ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

2013 Review & Update

May 2013

APPENDIX

mbpc Monteith Brown planning consultants ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries APPENDIX A: BACKGROUND DOCUMENT REVIEW

1. Planning Documents

The Ontario Planning Act

The Ontario Planning Act, R.S.O. 1990 is the guiding document for all land use planning in Ontario, with the objective of promoting sustainable economic development in a healthy environment. Sections 42 and 51.1 of the Planning Act establish a framework for parkland dedication, which provides approval authorities with powers to impose parkland dedication requirements as a condition of development or a plan of subdivision through site plan. These sections maintain that 2% for commercial and industrial land and 5% of residential lands be conveyed to the municipality for parkland or other public recreational purposes. In certain cases, where the approval authority has established specific policies regarding parkland dedication, the Planning Act allows the approval authority to require parkland at a rate of one hectare for each 300 dwelling units proposed. Alternatively, the Planning Act gives the approval authority to accept payment in lieu of parkland equal to the value of land required. The Planning Act establishes that the value of this land is determined the day or the day before the draft plan of subdivision is approved or the issuance of a building permit.

Further, Section 42 (6.2) maintains that the Council may reduce the payment of cash‐in‐lieu of parkland if a redevelopment project meets certain sustainability criteria established in the Official Plan, where the Official Plan contains policies regarding the reduction in cash‐in‐lieu payments, and where no land is available to be conveyed for park or other public recreational purposes.

Recent amendments to the Planning Act also give municipalities, through plan of subdivision approval as per Section 51(25), the power to require the dedication of rights of way for pedestrian and bicycle pathways; this is over and above the parkland dedication amount.

Section 37 of the Planning Act also permits municipalities to negotiate with developers to receive additional “public benefits” in exchange for an increase in height and/or density beyond current zoning regulations. The “public benefits” represent services, facilities, or matters that would not otherwise be provided for through the Planning Act or the Development Charges Act (such as improvements to existing or the development of new community centres and parks) and should generally be of particular benefit to the area in which the development is located. Any increase is subject to the principles of “good planning” and a reasonable balance between the negotiated benefit and the approved height and/or density.

Provincial Policy Statement

The 2005 Provincial Policy Statement (PPS) provides direction on matters of provincial interest as it pertains to land use planning and development. In support of the Planning Act, all planning matters must conform to the PPS. The PPS contains policies regarding a range of land use planning matters which encourage building strong communities, managing resources, and public health and safety.

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The Province is currently updating the PPS and released draft policies in September 2012. The draft PPS seeks to build strong, healthy communities by, among other matters, recognizing the importance of parks and recreation, green spaces, trails and trail linkages. Section 1.5 of the draft PPS establishes the following policies for public spaces, recreation, parks, trails, and open spaces:

Healthy, active communities should be promoted by: a) planning public streets, spaces and facilities to be safe, meet the needs of pedestrians, foster social interaction and facilitate active transportation and community connectivity; b) planning and providing for a full range and equitable distribution of publicly‐accessible built and natural settings for recreation, including facilities, parklands, public spaces, open space areas, trails and linkages, and, where practical, water‐based resources; c) providing opportunities for public access to shorelines; and d) recognizing provincial parks, conservation reserves, and other protected areas, and minimizing negative impacts on these areas.

Growth Plan for the Greater Golden Horseshoe

The Growth Plan (2006) provides a framework to guide sustainable development within the Greater Golden Horseshoe (GGH). As one of the fastest growing regions in Canada, this growth plan was necessary to address urban sprawl putting Ontario’s natural heritage areas at risk, encouraging the development of higher densities across the GTA (including Vaughan) while improving quality of life and standard of living. With regard to parks and recreation, the Growth Plan maintains that urban centres will be the focal point for recreation opportunities, supporting large concentrations of residential, commercial and employment areas. The role of parks and recreation will continue to be a key factor in urban areas, particularly given that the Growth Plan establishes a minimum target for new residential development in built‐up areas. The new Vaughan Official Plan was prepared following the release of the Growth Plan and meets or exceeds its minimum targets.

The Growth Plan also guides development of less urbanized areas, also known as Greenfield Areas. These areas will be promoted as livable areas, complete with a mix of parks, housing and employment opportunities, as well as a multi‐modal transportation network that also supports walking, cycling and transit.

York Region Official Plan (2009)

The York Region Official Plan was adopted in December 2009 and was modified by the Ministry of Municipal Affairs and Housing in September 2010. The York Region Official Plan contains broad land use policies to which impact the Region’s diverse communities, providing a planning framework that all municipalities must conform to. These policies guide economic, environmental and community decision making to manage growth and assist local municipalities with establishing more local‐level policies. This Official Plan provides a strategic approach to building sustainable communities by addressing economic, environmental, and social issues and a framework to co‐ordinate planning between municipalities.

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This Official Plan identified a series of key trends facing York Region when planning for a sustainable Region, a number of which can be supported by the provision of parks and recreation facilities, programs and services:

• An aging and diverse society; • An urbanizing region defined by vibrant centres; • The impact of the built environment on social cohesion among and within communities; • Climate change, energy conservation and renewable sources of energy; and • Societal health issues such as obesity, mental health illnesses, and cardiovascular and respiratory diseases.

Section 5.1 of the York Region Official Plan Share of Population in York Region, 2031 contains a population and employment forecast for local municipalities between 2006 and 2031. Understanding population and employment growth patterns allow local municipalities to anticipate change and plan for the future. By 2031, Vaughan and Markham are projected to represent the two largest communities in York Region (28% each) as illustrated in the following figure.

Source: York Region Official Plan, 2009

Vaughan is expected to have a moderate level of growth, increasing by a healthy 68% by 2031. Some of the communities to the north that are currently less populated are expected to see significant proportionate growth. The following figure contains the population growth forecast between 2006 and 2031.

Proportion of Growth, 2006‐2031 300% East Gwillimbury Whitchurch‐Stouffville 138% King 73% Vaughan 68% York Region 62% Georgina 59% Markham 55% Richmond Hill 43% Aurora 42% Newmarket 25%

Source: York Region Official Plan, 2009

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City of Vaughan Official Plan (2010)

The City of Vaughan Official Plan was adopted by Council in September 2010, modified and endorsed by Regional Council in June 2012, and subsequently appealed to the Ontario Municipal Board. As a result, it is not yet in full force and effect; however, it is anticipated that it will come into effect in the near future. Given that the Active Together Master Plan is forward thinking, it should consider the policies contained in the new Official Plan. The development of the new Official Plan has been guided by a number of planning documents in effect which contain a number of community structure and parkland policies including, but not limited to, the: • Carrville District Centre (OPA #651) • Woodbridge Community Plan (OPA #240) • Kleinburg‐Nashville Community Plan (OPA #610) • Maple Plan (OPA #30) • Thornhill‐Vaughan Community Plan (OPA #210) • Employment Area Plan (OPA #450) • OPA #600 • OPA #398 • Kleinburg Core Area (OPA #633) • Corporate Centre Plan (OPA #500)

The new Official Plan establishes a broad policy framework to guide sustainable growth and development. The visioning process conducted through public engagement for the development of the Official Plan defined eight key goals which are expressed below:

• Goal 1: Strong Diverse Communities • Goal 2: A Robust and Prominent Countryside • Goal 3: A Diverse Economy • Goal 4: A Vibrant and Thriving Downtown • Goal 5: Moving Around without a Car • Goal 6: Design Excellence and Memorable Places • Goal 7: A Green and Sustainable City • Goal 8: Directing Growth to Appropriate Locations

Urban Structure

Vaughan’s urban structure, discussed in Section 2, can be identified as five distinctive areas – Natural Areas and Countryside, Community Areas, Intensification Areas, Employment Areas, and the Parkway Belt. The Official Plan sets out a broad policy framework that directs the growth to the appropriate areas, while protecting and preserving Vaughan’s natural areas. The Official Plan forecasts Vaughan to continue experiencing rapid population growth, accommodating approximately 416,600 persons by 2031. It is the policy of Council to direct this growth to Community and Intensification Areas of the City. Community Areas include the settlements of Woodbridge, Kleinburg, Maple, Thornhill, Concord, Vellore, and Carrville. The Official Plan maintains that these areas are predominantly low‐residential areas and supporting compatible uses related to parks, community, institutional, and retail uses, and that new development in these areas will not detract from the existing urban form.

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Intensification Areas are primarily areas that will accommodate Vaughan’s 45% intensification target and are categorized into a hierarchy of mixed‐use centres and corridors:

• The Vaughan Metropolitan Centre functions as the City’s downtown, which supports a range of uses and building sizes, and accommodates the Vaughan’s tallest buildings. • Primary Centres accommodate a wide range of uses and will have tall buildings, as well as lower ones, to facilitate an appropriate transition to neighbouring areas. • Primary Intensification Corridors include both Regional Corridors and local corridors. They may accommodate mixed‐use intensification or employment intensification. • Local Centres act as the focus for communities, are lower in scale and offer a more limited range of uses.

Section 7 of the Official Plan establishes policies regarding community infrastructure. The Official Plan maintains that it is the policy of Council to support and implement the City’s Active Together Master Plan and update the Plan every five years to review service and population targets, and growth patterns. Section 7.2 contains policies regarding community services and facilities such as community centres and services and libraries. Section 7.3 also contains policies regarding the provision of Parks and Open Spaces.

Community Centres and Services

The Official Plan identifies that it is the policy of Council to plan, develop, and review existing areas to accommodate full‐service community centres that provide a variety of community needs in addition to recreation such as residential, commercial, or retail uses. These centres should be responsive to Vaughan’s diverse community needs, particularly in communities with multiple languages and high proportions of youth, seniors, immigrants, and those with social and financial barriers. The development of these centres and facility components should consider target populations and the goals and objectives of the Active Together Master Plan.

Libraries

Policies regarding the provision of libraries are contained in Section 7.2.4 of the Official Plan which establishes that libraries should be permitted in all residential, employment, institutional and mixed‐use designations. It is maintained that specific library locations shall be identified through the secondary or block planning process in consultation between the public, City, and Vaughan Public Libraries. While libraries are encouraged to be co‐located with other appropriate community facilities, the Official Plan also ensures that the development of new or refurbished libraries should be:

• Conveniently accessible by transit, bicycle and on foot; • Centrally located in the community which they service; • Designed to incorporate green building standards as set out in Section 9.1.3 of the Plan; and • Designed to support universal accessibility.

Further, the Official Plan maintains that it is the policy of Council to implement the library facility objectives contained in the Active Together Master Plan, including targets for neighbourhood, community and resource libraries, through per capita targets for library facilities, and to ensure that existing and planned library facilities are sufficient to meet the needs of projected residential populations.

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Parks and Open Space Types

In accordance with the Active Together Master Plan, the Official Plan maintains that it is the policy of Council to support the following parks and open space types:

Regional Parks • Greater than 15 hectares • Accommodate City‐wide cultural, recreational, and entertainment events such as festivals, sport tournaments, and weddings • Accommodate uses found in District Parks District Park • Greater than 5 hectares • Accommodate recreational and athletic interests such as major sports fields, large skateboard parks, outdoor skating facilities, field houses, picnic shelters, off‐leash areas, and aquatic/waterplay facilities • The location of District parks should be coordinated with community centre sites to encourage shared use Neighbourhood Park • Generally between 1 to 5 hectares and within a 10‐minute walk from the majority of the community served • Provide active and passive uses to meet local community and City‐wide needs • The location of Neighbourhood parks should be coordinated with school sites to encourage shared use Public Squares • Less than 1 hectare in size or smaller and be located in intensification areas • Support a range of neighbourhood‐oriented social opportunities as well as City‐wide entertainment and cultural events • Include spaces for public art, small outdoor game areas, formal gardens, fountains and waterplay areas, and seating • Include a mix of hard and soft landscaping • Be highly visible along public street frontages • Reflect high quality design and support year round use

Parks and Open Space Design

Parks and open space design considerations are contained in Section 7.3.2 of the Official Plan, which maintains that parks and open spaces should be designed to respond to their parkland classification type. Consideration should also be given to the planning context of the community, such as in intensification areas where parkland should be designed to be smaller in scale and accommodate less land‐intensive activities. The naturalization of passive parkland should also be encouraged where appropriate to enhance the City’s natural heritage network. This Section maintains that all parks should be located and oriented:

• In a central location or in the community to be served in order to act as a focal point; • Uninterrupted by major physical barriers, such as rail lines, arterial, and collector streets, and other physical barriers that restrict access,

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• Accessible by transit, bicycle, on foot and by car; • Highly visible with prominent public street frontage to enhance passive surveillance, and • Connected to other parks, open spaces and natural features to create an interconnected network.

The Official Plan also establishes that parks and open spaces should be designed to:

• Accommodate a diverse range of both passive and active recreational activities, and have flexibility to accommodate new users or interests; • Cater to a broad range of users by providing space and facilities that support a range of recreational facilities, ranging from sports fields to outdoor fitness areas and playgrounds; • To reflect the needs of various cultural and ethnic groups; • Accommodate universal accessibility and provide a range of activities for people with disabilities; and • Incorporate best practice principles of sustainable design.

Buildings or structures which are proposed should support the planned function and should be positioned and designed to:

• Be a positive, attractive, sensitive and integrated element; • Enhance, protect and restore existing vegetation and natural heritage features; • Incorporate public amenities, including public art, and enhance the user experience of these areas; and • Enhance open space linkages, public access, visibility and effective use of the park or open space.

Where development is proposed to be located adjacent to parks and open spaces, it shall:

• Be sited and designed to minimize rearlotting and the impact of shadows on the park or open space; • Be oriented to maximize public access and views to such spaces, where appropriate; • Present a primary and interactive façade to the park or open space; and • Provide for casual overlook thereby increasing the passive surveillance and safety of the park or open space.

Parkland Dedication

Vaughan’s parkland dedication policies are contained in Section 7.3.3 of the Official Plan. In accordance with Section 42, 51.1, and 53 of the Planning Act, Vaughan is permitted to require the dedication of lands for parks or recreational purposes as a condition of residential, commercial and employment development. The Official Plan identifies that it is the policy of Council to consider the parkland objectives and targets established in the Active Together Master Plan in the application of parkland dedication requirements and that communities identified to be deficient in active and passive parkland be priorities in future parkland acquisition. It is maintained that only parkland classified as Regional Parks, District Parks, Neighbourhood Parks, and Public Squares be considered in the dedication of parkland.

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For commercial and employment developments, the City shall require 2% of the land proposed for development. For residential development, the City shall require the greater of the following:

• 5% of the land proposed for development; or • One hectare of land for each 300 proposed dwelling units.

