Town of Grand Bay-Westfield

TOWN OF GRAND BAY-WESTFIELD

RECREATION MASTER PLAN UPDATE

2012 - 2022

Prepared for:

July 2011

Prepared by:

Gwen McKay Amulet Consulting Ltd. 678 Charlotte Street Fredericton, NB E3B 1M3 Tel: 506 451-9021 Fax: 506 454-1607 Email: [email protected] TABLE OF CONTENTS

1.0 Introduction...... 1

1.1 History ...... 1 1.2 Master Plan Update Objectives...... 1 1.3 Project Planning Process...... 2

2.0 Town of Grand Bay-Westfield: The Context for Recreational Master Planning.....3

2.1 Recreational Demand vs. Need...... 3 2.2 Future Citizen Recreational Needs...... 3 2.2.1 Town of Grand Bay-Westfield Demographics...... 4 2.2.2 Population Health Status...... 9 2.2.3 Recreation Industry Trends...... 16

3.0 Assessment of Current Grand Bay-Westfield Recreation Delivery System...... 24

3.1 Municipal Recreation Foundation...... 24 3.1.1 Municipal Vision and Mission...... 24 3.1.2 Recreation Philosophy...... 24 3.1.3 Recreation Definition...... 24 3.1.4 Recreation Purpose...... 24 3.1.5 Recreation Roles...... 25 3.1.6 Recreation Goals...... 25 3.2 Municipal Recreation Management and Resources...... 25 3.2.1 Recreation Policies ...... 25 3.2.2 Recreation Director...... 26 3.2.3 Recreation Personnel...... 26 3.2.4 Internal Municipal Collaboration...... 26 3.2.5 Recreation Department Operational Budget & Expenditures...... 27 3.2.6 Recreational Department Capital Requests and Actuals...... 29 3.3 Recreation Facilities...... 32 3.3.1 Grand Bay-Westfield Recreation Infrastructure and Outdoor Opportunities...... 32 3.3.2 Regional Recreation Infrastructure...... 32 3.3.3 Outdoor Recreation Opportunities...... 37 3.4 Recreation Programs...... 38 3.4.1 Grand Bay-Westfield Programming...... 38 3.4.2 Regional Recreation Programming...... 45 3.5 Community Perceptions of Current Recreation Delivery System...... 45 4.0 Town of Grand Bay-Westfield Recreation Planning Realities...... 54

4.1 Recreation Planning Realities...... 54 4.1.1 Future Citizen Recreational Needs...... 54 4.1.2 Analysis of Town of Grand Bay-Westfield Recreation Delivery System...... 56 4.1.3 Current and Projected Fiscal Climate...... 63 4.1.4 Recreational Infrastructure Deficit...... 64

5.0 Town of Grand Bay-Westfield Master Plan Updated 2012-2022...... 66

5.1 Recreation Values to a Community...... 67 5.2 Recreation Master Plan Recommendations: 2012-2022...... 68 5.2.1 Municipal Recreation Foundation Recommendations...... 68 5.2.2 Municipal Recreation Department...... 71 5.2.3 Town – Community School Relationships...... 78 5.2.4 Community Services Facilities...... 80 5.2.5 Programming...... 84 5.2.6 Branding and Promotion...... 86

6.0 Community Services 2012 – 2022 Master Plan Implementation...... 88 LIST OF TABLES

1 Key New Brunswick and Grand Bay-Westfield demographic trends and association implications for the Town of Grand Bay-Westfield recreational planning...... 6

2 A snapshot of New Brunswick population health...... 9

3 Grand Bay-Westfield health status measures compared to national and provincial status...... 10

4 Grand Bay-Westfield resident physical activity patterns...... 12

5 A comparison of health determinants by the New Brunswick population with the Canadian average...... 15

6 Key recreation industry trends and associated implications for the Town of Grand Bay-Westfield...... 17

7 Town of Grand Bay-Westfield Recreation Department expenditures relative to total municipal expenditures 2006-2010...... 27

8 Analysis of municipal recreation budgets for 2009 and 2010...... 28

9 Analysis of recreation budget expenditures under Other Activities for 2009 and 2010...... 29

10 Town of Grand Bay-Westfield Recreation Capital project requests, approved and actuals 2005-2010...... 30

11 Current recreation infrastructure constructed and maintained wholly/partially by the town of Grand Bay-Westfield...... 33

12 Grand Bay-Westfield school recreation/sport facilities...... 35

13 Private recreation facilities located within the Town of Grand Bay-Westfield....36

14 Current Town of Grand Bay-Westfield/River Valley recreational program offerings...... 39

15 Interviewee Perceptions of Strengths, Weaknesses, Opportunities and Threats to current recreation delivery system...... 46

16 Community Services 2012 – 2022 master plan implementation...... 89 LIST OF FIGURES

1 The influence of health behaviors and socio-economic factors on an individual’s health...... 14

SECTION I

INTRODUCTION Town of Grand Bay-Westfield Recreation Master Plan Update

1.0 INTRODUCTION 1.1 HISTORY In 1990, the River Valley Recreation Planning Committee commissioned Amulet Consulting Ltd. to prepare a Regional Community Recreation Master Plan for the River Valley (the communities of Grand Bay, Westfield and the Westfield West Local Service District (LSD)) in response to growing demand by area residents for recreational opportunities. In the intervening twenty years much has changed: the communities of Grand Bay and Westfield merged into the Town of Grand Bay-Westfield (hereafter referred to as the Town), the population in the Town has grown as have other regional communities on the periphery of the City of Saint John, there are new and rejuvenated recreation facilities/opportunities within the Town and throughout the Saint John Region, recreational demand by citizens has changed, all ages are participating in new forms of recreation and citizens are more environmentally conscious to name but a few. As such, the Town of Grand Bay-Westfield has identified the need to update its recreation master plan.

