Recreation, Parks and Culture Master Plan - Town of Ajax

Town of Ajax 

RECREATION, PARKS & CULTURE MASTER PLAN 

April 2008 

Prepared by the Town of Ajax Recreation Services Department with the assistance of: 

mbpc 

Monteith Brown 

planning consultants 

in 

association 

with 

Tucker-Reid & 

Associates

Acknowledgements 

Acknowledgements 

The Recreation, Parks & Culture Master Plan is a product of hard work and dedication contributed by a number of individuals. The Technical 

Committee, General Government Committee, Management Committee, Town Council, Town Staff and the Project Consultants have worked 

extensively on this endeavour. A special thank you is reserved for the numerous stakeholders, community organizations and members of the 

general public who provided feedback throughout the planning process. 

Through these collective efforts, we trust that the Recreation, Parks & Culture Master Plan is responsive and reflective of the needs of those 

residing in Ajax. The actions arising from the Master Plan are aimed at improving our quality of life and it is hoped that they will guide the 

Town of Ajax and its community partners in delivering high quality recreation and cultural services for years to come. 

Master Plan Technical Committee 

Town Council 

Linda Cork, Manager of Neighbourhood Programs & Active Living 

Mayor Steve Parish 

(Project Manager) 

Joanne Dies, Councillor Ward 3 Scott A. Crawford, Regional Councillor Wards 1 & 2 

Howie Dayton, Director of Recreation Services Colleen Jordan, Regional Councillor Wards 3 & 4 

Dave Meredith, Director of Operations & Environmental Services Shaun Collier, Councillor Ward 1 

Paul Allore, Director of Planning & Development Services Renrick Ashby, Councillor Ward 2 

Rob Braid, Area Manager ‐ Facilities Joanne Dies, Councillor Ward 3 

Gary Muller, Manager of Planning Pat Brown, Councillor Ward 4 

Tim Murphy, Parks Coordinator 

Christie McLardie, Communications Manager 

Marilou Murray, Assistant to the CAO 

Andrew Jackson, Landscape Architect 

Project Consultants 

MONTEITH BROWN PLANNING CONSULTANTS 

Tucker‐Reid & Associates 

The JF Group 

MONTEITH BROWN PLANNING CONSULTANTS in association with Tucker‐Reid & Associates & The JF Group 

April 2008

Table of Contents 


Executive Summary ....................................................................................................................................................................................... iii 

Chapter 1: Strategic Direction ......................................................................................................................................................................... 1 

1.1 Purpose of the Master Plan ............................................................................................................................................................. 1 

1.2 Supporting Documents ................................................................................................................................................................... 1 

1.3 Definition of Recreation & Culture .................................................................................................................................................. 1 

1.4 Master Plan Process........................................................................................................................................................................ 2 

1.5 Master Plan Goals ........................................................................................................................................................................... 3 

1.6 Master Plan Objectives ................................................................................................................................................................... 4 

Chapter 2: Master Planning Context ............................................................................................................................................................... 9 

2.1 The Town of Ajax ............................................................................................................................................................................ 9 

2.2 The Community Consultation Program .......................................................................................................................................... 10 

2.3 Community Demographics ............................................................................................................................................................ 13 

2.4 Trends in Recreation, Parks & Culture ........................................................................................................................................... 14 

Chapter 3: Recreation, Parks & Culture Facilities .......................................................................................................................................... 17 

3.1 Methodology ................................................................................................................................................................................ 17 

3.2 Indoor Recreation Facilities ........................................................................................................................................................... 19 

3.3 Arts, Culture & Heritage ................................................................................................................................................................ 27 

3.4 Outdoor Recreation Facilities ........................................................................................................................................................ 31 

3.5 Parkland Needs ............................................................................................................................................................................. 42 

3.6 Natural Environment Lands ........................................................................................................................................................... 47 

Chapter 4: Service Delivery ........................................................................................................................................................................... 49 

4.1 Vision Statement .......................................................................................................................................................................... 49 

4.2 Mission Statement – Recreation Services ...................................................................................................................................... 49 

4.3 Service Rationalization & Priorities ................................................................................................................................................ 49 

4.4 Partnerships in Delivering Services ................................................................................................................................................ 51 

4.5 Operational Impacts of the Master Plan ........................................................................................................................................ 54 

Chapter 5: Implementation ........................................................................................................................................................................... 55 

5.1 Monitoring ................................................................................................................................................................................... 55 

5.2 Implementation Schedule ............................................................................................................................................................. 55 

5.3 Capital Costing & Phasing of Selected Actions ............................................................................................................................... 73 


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List of Figures 

Figure 1: Regional Context of Ajax ................................................................................................................................................................... 9 

Figure 2: Requests for Municipal Spending on Selected Facilities.................................................................................................................... 11 

Figure 3: Historical and Projected Population, 2001‐2021 .............................................................................................................................. 14 

Figure 4: Distribution of Playgrounds ............................................................................................................................................................. 37 

List of Tables 

Table 1: Indoor Recreation Facility Needs, 2007‐2021 .................................................................................................................................... 19 

Table 2: Outdoor Recreation Facility Needs, 2007‐2021 ................................................................................................................................. 31 

Table 3: Summary of Parkland by Designation................................................................................................................................................ 42 

Table 4a: Multi‐Use Community Centre – Proposed Phasing Plan ................................................................................................................... 73 

Table 4b: Multi‐Use Community Centre – Capital Costs........................................................................................................................................ 74 

Table 4c: Multi‐Use Community Centre – Outdoor Facility Costs.......................................................................................................................... 75 

Table 5a: Indoor Facilities – Proposed Phasing Plan ........................................................................................................................................ 75 

Table 5b: Outdoor Facilities – Proposed Phasing Plan.......................................................................................................................................... 76 

Table 5c: Other Required Studies – Proposed Phasing Plan.................................................................................................................................. 77 


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Executive Summary 


The Recreation, Parks & Culture Master Plan is a tool to assist decision‐makers, stakeholders and the general public in 

determining needs and priorities related to services and facilities encompassing the recreation, parks and cultural 

demands of Ajax. The Master Plan provides an action plan that leads the development of future municipal facilities and 

services in a fiscally responsible manner. The process was initiated in May 2007 and will be completed in April 2008. 

A detailed public consultation program, needs assessment and audit of the municipal service delivery system was 

undertaken throughout the master planning process. The key findings of the Master Plan are articulated as follows. 

“A Need for a New Multi‐Purpose, Multi‐Generational Facility” 

Based upon identified needs for a number of indoor facilities, it is the view of the Master Plan that multiple facilities 

warranted by future growth should be consolidated at a single location for the convenience of facility users, while also 

maximizing operational efficiencies and capitalizing on cross‐programming opportunities. The preferred location for the 

new multi‐use community centre is Sportsplex Park, located at the intersection of Taunton Road and Audley Road. 

Phase 1, to be initiated in 2011, will include: 

• indoor aquatics 

• multi‐purpose community and program 

space 

• full size gymnasium 

• active living / fitness studio 

• youth leisure space 

• preschool programming space 

• leasable tenant space 

Phase 2, to be initiated in 2016, will include: 

• twin‐pad arena (two ice rinks) 

• indoor walking track 

• older adult leisure space 

• other growth‐related facilities identified 

through future study 

“Multi‐Purpose Spaces to Meet Program and Community Requests” 

To meet program space demands associated with increasing registrations in municipal programming, as well as demand 

associated with community bookings, a need exists to provide additional venues that are flexible for a range of 

opportunities. New multi‐purpose community and program space is recommended to be incorporated through the 

following developments: 

• new multi‐use community centre 

• Waterfront East Community Pavilion 

• Greenwood Pavilion 

• Future community school 


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“A Focus on Leisure Requirements for Different Age Groups” 

In addition to dedicated leisure spaces recommended for youth and older adults at the proposed multi‐use community 

centres, the following considerations should be made: 

• Investigating opportunities to develop stand‐alone youth leisure space. 

• Augmenting “active living” and “wellness” programming opportunities at new and existing parks and leisure 

facilities. 

“A Community Development Approach to the Arts, Culture & Heritage Sectors” 

Using the Town of Ajax’s Integrated Community Arts & Cultural Plan as the fundamental document guiding municipal 

direction, this Master Plan advocates continued focus upon working with the local arts and cultural community to build 

internal capacity to maximize their use of facilities and services now and in the future. This may involve the development 

of a funding strategy to support the development of arts and cultural programming, events and the acquisition of public 

art. 

Consistent with Town Council’s recently approved vision for the Pickering Village, this area contains the potential to 

become a hub of creative activity in Ajax through its historical character, presence of creative industries, and municipal 

heritage assets. It is recommended through this Master Plan that further study be undertaken to determine how best to 

maximize creative potential through investments in the following municipal assets: 

• St. Francis de Sales Church – a possible venue for holding community‐level arts and theatrical productions; and 

• Village Community Centre – a possible venue for a multi‐purpose, multi‐media centre for the visual and 

performing arts and as a destination point for cultural activity in Ajax (to be considered when arena needs are 

reconciled through the development of a new twin pad arena at the proposed multi‐use community centre). 

Heritage preservation is also seen as being important, in line with other municipal objectives and through ongoing 

discussions with the Heritage Advisory Committee. 

“Providing Parkland & Trails to Meet the Needs of New Residents” 

The provision of parkland is necessary to service outdoor leisure pursuits for residents. For this reason, it is important to 

maintain a sufficient supply of active parkland for sport and recreational needs, as well as passive parkland for 

conservation and public enjoyment of open spaces. The following key considerations pertain to parkland and trails: 

• It is recommended through the Master Plan that the Town set a provision target of 2.0 hectares of active 

parkland per 1,000 residents to service needs for leisure opportunities. Through future acquisitions and 

conveyances, the Town is expected to acquire sufficient levels of active parkland (i.e. through plans of 

subdivision, secondary plans, etc.) to meet future demand at the aforementioned rate. 


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• Expansion of the existing greenbelt systems as a means to develop corridors that serve ecological and passive 

recreational purposes, in line with recommendations contained in the Vision 2020 Bicycle & Leisure Trail System 

Plan. Continued development of waterfront trails that showcase the exceptional aesthetic value of Lake 

Ontario, Duffins Bay and/or other creek systems contained within Ajax is also encouraged. 

• Developing parks to respond to various leisure trends and program demands by incorporating spaces and 

amenities which encourage physical activity, wellness and informal uses. Inclusion of such opportunities should 

be of prime consideration in the design of parks in order to encourage use and facilitate physical activity levels 

and social interaction. Furthermore, future park designs (as well as trail and facility designs) should continue to 

afford a high degree of public safety. 

Furthermore, the Town should remain committed to its role as a leader in environmental responsibility and continue to 

design parks that incorporate natural, indigenous vegetation features in order to foster an appreciation for such areas 

and maintain crucial ecological functions. The Town should continually develop innovative and engaging initiatives, in 

partnership with local conservation authorities and other experts in environmental management, which encourage 

environmental stewardship and the role of individuals in maintaining and enhancing ecological systems in Ajax. 

“Sports Field Developments” 

The following key considerations are relevant to meeting demands for sports fields at municipal parks: 

• Construct seven new soccer fields (unlit full field equivalents) by the year 2021 – these can potentially be 

accommodated within a combination of eight future parks and/or a number of existing parks, as deemed 

appropriate by the Town at the time of their design. 

• Consider repurposing the surplus in lower quality / under‐utilized ball diamonds to other uses (i.e. soccer, 

passive parkland, etc.). 

• Consider the feasibility of constructing an artificial turf field, as well as possibilities to enclose it during the 

winter months. 

“Employing Multi‐Use Court Designs” 

In terms of playing courts, rather than providing the traditional single purpose template (i.e. dedicated tennis courts and 

basketball courts), the Town should utilize a multi‐use court design template for future neighbourhood‐level courts 

(which would allow for tennis, basketball, ball hockey, outdoor skating, etc.). The multi‐use template would not apply if 

developing competitive‐level facilities. 

Based upon tennis and basketball targets as a base, future growth suggests that six new multi‐use courts are required by 

2021. Where and when required, the Town should also upgrade existing courts to provide a higher quality experience for 

users. 


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“Improving Skateboarding Opportunities” 

Needs assessments and consultations with local skateboarding community suggest that one new skateboard park is 

warranted around the year 2011 and would ideally be situated at Sportsplex Park as part of the proposed multi‐use 

facility complex. Incorporation of basic “skate zones” for beginner and intermediate users is seen as beneficial through 

the park design and renewal process, where appropriate. 

Furthermore, minor improvements are suggested for the Town’s existing skateboard parks to improve the flow of these 

facilities and provide a more enjoyable experience for users. Any design or redesign of new and existing skateboard parks 

should be undertaken in consultation with the skateboarding community and other interested users. 

“Developing Waterfront Areas as a Town‐Wide Asset” 

The waterfront is a key component of the Town of Ajax’s local recreation and cultural system, and also forms a major 

destination point in Ajax’s community gathering and tourism infrastructure. The continued development of appropriate 

tourism and civic infrastructure in the waterfront area is encouraged to solidify the area as an attraction and destination 

for both residents and visitors alike. Where possible, the Town should continue to integrate north‐south greenways with 

the Waterfront Trail and other recreation and cultural assets in support of establishing a comprehensive system of trails 

and pathways throughout Ajax. As a primary source of direction in waterfront planning, the key findings of the 

Waterfront Management Plan should continue to be implemented. 

Acquisition of land along waterways is encouraged, particularly along the north‐south creeks and associated tributaries 

present in Ajax. Doing so will increase the supply of passive open spaces and ensure protection of environmentally 

significant riparian areas. Enhancing beach facilities as a means to draw residents to the waterfront is encouraged; this 

will also require attention to water quality levels in Lake Ontario to ensure that they are optimal for swimming. 

“Other Outdoor Amenities” 

The following considerations to other amenities discussed in the Master Plan: 

• Development of three new splash pads, preferably at the Ajax Waterfront, Sportsplex Park and another suitable 

location confirmed through future study. 

• Providing playgrounds at a service radius of 500 metres of all major residential areas, uninhibited by major 

barriers. Additional barrier‐free playgrounds are recommended in major community parks, as appropriate. 

• Additional off‐leash dog parks, particularly when a willing community organization is able to contribute 

sufficiently to its operation through a cost‐sharing arrangement with the municipality. 

• Responding to requests for facilities presently not part of the core mandate on a case‐by‐case basis by 

evaluating the municipality’s role in providing the service in relation to quantified market demand and costeffectiveness 

of such services, while also identifying potential strategies to address long‐term need for such 

requests should a sufficient level of demand be expressed. 


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Strategic Direction 

Chapter 1: Strategic Direction 

1.1 Purpose of the Master Plan 

The Recreation, Parks & Culture Master Plan is a tool to assist 

decision‐makers, stakeholders and the general public in 

determining needs and priorities related to services and facilities 

encompassing the recreation, parks and cultural demands of Ajax. 

The goal of the Master Plan is to provide an action plan that leads 

the development of future municipal facilities and services in a 

fiscally responsible manner. The scope of the Master Plan 

encompasses the Town’s role in providing services and facilities 

pertaining to recreation, parks, arts, culture and heritage entities 

through to the year 2021. 

1.2 Supporting Documents 

The Master Plan has involved significant efforts in research, 

consultation, data analysis and strategy development. As such, a 

considerable amount of information has been recorded. This 

document summarizes a number of background reports including 

the Planning Context Report, Needs Assessment Report and 

Service Rationalization, Priorities & Partnership Report which 

contain detailed information, methodologies, and analyses 

regarding the various elements contained within this Plan. 

1.3 Definition of Recreation & Culture 

Throughout the Master Plan, a number of references are made to 

the terms “recreation”, “leisure”, “arts”, and “culture”. 

The term “recreation” can be broadly defined as activities 

consisting of all sporting, fitness and physical pursuits that a 

person or group pursues for the purposes of personal satisfaction 

and development, physical health and/or competition. 

The term “culture” will mean, but is not limited to, the arts, 

cultural industries, museums, architecture, natural and heritage 

resources. Culture can also encompass the attitudes, lifestyles, 

customs and beliefs that distinguishes residents from each other. 

The “arts” include music, theatre, dance, visual arts and literature. 

Finally, the term “leisure” is a combination of all recreation, 

cultural, creative, intellectual and social activities that a person or 

group pursues in their free time for the purposes of personal 

satisfaction and development. 

In conjunction with the Master Plan, the Town of Ajax and the 

Project Consultants have prepared a separate Sports & Physical 

Activity Strategy which facilitates higher activity and participation 

levels among residents, in keeping with the vision, goals and 

objectives of the provincial Active2010 strategy. This Master Plan 

serves as a companion document to the Sports & Physical Activity 

Strategy. 


April 2008 

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1.4 Master Plan Process 

The Recreation, Parks & Culture Master Plan was nearly a yearlong 

process which commenced in May 2007 and concluded in 

April 2008. The following process chart illustrates key steps taken 

in preparing the Master Plan. 


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1.5 Master Plan Goals 

The Master Plan’s goals are high level, directional statements 

which articulate the overall context for what is intended to be 

accomplished. Goals are the ideals that the Town of Ajax and the 

community should strive to achieve over time. The goals 

articulated below embrace the provision of recreation, parks, 

culture and arts programs, services, facilities, and open space. 

Goal 1: 

Foster a strong sense of identity and community pride. 

Goal 2: 

Assume a leadership role in providing and facilitating 

recreation, parks, arts and cultural services. 

Goal 3: 

Facilitate a healthy lifestyle for our citizens by 

providing a diverse range of physical and social 

opportunities through collective efforts with 

community partners. 

Goal 8: 

Seek opportunities to deliver services to all residents in 

partnership with other public, community and private 

sector providers. 

Goal 4: 

Offer programs and facilities which are based on 

community requirements that are accessible, inclusive 

and meet the evolving needs of the community. 

Goal 9: 

Support municipal staff & local volunteers with the 

resources that they require to deliver quality, 

enjoyable and safe services. 

Goal 5: 

Goal 6: 

Goal 7: 

Respect our environment and natural heritage through 

promotion of conservation, preservation and creating 

a healthier Ajax. 

Promote and strengthen the arts and cultural sector as 

a means to stimulate creativity and appreciation of the 

arts among residents and businesses in Ajax. 

Enhance the comprehensive trail system which offers 

active transportation, programming and event 

opportunities, interpretation, internal and external 

connectivity, and social cohesion. 

Goal 10: Support and enhance opportunities for special events 

and tourism to build community spirit and develop 

economic benefit. 


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1.6 Master Plan Objectives 

The Master Plan’s objectives are specific elements of the goals 

and represent a “desired end result.” As such, these objectives 

guide the development and implementation of the 

recommendations contained in the Plan, as well as for future 

decision‐making for the Town of Ajax. 

Goal 1: Foster a strong sense of identity and community. 

Objectives: 

a) Design public facilities as “public spaces” that help define a sense of community cohesion in Ajax. 

b) Encourage civic beautification initiatives among corporate citizens and residents to improve the Town aesthetic appeal. 

c) Promote the preservation of natural, archaeological, or intangible cultural resources to showcase Ajax’s rich heritage. 

d) Develop branding to improve identity and improve messaging to the community. 

Goal 2: Assume a leadership role in providing and facilitating recreation, parks, arts and cultural services. 

Objectives: 

a) Employ effective growth management strategies to adequately plan for higher demands on facilities, services and staff 

resources. 

b) Commit to providing an efficient, integrated and user‐friendly customer service system in the delivery of recreation, parks 

and cultural services. 

c) Develop a program and service model to set future direction for how programs and services are developed and delivered. 

d) Exercise fiscal accountability through cost‐effective and efficient management of resources, the appropriate application of 

user fees, and maximization of potential funding sources and community resources. 

e) Appropriately consult with residents and user groups in facility and program planning, particularly when significant 

changes are to take place in the community. 

f) Through continued marketing efforts, endeavour to increase awareness of the opportunities offered by the Town and the 

benefits of participating in active lifestyle. 

g) Demonstrate that the Town employees and Council members continue to embrace an active lifestyle. 


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Goal 3: 

Facilitate a healthy lifestyle for our citizens by providing a diverse range of physical and social 

opportunities through collective efforts with community partners. 

