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191106 Recreation AGD The Corporation of the Town of Tillsonburg Recreation and Sports Advisory Committee November 6, 2019 7:00 p.m. Suite 203, 200 Broadway, 2nd Floor AGENDA 1. Call to Order 2. Adoption of Agenda Proposed Resolution #1 Moved by: Seconded by: THAT the Agenda as prepared for the Sports and Recreation Advisory Committee meeting of November 6, 2019, be adopted. 3. Disclosures of Pecuniary Interest and the General Nature Thereof 4. Adoption of Minutes of Previous Meeting Proposed Resolution #2 Moved by: Seconded by: THAT the Recreation & Sports Advisory Committee Meeting Minutes of October 9, 2019, be approved. 5. Presentations/Deputations 6. General Business & Reports 6.1. Hall of Fame update 6.2. Advertising policy draft – review 6.3. Update on aquatic grant 6.4. Maple Leafs Alumni game fundraiser 6.5. Committee goals and objectives review 7. Correspondence 8. Other Business 9. Next Meeting 10. Adjournment Proposed Resolution #3 Moved by: Seconded by: Committee: Recreation & Sports Advisory Page - 2 - of 2 Date: November 6, 2019 THAT the November 6, 2019 Recreation and Sports Advisory Committee meeting be adjourned at _____ p.m. Recreation, Culture and Parks Advertising Policy Policy Number Approval Date Revision Date Schedules Page 1 / 3 Advertising Policy A. POLICY STATEMENT The Town of Tillsonburg welcomes and encourages advertising to assist in the provision of recreation services and projects. All advertising shall be consistent with the Town of Tillsonburg’s vision, mission, and values, and will not compromise or contradict any by-law or policy of the Town, or negatively reflect on the Town’s reputation or public image. All advertising agreements shall be established in a manner that results in the optimal balance of benefits to the Town and the community. Paid advertising by external agencies and organizations is permitted for Town recreation facilities, events, and publications only under the conditions outlined in this policy. B. PURPOSE The primary objective of the policy’s parameters and guidelines is to provide a safe, welcoming and neutral environment for members of the community while on Town property as well as to preserve the Town’s corporate values, image, assets, and interests, while increasing the opportunities for revenue generation. The Town of Tillsonburg recognizes commercial advertising as a source of revenue to assist in offsetting the costs of municipal programs, and initiatives. This additional source of revenue however, must be balanced with the corporation’s need to ensure that: • There are no adverse effects on public safety and well-being; • there are no adverse effects on the corporation’s reputation or public image; • advertising is respectful and avoids conflicts and alienation amongst different members or groups who reside in the municipality; • access to advertising opportunities is open and competitive; • there is a clear corporate and/or community benefit to the proposal; • advertising activities reflects a co-coordinated and consistent approach corporately; and, • appropriate and complete records are maintained. This policy outlines specific requirements that must be met by any advertising agreement, and identifies roles and responsibilities of staff in ensuring that the requirements are met. This policy should be viewed in conjunction with other Council approved policies relating to Town advertising, donations and sponsorships. Recreation, Culture and Parks Advertising Policy Policy Number Page 2 / 3 Advertising Policy C. SCOPE This policy applies to all paid advertising for Town of Tillsonburg recreation facilities, events, and publications including print, digital and online. D. POLICY PRINCIPLES AND CONDITIONS All advertising agreements must comply with federal and provincial statutes, municipal by-laws and the standards set out by the Canadian Advertising Standards Council. Advertisers (or vendors representing advertisers) will be required to enter into an advertising agreement with the Town, and must meet the general requirements listed in this section. The following conditions apply when establishing advertising parameters: • Agreements shall not invoke future consideration, influence, or be perceived to influence the day- to-day business of the Town of Tillsonburg. • Advertising devices must not impact the quality and integrity of the Town’s properties, buildings, and streetscape and cause no added risks to safety. • The advertisement of a product or service does not act as the Town’s endorsement of any one product or service over another. • The advertising opportunity should be appropriate to the target audience. In addition, advertising intended for use on Town property must have no adverse effect on public health and safety and minimize Town liability. ADVERTISING TERMS Advertisers must adhere to the following terms: • Advertisers will be responsible for the order, purchase and delivery of their advertising sign. • Advertising signs will comply with the specifications listed on the Advertising Agreement Form. • The advertiser will be responsible for all associated costs (materials, labour, artwork, etc) for the ad(s). • Expired ads will be removed from their locations and must be picked up at the Tillsonburg Community Centre by the advertiser within a two (2) week period. The Town of Tillsonburg will adhere to the following terms: • The Town of Tillsonburg will not be responsible for any damages to the advertisements. • Advertisers will be invoiced on an annual basis for the upcoming season. Accounts are net 30 days. Overdue accounts