Robert Lockhart - Rethink Report - John Stre… · The RETHINK GROUP with AECOM Canada Architects Ltd. Page 8 An above average size older population is indicative of a slower growing

Oshawa Senior Citizens Centres – John Street Branch Revitalization Study, 2012 The RETHINK GROUP with AECOM Canada Architects Ltd.

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April 30, 2012 Garth Johns, President, Oshawa Senior Citizens Centres: The RETHINK GROUP and AECOM Canada Architects Limited are pleased to submit this Draft Report for the John Street Branch Revitalization Study. The document represents the results of work completed over the past twelve months. We have examined past membership and activity trends, the current membership profile and use of the John Street Branch, the City of Oshawa community profile and predictions and plans for future development, the current and projected older adult market in Oshawa, projected future membership in OSCC, the OSCC strategic plan, the nature of the OSCC organization, the condition and assets/liabilities of the John Street Branch, and the appraised value of the building and site. The research included comprehensive consultation with OSCC members, staff and the Board, as well as stakeholders. From the analysis, the functional and operational requirements and the components and features of the ‘ideal’ full-service branch facility were determined, along with a long-term vision for OSCC facility provision, and guiding principles for service and facility provision. Site criteria for either a replacement for 43 John Street or a location for a future branch were developed. Financial parameters, fundraising and partnerships were also researched. Various options were examined and narrowed down to three, with variations on two of the options. The options were evaluated and the preferred options were identified for consideration by the OSCC. It has been a pleasure to work with the Board, staff, participants and stakeholders on this important assignment to help plot the most suitable course for the future of the John Street facility, within the broader and longer term context of the organization and plans for facility development. Respectfully submitted, The RETHINK GROUP

Robert Lockhart Robert Lockhart, Partner


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Table of Contents Letter of Transmittal 1 Table of Contents 3 Chapter One: Introduction 1.1 Purpose 5 1.2 Approach 5 1.3 Report Format 6 Chapter Two: The Planning Context 2.1 Older Adults in Oshawa and Area 7 2.2 An Increasing Older Adult Population 8 2.3 Shifting Ethno-Cultural Characteristics 9 2.4 The Future Development of Oshawa 9 2.5 Oshawa Senior Citizens Centres Organization 10 2.6 OSCC Participant Profile and Trends 13 2.7 The John Street Branch 21 2.8 Assessment of the John Street Branch 29 2.9 Appraisal of the John Street Branch 30 Chapter Three: Needs Assessment, Facility Requirements, and Location and Implementation Possibilities 3.1 Functional and Operational Requirements for the Ideal Full-Service Branch 33 3.2 Evaluation of the John Street Branch 37 3.3 Vision 2030 40 3.4 Guiding Principles 41 3.5 The Search for an Alternative Site 42 3.6 Financial Parameters and Possible Partners and Strategic Alliances 47 Chapter Four: The Options 4.1 Narrowing Down the Options 49 4.2 The Short List of Options 49 4.3 Capital Cost Estimates 58 4.4 Evaluation of the Options 61 4.5 The Preferred Option 63 4.6 Implementation Strategy 63 Appendix A: Notes from the Six Input Forums and Integration of the Results 65 Appendix B: Compilation of the Written Survey Input 121 Appendix C: OSCC Strategic Plan, 2010-2013 129 Appendix D: Bibliography 131


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Chapter One: Introduction 1.1 Purpose The purpose of the Revitalization Study was to: Research and seek consensus about the most desired components and characteristics of the

ideal OSCC branch facility. Identify and evaluate the options for the John Street facility and site – including the future of

the building and determine the market value of the property and building. Develop a long-term strategy or vision for OSCC facility development, including the need

for a downtown branch. Identify the components, size and general characteristics of the ideal full-service branch

facility. Examine a range of options for facility and service provision, including partnerships and

other advantageous strategic alliances. Prepare a conceptual layout for at least three of the short list of facility options. Identify the advantages and disadvantages of the short list of options, including associated

costs. Recommend the most appealing option. 1.2 Approach The Planning Context and Needs Assessment phases involved research and analysis regarding: the nature of the Oshawa community and likely population change and growth over the next

twenty years; the nature of the past, present and future older adult community in Oshawa and area; the profile of OSCC participants and past trends; key information about the organization, its programs, and services and facilities; desired programming, services and facilities for members (current and future); trends in the social, recreational and related interests of older adults, with implications for the

OSCC; the physical nature and functionality of the John Street Branch; the market value of the John Street facility and site; and financial parameters and strategic alliances/partnership possibilities. From this research and analysis, the following was determined: a long-term vision/strategy for facility provision; guiding principles for service and facility provision; any other functional and operational parameters of the ideal branch facility; and location criteria, investigation of current location possibilities and determination of range of

land costs. As a key component of the research, six input sessions were conducted for participants (2), stakeholders (1), OSCC staff (2) and the Board of Directors (1). A written survey of participants was also conducted. As well, participants were kept informed about progress and key results throughout.


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The next phase of the process involved defining facility options/scenarios to further evaluate. The Board of Directors and the Future Needs and Property Committee were consulted to provide appropriate direction. In consultation with the Board and the Future Needs and Property Committee, the final phase in the planning process involved developing the facility options to include: a conceptual layout, an estimate of capital cost, and any other implications for each option. Each option was evaluated, identifying advantages and disadvantages. The final step was to recommend the preferred option and prepare an implementation strategy, focusing on next steps and roles. 1.3 Report Format The report is organized into four chapters and four appendices as follows: Chapter One: Introduction Chapter Two: Planning Context Chapter Three: Needs Assessment, Facility Requirements, and Location and

Implementation Possibilities Chapter Four: The Options Appendix A: Notes from the Six Input Forums and Integration of the Results Appendix B: Compilation of the Written Survey Input Appendix C: OSCC Strategic Plan, 2010-2013 Appendix D: Bibliography


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Chapter Two: The Planning Context 2.1 Older Adults in Oshawa and Area Oshawa has an Older Population than the Region At the time of the last census in June of 2006, there were reported to be 35,000 adults age 55+, 19,500 adults age 65+ and 25,750 adults age 55-74 residing in the City of Oshawa. Those numbers represented 24.9%, 13.7% and 18.2% of the total Oshawa population respectively, and were almost identical to the percentages province-wide. However, compared to the Region of Durham and the Oshawa Census Metropolitan Area (which includes the Town of Whitby and the Municipality of Clarington), the Oshawa population is older. Although the median age of the population of each of these jurisdictions was similar, ranging from a high of 39.4 in Oshawa and 39.0 in Ontario, to 37.5 for the Oshawa CMA, and 37.7 for Durham Region – the proportion of the population that was age 55+ was considerably higher in Oshawa. This was particularly the case for the 65+ age demographic which represented 13.7% of the population in Oshawa, compared to 10.7% for Durham Region and 11.2% for the Oshawa CMA. Refer to Figure 1. The 2006 census under-represented the Oshawa population. In Amendment 128 of the Durham Region Official Plan, the 2006 population (including undercount) was reported to be 148,000, which is 6,410 higher than the June, 2006 census figure of 141,590. The estimate for 2011 in Amendment 128 is 153,600. In February, 2011, Statistics Canada reported the 2011 census population of Oshawa to be 149,607, which does not include the undercount, - typically in the 3-5% range. Incorporating the undercount, the 2006 older adult population in the City of Oshawa would be as follows: age 55+ 36,420 age 65+ 20,200 age 55-74 26,835 Middle-Age and Senior Adult Population City of Oshawa, Oshawa Census Metropolitan Area, Ontario and Durham Region (2006 Census) Figure 1

Age Group

City of Oshawa

Oshawa Census Metropolitan Area*

Ontario

Durham Region

# % # % % % 35-44 22,170 15.7 56,155 17 15.8 16.9 45-54 22,365 15.8 50,940 15.4 15.3 16.0 55-64 15,490 10.9 33,155 10.0 11.2 10.2 65-74 10,255 7.2 19,735 6.0 7.1 5.8 75-84 7,145 5.0 13,420 4.6 4.8 3.8 85+ 2,050 1.4 3,930 1.2 1.6 1.1 55+ 34,940 24.7 70,240 21.2 24.7 20.9 65+ 19,450 13.7 37,085 11.2 13.6 10.7 55-74 25,745 18.2 52,890 16.0 18.3 16.0 Median Age 39.4 37.5 39.0 37.7 The Oshawa Census Metropolitan Area includes the City of Oshawa, the Town of Whitby and the

Municipality of Clarington.


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An above average size older population is indicative of a slower growing community with below average in-migration of younger people and an ‘aging-in-place’ population. Between 2001 and 2006, the Oshawa population grew by only 1.8%, compared to Ontario at 6.6%, Durham Region at 10.7% and the Oshawa CMA at 11.6%. Between 2006 and 2011, the Oshawa population grew by 5.7% which was identical to that of Ontario. 2.2 An Increasing Older Adult Population Population projections completed in 2004 for the City of Oshawa Parks, Recreation and Culture Strategy suggested that by 2026, the age 55+ population could represent 34% of the total population. The big Baby Boom generation, which is currently age 46-65, will fuel growth in the older adult population for the next 40 to 50 years. In 25 years, the big Echo generation, which is currently age 17-32, will begin entering the older adult market. Refer to Figure 2 for the 2004 projections and an estimate of the older adult population for 2031. The 2031 estimate of percentage is based on patterns from other communities which indicate a continued increase in the proportion of the 55+ and 65+ age groups. Amendment 128 of the Region of Durham Official Plan (June 3, 2009) reports the most recent population forecast to 2031 for the Region and its area municipalities. Refer to Figure 3 for the ‘official’ population forecast for the City of Oshawa, the Oshawa CMA and Durham Region. Since a more recent age-specific population projection is not available for Oshawa, the numbers in Figure 2 should be considered as ‘rough estimates’. However, the older adult population projections prepared in 2004 by John Kettle (see Figure 2) align quite well with the Regional population projection for each five-year period, utilizing the percentages from Kettle projection. The projections for Oshawa are also in line with those for Canada and Ontario, with Ontario projected to be a little younger than the national average. Population Forecast to 2031 for Older Adults, City of Oshawa Figure 2 Age Group

2001 2006 2011 2016 2021 2026 2031 # % # % # % # % # % # % # %

55+ 28,748 20.5 34,065 22.9 40,147 25.6 47,857 29.0 56,305 32.4 62,182 34.2 68,950 35.0

65+ 16,448 11.7 18,264 12.3 20,944 13.4 25,292 15.3 30,407 17.5 36,904 20.3 43,340 22.0

Sources: Statistics Canada Census, 2001 and 2006; John Kettle Inc., November, 2004; and Amendment 128 of the Region of Durham Official Plan (June 3, 2009) It is anticipated that the senior adult market will increase by 70-75% over the next twenty years and remain a dominant market for decades. The 2004 projection suggested a 2026 older adult population (age 55+) of just over 62,000. The estimate for the age 55+ population in 2031 is approximately 69,000, with 43,340 age 65+. Population Forecast for the City of Oshawa, the Oshawa CMA* and Durham Region for the Period 2011 – 2031 Figure 3 Jurisdiction 2011 2016 2021 2026 2031 City of Oshawa 153,585 165,390 174,695 184,460 197,000 Oshawa CMA* 366,555 403,065 439,710 491,090 530,200 Durham Region 643,980 729,030 809,990 894,575 960,000 The Oshawa Census Metropolitan Area includes the City of Oshawa, the Town of Whitby and the

Municipality of Clarington - Source: Amendment 128 of the Region of Durham Official Plan.


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2.3 Shifting Ethno-cultural Characteristics Oshawa has a rich ethno-cultural composition. In 2006, 10.2% of the Oshawa Census Metropolitan Area (which comprises Oshawa, Clarington and Whitby) represented a visible minority, with Black leading at 3.8%, followed by South Asian at 1.8% and Chinese at 1.2%. Although the national average for ‘visible minorities’ is higher at 20.4%, the 2006 foreign-born population of the Oshawa CMA represented 16.3% of the total population and was distributed as follows: Europe (9.6%), the Americas (3.5%), Asia (2.6%) and Africa (0.6%). By 2031, it is predicted that the visible minority population in the Oshawa CMA will be in range of 20-27% (an increase of 100-160%). And based on Statistics Canada projections, the top ten visible minority groups will likely be (in ranked order): South Asian, Chinese, Black, Filipino, Arab, Latin American, West Asian, Southeast Asian, Korean, and Japanese. Based on continent of birth and place of residence, the foreign-born population is predicted to represent 26.5% of the total national population in 2031 (compared to 19.8% in 2006). In 2031 it is predicted that nationally, the foreign-born population will be from: Asia (55.4%), Europe (20.5%), the Americas (13.9%), Africa (9.5%), and Oceania and others (0.8%). The Statistics Canada study is titled ‘Projections of the Diversity of the Canadian Population, 2006-2031’ (March, 2010). 2.4 The Future Development of Oshawa Amendment 128 of the Durham Region Official Plan identifies the northern limit of the ‘urban area’ boundary to accommodate future residential, employment and commercial development to the year 2056. For the City of Oshawa, this northern limit aligns with the southern boundary of the Greenbelt (roughly north to Columbus Road between Townline Road and Harmony Road, and then extending north to Howden Road and east to the border with Whitby). 95.5% of the population projected for 2031 is designated to be located within the area defined as ‘urban’ with only 1,065 people expected to live in the ‘rural’ area. Very little growth in the ‘rural’ population is projected over the next twenty years.


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Population growth will be supported by both ‘greenfield’ development and intensification. Of the just over 20,000 units of new residential development projected to 2031, it is anticipated that intensification will account for almost 40% of that growth. That is on par with the average for the Region. The Whitby/Oshawa/Courtice Urban Area has been designated as the ‘central anchor’ of the regional urban system, with the Pickering/Ajax Urban Area as the western anchor, and the Bowmanville/Newcastle Village Urban Area as the eastern anchor. The principle “Urban Growth Centre” for Oshawa and Durham Region has been designated as the area that roughly extends along King Street between Ritson Road and Stevenson Road (to include the Oshawa Centre) and extends south, principally along Simcoe Street to Highway 401. The area south of the intersection of Simcoe Street and Winchester Road has been designated as the other ‘Urban Growth Centre” for Oshawa. Simcoe Street has been designated as a “Regional Corridor”, along with King Street, Taunton Road and Bloor Street. The Regional Official Plan encourages community facilities to be visible and in close proximity to transit, major roads, and active transportation opportunities. The Plan also requires that “the location, design and construction of municipal services be determined and provided in a cost-effective manner, based on capitalizing on the existing infrastructure and minimizing adverse impacts on the natural environment through innovative and sustainable technologies.” In terms of transit, Simcoe and King streets have been designated as “Transit Spines”, with Simcoe Street linking north to the future route of Highway 407 and King Street linking east to the north-south connection between Highways 407 and 401 in Clarington and west to the north-south connection between those highways in Whitby. A “Transportation Station/Village” is designated for just south of the Oshawa Centre near the intersection of Stevenson Road and the current east-west CP rail line, with a connection south to the current GO transit line. A second “Transportation Station/Village” is planned along the same east-west rail line in the area between Harmony Road and Townline Road, approximately where the rail line crosses Bloor Street. The John Street Branch is well located almost central within the main “Urban Growth Centre” designated for the City of Oshawa and Durham Region, and immediately west of the Simcoe Street “Transit Spine”. The Branch is also half a dozen blocks north of the proposed east-west rail transit line that was noted above. 2.5 The Oshawa Senior Citizens Centres Organization The Oshawa Senior Citizens Centres organization was founded in 1966 and the John Street Branch opened in 1969. The OSCC provides a wide range of services for senior adults who live in the City of Oshawa and surrounding area. Programs, activities and services can be grouped into the following categories: Recreation programs and activities to maintain physical activities (table tennis, slow-pitch, carpet

bowling, badminton, shuffleboard, Pickelball) programs and activities to maintain social activity (darts, Euchre, Bid-euchre, Rummoli,

Rummikub, Choir, Cribbage, Bingo


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programs and activities to stimulate the mind (Duplicate Bridge, Book Chats, Scrabble, News and Views) – lounges are provided with daily newspapers and current magazines

Continuing Education fitness and dance (Chair exercise, Fitness with Weights, Cardio Salsa, Fitness on the Ball,

Zumba, Fitness for Osteoporosis, Aquafit, NIA, Qigong, Stretch and Sculpt, Tai Chi, Pilates, Yogatates, Yoga, Tap Dance, Square dance, Scottish Country Dance, Belly Dancing, Line Dancing and Clogging)

general interest (history, language and writing courses, painting, cooking classes, drumming, woodcarving, quilting, crafts, and classes in Mandolin, Banjo and Guitar)

computers and technology in two computer labs (social networking, Internet, word processing, Excel, PowerPoint, Publisher, Movie Maker, Photoshop, etc.)

Foot care Services Meal Services (all branches), plus Wheels to Meals Transportation Services (to the branches and appointments) Adult Day Programs (access to general and tailored programs, activities and services at the

John Street, Northview and Conant branches); Peer Mentoring (challenges of aging, adjusting to a loss, making connections in the

community, filling out forms, obtaining referrals, etc.) Wellness and Information (free blood pressure clinics, information and referral assistance,

hearing screening and hearing aide clinics, income tax clinics, seminars on various topics) Advocacy – OSCC advocating on behalf of senior adults to government and others According to a 2008 survey conducted by the Older Adult Centres’ Association of Ontario, the top five programs attended by OSCC members are: fitness (42%), special events (40%), cards (34%), education (29%) and dance classes (28%). There were at least fifteen activities that were participated in by at least 10% of participants. From that survey, the top five programs that participants want to see more of included: health and wellness (37%), fitness (30%), computer courses (27%), arts (23%) and trips/travel (21%). According to the same study, participants were satisfied with the range (score of 7.8 out of 10), quality (score of 9.1 out of 10) and timing (8.8 out of 10) of the programs being offered, even though there were suggestions for additional activities, programs and services. From the Forums and the survey competed for this study, the following programs and services were identified as being of interest: Cooking classes Generally improved food services and dinning room, including an on-site cafe or ‘snack

canteen’ for tea, coffee and socializing; and vending machines – food services are one of the most important aspect of the branches

Improved Adult Day Program services Expanded health, wellness and fitness programs, including gym sports, shuffleboard, indoor

walking and running, therapeutic/water-based fitness and rehabilitation – some suggested more demanding programs like Zumba and Yogalates

Expanded arts and culture programs and entertainment events (visual, creative, crafts, dance, music, choral, media, performance – flower arranging, embroidery, ceramics, pottery, painting, photography and wood working were specifically noted)

Outdoor recreation programs (shuffleboard, lawn bowling, horse shoes and gardening were activities mentioned)


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Increased opportunities for quiet reading Improved opportunities for technology courses and use of computers and personal

communication devises throughout the Centre; plus access to more web-based information, communication and remote-learning opportunities

More field trips Improved opportunities for watching television at the Centre Improved opportunities for watching movies More education courses/programs – suggestions: new media and technology, education for

caregivers, life-long learning, financial, more intellectual, webinars and remote-learning Improved opportunities for billiards and pool Improved opportunity for playing darts Improved opportunity for playing cards Increased opportunities for themed dinners Increased opportunities for pub nights and social dances Legal and accounting services Yard sales and a ‘buy and sell’ service More language programs Friendly outreach visiting service – to serve participants who are ill An information registry Facilities The OSCC currently operates out of the following four branches and provides programs and services through numerous other community locations. John Street (main) Branch (1969) – central/downtown Northview Branch – Northview Community Centre (1989 - with expansion in 2003) – central

north Legends Branch – Legends Community Centre (2006) - northeast Conant Branch – Conant Community Health Centre (2008) - south Mission Statement The Oshawa Senior Citizens Centres and their community operations are non-profit, multi-purpose community facilities for adults aged 55 and over. The Corporation of the Oshawa Senior Citizens Centres promotes the health, welfare and happiness of seniors by providing programs and services to foster senior empowerment, social interactions, public education and advocacy. Strategic Plan 2010-2013 A three-year strategic plan was adopted by the Board in September, 2009. The Plan recommended a vision and a values statement, and encompassed the following six Strategic Directions. Refer to Appendix C for more detail, including the goals and objectives that accompany each strategic direction. Vision: Living Well at 55 Plus. Values Statement: Committed to values of health, personal growth, happiness and community. Strategic Direction #1: Development of Corporate Partnerships Strategic Direction #2: Facility Renewal and Infrastructure Plan


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Strategic Direction #3: Ensuring Financial Stability Strategic Direction #4: Raising OSCC Profile throughout the Community Strategic Direction #5: Developing Human Resources Strategic Direction #6: Meeting Shifting Needs of Diverse Community A Function-based Organizational Structure An organizational review was completed in 2008 and was enacted in November of that year. Rather than being branch- or location-based, the review recommended a re-organization of staffing based on the principle functions of the organization (e.g., Administration and Finance, Volunteer and Community Relations, Leisure Programs, Program and Services Admin Support, and Independent Living Services). The managers of Leisure Programs, Program and Services Admin Support and Independent Living Services report to the Program and Services Director. The managers of Administration and Finance, Volunteer and Community Relations report to the Executive Director. One manager has been located at each branch, with the rest of administrative staff accommodated at the John Street (main) branch. Three of the new positions that have been created are housed at the John Street facility. Approximately 500 volunteers assist the OSCC. Each branch has a Seniors Advisory Committee that reports to the Program and Services Director. Program committees support the Leisure Programs, Program and Services Admin Support, and Independent Living Services divisions. The OSCC is governed by a Board of Directors. 2.6 OSCC Participant Profile and Trends After settling in the 3,800-4,000 range between 1994 and 2005, participant numbers have been increasing recently. The total number of participants increased by 9.2% in 2005, 12.2% in 2006, 20.5% in 2007, 10.5% in 2008, 4.25% in 2009, and 2.1% in 2010. Note that the smaller growth in participation numbers in the last two years may indicate a slowing trend. Factors Influencing the Upward Trend in Participation Since 2005 In 2004, the annual participation fee began to be lowered, as recommended in the Destination 2010 Strategy, first from $19 to $18, then to $15 in 2005, $12 in 2006 and $10 in 2007. The $10 annual fee has remained constant since that time. Another factor was the expansion and upgrading of the Northview Branch and the opening of two new branches in 2006 and 2008. The facility at the north end Legends Centre opened in 2006 with 347 participants, increasing to 1,379 by 2010. The Conant Centre in south Oshawa opened in 2008, attracting 95 participants in the first year, increasing to 475 in 2009 and to 573 by 2010. A third factor is the increasing number of non-Oshawa residents who are joining. The number remained in the 200-275 range from 1993 to 2004. However, coinciding with the opening of the Legends Branch in 2006 and then the Conant Branch two years later, the number of non-resident participants began to increase to 270 in 2005, 397 in 2006, 471 in 2008, 599 in 2008, 706 in 2009 and 908 in 2010. In 2010, non-resident participants represented 13.6% of all participants and registered by branch as follows: Northview Branch 295 (13.1% of all participants registered at this branch)


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Legends Branch 271 (19.7% of all participants registered at this branch) John Street Branch 239 (10.3% of all participants registered at this branch) Conant Branch 103 (18.0% of all participants registered at this branch) While most non-resident participants come from Durham Region, specifically Whitby and Clarington, a surprising number are from beyond Durham Region and, although that number has been up and down, it has been highest in recent years (80 in 2010). The numbers from Whitby and Clarington have also been increasing, especially since 2007 as the Legends Branch opened and then the Conant Branch. New facilities in the northern and southern parts of the urban area of Oshawa have likely been influential in attracting new participants from within the City of Oshawa and beyond. Refer to Figure 4 below. Location of Non-Resident OSCC Participants Figure 4 Location 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Clarington 108 91 103 95 128 123 104 117 136 213 221 322 358 Whitby 73 84 71 60 89 111 107 102 106 158 214 306 451 Scugog 12 8 15 18 7 Other Durham Reg. 18 12 13 4 19 17 21 40 30 82 117 19 Beyond Durham 35 53 26 18 26 20 25 11 98 18 47 78 80 Total 246 248 228 195* 269 271 257 270 397 471 599 706 908 Fewest since 1991 A fourth factor is the increasing number of older adults within the City of Oshawa and area from which to draw participants. The age 55+ population of the City of Oshawa has increased from 28,750 in 2001 to an estimate of 40,150 in 2011 (an increase of 11,400 or 40%). A fifth factor is the recent increased marketing promotion of the organization, and OSCC facilities and the programs and services – a recommendation of the 2002 Destination 2010 report. Annual Participation, OSCC, 1993-2001 Figure 5 Participation Cards 1993 1994 1995 1996 1997 1998 1999 2000 2001 John Street Branch 5,618 2,935 2,864 2,659 2,456 2,553 2,522 2,528 2,059 Northview Branch 1,088 1,090 1,197 1,224 1,443 1,487 1.538 1.505 1,557 Community Locations 220 Non-residents (allocated to branch totals)

275 206 241 237 261 246 248 228 195

Total 6,706 4,025 4,061 3,883 3,899 4,040 4,060 4,033 3,836 Annual Fee $0 $5 $12 $13 $14 $15 $16 $17 $18 Participation Rate (age 55+)* 13.9% 13.3% Participation Rate (age 55-64)* 6.3% 6.0% Participation Rate (age 65-74)* 16.9% 15.0% Participation Rate (age 75+)* 23.7% 21.2% Those registering at the neighbourhood locations were recorded separately for the first time in 2001. Prior to that, they were added into the total for the John Street Branch, thus inflating the participation numbers at that branch. Participation rates are for Oshawa residents/taxpayers and their spouses only. Participation rates prior to 1996

were higher: 15.6% in 1981, 17.3% in 1986, and 18.5% in 1991. For non-census years, the rates are based on population estimates for the City of Oshawa.


