arnprior recreation master plan...
TRANSCRIPT
2015
ARNPRIOR RECREATION MASTER PLAN
LEADS Sports and Leisure Consulting Services
Lifetime Consulting Services
Arnprior Recreation Master Plan
2015 Dunbar & Associates 1
Table of Contents
Acknowledgements ....................................................................................................................... 31. Introduction............................................................................................................................. 42. Study Context .......................................................................................................................... 5
2.1 Purpose of the Arnprior Recreation Master Plan................................................................... 52.2 Master Plan Objectives and Scope......................................................................................... 52.3 Study Process ......................................................................................................................... 52.4 Study Methodology................................................................................................................ 6
3. Strategic Context and Direction .......................................................................................... 104. Vision for Arnprior Recreation ........................................................................................... 135. Action Plans........................................................................................................................... 15
Recommendation Priorities ................................................................................................... 15Action Plan #1: Parks, Trails, and Open Space Strategies and Design Standards................. 16
5.1. Parks and Green Space .................................................................................................... 16Major Concept ....................................................................................................................... 16Strategic Direction for Parks and Green Space ..................................................................... 16Parkland Acquisition and Development ................................................................................ 17Stakeholders and Partnerships ............................................................................................... 18Standards and Upgrades ........................................................................................................ 19Standard Maintenance Practices ............................................................................................ 21Off-Leash Dog Area .............................................................................................................. 22
5.2. Trails and Waterfront ...................................................................................................... 23Major Concept ....................................................................................................................... 23Strategic Direction for Trails and Waterfront........................................................................ 23Building the Trail System...................................................................................................... 24Developing Consistency and Standards ................................................................................ 26Building Trail Support........................................................................................................... 28
Action Plan #2: Culture and Recreation Facilities and Service Delivery Strategies ............... 305.3. Excellence in Arnprior Recreation Programs ................................................................ 30
Major Concept ....................................................................................................................... 30Strategic Direction for Recreation Programs......................................................................... 30Current Recreation Programs ................................................................................................ 31National and Provincial Recreation Program Standards ....................................................... 36Recreation User Fees, Subsidies and Affordability............................................................... 36Cost Sharing Agreement/Non Resident User Fees Impact.................................................... 38Volunteerism in the Recreation Department ......................................................................... 39Special Events........................................................................................................................ 39
5.4. Recreation Facilities, Sport Fields and Play Areas........................................................ 41Major Concept ....................................................................................................................... 41Strategic Direction for Recreation Facilities, Sport Fields and Play Areas........................... 41Sports Fields and Play Areas ................................................................................................. 44
5.5. Marina................................................................................................................................ 47Major Concept ....................................................................................................................... 47Strategic Direction for Marina............................................................................................... 47
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Action Plan #3: Financing, Management and Staff Strategies ............................................... 50Financial Administration - Recreation Department Services ................................................ 50
5.6. Cost Sharing Agreements................................................................................................. 51Major Concept ....................................................................................................................... 51General Overview of Purpose of Cost Sharing Agreements ................................................. 51Cost Sharing for Recreational Services - Arnprior and McNab/Braeside and otherNeighbouring Municipalities................................................................................................. 52Observations About the Process to Reinstate the Cost Sharing Agreement.......................... 53
5.7. Recreation Department Level of Service, Cost Recovery and Municipal PricingPolicy ................................................................................................................................... 55
Major Concept ....................................................................................................................... 55General Overview of Establishing a Municipal Pricing Policy............................................. 55Municipal Pricing Policy....................................................................................................... 56
5.8. Recreation Department Structure and Human Resources ........................................... 60Major Concept ....................................................................................................................... 60Managing the Recreation Department ................................................................................... 60Maximize Potential................................................................................................................ 60Proactively Prepare for Growth............................................................................................. 61Transitioning the Recreation Department.............................................................................. 61Proposed Recreation Department Organizational Chart ....................................................... 63
6. Implementation: Costing and 15-Year Schedule .............................................................. 64Set I: Costing and Financial Impact of Recommendations........................................................ 64
Costing and Financial Impacts .............................................................................................. 64Section 1: Capital Project Recommendations ...................................................................... 66Section 2: Capital Funding By Intervals................................................................................ 73Section 3: Non-Capital Operating Budget............................................................................. 74
Set II: Implementation Schedule for Action Plans Recommendations...................................... 757. Evaluation and Monitoring for Long-Term Success ......................................................... 958. Appendices............................................................................................................................. 96
1. Community Profile2. Trends and Best Practices3. Survey Report4. Current and Future Needs Report5. Community Workshop Reports6. Facilities, Programs, Parks, Trails and Open Space Analysis and Evaluation7. Ranking Criteria and Scores for Recommendations8. Example of Port Hope Tree Policy9. Example of Town of Collingwood Trails Network Donor Gift Form10. Arena Rates11. Sample Chart Outlining Levels of Subsidy for Programs, Rentals and Services
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Acknowledgements
We would like to thank all the individuals who participated in the Arnprior Recreation Master
Plan Study. The interest and support shown throughout the planning process ensures that this
document reflects what the community believes to be important in the future planning and
delivery of trails, parks, facilities and recreation services in Arnprior.
Thank you to all those who attended a public meeting, open house or workshop, who completed
an on-line or paper survey, or who took the time to participate in a focus group, interview or
conversation about the future of recreation in Arnprior.
We wish to recognize and thank the Steering Committee and Town Staff for their assistance in
facilitating information exchange, acting as a sounding board for ideas, bridging the gap between
local stakeholders and consulting team members, liaising with the media and for arranging
appropriate meeting spaces.
We also acknowledge the leadership of the Town Council and their participation in the process.
Steering Committee:
Michael Wildman, CAO
Director of Recreation, Glenn Arthur
Robin Smith, Planner
Lindsay Wilson, Marketing and Economic Development Officer
2014 Members of Council: 2015 Members of Council:
Mayor David Reid Mayor David Reid
Reeve Walter Stack Reeve Walter Stack
Councillor Lyle Anderson Councillor Tom Burnette
Councillor Lynn Grinstead Councillor Frank Dugal
Councillor Dan Lynch Councillor Lynn Grinstead
Councillor Ted Strike Councillor Dan Lynch
Councillor Mark Willmer Councillor Ted Strike
Cover Photo Credit: Wikipedia Arnprior (https://en.wikipedia.org/wiki/Arnprior)
Arnprior Recreation Master Plan
2015
1. Introduction
The Town of Arnprior, in anticipation of accommodating the needs of a rapidly growing and
diverse population, is strategically planning its approach to the challenges that lay ahead. With
the reputation as an attractive retirement community, Arnprior is experiencing high growth rates
(an increase of 27% between 2006 and 2011) in the older adult population, and at the same time
is seeing high growth rates (almost double that of the national average) in new families making
Arnprior their home.
As Arnprior’s population growth pushes ahead of Official Plan forecasts, the Town has
responded by taking several progressive actions, such as completing its Strategic Plan, forming
the new Community Development branch to lead and integrate growth strategies, developing a
Branding Identity, and undertaking this Recreation Master Plan Study, which was a priority
action step identified in the Town’s Strategic Plan.
The Recreation Master Plan will guide growth and development of Arnprior’s recreation
programs, facilities, parks and trails and help decision makers allocate needed resources in a cost
effective and sustainable manner. It is a challenging, yet potentially abundant, future for
recreation in Arnprior, with opportunities for rails to trails development, revitalization of the
downtown core and waterfront; new partnerships and ways to expand capacity to deliver
programs and services; and evolving sports fields and facilities that will adapt to new and
changing needs.
“A big part of our decision to locate here was because of the
amount of public access to the waters; the substantial parks;
the diversity of lands in the area…”(Survey respondent)
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Arnprior Recreation Master Plan
2. Study Context
2.1 Purpose of the Arnprior Recreation Master Plan
The Arnprior Recreation Master Plan is intended to be a blueprint for future short, medium and
long-term planning and development of priority recreation programs, facilities, parks, trails and
open spaces. The purpose of the Master Plan is to guide the Town in making decisions on how
to allocate Town resources (human and financial). The Master Plan is the first step in
determining the feasibility of facility development and the level of service that is required to
meet the needs of current and future growth.
As well, the Master Plan is an integral part of the recently completed and adopted Town of
Arnprior Strategic Plan. Together, these two documents guide initiatives for developing the
Town in a robust and sustainable manner.
2.2 Master Plan Objectives and Scope
The objectives of the Master Plan were to review existing documents, examine demographics
and emerging trends, engage and consult the public, analyze existing service levels, facilities and
parks and trails, consult with key stakeholders and/or potential partners, review the effectiveness
and community satisfaction of a cost recovery approach to providing recreation and parks
services, and review existing fees and charges.
Based upon this assessment, action plans with recommendations were developed, along with an
implementation schedule for department activity and a financial plan in the following three
strategic areas:
1) Parks, Trails, and Open Space Strategies and Design Standards
2) Culture and Recreation Facilities and Service Delivery Strategies
3) Financing, Management and Staff Strategies (including staff organization).
2.3 Study Process
The study started at the end of May 2014 and was submitted to Council October 2015. During
the process, four project stages were completed.
Stage One looked at existing conditions in Arnprior and emerging trends. This stage produced
several reports that summarized all information collected:
Community Profile (Appendix 1)
Trends and Best Practices (Appendix 2)
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Survey Report (Appendix 3)
Current and Future Needs Report (Appendix 4)
Community Workshop Reports (Appendix 5)
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Stage Two focused on assessing the information collected and identifying a set of strategic
directions for Arnprior Recreation, which were presented and tested at a Community Workshop.
Stage Three developed draft action plans for each of the strategic directions, including
consultant observations and operational context and standards of provision. (See Appendix 6,
Facilities, Programs, Parks, Trails and Open Space Analysis and Evaluation).
Stage Four produced the Draft Recreation Master Plan, including financial schedule and
implementation plan, which was reviewed by the Master Plan Steering Committee and Council.
The Final Recreation Master Plan was presented to Council November 9, 2015.
2.4 Study Methodology
The consulting team worked simultaneously in three distinct veins (Information Collection and
Review, Consultation and Public Participation, Inventories and Analysis) to collect information
and analyze it during the study process. (See diagram, p. 7, for overview).
Information Collection and Review
The information collection and review process included an inquiry into available municipal
documents relevant to planning parks, facilities and recreation in Arnprior, such as the 2013
Strategic Plan, the Official Plan, 2013 Development Charge Background Study, Waterfront
Feasibility Study, Municipal Accessibility Plan, County of Renfrew Active Transportation
Strategy, 2012 and CN Land Agreement, to name a few. As well, Arnprior, Renfrew County,
Provincial, and Federal statistics and census data were reviewed to anticipate future recreational
needs and to produce a community and demographic profile.
The most current recreation and leisure trends data and best practices were researched for their
relevance to Arnprior. Documents such as the 2013 Active Healthy Kids Canada Report Card
On Physical Activity for Children and Youth; Canadian Sport for Life and Physical Literacy;
The Outdoor Foundation 2012 Outdoor Recreation Participation Report; A National Framework
for Recreation in Canada: Pathways to Wellbeing; the Ontario Childrens Outdoor Charter;
Independence, Activity and Good Health Ontario’s Action Plan for Seniors; Actively Engaging
Women and Girls, Addressing the Psycho Social Factors; and the Infrastructure Renewal
Strategy for Recreation in Ontario, are a few examples.
Best practices for waterfront development, cost sharing, joint use, rental fees and user fee
agreements from other municipalities were researched.
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Information Collection
and Review
Community
Engagement
Inventories,
Analysis &
Strategies
Demographics
& Community
Profile
Background
Documents
Recreation and
Leisure Trends
Council, Staff
and Key
Stakeholder
Involvement
On-Line Survey
Focus Groups
Public Open
House/Meetings
Culture/RecFacilities
Parks, Open
Space &Trails
Finance,
Management,
& Staffing
Arnprior Recreation Master Plan Methodology
Current and Future Needs Summary Report & Community
Development Advisory Committee Meeting
Draft Recommendations, Community Endorsement Meeting,
Implementation & Monitoring
Final Report
Financial Modeling Community Visioning
Workshop
Evaluation and Assessment
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Community Engagement
A community consultation process was undertaken, with the objective of gaining insight from as
many community members and interests as possible. Interviews, focus groups, public
meetings/workshops and an on-line survey were conducted.
a) Interviews
In Stage One of the study process, interviews were conducted with key stakeholders, including
the Mayor, members of Council, Recreation staff, and various representatives of sport and
recreation interests in the community. A complete list of participants is in the Current and
Future Needs Report, Appendix 4. The purpose of the interviews was to get their opinions about
opportunities and challenges for Arnprior in the future, discuss the current state of parks,
facilities and recreation, identify key issues and potential ways of solving them and; describe
desirable facilities, amenities, programs and services for the future.
b) Focus Groups and Public Meetings/Workshops
Staff members of the Department of Recreation were convened as a group to discuss the current
state of existing parks and recreation programs, services and facilities in Arnprior and give their
ideas for improvements. Residents were invited to give their input to the Master Plan in a
number of forums.
Community Workshop Nick Smith Centre, June 26, 2014
Staff Workshop Nick Smith Centre, June 26, 1014
Public Open House Clara’s Big Ride, June 30, 2014
Community Visioning Workshop Nick Smith Centre, September 3, 2014
Community Endorsement Workshop Nick Smith Centre, October 9, 2014
Tabled to Council Town Hall, October 13, 2015
In these focus groups and meetings, participants raised their opinions about the current strengths,
challenges and weaknesses of recreation opportunities in Arnprior and made suggestions or gave
advice about potential opportunities for recreation, parks and trails in the community.
The September 3rd meeting for the general public focused on priorities for the future and moved
from general input and ideas into examining nine draft strategic directions for Arnpiror
Recreation. Meeting participants heard a brief presentation about the research to date and the
emerging strategies. They were given the opportunity to ask questions of clarification about the
strategies, indicate their agreement or disagreement with them, and make any desired changes or
revisions.
On October 9, residents of Arnprior were given an opportunity to respond to draft action plans
and recommendations in the following key areas: Recreation Programs, Parks and Green Space,
Trails, Marina, Facilities, Sport Fields and Play Areas, Joint Use Agreements and Recreation
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Services Level of Service, Cost Recovery and Municipal Pricing Policy. Their comments were
considered in refining and shaping the final Master Plan document.
c) On-line Survey
An on-line survey was conducted to give community members an opportunity to give input into
the Master Plan process. After a pilot test, the survey was posted on the Town of Arnprior
website home page and opened to the public on June 12, 2014 and closed August 15, 2014.
Postcards and posters with the survey QR code were distributed to encourage participation.
A total of 318 respondents participated in the survey. Paper copies of the survey were distributed
for the benefit of those people who could not access a computer or who preferred to complete a
written copy of the survey. Paper copy surveys were manually entered into the database. The
complete Survey Report is in Appendix 3.
d) Inventories and Analysis
Recreational facilities and parks were visited, inventoried, and their physical condition and
readiness to serve the public within a 15-year horizon was assessed. AODA provincial
accessibility legislation, standards of provision and Development Charges (DC) studies/standards
were all taken into account in the evaluation. Programs and services were evaluated in terms of
their current effectiveness and ways to enhance them in the future; governance and policies for
such concerns as inclusiveness, accessibility, and special interests; marketing and
communication of services; operational issues; volunteerism and building capacity; and building
on community partnerships and new initiatives to fulfill needs. (See Facilities, Programs, Parks,
Trails and Open Space Analysis and Evaluation in Appendix 6.)
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3. Strategic Context and Direction
The Town of Arnprior completed a Strategic Plan in 2013 to steer the Municipality through the
2013 to 2017 time period. The Vision, Values and seven Priority Areas are intended to guide the
actions of Town Council and staff. The Recreation Master Plan, while addressing only the
recreational aspects of the community, complements the direction of the Strategic Plan. In fact,
the Recreation Department (as the following table shows) can play a significant role in achieving
some of the Town’s strategic directions.
Long-term objectives of the Arnprior Strategic Plan are to have:
1. Robust growth: Measured by the number of new businesses, new residential
development, additional tax assessment and permit activity
2. Sustainable financial model: Measured by debt ratios and a sound long range financial
plan in place
3. Improved infrastructure: Asset management plans in place, projects able to proceed
because of proper planning (shovel ready plans), roads and other infrastructure
improvements
4. Solid administration and operations: Measured by ratepayer satisfaction (#
complaints/year trending, surveys)
5. Community Hub completed: Town Centre/Square completed measured by significant
progress on the redevelopment of the waterfront, walkway, downtown and railway right
of ways
6. Workplace of choice Recognition as “a best place to work:” measured through increased
staff retention, quality of candidates, staff surveys
7. Business friendly: measured by number of new businesses, retention and expansion of
existing businesses, reduced residential tax burden
The Seven Key Priority Areas are:
1. HR Plan and Org Chart
2. Financial Model
3. Infrastructure
4. Economic Development
5. Marketing
6. Downtown Development
7. Waterfront
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Complementary Goals of Strategic and Recreation Master Plans
Strategic Plan Recreation Master Plan
Robust Growth Thriving and appealing recreation parks, trails
and facilities contribute to attracting new
families and business.
Sustainable Financial Model Monitoring for available grants; phased,
incremental action plans; preparation of capital
forecasts and; creation of “shovel-ready” plans
for recreation infrastructure build upon the
Town’s sustainable financial model.
Improved Infrastructure Accessibility compliance, preparation of ten-
year capital forecasts and “shovel-ready” plans
for recreation infrastructure, changing and
adapting parks and fields to meet needs lead to
improved recreation infrastructure.
Solid Administration and Operations Consistent standards for design and
maintenance of parks and trails; tracking yearly
progress toward excellence and participation
rates in all programs; and satisfaction surveys
are examples of solid administration and
operations.
Community Hub, Downtown Development and
Waterfront
Trail and park connections linking the
waterfront with downtown; community special
events at waterfront contribute to maximizing
the Town’s assets.
Workplace of Choice, Human Resources Review of recreation job descriptions;
emphasis on training and accreditation
programs and leadership in the recreation field
build on the goal of workplace of choice.
Business Friendly, Economic Development
and Promoting Partnerships
Converting abandoned rail lines to trail ways
extending beyond Arnprior borders to attract
tourism; finding a suitable partner to develop
the marina; partnership in recreation services at
the waterfront contribute to business and
economic development.
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Consultant research and community input led to the identification of eight strategic directions for
the Arnprior Recreation Master Plan. These statements provided the context for development of
the Master Plan. The strategic directions are intended to be forward looking and bring focus to
the desired future state for Arnprior recreation.
Eight Strategic Directions for Arnprior Recreation: In 2024, Arnprior is…
1. Arnprior is rich in beautiful parks and green space, such as Gillies Grove and Robert
Simpson Park which is the jewel of Arnprior and a community hub. Use and enjoyment of all
parks and green space is maximized and integrated with trails.
2. Arnprior is a vibrant, connected, walkable, sustainable, active community which is ideal for
all ages – kids to older adults.
