Recreation & Leisure Services Master Plan - Lambton Shores

MunicipalityofLambtonShores

Recreation&LeisureServicesMasterPlan FINALREPORT February2011 Preparedby:

in association with

TuckerͲReid& Associates

TableofContents ExecutiveSummary.........................................................................................................................................................iv TheStrategicFrameworkoftheMasterPlan....................................................................................................................1 PurposeoftheRecreation&LeisureServicesMasterPlan....................................................................................................1 MasterPlanContext................................................................................................................................................................1 BenefitsofParks,Recreation&Leisure..................................................................................................................................3 AVision&MissionStatementforRecreation&LeisureServices...........................................................................................4 TheMasterPlan’sStrategicDirections...................................................................................................................................5 Methodology...........................................................................................................................................................................7 HowtoReadtheMasterPlan’sActions..................................................................................................................................8 MasterPlanOrganization........................................................................................................................................................9 GlossaryofTerms..................................................................................................................................................................10 PlanningContext:Research&Consultation....................................................................................................................11 CommunityProfile................................................................................................................................................................11 KeyTrends.............................................................................................................................................................................14 TheCommunityConsultationProgramme............................................................................................................................16 STRATEGICDIRECTION#1:BecomeaLeadingEdgeMunicipality...........................................................................................21 TheRoleoftheMunicipalityinDeliveringLeisureServices..................................................................................................21 Leadership,QualityAssurance&Innovation........................................................................................................................22 UtilizingTargets&PerformanceMeasures...........................................................................................................................24 EffectiveSystems,PracticesandProcedures........................................................................................................................25 ExcellenceinCustomerService.............................................................................................................................................26 RegularStrategicPlanning....................................................................................................................................................27 StrategicDirection#1–Actions&Implementation..............................................................................................................28 STRATEGICDIRECTION#2:SupportingOurVolunteers..........................................................................................................30 OurVolunteers......................................................................................................................................................................30 TheImportanceofOlderAdultVolunteers...........................................................................................................................31 Recruiting,Retaining&RecognizingVolunteers...................................................................................................................32 StrategicDirection#2–Actions&Implementation..............................................................................................................33 STRATEGICDIRECTION#3:EstablishingPositivePartnerships...............................................................................................35

MONTEITHBROWNPLANNINGCONSULTANTSinassociationwithTuckerͲReid&AssociatesandTheJFGroup FINALREPORT–February2011

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PartnershipsinDeliveringServices.......................................................................................................................................35 PotentialPartners.................................................................................................................................................................36 AStandardizedApproachtoEvaluatingPartnerships...........................................................................................................37 StrategicDirection#3–Actions&Implementation..............................................................................................................38 STRATEGICDIRECTION#4:SupportingMunicipalStaff..........................................................................................................40 OrganizationalStructure.......................................................................................................................................................40 TheRoleofStaffinDeliveringRecreation&LeisureServices...............................................................................................43 SupportingMunicipalStaff....................................................................................................................................................44 StrategicDirection#4–Actions&Implementation..............................................................................................................46 STRATEGICDIRECTION#5:SuccessThroughMunicipalLeadership&CommunityDevelopment............................................48 CommunityDevelopment.....................................................................................................................................................48 AnIntegratedServiceDeliveryApproach.............................................................................................................................49 StrategicDirection#5–Actions&Implementation..............................................................................................................51 STRATEGICDIRECTION#6:IncreasingAwarenessofLocalResources&Opportunities...........................................................53 CommunicatingwiththeCommunity...................................................................................................................................53 CommunicationMethods......................................................................................................................................................54 StrategicDirection#6–Actions&Implementation..............................................................................................................55 STRATEGICDIRECTION#7:FacilitatingaRangeofRecreation&LeisureActivities.................................................................57 ProvidingInclusiveOptions...................................................................................................................................................57 Inactivity&Obesity...............................................................................................................................................................60 TargetingKeyMarkets..........................................................................................................................................................60 IndoorRecreationFacilities...................................................................................................................................................65 OutdoorRecreationFacilities................................................................................................................................................67 StrategicDirection#7–Actions&Implementation..............................................................................................................75 STRATEGICDIRECTION#8:EmbracingtheArts,Culture&Heritage.......................................................................................80 TheImportanceofCulture....................................................................................................................................................80 TheExistingCulturalLandscape............................................................................................................................................81 PolicySupportforArts,Culture&Heritage..........................................................................................................................82 Arts&CulturalSpaceRequirements.....................................................................................................................................83 StrategicDirection#8–Actions&Implementation..............................................................................................................85 STRATEGICDIRECTION#9:AFunctionalandSustainableParksSystem.................................................................................87 ParklandClassificationSystem..............................................................................................................................................87


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TrailsSystem.........................................................................................................................................................................89 NaturalHeritageAreas..........................................................................................................................................................91 Waterfront&BeachAreas....................................................................................................................................................92 ParklandNeeds.....................................................................................................................................................................93 ParklandDistribution............................................................................................................................................................94 ParklandAcquisitionStrategies.............................................................................................................................................95 ParklandDesign&Amenities................................................................................................................................................97 StrategicDirection#9–Actions&Implementation............................................................................................................101


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ExecutiveSummary TheRecreationandLeisureServicesMasterPlanrepresentsthefirstcorporatestrategicplanningframeworkundertakento guidedecisionsregardingparks,recreationandleisuresincetheMunicipalityofLambtonShoreswasamalgamatedinthe year 2001. The Master Plan provides direction in planning facilities, programs and services pertaining to parks and waterfrontareas,recreation,leisure,andcultureoveratenyearperiodthatextendstotheyear2020. The Master Plan has employed a comprehensive methodology that considers demographics, trends, a statistically significant household survey, stakeholder group input, community feedback, municipal staff involvement, contributions from Councilmembers, thecurrent municipal supply offacilities, service level targets, andanaudit of theMunicipality’s recreationandleisureservicedeliverysystem.Theseanalyseshaveresultedinthedevelopmentofninestrategicdirections (see adjacent figure), as well as 89 actions and associated implementation plans that will guide the development of the Municipality’srecreationandleisureservicesforthenexttenyears. Municipal Council requested that the Consultants outline the most pressing issues facing the Municipality of Lambton ShoreswithrespecttoRecreationandLeisureServices;thesearelistedbelowwithreferencetoguidancefoundwithinthis MasterPlanforaddressingeachissue. Issue x ManagementofGrandBendBeach x

Recruitingandretainingvolunteers

x

IncreasetheMunicipality’sfocuson cultureandthearts

x

Shifttowardsunstructuredrecreation andleisureparticipation Agingpopulation

x

x

Trailsandconnections

Guidance x UndertakeaGrandBendBeachResearchandConsultationInitiativefollowing theMasterPlan. x StrategicDirection#2isdedicatedto‘SupportingOurVolunteers’,providing inputregardingtheimportanceofrecruiting,retaining,supportingand recognizingvolunteers(e.g.,developaVolunteerManagementStrategy). x StrategicDirection#8isdedicatedto‘EmbracingtheArts,Cultureand Heritage’throughassessingtheexistingculturallandscapeandpotential futureartsandculturalspacerequirements. x Theimportanceofunstructuredandunscheduledactivitiesandspacesis highlightedwhereappropriatethroughouttheMasterPlan. x StrategicDirection#7includesananalysisoftheneedsofolderadults, includingrecommendationstocontinuetoconsultwiththispopulationand makespaceavailableineachcommunitycentreandhallfortheprovisionof olderadultprogramming. x ConsultationundertakenforthisMasterPlanrevealedthatresidentsplacea highpriorityontrailsinLambtonShores.StrategicDirection#9includes recommendationsfortrails,includingthedevelopmentofa‘Trails/Active TransportationMasterPlan’.


Becomea‘LeadingEdge’ Municipality

SupportingOurVolunteers

EstablishingPositive Partnerships

SupportingMunicipalStaff SuccessThroughMunicipal Leadership&Community Development IncreasingAwarenessofLocal ResourcesandOpportunities FacilitatingaRangeof Recreation&LeisureActivities EmbracingtheArts,Culture& Heritage AFunctionalandSustainable ParksSystem iv|P a g e

Issue x Supportforstakeholdergroups

x

Staffing

Guidance x Thestakeholdersurveyrevealedadesireforenhancedmunicipalsupportfor stakeholdergroups;therecommendedcreationofaRecreationandLeisure ServicesAssistantpositiontosupporttheRecreationandLeisureServices Facilitatorwillallowformoretimetobespentonfacilitatingcommunity developmentmodels. x Asstatedabove,theRecreationandLeisureServicesAssistantwillbeacrucial staffpositionwhoserolewillbetosupportothermembersoftheRecreation andLeisureServicesstaff.Thisshouldbethefirstnewpositioninstitutedby theMunicipality.Inaddition,therecommendedHorticulturistpositionis neededtosupporttheparksfunctionoftheCommunityServicesDepartment.

ServiceDeliveryNeeds TheMunicipalityindirectlyfacilitatesrecreationandleisureprogrammingthroughtheprovisionoffacilities,aswellasthe service delivery system through which other organizations offer programs to its residents and visitors. As such, it is imperativethattheMunicipality’sservicedeliveryneedsareaddressed;recommendationsincludethedevelopmentof a volunteermanagementstrategyandvolunteerfactsheet,aswellasbuildingupontheexistingvolunteergroupdatabase, annual volunteer recognition event, and quality assurance programs such as Blue Flag and Communities In Bloom with targeted new efforts (e.g., High 5 and Youth Friendly Communities, etc.). The creation of a program plan will assist the Departmentinidentifyingopportunitiesforaddressinggapareasbaseduponbusinessplanningandtheconsiderationof servicesbeingofferedbyitspartners.Inthisvein,theMunicipalityisinneedofastandardizedprocessorframeworkfor evaluatingandrespondingtorequestsforpartnerships.Thecreation,maintenanceandenhancementofpartnershipswith other levels of government, adjacent municipalities and First Nation communities, local schools, places of worship, community organizations, private sector pools, etc. should be explored through this framework to determine alignment with public interests and corporate and Departmental priorities. The promotion of recreation and leisure opportunities mustbebolsteredthroughavarietyofawarenessstrategies,includingcurrentandinnovativemessagestargetedatyouth topromotecontinuedparticipation. ToassistwiththeeffectivemanagementoftheMunicipality’sleisureneeds,thecreationofadistinctRecreation&Leisure Services Division is recommended, led by the Recreation & Leisure Services Facilitator. In addition, three new fullͲtime positions–Recreation&LeisureServicesAssistant,Horticulturist/Forester,andHealth&SafetyCoordinator(responsible for MunicipalityͲwide objectives) – are also proposed. To ensure that the Municipality remains responsive to the community’s needs, it is recommended that consultation and engagement of the community be undertaken during strategic planning and key initiatives. Articulating an integrated service delivery approach will help the Municipality maximize existing resources in the community; piloting two critical communityͲwide issues that would benefit from a


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collective approach (e.g., inclusion of underͲrepresented groups, development of a greening strategy, etc.), is recommended. IndoorFacilityNeeds The Municipality of Lambton Shores is well supplied with indoor recreation facilities, with the addition of The Shores RecreationCentrein2007andtheongoingrevitalizationoftheLegacyCentre.TheMunicipalitydecommissionedtheice pad at the Forest Community Centre & Arena (which includes 4 curling sheets which are presently leased to the Forest Curling&SocialClubforuse)in2007;afeasibilitystudyshouldbeundertakentodeterminethefutureofthefacilitybased on structural considerations and the costs required to enhance the site. In addition, the enhancement of existing communityspaces,componentupgrades(e.g.,woodsprungfloor,audioͲvisualsystems,etc.),andconsultationwithlocal stakeholdersshouldbeundertaken.Specificconsiderationshouldbegiventoenhancingexistingspacesforusebyartsand culturalgroups,andensuringthateachcommunitycentreandhallhasspacethatisavailableforusebyolderadultsand seniors. OutdoorFacilityNeeds To better monitor and manage the use of its outdoor recreation facilities, the Municipality is in need of a Sports Field AllocationPolicythatwillplanforfacilityaccessrequirementsandformalizedpermittingthroughcollectionofupͲtoͲdate andaccurateparticipantdata(includingnamesandaddresses).Thepracticeofclusteringsportsfieldsatindividualsites shouldbecontinuedandenhanced,aswellasundertakingimprovementsatexistingfacilities.TheMasterPlanaddressesa numberoffutureoutdoorfacilityneedsbaseduponexistingsupply(includingfacilityconditions)andconsultationefforts. Thereisaneedforanadditionalmajorsplashpad,tobeconstructedatthePortFranksCommunityCentrethroughthe repurposingoftheexistingballdiamond,andtheintegrationofbasiccoolingfeaturesintoatleastoneexistingplayground in Thedford, Forest and Arkona. In addition, the Municipality’s youth will benefit from the construction of a minor skateboard park in Forest, which should be designed in consultation with the local community (including skateboarders) andotheryouth.OtherfacilitiesthatarerecommendedforconstructionincludetenniscourtsinGrandBend,Thedfordand Arkona,aswellasabasketballcourtinThedford,andsupportofthepartnershipwiththePortFranksYachtClubtoprovide ahardsurfacecourt. ParklandNeeds ToensurethattheresidentsofLambtonShoreshaveaccesstoadequateparksandopenspaces,aprovisiontargetof4.0 hectaresofparklandper1,000residentshasbeenproposedforinclusionintheMunicipality’sOfficialPlan,tocomplement theexistinghierarchyofparkland.Further,MajorParksareencouragedatarateof2.0hectaresper1,000residents,while CommunityandNeighbourhoodParksareencouragedatarateof1.0hectaresper1,000residentsforeachtype.Assuch, theMunicipalitywillneedanadditional7hectaresbytheyear2020.Ingeneral,parklandshouldbeprovidedwithin800 metresofallmajorresidentialareasinbuiltͲupareas,freeofmajorpedestrianbarrierssuchaswaterways,highways,major roads,raillines,etc.


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TheundertakingofcomprehensivedigitalmappingexerciseforparksandparkassetswillallowtheMunicipalitytocreate and maintain an accurate inventory and allow for easier analysis and decisionͲmaking with these lands. Trails, which emergedasakeydesireforresidents,shouldbeaddressedthroughaTrails/ActiveTransportationMasterPlan,whichwill establish a framework for addressing longͲterm trail planning. The waterfront is a key component of Lambton Shores’ identity,asthereisonemunicipalbeach(GrandBend),andseveralnonͲmunicipalbeachfrontareas,includingthoseatthe PineryProvincialPark,Ipperwash,andothersmallerprivatebeaches.ItwillbeimportantfortheMunicipalityofLambton Shorestoconsidertheneedsofitsruralresidents,aswellasthoseinIpperwash,whomakeuseofmunicipalservicesand facilities. TheMunicipality also has two marinas in its inventory – Grand Bend Marina and PortFranks Harbour– which allowforaccesstoLakeHuronandtheAusableRiver.ItisrecommendedthattheMunicipalitymaintainitspartnership withtheAusableBayfieldConservationAuthoritytoensurethatrecreationopportunities,bothonandoffthewater,are nurtured for residents and visitors alike. The Grand Bend Beach is an important element of the waterfront that draws thousandsofvisitorsperyear,includingpermanentandseasonalresidents,daytrippersandvacationers.Todeterminehow toenhancetheGrandBendBeachfortheenjoymentofresidentsandvisitorsalike,andservethecommunity’sneedsinto thefuture,itisrecommendedthattheMunicipalityundertakeaResearchandConsultationInitiativetoaddresstherole, uses,bestpractices,infrastructureneeds,ratestructure,andpotentialpartnershipswithrespecttoGrandBendBeach. Arts,CultureandHeritageNeeds The Municipality of Lambton Shores does not directly own or operate any specific cultural facilities, although arts and cultural organizations do make use of municipal spaces. To provide citizenͲbased guidance for the arts and cultural community, the Municipality would benefit from an Arts, Culture & Heritage Committee. In addition, the creation of a PublicArtPolicythatwillguidetheprovisionofartinpublicspacesshouldbeundertaken.Workinginconcertwiththe local arts and culture sector, the Municipality should assess its existing supply of appropriate municipal and communityͲ based facilities through a cultural mapping exercise; in addition, a feasibility study is recommended to determine the interest,need,potentialpartnerships,andifdeemedappropriate,potentialsitesforartsandculturalspace.Intermsof futureprovisionofartsandculturalspacesintheoutdoors,parksandcivicspacesshouldalsobedesignedtoaccommodate artsandculturalactivities,aswellasprovidinginterpretationopportunitiesfornaturalheritagefeatures.


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TheStrategicFrameworkoftheMasterPlan

PurposeoftheRecreation&LeisureServicesMasterPlan TheRecreation&LeisureServicesMasterPlanrepresentsthefirstcorporatestrategicplanningframeworkundertakento guideparks,recreationandleisuredecisionssincetheMunicipalityofLambtonShoreswasamalgamatedintheyear2001. TheMasterPlanprovidesdirectioninplanningfacilities,programsandservicespertainingtoparksandwaterfrontareas, recreation,leisure,andcultureoveratenyearperiodthatextendstotheyear2020.

MasterPlanContext Situated in Lambton County, the Municipality of Lambton Shores is a geographically expansive urban,ruralandwaterfrontcommunitywhichislocatedwithinonehourfromthemajorcitiesof Sarnia(tothesouthwest)andLondon(tothesoutheast).TheMunicipalityprovidesanumberof indoorandoutdoorfacilitiesforrecreationalandleisureactivities,aswellasanumberofparks, beachesandopenspaceswhicharedistributedacrossLambtonShores. In focusing on solely providing facilities, the Municipality of Lambton Shores has adopted an “indirect” service delivery role to facilitate community organizations, nonͲprofit organizations andtheprivatesectoraliketoprovideprogramsandservicestoresidents,manyofwhommake useofmunicipalparksandfacilities.Asaresultofthisindirectmunicipalservicedeliverymodel, thelocalcommunityandprivatesectorishighlyactiveandwellorganizedinprovidingrecreation and leisureͲbased opportunities to residents of Lambton Shores. For example, private fitness centres, golf courses, and recreation facilities in community neighbourhoods complement the municipalsupplyandresultinacollaborativedeliveryofservicesbetweentheMunicipalityand its communityͲbased partners. Relationships with the County and local school boards are also prevalent,asevidencedthroughthecoͲlocationofpubliclibrarieswithcommunitycentresand integrationofamunicipalgymnasiumwithinalocalschool. Lambton Shores is also home to a variety of community events, including recreational tournaments, farmers’ markets, home and garden shows, and holiday events including Canada Daycelebrations,EasterEggHunt,Christmastreelighting,AgriculturalFallFair,carshows,etc.In addition, theMunicipality of Lambton Shores has beenactively involved inthe Communities In Bloom program, which promotes civic pride, environmental stewardship and community involvementacrossthecountrythroughthebeautificationoftowns,citiesandvillagesbytheir residents.TheMunicipalityreceivedthehighestpossibleratingin2010(5blooms),andwillbe participatingintheNationalCommunitiesinBloomprogramin2011.


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Lambton Shores is also fortunate to have a number of publically accessible beachfront areas, affording residents and tourists with waterfront opportunities. The municipallyͲowned Grand Bend Beach offers lifeguard supervision, a beach housewithconcession,observationdeckandwashrooms,anaccessiblesplashpad,playgroundequipment,boardwalkand apavilion.Althoughprivatelyownedandunsupervised,theIpperwashBeachallowspublicaccesstoitsshallowwatersand nearby public washrooms and picnic areas, while the Municipality has worked collaboratively with the landholders to facilitatebeachcleanupsasameanstoenhancepublicenjoymentanduseofthebeach.Athirdmajorbeachislocatedat thePineryProvincialPark,whichisunderthepurviewoftheMinistryofNaturalResources.Therearealsoanumberof private access beaches throughout Lambton Shores. The public can also access the waterfront through the Grand Bend HarbourandPortFranksMarina(bothmunicipallyowned),whichprovideslipsforbothvisitingandlocalboats,aswellas publicboatlaunches,publicwashroomsandotheramenities.Itshouldalsobenotedthatthereareanumberofprivate marinasaswell.Together,theMunicipalityanditscommunityworktogetherinpromotingandenhancingLambtonShores’ identityasawaterfrontcommunity,throughbolsteredpublicaccesstobeachesandboatingsites. ThenaturalenvironmentofLambtonShoresprovidesopportunitiesforconservationandpreservationeffortsbywayofthe Esli Dodge Conservation Area (owned by St. Clair Conservation Authority, but managed by the Municipality), Pinery Provincial Park and Rock Glen Conservation Area. Although these are not municipally owned, they enhance the Municipality’sinventorybyprovidingadditionalbeaches,trails,museums,picnicfacilitiesandinterpretiveprograms.The Ausable River also provides a valuable riparian corridor that forms a significant component of the local natural heritage system.


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BenefitsofParks,Recreation&Leisure Recreation and leisure, both in organized and unstructured forms, provides individuals with numerous physical health, psychological, economic and environmental benefits which are associated with a high quality of life. Not only does participation in recreation and leisure provide opportunities for a healthy lifestyle, it also facilitates greater cognitive development,selfͲesteem,socialinteraction,economicspending,conservationofnaturallands,andcommunityvibrancy.

CommunityBenefits

• • • •

Newleadersaresupportedandencouraged Healthcarecostsarereducedbecausewebuildhealthierpopulations Volunteerismisencouragedandenhanced Youthfindwaystochanneltheirenergypositively

PersonalBenefits

• • • •

Sportcontributespositivelytophysical,intellectual,socialandemotionaldevelopment Increasedpersonalhealth ReducedstressandincreasedselfͲesteem Stayindependentlonger

EnvironmentalBenefits

EconomicBenefits

• Residentstakeonstewardshiprolesintheprotectionoftheenvironment • Enjoythebeautyofparksandopenspaceswhileenhancingthequalityoflife • Focusonwalkabilityandactivemodesoftransportreducerelianceoncars

• NewbusinessisattractedtotheMunicipality,resultingineconomicgrowth • Tourismincreasesbecauseoffestivals,specialeventsandtournaments • Increasedpropertyvalues

Sources:CanadianParks&RecreationAssociation.TheBenefitsofRecreation.1992.CanadianCentreforEthicsinSport.WhatSportCan Do,theTrueSportReport.2008.


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AVision&MissionStatementforRecreation&LeisureServices Inordertoformappropriateactions,itisimportanttounderstandthestrategicorientationoftheMunicipalityofLambton Shores.Byaligningassessmentswithstrategicvaluesandprinciples,recommendationswillbetargetedtoachievingthe directives of the Recreation & Leisure Services Master Plan. Lambton Shores has defined a broad vision for its services, reflectingwhattheMunicipalityintendstobeandwhatitstrivestowardsinthefuture. Lambton Shores is a safe, attractive and welcoming place to live, work and play; with a strong economy, community spirit and pride. Citizens have access to excellent health, educational, culturalandrecreationandleisurefacilities,programsandservices.Weareagrowingcommunity, sensitive to our heritage, our environment and quality of life and a leader in local government servicedelivery. VISIONͲͲMUNICIPALITYOFLAMBTONSHORES AVisionStatementhasbeencraftedfortheRecreation&LeisureServicesMasterPlaninordertoguidethecollaborative actionsofthecommunityandstaff.TheVisionStatementfortheMasterPlanisintendedtoalignwiththemunicipalvision statement: ResidentsandvisitorstoLambtonShoresareinspiredbythebeautyinthenaturalsurroundings andaremotivatedtoleadactiveandhealthylifestyles.TheRecreation&LeisureServicesMaster Plan will strive to ensure the continued and sustainable delivery of opportunities for sport, recreation,arts,cultureandheritageforalltoenjoy. VISIONͲͲRECREATION&LEISURESERVICESMASTERPLAN The Mission Statement is intended to reflect the Community Services Department’s purpose, which in the context of recreationandleisureservicesisdescribedbelow. LambtonShoresvaluesitsparks,recreation,arts,cultureandheritageresourceswhichenableour residents to lead healthy, enjoyable, and environmentally responsible lifestyles. Our Staff, in collaboration with community partners, will provide a wide range of recreation and leisure choiceswiththegoalofkeepingourresidentsactive,engaged,inspired,cohesive,andproud. MISSION–RECREATION&LEISURESERVICESMASTERPLAN


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The Vision and Mission Statements inherently set out the parameters for the Municipality’s role in delivering leisure services. The Municipal mandate and role will further be advanced through the Strategic Directions articulated in the following subsection. As will be discussed throughout the Master Plan (particularly in the analysis portion of Strategic Direction#1),theMunicipalityofLambtonShoresshouldcontinuetobeafacilitatorofcommunityͲbasedprogramming throughtheprovisionofparks,facilities,andotherappropriatesupports;theMunicipality,however,shouldconcurrently evaluatewhereprogramminggapsexistandaddressthesethrougheithersupportingcommunityͲdevelopmenteffortsor consideringdirectdeliveryofcostͲeffective,municipalͲbasedprogramswherewarrantedbyneed.ThefollowingStrategic Directionsareintendedtoadvanceandsupportthemunicipalroleinrecreationandleisureservicedelivery.

TheMasterPlan’sStrategicDirections The Strategic Directions are core statements which are intended to fulfill the Vision and Mission Statements. RecommendationshavebeendevelopedfortheRecreation&LeisureServicesMasterPlanwhichalignwiththeStrategic DirectionsasameansfortheMunicipalitytoimplementandrealizeitsVision.TheStrategicDirectionsaddressthepeopleͲ based elements of recreation and leisure management first, providing guidance for the Municipality in supporting its human resources – volunteer, staff and participants alike. Facility and activityͲbased elements of the Municipality’s recreationandleisureservicesarealsoincludedintheStrategicDirections.

BECOMEA‘LEADINGEDGE’MUNICIPALITY Lambton Shores will continually strive to be a leading provider and facilitator of high quality facilities and services by employingbestpractices,andembodyingprinciplesofinnovation,inclusivityandcreativity,throughitsfiscallyͲresponsible servicedeliverymodels.

SUPPORTINGOURVOLUNTEERS Inrecognitionoftheimportantcontributionsbyitsdedicatedbaseofvolunteers,LambtonShoreswillworkdiligentlywith localvolunteerstoensurethesustaineddeliveryofcommunityͲbasedprogramsandservices.

ESTABLISHINGPOSITIVEPARTNERSHIPS Inordertoensurethatunique,costͲeffectiveandhighqualityservicesareavailableinthecommunity,LambtonShoreswill seekoutstrategicpartnershipopportunitiesthatmakesensefortheMunicipalityanditsresidents.


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SUPPORTINGMUNICIPALSTAFF The Municipality will provide appropriate supports to its Departments and ensure that Staff roles, skills and tasks are consistentwithevolvingtrendsandcommunitydemands.

SUCCESSTHROUGHMUNICIPALLEADERSHIP&COMMUNITYDEVELOPMENT The Municipality will continue to be both a provider and facilitator of appropriate recreation and leisure services in LambtonShores.Inadditiontomunicipaldeliveryofservices,theMunicipalitywillstrengthenitscommunitydevelopment approachbybuildingcapacitywithlocalserviceproviderstodeveloptheirinternalcapacitieswiththehopesofsustainable programandservicedeliveryoverthelongͲterm.

INCREASINGAWARENESSOFLOCALRESOURCESANDOPPORTUNITIES Lambton Shores will facilitate and enhance planning and communication efforts between the Municipality, community serviceprovidersandlocalresidentsasameanstoincreaseawarenessoflocalresources,withtheaimofcollaboratively deliveringservicesthroughoutLambtonShores.

FACILITATINGARANGEOFRECREATION&LEISUREACTIVITIES As a means to serve the traditional and emerging interests of a growing and increasingly diverse population, the Municipality will strive to facilitate a broad range of both organized and nonͲprogrammed activities at local parks and leisurefacilities.

EMBRACINGTHEARTS,CULTURE&HERITAGE The Municipality will work to showcase Lambton Shores’ vibrant arts, culture and heritage to our residents and visitors throughcollaborationandinterpretationefforts.

AFUNCTIONALANDSUSTAINABLEPARKSSYSTEM LambtonShoreswillseektodevelopitsparksandtrailssystemtoprovideappropriateopportunitiesforactiveandpassive formsofrecreationinconsiderationofbestpracticesinenvironmentalmanagementwhichenhanceecologicalfunctionand sustainablecontributions.


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Methodology InFebruary2010,theMunicipalityofLambtonShoresreleaseditsTermsofReferencefortheRecreation&LeisureServices Master Plan. Following a competitive bidding process, the Master Plan process was initiated and led by a core team of Municipal Staff who were assisted by the Consulting Team of MONTEITH BROWN PLANNING CONSULTANTS, TuckerͲReid & Associates,andTheJFGroup. AnumberoftaskshavebeenemployedinthedevelopmentoftheRecreation&Leisure Services Master Plan. The Consulting Team has conducted an extensive review of background research and community demographics, analysed existing supplies of recreationalresources,andcarriedoutanextensiveconsultationwithlocalresidents,user groups and representatives from the Municipality of Lambton Shores. Specifically, the consultationprogramhasemployedthefollowingtasks: x x x x x x x

Astatisticallysignificant,randomsampletelephonesurveyof372householdsin LambtonShores; Astakeholderandusergroupquestionnaire; A Community Search Conference with local residents and stakeholders with an interestinrecreationandleisure; Keyinformantinterviewswithmunicipalstaff,externalagencies,communityuser groups,andotherlocalprovidersofparks,recreationandleisureservices; Onlinefeedbackopportunities; RegularworkshopswithMunicipalCouncil;and Apublicopenhousetopresentthedraftstrategicdirections.

Based upon the background research and consultation efforts, the Strategic Framework (i.e.theVision,MissionandStrategicDirections)wasformedutilizingthekeythemes.A needs assessment, was subsequently prepared which analyzes needs associated with Lambton Shores’ parks, recreation and leisure resources. The needs assessment also utilizesanumberofmarketͲdrivenandpercapitaserviceleveltargetsinconjunctionwith utilization data contributed by municipal staff and local user groups that has been obtainedthroughconsultations.


Vision

Strategic Directions Inputs,Targets& Actions

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Attaining these service level target thresholds represent a point of departure where the Municipality needs to further considerthejustificationandpriorityofadditionalinvestmentinspecificfacilities.Afterachievingatarget,theMunicipality shouldconsiderthefollowingcriteria(including,butnotlimitedto)priortoconfirmingtheneedfornewfacilities: x x x x x x x x

Historicalincreasesingrowth; Evidenceoflatentdemand(e.g.waitinglists); Usagepatternsandcapacityavailableatexistingvenues; Physicalconditionofexistingfacilities; Geographicaldistribution; Transitavailability; Landavailabilityonorneararterialroads;and CapacityoftheMunicipalitytofund,operateandmaintainfacilities.

Based upon targets and subsequent analysis, including the consideration of public consultation and Strategic Directions developedthroughthemasterplanningprocess,actionshavebeencreatedtohelpguidefutureinvestmentineachfacility orservicecategory.

HowtoReadtheMasterPlan’sActions TheMasterPlan’sassessmentsandactionsareorganizedaccordingtotheStrategicDirectionsarticulatedintheprevious pages.Actions/RecommendationsarecategorizedaccordingtooneofthreestreamsofanalysisintheMasterPlan: x x x

Parks,Trails,Beach&OpenSpaceStrategies(PTBO); Culture&RecreationFacilitiesandServicesStrategies(CRFS);and Financing,Management&StaffStrategies(FMS).

Actions have been developed and aligned with their respective Strategic Direction, and are presented alongside an indicationoftimingandresourceimplications,asshownintheexamplebelow. TopicArea

Stream

StrategicDirection1:Actions

Describestheareaof relevanceorservicefor theMunicipality

Alignswithoneofthree primarystreamsofthe MasterPlan(i.e.PTOB, CRFS,orFMS)

1.1

Describestheaction/recommendation tobeundertaken

ResourceImplications

Describestheanticipated timeframeofimplementing theaction

DescribesimplicationstotheMunicipality whichareassociatedwithimplementationof theaction(e.g.financial,staffing,etc.)


SuggestedTiming

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TimingofrecommendationshasbeenassignedbyfourkeyperiodswithinthetenͲyearmasterplanninghorizon: x x x x

ShortͲTerm MediumͲTerm LongͲTerm Ongoing

2010to2014 2014to2017 2018to2020 2010to2020(i.e.overtheentireplanningperiod)

Timing assignments have been based upon present municipal conditions, however, they are subject to revision as the Municipality implements the Master Plan. For example, timing may be changed based upon population growth being realized at a rate that is different than envisioned in this Plan, municipal budget availability or constraints, staffing resources, etc. To ensure that recommendations align to future circumstances, an update to the Master Plan is recommendedafterfiveyearshaveelapsedwhilereviewedannuallyduringthemunicipalbudgetingprocess. Resource implications have been developed with Municipal Staff and are considered to be preliminary estimates. Implementation of recommendations will be attained through annual budgeting exercises, and are subject to further refinement through municipal business planning exercises. Any costs identified in the Master Plan are stated in 2010 dollars.

MasterPlanOrganization

TheStrategicFramework ProvidesanoverviewoftheMasterPlan’spurpose,strategicorientation,methodologyandscope.

CommunityProfile&KeyTrends Contains a demographic assessment of Lambton Shores’ population, as well as key trends that influence the delivery of recreationandleisureservices.

TheCommunityConsultationProgramme HighlightskeythemesemergingfromtheMasterPlan’scomprehensivepublicconsultationinitiatives.

StrategicDirections Provides analyses and actions pertaining to key topic areas in the delivery of municipal parks, recreation and leisure services,whicharealignedtoeachStrategicDirectionestablishedintheMasterPlan.


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GlossaryofTerms ‘Recreation’isbroadlydefinedasactivitiesconsistingofallsporting,fitnessandphysicalpursuitsthatapersonorgroup pursuesforthepurposesofpersonalsatisfactionanddevelopment,physicalhealthand/orcompetition. ‘Culture’includesthearts,culturalindustriesandheritageresources. ‘Leisure’isacombinationofallrecreation,cultural,creative,intellectualandsocialactivitiesthatapersonorgrouppursues intheirfreetimeforthepurposesofpersonalsatisfactionanddevelopment. ‘Parks’refertolandsowned,leased,and/ormanagedbytheMunicipalitythataredevelopedandmaintainedprimarilyfor active or passive recreational use by the community. Parks typically contain built recreational or community amenities (suchassportsfields,playgrounds,cenotaph,etc.)andareusedforbothorganizedandunorganizedactivities.InLambton Shores, three classes of parks are defined within the Official Plan and are acquired through various means, including dedicationunderthePlanningAct. ‘Trails’ represent linear parcels of parkland used for travel, often by foot, bike, crossͲcountry skiing, inline skating or horseback riding. Trails often run through a naturalized environment, providing opportunities for appreciating flora and fauna,andmaybepaved,dirt(unpaved),grassorutilizeothermaterialssuchaswoodchipsorgravel.InLambtonShores, bothpavedandunpavedtrailsareavailable. ‘Beaches’areshorelinesthataremadeupofsand,stones,gravelorotherformsofrock,andbeachesareformedovertime bytheconstantebbandflowofthewater.TheMunicipalityofLambtonShoresownsandoperatesonebeach(GrandBend Beach),butresidentsandvisitorsmakeuseofIpperwashBeach,PineryProvincialParkBeachandprivatebeachesaswell. ‘OpenSpacelands’areintendedtoprovidefortheprotectionandconservationofsystemsandtorecognizeotherpockets of land requiring protection from development (e.g., hazard lands, environmental protection lands, environmentally sensitiveareas,etc.).Ingeneral,openspacesallowfortheprovisionof:physicalandvisuallinkageswithintheMunicipality; pedestrianandbicyclepaths;connectionsbetweenparksandopenspaces;andaccesstovalleysandwaterfrontareas. ‘ActiveLiving’isaholisticapproachtopersonalwellbeingthatcombinesphysicalactivitywithmental,spiritual,andsocial engagementintoawiderangeofpassiveandgentleactiveleisurepursuits(e.g.yoga,stretching,leisurelywalking,cycling, etc.).