are subject to the guidelines of the Town’s Accounts Receivable policy. Recreation, Culture and Parks Advertising Policy Policy Number Page 3 / 3 Advertising Policy • It is understood that the Town of Tillsonburg may need to remove advertising signs during the advertising term for the purposes of maintenance and/or repairs. The advertiser will not be reimbursed for the period in which the advertisement was removed. • The Town, acting reasonably, shall have the right to terminate an advertising agreement at its sole discretion. RESTRICTIONS FOR ADVERTISING The Town will not solicit or accept advertising from individuals, partnerships, corporations or other entities whose reputation could prove detrimental to the Town’s public image and/or whose business is derived from: • The sale of tobacco; • Pornography; or • The support of, or involvement in, the production, distribution, and sale of weapons and other life- threatening products. The Town will not allow advertising, either directly or through third party arrangements that: • Convey a negative message that might be deemed prejudicial to any group; • Promotes alcohol and other addictive substances at venues or on Town property where persons under the legal drinking age would congregate; • Presents demeaning or derogatory portrayals of individuals or groups or contain anything, which in light of generally prevailing community standards, is likely to cause deep or widespread offence; or • Is of a political nature, or promotes a political message, a political party or election candidate. ADVERTISING RATES Advertising rates will be determined through the annual review of the rates and fees bylaw and will adhere to the fees set by Council. AUTHORITY Whether advertising will be permitted, the number and types of advertisements that will be accepted, and specific requirements which must be met at any given facility or for any piece of equipment are defined for the specific facility/equipment, by the Director (or designate) of the Recreation, Culture and Parks department. Page 1 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Community Parks, Recreation & Cultural Master Plan implementation Worksheet for the Rec & Sports Advisory committee 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority Municipal Role Continue to be a direct provider of a robust range of programs and services which fall within the Town’s core mandate, while also acting as a facilitator of parks, recreation and cultural opportunities through the provision of space and other supports that indirectly support programming offered through the community sector Ongoing Conduct an annual review of the municipal and community based program inventory, and identify if there are any major gaps. Based upon this review, the direct provision of non-core facilities and services may be considered if required to fill program gaps that cannot reasonably be provided through the community sector, so long as market need can be quantified and justified through business planning. Ongoing Maximizing Performance Continue to ensure awareness of best practices in service delivery by assigning staff to track current and innovative trends. These staff or staff teams should also be used to evaluate progress made on the implementation of the Strategic Master Plan, in light of their understanding of best practices. Ongoing Incorporate appropriate new technologies in delivering parks, recreation and cultural services, which are aimed at improving internal performance and customer service. Ongoing Investigate involvement in provincially and nationally recognized quality assurance programs such as Communities In Bloom, High Five, etc. Ongoing Review Departmental policies and procedures, preferably on an annual basis, to ensure relevancy to current community and operational requirements Ongoing Establish a simple set of quantifiable targets and performance measures that can gauge the efficiency and effectiveness of services, and eventually programs, which are offered by the Town. These measures can be refined and expanded upon over time to respond to changing consumer expectations and Departmental operating practices. 2011-2014 In consultation with local user groups, establish an Ice Allocation Policy to formalize equitable access to municipal arenas. Allocation Policies may also be created for other municipal facilities (e.g. sports fields, gymnasium, etc.) should the need arise to do so. 2011-2014 The Town should require groups regularly using municipal facilities to provide participant data, including names and addresses to adequately plan for facility access requirements, through tracking, monitoring statistics application of performance measures. Ongoing Customer Service Continually investigate ways in which to enhance the way in which services are being delivered to customers, with a continued view on Ongoing Page 2 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority quality. As such, the Town should be willing to explore new approaches and technologies which will aid Staff in their ability to administer the high quality customer services that residents now associate with municipal facilities and programs. Undertake a Customer Satisfaction Survey at regular intervals to provide important insights into how the public perceives the availability and delivery of municipal parks, recreation and cultural services. Ongoing After consulting with the general public, Town Staff, and the identified Council advisory committees, investigate the need to rename the Community Services Department to better reflect and articulate the role of municipal parks, recreation and cultural services. 