3. Arnprior’s waterfront and outdoor setting is highly prized by the community and integrated
with other amenities to provide many diverse, unstructured leisure opportunities for both
residents and non-residents.
4. The new Arnprior Marina is successfully operating because of a mutually beneficial
public/private partnership that brings a lively new dimension to the waterfront, adds tourism
dollars to the local economy, and provides enjoyable recreation for local residents and
visiting pleasure boaters.
5. Arnprior maximizes the use of sports fields and playing areas to accommodate a variety of
interests, ages and abilities. It encourages families, male, female and co-ed participation in
both sport and unstructured recreation, team and individual pursuits, competitive and non-
competitive activities.
6. The Nick Smith Centre is the cornerstone of facility-based recreation in Arnprior and is
exemplary of a centralized, multi-use, multi-generational recreation facility that is adaptable,
flexible, and integrated with outdoor facilities.
7. Arnprior offers excellent quality, affordable programs and opportunities including sports,
culture and unstructured activities that are close to home, safe, and accessible to all residents.
There is variety and diversification with growing momentum to reach out to more user
groups and interests.
8. Arnprior recreation staff are approachable, committed, supportive and skilled professionals
who demonstrate strong leadership in the advancement of recreation in Arnprior and Ontario.
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4. Vision for Arnprior Recreation
A Vision for Recreation in Arnprior
Arnprior residents take part in an impressive array of services and amenities for physical and
cultural activity and enjoyment of the Town’s celebrated natural setting, heritage, and extensive
indoor and outdoor recreation environments.
The Mission of the Recreation Department
The Arnprior Recreation Department works closely with the community and partners to facilitate
and provide cost effective, progressive recreation opportunities for residents of all ages and
abilities in parks, on trails and river corridors, and in recreational facilities.
Guiding Principles
The Guiding Principles are the foundation on which Arnprior recreation programs, services and
facilities should be built. They are intended to govern decisions and actions and be the measure
of what is fundamentally important to successful delivery of Recreation in Arnprior.
Decisions and actions regarding Arnprior recreation programs, services and facilities are guided
by the following principles:
#1 Accessible, Affordable and Inclusive
Recreation in Arnprior is accessible, affordable and inclusive of residents and non-residents of
all ages, abilities, and interests.
E.g. Is this program or facility accessible to older adults? Is it affordable to low-income families?
Can it be more inclusive?
#2 Community Image and Pride
Arnprior’s parks and recreation amenities sustain and grow feelings of community pride and
positive Town image.
E.g. How does this recreation service contribute to a positive image of Arnprior? Can we be
proud of this park? Does this program literature reflect the Town’s new branding image?
#3 Achievable and Sustainable
Recreation programs, services and facilities are financially achievable to the Municipality and
can be sustained over the long term.
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E.g. Do we have a “shovel-ready” plan for this facility? How can we make incremental progress
on this? Can we sustain this program over the long term?
#4 Integrated and Vital
Arnprior recreation is integrated with other Town initiatives and plays a vital role in the success
of those initiatives.
E.g. How can this recreation program, service or facility contribute signficantly to downtown
revitalization? To trail development on abandoned rail lines? To waterfront development plans?
To the new Town Hall plans? To tourism and special events? To economic development and
marketing?
#5 Responsive and Forward Looking
The Arnprior Recreation Department is responsive to current needs while planning ahead to
ensure it is ready to meet future needs.
E.g. Does this program serve existing needs? Will population growth outpace this service?
How can we modify this trail to better suit future needs?
Arnprior Recreation Master Plan
5. Action Plans
The Action Plans that are discussed in this section are the result of significant analysis and
evaluation arising from research, inventories and assessments, public input, best practices, and
the experience of the consulting team. The Action Plans are firmly based on the Town’s
Strategic Plan and the Department vision, mission and guiding principles.
The purpose of the Action Plans is to outline key issues and shortfalls to be addressed over the
life of the Master Plan including recommendations on how the Department should move
forward. All recommendations are generally considered to be priorities and, if properly
implemented, will benefit residents and the Town of Arnprior. Implementation is phased over a
15-year timeframe.
The recommendations have been evaluated against seven criteria including opportunity, ability to
pay, the Town Strategic Plan, public priority, long-term sustainability, current and future
demographics and trends in order to determine priority ranking. A description of the ranking
criteria and the specific ranking scores for all recommendations are located in Appendix 7.
Recommendation Priorities
Recommendations scoring a value of 27-35 are High Priorities and are marked with H
Recommendations scoring a value of 17-25 are Medium Priorities and are marked with M
Recommendations scoring a value of 15 or less are Low Priorities and are marked with L
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Action Plan #1 Parks, Trails, and Open Space Strategies and Design Standards includes:
1. Parks and Green Space
2. Trails and Waterfront
Action Plan #2: Culture and Recreation Facilities and Service Delivery Strategies includes:
3. Recreation Programs
4. Recreation Facilities, Sports Fields and Play Areas
5. Marina
Action Plan #3: Financing, Management and Staff Strategies includes:
6. Cost Sharing Agreements7. Recreation Department Level of Service, Cost Recovery and Municipal Pricing
Policy8. Recreation Department Structure and Human Resources
Recommendations to be included in the Official Plan review process are marked with
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Action Plan #1: Parks, Trails, and Open Space Strategies and DesignStandards
5.1. Parks and Green Space
Major Concept
Develop standard design guidelines to be used in every park. Upgrade existing parks to higher
standards and involve residents and partners early in the planning process for park
improvements. Put reviews in place to measure results.
Strategic Direction for Parks and Green Space
Department Service Model for Parks and Green Space
The public has high expectations for parks and
green space to be attractive, safe and well
maintained by the Municipality. Arnprior
currently has an excellent parks and green space
resource, and with the anticipated acquisition of
railway lands, it has an even greater opportunity to
link the community together with a green band of
parks, trails and open space. As the parks and trail
system grows and matures, Arnprior needs to look
at ways of bolstering staff efforts to care for and
maintain parks and green space.
At present, the Recreation Department is somewhat understaffed to maintain existing municipal
green space. Hiring new staff to assist with maintenance duties is one option. In addition to this,
the Municipality could look at developing volunteerism and partnerships to keep pace with
additional maintenance responsibilities that will come with long-term park development plans.
For example, volunteers and community groups can be recruited to assist in park upkeep.
“Friends of the Park” or “Neighbourhood Association” may raise funds for play structures, give
input into design concepts, report vandalism incidents, tend to gardens, pick up litter, plant trees,
and so on.
Partnership or sponsorship is another viable option for provision of parks and green space. The
Municipality may find a partner that could team-up with the Town for the betterment of parks
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and green space, for example, a sponsor for an outdoor rink or trail section or a mutually
beneficial partnership with a field naturalists group, park user group, or service club.
Cost Recovery for Parks and Green Space
Parks are one service within municipal recreation that is considered to be a public good,
providing enjoyment for all residents and visitors to the Municipality. Generally, user fees are
not charged for public use of parks and green space and their upkeep and maintenance is paid for
through the tax base and development charges. However, there are other means for recovering
parks and green space costs that are worthy of investigation, including grants, fundraising and
donations. It is recommended that the Municipality expand its capacity to request and accept
donations and bequests. For example, gardens, trees, benches, trail sections, or wayfinding
signage are elements that can be dedicated in the donor’s name.
Parkland Acquisition and Development
As Arnprior grows, and tourism increases, the Town will need to incorporate a combination of
different park sizes and types, active and passive parks, and natural areas for the enjoyment of
residents and visitors. The parks and open spaces, which include environmentally sensitive
lands, waterfront, river corridors, and trailways are a key ingredient to the community’s sense of
wellbeing and pride.
Careful planning must take place to maintain the natural features of Arnprior for the next 100
years of growth. What is done now in this Master Plan, sets the stage for long-term
commitments beyond the 15-20 year timeframe of this study. The very reason people enjoy
residing in Arnprior can be jeopardized by fast-paced growth and lack of long term planning.
Efforts need to be constant and vigilant in protecting parks and natural areas.
Recommendations
1. HAs part of the 5-Year Review of the Official Plan in 2015, amend or update the Arnprior
Official Plan to reflect the parks and trails Master Plan recommendations and other service
recommendations when appropriate.
2. M Implement existing parkland developments and improvements as identified in Ten-Year
Capital Plan:
i) Olympia Park as per subdivision agreement, play structure, outdoor rink, trail connection,
amenities
ii) Pave parking at Robert Simpson Park
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iii) Major equipment/rolling stock replacement - Parks Mower
iv) Major equipment/rolling stock replacement - Parks Tractor
v) Major equipment/rolling stock replacement - Parks Truck
vi) Moe Robillard Park - complete the development
vii) Caruso Street Play Structure
viii) Ball Diamond Irrigation - McLean Park
3. MAccept cash-in-lieu of parkland only in the following circumstances:
i) Existing parkland allocation meets the established 4.0 ha/1000 gross and minimum 1.2
ha/1000 net and a larger park area is not desirable
ii) The projected growth will have sufficient park allocation
iii) A project has achieved long term capital support and provides alternative leisure
opportunities to a broad base of the Municipal population
iv) Future developments can provide necessary parklands for future growth
v) Land does not provide an active transportation link to other parks, facilities or trail heads.
Note: Cash-in-lieu funds can be used for upgrades to existing parks and facilities that are
targeted to the general population of Arnprior, but not to upgrade parks and facilities that are for
specific groups in the population. For example, upgrades to the trails system or to the Nick
Smith Centre pool would be acceptable use of these funds, but not upgrades to a neighbourhood
park or skateboard facility which serve only a small or specific target group.
4. MOptimize opportunities for parkland securement by applying density bonusing and
alternate provision standards permitted under the Planning Act and enabled by the Official
Plan and Zoning By-laws.
5. MDevelop a strategic land use assembly and future landholding strategy in conjunction
with the Official Plan to be triggered by formal municipal planning processes.
Stakeholders and Partnerships
Staff should work toward partnership development with the volunteer organizations that help to
provide recreational opportunities for residents and visitors in Arnprior parks and open spaces.
Working groups of volunteers for short-term initiatives are recommended (for example in the
planning or redevelopment of parks and trails) as a means of acquiring short-term, specific
feedback, advice or suggestions from stakeholders and residents, to build momentum for a new
project, and to harness community champions who can advance a project. The onus would be on
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the CDAC to decide if and when it may be beneficial to form a sub-committee of the CDAC or
working group to address a specific issue or project. Any recommendations coming forward
from working group or sub-committee would be reviewed by the CDAC for endorsement.
Recommendations
6. H Form a strong partnership with community residents early in the park planning or park re-
development process. Local residents must be engaged in park design and choice of
amenities to ensure their continued use and support of park resources and their involvement
in care and supervision.
i) Develop an overall goal, specific criteria and performance measurements for park
maintenance
ii) Develop a yearly review of activities, issues and general performance
iii) Create a process for new park design and development
7. M Collaborate with regional, local and municipal organizations to enhance park services.
For example:
i) MacNamara Field Naturalists and Gillies Grove – work together to maximize fundraising,
trail linkages, signage and maps, special events, etc.
ii) Fairgrounds – enhance collaboration with Agricultural Society in order to create a vision
and plan with the Fair Board for the next 10-20 years.
iii) Other Townships and Communities – Create a regional vision for major parkland
acquisition over the next 10-15 years with neighbouring communities to provide for the
growing population in an efficient and cost effective manner.
Standards and Upgrades
Standardized guidelines assist in planning, decision making, and in prioritizing budget items.
Guidelines need to be approved by all departments and endorsed by Council as a recommended
framework to follow in all design work. Although parks will have standard design guidelines,
residents can still give their input into such aspects as location of amenities within the park, the
desired type of park, certain attributes of the amenities like colour or style, options for trail
connections, and other such decisions that will be required.
Be cognizant of aspects, such as parking lot screening, landscaping entrances, green roofs, active
transportation, amenity areas (washrooms, benches, etc.) which are key elements in well
designed open space and parks. Another guideline to incorporate in some parks may be the use
of features from the natural environment in playground design which will help stimulate free-
form, creative and social play and encourage children to develop physical literacy skills.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 20
While the guidelines seem ambitious, they do provide a long-term goal and framework that will
guide decisions for the next 15 years.
Recommended guidelines for standard design, (Neighbourhood, Community, Special Open
Space Areas) are listed here:
Guidelines for Standard Park DesignCPTED* (effective use of built environment to reduce crime, e.g. clearsight lines)
All Parks
Access to active transportation routes and trails All Parks
Wayfinding for park All Parks
Benches, tables, seating areas, shade* All ParksPedestrian lighting Neighbourhood and Community
ParksGarbage receptacles All ParksParking for people with disabilities All ParksLow maintenance native plantings All ParksPark maintenance All ParksWashroom facilities Seasonal washrooms in
Neighbourhood; Full service,Year round in Community Parks
Bike racks All ParksAccessibility into park and amenities (AODA) All ParksMultiuse capacity of space All ParksAccess to public transit All ParksFencing to identify border of park and private property All ParksHydro supply At frontage of all parksWater supply At frontage of all parksSuitability for parkland development (e.g. good drainage, size, etc.) All ParksPotential for green space connectivity (to natural areas, corridors, openspace.)
All Parks
* Community planning should include natural and built shade features at outdoor public venues (e.g. children’s playstructures, benches and sitting areas) to protect citizens from the sun and help prevent skin cancer.
Recommendations
8. H Continue to ensure that benchmarking, best practices and continuous improvement
initiatives are specifically contained in each budget submission and work plan to Council
each year.
9. H Keep current and respond to new or changed provincial policy with municipal by-laws,
such as the Arnprior municipal by-law ensuring that all Municipal lands and public use areas
are designated as tobacco free, including parks, play areas, and trails.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 21
10. HEstablish a municipal parkland classification system for existing and new parks. Within
each park classification (Neighbourhood, Community, Parkette, Open Space), there should
be guidelines for standard design features (e.g. form, location, and amenities) for all new or
redeveloped parkland. Where possible, parks should be at least 4-5 acres so care and
maintenance is more efficient.
11. MUpgrade existing parks using the parkland standard of 4.0 ha per 1000 population with a
minimum of 1.2 ha/1000 net yield of fully developable tableland as parks. Review parks and
trails assembly and parkland/trail acceptance policies in the context of an assured level of
service (i.e. minor parks or playgrounds within 800 metres of each resident). Update
standards to include timing of provision of parkland amenities so that such facilities are
available to residents when 25% occupancy of a subdivision is reached.
12. MAdhere to guidelines and principles of Crime Prevention Through Environmental
Design (CPTED) and Accessibility for Ontarians with Disabilities Act (AODA) legislation
for park design. As well, use design features to avoid conflict between active and passive
park uses.
13. MEstablish parks in new and re-developed areas by using a community-based assessment
(demographics, socio-economic factors, population projections, proximity to existing
parkland, desired urban type) to determine how much (4.0 ha/1000 gross and minimum 1.2
ha/1000 net) and where parkland is needed.
14. M Target an Urban Forestry Canopy Cover (UFORE) for new development of 40% for the
Town of Arnprior and continue with policies for tree protection through a tree-cutting bylaw.
(Reference: Town of Oakville standard and 2010UFORE study.) The Tree Policy by-law
will not impact trees on private property. (See Appendix 8 for Example Port Hope Tree
Policy.)
Standard Maintenance Practices
When parks are developed according to consistent
standards, then maintenance practices are
developed to maintain those standards. Parkland
should be developed in a manner that maximizes
enjoyment of use and efficiency of service and
maintenance. Standard maintenance practices also
ensure that parks are safe and meet necessary
provincial standards.
Arnprior Recreation Master Plan
2015
Recommendations
15. H Continue and expand Town beautification and horticultural projects. Build on the good
work of Communities in Bloom volunteers and summer students, by ensuring staffing levels
meet growing needs for creating and maintaining garden features; park maintenance;
developing a new gateway feature; establishing community garden plots (which could be a
suitable use for smaller, fragmented parks) if there is sufficient interest*; assisting with
outdoor rinks, winter trails or other recreation facility maintenance in winter.
*Currently the Galilee Centre offers garden plots to the community for 25$/year.
16. M Upgrade existing parks. Develop policy and accompanying procedures and maintenance
practices consistent with provincial best practices. For example, commit to a long term
policy in regards to replacing existing or installing new park play structures that ensures all
landing areas are replaced with CSA approved composite/rubberized (or equivalent) landing
areas and in addition maximize physical accessibility be a priority in the design.
Off-Leash Dog Area
The provision of an off-leash dog area usually triggers, or results in, upgrades to the Municipal
dog licensing policies and procedures. For example, all dogs will require a valid license to use
the off-leash dog area and revenues from dog license fees may help pay for the off-leash area.
There will also be a code of acceptable practices posted at the entrance. Users will, to a large
extent, self-police use of this area. The area will likely act as a deterrent for undesirable off-
leash dogs in other parks.
Recommendations
17. M Investigate best option for off leash dog run:
i) Fence in an area in the redesigned McLean/Optimist Park
ii) Caruso Street Park
iii) Portion of the lands owned by the Arnprior and District Humane Society in the Sullivan
Industrial Park
t
“These areas are valuable to communities; if
hey ever disappear they will never come back.
Our town is situated between two rivers and
these parks draw a lot of people from
Dunbar & Associates 22
outside the town.” (Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 23
5.2. Trails and Waterfront
Major Concept
Upgrade existing trails to a common, consistent set of standards and aggressively make new trail
linkages, where possible, over the next five years. Upgrade the connection of the waterfront with
the downtown core and promote a bike-friendly, active transportation environment. Pursue
acquisition of the abandoned rail lines. Make necessary changes to add trail development to the
Development Charges by-law.
Strategic Direction for Trails and Waterfront
Department Service Model for Trails and Waterfront
Across North America, communities show an enthusiastic response to developing public trail
systems and there are many examples of best practices. In most cases, municipalities work with
partners and volunteers to develop, build and maintain trail systems.
Arnprior Recreation Department, in conjunction with the Planning Department, should lead a
community-based effort to develop the trails and waterfront, and engage partners and volunteers
to assist in grant application, acquiring free or reduced-cost materials and expertise, fundraising
campaigns, and so on. Some partners, like local health agencies, Active Transportation
committees, and economic development or tourism sectors are invaluable supporters.
A well-rounded volunteer committee is the key to a successful trail and waterfront, and should
include volunteers representing the following sectors or interests:
Community champion,
stakeholder, trail enthusiast
Financial
Engineer or public works
Education
Health
Developer
Business Development and
Tourism
Service Club(s)
Police
Communications and Media
Government liaison(s) – municipal, county, provincial, federal
Arnprior Recreation Master Plan
2015
Cost Recovery for Trails and Waterfront
The public generally expects free access to community trails and waterfront, but many
communities have found creative ways to help recover costs from these valuable amenities.