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PlanningContext:Research&Consultation

CommunityProfile Understanding the Municipality’s community profile is an Figure1:PopulationGrowth,1991Ͳ2020 important step towards determining recreation, leisure, and park 18,000 needs. Identification of the types (i.e., ages, incomes, ethnicities, 15,516 16,000 etc.) and the number of people residing in the community are 14,814 imperative to truly understanding local needs. The number of 14,119 14,000 residents living in the community will generate demands for a 12,000 number of municipal services, including for parks, recreation and 10,790 10,145 11,150 leisure programs and facilities. An increase in the number of 10,000 10,574 residents inherently puts added pressures on existing resources, 8,000 eventuallytoapointwhereprogramcapacitiesarefull,theability of facilities (such as sports fields) to accommodate users is 6,000 diminishedduetowearandtear,andneedsarecreatedfornew 4,000 placesto“play.” 2,000 The 2006 Census records Lambton Shores’ population at 11,150, Ͳ representing a 5.5% increase from the 2001 Census, though the Municipality has observed modest population growth over the 1991 1996 2001 2006 2010 2015 2020 past 20 years (9% total growth between 1991 and 2006), with a slight decrease in population (Ͳ2.8%) between 1996 and Source: Statistics Canada Census, 1991Ͳ 2006; does not include Census undercount or seasonal residents. amalgamationin2001. DevelopmentChargeBackgroundStudy,2005;includesseasonalresidentsandhasbeenmodifiedbyMONTEITH BROWNPLANNINGCONSULTANTStoreflectyears2010,2015and2020usingstraightͲlineinterpolation. A Development Charge Background Study was completed for the MunicipalityofLambtonShoresin2005whichoutlinespopulation growthprojectionsthroughbuildͲout,withforecastsalsoprovidedfor2005,2015and2025.Itshouldbenotedthatthe projected populations shown in the adjacent include a seasonal/recreational population equivalent based upon 50% occupancy of estimated 2001 seasonal households (n = 1,785). Therefore, although the 2006 Census reported the Municipality’spopulationas11,150,theprojectionsmadebyC.N.WatsonandAssociatesforecastthe2005populationas beingconsiderablyhigher(13,424). AsthisMasterPlanwasbeingcompleted,theCountyofLambtoncirculatedthefinalversionofitsPopulation:Summary TrendsandProjectionsreport.ThereportsuggeststhattheMunicipalityofLambtonShoresisgrowinginthe5Ͳ9and30Ͳ39 age cohorts, although there is significant population decline across the County as a whole.Lambton Shores, however, is expectedtobeanexceptiontoCountyͲwidetrendsas“therightcombinationsofgrowthinotheragegroupsaresufficient


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AnnualMedianIncome

tooffͲsetlossesinthe15Ͳ29agegroups.”Inaddition,theCountyreportstatesthatgrowthratesforthoseaged45Ͳ64are “incredible–10to20%higherfortheseagegroups”,andLambtonShoreshasshown“tremendousgrowthinretirees.” Therefore,itisanticipatedthatalthoughLambtonShoreshasamucholderagedistributionthantherestoftheLambton County,theMunicipalitywillexperienceoverallgrowth. ForthepurposesofanalysiswithinthisStudy,theforecastscontainedintheDevelopmentChargeBackgroundStudyand thesubsequent2008DevelopmentChargeUpdatehavebeenutilized;thesefiguresaregenerallyinlinewiththemaximum changeprojectionsintheCounty’sreport.InterpolationoftheDevelopmentChargeprojectionshasyieldedayear2010 population of 14,119 and a year 2020 population (representing the end of Table1:ComparisonofPopulationbyAgeCohort,LambtonShores&Ontario,2006 planning period) of 15,516, as shown in Figure 1. It is, however, recommended LambtonShores Ontario thatoncethe2011Censusdataisreleased,theMunicipalityshoulddetermineif AgeCohort Population %ofTotal Population %ofTotal therearesignificantdifferencesbetweentheDevelopmentChargeUpdate(2008) 0Ͳ9 870 7.8% 1,392,360 11.4% and the 2011 Census data and consider reͲevaluating the populationͲbased 10Ͳ19 1,310 11.7% 1,651,560 13.6% assessments. 20Ͳ39 1,925 17.3% 3,216895 26.5% 40Ͳ64 4,460 40.0% 4,250,300 35.1% 65+ 2,585 23.2% 1,649,180 13.6% Ageplaysanimportantroleindeterminingthetypesofactivitiesthatarepursued TOTAL 11,150 100% 12,160,285 100% by residents. For example, children and teens are more likely to participate in Source:StatisticsCanadaCensus,2006;doesnotincludeCensusundercount. organized active sports (such as hockey or soccer) than older adults, many of whomprefermorepassiveactivitiessuchaspersonalfitnessorhiking.According to the 2006 Census, the Municipality’s median age is 49.4 years which is Figure2:MedianAnnualIncome,2005 considerably older than the provincial median of 39 years. Furthermore, the LambtonShores population of Lambton Shores is aging as a whole, as evidenced by the Ontario Municipality’smedianageof46.3yearsin2001;this‘greying’ofthepopulationis $60,455 acommondemographictrendthatisbeingobservedacrossCanada,andLambton $51,328 Shores’populationcanbeexpectedtocontinuetoageaccordinglythroughoutthe foreseeablefuture. $29,335 Research suggests that income and education are variables which tend to $20,811 influence participation in physical and social pursuits. Generally speaking, the higherthelevelofincomeandeducationattained,themorelikelyapersonisto participateinleisureactivities.The2006CensusfoundtheMunicipality’smedian income of $51,328 for all private households to be lower than the provincial averageof$60,455andthemedianincomeofpersons15yearsorover($20,811) Allprivatehouseholds to be below the provincial average ($29,335) as well; this could suggest that Persons15yearsand leisure participation in Lambton Shores may be lower than average based solely overwithincome onlevelofincome.Thiscorrelationmaybeoffsettosomedegreebyalowercost oflivinginLambtonShoresrelativetotheprovincialaverage. Source:StatisticsCanadaCensus,2006.


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Nonetheless,incomecanimpactparticipationincertainleisureactivitiesbyservingasabarrierforsomehouseholdsdueto thecostofbeinginvolved;therefore,higherhouseholdincomestendtocorrelatewithhigherparticipationinrecreation andleisureactivities. Thelevelofeducationattainedcanalsoimpactparticipationrates,withmanystudiescorrelatingincreasedparticipation levelswithhigherdegreesofeducation.Areviewofthe2006Censusdatarevealedthatalowerproportionofresidentsof the Municipality of Lambton Shores (10.2%) have attained a University certificate, diploma or degree compared to the provincial figures (20.5%), but a slightly higher proportion of local citizens have earned a college, CEGEP, or other nonͲ university certificate or diploma. This data suggests that overall, the Municipality of Lambton Shores may expect participationratestobegenerallyonparwithprovincialaveragesonthesolebasisofeducationalattainment. Overtime,itisreasonabletoexpectthatLambtonShores’populationbasewillbecomemoreethnicallydiversifiedasthe population grows and an influx of new residents arrives to the Municipality. This shift in socioͲdemographics, as with income and education characteristics, influences market demand for parks and recreationͲbased facility and program design.Forexample,demandfornonͲtraditionalsportssuchasrugbyorboccemayincrease. Althoughonly1%ofthepopulationofLambtonShoresisavisibleminority,nationalimmigrationtrendssuggestthatthe levelofethnicdiversificationwillincrease;thisisatrendthatverywellcouldbeseenlocallyaswellasthepopulationgrows over time. As such, nonͲtraditional programming options may need to be considered with increasing socioͲeconomic diversification,aswellanincreasedsensitivitytoavarietyofleisurepreferencesandexpectations.While2.3%ofLambton Shores’populationareAboriginal(comparabletotheprovincialfigureof2.0%),theChippewasofKettleandStonyPoint First Nation community is adjacent to the Municipality and may generate some added demand for local recreation and leisureserviceswhichmaynotbeavailablethroughtheFirstNation’sprogramandserviceofferings.


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KeyTrends Thereareanumberofprominentparksandrecreationaltrendswhichcaninfluencethetypesandwaysthatfacilitiesand services are provided to the public. These trends, when considered with other variables such as demographics and consultationswiththepublic,canassistthemunicipalitywithforecastingdemandsforrecreationalactivitiesandassociated facilities. Numberonebarrierto participationin recreationactivitiesfor youthandadultsin Canada

Longeractivityhours andflexiblyscheduled areimportant

Highlevelsofobesity, particularlyamongyouth

Providingadditional opportunitiestoexercise mayhelptoaddress issuesofinactivity

Physical Inactivity

LackofFree Time

Growingemphasis placedonspontaneous, nonͲprogrammed recreationactivities

Increasingpopularityof avarietyoffieldsports, suchasUltimate Frisbee,DiscGolf, Rugby,Cricket,etc.

Emerging Activities

18%ofthehousehold surveysamplelackfree timeforrecreationand culturalactivities

Canbepartially attributedtoalarge localcommuter population

Relianceonautomobiles hascreatedacultureof drivingasopposedto walking

Thepopularityofvideo games,theinternetand televisionmeansless physicalactivity

NonͲtraditionalsports (suchasskateboarding, beachvolleyball,etc.) areexpectedtogain popularity

Popularityofpassive outdoorrecreationwill increasedemandfor passiveparks

ThroughoutCanada thereisstableto decliningparticipationin manyorganizedsports

Fewerthan30%of Canadiansabove15yrs. participatedinoneor moresports(decline since1990s)

Regularphysicalactivity promoteshealthyaging, mentalhealthand chronicdisease prevention

These"olderadults"are moreinterestedinactive recreational opportunities

Thenewgenerationof olderadultsgenerally tendstobewealthier andmorephysically active

Thisgenerationof retireesappreciates physicalactivitytoa greaterextent

Organized Sports Emergingpopularityof informal,dropͲin,and selfͲscheduledactivities forbothyouthand adults

Socceristypciallythe mostpopularsportfor children,followedbyice hockey,swimmingand basketball

ActiveSeniors Growingexpectationsfor Thereisstillasegment servicesthatprovide ofthispopulationthat qualitywellnessand willrequiretraditional activeliving activitiesthataregentler opportunities andmorepassive

OlderAdult Participation Highquality programmingis providedbythe Municipality,County, andcommunitygroups

Retireestoparticipateat ahigherratedueto inceasedfreetime


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Reducedpopularityof singleͲpurpose,standͲ alonefacilitiesinfavour ofmultiͲusefacilities

MultiͲusefacilitiesare oftendesignedwith flexiblespacesand potentialtoexpand

MultiͲUse Facilities

Increasingdemandfor multiͲfieldparksoften orientedtowards holdingtournaments

Parksthatcanintegrate spontaneousactivities, familygatheringsand special/community events

MultiͲ PurposeParks

SecondaryschoolͲlevel volunteerrequirements presentopportunities

Concernovershortages ofvolunteersand volunteerrecruitment, whichisanationaltrend

Volunteerism

LambtonShores' facilitiesshouldbe responsiveandadaptive toshiftingdemands

TheShoresandLegacy Centreareexamplesof multiͲuserecreation facilities

Expectationsofquality ancillaryamenities(i.e. washrooms,drinking fountains,concessions, parking,benches)

Park/sportsfield complexescombined withmultiͲuseindoor facilities,createshubs forrecreationalactivities

Seniorscontribute largestamountof volunteerhours

Shortagenecessitates strategiestofoster futurevolunteerism

Partnershipsandcost sharingrelationshipscan efficientlyaddress recreationalneeds

Canmaximizebenefit forallparties,including theuser/consumer

Walkingforleisureranks asthemostpopular activityforallages

Increasingdemandfor theestablishmentand expansionoftrails

Parksareclosely associatedwithquality oflife,providinga varietyofbenefitsto communities

Parksarevaluedbyall ages,especiallyfor unstructuredactivities, socializationandpassive recreation

Partnerships Manymunicipalities viewpartnershipsas essentialtoproviding recreationandleisure services

Apartnershipevaluation frameworkisnecessary toguidedecisions whetherornottoenter agreements

Community Trails ActiveTransportation advocatestrailusagefor recreationanddaily activities

Trailsmasterplanning canimprovetrail provisionand connectivity


Parks/Public SpaceDesign Integratingnatural featuresthatpromote andenhanceecological functionisagrowing expectation

Thegrowingpopulation placesincreased demandsonpublic spaces,particularly alongthewaterfront

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TheCommunityConsultationProgramme Thepublicandstaffconsultationprogramisakeyfoundationalelementinthemasterplanningprocess.Itprovidesinsights, attitudesandperceptionsofparksandrecreationservicesinLambtonShoresfromdecisionͲmakers,stakeholdersandthe generalpublicalike. This local research, when combined with trends from across the region and other relevant analyses, facilitates the formulation of critical decisions pertaining to the community. The Master Plan has employed a number of public participationtoolsincluding: x x x x x x x

RandomSampleHouseholdSurvey CommunitySearchConference Stakeholder/UserGroupQuestionnaires Online&WrittenSubmissions Interviews with representatives of the Municipality of Lambton Shores and surrounding municipalities, upper levelsofgovernment,conservationauthoritiesandregionalpartners PresentationsandWorkshopswithMunicipalCouncil PublicOpenHouseandInformationMeetings

Theseinitiativescollectedvaluableinputintotheperceivedstrengths,challenges,needsandopportunitiesassociatedwith parks,recreationandleisurefacilitiesandservicesinLambtonShores.Adetailedsummaryofthekeyfindingsassociated withpublicconsultationinitiativescanbefoundintheMasterPlan’sTechnicalReport.Thesefindingsfromconsultations, alongwithotherfactors,areconsideredintheneedsassessmentcomponentofthemasterplanningprocess.

RandomSampleHouseholdSurvey To assist in the preparation of the Recreation and Leisure Services Master Plan, a statistically significant household telephone survey of Lambton Shores’ residents was conducted in May and June 2010. The survey was administered to residents from both urban and rural communities within the Municipality and is considered to be representative of the population. Thesurveycollectedinformationontheattitudesofrespondentstowardsvariousaspectsofrecreation,culture,beachand park activities, usage, facilities, opinions and priorities. A total of 372 surveys were completed, yielding a confidence intervalof±5%(i.e.,thesurveyprovidesforanaccuracyof±5%,19timesoutof20).Toqualify,respondentswererequired tobe16yearsofageorolderandresideintheMunicipalityofLambtonShores.


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Respondents were asked to indicate whether their households, in the past 12 months, had participated in particular types of leisure and cultural activities. The most popular responses are typically reflectiveofdropͲinornonͲprogrammedactivities,asshownbythe topsixpursuitsintheadjacentfigure. Given the Municipality’s profile as a beachfront community, respondents were also asked if they had visited specificbeaches in thearea.ThetwobeachesthatweremostvisitedweretheGrand Bend Municipal Beach (53% of the sample had visited) and the Ipperwash Beach (38%). Respondents were also asked if they had visitedan‘OtherBeach’(23%)andthePineryProvincialParkBeach (23%). Ifrespondentsstatedthattheirhouseholdhadindeedvisitedanyof the four beaches, they were subsequently asked to rate their satisfactionwitheachbeachonascaleofonetofive,withonebeing leastsatisfactionandfivebeinghighestlevelofsatisfaction.Pinery Provincial Park Beach received the highest rating (average of 4.16 out of 5), followed by Grand Bend Municipal Beach (4.08), Other Beach(3.83),andIpperwashBeach(3.75). All respondents (including those that did not report visiting any beaches in the past twelve months), were asked what improvements, if any, should be made to Lambton Shores’ public beaches.Themostcommonresponseswerecleanliness(particularly atIpperwashBeach),lackofparking,betterandcleanerwashrooms, moregarbagepickupandgarbagecans.Otherissuesraisedincluded theneedformorelifeguards,parkingfees,poorwaterquality,anda desirefordogstobemorecloselycontrolled.

Figure3:HouseholdSurveySampleParticipationinVariousLeisureActivities,past12months WalkingorHikingforLeisure CyclingorMountainBiking Aerobics,FitnessorWeightͲtraining Swimming UseofPlaygroundEquipment Jogging PerformingArtsPrograms HockeyorFigureSkating SoftballorBaseball OrganizedSeniors'Programs Soccer ArtsandCraftsPrograms OrganizedChildren'sPrograms Skateboarding OrganizedYouthPrograms DramaPrograms Tennis OutdoorVolleyball Basketball IndoorVolleyball

82% 50% 38% 35% 24% 23% 17% 17% 17% 16% 16% 15% 13% 11% 10% 9% 8% 6% 6% 5%

Figure4:AverageSatisfactionwithAreaBeaches 4.16 AverageScore(outof5)

HouseholdParticipationinRecreationActivities

4.08

4.20 3.83

4.00

3.75

3.80 3.60 3.40 Pinery ProvincialPark Beach

GrandBend Municipal Beach

OtherBeaches

Ipperwash Beach

Note:‘Other’beachesintheareamayincludeprivatebeaches,thoseonConservationAuthoritylands,etc.


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BarrierstoParticipation Respondents were asked whether they were able to participate in parks or recreation activities as often as they would like. 63% of respondentsstatedthattheywereabletoparticipateasoftenasthey wouldlike,while34%statedthattheywerenot.Thefollowingbarriers weremostfrequentlycitedasprohibitingthedesiredamountoftime tobespentonrecreationandculturalactivities: x

LackofTimewasabarriertoculturalparticipationfor18%of thesampleandto17%forrecreationalparticipation;

x

Health/Disability/Age Constraints was a barrier to cultural participationfor8%ofthesampleandto11%forrecreational participation

x

Lack of Desired Facilities/Programs was a barrier to cultural participationfor7%andto4%forrecreationalparticipation

x

Costwasidentifiedasabarriertoculturalparticipationfor3% ofthesampleandto4%forrecreationalparticipation

x

Other barriers to recreation and cultural participation includedLackofTransportation/ServiceisTooFar,Programs are Offered at an Inconvenient Time, and being Unaware of OpportunitiesOffered.

DesiredNeworImprovedFacilities To assess more specifically where respondents felt municipal resourcesshouldbeallocated,theywereaskedwhichfacilitiesshould receive additional public funding. The facility thought to be most in need of additional public spending was youth centres, followed by unpavednaturetrails,playgroundsandseniors’centres. Followingthequestionaboutpublicspending,respondentswereasked which two facilities they felt were needed the most (i.e., which ones are the highest priorities). The top ten most popular responses are shownintheadjacentfigure.

Figure5:PriorityforSpendingonFacilityTypes Youthcentres Unpavednaturetrails Playgrounds Seniors'centres PavedmultiͲusetrails Beaches Children'ssplashpads Outdoorsoccerfields Arenas Fitnesscentres Outdooriceskatingrinks Balldiamonds Artscentres OffͲleashdogparks Outdoorskateboardparks Gymnasiums Outdoorbasketballcourts Outdoorvolleyballcourts Indoorskateboardparks Tenniscourts BMXparks

51% 47% 44% 41% 39% 37% 34% 33% 31% 31% 30% 29% 27% 25% 25% 21% 20% 19% 18% 16% 16%

Figure6:TopTenFacilitiesVotedasMostNeeded Unpavednaturetrails PavedmultiͲusetrails Youthcentres Seniors'centres Beaches Arenas Children'ssplashpads Playgrounds Fitnesscentres Outdooriceskatingrinks Outdoorskateboardparks

71% 63% 55% 43% 40% 33% 30% 28% 26% 20% 20%


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CommunitySearchConference AcommunitysearchconferencewasconductedbyMONTEITH BROWN PLANNING CONSULTANTSinJune2010atthePortFranks Community Centre. The purpose of the Search Conference was to provide a venue within which members of the communitycouldshareideas,listentotheperspectivesofothersandworktogethertoidentifypressingneedsandthink aboutcreativesolutions.Thesessionwas attendedby58people,manyofwhomwererepresentativesof36groups,as wellasanumberofmembersofthegeneralpublic,fourCouncillors,andMunicipalstaffmembers.

Stakeholder/UserGroupQuestionnaire A stakeholder group survey was created to gather information from community groups regardingparticipation statistics, organizational mandate, facility usage and needs, future requirements, and ways to increase inclusivity. Municipal Staff distributed hard copies and digital version of the questionnaire to a wide range of groups, and subsequently returned completedsurveystotheConsultantsforconsiderationaspartofthemasterplanningprocess.Atotalof34groups,ranging insizefrom22to310members,submittedsurveys.

KeyInformantInterviews Interviews were conducted with municipal representatives, key service providers and selected other stakeholders with a vestedinterestinrecreation,parksandculture.Giventhepersonaland/orconfidentialnatureofthesecommunications, individualresponseshavenotbeenreproducedbutrather,keyconcerns,ideasandthemeswereintegratedinlaterstages oftheplanningprocesstosupplementactionplansthatweredeveloped.

Online&WrittenSubmissions The Recreation & Leisure Master Plan has been advertised on the Municipality of Lambton Shores website, inviting residents to submit written briefs with respect to views on recreation and leisure. A number of briefs were sent to the Municipalityandwereconsideredduringtheneedsassessmentstage.

PublicOpenHouses&Meetings AnopenhousewasheldtopresenttheMasterPlan’sstrategicframework(i.e.theVision,Mission,andStrategicDirections) tothegeneralpubliconSeptember21,2010atthePortFranksCommunityCentre.Over40peopleattendedtheeventto reviewprogressontheMasterPlan,askquestionsofMunicipalCouncil,StaffandtheConsultantspresentattheevent,and provideinputintothestrategicframework.Manypeoplealsoexpressedtheirthoughtsonkeyareasoffocusfortheneeds assessmenttasks.


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AnadditionalpublicinformationsessionwasheldtogatherfeedbackontheDraftRecreationandLeisureServicesMaster PlanonNovember30,2010attheThedfordVillageComplex.TheConsultantsprepareddisplayboardssummarizingthe recommendedactionplans,demographics,andmission/visionstatements),andwereavailable,alongwithmunicipalstaff members,toreceivefeedback.Thesessionwasattendedby33membersofthepublicandMunicipalCouncil.Overall,the DraftPlanwaswellreceived,withthefollowingtopicsraisedasareasofinterest:considerationoftheCommunityHealth CentresandtheLambtonHeritageMuseumforpartnerships;theneedforanArts,CultureandHeritageCommittee;some dissatisfactionwithrespecttotherecommendedrepurposingoftheballdiamondatLionsPark.


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STRATEGICDIRECTION#1:BecomeaLeadingEdgeMunicipality LambtonShoreswillcontinuallystrivetobealeadingproviderandfacilitatorofhighqualityfacilitiesand servicesbyemployingbestpractices,andembodyingprinciplesofinnovation,inclusivityandcreativity, throughitsfiscallyͲresponsibleservicedeliverymodels.

TheRoleoftheMunicipalityinDeliveringLeisureServices The“business”ofparksandrecreationservicedeliveryisrapidlyevolving,whichmeansthatprogressivemunicipalitiesand theirDepartmentsmustbeflexibleinadoptingmethodstomanageandcontroltheirdayͲtoͲdayactivities.Successfulparks, recreation and leisure organizations recognize that management and operating techniques must be revised over time in responsetoshiftsincorporatecultureorchangesinmarketconditions. InorderfortheMunicipalityofLambtonShorestoembodyprinciplesofleadershipandinnovation,itmustdefineitsrolein deliveringleisureservicesbeforeitcanexcelinitsmission.Sinceamalgamation,theMunicipalityhastakenapragmatic, businessͲorientedstancewithregardtoitsleisureservicesandfacilitiesandhasgenerallyactedasafacilitatorthroughthe provisionofspacesthatthecommunity/marketcanutilizeforprogramming.Thishasbeenafairlycosteffectiveapproach whererentalrevenuesareallocatedagainstfacilityoperationsandmaintenance,andtheCommunityServicesDepartment hasbeenabletobeleanerintermsofstaffing. Whilethisapproachhasminimizedoperatingsubsidiesrelativetootherbusinessmodelsorientedtomunicipaldeliveryof programs,theapproachhasalsogeneratedaheavyrelianceonthecommunitytoprovideneededservicestoresidentsof LambtonShores.Whilethisiscommonacrosstheprovinceforcertainfacilitytypes(e.g.sportsfieldsandarenas),some municipalities choose to deliver programs in specific areas (e.g. gymnasium activities, arts programs, etc.). Many municipalities also facilitate programming through clearly defined strategic partnerships, much in the way that Lambton ShoreshasbeenabletobenefitfromthepresenceoftheYMCAinthedeliveryoffitnessprograms. TheVisionStatementarticulatedearlyinthisMasterPlanrepresents,inmanyways,thedesiredroleoftheMunicipality anditsCommunityServicesDepartmentinprovidingleisureservices.Theultimateobjectiveistofacilitatehealthylifestyles throughmeaningfulphysicalandsocialactivity,throughthecontinuedavailabilityofsustainableopportunitiesforsportand recreation, and arts and culture. The Master Plan’s Mission Statement is seen as the way to achieve this where the Municipalityanditspartnersaimtoprovideawiderangeofleisurechoices.


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Inordertoprovideabroadrangeofchoice,however,theMunicipalityofLambtonShoreswillhavetostrategicallyevaluate wherethecommunitysectorhasnotbeenabletoaddressmarketdemands.Anannualreviewandrevisionoftheprogram inventory established as part of this Master Plan will allow the Municipality to understand “gap” areas and undertake business planning to determine the feasibility of direct municipal provision, being cognisant that program delivery will requireadditionalhumanandfinancialresourcesthatwillneedtoberecovered,toanacceptedlevelofsubsidy/netgain, throughrevenues(whetherthroughuserfeesoralternativefundingstreams).Forexample,throughtheMasterPlanagap area has been observed with regard to children’s programming; if the Municipality cannot find a partner to deliver enhancedprogrammingtothismarketsegment,itshouldconsiderentryintoprovidingalimitednumberofservicestothe community such as dropͲin childͲminding programming to benefit caregivers using The Shores (removing a barrier to participationforthosewithoutababysitter,whileconcurrentlyintroducingchildrentorecreationalprograms),summerday camps(e.g.forartsandcraftsactivities),orothersexpressedthroughcommunitydemand.Thefollowingfigurearticulates thestepsinimplementingandexecutingthemunicipalrolewithregardtotheprovisionofprogramsandservices. The Municipality of Lambton Shores possesses an excellent pool of talented staff,whoworkasacohesiveunittoachievenecessaryobjectives.Discussions held with Municipal Staff, through interviews and workshops, suggest that meeting public needs are their top priority and that staff are flexible and communicate well with each other to achieve the desired ends (despite decentralized operations which spread municipal human resources across LambtonShores). SoundleadershipattheexecutivelevelsisapparentfromtheOfficeoftheChief Administrative Officer (CAO) through to Department Heads and others in the organization, with a willingness to delegate and listen generally apparent as well. It would appear that Municipal Staff are well engaged and accessible to thepublicandcommunitygroups,whichisstrongassetinanycommunitybut particularly important in a smaller urbanͲrural community wherecollaboration is critical to delivering a broad range of high quality services. The recent addition of the Facilitator of Recreation & Leisure position demonstrates the Municipality’s willingness to improve and positive feedback has been received from the community in having a liaison to communicate their needs back to Council and senior management. The addition of a staff person (e.g. an Administrative Assistant supporting the Facilitator Recreation & Leisure Services) or staff team assigned to trend tracking and monitoring of best practices/innovation would also be of great benefit to the Municipality, and

Figure7:ExecutingtheMunicipalRole

UnderstandLocal Trends&Needs

DefineFormal Agreementsor Partnerships

ProceedifNecessary

IdentifyGapsin Programs&Services

Facilitate/Support CommunityͲBased Delivery

DirectDeliveryof MunicipalPrograms


ProceedtoNextStep

ProceedifNecessary

Leadership,QualityAssurance&Innovation

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couldalsobeutilizedtoevaluateprogressbeingmadeonthisMasterPlan’sactions.Furthertothepointofbestpractices and innovation, it is important to note that the concept applies to what services the Municipality delivers and how it deliversthem. Municipalleadershipisevidentinthedesiretoprovidehighqualityfacilitiesandservices,manyofwhicharesubjectedto nationally and internationally recognized quality assurance programs such as ‘Blue Flag’ for beaches and harbours, and CommunitiesInBloomforcivicbeautification.Acontinuedwillingnesstoembracequalityassuranceprogramswillposition the Municipality in achieving a “Leading Edge” status. Quality assurance is of paramount importance when striving to provide the best services possible, and though the Municipality is presently not a direct provider of leisure services, if it doesenterintolimitedprogrammingintothefutureitwouldbeincumbentupontheMunicipalitytobeabletobenchmark itselfagainstacceptedcriteria.Forexample,iftheMunicipalityweretofillcertainprogramminggapsrelatedtochildren’s programming,itmaychoosetoalignwiththeHighFiveProgramdevelopedbyParks&RecreationOntariowhichprovides necessarytrainingandassessmenttoolstochildren’sserviceproviders.Thisinturnisamarketableassettoparentsand caregivers who want to ensure that Municipal staff and volunteers are properly trained to deliver safe and meaningful experiencesfortheirchildren.Furthermore,ensuringahighlevelofqualityandqualityassurancewillmeanthenecessary staffsupportsareinplace;forexample,theproposedHorticulturist/Foresterposition(seeStrategicDirection#4)willassist theDepartmentinensuringthatitsparksaredesignedandmaintainedtoindustrybestpractices. The way in which the Municipality delivers its facilities and services is guided by policies and practices that have been established over the course of time. Many of the policies are currently informal, a result of many different corporate practicesbeingcombinedthroughthecourseofamalgamation.Itisimportanttoensure,asa“LeadingEdge”Municipality, that operations are transparent and consistent in order to provide guidance to staff, volunteers and the public in how policies and procedures are implemented. As such, the Municipality would benefit from annually reviewing all of its standardized,formalandinformalpoliciestoassesstheirrelevancyandanyneedtoupdatethem.Furthermore,ensuring that all staff are aware of updated policies should be facilitated by the provision of copies of the policies within leisure facilities.Thiswillenableconsistentimplementationandultimatelyleadtoahigherlevelofservicetothecustomer. The Municipality is also considering ways in which to incorporate new technologies to deliver leisure services more effectively to the community. The Internet represents one of the most powerful communication tools, with the Municipality already providing information through its website and, more recently, by utilizing social media (Twitter and Facebook)toraiseawarenesswithinthecommunity.MakinguseoftheInternettonotonlytodisseminateinformationbut also to assist groups with online registration opportunities (as well as for any programming that the Municipality may choosetodeliverdirectly)wouldbeavaluedserviceamongmanyinthecommunity,whilealsoprovidingtheMunicipality with a way to track data and statistics that can be utilized as performance measures. Furthermore, an online booking system for municipal facilities could accompany registration capabilities. Other ways to increase effectiveness of the municipalservicedeliverysystemcouldalsoconsistofprovidingservicekiosksatmajormunicipalfacilities(e.g.,community centres, libraries, etc.) or other new technologies/best practices as they emerge. The Municipality currently utilizes programtrackingsoftware(MAXEnterprise)togaugeperformanceonamonthlyorannuallybasis,


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UtilizingTargets&PerformanceMeasures InorderfortheMunicipalitytotrackandquantifyareasofsuccessandrequiredimprovementinhowitdeliversitsservices, use of quantifiable targets and performance measures is encouraged. Doing so creates a process whereby operational transparencyresultsfromthedeliveryofleisureservices,andeventuallyprograms,asstaffhaveaccountabilityinmeeting targets and desired outcomes in their respective areas of focus. Similarly, the strong volunteer and community sector presence can also benefit by adopting targets and measures to improve their services, allows the Municipality to benchmarkexternalcommunityͲbaseddeliveryinthecontextofitsownexpectations;theresultisacollaborativeprocess where all stakeholders have an interest in achieving targets for the betterment of their patrons, and ultimately the stakeholdersthemselves. Performancemeasuresgenerallyconsistoffourprimarycomponents: x

Inputs are the resources which are required to provide leisure services; examples may include the number of fullͲtime staff equivalents (FTEs) per service type, the budget allotment for each service, or the square footage or number of hectares per service type.

x

Outputs are the performance of the service, as compared to its servicestandard;examplesmayincludethenumberofparticipants or users per service type, parks and trails visits, program visits, number of fitness memberships sold, number of trees maintained, orthesquarefootageofhorticulturaldisplays.

x

Efficienciesaregenerallythecostperservicetype;forexample,the cost per hectare of open space maintained, the annual cost per beachvisitations,costpersquarefootageofpropertymaintained,or the cost per resident per service type provide an indication of efficiencyyearͲoverͲyear.

x

Effectiveness is generally measured through customer satisfaction or relativity to the anticipated opinion from local residents; for example, overall satisfaction with leisure services can be measured everytwoyears,satisfactionperservicetype,orifthepublicopinion changeswithregardtotheanticipatedlevelofserviceareallfactors thatcanbeusedtoassesshoweffectivetheMunicipalityhasbeen doingindeliveringservices.

Measurable Inputs

Efficiencies& Effectiveness Measurable Outputs


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TheMunicipalitycurrentlyismandatedtocollectdataaspartoftheProvincialMunicipalPerformanceMeasuresProgram (MPMP),althoughwhileMPMPisusefulforprovincialbenchmarking,itdoesnotnecessarilybenefitinternalplanningand reporting exercises. The development of specific measures tailored to allow the Community Services Department to annuallytrackandcompareitssuccessesandchallengesisthusencouraged.Attheonset,basicmeasures(suchastheones listedabove)shouldbedevelopedwhichcanberefinedandexpandeduponastheDepartmentservicedeliverybecomes morecomplexwithincreasingsophisticationandprogramdemandsofthegrowingresidentbase.