In certain instances, cash‐in‐lieu of parkland dedication may be required, or a combination of cash‐in‐ lieu and parkland, in a value that is equal to the value of the land required for parks or recreational purposes. Receiving cash‐in‐lieu of parkland may be more effective in achieving parkland targets and objectives contained in the Active Together Master Plan, such as in Intensification Areas, where parcels may be too small for parkland dedication requirements.

Any land proposed for parkland dedication must be located in visible areas, promote linkages and a healthy environment, and be free of all encumbrances such as servicing easements and utility boxes. Further, Core Features, major utilities, buffer lands are not to be accepted as part of parkland dedication. In addition to parkland dedication requirements, the Official Plan identifies the following alternative means of establishing parkland include:

• Land purchases; • The provision of Section 37 of the Planning Act as set out in Section 10.1.2.9 (bonusing); • Land exchanges or swaps; • Partnerships and/or joint provision of land; and • Establishment of a non‐profit Parks Foundation to promote land donation and conservation easements.

Cash‐in‐lieu of Parkland Dedication for High Density Residential Development (2012)

Staff reports were prepared in 2012 to assist Council in its review of cash‐in‐lieu of parkland dedication for high density development. Specifically, these reports outlined the policies, practices, and issues associated with increasing the current rate per unit for cash‐in‐lieu for parkland. In addition to receiving reports and communications, at its meeting on December 11, 2012, City of Vaughan Council approved the following: • Implementation of the rate of $6,000 per unit effective January 1, 2013; with an increase to $7,500 per unit on May 1, 2013; and a further increase to $8,500 per unit on August 1, 2013. • That the current formula for estimating parkland credits, being “area of parkland dedicated x 300 u/ha equals the number of units to be deducted from total units on which cash‐in‐lieu is payable” continue to be used; and • That staff be directed to complete a review of appropriate parkland credits for the intensification areas being the Vaughan Metropolitan Centre and the Yonge/Steeles Secondary Plan area and other Intensification areas throughout the City identified in the Vaughan Official Plan 2010, and report to a future Committee.

The new fixed unit rate is based on the lower end of medium density land values ($885,000 per acre), rather than the previously used low density rate. This change was brought forward due to the increase in land values in Vaughan, the cost of acquiring land, and ease of administration. This increase in rates is based on market activity and a review of policies of other municipalities.

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2. Corporate Reports

Strategic Plan (2007)

The City of Vaughan’s Strategic Plan, known as Vaughan Vision 2020, outlines the City’s vision and mission with direction to guide future growth and development. This Strategic Plan will assist the Vaughn with addressing key issues and pressing concerns currently facing the community with respect to safety, access to health facilities, the environment, traffic congestion, and issues related to growth and the quality of municipal services. It is Vaughan’s mission to put residents first through service excellence and its vision is defined as:

‘A city of choice that promotes diversity, innovation and opportunity for all citizens, fostering a vibrant community life that is inclusive, progressive, environmentally responsible and sustainable.’

The City’s strategic goals are structured around three key pillars of excellence in service, staff, and management. These goals are accompanied by a number of strategic initiatives to assist with achieving each of the desired goals. Most of the strategic goals and initiatives identified in the Strategic Plan that pertain to the provision of parks, recreation, and library facilities have been completed. The outcome of the Active Together Master Plan will continue to support, promote and implement these goals, aligning with the City’s vision and mission statement.

Green Directions Vaughan (2009)

This document was created to establish sustainability goals for the City of Vaughan which will assist in guiding the development of future master plans towards achieving a healthy and natural environment, vibrant community, and strong economy. This document, was developed in response to Vaughan Vision 2020, and provides a series of recommended actions applicable to all corners of the municipal governing body. Further, Green Directions acts as Vaughan Integrated Community Sustainability Plan, to provide sustainable community direction regarding social, environmental, cultural, and economic objectives. The recommendations contained in this plan focus around six primary goals to ensure Vaughan continues to move forward in a sustainable manner.

The following table provides a summary of recommendations that may have potential relevance to the Active Together Master Plan. It should be noted that not all goals relate to active recreation and that some recommendations may be time‐sensitive. As a result, some may have already been completed.

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Goal 1: To significantly reduce our use of natural resources and the amount of waste we generate. • Through the development of the City’s new Official Plan, and in partnership with the Toronto and Region Conservation Authority, ensure protection of remaining natural features and explore opportunities for habitat restoration in headwater areas, along riparian corridors, and around wetlands Goal 2: To ensure sustainable development and redevelopment • Through the policies in the new Official Plan, create a Vaughan 2031 that has more intensification with increased height and density and mixed use in thoughtfully developed nodes and along transit corridors • Undertake an Urban Forest Strategic Plan that will identify targets for the urban forest in the City and provide strategies for achieving it including planning, maintenance, species and planting recommendations • Continue to develop a Parkland/Open Space Acquisition Strategy • Develop a comprehensive Natural Heritage Strategy that examines the City’s natural capital and diversity and how best to enhance and connect it. Goal 3: To ensure that Vaughan is a city that is easy to get around with a low environmental impact • Develop an implementation plan for the initiatives described in the City’s Pedestrian and Bicycle Master Plan • Develop and implement an Employee Trip Reduction/active transportation strategy for City Staff Goal 4: To create a vibrant community where citizens, business and visitors thrive • Develop an implementation plan for the initiatives described in the City’s Active Together Master Plan • Develop a strategy to increase support for and promotion of the arts and culture in the community • Provide more partnership opportunities for existing non‐profit and volunteer groups to meet the community’s social, cultural and recreational needs • Support outdoor recreation activities that engage citizens and visitors in our natural and green spaces as described in Vaughan’s Active Together Master Plan • Develop accessible service standards as part of compliance with the Accessibility for Ontarians with Disabilities Act, 2005 Goal 5: To be leaders in advocacy and education on sustainability issues • n/a Goal 6: To ensure a supportive system for the implementation of the Community Sustainability and Environmental Master Plan • n/a

City of Vaughan Citizen Survey (2011 & 2012)

A Citizens Satisfaction Survey was conducted in Vaughan in 2011 and again in 2012 to explore a number key areas including, but not limited to, top‐of‐mind issues, economic confidence, overall quality of life, perceptions of City services (including perceived important and satisfaction), and communication and information needs. The results of the survey indicated that residents generally found the quality of life in Vaughan to be very high. In 2012, 98% of residents ranked their quality of life to be ‘Good’ or ‘Very Good’, an increase of one percent from the previous year. Transportation remained the highest top‐of‐ mind issue identified by residents, increasing from 38% in 2011 to 40% in 2012. This increase suggests

City of Vaughan / Vaughan Public Libraries A‐10 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries that more residents are becoming concerned about the sustainable nature of traditional transportation methods and Vaughan’s transportation network as a whole, particularly as a majority of households are commuters. Overall, residents were generally satisfied with most City services, with a satisfaction rating of 95% for both years.

The following graph contains a summary of the individual services evaluated in 2011 and 2012 with respect to parks, recreation, and libraries. The sum represents residents who found these services to be ‘somewhat important’ and ‘very important’ or ‘somewhat satisfied’ or ‘very satisfied’. Residents reported slightly reduced levels of satisfaction in parks and green spaces and recreation and fitness centres. Residents also reported higher levels of importance compared to satisfaction; this generally indicates that there is a gap in service where improvements can be made. Residents appear to be satisfied with Vaughan’s public libraries as importance and satisfaction levels have increased slightly from the previous survey.

95% 86% Parks and Greenspaces 97% 88%

91% 85% Recreation and Fitness Services 91% 86%

Importance (2012) 87% Satisfaction (2012) 89% Public Libraries Importance (2011) 86% Satisfaction (2011) 86%

75% 80% 85% 90% 95% 100%

Program Review (2012 & Ongoing)

The City has initiated a corporate‐wide program review to examine the City’s programs and services and validate their alignment with the City’s vision, respect for taxpayer’s dollars and community interest. The Program Review provides a framework to consider the extent, and relative costs, of the various programs offered by the City, complemented with residents’ responses to the Ipsos Reid survey questions relating to the importance of, and level of satisfaction with, programs offered by the City. These two sets of information with respect to the City’s program offerings will inform and assist Council and staff in managing and prioritizing limited resources as the City sets its direction and reflects that direction in its multi‐year budgets.

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The Program Review filtered the City’s programs through a Council approved framework based on the following questions:

• Is the program still in the public interest? • Does this service fit with the public’s priorities? • Is the delivery of the program a legitimate and necessary role of the City? • Should the program be realigned with other levels of government? • Should it be delivered in partnership with the private or voluntary sector? • Is the program affordable given our financial situation? • Can the program be redesigned for efficiency?

This is an ongoing initiative that may result in changes to parks, recreation, and/or library programs and services.

City of Vaughan Development Charges Background Study (2008)

Note: The City is currently in the process of updating its Development Charges Background Study, with completion anticipated for 2013.

This Development Charges Background Study (DC Study) calculates the development charges for the City over a ten‐year period (2008‐2017) based on a review of forecasted population, residential and non‐ residential development. These forecasts are reviewed together with future capital projects, future operating costs and infrastructure required to service new development. Municipal services that are considered in the City’s development charges include, but are not limited to, general government, libraries, fire and rescue, indoor recreation, parks development and facilities, public works, water/wastewater/stormwater, and roads.

The DC Study identified several large capital projects to occur over the DC Study’s planning period based on the 2008 budget, draft Active Together Master Plan (2008) and discussions with City staff. One of these projects was the recently completed North Thornhill Community Centre in Block 10. Two other community centres were identified to be developed in Carrville (Block 11) and Vellore Village (Block 40/41/42), with constructed anticipated by 2015 – land has been acquired for the Block 11 facility. Further, a fitness facility expansion is planned for Fr. Ermanno Bulfon and an addition is currently underway at Vellore Village Community Centre.

The DC Study identified the future development of two regional parks, including a 41 hectare park (a phase of the Maple Valley Regional Park) and a 25‐hectare park (within the OPA 50 employment lands). 18 hectares of district parkland was also identified in addition to 60.3 hectares of neighbourhood parkland. Over 175 park facilities were also planned to be built over in the DC Study’s ten‐year period such as sports fields and playgrounds.

Three library projects were included as a part of the DC Study, all of which were identified in the previous Active Together Master Plan. This included a resource library at the new Civic Centre and libraries in the Carrville and Vellore Village areas.

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Diversity – Vaughan’s Greatest Asset (2010)

Diversity – Vaughan’s Greatest Asset is a strategy that was developed in response to the City’s Vision 2020, which encourages the preservation and support of Vaughan’s diversity, arts and culture. This document reviews current policies and best practices, and provides a number of strategic initiatives that will assist with achieving this document’s vision:

‘To foster a community and corporation that protects human rights, promotes equality, inclusiveness and encourages creative cultural expression.’

This strategy establishes that, with respect to diversity, Vaughan’s most critical gap areas in need of improvement are:

• Communicate to its citizens and employees, Vaughan’s commitment to diversity issues and inclusivity in its practices. • Develop programs and services that promote a community that is inclusive, and celebrates cultural differences.

A series of action plans were devised that focus around three key goals to assist with bridging these gap areas. The following table provides a sample of the action plans associated with each goal.

Goal 1: Action Items To communicate and promote the City • Establish in cooperation with schools, and other of Vaughan’s commitment to a unified agencies/groups, a program and teaching materials on community that recognizes and is diversity and human rights. responsive to cultural differences, • Host an annual round table that focuses on emerging promotes and protects human rights, diversity issues and concerns and brings together the and celebrates diversity. various cultural groups within the community. Goal 2: Action Items To continue to foster a corporate • Establish a communication campaign that focuses on culture that protects employee’s information to the public on diversity and inclusivity and human rights, promotes inclusivity and on related Provincial and Federal agencies and services. provides opportunities in its • Continue to offer and expand as required, the language employment practices. line services at City facilities that provides free translation services to citizens. Goal 3: Action Items To create opportunities for creative • Develop programs that facilitate cultural expression and cultural expression and dialogue. invite groups and citizens to participate in these programs to foster community pride and participation. • Integrate activities showcasing the cultures and traditions of diverse groups and include cultural activities in events and celebrations by the city or in partnership with groups and associations, in key community and corporate events and celebrations.

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Accessibility Plan (updated 2011)

The City completes annual Accessibility Plans to improve opportunities and accommodate persons of all and abilities in the City of Vaughan. These plans are developed in response to the Ontarians with Disabilities Act (2001), Accessibility for Ontarians with Disabilities Act (2005), and Ontario’s Integrated Accessibility Standards Regulation (IASR). In 2011, an update to the 2010 Accessibility Plan was undertaken to provide an overview of the previous achievements and outline strategies that will be phased in over the next few years. It is the goal of the City to create an accessible community by 2025 which will be achieved through the implementation of the Accessibility Plan. The objectives of the Accessibility Plan are expressed as:

• Respond to the priority needs of persons with disabilities. • Outline corporate accomplishments in creating an accessible, barrier‐free environment. • Outline the City of Vaughan’s commitment to accessibility through the development of Vaughan’s Accessibility Plan. • Communicate the objectives and accomplishments of the Vaughan Accessibility Advisory Committee. • Identify corporate accessible customer service goals and objectives in order to remove barriers to customer service areas.

As a part of this Accessibility Plan, a number of department‐specific plans were included. With respect to community services, a number of barriers to accessibility were identified regarding building and facilities, parks development, parks and forestry operations, and recreation and culture, some of which can be addressed through the development of the Active Together Master Plan. Each barrier type includes a suggested improvement, a strategy to overcome the barrier, and a completion date. The following table provides a brief overview of some of the barriers and suggested improvements identified in the 2011 Accessibility Plan.

Barrier to Accessibility Suggested Improvement Strategy for Completion Access to specialized • Develop and implement new • Increase partnerships with programs for persons specialized programs community organizations with disabilities Access to facilities • Conduct audits and review • Revise and enhance the existing universal design features accessible audit checklist Inaccessible • All new playgrounds are • Continue to ensure all new playgrounds designed with accessible playground equipment have features accessible components integrated • Through the playground into the design replacement program, • Undertake a city‐wide audit of play continue to retrofit for precincts and structures and develop compliance with accessibility a replacement program specific to guidelines and ensure accessibility accessible safety surfacing is implemented

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Barrier to Accessibility Suggested Improvement Strategy for Completion Trails which have • Enhance trail accessibility • Continue to construct accessible trails slopes and/or material through the use of appropriate where topography permits rendering them surfacing materials • Undertake a city‐wide audit of trails inaccessible • Design trails with appropriate and develop mapping of areas that slopes that facilitate are not currently accessible in order accessibility to facilitate a retrofit program Employment and • Increase opportunities for • Increase opportunities for seasonal volunteer people with disabilities to part‐time jobs for persons with opportunities for obtain employment and disabilities through the purchase of people with volunteer experience assistive technology disabilities

City of Vaughan Community Service Organization Policy

This policy establishes the requirements and application procedures for local groups to obtain a Community Service Organization status. This document establishes that there are a number of benefits to becoming a Community Service Organization that is affiliated with the City, such as a higher allocation priority as established in the Facility Allocation Policy, staff support, use of community centre lobbies for registration/fund raising, subsidized rates for facilities and services, and promotion through City resources.