2011-2014 Marketing & Awareness Update the municipal corporate communications program and undertake enhanced marketing and public awareness efforts, after considering the return on investment of these initiatives through business planning. 2011-2014 Undertake a Marketing Strategy to promote local and regional awareness of parks, recreation and cultural assets in Tillsonburg, which at a minimum should consider the Lake Lisgar Water Park, the local trails system and the Annandale National Historic Site. 2011-2014 Ensure that all municipal staff are aware of corporate objectives and key services which can be disseminated to the customer by increasing interaction between all levels of staff (i.e. from Management to the Front-Line, and between all staff operation depots). Ongoing Develop an annual communications plan that addresses key messages to target audiences, and the associated communication media. This communications plan should also look at cross promotion of messages between the Town and user groups, as well as any information sharing opportunities between all stakeholders in recreation and leisure service delivery 2015-2019 Bolster information disseminated to the community through the Recreation & Leisure Program Guide, newsletters, the Town website, social media (e.g. Facebook, Twitter), and word-of-mouth Ongoing The Town should ensure that its marketing methods for reaching youth are current, innovative and targeted (through use of social media, working with the schools for print advertising, word of mouth, etc.). Ongoing Regular Strategic Planning Conduct annual reviews (e.g. at the time capital and operating budgets are being prepared/reviewed) which monitor progress made on the Strategic Master Plan’s recommendations, with key consideration given to alignment to the Town’s Corporate Strategic Plan. Doing so will allow the Town to remain apprised of their status and reaffirm the need for the facilities and services which are articulated in the Strategic Master Plan. Ongoing Prepare an update to the Community Parks, Recreation & Cultural Strategic Master Plan after five years have elapsed in order to ensure that the future population profile and future best practices in municipal 2015-2019 Page 3 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority delivery of services align with the recommendations contained herein. Fostering Volunteerism Continue to support the volunteer sector through appropriate community development and capacity building initiatives. For the latter, a ‘Volunteer Management Strategy’ should be developed in consultation with local stakeholders that defines roles and provides direction on topics such as recruitment, selection, retention, training, supervision and recognition. Ongoing Build upon existing databases of volunteer groups to facilitate volunteer-based networking opportunities (e.g. sharing resources and combining training opportunities) across the entire Town and possibly with other volunteer agencies in the Tri-County area. Efforts should be made to ensure that all information in the database is kept up-to-date and accurate. 2011-2014 Continue to host annual volunteer events with the aim of increasing coordination and development opportunities among volunteer groups. The meetings should allow groups to provide feedback to each other and to the Town, educate them on best practices in community-based delivery of services, and discuss successes and challenges of implementing the proposed Volunteer Management Strategy. Additionally, the Town should consider customizing recognition efforts to individual volunteer sectors (e.g. service clubs, arts and cultural groups, minor sports, etc.) to provide more targeted coordination and development opportunities within the volunteer sector. Ongoing Supporting Town Staff Continue to ensure that municipal facilities, services and programs are supported by appropriate staff resources. Given the growth and complexity within the municipal parks, recreation and cultural system, undertake a process to develop appropriate staffing standards that reflect service levels. These standards should lead to a ‘Long-Term Staffing Review’ to ensure support for Departmental objectives. 2011-2014 The Town, through its Council and Staff, should assume a leadership role in building the capacity of the local community to deliver recreation and cultural services by facilitating access to space, coordinating the delivery of municipal and community-based programs, and providing financial, logistical and promotional support as necessary. Ongoing Formalize a ‘Code of Conduct’ that governs the staff and volunteer approach to work. 2015-2019 Ensure that the Strategic Master Plan’s Guiding Principles and Recommendations can be effectively fulfilled by providing the necessary staff resources. The need for additional staff resources will need to be evaluated on a case -by-case basis associated with the implementation of individual actions contained within the Strategic Master Plan. Ongoing Identify the needed skills and competencies, provide opportunities for staff development through training and professional development, and identify departmental and individual training plans. Ongoing Page 4 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority Partnership Potential Continue to explore ways with local partners to fill local gaps in programming through the balanced and inclusive provision of opportunities for residents of Tillsonburg. Where appropriate, this should include conducting regular meetings with partners to discuss implementation of partnership agreements, and