EffectiveSystems,PracticesandProcedures FortheMunicipalityofLambtonShorestostriveforcontinualexcellenceinthedeliveryofrecreationandleisureservices,it must follow a standardized business process as all good service organizations do, and ensure that it consistently applies best practices, policies and procedures throughout all of its Departments. These operational standards define the very parametersofhowservicesaredeliveredandensurethatupͲtoͲdateandinnovativepracticesareutilized,regardlessofany obstaclesorbarriers(suchastimepressures). Creating effective service delivery models starts with a sound strategic plan, the development of thoughtful service priorities and the application of meaningful policies, practices and procedures. Innovative organizations adopt effective systems that focus on progress and that maintain a keen focus on meeting customers’ needs. Lambton Shores’ managementsystemsshouldemphasizethefollowingconcepts. x Working together as a team – regardless of their area of responsibility, all staff should fully understand the Department’sphilosophy.Throughtraining,collaborationandcooperation,staffshouldbeexpectedtosupport one another, share responsibilities, respect the contributions of other individuals or service units and work towardsacommonpurpose.ThisisevidencedbytheuseofstafftoservicemultiͲdisciplinaryneedsonaseasonal basis;staffisflexibleandtrainedtocompletevarioustasksinmanyfunctionalareasmakingthemostefficientuse ofhumanresources. x Empowered accountability – basic guidelines should establish the boundaries within which each service area withintheCommunityServicesDepartmentwilloperate.Withinthecontextofthesegroundrules,staffshouldbe empoweredtomakedecisionsandtakeactionandbeempoweredtotakethoughtfulchanceswiththeknowledge thattheywillbeaccountablefortheirperformance. x Financialaccountability–financialsustainabilityisakeyfactorofsuccessandfinancialparametersareusuallyset out in a business plan that is a precursor to budget submissions. Staff with responsibilities and control over revenueandcostaspectsoftheplanshouldunderstandtheirlevelofaccountabilityandtheimplicationsoffalling short,reachingorexceedingbusinessplanestimates.Forexample,theCommunityServicesDepartmentsetsan


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internal goal for its management staff to try to reduce annual costs by 5% during their yearly budget planning processes. x

x

Creativity – as the parks, recreation and leisure services environment changes, it will be up to the Community ServicesDepartmenttoinnovate,create,adaptandrespondtotheneedsfornewtypesofservices,facilitiesand programs. AFlexibleanddynamicprocess–effectivebusinesssystemsareflexibleandadaptabletorespondtochangesin the marketplace, adjustments in the business environment, or to new priorities developed by senior decisionͲ makersanduppertiersofgovernment.Effectivemodelsvalueconsumerinputintotheprocess,whichinherently implies that the Departmentcan enhance its responsiveness to communityneedsby engaging itscommunityat appropriatetimes.

In order to plan for the effective use of municipal facilities and maximize utilization, the Municipality needs to possess consistentpracticesinhowitallocatestimeatitsfacilities.Throughouttheneedsassessmentsthathavebeenconductedas partoftheMasterPlan,theneedfora‘SportsFieldAllocationPolicy’hasbeenarticulatedsothatmunicipalstaffareable toequitablyallocatefieldaccesstomultipleusergroups;thiswouldbesimilartotheMunicipality’sIceAllocationPolicyand representconsistencyinpolicyapplication.TheSportsFieldAllocationPolicywouldideallyaddresselementssuchasrental rates,allocationpriority(e.g.,youth,adult,communitygroups,nonͲresidentrentals,privateresidentrentals,etc.),rental procedures,responsibilitiesofusergroups,etc. As part of the allocation process, all organized users of municipal facilities (notably minor and adult sport leagues using sportsfields,gymnasiums,arenas,etc.)shouldberequiredtoprovideregistrationdatasothattheMunicipalityisableto equitably allocate facility access while also monitoring trends in participation of various activities, and concurrently, the Municipalityshoulddevelopaformalized permittingsystemwherebyusergroupsbooksportsfieldsdirectlythroughthe CommunityServicesDepartmentinordertoavoidpotentialconflictsthatmayariseasmoreusergroupsareformedand requireaccesstolocalfields.

ExcellenceinCustomerService Throughouttheprovince,consumersofpublicrecreationservicesaremoresophisticatedanddemandingthaneverbefore. Patronsofrecreationfacilitiesandprogramparticipantsseemtobeexpectingnewdegreesofservicetreatmentthatiswell beyondtraditionalnorms.ThistrendwillbecomeincreasinglyprevalentinLambtonShoresasnewcomersarrivingtothe Municipality from larger urban areas seek the high quality, convenient programs and facilities that they have grown accustomedto.


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Awellmanaged,qualityͲfocusedcustomerservicesystemisconsideredtobeoneofthefundamentalcomponentsofan effectiveservicedeliverysystem.Topperformingrecreation,facilitiesandparksservicedepartmentsacknowledgethisby allocating sufficient resources as well as an appropriatenumber of well trained staff to fulfill the service expectations of theirclientele. The way in which a patron is treated by staff is often perceived to be just as important as the quality of the facility or programthattheyareusing.Consequently,progressiveorganizationsareplacinggreateremphasisontheirabilitytomeet theirpatrons’serviceexpectations,whilealsorealizingthattheconsistentdeliveryofqualitycustomerserviceisaplanned activitythatmustbecarefullymanagedandeffectivelycoordinated.Theyrecognizethattheymustdevoteatleastasmuch time on the “people side of the business” as they do on the technical and procedural aspects of providing facilities and services.Therefore,theysplittheirplanningandimplementationenergiesbetween: •

creatingsystems,procedures,practisesandcontrolstodeliverqualityservices;and

•

trainingandassistingservicepersonneltoadoptattitudes,behavioursandverbalskillsthatwilleffectivelymeet customers’expectations.

RegularStrategicPlanning Inordertobecomeandremaina“LeadingEdge”Municipality,caremustbetakentoensurethatlongͲrangeplanningis supportedbyshortͲtermmonitoring.Inessence,thisimpliesplanningforthefuturewhileconsistentlyunderstandingthe currentcircumstancesandcontextofthecommunity.FortheRecreation&LeisureServicesMasterPlan,thiswouldimply thattheMunicipalitytrackprogressmadeonimplementingtheActionscontainedinthisdocumentandreviewthemwhen newinformation(suchasupdatedpopulationforecasts)becomesavailable.ItissuggestedthattheMunicipalityannually review the progress made on implementing the Master Plan’s recommendations, as part of the capital and operating budgeting exercises, while also utilizing the aforementioned Performance Standards to evaluate whether priorities associatedwithcertainActionsneedtoberevisited. RegularstrategicandlongͲrangeplanningisanimportantexercisethatensuresthattheMunicipalityiswellpositionedto respondtounforeseenoranticipatedcircumstances.Bybeingwellprepared,consistentandhighqualityservicescanbe provided in a costͲeffective and sustainable manner, which is a common trait of the most successful Departments and leisureserviceproviders.LeadershipstaffintheDepartmentprepareannualplansthatarealignedwithstrategicpriorities and are held accountable to achieve targets and initiatives. Lastly, it is strongly recommended that the Municipality undertake an Update to the Master Plan after five years to not only track progress made on implementation but also ensurethattheActionsandtheirsupportingassumptionsremainappropriateforthatfuturetime.


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StrategicDirection#1–Actions&Implementation TopicArea

Stream


SuggestedTiming


Roleofthe Municipality

FMS

1Ͳ1. TheprimaryroleoftheMunicipalityshouldcontinuetobeasa facilitatorofleisureopportunitiesthroughtheprovisionofspaceand otherappropriatesupportstothecommunitysector,thoughamove towardsmoreofadirectprovisionroletofillprogramgapsshouldbe consideredwhenthecommunitycannotreasonablyprovidethe service(s),andwheremarketneedcanbequantifiedandjustified throughbusinessplanning.

Ongoing

Directprovisionofprogrammingwillrequire humanandfinancialresources,thedegreeof whichwillneedtobedeterminedthrough businessplanninganddependuponthenumber ofprogramsthatwouldbeofferedbythe Municipality.

QualityAssurance

FMS

1Ͳ2. BuilduponexistingqualityassuranceprogramssuchasBlueFlagand CommunitiesInBloomwithtargetednewefforts(e.g.HighFive, YouthͲFriendlyCommunities,etc.).

Ongoing

StaffTimeandpotentialfinancialimplications whichwilldependoninitiativesandwouldneed tobeconfirmedthroughbusinessplanning

FMS

1Ͳ3. Dedicatehumanandfinancialresourcestomonitoringtrends,best practicesandinnovativeservicedeliverymodels.Thistaskingshould beassignedtotheRecreation&LeisureServicesFacilitatorwith supportprovidedbytheproposedRecreation&LeisureServices Assistantposition.

ShortͲTerm

Recreation&LeisureServicesAssistant (FullTime) (note:alsoseeStrategicDirection#4,Action4Ͳ1)

NewTechnologies

FMS

1Ͳ4. Incorporateappropriatenewtechnologiesindeliveringleisure services,whichareaimedatimprovinginternalperformanceand customerservice.

Ongoing

StaffTimeandpotentialfinancialimplications whichwilldependoninitiativesandwouldneed tobeconfirmedthroughbusinessplanning

UpdatedPolicies& Procedures

FMS

1Ͳ5. ReviewDepartmentalpoliciesandprocedures,preferablyonanannual basis,toensurerelevancytocurrentcommunityandoperational requirements.

Ongoing

StaffTime

Performance Measures

FMS

1Ͳ6. Establishasimplesetofquantifiabletargetsandperformance measuresthatcangaugetheefficiencyandeffectivenessofservices, andeventuallyprograms,whichareofferedbytheMunicipality. Thesemeasurescanberefinedandexpandeduponovertimeto respondtochangingconsumerexpectationsandDepartmental operatingpractices.


ShortͲTerm (establishingand implementing performance measures)

StaffTimewillberequiredtodevelop,implement andreviewsuccessinachievingperformance measureseachyear. Financialresourceswillalsoberequiredtosetup infrastructureandtimespentontrackinginputs andoutputs.

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TopicArea Consistent& EquitableFacility Allocation Practices

Integrated Planning

Implementation& Monitoring

Stream


SuggestedTiming


1Ͳ7. Inconsultationwithlocalusergroups,establishaSportsField AllocationPolicytoformalizeequitableaccesstomunicipalsports fields(similarinnaturetotheexistingIceAllocationPolicy).Aspartof allMunicipalAllocationPolicies(includingsportsfieldsandarenas), theMunicipalityshouldrequiregroupstoprovideparticipantdata, includingnamesandaddressestoadequatelyplanforfacilityaccess requirements,andensurethatfacilityallocationsareconducted throughaformalizedpermittingsystemtoensuretrackingand monitoringstatisticscanbeassessedthroughperformancemeasures.

ShortͲTerm

FMS

1Ͳ8. ConcurrenttothedevelopmentoftheSportsFieldAllocationPolicy,a formalizedpermittingsystemshouldbedevelopedwherebyuser groupsbooksportsfieldsdirectlythroughtheCommunityServices Department.

ShortͲTerm

StaffTimetodevelopthepermittingsystem, thoughitisanticipatedthatimplementationand ongoingexecutioncanbeaccommodatedwithin existingroles,responsibilitiesandworkloads.

FMS

1Ͳ9. MaximizesynergieswithintheCommunityServicesDepartmentand therestoftheMunicipalityofLambtonShoresthroughjointplanning, integratedcommunicationsandthesharingofresources,where possible.

Ongoing

StaffTimetoensureadequatecoordinationand communicationwithotherMunicipal Departments.

FMS

1Ͳ10. Aspartofannualcapitalandoperatingbudgetprocesses,review progressmadeontheimplementationoftheRecreation&Leisure ServicesMasterPlan’sActions.

Ongoing

FMS

1Ͳ11. UndertakeacomprehensivereviewandupdatetotheRecreation& LeisureServicesMasterPlanafterfiveyears,inordertoensurethatits recommendationsremainrelevantinrelationtofuturecommunity compositionandpreferences.

FMS

StaffTimetoconsultwithusersanddevelopthe AllocationPolicy. OngoingannualStaffTimetocollectparticipant dataandotherpertinentinformationfromuser groupstoeffectivelyapplytheAllocationPolicy. (note:alsoseeStrategicDirection#1,Action1Ͳ8)

(note:alsoseeStrategicDirection#5,Action5Ͳ6)

MediumͲTerm

StaffTimeassociatedwithtrackingprogresson implementingactions.Thiscouldbecomepartof thejobresponsibilityoftheproposedRecreation &LeisureServicesAssistant(seeAction4Ͳ1). ConsultantFees $60,000


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STRATEGICDIRECTION#2:SupportingOurVolunteers In recognition of the important contributions by its dedicated base of volunteers, Lambton Shores will work diligentlywithlocalvolunteerstoensurethesustaineddeliveryofcommunityͲbasedprogramsandservices. The Municipality of Lambton Shores has an active volunteer force, and its Community Services Department utilizes volunteersinavarietyofways,includingprogramdeliveryandparksmaintenance.TheMunicipalityfocusesitsvolunteer resourcesintheareasofoutdoorrecreation,camps,youthprogramming,museumsandspecialinterestactivities.

OurVolunteers Volunteers are the backbone of a communityͲbased leisure service delivery system, and Lambton Shores recognizes the tremendous contribution of these dedicated individuals. From sport and recreation to arts and culture, local volunteers contributeasignificantamountoftimetowardshelpingcommunitygroupsdeliverprogramsandservicestoresidentsof Lambton Shores. There are challenges, however, as have been expressed by volunteers who have participated in the MasterPlanningprocess.Manyoftheissuesaresimilartoexperiencesinothercommunitiesintheprovince,andCanada. Arecentreportcitingthe2007CanadaSurveyofGiving,VolunteeringandParticipating1providesthemostcomprehensive and upͲtoͲdate national data regarding the role and commitment of volunteers. The report finds that since 2004, the number of volunteers have both increased though there are some striking differences among those who constitute the volunteer profile. For example, while the highest rates of volunteering were found among young Canadians, seniors contributedthemostvolunteerhours.Furthermore,thereportfoundthatasmallminorityofvolunteersaccountedforthe bulkofvolunteerhours.ThisisatrendthatwasheardclearlyfromLambtonShores’volunteers,whostatedthattheircore groupofvolunteerswaslargelyunchangedovertheyearsandinfact,recruitmentofnewvolunteerswasachallengingpart oftheiroperations.Acauseofconcernisthatwhilevolunteerratesareincreasinginmanypartsofthecountry,inOntarioa declinewasobservedwherethevolunteerismratedroppedfrom50%to47%betweentheyears2004and2007. The report also found that one in ten Canadians volunteered for sports and recreation, and that these organizations accountedforthesecondlargestpercentageofvolunteerhours.Between2004and2007,theaveragenumberofvolunteer hours per year declined slightly for sports and recreation (from 122 to 119 hours) while an even greater decline was observedintheaveragenumberofvolunteerhoursforartsandcultureorganizations(from120to107),thoughartsand culturestillrankedfourthinthenumberhoursvolunteeredrelativetoothervolunteersectors. 1

Imagine Canada and Statistics Canada. Caring Canadians, Involved Canadians: Highlights from the 2007 Canada Survey of Giving, Volunteering and Participating. Ministry of Industry, 2009.


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TheImportanceofOlderAdultVolunteers Thelikelinessofvolunteeringdecreaseswithage,thoughthenumberofhoursactuallyincreases.Asmentioned,volunteer recruitment is challenging across thecountry and is apparent in Lambton Shores aswell. While it is known that seniors tendtocontributethemostvolunteerhours,itisimportanttounderstandnotonlyhowtoensurethatfutureseniorsalso continuetovolunteer(trendssuggestthatthe‘new’generationofseniorsdoesnothavethedisposabletimethatprevious generationshad)butalsohowtoencourageothersegmentsofthepopulationtobecomeinvolved.Theimplicationsare that if the existing base of volunteers (presently made up of seniors) is not replenished, there will be a concern that shortagesinthenumberoravailabilityofvolunteerswillleadtoalossofvaluedservices. As the Baby Boomer generation begins to reach retirement, there is concern that this group as a whole may not be as dedicatedaspastgenerations.ArecentpublicationbytheUnitedStatesCorporationforNationalandCommunityServices (USCNCS)foundthefollowingcharacteristicsofBabyBoomersinrelationtovolunteering: x

BabyBoomershavehighervolunteerparticipationratesthanpastgenerationshadatthesameages–butalower numberofvolunteerhoursperyearperperson.

x

BabyBoomershavedifferentvolunteerinterests(e.g.,educationandculturalorganizations)thanpastgenerations.

x

Approximately3outofevery10BabyBoomervolunteersdroppedoutofvolunteeringeachyear,whichhighlights thenecessityforawarenessandpromotionofvolunteering.

x

The likelihood of continuing to volunteer increased as an individual’s participation hours in volunteer activities rises.

x

RetentionofBabyBoomervolunteersisrelatedtothetypeandnatureofvolunteeractivity–volunteerretention islowestforthosewhoprovidegenerallabour.

Recognizing that Baby Boomers will need to be targeted to promote volunteering, the USCNCS has undertaken an awarenesscampaign.Theirslogan,publishedacrosstheUnitedStatesreads‘GetInvolved!Lead.Inspire.ChangetheWorld. Again.’Thestudyalsoidentifiedtheshiftinthetypesoforganizationsthat41to59ͲyearͲoldsvolunteeredwithin1989and in2003Ͳ2005.Thedatasuggestedthatwhileoverallvolunteerparticipationrateswithinthisagegrouparedeclininginmost sectors,growthisbeingseenineducationalandyouthservice,aswellassocialandcommunityservicesectors.


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Recruiting,Retaining&RecognizingVolunteers TheImagineCanadareportsuggeststhatthetypeofindividualwhocontributesthemostnumberofvolunteersisgenerally characterizedbythosewhoattendreligiousservices,thosewithhigherlevelsofeducationalattainmentandincomes,and thoseinhouseholdswithschoolͲagedchildren.Furthermore,thereportidentifiesthatthelikelihoodofvolunteeringlater in life appears to linked to a number of early life experiences, including individuals who had a parent that volunteered, thosebelongingtoayouthgroup,orhavingparticipatedinanorganizedteamsport. Thus,thereisareciprocalrelationshipbetweentheprovisionofleisureservicesandthevolunteerswhosustainprograms; forexample,theprovisionofleisureservicesleadstolongͲterminvolvementinleisureservices,includingvolunteerism.As such, it is important for both the Municipality and its community groups to find ways to recruit, retain and sustain the number of volunteers in the community. For example, the Imagine Canada report suggests that under half of current volunteersstatedthattheyapproachedanorganizationbythemselvestobecomeinvolved,thoughoncetheyjoined,they provided an average of 148 hours versus 108 hours for those who did not approach an organization on their own. The reportalsostatedthatoneofthebarrierstovolunteeringwasthatpeoplewerenotaskedtodoso,whichwouldsuggest thattheMunicipalityandlocalgroupswouldbenefitfromcommunicatingtheirneedforvolunteerstothepublicͲatͲlargein ordertotargetresidentswhoareunawareofopportunitiesbutwouldotherwisebewillingtohelp. It is important that the Municipality, in consultation with its volunteers, come up with locallyͲdriven strategies aimed at encouraging volunteer participation in Lambton Shores. The development of a ‘Volunteer Management Strategy’ is encouraged to address topics such as recruitment and retention, selection, training, supervision and recognition. The VolunteerManagementStrategyisalsoseenasatooltocoordinatetherolesoflocalvolunteers,serviceclubsandother organizationsbyprovidingaframeworktooperatewithin,inpartnershipwiththeMunicipalityofLambtonShores.Thisis especially important given that the Master Plan has advocated a greater municipal role in programming leisure services, therefore,workingwiththecommunityandvolunteersectorwillbecriticaltoachievingthisobjective(i.e.inordertoutilize volunteerresourcesoravoidduplicatingservicesalreadyprovidedbythecommunity). Furthermore,localvolunteerͲbasedgroupsarewellestablishedinthecommunityandbenefitfromampleexperiencesof sustaining themselves, particularly after amalgamation of the Municipality, and if these groups can organize and share resourceswithinthemselves,efficienciescanbeattainedwhichwillsupportthedeliveryofsustainableprogrammingover the long run. It is, therefore, in the interests of the Municipality to explore ways in which to facilitate the sharing of informationandresourcesbetweenvolunteergroupsthroughinitiativessuchasannualvolunteerforums,tobuildoffthe Municipality’s existing database of local volunteer groups to encourage volunteerͲbased networking opportunities, developinginformationtools(suchasaVolunteerFactSheet),etc.Inthisway,theMunicipalityactsastheliaisonbetween groups but also achieves community development objectives (as advanced in Strategic Direction #5). Furthermore, the Municipality could explore the development of a regional volunteer database (i.e. for Lambton County or surrounding municipalities)inconjunctionwitharegionalpartner(s).


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Finally,itisimportanttonotonlysupportvolunteersbutalsorecognizetheireffortsandachievementsinthecommunity. Forexample,theMunicipality’sannualVolunteerRecognitionBarbequeisaninitiativethatcanbeexpandeduponandused asanexampleinwhichtocustomizevolunteerrecognitioneffortstospecificsectorsofthecommunity(suchasvolunteers inminorsports,artsandculture,serviceclubs,etc.).Thenumberonebarriertovolunteerismisalackoftimewhichcan leadtovolunteer“burnͲout”andfrustration,thoughintandemwithothersupports,recognitioncanhelpinmakingtheir effortsfeelwantedandworththecommitmentwhilealsobringingawarenesstothecommunityatlarge.

StrategicDirection#2–Actions&Implementation TopicArea VolunteerSupports

Stream FMS

StrategicDirection2:Actions 2Ͳ1. TheMunicipalityshouldsupportitsvolunteersectorthrough appropriatecommunitydevelopmentandcapacitybuildinginitiatives, inlinewithprinciplessetoutinStrategicDirection#5ofthisMaster Plan.

SuggestedTiming Ongoing

ResourceImplications StaffandFinancialResourceswillneedtobe determinedthroughbusinessplanningand dependuponthetypeofsupportsthatwouldbe offeredbytheMunicipality. (note:alsoseeStrategicDirection#5,Action5Ͳ2)

Volunteer Development

FMS

2Ͳ2. Inconsultationwithlocalstakeholders,developa‘Volunteer ManagementStrategy’thatdefinesrolesandprovidesdirectionon topicssuchasrecruitment,selection,retention,training,supervision andrecognition.

ShortͲTerm

FMS

2Ͳ3. Toassistvolunteersinplanningtheirprograms,developa‘Volunteer FactSheet’thatarticulatespolicesandotherpertinentinformation regardingtheuseofmunicipalparksandleisurefacilities.

MediumͲTerm

StaffTimetodevelopanddistributetheFact Sheet

FMS

2Ͳ4. Buildupontheexistingdatabaseofvolunteergroupstofacilitate volunteerͲbasednetworkingopportunities(e.g.sharingresourcesand combiningtrainingopportunities)acrosstheentireMunicipalityand possiblywithothervolunteeragenciesinLambtonCounty.Efforts shouldbemadetoensurethatallinformationinthedatabaseiskept upͲtoͲdateandaccurate.

ShortͲTerm

StaffTimetoassistinthedevelopmentofthe volunteerdatabase

FMS

2Ͳ5. Buildingofftheannualvolunteerrecognitionevent,continuetohost anannualvolunteerforum(s)tobringgroupstogetherwiththeaimof increasingcoordinationanddevelopmentopportunitiesamongthem. Themeeting(s)shouldallowgroupstoprovidefeedbacktoeachother andtotheMunicipality,educatethemonbestpracticesincommunityͲ baseddeliveryofservices,anddiscusssuccessesandchallengesof implementingtheproposedVolunteerManagementStrategy.

Ongoing (annually)

StaffTimeandfinancialresources(thelatterto bedetermined)toadvertiseandhostannual forum(s).


StaffTimeand/orConsultantFeestodevelopthe Plan

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TopicArea

Stream

Volunteer Recognition

FMS

StrategicDirection2:Actions 2Ͳ6. BuildingofftheexistingVolunteerRecognitionBarbeque,whichis hostedforallvolunteersinLambtonShores,customizerecognition effortstoindividualvolunteersectors(e.g.serviceclubs,artsand culturalgroups,minorsports,etc.)toprovidemoretargeted coordinationanddevelopmentopportunitieswithinthevolunteer sector.

SuggestedTiming ShortͲTerm

ResourceImplications StaffTimeandfinancialresources(thelatterto bedetermined)toorganizeandadminister recognitionevents


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STRATEGICDIRECTION#3:EstablishingPositivePartnerships Inordertoensurethatunique,costͲeffectiveandhighqualityservicesareavailableinthecommunity,Lambton shoreswillseekoutstrategicpartnershipopportunitiesthatmakesensefortheMunicipalityanditsresidents.

PartnershipsinDeliveringServices Discussions with local volunteers, stakeholders and municipal staff suggest that not one organization alone can comprehensively meet the needs of Lambton Shores’ residents. There is a need for communication, coordination, and cohesionwhendevelopingaholisticfacilityandservicedeliverymodelthatmaximizesbenefittoallparties,andultimately thegeneralpublic.Inthisway,theMunicipalitycanensurethatbetweenitselfanditspartnersareabletofillprogramgaps through balanced and inclusive provision of opportunities that respond to a variety of market segments (e.g. by age, incomes,abilities,etc.). Emerging consumer demands and shifting economic conditions have caused many communities to pursue partnership approachesthatdramaticallydifferfromtraditionalservicedeliverymechanisms.Partnerships,alliancesandcollaborative relationshipsofvaryingtypesarerequiredintoday’seconomytoeffectivelyandefficientlyprovidefortheleisureneedsof citizens.CollaborativeagreementswithLambtonShores’schools,placesofworship,socialclubs,usergroups,etc.canbe extremely effective in delivering sustainable and fiscally responsible recreation services to the community. Facilitating partnershipswithexternalserviceprovidersandmaximizingontheinternalstrengthsofthecommunitywillallowLambton Shorestoprovidethebestpossibleservicetoitsresidents.WiththeMunicipality’sroleasafacilitatorofservicesthrough thecommunity,ithasestablishedanumberofpartnershipswithitscommunityproviders,thoughmanyofthemthrough informalarrangementsandhistoricalaffiliations. NotonlyistheregrowinginterestinpublicͲprivatepartnerships(P3s),butalsoinarrangementswithTrustsactingonbehalf of community organizations and formal operating or cost sharing relationships with school boards as well as user/communitygroups.A2006surveythatinvestigatedthelevelofsupportamongstCanadiansforP3s,foundthat9out of10CanadiansbelievethatFederal,ProvincialandMunicipalgovernmentsarenotkeepingpacewithdemandfornewor improvedpublicinfrastructureservices.2

2

The Canadian Council for Public Private Partnership (2006). Trends in Canadian Support for Public Private Partnerships. Available online at: www.pppcouncil.ca


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PotentialPartners ContinuingtodevoteeffortsinstrengtheningtherelationshipbetweentheMunicipalityanditslocalschoolboards(i.e.the LambtonKentDistrictSchoolBoardandtheSt.ClairCatholicDistrictSchoolBoard)shouldbeapriorityareaoffocusfor LambtonShores.Duetotheirverynature,schoolsaredistributedacrosstheMunicipalityandcanprovideopportunitiesfor outreach or satellite services, particularly to rural and smaller urban settlements. Furthermore, municipal staff should continue working with school boards to remain apprised of potential school relocations/closures which may pose an opportunityfortheMunicipalitytoadaptivelyreusevacatedschoolpropertiesforrecreationaluses,particularlythosewith sports fields and gymnasiums. Similarly, municipal partnerships that improve public access to other nonͲmunicipal resourcesshouldbeexploredandpursuedwhereitmakessensetodoso(e.g.accesstoProvincialParksorConservation Areas,trailslocatedonprivatelands,privatesectorfacilities,etc.). ExamplesofpotentialpartnersinLambtonShoresshouldinclude,ataminimum: x

Upper tiers of government (e.g. Department of Fisheries and Oceans, Ministry of Natural Resources, Lambton HeritageMuseum,LambtonCountyLibrary,etc.);

x

AdjacentmunicipalitiesandKettleandStonyPointFirstNations;

x

St.ClairRegionandAusableBayfieldConservationAuthorities,andotherenvironmentallyͲfocusedorganizations;

x

LambtonKentDistrictSchoolBoardandtheSt.ClairCatholicDistrictSchoolBoard;

x

Local stakeholders such as service clubs, minor sports and recreation providers, arts and cultural groups, communityassociations,BIAs,CommunityHealthCentres,etc.;

x

NonͲprofitorganizationssuchastheYMCA(whoalreadyhavearelationshipwiththeMunicipality),Boys&Girls Club,BigBrothersandSisters,UnitedWay,CommunityHealthCentres,etc.;and/or

x Theprivatesector(e.g.fitnessproviders,sportinggroups,localtheatres,etc.)andlocallandowners. Asalludedto,theMunicipalityalreadyhasestablishedrelationshipswithanumberofothergroupswithcommoninterests (includingsomeofthoseinthelistabove),thoughitislargelydonethroughinformalandverbalagreements.Whilecasual conversations and discussions are important, with respect to the actual agreement it is important that a clear and transparentprocessbeundertakensothatexpectationsofallpartiesandthepubliccanbetreatedfairlyandconsistently.


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AStandardizedApproachtoEvaluatingPartnerships Municipalities that have successfully implemented alternative service delivery approaches suggest that a standardized framework is helpful in choosing the most appropriate delivery strategy as well as measuring the capacity of potential service providers. Furthermore, a preͲset process allows for the department to proͲactively pursue and cultivate relationships with community groups and makes service delivery decisionsmoretransparent. Figure8:AStandardizedPartneredServiceProvisionFramework Criteria Decision Response Lambton Shores’ relationships with its community partners are Is the project or program consistent with the YesNo Donotconsidermunicipalinvolvement important to the process of fulfilling the Municipality’s service źŹ municipalmandateandservicephilosophy? intheproject. delivery goals in the most fiscally responsible fashion. Currently, Is there a municipal role to play in providing the YesNo Donotconsidermunicipalinvolvement the Municipality assumes an “indirect” service delivery role źŹ programorservice? intheproject. throughtheprovisionoffacilitiesthatfacilitatecommunityͲbased Is there demonstrated need for the proposed YesNo Donotconsidermunicipalinvolvement programming with respect to recreation and leisure services. źŹ serviceorprogram? intheproject. ExamplesofthistypeofrelationshipincludetheYMCAagreement to provide programs at The Shores Recreation Centre as well as Doestheproposedserviceorprogramconformto YesNo Either do not consider municipal źŹ the municipality’s strategic priorities and is it involvement in the project or consider withsportorganizations.AsdiscussedthroughouttheMasterPlan, within longͲterm capital and/or operating budget alternativeformsofcapitalfinancingor there may be a greater role for the Municipality in “direct” forecasts? ongoingfundingsources. programdeliverytofillgapsthatthecommunityorprivatesector Can specifications ensure that the community YesNo Consider providing the service using a has historically been able to address (though demand still źŹ group will conform to the Department’s vision, traditional municipal self managed persists). Discussions with staff suggest that a standardized mandate, values, strategic priorities and service approach(direct). framework to decide upon the most appropriate delivery standards? approachwouldhelptosystematizedecisionͲmaking. Can financial and liability risks be reasonably YesNo Consider providing the service using a źŹ mitigatedthroughanarrangementwiththegroup? traditional municipal self managed The standardized partnership evaluation framework is shown in approach(direct). the adjacent table. It is not intended to be all encompassing or Are there suitably qualified or properly equipped YesNo Consider providing the service using a exhaustive but instead serves as an example for the Municipality źŹ individuals within the group who are willing to traditional municipal self managed to use and build upon when considering the merits versus provide the service or program and comply with approach(direct). legislationandpolicyrequirements? challenges of requests brought forward by external parties. As a point of departure, any project should be consistent with Can the delivery responsibility of the service or YesNo Issue a Request For Proposal or other municipal objectives and philosophies; the remaining criteria will źŹ program be assigned to an organization on a sole procurement process specified by sourcebasis? purchasingpolicies. guidewhethertheMunicipalitywouldtakeanactive,passiveorno roleatallindeliveringtheservicewithitspotentialpartner. Isthereconsensusregardingtheterms,conditions, YesNo Negotiate a mutually acceptable źŹ standards of delivery and responsibilities of the operating and performance standards ThroughouttheMasterPlan,partnershipsareakeythemeinthe communityorganization? withacommunityorganization. effective delivery of programs and services. Whether it be in Establisharelationshipwithacommunityorganization(standardizedagreement)forthedeliveryofthe collaboration with volunteer or community organizations, local programorserviceandadoptamutuallyagreeableevaluation/monitoringsystem. institutions,conservationauthorities,schoolboards,ortheprivate


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sector, the entire community benefits from the collective expertise of facility and service delivery providers working togethertowardsacommongoal.Itisimportantthatafterpartnershipsaredevelopedandagreementsareformalized,that the Municipality regularly meet with its partners to discuss successes and challenges of the partnership and, where necessary,revisitandstrengthentheagreementstoensurethatadynamicprocessexiststorespondtochangesandpublic preferences.Forexample,theRecreation&LeisureServicesFacilitatormeetsmonthlywiththeYMCAwithregardtothe partnership agreement for use of The Shores, a practice that could be extended to other groups to discuss not only partnershipsbutalsoasameanstocontinuallyunderstandlocaltrendsandneeds.

StrategicDirection#3–Actions&Implementation TopicArea Partnershipswith theCommunity& OtherAgencies

Stream FMS

StrategicDirection3:Actions 3Ͳ1. Continuetoexplorewayswithlocalpartnersinordertofilllocalgaps inprogrammingthroughthebalancedandinclusiveprovisionof opportunitiesforresidentsofLambtonShores.Aspartofthisprocess, theMunicipalityshould:


ResourceImplications StaffTimetosolicitand/orrespondto partnershiprequests,aswellastonegotiate accessandusageagreements. Financialandoperationalimplicationsof individualpartnershipswillbeneedtobe determinedonacaseͲbyͲcasebasis.

x continue current partnership discussions with other levels of government such as the County of Lambton, adjacent municipalities, and nearby First Nations communities to create opportunitiesforjointprovisionofspacesandservices;


x Initiatenewdiscussionswithotherlevelsofgovernmentregarding thesharingofroles,responsibilitiesandresources; x continuetoworkwithlocalschools,placesofworship,etc.to provideMunicipalityͲwideaccesstogymnasiumspace; x explorewaystofacilitateagreaterdegreeofpublicaccessto privatesectorpoolslocatedwithinLambtonShores,solongasitis supportedthroughbusinessplanningandapplicationofa standardizedpartnershipframework;and x investigatetheprovisionofalimitednumberoffitnessprograms targetedtoyouth(ages10to17)onatrialbasis,ifacommunity partnercannotreasonablydelivertheseservices. FMS

3Ͳ2. ContinuallyevaluatewaystostrengthenagreementswiththeLambton KentDistrictSchoolBoardandtheSt.ClairCatholicDistrictSchool Boardtoincreaseaccesstoindoorandoutdoorleisurespaces.