City of Vaughan Partnership Policy

This document provides a framework for arranging or responding to proposals for potential partnership opportunities for the provision of municipal administration, services, or infrastructure. This document outlines various partnership types and provides direction on identifying and evaluating a potential partner. Forming partnerships provides a variety of benefits to the municipality and taxpayer including, but not limited to, creativity, innovation, alleviating capital and operating resources, and promoting economic development within the City as permitted under the Municipal Act.

City of Vaughan Facility Allocation Policy

This policy establishes the process for allocating, distributing, and administering the use of City‐owned facilities to ensure that the allocation of facilities is fair, consistent, and equitable. This policy categorizes users and defines priority and rate groups. The City is categorized as priority one to ensure the adequate delivery of municipal programming, services and business. Children and youth, seniors, service and community groups make up priority two, followed by residents in priority 3, and commercial groups in priority 4. Non‐residents are given the lowest priority. Facility allocation to each group is generally based on the allocation from the previous year, or a formal request must be submitted to the City.

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Older Adult Clubs in the City of Vaughan Policy

This document (2011) contains the policy and operating procedures of the City’s older adult clubs. This document outlines the roles, responsibilities, and requirements of older adult clubs and the City as well as policies regarding group requests, club space, and equipment. Procedures in this document pertain to membership eligibility, board governance, term of office, meetings and elections, and financial management. A number of information resources are also included to assist groups with various administration and management responsibilities.

3. Recreation & Culture

Creative Together – A Cultural Plan for the City of Vaughan (2010)

Recommended by the 2008 Active Together Master Plan, Vaughan’s Cultural Plan was completed in 2010 to assist the City in achieving a more vibrant community. This Plan gives consideration to a number of community documents including, but not limited to, the previous Active Together Master Plan, Official Plan, and Vision 2020. This Plan provides an overview of cultural resources, identifies cultural challenges and opportunities, and provides strategic direction to address gaps in services and cultural facilities. The development of this Plan included a comprehensive research and analysis phase, cultural mapping exercise of existing facilities and services, and an extensive consultation program which assisted with developing key directions and strategies to guide the City.

A Vision Statement to capture the purpose of Vaughan’s Cultural Plan is expressed as:

‘In 2020, creativity and culture have been instrumental in Vaughan transforming itself into a distinctive, vibrant and sustainable urban municipality. The City is recognized for its success in integrated planning for culture in which culture is woven into all facets of planning and decision‐ making. Expanding creative cultural industries and a strong cultural sector are major drivers in a diversified leading regional economy. A ‘culture of design’ infuses decisions, producing a city that boasts exceptional quality of place with beautiful and memorable places throughout the community. Culture and heritage form the basis of a strong shared identity and pride in community. Vaughan communicates a unique image and identity regionally, nationally, and internationally.’

Through the extensive planning and engagement process undertaken for the development of this Cultural Plan, three distinct strategies and action plans emerged. The following contains a summary of actions corresponding to each strategy from the Plan.

Creative Economy • Grow Vaughan’s creative cultural industries • Expand cultural tourism • Strengthen festivals and events • Develop a place‐branding strategy

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Creative Capacity • Develop a cultural investment strategy • Strengthen networking and leadership development • Expand awareness and engagement • Develop collaborative and diversified programming

Creative Places • Develop an integrated ‘systems vision’ for cultural facilities • Leverage land use policies to support cultural clusters • Strengthen neighbourhood level cultural hubs • Build culturally rich public spaces.

Relative to the Active Together Master Plan, the following actions and tasks stand out:

• Action 2.4: Pursue opportunities for increased programming initiatives in community centres, civic spaces and with community partners. • Task 3.1.1: Identify spaces in new buildings and those designated for adaptive re‐use to provide a range of interconnected or stand‐alone spaces to be used for cultural activity and initiatives.

Youth in Action (2008)

Youth in Action was developed to evaluate current youth services in Vaughan, to identify pertinent youth needs with respect to recreation programming, and to provide direction on creating an action plan for the future delivery of youth services. This document reviews community youth demographics, trends and research related to youth and recreation, and summarizes consultation with over 1,200 Vaughan students at ten schools. The survey conducted for this study asked a variety of questions with respect to transportation, spare time, interests, issues facing youth, use and awareness of youth programs, and community involvement. The following provides a summary of the findings from the survey:

• The school bus was the most popular form of transportation used by respondents (28%), followed by walking (26%). Public transit was the least popular (10%). • Theme nights were the most popular type of activity respondents would like to see offered at their community centre (45%), followed by drop‐in sports (37%), swimming (35%), and skating (31%). • 45% of respondents would like to see programs offered during the week between 6‐9pm, followed by weekends between 2‐5pm (25%), and weekdays between 12‐2pm. • 70% of respondents reported that they would like to see programs offered in their schools. • 65% of respondents reported that they spend a majority of their time at home. 62% of youth spend their time at the mall, 53% of youth spend their time at movie theatres, and 16% of youth spend their time at community centres. • 80% of respondents indicated that they spend most of their time in the community in which they live. • 25% of respondents complete their volunteer hours at school, 17% complete their hours at other locations including, but not limited to, seniors’ centres, community events, and sports organizations.

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• 47% of respondents indicated that peer pressure was their main concern, followed by bullying, gangs and violence (40%). 35% of respondents felt that a lack of physical activity was a concern. • A limited number of students are accessing Vaughan’s libraries on a weekly basis. Although it was identified that having internet at home reduces the need to go to the library. • 45% of respondents indicated that they are willing to pay for the programs.

The following table provides a summary of the recommendations contained in this youth study.

Short‐term Recommendations • Develop and implement a marketing and communications plan • Expand the scope of programs and selection for youth • Increase participation in youth physical activities with an emphasis on female participation • Increase the number of active youth memberships • Increase youth participation in communities with limited access to program opportunities Medium‐term Recommendations • Hire youth staff who can relate to youth issues, particularly female staff members who can engage female youth • Make volunteer opportunities available to students • Seek funding opportunities for youth programs

4. Parks & Trails

Pedestrian and Bicycle Master Plan Study, City of Vaughan (2007) (note: this report has been updated as part of the City of Vaughan’s 2012 Transportation Master Plan)

The Pedestrian and Bicycle Master Plan Study (PBMP) (2007) guides the development and implementation of a programs and facilities to establish Vaughan as a pedestrian and cycle‐friendly community over a 20‐year period. This plan establishes a recommended network of on and off‐road cycling facilities, multi‐use trails, and provides recommendations to improve the pedestrian environment and support transit opportunities. This document also outlines the planning, design, and operation guidelines for pedestrian and cycling infrastructure in addition to supporting policies and programs to encourage walking and cycling not only as a recreational activity, but a viable means of transportation.

The vision of the PBMP is expressed as:

‘To develop a comprehensive and connected network of pedestrian and cycling facilities consisting of off‐road multi‐use pathways, on‐road bike lanes and routes, boulevard pathways and sidewalks that will help to facilitate walking and cycling in the City for leisure and commuting purposes.’

To assist with achieving this vision, the PBMP’s main goals are:

• Develop an understanding of the elements that affect walking and cycling in Vaughan. • Establish standards, programs and implementation methods/approaches. • Define implementation priorities • Integrate long‐term road and trail systems planning.

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• Identify a seamless, clearly marked and signed network, featuring linkages to both existing and planned trails, routes, and on‐road bike lane systems in the City and adjacent municipalities. • Encourage multi‐modal transportation facilities to multiply the benefits of intermodal and interconnecting terminals for pedestrian, bicycle, bus, rail, and automobile travel. • Improve access to the network to ensure ‘connectivity’ among neighbourhoods and improve overall livability by finding creative ways to overcome barriers.

As part of the PBMP, an interconnected pedestrian and cycling network was developed through an assessment of major attractions and facilities, key destinations, residential and commercial nodes, pedestrian environment, develop route selection principles, network system model, and extensive public consultation. Consideration was also given to the pedestrian and cycling environment, public transportation, road typology, and existing conditions. In addition to the City’s existing 17 kilometre network at the time, the PBMP recommended a total of 613 kilometres of trails to be implemented over three phases. The proposed network consists of multi‐use recreational or boulevard pathways, bike lanes, paved shoulders, cycle routes, and hiking trails.

York Region Pedestrian and Cycling Master Plan (2008)

The York Region Pedestrian and Cycling Master Plan was developed in support of the Region’s Vision 2026 Plan to build a more sustainable Region. The Master Plan guides local municipalities in building an interconnected pedestrian and cycling network over a 25 year period. Further, the Master Plan provides a number of programs and initiatives to promote and encourage walking and cycling as well as planning and design guidelines to assist municipalities with the development of a sustainable transportation network.

The Master Plan’s vision is expressed as:

To create a pedestrian and cycling supportive environment that encourages both utilitarian and recreational travel by walking, cycling, and using public transit through: • Establishing promotional and educational policies and programs including a marketing strategy; • A continuous system of sidewalks on Regional and local roads as well as a designated regional‐ scale network of cycling facilities; and • A regional‐scale network integrated with local municipal pedestrian and cycling infrastructure and public transit service that connects communities and people of all ages with where they live, work and want to go.

The Master Plan’s primary goals are to:

• Develop an understanding of the elements that affect walking and cycling in York Region; • Provide a range of alternative transportation choices that will benefit residents, employees and visitors in York Region by improving public health and air quality while reducing dependence on the private automobile; • Improve conditions for walking and cycling for people of all ages through the provision of a continuous pedestrian sidewalk and trail system and regional‐scale cycling network; • Integrate the improved sidewalk system on Regional roads and proposed cycling network with Regional transit; and • Encourage people to walk and cycle more often for utilitarian, recreational and health purposes.

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As a part of the Master Plan, the Region conducted an assessment of existing conditions and identified major attractions and destinations. The Master Plan assessed the types of pedestrian and cycling infrastructure and developed implementation guidelines that were dependent on road type, traffic speed and volume. To identify optimum routes, a number of factors and evaluation criteria were developed based on safety, connectivity, convenience, attractiveness, cost, and route alignment. The Master Plan recommended a total of 1,927 kilometres of multi‐use trails. The proposed trails include a range of trail types including multi‐use trails, on‐road bike lanes, paved shoulders, signed only routes, and sidewalks. With respect to Vaughan, 48.4 kilometres of sidewalks and 65.3 kilometres of cycling lanes are proposed along regional roads.

5. Libraries

Vaughan Public Libraries Strategic Plan (2012)

Building upon previous achievements and successes, the Vaughan Public Libraries Strategic Plan provides a guide for Vaughan Public Libraries (VPL) to continue its growth and development, and to identify future opportunities and challenges. Through an extensive review of demographics and emerging trends and issues in libraries, a number of strategic priorities and initiatives to achieve the priorities were developed which will guide the Public Library until 2015 and beyond. These priorities and initiatives focus around three broad statements which are expressed in the table below. This table only provides a sample of the many initiatives identified by Vaughan Public Libraries.

Empower People – Know our growing and diverse community, empower citizens and staff, and provide a relevant and responsive library system for all. • Collaborate with the community to ensure that all library services meet the needs of the citizens Strategic • Promote the library’s collections, services, and resources to build a stronger awareness Priorities of the library and to attract new customers • Foster ongoing staff commitment to provide excellence in library services • Create and implement a marketing and communications plan to attract new customers Strategic • Explore options to better serve a time‐pressured population Initiatives • Investigate new ways of communicating with staff to strengthen internal communications Inspire Opportunities – Foster a learning, literate and successful community by advocating and supporting literacy for all ages. • Nurture the joy of reading and create an environment of lifelong learning for all • Develop and provide programs, services and collections that educate and increase the Strategic knowledge of our diverse community Priorities • Incorporate new technologies to support and enhance library service and encourage digital literacy • Extend partnership opportunities with local schools to foster collaboration and Strategic curriculum support Initiatives • Expand volunteer opportunities for community members • Investigate new channels for delivering library collections and services

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Build Community – Enhance library spaces, create welcoming environments and expand library areas beyond existing facilities. • Establish libraries as vibrant community gathering places, central to community life Strategic • Plan and construct new library facilities in accordance with growth and demand that Priorities achieve excellence in library architecture and interior design • Improve accessibility and convenience of library locations • Recognize and respond to unique facility and design needs of various user groups Strategic • Develop library facilities that are conveniently located, designed, and equipped to meet Initiatives the needs of our increasingly busy population • Provide convenient hours of operation in all library locations.

Vaughan Public Libraries Strategic Positions Papers (2012)

In 2012, VPL revised a series of strategic position papers to implement the most recent Library Strategic Plan. These Position Papers define a uniform standard of service and serve as a training tool for new and existing staff. A broad range of topics are covered and each Paper is described and summarized below.

Advancing Vaughan Public Libraries: Key Concepts and Principles

This Position Paper contains the key concepts and principles to support the strategic direction of the VPL Strategic Plan. These key concepts and principles are defined as:

Key Concepts and Principles • Commitment to customer service is • A corporate culture of continuous learning for unquestioned staff is required • Front line advocacy is emphasized • Technological innovation is utilized • Customer engagement is valued • Evolving collection formats are acknowledged • Customer empowerment is increased • Reading and research are celebrated • Time constraints of the City of Vaughan’s • Response to the mobile culture is embedded busy residents are respected • Facility ambiance is welcoming and existing • A responsive staffing model is appropriate • Merchandising practices are employed and adopted • The City of Vaughan’s vision of walkable neighbourhood communities is reflected

Customer Service Pledge & Principles

This Position Paper establishes VPL’s mission statement, customer service pledge, and customer service principles. The VPL mission statement is expressed as:

‘Vaughan Public Libraries offer welcoming destinations that educate, excite and empower our community.’

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VPL’s customer service principles establish that library staff will be:

• Respectful • Knowledgeable • Resourceful • Efficient • Proactive • Discreet • Pleasant

Facilities Guidelines

This Position Paper establishes the design guidelines for constructing new or renovating existing facilities to ensure that the library facilities reflect the ultimate vision and strategic initiatives of VPL. These guidelines consider a number of design parameters which can be generally summarized in the table below. The facility guidelines are built upon four key considerations: general concepts, specific function areas, corporate standards, and exterior features.

