Final Report Leisure Facilities Strategy Update, 2013 Town of

Transcription

Final Report
Leisure Facilities Strategy Update, 2013
Town of Whitchurch-Stouffville
Prepared by the RETHINK GROUP
Leisure Services Planning and Management
June, 2013
June, 2013
Robert Raycroft, Director
Leisure and Community Services Department
Town of Whitchurch-Stouffville
111 Sandiford Drive
Stouffville, Ontario
L4A 0Z8
Dear Mr. Raycroft:
The RETHINK GROUP is pleased to submit this Final Report for the update of the 2008 Leisure Facilities Strategy. The document represents the
results of work completed over the past nine months.
Information was updated relating to the facility inventory and upgrades, facility utilization, user group registration, the community profile,
population projections and the Town’s capital forecast. National leisure trends and industry-wide best practices were applied to the unique
characteristics of Whitchurch-Stouffville.
The Update focused on most types of leisure facilities, with a limited emphasis on parks and open space. For this study, user groups and the wider
community were not consulted. A comprehensive and consultative parks, recreation and culture master plan is anticipated for the near future. The
Update projected facility requirements to 2023 with a projected population of 57,140.
Most of the provision guidelines that were recommended in the 2008 Strategy remain relevant and were used to project future facility needs.
However, the range of types of facilities included in the Update was broadened, and for some types and scales of facilities, the provision guideline
was adjusted upward or downward, depending on trends in demand and facility utilization. For some types of facilities, the provision guideline
was adjusted from one facility per 50,000 residents to the more general guideline of one facility per community, due to the projected 2023
population. If the Municipality grows significantly beyond that population figure, some of the ‘one facility per community’ provision guidelines
may have to be adjusted.
It has been a pleasure to work with municipal staff on this very important project that provides direction for the update of the Development
Charges By-Law, and also bridges the gap to provide direction for facility planning and decision-making until the Master Plan is undertaken.
Respectfully submitted,
The RETHINK GROUP
Robert Lockhart
Robert Lockhart, Partner
Leisure Facilities Strategy Update, Town of Whitchurch-Stouffville, 2013
Prepared by the RETHINK GROUP, Leisure Services Planning and Management
Page 1
Page 2
Table of Contents
Page
Letter of Transmittal
1
Table of Contents
3
Chapter One: Introduction
1.1
Purpose and Objectives
1.2
Report Format
5
5
6
Chapter Two: Planning Context
2.1
Introduction
2.2
Location and Settlement Pattern
2.3
Community Profile
2.4
Population Growth and Change Expectations
2.5
Local Demand Indicators
2.6
Leisure Trends and Best Practices
7
7
7
7
10
11
15
Chapter Three: Facilities – Analysis and Provision Strategies
3.1
Introduction
3.2
Arenas
3.3
Aquatic Facilities
3.4
Fitness/Wellness Facilities
3.5
Indoor Multi-purpose Space
3.6
Older Adult Facilities
3.7
Ball Diamonds
3.8
Playing Fields (including Cricket)
3.9
Indoor Soccer/Field House Facilities
3.10 Tennis Facilities
3.11 Museum Facilities
3.12 Arts and Culture Facilities
3.13 Library Facilities
21
21
23
25
30
34
44
50
56
64
66
69
72
80
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Chapter Four: Planning and Provision Principles and Guidelines
4.1
Planning and Provision Principles
4.2
Planning and Provision Guidelines
87
87
93
Chapter Five: Comprehensive Town-wide Provision Strategy
5.1
Introduction
5.2
Summary of Facility-Specific Strategies
5.3
Comprehensive Town-wide Provision Strategy
5.4
Implications for Parkland Requirements
5.5
Capital Forecast
97
97
97
100
102
103
Appendix A: The Benefits of Parks, Recreation and Culture
107
Appendix B: Leisure Interests Trends and Best Practices Related to Older Adults
113
Appendix C: The Charter for Recreation and Parks in Ontario
119
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Chapter One:
1.1
Introduction
Purpose and Objectives
T
he intent of this report is to update the 2008 Leisure Facilities Strategy to support the preparation of the 2013 Development
Charges By-Law for the Town of Whitchurch-Stouffville. It is anticipated that a comprehensive parks, recreation and culture
master plan will be undertaken within the next few years, which will build upon recent strategies for programming, culture and
volunteerism, as well as this facilities Update. However, until the full master plan is undertaken, this document will stand as the most
current strategy to help guide planning and decision-making about facility improvement and expansion.
It should be noted that this document does not include an analysis of or recommendations for: leisure programming or parks and open
space. A comprehensive Leisure Programming Strategy was completed in 2010. A comprehensive parks and open space analysis
and plan have not been completed, but will be a component of the future parks, recreation and culture master plan. However, high
level comments about land requirements that relate to projected future facility needs have been included in this document (see Section
5.4).
The Town has grown significantly since 2008, and the nature of the population has also changed with many new, younger and more
ethnically diverse residents. That has impacted the level of demand for some leisure activities, particularly ball, and has introduced
increasing demand for activities such as visual arts and cricket, which are being considered in this strategy. Even as new younger
residents move into the community, the existing population continues to age, influenced in large part by the big Baby Boom
population which in 2013 is age 48-67.
Population growth in Whitchurch-Stouffville exceeded what was predicted in the 2008 Leisure Facilities Strategy, which will impact
the predicted dates for the expansion of culture and recreation facilities in most categories. Also, the estimate of the capital cost of
facility improvement and expansion requires update to current figures.
For many types of culture and recreation facilities, the provision guidelines that were recommended in 2008 remain valid. Therefore,
for this Update, although the inventory of culture and recreation facilities will be updated, an investigation into growth in participation
and utilization of most types of public facilities will not be undertaken in the depth of detail that characterized the 2008 strategy.
Although interest in ball activities increased unexpectedly in the past few years, the newly formed baseball association has moved
most of their program to out-of-town facilities for the 2013 season. With the growing numbers of older adults and the shifts that are
beginning to be experienced in expectations for municipal services to support this age group, this market will require additional focus
in the Update. Since 2008, demand for cricket has surfaced in Whitchurch-Stouffville, which will also require investigation as part of
the Update. Neighbourhood-level aquatic facilities were not included in the 2008 Strategy, but will be included in this document.
Visual/creative arts facilities were not highlighted in the 2008 Strategy, but, due to increasing demand, will be included in this Update.
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Research for this Update did not include consultation with user and other stakeholder groups, civic leaders or residents-at-large. It is
anticipated that a comprehensive consultation program will be the centre-piece of the upcoming parks, recreation and culture master
plan. Although recent projections of the total population are available for this Update, age-specific projections have not been updated
since October, 2007 for the previous strategy.
1.2
Report Format
T
his Update report has been divided into five chapters and three appendices as follows:
Chapter One: Introduction
Chapter Two: Planning Context
Chapter Four: Planning and Provision Principles and Guidelines
Appendix A: The Benefits of Parks, Recreation and Culture
Appendix B: Leisure Trends and Best Practices Related to Older Adults
Appendix C: The Charter for Recreation and Parks in Ontario
Chapter Five incorporates a summary of the facility-specific strategies, implications for parkland requirements and the capital
forecast that relates to the facilities and population projections included in this Update.
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Chapter Two:
2.1
Planning Context
Introduction
T
he planning context provides important background information about the community today, expectations for population growth
and change, local demand indicators and leisure trends and best practices.
2.2
Location and Settlement Pattern
T
he Town of Whitchurch-Stouffville is located northeast of the City of Toronto, and within the central-east portion of the Regional
Municipality of York. The Town is bounded by Markham on the south; Richmond Hill, Aurora and Newmarket on the west; the
Town of East Gwillimbury on the north, and the City of Pickering and the Regional Municipality of Durham on the east.
The Town of Whitchurch-Stouffville has a land area of 206.4 square kilometres and a population density of 182.3 persons per square
kilometre (2011 census). That low density greatly exceeds the Ontario average of 14.1 persons per square kilometre. However, the
low density figure is misleading in that most of the population resides in urban Stouffville which is located in the extreme southeast
corner of the Municipality. This shift toward the former community of Stouffville is relatively recent since in 2001, the population
was evenly distributed between urban Stouffville and the remainder of the Municipality. By 2003, 52.2% of the population resided in
urban Stouffville. By 2013, that figure is expected to comprise approximately two thirds of the population. By full build-out, it is
anticipated that about 80% of the population will reside in urban Stouffville. Other notable settlement areas include Ballantrae,
Vandorf and Musselman’s Lake.
2.3
Community Profile
I
n 2011, the population of Whitchurch-Stouffville was reported by Statistics Canada to be 37,628, an increase of 54.3% since the
2006 census (24,390). That represented an average annual rate of growth of 10.9% since 2006, which was well above the Ontario
average of 1.14% for the same time period. Municipal planning staff estimated the June 2012 population at 41,200 and are projecting
the June 2013 population to be 42,480, including Census undercount estimated at 4% (Watson and Associates, Development Charges
Growth Forecast, June 3, 2013).
Observations about the Current (2011) Whitchurch-Stouffville Population (Refer to Figure 1 for details)
 In Whitchurch-Stouffville, the 0-4 population is considerably above the provincial and national averages as is the age 30-44
population (young parents and their young children). Families are younger in Whitchurch-Stouffville compared to provincial,
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national and Regional averages where there is a higher percentage of 45-59 year olds and a corresponding higher percentage of
high school and post secondary aged youth and young adults (age 30-39).
 The 0-19 population in Whitchurch-Stouffville is significantly below the regional average and somewhat below the provincial and
national averages, mostly driven down by the lower than average proportion of age 15-19 residents. As noted above, many new
families are quite young with preschool and elementary school age children.
 The young adult population (age 20-29) is well below the provincial and national averages as is the mid-life generation (age 4554).
 The age 55+ population is similar to the provincial and national averages (just slightly below). In York Region, this older
population group is well below the Whitchurch-Stouffville, provincial and national averages.
Age Profile of the 2011 Population
Age
0-4
5-9
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
Total Population
Median Age
% of the Population Aged 15+
Whitchurch-Stouffville
#
%
2,665
2,365
2,245
2,265
1,955
2,145
2,820
2,890
2,805
2,845
2,750
2,330
2,240
1,640
1,260
1,040
720
645
37,628
7.08
6.28
5.97
6.02
5.20
5.70
7.49
7.68
7.45
7.56
7.31
6.19
5.95
4.36
3.35
2.76
1.91
1.74
100.0
39.1
80.7
York Region
%
Ontario
%
5.69
6.25
6.67
7.32
7.00
5.71
5.81
7.16
8.19
8.80
8.02
6.54
5.58
3.70
2.93
2.22
1.55
1.31
100.0
39.3
81.4
5.48
5.55
5.94
6.72
6.64
6.34
6.23
6.57
7.19
8.22
7.83
6.73
5.96
4.38
3.43
2.77
2.11
1.58
100.0
40.4
83.0
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Figure 1
Canada
%
5.61
5.41
5.74
6.51
6.53
6.48
6.46
6.49
6.94
7.99
7.94
6.99
6.13
4.55
3.44
2.76
2.10
1.93
100.0
40.6
83.2
Age Profile of the 2011 Population
Whitchurch-Stouffville
#
%
Age
0-14
15-19
0-19
17-34 (approx. Echo Generation)
45-64 (approx. Baby Boom)
55+
65+
4-7 (Micro soccer field users)
5-8 (Junior ball diamond users)
8-9 (Small Mini soccer field users)
10-11(Large Mini soccer field users)
12-54 (Senior soccer field users)
9-40 (Senior ball diamond users)
Source: Statistics Canada, 2011 Census
7,275
2,265
9,540
8,260
9,475
9,875
5,305
2,085
1,420
945
900
21,825
15,355
19.33
6.02
17.38
21.95
25.18
26.24
14.10
5.54
3.77
2.51
2.39
58.0
40.81
York Region
%
Figure 1 (continued)
Ontario
Canada
%
%
18.63
7.32
25.95
22.45
28.94
23.83
11.71
16.97
6.72
23.69
23.27
28.74
27.30
14.62
16.76
6.51
23.27
23.42
29.05
27.90
14.77
Based on the 2011 census, just over half of the 10,030 couple families in Whitchurch-Stouffville had children living at home. Of the
5,385 families with children living at home, 1,930 had one child, 2,465 had two children and 985 had three or more children.
According to the census, there were 12,505 children living in census families in private households in Whitchurch-Stouffville. By
age, the pattern for children living at home was as follows:
 children under six years of age 3,130 (25%) – provincial average 20.6%
 6-14 years of age
4,110 (33%) – provincial average 32.4%
 age 25 and over
In 2011, 62% of families had children living at home. The average number of children at home per census family was 1.1.
The average number of persons per census family was 3.0, which was the same as the provincial average. 3,460 or 9.3% of the
population was not living in a census family. Of those, 2,040 were living alone, 765 were living with relatives and 655 were living
with non-relatives.
The average number of persons in private households was 2.9, which was above the provincial average of 2.6.
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The 2011 census reported that 4,985 of the 5,305 residents aged 65 and older were living in private households. Of the 1,275 reported
not to be living in census families, 340 were living with relatives, 65 were living with non-relatives and 870 were living alone. That
leaves 320 residents, aged 65 and older, who were living somewhere other than in a private residence.
1,180 of the 11,215 census families were one parent families. That represented 10.5% of the total and was well below the Ontario
average of 16.7%.
78.7% of occupied dwellings in Whitchurch-Stouffville were single-detached, according to the 2011 census.
At the time of production of this report, Statistics Canada had not released current education and income figures. The 2006 census
reported that Whitchurch-Stouffville had average incomes levels that were considerably above the provincial averages for families,
households and individuals. Not surprisingly, education attainment levels were also above provincial averages. Given the cost of
housing, it is anticipated that this pattern has been maintained.
2.4
Population Growth and Change Expectations
T
he rate of population growth has been increasing as noted below:




1991-1996
1996-2001
2001-2006
2006-2011
8.1%
15.9%
10.8%
53.4%
The 2006 population was 24,390. The 2011 census reported the Whitchurch-Stouffville population as 37,628 (June). As noted earlier,
municipal planning staff estimated the June 2012 population at 41,200 and are projecting the June 2013 population to be 42,480.
The recent development of Whitchurch-Stouffville has been envisioned in three phases. Phase One was substantially completed by
the end of 2011 and consisted of 5,333 new residential units and employment lands. Phase Two development began in 2010. Phase
Three includes the lands that are not currently designated for development but are within the Oak Ridges Moraine Conservation Plan
Settlement Area. Therefore, while Phase Three development is not currently approved, it is a possibility. The most recent population
projections prepared by Watson and Associates as part of the ‘Development Charges Growth Forecast (June 3, 2013) predict a mid
2023 population of 57,140 and a mid 2031 population of 60,580. This Leisure Facilities Strategy will determine facility requirements
to meet the 2023 population target. The upcoming Parks and Recreation Master Plan will project park and facility requirements
beyond that ten year time horizon.
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If the population was to reach the 60,580 target, it is projected that 48,250 people will reside in urban Stouffville, leaving
approximately 12,330 located in the rural area, with principle concentrations in Ballantrae, Vandorf and Musselman’s Lake.
In October, 2007, demographer John Kettle produced age-specific population projections based on the 2006 census and expectations
for a rate of development (average units per year) provided by the Municipality at that time. The Kettle projections predicted
population growth in five year intervals from 2006 to 2026. Although the rate of growth significantly exceeded expectations in the
early years of the projection, the current projection of 57,140 by 2023 is not far off the Kettle calculations for 2021 (50,594) and 2026
(59,201).
The increased rate of development has resulted in more young families than anticipated moving into the community in a very short
time period, which has exaggerated the proportion of the younger age groups. This has resulted in a larger than anticipated proportion
and number of pre-school age children, and a lower proportion and number of high school age youth. And the Town has an above
average proportion and number of young adults (age 30-39). However, what is surprising, given the rapid rate of growth and influx of
young families, is that the age 65+ population currently represents a higher percentage of the population than expected, as is the case
for the mid-life population (age 35-54), although the percentages for all age categories over 45 are below provincial averages.
For the facility provision guidelines that are age-specific, estimates have been calculated for 2023, based on the anticipated percentage
of the population for each age grouping and the revised 2023 total population.
2.5
Local Demand Indicators
From the 2010 Leisure Programming Strategy
Research on local demand for leisure activities that was conducted in 2010 for the Leisure Programming Strategy concluded the
following. The research and analysis from all sources was combined to generate a list of broad and specific leisure activities,
programs and events that are anticipated to maintain a high level of interest or should increase in popularity in the near future. Some
activities, programs and events are listed because current facilities and programming is perceived to be below expectations and/or are
under-serviced to meet current demand and interests. Other leisure activities are included because there are indications of likely
growth in demand in the near future. It is expected that the opportunity to provide increased and improved service will be shared
among the public, non-profit and commercial sectors.
It is anticipated that there will be growth in demand for leisure programming from all age groups and for all leisure interests.
However, demand should increase the most for the types of leisure activities of interest to young adults, seniors and pre-school
age children - with slower, but still significant growth expected for activities of interest to children, youth and mid-life adults.
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Desire was expressed for increased quality in program instruction and facilities for some activities (e.g., tennis instruction and
participation, visual art instruction, dance, gymnasium sports, gymnastics and skateboarding).
Facility expansion, improvements and additions will be required to meet a good deal of this anticipated growing and changing demand
for leisure activities, and support the required programming. Increased, affordable access to school facilities will also provide
increased capacity for community programming.
The following list represents both broad and specific leisure activities, programs and events that are anticipated to maintain a high
level of interest or should increase in popularity currently and in the near future.
Demand indicators from all sources were combined, including:
 the projected above average rate of growth of the population of Whitchurch-Stouffville over the next fifteen to twenty years;
 anticipated age-specific population growth and change (with some age groups expected to experience accelerated growth while for
others, growth will be somewhat slower);
 the predicted increasing size of the visible minority and foreign-born population, and the expected evolution of the ethno-cultural
profile of the community;
 recent trends/patterns in program registration/participation;
 results of the on-line household leisure survey conducted for the 2010 Leisure Programming Strategy;
 results from the 2008 Community Satisfaction Survey;
 municipal staff perspective; and
 generic trends in leisure – adapted to Whitchurch-Stouffville.
The following list of leisure activities, programs and events to consider for increased emphasis and enhancement in the near future is
NOT in ranked order. This list is NOT intended to be inclusive of ALL possible leisure programming, activities and events.
Additional market research will be required to further test and refine most programming opportunities.
 Adult group and membership-based fitness/wellness programs/opportunities
 Linear recreation activities (e.g., walking, cycling, hiking, skiing - for fitness, pleasure and social interaction)
 Gardening (including learning opportunities)
 Pilates and Yoga
 Tennis, especially for young adults (instructional, recreational, competitive, club) – higher quality facilities will be required
 Racquetball – facilities will be required
 Squash – facilities will be required
 Martial arts training
 Skating lessons – for all ages (especially as the ethno-cultural population increases)
 Gymnasium sports (e.g., badminton, basketball, volleyball, floor hockey, Gymboree, Pickle Ball) – facilities will be required
 Gymnastics – facilities will be required
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Soccer (outdoor and especially indoor) – indoor and outdoor facilities will be required
Cricket (as the East and West Asian populations increase as anticipated) – facilities will be required
Golf (lessons, practice, games)
Lacrosse
Beach volleyball – facilities will be required (Memorial Park is a good candidate)
Ultimate Frisbee (indoor and outdoor)
Visual/creative arts and crafts instruction and exhibition – improved/additional facilities will be required
Woodworking – facilities will be required
Performing arts (especially dance, music and drama – e.g., ballroom, ballet, Zumba) – expanded facilities will be required
Photography
Attending music and dance concerts and drama
Aquatic programs (lessons, specialized training, recreational swimming, fitness and wellness, Adapted Aquatics, aqua fitness) –
additional facilities will be required
Attending farmers markets, themed festivals, themed exhibitions, gardens and trade shows
Visiting art galleries and art shows/exhibitions – improved/expanded facilities will be required
Attending museums, historic sites, historic re-enactments and heritage festivals
Lectures for adults
Nature appreciation, bird watching, etc.
Themed events like the Strawberry Tea, Victorian Tea, Pancake Brunch, antique auto shows
Culinary arts for youth and adults
Pre-school programming – demand is accelerating as this age group expands rapidly (full range - child-only and child with
parent/caregiver - principally for age 0-3)
Child and youth programs – demand should increase in the near future)
Curling – facilities will be required
Bowling – facilities will be required
Attending movies – additional facilities will be required in the region
Summer camps, particularly themed/specialty camps
Lectures and informational/educational sessions for adults (wide variety of contemporary topics)
Visiting and otherwise utilizing libraries – expanded facilities will be required
Programming and events tailored specifically to the older adult (fitness/wellness, intellectual, social, team, individual and
physical) – improved and additional facilities will be required
Programming and events tailored specifically to families
Improved quality of the skateboard facility – improved facilities will be required
Creative writing (youth and adults)
Attending author visits (youth and adults)
Increased opportunities for ‘life-long’ learning for adults, especially older adults
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Perspectives of Municipal Staff
Leisure and Community Services Department staff provided the following insights regarding recent trends in local demand for leisure
programming and activities. They indicated increasing demand for the following:
 swimming lessons,
 pre-school programs, especially on evenings and weekends,
 adult lifestyle programs,
 basketball programs,
 volunteer opportunities,
 ice-related activities,
 camps,
 family programs,
 table tennis,
 badminton, and
 drop-in sports.
Staff noted declining demand for fitness memberships and pre-school daytime programs. The decline in demand for fitness
memberships was influenced by increasing competition from commercial operations and the weakening appeal of the municipal
facility.
Program and registration staff had the following observations about the changing profile of the community:
 the ethno-cultural profile of the community is changing, with increasing registration in programs by European, Asian and East
Indian residents. A multicultural association has recently formed.
 Most families appear to be fairly affluent, but the Municipality has been receiving more requests for subsidies.
 Many families appear to be new residents with younger children.
 Two-parent families appear to dominate.
 Registrations have increased in the age 55+ category.
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2.6
Leisure Trends and Best Practices
A
s noted in Section 2.3 above, the Whitchurch-Stouffville population is a little younger than the provincial average. This is due in
part to the recent rapid growth in population which, with most new residents being young to middle age and family-oriented, has
counter-balanced the aging of the big Baby Boom population. Although the population of the community will age over the next
twenty years, it will remain a little younger than the Ontario population.
Although the generic/provincial leisure trends will generally apply to Whitchurch-Stouffville, the downward trends in demand for
leisure activities that will be felt the most in older and medium to slow-growing communities will be less pronounced in WhitchurchStouffville. The activities that are expected to grow in popularity due, in part to the aging of the population, will do so in WhitchurchStouffville, but the impact may not be quite as pronounced as in most of the older and medium to slow-growing communities. And, it
is important to remember that the influence of the values and interests of the big Baby Boom generation (age 48-67 in 2013) and the
smaller, but still quite large Echo generation (age 19-34 in 2013) will strongly influence demand for leisure by younger and older
adults, as well as the way in which services are provided.
Additional influences will come from the above average income and education levels of the Town’s population, as well as the above
average level of ethno-cultural diversity for the size and nature of the community.
Figure 2 provides a summary of the upward and downward trends in leisure activities that are expected over the next decade or two.
However, both the upward and the downward trends are expected to be little less noticeable in Whitchurch-Stouffville, as
explained above.
Page 15
Upward and Downward Trends in Leisure Activities - based on: Provincial Trends and the Influences of
the Current and Anticipated Future Characteristics and Growth Potential of the Local Population
Leisure Activities Trending DOWNWARD
 most arena activities - especially minor hockey and figure skating as the
Echo generation ages into their young adult years, and eventually into
older adult hockey as the Baby Boom generation ages out – However, there
should continue to be an increase in girls hockey until the participation rate
peaks (but the numbers will be relatively small compared to the decline in
child and youth male participation) – and there should be an increase in
young adult hockey as the Echo generation ages into their young adult
years – but their participation rate will be lower than for minor hockey
 hardball
 child and youth softball
 children’s camps (except for specialty camps)
 Scouting and Guiding
 swimming lessons for children
 badminton
 volleyball
 basketball
 mountain biking
 long distance bicycling
 water skiing
 tobogganing
 snowmobiling (unless the sport can find ways to retain enough of the aging
market through sled design and other attractions)
 hunting
 attending sporting events (except for horse racing which will be driven by
the growing appetite for gambling)
 watching sporting events on TV
 volunteering (the Baby Boom generation is less likely to participate in the
way that the current older adult market has, and they will participate less
than when they were younger – unless volunteer engagement practices
change dramatically to entice this generation into sustained volunteering).
Figure 2
Leisure Activities Trending UPWARD
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nature appreciation/nature study activities, orienteering/adventure travel and eco-tourism
gardening
visiting botanical/display gardens and related facilities
reading
walking, hiking and backpacking
tennis, racquetball and squash (although the trend in these sports has been down for a decade or two, if the Echo generation
is encouraged to take up tennis, racquetball and squash, and adequate facilities are provided and promoted, demand could
grow)
cross-country skiing on shorter and gentler trails (influenced by an aging population)
alpine skiing (although the trend has been down for a decade or two, if the Echo generation is encouraged to take up alpine
skiing, demand could grow)
going on self-guided/directed tours (local and travel-oriented)
golf (especially for women)
lacrosse (influenced by recent increasing interest in professional lacrosse)
fitness and related activities that support health and holistic wellness – mental and physical well-being
fitness/physical and well-being programs - tailored specifically to older adults
swimming for pleasure
therapeutic and health-related aquatic programs
outdoor soccer (across Canada, the participation rate is peaking – youth participation appears to have peaked, but there is
still some growth in girls and women’s soccer and participation by men)
indoor soccer (demand is increasing dramatically from competitive youth and adults, house league children and youth, and
adult recreational, especially women – demand will be driven by the availability of facilities)
Ultimate Frisbee (a relatively new sport with growing interest – demand will be driven by the availability of indoor soccer
facilities and excess time at suitable outdoor fields)
in-line hockey (relatively new sport with growing interest)
recreational in-line skating (relatively new sport with growing interest)
attending theatre and concerts
participating in creative art and hand craft activities
attending multi-cultural events/festivals
attending handcraft exhibitions/shows
visiting art galleries/attending art shows
visiting museums and historic sites
attending historic re-enactments and heritage festivals
curling
bowling (if up-scaled and packaged with other complimentary facilities/activities that also appeal to people in their 40s and
50s)
cricket
casual/recreational skating, especially in attractive, amenity-rich outdoor settings
dancing (ballroom, line, square, Scottish, etc.)
bicycling
fishing and fishing tournaments
camping
boating
eating out
driving for pleasure
computer and Internet use
gambling
Page 16
Other Related Trends
There are other trends in facility and open space planning, and service provision that are shaping the future of open space and
facility provision, and leisure delivery systems in communities across Canada. These trends are responding to the shifts in demand,
the role of service providers, the economy, and community values and attitudes. They are also responding to:
 the desire for increased operational efficiency and revenues;
 the need for improved programmability and usability;
 increasing desire for one-stop-shopping for facilities, information, registration, etc.;
 increasing understanding of the value of creating a higher physical profile for public leisure facilities (location, visibility and
critical mass);
 increasing desire for extended-season and year round participation in some sports;
 heavy promotion to potential young participants for some sports (e.g., softball ‘Blast Ball’, baseball, slo-pitch, lacrosse, rugby,
tennis);
 increasing demand for activities that require large nature-oriented spaces;
 increasing desire to protect lands that are environmentally sensitive, and the trend toward ecosystem-based planning that
acknowledges the link between natural systems, communities and people;
 the need to create open space networks and greenway corridors to support healthy ecosystems and low-impact linear recreation
activities;
 increased understanding that integrated open space systems can provide essential environmental and health benefits; and
 increased understanding that park systems and other leisure services provide valuable personal benefits, are essential to a high
quality of life, help to build strong, attractive communities; and help to sustain economic growth.
Key Leisure Facility Trends
1. Toward multi-purpose indoor leisure facilities and away from single-purpose facilities.
2. Toward the inclusion of complementary facilities such as a library, health and public service centres into leisure-oriented
complexes.
3. Toward clustering of similar major (often lighted) outdoor facilities into a multi-facility complex with appropriate support
facilities (e.g., ball diamonds, soccer fields and tennis courts).
4. Toward a greater percentage of natural turf outdoor sports facilities being irrigated and lighted to support increased frequency of
use and to survive severe summer weather and the trend toward pesticide-free maintenance. However, many minor sports groups
cannot afford the associated higher rental fees.
5. Toward increasing use of artificial turf for playing fields to extend the playing season and allow various sports to utilize the
facilities.
Page 17
6. Since aquatic facilities continue to be one of the most requested facilities and it has become clear that most people like to swim for
pleasure and fitness, pool designs have become more supportive of the wider range of swimming interests, including leisure
swimming, health/wellness programs and the needs of the less mobile. Aquatic facilities that cater well to a wide range of needs
generate more revenue than traditional designs. Another trend that will continue to gain momentum is the increasing demand for
a therapeutic tank and associated rehabilitation and wellness programming within an aquatic facility.
7. Interest in cultural facilities and spending on the arts has been growing, supported, in part by growing awareness, and an
increasing adult market that is better educated and more affluent. Arts and culture have a positive impact on the economy of a
community and help to increase the overall appeal of a community to business and residents. With the reduction of arts
programming in schools, responsibility is shifting to other public, community and commercial providers to ensure balance in the
growth and development of children and youth.
8. Gymnasia are increasingly being provided by municipal leisure service agencies as part of larger multi-purpose complexes. This
has been influenced in part by continued difficulty in accessing school facilities in a way that is affordable to many traditional
customers. In addition, municipal leisure service agencies are appreciating the flexibility of a gymnasium to accommodate a wide
variety of leisure and other activities, as well as the benefit of having programming control at all times.
9. Emerging sports are demanding more and different types of facilities. For example, sports such as Ultimate Frisbee, in-line
hockey, recreational in-line skating, cricket, field hockey, pickle ball, roller derby, rugby, and indoor soccer are gaining in
popularity. Some of the emerging sports are able to utilize existing facilities in ‘slow’ or off-season times, while others are placing
increased prime time pressure on already heavily utilized facilities (e.g., ultimate Frisbee, field hockey, field lacrosse, rugby).
Some activities require new types of facilities.
10. Toward an increasing number of revenue-generating ancillary spaces in public community centres (e.g., arcades, ATM machines,
food and drink dispensers, enhanced food services, licensed food services and pro shops).
11. Throughout Ontario, there are many leisure facilities that were built in the 1960s and 1970s that are outdated, inefficient and large
consumers of energy, and are in need of considerable repair and refurbishing or replacement.
Key Park and Open Space System Trends
1. Toward increased linking of parks and other public open spaces to create open space networks and natural open space greenways –
at the local, community and municipality-wide/regional levels.
2. Increased desire to protect and enhance natural heritage resources such as wetlands, woodlots, valley lands, Environmentally
Significant Areas, and Areas of Natural and Scientific Interest. There is an increasing desire to include/protect ‘locally significant’
natural heritage assets into the public open space system in urban areas.
3. Toward increased habitat protection and naturalization of parkland.
4. Increased desire to acquire and/or protect or restore as open space, waterfront lands along lakes and rivers in urban areas.
5. Toward locating major community leisure facilities and sports-oriented parks on high profile, visible sites with good frontage,
rather than hiding them away on lower cost, less visible sites, sometimes with little street frontage.
Page 18
Key Leisure Delivery System Trends
1. Toward an increasing number of facility, operational and programming partnerships and other types of strategic alliances among
municipal and other leisure-oriented providers, health organizations, educational institutions, organizations serving older adults,
etc.
2. Toward increased and improved promotion of community leisure opportunities, and more joint ventures among leisure service
providers to promote leisure opportunities and enhance the concept of an ‘integrated single point of information’.
3. Toward an increasing role in facilitation/indirect provision, and a return to community development and fostering ‘healthy
communities’.
5. Toward fewer combined parks and recreation departments and a lower profile for leisure service operations (traditional parks
and/or recreation operations are being incorporated into departments such as community services, people services, environmental
services, public works, and operational services).
6. Even though recreation demand may be stabilizing for younger age groups, many municipalities are still playing catch-up to
bridge the gap between demand levels and current supply for many types of facilities.
7. Increasingly, residents are expecting higher quality in programming, facilities and parks - influenced in part by higher rental rates
and program fees.
8. There is an increasing need for specially trained staff that are experienced in research and planning, fund development, volunteer
engagement, special events, and marketing.
9. Toward a more professional and better funded approach to volunteer engagement, founded on contemporary philosophy and best
practices.
10. Toward non-traditional and more aggressive revenue generating initiatives, as well as fund development programs such as ‘adopta-park’, program and facility sponsorship and naming rights, advertising in public buildings and on equipment, gift catalogues,
planned giving, etc.
11. Toward an increasing appreciation of the significant economic and social benefits of sports tournaments and regional/provincial
Olympic events; major cultural, seasonal and arts events; major leisure-oriented trade shows; and the development of leisure
venues that are of a scale to support sports tourism.
12. Toward an understanding that the annual net operating costs of parks and leisure facilities are an ongoing investment in our
communities and the local economy, rather than thinking about these ongoing costs as a deficit.
Page 19
Page 20
3.1
Introduction
M
ost of the types of leisure facilities provided by the Municipality are included in this update of the Leisure Facilities Strategy.
Facilities such as trails, beaches, boat launches and children’s playgrounds were not included in the 2008 Strategy since they
were considered more closely associated with parks and open space planning, rather than built facilities. In this Strategy,
neighbourhood aquatic facilities and visual/creative art facilities have been added.
For each type of facility included in this strategy, the following format was utilized:
Current Supply
 Note any change since 2007/08
 Note any current and approved plans for expansion and improvements
 Determine the current level of provision – based on 2011 census and the estimated mid 2013 population
Utilization
 Note current utilization and any changes since 2007/08 (detail varies - depending on available information)
Key Planning Context
 Implications from demographics/community profile
 Implications from population growth and change projections
 Implications from planned growth and development of the Town
 Implications from leisure and other trends
 Implications from current demand indicators
 Implications from internal and Council discussions/perspectives
 Implications from the plans of others
Recommended Provision Guideline and Facility Requirements
 Current shortfall or surplus based on the recommended 2008 Provision Guidelines
 Any concerns/possible need for modification to the 2008 Provision Guideline with recommended modifications to the Provision Guideline
 Projected facility requirements to 2023 (projected 57,140 population) - based on the 2008 or revised Provision Guidelines
Updated Provision Strategy
 Based on current or revised Provision Guidelines to 2023 (projected 57,140 population)
Page 21
Changes in Leisure Facilities Since 2008
The following are the major changes that have taken place with leisure facilities since the 2008 Leisure Facility Strategy and
correspond to facility additions, major improvements and losses beginning in 2008.
 Stouffville Clippers Sports Complex (new twin pad arena and 450 square feet of multi-purpose space)
 Expansion of and renovation to the Whitchurch-Stouffville Museum and Community Centre (including additional and improved
multi-purpose space)
 Initial phase of development of Bethesda Park (two senior lit ball diamonds, one senior lit soccer field, one temporary unlit cricket
pitch, four unlit large mini soccer fields, central service building, eastern entrance and central parking)
 Initial phase of redevelopment of Memorial Park (completion of the Park Drive extension through the park and creation of the
eastern buffer zone, refurbished senior lit ball diamond and covered spectator stands, redevelopment of the lawn bowling green,
new playground adjacent to the ball diamond, removal of the outdoor pool and two lit senior softball diamonds, initial
development of Stouffville Common, and expansion of parking at the Leisure Centre)
 Closure of the Silver Jubilee Hall (loss of older adult programming space and a small creative arts studio)
 Temporary move of the Silver Jubilee Seniors Club to Latcham Hall (temporary loss of 5,750 square feet of multi-purpose space
for community programming)
 Two additional neighbourhood water play facilities
 Development of two new neighbourhood parks
 Two new lit tennis courts in Ballantrae Park
 Refurbished the two lit senior soccer fields adjacent to the Stouffville Arena
Page 22
3.2
Arenas
3.2.1 Current Supply
A
rena supply doubled since 2008 when the last Leisure Facilities Strategy was being prepared. In 2010, the 79,000 square foot
Stouffville Clippers Sports Complex opened on Weldon Road, providing two NHL-size ice surfaces, 12 change rooms, seating
for more than 325 per pad, a multi-purpose room, a meeting room, a snack bar and a skate sharpening facility.
That is in addition to the Stouffville Arena which includes two ice surfaces, a large multi-purpose room (80 person capacity), a smaller
multi-purpose room (30 person capacity), and a board room (15 person capacity).
The four ice pads provide a provision level of 1 ice surface per 9,407 (2011 census of 37,628) and 1 ice surface per 10,620 (mid 2013
estimated population of 42,480).
3.2.2 Utilization
A
ll four ice surfaces are utilized to near full capacity in prime time. Although higher when the new facility opened, percentage
utilization by non-residents has declined, due to increased local use displacing non-resident use.
3.2.3 Key Planning Context
T
he continued growth in the community will continue to increase demand for skating and summer ice-out activities in arenas.
However, with the aging of the population as the Echo generation has now aged out of their minor sports years and the Baby
Boom generation begins to age into the older adult demographic, the per capita demand for arenas is anticipated to slow somewhat.
However, the unexpected growth in the number of pre-school children in Whitchurch-Stouffville is expected to eventually begin to
increase demand from the youngest age groups and gradually replace some of the demand generated by the departing large Echo
generation. Adding to the declining proportion of youth is the increasing proportion of Chinese, South Asian, other ethno-cultural
groups who have traditionally not been as interested in hockey and figure skating as European and Canadian-born residents. Statistics
Canada predicts that by 2031, the visible minority and foreign-born population of Whitchurch-Stouffville will increase in number and
percentage from just over 7% in 2006 to between 15 and 20%. So in conclusion, although the growing population will help to off-set
the decline in the proportion of high-use younger customers, overall demand is expected to decline a little.
As demand slowly declines as anticipated, a lower provision level for ice surfaces will be required to more accurately project future
facility requirements.
Page 23
3.2.4 Recommended Provision Guideline and Facility Requirements
T
he 2008 Leisure Facilities Strategy recommended that the Provision Guideline for arenas be one ice surface per 8,500 residents
until around 2015, when the Provision Guideline should be adjusted to one ice surface per 11,000 residents to reflect the
anticipated trend of declining per capita demand, which is expected to continue through the next decade.
At one ice surface to 10,620 residents, current supply is already approaching the lower Provision Guideline of one ice surface per
11,000 residents, based on the mid 2013 population estimate of 42,480. Using the Provision Guideline of one ice surface per 8,500
residents and the current population, there should be a shortfall of one ice surface, which is not the case. Therefore, there is
justification to lower the provision Guideline.
It is recommended that the Provision Guideline for arenas be adjusted even slightly lower to one ice surface per 11,500 residents for
the 2015-2023 period and that utilization by local residents be regularly monitored to assess the new Provision Guideline. An
adjustment up or down should be made during the 2015-2023 period if utilization and demand warrants.
Based on the new lower Provision Guideline of one ice surface per 11,500 residents, 0.97 additional ice surfaces will be required when
the population reaches the predicted 57,140 in 2023.
3.2.5 Updated Provision Strategy
I
t is recommended that as the need for a fifth ice surface approaches by around 2023, consideration be given to adding a third ice
surface to the Stouffville Clippers Sports Complex. This facility was selected over the Stouffville Arena complex because in order
to add a third ice surface and sufficient additional parking to that facility, one or both of the adjacent recently renovated soccer fields
would have to be relocated.
Page 24
3.3
Aquatic Facilities
T
he Town of Whitchurch-Stouffville provides an indoor swimming pool at the Whitchurch-Stouffville Leisure Centre, and four
splash pads in neighbourhood parks within urban Stouffville.
The old outdoor swimming pool that was located in Memorial Park has been decommissioned. A new outdoor aquatic facility in the
form of a large water play area/spray pool in planned for a later phase of the expansion and redevelopment of Memorial Park.
Indoor Facilities
Opening in 2001, the indoor aquatic centre comprises a six lane, 25 metre lap pool, as well as a warmer water teaching/therapy pool, a
sloped shallow-water entry area, and a one and a half revolution water slide. The pools and change rooms are accessible for persons
with physical disabilities and mobility impairments. The change rooms comprise male and female, serving all ages, as well as
doubling as ‘family’ change rooms. A mechanical lift is provided to assist entry into the main and therapy pools. The water
temperature in the main pool is maintained at 84 degrees Fahrenheit, while the temperature of the therapy pool is maintained at 90
degrees Fahrenheit. The depth of the therapy pool varies between 2.5 and 3 feet and the pool has water jets.
The aquatic facility is operated seven days a week throughout the year from 6 am to 10 pm Monday to Thursday, 6:00 am to 9:00 pm
on Fridays, and 7:30 am to 8:00 pm on weekends. Due to increasing demand, pool hours have been increased on weekends. Prime
time is unofficially defined as 6:00-9:00 pm Monday to Friday and 8:00 am to 5:00 pm on weekends. That equates to 33 hours of
Prime and 67.5 hours of non-prime time per week.
Based on the 2011 census, the current provision level is one indoor aquatic facility per 37,628 residents. Based on the estimated mid
2013 population of 42,480, the provision level is one indoor aquatic facility per 42,480 residents. That is well below the norm.
Aquatic staff indicated the following limitations and issues:
 The therapy pool could be larger and could be designed to incorporate more seating to create two levels which would assist the
aqua-fit and arthritis programs.
 Fitness members would like a dedicated swim lane.
 Viewing at swim meets and during regular programming is limited by the location of the external viewing area at the end of the
pool room that contains the therapy pool, entry area and shallow end of the main pool where these features restrict viewing.
 The deck space around the pool is narrow which limits competitive swimming and meets.
 There is not enough deep water for synchronized swimming.
 Diving is not allowed during public/recreational swimming due to insufficient deep water.
Page 25
 More storage is required for on-deck pool supplies.
 Male and a female change rooms dedicated to adults would enhance the appeal of the fitness centre with some positive cross-over
impact on the utilization of the aquatic components.
Outdoor Aquatic Facilities
There are four outdoor water play facilities located in larger neighbourhood parks within urban Stouffville, including: Madori,
Wheeler’s, Byer’s Pond Way, and Sunnyridge. The distribution is unbalanced with three facilities south of Hoover Park Drive, two of
which are located in the southeast quadrant of urban Stouffville. The northeast quadrant does not have an outdoor water play facility.
With plans for a major, Town-wide scale outdoor water play facility to be built in Memorial Park, that will result in three such
facilities located within the south east quadrant of the urban area.
There are beaches at Preston Lake and Musselman’s Lake.
3.3.2 Utilization
T
he aquatic facility is at full capacity, with waiting lists for many programs and activities as noted in Section 3.3.3 below.
The indoor pool is utilized for a variety of programs including recreational, instructional and competitive swimming, leadership and
lifesaving, lane and fitness swimming, health and wellness programs, therapy/rehabilitation programs, an adaptive aquatic program,
and private rentals (parties and lessons). Programs are provided by the Department of Leisure and Community Services, the
Stouffville Ducks Swim Club and schools. The therapy pool is used mostly by seniors, pre-school children and their parents, and for
therapy programs for all ages. The programs for seniors, especially the cardio-rehabilitation program, are subscribed by many people
from beyond Whitchurch-Stouffville, as is the case for the adapted aquatic program.
Utilization is similar for the fall/winter and spring/summer seasons. Utilization of prime time is 100%, while the rate for non-prime
time is around 90%. With prime time fully utilized, there no longer any opportunities to add additional uses. Within a typical week,
there are only seven hours of unused non-prime time. The instructional swimming program operates at around 80% capacity with
limited room/time to add instructors. There are approximately 1,400-1,700 persons per session, an increase from 859-900 in 2007.
Approximately 5,000 persons register for swimming lessons each year, a number that requires seven to eight instructors at a time.
That represents an increase from 3-4,000 registrants in 2007. The pool could accommodate more people per program with one more
instructor at certain times. The pool is not always at capacity for public/recreational swimming, but is near capacity for lane
swimming. Demand from schools for swimming, mainly the ‘swim to survive’ program and special needs swims, has increased,
which helps to fill non-prime time hours.
Page 26
B
ased on recent and future national leisure trends, demand for all types and levels of aquatic activities and programs is expected to
remain strong, with increasing interest in fitness, wellness, rehabilitation and recreational programs for mid-life and older adults.
With a much younger than average in-migrating population and a significant and growing mid-life and older adult population in
Whitchurch-Stouffville, demand for the widest possible variety of aquatic programs will continue to grow at a rate equalling or
exceeding growth in the population. Interest in swimming lessons and other aquatic activities is also strong from ethno-cultural
groups, especially from children, youth and young adults wanting to learn how to swim and/or strengthen their swimming skills. The
above average income level of many Whitchurch-Stouffville residents will continue to support demand for aquatic programs.
Aquatic staff indicated that there are requests for more public swimming times, more lane swims, and swimming time for fitness
members only, as well as more time for seniors-only swims. These requests cannot be accommodated since there is no additional time
available. There are also requests from the local swim club for more time and from many swim clubs from other communities
requesting time. There have been requests from schools for additional pool time for the creation of a swim team. With the upgrade of
the new accessible change room, demand for rehabilitation and aqua therapy programs will increase, which will also not be able to be
accommodated. With the transition from part time to full time kindergarten, more pre-school age children are now in school who
would be utilizing the pool for lessons. That may provide some additional time for program adjustments, especially in non-prime
time.
T
he following is recommended for each of the types of aquatic facilities.
Indoor Aquatic Facilities
The 2008 Leisure Facilities Strategy recommended a provision guideline of one indoor aquatic facility per 30,000 population, which
produces a current shortfall of 0.25 facilities, based on the 2011 census population of 37,628. Based on the estimated June 2013
population 42,480, that shortfall would increase to 0.42 facilities. As the population pushed past the 30,000 mark, utilization pressures
on the only indoor aquatic facility have reached the point where full capacity has been exceeded for several years and a waiting list
exists for most programs. This current use pattern supports the recommended provision guideline.
The loss of the Lion’s outdoor pool that was located in Memorial Park has increased demand for the indoor facility, especially during
the summer swimming season.
Page 27
Outdoor Aquatic Facilities
The 2008 Leisure Facilities Strategy recommended a Provision Guideline of one major outdoor aquatic facility per 50,000 population,
producing a current shortfall of 0.75 facilities, based on the 2011 census population of 37,628. Based on the estimated June 2013
population of 42,480, that shortfall would increase to 0.85 facilities. It is recommended that the Provision Guideline be revised to
become one major outdoor aquatic facility per community. That would produce a current and future shortfall of one facility.
Neighbourhood Aquatic Facilities
The 2008 Leisure Facilities Strategy did not include a Provision Guideline for neighbourhood water play facilities such as those
currently provided in four neighbourhood parks. The 2011 census population of 37,628 produced a provision level of one facility per
9,407 residents and the mid 2013 population estimate of 42,480 produces a current provision level of one facility per 10,620 residents.
A Provision Guideline of one facility per 8,500 residents is recommended, which would create a slight deficiency of 0.4 facilities,
based on the 2011 census population and a shortfall of one facility for the mid 2013 population estimate.
Requirements at Full Build-out
Based on the recommended Provision Guidelines, projected requirements for the projected 2023 population of 57,140 will result in the
requirement for following additional facilities:
 Indoor aquatic facilities
0.9
 Major outdoor aquatic facilities
1.0
 Neighbourhood water play facilities
2.7
t is recommended that planning continue for the provision of a second indoor aquatic facility in the near future. Serious
consideration is being given to locating this facility beside the existing indoor pool to create a twin aquatic facility. Operating costs
would be optimized with a twin facility, especially the ability to share some of the staffing between the two facilities, as well as
program synergies between the two facilities. Consideration is also being given to the new facility having a retractable roof to create
an outdoor swimming experience during the summer season, thus replacing the outdoor facility that was recently retired, but providing
the opportunity for year-round use in the new facility. The size and style of the new aquatic facility should be determined through the
design exercise, incorporating consultation with aquatic stakeholders, municipal staff and the wider community. Trends in facility
provision and contemporary design should also be considered in the decision.
I
Given the location of the current indoor facility within Memorial Park, which will continue to be located relatively centrally within
urban Stouffville, twinning the current facility can be justified from the perspective of a central, prominent and visible location. By
creating an indoor-outdoor facility at this location, the requirement for another major outdoor pool in Memorial Park is eliminated.
That will allow a lower cost outdoor water play facility to be provided in Memorial Park instead of an outdoor pool (see below).
Page 28
Major Outdoor Aquatic Facility
It is recommended that an outdoor water play facility be provided in Memorial Park in the near future, and that this facility be
considerably larger in scale and capacity than the water play facilities that are provided in neighbourhood parks.
Based on the recommended Provision Guideline, 2.7 additional neighbourhood water play facilities will be required to meet the needs
of the estimated 2023 population of 57,140. Therefore, it is recommended that two additional facilities be provided in future
neighbourhood parks within urban Stouffville. Given the deficiency of water play facilities in the northeast quadrant, one of the
additional facilities should be located in that part of urban Stouffville. Including the outdoor facility recommended for Memorial
Park, that would result in four outdoor water play facilities located within the eastern half of urban Stouffville. To provide balance,
the sixth facility should be located within the northwest quadrant of urban Stouffville. A seventh outdoor water play facility is being
considered for a proposed new community-level park in the Musselman’s Lake community. If there is support in the community for
such a facility, that location is recommended. If not, a location in urban Stouffville should be sought.
Page 29
3.4
Fitness/Wellness Facilities
C
urrently, there are four fitness facilities in Whitchurch-Stouffville. One is municipal and three recently opened operations are
commercial (Anytime Fitness, SNAP Fitness and Curves for Women).
The Fieldgate Fitness Area, Whitchurch-Stouffville Leisure Centre
The municipal facility is the Fieldgate Fitness Area within the Leisure Centre. The facility comprises a 2,300 square foot strength and
conditioning gym and a 1,400 square foot aerobic fitness/dance studio. The size of the conditioning gym is well below the norm and
the aerobic/dance studio is of minimum size. Fitness customers share the male/female change rooms with aquatic centre customers.
The strength and conditioning gym accommodates treadmills, lifecycles, rowing machines, elliptical trainers, ATMs, strength training
equipment and free weights. The centre is open the same hours as the adjacent indoor pool.
The facility offers a wide variety of fitness, wellness and lifestyle programming for all age groups. Programs are categorized into
personal training, group fitness classes (Adapted Gentle Fit, Athletic Step, Boot Camp, Cardio Mix, Cardio Dance, Circuit, Forever
Fit, Interval, Interval Step, Muscle and Vari Conditioning, Stretch and Core, Walking with Poles, and the Lunch and the Go Series),
and specialty fitness programs (Adapter Gentle Fit, Pilates, Running Clinic, Triathlon Training, Walking with Poles, Yogalates, Yoga,
Zumba, Youth Fitness, and Baby and Me Post-Natal Activities). The Municipality complements the commercial operations by
providing the only fully supervised fitness program, and by providing considerable focus on markets not well served by the
commercial sector, namely: youth, mid-age adults and seniors.
Anytime Fitness
This 24 hour operation with selected staffing times, provides cardio and strength/conditioning equipment, personal training, classes,
and has private change rooms/restrooms. The membership fee is monthly with programs geared to all levels of fitness.
SNAP Fitness
This 24 hour operation with selected staffing times provides cardio and strength/conditioning equipment, personal training, nutrition
and meal planning classes, and has showers and lockers. The membership fee is flexible (including month to month), and programs
are geared to all ability levels.
Curves for Women
Curves for Women provides a 30 minute aerobic exercise regiment with equipment and a program designed for women, including a
nutrition program. They are open 7:00 am-8:00 pm weekdays and Saturday mornings.
Page 30
Current Provision Level
Based on the 2011 census population of 37,628, the current level of provision for municipal fitness facilities is one facility per 37,628
residents. Based on the estimated June, 2013 population of 42,480, the provision level would be one facility per 42,480 residents.
Based on that provision guideline, there is a current deficiency of 0.25 facilities for a population of 37,628 and 0.42 for a population of
42,480. And those numbers belie the fact that the current facility has significant shortcomings, especially in terms of size and
associated facilities.
3.4.2 Utilization
C
urrently, there are approximately 650 members in the fitness program who also have access to the adjacent aquatic facility for
leisure and lane-swimming. With increased supply in the community and the limitations of the Fieldgate Fitness Centre,
membership is down from 1,100 in 2007. Due to the relatively small size of the fitness facility, the membership limit is 1,200. Many
of the members are high frequency customers. Included in the membership are around 150 who take part in fitness classes as well as
use the strength and conditioning equipment at other times. The total also includes around 180 people who just register for classes.
Prime time classes which typically comprise 20-24 participants are fully booked and overflowing into non-prime time. Although
optimum class size is 20-24, classes could accommodate up to 32 participants. Registration is limited to people age 16 and over, or as
young as age 14 if they have completed youth fitness training. Programs utilize the aerobic/dance studio.
The fitness facility can accommodate additional members, but the change room facilities are becoming crowded due to the increased
use of the aquatic facility. Increasingly, sharing the change rooms with pool users and children and youth is becoming a deterrent to
fitness membership.
The aerobics studio can only accommodate 25–30. On average, registered programs are at about 80% occupancy and classes have
been expanded to other municipal facilities which are showing an increase in registration as well. Due to the increase in pre-school
age children, classes like Strollerfit are being added and they fill quickly.
As noted earlier, at 2,300 square feet, the strength and conditioning gym is under-sized and there is a requirement for more cardio and
muscle conditioning equipment. Also, there is not enough storage space for multiple lifestyle programming needs and equipment. In
most new municipal and YMCA facilities, the strength and conditioning gym is 6-10,000 square foot size. That is in addition to an
aerobic fitness/dance room of 1,500-2,000 square feet, and often a 6-10,000 square foot gymnasium. An indoor running/walking track
and dedicated adult change rooms are also becoming the norm. This type of fitness facility would greatly enhance the fitness program
in Whitchurch-Stouffville and would attract a much larger and more diverse membership base.
Although it has served the community well, the limitations of the Fieldgate facility (size and range of facility components, including
the capacity of the child minding service and the nature of the change rooms) and increasing competition in the community are
resulting in declining membership. Using the industry figure of 10% of the population as a benchmark, there is currently potential
Page 31
for a membership base of 4,000 among the existing fitness operations. Examining typical spending on fitness in a trade area with an
average supply of fitness program opportunities and a similar income profile can also provide a helpful indicator of the potential for
increased spending on fitness in a community like Whitchurch-Stouffville. Factors such as income and education will influence the
participation rate for fitness activities and programs, with a greater percentage of higher income and well-educated people
participating in fitness activities and joining fitness clubs. With income and education levels in the community well above the
provincial averages, local demand should also be above average.
Demand for related family-oriented ‘lifestyle’ programs that include bicycling and hiking is also growing, along with demand for
cardio rehab programs. The ability for the Department of Community and Leisure Services to offer additional community
programming is limited because the Town does not have a municipal gymnasium to be utilized at any time, and competition for the
use of school gyms in prime time is high and increasing.
The municipal fitness program continues to be at risk. The under-sized facility, the lack of adult-oriented change rooms and the
absence of a child minding facility, an indoor running track and a gymnasium are limiting the appeal of the municipal facility and thus
membership.
Although there is no indoor running/walking track in Whitchurch-Stouffville, there is an outdoor track associated with one of the
soccer fields adjacent to the Stouffville Arena. Leisure and fitness trends indicate a growing demand for indoor running/walking
tracks, as well as outdoor walking.
W
ith a rapidly growing population and an influx of young families, the demand from young adults for fitness programming
should be increasing and will continue to do so for the foreseeable future. Interest in fitness programs and activities is highest
from this age segment. However, as mid-age and older adults increasingly understand the health benefits of exercise, the demand
from that age segment will continue to increase and is anticipated to become a significant market over the next thirty years. It is
projected that the older adult population in Whitchurch-Stouffville will increase by around 70% by around 2023 and continue to
increase through the 2031 period, thus increasing the demand for fitness and wellness programming from this market segment. With
commercial operators focusing more on the young adult market, there is an opportunity for the Municipality to attract the increasing
number of mid-life and older adults who are and will continue to be interested in fitness/wellness opportunities that are tuned to their
needs and characteristics. With the increasing involvement of the Municipality in the provision of leisure and related programming
for adults and older adults, the ability to connect with and attract this market into municipal fitness/wellness programs and services
should be strong.
Page 32
T
he 2008 Leisure Facilities Strategy recommended a Provision Guideline of one (adequate) municipal fitness facility per 30,000
population. Based on that guideline, a population of 37,628 would require 1.25 facilities and 1.42 facilities would be required and
for an estimated mid 2013 population of 42,480. For the estimated 2023 population of 57,480, 1.9 facilities would be required.
The 2008 Provision Guideline was developed when only one commercial facility was operating in the community and membership at
the municipal Fieldgate facility was close to the maximum of 1,200 members. Since then, two more commercial fitness facilities have
opened and membership at the municipal facility has declined by over 40%. What is challenging with attempting to factor in
commercial operations is the uncertainty of these facilities. And, it is also challenging to estimate the potential membership that could
be attracted to the Fieldgate facility if it was of sufficient size (including a larger aerobic/dance studio), had its own change
rooms/lockers, and was associated with a child minding service, a gymnasium and a running/walking track within the Leisure Centre.
Given the recently expanded commercial operations and plans for a new full service commercial operation in the near future, it is
recommended that the Town consider adjusting the Provision Guideline to ‘one adequate municipal fitness facility per municipality’.
If, in future it is determined that one municipal and all of the commercial and non-profit facilities do not meet demand, consideration
could be given to expanding the municipal facility base.
Based on the recommended revised Provision Guideline, only one municipal fitness facility would be required for the projected 2023
population of 57,140. However, the municipal facility would have to be upgraded and enlarged to provide and sufficiently appealing
and competitive facility to attract a larger membership base.
R
egardless of the provision guideline that is eventually approved, the following is recommended for the near future. When the
Whitchurch-Stouffville Leisure Centre is expanded and upgraded, a new, larger fitness centre should be provided to replace the
existing under-sized facility. The new fitness facility should have the following base characteristics:
 an 4,500 square foot strength and conditioning gym,
 a 1,800 square foot aerobic fitness/dance studio with a mirrored wall and hand rail to also support dance programs, and
 dedicated male/female adult/club change rooms with rental lockers, and possibly a sauna and a steam room.
The fitness facility should be associated with a 12,000 square foot gymnasium that could support an elevated indoor running/walking
track. The entire fitness facility could be located on the second floor, associated with the track, with some of the fitness equipment
arranged around the outside perimeter of the track. Other associated facilities should include a child minding facility, a café and juice
bar (for all customers of the Leisure Centre and Library), and an expanded indoor aquatic facility.
Page 33
3.5
Indoor Multi-Purpose Space
W