Ongoing

StaffTimetoliaisewiththeschoolboardsand discussaccessarrangements.

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TopicArea

Stream FMS

Standardized Partnership Evaluations

FMS

FMS


SuggestedTiming

3Ͳ3. Requestsforfacilitiesandservicesthatarenotpartofthe Municipality’scoremandateshouldbeevaluatedbasedonanticipated municipalrole,quantifiablemeasuresofdemandandcoststothe Municipality,andotherlongͲtermimplicationspriortodeciding whetherornottopartnerinthepublicinterest.

Ongoing

3Ͳ4. Developastandardizedprocessorframeworkforevaluatingand respondingtorequestsforpartnerships,withtheviewofmaximizing publicinterests.Standardizedoperationalagreementswiththe communityarepreferredoverinformalagreementstoensurethat obligationsofallpartiesalignwithcorporateandDepartmental priorities.

Ongoing

3Ͳ5. Regularlymeetwithpartnerstodiscussimplementationofpartnership agreements,andwherenecessary,revisitand/orstrengthen agreementstomaximizebenefitstoallpartiesandthegeneralpublic.

Ongoing

ResourceImplications StaffTimetoevaluateandrespondto partnershiprequests. (note:alsoseeStrategicDirection#3,Action3Ͳ4)

StaffTimetoevaluateandrespondto partnershiprequests. (note:alsoseeStrategicDirection#3,Action3Ͳ3)

StaffTime(mostlikelytheRecreation&Leisure ServicesFacilitator)tomonitoranddiscuss partnerships,aswellasotheroutstandingissues.


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STRATEGICDIRECTION#4:SupportingMunicipalStaff TheMunicipalitywillprovideappropriatesupportstoitsDepartmentsandensurethatStaffroles,skillsandtasks areconsistentwithevolvingtrendsandcommunitydemands. Human resources are at the core of an effective organization. The Municipality of Lambton Shores has a talented and multiͲfacetedworkforceofdedicatedstaff,whotakeprideintheirworkandtheirroleinenhancingthequalityoflifein their communities. For staff to be able to provide effective and high quality services, the provision of adequate and appropriatesupportsisnecessaryforthesecommittedindividualstosuccessfullydotheirjobs.

OrganizationalStructure Likemostmunicipalities,theorganizationalstructurewithintheMunicipalityof Lambton Shores is reflective of a centralized organization, where by three Departments(Finance,Clerk’sandCommunityServices)reporttotheOfficeof the Chief Administrative Officer (CAO), through which key decisions are consideredforapprovalbytheelectedMunicipalCouncil.Withrespecttothe deliveryofrecreationandleisureservices,theCommunityServicesDepartment presently takes the primary lead though other Departments also have an influence in certain aspects (e.g. finance, capital planning and budget development,etc.). The Community Services Department is responsible for a variety of municipal services not only pertaining to recreation and leisure. Under its purview, the Departmentisalsoresponsibleforpublicworks(engineering,waterandsewer, transportation, municipal property maintenance), waste management, drainage, street lighting, harbour operations (excluding administration), beaches, cemeteries maintenance, community centres and halls, arenas, and parks.TheprimarymandateoftheCommunityServicesDepartmentistoensure thatthebasicneedsofLambtonShoresresidentsaremetthroughtheprovision ofphysicalinfrastructureandassociatedpoliciesgoverningtheiruse.

Council

OfficeofCAO

FinanceDept.


Clerk'sOffice

Community ServicesDept.

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Withregardtorecreationandleisureservices,theCommunityServicesDepartment’smandateisto: x

PromoteparticipationinorganizedandnonͲprogrammedformsofsportandrecreationthroughtheprovisionof appropriatefacilitiesandservices;

x

Enhance awareness and vibrancy of local arts, culture and heritage resources by recognizing their importance, embracingtheircreativebenefitsandprovidingthemwiththenecessarytoolsinwhichtosucceed;and

x

Provideaninterconnectednetworkofparksandtrailwaysthatofferopportunitiesforactiveandpassiveformsof leisureandalsocontributetoecologicalhealthonalocal,regionalandgloballevel.

TheCommunityServicesDepartmenthas29fullͲtimeemployeesandanumberofpartͲtime/seasonalworkerstofulfillits responsibilities. The Director of Community Services is supported by two Area Managers, and two managers overseeing projectsandinfrastructure,anddrainageandconstruction.TheRecreation&LeisureServicesFacilitator,whoalsofunctions inamanagementposition,wasaddedtothestaffingmixinordertobetterengagelocalcommunitygroupsandprovide supporttotheDirectorinmatterspertainingtoRecreation&LeisureServices. Throughthepresentorganizationalstructure,responsibilitiesfromthedeliveryofparks,recreationandleisureservicesare assigned to a select group of staff, many of whom also have responsibilities associated with the other areas of the CommunityServicesDepartment.Staffresourceswithresponsibilitiesinclude: x

TheDirectorofCommunityServices(whoisresponsiblefortheDepartmentasawhole);

x

TheRecreation&LeisureServicesFacilitator(whoisresponsibleforthedevelopmentandpromotionofrecreation andwellness,maximizingrecreationfacilityutilization,andliaisingbetweenthecommunityandtheMunicipality);

x

AreaManagers(whoassisttheDirectorinthedayͲtoͲdayoperationsoftheDepartmentasawhole);

x

Operator1(whoseresponsibilityofrecreationandleisureservices,primarilyparkmaintenance,amountto30%of theirtotalduties);

x

Operator2(whoseresponsibilityofrecreationandleisureservices,primarilyfacilityoperations,amountto70%of theirtotalduties);and

x TheAdministrativeAssistantforCommunityServices(responsibleforcustomerserviceandfacilitybookings). WhiletheCommunityServicesDepartmentappearstobesufficientlyorganizedtohandlethefacilityoperationssideofthe delivery equation (largely due to the Municipality’s traditional approach of being a program facilitator through facility provision),additionalhumanresourceswillberequiredtoevaluateandaddressneedsassociatedwithprogramgaps,as well as administering and delivering services through both community development and, if required, direct municipal provision. Ongoing management and maintenance of parks will also require additional resources if the Municipality’s objectiveistoremainaregionalshowcaseforcivicbeautificationinitiativessuchastheCommunitiesinBloomprogram. Unfortunately,thecurrentorganizationalstructureisnotdesignedtoeffectivelyaccomplishthisintensiveobjective,given


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thewideresponsibilitiesandpriorityfocusareasofexistingfulltimestaff.ItisrecommendedthattheMunicipalityhirea specializedHorticulturist/Foresterstaffpositionwhopossessesthetechnicalbackgroundtoensurethatparksaredesigned andmaintainedinamannerthatishighquality,aestheticallypleasingandinlinewithindustrybestpractices.Reportingto the Director of Community Services, this person could also liaise with communityͲbased parks and horticultural groups, while also assisting in meeting Communities In Bloom objectives; during the winter months, the Horticulturist/Forester couldberesponsiblefortheproductionofpolicies,procedures,andmanagementplanstoensurethattheresponsibilities ofthisfulltimepositionismaximized. As shown in the adjacent figure, an added Figure9:ProposedOrganizationalStructureoftheCommunityServicesDepartment emphasisisplacedonthedeliveryofrecreation and leisure services (through community Directorof Community developmentanddirectmunicipalprovision)by Services formally recognizing this component out as a distinct division with supporting staff. It is proposed that the Recreation & Leisure ServicesFacilitatorwouldleadthisdivisionand Project& Drainage continue to undertake its existing duties of AreaManagerͲ AreaManagerͲ Infrastructure Superintendent/ North South promotion and maximizing utilization, though Manager ConstructionInspector an added focus would be placed upon community development given this person’s Customer already strong connection with local Administrative Service/Booking Operators Operators organizations and user groups. The Facilitator Assistant Facilities would be supported by a new fullͲtime Recreation & Leisure Services Assistant whose primary responsibility would function in a HarbourMaster SeasonalWorkers CanteenStaff/ Horticulturist/ research capacity through monitoring best (seasonal) /Lifeguards SeasonalWorker Forester practices (see Strategic Direction #1), policy development, as well as continually assessing the availability of communityͲbased programs, andaccordinglyoverseethedeliveryofMunicipalprogramsthatarerequiredtofillgapareas.Thefollowingresponsibilities canbeusedtobetterdefinetheroleoftheproposedRecreation&LeisureServicesAssistantposition: x

focusingonglobal,industryͲwideissuesthatinformplanningwithintheCommunityServicesDepartment;

x

assessing provincial information that would assist in establishing operational standards and procedures (e.g. qualityassurance,compliancewithlegislativerequirements),andrelatedpolicydevelopment;

x

monitoring community requirements that need to be considered in the development of program and service inventoriesforspecificjurisdictionswithinLambtonShores;


Recreation& LeisureServices Facilitator

Recreation& LeisureServices Assistant

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x

trackingimplementationandprogressofkeyDepartmentalplanningdocuments(e.g.theMasterPlan);

x

evaluatingprogramgaps;and

x

inconcertwiththeRecreation&LeisureServicesFacilitator,determiningwhichprogramgapsaretobeaddressed throughcommunitydevelopmentordirectmunicipalprovision,thelatterwhichwouldrequirethisstaffposition todevelopand/oradministertheprogram.

ItisexpectedthatsomeoftheRecreation&LeisureServicesFacilitator’sjobresponsibilities,suchasimplementationofkey documents(i.e.thetrackingprogressoftheMasterPlanandproposedVolunteerManagementStrategy)aswellassome marketingeffortsandreportgeneration,couldbetransferredtotheAssistant.ThiswouldprovidetheRecreation&Leisure Services Facilitator with sufficient time to focus on facilitating community development models and agreements, while freeinguptimetoconsultmoreregularlyandcomprehensivelywithcommunityproviders(note:theFacilitatorwouldstill beresponsibleforthereviewofalleffortsanddeliverablesdevelopedbytheAssistant).Ineffect,theRecreation&Leisure Services Facilitator acts in a management capacity for and it is emphasized that the existing Facilitator has done an excellent job to date, built strong relationships with the community, and is ideally positioned to undertake such managementͲtypeduties.

TheRoleofStaffinDeliveringRecreation&LeisureServices At present, the role of the Community Services Department is largely the provider and operator of municipal facilities throughwhichthecommunitycandeliveritsownprogramming.TherecentadditionoftheRecreation&LeisureServices FacilitatorhasresultedinmoredialogueandcommunicationbetweentheDepartmentanditsusergroups;thispositionhas beenverywellreceivedbythecommunityandhasbecomeavaluableassettotheMunicipalityofLambtonShores.With amalgamation, roles and policies of the former municipalities have now been consolidated under the Lambton Shores umbrella,however,inmanyinstancesoperationsandroleofstaffhavecarriedoverfrompreͲamalgamationpractices. Movingforward,theroleofDepartmentalstaffwillbefairlysimilarwithregardtotheprovisionandongoingoperationof municipalfacilities.Asdiscussedintheprevioussubsection,theMunicipality’sindirectroleofprogramsthroughcapacity buildingoflocalgroups(throughcommunitydevelopment)willbeenhancedandcomplimentedbyanewroleofpotentially providing direct municipal programs. It is safe to assume, due to this shift in both corporate mentality and customer expectations,theroleoftheMunicipalityanditsstaffwillgrowinthedevelopmentanddeliveryofrecreationandleisure services.ThroughconsultationssuchastheCommunitySearchConference,keyinformantinterviewsandthepublicopen house, the public has already indicated a desire for a more comprehensive municipal role in not only assisting local stakeholdersbutalsodeliveringdirectprogrammingtofillgaps. Additionally,thereareover100legislativeactsgoverningthedeliveryofparks,recreationandleisureservices.Whileeach disciplineisresponsibleforunderstandingandcomplyingwiththerespectivelegislativerequirements,thereisnocentral


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source of legislative requirements or a system to ensure that all departments are compliant. The Lifestyle Information Network(LIN)hasmostrecentlycompiledanonlinesummaryandsearchtoolofupdatedlegislativeactsandhasdeveloped acompliancetooltoassistwithannualaudits.Itisrecommendedthatstaffdistributetherequirements,hostanyneeded training (which will be available through LIN and Parks & Recreation Ontario) and monitor compliance annually at a minimum. Furthermore, Council is currently considering a proposed Health & Safety Coordinator position; it is recommendedthatthispositionbeapproved,andthatthisemployeeshouldbetheprimarycontactfortheCommunity Services Department in ensuring legislative compliance with all aspects of the recreation and leisure service delivery system. Withanewandgrowingrole,combinedwithanincreasinglysophisticatedbaseofcustomers,agreatercomplexitywithin themunicipaloperatingenvironmentcanbeexpected.TheMunicipalityofLambtonShoreswillneedtobeinaposition whereitisabletorespondtoachangingoperatingenvironmentbyensuringthatithasappropriatestaffresourcesthatcan monitorandrespondtofuturetrendsandcircumstances.Notonlywillthisimplythatanaddedfocusbeplacedoncreating high level policies and program development, but also the need to consider supporting realities such as risk and liability management,healthandsafetyforstaffandpatrons,regulationsofotherlevelsofgovernment,fiscalresponsibility,and operatingperformance.AsdiscussedinStrategicDirection#1,aneedexistsforintegratedplanningandotherteamͲbased approaches in order to effectively deliver programs, facilities and services to the community. This would involve other Departments in the planning of new services (e.g. Finance would provide insight into capital and operating constraints, Clerk’scouldprovideinformationintozoningorbuildingcoderequirementsthroughitsPlanning&DevelopmentServices division,etc.). Finally,akeythemethatrecursthroughouttheMasterPlanisfortheMunicipalityanditsstafftotakeaproactiverolein communitydevelopment.Bymakinguseofvolunteers(StrategicDirection#2)andpotentialpartners(StrategicDirection #4),theMunicipality’sleadershipinbuildingthecapacityofgroupsthroughcommunitydevelopment(StrategicDirection #6)isviewedascriticalinachievingaholisticandcomprehensiverecreationandleisureservicessystem.Trainingstaffto liaiseandinteractwithcommunitygroupscanopenthechannelsofcommunicationwhiletheRecreation&LeisureServices Facilitatorcantakeamorespecializedroleinmakingcommunityparticipationareality.Forexample,supportingvolunteer groupsintheprovisionofcommunitygatheringsandspecialevents,helpinggroupstogenerateawarenessoftheirservices throughinclusionintheRecreationGuideorothermarketing/promotionefforts,assistingalocalgrouptomaintaintheir own facilities through grants or upgrading municipal facilities through capital investment, facilitating partnership arrangements (such as the YMCA at The Shores) to provide programs, or taking on direct programming when the communityisnotinapositiontodeliverprogramsthemselves.

SupportingMunicipalStaff FortheMunicipalitytomakeinformeddecisions,deliverhighqualityfacilitiesandservices,andprovideexcellentcustomer services,itsstaffneedtobeupͲtoͲdateonbestpracticesinhowtodotheirjobseffectivelyandefficiently.Asalludedtoin


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theprevioussubsection,additionalstaffresources(fulltime,parttimeandseasonal)willlikelyneedtobeaddedinorderto fulfill many of the Recreation & Leisure Services Master Plan’s actions; in fact, the majority of the Master Plan’s Actions havestafftimerequirementsassociatedwiththeirimplementationandtheexistingcomplementofstaffisunlikelytobe able to successfully implement all of the recommended actions in a timely manner unless provided with additional supports. The number of staff and the financial implications will need to be evaluated on a caseͲbyͲcase basis through ongoing business planning that would be associated with implementing the recommendations arising from this Master Plan;forexample,ifaspecificyouthprogramisdeemedtoberequiredanditistobeprovideddirectlybytheMunicipality, the proposed Recreation & Leisure Services Assistant could develop the program but may have to hire a person who is trainedspecificallyindealingwithyouth(e.g.ensuretheyare“youthͲfriendly”)onacasualorpartͲtimebasis,depending uponthefrequencyoftheprogramdelivery. Withregardtothestaffcomplement,theMunicipalityhasascreeningprocessinitshiringprocessfornewemployees(e.g. qualificationsandexperiencerequiredtodoajob)thoughitisequallyimportanttorecognizethatexistingemployeesoften benefitfromprofessionaldevelopmentinitiativesandfindingalternativemethodsto“doingwhathasalwaysbeendone.” As such, the Municipality should continue to look at professional development opportunities, ranging from onͲtheͲjob training, seminars, symposiums and conferences, etc. as a means to improve internal skill sets and capabilities, and to provideasupportiveprofessionalnetwork.Whiletherearefinancialimplicationsassociatedwithstaffdevelopment,the returnoninvestmentcanbehighiftheemployee(s)areabletodeliverontheirrolesandresponsibilitiesinamoreefficient manner. Through discussions with municipal staff, it was also apparent that formalizing a number of policies and operating parameters wouldhelp theCommunity Services Department more effectively understandand deliver their services. For example,theMunicipalityhassuccessfullydevelopedpoliciespertainingtorentalfees,alcoholandviolence,concessions, etc. and continuing to formalize policies in other areas of operations would be useful for staff and facility patrons. In addition, formalizing a ‘Code of Conduct’ that governs the approach to work by staff and volunteers would assist in promotingandenforcingtheMunicipality’sexpectationswithregardtooperatingbehaviours. In terms of municipal leadership and setting an example, part of the Community Services Department mandate is to facilitate physical activity through the provision of facilities (and eventually programs). As such, implementing programs thatalsoencouragemunicipalstafftoengageinhealthyandactivelifestylesisviewedasalogicalcomplementtoinitiatives that are pursued by the publicͲatͲlarge. The creation of policies and programs specifically for municipal staff, such as physicalactivitydays,distributinghealthͲrelatedinformation,creatingaStaffWellnessCommittee,ordiscountingfitness membershipsatTheShores,arewaysinwhichtoimprovethehealth,productivityandcommitmenttotheirjobsovertheir lives. Furthermore, the CommunityServices Department, through its proposed Recreation & Leisure Services division, is ideallypositionedtoleadtheseinitiativesforothermunicipaldepartmentsbywayofitsmandateandareaofexpertise.


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StrategicDirection#4–Actions&Implementation TopicArea Organizational Structure

Stream FMS

FMS

RoleofStaff

StaffDevelopment &Supports

FMS

FMS


SuggestedTiming

4Ͳ1. ThecreationofadistinctRecreation&LeisureServicesdivision,ledby theRecreation&LeisureServicesFacilitator,isrecommendedwithin theCommunityServicesDepartmenttoensurethattheMunicipalityis positionedtorespondtoanincreasinglycomplexoperating environmentthatwillbegeneratedbyagrowingandhighly sophisticatedbaseofresidents.ThecreationofaRecreation&Leisure ServicesAssistantpositionisrecommendedtoprovideoperational supporttotheDirectorandFacilitator,whilethecreationofa Horticulturist/Foresterpositionisalsorecommendedtoensurethat parksaredesigned,developedandmaintainedtoahighquality standardandsupportsexistingCommunityServicesstaff.

ShortͲTerm

4Ͳ2. Continuetoensurethatmunicipalfacilities,servicesandprogramsare supportedbyappropriatestaffresources.Giventhegrowthand complexitywithinthemunicipalrecreationandleisureservices system,undertakeaprocesstodevelopappropriatestaffingstandards thatreflectservicelevels.Thesestandardsshouldleadtoa‘LongͲTerm StaffingReview’toensuresupportforDepartmentalobjectivesand confirm/adjustthestaffinganalysiscontainedinthisMasterPlan.

ShortͲTerm

Horticulturist/Forester (FullTime)

StaffTimeand/orConsultingFees (note:alsoseeStrategicDirection#4,Action4Ͳ4)

Ongoing

4Ͳ4. EnsurethattheMasterPlan’sStrategicDirectionsandActionscanbe effectivelyfulfilledbyprovidingthenecessarystaffresources.The needforadditionalstaffresourceswillneedtobeevaluatedonacaseͲ byͲcasebasisassociatedwiththeimplementationofindividualactions containedwithintheMasterPlan.

Ongoing

FINALREPORT–February2011

Recreation&LeisureServicesAssistant (FullTime) (note:alsoseeStrategicDirection#1,Action1Ͳ3)

4Ͳ3. TheMunicipality,throughitsCouncilandStaff,shouldassumea leadershiproleinbuildingthecapacityofthelocalcommunityto deliverrecreationandleisureservicesbyfacilitatingaccesstospace, coordinatingthedeliveryofmunicipalandcommunityͲbased programs,andprovidingfinancialandpromotionalsupportas necessary.

MONTEITHBROWNPLANNINGCONSULTANTSinassociationwithTuckerͲReid&AssociatesandTheJFGroup


VariousdegreesofStaffTime,andcapitaland operationalsupportdependinguponthetype andscaleofinitiativesconductedovertime. (note:alsoseeStrategicDirection#5,Action5Ͳ1)

StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanninganddependuponthenumber offacilities,programsandservicesthatwouldbe offeredbytheMunicipality. (note:alsoseeStrategicDirection#4,Action4Ͳ2)

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TopicArea

Legislative Compliance

Stream


SuggestedTiming


FMS

4Ͳ5. Identifytheneededskillsandcompetencies,provideopportunitiesfor staffdevelopmentthroughtrainingandprofessionaldevelopment, andidentifydepartmentalandindividualtrainingplans.

Ongoing

StaffTimeandFinancialResources(variable) dependingonthenumberandtypeof professionaldevelopment.

FMS

4Ͳ6. Supplementexistingmunicipalpolicies(e.g.RentalFees,Alcohol& Violence,Concessions,etc.)todevelopunderstandingsandpromote expectationsonbehalfofbothMunicipalStaffandpatrons.

Ongoing

StaffTimetodevelop,implementandenforce policies

FMS

4Ͳ7. Formalizea‘CodeofConduct’thatgovernsthestaffandvolunteer approachtowork.

FMS

4Ͳ8. ItisrecommendedthataHealth&SafetyCoordinatorpositionbe createdwithcorporateͲwideresponsibilities.Asitpertainstothe CommunityServicesDepartment,thisemployeeshouldbetaskedwith ensuringlegislativecompliancewithallaspectsoftherecreationand leisureservicessystem(e.g.inadditiontohealthandsafety,direction wouldbeprovidedonlegislationspertainingtoaccessibility,diversity, etc.).TheHealth&SafetyCoordinatorshouldalsoberesponsiblefor distributingtherequirements,hosttrainingsessions,andannually monitoringcomplianceforMunicipal,andifpossible,communityͲ basedoperations.

MediumͲTerm Ongoing

StaffTimetodeveloptheCodeofConduct Noresourceimplicationsareanticipatedasthe actioncanbeimplementedwithincurrentroles, responsibilities,andworkloads.


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STRATEGIC DIRECTION #5: Success Through Municipal Leadership & Community Development TheMunicipalitywillcontinuetobebothaproviderandfacilitatorofappropriaterecreationandleisureservices inLambtonShores.Inadditiontomunicipaldeliveryofservices,theMunicipalitywillstrengthenitscommunity developmentapproachbybuildingcapacitywithlocalserviceproviderstodeveloptheirinternalcapacitieswith thehopesofsustainableprogramandservicedeliveryoverthelongͲterm. Successfulrecreationandleisureorganizationsareflexible,creativeanddedicatedtoconstantlydelivermaximumquality, valueandtopͲnotchcustomerservice.Indoingso,theseorganizationsfocusonachievingresultsintheareasoftheirwork that are most likely to have the most influence on successful performance. In striving to be innovative, efficient and customerfocused,resultsorientedorganizationsadjusttheirmanagementsystemsandoperatingprotocolsinresponseto changingenvironmentsandescalatingexpectationsoftheirconstituents.

CommunityDevelopment Lambton Shores is a Municipality that is made up of a number of communities; identities which were established in the preͲamalgamation era. The Municipality’s various villages, hamlets and rural areas are dispersed across 331 square kilometres, with access to facilities and programs also being distributed across the entire geographicregion.WhilemostresidentslivinginanurbanͲruralmunicipalityarewilling to drive to access certain facilities, there is also the expectation that certain services willbeavailablelocally. Recognizing that the Municipality cannot establish multiͲuse community centres or other capitally/operationally intensive facilities in each settlement area, a great reliance is placed upon communities themselves to strengthen their neighbourhoods andbuildtheirinternalcapacitiesinprovidingtheservicesthattheirresidentsdesire themost.Overtheyears,theMunicipalityhasdevelopedusefulconnectionswithuser groupsandcommunityorganizations,someofwhichprecedeamalgamation.Inlarge part,theserelationshipshavebeenshapedbytheindividualneedsandcompetencies of the groups and, therefore, there is not much uniformity in the nature of the relationsthattheDepartmenthaswithitscommunitypartners.

COMMUNITYDEVELOPMENT “COMMUNITYDEVELOPMENTWITHINPARKS&RECREATIONSERVICES REPRESENTS AN APPROACH THAT IS HIGHLY DEPENDENT UPON CITIZENPARTICIPATION.OVERALLCOMMUNITYDEVELOPMENTAIMS TO EMPOWER BOTH INDIVIDUALS AND LOCAL COMMUNITIES THORUGH INVOLVEMENT, EDUCATION, SKILL DEVELOPMENT IN ORDER TO CHANGE EXISTING CONDITIONS. THESE AIMS ARE ACHIEVED THROUGH PRACTIONER ROLES AS RESEARCH, EDUCATION, GROUPDEVELOPMENT,FACILITATIONANDADVOCACY.”

HUTCHISON&NOGRADI,2003


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Astandardizedcommunitydevelopmentinitiativewouldofferamorestructuredmethodofinvolvingcommunitygroupsin the development and delivery of recreation services and programs. Normally, a structured community development approach entails proactively engaging groups in most phases of program planning, design, delivery and evaluation. Communitygroupshelptoidentifyissuesandgoalsandthenmakecollectivecommitmentstoproducepositivesolutions. As such, the Municipality should regularly consult with its community regarding strategic planning efforts and other key initiativesthatmayhaveagreatinfluenceongroupstodeliverservices. Typically,afunctionalcommunitydevelopmentapproachstimulatespartnerships,networksandcollaborationatalllevels ofprogramdesignanddelivery.Furthermore,shareddecisionͲmakingbetweenmunicipalstaffandkeystakeholdershelps to foster a degree of ownership and empowerment amongst community partners. As Lambton Shores grows and the demand for increased programming expands, community organizations could assume a more significant role in certain aspectsoftheMunicipality’srecreationandleisureservicessystem.Applyingtheprinciplesofacommunitydevelopment approachwouldstrengthentheCommunityServicesDepartment’srelationshipwithitspartnersandincreasecommunity capacity. Itisimportanttorecognizethatforacommunitydevelopmentapproachtobeeffective,appropriateMunicipalresources needtobedevotedinordertomaximizerelationshipsthatwillbedevelopedwithgroups.Municipalstaffingwillneedto beavailableinameaningfulcapacitytoensurethatgroupsareengaged,understoodandcollaboratedwithwhilefinancial resources may also be required to enable them to “get off the ground.” As an example, the Municipality should assist groupsindevelopingtemplatesthatcantrackoperationalmeasuressuchasutilizationratesandsatisfaction,whichwould requiremunicipalstaffing(expertise)andpotentiallyfinancialresources(grants,stafftime)thoughtheaimwouldbeto providegroupswithatooltoassistthemtosustainablydeliverservicesoverthelongͲterm. Inthisway,theMunicipalitysetsaleadershipexampletofacilitateaccessandprovisionofprogrammingtothecommunity. As discussed throughout the Master Plan, the Municipality should investigate areas for the direct delivery of limited municipal leisure programs to address gap areas, based upon business planning and consideration of services being providedbyitspartners.Forexample,activelivingprograms,youthandolderadultactivities,daycamps,dance,etc.could beexploredinitiallyonatrialbasisatselectedmunicipalparksandfacilities(particularlyinmoreruralareaswheregapsin programming are more likely to exist), though in line with the municipal role, this would occur after first evaluating the abilityofthecommunitytodelivertheseprograms.

AnIntegratedServiceDeliveryApproach AnIntegratedServiceDeliveryapproachistheculminationofmunicipalleadershipandcommunitydevelopment.Inorder todeliverontherecreation,facilitiesandparksneedsinLambtonShores,eachDepartmentmustbefocusedtoserveand engageasimilarbaseofcommunitygroups,neighbourhoods,residentsandbusinesses.Coordinatedeffortsaremadeto respondtocommonissuesandemergingtrendsonanasneededbasis.CommunicationinandamongsttheDepartmental


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staff is critical in order to provide services consistently and equitably through the agreement on priorities. All of the Departments work collectively to a certain extent but efforts to take an integrated approach to service delivery could maximizeresourcesandstreamlineefforts.TheDepartmentsworkindependentlyinsomecaseswiththesamecommunity partnerstodeliveronthemandateofprovidingrecreation,facilitiesandparksservicestoallresidents.Manyinitiativesare planned based on evidence that specific programs and services will meet neighbourhood and community needs without consultationwithdepartmentswithlikecustomers. Inanefforttostreamlineresourcesandfocusonprioritiesingovernment,manymodelshaveemerged;themostsuccessful beingthemodelsthatrecognizethepowerofthecollective–staffdepartments,communitypartnersandagenciesworking together to address pressing community issues. The lesson has been learned that working in isolation often leads to duplicationandineffectiveapproachestocommunityissues.ThiscollectiveapproachisconsideredasanIntegratedService Delivery Model to a certaindegree.Staffwould still have the function of looking after their respective responsibilities in theirdepartmentsandtodeliveronservicemandatesbutatthesametimeworkcollectivelywithotherdepartmentsand agenciestoaddressspecificinitiatives. “The model recognizes the failure of traditional hierarchical government organizations to successfully deal with the complexityandinteractionamongmanyofthetoughsocialandeconomicchallengesfacingsocietiesandtheinabilityof individualagenciesorgovernmentstointerconnectandreachouttowidercommunityͲbasedstakeholders.Themodelalso seekstoavoidtheinefficienciesinherentinearliereffortstoreorganizegovernmentagenciesintolargeunitsbyfocusingon engaging agencies in joint problem solving without wasting time on reorganization or reͲestablishment of formal authorities.”3 IntegratedServiceDeliveryreliesonandrecognizesthecapacityofindividuals,organizations,agenciesandneighbourhoods to interact creatively to develop innovative approaches and utilize available resources to address emerging and existing socialissuesandthemultiͲdimensionalneedsofthecommunity;themodelalsorecognizestheroleofeachorganizationto provide their own continuum of services that serves their respective stakeholders and residents. Integrated Service Deliveryisnotawholesalechangeforthedepartmentsinvolvedinservicedelivery.Already,manygroupsofstakeholders meettoworkcollectivelyonexistinginitiativesandprojects.ItissuggestedthattheCommunityServicesDepartmenttake theleadofdevelopinganIntegratedServiceDeliveryModelwithrespecttoacoupleoftheserviceprioritiesandStrategic Directionsasstatedinthisreport(e.g.inclusionofunderͲrepresentedgroups,developmentofagreeningstrategy,etc.), andthenusethisasamodelfortheotherDepartmentstofollow.Bybringinginterestedandskilledstaffpersonstothe table, finding a common ground, becoming focused in addressing common issues, and developing creative solutions, all partiesinvolvedcancollectivelyaimtostrengthenandenhancetheeffectivenessofservicedeliveryinLambtonShores.

3

Goldsmith and Eggers, 2004. Kettl, 2005.


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Stream

Municipal Leadership

FMS

Community Development

FMS

SuggestedTiming

5Ͳ1. TheMunicipalitytakealeadroleinunderstandingprogram opportunitiesavailableinLambtonShoresandconcurrently investigateareasforthedirectdeliveryoflimitedmunicipalleisure programstoaddressgapareas,baseduponbusinessplanningand considerationofservicesbeingprovidedbyitspartners.Asapointof departure,theMunicipalityshoulddevelopa‘ProgramPlan’usingthe inventoriesestablishedinthisMasterPlanandworkingwithits networkofprogramandserviceproviderstodeterminethefullrange ofprogramandservicedeliveryneeds,programcapacitiesandfill rates,gapsinserviceprovisionandtheresourcesneededtodevelop greatercapacitywhereprogramsandservicesareneeded.

Ongoing

5Ͳ2. EncourageaCommunityDevelopmentModelthroughengagement andtheprovisionofappropriatesupports(e.g.financial,logistical, expertise,etc.)asameanstoempowertheLambtonShores community,continuallydeveloptheirinternalcapacity,andenhance theircapacitytosustainablydeliverprogramsandservicesoverthe longͲrun.

Ongoing

FMS

5Ͳ4. Assistgroupsindevelopingtemplatesthatcantrackoperational measuressuchascapacityandfillrates,patronsatisfaction,financial performance,etc.asameanstoimprovetheirinternalservicedelivery practices.

MediumͲTerm

FMS

5Ͳ5. Regularconsultationandengagementofthecommunityis recommendedduringstrategicplanningandotherkeyinitiativesbeing undertakenbytheMunicipality,inordertoensurethatgroupshave theopportunitytocontributeideasand/orresourcesinachievinga holistic,yetpragmaticapproachtocommunitydevelopment.

Ongoing

FINALREPORT–February2011

StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanninganddependuponthe programsthatwouldbedirectlyofferedbythe Municipality

StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanninganddependuponthe communitydevelopmentapproachesthatwould beemployedbytheMunicipality.

MONTEITHBROWNPLANNINGCONSULTANTSinassociationwithTuckerͲReid&AssociatesandTheJFGroup



5Ͳ3. Themunicipalstaffingmixrequiredtosupportcommunity developmentpracticeswillhavetobeevaluatedthroughtheproposed ‘LongͲTermStaffingReview’.

FMS

Community Engagement


StaffTimeand/orConsultingFees (note:alsoseeStrategicDirection#4,Action4Ͳ2) StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanning.

StaffTimetoconsultwiththecommunity.

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TopicArea IntegratedService Delivery

Stream


FMS

5Ͳ6. ArticulateanIntegratedServiceDeliveryapproachthatusesthe existingexpertisetothinkcollectivelyaboutcommunityissuesand priorities,developsolutionstogether,avoidduplication,maximize existingresourcesandismeaningfultotheworkoftheDepartments andtheservicedeliveryneedsoftheresidents.Pilottwocritical communityͲwideissues(e.g.,inclusionofunderͲrepresentedgroups, developmentofagreeningstrategy,etc.),thatwouldbenefitfroma collectiveapproachthroughstrengtheneddepartmentalintegration.

FMS

5Ͳ7. Provideneededtrainingandongoingsupporttotheappropriatelevels ofstaffontheintroduction,principlesandmechanismsofIntegrated ServiceDelivery.

SuggestedTiming


ShortͲTerm

StaffTime

MediumͲTerm

StaffTime


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STRATEGIC DIRECTION #6: Increasing Awareness of Local Resources & Opportunities Lambton Shores will facilitate and enhance planning and communication efforts between the Municipality,communityserviceprovidersandlocalresidentsasameanstoincreaseawarenessof localresources,withtheaimofcollaborativelydeliveringservicesthroughoutLambtonShores.