General Concepts Exterior Features • Overall design • Parking • Green buildings • Building size • Accessibility • Technology • Ambiance • Flexibility of Space Corporate Standards Specific Function Areas • Staffed service points • Marketplace • Merchandising and other display zones • Children’s area • Seating • Teen area • Shelving and stacks • Quiet reading area • Lighting • Study area • Flooring • Meeting and program rooms • Signage • Staff workrooms • Storage • Staff lounge • Food and drink

Information Services – Service Expectations

This Position Paper outlines the service expectations and procedures in the delivery of library services. This document establishes the priorities of service to be provided by the library (e.g., in person, telephone, email, etc.) and the types of customer services available. Such customer services available include, but are not limited to:

• Quick reference • Community information & referral • General Reference • Recommendation for purchase • Location of Material • Telephone service • Library Instruction, Orientation & • E‐mail librarian Researchers’ Needs • Interlibrary loan • Reader’s Advisory

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Merchandising Best Practices

This Position Paper establishes the best practices for supporting and promoting knowledge, information, and creativity in support of strategic initiatives that encourage libraries to be designed and equipped to meet the needs of the population, enhance the user experience, and become exciting and vibrant community destinations. This Paper identifies key merchandising zones such as the entrance, marketplace area, and stackends. Merchandising standards are also discussed including displays, service points, library programs and events, book sales, community information, and posters.

Services for Adults

This Position Paper outlines the general principles for the provision of adult services provided by VPL in support of the Strategic Plan. A range of learning opportunities is available to adults including book chats, basic computer instruction, and research skills training. Some of the library’s core principles for adult services include, but are not limited to:

• Provide and maintain a collection of high quality current resources in all formats suitable for adults in a diverse community. • Assist and encourage adults to become independent library users through library orientation and instruction in the effective use of the library’s online catalogue and databases. • Provide access to technologies, free internet, and computer workstations with standard software. • Offer a welcoming space where adults can meet, study, and engage with others.

Services for Teens

Similar to the previous Position Paper discussed, this Paper establishes the principles and teen services provided by VPL in support of the Strategic Plan. A broad range of programs and services are available to both local and non‐resident youths including research skills and training, volunteering, author visits, early harvest, summer reading and a variety of library‐based classes. A number of core principles for youth services include, but are not limited to:

• Provide and maintain a collection of high quality current resources in all formats suitable for teens in a diverse community. • Actively assist teens in the development of their research skills. • Promote literacy through innovative programming for teens.

Services for Children

This Position Paper outlines the services that VPL offers to children and parents/caregivers. A number of library‐based programs are available that promote literacy among children and stimulate young minds. Such programs include early literacy, reading buddies, author visits, summer and March break reading club, family literacy day, and group/class visits. Some of the library’s core principles for children’s services are expressed as:

• Promote literacy through innovative programming for children and their parent/caregiver. • Provide and maintain a website designed specifically for children.

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Vaughan Public Libraries User Analysis (2011) & Non‐Cardholder Analysis (2012)

The Vaughan Public Libraries User Analysis and Non‐Cardholder Analysis reports provide an overview of library user demographics, behaviour, and usage patterns of active and inactive cardholders between 2009 and 2011. It is revealed that over 120,333 Vaughan residents are active cardholders, representing 92% of all cardholders and a penetration rate of over 41%. The most common non‐resident active cardholders are located in Richmond Hill, Markham, and Toronto. Most frequent library users were generally identified as upscale, older ethnic neighbourhoods, midscale, younger ethnic neighbourhoods, and younger immigrant families.

6. Other Documents

Living in York Region – Vital Signs (2011)

This document contains a review of York Region’s community health based on evaluating a series of community indicators to ensure growth continues in a sustainable manner. Over the past four decades, York Region has grown at an astronomical rate, placing pressures on sustainable transportation and housing opportunities. As a result, understanding the Region’s demographic and growth patterns will allow communities to respond to needs. This document reviews 12 key areas:

• Health and Wellness • Work • Environment • Economy • Getting Around • Arts and Culture • Gap Between Rich and Poor • Safety • Housing • Getting Started • Learning • Belonging and Leadership

These indicators can also be used as a benchmark with regional communities as well as the Province. The source data for most indicators is Statistics Canada (2006) as well as a variety of other local sources which are supplemented with public consultation initiatives. Some key findings of the research include:

• 45.0% of residents aged 12 years and over in York Region were physically active or moderately active in 2010, compared to 50.4% provincially and 52.1% nationally. • For people and families on a fixed income, there often isn’t anything left in the household budget for recreation or culture after paying for shelter, food and other basic needs. • Access to culture or recreation in York Region requires a car – some would like to see more neighbourhood‐scale facilities in addition to large‐scale ice pads and recreation centres.

Where applicable, these statistics and findings will be used to inform the Active Together Master Plan in subsequent project phases as they provide pertinent information that supports the need to provide active recreational opportunities.

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City of Vaughan Social Services Study (2009)

This Study was completed to provide the City with direction on developing the new Official Plan with respect to issues regarding the provision of social services. The main objective of this study was to review the current state of social services in Vaughan by analyzing key trends, research and data, and identify steps to improve access to these services. This Study focuses on six key areas: children and families; youth; seniors; affordability, housing, and income; and physical and mental health. Each of these focus areas contains a community overview and the implications on social services in Vaughan, followed by Strategic Actions and recommendations to be considered in the development of the Official Plan.

Strategic Actions contained in this Study that have regard for Parks, Recreation, and Libraries include:

• Promote the ‘School as Hub’ concept detailed in the Province of Ontario’s Early Learning Report. Encourage schools to develop as a centralized location for ‘children’s learning, care, health, culture, arts and recreation.’ • Coordinate with the Department of Recreation and Culture to include more diverse programming offerings at a variety of locations in the city. Establish relationships and contacts with community leaders, partner on events to show a City interest in diverse programming.

Study recommendations for the City’s Official Plan (since developed) regarding Parks, Recreation and libraries include:

• Encourage the development of smaller scale community recreation spaces within neighbourhood blocks to provide places for youth to easily engage in programs within their neighbourhoods. • Encourage the use of urban design guidelines to plan healthy, walkable communities that are well connected to recreational trails, public spaces and amenities.

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Public Information Session #1 7pm, October 11, 2012 (Vellore Village Community Centre) • Consider a cricket facility. • Sustainability – large community centres require users to drive. There needs to be consideration for walkability and therefore small community facilities are supported. • The City’s plans for the United Church in Kleinburg (this is site purchased for the Pierre Berton Discovery Centre) are urgently needed – this was a key venue for the community, especially for youth and seniors. Kleinburg is a cultural centre for Vaughan – as such the Pierre Berton Discovery Centre would be an important component of the culture of the city, a walkable facility and a meeting place needed by a broad range of demographics in the community. The Pierre Berton Discovery Centre could serve as both a community gathering place and heritage/cultural centre. • Because Kleinburg is a different community, its provision standards should be different. For example, although the previous master plan indicated a deficiency of parkland, it did not acknowledge the surrounding open space or trails as part of the recreation service in Kleinburg. • Trails – an inexpensive and high use facility that the city needs to put more emphasis on – focus on the easier and less expensive connections first. East to west non‐motorized corridors are needed to allow free access across the city, including crossings of Hwy 400 and future 427, as well as connections to major recreation facilities. An example was noted of the Cycling Committee meeting at City Hall, to which no one would dare or safely cycle to. Action needs to be taken on the Pedestrian and Cycling Master Plan started in 2002 and completed in 2007. Streets also need to be recognized as part of recreation and the creative city. • Partnerships – Kleinburg (and other villages of Vaughan) have strong and eager community groups willing to engage in things pertinent to this report. A list of those groups would be important to the city to assist in planning, operations and implementation. Schools should be included as partners in recreation – need to break down the barriers that have been imposed in the past and generate better cross‐utilization. • Culture – If this is to be the Creative City, then emphasis needs to be placed on creating identity. Projects such as the Discovery Centre improve that deficiency. Culture should be pervasive in all aspects of the city, including the streets on which trails should be included. • Curling should be included in the master plan. Generally, 2.5% of the population actively participate in curling, but the sport is subject to the availability of facilities. All this said, Vaughan with a population of over almost 300,000 has the potential for 7,000 curlers. This translates into 70 sheets of ice – the number of sheets available in Toronto is 33. Clearly, that number of sheets of ice would not be viable today in Vaughan. Six sheets were not replaced when removed from Woodbridge in 1998. The curling sport enthusiasts who were members at Board of Trade have left the sport or gone elsewhere. Along with the construction of facilities must be an education of the sport and marketing. But there is pent‐up demand. The challenge is providing the range of affordability required to broaden the base of the sport. Currently there are six sheets at Thornhill G&CC, the only ice in Vaughan. Although King curling is outside of the

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City of Vaughan, there are Vaughan residents who are members. Similarly, there are Vaughan residents who are members of Chinguacousy Curling Club in Brampton. Newmarket’s York Curling Club recently grew from 4 to 6 sheets of ice, but their membership growth could warrant another 2 sheets; it is a privately owned building on public land. The sport is healthy in York Region and Vaughan has a void of facilities. As an Olympic sport, curling growth surges every four years. It has become more international. • Suggestions to consult with youth through high schools as the household survey will under‐ represent this group (note: the ATMP was discussed at city‐wide Youth Forum on November 26, 2012). • Transportation is a barrier for seniors. • For working parents, summer camps and engaging after‐school activities are critical. • Suggest that City do a better job of tracking old road allowances to ensure that they are integrated into trail and open space planning and not sold without the knowledge of the Parks Department. • Want to see the City adopt “green” building and park designs and technologies. • Questions about the status of the North Thornhill Community Centre library branch (note: this has been approved and is moving forward, but construction has yet to begin) – there is huge demand in this area. The local cultural community is also very interested in running programs and activities at this facility – how can they work with the City? • Need more gathering/activity space in Woodbridge (Village) – the Wallace House is very busy and not sufficient. Note: Public requested that public information session comments be published and shared.

Public Information Session #2 7pm, October 23, 2012 (North Thornhill Community Centre) • Resident asked why there is a library proposed in both block 10 and 11 – what about Richmond Hill right down the road – has it been taken into consideration? • What is the timing of the library to be built at North Thornhill Community Centre? • Are the library collections for special needs children sufficient? • Every library should have extended hours • There is a need for more off‐leash dog parks in Vaughan • What are the chances of getting an outdoor artificial ice rink in the Dufferin Clark area? • Need more skateboard facilities – why not a mobile facility? • Recreation is more than sports – what are we doing about culture? • Why are there no parks at Bathurst and Rutherford? • Noted that the City needs parks in high density areas • Need more trails and for trails to connect or go somewhere • There should be rooms that do not cost anything to use

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• Why build one‐storey structures – more land efficient if two storeys • Why does the City not just lease space instead of always buying and building – have they done cost analysis? • North Thornhill and Rutherford would like opportunity for seniors to tell their story and have library publish

Public Information Session #3 (to review draft ATMP) 7pm, April 29, 2013 (Vaughan City Hall) • Are facility utilization statistics available? Specifically, do you have utilization statistics for the top five facility types that were identified by the public as a priority? • Is there raw data available from the household survey? How many households were called? There was a concern expressed with how the survey was conducted and may not be properly representative of the community. • The Plan recommends to provide more ball diamonds – where will these go? Is this a suggestion or is there already land to do this? • Are schools and private facilities included in this Plan? Some residents in attendance expressed a need to increase opportunities and access to private facilities and spaces. • This Plan should consider community gardens and passive gardens as it is promoted in a number of municipal and regional documents. • Consider recreation for all seasons e.g., indoor walking track. • Why are outdoor pools not considered in this Plan? • Who can residents go to report underutilized parks and facilities that can be repurposed to other uses? • The Plan should consider the City’s Green Directions Plan for recreation. For example, ensuring that recreation facilities are planned along transit routes. • With residents getting older, what are we doing to get them involved and active? • Recognize that support for skateboard facilities through the household survey was low, but feel that this is a meaningful activity that should be supported. • With the new Schwartz‐Resiman Centre nearby, is there a need for the proposed Block 11 community centre? Will this impact be factored into the feasibility study? • There is a need for open gym time for families. • Ensure that sidewalks and bike lanes are available to allow residents to cross the City safely and provide an alternative means of transportation. • Resident would like to know what the City is doing to make neighbourhoods ‘green’. All major roads and a lot of community parks have no trees planted on the sides. Also, what is the City doing to build sidewalks on major roads in order to make them more pedestrian friendly? For example, at the corner of Dufferin and Major Mackenzie, the sidewalk suddenly stops – there is even a sign that indicates such.

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Vaughan Sports Congress 7pm, October 24, 2012 (Vaughan Civic Centre)

• Aquatics o Would like a facility in Block 11 with two 50‐metre pools and a diving tank with towers that could accommodate swim team, masters’ swim team, triathlon training, diving, water polo, synchro, municipal programs (lessons, aquafit, lane swim, recreational swims, lifesaving courses), etc. o Would allow the city to host provincial, national, and international competitions that bring in revenue through hotels, restaurants, gas, etc., as well as awareness of the city – 1,000 to 1,500 participants plus their families o Facility could replace the construction of multiple future facilities, saving construction and operational costs o New facilities coming to Etobicoke and Markham for Pan American Games

• Soccer o 11,000 soccer players in Vaughan – 5‐10% growth each year o Quality and quantity of mini fields o Quality and quantity of 9v9 fields o Pressures of growth because of popularity of soccer o Flexibility of design of fields for different ages o Maintenance of fields – Aging infrastructure o More lights needed on senior fields to allow for more games o Addition of irrigation to fields would prolong field life o Security may need to be increased to protect premium fields o A master indoor facility to be shared by all four clubs; they spend $1 million in rentals and are still turning kids away; only one full indoor field in the City – OSA o CSA requirements for including teams in age groups; Add change rooms to one senior field per club (as per LTPD league); Need 4 changerooms and artificial turf and 1 officials room so you can host all age group clubs o Closer communication between City and soccer governing bodies o In neighbouring communities, adults are getting more active in soccer with a spike in their mid 30s

• Arena Users o Figure skating needs summer ice – at their community centre, their pad is taken out in May and the other pad in April; Go outside to Markham and Richmond Hill, which is expensive o Could partner with 4 x 4, power skating, Skate Canada competitive figure skating, instructional house league, etc. o Hockey needs more ice o Figure skating needs more ice – Skate Canada had to give up ice when their numbers dropped in the past, but demand is back up now and it is hard to get ice back

City of Vaughan / Vaughan Public Libraries C‐1 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

o Cost of ice for figure skaters is very high as they are limited to 12 skaters on the ice per time slot (plus paying for coaches) – $3,000 per year for ice alone per skater o Humidity and temperature in the arena is not ideal for figure skating o Figure skating needs good sound systems in arenas o Office space and a shared boardroom would be ideal within a community centre, perhaps with a shared receptionist – Newmarket is a good example o Regular maintenance of changerooms (floor, paint, sinks, etc.) o Activities for groups o Would like discounts on other activities

• Basketball o Lack of awareness of basketball as a sport in general in the Vaughan area o Lack of appropriate facilities for the sport with proper lines and court size o International tournaments cannot be held here due to a lack of facilities and no space for spectators o Need for a multi‐court facility and stadium venue for basketball to encourage the growth of the sport in Canada o Basketball provides the opportunity to integrate all abilities, including wheelchair basketball o Potential for revenue generation through tournaments o Difficult to get high school gymnasiums because they are in high demand; poor lines as well, not enough spectator space o Growing interest in basketball, particularly amongst certain ethnic groups

• Rugby, Football, and Cricket o Want dedicated fields with lights – Example of Brantford given, where football has one dedicated game field and one dedicated practice field o Want multi‐use facilities with lights o Need promotion and support from the City o Football club is new to Vaughan (2010) o Include these sports in the 2013 Active Together Master Plan o Storage space and office space (Brampton) o Build multi‐use turf field with uprights o Access to community centre facilities and showers o Cricket – there are many players locally, but they play in Brampton, etc.