ithin Whitchurch-Stouffville, there are many and varied indoor multi-purpose spaces available to varying degrees for
community use. The Municipality owns seven such facilities as listed below and described in more detail in Figure 3.
Whitchurch-Stouffville Leisure Centre (2 rooms)
Stouffville Arena (2 rooms)
Stouffville Clippers Sports Complex (1 room)
Latcham Hall
Ballantrae Community Centre (3 rooms)
Lemonville Community Centre
Whitchurch-Stouffville Museum (2 rooms/spaces)
In total, there is 21,070 square feet of Town-owned multi-purpose space available for municipal, library and community
programming, meetings and events, with an approximate total capacity of 1,100 people. That does not include the 1,200 square foot
Great Hall at the Lebovic Centre for Arts and Entertainment, the principle function of which is a performance space.
The amount of multi-purpose space has only increased by 543 square feet since 2008, but, due to population increase, the provision
level has declined a great deal as noted below.
3.5.2 Allocation of Municipal Facilities
From time to time, the requests for rental of multi-purpose rooms are received by the Municipality from groups that are not typical of
the types of community- and volunteer-based groups that usually want to rent space for programs and events. The Municipality has a
Policy and Guidelines for Use of Town-Owned Facilities document that was last revised and approved by Town Council on April 17,
2012. The intent of the policy is to determine what types of groups can rent or otherwise utilize municipal facilities and properties,
and for what purposes, as well as to set out the priority for utilization. The policy establishes three classification categories to ‘reflect
various operating scenarios for municipal facilities and properties’. Under each of category, guidelines for facility allocation are
provided.
Most of the above noted facilities contain multi-purpose space, which is why this policy is included in this section of the Update.
Page 34
Category A: Facilities and properties owned and operated by the Town to deliver municipal services and programs
 Town Municipal Offices
 Stouffville Arena and Sports Fields
 Stouffville Clippers Sports Complex
 Whitchurch-Stouffville Leisure Centre and Public Library
 Museum and Community Centre (and associated buildings)
 Operations Centre
 Bethesda Sports Park/Bethesda Field House
 Fire Hall - Station 51 Stouffville
 Fire Hall - Station 52 Ballantrae
 Latcham Hall
 Parks Depot (Memorial Park)
The priority for use under this category is to support the delivery of core services and programs to the community. A portion of space
(e.g., an office, storage lockers, area designated for a pro shop or concession stand) may be leased to commercial, community or nonprofit groups in support of the core business operated at each facility. Non-related commercial ventures that are not directly related to
the operation of the facility will not be considered as applicable for inclusion in the facilities under this policy. Municipal staff reserve
the right to determine if the space is available for lease and if the lease is appropriate to the facility operation. All leases must be
approved by Council.
Category B: Facilities and properties owned by the Town and operated in partnership with a board/commission or other third
party to deliver municipal services and programs (incorporating the sub-categories of community centres/halls and other facilities)
 Ballantrae Community Centre
 Lemonville Community Centre
 Train Station (leased from Metrolinx)
 Lebovic Centre for Arts and Entertainment (19 on the Park)
 The Lawn Bowling facility in Memorial Park
The primary focus for the operation of all community centres and halls is to provide opportunities for a wide range of community use
activities and programs that are accessible to a variety of individuals, community organizations and commercial business. Facility
usage should reflect a variety of community-based programs and facility rental opportunities with a balanced approach to short and
long term usage to ensure flexibility and availability to meet the needs of the community. Lease agreements for exclusive use of space
in these facilities are not supportive of the above noted operational guidelines and are not recommended.
Page 35
Community centre/hall facility rentals are not supportive of third party operations leases (either for profit, not for profit, etc) that
dominate the utilization of the facility and or occupy the facility as their permanent operation. No such leases are permitted under the
facility use agreements to allow for flexibility and accommodation of changing community requirements.
Other municipal facilities in this category will be operated in the best interests of the Municipality, based upon the goals of the Town’s
Strategic Plan. These facilities involve facility operation and service delivery with third party involvement under historical/unique
conditions particular to the service mandate.
Category C: Facilities and properties owned by the Town and leased to an outside party until possible reuse by the Town or
final disposition as determined by Council
 Former Library Building (Care and Share operation/Latcham Gallery)
Depending upon the business needs of the Town, various facilities/properties may become surplus to the operating needs of the
Corporation. Where these assets become surplus, the Town may choose to dispose of them through the procedures outlined in Town
By-Laws and in accordance with legislative requirements.
Alternatively, the Municipality may choose to retain surplus facilities/properties for a variety of reasons including heritage
designation, possible future municipal use or other corporate strategic initiatives.
If the facility/property is to be retained, the Town may lease the space to commercial, non-profit or community organizations on a
temporary basis. The lease agreement should reflect the recovery of all or a portion of building operating costs based upon the goals
of the Strategic Plan at that time.
In order to respond to the needs of a growing community, the use of municipal facilities/properties must remain accommodating and
flexible. The Town’s strategic priorities will evolve over time and space requirements will vary in terms of service delivery.
To retain flexibility for future Town requirements, lease agreements should not exceed a term of three to five years as deemed
appropriate to the situation. The Town will retain the right to terminate or extend the lease agreement after the term of the agreement
at the sole discretion of the Town.
Comments and Recommendations: The description of the types of groups and uses that typically qualify for use of municipal facilities
under Categories A and B is not clearly defined in the policy and is left to interpretation by staff and Council, without defensible
guidelines. Also, any preferred limits re: the number of consecutive weeks that a space can be rented for a particular use, program or
type of group is not noted in the policy. In addition, the priority (and rationale) for use and the fee structure by type of user (e.g.,
children, youth, adults, senior adults), service provider (e.g., Municipality, community service organization, commercial groups) and
Page 36
resident/non-resident is not defined. Also a facility allocation policy (incorporating process, principles, indoor and outdoor facilities
and timing) would be beneficial. The authority of the Town could also be more clearly set out.
Current Level of Provision of Multi-purpose Space
Based on the 2011 population of 37,628, the current provision level would be 0.56 square feet per capita, compared to 0.8 square feet
per capita in 2006 (based on the 2006 population of 25,628). Based on the estimated June 2013 population of 42,140, the current
provision level would be 0.5 square feet per capita.
Of note is the fact that for at least 2013 and possibly 2014, the 5,750 square feet of space in Latcham Hall will be temporarily
unavailable for general community use due to the relocation of the Silver Jubilee Seniors Club to that facility. If that facility is taken
out of the calculation of available multi-purpose space for 2013, the total would drop to 15,320 square feet, and the provision level
would drop to 0.41 square feet per capita (2011 census) and 0.36 square feet per capita, based on the estimated June, 2013 population
of 42,480 – which is less than half of the recommended Provision Guideline.
If the remainder of the former library building becomes available for community use in 2014, an additional 6,000 square feet
(approximately) of multi-purpose space will be added to the inventory. The Municipality is currently considering whether to retain
this facility, once the lease with Care and Share expires in 2013.
Single and double gymnasia are provided at schools by the boards of education, as noted below:
 new Stouffville District Secondary School – 1 double and 1 single gymnasium (12,000 square feet)
 Summitview Public Elementary School – 1 single gymnasium
 Whitchurch Highlands Public Elementary School – 1 single gymnasium
 Ballantrae Public Elementary School – 1 single gymnasium
 Glad Park Public Elementary School – 1 single gymnasium
 Wyndat Public Elementary School – 1 single gymnasium
 Harry Bowes Public Elementary School - 1 single gymnasium
 Oscar Peterson Public Elementary School - 1 single gymnasium
 St. Mark Separate Elementary School – 1 single gymnasium
 St. Brigid Separate Elementary School – 1 single gymnasium
 St. Brendan Separate Elementary School – 1 single gymnasium
Gymnasia are available for community use from 6:00 pm - 11:00 pm Monday through Friday during the fall/winter/spring period.
Gyms are available throughout the day during the summer for the summer camp program. Approximately 700 hours of time is
available each week during the fall/winter/spring period (55 hours per single gym or smaller multi-purpose gyms and double that
figure for a double gym). Gymnasia are utilized for a variety of sport, fitness, social and artistic activities by the Municipality,
community groups and school groups/programs. However, schools have priority over community use with a pattern of unexpected
Page 37
cancellation of events from time to time. This is problematic when trying to mount and sustain a quality community leisure program
that utilizes a school facility. Other restrictions, especially insurance requirements, but also rental fees and the incompatibility of
some uses places limits on the usability of school facilities, especially for community groups with limited resources.
Other multi-purpose spaces, including gymnasia are provided by churches, service clubs, social clubs, and the commercial sector.
Examples include East Ridge Missionary Church and Springvale Baptist Church with their multi-purpose rooms, gymnasia, youth
rooms and the 450 seat performance hall at East Ridge. The gymnasium at East Ridge church is 5,760 square feet and the Fellowship
Hall accommodates 200 in ‘seated’ format. The large gymnasium at Springvale Baptist Church has a capacity of 750, and they
indicate that they will soon be building a dedicated performance space with a capacity larger than 750. Christ Church includes a
single gymnasium. Most churches rent these multi-purpose facilities to the community on an infrequent basis, and have not yet
developed a policy to guide community access and use.
Current Level of Provision of Gymnasia
Based on the 2011 census population of 37,628, the following is the current level of provision for double and single gymnasia:
 1 double gymnasium: 37,628 population
 1 single gymnasium: 3,421 population
Based on the estimated June 2013 population of 42,480, the following is the current level of provision for double and single gymnasia:
 1 double gymnasium: 42,480 population
 1 single gymnasium: 3,862 population
3.5.3 Utilization of Multi-purpose Space
U
tilization varies significantly among municipal facilities, from 90% for the largest room at the Leisure Centre to 12% for the
smallest room at the Ballantrae Community Centre. The facilities outside of the urban area are generally used less (Ballantrae
Community Centre, Lemonville Community Centre and the recently expanded and refurbished Whitchurch-Stouffville Museum).
Since use of the new, high quality facilities at the Museum has not been established, it is expected that utilization will increase
significantly at that facility. Generally, the larger the multi-purpose room, the greater the utilization, especially if it is located within
the urban area. For most facilities, utilization has increased since 2008. See Figure 3 for details.
Especially within the urban area, there is insufficient adequately-sized, quality multi-purpose space to accommodate the demand for
municipal programming, especially for adults (culture, recreation, sport and library), and the culture and recreation activities initiated
by community groups. The shortfall is made worse by the short term loss of the 5,750 square feet of program space at Latcham Hall,
due to the temporary use of that facility for older adult activities. The ability to offer municipal leisure programming and meet
requests from community groups is being greatly impacted by the deficiency of adequate multi-purpose space within the urban area.
Page 38
Supply, Characteristics and Utilization Municipally-owned Multi-Purpose Facilities
Existing Facilities
Leisure Centre larger room
Leisure Centre smaller room
Size
(sq. ft.)
1,000
Person
Capacity
90
Square
Feet/Person
11.1
462
40
11.6







Stouffville Arena Large Room
2,560
Stouffville Arena Smaller Room
560
200
75
12.8

7.5




Stouffville Clippers Sports Complex
Ballantrae Community Centre larger rooms
(2) (Ballantrae and Churchill Rooms)
Ballantrae Community Centre smallest room
448
7,200 for
entire
facility
40
150
11.0
32



75

Lemonville Community Centre - main floor
hall
Latcham Hall - main hall
2,000
125
16
5,750
125
46




Whitchurch-Stouffville Museum Main Hall
Whitchurch-Stouffville Museum Community
Room
Total
1,420
470
130
50
21,070
1,100
10.9
9.4


Figure 3
Utilization
90% in prime time in the fall/winter/spring season
80% in the summer season
40% in non-prime time in the fall/winter/spring season
36.8% in the summer season
utilized often for staff meetings and training
programmed/rented 30.3% in prime time in the fall/winter/spring
season; and 27.4% in the summer season
20% in non-prime time in the fall/winter/spring season; and 40.9%
in the summer season, mostly in the afternoons throughout the year
70% in prime time in the fall/winter/spring season and 50% in the
summer season
60% in non-prime time in the fall/winter/spring season
17.5% in the summer season
utilized in prime time 30% in the fall/winter/spring season and 25%
in the summer season
utilized 6.1% in non-prime time in the fall/winter/spring season
and 30% in the summer season
utilized 25% in prime time
rooms now being booked separately more often, rather than whole
centre for events
Prime time (6pm-9pm): Ballantrae Room – 37%/Churchill Room –
33%
Overall: Ballantrae Room - 28%/Churchill Room - 28%/small
room 12%
facility usually booked as a whole
utilized 31% of available time
facility is currently being renovated to be used as the temporary
home of the Silver Jubilee 55+ Club
unavailable in 2013 for general community use or Leisure Services
Department programming
results for fall, 2012: 27% (facility opened in June, 2012)
results for fall, 2012: 21% (facility opened in June, 2012)
Page 39
A
s the population grows, so will demand for space that can support municipal and community culture and recreation programming
and related activities and events, including education and business programs. And as the population continues to age, Baby
Boom adults will expect increased opportunity to participate in the types of culture and recreation activities and programs that can be
accommodated in adequate quality and appropriately-sized multi-purpose spaces.
The community would benefit from a municipally-owned and controlled gymnasium associated with other complementary recreation
and fitness/wellness facilities, this is due to increasing involvement in leisure activities by adults and older adults (and influenced by
leisure and social programming patterns and trends, as well as the objectives of the Municipality through the Department of Leisure
and Community Services, as well as volunteer-based community groups), the limited and uncertain availability of school gymnasia for
community use, and the expectations for continued rapid population growth. Staff indicated that a municipal gymnasium would be
well utilized through the day and evenings during the week, as well as on weekends throughout the year. An examination of the level
of use of a modern YMCA gymnasium provides an illustration of the level and type of use that can be expected of a municipal
gymnasium.
The following list represents the range of uses/programs that could be accommodated in a 10-12,000 square foot municipal
gymnasium:
 drop-in and regularly scheduled gym sport programs for children, youth, adults and older adults (e.g., basketball, volleyball,
badminton, and pickle ball);
 floor-based fitness programs for all ages;
 summer camp and indoor playground for children (gymnastics, court sports, exercise programs, etc.);
 after school programming;
 walking programs for adults;
 dance;
 social events and gatherings, including seasonal and special event dinners and exhibitions;
 rental to community and social service organizations for a wide variety of gym sports and other programming;
 regularly scheduled municipal sports programs; and
 commercial rentals.
Page 40
T
he 2008 Leisure Facilities Strategy recommended a Provision Guideline of 0.8 square feet of multi-purpose space per capita to be
used for culture, recreation and library programming, as well as community use. That figure represented the current ratio at that
time.
Based on that guideline, there would need to be approximately 30,100 square feet of multi-purpose space available for a population of
37,628 and 33,984 square feet available for a population of 42,480 (June, 2013 estimate). The current supply of 21,070 falls short by
between 9,030 and 12,914 square feet, and by between 14,780 and 18,664 if Latcham Hall is taken out of the current inventory of
available space for general community programming (due to exclusive, temporary use by the Silver Jubilee seniors group, as noted
earlier).
Based on the current Provision Guideline, the projected 2023 population of 57,140 would require 45,712 square feet of multi-purpose
space or an additional 24,642 square feet, assuming that Latcham Hall is not off-limits for general community use at that time.
It is recommended that the recommended Provision Guideline be monitored for adequacy as supply improves, the leisure
programming role of the Municipality matures, and the demand by community and social service groups and other providers using
municipal facilities evolves over the next few years.
Gymnasia
Utilizing the 2008 provision guidelines and the 2011 census population of 37,628, the following are the current and future
requirements for double and single gymnasia, to be provided by educational institutions and the Municipality. Future requirements are
based on the projected 2023 population of 57,140.
 Double gymnasia: Current shortfall of 0.5 facilities, with 1.3 additional facilities required by 2023
 Single gymnasia: Current shortfall of 1.5 facilities, with 8.0 additional facilities required by 2023
S
paces ranging from 500 to 2,500 square feet (some could be larger) are needed to meet the requirements of a wide range of
programs and activities provided by the Municipality and others. That does not include a municipal gymnasium which is
recommended below. Whenever possible, create facilities that can be converted into smaller or larger rooms to optimize flexibility
and utility. Latcham Hall should be enhanced to better accommodate the increasing demand for programming offered by the
Department of Leisure and Community Services, and requests from community and social service organizations and groups.
When the Leisure Centre is expanded, a variety of sizes of multi-purpose rooms (with a focus on larger spaces) should be included to
support culture, recreation and library programming, as well as programming and events provided by community and social service
Page 41
organizations. And space should be provided to support community and municipal staff meetings. 6,000 additional square feet of
multi-purpose space is recommended for an expanded Leisure Centre. In addition, Library programming requires the following multipurpose space as detailed in Section 3.13 (in addition to space for reading/working, computer stations, a media lounge, group study,
children’s programming, a teen lounge and an adult lounge/café):




Conference room
Meeting room
Program area
Total
250 square feet
250 square feet
2,000 square feet
2,500 square feet
If a third ice pad is added to the Clippers Sports Complex (as recommended in Section 3.2), one or more multi-purpose rooms
totalling around 500 square feet should be included to support meetings and programs.
Depending on the size, type of floor and ceiling height, multi-purpose rooms would be utilized for a variety of programs for all ages
such as: a child minding service, drop-in and regularly scheduled sports programs for children and adults (e.g., floor-based fitness
programs for all ages; shuffleboard; creative arts programs, walking programs for adults; dance programs; social events and
gatherings, including seasonal and special event dinners and exhibitions; after school programs; educational/information programs and
events, and rentals to community and social services organizations and the commercial sector). If a municipal gymnasium becomes
available, some of these uses would be better accommodated in that type of facility, complemented by multi-purpose space with lower
ceilings for programs suited to that setting (see gymnasium recommendation below). In an expanded Leisure Centre, dedicated space
for a pre-school program and a child minding service should also be provided and operated by the Leisure and Community Services
Department.
In Section 3.12 under arts and culture facilities, it is recommended that the former library building be utilized for an expanded
Latcham Gallery and approximately 6,000 square feet of multi-purpose space to support a variety of programming, including the
visual/creative arts. It is further recommended that when the lease with Care and Share expires in 2013, the Municipality retain and
renovate this building as a leisure facility to accommodate an enhanced Latcham Gallery and to provide much needed multi-purpose
program space for a wide variety of uses.
For the estimated 2023 population of 57,140, 9,642 square feet of additional multi-purpose space would be required by that time,
based on the following calculation.







