory requirements of the Act and Regulation, including ongoing business continuity planning, internal education and training and the annual Hazard Identification and Risk Assessment in partnership with York Regional Police, local municipal partners and other stakeholders. For 2022, the top five hazards identified in York Region are: • Infectious Diseases • Tornado • Electrical Outage (winter) • Cyber Attack • Winter Weather/Ice Storm To support emergency response efforts, residents are encouraged to be ready for anything by preparing a personal emergency plan and 72-hour emergency kit. More information on emergency preparedness and top hazards can be found at york.ca/BePrepared York Region designates new bicycle lanes Regional Council approved the designation of bicycle lanes on Ninth Line in the City of Markham and Town of Whitchurch-Stouffville, and Prospect Street in the Town of Newmarket. The bicycle lanes will help to create safer environments for cyclists and provide better connections to existing bicycle lanes. The two sections of Regional roads with new bicycle lanes are: Page 254 of 258 • Ninth Line, southbound from 34 metres south of Hoover Park Drive to 126 metres north of Donald Cousens Parkway in the City of Markham and Town of Whitchurch-Stouffville • Prospect Street, northbound and southbound from Lydia Street to Timothy Street The bicycle lanes will be operational Monday, May 1, 2023. On-street signage and pavement markings will be installed in spring 2023. Responding to Avian Flu In collaboration with its nine local municipal partners and several federal and provincial agencies, York Region is taking a collaborative approach to its Avian Flu response, which includes a dedicated web page at york.ca/AvianFlu to address public concern, share information and coordinate efforts. York Region Public Health continues to monitor the situation among the bird populations and confirmed the risk to humans remains low. Residents who come across ill or dead animals are reminded not to touch them, to keep their pets leashed and to contact local Animal Control or the Canadian Wildlife Health Cooperative to report concern. Working towards sustainable inclusive development On Wednesday, March 22, 2023, York Region, in partnership with the United Nations Institute for Training and Development (UNITAR), York Regional Police and York University, renewed its partnership in agreement to foster sustainable development in Canada. This agreement aims to deliver joint training and professional development activities in the areas of road safety, mental health, gender equality, entrepreneurship, economic growth and climate change. York Region also participated in the launch of the UNITAR and York University Water Academy, which is focused on delivering innovative training and building human capacities on pressing water-related issue. Through these initiatives, York Region will continue to work with a variety of partners to advance work on the United Nations Sustainable Development Goals and drive positive change to end poverty, promote health and well-being, support economic and social inclusion and build peaceful and inclusive communities. Developmental Disabilities Month Regional Council recognized March as Developmental Disabilities Month, which celebrates the ways in which people of all abilities come together to form strong, diverse communities. This special awareness month seeks to raise awareness about the inclusion of people with developmental disabilities in all facets of community life, as well as awareness of the barriers that people with disabilities still face in connecting to the communities in which they live. Through the York Region Accessibility Advisory Committee and Early Intervention Services, York Region continues to work to help all residents reach their full potential by removing barriers to programs and services and providing cost-free supports to children with disabilities and their families. Nutrition Month Regional Council recognized March as Nutrition Month in York Region, acknowledging the important role Public Health plays in promoting healthy eating, good nutrition and access to healthy food. Page 255 of 258 Red Cross Month Regional Council recognized March as Red Cross Month, acknowledging York Region’s long-standing partnership with the Canadian Red Cross. Through the Region’s Emergency Social Services program, several agreements are in place for the Red Cross to provide immediate and short-term services to residents impacted by an emergency or disaster. Employee Appreciation Day Regional Council recognized Friday, March 3, 2023, as Employee Appreciation Day, thanking Regional and municipal staff for their hard work and dedication to the health, safety and well-being of all York Region residents. York Region celebrates Holi Regional Council marked the celebration of Holi on Tuesday, March 7, 2023, extending best wishes to all in the community celebrating the Hindu festival of colours and