• Softball o Recognize ‘softball’ as a user o Softball users far outnumber baseball users – Need more input from that group o Field allocation policy – Adult groups are pushed to weekends; need to monitor and police users; Allocation should be age and skill appropriate o All senior diamonds need to have lights and outfield fences o Infield materials should be consistent from diamond to diamond o Lack of parks staff to maintain diamonds, particularly as new diamonds are added o Large softball complex (4 fields, like Richmond Green in Richmond Hill) to host large tournaments and national/provincial events, with stadium style on one main diamond o There is no incentive for youth teams to turn back time if they don’t need it o Adding new fields, but not maintaining upkeep with sufficient staff

City of Vaughan / Vaughan Public Libraries C‐2 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

• Tennis o Issue is quality – courts are used by other sports (ball hockey), therefore they can’t grow sport o Demand is high in Thornhill but quality is poor

City of Vaughan / Vaughan Public Libraries C‐3 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries APPENDIX D: NOTES FROM YOUTH FORUM

Vaughan Youth Forum 12pm, November 26, 2012 (Vaughan Civic Centre)

Question 1a. What Barriers keep you from using the Library? • Lack of transportation (6) • Lack of knowledge (5) o Not aware of what’s available other than books (i.e. programs) (4) o Don’t know where the library is • Lack of time/too busy (3) o homework • Affordability (cost of library card, transportation, fees, charges) (3) • Not interested (3) • Read and have resources at home (3) • Staff are unfriendly (3) • E‐books and other technology (2) • Other interests (tv/internet/social media) (2) • Too far from home (2) • The internet is more convenient (2) • The stereotype of being boring/unpopular (2) • Books are old (2) • Lack of books • Parents think bad teens are there • Computers are slow • No electrical outlets for laptops • No one to go with • Too small • No comforts of home o No eating, can’t talk • Closes early • Organization (to find resources without librarians to help) • Too quiet • Rather own the book • Too many rules o Talking, eating, due dates, late fees • Time consuming • Can’t go unattended

City of Vaughan / Vaughan Public Libraries D‐1 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

Question 1b. What barriers keep you from participating in parks and recreation? • Other interests (9) o Social media (3) o Working (2) o Friends o Homework o TV • Lack of activities (6) o Winter activities o Same gender activities o Activities for 16 year old age group o No variety o Not engaging • Affordability (6) o Activation fees • Operating hours are not convenient (3) • Safety (3) • Weather (3) • Age restrictions (2) o Activities for 18+ or younger kids • Lack of information/awareness (2) • Lack of marketing (2) • Too far from home • Lack of participation • Not interested • No motivation if your friends aren’t going • Repetitive activities • Unfriendly staff • More literary events • Bilingual activities • Stereotype of only for little kids • Maintenance of youth pets • Lack of cleanliness • Language barriers • Poor location • Too many young kids • Lack of equipment for teens • Small parks • Water at some pools are too salty • Lack of ability to socialize in activities

City of Vaughan / Vaughan Public Libraries D‐2 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

Question 2. How can the City improve parks, trails, and outdoor facilities? • Facilities (10) o More outdoor skating rinks (3) o Washrooms/water fountains (3) o High quality tennis courts o Add nets to basketball rims o Outdoor mazes o Outdoor curling rinks/winter sports • Improve equipment (7) o Improve maintenance o More options o Equipment rentals o Monkey bars at park o More swings o Outdoor fitness o Equipment for teens • Safety (7) o Lighting (3) o Safe play equipment o Police/security o Security cameras o Get rid of woodchips on playgrounds and replace with sand or safer materials • Maintenance (5) o Clean washrooms (2) o Quality of toilet paper o Cleaner parks o Grass maintenance • Outdoor entertainment and events (4) o Movies o Music o Concerts in the Park o Pet events • Programs (4) o Outdoor programs for older youth (3) o Cross country skiing • Splash pads (3) • Dog parks (3) • Put out more garbage cans (2) • More trails in different locations (2) • Skateboard parks (2) • More bike trails (2) • Closer to home • More aesthetically pleasing • Outdoor WiFi • Piazza • Parks in new neighbourhoods • Sign‐up sheets for equipment/courts

City of Vaughan / Vaughan Public Libraries D‐3 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

• Separate times/space for age groups • Flyers in the mail • Lower costs • Student volunteers to help maintain parks • Extended hours • More youth commitment groups for the environment (awareness) • More festive decorations • Lower bus fees • Landmarks • Attractions • More shade • First aid that is easily accessible • Nearby plazas • Better placement of benches • Bicycle lanes for roads • Better pavement to prevent injuries

Question 3. How can the City improve indoor recreation facilities? • Programs and Activities (12) o More sports and activity options (3) o Babysitting club (2) o Teen support groups and programs o More activities for families o Self defense class o Night and language courses o Free sports to promote healthy living o History/poetry/fine arts/afternoon tea/music (events that are non‐sportive for youth) o Youth directed educational plays for children • Availability (8) o Open longer o Pool rentals and bookings o Pool times o More recreation pool times o More appropriate times (right after school) o Flexible times o More recreation pool times o 24 hour facilities • Facilities (8) o Indoor running track o Pools with better slides o Coffee shop o More pools (deeper, warmer, bigger) o Not enough private rooms at Pierre Berton o Designated food areas o Maintenance (clean) o Larger gyms with more equipment

City of Vaughan / Vaughan Public Libraries D‐4 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

o Interactive facilities (rock climbing, music areas) • Affordability (6) o For teens o Affordability o Lower costs of activities o No membership fee for students o Financial aid • Jobs and volunteer opportunities for youth (3) • Provide a place for people to hang out (2) • Improved customer service and staff (2) • Memberships • More marketing • Better services for members • Promote things that are new and happening • Partner with schools to get students interested and into facilities • Youth committee • Reading couches (comfortable and clean) • Facility signage • Skate rentals • Closer to home • Music • Update resources • Better organization • WiFi • Banquet balls that offer constant events • Clubs such as community charity, awareness clubs, etc.

Question 4. How can the City improve libraries? • Update technologies (7) o New computers (2) o WiFi o Online library card o Library app o Licensed programs such as Photoshop • Update resources (5) o Newer books (2) o Wider variety of books o Variety of new topics o Replace worn materials • More variety for e‐books (4) • Have separate/private rooms (4) o Quiet room to study o Hang out room • Peer tutoring programs for school or exam preparation (4) • Snack station/bar (2) • More affordable (2)

City of Vaughan / Vaughan Public Libraries D‐5 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

o Less cost for printing o Lower book fines • Improved customer service (2) • Better layout/organization (2) • Extended hours (2) • More youth involvement • Accept book requests • Promote library facilities • Discussions and debates • Instruction programs for appropriate ages • Labels and directions in the library • Air fresheners • Low music • Fun contests and awards • Visiting authors and guests • Book clubs • Read aloud events for teens • Make libraries more cozy / comfortable • Film festivals • Play areas for kids

City of Vaughan / Vaughan Public Libraries D‐6 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries APPENDIX E: HOUSEHOLD SURVEY RESULTS

See following pages.

City of Vaughan / Vaughan Public Libraries E‐1 DRAFT – May 2013 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

QA - Would you have a few minutes to complete a survey?

#% Yes 407 100%

QB - Are you age 16 years of age or older?

#% Yes 407 100%

QC - Do you live in the City of Vaughan?

#% Yes 407 100%

QD - What are the first three digits of your postal code?

#% Canada Post L4H (Woodbridge) 66 16% 19% L4J (Thornhill) 108 27% 29% L4K (Concord) 33 8% 5% L4L (Woodbridge) 81 20% 20% L6A (Maple) 102 25% 25% L0J (Kleinburg) 10 2% 2% Other (specify) 5 1% -- Don't know 2 0% -- TOTAL 407 100% 100%

Q1 - In the past twelve months, have you or anyone in your household participated in any of the following activities ...

Other Activities (if volunteered) Yes No Don't know TOTAL #%#%#%#% Activity # Walking for Leisure 357 88% 50 12% 0 0% 407 100% Dance 16 Swimming 246 60% 160 39% 1 0% 407 100% Gymnastics 12 Running or Jogging 245 60% 162 40% 0 0% 407 100% Golf 9 Aerobics, Fitness or Weight-training 215 53% 192 47% 0 0% 407 100% Yoga 7 Cycling 214 53% 193 47% 0 0% 407 100% Skiing 6 Outdoor Soccer 139 34% 266 65% 2 0% 407 100% Squash 5 Hockey, Figure Skating or Ice Sports 128 31% 279 69% 0 0% 407 100% Dog Walking 4 Outdoor Ice Skating 124 30% 282 69% 1 0% 407 100% Parks 4 Gymnasium Sports 118 29% 288 71% 1 0% 407 100% Zumba 3 Tennis 101 25% 306 75% 0 0% 407 100% Walking-general 3 Outdoor Basketball 99 24% 307 75% 1 0% 407 100% Badminton 2 Indoor Soccer 78 19% 327 80% 2 0% 407 100% Football 2 In-line Skating / Rollerblading 61 15% 343 84% 3 1% 407 100% Hiking 2 Softball or Baseball 59 14% 348 86% 0 0% 407 100% Indoor sports 2 Martial Arts 51 13% 356 87% 0 0% 407 100% Racquet ball 2 Skateboarding 41 10% 366 90% 0 0% 407 100% Fishing 2 Bocce (Indoor and/or Outdoor 41 10% 355 87% 11 3% 407 100% Trampoline 2 Seniors' organized activities 30 7% 375 92% 2 0% 407 100% Other 7 Outdoor Cricket 6 1% 401 99% 0 0% 407 100%

Q2A - Are you and members of your household able to participate in recreation activities as often as you would like?

#% Yes 264 65% No 139 34% Don't Know 4 1% TOTAL 407 100%

Q2B - Why not (up to 2 mentions)?

#% Lack of personal time / Too busy 115 83% Lack of desired facilities or programs 13 9% Health problems / Disability / Age 10 7% Program not offered at convenient time 8 6% Lack of money / Too expensive 7 5% Lack of transportation / Facility too far away 3 2% Not interested/too lazy 2 1% Other 1 1% TOTAL 139 100%

Q3A - Generally, what percentage of your household's recreational needs are met within Vaughan?

#% All (100%) 132 32% Most (67-99%) 142 35% Many (34-66%) 59 14% Some (1-33%) 41 10% None (0%) 9 2% Don't Know 24 6% TOTAL 407 100%

October/November 2012 Page 1 of 8 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

Q3B - What recreation activities do you or members of your household participate in OUTSIDE of Vaughan (up to 3 mentions)?

% of % of Activity # subset Activity # subset Hockey 20 7% Park/outdoor activities 5 2% Cycling/biking 19 7% Aerobics 5 2% Swimming 18 7% Indoor sports 4 1% Gym/weight training 17 6% Camping 3 1% Walking 16 6% Yoga 3 1% Soccer 15 5% Snowboarding 3 1% Skiing 12 4% Live entertainment (concert, theatre) 3 1% Ice skating 10 4% Scouts 3 1% Dancing 8 3% Boating 3 1% Hiking 8 3% Outdoor sports 2 1% Martial Arts 8 3% Drama 2 1% Tennis 8 3% Horse back riding 2 1% Fishing 7 3% Going to beach 2 1% Golfing 7 3% Football 2 1% Running 7 3% Squash 2 1% Basketball 6 2% Recreation Activities 15 5% Baseball 5 2% None/nothing 110 40% Fitness 5 2% Don’t know/refused 4 1% Volleyball 5 2%

Q3C - Why does your household participate in those recreation activities outside of Vaughan (up to 2 mentions)?

% of # subset Facility/program not available in the area at the preferred time 18 9% Closer to work or school 16 8% Facility/program is not available in the area 16 8% 'Connected' to the other community / Used to live there 15 8% For location/gym 15 8% Less expensive 13 7% Sport not offered in the area 12 6% Quality of facility/program is superior 11 6% Get together with friends/family 9 5% Like it/preference 8 4% For the beach/water activity 8 4% Tournaments / Special events/ Travel teams 7 4% Use of outdoor space/trails/parks 7 4% Availability 6 3% Closer to other activities or shopping 5 3% Bigger/better open space 3 2% Time 3 2% Variety 3 2% Seasonal 3 2% Better opportunity 2 1% Other 8 4% Don't Know 5 3% TOTAL 193 100%

Q4A - Are there any recreation PROGRAMS that you or members of your household would like to see offered in Vaughan that are NOT currently available?

#% Yes 108 27% No 276 68% Don't know 23 6% TOTAL 407 100%

Q4B - What PROGRAMS would you like to see offered (up to 2 mentions)?

% of Activity # subset Swimming/pools 17 16% Dance/zumba classes 11 10% Ice skating/hockey 9 8% Senior centre/activities 8 7% Volleyball 8 7% Baseball/softball 7 6% Football 7 6% Cycling program 7 6% Tennis courts 7 6% Soccer program 7 6% Hiking/walking 7 6% Badminton 6 6% Fitness/exercise/gym 6 6% Yoga classes 6 6% Bowling 2 2% French programs 2 2% Tai chi 2 2% Martial arts 2 2% Park activities 2 2% Indoor activities 2 2% Activities for adults/kids with disabilities 2 2% Skiing 2 2% Ping pong/table tennis 2 2% Recreation programs 26 24% Don’t know/refused 1 1%

October/November 2012 Page 2 of 8 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

Q5 - Using a scale from 1 to 5, where 1 means 'not at all satisfied' and 5 means 'very satisfied,' what is your level of satisfaction with the recreation opportunities in Vaughan for the following age groups... Not at all Somewhat Very satisfied satisfied (1) Not satisfied (2) satisfied (3) Satisfied (4) (5) Don't know TOTAL AVG. #%#%#%#%#%#%#% Children (0-12 yrs) 2 0% 16 4% 52 13% 115 28% 118 29% 104 26% 407 100% 4.09 Youth (13-17 yrs) 6 1% 24 6% 50 12% 94 23% 81 20% 152 37% 407 100% 3.86 Adults under the age of 60 6 1% 24 6% 87 21% 154 38% 82 20% 54 13% 407 100% 3.80 Older Adults ages 60 years and over 14 3% 23 6% 64 16% 77 19% 58 14% 171 42% 407 100% 3.60

Q6A - Have you or members of your household used Community Centres operated by the City of Vaughan within the past twelve months?