Objectives: 

a) Encourage physical activity by committing to the provision, facilitation and promotion of high quality recreation and active 

living opportunities. 

b) Provide or facilitate the development of infrastructure necessary that allows the advancement of the recreation, arts and 

cultural sectors. 

c) Placing a continued emphasis on supporting activities that encourage healthy living, wellness and personal development in 

a manner that responds to current trends and the needs of residents. 

Goal 4: 

Offer programs and facilities which are based on community requirements that are accessible, 

inclusive and meet the evolving needs of the community. 

Objectives: 

a) Facilities and programs should be offered in a safe and equitable manner so that persons of all backgrounds are welcome 

to participate. 

b) By embracing Ajax’s diversity, a variety of services will be provided in a manner that meets the needs of our multicultural 

population. 

c) Wherever possible, facilities and programs will be designed to minimize physical and social barriers that may affect 

persons with special needs and physical impairments. 

d) Services should be offered at locations which can be readily accessed by multiple transportation options. 

e) Different approaches will be taken to include residents who cannot afford to pay user fees and equipment costs. 


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Goal 5: 

Respect our environment and natural heritage through the promotion of conservation, 

preservation and creating a healthier Ajax. 

Objectives: 

a) Develop initiatives which build upon Ajax’s natural beauty and environmental features by providing leadership on how 

best to enhance and utilize these natural features. 

b) Pursue an ecosystem‐based approach to the planning, development and operation of facilities, parkland, open spaces, 

natural and environmental features. 

c) Preserve, protect and enhance Ajax’s unique natural heritage resources, placing priority on protecting waterways and 

shorelines, sustaining the urban forest and encouraging the greening of the Town. 

d) Educate the community about the significance of natural areas and the importance of environmental management 

through public awareness, outreach programming, and encouraging appropriate uses of space. 

e) Ensure that the Town showcases its liveability through beautification efforts. 

Goal 6: 

Promote and strengthen the arts and cultural sector as a means to stimulate creativity and 

appreciation of the arts among residents and businesses in Ajax. 

Objectives: 

a) Enhance the variety, diversity and accessibility of creative cultural experiences and programs. 

b) Provide places and spaces for cultural and artistic activities throughout the community including opportunities for public 

art. 

c) Support a climate where the arts, cultural and heritage community can flourish though economic investment and cultural 

renewal. 

d) Create an environment that encourages a thriving artistic and cultural community. 


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Goal 7: 

Enhance the comprehensive trail system which offers active transportation, programming and 

event opportunities, interpretation, internal and external connectivity, and social cohesion. 

Objectives: 

a) Work towards an accessible network of trails that is appealing to a wide range of users and is able to offer a number of 

visual, social, recreational, interpretive and physical experiences. 

b) Develop an interconnected trail and pathway system that connects people to places within the community and to areas 

adjacent to the Town. 

c) Encourage the integration of cycling onto the Town’s road system through a combination of facility development and 

public education. 

Goal 8: 

Seek opportunities to deliver recreation, parks and cultural services to all residents in partnership 

with other public, community and private sector providers. 

Objectives: 

a) Form appropriate partnerships as a means to effectively manage growth and development, and harness the communitybuilding 

capacity of potential partners. 

b) Encourage the involvement of community organizations, service providers and adjacent municipalities in the recreation, 

parks and culture system through appropriate partnerships and collaborations. 

c) Make every effort to strengthen relationships with existing partners to find ways to collectively improve the delivery of 

services. 

d) Continue to partner and work cooperatively with the Boards of Education to provide access to school facilities and 

grounds. 

e) Strengthen the Town’s leadership role through community engagement with all segments of the population. 


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Goal 9: 

Objectives: 

Support Municipal Staff & Local Volunteers with the resources that they require to deliver 

quality, enjoyable and safe services. 

a) Provide Recreation Services Department and other related Department staff with appropriate supports to ensure that they 

have the ability to respond to the demands of the public and the Town, in light of evolving trends and community 

characteristics. 

b) Provide volunteers with adequate support, personal development opportunities and recognition to advance their skills and 

showcase the valuable work contributed by these individuals. 

Goal 10: Support and enhance opportunities for special events and tourism to build community spirit and 

develop economic benefit. 

Objectives: 

a) Encourage and support the provision of quality special events to bring the Town’s residents together to share, celebrate 

and enjoy community gatherings. 

b) Promote and support tourism‐related activities aimed at creating economic development opportunities. 


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Master Planning Context 

Chapter 2: Master Planning Context 

2.1 The Town of Ajax 

Located in Durham Region, the Town of Ajax offers a vibrant mix 

of established and new residential neighbourhoods, along with a 

rich natural heritage that consists of nearly 570 hectares of parks, 

open spaces and environmentally significant areas, many of which 

are located along a number of waterways. Ajax’s six kilometres of 

waterfront property along Lake Ontario remains largely 

undeveloped for the enjoyment of residents and visitors alike. 

The arts and culture sectors play a vibrant role in showcasing 

Ajax’s rich heritage, and the Town’s historical base is particularly 

evident in the Pickering Village. All of these factors, along with a 

thriving business community, contribute to the high quality of life 

that Ajax offers to its residents. 

Figure 1: Regional Context of Ajax 

The 2006 Census records Ajax’s population at 90,167, 

representing an increase of over 22% from the year 2001. Much 

of the population growth has been driven by the Town’s location 

in the Greater Toronto Area, one of the fastest growing 

metropolitan areas in the country. The majority of the Town’s 

residents commute to their jobs, primarily to the City of Toronto 

which is approximately 50 kilometres west of Ajax. 


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2.2 The Community Consultation Program 

The Master Plan employed an extensive community consultation 

process that spanned the entire planning period. The 

consultation process allowed stakeholders, local and regional 

service providers, municipal staff and Town Council, and the 

general public to provide their insights and opinions pertaining to 

recreation, parks and culture. 

In particular, the Community Consultation Program utilized the 

following initiatives to gather feedback: 

• community and user‐group questionnaires (June 2007); 

• a statistically significant household survey (June 2007); 

• interviews with key informants (June 2007); 

• a Community Search Conference (October 2007); 

• workshops with Town staff (January 2008); 

• online feedback form (ongoing throughout the process); 

• presentations to the General Government Committee, 

the Management Committee and Town Council (ongoing 

throughout the process); and 

• public meetings and open houses (March 2008). 

2.2.1 Community and User Group Questionnaires 

A survey was distributed to local organizations with an interest in 

recreation, parks and cultural activities. A total of 67 surveys 

were returned and the key points are summarized as follows: 

• Between 2005 and 2007, 43% of groups reported an 

increase in their membership/participation level, 18% 

reported a decrease and 30% reported stable 

membership levels. 

• 72% of groups report plans to expand the scope of their 

membership, programming or services while only 3% 

have plans to reduce and 16% will maintain the present 

level. 

• The most utilized municipal facilities include the Ajax 

Community Centre (used by 30% of groups), the Village 

Arena & Community Centre (13%), the McLean 

Community Centre (11%) – users appear to be generally 

satisfied with these facilities. 

• 62% of groups require additional access to existing 

facilities while 38% do not. 

• 62% of groups cite a need for additional facilities over the 

next ten years while 31% do not (7% are unsure). 

• 26% of groups would be willing to provide capital 

contributions towards the development of new facilities 

while 54% would not (largely due to limited funds). 

• 53% would consider partnerships with the Town or other 

groups to deliver their services while 20% would not. 

• 57% are able to attract enough volunteers while 25% are 

not – 33% would benefit from additional training for their 

volunteers while 44% would not. 


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2.2.2 Household Survey 

The household survey of random local residences is considered to 

be statistically significant (yielding a confidence level of 95% with 

a confidence interval of ±5%) and representative of the local 

population. Key findings from the household survey include: 

Figure 2: Requests for Municipal Spending on Selected Facilities 

• 56% of respondents were able to participate in 

recreation activities as often as they would like, while 

55% of those were able to participate in arts and cultural 

activities to the desired degree. 

• The primary barrier to participation in recreation, arts 

and culture was cited to be a lack of time. 

• 64% of respondents participate in “all” and 25% 

participate in “most” of their recreation and cultural 

activities within the Town of Ajax. 

• Respondents were generally satisfied with the leisure 

opportunities available to children and seniors, and least 

satisfied with opportunities available for youth. 

• 26% stated that they would like to see new recreation 

and cultural programs offered – the most common 

requests pertained to theatre, arts and crafts classes, 

music classes and age‐specific recreation programs. 

• The top five facility requests were for nature trails, youth 

centre, senior’s centre, paved trails and splash/spray 

pads (see Figure 2). 

• 84% of respondents agreed that recreation services 

should be a high priority for Town Council, while 65% 

agreed that arts and cultural services should be a high 

priority. 


April 2008 

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2.2.3 Community Search Conference 

A Search Conference was held on October 17 th , 2007 at the Ajax 

Town Hall. This session was attended by a total of 64 individuals 

representing 34 community organizations, and also included local 

residents, youth, and seniors. Town Council members were 

invited to observe while Town staff assisted the Project 

Consultants by facilitating small group discussions. 

A number of key themes emerged from the search conference. In 

terms of values, residents embraced the natural environment and 

the Town’s leadership role in environmental management. 

Participants also articulated the desire to maintain a small‐town 

atmosphere in the context of rapid growth, by showcasing Ajax’s 

rich history and encouraging civic pride as means to develop 

community spirit and facilitate volunteerism. 

In terms of challenges faced by users of the recreation and 

cultural system, participants identified three primary barriers: lack 

of time, cost, and availability of facilities. 

To address time‐related pressures, some potential solutions 

included the provision of flexible program choices and 

unstructured activities at municipal facilities and incorporating 

personal fitness / active living opportunities through park design. 

In response to affordability barriers, ideas surrounded lowering 

the cost to participate in activities through adjustment and 

differentiation of pricing points, price incentives, and encouraging 

partnerships and volunteer efforts to lower the effective cost of 

certain services. Finally, to increase the number of facilities, 

participants encouraged use of local schools and new facility 

development to accommodate higher levels of demand and to 

accommodate population growth. 

facilities or program offerings) and for informative purposes (i.e. 

advertising the opportunities available in Ajax). 

Finally, search conference participants were asked to evaluate 

what role they believe the Town should play in delivering specific 

services. The top five roles (listed in order of priority), as reported 

by participants, for the municipality are as follows: 

i. Protecting and enhancing the natural environment. 

ii. Communicating and promoting the leisure and 

recreational opportunities available in Ajax. 

iii. Playing a part in enhancing a vibrant and attractive 

community. 

iv. Providing and supporting family leisure opportunities. 

v. Encouraging community special events and festivals. 

Through the search conference, a number of creative and unique 

ideas were expressed to address challenges and build upon 

community strengths. These community‐based solutions were 

considered throughout the planning process and incorporated 

into the Master Plan where possible. 

Participants appeared to advocate a strong focus on high quality 

and innovative design in facilities and programming. Emphasis 

was also placed on communication between the Town and the 

community, both for consultative purposes (i.e. in designing new 


April 2008 

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2.2.4 Key Informant Interviews & Staff Workshops 

In June 2007, interviews were conducted with the Mayor, 

members of Council, Town staff, key stakeholder groups and 

various agencies (e.g. Region of Durham, school boards, etc.). 

These interviews provided the opportunity for candid discussion 

on major topics including: fiscal resources; physical resources; 

human resources; and programs, services and community 

development. 

From the key informant interviews, a list of priorities was 

extracted: 

• Facility Development Plan; 

• Growth Management (for facilities, services and staffing); 

• Diversity and inclusion; 

• Accessibility for persons with disabilities; 

• An all‐encompassing environmental strategy; 

• Trails and pathways; 

• Community safety; 

• Youth engagement; 

• Physical Activity Strategy; and 

• Staff resources. 

diversity of the Town, improving affordability of activities, 

provision of more age‐specific pursuits, etc. 

2.2.6 Public Open Houses & Meetings 

Public open houses and meetings were held in March 2008. 

These sessions were designed to present the findings of the draft 

Master Plan to stakeholders and the general public in order to 

solicit their feedback. The input obtained through the open 

houses and meetings will be considered when finalizing the 

Master Plan. 

Workshops with municipal staff were also held in advanced stages 

of the master planning process to confirm general directions, 

provide feedback on recommended action plans and establish 

priorities to guide implementation. 

2.2.5 Online Feedback 

An online questionnaire was been posted on the Town of Ajax 

website for the duration of the master planning process in order 

to gather comments from the general public surrounding their 

perceptions on the state of recreation and cultural services. 

Comments for improvement were wide‐ranging and included the 

desire for facilities in new neighbourhoods, better reflecting the 

2.3 Community Demographics 

The Town of Ajax demographic profile is a critical factor used to 

determine future facility and program‐specific needs. By 

understanding who lives here now and how that will differ in the 

future, the Town can begin to form a picture of the types and 

scope of services and facilities which are required to meet 

community needs over the life of the Master Plan. 


April 2008 

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The following key demographic points are important to consider 

in the context of the Town’s recreation, parks and cultural system: 

Figure 3: Historical and Projected Population, 2001‐2021 

• Ajax has experienced considerable population growth in 

recent years, growing from 64,430 residents in 1996 to a 

2006 population of 90,167 (40% increase). 1 Current 

estimates place the Town’s population at 93,553 at the 

end of the year 2007. 

• The Town’s current (2007) population is estimated to be 

93,553 – by 2021, the population is forecasted to grow to 

125,589 (or 34%) as shown in Figure 3. 2 

• Ajax reflects a fairly young age profile compared to many 

other communities – this trend will continue as the 

number of younger adults will increase by 52% by the 

year 2021 – the number of older adults above 55 years, 

however, is poised to more than double (109% growth 

rate). This means a great variety of active and passive 

opportunities will be sought out. 

• Already an extremely ethnically diverse community, Ajax 

will continue to diversify as the region remains a popular 

destination for new Canadians, thus creating a need for 

new and non‐traditional types of services and facilities. 

• A link exists between level of income and participation in 

leisure activities – with the 2001 Census recording aboveaverage 

incomes in Ajax, it can be expected that higher 

levels of services are required. 

• It will also be important to continue to provide programs 

and services that are affordable to the general 

population in order to ensure that access to recreation 

and cultural opportunities is equitable for a range of 

residents. 

1 Statistics Canada Census, 1996, 2001. 

2 

Conforms to forecasts prepared by Monteith Brown Planning 

Consultants and Watson & Associates Economists. 2007. 

Source: Statistics Canada, 2001; Monteith Brown Planning Consultants, 2007 

2.4 Trends in Recreation, Parks & Culture 

As with demographics, an understanding of pertinent trends 

assists in developing strategies to address future directions 

pertaining to facility and programming requirements. By being 

aware of trends specific to demographics, participation and 

facility development, the Town will be in a position to anticipate 

shifts in demand for leisure opportunities. 

Key Lifestyle Trends 

• High levels of physical inactivity and obesity are being 

observed across the country, largely due to a lack of time 

and participation in more sedentary forms of leisure (i.e. 

watching television, online activities, etc.) in free time. 

• In order to facilitate healthy lifestyles, all levels of 

government are examining ways to increase physical 


April 2008 

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activity and participation levels through the introduction 

of programs, funding and other initiatives. 

General Trends in the Leisure System 

• Income is a significant barrier to participation in leisure 

pursuits – a person’s ability to pay needs to be 

considered by municipalities when delivering leisure 

services. 

• Demand for unorganized and drop‐in activities is on the 

rise, at the expense of most organized and structured 

programs which are inflexible to those with limited free 

time. 

• The “multi‐use” facility concept is being increasingly 

viewed as the preferred development model as it 

consolidates a number of leisure activities at a single 

location, thus providing a “one‐stop shopping” venue for 

time pressed individuals, offers cross‐programming 

opportunities for a wide range of ages, and reduces 

municipal operational costs. 

• Municipalities are entering into partnerships with 

community and private‐sector organizations to maximize 

efficiencies associated with capital and operational costs. 

• Volunteerism is in decline across the country, therefore 

supporting local volunteers is critical to ensuring that 

these dedicated individuals continue to participate in 

civic life and that new volunteers can be recruited. 

Key Trends in Sports & Recreation 

• Adults and older adults are embracing the “active living” 

or “wellness” philosophy, thus municipalities are 

orienting their programming to respond to these 

demands. 

• Trails (both nature and paved) continue to be one of the 

most demand “facilities” as walking for leisure, cycling, 

inline skating, etc. are all popular forms of leisure. 

• Fewer children and youth are participating in most 

organized sports (soccer and girls hockey are notable 

exceptions), rather choosing to pursue casual activities 

on their own schedule. 

• Arena sports (i.e. hockey, ringette, etc.) continue to be in 

demand, with shortages in prime time ice hours observed 

across the province. 

• Sport and nature‐based tourism represents a growing 

market, thus necessitating a focus on family recreation 

and “destination” facilities, as well as passive outdoor 

sports and activities such as golf, hiking, bird watching, 

etc. 


April 2008 

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Key Trends in Parks 

• People want to live near parks and open spaces as they 

are associated with a higher quality of life. 

• Parks are increasingly viewed as an opportunity for nonprogrammed 

recreation and culture activities, and can 

accommodate facilities targeted for all ages. 

• Demands have been observed for gathering areas such as 

public picnicking areas, outdoor barbeques, etc., 

particularly in communities with diverse ethnic 

populations. 

• As people become increasingly aware of benefits related 

to environmental protection, the integration of 

environmental features into active parks is becoming 

more apparent. 

• Education and public awareness of environmental and 

park‐specific issues are forming components of resource 

management strategies. 

• Research has been focused towards community‐based 

forms of art experiences that engage residents to 

collaboratively participate in the arts. 

• Models encouraging participation in the arts for specific 

age groups such as youth (e.g. urban art) and seniors to 

stimulate creative thought. 

• A reduced focus of the arts within the school curriculum 

is a challenge that may result in younger age groups not 

being introduced to arts‐based opportunities and may 

result in declining participation rates as they grow into 

adulthood. 

• Heritage preservation is a key component in developing 

liveable and creative cities by defining identity and 

senses of place. 

• Cultural tourism opportunities are increasingly forming 

key components of economic development strategies 

being developed by municipalities. 

Key Trends in Arts & Culture 

• Governments are recognizing the importance of culture 

and consider it an important part of developing a 

sustainable community. Culture has been referenced in 

strategic documents such as Places to Grow. 

• Absolute attendance figures for most arts and culture 

events have risen over the past two decades, however, 

these increases have not kept pace with population 

growth. 

• The Baby Boom generation may renew interest in the 

arts and cultural sector due to a higher level of free time 

(as they retire) and disposable income. 


April 2008 

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Recreation, Parks & Culture Facilities 

Chapter 3: Recreation, Parks & Culture Facilities 

3.1 Methodology 

The Recreation, Parks & Culture Master Plan has utilized a 

complex methodology to evaluate the need for facilities and 

services to be offered by the Town. Supply and demand 

calculations are rooted in local demographics, prominent leisure 

trends, consultations with the community, municipal service 

delivery mechanisms and application of service‐level targets. 

The chart below illustrates some of the key inputs and outputs 

used to evaluate facility and parkland needs (although there are 

other considerations such as alignment with corporate objectives, 

potential partnership opportunities, etc. which are used in the 

needs assessments as well as what is identified below). 


April 2008 

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Needs are assessed using methodologies involving market‐driven 

and population‐based (per‐capita) targets. Program statistics 

have utilized data from the 2006 Municipal Performance 

Measures Program. 

Market‐driven targets (e.g., 1 soccer field per “x” active soccer 

participants) are used to provide an accurate indication of 

demand for facilities that are largely registration‐based. Per 

capita targets (e.g., 1 indoor pool per “x” residents) are not always 

able to account for socio‐economic or cultural differences among 

diverse communities, but can be useful for Town‐wide facilities 

and when comparing levels of service with other municipalities. 

• Historical increases in growth; 

• Evidence of latent demand (e.g. waiting lists); 

• Usage patterns and capacity available at existing venues; 

• Appropriate and equitable geo‐spatial distribution (i.e. 

where facilities should go); 

• Capacity of the Town to fund, operate and maintain. 

Table 1 and Table 2 provide a summary of all provision targets 

established for appropriate facility types. 

