Wainfleet Recreation Master Plan draft

Township of Wainfleet

VOLUME II: DRAFT RECREATION MASTER PLAN

F. J. GALLOWAY ASSOCIATES INC. GSP GROUP INC. JUNE 2011 Version 2.0


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Table of Contents

1 INTRODUCTION ......................................................................................................................... 1-1

1.1 OVERVIEW ................................................................................................................................................................1-1 1.2 BACKGROUND RESEARCH .........................................................................................................................................1-1

1.3 RECREATION MASTER PLAN DEVELOPMENT AND FORMAT ..........................................................................................1-2

2 RECREATION MASTER PLAN VISION STATEMENT ........................................................ 2-1

2.1 VISION STATEMENT ...................................................................................................................................................2-1 2.2 MISSION STATEMENT ................................................................................................................................................2-2

2.3 PRINCIPLES ..............................................................................................................................................................2-2

3 RECREATION POLICY AND SERVICE DELIVERY RECOMMENDATIONS ................... 3-1

3.1 INTRODUCTION .........................................................................................................................................................3-1 3.2 TOWNSHIP OF WAINFLEET LEISURE SERVICES DELIVERY POLICY ...............................................................................3-1

3.3 PARTNERSHIPS / JOINT VENTURES ............................................................................................................................3-4

3.4 GRANTS POLICY / COMMUNITY PARTNERSHIP FUND ...................................................................................................3-5 3.5 NEW POLICY DEVELOPMENT INITIATIVES ....................................................................................................................3-6

3.6 MULTI-MUNICIPAL APPROACHES ...............................................................................................................................3-7

3.7 FACILITY PROJECTS DEVELOPMENT BUSINESS PLANS ...............................................................................................3-8 3.8 MULTI-USE FACILITY DEVELOPMENT .........................................................................................................................3-9

3.9 COMMUNITY USE OF SCHOOLS ................................................................................................................................3-10 3.10 USER FEES ............................................................................................................................................................3-11

4 PARKS AND OPEN SPACE, TRAILS AND LAKEFRONT POLICIES & STRATEGIES .. 4-1

4.1 INTRODUCTION .........................................................................................................................................................4-1

4.2 POLICY CONTEXT .....................................................................................................................................................4-1

4.2.1 Provincial Legislative and Policy Context.................................................................. 4-1 4.2.2 Regional Policy Context ............................................................................................ 4-3 4.2.3 Local Policy Context .................................................................................................. 4-4

4.3 PARKS, OPEN SPACE, TRAILS & WATERFRONT POLICIES ...........................................................................................4-5

4.3.1 Parkland Classification System ................................................................................. 4-5 4.3.2 Parkland Provision Standards ................................................................................. 4-11 4.3.3 Parkland Dedication Policies ................................................................................... 4-12 4.3.4 Parkland Design and Operations Policies ............................................................... 4-15 4.3.5 Lakeshore Access Policies ..................................................................................... 4-17 4.3.6 Community Trails Policies ....................................................................................... 4-19

4.4 PARKS, OPEN SPACES, COMMUNITY TRAILS AND LAKEFRONT INITIATIVES RECOMMENDATIONS .................................4-21



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4.4.1 Parks and Open Spaces ......................................................................................... 4-21 4.4.2 Lake Erie Shoreline Access .................................................................................... 4-23

4.5 COMMUNITY TRAIL STRATEGIES ..............................................................................................................................4-25

5 RECREATION INITIATIVES RECOMMENDATIONS ......................................................... 5-1

5.1 WAINFLEET ARENA ...................................................................................................................................................5-1 5.2 WAINFLEET SPORTS COMPLEX ................................................................................................................................5-10

5.3 SKATEBOARD FACILITY ...........................................................................................................................................5-11

5.4 TARGETED RECREATION AND CULTURE PROGRAMMING ...........................................................................................5-12 5.5 SPLASH PAD ..........................................................................................................................................................5-13

6 IMPLEMENTATION ................................................................................................................... 6-1

6.1 SERVICE LEADERSHIP AND COORDINATION CAPACITY ................................................................................................6-1

6.2 PARKS AND RECREATION MASTER PLAN PROJECTS DEVELOPMENT PROFILE .............................................................6-3 6.3 LONGER TERM CAPITAL FUNDING STRATEGIES ..........................................................................................................6-4

6.4 RECREATION MASTER PLAN REVIEW .........................................................................................................................6-5

APPENDIX I – SITUATIONAL ANALYSIS REPORT RESULTS SUMMARY APPENDIX II – MAP 1



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1 INTRODUCTION

1.1 Overview

In the fall 2010, the Township of Wainfleet launched the development of a comprehensive Recreation Master Plan for the community. This Master Plan focuses on outdoor parks, open spaces and community

trail resources; recreation facilities and services; and culture resources. The Master Plan’s intent is to guide parks and recreation development over the next ten years, with a goal to provide a range of

recommendations on the creation of a balanced array of parks and recreation services that meet the current and future needs of Wainfleet residents.

The master planning process undertaken by the Township involved three phases:

• Phase I – Situational Analysis Report;

• Phase II – Draft Parks Master Plan;

• Phase III – Draft Recreation Master Plan Review and Project Finalization.

1.2 Background Research

The first phase of the Recreation Parks Master Plan involved a comprehensive research-based work

program for which the inputs, analyses and results are available under separate cover entitled Situational Analysis Report for the Township of Wainfleet Recreation Master Plan. A summary of the results is

contained in Appendix I. The research phase involved the following key activities:

• A population profile, projections review, and community development profile;

• Parks, trails and recreation facilities inventory and assessments of their use and opportunities

related to the lakefront and other resources;

• Review of relevant planning, policy and related strategic and policy documents and materials;

• Focus groups, interviews, household survey and a community workshop involving community

and organized group representatives soliciting their input on the strengths and weaknesses of the parks and recreation venues and services available, the services delivery model, future

perspectives and needs, etc;

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• A financial review of Township’s operating costs for these services;

• A trends analysis related to the use of parks and recreation services, development and delivery.

1.3 Recreation Master Plan Development and Format

The recommendations within the Township of Wainfleet Recreation Master Plan have been developed on four levels, moving from a strategic foundation through to specific initiative recommendations:

Level 1 Plan Foundation

Section 2 provides the foundation of the Plan via a Vision, Mission, and Principles.

Level 2 Parks and Recreation Policies and Delivery Strategies

Section 3 focuses on establishing a policy framework for the development, delivery and evaluation of parks and recreation, as well as the variable delivery approaches that could be utilized and participated in by the Township of Wainfleet and the community.

Level 3 Specific Parks and Recreation Initiatives

Sections 4 and 5 identify parks and recreation projects, investments and approaches that are proposed to be undertaken by the Township of Wainfleet and the community over the next ten years.

Level 4 Master Plan Implementation

Section 6 provides recommendations on the implementation of the key recommendations.

This document represents the draft Recreation Master Plan for the Township of Wainfleet. It was reviewed by the Project Steering Committee in May and early June 2011. It will be presented at a community workshop to be held on June 22, 2011 for further input before a Council presentation and

the final draft is prepared.



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2 RECREATION MASTER PLAN VISION STATEMENT

2.1 Vision Statement

A Vision sets a horizon towards which all the Township’s stakeholders can gravitate with respect to parks, recreation and cultural services. It should be both inspirational, and a statement that creates a

common bond and sense of direction. The Vision Statement establishes a direction for the Master Plan, and is a basis upon which the Master Plan evolves, both in terms of its recommendations and the

ongoing implementation.

Recommendation – Vision Statement

Wainfleet residents will have access to an array of park and recreation services that enhance their health and well-being, personal development, quality of life and community engagement.

The Vision for the Wainfleet Recreation Master Plan is to create an array of accessible parks and

recreation services and venues. The key component of the Vision is that there will be a balanced array of opportunities to meet the varied interests of Wainfleet residents, and that these opportunities should be

accessible. Participation opportunities represent the core of the park and recreation services delivery system and are the fundamental rationale for the community’s and the Township’s investment in the

provision of these services, either directly or in partnership with others.

The second part of the Vision identifies the rationales for these investments and why residents benefit

from participation in recreation activities.

The benefits speak to the health and well-being of the residents themselves. Active participation

involves fitness, the development of the mind, the achievement of new skills and enhanced personal development, the pursuit of one’s interests and the ongoing development of the whole person, as both an individual and as contributing member of the community.

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2.2 Mission Statement

A Mission Statement speaks to the fundamentals and the focus of what is going to be achieved via the Recreation Master Plan. It articulates intent and the broad strategic approaches to be utilized.

Recommendation – Mission Statement

The Wainfleet Recreation Master Plan directs the community’s and the Township’s achievement of a balanced array of parks and recreation opportunities for residents that support a unique and cherished quality of life by:

• Inspiring a true value for the benefits of park and recreation services that encourage broad-based, active resident participation and improve resident health, well-being and personal development.

• Generating a strengthened sense of community identity, spirit and service amongst all residents.

• Preserving and enhancing the Township’s unique and valued natural areas, features and shorelines.

• Supporting positive community economic development.

The primary outcome for the Master Plan is to enrich the quality of life for Wainfleet residents, that is, that all residents will be better off in terms of the quality of their day to day experiences by potentially

being able to access recreation, culture and park facilities and services that respond to their current and evolving interests.

2.3 Principles

The following Principles have been developed as a basis for the directions, strategies and recommendations within the Master Plan.

Principles have three applications at this level of planning. First, they provide an opportunity to further

outline key components of the Mission Statement. Second, they identify how the Master Plan and the service providers need to interact with residents and visitors and establish the types of relationships that

need to be developed in order to be successful. Third, they provide an opportunity to identify key accountability and outcome areas.

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Recommendation – Principles

The Wainfleet Recreation Master Plan will foster....

Balanced Array of Parks and Recreation Opportunities

The provision of a balanced mix of participation opportunities, involving parks, recreation and culture services.

Fair and Equitable Fair and equitable opportunities that encourage participation by all dimensions of the community in terms of ability, culture, economic, geographic and related interests and backgrounds.

Evaluation Developing and implementing programs and resources that are continually evaluated relative to their outcomes and which respond to evolving resident needs and community growth.

Maximize Utilization The maximum utilization of existing facilities and venues through their on-going rehabilitation and renewal.

Township Leadership The Township developing a leadership role in the planning, development, facilitation and supports for park and recreation services, using innovative delivery strategies involving partnerships, joint ventures, direct delivery and community-based service provider approaches.

Conservation of Natural Resources

Ensuring that the Township’s parks, open spaces, lakeshore and river / stream corridors and natural areas continue being valued and effectively conserved, are accessible to the public for both programmed and non-programmed activities, and contribute significantly to the positive development of Wainfleet.

Flexible, Sustainable and Inclusive The development of services that are flexible and sustainable over the longer term through innovative designs, are adaptable and flexible to change, environmentally sound, affordable to construct and operate, facilitate an ease of maintenance, are energy efficient, and actively support the inclusion of all residents.



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3 RECREATION POLICY AND SERVICE DELIVERY RECOMMENDATIONS

3.1 Introduction

Section 3 provides recommendations on the first dimension of the Recreation Master Plan related to the Township’s service delivery policy and strategies. These recommendations set out the framework upon

which Township decisions on park and recreation facilities and services need to be assessed and go forward. This area has two dimensions. First, is the Recreation Services Delivery Policy recommendation

that guides the Township’s actions and investments. Second, is the potential array of delivery strategy recommendations designed to achieve the outcomes desired.

3.2 Township of Wainfleet Leisure Services Delivery Policy

Municipalities are coming under increasing expectations to be able to deliver a wider range of park and

recreation services, many of them involving increasingly sophisticated facilities, integrated services delivery approaches and growing long term capital, operating and financial / sustainability requirements.

Society has moved to a point where there is a growing array of activities that people want to be involved with, many of them involving smaller clusters / segments of individuals within the community and

beyond. Also, many activities / services are subdividing into groups that want high performance experiences or individuals who just wish to try something out or want a more limited experience. In the

middle, are expectations of hobbyist or regular participants at a recreation level of interest, eg: jogger.

The increasing mix of activities and services, and the differentiated connecting points that participants

have with each of these activities, is generating a more complex service delivery environment. Further complicating this environment, is that new groups are forming that need support while established

groups go through cycles of strength and weakness variability, eg: off-road cyclists or declining minor hockey registration. As a result, the Township can be approached to support the launch of a new service initiative or by key organizations that are experiencing sustainability challenges.

As a basis for the Township to express its role in the planning, development, delivery and evaluation of parks and recreation services, it requires a policy framework that ensures it is not seen as the sole party

responsible, and that everything does not lead back to the Township. However, the policy also needs to recognize that the Township is in a unique position within the services delivery model in terms of skills

and capacities, assets and financial resources, service stability and other key delivery capabilities.

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Finding a balance is the basis to undertake this role and is a part of the long term planning process for park and recreation services in Wainfleet.

Recommendation – Services Delivery Policy

• That the Township of Wainfleet will undertake leadership in the planning, development, delivery and evaluation of parks and recreation services needs and opportunities within the Township in active partnership with community service providers and organizations.

• That the Township firmly believes in the value of and need for community organizations to successfully operate park and recreation services as a primary means to expand the accessibility, availability, affordability and mix of services that are available to residents and visitors / tourists.

• That the prioritization process for the Township of Wainfleet’s participation and investments in park and recreation services, facilities and venues will focuses on servicing Township residents as the primary users within the following service priority framework:

o First – services that facilitate and encourage broad-based participation amongst Township residents at a recreational level of activity, including in-township, regional and provincial competitive oriented activities for children and youth.

o Second – services and accessibility supports that link to the specialized needs of targeted populations, such as those with disabilities, seniors, young children, teens/ youth, new Canadians, etc.

o Third – services that are primarily intended to support key strategic initiatives of the Township, such as the conservation of major open space resources, development of the Township’s lakefront and water corridors, specialized services that ensure a broad mix / array of participation opportunities for Wainfleet residents and tourism development.

• That the Township will fulfill its role in the planning, development, delivery and evaluation of park and recreation services based on the following hierarchy of responses and roles.

o First – will actively work to facilitate and support community groups and individuals in the development and delivery of services by providing technical supports, access to grants, and other supports involving data information, volunteer training and recognition, access to facilities, trends research and related strategies and supports.

o Second – will enter into partnerships, joint ventures and related collaborative initiatives, at variable levels of involvement, that result in a shared responsibility for a facility, venue or service's delivery where:

The interest of the residents of Wainfleet are fully realized

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Need is apparent

Sustainability within acceptable risk parameters exists.

o Third – undertake the direct delivery of services and facilities where other delivery strategies are not viable or available, utilizing direct capital investment and annual budget support, as well as Township staff operating alone or in partnership with volunteers.

• That Township involvement in services delivery should be based on the following conditions:

o Identification of demonstrated need at reasonable participation levels

o Evidence of long term sustainability for the service

o Assured public accessibility, participation and affordability

o Involvement by the Township at a scale reflective of the benefits to be achieved by both the participants and the community at large.

o The use of business case analysis and preparation as a basis to support any significant Township investments in a facility or services initiative.

This policy focuses on the fact that the Township is best served if organized groups and individuals within

their own perspectives can be integrated into and drive the delivery of park and recreation facilities and services. This strategy generally focuses on program dimensions, as most facilities become too costly

and often require some form of direct or partial Township involvement. The Township cannot be all things to all people. Therefore, groups of individuals with a particular interest need to galvanize

themselves to a point where they can take on many of the administrative, program development and delivery perspectives.

The Township has a strong role in facilitating these groups in order to assist them to form, to provide technical supports and to aid them in terms of overcoming the challenges that may occur from time to

time. This role allows the Township to engage with these groups at points where the groups can remain independent but do not have the capacity to access some key resources which could range from marketing and advertising, to registration, to volunteer training and development, to program

evaluation, to accessing grants, to assessing new opportunities, etc. The Township may have some of the skills and capacities in-house or has access to such resources, that can be beneficial to these groups,

especially if they are experiencing difficulties and their sustainability becomes threatened.

The second level of the policy, indicates that the Township, before it will undertake direct involvement in

the delivery of a facility, venue or service, will look for alternative approaches. This could be through

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partnerships, joint ventures, regional / area-wide or other collaborative initiatives. This is not a new perspective for the Township. Asking the question early in the review and development process, as to

whether other strategies are available, needs to be formalized. It may be that these opportunities are not apparent to community groups, and that partnerships and joint ventures may need to be initiated by

the Township or even organized by the Township in terms of forming groups or operations that could eventually be a partner with the Township.

The third dimension of the hierarchy, is that the Township, based on evident need and policy compliance, decides to make a direct investment in the development of a facility or venue or the delivery

of a park, recreation or culture. This will occur when no other available alternatives exist and need is apparent. The policy assigns the Township a very important role, particularly with respect to parks and

facilities.