CommunicatingwiththeCommunity TheMunicipalityanditsCommunityServicesDepartmentplacesahighpriorityoncommunicationswithinitselfandwith thecommunity.Bylisteningtothepublicandinformingthemofthebenefitsofcreative,healthyandactivelifestyles,the intentisthatqualityoflifeandawarenessoflocallyavailableopportunitieswillbeenhanced.Parksandleisurefacilities enjoythousandsofvisitorsannuallyandconsistentmessagingwillcontributethesocialchangesneededintheareasunder theDepartments’purview.Messagingwithrespecttoembracingactivelifestyles,respectingandbecomingstewardsofthe environment,andthebenefitsofparticipatinginrecreationandparksopportunitiesareallmessagesthattheMunicipality mustconsistentlyimpartthroughitsmanycommunicationsvehicles. Lambton Shores’ providers of leisure services also play a key role in educating the public and influencing the degree of participationwithinthecommunity.TheMunicipalityrecognizesthevaluableroleofthecommunityinprovidingadiverse and healthy base of programming that benefits local residents. Between the Municipality and its partners, a consistent messageisdeliveredtolocalresidentsabouttheimportanceofleadinghealthylifestyles. Nomatterhowcomprehensivetheavailabilityofrecreationandleisurespacesandprogramsiswithinthecommunity,they canberenderedineffectiveifthepublicisunawarethattheopportunitiesexist.While59%oftheMasterPlan’shousehold survey sample agreed that they were aware of parks, recreation and cultural activities available in their areas, 17% disagreed(theremaining20%neitheragreednordisagreed);thisrepresentsanareaforimprovementfortheMunicipality ingettingthemessageout.MakingresidentsawareofprogramsandservicesmadeavailablebytheMunicipalityandits community partners has been an ongoing challenge, but one that is getting better as more efforts are devoted to understandingtheneedsofspecifictargetmarkets,suchasyouth.Furthermore,itisnotonlyimportantforthepublicto understand what opportunities are available for participation in leisure activities, but it is also crucial that they are also awareofwaysforthemtobecomeengagedandprovidefeedbacktodecisionͲmakers(alsoseeStrategicDirection#5). ItisnotonlyimportantfortheMunicipalitytoimproveitsinternalcommunicationsstrategy,butaspartofacommunity developmentapproach,communicationsarepartofthetoolsthatgroupswillneedtoeffectivelyunderstandiftheyareto


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inform the public of their services (and thus provide the potential for longevity and success). The Municipality should continuetoprovidethenecessarysupportstogroupsintermsofenhancingcommunicationstrategiesandvehiclesofits partnersthroughinitiativessuchasprovidingaffordableadvertisingintheRecreation&LeisureGuideorassistingwiththe developmentofmarketingstrategies.Furthermore,theMunicipalityshouldactasafacilitatorofdialoguebetweengroups in order to bolster communication between them and ensure that a collaborative approach is employed in delivering services across Lambton Shores. Another approach may be to host an annual forum of service providers with common interests(e.g.sportproviders,artsandculturalgroups,etc.),asdiscussedinStrategicDirection#2.

CommunicationMethods Users and nonͲusers of programs and services must have the opportunity to have open and ongoing dialogue with the Municipality on accessing programs and services, emerging trends, community and individual involvement, current and future needs and potential partnerships at a minimum. The Municipality must use all of its communication vehicles to maximize communications and its ability to listen to and influence residents and stakeholder behaviours. Currently, the Recreation&LeisureGuidepublishedbytheMunicipalityistheprimarymethodofinformingthecommunityofavailable facilities,programsandlocalserviceprovidersinLambtonShores.TheGuideisarecentinitiativewhich,accordingtopublic consultations undertaken through the Master Plan, has been met with appreciation and support from the community. ContinuingtoensurethattheRecreation&LeisureGuideclearlyarticulatesprogrammingoptionsisakeypriorityforthe Municipalitytofocusupon,thoughthereareotherwaystomarketopportunitiesaswell. As evidenced through recent elections in Canada and the United States, use of the Internet has become the primary mediuminwhichtotargetthemasses(particularlyyoungervoters)throughFacebook,YouTube,Twitter,etc.Furthermore, theMunicipality’syoungeragebaseswhofrequentlyareinvolvedinrecreationareagenerationthatisattheforefrontof usingemergingtechnologies,andwilleventuallybetheonesthatbestunderstandit.Conversely,theagingpopulationmay needtobebettertrainedtousetechnology,thoughanumberofBabyBoomershavebeendirectlyinvolvedinthedigital agebyuseoftechnologyintheworkplace.Inaddition,communicatingopportunitiestothechildren’sandyouthmarketsis criticaltoengagingthoseindividuals(particularlythosewhoarelessinvolvedinorganizedactivities)toensurethattheyare aware of local activities, which in turn can lead them towards healthy and safe lifestyle choices. As such, marketing availableopportunitiesthroughonlinesourcesandsocialnetworkingsitesposesgreatpotentialandprovidesmunicipalities such as Lambton Shores with the ability to reach a large number of residents (the Municipality now uses Twitter and Facebook to advertise events and opportunities). While it is easy to rely upon the allure of the Internet to market opportunities, it should be viewed as a supporting tool (i.e. combined with other forms of advertising) as there is still a proportion of households that either do not have frequent access to a computer or are not comfortable with the technology.


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Lastly,theinternalcapacityofMunicipalstaffisanexcellentwayto‘getthewordout’oncertainactivities.Wordofmouth is a powerful marketing vehicle, particularly among younger generations, thus talking to residents about available opportunitiescangoalongwayinpromotingservices.Inpartnershipwithothercommunityleisureproviders,outreachto abroadrangeofresidentscanbeattainedtoinformthemofallcommunityͲbasedserviceswhichareattheirdisposal.As manypeoplealsotendtovaluefaceͲtoͲfacecommunicationswiththeirpeersorcolleagues,providingstaffwithtrainingto spread ‘word of mouth’ messages about municipal programs and activities would be beneficial for the Municipality to market its services. This training can position Municipal staff to understand how various marketing mechanisms can be implemented and choosing the appropriate medium for the program/target market in question. For example, attending workshops or seminars which teach ‘word of mouth’ marketing methods (as well as other techniques) would assist Municipalstaffinpromotingthistypeofadvertising.

StrategicDirection#6–Actions&Implementation TopicArea Communications Strategy

Communication Methods

Stream



ResourceImplications StaffTimetoupdatecommunicationsstrategy

FMS

6Ͳ1. UpdatetheMunicipalcorporatecommunicationsprogramand undertakeenhancedmarketingandpublicawarenessefforts,after consideringthereturnoninvestmentoftheseinitiativesthrough businessplanning.

FMS

6Ͳ2. EnsurethatallMunicipalstaffareawareofcorporateobjectivesand keyserviceswhichcanbedisseminatedtothecustomerbyincreasing interactionbetweenalllevelsofstaff(i.e.fromManagementtothe FrontͲLine,andbetweenallstaffoperationdepots).

Ongoing

Noresourceimplicationsareanticipatedasthe actioncanbeimplementedwithincurrentroles, responsibilities,andworkloads.

FMS

6Ͳ3. Developanannualcommunicationsplanthataddresseskeymessages totargetaudiences,andtheassociatedcommunicationmedia.This communicationsplanshouldalsolookatcrosspromotionofmessages betweentheMunicipalityandusergroups,aswellasanyinformation sharingopportunitiesbetweenallstakeholdersinrecreationand leisureservicedelivery.

MediumͲTerm

StaffTimetodevelopthecommunicationsplan

FMS

6Ͳ4. Bolsterinformationdisseminatedtothecommunitythroughthe Recreation&LeisureGuide,newsletters,theMunicipalwebsite,social media(e.g.Facebook,Twitter),andwordͲofͲmouth.

Ongoing

StaffTimetodisseminateinformation,andthe potentialforfinancialresourcesdependingupon theadvertisingmediumused.


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TopicArea

Stream FMS

StrategicDirection6:Actions 6Ͳ5. TheMunicipalityshouldensurethatitsmarketingmethodsfor reachingyoutharecurrent,innovativeandtargeted(throughuseof socialmedia,workingwiththeschoolsforprintadvertising,wordͲofͲ mouth,etc.).


ResourceImplications StaffTimetodisseminateinformation,andthe potentialforfinancialresourcesdependingupon theadvertisingmediumused. (note:alsoseeStrategicDirection#6,Action6Ͳ4)


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STRATEGICDIRECTION#7:FacilitatingaRangeofRecreation&LeisureActivities Asameanstoservethetraditionalandemerginginterestsofagrowingandincreasinglydiversepopulation,the MunicipalitywillstrivetofacilitateabroadrangeofbothorganizedandnonͲprogrammedactivitiesatlocalparks andleisurefacilities.

ProvidingInclusiveOptions ProvidingresidentswithequitableopportunitiestoaccessparksandrecreationopportunitiesisagoalthattheMunicipality continuestostrivetowards.Withpeoplefacedwithbarrierssuchaslackoftime,limiteddisposableincome,disabilities, unawareness of available activities, communication challenges, etc. it is important that inclusive opportunities to participateareprovidedtoensurechoicesareavailable. Thefollowingsubsectionsdealwithtopicssuchasaffordability,diversity,andaccessibilityforthosewithdisabilities.The recommendationscontainedbelowareintendedtobebroaddirectionsguidinginclusivityandwhendealingwithunderͲ represented populations (i.e. generally those who may not be engaged due to income, language, and/or abilityͲrelated barriers).

Affordability An individual or household’s ability to pay for recreation opportunities generally dictates the type and frequency of participation. Essentially, income is directly correlated with level of participation, with higher income groups tending to havehigherparticipationratesinrecreation.Residentsandfamiliesoflowincomefaceparticularissuesinaccessingparks and recreation services as their participation in recreational pursuits require disposable time, access to affordable transportation,equipmentcosts,userfees,etc.Assuch,resourcesrequiredforrecreationoftencomeattheexpenseof spending time and resources on basic security needs such as housing, employment, and food which are higher priority needsandthuscaninhibitparticipationinrecreation. Toavoidinstanceswhereresidentsoflowincomerestricttheirparticipationduetocost,specialapproachesmustbetaken includingsubsidypolicies,awiderangeofnocost/lowcostprogramsandopportunities,creatinggreaterunderstandingof the benefits of participating, providing leadership training toward potential future employment and providing childcare servicestoenableadultsandcaregiverstoparticipate.Giventhelargeroleofthecommunityinprovidingprograms,the Municipality may mandate that groups have access policies in place if they are to use municipal parks and facilities to delivertheirprograms;theMunicipalitycouldalsoconsiderprovidinggroupswiththetoolstoofferaffordableandinclusive programmingopportunitiesthroughavarietyofmeanssuchasgrants,subsidiesoncertainoperationalitems(e.g.rental


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rates,advertising,directsubsidizationofprogramcosts,etc.).Suchtoolswillneedtobeexploredfurtherinconsultation withthecommunity.Acontinuedfocusisneededtoreachouttolowincomefamiliesandremovebarrierstoparticipation. Thebenefitstothecommunityandtheindividualareworththeinvestmentoftimeandfunding.

Diversity ThroughtheCommunitySearchConference,oneoftheelementsmostvaluedaboutLambtonShoreswasthediversityof residentsofvaryingsocioͲeconomiccircumstances,walksoflife,andethnicities.Withregardtoethnicity,approximately 11%ofthelocalpopulationisconsideredtobeanimmigrant,thoughonly1%areconsideredtobeavisibleminority.Itis reasonable to expect that Lambton Shores’ population base will become more ethnically diversified as the population grows, in line with provincial and regional trends. This shift in ethnic composition, as with income and education characteristics, influences market demand for parks and recreationͲbased facility and program design. For example, demandfornonͲtraditionalsportssuchasrugbyorboccemayincrease. Engaging persons from culturally diverse backgrounds and providing equitable access to parks and recreation services includes understanding and addressing the barriers to participation, offering culturally specific opportunities, providing spacetogroupstoselfmanagetheprovisionofleisurepursuitsandofferingintroductoryexperiencestotypicalCanadian opportunities.Ideally,theconceptofengagingdiversepopulationswouldbecomeacorporategoal,thuswouldapplyto theentirespectrumofMunicipalservices(i.e.inadditiontorecreationandleisure),asdeemedappropriatebytheother Municipaldepartments.

Accessibility Under the Accessibility for Ontarians with Disabilities Act of 2005 (AODA), the Ontario Government defines a barrier as anything that prevents a person with a disability from fully participating in all aspects of society because of his or her disability, including physical, architectural, informational, technological, communicational, attitudinal, or policy/practice barrier(s).TheAODAstatesthatOntariomunicipalities,aswellasbusinessesandorganizations,willhavetomeetcertain accessibilitystandardsinthefivefollowingareas: x x x x x

customerservice; transportation; informationandcommunication; builtenvironment;and employment.

The range of recreational activities, both competitive and nonͲcompetitive, for people with disabilities has increased significantly in recent years. Providing residents of all ages and abilities with opportunities to recreate is important in achieving inclusivity among all. Furthermore, research suggests that youth with special needs who participate in


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recreationalactivitiesaremorelikelytodowellinschool,havehigherselfͲesteemandgoodsocialskills,andarelesslikely tobeinvolvedincriminalactivity.4TheMunicipalityworkscollaborativelywithanumberofagenciesandassociationswho offerrecreationandculturalservicesandopportunitiestopersonswithdisabilities. Unfortunately, people with disabilities still face considerable barriers (e.g., transportation, cost, etc.) when it comes to participatinginrecreationactivities.Thehouseholdsurveyfoundthat11%and8%ofthesamplewasunabletoparticipate inrecreationalandcultureactivities,respectively,duetomobilityorhealthͲrelatedissues(aswellasolderage).Although thispercentageisnotexactlycomparabletohouseholdsurveysconductedinothermunicipalities,itisgenerallylowerthan municipalitiessurveyedintheprovince.Staffandvolunteertrainingisnecessarytoprovideabetterunderstandingofthe breadthofdisabilitiesthatpeopleareconfrontedwithandthebarrierstheyface. ItisthereforecriticalthattheMunicipality’svariousdepartmentsstrengthentheirexistingapproachtounderstandingthe needs, further develop programs and services, strengthen partnerships and evaluate service effectiveness in including persons with disabilities. The Municipality is largely compliant with the AODA and utilizes the advice of the Accessibility CommitteeforLambtonShorestounderstandandcreatebarrierfreeinfrastructure,programsandservices.Anumberof communityprovidersofferintegratedprogramsandpromoteprogramsthatareaccessibleandofferaidtoresidentswith disabilities.ApotentialincreasetothenumberofpersonswithdisabilitiesrequiresstafftoensurethatLambtonShoresis compliant,workswithlikemindedsupportgroupsandcontinuestoincreaseparticipation.

DistributionofFacilities Recently,thedistributionofrecreationandparksfacilitieshasfocusedonprovidinglargerfacilities(e.g.TheShoresandan expanded Legacy Centre) complimented by smaller and local community assets. While most participants are willing to travel to the larger facilities, enhancing locally based opportunities will serve to strengthen neighbourhoods and engage residentsinthedeliveryofservices.Participationinparksandrecreationalopportunitieswillstrengthenneighbourhoods bybuildingcohesion,socialconnectionsandcommunityprideletalonethebenefitsaccruedtotheindividualparticipant. In times where neighbours spend little time together and in a community where diversity is increasing, strengthening neighbourhoodsbecomesamorecriticalapproach. Assuch,theprovisionoffacilitiesisnotbaseduponnumbersandservicestandardsalone.Intheviewofbeingafiscally responsibleandsustainableMunicipality,itisimportanttorecognizethatallfacilitiesandservicescannotbeprovidedona “walkͲto” basis. For example, major capital investments such as arenas or gymnasiums are not appropriate on a neighbourhoodscale,norarefacilitiessuchashighqualitysportsfields.Instead,thesecapitallyandoperationallyintensive facilitiesneededtobecarefullyplannedandlocatedinamannerthatmaximizesefficienciesandreturnoninvestmentto theMunicipalityanditscommunityͲbasedproviders.Thatbeingsaid,opportunitiesforoutreachandsatelliteprogramming

4

Canadian Council on Social Development. (2002; 1984). The Progress of Canada’s Children; Crime Prevention Through Social Development: A Discussion Paper for Social Policy Makers and Practitioners.


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need to be considered at the neighbourhood and communityͲlevel by making use of more affordable types of facilities, which are inherently more flexible in accommodating multiple uses. For example, the Municipality’s existing older community halls could be positioned for activities beyond the traditional mandate, and could be retrofitted to accommodate wellness programming (e.g. adding woodͲsprung floors), arts and cultural activities (e.g. adding sinks, storage, and improving acoustics), or businessͲoriented uses (e.g. installing multiͲmedia, and audio/visual systems). Similarly,parkscouldbedesignedinamannerthatcanaccommodatehouseleagueorpracticesportsfieldprogramming andalsobeusedforneighbourhoodusesuchastossingaFrisbeeorplayingpickͲupsoccer(yetthefieldwouldnothaveto bedesignedormaintainedtoelitestandardsofplay).

Inactivity&Obesity Canadaisfacinganationalhealthcarecrisiscausedbyacombinationofphysicalinactivity,increasedtimeinfrontofthe television,computerscreensandvideogamesandpooreatingdecisionswithinmostpopulationsacrossthecountry.The combined effect of these unhealthy lifestyle choices hasresulted in adramatic rise in the number of obese and inactive Canadians. While historically these conditions were restricted to adults, it is now becoming increasingly apparent that youngCanadiansarenotactiveenoughtosustainadequatehealthlevelsovertheirlifetime.Infact,thereisanincreasing bodyofevidencethatsuggeststhatforthefirsttimeinhistory,thecurrentyoungergenerationwillnothavethelongevity orqualityoflifeenjoyedbytheirparents. Federal,provincialandmunicipalgovernmentsarerespondingtothisissuebydevelopingstrategiestoincreaseawareness aboutopportunitiesforgreaterparticipationinregularphysicalactivity,aswellastoencourageindividualstomakewise foodchoices.Thenotionofbeingphysicallyactiveandmaintaininghealthyweightsthroughproperdiethasbecomemain stream.LambtonShoreshasrecognizedthegrowingmovementthathasbeeninitiatedbyseniorlevelsofgovernmentas well as organizations with a mandate to promote and/or support healthy living behaviours. At the very least, it will be importanttobealignedwithexistinginitiativesthatcanhelptoencourageresidentstoeathealthy,bephysicalactiveorto participateinrecreationandsportsendeavours.TheMunicipalitycanmakeameaningfuldifferenceinthelifestylechoices oftheresidentsovertime;asafirststep,itisrecommendedthattheMunicipalityundertakethepreparationofaPhysical ActivityStrategythatprovidesguidanceandaplanofactiontoincreasephysicalactivitylevelsthroughoutLambtonShores.

TargetingKeyMarkets

Children&Youth AccordingtoStatisticsCanadadatafromthe2006Census,therewere870childrenbetweentheagesof0and9and1,310 youthbetweentheagesof10and19,respectivelyrepresenting8%and12%ofthetotalpopulationinLambtonShores. Althoughthenumberofindividualsinthiscohorthavelargelydeclinedoverthepastdecade,itisstillimperativetoensure that Lambton Shores’ children and youth are provided with ample leisure opportunities to facilitate healthy social and


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physical development in their formative years. The facilitation of positive choices through the provision of spaces (both indoor and outdoor) is seen as a core component of healthy development of local youth. According to the Play Works Partnership, which is a collection of youthͲoriented agencies, the benefits of providing opportunities for youth to take chancesandmakedecisionscandevelopandfacilitate: x x x x x x

respectfortheirpeers; asenseofbelonging; personalgrowthanddevelopment; enthusiasmandfun; pride,enhancedselfͲesteemandselfͲimage;and developmentofcreativeproblemͲsolvingskills.

The Grand Bend Youth Centre (GBYC) is owned by the Municipality and leased to the local Optimist Club, who are the largestleisureprogrammerforyouthoutsideoftheschoolsystem.TheGBYChasakitchen,televisionwithvideogames, computers, and lounge space which allow the organization to fulfill its mission “to promote and encourage recreation programs for all ages within Lambton County while creating everlasting relationships with peers, volunteers and staff.” According to the GBYC’s website, the following programs were offered through the summer: watercolour painting class, roadtrips,scrapbooking,summercamps,dropͲinbasketball,anddanceclasses(offͲsite).Intherecentpast,theOptimist Club of Ausable Port Franks provided weekly programming for local youth at the PortFranks Community Centre (on the secondfloor).Theyouthcentreisnolongeroperatingduetounsustainedenrolment,butremainsapotentialopportunity for future utilization if warranted by need/demand given the unstructured activities that can be provided indoors and outdoors(i.e.theformerpingpong,foosball,airhockey,hangͲoutspace,etc.thatwereofferedaswellastheexistingpark, soccerfield,openspace,andtenniscourts). DuetothenatureofyouthͲorientedprogramming,itiswidelyrecognizedthatnooneorganizationalonecanaddressthe social, physical, emotional and healthͲrelated needs of children and youth. The GBYC lists a number of partners in the communityincludingtheMunicipalityofLambtonShores,theLawrenceHouseCentrefortheArts,SouthwesternOntarioin Motion,SandHillsGolf,BigBrothersandBigSistersofSouthHuron,theGrandBendOptimistClub,andtheUnitedWayof Sarnia/Lambton. As discussed through Strategic Direction #2 and Strategic Direction #6, the Municipality should take a leadership role in coordinating the various youthͲrelated organizations in the community to ensure that program and servicegapscanbeminimizedtothegreatestextentpossible;theMunicipality’sgreatestcontributionisseenasoneofa communityfacilitator,particularlywithrespecttothedeliveryofrecreationandleisureservicessincethathasbeenpartof the core municipal mandate (albeit, historically it has been through facility provision). It is recommended that the Municipality pursue discussions with the YMCA to investigate the provision of high quality leisure programs, given the YMCA’sfamiliarityandexpertisewithyouththroughouttheprovince,andbuildupontheexistingrelationshipalreadyin placewithinthecommunity.


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In particular, the Municipality can facilitate higher quality through leadership in engaging youth to participate in the creation and delivery of related programming. Youth engagement is one of the single most important factors in the provisionofmeaningfulservicesandencouragingyouthtopursuepositivelifestylechoices.Aswithadults,youthsimply want to have a voice that is heard and respected, and it is this feedback that most accurately informs decisionͲmakers about the needs of local youth. Simply put, empowered youth are engaged youth. If youth are unaware of the opportunitiesthatexist,thepotentialbenefitsarenegated.Makingyouthawareoffacilities,programsandservicesmade available through the Grand Bend Optimist Youth Centre, the Municipality, and its community partners needs to be a priority to ensure that these youth have the ability to benefit from them. As discussed in Strategic Direction #6 of this MasterPlan,itisrecommendedthattheMunicipalitypayparticularattentiontoitsmarketingmethodsforreachingyouth –theutilizationofsocialnetworkingmethods(e.g.,Facebook,Twitter,myspace,etc.)aswellastargetingtheschoolsfor printadvertising–andensurethatitremainscurrentandrespectfulofyouth.Inaddition,wordͲofͲmouthadvertisingisa particularlyusefulmethodasyouthwilloftentellfriendsaboutwhat’s‘cool’,whichmayenticeotherstoattendaswell. WhiletheGrandBendYouthCentreisanimportantsourceofprogramming,itlargelyisintendedtoservethecommunity ofGrandBend.Unfortunately,theGBYCcannotbeseenasafacilitythatservestheneedsofothersettlementareassuch asForestorThedford,largelybecausechildrenandyouthareamarketthatdoesnothavereliableaccesstotransportation choices,thuslimitingtheirabilitytotraveloverdistancesbeyondawalkingorbicyclingthreshold.Furthermore,itisnota pragmaticapproachtoconstructandoperateadedicatedyouthcentreineachsettlementarea(duetocosts,insufficient and declining youth populations in some communities, and the fact that youth services are best located using a ‘hub’ approachsuchasatamultiͲusecommunitycentreoraparksuchasLionsParkinGrandBendwhichcoͲlocatesanumberof youthͲorientedactivities).Itwillbeimportant,therefore,tolookattheabilityofcommunityhallssuchasKimballHallor TheShoresinForest,ortheVillageComplexorTheLegacyCentreinThedfordasoutreach/satellitelocationsinwhichto providechildrenandyouthprograms.Furthermore,lookingtostrategicschoolsitestoservicetheoutlyingareasmayalso beanoptiontoconsiderinconjunctionwiththelocalBoardsofEducationwhilediscussionscouldbeheldwiththeYMCAto buildontheexistingrelationshipandconsiderprogrammingforyoungeragegroups. Withrespecttoprogramming,aninventoryoflocalprogramsprovidedthroughthecommunitywasundertakenaspartof themasterplanningprocessandanoticeablegapwasobservedinservingtheyouthmarket(i.e.,10to19yearsofage). While there seems to be opportunities for social awareness and interaction (e.g. through Scouts, Girl Guides, etc.) and organizedrecreationalactivities(e.g.minorsports,horsebackriding,etc.),gapareaswereobservedfornonͲprogrammed, dropͲintypesofactivitiesespeciallypertainingtoartsandculture.TheserepresentanopportunityfortheMunicipalityto reconcile, either collaboratively with its local partners (i.e., community development) or through direct provision by bolstering programming out of local gymnasiums or other appropriate municipal facilities. For example, the Municipality couldfacilitateoroffereducationalprogramssuchascreativewritingorleadershipcourses(potentiallyinpartnershipwith the YMCA, school boards or other educational groups) and arts and culture programming such as drawing, sculpting or musicclasses(potentiallycollaboratingwiththeGBYCwhoalreadyoffersomeartsprograms).Infact,itisbelievedthatthe bestapproachwouldbetosolidifytheGBYC’spositionasthehubforyouthprogrammingwithinLambtonShores,butthat the Municipality also consider providing some youth programming to fill the perceived gap (both at the GBYC and at


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outreachlocations).ThismaybeassimpleasprovidingmoredropͲinhoursatthegymsorofferingartsandcraftsclassesat the multiͲpurpose rooms located throughout the Municipality. The Optimist Club of Ausable Port Franks Youth Centre, althoughcurrentlydormant,hasofferedyouthprogramminginthepastandmaybeconsideredasapossiblesiteforfuture youthprogramming. The Municipality should also continue to work with the County, Libraries, and the community to provide spaces in its facilitiesthataresuitableforearlychildhooddevelopmentopportunities(whichlargelytargetthe0to6agegroup).The inclusion of a daycare and library branch at The Legacy Centre is viewed as a successful approach that represents best practicesincoͲlocatingcomplimentarypartnerspace.TheMunicipalitycouldtakethisonestepfurtherbydesigningspaces withinitscommunitycentresthatallowfordropͲinchildsupervisionwhileacaregiverusesthefacility(thisapproachwould work best at a facility such as The Shores); this removes a barrier to participation for the caregiver (if they do not have accesstobabysittingservices)andalsointroduceschildrentoleisureactivitiesataveryyoungage.

OlderAdults TheMunicipalityofLambtonShorescurrentlyhasonededicatedseniors’centreinArkona(presentlyleasedtotheArkona Seniors),whichhasamultiͲpurposeroomwithacapacityof60peopleaswellasasmallkitchenfacility.Inaddition,older adultandseniors’organizationsmakeuseofothermunicipalmeetingspaces,suchasthePortFranksCommunityCentre, TheShoresRecreationCentre,theVillageComplexandTheLegacyCentre.OrganizationsalsomakeuseofnonͲmunicipal facilities,includingthelocalCommunityHealthCentresandtheGrandBendLegionHall. Between 2006 and 2026, the number of Canadian seniors is expected to increase from 4.3 million to 9.8 million.5 Many members of the ‘Baby Boomer’ demographic (generally between the ages of 45 and 64) are quickly reaching retirement age,contributingtoasignificant‘greying’ofthepopulationandplacinggreaterdemandonprogramsandactivitiesaimed at older adults. This generation may be shifting away from traditional seniors’ activities and towards more active recreation,seekingqualitywellnessandactivelivingopportunities.The‘newsenior’willtypicallybewealthierandmore physically active than those in previous generations; activities of interest may include swimming, yoga, pilates, fitness, walking, and even more rigorous activities, such as hockey. As ‘new seniors’ reach a point where they physically cannot participateinthemoreintensiveactivities,therewillstillbesomethatreflectthehistoricalinterestsforseniorssuchas cardplayingandcarpetbowling,butthiswillrepresentasmallportionofthetotalseniorpopulation. Although population projections specific to LambtonShores are not available at this time, theprovincial andnationwide trend is that the number of seniors and older adults will increase greatly in the near future and there will be greater demandforservicesforthisagegroup(basedmoreonabilitythanage).TheMunicipalityofLambtonShoreshasanactive olderadultpopulation,andishometofourseniorsclubs:theGrandBendGoldenAgersClub(offeringshuffleboard,cards andamonthlyluncheon);ArkonaSeniorsClub(offeringshuffleboard,linedancing,andpotlucks);PortFranksSeniorsClub 5

CBC News. (2007). Boomers to reshape what it means to be a senior. Available online at www.cbc.ca.


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(offeringcards,shuffleboard,badminton,bustrips,aChristmasparty,andexecutivemeetings);theForestLegion(providing spaceforshuffleboard,cards,etc.);andThedfordSeniorCitizensAssociation(offeringcards,potlucks,andassistanceto lessfortunatefamilies).Furthermore,anumberofthecommunityorganizationsthatsubmittedstakeholdergroupsurveys for this Study reported that their memberships are largely comprised of older adults and seniors (e.g., Healthy Lifestyle ExerciseProgramPortFranks,ThedfordBosanquetShuffleboardClub,CaringQuiltersofLambtonShores,GrandBendand Area Horticultural Society,SunsetCinemaSocialFilm Group, andWest Coast Lions Club of GrandBend). Boththe Grand Bend and North Lambton Community Health Centres also offer programs geared specifically to the seniors market (e.g., cookingclasses,exerciseprograms,coffee,dinners,etc.). Collectively,itappearsthattheMunicipality(throughtheprovisionofspace)andthecommunity(throughtheprovisionof programs andservices) are serving the needs of local older adults andseniors quitewell. The household surveysample ratedtheirlevelofsatisfactionasbeingthehighestforolderadultsandseniors,relativetoprogramstargetingotherage groups.Thesample,however,alsofeltasroomexistsforimprovementbyrankinginvestmentinseniorscentresasoneof theirhighestpriorityareas(behindonlytrailsandyouthcentres).Furthermore,itisnotcostͲeffectiveorefficientforthe Municipalitytoconstructandoperateadedicatedseniors’centreineachsettlementarea,despitethefactthatasegment ofolderadultsandseniorspotentiallyhaveabarriertoparticipationintheformoflimitedtransportationoptions.Assuch, theabilityofexistingcommunitycentresandhallstointegrateawiderrangeofolderadultandseniorsprogrammingneeds to be explored by enhancing existing assets to be more flexible and accommodate more types of use. Using this decentralized,outreachmodeltofacilitateservicestoolderadultsisdeemedtobetheidealapproach;forexample,the inclusionofasinkinamultiͲpurposeroommakesitsuitableforartsandcraftsprograms,awoodfloor(inlieuofaconcrete floor)canreducetheimpactofactivelivingprograms(e.g.,aerobics,dance,etc.)onparticipants’joints,andflexiblespace thatcanbesetupwithchairsandtablesorleftwideopenispreferredtomaximizepossibleprogrammingopportunities. ThiscontinuedprovisionofmultiͲpurposespacesthatcanbeutilizedbyseniorsandolderadultsshouldconsiderthetypes ofprogramsthatarecurrentlyofferedaswellasthosethatmaybesuitableforthispopulationtoensurethatthespaces are appropriate. For example, the Municipality should build upon the consultation undertaken for this Master Plan and existing relationships with seniors’ groups to ensure that their needs are being considered and addressed wherever possible.Thestakeholdergroupsurveysreceivedfromseniors’organizationsforthisMasterPlanwillserveasanexcellent resource.AprograminventorywascompiledforthisMasterPlanwhichexaminedtheopportunitiesavailablethroughnonͲ municipalproviderswithintheMunicipality;opportunitieswerecategorizedbytypeandbyagegroupserved.Analysisof theprograminventoryrevealsthatseniorsseemtobewellservedwithrespecttospecialinterest(e.g.,gardening,cards, etc.),servicegroupsandprofessionalassociations(e.g.,Probusgroups,RotaryClub,OptimistClub,etc.).Somepossiblegap areas include educational opportunities (e.g., computer use instruction, life skills for older adults, etc.) and physical activities.TheGrandBendandAreaandNorthLambtonCommunityHealthCentres,HealthyLifestyleExerciseProgramof Port Franks, Forest Curling and Social Club and the Thedford Shuffleboard Club provide seniorͲspecific physical activity programming, but opportunities exist for wideͲreaching programs that will provide basic active living opportunities for seniorsandolderadults,suchasstretching,yoga,badminton,walking,swimming(perhapsinpartnershipwithoneofthe hotel/resortsintownwithanindoorpool),etc.ItisrecommendedtheMunicipalityconsultwithlocalseniorsandolder


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adultstodeterminewhatprogramstheseagecohortswouldliketoseeofferedbytheMunicipalitytosupplementavailable nonͲmunicipalopportunities.

IndoorRecreationFacilities TheMunicipalityofLambtonShoreshasanumberofrecreationalfacilitiesthatserveits community.TwonewmultiͲusecentreshaverecentlybeendeveloped(TheShoresand the soonͲtoͲbeͲopened Legacy Centre) and are augmented by other minor facilities, as listedbelow. x

The Legacy Centre – the former ThedfordͲBosanquet Community Centre is undergoing a major renovation and expansion that is slated for completion in early2011.Thefacility’sexistingfullͲsizedicesurfacewillbecomplementedby new change rooms, a new hall, a leased daycare centre and a public library branch.Inaddition,outdoorfacilitieswillincludetwounlitbaseballdiamonds,a lawnmowerracetrack,andplaygroundequipment.

x

The Shores Recreation Centre Ͳ contains an NHLͲsized ice surface encircled by spectatorseatingandawalkingtrack,fullͲsizedgymnasium,twoboardrooms,a WellnessCentreoperatedbytheYMCA,andadministrativespace.

x

Forest Community Centre & Arena – the arena has been decommissioned though the Municipality leases a portion of the space to the Forest Curling & Social Club, which includes four ice sheets as well as washrooms, lounge area, bar, kitchen and change rooms. Kimball Hall is leased to the Optimist Club of Forest,andcontainsacommunityhall(capacity400)withakitchenandstage,as wellasaseparatesmallmeetingroom(capacity15).

x

Arkona Community Centre – contains a community room (capacity 50) and a meeting room (capacity 30), and houses the Arkona Library. In addition, the groundsincludeplaygroundequipmentandasittingarea.

x

Grand Bend Recreation Centre – This facility is coͲlocated with Grand Bend Public School, and shares the 200Ͳperson capacity gym with the school. The community room (capacity 40) contains a small kitchen, and the facility also housestheGrandBendPublicLibrary.

x

PortFranksCommunityCentre–ThisCommunityCentrehastwomultiͲpurpose spaces(whichcanbecombinedtoformonelargehall)consistingoftheOptimist HallandtheWestWingwithrespectivecapacitiesof240and149,andeachof whichincludesitsownkitchenarea.ThePortFranksPublicLibraryiscoͲlocated

Map1:DistributionofCommunityCentres&Halls


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atthisfacility,asaretwotenniscourts,playgroundequipment,asoccerfield,askateboardpark,andapractice balldiamond(thelatterwhichisrecommendedforreplacementwithasplashpadandgreenspacebythisMaster Plan). The Optimist Club of Ausable Port Franks leases the upper portion of the this facility, which contains a meetingspacewithakitchen,andanareathathasbeendesignatedasayouthcentre(althoughtheYouthCentre isnotcurrentlyoperatingduetolowenrolment). x

ThedfordVillageComplex–Thisfacilitycontainsameetingroom(capacity70)andkitchen,andisadjacenttothe ThedfordVillageGreenwhichincludesanaccessibleplaygroundandagazebo.