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Annual Participation, OSCC, 2002-2010 Figure 6 Participation Cards 2002 2003 2004 2005 2006 2007 2008 2009 2010 John Street Branch 2,105 2,153 2,392 2,049 2,153 2,276 2,436 2,453 2,327 Northview Branch 1,652 1,528 1,232 2,010 2,139 2,144 2,222 2,223 2,246 Legends Branch 347 1,073 1,363 1,322 1,379 Conant Branch 95 475 573 Community Locations 159 140 212 130 63 172 143 52 139 Non-residents (allocated to branch totals)

269 271 257 270 397 471 599 579 908

Total 3,916 3,831 3,836 4,189 4,702 5,665 6,259 6,525 6,664 Annual Fee $18 $19 $18 $15 $12 $10 $10 $10 $10 Participation Rate (age 55+)* 10.7% 11.5% 12.6% 14.4% 15.8% 15.5% 14.3% Participation Rate (age 55-64)* 3.9% 4.2% 4.9% 6.5% 7.6% 7.9% 7.3 Participation Rate (age 65-74)* 11.1% 13.4% 14.8% 17.9% 21.0% 21.8% 19.8 Participation Rate (age 75+)* 20.0% 21.7% 22.8% 20.9% 22.4% 21.2% 22.3 Participation Rate (age 65+)* 16.3% 17.1% 18.6% 20.9% 22.4% 21.2% 21.0 Participation rates are for Oshawa residents/taxpayers and their spouses only. For non-census years, the rates

are based on population estimates for the City of Oshawa. The attractiveness of programs, services and events that are offered by OSCC, as well as the appeal of the facilities and the organization also influences annual participation numbers – both positively and negatively. It will continue to be important to continually monitor the interests of older adults (both participants and others) to ensure that what is offered and the quality of experiences match the expectations of the evolving nature of senior adults. If market share or the participation rate begins to consistently decline, it may mean that the appeal of programs, services, events and/or facilities has begun to diminish, especially compared to what else is offered in the community. It may also be a reflection of the increasing multi-cultural nature of the community, if programs and the general ‘environment’ of the OSCC do not align well enough with the interests and perspectives of these new residents. The Participation Rate The participation rate represents the percentage of the Oshawa population age 55+ that comprises the total number who have joined the OSCC as participants (including only Oshawa residents and ratepayers). The participation rate has varied significantly over the years. In 1996, the rate was 13.9% and remained fairly steady through 2001 (13.3%). However, by 2004, the rate had dropped to 10.7% as growth in participant numbers slipped as a proportion of the older adult population in the City. The decline was through all age groups. However, beginning in 2005, the participation rate began to rise again to 11.5% that year, 12.6% in 2006, 14.4% in 2007, 15.8% in 2008 and 15.5% in 2009. However, for 2010, the rate dropped to 14.3%. It is likely that the attractiveness of the expanded Northview Branch and the two new branches, especially as components of a large multipurpose leisure centre (Legends) and a health centre (Conant) has been appealing to an increasing number of residents and non-residents as well. As noted earlier, other factors include increased marketing promotion, a lower annual participation fee, and a growing older adult population from which to draw participants. The increase in the rate has been greatest for the 65-74 age group, increasing from 11.1% in 2004 to 21.8% in 2009. The participation rate for the 75+ age group has been relatively steady in the 20-24% range. For the 55-64 age group, the participation rate has been lowest, fluctuating between 4% and 8% of the population in that age group. It is clear that the appeal of OSCC facilities, programs and services increases with age.


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In 2009, the participation rates by age group were as follows: age 55-64 7.9% (up from 6.3% in 1996) age 65-74 21.8% (up from 16.9% in 1996) age 75+ 21.2% (down from 23.7% in 1996) age 65+ 21.2% (figure not available for 1996, but up from 16.3% in 2004) age 55+ 15.5% (up from 13.9% in 1996 and 10.7% in 2004) It will be important to check the participation rate once the 2011 census data is available and corrected for the ‘undercount’ (typically about 4% of the total population, but higher for older adults). Based on the 2010 Ontario-wide survey by the Older Adult Centres’ Association of Ontario, the average participation rate for the 26 centres in the study was 9%. Projected Growth in Participation for the OSCC If a participation rate of around 15% can be maintained and the age 55+ population of the City of Oshawa matches predictions, participation would be in the range of 8,500 by 2021 (a 28% increase) and 10,350 by 2031 (a 55% increase) – assuming facility capacity increases by about 40% to accommodate this growth. Age and Gender of OSCC Participants Although there is an increasing number of age 90+ participants, the average age of OSCC participants has become a little younger, especially in the past three years. Since 2001, the predominant age group has been age 75+, ranging between 40% and 46% of total participation. Close behind is the 65-74 age group, ranging between 35.8% and 38.5%. Although the proportion of younger participants (age 55-64) declined between 2001 and 2005 to a low of 18.1%, since that date, the percentage has been increasing to a high of 23.3% in 2010. Part of the reason for the increase in age 65+ participants in 2004-2005 and the recent decline in proportion of this age group is the decline in the number and percentage of younger participants in 2004-2005 and then the increase between 2006 and 2010. For 2012, the Baby Boom generation is age 47-66, which is inflating the pool of potential participants in the younger age demographic. That could be another factor influencing the increasing number of younger OSCC participants. Refer to Figure 7 for details on age and gender for the period 2001-2010. Compared to participants at other older adult centres in Ontario, the Older Adult Centres’ Association of Ontario reports that OSCC participants are younger, with about one quarter under the age of 65 as noted above. This is not typical of other older adult centres. Also, the OSCC has a lower percentage of age 85+ participants than is typical of other older adult centres in Ontario. Age and Gender of OSCC Participants, 2001-2010 Figure 7 Age/Gender 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 55-64 20.0% 19.9% 19.4% 17.8% 18.1% 19.0% 22.0% 21.3% 23.0% 23.3% 65-74 38.4% 38.5% 37.5% 36.1% 35.8% 35.8% 37.0% 36.6% 36.7% 36.8% 75+ 41.7% 41.6% 43.1% 46.2% 46.1% 45.2% 41.0% 41.6% 39.7% 39.9% Female n/a n/a n/a n/a 2,768 3,105 3,702 4,067 4,230 4,309 Male n/a n/a n/a n/a 1,421 1,597 1,963 2,192 2,295 2,355 Female: Male Ratio

2:1 2:1 2:1 2:1 66:34 66:34 65:35 65:35 65:35 65:35


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The gender of participants has always been in the 2:1 range – female to male, and is weighted more toward females than is the case in the community-wide older adult population in Oshawa (54.4% female:45.6% male in 2006). According to the Older Adult Centres’ Association of Ontario, the number of OSCC male participants is 8% higher than the provincial average for other centres. Ethnicity As introduced in Section 2.3, the Oshawa Census Metropolitan Area (which comprises Oshawa, Clarington and Whitby) had a visible minority population of 10.2% in 2006, with Black leading at 3.8%, followed by South Asian at 1.8% and Chinese at 1.2%. Although the national average is higher at 20.4%, the 2006 foreign-born population of the Oshawa CMA represented 16.3% of the total population and was distributed as follows: Europe (9.6%), the Americas (3.5%), Asia (2.6%) and Africa (0.6%). According to the recent survey conducted by the Older Adult Centres’ Association of Ontario, over 86% of participants registered at OSCC are from Canadian, English and Scottish backgrounds and there is little evidence to suggest that the organization has many visible minority participants. This circumstance is not uncommon among older adult centres in Ontario where most centres have a visible minority membership of less than 5%. From this information, it appears that the traditional older adult centre is not very appealing to many of the newer ethno-cultural groups who are coming to Canada. As noted earlier, by 2031, it is predicted that the visible minority population in the Oshawa CMA will double or triple and the composition will continue to change. Marital Status According to the recent survey conducted by the Older Adult Centres’ Association of Ontario, the following are the marital characteristics of OSCC participants: married 44% (with 58% reporting that their spouse is a participant), widowed 35%, divorced 16%, and single 5%. Accounting for the percentage of married participants whose partners are not members, the OSCC is attracting mainly single seniors (about three quarters). With the percentage of divorced participants higher than the provincial average, the percentage of ‘not married’ participants is higher than the provincial average. This aligns strongly with the role of older adult centres as important places of social interaction. Housing Characteristics According the Older Adult Centres’ Association of Ontario survey of OSCC participants, the majority (about 50%) live in a house. About 30% live in an apartment or medium density housing. 11% live in a retirement residence and 10% live in assisted housing. Where Participants Live OSCC participants who reside within the City of Oshawa were tracked by the first three digits of their postal code to provide a very rough idea of where participants reside. Not surprising, most participants (98.5%) live within the most populated part of Oshawa which is the area south of Conlin Road. They are distributed in the following way.


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41% live in the central area bounded by Oshawa Creek on the west, Conlin Road on the north, King Street on the south and on the east by an irregular line bounded by Ritson Road south to Taunton, Wilson Road south to Hillcroft Street and Harmony south to King Street.

23.5% live in the southeast within an area bounded by King Street on the north, Oshawa Creek on the west, Lake Ontario on the south and the eastern boundary of the City.

21% reside west of Oshawa Creek and south of Conlin Road to Lake Ontario. 13% reside in the northeast quadrant that is bounded by Conlin Road to the north and, on the

west by the irregular line comprising Ritson Road south to Taunton, Wilson Road south to Hillcroft Street and Harmony south to King Street.

Three of the four branches (John Street, Northview and Conant) are located within the central and southeast ‘zones’ where approximately two-thirds of participants reside. Another indicator of where many older adults reside was determined by mapping the location of the twenty apartments and medium density housing developments listed with the Durham Housing Access Centre that are either exclusive to seniors or where many residents are seniors. There are ten other high density developments that accommodate seniors (four retirement residences and six other apartment buildings, such as Faith Place and Parkway Place). Two retirement residences are under construction and one more is in the planning stage. See Figure 8. According to the recent survey conducted by the Older Adult Centres’ Association for the OSCC, 54.4% of participants travel between two and ten kilometres to the branch they visit most often, while one third travel less than two kilometres. According to the survey, most (72%) participants drive to the branches, while 19% walk, 16% get a ride with a friend or family member. Only 10% indicated that they use public transit and less than 3% use special transportation or taxis. Almost a quarter of survey respondents indicated that they would definitely attend activities more often if better transportation was available and a further 17% stated that they might attend more often if there was better transportation. Income Levels are Lower at OSCC Centres The Older Adult Centres’ Association reports that about 55% of OSCC participants fall into the middle income bracket of $25,000 to $69,000 annual household income (2005), while the provincial average for members of older adult centres is around 70% for this income bracket. Almost one third (29%) of OSCC participants live below the poverty line of $29,000 annual household income, which is 11% higher than the provincial average for members of the older adult centres surveyed. Almost two-thirds of OSCC participants who live under the poverty line live alone. At the other extreme, 87% of OSCC participants who are in the high income bracket live with their spouse. Income generally goes down with the age of participants - with 55% of participants between the age of 75 and 84 at or below the poverty line, as are over 60% of participants age 85+. For the youngest participants, only 20% are at or below the poverty line. Therefore, the poorest members are older, single and live alone. Although the 2005 median income for Oshawa residents was $70,159, the median income of older adults is much lower. The Older Adult Centres’ Association notes that ‘these results stress the importance of serving lower income seniors as a primary focus of older adult centres’.


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Figure 8: Location of High and Medium Density Housing that is Known to Accommodate Seniors


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Years as a Registered Participant One measure of the appeal of a service or facility is the length of time that customers continue to attend programs and in the case of the OSCC, annually register as a participant. According to the 2008 survey conducted by the Older Adult Centres’ Association of Ontario, 21% of OSCC participants have been coming to one of the branches for more than 10 years, 22% for 6-10 years, 32% for 3-5 years and 21% for 1-2 years. Frequency of Visits Another measure of the appeal of a service or program is the frequency of visits to a facility. The same OACAO survey indicated that almost half of registered participants (44%) visit a branch two-four times per week and 16% visit five times a week. Mornings are the most popular time to visit with 59% indicating that preference. However, 72% of those surveyed indicated that they would attend evening activities. Most participants are long-time Oshawa residents, but the survey found that 8% of participants are new to the City. Volunteering The OACAO survey found that 56% of OSCC participants are active volunteers, with half of new participants volunteering. That is double the provincial average for new members. Not only are there more volunteers at OSCC branches, but they are 15% more active than the provincial average. In large part, this is due to the strong volunteer recruitment and support program that is characteristic of the OSCC. The Organization currently supports a Manager of Volunteer and Community Relations, and all staff receive training in volunteer engagement. Perceived Health and Wellbeing Benefits of Participation in a Seniors Centre Based on the OACAO survey of OSCC participants, being a member “enriched their lives to a great extent” and improved their “wellness” level, with social interaction and sense of accomplishment being the top benefits. However, all seven measures rated seven out of ten or higher. Almost 40% perceived that the OSCC increased their knowledge of health and wellness. Satisfaction with the OSCC Based on the OACAO survey of OSCC participants, 99% felt that the annual participation fee was reasonable or inexpensive. Most (91%) felt that program fees were reasonable or inexpensive and 95% agreed that special event costs were reasonable or inexpensive. However, 35% of participants felt that the cost of trips was expensive. The following was the rating (out of 10) for satisfaction with various aspects of the OSCC: Location of the branches 9 Friendliness 9 Hours of operation 8.5 Washrooms 8 Maintenance 8 Climate control 7.5 Building exterior 7.5 Wheelchair accessibility 7.5 Interior of buildings 7.5 Space for programs 7 Cafeteria and food 7 Transportation to the branches 6.5


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Program equipment 6.5 Building signage 6 Parking 6 Use of Marketing Resources According to the OACAO survey of OSCC participants, most participants heard about the OSCC from friends (39%), family (21%), spouse (14%). Brochures (20%) and newspapers (12%) were also reported to be useful resources. Use of the Internet among OSCC participants is above the provincial average of other centres surveyed. Not surprising, Internet use is highest among younger seniors, who comprise an above average proportion of OSCC participants. In Conclusion The OACAO survey and the specific conducted for this study align around a few key points: OSCC participants are younger than average and there is a higher rate of single participants

than the provincial average of other centres surveyed. Overall, programs, services, facilities, staffing and volunteers are well regarded with high

satisfaction ratings - with transportation to the centres, program equipment, building signage and parking receiving the lowest scores.

Since the OSCC caters to such an age-diverse client base, with above average participation from younger ‘Boomer’ seniors, it is challenging to provide programming that can span the interests and expectation of all participants. And this is showing up in requests for more physically and mentally challenging programming and WI-FI throughout the centres.

Another challenge is serving the wide range of income of participants, complicated by the fact that around 30% of participants live below the poverty line, and income declines with age.

Even though about 70% of participants drive to the centres, 19% walk, 16% get a ride from someone else, 10% use public transit, and 3% use special transportation and taxis - almost a quarter of survey respondents indicated that they would definitely attend activities more often if better transportation was available and a further 17% stated that they might attend more often if there was better transportation.

As with other older adult centres across Ontario, there is a low percentage of visible minority participation in OSCC programming, events and services.

An above average proportion of OSCC participants volunteer and the frequency of volunteering is also above average.

The participation rate has been in the 11-16% range over the past decade and a half, and has been higher lately, although growth in participation has slowest in the past two years. In recent years, the number of non-resident participants has increased significantly.

2.7 The John Street Branch The original building was opened in 1969, with a major addition in 1991. The facility is fully accessible – currently – but with some issues, such as the narrow and rather steep ramp between the ground floor and lower level. The 19,420 square foot facility (main floor and lower level) comprises the following components.


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Ground Floor Dining room with adjacent kitchen Main lounge with fireplace and elevator to

lower level - off main entrance Designated Adult Day Program area Billiards/games room Reception and administration offices Washrooms Ramp to lower level Small outdoor patio Lower Level View from Memorial Park Assembly hall/auditorium with stage Craft Room (Room #1) Computer Room (Room #2) Multi-purpose room with dart boards and the wall (Room #3) Board/program room (Room #4) Foot care clinic (Room #5) Washrooms

Clockwise from top left: lobby, back entrance, hallway to dining room lobby


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Clockwise from top left: Adult Day Centre, Adult Day Centre, craft room, ramp between upper and lower levels

The Site The site has 155 feet of frontage on the south side of John Street West and 237 feet of frontage on the east side of Centre Street, with driveway access to the south onto Lloyd Street (65 feet of frontage). The 0.75 acre property is rectangular, except for a residence at 157 Lloyd Street that occupies the south west corner. The site is level, well drained and at street grade. The building is located on the northern half of the site, facing John Street and Centre Street – and represents 29% site coverage. There are 47 regular and 2 handicapped parking spaces, although more vehicles are typically parked when at maximum utilization. All usual municipal services are available, including natural gas. The facility is attached via a corridor to the Parkview Place apartments that shares the eastern boundary. Parkview Place is a 115 unit, seven floor residential building that caters to older adults. As detailed earlier, programs, activities and services offered at the John Street Branch include the following: the Adult Day Program; Daily meal service (including weekends); Health/wellness/fitness programs and services (e.g., Dance Fit, Osteo Fit, Fitness Level I

and II, fitness with weights, fitness with ball, Yoga, walking, chair exercise, foot care);


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Education/informational programs (e.g., computer training, Toast Masters, philosophy, Spanish and Hispanic language training, creative writing, story of art, peer mentoring, information workshops);

Culture and recreation programs (e.g., line dancing, ballroom dance, square dancing, carpet bowling, Swedish weaving, rug hooking, crochet, Bunka, oil painting, darts, pool/billiards, bingo, shuffleboard, golf lessons, card and board games, singing/choir, guitar, ukulele, music jam sessions, scrapbooking, day trips); and

Administration of OSCC. Key Assets Homey, friendly atmosphere. A long-established ‘senior’s-dedicated’ facility. Central and valuable location on the south western edge of the downtown area: on bus routes within the main ‘Urban Growth Centre’ designated for the City of Oshawa and Durham

Region. Simcoe and King Streets have been designated as ‘Transit Spines’. the Branch is half a dozen blocks north of a proposed east-west rail transit line with a

station planned for south of the Oshawa Shopping Centre. Accessible to nearby and adjacent seniors housing in the downtown area, including being

physically attached to Parkview Place, a 115 unit, seven floor apartment building. Key Issues and Shortfalls Facility is operating at capacity for programming and administration. Some desirable current and future programs and services cannot be accommodated in this

facility – and some program expectations are not being met due to facility deficiencies/limitations.

As provincial requirements increase, accessibility will become more of an issue. Often, parking is inadequate. Air circulation is inadequate resulting in poor heating and air conditioning (too hot for some

or too cool for others, plus noisy air handling in the lower assembly hall). There is no fire sprinkler system. The facility is dingy and dated with poor lighting, and aging wall and ceiling finishes. Due to the way the building was constructed in phases, space inefficiencies exist. The lower level/basement is far from ideal to support programs and other activities. The low ceiling in the auditorium limits many activities that could utilize the largest room in

the facility. In 2007, a Facility Condition Assessment was completed by VFA Inc. The report identified $1.5 million in recommended upgrades, repair and replacement between 2008 and 2012. Four items were identified as ‘currently critical’, 16 items were noted as ‘potentially critical’, seven items were identified as ‘necessary, but not yet critical’, and one item did not meet current codes/standards. See Section 2.8 for more information on the technical assessment of the facility.


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Site Plan


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Main Floor Plan


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Lower Level Plan


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Program Trends at the John Street Branch For statistical records and analysis, the OSCC categorizes programs as followings: Independent Living Services, Recreation, Education, Partners at Work (volunteer program), and Fundraising. Program Trends at the John Street Branch, 2006-2010 Figure 9 Programs 2006 2007 2008 2009 2010 Independent Living Services 52,373 46,384.5 44,853 37,977 41,029 Recreation 39,768 50,026 46,520 44,381 42,882 Education 9,915 9,991 10,668 10,393 10,736 Total for Above 102,056 106,401.5 102,023 92,751 94,647 Partners at Work 23,828 24,257 24,152 24,095 26,056 Fundraising 737 640 413 321 261 Grand Total 126,620 131,289.5 126,587 117,167 120,964 From Figure 9 above, the following patterns in participation in programs and services were observed for the John Street Branch: Over the past five years, the participation in education programs has shown the most

consistency with a slight upward trend being recorded – consistent with the pattern for all branches as noted below.

Although participation in recreation programs was up slightly in 2010, compared to 2006, there has been no consistent pattern over the past five years – inconsistent with the upward pattern observed across all branches. This could be a reflection of some facility components being less than ideal to support programming expectations and trends (e.g., fitness, arts, gym-based activities).

Since 2006, participation in independent living services has shown a downward trend, although the number was up slightly in 2010 over 2009 – inconsistent with the upward pattern noted across all branches.

The total for all three of these categories of programming has trended downward over the past five years, especially in the 2009 and 2010 – inconsistent with the upward pattern observed across all branches.

The partners at work initiative has shown a steadily increasing trend since 2006 – similar to the pattern noted for all branches.

The fundraising initiative has been trending downward each year, while the pattern for the other branches has been consistent.

Program Trends Across All Branches (2006-2010) Examining the combined participation figures for all branches for the 2006-2010 period, the following observations and trends are noted: Overall participation in education programs has steadily increased each year from 33,290 to

53,190. (59.8% increase). Overall participation in recreation programs has increased each year from 112,644 to

145,407, with the largest increases in 2007, 2009 and 2010. (29.1% increase). Overall participation in independent living services has increased over the past five years

from 87,558 to 96,063, with the largest increase in 2010. (9.7% increase).


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Overall participation in partners at work initiatives has steadily increased each year from 44,183 to 57,080. (29.3% increase).

Overall participation in fundraising initiatives has been up and down in the 2,072 to 2,698 range.