Tourism and special events, grants, fundraising, donations and bequests (see Appendix 9 for
Example Town of Collingwood Trails Network Donor Gift Form), partnerships and
sponsorships, concessions and rentals, are all viable options that Arnprior should tap into. By
initiating a well-rounded volunteer committee for trail and waterfront development, many
opportunities for cost recovery will be generated that otherwise may not have happened without
the connections of the committee members and their networks.
Building the Trail System
Long term planning is essential. A three-phased approach is recommended in this Master Plan,
beginning with the waterfront. However, there may be other opportunities that arise to secure
trail segments and it is advisable to seize these links if they fit the overall, long-term plan, even if
they are out of the phased sequence. These realized trail pieces generate enthusiasm, public
desire and momentum, and all secured parts can contribute to realizing the long-term plan.
Connectivity of Robert Simpson Park to the downtown core is key. Staff, working with the
CDAC or working group delegated by the CDAC, can identify the best connection options and
approach, depending on available resources. The trail must be accessible to meet provincial
codes and be either concrete or asphalt with a minimal elevation change. In Robert Simpson
Park some easy, first-stage options for a trail extension exist along the waterfront, toward the
marina, and toward downtown.
The current park entrance area poses a challenge because it has a big incline into the park from
the residential side. That entrance would make it necessary to use a switch-back process to
enable safe ascent and descent. Developing this portion of the trail would be a long-term project.
To
an
“Seize this once in a lifetime opportunity to utilize recently vacated rail
rights of way to build an interconnected trail system throughout the
wn, County, Province – it is a low hanging fruit with immense pay back
Dunbar & Associates 24
d would make cycling safe in our community.” (Workshop participant)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 25
Recommendations
1. H Be aggressive in trail planning and development over the next five years and build
momentum for trail planning with these initiatives:
i) Acquire abandoned railway line working in collaboration with the County and other
municipalities
ii) Create an Active Transportation Plan for Arnprior
iii) Promote a Renfrew County Trails Strategy
iv) Create a wayfinding plan for Arnprior
v) Promote “Share the Road” (a national designation to increase safe cycling on roadways)
2. H Continue to earmark Waterfront Rehabilitation funds for trail and waterfront
improvements.
3. H Prepare short, medium and long-term forecast on trail development, then budget, seek
grants, encourage private sector to donate, etc., to meet objectives. Consider that additional
staff may be needed as trail network expands, including possible winter maintenance for year
round trail use. When trails are maintained in the winter months, the Municipality requires
more comprehensive risk management and improved signage. Labour costs will be increased
and public expectations for year round trail use will be raised.
4. H Allocate funds from sale of disposed parkland (surplus parkland that the Municipality
wants to sell) to trail initiatives.
5. H Upgrade and develop the Arnprior trail and active transportation system using a three-
phase strategy:
i) Join the waterfront to the downtown core with asphalt surface
ii) Connect the trail system to schools and parks
iii) Connect all trails to main Municipal loop
6. M Promote Arnprior as a destination point for cyclists. Recreational bike riders from
Ottawa, Kanata, Renfrew County will ride to Arnprior to enjoy the downtown, waterfront,
parks and trails.
Arnprior Recreation Master Plan
2015 Dunbar & Associates
7. M Create a budget line for both capital expenditures
for making new trails and a trails maintenance
account. This is a best practice in preparation for
upcoming trail initiatives on the CP rail line. Review
the capital forecast, and determine the need for
financial repositioning of some projects to allow trail
work to commence and start the active transportation
plan as soon as possible.
8. L Re-establish the breakwater at Robert Simpson
Park to reduce erosion.
Developing Consistency and Standards
Trails require consistent standards for user safety, accessibil
are in place, maintenance practices can likewise become con
the desired standards. The goal in Arnprior is to upgrade de
based on a set of minimal standards and standard operation
Recommendations
9. H Inventory all existing trails and prepare a detailed rep
Facilities, Programs, Parks, Trails and Open Space Anal
Trails Criteria Checklist, which assesses accessibility, sa
on; and page 95, Sample Trail Inspection Report.)
10. H Broaden the definition of trails to include Arnprior’s
Madawaska Rivers) and opportunities for kayak, canoe a
combination with hiking or biking trails.
11. H Require all new subdivisions, commercial and pub
pedestrian routes to offsite sidewalks and trail access po
Review. Design pedestrian routes to allow clear and uno
width of 1.5 metres with no abrupt side slopes, and a mi
metres. All street furniture should be off the pedestrian r
should be placed where they won’t interfere with active
w
“Cycling is really growing and I find
that the roads here are not for the
cyclist. The roads are far too busy
and therefore I bike on the sidewalk
hich is not the best thing to do. Now
wouldn't it be wonderful if the old
railroad track that they tore up last
summer be turned into bike paths.”
26
ity and enjoyment. Once standards
sistent and be directed at up-keeping
ficient trails and develop new ones
policies.
ort on each. (See Appendix 6:
ysis and Evaluation, page 94, for a
fety, wayfinding, amenities and so
waterways (primarily Ottawa and
nd paddleboard travel or in
lic areas to connect their on-site
ints as part of the Official Plan
bstructed passage, with a minimum
nimum overhead clearance of 2.5
oute of travel and storm sewers
transportation.
(Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 27
12. H Review existing subdivisions, making improvements to trail accessibility and safety
where possible (see #9 above).
13. H Place standard-style Municipal bike racks at visible locations at public facilities, trail
heads, play areas and public spaces. All commercial developments should be encouraged to
provide covered and safe bike racks for employees.
14. H Improve Municipal trail signage and wayfinding, that is appropriate for all physical
abilities, and that has a consistent format which includes information about distance,
direction, destination and difficulty. Consider the use of new technologies, such as QR codes,
apps and downloadable maps that may enhance the trail user’s experience.
15. H Include policy in Official Plan during review to support implementation of trails and
active transportation; and include a conceptual trails plan in the Official Plan update. In
addition, review current planning procedures and add language that requires all new site
development agreements to make trails and active transportation provisions essential.
16. H Based on Official Plan review and inventory
(see #9 above) upgrade existing trails and build all
new trails to meet the following standards:
i) Hard surface (either stone dust, asphalt or concrete)
ii) 10 feet/3 metres wide
iii) 2 feet/1.5 metres clear cut zones on each side
17. H Identify sidewalks and trails that require additional benches, shade, and resting areas
(based on the inventory completed in #9 above). Many older adults and residents with a
physical disability need these supportive amenities.
18. H Set minimum levels of acceptable trails maintenance standards and develop trail
maintenance schedules. Spring inspections are recommended, as well as periodic inspections
throughout the year to identify such maintenance issues as eroding trail surfacing, missing
signs, encroaching vegetation, dumping, vandalism or garbage.
19. M Provide the following conditions on all pedestrian routes (as part of the Official Plan
review process) to promote and enable walking:
Arnprior Recreation Master Plan
2015 Dunbar & Associates 28
i) All residential areas need connection throughout the development and should be placed at
a minimum of 150 meters.
ii) Cul-de-sacs and other types of dead ends need to provide connection of a minimum of 3
meters wide, which should be hard surface (compacted gravel as a minimum).
20. M Connect all trails and sidewalks to safe road crossings where possible (based on
inventory completed in #9 above). When this is not prudent, the Municipality should:
i) Provide signage warning of upcoming traffic/road
crossing
ii) Use stop bars, fences, boulders, curvature options on
incoming trails/walkways to warn users of change or
upcoming traffic
iii) Install curb extensions and refuge islands if crossing
distance is greater than 3 lanes
iv) Install pedestrian activated crossing lights
v) Install countdown lights to assist walker/rider in road
crossing; audible crossings signals are beneficial.
21. M Evaluate current trailheads and identify choke points that restrict traffic flow, provide
inadequate parking or staging room, or otherwise inhibit access to the trail (based on
inventory completed in #9 above).Upgrade construction details of parking lots at trailheads to
include more signage that recognizes the need for AODA compliance. There must be a
minimum of three trail head parking lots in the community, with at least three parking spaces
in each (two regular spaces and one accessible) Parking areas are provided preferably for
trails that provide at least a 20-minute walking experience.
Building Trail Support
Active transportation is not a trend but a cultural shift. The Ministry of Transportation’s Book
18 now requires an assessment of all new roads to include pedestrian and bikes in the overall
plan. People want to be more active, healthier, use less carbon fuels, live in less car-centric
communities and ride safely to the store, school, work or the park.
A significant step in building trail use and support is to install safe bike racks in public areas,
such as the downtown core, parks, recreation facilities, schools, and so on. Residents will be
more inclined to use trails if there is a safe and secure way of parking their bikes. Installation of
bike racks also demonstrates Municipal commitment to active transportation.
Arnprior Recreation Master Plan
2015
Recommendations
22. H Initiate the practice of seeking trail donations at Municipal offices as well as selected
businesses. Make cards available at funeral homes so donations can be made to Arnprior
Trails in memoriam.
23. H Form a strong partnership with community residents early in the trail planning process.
The onus would be on the CDAC to decide if and when it may be beneficial to form a
working group or sub-committee to address a specific trail issue or project. Such a group
would play an invaluable role, acting as a sounding board for ideas, generating solutions for
management issues or conflicting uses, and identifying emerging needs (e.g. fitness stations,
cross country ski trail, bike rack locations, etc.)
24. H Celebrate active transportation in Arnprior with a special community event, for example,
walk or bike to work and school day. The event will demonstrate the will of the community
to celebrate a healthier lifestyle choice and a new way of thinking about transportation in
Arnprior. The potential for an annual event is tremendous and can be expanded in similar
fashion to many other worldwide examples. Potential partners to involve in the planning for
this event may be the schools, health organizations, private sector, active transportation
committee, etc.
25. H Continue representation on County Active Transportation Committee and work to
implement the Active Transportation Plan. Advance Municipal active transportation
initiatives by looking worldwide at towns with similar characteristics as Arnprior to establish
a desired course of action on operating and capital budget decisions.
“
d
pe
fi
an
Gr
Great waterfronts are not dominated by residential
evelopment. Instead, they are places that are full of
ople, day and night and are sites of festivals, markets,
reworks displays, concerts, spontaneous celebrations
d other high-energy gatherings.” (Ten Qualities of a
eat Waterfront Destination, Project for Public Places)
Dunbar & Associates 29
Arnprior Recreation Master Plan
2015 Dunbar & Associates 30
Action Plan #2: Culture and Recreation Facilities and Service Delivery
Strategies
5.3. Excellence in Arnprior Recreation Programs
Major Concept
Provide exceptional participant experiences—responsive, accessible, affordable, safe recreation
programs that cater to the diversity of interests as the population grows.
Strategic Direction for Recreation Programs
Department Service Model for Recreation Programs
The Town of Arnprior Recreation Department has a proven track record of working effectively
with the community as strong partners in the provision of sport, recreation, and culture
opportunities. The stakeholders applaud the support they have received for such things as
recreation grant applications, access to Arnprior facilities, and assistance in initiating many
successful new programs over the past few years. Community leaders have expressed their
strong preference that these Department support services continue into the future.
The Department should continue with a partnership service delivery model to the extent possible
in general community recreation programs, especially for adults and older adults. The
partnership approach in many cases keeps programming costs to a minimum and often uses
volunteer leadership, thereby keeping user fees at an affordable level.
In the case of community-based programs such as minor sports and clubs for children and youth,
the Department has a role to play to continue to provide High Five quality standards training for
parents and coaches. The Department should make every effort to encourage community leaders
to maintain the High Five program standards to ensure the quality and safety of participating
children, persons with a disability, and older adults.
The Department should continue with a direct service delivery role for recreation programs that
require higher levels of safety and quality standards, especially for children and youth, and
vulnerable persons with a disability and older adults. For example, swimming programs, camps,
and after school programs require regular, quality supervision and the Department should
maintaining a direct delivery approach, with quality standards in place.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 31
Cost Recovery for Recreation Programs
Cost recovery for recreation programs occurs through a variety of sources. The main revenue
sources are user fees and equipment rental charges, subsidies, grants, sponsorship, fundraising,
and donations.
Recreation program cost recovery is strongly linked to the Municipality’s level of service
provision, and cost recovery and pricing policies. Action Plan Three Financing section of this
report provides a detailed discussion of these matters and provides guidelines for undertaking a
level of service review and for establishing a cost recovery and municipal pricing policy.
Wherever possible, changes to recreation programs should occur within the annual recreation
budget envelope. For example, if preschool swimming programs have waiting lists, funding to
expand these programs may be redirected from programs, which have low enrolment. However,
this practice does not preclude the Department’s preparation of a business case for new and
existing program expansion during annual budget submissions should there be a strong case for
additional program funding.
Current Recreation Programs
Residents expressed their appreciation for the variety and quality of a wide array of recreation
programs and services provided by the Recreation Department. For its size, the Municipality
provides a good selection of day camp, after school, pool and arena programs lead by highly
regarded staff. The Department has developed many innovative approaches that increase
residents’ participation in quality recreation programs and ensure that individuals and the Town
experience the benefits of quality recreation programs.
Some residents indicated that the quality of life in Arnprior is perceived to be higher as a result
of the recreation services provided by the Municipality. The Recreation Department
undoubtedly makes a significant, positive contribution to the Town’s image, its economy and
social fabric.
Some suggestions for residents for
additional recreation programs include more
activities for preschool children, youth and
older adults, as well as a greater variety of
adult group fitness programs. In some
cases, residents and stakeholders are
unaware of existing recreation programs and
services. Lack of awareness about recreation programs indicates the need for increased and
more effective communication.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 32
Recommendations
The following recommendations are intended to give direction without being too prescriptive.
They are purposely open in terms of how staff may implement them so that staff has leeway to
brainstorm ideas, respond and adapt to change, capitalize on opportunities that may arise, and get
resident and stakeholder input.
1. H Continue to monitor all aspects of the Town of Arnprior recreation’s system of private,
non profit, and community-based recreation programs and services to ensure residents have a
wide array of affordable, accessible and safe indoor and outdoor, sport, recreation and culture
opportunities for youth and adults of all ages and genders.
2. H Continue the New Program Budget Start-up funding for new community-initiated,
partnership recreation programs.
3. H Continue to build on the Department’s partnership model for emerging recreation interests
and programs, e.g., Student Pass Program.
4. H Expand linkages with nonprofit agencies that provide recreation opportunities.
5. M Continue to promote Arnprior’s distinct image within the region as a provider of
progressive recreation services using all communication mediums.
6. M Continue to track yearly progress toward excellence and participation rates in all
programs in annual report to Council.
7. M Continue to evaluate residents’ diverse lifestyles and change programs and services, as
needed, e.g., preschool programs.
8. M Expand on Arnprior's youth development programs by tapping into the Town’s unique
arts and culture interest/leadership, e.g. Learn-to and March Break programs.
9. M Expand older adult programs/clubs for a variety of abilities and interests.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 33
10. M Analyze results of annual participant/customer surveys to identify and act on areas for
improvement.
11. M Monitor growing demographics to ensure that programs and funding accommodates
growth and needs of new residents.
Recreation Program Trends and Changes
Maintaining the “right” assortment of recreation programs in the next decade and beyond is a
considerable challenge for a Recreation Department in a growing community like Arnprior.
Demographic analysis indicates that Arnprior is expanding and more young families and older
adults are moving to the Town. Recreation programs provide an excellent means of welcoming
new residents to the community so that new friendships can form, important information is
exchanged for the settlement process, and newcomers develop a sense of belonging in the
community. The demographics also show that Arnprior’s youth population is not likely to peak
for a few more years, therefore some youth program recommendations could be delayed.
To provide recreation programs that address the changes in
demographics and recreation trends, the Department will need
additional mechanisms for gauging recreation interests.
Marketing techniques such as surveys and focus groups, as well
as municipally-appointed advisory groups are central to tapping
into the community’s needs and preferences. Recreation
Department Staff will play a key role in successfully
undertaking a needs assessment with a wide array of residents,
existing and potential partners, and stakeholders in order to
achieve future recreation program excellence.
Arts and culture is well developed in the Town of Arnprior with a number of thriving amateur
performing arts organizations. Some residents expect a balance in recreation services through
the provision of arts and culture programs in the future. For example, engaging young people in
the arts and encouraging them to showcase their artistic works in public spaces, and linking
retired artists and musicians with youth may provide mentoring opportunities for those with a
passion for the arts.
Arnprior’s natural setting is a tremendous asset for residents. Outdoor recreation trends suggest
the importance of continued development of outdoor recreation opportunities that make greater
use of the river corridors and nature is warranted.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 34
Arnprior Town Council and Recreation Department recognize that physical activity is essential
for healthy growth and development for children and youth, and for continued good health
throughout the lifespan. Physical activity, even at moderate levels, reduces the risk of obesity
and chronic diseases such as heart disease, stroke, diabetes and some cancers. Access to open
spaces, recreation facilities and age and ability appropriate recreational programming encourages
physical activity and social connections that have been shown to improve physical and mental
health.
Gender equity and access to recreation for persons with a disability are two issues that impact
recreation services and are targeted through human rights and accessibility legislation. The
Recreation Department should keep abreast of the implications of this legislation and adapt
programs and services accordingly.
As the concept takes hold in Canada, it is important for the Arnprior Recreation Department to
be aware of the concept and practice of physical literacy. Physical and Health Education Canada
defines physical literacy as: Individuals who are physically literate move with competence and
confidence in a wide variety of physical activities in multiple environments that benefit the
healthy development of the whole person. Municipal recreation departments in Ontario and
Canada are working to apply of physical literacy goals and objectives within their physically
active recreation programming.
The Arnprior Recreation Department has a solid footing in partnership programs for recreation
services. This approach is highly valued by community leaders who celebrate what they, as
volunteers have been able to accomplish within the community as a result of the support of the
Department. A partnership approach to new and exciting recreation opportunities achieves
multiple goals and the Department should actively pursue further partnerships in the delivery of
recreation programs in the future.
Recommendations
12. H Continue to address the trend toward inactivity and obesity with physically active
recreational opportunities for all ages, e.g., After School Program, Summer Parks Program.
13. H Continue to promote an open environment for partners to come forward with ideas for
new programs, e.g., Beach Volleyball, Karate.
14. H Continue to be a leader in professional networks, to grow and develop staff competencies,
and to gain access valuable recreation resources for the benefit of Arnprior residents.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 35
15. M Continue to involve residents in programs and events held locally by offering programs
that are relevant to them, e.g., Learn-to opportunities in conjunction with the 2015 Parapan
Am Games orienteering events.
16. M Promote recreation opportunities that are available in and around Arnprior, e.g., Preschool
gymnastics in Renfrew, soccer and t-ball in McNabb-Braeside.
17. M Refer to resources, such as Canadian Sport for Life Physical Literacy, “Play Tools” and
“CS4L Community Connections” regarding children’s and community activities.
18. M Work with Town Communications Staff to conduct bi-annual community-wide recreation
program satisfaction survey evaluation similar, e.g., Recreation Master Plan on-line survey.
19. M Continue to promote and encourage residents to come forward with new recreation
program and service ideas, e.g., Dragon Boating.