This policy further articulates key criteria and related considerations that need to be addressed

whenever the Township becomes involved in facility, venue or service initiatives. The affordability of and accessibility to the public becomes a major criteria, as does sustainability and other considerations.

Another important consideration is that the scale of the Township’s involvement needs to be in balance with the benefits to be realized. It is possible that the ideas that come forward are out of scale with the benefits. This needs to be assessed, all within a business case model.

3.3 Partnerships / Joint Ventures

Over the last ten years, there has been considerable discussion and experimentation with private-public partnerships, joint ventures and other initiatives. Some have worked, and others have failed to materialize due to the rigors and risk management requirements that are often in place. This is an area that the Township may wish to increase its use of where opportunities exist. However, to increase the use of these techniques will likely require some form of increased flexibility and risk taking. The Township will need to assess the levels of risk and their reasonableness on a case-by-case basis. However, it is becoming increasingly demonstrated that partnerships and joint ventures have the ability to expand the array of service opportunities, reduce financial pressures on the Township and provide other benefits. They also require the development of new skills in terms of contract management, partnership evaluation and other inputs, along with enhanced risk taking and other change perspectives.

Recommendation – Partnerships and Joint Ventures

To continue the implementation of Township lead and / or supported partnership, joint venture and related initiatives in support of parks, recreation and culture services where:

• Need is identified and demonstrated;

• Public access and affordability are assured;

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• The partnership is financially reasonable and sustainable;

• The scope of investment is reflective of the benefits to be realized by residents of Wainfleet.

3.4 Grants Policy / Community Partnership Fund

The Township does not operate a Community Partnership Fund that provide grants to community organizations and events within a policy framework but does provide some small grants to selected

events. The Township may wish to consider a broader but still limited granting role as an incentive to support community service and event providers as they grow and develop, from both recreation and

tourism perspectives.

Recommendation – Grant Policy / Community Partnership Fund

• That a Community Partnership Fund be explored by the Township as a strategy to enhance services and events delivery based on a policy framework and a set of financial support criteria.

• That the following criteria be considered and be developed into a Township Policy if such a Fund were undertaken:

o Sport, event and festival tourism support based on sound economic impact statements and measures;

o Capital and one time grants based on evident benefits being derived to the community or Township costs being displaced;

o Targeted populations / audiences-based policy priorities for:

Disabled residents;

New Canadians;

Fairness and equity balancing of services and access;

Other principles / values as identified and approved by Council;

o Volunteer development, recognition and related initiatives.

The actual amount of funds expended through such a Community Partnership Fund is a policy-based

decision related to what resources are available and the level of investment the Township wishes to

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undertake. There is no formula that will necessarily dictate the actual investment level year to year, however how the distribution occurs could be developed based on a more integrated policy, within a

more developed set of criteria and based on an outcomes-based evaluation process.

3.5 New Policy Development Initiatives

The Township has some policies with respect to their specific involvement in key areas of parks and

recreation services, such as customer service accessibility and alcoholic beverages.

During the course of analysis for the development of the Master Plan, which involved the review of some

existing policies, a trends analysis, and input received from the consultation program, other areas of potential policy development where identified. It is important that the Township have a comprehensive

policy framework to support its parks and recreation evaluations and investments.

Recommendation – New Policy Development and Format

1. Policy Development Priorities That the following policy areas be given consideration for new policy development: • Fairness and equality of accessibility, particularly for ice time;

• Affordability and access;

• Targeted populations in terms of ability, new Canadians and others who have significant barriers to participation;

• Economic impact and development expectations from Township investments in parks, recreation, culture and tourism initiatives;

• Community group operating contracts for managing Township assets;

• Naming rights and corporate sponsorships;

• Comprehensive risk management;

• Other specific areas as they evolve.

2. Policy Format

That the policies should have the following content components:

• Policy rationale and need;

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• Policy principles / foundation;

• Policy statement and content;

• Linkages to all regulatory and / or statutory acts or legislation, regulations and / or broader Township policies;

• Implementation and monitoring procedures;

• Mandatory policy review date;

• Policy review and amendment tracking.

3.6 Multi-Municipal Approaches

One distinctive characteristic of organized recreation service in Wainfleet involves participation patterns

in neighbouring municipalities by Wainfleet residents and their residents in Wainfleet services, e.g. soccer, ATVing. The prevalence of broader municipal organizations and / or regional service

organizations is evident, especially for some minor sports.

Some neighbouring municipalities are developing a wide range of new recreation facilities, policies and planning initiatives that could impact services delivery and investment in Wainfleet, such as arenas in

Port Colborne and Dunnville. Sometimes, the rationale for these facilities and plans are to attract users from other municipal jurisdictions in order to create the volume levels that warrant the investment.

Also, some of this facility development can result in potential over capacities and diseconomies.

The Township will need to assess such opportunities to determine their risk, benefits and costs for its

residents. Also, regional initiatives may be appropriate for community-based requests, such as for a cross-country bike or ATV facilities.

It is recognized, that joint planning on a multi-municipality basis can be challenging and raises sensitivities. However, with the cost of facilities and services, a question needs to be addressed as to

whether there is an alternate delivery model or models that more intensively integrate facilities and services amongst neighbouring municipalities. The key issue is, can service delivery models be

developed that better utilize existing facilities, reduce the need for additional facilities and reduce overall capital and operating costs when the market behaves significantly differently than a municipal boundary-

based service delivery model.

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Recommendation – Multi-Municipal Approach

That the Township, through Council and staff efforts, pursue initiatives to enter into discussions with neighbouring municipalities, and beyond if reasonable, to explore whether a more integrated services

delivery model, involving enhanced collaboration, could be developed and implemented to facilitate increased public accessibility to facility resources and improved investment outcomes for all parties

involved.

This strategy could be a significant initiative, but the capital cost and annual operating cost considerations, and the market behavioural characteristics warrant a reasoned and methodical effort in

selected recreation service areas based on the reality of broader geographic market characteristics.

3.7 Facility Projects Development Business Plans

A Master Plan is a process that brings together significant amounts of research to identify priorities,

needs and strategies over an extended period of time, ten years for Wainfleet. It identifies not only facilities, but also criteria, strategies, etc. However, Master Plans do not, in and of themselves, typically

deal with the Business Plans for individualized facility projects due to the changing characteristics of the market and demand over time, community growth patterns, trends, a municipality's financial resources

and commitments, etc. The Master Plan sets the overarching facilities development framework for recreation services and priorities. Then, individual Business Plans are undertaken based on timelines established within the Master Plan and the Township’s business case template. A Business Plan should

focus on:

• Locational considerations

• Governance and management plans

• Connections to the Township’s goals, policies, objectives, etc.

• Alternative development strategies in terms of using existing facilities, building new facilities, undertaking additions, etc.

• Need and demand profiles, marketing requirements, etc., and related feasibility assessment components.

• Determining market competitive profiles, etc.

• Identification of space and size needs and special equipment, often involving conceptual / simplified floor plans

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• Identification of the total square footage as a basis to develop more detailed capital costs and funding sources.

• Three year operating pro formas in order to identify revenues, expenses, staff requirements, etc.

These and other elements are developed to focus on a specific facility. This is an excellent strategy in

order to ensure these major capital investments are targeted with clear outcomes, solid capital cost projections and other key outcomes.

Recommendation – Business Plan Development

That the Township require a Business Plan on all capital facility proposals as follows:

• Any new facility initiative or major addition to an existing facility with a potential capital cost of over $250,000;

• The Township direct the undertaking of the Business Plans, seeking broad-based public consultation, and working in partnership, where appropriate, with community proponents and organizations.

• The results of the Business Plan, when finalized and accepted, become the basis for a new and / or expanded facility be incorporated into the capital budget forecast for the Township related to timing, capital cost projections, etc.

• The Township’s capital cost forecast program considering future adjustments upwards in the capital costs based on:

o The potential impact of inflation that may not be predictable or certain.

o Any alteration in the proposed facility's design clearly, articulating an appropriate rationale and need for significant changes that may have occurred between the time of the Business Plan's development and the time of final approval.

3.8 Multi-Use Facility Development

Over the last two decades, there has been a significant movement towards the development of

community facilities on a multi-use / multi-partner basis. The key rationales for this strategy are as follows:

• Potential capital cost savings, often in the order of 10% to 25%;

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• Significant potential for operational savings, up to 25%.

• Enhanced customer / user satisfaction relative to convenience and visiting one

site only as an individual and/or a family.

• Greater critical mass, visibility and community identification.

• Potential for more enhanced facilities relative to scope, quality and volumes.

There are significant benefits to this strategy and it can be creative in its application. These facilities can involve arenas, community centres, branch libraries, school facilities, social service facilities, community

policing offices, fire stations, complementary combinations of indoor and outdoor facilities, etc.

The continuation and enlargement of this strategy is a strategic facilities delivery approach that needs to

be considered wherever possible in order to improve user satisfaction and quality experiences, as well as to achieve the maximum capital and operating cost economies of scale.

Recommendation – Multi-Use Facility Development

That Township, for all major facility renewal and new facility development initiatives, investigate in depth, the potential for a wide range of multiple use opportunities within a single facility or venue, as well as multi-partner participation.

3.9 Community Use of Schools

The community use of schools has been a long established practice in Ontario. Due to the significant

expansion of public schools, colleges and universities over the years, taxpayers have supported the development of a wide array of facilities that have significant potential to support recreation activities.

These facilities include gymnasiums, resource rooms, outdoor sports fields and courts, play equipment, specialized facilities, classrooms, etc.

Since the mid 1990s, there had been a significant decline in the community use of schools due to the gravitation towards increased fees for utilization, customer service challenges, accessibility consistency

concerns and other issues. Some communities have divested their responsibility to coordinate community group use of these facilities, while others are experiencing significant challenges in regards to

their user groups wishing to develop more stand alone or separate municipal facilities as substitutes for school accessibility.

In the summer of 2004, and again annually since that time, the Province of Ontario has announced a $20 million program as part of an overall initiative to facilitate and encourage increased utilization of publicly

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funded schools by community organizations. Considering that these facilities are built by the same taxpayer, and that there is a wide array of gymnasiums and recreation oriented facilities, these present a

potential resource for recreation programming, often located in settlement areas.

The Township could take leadership, along with other neighbouring municipalities, to explore with the

local school boards in Wainfleet and the now vacant private Christian School in Wellandport, the opportunity for access to schools on behalf of organized groups, in order to provide more local

recreation facility capacity and to reduce the pressures and need for additional long-term investments in stand-alone facilities.

Advantages to the community use of schools include:

• More extensive use of existing public facilities.

• Good locations in proximity to some selected settlement areas.

• Reduced need for capital investment.

• Access and on-site parking is often available.

• Residents are familiar with the venues.

Recommendation- Community Use of Schools

That the Township initiate discussions with local School Boards and the private Christian School to develop strategies and protocols that effectively enhance community accessibility to the schools for recreation activities, services and programs as a key support and service to community service providers.

3.10 User Fees

Over the last ten years, there has been a substantial increase in and focus on the development and application of user fees for municipal parks, recreation, arts, culture and related services. Municipalities have increasingly been under pressure due to services downloading from the provincial government, increasing infrastructure reinvestment requirements, health and safety considerations and an assortment of other financial pressures, that have caused them to increase user fees as a way to limit impacts on property tax levels. As a result, user fees have grown steadily, often well above inflation, creating concerns related to fairness and equity, affordability, access and related considerations.

Several key trends were identified in the Situational Analysis Report in regards to significant increase in user fees. In summary, these are as follows:

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• Concerns related to affordability, especially for families wishing to place their children in minor sports and other recreation programs;

• Growing financial pressures on families over a wide range of household cost increases, e.g. travel, resulting in some expectations that recreation services should have a lower cost and be supported by significant community investment;

• Increasing concerns amongst some community service providing organizations, particularly ice groups, related to why those organizations are expected to pay higher coverage rates for the cost of the facilities they use compared to other groups, such as sports fields, etc. which is identified as a fairness and equity issue;

• The ability of emerging recreation activities to launch themselves in their initial years if the venue cost structure is too high / a barrier;

• Consistent concerns expressed over cost impacts on property taxes for recreation services.

One of the primary characteristics of recreation and leisure services user fees in virtually all communities, is that they are ad hoc, have evolved historically over time based on special relationships and arrangements and have little or no connection to the cost of the service’s delivery. In more recent years, there has been increased use of targeting certain user fees areas for above inflation increases and to increase coverage ratios. A coverage ratio is the revenue as a percent of service delivery cost. However, what constitutes a cost in the formula is highly variable related to direct costs, department administrative costs, corporate overhead costs, facility reinvestment costs, etc. These cost structure components to support policy development will need to be finalized and approved.

Several municipalities, Windsor, Burlington, Kitchener and others, have undertaken investigations and strategies to assess whether a cost driven user fee model can be achieved. There can be significant challenges, but it does represent a potentially important platform upon which to develop user fees in the future, establish policy directions and targets to ensure alignment with key principles, such as fairness and equity.

Recommendation - User Fees

• That the Township undertake a comprehensive assessment and development strategy associated with parks and recreation services and facility user fees that results in:

o User fees being increasingly based on the cost of service delivery, with costs incorporating direct costs and some overhead allocations and facility renewal / reinvestment charges;

o Fairness and equity amongst all user groups be established within the user fee

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development model related to the design and application of the fee development formula;

o The model establish clear coverage targets by service area, as well as for the overall Township as a basis to establish fees and budgetary directions;

o Staged implementation strategies of up to five years, where appropriate, to support major increases in fees so as not to dramatically impact user groups in the short term;

• That the user fee policy framework be based on the following key principles:

o Fair and equitable Township user fee development;

o Maximum utilization of facilities;

o Maximum revenue generation from ancillary income sources;

o Direct benefits realized and the cost of delivery;

o Transparency and simple to understand;

o Cost effective facilities and program operations by the Township.

• That the overall user fee policy development program ensure stakeholder consultation in regards to the development of its key principles and approaches;

• That user fee strategies also reflect market-based strategies, such as multiple price points to balance utilization levels and to maximize income in high demand categories;

• That the user fees be reviewed annually and assessed at a minimum every three years as to the cost inputs to the formula;

• That a policy for individual participant financial support related to user fees be developed separately from the User Fees Policy.

Fairness and equity are key principles for User Fee Policy development. The intent of these terms is to ensure, that as a public funded and / or support initiative, available recreation services are not priced to benefit certain user groups over others, that is all groups are treated in a similar way. Also, these terms are intended to ensure all residents, as taxpayers, have access to, can participate in and realize the benefits of leisure activities no matter their ability, background or other considerations. The recommendations also supports an individual financial assistance initiative as a separate policy undertaken so that affordability is not driving the User Fee Policy but is responded to in order to ensure inclusivity of participation for low income residents.



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4 PARKS AND OPEN SPACE, TRAILS AND LAKEFRONT POLICIES & STRATEGIES

4.1 Introduction

The Master Plan foundation provides recommendations on a Vision, Mission and Principles as a basis for the development of the Master Plan's more specific recommendations. The next level of recommendations within the Master Plan involves the Township's park delivery policy and strategy. These recommendations establish the framework on which Township decisions on parks, open spaces, trails and public access to the lakefront need to be assessed and go forward. This component of the Master Plan has two dimensions. First, is the Parks, Open Space, Trails and Lakefront Policy recommendations that guide the Township's actions and investments. Second, is the potential mix of initiatives recommendations designed to achieve the Master Plan’s goals.

4.2 Policy Context

4.2.1 Provincial Legislative and Policy Context

In Ontario, Provincial legislation and policies provide direction for the planning of parks and open space by municipalities. Key provincial directions are summarized following.

Planning Act and Provincial Policy Statement

The Planning Act identified matters of Provincial interest, which include the following matters that relate to the important roles and benefits of parks and open space:

• The protection of ecological systems, including natural areas, features and functions;

• The conservation and management of natural resources;

• The conservation of features of significant architectural, cultural, historical, archaeological or scientific interest;

• The orderly development of safe and healthy communities;

• The adequate provision and distribution of recreational facilities;

• The promotion of development that is designed to be sustainable and to be oriented to pedestrians.

The Provincial Policy Statement (PPS) 2005 provides policy direction on matters of Provincial interest for land use planning and development. Municipal official plans and planning decisions must be consistent with the PPS in accordance with the Planning Act.