Participants Registered at the John Street Branch Since 2001, when participants who registered at the community locations were no longer added to the John Street numbers, the total number of participants recorded for the John Street Branch has been in the 2,060-2,450 range, with 2008 and 2009 posting the highest numbers. In the early 1990s, participation numbers were higher in the 5,500 range, but declined quickly after 1993 into the mid 2,000 range by 1996 and to around 2,000 for the period 2000 to 2005 (not including participation from community locations). 2004 showed an upward spike in participation (to 2,392) that lasted for only one year. However, in 2006, participation numbers at the John Street branch began to show a steady increase to top out at 2,453 in 2009 and fall back somewhat in 2010 to 2,327. The upward trend in participation at the John Street Branch coincided with an increase in overall participation and a reduction in the annual participation fee to $12 in 2006 and $10 in 2007 through 2010. Refer to Figures 5 and 6. Note: Although many members participate most often where they register, there is no absolute correlation. 2.8 Assessment of the John Street Facility In 2007, VFA Inc. completed a Facility Condition Assessment of the John Street Branch. The report examined architectural, mechanical, electrical, the local area network, and accessibility (as per requirements in 2007). Requirements for additional, upgrade and replacement items and actions were identified and categorized as beyond useful life, life safety, air and water quality, appearance, energy, and building code. Actions were also prioritized as currently critical; potentially critical; necessary, but not yet critical; and does not meet current codes/standards. 21 were described as beyond useful life, 3 were appearance items, 1 was a life safety item, 1 was an air and water quality item, 1 was an energy item and 1 was a building code item. Four items were deemed currently critical, 16 were identified as potentially critical, 7 were noted as necessary, but not yet critical and 1 was identified as not meeting current codes and standards. The cost of repair, replacement and additions was estimated to be $1,520,768 (in 2007$). The cost per category was: Air and water quality $ 24,639 Appearance 261,058 Beyond useful life 855,816 Building Code 127,458 Energy 251,121 Life safety 676

$1,520,768 At $260 per square foot (2012 costs), the replacement cost of the building as currently designed/configured would be $5,049,200.


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Since 2007, the following items have either been addressed or are partially completed as noted below. See also the notes associated with each item that relate to the seriousness and timeliness of the recommended action. Notes: 1. Beyond useful life, 2. Currently critical, and 3. Potentially critical. Fire alarm (completed) (Notes 1 and 2) Fire extinguishers (completed) (Notes 1 and 2) (noted as Life Safety item above) Emergency battery pack lights and exit signs (completed) (Notes 1 and 2) Lighting – inefficient fixtures (partially completed) (Note 3) Security system (completed) (Notes 1 and 3) Plumbing/heating/ventilation system components (boilers/fixtures partially completed)

(Notes 1 and 2) Electrical system components (outstanding) (Notes 2 and 3) Roofing – asphalt shingles (outstanding) (Note 2) Finishes (outstanding) (Notes 2 and 3) The 2007 estimate of cost to complete the remaining items totals $1,120,768. Accounting for 5% annual inflation, the estimate of cost in 2012 would be $1,430,415. Based on accessibility standards in 2007, the facility was described as ‘fully accessible’ for persons with physically disabilities. However, the Ontarians with Disabilities Act (OADA) and the Accessibility Standards for Customer Service (Ontario Regulation 429/07) define increasingly stringent requirements re: accessibility. These evolving standards will require some modifications to the John Street Branch in future. The most significant positive features of the John Street Branch were described in Section 2.5 above, along with the key issues and shortfalls of the facility, some of which are in addition to the above described items. Figure 13 in Chapter 3 provides further evaluation of the John Street Branch compared to the emerging concept of the ideal full-service branch facility. 2.9 Appraisal of the John Street Facility In July, 2011, appraisers from Cushman and Wakefield Ltd. completed an Appraisal of Real Property on 43 John Street to determine the market value of the John Street facility and site. The assessment was detailed and utilized a two-phase approach to estimate current value. The first step was to determine the ‘highest and best use’ and the second involved comparing the subject property to other similar properties that sold relatively recently or were listed for sale at the time of the appraisal. The property was deemed functional for its existing use, being a level lot of 32,670 square feet (0.75 acres) with two entrances, good frontage, adequate drainage and full services. The location


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rating was determined to be ‘good’. However, the requirement for significant improvements to the building and the older and institutional character of the purpose-built facility with its special-use design offer low ‘contributory’ value. This is particularly true for older buildings that require substantial retrofitting or conversion, and essentially sell for land value. In 2008, the current assessed value of 43 John Street was $619,000, and the phased-in assessment for 2011 was determined to be $615,000. The City of Oshawa Official Plan designates 43 John Street as ‘Residential’. Residential density classifications range from Low Density (12 units/acre) to High Density II (60-120 units/acre). The location criteria for a High Density II classification include: Generally located within or near the periphery of the Central Business District, or in

proximity to arterial roads within the main Central Area, Sub-Area and Community Central Areas.

Generally located in such a manner that the scale, form and impacts of this type of housing are generally compatible with the adjacent area.

43 John Street meets the location criteria of the Official Plan for a High Density II Residential area which allows between 60 and 120 units/acre. The property to the immediate east is improved with a seven storey seniors residential complex. The seven storey co-op on the south west corner of John and Centre streets has a site-specific policy that permits up to 216 units/acre. Based on a projected density of 90 units/acre (midway between the 60 and 120 units/acre allowed by the Official Plan), the following number of units are projected for the subject property: 0.75 acres x 90 units/acre = 68 units. If a higher density was able to be achieved, that would have a positive impact on the value of the site. The Official Plan states that “limited office, retail and personal service uses may be permitted as an exception within areas designated as Residential provided such uses do not exceed 10,674 square feet on an individual site, and are compatible with surrounding land uses and do not detrimentally affect the development and function of the Central Areas in accordance with Section 2.1 of the Official Plan, and subject to the inclusion of appropriate provision in the zoning by-law.” A medical clinic, professional offices or a social service agency facility could be permitted in conjunction with the residential development of 43 John Street. However, the development would be subject to providing adequate parking for all uses. The Zoning By-Law implements the Official Plan. It is a site-specific document that governs and controls the type and density of development on any given site. 43 John Street is zoned Community Institutional Zone CIN. The following uses are permitted for that zoning: assembly hall, children’s shelter, church, club, except a night club, day care centre, elementary school, private school, and secondary school.


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The site restrictions are as follows: Minimum lot frontage: 22 metres Minimum lot area: 550 square metres Minimum front yard and exterior side yard: 6.0 metres Minimum rear yard and interior side yard: 1.8 metres for each storey Maximum landscaped open space: 25% Maximum lot coverage: 30% Maximum height: 12 metres Considering the subject property’s physical characteristics and location, as well as the state of the current local market, Cushman & Wakefield recommended that, as vacant land, the highest and best use would be high density residential. As an improved facility, the highest and best use of the site and building was determined to be the continuation of its existing use until it can be redeveloped in conformity with the City of Oshawa Official Plan. The assessment determined the ‘as is’ value to be $760,000 (based on an estimated value of the building at $80/square foot x 9,457 square feet at ground level) – factoring in the age and purpose-built design of the building and the required repairs, upgrades and additions. New construction cost of a similar quality of building would be $260/square foot or $5 million, assuming a total of 19,420 square feet above and below grade. As a redevelopment site to be utilized for high density residential (assuming an allowance for 68 residential units @ $13,000/unit and factoring in the $56,750 cost of demolition of the building), the value was estimated at $830,000. The final estimate of value was determined to be between these two figures at $800,000. However, as introduced earlier, a higher density may be able to be achieved, with 90 units being the largest number allowed by the Official Plan, without a site-specific policy. If 90 units were allowed, the value of the site could increase to just over $1 million ($13,000/unit less $56,750 for demolition of the building).


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Chapter Three: Needs Assessment, Facility Requirements, and Location and Implementation Possibilities 3.1 Functional and Operational Requirements for the Ideal Full-

Service Branch 3.1.1 Compilation of Consultation Input Through the six consultation forums and a written survey, participants, staff, stakeholders and the Board of Directors provided input on the following three subjects: 1) Characteristics, uses and functional components of the ideal OSCC main branch facility - to

meet the needs of today and into the near future; 2) Location criteria (if a new location had to be sought for the main branch or another branch);

and 3) Perspectives about provision scenarios, and possibilities for implementation. Figure 10 reports on the top ranked themes that emerged from the forums and the survey re: characteristics, uses and functional components/requirements of the ideal main branch facility.

Figure 10 Top Ranked Themes Re: Imagine an Improved Main Branch

For today and into the future, what activities and functions should be accommodated in the main branch? What do you see happening in the Centre? What should the main branch facility be like and feel like?

Ranked Order of the Top Themes

Rank

The Six Forums The Written Surveys

Themes Score

(consistency across forums)

Themes

Score

1 Improved/more parking 60 (5) Multi-storey building with underground parking

13

2 Larger cafeteria – improved/full-service kitchen and dining area/Wider food selection/Coffee shop/Kitchen with capacity to support cooking classes

57 (6) Welcome and friendly atmosphere/Warm and inviting/Cozy cheery feeling/Comfortable/Homey feeling

13

3 Facility to adequately support an improved/more extensive fitness program – aerobic as well as strength and conditioning

39 (6) Adequate/improved parking/Wheelchair-accessible

10

4 Larger, multi-purpose program/activity rooms

39 (5) A brighter facility/More light/Bright interior paint colour/Bright and airy/More skylights/Solarium/Sunroom

10

5 Improved Adult Day Program facility and services

30 (6) Gym/Fitness facilities and weight room 8

6 Improved administration facilities, including board room and lunch room (some thought staff should be at another site)

30 (5) Improved accessibility throughout the facility

8


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7 Multi-storey building/Make use of roof top

28 (3) Pool tables

6

8 Improve accessibility throughout the facility

26 (5) Larger, well-lit computer room/More computer courses/More computers need left hand controls

5

9 Health and wellness component/Expanded health and wellness programs and services

25 (5) Outdoor space/Grassed area with seats/Horseshoe pits/Herb gardens/Lawn bowling

5

10 Larger, better and more accessible washrooms

24 (4) Larger room for the Adult Day Program with a dedicated washroom and coat room

4

11 Bright and airy facility with larger windows, better lighting/natural lighting and more plants

24 (6) A quiet room for reading, playing cards, etc.

4

12 Welcoming, fun environment/Home away from home/Cozy atmosphere/A ‘seniors-only’ facility

19 (5) A ‘seniors-only’ facility

4

13 Outdoor areas – BBQ, garden, patio, lawn-based recreation facilities

19 (5) Bigger/better kitchen/Larger cafeteria with special area for Adult Day Program clients/At least one hot meal/day

4

14 Improved and better controlled air flow for heating and cooling

18 (4) Large lounge/Gathering place 3

15 Gymnasium 17 (3) Larger activity rooms/Need larger room to hold pub nights and dances

3

16 More and accessible storage space throughout

14 (3) Make minor, cosmetic improvements to the John Street Branch – and build a new and larger facility in the downtown area

2

17 Walking and running track 13 (3) Rooftop garden with patio and umbrellas 2 18 Evaluate and select programs that are

in highest demand 12 (1) Solar panels 2

19 Large assembly space/Hall for special occasion events, celebrations, etc. – could support theatre and movies

11 (5) More craft rooms 2

20 Library/resource centre/Quiet reading room

8 (5) Comfortable and well-built seating 2

21 Improved computer facilities with Wi-Fi throughout

8 (5) Accessible by transit or car 2

22 Improved transportation services – around the City and for field trips

7 (3) Walking/running track 2

23 Lounge with television (bright, central, comfortable)

7 (2) All other points/suggestions had scores of 1 or less. See Appendix A for more details. Note: The ‘score’ refers to the number of ‘votes’ that each theme received at the forums. It also refers to the number of times each theme was mentioned in the written surveys. ‘Consistency’ refers to the number of Forums in which each theme was mentioned.

24 More education courses and programs 7 (2) 25 Client and staff functions are

separated 7 (2)

26 Dedicated office space for volunteers, students and extra staff/Optimize volunteer services

7 (3)

27 Improved arts and crafts facilities to accommodate a wider variety of programs (larger, brighter)

7 (5)

28 Improve safety features 6 (1) 29 Improved billiards room 6 (4) 30 Therapeutic/warm-water pool 6 (4) 31 Large, accessible and visible

reception area 6 (4)

There were 48 ideas/suggestions with scores of 5 or less. See Appendix A for details.


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Figure 11 reports on the top ranked themes that emerged from the forums re: possibilities for the John Street facility as well as various scenarios for the provision of a new main branch facility, if that has to be considered.

Figure 11 Top Ranked Themes Re: The Range of Possibilities to Consider for the John Street Site

and/or Another Facility (e.g., compatible partners, number of branches to meet future requirements, the role of the John Street

facility (if any) - if a new and larger main branch facility is developed elsewhere, etc.) Ranked Order of the Top Themes – From the Six Forums

Rank

Themes

Score (consistency

across forums) 1 Seek a compatible partner to share the cost of facility development and/or operation (see

list) 117 (6)

2 Improve the John Street facility as the main branch and add a fifth branch 61 (3) 3 Re-develop the John Street Branch into a multi-level facility – with underground parking

and multiple uses (pharmacy, market, cafe, gift shop, housing, etc.) 49 (6)

4 Keep the John Street facility, but upgrade and possibly re-purpose it (focus on/consolidate the Adult Day Program, focus on the needs of immediate residents, more admin and better utilize space, consolidate functions that best fit at this facility, convert to an arts retreat)

34 (6)

5 Suggested sites for a re-located John Street branch or a fifth branch (see list) 24 (5) 6 Plan a ‘senior-friendly’ community with an OSCC branch as the hub 12 (1) 7 Must have sufficient parking 11 (3) 8 Research the needs of future seniors and incorporate into programming and new and

renovated buildings 9 (1)

9 Use media to raise awareness of need for a new facility 9 (2) 10 Expand the other branches (to increase capacity) 8 (1) 11 Favour owning the building over leasing space 8 (1) 12 Utilize lottery funds or government grants 8 (1) 13 Fundraising 7 (1) 14 Research best practices regarding other seniors centres 7 (1) 15 Work with complimentary agencies/service providers 7 (1) 16 Add a fifth branch (with no comment about the fate of the John Street facility) 7 (3) 17 Retain corporate administration services at the main branch 6 (1) 18 Sell the existing site and relocate to a larger building/site 5 (4) 19 Recognize sponsors with a wall of honour 5 (1) 20 Improve building accessibility 4 (1) 21 Lobby Politicians 4 (1) 22 Optimize the John Street branch by offering more classes after 3 pm to help with the

parking issue 3 (1)

23 Increase in-house transportation (more buses and drivers) 3 (1) 24 Rent space to accommodate OSCC growth 3 (1) 25 Ensure room for growth 3 (1) 26 Share staff with partners 3 (1)

16 additional ideas/suggestions received scores of 2 or less. See Appendix A for more details. Note: The ‘score’ refers to the number of ‘votes’ that each theme received. ‘Consistency’ refers to the number of Forums in which each theme was mentioned.


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3.1.2 Preferred Characteristics and Components of the Ideal Full-Service Branch Facility

The following describes the ‘ideal’ full-service branch facility for the Oshawa Senior Citizens Centres organization - as determined from consultation with OSCC participants, staff, the Board, the Future Needs Committee, and the other analysis conducted for this study of facility requirements. The general character and features of the ideal facility are described below, followed by Figure 12 which outlines the individual components of the facility and an indication of the size of each (as estimated before conceptual design). These components and sizes defined in Figure 12 will be used as the basis for the high level concepts for the ideal branch facility (as a new facility at 43 John Street or as a new facility on another site). They will also be used to evaluate the option to renovate the John Street facility. In addition, the description of components and estimate of size will be used to estimate the cost of each option. From this high level analysis of facility requirements and before conceptual design and more in-depth examination of the exact uses and requirements of each component, a single storey facility in the order of 26,000 square feet is emerging. General Characteristics and Features Bright, airy, homey, natural light, bright colours Comfortable and secure – a seniors-dedicated facility (even if part of a larger complex) Effective circulation pattern with sufficiently-wide hallways Temperature in each area/room adjustable to suit activities and clientele Adequate, well-located washrooms throughout Adequate storage associated with each component and to support all activities Adequate PA and Wi-Fi systems throughout An energy-efficient building Adequate parking

Figure 12

Emerging Space Program – OSCC Main or Full-Service Branch Facility

Facility Components Size

Sq. Feet

Sq. Metres

Front/main lobby/atrium – with electronic information board and other communication mediums – size will be influenced by facility design

1,550 140

Dining Room – non-institutional in decor, natural light, access to an outdoor deck or patio (could be the ‘outdoor area’ noted at the bottom of the list) – occupancy: up to 100 – not to be regularly programmed, but could accommodate occasional programs/events outside of dining times

1,600 144

Kitchen – sufficiently large and well equipped to support the daily meal program, and designed/sized to also support culinary classes – large enough to support an event of around 200 guests in the gymnasium/auditorium

600 54

Gymnasium/auditorium - to support functions like exercise classes, Pickle Ball (2 courts), badminton, bingo, banquets, entertainment, exhibits, seminars – dividable, floor markings to support appropriate court games, portable stage (with lighting and access from rear and wings) – better than average acoustics, storage for tables, chairs, portable stage and games equipment – sprung floor, but not necessarily hardwood – occupancy: 80-120, but up to 200 for banquets – direct access to kitchen and ideally the multi-purpose rooms – adequate temperature control for various uses – ability to control daylight that might negatively impact certain uses

4,800 432


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Facility Components

Size Sq. Feet

Sq. Metres

Multi-purpose program/activity rooms – 4 rooms of various sizes (average occupancy: 33-40), one or more dividable rooms with high quality partition(s), ability to convert two rooms into one, natural light, one room marked for games such as shuffleboard (30’x52’) and others to support exercise classes, cards, Bridge, art and handcraft activities, etc. – ample storage to support flexibility of use – counter and water source in each room - one room could have a sprung floor to support fitness programming (although those activities may be able to be accommodated in the gymnasium – see above)

1,200 1,200 1,200 1,500

108 108 108 135

Space to support computers and related programming – could be part of a multi-purpose room with a fold-away wall along one side to enclose/secure the computer area

600 54

Games room (total of 4 billiard and pool tables, other table games, darts) 925 83 Meeting/board/counselling/staff/volunteer room – occupancy: 30-35 800 72 Adult Day Centre – self-contained, well equipped - with dedicated washroom, coat room, and storage - fireplace - access to outdoor patio/deck and parking area – support up to 24 participants (15 square metres/participant and 9.8 square metres/staff of 6) – some associated programs offered elsewhere in the branch facility

1,500 135

Cafe/coffee shop – attractive social space – likely associated with a lounge and possibly adjacent to the outdoor patio

500 49

Lounges – from quiet spaces to more active spaces, including a TV in one – could include a cafe in one of the lounges – could include an area to accommodate information and space for a lending library – a table for puzzles, etc. – a fireplace – one lounge could be a solarium-style space

1,750 158

A health/wellness room - ranges in concept from a nurses station and first aid room to a larger space to support health programs such as foot care and health seminars – occupancy: 20

600 54

Administration offices to support at least the staff and volunteers who operate/support the branch and its programs and services – may also accommodate senior administration staff in this branch (maximum of 12 offices at average size of 144 square feet each – could be reduced to 5 offices if not supporting the full complement of administrative staff)

1,728 155

Circulation/Hallways/Walking Path (based on 20% of total of all other spaces) 4,311 388 Adequate parking area(s) – with dedicated, covered space adjacent to an entrance to accommodate OSCC transportation vans (electrical outlets available) Outdoor drop-off/pick-up area – likely at front of the building – or could be incorporated into parking lot design, depending on site characteristics

NA

Outdoor areas – could be a hard-surfaced deck and/or patio at ground level and/or a large balcony and/or a roof-top area or all three – to support a BBQ area, gardens, shaded areas, sitting/conversation areas, fountain, quiet area(s), outdoor court games - if turfed, the area could support lawn games

TBD

Total 25,864 2,328 Other Components/Facilities to Consider at Design Stage

Therapeutic/warm water pool TBD TBD Strength and conditioning gym TBD TBD Indoor walking running track or walking path TBD TBD Greenhouse – to support year-round gardening and associated therapeutic programs TBD TBD 3.2 Evaluation of the John Street Branch As noted in Section 2.8, a 2007, VFA Inc. facility condition assessment of the John Street Branch examined architectural, mechanical, electrical, the local area network, and accessibility (as per requirements in 2007). Requirements for additional, upgraded and replacement items and actions were also identified and categorized. The cost of repair, replacement and additions was estimated to be $1,520,768 (in 2007$).


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At $260 per square foot (2012 costs), the replacement cost of the building as currently designed/configured would be approximately $5 million. Since 2007, a number of crucial items have either been addressed or are partially completed, as noted in Section 2.8. The 2007 estimate of cost to complete the remaining items totals $1,120,768. Accounting for 5% annual inflation, the estimate of cost in 2012 would be $1,430,415. Based on accessibility standards in 2007, the facility was described as ‘fully accessible’ for persons with physically disabilities. However, as noted earlier, the Ontarians with Disabilities Act (OADA) and the Accessibility Standards for Customer Service (Ontario Regulation 429/07) define increasingly stringent requirements re: accessibility. These evolving standards will require some modifications to the John Street Branch facility in future. The most significant positive features of the John Street Branch were described in Section 2.7, along with the key issues and shortfalls of the facility - some of which are in addition to the above described items and the 2011 assessment conducted for this study. Figure 13 below provides further evaluation of the John Street Branch. This assessment was completed in June, 2011 by Ted Wilson, Associate Vice President, Design, AECOM Canada Architects Ltd. The evaluation assessed, at a general level, how well the facility measures up against the emerging concept and components for the ideal full-service branch facility, as described above. In conclusion, the John Street Branch, as it is currently configured and in its current condition, does not measure up very well against what is emerging as the type of facility most desired by OSCC participants. And looking further ahead, the John Street Branch will likely become increasingly less attractive to much of the Baby Boom generation and the increasingly multi-cultural nature of the community with different perspectives, much wider range of interests, and different and higher expectations.

Figure 13 High Level Evaluation of the John Street Branch Relative to the Emerging Concept for the

Ideal Main/Full-Service Branch Facility. Component or Feature Adequate Moderate Poor Missing Bright, airy, homey, natural light, bright colours * Comfortable and secure – a seniors-dedicated facility * Effective circulation pattern with sufficiently-wide hallways * Temperature in each area/room adjustable to suit activities and clientele

* Adequate, well-located washrooms throughout * Adequate storage associated with each component and to support each activity

* Adequate PA system * Wi-Fi throughout * An energy-efficient building * Front/main lobby and information desk – with electronic information board, and other communication mediums

*


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Component or Feature Adequate Moderate Poor Missing Outdoor drop-off/Pick-up area – likely at front of the building – or could be incorporated into parking lot design, depending on site characteristics

*

Kitchen – sufficiently large and well equipped to support the daily meal program, and designed/sized to also support culinary classes

* Cafe/coffee shop – attractive social space – likely associated with a lounge and possibly adjacent to the outdoor patio

* Multi-purpose program/activity rooms – various sizes, one or more dividable room, natural light, some floors marked for games such as shuffleboard – some suitable for various art and handcraft activities – ample storage to support flexibility of use – counter and water source in each room - one room could have a sprung floor to support fitness programming

*

Meeting/board/counselling/volunteer room(s) * Dedicated room for cards and board games * Games room (billiard and pool tables, other table games, darts) * Space to support computers and related programming * Adult Day Centre – self-contained, well equipped - with dedicated washroom, coat room, and storage - access to outdoor patio/deck

* Gymnasium/auditorium – dividable, floor markings to support appropriate court games, above average quality and size of stage (with lighting and access from rear and wings) – better than average acoustics, storage area for tables, chairs and games equipment – sprung floor, but not necessarily hardwood

*

Strength and conditioning gym * Change rooms with showers to support the gymnasium and the strength and conditioning gymnasium

* Lounges – from quiet spaces to more active spaces, including a TV in one of the lounges – could include a cafe in one of the lounges – could include an area to accommodate information and space for a lending library – a table for puzzles, etc. – a fireplace – one lounge could be a solarium-style space

*

A health room - ranges in concept from a nurses station and first aid room to a short-term rest area – also could be a larger space to support health programs such as foot care and health seminars

*

Laundry room – closet-style space with one stacked washer and dryer

* Administration offices to support at least the staff and volunteers who operate/support the branch and its programs and services – may also accommodate senior admin staff in this branch

*

Adequate parking area(s) – with dedicated, covered space adjacent to an entrance to accommodate OSCC transportation vans (electrical outlets available)

*

An outdoor area – could be a hard-surfaced deck or patio at ground level or a large balcony or a roof-top area or all three – to support a BBQ area, gardens, shaded areas, sitting/conversation areas, fountain, quiet area(s), outdoor court games - if turfed, the area could support lawn games

*

Therapeutic/warm water pool * Indoor walking running track or walking path * Greenhouse – to support year-round gardening and associated therapeutic programs

*


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3.3 Vision 2030 The look ahead to 2030 focused on a general strategy for the provision of OSCC facilities, based on an assessment of: i) existing conditions; ii) past and emerging trends in membership, facility utilization, programming, services and interests; iii) anticipated population growth and change; and iv) future growth patterns for the City. See below for a summary of the key information.