20. M Expand youth arts programs by partnering with youth and arts and culture leaders.
21. M Ensure recreation sector representation on the Community Development Advisory
Committee in order to provide advice and feedback to the Recreation Department on an
ongoing basis.
22. M Continue to ensure that volunteers receive training on future, emerging recreation issues
and program needs.
23. M Work with Arnprior’s arts and culture leaders to increase art and culture-based recreation
opportunities, e.g., Spirit of 69 Brass Band.
24. M Provide regular time and space for girls-only and co-ed youth programs.
25. M Develop youth and older adult inter-generational mentoring opportunities, e.g., Learn-to
youth programs lead by older adults; Learn-to older adult programs lead by youth.
26. L Establish caregiver/parent and child programs, e.g. Yoga with baby.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 36
National and Provincial Recreation Program Standards
National and provincial recreation program standards are important for safety and quality of
recreation program services. Arnprior’s Recreation Department maintains existing recreation
program standards, has adopted widely accepted practices for programs that are deemed “high-
risk”, e.g., aquatics, vulnerable populations, and should continue in this regard over the next
decade and beyond.
As the population of Arnprior’s young children matures, youth recreation will become a greater
priority and the Department should respond with additional youth programs in line with the
guidelines for Youth Friendly Communities.
Recommendations
27. H Create a policy to ensure continuation of Police Reference Checks for staff and volunteers
working with vulnerable participants. To augment Police Reference Checks, ensure
appropriate levels of supervision to maintain participant safety.
28. M Continue to promote youth engagement in recreation opportunities through relevant social
media over the next decade.
29. M Maintain High Five Quality Assurance program accreditation, e.g., Volunteer training.
30. M Continue to monitor and implement future standards development for quality and safety
in recreation.
31. M Include a “For Youth by Youth” approach to planning youth programs.
32. M Seek provincial accreditation from the Youth Friendly Communities program.
Recreation User Fees, Subsidies and Affordability
User fees are the most common source of revenue for recreation programs. User fees are
generally set based on a number of factors such as:
Program costs for salaries, facility operations, and supplies, e.g., more expert leaders,
more costly facility operations, and more expensive supplies may increase user fees
Arnprior Recreation Master Plan
2015 Dunbar & Associates 37
Affordability for users, e.g., user fees are a significant barrier to participation for low
income families and persons with a disability
Number of program participants, e.g., larger program user numbers reduce cost per
participant
User fee last paid
User fee for similar programs in neighbouring municipalities
Value that the community places on recreation for program users, e.g., children and
youth program user fees are generally lower than adult program user fees for such things
as aquatic programs
Subsidies for children and youth from low-income
families’ and persons with a disability’s user fees
are another source of cost recovery for recreation
programs. Currently, the Department taps into
many subsidy sources including agencies, service
clubs, and foundations to mention a few. Further
exploration of subsidy sources, including the
possibility of a Town-funded subsidy program, will
continue to be important in the future.
Other cost recovery practices that the Department has utilized in the past, such as grants,
fundraising, sponsorship, and donations should continue over the course of the Master Plan to
contribute to affordable recreation programs for Arnprior residents. For example, youth often
embrace fundraising opportunities and use their creativity and energy to fundraise for youth
program amenities or charitable causes. Recreation program staff and/or youth mentors should
provide youth with support and guidelines for appropriate fundraising methods and practices as a
learning experience that could be useful to them and the Arnprior community in the future.
Recommendations
33. H Continue to work with agencies for persons with a disability to ensure quality and
financial support for participation.
34. H Expand relationships with recreation program subsidy funding bodies, e.g., Right to Play,
others.
35. H Stay abreast of new, emerging initiatives to keep future program costs to a minimum, e.g.,
KidSport, Jumpstart.
“Cost of living is a misleading statistic as
wages are not keeping pace. Without
these facilities and access for all, the
concept of "community" will greatly
diminish.” (Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 38
36. H Continue to use discretion and privacy measures to eliminate stigmatization for subsidy
users.
37. M Continue to provide and promote innovative, free access, and physical activity initiatives,
e.g., Grade 5, Grade 9, Family passes, and active after school and summer parks programs
for children.
38. L If external fee subsidy programs are inadequate, continue to offer fee subsidies through an
Arnprior legacy fund, e.g., Donations via World Broomball Competition.
39. L Distribute the Family Pass to families with preschool children through partnerships, e.g.,
Grades 5 and Pass Program.
Cost Sharing Agreement/Non Resident User Fees Impact
The Town of Arnprior built recreation facilities in the 1970s with the understanding that these
facilities would serve the region. To fund the operation of these facilities, cost sharing
agreements were established between Arnprior and Renfrew for use of the Nick Smith Centre
pool, and between Arnprior and McNab/Braeside for use of the Nick Smith Centre facilities and
programs. Cost sharing agreements are desirable because they provide a reliable revenue stream
to offset significant operating costs for indoor facilities such as the Nick Smith Centre twin pad
arena and pool.
In the absence of cost sharing agreements, non-resident user fees should be implemented to help
defray the costs of operating recreation programs and services.
Recommendations
40. H Continue and maintain cost sharing agreement with McNab/Braeside Township.
Implement non-resident user fees for programs when a
cost sharing agreement is not an option.
41. H Continue cost sharing agreement with the Town of
Renfrew for use of the Nick Smith Centre pool.
42. M Expand cost sharing agreements with other interested
municipalities.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 39
Volunteerism in the Recreation Department
The recreation volunteer base in the Town, with few exceptions, is perceived to be full of
vitality. Events are strongly supported by volunteers, some of which see volunteerism as a
“family affair”. The level of volunteerism is a source of pride for residents.
Arnprior will continue to benefit from the positive contribution of volunteers in the future by
adopting a proactive volunteer development approach to recruit, train and recognize its valuable
sport, recreation and culture volunteers.
With a significant proportion of retirees in the older adult population of the Town, the Recreation
Department may have access to a number of volunteer recreation “champions” who can play a
leadership role in community-based, partnership programs and clubs.
Recommendations
43. H Continue to facilitate the growth of volunteer organizations for new community sports and
clubs, e.g., youth canoe club, kayaking, paddle-boarding, preschool sports, older adult center
clubs.
44. H Identify community champions who can play a lead role in organizing programs of
interest, especially arts and culture programming.
45. L Implement a Volunteer Development Plan for recruitment, screening, orientation, training
and recognition of recreation service volunteers.
Special Events
Arnprior hosts a wide variety of special events every year including
many sport tournaments at the Nick Smith Centre, outdoor cultural
gatherings for music and entertainment, and outdoor recreation
pursuits and competitions. The Municipal Recreation Department
has a reputation as a great host with a welcoming attitude and good
facilities and physical environments.
The Arnprior community and decision makers have a growing
understanding that the Department’s efforts in hosting special events
provides a lasting human and financial legacy in the Municipality. It
is important that the Department continue to calculate and report to
Arnprior Recreation Master Plan
2015 Dunbar & Associates 40
Council on the financial impacts of its work in this area. Tools such as the economic benefit
calculator from the Canadian Sport Tourism Alliance can assist with this important task.
Recommendations
46. H Continue to measure and report on the economic impact of sport tourism and special
events using available economic impact measurement tools.
47. M Continue to provide innovative new programming related to upcoming special events,
e.g., orienteering, dragon boating.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 41
5.4. Recreation Facilities, Sport Fields and Play Areas
Major Concept
The Nick Smith Centre is the cornerstone of facility-based recreation in Arnprior and is
exemplary of a centralized, multi-use, multi-generational recreation facility that is adaptable,
flexible, and integrated with adjacent outdoor facilities.
In addition, maximum use of sports fields and
playing areas accommodates a variety of
interests, ages and abilities. It encourages
families, male, female and co-ed participation in
both sport and unstructured recreation, team and
individual pursuits, competitive and non-
competitive activities.
Strategic Direction for Recreation Facilities, Sport Fields and Play Areas
The 2007 study Investing in Healthy and Active Ontarians through Recreation and Parks
Infrastructure (Ontario Parks Association, Ontario Recreation Facilities Association and Parks
and Recreation Ontario) indicated the recreation and parks infrastructure in Ontario was in a state
of serious physical decline. In 2007, the estimated cost to address the deficit was estimated at $5
billion. In order to ensure the issues related to this 'infrastructure deficit' do not worsen, facilities
and parks, such as those that exist in Arnprior, require constant support in order for them to
operate in a sustainable fashion.
In keeping with sound management, Arnprior has various supporting documents such as the Ten-
Year Capital Plan and Strategic Plan which are useful to assist with outlining needed short and
medium term upgrades and improvements to facilities, sport fields and structures. This being
said, inevitably every municipality will need to prepare to undertake a major retrofit or rebuild of
its main facilities at some point in the life cycle. The planning for these types of projects goes
beyond the tools, such as a ten year capital plan, and requires many years of strategic planning
and community discussions.
In order to address the above, Arnprior will need to develop an overall vision of its recreation
infrastructure that includes, but goes beyond, the ten-year window. This will ensure Arnprior is
prepared to move forward when, and if, the financial resources are available. Recent history has
shown that upper tier governments release funds to those applicants who have done their
diligence in planning for the future (i.e. are 'shovel ready').
Arnprior Recreation Master Plan
2015 Dunbar & Associates 42
Department Service Model for Facilities, Sport Fields and Play Areas
In general, the facilities, sport fields and play areas in Arnprior are properly maintained.
Facilities such as the Nick Smith Centre (and adjacent play areas) are structurally in good shape.
Other play areas such as play structures and ball diamonds
require constant care and improvements. This constant care is
related to new standards and risk management upgrades (e.g.,
Play Structures and Areas, AODA, CSA), continued 'wear and
tear' of the assets (e.g., Nick Smith Centre), and changing trends
(e.g., new activities or types of park usage). The work of staff
and current assigned resources (i.e. budget) reflect a good ability
to maintain these assets at a satisfactory level. Continued good
management, future planning and efficient assignment of
resources will be critical to ensure facilities are properly
maintained, upgraded or replaced as required.
Cost Recovery for Facilities, Sport Fields and Play Areas
These areas have varied degrees of cost recovery. For example, high cost operational facilities
such as the pool and arenas require higher rental charges than those for sport fields and play
areas but still reflect municipal subsidy for the users.
The double ice pads located in the Nick Smith Centre have high levels of use, are capable of
supporting non-seasonal ice ('summer ice'), and are considered premium tournament and special
event facilities. The Arena Rates chart in Appendix 10 shows the current rates associated with
these pads.
The chart shows that Arnprior’s ice rental rates are higher than other comparative communities,
but considering the status of the facility as a unique regional facility, these fees are necessary to
ensure the levels of cost recovery (and levels of subsidization) remain reasonable. Ice rates tend
to be higher in regional facilities because they have more demand for rentals, can run bigger
events and provide better service.
As is the case in other communities, it should also be noted, cost recovery is higher for arenas
and pools than sport fields or play areas. Sport fields and play areas, on an operational basis,
have a very limited opportunity to create revenue but also have lower cost operational costs.
Capital costs can have an important impact in these areas if the expenditure either decreases
operational costs (e.g. projects related to energy efficiency) or provides opportunity for increased
revenue (e.g. facility upgrades attracting more rentals). Action Plan #3: Financing, Management
and Staff Strategies further discusses strategies for cost sharing, level of service and municipal
pricing.
Arnprior Recreation Master Plan
2015
Nick Smith Centre
The Nick Smith Centre has served the community well and it is expected it will continue to do so
for many years to come. When the facility was constructed it was considered very modern and
unique. It was built to service the residents of Arnprior as well as those municipalities in close
proximity. The levels of participation from within Arnprior and surrounding areas remain strong.
The fact it can sustain high participation levels is critical to its long term viability. Capital
planning and upkeep has been and continues to be a priority.
Many of the comments from the public focused on the importance of the building, the need to
ensure that maintenance standards are at a
high level, and the services offered reflect
the future needs of the community. Survey
responses indicated that 62% of respondents
were either very satisfied or satisfied with
the recreational facilities in Arnprior. There
expre
main
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The s
facili
but a
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R
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exc
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“I believe that the Town … has done an
eptional job for Arnprior. We are fortunate
have the facilities we have but more can be
done.” (Survey respondent)
Dunbar & Associates 43
were many comments reflecting how
fortunate the community is to have a facility
like Nick Smith Centre. There was an
ssed need to ensure the operational resources were available for the upkeep and
tenance of facilities with special mention of the Nick Smith Centre. Many comments
ested staff do a good job considering the resources they have.
urvey respondents also made a significant number of comments about upgrades to many
ties including Nick Smith. The pool requires attention both within the actual pool tank itself
lso with associated components such as the change rooms. More program space to provide
programs was consistently mentioned. Suggestions included an enhanced fitness and
ise area, improved office areas, modernization, walking programs (or a walking track) and
tial gymnasium space.
e was also mention of the creation of new opportunities including outdoor rinks, beach and
r volleyball (as well as other court sports like pickleball and basketball). These comments
be attributed to the comments around the lack of gymnasium space. The comments related
erforming arts area and more multi-purpose space could in future be linked to a
asium-type development.
mmendations
Review and revise all facility maintenance standards to reflect industry norms (Ontario
ecreation Facilities Association or equivalent) and communicate standards to the public
rough Council.
Arnprior Recreation Master Plan
2015
2. M The Nick Smith Centre must continue to be the flagship recreational facility in Arnprior
(and area).
i) Reconfigure the main vehicular entrance to the Nick Smith Center and associated park
property to ensure there is adequate signage and amenities attracting and welcoming
visitors to the facility.
ii) Develop a medium to long term plan (5 to 20 years) to extensively modernize the inside
of the Nick Smith Centre. Consideration should be given to:
a) Reconfigure the front entrance and lobby to create more office space, improve
accessibility, provide more storage, enhance customers' experience, improve access to
all components of the building (pool, ice pads, etc.) and generally create a modern
looking structure.
b) Reconstruct the pool tank area to allow for better viewing for the users, create more
deck space for better programming and possible expansion of services.
c) Continue to plan for the expected accessibility of the entire facility as per the
provincial legislation (AODA).
d) Address current operational and management shortfalls including:
Storage - to address the current need to use open areas in facility to store
equipment, tables, chairs, etc.
External Public Information Display - exterior to Nick Smith Centre - intended to
promote programs, community special events and current activities. Seek
sponsorship to help pay for the electronic sign.
Community Hall Room Dividers - increase program opportunities to develop new
programs and create new revenues.
Sports Fields and P
The provision of spo
such as those that cu
limited to, the baseb
throughout the Mun
in and adjacent to A
these areas have sup
etc.) which also nee
“NSC - as a facility may have been state of the art at one
time, but definitely not up to par with today’s newer
Dunbar & Associates 44
lay Areas
rt fields and play areas includes the use and development of active areas
rrently exist in Arnprior. Sports fields and play areas include, but are not
all/softball diamonds in McLean Park, the various playground structures
icipality, the splash pad in Robert Simpson Park, the active recreation areas
tkinson Park, and the skate park adjacent to the Nick Smith Centre. Many of
port structures associated with them (washrooms, canteens, lights, shelters
d to be maintained.
facilities, needs attention…” (Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 45
In addition to the above, there are some facilities, which are Boards of Education facilities and
outside the Municipality’s jurisdiction. These facilities include the tennis courts at the Arnprior
District High School, the various indoor and outdoor active areas (e.g., gymnasiums, classrooms,
program areas, etc.) and the Arnprior Curling Club adjacent to the Agricultural Grounds. In some
cases there are agreements for regular use or occasional access for special programs.
Finally, many of these areas, as it currently stands, can be described as providing a variety of
opportunities for area residents. The survey results for sport fields and play areas indicated 54%
of residents/users were either very satisfied or satisfied with the current sports fields and play
areas. This statistic may also imply that about half of survey respondents could be more
satisfied. The ball diamonds associated with McLean Park and the AABA Diamonds were
consistently mentioned as requiring upgrading and increased maintenance. Play structures were
mentioned in a similar manner with suggestions they become larger or more modern.
Survey respondents commented about the need for upkeep, maintenance and updating of the
facilities, sports fields and play area, the need to look at alternative uses of facilities, signage, and
improvements to the entrances to facilities. It should be acknowledged there are proactive
measures planned to address many of these concerns such as new and improved amenities in the
parks (bike racks, benches and signs), continued trail enhancements and developments and
alternative or expanded use of existing play spaces.
There were comments made related to wayfinding signage and the entrances to facilities. These
comments are consistent with upgrading and maintaining as described above.
Recommendations
3. M Continuously review and amend policies and procedures pertaining to government
legislation and guidelines relevant to risk management, and maintain staff training and
certifications.
Special attention needs to be paid to play structures, ice and pool maintenance, and other
outdoor facilities. Procedures should reflect proper inspection, clear documentation, formal
action steps as required, and the required sign-off by applicable staff and supervisors. Current
training and certifications in the above areas must be maintained.
4. M Include servicing to outdoor rinks in Official Plan review. Phase in water services for
five to eight outdoor rink sites and include in the capital budget forecast. Outdoor rinks are
greatly valued by local neighbourhoods and it is recommended that they become an addition
to subdivision agreement requirements.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 46
5. M Facilitate the development or maintenance of racquet facilities.
This recommendation is based on the existing three tennis courts located on school board
property. The opportunity exists to develop important new programs, such as the emerging
sport of pickleball, with relatively minor resources required.
6. M Complete field transition of McLean Park and the AABA diamonds within the next 10
years (planning to commence within the next 5 years).
This would include reconfiguring one of the existing three ball diamonds and relocating play
structures and other amenities as required in order to construct two soccer pitches at the
location.
7. M As part of the volunteer development plan,
identify volunteers who could assist with
maintaining outdoor facilities such as skating
rinks, beach volleyball etc.
8. M Continue to explore innovative revenue
generation ideas that could include grants,
corporate sponsorship and/or project-specific
fundraising (recognizing that financial assistance from upper tier government is always a
priority as it becomes available).
9. L Collaborate with the Agricultural Society to explore mutually beneficial, viable
alternatives for the use of the lands adjacent to the Nick Smith Centre.
The properties (Municipal and Agricultural Society lands) adjacent to Nick Smith Centre
have considerable potential. The property could be integrated and reconfigured to address
many of the expressed needs of the community such as active playing fields, outdoor skating,
soccer and other developing activities. In addition, the changes could enhance the current use
by the Agricultural Society.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 47
5.5. Marina
Major Concept
Facilitate a public/private partnership to expand and improve the marina when funding is
available.
Strategic Direction for Marina
Department Service Model for Marina
The present service model for the Marina reflects an operation which provides basic services
including seasonal slips, boat launching, boating amenities (e.g., pump out, gas) and pedestrian
access to waterfront enjoyment (e.g. walkways and benches).
Although a marina facility ranks high in public
perception, residents associate desirable
waterfront amenities, such as rentals, a canteen
or restaurant, washrooms and so on with the
marina. Situated where the two rivers meet, it is
an ideal location for boating, fishing, travel and
tourism. However, the cost for the Municipality
to upgrade, maintain and operate a marina
facility is formidable. Over the long term, as
waterfront and trail plans are realized, a
public/private marina partnership may be
realized and would greatly complement the full waterfront concept.