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Section 1.5 of the PPS directs municipalities with respect to public spaces, parks and open space:

1.5 PUBLIC SPACES, PARKS AND OPEN SPACE

1.5.1 Healthy, active communities should be promoted by:

a) planning public streets, spaces and facilities to be safe, meet the needs of pedestrians, and facilitate pedestrian and non-motorized movement, including but not limited to, walking and cycling;

b) providing for a full range and equitable distribution of publicly accessible built and natural settings for recreation, including facilities, parklands, open space areas, trails and, where practical, water-based resources;

c) providing opportunities for public access to shorelines; and by,

d) considering the impacts of planning decisions on provincial parks, conservation reserves and conservation areas.

Sustainable development is now identified as a matter of Provincial interest and the Planning Act contains tools for municipalities to encourage energy efficient building and neighbourhood design, including Section 42 (6.2 and 6.3) of the Planning Act which allow a municipality to meet sustainability objectives as outlined in the Official Plan in redevelopment situations by requesting the proponent to provide on-site “green enhancements” in lieu of parkland dedication payments when no land is available to be conveyed. This could include a green roof, for example). In order to utilize this section of the Planning Act, Official Plan policies are required outlining the municipality’s sustainability objectives and design requirements to provide a basis upon which to require green measures in lieu of cash or parkland dedication in situations where no land is available. The Township’s adopted Official Plan (OP) currently does not incorporate policies enabling the municipality to request the proponent to provide on-site “green enhancements” in lieu of parkland dedication payments when no land is available. While this approach may have limited utility in Wainfleet’s context, the Township in discussion with the Region may wish to explore the possibility of adding enabling policies under this section of the Planning Act.

The Planning Act also prescribes the parkland dedication requirements for development. Under Section 42, a municipality may require a parkland dedication of 2% of the land for commercial or industrial developments, and 5% of the land for residential developments. If land has previously been conveyed under Section 42 or Section 51.1 a municipality cannot obtain additional land unless the redevelopment will increase the overall density of the development or unless commercial or industrial land is proposed to be redeveloped for other purposes (e.g. residential).

Alternatively to parkland dedication, the Planning Act allows a municipality to require the payment of money (“cash-in-lieu of parkland dedication”) to the value of the land otherwise required to be conveyed for parkland dedication. Policies for parkland dedication must be included in a municipal official plan and a by-law must be passed. The Township’s adopted OP currently includes policies to guide the consideration of cash-in-lieu of parkland dedication.

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Places to Grow Act and Growth Plan for the Greater Golden Horseshoe

The Growth Plan provides policies for managing growth and development to the year 2031 within the Greater Golden Horseshoe area which includes the Region of Niagara. Municipal officicial plans and planning decisions are required to conform with the Growth Plan in accordance with the Places to Grow Act.

The Growth Plan encourages “complete communities” with a diverse mix of land uses including “high quality public open space.” “Recreation” is considered part of “Community Infrastructure” and “Complete Communities” within the Growth Plan, and municipalities are encouraged to develop a system of publicly accessible parkland, open space and trails, including shoreline areas that:

• Clearly demarcates where public access is and is not permitted;

• Is based on a coordinated approach to trail planning and development;

• Is based on good land stewardship practices for public and private lands.

4.2.2 Regional Policy Context

The Regional Municipality of Niagara provide upper-tier planning direction through the Regional Niagara Policy Plan. Municipal official plans for area municipalities in Niagara Region are required to conform with the Regional Plan.

The Regional Plan was recently amended to implement the strategic directions of Niagara 2031, the Region of Niagara’s Growth Management Strategy (GMS) providing a Regional perspective to guide local implementation of the Provincial Growth Plan and a framework to manage and guide growth in Niagara over the next 25 years. Key policy directions provided by the Regional Plan, as amended, include:

• Provide for active transportation within neighbourhoods with connections to adjacent residential areas, parks and schools;

• Recognizing that smaller scale community facilities are an integral component to liveable, active transportation friendly neighbourhoods, the Region encourages the integration of smaller-scale community facilities within neighbourhoods. These smaller-scale community facilities are intended to serve neighbourhood residents.

• Expansion and optimization of existing developed community service facilities should be considered before developing new community facilities. Where it is determined that new facilities should be developed, retention of the existing facilities and conversion to other uses should be encouraged.

• The Region encourages the planning of integrated parks and open space systems which link urban to rural areas via pathways, trails and cycling routes and incorporate larger facilities such as the Waterfront Trail, the Circle Route, the Gord Harry and Bruce Trails, Niagara Peninsula Conservation Authority (NPCA) Conservation Areas, and the lands of the Niagara Parks Commission.

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• The Region and the local municipalities will ensure that pedestrian and bicycle networks are integrated into transportation planning to provide safe, comfortable travel for pedestrians and bicyclists within and between existing communities and new development, provide linkages between intensification areas, adjacent neighbourhoods, and transit stations, including dedicated lane spaces for bicyclists on the major street network where feasible, and encourage provision of appropriate and sufficient bicycle parking facilities at major transit nodes and public and private facilities.

4.2.3 Local Policy Context

The Township’s 2010 adopted Official Plan expresses the community’s value for and interest in some of the key resources that the Recreation Master Plan will focus on.

“Wainfleet residents and visitors enjoy its natural environment amenities, and appreciate the outdoor recreational activities it offers. Its diverse natural heritage system, wildlife, beaches and shoreline will be respected, protected and enhanced. Access, accessibility, and public amenities will be improved so that many will appreciate the Township’s natural beauty.”... Township of Wainfleet Official Plan, 2010

The Township’s OP provides for the preparation of the Recreation Master Plan and establishes the following policy directions pertaining to parks and recreation:

• Protect, maintain and improve public access to the Lake Erie shoreline as a public amenity by maintaining waterfront lands in public ownership including concession road stubs, encouraging other government agencies to assist in the purchase of waterfront lands in strategic locations and to provide parking and other facilities, and requiring dedication of lands adjacent to the shoreline as a condition of development, reducing conflict between landowner and non-landowner use of the shoreline;

• Encourage compatible recreational use of the Natural Heritage System and the conveyance of Environmental Protection Area lands to the Township, Conservation Authority or private conservation organization beyond mandatory public dedication, with consideration to the use of conservation easements where conveyance cannot be achieved;

• Promote Wainfleet as a recreational destination and support tourism and related recreation uses (e.g. potential for a historical interpretative centre adjacent to the canal in the Wainfleet Village area is recognized and encouraged, provision of a safe cycling system connected to key recreational destinations and amenities);

• Encourage active, healthy and social lifestyles and maintain and improve the Township’s open space and recreational resources including physical and visual access to the Lake Erie waterfront, conservation and protection of shoreline lands for recreational use, acquisition of additional parkland and the provision of an adaptable parks and open space system to address the needs of a growing and changing population, an interconnected pedestrian and bicycle trail system linking to the Niagara Escarpment and the Greater Niagara Circle Route that encourages both

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recreational and active transportation use, and establishing a neighbourhood park in each hamlet;

• Require parkland dedication at the rate of 5% of lands proposed for residential development and 2% of lands proposed for commercial, institutional and industrial development, or cash-in-lieu at the Township’s discretion, and do not accept Hazard Lands, wetlands, floodplains, Environmental Protection or Conservation Areas, residual lands, or pedestrian walkways and bike routes as parkland dedication except along the Lake Erie Shoreline, and the Township may accept land that provides a dual function of park facilities and stormwater management for infrequent storm events;

• Design parks and open space to incorporate safety and accessibility for all, with significant road frontage, defined pedestrian access, visual privacy for adjoining residents, consistent fencing where required, street trees, seating and shade areas;

• Comprehensively address the needs of cyclists by requiring the provision of trail and cycling facilities and corridors as a condition of development approvals, identifying high priority cycling routes and corridors, ensuring compatible integration with the road network, cycling-supportive policies, safety programs and promotional initiatives;

• Ensure trail design includes sufficient width for cyclists and pedestrians, slopes under 5 percent, way finding, regulatory and interpretive signage, benches and garbage receptacles.

4.3 Parks, Open Space, Trails & Waterfront Policies

4.3.1 Parkland Classification System

A Parkland Classification System is proposed as an effective guide for planning the distribution and servicing of the Township’s existing and future parkland. It is based on commonly accepted criteria and provides the Township with classifications suited to its unique situation.

The proposed classifications and recommended criteria are discussed in detail below and summarized in Table 4-1. Map 1, Appendix II, illustrates the location of the Township’s parks.

Wainfleet also has significant Natural Areas designated in the Township’s Official Plan, including wetlands, woodlands, stream corridors, providing important environmental features and functions and also accommodating existing and potential future trails and linkage opportunities. Map 1 illustrates the location of these natural areas.

The Township’s current inventory provides approximately 2.5 hectares of parkland per 1,000 residents, excluding conservation areas, trails, regional parks, school sites, public beaches and other open space land that is not owned by the Township.

The Township does not currently have a formal parks classification system. The following categories are used to describe the current inventory recommended to direct current and future parks and open space development:

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• Community/Sports Parks: generally serves residents across the entire community with a diverse range and mix of facilities or multi-field sports with supporting facilities and parking areas; larger in size than a neighbourhood park and may be coordinated with school sites. May also serve as a neighbourhood park for the local population within 15 to 20 minutes walking distance. The Wainfleet Sports Complex is considered in this category, and it is not anticipated that the Township will acquire or develop additional land for a new Community/Sports Park within the life of the Master Plan.

• Special Purpose/Event Parks: primarily serves as a special event venue for a specific function or range of events locally or regionally with supporting facilities, washrooms, camping/picnic spaces and similar features. The Marshville Heritage Village is considered within this category. The Township should explore the potential for a lakefront special purpose park/facility as second venue within this classification.

• Neighbourhood Parks: generally serves local neighbourhood passive and active parkland needs within a 15 to 20 minute walking distance of most users, generally less than 2 hectares in area per park, provides facilities such as play equipment, benches/seating areas, informal playing fields and passive open space, paved multi-use courts/informal basketball courts. The Wainfleet Sports Complex provides play equipment and other facilities effectively functioning as both a Neighbourhood Park for residents of Wainfleet Village in addition to its broader role as a Community/Sports Park. Additional neighbourhood parks should be considered as described in the Parks and Open Space Strategies of the Master Plan. School grounds may be considered as a supplementary form of neighbourhood park where municipally-owned parks are not available, provided there is public access to the school site by the community generally outside of school operating hours.

• Trails, Linkages and Natural Areas: publicly accessible natural corridors, watercourses, wooded areas and other natural features associated with a park site and/or providing linkages between park sites and other destinations. The Township owned Feeder Canal and Unopened Road Allowances can be considered within this classification. Public access to and use of these areas is currently limited and informal, and consideration should be given to opportunities to support compatible public recreation opportunities within these corridors as described in the Parks and Open Space Strategies of the Master Plan.

• Lakeshore Access Points and Public Beaches: publicly accessible corridors connecting to the Lake Erie shoreline and beaches along the Lake Erie shoreline with supporting facilities such as parking, washrooms, garbage receptacles, formalized pedestrian routes that avoid sensitive natural/dune features, clear demarcation between public and private property, and regulatory/way-finding signage, and may have play equipment, trails and other amenities such as benches and interpretive features for public recreational use. There are currently 15 Township road allowances in Wainfleet that potentially provide public access to the Lake Erie shoreline, and several public beaches, that are considered within this classification. Although it is not within Township ownership, the Lake Erie shoreline should also be considered a publicly accessible open space area/corridor within this category particularly in relation to public beaches and the

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potential for lakefront trail development. Currently there are no facilities provided to directly support or encourage public access and use, and facility development at key access points should be considered as described in the Lakefront Strategies of the Master Plan.

Recommendation - Parkland Classification

That the Township adopt the Parkland Classification System for its parks as outlined in Table 4-1

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Table 4-1 Recommended Criteria for Parkland Classification System

Community/Sports Parks

Basic Facility Requirements Optional Facilities Access Service Area Preferred Size Service Standards Identity and Location Notes Major playground At least two

competitive level play fields and one play court (basketball, ball hockey, tennis or multi-purpose)

Seating area for viewing

Provision of shade with planting or shade structure

Parking and parking lot lighting

Barrier-free accessible features and parking

Provision of bike racks Park name signage Waste receptacles Fulfill requirements as

a Neighbourhood Park, where that function maybe needed

Trails / Trail Connections

Additional play fields or play courts

Splash pads Skate park Toboggan hills Natural areas,

horticultural displays

Informal activity areas, eg: horseshoe pits, etc.

Informal seating areas

Open turf areas for play

Concession facilities

Washrooms Play area, play

court and play field lighting

Walkway lighting Informational

signage

Walking Cycling Trails Driving

1.6 to 2.6 km radius in built-up areas

Minimum 4 hectares

2ha/1,000 population Primarily active park spaces with the provision of passive spaces to fulfill the requirements of a neighbourhood / local park where applicable or needed

Define edges to distinguish from adjacent land use and provide extensive street frontage for safety and visibility. Location to be central to the community it serves and be accessible from a major local road Screen park from negative adjacent impacts. Screen neighbouring residences from negative park impacts (play court lighting etc.) where applicable

Serves identified neighbourhoods Location and facilities should be coordinated with elementary or secondary schools where the possibility exists. Potentially also to attract visitors from other areas outside the Township

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Table 4-1 Recommended Criteria for Parkland Classification System

Neighbourhood Parks

Basic Facility Requirements Optional Facilities Access Service Area Preferred Size

Service Standards Identity and Location Notes

Playground Informal seating area Open turf area for play Provide shaded areas

(with planting or shade structure) for passive recreation

Park name and signage Waste receptacles No/limited programmed

sports fields Barrier-free accessible

features and parking if appropriate

Play courts Play fields Toboggan hills Horseshoe pits, etc. Trail / Trail

Connections

Walking Cycling Trails

600 to 800m radius or 15 to 20 minutes of walking, uninterrupted by major roads and other physical barriers.

0.5 to 2 hectares

0.5ha/1,000 population A balance of active and passive park spaces

Define edges to distinguish from adjacent land use and provide extensive street frontage for safety and visibility. Location to be central to the neighbourhood / local area it serves, in a way that the service area is not interrupted by major roads and other physical barriers. Screen park from negative adjacent impacts.

Serves one settlement area or lakefront neighbourhood Location and facilities should be coordinated with elementary schools where the possibility exists

Special Purpose / Event Parks

Basic facility requirements to be determined on individual basis

Park signage, waste receptacles, benches & shade areas

Parking with barrier-free spaces

Barrier-free access features

Trails, trail connections

Parking lot lighting as required

Washrooms as required

Display info or guide to park facilities where applicable

Visitor support amenities,

walking cycling trails driving

Serves the entire Township and beyond

Size varies depending on land base, facilities and venue purpose

0.5ha/1,000 population

Define edges to distinguish from adjacent land use Location dependent on availability of areas with features these parks can rely on

Could include: Recreational

buildings Built, cultural or

natural heritage features/ attractions

Cultural, Civic and Historic Parks, Memorials, Monuments

Special events infrastructure

Trails Public Gardens,

Arboreta Cemeteries Downtown Greens Significant potential to attract visitation from outside the Township

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Table 4-1

Recommended Criteria for Parkland Classification System Trails, Linkages & Natural Areas

Basic Facility Requirements Optional Facilities Access Service Area Preferred Size Service Standards Identity and Location Notes Trails, trail heads,

markers, etc. Benches, waste

receptacles, signage, shade areas, etc.

Boardwalks, interpretative elements as appropriate

Buffer lands to protect natural areas

Trail connections to natural sites

Parking as required with barrier-free spaces


Washroom and service buildings

Trail lighting

walking cycling driving

Serves the whole Township and regional area

Variable to individual site conditions

Variable Feeder Line Township Road

Allowances Creek ways Hydro rights of

way Former rail lines Natural corridors Designated

natural areas Residual

developed lands

Compatible integration of trails with the road network, sidewalks and on road cycling facilities

Safety and stewardship programs and promotional initiatives

Lakeshore Access Points and Public Beaches

Boundary demarcation

Waste receptacles, signage

Buffer lands to protect natural areas / dune features / habitat

Parking with barrier-free spaces


Benches, shade areas

Boardwalks, shoreline trail, interpretative elements as appropriate

Lighting

walking cycling driving

Serves the whole Township and regional area

Variable to individual site conditions; Road Allowances generally 20 metres wide

Variable Township Road Allowances at Lakefront

Lake Erie shoreline Define edges to distinguish from adjacent land use and between public and private land

Water quality monitoring and advisories (Region)

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4.3.2 Parkland Provision Standards

Park provision standards have gone through several iterations in the 20th century to keep pace with trends, values and demographics. The convention of 4 ha/1000 population along with the classification

of neighbourhood, community and regional parks was well developed by the end of the 1970’s. Typically, the larger park categories would encompass more than just municipal parkland, including campgrounds, conservation areas, large natural areas and other venues.