The Context

Imagine a city of 200,000 that has grown north to the southern edge of the Greenbelt and has intensified within many of the current built-up areas.

Note the current concentrations of where older adults live and potential future residential areas (refer

to Figure 8). Imagine an OSCC with 10-12,000 participants by 2030. Embrace the guiding principles (see Section 3.4). Imagine a more ethnically diverse community and how to attract a wider range of

backgrounds/cultures to OSCC programs and services. Focus on facility requirements and options to meet the growing and evolving program and service

needs of the OSCC. Imagine an increasing demand for health/wellness programs, services, information and supportive

indoor and outdoor facilities. Imagine a more active, well educated and more affluent older adult population with increasing

interest in: all aspects of arts and culture; social interaction; mind-stimulating activities and information; more active leisure and wellness pursuits; out-trips; special/themed events; and tech-savvy programs/activities and environment.

The following represents the consensus of opinion from OSCC staff and participants about a future vision for facility provision for the OSCC.

Vision 2030 – A Strategy for Facility Provision More than four branches will be required by 2030 to meet the growing older adult population and

maintain at least the current market share of participants that are attracted to OSCC facilities, programs and services (opinion about the number of required branches ranged from 5-7).

The downtown area must be served by a suitable branch. Opinion varied about whether new branches should be a stand-alone facility or part of larger

complementary complexes – but the common theme is that, if part of a larger complex, the senior’s component must be a dedicated, senior-friendly, appealing and secure space that is suitable to the needs and perspectives of the day.


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Most agreed that expansion of existing branches should be explored and acted upon (if possible) before a fifth branch is pursued.

Senior administration can be most efficient and effective when consolidated and should be located

in one of the branches. There was widespread agreement that there are other ways to support some of the programs and

services provided by the OSCC (from strategic alliances with complementary agencies/service providers to utilizing other spaces/facilities to support programs that cannot be currently offered).

Opinions varied about the future of the John Street Branch – from: starting over on the same site with a new multi-level/multi-use facility, to updating and possibly enlarging the existing facility.

Some felt that if it was retained, the John Street Branch should remain the corporate headquarters.

Everyone agreed that a downtown branch of some sort is a requirement. 3.4 Guiding Principles To support the process for imagining the future and evolving the concept for the ideal full-service branch facility, a number of principles were advanced and refined by OSCC staff and the Board of Directors. The following list represents the final version of the guiding principles. The order does not represent importance. Promote a holistic/whole-person perspective.

Provide both ‘direct’ and ‘self-directed’ opportunities and services. Affordable for low income seniors - but attractive to all incomes. Appealing to an increasingly diverse community. Attractive to all ages of older adults, including young seniors.

Supportive of healthy lifestyles, good health and high quality of life.

Respectful. Compassionate and supportive. Friendly. Comfortable and secure. Challenging/growth-full. Informative.


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Provide a wide range of recreation, social, wellness, information, educational, and supportive programs and services.

Be responsive to the evolving needs and interests of the older adult community in Oshawa

(including OSCC participants).

Co-operate with others in the community to meet the needs of older adults. Well located/distributed branches (accessible to where older adults live/will live and

assessable via public transit and major roads). Supportive of cognitive- and mobility-challenged senior adults.

Provide a ‘fun’ environment.

Supportive of accessible customer service.

Embrace and support the crucial role of volunteers.

Fiscally responsible.

Sustainable (environmental and economic). 3.5 The Search for an Alternative Site Figure 14 reports on the compilation of opinion regarding site criteria from the six forums and the written survey. Opinion was sought to assist with determining what would be important if a search for a replacement location for the John Street site was necessary. The criteria that are not specific to the downtown would also apply to the location of a new branch elsewhere in the City. Sixteen criteria were identified and are divided within the two parts of Figure 14.

Compilation of Location Criteria Scores from the Forums and the Written Surveys Figure 14

Forums and

Surveys

Criteria

Adequate Size for Current & Future Needs

Accessible by

Major Roads & Public Transit

Close to Health

Services

Close to Other

Services/ Facilities (see note below)

Within a Compatible

Environment/ Neighbourhood

Adjacent to/within a Park/Green

Space

Site of a Potential Partner

John Street #1 14 26 5 8 3 3 John Street #2 22 20 8 Staff #1 18 10 4 7 Staff #2 12 10 3 5 3 3 8 Stakeholders 12 16 7 11 6 6 3 Board 8 5 4 1 1 4 Totals 86 87 15 40 13 20 15 Written Surveys 15 18 4 1 2 Totals 101 105 19 40 13 21 17 Note: shopping, leisure, library, education


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Compilation of Location Criteria Scores from the Forums and the Written Surveys Figure 14 (cont’d)

Forums and

Surveys

Criteria

Cost to Purchase

Creates Good

Distribution of Branches

Downtown/ Nearby

John Street Branch/ Central

Visible

Proximity to Where Older Adults

Live/Will Live

Applicable for

Funding Incentives/

Grants

Available Unused/

Underused Building

Access from

Other Communities

Proper Zoning

John Street #1 6 18 21 John Street #2 8 15 6 14 10 Staff #1 11 4 1 Staff #2 6 3 4 2 2 1 1 Stakeholders 4 4 4 2 3 3 Board 4 6 6 1 Totals 28 3 58 10 48 14 4 1 4 Written Surveys 1 4 29 1 9 1 Totals 29 7 87 10 48 15 13 1 5 The above input was analyzed and the following list represents the consensus opinion from the Board and senior staff about relevant location criteria.

Location Criteria for a Replacement Site for the John Street Branch – if necessary (The Five Highlighted Criteria are Considered to be Prerequisite)

Adequate size for current and future needs (3 to 5 acres depending on the density of site

development). Accessible by one or more major roads (and by default, on a public transit route and ‘visible’). The new location must create a good distribution of branches. Downtown, if replacing the John Street branch – otherwise, in the vicinity of where older adults

live/will live. Within a compatible environment/neighbourhood (including adjacent to/within a park or green

space).

Cost to purchase/acquire.

Close to health and other services.

The site of a potential partner + Applicable for funding incentives/grants (one criteria for funding could be a partnership arrangement).

Proper zoning (existing or likely able to be changed).

Available unused/underused building – this may not be a criteria, but rather a category/type of

potential site. Over thirty sites were identified through the forums, the survey and meetings with senior staff and the Board of Directors. Most of the sites are not actually available (e.g. former E.A Lovell School/Durham Continuing Education Centre, Children’s Arena, Alexander Park, the Oshawa Shopping Centre, Rotary Park). Some sites are not actively listed for sale (e.g., Midtown Mall).


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Some of the suggested sites are not in the downtown (e.g., Dr. F. J. Donevan Collegiate Institute, Children’s Arena, Taunton clinic/Children’s Aid). Sites such as the Civic Auditorium have already been redeveloped. Some sites are no longer available or hold options to purchase. Please see Appendix A for the list of suggested sites. What is clear is that until a decision is made to seek another site, the search for properties is premature. However, it was a useful exercise to explore what types of sites might be appropriate. Contact was made with a commercial real estate professional and municipal staff from the City of Oshawa Economic Development Services Department to enquire about land value and any properties that are currently available in downtown Oshawa that meet the criteria identified for a potentially relocated John Street Branch facility. It was reported that although there are a few properties on the market, none appear to meet the prerequisite criteria, especially for size. Land values vary greatly in the downtown area, depending on location within the downtown area, location relative to major streets and public transit, the physical condition of the site (some require significant rehabilitation), size, zoning, adjacent land uses and potential uses, etc. Current prices for development lands in the downtown are in the range of $450,000 to $500,000 an acre. Determination of Minimum Site Size Based on the City of Oshawa Zoning By Law, the most appropriate zoning for an OSCC branch facility on a new site is CIN, Community Institutional Zones. Within the regulations of this zoning, there are restrictions for both lot coverage and landscape open space. The maximum lot coverage is 30% and the minimum landscape open space area needs to be 25%. Considering the lot coverage criteria and based on an estimated building area of 25,863sf, the lot size would need to be a minimum of 86,200sf or approximately two acres. At this lot size, the landscape open space area would be a minimum of 21,550sf. This would leave 38,787sf for drive aisles, parking and loading spaces. According to Section 39 of the Zoning By-Law, which sets the requirements of parking and loading spaces, an OSCC branch facility could potentially fit into two categories, including: Category A: Assembly hall, cinema, theatre, arena, athletic stadium, auditorium, gymnasium

and a recreational centre containing a variety of recreational features, but not including any such features within a school building.

Category B: Club, billiard hall and community centre that contains recreational facilities.

The parking requirements for these two categories are quite different. For Category A, the requirement is for one parking space for each 6m2 (64.5sf) of assembly floor area and for Category B, the requirement is for one parking space per 20m2 (215sf) of floor area. The definition of “assembly floor area” as stated in the by-law means “any floor area designed or intended to be used or actually used for the assembly of seventy-five (75) or more persons at one time with the occupant capacity arrived at on the basis of one person per square metre (10.7sf) of floor area used or capable of being used for assembly purposes”. By using this definition, it is determined that the combination of the gymnasium, the dining room, the multipurpose rooms


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and one of the lounges would be used to calculate the parking. The area of these rooms totals 14,000sf. The calculations for the parking count are as follows: Category A Parking Calculation: 14,000sf/64.5sf = 217 parking spaces in total Category B Parking Calculation: 25,863sf/215sf = 120 parking spaces in total The number of loading spaces for a building of 25,863sf would be two large spaces as determined by the same section of the by-law. The regulation size of a parking space according to the by-law is 2.6m (8.5ft) x 5.4m (17.7ft) with a minimum drive aisle width of 6.5m (21.3ft). Based on these requirements, it is estimated that for Category A, the parking area would need to be a minimum of 52,530sf to accommodate 217 parking spaces and corresponding drive aisles only. For Category B parking, the lot would need to be a minimum of 29,049sf to accommodate 120 parking spaces and drive aisles. These areas do not include entry drive aisles, entrance drop offs, fire routes or loading spaces. In summary, considering the Zoning By-Law regulations for the property requirements in zone CIN and the parking requirements, the breakdown of land requirements for each of the categories would be: Category A: Minimum Lot Area 115,000sf (2.64 acres) Building Area (lot coverage max. 30%) 25, 863sf Landscape Open Space (min. 25%) 28,750sf Parking accommodated 217 spaces Category B: Minimum Lot Area 86,200sf (1.98 acres) Building Area (lot coverage max. 30%) 25,863sf Landscape Open Space (min. 25%) 21,550sf Parking accommodated 120 spaces Category A most closely represents the functions of an OSCC branch facility. For this category, a minimum 3 acre lot is recommended to allow for the potential requirement for a modest storm water management pond. A larger site of up to 5 acres would allow for expansion and/or the inclusion of facilities associated with a potential partner. Therefore, assuming the requirement for a 3-5 acre site, the cost to purchase land to accommodate a full-service OSCC branch facility (in the downtown or elsewhere) would be in the range of $1.35 - $2.5 million. Figure 15 identifies properties that were available as of August, 2011. As noted earlier, although this site search was valuable to help establish land costs and investigate some of the types of sites that could be available if required, it is premature to investigate potential locations beyond this initial research.


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Figure 15: Available Properties in Downtown Oshawa, August, 2011

Source: City of Oshawa Economic Development Services Department


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3.6 Financial Parameters and Possible Partners and Strategic Alliances

Many suggestions were offered via the input sessions about possible partners and strategic alliances to support the OSCC in facility expansion and/or enhancement. Many suggestion involved the private sector including owners and/or operators of retirement residences and long term care facilities, retail stores geared to older adults, coffee shops, fitness centres, housing developers/condominium owners, banks and casinos. Some were non-profit entities such as the Boys and Girls Club, Community Care, churches, ARC, the Alzheimer’s Society, the Legion, veterans organizations, GM retirees and unions, and the YMCA. Some were in the public sector such as the City of Oshawa, the school boards, UOIT, and the Region of Durham. And some were in the health sector (medical clinic, pharmacy, rehabilitation centre, medical equipment supplier and non-profit health organizations). Strategic alliances included incorporating an OSCC branch with other complementary facilities and operations such as health/medical/wellness, recreation, arts and culture, library, education, complementary retail and coffee shops/restaurants, churches, housing/senior’s accommodation, and service agencies. Some saw the OSCC leasing part of someone’s facility or a stand-alone building – and renovating a building to suit. One reoccurring example was to lease part of the Midtown Mall. Another suggestion was to lease part of a municipal recreation/culture/library facility (e.g., the Legends Centre and Conant Centre), or to invest in the expansion or extension of an existing or new municipal facility. Most understood that having a good understanding of the components and characteristics that would comprise the ideal branch of the future, and having a long-term strategy for facility provision will allow the OSCC to either pursue advantageous opportunities to partner or to respond quickly to other opportunities that arise, including funding/grant programs. Working with a suitable partner may provide the opportunity to leverage OSCC assets to realize a suitable OSCC facility at a lower cost than going it alone. Through shared use, some partnerships may reduce the number and scale of some of the components identified in the ‘ideal’ full-service branch facility; for example: the gymnasium/auditorium, multi-purpose program rooms, some food services and meeting rooms. Additionally, some or all of the optional components could be available to share with other age groups in the community; for example: an aquatic facility, a fitness centre, a running track, a greenhouse and a library. Regardless, for the OSCC to move ahead with new facilities and/or a major renovation of the John Street Branch, a significant fund raising effort will be required and if senior government grants become available in the future, the OSCC might be able to benefit with a ‘shovel-ready’ project.


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Chapter Four: The Options 4.1 Narrowing Down the Options From the research and analysis, and an exploration of a wide range of possibilities, the following three options were identified as being the most reasonable to develop. Two of the options include two variations. 1. Minor renovation to the John Street facility (including all of the required investments to

retain the integrity and safety of the facility, and to increase accessibility) 2. Replacement facility at 43 John Street (two significantly different alternatives were

developed) 3. A new facility on another site (either downtown to replace the John Street facility or at a

new site as the fifth branch – sometime in the future) (two variations of a single storey facility were considered)

The components and the size of each component that were identified in Chapter Three (Figure 12) for the ‘ideal full-service branch facility’ were used to shape the initial concepts for each of the facility alternatives. For the option to renovate the John Street Branch, the ‘ideal’ facility was used to evaluate the degree of change that could be realized at that facility and to also evaluate the value of the potential investment – compared to the cost and benefits of a new facility (either at 43 John Street or elsewhere). 4.2 The Short List of Options 4.2.1 New Branch Facility on a New Site (two ‘Greenfield’ Options) The first option is a branch facility to be located on a new site, either in the downtown to replace 43 John Street or elsewhere in the City. If located other than in the downtown, it would become the fifth branch. The reason for beginning with this option is to illustrate how the ‘ideal’ full-service facility could be provided in a one-floor setting with sufficient surface parking (217 spaces - see Section 3.5). For comparison purposes, the same components and size of spaces will be used to conceptualize one of the ‘new facility’ alternatives at 43 John Street. Two 25,864 square foot layouts are presented for this Greenfield option. One arranges the desired facility components around a relatively central atrium, which is also the main entrance. Facilities such as the gymnasium/auditorium, dining room, kitchen and some of the multi-purpose rooms are located either adjacent to each other or in close proximity to support complementary uses, programs and events. In this central atrium option, a walking/running track could be designed into the space around the upper level of the gymnasium. Since the ceiling of the gymnasium would be higher than the rest of the building, the running track could extend out over the roof of other components in an enclosed fashion. See Figure 16 for an illustration of this option. The layout is very general and represents the first stage of design. At the next stage of design, in-depth consultation with OSCC will result in a much more developed conceptual design and will also result in some rearrangement of components.


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A second option for a Greenfield facility arranges the facility components along a main corridor like in a shopping mall or a street. In this concept, complementary facility components have been arranged either adjacent to each other or in close proximity. See Figure 17.

Greenfield Option 1: Figure 16


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Greenfield Option 2: Figure 17


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4.2.2 New Facility at 43 John Street This option generated the most discussion and several facility ideas were developed. In the end, two broad alternatives emerged as options for a new facility at 43 John Street – facilities that would replace the existing structure. The first alternative was to create a two-storey facility that comprised the same components and sizes of components as in the Greenfield option (for comparison purposes). Because two floors will be required to accommodate the desired facility components, supported by underground parking and the requirement for physical and visual linkage up through the floors, the total size of the above ground floor area of the facility will be 2,676 square feet larger than the Greenfield option, for a total of 28,540 square feet. In this design concept, there would be a lobby in each of the underground parking levels (one or more levels, depending on the number of underground spaces required – 51 spaces per level). Directly above the parking lobbies at ground level would be an atrium/main entrance with a column of space (and natural light) up through the second floor to a skylight on the roof. The ground floor would comprise the dining room with kitchen, the gymnasium/auditorium, the adult day program space, an outdoor space and room for either a ground floor tenant or another functional OSCC indoor space (e.g., multi-purpose room, lounge, main offices, board room, etc.). That would mean that the second floor would accommodate the multi-purpose rooms, the wellness room, the games room, offices, the board/staff/volunteer room and a lounge. The roof could accommodate a combination of gardens, patios and possibly a greenhouse. See Figure 18 for an outline of the three levels comprising this option. The Hybrid Concept When the capital cost estimates were being considered (see Section 4.3), and the significantly higher cost of a new ‘full-service’ facility at 43 John Street was compared to the cost of a new facility on a larger site (the Greenfield option), the discussion eventually moved toward ways to rebuild on the John Street site, but at a lower cost than the facility described above. It is clear that there is a strong desire among most members/participants and the OSCC leadership to maintain a facility at 43 John Street, if possible and affordable. From the discussion, a hybrid option emerged which would provide a facility that would be smaller than the ‘full-service’ option – a facility more in tune with the site and current expectations and uses. This option would entail demolition of the existing building down to the perimeter foundation walls and floor slab. A new facility would be built on that foot print. The new ceiling height of the lower level would be three to four feet higher than the existing which would allow widows and natural light to reach the lower level. The upper level would include a new lobby/welcome room to accommodate the level transition between the existing grade and the slightly elevated ground floor. An elevator and stairs would connect the two levels and also include access to a roof terrace with the potential for gardens, a patio, and a lounge/solarium/greenhouse. The general intent would be to design a new facility that would contain similar components to the existing branch, but with the components arranged in a much more efficient, useable and appealing fashion, and be designed to support additional activities. Each component would be designed to meet its intended purposes, including ceiling height, type of floor, degree of natural light, wall material, colour, etc. Multi-purpose rooms would be sized


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for the intended activities and some may be arranged to allow two or more spaces to be opened into one another. Hallways would be sufficiently wide and there may be the possibility to create a walking path within the facility. Because this would be a renovation, no change to the existing building footprint is proposed. This approach is intended to allow the project to be treated as ‘reworking an existing building’, rather than ‘new construction’. This should allow for the existing parking to remain as adequate as it relates to zoning by-law requirements, and would not trigger the need to create expensive underground parking. The issue of insufficient parking spaces would remain; however, steps could be taken over time to seek additional parking opportunities nearby, either shared with others or via the purchase of additional land by the OSCC. Because it was beyond the scope of the study, a conceptual design was not provided for this Hybrid option. If the OSCC decides to explore this option further, detailed discussions will be required to fine-tune needs and conceptualize the best facility concept. This would be a significant exercise. 4.2.3 Renovation of the John Street Branch The architects at AECOM examined the John Street facility to determine what changes could be made within the existing 19,420 square foot building envelop that would result in improvements but not involve a major make-over of the facility. The following were examined: current shortfalls (from functionality, accessibility and insufficient natural light to inadequate

air circulation, temperature control, lighting and the facility’s dated nature), identified assets (from the homey, friendly atmosphere to the senior’s-dedicated nature of the

facility), the possible ‘trading of places’ for some facility components and uses, improvements to physical access (into the building and throughout), and remaining improvements, replacement and upgrades to equipment as identified in the 2007

condition assessment. The following changes were recommended as illustrated in Figure 19 below. Eliminate the ramp between the main and lower levels. On the main floor, part of this area

would become storage. On the lower level, most of this space would become storage. Redesign the rear entrance to create a small lobby, and include stairs from outside grade to

the main floor level and a second elevator to access both levels. Exchange the main floor billiards room with the lower level craft room. Consider combining Activity Room #5 and the adjacent storage room to create a larger

activity space. To compensate, additional storage will be created on both levels in the space where the ramp would be removed.

Complete all of the remaining repair and replacement items identified in the 2007 condition assessment (described in Section 2.8).

Refresh the entire building (carpeting, wall finishes, lighting upgrades, improved signage, new PA system, WiFi throughout, etc.)


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Figure 18 New Full-Service Replacement Facility at 43 John Street – Parking Level (could be more

than one level of parking)


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Figure 18 (continued)

New Full-Service Replacement Facility at 43 John Street – Ground Floor Level


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Figure 18 (continued) New Full-Service Replacement Facility at 43 John Street – Second Floor


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Figure 19 Renovation of the John Street Branch


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4.3 Capital Cost Estimates An estimate of capital cost was provided for: the two Greenfield options, the option to build a new full-service facility at 43 John Street with the same features and

dimensions as the Greenfield options, the smaller Hybrid version of a new facility at 43 John Street (built up from the foundation of

the current building) and moderate renovation of the John Street facility. The estimates are based on 2011 construction costs, and do not include furnishings, equipment, consultant fees, permit fees, development charges, testing and inspection, environmental remediation, other specialized costs and HST. Figure 21 illustrates the size of each major component included in each of the new facilities (except for the Hybrid option, which was developed later and is not comparable in size to the other options for a new facility). The facility components that comprise the Hybrid option will be similar to the existing John Street facility. Note that the size of each of the components and the overall size of the two alternative concepts for the Greenfield option are identical. That will change at the next stage of design as the requirements and the concept are fine-tuned. Another observation is that the size of the comparable ‘new build’ ‘full-service’ facility at 43 John Street is calculated to be 2,676 square feet larger to account for the multi-level design. Some of the components within the new facilities do not exist at the John Street Branch, which is 6,443 square feet smaller than the Greenfield option and 9,120 square feet smaller than the ‘new build’ full-service facility proposed for 43 John Street. Figure 22 presents a comparison of the estimate of capital cost for the two Greenfield options, the John Street ‘new build’ full-service option, the ‘new-build’ Hybrid option for 43 John Street, and the option to renovate the John Street Branch. Those figures are summarized below. Summary of Capital Cost Estimate for the Various Facility Options Figure 20

Options

Greenfield ‘Central Atrium’

Greenfield ‘Mall/Street’

New ‘Full-Service’ Facility at 43 John

Street

New (Hybrid) Facility at 43 John Street

Renovation of the John Street

Branch Building Construction Budget

$6,724,640 $6,724,640 $8,562,000 $6,000,000 $1,942,000

Building Renewal Budget N/A N/A N/A N/A $1,942,0004 Site Development Budget $2,353,624 $2,353,624 $3,801,210 $1,500,000 N/A Parking (based on 217 spaces)

$564,2002 $564,2002 $5,337,8001 $26,0003 $434,200

Land Cost $1,350,000 - $2,500,000

$1,350,000 - $2,500,000

N/A N/A

Total $10,992,640 - $12,142,640

$10,992,640 - $12,142,640

$16,896,500 $7,526,000 $4,318,200

Notes: 1. Parking below grade; 2. Parking on grade; 3. Parking calculated as 217 spaces less 50 existing spaces to be comparable to the other options; 4. Includes remaining maintenance/renewal items (could be lower)


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Figure 21 Comparison of Components, Component Size and Overall Facility Size


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Capital Cost Estimate – More Details for Each Option Figure 22 Options Size and Cost Per Square Foot Totals Greenfield A ‘Central Atrium’ Concept Building Construction Budget 25,864 square feet x $260/sf $6,724,640 Building Renewal Budget N/A Site Development Budget $6,724,640 x 0.35 $2,353,624 Parking (based on 217 spaces) 217 spaces x $2,600/space $564,200 Total $9,642,464 Greenfield B ‘Mall/Street’ Concept Building Construction Budget 25,864 square feet x $260/sf $6,724,640 Building Renewal Budget N/A Site Development Budget $6,724,640 x 0.35 $2,353,624 Parking (based on 217 spaces) 217 spaces x $2,600/space $564,200 Total $9,642,464 New Build Full-Service Option at 43 John Street (same scale as Greenfield options) Building Construction Budget $28,540 square feet x 300/sf $8,562,000 Building Renewal Budget N/A Site Development Budget $8,562,000 x 0.35 $2,996,700 Parking Below Grade 204 spaces x $26,000/space $5,304,000 Parking on Grade 13 spaces x $26,000/space $33,800 Total $16,896,500 New Build (Hybrid) at 43 John Street (same size as existing John Street Branch) Building Construction Budget 20,000 square feet x $300/sf $6,000,000 Building Renewal Budget N/A Site Development Allowance 25% of $6,000,000 $1,500,000 Parking Revisions Allowance $26,000 Total $7,526,000 Renovation of the John Street Branch Building Construction Budget 19,420 square feet x 100/sf $1,942,000 Building Renewal Budget (Includes remaining maintenance/renewal items – could be lower)

19,420 square feet x 100/sf $1,942,000

Site Development Budget N/A Parking Below Grade N/A Parking on Grade 167 spaces (217 less 50 existing) $434,200 Total $4,318,200 The capital cost varies considerably among the options with the highest cost associated with the option to provide a new, full-service/replacement facility at 43 John Street at the same scale as proposed for the Greenfield options. Two factors increase the cost of this ‘new build’, ‘full-service’ option: 1. the very high cost to provide below grade parking (10 times the cost of surface parking), and 2. the extra size and cost associated with a multi-story building. Renovation of the John Street Branch represents the lowest cost. Due to single-storey construction and surface parking, the cost of the two Greenfield options is lowest for the ‘full-service’ building. The smaller Hybrid option represents the second lowest cost.