The future development of the Marina will need to be reviewed when it is deemed necessary to
develop or revitalize the entire waterfront. Current Municipal priorities do not make the marina a
high priority so in the short term it will be limited to continuing existing services at their current
level and reacting appropriately if opportunities arise that could help with service delivery. Over
the short and medium term, investigating best practices and potential partnerships should be an
emphasis.
Cost Recovery for Marina
Based on the above, the Marina has a relatively low operating cost, however it serves a small
segment of Arnprior residents. Revenues are received based on the services offered. Cost
recovery at present is not sustainable on a user pay basis as marina boating facilities require high
capital investment.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 48
Marina cost recovery is low at present and needs to be increased to offset operational expenses
and create a long-term capital upgrade account. Marina user fees should be evaluated and new
suggested rates prepared and presented to Council, based on comparison of regional rates, core
Municipal values, accessibility and affordability. This review of rental rates could be done in
conjunction with other municipal pricing policy reviews and be updated every year.
A small number of residents use the marina now, but it has future potential for tourism and
economic development. Ideally tourism and economic development agencies, as well as private
interests and enterprise should be involved in planning the way forward over the longer term.
Washrooms, a canteen, and direct connection of the waterfront to the downtown core are ways in
which the Municipality can support a public/private partnership and attract boaters and residents
to the marina area.
Under the agreement with Fisheries and Oceans, there are funds available to help the Town with
marina upgrades or maintenance, such as repairing or adding new docks and/or electrical outlets
to a specific section of docks. If, in the future, a public/private partnership is not possible,
marina upgrades should be considered and would result in higher levels of cost recovery for
marina operations, and upgrades could be included in the capital budget forecast.
Recommendations
1. H Explore the local region for other marina operators and other agencies or private groups
who may wish to be engaged in a public/private partnership.
2. H Do a market analysis to determine demands for a marina upgrade and the appropriate
scale/size of docking facilities needed.
3. M Research existing examples of successful public/private partnerships for marina
development or upgrades and the economic impact they had on the community.
i) Prepare a draft report for staff and Council to review.
ii) Prepare a draft partnership agreement which sets the parameters and terms of potential
public/private partnership
4. M Investigate waterfront/marina developments in Ontario, Canada and North America to
identify common success factors, especially in those communities with limited capital
available and those that had to be innovative in terms of financing their projects. Collect
conceptual drawings of facilities or amenities of interest.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 49
5. M Identify the Municipal conditions and financial contributions that are available for capital
upgrades to the marina, and in which fiscal year.
6. L Based on outcomes from 1 through 5 above, develop a Request for Proposal for potential
partnerships.
7. L Implement identified marina enhancements in the Ten-Year Capital Plan:
i) Docking and pier replacements
ii) Boat launch
iii) Finger Docking
“Arnprior needs a central harbourfront facility complete with
restaurant, storefronts and possibly a small theatre with docking
facilities for boats to tie up to. In addition, this harbourfront
facility would have fishing boat rentals, kayak/canoe rentals. This
vision could possibly be achieved as public/private partnership.
Every weekend you could use the Madawaska River for
Dragonboat , canoe and kayak races.” (Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 50
Action Plan #3: Financing, Management and Staff Strategies
Financial Administration - Recreation Department Services
Administrating the Town of Arnprior's finances has two distinct layers. First, Council has the
fundamental responsibility to ensure the Municipality is fiscally prudent, is prepared to address
future needs, and establishes policies reflecting current practices within municipal government,
which allow staff to manage the allocations of the resources. Second, senior staff are required to
assist Council with policy development, provide professional advice in the potential allocation of
resources, and manage these resources in relation to established policies, legislation and current
practices.
In recent years there has been a strong emphasis on strengthening the Town's financial
management system. Attention has been given to ensuring tools such as building capital
reserves, developing quality capital plans and improving the budget preparation process, to name
a few, are in place. Approved capital projects are a reflection of an allocation process (i.e., pay-
as-go model) that emphasizes using known resources and limiting any potential debt to the
Municipality.
As part of the above process, staff of the Municipal Recreation Department must actively
participate. Developing operational and capital budgets must reflect the context of the Town’s
overall financial directives and capacity. The operational budget for the Recreation Department
is currently prudent and reasonable and the current capital plan reflects the importance of
sustaining facilities for the short and medium term. As was stated in Section 4, Recreation
Facilities, municipalities must be cognitive of long-term facility development and be prepared to
act should any support be offered by upper tier governments.
Every sector of municipal operations has an important role in municipal service delivery.
Recreation services are no different. In recent years, recreation services have increasingly been
recognized for the significant contribution it makes to the economic wellbeing as well as the
social cohesion of municipalities. Appealing and efficiently operated recreational facilities,
parks, trails, and special events draw residents and visitors to Arnprior, which in turn increases
business and tax revenues. Equally important, is the role recreation plays in creating healthy
communities through enabling opportunities for physical activity, assisting with addressing
accessibility to programs and partnering with other social agencies.
Over the life of the Master Plan, Council must strike the right balance between spending and
saving. To ensure that the tax base is secure, Council will be tasked to determine and maintain
the quality of life that Arnprior offers. Arnprior’s recreation services such as parks, trails and
facilities will provide concrete evidence that the quality of life in the Municipality is desirable.
Arnprior Recreation Master Plan
201
Three vital policies for Council and senior staffs' financial management of the Recreation
Department (Cost Sharing Agreements and Cost Recovery; Level of Service; and Municipal
Pricing Policy) are discussed below.
5.6. Cost Sharing Agreements
Major Concept
The development and the ongoing maintenance of Cost Sharing Agreements within the Town of
Arnprior, Recreation Department is a normal operating procedure. Council and staff follow a
concise and consistent process to respectively facilitate and manage this important component of
the Department's mandate.
Potential collaborators fully understand the process for developing their level of involvement
and/or financial commitment. The process is as objective as possible given there are many
variables, which require agreement and full understanding (e.g., determining exact participation
levels, inclusion or non inclusion of capital costs or the level of administration costs assigned,
etc.).
General Overview of Purpose of Cost Sharing Agreements
Throughout Ontario, many municipalities have developed agreements for cost sharing of
recreation services. Some agreements have been in existence for many years while others have
been developed recently. There are other agreements which have been reconstituted after a
period where there has been no agreement. In some cases the agreements can include more than
one municipality (for the purposes of this document municipality can/could include other
partners).
User fees charged in most recreational
settings do not fully cover the costs of
operating departments. Cost recovery within
the realm of municipal recreation is
generally based on providing opportunities
for residents at an affordable and accessible
affo
W
“While fees are an important component of
providing good recreation services, what is
rdable for one person may not be for another.
e need to ensure that recreation opportunities
5 Dunbar & Associates 51
level. Any form of cost sharing agreements
is intended to assist the host community
with the costs associated with operating
facilities and providing recreation programs.
exist for everyone.” (Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 52
The costs that can be part of the cost sharing arrangement can include both operating and capital.
Staff costs are generally included in the operating costs but occasionally the agreements allow
for staff of the host community to offer programs in the partnered community.
The agreements are, in a majority of cases, in place to allow the residents of a neighbouring or
adjoining municipality the opportunity to share in the use of programs and facilities of another
municipality in a similar way as the residents of the host municipality.
The agreements are formulated in many ways and in most cases can require in-depth dialogue
and the sharing of information between parties. There are many factors which need to be
addressed or considered in order for an agreement to be completed. These can include:
What does the host community provide that is currently available to or participated in byresidents of another Municipality?
What is the structure of the dialogue between the parties? Is it a collaboration orpartnership? Is it a buyer/seller scenario? Does the dialogue allow for considering all theoptions?
Is there a mechanism in place that can provide some knowledge as to overall usage ofprograms and facilities (NB - it is quite difficult and time consuming to arrive at an exactnumber as not all programs and users can be accounted for, e.g. participants in publicskating).
What is the expected level of dialogue between the parties after an agreement is reached(this is discussed and agreed upon before the agreement is reached)?
What costs should be included in the dialogue (capital and/or operating) and how do youdetermine what budget items are to be included in the discussions leading up to anagreement?
Cost Sharing for Recreational Services - Arnprior and McNab/Braeside and otherNeighbouring Municipalities
Residents of McNab/Braeside represent a significant percentage of the users of recreation
facilities in Arnprior. In addition, residents of other surrounding municipalities (e.g. Mississippi
Mills and West Carleton) also use Arnprior facilities. Collection of data around participation
levels for all municipalities has been done on a continual basis by Arnprior staff. This fact is well
recorded in documentation during the development of the previous draft agreement.
The Nick Smith Centre with the two ice pads, pool,
community hall and other associated amenities occupies a
large percentage of the overall recreation service use, not
only from McNab/Braeside but all users in general.
Therefore the focus related to cost sharing is the use of the
Nick Smith Centre as the central base for information. This
does not mean other services in other locations should be
excluded from the final discussions related to cost sharing.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 53
The Nick Smith Centre was constructed in 1978. The capital contributions since that time have
been approximately $4.5 million (with a significantly higher replacement cost). The most recent
estimates indicate there is approximately a 60/40 split of users between Arnprior and
McNab/Braeside. The original agreement with McNab/Braeside dates back to 2004. The last
agreement ended in 2012/13 and discussion between parties for a new agreement followed,
resulting in a new cost sharing arrangement early in 2015.
The Municipality of Arnprior undertook to collect as much data as possible. This included
reviewing sample agreements from other municipalities, available participant data, and budget
information related to operations and capital expenditures. Arnprior representatives shared this
information with contacts at McNab/Braeside.
Throughout the master planning process (survey, public forums, general feedback, user group
discussions, etc.) the majority of the respondents clearly agreed that a cost sharing agreement
between Arnprior and McNab/Braeside is both required and expected. It should be
acknowledged that the respondents to the above process were residents of both communities.
Observations About the Process to Reinstate the Cost Sharing Agreement
1. The process followed by staff and Council was consistent with the process associated with
developing a cost sharing agreement.
2. The dialogue between the parties (Arnprior and McNab/Braeside) included a funding
structure initiated by the Town of Arnprior, which reflected some of the expectations of the
Town of Arnprior.
3. The discussions between the parties required an agreed upon statement of objectives.
4. The general public expressed a need for the issue to be resolved and that an agreement be
developed.
5. The development of an agreement or user fee policy reflected the need to provide quality
recreation services for all area residents understanding that programs and facilities require
ongoing support from municipal government.
6. The historical data and the detail completed between 2013 until the present was important
and needs to be retained, as well as updated where applicable.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 54
Recommendations
1. H Continue to communicate with appropriate partners or municipalities (e.g. the Township
of McNab/Braeside, Renfrew) with the intent of establishing policies and procedures in order
maintain existing agreements and, when required, establish new agreements for accessing
and sharing recreation services.
The following steps are provided to assist in the development of cost sharing agreements
between Arnprior and neighbouring communities:
i) Council (through staff) initiates a formal dialogue with representatives of neighbouring
communities. The initial dialogue should document expected outcomes of both parties.
ii) Both parties (Councils) formally acknowledge (and appoint) a small working group to
prepare a ‘go forward’ document and provide leadership throughout the process.
iii) Consideration should be given to engaging an objective third party to assist with the
development of the parameters for the process. This third party can assist in the
development of specific guiding principles to allow both parties to understand the
parameters of their responsibilities.
iv) Once the formation of a small working group is identified the following actions can be
undertaken:
establish realistic timelines
distribute templates/examples from other locales (including those already known)
gather and distribute the required background information (budget, participation
levels, facility inventory of applicable facilities, long term plans, etc.)
create a list of issues and concerns that require addressing
v) Identify common areas of agreement (e.g. inclusions or exclusions, one or two particular
formats, length of agreement, renewal processes, evaluation timelines, post agreement
management, etc.)
vi) Communication with the media and the public should be done jointly (respective
Councils and the working group) and the message should be the same.
2. H Continue to measure the amount of usage (participation) from all neighbouring
municipalities in order to determine the need for additional cost sharing agreements and/or
the implementation of a non-resident user fee system.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 55
5.7. Recreation Department Level of Service, Cost Recovery and MunicipalPricing Policy
Major Concept
Arnprior’s recreation service levels meet the objectives of the Municipality and are reflective of
the norms in other Ontario municipal settings. The Department’s service and cost recovery
levels reflect Council’s policy decisions and are consistent with the Council-approved municipal
pricing policy.
General Overview of Establishing a Municipal Pricing Policy
The ability to establish a methodology to establish fees, charges and pricing of the services is of
enormous benefit to Council, staff, community groups and residents. The ability to generate
revenue has been and will continue be a challenging within the recreation and community service
sector. Addressing level of service, cost recovery and ultimately having a pricing policy
addressing costs reflective of community needs is a critical component of operation.
The section is intended to outline the specific nature of establishing a municipal pricing policy
for the Town of Arnprior within the Recreation Department. The policy can be derived from
addressing two of the main components of a municipal pricing policy, which are cost recovery
and level of service.
Municipalities face numerous challenges as it relates to the disbursement of the funds at their
disposal. Each sector of the municipal operation is unique when dealing with budgets in general,
the use of revenues (if they can generate non tax-based revenues), accessibility to upper tier
grants, and managing expenditures.
Municipal funding of recreation services (capital and operating) are funded through:
Municipal taxes
User fees for programs, e.g., swimming lessons
Rental rates, e.g., ice time, program registration
Grants (capital and operating)
Sponsorships/fundraising/corporate contributions
Donations/trusts
Municipal surcharges
Bequests, wills, gifts
The services provided by recreation departments must also meet the expectations of the Council
of the day, any formal planning documents, the current trends within leisure service delivery, and
Arnprior Recreation Master Plan
2015 Dunbar & Associates 56
the known expectations of the community. Generally speaking, recreation services for a
community should focus on health, well-being, positive lifestyles, and physical and mental
development, all of which can help strengthen the community.
Typically, the municipal recreation sector determines the needs within their department based
on:
Fees and charges that are affordable and accessible to the majority of the population
Financial accessibility to programs and services for all residents has become more
ingrained throughout Ontario within the recreation sector
Council direction through some form of strategic planning
Historical practice
The opportunity to deliver subsidy outside the municipal tax system (e.g. KidSport or
Jumpstart) to assist those who may not have adequate resources to participate
Subsidy programs exist at all levels (locally, provincially and nationally)
Opportunity to receive support from non-resident users through cost sharing agreements
or user surcharges
Expectations associated with legislative requirements such as Access for Ontarians with a
Disability Act (AODA) or the published standards associated with Playground Safety
Municipal Pricing Policy
The municipal pricing policy is a summary of the above variables, the determination of an
accepted level of cost recovery, and the expected level of service of a group of similar programs
(e.g., youth) or a specific program (e.g. adult hockey). The following represents a brief overview
of what cost recovery represents in a recreation setting with a similar overview of level of
service.
1. Arriving at the right level of cost recovery and the acceptable level of service:
Take stock/inventory of facilities, programs, services, human resources and budget
allocations currently available. Include those facilities, programs and services which may
not be currently running but are anticipated in the near future due to previous planning or
approval.
What are the services/programs currently being offered? What are the age groups being
serviced?
What is expected? Do services meet budget expectations and can the levels of
participation be tracked?
What are the current policies in affect? Beyond a bylaw that authorizes the charging of
user fees, does Arnprior have a formalized framework for level of service or cost
recovery?
Arnprior Recreation Master Plan
2015 Dunbar & Associates 57
What is the vision or direction set out by the community? The existing Strategic Plan for
Arnprior outlines a direction for the community. Expectations are that the Recreation
Department is continually 'tracking' progress to ensure the Department's programs and
services are aligned with the Strategic Plan.
2. Striving for improvements to Level of Service
Throughout Ontario, communities provide different levels of service within the recreation
setting. It can vary from community to community. These variances can be seen even in
communities that are geographically and/or structurally similar. They are affected by:
The funding available in a municipality (as described in Section 1 above)
The established policies of Council
Planning documents (e.g. Recreation Service Master Plan, Official Plan)
Legislative requirements (e.g. AODA or Municipal Performance Measures Program)
Input from community groups
Available resources (e.g., facilities, volunteers or staff)
Expected facility maintenance standards
Quality assurance of programs and services (e.g. High Five, Youth Friendly, etc.)
In all cases for the above, there must be constant commitment by all (staff, Council and the
public) to strive to improve the level of service recognizing the factors currently in place will
have an affect on the level of service. Priorities for budget dollars change, at a minimum,
annually. Sometimes budgets are cut and, at other times, additional dollars are found (grant
programs). For an example of a level of service review, see the Port Hope Level of Service
Review (Department of Parks, Recreation and Culture Section 7) at:
http://www.porthope.ca/service-delivery-review
Staff, Council and the public are constantly scrutinizing facility, program and service standards.
Because there are different levels of understanding and information by each, it is quite difficult
for all three parties to agree on levels of service. When evaluating a program or facility, the staff
will see it one way, Council may see it another way, and the public may view it differently again.
In reality there may be a fourth measure, and that is how the program or facility is functioning.
There are many tools that assist staff in measuring the reality of these services. Programs in
Arnprior are supported by the High Five accreditations from Parks and Recreation Ontario.
Facilities can be objectively assessed through resources from the Ontario Recreation Facilities
Association and evaluation guidelines provided for things like playground structures. When
those tools are properly used, the level of service can be assessed objectively.
Arnprior Recreation Master Plan
2015
“
avail
Recr
3. Establishing consistent levels of Cost Recovery
For the purposes of this document, cost recovery is the percentage of financial recovery for a
program or facility when compared to the expenditures. In the context of recreation services
it has no relationship with depreciation as it may in some financial sectors.
Cost recovery varies throughout Ontario municipalities
Cost recovery varies from program to program within a municipality
Every community, either through specific policies or historical action, establishes a level
of cost recovery
Cost recovery can be affected (or calculated) by the level of tax support versus user fees
and rental rates, the identified age group, type of organization, e.g., minor sport versus
adult sport; commercial rental rate versus non-profit rental rate.
User Fees are a significant contributor to cost recovery in the recreation setting. When
establishing user fees consider including the following:
All services and events, that should/could create revenue, including but not
limited to arena, aquatics, community centres, halls, active play (e.g., tennis
courts), activity areas (e.g., waterfront services), parks, halls, meeting rooms, etc.
All programs and facilities provided by the department (e.g., public skating,
shinny hockey, lessons, dances, camps, drop-in programs, classes, building
rentals, courses, training programs (e.g. leadership certification for aquatics, High
Five, etc.), after school programs, special events, etc.
Support charges (as applicable) such as diamond grooming or lining, bartender
charges, equipment and/or room setup
Timing/duration of programs or services (e.g. 30 minute lessons vs. 45 minute, 1
hour versus 1 1/2 hour programs, per day or game, seasonal, etc.)