#% Yes 292 72% No 114 28% Don't know 1 0% TOTAL 407 100%

Q6B - Which community centre does your household use most often (first mention only)?

% of # subset Maple Community Centre 55 19% Al Palladini Community Centre 54 18% Garnet A. Williams Community Centre 42 14% Dufferin Clark Community Centre 28 10% Vellore Village Community Centre 27 9% North Thornhill Community Centre 25 9% Father Ermanno Bulfon Community Centre 11 4% Chancellor Community Centre 10 3% Woodbridge Pool and Memorial Arena 5 2% Rosemount Community Centre 2 1% Patricia Kemp Concord Community Centre 1 0% Don't know 32 11% TOTAL 292 100%

Q7A - What would encourage you or members of your household to use the community centres operated by the City of Vaughan more often (up to 2 mentions)?

% of # subset Variety of programs 69 24% Better prices/free 62 21% Better schedule/hours 56 19% More free time 29 10% Availability 16 5% Better location 16 5% More activities for kids 14 5% More information 13 4% Swimming 13 4% More activities for seniors 9 3% Better maintenance/needs to be updated 8 3% More open/picnic spaces 6 2% Advertising 5 2% Convenience 5 2% Cleaner facilities/extra garbage bins 4 1% Better facilities 4 1% Better staff/instructors 4 1% Kids have grown up 3 1% More community centres 3 1% Access to library 3 1% Health reasons 3 1% Accessibility 2 1% Motivation 2 1% Things that would encourage them 32 11% None/nothing 69 24% Don’t know/refused 37 13%

Q7B - What is a reasonable maximum number of kilometres that a resident of Vaughan should have to travel to use a community centre operated by the City of Vaughan?

#% Less than 1 Kilometre 10 2% 1 - Less than 2 Kilometres 25 6% 2 - Less than 3 Kilometres 51 13% 3 - Less than 4 Kilometres 25 6% 4 - Less than 5 Kilometres 92 23% 5 - Less than 6 Kilometres 58 14% 6 - Less than 7 Kilometres 5 1% 7 - Less than 8 Kilometres 8 2% 8 - Less than 9 Kilometres 3 1% 9 - Less than 10 Kilometres 33 8% 10 or more Kilometres 45 11% Don't Know 52 13% TOTAL 407 100% MEAN 5.27 Using mid-points from each answer category range and a top number of 10 kilometres

Q8A - Have you or members of your household used Vaughan Parks or open spaces within the past twelve months?

#% Yes 334 82% No 73 18% TOTAL 407 100%

October/November 2012 Page 3 of 8 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

Q8B - What does your household use Vaughan Parks or open spaces for (up to 2 mentions)?

% of # subset Walking 154 46% Playground 88 26% Soccer 47 14% Picnics 43 13% Running/Jogging 28 8% Cycling 26 8% Baseball 14 4% Tennis 14 4% Water Play 14 4% Walking the Dog 13 4% Just to get outside 12 4% Relaxation 12 4% Basketball 10 3% Off leash dog run 9 3% Concerts 7 2% Children play/leisure 7 2% Hiking 5 1% Outdoor Skating 4 1% Community Events 3 1% Frisbee 2 1% Outdoor pool/swimming 2 1% Bocce 1 0% In-line Skating/Rollerblading 1 0% Skateboarding 1 0% Other 9 3% Don't Know 2 1%

Q9 - What would encourage you or members of your household to make greater use of Vaughan's Parks or open spaces (up to 2 mentions)?

% of # subset Variety of programs 35 10% Dog park/trail 25 7% Better maintenance/needs to be updated 23 7% Cleaner facilities/extra garbage bins 20 6% Better location 18 5% More free time 17 5% More open/picnic spaces 14 4% More activities for kids 13 4% Swimming 12 4% More parks/playground 12 4% Better facilities 9 3% More information 8 2% Accessibility 7 2% Better lighting 7 2% More trees/shade 7 2% Better schedule/hours 6 2% Safety 6 2% Better weather 6 2% Availability 5 1% Better prices/free 4 1% Something to discourage loitering 4 1% More benches/seating area 4 1% Motivation 4 1% Kids have grown up 3 1% Advertising 2 1% Convenience 2 1% More activities for seniors 2 1% Things that would encourage them 8 2% None/nothing 107 32% Don’t know/refused 71 21%

Q10A - Have you or members of your household used Vaughan Public Libraries within the past twelve months?

#% Yes 293 72% No 113 28% Don't know 1 0% TOTAL 407 100%

Q10B - Which public library does your household use most often (first mention)?

% of # subset Bathurst Clark Resource Library 66 23% Pierre Berton Resource Library 57 19% Maple Library 56 19% Dufferin Clark Library 27 9% Ansley Grove Library (Chancellor) 20 7% Woodbridge Library 15 5% Kleinburg Library 5 2% Don't know 47 16% TOTAL 293 100%

October/November 2012 Page 4 of 8 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

Q10C - What does your household use the public library for (up to 2 mentions)?

% of # subset Read or Borrow books/E Books 204 70% Study / Do research 89 30% Borrow DVDs or Blue Ray 45 15% Borrow CDs or audio tapes 13 4% Use the Internet/Computers/WiFi 11 4% Read newspapers or magazines 9 3% Participate in Library programs 7 2% Children’s programs 7 2% Borrow talking books (books on tape) 6 2% Reference books 6 2% Use online databases 4 1% A place to 'hang out' or socialize/meet people 4 1% Book club 2 1% Foreign language books 2 1% Daycare 2 1% Recreation/general interest 2 1% Rent Meeting room or boardroom 1 0% Other 6 2%

Q11 - What would encourage you or members of your household to use Vaughan Public Libraries more (up to 2 mentions)?

% of # subset Longer Hours of Operation 27 14% More selection 21 11% More Children's Programs 18 9% Proximity 13 7% More Locations 12 6% More Audio / Video (DVDs, CDs, etc.) 12 6% Larger Libraries / More Space 11 6% No time/busy 11 6% More Computers / Internet 10 5% More activities 9 5% More Bestsellers 8 4% More Foreign Language Materials 8 4% More Meeting / Program Rooms 7 4% More Electronic Databases 5 3% More Magazines / Newspapers 5 3% Improved Transportation / Access 4 2% More Children's Materials 4 2% More Talking Books 4 2% More Fiction Books 4 2% Advertising/awareness 4 2% Coffee shop 3 2% More ebooks 3 2% Renovation 3 2% More Community Information 2 1% More Adult/Senior's Programs 2 1% More Adult/Senior's Materials 2 1% More Reference Materials 2 1% More Non-Fiction Books 2 1% Restricted internet access 2 1% Quiet place to study 2 1% Book clubs/discussion 2 1% Guest speakers/book signings 2 1% Improved Customer Service 1 1% Expanded Inter-library Loans 1 1% Lower Fines 1 1% More Teen Programs 1 1% Other 14 7% Not interested in using the library at all 35 -- None/nothing/satisfied 26 -- Don't Know 146 --

Q12A - Which one of the following options for delivering library services to Vaughan do you prefer?

#% Having fewer, larger-sized libraries that provide a wide range 242 59% of services and materials Having more, smaller-sized libraries that provide a narrower 111 27% range of services and materials Neither 19 5% Don't know / Depends 35 9% TOTAL 407 100%

October/November 2012 Page 5 of 8 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

Q12B - What is a reasonable maximum number of kilometres that a resident of Vaughan should have to travel to use a Vaughan public library?

#% Less than 1 Kilometre 14 3% 1 - Less than 2 Kilometres 34 8% 2 - Less than 3 Kilometres 48 12% 3 - Less than 4 Kilometres 30 7% 4 - Less than 5 Kilometres 81 20% 5 - Less than 6 Kilometres 50 12% 6 - Less than 7 Kilometres 7 2% 7 - Less than 8 Kilometres 8 2% 8 - Less than 9 Kilometres 5 1% 9 - Less than 10 Kilometres 47 12% 10 or more Kilometres 43 11% Don't Know 40 10% TOTAL 407 100% MEAN 5.31 Using mid-points from each answer category range and a top number of 10 kilometres

Q13 - Using a scale from 1 to 5, where 1 means 'not at all important,' and 5 means 'very important,' how important are the following to your household?

Not at all Not important Somewhat Very important important (1) (2) important (3) Important (4) (5) Don't know TOTAL AVG IMPORTANCE # % # % # % # % # % # % # % Indoor recreation facilities, such as arenas, pools, gyms and 5 1% 13 3% 47 12% 115 28% 225 55% 2 0% 407 100% 4.34 fitness centres Parks with athletic fields and playgrounds 13 3% 10 2% 52 13% 104 26% 223 55% 5 1% 407 100% 4.28 Parks and open spaces that conserve natural areas and 4 1% 2 0% 33 8% 91 22% 275 68% 2 0% 407 100% 4.56 protect wildlife habitat Vaughan Public Libraries 20 5% 16 4% 54 13% 95 23% 219 54% 3 1% 407 100% 4.18 Trails and pathways 12 3% 18 4% 67 16% 108 27% 200 49% 2 0% 407 100% 4.15

Q14 - Using a scale from 1 to 5, what is your general level of satisfaction with the following in the City of Vaughan.

Not at all Somewhat Very satisfied satisfied (1) Not satisfied (2) satisfied (3) Satisfied (4) (5) Don't know TOTAL AVG SATISIFACTION # % # % # % # % # % # % # % Indoor recreation facilities, such as arenas, pools, gyms and 3 1% 19 5% 95 23% 168 41% 109 27% 13 3% 407 100% 3.92 fitness centres Parks with athletic fields and playgrounds 6 1% 14 3% 102 25% 175 43% 91 22% 19 5% 407 100% 3.85 Parks and open spaces that conserve natural areas and 11 3% 26 6% 105 26% 139 34% 116 29% 10 2% 407 100% 3.81 protect wildlife habitat Vaughan Public Libraries 8 2% 16 4% 77 19% 161 40% 123 30% 22 5% 407 100% 3.97 Trails and pathways 14 3% 29 7% 121 30% 134 33% 85 21% 24 6% 407 100% 3.64

Q15 - Using a scale from 1 to 5, where 1 means 'strongly oppose' and 5 means 'strongly support,' to what degree do you oppose or support spending ADDITIONAL public funds on the following facilities: Strongly Strongly oppose (1) Oppose (2) Neutral (3) Support (4) support (5) Don't know TOTAL AVG #%#%#%#%#%#%#% Public Libraries 15 4% 20 5% 52 13% 102 25% 212 52% 6 1% 407 100% 4.19 Indoor Pools 15 4% 20 5% 56 14% 116 29% 196 48% 4 1% 407 100% 4.14 Youth Centres 9 2% 18 4% 69 17% 127 31% 172 42% 12 3% 407 100% 4.10 Seniors' Centres 12 3% 24 6% 64 16% 129 32% 167 41% 11 3% 407 100% 4.05 Nature Trails 11 3% 27 7% 84 21% 97 24% 174 43% 14 3% 407 100% 4.01 Children's Splash Pad 20 5% 37 9% 67 16% 107 26% 162 40% 14 3% 407 100% 3.90 Outdoor Ice Skating Rinks 24 6% 39 10% 68 17% 136 33% 127 31% 13 3% 407 100% 3.77 Paved Multi-Use Trails 20 5% 36 9% 81 20% 125 31% 131 32% 14 3% 407 100% 3.79 Gymnasiums 21 5% 29 7% 96 24% 139 34% 114 28% 8 2% 407 100% 3.74 Municipal Fitness Centres 18 4% 31 8% 99 24% 117 29% 133 33% 9 2% 407 100% 3.79 Arenas / Ice Pads 31 8% 27 7% 95 23% 112 28% 126 31% 16 4% 407 100% 3.70 Soccer Fields 31 8% 41 10% 102 25% 107 26% 120 29% 6 1% 407 100% 3.61 Outdoor Tennis Courts 26 6% 47 12% 115 28% 103 25% 102 25% 14 3% 407 100% 3.53 Outdoor Basketball Courts 32 8% 50 12% 115 28% 101 25% 98 24% 11 3% 407 100% 3.46 Indoor Facility for Soccer, Lacrosse and similar activities 34 8% 49 12% 116 29% 103 25% 92 23% 13 3% 407 100% 3.43 Baseball or Softball Diamonds 42 10% 42 10% 131 32% 100 25% 77 19% 15 4% 407 100% 3.33 Community Food Gardens 54 13% 53 13% 93 23% 95 23% 72 18% 40 10% 407 100% 3.21 Indoor Tennis 65 16% 70 17% 114 28% 81 20% 62 15% 15 4% 407 100% 3.01 Off-Leash Dog Parks 88 22% 68 17% 100 25% 64 16% 69 17% 18 4% 407 100% 2.89 BMX Bike Parks 70 17% 77 19% 107 26% 80 20% 46 11% 27 7% 407 100% 2.88 Skateboard Parks 77 19% 78 19% 138 34% 58 14% 41 10% 15 4% 407 100% 2.77 Bocce Courts 89 22% 76 19% 104 26% 41 10% 44 11% 53 13% 407 100% 2.65 Cricket Facilities 128 31% 84 21% 114 28% 33 8% 25 6% 23 6% 407 100% 2.33

Q15A24 - IF VOLUNTEERED: Other

Activity # Swimming pool 8 Volleyball 3 Activities for children 3 Parks/playgrounds 3 Squash 2 Skating 2 Cycling 2 Other facility #1 14 Other facility #2 1 No other facilities 369 Don’t know/refused 1

October/November 2012 Page 6 of 8 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

Q16 - Please tell me whether you strongly agree, agree, disagree or strongly disagree with the following statements?