where necessary, revisit and/or strengthen agreements to maximize benefits to all parties and the general public. Ongoing Continually evaluate ways to strengthen agreements with the Thames Valley and London District Catholic School Boards to increase access to indoor and outdoor leisure spaces. A particular focus should be placed on updating the types of uses that are permitted to occur through the joint use agreement that governs usage at the Glendale High School gymnasium. Ongoing Requests for facilities and services that are not part of the Town’s core mandate should be evaluated based on anticipated municipal role, quantifiable measures of demand and costs to the Town, and other long-term implications prior to deciding whether or not to partner in the public interest. As part of this process, the Town should develop a standardized process or framework for evaluating and responding to requests for partnerships, with the view of maximizing public interests. Ongoing Community Development Encourage a Community Development Model through engagement and the provision of appropriate supports (e.g. financial, logistical, expertise, etc.) as a means to empower the Tillsonburg community, continually develop their internal capacity, and enhance their capacity to sustainably deliver programs and services over the long-run. Ongoing Assist groups in developing templates that can track operational measures such as capacity and fill rates, patron satisfaction, financial performance, etc. as a means to improve their internal service delivery practices. 2015-2019 Maximize synergies within the Community Services Department and the rest of the Town of Tillsonburg through joint planning, integrated communications and the sharing of resources, where possible. 2011-2014 Ensure that elements of the parks, recreational and cultural system are aligned with goals and priorities associated with economic development and tourism objectives. 2011-2014 As part of the proposed Marketing Strategy, ensure the inclusion of a specific Sport & Cultural Tourism Policy that creates a framework for assessing the ability of local facilities and services to serve a broader market, potential partnerships, funding opportunities, and the benefits that would be incurred through the promotion of sport and cultural tourism objectives. 2011-2014 Funding Infrastructure Continue to explore broad ways in which to fund the development and operation of parks and facilities, through use of a variety of funding mechanisms and community involvement which at a minimum could consist of user fees, grants, fundraising, development charges, and cost- Ongoing Page 5 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority sharing agreements with other parties. The Town should approach adjacent municipalities to develop a cost- sharing approach associated with operating the Tillsonburg Community Centre given the share of non-residents that it serves. 2011-2014 Provide assistance, as necessary, to local community groups in finding alternative revenue streams as a means to facilitate their ability to fund the delivery of facilities and programming over the long-term. Ongoing Energy Utilization Continually evaluate ways in which to maximize energy efficiency and water conservation at local facilities, in line with current best practices, particularly at the time of capital renewal/upgrade projects. Tillsonburg Special Event Centre Prior to making additional investments in the Tillsonburg Special Events Centre, the Town should define its desired vision for the facility. This should involve: • a detailed feasibility study, partnership evaluation, business plan and/or concept design process that defines the vision for the facility, the desired uses and market demand, and the costs involved of fulfilling the vision; or • considering divestiture of the facility should the business planning exercise render investments as being unsustainable or beyond the fiscal means of the Town over the long- term. N/A – Event Centre has been sold If the vision is to continue to operate the facility for local and/or regional events, appropriate capital investments should be made to the building that support the desired uses, while operational investments will also need to be made in terms of marketing, promoting and managing the facility (the latter which would require dedicated staff resources with expertise in facility management). N/A – Event Centre has been sold Tillsonburg Community Centre In addition to other recommendations contained throughout this Strategic Master Plan that pertain to the Tillsonburg Community Centre’s individual components, the Town should undertake a business planning and/or concept design process to investigate opportunities in which to modernize the facility in a manner that responds to the needs of current and future populations. At a minimum, the Town should consider opportunities to improve accessibility for patrons, level of amenity, and operational efficiencies. 2011-2014 The Town should modernize the existing indoor pool facility at the Tillsonburg Community Centre, as appropriate, to bring it up to a standard that is more reflective of current aquatic demands. At a minimum, this would include the provision of family change rooms and/or other leisure components, such as a warm water therapy/teaching tank in order to attract a greater number of families and casual users to the facility. A business planning exercise should be undertaken to confirm costs involved in relation to market demand. 