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240201 Recreation and Sports Advisory Committee AgendaThe Corporation of the Town of Tillsonburg Recreation and Sports Advisory Committee Meeting AGENDA Thursday, February 1, 2024 5:30 PM Boardroom CSC 10 Lisgar Ave. 1.Call to Order 2.Adoption of Agenda Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the agenda as prepared for the Recreation & Sports Advisory Committee be adopted 3. Disclosures of Pecuniary Interest and the General Nature Thereof 4.Adoption of Minutes of Previous Meeting Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the minutes of the November 2, 2023 meeting be adopted 5.Presentations 6.General Business & Reports 6.1 Soccer Club update from Councillor Parker (verbal update) 6.2 Hall of Fame subcommittee update 6.3 Draft Parks and Recreation Master Plan Moved By: ________________ Seconded By: ________________ THAT the documents titled Town of Tillsonburg Draft Parks and Recreation Master Plan be received as information; and THAT the Recreation and Sports Advisory Committee review and provide comments on the draft master plan; and THAT staff provide any comments from the Committee to Council at their next meeting for consideration. 7.Next Meeting 8.Adjournment Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Recreation & Sports Advisory Committee meeting be adjourned. Page 2 of 263 Page 1 of 4 The Corporation of the Town of Tillsonburg Recreation & Sports Advisory Committee November 2, 2023 5:30 p.m. Customer Service Centre Boardroom MINUTES Present: Chris Parker, Stephen Gradish, Scott Vitias, Christy Milmine, Taylor Campbell, Carrie, Susie Wray Absent with Regrets: Scott Gooding, Joe Sym, Andrew Gradish, Christian Devlin Also Present: Andrea Greenway, Recreation Programs & Services Manager Margaret Puhr, Administrative Assistant, Recreation, Culture and Parks Mark Salt, Recreation Programs Supervisor Jason Rutley, President of Tillsonburg Ringette Association 1. Call to Order The meeting was called to order at 5:28 pm. 2. Adoption of Agenda Resolution #1 Moved by: Taylor Campbell Seconded by: Stephen Gradish THAT the Agenda as amended for the Recreation & Sports Advisory Committee meeting of November 2, 2023, be adopted. Carried 3. Minutes of the Previous Meeting Minutes Resolution #2 Moved by: Carrie Lewis Page 3 of 263 Page 2 of 4 Seconded by: Christy Milmine THAT the Minutes for the Recreation & Sports Advisory Committee meeting of October 5, 2023, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 5. General Business and Reports 5.1. Summer Camp presentation; Mark Salt – the summer camp program has grown about 30% since 2022 and this growth is expected to be sustained into 2024 camp season. Presentation attached. 5.2. Ringette presentation: Jason Routley – Ringette is showing unprecedented growth and asking the town to make additional ice time available to address the demand; hoping for another ice pad in near future. The Ringette was able to get one hour of ice in Aylmer, otherwise there is no more ice available within 45 minute drive. Presentation attached. At this time, the ice during the prime time is at 99% booked and town staff are doing their best to accommodate all the groups who wish to use ice. Minor groups are given preference. Stephen shared that these issues are also readily matched in Minor Hockey program. Both organizations are noticing that currently kids are going without appropriate ice time vs fees charged. They are also not developing skills/being competitive due to less time to practice compared to neighbouring organizations. The Recreation Master Plan, which is being developed, may address some ideas for expansion. 5.3. Correspondence to Mayor – as per attached letter, a request for an all-season recreational arena. This presentation was made to council late in 2022. 5.4. Soccer clubs update – two weeks ago the Director of Recreation and Councillor Parker met with the interim president of minor soccer to discuss the MOU with Tillsonburg FC. The minor soccer group believes that they met all the requests of FC this year. The soccer park was not used from noon on Saturday and all day Sunday. The new proposed committee would bring members of both clubs Page 4 of 263 Page 3 of 4 to determine partnership. Some issues this year were break-ins into dumpsters, people using the fields as dog park, people accessing the park from the north, some noted drug use. The overall meeting was positive. 5.5. Hockey Canada new requirements and implications – Stephen provided that the requirement was of no nudity in dressing rooms and the proposal for all players to come in their base gear or use bathrooms to put base gear on, likewise after games/practices. On review, the Ontario Hockey Federation suggested that this is against the court ruling of Human Rights tribunal from a few years ago, which gives Minor Hockey a reprieve for this year in enforcing the requirements. With the lacking of dressing rooms, the reprieve is welcome. 5.6. Sub-committees – update 5.6.1. Naming Policy – No Update 5.6.2. Wall of Fame Scoring – No Update 5.6.3. Wall of Fame Ceremony – No Update – Meeting Scheduled for November 14th. 5.7. Staff update – the renovation has extended timeline is now July 2024 for the pool and change rooms, no date for addition due to some issues with obtaining materials. Water park building was toured by council on Monday, is mostly completed with a few deficiencies found by building department, which will be completed very soon. The mural outside is sealed with anti-graffiti sealant. The recreation master plan – waiting on the draft recommendations and it will be shared with the committee. Winter guide will be out on December 11th, registration open on the 13th. The canteen is currently vacant and it prepared to be operated by staff, once some are hired, hopefully in December. Pickleball program is going well. There is a new cornhole program on Wednesdays in the Auditorium and it is full every week. This is not a town program but a private rental. 6. Next Meeting January 4, at 5:30 p.m., Customer Service Centre. Page 5 of 263 Page 4 of 4 7. Adjournment Resolution #4 Moved by: Carrie Lewis Seconded by: Stephen Gradish THAT the Recreation and Sports Committee meeting be adjourned at 7:01p.m. Carried Page 6 of 263 Summer Camps 2023 Recreation, Culture & Parks Mark Salt –Recreation Programs Supervisor November 2nd, 2023. Page 7 of 263 2 Background •As of 2022, camp programming was growing in demand •Extra planning was required to meet demand •Additional partnerships opened up further programming opportunities Summer Camp 2023 Page 8 of 263 3 2022 vs 2023 •Addition of specialty camps •Updating procedures •Adding staff & updating capacities Summer Camp 2023 Page 9 of 263 Camp Highlights Page 10 of 263 5 2023 Camp Highlights •Bike Days •Visits to LLWP •Friday Food Fiasco(s) •Movie Theatre trips •Skating •Library visits •Bus Trips Summer Camp 2023 Page 11 of 263 6 2023 Camp Highlights Summer Camp 2023 Page 12 of 263 7 2023 Camp Highlights –Bus Trips •Berrylicious farms •Clovermead Adventure Farm •The Factory •Gunn’s Hill Artisan Cheese Summer Camp 2023 Page 13 of 263 8 Berrylicious Farms Summer Camp 2023 Page 14 of 263 9 Gunn’s Hill Summer Camp 2023 Page 15 of 263 10 Clovermead Adventure Farm Summer Camp 2023 Page 16 of 263 11 Summer Camp 2023 The Factory Trip Page 17 of 263 Camp Statistics Page 18 of 263 13 Summer Camp 2023 Specialty Camps Basketball Camp •July 17-21 •Operating out of Glendale High School •19 participants Triathlon Camp •August 14-18 •Based at Summer Place •10 registrations Page 19 of 263 14 Summer Camp 2023 2023 Camp Registrations Week Junior Camp Senior Camp Total 2022 Week 1 –July 3-7 63 35 98 60 Week 2 –July 10-14 60 35 95 61 Week 3 –July 17-21 62 33 95 60 Week 4-July 24-28 60 37 97 60 Week 5 –July 31 –Aug 4 64 36 100 60 Week 6 –Aug 7-11 63 36 99 63 Week 7 –Aug 14-18 62 35 97 61 Week 8 –Aug 21 –25 63 36 99 60 Week 9 –Aug 28 –Sept 1 64 32 96 60 Page 20 of 263 Survey & Conclusions Page 21 of 263 16 Summer Camp 2023 Satisfaction Survey Results Page 22 of 263 17 Summer Camp 2023 Satisfaction Survey Results Page 23 of 263 18 Summer Camp 2023 Satisfaction Survey Results Page 24 of 263 19 Summer Camp 2023 Satisfaction Survey Results Page 25 of 263 20 Summer Camp 2023 Conclusions •Summer Camps grew 33% from previous year •Tillsonburg Hydro funding enabled extra programming •Specialty Camp programs proved successful •Quality of programming sustained Page 26 of 263 Thank you!Page 27 of 263 Page 28 of 263 CURRENT ASSOCIATION STATISTICS •Association has grown significantly in the past four years •Currently have 225 players, and 52 staff divided over 12 teams Page 29 of 263 REGISTRATIONS AND TEAMS 86 109 164 225 250 2020 2021 2022 2023 2024 Players 5 8 9 12 16 2020 2021 2022 2023 2024 Teams Page 30 of 263 ICE TIME PER TEAM •Having access to adequate ice time improves success of our teams •Players need training time to be competitive •Current ice times are leaving our teams without access to full ice practices, limiting our ability to practice drills as would be necessary for games •Unable to run additional skills and development training •Heavily restricted for ice use for tournaments •For example, TRA planned to run a tournament, but due to the Regionals Tournament being moved, we were unable to access ice time on a different weekend Page 31 of 263 Page 32 of 263 ICE TIME PER TEAM Organization Hours per team (per week) Paris Ringette Association (16 hours for 8 teams) 2 Dorchester (19 hours for 10 teams) 1.9 Tillsonburg Ringette Association (15 hours for 12 teams) 1.25 (once league games start, teams only have ½ ice practice per week) Page 33 of 263 RINGETTE IN TILLSONBURG •This sport is continuing to grow in Tillsonburg •We have many talented players!! •But we need to increase ice time to help them develop to their potential •Our current facilities are strained with multiple equally deserving user groups •Need more available facilities to satisfy the need in our community Page 34 of 263 Parks and Recreation Master Plan thinc design January 23rd, 2024 Town of Tillsonburg Page 35 of 263 Agenda 1.Project Overview ○Purpose of a Master Plan ○Project Phases and Scope ○Consultation Approach ○What We Heard 2.Community Context ○Demographic Context 3.Master Plan Recommendations ○Programs and Events ○Recreation Facilities ○Parks, Cemeteries & Trails ○Service Delivery ○Implementation 4.Next Steps & Questions 2 Page 36 of 263 1. Project Overview Project Overview / Community Context / Master Plan Recommendations 3 Page 37 of 263 Purpose of a Master Plan Project Overview / Community Context / Master Plan Recommendations 4 ●Guides the planning and provision of parks and recreation services, resources and investment over the next 10 years ●Develops recommendations using data from: surveys, interviews, facility use, budget considerations, trends in the parks & recreation sector, local opportunities, concurrent projects, etc. ●Viewed as a living document to be updated and adjusted through the annual budget planning process ●Recommendations may be advanced, delayed or amended to respond to changing circumstances ●Some initiatives will require additional community consultation to arrive at detailed plans and designs ●Council, in consultation with municipal staff, will determine when and how initiatives are implemented (e.g., specific type/number of amenities) Page 38 of 263 Project Phases and Scope Project Overview / Community Context / Master Plan Recommendations 5 Preliminary Review and Consultations Community Consultation and Gap Analysis Final Report Assessment & Draft Recommendations ●Review of policies, plans, studies, data ●Socio-demographic analysis ●Parks & recreation mapping and inventories ●Tour of recreation spaces ●Council & staff interviews ●Open House ●Surveys (online, random resident household, user group) ●Community Stakeholder interviews ●Parks, Recreation & Cemeteries Advisory Committee and Recreation & Sports Advisory Committee Presentation ●Community Consultation Report ●Draft recommendations ●Discussions with staff and advisory committees ●Draft Plan ●Presentation to Council & community ●Draft Master Plan online for community feedback ●Final Plan ●Presentation to Council & community Summer 2023 Summer -Fall 2023 Fall/Winter 2023 Winter 2023/2024 Page 39 of 263 Consultation Approach Project Overview / Community Context / Master Plan Recommendations 6 ✓Residents ●Random Telephone Survey: 300 households ●Online Mini Survey: 384 survey responses ●Open House & questionnaires: Approximately 40 attendees ✓Municipal Representatives ●16 interviews with Councillors and municipal staff ●2 meetings with the Parks, Recreation & Cemeteries Advisory Committee and Recreation & Sports Advisory Committee ✓Partners & Stakeholders ●Parks & Recreation User Groups Online Survey: 19 respondents ●6 interviews with community organizations conducted Page 40 of 263 What We Heard Parks and trails are heavily used and enjoyed by Town residents Suggestion for providing a variety of designs of columbariums to provide more choice Some interest in expanding food -based programs in the kitchen in the community centre More program opportunities for youth/teens (ages 10-19), and seniors (65+) More comfort amenities. Plant more trees, protect existing, and invest in gardens and beautification More adult programs, especially in the evening Strong interest in exploring options for the expansion of the Tillsonburg Community Centre Programming is restricted by adequate/appropriate indoor space Accessibility and fulfillment of AODA standards in majority of parks and trails Project Overview / Community Context / Master Plan Recommendations 7 Vandalism is a recurring issue Partnerships with service clubs to build parks and recreation infrastructure and services Interest in an additional splash pad, and pickleball courts Demand for more ice from the community Sufficient space on the Community Centre lands to accommodate an expansion Page 41 of 263 2. Community Context Project Overview/Community Context / Master Plan Recommendations 8 Page 42 of 263 Demographic Context Current Population (2021 Census): ●2024: 19,503 people ●The Town of Tillsonburg has a large concentration of seniors (ages 75+), relative to Oxford County and the Province of Ontario. Estimated projected population at end of Plan’s term: ●2034: 27,514 people* Project Overview / Community Context / Master Plan Recommendations 9*Tillsonburg estimates were provided by the Town of Tillsonburg. Page 43 of 263 3. Master Plan Recommendations Project Overview / Community Context / Master Plan Recommendations 10 Page 44 of 263 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Project Overview / Community Context / Master Plan Recommendations 11 Page 45 of 263 Programs & Events General Program Recommendations ●Program planning: program tracking and evaluation ●Short duration programming ●Resident outreach and engaging new community members ●Accessible and adaptive programs ●Volunteer management: recruitment, retention and recognition Age Specific Recommendations ●Preschool and toddler ●Children and youth ●Adults and seniors Outdoor Recreation ●Trail-based activities ●Water-based activities Project Overview / Community Context / Master Plan Recommendations 12 Page 46 of 263 Project Overview / Community Context / Master Plan Recommendations 13 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 47 of 263 Recreation Facilities Project Overview / Community Context / Master Plan Recommendations 14 Indoor Facilities ●Ice pads: work to increase use of existing pads; conduct feasibility study for a third ice pad ●Indoor pool and health/fitness club: integrate required space additions/upgrades with facilities expansion/renovations; expand health club hours based on Town’s position within local market ●Gymnasium, indoor track and multi -purpose program space: Lions Den or Marwood Lounge as program room first; plan to add gym, indoor track and multi-purpose space in future facility supply ●Seniors Centre: include Tillsonburg Senior Centre as part of integrated design/functional improvements to Community Centre ●Station Arts Centre Tillsonburg Museum: consult to consider potential for capital cost contributions from other municipalities that benefit from regional tourism role Page 48 of 263 Recreation Facilities Outdoor Facilities ●Baseball Diamonds ○Determine required capital improvements and cost and need to replace diamonds; ○For diamonds that require replacement and five (5) additional diamonds to meet growth related needs, determine the cost -benefit of investing in existing municipal diamonds through upgrades/lighting vs. building new facilities elsewhere. ○Incorporate findings in a master plan for Memorial Park and Community Centre as a combined indoor/outdoor recreation hub. Project Overview / Community Context / Master Plan Recommendations 15 Page 49 of 263 Outdoor Recreation Facilities Outdoor Facilities ●Soccer Fields ○If evidence of need emerges, develop required facilities for municipal ownership, operation and scheduling. ○A location other than Gyulveszi Park, that can accommodate facility expansion over time, should be the site of any future soccer field development. ○The needs of other community groups for access to multi -use facilities should also be considered in designing and constructing new fields. Project Overview / Community Context / Master Plan Recommendations 16 ●Tennis and Pickleball Courts ○Provide three (3) planned dedicated pickleball courts , and make three (3) existing dual courts tennis only. ○Plan on providing up to two (2) more of each type of court during the term of the Master Plan. ○Monitor use , and select location for planned pickleball courts in terms of opportunities to add more. Page 50 of 263 Recreation Facilities Strategic Approach to Facility Provision ●As needed, update detailed building condition assessments of all indoor and outdoor facilities. ●Prioritize, budget and undertake essential building/facility repairs. ●Prepare a plan of required facility upgrades, additions/expansions to supply, priorities and phasing for development. Project Overview / Community Context / Master Plan Recommendations 17 Page 51 of 263 Project Overview / Community Context / Master Plan Recommendations 18 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 52 of 263 Project Overview / Community Context / Master Plan Recommendations 19 Parks General Recommendations ●Accessibility, safety, comfort and usability: AODA accessibility; shelter from sun and rain; drinking water sources; warming stations; lighting; seating; washroom access; drug paraphernalia ●Naturalization and tree planting: intentional naturalization; educational signage; hiring seasonal horticulturist (consider future full time) Provision and Access ●Classification: adopt updated parkland classification system, community park classification Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette ●Gibson House: if possible, develop a restroom and other required amenities for future use. ●Lake Lisgar: Continue to support the efforts to improve the Lake’s water quality; Construct a boardwalk (2017 Memorial Park Master Plan) Community Centre Hub: Memorial Park (includes Summer House and Lake Lisgar Water Park), Optimist Park, Rotary Park ●Community Centre: Provide wayfinding signage directing people to the various facilities, amenities, and connections. ●Lake Lisgar Water Park: Update the water features ●Bandshell:Work with the Kinsmen to determine updates and further expansion Page 53 of 263 Project Overview / Community Context / Master Plan Recommendations 20 Parks Community Centre Hub: Memorial Park (includes Summer House and Lake Lisgar Water Park), Optimist Park, Rotary Park ●Assume responsibility of the Fair office, canteen, and Crystal Palace buildings to allow potential changes to the site to accommodate a Community Centre expansion. If required, find alternative building space to accommodate Fair operations in the interim. ●Once the Community Centre building design is determined, design the surrounding site to accommodate a Parks operations base , as well as space for continued operation of the Fair. ●Remove the condemned Pigeon Barn from Town facility supply . ●Dedicate the McLean rink for casual stick/sport use, and install lights and cameras to discourage vandalism. Annandale Park ●Add a unique playground to Annandale Park ●Continue to maintain the concessions/washroom building and keep it in a good state of repair. New Community Parks ●Provide an outdoor rink dedicated to family/casual skating ●If near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), locate them at one of the new Community Parks Page 54 of 263 Project Overview / Community Context / Master Plan Recommendations 21 Trails General Recommendations ●Discuss the possibility of clearing additional trail segments with the roads department. New Trail Segments ●Develop a trail continuation (north of Concession St. W); develop a trail connection (between Coronation Park and Cadman Park) ●Parkland dedication in the form of trail systems should be consideredCemeteries ●Expanded columbaria options ●Diversity cemetery design (landscaping, burial options, seating) ●Cemeteries as accessible, beautified greenscape ●Increase promotion of events that occur at the cemetery Page 55 of 263 Project Overview / Community Context / Master Plan Recommendations 22 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 56 of 263 Project Overview / Community Context / Master Plan Recommendations 23 Service Delivery Role of Municipality in Service Delivery ●Act in both direct and indirect capacities ; pursue opportunities to leverage the resources of the municipality and other parties , agencies /organizations in mutually beneficial collaborations. Recreation, Culture and Parks Department Staffing ●A full -time marketing, promotions and communications staff position ●Additional Department staff or enhanced competencies ●Additional contracted instructors will be required to allow programs to be diversified and added to supply. Page 57 of 263 Project Overview / Community Context / Master Plan Recommendations 24 Service Delivery Advisory Committees of Council ●Include reference to the current Recreation, Culture and Parks Master Plan in all committees that are engaged in its implementation. ●Reflect recreation -based tourism in the mandates of all relevant Committees or consider instituting a separate Tourism Advisory Committee ●Preface the Special Events Manual with an overarching policy on municipal support for events. Collaborations and Agreements ●Approach TSC regarding renegotiating the agreement for use and operations of Tillsonburg Soccer Park on Town property. ●Prepare a process and contract for engaging program instructors. Service Pricing, Affordable Access and Inclusion ●Conduct a service pricing study ●Make an annual Town budget allocation to the FARE program to provide stability to the donated portion. ●Develop a community group affiliation policy ●Consult with volunteer recreation groups to confirm the type and extent of required assistance to sustain/grow their programs/events ●Consider the need to prepare a policy for grants to community groups ●Develop an overarching policy on municipal support for events to supplement the Special Events Manual Page 58 of 263 Project Overview / Community Context / Master Plan Recommendations 25 Service Delivery Revenue Generating Programs ●Expand revenue generating programs to help offset the costs of recreation service provision. ●Consider preparing overarching policies to cover revenue generating practices. ●Assign priority to revenue generating programs according to ease of implementation. Marketing, Communications and Promotion ●Prepare a marketing and communications strategy for the Recreation, Culture and Parks Department. ●Develop social media channels specifically for the Recreation, Culture and Parks Department. ●Prepare and post an annual services ‘year-in-review’ that summarizes and informs the community about the Town’s achievements in parks, recreation, and culture services. Process and Information Requirements ●Using recreation management software, develop an enhanced data base to apply in a formal recreation facilities and programs/services planning. ●Take the lead in developing and implementing regularly occurring planning sessions with all key non-municipal providers in Tillsonburg. ●Conduct project, program or service specific planning sessions with other providers, as required. Page 59 of 263 Project Overview / Community Context / Master Plan Recommendations 26 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 60 of 263 Project Overview / Community Context / Master Plan Recommendations 27 Implementation Considerations: ●10 year time frame ●Operational vs. Capital Projects ●vs. Study to be Undertaken ●Immediate Need (Year 1) ●Budget Considerations ●Staff Resources ●Flexibility ●Timing ●One-time or ongoing cost Area of Recommendations Timing Total Cost Allowance Short Term (1-3 Years)Medium Term (4-6 Years)Long Term (7-10 Years) PE: Programs & Events ---- F: Facilities $220,000 $6,160,000 $70,000 $6,495,000 PCT: Parks, Cemeteries & Trails $325,000 $650,000 $855,000 $1,830,000 SD: Service Delivery $315,000 $225,000 $280,000 $820,000 Total Cost $860,000 $7,035,000 $1,205,000 $9,145,000 Page 61 of 263 Gelila Mekonnen gmekonnen@thincdesign.ca Mary Catherine Mehak mc@mehak-kelly.com Thank you! Page 62 of 263 January 2024 Town of Tillsonburg Draft Parks and Recreation Master Plan Page 63 of 263 ii Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Prepared by thinc design in association with Mehak, Kelly & Associates and Oraclepoll Research Ltd. for the Town of Tillsonburg January 2024 Page 64 of 263 iiiTown of Tillsonburg | DRAFT Parks and Recreation Master Plan Land Acknowledgment The Town of Tillsonburg acknowledges that the land upon which it is located is the traditional territory of the Anishinaabek (Ah-nish-in-a-bek), Haudenosaunee (Ho-den-no-show-nee) and Attawandaron (Add-a-won- da-run) peoples, showing respect for the long-standing relationships that Indigenous Nations have to this land, as they are the original caretakers. Page 65 of 263 Gyulveszi Park Page 66 of 263 vTown of Tillsonburg | DRAFT Parks and Recreation Master Plan Table of Contents Land Acknowledgment iii 1.0 Introduction 1 1.1 Project Overview 1 1.2 Community Context 4 1.2.1 Current Demographic Profile 4 1.2.2 Projected Population 4 1.2.3 Age Distribution 5 1.2.4 Geographic Context and Growth 6 2.0 Programming and Events 9 2.1 Introduction & Assessment Background 9 2.1.1 What We Heard 12 2.2 Program Assessments and Recommendations 16 2.2.1 General Program Recommendations 16 2.2.2 Age Specific Program Needs 26 2.2.3 Outdoor Recreation 32 3.0 Recreation Facilities 37 3.1 Introduction & Assessment Background 37 3.1.1 What We Heard 38 3.1.2 Assessment Considerations 40 3.2 Indoor Facilities Assessment 42 3.2.1 Arts, Culture and Heritage 52 3.3 Outdoor Facilities Assessment 54 3.4 Strategic Approach to Facility Provision 62 Page 67 of 263 vi Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.0 Parks, Cemetery, and Trails 69 4.1 Introduction & Assessment Background 69 4.1.1 Overview of Supply 69 4.1.2 What We Heard 72 4.2 General Recommendations 74 4.2.1 Accessibility, Safety, Comfort and Usability 74 4.2.2 Provision and Access 83 4.3 Site-Specific Recommendations 88 4.3.1 Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette 88 4.3.2 Community Centre Hub: Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, Rotary Park 90 4.3.3 Annandale Park 98 4.3.4 Coronation Park 100 4.3.5 New Community Parks 100 4.4 Trail Recommendations 102 4.4.1 What We Heard 102 4.4.2 New Trail Segments 104 4.5 Tillsonburg Cemetery 108 4.5.1 What We Heard 108 5.0 Service Delivery 113 5.1 Introduction & Assessment Background 113 5.1.1 What We Heard 114 5.2 Role of the Municipality in Service Delivery 115 5.3 Recreation, Culture and Parks Department and Committees of Council 117 5.3.1 Recreation, Culture and Parks Department Staffing 117 Page 68 of 263 viiTown of Tillsonburg | DRAFT Parks and Recreation Master Plan 5.3.2 Advisory Committees of Council 120 5.4 Collaborations and Agreements 124 5.5 Policy Requirements 126 5.5.1 Service Pricing, Affordable Access and Inclusion 126 5.6 Revenue Generating Programs 137 5.7 Service Planning and Evaluation 141 5.7.1 Process and Information Requirements 141 5.7.2 Incorporating Data in Services Planning 144 5.7.3 Engaging Other Service Providers 145 5.8 Marketing, Communications and Promotion 147 6.0 Implementation 149 6.1 Implementation Considerations 149 6.2 Implementation Strategy 153 Appendix A: Facilities Ice Schedule and Use 169 Appendix B: Parks & Trail Inventory 174 Appendix C: Departmental Organizational Chart 182 Appendix D: Revenue Generating Tools and Initiatives for Parks and Recreation 184 Page 69 of 263 List of Figures List of Tables Figure 1-1: Project timeline 2 Figure 1-2: Consultation activities and surveyed audiences 3 Figure 1-3: Population age distribution in Tillsonburg, Oxford County, and Ontario, 2021 5 Figure 1-4: Tillsonburg and surrounding areas 6 Figure 1-5: Tillsonburg land use and projected residential growth areas (Town of Tillsonburg, 2023) 7 Figure 2-1: Diagram of a volunteer management cycle 25 Figure 2-2: Image of artist Janet Macpherson painting Keddy Access Trail 34 Figure 2-3: iPaddle Port is one example of a self-serve kayak rental product 35 Figure 4-1: Diagram of canopy shade from under cover: guidelines for shade planning and design 75 Figure 4-2: Three examples of warming shelters at Mississauga’s Celebration Square, featuring a variety of materials, lights, warming methods, and levels of enclosure. 76 Figure 4-3: Map of Tillsonburg showing the 400m and 800m radii around each park, and areas of future residential growth 87 Figure 4-4: Current layout of Community Centre hub site 91 Figure 4-5: Recommended update to 2017 Community Centre hub site plan 93 Figure 4-6: Example of playground structures 99 Figure 4-7: Map of existing trails in Tillsonburg 105 Figure 4-8: Map of existing cemeteries in Tillsonburg 109 Figure 5-1: Planning and evaluation process 141 Figure A-1: Community arena ice schedule 170 Figure A-2: Memorial arena ice schedule 171 Figure A-3: Memorial arena ice schedule (prime time use) 172 Figure C-1: Departmental organizational chart 183 Table 1-1: Tillsonburg socio-demographic highlights 4 Table 1-2: Town of Tillsonburg and Oxford County population projections from 2024-2034 4 viii Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 70 of 263 Table 2-1: Sample of programs provided by the Town of Tillsonburg 11 Table 2-2: Sample of programs provided by local organizations 11 Table 2-3: Interest in programs and activities by age group 12 Table 2-4: Age groups supported by user group programs and events 13 Table 3-1: Indoor facilities, use levels and upgrades 42 Table 3-2: Summary of ice users responses to master plan survey 44 Table 3-3: Town of Tillsonburg ball diamonds 54 Table 3-4: Town of Tillsonburg tennis and pickleball courts 59 Table 3-5: High level directions for indoor facility changes and additions 64 Table 3-6: Summary of outdoor facility supply and provision directions 67 Table 4-1: Total number of park amenities for casual use 70 Table 4-2: Parkland provision in Tillsonburg and comparable municipalities 71 Table 4-3: Current service levels for outdoor facilities in Tillsonburg and comparable municipalities 71 Table 4-4: Updated Tillsonburg parkland classification system 83 Table 4-5: Current park provision levels and projected parkland needs 84 Table 4-6: Summary of Facilities and Amenities at the Community Centre Hub 90 Table 5-1: General model of recreation service delivery 115 Table 5-2: Tillsonburg committee mandate and structure summary 120 Table 5-3: Characteristics of agreements supporting collaboration 125 Table 5-4: Proposed and existing Town parks, culture and recreation policy 126 Table 5-5: Example of service pricing categories 128 Table 5-6: Areas of interest for additional municipal support to volunteer groups 131 Table 5-7: Services planning information requirements and application 143 Table 5-8: Use of information sources about recreation services 147 Table B-1: Inventory of Town parks 175 Table B-2: Inventory of Town trails 178 ixTown of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 71 of 263 1Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 1.0 Introduction 1.1 Project Overview to changing circumstances, and some initiatives will require additional community consultation to arrive at detailed plans and designs. Council, in consultation with municipal staff, will determine when and how initiatives are actually implemented (e.g., specific type/number of amenities). The development of the Parks and Recreation Master Plan is a multi-phased project that began in Summer 2023, and is planned to conclude in Winter 2024 (see Figure 1-1). This Parks and Recreation Master Plan (herein referred to as ‘The Plan’) has been prepared to guide the provision of parks, cemetery and recreation services over the next 10 years (2024 - 2034). The Plan should be viewed as a living document to be updated and adjusted through the annual budget planning process. This Plan provides a road map, identifying needs and priorities, and suggested implementation timing of recommendations, however, they may be advanced, delayed or amended to respond Page 72 of 263 Phases one and two focused on establishing the current context and undertaking extensive community consultation (Figure 1-2). In Phase three, the team conducted needs assessments using a broad data set including the feedback from Council, staff, residents and community organizations; facility use and program participation data; review of related plans and studies; recreation trends; Town capital plans and budgets; future growth and development; and related/concurrent projects and initiatives. In the final phase (Phase 4), the draft Plan will be shared with the community for review and comment before finalizing. Figure 1-1: Project timeline Preliminary Review and Consultations JUNE-JULY 2023 PHASE 1 Community Consultation and Gap Analysis JULY-SEPTEMBER 2023 PHASE 2 Created by Jesus Puertasfrom the Noun Project Assessment & Draft Recommendations SEPTEMBER- NOVEMBER 2023 PHASE 3 Created by HAZHAfrom the Noun Project Final Report DECEMBER 2023 - FEBRUARY 2024 PHASE 4 Created by Suci Cahyanifrom the Noun Project Page 73 of 263 3Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 1-2: Consultation activities and surveyed audiences Interviews with Municipal Staff & Council: • 16 interviews conducted Community Stakeholders Interviews: • 6 interviews conducted, 12 stakeholders participated INTERVIEWSCreated by Andri The Bluefrom the Noun Project Open House: • Approximately 40 open house attendees, 35 in-person survey responses Parks, Beautification and Cemeteries Advisory Committee and Recreation & Sports Advisory Committee: • Group discussion informing the SWOTA analysis OPEN HOUSECreated by arejoenahfrom the Noun Project SURVEYS Created by Lareafrom the Noun Project Parks and Recreation Master Plan Online Survey: • 384 engaged visitors and completed surveys Random Household Telephone Survey: • 300 households User Group Survey: • 19 user groups surveyed Page 74 of 263 4 1.2 Community Context 2024 Population 19,503 Land Area 22.2 km2 Population Density Per Square Kilometer 913.2 Median Total Income of Households 2020 $73,500 Immigrant Population (2021)2,295 (12%) Table 1-1: Tillsonburg socio-demographic highlights Source: Canada Census 2021, with the exception of the 2024 population, which was calculated by the Town of Tillsonburg. Table 1-2: Town of Tillsonburg and Oxford County population projections from 2024-2034 Sources: Tillsonburg estimates were provided by the Town of Tillsonburg. Oxford County estimates were calculated by multiplying Ontario’s average household size of 2.6 with the household forecasts from the Phase One Comprehensive Review, Oxford County Report by Hemson Consulting Ltd. Year Tillsonburg Oxford County 2024 19,503 129,272 2029 25,463 137,332 2034 27,514 145,262 1.2.2 Projected Population Table 1-2 illustrates the current and projected populations for the Town of Tillsonburg and Oxford County from 2024 to 2034. According to these figures, the Town of Tillsonburg is projected to grow by 8,011 residents over the next 10 years, representing a growth of 41% from the current population. Comparatively, the population of Oxford County is projected to grow by 115,535 (12%) during the same period (Phase One Comprehensive Review, Oxford County, 2020, Hemson Consulting Ltd). 1.2.1 Current Demographic Profile The Town has recently prepared population estimates, and these are the figures we will use in The Plan, including a current (2024) population of 19,503. The median household income in Tillsonburg is $73,500, which is just slightly less than the median household income in Oxford County ($76,500) (Canada Census 2021). The immigrant population in Tillsonburg was 12% in 2021, similar to that of the County as a whole, which was 11.3% (Canada Census 2021 Table 1-1). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 75 of 263 5 consultations that Tillsonburg has received many young families in recent years and has a large senior population. The age distribution of the County will remain relatively stable over the next 10 years with a slight increase in the proportion over 75 years of age, and slight decreases in the proportion of those aged 50 – 64 (Ontario Population Projections Update, 2019-2049). Population projections by age were not available for Tillsonburg, but it is assumed it will trend similarly. Figure 1-3: Population age distribution in Tillsonburg, Oxford County, and Ontario, 2021 Source: 2021 Canadian Census 1.2.3 Age Distribution Figure 1-3 illustrates the population age distribution for the Town of Tillsonburg, Oxford County, and Ontario in 2021. The Town of Tillsonburg has a large concentration of seniors (ages 75+), relative to Oxford County and the Province of Ontario. Additionally, Tillsonburg has a large adult population (20-49 years), which is similarly reflected in Oxford County. Tillsonburg and Oxford County have significantly less youth (15 – 19) than the Ontario average. In all, the data supports the anecdotal observations we heard during Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 76 of 263 6 0 5 10 km N HWY 401 Township of South-West Oxford Township of Norwich Town of Ingersoll Tillsonburg Norfolk County Elgin County Town of Aylmer Figure 1-4: Tillsonburg and surrounding areas The Town has varied land uses, with large areas dedicated to residential and industrial (particularly at the south end of Town). It also has a fairly well developed green space system, connected by waterways and trails. Figure 1-5 illustrates these land uses, along with areas expected to see the most residential growth in the coming years, all of which are on the periphery of the Town’s border. Community Context Map 1.2.4 Geographic Context and Growth Tillsonburg is a geographically small town (22 square kilometers), with a population density of 913.2 people per square kilometer, surrounded by rural municipalities (Figure 1-4). The nearest population centre to Tillsonburg is Ingersoll, 25 minutes to the north. To the south are rural municipalities, and as such many people from these areas likely come to Tillsonburg for services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 77 of 263 7 Figure 1-5: Tillsonburg land use and projected residential growth areas (Town of Tillsonburg, 2023) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 78 of 263 Kinsmen Participark Page 79 of 263 9Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 2.0 Programming and Events 2.1 Introduction & Assessment Background Balancing the supply and demand of recreation programs, activities and events is a key contributor to supporting the long- term health, well-being, and quality of life for all communities. Among all age groups, programs and events can be effective tools that help to foster social cohesion and a sense of belonging. An adaptive and responsive approach to developing recreation programs that reflect the interests and needs of communities can generate more participation locally, and contribute to the increased use of existing assets. Page 80 of 263 The public engagement phase of this project revealed important insight into the current supply and availability of programs, program use patterns, and new program demands and trends. The current supply of Town-led recreation programs and events includes a range of sports, arts, community, education and training programs. However, among these program types, the Town of Tillsonburg primarily offers sports-based and active programs. These programs are primarily facilitated through the Tillsonburg Community Centre, which acts as a key community hub for residents. A sample of programs offered by the Town is listed in Table 2-1. Local community non-profits, associations and clubs are also key contributors to the supply of programs and events in the Town of Tillsonburg. Table 2-2 provides a sample of programs and events provided by local organizations. The following section provides an overview of what we heard during the public consultation process in relation to recreation programs and events. Detailed results from the consultation process conducted during Phase 2 of this project are further described in the Consultation Summary Report. Page 81 of 263 11 Type of Program Sample of Programs Provided Sample of Facilities Used Tillsonburg Minor Hockey • initiation program (IP), U9, U11, U13, U 15, U18, • tournaments Colin Campbell Community Rink, Memorial Rink Tillsonburg Soccer Club • youth house league • Friday night adult recreation league Tillsonburg Soccer Park Tillsonburg Seniors Centre • zumba • arts and crafts • bingo Tillsonburg Senior Centre Tillsonburg Station Arts Centre • beginner pottery • black background drawing Station Arts Centre Table 2-2: Sample of programs provided by local organizations Type of Program Sample of Programs Provided Sample of Facilities Used Camps & PA Days • youth/senior camp • winter/summer camps • basketball/triathlon camp Lions Den, Lions Auditorium Water Fitness & Leisure • aquafit, • swimmer 1-9 • lane swim Lake Lisgar Water Park, Tillsonburg Community Centre Pool Sports and Fitness • pickleball • tennis • health club Health Club, Lions Auditorium Speciality Classes • beginner cooking • construction • coding Lions Den, Marwood Lounge Table 2-1: Sample of programs provided by the Town of Tillsonburg Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 82 of 263 12 2.1.1 What We Heard Random Telephone Resident Survey According to the results of the random telephone resident survey, 79% (or 238 residents) indicated that they do not think there are additional recreation programs and activities needed in Tillsonburg. However, of those who do think that additional recreation programs and activities (21% or 62 respondents) are needed, respondents identified the following sport and non-active related programs of interest: • Group fitness classes (29%) • Outdoor court sports (26%) • Trail activities (24%) • Performing Arts (18%) • Camps (16%) • After School Programs (16%) As highlighted in Table 2-3, survey respondents expressed interest in programs and activities for multiple age groups. For example, among all age groups respondents indicated interest in both active sport and non-sport related recreation activities for youth ages 5-12 years (15%), teens 13-19 years (13%). However, interest in non-sport recreation activities were higher among adults and seniors ages 35+. Finally, when asked what factors prevent respondents from participating in recreation programs/activities, 45% of respondents indicated “there is nothing that prevents us from participating”. Active Sport/ Fitness Non-Sport Recreation Both 0-4 Years 3%3%5% 5-12 Years 11%6%15% 13-19 Years 13%8%13% 20-34 Years 3%3%8% 35-54 Years 5%11%7% 55-64 Years 5%18%5% 65-74 Years 1%11%3% 75 Years +-10%- Table 2-3: Interest in programs and activities by age group Online Resident Survey Respondents to the online survey are self- selected, and may include responses from individuals with a range of interests in parks and recreation in the Town of Tillsonburg. Online survey respondents (384 responses) were first asked to indicate their level of satisfaction with all service areas (parks/ trails, facilities, and programs). A majority of respondents indicated that they feel neutral among all service areas. However, when comparing all three service areas, the availability of programs, activities and events ranked second (30.2% or 116 respondents). Additionally, when asked what their top priorities are for improvements and expansion among all three service areas, respondents indicated the least interest in programs, activities and events (19.53% or 75 respondents). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 83 of 263 13 % All Age Groups/Families 26.3% Children 0-4 Years 10.5% Children 5-12 Years 36.8% Teens 13-19 Years 57.8% Young Adults 20-34 Years 36.8% Adults 35-44 Years 36.8% Adults 45-54 Years 47.3% Adults 55-64 Years 36.8% Adults 65-74 Years 36.8% Adults 75+21.0% Table 2-4: Age groups supported by user group programs and events Finally, when asked to indicate how residents prefer to participate in recreation, the top four responses included: using trails (67.91%), Self-directed sports/physical activity (e.g. cycling, running/walking, swimming, etc.) (65.8%), organized sports (51.9%), and social activities (41.4%). User Group Survey & Stakeholder Interviews Facility and park user groups that offer programs and events in the Town of Tillsonburg were also invited to participate in a survey to better understand their programming focus, facility needs, and anticipated future growth. A total of 19 user groups responded to the survey, Only 26.3% (or 5 user groups) indicated that they primarily serve all age groups/ families. However, more than half (57.9% or 11 respondents) indicated that they primarily serve teens ages 13-19 years, followed by adults 45-54 (47.3% or 9 user groups). Among all user groups, the least served age groups are children ages 0-4 years (26.3% or 2 user groups), and adults ages 75+ (21.0% or 4 user groups) (see Table 2-4). Among the 19 respondents, the most common types of programs and activities that user groups offer include: clubs/ social (29% or 5 respondents), hockey (29% or 5 respondents), and fitness/wellness programs (2.5% or 4 respondents). The least common type of program offered by user groups include softball (5.9% or 1 respondent), seniors programs (5.9% or 1 respondent), tennis/pickleball (5.9% or 1 respondent), figure skating (5.9% or 1 respondent), and trail programs (5.9% or 1 respondent). Programs not offered by any user groups include ball hockey, performing arts, volleyball/badminton. Other programs offered by user groups also include ringette, learn to skate, blood donation events, horticultural and community gardens. Among sixteen respondents, twelve user groups identified that they have been experiencing growth in levels of program participation/members or attendance at their events. When asked to identify the anticipated growth levels of their groups participation or event attendance in the next 5-10 years: 50% (5 respondents) of user groups anticipate growth of between 5.1%-10%; 20% (2 respondents) of user groups anticipate a growth of between 5.1%-20%; and 30% (3 respondents) of user groups anticipate a growth of over 25%. When asked to indicate the key Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 84 of 263 14 factors contributing to stable or changing participation/attendance levels over the next 5 years, respondents indicated: • “increasing interest in our program/ event focus” • “population growth in the age groups we serve” • “our programs are socially interactive/ fun” Stakeholders were also invited to participate in interviews to further contribute feedback to the Parks and Recreation Master Plan. This forum encouraged attendees to expand on their feedback included in the user group surveys and discuss future opportunities. A range of feedback relating to programs and events was expressed, including: • Limited parking identified as a challenge to running events, especially when different sports are happening in the same time and vicinity • Teenager to 25 years old age groups identified as challenging demographics to engage in programs and activities • Basketball programs identified as a gap in current program offerings • Growing interest in tech programs, could be facilitated by the Library • Limited ice space and indoor recreation space identified as a primary challenge for supporting growth active/ sport and non-sport related recreation • Limited recreation and sports-related opportunities for adults 20-30 years old • Some interest in growing more passive, multi-generational programs and activities for the Tillsonburg community Town Council and Staff Interviews Interviews with Town Council and staff were also conducted to provide further depth on current and future delivery of Tillsonburg’s programs and event offerings. A number of overarching programming goals were identified, and include providing more programs and events for families encouraging multi-generational interaction, continuing to foster positive and productive relationships with community organizations and businesses that contribute to parks and recreation, and advancing equitable and inclusive programming for persons with disabilities and seniors. A series of challenges impacting programming in Tillsonburg were also identified, including: • Challenges with availability of program instructors (hiring and retaining trained staff, e.g. lifeguards, camp counsellors) which directly impacts the ability to increase programming capacity • Challenges with maintaining and keeping equipment in working condition Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 85 of 263 15 • Dependence on school gymnasiums puts programs at potential risk if availability changes/is reduced Open House The Tillsonburg community were also invited to participate in a community open house to learn more about the Parks and Recreation Master Plan. Attendees were encouraged to expand on their interests and feedback relating to the programs and events in the Town. Additional insights from the open house highlighted: • Strong interest in increasing program capacity to accommodate high demand (especially for youth programs like camps) • Interest in making programs available in early evening for adult programs and weekend times for kids and preschool programs • Recognition of the role programs and events have in supporting and building healthy communities. Interest in more opportunities for community building and engaging vulnerable communities (e.g. seniors) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 86 of 263 16 2.2 Program Assessments and Recommendations Within the context of Tillsonburg, the public consultation process revealed that there is a growing demand for increased capacity in existing programs, modest demand for expanded recreation opportunities, desire for more opportunities for multi- generational programs and events, and interest in using existing natural assets (e.g. trails and Lake Lisgar) for recreation activities. Moreover, as detailed in Section 1.0, the population of Tillsonburg is projected to increase by 41% (or 8,011 residents) in the next ten-year period, over the span of this plan. In consideration of this, it is important for the Town of Tillsonburg to not only enhance existing program offerings, but to also develop a strategic approach to program planning that works to fill service gaps and prepares for future program growth and expansion. 2.2.1 General Program Recommendations Program Planning: Program Tracking and Evaluation As program interests and trends change, engaging in a cyclical program planning process can be a valuable strategy to help guide future program development and growth. The primary goal of planning, monitoring and evaluating programs is to contribute to informed decision-making that works to distinguish between community ‘needs’ and ‘wants,’ respond to ‘needs’ in the most judicious way, and to monitor the efficacy of the response. Program planning can also help to understand residents’ areas of interest, identify local partners, offer an approach to ‘piloting’ new programs, understand the needs associated with offering programs (e.g., equipment, specialty program facilitators), tracking participation rates, and evaluating participant feedback. In recent years, the Town of Tillsonburg has issued the Tillsonburg Recreation Survey (2022) which sought to collect general feedback relating to program and event offerings, general community recreation interests, and accessibility of event and program information. In addition to this, the Town should consider issuing and collecting program evaluations from participants after programs to further identify potential improvements for programs/activities. Ongoing service monitoring and evaluation will inform planning to address needs as they evolve and to gauge the success of programs, events, and services after-the- fact. Program and event participation information should be collected and tracked over time. As appropriate to the intended outcomes of individual programs/events, variables such as registration, attendance, program completion, age(s) of participants and location of residence, resident/ non-resident participants, etc., should be documented and used for planning/ designing services and to identify trends over time. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 87 of 263 17 Program evaluations can help the Town better understand accessibilty needs (in terms of facilities, programs, equipment etc.) and equipment needs (quantity and state of repair, etc.). This helps to ensure those interested in participating in recreation programs/activities are not denied participation due to broken or damaged equipment, especially for popular programs such as aquafit programs. The Town should develop a strategy to ensure Town owned equipment (e.g. exercise bikes) are in a state of good repair. Parks and Recreation Ontario’s Manual entitled Measuring Customer Value and Satisfaction for Parks and Recreation is a practical guide to supporting service evaluation work. As noted in the Manual, it is “intended to enable providers of parks and recreation to easily and consistently assess customer value and related issues. [It] includes a common set of core questions and an enhanced set of questions that can be used by providers to evaluate the effectiveness of their programs and services, as well as advice on approaches to administering surveys” (p. 1). The manual also includes a draft program survey that can be adapted and modified. The ability to evaluate progress will require annual targets that can be measured. For example, a program objective for an upcoming budget year may be to introduce four new programs in areas of particular interest emerging from the Master Plan’s consultation. As is the case now, each new program is essentially a pilot designed to optimize participation and should be evaluated upon completion to determine future options to continue - with any required adjustments - or discontinue. The results of each year’s programming would provide the basis for reporting on outcomes and planning for the upcoming year. Volunteers’ experience should also be evaluated to identify areas where it can be improved to enhance the program so that existing volunteers will see their contributions are valued, and potential new participants will benefit from a well- designed approach. Recommendations PE 1. Introduce a recreation program evaluation procedure to document and track participant feedback. PE 2. Develop a strategy to ensure equipment used for programs (e.g. exercise equipment) is available and in a state of good repair. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 88 of 263 18 Short Duration Programming Short-duration programming (e.g., workshops, lesson series) is an effective way to help ensure resources are dedicated to activities where there is interest, uptake, and success in the Town. This model of programming allows community members to explore different topics; for some, it could be the first step to engaging in an activity that captures their interest. It is ideal for learning new skills and is appealing to many adults, as an ongoing commitment is not required upfront. In addition, this approach makes use of local knowledge and skills and is an opportunity for local artists, artisans, teachers, and experts to increase their exposure, share their knowledge, build awareness of their skills, and serve a broader market. By testing out new programs using a “try it” model, the Town can also gauge community interests in particular areas before dedicating greater resources to long-term programming. Moreover, this model can be used to better understand the optimal times to offer programming outside of conventional operating hours. If a short-duration program is successful and participants want to engage further, the Town can then explore opportunities for extending the program offered in the longer- term. For example, a short term food based program that utilizes the kitchen located in the Tillsonburg Community Centre can support all-ages and intergenerational non-sport related program interests. These small-scale workshops/activity series can be led by teachers, leaders, and artists in the community (e.g., music lessons, painting classes, drama/improv group) and/ or in partnership with other community organizations. Key considerations to determine if a program should be provided include community interest (i.e., how many people participated or indicated a desire to participate in that program topic and time of day) and capacity (e.g., availability and expertise of instructors, availability of Town facilities). Some examples of programs that could fit well within this model as shared by residents through the public consultation process include tie dye programs and DIY canning and food preservation. Recommendation PE 3. Implement a short-duration programming model to pilot new programs and assess long-term program interest. Programs can include both active and non- sports related programs (e.g., culinary courses, adult crafting, photography, youth coding, adult trail walking groups). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 89 of 263 Page 90 of 263 20 Reaching New Residents Currently, the Town issues a Recreation Guide seasonally which compiles information on recreation programs, activities, classes and community events. In addition to listing the available programs and events, the guide details the available options for financial assistance to access recreation programs, space rental information, and customer service information. As the Tillsonburg community continues to grow over the next ten years, the Town should work to develop a strategy to grow awareness of these opportunities available for newer residents. For example, the Town can work with local neighbourhood volunteers to organize ‘Welcome Wagon’ packages for new residents. Other potential partners in this regard can include Tillsonburg Public Library, local businesses, and community groups likely to come into contact with newcomers. Welcome Wagon packages are delivered to new households and often include a range of information about a community (not only recreation- related), including for example information about garbage collection, healthcare resources, schools, social services, landmarks, parks, facilities and recreation. Recommendation PE 4. Explore opportunities with volunteer groups to develop a Welcome Wagon program for new Tillsonburg residents. Accessible and Adaptive Programs 1 City for All Women Initiative. (2015). Advancing Equity and Inclusion. A Guide for Municipalities. Ottawa. p. 17. While certain aspects of accessibility are legislated and are often associated with facility design consideration, opportunities to exceed minimum standards should be pursued wherever feasible. The goal of advocating and legislating measures to ensure accessibility and inclusion is to make it the social norm by proactively integrating accessibility considerations in all aspects of parks and recreation services, which includes how programs and events are offered to participants. Supporting accessibility means: “Removing the barriers faced by individuals with a variety of disabilities (including, but not limited to: physical, sensory, cognitive, learning, mental health) and the various barriers (including attitudinal and systemic) that impede an individual’s ability to participate in social, cultural, political, and economic life. Disabilities can be temporary or permanent. As we age our abilities change and therefore an accessible society is one designed to include everybody; both people with disabilities and people who self identify as non-disabled.” 1 Due to the cyclical nature of program planning, there are more opportunities to preemptively prioritize the accessibility, inclusivity, and adaptive nature of programs. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 91 of 263 21 Additionally, as the Town of Tillsonburg continues to grow and welcome diverse communities, all community members of racial, ethnic backgrounds, and faiths should be acknowledged and made to feel welcome in/at programs and events. The Town can do this by, for example, trying to ensure that advertising and communications reaches these groups, advertising features a diversity of people that, Town recreation staff reflects the diversity of the community, and through staff training. Recommendations: PE 5. Apply an equity lens at the outset of program planning. PE 6. Developing accessible and inclusive marketing and communication materials to amplify awareness of available programs and events. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 92 of 263 Volunteer Management: Recruitment, Retention & Recognition 2 Managing Volunteers: A Good Practice Guide. Citizen Information Board, 2008. p. 19 https:// www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf The public consultation process highlighted the strong culture of volunteerism in Tillsonburg, which is valued throughout the community. Although some groups reported having great success enlisting volunteers, others have reported having difficulty engaging volunteers. Encouraging and maintaining this culture should be a priority within the community, as similar trends are not reflected in other cities across Canada. In fact, many communities have experienced a decline in volunteerism, especially since the impact of COVID-19. Although the causes of this decline are multifaceted, developing strategic approaches to combat this decline is beneficial for organizations of any size and scale. Volunteer management strategies can help to support a more reciprocal relationship between prospective volunteer bases and organizations to build a culture of volunteerism. Volunteer management strategies can be used as tools to help formalize volunteer engagement practices that may be traditionally more informal. As described by the Citizen Information Board (based in the United Kingdom)2, sustainable and successful volunteer management strategies also require the organization (including municipalities) to reflect on key questions that inform and influence the volunteer’s experience. Page 93 of 263 23 For example, questions can include: 3 https://www.citizensinformationboard.ie/downloads/training/Managing_Volunteers_08.pdf p. 19 4 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p.35 • “Why [do] you have volunteers? • What is their role? • What limits, if any, are there to the range of activities volunteers get involved in? • What can you offer volunteers?”3 Reflecting on these key components will also support a more strategic approach to recruiting and retaining volunteers. Attracting volunteers requires organizations to consider how they are perceived by the public and how the organization can highlight the positive aspects of volunteering with them.4 For example, by understanding what motivates volunteers, organizations may strategically offer some benefits (e.g., certifications, education credits, skills development) that may appeal to a wider audience. Volunteer recruitment campaigns can also occur on an ongoing or per project basis. Some strategies noted by the Citizen Information Board include: • “Word of mouth - let the team and board know what opportunities are available • Print eye catching leaflets and posters • Attend promotional events • Have a stand in the local shopping centre or library • Invite people to an information meeting • Give talks to target groups”5 5 https://www.citizensinformationboard.ie/downloads/training/Managing_Volunteers_08.pdf p.36 6 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p.51 A key aspect of and retaining volunteers also includes ensuring that volunteers feel supported. Developing a system in which volunteers can have a seamless experience onboarding and beginning their role, performing their role, providing feedback on their experience, and acknowledgment of their work is essential. The Citizen Information Board highlights that the resources provided to volunteers will largely vary by each volunteer6, and that “support and supervision are about enabling the volunteers to do the job to the best of their ability and to the satisfaction of the organization. It’s also about saying thanks.” This can involve: • “Agree[ing] to meet the volunteer shortly after they start volunteering to review how things are going. Exchange feedback and clarify what, if any, issues arise • Decide what support and supervision each role or volunteer requires Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 94 of 263 24 • Prepare properly by finding out what the volunteer has been doing, acknowledge specific work that they have done and get feedback on the training they attended, and • Have an open door policy for volunteers to talk to you at other times”7 7 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p. 52 Additionally, acknowledging the contributions of volunteers should be encouraged. This allows for volunteers to feel appreciated for their work and can help to establish important foundations for recurring volunteer participation. Methods can range from holding volunteer appreciation events, taking action on volunteer ideas and engaging volunteers in long range events or programs where interest is expressed. Volunteer Management Cycle The Citizen Information Board (UK) provides a useful overview of the key aspects of volunteer recruitment, management, policies, and procedures, and offers a useful chart diagram8 (Figure 2-1) illustrating a volunteer management cycle that is broadly relevant to various organizations’ structure or size. Recommendation PE 7. Revive a community wide volunteer recognition program in partnership with other program providers. 8 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p. 13 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 95 of 263 25Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 2-1: Diagram of a volunteer management cycle VOLUNTEER MANAGEMENT CYCLE PLANNING RECRUITMENTREVIEW RECOGNITION INDUCTION AND TRAININGSUPERVISION AND EVALUATION Page 96 of 263 26 2.2.2 Age Specific Program Needs Preschool & Toddlers There is a gap in the available recreation programs and activities in the Town of Tillsonburg for preschool age children (up to age 5). The public consultation process indicated that young children (ages 0-4 years) are not well served by programs offered by local user groups. Programs offered by local organizations are limited to the Oxford County EarlyOn Program, childcare services provided by the YMCA at St. Joseph’s Catholic School, and some drop-in programs provided by the Oxford County Library (Tillsonburg branch). The programs delivered by the Town of Tillsonburg for this age groups are also limited to active learn and swimming programs. For young children in this age demographic, the public consultation process identified interest in both active/sport fitness and non-sport recreation programs. The Town of Tillsonburg can (on its own and in partnership with other providers such as Tillsonburg Library) diversify program offerings to include parent and child social activities, and early literacy programs. The Town should seek to offer more preschool programs at both indoor and outdoor locations. With the growing demand for facility use at the Tillsonburg Community Centre, utilizing outdoor locations during appropriate seasons can help to address indoor facilities limitations (see Literacy in the Park case study below). However, providing some indoor programming space for preschool children is still needed. The Town does not currently have any space dedicated for this age group at the Tillsonburg Community Centre, which functions as a key community hub. Space designed for use for preschool and toddler programs and drop-ins can include, for example, preschool-sized tables and chairs, carpeted areas, craft area, kitchenette (or at minimum a sink for clean-up and hand washing), book and toy storage. Any space developed should be a collaborative effort between preschool program providers in order to maximize efficiency and use of the space. Recommendations PE 8. Assess opportunities for the Town to expand preschool and toddler programs in current indoor and outdoor facilities. PE 9. Consider options for dedicated preschool program space in any future expansion of the Community Centre. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 97 of 263 27Town of Tillsonburg | DRAFT Parks and Recreation Master Plan LITERACY IN THE PARK and seniors. Participants in these programs receive the double benefit of the program plus time spent outdoors, and the community as a whole benefits from the increased vibrancy of public spaces, and increased awareness that these programs exist. Many municipalities and libraries have begun offering programming outdoors at public parks. Park environments are suitable for a variety of literacy-based programs including circle time and story time for preschool and children, and book clubs, writing clubs, speaker series and crafting clubs for adults Page 98 of 263 28 Children and Youth Children and Youth have access to a range of programs offered by the Town of Tillsonburg and other local user groups. The public consultation process highlighted a significant interest in active/sport fitness and non-sport recreation activities among youth aged 5-12 years and 13-19 years old. However, it’s crucial to acknowledge that 79% of respondents did not perceive a need for additional recreation programs in Tillsonburg. In consideration of this, the Town should explore how programs and activities for this age group can be enhanced to support a growing youth population by growing staff capacity to facilitate youth programs that experience high demand and have reached capacity such as summer camps and swimming programs (for more information regarding staff retention, see section 7.0 Service Delivery). Despite this, there is an opportunity to explore enhancements to existing programs, particularly those experiencing high demand. Programming for youth presents challenges due to evolving interests and increased demands from school, part-time jobs, and socializing with friends. Many communities struggle with the parallel issues of apparent deficit in meaningful leisure time pursuits for teens, and not being able to ‘hit’ on solutions that will excite and attract high levels of participation by this age group. To address this, establishing a youth-oriented drop-in space, especially during winter months, was suggested based on survey feedback. Collaboration with the youth- focused group ‘VIBE’ can provide valuable insights into youth interests and contribute to the planning of a dedicated space. Considering the dynamic interests of youth, an equipment lending initiative is proposed, allowing for self-directed recreation opportunities (e.g., football, basketball, frisbee). Collaborating with Oxford County Library for this initiative aligns with their community hub role and enhances informal programming. Such initiatives also open avenues for local organizations to sponsor and contribute to the availability of recreational equipment. A strong interest for after school programs was also expressed through the public consultation process. Among the random household telephone survey respondents who were asked to indicated what types of new/expanded non-sport programming or recreation opportunities would be of interest for their household, ‘after school programs’ were identified among the top three (16%). Although the Town of Tillsonburg offers seasonal camps for youth and children, this program alone does not support the needs of the community throughout the remaining school year. Over the term of this Plan, the Town of Tillsonburg should work towards developing and initiating after school activities for this age cohort. However, some challenges that already impact the Town’s capacity to provide and facilitate more programs such as funding and staff retention may impact the ability to provide these programs. To Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 99 of 263 29 address these challenges, the Town should continue to research and identify diverse funding opportunities currently available to support the development of after school programs. For example, the Province of Ontario’s Ministry of Tourism, Culture and Sport Ontario’s After School Program (ASP) supports municipalities, non-profits, and First Nations communities with funding to offer safe, enjoyable and affordable after school programs to youth across Ontario. According to the ministry, the program is delivered by over 80 organizations and supports over 13,000 children and youth from kindergarten to grade 12. The program reached $14.6 million in funding for the ASP for the 2023-2024 school year. Recommendations PE 10. Expand non-sport recreation programs for children and youth. PE 11. Explore development of a youth leisure space. PE 12. Provide after school activities for children and teens. PE 13. Explore Oxford County Library (Tillsonburg branch) partnership for equipment lending initiatives. Consider sponsorship opportunities with service clubs. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 100 of 263 Page 101 of 263 31 Adults and Seniors Historically, municipalities have focused on providing parks and recreation services to children, youth and seniors. However, municipalities across Ontario have seen a noticeable increase in adult interest in municipal recreation services for themselves. Anecdotal reasons for this trend are likely a blend of increased awareness of the importance of physical activity for long-term health (mental, physical, emotional), overall decline in disposable incomes and growth and greater sophistication in the provision of delivery of public recreation services. In the context of Tillsonburg, seniors form a significant demographic segment, warranting special attention in program planning. Survey responses underscore noteworthy interest in non-sport recreation activities and programs from adults aged 35-54 (11%), seniors aged 55-64 (18%) and 65-74 (11%). Below are key considerations when planning and providing programs and events for adults and seniors: • Program scheduling times: evening classes may present challenges for adults with familial responsibilities, particularly those with school age children • Mobility and cognitive capacities: ensuring inclusivity across all capacity types is imperative to minimizing barriers • Accessibility to technology: some seniors may exhibit reluctance towards intricate technology, necessitating traditional engagement methods (e.g. in person program sign up, cash/alternative payment methods, information mail-outs) Recommendation PE 14. Tailoring programs to align with the preferences of adults, such as pilates, cardio kickboxing, and dance classes, under a short- term duration program model, is recommended to enhance engagement. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 102 of 263 32 2.2.3 Outdoor Recreation The natural features throughout the Town of Tillsonburg are widely acknowledged and appreciated by the community as valuable assets for recreation. Outdoor programs can provide a critical benefit to the health and well-being of people of all ages, and particularly children and teens. With the increased awareness of the value of outdoor recreation opportunities in the post COVID-19 period, coupled with a growing awareness and concern about climate change, outdoor recreation programs are an essential feature of a holistic approach to program development. While there is nothing preventing people from being active outside on their own, there may be opportunities for the Town to increase participation in both structured and unstructured outdoor activities. For example, taking indoor programs (e.g. yoga, group fitness, and educational workshop) outdoors during the late spring, summer and early fall can both activate park spaces and benefit participants. The following section discusses the programmatic opportunities for trail-based, and water-based programs. Trail-Based Activities Trail activities and programs present opportunities for cost-friendly, self- directed, and unstructured recreation. In the online resident survey, ‘using trails’ and ‘self-directed sports/physical activity’ were among the top responses for how residents like to recreate. Trail activities were also among the top responses for activities of interest in the random household survey. However only 17% of user groups who responded to the survey use trails for programs, activities or events. In consideration of this interest in trails reported by the community, the Town of Tillsonburg should consider expanding trail- based programs, activities and initiatives. The 2022 Tillsonburg Recreation Survey included a number of trail based programs of interest identified by survey respondents, including Nordic pole walking, outdoor hiking groups, and outdoor education programs focused on plant identification, foraging, and conservation ecology. Resident interests in trail activities can be supported in several ways depending on the program/activity and availability of resources, including: • Encouraging community volunteer groups to take responsibility for a program/activity • Establishing agreements with existing providers to offer introductory programs on behalf of the Town • Directly contracting instructors to teach needed skills or lead activities (e.g. foraging, outdoor/winter survival skills) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 103 of 263 Local heritage, arts and culture, early childhood education, community stewardship and leadership, and local ecology focused programs can also be explored through outdoor recreation. For example, public art projects that engage local partners such as schools, historical societies, and artists can stimulate community interest in trails (see Keddy Access Trail Public Art Project below). The Town of Tillsonburg can explore the development of trails programs in collaboration with potential partners including Tillsonburg Seniors Centre, the Station Arts Centre, Tillsonburg Horticultural Society, and Glendale High School. Recommendation PE 15. Explore opportunities to expand trail-based recreation programs and activities (e.g. local heritage, arts and culture, early childhood education, community stewardship and leadership, and local ecology focused programs) in collaboration with local organizations. Page 104 of 263 34 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan CASE STUDY: KEDDY ACCESS TRAIL PUBLIC ART PROJECT, HAMILTON ON “The City of Hamilton has commissioned a series of mural projects for barrier walls along the Keddy Access Trail and the Jolley Cut Underpass. A request for Expressions of Interest was released in June 2022 and from the 122 submissions received, a citizen advisory committee selected six (6) artists/collectives from Hamilton, Toronto, and Winnipeg to design and paint the murals in August 2022. Projection Goals and Themes Murals reflect one or more aspects of the project goal determined by the Keddy Trail Street Art Advisory Committee. “The Keddy Trail Street Art Project aims to create a sense of connection with residents about the idea of Hamilton as a Livable City. The Keddy Trail serves as a thread linking elements of shared civic space, a literal line cutting through the tension of a growing city accessed by a broad range of citizens. The Keddy Trail Street Art Project commissions will address the sense of balance between the natural environment, cycling, pedestrian and vehicular infrastructure, the upper and lower city, diverse communities and people, on our journey to becoming a Livable City.” - Keddy Trail Street Art Advisory Committee” Figure 2-2: Image of artist Janet Macpherson painting Keddy Access Trail 1 1 https://www.thespec.com/photos/bringing-art-to-keddy-access-trail/ article_b01978da-9ed7-57fd-b6dd-a5686190631e.html? Page 105 of 263 35 Figure 2-3: iPaddle Port is one example of a self- serve kayak rental product Water-Based Activities Lake Lisgar is a prominent feature in the Town of Tillsonburg. The lake’s large footprint borders Memorial Park, the Lake Lisgar Water Park, and the Gibson House which features an elevated viewing platform for visitors to passively enjoy. Currently, Lake Lisgar is used for fishing and paddling and does not authorize motorized vehicles. The Town should encourage the advancement and development of water-based activities (e.g. canoeing, kayaking, standup paddle boarding, water safety) at Lake Lisgar to increase opportunities for water-based recreation. One way of approaching this could be by offering paddle craft rentals to provide more recreation opportunities on the Lake. Concerns about increased use leading to increased sedimentation in the lake can be addressed in a number of ways: limiting the number of craft available (just 2 or 3 craft is enough to start), limiting the time frame of availability, and limiting the area accessible to paddlers, or any combination of these. There are a number of options for how to approach providing rentals. An EOI can be released seeking private parties to operate the rentals; the Town could provide the rentals directly (purchasing equipment and hiring a summer student); or the Town can provide lockers (see Figure 2-3) that would not require staffing. The Town should start with a small number of rentals and monitor for any negative effects on the lake. Given this approach, the lockers are probably the best way to start, as revenues from the rentals likely would not be enough for a business to be interested, or for the Town to pay staff to operate it. With the lockers, revenues from the rentals can be used for maintenance of the equipment, and any surplus could be donated to the Lake Lisgar Revitalization Committee for Lake ecosystem protection efforts and water quality monitoring. Recommendation PE 16. Explore opportunities to introduce non-motorized water-based programs (e.g. canoe, kayak) on Lake Lisgar. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 106 of 263 Page 107 of 263 37Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.0 Recreation Facilities 3.1 Introduction & Assessment Background The facilities section addresses indoor and outdoor facilities that are (or could be) scheduled for organized use by the Town and/or other providers that deliver community programs and services. Section 4.0 of the Master Plan considers needs and opportunities to enhance parks, trails and waterfront locations with facilities and amenities for self-directed, casual use since these are often tied to the type of space being considered. The following sections address the need for current improvements to, and future provision of, municipal facilities for structured programming and/or scheduled use, under the following main headings: • overview of supply • assessment considerations • indoor facilities • outdoor facilities • strategic approach to facility provision Page 108 of 263 38 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Overview of Supply Tillsonburg has an overall good supply of scheduled (or potentially scheduled) sports and recreation facilities. Major indoor facilities are provided at the Community Centre. These are supplemented by two facilities dedicated to arts, culture and heritage services. Outdoor facilities such as ball diamonds and soccer fields are located at both the Community Centre and parks. The combination of indoor and other outdoor facilities at the Community Centre and immediately adjacent parks creates a major recreation hub. At the same time, much of the Town’s recreation indoor facility supply is outdated in terms of optimal design and building system functions, making it difficult to align services with today’s user expectations and to develop new areas of programs and activities. Capital and operations upgrades comprise a backlog of work to be completed. Moreover, there is a limited supply of non-municipal indoor recreation facilities available for community use. Glendale Secondary School, for example, is the only school in Town with a gym large enough to accommodate adult programming. The Town uses this facility but, as only one of many users, available time is limited and difficult to increase. This puts pressure on the Town’s facilities to accommodate much of the community’s sport and recreation services. Similarly, the Town – apart from soccer fields - is the primary provider of outdoor recreation facilities. 3.1.1 What We Heard Existing building conditions/functions summary: • Facility supply is overdue for capital investment to maintain these assets; ongoing issues include roof failures, HVAC dysfunction in many facility components, deteriorating brickwork, lack of AODA compliance, etc. (see Table 3.1). • There is a significant shortfall in funding for capital repairs and maintenance, resulting in limited and isolated improvements. Current facility use patterns summary: • Over half of 300 survey respondents (57% or 170) do not use parks and recreation services in Tillsonburg. • Among the 130 users (73% or 95 respondents) over 10% of responses indicated use of the following indoor facilities: Community Centre indoor pool (39%); fitness/health centre (35%); Kinsmen Memorial Arena (23%); Colin Campbell Community Arena (19%), and Community Centre squash courts (11%). Page 109 of 263 39Town of Tillsonburg | DRAFT Parks and Recreation Master Plan • Approximately three-quarters (78% or 14) of the user groups reported using the following indoor facilities for their programs/events: Lions Auditorium at the Community Centre (71% or 10 groups); Colin Campbell Community Arena, Kinsmen Memorial Arena (each 36% or 5 groups); mini practice rink at the Community Centre, Tillsonburg Senior Centre, Community Centre meetings rooms (each 21% or 3 groups); indoor pool, Station Arts Centre (each 14% or 2 groups); fitness/health centre, Annandale Museum (each 7% or 1 group). • Almost half (47% or 8) of the user groups reported using the following outdoor facilities: Annandale ball diamonds and Kiwanis ball diamond (each 33% or 3 groups); Optimist Youth ball diamonds (22% or 2 groups); Sam Lamb and #1 hardball ball diamond, Tillsonburg Soccer Park fields, and tennis/pickleball courts (each 11% or 1 group). • The Town noted that certain components of the Community Centre are extremely well used and, in some cases, straining capacity, and general programming can be precluded or displaced due to rooms rentals for other activities/events. Page 110 of 263 40 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Future facility development interests summary: • The majority of the 300 household survey respondents (84% or 253) do not think new/expanded facilities are needed. • Among the less than one-fifth (16% or 47 respondents), between 10% and 32% of responses indicated need for pickleball (indoor/outdoor), indoor track, indoor tennis court, children’s play/drop-in, and multi-purpose space. • The majority of user groups (75% or 9) indicated anticipated growth in program participation/event attendance that will require additional access to facilities in the next 5 to10 years; the most frequently reported need for indoor facilities: an additional ice pad to accommodate more teams, age levels, new programs, and preferred/improved scheduling; arena amenities such as more, larger and gender neutral change rooms; dry-land training facilities (e.g., indoor track); additional space for arts activities/ programs; downtown event venue; more facility accessibility for inclusion of people with physical disabilities. • Immediate and future outdoor facility requirements most often reported by the groups were more ball diamonds and/or more lit ball diamonds. • In keeping with service trends in programming and the need to accommodate population growth, the Town’s future facility interests focus on both improving/upgrading and complementing existing supply with more multi-purpose program space, a gymnasium, change room space, suitable administrative space/ offices for Community Centre staff, more storage for equipment used for programming events, improved building circulation, and AODA compliance throughout. 3.1.2 Assessment Considerations In determining future need for facilities in Tillsonburg, there are several key factors to consider, including: • the types of new facilities required - including both those not represented in current supply (e.g., municipal gym, indoor track, etc.) and additions to existing supply (e.g., a third ice pad, Station Arts expansion, soccer fields, ball diamonds). • the extent to which existing facilities, and particularly those at the Community Centre, can be repurposed/ redeveloped/expanded to provide needed state-of-the-art facilities, given the limits of infrastructure age/design/ configuration, the need to retain existing spaces/uses, and the potential for expansion on the site. Page 111 of 263 41Town of Tillsonburg | DRAFT Parks and Recreation Master Plan • the capital upgrades that are required to existing facility components to extend their life until such time as they are expanded, redeveloped or replaced. • constraints to funding both large new capital projects and ongoing asset management. • prevailing community opinion that no new recreation infrastructure is needed. The assessment aims to reconcile these factors, which are sometimes at odds, by first determining indoor and outdoor facility requirements by type and, secondly, outlining a strategic approach to future provision. Page 112 of 263 42 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.2 Indoor Facilities Assessment Table 3-1 lists the indoor facilities at the Tillsonburg Community Centre, and those dedicated to arts and heritage,1 along with brief descriptions and levels of use and upgrade information - from background material and as provided by Town staff. 1 Buildings at Lisgar Lake (Gibson House, Summer House, Pigeon Barn, Crystal Palace) are discussed in the parks section of the report. Table 3-1: Indoor facilities, use levels and upgrades Facilities Description Levels of Use/Upgrades to Existing Components Tillsonburg Community Centre Indoor Pool • 25m, six-lane lap pool with ladder/lift entry • viewing area • change rooms • high use • ongoing upgrades to the pool and building entrance include new entry and family/ barrier-free washrooms, change rooms, showers, lobby, administrative space Ice Pads (3)• Kinsmen Memorial Arena (1949): • NHL sized ice surface (200’ x 85’) • spectator seating 700 • concession (leased to vendor) • dressing rooms • Colin Campbell Arena (1977): • ice surface (180’ x 80’) • heated viewing area • 9 dressing rooms • dressing rooms • Mini practice rink (2004): • ice surface (20’ x 35’) • both main pads near capacity during prime time; underused during non-prime time • backlog in critical capital repairs (e.g., roof failures) Page 113 of 263 43Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Table 3-1 Continued:Indoor Facilities, Use Levels and Upgrades Facilities Description Levels of Use/Upgrades to Existing Components Arena Floors (2) • well used; demand for municipal facilities to host events is increasing • need improved cooling for summer use and on site storage for tables and chairs Marwood Lounge • heated viewing area overlooking Memorial ice pad • capacity up to 80 • divisible Lions Auditorium • large room, full stage, kitchen • capacity up to 275 • very well used for Town programs and private rentals • please add poor acoustics for music and speaking Lions Den (hall) • medium room, kitchen, bar room • capacity up to 100 • well used for Town programs and private rentals Health/ fitness club • 3,285 sq. ft. on lower level: treadmills, bikes and ellipticals resistance training machines dumbbells, benches and racks • very well used; squash court is also used as personal training studio • potential for expansion and 24/7 operation Squash courts • 2 • not well used Seniors Centre • meeting rooms, games room, carpet bowling/billiards; computer lab, woodworking shop, exercise room • basement room (used for carpet bowling, yoga) • very well used Kitchens • 2 (see above)• well used Arts, Culture and Heritage Station Arts • repurposed railway station comprising three connected buildings, with a heritage designated exterior • at capacity for community programs • need to expand • new roof and mould remediation completed • failing brickwork needs repair Tillsonburg Museum • part of national historic site • very well used for programs, events; strong visitor-attraction • working on upgrading lighting and AODA compliance • new roof/repair (flat, museum section), chimney repair needed Page 114 of 263 44 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Ice Pads Table 3-2 summarizes the responses of user groups to the Master Plan survey on current participation, ice use and facility needs. Table 3-2: Summary of ice users responses to master plan survey2 Group # In Regular Programs/% from Tillsonburg Ice Pads Used Facility Needs Club Oxford Hockey 150 / 85%Colin Campbell • More change rooms in number and gender accommodation Tillsonburg Ringette 175 / 80% Colin Campbell Kinsmen Memorial mini practice rink • Additional ice time for more teams at more age levels and power skating program • More, larger change rooms Tillsonburg Minor Hockey 369 / 75% Colin Campbell Kinsmen Memorial mini practice rink • More ice time at desirable times for existing programs and for future demand, to preclude turning kids away • More change rooms and gender neutral facilities • More storage Port Burwell Oldtimers 30 / 100%Kinsmen Memorial Glendale Secondary School 300 (all athletics) / 100% Colin Campbell Kinsmen Memorial • Continuing strong partnership with the Town for access to its recreation facilities 2 Figure Skating response was incomplete. Page 115 of 263 45Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The 2023/24 schedules for Colin Campbell and Kinsmen Memorial Arenas - which document ice time requests and ice time received - were used to depict the patterns of ice use at both pads and to determine the extent of prime time use. As shown in the Appendix A:: • Prime time use at both pads is close to 100% capacity based on use, which typically ends at 10:45/11:00 pm. • Contrary to current arena use patterns in many Ontario municipalities, early morning hours are also very well used and comprise part of a use-based ‘prime time’ definition. • Almost all non-prime time is unused. The appendix tables that record prime time used for the 2023/24 season show that, although scheduled time often fell short of that requested, the difference was often minimal, and it appears that all users received the bulk of hours requested. At the same time, unused prime time exists at both pads. However, shortages in requests vs. unused prime time are not directly comparable due to the efforts of the Town to provide users with blocks of time that are closest to those requested, even if it requires a smaller final allocation to accommodate all groups. Ice allocation is an annually negotiated process that requires compromise on the part of all users to arrive at workable solutions. The Town’s commitment is to both maximize ice use with and align it with its Sports Allocation Policy that puts the needs of youth ahead of adult groups by scheduling minor sports programs in earlier time blocks. At the same time, historically entrenched allocation patterns, and limits to extending the ice-in season due to arena floor use, detract from making more efficient use of the arenas in accommodating demand. Although limited, there is prime time available within the current use-based limits, and more use/re-allocations could be accommodated by scheduling past 10:45/11:00 pm. The current season runs from October 1 through the end of April. Increasing the ice-in season into September and May could provide up to eight weeks of additional ice time. For times that are consistently difficult to schedule, cost-related incentives could be used to encourage shifts in use. While not resolving pressure on prime time, building use of non-prime time also contributes to optimizing facility use and will generate additional revenues. Although not ideal, approaches that make better use of available facilities prior to considering adding to supply are the most fiscally responsible and can improve efficiency in the short term. In addition to current shortfalls, four of the five groups in Table 3-2 anticipate growth in the next 5 to 10 years, and one expects to remain stable, for a variety of reasons. Tillsonburg Ringette and Minor Hockey specified that increased participation will translate into need for more ice time. Aside from other influences on participation trends, population growth alone will Page 116 of 263 46 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan generate additional local participation in ice sports. At current population, the population-based supply of ice pads in Tillsonburg is one for every 9,750 residents (19,503/2). For planning purposes, applying this ratio to projected growth to 2034 indicates the need for a total of 2.8 ice pads (27,514/9,750) or one additional pad. In anticipating the need for a third ice pad, the Town should commission a feasibility study in the short-term to confirm requirements for facility development, and to support funding applications. A third ice pad should be considered in conjunction with providing facilities including a gym, indoor track, and multi-purpose space at the Community Centre, through building expansion and/or reconfiguring/repurposing existing spaces, along with major capital updates to existing spaces (e.g., senior centre, health/fitness centre). The need to update and diversify facility supply at the Community Centre is discussed below. Addressing facility needs collectively, even if they are not all developed at the same time, will result in an optimal plan for the Community Centre. Collectively, these findings also indicate the need to make essential capital repairs to the existing arenas to keep them operating at optimal levels. These requirements and the potential to also add ancillary facilities such as more, larger, gender neutral change rooms are discussed below with respect to a strategic approach to planning and development. Recommendations F 1. In the short-term take necessary steps to make better use of existing ice pads to accommodate prime time use by integrating limited unused time into schedules, extending operating hours past current night time shut-down, extending the ice-in season at both ends, and introducing cost-related incentives to shift use to regularly unused times. F 2. Build non-prime time use to optimize facility use and generate additional revenues. F 3. Conduct a feasibility study for a third ice pad in conjunction with other facility requirements through building expansion and/ or reconfiguring/repurposing existing spaces, and/or major capital updates, at the Community Centre. Page 117 of 263 47Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 118 of 263 Indoor Pool and Health/Fitness Club As noted in Table 3-1 the Town is in the process of renovating a portion of the Centre including the main entrance to the Community building, the pool area and amenities, and common areas. The architectural concept plan notes the following: Lower Level • New entry + change rooms (+/- 5,400 sf) • Existing pool: new b/f pool ramp + deck resurfacing (+/- 7,830 sf) • Existing change rooms + pool office renovation (+/- 3,000 sf) • Health club: removal of existing washrooms + sauna (+/- 540 sf) Upper Level • Accessible pool viewing renovation (200 sf) • Multi-purpose room (approx. 390 sf) The space/room areas indicated above reflect both additions to the existing structure and internal changes to repurpose/ upgrade existing spaces that begin to address some of the building’s deficiencies related to accessibility and current/future program needs. The newly renovated portion of the building is anticipated to re-open in the spring of 2024. At that time, the Town can resolve the reported issue of an imbalance in pool water temperature to Page 119 of 263 49Town of Tillsonburg | DRAFT Parks and Recreation Master Plan accommodate both warm and cool water uses. In determining a fixed temperature setting, the Town should consider the Wilmot Aquatic Aces’ requirement for a maximum temperature for training/ competitive activity. The existing health and fitness component of the Centre is reportedly too small and, as a result, one of the two squash courts has been converted to a personal gym/ fitness area. The ongoing pool/main entrance renovations indicate the removal of existing washrooms and sauna in the health club comprising approximately 540 sq. ft. Although not noted in the concept plan, it is assumed this space will be used to expand the equipped workout area. The Town is also interested in introducing 24/7 access to the health/fitness club. This would require direct electronic access to the space from the exterior of the building, while being able to secure it from the rest of the Centre outside of operating hours. If the health club is to remain in its existing location, the concept plan for the current renovations suggest this could be done by allowing access through the main lobby and locking interior doors leading from the health club to other spaces in the Centre, and gating the opening at the customer service desk to the lower lobby. This requirement coupled with its position in the interior of the Centre, however, may prevent complying with fire code regulations for two exits out of the building. Personal fitness areas and fitness studios are also often co-located, which would require a larger collective space. In this case, the existing space may need to be relocated to provide the required space for both components. How these options can be achieved from a building and cost perspective should consider: the approach to equipping a larger space with Tillsonburg’s machines (e.g., purchase or lease) that are costly to provide and maintain; the Town’s purpose in providing facilities that could compete with commercial fitness operators. Decisions on the future of the Centre’s Club, therefore, should be compatible with trends in the local commercial market. Recommendation F 4. As part of a strategic approach to future redevelopment of the Community Centre, continue to integrate required space additions/ upgrades (e.g., AODA compliance) through a combination of building expansions and interior renovations to repurpose existing spaces. F 5. Base decisions on health club expansion and 24/7 access on the extent of building changes required to accommodate it, in relation to the Town’s position within the local commercial market for these services. F 6. Determine and set a pool water temperature that meets the needs of both warm and cool water uses/ programs. Page 120 of 263 50 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Gymnasium, Indoor Track, and Multi- Purpose Program Space The new facility requests that emerged in consultation with the community are not surprising given the evolution of municipal provision generally. Community recreation complexes now typically include gyms, indoor tracks, and spaces that are designed, equipped, and finished to accommodate a wide variety of uses including active sports/ fitness, events, social interaction, arts, etc. Collectively, these facilities - particularly when co-located with an indoor pool - offer opportunities for cross-programming and training. Existing rooms at the Community Centre that are used for programming were designed as single purpose rental spaces for banquets, meetings, etc. As such, they cannot adequately meet the range of community interests and support potential service development, as discussed in the program section of the Master Plan. Moreover, rentals of the Lions Den, Lions Auditorium, and Marwood Lounge generally take priority over programming due to the revenues they generate. This effectively makes programming a secondary – as opposed to a primary – use of the Community Centre by limiting continuous access to the spaces that are most amenable to providing programs. The pool area concept plan noted above indicates a small (390 sq. ft.) multi-purpose room. More multi-purpose space is needed, however, to build a strong base of diverse programs to serve current and future residents. In the short-term, it is recommended that either the Lions Den or the Marwood Lounge (when not being used for viewing ice activities) be designated as a program room first, with rentals taking second priority. This approach will provide guaranteed program space and effect more equitable distribution of use across the three rooms. As multi-purpose facilities, gyms can accommodate a variety of net court sports (tennis, volleyball, pickleball, badminton, and basketball), as well as other active recreation uses. As noted above, Glendale Secondary School is the only full size gym in Tillsonburg and access to it for programming is limited. A municipal gym would be a beneficial addition to facility supply and would allow full time use for both Town and community group programs/activities. Gyms or arenas with integrated tracks for walking (and running) are also becoming a more common component of recreation complexes. Elevated tracks can be integrated into gyms, and tracks can be provided around the perimeters of an arena. They offer year-round access to safe facilities/conditions for self-directed or group fitness and can better serve people with mobility concerns. Consideration should be given to including an indoor track with the development of either a gym or a third ice pad, depending on the relative cost and timing of provision. Page 121 of 263 51Town of Tillsonburg | DRAFT Parks and Recreation Master Plan All multi-purpose spaces should optimize design for the widest range of uses possible, while minimizing the potential for conflicts in sharing space (e.g., scheduling, access to prime/non-prime hours). As such, equipment, finishes - and particularly flooring - needs to support all intended uses/users of each space. Recommendations F 7. Designate the Lions Den or the Marwood Lounge as a program room first, with rentals taking second priority, to provide guaranteed program space and effect a more equitable distribution of use across existing rooms. F 8. Plan to add a gym, additional multi- purpose program spaces, and an indoor track to future facility supply. Senior Centre As part of the Community Centre, the Tillsonburg Senior Centre is Town owned and maintained/cleaned. It is leased and fully operated by a volunteer board with two paid staff who run programs and accommodate rentals. Regular membership totals 500, of which 92% live in Tillsonburg and the balance comes from Ingersoll and other communities. The group reported that future membership is expected to remain stable, and the facilities they use at the Community Centre are well suited to their program/activity and event requirements. As a component of the larger complex, however, these facilities should be part of overall considerations related to updating/improving the design and function of interior spaces. Individual dedicated spaces (e.g., woodworking shop) could be repurposed if they are not well used. The Senior Centre could also be more strongly integrated with the larger complex, by providing programming specific to seniors in new shared space (e.g., seniors fitness in multi-purpose space) with needed dedicated spaces (e.g., social space, kitchen, games room, etc.) comprising the seniors’ building component. It was also noted that there are local seniors’ clubhouses in two residential subdivisions, which are not affiliated with the Town, but provide additional services to seniors in these neighbourhoods. If these are run by formal groups in public settings, there may be opportunities for the Town to collaborate with them in providing neighbourhood- based services. Recommendation F 9. Include the Tillsonburg Senior Centre as part of planned integrated design and functional improvements to the Community Centre. Page 122 of 263 52 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.2.1 Arts, Culture and Heritage Station Arts Centre 3 https://www.stationarts.ca Station Arts is a recent addition to Town facilities that combines heritage and functions. It comprises two historic train stations that have been refurbished and restored, and an exhibit gallery. The three components are connected. Its exterior is designated historic. The Station is operated by a not-for- profit registered charitable organization, comprising a nine-member board of directors and three staff. As noted on the website, it mission is to “promote the arts within Tillsonburg and area. We are a local historical site that provides visitor information, art galleries, art programming, a variety of in house groups, artisan gift shop, pottery studio & Saturday Farmer’s Market.”3 The Station is also a visitor destination and a tourist information centre for Tillsonburg, Oxford County and region and provides daytripping and Ontario tourist information publications and maps. The Station’s survey noted that the building is at capacity now for its programs and will need to be expanded to be able to host more children in summer programs and all ages in yearly programs. Current participation in regular programs was noted at 1,300. Event attendance in the Station’s last full year of operation totalled 7,000. Tillsonburg Museum Annandale National Historic Site comprises the 1880s mansion of E.D. Tillson, the Town’s first mayor. The mansion includes galleries/ exhibit spaces and houses the museum with more than 18,000 artifacts from Tillsonburg’s past. The building is owned by the Town, and the museum is staffed part-time by the Town. Other organizations also use the galleries/exhibit spaces. Both Station Arts and the Museum are strong visitor/tourist-attractive facilities, as well as venues for programs/activities that serve local residents. Both buildings are in the process of capital improvements, with outstanding reported needs for brickwork repair at the Station and chimney and roof (or replacement) at the mansion. The Station is interested in facility expansion. The extent and associated costs for this work require further confirmation (see Strategic discussion below). Communities beyond Tillsonburg are represented in the use of these facilities and benefit from their role as visitor destinations. These municipalities could be approached as potential contributors to costs associated with Station Arts and the Museum, given their regional tourism role. The Town should consult with Station Arts Centre and Museum interests to consider this potential opportunity. Recommendation F 10. Consult with the Station Arts Centre and Tillsonburg Museum interests to consider the potential for capital cost contributions from other municipalities that benefit from the regional tourism role of these facilities. Page 123 of 263 Page 124 of 263 54 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.3 Outdoor Facilities Assessment Ball Diamonds Table 3-3 lists the Town’s ball diamonds by location, type, and uses. Two ball diamonds user groups responded to the survey: Tillsonburg Minor Baseball and Tillsonburg Men’s Slo-pitch League. The Old Sox Hardball League was interviewed upon request. Collectively, these groups comprise over 800 participants and use all of the diamonds in Town. Although diamond schedules were not available, the responses of Minor Baseball and Men’s Slo-pitch, and interviews with Town staff and Council, suggest that existing diamonds are at or near capacity, and additional use is restricted by several factors: • a full schedule does not allow time to reschedule rainouts • rain prevents the use of Kiwanis, Sam Lamb and Optimist #2 for at least 24 hours, as the infields do not drain well • lack of lit diamonds prevents late night play, which limits use to one game per evening on all unlit fields • only one diamond is available on Sundays but is often used for tournaments, which prevents regular league useTable 3-3: Town of Tillsonburg ball diamonds Location Type Age Level Lit/Unlit Uses/Facility Notes Memorial Park, 48 Sanders St.• league play, tournaments Hardball #1 hardball junior* / adult unlit Sam Lamb hardball adult lit Kiwanis softball junior / adult lit Optimist Park, 50 Hardy Ave. #1 softball junior unlit #2 softball junior unlit Annandale Diamonds,** Concession St. E • league play, tournaments • canteen rental with diamond, water access and drainage issues #2 softball adult unlit #3 hardball junior lit • 90% time adult slo-pitch #4 softball adult unlit #5 softball adult unlit *includes children and youth **diamond #1 was removed due to balls going into private property Page 125 of 263 55Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Other generally noted deficiencies included lacks support facilities/amenities, lack of storage, aging/out of date infrastructure, too small/not regulation size (Optimist diamonds). It was noted that the reconstructed Hardball #1 infield at Memorial Park is now the best of all the infields. Outfield improvements and adding lights to the diamond were noted as important to extending the use of this field. Minor Baseball and Men’s Slo-pitch anticipate growth and the need for additional access to diamonds in the future. Men’s Slo-pitch is also interested in developing a Co-ed league. The Old Sox uses Sam Lamb and Hardball #1 at Memorial Park. They noted the diamonds are in good condition, and are well used for regular season and tournament activity, which brings visiting teams to Town. The Sox are interested in working with the Town to construct an amenities building to include washrooms, changerooms, and a canteen. If developed, both residents and visitors would be well served on site, which is particularly important to all-day tournaments held at the park. An amenities building would bring this park in line with services available at the Annandale diamonds. The Sox indicated that a concept plan for the building is being prepared and that the league can contribute to its construction and is ready to do so. The group has donated to capital improvements at the park in the past, including diamond upgrades and purchasing the scoreboard. This proposal aligns with the Memorial Park Master Plan recommendation for an amenity building (referenced as a field house) to include change rooms, offices, washrooms, storage, and a concession stand. The Plan positions it to serve both Sam Lamb and Hardball #1 at the west limit of the diamonds. These findings indicate that all the Town diamonds pose certain drawbacks to optimal use. As part of its asset management work, the Town should include a determination of required capital improvements and costs for each diamond in terms of its intended function. The results can be used to inform the plans for Memorial Park and Community Centre as a combined indoor/ outdoor recreation hub, and the feasibility of investing in existing diamonds as opposed to building new. In the final analysis, the previously recommended study on future expansion of the Community Centre will determine the implications for ball diamonds currently located on this site and, if they need to be relocated. If Sam Lamb and Hardball #1 remain at Memorial Park (pending resolution of drainage issues), providing an amenity building as recommended in the Park Master Plan should be considered. Consideration should also be given to light existing diamonds to extend their usability. In terms of facility provision over the term of the Master Plan, if it is assumed that all diamonds are currently used to capacity during prime-time, additional facilities will be required to serve population growth. Since Annandale #3 is used largely as a Page 126 of 263 56 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan softball diamond, it is counted as such in the following calculations, and lit diamonds are assumed to be the equivalent of 1.5 unlit diamonds, in terms of capacity, to determine projected requirements: • Two hardball diamonds (1 lit) are assumed to be the equivalent of 2.5 unlit diamonds in terms of capacity use. At this level of supply, the ratio to current population is one for every 7,800 residents (19,503/2.5). Applying this figure to projected growth to 2034 indicates the need for a total of 3.5 (27,514/7,800) or one additional (unlit) hardball diamond. • Seven softball diamonds (1 lit) are the equivalent of 7.5 unlit diamonds. At this level of supply, the ratio to current population is one for every 2,600 residents (19,503/7.5). Applying this figure to projected growth to 2034 indicates the need for a total of 10.6 (27,514/2,600) or 4 additional (unlit) softball diamonds. For planning purposes, the Town should anticipate the need for the equivalent of one more unlit hardball diamond and four more softball diamonds during the Master Plan’s term. As noted above, however, these projections assume existing diamonds are used to capacity - which needs to be confirmed by monitoring actual and adjusting facility plans accordingly. Moreover, almost all the Town’s existing diamonds are unlit ‘Additional’ diamonds, therefore, can be provided through a combination of lighting existing fields and building new facilities, if required. At the same time, the future of the Community Centre may require relocation of some of the existing diamonds. If existing softball diamonds are relocated, the potential to add diamonds to Annandale or new parks to meet both replacement and long-term growth needs should be considered. Recommendations F 11. As part of asset management work, include a determination of required capital improvements and costs for each diamond in terms of its intended function. F 12. Determine the need to replace diamonds at the Community Centre grounds based on the outcomes of the recommended feasibility study (F 3). F 13. For diamonds that require replacement and the need for one (1) additional hardball and four (4) additional softball diamonds to meet growth related needs, determine the cost-benefit of investing in existing municipal diamonds through upgrades/ lighting vs. building new facilities elsewhere. F 14. Incorporate findings in a master plan for Memorial Park and Community Centre as a combined indoor/ outdoor recreation hub. Page 127 of 263 Soccer Fields The Tillsonburg Soccer Club (TSC) owns and operates fields at the Tillsonburg Soccer Park (TSP). The Park comprises three (3) full, two (2) intermediate/non-standard size, six (6) mini and three (3) micro fields built by the Club on leased Town-owned land. Construction was financed by a municipal loan, which has since been repaid. A Town- built clubhouse provides meeting and event space for up to 225 people. The relationship between the Town and the Club is governed by an agreement, which is discussed in the Delivery System section of the Plan. The following addresses the need to increase supply.. The Tillsonburg Football Club (TFC) uses Gyulveszi Park for its soccer program. The TFC has approached the Town with a proposal to work together to develop five safe and fully operational soccer fields at the Park. Gyulveszi Park was bequeathed to the Town with the understanding that it would remain a natural open space park in perpetuity. Introducing formal sports facilities of any kind, therefore, would contravene this covenant and cannot be recommended in the Master Plan. Whether or not more soccer fields are needed requires confirmation of the actual use of existing fields along with a determination of any unmet demand translates into the number and type of fields required. Page 128 of 263 58 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan If the Town is presented with evidence of need for additional soccer fields to meet organized community activity, it should develop required facilities for municipal ownership, operation and scheduling. Since Gyulveszi Park cannot be considered as a location, an alternative site - ideally with the potential to house a number of fields and related amenities over time - should be the focus of development. In providing new fields in the short or long-term, the Town should consider needs of other community groups for access to multi-use facilities (i.e., lacrosse, football, field hockey, etc.) Recommendations F 15. If evidence of need for additional soccer fields to meet organized community activity is provided to the Town, it should develop required facilities for municipal ownership, operation and scheduling. F 16. A location other than Gyulveszi Park, that can accommodate facility expansion over time, should be the site of any future soccer field development. F 17. The needs of other community groups for access to multi- use facilities for lacrosse, field hockey, football, etc. should also be considered in designing and constructing new fields. Page 129 of 263 59Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Tennis and Pickleball Courts Table 3-4 summarizes the location and number of tennis and pickleball courts in Tillsonburg, including plans to develop three dedicated courts in 2024. Table 3-4: Town of Tillsonburg tennis and pickleball courts Location # Tennis # Pickleball #Dual Use/Facility Notes Tillsonburg Community Centre 3 priority on alternating calendar dates: tennis (odd) pickleball (even); 8:00am to 5:00pm daily J.L. Scott McLean Outdoor Recreation Pad 4 pop-ups new in 2023, nets provided TBD 3 to be built in 2024 The dual tennis/pickleball courts at Tillsonburg Community Centre were formerly tennis only, and were converted into dual courts due to limited use for tennis. After the 3 new pickleball courts are built, the dual courts at the Community Centre should be converted to tennis only (location contingent upon future indoor facility development), to ensure a better balance in supply of courts by type and to continue to provide access to facilities for tennis players in the community. Although pickleball continues to grow relatively rapidly, tennis participation has also been on the upswing in recent years. A 2018 study on frequent players4 show the appeal of tennis to youth and young adults, as well as its potential to engage newcomers to Canada in community sport. While more recent data on Canadian trends in tennis 4 https://www.tenniscanada.com/wp-content/ uploads/2019/07/04.-Tennis-Participation-Data- and-Sta tistics-to-Assist-in-Facility-Planning.pdf participation are not readily available, U.S. information shows a resurgence in growth: “over the two-year period from 2019 through 2021, tennis has experienced a 27.9% boom in participation, adding around 4.9 million players.”5 Municipal supplies typically provide a number of dedicated tennis courts for community lessons and play. Separating tennis and pickleball courts also precludes the potential for conflict between the users of each type of court, which is occuring in many communities with dual-use facilities. 