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4.4 Evaluation of the Options The evaluation of the options will take into account the following criteria: Functionality, Meets the objectives of the ‘ideal’ full-service facility Attractiveness, Safety, Durability/age/life cycle, Parking, Degree of disruptiveness Capital cost, Operating cost, Cost to purchase land, and Value for investment. High Level Evaluation of the Options Figure 23

Criteria

Greenfield A ‘Central Atrium’

Concept

Greenfield B ‘Mall/Street’

Concept

New Build at 43

John Street

New Build (Hybrid) at 43

John Street

Renovation of the John Street

Branch Functionality 5 5 4 3 2 Meets Objectives of the ‘Ideal’ Full-Service Facility

5 5 5 3 2

Attractiveness 5 5 5 5 2 Safety 5 5 3 4 4 Durability/Age/Life Cycle

5 5 5 5 1

Parking 5 5 3 1 1 Degree of Disruptiveness

5 5 1 1 3

Capital Cost 3 3 1 4 5 Operating Cost 5 5 3 5 1 Cost to Purchase Land

1 1 5 5 5

Value for Investment 5 5 2 4 1 Total Scores 49 49 36 42 27 From the matrix, it is clear that the Greenfield options score the highest, due mainly to the ability to design and construct the most cost-effective and functional building on a site that will allow parking to be provided at grade. The cost of land purchase easily off-sets the cost of providing most of the parking below grade on a small site like 43 John Street. In second place is the ‘new build’ Hybrid option where a new, but smaller purpose-built facility is constructed on the footprint of the existing John Street facility. The option to construct a new multi-floor building at 43 John Street, with one or more levels of underground parking rates third. This option scores lower due mainly to the much higher costs associated with a larger building and the underground parking. Although it represents the lowest cost, renovation of the John Street Branch rates the lowest, due mainly to the low degree of improvement for the required investment. Further Analysis of the Options In addition to the above rating by criteria, Figure 24 presents a more detailed assessment of the advantages and disadvantages of each option.


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Advantages and Disadvantages of Each Option Figure 24 Options Advantages Disadvantages

Greenfield (Central Atrium & Mall/ Street alternatives)

Purpose-built to meet the parameters of the ‘ideal’ facility (highest level of functionality & appeal).

Single storey facility (fully accessible, multiple entrances possible, allow for expansion).

At-grade parking (lowest cost & more appealing for most members).

Lowest operating cost/square foot Lowest capital cost/square foot - at $10,992,640

- $12,142,640, this option is the lowest cost overall of the two ‘full-service’ options (including land acquisition cost).

Would be a cost-effective replacement for the John Street Branch if located on another suitable site within the downtown.

No service disruption, compared to a re-build or renovation of the John Street Branch.

Through a partnership, some facility components could be shared with a complementary facility/operation, thus reducing capital & operating costs (e.g., leisure centre, retirement facility).

Requirement to purchase 3-5 acres of land ($1.35 - $2.5 million, depending on size & land cost)

New-Build Full-Service Facility at 43 John Street (same scale as Greenfield option)

Purpose-built to meet the parameters of the ‘ideal’ full-service facility (high level of functionality & appeal).

Maintains an OSCC facility at 43 John Street. Increases the functionality, appeal & capacity of

an OSCC facility at 43 John Street. Do not have to purchase a site (save $1.35 -

$2.5 million). Do not have to invest approximately $1.5

million into the John Street Branch for the remaining maintenance/renewal items.

Highest capital cost. Most parking below grade, resulting in much

higher cost (+ $4,773,600 compared to surface parking).

For some members, underground parking will not be as appealing as at-grade parking.

Multi-storey design not as functional, accessible & all-inclusive.

Higher operating cost than Greenfield options.

High level of service disruption for 1.5 years while new facility is constructed.

Provides no opportunity to expand. New-Build Hybrid Facility at 43 John Street

Maintains an OSCC facility at 43 John Street. Increases the functionality, appeal & capacity of

an OSCC facility at 43 John Street (similar components, but improved layout, component size & design, features, air circulation, natural light, accessibility, reduced wasted space).

Do not have to purchase a site (save $1.35 - $2.5 million).

Do not have to invest approximately $1.5 million into the John Street Branch for the remaining maintenance/renewal items.

High value for capital investment. Reduced operating cost, compared to existing

facility. Extended building life, compared to existing

facility.

Not as extensive a facility as the option to provide a ‘full-service’ branch at this site; therefore, reduced functionality.

High level of service disruption for 1.5 years while new facility is constructed.

Provides no opportunity to expand.

Renovation of the John Street Branch

Maintains an OSCC facility at 43 John Street. Marginally increases the functionality, appeal

and capacity of the John Street Branch. Less disruptive than rebuilding the entire

facility. Do not have to purchase another site (save

($1.35 - $2.5 million).

Only marginal increases the functionality, appeal and capacity - with significant capital investment

Still have to invest approximately $1.5 million for the remaining maintenance/renewal items.

Only marginal reduction in operating cost. Provides no opportunity to expand. Retains a 40+ year old building.


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4.5 The Preferred Option From the comparison of options shown in the matrix (Figure 23) and the more detailed advantages/disadvantages analysis (Figure 24), both alternatives of the Greenfield option emerge as the top choice for either a fifth ‘full-service’ branch or a downtown replacement for the John Street Branch. The Greenfield options represent a substantial upgrade over the existing John Street Branch. If the OSCC intends to maintain a facility at 43 John Street, the ‘new-build’ Hybrid option provides the best value and is a significant upgrade over the existing facility. 4.6 Implementation Strategy The following are a number of next steps that could comprise the cornerstones of an implementation strategy. 1. Discuss and confirm that a downtown branch is a mandatory component of the long-term

facility strategy for OSCC, even if at another site which provides a better option for a downtown branch.

2. Determine the capacity of the organization to pursue a major capital investment, including a

realistic target for fundraising. 3. Further research the potential for partnerships and other strategic alliances. Pursue any

specific opportunities that may arise, now that there are solid directions to consider for a new or renewed facility. Various partnership opportunities will influence which of the best options to pursue. For example, one of the partnership opportunities would include the Corporation of the City of Oshawa.

4. Develop a communication strategy to inform OSCC participants about study findings and

options, as well as the most reasonable opportunities for facility renewal. 5. Further pursue and flesh out the new-build hybrid option for 43 John Street.

6. Develop a strategy that addresses the staging requirements for repair and replacement of

capital projects that were identified in the 2007 facility condition assessment of the John Street Branch, in lieu of other facility initiatives that may be under serious consideration.


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Appendix A: Notes from the Six Input Forums and Integration of the Results The following six forums were conducted to solicit input into this study: Forum One for participants registered at the John Street Branch (with a few participants

registered at other branches) – 35 delegates Forum Two for participants registered at the John Street Branch (with a few participants

registered at other branches) – 34 delegates Forum One for OSCC staff – 16 delegates Forum Two for OSCC staff – 12 delegates Stakeholders Forum – 18 delegates Board of Directors Forum – 10 delegates The notes from each of the forums are included below. Preceding the notes is the compilation of the results from all of the sessions.


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Oshawa Senior Citizen’s Centres John Street Branch Revitalization Study, 2011

Integration of the Results from the Six Consultation Forums

Discussion Topic #1: Imagine an Improved Main Branch For today and into the future, what activities and functions should be accommodated in the main branch? What do you see happening in the centre? What should the main branch facility be like and feel like?

Figure 25 (Last Revised: May 22, 2011)

Overall Ranking by Total Score

Themes

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1 Improved parking/acceptable parking structure with more parking and larger spaces/parking garage or underground

19 16 11 9 5 60 5

2

Larger kitchen/large full service cafeteria with an accessible dining room/possible coffee shop/wider food selection/Ensure food services remain available/Teaching kitchen for cooking programs

20 17 6 5 3 3 54 6

3 Larger fitness facility with an equipped gym room, better air flow, and recreation opportunities to help the growing lifestyle

17 12 4 4 0 2 39 6

4 Need several large multi-purpose rooms/Larger activity rooms 13 13 3 7 3 39 5

5

Improved Adult Day Program facility that is larger and more accessible with washroom, closet and good drop off area/Expand the Adult Day Program, and dementia programs and services /Improved day program with more space

5 0 10 8 6 1 30 6

6

Improved administration space that may include a move to a separate floor or a different building location/Improved boardroom/larger meeting rooms for event planning/ with equipment /comfortable chairs

3 5 15 1 6 30 5


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7

Tall building with several stories and underground parking/Enlarge by building up/make use of sky space/multi level building structure

20 0 8 28 3

8

Improved accessibility/more elevators, better exits and wider ramps/centre must be accessible at all levels/Improved accessibility into the building from all floors

12 6 2 5 1 26 5

9

Health and wellness room for things like foot care, massage, blood pressure, counselling, etc./Expand health/wellness programs and services

8 4 0 10 3 25 5

10 Larger and more accessible washrooms/better ventilated 5 9 5 5 24 4

11 Bright and airy facility with larger windows and better lighting/natural lighting/plants

6 5 7 5 0 1 24 6

12

A welcoming fun environment with a "home away from home"/cozy atmosphere/Maintain John Street branch as a Seniors-only facility/Senior-friendly décor/replace carpets with industrial flooring/brighter colours

5 4 8 2 0 19 5

13 Outdoor patio area, possibly with garden, BBQ, and recreational area/ Garden area /Horseshoe pit

2 5 4 3 5 19 5

14 Improved air flow/modern and efficient, individually controlled heating and cooling systems/Modern facility

9 4 5 0 18 4

15

Gymnasium that can be used for special events and physical activity programs/Large gymnasium for racquet sports, etc.

10 6 1 17 3

16 More storage space throughout that is secure and easy to access 6 6 2 14 3

17 Walking and running track 3 10 0 13 3

18 Evaluate and select programs that are in the highest demand 12 12 1

19

Large assembly space that includes a theatre for stage shows, a movie room, lecture hall, and special events area/A party or celebration room for special events

4 1 2 3 1 11 5

20 Tear down John Street branch and rebuild on same site 9 9 1

21 Continue to cultivate partnerships 8 8 1


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22 Large resources library/quiet reading room 3 3 1 0 1 8 5

23 Computer facilities with Wi-Fi 2 2 1 2 1 8 5

24 Improved transportation services to field trips, other branches and back to the centre/Day trips/travel events

4 1 2 7 3

25

A bright and central T.V. lounge with comfortable furniture and natural light/A number of social areas with comfortable seating

4 3 7 2

26 Education courses/programs & services 1 6 7 2

27 Client and staff functions more separated 7 7 1

28

Dedicated office space for volunteers, students & extra staff to work in while at John Street/including staff lunch room & washroom/Optimize volunteers

1 6 0 7 3

29

A larger and brighter arts and crafts area that could accommodate a variety of different handcrafts/Increased arts programs/Space for pottery classes/ Woodworking room, have equipment moved from Eastview Boys & Girls Club

4 1 0 0 2 7 5

30 Improved safety, such as wiring and a sprinkler system 6 6 1

31 Improved pool/billiards room 5 0 1 0 6 4

32 Therapeutic/warm water pool & swimming 2 3 1 0 6 4

33 Large accessible reception area with a visible front desk 3 1 2 0 6 4

34 Quiet room/nurses station/first aid/A quiet room/meditation room 5 0 0 5 3

35 Improved access to staff 5 5 1

36 Accessible to where seniors are/ A centre associated with senior housing/ support services

2 3 5 2

37 Full time maintenance staff with their own staff room 3 1 4 2

38

Improved communications/improved sound system throughout/Information centre re: senior services 4 0 4 2

39 Add a fifth branch 4 4 1


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40

Align with an increasingly diverse population/accommodate non-mainstream needs/ethnic & cultural diversity/OSCC to provide welcome orientation for newcomers to the area

4 0 4 2

41 Effective flow pattern throughout the facility/ Spacious/ Wider hallways 4 0 4 2

42 Shuffleboard facility 3 3 1

43 A room dedicated to table games/cards 1 2 0 0 3 4

44 Focus the purpose of the John Street branch/specialize the programs 3 3 1

45 Keep this building and expand with another branch 3 3 1

46 Continue to provide legal and accounting services 3 3 1

47 Dance studio with storage 2 0 2 2

48 Use the building in the evenings and weekends/extended hours to meet demand

1 1 2 2

49 Accessible to main roads/transportation 2 2 1

50 Web-based access/programs & activities 2 2 1

51 Change the name of OSCC so 55+ will join us/ Inviting to younger seniors 1 1 2 2

52 Staff to grow and adapt with the growing population 1 1 1

53 Soundproof rooms 1 1 1 54 Building all on one floor 1 1 1 55 Buy and sell service/ bulletin board 1 1 1 56 More language programs 1 1 1 57 Promotion and Info/registry 1 1 1 58 Energy efficient building/eco-friendly 0 1 1 2

59 Flexible building/adapt to changing needs 1 1 1

60 Solarium 1 1 1 61 Music instruction/choir practice 0 0 1 62 Facility not built on an ant hill 0 0 1 63 Laundry facilities on-site 0 0 0 2

64 More multi-purpose/diverse/rent space to doctors, hairdresser/etc./ Retail outlet/ tuck shop

0 0 0 2

65 Counselling rooms for staff, peer mentors, etc. 0 0 1

66 Dart room 0 0 1 67 Bank machines 0 0 1 68 Bar 0 0 1 69 Photo studio 0 0 1


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70 Each centre should be "one-stop" services/keep centralized 0 0 1

71 Don't duplicate services 0 0 1 72 Consider more satellite locations 0 0 1

73 Friendly outreach visiting services/ during illness, etc. 0 0 1

74 Change location/move north 0 0 1 75 Affordable/value based programs 0 0 1 76 No programming below ground 0 0 1

77 Status quo, have all activities that other branches have 0 0 1

78 Each branch has a different focus - maintain this to provide variety and choice

0 0 1

Note: Discussion Topic #1 for the Stakeholders Forum was worded slightly differently - as follows:

Role of the OSCC What are your thoughts about the future role (programs, services & facilities) of the OSCC and the John

Street Branch – serving older adults (age 55+) in Oshawa and how those services could be provided?


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Location Criteria Figure 26 reports on the compilation of opinion regarding site criteria from the six forums and the written survey.

Compilation of Location Criteria Scores from the Forums and the Written Surveys Figure 14

Forums and

Surveys

Criteria

Adequate Size for Current & Future Needs

Accessible by Public Transit

& Major Roads

Close to Health

Services

Close to Other

Services/ Facilities (see note)

Within a Compatible

Environment/ Neighbourhood

Adjacent to/within a Park/Green

Space

Site of a Potential Partner

John Street #1 14 26 5 8 3 3 John Street #2 22 20 8 Staff #1 18 10 4 7 Staff #2 12 10 3 5 3 3 8 Stakeholders 12 16 7 11 6 6 3 Board 8 5 4 1 1 4 Totals 86 87 15 40 13 20 15 Written Surveys 15 18 4 1 2 Totals 101 105 19 40 13 21 17

Compilation of Location Criteria Scores from the Forums and the Written Surveys Figure 14 (cont’d)

Forums

and Surveys

Criteria

Cost to Purchase

Creates Good

Distribution of Branches

Downtown/ Nearby

John Street Branch/ Central

Visible

Proximity to Where Older Adults

Live/Will Live

Applicable for

Funding Incentives/

Grants

Available Unused/

Underused Building

Access from

Other Communities

Proper Zoning

John Street #1 6 18 21 John Street #2 8 15 6 14 10 Staff #1 11 4 1 Staff #2 6 3 4 2 2 1 1 Stakeholders 4 4 4 2 3 3 Board 4 6 6 1 Totals 28 3 58 10 48 14 4 1 4 Written Surveys 1 4 29 1 9 1 Totals 29 7 87 10 48 15 13 1 5


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Integration of the Results from the Six Consultation Forums

Discussion Topic #3: Possibilities to Consider for the John Street Site and/or Another Site For example: compatible partners, number of branches to meet future requirements, the role of the John Street facility (if any), if a new and larger main branch facility is developed elsewhere, etc.

Figure 27 (Last Revised: May 22, 2011)

Overall Ranking by Total Score

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s

1

Partnership possibilities/opportunities: Seniors housing/Retirement home/ UOIT/ Commercial sector/ Sharing/compatible partners/ Public sector/ City of Oshawa/ Provincial government/ Schools/ Y.M.C.A./ Veterans Organizations/ Bank/ Casino/ Other communities/Place building on border or Whitby/Clarington/ Seek Compatible partners/ Non-complimentary agencies/ Service providers/ All-ages recreational centre/ Condo housing/ Retail store front partners/ Private sector/ Boys and Girls Club/ Church/Seven Day Adventist/ Library/ New recreational complex / G.M. retirees and unions/ Region of Durham/ C.A.W. retirees/ Alzheimer's Society/ Partner with Health Care Agency, medical partner such as Oshawa Hospital/ doctor, dentist, V.O.N., optometrist, wellness centre, etc.

14 49 19 19 6 10 117 6

2

Improve the John Street branch and keep as the main facility, also add a 5th branch/ Keep John Street branch and add another branch/ New branch and re-purpose John Street

36 18 7 61 3


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3

Create a multi level building/working with possible partners/ Total rebuild to include underground parking/ Multifaceted service centre/multi level to include market, pharmacy, café, gift shop, etc./ John Street with 4 floors and in-ground parking/ How to adapt the John Street site?/underground parking/build several more floors. etc./buy the house to increase size of lot

12 0 18 5 11 46 5

4

Keep John Street branch and move some functions elsewhere/ De-centralize some programs/ Focus on the Adult Day Program at John Street and move other services to a new site/ Move administration and utilize John Street branch space/ Move some administration out to other locations/At the John Street branch, focus on serving the needs of the immediate older adult neighbours/Retain John Street as a branch/Consolidate components at John Street Branch/combine fitness, new cafeteria, with solarize and open/close patio on new site/ Centralize Day Program at John Street/ Convert John Street branch into an arts retreat/ Re-purpose a building downtown

6 3 9 4 9 3 34 6

5

Suggestions for potential sites/locations for a fifth branch or a re-located John Street Branch (See list of suggestions below)/Waterfront harbour (near the harbour that the city is taking over)/ Consider Central Collegiate as a possible location

9 2 7 5 1 24 5

6 Plan a 'senior-friendly' community which promotes independent living with the senior centre as hub for services

12 12 1

7 Must have sufficient parking 10 10 1

8 Use lottery funds or government grants/ Seek provincial and federal grants/ Seek lottery money

8 2 10 2

9 Use media to raise awareness of need for a new facility 9 9 1

10 Research the needs of future seniors/ Need to understand the future senior/attract a younger market

3 6 9 2

11 Expand other branches 8 8 1 12 Building ownership as opposed to 8 8 1


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lease

13 Fundraising 7 7 1

14 Research best practices/learn from other seniors centres 7 7 1

15 Work with complimentary agencies/services providers 7 7 1

16 Add a fifth branch/ New branch in the north end of Oshawa 6 1 0 7 3

17 Retain corporate administration services at the main branch 3 3 6 2

18 Sell the existing site and relocate to a larger building/site 1 1 3 0 5 4

19 Recognize sponsors with a wall of honour 5 5 1

20 Improve building accessibility 4 4 1 21 Lobby politicians 4 4 1

22 Optimize the John Street branch by scheduling more classes after 3pm to help with the parking issue

3 3 1

23 Increase in-house transportation (more buses and drivers) 3 3 1

24 Rent space to accommodate OSCC growth 3 3 1

25 Ensure room for growth 3 3 1 26 Share staff with partners 3 3 1

27 Raise the minimum age of participants to over 65 2 2 1

28 Adult day program all on one level 2 2 1

29 Change the OSCC name to attract more people 55+ 2 2 1

30 Establish a planned giving initiative/ will or planned giving 2 2 1

31 Create an OSCC foundation 2 2 1 32 Daycare facilities for grandchildren 1 1 1 33 Move John Street parking offsite 1 1 1 34 Purchase house at back of the lot 1 1 1

35 Factor in the revitalization of the downtown- use current site, demolish building

1 1 1

36 Underground access to and from Sunrise apartments on Centre Street 1 1 1

37 Do we need a head office/main branch? 0 0 1

38 John Street foot care/recreation 0 0 1

39 Be within walking distance of many participants 0 0 1

40 Buy the Guide house 0 0 1 41 Lease vs Buy 0 0 1


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Possible Locations:

Midtown mall

Durham Social Services

E.A. Lovell School

Donovan Secondary School

Children’s Arena

Civic Auditorium

Adelaide and Ritson/old GM area

Taunton clinic/Children’s Aid/Airport area - to access Whitby

St. Joseph’s School, Simcoe St.

Valleyview Park area

Alexander Park

Oshawa Shopping Centre

Children’s Aid/Board of Ed. building

Knob Hill site

Alger Press

“North” area

PHI Building, King Street

Bottom floor of city hall

Arts Resource Centre

Zellers mall site on Simcoe Street

Bottom floor of revenue building

Fittings site on Bruce Ave

Old Shoefield Woollen Mill site (rumoured senior housing site)

Central Collegiate

Lake Ontario waterfront

Suggestions for Partners:

UOIT

Commercial sector partners (x2)

Public sector (e.g., City of Oshawa, schools, other communities, library, Region of Durham)

YMCA

Banks

Casino

A non-complimentary entity

An all-ages recreation/community centre

Seniors housing development or retirement home

A condo/housing partner

Retail stores

Boys and Girls Club

A church

GM retirees and unions (x2)

Alzheimer's Society


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Oshawa Senior Citizens Centres John Street Branch Revitalization Study

Input Forum – John Street Branch Advisory Committee and Representative Participants – First Session

April 7, 2011

There were 35 delegates at this session.

Scoring and ranking: Each ‘dot’/vote allocated to a theme is scored as one point (the total score is recorded in brackets beside each theme). The themes are ranked by score.

Discussion Topic #1

Imagine an Improved Main Branch For today and into the future, what activities and functions should be accommodated in the main branch? What do you see happening in the centre? What should the main branch facility be like and feel like?

