The Corporation of the City of Woodstock Council Agenda
Meeting Date: Thursday December 11, 2014 Place: Woodstock City Hall, Council Chambers Closed Session: 5:00 PM – Matters related to identifiable persons - Advice that is subject to solicitor-client privilege Regular Session: 7:00 PM Additional Items: Resolutions: Councilor Sandra Talbot will read the resolutions
1. Disclosure of Conflict of Interest 2. Disclosure of New Business 3. Matters arising from the Minutes 4. Minutes November 20, 2014 – Regular meeting minutes December 4, 2014 – Inaugural Meeting Minutes 5. Additions to the Agenda 6. Presentations 7. Delegations Any person or group of persons present as a Delegation authorized to address Council shall be limited to a maximum time of 5 minutes. In the case of a rebuttal, the same time limitation shall apply. Persons wishing to address Council must notify the Clerk's Office by 2:00 p.m. on the Friday prior to the date of the meeting, with a copy in writing of the matter. Once the agenda is made available to the public, if a matter is listed on the agenda to which anyone is desirous of addressing the Council in person on behalf of himself/herself or otherwise, such person or groups of persons shall notify the clerk.
7a – Todd Brown and Anand Desai, Monteith Brown Planning Consultants – Woodstock Recreation Facility Needs Study (refers to item D-2 and has requested 15 minutes)
7b – Michael Harding – Woodstock Hydro Documents (Delegation has requested 10 minutes. As the delegation did not meet the timelines set out in the Procedural By-law, a resolution must be passed by council in accordance with 16.2.7 (j) to allow the addition of a late delegation) Consideration of Delegations 8. Consideration of Planning Reports 8a – CD 14-02-8 – Application for Draft Plan of Condominium – 1000432 Ontario Inc. Recommendation: That Woodstock City Council advise the County of Oxford that they support the application by 1000432 Ontario Inc., to create a draft plan of condominium (File No.: CD 14-02-8) as applied to lands consisting of Part Lot 6 & Lot 7, Plan 10, in the City of Woodstock, subject to the following conditions of draft plan approval:
1. This approval applies to the draft plan of condominium, submitted by 1000432 Ontario Inc. (File CD 14-02-8) and prepared by Brooks & Muir Surveying, (dated October 16, 2014), as shown on Plate 3 of Report No. 2013-300, comprising land described as Part Lot 6 and Lot 7, Plan 10, in the City of Woodstock, and showing 23 residential units and 2 commercial units. 2. The recommendations of the Building Condition Report be implemented to the satisfaction of the City of Woodstock. 3. An occupancy permit be issued for the renovation of the lower floor by the City of Woodstock Building Department. 4. That the Fire Safety Plan be implemented to the satisfaction of the City of Woodstock’s Fire Department. 5. Prior to signing the final plan for registration, the County of Oxford shall be advised by the City of Woodstock that Conditions 1, 2 and 3 have been addressed, to the satisfaction of the City of Woodstock. The clearance letter shall include a brief statement for each condition detailing how each condition has been satisfied. 6. Prior to signing the final plan for registration, the County of Oxford shall be advised by the City of Woodstock Fire Department that Condition 4 has been addressed, to the satisfaction of the City of Woodstock. The clearance letter shall include a brief statement for each condition detailing how each condition has been satisfied.
9. Consideration of Correspondence 9a – Gary Baumbach, CEO, Woodstock Public Library – Library Board request for Carryovers in Reserves to 2015 Budget. Recommendation: That Woodstock City Council authorize the Woodstock Public Library Board to carry over to 2015 the following; 1. Capital Project: Library Safety Cameras – Budget $5,000.00 2. Capital Project: Display Furniture Various – Budget $ 26,000.00 3. Capital Project: Children’s Library Shelving – Budget $3,000.00
9b – Gary Baumbach, CEO, Woodstock Public Library – 2014 Surplus Recommendation: That Woodstock City Council move all funds from the 2014 year-end surplus into the Reserve for Consultant’s Services.
9c – Brenda Tabor, Clerk, County of Oxford – Appointments to Conservation Authorities Recommendation: That Woodstock City Council recommend that Oxford County appoint Councillor ______to be Woodstock's representative on the Upper Thames River Conservation Authority.
10. Mayor’s Reports 11. Councillor Reports 12. Department Reports
The following resolutions have been prepared to facilitate Council's perusal of the various matters and are suggested for consideration A - Administrative Services A-1 – Ontario Community Infrastructure Fund – Formula Based Funding Recommendation: That Woodstock City Council authorizes the Mayor and Clerk to sign the contribution agreement with the Ministry of Agriculture, Food and Rural Affairs in order to access the formula based funding from the Ontario Community Infrastructure Fund and that the necessary by-law be passed.
A-2 – Temporary Borrowing By-Law Recommendation: That Woodstock City Council authorizes the temporary borrowing to a maximum of $4,000,000 for the year 2015 and that the necessary by-law be passed.
A-3 – 2014 – 2015 Dedicated Gas Tax Funding For Public Transportation Recommendation: That Woodstock City Council refer the report regarding 2014 – 2015 dedicated Gas Tax Funding for public transportation to the by-law portion of the meeting.
A-4 – 2015 Interim Tax Levy Recommendation: That Woodstock City Council approves the interim tax levy for 2015 and that the necessary by-law be approved.
A-5 – Tax Free Allowance – Council Members Recommendation: For Council direction.
A-6 – Court Security and Prisoner Transportation Agreement Recommendation: That Woodstock City Council authorize the Mayor and Clerk to sign an agreement with “Her Majesty the Queen in Right of Ontario” as represented by the Minister of Community Safety and Correction Services for Court Security and Prisoner Transportation and that the necessary by-law be passed.
A-7 – Items to be Carried Over Year-end Recommendation: That Woodstock City Council approves the requests to carry funds over the year end as listed for various capital and revenue fund projects and that these funds be recognized as a Prior Year Commitment or a reserve contribution as appropriate.
A-8 - Statement of Revenue and Expenditure and Statement of Capital Expenditures for the period ending November 30, 2014. Recommendation: That Woodstock City Council receive the Statement of Revenue and Expenditure and the Statement of Capital Expenditures for the period ending November 30, 2014 as information.
B - Engineering Department B-1 – Amendments to Traffic By-law 8021-04 and Municipal Code Chapter 466 Recommendation: That the report regarding amendments to traffic by-law be referred to the by-law portion of the meeting.
B-2 – Afghanistan Memorial Monument Recommendation: That Woodstock City Council approves $12,000 in the 2015 capital budget for the Afghanistan Memorial Monument to be funded from Capital out of Revenue. D - Parks and Recreation D-1 – 2015 Annual Bedding Plan Order Recommendation: That Woodstock City Council approves a commitment of $25,686 plus H.S.T. in the 2015 budget for payment for the supply of floral materials.
D-2 – Recreational Facility Needs Assessment Recommendation: That Woodstock City Council receives the Recreation Facility Needs Study report and authorizes the initiation of a 90 day public comment period.
F - Clerks Department F-1 – Council Schedule Recommendation: That Woodstock City Council meeting dates for the months of July, August and December 2015 and January 2016 be established as: Thursday July 9th 2015 Thursday August 13th 2015 Thursday December 10th 2015 Thursday January 14th 2016
F-2 – Councillor Board Appointments 2014 – 2018 Recommendation: That Woodstock City Councillors be appointed to various boards as follows:
Art Gallery Advisory Board – Councillor
Police Services Board – Councillor
Public Library Board – Councillor and Councillor
Woodstock Board of Management - Downtown Improvement Area – Councillor
Woodstock Hydro Holdings – Councillor
and Councillor
and Councillor
F-3 – Accessibility of 2014 Municipal Election Recommendation: That the Accessibility Report for the 2014 Municipal Election be received as information.
13. Special Committee and Advisory Task Force Reports 14. Notice of Motion 15. New Business 16. Draft By-laws 8948-14 - A by-law to authorize the Mayor and Clerk to sign an Agreement between Her Majesty the Queen in Right of Ontario represented by the Ministry of Community Safety and Correctional Services and the Corporation of the City of Woodstock.
8949-14 - A by-law to authorize the borrowing of $4,000,000.
8950-14 - A by-law to authorize the Mayor and the Director of Administrative Services to sign the letter of agreement for the transfer of Dedicated Gas Tax Funds for Public Transportation Program.
8951-14 – A by-law to provide for an Interim Tax Levy
8952-14 - A by-law to authorize the Mayor and Clerk to sign the contribution agreement with the Ministry of Agriculture, Food and Rural Affairs in order to access the formula based funding from the Ontario Community Infrastructure Fund.
8953-14 – A by-law to provide for the dedication and naming of parts of highways in the City of Woodstock.
8954-14 - A by-law to amend Traffic By-law 8021-04, as amended.
8955-14 - A by-law to amend Municipal Code Chapter 466 entitled Fire Routes- Designation.
17. Questions and Address by members of council This portion of the meeting is not recorded. 18. Adjournment
November 20th 2014 Woodstock, Ontario
A regular meeting of the Woodstock City Council was held on the above mentioned date commencing with Open Session at 7:00 p.m. in Council Chambers at City Hall.
All members of Council were present with the exception of Councillor R. Fraser. Mayor Pat Sobeski chaired the meeting.
Minutes Moved by Councillor D. Tait Seconded by Councillor P. Plant That the minutes of the meeting of Woodstock City Council held on Thursday November 6th 2014 be adopted. Carried
Additions to the Agenda Moved by Councillor D. Tait Seconded by Councillor P. Plant That the following items be added to the agenda: • Delegation b - Thomas McCool and Stephen MacNeil – B14-54-8 to B14-56-8 – Application for Consent (Planning Item d) Carried
Delegations a) Chris Kennedy – WEAC’s Review of the Blue Communities Project Chris Kennedy, representing the Woodstock Environment Advisory Committee, spoke regarding the recommendation from the Committee that Woodstock City Council adopt initiatives to make Woodstock a ‘Blue Community.’ This item is dealt with under Special Committee and Advisory Task Force Item 13a. b) Thomas McCool and Stephen MacNeil – B14-54-8 to B14-56-8 – Application for Consent The delegation was not in attendance.
Consideration of Planning Reports a) ZN 8-14-06 – Application for Zone change - 2334488 Ontario Limited – 925 & 927 Devonshire Ave. Moved by Councillor B. Bes Seconded by Councillor P. Plant That Woodstock City Council approve-in-principle the proposed amending By-law (File ZN 8-14-06) for lands comprising Lot 1 and Part Lot 2, Plan 723 in the City of Woodstock, whereby the applicant proposes to rezone the subject property from ‘Restricted Industrial Zone (M2)’ to ‘Special Restricted Industrial Zone (M2-9)’ in order to permit and business and professional office as an additional permitted use on the subject property.
Carried Action – Clerks, Planning
November 6th 2014 Council Minutes Page 1 of 6
b) B14-48-8 – Application for Consent –Mackinnon & Associates. (Thames Developments (VII) Inc.) – 745304 Oxford Road 17 Moved by Councillor D. Tait Seconded by Councillor B. Bes That Woodstock City Council defer consideration of Application B14-48-8, by Thames Developments (VII) Inc. on lands described as Part Lot 5, Concession 14 (East Zorra), City of Woodstock, municipally known as 745304 Oxford Road 17, at the request of the applicant, to permit the owner/applicant to further review the application.
Carried Action – Clerks, Planning c) B14-44-8 to B14-47-8 – Application for Consent – Ryan Wilson & 1129290 Ontario Inc. – West side of Brock Street Moved by Councillor D. Tait Seconded by Councillor J. Northcott That Woodstock Council advise the Land Division Committee that it is in favour of the proposal to sever the subject property, subject to the following conditions: 1. The owner shall enter into a Severance Agreement with the City of Woodstock as set forth in the City of Woodstock By-law No. 5266-76, and amendments thereto. The Agreement will be registered on title by the owner. 2. The owner shall agree, in writing, to satisfy all requirements, financial and otherwise, of the City of Woodstock, regarding the installation of services and drainage facilities. 3. The owner shall confirm that no underground or overhead services serving the retained lot traverse the severed lot and visa versa. Where such services exist, the owner shall re-locate the services or obtain private easements over the severed and/or retained lots, to the satisfaction of the City of Woodstock. 4. The owner shall remove the existing accessory building situated on the lot to be retained, to the satisfaction of the City of Woodstock Building Department. 5. The owner shall submit a proposed servicing and grading plan prepared by a professional engineer or Ontario Land Surveyor to the satisfaction of the City of Woodstock. 6. The owner shall provide a recent survey confirming lot sizes and building setbacks, to the satisfaction of the City of Woodstock Engineering Department. 7. The Clerk of the City of Woodstock advise the Secretary-Treasurer of the Land Division Committee that all requirements of the City of Woodstock have been complied with.
Carried Action – Clerks, Planning d) B14-54-8 to B14-56-8 – Application for Consent - Thomas McCool & Stephen MacNeil – 398 Mill Street Moved by Councillor S. Talbot Seconded by Councillor B. Bes
November 6th 2014 Council Minutes Page 2 of 6
That Woodstock Council advise the Land Division Committee that it is in favour of the subject applications for one residential lot addition, and the creation of two residential building lots, subject to the following conditions:
B14-54-8 1. The parcel intended to be severed be conveyed to the abutting landowner to the immediate north and be consolidated with said owners’ existing property. Any additional transactions with regard to the severed parcel must comply with Section 50(3) & (5) of the Planning Act, R.S.O., 1990, as amended, and be reflected on the certificate. 2. The owners shall dedicate a 3.0 m (9.8 ft) road widening along the frontage of the lots to be severed and the lot to be retained to the County of Oxford, free of all costs and encumbrances, to the satisfaction of the County of Oxford Public Works Department. 3. The owner confirms that no underground or overhead services serving the retained lands traverse the severed parcel and visa versa. Where such services exist, the owner shall relocate the services or obtain private easements over the enlarged and/or retained lands, to the satisfaction of the City of Woodstock. 4. The Clerk of the City of Woodstock advise the Secretary-Treasurer of the Land Division Committee that all requirements of the City of Woodstock have been complied with.
B14-55-8 & B14-56-8 1. The owners shall enter into a Severance Agreement with the City of Woodstock as set forth in the City of Woodstock By-law No. 5266-76, and amendments thereto. The Agreement will be registered on title by the owner. 2. The owners shall agree, in writing, to satisfy all requirements, financial and otherwise, of the City of Woodstock, regarding the installation of services and drainage facilities. 3. The owners shall confirm that no underground or overhead services serving the retained lot traverse the severed lot and visa versa. Where such services exist, the owner shall re-locate the services or obtain private easements over the severed and/or retained lots, to the satisfaction of the City of Woodstock. 4. The owners shall submit a proposed grading plan confirming grading, drainage and entrance locations prepared by a professional engineer or Ontario Land Surveyor to the satisfaction of the City of Woodstock and the County of Oxford Public Works Department. 5. The owners shall provide a recent survey confirming lot sizes and building setbacks, to the satisfaction of the City of Woodstock Engineering Department. 6. The owners shall remove the existing dwelling on the lot to be retained, to the satisfaction of the City of Woodstock Building Department. 7. The owners shall dedicate a 3.0 m (9.8 ft) road widening along the frontage of the lots to be severed and the lot to be retained to the County of Oxford, free of all costs and encumbrances, to the satisfaction of the County of Oxford Public Works Department. 8. The owners agree to properly decommission any abandoned private services (water well and septic system) located on the lot to be retained, in accordance with the Ontario Water Resources Act, R.S.O. 1990 (Ontario Regulation No.
November 6th 2014 Council Minutes Page 3 of 6
903), to the satisfaction of the County of Oxford Public Works Department and the Oxford County Public Health and Emergency Services. 9. The Clerk of the City of Woodstock advise the Secretary-Treasurer of the Land Division Committee that all requirements of the City of Woodstock have been complied with.
Carried Action – Clerks, Planning
Department Reports A - Administrative Services A-1 Statement of Revenue and Expenditures and Statement of Capital Expenditures for the Period ending October 31, 2014 Moved by Councillor D. Tait Seconded by Councillor J. Northcott That Council receive the Statement of Revenue and Expenditure and the Statement of Capital Expenditures for the period ending October 31, 2014, as information.
Carried
F - Clerks Department F-1 Confirming By-Law Moved by Councillor P. Plant Seconded by Councillor D. Tait That the Confirming By-law be referred to the by-laws portion of the meeting.
Carried
F-2 Appointment of Temporary Acting City Clerk and Acting Deputy City Clerk Moved by Councillor S. Talbot Seconded by Councillor J. Northcott That Woodstock City Council refer the appointment of a temporary Acting City Clerk and a temporary Acting Deputy City Clerk to the by-law portion of the meeting.
Carried
Special Committee and Advisory Task Force Reports a) Blue Communities Initiative Moved by Councillor J. Northcott Seconded by Councillor B. Bes That Woodstock City Council approve the conditions to make the City of Woodstock a Blue Community; And further that The City of Woodstock recognize access to clean water as a fundamental human right; And further that The City of Woodstock restrict the sale of single-use water bottles with the following provisions;
(a) Single-use bottled water will no longer be sold or distributed from municipally owned facilities where easy access to municipal tap water exists with due
November 6th 2014 Council Minutes Page 4 of 6
regard for any current contracts related to the purchase or sale of bottled water by January 1, 2018; (b) Single-use bottled water will no longer be purchased and provided at meetings where easy access to municipal water exists; (c) The availability of water jugs with municipal water will be increased, where required; (d) A City staff and public awareness campaign be developed to support the rationale for these important changes including the need for the citizens of Woodstock to do their part; and (e) The three year implementation schedule be followed subject to an assessment that tap water is readily accessible at these locations.
And further that The City of Woodstock oppose privatization in any form of water and wastewater treatment services, including through P3s, and keep these services publicly owned, operated and delivered.
Motion was withdrawn
Moved by Councillor J. Northcott Seconded by Councillor B. Bes That the recommendations of the Woodstock Environment Advisory Committee regarding the Blue Communities Initiative be referred to staff for comment,
Carried
Action – Parks and Recreation
By-laws Moved by Councillor D. Tait Seconded by Councillor P. Plant That the following by-laws be given first and second reading: • 8845-14 - A by-law to appoint a Temporary Acting City Clerk; • 8846-14 - A by-law to appoint a Temporary Acting Deputy City Clerk; • 8947-14 - A by-law to adopt and confirm all actions and proceedings of the Council of The Corporation of the City of Woodstock during the period December 12th 2013 to November 20th 2014.
Carried
Moved by Councillor D. Tait Seconded by Councillor P. Plant That the following by-laws be given third and final reading: • 8845-14 - A by-law to appoint a Temporary Acting City Clerk; • 8846-14 - A by-law to appoint a Temporary Acting Deputy City Clerk; • 8947-14 - A by-law to adopt and confirm all actions and proceedings of the Council of The Corporation of the City of Woodstock during the period December 12th 2013 to November 20th 2014.
Carried
November 6th 2014 Council Minutes Page 5 of 6 Adjournment Moved by Councillor B. Bes Seconded by Councillor R. Fraser (honourary) The meeting adjourned at 8:39p.m.
Carried
Mayor Pat Sobeski
Deputy City Clerk – Amy Humphries
November 6th 2014 Council Minutes Page 6 of 6 December 4th 2014 Woodstock, Ontario
The Inaugural Meeting of the Municipal Council of The Corporation of the City of Woodstock was held on the above mentioned date commencing at 7:00pm in Council Chambers, City Hall.
All members of Council were present.
Acting City Clerk Amelia Humphries called the meeting to order and declared the results of the Municipal Election held on October 27th 2014. For the term of office December 1st 2014 through to November 30th 2018, Woodstock City Council shall be comprised of: Mayor Trevor Birtch City/County Councillors - Deb Tait and Sandra Talbot City Councillors - Jerry Acchione, Connie Lauder, Todd Poetter and Shawn Shapton
The opening prayer was provided by Reverend David Joyce.
The Swearing in Ceremony was conducted by Justice F. Michael McMahon.
Question by Justice F. Michael McMahon “Do you solemnly promise and declare that you will truly, faithfully and impartially, to the best of your knowledge and ability, exercise the office to which you have been elected?”
Reply: “I do.”
Question by Justice F. Michael McMahon “Do you solemnly promise and declare that you have not and will not receive any payment or reward, or promise thereof, for the exercise of this office in a biased, corrupt or in any other improper manner?”
Reply: “I do.”
Question by Justice F. Michael McMahon “Do you solemnly promise and declare and that you will disclose any pecuniary interest, direct or indirect in accordance with the Municipal Conflict of Interest Act, and that you will be faithful and bear true allegiance to Her Majesty Queen Elizabeth the Second (or the reigning sovereign for the time being)?”
Reply: “I do.”
Justice F. Michael McMahon to invested Mayor T. Birtch with the Chain of Office.
December 4th 2014 Council Minutes Page 1 of 2
Addresses by Members of Council Each of the Councillors gave their initial address to Council, staff and members of the public.
Mayor Trevor Birtch read his inaugural address (a copy of this address can be found on the City’s website).
Adjournment Moved by Councillor S. Shapton Seconded by Councillor S. Talbot The meeting adjourned at 7:29p.m. Carried
Mayor - Trevor Birtch
Acting City Clerk - Amy Humphries
December 4th 2014 Council Minutes Page 2 of 2
Recreation Facility Needs Study
Council Presentation December 11, 2014 Study Purpose
• Guide investment in recreational facilities in the City of Woodstock to the year 2031
• Provide direction for the Civic Centre Arena, Lion’s Pool and a potential new recreation complex
• Project was initiated in May 2014 and is guided by a Council- approved Terms of Reference
• Oversight by a Project Steering Committee (City Staff) and the Recreation Advisory Committee
• Study prepared by MBPC and MJMA – Have conducted hundreds of parks and recreation studies across Ontario over the past thirty-five years Project Status
Phase 1 Phase 2 Phase 3
Community & Staff Facility Assessment Recreation Facility Engagement Report Needs Study
Background Presentation to Rec. Presentation to Research Advisory Committee Council
Community Demographics
Trends & Best Practices Consultation Activities
• Input via [email protected]
• Community Survey – 700+ responses
• Community Input Event – 17 attendees
• Stakeholder Group Summit – 27 attendees
• Stakeholder Survey – 22 responses
• Discussions with City Councillors & Staff
• Recreation Advisory Committee Workshop
Woodstock’s Community Profile
• Population forecasted to grow to 45,970 2001 Population (Census) 33,061 by year 2031 (Oxford County, 2013) 2011 Population (Census) 37,754 2014 Population (est.) 39,100 • Median age is 40, similar to the province 2031 Population (est.) 45,970 and slightly younger than Oxford County (41.2) (2011 Census) • Household income was $58,000, about $7,500 below the provincial median (2011 NHS) • 10% of the population was born outside of Canada (2011 NHS) Indoor Aquatics – Market Conditions
• Southside Aquatic Centre has capacity for additional programs, drop-ins and rentals – In good condition, requires some work below deck and in the filter room – Use impacted by functional limitations (parking, small change rooms, etc.) – Pool could hold up to 10 instructors per program hour (only 4 at the time of assessment) – Ample time available on weekends – Opportunities for additional prime weekday programs through creative scheduling practices (e.g. concurrent programs and rentals) • YMCA’s indoor pool also serves local needs
• Swim Club has 83 members (down from 140 in past years) – About 45% of membership are Woodstock residents – Split time between Woodstock and Tillsonburg
Spray Pads – Market Conditions
• Southside Spray & Play – Co-located with the Southside Aquatics Centre – Interactive, high quality spray pad and wading pool – Although supervised by attendants, it does not require lifeguards • Van. Park Spray Pad – Minor waterplay facility, largely used as a ‘cooling station’ • The two spray pads provide a differentiated experience and are fairly cost-effective compared to the outdoor pool
• Both are located in the west end, leaving a gap in the east Outdoor Pool – Market Conditions
• Lions Pool is near the end of its lifecycle (built in 1947) and impacted by some functional limitations (parking, age of change room and mechanical components) – Two month operating season (July/August) – Costs about $100,000 per year to operate • The pool is generally underutilized – Majority of utilization is from City Swim Team programs – Averages 4 people per hour during lane swims and 11 people per hour for recreation swims – Usage could be accommodated within the Southside indoor pool
Aquatics – Recommendations
• Explore functional improvements at the Southside Aquatics Centre (more parking, larger change rooms, etc.)
• Construct a spray pad in the east end of the City
• Renewal of existing and/or development of future spray pads should provide a neighbourhood-level of amenity – Differentiated experience from the Spray & Play • Decommission Lions Pool once it is no longer structurally or operationally viable
• Replacement of the outdoor pool is not recommended – Although if Council elects to provide one based on historical practice, the Woodall Farm is the most logical site Arenas – Market Conditions
• Woodstock District Community Complex and Civic Centre Arena collectively contain 3 ice pads • Civic Centre Arena has approached the end of its useful life (built in early 1970s) • Local arena sports registrations have been stable over past three years • Prime time utilization hovers around 84% – About 800 hours go unused over the course of the season, the majority of which are in ‘shoulder’ hours • City will continue to need three ice pads over the long term
Arenas – Recommendations
• Replace the Civic Centre Arena once it is no longer viable (expected in the next five to ten years) – New arena construction is contingent on reconfirmation of the Study’s findings based on future market demand – Woodall Farm is the most plausible site for a new arena • Explore strategies to enhance ice utilization and improve arena operating efficiencies through: – the City’s Ice Allocation Policy – establishing last minute rental rates – differentiated pricing during prime and shoulder hours – reduced operating hours (e.g. closed during off-peak) Gymnasiums & Fitness – Market Conditions
• No City-operated gymnasium space – Schools and the Cowan Park hall are the primary option – Certain challenges in accessing school gyms (cost, scheduling, permitted activities, etc.) – Cowan Park hall is not designed for gym sports • Cowan Park also has a membership-based indoor walking track
• Fitness space at Woodstock District Community Complex is leased to a third party operator – Several private sector fitness clubs operating in the City Gyms & Fitness – Recommendations
• Equipment-based fitness programs offered within future municipal recreation spaces should continue to be delivered through third-party organizations
• Continue to work with school boards to strengthen affordable, convenient community access to school gyms around the City
• Construct a multi-purpose gymnasium and space oriented to wellness programs (as part of the proposed arena development)
• Develop an indoor walking track around the proposed gym or arena, as well as other multi-purpose spaces oriented to youth/older adults, meetings, etc.
Soccer Fields – Market Conditions
• Soccer field needs are largely met at Cowan Park and the existing supply is expected to be sufficient for the long term – 1,900 registered players with the Woodstock Soccer Club – 34 soccer fields, most of which are at Cowan Park • Soccer Club indicates that they do not need more fields Ball Diamonds – Market Conditions
• 17 ball diamonds in three classes: Class A (premier), Class B (standard), Class C (undersized) – 2,100 local ball players, most of whom are adults, 75% are residents – Overall prime utilization is 28% since many diamonds are not suitable for adults and competitive minor users – Strong Class A utilization (85%) Sunday-Thursday between 6:30pm and 11pm (little use on Fridays, Saturdays and weekday early evenings) • Ball diamonds are meeting only a portion of demand as much of the supply is Class B or Class C – Many Class B and C diamonds have limitations such as small size, overlapping outfields, proximity to houses, etc. – Results in an inability to light or expand many of these fields
Sports Fields – Recommendations
• Construct 3 lit diamonds in the next five years
• Identify improvements to existing “Class A” and “B” diamonds – e.g. field quality or maintenance, provision of amenities • Identify Class C diamonds that are most appropriate for rentals and use by organized users – diamonds unsuitable for organized users should be retained for spontaneous recreation or be removed/repurposed in the future • Develop a Sports Field Allocation Policy to effectively manage scheduling and booking practices
Hard Surface Courts – Market Conditions
• Six tennis courts – All are oriented to casual play – One notable gap north of Devonshire Ave. – Although no tennis courts are located in the west end, there are three pickleball courts • Three outdoor basketball courts – A number of gap areas (generally east of Huron St. and south of Devonshire Ave.) – A community group has proposed a sheltered two court complex
Hard Surface Courts – Recommendations
• Provide new hard surface courts in strategic gap areas and newly developing residential areas throughout Woodstock
• Tennis Courts: – Woodall Farm (2 courts) – Potentially a park north of Devonshire Avenue • Basketball Courts – Woodstock District Community Complex Grounds, Eastdale Park, Sally Creek Park and Woodall Farm (4 courts) Implementing Recommendations
• Many of the minor facilities (e.g. hard surface courts, playgrounds, etc.) can be distributed across the City
• The Woodall Farm is the most plausible location for large, land intensive facilities (e.g. arena, gymnasium, ball diamonds) as shown below
Phase 1 (0 to 5 years) Phase 2 (5 to 10 years) Phase 3 (10 to 20 years) • Ball Diamonds (3 lit) • Multi-Use Community • Twin the arena Centre containing arena, • Tennis Courts (2) • Ball Diamonds (2) gym, indoor track, multi- • Playground Set purpose spaces and age- • Multi-Use Fields priority program room • Internal walking trail (potentially connecting to • Spray Pad
City-wide trail system) • Full Basketball Court
• Tree plantings in buffer
areas Note: subject to future study Note: subject to future study • Parking reconfirming demand reconfirming demand
Woodall Farm – Phase 1a
Walking Trail Buffers and Plantings Woodall Farm – Phase 1b
Ball Diamonds (3) Tennis Courts Playground Maintenance Shed Woodall Farm – Phase 2
Community Centre Outdoor Aquatics Basketball Court Woodall Farm – Phase 3
If required: Community Centre Expansion Additional Sports Fields Next Steps in the Study
• Receive feedback from Council and the community
• Undertake any required revisions to the Study
• City staff will bring the final Study to Council for consideration in early 2015 Clerks Department City of Woodstock Request To Appear as a Delegation P.O. Box 1539, 500 Dundas St. Woodstock, ON N4S 0A7 DWD Phone - 519-539-1291 City Council Meeting Fax – 519-539-7705
Note: Information provided on this form will be made public
Print Reset Submit Today’s Date December 9, 2014
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First Name Michael /DVW1DPH Harding
Street Address 95 Vansittart Ave
City Woodstock Province on Postal Code N4S 6E3
Daytime Contact Phone Number (226) 228-0173
HPDLODGGUHVV [email protected]
'DWHRIWKHPHHWLQJ\RXZRXOGOLNHWRDWWHQG December 11, 2014
Please provide a brief outline of your subject matter including your suggested outcome On the matter of item F-2 – Councillor Board Appointments 2014 – 2018, Woodstock Hydro Holdings, it is my opinion based on the 5 years I served on it, that it is now redundant and Council rightly should consider winding it down; Further, putting a board of politicians on this board places it in a perceived conflict of interest and loss of independence between the fiduciary obligations and duty of care owed to WHH and that owed to the city. It is my opinion that no appointment should be made at this time in order (cont)
Will you be providing a written presentation? ,I\HVSOHDVHKDYHLWGHOLYHUHGQRODWHUWKDQ QRRQRQWKH7XHVGD\EHIRUHWKHPHHWLQJ Will you be providing an electronic presentation? ,I\HVSOHDVHKDYHLWGHOLYHUHGQRODWHUWKDQ QRRQRQWKH7XHVGD\EHIRUHWKHPHHWLQJ Have you appeared before council on the same topic in the past? 6LJQDWXUH "Michael Harding" &RPSOHWLQJ\RXUQDPHLQWKLVILHOGLV UHSUHVHQWDWLYHRI\RXUVLJQDWXUH On the matter of item F-2 – Councillor Board Appointments 2014 – 2018, Woodstock Hydro Holdings, it is my opinion based on the 5 years I served on it, that it is now redundant and Council rightly should consider winding it down; Further, putting a board of politicians on this board places it in a perceived conflict of interest and loss of independence between the fiduciary obligations and duty of care owed to WHH and that owed to the city. It is my opinion that no appointment should be made at this time in order to reflect on this matter. As council knows I’m one of two intervenors actively challenging the Hydro Sale Agreement. In spite of objections Hydro One and the City of Woodstock, to have only written arguments was overturned by the Ontario Energy Board allowing us an opportunity to cross examine their proposals on January 15 & 16. Because this date might interfere with the January Council meeting, I am bringing forward a matter today. In my opinion, the lawyers representing the city have done their best, trying to keep private information that has a strong public interest. I am in receipt of correspondence dated December 3 on requests for document release that started in almost 6 months ago. After considerable effort, they have partially released letters between the Hydro Board and the City. Using the same basic objections, they again assert that the release of information would harm the City of Woodstock. Andre Marin, Ombudsman of Ontario said: ”Government today should have a positive duty to be as open, and transparent as possible. Government should proactively disclose information…” I would like council to consider taking the following actions regarding the November 19, 2014 representations sent from the Information and Privacy Commission, that: Municipalities are the most transparent and accountable decision making body in the province. Therefore the public interest outweighs any other perceived issues and that the city post on it’s web page the following: 1. Appendix A (the White Paper) to Letter dated November 5 2. Letter Dated February 10, 2014 re: Supplementary Correspondence A. Appendix A – Addendum to the White Paper 3. Letter dated June 6, 2014 re: Issues Arising from Proposed Share Purchase Agreement 4. Letter Dated June 6, 2014 re: Woodstock Hydro Holdings Board Meeting These documents will expose matters that are important for the public interest and they could also reflect upon our oral arguments January 15, 2015 Report No: CASPO 2014-300 COMMUNITY AND STRATEGIC PLANNING Council Date: December 11, 2014 Item 8(a) To: Mayor and Members of Woodstock Council From: Ron Versteegen City Planner, Community and Strategic Planning Application for Draft Plan of Condominium CD 14-02-8 – 1000432 Ontario Inc. REPORT HIGHLIGHTS Purpose of this report is to consider the conversion of an existing apartment building from rental units to condominium ownership and draft plan approval for a plan of condominium. The proposal is consistent with the relevant policies in the 2014 Provincial Policy Statement, the Official Plan and the City’s Zoning By-law, as the existing development is designated Low Density Residential and is zoned Entrepreneurial District Zone (C3). Agency circulation resulted in no concerns with the proposed development. DISCUSSION Background OWNERS: 1000432 Ontario Inc. 10 Mark Crescent, R.R.# 1 Woodstock, ON N4S 7V6 SOLICITOR: Nesbitt Coulter c/o Ennio Micacchi, 35 Perry Street, Woodstock, ON N4S 3C4 LOCATION: The subject property is legally described as Part Lot 6 & Lot 7, Plan 10 in the City of Woodstock. The lands are located on the west side of Light Street, between Hunter Street and Buller Street and are municipally known as 69 Light Street. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “W-1” City of Woodstock Land Use Plan Residential Schedule “W-3” City of Woodstock Residential Density Plan Low Density Residential CITY OF WOODSTOCK ZONING BY-LAW 8626-10: Existing Zoning: Entrepreneurial District Zone (C3) Page 1 of 6 Report No: CASPO 2014-300 COMMUNITY AND STRATEGIC PLANNING Council Date: December 11, 2014 PROPOSAL: An application for Draft Condominium Approval has been received by the County of Oxford. The applicant proposes to convert the tenure of the 23 residential units and 2 commercial units from rental units to condominium ownership. The subject property is approximately 2,243 m2 (24,143.5 ft2) in area and contains a 3-storey building comprising ten (10) 2-bedroom units, thirteen (13) 1-bedroom units, two (2) commercial units and thirty-nine (39) parking spaces. The lands are zoned ‘Entrepreneurial District Zone (C3)’ according to the City of Woodstock Zoning By-law, which permits multi-unit residential uses and commercial uses. Plate 1, Existing Zoning & Location Map, indicates the location of the subject property and the zoning in the immediate area. Plate 2, Aerial Photograph (2012), provides an aerial view of the subject lands and surrounding area as of April 2012. Plate 3, Applicant’s Site Plan, illustrates the location of the existing building, access points to the property as well as the parking area on the subject property. Comments PROVINCIAL POLICY STATEMENT: The 2014 Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest related to land use planning and development. The current policy framework came into effect on April 30, 2014. Under Section 3 of the Planning Act, where a municipality is exercising its authority affecting a planning matter, such decisions “shall be consistent with” all policy statements issued under the Act. Policies within the PPS direct municipalities to provide for a range of housing types and densities to meet the needs of current and future residents as well as promoting compact built form of development. The policies also advise municipalities to permit and facilitate all forms of housing to meet the social, health and well being or current and future residents and promoting residential intensification where it can be accommodated taking into account existing building stock, efficient use of infrastructure and public service facilities and where it does not impact on natural environmental features. OFFICIAL PLAN: The subject property is located within the Low Density Residential designation according to the City of Woodstock Residential Density Plan in the Official Plan. Low Density Residential Districts are those lands that are primarily developed or planned for a variety of low-rise, low density housing forms including both executive and smaller single detached dwellings, semi- detached, duplex and converted dwellings, street fronting townhouses, quadraplexes, low density cluster development and low rise apartments. Section 7.2.2.2 of the Official Plan also contains policies where City Council can encourage the creation of housing opportunities within the City that may result in a mix of tenure forms, such as Page 2 of 6 Report No: CASPO 2014-300 COMMUNITY AND STRATEGIC PLANNING Council Date: December 11, 2014 ownership, rental and cooperative units. Further to this, the policies also contain criteria as a guide when considering applications to convert from rental to ownership tenure as follows: the vacancy rate for similar unit types which are available at a similar level of rent, as determined using CMHC information, is 3% or greater; whether the proposal will add to the affordable housing stock and the proportion of similarly priced ownership housing in the housing market; minimize hardship for existing tenants and the potential for displacement; the proposal complies with all residential development standards, the maintenance and occupancy by-law and design standards; the proposal complies with the Ontario Building and Fire Codes or is proposed to be upgraded in accordance with such standards or requirements. ZONING BY-LAW: The subject property is zoned ‘Entrepreneurial District Zone (C3)’ according to the City’s Zoning By-Law. The C3 zone permits a range of low and medium density type residential uses including an apartment dwelling house to a maximum of 3 stories as well as a number of commercial uses including but not limited to a business or professional office and a retail store. The subject property appears to meet the relevant provisions of the C3 zone in the Zoning By- law. AGENCY REVIEW: The development proposal was circulated to various agencies considered to have an interest in the proposal. The following comments were received: The City of Woodstock Manager of Building & Facilities indicated that draft plan appears to satisfactorily outline the units and parking and that the building condition report and reserve fund study appear to be reasonable. That being said, safety concerns are listed on page 3 and 34 of the report that should be addressed prior to condominium approval. Additionally, it was advised that a building permit was issued for the renovation of the lower floor to residential apartment dwelling units, however, to date the permit has not been completed to allow occupancy. Accordingly, if approved, the following conditions should be included: 1. Safety concerns listed on pages 3 and 34 of the Building Condition Report be completed to the satisfaction of the City of Woodstock; and 2. An occupancy permit be issued for the recently completed renovation of the lower floor by the Building Department. The City of Woodstock Fire Department also indicated that applicant is required to implement the Fire Safety Plan to the satisfaction of the City of Woodstock Fire Department. The City of Woodstock Engineering Department and County of Oxford Public Works Department indicated that they had no objections or concerns with the proposal. Page 3 of 6 Report No: CASPO 2014-300 COMMUNITY AND STRATEGIC PLANNING Council Date: December 11, 2014 Planning Analysis The approval of an application for draft plan of condominium generally involves a process similar to subdivision approval where, after appropriate circulation of the proposal, an applicant receives 'draft' approval which is contingent on the applicant satisfying a number of conditions prior to final approval and registration. It is Planning staff’s opinion that the application is in conformity with the policies of the PPS in that the application provides for a different form of housing to meet the long term social needs of the current and future residents. In terms of Official Plan policy, the average vacancy rate in the latest two surveys for a one- bedroom apartment unit in Woodstock is 1.8% according to the Canada Mortgage and Housing Rental Market Report for the Spring of 2014. Further, the average vacancy rate for the same time period for a two-bedroom apartment unit in Woodstock is 1.7%. While the vacancy rate for this unit type in Woodstock is less than the 3% ‘base’ as set out in the Official Plan policies, Planning staff note an additional number of criteria are to be considered when assessing conversion applications. Since these Official Plan polices were published, CMHC now publishes the availability rate of units that provide an indication for units being available in the short term (i.e. units being available within 30-60 days) that provide additional guidance when considering conversion applications. Having said this, according to the CMHC data the availability rate for similar units over the same two vacancy survey average is 3.6% for a one-bedroom unit and 2.8% for a two- bedroom unit. While the average for a two-bedroom is below the 3.0% standard, it is of note that availability rate in April, 2014 for a two-bedroom apartment unit was 3.1%. The applicant has also provided information regarding the potential affordability of the existing apartment units should it be converted to condominium ownership. The applicant’s analysis indicates that the conversion (and subsequent sale) of the existing rental units to condominium ownership would result in similar total monthly costs as compared to the current rental rates charged. Further, using current income data for Woodstock (2011 Census), it would appear that the cost of ownership of the apartment units would fall well within the measure of affordability as set out in the Official Plan. Additionally, with respect to the potential impact of conversion on tenants and the potential for displacement, the Residential Tenancies Act includes a number of provisions intended to prohibit displacement and hardship to existing tenants resulting from the conversion of rental units to condominium ownership. Specifically, the Act provides the following protections for existing tenants where conversion has occurred: - A landlord is prohibited from evicting an existing tenant to give vacant possession to a prospective purchaser of the condominium unit and is prohibited from termination based on possession by the landlord for the purpose of personal occupation by the landlord or member of the immediate family. Any purchaser of the condominium unit will not be able to obtain vacant possession while the tenant remains in the unit. - Tenants of a converted residential unit are guaranteed the right of ‘first refusal’ to purchase the condominium unit. Page 4 of 6 Report No: CASPO 2014-300 COMMUNITY AND STRATEGIC PLANNING Council Date: December 11, 2014 With respect to the City’s Zoning By-law, the subject property is zoned C3 and appears to meet the relevant zone provisions. Additionally, considering the long standing use of the property in its present form (approximately 42 years) this Office is satisfied that the existing use of the lands are adequately served with respect to parking and that the development will not be affected by the applicant’s proposal to convert the apartment units to condominium ownership. In regard to the ownership of the two commercial units located on the main floor of the apartment building, it is our understanding that the condo corporation would retain ownership of the units for future rental purposes. Based on the foregoing, it would appear that the proposed conversion will not impact on the provision of affordable housing in the City as the cost of ownership of the proposed units will be comparable to the rents that are presently charged. Further, current legislation prohibits the displacement of existing tenants, regardless of any change in ownership and requires that existing tenants be provided a first right of refusal with respect to the purchase of the condominium unit. Conclusions The applicant proposes to convert to condominium ownership an existing 23-unit residential apartment building that also contains two commercial units. The applicant has also applied for draft plan of condominium approval. Staff are of the opinion that the proposed conversion will not result in the displacement of renters and further, that current legislation protects tenants from displacement. The City’s Manager of Building & Facilities provided comments requesting that the safety concerns raised in the Building Condition Report be completed to the satisfaction of the City and that an occupancy permit be issued for the renovation of the lower floor by the Building Department. Similarly, the City’s Fire Department requested that the Fire Safety Plan be implemented to the City Department’s satisfaction. Planning staff recommend that these matters be included as conditions of the application’s approval. The review of the application has determined the proposal is consistent with the 2014 Provincial Policy Statement and it conforms to the relevant policies regarding the conversion of rental units into condominium ownership within the City of Woodstock. Conditions of draft plan approval that are relevant for the proposed development are recommended for the Council’s review. RECOMMENDATION It is recommended that the Council of the City of Woodstock advise the County of Oxford that they support the application by 1000432 Ontario Inc., to create a draft plan of condominium (File No.: CD 14-02-8) as applied to lands consisting of Part Lot 6 & Lot 7, Plan 10, in the City of Woodstock, subject to the following conditions of draft plan approval: 1. This approval applies to the draft plan of condominium, submitted by 1000432 Ontario Inc. (File CD 14-02-8) and prepared by Brooks & Muir Surveying, (dated October 16, 2014), as shown on Plate 3 of Report No. 2013-300, comprising land described as Part Lot 6 and Lot 7, Plan 10, in the City of Woodstock, and showing 23 residential units and 2 commercial units. Page 5 of 6 Report No: CASPO 2014-300 COMMUNITY AND STRATEGIC PLANNING Council Date: December 11, 2014 2. The recommendations of the Building Condition Report be implemented to the satisfaction of the City of Woodstock. 3. An occupancy permit be issued for the renovation of the lower floor by the City of Woodstock Building Department. 4. That the Fire Safety Plan be implemented to the satisfaction of the City of Woodstock’s Fire Department. 5. Prior to signing the final plan for registration, the County of Oxford shall be advised by the City of Woodstock that Conditions 1, 2 and 3 have been addressed, to the satisfaction of the City of Woodstock. The clearance letter shall include a brief statement for each condition detailing how each condition has been satisfied. 