Inventory data considers only municipal assets located on 

parkland owned by the Town of Ajax, and is considered to be 

accurate as of January 15, 2008. Reference has been made to 

certain school facilities, where appropriate. 

Action Plan: 

The Town should utilize targets in conjunction with other 

important factors, including trends, spatial and usage 

data, degree of “pent‐up” demand, and population 

growth in respective age groups to make informed 

decisions pertaining to facility‐based demand and before 

finalizing capital investment. 

Targets should not necessarily be considered as steadfast 

standards, rather they represent a point where the Town needs to 

consider the justification and priority of additional investment in 

specific facilities, based upon whether or not the facility in 

question is optimally used and if latent/growth‐related demand is 

present, etc. For example, after achieving a target the Town 

should consider including (but not limiting itself to) the following 

criteria prior to confirming the need for new facilities: 


April 2008 

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3.2 Indoor Recreation Facilities 

The following table summarizes indoor recreation facility requirements according to 

needs assessments conducted as part of the master planning process. For detailed 

technical information and analyses, please refer to the Needs Assessment Report which 

serves as a background document to this Master Plan. 

Table 1: Indoor Recreation Facility Needs, 2007‐2021 

Indoor Facility Type Recommended Provision Target Municipal 

Supply 

(2007) 

Multi‐Use Community 

Centres 

Market Dependent (no target recommended) 

Current 

Demand 

(2007) 

Current 

Surplus 

(Deficit) 

Future 


(2021) 

See analysis contained in this Section 

Future 

Surplus 

(Deficit) 

Ice Rinks 1 Ice Rink per 800 registered participants 5 5.2 (0.2) 6.3 (1.3) 

Indoor Aquatics 1 Indoor Aquatics Centre per 40,000 residents 2 2.3 (0.3) 3.1 (1.1) 

Gymnasiums 1 Gymnasium per 50,000 residents 1 1.9 (0.9) 2.5 (1.5) 

Multi‐Purpose Rooms Market Dependent (no target recommended) See analysis contained in this Section 

Older Adult Space Market Dependent (no target recommended) See analysis contained in this Section 

Youth Leisure Space Market Dependent (no target recommended) See analysis contained in this Section 

Training Clubs Market Dependent (no target recommended) See analysis contained in this Section 

Indoor Turf Market Dependent (no target recommended) See analysis contained in this Section 

Note: Projected populations for the years 2007 and 2021 are 93,553 and 125,589 respectively 


April 2008 

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Multi‐Use Community Centres 

The Town’s premier multi‐use 

recreation complexes consist of 

the Ajax Community Centre 

(ACC) and the McLean 

Community Centre (MCC). Both 

facilities contain a range of 

major facility components 

between them including indoor 

pools, ice pads (ACC only), 

gymnasia (MCC only), fitness 

centres, youth rooms, etc. 

Based on needs assessments 

articulated throughout the rest 

of this Section, the following components are recommended for 

inclusion in the design of a new multi‐use community centre: 

• ice pads (2) 

• indoor aquatics 

• full gymnasium 

• multi‐purpose community 

and program space 

• fitness studio 

• older adult leisure space 

• youth leisure space 

• preschool programming space 

As will be explained through the rest of this Section, there are also 

a number of facility components (i.e. equipment‐based fitness 

centre, child care centre, indoor turf, etc.) that may potentially be 

included pending further studies and development of appropriate 

partnership parameters. 

In addition to the indoor components listed above, the following 

outdoor facilities are recommended as part of the multi‐use 

centre site: 

• soccer fields 

• multi‐use field 

• multi‐use court 

• barrier‐free playground 

• splash pad 

Please note that the number and type of facilities included in the 

final site design is dependent upon site constraints or other 

mitigating factors. 

Initial observations suggest that the Sportsplex Park would be the 

most ideal site as the Town has already secured approximately 19 

hectares of additional lands for the second phase of the park’s 

development (which should be sufficient for the facility and/or 

future expansion phases) and would service a rapidly growing 

area of the Town. 

Action Plans: 

Based upon facility assessments conducted as part of the 

Master Plan, one new multi‐use community centre will 

be required during the next five years, preferably to be 

located in north east Ajax. 

Prior to the development of each phase of the 

recommended multi‐use community centre, the Town 

should conduct a feasibility, business plan and design 

study to verify that all the components recommended for 

the facility through this Master Plan are justified given 

the community characteristics and level of demand 

present at that time. 

In anticipation of land acquisition challenges associated 

with the Town’s forthcoming projected build‐out, this 

multi‐use facility should be sited and designed in a 

manner that allows future expansion should additional 

recreation or leisure components be required in the longterm. 

New facilities, where feasible, should be designed 

according to LEED or equivalent standards and 

incorporate “green” technologies to showcase the 

Town’s leadership role in energy efficiency and 

environmental stewardship. 


April 2008 

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Ice Rinks / Arenas 

Ajax is presently served by a total of five ice rinks at two municipal 

arenas. The Village Arena, located on Church Street in the 

Pickering Village, was constructed in 1974 as a single rink arena 

while the Ajax Community Centre (ACC) contains four ice rinks. 

Data suggests that ice is being utilized effectively at municipal 

arenas. In fact, a slight surplus of prime time ice was observed 

during the 2007 season, however, past utilization trends suggest 

that prime time ice bookings are on the rise. Research suggests 

that there were approximately 4,170 registered ice sport 

participants for the 2007 season. 

Application of a 1 ice rink per 800 registered participant service 

target suggests that one new ice rink would be required around 

the year 2016. The Town would be best suited to developing a 

twin‐pad arena to meet future needs, particularly as the aging ice 

rink at the Village Arena will also need to be replaced. 


A twin pad arena is recommended for development as 

part of the second phase of construction at a new multiuse 

community complex that would preferably be 

situated at Sportsplex Park. 

The Village Arena should be decommissioned and 

repurposed to another use once the new twin pad arena 

becomes operational. 

The Recreation Services Department should collect 

registration data from local ice sport organizations on an 

annual basis and re‐apply the service level target prior to 

the design and construction of new arena facilities in 

order to ensure sufficient demand exists. 

Indoor Aquatics 

There are two municipal indoor pool locations in Ajax (there are 

also a number of outdoor aquatic facilities which are discussed in 

Section 3.4). The McLean Community Centre contains a leisure 

style 25 metre pool with 

a large water slide, tot 

pool and on‐deck sauna 

and whirlpool. The Ajax 

Community Centre 

contains a standard 25 

metre pool. According to 

municipal statistics, 

there appears to be a 

substantial degree of 

latent demand for 

indoor aquatics, largely 

for children’s learn‐toswim 

programs as 

evidenced by waiting lists. The number of registrations for indoor 

aquatics has also been increasing, however, this may be 

constrained by limited pool times at peak usage hours. 

Given the observed demand for aquatic programs and the 

pressures apparent for existing peak pool times, it is 

recommended that the Town slightly increase its level of service 

and target the provision of indoor aquatic facilities at a rate of 1 

indoor aquatic facility per 40,000 residents. This target would 

necessitate the provision of a third indoor aquatic facility by the 

year 2016. 

With a multi‐use recreation facility currently targeted for 2011, 

the inclusion of an indoor aquatic centre appears to be justifiable, 

despite the fact that the recommended service target assumes it 

would not be used until capacity five years later. It is believed 

that significant latent demand exists in higher revenue program 

streams (i.e. lessons) and that the facility would attract greater 

degree of use among residents living in newly developing areas. 


April 2008 

Page 21


Furthermore, the provision of a warm‐water therapeutic pool may 

serve a number of health‐related and wellness functions (e.g. 

physiotherapy, various forms of rehabilitation, etc.), thus 

benefiting the needs of adults and older adults, while also offering 

a service to residents with a disability or injury. Preliminary 

observations suggest that a therapeutic pool could possibly be 

located in the ACC solarium space; this site could possibly enlist 

the adjacent hospital as a partner which would maximize revenue 

generation in addition to other revenues that could be rented to 

third‐party fitness operators. A more feasible/cost‐effective 

option, however, would be to position the recommended pool at 

the new multi‐use community centre to be able to offer 

therapeutic/rehabilitative opportunities. 

Use of the indoor pool at the McLean Community Centre would 

likely be reduced following a new indoor pool becoming 

operational, however, it is anticipated that the effects of the shift 

will be reduced as the Town’s population continues to grow. 


Provision of a third indoor pool facility is recommended 

for inclusion as part of a new multi‐use community 

centre, preferably as part of the facility’s first phase of 

development. 

The Town should consider the feasibility of providing a 

therapeutic pool in Ajax through a business planning 

process. In order to determine the most appropriate 

location for the therapeutic pool, this analysis should be 

conducted concurrently with the feasibility study for the 

multi‐use community centre. 

Multi‐Purpose Community & Program Spaces 

There are a number of meeting rooms, gathering areas and 

banquet halls distributed at municipal facilities across Ajax. In 

addition, the Town anticipates the development of three new 

community facilities: the Waterfront East Community Pavilion, the 

Greenwood Park Pavilion and a facility at a community school 

(pending the development of an agreement and site selection 

with the school board), all of which may contribute additional 

multi‐purpose spaces to the municipal supply. 

Program utilization statistics suggest that registration in municipal 

leisure programs is growing, and will continue to do so as Ajax’s 

population increases into the future. Numerous municipal 

programs and services are offered out of multi‐purpose program 

spaces located at existing venues such as the community centres, 

Rotary Park Pavilion, community schools, etc. With apparent 

demand of these spaces for community functions also placing 

pressure on existing facilities, a need exists for additional spaces 

capable of hosting a variety of municipal and community events. 

To alleviate pressures on existing facilities, as well as to create 

high quality community and Town‐wide destination facilities, it is 

recommended that meeting spaces be provided at the new multiuse 

community centre, a Waterfront East Community Pavilion, a 

Greenwood Park Pavilion (see Section 3.5), a new community 

school, and/or where other appropriate opportunities may exist. 


Include flexible community and program spaces as part 

of the design template for all appropriate communityoriented 

facilities, including the new multi‐use 

community centre. These spaces should be designed to 

accommodate multiple purposes, to the greatest extent 

possible. 

Proceed with the development of the Waterfront East 

Community Pavilion to provide an anchor point for the 

eastern end of waterfront. This facility should contain 

functional program space as well as amenities catered to 

the convenience and enjoyment of trail users and 

tourists to the waterfront. 


April 2008 

Page 22


In order to address service gaps pertaining to meeting 

spaces in Ajax’s northern and/or southeast quadrants, 

the Town should consider investing in the development 

of meeting spaces and/or gymnasiums at proposed 

community schools, and/or any other new school 

developments. 

Older Adult Space 

Dedicated spaces for seniors are currently provided at the St. 

Andrews Community Centre and the Village Community Centre. 

Given the tremendous growth forecasted for the older adult 

population, additional seniors space will undoubtedly be required 

if the Town is to adequately service the needs of this market. This 

may necessitate the expansion of existing seniors facilities as well 

as the development of new venues for older adults to congregate 

and participate in leisurely pursuits. It should be noted that it is 

now considered best practice to provide older adult leisure spaces 

which offer multiple uses and diversified programming 

opportunities rather than single purpose, dedicated seniors hall 

facilities. 

The design of new or 

upgraded older adult 

facilities may consist of 

fitness and wellness 

studios, arts and crafts 

areas, games room, 

reading and/or multimedia 

areas, social 

lounges and other 

amenities. The Town 

would be best suited to 

consult with existing 

senior’s clubs and 

newly retired residents in Ajax to find a way to provide spaces 

that meet the evolving needs of their membership. Through their 

design, new and existing facilities should be evaluated for their 

ability to accommodate a range of active and sedentary uses. 


The Town should continually evaluate opportunities to 

expand and/or add dedicated older adult areas to 

existing community recreation and leisure facilities. In 

doing so, the Town should consult with local seniors’ 

clubs in the design of expanded or older adult‐oriented 

facilities in order to ensure that local needs are 

considered in a manner that encourages a high degree of 

use through principles of inclusion and accessibility. 

St. Andrew’s Community Centre should be expanded 

(through linking the two separated buildings) to 

accommodate a wider range of older adult‐specific 

needs, particularly through the inclusion of active living 

space. This will create a centralized hub for older adult 

programming in Ajax and should incorporate spaces for a 

range of active and passive opportunities to be pursued. 

Expanded and revitalized space at St. Andrews will not 

only be of benefit to older adults using the facility but 

will also increase the capacity for community recreational 

programming, private rentals and support the uses of the 

current tenant, the Ajax/Pickering Navy League Branch. It 

is recommended that the Town undertake a full 

consultation approach with all existing users to ensure 

plans meet current and future anticipated need. 

A dedicated older adult space should be included as part 

of the design for a new multi‐use community centre, 

preferably as part of the facility’s second phase of 

development. 

A focus should continue to be placed upon enhancing the 

service delivery model for older adults through the 

development of innovative, inclusive and accessible 

programs focusing on wellness and active living. 


April 2008 

Page 23


Child & Youth Leisure Space 

Two municipal youth rooms (located at the McLean Community 

Centre and the Ajax Community Centre) are provided in Ajax for 

those between 12 and 18 years of age. 

The youth rooms at the ACC and MCC appear to be generally well 

utilized and benefit from their central locations and proximity to 

other recreational activities. It should be noted that while visits to 

the drop‐in rooms have decreased in recent years, staff are 

currently observing increasing levels of use partly due to the 

enhancement of the facilities with the infusion of corporate 

sponsorship and other funding sources. 

The development of youth spaces should focus upon providing a 

range of recreation and resource‐based opportunities. Youth 

should be engaged in the design and operation of drop‐in 

facilities, thereby empowering them, facilitating positive 

leadership skills and creating a sense of ownership in the facility. 

Youth facilities should be provided in areas that are highly 

accessible, such as those serviced by public transit or near bicycle 

paths. 

Youth spaces should also incorporate sufficient areas for arts and 

cultural activities, which are channels for creative and personal 

expression opportunities that youth are consistently seeking. Arts 

and cultural activities for youth are much different than activities 

traditionally programmed (which responded typically to more 

adult‐oriented interests), and include opportunities such as urban 

art, spoken art, musical expression, etc. 


The Town should incorporate dedicated youth leisure 

spaces as part of the design for a new multi‐use 

community centre, preferably as part of the facility’s first 

phase of development. 

The Town should prepare a feasibility study and business 

plan to determine whether or not municipal investment 

is warranted in a stand‐alone youth facility, if an 

appropriate site is secured. In particular, the feasibility 

study should examine whether or not the stand‐alone 

facility would duplicate existing facilities and services 

offered at existing municipal and community‐based 

venues. 

The Town should endeavour to facilitate a youth‐friendly 

atmosphere at all municipal youth facilities by continuing 

to provide appropriate training for municipal staff and 

involving youth in the decision‐making processes 

throughout the design phase and facility operation. 

The Town should conduct its Youth Survey (or similar 

consultation tool) every five years to ensure that it is well 

positioned to respond to youth‐specific needs and 

concerns. 


April 2008 

Page 24


Preschool / Early Childhood Development Rooms 

The Town provides supervised drop‐in spaces for children up to 

the age of 10 at the Ajax Community Centre (Little Friends 

program room) and the McLean Community Centre. 

As part of the new multi‐use facility, the Town should offer 

preschool programming rooms similar to the model employed at 

the MCC and ACC. The provision of drop‐in children’s facilities is 

seen as a beneficial component of a community centre as the lack 

of child supervision can be a barrier to participation for certain 

facility users (i.e. parents who do not have access to child 

supervision services). 

lifestyles. The Town’s training clubs are well positioned to 

respond to these demands through the availability of equipment 

and studio‐type spaces. Even though the private sector has 

become the leader in providing fitness centres and training clubs, 

it is recommended that the Town continue its role in providing 

affordable and differentiated fitness facilities so that residents 

continue to have a choice of where to engage in their fitness 

activities. 


The provision of preschool programming rooms at new 

leisure facilities is encouraged so that the inability to find 

suitable child supervision does not become a barrier to 

the participation of caregivers in municipal leisure 

programs, while also providing opportunities for early 

childhood development. 

Training Clubs / Fitness Studios 

Two municipal training clubs are offered at the McLean 

Community Centre and the Ajax Community Centre. Both facilities 

are fully equipped with exercise machines and cater to weighttraining 

and aerobic fitness. These community centres also 

contain fitness studios with wood‐sprung floors that 

accommodate active living and wellness programming. The ACC 

also offers four squash courts which are available for use by the 

general public and for club play. 

Given trends towards active living (i.e. the integration of physical 

activities into an individual’s daily routine), the Town should 

continue to expand its focus, over time, on such programs that 

facilitate health benefits associated with physically active 

Active living opportunities appeal to a great number of older and 

younger adults as well as the teenage market. For example, the 

health‐related benefits of spiritual‐based fitness (e.g. yoga, tai chi, 

dance, etc.) have been well documented and have been observed 

to be popular from the teenage to senior years. The Town should 

also consider active living opportunities in outdoor spaces such as 

parks by incorporating appropriate features (e.g. stretching 

stations, exercise zones, jogging loops, self guided walking trails, 

etc.) in those particular settings. 


The Town should prepare a business plan to determine 

the feasibility of including a training club as part of a new 

multi‐use community centre. 


April 2008 

Page 25


As part of a new multi‐use community centre, the Town 

should include an active living studio and an indoor 

walking track to encourage physical activity during all 

seasons and among all age groups. 

The Town should include a small‐scale fitness facility at 

the St. Andrew’s Community Centre that is specifically for 

the use of the older adult population. At a minimum, this 

should include a studio space with wood‐sprung floors 

and sufficiently high ceilings to accommodate a range of 

fitness programs. 

The Town should evaluate new and existing outdoor 

community spaces for their ability to accommodate 

active living and wellness programming opportunities as 

a means to add value to open spaces through 

encouraging passive recreation. 

The Town should continue to develop innovative and 

interesting programs that will respond to the needs of its 

growing population, particularly the older adult market. 

The Town should also consider ways to engage residents 

of different ethnic backgrounds in order to encourage 

physical activities that appeal to a wide range of 

residents. 

Gymnasiums 

The only municipally‐owned gymnasium is located at the McLean 

Community Centre, however, the Town facilitates community 

access to four community schools through an agreement with 

local school boards. A service target of 1 municipally‐owned 

gymnasium per 50,000 residents is sufficient to meet the needs of 

the population and will allow the Town to maintain a degree of 

authority over operations and scheduling (whereas this is not 

always possible in school‐owned gyms or shared facilities). 

Based on a 1:50,000 target, Ajax would require a second 

municipal gymnasium by the year 2009. It is recommended that 

the Town provide a municipal gymnasium at the new multi‐use 

community centre and even though this is expected to occur in 

2011, short‐term gymnasium needs are expected to be met 

through continued access to community schools. 


The provision of a full gymnasium is recommended for 

inclusion as part of the first phase of development for the 

proposed multi‐use community centre. This would assist 

in augmenting programming opportunities at school 

gyms which may not otherwise be available for certain 

users. 

The Town should make every effort to maintain 

community access to school gyms to serve any 

neighbourhood‐level demands. 

Indoor Turf 

The Town does not own or operate an indoor turf facility. 

Municipalities are increasingly entering into the realm of 

providing indoor turf facilities due to the significant growth in 

indoor soccer, however, these facilities are not generally 

considered to be a standard level of service as of yet. 


April 2008 

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Since indoor artificial turf centres are generally not yet a standard 

level of service for many municipalities, it is recommended that 

the Town explore the possibility of providing indoor turf as well as 

the municipality’s potential role in capital funding and operations. 

This will require a business planning exercise prior to the design of 

the facility to confirm municipal role in delivering indoor turf, 

ensure that future demand is sufficient to support municipal 

investment, solicit potential partners and offer a funding strategy. 

Indoor turf centres are not only beneficial for indoor soccer 

programs but also can provide a venue for other activities such as 

football, lacrosse, lawn bowling, etc. Potential locations for such a 

facility could include the proposed multi‐use community centre or 

repurposing an appropriate existing municipal facility; the 

business planning exercise should confirm a location for this 

venue. 

strategic directions to strengthen the role that arts, culture and 

heritage plays in enhancing the local quality of life. 