While the construction of multiͲuse, multiͲgenerational community centres such as The Shores and The Legacy Centre represent best practice in facility design (largely due to operational efficiencies incurred by the Municipality and convenience afforded to patrons through “one stop shopping”), a number of municipalities are amalgamating existing singleͲfocusedfacilitiesintotheirmultiͲusecomplexes.InLambtonShores,wherethepopulationisdispersedoveralarge geographic area, the amalgamation of existing facilities into a large complex is not as pragmatic compared to a largely urbanmunicipalitywhosepopulationwouldtravelmuchshorterdistances(and/oraresupportedbytransit).Whileitisnot best practice to continue to build singleͲfocus municipal facilities, the Municipality should continue to operate its communityhallstoensurethatopportunities(albeitmorelimited)areavailableinitsruralandsmallerurbansettlement areas. Throughout the needs assessments carried out as part of the Master Plan, it was found that the recent addition of The ShoresandupgradeofTheLegacycentrehavebeensufficienttomeetcommunityneedsoverthenexttenyears.Assuch, nonewmajorindoorrecreationalinfrastructureisrecommended.Throughconsultations,somedesireswereexpressedfor anindooraquaticfacility,however,theprovisionofsuchafacilitycannotbejustifiedatpresenttimeduetothesignificant costinvolvedwithconstructionandoperationrelativetothesmallanddispersedpopulationbase,aswellascompetition withthreeindoorpoolsatprivateproperties.Infact,publicaccess(albeitatvaryingdegrees)isallowedattheRockGlen FamilyResort(whichallowstheresort’sfitnessclubmemberstouseitsindoorpool),thePineDaleMotorInn(whichhasan indoorsaltwaterpoolofferingswimminglessonsandAquafitclassestothegeneralpublicatacostof$5perpersonper visit)andtheForestGolf&CountryHotel(whosepoolcanberentedforpublicuse). On a similar note, some of the consultations revealed a perceived demand for an additional community meeting space (possibly an arts centre) in Grand Bend; while this Master Plan generally discourages the provision of single purpose facilities, the Municipality should evaluate the feasibility of a multiͲuse, artsͲoriented facility through a more detailed business planning and market justification exercise to determine capital and ongoing operating costs in relation to the Municipality’s ability to fund such a facility, as well as determine opportunities in which to partner with the local community(seeStrategicDirection#8formoreonthistopic). Asalludedtointheassessmentsofyouthandolderadultneeds,thesmallcommunityhallsarewellpositionedtoserveas outreach/satellite programming locations provided they are enhanced in a manner that allows for quality services to be


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offered.ThecommunitysearchconferencerevealedadesireofsomegroupstomaketheexistingsingleͲpurposefacilities, such as community halls, more flexible to allow for broader programming opportunities (e.g. addition of a wood sprung floortoreducetheimpactofaerobicactivitiesforolderadults.SeveralgroupssuggestedimprovementstoexistingsingleͲ purposefacilities,includingimprovedaudio/visualcapability,improvedheatingandcoolingandefficiency,enhancementof barrierͲfreeelements,etc. Lastly, the former Forest Community Centre & Arena represents a potential opportunity for adaptive reuse. The constructionofTheShoreshaslargelyresultedintheForestArenabecomingsurplus,however,thefacilityisstillusedby the ForestCurling & Social Club,Kimball Hall is rented for communitymeetings andsmall events, and the adjacent park complexes are still very much active for field sports and the lawn bowling club. Unfortunately, the Forest Arena is not deemedtobeoperationallyefficientandcanbeconsideredtobeunderutilizedintermsofitsoverallsquarefootage.The Municipality should continue to examine ways to bolster use of the community centre in a manner that can benefit the localandsurroundingcommunities;throughthemasterplanningprocess,consultationswiththeCurlingClubindicatethat theyarewillingtocontributecapitaltowardsenhancingtheirportionofthefacility,whiletheRotaryClubhasfloatedthe idea of converting the former arena into an indoor skateboard park. Prior to confirming these types of uses, the Municipality will be required to undertake a detailed feasibility study and business plan for improving the Forest Community Centre & Arena to determine whether structural and functional improvements can be costͲeffectively undertaken versus decommissioning the site as a whole (which would require discussion with the Curling Club, who are presentlytheonlypermanenttenantofthefacility). Please note that a comprehensive analysis of indoor recreation facility needs is provided under separate cover in the MasterPlan’sTechnicalReport.

OutdoorRecreationFacilities TheMunicipalityprovidesawiderangeofoutdoorrecreationalfacilities,anumberofwhichhavebeenconsideredthrough themasterplanningprocessincluding: x x x x x x x

SportsFields(e.g.soccerfields,balldiamonds,etc.); HardSurfaceCourts(e.g.basketballandtenniscourts); Playgrounds; SplashPads; SkateboardParks; BMXandMountainBikeParks;and BoatLaunches.


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The Municipality of Lambton Shores also includes a number of other specialized and/or passive outdoor recreation facilities,includinglawnbowlinggreens,alawnmowertrack,boccecourts,coveredpavilions,concessionstands,andpicnic areas. While the Master Plan cannot cover the entire spectrum of recreational infrastructure and activities (it instead focuses on core services that form the traditional mandate of most recreation departments), the Municipality should be preparedtoevaluatedemandfornewandemergingrequestsonacaseͲbyͲcasebasis.As partoftheseanalyses,theMunicipalityshouldconsider(ataminimum)whothepotential Map2:DistributionofSoccerFields users may be, costs of provision and operation, possible locations, partnership opportunities, and the ability of existing facilities to accommodate/adapt to integrating nonͲtraditionalactivities. Pleasenotethatacomprehensiveanalysisofoutdoorrecreationfacilityneedsisprovided underseparatecoverintheMasterPlan’sTechnicalReport.

SportsFields TheMunicipalityhasatotalofsevensoccerfields,themajorityofwhich(five)arelocated atKlondykePark.Duetoitslowequipmentcosts,internationalappeal,andhighfitness requirements, soccer is a very popular sport amongst today’s younger generations. HealthCanadaandthePublicHealthAgencyofCanada(2006)foundthatlessthanhalfof allCanadianchildrenareactiveenoughtoachieveoptimalgrowthanddevelopment.The 2010 Canadian Health Measures Survey, recently released by Statistics Canada, reports that the number of overweight and obese Canadians tripled (quadrupled in some age groups)between1981and2009.Thesestatisticsproviderationaleforpromotingphysical activityamongtheresidentsofLambtonShores,withsoccerbeinganexcellentlowͲcost activitythatrequireslittleequipment.ThehouseholdsurveyundertakenforthisMaster Planfoundthat16%ofrespondenthouseholdshadparticipatedinsoccerwithinthepast twelvemonths,rankingiteleventhoutoftwentyactivitiesqueried. Typically,soccerfieldneedsareassessedusingmarketͲdrivenstandardsthatconsiderthe number of participants using local fields. Unfortunately, local soccer groups have not chosentoparticipateinthemasterplanningprocesssotheirneedsareunclear.Due to the limited input by soccer organizations, it is assumed that they are satisfied with the existingsupply,andatargetof1soccerfieldper2,000residentshasbeenemployedto assessfutureneed.Applicationofthistargetwouldsuggestthatatotalofsevenfields arerequiredatpresent(suggestingthatcurrentneedsarebeingmet)andbytheendof themasterplanningperiod,atotalofeightfieldswouldberequired;thiswouldimplythat one additional soccer field should be developed by the year 2020. Although not a municipalfacility,theTaxandriaFalconsSoccerClubhasrecentlyconstructedthreesoccer


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fields in Arkona. The Municipality of Lambton Shores provided some funding for this project, as these fields will in part serve its residents, although these fields are not included in the inventory as the Municipality has no control over their scheduling. The preferred soccer field development strategy would be to develop the new field at KlondykePark,giventhispark’sfunctionasasportsfieldcomplexandavailabilityofland Map3:DistributionofBallDiamonds there.Furthermore,itisrecommendedthattheMunicipalityinstalllightingatthisfield(or onanexistingfield)atKlondykeParkinordertoaccommodateagreaterdegreeofevening play(therebyincreasingtheutilizationcapacityofthefield)andbettermeetingtheneeds ofadultandreplevelleagues.Priortoanynewfielddevelopmentsandimprovements,the Municipality should develop a Sports Field Allocation Policy and associated sports field permitting process (as recommended in Strategic Direction #1) so that it can equitably allocateaccesstosportsfieldsbaseduponinputandannualregistration/participationdata providedbyusergroups. Withregardtoballdiamonds,thereareatotalofsevensuchfacilities,ofwhichfivearelit (note:thisexcludesthePortFranksCommunityCentrediamondwhichisnotprogrammed fororganizeduse).ForthepurposesofthisMasterPlan,eachlitdiamondisassumedto allow 50% more playable hours (due to evening use) than an unlit equivalent; therefore, the effective supply of ball diamonds is considered to be 9.5 (as the 5 lit diamonds are assumed to be equivalent to 7.5 unlit fields). In Lambton Shores, ball has generally appearedtomirrorprovincialtrendsthatshowdecliningregistrations(particularlyinyouth programs),thoughtherearevariationsasthereareindicationsthatinterestisgrowingin communitiessuchasGrandBend.ThehouseholdsurveyundertakenforthisMasterPlan found that 17% of households participated in ball, ranking ninth out of twenty activity typesqueried. Through a combination of experience in other communities, industry standards, and the aging of the Municipality’s population, a provision target of 1 ball diamond per 100 registeredplayersisemployedtodeterminecurrentandfutureneeds.Withapproximately 600playersregisteredwithlocalballgroups,atotalofsixballdiamondswouldberequired, whichindicatesasurplusoffacilities,thoughthissurplusispartiallyattributedtothefact that the geographically expansive Municipality needs to ensure adequate distribution of thesefacilitiesthroughoutLambtonShores.Giventhecurrentparticipationrateinball,the projectedtenyearincreaseinregistrationisexpectedtogeneratedemandforabouthalfa diamond which means the existing supply is deemed to be able to accommodate future needs(intermsofcapacity,oravailablehours).Acauseforconcern,however,isthatthe majority of diamonds in Lambton Shores are either not accessible to the majority of the


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playingpopulationorarenotofsufficientsize/qualitytoaccommodatehighlycompetitiveoradultleagues.Forexample, thediamondatLionsParkinGrandBendiswellutilizedbutisofinsufficientsizetoaccommodatemorepowerfulplayers whocaneasilyhittheballbeyondtheoutfieldfence(posingasafetyconcerntoadjacentresidencesaswellastheonsite skateboardparkandplaygroundset).WhenballinGrandBendgrowssustainablyoverthelongͲterm–particularlyinthe olderagegroupsandadultplay–theexistingdiamondatGrandBendLionsParkwillnotbesuitable;localgroupswould requireaccesstoaballdiamondthatisofsufficientsizeandquality,somethingthatcannotbeachievedwithinLionsPark. Shouldlocalballgroupswishtodiversifytheirprogrammingbeyondtheyouthmarket,relocationoftheLionsParkdiamond isrecommendedtoanalternativesitesothatballprogramscancontinuetogrow.Anydiamondrelocationshouldensure thatthepotentialexiststoaddadditionaldiamonds(ifwarrantedbyfutureneed),assuggestedbybestpracticesthatgroup multiple sports fields within a complex format. In keeping with this plan, the Municipality should explore options to construct a new ball diamond that is designed in consultation with the Grand Bend Baseball Project; the most plausible optionwouldbetopositionKlondykeParkastheprimaryvenueforballinGrandBend,asthisrepresentsthemostfiscallyͲ responsibleapproachbothintermsoflandacquisition(theMunicipalityalreadyownsit,thusnegatingtheneedtoacquire landswhicharepotentiallyexpensive)andsustainableoperationsthatwouldcreateeconomiesofscalefortheMunicipality (e.g.,mutualelectricalandwatersystems,centralizingmaintenance,etc.).Assuch,theMunicipalityshouldconstructone hardballdiamond(toreplacetheLionsParkfield)intheshortͲtermwhileleavingsufficientspacetoconstructadditional diamonds(e.g.,forsoftball)whichmaybeneededinthefuture.Furthermore,consolidationofballdiamondswithinthis sportsfieldcomplexwillgenerateefficienciesinprogramdeliveryforusergroups(e.g.,betterabilitytohosttournaments and skill development clinics, accommodate a range of ages and levels of play, ability to create a clubhouse with concessionsandstorage,etc.). Baseduponthiscourseofaction,theMunicipalityshoulddecommissionthediamondatLionsParkandnaturalizetheland asunstructuredopenspaceforneighbourhood/communityuse.If,however,CouncildecidestomaintaintheGrandBend Lions Park diamond at its current location, use should be relegated to children and youth house league programs. Improvements to the diamond should be also be made to address its limitations and mitigate any impacts on the surroundinglanduses(e.g.,thehomestothenorth).AsaresultofanycontinueduseofLionsParkforball,adultprograms wouldneedtobeaccommodatedoutsideoftheGrandBendarea,potentiallyatexistingdiamondsinForestorThedford whicharetheonlydiamondslargeenoughtoaccommodatecompetitiveoradultͲlevelplay.ShouldLionsParkdiamondbe maintained,itisstronglyemphasizedthatnonewdiamonds(i.e.atKlondykeParkoranotherlocation)bedevelopedduring themasterplanningperiodasthesurpluscapacityofballdiamondswouldbeexacerbatedandresultinanunsustainable basefortheMunicipalitytomaintain. Additionally, the Municipality should consider repurposing another diamond elsewhere in Lambton Shores to reduce inefficiencies associated with its surplus. Preferably, a repurposed diamond is one that is underutilized or does not effectivelymeettheneedsoforganizedusers,anditsfateshouldbedeterminedafterconsultingwiththecommunityand appropriateusergroups;forexample,thediamondatthePortFranksCommunityCentrecouldberepurposedasasplash padandothernonͲprogrammedspacetoservethelocalcommunity.


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HardSurfaceCourts There are a total of seven municipally operated tennis courts (located at the Port Franks Community Centre, Esli Dodge ConservationArea, and atWhyte Park in Forest) and two municipally operated fullͲsize basketball courts (located at the Arkona Community Centre and Lions Park in Grand Bend) distributed across Lambton Shores. There is also a hard surface court that is being developed by the Port Franks Map4:DistributionofBasketball&TennisCourts YachtClubwiththesupportoftheMunicipality. With regard to tennis, trends research is generally inconclusive as it pertains to participation. Some trends suggest that the aging Baby Boom generation could fuel demand for the sport due to their interest in active living opportunities, while some studieshavefoundthattennisisnotagrowthsport.Experiencealsosuggeststhatthe interest in tennis varies greatly between municipalities and can be influenced by the existing level of service and ethnic composition. The unstructured and unprogrammed nature of tennis may bode well for future participation as the sport can be accommodatedwithinabusylifestyle;forthisreason,courtsthatplayerscanwalktoare preferred as are multiͲcourt venues (two or more hard surface courts) due to the increasedmaintenanceefficiencies.Inaddition,sometennisorganizationsintheprovince have taken a proactive approach to increasing participation through programs aimed at children and youth. In Lambton Shores, 8% of the household survey sample reported participationintennis,rankingseventeenthoutoftwentylistedactivities. On the other hand, basketball is generally considered to be a growth sport, especially amongyouth.Demandforoutdoorbasketballcourtshasbeenfoundtobehighinmany communities as the courts are easily incorporated into neighbourhoodͲlevel parks, thus allowing pedestrian or bicycle access (which are the primary modes of transportation among youth). In the case of Lambton Shores, however, the results of the household survey showed that participation in basketball ranked second to last in terms of both participation and desired investment in the facility (though it is noted that adults constituted the vast majority of the survey sample). Despite this, basketball courts are consistently identified by youth as being a favoured recreational facility and provide opportunitiesforspontaneous,informalplay.ItshouldbenotedthattheMunicipality’s supply of outdoor basketball courts is supplemented by courts and hoops provided at most,ifnotall,elementaryschools. As a nonͲprogrammed neighbourhood/community level amenity, the utilization of a populationͲbasedprovisiontargetandconsiderationofgeographicdistributioncanassist in planning for future needs based upon forecasted population growth for hard surface


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courts. The provision target of 1 tennis court per 5,000 residents is based upon experience in other communities, the existinglevelofinterestintennisandindustrystandards.Thetargetwouldsuggestthatapproximatelythreetenniscourts arepresentlyrequiredtoservetheexistingpopulationof14,119andthetenͲyearforecastedpopulationof15,516.Inthe caseofbasketball,astandardof1basketballcourtper800youth(ages10to19,representingtheprimaryusersofthese courts) has been applied which suggests the need for two courts would be sufficient to satisfy needs over the master planningperiod.Assuch,theexistingsupplyofbothtennisandbasketballcourtsaredeemedtomeetneedstotheyear 2020baseduponapplicationoftheseprovisiontargetsalone. However, equally as important as these provision targets is geographic distribution of hard surface courts. These are facilitiesthataregenerallyconsideredtobewalkͲtoandneighbourhoodͲlevelamenities(particularlybasketballandmultiͲ use courts, the latter which can also accommodate activities such as ball hockey). As shown in the preceding graphic, GrandBenddoesnothaveatenniscourtdespitehavingthelargestpopulationbasewithinLambtonShores,whileThedford isneitherservedbyanyformofhardsurfacecourt.Inaddition,Foresthasmanyoutdoorbasketballhoopsthatarelocated atschools,supplementingthemunicipalsupplywithrespecttogeographicdistribution.Assuch,theMunicipalityshould provide hard surface courts in true gap areas that are not amply covered by school courts and should also consider the provisionofmultiͲusecourtsasanewtemplatewhendesigningparks.Shouldfuturedemanddictateneedforabasketball court in Forest, Whyte Park could be considered as an appropriate location as a basketball hoop could be added to the existingcourt.ItshouldalsobenotedthatthePortFranksYachtClubisintheprocessofdevelopingahardsurfacecourt, with the assistance of the Municipality, beside the existing cement pad adjacent to its pavilion; this court will help supplementthefullymunicipalsupplyinPortFranks.

Children’sPlayAreas TheMunicipalityhas8traditionaland5creativeplaystructureslocatedatatotalof13parks,witheachcommunitywithin theLambtonShoreshavingatleastoneplaystructure.Itshouldbenotedthatelementaryschoolsmayalsoprovideplay structuresthatmaybeusedbyresidentsduringoffhoursanddaysuponwhichtheschoolisclosed;thesefacilitiesarenot includedinthemunicipalinventory.Playgroundsserveasaneighbourhoodlevelamenitywhichcanprovideopportunities forearlychildhoodleisure.AdherencetoCanadianStandardsAssociation(CSA)guidelinesfordesignandsafetyisofkey importanceintheprovisionofplaystructures,whichhasresultedinamovefromtraditionalsteeldesigntocreativeplay structures that include softer surfaces, creative and cognitive stimuli and/or barrier free components for children with specialneeds.TheMunicipalityhasthreeaccessibleplaygrounds(GrandBendBeach,ThedfordVillageGreen,andKlondyke Park), with the recently opened Thedford Village Green playground being the newest. The Municipality has a trained playground inspector who ensures the equipment is safe; maintenance and replacement efforts are undertaken when necessary.ItisrecommendedthatanynewplaystructuresconformtoCSAguidelinesforconstructionandmaintenance and include accessible features wherever possible; the Municipality should also continue its inspection and replacement program.


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Municipalplaygroundsaregenerallyconsidered‘walkͲto’facilitiesinthattheyareusuallylocatedwithina10Ͳminutewalk or 800 metres of all builtͲup areas, and should not be impeded by major pedestrian barriers such as railway lines, waterways or major roads/highways. This 800Ͳmetre distance should be interpreted as a maximum, and is supported throughtheOfficialPlan,whichstatesthatchildren’splaystructuresmaybeprovidedatneighbourhoodparks,whichareto be“centrallylocatedwithinaNeighbourhoodandaccessibletopedestrians.”Thisprovides access to all residents regardless of transportation concerns. Application of the service Map5:DistributionofPlaygrounds radius shows very good coverage across Lambton Shores with its existing play structure supply,withtheexceptionofonegapareasoutheastoftheintersectionofMainStreetand KingStreetinForest.Thegapareaiscreatedbecausetheseroadsaremainarteriesthat are not easily crossed by young children, the primary users of play structures; although there are not any municipal play structures within the gap area, there is a large creative play structure at Kinnwood Elementary School at the corner of Morris and MacDonald Streets. This play structure should be accessible by the general public outside of school hoursandprovidessomelevelofservicetoresidentsofthegaparea. TheMunicipalityalsooperatesachildren’ssplashpadattheGrandBendBeach,consisting ofanumberofwaterplayelements.ThecostͲeffectivenatureofwaterplaytemplates(e.g., splash and spray pad) have shifted municipal focus across the province away from the provisionofoutdoorswimmingpoolsandwadingpools(whichcanrequiresignificantand unsustainable financial investment for construction, maintenance and ongoing operation foranannualoperatingseasonofuptothreemonths).Wadingpoolsarealsonotseenas beingcostͲefficientorbeneficialtoalargeproportionoffamiliesbecauseofthelimitedage rangetheyserve(generally7andunder)andtheneedforlifeguards.Splashpadfacilities, on the other hand, generally require a smaller capital investment in construction (depending upon the design and size), and are often used by toddlers and schoolͲaged children. The real savings are achieved, however, by removal of direct staffing costs (no lifeguards,nostaffrequiredtotestandtreatwaterasthereisnostandingwater,etc.). TheneedsassessmentutilizesanageͲspecificservicetargetsincesplashpadsaretypically used by children of 14 years or younger; a service level target of 1 splash pad per 5,000 children (ages 0Ͳ14) is recommended. Based upon application of the target, the existing splash pad in Grand Bend is deemed to adequately meet the needs of the Municipality though it is important to recognize that the facility is used heavily by visitors and that additional waterplay facilities can be justified based upon geographic distribution throughoutLambtonShores.Toaddressgeographicdistribution,somemunicipalitiesoffer coolingfeatures(suchas“misters”)inunderservicedareastoensurethatallchildrenhave access to a basic form of waterplay. It is recommended that the Municipality provide cooling features in at least one existing park in each of Arkona, Forest and Thedford,


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possiblyattheArkonaCommunityCentrePark,RotaryCivicSquareandLegacyCentrePark(respectively).Furthermore,the Municipalityshouldstronglyconsidertheprovisionofasplashpad(designandscaletobeconfirmedthroughsubsequent planning)atthePortFranksCommunityCentrethroughrepurposingtheexistingballdiamondasdiscussedearlierinthis section.Asplashpadisdeemedtobeacongruentuseinrelationtotherestoftheparkgiventhesite’sfocusasafamily destination,particularlyamongchildren,youth(whousetheskateboardpark)andadults.

NonͲProgrammedParkSpaces TimeͲpressedindividualsareseekingareaswheretheycanenjoyparkusesattheirownconvenience.Informalplayfields havebeenobservedtobepopular,particularlyattheneighbourhoodͲlevelforactivitiessuchaspickupfieldsports,frisbee, playingmusicalinstruments,cardplaying,kiteflying,sunbathing,etc. In terms of picnicking, the Municipality provides picnic tables at a number of parks which offer a venue for gatherings. PicnickinghasbeenobservedtobeausethatisreͲemerginginpopularity,largelydrivenbythedesireforfamilyleisure opportunitiesandethnicdiversification(picnickinghasbeenobservedtobeapopularleisureactivityformanynewcomers toCanada). Thekeytothesuccessofunstructuredrecreationalareasistheflexibilitythatisaffordedforthetypesofusesthatcanbe pursued. These types of parks can bring people together to participate in physical activity, showcase cultural diversity throughfestivalsandspecialevents(e.g.ArtinthePark).Largerparksareideallysuitedtocontainunstructuredareasfor recreation,althoughaneighbourhoodparkisalsoaplaceforunorganizedactivities,albeitatasmallerscale. Similarly, the provision of spaces capable of hosting festivals, special events or other gatherings at a neighbourhood or communitylevelshouldbeencouraged,asappropriate,throughparkdesign.Theseprogrammableopenspacesprovidea tremendous opportunity to deliver events that foster a sense of community pride and interaction, generate low cost opportunities and contribute to the overall quality of life of local residents. Such spaces need to be supported by appropriateamenitiesandservicingsuchashydro,washrooms,stagingareas,etc.


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StrategicDirection#7–Actions&Implementation TopicArea InclusiveFacilities andServices

Stream


SuggestedTiming

FMS

7Ͳ1. Inconjunctionwithlocalserviceproviders,placeahighpriorityon programsaimedatreducingfinancialbarrierstoparticipation, includingbarriersfortransportationandequipment.

Ongoing

FMS

7Ͳ2. DevelopanAccessPolicyforLowIncomeResidentstoensurethat therearemechanismsinplacetoreduce/eliminatecostsforthose residentsinfinancialneed.

ShortͲTerm

FMS

7Ͳ3. Continuallyinventorythemixofprogramstoensurethatthereisa balanceofnocost/lowcostprogramsandserviceswhichare accessibletoresidents.

Ongoing

ResourceImplications StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanning. StaffTimetodeveloppolicy,budgetary implicationstobedeterminedthroughfuture businessplanning. StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanning. (note:alsoseeStrategicDirection#5,Action5Ͳ1)

7Ͳ4. Fosterthedevelopmentofexisting,newandemergingsport,cultural andrecreationalactivitiesthatmaybepopularwithunderͲ representedpopulationsandensurethattheseopportunitiesare availabletoallLambtonShores’residents.

Ongoing

FMS

7Ͳ5. Workwithcommunitygroupsandstakeholderstoexpandtheirability toincludeallresidentsregardlessoftheirbackgrounds

Ongoing

StaffTime

FMS

7Ͳ6. Ensurethatallfacilities,amenitiesandservicesaredesignedinline withprovincialaccessibilitylegislationandaccordingtothe Municipality’saccessibilitystandards(withinputprovidedbythe AccessibilityCommitteeforLambtonShores,asnecessary).

Ongoing


CRFS

7Ͳ7. TheMunicipalityshouldcontinuetoconsultwithitslocalolderadult andseniorsrepresentativesasameanstoenhanceexisting relationships,understandlocalneedsandpreferencesastheyevolve overtime,anddetermineanyprogramminggapsthattheMunicipality canaddressthroughcommunitydevelopmentordirectprovision.

Ongoing

StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanning.

CRFS

7Ͳ8. TheMunicipalityshouldcontinuetomakespaceavailableineachofits communitycentresandhallsfortheprovisionofolderadultand seniorsprogrammingbylocalorganizations.

Ongoing


FMS

OlderAdults& Seniors



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TopicArea Children’sFacilities &Services

Stream

StrategicDirection7:Actions 7Ͳ9. TheMunicipalityshouldadoptaprovisionstandardof1playstructure within800metresofallbuiltͲupareas;thisradiusshouldnotcross majorbarriers,includingatͲgraderailways,waterwaysorhighways.

Ongoing

CRFS

7Ͳ10. TheMunicipalityshouldcontinueitsplaygroundinspectionand replacementprogram,whileensuringthatallnewplaystructures conformtoCSAguidelinesforconstructionandmaintenance,and includebarrierͲfree/accessiblefeatureswhereverpossible.

Ongoing

CRFS

7Ͳ11. Toaddresstheneedforoutdooraquatics,theMunicipalityshould:

ShortͲTerm (PortFranks)

CRFS

x RepurposetheballdiamondatthePortFranksCommunityCentre toasplashpadandassociatednonͲprogrammedspace;and x integratebasiccoolingfeaturesintoatleastoneexisting playgroundinThedford,ForestandArkona. YouthFacilities& Services

SuggestedTiming

MediumͲTerm (Thedford) LongͲTerm (Arkona) Ongoing

FMS

7Ͳ13. TheMunicipalityshouldworkwithcommunitypartnerstostrengthen programsandservicesavailabletochildrenandyouthinLambton Shores.Ataminimum,thisshouldincludeholdingdiscussionswith theYMCAandlocalyouthcentreswithregardtoenhancingleisure programmingbeingdeliveredtothecommunity.

Ongoing

CRFS

7Ͳ14. TheMunicipalityshouldengageinconsultationwithyouth(whoare traditionallyprimaryusers)togaugeinterestintheprovisionofthis BMX/mountainbikepark.Thisendeavourshouldonlybeundertaken ifasuitablepartnercanbesecuredforassistancewithitemssuchas fundraising,maintenance,construction,etc.

MediumͲTerm


StandardCreativePlaygroundUnit $200,000

7Ͳ12. AsameanstoensurethatarangeofnonͲprogrammedand/or organizedactivitiesareavailabletoyouthacrossLambtonShores,the MunicipalityshouldprovideappropriatesupportstocommunityͲbased providersinestablishingtheGrandBendYouthCentreandtheLions ParkcomplexasacentralizedhubforyouthͲorientedserviceswhile findingwaystofacilitateoutreach/satelliteprogrammingatother appropriatevenuesthroughouttheMunicipality.

CRFS



MajorSplashPad CapitalCost:$300,000(dependingonsize/scale) MinorSplashPad CapitalCost:$150,000

StaffTime


BMX/MountainBikePark CapitalCost:$250,000(dependingonsize/scale)

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TopicArea

Stream CRFS

StrategicDirection7:Actions 7Ͳ15. TheMunicipalityshouldconstructminorskateboardparksandbasic “skatezones”inappropriatelocationstocomplementtheexisting majorskateboardparksinGrandBendandPortFranks.Minor skateboardparksaresmallͲscalefacilitiesandcanconsistofmodular components(i.e.theydonothavetobeconcreteconstruction)while skatezonesareintendedtobesingularfeatures(e.g.acurborrail) integratedintoparkdesigns.AspartofthisAction,theMunicipality shouldconsider:

SuggestedTiming


ShortͲTerm (Forest)

MinorSkateboardPark $50,000dependinguponsizeandscaleofdesign

MediumͲTerm (Thedford& Arkona)

x constructingaminorskateboardparkinForestconsistingof selectedportableskateboardparkelements(e.g.,rails,funboxes, smallramps,etc.)whichcouldbesetupwithinapark(potentially RotaryCivicSquare)duringthesummermonthsandmoved indoorsduringthewinter(atappropriatetimes,whenanexisting facilityisnotbeingusedforotheractivities); x investigatingtheprovisionofskatezonesatneighbourhoodparks throughoutLambtonShores,withspecificemphasisonthe communitiesofThedfordandArkona; x consultingwithlocalyouthandtheskateboardingcommunity regardingthedesignandlocationofallfutureskateboardparks and/orimprovementstoexistingskateboardparks;and x workingwiththelocalcommunitytofundraiseaportionofcapital and/oroperatinginvestmentsrequiredtoprovideorimprove skateboardparks.


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TopicArea Community Centres&Halls

Stream CRFS

StrategicDirection7:Actions 7Ͳ16. Nonewcommunitycentres,includingarenas,fitnesscentres, gymnasiums,andindooraquaticsfacilitiesarerecommendedoverthe masterplanningperiod.Instead,theMunicipality’sfocusshouldbe placedonevaluatingitsexistingsupplyofcommunitycentresand halls,inconsultationwithlocalstakeholders,fortheabilityofthese facilitiestoaccommodateabroaderrangeofactivitiessuchasthose foractiveliving,artsandculturaluses,orenhancedmeetingspace.As partofthisprocess,theMunicipalityshouldalsoinvestigate:


ResourceImplications StaffTimeandFinancialResources,thedegreeof whichwillneedtobedeterminedthrough businessplanning.

x partnershipopportunitiestoimprovethefacilities; x appropriateprogramsthatmaybeofferedatthefacilitiesinorder tooffsetanyexistinggapsinservicedelivery; x theadditionofcertainenhancements(suchasportablestage, soundsystem,soundabsorptionpanels,etc.)tomakegymnasiums atTheShoresand/ortheGrandBendRecreationCentremore suitableforartsandculturalprograms;and x theadditionofasprungwoodflooratoneormoreofits communitycentrestoprovidemoreappealingandflexiblespaces. ForestCommunity Centre&Arena

CRFS

SportsFields

CRFS

7Ͳ17. TheMunicipalityshouldundertakeacomprehensivefeasibilitystudy andbusinessplantodeterminepotentialusesthatareappropriatefor theForestCommunityCentre&Arena,andthecostsrequiredto positionthisfacilitytodeliveritsdesiredprogramming.Thiswill requireconsultationswiththeForestCurling&SocialClub,fieldsport groupsusingtheadjacentparks,andotherappropriate representativesoftheForestcommunity.

ShortͲTerm

7Ͳ18. TheMunicipalityshouldcontinueitspracticeofcoͲlocatingmultiple sportsfieldsatindividualsitestocreatesportsfieldcomplexes.Inthis way,bothusergroupsandtheMunicipalityareabletoattain economiesofscaleandefficienciesinprogramdelivery,whilealso creatingcentralizedhubsforhighqualitysportandrecreation activitiesinLambtonShores.

Ongoing


ConsultantFees $80,000 (assumingplanning,architecturaland/or engineeringanalyses)

Efficienciesandcostsavingsassociatedwith mutuallighting,irrigationanddrainagesystemas wellascentralizedmaintenanceoperations.

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TopicArea

Stream CRFS

CRFS

HardSurface Courts

CRFS


SuggestedTiming

7Ͳ19. TheMunicipalityshouldconstructonelitsoccerfieldatKlondykePark. Priortoitsdevelopment,aSportsFieldAllocationPolicyand formalizedpermittingsystemshouldbeinplacewherebythe Municipalityisannuallyprovidedwithregistrationlistsofsoccerfield usergroups.