5 https://www.forbes.com/sites/brucelee/2022/03/20/ tennis-participation-bounced-even-higher-in- 2021-up-279-since-2019/?sh=564e96ff45f5 Page 130 of 263 60 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Recommendations F 18. Provide three (3) planned dedicated pickleball courts, after which the three (3) existing dual courts should be dedicated to tennis. F 19. Plan on providing up to two (2) more of each type of court during the term of the Master Plan. F 20. Monitor use on all courts and provide additional tennis or pickleball courts based on capacity use of existing facilities. F 21. Select location for planned pickleball courts in terms of opportunities to add more in the future. Projections assume (without use information) that three (3) of each type of court would meet current community needs. For both tennis and pickleball courts, therefore, three (3) dedicated facilities produce a population supply ratio of 1 court per 6,500 (19,503/3). Applying this figure to projected growth to 2034 indicates the need for a total of 4.2 (27,514/6,500) dedicated tennis and pickleball courts or up to two (2) more of each type (or total of five (5) tennis courts and five (5) pickleball courts). Both types of courts should be monitored to determine how well they are being used, and additional facilities should be planned based on capacity use. If pickleball participation increases to warrant additional dedicated courts providing four to six courts in a single location would support organized, and potential tournament, use. The location selected for the courts to be developed in 2024 should be considered in terms of opportunities to add courts in the future. Page 131 of 263 61Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 132 of 263 62 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.4 Strategic Approach to Facility Provision The upcoming legislated deadline of July 1, 2024 requires the following: established proposed levels of service years, and a lifecycle management and financial strategy, covering a minimum of 10 years. As part of the work in preparing this submission, the Town should conduct detailed building conditions assessments (BCA) of all indoor recreation facilities covering: all building systems (structural, mechanical, electrical and HVAC), projected lifecycle costing, and a functional assessment of individual components/spaces. Functional assessments will be beneficial to determining the potential for existing spaces to meet intended programming purposes. This will inform work on the potential to repurpose/ renovate existing spaces to meet current and future program needs vs. replacing existing infrastructure. This work should also include a review of cooling/fresh air input options for summer use of the arena floors. Similarly, the physical condition, and costs to upgrade and maintain outdoor capital assets is required. Prioritize, budget and undertake essential repairs The conditions assessments will identify facility capital repair needs and anticipated costs, some of which will be critical to implement in the short term. These should be assigned priority and budgets while sourcing potential funding to contribute to costs. Those that are not essential and/ or may be deferred until facility studies are complete should be identified. In some A proposed strategic approach to future facility provision in Tillsonburg integrates needed capital repairs to existing facilities, potential need for additions to supply through redevelopment or new construction, and location considerations. It involves the following steps, some of which will comprise concurrent work, and are discussed further below: • Prepare detailed building condition assessments of all indoor and outdoor facilities • Prioritize, budget and undertake essential building/facility repairs • Prepare studies and concept plans to confirm facility needs, locations and approaches to phased provision • Assign priorities and budgets to phased plans and projects Prepare detailed condition assessments of all indoor and outdoor facilities The Town’s Asset Management Policy outlines its purpose and approach to managing capital assets, including indoor and outdoor sport, recreation, heritage facilities and land improvements. The Town’s current Asset Management Plan (2022) covers core assets: roads, storm, bridges and structural culverts. It does not include parks and recreation assets, which should be incorporated in the Plan. As noted above, backlogs in capital repairs and maintenance are of significant concern for many of the Town’s assets. Page 133 of 263 cases, it may be less costly to implement potentially non-essential upgrades while attending to mandatory repairs rather than coming back later to address the former. Opportunities to do so can be considered at the time professional services to do the work are engaged. Prepare studies and concept plans to confirm facility needs, locations and approaches to phased provision The following outlines a comprehensive approach to future facility provision in Tillsonburg. It is intended to provide a high level framework for decisions on developing more detailed plans for changes/additions to facility supply and distribution by: 1. Determining options to redevelop indoor facilities at Tillsonburg Community Centre 2. Identifying impacts of indoor options on outdoor facilities at Memorial Park 3. Determining facilities improvements/ additions at other locations 4. Addressing deferred capital upgrades 5. Preparing phased development projects, priorities, and budgets Each of these items is discussed further below. Page 134 of 263 64 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 1.0 Tillsonburg Community Centre Indoor Facilities Purpose: determining options to redevelop indoor facilities at the Community Centre, through a combination of repurposing and/ or expanding existing spaces, and adding new facilities to the complex. Table 3-5 summarizes the Plan’s recommendations on indoor facility needs and notes the likely direction of changes at a very high level and pending further studies to confirm detailed plans. Adding both a gymnasium and a third ice pad to the Community Centre would mean a considerable increase in the building footprint, which might not fit on the existing site, without major outdoor facility losses. Ideally, a third pad, a gym and a track (combined with either the gym or the ice pad) should be added here to improve the Community Centre’s range of facilities, cross programming potential, and operating efficiencies. Table 3-5: High level directions for indoor facility changes and additions Indoor Facilities New Repurposed Expanded Possibly Expand gymnasium (single or double TBD)X track X ice pad X multi-purpose space X X health/fitness X (or relocated)X staff offices X X rink dressing rooms X X storage X X seniors space X Page 135 of 263 65Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Other high level facility planning and design considerations include (but are not limited to): • Taking the opportunity of adding a third pad to also improve the number, design and accessbility/inclusivity of change rooms, storage, etc., designed and located to be shared by one of the existing pads and the new ice surface. • Repurposing existing spaces (e.g., squash courts, Lions Den, mini rink) to modernize facilities, reduce the amount of space that assigns priority to rentals over programming, and minimize need to expand building footprint • Cost-benefit of providing a single or double gymnasium, given intended purposes for a wide range of uses (Town delivered and community based) that may require parallel programming. • Multi-purpose space designs to accommodate both sports/recreation and arts-related activities • Configuration/location requirements to provide 24/7 electronic access from outside to fitness club members, in an area of the complex that can be secured from the remainder of the building after hours • Providing washrooms in the Community Centre that are (also) directly accessible to park users from outside the building 2.0 Memorial Park Outdoor Facilities Purpose: identifying potential impacts of indoor options on outdoor facilities and amenities at the Community Centre for Memorial Park, aiming to select the option that retains the best outdoor facilities in terms of infrastructure conditions and use levels/need ‘Superimpose’ building options on site plan to determine outdoor components that would be impacted and ways to address providing displaced facilities elsewhere. The existing site configuration and the 2017 Memorial Park and Lake Lisgar Conceptual Master Plan (Ron Koudys Landscape Architects) were used to identify areas for possible Community Centre expansion. In terms of immediately ‘available space’, that the primary areas for expansion would be: the north side of the building in the parking lot bordered by the Lions Auditorium and the Kinsmen Arena, and extending into the Kiwanis ball diamond area; with the relocation of the hardball diamonds and parking, the east side of the site. Expansion into the area to the south of the Colin Campbell Arena may be too close to existing residential development, and it is desirable that the outdoor, Lake-related focus of Memorial Park be retained as a unique Town-serving asset. At the same time, there may be opportunity to relocate the several outbuildings in this vicinity or to incorporate their uses in a an expanded Community Centre. Expansion to the north and west portions of the site that Page 136 of 263 66 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan comprise Optimist west would impact access to the new main entrance to the Centre (without rerouting Hardy Ave). At a minimum, therefore, existing parking adjacent to the Kinsmen Arena, and the Kiwanis diamond would be displaced and would need to be considered for relocation (both parking and diamond) and expansion (additional parking for a larger facility). The location of the Optimist diamonds, which were noted as undersized facilities, could be considered for replacing the Kiwanis diamond with a single, full size softball diamond. As noted above, however, the need and timing of new ball diamond development - whether due to replacement or new growth - should be based on actual use and other options to expanding capacity (e.g., lighting existing diamonds at Annandale). The outcome of this work should be a preferred plan for accommodating both indoor and outdoor facility needs at the Community Centre Memorial Park (including possible relocations). 3.0 Facilities at Other Locations Purpose: to determine facility provision needs at other locations in Town Arts, Culture and Heritage Facilities Like most municipalities, the majority of facilities in the Town’s inventory are for sports and recreation. At the same time, Station Arts and the Tillsonburg Museum are valuable and unique assets for both community programming and visitor experiences. The Town recognizes the need to also invest in facilities that serve these different interests/markets. The reported need for facility expansion at Station Arts should be addressed and detailed in a proposed plan that complements potential arts related components that are included in plans for the redeveloped Community Centre. Third Ice Pad As noted above, realizing operating efficiencies suggest a third pad would be best located at the Community Centre to create a triple pad facility. Page 137 of 263 67Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Diamonds, Fields, and Courts Table 3-6 summarizes provision recommendations and approaches for outdoor scheduled facilities, and their potential distribution. Table 3-6: Summary of outdoor facility supply and provision directions Facility Existing Supply Projected Additional Requirements Provision Approach Other Considerations Hardball diamonds 2 (1 lit)1 unlit light unlit diamond decisions on Community Centre expansion re: possible displacement/relocation of hardball diamonds Softball diamonds 7* (1 lit)4 unlit combination lighting existing diamonds at Annandale and building new decisions on Community Centre expansion re: possible displacement of needed diamonds Soccer/multi- purpose fields Non- municipal provide municipal facilities as needed based on confirmation of unmet demand any new fields should be designed to accommodate a variety of sports and age levels, and should be located to allow additional field development Tennis courts 3 dual 2 dedicated group with existing dual use reverts to single use tennis Pickleball courts 3 dual 2 dedicated group with existing assumes proposed pickleball courts are single use *#3 Annandale hardball counted as softball due to use Page 138 of 263 68 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.0 Deferred Capital Upgrades Purpose: to integrate deferred capital upgrades to facilities that are to be retained As noted above, all parks and recreation capital assets will be assessed for asset management purposes. Capital repairs that are critical will be addressed in the short-term. When future facility needs and provision directions are clarified, capital repairs to those that are to be retained can be addressed, either collectively as part of indoor redevelopment plans at the Community Centre or by facility (e.g., Station Arts, Museum, individual ball diamonds). 5.0 Phasing, Priorities, and Budgets Purpose: to determine project ‘packages’, their phasing, and assign priorities and budgets to each initiative. Ideally, the final plans for indoor-outdoor facility development at the Community Centre and Memorial Park can be ‘packaged’ as individual projects to be implemented in phases. In assigning priority to development phases, consideration should be given to: • Facility diversification • Administrative space needs • Spreading costs over time • Minimizing disruption to ongoing operations The identified project packages and their phasing will be influenced by funding opportunities that emerge over the course of implementation. Taking advantage of funding programs will require flexibility in implementing plans and may require compliance with eligibility criteria that will influence final design and construction. Recommendations F 22. Prepare detailed building condition assessments of all indoor and outdoor facilities. F 23. Prioritize, budget and undertake essential building/facility repairs. F 24. Prepare a strategic plan to identify required facility upgrades, additions/ expansions to supply, priorities and phasing for development. Page 139 of 263 69Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.0 Parks, Cemetery, and Trails 4.1 Introduction & Assessment Background 4.1.1 Overview of Supply The Town of Tillsonburg has more than 80 hectares of outdoor open space including 30 parks, approximately 40 kilometers of trails, and two cemeteries. Park amenities include basketball courts, playgrounds, picnic/ shade shelters, a splash pad, an outdoor pool, a skatepark, a BMX pump track, outdoor fitness stations, multi-purpose/ outdoor skating pads, and a leash-free dog park (Table 4-1). The Town’s 30 parks are inventoried in detail in Appendix B. Existing Provision Rates and Service Levels A comparative analysis of parkland and outdoor park amenity provision in other municipalities was conducted for benchmarking purposes (Table 4-2 and Table 4-3). Data was collected from publicly- accessible inventories, planning documents, and open data on municipal websites. Page 140 of 263 70 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Table 4-1: Total number of park amenities for casual use Amenity Total #Location(s) Boat Launch 1 Summer Place (Memorial Park) Disc Golf 1 Kiwanis Coronation Park Dock 2 Summer Place (Memorial Park), Gibson House Leash-Free Dog Park 1 Memorial Park Multi-purpose Pad/Outdoor Rink/Basketball Court 3 Southridge Park, Memorial Park, Oak Park Outdoor Fitness Stations 1 Rotary Park Outdoor Pool 1 Lake Lisgar Water Park (Memorial Park) Picnic Shelter/ Shade Structure 3 Memorial Park, Community Garden, Tillsonburg Soccer Park Play Equipment 10 Glendale Park, Gyulveszi Park, Kinsmen Participark, Kiwanis Coronation Park, Library Park, Optimist Park, Rotary Park, Southridge Park, Borden Crescent, Trottier Park Play Equipment (Accessible)1 Memorial Park Pump Track 1 Optimist Park Skatepark 1 Optimist Park Splash Pad 1 Memorial Park Tillsonburg’s current parkland provision of 4.3 hectares per 1,000 residents is in line with provision in comparable municipalities (Table 4-2). The comparative analysis of amenities (Table 4-3) suggests that Tillsonburg is within range of its counterparts for key park amenities as well. A notable exception would be outdoor pools, where Tillsonburg is the only Town to have one in this comparison. The municipalities (Innisfil, Collingwood, and Wasaga Beach) were chosen for comparison because they share some key similarities with Tillsonburg: similar population size; act as a service centre for surrounding rural municipalities, and all experienced substantial growth (between 13 and 21%) between the 2016 and 2021 censuses. Page 141 of 263 71Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Table 4-2: Parkland provision in Tillsonburg and comparable municipalities Parkland Town of Tillsonburg (pop: 19,503*) Town of Innisfil (pop: 29,464) Town of Collingwood (pop: 22,983) Town of Wasaga Beach (pop: 22,194) ha ha/1,000 ha ha/1,000 ha ha/1,000 ha ha/1,000 Current Supply 831 4.3:1000 150 5.1:1,000 123.5 5.4:1,000 79.5 3.4:1,000 1 Total hectares does not include Northcrest Park, Oak Park, Cadman Park, Mineral Springs Park, Cranberry Park, and Oxford, Harvey, and Pine Street Parkettes as sizes were not available for these locations. Note: Parkland supply (in ha) excludes greenlands such as natural heritage features, conservation lands, and school board lands. *The population used for Tillsonburg is the 2024 projection, while for the others, the Census 2021 data used. Table 4-3: Current service levels for outdoor facilities in Tillsonburg and comparable municipalities Outdoor Amenity Town of Tillsonburg (pop: 19,503*) Town of Innisfil (pop: 29,464) City of Collingwood (pop: 22,983) City of Wasaga Beach (pop: 22,194) Total #Total #Total #Total # Playgrounds 9 31 14 13 Splash Pads 1 2 0 1 Outdoor Pools 1 0 0 0 Basketball/ Multi-sport Courts 3 5 3 2.5 Skateparks 1 2 1 1 BMX Pump Tracks 1 3 0 1 Leash-free Areas 1 1 0 2 Page 142 of 263 72 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 52% • 68% use trails • 66% participate in self-directed sports/ physical activity (e.g. cycling, running/walking, swimming, etc.) • 52% participate in organized sports Felt improvement and/or expansion in parks, outdoor sports facilities, trails and open space should be top priority** 61% Of those who responded yes improvements are needed (15% or 45 respondents), the top improvements listed were: • increased maintenance/ beautification (30%) • more shade, seating, lighting, etc (26%) • and dog off-leash areas (24%) Indicated that they do not think the Town’s parks or trails require improvements* 38%Of respondents were satisfied with parks and trails in Tillsonburg** 43%Of respondents use parks, trails, and outdoor facilities* Top four parks used: • David Johnson Memorial Dog Park (22%) • Memorial Park (18%) • Coronation Park (18%) • Elliot Fairbairn Park (11%) 4.1.2 What We Heard *Random Household Telephone Survey ** Online Survey The following pages provide an overview of what we heard during consultations about parks and trails, from a high level (i.e. opinions and use of parks and trails “overall”). Additional more specific feedback is also included throughout this assessment. Common sentiments among all consultation activities include: • Need for new and updated park amenities (e.g. playgrounds, water stations, shade structures, picnic tables) • Improvements to trails including wayfinding, lighting, connectivity and accessibility, along with suggestions for new segments • Specific sites identified as in need of attention, or with untapped potential, including Lake Lisgar, Annandale Diamonds, Memorial Park, Coronation Park • Number of park buildings that are underused: Gibson House, Summer Palace, Pigeon Barn, Crystal Palace among them • Strong support for environmentally focused park practices including protecting water quality at Lake Lisgar, planting more native trees, and naturalization Page 143 of 263 73Town of Tillsonburg | DRAFT Parks and Recreation Master Plan “Water bottle filling stations at all parks. Washroom facilities at parks, more garbage containers at trails” - Open house attendees (comment “voted up” by others) “I’m so blessed to have access to these parks” - Open house attendee “More dog park space would be amazing. We use the park every day all year round” - Online submission “Please start planting more trees in Town and recognizing the heritage trees and protecting them.” - Open house attendee “Splash pad was a great idea. Would be good to have another – maybe west end” - Open house attendee “We are in dire need of a dedicated pickleball facility for both summer and winter (as an example see Pinafore Park in St. Thomas)” - Open house attendee Page 144 of 263 74 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.2 General Recommendations 4.2.1 Accessibility, Safety, Comfort and Usability Accessibility is often discussed as a standalone issue, with the focus on meeting minimum requirements – usually this means complying with AODA standards. However, the general improvements discussed here have multiple, overlapping benefits that not only address accessibility, but serve to support public health and make the spaces safer, more comfortable, and more usable (e.g. in different seasons, and for different activities). AODA Accessibility Parks need to be upgraded over time to address accessibility. This is an important component of integrating diversity, equity, and inclusion in Tillsonburg’s parks and recreation system. Infrastructure must meet Accessibility for Ontarians with Disabilities Act (AODA) standard requirements regarding seating (benches and picnic tables), playground equipment, playground safety surface, and pavement surface/path of travel (including tactile warning strips, handrails, and ramps). Safe and accessible paths of travel should be provided through parks with connections to amenities. Currently, Tillsonburg has an accessible play structure at Memorial Park, and will have another at Library Park once it is completed. Tillsonburg has an unofficial playground replacement plan, with three parks updated in 2023. As part of this process, the Town aims to include accessible play features and pathways in all new parks. As parks are updated and made accessible, the Town inventory and website should be updated to reflect this and notify the community. Examples of upgrades to playground accessibility include: • Poured in place rubber or rubber tile safety/fall surface • Cast in place flush concrete curb around perimeter of playground to retain safety surface and allow for barrier free access • Playground design that meets minimum accessibility requirements as per CAN/ CSA Z614-07 Annex H: Children’s Playspaces and equipment that are accessible to persons with disabilities Further, all new development parks should incorporate accessibility in the design phase. This can be accomplished by updating the Tillsonburg Development Guidelines and Design Criteria to include accessible models. For example, section 15.16 Park Benches should be updated to include an accessible bench model, and specifications for how many of the benches provided by the developer must be accessible. Updates to the guidelines, and park accessibility updates should be made in discussion with the Town’s Accessibility Advisory Committee. AODA-compliant signage that is consistent with the Town’s Design Guidelines should be provided at all parks, trail access points, facility entrances, throughout the sites as needed, and along major routes. Page 145 of 263 75Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Shelter from Sun and Rain As a matter of community health and safety, and to support use of parks in all weather, adequate shelter needs to be provided in each park, either through the tree canopy or a built structure. This is particularly important in playgrounds, picnic areas, and sport fields where people often spend considerable time exposed to the sun, especially vulnerable populations such as children and seniors. Given the importance of providing shade in parks, shade structures and/or additional tree planting should be incorporated into all parks. Strategic tree planting should be a priority for the myriad benefits provided (e.g., shade, carbon sequestration, stormwater management, etc.). In the immediate and short term, however, shade structures and pavilions should also be provided, as trees will take years before reaching maturity and offering the benefits of shade. Larger pavilions intended for rentals for groups/special events can both encourage use of parks and help offset costs of providing shade structures. The New South Wales Health Department (of Australia) and Cancer Society of New Zealand Inc. developed a comprehensive and helpful guide to sun protection entitled “Under Cover: Guidelines for Shade Planning and Design.” It is a technical guide that describes how different structures (different built structures as well as different tree types) provide shade (Figure 4-1), how to conduct a shade audit of a park, site- specific considerations (e.g., for sports fields and for parks), and more. Figure 4-1: Diagram of canopy shade from under cover: guidelines for shade planning and design1 1 The New South Wales Health Department and Cancer Society of New Zealand Inc, 1998 Page 146 of 263 76 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Warming Stations A warming station is a partially or completely enclosed space that is available for people to escape the elements and warm up for a brief time (Figure 4-2). These can be as large or as small as a site allows and can be heated if connected to hydro. An energy efficient option is to equip the shelter with buttons to turn on a heat source for a set period of time, and only within certain hours of operation. This ensures the heat is only running when people are using it. For security, there should be sightlines into the shelter (e.g., by using glass, or having three walls maximum, keeping the fourth open), as well as motion detector lighting. In Tillsonburg, a warming station would be suitable at Memorial Park, at the outdoor rink, or at any major park in which year-round use is the focus of future improvements and programming (e.g., at Kinsmen Participark for winter trail activities). The National Program for Playground Safety at the University of Northern Iowa also prepared a study for the Standards Council of Canada on this subject, entitled “Thermally Comfortable Playgrounds: A Review of Literature and Survey of Experts” (2020). This study contains valuable background research and provides guidelines for design of playgrounds, water features, and shade provision. Both guides can be valuable resources for the Town. Drinking Water Sources Providing a source of drinking water at parks allows people to increase the length of time they stay and can help prevent heat-related illnesses in hot weather. Drinking water is especially important in parks with sports and other active facilities that people use for more than an hour or two at a time (e.g., soccer fields, splash pads, picnic areas, etc.). Figure 4-2: Three examples of warming shelters at Mississauga’s Celebration Square, featuring a variety of materials, lights, warming methods, and levels of enclosure. Page 147 of 263 77Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Lighting At this latitude, winter days can be fully dark by 5:00 pm. In order to encourage use of parks and facilities in winter months, this should be taken into account to ensure selected parks and facilities targeted for winter/shoulder season use are sufficiently lit (e.g., including sport fields/courts, outdoor rinks, etc.). Sustainable lighting options such as LED or solar should be used. A challenge associated with solar lights has been that the lights lack the ability to retain their full intensity for the duration of the night. This may not be an issue for parks and facilities that are officially open/used until 11:00 pm. However, if the purpose of the lights is for safety and they need to remain bright all night, it may be problematic. Solar technology is evolving quickly, and it is now possible to address this issue by setting lighting profiles: pre-set schedules that dictate when the lights operate and the extent of their brightness, and the ability to switch to a motion sensor setting during the least used hours of the night. Seating Seating should be provided at all parks, in line with the type of use. Picnic tables are sometimes preferred as they allow groups to eat, play games, and converse. If picnic tables are fixed to the ground to prevent theft, they should be placed in a variety of formations to allow smaller and larger groups to sit together as needed. It is occasionally the practice to remove seating and picnic tables during winter months to protect them from the elements, but seating should be selected and placed so that it can be used year-round to allow people to sit and socialize outdoors. As winters become milder due to climate change, the need for all-season seating will be greater as people will walk and gather outdoors more often in the winter months. Washroom Access Washrooms should be provided at busy community parks and trail heads, which may be accomplished through the provision of portable toilets, especially when water and sanitary service is not available. Certain highly used parks and trail heads may warrant investment in permanent washroom facilities, and this is discussed in section 4.3 Site Specific Recommendations. Where feasible, washrooms should remain available year-round, particularly at parks and trails with outdoor rinks/year-round use. For built facilities that are not winterized, portable toilets (i.e., “Porta Potties”) can be provided during winter. Page 148 of 263 78 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Drug Paraphernalia During community consultations it became apparent that there is common concern about drug paraphernalia being left at parks and trails, and the potential dangers this causes. The Town has installed hazardous waste disposal receptacles at indoor facilities, and should introduce them at parks and trails as well. The receptacles should be accompanied by signage that urges drug users to dispose of material properly, along with support information (e.g., hotlines for addiction, nearest shelter information, etc.). Recommendations: PCT 1. Ensure that all playgrounds are maintained to CSA standards and within the Accessibility for Ontarians with Disabilities Act. PCT 2. Update the Tillsonburg Development Guidelines and Design Criteria to incorporate accessible seating, play equipment, and pathway/trail design in the design phase. PCT 3. Consult with the Town’s Accessibility Advisory Committee (AAC) during the park design and upgrade process, and when updating Town guidelines. Recommendations PCT 4. As parks and playgrounds are updated for accessibility, update Town inventories and webpages to include the new information. PCT 5. Provide shelter (in the form of structures and tree planting) and seating at all parks, that is adequate for the amount and type of use. PCT 6. Supply washroom access and a drinking water source in high- traffic parks and trail heads that have visitors for extended periods at a time. PCT 7. Provide lighting, warming stations, seating, and washroom access during the shoulder seasons and winter months at parks that host activities year- round. PCT 8. Improve signage at parks, recreation facilities, and along roadways and major pedestrian routes, and ensure signage is AODA accessible. PCT 9. Provide hazardous waste disposal receptacles and accompanying signage at parks and trails where needed. Page 149 of 263 Naturalization and Tree Planting In consultations with Council, community stakeholders and residents, there was strong support for environmentally sensitive practices in parks. Two impactful ways of improving the ecological function of greenspaces, as well as mitigating impacts from climate change, include naturalization and tree planting. It is noted that in consultations there was a preference for tree planting over naturalization. At the same time, there were many comments received related to “beautification”. Beauty is subjective, so it is not known exactly what commenters envision as a beautified space. Most likely this includes clean spaces, and plantings and furnishings that are newer and/or well maintained. At times however, naturalized spaces, including those with young trees, are sometimes viewed as “unkempt”. The sidebar titled Intentional Naturalization discusses this issue, and proposes some strategies for satisfying both sides. Page 150 of 263 80 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan INTENTIONAL NATURALIZATION A key direction from that paper that can support efforts in naturalization is to implement “cues to care” – actions that increase the intentionality of naturalized spaces so that it is obvious that the space is deliberate and someone is caring for and grooming it. Some of these “cues” or grooming practices include: • Bold patterns/clean lines: While naturalized areas will naturally drift and change over time, the initial plantings should be laid out and confined to clear patterns or lines. This will help slowly introduce the idea to residents who request neat gardens. • Bird feeders and pollinator gardens: Bird feeders and plants for pollinators (e.g., butterfly and bee gardens) communicate the intention of the place (a place for nature), and reinforce that it is not abandoned or neglected. Also, encouraging birds could increase wildlife sighting and appreciation by residents. • Borders: Borders have the quick ability to make any collection of plants look neater, and can be made by fences, plantings, shrubs, or by mowing around the edges. • Signage: Educational signage describing the plants and/or process in the naturalized area may also help increase community understanding and, therefore, acceptance. Signage should also encourage visitors to stay out of the area to avoid trampling plants and exposure to ticks. Educational signage could be provided in collaboration with local groups and partners if interested. Naturalization is the process of allowing natural plant growth to occur, while managing that growth typically by removing/limiting non-native and invasive species and planting and encouraging the growth of desired native species. Naturalization is an important strategy for improving ecosystem health, and, in turn, building climate change resilience. Naturalization, for all its benefits, comes with two main challenges. First, some residents interpret naturalized landscapes as messy and unkempt, leading them to request the municipality remove them. Second, contrary to appearances, in the early stages of plant growth, naturalized spaces can require more maintenance and specialized knowledge than mowed lawns. However, within a couple of years, naturalized spaces should require less maintenance and resources than mowed areas. Municipalities are often caught in the middle as they attempt to moderate between residents who dislike naturalization in parks and residents who want more naturalization for its environmental benefits. Joan Iverson Nassauer is a landscape architect in the field of ecological design who has studied this problem extensively: “Novel landscape designs that improve ecological quality may not be appreciated or maintained if recognizable landscape language that communicates human intention is not part of the landscape. Similarly, ecologically valuable remnant landscapes may not be protected or maintained if the human intention to care for the landscape is not apparent. Landscape language that communicates human intention, particularly intention to care for the landscape, offers a powerful vocabulary for design to improve ecological quality. Ecological function is not readily recognizable to those who are not educated to look for it. Furthermore, the appearance of many indigenous ecosystems and wildlife habitats violates cultural norms for the neat appearance of landscapes.”1 1 Nassauer, J. I. 1995. Messy ecosystems, orderly frames. Landscape Journal. 14(2): pp. 161-170. Page 151 of 263 81Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Potential sites for naturalization should be chosen in consultation with the community, as consultation is an opportunity to educate about naturalization and develop a design plan that pleases residents. A naturalized garden, border, or section could be added to almost any park, however, consideration should be given to the risk of ticks. The taller grasses and plants in naturalized areas are a prime habitat for ticks, so they should not be designed in such a way that forces people to walk too closely to or through the area, and signage should be posted that provides notice and education on ticks. For tree planting, the Oxford County Managed Forest Plan, 2018 – 2027 is an in-depth report that contains information about soil types and suitable forestry species and practices specific to Oxford County. This guide should be consulted and followed as appropriate for any forestry efforts undertaken by the Town. Given the specialized knowledge required for successful naturalization and tree planting (i.e. plantings that thrive, look appealing, and are embraced by the community), the Town may consider adding a staff horticulturist (or with similar qualifications). As an example, Sault Ste. Marie has multiple horticulture positions which are year round. In the winter, they grow all the plants and trees that will be planted in gardens and planters around the City, in City-owned greenhouses. The horticultural staff also piloted a program recently to grow leafy greens for donation to local food banks. That program yielded a significant amount of food, while using minimal staff time, so they have opted to continue the project. In Tillsonburg, this staff person could lead the naturalization and tree planting projects, help train operations staff, liaise with community organizations and volunteers regarding gardens, plantings, etc., and assist with community gardens as needed. To start, this could be a seasonal position, but could be segued into a year round role. Recommendations: PCT 10. Implement managed naturalization practices, consulting with the community before embarking on projects. PCT 11. Provide educational signage about the benefits and methods of naturalization, along with warning signs for ticks. PCT 12. Plant trees in accordance with the Town Tree By-law (4001) and in consultation with the Oxford County Managed Forest Plan, 2018 – 2027 in selecting species for planting. PCT 13. Hire a seasonal horticulturist, with potential to grow it to a year-round position. Page 152 of 263 Lake Lisgar Page 153 of 263 83Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.2.2 Provision and Access Park Type Typical Size Description Location Examples Community Park/Trail 5.0 Ha or greater Serves the whole Town • support a range of activities • serve the whole community • major recreation facilities/amenities • parking • has support amenities (e.g., washrooms, drinking water, concessions, etc.) • accessible along collector or arterial roads • street frontage • pedestrian and bicycle access Memorial Park Annandale Park Veterans Walkway Kinsmen Participark Neighbourhood Park/Trail 1.0-2.0 Ha Serves 4,000-5,000 people • supports a smaller range of activities • typically geared for local use (800m radius) • centrally located within neighbourhoods • street frontage • pedestrian and bicycle access Southridge Park Northcrest Trail Parkette 0.6 Ha or less Serves 1,000-2,000 people • passive activities, seating, gardens • sizable urban squares should be designed to accommodate a range of events such as markets and live music/performance • can be in neighbourhoods, commercial, and institutional areas • street frontage Bert Newman Parkette Natural Areas/ Trails Undefined • naturally significant lands in need of protections • may contain trails and other recreation amenities • topographic variations, ravines, water ways • ideally located to create a connected network throughout Town Tillsonburg Conservation Area Table 4-4: Updated Tillsonburg parkland classification system Classification Table 4-4 provides an updated Parkland Classification system adapted from the County of Oxford’s Official Plan classification system that is currently in place for the Town. Page 154 of 263 84 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The updates to the classification system include: • Change of name of “sub- neighbourhood park” to the commonly used term “parkette” • Trails have been integrated into the classification system to reflect their importance in the community, and to facilitate provision of trail systems as part of developer parkland dedication • Sizes have been adjusted to reflect commonly used size ranges, as well as taking into consideration the sizes of currently existing parks in Tillsonburg • Tweaks to language in the description and location columns Table 4-5 shows the current parkland provision ratio along with the projected parkland needs to maintain the provision level as the population grows over the term of this plan. It shows that the Town will need to provide a minimum of 35.3 additional hectares of parkland (can include trails) over the next 10 years, to maintain provision levels as the population grows. This number is strictly speaking to parkland/trail needs, and does not consider outdoor facility needs. The Facility assessment (section 3.0) identified that new outdoor sport facilities are likely not needed in the short or medium term of this Plan. Near the end of the term the following may be needed, depending on use and interest: • Potential need for four more softball diamonds (approximately 4 ha total) • Undetermined need for soccer/sport fields • Two pickleball courts (approximately 0.05 ha total) • Two tennis courts (approximately 0.05 ha total) Therefore, the total land needs for outdoor sport facilities (4.1 ha) can easily be accommodated within the 35.3 ha required for population growth. It should be noted that sport facilities should be provided in groups - the four courts together, and the four softball diamonds together - rather than the courts or diamonds spread among a number of parks. The pickleball and tennis courts can be easily accommodated at new or existing neighbourhood or community parks, due to their relatively small footprint. In order to be able to accommodate the four diamonds and associated amenities (parking, washrooms, playground etc.), Hectares of parkland needed to maintain current ratio of 4.3:1,000 2024 population: 19,503 83 2029 population: 25,463 109.5 2034 population 27,514 118.3 Table 4-5: Current park provision levels and projected parkland needs Page 155 of 263 85Town of Tillsonburg | DRAFT Parks and Recreation Master Plan consideration should be made when planning new development parks. The need for Community Parks (which should be 5.0 ha or greater) in the North and West of the Town is discussed further below. One of these parks would be large enough to accommodate the four diamonds, if it is determined they are needed at that point. As the amount of parkland has been established (35.8 additional hectares based on population) consideration must be made for where these additional parkland should be located. Figure 4-2 shows the areas of future growth overlaid with the park walking distance map. The areas of future growth are on the edges of the Town, and correlate exactly with areas that currently lack parks (likely because the land is not currently developed). The total additional parkland/trails needed (35.8 ha) does not necessarily have to all be located within the new growth areas, however, as these lands are developed for housing, they should be provided with adequate parkland or trail systems, meaning: 1. The amount of total parkland/trails should meet or exceed the park provision ratio of 4.3:1,000 people 2. Parkland provided by developers should be large enough to provide the environmental, recreational and social benefits that are expected to be provided by a park: that is, large enough for tree plantings, gardens, play and/or picnic areas etc. Leftover landscaped spaces such as awkward slivers of land, boulevard mediums, round-a-bout centres, or traffic island gateway features should not qualify as park space as part of parkland dedication from developers. 