Existing multi-purpose space
Utilization of the former library building
Expanded Leisure Centre
Expanded Library
Fifth arena facility
Total
Remaining
21,070
6,000
6,000
2,500
500
36,070
9,642 (based on a total requirement of 45,712 square feet)
Page 42
Most of the new multi-purpose space should be provided within or near the urban area, where most of the population will be
concentrated.
It is recommended that the current Provision Guideline be monitored for adequacy as supply improves, the leisure programming role
of the Municipality matures, and the demand by community and social service groups and other providers using municipal facilities
evolves over the next few years.
Gymnasia
As part of the expansion of the Whitchurch-Stouffville Leisure Centre, it is recommended that a gymnasium of 12,000 square feet be
provided that would be available for municipal and community programming, as well as for commercial rentals. The facility should
be designed to be divisible by means of a high quality, highly sound-proof retractable wall. Part of that space allocation would
accommodate an indoor running/walking track, elevated around the gymnasium on the second floor, associated with a fitness facility.
Facility Allocation Policy
As noted earlier, the current municipal allocation policy could be enhanced to more clearly define the types of groups and uses that
typically qualify for use of municipal facilities under classification categories A and B to provide more defensible guidelines to
support staff and Council decisions. The policy should also define desired time limits for rentals (e.g., number of consecutive weeks
for certain uses and groups). In addition, the priority (and rationale) for use and the rental fee structure by type of user (e.g., children,
youth, adults, senior adults), service provider (e.g., Municipality, community service organization, commercial groups) and
resident/non-resident should be defined. Also a facility allocation policy (incorporating process, principles, indoor and outdoor
facilities and timing) should be included. The authority of the Town should also be more clearly defined.
The goal should be to ensure a fair, equitable, transparent and consistent process in the allocation and pricing of municipal facilities
that support the opportunity of leisure.
Page 43
3.6
Older Adult Facilities
T
he supply of older adult facilities is currently in a state of flux. At the end of 2012, the Silver Jubilee Club vacated the Silver
Jubilee Hall in downtown Stouffville. They moved temporarily into Latcham Hall until another suitable facility is found or built.
The group has outgrown Silver Jubilee Hall, which also has accessibility issues. Latcham Hall will provide the Club with more space
and increased parking capacity, and the facility has a kitchen to further enhance their program.
Based on the 2011 population of age 55+ residents in Whitchurch-Stouffville, the current provision level is one older adult facility per
approximately 10,000 age 55+ residents.
With support from the Leisure and Community Services Department, the Silver Jubilee Club offers programs and activities that
include: trips to tourist destinations and facilities in the region (typically seven per year), line dancing, art, luncheons, chair yoga, a
variety of cards and table games, computer training and access to computers, courses in photography, food-related events, and Zumba
gold.
Although the Club provides a good deal of the age 55+ programming that is available in Whitchurch-Stouffville, other programs are
offered by other providers, including municipal aquatic programs (Senior Swim and adapted aquafit). The Leisure and Community
Services Department offers adult programs in which older adults participate such as: yoga, Zumba gold and low intensity group
fitness. Several new programs aimed at older adults with special needs are being offered at the Ballantrae Community Centre in
partnership with Community Living York South (adapted gentle fit for all ages with mobility issues and intellectual delay). Another
new program that captures this age group is the medical prevention initiatives at the fitness centre in the Whitchurch-Stouffville
Leisure Centre, with the Municipality working in consultation with the Newmarket Hospital. These programs are aimed at prevention
and focus on 1:1 consultation for a slow introduction/reintroduction to fitness and healthy living. They are geared to older adults,
cardiac rehabilitation patients, and those with neurological muscular difficulties (stroke, MS, brain injury).
Until recently, a portable building located in Ballantrae Park was used two hours per week by the 14 member Ballantrae seniors club
for cards, checkers and crokinole. That facility has recently been closed. The Club now operates out of the Ballantrae Community
Centre with a once-a-week program and only five members. A private recreation centre is located within the nearby adult-oriented
residential community known as the Ballantrae Golf and Country Club. Most seniors in the area use the facilities within this
recreation centre, which contains an indoor swimming pool, a social room and a fitness room.
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3.6.2 Utilization
T
he membership of the Silver Jubilee Club currently exceeds 400 (100-150 regular participants). Membership in 2007 was
between 250 and 300. The age profile of the club is predominantly 75+. As noted above, membership in the Ballantrae group has
declined to 5 from 14 in 2007.
3.6.3 Planning Context
Community Profile
ased on the 2011 census, the 55-64 age group in Whitchurch-Stouffville totalled 2,330, and the 65+ age group totalled 5,305 for a
total of 9,875 for the 55+ older adult market - an increase of 3,520 since 2006. Most of the growth was with age 65 and older
adults. The 55+ age group in Whitchurch-Stouffville represented 26.2% of total population, just below the 27.3% figure for Ontario
and 27.9% figure for Canada. The proportion of older adults in Whitchurch-Stouffville was considerably higher than in York Region
(23.8%).
B
The 2007 age-specific population projections predicted that by 2011, the 55+ age group will total around 8,670 and represent 25.7% of
the total population. With accelerated population growth, the age 55+ population exceeded those projections. Based on 26.5% of the
estimated mid 2013 population of 42,480, the current population of age 55+ residents would be 11,257.
Population Growth and Change
By 2023, this age group was projected to increase to 15,688 (29.5%) and was projected to reach 17,488 by 2026 (29.5%). Based on
the estimated 2023 population of 57,140 and 29.6%, the age 55+ population would be 16,913. That number will continue to increase
through the 2031 planning horizon. And it is anticipated that the aging of the population will be accelerated by the slowing of
population growth in the later part of the planning horizon - with fewer new and younger residents moving into WhitchurchStouffville and the established population aging in place. Therefore, it is expected that the age 55+ population could represent
approximately 30% of the total population by 2031 (up from 26% in 2011), and that percentage will continue to increase into the mid
30% range, before it begins to decline as the Baby Boom ages through. By 2031, the big Baby Boom generation will be age 66-85.
Market Penetration of Older Adult Groups in Whitchurch-Stouffville
In 2006, the combined membership of the Silver Jubilee and the Ballantrae older adult groups represented 4-5% of the age 55+
population. Based on the 2011 census, the Silver Jubilee Club still represents 4-5% of the age 55+ population. Typically, wellestablished and marketed older adult clubs with adequate facilities attract 15-20% of the age 55+ market. Based on the 2011
population, that would equate to between 1,500 and 2,000 members. And based on that level of market penetration and anticipated
growth in the older adult population, membership by 2016 could be in the order of 2,000-3,000; increasing to 3,000-4,000 by around
2023.
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Trends in Leisure Interests and Best Practices
The older adult market is comprised of a number of submarkets, each with their own range of most popular leisure interests, based on
the generation that each represents. Other sub-markets are influenced by gender; culture; income; physical and mental ability; and
social, leisure and wellness interests. The big Baby Boom generation (currently age 48-67) will increasingly influence the senior adult
population with their characteristics; values; perspectives; and social, leisure and wellness interests.
In future, the Baby Boom generation will become more ethnically diverse, and the population that comprises it will bring a wider
range of leisure interests and a higher level of involvement in and commitment to their most favourite activities. This generation is
more demanding and has higher expectations for services and facilities than any previous senior adult market. They are more
physically active and healthier, and will seek wellness and other opportunities to help extend life. Some will have a greater ability to
pay for their favourite leisure and wellness interests and activities (although some sectors of the older adult market will not be
financially secure). This emerging market of older adults is generally better educated and more globally aware, and has a greater
interest in life-long learning, a stronger ecological and environmental ethic, is self-motivated, and more likely to be looking for
personal and spiritual fulfillment. Many are more likely to continue working, even if part time, and may be less likely to offer as
much of their spare time for volunteering as previous generations of older adults. They will be more independent, technologically
savvy and mobile. All of this is in comparison to the ‘traditional’ seniors who are the parents of the Baby Boomers and have been the
principle customers of our seniors’ centres and programs for many years. Marketing professionals have branded the new, younger
aging adult as ‘Boomers with zip’ or ‘Zoomers’.
The last of the Baby Boom generation will age out of the older adult market in 40-50 years, depending on longevity. The percentage
of older adults will continue to increase after 2031, but more slowly.
A third principle sub-market will be the increasing number of frail elderly people as life expectancy increases and the Baby Boom
generation reaches that phase of the life cycle. The age 85+ population is projected by Statistics Canada to triple in size by 2056.
A Transition is Underway ... What is expected to happen is that most of the current range of leisure interests of traditional older
adults will be retained for a decade or more as the current market of older seniors age out of significant involvement in leisure
activities. Increasingly, these traditional interests will be augmented by a new set of interests and level of participation – influenced
by the Baby Boom generation. The youngest of the age 50+ adults will be more interested in fitness and wellness, health promotion,
active recreation pursuits, the out-of-doors and the natural environment, life-long learning, all aspects of the arts, the digital world, and
trips and travel.
For more detail on leisure trends and best practices, refer to Appendix B.
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Location and Facility Parameters
Since most of the population of Whitchurch-Stouffville will be located within urban Stouffville, a suitable older adult-serving facility
should be located within the urban area, and it will need to be able to accommodate an increasing number of customers. Therefore, a
suitable facility is currently required in urban Stouffville to support older adult recreational, social and related activities. Such a
facility would have the potential to at least double and likely triple the Silver Jubilee Club membership in the near future. Ideally, this
facility should be located within the same building as other leisure facilities that would support a significantly expanded program for
older adults (fitness, aquatics, gym-based programs and events, a cafe and possible a noon-hour meal program, socializing, and other
learning and active and passive programming).
With the recently opened community programming facility at the expanded museum in Vandorf, an older adult club could be
encouraged to form in that community. Hopefully, a stronger and larger seniors group can become established in Ballantrae and
utilize the Ballantrae Community Centre for a wider range of activities.
T
he 2008 Leisure Facilities Strategy recommended a Provision Guideline of one older adult facility per 12,000 age 55+ residents.
At the time, that was based on the existence of two older adult facilities, and the potential for one principle urban facility and one
or more supportive rural facilities catering to older adults.
However, if the provision strategy is to provide one principle facility within urban Stouffville and to encourage the formation of one or
more rural clubs that would utilize community-based recreation facilities within the rural area, the Provision Guideline could be
amended to one principle facility serving older adults per municipality. A capture rate of 10% of age 55+ residents would produce a
user base of about 1,700 members for an older adult centre by around 2023. If the capture rate was 20%, the user base would be about
3,400.
Based on the current Provision Guideline of one older adult facility per 12,000 age 55+ residents, there would be a slight current
surplus of facilities. However, given the small size and temporary nature of the Latcham Hall facility, supply is actually in deficit.
By 2023 and an estimated age 55+ population of about 17,000, and using the current provision guideline, 1.4 municipal facilities that
serve older adults would be required.
However, based on the revised Provision Guideline of one principle older adult facility per municipality, only one facility would be
required. This Provision Guideline would have to be monitored if demand for this type of facility is higher than expected. A
membership at one centre of 4,000 is probably the upper limit, depending on the size and scope of the facility.
Page 47
I
n recognition of the evolving interests and perspectives of older adults (and soon-to-be older adults), as well as the trend toward
more extensive multi-purpose community facilities, and greater emphasis on providing leisure services for adults of all ages, it is
recommended that no more stand-alone ‘seniors-only’ facilities be provided in Whitchurch-Stouffville.
Instead, it is recommended that a municipal older adult ‘centre’ or ‘gathering place’ be integrated as a significant and identifiable
component of a larger multi-purpose community complex. The older adult component should include some spaces that are utilized
exclusively or almost exclusively by this age group and comprise facilities such as: an entrance/lobby/front desk area, administrative
offices, a lounge and other informal social spaces throughout the facility, a games room, a creative arts workshop room, a
health/wellness/first aide/quiet room, an all-day cafe with the potential to expand into adjacent informal space to accommodate a
noon-hour meal program (if demand warrants), and a kitchen to support the cafe and dining functions. If a municipal role is defined, a
formal Adult Day Program facility could also be included. In this scenario, there would be direct access to facilities such as a library,
multipurpose program rooms, a gymnasium/auditorium, a fitness centre, and an aquatic facility, all of which can be programmed to
meet the specialized needs of this age group. The ‘seniors-only’ component is intended to create the social atmosphere and sense of
belonging, comfort and security that is sought by the portion of the older market that desires this type of environment and
programming. In multipurpose community centres, a good deal of the older adult programming can be accommodated during the
weekday daytime hours when these centres are typically used less by other age groups.
It is estimated that in the order of 12,000 square feet of space be allocated to accommodate the above defined ‘dedicated’ space,
depending on what else is in the multi-use Leisure Centre that older adults would share. That would not include space to
accommodate a formal Adult Day Program facility.
In this provision model, older adults have many options, all located in one multi-use recreation complex. On one hand, interested
older adults can benefit from the attributes of belonging to a seniors organization and using associated facilities, and having access to
types of facilities (and programming) not typically found in seniors centres (e.g., aquatic and fitness facilities). On the other hand,
older adults can choose to participate in a very wide variety of adult-oriented programs, activities and events offered by the Town and
others without having to belong to a senior’s organization. It is anticipated that 80-90% of older adults will seek social, recreational
and wellness programming and facilities that are not associated with an older adult club or facility, and will be attracted to a wide
variety of adult-oriented opportunities in the public, non-profit and commercial sectors. The pattern has been that interest in seniors
clubs and associated facilities and programming increases with age.
Specific recommendations:
 The Ballantrae Club should be encouraged to expand in number of participants and continue to utilize the Ballantrae Community
Centre to support programs and activities of interest. They should also be encouraged to participate in the principle older adult
facility proposed for urban Stouffville.
Page 48
 Encourage the formation of an older adult club in Vandorf, and accommodate as many of their needs as possible in the new
community facilities that are located in the recently expanded Whitchurch-Stouffville Museum and Community Centre. They
should also be encouraged to participate in the principle older adult facility proposed for urban Stouffville.
 Provide approximately 12,000 square feet of dedicated older adult space at an expanded Whitchurch-Stouffville Leisure Centre.
Extensive consultation with Jubilee Club members and other mid-age and older adults in the community will be required to define
current and predict future interests and facility requireements. From the experience of other successful older adult centres,
consideration should be given to the following types of components for the older adult ‘wing’: an entrance/lobby/front desk area,
administrative offices, a lounge and other informal social spaces throughout the facility, a games room, a creative arts workshop
room, a health/wellness/first aide/quiet room, an all-day cafe with the potential to expand into adjacent informal space to
accommodate a noon-hour meal program (if demand warrants), and a kitchen to support the cafe and dining functions. The 12,000
square feet of space noted above would not include a formal Adult Day Program to be provided if there is sufficient demand and a
role is defined for the Municipality. Other facilities within the leisure centre such as the fitness centre, walking track, the aquatic
centre, the library, multi-use rooms, and a gymnasium/auditorium can be utilized for weekday day-time and evening programming
that is designed for and marketed to adults and older adults to complement the activities that are accommodated within the spaces
that are allocated primarily to older adults. These older adult facilities are high priority and required as soon as can be afforded,
and in association with the proposed expansion of the Leisure Centre. This facility should meet the needs of an expanding older
adult population to 2023 and beyond.
Page 49
3.7
Ball Diamonds
B
all diamonds are provided by the Municipality and the public school board in parks and at elementary schools. There are four
Junior or Five-Pitch diamonds and five full-size Senior lit softball diamonds. Two of the Senior lit diamonds that were located in
Memorial Park were rebuilt at Bethesda Park in 2010. Diamond #1 in Memorial Park was totally refurbished, including new covered
bleachers. One Senior lit diamond is located in each of Vandorf and Ballantrae Parks. Two of the Junior/Five-Pitch diamonds are
located in Thicketwood and Rupert Parks and the other two diamonds are at elementary schools, all within urban Stouffville. Refer to
Figure 4 for more detail.
Inventory and Utilization of Ball Diamonds, Town of Whitchurch-Stouffville, 2013
Ball Diamond Categories
Senior Lit Softball
1 at Memorial Park
2 at Bethesda Park
1 at Ballantrae Park
1 at Vandorf Park





Junior/Five Pitch
1 at Thicketwood Park
1 at Rupert Park
1 at Oscar Peterson Elem. School
1 at Glad Park Elem. School



Utilization (2012)
18 wk. season with two time slots/night, per diamond
Used by youth (age 9-20) and adults (age 21-40)
Memorial Park diamond utilized at capacity Monday-Thursday + all or part
of 12 Saturdays and 14 Sundays (60%)
Bethesda Park diamonds utilized at capacity Monday-Friday for regular play
and 75% on weekends for tournaments
Ballantrae Park diamond utilized 75% Monday-Thursday with no weekend
use
Vandorf Park diamond has no regularly scheduled use due to remote location
Diamonds utilized regularly at near capacity Monday–Thursday and 50-60%
on Saturdays and Sundays during the baseball season
Used by 5-8 year olds
Figure 4
Notes
 The diamond in Memorial Park has
been totally refurbished, including new
viewing bleachers.
 The diamonds at Bethesda Park are
new (2010).
 All diamonds are in adequate condition
for the level of play.
 Glad Park school diamond refurbished.
 Oscar Peterson school diamond is new.
Current Level of Provision
Since the diamond in Vandorf Park is considered by user groups to be too remote for scheduled use, only four of the Senior lit
diamonds have been included in the calculation of current provision level. The current provision level is based on the estimated
number of residents in the age category that utilizes each level of diamond, based on the 2011 census and the June, 2013 estimated
population of 42,480.
 Senior Lit Diamonds: 1:3,839 9-40 year olds (2011 census population of 37,628); and 1:4,334 9-40 year olds (June, 2013
estimated population of 42,480)
 Junior/Five Pitch Diamonds: 1:355 5-8 year olds (2011 census population of 37,628); and 1:400 5-8 year olds (June, 2013
Page 50
Junior Diamonds are not evenly distributed. Three of the four scheduled diamonds are located in the western half of urban Stouffville.
Only the Thicketwood Park diamond is located in the eastern half of the urban area.
3.7.2 Utilization
S
ince 2007, overall and per capita use of ball diamonds has increased, due to growth in the population and improved organization of
ball programs at the community level. Since 2007, the number of very young ball players (age 4-8) has increased from 112 to 293
in softball and baseball, putting increased pressure on Five-Pitch/Junior diamonds. The number of softball and baseball players
utilizing Senior diamonds increased from 580 in 2007 to 730 in 2012, putting pressure on Senior diamonds. A contributing factor has
been the formation of the Stouffville Baseball Association with 231 members. See Figure 5. And since the number of ball diamonds
at each level has not changed, utilization levels have increased – illustrated by the following statistics.
 Memorial and Bethesda Park Senior lit diamonds: In 2007, the three Senior diamonds in Memorial Park were utilized at an
overall rate of 75% Monday to Thursday. By 2012, the remaining diamond at Memorial Park was utilized at near capacity
Monday to Thursday and at about 60% on weekends for tournaments. The two new diamonds at Bethesda Park were utilized at
near capacity Monday to Friday and at 75% capacity on weekends for tournaments.
 Ballantrae Park Senior lit diamond: In 2007, this diamond was utilized at 24% capacity Monday to Thursday, with no weekend
use. Although there is still no weekend use, Monday to Thursday use has increased to 75% capacity.
 Vandorf Park Senior lit diamond: There continues to be no scheduled use of this facility, due to its remote location.
 Junior/Five-Pitch diamonds: In 2007, only the two diamonds located in parks were regularly used and only at about 70%
capacity Monday to Thursday evenings. By 2012, all four available diamonds were regularly used at near capacity Monday to
Thursday evenings.
For most sports, participation declines with age. Although there has been a dip in the youth category, overall participation in ball is
highest for adults in Whitchurch-Stouffville.
Registrants in Softball and Baseball, Town of Whitchurch-Stouffville, 2012
Ball Groups
Whitchurch-Stouffville Softball Association
Stouffville Baseball Association
Stouffville Menno’s Baseball
Sunday Night Mixed League Slo-pitch Baseball
Monday Night Men’s Slo-Pitch Baseball
Monday Night Ladies Slo-Pitch Baseball
Tuesday Night Ladies Slo-Pitch Baseball
Totals
Figure 5
Children
259
143
Youth
105
58
402
163
Page 51
Adult
6
30
13
179
141
38
51
445
Total
370
231
13
179
141
38
51
1,023
Unexpected Changes in Demand for 2013
The newly formed Stouffville Baseball Association unexpectedly announced in early 2013 that they were moving most of their
program to other facilities outside of Whitchurch-Stouffville. Of their 231 registered members in 2012, only about 50 will be using
Whitchurch-Stouffville facilities in 2013. In 2012, the Association used the following facilities:
 Oscar Peterson Elementary School Junior diamond – Wednesday night
 Thicketwood Park Junior diamond – Monday nights
 Glad Park Junior diamond - Monday and Tuesday nights
 Memorial Park Senior lit diamond – Wednesday night early time slot
 Bethesda Park Senior lit diamond #1 – Wednesday and Thursday nights, late time slot and Friday night early time slot
 Bethesda Park Senior lit diamond #2 – Tuesday and Thursday late time slot, and Friday early time slot
 Ballantrae Senior lit diamond - Tuesday, Wednesday and Thursday early time slot, and Wednesday late time slot
For 2013, they will only require the following:
 Memorial Park Senior lit diamond – Wednesday night, early time slot
 Bethesda Park Senior lit diamond #1 – Wednesday and Thursday nights, late time slot
Also, the Stouffville Menno’s (men’s) Baseball Club will not be using the Bethesda Park Senior lit diamond #1 on their usual
Thursday night, late time slot.
Collectively, this will have the following consequences for 2013.
Use of the Four Scheduled Junior Diamonds
 Registration for 5-8 year olds could drop from 402 to 309 (down 93 or 23%).
 Utilization could decline by 4 out of 16 available time slots or the equivalent of one diamond used Monday to Thursday evenings.
Use of the Four Scheduled Senior Diamonds
 Registration could decline from 608 youth and adults to 507 (down 101 or 16.6%)
 Utilization could decline by 9 out of 40 available time slots, Monday to Friday. 34 time slots were used in 2012. Therefore,
utilization could decline from 34 to 25 or 26.5%. That will equate to 62.5% utilization Monday to Friday.
What may happen is that the remaining groups could consolidate their schedule into Monday to Thursday and focus on the facilities in
Memorial and Bethesda parks. With 32 time slots available at four diamonds, utilization would be at 78%, Monday to Thursday.
Some of the groups may rent a bit more time, now that good times are available, and there may be some growth in registration in 2013
with the remaining groups, due to population growth.
Page 52
Even reverting back to a four night/week schedule for regular play, expected demand for 2013 will result in the equivalent at least one
surplus Senior lit diamond. At five night/week schedule, 2.5 diamonds will be needed to meet expected 2013 use, resulting in a
surplus of 1.5 Senior lit diamonds.
S
ince the current provision level and the recommended provision guidelines are both based on the market segment or age group that
are the principle users of each category of ball diamond, those age categories must be estimated for the current population as well
as to the projected 2023 population. See below for future estimates, which have been adapted from the 2007 age-specific population
projections produced by John Kettle for the 2008 Leisure Facilities Strategy. An update and extension of those projections beyond
2026, based on the 2011 census was not produced for this Update document.
Estimated age 5-8 and age 9-40 population, based on the projected 2023 population of 57,140
 Age 5-8: 2,628 (4.6% of the total population)
 Age 9-40: 25,427 (44.5% of the total population)
Demand for ball has been declining across Canada in recent years, influenced mostly by declining numbers of children and youth in
most communities, an increasing number of new immigrants with below average interest in participating in community ball programs,
and increasing competition from soccer. However, in Whitchurch-Stouffville, the proportion of children and young adults is above
average, due to the rapidly growing population. This is providing a growing pool of potential ball players. In addition, there has
recently been strong interest from some of the new residents to strengthen local ball organizations, grow the sport and increase the
market share of children, youth and young adults participating in ball. This increased demand has developed since the 2008 Leisure
Facilities Strategy. For adults registered in ball, the participation rate in 2012 was unchanged from 2007 at 4.3% which translated into
an increase in number from 187 to 228 – due to the increase in the total population. In 2007, registration in child and youth ball
totalled 396 (including rep teams). Beginning in 2008, registration by children and youth declined each year until bottoming out at
300 in 2011. However, registration increased in 2012 to 370. And youth baseball was introduced in 2012 with 231 registered.
However, even though this increased demand was generated by a local ball association, as noted above, they have chosen to take most
of their program to other facilities for at least the 2013 season. And it is unknown if they will return to Whitchurch-Stouffville
facilities in future. This uncertainty makes facility planning challenging. However, the Municipality should not maintain an oversupply of facilities to allow for a possible return of ball organizations.
Page 53
T
he 2008 Leisure Facilities Strategy recommended the following Provision Guidelines, based on the levels of use and facilities that
were regularly used at that time:
 Senior Lit Diamonds: 1 per 5,000 9-40 years olds
 Junior/Five-Pitch Diamonds: 1 per 925 5-8 year olds (based on the two regularly used diamonds located in parks only)
By 2012, use levels had increased while supply had not increased in number, although it had in quality. The increased level of use of
Junior and Senior diamonds experienced by 2012 would have resulted in a recommendation to adjust provision levels. However, with
the withdrawal of most of the Stouffville Baseball Association program and the Stouffville Menno’s Baseball program for 2013, the
only adjustment to be recommended will be for Junior diamonds, since four facilities are now incorporated into the analysis.
Senior Lit Diamonds
Based on the recent reduction in demand, it is anticipated that for 2013, the four regularly scheduled diamonds will be utilized at
between 63% and 78% of capacity during the ball season - based on a four or five night per week schedule. That would equate to a
surplus of between 1 and 1.5 diamonds, depending on the schedule.
The current Provision Guideline of 1 Senior lit diamond per 5,000 9-40 year olds would result in a requirement of 3.1 Senior lit
diamonds for the 2011 census population of 15,355 9-40 year olds, and 3.5 diamonds for the estimated mid 2013 population of 17,488
9-40 year olds. Based on 4 regularly-scheduled diamonds, that would produce a current surplus of 0.9 to 0.5 facilities.
Based on this Provision Guideline, one additional Senior lit ball diamond (for a total of five and not including the facility in Vandorf
Park) will be required by 2023 (estimate of 25,427 9-40 year olds).
Junior/Five-Pitch Diamonds
Four Junior/Five-Pitch diamonds are now in regular use (only the two diamonds that were located in parks were regularly used in
2007) and, based on expected adjusted 2013 utilization, the four diamonds will be used at about 75% capacity, based on a four night
per week schedule. That equates to a surplus of one diamond.
A Provision Guideline of 1 Junior diamond per 500 5-8 year olds would equate to a requirement of 2.84 diamonds for a 2011
population of 1,420 5-8 year olds, and 3.2 diamonds for the estimated mid 2013 population of 1,600 5-8 year olds. Based on 4
diamonds, that would produce a current surplus of 1.2 to 0.8 facilities.
Based on this recommended Provision Guideline, 1 additional diamond (for a total of 5) will be required by 2023 (estimate of 2,628 58 year olds).
Page 54
Senior Lit Diamonds
Based on the recommended Provision Guideline, one additional Senior lit diamond will be required by 2023. The following is
recommended:
 Complete the third lit Senior diamond in Bethesda Park by 2021-2023
Junior/Five-Pitch Diamonds
Based on the recommended Provision Guideline, one additional Junior diamond will be required by 2023. Suitably sized
neighbourhood parks should be identified as locations for all future Junior ball diamonds. Given the current distribution of facilities
which favours the western half of urban Stouffville, it is recommended that the fifth ball diamond be located in a park within the
eastern half of the urban area.
Page 55
3.8
Playing Fields (including Cricket)
O
utdoor soccer fields are supplied and maintained by a variety of providers as noted in Figure 6. Soccer fields are currently
provided in four categories: Full-size/Senior, Small Mini, Large Mini and Micro. Three of the Full-size/Senior fields are lighted.
The community soccer program is operated by the Whitchurch-Stouffville Soccer Club (WSSC). A temporary unlit cricket pitch has
recently been provided at Bethesda Park in the location of one of the future Senior soccer fields.
Full-size/Senior Fields
There are six Full-size/Senior playing fields in Whitchurch-Stouffville, with three owned by the Municipality. Two unlit fields are
located at the new Stouffville District Secondary School. Due to heavy school use and the lower maintenance standards of the public
school board, there are no current plans to utilize these fields for community soccer. The remaining unlit field is considered as
temporary since it is located at the former Stouffville District Secondary School site which is currently owned by the Ontario Realty
Corporation and is for sale. This field slopes and is an odd size at 58.5 x 99 metres (recommended Full-size/Senior field should be 60
x 110 metres). Two of the municipal fields are adjacent to the Stouffville Arena and at 75 x 110 metres, are wider than required for
soccer. Both of these fields were rejuvenated and irrigated in 2010. The third municipal field is lighted and was constructed at
Bethesda Park in 2010. An area has been graded and temporarily seeded at Bethesda Park for two additional Full-size/Senior fields to
be completed and lit as demand warrants. One of these fields is currently configured as a temporary unlit cricket pitch. The current
inventory of Full-size/Senior fields represents an increase of one lit facility since 2007.
Based on adequate size and quality, and availability for community use, only the three lit municipal fields and the temporary unlit
soccer field located at the former Stouffville District Secondary School are considered in the determination of current provision level.
This equates to 3.5 lit fields. It must be noted that the field located at the former Stouffville District Secondary School will be lost at
some time in the future, and thus will have to be replaced to maintain the current provision level.
Large Mini Fields
There are six unlit Large Mini soccer fields located in Whitchurch-Stouffville, four at Bethesda Park and two at Ballantrae Park. The
fields at Bethesda Park became available in 2010. The fields at Ballantrae Park are of excellent quality and irrigated, and due to their
slightly larger size, are ideal for youth soccer (age 12-15). Given that the Ballantrae fields are too small for adult play, there is no
need to light them. The current inventory of Large Mini soccer fields represents an increase of four fields since 2007.
Small Mini Fields
There are six Small Mini fields located at Bruce=s Mill Conservation Area. The fields are maintained by the Conservation Authority
and leased to the Town on an annual year-by-year basis. With field dimensions at 35 x 86 metres, these fields are too narrow and too
Page 56
long to match the recommended dimensions of 40 x 60 metres for Small Mini fields (for age 8-9 players) and 50 x 75 metres for age
10-11 players (Large Mini fields). So, for the younger age group, two games have to be played cross-ways on these fields creating six
40 x 60 metre Small Mini fields. For the 10-11 age group, only three games can be played at 50x75 metres, creating three Large Mini
Fields. Three of the fields are located on uneven ground and all of the facilities are of marginal quality. The number of reasonably
adequate Small Mini soccer fields available for community use has not increased since 2007.
There are soccer fields located at elementary schools, but due to their small and varied sizes, and sub-par quality, they are no longer
used by the community soccer program, even for practices.
Micro Fields
The six 20 x 30 metre Micro fields are located at the Teva industrial site in urban Stouffville and utilized by 4-7 year olds. The
facilities are of poor quality with uneven turf. The number of reasonably adequate Micro soccer fields available for community use
has not increased since 2007.
Future Fields
Plans are in place for the following soccer fields to become available in the near and medium term future at the following sites:
 Two lit Full-size/Senior fields at Bethesda Park
 Five Small Mini fields at the new Operation Centre (2015 - available for the 2016 season)
 Two Micro fields at the new Operation Centre (2015 - available for the 2016 season)
The new Operations Centre is located at Bethesda Road and Highway 48.
Current Level of Provision
Since they are not used for the community soccer program, the two unlit Senior soccer fields located at the new SDSS are not included
in the calculation of the current provision level. For the calculations, the two fields at Ballantrae Park are classified as Large Mini
fields, and the fields at Bruce’s Mills Conservation Area are counted as six Small Mini fields. However, due to the short term use
agreements and land ownership, the six Small Mini fields at Bruce’s Mills Conservation Area, and the six Micro soccer fields at the
Teva industrial site are considered ‘temporary’, as is the unlit practice field at the former SDSS site.
The current provision level is based on the estimated number of residents in the age category that utilizes each level of field, and is
also based on the 2011 census population and the June, 2013 estimated population of 42,480.
 Full-size/Senior Fields: 1:6,236 12-54 year olds (2011 census population of 37,628); and 1:7,039 12-54 year olds (June, 2013
 Large Mini Fields: 1:150 10-11 year olds (2011 census population of 37,628); and 1:170 10-11 year olds (June, 2013 estimated
population of 42,480)
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 Small Mini Fields: 1:158 8-9 year olds (2011 census population of 37,628); and 1:177 8-9 year olds (June, 2013 estimated
 Micro Fields: 1:348 4-7 year olds (2011 census population of 37,628); and 1:389 4-7 year olds (June, 2013 estimated population
of 42,480)
Inventory and Utilization of Soccer Fields, Town of Whitchurch-Stouffville, 2013
Field
Category
Full-Size/
Senior
Large
Mini
Small Mini
Micro
Figure 6
Dimensions
Quantity and Provider
 Two lit fields adjacent to Stouffville
Arena
 One lit field at Bethesda Park
 One unlit field at SDSS (York Region
Public School Bd.)
 One practice field + ¼ mile track at
SDSS (YRDSB)
 One under-size practice field at former
SDSS site (Ontario Realty Corp.)
 Four fields at Bethesda Park
 Two fields at Ballantrae Park (slightly
longer than typical Large Mini fields)
 Six odd-size fields at Bruce’s Mill
Conservation Area (are configured into
three large mini fields for use by 10-11
year olds)
 Six temporary fields at Teva Industrial
site
Metres
75 x 100
Feet
250 x 376
70 x 110
75 x 110
Utilization
Notes
233 x 367
250 x 367
 Permitted 100% Sun. – Thurs. in both
time slots & Fridays for late time slots
 Permitted Mon. – Fri. 100%
 School use only
 Upgraded in 2010 with new
turf & irrigated
 New in 2010, irrigated
 Maintained by YRDSB
60 x 110
200 x 367
 School use only
 Maintained by YRDSB
58.5 x 99
195 x 330
 Permitted 100% for practice by WSSC
50 x 75
50 x 90
167 x 250
167 x 300
 Permitted Mon. – Thurs. 100%
35 x 86
117 x 287
 Maintained by Town, will be
lost when site is developed
 New in 2010, not irrigated
 Excellent condition, irrigated,
ideal for youth
 Space leased from &
maintained by TRCA; three
fields are on uneven ground.
20 x 30
67 x 100
 Agreement to temporarily use
industrial site; turf is uneven
and of poor quality
Additional Notes:
 WSSC refers to Whitchurch-Stouffville Soccer Club
 TRCA refers to Toronto Region Conservation Authority
 SDSS refers to Stouffville District Secondary School
 YRDSB refers to York Region District Public School Board
 All but the Full-size/Senior fields are not scheduled for regular play on Friday nights and weekends, although there is some weekend use for tournaments.
3.8.2 Utilization
S
ince the inventory of facilities has only increased for Full-size/Senior fields and the population increased by 54.3% between 2006
and 2011, it is not surprising that the level of utilization of all categories of playing fields has increased. For the available Fullsize/Senior fields, regularly scheduled use has extended into Friday evenings for adults and all day on Sundays. For the other levels of
available fields, regularly scheduled use is at capacity Monday to Thursday evenings. For child and youth programs, the soccer club
Page 58
does not want to schedule regular play on Friday evenings and weekends, although some tournament activity takes place on weekends
for these age groups. The majority of weekend use of the Senior fields is by adults.
S
ince the current provision level and the recommended Provision Guidelines are based on the market segment or age group that are
the principle users of each category of soccer field, the number of people in each of those age categories has been estimated for the
current population as well as the projected 2023 population. See below for future estimates, which have been adapted from the 2007
age-specific population projections produced by John Kettle for the 2008 Leisure Facilities Strategy. An update and extension to 2031
of those projections, based on the 2011 census was not produced for this update document.
Estimated age 4-7, 8-9, 10-11 and 12-54 population, based on the projected 2023 population of 57,140
 Age 4-7:
2,686 (4.7% of the total population)
 Age 8-9:
 Age 10-11:
 Age 12-54:
After a rapid increase over the past twenty years, demand for soccer is now generally steady across Canada, even with declining
numbers of children and youth in most communities, but increasing numbers of young adults are participating (influenced by the aging
of the Echo generation into their young adult years). In Whitchurch-Stouffville, the proportion of children and young adults is above
average, due to the rapidly growing population and in-migration of young families. And the demand from children, youth and young
adults is being augmented by an increasingly ethno-cultural population and a strong community soccer organization and program.
This is providing an increasing pool of potential soccer players in all age groups, but especially the 4-7 age group. Since 2007,
registration in soccer has increased for all age groups. Registration in child and youth soccer has increased from 862 in 2007 to 1,344
in 2012. For adults, registration increased from 187 in 2007 to 228 in 2012.
With the increasing ethno-cultural population, demand for cricket has begun to emerge to the point where a local group has formed
and has asked for a cricket pitch to test demand and promote the sport. The Municipality responded by providing a temporary facility
in Bethesda Park within the footprint of one of the future Senior soccer fields. In 2012, 15 adults were registered in cricket and
playing at the Bethesda Park facility, with 12 being non-residents.
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3.8.4 Recommended Provision Guideline and Required Facilities
T
he 2008 Leisure Facilities Strategy recommended the following Provision Guidelines, based on the levels of use at that time:




Full-size/Senior Lit Fields: 1 per 5,000 12-54 years olds
Large Mini Fields: 1 per 235 10-11 year olds
Small Mini Fields: 1 per 100 8-9 year olds
Micro Fields: 1 per 200 4-7 year olds
Registration and use levels have increased while supply has only increased for Full-size/Senior lit fields (one pitch) and Large Mini
fields (four pitches). This has resulted in the following shortfalls and surpluses, based on the facilities that are included in the
calculation, the 2011 census population and the recommended 2008 Provision Guidelines:
 Full-size/Senior Fields (based on the equivalent of 3.5 lit fields): shortfall of 0.9 fields (the shortfall increases to 1.4 lit fields if the
temporary unlit field is not included)
 Large Mini Fields (based on six fields): surplus of 2.2 fields (see below for analysis)
 Small Mini Fields (based on six temporary fields): shortfall of 3.5 fields (the shortfall increases to 9.5 fields if the temporary fields
are not included)
 Micro Fields (based on six temporary fields): shortfall of 4.4 fields (the shortfall increases to 10.5 fields if the temporary fields are
not included)
Full-size/Senior Fields
With the three municipal lit Senior fields currently utilized at levels that exceed the use recorded in 2007 (current regular use is fully
utilizing the early and late time slots Sunday to Thursday and extending to Friday evenings for adults during the soccer season), and
with the temporary former unlit secondary school field fully utilized for practice Monday to Friday, the current provision level should
be used as the basis to evaluate the Provision Guideline recommended in the 2008 Strategy. For the purpose of the calculation, the
three lit and one unlit fields equate to 3.5 lit fields. The current Provision Guideline indicates a shortfall of 0.9 – 1.4 lit fields (using
the 2011 census and mid 2013 estimated populations), which based on current utilization appears to be a little high, assuming that the
current level of use is considered acceptable. Therefore, it is recommended that the Provision Guideline be reduced slightly to one lit
Senior field to 6,000 12-54 year olds. That would suggest a shortfall of 0.1 to 0.6, based on the 2011 census and mid 2013 estimated
populations.
Due to the uncertain future of the temporary unlit practice field at the former SDSS site, ‘future needs’ calculations should not account
for this facility. If that were the case, and based on the revised Provision Guideline, the current shortfall would increase to between
0.6 and 1.2, based on the 2011 census and mid 2013 estimated populations.
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Based on the current Provision Guideline of 1 Full-size/Senior lit field per 5,000 12-54 year olds and accounting for only 3 lit
fields, 3.5 additional lit fields would be required by 2023.
Based on the recommended revised Provision Guideline of 1 Full-size/Senior lit field per 6,000 12-54 year olds and accounting
for only 3 lit fields, 2.4 additional lit fields will be required by 2023.
Large Mini Fields
Based on the current full utilization of Large Mini fields on Monday to Thursday evenings during the soccer season, the Provision
Guideline should be closer to the provision level of one facility per 150 10-11 year olds. The Provision Guideline should not indicate
a surplus of facilities, based on current supply and utilization. Therefore, it is recommended that the Provision Guideline for Large
Mini fields be adjusted to one facility per 165 10-11 year olds. Although supply will increase under this guideline, the soccer club is
encouraged to extend scheduled use on this category of field beyond Monday to Thursday evenings.
Based on the current Provision Guideline of 1 Large Mini field per 235 10-11 year olds and accounting for 6 fields, a surplus of
0.9 fields would exist by 2023.
Based on the recommended revised Provision Guideline of 1 Large Mini field per 165 10-11 year olds and accounting for 6 fields,
the 1.3 additional fields will be required by 2023.
Small Mini Fields
Based on the current full utilization of Small Mini fields on Monday to Thursday evenings during the soccer season, the Provision
Guideline of one facility per 100 10-11 year olds remains adequate, since the current provision level is one field per 158 8-9 year olds
and excess demand exists. The current Provision Guideline indicates a requirement for 3.5 additional fields to meet current needs,
accounting for the six substandard temporary facilities and based on the 2011 census population. As noted earlier, given the
temporary nature of the existing fields, they should not be included in the calculation of future requirements.
Based on the current and recommended Provision Guideline of 1 Small Mini field per 100 8-9 year olds and not including the 6
temporary fields, 12.6 additional fields will be required by 2023.
Micro Fields
Based on the current full utilization of Micro fields on Monday to Thursday evenings during the soccer season, the Provision
Guideline of one field per 200 4-7 year olds remains adequate, since the current provision level is one field per 348 4-7 year olds and
excess demand exists. The current Provision Guideline indicates a requirement for 4.4 additional fields to meet current needs,
accounting for the six substandard temporary facilities and based on the 2011 census population. As noted earlier, given the
temporary nature of the existing fields, they should not be included in the calculation of future requirements.
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Based on the current and recommended Provision Guideline of 1 Micro field per 200 4-7 year olds and not including the 6
temporary fields, 13.2 additional fields will be required by 2023.
Cricket Facilities
Interest in Cricket is beginning to surface in Whitchurch-Stouffville. A local group has formed with the goal of eventually forming a
club. Currently, there are 15 regular members of this group, with only three being Whitchurch-Stouffville residents. Recently, the
Town provided a temporary cricket pitch in Bethesda Park, located in the space where a Senior lit soccer is planned to be located. As
noted below, this soccer field is scheduled to be completed sometime after 2018, depending on growth in demand.
Since local interest in cricket is so new, it is not yet possible to determine current or predict future demand. Therefore, it is premature
to recommend a Provision Guideline for cricket pitches.
Full-size/Senior Lit Fields
Additional Full-size/Senior lit fields will be required by the following approximate dates. Two additional facilities are included in the
current plan for Bethesda Park and the foot print for each field has been graded and temporarily seeded. However, a temporary cricket
pitch is located on one of those footprints. A site for a permanent cricket pitch would have to be found.
 2014/15 – Bethesda Park (assuming that the temporary unlit SDSS field is out of service by that time)
 2018/19 – Bethesda Park
It is also recommended that the Municipality consider a partnership with one of the school boards to provide a lit artificial turf fullsize field at one or more of the existing or future secondary schools. This is an arrangement that is gaining momentum since the
timing for school and community use seldom conflict for playing fields, and artificial turf facilities can support use by a variety of
sports for a longer period each year and use can be extended into the spring and fall seasons. If such an arrangement is realized, one
or two of the future fields identified for Bethesda Park would not be required, unless the population significantly exceeds the projected
2023 population of 57,140. However, it should be kept in mind that to support tournaments, three Senior lit fields in one location is an
ideal arrangement.
Large Mini Fields
One additional Large Mini field will be required by around 2019 (around when the population of 10-11 year olds is expected to reach
1,150). The ideal location would be Bethesda Park.
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Small Mini Fields
12 additional Small Mini fields will be required by the following approximate dates and at the locations noted. A specific location for
some of these required facilities is to be determined. Creating a cluster of Small Mini fields in one location is ideal.
 Six fields to replace the temporary facilities at Bruce’s Mills Conservation Area (a current need) – five of these facilities are
identified to be built at the new Operations Centre in 2015 (available for the 2016 season). A site for the sixth field is to be
determined.
 Four additional fields by around 2015 - a site for these facilities is to be determined.
 Two additional fields by around 2021 - a site for these facilities is to be determined.
Micro Fields
13 additional Small Mini Fields will be required by the following approximate dates and at the locations noted.
 Six fields to replace the temporary facilities at the Teva industrial site (a current need) – two of these facilities are identified to be
built at the new Operations Centre in 2015 (available for the 2016 season). A site for the remaining four fields is to be determined.
 Four additional fields by around 2015 - a site for these facilities is to be determined.
 Three additional fields by around 2021 - a site for these facilities is to be determined.
Cricket Pitches
It is recommended that local demand for Cricket continue to be monitored over the next few years and once a well defined pattern of
use is established, a Provision Guideline can be recommended.
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3.9
Indoor Soccer/Field House Facilities
C
urrently, there are no indoor soccer facilities in Whitchurch-Stouffville. The Whitchurch-Stouffville Soccer Club offers a limited
indoor program using school gymnasia and an unknown number of local residents regularly travel to facilities in other
communities.
In 2006, the Whitchurch-Stouffville Soccer Club commissioned a feasibility study to investigate the demand for and feasibility of an
indoor soccer facility for Whitchurch-Stouffville. At that time, the study estimated that demand would be in the range of 400-425
participants if there was a suitable facility in the community. Since the population has grown and interest continues to increase, it is
certain that current demand exceeds that number.
The study determined that the primary and secondary market areas for an indoor facility located in Whitchurch-Stouffville would
include: Whitchurch-Stouffville, the Town of Markham, the Town of Richmond Hill, the Town of Aurora, the Town of Newmarket,
the Township of Uxbridge, the City of Pickering and the northeast corner of the City of Toronto (assume 10% of the Toronto
population). A tertiary market area, with some limited draw, would comprise the Town of East Gwillimbury and the entire northern
portion of the City of Toronto. The reason that the market area is so large is the shortage of indoor facilities and the very high known
and latent demand. Supply and the ensuing programs have been creating new demand from children, youth and adults - and as new
indoor facilities open, demand has been continuing to increase beyond known levels of interest.
The study predicted current and future demand by Whitchurch-Stouffville residents. If a suitable indoor facility was available in
Whitchurch-Stouffville, it was predicted that demand would increase from the estimated 400 in 2006 to around 750 as the population
reaches full build-out by around 2021. Based on the use of other facilities in the market area, it has been determined that one facility
can support about 750 regular participants. Because there is so much current unmet demand in the area, it was determined that there
would be more than enough use from local and area residents to fully utilize one 100’ x 200’ indoor pitch located in WhitchurchStouffville in 2007. As the Town’s population continues to increase, local demand for indoor soccer would increase to eventually
fully utilize one 100’ x 200’ indoor pitch, without requiring any customers from the surrounding area to fill unused time.
Indoor soccer facilities can also support other recreation and fitness activities/programs such as:
 indoor running and walking,
 exercise/fitness/rehab programs,
 Ultimate Frisbee,
 golf practice (driving range),
 off-season training for any sport,
Page 64