User fees are directly tied to the level of subsidy for a program, service or facility. Each
municipality can assess through specific consultation what category or level a program
should fall. The level of subsidy can be set through policy approved by Council.
Appendix 11, Sample Chart Outlining Levels of Subsidy for Programs, Rentals and
Service, provides a sample of programs and where their individual user fees may fall on
the scale of subsidy.
We are lucky to have such a vast selection of recreational activities
able in Arnprior and my family thanks the Town of Arnprior Parks and
eation Department for their great work. My concern is the cost for these
Dunbar & Associates 58
activities are slowly rising year after year.” (Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 59
Recommendations
1. H Develop guidelines and objectives related to an acceptable level of cost recovery for
recreation services. The cost recovery would be formalized based expected levels of service,
ensuring a high rate of financial accessibility for all residents/users.
2. H Develop a Municipal Pricing Policy that allows for the establishment of a process to set
reasonable and equitable user fees.
*A good example to use as a guideline is the City of Windsor’s Municipal Pricing Policy at:
http://www.citywindsor.ca/cityhall/Policies/Policies/Recreation%20User%20Fee%20and%20Pri
cing%20Policy.pdf
Arnprior Recreation Master Plan
2015 Dunba
5.8. Recreation Department Structure and Human Resources
Major Concept
Respond to growing and changing community recreation needs by reviewing and making
changes to Recreation Department staff job descriptions.
Managing the Recreation Department
Managing Arnprior Recreation Department occurs within the overall administrative direction and
context of the municipality. The current Town administration places a high priority on
efficiency, effectiveness and economy, and works to ensure that it maintains the responsibility
and accountability for management functions. Council sets policy and is not involved in
operations. Public engagement in the affairs of the municipality has recently been streamlined
to three standing committees. The Community Development Advisory Committee provides
advice to the Economic Development, Planning, and Recreation Departments.
The Recreation Department has responded well to the recent changes in administrative practices.
It has effectively implemented new direction with regard to its annual budget formulation, and
manages its annual budget efficiently.
The Department consciously avoids
duplication of privately operated or
community-based recreation services. It
makes full use of considerable human and
financial resources that arise from the
voluntary sector in order to serve the
community as efficiently as possible.
The Department strives to strike the right ba
management orientation and recreation’s pu
some recommendations for the Department a
Maximize Potential
Over the years, additional tasks and responsi
Arnprior Recreation Staff in an effort to min
taxpayers. Many communities in Ontario are
with less.” However, the Arnprior Recreatio
current staff levels can no longer assume any
“I would like the standard of Recreation to stay at a
high level as it is now. The Recreation Department
is truly a professional and supportive department of
r & Associates 60
lance between the Arnprior administration’s
blic service mandate. The text below addresses
s it evolves with the growth of the municipality.
bilities have been gradually assigned to existing
imize expenditures and the financial burden on
faced with a similar challenge of trying to “do more
n Department has now reached the point at which
more new responsibilities without jeopardizing
all new ideas” (Survey respondent)
Arnprior Recreation Master Plan
2015 Dunbar & Associates 61
expected levels of service quality. Furthermore, existing staff levels are not adequate to deliver
recreation programs and services to a growing and changing community.
The current Recreation Department staffing complement has reached, and has probably
exceeded, its maximum ability to successfully and productively undertake assigned tasks. In
order to maximize the full potential of recreation opportunities in Arnprior, while optimizing
organizational effectiveness and efficiencies, two actions are recommended:
1. Shift or adjust responsibilities among existing staff and,
2. Ensure staffing levels meet growing demands in parks, trails and facilities maintenance.
Proactively Prepare for Growth
The Recreation Master Plan identifies a number of key action steps for addressing future
recreation needs, such as trail and waterfront plans, upgrades to parks and facilities, special event
coordination, and so on. With a growing population, there will be increased demands placed on
the Recreation Department to do routine inspections of walking trails, park structures, play
structures, grass maintenance, equipment maintenance, etc., and to provide more community
programs and activities. Tasks such as additional watering requirements or special event
planning cannot effectively be handled without additional supports and change within the
Department.
Student staffing in the summer months, while helpful, does not adequately cover the tasks and
responsibilities that exist in the summer and through the shoulder seasons – early spring to late
fall, and eventually winter – and which will increase. Additional staffing may be needed to serve
current and growing demands within the Recreation Department.
Special events are an excellent way to create a positive community profile and drive economic
impact, but these efforts place demands on existing staff that will invariably have a negative
impact on their other roles within the Department. It is recommended that when special events
are promoted to Council for support there must be an additional assessment of needed staff time
required to support such events.
Transitioning the Recreation Department
Because of community growth, the demands it will place on the Recreation Department, and the
likely retirement of the current Recreation Director in the future, review and adaptation of the
current Department structure is necessary to prepare for the future and the change it will bring.
The Recreation Department will need to reposition itself to be more entrepreneurial and take on
more of a partnership role. This may mean looking for new partnership opportunities, generating
revenue from special events, building capacity to deliver more programs, enabling interest
Arnprior Recreation Master Plan
2015 Dunbar & Associates 62
groups to provide recreation activities, and/or promoting tourism through trail development and
connecting the waterfront with the downtown core. In order for this to happen, the Recreation
Director will need to spend more time in seeking and building partnership prospects and leisure
opportunities, such as rails to trails or special events within the community. Full-time staff will
need to spend more of their time facilitating the efforts of interest groups and agencies to provide
recreation activities, such as beach volleyball or the dragon boat club.
In order for the Recreation Director and full-time staff to play a larger role in facilitating and
enabling initiatives, projects, partnerships, and activities, some of their current roles need to be
reassigned to other staff. It is suggested that the Recreation Director move some of his
administrative tasks to the Administrative Assistant, and the Operations Supervisor, for example,
reassign the supervision of the janitorial staff to the Operations Foreman. This would free up
some time for the Director to address Master Plan initiatives. As well, reassigning some of the
administrative tasks to the Administrative Assistant will result in a smoother transition when a
new Recreation Director is hired.
Any new positions and changes to structure should be phased in with the expected growth of the
Municipality. The Recreation Director position should include experience in parks and
recreation, continuous improvement, special events, and trail development.
Recommendations
1. H Monitor staffing levels to ensure they meet current and growing needs of the Recreation
Department for creating and maintaining garden features; park maintenance; developing a
new gateway feature; establishing community garden plots (which could be a suitable use for
smaller, fragmented parks) if there is sufficient interest*; assisting with outdoor rinks, winter
trails or other recreation facility maintenance in winter. *Currently the Galilee Centre offers
garden plots to the community for 25$/year. (Also mentioned Recommendation 15, Parks
and Green Space).
Arnprior Recreation Master Plan
2015 Dunbar & Associates 63
Council
CAO
Director ofRecreation
OperationsSupervisor
Operations Foreman
Operators
P/T Attendants
Parks Maintenance
Summer SeasonalStaff
Janitorial Staff
RecreationSupervisor
Assistant RecreationSupervisor
Pool Staff
Customer ServiceStaff
Volunteers
Summer P/T Staff
AdministrativeAssistant
CommunityDevelopment
Advisory CommitteeProposed Recreation Department
Organizational Chart
Potential ParksMaintenance
Position
Arnprior Recreation Master Plan
6. Implementation: Costing and 15-Year Schedule
The purpose of this chapter is to outline the costs and financial implications and proposed timing
for implementing the Master Plan Action Plans recommendations. Two sets of charts are
included:
Set I: Costing and Financial Impact of Recommendations; and Set II: Implementation Schedule for Action Plans Recommendations in the order that they
appear in the report identifying when they are proposed to be implemented over the next15 years.
Set I: Costing and Financial Impact of Recommendations
Costing charts and the financial impact of the recommendations have been developed to reflect
what Dunbar and Associates believes to be a reasonable sequence of implementation and is
based upon current knowledge of human and financial resource availability. When the financial
position of the municipality changes and community needs evolve, the costing and timelines will
require adjustment to reflect the impact of these changes as they occur. As with any financial
forecast, it will be necessary to complete a more detailed analysis of costs as part of the
comprehensive planning process for each project and initiative.
Each year, during budget planning, the Recreation Director should review the Ten-Year Capital
Budget, Municipal Asset Management Plan, and current fiscal year budget guidelines to adjust
2015 Dunbar & Associates 64
Costing and Financial Impacts
The information contained in this section outlines the potential impacts of the Action Plans, the
outlined major concepts and associated recommendations included in the report. It reflects some
of the tools the Municipality has at its disposal for determining its financial direction. Examples
used include the 2015 Ten Year Capital Plan, the 2013 Development Charges Study and the
Official Plan. The information is presented in the following charts (pages 66-74), which are
divided into three sections:
1. Capital Project Recommendations
This chart shows the sequencing of the capital projects. The charts outline the projects from the
Municipality's current Ten Year Capital Plan. The Capital Plan items are denoted in red. These
projects are combined with the Master Plan's recommendations to provide a suggested
sequencing for completing the projects. The Master Plan has identified the priority for all
recommendations (High, Medium and Low)* and includes the following areas:
for unforeseen circumstances and develop a relevant, sound and fiscally responsible budget.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 65
Parks and Green Space Trails and Waterfront Recreation Programs Recreation Facilities, Sport Fields and Play Areas Marina
*The ranking of all the recommendations can be found in Appendix 7.
It should be noted that priorities are affected by many factors and must be continually reviewed
as part of the regular financial and planning process. All priorities are considered important but
need regular review in order to determine the current priority and timing. Consideration of where
a recommendation should be positioned can be based on:
Timing of the project - is it expected to occur in the short, medium or long term Recognized need by Council, staff and the public - is it necessary from an operational
standpoint or required based on a significant need Required resources - the project can be completed using funds available from the
Municipality's resources, upper tier funding opportunities (e.g., grants) or some form ofpublic sponsorship
Long term sustainability - once completed, there is evidence the project can meet theexpected outcomes, return on investment or community impacts. This does not mean aproject is required to be revenue neutral but the expected return should be clear prior tothe undertaking.
Evidence based - trends, formal public input, current usage patterns, communityplanning (e.g., strategic plans, Official Plan, feasibility studies).
2. Capital Funding By Intervals
This chart is intended to summarize the funding for three intervals of the first set of charts as in
number 1 above. It indicates an overall pattern of where the financial resources are assigned.
3. Non-Capital Operating Budget
The report contains a number of recommendations that are not considered capital projects. The
non-capital recommendations can suggest alterations in programming, administration, policy,
procedures or general operations. The chart included in this section outlines only those
recommendations, which might have an effect on a future operational budget of the Recreation
Department for the Municipality.
The above three charts include only those recommendations that reflect identifiable or direct
budget impacts. The remaining recommendations have no direct or measurable effect on the
capital or operational budgets. They may suggest:
a new program that could be implemented (only when a current program or service is nolonger offered), or may reflect
an enhancement to an existing policy, or be a result of an alternative way to offer an existing service provided by the Department.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 66
Section 1: Capital Project Recommendations
Parks and Greenspace Trails and Waterfront Recreation Facilities, Sport Fields and Play Areas Marina
Arnprior Recreation Master Plan
2015 Dunbar & Associates 67
Rec Parks and Green Space Pg.
Current
Cap 2015
# #
2 Major Equipment - Rolling Stock - Replace Parks Tractor (2015) 17 ∙2
Olympia Park - as per subdivision agreement - Play Structure,
outdoor rink, benches tables etc. (2015)17 ∙
2 Robert Simpson Park - Parking Lot and area paving (2017) 17 ∙2 Major Equipment - Rolling Stock - Replace Parks Truck (2018) 18 ∙2 Major Equipment - Rolling Stock - Replace Parks Mower (2018) 18 ∙2 Major Equipment - Rolling Stock - Replace Parks Mower (2024) 18 ∙2 Major Equipment - Rolling Stock - Replace Parks Tractor (2024) 18 ∙2 Major Equipment - Rolling Stock - Replace Parks Truck (post 2024) 18
2Play Structure Install - Replace Caruso Play Structure - orig 1998
(post 2024)18
17 Park Development - Off Leash Dog Park (post 2024) 22
Sub Totals Current Capital
16Upgrade existing parks - plan to upgrade landing areas in existing
Play Areas (2016)22 ∙
16
Upgrade existing parks -commit to long term plan (eg. 2 structures/
3 year period or 2 structures/ each 5 yr cycle)) for replacing existing
or installing new play structures
22 ∙
TOTAL ALL CAPITAL (current and recommended) 160$
Short Term
Medium
Term
avg. cost
Capital Project Recommendations – Parks and Greenspace
Current approved capital budget in red
“Rec #” is Recommendation #
Est. Cap.
Cost
$ 000
Short
Est. Cap.
Cost
$ 000
Meduim
Forecast
Cap. Cost
$ 000
Long
35
125
50
30
30
30
35
∙ 30
∙ 25
∙ 26
270$ 95$ 51$
38 38
50 50 50
358$ 183$ 101$
Long Term
$25k/s tructure
Go to “Pg. #” to see full recommendation
Arnprior Recreation Master Plan
2015 Dunbar & Associates 68
Rec Trails and Waterfront Pg.
Current
Cap 2015
# #
8Robert Simpson Park - Beach Area - Breakwater Construction
(beyond 2025)26
Sub Totals Current Capital
13Trail and Cycling Amenities - racks, covers, rest areas
27 ∙16
Trail upgrades and additions - as per OP review27 ∙
17 Trail upgrades and additions - install additional benches, rest
areas27 ∙
5 Trail Upgrades and additions - complete trail connections,
downtown core, schools, parks and other trails25 ∙
20 Trail Upgrades and additions - complete trail connections -
safety - see also Trails & waterfront Recommendation 7 page 2628 ∙
21Trail Upgrades and additions - complete trail connections -
signage28 ∙
1 Active Transportation Plan 25 ∙TOTAL ALL CAPITAL (current and recommended) 120$
Short Term
Medium
Term L
increase curren
of $25k to $35k
increase curren
of $25k to $35k
included in
current
allocation of
$25k
included in
current
allocation of
$25k
included in
current
allocation of
$25k
included in
current
allocation of
$25k
Capital Project Recommendations – Trails and Waterfront
Current approved capital budget in red
“Rec #” is Recommendation #
Go to “Pg. #” to see full recommendation
Est. Cap.
Cost
$ 000
Short
Est. Cap.
Cost
$ 000
Meduim
Forecast
Cap. Cost
$ 000
Long
∙ 120
120$ -$ -$
50 50 50
included
above
included
above
included
above
10 0 0
180$ 50$ 50$
ong Term
t allocation
/year
t allocation
/year
Arnprior Recreation Master Plan
2015 Dunbar & Associates 69
Rec Recreation Facilities, Sport Fields and Play Areas Pg.
Current
Cap 2015
# #
Nick Smith Centre - Aquatics - Pool Pipe Replacement (2015) ∙Nick Smith Centre - Aquatics - Pool Tank - resurface inside (2015) ∙Nick Smith Centre - Arena - Replace Ice Resurfacer (2016) ∙Nick Smith Centre - Other - Replace Air Conditioning in Office
and Pool areas (2018) ∙Nick Smith Centre - Arena - Chiller Replacement (2016) ∙
2Nick Smith Centre - Exterior and Vicinity - Parking Lot Upgrades
Phase 1 (2017)44 ∙
Nick Smith Centre - Other - Roof repair in the vicinity of ice
plant and ice machine (resurfcaer) room (2018) ∙Nick Smith Centre - Arena - Roof repair in the vicinity workshop
and Dressing Rooms 9-12 on back of Arena 'A' (2018) ∙Nick Smith Centre - Other - Roof repair Community Hall (2018) ∙Nick Smith Centre - Other - replace auto. floor scrubber (2018) ∙Nick Smith Centre - Exterior and Vicinity - Parking Lot Upgrades
Phase 2 (2018) ∙Nick Smith Centre - Arena - Roof repair over Arena 'B' (2019) ∙Nick Smith Centre - Aquatics - Pool Heating & Dehumidification
- Replace Dectron Unit (2019) ∙Nick Smith Centre - Arena - Floor Replacement Arena 'B' (2020) ∙Nick Smith Centre - Arena - Replace 1977 Header Trench (2021) ∙Nick Smith Centre - Other - replace (2010) automatic floor
scrubber (2022) ∙Nick Smith Centre - Aquatics - Pool Filtration Replacement (2022) ∙
Short Term
Medium
Term Lon
Capital Project Recommendations – Recreation Facilities, Sport Fields and Play Areas G
Current approved capital budget in red
“Rec #” is Recommendation #
Est. Cap.
Cost
$ 000
Short
Est. Cap.
Cost
$ 000
Meduim
Forecast
Cap. Cost
$ 000
Long
165
117
100
35
125
220
30
50
53
13
100
231
300
600
125
8
60
g Term
o to “Pg. #” to see full recommendation
Arnprior Recreation Master Plan
2015 Dunbar & Associates 70
Rec Recreation Facilities, Sport Fields and Play Areas Pg.
Current
Cap 2015
# #
Nick Smith Centre - Arena - Replace Humicons Arena 'A' (2023) ∙Nick Smith Centre - Other - 2003 Air Conditioning Unit in
Community Hall replacement (2023) ∙Nick Smith Centre - Arena - Replace 2009 Ice Resurfacer (2024) ∙Nick Smith Centre - Arena - Floor Replacement Arena 'A' (post
2024) ∙2 Nick Smith Centre - Aquatics - Construct Public Viewing Area**
(post 2024)44 ∙
5
Facility Development/Improvements - new or upgraded tennis
courts - Option 1 redo existing courts at High School - Net cost
est. -$28,000 Option 2 - Construct new courts at Maclean Park -
Gross Cost $128,000 - net cost could be lower if DC support
available (2018)
46 ∙Facility Development/Improvements Ball diamond Irrigation (post 2024) ∙
Sub Totals Current Capital
2 Nick Smith Centre - Develop medium to long term plan for 44 ∙2 Nick Smith Centre - Exterior and Vicinity - reconfigure main 44 ∙ integrate in current 10 ye
2 Nick Smith Centre -Other - Reconfiguring front entrance &
lobby (design, cost, revenue, complete)44 ∙
2 Nick Smith Centre - Aquatics - reconstruct pool tank area to
allow better viewing for the users (see ** above)44 ∙
2Nick Smith Centre -Other - plan for accessibility of facility as
per AODA44 ∙ c
Short Term
Medium
Term Lo
Capital Project Recommendations – Recreation Facilities, Sport Fields and Play Areas
Current approved capital budget in red
“Rec #” is Recommendation #
Est. Cap.
Cost
$ 000
Short
Est. Cap.
Cost
$ 000
Meduim
Forecast
Cap. Cost
$ 000
Long
60
35
100
600
260
28
165
2,167$ 388$ 1,025$
3 3ar capital plan for parking lot upgrades
osts included as part of municipal AODA
Plan
costing included in current 10
yr. capital plan
ng Term
Go to “Pg. #” to see full recommendation
Arnprior Recreation Master Plan
2015 Dunbar & Associates 71
Rec Recreation Facilities, Sport Fields and Play Areas Pg.