A key to advancing the objectives of the ICACP is to continue to 

work with, and assisting to build the capacity of, local arts and 

cultural groups in order to maximize the facilities and services 

which presently exist and which may be created in the future. 

The creation of a funding strategy is recommended to support the 

development of arts and cultural programs, events and the 

acquisition of public art. Such an initiative would be of great 

benefit in developing and expanding the creative infrastructure of 

Ajax. 


The Town should undertake a business planning and 

feasibility study prior to the design of the new multi‐use 

community centre to determine whether municipal 

investment in indoor turf at the new facility is justifiable 

from a demand, financing and operating perspective. Site 

selection criteria should consider Sportsplex Park (and 

any other appropriate sites) as possible venues for 

development. 

3.3 Arts, Culture & Heritage 

Arts & Cultural Policies 

The Town of Ajax Official Plan, Corporate Strategic Plan, the 

Integrated Community Arts and Cultural Plan (ICACP) and the 

Pickering Village Urban Design & Heritage Study are the primary 

corporate documents guiding the provision of arts and culture in 

Ajax. These documents provide the Town with the authority and 

The ICACP and Corporate Strategic Plan also identify a need to 

strengthen and incorporate public art, largely through the land 

development process. This would ideally involve the drafting of a 

Public Art Policy which would contain provisions for public art and 

mandate contributions for applications falling under Section 37 of 

the Planning Act (increased height or density); such an initiative 

should also be supported by other funding mechanisms including 

(but not limited to) the creation of a public art reserve, a 

framework for soliciting resources from community‐based 

partners, etc. 


April 2008 

Page 27



The findings of the Pickering Village Urban Design & 

Heritage Study should support decisions surrounding the 

Village Central Area and possibly focus upon developing 

the area as a primary node for creative and cultural 

activity through ongoing investment and policy 

development. 

The development of a Public Art Policy is recommended 

to encourage the provision and promotion of public art in 

Ajax. Policies governing public art should also be 

included in the Official Plan at the time of its next 

revision to provide municipal direction in this matter. 

The Town should continue to implement the strategic 

directions contained in the Integrated Community Arts 

and Cultural Plan in order to facilitate a thriving 

environment for Ajax’s creative sector. 

The creation of a funding strategy to support the 

development of arts and cultural programs would be of 

great benefit in developing and expanding the creative 

infrastructure of Ajax. 

Arts & Cultural Facilities 

The Town operates gallery space out of the Rotary Room Gallery 

(Ajax Public Library) and the McLean Community Centre’s atrium. 

Performance venues are offered at the J. Clarke Richardson 

Community Theatre, Heritage Square and the Village Community 

Centre. There are also limited opportunities available at local 

churches, schools and service clubs, as well as at the informal 

outdoor amphitheatre located along the Ajax waterfront. 

Arts and cultural organizations presently operating in Ajax have a 

diverse range of facility‐specific demands, ranging from simple 

gathering places to exhibition and sophisticated performance 

spaces. Given that the arts are an “experience”, sensory 

components (i.e. audio‐visual, multimedia, etc.) are generally 

required in venues designated for creative activity; for example, 

musical organizations may require rooms that are designed to 

enhance acoustics while artistic groups may require spaces 

equipped with sinks and work benches. 

To meet the demand for a range of interests, the provision of 

flexible, multi‐use spaces is key to accommodating the arts and 

culture sector. Existing and future meeting/gathering spaces 

should accommodate arts and cultural needs, where feasible; for 

example, gallery spaces could ideally complement appropriate 

public facilities such as the Town Hall. 

To specifically address the needs of the performing arts 

community, the recently acquired St. Francis de Sales Church may 

offer a venue for community‐level theatrical productions. A 

structural evaluation of the former church and a business plan will 

be required to determine the costs associated with retrofitting the 

facility to accommodate arts and cultural interests. 

As suggested in the Section 3.2, the aging ice rink at Village Arena 

will need to be replaced, ideally in the form of a new twin‐pad 

arena facility at a new community centre. This presents an 

opportunity to convert or retrofit the Village Arena and 


April 2008 

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Community Centre to an alternative use(s) and create a 

centralized hub for creative and cultural activity in the Pickering 

Village. Any conversion should conform to directions set forth by 

the Pickering Village Urban Design & Heritage Study. 

As such, the Town may benefit from repurposing the Village Arena 

to become a multi‐purpose/multi‐media recreation space once 

the new twin‐pad arena in the proposed multi‐use community 

complex at Sportsplex Park is completed (thereby rendering the 

Village Arena ice pad as surplus). The Village facility would ideally 

include visual, performing art, music and dance, heritage and 

gallery spaces; possibilities also exist for spaces for community 

groups, leasable vendor opportunities, general meeting areas, etc. 

Such a development would lend itself well to Memorial Park, 

which contains a public library branch (joint‐spaces in the new 

facility may provide additional programming opportunities) and 

the very nature of the park, which recognizes the military history 

of Ajax. In addition, it is recommended that the Town consider 

passive community uses which could be situated upon the open 

park space; this may include (but not be limited to) a public plaza 

similar in nature to Heritage Square, an outdoor amphitheatre or 

performance space, public gardens, personal reflection area, etc. 

Libraries are also places that foster creative thought and cultural 

activities. It would appear that a new library branch would be 

needed to serve the newly developing areas in north Ajax (and 

could potentially be located within the new community centre). 

An independent library needs assessment would be required to 

evaluate the most suitable location(s) and determine the 

implementation strategy for new library branches in Ajax. 

The Town should continue to develop civic spaces that encourage 

social gatherings and are able to accommodate special events 

(e.g. Heritage Square, Greenwood Conservation Area, Ajax 

Waterfront, etc.), and are supported by the necessary 

infrastructure to do so. The demand and support for community 

events was apparent throughout the consultation process and 

residents appear to greatly value the special events and 

gatherings delivered by the municipality. 

On a smaller‐scale, public gathering features should be 

incorporated into neighbourhood park designs that could 

potentially have small amphitheatres/stages, seating areas, 

gazebos, etc. These neighbourhood parks would then be able to 

host gatherings which could encourage surrounding residents to 

interact and develop a sense of community. On a larger scale, 

these spaces could include outdoor performance venues which 

are able to host larger crowds. 


The Town should continually work with the arts and 

cultural community to optimize the utilization of existing 

meeting/gathering spaces for their potential to 

accommodate specific needs of these groups. 

The Town should employ a focused and phased strategy 

in developing cultural capacity in Ajax prior to larger 

scale facility developments. In support of this effort, the 

Town should evaluate the feasibility of retrofitting the 

former St. Francis de Sales Church into a venue capable 

of hosting community‐level programming including arts 

and theatrical productions as churches are ideally suited 

for such uses. 

Upon completion of the proposed multi‐use community 

centre and its associated twin‐pad arena, the Town 

should evaluate the feasibility of repurposing the Village 

Arena & Community Centre site to become a multipurpose/multi‐media 

recreation centre to serve as the 

primary hub for cultural activity in the Pickering Village. It 

is envisioned that the area itself become a campus for 

creative activity by incorporating indoor and outdoor 

facilities that are responsive to the creative class, 

residents and commercial enterprise. 


April 2008 

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When including meeting spaces at the new multi‐use 

community centre (and/or at any other new community 

facilities), consideration should be given to 

accommodating certain needs of the arts and culture 

sector through the design of the facilities. 

In conjunction with the Ajax Public Library, the Town 

should discuss the potential of including a new library 

branch within the proposed multi‐use community centre, 

likely necessitating the Town to undertake a library needs 

assessment and feasibility study. 

Heritage Assets 

It is a goal of the Town’s Official Plan to protect its cultural 

heritage resources because they contribute to a sense of 

community and provide continuity between the past and the 

present. The Ontario Heritage Act gives the Town the authority to 

protect buildings of historical or architectural significance. 

Heritage designations can help to preserve the essence of an area, 

increase the intrinsic and/or monetary value of a property, and 

protect examples of historic architectural styles. Designations can 

assist in recognizing and enforcing the cultural value of, and 

community appreciation for, heritage properties while providing 

protection against inappropriate treatment. 

The Town has established the Heritage Advisory Committee to 

provide advice and assistance to Council, the Planning & 

Development Services Department, the Legislative and 

Information Services Department and private property owners on 

matters relating to the conservation of the community’s historic 

buildings and architectural heritage. 

Where possible, the Town should 

incorporate appropriate heritage 

elements into the design of 

indoor and outdoor public 

spaces in order help define a 

sense of history and place. 

Incorporation of heritage assets 

through municipal spaces also 

fosters a greater appreciation 

through understanding among 

residents, particularly those who 

are new to Ajax. The waterfront 

is an ideal location to showcase 

the Town’s rich history as it 

would complement existing 

interpretive features such as the Veterans Point Gardens and 

highlight Ajax’s shipbuilding heritage. 


The Town should develop an internal agreement as to 

how to strategically deliver the heritage portfolio, 

including roles and responsibilities of each department. 

The Recreation Services, Planning & Development 

Services, and Operations & Environmental Services 

departments should provide input to the Heritage 

Advisory Committee in order to assist in protecting 

properties with historically significant architecture and 

urban design features. 


April 2008 

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3.4 Outdoor Recreation Facilities 

The following table summarizes outdoor recreation facility needs according to needs 

assessments conducted as part of the master planning process. For detailed technical 

information and analyses, please refer to the Needs Assessment Report which serves as 

a background document to this Master Plan. 

Table 2: Outdoor Recreation Facility Needs, 2007‐2021 

Outdoor Facility Type Recommended Provision Target Municipal 

Supply 

(2007) 

Current 


(2007) 

Current 

Surplus 

(Deficit) 

Future 


(2021) 

Future 

Surplus 

(Deficit) 

Soccer Fields 1 Full Soccer Field per 90 registered participants 56 63.2 (1.9)* 70.7 (7.2)* 

Ball Diamonds 1 Ball Diamond per 100 registered participants 32 11.6 20.4* 14.5 17.5* 

Multi‐Use Courts 1 Tennis Court per 5,000 residents and 1 

Basketball Court per 1,000 youth (aged 10‐19) 

27.5 31.4 4** 37.2 6** 

Skateboard Parks 1 Skateboard Park per 5,000 youth (aged 10‐19) 2 3.1 (1.1) 3.3 (1.3) 

Outdoor Aquatics 1 Splash Pad per 5,000 children (aged 0‐14) 2 4.1 (2.1) 4.6 (2.6) 

Playgrounds 1 Playground per 500 metre radius See analysis contained in this Section 

Multi‐Use Fields Market Dependent (no target recommended) See analysis contained in this Section 

Waterfront Facilities Market Dependent (no target recommended) See analysis contained in this Section 

Off‐Leash Dog Parks Market Dependent (no target recommended) See analysis contained in this Section 

Note: Projected populations for the years 2007 and 2021 are 93,553 and 125,589 respectively 

* Field surplus/deficit is considered in terms of unlit full field equivalents, therefore, totals do not reflect physical supply/demand as identified 

** Demand calculations utilize a blended standard whereby tennis and basketball courts are consolidated into a single court, therefore 

surplus/deficit totals do not reflect physical supply/demand as identified 


April 2008 

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Greenways & Greenbelts 

The Town of Ajax has an expansive trail and greenbelt system that 

serves a range of recreational and conservation uses. Key trails 

include: 

• Waterfront Trail • Audley Trail 

• Duffins Trail • Ajax Greenbelt Trail 

• Ajax Discovery Bay Trail • Church Street Trail 

• Carruthers Creek Trail • Greenwood Trails 

• Millers Creek Trail • Taunton Trail 

The Town should continue to place a high importance on its trail 

facilities by making multi‐use trail development a high priority. 

Trails are as much of a recreational “facility” as arenas, parks and 

sports fields. They are multi‐seasonal facilities, particularly if they 

can accommodate winter activities such as cross‐country skiing, 

snowshoeing, etc. and returning to designated hiking / cycling 

trails in the spring, summer and fall months. Convenience is also 

important through the provision of trail‐related amenities such as 

parking, benches, lighting, washrooms, etc. 


The Town should continue to implement the key 

recommendations of the Bicycle and Leisure Trail System 

Plan. As a key corporate document, this Plan should be 

revisited in 2011, approximately ten years from its date 

of adoption, to ensure relevancy to future circumstances 

and monitor progress to date. 

Future subdivisions should continue to be designed to 

accommodate trail networks, especially those that have 

the potential to connect to the major trail networks 

present in Ajax. 

The Planning & Development Services Department, in 

reviewing plans of subdivision, should make every effort 

in acquiring adequate parking at suitable access points in 

the trail system. 

The Town should design trails to become multi‐seasonal 

facilities which can provide a range of opportunities in 

the summer and winter months. The types of permitted 

uses should be evaluated on a trail‐by‐trail basis. 

Continue to develop waterfront trails that showcase the 

exceptional aesthetic value of Lake Ontario, Duffins Bay 

and/or other creek systems contained within Ajax. 

Soccer Fields 

The Town of Ajax maintains a supply of 54 soccer fields (or 56 

unlit equivalents), the majority of which are set up as mini fields 

for children. Research suggests that there are nearly 5,700 soccer 

players registered with local clubs in Ajax. 

The Town should set the present level of service to a target of one 

unlit full field equivalent per 90 registered players which would 

bring it in line with similar communities. An unlit full field 


April 2008 

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equivalent standardizes fields of various sizes and quality; for 

example a field with lighting systems is considered to be 1.5 unlit 

equivalents due to its ability to accommodate play during the late 

evening while two mini fields is considered to be the same as one 

full field. 

The greatest pressure 

presently exists for 

mini fields, which are 

largely associated with 

the growth in the 0‐9 

year age cohort. A 

need for seventeen 

additional mini fields 

by the year 2021 will 

become apparent if 

current participation 

levels persist; as two 

mini games can be simultaneously played across a single full size 

field, the mini deficit can be considered to be 5.0 full fields at 

present growing to a need for 8.5 full fields by 2021. Mini field 

deficits are slightly offset by a surplus in full size fields (3 fields at 

present and 1.5 fields in 2021) leaving a long‐term deficit of 7 full 

size field equivalents. 

A much lesser degree of pressure exists for full size fields targeted 

to older age cohorts. Presently, the Town has a surplus of full size 

fields, which is in line with data obtained from the Town’s Facility 

Usage Report. Although peak demand will be reached in 2011, the 

number of youth aged 10 to 19 (the primary users of full fields) is 

expected to decline after the year 2016, which is why stabilized 

demand can be observed for full fields after this time. 


The Town should proceed with all field lighting and turf 

improvement projects identified in its Long Range Capital 

Forecast in order to improve field quality and encourage 

bookings of existing fields as a means to achieve 

reasonable usage targets. 

Construct a total of seven new unlit full size soccer field 

equivalents by 2021, proceeding with those already 

identified in the Long Term Capital Forecast; to the 

greatest extent possible, new fields should be clustered 

together to form multi‐field complexes, either at existing 

parks or at future park locations. It is recommended that, 

pending confirmation through a business planning 

exercise, at least one field be designed with an artificial 

turf surface to offer extended playable hours. 

The Town should evaluate the possibility of converting 

surplus softball diamonds to soccer fields as a means to 

address the soccer field shortage. 

The Town should continue to work with soccer 

organizations in order to evaluate field usage through the 

Facility Usage Report. The Town should collect 

registration data from all permitted organizations on an 

annual basis in order to apply the recommended 

provision target of one soccer field per 90 players as a 

means to evaluate demand for fields in conjunction with 

facility usage data. 

Through acceptable agreements with local school boards, 

the Town should encourage soccer field usage at school 

campuses to maximize supply and space requirements. 

Multi‐Use Fields 

The Town schedules many field sports such as football, field 

lacrosse, rugby, Ultimate Frisbee, etc. on soccer fields, although 

the Roland Michener field is primarily used for football (and 

accommodates limited use for soccer as well). Additionally, a 

dedicated cricket pitch is located at the Ajax Community Centre 

and has been met with success. 


April 2008 

Page 33


Demand appears to be limited for sports such as football, lacrosse 

and rugby when compared to soccer. While dedicated fields for 

non‐soccer users is not recommended at this time, the Town 

should continue to find opportunities for such users to access 

available fields. The Town should continue its practice of 

scheduling non‐soccer users on existing sports fields and enhance 

its overall supply of fields to allow additional hours of play. 

The installation of artificial turf at the Ajax Community Centre (or 

Sportsplex Park as a possible alternative) would allow a greater 

degree of use without adversely affecting field quality. If deemed 

appropriate by the Town (through a business planning exercise), 

the possibility would also exist to enclose the artificial turf field 

with a temporary dome or bubble to facilitate winter use. 


The Town should continue to work with the local school 

boards, to the greatest extent possible, to ensure that 

new and existing school fields – in concert with municipal 

fields – are able to accommodate football, lacrosse and 

other field sports. 

Pending confirmation through a business planning 

exercise, the Town should provide an artificial turf field 

(preferred for development at either Ajax Community 

Centre or Sportsplex Park) for a variety of field sports, in 

a manner that is equitable to a range of users. Should 

substantial use be observed at this field, the Town should 

develop one additional field (natural or artificial turf) for 

similar uses. 

Ball Diamonds 

The Town of Ajax maintains a supply of 22 hardball and softball 

diamonds (or 32 unlit field equivalents). Research suggests that 

there are approximately 1,161 ball players presently registered 

with leagues in Ajax. 

Experience suggests that a target of one ball diamond per 100 

registered players is sufficient to meet localized demand for 

diamonds. Based upon this target, the Town currently has a 

significant surplus of ball diamonds, predominantly consisting of 

softball venues. The Town, therefore, should focus upon 

improving and maintaining a high quality level for play at existing 

high quality diamonds (i.e. Type 1 and/or Type 2) rather than 

pursuing the development of new ball facilities. 

With regard to the lower quality diamonds (i.e. Type 3 and 

practice diamonds) in Ajax, 

the Town should evaluate 

which fields remain suitable 

for neighbourhood‐level 

ball play and which 

diamonds should be 

designated as surplus. It is 

recommended that the 

Town consider converting 

or re‐purposing surplus 

diamonds to other uses 

such as soccer, open space, 

etc. The Town should also evaluate the possibility of installing 

grass infields at these diamonds which would facilitate additional 

informal, non‐programmed types of uses and reduce maintenance 

costs at these facilities. 


The Town should initiate field lighting and turf 

improvement projects at appropriate high‐use ball 

diamonds in order to continue its field improvement 

practices and encourage bookings of existing fields. 

The Town should undertake a study of its underutilized 

and lower quality diamonds in order to identify potential 

surplus diamonds which would be better suited to 

accommodate other community facility needs. This 


April 2008 

Page 34


process should be conducted in concert with appropriate 

stakeholder groups and other neighbourhood 

representatives. 

In order to accurately assess market demand for ball in 

Ajax, the Town should continue to work with hardball 

and softball organizations in order to evaluate field usage 

through the Facility Usage Report. The Town should 

collect registration data from all permitted organizations 

on an annual basis in order to apply the recommended 

provision target of one ball diamond per 100 players as a 

means to evaluate demand for fields in conjunction with 

facility usage data. 

employed to offer basketball and tennis, five new multi‐use courts 

would be required. 

Multi‐Use Courts 

The Town of Ajax provides 16 public tennis courts, four of which 

are specifically used for competitive play. The Town also 

maintains a supply 9 basketball courts (7.5 full court equivalents). 

In addition to this supply, the Town offers two full multi‐use 

asphalt courts that can be used for multiple activities such as 

basketball, tennis, ball hockey, etc. 

Although a multi‐use court design template is recommended for 

all future court developments, it is necessary to examine activity 

specific needs for tennis and basketball; other activities that may 

occur on a multi‐use court (i.e. ball hockey, outdoor skating) do 

not have a defined level of service associated with them. In the 

case of tennis, a target of 1 court per 6,000 residents is 

appropriate while a target of one basketball court per 750 youth 

(ages 10‐19) is sufficient in determining the needs of the core 

interest in outdoor basketball. 

Application of the tennis target reveals the present supply to be 

sufficient, however, by 2021 there will be a need for five more 

locations; similarly, a need for five basketball court locations will 

be apparent in that same time frame. If a multi‐use template is 

Although a need for five new multi‐use courts is demonstrated, 

however, it is preferred that multi‐use courts be developed in 

pairs (to allow at least one of tennis and/or basketball activities to 

take place), and so a minimum of six new courts would meet 

service level targets; additional courts may be required based on 

spatial distribution of future residential developments. 