2015-2019 Consider reconfiguring program and meeting spaces within the Tillsonburg Community Centre as a means to accommodate certain smaller-scale gymnasium activities, thereby, freeing up time at the Glendale gym for additional uses. 2011-2014 Page 6 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority Short The Town should undertake a comprehensive examination into the reconfiguration/expansion of its Health Club and squash courts in order to provide a higher quality, higher performing level of service geared to addressing the fitness-related needs of future residents and facility users. 2015-2019 Arenas No new arenas are recommended over the strategic master planning period. Arena needs should be re-evaluated as part of a five-year review and update of this Strategic Master Plan and consider registration data that is provided by user groups as part of a proposed Ice Allocation Policy that is to be created by the Town. 2015-2019 Outdoor Ice Skating Work with community and neighbourhood groups to encourage residents to maintain natural ice rinks on municipal land for public use, particularly at future multi-use courts and existing parks and open spaces which are suitable to accommodate the use. 2011-2014 Outdoor Aquatics While no new major outdoor aquatic infrastructure (e.g. pools or splash pads) is recommended for construction over the next twenty years, the Town should consider the provision of basic cooling amenities at strategic park locations to increase access/geographic distribution to neighbourhoods containing higher populations of children (any impacts to the Lake Lisgar Water Park should be studied prior to their provision). 2015-2019 Gymnasiums As part of the two year review for the Glendale Gymnasium Agreement, the Town should try to maximize the number of Permitted Activities that can occur in order to keep pace with demands for new and emerging gymnasium activities. Community access to other local school gymnasiums should also be pursued by working with the respective School Boards. 2011-2014 The Town should work with Tillsonburg Minor Soccer and the Thames Valley School Board to facilitate greater access to the Glendale High School gymnasium as a means to develop indoor soccer programming. This approach should also be undertaken with other user groups who are looking to deliver indoor recreation or dry-land training programs. 2011-2014 Meeting Space Continue to offer a variety of community program and rental opportunities out of existing and newly developed municipal facilities, to the greatest degree possible, while exploring opportunities to enhance these spaces in a manner that promotes a more diverse and flexible range of uses. If warranted by need, the Town should also evaluate the merits of obtaining underutilized or vacant community buildings that could provide increased program opportunities. Ongoing The Annandale Ball Diamonds should be relocated to an alternative location where they can be reconstructed with appropriate field dimensions and playing standards required to meet the needs of local ball organizations. As such, consultations with local user groups will be 2011-2014 Page 7 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority required prior to relocating and redesigning the Annandale Ball Diamonds. Short The Town should consider repurposing and/or relocating the ball diamond from Memorial Park as well as at least at least one of the Fairgrounds diamonds. This would allow a greater diversity of events to occur (e.g. at the Fairgrounds) and alleviate vehicular parking pressures associated with the sports fields and the Tillsonburg Community Centre. 2011-2014 The Town should continue to work with the local School Boards to ensure that community access is maintained to sports fields located on school property. In the event that local organizations are unable to access school-owned sports fields, or sports fields which are not maintained to a satisfactory level of play, the Town should investigate Ongoing options to develop at least one multi-use field that gives scheduling priority to field sports other than soccer. 2011-2014 Hard Surface Courts The Town should provide one additional tennis court at Optimist Park, and construct a basketball/ball hockey court at the same location in order to take advantage of amenities already offered at the park site. 2011-2014 – Basketball 2015-2019 - Tennis A In the design of new hard surface courts at neighbourhood-level parks, consider the integration of multi-use templates which allow a variety of uses that can be pursued year-round. Ongoing Playgrounds The Town should provide playgrounds within 500 to 800 metres of all major residential areas to ensure walkability to these neighbourhood- level facilities. At present, this would imply that a gap exists for neighbourhoods located south-east of the Concession Street and Broadway Street intersection, thus opportunities to address this gap should be explored through municipal and school board properties in the vicinity. Ongoing At least one fully accessible (barrier-free) playground should be provided at the Tillsonburg Community Centre or Lake Lisgar Water Park site to ensure that children with special needs and disabilities have a venue for unstructured physical activity. Opportunities to integrate barrier-free features at existing playgrounds should also be considered through the playground update process. 