3. Parkland should be located with consideration of the access map (Figure 4-2), to provide parks or trails to those in areas who are not currently within 800 metres of an existing park. 4. New parks must also abide by the County of Oxford’s Official Plan Policies for Tillsonburg, section 8.6.2.2 Development Standards for Parks and section 8.6.2.3 Parkland Acquisition, as well as the Town’s Parklands and Streetscaping Development Guidelines and Design Criteria. Page 156 of 263 86 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Referring again to the overlay map in Figure 4-2, there are a number of areas that fall outside of any 400 or 800 metre radius and are not expected to see development in the future. To better serve these areas, the parks provided in the new developments in the north and west should include a Community Park (one in each area) from parkland dedication. A Community Park would serve the local residents as well as those outside the 800 metre radius that do not have local access to parks. Given the overall size of the consolidated areas to be developed (the north section and west section), each can likely accommodate a Community Park, plus one or two Neighbourhood Parks. Recommendations: PCT 14. Adopt the updated parkland classification system. PCT 15. Provide a minimum of 35.3 additional hectares of parkland or trails over the next 10 years, to maintain provision levels as the population grows. PCT 16. The amount of total parkland/ trails provided in new developments should meet or exceed the current park provision ratio of 4.3ha:1,000 people. PCT 17. Leftover landscaped spaces such as awkward slivers of land, boulevard mediums, round-a- bout centres, or traffic island gateway features should not qualify as park space as part of parkland dedication from developers. PCT 18. New parkland should be located with consideration of the access map (Figure 4-2), to provide parks or trails to those in areas who are not currently within 800 metres of an existing park. PCT 19. Parkland from new developments in the north and west end of Town should include at minimum a Community Park in each area (total of two additional Community Parks). Page 157 of 263 87Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-3: Map of Tillsonburg showing the 400m and 800m radii around each park, and areas of future residential growth 0 0.5 1 2 3 kmN 400 m radius800 m radius2024 Development2025 Development2026 Development2027 Development2028 Development Legend Existing Parks Map HWY 3 Ti l lson Ave North Street East Concession St. W. Hawkins Rd. Hawkins R d. Newell RdQuarter Town L ine Vienna RdBaldwin Street B r o a d w a y HWY 3 H W Y 1 9 Annandale Diamonds Bert Newman Park Tillsonburg Conservation Area Coronation Park Clock Tower Parkette Cranberry Park Gibson House Parkette Glendale Park Gyulveszi Park Kinsmen Memorial Parkette Kinsmen Participark Lake Lisgar Waterpark Library Park Memorial Park Northcrest Parks Oak park Optimist Park Oxford Parkette Rotary Park Southridge Park Summer Place Tillsonburg Soccer Park Tillsonburg Cemetery Tillsonburg Community Garden Trottier Park Trans Canada Trail/Borden Crescent Park Westmount Park 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 11 20 15 9 13 5 4 12 21 6 14 2 24 26 3 1 23 178 16 10 18 25 22 19 27 7 Page 158 of 263 88 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3 Site-Specific Recommendations 4.3.1 Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette The Lake Lisgar park assemblage includes Lake Lisgar, Gibson House and dock, and the Kinsmen Memorial Parkette. The Lake has 2 docks (at Gibson house and at Summer Palace), a boat launch (at Summer Palace), six bubblers, and a small boardwalk with gazebo. The Lake is mostly used for fishing, with some boating (no motors over 10 horsepower allowed) and swimming. Lake Lisgar Revitalization Committee (LLRC) is a dedicated group of volunteers that arranges for water testing, provides and installs the bubblers, dredges/clears plants every three years, stocks the Lake with trout, and otherwise monitors and protects the ecosystem of Lake Lisgar. Gibson House is a heritage structure on the shore of Lake Lisgar, that is unfinished inside and does not have plumbing or a washroom. The building has potential as it is a heritage structure, has parking, and an excellent location on Lake Lisgar. The addition of a washroom and kitchenette would allow it to be used for events, rentals and program or camp support. A Building Conditions Assessment (BCA) (as recommended in the Facilities Section) should be conducted to ensure the safety of the building as soon as possible, prior to continued use or upgrades of the space. The 2017 Memorial Park Master Plan included a proposed boardwalk near Gibson House, along the South end of the Lake: “Consider a system of boardwalks extending out into the south end of Lake Lisgar, providing closer access to the water and bringing pedestrians away from traffic on Park Ave and Concession Street. This boardwalk can link up with the existing gazebo at the south end of the lake. Providing additional controlled access to the water in the form of boardwalks and viewing platforms will also reduce user conflicts at the rowing club dock, and help prevent erosion and other damage to sensitive shoreline areas.” (p.22) This assessment supports that recommendation, based on comments received from the community, and for providing more amenities along the lake, and potentially reducing the crowding in the Summer Palace area, by drawing people to the south end of the lake. Another potential option could be along the north end, over the marshy areas. Additional parking may need to be provided near Gibson House if/when Gibson House is used for rentals /events/programs and/or when the boardwalk is constructed. Page 159 of 263 89Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Recommendations: PCT 20. Pending results of the BCA for Gibson House, if possible, develop a restroom and other required amenities (e.g., kitchenette) for future use. PCT 21. Continue to support the efforts to improve the Lake’s water quality. PCT 22. Construct a boardwalk as recommended in the 2017 Memorial Park Master Plan. Page 160 of 263 90 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3.2 Community Centre Hub: Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, Rotary Park Park Details Supporting Amenities Facilities/amenities for Self-directed Use Facilities for Organized Use Other Notes Memorial Park • Parking • Lake Lisgar Water Park • Summer Palace, dock and boat launch • Basketball court • Pavilion • Playground (accessible) • Splash pad • Multi-purpose pad/ skating rink • Off leash dog park • hardball (2) • Slo-pitch (1) Lake Lisgar Water Park has: • Parking • Permanent washrooms/ change rooms • Concessions Optimist Park • Parking • Seasonal portolet • Playground • skate park • Pump track • Youth baseball (2) Rotary Park • Parking • Playground • Outdoor fitness equipment • Tennis/ • Pickleball (3) Table 4-6: Summary of Facilities and Amenities at the Community Centre Hub The Community Centre Hub includes Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, and Rotary Park, which are all clustered around the Community Centre and also border Lake Lisgar. There are many facilities and amenities at this site, as summarized in Table 4-6 (excerpted from Appendix B:). Page 161 of 263 91Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-4: Current layout of Community Centre hub site Pedestrian PathSpecial Events Secured AreaOptimist ParkRotary ParkSports / Active RecreationEvent Space / Passive RecreationNaturalized Area Picnic / Play / Passive Recreation Buildings ParkingWaterparkWork YardSummer Place Gardens Legend Page 162 of 263 92 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan A Master Plan was created for the site in 2017, and since then, many of the recommendations have been implemented, along with additional improvements (all shown in Figure 4-4). Based on consultations for this project, there are a few major outstanding requests/issues from users for the site: • Improve circulation • Increase parking and improve layout (challenging to access facilities, and not enough parking for events and the amount of users at peak times) • Suggestions that the dog-off leash area could be relocated elsewhere in the park to provide parking in a more optimal location • Improve signage and wayfinding • Improve the bandshell • Provide a building with washrooms, drinking water and concessions near Sam Lamb and Hardball #2 diamonds (see discussion in the Facilities section) • Provide storage for Parks Department • Optimize use of Summer Palace In addition to this, the Facilities Assessment of this Plan (Section 3) noted the following: • The need to consider how indoor facility needs (i.e., potential Community Centre expansion or redevelopment) would impact existing outdoor facilities • Likely the parking adjacent to the Kinsmen Arena and the Kiwanis Diamond would be displaced and would need to be considered for relocation We propose the following tweaks to the 2017 concept to address the above mentioned concerns and recommendations (Figure 4-4). These changes provide more parking for the busy ball diamonds, splash pad, Dog Park, Lake Lisgar Water Park, bandshell and fair grounds during events. The Lake Lisgar Water Park features a beach-entry pool, 186 foot twister slide, and other water play features. The Town recently completed (summer 2023) a 1.2 million renovation of the building with concession, washrooms and change rooms. The water play features were not part of the upgrades, and they are aged, and in need of replacement. It should be noted the splash pad is nearby, so the same water features should not be duplicated. The pool infrastructure should be part of the facility conditions review for asset management planning, including a determination of costs for maintaining or replacing the water features and slide, as per their life cycles. If there is a concern over the cost of replacement, options include a similar but less expensive feature or a pilot period during which no replacement occurs and the effect on use levels as a result is monitored to assess the impact on visits. Summer Palace is a Town-owned building located just outside of the Water Park, near the shore of Lake Lisgar. It has two levels, Page 163 of 263 93Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-5: Recommended update to 2017 Community Centre hub site plan (Map will be updated in final draft) Page 164 of 263 and a large balcony on the upper level. The lower level is used by the Rowing Club. Outside, at the Lake, there is a boat launch and docks, which are used by the Rowing Club as well as the general public. The building has been leased to E&E McLaughlin for 10 years, with the use retained for Summer Camp programming, and Rowing Club use in the building. The McLaughlin family undertook renovations of the building to address mold and other concerns. As the lease is 10 years, the building will remain in use by the McLaughlin family for the majority of the term of this Master Plan. The Town should continue to work with the McLaughlin family to ensure the building remains available for summer camp, and for use by the Rowing Club. The Town should encourage use of the building by the community, assisting the McLaughlin family in doing so (e.g., offering to advertise the space, or events occurring there). As discussed previously, the Town should consider options for providing paddle craft rentals at Lake Lisgar. While Gibson House is presented as an option, Summer Palace is potentially a better option for its access to more parking, existing boat launch, and more prominent/busier location, as long as rentals do not interfere with the current activities at the site. The Town should discuss the possibility with any groups who are interested in being involved in the paddle rentals, and together select the optimal site. The Tillsonburg Fair is held annually at Memorial Park. The Fair uses a number of buildings and spaces onsite: the home show is held in the Crystal Palace, the rabbit Page 165 of 263 95Town of Tillsonburg | DRAFT Parks and Recreation Master Plan shows are in the Pigeon Barn, the office is used as a food booth, and the Cattle Barn is used for 4H. Open space, the pavilion, and bandshell in Memorial Park is used for midway rides, vendors, agricultural displays, food trucks, kids area, and other activities. There are two considerations for the Fair buildings that arose during consultations: 1. The Pigeon Barn is in fact condemned, and should not be used for any purposes. Given the infrequent use of the Pigeon Barn, and its condemned state, it should be removed from Town supply. Pigeon races and rabbit shows should be accommodated elsewhere. 2. Town Parks staff are in need of storage space and central location for their operations. Currently Town Parks staff are based at the Cemetery, on the edge of Town, and all equipment is stored there. Housing staff and equipment far from the locations they service is inefficient, and prevents staff from “keeping a pulse” on parks needs and concerns. Parks staff and equipment should be moved to a more central location, Memorial Park being ideal for its space and centrality. In the short term, the Town can consider using one of the existing fair buildings as a parks operations base, while seeking alternative storage space for the Fair if required. The Facilities section recommends a facility fit study to determine options for expanding the Community Centre. Any expansion to the Community Centre would likely impact the two existing fair buildings closest to the arena (office and canteen), and potentially the Crystal Palace (the Pigeon Barn will be removed). Once a determination is made on an expansion (if any), the site should be designed with park operations base in mind (with adequate and appropriate storage space and access), and space for the continued operation of the annual Fair. Figure 4-4 provides an example of what this could look like. The bandshell was added to the Fairgrounds area of Memorial Park with the vision of hosting community events and concerts. Community consultations indicated a general sense that the bandshell is not well used, and that it lacks “appeal” for events. As this is the primary outdoor event space in the Town, the Town should support this space to encourage more use by the community. The Town should work with the Kinsmen Club and other community groups to assess interest in fundraising for improvements, including expanding the covered area of the bandshell (to provide shelter and shade for equipment and performers) providing electrical hook ups, beautifying the structure etc. The Outdoor Multi-Purpose Rink was donated by the McLean Family. Originally it was meant to be a community-run facility, but the Town has assumed complete responsibility of operations and maintenance. The rink is very well used in the winter, however there have been consistent concerns about vandalism and arguments between users. The schedule is set for alternate days of hockey or family skating, but the schedule is often not Page 166 of 263 96 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan respected, leading to calls to police and conflicts. For the 2023/24 season , staff time is being dedicated to monitoring the rink, a practice that should likely continue in future years. Given the popularity of the rink, and the community’s desire for year-round recreation, the Town should consider adding a second rink elsewhere in the community. The McLean rink can be maintained for casual and pick up stick play/sport use, as it is already built to accommodate it. The Town should install lights and cameras to discourage vandalism of the facility. The second rink is discussed further under the discussion of new Community Parks. The basketball court, accessible playground and splash pad require no changes, and should continue to be provided and maintained throughout the term of this Plan. The addition of a washroom and concessions building near the diamonds is discussed under the Facilities Section. Recommendations PCT 23. Provide wayfinding signage through the Community Centre hub directing people to the various facilities, amenities, and connections. PCT 24. Update the water features at Lake Lisgar Water Park. PCT 25. Work with the Kinsmen to determine updates and further expansion of the bandshell. PCT 26. Assume responsibility of the Fair office, canteen, and Crystal Palace buildings to allow potential changes to the site to accommodate a Community Centre expansion. If required, find alternative building space to accommodate Fair operations in the interim. PCT 27. Once the Community Centre building design is determined, design the surrounding site to accommodate a Parks operations base, as well as space for continued operation of the Fair. PCT 28. Remove the condemned Pigeon Barn from Town facility supply. PCT 29. Dedicate the McLean rink for casual stick/sport use, and install lights and cameras to discourage vandalism. Page 167 of 263 Page 168 of 263 98 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3.3 Annandale Park Annandale Park serves a large area, with many homes that do not have a park within 800 meters. The closest park to them would be Annandale, and given this, the Town should provide more amenities for recreation at this site, particularly play equipment of some kind. A playground would also provide activities for children while their parents or siblings are using the park for ball games. As Annandale is one of the Town’s largest parks, with a parking lot, and is already well used for ball play, it would make sense to provide a play structure here that goes beyond what is typically provided in other Tillsonburg parks. As a Community Park, Annandale serves the whole Town. The addition of a unique play structure would further attract residents to the park, and enrich the experience for those who regularly visit already. The playground should have different areas and types of equipment for different age groups and different types of play (e.g., active play, restful play, musical play etc.). The playground should also be accessible. Figure 4-6 provides some ideas for consideration, but the final design of the playground should be determined in consultation with the community, to ensure the interests and needs of residents are met. To support the activities at Annandale, and fulfill the requirements set out in the Parkland Classification system, the concessions and washroom building should be maintained and repaired as needed. Recommendations PCT 30. Add a unique playground to Annandale Park that provides activities for various age groups, and for various types of play. Undertake community consultation as part of the playground design process. PCT 31. Continue to maintain the concessions/washroom building and keep it in a good state of repair. Page 169 of 263 99Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-6: Example of playground structures Page 170 of 263 100 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3.4 Coronation Park Coronation Park was identified as an area of opportunity to increase use. Currently the park has a new playground, green space, a disc golf course, community garden, parking lot, and access to the Carroll trail. The primary concern regarding developing the Park is that it occasionally floods, and on two occasions has been completely submerged. At the same time, Coronation Park is an asset to the community, as a large green space towards the south of Town, where parks are more limited. There are existing plans to expand the community garden area to add more plots, and this would be beneficial for residents and a suitable use for the Park. The Town should limit any developments at this park that conflict with its natural processes and that would be at risk for damage if flooding occurs. The Town should have the site assessed by a Landscape Architect and, if determined to be feasible, undertake grading work to protect existing assets (such as the playground and community garden plots) in the event of flooding. Recommendation PCT 32. Continue with plans to add additional community garden plots at Coronation Park. PCT 33. Assess the feasibility of undertaking grading work to protect existing assets at Coronation Park from flooding. 4.3.5 New Community Parks As discussed in section 4.2, the Town should add two more Community Parks over the term of this Plan, located in the new development areas at the north and west ends of Town. While the exact design and features of these parks should be determined in consultation with the community, there are a couple of facilities that have been identified as an interest/ potential need. Firstly, the need for a second outdoor rink was identified (also discussed under the Memorial Park section). The second rink should be dedicated to family skating, and can be designed in such a way to make hockey and fast skating difficult, thus discouraging it. The new rink should be refrigerated, or, if that is not feasible, consider an artificial ice surface, have a roof to reduce melting of the ice, and should have electrical hook ups to allow rentals or hosting of community events. It could further be supported with a warming hut/ change room, and concessions stand. This rink should be located at a Community Park so that it benefits from parking, and visibility from the street. Secondly, if near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), they can be located at one of these two Community Parks. Page 171 of 263 Recommendations PCT 34. Provide an outdoor rink dedicated to family/casual skating, which is suitable for events at one of the new Community Parks. PCT 35. If near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), locate them at one of the new Community Parks. Page 172 of 263 102 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.4 Trail Recommendations Existing Trail System Tillsonburg has approximately 19 trails or distinct trail segments that are owned by the Town and/or maintained by the Town. The existing trails are mapped in Figure 4-7, and summarized in detail in Appendix B:. 4.4.1 What We Heard Trails were a popular topic during consultations, with many comments received in support of more investment into trail maintenance and expanding the network. Below are some highlights of comments received: • Interest in more multi-use trails that are paved to satisfy multiple users • Interest in expanding trails network to connect communities and create smaller walkable trail loops within larger trail paths (e.g., Memorial Park) • Interest in enhancing trail features (e.g., lighting, shade, winter maintenance) in order to support more walkable communities • South end of the Town identified as an area in need of connectivity and integration into the trail systems • Need to invest in beautification along trails, naturalization, removal of invasive species, garbage clean up etc. • Need for clear wayfinding signage along trails and at points of connection • Need for porta potties at key locations • When asked to identify which trails members of their household use, the top three indicated were: Trans Canada Trail (33%), Kinsmen Participark (22%), Tillsonburg Conservation Area Trail (15%). • “Winterize more trails” - Open house attendee • “Trails are great (trails at Southland used for mountain biking)” - Open house attendee • “Washrooms on trails! Walking everyday need some at parking areas”- Open house attendee Beautification, naturalization, tree planting, washroom access, and signage were all discussed previously in section. Winter Use Currently there are two trails available for winter use: Veterans Trail (Rolph Street to Quarter Town Line), which is maintained by the Roads Department; and a segment of the Trans Canada Trail (East of Tillson Ave.), which is groomed by the County for cross country skiing and snowmobile use. Some years ago, there was also cross country skiing at Kinsmen Participark. The popularity of outdoor winter activities greatly increased during the pandemic, a trend that many in the parks and recreation industry think is here to stay (see following page). Page 173 of 263 103Town of Tillsonburg | DRAFT Parks and Recreation Master Plan IMPACT OF THE COVID-19 PANDEMIC ON OUTDOOR RECREATION 89% had tried a new activity in a park in 2020, with top activities including regular walks through parks and trails (56%) and socializing with friends and family (40%). 50% reported their winter park use increased during COVID-19 compared to pre-pandemic winters with 73% saying they expected this use to continue or increase in post-pandemic winter seasons. The Canadian City Parks Report: Centring Equity & Resilience (2021) by Park People included a survey with 3,500 responses received, including representation from all provinces and territories. The survey results showed a renewed interest in parks, a trend that was anecdotally reported throughout the pandemic, as well as continued support for expanded parks-based activities: Page 174 of 263 104 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The community in Tillsonburg strongly voiced the same desire for more outdoor activities in winter, and comments particularly focused on winter trail maintenance. Clearing trails not only provides more opportunities for activity, it also improves accessibility for those with mobility restrictions or using mobility devices (including strollers). As the Roads Department is charged with the task of snow removal, Parks should approach them and discuss the possibility of clearing other trail segments. Which segments could be determined in discussion with Roads, based on levels of use of the trail(s), proximity to schools and older adult communities, and feasibility of snow removal and salting. Recommendations PCT 36. Discuss the possibility of clearing additional trail segments with the roads department. Select segments based on level of use, proximity to schools and older adult communities, and feasibility for Roads crew. 4.4.2 New Trail Segments The 2015 Trails Plan recommended a number of proposed trails that would contribute to connectivity within the Town and promote active and healthy lifestyles. Two proposed trails from the 2015 Plan are carried through as recommendations in this Master Plan: • Continuation of the Participark trail north of Concession St. W through the natural area to Quarter Town Line (Proposed Trail #1 in Figure 4-7) • Trail connection between Coronation Park and Cadman Park, through the natural area/along the waterway (Proposed Trail #2 in Figure 4-7) The Town should also consider providing on or off-road bike lanes along key routes transecting north-south and east-west (this would be under the purview of the Roads Department). Adding new trail segments through neighbourhoods is nearly impossible when there is not an existing natural corridor to follow. For this reason, it is very important that trail systems are provided at the time of design and development of new residential areas. Parkland dedication in the form of trail systems should be considered, and strongly encouraged in areas of Town that are not well connected to the trail system otherwise, and where larger recreation facilities (e.g., sport fields) are not required. It can be argued that a trail system through a subdivision provides greater recreation Page 175 of 263 105Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-7: Map of existing trails in Tillsonburg 0 0.5 1 2 3 kmN Indoor/Outdoor FacilitiesParksNeighbourhood TrailCommunity TrailProposed TrailExisting Snowmobile Trail Legend Existing Trails Map HWY 3 Ti l lson Ave North Street East Concession St. W . Hawkins Rd. Hawkins R d. Newell RdQuarter Town L ine Vienna RdBaldwin StreetB r o a dw a y HWY 3 HW Y 1 9 1 2 3 4 5 6 Kinsmen Participark Trail Veterans Walkway McLaughlin Way Trans-Canada Trail Borden Crescent Trail Carroll Trail Cadman Park Trail Trottier Woods Trail South Ridge Trail Northcrest Trail Rotary Park Trail Oak Park Trail Proposed Trail #1 Proposed Trail #2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 7 8 9 4 4 11 12 410 4 4 13 14 Page 176 of 263 106 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan value than the typical small park with playground, as people of all ages can make use of a trail for a variety of activities (e.g., walking, running, biking, skating, dog walking etc.), and play equipment can still be provided at a parkette at the trailhead. Trail systems that connect to shopping, schools, and other facilities also encourage and support active transportation. Recommendations PCT 37. Develop a trail continuation of the Participark trail north of Concession St. W through the natural area to Quarter Town Line. PCT 38. Develop a trail connection between Coronation Park and Cadman Park, through the natural area/along the waterway. PCT 39. Parkland dedication in the form of trail systems should be considered, and strongly encouraged in areas of Town that are not well connected to the trail system otherwise, and where larger recreation facilities (e.g., sport fields) are not required. Page 177 of 263 Page 178 of 263 108 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.5 Tillsonburg Cemetery The Tillsonburg Cemetery is the only active cemetery in the Town. The Pioneer Cemetery operated from 1830 - 1870, and is now a historic site. The Tillsonburg Cemetery features mature trees, gardens, seating areas, burial plots (including the option for green burial) and columbaria (see Figure 4-8). 4.5.1 What We Heard • There is growing interest in cremation as a burial method. Columbariums are also gaining popularity, and the Town needs to provide more to support interest • Suggestion for providing a variety of designs and configurations of columbariums to provide more choice, and a more visually appealing landscape • Additional parking and road paving are needed to support visitors for celebration of life events • Additional accessibility considerations are needed. Accessibility should include more than wheelchairs, but consider walkers, cane, and walking distances • Green burial options are available in Tillsonburg, and can offer a more affordable option relative to neighbouring municipalities/towns • Aesthetic maintenance of Tillsonburg cemeteries is a primary concern/area for improvement. More investment in planning and designing the cemetery with beautification in mind is critical Columbaria and Scattering Grounds Columbariums offer a range of benefits (e.g., sheltered areas for visitations, affordability, etc.) for those seeking a unique and dignified way to memorialize their loved ones. The Town has noted an increase in request for columbarium niches, and is responding by adding more columbaria, and keeping wait lists. Columbaria are also space-efficient, making efficient use of land resources. To enhance future columbarium additions in the Cemetery, the Town should focus on implementing an indoor/outdoor style in their designs. This style combines the benefits of being sheltered and protected while maintaining a connection to the outdoors, providing visitors with a comforting and contemplative space. It is also essential to include comfortable seating in the area, allowing visitors a peaceful and restful space for reflection. The option for fixtures at each niche to leave flowers, photos, or other mementos creates a personal touch, allowing families to celebrate the lives of their dearly departed in a tangible and meaningful manner. In designing future columbarium and burial areas, the Town should provide a variety of columbarium types, seating types, Page 179 of 263 109Town of Tillsonburg | DRAFT Parks and Recreation Master Plan SECTIONS 17 TO 28LOTS 5 TO 33 SECTIONS 17 TO 28LOTS 5 TO 33 SECTIONS 9 TO 16LOTS 7 TO 33SECTIONS 17 TO 28LOTS 5 TO 33 SECTIONS 9 TO 16LOTS 7 TO 33 SEC T I O N S 17 TO 2 8 SEC T I O N S 17 TO 2 8 LOTS 5 T O 3 3 DIVISON 4 DIVISON 4 DIVISON 2 DIVI S O N 1 SEC T I O N S 2 9 T O 3 8 LOT S 5 T O 3 3DIVISON 5ADIVISON 5C SOUTHDIVISON 5C NORTHDIVISON 5BDIVISON 5D SEC T I O N S 1 T O 8 LOT S 1 T O 3 3 SIM C O E S T R E E T SECT I O N S 17 TO 2 8 LOTS 5 TO 3 3 SECTI O N S 17 T O 2 8 SEC T I O N S 17 TO 2 8 SEC T I O N S 29 TO 3 5 LOTS 34 TO 5 1 SECTIONS 17 TO 28LOT34 TO 55SECTIONS29 TO 35DIVISON 7 SECTIONS17 TO 28LOTS 34 TO 55 OFFICE SECTIONS 7 TO 16LOTS 35 TO 55 SECTIONS17 TO 28LOTS 34 TO 55 SECTIONS7 TO 16LOTS 35 TO 55 MAIN E N T R A N C E COLUMBARIUM & GARDENSECTIONCANADIAN PACIFIC RAILWAY670$5<·6ROMANCATHOLIC CHURH MALL ROAD COLUMBARIUM Existing Cemetary Map Existing Burial PlotsFuture Burial PlotsColumbarium LocationsCremation SectionMaintenance Yard Legend Figure 4-8: Map of existing cemeteries in Tillsonburg Page 180 of 263 110 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan arrangements of seating, and pathways, to add uniqueness to different resting areas, and offer a variety of choices. Scattering gardens can be incorporated around the cemetery where residents are invited to lay their loved ones cremains to rest. These gardens should be located with consideration to having access to privacy, and seating areas. Green/Natural Burials Green or natural burials are another popular alternative to traditional burials and cremation. In a natural burial, the body is placed in a wood or wicker casket, or wrapped in a shroud, and buried in a natural setting like a forest or meadow. The Green Burial Society of Canada outlines the five principles of green burial: 2 https://greenburialcanada.ca/the-five-principles/ 1. No Embalming 2. Direct Earth Burial 3. Ecological Restoration & Conservation 4. Simple Memorialization 5. Optimized Land Use2 Green/natural burials are better for the environment, and are typically more affordable than traditional burials. The Town should consider assigning an undeveloped area of the cemetery as a green burial area, and certifying it through the Green Burial Society of Canada. Memorial Benches and Trees The Town should consider expanding its program for memorial benches and trees, further enriching the options available for those seeking an enduring tribute. Tree varieties should be offered in accordance with the Oxford County Managed Forest Plan, 2018 – 2027 as discussed previously, and memorial benches should include accessible options. Additional options can include larger items like gazebos or other shade structures. Visiting the Cemetery In other municipalities, historic and mature cemeteries like both of Tillsonburg’s cemeteries have constituted an important part of the green space system, particularly in dense/land-limited municipalities. For example, both Meadowvale Cemetery in Brampton, and Streetsville Memorial in Mississauga, include walking paths and nature-observation areas together with more formal gardens, encouraging people to visit and spend time on the grounds. Picturesque cemeteries have increasingly been used for wedding photos, and even wedding ceremonies. The Williamsburg Cemetery in Kitchener, for example, also includes a chapel that can be rented for weddings. The City planned the development of the cemetery with this goal in mind and markets the rentals on a variety of wedding sites: Page 181 of 263 111Town of Tillsonburg | DRAFT Parks and Recreation Master Plan “We’re trying to encourage people to see this area as more than just a place where we bury our dead,” [the Cemeteries Manager] said. “I see this cemetery as multi-use. It’s here for the community to enjoy… Kitchener doesn’t have an abundance of land,… The city planned very carefully to make the site inviting, with ponds, extensive landscaping, a long bridge snaking across the water, a wooden pergola and gazebo.”3 3 https://www.cambridgetimes.ca/news/till-death-do-us-part-kitchener-cemetery-a-hot-spot-for-weddings/ article_99d9ffa7-2f70-5b88-b3bd-f7a52c232e69.html Tillsonburg is also a geographically small municipality that should make the most of its greenspace assets, including the cemeteries. In addition to creating a beautifully landscaped space with walking paths, the Town can encourage people to visit the cemetery by attending one of the events that occur annually, such as Remembrance Day and Decoration Day. In both cases, cemetery staff and visitors make efforts to beautify the space, and residents should be made aware of the opportunity to participate and enjoy the space. Recommendations PCT 40. Focus on providing more columbaria options in future cemetery development. PCT 41. Design the cemetery with variety in mind - in terms of landscapes, burial options, columbaria types, seating types etc. PCT 42. Provide a green burial area. PCT 43. Develop the cemetery as an accessible, beautified greenspace with gardens and paths throughout. PCT 44. Increase promotion of events that occur at the cemetery such as Decoration Day and Remembrance Day. Page 182 of 263 Page 183 of 263 113Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 5.0 Service Delivery 5.1 Introduction & Assessment Background Service delivery addresses resources needed to ensure successful implementation of the Master Plan’s recommendations in each of the foregoing service areas. The assessment and recommendations for the Town of Tillsonburg are presented under the following topic headings: • role of the municipality in service delivery • Recreation, Culture and Parks Department and Committees of Council • collaborations and agreements • policy requirements • revenue generating programs • service planning and evaluation • service marketing, communications, and promotions Page 184 of 263 5.1.1 What We Heard • Parks, culture and recreation services in Tillsonburg require both improvements to existing supply and further development to bring them up-to-date and to serve a growing, increasingly diverse population. • The capacity of the municipality to respond to community needs and interests must be weighed against ongoing or new funding/legislative constraints from upper levels of government, expanded mandates in other areas of service provision (e.g., affordable housing), and general reluctance among residents to entertain tax increases for parks and recreation services. Page 185 of 263 115 5.2 Role of the Municipality in Service Delivery Table 5-1 provides a general model of recreation service delivery, categorized as three primary approaches: sole provision by the municipality, municipal collaboration with other parties, and sole provision by the commercial sector. In the first instance, the municipality is a direct service provider. In collaborating with other agencies and organizations, it becomes an indirect service provider by assuming an enabling/ supporting role. Table 5-1: General model of recreation service delivery Sector Municipal Private Role municipal provision collaborative provision commercial sector provision Municipal Role direct indirect none Method municipality works autonomously service agreements partnerships commercial sector works autonomously Method description municipality works with other party(ies) to deliver services to the community using public facilities/spaces through agreements such as program contracts, leases, licenses, MOUs, etc. municipality and another public, not for profit, or commercial sector party provide services through corporate partnerships for joint development, joint operating, etc. The Town of Tillsonburg is engaged in both direct and indirect roles in service delivery. In direct provision, the Town works autonomously in delivering services to the community. Facilities fully owned and operated by the Town (e.g., Community Centre), and services provided by Town staff (e.g., swim instruction, museum programs, etc.) are examples of this category. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 186 of 263 116 Recommendations SD 1. In developing its services and meeting the needs of a growing population, the Town will continue to act in both direct and indirect capacities. SD 2. In further developing programs, events, parks and facilities within the Town’s mandate, pursue opportunities to leverage both the resources of the municipality and other parties, agencies/ organizations in mutually beneficial collaborations. Collaborative provision includes several approaches. The Town may enable another party - e.g., volunteer community group, private instructor, commercial program provider, not-for-profit agency - to deliver its services through agreements to run programs. Typically, these agreements provide access to municipal space for a specified period (e.g., fall/winter program session). They can cover arrangements with commercial providers, not-for-profit agencies and community-based volunteer groups to deliver programs and events. Agreements with commercial parties typically specify any cost/revenue sharing that is to occur between the Town and the provider. Consultation with the municipality and the need to serve a growing population with increasingly sophisticated services will require developing both its direct and indirect activities in provision, while respecting the Town’s commercial sector that provides recreation services. Of particular interest to the Town is further developing its indirect role to leverage both the resources of the municipality and other parties agencies/organizations in mutually beneficial collaborations. Section 5.4 below on collaborations and agreements with non-municipal parties addresses existing and potential arrangements to support indirect service delivery. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 187 of 263 117 5.3 Recreation, Culture and Parks Department and Committees of Council The Town is currently preparing a market review to assess needs in this area. If the results of this work provide a ‘baseline’ for a 2024 staff complement, it can be used to project needs over the term ofThe Plan due to both infrastructure (parks and facilities) and program/event service development. The following sections highlight key areas of staff requirements based on the Master Plan’s recommendations, which may or may not be addressed in the Market Review. In some cases, additional staff may be needed while in others existing positions may require new/enhanced competencies. Programs and Services Programs and Services includes Sports League Facilitators. As the scope of services offered by the Town increases, and collaborations extend to groups beyond sport interests, facilitation work will need to include these providers. Existing staff positions may be able take on additional work in this area, although it is likely that sport and non-sport interests would also be engaged separately due to differences in the types of services they offer. Additional facilitation activities will be most important in policy development directed to supporting volunteer organizations, and in ongoing service planning and evaluation work. These topics are discussed in Sections 5.5 and 5.7, respectively. The Programs and Services Division is backed by Business Services, which should be further developed in the areas of marketing, communications and promotion, 5.3.1 Recreation, Culture and Parks Department Staffing The Town’s Director of Recreation, Culture and Parks, supported by an Administrative Assistant is responsible for three major divisions within the Department: Culture and Heritage, Parks and Facilities, and Recreation Programs and Services. Each of these divisions is led by a manager and supported by supervisors and coordinators responsible for parks and facility operations, and program/service delivery. Appendix C contains the Department’s organizational chart. The following outlines staffing considerations to support the Master Plan’s implementation, under each of the three divisions. The Recreation, Culture, Parks Service Review noted that “RCP makes extensive use of best-practices including…service contracts, extensive use of seasonal and part time staff…” (Executive Summary, p.1). These practices, however, are now under review due to changes in the economy post-Covid that are reflected in challenges with respect to attracting and retaining staff. Consultation with the Town indicated that the municipality is working towards becoming more competitive in the job market - and reducing turnover - by offering more full time, salaried positions to replace contractual, part time and seasonal hires. Investing in staff - balancing service provision with the correct number of people needed to deliver it in all areas - along with more training and succession planning were areas noted for development. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 188 of 263 118 and service planning and evaluation. Each of these topics is discussed further in subsequent sections of The Plan and will require either additional staff or new/ enhanced competencies attached to existing positions. Marketing, communications and promotion, in particular, will require a dedicated full time staff person to implement these functions for parks, culture and recreation services. The Town currently has a single staff position responsible for all communications - in Marketing and Communications - and Recreation, Parks and Culture is allocated half its time. It was noted that the workload is too much for a single position to effectively handle and that the nature of the Department’s services requires the time to develop promotional material and communications channels/ tools, coupled with the ability to convey information to the public in a timely manner (e.g., last minute facility closures, a pop-up service or event). Service planning and evaluation will require preparing processes and data collection tools, in consultation with other departments (e.g., IT, Finance) as well as ongoing work to activate these functions. The Business Services Division is likely the best location for these functions, as they can integrate all three areas - Parks and Facilities, Culture and Heritage, Programs and Services in this work. Parks and Facilities The Recreation, Culture, Parks Service Review “proposed some relatively minor modifications [to the Department’s organizational structure including improvements to] clarify responsibilities, reduce overlaps, and address gaps” (p. 3). To this end, the Review recommended assigning additional resources to the Department since, “managing the heightened workload associated with aging sports and recreation infrastructure - coupled with expanded opportunities for infrastructure renewal funding from higher levels of government - has ramped up the workload associated with capital upkeep and capital improvement projects” (p.3). It recommended either moving Project Management responsibilities to another department (ideally one with in-house engineering capacity) or contracting a professional organization” for this work (p. 3). Should these responsibilities remain within the Department, establishing a separate project management function with one dedicated employee reporting to the Director was recommended. In addition to these considerations, the parks assessment of the Master Plan recommends a seasonal (potentially full-time. year round) Horticulturalist (see page 73). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 189 of 263 119 Culture and Heritage Museum staff is currently limited to part time positions, and it was noted that to optimize the visitor-draw of the Town’s unique assets in culture (including Station Arts) and heritage, additional operating hours and staffing are needed. To provide program/ service coverage for both residents and visitors, one full-time position, supported by part-time staff for events, busy periods (e.g., summer, Christmas) would likely be required. Recommendations SD 3. A full-time marketing, promotions and communications staff position within the Department should replace the current half-time position that is shared with the marketing and communications department. SD 4. Additional Department staff or enhanced competencies are required to develop the following areas of service: facilitation work with volunteer community groups; planning and evaluation; direct programming in culture and heritage; and horticulture. SD 5. Additional contracted instructors will be required to allow programs to be diversified and added to supply. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 190 of 263 120 5.3.2 Advisory Committees of Council The Town’s existing advisory committees for the Council term 2022 to 2026 with mandates related to parks, culture and recreation services include: • Recreation and Sports Advisory Committee • Museum, Culture, Heritage and Special Awards Advisory Committee • Tillsonburg Youth Advisory Council • Parks, Beautification and Cemeteries Advisory Committee • Accessibility Advisory Committee Table 5-2: Tillsonburg committee mandate and structure summary Recreation and Sports Advisory Committee Mandate • To advise and make recommendations to Council on the implementation of recreational programming and sports in relation to the Community Parks, Recreation and Cultural Strategic Master Plan • To develop and maintain working relationships with sport and recreation user groups • To advise and inform Council of matters related to: recreation programs, grants, funding initiatives and legislation Composition • Seven to 12 members: one Council and remainder public with one youth under the age of 18. Municipal staff: Recreation Programs and Services Manager. Table 5-2 summarizes their mandates and structures, which are detailed in Terms of Reference on the Town’s website for each Committee. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 191 of 263 121 Museum, Culture, Heritage and Special Awards Advisory Committee Mandate • To advise and make recommendations to Council on all matters with respect to tourism and culture in the Town of Tillsonburg • To advise and inform Council on new legislation and funding initiatives • To develop relations for coordinating events with local service groups • To advise and make recommendations to Council on all matters related to properties of architectural and historical significance Composition • Seven to 12 members: one Council and remainder public with one representative from the Tillsonburg District Craft Guild. Municipal staff: Curator/Manager of Culture & Heritage and Records & Legislative Coordinator Tillsonburg Youth Advisory Council Mandate • To advise and make recommendations to Council on all matters with respect to youth recreational and social issues in the Town of Tillsonburg • This will provide a communication link between the youth in Tillsonburg and Tillsonburg Town Council • The needs of the youth shall be addressed with recommended action to Council to enrich the quality of life and well-being for the youth in the community Composition • Eight to 13 members: one Council, Oxford OPP Community Resource Officer, two community members 20+ years old, and a minimum of four members aged 15 to 19. Municipal staff: Executive Assistant Parks, Beautification and Cemeteries Advisory Committee Mandate • To advise and make recommendations to Council on all matters with respect to the utilization and beautification of public parks, trails, trees, green space (including Memorial Park Revitalization Project), and Tillsonburg cemeteries. Composition • Seven to 13 members: one Council. Municipal staff: Parks and Facilities Manager Table 5-2 Continued: Tillsonburg committee mandate and structure summary Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 192 of 263 122 Accessibility Advisory Committee Mandate • To fulfill duties of a Municipal Accessibility Advisory Committee as outlined in the Accessibility for Ontarians with Disabilities Act, 2005 • To provide advice to Council with respect to the accessibility for persons with disabilities to a municipal building, structure, premises and transit • To promote awareness about accessibility issues within Tillsonburg, to identify where barriers exist within the Town, and provide advice to Council on how barriers can be removed Composition • Seven to 12 members: one Council; majority self-identify as a person with a disability. Municipal staff: Deputy Clerk and a member from the by-law department As shown in the table, the committees have clear mandates and structures. In each case, the committee’s Terms of Reference note that collectively, its members should bring relevant technical and professional expertise, as well as strong advocacy, communication, and organizational skills. Each also has municipal staff representation that acts in an advisory capacity to the committee, and the role of staff liaison is fulfilled according to the Committee’s service focus. All committees comprise between a minimum of seven (7) to 13 members, with specifications on qualifications (e.g., age) where appropriate. Consultation did not reveal concerns with the committees in performing their roles that support Council in parks, culture and recreation services decision-making. In future versions of mandates, however, the Town may wish to include reference to the current Recreation, Culture and Parks Master Plan in all the committees that are engaged in advising on implementing its recommendations. The Museum, Culture, Heritage and Special Awards Advisory Committee makes specific reference to tourism and events. Recreation- based tourism can also contribute to economic development - either directly and/ or through spin-off benefits - depending on the nature of the service (e.g., Lisgar Water Park, Tillsonburg Museum, sports tournaments, major events). Opportunities to develop this aspect of recreation could be reflected in other committee mandates or through a separate tourism advisory committee with representation from the Table 5-2 Continued: Tillsonburg committee mandate and structure summary Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 193 of 263 123 Town’s Recreation, Culture and Parks Department, its Economic Development Office and relevant community-based public, not-for-profit and business interests. The Town has a Special Events Manual to guide organizers through the required municipal processes, and has part-time staff on crews to cover set-up/take-down and facility custodial duties for special events. A separate committee for events is not necessarily required, particularly if all visitor attractive events (i.e., sports, culture and heritage) were to become part of the mandate of a new tourism advisory committee. In Section 5.5.4, the Master Plan discusses the need for a policy to preface the Manual with these considerations in mind. Recommendations SD 6. Include reference to the current Recreation, Culture and Parks Master Plan in all committees that are engaged in advising on implementing its recommendations. SD 7. Reflect recreation-based tourism in the mandates of all relevant Committees or consider instituting a separate Tourism Advisory Committee. SD 8. Preface the Special Events Manual with an overarching policy on municipal support for events. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 194 of 263 124 5.4 Collaborations and Agreements The Town of Tillsonburg currently has several agreements in place with various non-municipal organizations for service delivery including MOUs with Tillsonburg District Craft Guild and the BIA, and an agreement with the Tillsonburg Soccer Club. The 2023 MOU with the BIA specifies Town funding for the next three years (2023-2025) for itemized beautification and maintenance tasks to be conducted by the BIA in the downtown. The MOU with Tillsonburg District Craft Guild for the operation of Station Arts is for the period 2022 to 2024. Its purpose is to continue and expand the Guild’s work at Station Arts - providing arts and culture programming, and tourism information services to both residents and visitors. A specified annual budget from the Town is allocated to the Guild for this purpose, along with the detailed responsibilities of the two parties with respect to buildings, maintenance, repairs and contracts. The 2001 agreement with the Tillsonburg Minor Soccer Club (TSC) provided Town land on which the Club financed the construction of a soccer facility and related amenities (e.g., access, parking, and a club house) for its priority use. What appears to be missing from the partnership between the Town and the TSC is an operating agreement(s) that addresses a lease or license permitting the Club to use Town property, a term for this use, a designated review cycle, conflict resolution, and retention of revenues from field and hall rentals. Ideally, this should be rectified to ensure all aspects of the relationship are governed by formal agreements. As the Town expands existing and develops new services, it will very likely enter a variety of collaborations for which formal agreements should be prepared. Table 5-3 outlines the general types of agreements that align with collaborative service provision outlined in Table 5-1. This is not meant to represent an exhaustive list of the types of agreements that may be required to support service delivery. The Town’s legal services is the primary lead on the specifics of agreement preparation and execution. Section 2.0 discusses the need for additional contracted instructors to build the Town’s program supply, and possible ways to facilitate engaging individuals who can offer services in specialized areas. If a process outline to promote/advertise the need for instructors and a contract template to hire their services do not exist, these should be prepared for execution. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 195 of 263 125 Table 5-3: Characteristics of agreements supporting collaboration Agreement characteristics Service agreement Partnership Type program/service contract license or lease, reciprocal use corporate sponsorship /advertising joint facility development and/or joint operating/use agreement Nature of relationship shared program/ service ‘landlord / tenant’, facility use revenue generating financial partnership (capital, operating or both) Term of commitment short short to long varies long, ongoing Type of service /project program / event facility / space use brand marketing through Town services (facilities, programs, events) major facility / infrastructure Level of municipal financial investment varies varies low medium to high Recommendations SD 9. Approach TSC regarding renegotiating the agreement for use and operations of Tillsonburg Soccer Park on Town property. SD 10. Prepare a process and contract for engaging program instructors. SD 11. Ensure all collaborations are supported by appropriate agreements. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 196 of 263 126 5.5 Policy Requirements Policy supports clear and consistent application of Town interests in day-to-day service management and operations. Table 5-4 lists existing and proposed policies related to parks, culture and recreation. The Town’s existing policies on Sports Facility Allocation, Municipal Alcohol, Accessibility and Strategic Asset Management are particularly relevant to parks, culture and recreation services. They appear to be sufficiently comprehensive and working effectively. Its Commemorative Naming Policy is under review for required updates and will be finalized in the near future. There is potential for parks and recreation policy work, as the Town further develops its services. Areas to develop, and associated existing and proposed policy, are discussed below. Related existing and proposed policy areas are colour-coded and discussed together and should be considered concurrently. Table 5-4: Proposed and existing Town parks, culture and recreation policy Proposed Existing Service Pricing FARE Inclusion Sports Facility Allocation Community Group Affiliation Accessibility (corporate wide) Collaboration and Partnerships Municipal Alcohol Policy (MAP) Municipal Event Support Special Event Manual & Policy Grants to Non-profit Community Groups Strategic Asset Management Commemorative Naming (under review) 5.5.1 Service Pricing, Affordable Access and Inclusion • To be developed in conjunction with reviewing the existing FARE Policy The primary goal of pricing policy is to ensure consistency in the relative proportions of service costs to be financed through the tax base or user fees, based on targeted cost recovery objectives. The recovery objectives are based on the financial capacity of the municipality to provide all the services within its mandate, given available budgets and the need for judicious spending. Pricing for parks and recreation services is often part of a corporate-wide policy. The following discussion is limited to parks, culture and recreation services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 197 of 263 127 The Town of Tillsonburg would benefit from a pricing policy. While municipal recreation services are typically subsidized to some degree, fees should be rationalized in terms of cost-benefit. There are currently no parameters in place to identify the point at which services should be charged at higher fees. As the program supply is further developed, it will also be important to be able to determine minimum levels of enrolment/ registration needed to offer a program, based on the costs to deliver it in relation to pre-determined recovery rates. In some cases, this will mean services are not viable to introduce or continue to operate. For all services, there is a finite pool of municipal funds to provide them.1 Decisions on how services are financed, therefore, always represent opportunity-costs. This will be particularly important to the enabling the municipality to direct investment to upgrading and adding to its facility supply, and to diversify services to reflect a broader range of community needs. The Master Plan supports the general direction of the 2020 Recreation, Culture, Parks Service Review. The Town requires a policy that relates pricing to both service objectives and the costs of provision. The detail and complexity of this work suggests the need to contract a professional to assist the Town with: 1 While grants are available from time to time, they cannot be relied upon to meet the Town’s responsibility for ongoing financial obligations. • Detailed accounting on the full cost of providing services by type2 • Confirming the Town’s service objectives • Establishing the types and proportions of costs that should be targeted for recovery through user fees, based on the Town’s service objectives (i.e., where services fall on a ‘continuum’ ranging from fully subsidized to cost recovery +), a simple example of which is outlined in Table 5-5. • Setting fees to recover targeted costs • Allocating services by type to recovery categories • Establishing a timetable for incremental introduction of changes to the pricing structure 2 In the Town of Cobourg Study, this was called Full Cost Assessment and included: the direct costs of providing services such as resource costs of Town staff involved, materials and supplies, and operating costs of equipment and facilities used in service delivery; indirect costs from supporting Town departments (e.g., IT); capital costs such as those to rehabilitate and replace facilities being used to provide services (https://engagecobourg.ca/ town-of-cobourg-comprehensive-user-fee-study). The 2020 Review includes consideration on pricing (see page 129). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 198 of 263 128 Indicators from Community Surveys • 25% of 400 responses indicate residents would pay more fees to use services • 6% of 400 responses indicate residents would accept an increase in property taxes • 50% of groups (7) would start paying/paying higher user fees to improve the quality of recreation facilities they use, 29% (4 groups) disagreed, and 21% (3 groups) were uncertain Table 5-5: Example of service pricing categories3 Category Programs/Services/ Facilities Pricing Aquatic Program/Service Examples Cost recovery +• competitive/elite programs • private lessons • personal fitness programs • specialized facilities priced to cover costs and generate net revenue • private or semi-private lessons at any program level • private pool rental Full cost recovery • intermediate, advanced recreation programs • semi-private lessons • group programs for limited markets • non-specialized facilities priced to cover costs • all other group instruction levels beyond ‘swim to survive’ • recreational swim team, aquafit, etc. • not-for-profit agency pool rental Subsidized • fundamental, basic, introductory, all inclusive • non-specialized facilities no or low cost • ‘swim to survive’ levels • instructor/lifeguard training due to staff shortages • public swim This example shows the types of aquatic services that could be priced to generate revenues to subsidize others. This approach could also support service objectives related to affordable access and inclusion, which are discussed below. In arriving at a pricing policy for Tillsonburg, the Town may choose to consult with the community to determine the service objectives to be reflected in the policy, which would inform the ultimate allocation of services to each category. Consultation with the community would also promote understanding of the true costs of service provision. 3 Based on Greenplay’s Pyramid Model for Resource Allocation/Cost Recovery© in pricing parks and recreation services: https://greenplayllc.com Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 199 of 263 129Town of Tillsonburg | DRAFT Parks and Recreation Master Plan SERVICE PRICING The 2020 Recreation, Culture, Parks Service Review proposed Tillsonburg “adopt the following cost recovery model: • Use full cost recovery where possible. • Set fees to recover operating costs where this is possible but full-cost recovery is not. • Use fees set to recover partial operating costs where there are significant community benefits from participation, or when below operating cost fees allow the service to be provided with the lowest overall level of support from the levy” (Executive Summary, p.3). Challenges related to the Town’s role as a regional centre were also noted in the review, and charging higher fees for non-resident use of services was recommended in view of this position (Executive Summary, p.1).4 4 Source: Town of Tillsonburg. Recreation, Culture, Parks Service Review – Final Report Abstract April 22, 2020. The Clarico Group Inc Page 200 of 263 130 Inclusion policy can be corporate-wide or specific to recreation services. The latter focuses on the topics addressed in the Framework: • Affordable access (discussed above) • Enabling people of all ages to participate in recreation • Actively engaging persons of diverse and racialized backgrounds in developing, leading, and evaluating recreation and park activities • Working with Indigenous communities in pursuit of all five goals in the Framework for Recreation in Canada 2015 • Applying a gender equity lens when developing and monitoring policies, programs, and practices to facilitate full participation of women and girls in all types of recreation • Ensuring non-discrimination of, and providing a welcoming and safe environment for, people of all sexual orientations and sexual identities • Working with persons with disabilities to facilitate their full participation in recreation across all settings by removing physical and emotional barriers • Addressing the unique challenges to access and service capacity in rural and remote communities FARE: Affordable Access 5 https://www.prontario.org/public/policy/Framework%20Audit%20Tool%20V%201.pdf The Town’s Fee Assisted Recreation Experiences (FARE) program will ensure continued equity in service provision. Available information includes a welcome letter and an application form, which notes the program is funded by community fundraised dollars. To provide a guaranteed source of funding, the Town should supplement the fundraised portion by allocating an annual budget to FARE. Opportunities to provide fully subsidized, no-cost services that are open to all in the community should also be further investigated. In this way, the potential stigma of needing assistance and/or reluctance to apply is removed. A policy that sets out the Town’s purpose and approach to affordable access would be beneficial, particularly if it is envisioned as part of an inclusion policy. Inclusion Parks and Recreation Ontario’s audit of the 2015 Framework for Recreation in Canada5 references several policy areas for consideration by municipalities. These encompass the need to address concerns regarding affordability, diversity, and inclusion. While attention may be paid in practice to some or all of these concerns, interest in documented policy is becoming more apparent in Ontario municipalities. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 201 of 263 131 Community Group Affiliation The volunteer organizations that participated in the Master Plan survey provide a range of sport/recreation programming and periodic special events. Ten of 16 groups (63%) that responded to the survey expressed interest in additional assistance from the Town. Three (3) groups were uncertain and three (3) indicated no need for assistance. While half or more indicated need for assistance with marketing and promotion (70% or 7 groups) or help with facilitating partnerships among service providers (50% or 5 groups), Table 5-6 shows that all items listed revealed interest in some level of assistance. This policy would look to build on legislated requirements of the AODA. It could also be used to link efforts on inclusion that the Town pursues in the areas of facilities and programs. Inclusion can be narrowly or broadly defined. In formulating relevant policy, therefore, the meaning of ‘inclusion’ and what it will encompass is important to clarify as it represents a promise to the community. It should, therefore, be tied to the capacity of the municipality to realize stated goals and objectives and specify where this will require assistance from other public or not-for-profit agencies to achieve. Otherwise, it may be viewed as a meaningless gesture if stated intentions are not achieved. Table 5-6: Areas of interest for additional municipal support to volunteer groups Areas of Interest for Support % (#) of Groups Marketing and promotion 70% (7) Facilitating partnerships among service providers 50% (5) Assistance with funding applications 40% (4) Fundraising 40% (4) Communicating with the Town 30% (3) Volunteer recruitment 20% (2) Volunteer recognition 20% (2) Securing insurance 10% (1) Volunteer training 10% (1) Better facility scheduling 10% (1) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 202 of 263 132 The Town should engage all volunteer recreation groups to better understand their support requirements, and to inform the appropriate municipal response. As noted above, the Recreation Facilitators Facilitators (or comparable staff positions to engage non-sport groups) would be the most likely staff to conduct this work. Their work could be supported by the Sports and Recreation Advisory Committee, which has a mandate to develop and maintain working relationships with sport and recreation user groups. The objective of the process would be to develop a Community Group Affiliation Policy, which will establish equity and consistency in the assistance provided. A Community Group Affiliation Policy describes the services available from the municipality to registered (affiliated) community groups in providing their program and services in relation to the capacity of the municipality to do so. Although not-for-profit community groups or organizations must be registered to receive municipal assistance, registration does not guarantee support. A standard, typically annual, registration/application process for eligible groups interested in municipal assistance “affiliates” them with the municipality and establishes a formal, consistent process for reviewing requests and monitoring policy effectiveness. Municipal staff review the applications and make recommendations to Council for approval. The support provided is typically in-kind, with any major funding provided through a separate mechanism. In Tillsonburg, the Grants to Community Groups serves this purpose. The policy specifies criteria for affiliation and the services available to affiliated groups. Requirements for affiliation include items such as delivering programs and services that align with municipal goals/objectives in, for example, the Parks, Recreation, and Culture Master Plan; being an incorporated not-for-profit group operated by a volunteer board or executive committee; ensuring membership/participation in the group is available to all residents in the community; meeting criteria to measure the merit of the group’s programs/services (e.g., does not duplicate existing programs/services, fosters physical activity/healthy lifestyles, etc.); the group primarily serves Tillsonburg residents (e.g., a stipulated proportion of members/ participants are from Tillsonburg). While several of the benefits to be considered may already be provided (informally if not through policy) to local volunteer groups in Tillsonburg, it may be useful to bring these - and others identified through consultation - into a single policy. It can be used to provide clarity and consistency in terms of the range of support services available to volunteer groups and what they must do to be eligible to be, and remain, affiliated. Benefits to affiliated groups might include: • Facilities and equipment: free or proportionate discounted fees for use of facilities, spaces, equipment Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 203 of 263 133 • Marketing and promotion: distribution of approved promotional materials at municipal facilities and assistance with social media communications; free listing in the Recreation Guide • Grants and insurance: assistance from municipality in securing liability insurance, sourcing potential grants, and/or completing applications for non-municipal grant programs (e.g., Ontario Trillium Foundation, private sector, etc.) • Volunteer recruitment: posting volunteer needs for upcoming program season on the Town’s website • Leadership training and development: course rebates for community volunteer development to a maximum amount/person/ course (e.g., $50/ year) to a maximum amount per group/organization (e.g., $200/ year), provided the course is a core component of the organization/group’s mandate, with priority being given to certain courses; workshops on preparing grant applications, etc. • Assistance with program planning and operations, registration, fees processing, evaluation, etc. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 204 of 263 134 Grants to Not-for-Profit Community Groups 6 https://webforms.Tillsonburg.ca/Community-Grant-Application-2024 The Town provides grants to community groups through an annual application / selection process.6 It does not appear to be supported by a formal policy. A policy that stipulates the parameters of the funding program could serve to guide potential applicants on the eligibility of their project/ program/service and provide consistency in this regard. Should the Town consider preparing an overarching policy, its scope should be delineated in terms of: • Purpose/role of the grant in implementing municipal service objectives • Group/initiative qualifications/criteria for eligibility • Use of funds (i.e., capital, program/ service seeding) • Expectations regarding group contributions to funded initiative (e.g., matching for capital projects) and ceiling on the amount (e.g., maximum $5,000) • Intent that operating grants are directed to promoting self-sustaining services after a pre-determined period (e.g., two years) and will not be eligible for continued support • Distinguishing from benefits provided through Community Group Affiliation • Reporting requirements on accountability for funds spent, and evaluation of benefit to community • Annual application, review, and selection process Municipal Event Support • To be developed in conjunction with reviewing the existing Special Event Manual & Policy Events - including community-specific and visitor-oriented ones - are becoming a larger component of municipal parks and recreation services. They require careful planning and coordination to implement, and all incur costs to deliver. At the same time, all events can be potential revenue-generators. To this end, there is an increasing emphasis on hosting visitor- attractive events in most communities. The Town’s Special Event Manual & Policy combines both policy and procedures and provides event organizers with detailed direction on the steps required to host an event. An increasing emphasis on larger events with larger geographic draw supports separating community-serving events from those designed to attract visitors to the Town. This can help ensure the municipality’s contributions are in line with its capacity and the anticipated ‘return on investment.’ Moreover, an event designed to attract visitors to the community may warrant assistance (financial or in-kind) from other organizations and agencies that also stand Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 205 of 263 135 to benefit (e.g., surrounding municipalities, regional agencies). The following criteria are suggested for determining an event’s designation as visitor attractive. It: • Must be open to the public and is expected to bring a substantial number of people into the community, and • Is expected to create a positive economic development impact for the community, and • Is expected to promote the area regionally, provincially, nationally, or internationally. It is recommended that the Town preface its Manual with a separate ‘Policy’ chapter, which could also be published online. This section would include the existing text from the Manual that relates to an overarching policy on the Town’s purpose, role, etc. in supporting event provision, and definitions of terms. The policy could be further developed to make the distinction between community and visitor-attractive events and any differences in the Town’s involvement in each. It should also note the requirement to perform a post-event evaluation, with the manual providing the details regarding the evaluation process. The purpose of this exercise would be to determine the costs of delivering the event in relation to benefits to the community, along with feedback on the delivery of the event and metrics on attendance, etc. The outcomes would be used as guidance on hosting the same/similar events in future. Additional discussion on service planning and evaluation is contained in Section 5.7. Collaborations and Partnerships A policy on collaborations and partnerships can provide guidance on the circumstances that prompt agreements with non-municipal agencies/organizations in service delivery, and the purpose, scope and terms of the Town’s involvement. It should cover items related to: • Why the Town is interested in, and encourages these relationships • The types of relationships it envisions • The need to align with the Town’s image, values and standards, and its goals, objectives, policies and by-laws • A framework that describes the types of collaborations/partnerships to be considered and that align with the agreements that will support them (e.g., program/service contracts, license or lease, reciprocal use, corporate sponsorship /advertising, joint facility development and/or joint operating/use agreement) and the relevant agencies/organizations (e.g., other public, not-for-profit, small commercial, corporate) • Requisite compliances (e.g., statutes, by-laws, standards, no conflict of interest, etc.) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 206 of 263 136 • Non-eligible potential partners (e.g., businesses in - alcoholic beverages in services directed those under legal drinking age; weapons production, distribution, sales) Recommendations SD 12. Conduct a service pricing study as the basis for setting fees in relation to cost recovery targets, and to inform a pricing policy, in conjunction with reviewing the existing FARE Policy and incorporating other aspects of inclusion. SD 13. Make an annual Town budget allocation to the FARE program to provide stability to the donated portion. SD 14. Develop a community group affiliation policy to provide clarity and consistency in terms of the range of support services available to all volunteer groups and what they must do to be eligible to be, and remain, affiliated. SD 15. Consult with volunteer recreation groups to confirm the type and extent of required assistance to sustain/grow their programs/events, and to inform development of the policy within the capacity of the Town to provide support. SD 16. Consider the need to prepare a policy for grants to community groups that supplements the current application/selection process. SD 17. Develop an overarching policy on municipal support for events to supplement the Special Events Manual and to guide support to providers for, and evaluation of, community-oriented and visitor- attractive events. SD 18. Develop a Collaboration and Partnerships Policy to guide the Town in working with other providers to deliver recreation, culture and parks services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 207 of 263 137 5.6 Revenue Generating Programs There are potential opportunities to enhance revenue generation to offset the costs of parks and recreation service provision. Certain of these practices are in place now, and other opportunities are also discussed, along with the possible need for policy to support revenue generation. Existing programs include memorial tree and bench, advertising, sponsorship and donations. Suggested programs include kitchen rentals and community capital campaigns. Among those that the Town opts to pursue, priority should be assigned in order of the ease with which each can be implemented. Memorial Tree and Bench Program These types of programs are designed to encourage citizens to commemorate people or events through donations that ‘purchase’ parks-based amenities, some of which are eligible for charitable tax receipts. The Town’s program is currently under review. For comparative purposes, the Master Plan provides a sample of municipal programs - some of which encompass a potentially broader scope for community support, while others are more specific. Components of these policies that the Town does not currently include can be considered as part of the current, or a future, review. The City of Greater Sudbury’s Parks Services Donation and Memorial Program allows the public to “make donations to commemorate a special person, a momentous occasion or simply donate as a philanthropic gesture to beautify a community park. Donations towards the purchase of park enhancements or memorial gifts can include park benches, trees (hardwood and conifers), bike racks, picnic tables, sun shelters, sports equipment (basketball standards, tennis nets, soccer goals, etc.), playground structures, other options to be discussed with Parks Services.”7 The policy also notes that donations for parks are guided by site- specific plans. Strathcona County’s (Alberta) Parkland Memorial Program notes: “The Parkland Memorial Program provides individuals, groups, and organizations with the opportunity to beautify Parkland in Strathcona County by planting trees or installing Parkland Amenities in remembrance, observance or acknowledgment of an appropriate event, occasion or individual. Approval of applications will be based on aesthetic considerations, improvements to the level of service to our Parkland users and with the intention of facilitating planned development in our Parkland. “Amenity” means any bench, table, park furnishing or other structure or development that increases the physical or material comfort of the park. It may include a memorial plaque.”8 7 https://agendasonline.greatersudbury.ca/?pg=feed&action=file&attachment=5992.pdf 8 https://storagecdn.strathcona.ca/files/files/lls-ser-011-023_parkland_memorial_program.pdf Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 208 of 263 138 Indicators from Community Survey • 22% of 400 responses indicate residents would donate an amenity for a park (e.g., bench, tree, picnic table) Sponsorship, Advertising and Donations Tillsonburg’s website provides information and forms on opportunities for “advertising and sponsorship opportunities to assist with promoting your business.” Advertising opportunities are available for signs on rink boards, and interested parties can sponsor a swim, skate or recreation special event. A third way to support recreation, culture and parks is through donations. Advertising and Sponsorship is an area that can be supported by overarching policy that outlines the content, locations, types, processes, and fees for purchasing advertising space in municipal buildings or on municipal properties or for sponsoring projects and events. They are designed to generate revenue for the corporation while ensuring acceptability from various perspectives: legal, appropriate content/ images/messages, etc. The fees charged for advertising and sponsorship should be set within the policy including a process(es) for setting rates, and reviewing them on a regular basis. A general donation program could be considered to support parks and recreation service development. The City of Toronto includes an opportunity to donate to specific service areas with its property tax bills.9 Through the Voluntary Contribution Option on Property Tax Bills, “donations can be made in any amount from $1 up to $50,000… for which a receipt for tax purposes is issued.”10 At the time the program was instituted, areas that were identified for contributions included children’s services; cultural services and museums; parks, forestry and recreation; public libraries. Currently, there are several year-round initiatives and programs specifically related to parks and recreation and the environment listed on the City’s website to which donors can contribute. These include PollinateTO; Urban Forestry; Cultural Vibrancy (includes public art); Senior-Friendly Outdoor Fitness Equipment; Seniors’ Centres (Recreation Material).11 The City’s Policy on Donations to the City for Community Benefits governs the collection and processing of all donations. Potential donation categories for the Town of Tillsonburg could include recreation services in general (i.e., most needed) as well as allowing contributions to be directed to specific infrastructure improvement projects in parks, facilities, waterfront locations, and trails, or in specific program areas that require development. 9 ]https://www.toronto.ca/services-payments/property- taxes-utilities/property-tax/voluntary-contribution/ 10 Source: Staff report P:\2011\Internal Services\rev\ gm11018rev (AFS 14621). October 25, 2011. 11 https://www.toronto.ca/business-economy/ partnerships-sponsorships-donations/donate/ Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 209 of 263 Kitchen Rentals 12 https://www.northglengarry.ca/en/things-to- do/community-kitchens-program.aspx Commercial kitchens within municipal facilities are increasingly being used to generate new revenue streams. A Health Unit certified kitchen can be used for a variety of food and nutrition programs, as well as projects/activities related to communal and/or commercial use of the kitchen. The Township of North Glengarry has embarked on this type of initiative. Their website notes, “Now accepting bookings: The Township of North Glengarry has partnered with the Eastern Ontario Health Unit to launch the new “North Glengarry Community Kitchen” pilot project. This initiative will enable food producers to rent time at the North Glengarry Community Kitchen, located at the Maxville & District Sports Complex (25 Fair Street, Maxville) so that they can produce food items for resale. The cost is $50 per day and food producers are required to have their Food Handlers Certificate and have their recipe validated by the EOHU.”12 Page 210 of 263 140 Indicators from Community Surveys • 50% of 400 responses indicate residents would donate money to a capital campaign • 8% of 400 responses indicate residents would organize/assist with local fundraising events • 7% of 400 responses indicate residents would volunteer to source private sector grants/donors/ sponsors • 57% of user groups (8) were uncertain about contributing to the capital costs of developing new facilities for their use, 29% (4 groups) disagreed and 14% (2 groups) agreed • 79% of user groups (11) would help with fundraising activities for facility development, 21% (3) groups) are uncertain, and none disagreed. Recommendations SD 19. Expand revenue generating programs to help offset the costs of recreation service provision. SD 20. Consider preparing overarching policies to cover revenue generating practices. SD 21. Assign priority to revenue generating programs according to ease of implementation. Community Capital Campaigns Capital campaigns can be used to raise funds for large building projects, as well as for smaller, community-supported initiatives that contribute to parks and recreation infrastructure. Key elements of this approach to planned fundraising include: a predetermined monetary goal attached to providing a concrete project, sufficient lead time to raise funds, a timeframe for closing the campaign, broad-based community involvement in the effort, and ongoing communications about its progress. Incentives are sometimes provided to motivate contributions (e.g., matching funds, public recognition of donors, etc.). Where possible, fundraising campaigns should be coordinated with other similar initiatives in the community to minimize the negative impact of concurrent requests for monetary contributions. The Town does not have the capacity to take on major fundraising projects. Moreover, designing and operationalizing capital campaigns is a specialized field. These initiatives, therefore, should be contracted through an RFP process. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 211 of 263 141 5.7 Service Planning and Evaluation 5.7.1 Process and Information Requirements The overarching goal of planning, monitoring and evaluating recreation, culture and parks services is to contribute to informed decision-making. Figure 5-1: Planning and evaluation process Verify community service needs/ demands Determine those to address according to service delivery method and pricing framework For collaborative work, engage organizations to participate Design program/service response by area (parks trails, facilities, programs Budget and implement action(s) Monitor and evaluate to determine success of response Incorporate results in subsequent planning activities The process works to distinguish between community ‘needs’ and ‘wants’, to respond to ‘needs’ in the most judicious way, and to monitor the success of the response. The overall process is illustrated in Figure 5-1. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 212 of 263 142 The focus of this discussion is areas of information collection and application. The remaining components of the planning process outlined in Figure 3-1 are the topics of other Master Plan discussions (e.g., collaborative work) and/or are ongoing Town functions (e.g., budgeting and implementing actions). Table 5-7 on the following page summarizes the key components of information collection and use in needs-based services planning to: • Verify community service needs • Monitor and evaluate the success of the service response • Incorporate results in subsequent planning activities Although it deals with both facilities and programs/services under the same headings, it is noted that facility (infrastructure) planning is typically a longer-term endeavor than program planning, which is annual or even seasonal. The relationship between programs/services and facility needs is an iterative process, which is not conveyed in the distinction the table makes for the purposes of this discussion. Additional discussion on program planning and evaluation is contained in Section 2.0. The table also includes tasks that may already be conducted by the Town to show where they fit in relation to other activities. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 213 of 263 143 Table 5-7: Services planning information requirements and application Recreation management software enables information collection on service use and trends in performance to inform the planning and evaluation process. The Town has invested in software that it uses for certain recreation services management functions. In expanding its planning and evaluation capacity, Department staff can develop a comprehensive menu of information requirements - based on needed indicators in all service areas. Using these needs as a guide, the Town can decide on the potential to upgrade existing or the need to introduce new recreation management software to fulfill its requirements. Other considerations with respect to recreation management software improvements will be its working compatibility with other corporate systems, and particularly those that relate to budgeting. Verify community service needs Facilities Programs/Services Maintain a Single, Comprehensive Inventory Document and regularly update an inventory of all facilities and relevant information by type. Ideally, all facilities now or potentially available for community use in the Town should be included in a single, integrated data base Document and regularly update an inventory of all programs and relevant information by type. Ideally, all programs/services available either directly or indirectly through collaborations with the Town should be included. Document Data on Use Related to Capacity Track actual hours of facility use in relation to capacity (within total prime and non- prime time hours, where applicable).13 Institute periodic, rotating checks on unscheduled facilities to document use at different times Track program/service fill rates in instances with a capacity limit or simple counts of participants / users / attendees when no limit on capacity. Develop Indicators of Unmet Demand Document information on unmet demand for facilities, programs and services from organized users, community engagement via an online community engagement tool, resident inquiries/requests to the Town, and formal market research. Monitor and evaluate to determine success of response Measure Service Performance Against Targets Using tools noted above to gather feedback, evaluate success of individual facilities and programs/services on an ongoing basis with organized and casual users, program participants and instructors, in relation to pre-determined performance targets. Incorporate results in subsequent planning activities Adjust Service Plans According to Evaluation Findings As a cyclical activity covering both short and long-term service provision, the findings on evaluation can be used to maintain alignment between the supply/delivery of services and community needs. 13 Actual use is the same as scheduled use if all hours scheduled are used. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 214 of 263 144 5.7.2 Incorporating Data in Services Planning reflect changing levels of participation and use. A sport or activity that shows high growth in participation today may level off or decline in future years and initially projected facility needs might require reduction. The results of this work will reveal patterns of use/participation over time, available facility/program capacity that is not being used, and measures of outstanding demand. The Town can determine if the response to unmet demand will be adding more facilities/programs to supply or improving the performance of existing services. Facility options to this might include lighting unlit fields, repurposing facilities, reallocating use, financial incentives to push use to less preferred times, etc. Program/service options might be adding more sessions of particularly popular programs or adding new programs. For underused services, feedback through evaluations might reveal a range of factors leading to offering fewer times or locations for the same program, rescheduling to more convenient times, or discontinuing the service. Facility implications might include consolidation of similar facilities, relocation or removal from supply. The results of the monitoring and evaluation will also inform annual planning and budgeting and can be used to update relevant components of the Master Plan (e.g., revise population-based planning ratios when sufficient data is available to base projections on actual use of all facilities by type). The extent that these measures can be used to project into the future will also assist in confirming longer-term facility requirements. At the same time, long-term projections must be subject to ongoing monitoring, verification and, if required, adjusted to Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 215 of 263 145 As the Town’s work with other non-municipal providers grows, joint service planning by all key providers in the community should occur on a regular basis, with a view to integrating the efforts of all in developing facilities, programs and services. The municipality can take a leadership role in facilitating joint planning activities. This will help ensure a comprehensive, whole community approach to service planning and provision, especially as Tillsonburg grows and services expand. The number of sessions per year in which all participants should engage can be determined collectively. At least one full group session per year, however, would be required. Ideally, it should be scheduled to align with both service and budget planning but this might not be possible with multiple participants. Smaller group planning sessions, therefore, by specific service area may be more reasonable in terms of accommodating other organizations, with the Town then feeding this information into internal planning activities. Engagement in major project planning/development or one-time events can be more narrowly defined in terms of the parties involved and the number of ‘sessions’ needed. Periodic joint sessions may also be needed to address new/unforeseen topics of relevance to the parties involved. A process that works for the Town and other providers, therefore, should be developed and implemented in the short-term and it can grow over time, as needed. 5.7.3 Engaging Other Service Providers Recommendations SD 22. Using recreation management software, develop an enhanced data base to apply in a formal recreation facilities and programs/ services planning to: verify community service needs, monitor and evaluate the success of the service response, and incorporate results in subsequent planning activities. SD 23. Take the lead in developing and implementing regularly occurring joint facilities, programs, and service planning sessions with all key non-municipal providers in Tillsonburg. SD 24. Conduct project, program or service specific planning sessions with other providers, as required. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 216 of 263 146 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The 2020 Recreation, Culture, Parks Service Review noted that “RCP makes extensive use of best- practices including service… the use of specialized equipment and software, partnering with community groups, use of online registration, use of social media for outreach…” (Executive Summary, p.1). 14 14 Source: Town of Tillsonburg. Recreation, Culture, Parks Service Review – Final Report Abstract April 22, 2020. The Clarico Group Inc. At the same time, it recommends reviewing a number of services and service levels, and utilizing technology for cost-avoidance, improved communication, and improved cost-effectiveness, which is in line with the findings of the Master Plan. Page 217 of 263 147 5.8 Marketing, Communications and Promotion As shown in Table 5-8, there is considerable potential to build social media use for communication purposes, which could include creating social media accounts specific to recreation. Residents who are interested in recreation services may be more likely to follow/subscribe to an account dedicated to this topic than general municipal updates. Staff operating these accounts can also quickly re-share upcoming programs, events, and news from other community providers. This is particularly useful for community events that are not regular occurrences and so are not published in the Recreation Guide. Those that are spontaneously organized or occur only once can be quickly promoted via dedicated social media channels. As noted in Section 5.3, however, the current part time allocation does not provide sufficient coverage for both creating promotional material and communicating with the public on a day-to-day basis. Communications channels can also be used by the Town to promote its work in parks, culture and recreation services. The Municipality of Port Hope, for The Town’s work would benefit from a marketing plan that clearly establishes its business objectives in recreation, culture and parks services and develops a comprehensive strategy to achieve them. The long-standing 4Ps of marketing are product, price, place and promotion. While pricing public services differs from that of the private sector, the other aspects of marketing are important to shaping the municipal role in service delivery in the face of increasing demands/expectations and fiscal constraints in responding to these. Of particular importance in Tillsonburg is the communications component of service delivery. This emerged as a key area for improvement. While together, the marketing staff person and the Department produce a high quality, informative Recreation Guide, the potential for real time communications through social media is lacking. Table 5-8 demonstrates these limits to community awareness of/learning about recreation services, as reported by survey respondents. Table 5-8: Use of information sources about recreation services Source % of 400 responses Town website 45% Recreation Guide 33% Facebook 22% Tillsonburg News 16% Word of mouth 3% Instagram 2% None of the above/do not use 12% Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 218 of 263 148 example, produces an annual graphically portrayed Parks, Recreation and Culture Year-in-Review15 that summarizes the past year’s work in developing, operating, and maintaining these services. Much of this information is already available or would be captured in monitoring activities and could be used to produce an ‘annual report’ to Town residents. To develop the range of functions/products needed in marketing, communications and promotion, the Town should prepare a marketing strategy to include the scope of responsibilities to be assigned to a dedicated full time position (see Section 5.3). It should also provide guidance on a suite of communications and promotion methods/tools to be used by the Town in a program designed to deliver comprehensive coverage and real time information. The Town can also take the lead role in facilitating awareness and promotion of all parks, culture and recreation services in the community - Town, other public, not-for- profit and private sector, as appropriate. A marketing strategy can outline the networking process(es) to encompass both municipal and non-municipal service providers in promotion activities. 15 https://www.porthope.ca/en/your-municipal- government/prc-year-in-review.aspx Recommendations SD 25. Prepare a marketing and communications strategy for the Recreation, Culture and Parks Department to provide direction on effective processes and tools for these functions. SD 26. Develop social media channels specifically for the Recreation, Culture and Parks Department. SD 27. Prepare and post an annual services ‘year-in-review’ that summarizes and informs the community about the Town’s achievements in parks, recreation, and culture services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 219 of 263 149Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 6.0 Implementation 6.1 Implementation Considerations The proposed roll-out of recommendations is based on the information available at the time of Strategy development and includes the following considerations. Operations vs. Capital Projects Of the 115 recommendations, 83 are operational in nature. This means the implementation of these recommendations would be undertaken by staff as part of their day-to-day activities. The remaining 23 capital recommendations and 7 recommendations to undertake supplementary studies require discrete budget allocations for execution. This includes both improvements/repairs to existing facilities, as well as the design and construction of new facilities and amenities. The capital cost estimates for parks and trails include design fees, initial project start-up permits, insurance, protection fencing, construction signage, contingency and cash allowance. Page 220 of 263 150 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Dependencies and Efficiencies While recommendations are described as individual initiatives, many are interrelated and need to be considered in the larger context of achieving efficiencies in implementation. Some recommendations must be initiated and completed before other recommendations can begin, while others may benefit from being undertaken simultaneously in terms of process efficiency and providing a more fulsome approach to physical improvements. Budget Considerations The implementation sequence attempts to evenly distribute the costs of recommendations over the Master Plan’s 10-year time frame. It should also be noted that costs for some recommendations are not available and are yet to be determined. These have been noted in the forecast and would be in addition to the numbers provided in the Master Plan. Another factor to consider are cost premiums/ fluctuations due to inflation. The current economic situation makes it especially difficult to attach reliable estimates to recommendations. Staff Resources The need for staff resources to do the work requires both a distribution of tasks over time and, in some cases, hiring additional staff to take responsibility for implementation. It will also require coordinated efforts both internally and externally. Flexibility The proposed schedule reflects a reasonable roll-out, assuming no major obstacles to activation. However, it is expected that some projects may need to be delayed due to unforeseen circumstances. There may also be opportunities to “fast-track” other initiatives. Ongoing initiatives are to be carried through each year to the end of the Strategy’s term. Their applicability throughout the entire period, however, will depend on evolving needs in relation to service development. For example, program expansion for specific interests may be sufficient to meet demand in considerably less than 10 years (subject to potential changes based on continuation of monitoring and verification needs). The point at which this will happen, however, is unknown and thus not identified as an “end-date” in implementation. The recommendations shown as time-limited endeavors may also extend beyond the years shown. It may take longer to complete the identified activities and/or the completion of a recommendation may result in a new system component or procedure. Recommendations to establish formal agreements or contracts, for example, are shown as time-limited for negotiating arrangements that will create new, ongoing relationships between the municipality and other providers (e.g., volunteers, agencies, businesses, etc.) Page 221 of 263 151Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Bill 23 Implications and Financing Considerations In 2022, the provincial government passed Bill 23, the “More Homes Built Faster Act,” to increase the supply of Ontario’s market housing over the next ten years. The legislation revised ten provincial Acts including but not limited to the Conservation Authorities Act, Development Charges Act, and Planning Act, which resulted in significant implications for Ontario’s land use planning regime. Bill 23 overrides zoning by-laws to increase density but simultaneously limits municipalities’ ability to use development charges and parkland requirements toward concurrent infrastructure and services that support that density. For municipalities experiencing residential growth, adherence to Bill 23 has a disproportionate impact on finances. Specifically, parkland dedication caps have been altered under Bill 23 such that the maximum alternative rate was cut in half from 1 hectare per 300 dwelling units to 1 hectare per 600 net residential units; likewise, the cash-in-lieu parkland rate for medium- and high-density developments was cut in half from 1 hectare per 500 dwelling units to 1 hectare per 1,000 net residential units. Sites of five hectares or larger are now capped at 15% parkland dedication, while sites less than five hectares are capped at 10% parkland dedication. Municipalities must also accept encumbered lands (e.g., land with below-grade infrastructure) or privately-owned publicly- accessible open spaces (POPS) as parkland conveyance. Page 222 of 263 152 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan are expected in 2024. Until any additional changes are made, other revenue- generating tools, innovative financing, and collaborative partnerships will be crucial for addressing financial deficiencies and creating complete communities that meet provincial pledge targets. Appendix D: contains a supplementary discussion on various revenue generating tools or initiatives Tillsonburg may wish to consider. Similarly, Bill 23 reduces the amount of development charges permitted under municipalities’ existing and future development charges by-laws. Development charges for rental housing units have been further reduced. Municipalities can no longer use development charges to purchase land for growth-related infrastructure or fund planning studies or assessments. In addition, a variety of new housing units – affordable, attainable, non-profit, and inclusionary zoning housing units, as well as gentle density (up to three units per lot) and rental buildings with four or more units – are exempt from development charges and parkland dedication fees. Revised definitions of these housing typologies may result in larger proportions of housing supply considered eligible for these exemptions. Consequently, the revenue shortfalls resulting from Bill 23 present significant challenges to delivering current, planned, and future infrastructure necessary in residential communities. The quality and location of new parkland and facilities will be compromised, with fewer amenities, pressure to collaborate on shared space, and more reliance placed on the existing parks system. This will result in increased maintenance needs and negative effects on the environment that dispel the Town’s efforts to mitigate the risks and impacts associated with climate change. In response to communities’ concerns, the Province will be conducting an audit of municipalities in the Greater Toronto Area to assess Bill 23’s impact on municipal revenues. Results Page 223 of 263 153Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 6.2 Implementation Strategy This section outlines the proposed implementation plan for the Strategy’s recommendations. Following a discussion of key considerations, the recommendations are presented by the service areas of the Strategy: Programs and Events (PE), Facilities (F), Parks, Trails and Cemetery (PCT), and Service Delivery (SD). Recommendations are accompanied by anticipated costs and timelines for completion of discrete tasks. For a more complete explanation of each recommendation, please refer to the corresponding discussion in the appendices. This Master Plan should be considered part of a living document. In monitoring and evaluating the Master Plan, changes that result from work completed should be reflected in systematic reviews that track the initiation, progress, and completion of all items as they are implemented in annual work plans and budgets. Operations Capital Studies #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Programming and Events PE 1 Introduce a recreation program evaluation procedure to document and track participant feedback. $0 PE 2 Develop a strategy to ensure equipment used for programs (e.g. exercise equipment) is available and in a state of good repair. $0 PE 3 Implement a short-duration programming model to pilot new programs and assess long-term program interest. Programs can include both active and non-sports related programs (e.g., culinary courses, adult crafting, photography, youth coding, adult trail walking groups). $0 PE 4 Explore opportunities with volunteer groups to develop a Welcome Wagon program for new Tillsonburg residents. $0 PE 5 Apply an equity lens at the outset of program planning.$0 Page 224 of 263 Operations Capital Studies 154 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost PE 6 Developing accessible and inclusive marketing and communication materials to amplify awareness of available programs and events. $0 PE 7 Revive a community wide volunteer recognition program in partnership with other program providers. $0 PE 8 Assess opportunities for the Town to expand preschool and toddler programs in current indoor and outdoor facilities. $0 PE 9 Consider options for dedicated preschool program space in any future expansion of the Community Centre. $0 PE 10 Expand non-sport recreation programs for children and youth.$0 PE 11 Explore development of a youth leisure space.$0 PE 12 Provide after school activities for children and teens.$0 PE 13 Explore Oxford County Library (Tillsonburg branch) partnership for equipment lending initiatives. Consider sponsorship opportunities with service clubs. $0 PE 14 Tailoring programs to align with the preferences of adults, such as pilates, cardio kickboxing, and dance classes, under a short-term duration program model, is recommended to enhance engagement. $0 PE 15 Explore opportunities to expand trail-based recreation programs and activities (e.g. local heritage, arts and culture, early childhood education, community stewardship and leadership, and local ecology focused programs) in collaboration with local organizations. $0 PE 16 Explore opportunities to introduce non-motorized water-based programs (e.g. canoe, kayak) on Lake Lisgar. $0 Page 225 of 263 Operations Capital Studies 155Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Total Programming and Events $0 $0 $0 $0 Recreation Facilities Indoor Facilities F 1 In the short-term take necessary steps to make better use of existing ice pads to accommodate prime time use by integrating limited unused time into schedules, extending operating hours past current night time shut-down, extending the ice-in season at both ends, and introducing cost-related incentives to shift use to regularly unused times. $0 F 2 Build non-prime time use to optimize facility use and generate additional revenues. $0 F 3 Conduct a feasibility study for a third ice pad in conjunction with other facility requirements through building expansion and/or reconfiguring/repurposing existing spaces, and/or major capital updates, at the Community Centre. $90,0001 $90,000 F 4 As part of a strategic approach to future redevelopment of the Community Centre, continue to integrate required space additions/ upgrades (e.g., AODA compliance) through a combination of building expansions and interior renovations to repurpose existing spaces. $0 F 5 Base decisions on health club expansion and 24/7 access on the extent of building changes required to accommodate it, in relation to the Town’s position within the local commercial market for these services. $0 F 6 Determine and set a pool water temperature that meets the needs of both warm and cool water uses/programs. $0 1 This is a large study involving several professional disciplines, which may require some external assistance in writing a detailed RFP. Page 226 of 263 Operations Capital Studies 156 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost F 7 Designate the Lions Den or the Marwood Lounge as a program room first, with rentals taking second priority, to provide guaranteed program space and effect a more equitable distribution of use across existing rooms. $0 F 8 Plan to add a gym, additional multi- purpose program spaces, and an indoor track to future facility supply. $6,000,000 $6,000,000 F 9 Include the Tillsonburg Senior Centre as part of planned integrated design and functional improvements to the Community Centre. $0 F 10 Consult with the Station Arts Centre and Tillsonburg Museum interests to consider the potential for capital cost contributions from other municipalities that benefit from the regional tourism role of these facilities. $0 Outdoor Facilities F 11 As part of asset management work, include a determination of required capital improvements and costs for each diamond in terms of its intended function. see F23 $0 F 12 Determine the need to replace diamonds at the Community Centre grounds based on the outcomes of the recommended feasibility study (F 3). TBD $0 F 13 For diamonds that require replacement and the need for one (1) additional hardball and four (4) additional softball diamonds to meet growth related needs, determine the cost-benefit of investing in existing municipal diamonds through upgrades/lighting vs. building new facilities elsewhere. TBD TBD $0 F 14 Incorporate findings in a master plan for Memorial Park and Community Centre as a combined indoor/outdoor recreation hub. $40,000 $40,000 Page 227 of 263 Operations Capital Studies 157Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost F 15 If evidence of need for additional soccer fields to meet organized community activity is provided to the Town, it should develop required facilities for municipal ownership, operation and scheduling. $0 F 16 A location other than Gyulveszi Park, that can accommodate facility expansion over time, should be the site of any future soccer field development. $0 F 17 The needs of other community groups for access to multi-use facilities for lacrosse, field hockey, football, etc. should also be considered in designing and constructing new fields. TBD $0 F 18 Provide three (3) planned dedicated pickleball courts, after which the three (3) existing dual courts should be dedicated to tennis. $100,000 in 2024 Town budget (not included in Master Plan totals) $100,000 F 19 Plan on providing up to two (2) more of each type of court during the term of the Master Plan. $70,000 $70,000 $140,000 F 20 Monitor use on all courts and provide additional tennis or pickleball courts based on capacity use of existing facilities. $0 F 21 Select location for planned pickleball courts in terms of opportunities to add more in the future. $0 Strategic Approach to Facility Provision F 22 Prepare detailed building condition assessments of all indoor and outdoor facilities. $80,000 $80,000 F 23 Prioritize, budget and undertake essential building/facility repairs.$0 F 24 Prepare a strategic plan to identify required facility upgrades, additions/ expansions to supply, priorities and phasing for development. $0 Total Costs of Recreation Facilities $220,000 $6,160,000 $70,000 $6,495,000 Page 228 of 263 Operations Capital Studies 158 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Parks, Cemetery, and Trails Accessibility, Safety, Comfort and Usability PCT 1 Ensure that all playgrounds are maintained to CSA standards and within the Accessibility for Ontarians with Disabilities Act. $0 PCT 2 Update the Tillsonburg Development Guidelines and Design Criteria to incorporate accessible seating, play equipment, and pathway/ trail design in the design phase. $0 PCT 3 Consult with the Town’s Accessibility Advisory Committee (AAC) during the park design and upgrade process, and when updating Town guidelines. $0 PCT 4 As parks and playgrounds are updated for accessibility, update Town inventories and webpages to include the new information. $0 PCT 5 Provide shelter (in the form of structures and tree planting) and seating at all parks, that is adequate for the amount and type of use. TBD TBD TBD $0 PCT 6 Supply washroom access and a drinking water source in high-traffic parks and trail heads that have visitors for extended periods at a time. TBD TBD TBD $0 PCT 7 Provide lighting, warming stations, seating, and washroom access during the shoulder seasons and winter months at parks that host activities year-round. TBD TBD TBD $0 PCT 8 Improve signage at parks, recreation facilities, and along roadways and major pedestrian routes, and ensure signage is AODA accessible. $75,000 $75,000 PCT 9 Provide hazardous waste disposal receptacles and accompanying signage at parks and trails where needed. $50,000 $50,000 Page 229 of 263 Operations Capital Studies 159Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Naturalization and Tree Planting PCT 10 Implement managed naturalization practices, consulting with the community before embarking on projects. $0 PCT 11 Provide educational signage about the benefits and methods of naturalization, along with warning signs for ticks. $25,000 $25,000 PCT 12 Plant trees in accordance with the Town Tree By-law (4001) and in consultation with the Oxford County Managed Forest Plan, 2018 – 2027 in selecting species for planting. $0 PCT 13 Hire a seasonal horticulturist, with potential to grow it to a year-round position. $0 Provision and Access PCT 14 Adopt the updated parkland classification system.