1.2 MASTER PLAN UPDATE OBJECTIVES Unlike the 1990 Recreation Master Plan that included the three distinct communities of Grand Bay, Westfield and the Westfield West LSD, this update to the recreation master plan focused solely on the Town of Grand Bay-Westfield. It was, however, recognized that the Town services LSD residents in terms of community schools, retail services, recreation and other facilities and programs, etc. The objectives of this Recreation Master Plan Update were: 1. To assess the implications of Town demographics on future citizen needs for recreational opportunities. 2. To undertake an inventory and assessment of current Town and community recreation infrastructure (facilities) and programs/services in terms of go- forward recreation needs based on current and projected demographics, health status and recreation industry trends.

3. To review and analyze current municipal recreation policies, community partnerships, organization, management, administration and human resource capacity. 4. To detail short (1-3 years), medium (4-7 years) and long (8-10 years) term recommendations for Town recreational infrastructure, programs/services, management/administration and resourcing.

1.3 PROJECT PLANNING PROCESS In undertaking this project to formulate recommendations for the 2012-2022 recreation master plan update, Amulet: . Conducted site visits to all municipal and community recreational infrastructure located within Town limits. . Conducted personal individual/small group interviews with thirty-two (32) individuals (Appendix I) engaged in the delivery of a wide variety of municipal and community recreational opportunities (i.e., school facilities, Town and community facilities and programs/services, special events, administration, management, maintenance services, etc.). . Reviewed relevant documents such as the 2009 Town of Grand Bay- Westfield Municipal Plan Review – Background Report1, the 2011 Bicycle Facility Review2, the Proposed Construction of a New Grand Bay Elementary School3, the 2003 Waterfront Development Plan4, relevant Town correspondence, maps, reports, web-sites, etc. . Reviewed current Town socio-economic data so as to anticipate their impacts on recreational demand and the implications for Town recreational planning. . Reviewed evident and emerging trends in the recreation industry that will/should shape municipal recreational planning and operations. . Reviewed provincial and Town population health status data that contributes to citizen needs for healthy and physically active lifestyles.

TOWN OF GRAND BAY-WESTFIELD

THE CONTEXT FOR RECREATION MASTER PLANNING Town of Grand Bay-Westfield Recreation Master Plan Update

2.0 TOWN OF GRAND BAY-WESTFIELD: THE CONTEXT FOR RECREATION MASTER PLANNING

2.1 RECREATIONAL DEMAND VS NEED Historically, municipal planning for public recreational opportunities has been grounded in measuring demand. Demand, however, is point-in-time- sensitive and can increase or decrease due to a number of factors: population growth/decline, recreational activity popularity/participation rates, the time and financial cost to participate, facility availability, accessibility, capacity, suitability, safety and attractiveness, media coverage, etc. Not only is demand often, although not always, a short-term indicator of recreation facility and program/service pressure, but it can be heavily influenced in the public forum by those who most eloquently and vociferously voice demand. As a public service, however, recreation is mandated to contribute to the overall public good by providing equitable direct and indirect benefits for all citizens.

2.2 FUTURE CITIZEN RECREATIONAL NEEDS Demographics, health status and recreation industry trends are the starting point to appreciating future citizen recreational needs so as to strategically plan and invest in appropriate and affordable facilities, programs and services. Forecasting the future, however, is fraught with challenges. History repeatedly demonstrates that the future will not be exactly like the past: while demographic, health status and industry trends are significant indicators of future citizen needs that cannot be ignored, the Town of Grand Bay-Westfield need also appreciate that genuinely random, totally unpredictable factors can and will influence future citizen needs.

2.2.1 Town of Grand Bay-Westfield Demographics

Total Population: Since 1971, the population of Grand Bay-Westfield has grown from 2,9505 to current (2006) 4,9811; a 68.8% increase in 35 years. It should be noted that other bedroom communities on the periphery of the City of Saint John have also increased in population: in particular, Quispamsis with a 2006 population of 15,239 and Rothesay with 11,6371.

Population Projections: There are no assured population projections for the Town of Grand Bay-Westfield. The population of New Brunswick, however, has stagnated and unless there is significant economic growth, the provincial population is projected to both decline and age rapidly. In the short term, the north to south migration will benefit the three provincial economic magnets of Moncton, Saint John and Fredericton and their respective surrounding bedroom communities. However, competition for investment, new businesses and residents amongst the three metropolitan magnets and bedroom communities should be expected to increase.