Cafeteria and Kitchen (score: 20) Cafeteria with a kitchen Cafeteria food services Eating Up to date kitchen facilities Larger kitchen (x2) Larger cafeteria (x3) Be able to cook in the kitchen More accessible/larger dining room. There is currently no room for walkers or wheel chairs Improved Parking (score: 19) Improved parking (x5) More parking (x4) Underground parking (x6) Multi tiered parking (x4) Exercise/Fitness Facility/Area (score: 17) Exercise facility (x4) Health Properly ventilated exercise areas Good sound system for fitness/dance programs Storage space for fitness equipment Fitness classes (x2) Separate room for fitness classes Larger room/better space for exercise programs (x3) Equipped gym room (x2) Modern up to date exercise rooms


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Medium Sized Multi Purpose/Program Rooms (score: 13) Need at least 6 multi-purpose rooms, all larger than at present More and larger rooms (x3) Larger and better meeting rooms (x3) Enough special interest rooms so that some programs are not pre-empted by others Multi floor system for present activities A room for bingo A room for leisure dance Assembly Space/Gymnasium (score: 10) Gym space (x3) More space for physical activity program (x2) Gym that can be divided with a retracting wall (x2) Dance area (x3) Badminton Large area for special events with kitchen facilities Large meeting area/event room that can be divided (x3) Special events, gymnasium/auditorium Current assembly room flooring is very uneven - not currently suitable as a gymnasium Health/Wellness Room (score: 8) Health and wellness room Foot care room Centre Must be Accessible Throughout (score: 6) Important now, Handicapped cannot exit the lower level in case of fire. They should not be

on the lower level More accessible/larger dining room. There is currently no room for walkers or wheel chairs More than one large elevator Ramps are a hazard Better accessibility for the Adult Day Program inside the building Mobile accessibility to all levels of the facility Better accessibility to the outside More and Better Storage (score: 6) More storage space (x3) Storage space for crafts Large storage space with easy access to supplies, tables, chairs, etc. Improved Safety (score: 6) Safety concerns must be addressed Safety access control Rotted wiring Need a sprinkler system (x2) Improved Accessibility into the Building (score: 6) Building accessible to outside from all floors Sheltered entrance for transit services


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Larger entrance with sliding doors for easier access Brighter Facility (score: 6) Larger windows to make the Centre brighter (not just for offices) Programs for CNIB Brighter rooms Up to date lighting Vision monitors Pool Billiards (score: 5) Pool table (x2) Improved pool room Games, billiards, pickle ball, etc. Washrooms (score: 5) Larger washrooms (x2) Adult Day Program (score: 5) Keep the day program Adult Day program room More rooms for more programs Larger Adult Day program facility (x2) Day program with access to an outdoor garden Adult Day program facility needs an increased area with wheelchair accessible washrooms Theatre (score: 4) Room for stage shows and a theatre screen (x2) Movie room Improved Transportation to the Centre (score: 4) Better Transportation system that will look after senior needs and movements Transportation updated for newcomers/new location Lounge (score: 4) T.V. lounge One lounge with good lighting Modern comfy lounge Bright and homey central lounge Lounge for drop-ins and T.V. Arts and Handcraft Rooms (score: 4) Woodworking room that could accommodate tools (x3) Workshop for all Larger brighter and more craft rooms Ceramics Painting Crafts Art


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Durham woodworking is closing @ Eastview Boys & Girls Club. We have all the tools and about 100 members. We have regular meetings, several members worked with the Day Program people at some small woodworking projects. This could be expanded to include small projects. Need a room about the size of the John Street lower assembly hall to accommodate.

Shuffle Board (score: 3) Shuffle board facilities (x2) Sports Resources Library (score: 3) Central library room Resources, programs, courses Improved Administration Space (score: 3) Administration offices (x3) Larger administration offices (x4) Administration offices need to be on a separate floor (x2) Administration offices to be located in separate building/location (x4) Planning (short & long range) Staff takes too much space All staff offices together/approachable Improved Front Desk Lobby (score: 3) Front desk and lobby Walking/Running Track (score: 3) Walking and running track Pool (score: 2) Pool or hot tub/whirlpool Therapeutic pool Warm water pool Pool area for swimming Exercise pool that will accommodate 25-30 people Computer (score: 2) Computer facilities Computer room should be larger and dedicated to courses only Computer classroom (x2) Outdoor Patio (score: 2) Patio Patio with flowers Patio/outdoor area for horseshoes, etc. Roof top garden with patio Outside patio big enough for a barbeque Larger outside sitting area and garden


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Education (score: 1) Education courses A Room Dedicated to Table Games (score: 1) Proper Games Tables (x2) Cards (x2) Darts (x2) A better well lit area for jigsaw puzzle tables Music and Choir (score: 0) Choir practices Music instruction and participation Green House (score: 0) Green House Washer and Dryer Space (score: 0) Washer and Dryer space

Discussion Topic #2

Location Criteria If an improved and enlarged main branch facility cannot be accommodated on the John Street site, what should be the factors to consider when looking for a new site?

Close to Public Transportation (score: 22) Central Location (score: 17) Close to Seniors Housing (score: 20) Adequate Parking (score: 8) Space for Growth (score: 6) Cost to Purchase (score: 5) Close to Clinics and Hospitals (score: 4) Close to Shopping (score: 3) Close to Major Roads (score: 3) Close to Complementary Facilities (Library, Art Centre, City Hall) (score: 3) Close to a Park (score: 2)


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A Safe Environment (score: 2) Close to Services (score: 1)

Discussion Topic #3 Possibilities to Consider for the John Street Site and/or Another Site (e.g., compatible partners, number of branches to meet future requirements, the role of the John Street facility (if any) if a new and larger main branch facility is developed elsewhere, etc.

Build a Fifth Branch and Keep the John Street Branch (score: 36) Keep John Street as main branch and improve facility. Add 5th location John Street branch to be a seniors-only facility (x3) Another location, possibly Adelaide and Ritson New building on larger area with existing as a smaller satellite (x3) Properties east of attached apartment building beside John Street Number of branches, 5th additional one/ East (where Donovan School is), it may be closed

now Multi units means less crowding Return John Street to a “daytime” retirement centre for the mobile, but athletically

challenged seniors Administration in separate building/move admin to another site and use John Street as a

branch The centre could concentrate on fitness and general interest courses. Have some offices, a

cafeteria, rooms used for meeting and recreational activities Keep John Street for admin and meeting rooms, and have a separate building for gym

activities and large multi-purpose rooms John Street used for offices Partnership Possibilities (score: 14) Partner with a church Clinic (x3) Apartments on top of Senior’s Centre building Rebuild John Street and have sponsors put their names on plaques Drug Store Shopping/retail partners (x4) Partner with an existing seniors residence operator to build a high rise seniors residence on

this lot with the D.S.C.C. on the main lot (we own the lot) Sell property with conditions/ At least 2 floors, underground parking, ground floor,

commercial 2-3 floors seniors centre with seniors housing above, maybe a nursing home. Partner with Lovell School Trillium Foundation Ambulance Station Developer Explore a partnership to finance a multi-use facility


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Find a larger building to accommodate the desired facilities UOIT partner How to Adapt Present John Street Site (score: 12) Underground parking (x5) Add 2nd tier to parking lot Build up commercial on ground floor, seniors activities on next 2 floors, with seniors

apartments above that, parking underground Keep John Street and remove administration Tunnel to Parkview or overhead tunnel over Centre St. to seniors building New updated modern building on same site (x2) Same location with several new floors and apartments above (x2) Maintain location Keep current location, but build it up/add several more floors (x11) Purchase property in south west corner to expand the site Possible Sites (score: 9) Midtown mall (x6) Last mall/med centre Fitting site (x2) Donovan Collegiate (x2) Ritson Road and Adelaide Adult school across the road Richmond and Mary St. Purchase existing building De-Centralize Some Programs (score: 4) Rent rooms at Guide House and E.A. Lovell School for programs The day program could be accommodated elsewhere and come here for lunch Optimize the John Street Branch (score: 3) Right now we have only one class after 3pm. Schedule more classes after 3pm - may helping

with parking issue Raise Minimum Age of a Participant to 65 (score: 2) Limit age 55-64 as seniors, only accept ages 65+ Move some Admin Out (score: 2) Staff who do not interact daily with members could be moved elsewhere. Free up space for

member’s activities Sell Existing Site and Relocate (score: 1) New Building at bigger location for all - sell existing Sell the building and relocate to Fittings


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Input Forum – Second John Street Session April 13, 2011


Scoring and ranking: Each ‘dot’/vote allocated to a theme is scored as one point (the total

score is recorded in brackets beside each theme). The themes are ranked by score.

Discussion Topic #1 Imagine an Improved Main Branch For today and into the future, what activities and functions should be accommodated in the main branch? What do you see happening in the centre? What should the main branch facility be like and feel like?

A Tall Building with Parking Underground (score: 20) Grow up and down (x2) Perhaps underground parking could keep us here and another floor added Several floors Larger Tear down present building with underground parking, combined with street level parking.

Go up? Stories completed with elevators 2 level parking (or main level parking with 2nd level facility) (x2) Build up More parking, (parking garage, underground, etc.) Parking underground, tall area, 7ft area handicap Build dormer over building for more space Parking below (x2) Location is still very good. More floors for dual classes and activities Put building on stilts, parking opened up beneath, 2-3 stories high New stories on top Improved Cafeteria/Food Service (score: 17) Larger cafeteria Larger lunch room (x2) Larger dining room (x2) Larger improved kitchen/dining area Better lunch choices in cafeteria Improved cafeteria and food Larger kitchen facilities, seniors directly involved (working) on all aspects, no lunch caterers Second dining room (if building is expanded upwards) Continue to provide meals for all of the seniors living in this area


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Improved Parking (score: 16) Parking (x2) More parking (x5) Parking underground (x2) Larger spaces for larger classes (existing ones and expanded) Seniors parking, other people should not be excluded, need larger parking facilities Better/improved parking (x6) Improved parking, perhaps tiered, grow upwards and downwards, storage facilities

desperately needed Lots of handicapped spots and others can park a little further away Larger Activity Rooms (score: 13) Larger activity rooms More rooms needed for committees and other classes Larger rooms for out-programs - some programs do not have enough room now More classes, more instructors Fitness Centre (score: 12) Fitness (x3) More fitness areas More room for chair exercises Change rooms (x2) Showers (x3) Fitness and exercise equipment (x4) Better air flow in exercise room Fitness facility upgrade, esp. air conditioning, need better egress in case of fire evacuation Continue with courses, perhaps enlarged facilities are needed to accommodate larger classes,

i.e. fitness, special events, etc. Walking Track (score: 10) Walking track (x3) Improved Washrooms (score: 9) Extra bathroom Larger washroom Washroom really needs a lot of work Washrooms Washroom to accommodate religious group Improved Air Flow (score: 9) Radiant heating in floors Improved air flow and air conditioning (x2) Improved temperature control in rooms Gymnasium (score: 6) Large gym Large gym for racquet sports, basketball, etc. Gym facility for badminton, pickle ball, table tennis, and various other “senior” activities


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Second gym/second floor (x3) Better Accessibility within the Building (score: 6) Larger/wider aisles Elevators, escalators Better accessibility/ ramp is too narrow Need a Nurses Station (score: 5) Nurses station or first aid or health depot - access for day program and other services Improved Access to Staff (score: 5) Keeping the staff that is here please Open availability of staff A Brighter Place (score: 5) Brighter Better lighting Bright, many windows, better lighting, pleasing colours, A Happy/Fun Place (score: 5) Fun happy place Friendly, happy Must feel like home Remain homey and comfortable A refuge When coming in to the branch, making people happy A coordinated flow of activities that we have a feeling of belonging together Improved Communications (score: 4) Coupon exchange New sound system Surround sound system, personal headphone microphones Improved PA system throughout the building Info centre or board that incorporates calendar of events and communications Therapy Pool (score: 3) Swimming Pool (x2) Garden Area (score: 3) Rooftop lounge/garden patio Nice gardening area (x2) Solarium/indoor or balcony garden or tea room (lighter and brighter) Larger Library (score: 3) Library space Larger library


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Put Administration Somewhere Else (score: 3) Function: Administration could be established elsewhere Board Room (score: 2) Board room Dance Studio (score: 2) Dance studio with lots of storage (x3) Outdoor Patio (score: 2) Outdoor patio (x2) Outdoor patio, BBG facilities Computer Room (score: 2) Computer room Computer classes/access to computer All on One Floor (score: 1) Building on one floor (x2) A Pottery-Only Space (score: 1) I miss the pottery classes that we used to have Special Events (score: 1) Special events Party or celebration room for special occasions Should be multi functional for special events, for grandchildren and children Buy and Sell Service (score: 1) Seniors services by way of a seniors bulletin board Bar (score: 0) Bar Improved Day Program (score: 0) More space for day program, like Conant’s: comfortable, wheelchair friendly, activity areas,

cards, puzzles The opportunity for fitness classes at all levels of activity Woodworking Space (score: 0) Woodworking Keep John Street for administration purposes and cafeteria and specialized programs. Restore

Lovell school for most programs, for bigger classes and activities A Quiet Room (score: 0) A lounge or quiet room Meditation room (religious)


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Photo Studio (score: 0) Photo studio Horseshoe Pit (score: 0) Horseshoe pit

Discussion Topic #2 Location Criteria If an improved and enlarged main branch facility cannot be accommodated on the John Street site, what should be the factors to consider when looking for a new site? Big Enough (score: 21) Transit (score: 19) Close to Seniors Homes (score: 13) Funding (score: 9) Cost (score: 7) Close to Services (score: 7) Good Exposure (score: 5) Downtown (score: 14)

Discussion Topic #3 Possibilities to Consider for the John Street Site and/or Another Site (e.g., compatible partners, number of branches to meet future requirements, the role of the John Street facility (if any) if a new and larger main branch facility is developed elsewhere, etc. Keep the John Street Branch and Add Another Branch (score: 18) Keep John Street and build elsewhere John Street still Main Branch Keep John Street and have day program (x2) If need to move, keep John Street as rec facility/lunch Fix up John Street facility, but build another new facility downtown Use current John Street Facility for day program and admin and build separate for fitness and

more active senior community (gyms/games)


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Re-invent John Street, build up and dig down Keep John street building (for 2 seniors residences), lounge and special events Keep this building as is for activities. Build a bigger and better one in a different location.

Donavan/Midtown mall- big enough for parking John Street branch- dedicated strictly for seniors admin purposes, keep the cafeteria/improve

it. No offshoots, i.e. community centre, leave in euchre, bingo, and billiards. John Street branch, administration and cafeteria improved, use only. Could the gym/all

purpose room downstairs be rented for seniors parties? I like the fact that the building is flat. There is no room to extend outwards, so it can only go

up. So leave this as is and find a different location for a bigger and better building. Must Have Sufficient Parking ... No Matter What the Arrangement (score: 10) Whatever we build, make sure we have enough parking (x2) Due to parking spaces, partnering with other business partners is not a good idea. A visit to

the Conant branch would verify this. While there is a handful of people in the seniors section, but the parking lot is nearly full

Raise Awareness of Needs (score: 9) Lots of media reports regarding a need for a new facility Need Another Branch (score: 9) Another Branch May be Needed as Oshawa grows north More buildings like Legends Centre Partner with a Retirement Home (score: 8) Partner with Amica (x4) Partner with seniors only apartment complex Grants and Lotto Funds (score: 8) Lotto funds build arenas, so build a sports building (gym), keep John Street Government grant Need to Do Fundraising (score: 7) Fundraisers Each senior donates $100.00 Jamboree (x2) Bingos Buy a brick campaign Find a rich uncle 50/50 draws Senior dance Sell gold bars for commemorative wall Partner with the Commercial Sector (score: 6) Home Depot Lowes Private, e.g. conglomerate that owns Midtown Mall (x2) Downtown business association


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Donations, son companies Recognize Sponsors (score: 5) Recognize sponsors with a wall of honour Lobby Politicians (score: 4) Money, Lobby a candidate for municipal election Partner with Governments (score: 4) Partner with City of Oshawa (if we have no other choice) Partner with provincial government at new proposed Go station at Knob Hill site Partner with levels of government to build senior residence and social centre at Old Shoefield

Mills property (Avenue and Centre St.) Partner with Schools (score: 4) Lovell School, or schools Partner with the YMCA (score: 4) Partner with YMCA (x4) Partner with Veterans Organization (score: 4) Partner with veterans organization Partner with Legion (x2) Consolidate Components (score: 3) Combine fitness, new cafeteria, with solarize and open/close patio on new site Partner with a Casino (score: 3) Partner with a casino Partner with Banks (score: 3) Partner with banks Partner with UOIT (score: 3) Partners with UOIT/Durham who are expanding downtown Partner with UOIT (near Bruce St. and the Oshawa clinic) (x2) Partner with Other Communities (score: 3) Partner with Whitby/Clarington to place building on border of each community, explore their

needs Partner with Health (score: 2) Partner with Oshawa hospital Wellness centres Establish a Planned Giving Initiative (score: 2) Wills or planned giving


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Location Ideas for a Replacement or New Branch (score: 2) Midtown Mall (x8) New building (if needed) must be close to John Street The Civic property could be used, parking is good Knob Hill Farms (x5) Pittsburgh Plate Glass Building Donavan Collegiate (x4) Use empty downtown schools, either land or buildings (x2) Vacant properties at Ritson and Adelaide (x7) Old Fittings Property on Bruce Street (x4) Lovell School (x4) Old Shoefield Woollen Mill site (rumoured senior housing site) on Avenue and Centre Where Food Basics is now As close as possible to this location Easily accessible to the seniors apartments nearby Park area south of John Street, across from Midtown Mall Include apartments and business as part of complex Partner with Boys and Girls Club (score: 2) Partner with Boys and Girls Club Partner with a Church (score: 1) Partner with Seven Day Adventist (x3) Partner with G.M. Retirees and Unions (score: 1) Partner with teachers union Partner with G.M. retirees to build a new site Partner with corporate EG union group , Lasco Steel Sell the John Street Site and Reinvest the Proceeds (score: 1) Sell John Street facility and look at other proposed sites to rebuild Tear Down the John Street Branch and Start Over (score: 0) Tear John Street down and start fresh, go bigger


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Input Forum – OSCC Staff – Morning Session April 8, 2011





Improved Administration Spaces/Offices (score: 13) Administration (x2) Admin area larger Admin offices in least desirable space (common space for all is best) Offices out of basement Less staff, spread other functions to other branches Office space separate from programming areas and not down hallways (x2) Admin separate area, either off site or separate floor/wing, etc. Move or share location with E.A. Lovell and house admin at John Street Offices moved out of this building and make program rooms on the north of building which

has a lot of light Improved Parking (score: 11) More parking (x6) Two-level parking in the back Parking lots Include staff parking into the main branch Parking high rise (bigger spots), to attach to high-rise seniors centre Improved Adult Day Program Facility (score: 10) Larger Adult Day Program rooms (x4) Adult Day Program at Legends Br. (x2) Washrooms in Day Program area One floor dedicated to ADP to meet all needs Day Program to have its own larger space for programming Day Program activities all on one floor. Safety for clients Adult Day Program move to pool room and install a washroom and coat closet Day Program space designed for needs of participants (dementia, mobility aids, personal

care)


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Brighter (score: 7) Bright (x2) Offices with windows Big windows for sunlight Brighter and more open/accessible Brighter/better lighting (x3) More natural light (x5) Natural setting for location Client and Staff Functions More Separated (score: 7) Non-competitive layout between seniors space and admin/staff space Staff room (x2) Lunch room for staff only (x5) Improved Storage (score: 6) More storage (x5) Space for long term and seasonal storage Secure storage space Dedicated storage space for ADP Food Services (score: 5) Larger cafeteria (x3) Full-service cafeteria, but also have a snack canteen run by seniors for Seniors Advisory

Committee fundraising Cafeteria with buffet service Modern meal/food café Coffee shop Improved Washrooms (score: 5) Larger/more participant restrooms Well ventilated barrier free washrooms for seniors Better washrooms Larger and more accessible washrooms (x2) Staff room and washroom (x3) Welcoming Environment (score: 4) Welcoming (x2) Low rise to maintain homey feel. Or keep the main floor the same feeling and move up Outdoor Space (score: 4) Outdoor space, an area for gardening, seating, and other programming, BBQ, etc. Outdoor program area to hold programs and an eating area Outdoor space Landscaping, room for gardening/rooftop garden Outdoor patio/recreation area, lawn bowling, basketball


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Heating/Cooling (score: 4) Better heating/cooling system Proper ventilation in the washroom facilities Own control over heating and cooling (x2) Modern and controlled heating/cooling systems Wellness/Health Component (score: 4) Wellness atmosphere Wellness room for foot care and counselling (x2) Separate wellness area for foot care, hair care, massage and blood pressure Dedicated Fitness area (score: 3) Fitness area(x4) Designated yoga room More fitness and recreation opportunities to help with growing lifestyle Maintenance Staff (score: 3) Full-time maintenance staff (x3) Medium Size Multi Purpose Rooms (score: 3) Multi-purpose rooms More medium sized activity rooms Sufficient activity rooms Adequate space for programs. (ADP is often bumped from booked rooms.) Large programming rooms and rooms for seminars Effective Flow Pattern Throughout the Facility (score: 2) Effective flow patterns Assembly Space/Theatre (score: 2) Dedicated lecture hall Theatre room (x2) Large auditorium for events

Improved Accessibility (score: 2) Improved accessibility and more elevators (x2) Better exits and wider ramps Better exit from the basement Spaciousness (score: 2) Spacious Dedicated Cards Room (score: 2) Cards-only room (x2) Move pool tables down stairs and use that room and some of the lounge a new program room

for cards, etc.


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Improved Boardroom (score: 2) Boardroom (x3) Staff meeting room separate from programming area Larger meeting room for event planning Lounge Socialization Space (score: 2) Larger area for seniors to socialize Large lounge Comfortable large social lounge/meeting area Computer Lab/Wireless Throughout (score: 1) Computer Lab (x2) Computer lounge with Wi-Fi portals to hook up laptops State of the art technology Wireless Facility (x3) Dedicate Space for Volunteers, Students and Extra Staff (score: 1) Shared office space for volunteers and students Dedicated office space for volunteers to carry on their business An office space for extra staff/students/managers to work in while at John Street Improved Reception Area (score: 1) Reception desk that is very visible Large front reception area Change the Name of the OSCC (score: 1) Change name of OSCC (have 55+ come join us) Teaching Kitchen (score: 1) Teaching Kitchen Kitchen area for cooking programs Library/Reading Room (score: 1) Library/Reading room (quiet area) Staff Growth (score: 1) More staff. Staff focusing on more specific tasks/duties. Staff to grow and adapt with

growing population Gymnasium (score: 1) Larger Gym Gym to include stages for performances and movies Gymnasium/large hall Gym with wooden floor Not Located on an Ant Hill (score: 0) Facility not built on an ant hill


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Laundry Room On-Site (score: 0) Laundry facilities (x3) Laundry facilities near wellness area

More Multi-Purpose in Nature (score: 0) Main branch more diverse, e.g., housing, programming, rec, day program, retail Senior centre high-rise to rent out space to doctors, hairdresser, audiologist, denturist, etc. Improved Pool Room (score: 0) Move pool room downstairs Larger Billiards area to include a snack bar and lounge seating Woodworking Room (score: 0) Woodworking room, have equipment moved from Eastview Boys and Girls Club Decor (score: 0) Proper industrial flooring/eliminate carpeting in the main travel areas Flat screen TV’s on the walls, ads for programs, TV commercials, etc. Brighter colours Senior-friendly decor

Discussion Topic #2 Location Criteria If an improved and enlarged main branch facility cannot be accommodated on the John Street site, what should be the factors to consider when looking for a new site?