The majority of new court developments should be associated 

with neighbourhood and community‐level park developments in 

the Town’s growing eastern areas as well as possibly in the southwest 

quadrant or a northern park. 


The Town should develop new court facilities utilizing a 

multi‐use design template, which allow multiple sports to 

be played on the surface. Future growth suggests that at 

least six new multi‐use courts are required by 2021. 


April 2008 

Page 35


Where and when required, the Town should upgrade 

existing courts to provide a safe and higher quality 

experience for users. 

Skateboard Parks 

There are two municipal skateboard parks in Ajax, located at 

Millers Creek Park (McLean Community Centre) and Ajax 

Community Centre Park. 

An age‐specific target is deemed to be the most appropriate tool 

for determining the demand for skateboard parks since youth are 

the primary users of the facility. Experience suggests that a target 

of one skateboard park per 5,000 youth aged 10 to 19 is sufficient, 

however, spatial distribution of these facilities is also key given 

the fact that youth have limited transportation opportunities. 

would serve the Town’s north‐eastern communities and it is 

readily accessible by transit. 

The Town should also focus on improving its existing skateboard 

park facilities at the McLean Community Centre and the Ajax 

Community Centre. This can likely be done with minimal 

investment by re‐orienting the layout of these skateparks to 

improve flow and should be done in consultation with interested 

youth and representatives of the local skateboarding community. 

In order to encourage children and youth, particularly those who 

are learning to skateboard, to make use of the casual 

opportunities offered by neighbourhood‐level parks, the 

incorporation of smaller‐scale introductory‐level “skate zones” is 

suggested. These amenities are ideally added in during park 

development and redevelopment projects and their design may 

vary by park; they should, however, be appropriate for beginners 

and intermediate‐level users. 

Demand calculations suggest that the Town will need to construct 

one new skateboard park to meet the needs of local youth; given 

the stable youth population, this new facility should be sufficient 

to meet demand over the next fifteen years. The most ideal site 

for the new skateboard park would be Sportsplex Park, which 


Based upon the recommended target, growth in the 

youth population and usage at existing facilities, the 

provision of one new skateboard park is required to meet 

long‐term demands; it is preferred that this skatepark be 

constructed as part of the Sportsplex Park expansion. 

The Town should regularly consult with the local 

skateboarding community and other youth in the design 

and redesign of new and existing skateboard parks to 

ensure that skateboarding facilities are cost‐effective and 

responsive to current design trends and user 

preferences. 

The provision of introductory‐level skate zones is 

encouraged at the neighbourhood park level through the 

park development or renewal process to facilitate casual 

use of the park by those who want basic skate features. 


April 2008 

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Playgrounds 

The Town of Ajax maintains playground equipment at 51 

municipal parks; the physical supply consists of 49 creative play 

apparatuses and 9 traditional apparatuses. Included in the supply 

are the four accessible playgrounds (for children with special 

needs) at Rotary Park, the Ajax Community Centre, McLean 

Community Centre and Greenwood Conservation Area. 

Figure 4: Distribution of Playgrounds 

The spatial distribution of playgrounds and their service radii (set 

at 500 metres, or approximately a ten minute walk time) is 

illustrated through Figure 4. Two notable gaps areas appear in 

the vicinity of the following existing or newly developing 

residential areas: 

• Williamson Drive at Harwood Road 

• Rossland Road at Audley Road 

The Town should address gaps in newly developing residential 

areas by installing playgrounds within new parks located in these 

communities. 

The provision of barrier‐free playground equipment is another 

trend prevalent in other communities that would be a good 

practice for the Town to continue to implement based upon 

success observed at the existing four locations. It is preferable 

that such a facility be provided at a major Community or Townwide 

Park such as along the eastern portion of the waterfront, at 

Sportsplex Park and/or the future A3 (Lajter) Community Park. 


April 2008 

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The Town should target the provision of playgrounds 

within a service radius of 500 metres of all built up 

residential areas, unobstructed by major barriers. 

The Town should continue to follow CSA guidelines for 

playground construction and ensure that all playgrounds 

are regularly inspected and maintained by trained staff. 

In considering the needs of children with special needs 

and disabilities, the Town should construct fully 

accessible, barrier‐free playgrounds at the Ajax 

Waterfront and at Sportsplex Park. Furthermore, the 

Town should set a long‐term goal of continuing to 

provide several barrier‐free playgrounds dispersed across 


Generally speaking, “major” splash pads such as those currently 

offered in Ajax are best suited at Community and Town‐wide level 

parks, given that the waterplay facilities will be larger in terms of 

size and scope. The first splash pad should be provided in the 

eastern area of the Ajax waterfront (i.e. at the Waterfront East 

Community Pavilion). To maintain a level of service similar to 

other major community centres in Ajax, the Town should also 

provide one splash pad at the Sportsplex Park site. The location of 

the third splash pad should be determined when the Town reevaluates 

needs after the provision of the first two facilities. 

Furthermore, the Town may also wish to investigate the 

development of “minor” splash pads at selected neighbourhoodlevel 

parks, which would offer a very basic cooling amenity at a 

much lower cost. 

Outdoor Aquatics 

Outdoor aquatic needs in Ajax are served by one recreational 

outdoor pool (Memorial Pool at Arbour Park), two wading pools 

(Arbour Park and Exeter Park) and two waterplay facilities (Millers 

Creek Park and Rotary Park). 

The Town’s two existing splash pads appear to be very well 

utilized; given the age‐specific market these facilities are serving, 

a provision target of one splash pad per 5,000 children aged under 

14 is recommended. Based upon the age‐specific target, the 

Town would require three additional splash pads to meet longterm 

need. 

If the target is any indication, there will likely be a degree of latent 

demand after the development of the first two splash pads, thus, 

the Town should re‐evaluate the demand for these facilities 

between 2011 and 2016 (based on factors such as usage, 

distribution, application of the target, etc.) to confirm the need 

for one additional splash pad towards the end of the planning 

period. 

With regard to Memorial Outdoor Pool, it appears that this pool 

continues to be relatively well used in the summer months. The 

Town should continue to invest in minor repairs to the pool, 

however, the Town should re‐evaluate the cost‐effectiveness of 

the pool in relation to community demand should the pool 

require any substantial capital investment in order to keep it safe 

and operational. Additionally, the Town should consider the 


April 2008 

Page 38


usage impact of the proposed indoor aquatics development at 

Sportsplex Park, as well as proposed splash pads elsewhere in 

Ajax, on Memorial Pool in order to ensure that the outdoor pool is 

able to remain a cost‐effective option for the municipality. 


The provision of three new waterplay areas is required to 

meet long‐term demands. It is recommended that one 

new splash pad be constructed in the eastern area of the 

Ajax waterfront and one splash pad be provided at 

Sportsplex Park, as these parks are anticipated to 

become major hubs for community‐wide recreation. The 

need and location for the third splash pad should be 

reconfirmed after the other proposed facilities become 

operational. 

The Town should evaluate its strategy for Memorial Pool 

by undertaking a consultation process with the public 

and stakeholder groups in order to determine the level of 

investment and amenities required for the outdoor pool. 

Waterfront Facilities 

Ajax is situated along six kilometres of the Lake Ontario shoreline, 

which is the longest undeveloped waterfront in the GTA. The Ajax 

Waterfront is accessible to the public, with bridges spanning 

creeks, natural and maintained parkland areas and gardens, as 

well as an extensive pathway system offering a multitude of uses. 

There is also a public beach and boat launch located at Rotary 

Park to provide a variety of users with access to the water. 

The Waterfront Trail is an excellent recreational amenity and 

serves as a destination area for tourism as well. Given the high 

level of use along this trail, as well as the increase in usage that 

can be expected with a growing population (and tourism profile), 

the Town should give consideration to widening appropriate 

sections of the Waterfront Trail to provide designated paths 

separating pedestrians from cyclists/inline‐skaters in order to 

ensure user safety. 

The Town should continue to enhance the waterfront by adding 

amenities (i.e. washrooms at key locations), ongoing 

beautification efforts (i.e. tree plantings, horticultural displays) 

and infrastructure development (i.e. paving appropriate 

pathways, lighting, performance venues, etc.). The waterfront 

area is also a space that can provide opportunities for a number of 

other marine uses such as angling, canoeing/kayaking, kite flying, 

etc. and should be supported with appropriate amenities (e.g. 

piers, beach areas, etc.) where appropriate. 

The expansion of tourismbased 

infrastructure (i.e. 

through extension of 

municipal servicing and 

development of special 

event venues, trail 

extensions, gazebos, 

concessions and leasable 

space, etc.) will create 

capacity and support for 

activities and events. The 

Town should also proceed 

with the development of a 

community pavilion in the 

eastern area of the 

waterfront which would serve a similar purpose to the Rotary 

Park facility and provide an anchor to that section of the 

waterfront. The Town’s Waterfront Management Plan provides a 

number of directions aimed at improving the waterfront area and 

the Town should continue to implement its key findings. 

Rotary Park is home to a public beach and forms an important 

piece of the Ajax Waterfront. The Rotary Park Pavilion is a key 

focal point along the waterfront and is also utilized as a comfort 

station for waterfront users and as a venue for municipal 


April 2008 

Page 39


programs. A splash pad and large playground also contribute to 

the family destination atmosphere of the park. 

Paradise Park is another venue in the waterfront area that may 

benefit as a “beach hub”, thus the Town should examine a wider 

range of uses for this park to combine its active recreation focus 

with waterfront amenities. Additionally, there is an ideal beach 

location at the end of Audley Road, which may also function 

effectively as a beach area. 

Finally, a demand has been observed in certain waterfront 

communities for outdoor beach volleyball courts. While these 

facilities do not necessarily have to be placed in waterfront areas, 

the facility lends itself well to a beach setting. Sand courts are 

usually not considered to be a standard level of service, thus a 

target is not applicable. 


Continue to enhance beach facilities as a means to draw 

residents to the waterfront; this will also require 

attention to water quality levels in Lake Ontario to 

ensure that they are optimal for swimming. 

The Town should prepare a concept/master plan for 

redevelopment and future uses at Paradise Park as a 

means to increase its focus as a waterfront hub for active 

and passive opportunities. This plan should evaluate the 

feasibility of closing a part of Lakeview Boulevard in 

order to increase the size of the park and allow a greater 

range of uses to take place. It is also preferable that this 

plan (or a concurrent process) find ways to integrate 

north‐south greenways with the Waterfront Trail and 

other recreation and cultural assets in support of 

establishing a comprehensive system of trails and 

pathways throughout Ajax. 

The provision of two sand volleyball courts is 

recommended at Paradise Park (or other suitable 

location) to gauge interest in the sport. The 

appropriateness of this use should be confirmed through 

the recommended conceptual master plan for Paradise 

Park. 

Acquisition of land along waterways is encouraged, 

particularly along the north‐south creeks and associated 

tributaries present in Ajax. Doing so will increase the 

supply of passive open spaces and ensure protection of 

environmentally significant riparian areas. 

Off‐Leash Dog Parks 

There are two municipal off‐leash dog parks in Ajax, located at 

Greenwood Conservation Area and at Lion’s Park (at the 

intersection of Westney Road South and Clements Road). As a 

relatively new level of service, a provision target has not been 

established for leash‐free dog parks. These types of parks are 

best established by way of opportunity and should only be 

developed when an affiliated organization is willing to take 

responsibility for their operation and/or enforcement. 

With two municipal off‐leash 

dog parks located at either end 

of the Town, it appears that Ajax 

has a satisfactory supply and 

distribution of these parks. Given 

the degree of public support 

through the household survey, 

the Town should be prepared to 

deal with requests for additional 

facilities. The provision of 

additional dog parks, however, 

should be pursued if/when a 

community organization is 

willing to support its operation. 


April 2008 

Page 40



The Town should engage community groups interested in 

the establishment, general maintenance and ongoing 

operation when considering additional off‐leash dog 

parks; this includes the establishment of an appropriate 

cost‐sharing agreement. Priority for any future off‐leash 

parks should be given to sites in the eastern areas of 


Outdoor Skating Areas 

The provision of outdoor skating venues is one way to alleviate 

pressures on arena demand, as it facilitates public skating and 

pickup shinny opportunities. The Town offers a neighbourhoodbased 

outdoor rink program which has been met with relative 

success. To augment this program, the multi‐use court template 

currently employed by the Town can be used to frame an outdoor 

rink in the winter season. The Town should explore the possibility 

of providing artificial ice surfaces at selected multi‐use courts in 

order to determine their feasibility and cost‐effectiveness in the 

context of evolving climatic conditions. 

Many municipalities have also developed skating paths in recent 

years to provide a different venue for ice skating. Skating paths 

are generally considered to be Town‐wide facilities due to the cost 

involved (they are generally artificial ice surfaces), thus overall 

provision is more important than geographic accessibility. 

Development of a skating path could be located at Sportsplex 

Park, Greenwood Conservation Area, the Town Hall site and/or 

Rotary Park. Opportunity may also exist to utilize existing trail or 

pathway routes as skating paths in the winter months. Given the 

investment associated with artificial ice needed for a skating path, 

and with no set targets for the provision of these facilities, it 

would be premature to develop an outdoor skating path at this 

time without undertaking further study. 


The Town should explore the provision of artificial ice 

surfaces at appropriate multi‐use court sites and 

strategic park locations. As part of this analysis, the 

Town should undertake a detailed assessment of the 

costs involved with constructing a skating path with 

artificial ice system at a future Community or Town‐wide 

Park. Should the benefits and usage be deemed to 

outweigh the costs, additional outdoor artificial ice 

surfaces should be explored at future locations. 

Other Facilities 

The Town of Ajax may be pressed for additional facilities which 

are not discussed as part of the scope of the Recreation, Parks & 

Culture Master Plan (i.e. BMX tracks, specialized arts venues, etc.) 

and, therefore, the Town must be prepared to appropriately 

respond to such requests. 

When requests are brought forward for investment in nontraditional, 

emerging and/or non‐core municipal services, the 

Town should evaluate the need for these pursuits on a case‐bycase 

basis by considering factors such as costs, partnerships, 

ability of existing facilities to accommodate new services, etc. 


The Town of Ajax should respond to requests for facilities 

presently not part of the core mandate on a case‐by‐case 

basis by evaluating the municipality’s role in providing 

the service in relation to quantified market demand and 

cost‐effectiveness of such services, while also identifying 

potential strategies to address long‐term need for such 

requests should a sufficient level of demand be 

expressed. 


April 2008 

Page 41


3.5 Parkland Needs 

Parkland Classification 

The Town of Ajax Official Plan defines a classification of parks 

according to size, types of uses allowed, service radii, etc. These 

classifications include: 

• Parkettes 

• Neighbourhood Parks 

• Community Parks 

• Town‐wide Parks 

• Open Space 

With the exception of the Open Space designation, all other 

classifications contain detailed definitions. Although the locations 

of Open Spaces are identified through Schedule B of the Official 

Plan, adding a definition of these areas should be considered at 

the time of the next Official Plan Review in order to ensure 

consistency in the document. 


The Town should incorporate a definition of Open Space 

Lands into Section 2.2.5a of the Official Plan. This 

definition should encompass all lands that may 

contribute to the passive leisure opportunities in the 

open space system, excluding woodlots, valley lands and 

other hazard lands. 

Parkland Needs 

Section 2.2.5 of the Official Plan encourages a provision standard 

of 3.18 hectares of Town Parks and Open Space lands per 1,000 

residents; note that this standard does not include lands 

designated as Environmental Protection or Environmental 

Resource Overlay. As shown in Table 3, the Town is providing 

parkland and open space at a ratio of 5.2 hectares per 1,000 

residents (based upon an estimated 2007 population of 93,553). 

Table 3: Summary of Parkland by Designation 

Parkland 

Designation 

# of 

Sites* 

Supply 

(ha) 

Avg. Park 

Size (ha) 

Per Capita Ratio 

(2007 pop. = 93,553) 

Parkette 14 3.21 0.23 0.03 ha / 1,000 

Neighbourhood 31 77.85 2.51 0.8 ha / 1,000 

Community 6 40.15 6.69 0.4 ha / 1,000 

Town Wide 5 76.65 15.33 0.8 ha / 1,000 

Open Space 22 292.25 13.28 3.1 ha / 1,000 

Total 78 490.11 6.28 5.2 ha / 1,000 

Environmental 7 81.66 11.67 0.9 ha / 1,000 

Protection** 

* Number of sites reflects the number of parcels/polygons in the 

Town’s GIS database 

** Environmental Protection lands are not included in the total Per 

Capita Ratio 

Source: Town of Ajax, 2007 

Many municipalities in the GTA have found that a provision level 

between 2.0 and 2.2 hectares per 1,000 residents is enough to 

support active parkland needs, which would also accommodate 

major recreation facilities such as playing fields, community 

centres, etc. If the household survey is any indication, 93% of 

respondents are satisfied in some form with municipal parks with 

athletic fields and playgrounds (i.e. active parks), thus the Town’s 

present level of service appears to be satisfactory and should be 

maintained at a similar level throughout the planning period. 

It would be beneficial for the Town to work towards provision 

targets specific to each classification of parkland. Doing so will 

ensure that each classification of parkland is provided at an 


April 2008 

Page 42


acceptable level and will allow the Town to measure progress in 

parkland provision throughout the future. It is recommended, 

therefore, that the Town target the provision of active parkland at 

a rate of 2.0 hectares per 1,000 residents, and that the following 

targets be employed: 

• Parkettes & Neighbourhood Parks – 0.5 ha per 1,000 

residents 

• Community Parks – 0.5 ha per 1,000 residents 

• Town‐wide Parks – 1.0 ha per 1,000 residents 

With regard to passive parkland, provision standards tend to be 

larger due to the tendency of open space parcels to be larger (e.g. 

woodlots, corridors along waterways, etc.). Again, with 90% of 

household survey respondents satisfied with parks that preserve 

natural areas and open space, the Town should continue with its 

efforts to maintain its present level of service for passive 

parkland. 

Parkland Demands 

Based upon an analysis of long range development plans, the 

Town appears as though it will generally be meeting active 

parkland needs until 2016, bolstered in part by the addition of 19 

hectares at Sportsplex Park after 2012; the active parkland deficit 

will be just under 2 hectares by 2021 if no new parks are added to 

the supply above and beyond what is currently scheduled. The 

Town has planned to address Parkette and Neighbourhood Park 

needs, largely through conveyance associated with future 

development. Conversely, the supply of Community Parks and 

Open Space Parks is not expected to be bolstered to any 

significant extent, if current development plans provide any 

indication. 

To meet overall parkland needs by 2021, the Town should begin 

to focus acquisition efforts upon lands suitable for 

accommodating higher order parks such as Community & Townwide 

Parks, as it is anticipated that current plans for parkette and 

neighbourhood development are sufficient for future need. 

While neighbourhood parks suffice in meeting certain sports field 

needs, the fact that this Master Plan encourages multiple field 

development at single locations suggests that a greater emphasis 

should be placed on higher‐order parks to meet the demand for 

playing fields (it is recognized, however, that neighbourhood 

parks are often located adjacent to school properties, thus 

offering the ability to consolidate multiple fields at the site as 

well). To meet the demand for larger parks, it would be prudent 

for the Town to proactively position itself to accommodate future 

active parkland needs; this may include the initiation of a “land 

banking” process to mitigate future land supply constraints and/or 

escalating real estate prices. 


The Town continue to work towards achieving the 

parkland provision standard contained in its Official Plan. 

The Town should make every attempt to work towards 

the provision of 2.0 hectares per 1,000 population for 

active parkland. More specifically, the Town should 

target a level of provision of 0.5 ha per 1,000 for 

Parkettes and Neighbourhood Parks (combined), 0.5 ha 

per 1,000 for Community Parks, and 1.0 ha per 1,000 for 

Town‐wide Parks. 

To meet long‐term demand for parkland as 

recommended through the revised provision standards in 

this Master Plan, the Town will have to acquire 2 

hectares of active parkland by 2021, over and above 

current development plans. 