Strongly agree Strongly (1) Agree (2) Disagree (3) disagree (4) Don't know TOTAL AVG #%#%#%#%#%#% Recreation programs are affordable for your household. 48 12% 248 61% 74 18% 20 5% 17 4% 407 100% 2.83 Recreation programs, parks and community centre facilities 46 11% 239 59% 60 15% 13 3% 49 12% 407 100% 2.89 are distributed equitably across the entire City of Vaughan. The parks and recreation facilities in Vaughan compare 63 15% 217 53% 61 15% 14 3% 52 13% 407 100% 2.93 favourably with those in neighbouring cities. The City of Vaughan does a good job of informing the community about parks, community centres and recreation 58 14% 222 55% 99 24% 16 4% 12 3% 407 100% 2.82 services. The library facilities in Vaughan compare favourably with those 53 13% 205 50% 64 16% 13 3% 72 18% 407 100% 2.89 in neighbouring cities. The City of Vaughan does a good job of informing the 37 9% 207 51% 123 30% 22 5% 18 4% 407 100% 2.67 community about libraries and their services. Library facilities are distributed equitably across the entire City 44 11% 192 47% 90 22% 12 3% 69 17% 407 100% 2.79 of Vaughan.

Q17 - How many people, including yourself, live in your household?

#% 1113% 2 69 19% 3 81 22% 4 130 35% 5 59 16% 6164% 7 or more 6 2% TOTAL 372 100% No Response 35 9% MEAN 3.62 MEDIAN 4.00

Q18A - Number of persons: # % of 2011 sample Census Under 10 years 134 15% 13% 10 - 19 years 160 18% 14% 20 - 34 years 155 17% 18% 35 - 54 years 291 32% 32% 55 and over 157 18% 22% TOTAL 897 100% 100%

Q19 - In what year were you born?

#% 1934 or earlier (78 + years) 11 3% 1935 to 1944 (68 to 77 years) 16 4% 1945 to 1954 (58 to 67 years) 56 15% 1955 to 1964 (48 to 57 years) 104 28% 1965 to 1974 (38 to 47 years) 112 30% 1975 or Later (16 to 37 years) 72 19% TOTAL 371 100% No Response 36 10% MEAN AGE 48.50

Q20 - How long have you lived in Vaughan?

#% Less than 1 year 5 1% 1 to 4.9 years 32 8% 5 to 9.9 years 72 18% 10 years or more 295 72% Refused / Don't know 3 1% TOTAL 407 100%

October/November 2012 Page 7 of 8 City of Vaughan - Active Together Master Plan Review and Update Random Sample Household Survey Results

Q21A - What is the primary language SPOKEN in your household?

#% English 327 80% Italian 11 3% Russian 9 2% Chinese/Mandarin 6 1% Romanian 6 1% Spanish 5 1% Portuguese 5 1% Punjabi 5 1% Tagalog/Filipino 4 1% Gujarati 3 1% Persian/Farsi 3 1% Urdu 3 1% French 2 0% Hebrew 2 0% Arabic 2 0% Bulgarian 2 0% Korean 1 0% Macedonian 1 0% Hindi 1 0% Vietnamese 1 0% Other 5 1% Refused / Don't know 3 1% TOTAL 407 100%

Q21B - What is the second language SPOKEN in your household?

#% Italian 101 25% English 71 18% French 21 5% Hebrew 11 3% Portuguese 8 2% Russian 5 1% Greek 5 1% Spanish 4 1% Chinese/Mandarin 4 1% Punjabi 4 1% Korean 3 1% Gujarati 2 0% Romanian 2 0% Macedonian 2 0% Polish 2 0% Cantonese 1 0% Arabic 1 0% Tagalog/Filipino 1 0% Hindi 1 0% Vietnamese 1 0% Other 6 1% None 145 36% Refused / Don't know 3 1% TOTAL 404 100%

Q22 - What is your household's total annual income before taxes? Is it ...

#% Under $40,000 22 5% Between $40,000 and $59,000 23 6% Between $60,000 and $79,000 27 7% Between $80,000 and $100,000 46 11% Over $100,000 133 33% No Response / Don't Know 156 38% TOTAL 407 100%

Q23 - Gender (DO NOT ASK)

#% Male 171 42% Female 236 58% TOTAL 407 100%

October/November 2012 Page 8 of 8 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries APPENDIX F: STAKEHOLDER SURVEY RESULTS

In September 2012, a questionnaire was distributed by email to all key organizations and facility/park users known to the City (e.g., sports and community organizations, senior groups, clubs, etc.). Copies were also made available at the Sports Congress and follow‐up correspondence was sent to key non‐ responding groups.

A total of 17 completed surveys were received back by the mid‐November 2012 deadline, representing 9 sports groups, 5 community groups, and 3 social/cultural interests. The following is a record of their submissions.

Participant Organizations

The following organizations submitted stakeholder surveys, either through hard copy or online: • Canadian Federation of University Women – Vaughan; • City of Vaughan Baseball Association; • Girl Guides of Canada, Ontario Council; • Glen Shields Futbol Club, Inc.; • Hendon Park Sports Association; • Humber River Shakespeare Company; • Kleinburg Book Chats; • Overseas Cricket Club; • SantaFest in Maple; • The Olive Branch for Children; • Thornhill Park Tennis Club; • Thornhill Slo‐Pitch; • Vaughan Girls Hockey; • Vaughan In Action Community Program, Inc.; • Vaughan Slo‐Pitch; • York Occasional Teachers’ Bargaining Unit; • Vaughan World Series Slo‐Pitch League (VWSSL); and • One unidentified organization.

Geographic Area Served

Of the 17 organizations that submitted surveys, the following geographic areas were reported as being served (note – respondents were able to provide multiple responses, so these are not mutually exclusive results): • Entire City of Vaughan – 12; • Communities outside of Vaughan but within York Region – 7; • Concord – 8; • Kleinburg – 7; • Maple – 7; • Thornhill – 9; and • Woodbridge – 9.

City of Vaughan / Vaughan Public Libraries F‐1 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

In addition, Ontario (Girl Guides of Canada), Nobleton (Kleinburg Book Chats), the Greater Toronto Area (GTA) outside York Region (Glen Shields Futbol Club, SantaFest in Maple), and an area of Tanzania (The Olive Branch for Children) were mentioned as other populations served by organizations based in Vaughan.

Number of Participants

Number of Participants % Change 2012 Waiting Organization Name 2010 2011 2012 2010‐2012 List Canadian Federation of University Women – 21 22 21 no change n/a Vaughan City of Vaughan Baseball Association 1,199 1,208 1,224 +2% 12 Girl Guides of Canada, Ontario Council 29,690 31,008 30,221 +2% 430 Glen Shields Futbol Club, Inc. 1,247 1,296 1,133 ‐9% n/a Hendon Park Sports Association 500 550 600 +20% 150 Humber River Shakespeare Company n/a n/a n/a n/a n/a Kleinburg Book Chats 15 15 20 +33% n/a Overseas Cricket Club 180 189 205 +14% n/a SantaFest in Maple 25,000 25,000 n/a no change n/a The Olive Branch for Children 4,000 4,000 4,000 no change n/a Thornhill Park Tennis Club 220 220 180 ‐18% n/a Thornhill Slo‐Pitch 500 500 500 no change 5 Vaughan Girls Hockey n/a n/a n/a n/a n/a Vaughan In Action Community Program 25 30 35 +40% 5 Vaughan Slo‐Pitch 480 520 675 +41% 50 York Occasional Teachers’ Bargaining Unit 1,200 1,300 1,300 +8% n/a Vaughan World Series Slo‐Pitch League 288 306 342 +19% 80 (VWSSL)

As can be seen in the table above, participant numbers for 2012 ranged greatly, from the 20 participants of the Kleinburg Book Chats group to the 30,221 members of the Ontario Branch of the Girl Guides. The average was approximately 2,700 members, but the median was 500 participants. The majority of the organizations have experienced growth or stable membership since 2010, with the exception of 2 groups (Thornhill Tennis Club and Glen Shields Futbol Club), each of which showed slight declines in participation numbers. Seven of the groups reported waiting lists, including five organizations that provide opportunities for baseball and/or softball (City of Vaughan Baseball Association, Hendon Park Sports Association, Thornhill Slo‐Pitch, Vaughan Slo‐Pitch, and Vaughan World Series Slo‐Pitch League).

Age and Residency of Participants

The age of participants varies between organizations, with some providing opportunities for recreation for all ages (e.g., SantaFest and Thornhill Park Tennis Club, while most others serve specific age groups: • Children and teens (City of Vaughan Baseball Association, Glen Shields Futbol Club, The Olive Branch for Children, and Girl Guides); • Adults 18+ (Canadian Federation of University Women – Vaughan, Hendon Park Sports Association, Kleinburg Chats, Thornhill Slo‐Pitch, Vaughan In Action Community Program, Vaughan Slo‐Pitch, Vaughan World Series Slo‐Pitch League, and York Occasional Teachers’ Bargaining Unit); and

City of Vaughan / Vaughan Public Libraries F‐2 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

• Combination of youth and adults (Overseas Cricket Club).

Most of the organizations serve primarily Vaughan residents, with the following exceptions: • Thornhill Slo‐Pitch (40% Vaughan residents); • Girl Guides of Canada, Ontario Council (10% Vaughan residents); and • The Olive Branch for Children (0% Vaughan residents, as this organization provides poverty relief for Tanzanian children).

Of the other organizations, the percentage of participants that are Vaughan residents ranges from 62% (Overseas Cricket Club) to 100% (Kleinburg Book Chats).

Mandates and Primary Activities

Of the 17 organizations, 9 represent sports organizations (slo‐pitch, baseball, cricket, soccer, and hockey), 5 represent community groups, and 3 represent cultural opportunities. The mandates of the sport organizations are all to provide participation in sporting activities for their selected age groups, with both Overseas Cricket Club and Glen Shields Futbol Club also offering developmental programs for youth.

The mandates of the community groups include: • Enabling girls to be confident and resourceful (Girl Guides of Canada, Ontario Council); • Improving the status of women and girls (Canadian Federation of University Women – Vaughan); • Assisting individuals with intellectual disabilities (Vaughan In Action Community Program); • Serving as the bargaining unit for occasional teachers of the York Catholic District School Board (York Occasional Teachers’ Bargaining Unit); and • Working to relieve poverty, disease and malnutrition affecting children in Tanzania (The Olive Branch for Children).

The arts organizations listed the following mandates: • Meeting to discuss books (Kleinburg Book Chats); and • Spreading community spirit and fostering community involvement (SantaFest in Maple).

Additional Needs

The majority (13) of the organizations reported plans for expansion over the next 3 to 5 years, with 3 reporting an expected decline, and 1 did not provide an answer. As a follow up question, respondents were asked if they are able to accommodate additional interest; 6 organizations feel that they are able to accommodate additional interest in their groups, and 5 felt they would not be able to do so.

The following factors were identified as potentially limiting the capacity of organizations to expand: • Lack of adequate full‐sized ball diamonds (City of Vaughan Baseball Association, Hendon Park Sports Association, Thornhill Slo‐Pitch, Vaughan World Series Slo‐Pitch League), adequate cricket fields (Overseas Cricket Club), and appropriate soccer fields for 9 versus 9, mini, and senior players (Glen Shields Futbol Club);

City of Vaughan / Vaughan Public Libraries F‐3 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

• Need changes to the field allocation policy (Thornhill Slo‐Pitch, Vaughan Slo‐Pitch); and • Maintenance of soccer fields, including grass cutting, lining, and irrigation (Glen Shields Futbol Club).

Organizations were also asked whether they are in need of additional hours at existing facilities, with the following responses: • City of Vaughan Baseball Association would benefit from the construction of more senior / premium lit ball diamonds; • Hendon Park Sports Association would like to see greater access to lit fields on weekday evenings, from 7pm – 11pm; • Overseas Cricket Club is in need of cricket fields for at least 30 days per summer from 12:30 pm to 7:30 pm at Dufferin Reservoir; • Thornhill Slo‐Pitch would like an additional 5 to 10 hours per week on lit fields with outfield fences and adequate parking to accommodate 2 to 4 games, ideally in Thornhill; • Vaughan In Action Community Program would like to use Maple Community Centre and Library, Langstaff Park, and North Thornhill Community Centre for up to 3 hours per day; • Vaughan Slo‐Pitch is in need of access to ball diamonds for an additional 12 to 16 hours weekly; and • Vaughan World Series Slo‐Pitch League would like access to more lit ball diamonds on Sundays between 1pm and 4pm, preferably in Maple.

With respect to needs for new facilities in 5 to 10 years, 8 organizations responded ‘yes’, expressing the following desires for future facilities: • Canadian Federation of University Women – Vaughan is interested in the addition of accessible meeting space in Kleinburg and supports the creation of the Pierre Berton Interpretive Centre; • City of Vaughan Baseball Association is in need of more senior / premium lit ball diamonds, as well as junior diamonds; • Glen Shields Futbol Club would like to see the following soccer fields added to the City’s inventory – 1 additional senior field, 1 or 2 additional 9 versus 9 fields, 1 turf field (approved in budget and currently under development in Concord Thornhill Regional Park), 2 or 3 properly irrigated mini competitive fields, and office space; • Hendon Park Sports Association is in need of lit adult ball diamonds with field fences to facilitate play for both men’s and women’s softball on weeknights; • Overseas Cricket Club is in need of 1 to 2 cricket playing fields at Dufferin Reservoir; • Thornhill Park Tennis Club needs a winter bubble in which to play tennis year‐round; • Thornhill Slo‐Pitch is anticipating growth in the number of participants from the Thornhill Woods area and would like to see more softball diamonds in this area; • Vaughan In Action Community Program would like to see outdoor parks with washrooms, drinking fountains, benches and picnic tables, and reduced community centre fees for daily use; • Vaughan Slo‐Pitch would like to see a multi‐diamond softball field complex, including one stadium style diamond with seating for at least 1,000 spectators, permanent washroom facilities, storage, snack bar, etc.; • Vaughan World Series Slo‐Pitch League is interested in full‐size baseball diamonds with permanent washrooms, minimum 260 feet to the home run fence, and 30 parking spaces per diamond;

City of Vaughan / Vaughan Public Libraries F‐4 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

With respect to non‐facility‐based needs, organizations provided the following input: • Glen Shields Futbol Club is interested in pursuing a partnership for its summer camp program, requires support for submitting grant applications, and would like to be more actively involved in field design; • Kleinburg Book Chats would like financial and/or advertising assistance for author events; • SantaFest in Maple is in need of greater financial assistance; • Thornhill Park Tennis Club would like financial assistance; and • Vaughan In Action Community Programs would like financial assistance in the form of reduced costs for the use of fitness centres, gyms, and games rooms between 10am and 2pm.