6. Prior to signing the final plan for registration, the County of Oxford shall be advised by the City of Woodstock Fire Department that Condition 4 has been addressed, to the satisfaction of the City of Woodstock. The clearance letter shall include a brief statement for each condition detailing how each condition has been satisfied. SIGNATURES Authored by: original signed by Ron Versteegen, MCIP, RPP, City Planner Approved for submission: original signed by Gordon K. Hough MCIP, RPP, Director Page 6 of 6 Legend Parcel Lines Property Boundary Assessment Boundary Unit Road Municipal Boundary Environmental Protection/Flood Overlay Flood Fringe Floodway Environmental Protection (EP1) Environmental Protection (EP2) Zoning Floodlines/Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Zoning (Displays 1:16000 to 1:500) Notes This map is a user generated static output from an Internet mapping site and 0 19 39 Meters is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey NAD_1983_UTM_Zone_17N November 26, 2014 Legend Parcel Lines Property Boundary Assessment Boundary Unit Road Municipal Boundary limits_polygon Notes This map is a user generated static output from an Internet mapping site and 0 8 15 Meters is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey NAD_1983_UTM_Zone_17N November 28, 2014 WOODSTOCK PUBLIC LIBRARY 445 Hunter Street, Woodstock, ON N4S 4G7 (519) 539-4801 November 21, 2014 His Worship Mayor Trevor Birtch and Members of Council, City of Woodstock, P.O Box 1539 500 Dundas Street Woodstock ON N4S OA7 Dear Mayor Birtch and Councillors: At its meeting on November 18, 2014, the Woodstock Public Library Board considered a report from the Chief Executive Officer. The purpose of the report was to update the Board on project funds that will not be spent at the end of the current fiscal year. The Library Board approved through Motion #13-79, to request of Council the creation of reserve funds for the following items to be carried over to 2015: Carryovers in Reserves to 2014 are requested for the following items: 1. Capital Project: Library Safety Cameras Budget: $5,000.00 2. Capital Project: Display Furniture Various Budget: $26,000.00 3. Capital Project: Children's Library Shelving Budget: $3000.00 The projects are all well underway and will be completed early in 2015. The Library Board hereby respectfully requests that Council approve this request. Yours truly, G~ch, Chief Executive Officer Woodstock Public Library cc: Patrice Hilderley, Treasurer WOODSTOCK PUBLIC LIBRARY 445 Hunter Street, Woodstock, ON N4S 4G7 (519) 539-4801 November 21, 2014 His Worship Mayor Trevor Birtch and Members of Council, City of Woodstock, P.O Box 1539 500 Dundas Street Woodstock ON N4S QA 7 Dear Mayor Birtch and Councillors: At its meeting of November 18, 2014, the Woodstock Public Library Board approved the following motion: MOTION 14-74 Moved by Councillor Bes and seconded by Trustee Tony Pihowich: That the Board requests that Council move all funds from the 2014 year-end surplus into the Reserve for Consultant's Services. -CARRIED The Library Board respectfully requests that Council consider with favour the Board's desire as expressed in this motion with respect to the disposition of surplus funds from the Library Board's 2014 budget. The Board acknowledges the public notice provisions for budget amendments as required under section 291 of the Municipal Act, S.O. 2001, c. 25. Yours truly: ~ach, Chief Executive Officer Woodstock Public Library cc: Patrice Hilderley, Treasurer Office of the C.A.O./Clerk P.O. Box 1614, 21 Reeve Street Woodstock Ontario N4S 7Y3 Phone: 519-539-9800 • Fax: 519-421-4712 Web site: www.oxfordcounty.ca October 31, 2014 MEMORANDUM TO: Clerks of the Area Municipalities Copy - Chief Administrative Officers FROM: Brenda Tabor, County Clerk SUBJECT: Appointments to Conservation Authorities This is to advise that the appointment of County representatives to the four Conservation Authorities having jurisdiction in Oxford County will expire shortly. Oxford County Council would appreciate it if your Council would recommend the name of your appointment(s) to the respective Conservation Authority. A copy of the required appointments is submitted for your information along with correspondence received from the Grand River Conservation Authority and the Upper Thames River Conservation Authority. In accordance with the policy initiated by County Council in 1994, your Council is encouraged to recommend the name of an elected representative(s) in order to ensure greater liaison between the Authorities and County Council. It would be appreciated if you could submit the names of Council’s recommended appointments to me as soon as possible due to the fact the Authorities will be holding inaugural meetings in the near future. Your co-operation is appreciated. Appointments to Conservation Authorities 2015, 2016, 2017 and 2018 Council Term Catfish Creek Conservation Authority (1) Township of South-West Oxford………………………………………… 1 Grand River Conservation Authority (1) Township of Blandford-Blenheim/ Township of East Zorra-Tavistock/ Township of Norwich…………………………………………………….. 1 Long Point Region Conservation Authority (3) Township of Norwich …………………………………………………….. 1 Pending Final Confirmation of Change in Board Structure Township of South-West Oxford…………………………………………. 1 Town of Tillsonburg………………………………………………………. 1 Upper Thames River Conservation Authority (5) City of Woodstock………………………………………………………… 1 Town of Ingersoll…………………………………………………………. 1 Township of Zorra………………………………………………………… 1 Township of South-West Oxford/ Township of Norwich………………… 1 Township of East Zorra-Tavistock/ Township of Blandford-Blenheim………………………………………… 1 Item – A-1 Administrative Services Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Patrice Hilderley, Director of Administrative Services Re: Ontario Community Infrastructure Fund – Formula Based Funding AIM To obtain Council authorization for the Mayor and Clerk to sign the contribution agreement with the Ministry of Agriculture, Food and Rural Affairs in order to access the formula based funding from, the Ontario Community Infrastructure Fund (OCIF). BACKGROUND The Province recently announced it will provide $100 million per year in new funding to help small communities, with populations less than 100,000, address critical core infrastructure needs in relation to roads, bridges, water and wastewater. OCIF provides $50 million per year in application based funding and another $50 million per year in stable, predictable formula based funding. The minimum grant for the formula based funding is $25,000. The grant must be spent on capital projects and capital maintenance for the renewal, rehabilitation and replacement of core infrastructure assets as noted above, or for the development and implementation of asset management plans. Grants cannot be used for growth related expansion projects. COMMENTS The City’s allocation is $120,000 and will be received in 2015. Municipalities have one year from the date the grant is received to spend the money. In order to access these funds, we are required to pass a by-law authorizing the Mayor and Clerk to sign the contribution agreement. RECOMMENDATION That Woodstock City Council authorizes the Mayor and Clerk to sign the contribution agreement with the Ministry of Agriculture, Food and Rural Affairs in order to access the formula based funding from the Ontario Community Infrastructure Fund and that the necessary by-law be passed. Authored by: Patrice Hilderley, CPA, CGA, Director of Administrative Services Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – A-2 Administrative Services Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Patrice Hilderley, Director of Administrative Services Re: Temporary Borrowing By-law AIM To obtain authorization for temporary borrowing of operating funds during 2015. BACKGROUND Each year we must pass a by-law to enable us to borrow, on a temporary basis, the necessary funds to cover our operating expenses prior to tax collections. COMMENTS As part of our agreement with the TD Bank Financial Group, we have a credit limit of $4,000,000. Accordingly, the proposed by-law allows the borrowing of a maximum of $4,000,000 over the year. The by-law applies to 2015 only and is effective January 1, 2015. While we have not had to borrow this year, we need to have the by-law in place in the event it is required. RECOMMENDATION That Council authorizes the temporary borrowing to a maximum of $4,000,000 for the year 2015 and that the necessary by-law be passed. Authored by: Patrice Hilderley, CPA, CGA Director of Administrative Services Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – A-3 Administrative Services Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Patrice Hilderley, Director of Administrative Services Re: 2014 – 2015 Dedicated Gas Tax Funding For Public Transportation AIM To obtain Council authorization for the Mayor and Director of Administrative Services to sign the letter of agreement required to access the Dedicated Gas Tax Fund for Public Transportation BACKGROUND The Provincial Dedicated Gas Tax Funding is provided to municipalities that operate their own transit systems. The funding is allocated based on 70% ridership and 30% population. In the 2013 Provincial Budget, Ontario moved forward to make the Dedicated Gas Tax Funding permanent. COMMENTS The City’s allocation is $401,473 and covers the period April 1, 2014 to March 31, 2015. In order to access these funds, we are required to pass a by-law authorizing the Mayor and Chief Financial Officer to sign a letter of agreement. The proposed by-law is attached to the Council Agenda. RECOMMENDATION Refer to by-laws. Authored by: Patrice Hilderley, CPA CGA Director of Administrative Services Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – A-4 Administrative Services Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Patrice Hilderley, Director of Administrative Services Re: 2015 Interim Tax Levy AIM To obtain Council’s approval to issue an interim tax levy and to pass the necessary by-law. BACKGROUND Section 317 of the Municipal Act provides Council with the authority to authorize an interim levy which is used to provide temporary financing until the final tax rates are approved. We have made this levy for many years. COMMENTS As noted, the appropriate by-law has been prepared and appears on the agenda. Generally, the amount of the interim levy cannot exceed 50% of the taxes levied on a property in 2014. This amount can adjusted to reflect additional taxes or tax reductions that impacted the 2014 tax amounts. Further adjustments may be required for the capped classes (multi-residential, commercial and industrial). Once the final tax rates have been approved, the final tax billing is reduced by the amount of the interim levy. The by-law reflects the legislative requirements and is effective January 1, 2015. The proposed due dates are February 27, 2015 and May 29, 2015 as has been our past practice. The by-law also provides for penalty charges of 1.25% per month, the maximum allowed under the Municipal Act. RECOMMENDATION That Council approves the interim tax levy for 2015 and that the necessary by-law be approved. Authored by: Patrice Hilderley, CPA, CGA Director of Administrative Services Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – A-5 Administrative Services Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Patrice Hilderley, Director of Administrative Services Re: Tax Free Allowance – Council Members AIM To provide information regarding the tax-free allowance currently available to members of Council BACKGROUND Under the provisions of the Municipal Act, Council members are eligible to receive a tax free allowance equal to 1/3 of their remuneration. The premise is that the tax free allowance is actually paid to members as expenses incidental to the discharge of their duties and accordingly not taxable. Council is required to pass a resolution deeming 1/3 of their remuneration as a tax-free allowance. The previous Council passed the necessary resolution in December 2010. The matter must be reviewed at a public meeting once during the Council term. If a Council decides to eliminate the allowance it cannot be reinstated. COMMENTS We are asking Council whether or not they wish to retain the tax free allowance. If Council wishes to retain the allowance, it is necessary to pass a resolution consistent with the language in the Act. A suggested resolution is: Be it resolved that the Council of the City of Woodstock deems one-third of the remuneration paid to the members as expenses incidental to the discharge of their duties as Council members. If Council passes this resolution, the necessary by-law will be brought to the January 15th , 2015 meeting. RECOMMENDATION For Council direction Authored by: Patrice Hilderley, CPA, CGA, Director of Administrative Services Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – A-6 Administrative Services Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Patrice Hilderley, Director of Administrative Services Re: Court Security and Prisoner Transportation Agreement AIM To obtain Council’s authorization to sign a funding agreement for Prisoner Transportation and Court Security BACKGROUND The Ministry of Community Safety and Correctional Services has established the Court Security Prisoner Transportation (CSPT) to assist municipalities in offsetting their related costs. This funding forms part of the Woodstock Police Services Budget. COMMENTS The proposed agreement covers the period January 1, 2015 to December 31, 2016. Our total allocation is $526,031.73 broken down as follows: 2015 - $233,791.88 2016 - $292,239.85 The necessary by-law authorizing the Mayor and the Clerk to sign the agreement is listed on the agenda. RECOMMENDATION That the Mayor and Clerk be authorized to sign an agreement with “Her Majesty the Queen in Right of Ontario” as represented by the Minister of Community Safety and Correction Services for Court Security and Prisoner Transportation. Authored by: Patrice Hilderley, CPA, CGA, Director of Administrative Services Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – A-7 Administrative Services December 11, 2014 To: David Creery, Chief Administrative Officer From: Patrice Hilderley, Director of Administrative Services Re: Items to be carried over year-end Aim To obtain Council's approval to carry certain items over the year end Background It has been our practice to seek Council’s approval to set aside unspent funds that were budgeted for a specific purpose in order to use them in a following year. These can include both Revenue and Capital Budget Items. Generally, these are projects that have been started but will not be completed before the year end, equipment that has been ordered but will not be received until the following year, or projects that require additional budget funds in order to be completed. Funds being carried over for Capital projects are recorded as committed in the appropriate reserves and reserve funds. These projects do not have to be re-budgeted in the following year and in the case of projects that are underway, avoids having to delay completion until budget approval. As well, by recognizing a prior commitment, we will have a more accurate picture of available funds for the 2015 budget process A resolution of Council is required to carry these funds over. Comments We asked each department provide a list and rationale for funds they wished to have carried over. These requests are listed in the attached schedule. The majority of the requests are projects underway with completion or deliveries in 2015. Recommendation That Council approves the requests to carry funds over the year end as listed for various capital and revenue fund projects and that these funds be recognized as a Prior Year Commitment or a reserve contribution as appropriate Authored by: Patrice Hilderley, CPA, CGA, Director of Administrative Services Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer 2014 CARRY OVER REQUESTS 0300 - Fleet Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13510-0412 Replace Sweeper $245 Remaining Ordered but not delivered yet (791) 0100-13511-0412 Replace Plow Truck $302 Remaining Ordered but not delivered yet (792) 0100-13420-0412 Replace Fuel Dispenser Equipment $345 Remaining Project Still On-going (683) 0303 - ROADS: Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13336-0412 Public Works Storm Water Mangement (598) Facility $450 Remaining Project Still On-going 0100-13424-0412 Asphalt Resurfacing $1,440 Remaining Project Still On-going (143) 0100-13524-0412 Springbank Avenue Reconstruction (153) Nellis Street to James Street $500 Remaining Project Still On-going 0100-13525-0412 Sydenham Street Reconstruction (497) Knightsbridge Road to Nelson Street $375 Remaining Project Still On-going 0100-13429-0412 Video Inspections of Storm Sewers (687) $50 Remaining Project Still On-going 0100-13432-0412 Church of Epiphany Parking Lot (690) $140 Remaining Project Still On-going 0100-13526-0412 Southside Pond/Cedar Creek (693) Improvements $160 Remaining Project Still On-going 0100-13527-0412 Peel & Finkle Parking Lot Rehabilitation $90 Remaining Project Still On-going 0308 - STREET LIGHTING: Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13348-0412 Street Lights - Miscellaneous Locations $107 Remaining Project On-going Energy Efficient SLs (LED conversion 0100-13098-0412 $50 Remaining Project On-going study by Delcan) Replace SLs on Dundas b/w 11th Line 0100-13535-0412 $80 Remaining Project On-going and CP tracks SL Replacement on Dundas b/w Huron 0100-13506-0412 $110 Remaining Project On-going and Beale 0309 - DEVELOPMENT COSTS: Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount SWM Pond Rehabilitation - Commerce 0100-13439-0412 $410 Remaining Remaining Way Phase 1 0100-12509-0412 Devonshire B&I Park $1,700 Remaining Project On-going 0100-13441-0412 New City Entrance Signs $15 Remaining Project On-going 0310 - NEW BLDGS, REPAIRS & MAINT. Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13453-0412 Public Works - New Wash Building $60 Remaining Remaining 0100-13518-0412 Southside Pool Retrofit Basin & Deck $150 Remaining Project Still On-going 0100-13402-0412 Library Front Façade Restoration $250 Remaining Work In Progress 0310 - NEW BLDGS, REPAIRS & MAINT. Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13468-0412 Complex Green Pad Lighting $40 Remaining Work In Progress 0100-13469-0412 Complex Red Pad Lighting $100 Remaining Work In Progress 0100-13549-0412 Police Station Addition $95 Remaining Project Still On-going 0100-13551-0412 Southgate Fitness Room Reno $10 Remaining Project Still On-going 0100-13591-0412 Art Gallery-3rd floor renovations $400 Remaining Work In Progress 0100-13406-0412 495 Dundas renovations $500 Remaining Project Still On-going Federal Government Approval 0100-13592-0412 Museum - Floor in Grand Hall $50 Remaining Pending COSTS RECOVERABLE FROM DEVELOPERS 0311: Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 13505 Lampman Place Extension and EA $110 Remaining Project On-going FIRE 0400: Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13211-0412 Records Management System $50 Remaining Project On-going Additional Funds will be 0100-13555-0412 Air Monitoring Device Replacement $3 $3 requested in 2015 to complete project 0205 - COMPUTER EQUIPMENT Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-12709-0412 Engineering Plotter/Scanner $50 $50 To be purchased early 2015 0100-12709-0412 Printer - Administrative Services $6 $6 Ordered but not delivered yet 0709 - TRANSIT: Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13376-0412 New Bus Shelters $30 Remaining Project Still On-going (280) 0701 - PARKS: Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13386-0412 Woodall Recreational Complex $435 Remaining Project Still On-going 0100-12062-0412 Park Drive Repairs $20 Remaining Project Still On-going 0100-12906-0412 Park Signage $11 Remaining Project Still On-going 0100-13217-0412 Park Development - Lakeview East $225 $40 Project Still On-going 0100-13295-0412 Irrigation/Sensor Controls $6 Remaining Project Still On-going 0100-13564-0412 Skate Park Amenities $21 $16 Project Still On-going 0100-13569-0412 Covered Picnic Shelter $20 Remaining Project Still On-going SANITARY SEWERS Budget (in Carry-Over Project Number Project Name Comments $1,000) Amount 0100-13529-0412 Access Road for Maintenance $25 Remaining Project Still On-going (600) OPERATING BUDGET Budget (in Carry-Over Account Number Project Name Comments $1,000) Amount 0709-77143-0384 Transit Routes & Service Study $39 Remaining Project Still On-going 0300-74030-0404 Sidewalk Repairs Contracts $82 Remaining Project Still On-going 1100-71211-0385 Municipal Energy Plan $50 Remaining Project Still On-going 1100-71211-0303 Legal Fees - Woodstock Hydro Sale $250 Remaining Project Still On-going Item – A-8 Administrative Services Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Diane Campbell, Deputy Treasurer Re: Statement of Revenue and Expenditure and Statement of Capital Expenditures for the period ending November 30, 2014. Aim To present Council with the Statements of Revenue and Expenditure and Capital Expenditures for the period ending November 30, 2014. Comments A copy of the Statements has been included in the Council Package. Recommendation That Council receive the Statement of Revenue and Expenditure and the Statement of Capital Expenditures for the period ending November 30, 2014. Authored by: Diane Campbell, CPA, CA, Deputy Treasurer Approved by: Patrice Hilderley, CPA, CGA, Director of Administrative Services Approved by: David Creery, M.B.A, P. Eng., Chief Administrative Officer Date: 12/4/2014 The City Of Woodstock Page: 1 Time: 11:18:20 A COUNCIL STATEMENT TO NOVEMBER 30, 2014 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0200-61001-0000 GENERAL PURPOSES $43,726,076.00 $43,726,064.16 ($11.84) 0200-61003-0000 SPECIAL RATES - B.I.A. 174,882.00 174,882.23 0.23 0200-61005-0000 ADDITIONAL TAXES 1,000,000.00 1,434,205.65 434,205.65 0200-61007-0000 TAXATION-INTERIM BILLING ADJUSTMENT (50% CAP) 0.00 15,068.94 15,068.94 0200-61008-0000 TAXATION-ACREAGE CHARGES 5,030.00 5,093.42 63.42 0200-61010-0000 DIVIDEND PAYMENT FROM HYDRO HOLDINGS 400,000.00 400,000.00 0.00 0200-61012-0000 ONTARIO LOTTERY CORPORATION 1,329,000.00 1,065,269.00 (263,731.00) 0200-63000-0000 PAYMENTS IN LIEU OF TAXES $198,890.00 $211,467.37 $12,577.37 0200-63023-0000 ONT MUNICIPAL PARTNERSHIP FUND $107,300.00 $107,300.00 $0.00 0200-64001-0000 TAX PENALTIES & INTEREST $750,000.00 $697,177.51 ($52,822.49) 0200-64002-0000 INTEREST FROM TRUST FUNDS 500.00 0.00 (500.00) 0200-64004-0000 INTEREST FROM SHORT TERM INVESTMENT 200,000.00 179,826.57 (20,173.43) 0200-69318-0000 TRANS. FROM DOWNTOWN REDEVELOP. RES FUND $100,000.00 $0.00 ($100,000.00) 0200-69319-0000 TRANS. FROM SLOT MACHINE RES. FUND 679,850.00 679,850.00 0.00 0200-69322-0000 TRANSFER FROM HYDRO RESERVE FUND 0.00 2,704,033.13 2,704,033.13 0200-69405-0000 SURPLUS FROM PREVIOUS YEAR $550,000.00 $555,507.11 $5,507.11 0200-69420-0000 NATURAL GAS REBATE - LAS 0.00 7,960.00 7,960.00 0200-69496-0000 SALE OF GARBAGE BAG TAGS 25,000.00 27,620.00 2,620.00 0200-69497-0000 SOLAR ELECTRICITY REVENUE 0.00 46,063.87 46,063.87 0200-69499-0000 MISCELLANEOUS 55,000.00 51,238.94 (3,761.06) 0200-69599-0000 ROUNDING - OVER AND SHORT 0.00 (0.65) (0.65) Total Revenues $49,301,528.00 $52,088,627.25 $2,787,099.25 Expenditures 0200-71210-0301 GENERAL ADMIN.-AUDIT FEES $32,000.00 $7,619.28 ($24,380.72) 0200-71219-0000 EXPENSES - SOLAR INSTALLATIONS $0.00 $322.96 $322.96 0200-71231-0000 NORWICH TOWNSHIP BOUNDARY ADJUST $20,440.00 $20,437.50 ($2.50) 0200-71232-0412 E/ZORRA TAVISTOCK BOUNDARY ADJUST. $115,770.00 $115,771.08 $1.08 0200-71235-0000 BOUNDARY ADJUSTMENT - BLANDFORD BLENHEIM $860,000.00 $893,275.95 $33,275.95 0200-71267-0000 PURCHASE OF GARBAGE BAG TAGS $24,250.00 $32,495.00 $8,245.00 0200-71268-0000 MICROSOFT LICENSING COSTS $38,000.00 $31,599.60 ($6,400.40) 0200-71269-0000 AMO OMERS SUPPORT FUND $2,240.00 $2,243.81 $3.81 0200-71303-0000 TAX REBATES - CHARITIES & OTHER SIMILAR $27,000.00 $30,679.63 $3,679.63 0200-71305-0000 COMMUNITY IMPROVE PROG PAYMENTS $100,000.00 $48,057.62 ($51,942.38) 0200-71306-0000 COST RELATED TO CIP PROGRAM $0.00 $1,526.40 $1,526.40 0200-71307-0000 EXPROPRIATION SETTLEMENT $0.00 $2,704,033.13 $2,704,033.13 0200-71310-0000 BANK INTEREST $500.00 $0.00 ($500.00) 0200-71312-0000 BANK SERVICE CHARGES $2,850.00 $4,715.89 $1,865.89 Date: 12/4/2014 The City Of Woodstock Page: 2 Time: 11:18:38 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE 0200-71315-0000 LEGAL COSTS - LONG TERM DEBT $2,500.00 $0.00 ($2,500.00) 0200-71319-0000 PROV. FOR RES. FOR CAPITAL PROJECTS $3,294,620.00 $3,300,127.11 $5,507.11 0200-71323-0000 TAX ADJUSTMENTS $1,300,000.00 $1,423,004.60 $123,004.60 0200-71399-0000 CONTRIBUTIONS TO RES & RES FUNDS $2,620,000.00 $2,356,269.00 ($263,731.00) TOTAL TREASURY 8,440,170.00 10,972,178.56 2,532,008.56 0200-71402-0000 WOODSTOCK POLICE SERVICE $11,828,680.00 $10,735,287.57 ($1,093,392.43) 71402 Total $11,828,680.00 $10,735,287.57 ($1,093,392.43) 0200-84210-0000 B. I. A. LEVY- $174,882.00 $174,882.00 $0.00 84210 Total $174,882.00 $174,882.00 $0.00 Total Expenditures Dept 0200 $20,443,732.00 $21,882,348.13 $1,438,616.13 Total Revenues Dept 0200 ($49,301,528.00) ($52,088,627.25) ($2,787,099.25) Net Expenditures Dept 0200 ($28,857,796.00) ($30,206,279.12) ($1,348,483.12) Date: 12/4/2014 The City Of Woodstock Page: 3 Time: 11:18:47 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0201-69312-0000 RECOV. FROM WOODSTOCK POLICE SERVICE $25,000.00 $22,918.03 ($2,081.97) 0201-69314-0000 RECOVERABLE FROM LIBRARY RE IT 7,200.00 7,200.00 0.00 Total Revenues $32,200.00 $30,118.03 ($2,081.97) Expenditures 0201-71212-0000 ADMIN SERVICES $810,960.00 $700,948.86 ($110,011.14) 0201-71213-0000 INFORMATION TECHNOLOGY $532,590.00 $465,552.61 ($67,037.39) TOTAL ADMIN SERVICES $1,343,550.00 $1,166,501.47 ($177,048.53) Total Expenditures Dept 0201 $1,343,550.00 $1,166,501.47 ($177,048.53) Total Revenues Dept 0201 ($32,200.00) ($30,118.03) $2,081.97 Net Expenditures Dept 0201 $1,311,350.00 $1,136,383.44 ($174,966.56) Date: 12/4/2014 The City Of Woodstock Page: 4 Time: 11:18:47 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0202-69500-0000 TRANSFER FROM DEVELOPMENT CHARGES $480,830.00 $480,829.73 ($0.27) 0202-69538-0000 TRANS. FROM INDUSTRIAL LAND RES FUND $77,230.00 $77,230.35 $0.35 0202-69539-0000 RECOVERED FROM MINOR SOCCER COWAN PARK $95,000.00 $95,000.00 $0.00 Total Revenues $653,060.00 $653,060.08 $0.08 Expenditures 0202-74220-0200 BOARD OF WORKS DEBT $74,660.00 $74,659.73 ($0.27) 0202-74320-0200 ROADWAY DEBT CHARGES $361,780.00 $361,789.42 $9.42 0202-83530-0000 REC FACILITIES DEBT CHARGES $610,240.00 $610,237.80 ($2.20) 0202-84231-0200 INDUSTRIAL LAND DEBT CHARGES $77,230.00 $77,230.35 $0.35 0202-84232-0200 ART GALLERY DEBT CHARGES $55,200.00 $55,204.52 $4.52 TOTAL DEBT CHARGES $1,179,110.00 $1,179,121.82 $11.82 Total Expenditures Dept 0202 $1,179,110.00 $1,179,121.82 $11.82 Total Revenues Dept 0202 ($653,060.00) ($653,060.08) ($0.08) Net Expenditures Dept 0202 $526,050.00 $526,061.74 $11.74 Date: 12/4/2014 The City Of Woodstock Page: 5 Time: 11:18:47 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0204-69235-0000 WOODSTOCK YMCA COMMITMENT $100,000.00 $100,000.00 $0.00 0204-69322-0000 TRANS FROM SLOT R.F. - COMM. GRANTS 234,070.00 0.00 (234,070.00) 0204-69323-0000 TRANS. FROM SLOT R.F. - HOSPITAL COMMIT. 350,000.00 350,000.00 0.00 Total Revenues $684,070.00 $450,000.00 ($234,070.00) Expenditures 0204-82210-0000 GRANT - SOUTHGATE CENTRE $42,700.00 $39,141.63 ($3,558.37) 0204-83326-0000 GRANT - SYLVANIA BAND - PROV. FOR RES. $3,000.00 $3,000.00 $0.00 0204-83714-0000 GRANT - NAVAL VETERANS $6,910.00 $11,536.54 $4,626.54 0204-83716-0000 GRANT - ROYAL CANADIAN LEGION $6,010.00 $10,039.67 $4,029.67 0204-83747-0000 COMMUNITY GRANT PROGRAM $166,450.00 $120,512.72 ($45,937.28) 0204-83748-0000 WOODSTOCK GENERAL HOSPITAL COMMITMENT $350,000.00 $350,000.00 $0.00 0204-83749-0000 STUDENT CIVIC AWARD OF EXCELLENCE $1,000.00 $1,000.00 $0.00 0204-83752-0000 WOODSTOCK YMCA COMMITMENT $100,000.00 $100,000.00 $0.00 0204-83754-0000 CANADIAN WOMEN'S AMATEUR GOLF TOURNAMENT $8,000.00 $6,654.47 ($1,345.53) TOTAL GRANTS $684,070.00 $641,885.03 ($42,184.97) Total Expenditures Dept 0204 $684,070.00 $641,885.03 ($42,184.97) Total Revenues Dept 0204 ($684,070.00) ($450,000.00) $234,070.00 Net Expenditures Dept 0204 $0.00 $191,885.03 $191,885.03 Date: 12/4/2014 The City Of Woodstock Page: 6 Time: 11:18:56 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0205-69302-0000 MARKET RENTALS - WEST END $66,870.00 $61,200.05 ($5,669.95) 0205-69308-0000 447 HUNTER - RENT 0.00 1,474.93 1,474.93 Total Revenues $66,870.00 $62,674.98 ($4,195.02) Expenditures 0205-71230-0950 EXPENSES - FORMER A/GALLERY- HUNTER ST $1,000.00 $3,070.70 $2,070.70 0205-83534-0431 COWAN PARK - SNOW REMOVAL $28,000.00 $41,063.07 $13,063.07 0205-83542-0000 SOUTHGATE CENTRE $18,890.00 $18,264.35 ($625.65) 0205-83543-0412 495 DUNDAS STREET - OTHER CHARGES $0.00 $715.59 $715.59 0205-83544-0412 275 TECUMSEH -OTHER CHARGES $0.00 $721.63 $721.63 Total Expenditures Dept 0205 $47,890.00 $63,835.34 $15,945.34 Total Revenues Dept 0205 ($66,870.00) ($62,674.98) $4,195.02 Net Expenditures Dept 0205 ($18,980.00) $1,160.36 $20,140.36 Date: 12/4/2014 The City Of Woodstock Page: 7 Time: 11:18:59 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE 0250-61006-0984 COUNTY RATES-GENERAL PURPOSES $18,861,516.00 $18,884,047.53 $22,531.53 0250-69910-0000 COUNTY - ACREAGE TAXATION 2,270.00 2,199.71 (70.29) 0250-69911-0000 COUNTY - HOSPITAL GRANT-IN-LIEU 5,500.00 0.00 (5,500.00) 0250-69912-0000 COUNTY - FANSHAWE C.A.A.T. GRANT 5,100.00 0.00 (5,100.00) 0250-69914-0000 COUNTY - SHARE OF ADDITIONAL TAXES 0.00 622,935.77 622,935.77 0250-69916-0000 COUNTY - ONT. PAYMENTS IN LIEU 40,920.00 36,890.77 (4,029.23) 0250-69917-0000 COUNTY - HYDRO ONE PROPERTIES 70.00 67.53 (2.47) 0250-69919-0000 COUNTY - SHARE OF POST OFFICE 9,670.00 9,355.62 (314.38) Total Revenues $18,925,046.00 $19,555,496.93 $630,450.93 Expenditures 0250-91110-0000 COUNTY REQUISITION $18,861,516.00 $14,131,787.00 ($4,729,729.00) 91110 Total $18,861,516.00 $14,131,787.00 ($4,729,729.00) 0250-91114-0000 COUNTY - SHARE OF WRITE-OFFS $63,530.00 $224,123.06 $160,593.06 91110 Total $63,530.00 $224,123.06 $160,593.06 Total Expenditures Dept 0250 $18,925,046.00 $14,355,910.06 ($4,569,135.94) Total Revenues Dept 0250 ($18,925,046.00) ($19,555,496.93) ($630,450.93) Net Expenditures Dept 0250 $0.00 ($5,199,586.87) ($5,199,586.87) Date: 12/4/2014 The City Of Woodstock Page: 8 Time: 11:19:15 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0251-61010-0980 PUBLIC BOARD LEVY - ENGLISH $13,701,313.00 $13,701,332.65 $19.65 0251-61010-0982 PUBLIC BOARD LEVY - FRENCH 62,285.00 62,285.18 0.18 0251-69923-0000 ENGLISH PUBLIC BOARD - ONTARIO PIL 0.00 97.44 97.44 0251-69924-0000 PUBLIC BD. - SHARE OF ADDIT. TAXES 0.00 539,181.09 539,181.09 0251-69944-0000 FRENCH PUBLIC BD-SHARE OF ADD'L TAXES 0.00 2,497.70 2,497.70 0251-69946-0000 PUBLIC BOARD-RAILWAY PAYMENTS 0.00 7,570.98 7,570.98 Total Revenues $13,763,598.00 $14,312,965.04 $549,367.04 Expenditures 0251-92110-0000 PUBLIC SCHOOL REQUISITION- ENGLISH $13,701,313.00 $10,275,979.68 ($3,425,333.32) 0251-92114-0000 PUBLIC BD. - SHARE OF WRITE-OFFS $0.00 $280,283.90 $280,283.90 0251-92116-0000 PUBLIC BOARD REQUISITION - FRENCH $62,285.00 $46,713.86 ($15,571.14) 0251-92118-0000 FRENCH PUBLIC BOARD - SHARE OF WRITE OFFS $0.00 $1,439.48 $1,439.48 TOTAL $13,763,598.00 $10,604,416.92 ($3,159,181.08) Total Expenditures Dept 0251 $13,763,598.00 $10,604,416.92 ($3,159,181.08) Total Revenues Dept 0251 ($13,763,598.00) ($14,312,965.04) ($549,367.04) Net Expenditures Dept 0251 $0.00 ($3,708,548.12) ($3,708,548.12) Date: 12/4/2014 The City Of Woodstock Page: 9 Time: 11:19:23 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0252-61011-0981 SEPARATE BOARD LEVY - ENGLISH $3,095,449.00 $3,095,452.74 $3.74 0252-61011-0983 SEPARATE BOARD LEVY-FRENCH 195,606.00 195,606.15 0.15 0252-69934-0000 SEP. BD. - SHARE OF ADDIT. TAXES 0.00 111,913.52 111,913.52 0252-69947-0000 SEPARATE BOARD-RAILWAY PAYMENTS 0.00 2,227.61 2,227.61 0252-69954-0000 FRENCH SEPARATE-SHARE OF ADD'L TAXES 0.00 7,354.22 7,354.22 Total Revenues $3,291,055.00 $3,412,554.24 $121,499.24 Expenditures 0252-92120-0000 SEPARATE SCHOOL REQUISITION-ENGLISH $3,095,449.00 $2,321,586.66 ($773,862.34) 0252-92124-0000 SEPARATE BD. SHARE OF WRITE-OFFS $0.00 $57,344.77 $57,344.77 0252-92126-0000 SEPARATE SCHOOL REQUSITION - FRENCH $195,606.00 $146,704.51 ($48,901.49) 0252-92128-0000 FRENCH SEPARATE - SHARE OF WRITE OFFS $0.00 $3,890.09 $3,890.09 TOTAL $3,291,055.00 $2,529,526.03 ($761,528.97) Total Expenditures Dept 0252 $3,291,055.00 $2,529,526.03 ($761,528.97) Total Revenues Dept 0252 ($3,291,055.00) ($3,412,554.24) ($121,499.24) Net Expenditures Dept 0252 $0.00 ($883,028.21) ($883,028.21) Date: 12/4/2014 The City Of Woodstock Page: 10 Time: 11:19:32 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0300-69403-0000 REVENUE FROM EQUIP. - BD. OF WORKS $745,000.00 $321,303.87 ($423,696.13) 0300-69407-0000 ROAD MAINT.COSTS RECOV.FROM COUNTY 310,000.00 235,622.47 (74,377.53) 0300-69505-0000 OVERHEAD CHARGES RECOVERED $249,050.00 $3,547.95 ($245,502.05) 0300-69506-0000 BENEFIT COSTS RECOVERED 285,700.00 310.07 (285,389.93) 0300-69508-0000 GAIN/LOSS ON SALE OF FIXED ASSETS $0.00 $5,690.00 $5,690.00 0300-69511-0000 ENGINEERING - MISCELLANEOUS RECEIPTS 5,500.00 9,055.85 3,555.85 0300-69513-0000 SALE OF SCRAP METAL & ALUMINUM 7,000.00 5,123.00 (1,877.00) 0300-69514-0000 SIGN RENTALS 50.00 0.00 (50.00) 0300-69520-0000 REVENUE-RECYCLED ELECTRONICS $5,000.00 $5,273.40 $273.40 0300-69521-0000 REVENUE-RECYCLED OIL 4,500.00 (938.44) (5,438.44) 0300-69522-0000 REVENUE - LEASED LANDS 2,500.00 1,701.93 (798.07) 0300-69523-0000 PRIVATE VACTOR WORK 4,000.00 8,208.13 4,208.13 0300-69524-0000 REVENUE FROM MINI-CAMERA 50.00 0.00 (50.00) 0300-69526-0000 REVENUE - GREEN BOXES 3,000.00 4,402.66 1,402.66 0300-69527-0000 VANDALISM COSTS RECOVERED $250.00 $0.00 ($250.00) 0300-69530-0000 FENCE APPEALS 500.00 110.00 (390.00) 0300-69542-0000 REVENUE FROM STREET SWEEPING $500.00 $132.75 ($367.25) 0300-69544-0000 BY-LAW FINES 5,000.00 7,639.79 2,639.79 0300-69549-0000 REVENUE-PRIVATE WORK 8,500.00 6,421.13 (2,078.87) 0300-69552-0000 ENG. SUPPORT SERVICES - RECOVER. COUNTY 107,300.00 0.00 (107,300.00) 0300-69553-0000 ENG - RECOVERED FROM BUILDING DEPARTMENT 26,000.00 0.00 (26,000.00) Total Revenues $1,769,400.00 $613,604.56 ($1,155,795.44) Expenditures 0300-71216-0000 BY-LAW ENFORCEMENT $161,720.00 $128,165.79 ($33,554.21) 0300-73120-0000 BRIDGE MAINTENANCE $3,150.00 $7,037.51 $3,887.51 0300-73140-0000 CULVERT & DITCH MAINTENANCE $30,650.00 $11,013.88 ($19,636.12) 0300-73210-0000 CURB REPAIRS $11,580.00 $1,874.82 ($9,705.18) 0300-73310-0000 PAVEMENT REPAIRS $554,000.00 $484,680.76 ($69,319.24) 0300-73320-0000 STREET CLEANING $173,550.00 $173,957.67 $407.67 0300-73410-0000 GRAVEL SURFACE MAINTENANCE $19,160.00 $7,293.08 ($11,866.92) 0300-73520-0000 TRAFFIC & PARKING SIGN MAINTENANCE $90,170.00 $76,740.84 ($13,429.16) Date: 12/4/2014 The City Of Woodstock Page: 11 Time: 11:20:03 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE 0300-73530-0000 PAVEMENT MARKINGS $61,790.00 $53,883.87 ($7,906.13) 0300-73610-0000 RAILWAY CROSSING MAINTENANCE $30,170.00 $25,975.90 ($4,194.10) 0300-73611-0000 SIGNAL LIGHT MAINTENANCE $40,760.00 $25,860.83 ($14,899.17) 0300-74030-0000 SIDEWALK REPAIRS $295,940.00 $239,412.99 ($56,527.01) 0300-74040-0000 SIDEWALK SNOW CONTROL $54,970.00 $59,708.17 $4,738.17 0300-74060-0000 NEW STREET SIGNS $40,380.00 $12,606.05 ($27,773.95) 0300-74095-0000 CITY FLAG MAINTENANCE $6,610.00 $301.86 ($6,308.14) 0300-74097-0412 CROW RELOCATION PROG - OTHER CHGS $12,000.00 $8,290.38 ($3,709.62) 0300-74101-0412 MASTER CYCLING STUDY - OTHER CHG $0.00 $19,752.70 $19,752.70 0300-74210-0000 ENGINEERING DEPARTMENT $1,292,340.00 $1,139,944.02 ($152,395.98) 0300-74220-0000 BOARD OF WORKS $2,332,330.00 $2,055,803.67 ($276,526.33) 0300-74221-0101 BOW TRAINING - FULL TIME WAGES $41,650.00 $30,296.36 ($11,353.64) 0300-74230-0000 GARAGE $504,080.00 $415,983.22 ($88,096.78) 0300-75010-0000 WINTER CONTROL $705,550.00 $775,615.35 $70,065.35 0300-75015-0000 SNOW REMOVAL $87,670.00 $108,036.73 $20,366.73 0300-79101-0000 STREET LIGHTING $684,030.00 $565,156.11 ($118,873.89) 0300-80210-0000 CATCH BASIN MAINTENANCE $111,940.00 $32,520.05 ($79,419.95) 0300-80220-0000 CLEANING STORM SEWERS $72,030.00 $53,259.16 ($18,770.84) 0300-80415-0000 FALL LEAF PICK-UP $109,560.00 $58,571.85 ($50,988.15) 0300-80416-0000 BRUSH PICKUP $14,530.00 $10,895.27 ($3,634.73) 0300-80427-0000 PRIVATE WORK NON-RECOVERABLE $6,880.00 $12,956.45 $6,076.45 0300-80429-0000 PRIVATE WORK $10,790.00 $2,330.67 ($8,459.33) 0300-80510-0000 METHANE GAS TESTING $38,850.00 $9,153.76 ($29,696.24) 0300-84262-0000 SIDEWALK DAYS & CHRISTMAS PARADE $7,590.00 $8,386.15 $796.15 0300-84440-0000 WEED CONTROL $54,420.00 $55,338.02 $918.02 TOTAL ENGINEERING DEPARTMENT 7,660,840.00 6,670,803.94 (990,036.06) 0300-90000-0000 ENGINEER - EQUIPMENT $0.00 ($386,779.39) ($386,779.39) 90000 Total $0.00 ($386,779.39) ($386,779.39) Total Expenditures Dept 0300 $7,660,840.00 $6,284,024.55 ($1,376,815.45) Total Revenues Dept 0300 ($1,769,400.00) ($613,604.56) $1,155,795.44 Net Difference Dept 0300 $5,891,440.00 $5,670,419.99 ($221,020.01) Date: 12/4/2014 The City Of Woodstock Page: 12 Time: 11:20:30 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0301-69500-0000 BUILDING DEPARTMENT REVENUES $557,550.00 $440,790.04 ($116,759.96) Total Revenues $557,550.00 $440,790.04 ($116,759.96) Expenditures 0301-74215-0100 BUILDING DEPARTMENT - SALARIES & BENEFITS $557,550.00 $461,451.04 ($96,098.96) 74215 Total $557,550.00 $461,451.04 ($96,098.96) Total Expenditures Building Department $557,550.00 $461,451.04 ($96,098.96) Total Revenues Building Department ($557,550.00) ($440,790.04) $116,759.96 Net Difference Building Department $0.00 $20,661.00 $20,661.00 Date: 12/4/2014 The City Of Woodstock Page: 13 Time: 11:20:30 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0302-69409-0000 RECOV. FROM COUNTY - WASTE COLLECTION $1,652,860.00 $1,047,161.67 ($605,698.33) 0302-69507-0000 SALE OF RECYCLED MATERIAL $300,000.00 $317,234.86 $17,234.86 0302-69410-0000 DOWNTOWN/PARKS GARBAGE RECEPTACLES $6,000.00 $0.00 ($6,000.00) 0302-69528-0000 REVENUE - COMPOSTERS $1,250.00 $2,987.28 $1,737.28 0302-69530-0000 WDO 0.00 5,174.93 5,174.93 0302-69531-0000 SALE OF WHEELED RECYCLING CARTS 1,500.00 172.56 (1,327.44) Total Revenues $1,961,610.00 $1,372,731.30 ($588,878.70) Expenditures 0302-80410-0100 GARBAGE COLLECTION - WAGES $493,850.00 $451,660.70 ($42,189.30) 0302-80420-0000 SPRING CLEANUP $110,550.00 $102,255.64 ($8,294.36) 0302-80421-0000 RECYCLING $360,000.00 $281,831.57 ($78,168.43) 0302-80422-0000 HOME COMPOSTING PROGRAMME $4,650.00 $5,718.04 $1,068.04 0302-80424-0100 H/HOLD HZARD. WASTE DAY - WAGES $8,760.00 $6,343.21 ($2,416.79) 0302-80425-0000 RECYCLING YARD WASTE $76,250.00 $60,691.93 ($15,558.07) 0302-80426-0000 RECYCLING COLLECTION - WAGES $427,650.00 $438,432.79 $10,782.79 0302-80427-0000 RECYCLING TRANSFER STATION $94,750.00 $107,023.41 $12,273.41 0302-80428-0100 WASTE DIVERSION PROJECT - WAGES $385,150.00 $0.00 ($385,150.00) TOTAL WASTE COLLECTION $1,961,610.00 $1,453,957.29 ($507,652.71) Total Expenditures Waste Collection $1,961,610.00 $1,453,957.29 ($507,652.71) Total Revenues Waste Collection ($1,961,610.00) ($1,372,731.30) $588,878.70 Net Expenditures Waste Collection $0.00 $81,225.99 $81,225.99 Date: 12/4/2014 The City Of Woodstock Page: 14 Time: 11:20:31 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0305-69509-0000 SANITARY SEWER USER FEES $513,035.00 $252,317.50 ($260,717.50) 0305-69523-0000 SANITARY SEWER CLEANING 100.00 0.00 (100.00) 0305-69524-0000 REVENUE - MINI CAMERA 500.00 100.00 (400.00) Total Revenues $513,635.00 $252,417.50 ($261,217.50) Expenditures 0305-80110-0000 SANITARY SEWER REPAIRS $171,735.00 $147,206.37 ($24,528.63) 0305-80120-0000 SANITARY SEWER CLEANING $126,800.00 $95,228.01 ($31,571.99) 0305-80130-0000 SANITARY CAMERA INSPECTION $33,050.00 $20,902.23 ($12,147.77) 0305-80135-0000 SANITARY MINI CAMERA INSPECTIONS $19,400.00 $13,376.60 ($6,023.40) 0305-80136-0412 SANITARY SEWER ASSESS PROG - OTHER CHARGES $50,000.00 $0.00 ($50,000.00) 0305-80145-0000 GENERAL SANITARY SEWER EXPENSE $112,650.00 $0.00 ($112,650.00) TOTAL SANITARY SEWERS $513,635.00 $276,713.21 ($236,921.79) Total Expenditures Sanitary Sewers $513,635.00 $276,713.21 ($236,921.79) Total Revenues Sanitary Sewers ($513,635.00) ($252,417.50) $261,217.50 Net Expenditures Sanitary Sewers $0.00 $24,295.71 $24,295.71 Date: 12/4/2014 The City Of Woodstock Page: 15 Time: 11:20:38 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0306-69517-0000 SALE OF RAINBARRELS $10,000.00 $5,535.23 ($4,464.77) 0306-69560-0000 WATER RATES 1,511,117.00 800,000.00 (711,117.00) 0306-69561-0000 PRIVATE WORK RECOVERED $30,000.00 $24,279.97 ($5,720.03) 0306-69562-0000 SALE OF RESIDENTIAL WATER METERS $50,000.00 $70,185.03 $20,185.03 0306-69563-0000 PERMITS, VARIOUS FEES 1,750.00 243.00 (1,507.00) 0306-69564-0000 NEW WATER SERVICES 15,000.00 5,900.00 (9,100.00) 0306-69565-0000 RECOVERED - CITY BUILDING DEPARTMENT 12,300.00 0.00 (12,300.00) 0306-69566-0000 ICI WATER METER SALES 4,000.00 1,357.77 (2,642.23) 0306-69567-0000 WATER - MISCELLANEOUS REVENUE 1,000.00 1,808.08 808.08 Total Revenues $1,635,167.00 $909,309.08 ($725,857.92) Expenditures 80340 Total $0.00 $0.00 $0.00 0306-80350-0000 WATER GENERAL ADMINISTRATION $491,075.00 $437,572.72 ($53,502.28) 0306-80355-0101 CERTIFICATION & TRAINING - FULL TIME $37,660.00 $17,056.55 ($20,603.45) 0306-80360-0000 WATER DISTRIBUTION MAINTENANCE $377,000.00 $298,533.68 ($78,466.32) 0306-80365-0000 NEW WATER SERVICE $11,000.00 $5,187.60 ($5,812.40) 0306-80370-0000 WATERMAIN BREAKS $48,500.00 $208,319.45 $159,819.45 0306-80375-0000 WATER METER MAINTENANCE $23,300.00 $19,862.37 ($3,437.63) 0306-80376-0100 WATER METERS RESIDENTIAL- WAGES $86,000.00 $85,044.74 ($955.26) 0306-80380-0000 HYDRANT MAINTENANCE & REPAIRS $121,500.00 $41,794.08 ($79,705.92) 0306-80385-0000 WATER BY-LAW ENFORCEMENT $15,400.00 $1,254.19 ($14,145.81) 0306-80390-0000 CUSTOMER SERVICE $9,500.00 $4,148.46 ($5,351.54) 0306-80395-0000 WATER LOCATES $101,500.00 $83,287.01 ($18,212.99) 0306-80396-0000 PRIVATE WORK RECOVERABLE $30,000.00 $20,259.47 ($9,740.53) 0306-80397-0000 BACKFLOW PREVENTORS $85,750.00 $98,352.41 $12,602.41 0306-80398-0101 CAPITAL WATERMAIN INSPECT. - FULL TIME WAGES $40,232.00 $46,910.50 $6,678.50 0306-80426-0101 SALE OF RAIN BARRELS - FULL TIME WAGES $7,500.00 $10,108.33 $2,608.33 0306-80427-0100 WATER CONSERVATION PROG - WAGES & BENEFITS $5,000.00 $9,830.00 $4,830.00 0306-80430-0300 GENERAL - OVERHEAD & SUPPORT SERVICES $144,250.00 $0.00 ($144,250.00) WATERMAIN TOTALS $1,635,167.00 $1,387,521.56 ($247,645.44) Date: 12/4/2014 The City Of Woodstock Page: 16 Time: 11:20:39 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Total Expenditures Dept 0306 $1,635,167.00 $1,387,521.56 ($247,645.44) Total Revenues Dept 0306 ($1,635,167.00) ($909,309.08) Net Expenditures Dept 0306 $0.00 $478,212.48 $478,212.48 $725,857.92 Date: 12/4/2014 The City Of Woodstock Page: 17 Time: 11:20:39 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0307-66001-0900 PARKING RECEIPTS $23,000.00 $15,196.23 ($7,803.77) 0307-66002-0000 PARKING PERMITS-ECONOLODGE $2,710.00 $2,596.74 ($113.26) 0307-66002-0001 PARKING SPACES INTEREST-ECONOLODGE 3,290.00 2,903.26 (386.74) 0307-66003-0000 PARKING SPACE RENTALS $24,600.00 $20,941.94 ($3,658.06) 0307-66005-0000 PARKING VIOLATIONS $74,000.00 $63,367.16 ($10,632.84) 0307-69306-0914 RENT - WALKWAY PROPERTY $3,640.00 $3,336.63 ($303.37) Total Revenues $131,240.00 $108,341.96 ($22,898.04) Expenditures 0307-71230-0351 WALKWAY PROPERTY - HYDRO $1,600.00 $897.35 ($702.65) 0307-71261-0377 TRAFFIC TAG EXPENSE-SUPPLIES $2,000.00 $0.00 ($2,000.00) 0307-78101-0000 PARKING ADMINISTRATION $77,740.00 $69,770.34 ($7,969.66) 0307-78104-0000 PARKING OPERATIONS $4,000.00 $3,105.53 ($894.47) 0307-78107-0377 RENT & MAINT. OF LONG TERM LOTS $2,400.00 $600.00 ($1,800.00) 0307-78108-0603 SNOW REMOVAL-CONTRACTS $40,000.00 $46,312.01 $6,312.01 0307-78109-0603 STREET PARKING SPACE MARKINGS $3,500.00 $419.12 ($3,080.88) TOTAL PARKING $131,240.00 $121,104.35 ($10,135.65) Total Expenditures Dept 0307 $131,240.00 $121,104.35 ($10,135.65) Total Revenues Dept 0307 ($131,240.00) ($108,341.96) $22,898.04 Net Expenditures Dept 0307 $0.00 $12,762.39 $12,762.39 Date: 12/4/2014 The City Of Woodstock Page: 18 Time: 11:20:46 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0709-68101-0000 TRANSIT FARES $410,000.00 $391,701.81 ($18,298.19) 0709-68104-0000 CHARTER TRIPS 9,000.00 6,885.00 (2,115.00) 0709-68105-0000 GRANT - DEDICATED GAS TAX FOR TRANSIT MTO 400,000.00 204,752.00 (195,248.00) 0709-68112-0000 TRANSIT - CONT FROM D.C.'S TRANSIT 12,000.00 0.00 (12,000.00) 0709-68113-0000 TRANSIT - TRANS FROM TRANSIT RES RE STUDY 27,000.00 0.00 (27,000.00) 0709-68199-0000 MISCELLANEOUS INCLUDING ADVERTISING 43,000.00 54,791.94 11,791.94 0709-69508-0000 GAIN/LOSS ON SALE OF FIXED ASSETS 0.00 1,327.43 1,327.43 Total Revenues $901,000.00 $659,458.18 ($241,541.82) Expenditures 0709-77101-0000 TRANSIT DEPARTMENT $1,530,361.00 $898,523.47 ($631,837.53) 0709-77102-0000 TRANSIT SERVICE VEHICLES 0.00 641,026.64 641,026.64 0709-77132-0000 TRANSIT PREMISES & PLANT $81,060.00 $67,558.43 ($13,501.57) 0709-77133-0000 COIN COUNTING $4,525.00 $203.93 ($4,321.07) 0709-77139-0328 #39 HONDA CIVIC HYBRID - RADIO & RADIO REPAIRS $0.00 $3,249.64 $3,249.64 0709-77143-0000 TRANSIT ADMINISTRATION $569,360.00 $324,780.21 ($244,579.79) 0709-77145-0101 CHARTER TRIPS - FULL TIME WAGES $0.00 $1,326.82 $1,326.82 Total Expenditures Dept 0709 $2,185,306.00 $1,936,669.14 ($248,636.86) Total Revenues Dept 0709 ($901,000.00) ($659,458.18) $241,541.82 Net Expenditures Dept 0709 $1,284,306.00 $1,277,210.96 ($7,095.04) Date: 12/4/2014 The City Of Woodstock Page: 19 Time: 11:20:47 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0710-68201-0000 OPERATIONS REVENUE - PARATRANSIT $40,000.00 $30,830.85 ($9,169.15) 0710-68202-0000 ADVERTISING REVENUE 4,000.00 0.00 (4,000.00) Total Revenues $44,000.00 $30,830.85 ($13,169.15) Expenditures 0710-77201-0000 PARATRANSIT - TRANSPORTATION COSTS $587,070.00 $453,061.54 ($134,008.46) 0710-77208-0328 PARATRANSIT VEHICLE 8 - RADIO SYSTEM $0.00 $41.00 $41.00 0710-77208-0333 PARATRANSIT VEHICLE 8 - FUEL & OIL 0.00 780.48 780.48 0710-77208-0387 PARATRANSIT VEHICLE 8 - INSURANCE 0.00 2,835.00 2,835.00 0710-77208-0392 PARATRANSIT VEHICLE 8 - PARTS & SUPPLIES 0.00 2,974.47 2,974.47 0710-77208-0806 PARATRANSIT VEHICLE 8 - MECHANICS LABOUR 0.00 1,032.28 1,032.28 0710-77217-0328 PARATRANSIT VEHICLE 17 - RADIO SYSTEM 0.00 41.00 41.00 0710-77217-0333 PARATRANSIT VEHICLE 17 - FUEL & OIL 0.00 9,205.34 9,205.34 0710-77217-0387 PARATRANSIT VEHICLE 17 - FLEET INSURANCE 0.00 2,835.00 2,835.00 0710-77217-0388 PARATRANSIT VEHICLE 17 - TIRES & TIRE REPAIRS 0.00 1,265.74 1,265.74 0710-77217-0392 PARATRANSIT VEHICLE 17 - PARTS & SUPPLIES 0.00 4,278.34 4,278.34 0710-77217-0806 PARATRANSIT VEHICLE 17 - MECHANICS LABOUR 0.00 1,108.99 1,108.99 0710-77218-0328 PARATRANSIT VEHICLE 18 - RADIO SYSTEM 0.00 41.00 41.00 0710-77218-0333 PARATRANSIT VEHICLE 18 - FUEL & OIL 0.00 8,159.94 8,159.94 0710-77218-0387 PARATRANSIT VEHICLE 18 - FLEET INSURANCE 0.00 2,835.00 2,835.00 0710-77218-0388 PARATRANSIT VEHICLE 18 - TIRES & TIRE REPAIRS 0.00 1,240.30 1,240.30 0710-77218-0392 PARATRANSIT VEHICLE 18 - PARTS & SUPPLIES 0.00 2,577.88 2,577.88 0710-77218-0806 PARATRANSIT VEHICLE 18 - MECHANICS LABOUR 0.00 892.00 892.00 0710-77202-0000 PARATRANSIT - ADMINISTRATION $34,190.00 $27,829.39 ($6,360.61) 0710-77299-0328 PARATRANSIT VOYAGEUR - RADIOS $0.00 $164.00 $164.00 Total Expenditures Dept 0710 $621,260.00 $523,198.69 ($98,061.31) Total Revenues Dept 0710 ($44,000.00) ($30,830.85) $13,169.15 Net Expenditures Dept 0710 $577,260.00 $492,367.84 ($84,892.16) Date: 12/4/2014 The City Of Woodstock Page: 20 Time: 11:20:54 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0400-69102-0000 SUNDRY FIRE REVENUE $25,000.00 $10,372.96 ($14,627.04) 0400-69111-0000 FIRE CHIEF- DONATION CO DETECTORS 0.00 1,200.00 1,200.00 0400-69508-0000 GAIN/LOSS ON SALE OF CAPITAL ASSETS 0.00 4,424.78 4,424.78 Total Revenues $25,000.00 $15,997.74 ($9,002.26) Expenditures 0400-72110-0000 FIRE DEPARTMENT $7,864,585.00 $7,203,592.21 ($660,992.79) Total Expenditures Dept 0400 $7,864,585.00 $7,203,592.21 ($660,992.79) Total Revenues Dept 0400 ($25,000.00) ($15,997.74) $9,002.26 Net Expenditures Dept 0400 $7,839,585.00 $7,187,594.47 ($651,990.53) Date: 12/4/2014 The City Of Woodstock Page: 21 Time: 11:20:54 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0600-69498-0000 PLANNING REVENUE $10,000.00 $7,440.00 ($2,560.00) Total Revenues $10,000.00 $7,440.00 ($2,560.00) Expenditures 0600-84120-0000 PLANNING SERVICES $33,500.00 $22,929.58 ($10,570.42) Total Expenditures Dept 0600 $33,500.00 $22,929.58 ($10,570.42) Total Revenues Dept 0600 ($10,000.00) ($7,440.00) Net Expenditures Dept 0600 $23,500.00 $15,489.58 ($8,010.42) $2,560.00 Date: 12/4/2014 The City Of Woodstock Page: 22 Time: 11:20:58 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0700-67498-0000 REVENUE REC & LEISURE GUIDE $4,000.00 $0.00 ($4,000.00) 0700-69314-0000 TRANSFER FROM TAX STABILIZATION RESERVE FUND 20,000.00 0.00 (20,000.00) 0700-69315-0000 PARKS & REC - CONTR FROM D.C.S - REC 45,000.00 0.00 (45,000.00) Total Revenues $69,000.00 $0.00 ($69,000.00) Expenditures 0700-83310-0000 PARKS & RECREATION $294,680.00 $247,755.96 ($46,924.04) 0700-83317-0412 BURGESS PARK/STANDARD TUBE MASTER PLAN - TH C $0.00 $30,528.00 $30,528.00 Total Expenditures Dept 0700 $294,680.00 $278,283.96 ($16,396.04) Total Revenues Dept 0700 $69,000.00 $0.00 ($69,000.00) Net Expenditures Dept 0700 $225,680.00 $278,283.96 $52,603.96 Date: 12/4/2014 The City Of Woodstock Page: 23 Time: 11:21:01 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0701-63086-0000 PARKS - STUDENT WAGES SUBSIDY $6,000.00 $8,168.00 $2,168.00 0701-67101-0000 CONCESSION 4,000.00 5,500.00 1,500.00 0701-67102-0000 BALL & SOCCER LEAGUE RENTAL FEES 20,000.00 29,129.06 9,129.06 0701-67103-0000 HYDRO & GROUNDS RENTALS/PICNIC & SPECIAL EVEN 4,000.00 4,727.99 727.99 0701-67104-0000 INTEREST FROM BEQUEST 300.00 0.00 (300.00) 0701-67106-0000 RECOVERED COUNTY ROAD MAINTENANCE 32,000.00 32,876.93 876.93 0701-67114-0000 RECOVERED FROM FANSHAWE - GROUND MAINT. $15,300.00 $0.00 ($15,300.00) 0701-67115-0000 RECOVERED FROM GOOD BEGINNINGS - VARIOUS 3,360.00 0.00 (3,360.00) 0701-67116-0000 DONATIONS - TRAILS DAY/REPLACEMENT TREES 0.00 1,800.00 1,800.00 0701-67120-0000 DONATION WDST HYDRO - TREE PLANTING LIONS TRA 10,000.00 10,000.00 0.00 0701-67194-0000 TRANS LAND FOR PUBLIC PURPOSES RES .FUND. 70,000.00 0.00 (70,000.00) 0701-67197-0000 TRANS FROM PARKS CAPITAL RESERVE 90,000.00 0.00 (90,000.00) 0701-67198-0000 REVENUE FROM EQUIPMENT 118,000.00 0.00 (118,000.00) 0701-67199-0000 MISCELLANEOUS - SPRING BULBS ETC. 2,000.00 3,779.87 1,779.87 0701-69319-0000 TRANS FROM DEVELOPMENT CHARGES - RECREATION $10,000.00 $0.00 ($10,000.00) 0701-69508-0000 GAIN/LOSS ON SALE OF FIXED ASSETS $0.00 $3,580.00 $3,580.00 Total Revenues $384,960.00 $99,561.85 ($285,398.15) Expenditures 0701-83110-0000 PARKS - GENERAL ADMINISTRATION $712,564.00 $574,500.34 ($138,063.66) 0701-83120-0000 PARKS MAINTENANCE $550,405.00 $468,260.22 ($82,144.78) 0701-83135-0000 PLAYGROUND REPAIRS $37,216.00 $17,044.21 ($20,171.79) 0701-83160-0000 TREES IN PARKS $87,889.00 $34,246.48 ($53,642.52) 0701-83170-0000 FLOWER BEDS $223,532.00 $248,346.81 $24,814.81 0701-83172-0000 TERRY FOX TRACK $6,854.00 $4,371.37 ($2,482.63) 0701-83174-0000 DOWNTOWN SNOW REMOVAL $45,761.00 $41,421.19 ($4,339.81) 0701-83175-0000 SPECIAL EVENTS $27,266.00 $15,796.88 ($11,469.12) 0701-83178-0000 TRAIL MAINTENANCE $102,081.00 $112,999.71 $10,918.71 0701-83540-0100 COMPLEX - GROUND MAINTENANCE - WAGES $70,463.00 $51,490.87 ($18,972.13) 0701-83541-0100 COMPLEX SNOW REMOVAL - WAGES $22,205.00 $11,656.28 ($10,548.72) 0701-83543-0302 PARKS - INSURANCE NEIGHBOURHOOD RINKS $8,000.00 $1,035.64 ($6,964.36) 0701-83725-0603 PITTOCK SOUTH SHORE MAINTENANCE $97,500.00 $95,000.00 ($2,500.00) 0701-84410-0000 STREET TREE MAINTENANCE $435,196.00 $354,715.20 ($80,480.80) 0701-90000-0000 PARKS - EQUIPMENT $0.00 ($85,481.80) ($85,481.80) Date: 12/4/2014 The City Of Woodstock Page: 24 Time: 11:21:27 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Total Expenditures Dept 0701 $2,426,932.00 $1,945,403.40 ($481,528.60) Total Revenues Dept 0701 ($384,960.00) ($99,561.85) $285,398.15 Net Expenditures Dept 0701 $2,041,972.00 $1,845,841.55 ($196,130.45) Date: 12/4/2014 The City Of Woodstock Page: 25 Time: 11:21:27 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0703-67302-0000 PUBLIC SKATING $3,600.00 $1,056.86 ($2,543.14) 0703-67303-0000 FIGURE SKATING 10,000.00 6,521.90 (3,478.10) 0703-67306-0000 MINOR HOCKEY 35,000.00 18,498.48 (16,501.52) 0703-67307-0000 WILDCAT HOCKEY 40,000.00 23,930.96 (16,069.04) 0703-67309-0000 ICE RENTALS 88,000.00 56,693.70 (31,306.30) 0703-67311-0000 CONCESSION 0.00 500.00 500.00 0703-67314-0000 VENDING MACHINES 900.00 121.02 (778.98) 0703-67315-0000 REVENUE FROM ADVERTISING 0.00 2,389.38 2,389.38 0703-67398-0000 REVENUE FROM EQUIPMENT 6,000.00 0.00 (6,000.00) 0703-67399-0000 MISCELLANEOUS- 0.00 970.00 970.00 Total Revenues $183,500.00 $110,682.30 ($72,817.70) Expenditures 0703-83230-0000 CIVIC CENTRE $345,900.00 $170,431.81 ($175,468.19) 0703-90000-0000 CIVIC CENTRE - EQUIPMENT $0.00 ($1,227.55) ($1,227.55) Total Expenditures Dept 0703 $345,900.00 $169,204.26 ($176,695.74) Total Revenues Dept 0703 ($183,500.00) ($110,682.30) $72,817.70 Net Expenditures Dept 0703 $162,400.00 $58,521.96 ($103,878.04) Date: 12/4/2014 The City Of Woodstock Page: 26 Time: 11:21:30 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0704-67401-0000 LEARN TO SKATEBOARD/SCOOTER SAFETY $500.00 $178.00 ($322.00) 0704-67406-0000 $60,000.00 $31,582.28 ($28,417.72) 0704-67423-0000 CAMPS TRANS FROM SLOT MACHINE REVENUE - FAIR 10,000.00 0.00 (10,000.00) Total Revenues $70,500.00 $31,760.28 ($38,739.72) Expenditures 0704-83405-0000 NEIGHBOURHOOD RINK EXPENSES $10,000.00 $3,625.84 ($6,374.16) 0704-83425-0000 SUMMER ACTIVITIES $109,610.00 $73,302.75 ($36,307.25) 0704-83428-0412 LEARN TO SKATEBOARD & SCOOTER SAFETY OTHER C $500.00 $779.89 $279.89 Total Expenditures Dept 0704 $120,110.00 $77,708.48 ($42,401.52) Total Revenues Dept 0704 ($70,500.00) ($31,760.28) $38,739.72 Net Expenditures Dept 0704 $49,610.00 $45,948.20 ($3,661.80) Date: 12/4/2014 The City Of Woodstock Page: 27 