Arnprior Recreation Master Plan...

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



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



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)


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)

Dunbar & Associates 4


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)


Survey Report (Appendix 3)

Current and Future Needs Report (Appendix 4)

Community Workshop Reports (Appendix 5)



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.



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



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



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.)



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



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.



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.



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.



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?


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


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



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



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



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



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.



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.



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.


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


outside the town.” (Survey respondent)



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


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


d would make cycling safe in our community.” (Workshop participant)



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.


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)



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:



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.


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)




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.



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.



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.



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 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.



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.



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



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)



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.



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



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.



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').



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.


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

sugg

The s

facili

but a

more

exerc

poten

Ther

indoo

could

to a p

gymn

Reco

1. M

R

th

exc

to

“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)


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.


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


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)



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.



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.



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.



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.



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)



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.


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


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)



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.



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.



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.



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



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?



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.

http://www.porthope.ca/service-delivery-review


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


activities are slowly rising year after year.” (Survey respondent)



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

http://www.citywindsor.ca/cityhall/Policies/Policies/Recreation User Fee and Pricing Policy.pdf

http://www.citywindsor.ca/cityhall/Policies/Policies/Recreation User Fee and Pricing Policy.pdf


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)



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



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).



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


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


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.



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.



Section 1: Capital Project Recommendations

Parks and Greenspace Trails and Waterfront Recreation Facilities, Sport Fields and Play Areas Marina



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



Rec Trails and Waterfront Pg.

Current

Cap 2015

# #

8Robert Simpson Park - Beach Area - Breakwater Construction

(beyond 2025)26


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




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



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



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




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) ∙


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



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





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




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



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 ∙


TOTAL ALL CAPITAL (current and recommended) -$

Short Term

Medium

Term Lo

Capital Project Recommendations – Marina



Est. Cap.

Cost

$ 000

Short

Est. Cap.

Cost

$ 000

Meduim

Forecast

Cap. Cost

$ 000

Long

40

121

60

66

-$ 286$ -$

-$ 286$ -$

ng Term




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



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.



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



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.



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



RANK REC#


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



RANK REC#


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



RANK REC#


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.


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.


ProcedureInternal



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.


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



RANK REC#


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


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



RANK REC#


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.


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.


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


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



RANK REC#


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


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).





RANK REC#


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



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



RANK REC#


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



RANK REC#


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.


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


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


33 30 Continue to monitor and implement future standardsdevelopment for quality and safety in recreation. M X X


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



RANK REC#


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




RANK REC#

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



RANK REC#



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



RANK REC#



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



RANK REC#

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



RANK REC#

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.


ProcedureInternal

RANK REC#

LEVEL OF SERVICE, COST RECOVERY AND MUNICIPALPRICING RECOMMENDATIONS


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.


ProcedureInternal

2 2 Develop a Municipal Pricing Policy that allows forthe establishment of a process to set reasonable andequitable user fees.


ProcedureInternal

RANK REC#

RECREATION DEPARTMENT STRUCTURE AND HUMANRESOURCES RECOMMENDATIONS


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



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.



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

Arnprior Recreation Master Plan...

Documents

Transcript of Arnprior Recreation Master Plan...