children’s summer sports programs/camps/events/soccer clinics,
March Break soccer camp,
a soccer program on Professional Development days,
school daytime and after school board of education programs (soccer, track and field, other),
flag football,
field hockey,
box lacrosse,
rugby,
baseball, and
bocce.
Currently, a field house facility capable of accommodating a single full size 100’ x 200’ pitch is being constructed in urban Stouffville
by a private entity. Other components of the facility will include change rooms with showers, but no multi-purpose space. The
structure is to be a permanent steel building located on private land. Under agreement with the owner, the Town has agreed to operate
and program the facility to support local indoor soccer programs, and to offer a variety of other community programming such as a
walking program, pre-school programs, badminton, and other activities that require a large space and can be accommodated on
artificial turf.
T
he market for indoor soccer should remain strong - based on anticipated growth in demand generated by an increasing local and
regional population and increasing demand for the indoor game. Based on the projections from the 2006 feasibility study, there
should be sufficient demand from local residents to fully utilize the proposed indoor soccer facility within a year or so of opening.
T
he 2008 Leisure Facility Strategy recommended one 100’ x 200’ indoor pitch per 50,000 population. That Provision Guideline
remains unchanged. When the new indoor facility is completed in 2013, that provision level will be satisfied - supported by the
estimated 2013 population of around 42,500. Demand may exceed supply as the population reaches 50,000 before 2023.
W
ith the provision of a commercial indoor soccer centre in 2013, the community’s need for indoor soccer facilities will be met to
a population of around 50,000.
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3.10 Tennis Facilities
T
here are 11 public tennis courts in Whitchurch-Stouffville, all provided by the Municipality. Although six of the courts are lit,
the number will increase in 2013 to 10 as the Stouffville arena courts are expanded from three to four and all are lit. The facilities
are located as follows:
 Ballantrae Park (4 lit) – fair to good condition; active tennis club at this location; programs are provided by the club, public times
are also available; there is high usage of this facility; the club plans to cover the courts for winter play with a removable air
supported structure.
 Vandorf Park (2 lit) – good condition; lessons are offered by the Town, but are often cancelled due to lack of registration;
however, courts are used fairly regularly.
 Adjacent the Stouffville Arena (3 unlit) – fair condition; lessons offered by the Town; good usage (will be expanded to four in
2013 and lit).
 Sunnyridge Park (formerly Tresstown Park) (2 unlit); located in the southeast quadrant of urban Stouffville.
The use of tennis courts is not officially monitored. To date, interest has not been strong enough within urban Stouffville to establish
a tennis club, but that could change with the improvements to the Stouffville Arena facility.
Since 2008, two of the lit courts at Ballantrae Park are new. The three unlit courts adjacent to the Stouffville Arena will be resurfaced,
one additional court will be added, and all four courts will be lit in 2013. Since this project is imminent, the calculation of the current
level of provision accounts for 10 lit and 4 unlit courts.
Current Level of Provision (based on 2011 census of 37,628)
 1 lit court per 3,763 residents (based on 10 courts, including the four lit courts to be available in 2013 at the Stouffville Arena site)
 1 unlit court per 18,814 residents
Based on the mid June, 2013 estimated population of 42,480, the following is the current provision level:
 1 lit court per 4,248 residents (based on 10 courts, including the four lit courts to be available in 2013 at the Stouffville Arena site)
3.10.2 Utilization
S
ince public use is not monitored, there is no reliable information about degree of utilization of the courts in Vandorf Park, the
courts adjacent to the Stouffville Arena and the facilities at Sunnyridge Park. However, increased use of the courts in Ballantrae
Page 66
Park prompted the Club to recommend twinning the facility, and to cover them for the winter season. Winter use should lead to
increased interest in tennis in Ballantrae and elsewhere in Whitchurch-Stouffville. The presence of a tennis club helps to generate and
maintain demand and increase skill levels.
G
rowth in the population, especially young and middle aged adults should increase demand for tennis in Whitchurch-Stouffville.
Although tennis was one of the first activities to see decline in demand during the 80s and 90s with the aging of the Baby Boom,
it is anticipated that there will be an increase in demand over the next ten to fifteen years with the Echo generation (now age 19-34)
aging first into their late teens, and then their twenties and thirties - the prime age for playing tennis. Demand will depend on how
well the tennis ‘community’ (clubs, municipal programs and the commercial sector) is able to attract and train this age group.
Demand will also be influenced by the availability of quality facilities within the public and commercial sectors. In WhitchurchStouffville, an indoor tennis program was initiated in 2008, using school gyms. As noted above, the introduction of indoor tennis at
Ballantrae Park should influence demand for both indoor and outdoor tennis.
It will be crucial to monitor the level of interest and the impact of improved marketing and training, as well as the provision of
improved outdoor and indoor facilities.
T
he 2008 Leisure Facilities Strategy recommended the following Provision Guidelines for tennis facilities:
 1 lit court per 2,850 residents
Based on the 2011 census population of 37,628 and the recommended Provision Guideline, there is a current shortfall of 3.2 lit courts
and a shortfall of 0.9 unlit courts (accounting for 10 lit and 2 unlit courts to be available in 2013). Based on the estimated mid 2013
population of 42,480, the shortfalls increase to 4.9 lit and 1.3 unlit courts.
The recommended Provision Guidelines are accounting for anticipated increased demand. Therefore, use should be carefully
monitored over the next five years to see if improved conditions for tennis attract increase participation, as anticipated. If not, the
Provision Guidelines can be adjusted downward.
Facilities Required by 2023 (projected population of 57,140):
Based on the recommended Provision Guidelines and a projected 2023 population of 57,140, the following will be the requirement for
tennis courts:
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 The requirement for 10.0 additional lit courts.
 The requirement for 2.5 additional unlit courts.
T
he recommended provision strategy is to reduce the ratio of unlit tennis courts while increasing the ratio of higher quality lit
courts. As new courts are developed, the focus should be on providing clusters of at least four high quality lit tennis courts, rather
than lower quality unlit neighbourhood scale single- or double-court facilities.
It is recommended that by 2023, at least one and possibly two clusters of municipal tennis courts be provided within urban Stouffville
to support one or more tennis clubs and general public use at those locations. One ideal ‘club’ location is the expanded and lighted
cluster of four facilities adjacent to the Stouffville Arena that will be available for 2013. Although no longer in the plan for Memorial
Park, there is room at the southern end of the park to provide a lit multi-court facility, if demand warrants. This remains an ideal
location for a cluster of courts. Bethesda Park is also an adequate location for a cluster of lit courts.
The tennis club that is active at the Ballantrae Park courts should continue to be supported by maintaining adequate facilities and
providing other developmental support to this volunteer-based group.
Lit Tennis Courts
As the population reaches 77,140 by around 2023, there should 20 lit tennis courts. Based on current supply and population
projections, provision should be expanded as follows, with lit courts clustered into 3 or more courts:
 Add one court to the three court cluster adjacent to the Stouffville Arena and refurbish light all four courts (as planned for 2013
and built into the inventory and provision calculations above)
 Add one more cluster of four lit courts in a location to be determined within urban Stouffville – give consideration to Memorial
Park (before 2023)
 Add one more cluster of six lit courts in a location to be determined within or near urban Stouffville - possibly Bethesda Park (by
2023 or beyond, and if demand warrants)
Unlit Tennis Courts
As the population reaches 57,140 by 2023, there should 4.5 unlit courts. Based on current supply and population projections,
provision should be expanded as follows.
 Locate one cluster of two or three unlit courts in a large neighbourhood park in the western half of urban Stouffville (to balance
the facility at Sunnyridge Park in the southeast quadrant of the urban area).
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3.11 Museum Facilities
T
he Whitchurch-Stouffville Museum and Community Centre (and archives) is located at 14732 Woodbine Avenue in the hamlet of
Vandorf, adjacent to the Holland River and Vandorf Park. The Museum offers guided tours, curriculum-based educational
programs, research facilities, holiday programs for children, heritage workshops/lectures for adults and a slate of 10+ annual special
events. The Museum maintains a collection of 15,000 artifacts significant to the human settlement and historical development of the
Town of Whitchurch-Stouffville. Each year, a new exhibition is developed and installed to feature a selection of artifacts from the
collection not normally on display to the public. These annual exhibitions are open from mid-May to early September.
In June, 2012, the facility re-opened after extensive renovation and expansion. The new 9,000 square foot barrier-free visitor and
community centre is the centrepiece of the Museum and links two of the heritage buildings on the site - the Vandorf School and
Bogarttown Schoolhouse. The expanded space provides a 1,420 square foot Main Hall with a 315 square foot warming kitchen and
120 square feet of storage, a 265 square foot Hands-on Discovery Room, a 375 square foot Exhibition Gallery, offices; and in the
lower level, a 470 square foot community space, washrooms, archival storage, museum storage and various utility rooms.
The Exhibition Gallery on the main floor allows the Museum to host travelling exhibitions from across Canada and beyond, as well to
present more exhibitions highlighting the community’s own stories. The additional space, with an upgraded kitchen facility and a
quality AV presentation system provides an enhanced setting for community functions and programming, as well as business
functions
There are five heritage buildings on site that provide further exhibition of 19th century rural living as well as assembly/programming
space:
 the barn (reassembled on site in 1983);
 the pioneer cabin (1850);
 Bogarttown School House (1857);
 former Vandorf Public School (1870); and
 the Brown House (1857).
With the expansion, there has been a significant change in the role of the museum facility to include the availability of multi-purpose
rooms for community programming that extends beyond programming associated with the Museum. This facility will become a
significant focal point and gathering place for community activities in the Vandorf area. This new role should help to market the
Museum as more people discover the facility and its programs while participating in community programming and other activities.
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Summer hours at the Museum are Wednesday to Sunday from 10:00 am to 5:00 pm. Winter hours are Monday to Friday from 1:00 –
5:00 pm.
3.11.2 Utilization
T
he following information was researched for the 2010 Leisure Programming Strategy and accounts for utilization between 2006
and 2009. The Museum was closed from April 2010 until June, 2012 for renovation and expansion. Although statistics for that
period are not comparable to the previous four years, an indication of utilization since 2009 is included.
 Between 2006 and 2009, overall ‘usage’ of the Museum was relatively steady in the 5,000 range (5,852 in 2006, 5,149 in 2007,
5,517 in 2008 and 5,468 in 2009). 2010 totals: 3502 (the Museum was closed, beginning in April to commence construction),
2011 totals: 3082 (closed for the entire year), 2012 to date: 5960 Museum only (7,363 with rentals of the new community centre).
 Special events accounts for the largest percentage of overall attendance/use, varying between 1,320 and 2,889 annually or 24.1%
(2009) and 49.4% (2006) of total use. For 2010-2012, attendance at special events (and as a percentage of overall attendance) was
1,289 (42%) 1,259 (36%) and 2,137 (35%) respectively. Outdoor special events are very weather-dependent, especially the
Antique Car Show where attendance has been as high as 2,400 in 2006.
 Most years, school visits are the second largest use category, varying between 1,476 in 2008 and 2,186 in 2009. During
construction, the Museum was closed and could not offer school programs. It is anticipated that it will take three-four years to
regain the previous attendance levels as teachers had to turn to other heritage sites to meet their needs during the closure. For the
2010-2012 period, the figures were as follows: 424, 649 and 1,409 respectively.
 For 2009, (not including the off-site Doors Open Whitchurch-Stouffville event) other categories of ‘use’ included: outreach
(16.5%), general public (6.3%), group tours (5.1%), meetings (3.1%), rentals (1.3%), research (1.1%), workshops (1%), and other
(1.7%). For the period June-November, 2012, the comparable figures were: outreach: 1,019 (17% museum alone), general public
645 (11%), group tours 306 (5%), meetings 268 (4.4%), research 45 (<1%), workshops 26 (<1%), and other 105 (2%).
 Participation in outreach activities varied between 567 (2006) and 900 (2008 and 2009). For 2010 and 2011, the numbers were
803 and 1,137 (including school outreach).
 General public visitation varied between 152 (2007) and 382 (2008).
 Participation in group tours ranged between 184 (2007) and 320 (2008). For 2010-2012 the figures were: 208, 163 and 306.
 Use of meeting rooms varied between 169 (2009) and 363 (2008). For 2010 and 2011, the figures were: 122 and 89.
 Rentals varied between 37 (2006) and 89 (2008). For 2010 and 2011, the figures were: 0 and 21.
 Visits to the Museum for research ranged from 21 (2007) to 59 (2008). For 2010 and 2011, the figures were: 92 and 41.
 Participation in workshops varied from 92 (2008) to 54 (2009). No workshops were offered in 2010 and 2011.
 Average monthly use varied marginally between a high of 488 in 2006 and a low of 429 in 2007. Influenced mostly by the annual
car show, use of the Museum is typically heaviest in August, ranging from 1,340 (2009) to 2,888 (2006). For 2010 and 2011,
figures were lower at: 291 and 256. For 2012 to mid December, the figures are: 496 for the Museum alone (613 including rental
of the new community centre).
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 Since 2006, Museum memberships have varied as reflected in the 2006, 2007, 2008, 2009, 2010, 2011 and 2012 totals of 85, 63,
93, 89 respectively, 56, 41, and 74.
W
ith an aging population and the largest market segment being Baby Boomers, interest in learning in general and visiting
attractions like museums should increase, as long as the learning experience is high quality and the facilities are attractive and
accessible. Additionally, with most of the growth of the community being fueled by newcomers to the area, the Museum has the
opportunity to appeal to this population to visit and learn about the origins of the region as they settle into their new community. A
key to making this connection will be adequate marketing of the Museum, its programs and exhibits to new residents.
T
he 2006 Leisure Facilities Strategy recommended a Provision Guideline of one municipal museum per 50,000 population, which
could be interpreted as one per municipality. Numerically, that translates into a current surplus of 0.25 facilities. By 2023, with
an anticipated population of 57,140, that provision target would be exceeded, creating a deficit of 0.14 facilities.
It is recommended that the Provision Guideline be revised to ‘one adequate municipal museum per municipality’, rather than selecting
a population target.
I
t is recommended that the Whitchurch-Stouffville Museum and Community Centre continue to be maintained as a high quality
facility to promote and celebrate the heritage of the community, and provide a suitable venue for an increasing array of community
programming and events.
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3.12 Arts and Culture Facilities
This section has been adapted from the 2010 Cultural Strategy that was prepared for the Town of Whitchurch-Stouffville.
F
acilities, programs, events and services to support culture and cultural activities are provided in Whitchurch-Stouffville by many
entities operating within the public, non-profit and commercial sectors. In 2010, there were 47 providers of facilities, programs
and events, with five in the public sector, 23 in the non-profit sector and 19 in the commercial sector. The current focus of the
Municipality is on cultural heritage facilities, programs, events and related services; and the literary arts (through the Library). With
the recent opening of the Lebovic Centre for Arts and Entertainment, the Municipality has begun to venture into the performing arts
sector. The focus of the non-profit sector is in the performing arts (including music), the visual arts, crafts, festivals and events,
cultural heritage, and natural heritage. The range of involvement of the commercial sector is in the performing arts (mainly dance,
dance theatre and music), the visual arts, crafts, art shows and sales, the electronic arts, and communication media.
Providers of facilities, programs and events in the public sector include:
 The Department of Leisure and Community Services, particularly the Culture and Museum Services Division;
 The Whitchurch-Stouffville Library;
 The York Region District School Board (Stouffville District Secondary School);
 The Region of York (regional forests/natural heritage); and
 Toronto Region Conservation Authority (Bruce’s Mill Conservation Area/natural heritage).
In 2010, there were 23 providers of facilities, programs and events in the non-profit sector:
 Latcham Gallery,
 The Lebovic Centre of Arts and Entertainment,
 East Ridge Missionary Church,
 Springvale Baptist Church,
 Christ Church,
 Stouffville United Church,
 Concerts on Church Street
 The Bach to Blues Company,
 York Region Fingerboard Guitar Association,
 Men of Note,
 Music Mania,
 Annual Sacred Music Night,
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
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
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Parkview Village Choir,
Crazy Ladies Quilt and Craft Club,
Stouffville Pathways Early Years Program,
York Durham Heritage Railway,
Heritage Advisory Board,
Strawberry Festival,
Winterfest,
Kinsman Club (Santa Clause Parade),
The BIA (now the Downtown Working Group),
Stouffville Horticultural Society, and
Oak Ridges Trail Association.
In 2010, there were 19 providers of facilities, programs and events in the commercial sector:
 Motus O Dance Centre,
 York Dance Academy,
 Breck School of Highland Dance,
 Rose School of Highland Dancing,
 SKR Dance,
 Expressions of Dance,
 York Durham Academy of the Performing Arts,
 Stouffville Academy of Music and Dance/Newman Concepts in Dance,
 We Rock School of Music,
 Sheri’s Music Studio,
 Piano School of Sharon Wilkinson,
 County Pastime Annual Craft Show,
 Whitchurch-Stouffville Studio Tour and Sale,
 Schoolhouse Group of Artists Annual Art Show,
 Palettes of Whitchurch-Stouffville Group of Artists Thanksgiving Weekend Art Show,
 Annual Markham/48 Studio Tour and Sale,
 Whistle Radio,
 Melodyman Productions, and
 Centreline Productions.
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Principle municipal facilities include:
 The Lebovic Centre for Arts and Entertainment - 19 on the Park – Great Hall with seating for 150 - supports performances,
concerts, dance, social and community events and shows;
 Whitchurch-Stouffville Museum – supports cultural heritage programming, events and tours, as well as art and craft programming
and events; and
 Latcham Gallery – 1,000 square foot exhibition space.
Less prominent municipal spaces providing heritage assets include:
 Memorial Park – outdoor spaces to support festivals, arts and craft shows and performances;
 The Whitchurch-Stouffville Leisure Centre and Public Library – two multi-purpose rooms to support arts programming;
 Stouffville Arena – two multi-purpose rooms to support arts programming;
 Lemonville Community Centre – supports visual arts programming; and
 Ballantrae Community Centre - supports visual arts programming.
Principle non-profit facilities include:
 East Ridge Missionary Church – main auditorium and Fellowship Hall;
 Springvale Baptist Church – main auditorium, main foyer;
 Christ Church – Great Hall;
 Stouffville United Church – Sanctuaries One and Two; and
 Stouffville District Secondary School – cafeteria/theatre.
Principle commercial Facilities include:
 Motus O – the Dance Centre;
 York Dance Academy studio;
 Breck School of Highland Dance studio;
 Rose School of Highland Dancing studio;
 Expressions of Dance studio;
 Stouffville Academy of Music and Dance/Newman Concepts in Dance studio;
 We Rock School of Music studio;
 Melodyman Productions recording studio; and
 Centre Line Productions recording studio.
Current levels of provision for principle municipal cultural facilities are:
 One museum per 37,628 residents (2011 census), and one museum per 41,200 (June, 2012 estimate)
 One performance centre per 37,628 residents (2011 census), and one performance centre per 41,200 (June, 2012 estimate)
 One art gallery per 37,628 residents (2011 census), and one art gallery per 41,200 (June, 2012 estimate)
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When the Stouffville District Secondary School cafeteria/theatre is factored in, the current provision level for public performance
facilities changes to 1 facility per 18,814 population (2011 census), and one facility per 20,100 (June, 2012 estimate). The four church
facilities produce a provision ratio of one performance facility per 9,407 population (2011 census), and one performance facility per
10,300 (June, 2012 estimate).
3.12.2 Utilization
K
ey utilization information for the main municipal facilities is provided below.
The Lebovic Centre for Arts and Entertainment – 19 on the Park
The Centre operates under a Memorandum of Understanding with the Town which, subject to Council approval, will provide an
annual operating grant intended to cover the facility-related expenses of 19 on the Park, specifically building maintenance and
security, grounds maintenance, contract cleaning, general liability insurance, hydro, heat, water, and telecommunications at Town
service levels. In lieu of rent, the Centre shall make annual financial contributions to the Town Reserve for 19 on the Park. Subject to
the Town having uninterrupted access to 19 on the Park in accordance to Schedule “C” of the Memorandum of Understanding, the
Town will endeavor to provide to the Centre the maintenance, cleaning, capital and emergency repairs, and grounds maintenance
services as set out in Schedule “D” of the Memorandum of Understanding.
Current Uses
Currently, uses of the facility include:
 the Professional Series (Pop/Jazz/Classical music, theatre, dance – 15 events/22 performances scheduled for the 2012-13 season –
including family and seasonal concerts);
 Starlight Cinema (Toronto Film Festival Film Circuit, in partnership with Stouffville Free Press – two screenings/month);
 partnerships with the educational community (exposing young people to arts and culture - school performances, York Region’s
Music Alive music festival, two sessions of the Summer Theatre Camp for children age 6-9, Summer Film Camp);
 local and regional community-based groups/performances (e.g., Music Mania; Bach to Blues; fundraisers such as the United Way,
Latcham Gallery and the Parkinson Society); Strawberry Festival; food events; dance performances; adult visual art classes; art
exhibitions/shows; Stouffville Multicultural Association events; and Canadian Fine Art and Antiques auctions) – the facility is too
small for the annual production of Music Mania and they continue to use the high school cafetorium; and
 partnerships with the business community (dinner/show packages, cross promotional opportunities with other
events/retailer/restaurant/service provider, sponsorship opportunities tied to events). The sponsorship has expanded considerably
since 2009, with a series opener for the film series, as well as a growing number of event sponsors for individual events in the
Professional Series.
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The facility is also being used by groups within the region; for example: York Region Tourism, the York Region Community
Foundation, part of York Region Pridefest, and the Olympic Torch Relay event in December, 2009. The facility continues to be used
for region-wide non-profit organizations and association looking to hold information sessions for Stouffville residents – including the
Toronto and Region Conservation Authority.
There have also been opportunities to partner with the Latcham Gallery and the Whitchurch-Stouffville Museum for events and
exhibitions. The Lemonville Group of Artists is also profiled at the facility through its annual Strawberry Festival display, as well as
occasional lobby displays throughout the rest of the year.
A review of 2011 statistics indicates a continual increase in the level of activity in every aspect of the facility’s programming – from
the Professional Series to rentals of the facility to the offerings for children and families. In 2011, there were 272 events, an increase
of 22% from the previous year.
The Whitchurch-Stouffville Museum and Community Centre
See Section 3.11.2 for utilization of the Museum.
The Latcham Gallery
The Latcham Gallery operates under a Memorandum of Understanding with the Town which provides the facility, pays the utilities
and provides an annual grant to assist with operations.
At the Latcham Gallery, programming and events include:
 8-10 exhibitions/year;
 Art classes, workshops and exhibition-related talks for children, youth and adults (e.g., Budding Artists for ages 6 – 11, Art Jam,
Youth Art Classes for ages 10-16, Art Together, Parent & Child Class for children ages 3 - 5, artist talks, performances, juried
discussion and life drawing classes for adults) – children, youth and adults have used the small studio space in the basement of the
Silver Jubilee building. (Budding Artists class operates at capacity with waiting lists.) However, that facility was closed in 2013.
 Camps: Winter Break, March Break and Summer Art Camps for ages 4 - 17 (utilized the small studio space in the basement of the
Silver Jubilee building – many sessions operating at capacity with waiting lists – could double registration with a larger and better
studio space)
 Tours and school visits (the Silver Jubilee studio has been used occasionally as part of school visits – half classes at a time)
 Family Art Days (non ‘messy’ activities held in the Gallery exhibition space)
 P.A. Day Art Workshops (has utilized the small studio space in the basement of the Silver Jubilee building – operates at about 2/3
- full capacity with some waitlists)
 professional development opportunities for artists and the general public.
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For 2012, 1,371 children and 647 adults registered in programs. Annual attendance has been steadily growing and totaled 7,595 in
2007, 8,669 in 2008, 9,189 in 2009, 9,648 in 2010 and 10,173 in 2011. The profile of the clientele is principally age 35+, above
average educated, of above average income, and includes curiosity-seekers and new residents. The location of visitors and clientele
represent approximately 60% local, 33% regional and 7% from further afield.
Attendance for children’s participation in programs decreased from 2009 because the Gallery restructured the format of their programs
to include more full day (instead of half-day or short workshops) which resulted in fewer numbers of students and one of the popular
Family Art Days was rained out in 2012.
C
ontinued growth in the community will provide an increasing population base from which to draw interested customers and
patrons to arts, culture and heritage programming, events and venues. With above average income and education levels, interest
in arts, culture and heritage should also be above average. That will be further bolstered by a growing adult and older adult
population, fueled by the aging Baby Boom generation, which has shown a strong interest in arts, culture and heritage. Overall, trends
are all upward for demand for arts, culture and heritage.
Registration in programs, attendance at events and visitation at the Latcham Gallery and the Lebovic Centre of Arts and Entertainment
been steadily increasing.
T
he 2008 Leisure Facilities Strategy recommended one performance facility per 20,000 population. Based on that Provision
Guideline, assuming public facilities, factoring in the Stouffville District Secondary School cafeteria/theatre and utilizing the
2011 census population of 37,628 - current supply would be very close to what is recommended at 1:18,814 (2011 census), and
1:21,240 (mid June, 2013 estimate).
If the school facility is not factored in, since it is a minimal facility and not utilized very much by the community, the current
provision level would drop to 1:37,628 (2011 census) and 1:42,480 (mid June, 2013 estimate) and produce a shortfall of one facility.
However, the four church facilities contribute significantly to the supply and are utilized on occasion by the community. These
facilities help to off-set the apparent shortfall of adequate municipal facilities.
It is recommended that the 2008 Provision Guideline be amended to one adequate municipal performance facility per 30,000
population, accounting for the existence of church-based and other facilities that are occasionally available to the community.
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No Provision Guideline was provided for community visual/creative art facilities in the 2008 Leisure Facilities Strategy. With the
loss of the minimal facility operated by the Latcham Gallery in the basement of the Silver Jubilee Hall, there are now no community
visual/creative art studios available in Whitchurch-Stouffville. It is recommended that a Provision Guideline of one adequate
municipal visual/creative art facility per community be established.
T
he following facility recommendations from the 2010 Cultural Strategy have been adapted for this Leisure Facilities Strategy
Update.
1. Either through redevelopment of an existing structure or new construction, it is recommended that a Visual Arts Centre be located
in downtown Stouffville in the near future. The focus should be on the visual/creative arts, including a larger public art gallery
with studios, workshops and other complementary components. Depending on location and site size, this could also be the
location for the second and larger performance facility, if deemed necessary and feasible in ten to twenty years. One option
worthy of consideration is adaptation of the former library facility into an enlarged art gallery and studios to support
visual/creative art programming for all ages, and to also provide multi-purpose space to support other complimentary leisure
programming. Having the studios and the Latcham Gallery in the same building, with most visual/creative art programs offered
by the Latcham Gallery would provide synergy, and a downtown location would be ideal, although this location would not support
a new performance facility as well.
It is further recommended that the Municipality retain and renovate the former library building as a leisure facility when the lease
expires with the Care and Share operation later in 2013.
Although no official decision has been made about the future of the former library building once the lease with Care and Share
expires in 2013, the Latcham Gallery has seriously considered how it could utilize some of the 8,100 square feet of space to double
the size of the main exhibit area, increase office space (including a kitchen and lunch room), create storage space for the
permanent collection, create 1,500 square feet of multi-purpose classroom/studio space, and expand washroom facilities.
Specialty areas for activities such as pottery and printmaking would be ideal. The Gallery also identified a number of required
upgrades to the physical plant, including replacement of track lighting, drywall finish, humidity control, flooring, a double entry
door, and a preparation area.
2. Within the next five or so years, the feasibility of a second and larger performing arts facility to complement the Lebovic Centre
for Arts and Entertainment - 19 on the Park should be undertaken. The need for and nature of a second municipal performance
facility (likely in the 450 seat range) should be examined within the context of what is available and planned for the wider
‘regional’ market area, as well as what is available for community use within Whitchurch-Stouffville.
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3. Complete the renovation/rejuvenation of Memorial Park, including Stouffville Common, Latcham Green, Sangster Grove, the
downtown market, the wooded area and creek in the southeast portion of the park, and the strengthened pedestrian linkages to the
downtown.
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3.13 Library Facilities
T
he Whitchurch-Stouffville Public Library is located adjacent to the Whitchurch-Stouffville Leisure Centre on the south side of the
facility and shares mechanical and other functions with the indoor swimming pool, fitness centre and Department of Leisure
Services satellite office. The largest of the two multi-purpose rooms within the Leisure Centre is shared with the library for
programming and related uses, as is the main entrance and lobby.
The size of the library, not including shared mechanical functions, the entrance lobby and the largest multi-purpose room is 13,295
square feet. An additional 300 square feet of off-site space is used for archive storage. The Municipality has allocated 15,425 gross
square feet (GSF) of space to the library function as it includes an allocation for shared utility/mechanical and common space located
within the Leisure Centre/Library complex.
The Public Library provides a number of programs for children, families and adults ranging through readings/storytelling, book
discussions, information sessions/courses, creative arts, seasonal programs, preschool programs and family nights. An Ontario Early
Years Program is also offered at the library.
The larger of the two multi-purpose rooms (1,000 square feet) in the Whitchurch-Stouffville Leisure Centre is used once a week for
library programs. On Thursday afternoons and evenings, readings by authors are scheduled into this room.
Based on the 2011 population of 37,628 and 15,425 gross square feet, the current level of provision of library space is 0.41 square feet
per capita, with is down from 0.53 in 2008, based on an estimated population of 29,000. Using the mid June 2013 population estimate
of 42,480, the level of provision is further reduced to 0.36 square feet per capita.
3.13.2 Utilization
I
n 2006, library membership was approximately 13,500 or about 53% of the total population. In 2008, a household survey
completed by dmA Planning and Management Services for the Whitchurch-Stouffville Public Library (WSPL) found that 54% of
respondents regularly used local library services. Both numbers are below the norm, especially for a community with above average
income and education, and increasing diversity.
A 2010 Operational Staffing Study of the Whitchurch-Stouffville Public Library concluded that the WSPL has fewer resources and
staff, and provides a lower level of service based on circulation, visits, card holdings, etc. than the norm for comparable communities.
The 2012 dmA report concluded that “there is little reason to believe that the lower level of use reflects community demand”. The
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higher than average income and education level of the Town’s population supports above average use of libraries and library services.
The dmA report also concludes that “the comparison to other libraries likely indicates that limited resources have contributed to less
service and therefore, lower levels of use”.
The deficiencies of the library identified by the community in the 2009 dmA study “were largely space-related and most could not be
addressed without a larger library”. “The request was not simply for more space, but rather for different types of space that could
accommodate functions that reflect the changing role of the public library.”
T
he Whitchurch-Stouffville population is younger, more affluent and better educated than the provincial average, as substantiated
by the 2006 and 2011 census. Although income and education data have not been released from the 2011 census, the 2006 data
illustrated above average income and education levels and it is anticipated that those characteristics have been maintained.
The population has grown at a faster pace than anticipated with a 2011 population reported to be 37,628, a mid 2013 population
estimated at 42,480 and a projected 2023 population of 57,140. Most of that population will reside within urban Stouffville.
Current use of libraries and expectations for the future suggest facilities and services will be quite different than what was expected of
libraries 10 or 15 years ago. Recent trends and anticipated future expectations influenced library service and space requirements
recommended in the 2012 dmA report: ‘Current and Future Space Requirements, 2012 Update’.
The dmA report discusses the changing role of libraries as presented in a June, 2011 article from the American Library Association by
Roger Levien entitled “Confronting the Future”. Levien identifies a number of factors that are shaping the future of public libraries,
including continuing advances in digital media and technology, heightened competition, demographic transformation and financial
constraints. He identifies four dimensions for considering the future of libraries.
Dimension 1: Physical to Virtual Libraries – libraries increasingly provide virtual features but still have a physical presence in the
community.
Dimension 2: Individual to Community Libraries – libraries will increasingly move toward the ‘community’ end of the individualcommunity spectrum as they play the role of community hub, employment training centre, venue for public debate and discussion,
community programmer and other related roles.
Dimension 3: Collection to Creation Libraries – modern libraries are moving from being simple collections to creative spaces
where residents can use spaces, equipment, technology and staff expertise to produce their own creative products (music,
documentaries, engage in interactive media, etc.).
Dimension 4: Portal to Archival Libraries – the ‘portal’ library acts as a facilitator between the user and the resources available
from and owned by other organizations. The ‘archival’ library is the keeper of community memory and is committed to telling the
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community’s story, both past and present. In this scenario, the library is the community’s archive and its portal to world-wide
information resources.
These trends could lead to an expanding role for libraries in the knowledge-based economy, a desirable objective identified in the
current Whitchurch-Stouffville Economic Development Strategy. These shifts in role could also lead to increased emphasis on
partnerships, joint service provision, and more active participation in a wide range of community initiatives. Libraries are increasingly
becoming focal points of the community where people come together to gather information and exchange ideas, as well providing the
quiet refuge for reading, rest and relaxation.
The 2012 dmA report noted that these trends have significant space and facility design implications as noted below:
 Reception area with sufficient space for a community information area and comfortable spaces for sitting;
 Adequate and well designed spaces for working and reading;
 Multi-purpose program rooms;
 Comfortable and quiet reading areas that are separated from program and community gathering spaces; and
 An open concept that is flexible, accessible and with a self-guiding style.
Libraries are increasingly suited to being an integral part of multi-purpose community hubs of facilities and activities, including
recreation, culture, museum, education, day care, older adult centres, youth centres and civic government – enhancing the sense of
place, creating synergies among complementary services and programs, and sharing spaces to support common and complementary
programming among different agencies.
The link between libraries and other civic services will lead to space implications such as:
 Program areas, training areas and computer rooms;
 Social and gathering spaces that support a variety of functions and sectors of the community;
 Government service kiosks, job banks and job training clinics;
 Linkages to educational, institutional and business databases; and
 Flexible layout accommodating a variety of programs.
Libraries are becoming creative centres and facilitators of digital literacy – providing a setting for social interaction, and
encouragement for people to gather, talk and learn. As stated in the dmA report, “the importance of the library is that it is a unique
digitally networked space where the community can share with the World Wide Web rather than gaze at it from a terminal or portal”.
Facility design and space implications include:
 Social, presentation and exhibit spaces integrated into lobby areas;
 Adequate space for information (as well as adequate staff awareness of community resources and events);
 Prominent displays of local history, culture, heritage, natural history, etc.;
 Information kiosks linked to the Internet, digital displays of information, spaces for interactive learning and training; and
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 Media labs for music, audio-visual, documentaries, etc. and specialized areas for use of technology.
Libraries are rapidly becoming centres for technology and innovation, providing access to information and training to individuals and
small business that may not have access to these opportunities – virtually and via workshops and training seminars. Facility design
and space implications include:
 Adequate space and well designed areas for individual study as well as group work;
 Separate, designated Internet workstations and training areas;
 Reduced space needs for print reference materials and non-fiction items; and
 Increased space needs for digital media, DVDs and audio books.
The trend toward increased interaction between library staff and customers, from hands-on assistance with information searches and
leading training - to creating conversation loops with users on social media sites to discuss important ideas of the day, current news
topics, library innovations, new library content, etc. This customer-first focus is leading to the following facility design and space
requirements:
 Self-guided layout, visible signage and self-serve functions;
 Display shelves for popular materials;
 Appropriate staff workspace, office space and a visible staff presence throughout the library;
 Mobile information stations instead of large fixed desks;
 Wider aisles and shelving designed for customer convenience; and
 Self-serve features including self-sort book drops, self-checkouts, and on-line public access computer terminals throughout the
library.
To support the increasing range of activities and services as well as shifts in emphasis, libraries will continually be balancing
collection, individual and groups spaces. Spaces are being provided for different user groups (e.g., specific zones for children and
seniors) and activity types (from quiet study and reading areas to busy group-oriented spaces). Digital devices are becoming more
mobile with less dependence on technology-specific space and increased emphasis on spaces with appealing atmosphere and comfort.
Increasingly, the innovative use of activity space includes open areas that can transform into performance space and collective lab
spaces that allow a variety of installations and community projects. These trends are leading to the following design and space
requirements:
 Increasing emphasis on specialized users (from rooms that are attractive to teens and seniors to media labs);
 Group work space and areas for collective learning and research; and
 Community learning and working space.
In summary, these facility trends are being strongly influenced by the evolving roles and functions of libraries, resulting in major
change to library design and allocation of various types of spaces. And although these trends are suggesting that more library space
per capita will be required, there will be opportunities to share some of the spaces that libraries will require with other facilities and
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uses such as a municipal hall, a leisure centre, a senior centre, a youth centre, a child care centre, a museum, an art gallery, a creative
art centre, and a school. If designed well, this integration of uses will result in efficiencies and lower space requirements for all of the
individual facility types. Lounges, technology hubs, classrooms and training labs, programming rooms, information areas, community
display areas, lobbies, cafes, the physical plant, maintenance areas, etc. are examples of types of facility components that can be
shared among uses, if the facility is designed to take advantage of the potential synergies.
T
he 2008 Leisure Facilities Strategy, the 2009 library study of Current and Future Space Requirements, and the 2012 update of that
study all recommended a minimum Provision Guideline for libraries of 0.65 gross square feet (GSF) per capita.
Based on that Provision Guideline and the 2011 population of 37,628, the current space requirement would be 24,458 GSF. Given the
current 15,425 GSF of library space, that would indicate a shortfall of 9,033 GSF. Using the estimated mid 2013 population of
42,480, the current shortfall increases to 12,187 GSF.
By 2023, when the population is projected to be 57,140, the library facility requirement will be 37,141 GSF.
T
he following provision strategy reflects the conclusions and recommendations contained in various reports recently prepared by
dmA Planning and Management Services for the Whitchurch-Stouffville Public Library, as well as recommendations of the
Library Board and senior library staff.
Concentrate library facilities within urban Stouffville rather than creating the model of a main/central library and one or two branch
facilities (e.g., Vandorf and Ballantrae).
Integrate the public library facility with other complementary community facilities such as recreation and cultural facilities, and
possibly other civic functions. It is recommended that the library be expanded at its present location and be well integrated into an
expanded Whitchurch-Stouffville Leisure Centre, with considerable space shared with leisure and other community components and
functions.
Utilize the Provision Guideline of a minimum of 0.65 GSF per capita that has been approved by Town Council and utilized in the
current Development Charges service levels. That would result in a building of 37,141 square feet to serve a 2023 projected
population of 57,140.
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The 2012 dmA report on updated space requirements recommended the following functional space program. It was emphasized that
a space program developed at this stage of analysis is to be considered a ‘starting point’. The actual space program can only be
determined during a detailed design exercise when other factors can be considered (e.g., site conditions, relationship to the existing
facility, relationship to other facilities in the complex, identification of components that can be shared, building system considerations
and associated space requirements, a more detailed assessment of program and service delivery objectives and the implications for
design, the actual design and layout of the building, etc.). The recommended functional space program did not account for potential
shared space; it assumed a two-storey building; applied a grossing up factor of 1.25 for circulation, mechanical and related functions;
and was based on a 36,000 gross square foot facility. The calculation of required size was based on a population projection of 55,800.
See Figure 7 below for the recommended functional space program for an expanded library at its current location.
Functional Space Program for an Expanded Library Recommended in the dmA Report Titled
“Whitchurch-Stouffville Public Library - Current and Future Space Requirements – 2012 Update”
Components
Collection Space
Adult and Youth Collection
Children Collection
Sub-total Collection
Library User Space
Lobby/Circulation/Self Check Out
Reading/Working Areas
Computer Stations
Private Group Study
Display/User Services
Sub-total Library User Space
Meeting/Program/Special Areas
Dedicated Children’s Program Areas/Storage
Teen Lounge
Adult Lounge/Cafe
Local History
Conference Room
Meeting Room
Program Area
Program Storage
Media Lab
Public Washrooms
Sub-total Meeting/Program/Special Areas
Administration and Support
Staff Offices
Staff Workstations
Work Room/Technical Services
Figure 7
Existing
Proposed
% Increase
4,700
1,720
6,420
9,045
4,350
13,395
92.5
152.9
108.6
380
2,261
552
NA
40
3,233
750
2,200
1,235
625
150
4,960
53.4
287
NA
NA
100
NA
100
**
**
NA
**
487
700
200
600
300
250
250
2,000
300
100
600
5,300
988.3
515
320
905
840
500
1,200
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Components
Shipping/Receiving
Book Drop
Server/IT Room
Staff Lounge
Staff Washrooms
General Building Storage
Mechanical/Electrical/Maintenance
Sub-total Administration and Support
Total Net Square Feet
Total Gross Square Feet (gross up factor of 1.25 applied)
Notes:
** shared space with Leisure Centre
NA – Not available in the current facility
Existing
75
in 905 above
in 905 above
280
in 905 above
125
**
2,220
12,360
14,215
Proposed
350
60
150
550
100
800
700
5,250
28,905
36,131
% Increase
136.5
133.9
154.2
Given that the population is estimated to be 57,140 within ten years, the library expansion should be provided in one build. When
planning for library expansion, consideration should be given to the potential for a population that could eventually exceed the
projection for 2023.
The functional space program noted above is a preliminary estimate of space allocation, and as such, should be refined during detailed
planning and design for library expansion. Since it is recommended that the library be expanded at its current location and there will
be considerable opportunity for sharing of complementary spaces with other civic functions, it is recommended that the design
exercise for the library be completed in conjunction with planning and design for the expansion of the Whitchurch-Stouffville Leisure
Centre.
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Chapter 4: Planning and Provision Principles and Guidelines
4.1
Planning and Provision Principles
N
ine Planning and Provision Principles were developed for the initial Leisure Facilities Strategy that was completed in 2008. The
Leisure Programming Strategy expanded to the list to thirteen. The principles are intended to provide the guiding philosophy
for planning, service provision and decision making regarding leisure programming and related services, municipal parks, and leisure
facilities in Whitchurch-Stouffville for now and into the future.
Some of the principles are based on the personal, social, economic and environmental benefits of parks, recreation and culture
(see Appendix A). Others reflect contemporary planning principles for the provision of parks, leisure facilities and related
programs, activities and services. The principles also reflect the Charter for Recreation and Parks in Ontario which, in part, states
that:
“Everyone in Ontario has a right to quality, accessible and inclusive recreation and parks services in their communities – services
that are essential for the health of Ontarians, the quality of life in our communities, and the sustainability of our environment.”
“Every citizen in Ontario has the right and freedom to: participation, active living, access to nature and the outdoors, enriching
experiences, a welcoming and inclusive community, and engagement.”
The Charter is outlined below and presented in more detail in Appendix C.
Principle One: Utilize the Benefits of Parks, Recreation and Culture and the Charter for Recreation and Parks in Ontario as
the Foundation of this updated Leisure Facilities Strategy