Current
Cap 2015
# #
2Nick Smith Centre - Exterior and Vicinity - Storage - 2 external
sea containers with floor44 ∙
2Nick Smith Centre - Exterior and Vicinity - External Public
Information Display44 ∙
2 Nick Smith Centre -Other - install Community Hall Divider 44 ∙6
Facility Development/Improvements - Ball diamond -
Complete field transition of Maclean Park and ABBA diamonds46 ∙
4
Facility Development/Improvements - water service to
existing Outdoor Rinks (new rinks will be covered under OP
and Subdivision Agreements) - 5 - 8 lines at avg cost of $2,000
per site
45 ∙
TOTAL ALL CAPITAL (current and recommended) 282$
Medium
Term LShort Term
Capital Project Recommendations – Recreation Facilities, Sport Fields and Play Areas
Current approved capital budget in red
“Rec #” is Recommendation #
Go to “Pg. #” to see full recommendation
Est. Cap.
Cost
$ 000
Short
Est. Cap.
Cost
$ 000
Meduim
Forecast
Cap. Cost
$ 000
Long
5
50
75
35
4 8 4
2,174$ 564$ 1,029$
ong Term
Arnprior Recreation Master Plan
2015 Dunbar & Associates 72
Rec Marina Pg.
Current
Cap 2015
# #
7 Marina Upgrdaes - Constructing New Boat Launch (2021) 49 ∙7
Marina Upgrades - Replace Main Fingers & docks Piers 1 & 2
(2021)49 ∙
7Marina Upgrades - Replace Main Fingers & docks Piers 3 & 4
(2022)49 ∙
7Marina Upgrades - Replace Main Fingers & docks Piers 5 & 6
(2023)49 ∙
Sub Totals Current Capital
TOTAL ALL CAPITAL (current and recommended) -$
Short Term
Medium
Term Lo
Capital Project Recommendations – Marina
Current approved capital budget in red
“Rec #” is Recommendation #
Est. Cap.
Cost
$ 000
Short
Est. Cap.
Cost
$ 000
Meduim
Forecast
Cap. Cost
$ 000
Long
40
121
60
66
-$ 286$ -$
-$ 286$ -$
ng Term
Go to “Pg. #” to see full recommendation
Arnprior Recreation Master Plan
2015 Dunbar & Associates 73
Section 2: Capital Funding By Intervals
This chart summarizes the capital project charts in Section 1 by three intervals, short, medium and long term. It indicates an overall
pattern of where the financial resources are assigned.
Capital Projects Current 2015 Short Term Medium Term Long Term Total ($000's)
Parks and Green Spaces 160 358 183 101 $ 802
Trails and Waterfront 120 180 50 50 $ 400
Recreation Facilities, SportsFields and Play Areas
282 2174 564 1029 $ 4049
Marina 0 0 286 0 $ 286
$'s by Time Period $ 562 $ 2712 $ 1083 $ 1180 $ 5537
Arnprior Recreation Master Plan
2015 Dunbar & Associates 74
Recommendation (Rec) Pg.#
Total Cost
$ ooo's
Trails & Waterfront (Rec 22) - Practice of seeking (receiving)
donations (municipal offices, memorials, bequeaths etc) avg.
$4k/yr starting @$2k in year 1
29 ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙(60)$
Trails & Trails & Waterfront (Rec 1) - Land Acquisition, rail
lines, ATP, County liaison - may require outside assistance on
short term basis)
25 ∙ ∙ ∙ ∙ ∙10$
Trails & Waterfront (Rec 12, 14, 17 & 18) - trail improvements,
new signage, maintence of new and upgraded trails - Rec 20 &
21 suggest an additional $10k /yr
27 ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙150$
Trails and Waterfront (Rec 3) & Recreation Facilities (Rec 8) -
Seeking outside support (e.g. grants, Trillium) with one
success/ 5 year cycle - minimum award $25k/
25
46 ∙ ∙ ∙(75)$
Trails and Waterfront (Rec 4) - Designate sale of surplus
municipal property to Trails - one property/5 year cycle avg.
return $40k
25 ∙ ∙ ∙(120)$
Recreation Facilities (Rec 3) - review and amend policies and
procedures related to risk management, staff training and
certification - over & above the current requirements - approx
$2k/year starting 2nd 5 year cycle
45 ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙ ∙10$
Marina (Rec 6)- RFP for Marina Operations - external expertise
may be required for formulating the outcomes of the RFP49 ∙ 5$
TOTAL (80)$
Short Term
Medium
Term Long Term
Section 3: Non-Capital Operating Budget
The following chart represents suggested targets (timelines) for those recommendations which could have a direct impact on the Townof Arnprior’s operational budget. The chart is intended to assist with preparing the annual budget for both revenue generation andexpenditures.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 75
Set II: Implementation Schedule for Action Plans Recommendations
The following charts assign an estimated implementation timeframe for each recommendation
made in the Action Plans. Many factors are considered when assigning the implementation
timeframe, such as cost and budgeting, identified priorities, arising trends and issues and
feasibility. Some of the characteristics of short, medium and long-term recommendations are
described here:
Short Term Recommendations are those that:
Have a specific funding source associated with it (e.g., grant, donations, scheduledmunicipal allocation).
Have had the effect on operational costs (positive or negative) assessed and accepted byCouncil
May require limited or no funds associated with implementing (likely, operational innature, such as a change in procedures that, in fact, may save costs for the Municipality)
Are directly related to safety or legislative requirements May represent an initial phase of a medium or long term strategy for a project or
undertaking Represent an agreed upon partnership or collaboration with a third party May show the community that action is being taken thereby building momentum for
future work. Are directly related to addressing an aging infrastructure for matters of immediate
concern (e.g., major breakdown, significant increase in operating costs, lost revenue)
Medium Term Recommendations are those that:
Have a good potential beyond the immediate short term for outside funding (e.g., formalor informal dialogue with interested outside parties)
Have been identified within municipal financial plans or strategies (e.g., Ten YearCapital Plan)
Follow chronologically with other completed phases of a project Have been deemed as important infrastructure upgrades or replacements through
operational saving, new revenue opportunity, or cost efficiencies associated with otherprojects
Have no perceived immediate requirement Can be easily upgraded to 'shovel ready' should unexpected future funding become
available Take longer to orchestrate in terms of partner building, etc.
Long Term Recommendations are those that:
Follow chronologically with other completed phases of a project Have been identified as eventual medium or short projects but it is clear they are not
necessarily required at the present time
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2015 Dunbar & Associates 76
Can, with some dedicated work, be upgraded to 'shovel ready' should unexpected futurefunding become available
Tend to be higher cost projects in which long-term planning, design, consultation andfundraising are required
Have been identified, through evidence, to be projects that merit further study anddeliberation
Are proactive as related to long-term management of major infrastructure improvement,replacements or upgrades (e.g., wide variety of projects from major mechanicalreplacement to retrofit or new builds and/or development)
Notes for interpreting the following implementation charts:
Recommendations scoring a value of 27-35 are High Priorities and are marked with H
Recommendations scoring a value of 17-25 are Medium Priorities and are marked with M
Recommendations scoring a value of 15 or less are Low Priorities and are marked with L
Recommendations to be included in the Official Plan review process are marked with
To see the numerical score for each recommendation, refer to Appendix 7: Ranking Criteria and
Scores for Recommendations.
The following charts show the recommendations listed in descending order of priority. For
example, in the Parks and Green Space Recommendations section, recommendations are
numbered 1 to 17 in the “RANK” column, with 1 receiving the highest score and 17 the lowest
score.
The “REC #” column refers to the actual recommendation number as it appears in the Action
Plans and throughout the document.
Arnprior Recreation Master Plan
2015 Dunbar & Associates 77
RANK REC#
PARKS AND GREEN SPACE RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 8 Continue to ensure that benchmarking, best practicesand continuous improvement initiatives arespecifically contained in each budget submission andwork plan to Council each year.
H X X XStandard OperatingProcedure/Internal
2 9 Keep current and respond to new or changedprovincial policy with municipal by-laws, such as theArnprior municipal by-law ensuring that allMunicipal lands and public use areas are designatedas tobacco free, including parks, play areas, and trails.
H X X X Internal
3 6 Form a strong partnership with community residentsearly in the park planning or park re-developmentprocess. Local residents must be engaged in parkdesign and choice of amenities to ensure theircontinued use and support of park resources and theirinvolvement in care and supervision.i) Develop an overall goal, specific criteria andperformance measurements for park maintenanceii) Develop a yearly review of activities, issues andgeneral performanceiii) Create a process for new park design anddevelopment
H X X X
Standard OperatingProcedure/
Partnerships
Internal
Internal
Internal
4 15 Continue and expand Town beautification andhorticultural projects. Build on the good work ofCommunities in Bloom volunteers and summerstudents, by ensuring staffing levels meet growingneeds for creating and maintaining garden features;park maintenance; developing a new gateway feature;establishing community garden plots (which could bea suitable use for smaller, fragmented parks) if thereis sufficient interest*; assisting with outdoor rinks,winter trails or other recreation facility maintenancein winter.*Currently the Galilee Centre offers garden plots tothe community for 25$/year.
H X X XOperating Budget
Internal
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2015 Dunbar & Associates 78
RANK REC#
PARKS AND GREEN SPACE RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
5 10 Establish a municipal parkland classification systemfor existing and new parks. Within each parkclassification (Neighbourhood, Community, Parkette,Open Space), there should be guidelines for standarddesign features (e.g. form, location, and amenities)for all new or redeveloped parkland. Where possible,parks should be at least 4-5 acres so care andmaintenance is more efficient.
H XStandard Operating
ProcedureInternal
6 1 As part of the 5-Year Review of the Official Plan in2015, amend or update the Arnprior Official Plan toreflect the parks and trails Master Planrecommendations and other service recommendationswhen appropriate.
H
XStandard Operating
ProcedureInternal
7 11 Upgrade existing parks using the parkland standard of4.0 ha per 1000 population with a minimum of 1.2ha/1000 net yield of fully developable tableland asparks. Review parks and trails assembly andparkland/trail acceptance policies in the context of anassured level of service (i.e. minor parks orplaygrounds within 800 metres of each resident).Update standards to include timing of provision ofparkland amenities so that such facilities are availableto residents when 25% occupancy of a subdivision isreached.
M X Internal
8 12 Adhere to guidelines and principles of CrimePrevention Through Environmental Design (CPTED)and Accessibility for Ontarians with Disabilities Act(AODA) legislation for park design. As well, usedesign features to avoid conflict between active andpassive park uses.
M XStandard Operating
ProcedureInternal
9 2 Implement existing parkland developments andimprovements as identified in Ten-Year Capital Plan:i) Olympia Park as per subdivision agreement, playstructure, outdoor rink, trail connection, amenitiesii) Pave parking at Robert Simpson Parkiii) Major equipment/rolling stock replacement -Parks Mower
MX
X
X X X
Capital
Arnprior Recreation Master Plan
2015 Dunbar & Associates 79
RANK REC#
PARKS AND GREEN SPACE RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
9 2 iv) Major equipment/rolling stock replacement -Parks Tractorv) Major equipment/rolling stock replacement -Parks Truckvi) Moe Robillard Park - complete the developmentvii) Caruso Street Play Structureviii) Ball Diamond Irrigation - McLean Park
X
X
X
X
X
X
X
X
X
Capital
10 7 Collaborate with regional, local and municipalorganizations to enhance park services. For example:i) MacNamara Field Naturalists and Gillies Grove –work together to maximize fundraising, traillinkages, signage and maps, special events, etc.ii) Fairgrounds – enhance collaboration withAgricultural Society in order to create a vision andplan with the Fair Board for the next 10-20 years.iii) Other Townships and Communities – Create aregional vision for major parkland acquisition overthe next 10-15 years with neighbouring communitiesto provide for the growing population in an efficientand cost effective manner.
M
X
X
X
PartnershipsInternalExternal
11 13 Establish parks in new and re-developed areas byusing a community-based assessment (demographics,socio-economic factors, population projections,proximity to existing parkland, desired urban type) todetermine how much (4.0 ha/1000 gross andminimum 1.2 ha/1000 net) and where parkland isneeded.
MX Standard Operating
Procedure
12 14 Target an Urban Forestry Canopy Cover (UFORE)for new development of 40% for the Town ofArnprior and continue with policies for treeprotection through a tree-cutting bylaw. The TreePolicy by-law will not impact trees on privateproperty.
MX
Internal
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2015 Dunbar & Associates 80
RANK REC#
PARKS AND GREEN SPACE RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
13 16 Upgrade existing parks. Develop policy andaccompanying procedures and maintenance practicesconsistent with provincial best practices. Forexample, commit to a long term policy in regards toreplacing existing or installing new park playstructures that ensures all landing areas are replacedwith CSA approved composite/rubberized (orequivalent) landing areas and in addition maximizephysical accessibility be a priority in the design.
MX X
Standard OperatingProcedureInternalCapital
14 17 Investigate best option for off leash dog run:i) Fence in an area in the redesignedMcLean/Optimist Parkii) Caruso Street Parkiii) Portion of the lands owned by the Arnprior &District Humane Society in Sullivan Industrial Park
MX X Operating Budget
Partnerships
15 4 Optimize opportunities for parkland securement byapplying density bonusing and alternate provisionstandards permitted under the Planning Act andenabled by the Official Plan and Zoning By-laws.
MX Standard Operating
Procedure
16 3 Accept cash-in-lieu of parkland only in the followingcircumstances:i) Existing parkland allocation meets the established4.0 ha/1000 gross and minimum 1.2 ha/1000 net anda larger park area is not desirableii) The projected growth will have sufficient parkallocationiii)A project has achieved long term capital supportand provides alternative leisure opportunities to abroad base of the Municipal populationiv) Future developments can provide necessaryparklands for future growthv) Land does not provide an active transportationlink to other parks, facilities or trail heads.
M
XOr as soon aspossible based
on O.P.revisions
Standard OperatingProcedureInternal
17 5 Develop a strategic land use assembly and futurelandholding strategy in conjunction with the OfficialPlan to be triggered by formal municipal planningprocesses.
MX Standard Operating
ProcedureInternal
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2015 Dunbar & Associates 81
RANK REC#
TRAILS AND WATERFRONT RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 9 Inventory all existing trails and prepare a detailedreport on each. (See Appendix 6: Facilities,Programs, Parks, Trails and Open Space Analysis andEvaluation, page 94, for a Trails Criteria Checklist,which assesses accessibility, safety, wayfinding,amenities and so on; and page 95, Sample TrailInspection Report.)
H XInternal
Operating Budget
2 10 Broaden the definition of trails to include Arnprior’swaterways (primarily Ottawa and Madawaska Rivers)and opportunities for kayak, canoe and paddleboardtravel or in combination with hiking or biking trails.
H XPartnerships
Internal
3 11 Require all new subdivisions, commercial and publicareas to connect their on-site pedestrian routes tooffsite sidewalks and trail access points as part of theOfficial Plan Review. Design pedestrian routes toallow clear and unobstructed passage, with aminimum width of 1.5 metres with no abrupt sideslopes, and a minimum overhead clearance of 2.5metres. All street furniture should be off thepedestrian route of travel and storm sewers should beplaced where they won’t interfere with activetransportation.
H XStandard Operating
ProcedureOperating Budget
4 23 Form a strong partnership with community residentsearly in the trail planning process. The onus would beon the CDAC to decide if and when it may bebeneficial to form a working group or sub-committeeto address a specific trail issue or project. Such agroup would play an invaluable role, acting as asounding board for ideas, generating solutions formanagement issues or conflicting uses, andidentifying emerging needs (e.g. fitness stations,cross country ski trail, bike rack locations, etc.)
H XPartnerships
CapitalOperating Budget
5 22 Initiate the practice of seeking trail donations atMunicipal offices as well as selected businesses.Make cards available at funeral homes so donationscan be made to Arnprior Trails in memoriam.
H XPartnerships
Operating Budget
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2015 Dunbar & Associates 82
RANK REC#
TRAILS AND WATERFRONT RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
6 1 Be aggressive in trail planning and development overthe next five years and build momentum for trailplanning with these initiatives:i) Acquire abandoned railway line working incollaboration with the County and othermunicipalitiesii) Create an Active Transportation Plan for Arnprioriii) Promote a Renfrew County Trails Strategyiv) Create a wayfinding plan for Arnpriorv) Promote “Share the Road”
H X
PartnershipsExternalCapital
Operating Budget
7 2 Continue to earmark Waterfront Rehabilitation fundsfor trail and waterfront improvements. H X
CapitalOperating Budget
8 12 Review existing subdivisions, making improvementsto trail accessibility and safety where possible. (See#9)
H XInternal
Operating Budget
9 13 Place standard-style Municipal bike racks at visiblelocations at public facilities, trail heads, play areasand public spaces. All commercial developmentsshould be encouraged to provide covered and safebike racks for employees.
H X Operating Budget
10 24 Celebrate active transportation in Arnprior with aspecial community event, for example, walk or biketo work and school day. The event will demonstratethe will of the community to celebrate a healthierlifestyle choice and a new way of thinking abouttransportation in Arnprior. The potential for an annualevent is tremendous and can be expanded in similarfashion to many other worldwide examples. Potentialpartners to involve in the planning for this event maybe the schools, health organizations, private sector,active transportation committee, etc.
H X XInternal
Partnerships
11 3 Prepare short, medium and long-term forecast on traildevelopment, then budget, seek grants, encourageprivate sector to donate, etc., to meet objectives.Consider that additional staff may be needed as trailnetwork expands, including possible wintermaintenance for year round trail use.
H X
Operating BudgetCapitalInternalExternal
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RANK REC#
TRAILS AND WATERFRONT RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
12 15 Include policy in Official Plan during review tosupport implementation of trails and activetransportation; and include a conceptual trails plan inthe Official Plan update. In addition, review currentplanning procedures and add language that requiresall new site development agreements to make trailsand active transportation provisions essential.
H XStandard Operating
ProcedureInternal
13 14 Improve Municipal trail signage and wayfinding, thatis appropriate for all physical abilities, and that has aconsistent format which includes information aboutdistance, direction, destination and difficulty.Consider the use of new technologies, such as QRcodes, apps and downloadable maps that mayenhance the trail user’s experience.
H XOperating Budget
InternalExternal
14 4 Allocate funds from sale of disposed parkland(surplus parkland that the Municipality wants to sell)to trail initiatives.
H XStandard Operating
Procedure
15 16 Based on Official Plan review and inventory (see #9)upgrade existing trails and build all new trails to meetthe following standards:i) Hard surface (either stone dust, asphalt orconcrete)ii) 10 feet/3 metres wideiii) 2 feet/1.5 metres clear cut zones on each side
H XStandard Operating
Procedure
16 17 Identify sidewalks and trails that require additionalbenches, shade, and resting areas (based on theinventory completed in #9). Many older adults andresidents with a physical disability need thesesupportive amenities.