Adequate Site Size (score: 16) Downtown (score: 10) On Bus Route/Major Roads (score: 9) On-Site Green Space (score: 6) Close to Other Services (score: 3) Visible/Accessible (score: 3) Room to Grow (score: 1) Near Seniors Population (score: 0) Central Location (score: 0)


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Keep John Street Branch and Move Some Functions Elsewhere (score: 9) Keep a branch downtown - make the “main” branch elsewhere Move Admin staff to a different location (x4) Move Admin to City Hall Make John Street just another branch Move Adult Day programs off-site to more accessible locations Re-develop John Street to standards Adult Day Program moved to Legends program room to serve north better Satellite locations – move admin, some programming space throughout Oshawa Rebuild John Street on current site and move services elsewhere Move transportation admin to Conant (x3) Rebuild (score: 9) Take John Street down and rebuild (x4) Total rebuild to include underground parking (x3) Parking garage (x2) Expand Other Branches (score: 8) Expand other branches to help distribute seniors Potential Locations (score: 7) Bottom floor of city hall Arts Resource Centre Valleyview club house beside the children’s arena Dedicated space at Oshawa Centre (x2) Beside Sunrise, facing the river and park Zellers mall site on Simcoe Street Bottom floor of revenue building E.A. Lovell school (x5) Donovan school (x3) Midtown mall (x3) Partnership with Senior Housing (score: 6) Tunnel from Sunrise to John Street facility (x3) Build in cooperation to provide seniors residence Build an underground walkway for seniors to access the OSCC from Sunrise Seniors building Partner with senior apartments and seniors retirement residences


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Multi-faceted Service Centre (score: 6) Build up on same site (x2) Multi level John Street branch, keep the main floor cozy and put admin on upper levels Multi level developed in cooperation with a local builder, to include: small market,

pharmacy, gift shop, café, wellness facility, banking machines, housing/parking that is for short and long term

Partnership with Others Sharing (score: 5) Compatible partners Have multi-purpose building like Legends - but with bigger senior area Medical Partner (score: 4) Medical health care building Pharmacy/medical building Doctor’s office, Dentist, optometrist City, Recreation, doctor/dentist, church Partner with Public Sector (score: 4) Partner with the City Partner with Durham Board of Education Partnership with the City and corporate sponsors Complementary Program with ARC or YMCA Need to Understand the Future Senior (score: 3) Development for younger seniors. Attract a younger market. What do ages 46-65 currently

like?

Sell the John Street Site and Reinvest (score: 3) Sell current location, there is no room for growth except up If we develop another main site, John Street could be bought by the Region and develop into

more senior housing

Increase In-House Transportation (score: 3) Transportation (more buses and drivers) (x2)

Expand John Street Site (score: 3) Buy the house to increase size of lot Adult Day Program on One Level (score: 2) Day program space all on one level (x2) Name Change (score: 2) Change organization name Change the OSCC name to entice more people over 55 (x2) Corporate Head Office (score: 2) Role of John Street would be to corporate head office


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Administration in Branch (score: 1) One facility needs to be the admin site, (lose touch otherwise)

Inter-Generational/Grandchildren (score: 1) Daycare facilities for grandchildren (x2) Do We Need a Main Branch? (score: 0) Do we need a head office/main branch? Centralize Day Program at John Street (score: 0) Turn John Street into day program central. Don’t need a lot of parking John Street Footcare/Rec (score: 0) John Street could be satellite foot care if other main branch was developed elsewhere


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Input Forum – OSCC Staff – Afternoon Session April 8, 2011





Adequate Parking (score: 9) Lots of parking (x4) An acceptable parking structure, (seniors should not worry about finding a space) Adequate Day Program Room (score: 8) Adult Day Program room Adult Day Program clients washroom Cloakroom & washroom inside the Day Program Closet for Day Program Sink and kitchen area in the Day Program Larger area for Day Program (x4) Transportation area near ADP link ADP drop off good Drop off area (day program and transportation office overlooking) Medium Size Multi Purpose Rooms (score: 7) Multi-purpose rooms More program space Plenty of room for participants in activities More rooms for recreational activities Larger rooms for fitness programs, (create more spots and limit being waitlisted) Activities, dance lessons Variety of activity choices, (active to less active) Happening, recreation courses Improved Staff Facilities (score: 6) Staff room/washroom (x4) Staff room (x3) Larger office spaces (x2)


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Staff lunch room (x3) Hidden admin offices Efficient transportation services, office space (2 staff and many volunteers) Improved Washrooms (score: 5) Larger washrooms (x2) Better washroom access Dedicated Seniors Centre (score: 5) Seniors-only facility (x2) Senior centre, not a community centre Efficient and Effective Heating and Cooling System (score: 5) Efficient heating and cooling Programmable temperatures Separate heating for active programs Natural Lighting Throughout (score: 5) Natural Light More Lighting/more day light Lots of windows (x4) Fitness Facility (score: 4) Fitness gym Physical activities, walking exercises, etc. Designated fitness areas with separate heating/cooling Large fitness room with an impact absorbing floor Seniors gymnasium with exercise equipment Quiet/dark area for yoga and other quiet programs Outdoor Spaces (score: 3) Outdoor recreation area Outdoor patio for eating Garden and patio Outdoor seating/gathering space in the shade Garden/green outdoor space for meditation Large Assembly Hall (score: 3) Large special events area Large assembly hall Large programming space Theatre style area for events, movies, etc. Dining Room/Café (score: 3) Cafeteria Larger cafeteria for clients Wider food selection Dining room with drop in café


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Big accessible appealing dining room with a stage Maintain the ‘Home Away from Home’ Atmosphere (score: 3) Home Away from Home Atmosphere (x3) Friendly atmosphere Main branch where friends meet Happy socializing participants Focal Point Lounge (score: 3) Quiet areas for seniors to socialize Lounge with comfy sofas Comfortable furniture Lounge with a fireplace area Bright lounge with natural light Open natural light, natural setting Central hallway with coffee area, reading space, gathering for conversation area, natural

skylight Computer Room/ WI-FI (score: 2) Computer lab (x3) WI-FI compatible State of the art computer/media room Lots of Storage (score: 2) Storage Lots of storage areas Hidden big storage Lots of storage space for games and crafts Large Welcoming Reception Area (score: 2) Welcoming open front desk area Large accessible reception area Teaching Kitchen (score: 2) Kitchen and cooking facilities in adult day program room Teaching kitchen/food prep area Community kitchen (for ADP and courses) Meeting Rooms (score: 1) More than one meeting area Meeting room with equipment (technology) Separate volunteer and staff meeting rooms Maintenance Staff Room (score: 1) Maintenance staff room (x2) Easy Access to Transportation (score: 1) Easy access with good public transportation


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Therapeutic Pool (score: 1) Pool (x2) Sound Proof Rooms (score: 1) Sound proof rooms Sound proof walls Improved Billiards Room (score: 1) Billiards room Pool lounge room Billiards with improved lighting and space Gymnasium (score: 1) Gymnasium (x3) Counselling Rooms for Staff, Peer Mentors, etc. (score: 0) Counselling Rooms for Staff, Peer Mentors, etc. Energy Efficient Building (score: 0) Green building space, environmentally efficient Designated Card and Board Games Room (score: 0) Designated card room Designated card area with card tables up all the time Activities, Euchre Board Games Less Carpet (score: 0) Less carpet Library (score: 0) Library (x2) Library area (not necessarily a library) Arts and Crafts Rooms (score: 0) Art room Designated art rooms with lighting Craft room Two craft rooms, (one for messy crafts, and one for not so messy crafts) Designated craft areas with tables up all the time Craft area with natural light, good air flow, sink, and lots of storage Woodworking room Walking Track (score: 0) Walking track (x2)


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Designated Space for OSCC Buses (score: 0) Designated parking spaces for OSCC buses close to the building, to be able to plug in during

the winter (or a parking garage) Sufficient Transportation (score; 0) Enough OSCC transportation to accommodate all programs A Number of Social Areas (score: 0) A number of social areas with comfortable seating A Quiet Room (score: 0) Nurse station (x2) Health/Wellness Space/Activities (score: 0) Wellness health room Wellness room/foot care and blood pressure, on-duty health practitioner Wellness/meal services, foot care, income tax, peer mentors Dart Room (score: 0) Dart room (x2) Wider Hallways (score: 0) More space for walkers and wheelchairs Open concept, easy to navigate Bank Machines (score: 0) Bank machine


Big Enough to Accommodate Parking and Expansion (score 11) Transportation/on Major Roads (score 9) Cost (score: 5) Potential Partnerships (score 5) Close to Other Services/Facilities (score: 4) Nearby to the John Street Branch (score: 3)


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Good Distribution re: the other Branches (score: 2) Purchase vs. Lease (score: 2) Compatible Environment (score 2) Closer to Hospital/Health Facilities (score 2) Adjacent Green Space (score: 1) Funding Incentives (score: 1) Where Growth is Going (score 1) Access from Other Communities (score: 0) Available Buildings (score: 0)


Building Ownership (score: 8) Building ownership as opposed to lease Five Branches (One plus Admin) (score: 6) 5 branches (x2) One more north branch for total of 5 branches 4 branches plus one admin branch (x2) 4 branches, (move to alternative office space) Health Agency Partners (score: 5) Walk-in clinic Rehab centre Heart and Stroke Society Partner with doctor’s office or medical centre (x2) V.O.N., support foot care services Partner with health care facility CECCAC partner Medicare, (sells walkers, canes, assistive devices) Potential Locations (score: 5) Midtown mall (x5) Region of Durham Social Services E.A. Lovell School (x3)


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Donovan Secondary School (x3) Children’s Arena (x2) Civic Auditorium (x3) Adelaide and Ritson/old GM area Taunton clinic/Children’s Aid/Airport area - to access Whitby growth St. Joseph’s School, Simcoe St. N. Valleyview Park area Alexander Park Oshawa Shopping Centre Close to Oshawa Shopping Centre Children’s Aid/Board of Education building Knob Hill site Alger Press “North” area PHI Building, King Street UOIT Partner, Durham College/Education (score: 5) UOIT partner (x5) Partner with university/school Board of Education partner O’Neil High School, (across from the hospital) John Street - Four Floors with In-ground Parking (score: 5) 4 floors In-ground parking Building More Accessibility (score: 4) Building Accessibility (x2) Retain John Street as a Branch (score: 4) Rejuvenate John Street branch Add another branch in addition to John Street Move the main branch elsewhere and keep & improve the John Street branch also Keep John Street for administration and build a new branch to accommodate needs (5th

branch) The Role of John Street in the future if new facility is built, stay functioning as it is now Rent Space to Accommodate OSCC Growth (score: 3) Rent space as OSCC expands, use rented space as part of our expansion Ensure Room for Growth (score: 3) Room for growth Condo Housing Partner (score: 2) Condo housing partner


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Retail Partner (score: 2) Retail store front partners Coffee shop (Tim Horton’s, Coffee Time, etc.) Hair Salon Boutiques geared to seniors, (open only during the day) Partner with the Private Sector (score: 2) Partner with a private sector (x2) Partner with a Retirement Home (score: 1) Retirement home partner Partner with a Library (score: 1) Partner with a library Move John Street Parking Off-site (score: 1) Move parking offsite to property that abuts 43 John Street branch Purchase House at Back of Lot (score: 1) Purchase house that remains at back of lot (x2) Partner with a New Recreation Complex (score: 1) Partner with a rec. complex Partner with a Bank (score: 0) Banks (x2) Be Within Walking Distance of Many Participants (score: 0) Within walking distance for participants Region of Durham Partner (score: 0) Region of Durham C.A.W. Retirees Partner (score: 0) C.A.W. Retirees Partner General Motors Alzheimer’s Society Partner (score: 0) Alzheimer’s Society (x2)


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Input Forum – Stakeholders Session April 14, 2011




Discussion Topic #1 Role of the OSCC What are your thoughts about the future role (programs, services & facilities) of the OSCC and the John Street Branch – serving older adults (age 55+) in Oshawa and how those services could be provided? Evaluate and Select Programs that Are in Highest Demand (score: 12) More of a demand for most services, need to evaluate and tailor present programs, weed

some, e.g., cards and bingo Meeting the needs of the wide age range will continue to be a challenge Interview seniors who are 55 to see what they would like Must recognize that demands of “Boomers” will be different and that they want new

programs/activities Health/Wellness Programs and Services (score: 10) John Street Branch as a Health Hub? Healthy eating teaching/eating together Alternative medicine clinics Expand wellness program, e.g.,: offer alternative therapies, clinic days, etc. Healthcare is a must, on-site access to nurse practitioner for education Increase Adult Day Program - wellness arts, chronic conditions programs Health care monitoring - e.g., blood pressure, foot care, hygiene, nutrition Complimentary therapies such are massage reflexology Connection with community health, nurse practitioners, on-site clinics - emphasis on

wellness Tear Down the John Street Branch and Rebuild (score: 9) Keep current location and do full rebuild with underground parking. Don’t want to vacate

area - it will drop the vitality of this area Rethink and redesign facility’s layout Review other senior-friendly community models and literature (for good examples) Continue to Cultivate Partnerships (score: 8) Partnership off-site with local businesses Team up with the university and other educational activities and upgrades


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Partnership with UOIT in seniors research Provide programs and services through volunteers, partner agencies, OSCC employees John Street location, RMG, Arts resource centre, library, city, ASDR. Partnership

opportunities, coordinate efforts Increased partnerships/strategic alliances with other community organizations and city

facilities Partner more with city fitness centre for more advanced programming - gearing to those that

may not be interested in other programs yet Education Programs and Services (score: 6) New media and technology resources Education centre, focus on education for caregivers/into ADP program Technology learning programs Education services, technology, computers, financial, life long learning Education interconnectivity between centres to deliver education programming via remote

setup Increase in intellectual programming Webinars remote learning virtual services to seniors residences Expand the Adult Day Program and Dementia Programs and Services (score: 6) Build in more capacity for adult day programs, to assist the sandwich generation Could adult day program be expanded to do evening, overnight, and weekend respite

service? Expanded adult day program. Plus specialist program for dementia Increased demand for services for seniors with dementia (adult day programs) Continue and increase capacity for adult day program activities and growth for participants Ensure the Facility is Accessibility (score: 5) Family/gender neutral washrooms Accessibility to programs/services for seniors, all with disabilities and not More older people = more people living with cognitive impairments/early dementia, consider

dementia-friendly features integrated in universal design A Fifth Branch (score: 4) An additional seniors-only building in Oshawa Start planning to build a new main branch to house the administration and programming. Do

not close this one: make sure that more seniors housing is included in this Align with an Increasingly Diverse Population (score: 4) Accommodate diversity and non-mainstream needs. Concentrate on grouping into core

values for increased funding support Identify whose needs are not being met (re: marginalized groups) Focus the Purpose of the John Street Branch (score: 3) Focus on wellness, education, and recreation Have the John Street Branch used mainly for seniors living in the buildings close by. More

for age 75+ - other branches to focus on age 55+. No parking programs if younger, more mobile seniors are going elsewhere.


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Specialize the programs at John Street In the future, may have to look into not offering such a wide variety of programs and services

at the John Street Branch How well used are all the distinct services? Do you expect different demands on them over

time? Move some programs/services out to other branches to meet demands at John Street branch Keep this Building and Expand with Another Branch (score: 3) Co-ordinate with city planning dept., identify service growth areas, incorporated into other

services, transportation Evaluate downtown revitalization. Will the seniors be here? A central location that can be accessed without personal transportation is important Purchase the complete property - the whole block - or expropriate if necessary for expansion. Ensure Food Services Remain Available (score: 3) Food/cafeteria available Continue to Provide Legal and Accounting Services (score: 3) Para Legal services Provide assistance of services for future planning and legal services A ‘Seniors-Only’ Facility is Important (score: 2) Seniors-only building is important A Centre Associated with Seniors Housing (score: 2) Aging in place If building is new, could senior housing be incorporated? If yes, have some support services

available: medication monitor, help bathing, help with groceries, banking Increased Arts Programs (score: 2) Arts based programs Creative and expressive arts Opportunities for amateur theatre/performing arts Ensure Adequate Transportation and Parking (score: 2) Transportation services, field trips, service to other branches, home and back Parking at Midtown mall and have a shuttle at different hours Parking/ under? More Language Programs (score: 1) Language programs for seniors who travel or are interested in learning Promotion and Info (score: 1) Information registry


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Use Building in the Evening (score: 1) 7 day operation and extended hours to meet demand If there are no evening activities, how about offering cultural programs in the evenings for

other residents Optimizing Volunteers (score: 0) Volunteerism will change, # of volunteers, commitment Each Centre Should be “One-Stop Services” (score: 0) Keep it centralized for easy transportation Each centre, one-stop service in the same location Brighter (score: 0) Light, grass, plants Fitness Component (score: 0) Include on site recreational fitness facilities, maybe part of a larger organization? Y or city? Recreational services, strength and flexibility programs, exercise for all abilities Various health issues integrated into fitness programs Therapy Pool (score: 0) Swimming pool on site/ aquatic program with warm water pool Don’t Duplicate Services (score: 0) Do not map and publish duplicate services with other providers Can some of existing services be better provided by a partner agency to free up space for

other services? Day Trips (score: 0) Travel events Enlarge by Building ‘Up’ (score: 0) Going up in building, make use of sky space Consider More Satellite Locations (not meaning full branch facilities) (score: 0) What are the pros and cons of offering some integrated de-centralized programs? Maybe more satellite facilities perhaps at the high density housing complexes Offer more satellite offices Use of unused space in the city facilities for senior programs Friendly Visiting Service (score: 0) Outreach friendly visiting, maintaining the connection during illness, etc. OSCC to Provide a Welcome/Orientation for Newcomers to the Area (score: 0) Welcome and orientation program for newcomers to the area


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Discussion Topic #2 Location Criteria If an improved and enlarged main branch facility cannot be accommodated on the John Street site, what should be the factors to consider when looking for a new site? Public Transport (score: 15) Site Size and Growth (score: 11) Close/Adjacent to Other Amenities (score: 10) Close to Health Services (score: 6) Close to Green Space (score: 5) Safe Area (score: 5) Where Seniors Live (score: 3) Downtown (score: 3) Cost (score: 3) Zoning (score: 2) Vacant/Under-used Building (score: 2) Close to Partners (score: 2) Incentives (score: 1)

Discussion Topic #3 Possibilities to Consider for the John Street Site and/or Another Site (e.g., compatible partners, number of branches to meet future requirements, the role of the John Street facility (if any) if a new and larger main branch facility is developed elsewhere, etc. Plan a ‘Seniors-Friendly’ Community (score: 12) Develop a senior community which promotes independent living with the senior centre

becoming the hub for services: recreation, health, banking, groceries, education Partnerships with service providers, retirement residence, corporations such as banks,

condominium builders, smart centres


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Create a Multi-Level Building as a Solution to Expanding the John Street Branch (score 11) Rent out space to businesses that provide services to seniors Be more entrepreneurial in approach. Work with for profit organizations Inclusion of a social enterprise within building to provide source of income Intensify with partner, they bear costs Partner with senior apartment housing, have senior centre located within Multi level building, store on ground floor, services, recreation space on 2 floors, pool &

fitness on 3rd floor, non-profit housing apartments on upper floor (see example in Hamilton) Research Best Practices (score: 7) Learn from other senior centres, best practices in design and construction Work with Complimentary Agencies/Service Providers (score: 7) Partners: CCAC, library, seniors residences, fitness centre Are there any new city rec facilities in the planning stage - if so/when, add on there Partnering with like or complementary agencies/services co-location in the new building Establishment of health hub to include private/public partners. OSCC provides education and

wellness Accommodate large events/house dances, could maintain the comfy homey feel at John

Street Branch Add one large senior centre at another location with its own mini fitness centre and other

amenities and shopping - move staff from here to that location. Open small admin rooms at John Street for programming

Focus on Serving the Immediate Alder Adult Neighbours (score: 6) Keep John Street, but focus services and programs to what the need is in the immediate area John Street site - focus programs at this site, renovate building to suit required programs Renovate this location/make it more accessible and focus on wellness here - also develop

another seniors-only centre elsewhere Evaluate existing programs - selection based on identification of needs Keep this site with renovations, but move most administration out to new facility thus

keeping or providing more services Complete an environmental scan of neighbourhood re: older adult needs around John Street Research the Needs of Future Seniors (score: 3) Future programming for baby boomers will dictate what needs to be in the new facility Build 2 or maximum of 3 new branches, change the name of the organization to attract

younger senior adults Share Staff (score: 3) Settlement workers shared staff with partners, social worker, life coach, personal trainers,

bereavement counsellor Seek Compatible Partners (score: 3) Streamline planning with compatible partners Identify compatible partners


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Partner with Non-Complementary Agencies/Service Providers (score: 3) Churches partner financially or otherwise to make it happen (site/building) Partnering with business community or foundation to meet site needs, eg. wing of new

building Focus on the Day Program at the John Street Branch (score: 3) John Street branch to be renovated to house day programs. Move other services into a new

site Seek a Health-Related Partner (score: 2) Private sector partnerships to support wellness, e.g., alternative health providers Focus on programming which supports chronic disease management Seek Provincial and Federal Grants (score: 2) Partners, Government, deep pockets Grant funding from provincial/federal governments Create OSCC Foundation (score: 2) Create a foundation specific for seniors, like Hospital foundation Waterfront Location (score: 1) Location: near the harbour that the city’s taking over New Branch in the North (score: 1) Another site northwest end, fitness/wellness centre Build a new site in north Oshawa this is seniors focused with programs Factor in the Revitalization of the Downtown (score: 1) Use current site - demolish building - consider revitalization of downtown (badly needed) Seek Lottery Money (score: 0) New! Govt., city, region, federal, developers, building supplies companies, trades or

apprentices, e.g., Durham college, UOIT, service clubs, unions, or major stores like Sobeys, Metro, Loblaws

Convert the John Street Branch into an Arts Retreat (score: 0) John Street, writing/artists retreat, weekends Consider Central Collegiate as a Possible Location (score: 0) Rumours that Central Collegiate may close is a few years. Enrolment is down, Relocate or

2nd location


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Input Forum – OSCC Board Session April 28, 2011




Discussion Topic #1 Imagine an Improved Main Branch For today and into the future, what activities and functions should be accommodated in the main branch? What do you see happening in the centre? What should the main branch facility be like and feel like? Building Structure/Multi Level (score: 8) Multi level (building could be more than one story if confined in current location) 2 to 3 stories each dedicated to a specific function Seniors apartments on top floors Outdoor Space (score: 5) Gardening centre Outdoor grounds space for leisure and rec. Covered BBQ area Patio garden area Adequate Parking (score: 5) Better parking Parking lots Underground parking or parking garage Lots of parking, could be multi level with access to each level Administration House at the Main Branch (score: 4) Should have administration (x3) Some staff, not all Offices with natural lighting Offices for administration either in separate area or building Administration with decent boardroom Make difficult for staff to hold too many meetings. Staff meeting room should be cold in

winter and hot in summer Improved Cafeteria/Food Services (score: 3) Larger kitchen, better organized Cafeteria


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Cafeteria with nutritious meals Café/food facility Larger cafeteria Restaurant dining facilities Kitchen large enough to cook in classes Health/Wellness (score: 3) Health/wellness Wellness centre, foot care, blood pressure, drug store Treatment and care facility Multi Purpose Rooms (score: 3) Flexibility in now space can be cured, i.e. retractable wall Meeting rooms, multi-purpose rooms Should have multi-purpose rooms, i.e. tech and non-tech capabilities Accessible to Where Seniors Live (score: 3) Very accessible Accessible to all seniors Accessible to Main Roads/Transportation (score: 2) Hub for transportation services On-Line/Internet Access to Programs and Services (score: 2) Should offer web-based programs and activities Exercise Facility (score: 2) Exercise rooms Exercise and fitness programs/space Fitness centre (i.e. gym or walking track) Comfortable Boardroom (score: 2) Boardroom with very comfortable chairs Well equipped comfortable boardroom Maintenance/daily cleaning, etc. Improved/Larger Day Program/Dementia Program Room (score: 1) Large bright day program room Should we have dementia care activities? Day program care giver relief Day program area Accessible Building Throughout (score: 1) Accessible Easy accessibility, walkers, wheelchairs Large entrance with sliding doors Evening/Weekend Programs (score: 1)


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Not limited to day programs only, evenings and weekends Inviting to Younger Seniors (score: 1) Inviting to younger seniors Eco-Friendly Building (score: 1) Green (eco-friendly) Solar panels, sky lights, green roof Energy efficient Go green where possible Flexible Building (score: 1) Lots of activities but flexible enough to adapt to changing needs Should have moveable/retractable walls Theatre (score: 1) Theatre Computer Room (score: 1) Computer space Computer room Bright and Airy Facility (score: 1) Bright/well lit Bright and climate controlled easily Feel open and airy Library/Reading Room (score: 1) Small library/reading room Solarium (score: 1) Solarium Change Location (score: 0) Need to move north Billiards Room (score: 0) Billiards room (x2) Dance Studio (score: 0) Dance studio with cushioned floor Homey/Cozy (score: 0) Keep it homey Well lit cozy area with fireplace Relaxation and stress relieving