Over and above developments currently planned, the 

Town should focus its efforts on augmenting supplies of 

Community and Open Space Parks. 


April 2008 

Page 43


Parkland Acquisition 

Under the terms of the Planning Act, the Town’s Official Plan 

levies parkland dedications at a rate of 5% of developed land or at 

1.0 hectares per 300 dwelling units. The standard which conveys 

the Town the most favourable supply of parkland should be 

utilized in cases where the Town intends to develop lands for park 

purposes. Given the Town’s limited base of developable land, the 

latter standard is expected to be utilized more frequently as the 

Town encourages higher density development and intensification 

of existing areas. Where additional parkland is not required, cashin‐lieu 

should continue to be collected. 

• municipal purchase or lease of land; 

• encouraging the development of parkland over and 

above Planning Act mandates by employing a densitybonusing 

system (this is more relevant in the future 

when development focuses upon intensification); 

• land exchanges / swaps, particularly if development is to 

occur in natural areas highly valued by the community; 

• off‐site conveyance of parkland; 

• establishing a Parks Foundation (i.e. community, 

corporate and/or municipal donations to be put toward 

parkland acquisition); 

• reallocating surplus municipal lands to parks use; 

• seek to purchase “over‐dedication” of parkland 

associated with new development and/or infill areas; and 

• partnership / joint provision of lands with community 

partners. 

To guide the parkland acquisition process, the development of a 

formal framework, protocol or set of criteria can help the Planning 

& Development and Operations/Environmental Services 

Departments to ensure that parks are acquired in a manner that is 

of maximum benefit to the Town and its residents. Employing a 

proactive “land banking” model can also serve to minimize the 

costs associated with purchasing lands at future market rates, an 

especially relevant consideration given the GTA’s rapidly inflating 

real estate prices. 

It is unlikely that parkland dedications alone will fulfill the demand 

for municipal parks, especially at the Community and Town‐wide 

level, as well as for Open Spaces. For this reason, the Town will 

have to continue to employ a number of alternative acquisition 

initiatives to maintain an acceptable supply of parkland. A few 

alternative acquisition measures to consider, among others, may 

include: 

In addition to the park land acquisition process, the Town should 

also investigate parkland renewal and redevelopment 

opportunities at its existing parks. For example, redevelopment 

opportunities at urban parks (i.e. St. Andrew’s Park, any lands 

becoming available in the downtown area, etc.) can be oriented 

to respond to neighbourhood and community‐specific demands 

such as urban parks, plazas and squares in addition to traditional 

parkland facilities. 


April 2008 

Page 44



Where shortfalls may occur in parkland acquisition 

through the development process, the Town should 

employ a range of alternative parkland acquisition 

mechanisms to obtain the necessary amount of acreage. 

To meet the long term demand for passive parkland and 

nature trails, the Town of Ajax should focus its efforts on 

the procurement of environmentally significant spaces, 

especially as it relates to trail connectivity. 

In order to develop effective land acquisition strategies, 

there will be a need for continual communication and 

collaboration between Recreation Services, Planning & 

Development Services, Operations & Environmental 

Services, and Economic Development Services. 

Parkland Design & Amenities 

Through park design, a number of amenities are provided at 

municipal parks which enhance the user experience and allow the 

parks to be used for different functions. Common amenities 

include public washrooms, pavilions and shelters, stages/band 

shells, picnic areas and barbeque pits. Signage also plays an 

important role in the user experience. 

Design & Programming 

A greater emphasis should be placed on providing more informal 

space in new parks in order to promote unstructured and 

organized activities, as well as emerging interests. The design of 

active and passive parks should also incorporate elements that 

cater to individual physical activity and wellness, through features 

such as exercise / stretching stations, personal reflection / 

meditation gardens, vertical differentials along pathways (i.e. hilly 

terrain, stair zones with associated wheelchair ramps), etc. 

New and existing parks should continue to be designed with 

patrons’ safety in mind through the application of CPTED (Crime 

Prevention Through Environmental Design) and other design 

principles. High volume areas should be well lit, limited visibility 

areas should be limited, and neighbourhood level parks should be 

designed so that surrounding residents and streets have visibility 

into the park, thus discouraging illicit activities. 

Maintenance of parks and open spaces is now accepted in the 

industry as a key component of perceived “safety” in parks and in 

deterring inappropriate behaviour. To augment park security 

services provided by the Town of Ajax, the establishment of a 

citizens watch or ambassador program is also recommended to 

engage the community to help watch over parks for illegal 

activities, functioning similar to a Neighbourhood Watch program 

or community patrol. Any community‐based watch program 

which is implemented should be designed in consultation with the 

Durham Regional Police Services (and/or other appropriate safety 

and enforcement agencies) prior to engaging citizens to actively 

watch/patrol parks. 

Environmental Integration 

In recent years, the trend to 

integrate natural features into 

park settings has been 

increasing, as environmental 

protection becomes 

increasingly recognized by 

society. Ajax has a number of 

significant ecological areas, 

particularly riparian zones 

along the creek systems 

draining along the Lake 

Ontario shoreline. Many 

municipalities are providing 

passive areas that incorporate 

native plant species, conserve 


April 2008 

Page 45


woodlots, and ensuring that certain areas of new active parks 

remain in a natural state. With the interest in outdoor recreation, 

many municipalities are also designing parks to include provisions 

for bird watching, wildlife viewing and capitalizing on eco‐tourism 

opportunities. As per the Corporate Strategic Plan (2007), the 

Town should actively promote new plantings of native plant 

species as part of its parks design process in order to increase 

forest cover, support wildlife corridors and improve air quality. 

The Restoration & Naturalization Plan should also be referenced 

when integrating natural environment features into parkland 

design. 

Comfort Facilities 

Regarding more active use parks, wherever possible, the Town 

should cluster the same type of playing fields together to increase 

a sense of form and function. Such parks should also include 

washrooms, electrical outlets, benches and safe, pedestrianfriendly 

pathways, etc. The Town currently provides washroom 

facilities (permanent or portable) at 15 park sites. Washrooms are 

generally provided at parks where major sporting facilities (e.g., 

soccer fields, ball diamonds) are located and along key 

destinations in the greenways system. Opportunity may exist to 

construct washrooms at Paradise Park, which would not only 

benefit park users but also trail users along the Waterfront Trail. 

The Town should continue to consider permanent or portable 

washroom facilities at heavily utilized park and trail locations as 

these conveniences can attract a greater use by individuals and 

families. 

Picnic Amenities 

In terms of picnicking, the Town provides picnic tables at nine 

parks and offers shelters / pavilions at fifteen parks which offer a 

venue for gatherings. The Town has approved the provision of a 

larger pavilion‐type facility at Greenwood Conservation Area to 

provide a rain‐out venue for the summer camps and programs 

operated at this location. Although the Department operates out 

of a similar facility at Paulynn Park, a new facility at Greenwood 

will provide another venue to accommodate the ever‐increasing 

demand for summer programs (and could also allow the 

Department to expand the Neighbourhood Programs & Active 

Living Day Camp program) and interest in other outdoor leisure 

pursuits in a manner which complements the educational nature 

of the Conservation Area. It is recommended that this facility also 

be designed to include office space to allow for the provision of 

on‐site staff resources, winterized washroom. 

Signage 

The provision of appropriate signage is another key component of 

good park and trail 

design. Signage is an 

important element in 

promoting recognition 

and stewardship in the 

community. Without 

proper and consistent 

signage, park users may 

be confused about the 

property’s ownership. 

Signage is also important 

as part of the tourism 

infrastructure that 

directs tourists easily to destinations and encourages them to 

return because of the ease of travel – they are also one of the first 

impressions of a site. Signs develop a sense of place and 

combined with good urban design, can create unique districts (i.e. 

Pickering Village) and foster aesthetic development. They also 

provide interpretive information that connects a user to the park 

and may encourage the person to take further interest in their 

surroundings. A good sign is clear, attractive and designed in 

context to its surroundings (in this case, parks and open spaces). 


April 2008 

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Provisions to incorporate spaces and amenities 

encouraging physical activity, wellness and informal use 

opportunities should be paramount considerations in the 

design of parks in order to encourage use and facilitate 

activity levels. 

The Town should continue to design parks that 

incorporate natural, indigenous vegetation features in 

order to foster an appreciation for such areas and 

maintain crucial ecological functions. 

Public washroom facilities (through a combination of 

permanent and portable facilities) should continue to be 

provided at heavily utilized parks and key trailheads 

along the greenway systems. 

The Town should proceed with the construction of a 

pavilion‐type facility at Greenwood Park that contains 

winterized washrooms, office space and shelter from the 

rain in order to enhance the quality of programs offered 

at this location. Should usage of existing picnic pavilions 

be at capacity for summer weekends, the Town should 

construct an additional pavilion at an appropriate 

location (e.g. natural parks such as those along the 

waterfront and in greenbelt systems, Millers Creek Park, 

Sportsplex Park, St. Andrew’s Park, etc.). 

To ensure that safety concerns do not become a barrier 

to park usage, the Town should continue to incorporate 

CPTED principles in park design and facilitate ambassador 

programs in consultation with the local police 

department to encourage civic participation in keeping 

local parks free of undesirable behaviours. 

Ensure that adequate signage exists at all municipal 

parks, trailheads (with appropriate routing information) 

and recreation and cultural facilities. These signs should 

be restored or replaced when they deteriorate. 

3.6 Natural Environment Lands 

With an ever‐increasing amount of public attention being cast to 

environmental issues, Canadians are becoming more informed 

regarding their roles in environmental stewardship and are 

desiring parks and open spaces near the places in which they live. 

Opinion polls and other forms of research suggest that parks play 

an important role in community development, public safety, 

tourism and overall quality of life. 

It is a goal of the Town’s Official Plan to establish an ecosystembased 

approach to planning and development. Ajax Town Council 

recently approved the Restoration and Naturalization Plan (RNP), 

which sits alongside a number of other documents reflecting the 

values placed by the Town and its residents on naturally 

significant lands. The RNP’s actions are expected to be fully 

realized by the year 2010, therefore, the Town should consider 

the continuation of the RNP’s implementation program beyond 

2010 through the update of this particular Plan around the year 

2009. 


April 2008 

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The Town has done an excellent job in preserving key natural 

areas within its boundary. Greenwood Conservation Area (GCA) is 

a major natural area managed by the Town of Ajax and has 

successfully integrated certain active uses within a passive park 

setting (i.e. soccer fields, off‐leash dog park). The GCA is a 

valuable part of the Town’s natural heritage inventory and is a key 

indicator of ecosystem health for the entire subwatershed system. 

The Town should continue to maintain and monitor this naturally 

significant area, and make every attempt to ensure that 

urbanization and development pressures do not adversely affect 

the ecological function by maintaining adjacent land use 

designations for rural purposes. 

The Duffins Bay Greenbelt, Millers Creek Greenway, Achilles Road 

Greenbelt and Ajax Greenbelt have created linear corridors of 

natural areas that recognize system‐wide ecological processes in 

an attempt to ensure natural functions are not compromised in 

the face of urban development. Through the land acquisition 

process, the Town should continue to expand these greenbelt 

systems to promote ecological corridors as well as potential trail 

routes for passive leisure activities. These, and other natural areas 

such as the GCA, also have the potential to develop nature‐based 

tourism opportunities that encourage family recreation, 

environmental understanding and stewardship, and possibly draw 

out‐of‐town residents to Ajax in appreciation of local natural 

heritage features. 


Continue to implement the recommendations of the 

Greenwood Conservation Area Management Plan. 

Upon implementation of actions contained in the 

Restoration and Naturalization Plan (expected by 2010), 

the Town should consider the continuation of the 

implementation program beyond 2010 through the 

update of the Plan. 

Continue to expand upon the existing greenbelt systems 

as a means to develop corridors that serve ecological and 

passive recreational purposes. 

Continually develop innovative and engaging initiatives, 

in partnership with local conservation authorities and 

other experts in environmental management, that 

encourage environmental stewardship and the role of 

individuals in maintaining and enhancing ecological 

systems in Ajax. 

The success of developing a sustainable parks system is achieved 

on both a governmental and an individual level, therefore, 

educating the public and promoting the benefits of parks is key to 

facilitating environmental stewardship. The Town, in conjunction 

with local conservation authorities such as the TRCA, should 

continue to develop environmental education initiatives that 

inform the community about the role of the individual in 

enhancing ecological processes and teach them how to live 

sustainably within their immediate environment. 


April 2008 

Page 48

Service Delivery 

Chapter 4: Service Delivery 

4.1 Vision Statement 

The purpose of a municipal vision statement is to express what 

Town Council, municipal staff and community stakeholders are 

striving for in the community. The Town of Ajax developed its 

vision statement with full consultation with its residents and 

businesses. 

 

Town of Ajax Community Vision Statement: 

A Vibrant and Caring Community 

where people and history connect 

Surrounded by Natural Beauty 

where open spaces and unique landscapes set us apart 

Rich in Opportunity 

where ideas and innovation flourish 

Experience it – Ajax 

 

The Town of Ajax is strategic in all of its endeavours to support a 

healthy, vibrant and beautiful community. Residents and 

businesses are encouraged to balance their lives and participate in 

a range of leisure‐related choices that are either directly provided 

by the Town or through a great host of community organizations. 

Recreation, parks and cultural services play a large role in making 

Ajax a community that is healthy, rich in opportunity and socially 

cohesive. 

4.2 Mission Statement – Recreation Services 

Mission statements are meant to be succinct statements 

capturing what the department does, the people it serves and a 

brief description about how it goes about its work. It is proposed 

that the Departmental mission statement would read as follows 

below. 

 

Recreation Services Department Mission Statement: 

“Recreation Services is committed to providing 

quality programs, services and facilities that 

create opportunities to strengthen individuals, 

families and the community.” 

 

4.3 Service Rationalization & Priorities 

The Role of Community Development in Providing Services 

The Departments of Recreation Services and Operations and 

Environmental Services support both the direct provision and 

facilitation of services by employing a community development 

model and approach. The approach provides support to 

community groups and builds capacity in the community to 

provide their own programs and services. Where there is no 

capacity or local expertise, the Departments provide the services 

directly to the community. 


April 2008 

Page 49


Departmental Values 

Values speak to the standards, morals, ethics and ideals while 

delivering services. They must be incorporated into all actions and 

services provided. High performing organizations ensure that the 

values provide ongoing guidance to all those engaged in the 

delivery of recreation, parks and cultural services. 

We Communicate, are Visible and Easily Accessible 

• We are coordinated and share leadership with likeminded 

service providers 

• We promote two way conversations with staff, 

volunteers and stakeholders 

• We strive to meet community needs through continual 

consultation and dialogue 

• We seek advice from our advisory committees 

We Embrace Honesty and Integrity 

• We are transparent in our decision making 

• We demonstrate accountability and responsibility 

• We use our energies and resources wisely 

• We measure our performance 

• We have a long term commitment to our work and strive 

to see positive results 

We are Socially Responsible 

• We have respect for ourselves and each other 

• We are inclusive and are culturally sensitive 

• We take different approaches to ensure equitable access 

to under‐represented groups 

• We are community focused 

• We protect the earth 

We Embrace Innovation, Quality and Safety 

• We engage and involve our residents and businesses 

• We have a desire to be leading edge and continuously 

improve 

• Staff are empowered to be the experts in their field of 

knowledge 

• Each experience is safe and is delivered with quality 

standards 

• We reward excellence and innovative approaches 

Priorities in Service Delivery 

Determining service priorities is an exercise that should be 

revisited each year prior to the capital and operating budget 

development exercise. Re‐adjusting resource allocations is critical 

in a climate where base funding is not increasing substantially and 

resources need to be maximized in order to garner the greatest 

gain to the community. Factors that might change priorities year 

to year would include: 

• emerging trends 

• pent up demands 

• public input 

• available resources 

• demographic changes 

• changing service standards 

• new legislation and other local requirements 

Based on public and staff input and the findings of the Master 

Plan, the following service objectives should hold priority over the 

course of the next five years in terms of focus and resources. It 

must be clarified that these services should generate some no 

cost / low cost opportunities and be funded to a certain extent 

through the tax base. The remaining service objectives should 

receive greater funding through user fees or other funding 

mechanisms. 


April 2008 

Page 50


The following Service Priorities are suggested for the years 2008 

to 2013: 

1. Encouraging community events and festivals (public good) 

2. Proactively encouraging and supporting partnerships with 

community stakeholders (public good) 

3. Providing opportunities and encouraging residents to lead 

active lives (public good) 

4. Protecting and enhancing the natural environment. 

Engaging residents in enhancing the environment (public 

good) 

5. Promoting exposure and appreciation of cultural 

experiences (public good) 

6. Providing and supporting family leisure opportunities 

(public good) 

7. Promoting and communicating the leisure opportunities 

available in the community (public good) 

8. Fostering and promoting skill development and leisure 

pursuits for youth (individual good) 

9. Enhancing a vibrant and attractive community (public good) 

10. Assisting, supporting and engaging diverse populations into 

the community for the public good 

11. Fostering and promoting skill development and leisure 

pursuits for older adults for the public good 

Departmental Name 

A decision should be made regarding the name of the Recreation 

Services Department, as its purview also encompasses the 

provision of arts and cultural services. Incorporating the arts and 

cultural term in the Departmental name would likely be a positive 

step in enhancing relationships with arts and cultural stakeholders 

in Ajax and may send a message that the Town considers cultural 

needs equitably in relation to sports and recreation services. As an 

example, the name “Recreation and Culture Department” would 

be appropriate. 

4.4 Partnerships in Delivering Services 

The Town of Ajax’s Recreation Services Department embraces a 

philosophy of providing services through partner organizations 

and rounding out any gaps in service through the direct service 

delivery. Staff within the department enable or facilitate the nonprofit 

groups by providing guidance on governance, programs, 

operations, and volunteerism and through the provision of 

facilities. Assisting groups to provide meaningful programs for 

residents is generally referred to as a “community development” 

approach (as discussed in the previous sub‐section) toward the 

provision of services or “indirect” programming. 

Developing Partnerships in the Delivery of Services 

Municipal Recreation Departments become involved in 

developing partnerships where clear advantages can be 

demonstrated to both the municipal organization and the 

taxpayer. 

The determination of need, 

assessment of inherent or 

potential risks, identification 

of adequately equipped 

community partners that 

could be involved in the 

service delivery and an 

assessment of the necessary 

attributes required to be 

involved in program 

provision are all necessary 

precursors to shaping 

service delivery approaches. 


April 2008 

Page 51


The following model illustrates a 

sample framework or decision‐making 

process that could assist in selecting 

from the two delivery approaches. 

By formalizing the decision framework 

as demonstrated in the example, 

defining “who does what” should 

involve an assessment of the 

requirements of the service, activity or 

program in question to ensure that the 

responsible party is adequately 

equipped to be successful. 

This might result in the identification of 

new or additional supports that the 

Department should provide to 

volunteer groups or opportunities 

where organizations (both non‐profit or 

private) can become more effective 

with increased assistance from 

municipal staff. In other words, if the 

indirect delivery approach is identified 

as the most appropriate direction for a 

particular project, the Department’s 

role changes from a program delivery to 

a support function. This may require 

the deployment of different types of resources and it might be 

necessary for staff to acquire new types of skills in order to 

effectively nurture and support partnering and development of 

community groups. 

Is the program consistent with the municipal 

mandate and service philosophy Yes No 

▼ ► 

Is there a municipal role to play in providing 

the program or service Yes No 

▼ ► 

Is there demonstrated community need for 

the proposed service or program Yes No 

▼ ► 

Can operating specifications ensure 

adherence to municipal service standards Yes No 

Can financial and liability risks be reasonably 

absorbed by non-municipal partners such as 

a community organization 

Are there suitably qualified or properly 

equipped community organizations willing to 

provide the service or program 

Can the delivery responsibility of the service 

or program be assigned to a community 

organization on a sole source basis 

Is there consensus regarding the terms, 

conditions, standard of delivery and 

responsibilities of the service delivery agent – 

such as a community organization 

▼ ► 

Yes No 

▼ ► 

Yes No 

▼ ► 

Yes No 

▼ ► 

Yes No 

▼ ► 

Do not consider municipal 

involvement in the project. 





Consider providing the service 

using a traditional municipal self 

managed approach (direct). 