H XOperating Budget
Capital
17 5 Upgrade and develop the Arnprior trail and activetransportation system using a three-phase strategy:i) Join the waterfront to the downtown core withasphalt surfaceii) Connect the trail system to schools and parksiii) Connect all trails to main Municipal loop
H XPartnerships
Operating BudgetCapital
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2015 Dunbar & Associates 84
RANK REC#
TRAILS AND WATERFRONT RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
18 18 Set minimum levels of acceptable trails maintenancestandards and develop trail maintenance schedules.Spring inspections are recommended, as well asperiodic inspections throughout the year to identifysuch maintenance issues as eroding trail surfacing,missing signs, encroaching vegetation, dumping,vandalism or garbage.
H XInternal
Operating Budget
19 25 Continue representation on County ActiveTransportation Committee and work to implement theActive Transportation Plan. Advance Municipalactive transportation initiatives by looking worldwideat towns with similar characteristics as Arnprior toestablish a desired course of action on operating andcapital budget decisions.
H XPartnerships
CapitalOperating Budget
20 6 Promote Arnprior as a destination point for cyclists.Recreational bike riders from Ottawa, Kanata,Renfrew County will ride to Arnprior to enjoy thedowntown, waterfront, parks and trails.
M X Operating Budget
21 7 Create a budget line for both capital expenditures formaking new trails and a trails maintenance account.This is a best practice in preparation for upcomingtrail initiatives on the CP rail line. Review the capitalforecast, and determine the need for financialrepositioning of some projects to allow trail work tocommence and start the active transportation plan assoon as possible.
M XCapital
Operating Budget
22 19 Provide the following conditions on all pedestrianroutes (as part of the Official Plan review process) topromote and enable walking:i) All residential areas need connection throughoutthe development and should be placed at a minimumof 150 meters.ii) Cul-de-sacs and other types of dead ends need toprovide connection of a minimum of 3 meters wide,which should be hard surface (compacted gravel as aminimum).
M XStandard Operating
ProcedureOperating Budget
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2015 Dunbar & Associates 85
RANK REC#
TRAILS AND WATERFRONT RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
23 20 Connect all trails and sidewalks to safe road crossingswhere possible (based on inventory completed in #9).When this is not prudent, the Municipality should:i) Provide signage warning of upcoming traffic/roadcrossingii) Use stop bars, fences, boulders, curvature optionson incoming trails/walkways to warn users of changeor upcoming trafficiii) Install curb extensions and refuge islands ifcrossing distance is greater than 3 lanesiv) Install pedestrian activated crossing lights
v) Install countdown lights to assist walker/rider inroad crossing; audible crossings signals arebeneficial.
M XOperating Budget
Capital
24 21 Evaluate current trailheads and identify choke pointsthat restrict traffic flow, provide inadequate parkingor staging room, or otherwise inhibit access to thetrail (based on inventory completed in #9). Upgradeconstruction details of parking lots at trailheads toinclude more signage that recognizes the need forAODA compliance. There must be a minimum ofthree trail head parking lots in the community, withat least three parking spaces in each (two regularspaces and one accessible) Parking areas are providedpreferably for trails that provide at least a 20-minutewalking experience.
M XOperating Budget
Capital
25 8 Re-establish the breakwater at Robert Simpson Parkto reduce erosion. L X Capital
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RANK REC#
RECREATION PROGRAM RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 40 Continue and maintain cost sharing agreement withMcNab/Braeside Township. Implement non-residentuser fees for programs when a cost sharing agreementis not an option.
H X X XPartnerships
InternalExternal
2 43 Continue to facilitate the growth of volunteerorganizations for new community sports and clubs,e.g., youth canoe club, kayaking, paddle boarding,preschool sports, older adult center clubs.
H X X X Partnerships
3 34 Expand relationships for recreation program subsidyfunding bodies, e.g., Right to Play, others. H X X Partnerships
4 33 Continue to work with agencies for persons with adisability to ensure quality and financial support forparticipation.
H X X XPartnerships
Operating Budget
5 1 Continue to monitor all aspects of the Town ofArnprior recreation’s system of private, non profit,and community-based recreation programs andservices to ensure residents have a wide array ofaffordable, accessible and safe indoor and outdoor,sport, recreation and culture opportunities for youthand adults of all ages and genders.
H X X X Internal
6 12 Continue to address the trend toward inactivity andobesity with physically active recreationalopportunities for all ages, e.g., After School Program,Summer Parks Program.
H X X XExternal
Partnerships
7 27 Create a policy to ensure continuation of PoliceReference Checks for staff and volunteers workingwith vulnerable participants. To augment PoliceReference Checks, ensure appropriate levels ofsupervision to maintain participant safety.
H X XStandard Operating
Procedure
8 35 Stay abreast of new, emerging initiatives to keepfuture program costs to a minimum, e.g., KidSport,Jumpstart.
H X XExternalInternal
9 36 Continue to use discretion and privacy measures toeliminate stigmatization for subsidized users. H X X X
Standard OperatingProcedure
10 46 Continue to measure and report on the economicimpact of sport tourism and special events usingavailable economic impact measurement tools. H X X X Internal
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2015 Dunbar & Associates 87
RANK REC#
RECREATION PROGRAM RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
11 2 Continue the New Program Budget Start-up fundingfor new community-initiated, partnership recreationprograms.
H X X XOperating Budget
Partnerships
12 3 Continue to build on the Department’s partnershipmodel for emerging recreation interests andprograms, e.g., Student Pass Program.
H X X Partnerships
13 4 Expand linkages with nonprofit agencies that providerecreation opportunities. H X X X
PartnershipsInternal
14 13 Continue to promote an open environment forpartners to come forward with ideas for newprograms, e.g., Beach Volleyball, Karate.
H X X X Partnerships
15 14 Continue to be a leader in professional networks, togrow and develop staff competencies, and to gainaccess valuable recreation resources for the benefit ofArnprior residents.
H X X XPartnerships
Internal
16 41 Continue cost sharing agreement with the Town ofRenfrew for use of the Nick Smith Centre pool. H X X X Partnerships
17 44 Identify community champions who can play a leadrole in organizing programs of interest, especially artsand culture programming.
H X XPartnerships
Internal
18 15 Continue to involve residents in programs and eventsheld locally by offering programs that are relevant tothem, e.g., Learn-to opportunities in conjunction withthe 2015 Parapan Am Games orienteering events.
M X XPartnerships
External
19 16 Promote recreation opportunities that are available inand around Arnprior, e.g., Preschool gymnastics inRenfrew, soccer and t-ball in McNabb-Braeside.
M X X XPartnerships
Internal
20 17 Refer to resources, such as Canadian Sport for LifePhysical Literacy, “Play Tools” and “CS4LCommunity Connections” regarding children’s andcommunity activities.
M X X External
21 42 Expand cost sharing agreements with other interestedmunicipalities. M X X X Partnerships
22 47 Continue to provide innovative new programmingrelated to upcoming special events, e.g., orienteering,dragon boating.
M X X Internal
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RANK REC#
RECREATION PROGRAM RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
23 5 Continue to promote Arnprior’s distinct image withinthe region as a provider of progressive recreationservices using all communication mediums.
M X X X Internal
24 6 Continue to track yearly progress toward excellenceand participation rates in all programs in annualreport to Council.
M X X XStandard Operating
Procedure
25 7 Continue to evaluate residents’ diverse lifestyles andchange programs and services, as needed, e.g.,preschool programs.
M X XStandard Operating
Procedure
26 8 Expand on Arnprior's youth development programsby tapping into the Town’s unique arts and cultureinterest/leadership, e.g. Learn-to and March Breakprograms.
M XStandard Operating
Procedure
27 9 Expand older adult programs/clubs for a variety ofabilities and interests. M X Internal
28 18 Work with Town Communications Staff to conductbi-annual community-wide recreation programsatisfaction survey evaluation similar, e.g.,Recreation Master Plan on-line survey.
M X X XInternal
Standard OperatingProcedure
29 19 Continue to promote and encourage residents to comeforward with new recreation program and serviceideas, e.g., Dragon Boating.
M X X X Partnerships
30 20 Expand youth arts programs by partnering with youthand arts and culture leaders. M X Partnerships
31 28 Continue to promote youth engagement in recreationopportunities through relevant social media over thenext decade.
M X X Internal
32 29 Maintain High Five Quality Assurance programaccreditation, e.g., Volunteer training. M X X X
Standard OperatingProcedure
33 30 Continue to monitor and implement future standardsdevelopment for quality and safety in recreation. M X X
Standard OperatingProcedure
34 10 Analyze results of annual participant/customersurveys to identify and act on areas for improvement. M X X X
Standard OperatingProcedure/Internal
35 11 Monitor growing demographics to ensure thatprograms and funding accommodates growth andneeds of new residents.
M X XStandard Operating
Procedure
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2015 Dunbar & Associates 89
RANK REC#
RECREATION PROGRAM RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
36 21 Ensure recreation sector representation on theCommunity Development Advisory Committee inorder to provide advice and feedback to theRecreation Department on an ongoing basis.
M X X X Internal
37 22 Continue to ensure that volunteers receive training onfuture, emerging recreation issues and program needs. M X X X Internal
38 23 Work with Arnprior’s arts and culture leaders toincrease art and culture-based recreationopportunities, e.g., Spirit of 69 Brass Band.
M X XPartnerships
Internal
39 24 Provide regular time and space for girls-only and co-ed youth programs. M X X Internal
40 25 Develop youth and older adult inter-generationalmentoring opportunities, e.g., Learn-to youthprograms lead by older adults; Learn-to older adultprograms lead by youth.
M X X Internal
41 31 Include a “For Youth by Youth” approach to planningyouth programs. M X X Internal
42 32 Seek provincial accreditation from the YouthFriendly Communities program. M X X
External/InternalPartnerships
43 37 Continue to provide and promote innovative, free-access, and physical activity initiatives e.g., Grade 5,Grade 9, Family passes and active after school andsummer parks programs for children.
M X X XPartnerships
Operating Budget
44 26 Establish caregiver/parent and child programs, e.g.Yoga with baby. L X Internal
45 38 If external fee subsidy programs are inadequate,continue to offer fee subsidies through an Arnpriorlegacy fund, e.g., Donations via World BroomballCompetition.
L X X Operating Budget
46 45 Implement a Volunteer Development Plan forrecruitment, training and recognition of recreationservice volunteers.
L X XStandard Operating
ProcedurePartnerships
47 39 Distribute the Family Pass to families with preschoolchildren through partnerships, e.g., Grades 5 and PassProgram.
L XStandard Operating
ProcedureOperating Budget
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RECREATION FACILITIES, SPORT FIELDS AND PLAY AREASRECOMMENDATIONS
PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 1 Review and revise all facility maintenance standardsto reflect industry norms (Ontario RecreationFacilities Association or equivalent) andcommunicate standards to the public through Council.
M XExternalInternal
2 2 The Nick Smith Centre must continue to be theflagship recreational facility in Arnprior (and area).i) Reconfigure the main vehicular entrance to theNick Smith Center and associated park property toensure there is adequate signage and amenitiesattracting and welcoming visitors to the facility.ii) Develop a medium to long term plan (5 to 20years) to extensively modernize the inside of theNick Smith Centre. Consideration should be givento:
a)Reconfigure the front entrance and lobby tocreate more office space, improve accessibility,provide more storage, enhance customers'experience, improve access to all components ofthe building (pool, ice pads, etc.) and generallycreate a modern looking structure.
b)Reconstruct the pool tank area to allow forbetter viewing for the users, create more deckspace for better programming and possibleexpansion of services.
c)Continue to plan for the expected accessibilityof the entire facility as per the provinciallegislation (AODA).
d)Address current operational and managementshortfalls including:
Storage - to address the current need to useopen areas in facility to store equipment,tables, chairs, etc.
External Public Information Display - exteriorto Nick Smith Centre - intended to promoteprograms, community special events andcurrent activities. Seek sponsorship to helppay for the electronic sign.
M
X
X
X
X
X
X
X
X
Capital
Capital
Capital
Capital
Capital
Capital
Capital
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RECREATION FACILITIES, SPORT FIELDS AND PLAY AREASRECOMMENDATIONS
PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
Community Hall Room Dividers - increaseprogram opportunities to develop newprograms and create new revenues.
X Capital
3 3 Continuously review and amend policies andprocedures pertaining to government legislation andguidelines relevant to risk management, and maintainstaff training and certifications. Special attentionneeds to be paid to play structures, ice and poolmaintenance, and other outdoor facilities. Proceduresshould reflect proper inspection, clear documentation,formal action steps as required, and the required sign-off by applicable staff and supervisors. Currenttraining and certifications in the above areas must bemaintained.
M x x xExternalInternal
4 4 Include servicing to outdoor rinks in Official Planreview. Phase in water services for five to eightoutdoor rink sites and include in the capital budgetforecast. Outdoor rinks are greatly valued by localneighbourhoods and it is recommended that theybecome an addition to subdivision agreementrequirements.
M x x x Capital
5 5 Facilitate the development or maintenance of racquetfacilities. This recommendation is based on theexisting three tennis courts located on school boardproperty. The opportunity exists to develop import-ant new programs, such as the emerging sport ofpickleball, with relatively minor resources required.
M XCurrent Capital
PartnershipsCapital
Operating Budget
6 6 Complete field transition of McLean Park and theAABA diamonds within the next 10 years (planningto commence within the next 5 years). This wouldinclude reconfiguring one of the existing three balldiamonds and relocating play structures and otheramenities as required in order to construct two soccerpitches at the location.
M XCapital
Partnerships
7 7 As part of the volunteer development plan, identifyvolunteers who could assist with maintaining outdoorfacilities such as skating rinks, beach volleyball etc. M X
PartnershipsInternal
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RECREATION FACILITIES, SPORT FIELDS AND PLAY AREASRECOMMENDATIONS
PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
8 8 Continue to explore innovative revenue generationideas that could include grants, corporate sponsorshipand/or project-specific fundraising (recognizing thatfinancial assistance from upper tier government isalways a priority as it becomes available).
M X X XInternalExternal
Operating Budget
9 9 Collaborate with the Agricultural Society to exploremutually beneficial, viable alternatives for the use ofthe lands adjacent to the Nick Smith Centre. Theproperties (Municipal and Agricultural Society lands)adjacent to Nick Smith Centre have considerablepotential. The property could be integrated andreconfigured to address many of the expressed needsof the community such as active playing fields,outdoor skating, soccer and other developingactivities. In addition, the changes could enhance thecurrent use by the Agricultural Society.
L XPartnerships
Capital
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MARINA RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 1 Explore the local region for other marina operatorsand other agencies or private groups who may wish tobe engaged in a public/private partnership.
H X Partnerships
2 2 Do a market analysis to determine demands for amarina upgrade and the appropriate scale/size ofdocking facilities needed.
H XOperating Budget
External
3 3 Research existing examples of successfulpublic/private partnerships for marina development orupgrades and the economic impact they had on thecommunity.i) Prepare a draft report for staff and Council toreview.ii) Prepare a draft partnership agreement which setsthe parameters and terms of potential public/privatepartnership
M XPartnerships
Internal
4 4 Investigate waterfront/marina developments inOntario, Canada and North America to identifycommon success factors, especially in thosecommunities with limited capital available and thosethat had to be innovative in terms of financing theirprojects. Collect conceptual drawings of facilities oramenities of interest.
M XCapitalExternal
5 5 Identify the Municipal conditions and financialcontributions that are available for capital upgrades tothe marina, and in which fiscal year.
M XCapital
Partnerships
6 6 Based on outcomes from 1 through 5 above, developa Request for Proposal for potential partnerships. L X
Operating BudgetCapital
7 7 Implement identified marina enhancements in theTen-Year Capital Plan:i) Docking and pier replacementsii) Boat launchiii) Finger Docking
L X X Capital
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COST SHARING RECOMMENDATIONS PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 1 Continue to communicate with appropriate partnersor municipalities (e.g. the Township ofMcNab/Braeside, Renfrew) with the intent ofestablishing policies and procedures in order maintainexisting agreements and, when required, establishnew agreements for accessing and sharing recreationservices.
H XPartnerships
InternalExternal
2 2 Continue to measure the amount of usage(participation) from all neighbouring municipalitiesin order to determine the need for additional costsharing agreements and/or the implementation of anon-resident user fee system.
H XStandard Operating
ProcedureInternal
RANK REC#
LEVEL OF SERVICE, COST RECOVERY AND MUNICIPALPRICING RECOMMENDATIONS
PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 1 Develop guidelines and objectives related to anacceptable level of cost recovery for recreationservices. The cost recovery would be formalizedbased expected levels of service, ensuring a high rateof financial accessibility for all residents/users.
H XStandard Operating
ProcedureInternal
2 2 Develop a Municipal Pricing Policy that allows forthe establishment of a process to set reasonable andequitable user fees.
H XStandard Operating
ProcedureInternal
RANK REC#
RECREATION DEPARTMENT STRUCTURE AND HUMANRESOURCES RECOMMENDATIONS
PRIORITY SHORT TERM MEDIUM TERM LONG TERM AREA OF IMPACT
1 1 Monitor staffing levels to ensure they meet currentand growing needs of the Recreation Department forcreating and maintaining garden features; parkmaintenance; developing a new gateway feature;establishing community garden plots (which could bea suitable use for smaller, fragmented parks) if thereis sufficient interest*; assisting with outdoor rinks,winter trails or other recreation facility maintenancein winter. *Currently the Galilee Centre offersgarden plots to the community for 25$/year.
H XInternal
Operating Budget
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7. Evaluation and Monitoring for Long-Term Success
Priority setting and timing are moving targets and require a constant awareness by the staff who
are responsible for them. There must be a commitment to monitor and evaluate the plan either
formally or informally (probably both). The process should include:
Annual review of action steps, capital projects, new program initiatives, participationwhether they be good, bad or indifferent (positive, negative or neutral if preferred)
Review and analysis of trends and note any changes that occur General review of the applicable planning documents (keeping in mind any new ones
that may have been developed Seek staff input - what new ideas, experiences or thoughts are there A detailed look at the short term projects to confirm that the project is still the same
priority Ensuring the medium and long term projects are updated as to their information and
status Preparation of written reports outlining the overall status Communication with Council, staff, key volunteers and the public about the current
status of major projects As necessary, input new or amended information into the budget process for discussion,
deliberation and approval
Maintaining proper priorities and timing for projects is critical to having success with
implementation throughout the life of the plan (and beyond). It is essential for Council and staff
to show the community that action is being taken in order to build momentum for future work.
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8. Appendices
1. Community Profile
2. Trends and Best Practices
3. Survey Report
4. Current and Future Needs Report
5. Community Workshop Reports
6. Facilities, Programs, Parks, Trails and Open Space Analysis and Evaluation
7. Ranking Criteria and Scores for Recommendations
8. Example of Port Hope Tree Policy
9. Example of Town of Collingwood Trails Network Donor Gift Form
10. Arena Rates
11. Sample Chart Outlining Levels of Subsidy for Programs, Rentals and Services