ShortͲTerm

7Ͳ20. TheMunicipalityshouldworkwithlocalballgroupstodeterminethe type(s)ofdiamond(s)requiredtosustainandgrowtheirprogramsin LambtonShores.IfexistingdiamondsinLambtonShoresarefoundto notadequatelymeettheneedsoforganizedusers,aprocessshould beundertakentoreplaceorrepurposeanydiamonddeemedtobe underutilizedprovidedthatthenumberofproposedreplacement diamondsdoesnotexacerbatetheMunicipality’sexistingsurplusof diamonds.Asanexample,iftheMunicipalityandlocalballuserswish toprovidecompetitiveandadultͲlevelprogramminginGrandBend (recognizingthelimitationsoftheLionsParkdiamondtoprovidethis levelofservice),anewdiamondshouldbeconsideredatan appropriatelocation,suchasKlondykePark,andsubsequentlythe landassociatedwiththeexistingballdiamondinLionsParkshouldbe repurposedasnonͲprogrammedopenspaceforcommunityuse.

ShortͲTerm

7Ͳ21. TheMunicipalityshouldaddressgeographicgapsindistributionof hardsurfacecourtsby: x providinghardsurfacecourts,includingmultiͲusecourts(which combineusessuchasbasketball,tennis,ballhockey,etc.),innewly developingresidentialareas; x providingtenniscourtsinGrandBend(potentiallyatLionsPark, givendecommissioningofthediamond),Thedford(potentiallyat theLegacyCentre)andArkona(possiblybyconvertingthecourtat theCommunityCentreintoamultiͲusecourt);

ResourceImplications MajorLitSoccerFieldwithIrrigation/Drainage CapitalCost:$500,000 (note:alsoseeStrategicDirection#1,Action1Ͳ7)

MajorLitBallDiamondwithIrrigation/Drainage CapitalCost:$500,000

ShortͲTerm (BasketballCourt inThedford)

HardSurfaceCourt CapitalCost:$100,000

MediumͲTerm (TennisCourtin GrandBend) LongͲTerm (MultiͲUseCourt inArkona)

x developingabasketballcourtinThedford(preferablycoͲlocated withtheproposedtenniscourt);and x MaintaintherelationshipwiththePortFranksYachtClubwith respecttothehardsurfacecourtitiscurrentlydeveloping.


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STRATEGICDIRECTION#8:EmbracingtheArts,Culture&Heritage

The Municipality will work to showcase Lambton Shores’ vibrant arts, culture and heritage to our residents andvisitorsthroughcollaborationandinterpretationefforts. AlthoughtheMunicipalityofLambtonShoresdoesnotdirectlyownoroperateanyspecificculturalfacilities,therearea numberofmuseums,galleries,andtheatreswithinitscommunities,manyofwhichreceivefinancial,administrative,and/or promotionalassistancefromtheMunicipality.Furthermore,anumberofLambtonCountylibrarybranchesarecoͲlocated withmunicipalfacilities(e.g.inPortFranks,GrandBend).Thissectionoutlinestheimportanceofcultureandtheneedfor arts and culture policies, provides a summary of existing nonͲmunicipal cultural facilities and their contributions to the community, and details the suggestions and needs expressed through consultation methods undertaken for this Master Plan.ItisexpectedthatthisStrategicDirectionwillserveasatoolintheformalizationoftheMunicipality’sinvolvementin theculturalfabricofitscommunities,andLambtonShoresasawhole.

TheImportanceofCulture In recent years, the emergence of the ‘Creative City’ phenomenon has caused many municipalities to focus more intently on the concepts of arts and culture. The benefits of arts, culture and heritage to a community, both intrinsic and extrinsic, have been widely heralded through numerous studies, and include: encouragement of social interaction;stimulationofcreativityandpersonalthought;contributions to economic development and tourism; the facilitation of healthy lifestylesandunderstandingofothers;etc.Inaddition,StatisticsCanada foundthatbetween1999and2004,averagehouseholdexpenditureson cultural goods and services (including: visual arts; performing arts; written media; film, video and music; photography; broadcasting; heritage; library; and other, including collector’s items) rose 12.4%6. Canadianhouseholdsspentanaverageof$1,450onculturalgoodsand services in 2004, representing 2.9% of overall household expenditures. Thispercentageisslightlylowerthanthe3.1%seeninthe1999survey.

ARTS,CULTURE&HERITAGE THE TERM ‘CULTURE’ INCLUDES THE ARTS, CULTURAL INDUSTRIES AND HERITAGE RESOURCES.THEARTSINCLUDEMUSIC,THEATRE,DANCE,VISUALART,MEDIAARTS AND LITERATURE. THE CULTURAL INDUSTRIES INCLUDE FILM, TELEVISION, MUSIC RECORDING, PUBLISHING AND MULTIMEDIA. HERITAGE RESOURCES INCLUDE ORAL TRADITIONS, CULTURAL LANDSCAPES, ARCHAEOLOGICAL SITES, STRUCTURES, ARTEFACTSANDASSOCIATEDRECORDS.

6

Statistics Canada. (2009). What Canadian households spend on culture goods and services. Available at: http://www.statcan.gc.ca/pub/87-004-x/2003004/4112754-eng.htm.


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Assuch,householdspendingoncultureisincreasingataslowerratethanoverallhouseholdspending,butstillrepresentsa largeamountofoveralldollarsspentwithinCanadaeachyear.Infact,StatisticsCanada’sSurveyofHouseholdSpending found that in 2003, Canadians spent over $22 billion on cultural goods and services. The Conference Board of Canada estimatedthattheeconomicimpactofCanada’sculturesectorwas$84.6billionin2007,representing7.4%ofthecountry’s GrossDomesticProduct(GDP)7.Thisfigureincludesalldirect,indirect,andinducedimpacts,which,asanexample,may refertoacouplebuyingticketstoashow(directeconomicimpact),purchasingdinneratalocalrestaurantbeforetheshow (indirect),andthemagazinethewaiteratdinnerpurchaseswithhisorhertipsfromtheevening(induced).Theimportance ofcultureinoureconomyisapparentandseemstobeincreasinginactualdollarsspent,evenifnotasapercentageof overallspending.

TheExistingCulturalLandscape Lambton Shores is home to a number of cultural facilities, and while the Municipality does not own any outright, it has madecontributionstospecificculturalfacilities;italsoprovidespromotionalandadministrativesupporttoculturalgroups, programsandfacilitiesasdeemedappropriatebymunicipalstaffandcommunitypartners.Theseculturalfacilitiesinclude (butarenotlimitedto):ArkonaLionsMuseum(whichhousesmanylocalartefactsoftheMunicipality’sricharchaeological history); Grand Bend Arts Centre; Forest Lambton Museum; Lambton Heritage Museum; Huron Country Playhouse & Playhouse II; and Kiwanis Kineto Theatre. In addition, there are a number of privately owned and operated galleries, studiosandshops,whilethelocallibrarybranchesalsoserveasaportalforcreativeactivities. ThehouseholdsurveyconductedforthisMasterPlanyieldedsomeinterestinginsightsintolocalartsandculturaltopics, with60%ofthesamplestatingtheyareabletoparticipateinculturalactivitiesasoftenastheywouldlike,though18% reported not having enough time to participate in these activities and 7% stated a lack of desired facilities or programs were available. Furthermore, the sample suggested that they most frequently left Lambton Shores in pursuit of theatreͲ relatedactivitiesandprograms.Thehouseholdsurvey,however,didrankculturalfacilitiessuchasmuseums,theatresand art galleries as being the lowest category in terms both importance to the sample and their satisfaction with cultural facilities (relative to others such as recreation facilities, parks and natural areas, etc.). Other consultation methods, however, revealed that residents are generally pleased with the arts and cultural events that are available within the Municipality,butsuggestedthefollowingareasforimprovement,including: x x x x x

increasingtheaffordabilityofculturalprograms; providingmoreconcertsandfestivals; utilizingserviceclubsandotherpartners(e.g.localmuseums)tosharetheriskfordeliveringmoreprograms; improvingcommunicationbetweencommunities;and creatingaCultureandHeritageCommittee.

7

Conference Board of Canada. (2008). Valuing Culture: Measuring and Understanding Canada’s Creative Economy. Available at: http://www.conferenceboard.ca/documents.aspx?DID=2671.


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PolicySupportforArts,Culture&Heritage The Municipality of Lambton Shores does not currently have any policies that deal specifically with arts and culture programs,facilities,installations,spending,etc.Anexampleofaspecificpolicycoulddealwithpublicart,whichincludes sculptures (such as the sphere at Sphere Park), paintings or other visual art displayed within municipallyͲowned and operatedfacilities,commissionedmuralsonthesideofmunicipalfacilities(e.g.,GrandBendBeach),etc.This‘PublicArt Policy’wouldoutlinethebenefitsofpublicart,containprovisionsforpublicartaselementsofmunicipalspaces,definea process through which public art is selected, and articulate the importance of recognizing local artists. In this way, the Municipality formalizes a process of communityͲbuilding with the local visual arts community and in turn creates opportunitiesinwhichlocalartistscanbecelebratedandsupported. As an example, the City of Toronto has its Percent for Public Art Program, which recommends that a “minimum of one percent of the gross construction cost of each significant development be contributed to public art.” This program is administered by the City’s Planning Department and “works with the private sector to secure public art contributions through development review, Official Plan amendments and reͲzonings.” The program allows for onͲsite contributions (whereinthedevelopercommissionsartworktobeconstructedonthebuildingsite),offͲsitecontributions(whereinthe contributionisheldintheCity’sPublicArtReserveFundtobeusedinconjunctionwithothersuchcontributions),orany combinationofthetwooptions. TheMunicipality’sOfficialPlandoesnotmakespecificreferencetoartsorculture,butdoesaddressnaturalheritagewhich is discussed in Strategic Direction #9. In addition, the Municipality’s 2010 draft operating and capital budget does not address culture explicitly, although it is assumed to be generically included within ‘General Recreation’ line item. To recognize the importance of the arts, culture and heritage sectors in municipal policy, it is recommended that the MunicipalityexaminewaystostrengthenappropriatepartsofitsOfficialPlan,aspartoftheongoingcomprehensivereview process, in order to further recognize the great importance of arts, culture and heritage; where applicable, references specifictoartsandcultureshouldbeincorporatedtherein. Tomakeanypoliciesimplementable,theMunicipalitywillneedtosupportthemthroughtoolssuchasafundingstrategy thattargetsinvestmentinthecreativeindustriestomaintainandexpandtheculturalinfrastructurethroughinitiativessuch assupportingcommunityorganizations,provisionandmaintenanceofpublicart,andpossiblythedevelopment/deliveryof arts and cultural programs should gaps exist in current programming provided by community groups. The Provincial CreativeCommunitiesProsperityFund(throughtheMinistryofCulture)isanexampleofasourceofexternalfundingand the Municipality should continually explore such initiatives, in collaboration with its arts and cultural community, to strengthenapplicationsandpotentiallyleverageneededresourcesintothelocalartsandculturalsector.


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Lastly,theMunicipalitymaywishtoenhanceitscurrentpublicawarenessefforts(alsoseeStrategicDirection#6)througha marketingplanthatisspecifictoarts,cultureandheritageopportunitieswithinLambtonShores.TheexistingLeisureGuide providesawealthofinformationonavailableopportunities,bothmunicipallyandnonͲmunicipallyoffered;thisdocument couldserveasapointofdepartureforatargetedmarketingplanthatwillallowagreaternumberofresidentsandvisitors tobenefitfromthearts,cultureandheritageassetstheMunicipalityhastooffer.

Arts&CulturalSpaceRequirements Throughout consultations, a key theme emerged that stated additional arts and cultural space is required in the Municipality,withanumberofpeopleidentifyingaparticulardeficiencyofsuchspaceintheGrandBendArea.Artsand culturalspacesarespecializedareasthatrequireconsiderationofamenitiessuchasstudioand/orworkshopspace,stages, sinks,storage,etc.dependinguponthecategoryofactivitiestakingplace(e.g.visual,performance,mediaorliteraryarts). TofacilitatecommunityͲlevelparticipationinartsandculturalactivities,whilealsomaximizingmunicipalefficienciessuch ascostandoffering‘oneͲstopshopping’amenities,theMunicipalityshouldfirstlooktoitsexistingcommunitycentresand halls to determine the ability of these facilities to accommodate the arts. The creation of these flexible spaces, as advocated throughout this Master Plan, are particularly effective to allow activities to take place to serve some of the Municipality’smoreruralͲorientedcommunitiesandcouldincludeenhancingfacilitiessuchasKimballHallorspacewithin TheShoresRecreationCentre(toserveForest),spacewithinTheLegacyCentreortheVillageComplex(toserveThedford), ortheArkonaCommunityCentre. Similarly,aprocesstoevaluatecommunityͲbasedfacilities(e.g.Legionbuildings,museumsandgalleries,artscentres,etc.) should be undertaken to determine if existing infrastructure can accommodate local needs prior to deciding whether to undertaketheconstructionofanewfacility.HeritagebuildingsalsopresentanexcellentopportunityiftheycanbecostͲ effectively reͲadapted to accommodate leisure programming. Cultural heritage resources contribute to a sense of community, provide continuity between the past and the present, and can serve as ambient, inspirational places for recreation and cultural activities. The Ontario Heritage Act gives the Municipality the authority to protect buildings of historicalorarchitecturalsignificance.ThereareanumberofpropertiesinLambtonShoreswhicharedesignatedunderthe Ontario Heritage Act. Heritage designations can help to preserve the essence of an area, increase the intrinsic and/or monetaryvalueofaproperty,andprotectexamplesofhistoricarchitecturalstyles.Designationscanassistinrecognizing andenforcingtheculturalvalueof,andcommunityappreciationfor,heritagepropertieswhileprovidingprotectionagainst inappropriatetreatment. Enhancing arts and cultural opportunities should also be considered in partnership with the community (according to principlessetforthinStrategicDirections#2and#3ofthisMasterPlan).Asmentioned,thereareanumberofcommunityͲ basedartsandculturalstakeholderswhoprovideservicestothecommunity,butcouldalsobolstertheirinternalcapacity to deliver programming with some assistance (possibly in line with community development principles articulated in Strategic Direction #5). Through consultations, numerous arts and cultural stakeholders have indicated a willingness to


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work with the Municipality to find creative solutions that maximize the benefits for the community and the groups themselves. For example, the Lambton Heritage Museum has offered numerous suggestions as how to better utilize its spacesandservices,includingworkinghandͲinͲhandwiththeMunicipalitytopromotelocalhistoryandknowledgethrough programming,specialeventsandincorporatinginterpretivefeaturesthroughouttheparksandtrailssystem.Similarly,the Grand Bend Arts Centre has expressed a willingness to partner with the Municipality to deliver programs, provided that spacecanbedeveloped,whileanexistingrelationshipisalreadyinplacewiththeSt.ClairRegionConservationAuthority thatpermitscertainartsandculturalprogrammingatEsliDodgeConservationArea. ItissuggestedthattheMunicipality,inconsultationwiththelocalartsandculturesector,beginaprocesstomapexisting assets(i.e.bothmunicipalandcommunityͲbasedfacilities)andbetterdefinespacerequirements.Thisapproachisdeemed the most appropriate way in which to address arts andculturalneeds in a manner that is fiscallyͲresponsible andwould ideally culminate in the preparation of a Feasibility Study that can determine interest, need, type of space, potential partnerships and costs of a new or upgraded facility at a more comprehensive level than is appropriate for a Master Planningexercise.ThisStudyshouldalsoconsiderregionalcompetitioninattractingeventsandproductions(e.g.theGrand Theatre or John Labatt Centre in London, facilities in Sarnia or KitchenerͲWaterloo, etc.), which would suggest at a preliminarylevelthatanyfocusoflocalartsandculturalcentrewouldbeonsmallerͲscale,communityͲlevelundertakings. Lastly, it is important that arts and cultural activities are not only relegated to the indoors and thus it is important to provideoutdoorvenuesforsuchpursuits.TheMunicipality’sparkssystemprovidesascenic,inspirationalandopportune locations for events such as concerts, ‘Art in the Park’, or casual cultural uses. Already, outdoor cultural activities are programmedatEsliDodgeConservationArea(albeitatascalethatiscongruentwithconservationobjectives)andbuilding off this type of use poses potential for the Municipality and its partners. While a number of residents and stakeholder groups providing feedback into this Master Plan have suggested improving the capacity of Esli Dodge to accommodate events, this would require infrastructureͲrelated improvements (such as built structures, a stage cover, water and electricity,etc.)whichneedstobediscussedfurtherwiththeConservationAuthority.Nonetheless,itillustratesthepoint thatforanoutdoorvenuetobesuccessfulindeliveringhighqualityartsandculturalprogramming,theparkitselfrequires thenecessarysupports. At a more neighbourhood scale, the Municipality should continue to develop outdoor civic spaces that encourage social gatheringsandspecialevents(e.g.RotaryCivicSquareinForestwhichcontainsacirclethatisconduciveforsmallerͲscale performancesorevents).Thedemandandsupportforcommunityeventswasapparentfromtheconsultationprocessand residents appear to greatly value special events and gatherings delivered by the Municipality. Outdoor civic spaces (particularlygardens and horticulturaldisplays)could also form importantparts of anatureͲbasedtourism infrastructure wherebyresidentsandnonͲresidentsalikearedrawntodestinationsofferingopportunitiesforfamilyleisureorpersonal reflection and enjoyment. Outdoor areas such as parks, plazas, etc. provide an opportunity to offer a differentiated experience in the summer months, as well as facilitating participation in unstructured cultural activities. Spaces such as outdoor amphitheatres, stages, band shells, arts venues, dance areas, etc. can accommodate programmed and unprogrammedusageandcaneffectivelycomplementtheMunicipality’snaturalareas.


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StrategicDirection#8–Actions&Implementation TopicArea Arts,Culture& HeritagePolicy

Arts&Cultural Space

Stream


SuggestedTiming


8Ͳ1. CreateanArts,Culture&HeritageCommitteetoprovidecitizenͲbased guidanceonlocalmatterspertainingtotheartsandculturalsectorin LambtonShores.

ShortͲTerm

StaffTimetoformandorganizeacitizenͲbased advisorycommittee.

8Ͳ2. TheMunicipalityshoulddraftaPublicArtPolicythatoutlinesthe benefitsofpublicart,aprocessthroughwhichpublicartisselected, andtheimportanceofrecognizinglocalartists.

ShortͲTerm

StaffTimetodeveloppolicy.

CRFS

8Ͳ3. TheMunicipality,throughitsOfficialPlanReview,shouldexamine waystostrengthenappropriatepartsoftheOfficialPlantofurther recognizethegreatimportanceofarts,cultureandheritage;where applicable,referencesspecifictoarts,cultureandheritageshouldbe incorporatedtherein.

ShortͲTerm

StaffTimetodevelopappropriatepolicieswithin theOfficialPlan,aspartofthecomprehensive review.

CRFS

8Ͳ4. Workwiththelocalartsandculturecommunitytoseekcreativeways offundinglocalinitiatives,specificallythroughthecreationofa fundingstrategythattargetsinvestmentinthecreativeindustries.

Ongoing

CRFS

8Ͳ5. Inconsultationwiththelocalartsandculturesector,evaluatethe existingsupplyofappropriatemunicipalandcommunityͲbased facilitiesthroughacomprehensiveassetmappingexerciseand determinetheirabilitytobeenhancedtobetteraccommodatearts andculturalprogramming.

CRFS

8Ͳ6. TheMunicipalityshouldundertakeafeasibilitystudytomore accuratelydeterminetheinterest,need,potentialpartnerships,andif deemedappropriate,potentialsitesforartsandculturalspace.

MediumͲTerm

PTBO

8Ͳ7. TheMunicipalityshouldenterdiscussionswiththeSt.Clair ConservationAuthoritytodeterminethefeasibilityofapartnershipfor enhancingtheForestAmphitheatreatEsliDodgeConservationArea, particularlythroughtheconstructionofastagecover.

ShortͲTerm

PTBO

8Ͳ8. Ensureparksandoutdoorcivicspacesaredesignedinamannerthat facilitatesartsandculturalactivities,asappropriate,whilealso providinginterpretationopportunitiesassociatedwithculturaland naturalheritagethroughouttheparksandtrailssystem.

CRFS


ShortͲTerm

StaffTimetodevelopfundingstrategy.

StaffTimetoreviewfacilities.

ConsultantFees $60,000

Ongoing

StaffTimetoliaisewithSt.ClairConservation Authority.

Variablefinancialresourcesdependinguponthe typeandscaleofdesigns/developmentswhich areimplemented.

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TopicArea PromotingLocal Heritage

Stream CRFS

StrategicDirection8:Actions 8Ͳ9. Workwithlocalheritagerepresentativestointegrateandpromote historicalknowledgefromAboriginalandpostͲEuropeansettlement erasthroughouttheparks,recreationandleisureservicessystem. Opportunitiestoutilizeheritagebuildings,ifappropriate,shouldalso beconsideredforthedeliveryofrecreationandculturalprogramming.


ResourceImplications StaffTimeandpotentialfinancialresourcesthat maybeassociatedwithintegrationand/or utilizationofheritageresourcesinthedeliveryof parks,facilitiesandservices.


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STRATEGICDIRECTION#9:AFunctionalandSustainableParksSystem LambtonShoreswillseektodevelopitsparksandtrailssystemtoprovideappropriateopportunities for active and passive forms of recreation in consideration of best practices in environmental managementwhichenhanceecologicalfunctionandsustainablecontributions. The Municipality’s current parkland and open space supplies, policies, acquisition methods, and future parkland requirementsareexaminedinthissection.Parksprovidethelandbasethatsupportsmanyrecreationamenitiesandtheir continuedprovisionandenhancementisrequiredinordertoachievethevisionandrecommendationsofRecreationand LeisureServicesMasterPlan.

ParklandClassificationSystem Definingahierarchywithinaparksandopenspacesystemisimportanttodirectingmanyaspectsofintendedparkusage, suchassize,form,functionand/oramenity.Primaryconsiderationsoftheparkssystemasawholeinclude(butarenot limitedto): x x

Planningtheappropriatefunctionanduseforeachpark; Achievingasatisfactorydistributionandquantityofparkstoprovideaccesstoresidentsandmaintaintheintegrity ofthenaturalheritagesystem;and Ensuringahighdegreeof“walkability”orabilitytoaccessparksbyotherformsofactivetransportation.

x TheMunicipality’sOfficialPlan(2001)containsaparklandhierarchyconsistingofthreeprimaryparktypologies,consisting ofMajorParks,CommunityParksandNeighbourhoodParks. x

Major Parks are intended to provide a broad range of active and passive recreational opportunities, and will: incorporate environmentally significant natural areas wherever feasible; provide large open areas which can facilitate active sports activities; provide for low intensity passive recreational activities easily accessible to residents throughout the Municipality; and be located on or near an Arterial Road or Collector Road wherever possible.

x

CommunityParkswillprovideindoorandoutdoorrecreationfacilitiesservingseveralresidentialneighbourhoods within the Municipality, provide a focal point for community activities, and will: provide for active recreational activities predominantly; be accessible to the neighbourhood and where possible subdivision plans should incorporate walkways to new or existing parks; incorporate elements of the natural environment wherever


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feasible;belocatedonaCollectororArterialRoad;andbeintegratedwithaschoolplayingfieldifpossible,where shareduseofparklandcanbefacilitated. x

Neighbourhood Parks will generally consist of small children’s play facilities at the neighbourhood level and greenbeltareasthatserveindividualneighbourhoodswithinacommunity,andwill:becentrallylocatedwithina Neighbourhood and accessible to pedestrians; provide opportunities for minor recreational activities; provide opportunities for passive enjoyment of the environment; be located in conjunction with an elementary school, where feasible, in which case no physical barriers shall be created to separate complementary facilities; and be locatedonaCollectororLocalRoad.

TheMunicipalitypresentlyownsandmaintainsasupplyofnearly48hectaresofparkland,andleases7.7hectaresatthe EsliDodgeConservationArea.Abenchmarkusedtoevaluatetheservicelevelofparklandisthenumberofhectaresper 1,000residents,thusfactoringinthemunicipalsupply(ownedandleased)theactualrateofprovisionis3.9hectaresper 1,000residents. For the Municipality’s new Official Plan (currently being developed), maintaining the existing parkland hierarchy is acceptable,thoughitshouldbesupplementedbycertainnewpoliciesincluding: x x

Establishingaparklandprovisiontargetlevelof4.0hectaresper1,000residents;and Establishing a spatial distribution target of providing parkland within 800 metres (or approximately 10 minutes) fromallmajorresidentialareas.

Theabovefactorswillbediscussedsubsequentlyinthisanalysis.Furthermore,itwouldbeusefulfortheupdatedOfficial Plantoprovideguidanceonthesizeofparksforeachclassification.Forexample,MajorParksareusedtoservetheentire Town (as well as visitors) and are ideally no less than 4 hectares in size; Community Parks, which generally serve a settlementarea,areideallynolessthan2hectaresinsize;andNeighbourhoodParksservingadjacentresidentialareas(i.e. withinan800metreradius)arepreferablynolessthan1.2hectaresinsize. TheMunicipalitypresentlyhasanumberofsmallparks/parketteswhicharebelow1hectareinsize.Thesesmallparkshelp in‘connecting’theparkssystemtotherestofthecommunityandcanalignwithtrendsthatsuggestparksbeincreasingly walkable(e.g.tobetterserveanagingpopulation,andincreasingwalkabilityandplacemakingobjectives).Unfortunately, theseparkscanalsobetoosmalltoprovideforsatisfactoryleisureactivitytotakeplacewithintheconfinesofthepark unless it is the only option to fill a gap or serve areas of high density. They are also much more costly to maintain on a squarefootagebasiscomparedtolargerparksduetothefactthattheyaredecentralizedandcannotgenerateeconomies ofscaleinoperation. As such, the provision of parks no less than 1.2 hectares is encouraged in order to be able to provide children’s play activitiesaswellasbeingabletoaccommodateactivitiesforotherageandinterestgroups,suchasinformalplayingfields, minorskateboardorwaterplayapparatus,picnicorseatingareas,etc.Parkslessthan1.2hectaresinsizeshouldonlybe


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providediftheyaredesignedas‘urbanparks’suchasplazas,civicsquaresandgreenswhosecompact,flexibleandrobust designbetteraddressesleisureopportunitiesthanthetraditionalparkettedesign.Foranydevelopmentofurbanparks,the Municipalitymayhavetoconsideralternativefundingstreamstocovertheadditionalcostsandweighthebenefitsofsmall parkdesignversusitsfiscalimpactthroughbusinessplanningandsitespecificanalysis.

TrailsSystem Trendsresearchundertakenacrosstheprovincesuggeststhatwalkingisthesecondmostpopularleisureactivity,behind onlyreading.Furthermore,thepropensitytoidentifywalkingasafavouriteleisureactivityincreaseswithage,thoughtrails aregenerallyflexibleenoughtoaccommodateactivitiesforarangeofresidentprofiles(e.g.theintensityofuseonatrail canvaryfromwalkingtobriskwalkingtojoggingorrunning)whilealsopermittingunprogrammedfitnessoractiveliving opportunitiesforallages.Withanagingpopulationandanumberofpublicallyaccessibletrails,itwouldappearthatthe MunicipalityofLambtonShoreshaspositioneditselffavourablytomeetthelongͲtermtrailͲrelatedneedsofitscommunity, thoughimprovementswillcertainlyneedtobeconsideredthroughoutthefutureastrailpreferencesandneedsemerge. Presently,thefollowingtrailsareaccessibletothepublicinLambtonShores: x

The Forest Walkway Trail is 2.7 kilometres long, beginning at the Rotary Civic Square and linking with the Esli DodgeConservationArea.

x

TheGrandBendRotaryTrailrunsalongHighway21inGrandBend,providing9kilometresofpavedtrailforbiking, walkingorrunning,andoffersexcellentopportunitiestoobservewildlifeandvariousplantspecies.

x

ThePortFranksTrailSystemconsistsof11kilometresoftrailsthatextendthroughwetlandsandforesteddunes, providingopportunitiesforwalkingandhiking.

x

Inaddition,thereare10naturetrailsand38kilometresofskitrailswithinPineryProvincialPark,aswellastrails withinRockGlenConservationArea.

Consultationsundertakenaspartofthemasterplanningprocessrevealedtheclearvaluethatresidentsplaceonthelocal trailssystem.InLambtonShores,theMasterPlan’shouseholdsurveyfoundthattrailͲrelatedactivitiessuchaswalkingand cycling/mountainbikingwerethetwomostpopularactivities,withthesample’sparticipationrespectivelystandingat82% and 50%. The sample also ranked the provision of unpaved and paved trails as being their highest priority for directing municipal investment. Combined with comments received from the Community Search Conference and the other public consultations,itisclearthatresidentswanttraildevelopmentstoremainacoremunicipalserviceandwouldliketosee upgradeswithregardstoexpansionandconnectivitywithinthetrailssystem.TheMunicipality,therefore,shouldcontinue to bolster thelocal trails system and workcollaboratively with residents, communitygroups, and regional and provincial stakeholders (e.g. Conservation Authorities, Ministry of Natural Resources, neighbouring municipalities) in developing a connected and multiͲfaceted network of trails. Undertaking upgrades and extensions will provide a greater level of


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connectivity within the communities of Lambton Shores, as well as offering opportunities for active transportation and wellnessactivities. A recent amendment to Subsection 51 (25)(b) of the Planning Act (affecting the conveyance of land for pedestrian and bicyclepathways)nowpermitsthededicationofparklandtobeusedfor“pedestrianpathways,bicyclepathwaysandpublic transitrightsofway”asaconditionofplanofsubdivisionapproval,attheMunicipality’sdiscretion.Thisamendmenttothe Planning Act is reflective of recent trends, as evidenced by a survey conducted by the American National Association of Homebuilders, which found that trails are the most desired feature in a community, especially in new subdivisions.8 Respondentstothesurveyindicatedthattheywouldchooseanewcommunitybasedonthetypeandextentofthetrail system.TrailsareacostͲeffectivemethodtoincreasephysicalactivitylevelsandsupportpositiveinteractionbetweenthe communityandthenaturalenvironment.InanOntariosurvey,28%ofrespondentsstatedthatalackofpleasantplacesto walkorbikeisabarriertoparticipation.Inadditiontotrailsgaininginpopularity,a2005studyfromtheCentersforDisease Control and Prevention found that “creating or enhancing access to parks led to a 26.5% increase in the percentage of peopleexercisingmorethan3timesperweek.”9TheMunicipality’sOfficialPlanhassupportedthedevelopmentoftrails throughSection16.3.2,whichstates: “Whereverpossible,aninterconnectedopenspacesystemwillbedeveloped.Intheeventthattransportation orutilitycorridorsarenolongerrequiredforsuchpurposes,theyshouldbeincorporatedintothemunicipal open space system. The Municipality will encourage the cooperation and participation of public service groupsandprivatecitizensindevelopingsuchcorridorsasopenspacelinkages.Considerationwillbegivento thepotentialforlinkingtheMunicipality’sopenspacesystemwiththoseofneighbouringmunicipalities.” Trailsareasmuchofarecreationalfacilityasarenas,parksandsportsfields.TheyaremultiͲseasonalfacilities,particularly if they can accommodate winter activities such as crossͲcountry skiing, snowshoeing, etc. and returning to designated hiking/cyclingtrailsinthespring,summerandfallmonths.TheMunicipalityshouldcontinuetoplaceahighimportanceon itstrailfacilitiesbymakingmultiͲuse,multiͲseasonaltraildevelopmentahighpriority.TheMunicipality’swaterfrontisan ideal location for enhancing connectivity; this undertaking would require partnerships with nonͲmunicipal and private landowners,butwouldgreatlyenhancethelakefrontforresidentsandvisitorsalike.Trailsshouldbeseenasakeyfacility typethatpromotessustainabilitythroughtheprotectionofareasofenvironmentalinterestandsignificance,encouraging physicalactivityandpromotingactivetransportationopportunities(e.g.,walking,biking,hiking,inlineskating,crosscountry skiing,running,etc.).Forexample,provisionofavarietyoftrailtypes(e.g.,naturetrails,softsurfaceandpavedtrails,onͲ road and boulevard trails, etc.) are all important in a leisure and active transportation trail system. Regularly evaluating waystoimproveconnectivitythroughnewtraildevelopmentwhileensuringthatexistingtrailwaysarewellmaintained(so thatusersdonotavoidutilizationduetopoortrailconditions)shouldcontinuetobeareasoffocusfortheMunicipality. 8 9

(National Association of Homebuilders (2002). Home Buyers Survey. Available online at www.nahb.org.). Centers for Disease Control and Prevention. (2005). Increasing Physical Activity. (p.11).


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Thefocusonactivetransportationhasbeenincreasinginrecentyearsduetoawarenessofthehealthbenefitsofphysical activity as well as the rising cost of transportation (driven largely by prices in energy commodities). Municipalities are attempting to incorporate active transportation infrastructure in the hopes of providing residents with a way to access employmentandessentialservicesthatdoesnotnecessarilyinvolvedriving,whichisparticularlyimportantinacommunity withinwhichpublictransportation(e.g.,buses)isnotavailable.Asmentioned,theprovisionofaninterconnectedwalking andcyclingnetworkthatservesabasictransportationneedaswellasaleisurepurposeisbeneficialforresidentsranging fromtheeverydaycommutertothegroceryshoppertotheparkenthusiast. The convenience factor of trails is also important through the provision of trailͲrelated amenities such as benches, washrooms,etc.Parkingatkeytrailheadsisanotherimportantconsideration,thusitisrecommendedthattheMunicipality make every effort to acquire suitable parking and amenities (e.g., washrooms, benches, etc.) at key access points. It is preferredthattheMunicipalityavoidtheacquisitionofdedicatedparkingareasthroughparklandconveyances,however,in somecasesthismaybeunavoidable.ShouldtheMunicipalityfinditselfacceptingaparklanddedicationforparkingareas, cashͲinͲlieu is considered the most appropriate form of conveyance. The most ideal approach to providing parking is throughmunicipalpurchase(orotherappropriateacquisitionmethods)oflandsadjacentornearbytokeytrailheads,while alsoconsideringtheprovisionofshortertrailloopsinordertoensurethatolderadultsandseniors,inparticular,donot havetotravellongdistancestogetbacktotheirstartinglocation(unlesstheywantto).

NaturalHeritageAreas LambtonShoreshasanumberofsignificantecologicalareas,particularlyriparianzonesalongthecreeksystemsdraining into Lake Huron. Many municipalities are making efforts to provide passive areas that incorporate native plant species, conserve woodlots, and ensuring that certain areas of new active parks remain in a natural state. With the interest in outdoorrecreation,manymunicipalitiesarealsodesigningparkstoincludeprovisionsforbirdwatching,wildlifeviewing andcapitalizingonecoͲtourismopportunities.ThenaturalheritagesystemisanimportantcomponentoftheMunicipality ofLambtonShores’openspacesystem.Thecorecomponentsofthenaturalheritagegenerallyconsistof: x x x x x x

Significantwoodlots; Wetlandsandlakes; Watercoursesandvalleylands; AreasofNaturalandScientificInterest(ANSIs);and/or Significantareasoffloraandfauna;and Areascontainingendangeredspecies(vegetation,amphibian,wildlife,etc.).