Time: 11:21:39 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0705-67601-0000 SWIM INSTRUCTION $214,000.00 $224,799.04 $10,799.04 0705-67602-0000 PUBLIC ADMISSIONS 70,000.00 53,209.42 (16,790.58) 0705-67603-0000 RENTALS 17,420.00 16,493.88 (926.12) 0705-67604-0000 LOCKERS 400.00 319.47 (80.53) 0705-67605-0000 REVENUE FROM FITNESS EQUIPMENT 0.00 180.84 180.84 0705-67611-0000 SPECIAL SERVICES 2,630.00 1,483.60 (1,146.40) 0705-67614-0000 VENDING MACHINES 900.00 824.62 (75.38) 0705-67615-0000 WATER PARK - ADMISSIONS/BIRTHDAY PARTY 31,370.00 16,028.97 (15,341.03) 0705-67616-0000 CONCESSION REVENUE - WATER PARK 3,150.00 1,801.81 (1,348.19) 0705-67617-0000 INSTRUCTION MATERIALS 1,500.00 1,225.55 (274.45) 0705-67618-0000 AQUATIC SUPPLIES SALES 2,250.00 1,790.01 (459.99) 0705-67619-0000 TRANS FROM CAPITAL - WATER PARK REPAIRS 0.00 1,312.97 1,312.97 0705-67699-0000 MISCELLANEOUS 0.00 221.62 221.62 Total Revenues $343,620.00 $319,691.80 ($23,928.20) Expenditures 0705-83520-0000 SOUTHSIDE AQUATIC CENTRE $952,935.00 $851,959.17 ($100,975.83) 0705-83525-0000 SPECIAL SERVICES $1,870.00 $1,099.09 ($770.91) 0705-83526-0000 WATER PARK $102,570.00 $85,894.66 ($16,675.34) Total Expenditures Dept 0705 $1,057,375.00 $938,952.92 ($118,422.08) Total Revenues Dept 0705 ($343,620.00) ($319,691.80) $23,928.20 Net Expenditures Dept 0705 $713,755.00 $619,261.12 ($94,493.88) Date: 12/4/2014 The City Of Woodstock Page: 28 Time: 11:21:48 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0706-67501-0000 SWIM INSTRUCTION $25,000.00 $19,406.50 ($5,593.50) 0706-67502-0000 PUBLIC ADMISSIONS 3,000.00 2,744.79 (255.21) 0706-67503-0000 RENTALS 150.00 28.54 (121.46) 0706-67517-0000 INSTRUCTION MATERIALS 150.00 45.00 (105.00) 0706-67518-0000 AQUATIC SUPPLY SALES 50.00 0.00 (50.00) 0706-67599-0000 MISCELLANEOUS 0.00 1,447.89 1,447.89 Total Revenues $28,350.00 $23,672.72 ($4,677.28) Expenditures 0706-83510-0000 LIONS POOL $141,110.00 $110,479.19 ($30,630.81) 0706-83511-0103 SWIM TEAM - PART TIME $0.00 ($250.00) ($250.00) Total Expenditures Dept 0706 $141,110.00 $110,729.19 ($30,380.81) Total Revenues Dept 0706 ($28,350.00) ($23,672.72) $4,677.28 Net Expenditures Dept 0706 $112,760.00 $87,056.47 ($25,703.53) Date: 12/4/2014 The City Of Woodstock Page: 29 Time: 11:21:55 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0707-63022-0000 ONTARIO - MUSEUM OPERATING GRANT $31,000.00 $30,876.00 ($124.00) 0707-63055-0000 MUSEUM-SUMMER CAREER PLACEMENT FEDS 1,500.00 3,198.00 1,698.00 0707-63093-0000 MUSEUM - YOUNG CANADA WORKS PROGRAMME 4,000.00 4,043.18 43.18 0707-67702-0000 MUSEUM GIFT SHOP SALES 2,500.00 1,097.40 (1,402.60) 0707-67703-0000 REVENUE - PHOTOGRAPH REPRINTS 1,000.00 1,156.75 156.75 0707-67704-0000 MUSEUM MEMBERSHIPS 500.00 470.00 (30.00) 0707-67705-0000 MUSEUM - DONATIONS 2,000.00 725.35 (1,274.65) 0707-67706-0000 MUSEUM - CORPORATE SPONSORSHIPS - EXHIBITS 1,000.00 0.00 (1,000.00) 0707-67710-0000 MUSEUM - MISCELLANEOUS RECEIPTS 0.00 520.00 520.00 0707-67715-0000 EDUCATION PROGRAMMES 24,000.00 16,878.50 (7,121.50) 0707-67719-0000 MUSEUM HALL RENTAL 1,000.00 256.02 (743.98) Total Revenues $68,500.00 $59,221.20 ($9,278.80) Expenditures 0707-83710-0000 MUSEUM $473,620.00 $397,429.11 ($76,190.89) Total Expenditures Dept 0707 $473,620.00 $397,429.11 ($76,190.89) Total Revenues Dept 0707 ($68,500.00) ($59,221.20) $9,278.80 Net Expenditures Dept 0707 $405,120.00 $338,207.91 ($66,912.09) Date: 12/4/2014 The City Of Woodstock Page: 30 Time: 11:21:55 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0708-67802-0000 RECOVERED - FANSHAWE VARIOUS $5,850.00 $0.00 ($5,850.00) 0708-67806-0000 RECOVERED-DAY NURSERY SNOW REMOVAL 6,875.00 6,875.00 0.00 0708-67807-0000 RECOVERED - DAY NURSERY -VARIOUS 8,710.00 6,875.00 (1,835.00) 0708-67810-0000 RECOVERED FROM GYM CLUB - VARIOUS 2,000.00 0.00 (2,000.00) 0708-67902-0000 PUBLIC SKATING 2,500.00 1,488.70 (1,011.30) 0708-67903-0000 FIGURE SKATING 48,000.00 30,197.07 (17,802.93) 0708-67904-0000 JUNIOR "C" HOCKEY 18,000.00 13,205.13 (4,794.87) 0708-67905-0000 SPECIAL EVENTS 1,500.00 53.10 (1,446.90) 0708-67906-0000 MINOR HOCKEY 208,000.00 169,431.82 (38,568.18) 0708-67907-0000 WILDCAT HOCKEY 45,000.00 39,218.35 (5,781.65) 0708-67909-0000 ICE RENTALS 265,000.00 233,710.85 (31,289.15) 0708-67910-0000 HALL RENTALS 30,000.00 17,595.99 (12,404.01) 0708-67911-0000 REVENUE - FOOD SERVICES CONTRACT 17,500.00 8,673.05 (8,826.95) 0708-67912-0000 PRO SHOP RENTAL 1,800.00 1,600.00 (200.00) 0708-67914-0000 VENDING MACHINES 7,000.00 3,655.56 (3,344.44) 0708-67915-0000 REVENUE FROM ADVERTISING 45,000.00 39,583.14 (5,416.86) 0708-67916-0000 REVENUE FROM FITNESS CLUB 30,000.00 31,797.37 1,797.37 0708-67917-0000 REVENUE FROM SPONSORSHIPS 2,200.00 6,681.40 4,481.40 0708-67918-0000 COMMUNITY COMPLEX-FANSHAWE OFFICE RENTAL 0.00 10,000.02 10,000.02 0708-67926-0000 REVENUE - ELECTRONIC BILLBOARDS 1,500.00 450.00 (1,050.00) 0708-67998-0000 REVENUE FROM EQUIPMENT 25,000.00 0.00 (25,000.00) 0708-67999-0000 MISCELLANEOUS 0.00 (12.44) (12.44) Total Revenues $771,435.00 $621,079.11 ($150,355.89) Expenditures 0708-83250-0000 SOUTHWOOD ARENA $1,554,730.00 $1,414,165.30 ($140,564.70) 0708-83531-0300 FANSHAWE COLLEGE - BUILDING & EQUIPMENT REPAI $1,500.00 $0.00 ($1,500.00) 0708-83532-0300 GOOD BEGINNINGS - REPAIRS & SNOW REMOVAL $10,000.00 $5,800.07 ($4,199.93) 0708-83533-0000 COMPLEX COMMON AREA $14,900.00 $8,688.54 ($6,211.46) 0708-90000-0000 COMMUNITY COMPLEX - EQUIPMENT $0.00 ($2,448.45) ($2,448.45) Total Expenditures Dept 0708 $1,581,130.00 $1,426,205.46 ($154,924.54) Date: 12/4/2014 The City Of Woodstock Page: 31 Time: 11:21:57 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Total Revenues Dept 0708 ($771,435.00) ($621,079.11) $150,355.89 Net Expenditures Dept 0708 $809,695.00 $805,126.35 ($4,568.65) Date: 12/4/2014 The City Of Woodstock Page: 32 Time: 11:21:57 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0711-63095-0000 WAG - EMPLOYMENT INCENTIVE GRANTS $5,000.00 $3,104.17 ($1,895.83) 0711-63097-0000 WAG - GOVERNMENT GRANTS 15,500.00 0.00 (15,500.00) 0711-69702-0000 WAG - GIFT SHOP REVENUES 2,000.00 1,814.05 (185.95) 0711-69703-0000 DONATION FRIENDS OF GALLERY - GIFT SHOP SUPPL 0.00 2,000.00 2,000.00 0711-69710-0000 WAG - GIFT CERTIFICATES 0.00 60.00 60.00 0711-69732-0000 WAG - MEMBERSHIP DUES 4,500.00 4,658.02 158.02 0711-69733-0000 WAG - ART RENTALS 500.00 1,310.51 810.51 0711-69734-0000 WAG - FACILITY RENTALS 2,000.00 1,004.75 (995.25) 0711-69736-0000 SALE OF ARTISTS WORK 2,000.00 1,805.38 (194.62) 0711-69737-0000 TRANS FROM CATALOGUE RESERVE 15,000.00 500.00 (14,500.00) 0711-69739-0000 MISCELLANEOUS REVENUE 0.00 (30.00) (30.00) 0711-69740-0450 WAG - PROGRAMS - SCHOOLS 8,000.00 7,607.46 (392.54) 0711-69740-0451 WAG - PROGRAMS - PUBLIC 12,000.00 8,527.51 (3,472.49) 0711-69740-0453 WAG - PROGRAMS - TOURS 1,000.00 0.00 (1,000.00) 0711-69740-0455 WAG - PROGRAMS - SUMMER CAMP 7,000.00 9,224.00 2,224.00 0711-69740-0456 WAG - PROGRAMS - FILM SERIES 15,000.00 16,042.45 1,042.45 0711-69743-0401 WAG - DONATIONS - INDIVIDUAL 2,000.00 9,869.46 7,869.46 0711-69743-0402 WAG - DONATIONS - CORPORATE 2,500.00 200.00 (2,300.00) 0711-69743-0403 WAG - SPONSORSHIPS 2,000.00 600.00 (1,400.00) 0711-69743-0404 WAG - DONATIONS - FOUNDATIONS 10,000.00 0.00 (10,000.00) 0711-69745-0000 WAG - FUNDRAISING EVENTS 1,000.00 1,415.23 415.23 0711-69747-0459 WAG - EXHIBITIONS 1,500.00 3,166.37 1,666.37 Total Revenues $108,500.00 $72,879.36 ($35,620.64) Expenditures 0711-83705-0000 ART GALLERY $354,430.00 $306,813.60 ($47,616.40) 0711-83708-0000 ART GALLERY - BUILDING EXPENSES $107,000.00 $78,542.68 ($28,457.32) 0711-83709-0000 ART GALLERY - OPERATION EXPENSES $28,500.00 $11,433.52 ($17,066.48) 0711-83711-0000 ART GALLERY - PROGRAMMING EXPENSES $72,200.00 $38,381.46 ($33,818.54) 0711-83712-0000 ART GALLERY - CURATORIAL EXPENSES $31,500.00 $16,737.34 ($14,762.66) 0711-83713-0000 ART GALLERY - EXHIBITION EXPENSES $66,000.00 $42,226.17 ($23,773.83) Date: 12/4/2014 The City Of Woodstock Page: 33 Time: 11:22:01 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Total Expenditures Dept 0711 $659,630.00 $494,134.77 ($165,495.23) Total Revenues Dept 0711 ($108,500.00) ($72,879.36) $35,620.64 Net Expenditures Dept 0711 $551,130.00 $421,255.41 ($129,874.59) Date: 12/4/2014 The City Of Woodstock Page: 34 Time: 11:22:01 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0712-69301-0000 MARKET CENTRE RENTALS - EAST END $10,000.00 $9,114.88 ($885.12) 0712-69310-0000 RECOV. FROM WLT - UTILITY COSTS $11,000.00 $8,250.10 ($2,749.90) 0712-69311-0000 RECOV. FROM WLT - CUSTODIAL COSTS 0.00 300.00 300.00 Total Revenues $21,000.00 $17,664.98 ($3,335.02) Expenditures 0712-84240-0000 MARKET CENTRE $86,050.00 $68,629.26 ($17,420.74) Total Expenditures Dept 0712 $86,050.00 $68,629.26 ($17,420.74) Total Revenues Dept 0712 ($21,000.00) ($17,664.98) $3,335.02 Net Expenditures Dept 0712 $65,050.00 $50,964.28 ($14,085.72) Date: 12/4/2014 The City Of Woodstock Page: 35 Time: 11:22:01 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 1101-65103-0000 MARKETING - SALES EXTERNAL $60,000.00 $53,642.00 ($6,358.00) 1101-65104-0000 MARKETING - SALES - INTERNAL 50,000.00 47,880.00 (2,120.00) Total Revenues $110,000.00 $101,522.00 ($8,478.00) Expenditures 1101-71501-0000 MARKETING ADMINISTRATION $271,450.00 $265,032.84 ($6,417.16) Total Expenditures Dept 1101 $271,450.00 $265,032.84 ($6,417.16) Total Revenues Dept 1101 ($110,000.00) ($101,522.00) $8,478.00 Net Expenditures Dept 1101 $161,450.00 $163,510.84 $2,060.84 Date: 12/4/2014 The City Of Woodstock Page: 36 Time: 11:22:05 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 1102-63065-0000 FEDERAL GRANT-CANADA DAY (HERITAGE) $0.00 $4,000.00 $4,000.00 1102-67408-0000 VICTORIA DAY REVENUES 10,000.00 8,145.18 (1,854.82) 1102-67412-0000 CANADA DAY REVENUES 2,000.00 5,085.72 3,085.72 1102-67413-0000 COWAPOLOOZA REVENUES 35,000.00 42,427.77 7,427.77 1102-67418-0000 DONATIONS - TOYOTA CANADA DAY FIREWORKS 10,000.00 10,000.00 0.00 1102-67421-0000 WDST DAY AT ROGERS CENTRE - TICKET SALES 0.00 53,103.56 53,103.56 1102-67422-0000 WDST DAY AT ROGERS CENTRE - SPONSORSHIPS 0.00 2,880.53 2,880.53 Total Revenues $57,000.00 $125,642.76 $68,642.76 Expenditures 1102-71521-0315 SPECIAL EVENTS - ADVERTISING $11,500.00 $6,583.97 ($4,916.03) 1102-83177-0101 WINTER LIGHTS - FULL TIME WAGES $23,000.00 $4,332.00 ($18,668.00) 1102-83178-0315 CITY BEAUTIFUL AWARDS - ADVERTISING $7,400.00 $1,545.68 ($5,854.32) 1102-83490-0101 VICTORIA DAY - FULL TIME SALARIES $48,600.00 $37,258.95 ($11,341.05) 1102-83491-0101 COWAPOLOOZA - FULL TIME WAGES $64,000.00 $69,803.52 $5,803.52 1102-83492-0101 CANADA DAY - FULL TIME WAGES $35,500.00 $32,563.24 ($2,936.76) 1102-83493-0103 SPORTS HALL OF FAME - PARTTIME WAGES $7,000.00 $5,290.51 ($1,709.49) 1102-83494-0103 SPECIAL EVENTS - PART TIME WAGES $10,000.00 $3,438.32 ($6,561.68) 1102-83495-0315 WDST DAY AT ROGERS CENTRE - ADVERTISING $5,000.00 $50,494.55 $45,494.55 1102-83496-0102 REMEMBRANCE DAY - OVERTIME $3,600.00 $1,049.96 ($2,550.04) Total Expenditures Dept 1102 $215,600.00 $212,360.70 ($3,239.30) Total Revenues Dept 1102 ($57,000.00) ($125,642.76) ($68,642.76) Net Expenditures Dept 1102 $158,600.00 $86,717.94 ($71,882.06) Date: 12/4/2014 The City Of Woodstock Page: 37 Time: 11:22:05 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0800-69676-0000 ECONOMIC DEVELOPMENT SUPPORT - COUNTY $26,500.00 $1,500.00 ($25,000.00) 0800-69680-0000 REVENUE - TRADE SHOW OFFSET - SOMA 9,000.00 2,000.00 (7,000.00) 0800-69691-0000 SALE OF INDUSTRIAL DIRECTORIES 0.00 39.81 39.81 Total Revenues $35,500.00 $3,539.81 ($31,960.19) Expenditures 0800-84230-0000 DEVELOPMENT DEPARTMENT $562,470.00 $479,700.44 ($82,769.56) Total Expenditures Dept 0800 $562,470.00 $479,700.44 ($82,769.56) Total Revenues Dept 0800 ($35,500.00) ($3,539.81) $31,960.19 Net Expenditures Dept 0800 $526,970.00 $476,160.63 ($50,809.37) Date: 12/4/2014 The City Of Woodstock Page: 38 Time: 11:22:05 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0801-69309-0000 LAND SALES $1,500,000.00 $294,882.50 ($1,205,117.50) 0801-69676-0000 RENTAL INCOME - INDUSTRIAL LAND 20,000.00 4,525.00 (15,475.00) 0801-69684-0000 TRANS. FROM INDUS. LAND R.F. 35,000.00 0.00 (35,000.00) 0801-69694-0000 TRANS. FROM INDUS. SIGNAGE RES 9,000.00 0.00 (9,000.00) Total Revenues $1,564,000.00 $299,407.50 ($1,264,592.50) Expenditures 0801-84231-0305 COSTS RELATED TO LAND SALES $75,000.00 $40,853.89 ($34,146.11) 0801-84231-0317 INDUSTRIAL SIGNAGE 9,000.00 473.19 (8,526.81) 0801-84231-0354 OTHER LAND RELATED COSTS 35,000.00 4,770.46 (30,229.54) 0801-84231-0712 PROV. FOR INDUST. LAND RES. FUND 1,445,000.00 0.00 (1,445,000.00) 84231 Total $1,564,000.00 $46,097.54 ($1,517,902.46) Total Expenditures Dept 0801 $1,564,000.00 $46,097.54 ($1,517,902.46) Total Revenues Dept 0801 ($1,564,000.00) ($299,407.50) $1,264,592.50 Net Expenditures Dept 0801 $0.00 ($253,309.96) ($253,309.96) Date: 12/4/2014 The City Of Woodstock Page: 39 Time: 11:22:07 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 0802-69601-0000 PROVINCE - BUSINESS ENTERPRISE CENTRE $80,000.00 $23,000.00 ($57,000.00) 0802-69603-0000 BUS ENTERPRISE - PARTNERS CONTRIBUTION 250.00 0.00 (250.00) 0802-69604-0000 REVENUE - BRIDGES TO BETTER BUSINESS 7,500.00 0.00 (7,500.00) 0802-69605-0000 REVENUE - SUMMER COMPANY 9,500.00 6,750.00 (2,750.00) 0802-69609-0000 REV - SMALL BUSINESS SEMINARS 1,800.00 1,143.00 (657.00) 0802-69612-0000 REVENUE - BUSINESS SERVICE FEES 500.00 0.00 (500.00) 0802-69614-0000 PROVINCE - STARTER COMPANY 0.00 72,000.00 72,000.00 Total Revenues $99,550.00 $102,893.00 $3,343.00 Expenditures 0802-84236-0000 SMALL BUSINESS CENTRE $173,350.00 $132,281.60 ($41,068.40) Total Expenditures Dept 0802 $173,350.00 $132,281.60 ($41,068.40) Total Revenues Dept 0802 ($99,550.00) ($102,893.00) ($3,343.00) Net Expenditures Dept 0802 $73,800.00 $29,388.60 ($44,411.40) Date: 12/4/2014 The City Of Woodstock Page: 40 Time: 11:22:12 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues Total Revenues $0.00 $0.00 $0.00 Expenditures 0900-71214-0000 HUMAN RESOURCES DEPARTMENT $590,510.00 $518,861.82 ($71,648.18) 0900-71257-0300 LONG SERVICE & SAFE DRIVING PROGRAM $2,500.00 $1,250.00 ($1,250.00) Total Expenditures Dept 0900 $593,010.00 $520,111.82 ($72,898.18) Total Revenues Dept 0900 $0.00 $0.00 $0.00 Net Expenditures Dept 0900 $593,010.00 $520,111.82 ($72,898.18) Date: 12/4/2014 The City Of Woodstock Page: 41 Time: 11:22:23 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 1000-63069-0000 GRANT - SOUTHERN ONT LIBRARY SERVICE $0.00 $46.24 $46.24 1000-63076-0000 SERVICE ONTARIO FUNDING 500.00 0.00 (500.00) 1000-63082-0000 REVENUE-PROVINCE OF ONTARIO- 54,860.00 2,668.00 (52,192.00) 1000-63090-0000 LIBRARY - COMMUNITY EMPLOYMENT CENTRE GRANT 1,000.00 1,522.00 522.00 1000-69701-0000 LIBRARY-DONATIONS 3,000.00 2,666.22 (333.78) 1000-69702-0000 REVENUE-PHOTOCOPYING- 3,500.00 3,276.95 (223.05) 1000-69703-0000 REVENUE-FINES, FEES- 37,500.00 34,943.79 (2,556.21) 1000-69705-0000 LIBRARY-GIFT SHOP SALES 1,000.00 1,402.15 402.15 1000-69706-0000 REVENUE-INTEREST EARNED- 600.00 825.55 225.55 1000-69707-0000 NON-RESIDENT FEES- 14,000.00 8,070.00 (5,930.00) 1000-69708-0000 MISCELLANEOUS REVENUE- 1,000.00 0.25 (999.75) 1000-69709-0000 REVENUE-PROGRAMMES- 3,000.00 2,680.65 (319.35) 1000-69710-0000 LIBRARY-ROOM RENTAL 1,000.00 1,180.00 180.00 1000-69715-0000 ONTARIO - PAY EQUITY GRANT- 5,300.00 0.00 (5,300.00) 1000-69717-0000 LIBRARY-LOST/DAMAGED ITEMS 3,500.00 4,242.27 742.27 1000-69720-0000 TRANS. FROM DEV. CHARGES - LIBRARY 92,160.00 92,160.00 0.00 1000-69723-0000 TRANS FROM RESERVE - CONSULTANTS SERVICES 7,500.00 0.00 (7,500.00) Total Revenues $229,420.00 $155,684.07 ($73,735.93) Expenditures 1000-83610-0000 LIBRARY $2,334,792.00 $2,009,398.51 ($325,393.49) Total Expenditures Dept 1000 $2,334,792.00 $2,009,398.51 ($325,393.49) Total Revenues Dept 1000 ($229,420.00) ($155,684.07) $73,735.93 Net Expenditures Dept 1000 $2,105,372.00 $1,853,714.44 ($251,657.56) Date: 12/4/2014 The City Of Woodstock Page: 42 Time: 11:22:23 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 1100-69486-0000 PROVINCIAL GRANT - MUNICIPAL ENERGY PROGRAM $0.00 $2,250.00 $2,250.00 1100-69487-0000 C.A.O. - TRANS FROM FEDERAL GAS TAX 50,000.00 0.00 (50,000.00) 1100-69489-0000 TRANSFER FROM INDUSTRIAL LAND RES FUND 150,000.00 150,000.00 0.00 1100-69490-0000 TRANSFER FROM HYDRO RESERVE FUND 0.00 115,849.24 115,849.24 Total Revenues $200,000.00 $268,099.24 $68,099.24 Expenditures 1100-71211-0000 C.A.O. $553,090.00 $815,874.28 $262,784.28 Total Expenditures Dept 1100 $553,090.00 $815,874.28 $262,784.28 Total Revenues Dept 1100 ($200,000.00) ($268,099.24) ($68,099.24) Net Expenditures Dept 1100 $353,090.00 $547,775.04 $194,685.04 Date: 12/4/2014 The City Of Woodstock Page: 43 Time: 11:22:26 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 1200-69326-0000 TRANS FROM RESERVE - CIVIC RECEPTION $5,500.00 $0.00 ($5,500.00) Total Revenues $5,500.00 $0.00 ($5,500.00) Expenditures 1200-71110-0000 COUNCIL $317,436.00 $256,370.77 ($61,065.23) 1200-71114-0000 JIM NORTHCOTT - EXPENSES $2,175.00 $698.47 ($1,476.53) 1200-71115-0000 PAT SOBESKI - EXPENSES $2,175.00 $1,270.24 ($904.76) 1200-71116-0000 DEB TAIT - EXPENSES $2,175.00 $492.16 ($1,682.84) 1200-71117-0000 SANDRA TALBOT - EXPENSES $2,175.00 $529.89 ($1,645.11) 1200-71118-0000 R. FRASER - EXPENSES $2,175.00 $1,819.27 ($355.73) 1200-71119-0000 B. BES - EXPENSES $2,175.00 $650.01 ($1,524.99) 1200-71120-0000 P. PLANT - EXPENSES $2,175.00 $809.08 ($1,365.92) 1200-71130-0383 MEETING INVESTIGATOR - SERVICES $1,500.00 $1,424.64 ($75.36) 1200-71253-0000 COUNCIL - AWARDS OF EXCELLENCE $750.00 $0.00 ($750.00) 1200-71254-0000 COUNCIL - SISTER CITIES $5,000.00 $3,222.16 ($1,777.84) 1200-71256-0000 COUNCIL - CIVIC RECEPTION $7,000.00 $0.00 ($7,000.00) Total Expenditures Dept 1200 $346,911.00 $267,286.69 ($79,624.31) Total Revenues Dept 1200 ($5,500.00) $0.00 $5,500.00 Net Expenditures Dept 1200 $341,411.00 $267,286.69 ($74,124.31) Date: 12/4/2014 The City Of Woodstock Page: 44 Time: 11:23:01 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 1201-69319-0000 TRANS FROM BRICK WETLAND RESERVE $1,250.00 $0.00 ($1,250.00) 1201-69321-0000 REVENUE - LEISURE FAIR 1,200.00 1,172.40 (27.60) Total Revenues $2,450.00 $1,172.40 ($1,277.60) Expenditures 1201-71262-0000 HERITAGE WOODSTOCK $17,000.00 $12,972.70 ($4,027.30) 1201-71265-0000 ACCESSIBILITY COMMITTEE $16,500.00 $8,329.94 ($8,170.06) 1201-71266-0170 REC ADVISORY COMM - MEETINGS & LUNCHEONS $6,700.00 $1,416.99 ($5,283.01) 1201-80423-0000 ENVIRONMENTAL COMMITTEE $14,750.00 $5,870.40 ($8,879.60) 1201-83179-0000 ART GALLERY ADVISORY COMMITTEE- $6,500.00 $324.37 ($6,175.63) 1201-83180-0172 YOUTH ADVISORY COMMITTEE - MILEAGE $4,250.00 $113.91 ($4,136.09) 1201-84230-0489 WEDAC CONFERENCES & SEMINARS $2,000.00 $281.37 ($1,718.63) Total Expenditures Dept 1201 $67,700.00 $29,309.68 ($38,390.32) Total Revenues Dept 1201 ($2,450.00) ($1,172.40) $1,277.60 Net Expenditures Dept 1201 $65,250.00 $28,137.28 ($37,112.72) Date: 12/4/2014 The City Of Woodstock Page: 45 Time: 11:23:06 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Revenues 1300-69304-0000 VITAL STATISTICS $40,000.00 $50,115.00 $10,115.00 1300-69305-0000 LICENCES- 40,000.00 48,801.74 8,801.74 1300-69306-0932 RENT - COUNCIL CHAMBERS - POA 250.00 0.00 (250.00) 1300-69306-0942 RENT - DAIRY CAPITAL CHEESE SHOPPE 1,200.00 1,200.00 0.00 1300-69308-0000 SALE OF CITY OWNED PROPERTY 5,000.00 0.00 (5,000.00) 1300-69311-0000 TRANSFERRED FROM ELECTION RESERVE 45,000.00 0.00 (45,000.00) 1300-69320-0000 FEES - COMMISSIONING/FREEDOM OF INFO 5,000.00 6,208.15 1,208.15 1300-69321-0000 REVENUE - COMMITTEE OF ADJUSTMENT 10,000.00 7,600.00 (2,400.00) 1300-69406-0000 DOG TAGS 32,000.00 27,633.00 (4,367.00) 1300-69495-0000 SALE OF OBSOLETE EQUIPMENT 100.00 26.53 (73.47) Total Revenues $178,550.00 $141,584.42 ($36,965.58) Expenditures 1300-71210-0000 GENERAL ADMINISTRATION $956,200.00 $818,720.54 ($137,479.46) 1300-71219-0000 CLERK'S DEPARTMENT $521,980.00 $456,506.84 ($65,473.16) 1300-71220-0000 CITY HALL $216,010.00 $181,449.62 ($34,560.38) 1300-71263-0000 ANIMAL TAG EXPENSE $800.00 $824.84 $24.84 1300-71266-0000 MARRIAGE LICENSE EXPENSE $14,400.00 $14,400.00 $0.00 1300-72301-0404 ANIMAL CONTROL-CONTRACTS $130,000.00 $101,451.14 ($28,548.86) 1300-74910-0000 CROSSING GUARDS $246,320.00 $230,182.06 ($16,137.94) Total Expenditures Dept 1300 $2,085,710.00 $1,803,535.04 ($282,174.96) Total Revenues Dept 1300 ($178,550.00) ($141,584.42) $36,965.58 Net Expenditures Dept 1300 $1,907,160.00 $1,661,950.62 ($245,209.38) Date: 12/4/2014 The City Of Woodstock Page: 46 Time: 11:23:07 AM COUNCIL STATEMENT TO NOVEMBER 30, 201 For All Segment1s 2014 REVENUE ACTUAL Account Description BUDGET Y.T.D. DIFFERENCE Total Expenditures - All Departments $98,797,364.00 $84,582,376.37 ($14,214,987.63) Total Revenues - All Departments ($98,797,364.00) ($97,532,176.56) $1,265,187.44 Total Net Expenditures-All Departments $0.00 ($12,949,800.19) ($12,949,800.19) Date: 04/12/2014 The City Of Woodstock Page 1 Time: 1:01:23 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. COMPUTER EQUIPMENT 0100-12709-0000 COMPUTER EQUIPMENT REPLACEMENT $331,000.00 0.00 0.00 331,000.00 $133,582.82 197,417.18 40.36% 0100-13409-0000 SECURITY CAMERAS VARIOUS $5,000.00 0.00 0.00 5,000.00 $0.00 5,000.00 0.00% TOTAL COMPUTER 336,000.00 0.00 0.00 336,000.00 133,582.82 202,417.18 39.76 Date: 04/12/2014 The City Of Woodstock Page: 2 Time: 1:01:29 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. FLEET AND EQUIPMENT 0100-13509-0000 PW - REPLACE 1/2 TON $50,000.00 0.00 0.00 50,000.00 $49,737.06 262.94 99.47% 0100-13510-0000 PW - REPLACE SWEEPER $245,000.00 0.00 0.00 245,000.00 $0.00 245,000.00 0.00% 0100-13511-0000 PW - REPLACE PLOW TRUCK $302,000.00 0.00 0.00 302,000.00 $10,312.20 291,687.80 3.42% 0100-13512-0000 PW - NEW TRACKLESS ATTACHMENTS $19,000.00 0.00 0.00 19,000.00 $18,076.65 923.35 95.14% 0100-13513-0000 PW - LATERAL SERVICE TRAILER $12,000.00 0.00 0.00 12,000.00 $10,758.96 1,241.04 89.66% 0100-13420-0000 PUBLIC WORKS FUEL TANKS $345,000.00 181,940.86 0.00 526,940.86 $174,485.38 352,455.48 33.11% 0100-13514-0000 PARKS REPLACE 17' WIDE MOWER $85,000.00 0.00 0.00 85,000.00 $78,253.44 6,746.56 92.06% 0100-13287-0000 PARKS PICK UP TRUCKS $50,000.00 0.00 0.00 50,000.00 $52,438.40 (2,438.40) 104.88% 0100-13515-0000 PARKS - NEW SNOW BLADE FOR JD 5085 $14,000.00 0.00 0.00 14,000.00 $0.00 14,000.00 0.00% 0100-13516-0000 PW - HYDRANT CUT OFF SAW $20,000.00 0.00 0.00 20,000.00 $0.00 20,000.00 0.00% 0100-13518-0000 PARKS - REPLACE ONE TON TRUCK $75,000.00 0.00 0.00 75,000.00 $53,876.83 21,123.17 71.84% TOTAL FLEET AND EQUIPMENT 1,217,000.00 181,940.86 0.00 1,398,940.86 447,938.92 951,001.94 32.02 Date: 04/12/2014 The City Of Woodstock Page: 3 Time: 1:02:03 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. TRAFFIC SIGNALS & CROSSING PROTECTION 0100-13166-0000 REPAIRS TO SIGNALIZED INTERSECTONS $75,000.00 30,007.50 0.00 105,007.50 $17,774.42 87,233.08 16.93% TOTAL TRAFFIC SIGNALS & CROSSING PROTECTION $75,000.00 30,007.50 0.00 105,007.50 $17,774.42 87,233.08 16.93% Date: 04/12/2014 The City Of Woodstock Page: 4 Time: 1:02:06 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. ROADS 0100-13423-0000 SIDEWALK CONSTRUCTION $25,000.00 0.00 0.00 25,000.00 $13,302.94 11,697.06 53.21% 0100-13424-0000 ASPHALT RESURFACING $1,440,000.00 608,559.85 0.00 2,048,559.85 $1,266,880.36 781,679.49 61.84% 0100-13425-0000 SURFACE ASPHALT $180,000.00 100,000.00 0.00 280,000.00 $6,440.97 273,559.03 2.30% 0100-13519-0000 BRANT WELLINGTON TO HURON $460,000.00 0.00 0.00 460,000.00 $1,050,361.86 (590,361.86) 228.34% 0100-13520-0000 FAIR - WELLINGTON TO RIVERCREST $160,000.00 0.00 0.00 160,000.00 $281,573.06 (121,573.06) 175.98% 0100-13329-0000 LYNDALE CRES RECONSTRUCTION $375,000.00 0.00 0.00 375,000.00 $596,023.26 (221,023.26) 158.94% 0100-13521-0000 MARLBORO - NELSON TO DUNDAS $165,000.00 0.00 0.00 165,000.00 $510,233.53 (345,233.53) 309.23% 0100-13522-0000 NELSON - HURON TO MARLBORO $215,000.00 0.00 0.00 215,000.00 $6,688.04 208,311.96 3.11% 0100-13523-0000 SIXTH AVE ST. ANDREWS TO MILL $440,000.00 0.00 0.00 440,000.00 $895,911.28 (455,911.28) 203.62% 0100-13524-0000 SPRINGBANK NELLIS TO JAMES $500,000.00 0.00 0.00 500,000.00 $135,252.88 364,747.12 27.05% 0100-13525-0000 SYDENHAM KNIGHTSBRIDGE TO NELSON $375,000.00 0.00 0.00 375,000.00 $363.71 374,636.29 0.10% 0100-13429-0000 VIDEO INSPECTION OF STORM SEWERS $50,000.00 29,030.14 0.00 79,030.14 $141,409.15 (62,379.01) 178.93% 0100-13246-0000 DUNDAS MEDIAN CROSSOVER $20,000.00 0.00 0.00 20,000.00 $0.00 20,000.00 0.00% 0100-13336-0000 PUBLIC WORKS SWM POND $450,000.00 174,069.32 0.00 624,069.32 $4,947.94 619,121.38 0.79% 0100-13432-0000 CHURCH OF THE EPHIPHANY PARKING LOT $140,000.00 0.00 0.00 140,000.00 $0.00 140,000.00 0.00% 0100-13433-0000 WARWICK FLOODING REMEDIATION $130,000.00 0.00 0.00 130,000.00 $53,193.62 76,806.38 40.92% 0100-13434-0000 NORWICH FLOODING REMEDIATION $96,000.00 0.00 0.00 96,000.00 $53,950.97 42,049.03 56.20% 0100-13526-0000 SOUTHSIDE POND CEDAR CREEK IMPROV $160,000.00 25,000.00 0.00 185,000.00 $43,637.54 141,362.46 23.59% 0100-13527-0000 PEEL & FINKLE ST PARKING LOT $90,000.00 0.00 0.00 90,000.00 $213.10 89,786.90 0.24% Date: 04/12/2014 The City Of Woodstock Page: 5 Time: 1:03:15 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. 0100-13528-0000 CANROBERT STORM SEWER REPAIR $30,000.00 0.00 0.00 30,000.00 $6,371.60 23,628.40 21.24% TOTAL ROADS $5,501,000.00 936,659.31 0.00 6,437,659.31 $5,066,755.81 1,370,903.50 78.71% Date: 04/12/2014 The City Of Woodstock Page: 6 Time: 1:03:19 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. DEVELOPMENT COSTS 0100-13435-0000 PARKINSON RD WATERMAIN EXTENSION $35,000.00 0.00 0.00 35,000.00 $0.00 35,000.00 0.00% 0100-12424-0000 SPRINGBANK AVENUE WIDENING $15,000.00 0.00 0.00 15,000.00 $0.00 15,000.00 0.00% 0100-13439-0000 STORM POND REHABILITATION - COMMERCE WAY $410,000.00 145,862.20 0.00 555,862.20 $36,287.33 519,574.87 6.53% 0100-13441-0000 NEW CITY ENTRANCE SIGNS $15,000.00 0.00 0.00 15,000.00 $1,526.40 13,473.60 10.18% 0100-13341-0000 HARTLEY ROAD FARM TO SALLY CREEK $50,000.00 0.00 0.00 50,000.00 $0.00 50,000.00 0.00% 0100-12507-0000 LUNOR GROUP BYSHAM PARK FRONTAGE $13,000.00 0.00 0.00 13,000.00 $0.00 13,000.00 0.00% 0100-13530-0000 SUMMIT ESTATES SUBDIVISION $22,000.00 0.00 0.00 22,000.00 $0.00 22,000.00 0.00% 0100-13531-0000 HARTLEY FARM EXTRA RD WIDENING $43,000.00 0.00 0.00 43,000.00 $0.00 43,000.00 0.00% 0100-13532-0000 LAND SERVICING - MIT-STEEL $122,000.00 0.00 0.00 122,000.00 $97,674.10 24,325.90 80.06% TOTAL DEVELOPMENT COSTS 725,000.00 145,862.20 0.00 870,862.20 135,487.83 735,374.37 15.56 Date: 04/12/2014 The City Of Woodstock Page: 7 Time: 1:03:47 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. COSTS RECOVERABLE FROM DEVELOPERS 0100-13443-0000 HARTLEY FARM STREET CONSTRUCTION $170,000.00 0.00 0.00 170,000.00 $0.00 170,000.00 0.00% 0100-13505-0000 LAMPMAN PLACE EXTENSION $110,000.00 0.00 0.00 110,000.00 $8,821.99 101,178.01 8.02% 0100-13346-0000 SWM EA & CONSTRUCTION DEVONSHIRE & CR4 $59,000.00 0.00 0.00 59,000.00 $0.00 59,000.00 0.00% 0100-13533-0000 HARTLEY FARM WATERMAIN $35,000.00 0.00 0.00 35,000.00 $0.00 35,000.00 0.00% 0100-13534-0000 SANI SERVICING DEVONSHIRE & CTY 4 PROPERTIES $25,000.00 0.00 0.00 25,000.00 $0.00 25,000.00 0.00% TOTAL RECOVERABLE FROM DEVELOPERS 399,000.00 0.00 0.00 399,000.00 8,821.99 390,178.01 2.21 Date: 04/12/2014 The City Of Woodstock Page: 8 Time: 1:04:02 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. STREET LIGHTING 0100-13348-0000 STREET LIGHTS VARIOUS $107,000.00 96,133.23 0.00 203,133.23 $35,070.19 168,063.04 17.27% 0100-13098-0000 ENERGY EFFICIENT STREET LIGHTING $50,000.00 0.00 0.00 50,000.00 $0.00 50,000.00 0.00% 0100-13446-0000 NEW ST LIGHTS CARDINAL & WOODALL $210,000.00 77,509.80 0.00 287,509.80 $2,462.85 285,046.95 0.86% 0100-13506-0000 STREET LIGHTS DUNDAS - HURON & BEALE $110,000.00 0.00 0.00 110,000.00 $2,103.38 107,896.62 1.91% 0100-13535-0000 STREET LIGHTS DUNDAS 11TH LINE & TRAIN TRACKS $80,000.00 0.00 0.00 80,000.00 $6,613.13 73,386.87 8.27% TOTAL SIGNAL LIGHTING 557,000.00 173,643.03 0.00 730,643.03 46,249.55 684,393.48 6.33 Date: 04/12/2014 The City Of Woodstock Page: 9 Time: 1:04:17 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. MUNICIPAL BUILDINGS, REPAIRS & MAINTENANCE 0100-12189-0000 GENERAL HEATING REPAIRS $30,000.00 2,383.34 0.00 32,383.34 $31,673.79 709.55 97.81% 0100-12795-0000 GENERAL ROOF REPAIRS $20,000.00 0.00 0.00 20,000.00 $26,991.52 (6,991.52) 134.96% 0100-13012-0000 MASONRY REPAIRS - VARIOUS $20,000.00 0.00 0.00 20,000.00 $11,905.92 8,094.08 59.53% 0100-13536-0000 REPAIR STAIR TREADS CITY HALL $6,000.00 0.00 0.00 6,000.00 $4,986.24 1,013.76 83.10% 0100-13537-0000 REPLACE INTERIOR DOOR - CITY HALL $5,000.00 0.00 0.00 5,000.00 $2,238.72 2,761.28 44.77% 0100-13538-0000 SOUTHSIDE POOL RETROFIT BASIN & DECK $150,000.00 0.00 0.00 150,000.00 $16,941.88 133,058.12 11.30% 0100-13539-0000 REPLACE HEATER SOUTHSIDE AQUATIC CENTRE $32,000.00 0.00 0.00 32,000.00 $33,318.16 (1,318.16) 104.12% 0100-13540-0000 SOUTHSIDE POOL STORAGE ROOM ADDITION $120,000.00 0.00 0.00 120,000.00 $7,923.88 112,076.12 6.60% 0100-13541-0000 SOUTHSIDE POOL INTERIOR DOORS $15,000.00 0.00 0.00 15,000.00 $3,816.00 11,184.00 25.44% 0100-13542-0000 PW - REROOF SALT DOME $50,000.00 0.00 0.00 50,000.00 $23,566.60 26,433.40 47.13% 0100-13455-0000 PUBLIC WORKS GARAGE EXHAUST UPGRADES $40,000.00 27,430.56 0.00 67,430.56 $42,548.52 24,882.04 63.10% 0100-13453-0000 PUBLIC WORKS NEW WASH BUILDING $60,000.00 0.00 0.00 60,000.00 $4,172.16 55,827.84 6.95% 0100-13543-0000 SOUTHSIDE PARK DEMOLISH STORAGE BUILDING $10,000.00 0.00 0.00 10,000.00 $0.00 10,000.00 0.00% 0100-13544-0000 MUSEUM CAMERA & SECURITY SYSTEM $25,000.00 0.00 0.00 25,000.00 $20,329.75 4,670.25 81.32% 0100-13545-0000 MARKET CENTRE - INTERIOR RENOVATIONS $10,000.00 0.00 0.00 10,000.00 $0.00 10,000.00 0.00% 0100-13546-0000 SOUTHGATE - HVAC RTU REPLACEMENTS $20,000.00 0.00 0.00 20,000.00 $13,900.42 6,099.58 69.50% 0100-13402-0000 LIBRARY FRONT FACADE RESTORATION $200,000.00 10,000.00 50,000.00 260,000.00 $204,039.99 55,960.01 78.48% 0100-13547-0000 COMMUNITY SERVICES OFFICE HVAC & RTU $25,000.00 0.00 0.00 25,000.00 $18,212.14 6,787.86 72.85% 0100-13548-0000 COMPLEX - VENTILATION UPGRADES $25,000.00 0.00 0.00 25,000.00 $13,716.20 11,283.80 54.87% Date: 04/12/2014 The City Of Woodstock Page: 10 Time: 1:05:16 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. 0100-13468-0000 COMPLEX GREEN PAD LIGHTING $40,000.00 0.00 0.00 40,000.00 $16,327.44 23,672.56 40.82% 0100-13469-0000 COMPLEX RED PAD LIGHTING $100,000.00 0.00 0.00 100,000.00 $33,172.56 66,827.44 33.17% 0100-13470-0000 DAY NURSERY ROOFTOP HVAC $30,000.00 0.00 0.00 30,000.00 $17,825.00 12,175.00 59.42% 0100-13549-0000 POLICE STATION ADDITION $95,000.00 935.97 0.00 95,935.97 $39,050.42 56,885.55 40.71% 0100-13550-0000 PARKINSON FIRE - ROOF ACCESS $5,000.00 0.00 0.00 5,000.00 $11,191.31 (6,191.31) 223.83% 0100-13371-0000 FIRE HALLS - GENERAL PAINTING $13,000.00 0.00 0.00 13,000.00 $0.00 13,000.00 0.00% 0100-13473-0000 CITY HALL PAINT, CARPET & BLINDS $25,000.00 0.00 0.00 25,000.00 $24,302.92 697.08 97.21% 0100-13551-0000 SOUTHGATE FITNESS ROOM RENO $10,000.00 0.00 0.00 10,000.00 $0.00 10,000.00 0.00% 0100-13594-0000 FIRE CONCEPTUAL DESIGN PARKINSON $0.00 0.00 20,000.00 20,000.00 $20,352.00 (352.00) 101.76% TOTAL MUNICIPAL BUILDING PROJECTS 1,181,000.00 40,749.87 70,000.00 ,291,749.87 642,503.54 649,246.33 49.74 Date: 04/12/2014 The City Of Woodstock Page: 11 Time: 1:05:37 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. TRANSIT 0100-13376-0000 NEW BUS SHELTERS $30,000.00 0.00 0.00 30,000.00 $0.00 30,000.00 0.00% 0100-13475-0000 AODA BUS STOP IMPROVEMENTS $10,000.00 0.00 0.00 10,000.00 $1,466.09 8,533.91 14.66% 0100-13552-0000 BUS REPLACEMENT $492,000.00 0.00 0.00 492,000.00 $469,800.48 22,199.52 95.49% TOTAL TRANSIT 532,000.00 0.00 0.00 532,000.00 471,266.57 60,733.43 88.58 Date: 04/12/2014 The City Of Woodstock Page: 12 Time: 1:05:45 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. FIRE 0100-12555-0000 EQUIPMENT FOR BACKUP DISPATCH & 911 $5,000.00 0.00 0.00 5,000.00 $7,478.34 (2,478.34) 149.57% 0100-13553-0000 FIRE - ADDITIONAL SECURITY CAMERAS $6,000.00 0.00 0.00 6,000.00 $6,409.70 (409.70) 106.83% 0100-13554-0000 FIRE - REPLACE POSITIVE PRESSURE FAN $5,000.00 0.00 0.00 5,000.00 $2,024.01 2,975.99 40.48% 0100-13555-0000 FIRE - AIR MONITORING DEVICES $3,000.00 0.00 0.00 3,000.00 $0.00 3,000.00 0.00% 0100-13556-0000 FIRE - AIR PURIFYING RESPIRATOR $6,000.00 0.00 0.00 6,000.00 $2,766.22 3,233.78 46.10% 0100-13557-0000 FIRE - REMOTE AREA LIGHTING $4,000.00 0.00 0.00 4,000.00 $3,510.73 489.27 87.77% 0100-13211-0000 RECORDS MANAGEMENT SYSTEM FIRE $50,000.00 51,065.12 0.00 101,065.12 $0.00 101,065.12 0.00% 0100-13558-0000 FIRE - MOBILE AIR-FILLING STATION $10,000.00 0.00 0.00 10,000.00 $0.00 10,000.00 0.00% 0100-13559-0000 FIRE - REPLACE VENTILATION SAW $4,000.00 0.00 0.00 4,000.00 $2,239.91 1,760.09 56.00% 0100-13560-0000 FIRE -BLUE CARD COMMAND TRAINING $30,000.00 0.00 0.00 30,000.00 $26,403.11 3,596.89 88.01% 0100-13382-0000 REPLACE EXTRADITION TOOLS $15,000.00 0.00 0.00 15,000.00 $14,999.99 0.01 100.00% 0100-13561-0000 FIRE - TRAINING PROPS VEHICLE $7,000.00 0.00 0.00 7,000.00 $0.00 7,000.00 0.00% TOTAL FIRE 145,000.00 51,065.12 0.00 196,065.12 65,832.01 130,233.11 33.58 Date: 04/12/2014 The City Of Woodstock Page: 13 Time: 1:06:17 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. PARKS 0100-12062-0000 REPAIR PARK DRIVES $20,000.00 0.00 0.00 20,000.00 $0.00 20,000.00 0.00% 0100-12900-0000 PLAY STRUCTURE IMPROVEMENTS $190,000.00 2,653.11 0.00 192,653.11 $190,178.11 2,475.00 98.72% 0100-12978-0000 PARK FURNISHINGS $22,000.00 4,832.58 0.00 26,832.58 $26,682.35 150.23 99.44% 0100-13562-0000 BALL DIAMOND STORAGE BOXES, CAGES ETC $25,000.00 0.00 0.00 25,000.00 $24,910.11 89.89 99.64% 0100-12904-0000 NATURALIZATION PROJECTS $8,000.00 3,979.37 0.00 11,979.37 $11,846.54 132.83 98.89% 0100-13563-0000 PARK ROW PARK ATHLETIC PAD RENEWAL $46,000.00 0.00 0.00 46,000.00 $45,226.21 773.79 98.32% 0100-12906-0000 PARK SIGNAGE $11,000.00 13,313.45 0.00 24,313.45 $1,123.43 23,190.02 4.62% 0100-12708-0000 PARKS SMALL EQUIPMENT REPLACEMENT $15,000.00 6,782.61 0.00 21,782.61 $22,003.85 (221.24) 101.02% 0100-13564-0000 SKATEPARK CAMERAS & AMENITIES $21,000.00 0.00 0.00 21,000.00 $5,037.12 15,962.88 23.99% 0100-13143-0000 TRAIL DEVELOPMENT VARIOUS $25,000.00 164,526.49 0.00 189,526.49 $19,748.94 169,777.55 10.42% 0100-13565-0000 131 DUNDAS PROPERTY IMPROVEMENTS $70,000.00 0.00 0.00 70,000.00 $0.00 70,000.00 0.00% 0100-12721-0000 UPGRADES TO MINOR BALL FIELDS $10,000.00 4,053.67 0.00 14,053.67 $12,561.35 1,492.32 89.38% 0100-13295-0000 IRRIGATION SENSOR/CONTROLLER $6,000.00 1,633.50 0.00 7,633.50 $1,874.26 5,759.24 24.55% 0100-13566-0000 COWAN PARK GARDEN FRONT ENTRANCE $6,000.00 0.00 0.00 6,000.00 $6,339.74 (339.74) 105.66% 0100-13217-0000 PARK DEVELOPMENT - LAKEVIEW EAST $225,000.00 23,615.59 0.00 248,615.59 $229,554.32 19,061.27 92.33% 0100-13567-0000 PEDESTRIAN BRIDGE OVER THAMES - EA $60,000.00 0.00 0.00 60,000.00 $0.00 60,000.00 0.00% 0100-13568-0000 COWAN PARK SAFETY FENCING & GATE $19,000.00 1,965.75 0.00 20,965.75 $19,254.71 1,711.04 91.84% 0100-13569-0000 COVERED PICNIC SHELTER $20,000.00 7,273.49 0.00 27,273.49 $2,493.12 24,780.37 9.14% 0100-13570-0000 SECURITY CAMERAS MAIN WASHROOM & CADET BLD $8,000.00 0.00 0.00 8,000.00 $0.00 8,000.00 0.00% Date: 04/12/2014 The City Of Woodstock Page: 14 Time: 1:07:07 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. 0100-13571-0000 SOUTHWOOD SPORTSFIELD ACCESSIBLE WALKWAY $15,000.00 0.00 0.00 15,000.00 $4,302.91 10,697.09 28.69% 0100-13572-0000 HYDRO UPGRADES FOR SPECIAL EVENTS $10,000.00 0.00 0.00 10,000.00 $9,325.82 674.18 93.26% 0100-13573-0000 TREES IN NEW SUBDIVISIONS $70,000.00 0.00 0.00 70,000.00 $3,688.80 66,311.20 5.27% TOTAL PARKS 902,000.00 234,629.61 0.00 ,136,629.61 636,151.69 500,477.92 55.97 Date: 04/12/2014 The City Of Woodstock Page: 15 Time: 1:07:15 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. POOLS 0100-13574-0000 SOUTHSIDE POOL DECK ANTI SLIP RESURFACING $15,000.00 15,000.00 0.00 30,000.00 $0.00 30,000.00 0.00% Date: 04/12/2014 The City Of Woodstock Page: 16 Time: 1:07:18 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. ARENAS 0100-13575-0000 REPLACE BRICKWORK FANSHAWE WALKWAY $25,000.00 0.00 0.00 25,000.00 $0.00 25,000.00 0.00% 0100-13576-0000 GOFF HALL TABLES $10,000.00 0.00 0.00 10,000.00 $0.00 10,000.00 0.00% 0100-13577-0000 CIVIC REPLACE MYCOM CONDENSOR $25,000.00 0.00 0.00 25,000.00 $0.00 25,000.00 0.00% 0100-13578-0000 COMPLEX GREEN PAD SAFETY NETTING $4,000.00 0.00 0.00 4,000.00 $0.00 4,000.00 0.00% TOTAL ARENAS 64,000.00 0.00 0.00 64,000.00 0.00 64,000.00 0.00 Date: 04/12/2014 The City Of Woodstock Page: 17 Time: 1:07:28 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. ART GALLERY 0100-12292-0000 ART AQUISITION $10,000.00 0.00 0.00 10,000.00 $5,000.00 5,000.00 50.00% Date: 04/12/2014 The City Of Woodstock Page: 18 Time: 1:07:43 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. LIBRARY 0100-13579-0000 LIBRARY SAFETY CAMERAS $5,000.00 0.00 0.00 5,000.00 $0.00 5,000.00 0.00% 0100-13580-0000 CEO ADMIN FURNITURE $15,000.00 0.00 0.00 15,000.00 $5,758.42 9,241.58 38.39% 0100-13581-0000 LIBRARY - DISPLAY FURNITURE VARIOUS $26,000.00 0.00 0.00 26,000.00 $0.00 26,000.00 0.00% 0100-13582-0000 LIBRARY EARLY CHILDHOOD LITERACY STATION $4,000.00 0.00 0.00 4,000.00 $3,220.70 779.30 80.52% 0100-13583-0000 CHILDREN'S LIBRARY SHELVING $3,000.00 0.00 0.00 3,000.00 $0.00 3,000.00 0.00% 0100-13584-0000 LIBRARY WIRELESS ACCESS POINT $3,000.00 0.00 0.00 3,000.00 $1,691.25 1,308.75 56.38% 0100-13585-0000 LIBRARY TABLETS $8,000.00 0.00 0.00 8,000.00 $0.00 8,000.00 0.00% 0100-13397-0000 LIBRARY COMPUTER EQUIPMENT $5,000.00 0.00 0.00 5,000.00 $0.00 5,000.00 0.00% 0100-13496-0000 LIBRARY EXPANSION FEASIBILITY STUDY $30,000.00 0.00 0.00 30,000.00 $4,273.92 25,726.08 14.25% TOTAL LIBRARY 99,000.00 0.00 0.00 99,000.00 14,944.29 84,055.71 15.10 Date: 04/12/2014 The City Of Woodstock Page: 19 Time: 1:08:52 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. POLICE 0100-13586-0412 POLICE - E-FINGERPRINT SYSTEM - OTHER CHGS $50,000.00 0.00 0.00 50,000.00 $34,324.17 15,675.83 68.65% Date: 04/12/2014 The City Of Woodstock Page: 20 Time: 1:09:00 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. STRATGIC PLAN INIATIVES 0100-13587-0000 PROMOTIONAL KIOSK $10,000.00 0.00 0.00 10,000.00 $0.00 10,000.00 0.00% 0100-13588-0000 CYCLE MASTER PLAN ROUTES $67,000.00 0.00 0.00 67,000.00 $38,656.26 28,343.74 57.70% 0100-13589-0000 JULIANA & SPRINBANK INTERSECTION IMPROVEMEN $70,000.00 0.00 0.00 70,000.00 $0.00 70,000.00 0.00% 0100-12509-0000 FORMER TRIEMSTRA LANDS $1,700,000.00 324,373.72 0.00 024,373.72 $444,257.09 580,116.63 14.69% 0100-13590-0000 PW RECYCYLING BLDG RENOVATIONS $15,000.00 0.00 0.00 15,000.00 $14,672.85 327.15 97.82% 0100-13591-0000 WAG THIRD FLOOR RENOVATIONS $400,000.00 0.00 0.00 400,000.00 $147,901.96 252,098.04 36.98% 0100-13406-0000 RENOVATIONS 495 DUNDAS (FORMER REG HALL) $500,000.00 0.00 0.00 500,000.00 $30,451.68 469,548.32 6.09% 0100-13386-0000 WOODALL REC COMPLEX $435,000.00 104,473.68 0.00 539,473.68 $110,554.29 428,919.39 20.49% 0100-13592-0000 MUSEUM FLOOR IN GRAND HALL $50,000.00 0.00 0.00 50,000.00 $0.00 50,000.00 0.00% TOTAL STRATEGIC PLAN INIATIVES 3,247,000.00 428,847.40 0.00 675,847.40 786,494.13 889,353.27 16.82 Date: 04/12/2014 The City Of Woodstock Page: 21 Time: 1:10:21 PM CAPITAL PROJECTS TO NOV 30, 2014 2014 CAPITAL MG Prior Other Approvals Total Funds ACTUAL DIFFERENCE % Spent Account Description BUDGET Carryovers & Grants Available Y.T.D. TOTAL 15,055,000.00 ,238,404.90 70,000.00 363,404.90 8,513,127.74 ,850,277.16 46.36 Item B– 1 Engineering Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Douglas Ellis, Deputy City Engineer Re: Amendments to Traffic By-law #8021-04 and Municipal Code Chapter 466 Aim To amend Traffic By-law #8021-04 Schedules “A”, “I”, “K”, “L”, “Q” and “Z” and Municipal Code Chapter 466 to modify restrictions in various areas throughout the city. Background The By-law and Engineering Departments receive several requests each year for changes to the traffic by-law. Each request is reviewed and assessed by staff to determine if remedial action is required. In some circumstances new or more appropriate signage and an amendment to the by-law would alleviate the concerns. The by-law is also updated in response to staff concerns. Comments The following are recommended changes to By-law #8021-04: • Schedule “A” – No Parking At Any Time Delete: The west side of Broadway Street from Queen Street to Brock Street. Add: The southwest side of Broadway Street from Queen Street to a point 88 metres south of Queen Street. Add: The southwest side of Broadway Street from a point 22 metres west of Brock Street to Brock Street. (Reasons: former school area and a request has been made for some on street parking) Add: The east side of Springbank Avenue North from a point 182 metres north of Nellis Street to Sprucedale Road. Add: The west side of Springbank Avenue North from a point 110 metres north of Nellis Street to the north side of Sprucedale Road. (Reasons: designated cycle route, as per Cycle Master Plan and to be consistent with existing signage) Add: The north side of Ridgewood Drive from Wedgewood Drive to Oxford County Road 59. (Reasons: reduce congestion and improve sightlines for traffic entering and exiting the Sally Creek Development) • Schedule “I” – Left Turn Prohibited Add: From Oxford Street onto Tecumseh Street (Reasons: adjacent to Canadian Pacific Railway, turn radius insufficient for large vehicles and safety concerns) • Schedule “K” – No Parking At Specified Times Delete: The west side of Springbank Avenue North from a point 110 metres north of Nellis Street to a point 210 metres north of Nellis Street 7:00 a.m. to 7:00 p.m. (Reason: revised due to Springbank Avenue changes noted in Schedule “A” above) Delete: The south and east sides of Springbank Avenue North from Devonshire Avenue to a point 50 meters west of Mohican Drive. 7:00 a.m. to 7:00 p.m., Monday to Friday. Add: The west and east sides of Springbank Avenue North from Conestoga Road to a point 50 meters west of Mohican Drive. 7:00 a.m. to 7:00 p.m., Monday to Friday. (Reason: revise the incorrect word “south” to read “west”) • Schedule “L” – Right Turn Prohibited Add: From Tecumseh Street onto Oxford Street (Reasons: adjacent to Canadian Pacific Railway, turn radius insufficient for large vehicles and safety concerns) • Schedule “Q” – Two Hour Parking Add: The west side of Reeve Street from a point 9.5 metres north of Market Street to a point 29.5 metres north of Market Street. (Reason: offer short term parking for individuals doing business at City Hall) • Schedule “Z” – Rate Of Speed At Certain Places – Forty Kilometres Per Hour Add: Sloane Street from the west side of North Park Crescent (east leg) to Warwick Street. (Reasons: adjacent to Roch Carrier French Immersion Public School and to address horizontal and vertical sightline issues) The following is a recommended change to Municipal Code Chapter 466 – Fire Routes – Designation: • Schedule “A” – Fire Routes Add: Location: Oxford Common Elements Condominium Corporation #70 (Consisting of all portions of such common driveway or thoroughfares when properly signed as fire routes and not painted or otherwise marked for the parking of motor vehicles) Address: 19 Anderson Street, Woodstock, Ontario (Reason: request made by Condo Board at above noted location) Recommendation Refer to By-law and Municipal Code. Authored by: Douglas Ellis, P. Eng., Deputy City Engineer Approved by: Harold de Haan, P. Eng., City Engineer Approved by: David Creery, M.B.A, P. Eng., Chief Administrative Officer Item B–2 Engineering Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Alex Piggott, Works Superintendent Re: Afghanistan Memorial Monument Aim To obtain budget approval to proceed with the installation of the Afghanistan War Memorial Monument. Background A delegation from Evening of Honour came before Council on November 6, 2014 to request Council support for the installation of an Afghanistan War Memorial monument at the Cenotaph. The request was to have the monument installed by April 1, 2015 for a dedication ceremony in early April. At this meeting Council passed the following resolution: “That Woodstock City Council refer the request for a location and base pedestal for an Afghanistan War Memorial to the 2015 budget considerations.” Comments Staff approached two local monument companies to obtain proposals for the supply and installation of this monument. The best proposal was received from Thames Memorials. Their proposal is to supply a Light Barre Grey granite monument to match the existing Cenotaph. The cost of the granite monument is $6,355 plus HST with an in-kind donation of $500 from Thames Memorials. A foundation will need to be installed on the Cenotaph grounds and the grounds restored to complete this project. Staff is estimating this will cost $5,645 for a total project cost of $12,000. To complete this project by April 1, 2015, Thames Monuments has to place the order with the quarry for the Granite before the Christmas Break. Thames Memorials is familiar with the local Cenotaph, having recently completed the restoration project in 2011. Staff from Parks and Recreation have been involved with this project and provided comments on the installation proposal and the location of the monument on the Cenotaph site. Recommendation THAT Council approves $12,000 in the 2015 capital budget for the Afghanistan Memorial Monument to be funded from Capital out of Revenue. Authored by: Alex Piggott, C.E.T., CRS-1, Works Superintendent Approved by: Harold de Haan, P. Eng., City Engineer Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – D-1 Parks & Recreation Department December 11th, 2014 To: David Creery, Chief Administrative Officer From: Brian Connors, Director of Parks & Recreation Re: 2015 Annual Bedding Plant Order Aim To seek Council’s authorization to proceed with the process of selecting a supplier for bedding plants for the 2015 spring planting and to authorize staff to commit funds for their payments. Background Every year the Parks Department purchases and plants a large quantity of annual flowers in many locations throughout the City of Woodstock. For 2015 we are planning to purchase approximately 26,252 annuals. In 2014 the City of Woodstock spent $21,990 on the annual floral purchasing contract. The 2015 cost in bedding plants has increased $3,696 year over year. Comments Suppliers require us to make a commitment to purchase early enough to allow them to purchase seed and grow the necessary plants in their greenhouse starting in February. Due to the large quantity of bedding plants that we purchase, the order must be placed with a selected grower in mid-January to ensure delivery when needed. Staff is seeking Council’s advanced 2015 budget approval in order to proceed with this purchase. The cost on bedding plants has increased year over year due to cheaper planting material being discontinued (yellow boy marigold) or being no longer available due to bacterial disease in the soil (impatiens). The City’s overall floral budget will not increase as material cost increases will be offset by a reduction of other materials such as mulch. Recommendation That Council approves a commitment of $25,686 plus H.S.T. in the 2015 budget for payment for the supply of floral materials. Authored by: Brian Connors, Director of Parks and Recreation Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item – 2 Parks & Recreation Department December 11, 2014 To: David Creery, Chief Administrative Officer From: Brian Connors, Director of Parks & Recreation Re: Recreational Facility Needs Assessment AIM: To receive City Council’s direction concerning the Recreation Facility Needs Study report. BACKGROUND: The last comprehensive Recreational Needs Assessment was completed in 1990: Recreation and Leisure Facilities Assessment Study, 24 years ago. This study provided the information needed in order to make several key recreational asset decisions such as the closing of the Perry street arena as opposed to further redeveloping this asset. A Master Plan study was done in Recreation 2005 Strategic Master Plan for the Provision of Recreation and Leisure Services; however this last study focused on high level strategic direction and has since been updated with the 2012 Community Strategic Plan and Integrated Community Sustainability Plan. This Recreation Facility Needs Study was commissioned for the purpose of understanding the Recreation needs of the community, both currently and in the future. This study also provides staff and council with the most current information and status of community recreational needs. COMMENTS: This study touches on many identified priorities out of the Community Strategic Plan and Integrated Community Sustainability Plan (Specifically, section 1.1, 2.1, 4.1 and 2.4 of the Strategic Plan, “Evaluate options to improve the City infrastructure”). The Recreation Facility Needs Assessment along with an overall recreational asset review provides direction for the Civic Centre Arena, Lion’s Pool and a potential new recreation complex. The Recreation Facility Needs Assessment is a comprehensive document that addresses the needs of the community, its growth and demographic profile and trends specific to this region and provincially. The plan recognizes the challenges of providing Recreation and Park services and provides clear solutions, directions and estimated costs. RECOMMENDATION That City Council receives the Recreation Facility Needs Study report and authorizes the initiation of a 90 day public comment period. Authored by: Brian Connors, Director of Parks and Recreation Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer City of Woodstock Recreation Facility Needs Study DRAFT REPORT November 25, 2014 DRAFT Recreation Facility Needs Study Table of Contents Introduction ______1 1.1 Study Context 1 1.2 Study Purpose 1 1.3 Methodology 3 Community Profile ______4 2.1 Historical and Projected Population Growth 4 2.2 Population Growth by Age Group 5 2.3 Income and Education 6 2.4 Immigration and Ethnicity 7 2.5 Mobility 7 Market Trends ______8 3.1 Trends Influencing Participation 8 3.2 Trends in Facility Provision and Design 10 3.3 Trends in Inclusivity 12 3.4 Trends in Service Delivery 14 Community Engagement ______15 4.1 Project Introduction and Input Session 15 4.2 Online Community Survey 19 4.3 Stakeholder Summit 22 4.4 Stakeholder Survey 25 4.5 Recreation Management Team Workshop 27 4.6 Council Interviews 28 4.7 Recreation Advisory Committee Workshop 28 Facility Needs Assessment ______29 5.1 Indoor Aquatic Centres 29 5.2 Spray Pads & Wading Pools 33 5.3 Outdoor Pools 35 5.4 Arenas 39 5.5 Curling Rinks 47 5.6 Outdoor Ice Rinks 48 5.7 Gymnasiums 50 5.8 Indoor Artificial Turf Fields 52 Monteith Brown Planning Consultants | MJMA i DRAFT Recreation Facility Needs Study 5.9 Fitness Facilities 54 5.10 Multi-Purpose Spaces and Halls 56 5.11 Dedicated Youth / Older Adult Space 58 5.12 Indoor Walking Tracks 61 5.13 Soccer Fields 62 5.14 Multi-Use Fields 66 5.15 Cricket Pitches 67 5.16 Ball Diamonds 68 5.17 Tennis Courts 74 5.18 Outdoor Basketball Courts 78 5.19 Skateboard Parks 81 5.20 Playgrounds 83 5.21 Lawn Bowling Greens 86 5.22 Other Indoor and Outdoor Recreation Facilities 87 Summary of Recommendations & Implementation ______88 6.1 Summary of Indoor Recreation Facility Needs 88 6.2 Summary of Outdoor Recreation Facility Needs 88 6.3 Recommended Facilities for the Woodall Farm 89 6.4 Capital Cost Estimates 95 Appendix A: Online Community Survey Summary Appendix B: Project Introduction and Input Session Summary Appendix C: Stakeholder Summit Summary Appendix D: Stakeholder Survey Summary Monteith Brown Planning Consultants | MJMA ii 1.0 Introduction 1.1 Study Context Recreation facilities have always been an important part of Woodstock’s community infrastructure with facilities such as the Southside Aquatic Centre, Lions Pool, and Civic Centre Arena and various sports fields having served local residents for decades. The City has also kept pace with the needs of its population by constructing facilities such as the Woodstock District Community Complex and investing in its supply of sports fields. Today, the City’s recreation facilities remain an important part of the community fabric. They are places where residents participate in physical activities and social gatherings among family members, friends, and neighbours. Recreation facilities are key contributors to achieving healthy lifestyles along with economic development and sport tourism objectives. With busy lifestyles, greater amounts of “screen time” (e.g. in front of a computer or television), increasing rates of social isolation, and growing rates of obesity-related medical conditions, Woodstock’s investments in its recreation system have been investments in community health. Looking to the future, Woodstock is expected to accommodate nearly two-thirds of all population growth projected for Oxford County over the next 20 years. Accordingly, the City’s recreational infrastructure will be subjected to new demands from a growing and increasingly diverse population base who will be looking for the City’s recreational facilities to keep pace with their growing needs and expectations. 