The use of the park area per thousand population standard provides an easy and simple analysis of parkland provision. The Master Plan proposes parkland provision standards in the Parkland Classification

System. However caution should be exercised in using such standards exclusively and absolutely. They should be considered as a guideline that can be used as one of several tools to determine parkland

improvement and development. Provision standards do have their place in establishing policy and providing direction and priority to park improvement and development. It must be recognized that they

serve as the foundation for establishing a general parkland inventory, subject to the ongoing needs of and direction from the community. In this context they serve as a valuable tool to meet park and

recreation needs.

Proposed / 1000 residents

Current / 1000 residents

Community/Sport Parks 2.0 ha 2.0 ha Neighbourhood Parks 0.5 ha - Special Purpose/Event Parks 0.5 ha 0.5 ha Trails/Linkages/Natural Areas - - Lakefront Access/Public Beaches - - TOTAL Town Parkland 3.0 ha 2.5 ha

No provision standards are identified for trails/linkages/natural areas and lakefront access/public

beaches as these parkland classifications predominantly rely on existing Township owned land such as Road Allowances and the Feeder Line, and public land along the Lake Erie Shoreline which may not

require Township acquisition to allow for public use.

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Recommendation – Parkland Provision Standards

• That the Township of Wainfleet adopt the following Parkland Provision Standards:

o Community / Sport Parks 2.0 ha per 1000 residents o Neighbourhood Parks 0.5 ha per 1000 residents o Special Purpose / Event Parks 0.5 ha per 1000 residents

• The Township should acquire land for community, neighbourhood and special purpose/event parks

through the planning approval process at appropriate locations as they emerge to achieve and sustain the recommended standards.

4.3.3 Parkland Dedication Policies

Parkland Dedication is one of the means by which the Township may acquire lands in support of its

parks, open spaces and trails. The Township’s current policy as identified in the 2010 adopted Official Plan requires parkland dedication at the rate of 5% of lands proposed for residential development and

2% of lands proposed for commercial, institutional and industrial development, or cash-in-lieu at the Township’s discretion. Hazard Lands, wetlands, floodplains, Environmental Protection or Conservation

Areas, residual lands, or pedestrian walkways and bike routes are not accepted as parkland dedication except along the Lake Erie Shoreline. The Official Plan requires the dedication of lands adjacent to the

Lake Erie Shoreline for development in the lakeshore area, and specifically requires dedication of the land along the water’s edge for developments proposing three or more lots/units along the Lake Erie

Waterfront, although the Township may also accept cash-in-lieu of parkland at its discretion where the required parkland would be small and isolated. While natural heritage features and hazard lands are not

accepted as part of the mandatory parkland dedication, the conveyance of these lands into public ownership is encouraged by the Official Plan.

In order to successfully implement the parks classification and parks provision standards, parkland dedication requirements need to secure appropriate lands to support these policies and to ensure the Township’s park and open space venues meet the needs and aspirations of residents. Building on the

Township’s current Official Plan policies, additional Parkland Dedication policies are recommended to provide more detailed direction to the negotiations for dedicated parklands and cash-in-lieu thereof.

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Recommendation - Parkland Dedication, Acquisition and Cash-in-Lieu of Parkland Policies

That the Township continue to require parkland dedication at the rate of 5% of land proposed for residential development and 2% of the land proposed for institutional, industrial and commercial development as set out in the Official Plan.

That the Township require dedication of parkland along the Lake Erie Shoreline for development proposals involving lakefront properties.

That the Township only accept parkland dedications that:

• Are in keeping with the parks and open space hierarchy, provisioning standards, policies and objectives of the Official Plan and Recreation Master Plan;

• Effectively support the development of park-based facilities and amenities as per the Parkland Classification System guidelines;

• Do not include designated Hazard Lands, wetlands, floodplains, Environmental Protection or Conservation Areas, residual lands, stormwater management ponds, or pedestrian walkways and bike routes except along the Lake Erie Shoreline;

That the Township should consider an Official Plan policy that prescribes the minimum condition of parkland that will be accepted as part of a mandatory dedication to the municipality, including that it shall meet the Township’s standards for elevation, grading, drainage characteristics, seeding, fencing, tree preservation and planting and other landscaping where applicable, and a Record of Site Condition may be required.

That the Township should support community fundraising, joint ventures and other initiatives to acquire additional parkland, and engage the community in major parkland acquisition decision-making processes.

That Township acquisition of a property for parkland should be considered only when there is a demonstrated community need, a supporting analysis indicates its inclusion in the parks system, and a financial strategy provides for its long-term stewardship and maintenance. A business case analysis should be used as a basis to support Township investments in parkland acquisition where appropriate in accordance with the policies of this Master Plan.

That the Township should consider the acquisition of school sites in the event that the closure of school facilities is contemplated or proposed by the school board(s) to ensure that local access to parks and open space can be sustained in accordance with the service area and provision level targets of this Master Plan.

That cash-in-lieu of parkland may be accepted at the discretion of Council. To guide this determination, Council may consider whether any of the following criteria are met:

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• The development is in a location already well-served by local parks and facilities, schools, conservation areas or other public outdoor recreational venues

• The population in the area generally defined by a 15 to 20 minute walking distance (approximately 800 metres) of the potential parkland location is insufficient in number or too dispersed geographically to warrant the provision of a park in this location based on the guidelines provided in the Parkland Classification System

• The development would not result in sufficient land dedication for a park based on the guidelines provides in the Parkland Classification System

That the determination of the value of the land should be in accordance with either Section 42 or 51 of the Planning Act. Generally developers should be required to provide an appraisal and for a review of the appraisal at no cost to the Town to determine the value of the land. To minimize the costs and timeframe of determining a value for cash-in-lieu of parkland, particularly for small development applications, the Township should consider developing a benchmark land value for various classes of land in various locations to ensure consistency and efficiency in land value determination for each application.

That further to the Sustainable Development and Energy Conservation policies of the adopted Official Plan, the Township should consider the following policy to allow for reductions in parkland dedication where sustainability criteria are met:

“In accordance with Subsection 42(6.2) of the Planning Act, the Township may consider reductions to the amount of cash-in-lieu required for redevelopment projects that meet sustainability criteria established in the section 4.6.1 and 6.4.2 of the Official Plan.”

That cash in-lieu of parkland funds shall be used in accordance with the Planning Act. In using these funds, the Township give priority to the following:

• First – Improving existing local park and outdoor recreation facilities and resources accessible to the area being developed;

• Second – Acquiring new parkland in the priority locations identified in the Master Plan;

• Third – Investing in recreation buildings/indoor recreational facilities.

That spending of cash-in-lieu funds should require project and budget approval by Council to access the cash-in-lieu account.

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4.3.4 Parkland Design and Operations Policies

The Township’s 2010 adopted Official Plan provides policies for the design of parks and open spaces, with the objective of ensuring appropriately designed park spaces that will be safe and accessible. Criteria for parkland design currently incorporated in the Official Plan include:

• Parks should have significant road frontage to provide public views into the park, and ensure public safety;

• Pedestrian access to parks should be clearly defined with landscape or architectural elements to ensure an appealing park presence;

• Park design should ensure visual privacy for adjoining residents;

• Where fencing is required, the design should be consistent around the perimeter of the park;

• Street trees should be planted along the edge of parks, while not screening the view into

• parks; and,

• Seating and shade areas should be designed in concert with pathways and play areas.

Parkland design affects the aesthetics of the park site and relationship to surrounding land uses, integration into the design fabric of the community, how parks are used and how well they support their

intended use, safety and accessibility of the park, and other functional aspects such as operation maintenance as well as capital renewal requirements over the long term. Acquisition, design and

development mark just the beginning of the life of a park; it is the ongoing operational, maintenance and periodic renewal activities that sustain the quality, public use and enjoyment of parks over the long-

term. The design and operations of parkland should factor in all of these considerations.

Recommendation – Parkland Design and Operations Policies

That the Township pursue high quality and innovative park design that balances functional use, urban form and aesthetic benefits, community safety, accessibility, integration with nature and operational requirements to ensure long term sustainability. Parks will be designed and developed to support the Township’s and Region’s urban design objectives set out in the Official Plan and the Regional Policies Plan, and in accordance with the park design principles and parameters established in the Official Plan and this Master Plan.

That the Township support park designs that will reduce energy, water use and environmental impacts, and integrate recycled/environmentally-friendly materials and landscape treatments that support reduced maintenance requirements and sustainable operations. To encourage the increased use of green technologies and sustainability features in new development and in redevelopment

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areas, the Township may consider incentives, such as enhanced park designs and developments to assist projects in meeting emerging sustainability standards.

That the Township should monitor park renewal requirements and track park renewal and rehabilitation initiatives to address lifecycle requirements and safety standards and to sustain the ability of the system to effectively support evolving use, programming and operational requirements, environmental trends and quality expectations.

That the Township should consider an ongoing tree planting and replacement program within municipal parks, supportive of meeting Regional forest cover targets and related objectives, in partnership with the Region, the School Boards and the NPCA.

That the Township should integrate a balance of active and passive facilities and open spaces that support special events and promote local culture and historical artefacts in the design of municipal parks.

That the Township identify opportunities to incorporate multi-use opportunities and physical accessibility features and operational standards in the design of parks to ensure a balance of seasonal and year-round recreational opportunities are available to support the widest possible range of users, ages, abilities and interests. The Township should monitor and assess existing and proposed accessibility standards of the Ontarians with Disabilities Act and identify related impacts on park design, development and renewal requirements.

That the Township encourage and facilitate the community’s participation in park design, development and renewal projects by obtaining public input during the planning and design process, fostering partnerships and joint ventures in park development/renewal, and promoting awareness of parks projects and initiatives through effective public communications.

That the Township integrate park management and operational considerations into the decision-making process in relation to parkland acquisition/dedication and park design to ensure effective operations and management decision support for park planning activities. To this end, for all parkland acquisition and capital projects, the Township should define related operational staffing, equipment and other related requirements for park management and assess opportunities for efficiencies and reduced operational requirements to ensure that sufficient operational resources are allocated to sustain new parks and facilities.

That the Township consider programs and initiatives to test environmentally friendly technologies that contribute to the sustainability and reduce the environmental impact of park operations and maintenance. This could include selective reduction of mowing, energy efficient lighting/heating, snow removal approaches, and fleet fuel efficiency strategies. This could be reinforced through a modification to Policy 4.2.6 of the adopted OP which recognizes the importance of promoting the efficient and sustainable use of water resources in new developments and in municipal operations.

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4.3.5 Lakeshore Access Policies

As articulated in the Official Plan, current objectives and policies of the Township pertaining to the Lake Erie shoreline area include:

• To maintain the recreational, residential and cottage character of the Lakeshore area;

• To protect the lakeshore as a celebrated public amenity;

• To maintain and where possible improve physical public access and visual access to the shoreline and recognize the Township-wide significance of the waterfront as an open space amenity;

• To maintain public land along the lakeshore in public ownership;

• To require the dedication of land along the shoreline to the Township as a condition of development in the Lakeshore area;

• To reduce conflicts between landowner and non-landowner use of the shoreline and work with other government agencies to provide, at key locations, parking facilities, washrooms and waste receptacles;

• To promote farm-related tourism in combination with the tourist-recreational opportunities afforded by the Lake Erie waterfront;

• To maintain the Lake Erie shoreline in as natural a condition as possible and to promote environmental protection, restoration and enhancement;

• To encourage landowners to maintain the shoreline in a natural state by maintaining or establishing a natural vegetated buffer and using non-structural shoreline protection such as bioengineering with native vegetation;

• To recognized and protect sensitive dune features and habitats along the lakeshore.

While public acquisition of land along the waterfront is an important objective, it is also noteworthy that public use of the Lake Erie shoreline may not require acquisition of the land into public ownership. A Bill has been introduced in Provincial Parliament that would reserve a right for all people in Ontario to walk along the area between the shoreline and the high water mark of the Great Lakes.

Linked to the objective of improving opportunities for public access to and use of the lakefront is the promotion of Wainfleet as a recreational destination in support of tourism and tourism related recreation, and enhancing and expanding tourism opportunities is both a regional and local objective. There is potential in Wainfleet for developing the lakeshore into a marquee area for both tourists and

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residents, to assist in achieving the vision set out in the Official Plan for this area as well as achieving other Regional and Township objectives such as trail and cycling connectivity. The Region has identified an interest in pursuing a Blue Flag designation as a potential project or outcome of Watersmart Niagara, a program intended to guide effective management of water resources in the Region that includes a long-term strategy with over 340 actions to be taken over the next 30 years (source: www.niagararegion.ca). One of the goals of the project is reduce the number of summer days when local beaches are posted as unsafe due to high bacteria levels, and addressing water quality for swimming is a requirement of Blue Flag.

Building on the Official Plan, the following policies are recommended to guide the Township regarding future land acquisition decisions for the purposes of providing and improving public access to the lakeshore.

Recommendation - Lakeshore Access Policies

That the Township should maintain and improve public access to the lakefront and public beach areas in accordance with the policy direction of the Township Official Plan and work with the Region and NPCA to implement the Lake Erie North Shore Watershed Plan and Watersmart Niagara through a coordinated effort in regards to future land use decisions, investments in infrastructure and lakeshore improvements, public land acquisition and parks and open space design and management. This should contribute to reducing conflicts between public and private interests associated with the use of the lakefront through clearly defining areas that are publicly accessible with supporting facilities, property identification and lakeshore access designs that provide for demarcation of public versus private land holdings, and defining requirements for regulatory signage, operational protocols and enforcement measures.

That the Township should consider a combination of potential land acquisition strategies, the provision of appropriate facilities to formalize existing access points, the provision of lakefront recreational and tourism infrastructure, and a coordinated approach to acquisition, design and long term management in partnership with the NPCA and the Region.

That the Township’s plans for future waterfront access improvements should also link to and build upon existing regional and local waterfront and tourism strategies such as the Lakefront Enhancement Strategy, Niagara Region Tourism Strategy, Waterfront Regeneration Trust, Watersmart Niagara, Lake Erie North Shore Watershed Plan and other related programs and initiatives. Any investments made in improving public access and use opportunities along the lakeshore should also consider the provision of related tourism infrastructure.

That the Township, in considering acquisition and/or design and development of any lakeshore properties for public access and use, should work with the Region and NPCA to determine the most appropriate and desirable design and management plan for each potential site

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4.3.6 Community Trails Policies

The Township Official Plan adopted in 2010 recommends a trails and cycling route network linking existing parks and conservation areas, connecting to the hamlets and the Gord Harry Trail. The proposed route also reflects the Region’s Bikeway Master Plan and the Greater Niagara Circle Route. Some bike lanes have been implemented including the recent addition of bike lanes by the Township with funding assistance from the Region along Feeder Road East as part of the reconstruction of this section of roadway between Wainfleet Village and Malowany Road. Map 1, Appendix II, illustrates the existing trails and cycling routes/facilities in Wainfleet.

The Township Official Plan also sets out general design criteria for trails, including:

• Trails for pedestrians and cyclists shall be of a sufficient width to accommodate both cyclists and pedestrians. Pedestrian-only-trails may be of smaller width;

• Trails will be designed to accommodate a range of users and abilities. Slopes, where possible, should be under 5 percent. The use of permeable materials shall be encouraged in trail construction in areas where sufficient drainage exists;

• Trails should be clearly signed regarding permitted use and speed. Way finding signage shall be provided throughout the trail network;

• Benches and garbage receptacles should be provided at trailheads and at regular intervals along the route; and,

• Trails located in proximity to sensitive natural features should incorporate interpretive signage at various locations to promote stewardship initiatives that will protect and enhance the features and functions of the natural environment.

The Situational Analysis Report identified the following potential future trail route/connection opportunities:

• The development of a trail as part of a broader Feeder Canal restoration/ enhancement initiative, with potential for this corridor to provide a loop connection with the Gord Harry Trail and to connect to broader trail systems including the Welland Canal Parkway Trail and Greater Niagara Circle Route in Welland to the north-east, and to Grand River trails in Haldimand County to the west.

• Gord Harry Trail could be connected through Port Colborne to Friendship Trail in Fort Erie.

• Incorporating an integrated trail network into the Lakeshore area – this would provide better public access to the Lakeshore area, and potentially promote active transportation modes, reducing automobile traffic along Lake Shore Road. Opportunities for a waterfront trail along the shoreline should be explored.

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• The use of unopened Township road allowances for motorized or non-motorized trail activities.

• Expansion of the network of on-road cycling lanes should be considered as part of road reconstruction projects.

• Potential for long-term trail development along the Welland River connecting to the Welland Canal Parkway Trail and the Greater Niagara Circle route to the east, and to areas west of Wainfleet.