Giventhenaturalfunctionoftheparkssystem,municipalparklandinherentlyplaysakeyroleintheprotectionofnatural landscapesandallowsfortheinterpretationofkeyfeatures.Inrecentyears,thetrendtointegratenaturalfeaturesinto park settings has been increasing, as environmental protection becomes increasingly recognized by society; the


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Municipality’s Official Plan should encourage the protection and planting of native vegetation within MunicipallyͲowned open space areas, where appropriate. By incorporating natural heritage areas within the parks system, residents are exposedtonaturalfeaturesandcanfacilitatetheirawarenessofkeyenvironmentaltopics.Furthermore,preservationof environmentallysignificantareasandcontinuingtointegratenaturalenvironmentfeaturesintoactiveparklanddesignwill contributegreatlytothequalityoflifeforresidentsandfurthertheMunicipality’seffortsincontributingtowardseffective sustainabledevelopmentpolicy.

Waterfront&BeachAreas The Lake Huron shoreline is a designated as ‘Lakeshore’ land use within the Municipality’s Official Plan, with specific permittedusesandobjectives.Theshorelineischaracterizedasa“dynamicbeachsystem...whichissubjecttowindand waveactionandperformsanimportantfunctionasanaturalprotectionagainstlakeshoreerosion.”Thishasresultedinthe formationofdunesandbluffs,aswellasthewideexpanseofbeachinGrandBend,IpperwashandothernonͲmunicipal beachareas.TheOfficialPlanidentifiesthefollowingpermittedusesforLakeshorelands: x x x x

Conservation; parks,publicandprivateopenspace; beaches;and associatedrecreationalactivities,similarrecreationalusesandpublicworks.

The Municipality is seeking to promote public accessibility to the lakeshore, while preserving its unique qualities and ensuring the long term stability of the beach area as a resource for future generations. The Official Plan promotes easements,privatestewardship,publicpurchaseandmanagementagreementstoensurepublicaccesstotheLakeHuron shoreline.LambtonShores’waterfrontisoneoftheMunicipality’smostvaluableassetsandanimportantpartoftheparks system. Continuing to acquire and avoid disposition of waterfront lands should be practiced, while enhancing the waterfrontareasasa“facility”forallresidentstouse.Attractingandprogrammingusesofthewaterfront,however,will requirecarefulmanagementasanyothermunicipalfacilitywould. Withregardtobeachareas,theMunicipalityownsandoperatestheGrandBendBeachthoughresidentsandvisitorsare alsoabletoaccessthewaterfrontthroughtheIpperwashBeach,thePineryProvincialPark(Crownlands),severalprivate beaches,aswellasariverfrontandwaterfallattheRockGlenConservationArea(underthepurviewoftheAusableBayfield Conservation Authority). In addition, the Ausable River flows through the Municipality, spilling into Lake Huron in Port Franks.TheRiverservesasavenueforrecreationbyprovidingboataccesstoLakeHuronthroughthePortFranksMarina. BoththeMarinaandtheGrandBendHarbourallowaccesstothewaterfront,withslipsforbothvisitingandlocalboats,as well as public boat launches, public washrooms and other amenities. The Municipality should continue to maintain its partnershipwiththeAusableBayfieldConservationAuthoritytoensurethatrecreationopportunities,bothonandoffthe water,arenurturedforresidentsandvisitorsalike.


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Public consultation undertaken thus far for the Master Plan revealed a passionate interest in beachͲrelated topics. For example,theMasterPlan’shouseholdsurveyfoundthatbeacheswithinLambtonShoreswereratedasthesecondmost important “facility type” (compared to natural areas, trails, recreation and cultural facilities, etc.) and the second most “facility”thatthesamplewassatisfiedwith.Furthermore,overhalf(53%)ofthesamplehadvisitedtheGrandBendBeach duringthepasttwelvemonths,38%hadvisitedtheIpperwashBeach,and23%hadvisitedthePineryoranotherbeach, respectively.ThesamplewasmostsatisfiedwiththePinerybeach,followedbytheGrandBendBeach,an“Other”beach andlastlytheIpperwashBeach.Whenallrespondents(includingthosethatdidnotreportvisitinganybeachesinthepast twelvemonths)wereaskedwhatimprovements,ifany,shouldbemadetobeachesinLambtonShores,themostcommon responses were cleanliness (particularly at Ipperwash Beach), lack of parking, better and cleaner washrooms, and more garbage pickup and garbage cans. The Community Search Conference revealed a number of suggestions for improving beachopportunities,includingcleanup,transportationoptions,waterqualitytesting,andgovernance. Giventhehighlevelofinterestinthebeach,andfollowingconsultationwiththeMunicipality,itisrecommendedthatthe MunicipalityofLambtonShoresundertakeaResearch&ConsultationInitiativefortheGrandBendBeach(whichistheonly beachunderthedirectpurviewoftheMunicipality)inordertodeterminehowtoenhancethebeachfortheenjoymentof residents and visitors, and serve the community’s needs into the future. This initiative should include an inͲdepth examination of the role, uses, management practices, and potential improvements to the beach area. In addition, the MunicipalityshouldseeklegaladviceregardingeasementsanddeedsthatmayimpactGrandBendBeachusage.

ParklandNeeds As mentionedin theprevious subsection, it is recommended that theMunicipality set a parklandprovision target of 4.0 hectares per 1,000 residents to guide the parkland acquisition process. Many municipalities employ such a standard in order to remain apprised of how much parkland is serving their residents, though the actual rate varies considerably dependinguponfactorssuchaspopulationsizeanddensity,thegeographicsizeofthemunicipalityinquestion,andthe degreeofaccessibilitytoparksandnaturalareaslocatedonCrown,ConservationAuthority,SchoolBoardorprivatelyheld lands. For the case of Lambton Shores, the 4.0 hectares per 1,000 Table2:ComparisonofPopulationbyAgeCohort,LambtonShores&Ontario,2006 Parkland 2010 2015 2020 residents is based upon historical provision of parkland and ForecastedPopulation 14,119 14,927 15,516 includes both active and passive forms of parkland. The Supply* 55.4ha 55.4ha 55.4ha Municipality presently owns and maintains a supply of 47.7 ParklandProvisionTarget 4.0hectaresper1,000permanentandseasonalresidents hectaresofparkland,resultinginaservicelevelof3.4hectaresper ParklandRequired 56.5ha 59.7ha 62.1ha 1,000residents(assumingacurrentpopulationof14,119)though AdditionalParklandNeeded 1.1ha 4.3ha 6.7ha after factoring in the 7.7 hectares that the Municipality leases at *Supplyincludes47.7hectaresofownedparklandand7.7hectaresofleasedparklandatEsliDodge ConservationArea


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theEsliDodgeConservationArea,theactualrateofprovisionis3.9hectaresper1,000residents. FortheMunicipalitytomaintainaconsistentlevelofparkland(i.e.4hectaresper1,000residents)overthemasterplanning period, it will need to procure 6.7 hectares of additional parkland to serve 1,700 more residents forecasted to arrive in LambtonShores.Historically,municipalitieshavebeenabletoacquireparklandthroughthePlanningActprovisions(i.e.5% ofresidentialand2%ofallotherformsofdevelopment)atarateof1.2hectaresper1,000; Map6:DistributionofParkland ifassumingthatLambtonShoresisabletoacquireparklandatthatrate,approximately1.7 hectares would be conveyed to the Municipality, meaning that 5 hectares will have to be obtainedbywayofalternativemeans. It is also helpful to understand the type of parks that will be required in the future, therefore, the proposed parkland provision target should be broken down and applied to eachcategoryofparklandasfollows:

MajorParks CommunityParks NeighbourhoodParks TotalParkland

2.0hectaresper1,000residents 1.0hectaresper1,000residents 1.0hectaresper1,000residents 4.0hectaresper1,000residents

Applicationoftheproposedtargetbyparkclassificationwouldlooselysuggestthatofthe 6.7hectaresforecastedtoberequiredbytheyear2020,approximately3hectaresshould consist of Major Parks, 2 hectares should consist of Community Parks, and the balance shouldconsistofNeighbourhoodParks.Itshouldbenotedthatfillingsignificantgapareas will be a priority, as should opportunities to expand existing parks to create “outdoor community centres” capable of accommodating a wide range of activities in established areas.

ParklandDistribution The Official Plan should encourage access to any or all types of parkland (i.e. Major, CommunityorNeighbourhoodParks)withinan800metreradius(aboutatenminutewalk time) of major residential areas within the urban settlements, free of major pedestrian barriers such as rivers, highways and major roads, rail lines, etc. This level of coverage is deemed to provide residents with the greatest degree of accessibility to parkland while encouragingsufficientopportunityforbothunstructuredand/ororganizedleisureactivities. While it may not always be possible to improve parkland supplies in existing neighbourhoods as they are already builtͲout, the Municipality has a greater ability to


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acquireparklandingrowingcommunitiesthroughthedevelopmentprocessorlandacquisition. Asshownintheparklanddistributionmap,parkcoverageisreasonableacrossmostoftheurbansettlements,thoughthere areafewnoticeablegaps.InForest,thereisexcellentcoverageofparklandthroughoutwiththenotableexceptionbeing southͲeastoftheMainStreetandKingStreetintersection(thoughthegapissomewhatmitigatedbythepresenceofan elementary school which offers an open area), while both parks in Arkona are located on the east side of Arkona Road. Similarly, a gap is observed in the southern neighbourhoods of Grand Bend, however, there are a number of privately ownedparksinthisvicinity. DuetodifficultiesexperiencedingatheringmappingdataforthepurposesofthisMasterPlan,itisrecommendedthatthe Municipalityundertakeacomprehensivemappingexerciseofallparksandparkassets.ThiswillallowtheMunicipality,its stakeholders,anditsresidentstohaveaclearunderstandingofwhattheMunicipalityhasandwhatmightbeneeded.The mappingshouldbeundertakeninsuchawaythattheparcelsoflandthatmakeupeachparkareidentifiedandlabelledto ensureaccuracywithrespecttolocationandsize.

ParklandAcquisitionStrategies

ParklandDedicationandCashͲinͲlieu There are several provincial and municipal regulations, policies, and guidelines governing the acquisition and location of parkland,withthePlanningActandtheLambtonShoresOfficialPlan(2001)beingtheprimarytoolsforimplementation.As previouslystated,theMunicipalityiscurrentlyupdatingitsOfficialPlanandthusitwillbeimportantfortheMunicipalityto encouragecohesionbetweentheOfficialPlanandtherecommendedupdatesfoundwithinthisMasterPlan. The Planning Act (R.S.O., 1990) establishes a framework for the dedication of parkland and possible alternatives to the dedicationoflandforparkandrecreationpurposes.MunicipalparklandpoliciescontainedintheOfficialPlan–approved pursuant to the Planning Act – enable theMunicipality to requireparklanddedication and identifycriteria by which this landisassessed,includingfactorstobeconsideredwhenseekingcashͲinͲlieuofparkland.ThePlanningActrequiresthat landsdedicatedtotheMunicipalityaspark,orpurchasedbytheMunicipalityusingcashͲinͲlieu,mustbeusedfor“parkor otherpublicrecreationalpurposes”,whichnotonlyincludeslandacquisition,butalsotheerectionorrepairofbuildings and the acquisition of machinery. The Provincial Policy Statement (2005) issued under the Planning Act also provides direction on matters of provincial interest related to land use planning and development, including guidance on public spaces,parksandopenspaces. TheLambtonShoresOfficialPlanprescribesconveyanceforparkpurposesinresidentialareasat5%oflandor1hectare per each 300 dwelling units proposed (or cashͲinͲlieu thereof). With respect to industrial / commercial lands, a 2% conveyance (or cashͲinͲlieu thereof) is articulated and should continue to be collected. It is recommended that when


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additionalparklandisnotrequired,cashͲinͲlieushouldbecollectedbaseduponthecostoflandpriortobuildingpermit(s) beingissued(i.e.,whenlandisfullyservicedinordertomaximizecashͲinͲlieureceived). Theremayalsobeopportunitiestoacquirelandsintheexistingurbanareasifcommercial,industrialorinstitutionallands becomeavailableforsale.Forexample,ifalocalschoolboardconsidersclosureandsaleofunderutilizedoragingschools, the Municipality should strongly consider the acquisition of such property for the purposes of utilizing it as parkland, or possiblycapitalizingontheschoolfacilityitselfforprogramming(e.g.,gymnasium,artsspace,and/orrenovatingtoinclude other needed facilities). The Municipality’s Official Plan supports this idea, as it “encourages the development of agreements between the Municipality and other organizations, such as public service clubs or school boards, for the increasedutilizationofspaceandfacilitiessuchasopenspace,gymnasiums,orbuildings,inordertoservetheresidents.” Ofnote,Subsection51(25)(b)ofthePlanningAct–affectingtheconveyanceoflandforpedestrianandbicyclepathways– wasrecentlyamended.ThePlanningActnowallowsthededicationoflandfor“pedestrianpathways,bicyclepathwaysand publictransitrightsofway”asaconditionofplanofsubdivisionapproval,atthemunicipality’sdiscretion.

AlternativeParklandAcquisitionOpportunities TheMunicipalityshouldconsideremployinganumberofalternativeacquisitioninitiativestomaintainanacceptablesupply of parkland, supplemental to parkland supplies received through dedications. A few alternative acquisition measures to consider,amongothers,mayinclude: x x x x x x x

municipalpurchaseorleaseofland; landexchangesorswaps,particularlyifdevelopmentistooccurinnaturalareashighlyvaluedbythecommunity; offͲsiteconveyanceofparkland; establishment of a Parks Foundation (i.e., community, corporate and/or municipal donations to be put toward parklandacquisition); reallocatingsurplusmunicipallandstoparksuse; seektopurchase‘overͲdedication’ofparklandassociatedwithnewdevelopmentand/orinfillareas;and partnership/jointprovisionoflandswithcommunitypartners.

Withaconsiderablesupplyofopenspace,aswellasthedemandsthatagrowingpopulationwillrequireforrecreational andculturalfacilitiesandservices,itisrecommendedthattheMunicipalitycontinuewithitsfocusonobtainingparkland foractiverecreationalusesandsocialgatherings. Passive lands (e.g., woodlots, valley lands and/or hazard lands) should continue to be obtained by way of opportunity rather than through the parkland dedication process. Research suggests that environmental policies mandated through various municipal, regional and provincial channels should be sufficiently strong to protect many of these areas from development. The Municipality’s own Official Plan also provides for development restrictions if areas are classified as


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hazard and environmental protection areas (EPAs) or if they are adjacent to defined wetlands, areas of natural and scientific interest (ANSIs) and environmentally sensitive areas (ESAs). In addition, the Official Plan stipulates that lands withinahazardareaorEPAthatareincludedinanynewdevelopmentmaynotqualifyfordedication.

ParklandDesign&Amenities Common amenities that may be considered as part of parkland design to enhance the user experience include public washrooms,pavilions,shelters,stages/bandshells,picnicareas,etc.Inaddition,interpretiveandwayfindingsignageare importantelementstoconsider.

Design&OperationalConsiderations The design of active and passive parks should also incorporate elements that cater to social interaction, wellness, and individualphysicalactivity,throughfeaturessuchasexercise/stretchingstations,personalreflection/meditationgardens, verticaldifferentialsalongpathways(i.e.,hillyterrain,stairzoneswithassociatedwheelchairramps),etc. Inselectingpotentialparksites,anumberoffactorswillinfluencethedecisionͲmakingprocessincluding,butnotlimitedto: x x x x x x x

topographicalandgeologicalconsiderations; potentialtoprotectecologicalfunctions,wildlifeandnativeplantspeciesabuttingparks; locationandaccesstothearea,particularlyrelativetootherlanduses; theabilitytosupportthedesiredrecreationalinfrastructure; visibility/publicfrontage; roleintheculturalandrecreationalfabricofthecommunity;and potentialfortrailornaturalsystemlinkages.

NewandreplacementparksandtrailsinfrastructureshouldcontinuetobedesignedandconstructedonacostͲeffective basis, meaning that all infrastructure, elements and facilities installed should generally be selected based on locally available replacement parts and services and should utilize a standard agreedͲupon selection of component parts to supporteaseofmaintenanceandrepair.Examplesincludetheuseofstandardbenches,playgroundequipmentandlight fixtures for which parts are readily available through local manufacturers. Any use of nonͲstandard materials and equipmentistobebasedonafullunderstandingandjustificationoftheoperationalramificationsandcostincreasesthat willaccruetotherelevantmunicipaldepartment. Theprovisionof‘purposeͲbuilt’landscapeswhichprovideaspecialroletothecitizenandparkuserarebeneficialtoengage thesensoryandfunctionalelementsofthepark.Forexample,providingexperiential/healinggardens,customizingdesigns forskateboard/BMXparks,andbarrierͲfreeplaygroundsallappealtoaparticularsenseorability.Inaddition,theinclusion


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of end users in the design of these facilities will help to promote longͲterm feelings of ownership and ongoing usage patterns.Incorporationofpublicartintothefuturedesignofpublicandprivatespacesisencouragedinordertofacilitate civicprideandcreatelocalidentityatkeypointsintheparkssystem. As the population grows and new facilities and services are provided, the Municipality will need to ensure that ongoing qualitycontrolsremainatsatisfactorylevels.Theneedforoperatingresources(e.g.,staff,equipment,etc.)willberequired tokeeppacewithaddeddemandsforabolsteredleisuredeliverysystem.Ensuringqualityisanutmostprioritytoensure thatresidentsandusersaresatisfiedwithmunicipalservices,therebyengagingthemtoparticipateanduseparks,facilities andprograms. An additional design consideration is the addition of interpretive and historical signage to guide residents and visitors through the Municipality’s extensive natural heritage assets, including trails, protected areas, areas of interest (e.g., Carolinianforest,sanddunes,etc.).

CommunityBeautification ThroughconsultationeffortsundertakenforthisMasterPlan,stakeholdergroupsurveyswerereceivedfromanumberof gardenorhorticulturalorganizations.Fromthesegroups,somekeyissuesthatwereraisedincludethedesireforimproved naturalizationandlandscapingaroundtheoldForestArenasite,wayfindingsignagethroughouttheMunicipality,andthe desireforacoveredstageandwashroomimprovementsatEsliDodgeConservationArea.ThesegroupsareallvolunteerͲ run organizations that donate their time to beautify the Municipality of Lambton Shores; many are involved in the Communities in Bloom initiative, which was a partnership between 56 groups and organizations as well as countless residents and staff members in 2010. The initiative serves to unite the community through beautification and environmentalstewardship.The‘tidiness’elementoftheprogramincludedstaffwhomaintainthetidinessandsafetyof the Municipality’s assets (e.g., beaches, community centres, etc.); community groups that undertake cleanͲups and the ‘TrashBash’;andcommercialpartnersthattakespecialinterestintheconditionoftheirbusinessproperties. ItisrecommendedthattheMunicipalitymaintainitsinvolvementintheCommunitiesinBloominitiativeasamethodof promotingcommunityprideandbeautification.Withrespecttotheothersuggestionsandrequestsmadebythegarden and horticulture groups, the Municipality should continue to support these organizations where possible, through continuous communication and cooperative problem solving. Internal municipal park design and maintenance practices would also be able to better contribute to community beautification objectives by hiring a Horticulturist/Forester (see StrategicDirection#4)whoisadequatelytrained,skilledandhastheprofessionalcapacitytoundertakerequiredtasks.


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Safety New and existing parks should continue to be designed with patrons’ safety in mind, through the application of CPTED (Crime Prevention Through Environmental Design), developed by CPTED Ontario, and other design principles. The Municipality’s existing playground replacement program should continue to be a high priority to ensure ongoing maintenanceandreplacementactivitiesareconductedinatimelymanner.Highvolumeareasshouldbeappropriatelylit, limitedvisibilityareasshouldbeminimalinnumber,andneighbourhoodlevelparksshouldbedesignedsothatsurrounding residentsandstreetshavevisibilityintothepark,thusdiscouragingillicitactivities.Maintenanceofparksandopenspaces isnowacceptedintheindustryasakeycomponentofperceivedsafetyinparksandindeterringinappropriatebehaviour. The establishment of a citizens’ watch or ambassador program is also recommended to engage the community to help watch over parks for illegal activities, functioning similar to a Neighbourhood Watch program or community patrol. Any communityͲbased watch program which is to be implemented should be designed in consultation with the Police Departmentpriortoengagingcitizenstoactivelywatch/patrolparks.Whendesigningnewparksorfeatureswithinexisting parks, the Municipality should work with the Ontario Provincial Police Department on certain park designs and the applicationofCPTEDprinciples.

EnvironmentalIntegration Inrecentyears,thetrendtointegratenaturalfeaturesintoparksettingshasbeenincreasing,asenvironmentalprotection becomes increasingly recognized by society. The Municipality of Lambton Shores has a number of significant ecological areas,includingCarolinianforest,theAusableGorge,freshwatercoastaldunes,andagloballyrareOakSavannaecosystem. Manymunicipalitiesaremakingeffortstoprovidepassiveareasthatincorporatenativeplantspecies,conservewoodlots, andensurethatcertainareasofnewactiveparksremaininanaturalstate.Withtheinterestinoutdoorrecreation,many municipalities are also designing parks to include provisions for bird watching, wildlife viewing and capitalizing on ecoͲ tourismopportunities. Giventhenaturalfunctionoftheparkssystem,municipalparklandinherentlyplaysakeyroleintheprotectionofnatural landscapes and allows for the interpretation of key features. By incorporating natural heritage areas within the parks system,residentsareexposedtonaturalfeaturesandcanfacilitatetheirawarenessofkeyenvironmentaltopics.

Accessibility,Comfort&OtherAmenities Ensuringthatparksareaccessiblewillencourageawiderangeofusers.Inthiscontext,thetermaccessiblecanreferto spatial distribution and ability/preference of the resident using the park. For example, locating parks along trail routes, providingbicycleracksandadequatevehicularparking,providingspacesforunstructuredplayorgatherings,incorporating barrier free designs, etc. are considerations that will serve the needs of a broad range of users. Due to the geographic


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expanse of the Municipality of Lambton Shores, it is imperative that connectivity and active transportation are key considerationsasmeansofpromotinglowcostandunprogrammedrecreationopportunities. Regarding more active use parks, wherever possible, the Municipality should cluster the same type of playing fields togethertoincreaseasenseofformandfunction,similartotheexistingKlondykeSportsParkorCoultisPark/McRaePark templates.MajorParksshouldalsoincludewashrooms,electricaloutlets,benchesandsafe,pedestrianͲfriendlypathways, bicycle racks, etc. The Municipality currently provides washroom facilities (permanent or portable) at a number of park sites. Washrooms are generally provided at parks where major sporting facilities (e.g., soccer fields, ball diamonds) are located and along key destinations in the trails system. The Municipality should continue to consider permanent or portablewashroomfacilitiesatheavilyutilizedparkandtraillocationsastheseconveniencescanattractagreateruseby individualsandfamilies.

UnstructuredRecreationAreas Agreateremphasisshouldbeplacedonprovidingmoreinformalspaceinnewparksinordertopromoteunstructuredand organizedactivities,aswell asemerginginterests.TimeͲpressedindividualsareseekingareaswheretheycanenjoypark usesattheirownconvenience.Informalplayfieldshavebeenobservedtobepopular,particularlyattheneighbourhoodͲ levelforactivitiessuchaspickupfieldsports,playingmusicalinstruments,kiteflying,sunbathing,etc.TheMunicipalityalso providespicnictablesandpavilionsatanumberofparks(e.g.,GrandBendLionsPark)whichofferavenueforgatherings. Picnicking has been observed to be a use that is reͲemerging in popularity, largely driven the desire for family leisure opportunitiesandethnicdiversification(picnickinghasbeenobservedtobeapopularleisureactivityformanynewcomers toCanada).Thekeytothesuccessofunstructuredrecreationalareasistheflexibilitythatisaffordedforthetypesofuses thatcanbepursued.Thesetypesofparkscanbringpeopletogethertoparticipateinphysicalactivity,showcasecultural diversitythroughfestivalsandspecialevents(e.g.,CanadaDaycelebrations,HomemadeJam,etc.).CommunityParksare ideallysuitedtocontainunstructuredareasforrecreation,althoughaneighbourhoodparkisalsoaplaceforunorganized activities,albeitatasmallerscale.

Signage The provision of appropriate signage is another key component of good park and trail design. Signage is an important elementinpromotingrecognitionandstewardshipinthecommunity.Withoutproperandconsistentsignage,parkusers may be confused about the property’s ownership. Signage is also important as part of the tourism infrastructure that directstouristseasilytodestinationsandencouragesthemtoreturnbecauseoftheeaseoftravel–theyarealsooneofthe firstimpressionsofasite.Signsdevelopasenseofplaceandcombinedwithgoodurbandesign,cancreateuniquedistricts andfosteraestheticdevelopmentandenjoyment.Theyalsoprovideinterpretiveinformationthatconnectsausertothe park and may encourage the person to take further interest in their surroundings. A good sign is clear, attractive and designedincontexttoitssurroundings(inthiscase,parksandopenspaces).Signsshouldclearlystatethepark’snameas


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wellasanaddressforemergencypurposesorthenamesofanylocalorganizationliketheLionsorOptimiststhathelped fundraiseforthepark.


Stream

Parkland Acquisition

PTBO

Parkland Distribution

StrategicDirection9:Actions 9Ͳ1. Theprovisionofparklandshouldbetargetedatarateof4.0hectares per1,000residents,furthersubdividedaccordingtothetypeofpark wherebyMajorParksareencouragedatarateof2.0hectaresper 1,000whileCommunityandNeighbourhoodParksareencouragedata rateof1.0hectaresper1,000residents,respectively.Thiswould suggestthatanadditional7hectaresofparklandisrequiredbythe year2020,ofwhichapproximately3hectaresshouldconstituteMajor Parks,2hectaresshouldconsistofCommunityParksandanother2 hectareswouldbecomprisedofNeighbourhoodParks.

SuggestedTiming Ongoing (overmaster planningperiod)

ResourceImplications Standardoperationalimplicationsassociatedwith parklandacquisitionandmaintenancecosts.

PTBO

9Ͳ2. TheMunicipalityshouldcontinuetorequire5%landconveyancefor parklandfromresidentialdevelopments(orapplicationofthe1 hectareper300dwellingunitsorcashͲinͲlieuprovisions)and2%land conveyanceforparklandfromindustrial/commercialdevelopments (orcashͲinͲlieuthereof).Whenadditionalparklandisnotrequired, cashͲinͲlieushouldbecollectedbaseduponthecostoflandpriorto buildingpermit(s)beingissued(i.e.,whenlandisfullyservicedinorder tomaximizecashͲinͲlieureceived).

Ongoing


PTBO

9Ͳ3. TheMunicipalityshouldconsiderarangeofalternativeparkland acquisitionstrategiestoobtainadequateparklandwherelimitations existinacquisitionthroughthedevelopmentprocess

Ongoing


PTBO

9Ͳ4. ContinuetoworkwiththeLambtonDistrictSchoolBoardandSt.Clair CatholicDistrictSchoolBoardintheplanningandprovisionofjoint schoolͲparkcampuses

Ongoing

StaffTimetoliaisewiththeSchoolBoards

PTBO

9Ͳ5. ThroughtheOfficialPlanreview,theMunicipalityshouldencouragea targetofprovidingparklandwithin800metresofmajorresidential areas(freeofmajorpedestrianbarrierssuchaswaterways,highways andmajorroads,raillines,etc.).

ShortͲTerm

PTBO

9Ͳ6. TheMunicipalityshouldundertakeacomprehensivedigitalmapping exerciseofallparksandparkassetsinordertoestablishitsinventory andallowforeasieranalysisanddecisionͲmakingwiththeselands.

MediumͲTerm


Noresourceimplicationsareanticipatedasthe actioncanbeimplementedwithincurrentroles, responsibilities,andworkloads. StaffTimeand/orConsultantFeestoestablish digitalmapping.

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TopicArea TrailsSystem

Stream PTBO

PTBO


SuggestedTiming


9Ͳ7. TheMunicipalityshouldundertakethedevelopmentofa‘Trails/ ActiveTransportationMasterPlan’thatestablishesacomprehensive andsystematicframeworkthatdefinesthevisionandaddressesneeds throughlongͲrangeplanningforthelocaltrailssystem.

Ongoing

ConsultantFees

9Ͳ8. TheMunicipalityshouldcontinuetodevelopitstrailssystemaspartof itscorelevelofservice,specificallywiththefollowingkeyobjectives:

Ongoing

Standardoperationalimplicationsassociatedwith traildevelopmentandmaintenancecosts.

9Ͳ9. TheMunicipalityshouldpursuetheenhancementofconnectivity alongwaterfronttrailsystems;thisundertakingwouldrequire partnershipswithnonͲmunicipalandprivatelandowners

Ongoing

Standardoperationalimplicationsassociatedwith traildevelopmentandmaintenancecosts.

$50,000

x Continuetopromoteconnectivitywithinthetrailssystem,bothat amunicipalandregionallevel,tothegreatestdegreepossible. x PromotemunicipaltrailinfrastructureformultiͲseasonalactive transportationchoices,asappropriate. x Priortoundertakinganytraildevelopment,theMunicipality shouldexplorepartnershipswithcommunityͲbasedorregional organizationswithaninterestintheconstruction,maintenanceor levelofamenity/qualityofthetrail. x TheMunicipalityshouldconsidertheusageofdedicatedparkland fortrailsshoulddevelopmentbeoccurringatanappropriate location. x TheMunicipalityshouldmakeeveryefforttoprovidesuitable parkingandamenities(e.g.,washrooms,benches,equinefacilities, etc.)atkeyaccesspoints/trailheads. PTBO


NaturalHeritage

PTBO

9Ͳ10. TheMunicipalityshouldcontinuetodesignparksthatincorporate natural,indigenousvegetationfeaturesinordertofosteran appreciationforsuchareasandmaintaincrucialecologicalfunctions (e.g.,dunegrass,Carolinianforest,etc.).

Ongoing


WaterfrontLands &Beaches

PTBO

9Ͳ11. Continuetoenhance,improveandacquireparklandand/orbeach areasalongtheLakeHuronwaterfront,whileensuringthatwaterfront trailssystemsarecontinuousandconnectedtoasmanyparksandkey destinationsaspossible.Assuch,theMunicipalityshouldworkwith landownersalongtheshoretoimprovecommunityaccess,potentially throughmutuallybeneficialpartnerships.

Ongoing

StaffTimeandfinancialresourcestobe determinedonanongoingbasisdependingupon theextentofnegotiationandacquisition pertainingtowaterfrontlands.


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TopicArea

Stream PTBO

StrategicDirection9:Actions 9Ͳ12. TheMunicipalityshouldcontinuetoprogramGrandBendBeachina similarmannerashasbeencarriedoutoverthepastnumberofyears untilaResearchandConsultationinitiativespecificallyaddressingthe followingisundertaken:


ResourceImplications ConsultantFees $20,000 (note:alsoseeStrategicDirection#9,Action9Ͳ13)

x DefiningtheroleoftheGrandBendBeachandhavingregardfor communitystakeholderssuchasabuttinglandowners,visitors, downtownbusinesses,peripheraltourismbusinesses(e.g.hotels, restaurants,etc.)andotherresidents/organizationswithin LambtonShores; x Determiningappropriateuse(s)oftheGrandBendBeach, includingitscapacity,capabilityandroleoftoserveasaspecial eventvenueandthefeasibilityofincorporatingactiveliving opportunities; x Examinebestpracticestomunicipalbeachmanagementand tourismtopositionGrandBendBeachasaleaderinproviding worldͲclassbeachfrontexperiences. x Identifyingimprovementsoradditionstoexistinginfrastructure (washrooms,parking,lifeguardandemergencyservices, concessions,etc.)tomeetcurrentandprojectedneeds,aswellas thecarryingcapacityofthebeachandconstraintsassociatedwith thearea(e.g.ConservationAuthorityregulations)toaccommodate suchinfrastructure; x Reviewandmakerecommendationsregardingtheexisting municipalratestructureforbeachrentals;and x Determinepossiblepartnershipsforthedeliveryofrecreationand leisureservicesontheGrandBendBeachincludingthe appropriatenessofmaintainingthe“statusquo”withrespectto privatesectorand/orpublicͲprivatepartnerships. PTBO

9Ͳ13. TheMunicipalityshouldobtainlegaladvicerelatingtotheeasements anddeedsthatmayimpactGrandBendBeachusage.


ShortͲTerm

Legal/ConsultantFees $7,500

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TopicArea ParklandDesign

Stream


SuggestedTiming


PTBO

9Ͳ14. ThroughtheOfficialPlanreview,theMunicipalityshouldadopta policythatstatesparksshouldbeatleast1.2hectaresinsize,unless otherwisedeemedappropriate(i.e.inthecaseofurbanparks),in ordertoensurethatparksareabletoaccommodatearangeof recreationandleisureactivitieswhileprovidinglongͲtermflexibilityto respondtofuturetrendsinparkusageanddesign.

ShortͲTerm

PTBO

9Ͳ15. Strivetoprovideaparksandtrailsystemthatiscomfortable,safeand interestinginavarietyofwayssuchas:

Ongoing

Standardoperationalimplicationsassociatedwith parklanddevelopmentandmaintenancecosts.


x Providingpublicwashroomfacilities(throughacombinationof permanentandportablefacilities)atheavilyutilizedparksandkey trailheadsacrosstheparkssystem. x ContinuingtoincorporateCPTEDprinciplesinparkdesignand facilitatingparkambassadorprogramsinconsultationwiththe localpolicedepartmenttoencouragecivicparticipationinkeeping localparksfreeofundesirablebehaviours,andtherebyensuring thatsafetyconcernsdonotbecomeabarriertoparkusage. x Ensuringthatadequatesignageexistsatallmunicipalparks, trailheads(withappropriateidentificationandroutinginformation) andrecreationandculturalfacilities.Thesesignsshouldbe restoredorreplacedwhentheydeteriorate.

Community Beautification

PTBO

9Ͳ16. TheMunicipalityshouldcontinuetoprovidepassiveoutdoorfacilities forthepurposesofpublicgatheringsandpicnicking.Furthermore, provisionstoincorporatespacesandamenitiesencouragingphysical activity,wellnessandinformaluseopportunitiesshouldbeparamount considerationsinthedesignofparksinordertoencourageuseand facilitateactivitylevels.

Ongoing

Minimalresourceimplicationsanticipatedforthis action.

PTBO

9Ͳ17. TheMunicipalityshouldmaintainitsinvolvementintheCommunities inBloominitiative,andsupportotherappropriatemethodsof promotingcommunityprideandbeautification.

Ongoing



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