The personal, social, economic and environmental benefits of parks, recreation and culture are becoming increasingly well
documented and widely known, and have become the credible foundation of contemporary leisure delivery systems. Published in
2009 by Parks and Recreation Ontario, the Charter for Recreation and Parks in Ontario identifies the recreation and parks rights of
Ontarians, the rational for leisure services, goals for communities and the role of recreation and park leaders. The benefits and the
Charter have been translated into the following ‘belief’ statement that has been tailored to the Town of Whitchurch-Stouffville.
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We believe that an investment in parks, recreation and culture in Whitchurch-Stouffville is an investment in the beauty and
appeal of our community; and the growth and development of our citizens, our community, our economy and our
environment.
Research indicates that the results of this investment include:
 Improved personal health and well being for our citizens - recreation and active living results in lower costs for health care,
improved quality of life, and increased life expectancy.
 Greater citizen participation - involvement in community organizations results in more civic engagement, and ultimately a safer
and more democratic community.
 Proud and confident leaders - involvement in recreation, parks and culture builds important social skills and produces leaders
that are better able to serve their community.
 Strong neighbourhoods and a vibrant downtown - recreation, parks and culture can be a catalyst for building a strong and selfsufficient community, a vibrant downtown and appealing and safe neighbourhoods.
 Reduced crime and lower costs for policing and justice - increased opportunities in recreation, sports and culture will reduce
self-destructive and anti-social behaviour, alienation and racism.
 A cleaner and healthier environment - parks and natural areas protect ecological integrity, improve air quality, help to purify our
water and encourage stewardship ethics.
 Economic growth - recreation, sports tournaments, festivals, and culture contribute to the positive economic and social
environment necessary for business success – stimulating spending and employment, increasing productivity and increasing the
attractiveness of Whitchurch-Stouffville to new residents, tourists, and new and existing businesses.
 Building strong families - families that play together – stay together. Culture and recreation supports and strengthens families.
 Balanced human development - mind, body and spirit - involvement in recreation, play, sports, and cultural activity can help
children, youth and adults develop their full physical, social, creative, intellectual and spiritual capacity.
 Preservation and celebration of our cultural heritage and diversity - helps us to better understand ourselves, our neighbours and
newcomers to our community.
Principle Two: Ensure the Sustainability of Leisure Facilities, Programming, and Parks and Open Space
Ensure that the capital and net operating costs associated with existing and planned public facilities are affordable in the short term
and sustainable for the future. Also ensure that culture and recreation programs and related services are aligned with the growing and
changing needs and interests of residents - and are sustainable and within the resources of our community. Responsible stewardship of
nature’s capital, existing assets and taxpayers’ dollars are essential. An equitable, fair and affordable distribution of programs, services
and facilities will be sought.
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Principle Three: Ensure Accessible and Inclusive Leisure Opportunities
Ensure that all existing and new public facilities are fully accessible for persons with disabilities and mobility impairments.
‘Accessibility’ is defined by the Ontario Building Code (1992), the Ontarians with Disabilities Act (OADA), and the Accessibility
Standards for Customer Service (Ontario Regulation 429/07) - compliance required by January 1, 2010. ‘Accessibility’ also infers
ensuring that opportunities exist for integrated, accessible and supported programming, and that programs and other leisure
opportunities are affordable and in harmony with the diversity of the community.
Principle Four: Support an Active, Healthy Community
For our community to be strong, healthy and vibrant, efforts and resources must be focused on engaging citizens both physically and
socially. A high quality of life supported by opportunities for involvement in a balanced mix of recreation, sports and cultural pursuits
needs to be in place. Emphasis will be placed on creating awareness of the importance of a healthy lifestyle, as well as the availability
of leisure opportunities that support physical activity and social interaction.
Principle Five: Be Environmentally Responsible
When facilities undergo major renovation, strive to improve energy efficiency where possible and economically feasible. For new
construction, provide facilities that, through design and operation, embrace contemporary energy conservation technology and
measures. Strive for at least a LEED ‘Silver’ Certification or equivalent for all new facilities, including the site and site
development, as well as other factors including support of alternative transportation, light pollution, recycling, optimum energy
performance, and low emitting materials. LEED stands for: Leadership in Energy and Environmental Design scoring system, as
regulated by the Canadian Green Building Council.
Principle Six: Complement Rather than Compete
When needs are adequately met for a particular leisure interest, the Municipality should not engage in or increase competition with
other providers. However, where there is sufficient unmet demand and/or other providers are not adequately meeting the leisure needs
of a particular market segment, the Municipality should consider providing or expanding service in that area. Municipal involvement
could be direct or indirect.
Principle Seven: Maintain a Community Development Approach
Historically, Whitchurch-Stouffville has been most successful when a ‘community development’ approach to service delivery has
been utilized. Processes and resources must be in place to permit and encourage community residents to be involved in determining
priorities, developing plans, and implementing culture and recreation opportunities that reflect the needs, interests and desires of the
citizens of Whitchurch-Stouffville. The Municipality should ensure consistent policy and, when feasible – increased human and
financial support for both formally affiliated, as well as other community-based organizations.
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Principle Eight: Enhance Volunteer Engagement
The fundamental energy and drive that supports the majority of our culture and recreation opportunities comes from the many
hundreds of volunteers who, as part of their own culture and recreation choices, create and sustain leisure opportunities for the citizens
of Whitchurch-Stouffville. Their contribution must be both celebrated and supported.
Principle Nine: Strive for Adequate Distribution and Location of Facilities
Locate facilities to be as accessible as possible to where most residents currently live and will live in the future. Also, consider
locations that are easy to access by well travelled roads and trails. Where required, local parks, leisure facilities and services should
be provided for smaller communities of residents who live in the more remote parts of the Municipality.
Although the ‘Stouffville’ urban area will become an even more dominant population concentration at full built-out, it is important to
provide as much leisure programming and opportunities for self-directed leisure activity as possible in the parts of the rural area where
opportunities exist. Fortunately, there are a number of strategically located indoor and outdoor municipal facilities throughout the
rural area that are suitable for a variety of leisure programming including Ballantrae Park and Community Centre, Lemonville
Community Centre and the recently expanded and renewed Whitchurch-Stouffville Museum and Community Centre which replaced
the nearby Vandorf Community Centre as a community focal point and is now able to offer space for a much wider array of
community and leisure programming and events. Adjacent Vandorf Park supports tennis, baseball, picnicking, outdoor skating and
hiking. Plans are under way for a significant community-scale park in the Musselman’s Lake community.
These facilities should continue to be well promoted, maintained at a high level and utilized to provide an expanded range of leisure
programming and events for all age groups – as rural demand warrants and programming can be offered in a financially sustainable
fashion.
Principle Ten: Cluster Facilities
When and where appropriate, new indoor and outdoor facilities should be clustered to optimize efficiency of operation and appeal - as
well as to improve programming and marketing potential. Where appropriate, consideration should be given to integrating education,
library and other complimentary facilities with leisure facilities.
Principle Eleven: Strive for Facility Visibility and Prominence
Whenever possible, locate major leisure facilities in visible locations to help promote their use and to showcase what the community
has to offer.
Principle Twelve: Optimize Facility Utilization
Relative to the characteristics of each type of facility, ensure that use is maximized before additional facilities are provided. Facilities
at the Town-wide and Regional levels of provision should always be programmed for the highest and best use in prime time. Ensure a
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fair, equitable, transparent and consistent process in the allocation and pricing of municipal facilities that support the opportunity of
leisure.
Principle Thirteen: Continue to Evolve Partnerships and other Strategic Alliances
The delivery of leisure programs and events, and providing the opportunity to engage in a wide array of leisure activities in
Whitchurch-Stouffville is beyond the mandate of any single entity to provide. And as community expectations for culture and
recreation services continue to increase and broaden, and the Town expands its leisure services role, the need to partner with the
voluntary sector and others in the public, non-profit and commercial realms will become even more important. Currently, the
Municipality shares the provision of leisure opportunities with other public entities, as well as many groups and organizations in the
non-profit sector, and dozens of for-profit enterprises who deliver programs, host events and maintain either rented or owned facilities.
In some cases, the Municipality is in some form of strategic alliance with other providers who share in program provision; for
example: non-municipal program instructors, and sport program and event organizers.
Opportunities to partner and establish other strategic alliances with other providers in the public, quasi-public, non-profit and
commercial sectors to deliver new infrastructure, leisure programs and other services should increasingly be sought, evaluated and
established where there are benefits to the Municipality and the community. Also, as emphasized in the 2010 Volunteer Engagement
Strategy, the role of the Municipality in support of improved volunteer engagement should continue to be increased to ensure a strong
volunteer presence in leisure service delivery and other community initiatives. This principle aligns with two of the strategies and
associated goals of the Corporate Strategic Plan and the goals embraced by the Department of Leisure and Community Services, as
expressed in the 2010 Leisure Programming Strategy.
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The Charter for Recreation and Parks in Ontario
In 2009, Parks and Recreation Ontario published a charter that identifies the recreation and parks rights of Ontarians, the rational for
leisure services, goals for communities and the role of recreation and park leaders. The Charter has been utilized as a measure of the
adequacy of leisure services in Whitchurch-Stouffville – particularly leisure programming.
The Charter states that:
“Everyone in Ontario has a right to quality, accessible and inclusive recreation and parks services in their communities –
services that are essential for the health of Ontarians, the quality of life in our communities, and the sustainability of our
environment.”
Recreation and Parks Rights of Ontarions
“Every citizen in Ontario has the right and freedom to:
 Participation – in safe, affordable and quality recreation programs that are in harmony with the diversity of the community.
 Active Living – be physically active through participation in both organizes and informal sport and recreation activities.
 Access to Nature and the Outdoors – experience nature and access open spaces within their communities.
 Enriching Experiences – experience the arts, cultural heritage, sport and recreation activities in their communities.
 A Welcoming and Inclusive Community - be included in activities that build strong communities, engaged citizens and a healthy
family life.
 Engagement – be engaged in the planning of recreation and parks in their communities and to participate in volunteer activities.
Recreation and parks can help us to overcome the significant challenges facing our communities today, including physical
inactivity and the rising cost of health care, a rise in youth violence and the protections of our environment.
Refer to Appendix C where the entire Charter document has been reproduced.
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4.2
Planning and Provision Guidelines
F
igure 8 contains recommended provision guidelines for most leisure facilities. The guidelines are intended to assist with
projecting future facility requirements to the year 2023 (57,140 population). They are based on current provision levels, known
shortfalls and surpluses, expected changes in the age profile of customers, and anticipated changes in the participation rate for each
leisure activity. The provision recommendations should be considered as guidelines rather than strict standards when determining
future facility requirements. Participation rates should be regularly monitored and the guidelines adjusted accordingly.
Facility provision or expansion by other providers can influence whether a municipal facility is required as projected. Degree of
financial access for residents or access restrictions, the quality of the non-municipal facility and programming, and location would be
factors influencing degree of ‘public availability’.
Since the 2008 Leisure Facilities Provision Strategy, visual/creative art studios and neighbourhood aquatic facilities have been added
to the list of facilities in Figure 8.
For some facility categories, changes in the provision guidelines have been recommended in this Update to reflect changes and trends
in the participation rate since 2008, the changing role of the Municipality in relation to other providers, and revised thinking about
desired services levels and the delivery model. Refer to Figure 9 where the recommended changes and additions are noted.
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Recommended Planning and Provision Guidelines for Leisure Facilities, Town of Whitchurch-Stouffville, 2013
Facility Category
Indoor Ice Surfaces
Outdoor Major Aquatic Facilities
Fitness Centres
Indoor Multi-purpose Space
Gymnasia
 double
 single
Older Adult
Social/Recreation Centres
Museums
Performance Facilities
Visual/Creative Arts Studios
Soccer Fields:
 Full-size/Senior lit
 Large Mini
 Small Mini
 Micro
Ball Diamonds:
 Senior lit Softball
 Junior/Five-pitch
(2 in parks + 2 at schools)
Indoor Soccer Facilities
Tennis Courts
 lit
 unlit (incl. plans for 2013)
Libraries
Current Supply
(publicly
available & regularly used
facilities)
4
Current Level
of Provision
(based on 2011
1:9,407
1
0
4
1 municipal
3 commercial
12
21,070 sq. ft.
1:37,628
0
1:9,407
1:37,628
1:12,543
0.56 square feet/capita (sf/c)
1 (schools)
11 (schools)
0 municipal*
1:37,628
1:3,421
0
1
1 municipal
5 in churches & schools
0
1:37,628
1:37,628
1: 7,526
0
3.5**
6**
6**
6**
1:6,236 12-54 yr. olds (21,825)
1:150 10-11 yr. olds (900)
1:158 8-9 yr. olds (945)
1:348 4-7 yr. olds (2,085)
4***
4***
Recommended
Level of Provision
1:8,500 (2008-14)
1:11,500 (2015-23)
1:30,000
1 per community
1:8,500
1 municipal facility per
community
0.8 sf/c
Current (2011)
Shortfall or Surplus
(publicly avail. &
regularly used
facilities)
-0.4
-0.3
-1.0
-0.4
0
Figure 8
Additional Facilities
Required for
Projected 2023
Population
of 57,140
0.97
0.9
1.0
2.7
0
-9,030 sq. ft.
(+5,750 sf that is not
currently available)
24,642 sq. ft.
-0.5
-1.5
1.0*
1.3
8.0
1.0*
0
-0.3
0
0.9
1.0
1.0
1:6,000 12-54 yr. olds
1:165 10-11 yr. olds
1:100 8-9 yr. olds
1:200 4-7 yr. olds
-0.1**
0.5 surplus**
-3.5**
-4.4**
2.4**
1.3**
12.6**
13.2**
1:3,839 9-40 yr. olds (15,355)
1:355 5-8 yr. olds (1,420)
1:5,000 9-40 yr. olds
1:500 5-8 yr. olds
0.9 surplus***
1.2 surplus ***
1.1***
1.3***
One 100’x200’ pitch
(being constructed in 2013)
1 pitch:37,628
1 pitch:50,000
0.25 pitch surplus
0.1
10
2
15,425 Gross Ft2
1:3,763
1:18,814
0.40 GSF/capita
1:2,850
1:12,800
0.65 GSF/capita
-3.2
-0.9
-9,033 GSF
10.0
2.5
21,716 GSF
(schools & municipal)
1:25,000
1:3,000
1 principle municipal
facility per community
1 per community
1 municipal
facility:30,000
1 municipal facility per
community
Notes for Figure 8:
* Older Adult Centres: With the Silver Jubilee Hall closing in 2013, the Silver Jubilee Seniors Club will be temporarily utilizing Latcham Hall in
downtown Stouffville. When the Silver Jubilee Hall is vacated, there will not be a dedicated older adult recreation facility in Whitchurch-Stouffville.
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Notes for Figure 8 (continued):
** Soccer Fields: The following facilities are not included in the calculation of current supply, or current and future needs: the 2 unlighted senior soccer
fields located at the new SDSS and 4 Small Mini fields located at elementary schools. For the above calculations, the two unlighted, undersized fields at
Ballantrae Park are classified as Large Mini fields. The fields at Bruce’s Mills Conservation Area are counted as 6 Small Mini fields for use by 8-9 year
olds, although they can be configured as 3 Large Mini Fields for 10-11 year olds. However, due to the short term use agreements and land ownership,
these fields and the 6 Micro fields at the Teva industrial site are considered ‘temporary’. As such, the ‘future needs’ calculations do not account for
them. Also, due to the uncertain future of the temporary unlit practice field at the former SDSS site, this facility is not considered in the calculation of
‘future needs’, although it is included in the current inventory.
*** Ball Diamonds: Due to its remote location the Senior lit diamond in Vandorf Park is not used by the community and therefore has not been
included in the calculation of current provision and future needs. Two of the Junior diamonds located in parks and schools that are used by the
community are included in the inventory and the considered for the calculations of current provision and future needs.
Indoor Multipurpose Space: The current shortfall of 9,030 square feet has been temporarily increased to 14,780 square feet due to the loss of
community programming space due to the interim use of Latcham Hall (5,750 sq. ft.) by the Silver Jubilee Seniors Club.
Figure 9 provides an overview of the recommended changes to the Planning and Provision Guidelines since 2008.
Overview of Recommended Changes to the Planning and Provision Guidelines in the 2013 Update
Facilities
Arenas
Fitness centres
Older adult social/recreation centres
Performance facilities
Soccer fields
 Full-size/Senior lit
 Large Mini
 Small Mini
 Micro
Ball diamonds
 Senior lit Softball
 Junior/Five-pitch
Museums
Outdoor major aquatic facilities
Neighbourhood aquatic facilities
Visual/creative arts studios
Figure 9
2008 Leisure Facilities Strategy
1 per 8,500 (2008-2014)
1 per 11,000 (2015-2023)
1 per 30,000 population
1 adequate main/urban centre per 50,000 population
2013 Leisure Facilities Strategy Update
1 per 8,500 (2008-2014)
1 per 11,500 (2015-2023)
1 municipal facility per community
1 principle municipal facility per community
1 municipal facility per 30,000 population
1 per 5,000 12-54 yr. olds
1 per 235 10-11 yr. olds
1 per 100 8-9 yr. olds
1 per 6,000 12-54 yr. olds
1 per 165 10-11 yr. olds
1 per 100 8-9 yr. olds (unchanged)
1 per 200 4-7 yr. olds (unchanged)
1 per 5,000 9-40 yr. olds
Not included in the 2008 Strategy
Not included in the 2008 Strategy
1 per 5,000 9-40 yr. olds (unchanged)
1 per community
1 per community
1 municipal facility per community
Page 95
Page 96
5.1
Introduction
T
he town-wide leisure facilities provision strategy integrates all of the individual facility-specific provision strategies into one
comprehensive facilities strategy. A key element of the town-wide strategy is the clustering of many indoor and outdoor facilities
into one leisure centre, three large urban parks, the Stouffville Clippers Sports Complex, the new Operations Centre, and three
rural/hamlet parks, including the newly renovated and expanded Whitchurch-Stouffville Museum and Community Centre, as an
extension of Vandorf Park.
The provision strategy for each type of leisure facility is summarized below in Section 5.2. See Chapter Three for details on each
facility category. Section 5.3 describes the comprehensive, integrated town-wide strategy. Section 5.4 comments on the implications
for parkland requirements. Section 5.5 presents the capital forecast.
5.2
Summary of Facility-Specific Strategies
A
rena strategy: It is recommended that as the need for a fifth ice surface approaches by around 2023, consideration be given to
adding a third ice surface to the Stouffville Clippers Sports Complex. This facility was selected over the Stouffville Arena
complex because in order to add a third ice surface and sufficient additional parking to that facility, one or both of the adjacent
recently renovated soccer fields would have to be relocated.
Aquatic facilities are recommended to be provided on three levels: i) expanded indoor facilities at the Leisure Centre; ii) a new
community-scale outdoor water play facility at Memorial Park; and iii) a number of smaller water play facilities (splash pads) at major
neighbourhood parks throughout the urban area, and possibly a seventh water play facility at the future Musselman’s Lake community
park.
Fitness Facilities Strategy: It is recommended that the provision of fitness facilities be shared between the Municipality, the
commercial sector and the non-profit sector. The municipal role should focus on a fully supervised fitness program, and by providing
considerable focus on markets that are not typically as well served by the commercial sector, namely: youth, mid-age adults and
seniors. The recommended provision guideline is one adequate municipal fitness centre per community. The provision strategy
recommends rebuilding and expanding the fitness facility at the Leisure Centre when that facility is expanded. The new fitness
facility would comprise a 4,500 square foot strength and conditioning gym and an 1,800 square foot aerobic exercise/dance studio.
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Those facilities would be complemented by expanded and dedicated family/adult/club change rooms, a gymnasium, an indoor
running/walking track and an expanded aquatic facility.
Strategy for Indoor Multi-purpose Space: The strategy proposes that indoor multi-purpose space be provided within various leisure
facilities throughout the Municipality to accommodate a wide variety of municipal, library, community, and other programs and uses.
21,070 square feet of multi-purpose space is currently provided in the Leisure Centre and Library, the Stouffville Arena, the
Stouffville Clippers Sports Complex, the Museum and community centre, the Ballantrae Community Centre, the Lemonville
Community Centre and Latcham Hall. That inventory should be maintained, with some enhancement to Latcham Hall to better
accommodate the increasing demand for programming offered by the Municipality, as well as from community and social service
groups and organizations. Approximately 6,000 square feet of additional and better configured multi-purpose space should be
provided when the Leisure Centre is expanded as proposed. Approximately 2,500 square feet of additional multi-purpose space is
recommended as part of the library expansion. It is recommended that the former library facility be retained as a municipal leisure
facility when the lease to the Care and Share operation expires in 2013. This facility should be renovated to create approximately
6,000 square feet of additional multi-purpose space to support municipal and community programming.
A provision guideline of 0.8 square feet of indoor multi-purpose space is recommended (not including gymnasia), which would result
in 24,642 square feet of additional space to be provided by 2023 (projected population of 57,140). If the former library building is
retained and renovated as recommended, the requirement for future multi-purpose space would be reduced by approximately 6,000
square feet. If a third ice pad is added to the Clippers Sports Complex, as recommended, one or more multi-purpose rooms
(approximately 500 square feet) should be included to support meetings and programs. And an expanded Library would provide an
additional 2,500 square feet of multi-purpose space. That would leave 9,642 additional square feet of multi-purpose space to be
provided. It is recommended that the current provision guideline be monitored for adequacy as supply improves, the leisure
programming role of the Municipality matures, and the demand by community and social service groups and other providers using
municipal facilities evolves over the next few years, influenced in part by the provision of improved and additional facilities. It is also
recommended that the Municipality’s facility allocation policy be strengthened, particularly as it relates to use and rental of multipurpose space.
It is recommended that the Municipality construct a 12,000 square foot double gymnasium to be an integral part of an expanded
Leisure Centre to support a wide variety of community leisure programs, gym sports for all ages, floor-based fitness programs for all
ages, and large-group social activities and events. The 12,000 square feet of space is necessary to support a double gym and an
elevated indoor running/walking track, associated with a second floor fitness centre.
Older Adult Recreation Facilities Strategy: It is recommended that recreation programming and related services for older adults be
provided at three locations. A new, principle facility with dedicated space for older adult activities should be integrated into an
enlarged Leisure Centre. The older adult component should be in the order of 12,000 square feet. Programming and activities for
older adults would be focused in this facility and complemented by other programming and activities elsewhere within the Leisure
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Centre (e.g., aquatics, fitness, gym sports, large social events, programming in multi-purpose rooms, etc.). Programming for older
adults should be provided and an associated seniors club should be encouraged for both the Vandorf and Ballantrae communities to be
accommodated within the Ballantrae Community Centre and the recently expanded and upgraded Whitchurch-Stouffville Museum
and Community Centre. In these facilities, it is not recommended that dedicated space be allocated to the older adult clubs.
Ball Diamond Strategy: Senior lit ball diamonds will mostly be clustered at Bethesda Park with three facilities required in that park
by 2023 (projected population of 57,140). Diamond #1 in Memorial Park has been retained and refurbished as a lit spectator facility,
and a lit diamond is maintained at Ballantrae Park and another at Vandorf Park. Five-Pitch/Junior diamonds will be provided at
Thicketwood and Rupert Parks as well as other local parks and elementary school as required in future. By 2023, a total of five Junior
ball diamonds will be required.
Playing Field Strategy: Most of the outdoor soccer facilities will be located at four sites: i) Bethesda Park, ii) adjacent to the
Stouffville Arena, iii) Ballantrae Park, and iv) the new Operations Centre. The practice field at the former secondary school in
Stouffville is considered temporary. The current arrangement with the Toronto Region Conservation Authority to utilize Bruce’s Mill
Conservation Area and the use of the Teva industrial site are also considered as temporary. These temporary facilities should be
replaced with new facilities located in municipal parks and potentially through long-term agreements with other providers. In future,
elementary school sites should not be considered for soccer facilities to be used by the community soccer program. However, lighted
artificial turf fields located at secondary schools and shared by school and community field sport programs is a feasible alternative
strategy, which would reduce the requirement for as many full-size natural turf fields provided by school boards and the Municipality.
A commercial indoor soccer/field house facility is being built in Whitchurch-Stouffville in 2013. The facility will comprise a 100’ x
200’ pitch and will be available to support a community indoor soccer program and other activities, including: indoor running and
walking; exercise/fitness/rehab programs; Ultimate Frisbee; golf practice (driving range); off-season training for any sport; children’s
summer sports programs/camps/events/soccer clinics; school daytime and after school board of education programs (soccer, track and
field, other); flag football; field hockey; box lacrosse; rugby; baseball; and bocce.
Tennis Court Strategy: As recommended in the 2008 Strategy, there should be a shift toward clusters of higher quality lit courts and
away from minimum quality single and double unlit tennis courts, typically located in neighbourhood. It is recommended that new
courts be provided in clusters of at least four and preferably more lit facilities and that they are located in higher level parks such as
the Stouffville Arena site, Ballantrae Park, Vandorf Park and possibly Memorial Park. If a tennis club forms at Memorial Park, a
club house should be considered to support the tennis program. By 2023 (projected population of 57,140), there should be 20 lit and
4-5 unlit courts.
Arts and Culture Facility Strategy: It is recommended that municipal facilities for the visual and the performing arts, as well as
dance be enhanced to support the anticipated growing demand for arts and culture. The Lebovic Centre for Arts and Entertainment
will fulfill some of the need for performance space. It is recommended that an outdoor performance venue be provided in Memorial
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Park, within the proposed Stouffville Common (as defined in the Memorial Park Master Plan). As noted earlier, it is recommended
that creative/visual arts facilities, including an enhanced Latham Gallery be provided at the former library facility, as part of an
enhancement of that facility to support a variety of community programming. It is also recommended that the market for a second
performance facility be investigated as the community reaches full build-out population. Such a facility should likely be in 450 seat
size to complement the smaller Lebovic Centre for Arts and Entertainment.
It is recommended that the recently expanded and enhanced Whitchurch-Stouffville Museum and Community Centre in Vandorf
be maintained and programmed for museum purposes and community programming.
Although libraries were not the focus of the original Leisure Facilities Strategy or this Update, the location of the Public Library
within the Leisure Centre made it necessary to review recent studies completed for the WSPL, comment on the plans of the Library
Board and offer high level recommendations regarding current and future space requirements. This was especially important since
expansion of the library relates to the proposed expansion of the Leisure Centre. The Library Board proposes that library services be
concentrated in one location within urban Stouffville, and that facilities be expanded at the current location to meet the evolving needs
of the growing population. It is also recommended that the space provision guideline approved by Town Council be utilized (0.65
square feet per capita) to reflect defined and evolving library space requirements. By 2023 (projected population of 57,140), 21,716
square feet of additional space will be required.
5.3
Comprehensive Town-wide Provision Strategy
I
t is proposed that most of the existing and planned indoor and outdoor leisure facilities will be accommodated in the following five
urban parks/sites and three rural/hamlet parks.
 Memorial Park, including an expanded Leisure Centre and Public Library, improved and additional outdoor facilities, and the
adjacent Lebovic Centre for Arts and Entertainment;
 the Stouffville Arena site (including two lit soccer fields, a refurbished and expanded lit four-court tennis facility, and a
refurbished outdoor running track);
 the Stouffville Clippers Sports Complex (with the opportunity to expand this facility to include a third ice pad and multi-purpose
space);
 Bethesda Park (under development to include ball diamonds, soccer fields and support facilities);
 the new Operations Centre (to accommodate mini and micro soccer fields);
 Ballantrae Park including the community centre, and ball, soccer and tennis facilities;
 Vandorf Park, including ball and tennis facilities, and the Whitchurch-Stouffville Museum and Community Centre; and
 a new community park in the Musselman’s Lake community.
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A few other stand-alone indoor facilities round out the facility system (e.g., the Lebovic Centre for Arts and Entertainment,
Lemonville Community Centre, Latcham Hall, Latcham Gallery, and the proposed multipurpose facility in the former library
building), as do a large number of other outdoor facilities located in various parks and partner sites throughout the Municipality.
An integral part of the facility strategy is the proposed expansion of the Whitchurch-Stouffville Leisure Centre. Although a
comprehensive design exercise has not been completed along with detailed market testing, the research conducted for this Update has
identified the following initial space program for an expanded facility. See Figure 10 for the initial space program for an expanded
Leisure Centre.
It is recommend that a comprehensive conceptual design exercise (including a management plan and five-year pro forma operating
budget) regarding an expanded Leisure Centre and Library be completed in the near future. This initiative should include thorough
testing of the assumptions supporting the initial space program to confirm the list of components and fine-tune the scope and
parameters of each of the proposed components. A parallel exercise should be completed to fine-tune the list of library components
identified in Section 3.13. Refer to Figure 10 for an initial outline of possible facility components and sizes, emanating from this
Update.
Proposed Expansion of the Whitchurch-Stouffville Leisure Centre
Figure 10
Approximate
Current Size
(square feet)
9,800
Proposed
Additional
Square Feet
10,000
Strength and conditioning gym expansion
2,300
2,200
4,500
Aerobic fitness/dance studio expansion
1,400
400
1,800
12,000
12,000
Component
Aquatic Centre expansion
Gymnasium with walking track above
Resultant Area
Remarks
19,800
Assumes an additional pool tank comprising a
leisure pool with two 25 metre lanes.
Resultant area is smaller than other
contemporary municipal facilities, but in line
with the objectives of the facility proposed for
Whitchurch-Stouffville.
Resultant area is similar to other facilities of this
size and scope.
Allows for a double gymnasium with walking
track above.
Resultant area will allow for expansion and
addition of adult/club rooms.
Variety of room sizes and flexible layout – with
the ability to configure into one or two large
spaces when required.
Components identified in Section 3.6.
Typical area for a facility of this style and scope.
To be confirmed against Provincial legislation.
Based on typical standards.
Change room expansion
3,000
4,000
7,000
Multi-purpose room expansion
1,460
6,000
7,460
12,000
800
1,000
150
12,000
800
1,000
150
Older adult component
Child minding room
Pre-school program room
Health/wellness/first aide room
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Component
Additional office/Leisure and Community
Services staff
Additional storage
Additional washrooms
Enlarged foyer/information/registration
Building gross-up
Total
5.4
Approximate
Current Size
(square feet)
130
Proposed
Additional
Square Feet
750
1,000
500
2,000
4,910
26,500
3,000
600
1,500
13,600
68,000
Resultant Area
880
4,000
1,100
3,500
18,998
94,988
Remarks
Assumes four offices in an open office
configuration.
Based on similar facilities.
Based on occupancy assumptions & OBC.
To accommodate greater facility usage.
Calculated at 1.25.
Implications for Parkland Requirements
A
lthough the 2008 Leisure Facilities Strategy did not examine or report on parkland requirements across the Municipality, it is
clear that additional open space will be needed to accommodate all of the proposed outdoor and indoor leisure facilities that will
be required to the year 2023 and beyond. The Municipality is fortunate to have three significant parks and two other recreation
facility sites within the urban area, as well as three significant parks located within the rural area, including the community-level park
proposed for the Musselman’s Lake community. Although planning is in the early stage, Musselman’s Lake Park is not to be a
location for sports fields.
With three quarters of the full build-out population targeted for the urban area, there is a need to concentrate much of the communitywide open space that is intended for active recreation uses in or near the urban area.
The following recommended facilities require a location(s) to be determined.
 1 cricket pitch (if demand warrants)
 7 Small Mini Soccer fields (1 to replace some of the temporary facilities, 4 by 2016 and 2 by 2021)
 11 Micro Soccer fields (4 to replace some of the temporary facilities, 4 by 2016 and 3 by 2021)
 Tennis facilities (10 lit courts in two community-scale parks, and 2-3 unlit courts in one or two neighbourhood parks TBD)
 One Junior ball diamond (in a neighbourhood park TBD)
 Two neighbourhood-scale aquatic facilities (in neighbourhood parks TBD)
 Approximately 9,650 square feet of multi-purpose space
Most of these facilities should be located in community-scale parks. Since existing parks cannot accommodate all of the facilities
required by 2023, additional and/or expanded sites will be required in the order of 25-30 acres of suitable land.
Other recommended facilities are proposed to be accommodated within existing parkland and facility sites such as Memorial Park
(enlarged Leisure Centre and library, and planned outdoor facilities that include: a water play facility, tennis courts, a skateboard
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facility, playgrounds, picnic areas, a basketball court, etc.), the Stouffville Clippers Sports Complex (third ice surface and additional
multi-purpose space), and the Stouffville Arena site (enlarged lit tennis facility).
A comprehensive parks and open space analysis and plan would identify other parkland requirements at the neighbourhood and
community levels to ensure sufficient lands and optimum locations for neighbourhood parks, community parks and a linear open
space system to support a town-wide off-road walking and bicycle trail system. This type of parks and open space review and plan is
anticipated by the Leisure and Community Services Department as part of a parks, recreation and culture master plan to be untaken in
the near future.
5.5
Capital Forecast
The capital forecast focuses on the types of facilities that are included in this Leisure Facilities Strategy Update, and as such does not
include the following categories that are included in the Town of Whitchurch-Stouffville ten year capital forecast: playgrounds (other
than those identified for Memorial and Bethesda parks), trail development, woodlot management, landscaping and trees, general park
amenities, park and facility signage, equipment, pooled assets, non-leisure facilities, fitness equipment, museum exhibits and artifact
conservation projects, and life cycle, refurbishments and other upgrades for any existing facility. Estimates reflect 2013 costs, and no
allowance for inflation has been factored in for subsequent years. For planning purposes, the capital forecast has been organized into
five-year intervals that correspond to upcoming census dates.
The following are the estimates for each time period:
 2013-2015 $ 6,080,282
 2016-2020 $35,255,237
 2021-2026 $13,352,100
Two large components of the $35,255,237 allocated for the 2016-2020 time period are i) the expansion of the Leisure Centre
($21,930,000) and ii) the expansion of the Public Library ($6,514,800). Together, they represent almost 79% of the total for that time
period.
See Figure 11 for details.
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Capital Forecast 2013-2026
Items
2013-2015
Memorial Park
Phase 1B design
Phase One construction (skateboard facility)
Basketball courts and gates
Phase Two construction
Phase Five construction
Phase Six construction
Phase Seven construction
Lawn Bowling facility - rebuild
4 lit tennis courts (suggested location)
Whitchurch-Stouffville Leisure Centre
Demand refinement, conceptual plan & business case for an expanded Leisure Centre
Aquatic Centre expansion (+ 10,000 sf @ $450/sf)
Strength & conditioning gym expansion (+ 2,200 sf @ $300/sf)
Aerobic fitness/dance studio expansion (+ 400 sf @ $300/sf)
Gymnasium (12,000 sf @ $300/sf, including space for an elevated running/walking track)
Change room expansion (+ 4,000 sf @ $300/sf)
Multi-purpose room expansion (+ 6,000 sf @ $300/sf)
Older adult component (12,000 sf @ $300/sf)
Child minding room (800 sf @ $300/sf)
Pre-school program room (1,000 sf @ $300/sf)
Health/wellness/first aide room (150 sf @ $300/sf)
Additional office/leisure services staff (+ 750 sf @ $300/sf)
Additional storage (+ 3,000 sf @ $300/sf)
Additional washrooms (+ 600 sf @ $350/sf)
Enlarged foyer/information/registration (+ 1,500 sf @ $300/sf)
Building gross-up (@1.25 = 13,600 sf @ $300/sf)
Figure 11
2021-2026
125,000
425,000
200,000
725,782
2,555,107
777,623
226,807
820,000
492,000
35,000
4,500,000
660,000
120,000
3,600,000
1,200,000
1,800,000
3,600,000
240,000
300,000
45,000
225,000
900,000
210,000
450,000
4,080,000
Whitchurch-Stouffville Library – Expansion (21,716 gsf @ $300/sf)
Stouffville Arena Site – resurface three tennis courts, add a fourth court & light the facility + resurface the
adjacent running track
2016-2020
6,514,800
742,500
Arenas
Add single pad arena to the Clippers Sports Complex (34,000 sf @ $285/sf, including 500 sf of multipurpose space)
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9,690,000
Items
2013-2015
Bethesda Park
Complete Senior lit Diamond #3 (as per the plan) – including 20% contingency & fees
Complete Senior lit soccer field #2 (as per the plan) – including 20% contingency & fees
Complete Senior lit soccer field #3 (as per the plan) – including 20% contingency & fees
Add one Large Mini soccer field (as per the plan) – including 20% contingency & fees
Refurbish park shop (as per the plan) – including 20% contingency & fees
Play structure (as per the plan) – including 20% contingency & fees
Picnic shelter (as per the plan) – including 20% contingency & fees
Playing Fields
Construct five Small Mini soccer fields at the Operations Centre - including 20% contingency & fees
Construct two Micro soccer fields at the Operations Centre - including 20% contingency & fees
Add five Small Mini soccer fields – including 20% contingency & fees - location TBD
Add two Small Mini soccer fields – including 20% contingency & fees – location TBD
Add eight Micro soccer fields – including 20% contingency & fees – location TBD
Add three Micro soccer fields – including 20% contingency & fees – location TBD
Cricket pitch – artificial turf field (if demand warrants) – including pitch and surrounding grassed area including 20% contingency & fees – location TBD
2016-2020
726,000
426,000
426,000
204,000
75,000
80,000
125,000
700,000
91,200
700,000
280,000
364,800
136,800
207,600
Junior/Five-Pitch Ball Diamonds
One Junior ball diamond in a neighbourhood park – location in urban Stouffville to be determined
Splash Pads
Neighbourhood park in urban Stouffville
Neighbourhood park in urban Stouffville
Proposed for Musselman’s Lake Park
Community Centres/Multi-purpose Space
Former Library Building – renovation to interior to create suitable multi-purpose space
Multi-purpose Space (in addition to what is proposed for the Leisure Centre and Library expansions + the
renovation of the former library building & the third ice pad at the Clippers Sports Complex)
Additional multi-purpose space for a population of 57,140 (9,642 square feet - locations TBD @ $300/sf)
75,000
225,000
225,000
250,000
220,000
1,446,300
Tennis Courts
6 lit tennis courts in a suitable community-scale park (location TBD & if demand warrants) - including
20% contingency & fees
Two-three unlit tennis courts in a suitable neighbourhood park - including 20% contingency & fees
Totals
2021-2026
1,446,300
738,000
260,000
6,080,282
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35,255,237
13,352,100
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Appendix A
The Personal, Social, Economic and Environmental Benefits of Parks, Recreation
and Culture
OVERALL BENEFIT STATEMENT
LEISURE ACTIVITIES, PARKS AND GREEN SPACE ARE ESSENTIAL TO OUR PHYSICAL, MENTAL, SOCIAL WELLBEING and TO OUR QUALITY OF LIFE, ENVIRONMENT AND ECONOMIC SUSTAINABILITY
Health
RECREATION, ACTIVE LIVING, SPORT, ARTS, CULTURE and PARKS ARE ESSENTIAL TO PERSONAL HEALTH RECREATION IS A KEY DETERMINANT OF HEALTH STATUS.
 Recreation helps people live longer - adding up to two years to life expectancy. (active living, fitness, sport)
 Recreation prolongs independent living for seniors by compressing the disease and impairment period typically associated with
aging - keeping seniors vital and involved in community life. (active living, fitness, sport)
 Recreation significantly reduces the risk of coronary heart disease and stroke - the leading cause of death in Canada. (active
living, fitness, sport)
 Recreation combats osteoporosis - significantly affecting postmenopausal women. (active living, fitness, sport)
 Recreation combats diabetes - the fourth ranking killer disease - after heart disease, cancer, and respiratory disease. (active
living, fitness, sport)
 Recreation has been shown to help in restoring health and preventing site specific cancers - particularly in the colon, breast and
lungs. (active living, fitness, sport)
 Recreation helps prevent arthritis & rehabilitate back problems affecting a high percentage of adults. (active living, fitness,
sport)
 Leisure activities and parks contribute to mental health - reducing stress, reducing depression, and contributing to emotional,
psychological and spiritual well-being. (recreation, fitness, sport, active living, arts, culture, parks and green
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space/infrastructure)
 Leisure activities and parks enhance overall physical fitness, health and well-being - critical to one's personal quality of life.
(recreation, fitness, sport, active living, arts, culture, parks, green space/infrastructure)
 Leisure activities and parks are proven therapeutic tools utilized in hospitals, clinics and communities everywhere - helping to
restore physical, mental and social capacities and abilities. (recreation, fitness, arts, culture, parks and green space)
 Recreation, fitness, sport, active living and parks reduce obesity resulting in many health benefits.
Human Development
RECREATION, SPORT, ACTIVE LIVING, ARTS, CULTURE and PARKS are all KEY TO BALANCED HUMAN
DEVELOPMENT - HELPING CANADIANS REACH FOR THEIR POTENTIAL
 Leisure activities and parks are essential to the holistic development of our children and youth:
- they learn motor skills (physical) through play and sport
- they gain physical fitness and enhance overall health/well-being
- they learn social skills through play and sport
- they learn creativity through play and arts/cultural activity
- they develop intellectual capacities and concepts through play - and many other life skills.
(recreation, fitness, sport, arts, culture, heritage, environmental conservation and parks)
 Leisure activities provide the opportunity for adults to develop their full and holistic potential (physical, social, creative,
intellectual and spiritual) - work only does so much. (recreation, sport, arts, culture)
 In a society where life-long learning is essential – recreation, sport, arts and leisure learning provide exceptional opportunities
and contribute to academic success.
 Parks, green space and natural environments have great spiritual meaning for many and provide a significant way of exploring
our spirituality in places with nature.
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Quality of Life
RECREATION, FITNESS, SPORT, ARTS, CULTURE, PARKS and GREENSPACE ARE ESSENTIAL TO QUALITY OF LIFE
and a SENSE OF PLACE.
 Leisure activities build self-esteem and positive self-image - foundations to personal quality of life. (recreation, sport, arts and
culture)
 Leisure activities and parks enhance life satisfaction levels. (recreation, fitness, sport, arts, culture, parks and green space)
 Leisure activities and parks enhance perceived/actual quality of life and place/infrastructure - for individuals, families and
communities. (recreation, sport, arts, culture, parks and green space)
 Leisure activities nurture growth, acquisition of life skills, and independent living for those with a disability. (recreation, sport,
arts and culture)
Anti-Social Behaviour
RECREATION, SPORT, ARTS and OUTDOOR PURSUITS ENHANCE QUALITY OF LIFE BY REDUCING SELFDESTRUCTIVE AND ANTI-SOCIAL BEHAVIOUR
 Leisure activities and outdoor programs reduce self-destructive behaviour and negative social activity in youth - an antidote to
smoking, substance abuse, suicide, and depression. (recreation, sport, arts, culture)
 Leisure activities and outdoor programs reduce crime - particularly effective with juvenile delinquents. (recreation, sport, arts,
culture)
 Leisure activities and outdoor programs can reduce racism - building understanding between diverse cultures. (recreation,
sport, arts, culture)
 Leisure activities and outdoor programs reduce isolation, loneliness and alienation. (recreation, sports, arts, culture)
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Families/Communities
RECREATION, SPORT, ARTS, CULTURE AND PARKS BUILD STRONG, INDIVIDUALS, FAMILIES AND HEALTHY
COMMUNITIES
 Families that play together - stay together. Children and youth remain connected; families and couples that share leisure
interests are more likely to stay together.
 Leisure activities and outdoor programs provide safe, developmental opportunities for the latch-key child. (recreation, sport,
arts)
 Leisure activities and environmental programs produce leaders who serve their communities in many ways. (recreation, sport,
arts, culture)
 Leisure activities and environmental programs build social skills and stimulate participation in community life. (recreation,
sport, arts, culture, parks)
 Leisure activities and parks are often the catalysts that build strong, self-sufficient and sustainable communities through sport
groups, arts guilds, adopt-a-park, etc. (recreation, sport, arts, culture)
 Arts and Culture helps people understand their neighbours, community, history, and environment.
 Recreation, parks, sport, arts and culture builds a sense of place, belonging and pride in a community, province or country.
 Recreation, sport, arts, culture and parks all build a sense of place in the community.
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Prevention
PAY NOW OR PAY MORE LATER! RECREATION, SPORT, ART, CULTURE AND PARKS REDUCES HEALTH CARE,
SOCIAL SERVICE AND POLICE/JUSTICE COSTS!
 Fitness and well-being reduce both the incidence and severity of illness and disability - lowering health care costs.
 Leisure activities and park programs support families - reducing costs of social service intervention and foster care. (recreation,
arts, culture)
 Leisure activities and park programs reduce crime and social dysfunction - reducing police, justice, and incarceration costs.
(recreation, arts, culture, sport)
Economic
RECREATION, SPORT, ART, CULTURE AND PARKS ARE SIGNIFICANT ECONOMIC GENERATORS IN YOUR
COMMUNITY!
 Recreation, sport, and fitness improve work performance - increased productivity, decreased absenteeism, decreased staff
turnover, reduced ‘on the job’ accidents.
 Leisure programs, services and parks attract businesses to the community - prime economic development and relocation
magnets. (recreation, sport, arts, culture, outdoor/environmental)
 Leisure programs, services and parks are the attractions that draw tourism - the third largest and one of the fastest growing
industries in the world today. (recreation, sport, arts, culture, outdoor/environmental)