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Laundry Room (score: 0) Laundry room Quiet Room (score: 0) First aid/quiet room Modern Facility (score: 0) Modern Blend with buildings in the surrounding area Affordable/Value-priced Programs (score: 0) Training centre for hairdressing, foot care, etc. Value priced programs All Activity Areas Above Ground (score: 0) No programming below ground level Info Centre/Services (score: 0) Information centre re: seniors services Need to house communication links Inviting Reception (score: 0) Bright accessible reception area Status Quo (score: 0) Should have all the activities that the other branches have Branch Focus (score: 0) Each branch has a focus Respond Better to Increasing Ethnic/Cultural Diversity (score: 0) Diversity Need to reflect different ethnic backgrounds Gymnasium (score: 0) Gym Gym with cushioned floor Games Room (score: 0) Puzzle table with good lighting Games room Room for board and table games Retail Outlet (score: 0) Tuck shop


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Major Roads/Public Transportation (score: 4) Close to Other Services (score: 3) Partners (score: 3) Support Adequate Parking (score: 3) Big Enough for Original Building and Growth (building and outdoor space) (score: 3) Close to Seniors Housing – now and future (score: 3) Cost (score: 3) Main Branch Close to City Hall (score: 2) Downtown Location (score: 2) North Oshawa (score: 1) Support High Density (score: 0) Complimentary Neighbourhood (score: 0) Near Park/Green Spaces/Trails (score: 0)

Discussion Topic #3 Possibilities to Consider for the John Street Site and/or Another Site (e.g., compatible partners, number of branches to meet future requirements, the role of the John Street facility (if any) if a new and larger main branch facility is developed elsewhere, etc. Build a New Branch and Re-Purpose the John Street Facility (score: 7) New facility is required on another site John Street administration 5th branch with present John Street admin Role of John Street (if new location), site specific purpose (i.e. admin/storage)


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Seek Partnership Opportunities – see examples (score: 7) Partner with health care providers Partner with province/feds Private and public partnerships Partner with UOIT (x2) Partner with senior housing to build Partner with food services, i.e. Tim Horton’s Partner with Government, combined facility to reduce costs (i.e. Legends) Partner with city or region Partner with private sector, sponsors (i.e. Shoppers Drug Mart) Partner with Board of Education for school across from present John Street Partner with developer Partner with MOH and LTC Partner with other services centre (i.e. Whitby and others) Partners are great Independent and community band, non institution organization Contractor Seniors apartments Health organization (i.e. Diabetic Society/Alzheimer’s Society) Partner with pharmacy Partner with community services Oshawa Partner with bank Partner with LTC facilities (i.e. adult day care program) Partner with an All-ages Facility (score: 3) Partner with a recreation centre that caters to all ages

Move Administration to Another Site to Utilize More of the John Street Branch fpr Programming (score: 3) Move specific staff to another location and utilize space alleviated for additional uses Expand Legends for admin, keep programs at John Street Move admin away from John Street and reclaim space Build Up Via a Multi Level Building (score: 3) Stay here if John Street can be made to meet our needs, stay downtown Rebuild John Street centre on or near site Add parking garage to John Street Build onto John Street/ roof several stories or apartments and use income to offset costs Multi functional building primarily owned on OSCC present land and space for OSCC

provide the land lease Include Administration at Main Branch (score: 3) Include administration Create Underground Access to/from Sunrise Apartments (score: 1) Underground access from apartments on Centre St.


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Sell the John Street Site and Re-invest (score: 0) Sell John Street building to help finance new location Buy the Guide House (score: 0) Buy Guide house, use for admin and programs with underground access from John Street Build a Fifth Branch (score: 0) New north branch A 5th branch with the seniors are 5th location north between Simcoe and Stevenson Road Lease vs. Buy (score: 0) Lease vs. buy Re-Purpose a Building Downtown (score: 0) E.A. Lovell School if becomes available, stay downtown Reclaim existing building in core


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Appendix B: Compilation of the Written Survey To encourage participants who were unable to attend the Forums, a two-questions survey was prepared and made available to all participants at all branches. The questions mirrored two of the questions/discussion topics crafted for the forums. Fifty-six surveys were completed, 46 from the John Street Branch and 10 from the other branches. The results from the two questions are tabulated in the following charts. The responses to the question about ‘location criteria’ have been integrated into the chart in Appendix A.


Compilation of the Results from the Written Surveys

Discussion Topic #1: Imagine an Improved Main Branch For today and into the future, what activities and functions should be accommodated in the main branch? What do you see happening in the centre? What should the main branch facility be like and feel like?

Figure 28 (Last Revised May 22, 2011)

Ranking by Total Score

Themes Jo

hn S

tree

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Oth

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Bra

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s

Tota

l

Con

sist

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A

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Facilities/Activities/Features

1 Adequate/more parking/ Space and plenty of parking for people taking courses/ Parking needs to be wheel chair accessible 5 5 10 2

2 Gym facilities/fitness and weight room 6 2 8 2 3 Pool tables 6 6 1 4 Swimming Pool 4 1 5 2

5 Grass area with seats/outdoor space/ Herb gardens/ Horseshoe pit/ Lawn bowling 5 5 1

6 Large room for the Adult Day Program with washroom and coat closet and built in cupboards 3 1 4 2

7 Quiet room for reading/cards, etc. 4 4 1 8 Large lounge/gathering place 3 3 1 9 Larger computer room/well lit 3 3 1 10 Accessible by transit or car 1 1 2 2 11 Walking/running track 1 1 2 2


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12 Larger activity rooms 1 1 2 2 13 There is a good mix/wide range of programs now 1 1 2 2 14 Rooftop garden with patio/umbrellas 2 2 1 15 Solar panels 2 2 1 16 More skylights 2 2 1 17 Solarium/sunroom 2 2 1 18 More craft rooms 2 2 1 19 Comfortable and well built seating 2 2 1 20 Sauna 1 1 1 21 Climbing wall 1 1 1

22 Add evening exercise classes so that seniors who work during the day are able to attend classes in the evenings 1 1 1

23 Need larger room to hold pub nights and dances 1 1 1 24 Kitchen downstairs 1 1 1 25 A boardroom; less office space 1 1 1 26 Bigger/better kitchen with 3 stoves and large fridge 1 1 1 27 More meeting rooms 1 1 1 28 Motion sensor door openers 1 1 1 29 Larger lunch room 1 1 1 30 Improved ramp from one floor to another 1 1 1 31 More theme dinners and pub card tournaments 1 1 1 32 Bigger foot print of building 1 1 1

33 Need to offer computer courses on email and web basics, seniors feeling isolated without PC skills 1 1 1

34 More filing cabinets for choir 1 1 1

35 Handrail on one side removed going to back parking lot, too marrow for passing 1 1 1

36 Chairs that function with a lift for seniors 1 1 1

37 Display screen in the cafeteria that shows upcoming special events 1 1 1

38 Larger cafeteria with specific area for day program clients/more cupboards for dining supplies 1 1 1

39 Ceiling fans throughout the building 1 1 1 40 Updated heating/cooling system 1 1 1 41 Foot Care 1 1 1 42 Bingo 1 1 1

43 Some other sites have other programs like horse shoes, swimming and running tracks which are not needed in all branches. The main branch should be a showcase for all other branches

1 1 1

44 Family bus outings to include grandchildren 1 1 1 45 Some religious info would be interesting 1 1 1 46 Main branch should have regular yard sales 1 1 1 47 Flower arrangement, hand embroidery would be interesting 1 1 1 48 Tea time activities 1 1 1 49 Front desk could be larger 1 1 1 50 The office staff do not need larger offices 1 1 1

51 Pickle ball courts with the proper space for playing the game/no windows in the gym area 1 1 1

52 Doors should function properly, allow enough time to walk through before closing 1 1 1


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53 Computers need some left hand controls for left-handed people 1 1 1

54 More demanding/newer fitness programs for younger seniors, e.g., Zumba, Yogalates 1 1 1

55 Main branch should provide at least one hot meal a day 1 1 1 56 Literary materials including newspapers should be available 1 1 1 57 Musical entertainment is important 1 1 1

58 Large screen TV. in the cafeteria so that movies and major sporting events are available 1 1 1

59 Vending machines with sandwiches and soft drinks should be available 1 1 1

60 Large entrance with an elevator from the parking lot 1 1 1 61 Ground level easy access 1 1 1

62 Daily trips to YMCA/ may be more cost effective than adding a exercise facility 1 1 1

63 Wide hallways 1 1 1 64 Showcase programs more often 1 1 1 Facility Concepts

1

Add a second/multiple floors/ New building on this site with underground parking and admin and facilities above/ Add a second floor with an elevator/ Make a second floor and have underground parking

13 13 1

2 Minor cosmetic improvements to John Street location, and a new facility in the downtown area. 1 1 1

3 John St. could be a satellite for a new main branch enlarged to suit expanding enrolment and more diverse activities

1 1 1

4 Place back entrance nearer to the elevators so that the ramp may not play such an important part in entering the building

1 1 1

5 If we build up we could have multi level parking with access to the building

1 1 1

6 This centre is hub of activity and with improvements can remain so for the foreseeable future. The activities are well covered but with better accommodation can be improved

1 1 1

"Look and Feel" Ideas/Suggestions

1

Welcoming and friendly/ Warm and inviting/ Cozy/cheery feeling/With so many younger seniors now, they will be interested in all the new technology. For us older ones we want to maintain the friendly, homey, feeling we now have here at John St./ It should feel comfortable/ It's my 2nd home

11 2 13 2

2 More light/ All areas should be bright, with lots of windows, plants and pastel colours/ Bright and airy/ Brighter interior paint colour. 6 3 9 2

3 Clean 1 1 1 4 It should have a community environment 1 1 1 5 More colourful upholstered furniture and new carpet 1 1 1

6 The "feel" we have now in the four branches is what we have and want to keep

1 1 1

7 Staff should exude a professional and compassionate attitude 1 1 1


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How to Achieve Improvements

1 Include the UOIT/Durham College/Trent/Faculty of Ed/Adult Ed/Practicum's/Co-op placements in the consultations

1 1 1

2 Members first, relocate staff to make more space 1 1 1

3 The main floor should have some retail rental space to help pay into building and offer services for seniors, e.g., pharmacy, medical, doctors, etc.

1 1 1

4 Upper unused floors rented out space for seniors. Helps pay for facility.

1 1 1

5

Re: parking issue - allow more time between classes so that the lot can clear before the next group arrives. Encourage car pooling. Make more use of the main buses for transportation between branches. Get the City to cough up more street parking e.g., Lloyd & Mark.

1 1 1

6

If going with the E.I. Lovell site, consider elevated walkways/bridges over all four corners of John and Centre St. (or pedestrian tunnels) - various other low density occupancies could then be replaced with light care seniors residences, etc. or new development if land available. Old site and expropriated land if any could be sold for high density residential to help pay for conversion of Lovell site - if done that way.

1 1 1

7

The lower level does not have accessible emergency exits for disabled persons. Solution: Have ambulatory persons on the lower level and disabled persons on the main floor. Have the billiards tables moved to Room #3 and use current billiards room for the day program activities. The foot care room could trade with an upstairs staff office and perhaps four staff offices could be made in Room #4 - allowing the programs presently there to come upstairs.

1 1 1

Other Comments

1 Must be a seniors-only centre, not a combined community centre.

4 4 1

2 The staff and volunteers are most helpful. 1 1 1 3 What you have now is good. 1 1 1

4 I have benefitted so much from the John Street branch. The Day Program was amazing for my late husband. Volunteering for the choir has given me great joy over the past eight years. 1 1 1

5 The time of each meeting is not suitable for me, but I have been coming to John Street for over 30 years and I do enjoy it.

1 1 1

6 It is a little more crowded now than 2-3 years ago, but John St. fills many needs and wishes. 1 1 1

7 I am aware of safety issues in existing building. However, so much goes on here and the location - surrounded by so many seniors apartments 1 1 1

8 Why change something this is working efficiently and bringing so much pleasure to those that use it on regular basis? I want my city to show compassion and caring towards the many seniors, particularly in this part of the city. 1 1 1


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9 John St is the best senior centre so far and that includes Oshawa and the surrounding area. Seniors are accommodated in every way. 1 1 1

10 The teachers and classes are excellent. Thank you for maintaining high standards 1 1 1

11 The projected number of participants may be catching up on us as not all who sign up for classes now are able to access the classes provided. 1 1 1

Discussion Topic #2: Location Criteria If an improved and enlarged main branch facility cannot be accommodated on the 43 John Street West site, what factors should be considered for a potential new location?

Figure 29 (Last Revised May 22, 2011)

Ranking by Total Score

Location Criteria

John

Str

eet

Bra

nch

Oth

er B

ranc

hes

Tota

l

Con

sist

ency

A

cros

s B

ranc

hes

Adequate Size 1 Lots of parking. 12 12 1

2 If parking issue at John Street cannot be remedied, than location needs to be moved to a site with ample and accessible parking

1 1 1

3 Room for expansion. 1 1 1

4 E.A. Lovell School site is larger and has far more parking. If too large, the top floors could be rented out or renovated for residential respite.

1 1 1

Accessible by Public Transit and Major Roads 1 Public transportation must be available. 8 8 1 2 Located on bus routes - close to where people live. 4 1 5 2 Close to Health Services

1 E.A. Lovell site is on straight route to hospital on Simcoe St.

1 1 1

Close to Other Services/Facilities (retail, leisure, library, City Hall, art centre)

1 Access to other recreational facilities that could be shared, e.g.. YMCA, schools 1 1 1

2 Need to be able to access use of Memorial park, library, etc.

1 1 1

3 E.A. Lovell site has direct access to McLaughlin library, Arts Centre, City Hall, and Midtown Mall. It also provides access to Oshawa Creek and ravines.

1 1 1


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Within a Compatible Environment

1 Need to consider the physically disabled and elderly people who can only use the John Street Branch. Would they be left out if location was changed?

1 1 1

2 An accessible route to and from the Centre wherever it may be.

1 1 1

3 Accommodate current frequent users of facility. 1 1 1 Adjacent to/within a Park/Green Space 1 Room for a community garden for seniors. 1 1 1

2 Location near Memorial Park is ideal and should be a major consideration.

1 1 1

On the Site of a Potential Partner

1 Switch buildings with the Legion on Simcoe St. South. Additional floor area may be achieved by adding a structural mezzanine in the auditorium.

1 1 1

2

Would it be possible to invite proposals with seniors residence operators to construct a high rise seniors residence on the same property and have an architecturally designed OSCC facility covering the main floor with drafted facilities included. The provision of the site, which is owned by the OSCC and the drafting services could be the main negotiating factors. This could appeal to local operators. The site is ideal and the City of Oshawa's engineering and planning groups may be interested in working with us as we are already so closely associated.

1 1 1

The Cost to Purchase 1 Cost of facility, capital and operating, energy efficient. 1 1 1 Creates Good Distribution of Branches

1 What we have now are four branches where staff and members are in constant contact with one another. We have programs, recreation, special events, etc. at all branches - and its working well.

1 1 1

2 Do we really need to expand it much? Bearing in mind all of the new branches - Legends, Northview and Conant

2 2 1

3

Because the John Street Branch is nestled among accommodation of older seniors, the activities will likely be centered on activities they enjoy and need. However, it has attracted a cross-section of all area seniors and should continue so. As the main branch, it reflects the professional and administration that propels all four branches.

1 1 1

Downtown/Near John Street Branch/Central 1 Combined facility like Northview in downtown location. 1 1 1

2

A new custom-built design that could accommodate all needs for the downtown core. Also, retain John Street centre as many participants hold great value in this building and think of it as "home".

1 1 1

3 Avoid downtown traffic. 1 1 2 2 4 Close to/central to downtown Oshawa. 14 14 1


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Visible 0 0 0 Proximity to Where Older Adults Live/Will Live

1 Near to here as so many seniors live in the nearby apartments and depend heavily on the services offered here, for example, use of meal service every day.

4 4 1

2 Important that seniors who live downtown and are close to this location and do not have to travel and further.

1 1 2 2

3 Near to seniors apartment buildings. 2 2 1

4 The current John Street location has been great/close to seniors apartments and is easily accessible for seniors to walk to programs. This site should be updated and another site built at another location close to senior housing also.

1 1 1

5 Need to determine where the bulk of the 6,500 participants live before choosing a new location.

1 1 1

6 Located where most people live to save time and fuel. 1 1 1

Future Growth Area 1 Purchase adjacent properties. 1 1 1 2 Buy house on south lot to make more parking. 1 1 1 Applicable for Funding Incentives/Grants

1 If the City can afford to build a $50 million dollar arena, they should be able to afford to build a first class seniors facility in an area best served by most people.

1 1 1

Utilize an Available/Unused/Underused Building 1 Unused school with ample parking. 1 1 1 2 Mid-Town Mall 1 1 1 3 Move to a different location/empty school. 1 1 1 4 Lot at Mary & Richmond St. near the "Y" & McLaughlin Square. 1 1 1 5 Northview location 1 1 1 6 The site of the automotive museum (relocate and improve there). 1 1 1 7 Adelaide St. and Ritson Rd., where old GM plants were. 1 1 1

8 Move the seniors centre into the E.A. Lovell building. This is a premium location for mobility of seniors.

1 1 1

Access from Other Communities 0 Proper Zoning

1

Have the City and Region put a zoning and building freeze on the whole block east and south of present centre (with exception of adjoining seniors apartment building). Do not approve any building permits or density increases or capital improvements on other landowners or option the purchase of properties now as in a normal land assembly. The idea is to overbuild whole block from Centre to Simcoe - John to side street south.

1 1 1

Remain at Current Location

1 Current location is on convenient bus routes and near buildings housing seniors.

4 4 1


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2 Build a multi-story building at current location with one story for parking. This multi-story building could be built onto the existing parking lot.

2 2 1

3 Stay at John Street. 2 2 1 4 Save John Street. 1 1 1

5 It would be a great inconvenience to all seniors in the area to relocate away from the present location.

1 1 1

6 Stay at John Street/Make some renovations and improve parking. John St. needs to remain a vital OSCC branch. 1 1 1

7 Keep John Street - it is vital to the organization. 1 1 1 8 Build new at John Street. 1 1 1

9 I'm interested in today and retaining what we have now. Any extra money should be spent on John Street. The downstairs washrooms need upgrading.

1 1 1

10 The John St. property is a prime location for an OSCC. An enlarged branch could possibly be accommodated with a larger footprint on the property - with consideration to having underground parking.

1 1 1


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Appendix C: OSCC Strategic Plan, 2010-2013 A three-year strategic plan was adopted by the Board in September, 2009. The Plan recommended a vision and a values statement, and encompassed six Strategic Directions with accompanying goals and objectives as outlined below. Vision: Living Well at 55 Plus. Values Statement: Committed to values of health, personal growth, happiness and community. Strategic Direction #1: Development of Corporate Partnerships Goal: Unstated

Objective: Collaborate with external agencies regarding loss of voice with Council; determine position statement; communicate with Council.

Goal: Explore program partnerships with community agencies and municipality Objective: As leaders in seniors services, work with and explore partnerships with the City of Oshawa to optimize programming for seniors.

Goal: Explore program partnerships with community agencies and municipality. Objective: As leaders in senior services, work with key partners to identify and support the development of seniors with existing and non-traditional community agencies; i.e, Community Care, CMHA and OCHC.

Strategic Direction #2: Facility Renewal and Infrastructure Plan Goal: Develop master space plan to address aging facilities and limited capacity to grow.

Objective: Complete facility assessment review process to develop long term plan that will address option to reinvest, acquire or expand current OSCC branches.

Goal: Renew older John Street facility. Objective: Research, identify and apply for opportunities for capital finding as required.

Strategic Direction #3: Ensuring Financial Stability Goal: Increase operational efficiency through reduced unit costs.

Objective: Review and assess level of program and services user fees, target 25% of revenues generated from user fees as determined by Destination 2010, assure user fees remain financially accessible for seniors.

Goal: Diversify funding base to establish effective fiscal management; increase current four streams of funding and identify long term sustainable funding to reduce reliance on tax base.

Objective: Expand fund development initiatives; focus on development and implementation of Planned Giving Program; increase corporate sponsorships; add event to compliment Corporate Golf Tournament. Objective: Explore new sources of funding that will expand and diversify funding base. Objective: Continue to work with the established LHIN funding; its annual strategies and priorities. Objective: Continue to work with the established Oshawa funding and its annual strategies and priorities. Objective: Explore potential grant opportunities to support development of programs and services.


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Strategic Direction #4: Raising OSCC Profile throughout the Community Goal: Maintain leadership role in community and role model for EPC.

Objective: Develop and produce appropriate marketing and promotional events. Goal: Develop a marketing plan based on a needs assessment and analysis to increase awareness among non-participants.

Objective: Increase sale of OSCC participant cards by 10% by 2013. Strategic Direction #5: Developing Human Resources Goal: Invest in staff/volunteer training

Objective: Identify training opportunities that support the development of staff/volunteer skills, their motivation and empowerment in their function to the benefit of services to seniors.

Goal: Invest in Board Development. Objective: Evaluate, review, revise and update key Board documents and resources. Objective: Ensure the right mix of skills, expertise and composition for Board recruitment.

Strategic Direction #6: Meeting Shifting Needs of Diverse Community Goal: Address impact of growing seniors population in community on availability and effectiveness of programs and services.

Objective: Create and offer an integrated bundle of programs tailored to the needs of seniors with chronic conditions.

Goal: Diversify program opportunities to appeal to each of the three generations and the shifting ethnic/cultural demographics.

Objective: Address challenges to meet different cultural needs as community diversity changes.

Goal: Keep abreast of new standards of excellence and legislation requirements of industry. Objective: Research, identify and address any changes to current standards of excellence and legislation requirements – i.e., LHIN accountability agreement.

Goal: Build membership; encourage growth of 55-64 group while maintaining level of service to those over 65 years.

Objective: Commission a professional needs study to develop a long term plan to guide the OSCC in meeting the changing demands of a growing seniors population over the 10-year period 2011-2020.


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Appendix D: Bibliography Growing Durham – Recommended Growth Scenario and Policy Directions – produced by: Watson and Associates, Urban Strategies Inc., and TSH, November 18, 2008. Growing Durham – Our Future, Our Community: Annotated Consolidation of Regional Official Plan Amendment No. 128 – incorporating the Policy Directions of the Growing Durham Study and Related Matters, June 2, 2009. 2006 Community Profiles, City of Oshawa and Oshawa Census Metropolitan Area, Statistics Canada. Projections of the Diversity of the Canadian Population, 2006-2031, Statistics Canada, March, 2010. Building Bridges to Tomorrow, A User Profile of Older Adults Centres in Ontario, Older Adult Centres’ Association of Ontario, 2010 Building Bridges to Tomorrow, Oshawa Senior Citizen Centres: Membership Profile and Analysis, Older Adult Centres’ Association of Ontario, 2010 Facility Condition Assessment, Oshawa Senior Citizens Centres John Street Branch – submitted by: VFA, 2007 Narrative Appraisal Report, 43 John Street, Oshawa, Ontario – produced by: Cushman & Wakefield Ltd., 2011 OSCC Annual Reports, 2001-2010 OSCC Activity Guides, Summer and Winter 2010 and 2011 OSCC Strategic Plan, 2010-2013 “Destination 2010” Study, Oshawa Senior Citizens Centres – prepared by: The RETHINK GROUP, 2002 Parks, Recreation and Culture Strategy – Vision 2020, City of Oshawa – prepared by: The RETHINK GROUP, 2006 Into the Future: A Framework and Action Plan for Growing UOIT and Downtown Oshawa – produced by: Urban Strategies Inc., 2011

Documents

Robert Lockhart - Rethink Report - John Stre… · The RETHINK GROUP with AECOM Canada Architects Ltd. Page 8 An above average size older population is indicative of a slower growing