The remaining Township-owned land within the former Canadian National Railway corridor was considered to determine the viability of any potential trail opportunities. The line is approximately 14 km in length and 30 meters wide, and was acquired by the Township in the 1990s for purposes of using the stone/ballast for road works. The usable stone has been removed, and the Township has been approached by some neighbours interested in purchasing the line both as addition to their property and to control use of/trespass related to unauthorized use of the rail line. Those requests led to Council consideration of sale of the lands. A 2009 Township staff report recommended that the land should be declared surplus, and Council adopted this recommendation in 2010. The report notes that portions of the same line in Dunnville have been sold and are privately owned, and that this line has not been identified as a future trail or recreation corridor. The Township developed a set of guidelines and application form for the processing of requests from the public for disposal and conveyance of sections of the municipally owned abandoned rail corridor. Sections of the abandoned rail line have been sold and merged with adjoining farmland. In February 2011, Council directed Township staff not to accept any more new applications for purchase of the abandoned rail corridor until the Recreation Master Plan has been completed.

Mapping of the rail corridor has been provided indicating the sections that have been sold or that are in the process of being sold. Based on this mapping, any trail development within the corridor would have significant gaps in these portions. In addition, the route does not provide a clear link among trail destinations or to the overall existing and planned trail system locally or regionally. Concerns have been raised by the Township and adjacent landowners regarding the potential for access to adjacent private lands and potential liability issues if ATV use of the corridor were permitted. From a service delivery perspective and in consideration of the municipal mandate, the Township should give priority to establishing routes for active transportation and non-motorized recreational trail over motorized forms of recreational trail uses. As such, preservation of the abandoned rail corridor should not be considered a priority for the purposes of a future trail route, either for motorized or non-motorized trail activities.

Recommendation - Community Trails Policies

That the Township should work with the Region and NPCA to explore opportunities for trail development in the priority locations identified in the strategies of this Master Plan.

That the Township should consider policies requiring the dedication of land for trails as a condition of development in accordance with the Planning Act.

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That the Township promote four season use of trails in Wainfleet.

That the Township give priority to the provision, development and maintenance of trails for non-motorized use while exploring opportunities for motorized use on designated routes that are not viable for non-motorized use and/or can safely accommodate both non-motorized and motorized uses. Appropriate signage and travel lane demarcation is required for any routes accommodating any combination of non-motorized and motorized uses in the same corridor.

That the Township preserve existing Township-owned corridors (Road Allowances, Feeder Canal, etc) for consideration of future trail development/linkage opportunities. The remaining Township-owned sections of the abandoned rail corridor should not be considered a preservation priority for the purposes of a future trail route.

That the Township should consider the Region’s Model Municipal Bicycle Transportation Policies for incorporation in the Township of Wainfleet Official Plan as a basis on which to plan for creating and fostering a bicycle-friendly community.

4.4 Parks, Open Spaces, Community Trails and Lakefront Initiatives Recommendations

4.4.1 Parks and Open Spaces

Building on the above policy direction, the following outlines specific park, open space, community trail and lakefront initiatives to be considered by the Township for implementation over the next ten years. The recommendations have evolved from the Situational Analysis Report and reflect the needs, priorities and perspectives that have emerged from the research.

Wainfleet is endowed with considerable high quality natural resources in terms of lakeshore and beaches, natural areas and community trails. The community consultation program and the technical analysis for the Situational Analysis Report identified these resources as being important to the community, highly valued and unique. The uniqueness contributes significantly to the quality of life for Wainfleet residents, as well as supporting the tourism potential of the community.

There is considerable open space and parkland in the community, and therefore, no significant additions are recommended. However, some specific parks and open space initiatives are identified. These range from ensuring a long term sustainability of the Wainfleet Sports Complex which is the most active, community-wide park resource; to smaller initiatives associated with a toboggan hill at the Station Road site that is now closed as a landfill facility. Other initiatives that involves sustaining, from a park development perspective, the aggregation of key facilities at the Wainfleet Sports Complex and the possible development of some small neighbourhood parks over time in localized areas. Further, the closed school site in Wellandport needs to be considered for its future potential as a park for that community, as it is currently use in that area and few other alternatives exist, at the neighbourhood park level.

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The following recommendations have been develop in terms of parks and open space development in Wainfleet.

Recommendation – Parks and Open Space Initiatives

That the Township pursue the following park and open space initiatives:

• Consider designating and zoning the entire Wainfleet Sports Complex property as Parks and Open Space to secure its long term use for public recreation

• Maximize recreational opportunities within existing Township or publically owned park sites prior to or concurrent with acquisition of additional parkland, including a toboggan hill at the Station Road site owned by the Region.

• Maintain the current centralized model of outdoor recreation facility provision by focusing the provision of sports fields and other active park facilities at a consolidated location, the Wainfleet Sports Complex

• Revisit the Official Plan’s objective to create a neighbourhood park in each settlement area with consideration to the following locations for the acquisition of parkland and provision of new neighbourhood parks and playground facilities:

o Lakeshore access points / public beaches, including:

West Lakeshore - Long Beach Conservation East or West;

Central West Lakeshore – Wainfleet Lake Erie Public Access or Long Beach;

Central East Lakeshore - Waynes Park Beach or Sunset Bay Beach;

East Lakeshore - Reebs Bay, Camelot or Orchard Grove Beach;

o Burnaby, which is identified as a focal point for future growth;

o Small neighbourhood park with playground in Ostryhon Corners;

o Small neighbourhood park with playground in Hendershot Corners.

• Consider working with the school boards to maximize community access to and use of school grounds in Winger and Wainfleet Village, and appropriate maintenance levels to support community use throughout the summer months if needed and interest is evident and expressed.

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• Explore opportunities for public access to and use of the outdoor recreation facilities at the closed school site in Wellandport including potential municipal acquisition opportunities as a neighbourhood park .

• Acquisition of parkland should occur by dedication of land as a condition of development or purchase of land using funds raised through cash-in-lieu of parkland required as a condition of development.

4.4.2 Lake Erie Shoreline Access

The Lake Erie Waterfront, some thirteen kilometers long across Wainfleet, has been repeatedly identified as one of the most significant community natural resources for both local recreation and tourism use. It

is a highly valued area in terms of activities and has extensive residential development, involving seasonal cottages, homes and some commercial service activities. One of the most consistent comments

received in the community consultation program was the challenges that cottage owners experience related to the public coming to the beach through road allowances and creating noise, leaving garbage

and other disruptions.

The Niagara Peninsula Conservation Authority has the Long Beach Conservation Area which provides one

point of access to the outstanding beaches in the area. There are several road allowances that provide public access. The Region, in 2010, purchased approximately three hectares of land that provides a larger public access to use the beach area.

The chief challenges that have been identified have consistently been parking issues, which the Township has responded to by positioning numerous no parking signs; garbage and debris thrown around with no

organized garbage collection; noise; and other perspectives. Also identified through the consultation program, is the underdevelopment and underutilization of the beach resource in terms of not only local

and regional recreational opportunities, but tourism. This would include the potential for a boat launch site, wind surfing, kayaking, and other specialized water-based activities that can draw from larger

geographic areas if the capacities are good, as well as to draw special events, tournaments, etc.

With the acquisition of the a major beach access site by the Region, the longer term perspective needs to

consider the development of amenities, which include organized parking, garbage collection, signage, washrooms and potentially supporting event and activity infrastructure for the delivery of water-based

activities. Also, with tourism being a major economic development consideration both at the Region and the Township levels, investments that support enhanced tourist visitation to the area could provide

for improved sustainability of some of the seasonal local businesses and other positive impacts.

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There are significant challenges with increased beach front utilization. Some concerns have been identified as the inability to establish property lines along the beach frontage, cottager and waterfront

resident concerns related to increased utilization that would change the character of their long term experience, how to effectively manage environmental and health perspectives that increased utilization

creates, and the seasonality of such investments in terms of creating economic benefits.

It is realistic that a significant initiative should be considered for the Lake Erie waterfront, both to

respond to the current challenges that will not go away by themselves, and to better seize the opportunity that the resource can provide for the Township and users. A Lakeshore Public Access Design

and Implementation Strategy is needed to facilitate diverse input, assess the technical construction considerations, develop capital costs, develop a partnership framework and determine operating costs,

contributions. The implementation of such a site-based master plan could be preliminary set at $750,000 to $2.0 million depending on scale, land acquisition and related considerations, while the plan

itself could cost $50,000 to $75,000.

Recommendation - Lake Erie Shoreline Access

• That Township should continue to work with the Ministry of Environment, the Region and NPCA through programs, such as Watersmart Niagara, to improve water quality and explore opportunities to work with the Region and other partners to address the criteria of and pursue Blue Flag certification of one or more local beaches.

• That the Township build on the Recreation Master Plan, the Niagara Region Lakefront Enhancement Strategy and the North Lakeshore Watershed Plan, by working with the Region and NPCA to undertake a Lakeshore Public Access Design and Implementation Strategy outlining priority projects for facilitating public access to and use of the Lake Erie Shoreline, including:

o Shoreline enhancement opportunities, including washroom and possible concession booth, garbage collection, multi-layered signage, private property buffering, etc.;

o A gateway design to support public access and scenic views;

o Parking locations and identification on public and leased lands;

o Identify natural sites for preservation, including the Old Cove site as a possible outdoor education and recreation venue partnership;

o Waterfront trail development and connecting cycling routes;

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o Identifying potential sustainable tourism development, involving accommodation facilities, natural resources, birding areas and cultural heritage;

o Detailing urban and recreational tourism nodes and community design standards;

o Outlining prospective employment opportunities, marketing strategies, tourism initiatives, partnerships, and the potential for capacity building;

o New approaches to funding the improvement and maintenance of the access points, linking continued enhancement of high quality maintenance and future investments to create buy-in to support this strategy in the long term;

o Evaluate potential land nodes to create new or more developed public access, and improving the Lakeshore as a tourism opportunity and to reduce conflict with residents.

• Assessing a number of potential sites which may become available and which offer the potential for creating a concentration of public amenities, including water access and services, including:

o The “Lakewood” property at Lakeshore Road and Sideroad 18. This is the former Lakewood Easter Seals property which is proposed for residential condominium development, which provides an opportunity to acquire land for public use along the waterfront through Parkland Dedication requirements;

o Rathford Inn and Kossuth Park properties;

o Gunther’s Grove trailer park property.

• That more detailed inventory and assessment of waterfront properties to fully explore additional potential public access and use opportunities.

• That private-sector led opportunities for access to the shore and related business tourism initiatives be actively promoted.

4.5 Community Trail Strategies

Wainfleet has an extensive array of trails. They are widely utilized and have been identified as a

significant community and tourism resource. A series of recommendations have been expressed around the further development of the trails to enhance their value to both residents and tourists. The

recommendations are principally developed around key partnerships with the Region, NPCA and Haldimand County, focusing on the Feeder Canal, which is owned by the Township, and connecting to

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existing trails to create a more integrated and additional loop routes which are preferred by the trail users.

Another consideration for the community trails development strategy, is to develop more amenities in terms signage, trail heads, improved connections and related perspectives, which are important to

increase utilization and to enhance user experiences.

A Lakeshore Trail has been identified as an interesting way to engage users with the lakeshore. It could

be part of a much broader trail system by the Niagara Parks Commission around the Region connecting the lakes and rivers that connect on three sides of the Region of Niagara. Also identified, is the possible

development of the Feeder Canal. On the one side, a cycling and walking trail, on the other side a possible ATV trail. ATVing has been identified on a regional level as interested in developing facilities in

each of the local municipalities in the Region. The economic benefit and the growth in ATV use is evident. Also, challenges have existed in Wainfleet with respect to the illegal use of road closures and

private lands. A partnership with the Quad Niagara ATV Club, and potentially the Region, should be considered in developing a trail and use areas that achieve key benefits related to reducing illegal use

and conflicts, bringing economic benefits through events and rides to the Township and enhancing the experiences of trail users without impacting the existing cycling and walking trails or landowners.

Recommendation – Community Trails Strategies

• That the Township enter into discussions with the Region of Niagara, NPCA and Haldimand County about incorporating a trail route along the Feeder Line or Feeder Road from the confluence with the Grand River to the Welland Canal to form part of the Welland Canal trail system and Greater Niagara Circle Route. Appropriate signage and travel lane demarcation would be required if the Canal is promoted for any combination of motorized and non-motorized recreational uses.

• That the Township investigate opportunities and design parameters for a lakeshore trail route along the Lake Erie Shoreline as per the Lakeshore recommendations.

• That the Township consider the potential establishment of a riverside conservation trail connecting to the Welland Canal Parkway Trail and the Greater Niagara Circle route to the east, and to areas west of Wainfleet, in the long term in consultation with the Region and NPCA. Interpretive and way finding signage should be considered as part of a riverside trail strategy.

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• That the Township explore the potential in Wainfleet to attract significant tourism to the area, and specifically trail tourism, through an expanded and enhanced network of trails and cycling routes, particularly with connections to the broader Regional trail network focusing on enhanced trails and cycling tourism opportunities benefitting the local and regional economy.

• That the Township explore opportunities for motorized / ATV trail routes on one side of Feeder Canal, and within existing unopened Township road allowances, , provided that any proposals for the establishment of motorized routes within or along these corridors should be required to demonstrate that these uses would not conflict with or work against the heritage potential of the Feeder Canal and active transportation and non-motorized recreational trail pursuits.



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5 RECREATION INITIATIVES RECOMMENDATIONS

5.1 Wainfleet Arena

The Wainfleet Arena was built in 1974 and has had several additions constructed since that time. It was repeatedly identified by a wide range of individuals in the focus groups, community workshop and the

household survey, as the “Hub” of recreation activities in the Township. It supports a wide range of minor youth, adult and public skating, as well as is the home to the twice a week seniors program and

the second largest hall / assembly space in the community. It is also used annually for the Fall Fair and provides supports to other special events, such as the Marshville Heritage Village. The various user

groups also operate four to six youth and adult ice-based tournaments, meets or events per year. It has the potential to be a supporting resource to soccer or other field tournaments and events held at the

adjoining Wainfleet Sports Complex.

The community has identified the Wainfleet Arena as the most important and vital recreation facility

resource in the community. However, it is also widely acknowledged that the facility has aged, requires upgrading and requires the addition of additional dressing rooms and storage areas, and other

investments. The environment that the Wainfleet Arena is operating within is changing and is complex in terms of what the most appropriate go forward strategy is in terms of renewal / rehabilitation or replacement of the facility. The key strategic considerations involve the following points:

• A recent fire code assessment of the facility has identified that potentially up to $500,000 is required to bring the building into compliance with the Ontario Fire Code and the Ontario

Building Code if larger events are to be sustainable in the arena. This outcome results from additions that have been constructed on the facility over time, changes in the Codes and other

factors;

• The emergence of the Accessibility For Ontarians With Disabilities Act over the next number of years will also require further investments in washroom sizes to support wheelchair turning

radius, wheelchair access to seating areas; door widths and other upgrades;

• As a thirty-seven year old facility, there will be a continuing need to invest in system replacement

and building improvements due to aging infrastructure, though most of the compressors and related equipment are newer;

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• A number of user groups, particularly the figure skating and minor hockey, have identified a need for potentially two more dressing rooms to support female hockey participants, special events,

tournaments and related activities; as well as enhanced storage for the figure skating carnival, music and related equipment and other needs. The minor soccer club has also identified a need

for storage;

• Two of the primary user groups, Wainfleet Minor Hockey Association and the Wainfleet Figure

Skating Club have identified significant declines in registrations. Also, for the Figure Skating Club, if Skate Canada does eliminate, as has been discussed, the Learn to Skate Program, this could have important impacts on the number of registrations. For the Wainfleet Minor Hockey

Association, discussions of a possible merger with the Pelham Minor Hockey Association are being considered. They are also having increasing difficulties fielding teams at all age levels,

inadequate numbers at reasonably competitive skill levels;

• A declining youth population within the community would indicate that the pool of youth for

these minor sports, ice-based activities is diminishing which is also evidenced by the elementary school pupil population decline which could result in the closure of one of three elementary

schools in the Township;

• On a regional market basis, significant new ice capacity in terms of the volume of ice available and quality of facilities has been introduced, with a new twin pad facility in Port Colbourne, a

new replacement arena being built in Dunnville, a number of new arenas built in the St. Catharines area over the last five to seven years, new facilities in Welland and other arena

initiatives. The additional capacity has two impacts. First, people from Wainfleet, as they travel with their minor sport teams and skating clubs, see these new facilities with the new features

and capabilities, which causes them to want competitive quality facilities. Second, and primarily related to adult and itinerant use which is not controlled by provincial association boundaries

like minor hockey, is they may prefer to go to higher quality arenas with larger ice surfaces, improved amenities, etc. What will happen in this service segment for Wainfleet, is that the

price per hour of adult ice could need to be increasingly lower in order to sustain the arena’s competitiveness;

• Wainfleet Minor Hockey Association is attempting to work with the broader Regional Triple A organization to bring one of the teams to a home base in Wainfleet which could add some utilization;

• The Wainfleet Arena has limited non prime-time use, particularly around organized programs such as Mom, Pops and Tots and other activities as there is no programming responsibility to

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develop, promote and deliver these activities. Also, non prime-time is sometimes available to schools for both recreational and physical education activities, however with the decline in pupils

and the possible closure of schools, this utilization segment could actually decline in Wainfleet;

• Some of the consultation feedback identified that the arena costs money annually to fund its

operating deficit. A breakeven expectation for financial performance for the arena is unrealistic, particularly for a single pad arena in a small market. Such facilities would universally have annual

operating deficits of $50,000 to $100,000 which is consistent for this arena;

• Also from the consultation program, a number of parties identified an interest in exploring the possibility of a recreation complex as has been developed in numerous other communities that

could combine a larger community hall than exists in Wainfleet today, one or two ice pads, potentially a larger library on a long term basis, seniors and teens rooms, a fitness centre and

other specialty spaces;

• Based on discussions with the major ice-user groups, no major latent demand / ice requirements

were identified beyond current ice allocations which most groups were satisfied with. Therefore, there is no unsatisfied ice demand, though the arena is utilized at approximately 93% of its

prime- time hours. That data indicates a second ice pad is not feasible now or in the foreseeable future;

• Another unique feature of the Wainfleet Arena is that ice does not go into the facility until the first week of October as the space dedicated to the Fall Fair. As a result, the ice installation is later than for neighbouring arenas and delays, on a limited basis, the start up of the larger ice-

based programs.