1.2 Study Purpose The City of Woodstock is committed to providing an effective, responsive and financially sustainable recreation facilities and services. Accordingly, the Recreation Facility Needs Assessment Study (herein referred to as the “Study”) will provide guidance to City Council, Staff and the general public with respect to the types of recreation facilities that are expected to be required over the next fifteen years. The Study also explores three specific areas of interest to the City. The first pertains to determining the need and feasibility of constructing a new recreation complex. Monteith Brown Planning Consultants | MJMA 1 DRAFT Recreation Facility Needs Study Additionally, this Study also provides direction on the future of the Lions Pool and Civic Centre Arena as these facilities are nearing the end of their respective lifespan. The scope of the Study includes: • Identifying current and future community needs based on local demographics, market trends, and other key inputs; • Drawing recommendations on investing in recreational infrastructure; and • Providing direction on the Lions Pool and Civic Centre Arena with consideration for redeveloping, relocating, repurposing, or divesting these assets. This Recreation Facility Needs Study is organized into the following Sections. Section 1: Introduction Describes the Study’s purpose, methodology, and organization. Section 2: Community Profile Contains a review of local socio-demographic characteristics, including historic population growth, population forecasts, and other key demographic factors affecting recreation facility needs in Woodstock. Section 3: Market Trends Provides a broad overview of emerging trends in indoor and outdoor recreation facilities and leisure pursuits found in communities throughout Ontario and what impacts they may have on the provision of similar facilities in Woodstock. Section 4: Summary of Local Facilities Contains a summary of City and privately-owned recreation facilities. Section 5: Community Engagement Presents the findings from the public consultation strategies undertaken to date. Section 6: Facility Needs Assessment Assesses the current supply and future needs for indoor and outdoor recreation facilities. Monteith Brown Planning Consultants | MJMA 2 DRAFT Recreation Facility Needs Study 1.3 Methodology The preparation of the Study flows through three distinct phases as depicted in Figure 1. Figure 1: Study Methodology Phase 1: Research, Consultation, and Feasibility Assessment • Background document review • Facility inventory and mapping • Demographic review • Market trends • Community Consultations • City Staff, Recreation Advisory Committee and City Council Engagement • Facility Needs Assessment Report Phase 2: Draft Recreation Facility Needs Study • Conceptual plan development • Capital cost estimates • Draft Recreation Facility Needs Study Phase 3: Finalize Recreation Facility needs Study • Finalize Recreation Facility Needs Study • Presentation to City Council The first phase compiles findings from research and consultation activities that flows directly into the facility needs assessment. As part of Phase 1, a wide range of background reports have been reviewed that shed insight on topic areas such as historical and forecasted population growth, performance of recreation facilities, the City’s corporate vision and values, etc. Insights have also been gleaned through discussions with the community, local recreation facility users, City Staff and members of City Council. Based on the outcome of the facility needs assessments, the second phase included the development of a preferred facility concept. The conceptual plan is accompanied by high level capital cost estimates (order of magnitude), culminating into the Draft Recreation Facility Needs Study when combined with the outputs from Phase 1. Based on the comments received, the Study will be finalized in Phase 3. An implementation strategy was prepared to establish the timing and prioritization of the Study’s recommendations. Monteith Brown Planning Consultants | MJMA 3 2.0 Community Profile Understanding Woodstock’s demographic profile and how it is anticipated to change is essential to addressing the City’s recreation facility needs and to provide direction on the types of opportunities that should be provided. To accomplish this task, an analysis of population data from Oxford County as well as the 2011 Census and the 2011 National Household Survey1 was undertaken. For example, communities with higher proportions of children and youth may drive the need for more rigorous and active opportunities, whereas a large older adult population may require a greater focus on activities centred upon health, wellness, and socialization. 2.1 Historical and Projected Population Growth The 2011 Census reported a population of 37,754 for the City of Woodstock, growing steadily over the past twenty years. Based on a straight line extrapolation between the 2011 and 2016 projections contained in the Oxford County Population Household and Employment Forecasts and Employment Lands Study, it is estimated that Woodstock’s current 2014 population is 39,134, a figure that is used as the baseline for this Study. The County’s forecasts suggest that Woodstock’s steady rate of growth will continue into the future, with the population estimated to reach 47,100 by the year 2031. The County of Oxford Official Plan identifies that much of the future population growth is expected to occur in the existing built up areas. Schedule W-3 of the Oxford County Official Plan identifies a number of medium and high density areas throughout Woodstock including (but not limited to) the intersections of Kent Street and Canterbury Street, Juliana Drive and Finkle Street, and Wilson and Main Street. As Woodstock’s population will grow in both developing and established areas over the next twenty years, consideration will need to be placed on where recreation facilities are most optimally suited to service the needs of community. 1 The 2011 short-form Census did not collect information regarding immigration, income, or place of work, thus the 2011 National Household Survey (NHS) has been referenced. The NHS is a voluntary, self- administered survey conducted for the first time in 2011 as a replacement for the long census questionnaire. Due to the survey methodology, the City of Woodstock data has a non-response rate of 21.7%, which may affect data quality. Monteith Brown Planning Consultants | MJMA 4 DRAFT Recreation Facility Needs Study Figure 2: Historical and Projected Population by Census Year, 1991 – 2031 50,000 45,000 45,400 47,100 40,000 43,300 41,000 35,000 37,754 35,480 30,000 32,253 33,061 25,000 30,075 Popuation 20,000 15,000 Historical Population 10,000 Projected Population 5,000 0 1991 1996 2001 2006 2011 2016 2021 2026 2031 Year Source: Statistics Canada Census, 1991 – 2011; Oxford County Population Household and Employment Forecasts and Employment Lands Study, 2014. Note that year 2016 to 2031 forecasts are adjusted to include Census Undercount. 2.2 Population Growth by Age Group The age structure of a community assists in determining what types of recreation facilities to provide. For example, a strong market of children and youth bolsters participation in minor sports such as soccer, hockey and figure skating. On the other end of the spectrum, older adults and seniors may be interested in sports requiring less physical intensity and recreation activities geared towards social interaction. Municipal recreation departments across Ontario historically focused their efforts on serving children’s markets whereas more recently, greater emphasis has been placed on engaging youth in positive and healthy recreational activities. As more communities are experiencing an aging of their populations, a greater emphasis has also been placed upon addressing the needs of older adults. Table 1 indicates that, all age groups experienced varying levels of growth between 2006 and 2011, with the exception of the youth cohort (ages 10-19) that declined slightly. The number of children (ages 0-9) and mature adults (ages 35-54) both increased by 3% and the number of seniors (ages 70+) increased by 9%. The number of older adults largely representing the baby boomer population (ages 55-69) experienced the most growth, which increased by 20%. Monteith Brown Planning Consultants | MJMA 5 DRAFT Recreation Facility Needs Study Table 1: Population Growth by Age Group, 2006 - 2011 Proportion of Population Age Group 2006 2011 Change (%) 2006 2011 Total 35,465 37,750 6% 100% 100% 0-9 4,125 4,240 3% 12% 11% 10-19 4,765 4,650 -2% 13% 12% 20-34 6,665 7,195 8% 19% 19% 35-54 10,310 10,625 3% 29% 28% 55-69 5,295 6,345 20% 15% 17% 70+ 4,305 4,695 9% 12% 12% Source: Statistics Canada, 2006 – 2011 These findings suggest that the population of Woodstock is aging. Evidence of City-wide aging trends is further supported by the fact that between 2006 and 2011 Census, the median age increased from 39.7 to 40.4, which is generally in line with the Provincial median, although slightly lower compared to the Oxford County as a whole, which suggests that Woodstock is marginally younger than the County. The County of Oxford indicates that Woodstock-specific population forecasts by age group are presently unavailable. As national aging trends suggest, Woodstock’s demographic profile is anticipated to continue to age, particularly the baby boom generation. With an increasing proportion of older adults, the City can expect a greater demand for recreation facilities and opportunities oriented towards this age group, although recreation activities should continue to be developed for all age groups to maximize available opportunities. 2.3 Income and Education Income and education are indicators of participation levels in recreation pursuits. Generally speaking, higher participation levels are typically correlated with greater income or level of education. This correlation suggests that those with higher incomes participate to a greater degree than those with lower incomes, presumably due to greater disposable income. According to the National Household Survey (NHS), the median income for individuals over the age of 15 was $30,515 in 2010, which on par with the Provincial median and 3% lower compared to the County. The median income for households during the same period was $57,868, 15% and 9% lower compared to the Provincial and County medians, respectively. Those with higher educational attainment are also more likely to participate to a greater degree compared to those with lower education attainment. Research suggests that Monteith Brown Planning Consultants | MJMA 6 DRAFT Recreation Facility Needs Study persons with office-related occupations commonly seek recreation pursuits outside the workplace to remain physically active. Locally, however, approximately 25% of Woodstock’s workforce is employed in manufacturing, which could suggest that residents may be less likely to participate in recreation activities due to being physically active in the workplace. These findings may suggest that based on income and education, participation in recreation activities in Woodstock is slightly below average compared to the County and Province. Direct comparison of incomes between municipalities should be viewed cautiously as the cost of living differences must be considered. Regardless, there is a need to continue to actively engage all residents regardless of income or educational background to ensure that affordable recreational pursuits and services are available. 2.4 Immigration and Ethnicity Participation and accessibility of recreation opportunities can also be impacted by immigration levels and diversity of a community. Historically, European countries have also been the most common places of origin for many newly landed residents, although many communities in Ontario have increasingly observed more newcomers from Asian and South American countries. The NHS reports that nearly 10% of Woodstock’s population are immigrants, nearly half of whom arrived before 1971, suggesting that these individuals are likely to be well established in traditional Canadian sports and recreational pursuits. These figures are generally in line with those of the County. Less than 4% of Woodstock’s population are considered visible minorities, the majority of which are Black, followed by South Asian, and Chinese. Immigration has been increasing across the Province though these trends have yet to be fully realized in Woodstock as the City has added less than 500 new immigrants since 2001 (making up approximately 13% of all immigrants in Woodstock), most of whom are from Europe or the Americas. Nevertheless, immigration trends indicate that Woodstock will continue to receive newly landed residents and there is a need for the City to be prepared to respond to requests for non-traditional or emerging recreation activities. 2.5 Mobility The NHS reported that Woodstock has a large commuter population with 91% of the employed workforce citing that they drive to work or are a passenger in a vehicle. 5% of the workforce walks to work and the remaining 4% take public transit, cycle, or has other means of commuting. Given that the City’s workforce is generally car-oriented, it is likely that a majority of residents drive and will continue to drive to access the recreation facilities or activities they use the most. Monteith Brown Planning Consultants | MJMA 7 3.0 Market Trends The identification and monitoring of broad trends in recreation participation, facility design, and provision are essential to understand and respond to recreation facility needs in Woodstock. This Section explores existing and emerging trends that could affect the development of new recreation facilities in the City, as well as the future of the Lions Pool and Civic Centre Arena. More detailed trends related to specific sports and recreation pursuits are described in Section 6 in the facility needs assessment. 3.1 Trends Influencing Participation Increasing Rates of Physical Inactivity Research shows increasing rates of physical inactivity in Canada. A lack of free time, largely due to busier lifestyles and a number of socio-economic circumstances (such as low income or lone-parent households) have traditionally been the primary barriers to participation for youth and adults. Heavier workloads together with competing interests and access to an array of sedentary activities have resulted in less time for physical activity. In a survey undertaken by ParticipACTION, teens identified that socializing (97%), entertainment (96%), and the internet (93%) were the most important aspects of their daily lives compared to physical activity.2 The online survey conducted for this Study found that at a local level, 54% of survey respondents expressed that lack of time or being too busy was the second most common barrier to participating in recreation activities. While the Canadian Physical Activity Guidelines recommends that teens achieve a minimum of 60 minutes of physical activity each day, a report by Active Healthy Kids Canada on physical activity among the Country’s younger population reports that only 7% of children (between the ages of 5 and 11) and 4% of youth (between the ages of 15 and 17) are meeting this target, resulting in a physical activity grade of “D-” for 2014. This grade is 2 ParticipACTION. (2010). Coca-Cola and ParticipACTION survey results fact sheet. Retrieved from http://www.participaction.com/wpcontent/uploads/2013/04/sogoactivefactsheet-final.pdf Monteith Brown Planning Consultants | MJMA 8 DRAFT Recreation Facility Needs Study consistent with the previous year, which suggests that there has been little or no improvement in increasing physical activity.3 Broadly speaking, a lack of free time has contributed to other notable trends such as increases in rates of obesity and chronic disease (resulting from less physical activity), decreasing levels of volunteerism, and a greater desire for more flexible and convenient program options. Increasing Demands for Non-Programmed Activities Increasingly busy lifestyles have altered the recreation habits of many individuals and promoted a general transition from organized to unorganized recreation. Those who experience this “time crunch” are increasingly looking for spontaneous, non-programmed forms of activity that fit into their schedule. This trend has influenced the design of community facilities to be more flexible in accommodating both programmable and non- programmable space. The provision of multi-purpose rooms utilized for structured programming or drop-in activities, open spaces utilized for a variety of outdoor sports, or hard surface courts to facilitate informal basketball or ball-hockey are some examples that respond to an increase in demands for drop-in, spontaneous activities and pick-up sports. While structured aquatics programs are still very common, even that sector is opening up drop-in opportunities through aquatic fitness, drop-in learn-to-swim times, etc. The Canadian Fitness & Lifestyle Research Institute notes the declining trend of organized sport participation. In 2009, the Institute reported that 27% of Canadians participated in sports, which is a lower rate compared to previous years.4 While participation in organized activities (such as minor sports) is still strong in certain categories such as soccer and girls hockey, the 2005 Sport Participation in Canada study observed a noticeable decline in other organized activities, such as baseball, as interests change or people try to find activities that fit within their busy lifestyles.5 The City of Woodstock has responded to the need for more informal programming such as offering a range of recreational swimming and skating opportunities. The City does not provide dedicated drop-in space, although the Woodstock and Area Community Health 3 Active Healthy Kids Canada. (2014). Is Canada in the running? Report card on physical activity for children and youth. Retrieved from: http://dvqdas9jty7g6.cloudfront.net/reportcard2014/AHKC_2014_ReportCard_ENG.pdf 4 Canadian Fitness & Lifestyle Research Institute. (2008). 2008 Physical activity monitor – Bulletin 3: Sport participation in Canada. 5 Fidelis, I. (2008). Sport participation in Canada, 2005. Statistics Canada, Catalogue no. 81-595. Ottawa: Minister of Industry. Retrieved from http://www.statcan.gc.ca/pub/81-595-m/81-595-m2008060-eng.pdf Monteith Brown Planning Consultants | MJMA 9 DRAFT Recreation Facility Needs Study Centre provides a weekly youth drop-in and weekly drop-in programs geared toward Woodstock’s older adults are provided at the South Gate Centre. 3.2 Trends in Facility Provision and Design Aging Infrastructure Parks and Recreation Ontario described that 30-50% of recreation facilities are nearly at the end of their useful lifecycle.6 Many recreation facilities were built between 1956 and 1980, with a number of them constructed to celebrate Canada’s Centennial year in 1967. Since this period, infrastructure province-wide has been under-funded, though these pressures have been somewhat alleviated through provincial and federal economic stimulus programs. Locally, the City of Woodstock benefited from the Recreation Infrastructure Canada (RInC) program that secured over $1.3 million in financial support. The City received $186,000 for renovating the change rooms at the Southside Aquatics Centre and $1,186,655 for expanding the Woodstock District Community Complex to add dressing rooms and storage area. Of particular note, the City identified that the Lions Pool and the Civic Centre Arena are two assets that are nearing the end of their respective lifecycles, necessitating an investigation into opportunities to redevelop, relocate, repurpose, or divest these facilities. The Lions Pool was built in 1947 and the Civic Centre Arena was constructed in 1970. While both facilities are showing their age, a number of renovations have been undertaken over the past few years to extend their life (such as updated equipment and exteriors). As identified in the City’s capital budget, future upgrades and renovations to the Civic Centre Arena include a new condenser motor (2014) and a new floor pad and boards (2016) totalling $825,000. Multi-Use Facilities There is a growing expectation that facilities contain something for everybody, rather than being designed solely for singular uses. Co-location of complementary facility components often creates convenient, centralized activity centres and generates operating efficiencies. The provision of high quality, multi-use facilities encourages physical and social activity among all age groups, while also supporting opportunities for sport tourism at a city and county scale. Building on the aspect of convenience and consumer demand for high quality facilities, the traditional single sports field park is losing favour among sport groups who instead prefer 6 Parks and Recreation Ontario. (2006). Ontario sport and recreation infrastructure study. Retrieved from: http://216.13.76.142/PROntario/index.htm Monteith Brown Planning Consultants | MJMA 10 DRAFT Recreation Facility Needs Study multi-field parks that provide amenities such as parking, concession stands, and washrooms. Multi-field complexes are gaining favour because they cater to the lucrative tournament market and provide opportunities for households to have participants at the same location at the same time. The City and its community partners provide and operate an array of multi-use recreation facilities including the Woodstock District Community Centre, Cowan Park, and South Gate Centre. The impetus for this Study is also driven by the need to consider a new multi-use recreation facility. Environmentally Friendly Facility Design As more municipalities are constructing new multi-use facilities, state-of-the-art technologies and innovative design methods are often considered to improve environmental efficiency, particularly as the environment has been a top of mind issue for many Canadians. The Canada Green Building Council encourages the design of environmentally friendly buildings and governs the Leadership in Energy and Environmental Design (LEED) rating system in Canada. Woodstock has not received LEED certification for any municipal building given that the City has not developed any recent facilities; however, there examples a number of LEED buildings found in Woodstock. In 2009, the Oxford County Administration Building was awarded with a LEED Silver designation in recognition for the achievement in indoor air quality, water conservation, and energy efficiency of the building. Other local LEED examples include the Woodstock General Hospital, which is Ontario’s first hospital to receive a LEED Silver certification. This designation was achieved through the application of energy efficient heating and cooling systems, the economic use of sustainable building materials, and an internal courtyard which creates an abundance of natural indoor light, among other features. Demand for High Quality Facilities and Design Today’s consumers expect and demand high quality, a trend that is applicable to their municipal recreation facilities. What highlights this demand is that as users are often paying more for their use of recreation facilities than they have in the past, and with the rise in user fees, comes an expectation for higher levels of service and facilities. As recreation facilities are often highly visible and desirable community destinations, the design of the facility is vital to supporting principles of place-making to improve communities and foster sense of place. To achieve this, high quality facility design and recreation facilities should emphasize four key pillars: access and linkages; sociability, Monteith Brown Planning Consultants | MJMA 11 DRAFT Recreation Facility Needs Study comfort, and activities. New facility design should also respond to the growing demands of users to provide superior and inclusive experiences. Such design considerations may include removing barriers to improving physical accessibility and providing causal spaces or viewing areas (such as a lobby, open area, or galleries) for people to gather, meet, or relax. Woodstock has not recently developed any new facilities, although has taken strides to improve the quality of existing facilities to ensure that they are barrier free. It will be essential to consider these facility design themes in the future. Year-Round and Longer Seasons of Play Historically, the changing seasons dictated the types of sports that were played - soccer players played in the summer, hockey players played in the winter, and football players played in the fall. Today, there is a general trend towards year-round participation, which is creating maintenance and operational challenges for facility providers. For example, some municipalities provide year-round ice, while ice is removed at other arenas to support arena floor activities, thereby limiting opportunities to undertake repairs or renovations without disrupting service. Locally, the ice located at the Civic Centre Arena and the Southwood Arena Red Pad is available for seven and ten months per year, respectively, while the Green Pad at Southwood Arena is operational year round for ice sports. Outdoors, soccer and multi-use fields are commonly utilized from early spring to late fall. This hinders the ability for natural grass fields to regenerate prior to the following season. The Cowan Park indoor soccer facility (maintained and operated by the Woodstock Soccer Club) allows groups to transition outdoor to indoor practice and games during the winter season. While this facility is primarily utilized for soccer, the field also supports other field sports such as rugby, football and flag football, dodge ball, team conditioning, and training. 3.3 Trends in Inclusivity Affordability Communities across Ontario have recognized the need to provide affordable opportunities to all residents and offer a variety of financial subsidies to remove barriers to participation. Many communities offer discounts to children, youth, and students for memberships and programs. The City provides subsidies to recreation activities to residents with low income through the Fee Assists in Recreation (FAIR) program. Private sector and not-for-profit organizations also provide assistance programs such as the Canadian Tire Jumpstart Program, which offers financial subsidies to children and youth between the ages of four and 18. With an increasing aging demographic in communities across Canada, there will be a growing importance placed on engaging older adults and seniors who are living on fixed incomes. Many communities currently offer older adult and seniors’ memberships that Monteith Brown Planning Consultants | MJMA 12 DRAFT Recreation Facility Needs Study provide various community discounts and benefits. However, some municipal and non- municipal service providers have been shifting towards eliminating older adult and seniors’ discounts (based solely on age) for a variety of reasons. For example, TD Canada Trust has been exploring eliminating no-cost banking options for clients over the age of 60 on the basis that a growing number of aging baby boomers do not require discounts as they are generally wealthier compared to previous generations. In addition to financial subsidies, there are a number of other service delivery practices that communities consider to remove affordability barriers. Practices such as providing free or trial program opportunities allow residents to try a new sport or activity without making a financial commitment. Locally, Oxford Ontario Early Years provides free programs and activities geared towards young children up to age six and their parents/caregivers. Other communities have explored offering skate rentals, which can allow residents to engage in a particular sport where equipment is often costly. Barrier Free Facilities Municipalities are striving to remove physical barriers through the design of new facilities and adaption of existing facilities in order to promote inclusivity and to position themselves in advance of the requirements associated with the 2005 Accessibility for Ontarians with Disabilities Act (AODA), which strives to remove all barriers by 2025. Municipalities such as the City of London have expressed their commitment to removing physical barriers through the development of Facility Accessibility Design Standards, a manual that guides the development of London’s community facilities. A number of other municipalities have since adopted this manual for the design and development of accessible community facilities. It is estimated that nearly one-quarter of Ontarians are living with a disability.7 Applying this rate to Woodstock’s population could suggest that over 9,700 residents have some form of disability. The City has demonstrated its commitment to removing barriers through the development of annual accessibility plans, with the assistance of its Accessibility Committee. The Accessibility Plans outline the goals, objectives, and initiatives for removing barriers in Woodstock, and also allows the City to monitor projects and successes from completed initiatives. In the 2013 – 2017 Accessibility Plan, some of the planned projects include accessible upgrades to Southside Pool and the Woodstock District Community Complex. 7 Statistics Canada. (2006). Canadians in context – People with disabilities. Retrieved from http://www4.hrsdc.gc.ca/[email protected]?iid=40 Monteith Brown Planning Consultants | MJMA 13 DRAFT Recreation Facility Needs Study 3.4 Trends in Service Delivery Emerging Activities While there is a growing emphasis on non-programmed, unstructured activity, many new forms of recreational activities are emerging beyond the traditional spectrum of programs and facilities typically offered at the municipal level. Pickleball, Ultimate Frisbee and roller derby are newer sports that are gaining traction. Local examples found in Woodstock that support emerging activities includes the cricket pitch located at Southside Park (operated by the Woodstock Cricket Club) and the Woodstock Badminton Club that has adapted their own facility to accommodate pickleball. Designing recreation facilities that allow a broad range of uses and adaptability to activities that may emerge is essential to meeting future needs of the community as the preferences and socio-economic profile of residents change. Partnerships Forming partnerships with school boards, community partners, and private entities can leverage resources of each party and can be a beneficial way to increase the amount of publically accessible facilities. A successful outcome is realized when the public interest is maximized and that partnerships fulfill the desired objectives of each party. For example, many municipalities provide facility space while service responsibilities (operating and maintenance) are provided by a partnering community organization. While the City has opportunities to access school facilities through the Community Use of Schools initiative, there is currently no agreement in place. Partnership examples in Woodstock include the following: • Cowan Park and Multi-Use Facility is operated by the Woodstock Soccer Club. • The Woodstock Cricket Club operates the cricket pitch at the Southside Park. • The Woodstock Health and Fitness Centre operates the fitness facility located at the Woodstock District Community Centre. South Gate Centre is operated by volunteers. Monteith Brown Planning Consultants | MJMA 14 4.0 Community Engagement Engaging Woodstock residents is a key component of the planning process as it provides insight into the perceived needs of the public, stakeholders and community partners, City staff, and Council. This section contains a summary of key themes and findings emerging from the various community engagement tools that have been undertaken, or are planned to occur as a part of the Study. 4.1 Project Introduction and Input Session The Project Introduction and Input Session was held on June 9, 2014 at Goff Hall to collect input regarding Woodstock’s recreation facilities and future facility needs. The session was attended by 17 individuals representing a broad range of opinions and perspectives. Although this may not be representative of the entire City, it does provide perspective. A summary of key themes emerging from this Input Session are summarized and highlighted in this Section. A more detailed summary can be found in Appendix C. Participants were provided with an introduction and background to the Recreation Facility Needs Study and were asked to respond to a series of questions pertaining to local values, indoor and outdoor facilities, and solutions to encourage a greater participation in parks and recreation. The following provides a summary of key themes arising from the discussions. City of Woodstock Strengths A variety of responses were received regarding what participants perceive as the City’s strengths. The most common response was that there are a range of activities that are accessible to the community. Participants particularly felt strongly about ensuring that there are opportunities for the older adult population, although they recognize that there are many youth in Woodstock. Participants also identified several parks and recreation facilities that contributed to Woodstock’s strengths. The popularity of the skateboard park was a particular highlight, as well as the indoor artificial turf field. Other notable facilities included Woodstock’s sports fields, Lions Pool, and indoor walking track. Other characteristics participants felt were strengths in Woodstock are the strong community connections, friendliness, and volunteer ethic. A summary of community Monteith Brown Planning Consultants | MJMA 15 DRAFT Recreation Facility Needs Study strengths are illustrated in the following graphic (the elements most frequently identified are represented by the largest words). Figure 3: City of Woodstock Strengths Improving Indoor Recreation Facilities Several ideas were articulated to improve indoor recreation facilities. The most common idea was to ensure that the City’s recreation facilities are designed appropriately from the beginning with forethought. This entails that facilities should be designed with flexibility in mind to serve multiple uses or adapt to new activities that are accommodating of current and future needs. The need for a new multi-use recreation facility was also expressed requesting that it contain a twin pad arena. Participants described that this new facility could replace the Civic Centre Arena or serve as an addition to the existing arena inventory as some believed that there is currently a lack of ice. Other indoor facilities that participants felt were needed included a new curling facility, indoor artificial turf, youth space, and basketball and volleyball courts. An updated indoor aquatic centre was also mentioned, as well as the need for a gymnasium as some participants identified that the YMCA is not affordable and access to school gymnasiums are too restrictive and inconvenient. A summary of suggested improvements to indoor recreation facilities are illustrated in the following graphic (the elements most frequently identified are represented by the largest words). Monteith Brown Planning Consultants | MJMA 16 DRAFT Recreation Facility Needs Study Figure 4: Improving Indoor Recreation Facilities Improving Outdoor Recreation Facilities The need for improving ball diamonds was the most prominent theme when participants were asked how to improve outdoor recreation facilities. A variety of responses were received with respect to improving this facility type. Participants generally felt that there is a need for more ball diamonds as the diamonds were commonly fully booked. Participants expressed that there should be more youth-sized hardball diamonds and adult-sized softball diamonds. Some participants also identified that school diamonds are utilized; however, it was felt that these diamonds are generally not conducive to sports organizations as they are not adequately or regularly maintained, and lack parking and bathrooms. Opportunities were suggested to repurpose underutilized ball diamonds to a multi-purpose field or another ‘in-demand’ facility type. It was also suggested that a multi- diamond site should be provided in a convenient location to alleviate capacity concerns. Participants identified the need to improve other outdoor sports facilities including a multi- use sports pad, a covered basketball court, and a larger cricket pitch. The need to upgrade the Lions Pool was also raised, and should the City decide to remove this facility, it was suggested that this should be replaced by a splash pad. Other suggested improvements to outdoor recreation facilities included trails, more neighbourhood and community level parks, and partnerships to help support outdoor opportunities. A summary of suggested improvements to outdoor recreation facilities are illustrated in the following graphic (the elements most frequently identified are represented by the largest words). Monteith Brown Planning Consultants | MJMA 17 DRAFT Recreation Facility Needs Study Figure 5: Improving Outdoor Recreation Facilities Encouraging an Active Community When participants were asked how the City’s parks and recreation facilities can be designed to encourage more people to use them, a variety of suggestions were voiced that centred on general improvements to facilities and amenities, as well as enhancing parks and recreation opportunities. The most popular suggestion was to offer programs, camps, and activities to engage the community, such as skateboarding or pickleball programs. Closely linked to this idea, participants felt that improving advertising and promotion of Woodstock’s parks and recreation facilities would enhance the community’s awareness of leisure opportunities. Forming partnerships (or improving existing ones) to maximize resources was also suggested. With respect to facilities, a number of suggestions were identified, including lit trails and sports fields and providing age-specific areas. Participants also identified the need to supplement facilities with supporting amenities such as eating areas, picnic tables, concessions, shade, pavilions, and water fountains, among other features. A summary of the ideas put forward by participants are summarized in the following graphic (the elements most frequently identified are represented by the largest words). Figure 6: Encouraging an Active Community Monteith Brown Planning Consultants | MJMA 18 DRAFT Recreation Facility Needs Study 4.2 Online Community Survey To assist with the preparation of the Recreation Facility Needs Study, an online survey open to Woodstock residents was available between May 22 and June 30, 2014. The survey was advertised on the City’s website, social media pages, and shared among members of various community organizations. The survey collected information regarding the attitudes, opinions, usage, and priorities related to various recreation facilities. A total of 702 surveys were completed and analyzed. A complete listing of survey responses is contained in Appendix B. Of note, this was a self-administered survey whose results cannot be considered to be statistically significant or representative of the opinions of all residents in the absence of random sampling. As with other consultation tools, the survey findings should not be considered in isolation but instead factored in the context of other community input and assessment methodologies. Household Participation in Recreation Activities Over the past twelve months, 73% of the survey sample reported participation in walking, jogging, or hiking for leisure, making it the most popular activity in Woodstock. Rounding out the top five most popular activities were swimming (62%), use of playgrounds (51%), baseball or softball (49%), and aerobics, fitness, or weight-training (38%). The top activities are indicative of current recreation trends where four of the five most popular activities are unstructured pursuits where people can flexibly schedule their participation or spontaneously “drop in.” In relation to scientific polling conducted in other parts of Ontario, the popularity of the above noted activities is consistent with other communities with the general exception of baseball/softball which may suggest that those with an interest in those sports may have had a greater inclination to participate in this survey. Barriers to Participation in Recreation Activities Over half (54%) of survey respondents indicated that they are able to participate in recreation activities as often as they would like. For the 46% who were unable to participate as often as desired, the most common barrier cited was a lack of desired facilities or programs (56% of those unable to participate), followed closely by the lack of personal time/too busy (54%), and programs not being available at a convenient time or the program times are full (51%). In most scientific polls conducted in Ontario, lack of time is often cited as the primary barrier to participation. As this online survey is not considered to be statistically representative of the population, the fact that lack of facilities is the most pressing barrier may be explained by a couple of factors. The first is that survey respondents truly feel that Monteith Brown Planning Consultants | MJMA 19 DRAFT Recreation Facility Needs Study there are gaps in Woodstock’s provision of recreation facilities and programs. A second explanation may be that residents who feel there are a lack of recreation services in the community may have been more inclined to participate in the survey than residents who are generally satisfied or do not otherwise have an interest in the City’s recreation system. Importance of Selected Recreation Facilities The Recreation Facility Needs Study looks at identifying specific recommendations for existing facilities in Woodstock. Survey respondents were asked to rate the level of adequacy of the Woodstock District Community Complex, Civic Centre Arena, and Lions Pool for meeting the needs of their household. A majority of respondents identified that the Woodstock District Community Complex was adequate or excellent in meeting the needs of their household (64%), while 24% and 18% of respondents found the Civic Centre Arena and Lions Pool to adequately meet the needs of their household, respectively. By contrast, 25% and 21% of survey respondents identified that the Civic Centre Arena and Lions Pool are completely inadequate or inadequate for meeting their household needs. To gauge the level of importance of recreation facilities in Woodstock, respondents were asked to rate how important various types of recreation facilities are to their household. Overall, respondents generally reported higher levels of importance for facilities that support passive or unorganized recreation activities. The top five recreation facilities that respondents felt were important were trails (88%), open spaces and natural areas (85%), indoor aquatic centres (76%), playgrounds (75%), and equipment based fitness centres (67%). Recreation Facility Priorities To understand the priorities for the provision of recreation facilities, respondents were asked to identify their household’s top two priorities that the City should invest in. The top three responses were ball diamonds (32%), trails (27%), and arenas (27%). While the survey identified that respondents have a preference for unstructured recreation facilities, their top priorities for organized recreation facilities suggest that there may be gap among these facility types that should be explored to confirm whether or not a gap truly exists or that people were more likely to respond to the survey that had a strong interest in these specific facility types. In many municipalities across the province, the need for trails often ranks highly as a desired recreation facility type. Note that City-wide assessment of the trails system is not part of this Study but will be generally considered in terms of connectivity to facilities. As previously described, the Study will identify future direction regarding selected Woodstock recreation facilities, including the Lions Pool. 79% of respondents believe that the City should continue to operate an outdoor pool with: 63% wanting to see the existing Monteith Brown Planning Consultants | MJMA 20 DRAFT Recreation Facility Needs Study pool relocated and rebuilt in a new location that provides additional parking and space for associated recreation amenities; and 16% stating that the Lions Pool should be reconstructed in its existing location. About one-in-five respondents (21%) indicated that the pool should not be rebuilt at all. Profile of Survey Respondents The median age of respondent was 39 which is slightly lower than the median recorded in the 2011 Census of 40.7 years (the average age was 41), suggesting that the age of the responding sample is marginally younger than the representative population. The average household size was 3.5 persons, greater than the average number of persons identified in the Census (2.4 persons). This information, along with a slight over-representation among households with children, youth and mature adults (as shown in the following table), may be suggestive that families with children were more likely to respond to the survey. This is common and to be expected as younger age groups and families with children often participate in recreation activities to a greater degree than older populations, and thus had a greater interest in this Study. Table 2: Household Age Structure of Survey Respondents Age Group Online Survey 2011 Census Children (0 – 9) 20% 13% Youth (10 – 19) 22% 15% Younger Adults (20 – 34) 10% 17% Mature Adults (35 – 54) 36% 33% Older Adults (55 – 69 ) 9% 14% Seniors (70+) 3% 7% Total 100% 100% As shown in the graphic below, nearly one-third of survey respondents were from the northeast area of Woodstock, while one-fifth of respondents were from the northwest side. 18% of respondents were from central Woodstock and 15% were from southwest Woodstock. The remaining 4% were not residents of Woodstock. Monteith Brown Planning Consultants | MJMA 21 DRAFT Recreation Facility Needs Study Figure 7: Geographic Distribution of Survey Respondents 4.3 Stakeholder Summit A Stakeholder Summit was held on June 10, 2014 at Goff Hall to collect input regarding how Woodstock’s recreation facilities are meeting the needs of community groups and sports organizations and whether new facilities are needed. The Summit was attended by 27 individuals representing 18 organizations including: • Crabby Joe’s Hockey Club • Woodstock Minor Ball Association • Over 45 Hockey League • Woodstock Minor Hockey Association • South Gate Senior Centre • Woodstock Navy League of Canada • Southwestern Aquatics • Woodstock Old Boys • Woodstock Curling Club • Woodstock Recreation Advisory Committee • Woodstock Gym Club • Woodstock Rusty Anchors Hockey • Woodstock Freeze • Woodstock Skating Club • Woodstock Industrial Co-ed Baseball • Woodstock Special Olympics League • Woodstock Women’s Fastball Association • Woodstock Lawn Bowling Association A summary of key themes emerging from this Summit are summarized and highlighted in this Section. A more detailed summary can be found in Appendix D. The following provides a summary of key themes arising from the discussions. Monteith Brown Planning Consultants | MJMA 22 DRAFT Recreation Facility Needs Study Improving Existing Recreation Facilities Participants identified a number of improvements that can be made to enhance the quality and experiences of Woodstock’s recreation facilities. A key theme that emerged from this discussion was the need to ensure that all facilities are accessible. In particular, participants identified that washrooms should be located on each floor in Woodstock’s community centres and have elevator access, and access to sports fields should also be provided. It was also indicated that the privately-owned Woodstock Curling Club facility is not accessible. Participants highlighted several specific improvements to Woodstock’s recreation facilities. With respect to ball diamonds, participants felt that they lack basic amenities such as dressing rooms, washrooms, and storage. Specific reference was made regarding the Tip O’Neil ball diamond as it was felt that this facility could use more lighting and enclosed fencing. Participants felt that some ball diamonds were hazardous to players such as at Sutherland Park, where the outfield is not flat, and at Kintrea Park, where it is not accessible and is unlit (although it should be noted that it is not possible to light the latter as it is situated atop a former landfill). During discussions on arenas, some participants felt that there was adequate amount of prime time ice, while others felt it was insufficient. As a result, it was identified that there is a need to review the distribution of prime ice priority to improve how ice time is allocated (e.g., teams, community organizations, public, non-resident groups). Participants also indicated that there is a general need to improve the maintenance and equipment of the arenas, as well as more (and larger) dressing rooms. Improvements were also suggested to improve Woodstock’s aquatic facilities. It was identified that the parking lot at the Southside Aquatic Centre is too small and not conducive to larger swim meets. Participants also felt that the dressing rooms are too small. With respect to the Lions Pool, participants felt that it is outdated and not utilized efficiently as it is only open for a short period of time during the year. It was also recognized that it is not regulation size and thus cannot be used for competition. Future Recreation Facility Needs A broad range of future facility needs were identified that ranged from general suggestions and design considerations to more detailed facility needs. At a high level, participants felt that future facilities should be designed to be accessible, multi-use and serve a variety of uses, rather than single-use facilities. Consideration should also be given to expanding existing facilities to improve what is already available. Through the development of a new facility, participants urged that consideration should be given to looking at surrounding examples and best practices in communities such as North Dumfries, Wilmot (New Hamburg), Paris, and Dorchester. Monteith Brown Planning Consultants | MJMA 23 DRAFT Recreation Facility Needs Study Participants identified several facility needs associated with specific facility types. With respect to arenas, participants felt that the Civic Centre Arena could be expanded to include a second ice pad or the facility should be decommissioned and replaced with a twin pad. Future facility features desired by arena users included six dressing rooms per pad, referee rooms, dry-land training space, spectator seating, viewing areas, and alcohol sales. The need for an indoor artificial turf was suggested to accommodate a broad range of multi-use field activities. It was expressed that this facility should be designed similar to Cowan Park. To maximize utilization, participants identified that this indoor turf could be installed over a hard surface (e.g., concrete or hardwood), which can be removed to support other events such as gatherings and trade shows. The need for a new indoor pool was also voiced. It was noted that such a facility should be designed to be accessible and suitable to accommodate competitions, as well as recreational, syncro, and leadership programs. Given Woodstock’s location and proximity to smaller communities, participants believe that the provision of a new facility could attract tournaments and non-resident users. Other facilities participants felt were needed included a second indoor walking track, new curling facility, gymnasium, multi-use field, sports field amenities, and a multi-use sports pad that can be converted for outdoor hockey in the winter. Participants also articulated the need for new ball diamonds, including more adult diamonds, a full size hardball diamond, and up to five lit softball diamonds. Future Considerations When participants were asked what they would like to see achieved through the development of this Study, a number of suggestions were voiced. A sampling of some of the ideas put forward by participants included the following (listed in no particular order): • When developing new facilities, consideration should be given to multi-use facilities. • Continue to engage the community, users and non users, and other municipalities to understand success and challenges. • Design facilities for current and future residents, and emerging trends in recreation. • Ensure that opportunities are available for Woodstock’s older population, as well as opportunities that are inclusive and affordable for the community as a whole • Woodstock should be committed to investing in its recreation facilities Monteith Brown Planning Consultants | MJMA 24 DRAFT Recreation Facility Needs Study 4.4 Stakeholder Survey A self-administered online survey oriented to stakeholder groups was initiated on June 2, 2014. The City distributed a link to the survey to local organizations and user groups with an interest in recreation facilities. A total of 22 surveys were received from the groups listed below. • Community Services Lob Ball