spring. International Women’s Day Regional Council recognized Wednesday, March 8, 2023, as International Women’s Day and acknowledged the many women who make York Region a great place to live, work and visit. Observed annually, International Women’s Day is a global initiative to celebrate the outstanding social, economic, cultural and political achievements of women around the world. International Day to Combat Islamophobia Regional Council recognized Wednesday, March 15, 2023, as International Day to Combat Islamophobia. Declared by the United Nations as an international observance in 2021, International Day to Combat Islamophobia acknowledges the widespread rise of intolerance, prejudice and violence against members of numerous religious communities, including those of the Muslim faith. In recognition of International Day to Combat Islamophobia, Regional Council acknowledged their role in building a welcoming and safe York Region for all and encouraged residents to do more to end hate- based crime in our communities. International Day for the Elimination of Racial Discrimination Regional Council recognized Tuesday, March 21, 2023, as International Day for the Elimination of Racial Discrimination. This United Nations observance calls on governments and citizens around the world to mobilize for equality and dignity and to find ways to fight racism and racial discrimination. York Region and Regional Council are committed to building welcoming and inclusive communities for all residents and remain dedicated to addressing issues of racism and discrimination in our communities and workplaces. Page 256 of 258 International Day of Forests Regional Council recognized Tuesday, March 21, 2023, as International Day of Forests, which raises awareness of sustainable forest management and stewardship. International Day of Forests is also an opportunity to celebrate the York Regional Forest, comprised of 2,500 hectares of protected land across 24 properties and more than 150 kilometres of trails open to the public 365 days a year. World Water Day Regional Council recognized Wednesday, March 22, 2023, as World Water Day and acknowledged groundwater as an essential part of York Region’s water system. Approximately 7% of the Region’s drinking water comes from groundwater. As of 2021, York Region operates and maintains 24 groundwater treatment facilities, including 40 production wells in the Township of King, the Towns of Aurora, Newmarket, East Gwillimbury, Whitchurch-Stouffville and the City of Vaughan. Residents in these areas are supplied by either groundwater, or a combination of groundwater and water from Lake Ontario. Clean, safe drinking water starts by protecting our water sources. Residents can help protect our groundwater supply by keeping harmful products from entering our lakes, rivers and streams. For example, chemicals, such as paints and stains, and medicines should be properly disposed of at a Household Hazardous Waste Depot. Learn more at york.ca/protectingwater Ramadan Regional Council recognized Thursday, March 23, 2023, as the beginning of the holy month of Ramadan, wishing members of York Region’s Muslim community a peaceful month of refection, generosity, gratitude and prayer. York Region participates in Earth Hour On Saturday, March 25, 2023, from 8:30 p.m. to 9:30 p.m., York Region joined residents and businesses around the world and turned off all non-essential lights for Earth Hour. All non-essential lights were turned off at five Regional facilities, including: • York Region Administrative Centre, 17250 Yonge Street, Town of Newmarket • 17150 Yonge Street, Town of Newmarket • York Region South Services Centre, 50 High Tech Road, City of Richmond Hill • York Region Transportation Operations Centre, 90 Bales Drive, Town of East Gwillimbury • York Region Community and Health Services, 9060 Jane Street, City of Vaughan This global event is an opportunity to make small adjustments throughout the year to benefit the health of the planet. Try making your home energy efficient, look for ways to conserve energy, reduce your single-use items and consider active modes of transportation, such as walking, riding or using public transportation. Next meeting of York Regional Council York Regional Council will meet on Thursday, April 27, 2023, at 9 a.m. in the York Region Administrative Centre Council Chambers, located at 17250 Yonge Street in the Town of Newmarket. The meeting will be streamed on york.ca/live Page 257 of 258 The Regional Municipality of York consists of nine local cities and towns and provides a variety of programs and services to more 1.2 million residents and 55,600 businesses with more than 615,000 employees. More information about the Region’s key service areas is available at york.ca/regionalservices -30- Media Contact: Kylie-Anne Doerner, Corporate Communications, The Regional Municipality of York Phone: 1-877-464-9675, ext. 71232 Cell: 289-716-6035 kylie-anne.doerner@york.ca Page 258 of 258