2015-2019 Skateboard & Bike Parks Through the park development or redevelopment process, continue to provide introductory skate zones at the neighbourhood park level in order to facilitate casual use of the park by those who want basic skateboarding amenities. Ongoing The Town should consult with the local skateboarding community and other youth interested in the design and redesign of new and existing skateboard parks to ensure that skateboarding facilities are cost- effective and responsive to current design trends and user preferences. Ongoing Strengthening Policies In consultation with the County of Oxford, the Town should examine ways to strengthen appropriate parts of the County Official Plan to further recognize the great importance of arts, culture and heritage; Ongoing Page 8 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority where applicable, references specific to arts, culture and heritage should be incorporated therein. Draft a Public Art Policy that outlines the benefits of public art, a process through which public art is selected, and the importance of recognizing local artists. 2011-2014 Work with the local arts and culture community to seek creative ways of funding local initiatives, specifically through the creation of a funding strategy that targets investment in the creative industries. 2011-2014 In line with other marketing and branding initiatives proposed through this Strategic Master Plan, enhance efforts targeted to community awareness of arts, culture and heritage opportunities in Tillsonburg. 2011-2014 Bolstering the Arts & Cultural Sector Undertake a Library Master Plan to assess ways in which to improve utilization and amenity level for patrons, while ensuring that service delivery practices are current and geared to maximizing financial performance. N/A – library is owned by County of Oxford Investigate ways to bolster attendance at the Annandale National Historic Site through facility improvements, enhanced marketing and awareness efforts, etc., which would ideally be undertaken in consultation with local heritage volunteers and the Museum Advisory Committee (the latter whose role and decision-making ability should be expanded). 2011-2014 Continue to work with volunteers and organizations to promote community-based delivery of arts and cultural services and strengthen the internal capacity of the creative sector to be self-sustaining over the long term. This could involve an evaluation of the existing supply of appropriate municipal and community-based facilities and services through a comprehensive asset mapping exercise in order to determine their ability to be enhanced to better accommodate arts and cultural programming. 2015-2019 Ensure parks and outdoor civic spaces are designed in a manner that facilitates arts and cultural activities, as appropriate, while also providing interpretation opportunities associated with cultural and natural heritage throughout the parks and trails system. Ongoing Affordability and Pricing Continue to ensure that a broad range of low to no cost opportunities are available to the community, as a means to increase access to households who may otherwise not be able to participate in recreation and cultural activities. Ongoing Work with community groups to ensure that access policies are in place, particularly if these organizations regularly utilize municipal parks and facilities for their programming. In support of this action, the Town could consider providing groups with tools/supports (e.g. financial, human resources, etc.) that would allow the groups to deliver affordable and inclusive program opportunities. Ongoing Page 9 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority Initiate a Pricing Strategy to review the current fee structure in relation to the Town’s ability to sustain high quality facilities and services, with a particular focus on areas such as affordability and usage by non- residents. 2011-2014 Accessibility Ensure that all parks, facilities, amenities and services are designed in line with provincial accessibility legislation and according to the municipal accessibility standards (with input provided by the Tillsonburg Accessibility Advisory Committee, as necessary). Ongoing Emerging Activities Foster the development of existing, new and emerging sport, cultural and recreational activities that may be popular with under-represented populations and ensure that these opportunities are available to all local residents. Ongoing Meeting the Needs of Children & Youth Contingent upon population growth and associated market needs, provide drop-in child supervision services at the Tillsonburg Community Centre, initially on a trial basis, in order to reduce barriers to participation among caregivers and their children. The service should consist of drop-in childminding and early childhood development programming to engage children in physical and social activity. 2015-2019 In consultation with local youth and representative organizations, investigate the provision of a new youth centre either at the Tillsonburg Community Centre or other appropriate location. Such a facility should be oriented to recreational, arts and cultural opportunities and if a partner can be found, potentially provide social services as well. 2015-2019 Undertake broad consultations with youth every five years through surveys, workshops, etc. to better understand the needs of this target market. Ongoing Undertake a Physical Activity Strategy that aims to increase physical activity levels throughout Tillsonburg for a range of ages, interests and abilities. 2011-2014 Strive towards obtaining accreditation as a “Youth Friendly Community”, as promoted through Play Works. 