League • Woodstock Men’s Oldtimer’s League • Family Hockey League • Woodstock Men’s Slo-Pitch • North Oxford Slo-Pitch League • Woodstock Minor Baseball Association • South Western Aquatics • Woodstock Minor Football Association • Woodstock Christian Men’s Slo-Pitch • Woodstock Minor Hockey Association • Woodstock Curling Club • Woodstock Navy Vets • Woodstock Gentleman’s Hockey League • Woodstock Soccer Club • Woodstock Gym Club • Woodstock Skating Club • Woodstock Industrial Co-Ed Ball league • Woodstock Volleyball Club • Woodstock Lawn Bowling • Woodstock Women’s Fastball Association • Woodstock Legion Athletic Club • Woodstock Women’s Slo-Pitch A summary of key findings collected through the stakeholder survey is described below. Specific information provided by individual groups is contained in Appendix E. Enhancing Programs and Services Fifteen of the responding stakeholder groups (68%) identified that they intend on expanding the scope of their programs and/or services within the next three to five years. This increase suggests that there will continue to be growing demands for Woodstock’s recreation facilities and the need to ensure that they are adequate to suit the needs of user groups. Seven groups reported that there will be no change. No groups indicated that there will be a reduction in their programs and/or services. Of the groups that identified expanding the scope of their programs and/or services, 11 groups expressed that they are able to accommodate additional interest in their offerings (73%). Four groups identified that they were not able to accommodate growing interest (27%) due to the need for additional time at Woodstock’s recreation facilities, including at ball diamonds and arenas. Locations of Play Fourteen groups (64%) utilized recreation facilities located in Woodstock. The remaining eight groups (36%) reported using facilities located in other communities (six of which were arena and ball users), travelling to Norwich, Tavistock, Burford, Ingersoll, and London. Monteith Brown Planning Consultants | MJMA 25 DRAFT Recreation Facility Needs Study Groups generally reported using regional facilities (and beyond) due to scheduled away games, a lack of facility and equipment availability, or insufficient time in Woodstock. Facility Design, Improvement, and Distribution Eight groups (37%) reported that the design of Woodstock’s recreation facilities meets the needs of their organization. Ten groups (45%) indicated that Woodstock’s recreation facilities did not meet the needs of their organization and three groups (14%) were neutral. Recreation facilities used by responding groups include ball diamonds, arenas, aquatic centre, Woodstock Soccer Complex, Woodstock District Community Complex, and the Woodstock Curling Club (private facility). Suggested improvements primarily centred upon ball diamonds and arenas. Improvements to Woodstock’s ball diamonds included general maintenance enhancements (e.g., drainage, grading, etc.), outdoor lighting, storage, and washroom facilities. Improvements to arenas included improving dressing rooms, washrooms, and spectator seating. A majority (77%) of stakeholder groups identified that they are satisfied with the distribution of Woodstock’s recreation facilities they use the most, while 9% disagreed and 14% of groups did not agree or disagree. These results suggest that Woodstock’s recreation facilities are generally distributed well to suit the needs of most community groups. Access to Facilities Ten groups (45%) were satisfied with the scheduled allocation or ability to gain access to the recreation facilities their organization uses the most. Ten groups (45%) were unsatisfied and two groups (9%) were neutral. Thirteen groups (59%) also reported the need for additional time at existing recreation facilities, while seven groups (32%) identified that they did not and two groups (9%) were neutral. Responding groups reported that additional time is required in order to accommodate growing participation or to expand the scope of their programs/services. As an example, groups expressed that more time is needed at Woodstock’s arenas and ball diamonds. Due to the limited access to existing facilities, some groups have explored a variety of strategies such as combining programs, reducing the number of practices, booking time in other communities, and utilizing later time slots. Providing New Recreation Facilities Seventeen groups (77%) expressed the need for new recreation facilities to accommodate growth and to support new program opportunities, while four groups (18%) said they did not. The most common recreation facilities groups identified were needed include ball diamonds, arenas, indoor lawn bowling green, curling facility, and running track. The City and Consultant will confirm if there is additional capacity within these facilities or if there is a need for a new facility through the facility assessments. Monteith Brown Planning Consultants | MJMA 26 DRAFT Recreation Facility Needs Study City Supports and Inclusivity Groups were split on whether or not City supports were needed to assist their group. Eight groups (44%) indicated that they would benefit from additional supports from the City. Another eight groups (44%) identified they did not and six groups (33%) were unsure. Some of the City supports suggested by groups included assistance with recruiting participants/volunteers, raising awareness of groups, financial aid, and lowering fees. When groups were asked what the City and community groups can do to make recreation facilities more inclusive to those who are unable to participate or are unaware of the opportunities available, a number of responding groups identified that the City’s rental rates are not affordable, making it difficult for low income families to participate. While some groups have explored strategies to lower fees (e.g., applying for grants, fundraising, etc.), more assistance is needed from the City. Other opportunities to make recreation more inclusive are to promote community programs and services, as well as assisting groups with accommodating persons with disabilities or special needs. Contributions to Recreation Facility Provision There was modest support from responding stakeholder groups to a willingness to contribute to the development or operation of new or expanded recreation facilities in order to meet the needs of their organization. Eleven groups (50%) identified that they would be willing to contribute, while five groups (23%) reported that they were not and six groups (27%) were unsure. Among the eleven groups willing to contribute to the development of new or expanded facilities, assisting with fundraising was the most common solution (39%), followed by partnerships (28%), and payment of higher fees (28%). The Woodstock Curling Club also offered an alternative solution, by creating an asset transfer agreement to convey land and a new facility to the Club. 4.5 Recreation Management Team Workshop A Recreation Management Team Workshop was undertaken on July 22, 2014 to collect input on the opinions and perspectives of senior City Staff. Questions were poised to the staff members regarding current pressures facing recreation facilities, new opportunities, and solutions for meeting needs beyond the existing supply. This Section provides a sampling of some of the key pressures identified by Workshop participants. Specific input pertaining to specific facility types have been considered as a part of the facility assessments. Monteith Brown Planning Consultants | MJMA 27 DRAFT Recreation Facility Needs Study Staff indicated that there are several pressures with respect to indoor facility provision. One of which was the aging Civic Centre Arena, which is not accessible and requires updated amenities such as increasing the number of change rooms from four to six. Associated amenities such as change rooms and parking at the Southside Aquatic Centre were also raised as a concern as these amenities are currently not sufficient to support the demand for aquatic programming. The most pressing indoor facility gap that was raised was the need for access to gymnasium space. As previously mentioned, the City and community groups have expressed difficulties with accessing schools through the Community Use of Schools Agreement due to challenges such as scheduling and affordability. Pressures on outdoor facilities were also identified. The future of the Lions Pool was a main concern as it is nearing the end of its lifespan. Its limited programming opportunity, parking capacity, and competition with backyard pools are some of the issues identified by Staff that raises concerns of providing a viable outdoor municipal pool. Staff reported that many ball groups are seeking premium diamonds that feature clay surface, lighting, concessions, and parking, as well as a facility that supports ball tournaments. While some existing ball diamonds are well used, a number of other diamonds are undersized and in need of improvements. 4.6 Council Interviews Individual interviews with City Councillors were held in July 2014 to discuss a variety of topics related to the provision of recreation facilities in Woodstock. The key concerns, ideas, and themes arising from these discussions have been considered as part of the facility assessments in conjunction with findings from other consultations conducted through the planning process. 4.7 Recreation Advisory Committee Workshop A workshop was held with the Recreation Advisory Committee on September 9, 2014 to present preliminary findings from the Recreation Facility Assessment Report (an interim background report). Discussions largely supported the assessment methodology and preliminary outcomes, though further analysis pertaining to ball diamond utilization data was undertaken following the meeting based on the directions of the Committee. Monteith Brown Planning Consultants | MJMA 28 5.0 Facility Needs Assessment 5.1 Indoor Aquatic Centres Supply The City of Woodstock operates the Southside Aquatic Centre that contains an ‘L-shaped’ tank. There is also a non-municipal pool operated by the YMCA of Western Ontario’s Woodstock Branch centrally located on Dundas Street. Market Conditions Through public investment in aquatic leisure facilities since the 1970s, community pools have been one of the most sought after facilities by the public given their intangible benefits of facilitating physical activity as well as public safety benefits associated with learn- to-swim programs. Given its appeal to residents regardless of age, background, or ability, swimming is often regarded as one of the most popular leisure activities in Canada - a “cradle to grave” activity. Swimming is an essential life skill that all residents benefit from having access to. While backyard pools provide similar leisure activities, community pools offer a range of programming opportunities and also serve as a venue for residents to gather and form community ties. Competitively, Swim Ontario indicates that enrolment has been relatively stable for several years, with approximately 10,000 swimmers under the age of 18 registered with 133 affiliated clubs across the Province. They note, however, that participation in competitive swimming often declines significantly after age 13. One of the affiliated clubs who utilizes Woodstock’s aquatic facilities is South Western Aquatics, which formed in 2003 as a result of an amalgamation between the Piranhas of Woodstock and Tillsonburg Aquatic Torpedoes. Consequently, this group divides their aquatic facility needs between Woodstock and Tillsonburg. Public Engagement The online survey identified that during the past twelve months, 62% of responding households participated in swimming, ranking as the second most popular recreation activity after walking. Over three-quarters (76%) stated that indoor aquatic centres are Monteith Brown Planning Consultants | MJMA 29 DRAFT Recreation Facility Needs Study important to their household and about one in five respondents (21%) reporting that they frequently use the Southside Aquatics Centre. Other comments received regarding indoor aquatics included requests for a second indoor pool and improvements to undertaken at the Southside Aquatic Centre such as larger change rooms and more parking to support competition events. Consultation was also undertaken with South Western Aquatics, which identified the need to improving amenities at the indoor pool, including improved lighting, viewing areas, and filtration system. Demand Analysis Woodstock’s existing level of service of one indoor aquatic centre per 39,134 residents is generally consistent with most municipalities in Ontario where such facilities are typically provided at a rate of one indoor pool for every 30,000 to 45,000 persons. It is worth noting that historical tracking of pool utilization has not been consistent, something which the current staff in the Parks and Recreation Department are working towards remedying in line with industry best practices. Accordingly, it is not possible to track trends beyond the past couple of years. City staff are working diligently to establish baseline metrics that will allow them to effectively monitor aquatic utilization and performance of both the indoor and outdoor pools though it will require at least one to two years before they can truly start measuring current versus historical performance. Despite this, City staff have been able to offer some general insights with respect to pool utilization based on their first year of high quality data collection. They indicate there is ample capacity within aquatics programs and recreational swims to accommodate additional demands at the Southside Aquatic Centre for the foreseeable future, based upon the following information: • The City has four to five instructors in the Southside pool during times dedicated to lessons. Based upon the size of the pool, up to ten instructors could be accommodated meaning that between 50 and 100 additional learn-to-swim participants per hour could be in the pool during learn-to-swim times (depending upon level of skill/program type). Unfortunately, the City cannot add additional instructors due to the aquatic facility’s functional limitations such as limited parking and change room space. • There is ample time on weekends to accommodate additional programming. • There are opportunities to accommodate additional programs during prime weekday hours through creative scheduling practices such as sharing pool time between programs and rentals rather than giving exclusive pool access to any one use. Monteith Brown Planning Consultants | MJMA 30 DRAFT Recreation Facility Needs Study • Furthermore, the local swim club currently divides its aquatic rentals between Woodstock and Tillsonburg thereby relieving this group’s pressures for facility time while consultation initiatives conducted through this Study did not reveal a significant demand for a second indoor aquatic facility. On the basis that capacity exists in the pool, Woodstock’s level of service is acceptable. The most financially sustainable approach is for the City to continue to centralize its indoor aquatics services out of a single indoor aquatics facility, as these facilities are operationally intensive and tend to have low cost-recovery rates. With available capacity to accommodate growth at Southside Aquatic Centre along with the presence of the local YMCA’s indoor pool (a facility which the City has contributed financial resources towards in the past) that also serves a considerable demand for programs and recreational swims, there is no basis to suggest that a second municipal indoor aquatics centre is required in Woodstock. Instead, the City is best suited to direct its resources towards conducting strategic improvements at the Southside Aquatics Centre to address its functional limitations and ensure its long-term operational longevity. Presently, the facility’s ability to accommodate additional use is constrained not by its pool basin but rather associated amenities such as the size of its change rooms and especially a lack of onsite parking. Other improvements could be considered to modernize the facility including aesthetic enhancements to the lobby and/or public circulation areas as well as capital/lifecycle renewal of mechanical components such as filtration, mechanical equipment and below deck components. An aerial scan of the Southside Aquatic Centre reveals that there is capacity on the existing site to undertake modest expansion, should it be required. Recommendation 1. Identify opportunities in which to modernize the Southside Aquatic Centre with respect to facility equipment, amenities (e.g., change rooms, viewing areas, lighting, etc.), onsite parking, and other elements identified through architectural and capital planning/renewal exercises. Monteith Brown Planning Consultants | MJMA 31 DRAFT Recreation Facility Needs Study Figure 8: Distribution of Indoor and Outdoor Aquatic Facilities Monteith Brown Planning Consultants | MJMA 32 DRAFT Recreation Facility Needs Study 5.2 Spray Pads & Wading Pools Supply Outdoor waterplay facilities in Woodstock consist of the Spray & Play Wading Pool at the Southside Aquatic Centre, and a spray pad located at Vansittart Park. Market Conditions Spray pads are fun and engaging facilities that can attract large numbers of children and families that are looking to cool off on a warm day. Spray pads are becoming more popular each year given their wide appeal and the benefits over traditional pools. In 2009, it was estimated that spray pads and water parks attracted over 80 million visits in North America and has grown on average between 3-5% each year.8 These facilities are substantially more cost effective to build and operate than traditional outdoor pools, as they are generally unsupervised, and use less water and chemical additives. As such, splash pads are ideal aquatic alternatives for small to medium sized communities, or a complementary neighbourhood level outdoor facility for a municipality of any size. Spray pads take on a variety of design styles and themes to create unique and interactive experiences as many are designed with sensors and buttons that activate water features. Sophisticated drainage systems ensure that splash pads have no standing water, minimizing the risk of drowning and transmission of infectious diseases. Where the water drains to varies in each municipality, although some have collected the used water to be repurposed for municipal irrigation, or directed to a stormwater pond; other communities have developed filtration systems to cleanse and recycle water. Another trend that has been observed is lit splash pads that extend the use of these facilities into the late evening when summer evenings continue to exhibit high temperatures.9 Public Engagement The online survey revealed that 3% of responding households frequently visited the Spray & Play Wading Pool at the Southside Aquatic Centre and 3% used the splash pad at Vansittart Park. 60% of respondents felt that splash pads were important and 10% supported spending additional funds on new or improved splash pad facilities, ranking eighth out of eighteen facility types. 8 World Waterpark Association. (2009). Waterpark industry general and fun facts. Retrieved from http://www.waterparks.org/otherArticles/Waterpark%20Industry%20General%20&%20Fun%20Facts.pdf 9 Anderson, K. (2013). Splash down! Splash pads arriving in style. Recreation Management. Retrieved from http://www.recmanagement.com/feature_print.php?fid=201304fe01 Monteith Brown Planning Consultants | MJMA 33 DRAFT Recreation Facility Needs Study Demand Analysis Age-specific per capita targets are typically utilized in combination with distribution to determine the provision of spray pads as the core users of this facility type are generally children ages 0 to 9. Woodstock currently provides splash pads at a rate of one splash pad for 4,240, which is the comparable to the average service level being provided in a number of Ontario communities. Municipalities generally utilize a standard of one splash pad per 3,000 to 5,000 children with the distribution of splash pads and priority areas also being a key consideration. With both the existing spray pad and the wading pool located in the City’s west end, there is merit in developing a spray pad to service the City’s east as well. Many communities have developed spray pads in place of outdoor pools due to capital and operating savings, smaller footprint requirements, and a similar level of enjoyment offered. In place of a recommended provision standard, Woodstock should concentrate of providing spray pads in high priority or emerging areas that will attract young families with children. This type of consideration makes the City’s east end a viable option for a future spray pad and lends further support to reconciling the above noted distributional gap. With a broad range of outdoor recreational infrastructure being recommended at the Woodall Farm through this Study, the site is a strong option in which to consider integration of a spray pad. The site is particularly plausible in the event that the City develops a multi-use community centre since that could provide supporting washrooms and change rooms, and on the basis that a spray pad would tie into other child and youth- oriented facilities such as playgrounds. Should Council decide to replace and relocate the Lions Pool to Woodall, then a spray pad would enhance the outdoor aquatic infrastructure to be enjoyed. The City, however, should also remain open to an alternative location in the east end based upon plans of subdivision that are received. For example, a neighbourhood park with on- street and/or on-site that is centrally located within a residential neighbourhood could be a strong choice based on convenient access as the Woodall Farm is presently located in relative isolation from many developed and developing areas of the City. For any existing or new splash pads developed and/or renewed in the future, the City should ensure that each facility provides a differentiated experience and level of amenity than that offered by its Spray & Play Wading Pool. As spray pads tend to be free of charge, local spray pads should not compete with the Spray & Play facility since the City relies on a level of cost recovery for that facility to provide a high quality experience for its users. Future spray pads are best designed as cooling stations providing a neighbourhood level of amenity. Monteith Brown Planning Consultants | MJMA 34 DRAFT Recreation Facility Needs Study Recommendations 2. Construct a spray pad in the City’s east end, located either as part of a recreation complex developed at the Woodall Farm or at an appropriate alternative location that is situated in proximity to a considerable population base. The spray pad should be located in a highly visible area within proximity of other recreation facility types targeted towards similar age groups (e.g., playgrounds). 3. Any renewal of existing and/or development of future spray pads should be designed to provide a level of amenity oriented to neighbourhood-level use and should offer a differentiated level of service that does not directly compete with the City’s Spray & Play Wading Pool at the Southside Aquatic Centre. 5.3 Outdoor Pools Supply For nearly seventy years, Woodstock has operated the Lions Pool that is an outdoor 32 metre rectangular lap pool originally constructed in 1947. A small building containing the front desk, change rooms and mechanical room is located onsite. As shown in Figure 8, the City’s entire indoor and outdoor aquatics infrastructure is situated in the west end of Woodstock, located in relatively close proximity to each other. Market Conditions Outdoor pools were once a key part of the community fabric, with many municipalities constructing them in the 1960s and 1970s. With greater affordability and popularity of backyard pools, usage of the typical rectangular outdoor pool has diminished in many parts of the province. In fact, trends in municipal service delivery suggest that municipalities are moving away from providing outdoor pools altogether due to the high operating cost relative to the short three month usage season (usually June to August), and the ability to offer lessons and other programming within their indoor pools. Municipalities who have chosen to provide new outdoor pools or replace their aging pools have usually done so on the basis of providing a differentiated experience oriented to fun through waterpark designs, sport tourism or rentals, or as part of overarching municipal economic development strategies. Another reason for the shift away from outdoor pools is the popularity of spray pads. With spray jets, water cannons, buckets, and other amenities, these waterplay facilities are more interactive than traditional outdoor pool templates and are viewed as fun destinations. Spray pads respond very well to growing demands for unstructured, spontaneous forms of Monteith Brown Planning Consultants | MJMA 35 DRAFT Recreation Facility Needs Study recreation as users can simply drop-in whenever is convenient and make use of the facilities. Most well designed spray pads have a similar (if not lower) cost of capital construction as a rectangular outdoor pool but the true savings are realized on the operational side. As alluded to in previous pages, spray pads do not have any standing water and thus do not incur operational expenditures related to direct staffing such as lifeguarding and water testing. Public Engagement As previously mentioned, the online survey recorded swimming (either indoors or outdoors) as the second most popular recreation activity, however, only 4% mentioned that they frequently use the Lions Pool. When respondents were asked to rate the adequacy of the Lions Pool, nearly half of responding households (47%) identified that they do not use this facility. Of those who do use the Lions Pool, one third of respondents found it to be ‘Adequate’ or ‘Excellent’; however 39% of respondents who use the Lions Pool rated it to be ‘Completely Inadequate’ or ‘Inadequate’ (28% were neutral). There were several respondents (accounting for about 79% of responses) who felt that a new pool should be provided to replace the Lions Pool. Nearly two-thirds of these respondents (63%) indicated that a new pool should be built in a new location with more parking and recreation amenities, while 16% felt that a new pool should be built in its existing location. About one in five respondents (21%) reported that the outdoor pool should not be rebuilt at all. Demand Analysis Built in 1947, Lions Pool is at the end of its functional lifecycle. As many municipalities no longer include outdoor pools as part of their core service delivery mandate, there are no generally accepted provision standards for these facilities. Accordingly, need for such facilities are determined based upon factors including (but not limited to) utilization rates, tolerance of the capital and operating expenditures to provide the level of service, and absence of other swimming opportunities elsewhere in the community. With respect to utilization rates, the City has not historically tracked the number of visitors using the Lions Pool. As discussed in the indoor aquatics assessment, City Staff have been compiling meaningful data over the past year and offer the following observations with respect to the outdoor pool: • The pool accommodated about 7,000 swims this past summer, half of which are attributable to the Summer City Swim Team Program. • With about 1,900 recreational swims, the pool averaged about 11 persons per hour suggesting that there was ample capacity to accommodate more swimmers within the pool during recreational swim times. Monteith Brown Planning Consultants | MJMA 36 DRAFT Recreation Facility Needs Study • On average, the pool accommodated only 4 lane swimmers per hour – by comparison, a typical six lane pool has capacity for over 18 lane swimmers per hour. City Staff indicate that the pool is generally underutilized with few recreational swims taking place despite a number of programmed and drop-in swim times being available. Part of the reason for this is attributed to the fact that the Lions Pool is only operational for two months of the year (July and August), the site is severely constrained by a lack of parking (with no opportunity to meaningfully expand the lot), and it is located in a well-established neighbourhood where satellite imagery appears to show a sizeable number of backyard pools. Site visits to the pool during the day by the Consultant revealed fewer than four people in the pool at any given time during the open swim periods. Of the few hours during the week that the outdoor pool is booked, it is for the use by the Summer City Swim Team Program for practices only since the 32 metre pool is seven metres longer than appropriate for most swim meets. Another major reason for low utilization rates can likely be attributed to the presence of the Southside Aquatic Centre and the YMCA indoor pool that easily address the needs of the local aquatics market. It is also important to recognize that when the outdoor pool was originally constructed over sixty-five years ago, there were no indoor pools in Woodstock resulting in Lions Pool being the focus of City aquatics provision for many years – the pool supply has changed since that time. From an aquatics programming and rental perspective, there is significant redundancy in the local supply particularly when considering the geographic proximity of these pools in relation to each other. As discussed in the preceding indoor aquatics assessment, there is significant available capacity at the Southside Aquatics Centre that can easily accommodate outdoor pool users. The service overlap is also amplified by the fact that outdoor aquatics infrastructure is being operated through Southside’s Spray & Play Wading Pool. In fact, most areas of the City can access an indoor or outdoor pool within ten minutes. While the lower than optimal level of utilization at the Lions Pool is a serious concern, the financial implications of providing this service to the community should also be recognized. In 2013, Lions Pool's limited operating season ran an operating deficit of nearly $100,000 which can provide an indication of what the City could expect to subsidize if continuing to provide an outdoor pool for the community. Cost is undoubtedly an important factor, however, more concerning is the fact that the outdoor pool is drawing usage away from the Southside Aquatics Centre which has capacity to accommodate greater utilization. For example, over $28,000 was generated in revenues at the Lions Pool and even a portion of those revenues redirected would modestly benefit the operating pro forma of the Southside Aquatics Centre and its Spray & Play Wading Pool. Monteith Brown Planning Consultants | MJMA 37 DRAFT Recreation Facility Needs Study It is recommended that the City decommission the Lions Pool due to its end of life, limited operating season, the capital cost of reconstruction and ongoing operating cost in relation to a low utilization profile and internal competition with the City’s other aquatics assets. With available capacity to accommodate additional programming at the Southside Aquatic Centre, consolidating all activities to the indoor aquatic facility is seen as a more efficient use of municipal resources. During this transition, the City should investigate alternative uses for the Lions Pool site, once the pool has been decommissioned. It is recognized, however, that there is a strong historical sentiment surrounding the availability of an outdoor pool in the community. While a new outdoor pool has not been recommended, should Council decide to provide a replacement outdoor pool on a philosophical or historical provision basis, and consciously accept the financial and operating risks involved with doing so, then the following should be considered: • The Lions Pool site is not deemed to be suitable for the replacement pool due to the functional limitations of the site. • The most logical site based on present circumstances would be at the Woodall Farm property where an outdoor pool could benefit from shared parking, and washrooms/change rooms contained within the proposed community centre. • A new outdoor pool should be smaller in size relative to the existing Lions Pool in order to limit operating expenditures incurred, and possibly be integrated with water play features as discussed in the preceding assessment of spray pads. • An outdoor pool should be designed in a manner that permits it to be enclosed in the future term (i.e. 20+ years) if or when the Southside Aquatic Centre reaches the end of its useful life thereby providing the City with a potential option to replace its indoor pool. Recommendations 4. The Lions Pool should be decommissioned once the City deems it no longer structurally and/or operationally viable. 5. A new outdoor pool is not recommended. However, should Council choose to accept the financial and operating risks of constructing a new outdoor pool then the preferred location would be at the Woodall Farm designed to be smaller in size than the existing outdoor pool facility and possibly integrating water play features. Monteith Brown Planning Consultants | MJMA 38 DRAFT Recreation Facility Needs Study 5.4 Arenas Supply The City provides three ice pads located at two arenas, translating into one ice pad for every 13,037 residents. The Southwood Arena, contained within the Woodstock District Community Complex, is a twin pad arena that contains a spectator arena (bowl seating) while the Civic Centre Arena is a single pad facility. Figure 13 illustrates the distribution of ice pads in Woodstock. Market Conditions Over the past several decades, hockey has been a staple of traditional Canadian winter sports. However, recent research suggests that participation in organized hockey has experienced declining participation levels across the Province, since a registration peak in the 2008/09 season. This trend is driven by a number of factors that include the high cost to participate, safety concerns, declining popularity of organized sports, and growing immigration from countries where hockey isn’t played.10 These factors have led to declining arena utilization in a number of communities and municipalities have undertaken a number of strategies to cope with shifting arena needs and underutilized ice pads. Such strategies include, but are not limited to, optimizing scheduling practices, enhancing programming to promote learn-to-skate and sport safety, subsidies to reduce the cost to participate, and sometimes decommissioning ice pads. In Woodstock, there are an estimated 1,900players and skaters registered with local arena sport organizations which has remained fairly stable over the past three years. On this basis, it appears as though arena sport participation in the City is not being affected to as great a degree as some other communities though the fact that local registration rates are not keeping pace with population growth may be an indicator of possible vulnerability in the future and the general aging trend of the population that impacts arena utilization. Of the arena market, about 1,200 players are affiliated with minor hockey (girls and boys) and figure skating, while an estimated 700 adults are playing in recreational or pick-up leagues (over 50 adult teams). Public Engagement The online survey revealed that in the past twelve months, 35%, 34%, and 5% of responding households had at least one member who participated in hockey, recreational skating, or 10 Kaufman, B. (2011). Hockey losing numbers game. London Free Press. Retrieved from http://www.lfpress.com/sports/hockey/2011/10/31/18902646.html Monteith Brown Planning Consultants | MJMA 39 DRAFT Recreation Facility Needs Study figure skating, respectively. The survey reported that 30% of responding households frequently used the arena at the Woodstock District Community Complex. By contrast, 12% of responding households frequently used the Civic Centre Arena. 67% of responding households also felt that arenas are important to them, and 27% felt that arenas should be a high priority in the provision of recreation facilities. The provision of arenas was a top of mind issue for many participants throughout the consultation initiatives, particularly for the need for more ice pads and improved facilities. Consultation participants noted that the Civic Centre Arena is outdated and should be replaced, with some suggesting that a new multi-use community centre be developed with at least one ice pad. Participants suggested that if a new arena was considered, it should have a NHL regulation ice pad with an indoor track. The need for new and improved dressing rooms was also expressed, as well as a referee room, and accessible spectator seating at the Civic Centre Arena. A comment was also received that there should be a greater focus on public skating. Demand Analysis A review of arena utilization data provided by the City reveals that Woodstock is not immune to the declining ice use occurring throughout Ontario. Over the past three years, about 84% of available prime hours have been booked for rental by user groups or recreation programs (such as public skates, shinny, etc.). 11 This translates into just below 800 prime hours per season going unused and roughly equates to the capacity equivalent of 50% of an ice pad remaining idle during times when arenas are most frequently expected to be highly utilized. In an ideal situation, prime utilization rates should hover in the 90% range so that only a few hours per week are going unused. Further examination into the arena bookings identifies the following: • Weekday prime time bookings (5pm to 10pm), which are the most desirable hours, have declined by about 100 hours over the past three seasons. Utilization in these hours has been trending downwards, decreasing from 93% to 88% over this period. • Weekday shoulder hour bookings (4pm to 5pm and 10pm to 11pm) have also declined, with utilization rates eroding from 73% to 68% (though it is worth noting that some of the 4-5pm rentals have shifted to 7am before school). • Weekend bookings have actually escalated over the past three seasons, due in part to 70 hours in rentals and 20 hours in programs, suggesting users may be transitioning from weekday to weekend prime usage. Utilization rates have improved from 80% to 86% over this time though it is noted there were still 344 unused hours on weekends. 11 Data represents ice utilization between October and March, and excludes summer ice. Monteith Brown Planning Consultants | MJMA 40 DRAFT Recreation Facility Needs Study What appears to be happening in Woodstock is that users are seeking the most desirable hours while reducing their use of weekday shoulder hours and early morning/late evening bookings on weekends. This is potentially indicative of excess capacity resulting in groups being able to pick and choose what hours they wish to rent rather than having to adapt their scheduling in response to limited availability resulting from strong demand. A breakdown of arena utilization over the past three years is illustrated below. Figure 9: System-Wide Arena Utilization, 2011/12 – 2013/14 68% Weekday Shoulder (4 pm - 5 76% pm, 10 pm - 11pm) 73% 88% Weekday Prime (5:00 pm - 90% 10:00 pm) 93% 86% Weekend (Open - Close) 85% 80% 2013/2014 2012/2013 2011/2012 Source: City of Woodstock, 2014 Figure 10: Civic Arena Utilization, 2011/12 – 2013/14 78% Weekday Shoulder (4 pm - 5 pm, 10 70% pm - 11pm) 73% 90% Weekday Prime (5:00 pm - 10:00 91% pm) 94% 83% Weekend (Open - Close) 84% 77% 2013/2014 2012/2013 2011/2012 Source: City of Woodstock, 2014 Monteith Brown Planning Consultants | MJMA 41 DRAFT Recreation Facility Needs Study Figure 11: Southwood Arena Utilization, Red Pad, 2011/12 – 2013/14 58% Weekday Shoulder (4 pm - 5 pm, 10 74% pm - 11pm) 71% 87% Weekday Prime (5:00 pm - 10:00 91% pm) 92% 86% Weekend (Open - Close) 84% 75% 2013/2014 2012/2013 2011/2012 Source: City of Woodstock, 2014 Figure 12: Southwood Arena Utilization, Green Pad, 2011/12 – 2013/14 72% Weekday Shoulder (4 pm - 5 pm, 10 82% pm - 11pm) 75% 88% Weekday Prime (5:00 pm - 10:00 89% pm) 93% 87% Weekend (Open - Close) 87% 89% 2013/2014 2012/2013 2011/2012 Source: City of Woodstock, 2014 Monteith Brown Planning Consultants | MJMA 42 DRAFT Recreation Facility Needs Study To determine current and future ice pad requirements, a market-specific level of target is established in a manner that considers the impact of participation, generally accepted standards of play, population growth, and demographic factors. This target can also be adjusted to reflect the local characteristics of Woodstock to remain responsive to local arena needs. In total, the 1,900 arena users registered with local organizations in the City result in a level of service of one ice pad per 633 registered participants, which is slightly above average as compared with targeted service levels in other municipalities. For Woodstock, a level of service targeting one ice pad per 700 participants is considered to be appropriate. Applying present day capture rates specific to children, youth and adult market segments to forecasted populations suggests that the City can expect to have a market size of about 2,250 arena users by the year 2031. 12 On the basis that arena participation rates remain stable, Woodstock would continue to require the equivalent capacity provided by three ice pads. Table 3: Ice Pad Requirements, 2014-2031 2014 2021 2031 Market Size 1,900 2,100 2,250 Existing Supply 3 3 3 Required Ice Pads (@ one ice 2.7 3.0 3.2 pad per 700 participants) Surplus (Deficit) Capacity 0.3 0.0 (0.2) As a result, the City should continue to provide three ice pads as its long term target. However, the City is presently relying upon the antiquated Civic Centre Arena to accommodate current market needs as this facility has approached the end of its useful life and the risk of a major structural or mechanical failure could result in arena operations being ceased (without considerable reinvestment). Other limitations associated with the Civic Centre Arena include: 12 Ministry of Finance population projections by five year age cohort for Oxford County are assumed to reflect the future age structure for the City of Woodstock, though it is recognized there may be deviations between the realized County and City age structures. Monteith Brown Planning Consultants | MJMA 43 DRAFT Recreation Facility Needs Study • At nearly 45 years of age, the arena is nearing the end of its useful life as previously alluded. While the City can continue to undertake updates and repairs to the arena over the short term, this is not a sustainable approach over the long term. • Given the age of the facility and its associated equipment, its outdated design does not adequately meet the needs of the modern user. For example, the Civic Centre Arena pad measures 55 metres by 24 metres (180 feet by 80 feet), slightly smaller than most common templates of 56 metres by 26 metres (185 feet by 85 feet) or NHL-sized pads (200 feet by 85 feet). • The lack of adequate amenities such as sufficient dressing rooms (notably change rooms for female players), washrooms, and heated spectator seating has also been a concern. • The arena lacks the accessible features that are typically found in municipal facilities such as barrier free entrances and washrooms, thereby limiting users with a disability from fully participating. • The land on which the Civic Centre Arena sits is owned by the Woodstock Fair Grounds and not the City. As a result, it is recommended that the City decommission the Civic Centre Arena in favour of constructing a new single pad arena within the next five to ten years. Fortunately, the City had the foresight to acquire the Woodall Farm property which now presents the most logical opportunity in which to develop the arena, along with certain other indoor and outdoor recreation facilities as recommended in subsequent pages. It is worth noting that very few single pad arenas have been constructed in recent years, largely due to the fact that twin pad arenas tend to generate certain operating efficiencies through economies of scale. A new twin pad arena in Woodstock, however, is not encouraged at least for the short to medium term since the assumption of stable or even growing participation rates must be balanced with a number of variables including: • a strong probability that provincially declining arena participation trends are realized in Woodstock (at least to some degree); • local arena rentals continue to diminish; and/or • if the number of children and youth ultimately residing in the City is less than forecasted due to prevailing aging population trends. Prior to the construction of a new single pad arena at the Woodall Farm, the City should undertake the following activities over the next five years: Monteith Brown Planning Consultants | MJMA 44 DRAFT Recreation Facility Needs Study • Continue to undertake a basic capital maintenance program at the Civic Centre centred upon ensuring health and safety requirements. Major capital reinvestments such as concrete slab and/or mechanical equipment replacement are not recommended. • Annually track community demographics along with arena utilization and participation rates to determine market-specific trends. • Explore strategies to reduce arena operating costs and improve ice utilization including (but not limited to): reducing hours of operation during the day, offering last minute/walk-in prime rates, and differentiating pricing between prime, shoulder and weekend hours. These strategies should be considered in the development of Woodstock’s ice allocation policy, which is currently being undertaken by the City. • Undertake a review of this arena provision strategy at the end of the five year period or prior to initiating construction of the new single pad arena (whichever comes first). Re-examining arena needs in five years’ time will provide the City with confirmation that reinvestment in a new arena is warranted based on the local market. This re-examination may have to take place sooner in the event that the Civic Centre Arena incurs a major operational issue that requires major capital reinvestment (e.g. slab, mechanical or structural issues). This strategy also fits well with the proposed development of the Woodall Farm as a new arena, if required, could form part of a second construction phase in the medium to longer term (i.e. 5 to 10 years from now). Recommendations 6. The City should construct a new replacement single pad arena at the Woodall Farm within the next five to ten years, depending upon how long the Civic Centre Arena can be maintained with minimal investment oriented primarily to health and safety. 7. Prior to construction of a new replacement single pad arena, it is strongly recommended that the City review this Recreation Facility Needs Study or the arena assessments contained herein. Leading up to this review, the City should continue to monitor demand-related indicators such as tracking arena user group registration, ice utilization rates, community demographics, outcomes arising from the Ice Allocation Policy, and other key trends. 8. Explore strategies to enhance ice utilization and improve operating efficiencies through the City’s Ice Allocation Policy, establishing last minute rental rates, differentiated pricing during prime and shoulder hours, staggering end of season closing dates, and more. Monteith Brown Planning Consultants | MJMA 45 DRAFT Recreation Facility Needs Study Figure 13: Distribution of Arenas Monteith Brown Planning Consultants | MJMA 46 DRAFT Recreation Facility Needs Study 5.5 Curling Rinks Supply As is common in many municipalities across Ontario, the City of Woodstock does not directly own or operate a dedicated curling facility. Instead, residents access curling programs through the Woodstock Curling Club who own and operate their own facility. Market Trends Curling is a traditional winter sport in Canada that can be pursued by most ages and abilities, although it is most popular among the 35-64 age group. The sport of curling has been in decline across Canada for the past two decades, as research estimates that less than 3% of the Canadian adult population participates in curling.13 This is further supported by the number of curling clubs that have folded in other jurisdictions and the fact that very few new curling facilities have been built in Ontario in recent years. It is anticipated that the outlook for curling at the national level is one of slow growth, although the case may vary in each community. Public Engagement One in five online survey respondents (20%) reported participation in curling over the past twelve months. Less than a quarter of respondents (24%) stated that curling sheets are important to their household, ranking last out of 18 facility types, and 13% felt that curling sheets should be a high priority in Woodstock. Through the Stakeholder Input Event and Stakeholder Survey, the need for a new curling facility was expressed as the existing Woodstock Curling Club is dated and not accessible for persons with disabilities. Demand Analysis In Ontario, curling facilities are most typically operated by the non-profit sector, although some examples exist where municipalities have entered into land and/or facility lease agreements with curling clubs. Communities that provide this service typically provide one curling facility per 400 or 500 curling club members. Typical facility design templates consist of four curling sheets, which equates to a provision standard of one curling sheet per 100 to 125 members. 13 The 2009 Physical Activity Monitor published by the Canadian Fitness & Lifestyle Research Institute indicates that 27% of Canadians participate in sport, of which 4% participate in curling – this translates into approximately 1% of the entire Canadian population. Conversely, data from the Print Measurement Bureau estimates the curling market to be 2.8% of the entire Canadian population (as of 2008). Monteith Brown Planning Consultants | MJMA 47 DRAFT Recreation Facility Needs Study Contrary to declining participation trends described earlier, the Woodstock Curling Club reported that membership has been strong. Over the past three years, the number of members has increased by nearly one-third, reaching 249 members in 2013. It would not be reasonable to consider a lower provision standard for Woodstock given that this sport generally appeals to a small portion of the population. Given that the Club’s membership level makes up less than one percent of Woodstock’s population, the Club would have approximately 300 members by 2031 if membership remains stable, and would not meet the minimum provision standard to justify the development of a curling facility. Historically, municipal curling facilities have not been provided in Woodstock and it is not recommended that City enter into a new level of service as part of its core facility delivery mandate. Doing so would represent a considerable financial risk, from both a capital and operations perspective, given the long-term outlook for curling is one of decline both at the provincial and regional level. Furthermore, City Staff note that utilization of local community halls have been adversely impacted by liability surrounding consumption of alcohol in municipal facilities, something that would likely carry over to a municipal curling facility since socialization is a large part of curling club events and rentals. As such, it is not recommended that the City enter into the provision of this facility type at this time. Recommendation No action is required with respect to curling rinks. 