The analysis of the operating environment for the Wainfleet Arena is complex and challenging. It is an

aging facility that will likely need a minimum of $2 million in investments over the next ten years. It is highly valued and widely identified as the “Hub” of the community. However, it has a range of

expectations in terms of the quality of program space and amenities that are available and what annual financial performance is reasonable, all this within the possible context of a declining youth population,

significant reductions in skating and hockey registrations and increased competition from new arena capacity with modern amenities within short driving distances of Wainfleet. In fact, due to the

geographical relationships with other municipalities, many Wainfleet residents live closer to Port Colbourne, Welland and Dunnville than they do to Wainfleet Village.

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Four strategy alternatives are identifiable for the future of the Wainfleet Arena:

• Closure of the Wainfleet Arena and not provide any replacement facilities due to declining

utilization levels, high operating costs, space availability in neighbouring municipalities and their new facilities and related factors;

• Reposition the Wainfleet Arena due to diminishing youth user requirements, changing regional ice capacity and facility quality, annual operating costs and related factors, sustaining portions of

the facility to create a community room of increased capacity for three to four hundred people, with a seniors facility and possible a teen centre and fitness area;

• Renewal and Expansion of the Wainfleet Arena in terms of fire, building and accessibility code

requirements; systems and building upgrades and renewal; with a possible expansion of the Moore Room to a larger capacity to support special events, teem and other programming; while

sustaining the seniors room, with the ability to add a library and fitness centre in the future if required;

• Demolition of the existing arena facility and long term development of a Multi-use Recreation Complex that would include a new arena with contemporary amenities; a large hall for special

events and program activities, seniors and teens rooms; storage facilities for community groups, and a possible enlarged library space. An indoor pool would not be considered due to the high operating costs within a low service population that could result in operating deficit in excess of

$300,000 to $500,000 a year with the availability of pools in close proximity in neighbouring communities.

The following material provides an assessment of the four alternatives at a strategic level.

Closure of the Wainfleet

This alternative would result in the demolition of the Wainfleet Arena with no replacement facilities. The primary intent of this alternative would be to: align an arena strategy with continuing declines in youth

registrations in the primary user groups; the new ice capacity introduced in close proximity neighbouring communities that could absorb current ice utilization at the Wainfleet Arena; focus on the Township

reducing operating costs levied against the property tax base; no intent to establish a staffing capacity to market the facility, special events and related activities to increase utilization and revenues; and that the

Fall Fair and other users would adapt in some form. The following is a pro / con assessment:

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Pros Cons • Reduce the Townships operating costs

by in excess of $200,000 year;

• Eliminate the need for a minimum of $2 million in capital investments over the next ten years

• Would drive some ice utilization and revenues to facilities in neighbouring municipalities making them more financially viable and have improved financial performance results

• Could fill in the fire pond and have the land available for alternate uses which are undefined at this time

• The Township would lose its most valued and cherished community recreation resource, the “Hub” of the community

• Children and youth in current programs would have to travel to other communities which would likely result in reduced participation, and increased time and travel costs for parents

• The seniors program would have to be relocated or be decommissioned. If relocated, likely into another space that may incur rent as the Township has few other fixed location alternatives for this program

• Would reduce the physical and social activities available to children and youth in the community which has been identified as current gap within Wainfleet

• No significant community emergency shelter

Such a strategy is totally financially focused and would result in a loss of a significant and valued facility

that would have repercussions for special events, children and youth ice-based activity programs, potentially future tourism initiatives and other ramifications.

Reposition Wainfleet Arena to a Community Hall

This alternative focuses on eliminating the ice dimension of the Wainfleet Arena and possibly

demolishing the building due to its age, fire and building code and other challenges. It would be replaced by a community hall that would have the potential to support 300 to 400 person events, as well as a

seniors and teens room. Such a strategy would cost approximately $3.0 to $3.5 million for demolition and construction. The following pros / cons are provided:

Pros Cons

• Sustains a large hall facility in the community for larger events, such as the Fall Fair, Heritage Festival, public meetings and other gatherings

• Eliminates the traditional centre-point to recreation activities, including all ice-based activities, in the community

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• Provides specialized spaces for teens and seniors activities, reduces the Township’s operating cost for such facilities by approximately $75,000 to $100,000 a year

• Ice users would be required to travel to neighbouring communities which would require increased drive times and costs likely reduce overall participation

• The $2 million identified as potentially required to renew the arena could be allocated to cover a significant portion of the anticipated capital costs for the construction of a new facility

• Would represent the loss of significant community organizations and their contributions that have been an important part of Wainfleet for almost forty years

• Provides a space in the near or longer term, to deliver children, youth, seniors and other recreation and leisure programs if a leadership capacity in regards to program development and delivery were to be established in Township, either by the Township or through other community-based approaches

• Results in potentially increased ice utilization in neighbouring municipal facilities which would enhance their viability and financial performance.

• Provides a possible community emergency shelter

This strategy would facilitate hosting special and community events, create some contemporary

recreational and leisure programming space for general and targeted user audiences and would sustain an important community resource. However, the ice component of the current arena would be lost,

which is the most intensive use activity within the community.

Renewal and Expansion of the Existing Wainfleet Arena

This strategic alternative focuses on sustaining the Wainfleet Arena by undertaking the required building,

fire and accessibility code investments. A significant sub-alternative within this strategy would be remove the Moore Room and develop a larger overall community hall footprint that would support 300

to 400 individuals. An addition to the arena would accommodate two additional dressing rooms and storage areas; a possible teen room and related ancillary and support areas. Such an initiative would

have an approximate capital cost of $5 million to $7 million and some increased operating costs due to

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the scale of the facility, though economies would be achieved through increased energy and operational efficiencies from an upgraded facility. Such a strategy would also need to contemplate the recruitment

by the Township of a Recreation / Tourism Coordinator that would be active in developing activities, rentals and related income generating activities that would have positive financial and economic impacts

for the Township. The current marketing model is gravity-based, that is people just come to the Township. There are no efforts to attract business on an active basis. Such an increased investment

would require the Township to consider a business-based revenue generation model.

The following pro / con assessment is provided:

Pros

• Would renew the existing facility to a more contemporary state and in compliance with all building codes that would allow for sustaining the current usage in the community, as well as improve the facility context for increased activities, etc.

• Sustains a facility in the community for large assemblies, ice-based and potentially new children, youth and adult programs in the winter and the summer, along with supporting the Fall Fair, Heritage Festival and any future community events

• An intensified marketing approach to a more pro-active model could lead to increased utilization and revenues

• Provides an enhanced community emergency shelter

Cons • Would require a more significant capital

investment than the $2 million currently anticipated over ten years

• Would result in some increased operating costs on an annual basis, including support for a Recreation / Tourism Coordinator position

This alternative builds on community capacity, tradition and aspirations; has some additional capital and operating costs; and would require more intensive operating capacity than the existing parks and

recreation operations profile in Wainfleet.

Multi-Use Recreational Complex

This alternative would focus on the development, over a ten to twenty year period, of a multi-use recreation complex that would involve the development of a new arena, a large hall for 300 to 400+

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individuals, new seniors and teens centres; potentially an enlarged public library, a fitness centre and other facilities / spaces that maybe identified within both recreation and non-recreation parameters.

Such a facility would have a capital cost of $12 to $18 million depending on the scale, capacity, quality and related inputs. In a smaller community like Wainfleet, one could estimate annual operating deficits,

above current levels for the arena, library, etc. of $200,000 to $400,000 a year. It is not recommended that an aquatic facility be considered for this complex, at least in the foreseeable future, as the market

area is small; the operating costs, due to the fixed cost nature of an indoor swimming pool, are very high; and regional opportunities exist for aquatic programs. As an example, an indoor aquatic facility would in

a small market area like Wainfleet, with pools in other nearby communities, have an annual deficit in excess of $300,000 a year.

The following pro / con assessment is provided.

Pros • Develops a new high quality facility with

more contemporary amenities for the community, on a multi-use basis, potentially integrating other services to gain operating economies of scale and could include a library, a future community policing office, additional Township office requirements, etc.

• Establishes a new fifty plus year recreation services delivery platform that is adapted to changing needs, conditions and expectations

• Could incorporate a fitness centre that currently does not exist within the community

• Would establish an even more significant community “hub”, identifier and centre-point for community services in Wainfleet

• Could be designed to facilitate an increased range and capacity of special events, festivals, etc.

• Provides an enhanced community emergency shelter

Cons • Substantially increased capital cost

requirements that would require external senior government grants, likely in access of $5 to $8 million

• Would result in increased annual operating deficits of potentially $200,000 to $400,000 a year

• Population growth forecasts do not indicate a substantial increase in potential user participation, therefore, increased current population participation and regional users would be needed to sustain the complex.

• Would require a staff capacity to market and promote, as well develop and deliver an increased array of programs and uses.

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This alternative has significantly high costs, does not align with the population demographics and user trends and would place significant financial burden on the community in terms of both debt repayment

and increased operating costs.

Conclusion

For the purposes of the Recreation Master Plan, the preferred strategy is the redevelopment and expansion of the Wainfleet Arena for the following reasons:

• Sustains the community’s “Hub” for recreation services;

• Responds to a priority to provide children and youth programs in the community, possibly expanding them;

• Creates additional opportunities for the Fall Fair, Heritage Festival and other event initiatives that may evolve;

• Does not make the community dependent on facilities and programs in other communities, who may consider applying surcharges and increased fees for out-of-community users;

• Aligns with the community aspirations and priorities identified through the community consultation and assessment components of the Recreation Master Plan’s Situational Analysis Report;

• Provides an enhanced emergency shelter in Wainfleet.

Recommendation – Future of the Wainfleet Arena

1. That the Municipality undertake a five to seven year initiative to renew and expand the Wainfleet Arena, giving consideration to the following actions:

• Bringing the arena facility to contemporary building, fire and accessibility code requirements;

• Renewing major systems, spaces and equipment;

• Giving consideration to / explore the possibility of having alternate fire water services and to fill in the fire pond to expand event parking and support space;

• Removing the current Moore Hall and developing and expanded hall, possibly for a 300 to 400 person capacity with appropriate amenities;

• Adding two dressing rooms, plus storage space for community organizations

• Giving consideration to an enhanced concession area based on discussions with user groups and the current contractor

2. That the Township complete a Business Plan, based on consultation with user groups and an assessment of similar facilities to identify specific space and design requirements; capital costs; operating pro formas; and management and marketing strategies.

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3. That the Wainfleet Arena reduce its non-prime hours of operation, i.e. close the arena during the daytime hours Monday to Friday and focus on prime time usage only.

5.2 Wainfleet Sports Complex

The Wainfleet Minor Soccer Club has experienced significant growth. The projections for soccer across

Canada, especially with increased immigration and the affordability of soccer, is that it will continue to grow in both youth and adult participation. Currently, the Club has access to eleven fields which

generally meets its needs. A twelfth field is available but it has drainage problems for which a solution has been deferred. Also identified, has been the need for storage facilities for the Club, as well as

improved site amenities, such as washrooms, a concession, etc., as the current facilities on the site are aged, underdeveloped and do not reflect the level of activity the site has now or will likely be

experiencing in the future at both youth and adult levels.

In regards to baseball, there has been a decline in baseball registration, but there has been some stability

in the registrations in Wainfleet. The question for baseball is not so much additional fields, but improving some of the drainage and related features of the existing fields, as well is enhanced site

amenities involving washrooms, benches, etc.

The Township has developed a playground on the venue which has been widely well received. It provides both Wainfleet children the opportunity to use a play structure, as well as younger family

members who are not engaged in the on-field sports activities of their siblings.

Another consideration that was identified on multiple occasions was the possibility of a walking route /

track around the complex so that residents bringing children to the complex and others could undertake fitness walking while at the facility. This is consistent with the health prevention initiatives of

government, as well as the fact that walking has become one of the top recreational activities amongst Ontarians.

It is estimated, that the improvement being considered for the Wainfleet Sports Complex would be in the order of $500,000, considering a new service structure, involving washrooms, storage and possibly a

concession, along with a walking track.

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Recommendation - Wainfleet Sports Complex

That the Township, partnership with the Wainfleet Minor Soccer Club, Wainfleet Baseball organizations, services clubs and others, to come together to develop enhanced ancillary facility supports at the Wainfleet Sports Complex, involving:

• drainage of the remaining soccer and ball fields;

• a new service building, incorporating washrooms, storage and possibly a concession;

• consideration of the possibility of an identified walking trail / marked area around the complex;

• Upgrading the seating, backstops and other facilities for safety, comfort and enhanced play perspectives.

5.3 Skateboard Facility

Skateboarding is now a long established, popular activity primarily for the 10 to 17 year olds. Many municipalities have developed skateboard facilities in terms of skateboard parks, plazas and areas. Some

have permanent seasonal facilities, while others use portable equipment that can be moved around to various locations, or placed in an arena, community centre or other venue during low summer use. A

delegation has come to Council in regards to a skateboard facility in Wainfleet. Considerable consultation input was received on the value of such an investment in the community. The rationales for

an organized skateboard facility are as follows:

• reduces the nuisance perspectives of skateboarding on Township sidewalks, the steps and railings of businesses, and in other public areas;

• can increase safety and skill development;

• provides a centre-point and a focus to a popular activity that engages with teens, which are

typically a harder to serve group in terms of recreation activities.

In identifying a strategy for a skateboard facility, what is important is that they be accessible, highly-

visible and non-conflicting areas where late night behaviours are reduced due lighting and visibility, access can be reasonably achieved and supervision provided if necessary.

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Recommendation - Skateboard Facility

That the community, including the Township, service clubs and the youth, come together to explore the development of a skateboard facility that targets both novice and more accomplished skateboarders, giving consideration to the following:

• a venue with permanent fixtures in the Wainfleet Sports Complex, or in close proximity to this venue, or the acquisition of portable equipment that would be located in the arena from May through to the start of the Fall Fair;

• that a steering committee be established that would include some youth to work on the design, scope and fund raising for the skateboard facility;

• development of an unsupervised facility, that is highly visible from a roadway and uses effective designs and materials to minimize vandalism;

• a set of user protocols, standards and rules be established for the facility by an advisory committee that meets to periodically assess the facility which includes youth.

Such a facility will have a capital cost of $250,000 to $500,000 depending on scope and funds available,

and the availability of land. Operating costs should be minimal as it is self directed in terms of activity. Periodic venue cleaning and repair would represent the key operating costs.

5.4 Targeted Recreation and Culture Programming

The area of recreation culture programming is dynamic as it is constantly changing due to demographics, new activities and other perspectives. The community consultation program for the Recreation Master Plan identified significant input in regards to the need for a more organized approach and a broader array of recreation and culture programs, primarily for children and youth, as well as for seniors. For children and youth, the concern was a lack of alternate, non-traditional activities from hockey, skating, soccer and baseball. It is believed, that more children / youth programming is needed to provide activities that develop their skills and broader-based interests, as well as give them more things to do then to hangout.

In terms of seniors, the perspective for additional programming requirements resulted from the Seniors Club representatives wanting more participation to make the services more viable, as well as the demographic trends that suggest increasing numbers of seniors in Wainfleet.