Suggestions for Improvements to Existing Facilities

Facility What Users Like Suggested Improvement Al Palladini Community Centre • Fairly clean • None • Excellent service Concord Regional Softball Diamonds • Location • None 3 and 4 • Quality of facility • Lighting • Parking Dufferin Reservoir Cricket Ground • Good for cricket • Needs to be reopened • Good parking in the area Frank Robson baseball diamonds • Good size diamond for adult • Washrooms softball Garnet Williams Community Centre • Clean • None • Excellent service Kleinburg Library • Homey feel • Buy more books Langstaff Park • Outdoor sports open field • Picnic tables in summer and nature trail • More shaded area Maple Community Centre • Able to book meeting room • Would like to use games room on short notice and gym at no cost • Indoor bocce courts • Lighting on ball diamond needs • Library for computers to be improved • Good location • Clean • Excellent service • Low cost to use display window, but high visibility • Ball diamond receives high level of service • Washroom facilities North Thornhill Community Centre • Fitness centre • Reduce cost for using the fitness centre Patricia Kemp Community Centre • Lots of space • May be a need for office space • Accessibility at all hours Patricia Kemp Cricket Field • Location • Too small for cricket Pierre Berton Resource Library • Accessible for all members • None Premium soccer fields – Concord • Maintenance standards • One additional senior field (not Thornhill / Dufferin District • Lights premium)

City of Vaughan / Vaughan Public Libraries F‐5 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

Facility What Users Like Suggested Improvement Thornhill Park Tennis Club tennis • Location • Need winter tennis bubble, courts and clubhouse estimated October 2013 Tudor Park baseball diamonds • Three co‐located diamonds • Parking in a central location • Outfield mesh to contain home • Level of service by Parks runs staff • Washroom facilities Vaughan Library • Able to book meeting room • None on short notice Vellore Village Community Centre • Level of service by Parks • Lighting needs to be improved ball diamond staff • Washroom facilities York Hill Softball Diamonds • Location • None

Use of Privately Operated Facilities and Facilities in Other Municipalities

A number of privately operated facilities and/or those located in other municipalities are used by the organizations, including: • Agincourt Community Centre (Toronto); • Bayview Reservoir (Markham); • Bishop’s Cross Park (Markham); • Crossland Public School (Newmarket) • David Hamilton Park (Richmond Hill); • Edithvale Community Centre (Toronto); • Grandview Park (Markham); • Huntington Park (Markham); • King City Memorial Park; • Maple Leaf Cricket Club (King City); and • Richmond Green (Richmond Hill).

The reasons given for using these facilities vary, ranging from concerns with the diamond allocation policy and practice within Vaughan to a lack of available cricket pitches to more convenient locations for organizations.

Suggestions for Increasing Inclusivity

The following suggestions were given as possible ways in which the City, Vaughan Public Libraries and/or the community can make recreation, park and library services more inclusive to those who are unable to participate or unaware of opportunities: • Allow organizations to promote their services on the City’s website; • Subsidize registration fees for those with lower incomes; • Joint funding of facilities; • Utilize partnerships to continuously improve facilities such as cricket pitches; • Offer permits at no cost, especially for programs offered to children, youth and seniors; • Increased publicity; • Expand the Library’s book collection to provide more copies of certain books;

City of Vaughan / Vaughan Public Libraries F‐6 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

• Utilize partnerships to provide a soccer program for children with disabilities; and • Raise the profile and awareness regarding programs.

Top Priorities

Organization Top Priorities City of Vaughan Baseball • Facilities – baseball diamonds. Association • Volunteers. • Funding. Girl Guides of Canada, Ontario • Dynamic programming for Girl Greatness. Council • Strong and growing membership. • The confidence to advocate. • Effective and efficient organization. Glen Shields Futbol Club, Inc. • Ensuring we have proper office space with the changes to the PKCC lease agreement ‐ we will need to work with the City to find suitable space. • Additional 9 vs 9 fields and improved mini field quality. • Expanding our programs to include full service indoor house league and full camp programs. • Need to continue to have a clubhouse with changes to Patricia Kemp Community Centre. Hendon Park Sports • Women’s division growth. Association • Bringing provincial and national tournaments to Vaughan. • Moving our charity and celebrity tournaments to Vaughan. • Permits for lit adults softball fields Monday through Thursday evenings inclusive, from 7pm – 11 pm. Kleinburg Book Chats • Continue reading interesting books every month. Have at least one author event per year. • Seek opportunities to socialize as a group. Overseas Cricket Club • To continue to build our community junior development cricket programs. • To align with the demographic shift in the community. • To work with the City to convey our objectives. • Add dedicated cricket fields in Vaughan. SantaFest in Maple • Financial support. • Rent‐free use of Cranny House. Thornhill Park Tennis Club • Winter bubble. • Financial assistance Thornhill Slo‐Pitch • Maintain our current program. • Seek opportunities to attract new members, space permitting. • Maintain cost structure and fair fees to members. • Need to secure field time on a suitable park to serve 200 Vaughan residents. Vaughan In Action Community • We would like to have more interaction with the City of Vaughan to assist Program persons with special needs in Vaughan to use the facilities off‐peak hours (i.e., 10:00 am ‐ 2:00 pm). • Need funding to cover cost of using City facilities. Vaughan Slo‐Pitch • Improve and expand with new facilities. • User group allocation process needs to be revisited and 'equally' distributed. • Bring national events to Vaughan.

City of Vaughan / Vaughan Public Libraries F‐7 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries

Organization Top Priorities York Occasional Teachers’ • To be able to continue to use the activity rooms for our meetings. Bargaining Unit • To have access to large spaces for our meetings to hold people for 100 to 250 people. • To have more access to microphones and audio equipment to rent for meetings. Vaughan World Series Slo‐ • Grow our organization. Pitch League (VWSSL) • Expand to include female or co‐ed teams. • Host tournament to allow teams from other cities to visit our parks and city. • Need for usable and available ball diamonds for adults.

City of Vaughan / Vaughan Public Libraries F‐8 DRAFT – May 2013 ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries APPENDIX G: FACILITIES MAPPING

See following pages.

City of Vaughan / Vaughan Public Libraries G‐1 DRAFT – May 2013

ACTIVE TOGETHER MASTER PLAN Parks, Recreation & Libraries APPENDIX H: FINANCIAL SUMMARY

See following pages.

City of Vaughan / Vaughan Public Libraries H‐1 DRAFT – May 2013 Appendix H: FINANCIAL SUMMARY Active Together Master Plan

Short‐Term Medium‐Term Long‐Term Parkland Purchases (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Total Capital Cost: Land Acquisition $5,559,674 $35,581,912 $73,387,694 $114,529,279

Short‐Term Medium‐Term Long‐Term Develop Active Parkland (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $28,034,211 $52,596,356 $46,932,059 $127,562,626

Co‐Payment (Tax‐Funded) Portion $2,803,421 $5,259,636 $4,693,206 $12,756,263 Operating Cost Summary

Net Operating Costs $864,698 $1,567,929 $1,808,799 $4,241,426

Average Yearly Continuous Operating Cost $216,175 $313,586 $180,880 $223,233

Short‐Term Medium‐Term Long‐Term Community Centres (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $38,752,700 $89,491,900 $48,096,000 $176,340,600

Co‐Payment (Tax‐Funded) Portion $3,875,270 $10,949,190 $6,809,600 $21,634,060 Operating Cost Summary

Net Operating Costs $149,875 $3,324,000 $1,791,250 $5,265,125

Contribution for Repair and Replacement $657,540 $1,042,660 $918,580 $2,618,780

Total Continuous Operating Cost $807,415 $4,366,660 $2,709,830 $7,883,905 Average Yearly Continuous Operating Cost $201,854 $873,332 $270,983 $414,942

Short‐Term Medium‐Term Long‐Term Recreational Trails (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $1,200,000 $1,500,000 $3,000,000 $5,700,000

Co‐Payment (Tax‐Funded) Portion $120,000 $150,000 $300,000 $570,000 Operating Cost Summary

Net Operating Costs $21,110 $26,387 $52,774 $100,270

Contribution for Repair and Replacement $4,800 $6,000 $12,000 $22,800

Total Continuous Operating Cost $25,910 $32,387 $64,774 $123,070 Average Yearly Continuous Operating Cost $6,477 $6,477 $6,477 $6,477

Short‐Term Medium‐Term Long‐Term Soccer Fields (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $6,582,348 $2,609,129 $1,638,000 $10,829,477

Co‐Payment (Tax‐Funded) Portion $658,235 $260,913 $163,800 $1,082,948 Operating Cost Summary

Net Operating Costs $154,159 $17,287 $92,058 $263,504

Contribution for Repair and Replacement $492,838 $38,224 $272,802 $803,865

Total Continuous Operating Cost $646,997 $55,511 $364,860 $1,067,369 Average Yearly Continuous Operating Cost $161,749 $11,102 $36,486 $56,177

City of Vaughan / Vaughan Public Libraries May 2013 H‐1 Appendix H: FINANCIAL SUMMARY Active Together Master Plan

Short‐Term Medium‐Term Long‐Term Ball Diamonds (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $1,871,740 $1,463,212 $325,546 $3,660,498

Co‐Payment (Tax‐Funded) Portion $187,174 $146,321 $32,555 $366,050 Operating Cost Summary

Net Operating Costs $65,852 $15,042 $75,210 $156,104

Contribution for Repair and Replacement $81,212 $20,426 $81,387 $183,025

Total Continuous Operating Cost $147,064 $35,468 $156,597 $339,129 Average Yearly Continuous Operating Cost $36,766 $7,094 $15,660 $17,849

Short‐Term Medium‐Term Long‐Term Other Sports Fields (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $167,804 $154,152 $0 $321,956

Co‐Payment (Tax‐Funded) Portion $16,780 $15,415 $0 $32,196 Operating Cost Summary

Net Operating Costs $22,300 $17,500 $2,400 $42,200

Contribution for Repair and Replacement $8,845 $7,025 $910 $16,780

Total Continuous Operating Cost $31,145 $24,525 $3,310 $58,980 Average Yearly Continuous Operating Cost $7,786 $4,905 $331 $3,104

Short‐Term Medium‐Term Long‐Term Tennis & Basketball Courts (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $899,410 $676,084 $599,759 $2,175,253

Co‐Payment (Tax‐Funded) Portion $89,941 $67,608 $59,976 $217,525 Operating Cost Summary

Net Operating Costs $3,675 $3,675 $2,847 $10,197

Contribution for Repair and Replacement $46,023 $46,023 $34,969 $127,016

Total Continuous Operating Cost $49,698 $49,698 $37,816 $137,213 Average Yearly Continuous Operating Cost $12,425 $9,940 $3,782 $7,222

Skateboard Parks & Skate Short‐Term Medium‐Term Long‐Term Zones (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $1,272,615 $1,423,820 $819,000 $3,515,435

Co‐Payment (Tax‐Funded) Portion $127,262 $142,382 $81,900 $351,544 Operating Cost Summary

Net Operating Costs $1,650 $2,200 $1,650 $5,500

Contribution for Repair and Replacement $37,380 $20,161 $59,640 $117,181

Total Continuous Operating Cost $39,030 $22,361 $61,290 $122,681 Average Yearly Continuous Operating Cost $9,758 $4,472 $6,129 $6,457

City of Vaughan / Vaughan Public Libraries May 2013 H‐2 Appendix H: FINANCIAL SUMMARY Active Together Master Plan

Short‐Term Medium‐Term Long‐Term Outdoor Aquatics (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $831,600 $831,600 $1,039,500 $2,702,700

Co‐Payment (Tax‐Funded) Portion $83,160 $83,160 $103,950 $270,270 Operating Cost Summary

Net Operating Costs $23,988 $11,994 $41,979 $77,961

Contribution for Repair and Replacement $55,440 $27,720 $97,020 $180,180

Total Continuous Operating Cost $79,428 $39,714 $138,999 $258,141 Average Yearly Continuous Operating Cost $19,857 $7,943 $13,900 $13,586

Short‐Term Medium‐Term Long‐Term Playgrounds (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $3,185,140 $4,999,020 $8,649,086 $16,833,246

Co‐Payment (Tax‐Funded) Portion $318,514 $499,902 $864,909 $1,683,325 Operating Cost Summary

Net Operating Costs $6,600 $19,250 $30,910 $56,760

Contribution for Repair and Replacement $123,219 $238,758 $435,709 $797,686

Total Continuous Operating Cost $129,819 $258,008 $466,619 $854,446 Average Yearly Continuous Operating Cost $32,455 $51,602 $46,662 $44,971

Short‐Term Medium‐Term Long‐Term Off‐Leash Dog Parks (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $218,900 $109,450 $0 $328,350

Co‐Payment (Tax‐Funded) Portion $21,890 $10,945 $0 $32,835 Operating Cost Summary

Net Operating Costs $4,650 $4,650 $4,650 $13,950

Contribution for Repair and Replacement $5,473 $5,473 $5,473 $16,418

Total Continuous Operating Cost $10,123 $10,123 $10,123 $30,368 Average Yearly Continuous Operating Cost $2,531 $2,025 $1,012 $1,598

Outdoor Artificial Skating Short‐Term Medium‐Term Long‐Term Rinks (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $1,021,608 $1,055,842 $2,077,450 $4,154,900

Co‐Payment (Tax‐Funded) Portion $102,161 $105,584 $207,745 $415,490 Operating Cost Summary

Net Operating Costs $107,930 $107,930 $108,270 $324,130

Contribution for Repair and Replacement $25,540 $25,540 $30,105 $81,185

Total Continuous Operating Cost $133,470 $133,470 $138,375 $405,315 Average Yearly Continuous Operating Cost $33,368 $26,694 $13,837 $21,332

City of Vaughan / Vaughan Public Libraries May 2013 H‐3 Appendix H: FINANCIAL SUMMARY Active Together Master Plan

Short‐Term Medium‐Term Long‐Term Picnic Areas (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $189,000 $378,000 $378,000 $945,000

Co‐Payment (Tax‐Funded) Portion $18,900 $37,800 $37,800 $94,500 Operating Cost Summary

Net Operating Costs $210 $420 $420 $1,050

Contribution for Repair and Replacement $12,600 $25,200 $25,200 $63,000

Total Continuous Operating Cost $12,810 $25,620 $25,620 $64,050 Average Yearly Continuous Operating Cost $3,203 $5,124 $2,562 $3,371

Short‐Term Medium‐Term Long‐Term Library Facilities (2013‐2016) (2017‐2021) (2022‐2031) Total Capital Cost Summary

Gross Capital Cost (Including Co‐Payment) $11,921,577 $33,621,443 $25,645,000 $71,188,020

Co‐Payment (Tax‐Funded) Portion $1,192,158 $3,362,144 $2,564,500 $7,118,802 Operating Cost Summary

Net Operating Costs $3,592,245 $1,384,000 $6,025,245 $11,001,490

Contribution for Repair and Replacement $132,583 $136,200 $765,780 $1,034,563

Total Continuous Operating Cost $3,724,828 $1,520,200 $6,791,025 $12,036,053 Average Yearly Continuous Operating Cost $931,207 $304,040 $679,103 $633,476

City of Vaughan / Vaughan Public Libraries May 2013 H‐4