5.6 Outdoor Ice Rinks Supply The City presently provides outdoor skating rinks at Donald Thompson Park, Park Row Park, Hunting Estates Park, and Northland Park. Market Conditions While once a Canadian tradition, outdoor 'natural' ice skating opportunities are becoming increasingly difficult to provide due to global climate change. Uncertain and warming weather conditions have greatly impacted the provision of outdoor ice, with many municipalities (who are choosing to provide outdoor skating opportunities) looking at artificial refrigeration or synthetic ice surfaces that are typically able to operate for a longer season but come at a very high cost to build and operate compared to natural ice. Monteith Brown Planning Consultants | MJMA 48 DRAFT Recreation Facility Needs Study Public Engagement One-third (34%) of the online survey sample participated in recreational skating during the past year (likely split between arenas and outdoor rinks), with two-thirds reporting that they have never used an outdoor rink. Only 5% considered investment in outdoor rinks to be a high priority. Apart from the survey, little demand was expressed for outdoor rinks through other consultations. Demand Analysis Artificial ice rinks can counteract the effects of the warming climate on operating capabilities as they employ mechanical and refrigeration systems similar to those found within arenas. This, however, comes at much more significant cost than their natural counterparts and accordingly fewer artificial ice rinks are being constructed province-wide unless tying into a broader economic development strategy or providing a municipally- wide level of service (as opposed to servicing a community or neighbourhood catchment). Depending upon their size and configuration, the capital and operating cost of artificial rinks ranges widely varies; common rinks can cost between $100,000 to over $1 million to build, while annual operating costs range from tens of thousands to hundreds of thousands of dollars per year depending on the level of maintenance and the length of the operating season. Costs can be further inflated with common support elements such as roof structures, and washroom/change room facilities which is why many artificial rinks are located adjacent to community centres. Skating paths constructed in some communities are essentially artificial rinks of a different configuration and require similar capital and operational resources, though their function is largely relegated to pleasure skates (whereas rinks can accommodate both pleasure skating and pickup ice sports, depending on size). The operating season for artificial rinks is typically December to March although the actual number of weeks varies greatly with climate conditions and municipal operating capabilities. Their refrigeration systems allow a municipality to ensure a more consistent operating season compared to natural ice surfaces since the latter is difficult to maintain above the freezing mark (recognizing the warmer the temperature gets, the greater becomes the operating cost of running an artificial pad). Depending upon design, artificial pads can also used in the non-winter months for ball hockey, basketball and tennis while larger artificial pads may be used for community events, again tying into their viability as economic development tools. As mentioned, fewer artificial rinks are being constructed compared to the past. Research conducted across Ontario suggests that there is little consistency in how municipalities approach the provision of artificial rinks in the absence of generally accepted service level standards. Most municipalities view artificial rinks using an opportunity-based approach to Monteith Brown Planning Consultants | MJMA 49 DRAFT Recreation Facility Needs Study create distinctive recreational experiences that cannot be offered within an arena. Accordingly, pursuit of an artificial rink should be rationalized through planning and economic development studies, and be subjected to a cost-benefit analysis. An artificial rink in Woodstock should only be constructed with the view of creating a City-wide ‘destination’ within a major civic node. The City is not in a position where it needs to consider investment in additional outdoor rinks, particularly for a costly artificial ice system. The Study’s consultations did not reveal a great need for more outdoor skating opportunities. Further, the provision of outdoor rinks could compete with public skating times at the municipal arenas and further erode utilization of those pads. Recommendations 9. Only consider outdoor artificial rinks in conjunction with other civic planning, urban design and/or economic development analyses given the sizeable costs to construct and operate refrigerated rinks. 5.7 Gymnasiums Supply The City currently does not provide any municipally-owned gymnasium space. A multi- purpose hall is located at Cowan Park, which can accommodate low impact recreation activities; however, this facility is programmed by the Woodstock Soccer Club and is not suitable for use as a dedicated gymnasium. As a result, it is not considered in this supply. Market Conditions Gymnasium sports continue to exhibit high levels of demand across Ontario, especially among youth and younger adults. Gymnasiums provide flexible space within which a variety of recreational activities and camps can be scheduled. Most often, gymnasiums are used for traditional active sports such as basketball, volleyball, and badminton. Gymnasiums are also popular for the emerging sport of pickleball, which is popular amongst older adults, and can be used for active programming such as aerobics, fitness, dance, and other wellness activities. Municipalities also utilize gymnasiums space for a variety of non-recreational activities such as trade-shows, large gatherings, and other events, although it is often felt that these types of activities should be restricted from gymnasiums as they may interfere with other recreational bookings or are not compatible with certain floor types. Monteith Brown Planning Consultants | MJMA 50 DRAFT Recreation Facility Needs Study Public Engagement In the past 12 months, survey respondents reported participating in a number of indoor sports that tend to occur in gymnasiums including basketball (20%), indoor volleyball (19%), gymnastics (15%), and badminton (8%). Nearly half of survey respondents (48%) felt that a gymnasium is important to support a wide range of indoor sports and activities and 5% of respondents felt that gymnasium space should be a priority in the provision of recreation facilities in Woodstock. The need for a municipal gymnasium was also expressed through the community input session and local stakeholder consultation to accommodate indoor sports. Demand Analysis There is no recommended standard for gymnasiums as the provision of this type of space varies in each community, depending on the municipality’s ability to access school gymnasiums through the Community Use of Schools initiative. This initiative, created by the Ministry of Education, encourages access to school facilities outside of regular school hours for municipalities or local community groups. Organizations that have entered into use agreements with local school boards may provide no or few municipal gymnasium space, while communities that do not have access to schools may provide more gymnasium space to accommodate demand. At present, there is no formal agreement in place that provides the City and community groups with access to local school gymnasiums in Woodstock as it has been articulated that there are challenges with obtaining access to these facilities. The ability to secure consistent access, staffing, maintenance, and rental costs, were some of the issues that were reported by City Staff. The provision of gymnasiums should generally be considered as a part of new facility development as it can be flexibly designed to accommodate a variety of uses and is complementary to other recreation components to facilitate cross-programming opportunities. Its co-location with other recreation facilities is also beneficial in enhancing operational efficiencies compared to stand alone facility models. The City owns a large parcel of land in the northeast area of Woodstock (known as Woodall Farm), which would be a suitable location to construct a gymnasium in the event that the City constructs a new arena (pending confirmation through a recommended five year review). To ensure that a gymnasium, if developed, is accommodating of a variety of indoor sports (e.g., basketball, volleyball, pickleball, etc.), it should be designed to college basketball regulations. Adequate ancillary amenities should be provided including an electronic score clock, washrooms, and dressing rooms, and other features to be identified at the City’s discretion. To ensure the highest quality facility is provided, non-sporting activities should Monteith Brown Planning Consultants | MJMA 51 DRAFT Recreation Facility Needs Study be directed to the City’s hall facilities (e.g. at the Woodstock District Community Complex) and be discouraged from utilizing the gymnasium. This action is intended to ensure recreation activities have an appropriate level of access and to minimize potential damage to a higher quality gym floor. The City should also continue to regularly engage the Thames Valley District School Board and the London District Catholic School Board to explore ways in which to enable the community with consistent, affordable access to school gymnasiums. This is the most cost- effective strategy to address gym needs though the challenges of associated with the Community Use of Schools initiative are well noted. Strengthening reciprocal agreements (e.g. the City could offer the schools with greater access to its pool in exchange for discounted gymnasium access) or collaborating with schools when they are developing or redeveloping schools are ways to achieve this. Similarly, the growing interest from post- secondary institutions looking to invest in the area may also create an opportunity for partnership if an agreement to construct shared-use gymnasium space can be reached. A number of communities have entered into similar agreements for the provision of shared spaces that have been mutually beneficial. Recommendations 10. Pending the results of the five year review of the arena provision strategy, if a new arena is to be constructed at the Woodall Farm then a gymnasium should also be provided as part of this development. A future gymnasium should be designed to college basketball regulations to accommodate a variety of indoor sports. This space should also include adequate ancillary amenities including, but not limited to, an electronic score clock, dressing rooms, spectator seating, and other features identified at the City’s discretion. 11. Continue to pursue ways in which to access gymnasiums owned by the local school boards by strengthening relationships and reciprocal agreements as a means to cost effectively enable community access. Potential partnerships with community organizations or post-secondary institutions should also be investigated to share capital and/or operating resources associated with providing a new gymnasium. 5.8 Indoor Artificial Turf Fields Supply The Cowan Park fieldhouse, which is operated by the Woodstock Minor Soccer Club, contains an indoor artificial turf measuring 34 metres by 64 metres (110 feet by 210 feet), which can be partitioned into three smaller playing areas. Monteith Brown Planning Consultants | MJMA 52 DRAFT Recreation Facility Needs Study Market Conditions Complementing outdoor fields and private facility providers, municipalities have developed artificial (or synthetic) turf playing fields to provide enhanced recreation experiences and to respond to increasing demands for year-round play. While the primary use of artificial turf fields is for soccer, this facility type can accommodate multiple field activities including rugby, football, dodge-ball, team conditioning, training, lacrosse, and fitness pursuits. Indoor turf fields are typically provided by the municipality, private sector, community group, or a combination of the three to share financial and operating responsibility. As previously identified, a partnership model is utilized in Woodstock between the City and Woodstock Soccer Club to operate the indoor turf field at Cowan Park. The group identified that there are approximately 1,110 participants (youth and adult) registered in competitive and recreational indoor soccer programs. The group also indicates the number of participants in indoor soccer has been on the rise, congruent with trends observed by Soccer Canada, as the sport of soccer continues to experience surging levels of popularity. Public Engagement 17% of online survey respondents frequently use the Cowan Park indoor turf field. 44% of respondents felt that indoor turf fields are important to their household, while 3% felt that indoor turf should be a high priority for Woodstock. The Woodstock Soccer Club submitted a stakeholder group survey and did not identify the need for additional indoor turf fields. The Woodstock Minor Football Association also utilizes the indoor turf field and expressed that more time at this facility is required to expand programming and participation. Demand Analysis Indoor turf facilities are a relatively new service provided at the municipal level. Given this higher degree of uncertainty, there is no standard provision target. There is currently no strong evidence to support the need for a second indoor artificial turf field. This is further supported by the Woodstock Soccer Club who articulated that a new indoor turf field is not required. As a result, there is no impetus for the City to develop a second indoor turf field. Recommendation No action is required with respect to indoor artificial turf fields. Monteith Brown Planning Consultants | MJMA 53 DRAFT Recreation Facility Needs Study 5.9 Fitness Facilities Supply The City indirectly provides fitness opportunities through the provision of an equipment- based fitness centre at the Woodstock District Community Complex, which is leased to Woodstock Health and Fitness – a third-party organization. Market Conditions The emphasis being placed on personal health is resulting in growing participation across Ontario for physical fitness activities. This is translating into increasing use of private and public sector fitness services oriented to health and wellness, including active living programming centred on cardiovascular and stretching activities (e.g., aerobics, yoga, pilates, etc.). Such active living programs and classes appear to be the fastest growing segment of fitness, more so than traditional weight-training, given that they are designed to be fun, social activities (e.g., Zumba). While most urban municipalities offer some studio-based active living programs, not all municipalities choose to provide equipment-based facilities due to the cost of entry/operation and competition with the private sector. In addition to the fitness facility provided at the Woodstock District Community Complex, local fitness competition is fierce, with several non-municipal fitness providers including the YMCA of Woodstock, Goodlife Fitness, Goodlife Fitness for Women, Woodstock Fitness & Racquet Club, and several other niche or specialized health and fitness establishments. Municipal fitness facilities generally help to generate the foot traffic needed to enhance community centre utilization rates, while providing an added revenue stream to offset other subsidized components, such as an aquatic centre. On the other hand, large format municipal fitness centres tend to require higher capital and operating commitments, and are often hindered by the municipal budgeting process (e.g., new equipment and amenities have to be approved through annual capital plans whereas private sector upgrades its offerings almost instantly). Public Engagement The online survey found that 38% of respondents participated in aerobics, fitness, or weight training over the past 12 months. 67% of respondents felt that equipment based fitness centres are important to their household. Monteith Brown Planning Consultants | MJMA 54 DRAFT Recreation Facility Needs Study Demand Analysis As described above, there are several equipment-based fitness facilities located throughout the City. As Woodstock has traditionally not provided fitness centres as a part of the core service mandate, it is not recommended that the City provide this facility type. Instead, the City should focus on providing active living spaces, which concentrate on floor-based fitness programming (e.g., zumba, yoga, spin, etc.) to encourage holistic health opportunities. Pending the outcome of the five year arena review, an active living studio would be an ideal complement to an arena and gymnasium, if developed at the Woodall Farm. Should a new indoor recreation facility containing an active living space be constructed (oriented to floor-based programming), it is recommended that a third-party organization, such as Woodstock Health and Fitness, be engaged in discussions to operate and program the space. This operating philosophy is consistent with the City’s existing model and allows the City to remain a provider of fitness space rather than becoming a provider of fitness services (the latter of which would otherwise require additional departmental resources to develop and administer programming). An active living studio should initially be designed as a multi-purpose space to provide the City with flexibility should a third-party fitness provider fold or be unable to fulfill its contractual obligations. The flooring should preferably be low-impact yet can also accommodate multiple uses without damage while ancillary components such as mirrors (either permanent or temporary), storage spaces and adequate ceiling heights should be considered. Recommendations 12. Pending the results of the five year review of the arena provision strategy, if a new arena is to be constructed at the Woodall Farm then an active living studio (non-equipment based) should also be provided as part of this development. This studio should initially be designed as a multi-purpose space with priority assigned to fitness programming. 13. Equipment-based fitness programs offered within future municipal recreation spaces should continue to be delivered through third-party organizations. Monteith Brown Planning Consultants | MJMA 55 DRAFT Recreation Facility Needs Study 5.10 Multi-Purpose Spaces and Halls Supply The City has eleven multi-purpose spaces, meeting rooms, and community halls located at the Woodstock District Community Complex, Southside Aquatic Centre, Market Centre, library, art gallery (2), museum (2), Cowan Park, and South Gate Centre (2). The latter two facilities are booked and programmed by local community groups under a service agreement. Multi-purpose spaces, meeting rooms, and community halls offer flexible facilities that can be booked by for a variety of events such as meetings, social gatherings, weddings/banquets, conferences, and more. As such, the need for these types of facilities is evaluated together. Market Conditions Multi-Purpose spaces and community halls provide opportunities for a variety of uses. The community benefits from having this space distributed throughout the City as it provides users with accessible facilities for programs, meetings, community events, social gatherings, and other functions. Historically, community halls were provided as single-use facilities, although co-location of meeting spaces with other amenities (both indoor and outdoor) has become the common template. Locating these spaces within a multi-use community centre, as opposed to stand-alone facilities, is advantageous in achieving economies of scale, operational efficiencies, and provides a range of cross-programming opportunities. As such, single-purpose, stand-alone spaces are generally not in high demand as the scope of possible uses may not be as wide. Public Engagement The online survey reported that 4% of respondents frequently used Goff Hall at the Woodstock District Community Complex. 40% of survey respondents also felt that banquet facilities were important to their household. Participants in other consultation initiatives also revealed a general need for multi-use program spaces. Demand Analysis There is no provision standard associated with the provision of multi-purpose spaces as there are a variety of factors that are considered, based on distribution, needs, and opportunities. Communities as a whole benefit from having a well-distributed supply of multi-purpose spaces as it provides residents with flexible facilities that accommodate a variety of low impact activities and gatherings. At present, multi-purpose spaces are located in the northwest south, and central areas of Woodstock, resulting in a service gap in the northeast area of the City. Monteith Brown Planning Consultants | MJMA 56 DRAFT Recreation Facility Needs Study The inclusion of multi-purpose spaces as a part of new recreation facility development provides complementary space to other recreation components to offer cross- programming benefits and enhanced operational efficiencies. In the event that an indoor recreation facility is constructed at the Woodall Farm, multi-purpose space would complement the proposed arena and gymnasium to achieve these benefits. If developed, the indoor recreation facility should contain a minimum of two multi-purpose spaces, one of which should have priority assigned to floor-based fitness programming as discussed in the preceding fitness assessment. Multi-purpose facilities can be designed in a variety of ways to ensure spaces are flexible. These spaces should be equipped with a range of supporting amenities such as storage, countertops, and washing areas, although this may vary depending on the intended vision for the space. Consideration may also be given to providing a kitchen or warming area to serve more formal venue. The three dedicated community hall spaces located at the Woodstock District Community Complex (Goff Hall), Cowan Park, and South Gate Centre are considered to be sufficient during this planning period as facility demand does not warrant the need for a fourth dedicated hall space. The City reports that utilization of Goff Hall has been lower compared to previous years due to competition with other rental spaces (e.g., country clubs, private businesses, etc.) and greater restrictions regarding liquor licensing. The City also reports that Goff Hall is utilized by Woodstock Health & Fitness as low impact programming space. To ensure adequate access to Woodstock’s community halls is maintained, the City should prioritize uses that are appropriate for community halls (e.g., weddings, banquets, low impact activities), while redirecting sports and active recreation to the proposed gymnasium or active living studio. If required, the need for additional community hall space can also be accommodated through the proposed multi-purpose facilities, further supporting the need to focus on the flexible design of spaces. Recommendations 14. Provide two multi-purpose spaces at the proposed recreation facility at Woodall Farm. One of these spaces should be combined with the proposed active living studio. Multi-purpose spaces should be flexibly designed to feature supporting amenities including, but not limited to storage, countertops, dividing walls, washing areas, or other features deemed appropriate by the City. 15. The City should prioritize uses that are appropriate for community halls to maximize access to these facilities, while redirecting sports and active recreation activities to the proposed gymnasium or the active living studio. Monteith Brown Planning Consultants | MJMA 57 DRAFT Recreation Facility Needs Study 5.11 Dedicated Youth / Older Adult Space Supply The City does not provide any dedicated youth spaces, although there are several non- municipal youth centres or programs in Woodstock that are provided by community partners including the Oxford-Elgin Child & Youth Centre, Woodstock Area Community Health Centre, and the Woodstock Branch of YMCA of Western Ontario. Woodstock also provides a dedicated seniors’ facility at South Gate Centre, which is operated independently under a service agreement. Market Conditions Recreation trends revealed a preference among youth for unstructured pursuits compared to organized sports, prompting the emergence of drop-in youth centres or community rooms that support a variety of youth recreation opportunities. Youth between the ages of 10 and 19 represent a key market segment in many communities, including Woodstock; as such, the provision of accessible youth space remains a high priority. Although this demographic is not expected to experience a high level of growth compared to other age groups, the youth population will continue to be an important segment to serve. The provision of adequate youth facilities is essential to facilitate programs and opportunities that focus on positive reinforcement and engagement to combat common concerns surrounding physical and mental health. Equally important is the older adult population. Providing older adult spaces have become increasingly more important as Woodstock’s residents continue to age. Between the last two Census years, Woodstock’s older adult and senior demographic experienced the greatest increase, representing nearly one-third of the population. Older adult spaces provide venues for residents age 50 and over to gather, share common interests, hold events and programs, and organize games. Given this trend, it is anticipated that there will be an increasing demand for older adult opportunities and services during the planning period, driving pressures for high quality older adult spaces. Public Engagement The online survey found that 2% of respondents frequently use the South Gate Centre for active adults over the age of 50. It is important to note that the survey results are not representative of older adults in Woodstock and that this target market may not be inclined to complete an online survey. The need for older adult and youth space was also articulated through the other consultation initiatives. Monteith Brown Planning Consultants | MJMA 58 DRAFT Recreation Facility Needs Study Demand Analysis Engaging youth through safe and interesting opportunities is essential for the healthy development of local youth. Based on age-cohort projections developed for Oxford County,14 it is estimated that there will be about 8,000 youth between the ages of 10 and 19 residing in Woodstock by the year 2031. The provision of youth space can be viewed as a core component for youth development to facilitate opportunities to interact with others and to participate in programs and activities. It is particularly important that youth have a public space to pursue these activities during after school hours. Co-locating this space at a multi-use community centre with other recreation facilities that are targeted to this age group provides a greater range of opportunities, compared to stand-alone facility types. Municipalities have shifted towards integrating youth spaces within multi-use spaces that are complementary with other active facility types such as gymnasiums, sports fields, skateboard parks, and other similar amenities. By 2031, age-cohort projections15 estimate an older adult and seniors market (55+) consisting of over 30,000 persons who will drive the need for high quality recreation facility space geared to their needs. Participation trends suggest that there is an emergence of active older adults who are generally more physically active and healthier than previous generations of seniors. This growing market segment seeks more rigorous programs and activities that are typically provided at multi-use community facilities, although at a less intensive pace. Such activities include badminton, pickleball, fitness and wellness classes, and dancing. There has also been a demand in continuous learning such as computer workshops and cooking, as evidenced through program offerings at the South Gate Centre. This trend is not to say that all older adults and seniors are active and seek non-traditional activities; providing an assortment of recreational opportunities respond to an array of older adult interests and abilities. There is no generally accepted provision level for the development of youth or older adult space as this facility type is generally constructed based on need, ability to be co-located with other complementary facilities, and potential for cross-programming opportunities. With this in mind, a dedicated drop-in facility space would ideally suit a recreation facility at Woodall Farm, if developed, as a review of the age-specific facilities suggests that there is currently a gap in this area. Existing youth-oriented facilities are currently located in downtown Woodstock, creating transportation challenges for youth in the northeast area of the City. As an emerging area of Woodstock that is likely to appeal to young families, it will be essential to ensure that youth in this area have access to the appropriate spaces. With 14 Ministry of Finance. Ontario Population Projections Update, 2012-2036. Spring 2013 (based on the 2006 Census). Queens Printer for Ontario, 2013. 15 Ibid Monteith Brown Planning Consultants | MJMA 59 DRAFT Recreation Facility Needs Study the South Gate Centre also located in the south end of Woodstock, providing older adult space at a potential Woodall recreation facility would also enhance the distribution of age- specific facilities in Woodstock. A shared facility space between youth and older adults is recommended if pursuing a new indoor recreation facility. This facility model is ideal for Woodstock compared to providing a dedicated space for each age group given that there are existing dedicated facilities found throughout the City to support this need. Providing a shared space can also maximize space utilization as the time of use varies between both age groups. For instance, daytime hours may be more popular for older adults, while after school and evening hours are more appropriate for youth. The design of the shared space varies on the specific needs of youth and older adults. While the consultation initiatives undertaken for this Study did not discuss specific design needs for this facility type, the City should engage both youth and older adults throughout the planning process to ensure that their needs and voices are represented. Examples of what may be considered in the design of this space may include a lounge, study space, computers, reading corner, kitchen, and more. While the primary purpose of this shared space should be to facilitate informal drop-in, involvement with community-based providers and organizations should be considered in the delivery of youth and older adult programming as the City’s role has primarily been a facility provider. A number of community partners currently exist (e.g., South Gate Centre, YMCA, etc.) throughout the City and should be engaged to solicit potential partnership opportunities for satellite programming, activities, and/or services at the proposed recreation facility space. Recommendations 16. Should the City proceed with the construction of a new indoor recreation centre at the Woodall Farm (pending confirmation of arena needs), a dedicated space shared between youth and older adults is recommended as part of the design in order to benefit from complementary indoor and outdoor recreation facilities that have been recommended through this Study (e.g. gymnasiums, multi-purpose rooms, skateboard park, etc.). The space should be designed in consultation with youth and older adults throughout the process to ensure that their needs are adequately represented. 17. Continue to engage youth and older adult-serving providers in the community to determine if/how they can deliver satellite programs, activities, and/or services at a potential indoor recreation facility at the Woodall Farm. Monteith Brown Planning Consultants | MJMA 60 DRAFT Recreation Facility Needs Study 5.12 Indoor Walking Tracks Supply An indoor walking track is located at Cowan Park, operated by the Woodstock Soccer Club and is complemented by the outdoor Terry Fox Memorial Track, which is co-owned by the City of Woodstock, Oxford County Athletic Club, and Thames Valley District School Board. Market Conditions Indoor walking has been increasingly common across Ontario. Walking, which is typically identified as the most popular recreational activity, becomes increasingly challenging during the winter due to colder temperatures, along with barriers created by snow and ice. People are looking for venues in which to safely and comfortably walk during the winter, and are viewing large buildings such as shopping malls or community centres as places in which they can engage in their routine. Public Engagement 73% of online survey respondents walked, jogged, or hiked for leisure, representing the most popular recreation activity over the past 12 months. 3% of respondents also reported that they frequently use the indoor walking track at Cowan Park. The need for a second indoor walking track was also articulated through the other consultation initiatives. Demand Analysis Many new community centre templates throughout Ontario have integrated indoor walking tracks. While these facilities are not typically viewed as cost recovery components (a nominal fee, if any, may be applied), the steady volume of use is typically viewed as achieving the intent of promoting physical activity while increasing the ‘foot traffic’ of a community centre as a whole. There are presently no generally accepted level of service targets for the provision of indoor walking tracks, but rather such tracks are integrated within multi-use community centres on the basis that they tend to be a good fit with complementary recreation components, offering supporting facilities for sports users as well as key age groups such as older adults. For these reasons, it is recommended that an indoor walking track be provided at the proposed recreation facility at Woodall Farm. Indoor walking tracks typically encircle an arena or gymnasium and range between two to three lanes (or more) to designate varying walking/running speeds. A rubberized walking surface should also be considered to provide a durable walking surface that minimizes strain on body joints. The design of the walking Monteith Brown Planning Consultants | MJMA 61 DRAFT Recreation Facility Needs Study track should incorporate these design features, together with other elements (e.g., rest areas, drinking fountains, etc.), as necessary. Recommendations 18. In the event that an indoor recreation complex is constructed at the Woodall Farm, the City should construct an indoor walking track at around the proposed arena or gymnasium (pending confirmation of need). The track should have at least two lanes and be constructed with a rubberized surface or similar material. Other design elements should be considered (e.g., rest areas, drinking fountains, etc.), at the City’s discretion along with price points to access the track (if to be levied). 5.13 Soccer Fields Supply There are a total of 34 soccer fields within Woodstock, including one lit field at Cowan Park. Each soccer field is categorized into three classes, which describes its field quality and associated amenities. Class A fields are full size, lit and have nets. Class B fields are full size with nets, and may be irrigated. Class C fields are small fields that have no nets and are not irrigated. The only Class A fields are located at Cowan Park, a multi-purpose facility with 22 outdoor soccer fields. This facility is programmed exclusively by the Woodstock Soccer Club, although other groups may book the facility through the Club. Figure 14 illustrates the distribution of soccer fields by Field Class. Market Conditions Soccer experienced tremendous growth during the 1990s when it overcame baseball and hockey as the most popular organized sport among Canada’s youth. As a result, soccer fields are often in high demand in municipalities across south western Ontario and the GTA. The Ontario Soccer Association (OSA) recently adopted a new Long Term Player Development (LTPD) model to bolster grassroots soccer programming. Rather than emphasize scoring and winning games, LTPD focuses on maximizing a positive experience for players by improving coaching and hosting fewer games to improve more ball time and skill development. Several new standards were identified that are specific to each age group, which includes the coaching style, number of players, recommended playing time, and field size, among other aspects. Some of these standards will have a direct impact on the provision of municipal soccer fields, particularly with respect to the standards in field size and the number of players (as illustrated in the following table), as reducing the Monteith Brown Planning Consultants | MJMA 62 DRAFT Recreation Facility Needs Study number of players per team (resulting in an increase number of teams) influences the demand for field time. Although the LTPD model will take some time to implement, most standards are anticipated to be fully implemented by 2017.16 According to the OSA, enrolment in outdoor soccer activities peaked in 2007 with 384,840 registered participants within organized soccer associations, and has slightly declined each following year. By contrast, the Elgin-Middlesex Soccer Association District (which includes the Woodstock Soccer Club) experienced continued growth in participation towards 2012, reaching 13,961 outdoor players, although participation dropped off the following year to 12,653 players. The Woodstock Soccer Club (WSC) reported 1,900 youth and adult players in competitive and house leagues for 2013. Public Engagement The online survey identified that 37% survey respondents had at least one member of their household who participated in soccer in the past 12 months. 15% of responding households reported that they frequently used outdoor soccer fields. Half of responses also identified that soccer fields are important to their household, although 4% of responses identified that they should be a high priority in Woodstock. Demand Analysis The Woodstock Soccer Club primarily uses the soccer fields located at Cowan Park. On occasion, the Soccer Club utilizes some of the municipal fields for practice of tournaments, notably the Woodstock District Community Complex. As a result, municipal soccer fields exhibit low levels of utilization. Since 2011, utilization of the Woodstock’s municipal soccer fields has increased from 1% to 11% for 2014.17 Historically, however, the City did not formally record field utilization and as a result, these utilization rates may not be representative of accurate field use. 16 Ontario Soccer Association. (2013). 2013/2014 Recreation Matrix. Retrieved from http://www.ontariosoccer.net/Portals/11/ltpd/grassroots/matrices/Recreational%20Matrix%20Current.pdf 17 Utilization considers the prime-time hours of 5 pm to 11 pm during the week and 9 am to 11 pm during the weekend. Monteith Brown Planning Consultants | MJMA 63 DRAFT Recreation Facility Needs Study Figure 14: Distribution of Soccer Fields Monteith Brown Planning Consultants | MJMA 64 DRAFT Recreation Facility Needs Study The Soccer Club reported 1,900 participants, which translates into a service level of one field per 56 participants, which is well below the standard of one field per 80 participants found in similar communities. Given that the Soccer Club utilizes their own facilities at Cowan Park and it is believed that there is substantial capacity to accommodate additional demand at existing municipal soccer fields, it is not necessary to continue providing an aggressive level of service, thus it is recommended that the City adopt a provision target of one soccer field per 80 participants. Proportionally, the 1,900 players reported by the WSC represent approximately 5% of the estimated 2014 population. Applying this capture rate to the projected 2031 population suggests that there could be 2,287 players by 2031. Generally accepted standards of play suggest that a target of one soccer field per 80 participants is the most appropriate standard for determining soccer field needs. It is recommended that this target be utilized for Woodstock given that as the Soccer Club primarily utilizes the Cowan Park fields (resulting in low municipal field utilization) and did not identify any future field needs, there is no support to justify modification to this standard. Applying this target to the estimated number of soccer participants suggests that by 2031, there will be a need for 29 soccer fields, five less than what is currently available. As a result, the City will not require any new soccer fields during this planning period. Although the City is providing soccer fields at a surplus, the City should continue to maintain these facilities to support informal neighbourhood level play, allow for field resting periods, as well as other soccer sport activities. Table 4: Outdoor Soccer Field Requirements, 2014-2031 2014 2021 2031 Market Size 1,900 2,102 2,287 Existing Supply 34 34 34 Required Soccer Fields (@ one 23.8 26.3 28.6 soccer field per 80 participants Surplus (Deficit) 10.2 8.3 6.6 Recommendations No action is required with respect to soccer fields. Monteith Brown Planning Consultants | MJMA 65 DRAFT Recreation Facility Needs Study 5.14 Multi-Use Fields Supply The City does not currently provide any multi-purpose fields, although some sports groups have reported using outdoor fields across the City for their programming needs. Certain groups also make use of fields located on school property. Market Conditions Historically, soccer is typically the dominant user of municipal rectangular sports fields and as a result, other organized sports such as football, lacrosse, and rugby have relied more heavily upon school fields more so than soccer. Although football, lacrosse, and rugby also utilize soccer fields, they do so largely before, during, and after the soccer season. Use of these fields during ‘shoulder season’ periods (i.e. spring and fall) can accelerate turf deterioration due to play occurring on wet grass during the spring and fall while also reducing the amount of ‘resting’ periods required for grass fields to regenerate. The result can be lower quality of turf for all rectangular sports field users. Many municipalities are exploring the concept of providing multi-use fields, which focus usage priority on field sports other than soccer. Such sports include (but are not limited to) football, rugby, field lacrosse, cricket, ultimate frisbee and field hockey. Multi-use fields inherently have the ability to accommodate a greater variety of sports and can be designed as natural grass or artificial turf for a more durable playing surface. Public Engagement The online survey identified that 6% of survey respondents had at least one member of their household who participated in football in the past 12 months. 6% of respondents felt that multi-use fields should be a high priority. A user group survey was submitted by the Woodstock Minor Soccer Association, which identified that they use football field at the College Avenue Secondary School, although they expressed scheduling challenges with other groups, including the school board, in renting the field. The group identified the need for additional field time in order to expand their programming opportunities. Demand Analysis Typically, provision standards are not applied to multi-use fields due to the traditional reliance on non-municipal fields, therefore, they should be provided on a case-by-case basis after assessing local demand for field sports other than soccer. At this time; however, there is no evidence that suggests the need for a multi-purpose field. Instead, the City should focus on improving existing outdoor sports fields to support a greater range of Monteith Brown Planning Consultants | MJMA 66 DRAFT Recreation Facility Needs Study outdoor sports, given that Woodstock’s soccer fields are currently underutilized. Particular emphasis should be given to lighting an existing soccer field such as at Woodstock District Community Complex of Southside Park. Adding lights to one of these soccer fields would provide extended hours of play for sports groups (such as the Woodstock Minor Football Association) who primarily play during the spring and fall seasons when the sun sets earlier. Recommendations 19. Install lighting at one of Woodstock’s soccer fields to support extended hours of play. Particular consideration should be given to the soccer fields at Woodstock District Community Complex or Southside Park. 20. Continue to engage the Thames Valley District School Board and London District Catholic School Board to promote use of secondary school fields for a variety of field sports. 5.15 Cricket Pitches Supply The City provides one cricket pitch located at Southside Park. This facility is operated by the Woodstock Cricket Club. Market Conditions An increasing number of municipalities have begun to embrace the popularity of this sport with the provision of municipal cricket pitches, particularly across the Greater Toronto Area as they become more diverse. Cricket has become more popular due to the increasing number of newcomers from certain European, South Asian, and Caribbean nations (where this sport is commonly played), as well as those seeking non-traditional sports. Public Engagement In the online survey, no respondents reported participating in cricket in the past 12 months, or used the cricket pitched at Southside Park. However, comments were received from the Community Input Session requesting a larger cricket pitch. Overall, the findings from the consultation initiative suggest that this facility type is not a high priority in Woodstock. Demand Analysis Given that cricket pitches are a relatively new facility type under the purview of municipal provision, municipalities typically utilize a provision target of one cricket field per 100,000 Monteith Brown Planning Consultants | MJMA 67 DRAFT Recreation Facility Needs Study residents. Woodstock currently provides a standard of one cricket pitch per 39,134 residents, considerably well below this target. There are other factors that should also be taken into consideration including leisure trends and local demand. While communities across the GTA have explored the provision of municipal cricket pitches to support increasing demand, cricket is a niche sport that is used by a small portion of residents in Woodstock. Given these considerations, no new cricket pitches are recommended over the foreseeable future. Recommendation No action is required with respect to cricket pitches. 5.16 Ball Diamonds Supply The City provides 17 ball diamonds in Woodstock. Seven ball diamonds are lit, one of which is for hardball (Tip O’Neil). Each lit diamond is assumed to be the equivalent of 1.5 unlit diamonds due to higher program capacity associated with evening utilization. With ten unlit diamonds, the City has an equivalent supply of 20.5 unlit diamonds. Each ball diamond is categorized into three classes, which describe its field quality and associated amenities. Class A diamonds have home run fencing, irrigation, lighting, and clay infields. Class B diamonds have home run fencing and may be irrigated with lighting. Class C diamonds have no amenities and are undersized. Woodstock’s highest quality ball diamonds are located at the Woodstock District Community Complex and Southside Park. Figure 15 illustrates the distribution of ball diamonds by Field Class. Market Trends Baseball and softball have long been viewed as sports in decline across Canada, although geographic differences do exist. For instance, participation in baseball tends to be strong in rural areas and in certain regional centres driven by a number of factors including the worldwide appeal of soccer (particularly among youth and children), high immigration rates from countries where baseball is not played, and a slower game pace that makes it less exciting for some when compared to other sports such as soccer, hockey, and basketball. According to Baseball Ontario, participation in the sport peaked in 2001 with 12,609 minor players and 851 teams. Although participation has declined over the past decade, data reveals that registration is currently rebounding after hitting a low of 11,248 players in 2007 and reaching 11,856 players in 2012. Ball registration in Woodstock has been strong as most adult leagues are supplemented by regional players (and in turn also benefit from Monteith Brown Planning Consultants | MJMA 68 DRAFT Recreation Facility Needs Study access to diamonds outside of the City). On average, about 25% players of local ball leagues are from other municipalities resulting in approximately 1,630 local residents registered with ball organizations. Combined with the 498 players registered with minor ball, there are 2,128 registered Woodstock players. Ball groups generally anticipate that growth within their organizations will continue, provided that there are appropriate facilities to accommodate demand. Public Engagement The online survey identified that during the past 12 months, nearly half of responding households (49%) participated in baseball or softball, ranking as the highest among organized sports. Ball diamonds were also identified as the most frequently used recreation facility with 35% of respondents reporting use. 67% of responding households felt that ball diamonds were important to their household and 32% felt that ball diamonds should be a high priority, ranking the highest out of all recreation facility types. Throughout the consultation initiatives, there were also several comments received regarding ball diamonds, particularly with respect to the need for improved quality and quantity of ball diamonds, and improved maintenance. Some of the comments received identified that the City’s diamonds are undersized for adults, have uneven playing surfaces, lack amenities (e.g., dressing rooms and washrooms), and are not accessible, among other concerns. The need for a ball diamond complex was also expressed. Demand Analysis Woodstock is presently providing ball diamonds at a rate of one per 1,900 residents which is on the upper end compared to many municipalities where diamonds are provided for every 2,500 to 4,000 population. The reason for this higher level of service is likely attributable to historical popularity of ball sports as well as the fact that participation rates in Oxford County appear to have withstood declines in player participation that have affected many other parts of the province. Ball participation is also more regional and thus local teams have a sizeable non-resident complement which in turn means that residents often travel within the County and utilize diamonds provided by other municipalities. While the City has a strong level of service on a population basis, the quality of diamonds included in the supply must also be factored. The Tip O’Neil diamond is widely regarded as the City’s only full size diamond though the other Southside Park and Woodstock District Community Complex diamonds are also comparable from a size and quality perspective. The five diamonds at these locations comprise the City’s supply of ‘Class A’ diamonds (i.e. the premier facilities) as defined in its fee structure. Monteith Brown Planning Consultants | MJMA 69 DRAFT Recreation Facility Needs Study An evaluation of diamond utilization profiles indicates that less than 30% of prime time hours18 are booked throughout the week. There are a few reasons for this low level of use. • The majority of the supply consists of Class B or Class C diamonds that may not offer the level of quality or field size appropriate for users, something reinforced through community and Staff consultations. Accordingly, some of these diamonds may be unsuitable for organized use and some user groups avoid using these diamonds altogether. • Adult ball players comprise the majority of the market (75% of all local players) which influences utilization since adult recreational leagues do not require practice time but instead play games once per week, resulting in lower utilization compared to minor or competitive leagues. • As mentioned, quality or size of diamonds influences adult usage. Adults tend to require larger diamonds since they can hit a ball over a considerable distance. Many of the City’s diamonds are undersized for adult play or are located in neighbourhood parks where outfields abut or are in proximity to residential lots. For example, the Southside East diamond’s outfield abuts the playground area and despite the screen can create a hazard, while the outfield of Southside West is limited by the water. • Adults also tend to expect access to higher quality diamonds and may shun lower quality facilities. Many of the City’s diamonds are Class C facilities. The utilization data also reveals that the ball diamonds at Park Row and Richardson Park are not used by any group, as their condition is not adequate to support organized youth or adult play, further reducing the number of usable ball diamonds. The North and South ball diamonds at Victoria Park also have overlapping outfields which negates the ability for simultaneous play (except for children). • Building upon the above, all Class A diamonds are highly sought after by adult ball groups (with the exception of Tip O’Neil which is used by minor ball). These ‘A’ diamonds receive strong bookings during times historically favoured by adult ball, notably between 6:30pm and 11pm from Sunday to Thursday (May to August), with about 85% of these hours booked over the course of the past season. The majority of unused time slots are attributable to Fridays (which are primarily reserved for rain- out games) and Saturdays. Based upon the previously noted utilization rates, it appears that the most desirable diamonds are being strongly utilized on the most desirable days, at the most convenient 18 Utilization considers the prime-time hours of 5:30 pm to 11 pm during the week and 9 am to 11 pm during the weekend. Monteith Brown Planning Consultants | MJMA 70 DRAFT Recreation Facility Needs Study times. Overall utilization across the entire supply is thus a result of having a number of Class B and C diamonds that groups tend to avoid, along with infrequent bookings during weekday shoulder hours (i.e. 5:30pm to 6:30pm), and on Fridays and Saturdays. A caveat to the above noted utilization rates is that historically the City has not formally recorded diamond usage and past practice has allowed groups to use Woodstock’s ball diamonds without formally booking them. As a result, Staff indicate that the aforementioned historical utilization rates cannot be verified and suggest that use of diamonds could be higher than reported. It is worth noting that City Staff are in the midst of developing internal systems to more effectively schedule and track use of ball diamonds • Although it was previously identified that the Southside and Complex diamonds are the most desirable fields for adult play, when looking at the capability of diamonds to facilitate adult usage (from a size perspective) it has been determined that up to 14 of the 20.5 equivalent diamonds are considered suitable for adults. Presently, the adult market would be generating demand for about 16 diamonds based on the level of service target, leaving adult users a couple of diamonds short. The fact that these players have to share higher quality diamond space with minor users, who also require access to quality facilities for their programming, amplifies the shortage of Class A and B diamonds. • In an ideal scenario, the City would be able to upgrade certain Class B and C diamonds to provide an enhanced level of play that is better suited for both minor and adult users. This may consist of selective improvements relating to infield and outfield grading, enlarging distance to the outfield fence, installing field lighting, etc. Unfortunately, however, many of these diamonds are located in parks where usage is restricted due to the size or shape of a park block, or insufficient setbacks from adjacent homes (where balls could be hit into abutting yards or lighting is not appropriate). There also other restrictions such as an inability to light Kintrea diamonds as they sit atop a former landfill site, improvements to the Richardson diamond would be negated by a lack of parking, and lighting West End Park would be inappropriate due to its small area. • Without an ability to improve existing diamonds as a means to increase capacity of the supply, the City will instead have to look to developing new diamonds that are of the size and quality conducive to adult and competitive minor play. As diamonds are land intensive facilities, the City will likely need to explore new park construction in which to accommodate new diamonds since the ability of existing parks may be constrained, particularly when considering it is most desirable to find a site capable of containing between two and three diamonds at a minimum. Monteith Brown Planning Consultants | MJMA 71 DRAFT Recreation Facility Needs Study Figure 15: Distribution of Ball Diamonds Monteith Brown Planning Consultants | MJMA 72 DRAFT Recreation Facility Needs Study A multi-diamond complex is preferred in order to facilitate tournament opportunities and greater scheduling efficiencies for local user groups. Co-location will also be more financially efficient from an operational perspective as grounds maintenance will be centralized and will provide opportunities to leverage the economic benefits associated with sport tourism infrastructure. The City’s proactive acquisition of the Woodall Farm allows it to develop higher quality diamonds that are presently in high demand by adult leagues and competitive minor users. The preferred strategy to addressing new diamond development at the Woodall Farm is through a phased approach. The first phase should involve the construction of three premier (Class A) diamonds while any remaining diamonds should be constructed in a subsequent development phase (a previous concept plan developed for the Woodall Farm illustrates the potential to include five ball diamonds in total). The addition of three lit diamonds (adding the equivalent playing capacity of 4.5 unlit diamonds) would increase the number of quality programmable diamonds from 14 to 18.5 unlit equivalents and result in a per player level of service that is more closely aligned with targets of other communities (would translate into one ball diamond per 115 local players based on current registration numbers). The phased approach is recommended to minimize financial and operational risks in the event that the uptake of existing diamond rentals improves, ball participation erodes, and mitigating against overbuilding of diamonds in response to peak demands. Accordingly, it is recommended that the City evaluate utilization and participation trends over the next five to ten years utilizing an allocation policy as one technique to track demand over time, prior to initiating the future diamond development phase, to determine if additional diamonds are required based upon the future market profile. There are a number of design factors that should be taken into consideration when developing the proposed new ball diamonds, notably flexible designs to support both youth and adult play. Sufficient playing boundaries should be provided to avoid overlapping playing fields and be separated from non-compatible recreation facilities (e.g., playgrounds) to minimize negative impacts. Lastly, supporting ancillary amenities should also be provided including, but not limited to, clay infield, irrigation, fencing, dressing rooms, spectator seating, washrooms, and parking, among other features determined at the City’s discretion. Incorporating these elements together with all new ball diamonds is essential to develop high quality facilities that are responsive to the needs of local users. With the addition of three new diamonds at the Woodall Farm, the City should be well served by diamonds over the short to medium term. As alluded to previously, it is important for the City to remain apprised of ball diamond utilization rates since if ball participation ultimately declines (as it has in many parts of the country) the City will need to Monteith Brown Planning Consultants | MJMA 73 DRAFT Recreation Facility Needs Study adjust its supply accordingly. In the event that the City is faced with excess capacity in the future, it should review its supply of Class B and Class C diamonds to determine which are the most ideal candidates to be: a) focused towards spontaneous neighbourhood-level use for removal; b) repurposed to other emerging or needed uses (e.g. pickleball courts); and/or c) removed from the supply altogether. As previously described, there are a number of Class C ball diamonds in Woodstock that are unsuitable for adult and some minor users since these particular facilities are generally undersized with no associated amenities (e.g., fencing, lights, etc.) and thus would be ideal candidates for removal/repurposing should the future demand for diamonds diminish. Recommendations 21. Construct three lit ball diamonds within the next five years, to be located at the Woodall Farm as part of a multi-diamond complex. Their design specifications should support youth and adult level of play. Pending confirmation of future market trends, additional diamonds may be constructed through a second phase of development at the Woodall Farm. 22. Identify and prioritize improvements to existing “Class A” and “B” ball diamonds, which may include improvements to field quality or maintenance, or the provision of ball diamond amenities. 