Recreation, fitness, sport, arts, culture, parks and open spaces are significant employment generators on their own - providing
many jobs.
 Small investments in recreation, sport, arts, culture and parks often yield large economic returns - money generated by events,
capital development, and provision of ongoing services is spent several times in the community (the multiplier effect)
 Parks and open spaces increase property value, and therefore tax revenue, on adjacent land - many developers are
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automatically including parkland, golf courses, etc. as marketing features.
 Parks and open spaces are often the highest and best use of land as storm water retention areas - cheaper than sewer expansion.
 Leisure programs, services, parks and green spaces can increase the income/profits for non-profit and private businesses and
increases tax revenues for all three levels of government. (recreation, sport, arts, culture)
Environment
PARKS, OPEN SPACES, NATURAL AREAS and GREEN SPACES are ESSENTIAL TO WELL BEING AND OUR
ENVIRONMENTAL and ECOLOGICAL SURVIVAL!
 Green space protects habitat, biodiversity, and our environmental and ecological integrity.
 Green space improves air quality - removing carbon dioxide, sulfur dioxide and other pollutants from the air.
 Outdoor recreation, parks, green space and natural areas are some of the best approaches to environmental education and
personal health and well-being - a key to long term sustainability overall.
 Protecting land from development (as open space) mitigates against potential environmental disaster - flooding, slip zones,
aquifer depletion and contributes to quality of life.
 Trail and pathway systems enhance fitness, overall well-being, save energy and protect air quality by encouraging nonmotorized transportation.
 Arts, culture and parks programs or places are some of the best ways of expressing the spirituality of the land, thereby
encouraging community building and stewardship ethics.
 Green infrastructure of parks, trails and open/natural areas are essential to overall good health, quality of life and well-being.
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Appendix B:
Leisure Interests Trends and Best Practices Related to Older Adults
The older adult market is comprised of a number of submarkets, each with their own range of most popular leisure interests, based on
the generation that each represents. Other sub-markets are influenced by gender; culture; income; physical and mental ability; and
social, leisure and wellness interests. The big Baby Boom generation (currently age 48-67) will increasingly influence the senior adult
population with their characteristics; values; perspectives; and social, leisure and wellness interests.
In future, the Baby Boom generation will become more ethnically diverse, and the population that comprises it will bring a wider
range of leisure interests and a higher level of involvement in and commitment to their most favourite activities. This generation is
more demanding and has higher expectations for services and facilities than any previous senior adult market. They are more
physically active and healthier, and will seek wellness and other opportunities to help extend life. Some will have a greater ability to
pay for their favourite leisure and wellness interests and activities (although some sectors of the older adult market will not be
financially secure). This emerging market of older adults is generally better educated and more globally aware, and has a greater
interest in life-long learning, a stronger ecological and environmental ethic, is self-motivated, and more likely to be looking for
personal and spiritual fulfillment. Many are more likely to continue working, even if part time, and may be less likely to offer as
much of their spare time for volunteering as previous generations of older adults. They will be more independent, technologically
savvy and mobile. All of this is in comparison to the ‘traditional’ seniors who are the parents of the Baby Boomers and have been the
principle customers of our seniors’ centres and programs for many years. Marketing professionals have branded the new, younger
aging adult as ‘Boomers with zip’ or ‘Zoomers’.
The last of the Baby Boom generation will age out of the older adult market in 40-50 years, depending on longevity. The percentage
of older adults will continue to increase after 2031, but more slowly.
One of the principle and rapidly growing sub-markets of older adults are the frail elderly - as life expectancy increases and the Baby
Boom generation reaches that phase of their life cycle. The age 85+ population is projected by Statistics Canada to triple in size by
2056.
A Transition is Underway ... What is expected to happen is that most of the current range of leisure interests of traditional older
adults will be retained for a decade or more as the current market of older seniors age out of significant involvement in leisure
activities. Increasingly, these traditional interests will be augmented by a new set of interests and level of participation – influenced
by the Baby Boom generation. The youngest of the age 50+ adults will be more interested in fitness and wellness, health promotion,
active recreation pursuits, the out-of-doors and the natural environment, life-long learning, all aspects of the arts, the digital world, and
trips and travel.
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So, for this new generation of older adults, there should be increasing interest in the following types of leisure activities:
 Activities and programs that support mental wellbeing and life-long learning (formal and informal)
 Programs focused on spirituality (meditation, mindfulness), wellness, holistic health and mind-body integration (Yoga, NIA,
Pilates, Tai Chi)
 Fitness and wellness activities and programs – all types and tailored to age-specific requirements – from floor-based to full-service
strength and conditioning – Zoomers tend to lead toward more individualized activities (workout areas, indoor running/walking
tracks) rather than group fitness programs
 Linear recreation activities for fitness and pleasure (walking, jogging, running, cross-country skiing, walking with poles, and
cycling)
 Lower intensity gym sports (pickle ball, basketball, volleyball, badminton, shuffleboard, carpet bowling – with an increasing
preference for activities like pickle ball and badminton to replace tennis, squash and racquetball for most people as they age)
 Aquatic activities, especially fitness-oriented and therapeutic – including the full range of water aerobic programs
 Intergenerational programs, as well as programs that are not segregated by age, but rather by ability and interest
 Socializing with friends
 Reading
 Visiting libraries
 Internet research and learning
 Computer use (games, Internet, wide range of programs)
 Visiting art galleries and shows
 Visiting museums and historical re-enactments
 Attending and participating in festivals
 Learning about other cultures and participating in related programs, activities and events
 Programs that involve and engage immigrant older adult populations and bring different cultures together to learn and share
 Visiting markets (food fairs, crafts, art)
 Attending dramatic arts, dance and music events for entertainment
 The creative arts – trend away from traditional arts and crafts and increasing interest in higher levels of endeavour, including
digital photography, drawing and painting (all mediums), sculpture and wood carving
 Billiards, pool, snooker
 Orienteering and Geocashing
 Nature study/appreciation, including bird watching, hiking, and cross-country skiing and biking, often in gentler environments
 Gardening (individual and community)
 Lawn bowling
 Adapted team sports (low intensity baseball/softball, soccer and hockey on smaller, high quality playing surfaces)
 Curling
 Boating
 Fishing
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 Camping
 Dining out
General Patterns
 It is anticipated that tomorrow’s older adult will more likely want to mix with younger adults and participate in activities based on
their ability rather than age.
 Most will not want to be labelled as a ‘senior’. Zoomers will avoid programs, groups and facilities that are labelled ‘seniors’,
‘older adults’ or ‘mature adults’. Activities such as bingo, shuffleboard, carpet bowling, and card and board games may be
avoided by many because they are often associated with an older generation of senior adults.
 At least initially, Baby Boomers want to think young and will pursue activities that help them maintain or improve their health and
wellbeing. Health and wellness will be very important to this generation, and programs and facilities to support physical health
and mental wellbeing will be popular - and this generation will be willing to pay for these opportunities, because of their
importance to them.
 Safety and security will become increasingly important to this new brand of aging adults.
 Most of this new generation will be more willing to pay for a program, course or organized activity than to volunteer to organize
and offer it. Programs that blend the role of the programmer and the skills and abilities of the participants will create opportunities
that are more empowering to the participant, and provide more opportunities to learn, enhance leadership skills, broaden horizons
and develop other skills.
 This new generation of older adults will also expect quality services and facilities that will evolve with their interests, needs and
abilities.
 Because of busy schedules and time constraints, they will be increasingly interested in short duration program cycles and drop-in
opportunities. Membership commitments will become increasingly less popular with this group.
 The nature of volunteering is changing with more people volunteering, but for fewer hours per year per person. And expectations
for volunteering are changing, driven by the values, perspectives and experiences of the Baby Boom generation. Recent patterns
have seen a lower level of involvement by new seniors compared to traditional seniors. However, if volunteer opportunities are
designed to be shorter term, and are well matched to the skills, interests, expectations and schedules of Zoomers, more are likely to
participate.
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 With their full day time schedules and increased mobility, Zoomers will increasingly demand prime time at municipal facilities,
rather than the traditional weekday daytime periods.
 The new generation of older adults tend to enjoy activities that are more individualized rather than group events. This will have
implications for fitness programming, and many other group and team activities.
 Many municipalities have begun to make adjustment to provide the types and quality of facilities that are of increasing interest to
adults of all ages. Examples include more trails (especially hard-surfaced), full-service fitness centres with programming tailored
to the older adult, easy access swimming and therapeutic pools, more facilities to support the creative arts, more performance
facilities and special event spaces (indoor and outdoor), accessible washrooms, higher quality food service facilities (including
healthier food and beverages as well as adjacent, comfortable sitting/socializing areas/cafes), higher quality turf for playing fields
and ball diamonds (safety issue), more adult-size outdoor sports facilities, amenity-rich arenas, and more shaded areas adjacent to
outdoor facilities.
 There is a trend away from stand-alone facilities such as arenas and seniors centres, and toward the clustering of facilities into
medium to large, one-stop complexes that often include a variety of complementary leisure components, and increasingly,
facilities such as a library, a health centre and specialized clinics, one or more secondary schools, and a smaller older adult wing or
component of the larger facility (primarily for some middle-aged and older seniors who gravitate toward a less busy and more
secure environment).
From the 2010 Older Adult Centre’s Association of Ontario study titled Building Bridges for Tomorrow, the following is the profile
of current members of older adult centres:
 All age categories of older adults age 55+.
 Primary market is age 65-75 (41%) and 76-85 (35%). 8% are over the age of 85.
 Boomer members have increased from 8% to 15% over the past ten years
 Compared to the general population, older adult centres cater to a larger proportion of the 85+ population.
 In general, older adult centres cater to individuals from lower to middle income brackets, including a very high proportion of
single, low income women. Almost one quarter are considered low income and at or near the poverty line.
 Older adult centres do not attract very many members from the population of new Canadians. Only 15% are from ethnic
backgrounds and 4% are visible minorities. 91% have English as their first language.
 Typically, three quarters of members are women. The proportion of males ranges between 16% and 34%.
 Education levels vary with age, with the younger members tending to have achieved a higher level of education.
 Almost 50% of members are single, divorced or widowed.
 Over 40% of members live alone.
 Members are generally very independent in terms of lifestyle and daily living. Less than 10% of members receive any type of
community support services and less than 5% receive any type of in-home services.
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 Members tend to retain membership for a long time, with at least one quarter being members for more than 10 years, and more
than half being members for more than five years.
 For two thirds of members, the typical length of stay is two to four hours, and more than half of members attend two to four times
per week.
 One third of members live within two kilometres of their centre and 85% live within ten kilometres of the centre.
 More than two thirds of members drive to the centre, with rural communities being even more dependent on the automobile. Less
than 5% of members use special needs transportation. Almost one quarter stated that they might use the centre more if
transportation was more available.
 Less than one third of members are active at other leisure facilities.
Province-wide Program Participation and Interest in Programs by Members of Older Adult Centres (from Building Bridges for
Tomorrow, 2010)
 Special event, trips and travel are the most popular activities at centres.
 More than one third of members are interested in fitness programs/activities.
 Educational programs are twice are popular as cards, dispelling the myth that older adult centres are primarily ‘card clubs’.
 Boomers are more active in fitness, visual arts and health-related activities. Interest in cards is far below the average with this age
group.
 For new programs, the demand was greatest for health and wellness-related activities, as well as physical activities. Demand was
lower for traditional arts and crafts programs. Weight loss programs and health promotion services are two of the most requested
new programs.
 Members rated programs in the centres at 9 out of 10.
 Almost one quarter of members participate in health-related programs, with weight loss, health promotion, hearing clinics, and
eyesight clinics being the most popular across the age groups. Interest in foot care and hearing clinics increases with age. Interest
in health promotion is highest among Baby Boomers.
 Foot care is the most utilized health service.
 Slightly more than 15% of centres offer a full basket of community support services.
 More than one third of centres offer an adult day program, congregated dining and transportation services.
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Appendix C: Charter for Recreation and Parks in Ontario
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Final Report Leisure Facilities Strategy Update, 2013 Town of

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