$0 PCT 15 Provide a minimum of 35.3 additional hectares of parkland or trails over the next 10 years, to maintain provision levels as the population grows. $0 PCT 16 The amount of total parkland/trails provided in new developments should meet or exceed the current park provision ratio of 4.3ha:1,000 people. $0 PCT 17 Leftover landscaped spaces such as awkward slivers of land, boulevard mediums, round-a-bout centres, or traffic island gateway features should not qualify as park space as part of parkland dedication from developers. $0 PCT 18 New parkland should be located with consideration of the access map (Figure 4-2), to provide parks or trails to those in areas who are not currently within 800 metres of an existing park. $0 PCT 19 Parkland from new developments in the north and west end of Town should include at minimum a Community Park in each area (total of two additional Community Parks). $0 Page 230 of 263 Operations Capital Studies 160 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette PCT 20 Pending results of the BCA for Gibson House, if possible, develop a restroom and other required amenities (e.g., kitchenette) for future use. $0 PCT 21 Continue to support the efforts to improve the Lake’s water quality.$0 PCT 22 Construct a boardwalk as recommended in the 2017 Memorial Park Master Plan.$250,000 $250,000 Community Centre Hub: Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, Rotary Park PCT 23 Provide wayfinding signage through the Community Centre hub directing people to the various facilities, amenities, and connections. $25,000 $25,000 PCT 24 Update the water features at Lake Lisgar Water Park. PCT 25 Work with the Kinsmen to determine updates and further expansion of the bandshell. $150,000 $150,000 PCT 26 Assume responsibility of the Fair office, canteen, and Crystal Palace buildings to allow potential changes to the site to accommodate a Community Centre expansion. If required, find alternative building space to accommodate Fair operations in the interim. $0 PCT 27 Once the Community Centre building design is determined, design the surrounding site to accommodate a Parks operations base, as well as space for continued operation of the Fair. $0 PCT 28 Remove the condemned Pigeon Barn from Town facility supply.$0 PCT 29 Dedicate the McLean rink for casual stick/sport use, and install lights and cameras to discourage vandalism. $0 Annandale Park PCT 30 Add a unique playground to Annandale Park that provides activities for various age groups, and for various types of play. Undertake community consultation as part of the playground design process. $350,000 $350,000 Page 231 of 263 Operations Capital Studies 161Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost PCT 31 Continue to maintain the concessions/ washroom building and keep it in a good state of repair. $0 Coronation Park PCT 32 Continue with plans to add additional community garden plots at Coronation Park. $0 PCT 33 Assess the feasibility of undertaking grading work to protect existing assets at Coronation Park from flooding. TBD based on results of study $0 New Community Parks PCT 34 Provide an outdoor rink dedicated to family/casual skating, which is suitable for events at one of the new Community Parks. $0 PCT 35 If near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), locate them at one of the new Community Parks. $780,000 $780,000 Trail Recommendations PCT 36 Discuss the possibility of clearing additional trail segments with the roads department. Select segments based on level of use, proximity to schools and older adult communities, and feasibility for Roads crew. $0 New Trail Segments PCT 37 Develop a trail continuation of the Participark trail north of Concession St. W through the natural area to Quarter Town Line. $50,000 $50,000 PCT 38 Develop a trail connection between Coronation Park and Cadman Park, through the natural area/along the waterway. $75,000 $75,000 PCT 39 Parkland dedication in the form of trail systems should be considered, and strongly encouraged in areas of Town that are not well connected to the trail system otherwise, and where larger recreation facilities (e.g., sport fields) are not required. Page 232 of 263 Operations Capital Studies 162 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Cemetery PCT 40 Focus on providing more columbaria options in future cemetery development.$0 PCT 41 Design the cemetery with variety in mind - in terms of landscapes, burial options, columbaria types, seating types etc. $0 PCT 42 Provide a green burial area.$0 PCT 43 Develop the cemetery as an accessible, beautified greenspace with gardens and paths throughout. $0 PCT 44 Increase promotion of events that occur at the cemetery such as Decoration Day and Remembrance Day. $0 Total Cost Parks, Trails, & Cemetery $325,000 $650,000 $855,000 $1,830,000 Page 233 of 263 Operations Capital Studies 163Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Service Delivery Role of the Municipality in Service Delivery SD 1 In developing its services and meeting the needs of a growing population, the Town will continue to act in both direct and indirect capacities. $0 SD 2 In further developing programs, events, parks and facilities within the Town’s mandate, pursue opportunities to leverage both the resources of the municipality and other parties, agencies/organizations in mutually beneficial collaborations. $0 Recreation, Culture and Parks Department Staffing SD 3 A full-time marketing, promotions and communications staff position within the Department should replace the current half-time position that is shared with the marketing and communications department. $165,000 $165,000 $220,000 $550,000 SD 4 Additional Department staff or enhanced competencies are required to develop the following areas of service: facilitation work with volunteer community groups; planning and evaluation; direct programming in culture and heritage; and horticulture. $0 SD 5 Additional contracted instructors will be required to allow programs to be diversified and added to supply. $0 Advisory Committees of Council SD 6 Include reference to the current Recreation, Culture and Parks Master Plan in all committees that are engaged in advising on implementing its recommendations. $0 SD 7 Reflect recreation-based tourism in the mandates of all relevant Committees or consider instituting a separate Tourism Advisory Committee. $0 SD 8 Preface the Special Events Manual with an overarching policy on municipal support for events. $0 Page 234 of 263 Operations Capital Studies 164 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Collaborations and Agreements SD 9 Approach TSC regarding renegotiating the agreement for use and operations of Tillsonburg Soccer Park on Town property. $0 SD 10 Prepare a process and contract for engaging program instructors.$0 SD 11 Ensure all collaborations are supported by appropriate agreements.$0 Policy Requirements SD 12 Conduct a service pricing study as the basis for setting fees in relation to cost recovery targets, and to inform a pricing policy, in conjunction with reviewing the existing FARE Policy and incorporating other aspects of inclusion. $40,000 $40,0002 SD 13 Make an annual Town budget allocation to the FARE program to provide stability to the donated portion. $60,000 $60,000 $60,000 $200,000 SD 14 Develop a community group affiliation policy to provide clarity and consistency in terms of the range of support services available to all volunteer groups and what they must do to be eligible to be, and remain, affiliated. $0 SD 15 Consult with volunteer recreation groups to confirm the type and extent of required assistance to sustain/grow their programs/events, and to inform development of the policy within the capacity of the Town to provide support. $0 SD 16 Consider the need to prepare a policy for grants to community groups that supplements the current application/selection process. $0 SD 17 Develop an overarching policy on municipal support for events to supplement the Special Events Manual and to guide support to providers for, and evaluation of, community- oriented and visitor-attractive events. $0 2 parks and recreation component only; corporate-wide study would increase cost Page 235 of 263 Operations Capital Studies 165Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost SD 18 Develop a Collaboration and Partnerships Policy to guide the Town in working with other providers to deliver recreation, culture and parks services. $0 Revenue Generating Programs SD 19 Expand revenue generating programs to help offset the costs of recreation service provision. $0 SD 20 Consider preparing overarching policies to cover revenue generating practices.$0 SD 21 Assign priority to revenue generating programs according to ease of implementation.$0 Engaging Other Service Providers SD 22 Using recreation management software, develop an enhanced data base to apply in a formal recreation facilities and programs/services planning to: verify community service needs, monitor and evaluate the success of the service response, and incorporate results in subsequent planning activities. $0 SD 23 Take the lead in developing and implementing regularly occurring joint facilities, programs, and service planning sessions with all key non- municipal providers in Tillsonburg. $0 SD 24 Conduct project, program or service specific planning sessions with other providers, as required. $0 Marketing, Communications and Promotion SD 25 Prepare a marketing and communications strategy for the Recreation, Culture and Parks Department to provide direction on effective processes and tools for these functions. $50,000 $50,000 SD 26 Develop social media channels specifically for the Recreation, Culture and Parks Department. $0 Page 236 of 263 Operations Capital Studies 166 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost SD 27 Prepare and post an annual services ‘year-in-review’ that summarizes and informs the community about the Town’s achievements in parks, recreation, and culture services. $0 Total Cost for Service Delivery $315,000 $225,000 $280,000 $820,000 Page 237 of 263 Page 238 of 263 Page 239 of 263 Appendix A: Facilities Ice Schedule and Use Page 240 of 263 170 MON TUES WED THURS FRI SAT SUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Figure A-1: Community arena ice schedule MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult7:15 Figure Skating 7:30 Thunder 7:45 Penny8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups Appendix A Page 241 of 263 171 MON TUES WED THURS FRI SAT SUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00 Available Prime 8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 Public Skate Public Skate 2023/24 - MEMORIAL ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00 Available Prime 8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 Public SkatePublic Skate 2023/24 - MEMORIAL ARENA SCHEDULE Public Skate Figure A-2: Memorial arena ice schedule MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette7:00 Adult 7:15 Figure Skating 7:30 Thunder7:45 Penny 8:00 Available Prime Time 8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating7:30 Thunder 7:45 Penny 8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups Appendix A Page 242 of 263 Memorial Arena 2023/24: Prime Time Used Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive TMHI 6.0 5.0 5.0 4.0 8.0 7.0 4.0 3.0 5.0 4.0 9.0 7.0 14.5 14.0 Ringette 2.0 0.0 6.0 5.0 Adult 1.5 0 1.5 0.0 2.0 2.0 Figure Skating 0 1.0 4.0 4.0 0.0 1.0 Thunder 1.5 1.5 2.5 2.5 Penny 1.0 0.0 8.5 6.0 6.50 5.50 10.0 7.0 8.0 7.0 6.5 5.0 17.5 14.5 16.5 16.0 unused prime time Weekday AM 2.25 1.75 0.25 0.25 2.25 ~~ Weekday PM ~1.0 1.0 1.0 ~~~ Saturday ~~~~~2.25 ~ Sunday ~~~~~~1.0 Community Arena 2023/24: Prime Time Used Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive TMHI 8.0 4.0 2.0 2.0 2.0 1.0 5.0 5.0 6.0 6.0 10.75 10.25 6.0 4.0 Ringette 3.25 2.25 2.0 1.0 3.0 3.0 3.75 3.75 6.0 4.0 Adult 0.75 0.75 1.0 1.0 3.0 3.0 2.0 2.0 2.0 2.0 6.0 6.0 Figure Skating 3.75 4.25 Thunder Penny 1.0 1.0 12.0 7.0 8.75 8.25 9.0 8.0 7.0 7.0 6.0 6.0 16.5 16 18.0 14.0 public skate 1.5 unused prime time Weekday AM 1.25 1.0 0 1.25 2.25 ~~Weekday PM 0 0 0 0 ~~~ Saturday ~~~~~2.0 ~ Sunday ~~~~~~1.25 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Figure A-3: Memorial arena ice schedule (prime time use) MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating7:30 Thunder 7:45 Penny 8:00Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups 172 Appendix A Page 243 of 263 This page is left blank intentionally Page 244 of 263 Appendix B: Parks & Trail Inventory Page 245 of 263 175 Table B-1: Inventory of Town parks Park Details Supporting amenities Facilities/ amenities for self-directed use Facilities for rental use Other notes 1 Annandale Diamonds (Concession St. East) • parking • permanent washrooms • concessions • youth baseball (4) • slo-pitch (4) • t-ball (4) • soft ball (4) 2 Bert Newman Park (14 Lisgar Ave.)Open space 3 Cadman Park Trails swing set 4 Clock Tower Parkette (Corner of Bridge and Broadway) • seating • tables • gardens • antique clock tower The clock tower may be moved to the location of the new town hall - 10 Lisgar 5 Cranberry Park • seating • playground Part of park is a road allowance 6 Gibson House Parkette (48 Sanders St.) • parking • seating • seasonal washroom • dock • gazebo 7 Glendale Park • seating • playground Heavy teenage use 8 Gyulveszi Park • Parking • playground • open space • practice fields (soccer) 9 Kinsmen Memorial Parkette (48 Sanders St.) • seating Lake views 10 Kinsmen Participark (55 Concession St. West) • parking • seasonal portolet • play equipment • trail • green space 11 Kiwanis Coronation Park • parking • seasonal portolet • playground • disc golf • community garden plots Appendix B Page 246 of 263 176 Park Details Supporting amenities Facilities/ amenities for self-directed use Facilities for rental use Other notes 12 Library Park • AODA Accessible playground • gazebo installed in 2023 13 Memorial Park (48 Sanders St.)• parking • Lake Lisgar Water Park • Summer house, dock and boat launch • basketball court • pavilion • playground (accessible) • splash pad • multi- purpose pad/ skating rink • off leash dog park • hardball (2) • slo-pitch (1) • bandshell • pavilion Lake Lisgar Water Park has: • parking • permanent washrooms/ change rooms • concessions • connections to Trans Canada Trail and McLaughlin Way Trail • home site of Tillsonburg Fair • Turtle garden 14 Northcrest Park • seating • concrete path • playground Installed in 2023 15 Oak Park • seating • playground • basketball court • trail stormwater management pond at north end 16 Optimist Park (50 Hardy Ave.) • parking • seasonal portolet • playground • skate park • pump track • youth baseball (2) Optimist and Rotary parks are sometimes considered one, and referred to as Rotary Park There is a committee for the redesign of the area Table B-1 Continued: Inventory of Town parks Appendix B Page 247 of 263 177 Park Details Supporting amenities Facilities/ amenities for self-directed use Facilities for rental use Other notes 17 Oxford Parkette • seating (benches and picnic tables) • flag poles • water feature 18 Rotary Park (45 Hardy Ave.)• parking • playground • outdoor fitness equipment • tennis/ pickleball (3) 19 Southridge Park • benches and picnic tables • playground • multipurpose pad/basketball court • Trail Located beside Southridge Public School; heavy use by students 20 Tillsonburg Community Garden (26 Bloomer St.) • parking • picnic shelter Volunteer funded and operated 21 Tillsonburg Soccer Park (275 Quarter Town Line) • parking • permanent washrooms • concessions • picnic shelter • regulation soccer (6) • junior soccer (2) Operated and leased by Tillsonburg Soccer Club. Town has no role. 22 Trans Canada Trail - Borden Crescent (27 Hillydale Ave.) • parking • playground • trail Tillsonburg maintains; LPRCA owns land. 23 Trottier Park (3 Trottier Dr.) • parking • benches, picnic tables • playground • trails Located on main road (Baldwin) 24 Westmount Park • seating • playground • large open space Used by Special Olympics for Lawn Bowling practice Table B-1 Continued: Inventory of Town parks Appendix B Page 248 of 263 178 Table B-2: Inventory of Town trails #Trail Name Length Amenities Notes 1 Carroll Trail (21 Van St)786.7m (4.39km) • trail head signage • river lookout • benches • shared bridge with golf course • gravel and paved pathways • donated land and money from Pat Carrol and Family • shared land with golf course • shares space with Trans Canada Trail (TCT) • unmaintained Nov-May 2 Trottier Woods Trail (3 Trottier Dr.) 162.2m (0.13km) • gravel pathway • maintained by Parks staff • room for expansion • unmaintained Nov-May 3 South Ridge Trail (20 South Ridge Rd) 221.1m (0.22km) • access to playground access to basketball nets • benches • garbage cans • paved pathway, • unmaintained Nov-May • heavily used by South Ridge Public School 4 Northcrest 2 Trail (44 Martin St) 357.3m (0.47km) • Benches • bike racks • garbage cans, access to playground • new from 2022 • trail is concrete • trail will connect to future trails in the area • can gain access to TCT • unmaintained Nov-May 5 Northcrest 2 Trail – North St Connector (No civic address – beside 56 North St E) 246.3m (0.34km) • gravel path way • skirts drainage ditch • unmaintained Nov-May Appendix B Page 249 of 263 179 #Trail Name Length Amenities Notes 6 Trans Canada Trail – North St. Collector (No civic address – beside 53 North St E) 249.3m (0.31km) • paved pathway (2021) • switch back leads to TCT • volunteers have planted many native tree/shrubs in area • trail connection to Livingston Dr • water management pond located on south end of trail • unmaintained Nov-May 7 TCT - North St Trail - Cranberry Rd to North St. (No civic address – beside 132 North St. E) 525 m (1.67km) • gravel pathway • part of the Trans Canada Trail • maintained by Parks staff • bollards to stop motorized vehicles • gates at both entrances • private fence for two neighbours located on N end of trail • unmaintained Nov-May 8 North St - Trans Canada Trail Collector (14 Ross St) 198.2m (0.23km)• trail head signage • gravel pathway • erosion issues from Lisgar Creek • new AODA ramp being installed by Oxford County to connect with TCT (2023) • new bridge being installed over the path by Oxford County (2023) • unmaintained Nov-May 9 McLaughlin Way (48 Sanders St) 497.3m (0.73km) • turtle garden benches • lit pathway • lake views • gravel path • access from Lisgar Ave • major route for apartment residence • home of “Turtle Garden” • reclaimed in 2023 • unmaintained Nov-May 10 Rotary Park Trail (No civic address – across from 45 Hardy) 226.1m (0.35km) • Access to tennis/ pickles court, horseshoe pits, Optimist baseball fields, playground • installed in 2021 • unmaintained Nov-May Appendix B Page 250 of 263 180 #Trail Name Length Amenities Notes 11 Oak Park Trail (79 Sander Cres) 98.8m (0.09km) • Access to basketball courts, playground, bench, garbage can • gravel • unmaintained Nov-May 12 Trans Canada Trail – Town Limits (QTL-Tilson) (No civic address) 2082.5m • garbage cans parking lot at Tillson Ave. • paved, accessible, • newest section of TCT – 2018 • old CN rail line • gates at entrances/exits • unmaintained Nov-May 13 Trans Canada Trail – Tillsonburg to Hawtrey (No civic address) 16369.1 m (19.2km) • signage • bridge • multiple gates • Oxford owned, Town maintained • Oxford replace bridge on section 4 years ago • maintained in winter by a snowmobile group • Old CN rail line • unmaintained by Parks Staff - Nov-May 14 Trans Canada Trail – 4th St to Participark (No civic address) 2591.7m (1.69km) • garbage cans • trailhead • Signage • naturalized areas • Hawkins Bridge • Lake Lisgar water fountain views • access to Memorial Park • benches • signage • combination of trails and sidewalks • gravel, concrete and pavement • Lions Grove is located on path Appendix B Page 251 of 263 181 #Trail Name Length Amenities Notes 15 Trans Canada Trail – Participark to Borden Cres (55 Concession St) 2011.1m (2.18km) • Parking lot at Participark • trailhead signage • Kinsmen Bridge views • marshes and ponds • swings • access to downtown via Bridge St entrance • memorial trees & benches • Trillium Fund paid for park • Kinsmen has their name attached to the park • skirts Stoney Creek • natural setting • unmaintained Nov-May • use to be home to a cross country skiing course • path used to cross river and had another pathway system 16 Trans Canada Trail/ Carrol Trail Section (101 John Pound Rd.) 2571m (4.39km) • access to golf course • access to Coronation Park via Carroll Trail benches • garbage cans • paved and gravel sections • elevation changes • adjacent to Big Otter River • shared space with golf course • in flood plain 17 Veteran’s Memorial Trail (Considered part of Participark – 55 Concession St W) 1660.7m (1.66km) • benches • Vet’s Gardens “Freedom” selfie site • Kinsmen Bridge fitness equipment access to Hickory Hills and Baldwin Place • Parks maintains signage, grass, garbage, gardens • Roads maintains bridge and walking surfaces • heavily used by retirement community 18 Tillsonburg Conservation Area Trail (27 Hillyndale Rd) 498.47m (0.4km)• parking • garbage can • on flood plain of Big Otter River • Tillsonburg’s only conservation area • owned by LPRCA, Town maintains pathways, garbage can • Parks Department contractors maintain grass • unmaintained Nov-May Appendix B Page 252 of 263 Appendix C: Departmental Organizational Chart Page 253 of 263 Figure C-1: Departmental organizational chart Recreation, Culture & Parks Department Director of Recreation, Culture & Parks Julie Columbus Culture & Heritage Manager/Curator Patricia Phelps Culture & Heritage Programs Coordinator Kathleen Watkin Collections & Exhibitions Specialist Jennifer Gibson PT Museum Staff Manager of Parks & Facilities Matt Johnson Chief Operator Dave Boylan Facility Operator I Colton Butler Dylan DePaeope Neil Siemens Facility Operator II Dean Cruickshank Rick Loucks Keith Lounsbury Dwayne Waugh PT Attendants Facilities Supervisor Karen Patenaude Custodial Lead Hand Vacant Facilities Custodians Sharlene Nevill Kenzie Vanderscheur Samantha Helsdon Penny Nevill PT Special Events Crew & Facilities Custodians Parks & Cemetery Supervisor Dave Phillips Parks & Cemetery Operator 1 Rick Fuller* Mike Nesbitt Dylan Depaepe*Neil Siemens* *Shared with Facilities Seasonal Staff Parks & Cemetery Operator II Tyler Depaepe Cemetery Registrar Allison Jakobi Recreation Programs & Services Manager Andrea Greenway Aquatics Supervisor Julie Dawley & Mel Corbett (interim) Aquatics Coordinators Vanessa VandescheurMatt Delaere Sr. Aquatics Instructors (2) Vacant PT/Summer Instructor/ Lifeguard Programs Supervisor Mark Salt Program CoordinatorsAllie Rutherford (Interim) Amy Klassen Sports League Facilitators Brooklyn Vanhaelewyn Caralie Thompson PT/Summer Program Staff Business Services Team Programs & Facilities Registrar Becky Turrill CSR StaffHailey McAraStacey Leighfield Summer Staff Administrative Assistant Margaret Puhr 183Appendix C Page 254 of 263 Appendix D: Revenue Generating Tools and Initiatives for Parks and Recreation Page 255 of 263 185 Property Tax Increases 1 Kitchen, H. (2017). “Financing parks in Canada: What might be done?” Heart of the City Papers. Park People. Retrieved from https:// parkpeople.ca/cms/custom/uploads/2019/11/ Park-People_Financing-City-Parks-2017-2.pdf While typically not politically popular, a straightforward property tax increase could help offset some of the funds lost due to the changes from Bill 23. Special Assessments/Green Benefit Districts Harry Kitchen, professor emeritus at Trent University and an expert in Canadian municipal finance, recently reported on park financing in Canada. Special assessments have been used in some American cities to pay for park development. Kitchen writes, “A special assessment is a specific charge or levy added to the general property tax on residential and/or commercial/ industrial properties to pay for new and improved neighbourhood parks. These properties are deemed to benefit from the park, either through usage and/or higher property values, and hence could be expected to pay higher taxes to cover some of the park costs” (p. 9)1 A Business Improvement District (BID) or Business Improvement Area (BIA) is a public-private partnership that taxes businesses within a designated area based on property assessment; funds from that revenue are then pooled for parks, open spaces, neighbourhood beautification, and other public realm improvements and maintenance, over and above baseline City service levels and budget allocation In San Francisco, there are 14 “Green Benefit Districts” (GBD) focused on park improvements, the majority of which are located in commercial districts.2 Each property owner pays an assessment based on property size and type of use, which is collected twice annually. The GBD also applies for grants and solicits donations. One of San Francisco’s Green Benefit Districts was created by community members in two residential neighbourhoods (Dogpatch and Northwest Potrero Hill) comprising a 200-acre (70 blocks) area. The Dogpatch and Potrero Hill Green Benefit District includes 1,403 properties and 1,150 property owners.3 Its website reads, 2 https://cityparksalliance.org/funding-hub/local-funding/ 3 https://greenbenefit.org/about-gbd Appendix D Page 256 of 263 186 “The GBD augments baseline City services like sidewalk cleaning, graffiti abatement and trash removal. We maintain, improve and expand community- created public green spaces and aid in maintenance of and improvements to Esprit Park (the district’s sole Recreation & Parks Department-owned public park) and the Woods Yard play area (the district’s only children’s playground). The GBD adds street trees and sidewalk gardens and advocates for pedestrian and bicycle routes and other streetscape improvements. We advocate for the needs of the district with a wide variety of City and State agencies, with charitable organizations and private companies and individuals. We encourage and support neighbourhood volunteerism to further enhance our public realm. The GBD helps ensure that the needs of our district are being considered, addressed and funded.” 4 https://nextcity.org/urbanist-news/ cities-money-parks-funding-ideas In 2014, Seattle residents voted to form an independent Seattle Parks District with taxing authority.4 Known as Proposition 1, it replaced an expiring parks levy to authorize an additional regular property tax levy to fund the County’s parks, trails, and green spaces as well as environmental education programs, capital and major facility maintenance projects, and flood mitigation measures. The levy’s duration is six years and began in 2020 at $0.1832 per $1,000 of assessed valuation.5 All parks and recreation lands, facilities, and equipment are the property of the City of Seattle. The Park District is a separate local government than the City, but shares the same boundaries and is governed by City Council under an interlocal agreement such that the City’s Parks and Recreation Department provides services with the District’s funding.6 A Board of Parks and Recreation Commissioners provides oversight for the Park District’s investments and activities. 5 https://info.kingcounty.gov/kcelections/Vote/contests/ballotmeasures.aspx?cid=90156 6 https://www.seattle.gov/seattle-park-district/about Community Benefit Charges Introduced in 2020 under section 37 of the Planning Act, Community Benefit Charges (CBCs) are a mechanism for funding capital costs for the provision of public services not otherwise covered by development charges. Prior to Bill 23, CBCs were based on a maximum rate of 4% of the land value. Under Bill 23, the maximum CBC amount is based only on the land proposed for new development, not the entire parcel of land that may have existing developments on it. CBCs are also now excluded from affordable, attainable, and non-profit housing units. Use of Other Public Budgets Health Given the growing trend of green prescribing as a medical treatment, there may be emerging opportunities Appendix D Page 257 of 263 187 to direct public health budgets toward supporting greenspace development and improvements. Canadian physicians are permitted to issue “green prescriptions” to patients whose medical conditions might benefit from ecotherapy.7 Nature therapy or “shinrin yoku” (forest bathing) and its benefits were first pioneered by the Japanese government in 19828, and green prescriptions have been formally part of New Zealand’s health care system since the late 1990s9. Park Rx America was established in 2017 as a grassroots movement. In Canada, Park Prescriptions (PaRx) launched in 2019 as an initiative of the B.C. Parks Foundation; it has since expanded across all provinces. PaRx facilitates written prescriptions that advise patients to get outdoors for at least two hours a week (at least 20 minutes at a time). PaRx has been endorsed by the Canadian Medical Association and is scaling at a rapid pace according to the Ontario Public Health Association. Over 10,000 health care providers have registered across Canada and 4,000 prescriptions have been written.10 Collaborations with organizations such as Parks Canada, local conservatories, and botanical gardens have provided patients with free or discounted access to spaces that fulfill their green prescriptions. 7 https://www.forbes.com/sites/victoriaforster/2022/02/08/canadian-physicians-can- now-prescribe-nature-to-patients/?sh=2fe8a5bd6f20 8 https://www.doseofnature.org.uk/around-the-world1 9 Pringle R: Green Prescriptions: effective health promotion?. J Phys Educ N Z. 1998, 31: 7-16. 10 https://reasonstobecheerful.world/green-prescriptions-health-nature-parks/ The PaRx website advises patients to “make easy green tweaks” to their routine such as booking a lunchtime walk in the park, doing cardio workouts on a trail, choosing an active commute to work or school along a greenway, and planning a weekend getaway around an outdoor experience.11 Presence in nature has been shown to improve mental and physical health including depression, anxiety, stress, inflammation, blood pressure, diabetes, cancer care, cardiovascular health, respiratory health, ADHD, pregnancy, asthma, and obesity.12 Given this growing evidence, there may be creative opportunities to channel funding from other relevant government departments toward the development, improvement, and/or maintenance of parkland. Drayson (2014) suggests that there is “a potential case for local authority public health budgets to directly support urban green space maintenance and improvement” (p. 37-38). This was introduced in Sunderland, England in 2014: as parks funding declined sharply, public health funds were directed to wider services including parks to explore how facilities such as picnic benches, outdoor gyms, or connected cycle routes would promote more use of existing green spaces and improve physical activity levels in the community. A similar model has been used in the borough of Hillingdon, London: Healthy Hillingdon is a partnership between the parks department and the local primary health care trust, pooling resources to encourage greater use of green spaces to 11 https://www.parkprescriptions.ca/en/ prescribers#Tips-for-creating-a-nature-habit 12 https://www.parkprescriptions.ca/en/whynature Appendix D Page 258 of 263 188 promote public health and prevent illness.13 In Birmingham, Alabama, the Red Rock Trail System was developed with a blend of funding sources and partnerships from civic, environmental and health organizations. The 750-mile bike and pedestrian path system was funded through grants from the Center for Disease Control and Prevention and investment from the local Department of Health.14 As additional pilots explore how this innovative model can be implemented, it appears that using public budgets in partnership with health programs/providers can deliver greenspace with cross-sectoral benefits.15 13 https://www.designcouncil.org.uk/fileadmin/uploads/dc/Documents/paying-for-parks.pdf 14 https://givingcompass.org/article/how-to-secure-new-funding-for-parks-and-green-space 15 Commission for Architecture and the Built Environment. (2006). “Paying for Parks: Eight Models of Funding Urban Green Spaces.” Retrieved from https://growgreenproject. eu/wp-content/uploads/2019/03/Working- Document_Financing-NBS-in-cities.pdf 16 https://www.calgary.ca/planning/parks-rec/ enmax-parks-program.html https://www.cbc.ca/news/canada/calgary/calgary-s-parks-wish-list-exceeds-available-money-1.6425419 Dividends ENMAX is a City of Calgary-owned provider of electricity, natural gas, and renewable energy. Since 2003, a dedicated portion of the annual ENMAX dividend has been directed to a capital funding program used to enhance existing parks and acquire and develop new parks.16 Funds in this account are earmarked for regional parks that serve multiple communities and large catchment areas and are not acquired, funded, or constructed through the development and subdivision process. In 2022, $71 million was earmarked for new regional parks over a 5-year period to 2026. To date, Council has invested over $136 million through the ENMAX Legacy Parks Fund through projects including: • Enhancement of the 100-year-old Bowness Park with a new central square, wading pool, washrooms, change rooms, miniature train, river access, parking lots, winter skate rentals, summer boat rentals, bridge, interpretive signage, and historic elements a year-round facility for summer boating and picnicking as well as winter outdoor skating • Renovation of Devonian Gardens, North America’s largest (1 ha/2 acre) indoor public botanical gardens • Modest enhancements to 50 small projects in community-level parks in older communities, dedicating a $3.25M budget toward updated site furniture, plant materials, local pathways, irrigation Community Partnership Capital Program The City of Ottawa has two initiatives for implementing minor and major capital improvements to its parks, recreation, and cultural facilities on a cost-sharing basis with non-profit community partners such as community associations, sports organizations, cultural groups, clubs, and school councils. The Community Partnership Minor Capital Program implements minor capital improvements such as play equipment, Appendix D Page 259 of 263 189 basketball courts, park furniture, and tree planting. Projects on school board land and other public lands that are accessible to the public may also be eligible. For projects on City property, the City matches the community contribution to a maximum of $10,000 or 50% of the total cost of the project. For projects on school board land or other public land, the City contributes up to 33% of the total cost to a maximum of $7,500. The Community Partnership Major Capital Program implements major capital improvements such as new facilities, additions, renovations, and expansions to fixed assets that are open and accessible to all residents of Ottawa. The project may relate to an asset that is owned by the City, or operated by a community partner who delivers service on behalf of the City or assists the City in the delivery of programs and services. The City contributes up to 50% of the eligible capital project cost of recreation and sports projects in City-owned facilities, and up to 25% in non City-owned facilities. Costs eligible for cost sharing within the program include concept and detailed design costs, construction costs including contingencies, site development costs, development and building permits, and fixed equipment. The City’s contribution may be provided in grants paid in cash, land or other services in kind, or waiver of applicable municipal fees Voluntary Contributions Foundations/Conservancies In some cities, foundations or conservancies fund new and existing parkland/maintenance through voluntary contributions/donations and grants. A single foundation for all parks and recreation services enables larger projects to proceed by bringing the various contributors together to build one “account” from which to draw. A cursory web-based review revealed that parks foundations are more prevalent in western Canada and in the United States than in the mid/eastern provinces. The few that were identified in Ontario were park-specific, as opposed to collective funds. Parks Foundation Calgary is a citizen-led non-profit organization that has fundraised for and completed over 250 major outdoor projects across Calgary including parks, playgrounds, gardens, sport courts, rinks, and bicycle pump tracks. The largest project to date has been the 145-km Rotary/ Mattamy Greenway, a pathway system that encircles Calgary. Parks Foundation Calgary has been active for 35 years and includes a 13-member Board of Governors. The foundation supports community-driven initiatives through grants, accounting services, and connecting donors and partners with projects, facilitated through one-time, monthly recurring, or project- specific donations in addition to the gift of stocks/shares, life insurance beneficiaries, planned giving, endowment funds, and fundraising events. Donation Program A general donation program could be considered to support recreation services, although it would likely need to include other areas to which residents could donate. The City of Toronto includes an opportunity to donate to specific service areas in its tax mailouts. This Voluntary Contribution program notes, “You can make a voluntary contribution (donation) to support a variety Appendix D Page 260 of 263 190 of City programs and services that matter to you. You can make a donation in any amount from $1 up to $50,000 [to specified categories, which include]: children; youth and parenting; history, art, and culture; parks, gardens and beaches.”17 These are only four of 12 categories listed on the insert, including general revenues. Potential categories could include recreation services in general or be refined to allow contributions to be directed to specific facility improvement projects or program areas. 17 https://www.toronto.ca/services-payments/ property-taxes-utilities/property-tax/voluntary-contributionoption/ Community Capital Campaigns Capital campaigns can be used to raise funds for large building projects, as well as for smaller, community-supported initiatives that contribute to parks and recreation infrastructure. Key elements of this approach to planned fundraising include: a predetermined monetary goal attached to providing a concrete project, sufficient lead time to raise funds, an end date to fundraising, broad-based community involvement in the effort, and ongoing communications about its progress. Often, incentives are provided to motivate contributions (e.g., matching funds, public recognition of donors, etc.). Where possible, coordinating these campaigns with other similar initiatives in the community should also be considered to minimize the risk of detracting from multiple requests for monetary contributions. Major projects merit considering issuing an RFP for professional services to design a structured campaign plan. Bonds 18 https://cityparksalliance.org/wp-content/ uploads/2019/06/Closing_the_Gap_Funding_Report.pdf?pdf=report, https://www.designcouncil.org.uk/ fileadmin/uploads/dc/Documents/paying-for-parks.pdf 19 https://cityparksalliance.org/wp-content/ uploads/2019/06/Closing_the_Gap_ Funding_Report.pdf?pdf=report Some municipalities are using bonds to borrow money and finance large capital projects. A bond referendum or vote is administered to residents to gain approval of this form of debt financing. The municipality then uses revenue generated from the sale of the general obligation bonds to fund park projects. The bonds are repaid, with interest, typically through property tax revenue.18 Communities have passed bonds for parks and recreation infrastructure in Portland, Oregon; Dorchester County, South Carolina; and Scarborough, Minnesota. In Portland’s case study, community engagement was essential in passing the new bond measure with 74% of the public’s support.19 The City’s parks and recreation department organized polling, community- wide meetings, and educational campaigns. The bond was positioned to residents as a renewal of an existing 20-year bond from 1994, resulting in no increase in parks property tax rates and a focus on basic and urgent needs at the existing tax rates. The focus was on repairing and replacing infrastructure, removing access barriers, and adding restroom maintenance to parks. Today, the Parks Replacement Bond Community Oversight Committee monitors program progress and financial metrics. Appendix D Page 261 of 263 191 Private Partnerships Increasingly, the public realm is being enhanced through Privately-Owned Public Spaces (POPS). POPS are open/landscaped spaces that are privately owned and maintained but legally required to be open and accessible to the public.20 They are typically provided in exchange for additional height and density and often feature public art pieces, street furniture, and landscaping. Although POPS contribute to the public realm – particularly in urban environments – most municipalities consider them to be insufficient as parkland. However, since the passing of Bill 23, POPS and encumbered lands (e.g., public spaces developed on parking garages) must now be accepted as parkland conveyance. The Province has not released details or direction on an appropriate value for municipalities to credit POPS toward parkland dedication requirements. A look at other municipalities’ requirements related to POPS could provide insight for the Town in developing its own POPS policy. For example, the City of Mississauga’s 2019 Parks and Forestry Master Plan recommends covenanting these private lands as public space and requiring the building and maintenance of POPS to meet municipal standards and specifications. The City of Toronto also has extensive urban design guidelines for the provision of POPS that can be a good resource for the Town. 20 https://www.oba.org/Sections/Municipal-Law/Articles/Articles-2023/June-2023/From-Plazas-To-Parkland-Ontario%E2%80%99s-Bill-23-and Appendix D Page 262 of 263 Page 263 of 263