A number of the recommendations in the Master Plan have provided some of the requirements / spaces necessary to expand the recreation and culture programming, such as the directions for the Wainfleet Arena and the development of Recreation and Tourism Coordinator position. Some overall programming leadership initiative, working extensively with community groups as the service providers, will be important to address these two dimensions of the Wainfleet community.

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Recommendation – Recreation and Culture Programming

That defined efforts be made to identify program needs, to deliver programs and services and to evaluate their benefits, in order to serve the interests of children, youth and seniors as well as adults by developing a broader array of recreation and culture programs and services in the community.

That this initiative be undertaken in conjunction with the recommendations associated with the future of the Wainfleet Arena, a possible new community hall, lakefront development, parks and community trails recommendations and the establishment of a Recreation and Tourism Coordinator role.

5.5 Splash Pad

The only water-based activity available in Wainfleet is the lakefront. For more organized aquatic activities, families travel to neighbouring communities to use indoor or outdoor aquatic facilities.

One trend that has evolved in many municipalities, and was identified in the community consultation program, was the possibility of a children’s splash pad, possibly developed in two tiers. The first tier for children 5 years of age and younger; and one area / dimension for children 6 to potentially 12 years of age.

Splash pads are popular because they do not need staffing under the Ontario Public Health Act as there is no standing water. They are more dynamic in terms of the different types of features and activities that can be undertaken than the standard tank-typed outdoor pool can offer.

For Wainfleet, an outdoor pool is not seen as viable due to the distances that would have to be travelled and the proximity of similar facilities in other communities. An indoor aquatic facility does not have economic viability in light of close proximity opportunities. However, a splash pad could be a community development and fundraising initiative as has occurred in many communities, where service clubs and others undertake to fund and develop such a facility.

Two sites could be considered for such a facility. The first would be at the Wainfleet Sports Complex that would aggregate such a facility with other recreational infrastructure on one site which also attracts large audiences through the summertime for the sports fields, festivals, etc. The other consideration would be to develop such a facility on the Region’s lands at the lakefront to add an enhanced and more intensive visitor experience, especially during the season when the water is colder, or the winds are too high to effectively use the beach.

Recommendation – Splash Pad

That the Township, working with community service clubs and groups, explore the possibility of developing a splash pad at either the Wainfleet Sports Complex or on the Region’s lands at the lakeshore, designed to accommodate both younger and older children.

That this initiative be principally coordinated by the Township, but developed and potentially funded to a significant degree by community organizations.



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6 IMPLEMENTATION

6.1 Service Leadership and Coordination Capacity

One of the consistent themes that emerged from the consultation program, the technical assessments and in regards to considering the development of alternatives for each of the key recommendations was

the principles of leadership and coordination. Currently, there is no centralized role within the community that provides leadership in regards to identifying program and service needs; integrating

marketing and communications; providing supports to service providers in terms of training and volunteer recruitment and recognition; supports special events and community festivals; works on

tourism initiatives; or undertakes other planning, coordination, integration and related functions. In most municipalities, this is often seen as a municipal role. Without such a leadership and coordinating

role, services delivery will be more fragmented, independent, less coordinated and more vulnerable to the vagaries and challenges of the different service providers and organizations in terms of their

leadership, capacities, etc. Also, the Township operates significant recreation facilities but there is no central role or responsibility for marketing and promotion of ice, field time, hall space, etc.; or to

development programs and opportunities that may increase usage and revenues in the various community spaces. Also, with tourism being an increasingly important dimension of the Niagara Region’s economic development priorities, and Wainfleet having significant tourism resources, a role in

working to enhance the economic outcomes of this particular sector of the local economy could also be considered.

Further, at the community workshop, and in regards to many of the focus groups, comments were provided that there needs to be more integration between recreation, culture, parks and tourism,

especially in regards to the trails, natural areas, the culture resources and the lakeshore.

Such a leadership and coordination role would have specific responsibilities:

• to provide a more integrated parks, recreation and culture service delivery framework, undertaking integrated marketing, communications, promotions and related activities and

supports;

• to continually assess community needs and work with service provider organizations inside and outside of Wainfleet, to assess opportunities to bring more children’s, youth, seniors and other

programs and services into Wainfleet;

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• to initiate specific programs based on the needs identified that would enhance facility utilization, such as ice and school-based programs or programs and services that would utilize other

community spaces;

• to support the community’s non-profit service provider organizations in terms technical

supports, ranging from volunteer recruitment, registration and trends assessments, connecting to granting sources, governance and related tasks;

• to coordinate mandatory and general interest training for volunteers, Township staff and others in regards to accessibility, governance, health and safety, human rights, volunteer requirements and related supports that are better undertaken on a more collective basis;

• to prepare tourism development and marketing strategies that utilize Wainfleet’s assets in terms of the lakefront, the Wainfleet Arena, a community hall, the Wainfleet Sports Complex, the

Marshville Heritage Village and others, working with the Region of Niagara Economic Development and Tourism bodies to grow tourist visitation to Wainfleet;

• to work with special event and festival providers, and sponsors / organizers to enhance marketing, promotion, access to equipment and services and related supports that support increasing visitation, enhancing visitor experiences, and to improve their sustainability and

financial performance;

• to identify potential new special events and festivals in the community, and to work with

community groups to bring them forward to develop these opportunities;

• to continually assess community needs and interests in order to identify the appropriate mix of programs and services, new facility development initiatives and other tasks that allow the

services to be more responsive to evolving community perspectives and interests;

• to continually identify capital and operating funding and granting sources, to prepare directly or

to support others in the preparation of granting proposals.

Recommendation – Service Leadership and Coordination Capacity

That the Township, in consultation with community groups, develop a staffing capacity that brings the focused leadership and coordination capacity necessary to enhance the parks, recreation, culture and tourism services available, the quality of the user / visitor experiences, the levels of resident participation and enhanced economic benefits.

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That the role of this position be development in a comprehensive position description, incorporating the scope of responsibilities outlined and evaluated, every three years as to the benefits and outcomes achieved by.

It is proposed that this position, due to its tourism and economic outcomes be evaluated every three years as to what has been achieved and repositioned as necessary to maximize the identified benefits for

the community. Also, Council, through senior Township staff, should review an annual report of the following:

• Number of recreation programs retained, initiated and / or enhanced;

• Community groups supported and sustained;

• Marketing and promotional initiatives undertaken;

• Special events initiated or supported;

• Tourism initiatives and work completed and their benefit to Wainfleet;

• Other outcome elements that emerge over time.

6.2 Parks and Recreation Master Plan Projects Development Profile

Table 6-1 profiles the priority, the timeframes, roles and partners and estimated capital costs for the key policy and specific initiative recommendations within the Township of Wainfleet Recreation Master Plan.

This table is a guideline or a road map to support an assessment of the priorities and their implementation. The policy components are identified in three groups, an overarching group that has

two sub-grounds. The first sub-group involves foundational policies which would be approved with the Master Plan itself in 2011, and specific policies that would be developed over the 2011 to 2014 period.

The second group of policies involves parks, open space and community trail policies. The

Implementation Plan also assumes the implementation of the sector leadership and staff capacity position, likely in 2012. This position would be charged with an extensive responsibility with respect to

policy development and also the implementation of a number of the specific initiatives.

Following the policy and staffing capacity perspectives, are two sets of specific initiatives, one for the

parks, open spaces and community trails, the other for recreation projects.

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In terms of the priority column, and based on a ten year Master Plan timeframe, the following three level prioritization process is identified:

• A – initiatives and projects that would be completed between 2011 and 2014;

• B – initiatives and projects that would be completed between 2015 and 2018 or need an A

priority to be completed first before they can proceed;

• C – initiatives and projects that would be completed between 2019 and 2021, and beyond.

It will be up to the Township to fine tune the implementation plan based on the resources available;

discussions with partners, such as the Region and the NPCA; as well as community service clubs, groups, businesses and other organizations.

Also, since significant partnership-based funding, as well as community fund raising and grants may be required, project timing will be influenced by the results of these particular capital funding initiatives.

6.3 Longer Term Capital Funding Strategies

For major facilities with aging infrastructure and related perspectives, it is important that long term

capital funding plans be considered by the Township. Such outcomes are policy-based and need to be considered in the broader context of economic development, property tax rates, etc. Three particular

capital funding considerations should be explored:

• under any new Township Development Charges By-Law, consideration should be given for the

inclusion of parks and recreation facilities that qualify for Development Charges and which are identified in the Recreation Master Plan;

• the Parkland Dedication Fund should be sustained where development occurs and no parks are required or the potential parcels of parkland dedication are too small. The funds should be captured and made available for other park and recreation development;

• over the long term, the Township consider developing a parks and recreation facility reserve, potentially at 1% of replacement value annually, to ensure that there is some base capital

funding available for the long-term rehabilitation, replacement and renewal of major facilities as they age structurally and in terms of their systems, new requirements relative to changing Codes

emerge and user needs and other transitions occur.

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Recommendation - Longer Term Capital Funding Strategies

That the Township explore the establishment of capital funding strategies relative to Development Charges for parks and recreation, continued utilization of the Parkland Dedication Fund and the potential transition to an annual facility reserve allocation based on up to 1% of park and recreation building / infrastructure replacement costs.

6.4 Recreation Master Plan Review

The following Recreation Master Plan review process is proposed: Recommendation - Master Plan Review

• Every year, the Master Plan should be updated in terms of the initiatives and costing in order to keep an active list of recommendations before the community, staff and Council;

• At the five year anniversary, there should be a major review undertaken to assess whether the long-term dimensions of the Master Plan remain linked to the key trends and rationales, or whether other considerations have emerged that result in a need to recast the Master Plan’s recommendations to reflect the perspectives and trends of that time period and onward thereafter.

• A comprehensive master planning process be initiated in the tenth year of the Master Plan, 2021, for the next ten year period.

The first intent of this review program is to ensure the Master Plan remains relevant in a changing operating environment. The longer term review process is designed to position the Master Plan as an ongoing policy and strategy foundation for the Township. This approach is intended to move away from the historical context of Master Plans being one time projects, undertaken every ten years or so, to being a continuously evolving and more dynamic service planning and development resource and policy framework for the community.



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Project / Task Priority Proposed Timeframe

Roles / Partners Estimated Capital Costs / Funding Sources

I Overarching Master Plan Policies Development and Approvals

I.1 Foundation Policies A 2011 Township Council • Vision

• Mission • Principles • Services Delivery • Partnerships and Joint Ventures

I-2 Specific Policies A - B 2011 to 2013 Township Staff Resources • Community Partnership Fund

• Naming Rights and Corporate Sponsorships • Targeted Populations / Affordability • Risk Management • Contract Management of Municipal Facilities • Economic Impact • Business Plans • User Fees

II Sector Leadership and Coordination Capacity A 2012 Township III Parks, Open Spaces and Community Trails III-1 Policies A 2011 to 2014 Township in conjunction

with Region, NPCA and Others

• Parkland Classification

• Parkland Provisioning • Parkland Dedication, Acquisition and Cash-in-Lieu • Parkland Design and Operations • Lakeshore Access • Community Trails • Parks, Open Space and Trails

III-2 Specific Parks and Open Space Initiatives .1 Zoning of Wainfleet Sports Complex A 2012 Township .2 Neighbourhood Park Framework A-C 2012 to 2021 Township .3 Wellandport School Assessment A 2011 to 2013 Township .4 Shoreline Work, Quality Improvement and Blue Flag

Designation A-C 2012 to 2021 Township, Region and

NPCA TBD

.5 Lakeshore Public Access Design and Implementation Plan • Plan

• Implementation

A B- C

2012 2013 to 2021

Township, Region and NPCA

$75,000 TBD based on Plan

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Project / Task Priority Proposed Timeframe

Roles / Partners Estimated Capital Costs / Funding Sources

.6 Assess Potential Sites as Available for Lakeshore Accesses

A-D 2011 to 2021 Township, Region and NPCA

Based on available funding and market values

.7 Waterfront Inventory A 2012 and 2013 Township, Region and NPCA

Staff resources

.8 Promotion of Private Section Development A-D 2011 to 2021 Township and Region

.9 Feeder Line Trail Plan and Development, including ATV trail and road allowances use

• Plan

A

2012 and 2013

Township, Region, NPCA and County of Haldimand

$50,000

• Development B-C 2013 to 2021 As per Trail Plan Recommendations

As per Trail Plan Recommendations

.10 Lakeshore Trail Route B/C 2013 Township and Region TBD

.11 Riverside Trail B/C 2013 to 2017 Township, Region and NPCA

TBD

.12 Cycling Tourism Initiative A 2012 Township, Region and NPCA

Staff resources

IV Specific Recreation Initiatives .1 Wainfleet Arena (Council Decision on Preferred

Alternative) A 2011 or 2012 Township

• Explore Senior Government Funding (OMAFRA Rural Development Funding)

• Implement of Community Fund Raising Program • Design

A 2012 to 2014 Township and Community Organizations

$200,000

• Implementation of Facility Alternative Preference B 2014 to 2017 $4.8 to $6.8 million • $500,000 to $1M

community campaign • Township $2 to $5M • Other sources $2 to $3M

.2 Wainfleet Sports Complex A 2013 to 2014 Wainfleet Soccer, Wainfleet Baseball, and Township

$500,000 to $750,000 • 50 / 50 Township and

Community .3 Skateboard Facility A 2012 to 2013 Service Clubs, Corporate

Sponsors, Township $300,000 to $500,000

• 75% Township • 25% Community and

Others .4 Splash Pad B 2014 to 2016 Service Club(s),

Township $400,000 to $500,000

• 75% Township • 25% Community and

Others



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APPENDIX I SITUATIONAL ANALYSIS REPORT RESULTS SUMMARY



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SITUATIONAL ANALYSIS CONCLUSIONS AND STRATEGIC THEMES

1. Observations and Conclusions

The following points summarize the outcomes of the various analyses, consultations and related inputs within the Situational Analysis.

Location, Demographics and Development

• Primarily a rural area, with a population of 6,600 residents with an extensive Lake Erie waterfront.

• Larger neighbouring municipalities exists on three sides of Wainfleet, many with more extensive and newer recreation facilities, such as twin pad arenas;

• More remote from the main QEW highway corridor, though if the future Mid-Peninsula Corridor were developed, this would create significantly enhanced access into Wainfleet and could dramatically impact the development of the community.

• Population growth has been 5.5% or approximately 350 individuals over the last ten years, 35 people per year.

• By 2016, the population is forecasted to be 7,100 individuals and 7,900 individuals by 2013. The projected population growth will not have a significant impact on local parks and recreation service demand levels.

• The Township has an aging population, having moved from a median age of 36.9 in 1996 to 42.5 in 2006.

• The youth age categories of 0 to 4 and 5 to 14 have diminished proportionately between 1996 and 2007, the 15 to 19 year olds have sustained an 8% representation, and all the older age categories have shown an increase or relative stability.

• The aging trend is anticipated to continue, with a potential reduction in the absolute number of youth, which could activate the closing of one of the current three elementary schools.

• As a rural municipality, cultural diversity has not become a significant characteristic within the population as only 12.7% of Wainfleet residents were not born in Canada. However, cultural diversity has increased significantly across the broader Niagara Region and will continue to do so in the future.

• Wainfleet has eight settlement areas, of which Wainfleet Village is the centre point and home to most of the built parks and recreation facilities. Less than 10% of the Township population lives in the settlement areas, indicating the significant rural context of the community.

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• The lakeshore area has significant building growth. There is a thirteen kilometre waterfront, that traverse all of Wainfleet, has extensive seasonal homes and an increasing number of permanent dwellings, with many of the seasonal properties owned by out-of-Township individuals.

• Building permit activity has been limited, with less than twenty building permits per year since 2007, and only nine in 2009.

Parks, Open Space and Community Trails

• The existing parks inventory has a provision of 2.5 hectares of parkland per 1000 resident. There does not appear to be any need for additional parkland for the existing population.

• The Official Plan identifies park expansion to establish a neighbourhood park in each hamlet as a means to encourage active lifestyles. However, the settlement areas are relatively small from both population and land size perspectives.

• The Township has an extensive array of Conservation Areas, Niagara Parks Commission and Niagara Region sites; three elementary school sites; and large natural areas, such as the Wainfleet Bog, the closed Station Road landfill site, the Welland River, the Feeder Canal and the lakeshore area, all of which are significant open space resources for both passive and active recreational activities.

• Wainfleet is home to three golf courses and one private school site that is now vacant in Wellandport.

Recreation Facility Utilization

• The Wainfleet Arena is well utilized, at over 93% of prime time hours.

• Minor sports, hockey and skating principally, constitute over 80% of the use profile.