2011-2014 Serving Older Adults & Seniors The Town should continue to consult with its local older adult and seniors’ representatives as a means to enhance existing relationships, understand local needs and preferences as they evolve over time, and determine any programming gaps that the Town can address through community development or direct provision. In effect, this would include continuing to work with the Tillsonburg Seniors Centre to deliver innovative programs and services for the older adult and seniors market, in order to let this community organization grow its membership and service delivery capabilities. Ongoing Promoting Physical Activity Undertake a Physical Activity Strategy that aims to increase physical activity levels throughout Tillsonburg for a range of ages, interests and abilities. 2015-2019 The below items have been moved to other committee Master Plans Page 10 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority Park distribution Parkland should continue to be distributed in a manner that facilitates a reasonable degree of walkability from residential areas. As such, parks of any form (i.e. those intended for active or passive uses, but generally excluding environmentally significant components of the natural heritage system which are susceptible to deterioration from human impacts) should be provided within 500 metres to 800 metres of major residential areas, free of pedestrian barriers. Ongoing Parkland Supplies Adopt a service target of providing 3.0 hectares per 1,000 new residents, which would require a total of 15 hectares of new parkland by the year 2031 and should serve new residential populations and existing gap areas. Ongoing Parkland Acquisition In order to sustainably acquire and fund future parks, sports fields and trail lands, the Town should utilize a range of alternative acquisition tools over and above Planning Act policies. In this way, the Town can creatively manage the supply of parkland in a manner that involves community participation and maximizes fiscal efficiency for the municipality. Ongoing Trails System Continue to implement the strategies and recommendations contained within the Trails Master Plan. Continue to develop the trails system in a manner that facilitates connectivity, amenity and comfort, multi-seasonal usage and embodies principles of Active Transportation. Ongoing Parkland Design Avoid the provision of Sub-Neighbourhood Parks unless deemed to be absolutely necessary to promote connectivity or address needs in areas of high density/land scarcity. Strive to provide parks and trails which are safe (e.g. incorporating CPTED principles), comfortable (e.g. providing benches, shade and washrooms) and well signed (with appropriate branding, identification, interpretive and/or routing information). Continue to provide non-programmed spaces within appropriate municipal parks which can be used for the purposes of community gatherings, picnicking, or unstructured physical and cultural activity. Create a Parkland Design Standards Manual that provides the development industry with technical guidance on the design of parks and park amenities, such as dimensions of sports fields and play areas, materials to be used, lighting standards, etc. in order to ensure consistency in park design and operations. Plotting Projects in Parks In collaboration with appropriate community organizations, undertake pilot projects for the provision of an off-leash dog park and a community garden. Additional sites may be considered if warranted by demand and supported through community involvement. Page 11 / 11 Community Parks, Recreation & Cultural Master Plan worksheet 2019 Topic Conceptual Plan Item Original Timing & Master Plan Status Current Status Priority Continue to expand upon the existing natural heritage and trail systems as a means to develop corridors that serve ecological, passive recreational and active transportation purposes. . Continue to design parks that incorporate natural, indigenous vegetation features in order to foster an appreciation for such areas and maintain crucial ecological functions The Town should continue to work closely with the local Conservation Authorities to remain apprised of planned recreation amenities and trails within conservation areas, in order to maximize opportunities and linkages available to residents. Collaboration on programming is also recommended to encourage understanding and stewardship of natural areas. Lake Lisgar Undertake a waterfront development/revitalization study for Lake Lisgar that defines ways to improve the area to facilitate recreational, cultural, aesthetic improvement and economic development opportunities as a means to showcase the natural beauty of this important municipal asset. Memorial Park Fairgrounds In consultation with the Tillsonburg Agricultural Society, local baseball and softball organizations, and other community representatives, develop a vision and concept for the Memorial Park/Tillsonburg Fairgrounds in order to provide a functional community gathering place. Any costs associated with improving the site according to the developed vision should be rationalized through business planning and partnership evaluations prior to implementation Tillsonburg Cemetery Undertake a Revitalization Plan for the Tillsonburg Cemetery in order to maximize the existing cultural heritage of the site, assess if additional passive uses should be accommodated within the Cemetery, and identify any needed improvements to lands and services which are required. Consultation with appropriate community organizations (such as the Historical Society and Cemetery Board) and the general public will be required throughout this process. Assess ways in which to integrate sustainable operations and management practices within the Tillsonburg Cemetery in order to promote environmental and fiscal efficiencies