23. Identify Class C diamonds that are most appropriate for rentals and use by organized users. For Class C diamonds deemed unsuitable for organized use, evaluate opportunities to either retain them solely for spontaneous neighbourhood recreation or to remove and/or repurpose them. 24. Develop a Sports Field Allocation Policy to effectively manage scheduling and booking practices in a manner that maximizes the utilization of all Class A, B, and C sports fields and ensure operational sustainability within the sports field supply. 5.17 Tennis Courts Supply Six tennis courts are located in Woodstock at Brompton Park (2), and Richardson Park (4 lit). Of note, the City has also developed 3 pickleball courts at Park Row Park that responds well to an emerging sport that is particularly popular among older adults. The distribution of the tennis and pickleball courts is illustrated in Figure 16. Monteith Brown Planning Consultants | MJMA 74 DRAFT Recreation Facility Needs Study Market Conditions Trends in tennis suggest that the popularity of the sport has been generally declining since peaking in the 1970s. However, Tennis Canada reports that over the past several years, tennis in Canada has experienced resurgence in participation, increasing approximately 23% from 4 million in 2008 to 4.9 million players in 2012.19 The Ontario Tennis Association identifies that there are between 55,000 and 63,000 adult and junior members and 225 to 240 affiliated tennis clubs, representing the largest tennis association in Canada and the fifth largest in North America. This figure does not include non-members who play in clubs that are not affiliated with the OTA or those who play informally (e.g., those playing in parks). Growth in tennis is driven by a number of factors, including the active ‘baby boomer’ generation as well as a focus on promoting the sport at the youth level. Tennis Canada identifies that the average introductory age for tennis is age 13, although the Long Term Athlete Development model for tennis targets increasing the under 12 age group to bolster participation and popularity in the sport.20 Public Engagement The online survey reported that 15% of responding households had at least one person who participated in tennis in the past 12 months and one percent of responding households identified that they frequently use the tennis courts at Richardson Park. 33% of responding households expressed that tennis courts were important to their household, and 2% felt that tennis courts should be a high priority in Woodstock. Demand Analysis Woodstock currently provides a service level of one tennis court per 4,891 residents, which is comparable to many communities where such facilities are provided at a rate of one per 5,000. In addition to quantitative level of service targets, the geographic distribution of existing tennis courts is also considered when developing strategies for addressing future needs. On a quantitative basis, if the City continues to target a similar level of service at a rate of one tennis court per 5,000 residents then it will require between one and two new courts by 19 Tennis Canada. (2012). 2012-2015 Tennis development strategic plan. Retrieved from http://www.tenniscanada/com/files/stratplan2014.pdf 20 Tennis Canada. (2010). Tennis participation increases 12 percent to 4.5 million players. Retrieved from http://www.tenniscanada.com/index.php?title=progressive1&pid=3050 Monteith Brown Planning Consultants | MJMA 75 DRAFT Recreation Facility Needs Study the year 2031. Best practices in design suggest that tennis courts are ideally provided in pods of two to support simultaneous play at the neighbourhood level, thus at least two new courts are recommended in the City. Table 5: Tennis Court Requirements, 2014-2031 2014 2021 2031 Market Size 39,134 43,300 47,100 Existing Supply 8 8 8 Required Tennis Courts (@ one 7.8 8.7 9..4 tennis court per 5,000 residents) Surplus (Deficit) (0.2) (0.7) (1.4) Based on a distributional assessment, notable gaps include north of Devonshire Avenue (particularly north of the Thames River) and east of Lansdowne Avenue. For the latter, it makes sense to construct two courts at the Woodall Farm given the other recreational infrastructure that has been recommended at that location through this study. As plans of subdivision come forward for new residential areas in other parts of Woodstock (including north of the Thames River), the City should review the ability of associated neighbourhood- serving parks to accommodate tennis courts in order to fill any other outstanding geographic gaps. Recommendations 25. Construct a two tennis court pod as part of the proposed recreation complex at Woodall Farm. 26. Ensure that Woodstock’s newly developing residential areas have reasonable geographic access to tennis courts and include courts as part of neighbourhood-serving parks where appropriate. Monteith Brown Planning Consultants | MJMA 76 DRAFT Recreation Facility Needs Study Figure 16: Distribution of Tennis Courts Monteith Brown Planning Consultants | MJMA 77 DRAFT Recreation Facility Needs Study 5.18 Outdoor Basketball Courts Supply The City provides three basketball courts located at Victoria Park, Park Row, and William Dutton Park. It is also recognized that residents have access to the basketball courts located at many of Woodstock’s schools. Distribution of basketball courts is illustrated in Figure 17. Market Conditions In place of providing dedicated tennis or basketball courts, some municipalities elect to provide multi-use hard surface courts that can accommodate a variety of activities such as basketball, ball hockey, tennis, and similar activities requiring a hard surface. While multi-use courts are accommodating of a number of activities, they are primarily used for basketball. Over the past decade, research has shown that a healthy participation in basketball among male youths due to its national appeal (including a large Toronto Raptors fan base). The popularity of basketball is also driven by its low barriers to participation. Compared to other organized sports such as hockey. Basketball is easy to learn, safe and inexpensive to play, and can be played with one person or in small groups. Public Engagement The online survey revealed that 20% of responding households had at least one member who participated in basketball in the past 12 months and 3% of responding households frequently utilized outdoor basketball courts in Woodstock. Over one-third (35%) of respondents felt that basketball courts were important to their household and 6% felt that they should be a high priority recreation facility in Woodstock. The need for more basketball courts was also articulated through the other consultation initiatives with the public, local community groups, and City staff. In particular, it was expressed that there are not enough municipal basketball courts to support organized programming, noting that school courts are generally not appropriate given that they are not regularly maintained. A local community organization has also been actively leading a campaign to develop two covered outdoor basketball courts at the Woodall Farm (also known as the ‘Kendall Courts Project’). Monteith Brown Planning Consultants | MJMA 78 DRAFT Recreation Facility Needs Study Figure 17: Distribution of Basketball Courts Monteith Brown Planning Consultants | MJMA 79 DRAFT Recreation Facility Needs Study Demand Analysis Similar to other recreation facilities that are targeted to specific age groups, an age-specific target should be used. Woodstock currently provides a service level of one basketball court per 1,550 youth, considerably less than observed in other communities where experience suggests that a provision standard of one basketball court per 800 youth (ages 10 to 19) is appropriate to identify basketball court needs. This provision standard should be considered together with existing courts to ensure that there is a sufficient distribution of basketball courts to support neighbourhood level recreation pursuits. The distribution of existing basketball courts reveals that there are currently a number of gaps throughout in the northeast, central, and southern areas of the City. As a result of these considerations, it is recommended that the City adopt a provision standard of one basketball court per 800 youth. Applying this target to the estimated number of youth suggests that by 2031, there will be a need for seven outdoor basketball courts, four more than what is currently provided. Table 6: Basketball Court Requirements, 2014-2031 2014 2021 2031 Market Size 4,650 5,196 5,652 Existing Supply 3 3 3 Required Basketball Courts 5.8 6.5 7.1 (@ 1 Basketball Court per 800 youth) Surplus (Deficit) (2.8) (3.5) (4.1) It is recommended that the City evaluate potential park locations in the identified gap areas to provide four new basketball courts. With growth anticipated to occur in the northeast area of Woodstock, a full-size basketball court should be provided at the proposed recreation facility at Woodall Park. Locating a basketball court at this facility would benefit from the co-location of similar active recreation components, particularly when paired with the proposed tennis court pod given their similarities in facility footprint, construction methods, and use. While there was a suggestion for a covered outdoor basketball court, there are few municipal examples of this facility type in Canada and is something that could considerably escalate the capital cost of construction compared to a standard court. Further, the proposed gymnasium at Woodall Farm would also satisfy a need for sheltered play while also enabling year-round use at the site, and reduce the need to develop two outdoor courts at this location. Where gaps exist, other park locations that are ideally suited for a full-size basketball court may include the Woodstock District Community Complex grounds, Eastdale Park, and Sally Monteith Brown Planning Consultants | MJMA 80 DRAFT Recreation Facility Needs Study Creek Park, although other park sites may be considered. It is noted that school basketball courts may be available to serve gap areas; however they may vary in size and quality not suited to support community organizations. In addition to the four recommended basketball courts, the City may wish to also consider additional court configurations at other parks such as half or multi-use courts to facilitate informal neighbourhood level play. Recommendations 27. Construct a full-size basketball court at the proposed recreation facility at Woodall Farm. Basketball courts should also be developed in the short to medium term at three other park sites where service gaps exist such as the Woodstock District Community Complex Grounds, Eastdale Park, and Sally Creek Park, although other sites may be considered. 28. Consider providing additional court configurations (e.g., half court or multi-use court) in other gap areas to facilitate informal neighbourhood level play. 5.19 Skateboard Parks Supply A 7,200 square foot concrete skateboard park is located at Southside Park. Beyond skateboarding, the facility is used by BMX cyclists, children on scooters, and inline skaters which demonstrates its broad appeal to a range of children, youth and younger adults. Market Trends Over the past several years, skateboarding has demonstrated sustained longevity and appears to have become a mainstream pursuit among youth and some young adults. Most popular among young men and boys (though girls are increasingly picking up the sport), skateboarding has become increasingly popular and is creating high demands for skateboard parks. These facilities have been found to be a popular, in demand, and an alternative to traditional organized sports and activities. Communities have responded well with the provision of skateboard parks, despite aging demographic trends observed across the province, to ensure that recreation opportunities are available to all age groups. This activity is commonly associated with negative stigma; however, this perception has evolved over time as the sport has become more popular, especially among parents of skateboarders who want their children skating in safer locations. Safety concerns have led to service providers to locate skateboard parks in more central, visible locations with supporting safety amenities such as fences, lights, and signage. Communities must be Monteith Brown Planning Consultants | MJMA 81 DRAFT Recreation Facility Needs Study cognizant of the location of these facilities, and other age-specific facilities, to ensure that they are accessible to those who use it and fit within the surrounding context. Skateboard parks are typically located in areas with existing youth-oriented recreation facilities such as basketball courts or multi-use facilities. As a result, the provision of a dedicated skateboarding facility will reduce wear and damage of municipal infrastructure and private property, where skateboarders may frequent due to a lack of a better venue. Public Engagement The online survey identified that 9% of responding households skateboarded in the past 12 months, and 3% frequently used the skateboard park at Southside Park. Demand Analysis With youth commonly being identified as the most vulnerable age group in many communities, it is important to ensure that the City provides access to a variety of recreation facilities for this age group, apart from the provision of traditional sports fields. Woodstock currently provides a service level of one skateboard per 4,650 youth, which is generally on par with other communities. An age specific standard of one skateboard park per 5,000 youth is typically recommended in similar communities. Although the projected number of youth is expected to grow into the future, the fact that the Southside Park skateboard park was designed to a larger than typical specification means that this facility is anticipated to serve needs for the foreseeable future. As skateboard parks are targeted towards a significant portion of the community (i.e. children and youth) that benefits from amenities located within walking distance, a greater emphasis should be placed on the geographic distribution of existing skateboard parks facilities. The City’s growing northeast end of Woodstock, where an influx of families with children and youth is expected to be attracted to new housing stock, is an example where skateboarding opportunities may be sought. With the Southside skateboard park expected to meet future needs, it is recommended that the City develop “skate zones” or “micro” skateboard parks in strategic gap areas. These minor skateboarding areas tend to be integrated fairly easily within neighbourhood-level parks and provide venues where beginner to intermediate level users can hone their skills and gain confidence to transition to the Southside skateboard park. Recommendations 29. Integrate beginner level “skate zones” or “micro” skateboard parks into appropriate neighbourhood–serving parks as the existing Southside Park skateboard park is expected to meet intermediate to advanced level needs over the long term. Monteith Brown Planning Consultants | MJMA 82 DRAFT Recreation Facility Needs Study 5.20 Playgrounds Supply There are 35 playgrounds located throughout Woodstock that are owned and maintained by the City. The location of each municipal playground is presented in Figure 18. Market Trends Playgrounds serve as neighbourhood level amenities, which can provide opportunities for early childhood leisure and community interaction. Given this role in childhood development, the importance of playground safety cannot be understated, particularly as safety is closely correlated with the use of playgrounds. Research has shown that playground injuries are most common among hospital visits involving children. It is estimated that approximately 2,500 children age 14 or younger are hospitalized each year due to a serious playground injury, although this does not account for injuries that do not require hospital visits.21 In a survey on playground safety conducted by the British Columbia Injury Research and Prevention Unit, the primary safety concerns that were raised included visibility, depth of playground surfaces (to protect from falls), cleanliness, and use by older youth and adults.22 Guided by the Canadian Standards Association and the Canadian Playground Safety Institute, the design of playgrounds has evolved significantly as municipalities have been replacing traditional template structures to more creative play structures that feature softer surfaces, and creative and cognitive stimuli to provide more unique interactive play experiences. Some playgrounds also feature barrier-free components to enhance inclusivity for children with special needs. Some communities have also been experimenting with adventure playgrounds that offer an expanded opportunity for users to play more freely. This shift in playground design aligns with mounting research, which suggests that children desire more challenging and engaging playground structures, particularly for older children, who often describe playgrounds as too simple. 21 Safekids Canada. Child & youth unintentional injury: 10 years in review 1994 – 2003. Retrieved from http://www.mhp.gov.on.ca/en/prevention/injury-prevention/skc_injuries.pdf 22 Ibrahimova A, Wilson D, Piedt S & Pike I. (2013). Play Spaces for Vulnerable Children and Youth: a Synthesis. A report prepared by the BC Injury Research and Prevention Unit for the Public Health Agency of Canada. Vancouver, BC. Monteith Brown Planning Consultants | MJMA 83 DRAFT Recreation Facility Needs Study Figure 18: Distribution of Playgrounds Monteith Brown Planning Consultants | MJMA 84 DRAFT Recreation Facility Needs Study Public Engagement The popularity of playground equipment was apparent in the online community survey. The survey results reported that over the past 12 months, 51% of responding households used playground equipment, ranking third highest among 26 recreation activities. Playground equipment was also the second most frequently used recreation facility (31%) among respondents. Playgrounds were also very important to respondents, ranking fourth (75%) out of 18 facility types; 11% of respondents supported additional spending on new or improved playground equipment. Demand Analysis Maintaining equitable access to playgrounds throughout Woodstock helps to enable the healthy development of children. Generally speaking, residential areas should be located within 800 metres of a playground (or about a 10 minute walk). This ensures that residents have walkable access to these neighbourhood-level facilities without having to cross major obstructions or barriers such as high volume/arterial roads, rail lines, or waterways. As illustrated in Figure 18, application of this service area to Woodstock’s playgrounds suggests that there are gaps in residential areas in the north end near Cowan Park, and in the northwest and south area of Woodstock. Opportunities to address these gap areas should be explored through playground development at existing parks, or through future parkland acquisition or dedication, should development occur within these areas. It should also be recognized that playgrounds located at existing school sites (such as Holy Family French Immersion School in the northwest and Oliver Stephens Public School in the southern area of Woodstock) address some of these gap areas. Emphasis should be placed on minimizing injuries as playgrounds should be safe and inviting places to engage in physical activity. The modern design template for playgrounds focuses on providing safe creative structures that are consistent with Canadian Standards Association (CSA) guidelines. It is recommended that the City continue to conduct regular playground inspections and undertake replacement of older structures to ensure that they are consistent with CSA guidelines and other relevant municipal standards. A playground should also be constructed at the proposed recreation facility at Woodall Farm. While there is no immediate service gap in this area, constructing a playground at this location achieves a number of benefits as it complements other facility components to provide an enhanced range of leisure opportunities and bolster the proposed facility as a family-oriented recreation destination. This playground should be located near components (e.g., splash pads) that are targeted towards similar age groups and should not interview with other recreation facilities (e.g., sports fields). Aligning with Woodstock’s forward- Monteith Brown Planning Consultants | MJMA 85 DRAFT Recreation Facility Needs Study thinking approach to facility design, consideration should be given to providing a barrier- free playground to remain inclusive of all residents. Recommendations 30. Identify potential park locations to construct a playground in underserviced areas. 31. Continue to conduct regular playground inspections and replace antiquated structures with creative playgrounds that are consistent with CSA guidelines and other relevant municipal standards. 32. Construct a playground at the proposed recreation facility at Woodall Farm. This facility should be constructed near components (e.g., splash pads) targeted to similar age groups and should not interfere with other recreation facilities (e.g., sports fields). Consideration should be given to developing a barrier-free playground to remain inclusive of all residents. 5.21 Lawn Bowling Greens Supply One lawn bowling green is provided in Southside Park, which is operated by the Woodstock Lawn Bowling Club. Market Trends Lawn bowling is generally played on manicured greens, artificial surfaces, or mats. The sport has been largely popular among seniors, although there is research that suggests that younger adults may becoming more interested in the sport, largely due to its social nature and the Ontario Lawn Bowling Association’s (OLBA) buddy program that partners younger or entry-level players with experienced veterans. The Woodstock Lawn Bowling Club reports a membership of 36 players which has decreased from 60 players in 2011. Public Engagement The online survey revealed that over the past 12 months, 2% of responding households had at least one member who participated in lawn bowling activities. Requests were also received from the Woodstock Lawn Bowling Association for upgrading the existing outdoor green and Clubhouse, in addition to developing an indoor lawn bowling green. Demand Analysis Similar to other niche sports, lawn bowling facilities are generally not considered to be a core level of service. This is consistent with most service provision models found in Monteith Brown Planning Consultants | MJMA 86 DRAFT Recreation Facility Needs Study municipalities found across Ontario. The City indirectly facilitates lawn bowling by providing space and empowering the community-sector to deliver programs. With a declining local membership base, there is currently no demand to suggest any action with respect to Woodstock’s lawn bowling green. As part of the proposed community centre development at the Woodall Farm, there may be opportunities to accommodate some indoor carpet/lawn bowling or similar type activity given the multi-use nature of a gymnasium floor. Recommendation No action is required with respect to lawn bowling greens. 5.22 Other Indoor and Outdoor Recreation Facilities The City may be pressed for additional indoor and outdoor recreation facilities that are currently not within the scope of municipal facility provision or are not of sufficient demand to warrant a specific recommendation in this Study. However, the City must be prepared to appropriate respond to future requests. These demands may arise for existing activities / facilities or for those that evolve according to future trends and preferences. When requests are brought forward for investment in non-traditional, emerging, and/or non-core municipal services, the City should evaluate the need for these pursuits on a case- by-case basis. This should involve an examination into (but not be limited to): • Local/regional/provincial trends pertaining to usage and the popularity of the activity/facility; • Examples of delivery models in other municipalities; • Local demand for the activity/facility; • The ability of existing municipal facilities to accommodate the new service; • The feasibility for the City to reasonably provide the service/facility as a core service in a cost-effective manner; and • The willingness and ability of the requesting organization to provide the service if provided with the appropriate municipal supports. Monteith Brown Planning Consultants | MJMA 87 6.0 Summary of Recommendations & Implementation This section provides a summary of all recommendations and considerations relating to the implementation of this Study. 6.1 Summary of Indoor Recreation Facility Needs The Recreation Facility Needs Study has determined that there is a need for gymnasium space and a new ice pad to replace the antiquated Civic Centre Arena. Prior to constructing these components within a new multi-use community centre format, the City should reconfirm facility needs, particularly for arenas, through a five year review of this Study (or its arena provision strategy) In addition to the arena and gymnasium, the proposed new facility would include multi- purpose spaces (one of which would be oriented to active living programming), and priority-based space for older adult and youth programs. The facility should also be designed in a manner that would permit expansion of the arena to be a twin pad facility if required in the future term (again with the cautious recognition that arena utilization and participation rates are currently trending downwards). With respect to aquatics, the Southside Aquatics Centre is anticipated to meet the City’s indoor aquatic needs over the foreseeable future and thus no new indoor pools have been recommended. However, the City should ensure that sufficient funds are available for capital renewal and/or improvements to enhance the functionality of the Southside Aquatic Centre and allow its pool to accommodate a greater degree of use than it presently can. 6.2 Summary of Outdoor Recreation Facility Needs The Recreation Facility Needs Study has forecasted the need to construct three new ball diamonds at the Woodall Farm and undertake selective improvements to existing ball diamonds as the primary way to reconcile demands for ball facilities, particularly among adult leagues. In addition, the need has been determined for two tennis courts, four Monteith Brown Planning Consultants | MJMA 88 DRAFT Recreation Facility Needs Study basketball courts, one splash pad, and “skate zones” (for beginner-level skateboarding) and playground sets as required to service any gap areas. 6.3 Recommended Facilities for the Woodall Farm One of the primary points of emphasis contained within this Study’s Terms of Reference is to examine the future development of a recreation complex. The most feasible site in which to develop a multi-seasonal recreation complex is the Woodall Farm, a 37.5 hectare (nearly 100 acres) property that the City acquired in its growing north-east area. With a number of recreation facilities recommended through this Study, the following is a preferred implementation strategy. The development of the property is recommended in three distinct phases consisting of the Short-Term (Phase 1 over the next five years), Medium-Term (Phase 2 over the next five to ten years), and Future-Term (Phase 3 over the next ten to twenty years). Woodall Farm Note: boundaries are not to scale in above image and should be viewed for illustrative purposes only Monteith Brown Planning Consultants | MJMA 89 DRAFT Recreation Facility Needs Study Table 7: Implementation Schedule for the Woodall Farm Development Recommended Notes Phase Components Phase 1a: • Internal walking trail with Vegetative plantings at this stage will result in Short-Term potential connection to trees/landscape buffers maturing by the time the site City-wide trail system becomes more intensively developed (if realized), (0 to 3 Years) thereby minimizing potential impacts to adjacent • Tree plantings in buffer land uses. areas Required studies (e.g. Class EA), planning approvals, and other necessary works would take place in this Phase in advance of future Phase developments. Phase 1b: • Ball Diamonds (3 lit) Focuses upon using the diamonds to create an initial Short-Term anchor to the site and provide additional diamonds • Tennis Courts (2) suited to adult or minor competitive users. (3 to 5 Years) • Playground Set • Parking Phase 2: • Multi-Use Community The construction of the multi-use community centre Medium-Term Centre containing arena should commence only after a five-year review of this (if justified), gym, indoor Study (or its arena assessment) is undertaken and (5 to 10 Years) walking track, and multi- confirms the need for a new ice pad. purpose spaces and age- Multi-use community centre should be designed in a priority program room manner that permits future expansion to • Spray Pad accommodate a second ice pad. • Full Outdoor Basketball An outdoor pool may be considered at the site (in Court conjunction with the spray pad) if Council determines that such a level of service should continue to be • Supporting ancillary offered in Woodstock. Such a pool should be features such as viewing designed in a manner that permits it to be converted areas, gathering spaces, to indoor use should a future-term replacement to washrooms, and other the Southside Aquatic Centre be required. comforts users typically expected in modern Basketball court is recommended in this Phase so facility design that a critical mass of homes can be established near the site and thus there will be more youth located • Parking within walking or cycling distance of the property. Phase 3: • Twin the arena Additional arenas and sports fields to be provided Future-Term only on the basis that they are warranted by future • Ball Diamonds (2) market circumstances. (10 to 20 Years) • Multi-Use Fields Monteith Brown Planning Consultants | MJMA 90 DRAFT Recreation Facility Needs Study Figure 19: Proposed Conceptual Plan by Phase Note: location and size of facilities and structures are subject to change Monteith Brown Planning Consultants | MJMA 91 DRAFT Recreation Facility Needs Study Note: location and size of facilities and structures are subject to change Monteith Brown Planning Consultants | MJMA 92 DRAFT Recreation Facility Needs Study Note: location and size of facilities and structures are subject to change Monteith Brown Planning Consultants | MJMA 93 DRAFT Recreation Facility Needs Study Note: location and size of facilities and structures are subject to change Monteith Brown Planning Consultants | MJMA 94 DRAFT Recreation Facility Needs Study 6.4 Capital Cost Estimates The majority of recommendations contained in the Recreation Facility Needs Study have an associated capital cost that is attributed to the Woodall Farm. The capital cost of implementing the Woodall Farm, if developed to its full potential, is estimated at approximately $22.7 million (2014 dollars) as shown in Table 8. This budget is based on a very preliminary concept only and should be considered as a Class D budget that is subject to change during future stages of the project. It bears noting that construction costs can vary significantly due to instability of material costs, labour costs, and other economic factors. The estimates in this report represent a basic level of building construction and finishes. The cost estimates exclude land acquisition, capital financing, HST, development charges (if applicable), and capital replacement. The capital construction costs also exclude energy efficiency or ‘green building’ certifications, which are accredited programs that recognize green building practices in areas such as energy conservation and demand management. Further refinement of this program and the associated capital costs is recommended prior to each construction phase. Other recommendations in this Study that may have a capital cost implication are identified as follows (subject to the same limitations as noted above): • Install lighting at one of Woodstock’s soccer fields (Recommendation #19) - $115,000 per field; • Ensure newly developing or existing underserviced residential areas have reasonable access to tennis courts (Recommendation #26) - $35,000 per unlit tennis court; • Develop basketball courts at three park sites beyond the Woodall Farm (Recommendation #27) - $10,000 per half court or $20,000 per full court; and • Identify potential park locations to construct a playground in underserviced areas (Recommendation #30) - $75,000 per playground. Monteith Brown Planning Consultants | MJMA 95 DRAFT Recreation Facility Needs Study Table 8: Estimated Capital Cost of the Woodall Farm Concept Area Rate Item (sf) ($/sf) Cost Estimate Recreation Centre Building Costs Arena 33,000 220 $7,260,000 Gymnasium 8,500 280 $2,380,000 Multi-Purpose Rooms 5,000 300 $1,500,000 Public Circulation/Lobby 2,500 290 $725,000 Mechanical and Service 4,000 180 $720,000 53,000 $12,585,000 Gross up Area (10%) 5,300 237 $1,256,100 Total Building Area 58,300 Total Recreation Centre Building Cost: $13,841,100 Outdoor Amenities Spray Pad $200,000 Outdoor Pool (optional) 4,500 400 $1,800,000 Storage & Parks Maintenance Shed 2,800 $100,000* Pavilion & Washrooms 3,000 $1,000,000 Baseball Diamond Surface Treatment (x 5) $840,000 Baseball Diamond Lighting (x 5) $575,000 Basketball Court (x1) & Tennis Courts (x2) $125,000 Playground $85,000 Total Other Amenities Cost: $4,725,000 Total Construction Costs for Amenities & Buildings: $18,566,100 Construction Contingency (5%) $928,305 Soft Costs Architectural Fees (7% construction – pre-contingency) $1,299,627 FFE (4% construction) $742,644 A/V $150,000 Security $90,000 Communications $90,000 Signage (LED marquee sign) $120,000 Total Soft Costs $2,492,271 Soft Cost Contingency (5%) $124,614 Project Subtotal $22,111,290 Project Contingency (3%) $663,339 Grand Total $22,774,628 Assumes Stipulated Sum Tender Specific exclusions: Land Costs, Legal Costs, Environmental Remediation, Project Management * cost of storage and parks maintenance shed is estimated based on the City of Woodstock’s recent experience in developing a similar facility. Monteith Brown Planning Consultants | MJMA 96 DRAFT Recreation Facility Needs Study Appendix A: Online Community Survey Summary 1. In the past 12 months, have you or anyone in your household participated in any of the following sports activities? This includes organized and drop-in activities where you or a member of your household are an active participant, not just a spectator (in Woodstock or elsewhere). Activity # % Activity # % Walking/Jogging/Hiking for 501 73% Outdoor / Beach Volleyball 72 10% Leisure Swimming 423 62% Skateboarding 64 9% Playground Use 347 51% Badminton 55 8% Baseball or Softball 338 49% Football 41 6% Aerobics, Fitness or Weight- 259 38% Figure Skating 33 5% training Soccer 253 37% Frisbee Golf / Ultimate Frisbee 28 4% Hockey 237 35% Rugby 20 3% Recreational Skating 236 34% Pickleball 16 2% Basketball 139 20% Lawn Bowling 15 2% Curling 138 20% Ringette 9 1% Indoor Volleyball 128 19% Field Lacrosse 8 1% Gymnastics 104 15% Cricket 3 0% Tennis 100 15% Total 686 100% 2. Are you and members of your household able to participate in recreation or sports activities as often as you would like? # % Yes 381 54% No 321 46% Total 702 100% Monteith Brown Planning Consultants | MJMA A1 DRAFT Recreation Facility Needs Study 3. Why are you and members of your household not able to participate in parks, recreation, and cultural activities as often as you would like? Barriers to Participation # % Lack of desired facilities or programs 177 56% Lack of personal time / Too busy 171 54% Program not offered at convenient time / Available program times are full 160 51% Too expensive 118 37% Lack of Transportation / Facility too far 31 10% Health problems / Disability / Age 18 6% Don’t Know 2 1% Total 315 100% 4. During the past 12 months, how many times have you or members your household visited any of the following recreation facilities that are located in the City of Woodstock? 1 2 - 5 6 - 10 11 - 20 Over 20 Don't Total Facility Type Never Time Times Times Times Times Know # % Baseball/Softball 39% 6% 8% 6% 5% 35% 2% 632 100% Diamonds Playground 34% 2% 11% 8% 11% 31% 2% 634 100% Equipment Trails 14% 8% 19% 16% 11% 30% 2% 638 100% Woodstock District Community 25% 10% 20% 8% 7% 30% 1% 633 100% Complex – Arena Southside Aquatic 35% 10% 14% 12% 9% 21% 0% 634 100% Centre Cowan Park – Indoor 40% 10% 16% 8% 8% 17% 0% 636 100% Soccer Field Outdoor Soccer 55% 8% 9% 5% 7% 15% 1% 634 100% Fields Civic Centre Arena 47% 12% 15% 7% 6% 12% 2% 632 100% Monteith Brown Planning Consultants | MJMA A2 DRAFT Recreation Facility Needs Study 1 2 - 5 6 - 10 11 - 20 Over 20 Don't Total Facility Type Never Time Times Times Times Times Know # % Outdoor Rinks 66% 7% 14% 4% 3% 5% 1% 631 100% Lions Pool 76% 6% 7% 3% 2% 4% 1% 629 100% Woodstock District Community 38% 22% 26% 6% 3% 4% 1% 636 100% Complex – Goff Hall Southside Spray & 55% 11% 18% 8% 4% 3% 0% 631 100% Play Wading Pool Vansittart Park 58% 13% 17% 6% 2% 3% 0% 633 100% Splash Pad Cowan Park – Indoor 84% 6% 3% 1% 2% 3% 1% 631 100% Walking Track Southside Skateboard/Bike 77% 6% 9% 3% 2% 3% 1% 630 100% Park Outdoor Basketball 75% 7% 9% 3% 2% 3% 1% 632 100% Courts South Gate 55+ 82% 7% 5% 2% 1% 2% 1% 631 100% Centre Richardson Park 85% 5% 6% 2% 1% 1% 1% 632 100% Tennis Courts Southside Beach 85% 6% 5% 3% 1% 1% 1% 633 100% Volleyball Court Southside Park 96% 2% 0% 0% 0% 0% 1% 630 100% Cricket Field Monteith Brown Planning Consultants | MJMA A3 DRAFT Recreation Facility Needs Study 5. The Recreation Facility Needs Study is also looking at certain existing facilities. If you have used any of the following recreation facilities in the past twelve months, how would you rate their ability for meeting the needs of your household? Completely Neither Don’t Adequate Inadequate / Adequate / Know / Total / Excellent Recreation Facility Inadequate Inadequate Don’t Use # % # % # % # % # % Woodstock District 52 10% 79 15% 409 76% 97 15% 637 100% Community Complex Civic Centre Arena 161 37% 126 29% 152 35% 196 31% 635 100% Lions Pool 132 39% 94 28% 113 33% 296 47% 635 100% 6. In general, how important are the following items to your household? Completely Neither Inadequate Adequate Don’t Adequate / Total / / Excellent Know Facility Type Inadequate Inadequate # % # % # % # % # % Trails 26 4% 32 5% 543 88% 13 2% 614 100% Open Spaces & 31 5% 47 8% 520 85% 15 2% 613 100% Natural Areas Indoor Aquatic 61 10% 79 13% 467 76% 5 1% 612 100% Centres Playgrounds 73 12% 69 11% 463 75% 9 1% 614 100% Fitness Centres (with 82 13% 107 17% 413 67% 11 2% 613 100% equipment) Ball Diamonds 94 15% 97 16% 412 67% 9 1% 612 100% Arenas 93 15% 105 17% 412 67% 4 1% 614 100% Outdoor Event & 66 11% 142 23% 398 65% 6 1% 612 100% Festival Areas Picnic Areas 59 10% 148 24% 396 65% 7 1% 610 100% Outdoor Splash Pads 118 19% 119 19% 365 60% 9 1% 611 100% Monteith Brown Planning Consultants | MJMA A4 DRAFT Recreation Facility Needs Study Completely Neither Inadequate Adequate Don’t Adequate / Total / / Excellent Know Facility Type Inadequate Inadequate # % # % # % # % # % Outdoor Soccer 147 24% 155 25% 309 50% 5 1% 616 100% Fields Gymnasiums 132 21% 177 29% 296 48% 10 2% 615 100% Outdoor Pools 133 22% 187 30% 287 47% 8 1% 615 100% Indoor Turf Fields 148 24% 179 29% 271 44% 14 2% 612 100% Banquet Halls 137 22% 221 36% 248 40% 7 1% 613 100% Outdoor Basketball 183 30% 203 33% 213 35% 13 2% 612 100% Courts Tennis Courts 171 28% 228 37% 204 33% 9 1% 612 100% Curling Sheets 319 52% 134 22% 148 24% 8 1% 609 100% 7. What recreational asset is your highest priority for the City of Woodstock to invest in for the community? Facility Type # % Facility Type # % Ball Diamonds 197 32% Outdoor Basketball Courts 35 6% Trails 167 27% Outdoor Pools 33 5% Arenas 164 27% Gymnasiums 33 5% Indoor Aquatic Centres 111 18% Outdoor Ice Rinks 29 5% Curling Sheets 81 13% Outdoor Soccer Fields 26 4% Open Spaces & Natural Areas 73 12% Outdoor Event & Festival Areas 17 3% Playgrounds 66 11% Indoor Turf Fields 17 3% Outdoor Splash Pads 61 10% Tennis Courts 10 2% Outdoor Multi-Use Fields 39 6% Picnic Areas 6 1% Total 609 100% Monteith Brown Planning Consultants | MJMA A5 DRAFT Recreation Facility Needs Study 8. The Lions Pool is nearing the end of its lifecycle what would you like to see done with outdoor swimming in Woodstock. # % Build a new pool in a location where there is more parking and other 390 63% recreation amenities. Do not rebuild an outdoor swimming pool at all. 128 21% Build a new pool in the current outdoor Lions Pool location. 100 16% Total 618 100% 9. Please provide any additional comments you may have regarding recreation and sports facilities in the City of Woodstock. Respondents also had an opportunity to provide additional input to be considered during the preparation of this Study. Several prominent themes emerged from these comments such as the need for more ball diamonds, similar to size and quality of the Tip O’Neil diamond in Southside Park. It was also suggested that the City consider a large ball diamond complex suitable for both minor and adult ball. Many ball diamond comments were related to the need to improve the quality and maintenance of existing ball diamonds, with some noting unsafe outfields due to uneven grading. Others identified the lack of field quality, drainage, and amenities such as washrooms, shade, and adequate parking. The provision of arenas was also a top of mind issue that was reported, particularly with the need for more ice pads and improved amenities. Respondents also recognize that the Civic Centre Arena is outdated and should be replaced. Should this facility be replaced, it was suggested that a new facility should have a NHL-pad, as well as an indoor track similar to the one offered at the University of Western Arena. Respondents identified the need for new and improved dressing rooms and referee room, seating, and ensure that the facility is accessible. A comment was also received that there is too much focus on hockey and a lack of public skating time. There were also comments received regarding the need for a new indoor pool. It was suggested that the Lions Pool should be replaced with an indoor aquatic facility given that an outdoor pool is too costly to operate for a short period of time. Should be Lions Pool be replaced, respondents articulated that the new pool should be developed within the same general area to support existing users. The new location should have access to transportation to draw users from other areas of Woodstock. Other responses emerging from the comments included the general need for a new multi- use community centre that would serve as a hub for recreation activity, including an arena, Monteith Brown Planning Consultants | MJMA A6 DRAFT Recreation Facility Needs Study indoor pool and splash pad, gymnasium, outdoor sports fields, hard surface courts, and trails. The need for more and improved basketball courts was also raised in the comments, as it was identified that there are an insufficient number of municipal courts available to support programming opportunities for community basketball organizations and the existing ones are not adequately maintained. It was noted that school courts are also not appropriate for user needs as they are not regularly maintained. 