Issue a Request for Proposal or 

other procurement process 

specified by purchasing 

policies. 

Negotiate mutually acceptable 

operating and performance 

standards with a community 

organization. 

Establish a relationship with a community organization to deliver the program or service and adopt a 

new and mutually agreeable monitoring system. 


April 2008 

Page 52


Criteria for Successful Partnerships 

Ajax has many successful partnership and stakeholder 

arrangements and has been thoughtful in determining what 

surrounds successful partnership/stakeholder arrangements. 

Specifically Ajax seeks to ensure that Partnerships and 

Stakeholders: 

• Embrace common goals and audience; 

• Address current and emerging trends; 

• Align with the corporate vision, strategic plan initiatives; 

• Align with the departmental mandate and core services; 

• Ensure that there is legislative compliance; 

• Provide cost avoidance or revenue enhancement to the 

department; 

• Articulate clear deliverables with timelines; 

• Address risk management considerations; 

• Have ongoing communications and a strong relationship 

with the department; 

• Sign off on the terms, deliverables and an evaluation 

mechanism depicted in an agreement; 

• Hold flexibility to re‐visit the agreement; and 

• Understand as to how the agreement will be managed 

and a determination as to accountability and 

responsibility of each deliverable. 

Action Plans 

Based on the review of the Town of Ajax’s Recreation Services 

Department’s provision of programs and services through 

partnerships, it is recommended that: 

The Department prioritize the partnership framework 

plan to serve in enhancing service and program provision 

through partnership/stakeholders. Further preliminary 

discussions take place with representatives from the 

various and recommended partner/stakeholder groups. 

That all staff serving partner and stakeholder groups 

meet to discuss approaches that may lessen the burden 

on the partners and stakeholders and provide “one stop 

shopping”. 

The Department review the staff and other resources 

that are dedicated to developing and nurturing 

relationships versus the resources utilized to develop and 

deliver programs and services directly. The purpose of 

the review is to align resources equitably and/or 

determine the need for additional resources to develop 

and strengthen partnerships. 

The Department determine the skill sets and 

competencies needed to develop and nurture 

partnerships and seek training and develop where it may 

be required. 

The Department proactively seek out partners to 

alleviate the capital and operating burden that may be 

realized through the facility developments and program 

enhancements recommended through the Master Plan. 

The Department list all stakeholder and partner groups in 

the Recreation Guide to promote the full range of 

opportunities and choice. 

Future potential partnership arrangements consider the 

decision making protocol suggested in this report and 

further that all future service agreements be aligned with 

the priorities outlined in the strategic plan document. 

That the impact and cost avoidance and/or additional 

revenues realized as a result of supporting partners and 

community groups be reported annually to Council and 

the community. 


April 2008 

Page 53


4.5 Operational Impacts of the Master Plan 

The Master Plan sets the course for facility, park and open space 

development, program enhancements and expansion, community 

engagement strategies and the furthering of partnership 

arrangements. Staff will set about to create some efficiencies 

through sponsorships and volunteerism to address these 

additional fiscal requirements of the Department but it is not 

anticipated the full containment of costs can be met. In order to 

meet the needs of the current trends and public expectations 

regarding expanded services, staff must determine the human 

resource and material requirements to fully implement the plan 

from an operational perspective. 

The capital expenditures have been prioritized and proposed over 

a number of years to respond to the respective needs of residents 

and community groups in a given year. It is recommended that 

staff develop a five year operational fiscal plan that complements 

the capital projections and responds to maintaining staffing levels, 

spans of control and service standards and articulates the 

operational impacts of the phasing in of the Master Plan 

recommendations. 

Action Plans 

A five year operational fiscal plan is required to fully 

address the human resource and material impacts of 

implementing the Master Plan’s actions in a manner 

which also complements capital projections as they 

relate to staffing levels. 


April 2008 

Page 54

Implementation 

Chapter 5: Implementation 

This Section provides a phased implementation and financing 

schedule, through to the year 2021, to guide the Town in acting 

upon each Action Plan contained in the Recreation, Parks & 

Culture Master Plan. Also contained is a process for monitoring 

and updating the Master Plan. 

5.1 Monitoring 

The Town should continue to review and assess the Action Plans 

set out in this document in order to ensure that they remain 

relevant. This will require monitoring of recreation and cultural 

activity patterns, conducting annual review of the achievements 

of the plan, tracking satisfaction levels of residents and 

customers, and undertaking a new Master Plan at the end of the 

planning period (and/or an update to this Plan within the next five 

to seven years). 

5.2 Implementation Schedule 

The following pages contain a summary of action plans contained 

within this Needs Assessment Report. They are organized broadly 

in terms of the park or type of facility in which they are expected 

to occur. Furthermore, these action plans are differentiated into 

facility‐specific and programming/policy‐related tables. The timing 

of the action plans fall into three categories: 

• Short‐Term – 2008 to 2011 

• Mid‐Term – 2012 to 2016 

• Long‐Term – 2017 to 2021 

Prioritization of Action Plans falls under three broad categories: 

• High Priority items necessitate immediate attention 

(within the prescribed time period) 

• Medium Priority items necessitate attention when high 

priority actions have been initiated or completed, or 

when suitable partners have been identified for funding. 

• Low Priority items require attention when all other 

priority actions have been initiated or completed. 

Furthermore, action plans are ranked within their respective 

categories (i.e. facility‐specific, programming and policies, and 

requiring further study) using a matrix that considers: 

• Level of risk; 

• Capital and operating costs which would be incurred; 

• Congruence with goals, objectives and consultations; 

• Alignment with demographics and trends; 

• Ability to increase participation / use; 

• Number of residents that would be positively affected; 

• Opportunity for partnerships/shared responsibility; and 

• Timing. 


April 2008 

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5.2.1 Summary of Facility‐Specific Targets 

ID # 

Action Plan 

1 The Town should utilize targets in conjunction with other important factors, including trends, spatial and usage data, degree of “pent‐up” demand, 

and population growth in respective age groups to make informed decisions pertaining to facility‐based demand and before finalizing capital 

investment. 

The Town adopt a target of one ice pad per 800 registered participants when determining the level of service required for ice sports in Ajax. 

The Town adopt a provision target of one municipal indoor aquatic facility per 40,000 residents when determining the level of service 

required for indoor aquatics in Ajax. 

The Town adopt a provision target of one municipal gymnasium per 50,000 residents when determining the level of service for gymnasium 

needs. The Town should also make every effort to maintain community access to school gyms to serve any neighbourhood‐level demands. 

The Town should adopt provision target of one soccer field per 90 registered players as a means to evaluate demand for soccer. 

The Town should adopt provision target of one ball diamond per 100 players as a means to evaluate demand for ball. 

The Town adopt a level of service of one tennis court per 5,000 residents and adopt a level of service of one full basketball court (or 

equivalent) per 1,000 youth aged 10 to 19 to provide an indication of outdoor tennis and basketball needs. 

The Town should adopt a target of one skateboard park per 5,000 youth aged 10 to 19 when determining skateboarding needs. 

The Town should adopt a target of one waterplay facility per 5,000 children aged under 14 years when determining the outdoor aquatic 

needs for children. 

The Town should target the provision of playgrounds within a service radius of 500 metres of all built up residential areas, unobstructed by 

major barriers. 

The Town continue to work towards achieving the parkland provision standard contained in its Official Plan. The Town should make every 

attempt to work towards the provision of 2.0 hectares per 1,000 population for active parkland. More specifically, the Town should target a 

level of provision of 0.5 ha per 1,000 for Parkettes and Neighbourhood Parks (combined), 0.5 ha per 1,000 for Community Parks, and 1.0 ha 

per 1,000 for Town‐wide Parks. 

* Note: certain facilities covered in this Master Plan may not have a defined target level of service associated with them 


April 2008 

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5.2.2 Facility‐Specific Implementation Strategies 

ID # Action Plan Rank 

Multi‐Use Community Centre Site (preferably at Sportsplex Park) 

(out of 46) 

Priority 

Suggested Timing 

Short‐Term Mid‐Term Long‐Term 

2 

Based upon facility assessments conducted as part of the Master Plan, one new 

multi‐use community centre will be required during the next five years, 

preferably to be located in north east Ajax. 

1 HIGH 

2011 

(Phase 1) 

2016 

(Phase 2) 

3 

4 

5 

6 

7 

8 

9 

10 

A twin pad arena is recommended for development as part of the second phase 

of construction for a new multi‐use community complex that would preferably be 

situated at Sportsplex Park. 

Provision of a third indoor pool facility is recommended for inclusion as part of a 

new multi‐use community centre, preferably as part of its first phase of 

development. 

The Town should incorporate dedicated youth leisure spaces as part of the design 

for a new multi‐use community centre, preferably as part of its first phase of 

development. 

A dedicated older adult space should be included as part of the design for a new 

multi‐use community centre, preferably as part of the facility’s second phase of 

development. 

As part of a new multi‐use community centre, the Town should include an active 

living studio and an indoor walking track to encourage physical activity during all 

seasons and among all age groups. 

The provision of a full gymnasium is recommended for inclusion as part of the 

first phase of development at the proposed multi‐use community centre. This 

would assist in augmenting programming opportunities at school gyms which 

may not otherwise be available for certain users. 

When including meeting spaces at the new multi‐use community centre (and/or 

at any other new community facilities), consideration should be given to 

accommodating certain needs of the arts and culture sector through the design of 

the facilities. 

Based upon the recommended target, growth in the youth population and usage 

at existing facilities, the provision of one new skateboard park is required to meet 

long‐term demands; it is preferred that this skatepark be constructed as part of 

the Sportsplex Park expansion. 

6 HIGH 2016 

4 HIGH 2011 

2 HIGH 2011 

3 HIGH 2016 

14 HIGH 2011 

5 HIGH 2011 

13 HIGH Ongoing 

23 HIGH 2011 


April 2008 

Page 57




Priority 



11 

Prior to development of each phase of the recommended multi‐use community 

centre, the Town should conduct a feasibility, business plan and design study to 

verify that all the components recommended for the facility through this Master 

Plan are justified given the community characteristics and level of demand 

present at that time. 

12 HIGH 

2009 

(Phase 1) 

2014 

(Phase 2) 

12 

In anticipation of land acquisition challenges associated with the Town’s 

forthcoming projected build‐out, this multi‐use facility should be sited and 

designed in a manner that allows future expansion should additional recreation 

or leisure components be required in the long‐term. 

21 HIGH 2011 

Indoor Aquatics 

13 

The Town should consider the feasibility of providing a therapeutic pool in Ajax 

through a business planning process. In order to determine the most appropriate 

location for the therapeutic pool, this analysis should be conducted concurrently 

with the feasibility study for the multi‐use community centre (see Action Plan ID 

#11). 

10 HIGH 2009 


14 

15 

Include flexible community and program spaces as part of the design template for 

all appropriate community‐oriented facilities, including the new multi‐use 

community centre. These spaces should be designed to accommodate multiple 

purposes, to the greatest extent possible. 

In order to address service gaps pertaining to meeting spaces in Ajax’s northern 

and/or southeast quadrants, the Town should consider investing in the 

development of meeting spaces and/or gymnasiums at proposed community 

schools, and/or any other new school developments. 

Older Adult & Senior’s Space 


29 MEDIUM 2009 

16 

The Town should continually evaluate opportunities to expand and/or add 

dedicated older adult and seniors areas to existing community recreation and 

leisure facilities. In doing so, the Town should consult with local seniors’ clubs in 

the design of expanded or new seniors‐oriented facilities in order to ensure that 

local needs are considered in a manner that encourages a high degree of use 

through principles of inclusion and accessibility. 

7 MEDIUM Ongoing 


April 2008 

Page 58



St. Andrew’s Community Centre 

17 

18 

St. Andrew’s Community Centre should be expanded (through linking the two 

separated buildings) to accommodate a wider range of older adult‐specific needs, 

particularly through the inclusion of active living space. This will create a 

centralized hub for older adult programming in Ajax and should incorporate 

spaces for a range of active and passive opportunities to be pursued. Expanded 

and revitalized space at St. Andrews will not only be of benefit to older adults 

using the facility but will also increase the capacity for community recreational 

programming, private rentals and support the uses of the current tenant, the 

Ajax/Pickering Navy League Branch. It is recommended that the Town undertake 

a full consultation approach with all existing users to ensure plans meet current 

and future anticipated need. 

The Town should include a small‐scale fitness facility at the St. Andrew’s 

Community Centre that is specifically for the use of the older adult population. At 

a minimum, this should include a studio space with wood‐sprung floors and 

sufficiently high ceilings to accommodate a range of fitness programs. 

Preschool / Early Childhood Development Space 

19 

Fitness Space 

20 

The provision of preschool programming rooms at new leisure facilities is 

encouraged so that the inability to find suitable child supervision does not 

become a barrier to the participation of caregivers in municipal leisure programs, 

while also providing opportunities for early childhood development. 

The Town should evaluate new and existing outdoor community spaces for their 

ability to accommodate active living and wellness programming opportunities as 

a means to add value to open spaces through encouraging passive recreation. 

Arts & Culture 

21 

The Town should continually work with the arts and cultural community to 

optimize the utilization of existing meeting/gathering spaces for their potential to 

accommodate specific needs of these groups (e.g. St. Francis de Sales – for the 

purposes of performing arts). 


Priority 



24 HIGH 2020 

25 HIGH 2020 





April 2008 

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Pickering Village 


Priority 



22 

The Village Arena should be decommissioned and repurposed to another use 

once the new twin pad arena becomes operational (e.g. arts/cultural and multipurpose 

recreation space). 

38 HIGH 2016 

Greenways & Greenbelts 

23 

24 

25 

Future subdivisions should continue to be designed to accommodate trail 

networks, especially those that have the potential to connect to the major trail 

networks present in Ajax. 

The Planning & Development Services Department, in reviewing plans of 

subdivision, should make every effort in acquiring adequate parking at suitable 

access points in the trail system. 

The Town should design trails to become multi‐seasonal facilities which can 

provide a range of opportunities in the summer and winter months. The types of 

permitted uses should be evaluated on a trail‐by‐trail basis. 




Soccer Fields 

26 

The Town should proceed with all field lighting and turf improvement projects 

identified in its Long Range Capital Forecast in order to improve field quality and 

encourage bookings of existing fields as a means to achieve reasonable usage 

targets. 

44 MEDIUM 

Initiate all 

projects by 

2011 

27 

Construct a total of seven new unlit full size soccer field equivalents by 2021, 

proceeding with those already identified in the Long Term Capital Forecast; to the 

greatest extent possible, new fields should be clustered together to form multifield 

complexes, either at existing parks or at future park locations. It is 

recommended that, pending confirmation through a business planning exercise, 

at least one field be designed with an artificial turf surface to offer extended 

playable hours. 

30 HIGH 

2010 

(1 field) 

2011 

(2 fields) 

2015 

(1 field) 

TBD 

(1 field) 

TBD 

(2 fields) 

28 

The Town should evaluate the possibility of converting surplus softball diamonds 

to soccer fields as a means to address the soccer field shortage. 



April 2008 

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Priority 



29 

Pending confirmation through a business planning exercise, the Town should 

provide an artificial turf field (preferred for development at either Ajax 

Community Centre or Sportsplex Park) for a variety of field sports, in a manner 

that is equitable to a range of users. Should substantial use be observed at this 

field, the Town should develop one additional field (natural or artificial turf) for 

similar uses. 

39 MEDIUM Between 2009 & 2016 

Ball Diamonds 

30 

31 

The Town should initiate field lighting and turf improvement projects at 

appropriate high‐use ball diamonds in order to continue its field improvement 

practices and encourage bookings of existing fields. 

The Town should undertake a study of its underutilized and lower quality 

diamonds in order to identify potential surplus diamonds which would be better 

suited to accommodate other community facility needs. This process should be 

conducted in concert with appropriate stakeholder groups and other 

neighbourhood representatives. 



Multi‐Use Courts 

32 

The Town should develop new court facilities utilizing a multi‐use design 

template, which allow multiple sports to be played on the surface. Future growth 

suggests that at least six new multi‐use courts are required by 2021. 

41 MEDIUM 

2011 

(2 courts) 

2012 

(2 courts) 

33 

Where and when required, the Town should upgrade existing courts to provide a 

safe and higher quality experience for users. 


34 

The provision of introductory‐level skate zones is encouraged at the 

neighbourhood park level through the park development or renewal process to 

facilitate casual use of the park by those who want basic skate features. 




April 2008 

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Outdoor Aquatics 


Priority 



35 

The provision of three new waterplay areas is required to meet long‐term 

demands. It is recommended that one new splash pad be constructed in the 

eastern area of the Ajax waterfront and one splash pad be provided at Sportsplex 

Park, as these parks are anticipated to become major hubs for community‐wide 

recreation. The need and location for the third splash pad should be reconfirmed 

after the other proposed facilities become operational. 

16 HIGH 

2009 

(Waterfront) 

2011 

(Sportsplex 

Park) 

Waterfront Areas 

36 

37 

38 

39 

Playgrounds 

Proceed with the development of the Waterfront East Community Pavilion to 

provide an anchor point for the eastern end of waterfront. This facility should 

contain functional program space as well as amenities catered to the convenience 

and enjoyment of trail users and tourists to the waterfront. 

Continue to develop waterfront trails that showcase the exceptional aesthetic 

value of Lake Ontario, Duffins Bay and/or other creek systems contained within 


Continue to enhance beach facilities as a means to draw residents to the 

waterfront; this will also require attention to water quality levels in Lake Ontario 

to ensure that they are optimal for swimming. 

The provision of two sand volleyball courts is recommended at Paradise Park (or 

other suitable location) to gauge interest in the sport. The appropriateness of this 

use should be confirmed through the recommended conceptual master plan for 

the park. 

33 HIGH 2009 



46 LOW 2010 

40 

In considering the needs of children with special needs and disabilities, the Town 

should construct fully accessible, barrier‐free playgrounds at the Ajax Waterfront 

and at Sportsplex Park. Furthermore, the Town should set a long‐term goal of 

continuing to provide several barrier‐free playgrounds dispersed across Ajax. 

17 HIGH 

2010 

(Waterfront) 

2011 

(Sportsplex 

Park) 

41 

42 

The Town should target the provision of playgrounds within a service radius of 

500 metres of all built up residential areas, unobstructed by major barriers. 

The Town should continue to follow CSA guidelines for playground construction 

and ensure that all playgrounds are regularly inspected and maintained by 

trained staff. 




April 2008 

Page 62




43 

44 

45 

46 

47 

To meet long‐term demand for parkland as recommended through the revised 

provision standards in this Master Plan, the Town will have to acquire 2 hectares 

of active parkland by 2021, over and above current development plans. 

Public washroom facilities (through a combination of permanent and portable 

facilities) should continue to be provided at heavily utilized parks and key 

trailheads along the greenway systems. 

The Town should proceed with the construction of a pavilion‐type facility at 

Greenwood Park that contains winterized washrooms, office space and shelter 

from the rain in order to enhance the quality of programs offered at this location. 

Should usage of existing picnic pavilions be at capacity for summer weekends, the 

Town should construct an additional pavilion at an appropriate location (e.g. 

natural parks such as those along the waterfront and in greenbelt systems, 

Millers Creek Park, Sportsplex Park, St. Andrew’s Park, etc.). 

Ensure that adequate signage exists at all municipal parks, trailheads (with 

appropriate routing information) and recreation and cultural facilities. These 

signs should be restored or replaced when they deteriorate. 

Continue to expand upon the existing greenbelt systems as a means to develop 

corridors that serve ecological and passive recreational purposes. 


Priority 



22 HIGH Ongoing (through to 2021) 


35 HIGH 

2008 

(Greenwood 

Park) 




April 2008 

Page 63


5.2.3 Programming & Policy‐Specific Implementation Strategies 


Multi‐Use Community Centre Site (preferably at Sportsplex Park) 

48 

New facilities, where feasible, should be designed according to LEED or 

equivalent standards and incorporate “green” technologies to showcase the 

Town’s leadership role in energy efficiency and environmental stewardship. 

Ice Pads / Arenas 

49 

The Recreation Services Department should collect registration data from local 

ice sport organizations on an annual basis and re‐apply the service level target 

prior to the design and construction of new arena facilities in order to ensure 

sufficient demand exists. 