• Non-prime time use is limited.

• Moore Hall at the Wainfleet Arena and the Volunteer Firefighters Community Hall are the main assembly spaces. The first one can support 50 to 60 individuals, the other site up to 120 to 140 people. Both operate at less than 30% of capacity.

• User fees have been established. They tend to be priced at the lower end of market, particularly for ice, and there seems to be a significant menu of ice charges, of which some have limited utilization.

Township Financial Activity

• The Wainfleet Arena is the dominant financial operation in terms of total revenues and total costs. It is budgeted to have an operating deficit of approximately $138,000 in 2011.

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• Total parks and recreation revenues in 2010 were approximately $198,000; total costs were approximately $564,000, with an operating deficit of $367,000. This is a per capita charge of $55.58 per person and a coverage rate of approximately 35%.

• The Wainfleet Library has an operating deficit planned in 2011 of $341,000, representing a $51.68 per capita charge and a coverage rate of 6.5%. The Ontario Libraries Act does not allow for the collection of user fees.

• The Township has limited capital funding capacity at this time. There is no Development Charges By-law for parks and recreation, though a by-law is being considered. Also, the Parkland Dedication Fund has only approximately $25,000.

Community Consultation

Focus Groups, Interviews and Community Workshop Strengths / Strongest Assets

• The Wainfleet Arena;

• The soccer complex;

• The library and the Marshville Heritage Village;

• The Lake Erie shoreline, beaches and accesses;

• The Gord Harry Trail and other trail elements;

• The wide open areas and rural landscape;

• The quality of life, and close knit community with traditional values;

• The eco and agri-tourism potential;

• The Seniors Room, playground and tennis courts;

• Number of strong and well directed community organizations, involving minor sports, sky-diving, trail groups, etc.;

• The committed volunteers;

• The improvements to the Fall Fair;

• The outstanding work of the Lion’s Club in support of the community;

• The user fee levels;

• The growing soccer registration;

• The Conservation Area Parks, the Feeder Canal, the Wainfleet Bog, the closed landfill site and other assets that have potential;

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• An excellent public library service.

Areas of Improvement / Concerns

• Significantly declining participation rates in minor hockey, figure skating and minor baseball;

• The reduction of the number of young people in the population, and the possible closing of one elementary school;

• The conflicts on the waterfront in terms of the challenges between the cottage owners and public use, as well as determining where the boundary lines are;

• The limited growth capacity of the community, the small population which influences program participation and viability, as well as the impact of services on a small property tax base;

• Transportation costs in a rural community with a broad geography;

• The impacts of ATVs, bicycles and horses on the trails, along with a lack of amenity services or integrated trail systems;

• The cost to renew the arena;

• Drainage issues for the twelfth soccer field and some baseball fields;

• The underdevelopment of the Feeder Canal, the abandoned rail line and other assets;

• Lack of amenities at the shoreline to attract both local users and tourists;

• No lacrosse, basketball, volleyball or other programs;

• The aging membership of the service clubs;

• Declines in the number of volunteers;

• The lack of a large facility for community gatherings of over 250 people;

• Very limited opportunities, other than traditional sports for children and youth to keep them busy, to spark their interests or to improve socialization;

• No evident leader or leadership strategy for the marketing and promotion, development, coordination, planning or other dimensions of service delivery in the community, resulting in everything being undertaken individually by community groups;

• The implications on the arena’s viability in light of declining youth populations, potential mergers of minor hockey programs and the emergence of new arena facilities in Port Colborne, Welland, St. Catharines and other areas;

• Need for better trail and water route maps, trail amenities, such as trail heads and markers, etc.;

• No integration of tourism, recreation, culture and related activities or promotion of Wainfleet as ‘Niagara’s Playground’;

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• Evident tensions in the community in regards to ATV use on roadways and private lands;

• No accessibility of trails in the winter time;

• Need for additional dressing rooms and storage areas, plus a fryer in the concession in the arena;

• Need to replace benches and undertake other sports fields improvement in the complex, including a possible new service facility with washrooms, concessions, storage, etc.;

• No coordinated or policy-based user fee structure;

• Recreation does not appear to be a priority amongst key leadership groups within the community;

• The Township has very limited capital funding opportunities to support parks, recreation and culture development initiatives, as there is no Development Charges and there is only $25,000 in the Parkland Dedication Fund;

• The library may need to consider long term expansion. Also has storage and roofing challenges;

• The loss of Easter Seals Park in the lakeshore area;

• The need for a skateboard park for the youth to reduce travel times and to bring the service closer to where they live;

• Little promotion for hunting, fishing, agri- and eco-tourism opportunities;

• The roads are too dangerous for bicycling and walking, and therefore, trails are even more important;

• Lack any unique recreational opportunities, such as a toboggan hill, more playgrounds in local urban nodes, a splash pad and related considerations.

Future Perspectives

• Integrating tourism, recreation and culture;

• Whether to rebuild or renew the Wainfleet Arena in light of significant transitions in regional ice supply, changing demographics and declining youth participation;

• Better utilizing the trails, the Feeder Canal and related perspectives;

• Developing the waterfront in the terms of both access and amenities / services, as well as for boat launching, wind surfing, kite surfing, etc.;

• Developing an ATV venue / trail in the community;

• Improving the trails, trail amenities and accessibility;

• Developing a coordinated / integrated leadership capacity for the planning, promotion, development and services integration of park and recreation services for the whole Township;

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• More activities for seniors, children and youth to broaden the spectrum of opportunities available;

• Improved utilization of parks, open spaces and related areas that are available in the community;

• Potential development of a multi-use community complex, that could have an expanded library, arena, fitness room, more meeting rooms, seniors and teen spaces and related activity areas;

• Developing greater volunteer capacity and interest in the community;

• Looking to make the community ‘Niagara’s Playground’, and being integrated with the Region’s economical development and tourism strategies;

• Expanding the summer use of the arena, considering lacrosse, indoor skateboard facility, basketball, volleyball, etc.;

• Potential consideration of a recreation board or council to guide and lead park and recreation development in the community;

• Improve supports to community organizations to enhance their sustainability and viability;

• Increasing the heritage and cultural opportunities in the community;

• A possibility of a walking path around the sports complex to support family healthy activities, along with a new service building with a concession, storage, washrooms, etc.;

• Do not consider a twin pad arena facility;

• Capitalize on the tremendous capacities, energy and good will of the population, service clubs and others, and develop a stronger focus on parks, recreation and culture activities to enhance the quality of life in Wainfleet.

Community Survey

• Identified an aging population who have had long residency in the community, with a balance between older empty-nest couples and families with two or more children;

• Intermittent use of parks, community trails and open spaces, combined with a very high value for these resources in terms of the contribution of the quality of life in Wainfleet;

• Higher user incidence rates for the sports fields and the arena;

• Average ratings for the quality of the recreation facilities and services;

• High value for the recreation facilities and venues relative to their contribution to the quality of life in Wainfleet;

• Program preferences for adults, seniors and children and youth;

• Most identified ideas for future considerations involved waterfront development in terms of amenities and new activities; improvement to the trails, bike lanes and more leadership

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coordination for parks and recreation in terms of communications, promotion and marketing and community development.

Broader Trends

• An aging population profile is evolving, but there will not necessarily be an absolute decline in youth numbers. A need to have a more balanced services delivery focus that moves beyond a strong youth orientation focus since the 1960s;

• The ability to address, both through the principle of inclusiveness and participation, the needs and impacts of a changing ethno-cultural mix within the population.

• Key trends related to sports activities, which are one of the traditional bases of parks and recreation services delivery, as follows:

o Increased participation of females in sports, particularly related to girl’s and women’s soccer, rugby and other sports;

o Expected growth in soccer at both the youth and adult levels;

o Increased interest in extreme sports and specialized sports, such as year-round outdoor ball hockey, more skateboarding facilities, etc.;

o Some declines in baseball and related activities;

o Potential interest in culturally-related activities such as cricket.

• Ever increasing expectations amongst users relative to facility quality, driven both by consumer and fee expectations, as well as what is being developed in other communities. This has significant capital and operating cost implications;

• The increasing merger of sport and cultural tourism with parks and recreation services facilities and operations as one of the key rationales and points of facility investment;

• An increasing interest in the environment and the conservation of key environmental features, such as water / wetlands, woodlots, ravines, etc., which often brings additional lands and management responsibilities to a municipality;

• An increasing emphasis on energy efficient facility and venue designs, using LEED Standards as a baseline;

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• The increasing sophistication, emphasis on and impact of user fees and rental rates development relative to how they are prepared, their fairness and equity, transparency; and the ability to develop them in a meaningful and consistent way;

• The growth in market segmentation and services differentiation between recreational use, higher skill interests and other types of uses that define different market niches and varying types of expectations;

• The increasing role of not-for-profit, private sector and community organizations in the delivery of services and the potentially changing role of municipalities with a greater emphases on facilitation and community development;

• The growing use of partnerships, joint ventures and community engagement as a basis to facilitate services development and delivery;

• The increasing use of a wider array of capital and operating financial sources to support services delivery, including corporate sponsorships, community fundraising, senior government grants, etc.;

• The increasing emphasis on multi-use venues and the potential to use more of the community’s facilities in terms of institutions, schools, clubs / associations, etc.;

• A growing emphasis exists to balance the need for the rehabilitation of aging facilities in conjunction with the development of new facilities. Also the importance of ensuring adequate resourcing for ongoing capital facility maintenance, renewal and serviceability is important.

2. Strategic Themes

The following material identifies the Strategic Themes that have emerged from Situational Analysis research and provide a basis upon which to develop the Township of Wainfleet Recreation Master Plan.

• The Lake Erie waterfront is a phenomenal resource but a point of tension, underdevelopment and lacks direction, development and resourcing. How can the lakefront challenges be overcome, more enhanced opportunities created for both local resident recreation and tourists and greater benefit the achieved for all;

• The Wainfleet Arena is the “hub” for recreation activities in the community, which are primarily focused on minor sports. The arena has significant building, fire code and future accessibility code challenges. What is the appropriate Strategic Direction in term of reinvestment, rebuilding or other alternatives;

• The changing demographics and no central recreation services planning or leadership capacity in the Township, how does the community continue to assess needs, establish priorities and

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develop the appropriate services that meet the needs of young children, youth seniors, adults and families;

• Many of the community’s recreation resources also have significant tourism potential, tourism is a priority economic development initiative for both the Region and the Township. How does integration of these two service areas and how can one build on the other to maximize benefits to Wainfleet.

• Trails, for hikers, cyclists, ATV’ers, snowmobilers, horseback riders, etc. are a key asset within the community today but not necessary all working in harmony. How does the Township build on the existing trails to create the connections, supporting amenities, marketing, new trail development related investment to maximize the trail systems and opportunities. How does the Feeder Canal, the abandoned rail line and existing trail interconnections and extension support this area of community activity;

• With considerable regional recreation facility fast becoming on stream or planned, much of it in close proximity to Wainfleet, what are the benefits and risks of Township and community investment in expanded recreation facilities outside of the trails and waterfront, as well as in light changing demographics to an older population mix;

• In spite of limited land development growth for property taxes, property assessment growth, and concerns expressed around the affordability and impacts on property taxes, what is the appropriate role and levels of investment for the Township, what other capital operating funding resources are available, especially in a post stimulus senior government granting environment;

• With considerable identification that there is limited non-traditional recreation activities for youth and teens, as well as a growing seniors population, who provides leadership in planning and provision of services for these targeted groups, what are their interests and how to respond to the continually changing nature of these interests, ranging from the splash pads to skateboard parks to more variable seniors activities;

• With both the opportunities and challenges associated with ATVing in the community, what can be achieved to reduce tension with landowners, enhance recreational activity opportunities and to generate economic impact benefit from this activity area as it becomes more organized and continues to grow in participation;

• How does the municipality establish the capital funding for the renewal of major assets on an ongoing basis as the age, as well as to fund venue improvements ranging from field drainage, to health and safety to upgrading seeding, etc.?

• What is the role of the municipality in the long term conservation and facilitating balance utilization of the exceptional natural, heritage and related resources within the community.



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APPENDIX II MAP 1

Parks Classification Core Natural Heritage System Trails / Cycling Networks

Feeder Line

CamelotBeach

Lowbanks

WillowBay

16

9

17

18

6

20

Long Beach

Wainfleet Bog

ChippawaCreek

Morgan's Point

Wainfleet Wetlands

Gord Harry Trail

WINGER

BURNABY

WAINFLEET

ATTERCLIFFE

WELLANDPORT

BECKETT'S BRIDGE

CHAMBERS CORNERS

OSTRYTHON CORNERS

HENDERSHOTCORNERS

15

4

5 3

2

1

1011

1213

14

8

7

19

Bertie Formation (iii)

Regional Road 27

Willford Road

Bell Road

Forks Road

Concession 6 Road

Lakeshore Road

Feeder Road East

Regional Road 45

Highway 3

Case Road

Feeder Road West Wills

on R

oad

Wellandport Road

Perry Road

Smith Road

Concession 1 Road

Putman Road

Lambert Road

Burke

tt Roa

d

Daley Ditch RoadAbbey Road

Wainfleet Dunnville Townline Road

Traver Road

Braw

n Roa

d

Garringer Road

Regional Road 24

Statio

n Roa

d

Hewitt Road

Zion Road

Marr Road

Pettit Road

Wills Road

Gracey RoadSider Road

Dixie

Road

Kilts Road

Phillip

s Roa

dGents Road

Metler Road

Mill Race

Road

Burnaby Road

Rattle

r Roa

d

Winger Road

Malowany Road

Minor Road

Side Road 44

Gilmore Road

Side R

oad 2

0

Misener Road

Side Road 42

Clarendon Street West

Johnson Road

Emerson Road

Erie

Peat

Road

Flanagan Road

Robertson Road

Rathf

on R

oad

Morog

Roa

d

Priestman Road

Henderson Road

Golf Course Road

Quarr

y Roa

d

Clarendon Street East

Deeks Road South

Green Road South

Overholt Road

Anderson Road

Hendershot Road

O'Reillys Road South

Marshagan Road

Tunn

acliff

e Roa

d Sou

th

Side Road 22

Shafley Road South

Canborough Road

Buliung Road

Old River Road East

Morgans Point Road

Ceme

nt Ro

ad

Concession 2 Road

Old River Road WestYoungs Road South

Youn

gs R

oad N

orth

Gray

biel R

oad

Augustine R

oad

Ramp

Diltz

Road

Elsie Road

Peter

son R

oad

Port C

olborn

e Wain

fleet

Town

line R

oad N

orth

Farr Road

Green Road North

Moore Road North

Concession 3 Road

Deeks Road North

Tunn

acliff

e Roa

d Nort

h

Churchill Avenue

Wills Road

Gilmore Road

Sider Road

Abbey Road

Lakeshore Road

Dixie Road

Pettit Road

Side Road 20

Winger Road

Side Road 44

Marr Road

Clarendon Street West

Township of WainfleetMap 1 - Parks and Open Space System

0 1,000 2,000 3,000 4,000500

Meters

²

Parks and Recreation Master Plan

Data used under license with The Regional Municipality of Niagara© 2011 - The Regional Municipality of Niagara

EPA Provincial Significant Wetlands

ECA Significant WoodlandsECA Valley Shoreline BufferECA Significant Wildlife Habitat

CNH Earth Science ANSI

Core Natural Heritage SystemEnvironmental Protection Areas

Environmental Constraint Areas

Core Natural Heritage

EPA Provincial Life ANSI

CNH Municipal DrainCNH Fish Habitat

LegendParks & Open Space

Lake Shore Access

Public Conservation Lands

1. Wainfleet Sports Complex2. Lakeshore Road Tennis Court3. Lions Community Centre4. Station Road Naturalization Park

15. Long Beach Conservation Area16. Morgan's Point Conservation Area17. Wainfleet Wetlands Conservation Area18. Wainfleet Bog Conservation Area19. Chippawa Creek Conservation Area20. Gord Harry Conservation Trail

5. Wainfleet Lake Erie Public Access6. Long Beach Conservation West7. Long Beach Conservation East8. Long Beach9. Belleview Beach10. Waynes Park Beach11. Sunset Beach12. Reebs Bay13. Orchard Grove Beach14. Chippawa Conservation Beach

Public Open Space

Public Beaches

Wainfleet Boundary

RailwaysParcels

Trails / Cycling Network

SchoolsGolf Courses

Unopened Road Allowances (Possible Trail Linkages)

Parks

! ! ! ! Off Road / Multi-use Trail! ! ! ! On Road Route

!ôF Fire

On Road Bike FacilityNiagara Region Bicycle Network

Wainfleet Recreation Master Plan draft

Documents

Transcript of Wainfleet Recreation Master Plan draft