10. How many people, including yourself, live in your household? # % 1 32 5% 2 107 18% 3 118 19% 4 239 39% 5 or more 110 18% Total 606 100% Survey Household Size Average 3.5 2011 Census Household Average 2.4 11. Including yourself, please indicate the total number of persons within your household that fall into the following age categories. # % 2011 Census Under 10 years 814 22% 11% 10-19 years 636 17% 12% 20-34 years 784 21% 19% 35-54 years 1,031 28% 28% 55-69 years 275 8% 17% 70 years and over 117 3% 12% Total 3,657 100% 100% 12. In what year were you born? # % Prior to 1944 (70 years or older) 21 3% Monteith Brown Planning Consultants | MJMA A7 DRAFT Recreation Facility Needs Study # % 1944 to 1958 (55 to 69 years old) 55 9% 1959 to 1978 (35 to 54 years old) 298 49% 1979 to 1994 (20 to 34 years old) 216 36% After 1994 (19 years or younger) 13 2% Total 603 100% Average Age 41 Median Age 39 13. How long have you lived in Woodstock? # % Less than 5 years 71 12% 6 - 10 years 81 13% 11 - 15 years 67 11% 16 - 20 years 44 7% More than 20 years 340 56% Total 603 100% 14. In order for us to know the area of Woodstock you live in, please indicate the day that your garbage is picked up on. Day (Geographic Area) # % Monday (Southeast) 80 13% Tuesday (Northwest) 118 20% Wednesday (Central) 107 18% Thursday (Northeast) 188 31% Friday (Southwest) 89 15% Not a Woodstock Resident 24 4% Total 606 100% Monteith Brown Planning Consultants | MJMA A8 DRAFT Recreation Facility Needs Study Appendix B: Project Introduction and Input Session Summary A Project Introduction and Input Session was held on June 9, 2014 at Goff Hall to collect input regarding Woodstock’s recreation facilities and future facility needs. The following is a record of all input received at the Input Session, with parenthesis indicating the number of persons identifying a given point as a high priority. City of Woodstock Strengths • There is a wide range of activities that are accessible to many people (4) • Skateboard Park is well used (3) • Open to diverse cultures (3) • There is a need to make sure older adults have something to do (3) • There are lots of green spaces available and there is still a lot of room to grow (2) • City is starting to provide programming (2) • Opportunities for sport development (2) • Partnership opportunities (2) • Tourism and Tournaments (2) • There is a lot of youth in Woodstock, which can influence participation (1) • Activities for older residents (1) • Council/staff see the need to improve recreation (1) • Indoor turf facilities (1) • The City of is proactive at developing facilities to meet community needs (1) • Strong community connections and a strong volunteer system • Communication (e.g., What’s on Woodstock) • Small town, friendly feeling and community-oriented • Facility quality, design, geographic distribution and maintenance is excellent • The parks are clean • Accessible trail network Monteith Brown Planning Consultants | MJMA B1 DRAFT Recreation Facility Needs Study • Sports fields and the quality of soccer fields • Lions Pool • The City is doing the best they can with the resources they have • City staff have the right expertise • Festivals and special events • Attracts industry to the area • Expanding into non-traditional sports • Indoor walking track Improving Indoor Recreation Facilities • Ensure that facilities are designed correctly the first time, designed with flexibility in mind in case it needs to change or utilized for multiple activities (7) • There is a need for a multi-use space (5) o Replace the Civic Centre Arena o More ice is needed (e.g., twin pad) o A twin pad is on trend o There is a potential for more youth and improved times for leagues • Need dividable spaces to support multiple activities (5) • The curling facility could be used for other purposes in the summer (4) • New curling facility is required (4) • No indoor lawn bowling facilities with an appropriate turf (3) o Perhaps consider a multi-purpose turf for a variety of activities o Put artificial turf over a gymnasium floor • Civic Arena and curling will need to be replaced (2) o Consider co-locating them in a new facility • Access to schools and YMCA gym is too costly and restrictive (1) o The City should provide its own gymnasium • There is a need for more indoor recreation facilities (1) • Indoor baseball (1) • The aquatic centre is dated and needs to be replaced Monteith Brown Planning Consultants | MJMA B2 DRAFT Recreation Facility Needs Study o There needs to be a balance of community programs, public access, and competition o There are few competitive tanks in the County o There is a private pool at Oxford Gardens that allows access for free • Balance grassroots with high performance recreation facilities • Consider youth spaces to engage youth in a positive atmosphere o This facility needs to be accessibly located (e.g., downtown) • The YMCA is not affordable • There are a lack of opportunities for basketball and volleyball • Schools already heavily booked o Most schools are not for public use, but are available for community organizations o There is a lack of formal agreement with the School Board o There are too many restrictions (e.g., insurance, costs, etc.) • Female sport is growing (e.g., ice and soccer) • Indoor public space • Toddler pool • Demands from the aging population • Program-based activity space • Extended hours for the art gallery • Promote and market what’s available to residents • Start a bowling club • The Badminton Club has pickleball drop-in • Repurpose existing or underutilized facilities • More volunteer programs Improving Outdoor Recreation Facilities • Improved design, quality, and quantity of ball diamonds (10) o All usable ball diamonds are always booked o There are only three hardball diamonds and not enough slo-pitch diamonds o There should be more multi-diamond sites Monteith Brown Planning Consultants | MJMA B3 DRAFT Recreation Facility Needs Study o Outdated ball diamonds could be repurposed to multi-use fields o Many school diamonds are poorly maintained and lack parking and bathrooms o Not well designed for organized leagues o Lack of youth hardball diamond o Adults have outgrown Woodstock’s softball diamonds o There needs to be an easy way to find locations for facilities o Repurpose the Richardson Park ball diamond (underutilized) to a basketball or tennis court (or some other in demand facility) • Multi-use pads (e.g., ball hockey, basketball, pickleball, etc.) (8) • Proper basketball facility with a roof (3) • Improved pool facility (1) o The outdoor pool makes the community, a new one should be located where growth occurs, where land exists o Upgrade Woodstock’s pools o Upgrade the splash pad and provide opportunities to tie into other facilities o Woodstock needs to consider a splash pad at a minimum if replacing the pool • Woodstock is doing well for soccer and don’t foresee the need for more fields (1) • The Cricket Pitch is too small, restricting who uses it and how much (1) o This should be included as a part of the multi-use fields Woodstock needs • More neighbourhood parks (1) • Football is well served with school fields • Outdoor lawn bowling is ranked among the best in Ontario • Outdoor trail/walking loop • Seek out partnerships • Lighting spaces • Larger parks that support more activities/sports Monteith Brown Planning Consultants | MJMA B4 DRAFT Recreation Facility Needs Study Meeting Community Needs • Program camps and activities should be offered to promote and encourage people to use parks and facilities (e.g., skateboarding, pickleball, etc.) (6) • Advertising and promotion of Woodstock’s parks and facilities (4) • Multi-use gym space (4) • Lit trails and sports fields (3) • Proper washrooms (3) • Age-specific zones (e.g., toddlers) (3) • Tournaments (1) • Supplement facilities with amenities such as eating areas, washrooms, concessions, benches, spectator seating, shade, pavilions, water fountains etc. • Bike trails for easy access • Locate parks on major roads • Partnerships (e.g., with the Conservation Authority) to maximize resources, drive utilization, provide broader services (concessions) • Manicured gardens are one of our strengths – brings people in for non-sport uses • Park signage to draw people in • Park safety (e.g., injury prevention with soft surfaces, playground upgrades) • Green initiatives (e.g., solar power) • Consolidate outdoor facilities to single sites • Volunteers • Growth in soccer and basketball Monteith Brown Planning Consultants | MJMA B5 DRAFT Recreation Facility Needs Study Appendix C: Stakeholder Summit Summary Improving Existing Facilities • Lack of public washrooms • Accessibility is an issue o There is only one elevator o No washrooms on the lower level o Woodstock Curling Club is not accessible o Access to ball diamonds • Ball Diamonds o Lack of amenities for ball diamonds (e.g., dressing rooms) o Kintrea Park is not conducive to organized play for ball (dangerous, not accessible, not lit) o Tip O’Neil ball diamond could use additional lighting and enclosed fencing o Storage for ball groups o Outfield at Sutherland Park is not flat • Basketball o Extracurricular activities are underserved o No sufficient facilities for tournaments at one location o Competing with other organizations for practice space (e.g., volleyball) o Gymnasiums are old and dated o Need better quality courts, the ones at the YMCA and schools are not adequate • Arenas o Lack of dressing rooms (there are currently four per pad) o Some feel that ice time is in short supply while others have enough prime ice o Distribution of ice priority needs to be improved (e.g., teams, community organizations, public, non-resident booking) o Quality needs to be improved (e.g., maintenance and equipment) Monteith Brown Planning Consultants | MJMA C1 DRAFT Recreation Facility Needs Study o The Civic Centre Arena needs larger change rooms o Need a dedicated figure skating facility so minor hockey can have more ice o Ice pads at the Woodstock District Community Complex are underutilized at key times by small groups • Swimming o Southside Aquatic Centre has limited parking that is not conducive to swim meets. o Small change rooms o Southwestern Aquatics compete for pool time o Lions Pool is outdated and only open for two months per year o Lions Pool is not regulation size and cannot be used for competition • Special Olympics o Not satisfied with the ball diamonds o Scheduling times for swimming is not convenient and there is only one gymnasium for basketball • Lawn bowling o Need an indoor multi-purpose facility Future Indoor Facility Needs • Plan facilities that are multi-functional and comprehensive, rather than single-use facilities • Look at examples such as South Dumfries, Paris, Wilmot, New Hamburg, and Dorchester • Consider opportunities to expand existing recreation facilities • Upgrade the walking track at Cowan Park for runners • Gymnasiums that can accommodate a variety of activities • A seniors complex • Multi-generational and accessible facilities • Upgrade school gymnasiums to make more accessible • New indoor running track • Multi-use field (e.g., football, field hockey, lacrosse, soccer, etc.) Monteith Brown Planning Consultants | MJMA C2 DRAFT Recreation Facility Needs Study • Sports field amenities (e.g., change rooms, bathrooms, etc.) • Improved access to school facilities o Upgrade school facilities so that they can be used by sports organizations • Arena o Expand the Civic Centre with a second ice pad, curling pad, etc. o Minimum of two additional pads (replacing the Civic Centre Arena) o Minimum of six dressing rooms for each pad o Referee rooms o Designated dry-land training space o Minimum 200 spectator seats per pad o Adequately-sized washrooms o Use the arena at the North Dumfries Community Complex as an example o Viewing area o Alcohol sales • Indoor artificial turf o Accommodate multi-use field activities o Similar to Cowan Park o Well lit o Can be used for off-season training o Artificial turf can be installed over a wooden floor that can be converted into other uses and activities • Swimming o A new (accessible) pool designed for competitions o Also be used for leisure, syncro, junior lifeguard programs, etc. o Viewing room o Large change rooms o Potential to hold tournaments and to draw users from surrounding communities Monteith Brown Planning Consultants | MJMA C3 DRAFT Recreation Facility Needs Study • Curling o Sport is increasing in popularity with young members o Need to address the size and condition of the facility • Ball Diamonds o More adult ball diamonds o One full size hard ball diamond (90’ base path) o Four to five lit soft-ball diamonds • Outdoor multi-use sports pad (convert to hockey in the winter) Future Considerations • When looking at facilities, the City should consider looking at multi-use facilities • Recreation opportunities for youth is the foundation to sustain growth and use facilities for the long-term • Continue to engage the community, users and non-users, and municipalities to understand success and challenges • Design facilities for current and future residents, and emerging trends in recreation • Funding commitment is required to support implementation • Consider less physically demanding sports as people age • Groups need to recognize that they will need to charge more to pay for more or higher quality facilities • More municipal financial assistance is required to ensure opportunities are affordable and inclusive of all residents • Invest in functionality rather than aesthetics • Woodstock is surrounded by municipalities that have committed to investing in their facilities and should be doing the same. Monteith Brown Planning Consultants | MJMA C4 DRAFT Recreation Facility Needs Study Appendix D: Stakeholder Survey Summary Arena Users Family Hockey League The Family Hockey League provides a fun and affordable hockey program for youth and adults on a weekly basis at the Civic Centre Arena. The League has maintained approximately 32 participants over the past three years and anticipates registration will remain unchanged over the future. Woodstock Curling Club The Woodstock Curling Club was founded in the 1960s to provide a place to play curling as well as to provide a rental facility to hold non-curling social events. The Club has approximately 250 members, which is an increase from 188 members in 2011. The Curling Club owns and operates its curling facility on Beale Street, which is the only venue in Woodstock designed for the sport. The Club uses the facility on a daily basis throughout their season (October to April) and rents out the lounge for a variety of events during the summer. The Club suggests that a new curling facility in Woodstock will be needed in the next five to ten years as the aging building and its mechanical components are nearing the end of its lifecycle, along with the fact that the facility is generally not considered to be accessible. The Club indicates that their vision for a new curling facility would include four curling sheets (approximately 18 metres by 46 metres) supported with a lounge, kitchen, and dressing rooms. Woodstock Gentleman’s Hockey League The Woodstock Gentleman’s Hockey League provides regular Saturday night hockey games on Saturday nights. The League has maintained approximately 150 members over the past three years and do not expect any future changes to their programming. The League regularly uses the Civic Centre Arena and has enjoyed the quality of ice, although the League identified that the building is outdated and improvements are needed to the dressing room showers. The League also uses Southwood Arena on occasion and enjoys its larger ice surface, but suggested potential improvements with respect to cleanliness. Monteith Brown Planning Consultants | MJMA D1 DRAFT Recreation Facility Needs Study Woodstock Minor Hockey Association The Woodstock Minor Hockey Association (WMHA) provides organized minor hockey to children and youth in Woodstock. WMHA has maintained a steady membership of 781 participants, nearly all of whom are local residents. WMHA primarily uses the Southwood Arena due to the fact that it has two ice pads, although mentioned that improvements could be made to the washrooms. The Civic Centre Arena is used to a lesser degree and Goff Hall is used on occasion for various off-ice activities. The Association reported using ice in Tavistock due to not being able to book sufficient ice in Woodstock for larger events. Due to ice time constraints, WMHA identified that more ice is needed to expand the scope of their programs. The lack of ice has limited the practice times for players and the ability for the WMHA to develop their players (compared to other communities). The organization also has had to book late evening ice for youth players. WMHA identified that a new twin pad arena would help alleviate these pressures and allow their group to expand. Woodstock Navy Vets Woodstock Navy Vets is a youth hockey group that was formed in 1966. With 27 members, the group uses the Southwood Arena about four times per week and have enjoy the large seating capacity, although suggested that a warm seating area should be provided, as well as the sale of alcohol. The group also uses the Civic Centre Arena once a month and highlighted the quality of the ice surface. Due to the schedule of games, the group also plays in Norwich, Tavistock, and Burford. The group reported that more ice time is needed due to the limited amount of available ice, as well as challenges with booking extra ice time. High rental costs were also reported compared to other facilities in communities used by the group. The group reported that an additional ice pad would be ideal in serving their needs. This new arena would be designed with an NHL-sized ice pad and associated amenities (e.g., dressing rooms, seating, etc.). More affordable ice was also suggested to assist with promoting inclusive recreation opportunities in Woodstock. Woodstock Skating Club Formed in 1934, the Woodstock Skating Club (WSC) provides figure skating instruction, training, and advancement, while cultivating a team dynamic among participants who share a common interest. Over the past three years, WSC’s registration has slightly declined to 220 skaters, which they attribute in part to limited ice time as well as the increasing program fees. Monteith Brown Planning Consultants | MJMA D2 DRAFT Recreation Facility Needs Study WSC uses the Civic Centre Arena twice per week and the Southwood Arena three days a week, and state that they appreciate the quality of ice. WSC states that they would benefit from more ice at these facilities to accommodate growing programming demands. The lack of ice time is currently constraining their programming abilities and as a result, WSC has combined programs, which has presented additional challenges with different level skaters. The need for a new facility in the next five to ten years was also identified. WSC feels that a new arena facility, containing an NHL-sized ice pad with sufficient seating, is required in the next five to ten years in order to replace the aging Civic Centre Arena. Indoor Facility Users South Western Aquatics Established in 2003, South Western Aquatics provides competitive swimming for all ages and levels of swimmers. The group reported 83 participants for 2013, a decline from 140 participants the previous year. Nevertheless, the group anticipates expanding the scope of their programs and services to attract new users. The Southside Aquatics Centre is used on a regular basis four times a year and it has been their primary location given that the facility is regulation size for competition. Improvements to this facility that was suggested by the group include improved lighting and viewing areas, as well as an upgraded water filtration system. The group also reported using the aquatic facility at the Tillsonburg Community Centre given that the group is an amalgamated swim team from both communities. As a result, the group balances their training time at both facilities. It was also articulated that both facilities are unable to accommodate all the required pool time. As a result, the group expressed the need for additional pool time (approximately 2-3 hours per week) to accommodate the swim times they desire, in addition to dry-land training space. To cope with the limited pool time they have now, the group have adapted by organizing more swimmers in one lane and pool sharing. Alternatively, the group identified that a new aquatic facility would be a great benefit. The group’s ideal facility would be a 25 metre rectangular pool with eight-lands and associated dry-land space. In addition to the need to secure additional pool time, it was indicated that City assistance could support the group in recruiting volunteers, fundraising, or raising awareness about the group and competitive events in Woodstock. Woodstock Gym Club The Woodstock Gym Club originated in 1979 and provides a recreational and competitive gymnastics program for participants up to age 18. The Club reported 1,247 members, which is an increase from 1,094 in 2011; about 75% of their members are Woodstock residents. The Club uses the gymnastics facility at the Woodstock District Community Complex six Monteith Brown Planning Consultants | MJMA D3 DRAFT Recreation Facility Needs Study days a week and have enjoyed having a convenient facility for training. The Club identified that there are no plans to expand their programming, although the Club expressed challenges with accommodating their members during their most popular times. The Club does not require any additional supports from the City at this time; although they identified that financial assistance programs should be promoted. Woodstock Volleyball Club The Woodstock Volleyball Club was created in 1994 to provide competitive and recreational volleyball for youth and adults in the City. Approximately 1,000 members were reported for 2013, a growth of nearly 18% from 2011. The Club plays at the Cowan Park Hall about four nights per week during the fall and winter and have not reported any need for improvements. The Club also uses the E’cole Secondaire Notre Dame and College Avenue Secondary School. The Club reported the need for outdoor volleyball courts to play during the warmer weather. While the City provides one outdoor volleyball court at Southside Park, the Club reported that it is not suitable for their use, although no explanation was given. As a result, participation is lower during the summer due to the lack of an appropriate outdoor beach volleyball courts. It was identified that about four to six courts are preferred (8 metres by 8 metres), although three would be sufficient. Sports Field Users Community Services Lob Ball League The Community Services Lob Ball League originated in 1987 as a recreational softball league for players of all skill levels. The League has registered about 448 players over the past two years and does not expect to expand over the future. The League primarily uses the ball diamonds located at Southside Park about four nights per week and identified that the infields and outfields are in need of repairs. The League also plays at the Woodstock District Community Complex and Victoria Park on a weekly basis. General repairs to these fields were also expressed, and it was mentioned that the Victoria Park ball diamond is undersized for adults. The League also identified that they use facilities outside of Woodstock, including the ball diamonds at the Oxford Centre and in Innerkip as the League has limited diamond time in the City. The need for more ball diamonds and additional ball diamond time was articulated by the League. It was identified that this need could be alleviated if the City provides earlier access to the fields at the beginning of the season. Due to the limited diamond time, the group has not been able to expand the number of participants for a number of years. Monteith Brown Planning Consultants | MJMA D4 DRAFT Recreation Facility Needs Study North Oxford Slo-Pitch League The North Oxford Slo-Pitch League provides baseball opportunities to approximately 120 players. The League utilizes the ball diamonds at Southside Park on a regular basis and identified general maintenance improvements such as grass cutting and weeding. This League also plays in Drumbo, Princeton, and Hickson. The need for a new fenced and lit ball diamond was also expressed by the League as the existing diamonds are undersized and need improvements. The need for more basketball courts was also identified. Woodstock Christian Men’s Slo-Pitch League Formed in 1972, the Woodstock Christian Men’s Slo-Pitch League provides an opportunity for Christian men to play slo-pitch and raise money to sponsor underprivileged children. The League had approximately 240 players over the past three years and plans to expand their league, although they are currently constrained at their current location. The League primarily uses the ball diamonds at Victoria Park on a daily basis and noted improvements are needed to washroom cleanliness and more frequent grass maintenance. The League also uses the ball diamonds at Southside Park and the Woodstock District Community Complex and expressed that both these facilities are generally well maintained. Securing additional time at these facilities would allow the League to attract more players. The League is currently coping with limited diamond time by utilizing fields outside of Woodstock. The need for two new ball diamonds was expressed. These facilities would be designed with lighting and fencing, together with associated parking and washrooms. Woodstock Industrial Co-Ed Ball League Since 1985, the Woodstock Industrial Co-Ed Ball League has provided competitive softball games within a social environment. The League grew by over one-third over the past three years, increasing from 225 players in 2011 to 320 in 2013. The league utilizes the ball diamonds at the Woodstock District Community Complex two nights per week and indicated that they are generally well kept to suit their needs. The League anticipates to expand their organization to include more teams; however, they indicated that more diamond time is required to accommodate growth. To accommodate existing pressures, the League has had to play whenever they are able to book diamond time, although some times may not be ideal to participants. The League reported that five new ball diamonds would assist with accommodating both current and future demand. Monteith Brown Planning Consultants | MJMA D5 DRAFT Recreation Facility Needs Study Woodstock Men’s Oldtimer’s League The Oldtimer’s League was formed in 1987 to provide three-pitch lob ball for adult men over the age of 35. The League has established approximately 270 players over the past three years and does not expect to expand their League. The League uses the ball diamonds at the Southside Park on a weekly basis and reported needed improvements to the outfields. The League also uses the ball diamonds at the Woodstock District Community Complex and did not report any need for improvement. Woodstock Minor Baseball Association The Woodstock Minor Baseball Association was formed in 1975 and has established a core mandate to provide organized ball for Woodstock children and youth, to promote the sport, to recruit and develop coaches, encourage community spirit, and aid in the development and sportsmanship of the players. The group has established between 440 and 505 participants over the past three years. The group primarily uses the Tip O’Neil field at Southside Park on a daily basis as it is convenient and the only full size ball diamond in Woodstock, although the Association reported that improvements are needed to the lighting and fencing. The Association also uses the ball diamonds at Kintrea Park, West End Park, Ferncrest Park, Edgewood Park, and Armstrong Park on a regular basis. Suggested improvements to these ball diamonds included improved grading, lighting, fencing, storage, and washrooms. The League identified that more time is needed at existing ball diamonds, particularly at the Tip O’Neil diamond, as demand pressures at this facility limit the practice time for teams. As a result, some teams often practice at diamonds that are undersized for their needs. To accommodate current and future needs of the Association, it was identified that additional full and minor ball diamonds are needed. The need for an indoor training facility and meeting space was also suggested. The Association reported that they are open to partnering with the City to fund and operate an indoor facility that can also be used by other groups, provided that the Association remains the primary user of the facility. Woodstock Minor Football Association Woodstock Minor Football originated in 2005 to provide Oxford County youth with an opportunity to learn football and develop life skills. Over the past three years, the Association has grown to 147 participants between the ages of seven and 14, and about two-thirds of members are Woodstock residents. The Association uses the indoor field at Cowan Park and College Avenue Secondary School three nights per week. To Association also identified that to maintain inclusiveness of all participants, the organization will be applying for OLG grants to assist with replacing outdated equipment and train volunteers. Monteith Brown Planning Consultants | MJMA D6 DRAFT Recreation Facility Needs Study The group identified that they would like to expand their offering, although this is contingent upon securing more indoor and outdoor field time. The lack of affordable and well kept municipal facilities for football was a general concern raised by the group. To accommodate grow, the group also identified the need for a new indoor field as well as two lit outdoor fields similar to the one located at Cowan Park. Outdoor Field Users Woodstock Lawn Bowling Club Established in 1910, the Woodstock Lawn Bowling Club has been providing the City’s older adults with both lawn bowling and croquet leisure activities since 1910. The group reported 36 members for 2013, although this is down from 60 members reported for 2011. Despite this decline in members, the group anticipates expanding their programming in the next three to five years. The group plays at the outdoor lawn bowling facility located adjacent to Southside Park on a daily basis. While the group enjoys its convenient location, they reported that they would like to expand the Clubhouse and undertake general improvements around the facility. The group also reported the need for an indoor lawn bowling facility that can be used by the members in the winter. The group’s ideal indoor facility would be designed with a lawn bowling green that measures approximately 27 metres by 27 metres (90 feet by 90 feet). The group feels that an indoor facility would assist with attracting new members and also allow them to expand their programming. In lieu of indoor space, the group is currently using the Ingersoll Curling Club during the winter. Woodstock Legion Athletic Club The Woodstock Legion Athletic Club provides track and field training to local youth athletes since 1968. The Club had 175 members for 2013, a growth of 25 members from 2011.The Club primarily uses the facilities at the College Avenue Secondary School as it provides everything the Club needs for training. The Club is also a part owner of the running track and indicated that the track will be required to be resurfaced in the next few years. On occasion, the Club also uses Cowan Park and Southside Aquatic Centre for indoor training. While these facilities are generally sufficient for the Club’s needs, they do not have some of the equipment required for training. As a result, members may have to travel to London to access the equipment they need. Monteith Brown Planning Consultants | MJMA D7 DRAFT Recreation Facility Needs Study Woodstock Soccer Club The Woodstock Soccer Club was formed in 1986 to provide minor and adult organized soccer in Woodstock. For 2013, the Club reported a membership of 1,750 participants, a growth of over one-third since 2011. The Club’s uses the indoor and outdoor fields at Cowan Park, which is owned by the City but operated by the Club. They indicate that the fields they use are expected to accommodate all of their current and future needs and thus do not require any additional facilities within the next ten years, though suggest that enhancements to the quality of existing fields would be ideal. Woodstock Women’s Fastball Association The Woodstock Women’s Fastball Association was formed in the 1960s to provide women of all ages with a safe and social environment to play fastball. The group has maintained about 120 players over the past three years and plans to expand their group over the next five years. The group uses the ball diamond at Sutherland Park three times a week and while the diamond is convenient for participants, a number of improvements were identified such as a flat playing field, drainage, and shaded benches. Over the next five to ten years, the group identified the need for a high quality regulation fastball diamond in Woodstock. A high quality sports complex was also suggested by the group, such as a facility with six to eight ball diamonds to support ball tournaments, as well as an indoor recreation facility to accommodate a range of pick-up and organized sports during the winter season. The greatest challenge currently facing this group is the ability to attract new participants, especially among younger age groups, as there is currently no minor girl’s fastball in Woodstock. Woodstock Women’s Slo-Pitch Woodstock Women’s Slo-Pitch offers ladies slo-pitch ball for about 300 players. The group uses the ball diamonds at Sutherland and Southside Park once a week and appreciate its close proximity to the playground and washroom facilities. General improvements were identified for each of these facilities including new bases, additional parking, improved outfield, and a flat playing surface. To provide an enhanced playing experience, the group expressed the need for new ball diamonds, preferably with an associated indoor facility to hold gatherings and tournaments. Monteith Brown Planning Consultants | MJMA D8 Item F - 1 Clerk’s Department December 11th, 2014 To: David Creery, Chief Administrative Officer From: Amy Humphries, Acting City Clerk Re: Council Schedule AIM To establish Council’s wishes in regards to the July, August and December 2015 and January 2016 Council meeting dates. BACKGROUND City Council’s past practice has been to hold only one Council Meeting in January, July, August and December in the same week as County Council, where applicable. COMMENTS County Council meeting dates for July, August and December are: July - Wednesday July 8th 2015 August - Wednesday August 12th 2015 December - Wednesday December 9th 2015 Therefore, if City Council wishes to meet during the same weeks as County Council, the City Council meeting dates would be: July - Thursday July 9th 2015 August - Thursday August 13th 2015 December - Thursday December 10th 2015 In the matter of the January 2016 meeting dates, it is suggested that the meeting be scheduled for January 14th 2016. Committee of Adjustment and Planning meeting dates, if required, would be: July - Monday July 6th 2015 August - Monday, August 10th 2015 December - Monday December 7th 2015 January 2016 - Monday January 11th 2016 RECOMMENDATION That Woodstock City Council meeting dates for the months of July, August and December 2015 and January 2016 be established as: Thursday July 9th 2015 Thursday August 13th 2015 Thursday December 10th 2015 Thursday January 14th 2016 Authored by: Amy Humphries, Acting City Clerk Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item F- 2 Clerk’s Department December 11th, 2014 To: David Creery, Chief Administrative Officer From: Amy Humphries, Acting City Clerk Re: Councillor Boards and Committees Appointments 2014-2018 AIM To appoint Councillors to various City boards for the term of office December 1, 2014 to November 30, 2018. BACKGROUND At the beginning of every term of Council, the incoming Council appoints members of the public and Councillors to various City boards and committees. The members of each committee and board will serve for the full term of Council. COMMENTS In accordance with City Policy GA005 – Appointments to Boards and Committees, Council will be considering appointments to the various boards and committees in the closed session of council held on December 11, 2014 in order to protect the personal information and privacy of the applicants. Council member appointments to the Art Gallery Advisory Board, Police Services Board, Public Library Board, BIA Board, and Woodstock Hydro Holdings Board are announced at the December open session of Council for continuity of operation purposes. A report appointing Council members to each advisory committee and members of the public to each committee and board will be included with the January 15, 2015 open session agenda so that the applicants can be informed of Council’s decision prior to the report being made public. RECOMMENDATION That Woodstock City Councillors be appointed to various boards as follows: Art Gallery Advisory Board – Councillor ______ Police Services Board – Councillor ______ Public Library Board – Councillor ______and Councillor ______ Woodstock Board of Management - Downtown Improvement Area – Councillor ______ Woodstock Hydro Holdings – Councillor ______and Councillor ______and Councillor ______ Authored by: Amy Humphries, Acting City Clerk Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer Item F- 3 Clerk’s Department December 11th, 2014 To: David Creery, Chief Administrative Officer From: Chris Gauthier, Acting Deputy Clerk Re: Accessibility of 2014 Municipal Election AIM To advise Council of the accessibility measures taken for the conduct of the 2014 Municipal Elections. BACKGROUND Subsection 12.1 (1) of the Municipal Elections Act states that a clerk who is responsible for conducting an election shall have regard to the needs of electors and candidates with disabilities. As such, subsection 45 (2) requires the clerk to ensure that each voting place is accessible to electors with disabilities. Additionally, subsection 12.1 (2) requires the municipal clerk to submit a report to Council within 90 days after voting day with regards to the identification, removal, and prevention of barriers that affect electors and candidates with disabilities. Therefore, as a result, the proposed report seeks to fulfil the statutory requirements as mandated through the Municipal Elections Act. COMMENTS Pursuant to the above noted sections of the Municipal Elections Act, the following measures were taken to prevent barriers at the polling locations: • Prior to Election Day, Unifor/CAW Hall, Goff Hall, Cowan Park and the Rock Community Church were all subject to a comprehensive built environment review. The review process required election staff to complete a detailed accessibility checklist to ensure that the built environment in the proposed locations were free of barriers. The checklist included accessibility features pertaining to parking, walkways and ramps, loading zones, entrances and exterior doors, lobby, hallways & corridors, interior doors, fire exits, elevators, washrooms, and the voting room at all polling locations. • In addition, election staff roved to a number of retirement homes within the community including Park Place, Oxford Gardens, Caressant Care, Woodingford Lodge, and the Woodstock Hospital on Election Day. All residents within these facilities were given advanced notice and had an opportunity to cast their ballots without having to leave the facility. In addition, one extra staff person was allocated to assist voters in marking their ballots as permitted under paragraph 4 of subsection 52 (1) of the Municipal Elections Act. Staff would like to add an additional retirement roving poll in 2018 in order to include more retirement residences. • Advance roving polls (October 18, 2014) were also sent to several apartment buildings. The advance roving polls enabled these residents to vote from the comfort and convenience of their home. • Goff Hall was equipped with a Voter Assist Terminal (VAT). The VAT is an assistive device that marks ballot selections of voters who are visually impaired, have a disability, or who are more comfortable using an alternative language. The VAT device displays ballot choices and instructions in large text print on the touch screen monitor, and is also read by an audio system in the language choice selected by the voter. Voters are able to enter their selections by touching buttons on the screen, pressing keys on the keypad (braille labels), or by using a sip-puff device. The controls allow the voters to adjust the volume, pause and repeat audio messages and adjust the audio tempo. The VAT device ultimately marks the voter’s ballot and returns the ballot for tabulation. In the 2014 Municipal Elections, the VAT device was used by one elector. • Election staff and support person(s) were permitted to assist electors with marking their ballot. • Letter sized magnifiers were made available at all of the voting locations. • In accordance with Regulation 429/07 Customer Service for persons with disabilities, all election staff were provided training on the following: o Assistive Devices; o Service Animals; o Support Persons; o Communication and Terminology; o Notice of Service Disruption; and o Feedback • An additional para- transit bus was made available on October 27, 2014 to assist persons with disabilities getting to and from polling locations. RECOMMENDATION That the Accessibility Report for the 2014 Municipal Election be received as information. Authored by: Chris Gauthier, MPA, Acting Deputy City Clerk Approved by: Amy Humphries, Acting City Clerk Approved by: David Creery, M.B.A., P. Eng., Chief Administrative Officer THE CORPORATION OF THE CITY OF WOODSTOCK BY-LAW NUMBER 8948-14 A by-law to authorize the Mayor and Clerk to sign an Agreement between Her Majesty the Queen in Right of Ontario represented by the Ministry of Community Safety and Correctional Services and the Corporation of the City of Woodstock. WHEREAS the Her Majesty the Queen in Right of Ontario represented by Ministry of Community Safety and Correctional Services has established the Court Security Prisoner Transportation (CSPT) Program to municipalities in offsetting their costs of providing such services; AND WHEREAS the Corporation of the City of Woodstock wishes to participate in the Court Security Prisoner Transportation (CSPT) Program; NOW THEREFORE the Council of The Corporation of the City of Woodstock enacts as follows: 1. That Mayor and the Clerk of The Corporation of the City of Woodstock be and they are hereby authorized to execute an agreement between Her Majesty the Queen in Right of Ontario represented by the Ministry of Community Safety and Correctional Services and the Corporation of the City of Woodstock to participate in Court Security Prisoner Transportation (CSPT) Program to assist municipalities in offsetting their costs of providing such services. READ a first and second time this 11th day of December 2014. READ a third time and finally passed this 11th day of December 2014. Mayor – Trevor Birtch Acting City Clerk – Amelia Humphries THE CORPORATION OF THE CITY OF WOODSTOCK BY-LAW NUMBER 8949-14 A by-law to authorize the borrowing of $4,000,000. WHEREAS the Council of The Corporation of the City of Woodstock (hereinafter called the "Municipality") deems it necessary to borrow the sum of $4,000,000 to meet, until the taxes are collected, the current expenditures of the Municipality for the year 2015; AND WHEREAS the total amount of the estimated revenues for the Municipality as set forth in the estimates adopted for the year 2014 is $98,622,482.00; THEREFORE, the Council of The Corporation of the City of Woodstock hereby enacts the following: 1. The Head of Council and the Treasurer are hereby authorized on behalf of the Municipality to borrow from time to time by way of a promissory note or notes from the Toronto Dominion Bank or the public, (hereinafter called the "Lender"), a sum or sums not exceeding in the aggregate $4,000,000 to meet, until the taxes are collected, the current expenditures of the Municipality for the year 2015, including the amounts required for the purposes mentioned in Section 407 (1) of the Municipal Act, R.S.O. 2001, and to give on behalf of the Municipality to the Lender a promissory note or notes sealed with the Corporate Seal and signed by the Head of Council and the Treasurer for the monies so borrowed with interest at such rate as may be agreed upon from time to time with the Lender. 2. All sums borrowed pursuant to the authority of this by-law as well as all other sums borrowed in the year 2015 and in previous years from the said Lender for any or all of the purposes mentioned in the said Section 407 shall, with interest thereon, be a charge upon the whole of the revenues of the Municipality for the year 2015 and for all preceding years as and when such revenues are received. 3. The Treasurer is hereby authorized and directed to apply in payment of all sums borrowed as aforesaid, together with interest thereon, all the monies hereinafter collected or received, either on account or realized in respect of taxes levied for the year 2015 and preceding years or from any other source which may lawfully be applied for such purpose. 4. That this by-law shall become effective as of the 1st day of January, 2015. READ a first and second time this 11th day of December 2014 READ a third time and finally passed this 11th day of December 2014 Mayor – Trevor Birtch Acting City Clerk – Amelia Humphries THE CORPORATION OF THE CITY OF WOODSTOCK BY-LAW NUMBER 8950-14 A by-law to authorize the Mayor and the Director of Administrative Services to sign the letter of agreement for the transfer of Dedicated Gas Tax Funds for Public Transportation Program. WHEREAS the Letter of Agreement sets out the terms and conditions for the use of dedicated gas tax funds by municipalities for public transportation; AND WHEREAS any funding to the Municipality by the Ministry will be provided in accordance with the terms and conditions set out in the Letter of Agreement and the Dedicated Gas Tax Funds for Public Transportation Program – Guidelines and Requirements; NOW THEREFORE the Council of The Corporation of the City of Woodstock enacts as follows: 1. That Mayor and the Director of Administrative Services are hereby authorized to sign the letter of agreement for the transfer of Dedicated Gas Tax Funds for Public Transportation Program. READ a first and second time this 11th day of December 2014. READ a third time and finally passed this 11th day of December 2014. Mayor – Trevor Birtch Acting City Clerk – Amelia Humphries THE CORPORATION OF THE CITY OF WOODSTOCK BY-LAW NUMBER 8951-14 A by-law to provide for an Interim Tax Levy. WHEREAS Section 317 of the Municipal Act, S.O. 2001, as amended, provides for an interim levy for 2015 on the assessment of property in the municipality rateable for local municipal purposes, subject to certain restrictions; AND WHEREAS the Council of The Corporation of the City of Woodstock deems it advisable and expedient that such a levy should be made; THEREFORE, the Council of The Corporation of the City of Woodstock enacts as follows: 1. That, for the year 2015, interim taxes shall be levied, raised and collected on all real property taxable and liable to pay the same according to the last revised assessment roll in an amount not to exceed 50%, or such other amount as may be provided by legislation, of the total amount of taxes for municipal and school purposes levied on the property for the previous year. Such interim taxes or tax rates shall be adjusted by the various provisions of the Municipal Act as required. 2. The said interim tax levy shall be due and payable in two instalments at the Tax Collector's Office in the City Hall of the City of Woodstock, on or before the following dates: FIRST INSTALMENT ALL WARDS FEBRUARY 27, 2015 SECOND INSTALMENT ALL WARDS MAY 29, 2015 Notice of such taxes due shall be sent by first class mail by the Treasurer to those persons or firms liable for the payment of taxes. 3. That a charge as a penalty of one and one-quarter (1.25%) per cent on the amount of any outstanding taxes levied in 2015 shall be made on the first day of default and on the first day of each calendar month thereafter in which default continues until December 31, 2015, and any such additional amount shall be levied and collected in the same manner as if it had been originally imposed with and formed part of such levy. 4. That interest of one and one-quarter (1.25%) per cent on the amount of any taxes due and unpaid after December 31, 2015, shall be charged on the first day of each calendar month thereafter in which default continues. 5. That taxes may be levied, in accordance with the provisions of this by-law, on the assessment of property that is added to the assessment roll after this by-law is passed. 6. That the provisions of the Municipal Act with respect to the levy of the yearly rates and the collection of taxes apply mutatis mutandis to the levy of rates and collection of taxes under this by-law. 7. That penalty charges under Section 6 above, shall be waived for those taxpayers participating in the Monthly Preauthorized Payment Programme provided the payments are made as agreed and without default. 8. That this by-law shall become effective as of the 1st day of January, 2015. READ a first and second time this 11th day of December 2014. READ a third time and finally passed this 11th day of December 2014. Mayor – Trevor Birtch Acting City Clerk – Amelia Humphries THE CORPORATION OF THE CITY OF WOODSTOCK BY-LAW NUMBER 8952-14 A by-law to authorize the Mayor and Clerk to sign the contribution agreement with the Ministry of Agriculture, Food and Rural Affairs in order to access the formula based funding from the Ontario Community Infrastructure Fund. WHEREAS the Province will provide $100 million per year in new funding to help small communities, with populations less than 100,000, address critical core infrastructure needs in relation to roads, bridges, water and wastewater; NOW THEREFORE the Council of The Corporation of the City of Woodstock enacts as follows: 1. That Mayor and Clerk are hereby authorized to sign the contribution agreement with the Ministry of Agriculture, Food and Rural Affairs in order to access the formula based funding from the Ontario Community Infrastructure Fund. READ a first and second time this 11th day of December 2014. READ a third time and finally passed this 11th day of December 2014. Mayor – Trevor Birtch Acting City Clerk – Amelia Humphries THE CORPORATION OF THE CITY OF WOODSTOCK BY-LAW NUMBER 8953-14 A by-law to provide for the dedication and naming of parts of highways in the City of Woodstock. WHEREAS the Councils of local municipalities are authorized to pass by-laws pursuant to the provisions of Section 31 (2) of Chapter 25 of the Municipal Act, S.O. 2001, and amendments thereto, to provide for the establishment of highways. AND WHEREAS the Council of The Corporation of the City of Woodstock deems it advisable to name and dedicate the parts of highways hereinafter described. NOW THEREFORE The Corporation of the City of Woodstock enacts as follows: 1. That the following lands or parts of highways be named as follows: Highway Name Block 67, 41M-287, City of Woodstock Juno Crescent County of Oxford Block 68, 41M-287, City of Woodstock Munnoch Boulevard County of Oxford Block 69, 41M-287, City of Woodstock County of Oxford Ottawa Avenue Block 71, 41M-287, City of Woodstock, County of Oxford Alberni Road 2. That the aforementioned lands or parts of highways described in paragraph 1 above be dedicated as streets in the City of Woodstock. READ a first and second time this 11th day of December 2014 READ a third time and finally passed this 11th day of December 2014 Mayor – Trevor Birtch Acting Clerk – Amelia Humphries THE CORPORATION OF THE CITY OF WOODSTOCK BY-LAW NUMBER 8954-14 A by-law to amend Traffic By-law 8021-04, as amended. WHEREAS, By-law Number 8021-04 is a by-law for the regulating and control of traffic within the City of Woodstock; and WHEREAS, City Council deems it expedient to amend said by-law; NOW THEREFORE BE IT RESOLVED, that the Council of The Corporation of the City of Woodstock enacts as follows: 1. That Schedule “A” – No Parking At Any Time, of Traffic By-law Number 8021- 04, be and the same, is hereby amended by adding thereto the following: “The southwest side of Broadway Street from Queen Street to a point 88 metres south of Queen Street. The southwest side of Broadway Street from a point 22 metres west of Brock Street to Brock Street. The east side of Springbank Avenue North from a point 182 metres north of Nellis Street to Sprucedale Road. The west side of Springbank Avenue North from a point 110 metres north of Nellis Street to the north side of Sprucedale Road. The north side of Ridgewood Drive from Wedgewood Drive to Oxford County Road 59.” 2. That Schedule “A” – No Parking At Any Time, of Traffic By-law Number 8021- 04, be and the same, is hereby amended by removing therefrom the following: “The west side of Broadway Street from Queen Street to Brock Street.” 3. Schedule “I” – Left Turn Prohibited, be and the same, is hereby amended by adding thereto the following: “From Oxford Street onto Tecumseh Street.” 4. That Schedule “K” – No Parking At Specified Times, of Traffic By-law Number 8021-04, be and the same, is hereby amended by adding thereto the following: “The west and east sides of Springbank Avenue North from Conestoga Road to a point 50 meters west of Mohican Drive. 7:00 a.m. to 7:00 p.m., Monday to Friday.” (Reason: revise the incorrect word “south” to read “west”) 5. That Schedule “K” – No Parking At Specified Times, of Traffic By-law Number 8021-04, be and the same, is hereby amended by removing therefrom the following: “The west side of Springbank Avenue North from a point 110 metres north of Nellis Street to a point 210 metres north of Nellis Street 7:00 a.m. to 7:00 p.m. The south and east sides of Springbank Avenue North from Devonshire Avenue to a point 50 meters west of Mohican Drive. 7:00 a.m. to 7:00 p.m., Monday to Friday.” 6. That Schedule “L” – Right Turn Prohibited, of Traffic By-law Number 8021-04, be and the same, is hereby amended by adding therefrom the following: “From Tecumseh Street onto Oxford Street.” 7. That Schedule “Q” – Two Hour Parking, of Traffic By-law Number 8021-04, be and the same, is hereby amended by adding therefrom the following: “The west side of Reeve Street from a point 9.5 metres north of Market Street to a point 29.5 metres north of Market Street.” 8. That Schedule “Z” – Rate of Speed at Certain Places – Forty Kilometres per Hour, of Traffic By-law Number 8021-04, be and the same, is hereby amended by adding therefrom the following: “Sloane Street from the west side of North Park Crescent (east leg) to Warwick Street.” 9. That this by-law shall become effective as of third and final reading. READ a first and second time this 11th day of December 2014 READ a third time and finally passed 11th day of December 2014. Mayor – Trevor Birtch Acting City Clerk – Amelia Humphries The Corporation of the City of Woodstock By-law Number 8955-14 A by-law to amend the City of Woodstock Municipal Code by amending thereto Municipal Code Chapter 466 entitled FIRE ROUTES-DESIGNATION WHEREAS it is deemed expedient to amend the City of Woodstock Municipal Code adopted by By-law Number 6790-90 by amending thereto Municipal Code Chapter 466 entitled “FIRE ROUTES-DESIGNATION” NOW, THEREFORE, the Council of The Corporation of the City of Woodstock enacts as follows: 1. That Municipal Code Chapter 466 is hereby amended by adding the following: Schedule “A” – FIRE ROUTES Location: Oxford Common Elements Condominium Corporation No. 70 (consisting of all portions of such common driveway or thoroughfares when properly signed as fire routes and not painted or otherwise marked for the parking of motor vehicles) Address: 19 Anderson Street, Woodstock, Ontario READ a first and second time this 11th day of December 2014 READ a third time and finally passed 11th day of December 2014. Mayor – Trevor Birtch Acting City Clerk – Amelia Humphries