50 

The Town should continue to explore partnership opportunities with the local 

school boards as a means to augment its supply of publicly accessible meeting 

spaces. 

Older Adult & Senior’s Space 

51 

A focus should continue to be placed upon enhancing the service delivery model 

for older adults through the development of innovative, inclusive and accessible 

programs focusing on wellness and active living. 

Child & Youth Leisure Space 

52 

53 

The Town should endeavour to facilitate a youth‐friendly atmosphere at all 

municipal youth facilities by continuing to provide appropriate training for 

municipal staff and involving youth in the decision‐making processes throughout 

the design phase and facility operation. 

The Town should conduct its Youth Survey (or similar consultation tool) every 

five years to ensure that it is well positioned to respond to youth‐specific needs 

and concerns. 


Priority 








14 HIGH 2009 2014 2019 


April 2008 

Page 64



Fitness Space 

54 

Gymnasium 

55 


56 

57 

58 

The Town should continue to develop innovative and interesting programs that 

will respond to the needs of its growing population, particularly the older adult 

market. The Town should also consider ways to engage residents of different 

ethnic backgrounds in order to encourage physical activities that appeal to a 

wide range of residents. 

The Town should make every effort to maintain community access to school 

gyms to serve any neighbourhood‐level demands. 

The development of a Public Art Policy is recommended to encourage the 

provision and promotion of public art in Ajax. Policies governing public art 

should also be included in the Official Plan at the time of its next revision to 

provide municipal direction in this matter. 

The Town should continue to implement the strategic directions contained in 

the Integrated Community Arts and Cultural Plan in order to facilitate a thriving 

environment for Ajax’s creative sector. 

The creation of a funding strategy to support the development of arts and 

cultural programs would be of great benefit in developing and expanding the 

creative infrastructure of Ajax. 


59 


60 

The findings of the Pickering Village Urban Design & Heritage Study should 

support decisions surrounding the Village Central Area and possibly focus upon 

developing the area as a primary node for creative and cultural activity through 

ongoing investment and policy development. 

The Recreation Services, Planning & Development Services, and Operations & 

Environmental Services departments should provide input to the Heritage 

Advisory Committee in order to assist in protecting properties with historically 

significant architecture and urban design features. 


Priority 











April 2008 

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Trails, Greenways & Greenbelts 

61 

Soccer Fields 

62 

63 


64 

Ball Diamonds 

65 

The Town should continue to implement the key recommendations of the 

Bicycle and Leisure Trail System Plan. As a key corporate document, this Plan 

should be revisited in 2011, approximately ten years from its date of adoption, 

to ensure relevancy to future circumstances and monitor progress to date. 

The Town should continue to work with soccer organizations in order to 

evaluate field usage through the Facility Usage Report. The Town should collect 

registration data from all permitted organizations on an annual basis in order to 

apply the recommended provision target of one soccer field per 90 players as a 

means to evaluate demand for fields in conjunction with facility usage data. 

Through acceptable agreements with local school boards, the Town should 

encourage soccer field usage at school campuses to maximize supply and space 

requirements. 

The Town should continue to work with the local school boards, to the greatest 

extent possible, to ensure that new and existing school fields – in concert with 

municipal fields – are able to accommodate football, lacrosse and other field 

sports. 

In order to accurately assess market demand for ball in Ajax, the Town should 

continue to work with hardball and softball organizations in order to evaluate 

field usage through the Facility Usage Report. The Town should collect 

registration data from all permitted organizations on an annual basis in order to 

apply the recommended provision target of one ball diamond per 100 players as 

a means to evaluate demand for fields in conjunction with facility usage data. 


66 

The Town should regularly consult with the local skateboarding community and 

other youth in the design and redesign of new and existing skateboard parks to 

ensure that skateboarding facilities are cost‐effective and responsive to current 

design trends and user preferences. 


Priority 

24 HIGH 



2011 

(Update) 







April 2008 

Page 66



Waterfront Areas 

67 

Acquisition of land along waterways is encouraged, particularly along the northsouth 

creeks and associated tributaries present in Ajax. Doing so will increase 

the supply of passive open spaces and ensure protection of environmentally 

significant riparian areas. 

Off‐Leash Dog Parks 

68 


69 

70 

71 

72 

73 

74 

The Town should engage community groups interested in the establishment, 

general maintenance and ongoing operation when considering additional offleash 

dog parks; this includes the establishment of an appropriate cost‐sharing 

agreement. Priority for any future off‐leash parks should be given to sites in the 

eastern areas of Ajax. 

The Town continue to work towards achieving the parkland provision standard 

contained in its Official Plan. 

The Town should make every attempt to work towards the provision of 2.0 

hectares per 1,000 population for active parkland. More specifically, the Town 

should target a level of provision of 0.5 ha per 1,000 for Parkettes and 

Neighbourhood Parks (combined), 0.5 ha per 1,000 for Community Parks, and 

1.0 ha per 1,000 for Town‐wide Parks. 

The Town should incorporate a definition of Open Space Lands into Section 

2.2.5a of the Official Plan. This definition should encompass all lands that may 

contribute to the passive leisure opportunities in the open space system, 

excluding woodlots, valley lands and other hazard lands. 

Over and above developments currently planned, the Town should focus its 

efforts on augmenting supplies of Community and Open Space Parks. 

Where shortfalls may occur in parkland acquisition through the development 

process, the Town should employ a range of alternative parkland acquisition 

mechanisms to obtain the necessary amount of acreage. 

In order to develop effective land acquisition strategies, there will be a need for 

continual communication and collaboration between Recreation Services, 

Planning & Development Services, Operations & Environmental Services, and 

Economic Development Services. 


Priority 












April 2008 

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75 

76 

77 

78 

79 

80 

81 

Partnerships 

82 

Provisions to incorporate spaces and amenities encouraging physical activity, 

wellness and informal use opportunities should be paramount considerations in 

the design of parks in order to encourage use and facilitate activity levels. 

The Town should continue to design parks that incorporate natural, indigenous 

vegetation features in order to foster an appreciation for such areas and 

maintain crucial ecological functions. 

To ensure that safety concerns do not become a barrier to park usage, the Town 

should continue to incorporate CPTED principles in park design and facilitate 

ambassador programs in consultation with the local police department to 

encourage civic participation in keeping local parks free of undesirable 

behaviours. 

Continue to implement the recommendations of the Greenwood Conservation 

Area Management Plan. 

Upon implementation of actions contained in the Restoration and Naturalization 

Plan (expected by 2010), the Town should consider the continuation of the 

implementation program beyond 2010 through the update of the Plan. 

Continually develop innovative and engaging initiatives, in partnership with local 

conservation authorities and other experts in environmental management, that 

encourage environmental stewardship and the role of individuals in maintaining 

and enhancing ecological systems in Ajax. 

To meet the long term demand for passive parkland and nature trails, the Town 

of Ajax should focus its efforts on the procurement of environmentally 

significant spaces, especially as it relates to trail connectivity. 

The Town should be open to considering partnership opportunities for 

construction and operation of the following facilities: 

• Arenas; 

• Training Club; 

• Parkland; 

• Fitness Centre; 

• Youth Space; 

• Soccer; 

• Multi‐Use Centre; and 

• Indoor Aquatics. 


Priority 












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83 

84 

85 

86 

87 

88 

89 

90 

91 

Where possible, the Town should seek interested partners who are qualified in 

delivering programs out of indoor aquatic centres, training clubs, gymnasiums 

and any other operational component deemed appropriate by the Town in 

order to evaluate whether efficiencies can be attained in capital and operational 

investment scenarios. 

The Recreation Services Department prioritize the partnership framework plan 

to serve in enhancing service and program provision through 

partnership/stakeholders. Further preliminary discussions take place with 

representatives from the various and recommended partner/stakeholder 

groups. 

That all staff serving partner and stakeholder groups meet to discuss approaches 

that may lessen the burden on the partners and stakeholders and provide “one 

stop shopping”. 

The Recreation Services Department review the staff and other resources that 

are dedicated to developing and nurturing relationships versus the resources 

utilized to develop and deliver programs and services directly. The purpose of 

the review is to align resources equitably and or determine the need for 

additional resources to develop and strengthen partnerships. 

The Recreation Services Department determine the skill sets and competencies 

needed to develop and nurture partnerships and seek training and develop 

where it may be required. 

The Recreation Services Department proactively seek out partners to alleviate 

the capital and operating burden that may be realized through the facility 

developments and program enhancements recommended through the Master 

Plan. 

The Department list all stakeholder and partner groups in the Recreation Guide 

to promote the full range of opportunities and choice. 

Future potential partnership arrangements consider the decision making 

protocol suggested in this report and further that all future service agreements 

be aligned with the priorities outlined in the strategic plan document. 

That the impact and cost avoidance and/or additional revenues realized as a 

result of supporting partners and community groups be reported annually to 

Council and the community. 


Priority 













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Other Service Delivery 

92 

93 

94 

The Town of Ajax should respond to requests for facilities presently not part of 

the core mandate on a case‐by‐case basis by evaluating the municipality’s role in 

providing the service in relation to quantified market demand and costeffectiveness 

of such services, while also identifying potential strategies to 

address long‐term need for such requests should a sufficient level of demand be 

expressed. 

As per the Accessibility for Ontarians with Disabilities Act, the Town should 

continue to evaluate existing indoor and outdoor community spaces for their 

ability to meet the needs of residents with special needs and disabilities. 

A five year operational fiscal plan is required to fully address the human 

resource and material impacts of implementing the Master Plan’s actions in a 

manner which also complements capital projections as they relate to staffing 

levels. 


Priority 





4 HIGH 2009 


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5.2.4 Actions Requiring Future Study 


Youth Space 

95 

Fitness 

96 

Indoor Turf 

97 


98 

The Town should prepare a feasibility study and business plan to determine 

whether or not municipal investment is warranted in a stand‐alone youth 

facility, if an appropriate site is secured. In particular, the feasibility study 

should examine whether or not the stand‐alone facility would duplicate existing 

facilities and services offered at existing municipal and community‐based 

venues. 

The Town should prepare a business plan to determine the feasibility of 

including a training club as part of a new multi‐use community centre. 

The Town should undertake a business planning and feasibility study prior to the 

design of the new multi‐use community centre to determine whether municipal 

investment in indoor turf at the new facility is justifiable from a demand, 

financing and operating perspective. Site selection criteria should consider 

Sportsplex Park (and any other appropriate sites) as possible venues for 

development. 

In conjunction with the Ajax Public Library, the Town should discuss the 

potential of including a new library branch within the proposed multi‐use 

community centre, likely necessitating the Town to undertake a library needs 

assessment and feasibility study. 


99 

The Town should employ a focused and phased strategy in developing cultural 

capacity in Ajax prior to investing in larger scale facility developments. In 

support of this effort, the Town should evaluate the feasibility of retrofitting the 

former St. Francis de Sales Church into a venue capable of hosting communitylevel 

programming including arts and theatrical productions as churches are 

ideally suited for such uses. 


Priority 

5 MEDIUM 2009 

3 HIGH 2009 

1 HIGH 2009 

6 MEDIUM 2009 

2 HIGH 2009 

Timing 



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100 

Upon completion of the proposed multi‐use community centre and its 

associated twin‐pad arena, the Town should evaluate the feasibility of 

repurposing the Village Arena & Community Centre site to become a multipurpose/multi‐media 

recreation centre to serve as the primary hub for cultural 

activity in the Pickering Village. It is envisioned that the area itself become a 

campus for creative activity by incorporating indoor and outdoor facilities that 

are responsive to the creative class, residents and commercial enterprise. 

Memorial Outdoor Pool 

101 

Paradise Park 

102 

The Town should evaluate its strategy for Memorial Pool by undertaking a 

consultation process with the public and stakeholder groups in order to 

determine the level of investment and amenities required for the outdoor pool. 

The Town should prepare a concept/master plan for redevelopment and future 

uses at Paradise Park as a means to increase its focus as a waterfront hub for 

active and passive opportunities. This plan should evaluate the feasibility of 

closing a part of Lakeview Boulevard in order to increase the size of the park and 

allow a greater range of uses to take place. It is also preferable that this plan (or 

a concurrent process) find ways to integrate north‐south greenways with the 

Waterfront Trail and other recreation and cultural assets in support of 

establishing a comprehensive system of trails and pathways throughout Ajax. 

Outdoor Ice Skating Surfaces 

103 


104 

The Town should explore the provision of artificial ice surfaces at appropriate 

multi‐use court sites and strategic park locations. As part of this analysis, the 

Town should undertake a detailed assessment of the costs involved with 

constructing a skating path with artificial ice system at a future Community or 

Town‐wide Park. Should the benefits and usage be deemed to outweigh the 

costs, additional outdoor artificial ice surfaces should be explored at future 

locations. 

The Town should develop an internal agreement as to how to strategically 

deliver the heritage portfolio, including roles and responsibilities of each 

department. 


Priority 

Timing 


4 HIGH 2016 

8 MEDIUM 2012 

7 MEDIUM 2012 

9 MEDIUM 

10 LOW 2009 

2015 

(skating 

path 

feasibility 

study) 


April 2008 

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5.3 Capital Costing & Phasing of Selected Actions 

Please note that costs are identified in 2007 dollars and have been 

derived from the Consultant’s internal database. These figures 

include costs associated with construction, contingencies, design 

fees, common spaces, furnishings and equipment, and site 

development, all of which are highly variable at this early point in 

the process. The figures do not include the cost of land 

acquisition or escalation of construction costs. 

Multi‐Use Community Centre 

The following phasing strategy is recommended for the 

development of a new multi‐use community centre. After Phase 

1 has been completed, the Town will be required to undertake a 

feasibility study and business plan for Phase 2 components prior 

to expanding the new facility. 

Table 4a: Multi‐Use Community Centre – Proposed Phasing Plan 

Facility Components 

Timing 

First Phase of Development 

• Indoor Aquatics Centre 

• Banquet Hall 

• Full Gymnasium 

• Youth Leisure Space 

• Activity / Fitness Studio 

• Community & Program Space 

• Office, Administration & General Storage Space 

• Tenant Space 

• Outdoor Facilities (playground, skateboard 

park, splash pad, multi‐use courts) 

Optional components – Partnership‐driven 

• Child Care Centre 

• Training Club 

• Indoor Turf Centre 

• Ajax Public Library Branch 

Could be open as early as Fall 2011, although this 

may be somewhat aggressive. 

Second Phase of Development 

• Twin Pad Arena 

• Indoor Walking Track (depending on location 

within the facility design) 

• Older Adult Space 

• Tenant Space 

• Outdoor Facilities (outdoor skating path) 

• Other components identified over time (secure 

sufficient land for expansion options) 

Timing dependent upon decision regarding the 

continued maintenance / disposal of Village 

Arena – possibly in the 2016‐2021 timeframe 


April 2008 

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Table 4b: Multi‐Use Community Centre – Phase 1 Capital Costs 

Phase 1 

Concept & Site Plan, Feasibility 

Studies & Business Plans 

Cost per 

Sq. Ft. 

Facility Size 

(Sq. Ft.) 

Total Cost 

Proposed 

Timing 

n/a n/a $150,000 2009 

Indoor Aquatics $260 19,000 $4,940,000 2011 

Youth Leisure Space $260 3,500 $910,000 2011 

Multi‐use Program Space $260 9,500 $2,470,000 2011 

Preschool Space $260 2,500 $650,000 2011 

Full Gymnasium $260 10,000 $2,600,000 2011 

Active Living Studio Space $260 6,000 $1,560,000 2011 

Office & Administration $260 5,500 $1,430,000 2011 

General Storage $260 5,000 $1,300,000 2011 

Tenant Space $260 1,500 $390,000 2011 

Total Facility Cost (Phase 1) 62,500 $16,400,000 

Phase 2 

Concept Plan, Feasibility Studies & 

Business Plans 

Twin Pad Arena (includes 1 indoor 

walking track) 

n/a n/a $100,000 2014 

$260 75,000 $19,500,000 2016 

Older Adult Space $260 1,500 $390,000 2016 

Tenant Space $260 1,000 $260,000 2016 

Total Facility Cost (Phase 2) 77,500 $20,250,000 

* Please note that costs identified in this Table include those associated with construction, contingencies, design 

fees, common spaces, furnishings and equipment, and site development. The figures do not include the cost of 

land acquisition (if applicable) or escalation of future construction costs. 


April 2008 

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Table 4c: Multi‐Use Community Centre – Outdoor Facility Costs 

Outdoor Facilities Cost per Unit Number of 

Phase 1 

Units 

Total Cost 

Proposed 

Timing 

Multi‐Use Courts $100,000 2 $200,000 2011 

Skateboard Park $250,000 1 $250,000 2011 

Splash Pad $250,000 1 $250,000 2011 

Barrier‐Free Playground $350,000 1 $350,000 2011 

Total Outdoor Facility Cost (Phase 1) $1,050,000* 

Phase 2 

Outdoor Skating Path (estimate) $1,000,000 1 $1,000,000 2016 

Total Outdoor Facility Cost (Phase 2) $1,000,000* 

* Please note that costs identified are replicated in the following pages and should not be counted when adding cost totals between Tables. 

Indoor & Outdoor Facilities 

Table 5a: Indoor Facilities – Proposed Phasing Plan 

Proposed Location Cost Proposed 

Timing 

Sportsplex Park Multi‐Use Facility (from Table 4b) 

Phase 1 $16,400,000 2011 

Phase 2 $20,250,000 2016 

St. Andrew’s Community Centre 

Senior’s Space (expansion) and Fitness Space tbd through further study 2020 


Village Community Centre Redevelopment tbd through further study tbd 

St. Francis de Sales Retrofit tbd through further study 2009 

Waterfront 

Waterfront East Community Pavilion $1,000,000 2009 

Community Schools 

Meeting Spaces (assumes 3,000 square feet. in total across 

2 future school locations) and gymnasium 

$1,300,000 2009 

Greenwood Conservation Area 

Greenwood Pavilion $400,000 2008/2009 


April 2008 

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Table 5b: Outdoor Facilities – Proposed Phasing Plan 

Proposed Location Quantity Cost Proposed 

Timing 

Soccer Fields (natural turf @ $500,000 for unlit, $800,000 for lit) 

Meadows Neighbourhood Park 1 unlit $500,000 2008 

A3 (Lajter) Community Park 1 unlit $500,000 2014 

A9 Community Park 1 unlit $500,000 2015 

Various Other Town Parks 4 unlit equivalents approx. $2,000,000 tbd 


Ajax Community Centre 1 artificial turf (lit) $1,000,000 2009‐2016 

Multi‐Use Courts (@ $100,000 each) 

Sportsplex Park (from Table 4c) 2 $200,000 2011 

A3 (Lajter) Community Park 2 $200,000 2014 

A9 Community Park 2 $200,000 2015 

Skateboard Park (@ $250,000 each) 


Splash Pads (@ $250,000 each) 

Ajax Waterfront (or alternate location) 1 $250,000 2009 


tbd 1 $250,000 2016 

Barrier‐Free Playgrounds (@ $350,000 each) 

Ajax Waterfront 1 $350,000 2010 


Standard Creative Playgrounds (@ $125,000 each) 

A8 area 1 $125,000 tbd 

A6 area 2 $250,000 tbd 

Kerrison Drive 1 $125,000 tbd 

Sand Volleyball Courts 

tbd 2 $50,000 2010 

Outdoor Skating Path 

Sportsplex Park (from Table 4c) 1 $1,000,000 2016 


April 2008 

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Table 5c: Other Required Studies – Proposed Phasing Plan 

Proposed Study Cost Proposed 

Timing 

Indoor Turf Facility Feasibility Study & Business Plan $50,000 2009 

Youth Centre Feasibility Study & Business Plan $15,000 2009 

Library Branch Needs Assessment & Feasibility Study $30,000 2009 

Paradise Park Redevelopment Plan $50,000 2009 

Pickering Village Site Development Vision and Plan $60,000 2011 

Memorial Pool Feasibility Study & Business Plan $30,000 2012 

Multi‐Use Facility Phase 2 (Sportsplex Park) Needs Confirmation Study $30,000 2014 


April 2008 

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Recreation, Parks and Culture Master Plan - Town of Ajax

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