It is highly unlikely that the Town’s population will double in the next decade: at best, a conservative increase in population of 2%/annum would grow the population to 6,193 by 2021 (an increase of 1,212 Town residents).

Gender and Population Aging: The Grand Bay-Westfield population is somewhat skewed to more males (57%) than females (43%) unlike the Canadian and New Brunswick 51% male -49% female distribution1. In 1986, one third (34.8%) of Town population was within the 25-44 age group. Today the median age is 40.7: slightly lower than the provincial median of 41.5 and the Saint John median of 41.3 but older than the

Rothesay (39.1) and Quispamsis (37.5) median ages1. In keeping with the province as a whole, Grand Bay-Westfield is aging and this should be expected to continue as the numbers of children age 0-4 and 5-14 gradually decline and the numbers of older-senior adults (ages 45-54, 55- 64 and 65-74) increase.

Relevant Socio-Economic Characteristics: In general, current Town residents can be characterized as1: . Consisting of 1,525 census families with an average household size of 2.8 of which 86.9% are couple families and 13.1% are lone parent families. . Residing in single detached houses (90.8%) that are owned dwellings with an average value of $157,968. . A high proportion (36.0%) of residents with college and/or university education. . Employed in Saint John and commute by personal vehicle (84.8%) or as a passenger (10.0%). . Have a median family pre-tax income of $71,497 that ranges from $79,497 for married couple families, $76,363 for common-law families and $29,048 for lone parent families. It should be noted that Town median incomes are significantly higher that provincial incomes that compare respectively at $52,878, $60,726, $49,137 and $28,416.

Based on Grand Bay-Westfield and relevant New Brunswick demographics Table 1 identifies key recreation planning implications for the Town of Grand Bay-Westfield.

Table 1: Key New Brunswick and Grand Bay-Westfield demographic trends and associated implications for Town of Grand Bay-Westfield recreational planning.

Demographic Trends Recreational Planning Implications Population Growth . Stagnant provincial population . Decrease in overall provincial growth6. population need for recreational offerings. . Scenario-based New Brunswick . Slight increase in recreational population projections vary but needs by residents of Grand Bay-Westfield without significant economic growth based on an estimated population growth of as a consequence of 2%/annum over the next decade to 6,072 by industry/business investment, the 2021. New Brunswick population will . Pressure for investment in decline6. recreational opportunities as an economic . Any population growth in select development tool. regions/communities will be largely . Continued user pressure by LSD due to intra-provincial migration, residents on Town recreational offerings. some inter-provincial migration and . Fiscal challenges by growth limited immigration6. municipalities to offer extensive recreational . New Brunswick population is on the offerings to meet citizen recreational needs. move: north to south and rural to urban/suburban6. . Moncton, Saint John, Fredericton are the metropolitan economic magnets6. . Residential municipalities in close proximity to one of the three metropolitan centres are experiencing significant growth6 particularly as a result of young families moving into the area. This is likely to continue, although at a slowing rate, as people seek stronger and sustainable economic opportunities.

Demographic Trends Recreational Planning Implications Aging Population . Increase in 40+ age cohorts and . Shift in recreational planning from decline in under 40 age cohorts6. traditional focus on children/youth to adult/senior . Provincial median age in 2031 will adult needs. be 47.9-49.3 compared to 35.5 in . Gradual participation decline in 1996: one third of all New traditional children/youth activities/sports that will Brunswickers will be senior reduce demand if there is minimal population citizens6. growth. . Projected increase in provincial . The over 60’s are not a homogenous population dependency ratio to group in terms of need and ability and, therefore, almost 50% in 2031 due to municipalities and other recreation agencies must dramatic increases in age 65+ provide a variety of facilities and services that cohorts6. meet varied recreation needs/preferences. . Preference by adults/senior adults for non-vigorous programs/activities such as walking, aqua-fit, bicycling, home exercise, golf, gardening, cross-country skiing, etc. . Appropriate recreation facility design to enable full access and facility usage by an aging population and persons of all ages with disabilities. NOTE: 16.4% of New Brunswickers have a disability that limits their participation and activities: 38.3% are age 65+ and 53.1% across all age cohorts are female6. . Increased demand for daytime use of facilities and access to programs/services. . Need for facilities that are conducive to senior programming and provide rehabilitative amenities such as whirl pools. . Opportunity for wellness and rehabilitation programs/services in partnership with health sector. . An aging population will contribute to an increase in desire for and participation in arts/cultural programs and experiences (e.g., festivals, theatre, art galleries, educational programs, etc.). . The commercial sector of recreation will recognize the growing senior adult population as a significant market opportunity and will provide competitive facilities/program/services

specifically targeting seniors with discretionary incomes.

Demographic Trends Recreational I Planning Implications Changing Work Patterns and Family Structures . Smaller household/family size. . Recreational facilities readily . High Grand Bay-Westfield accessible for spontaneous, at-my-convenience proportion (13.1%) of lone parent activities. families1. . Affordability (time, travel, financial . More women in the workforce. cost) of recreational facilities and . Job sharing, part-time programs/services. employment, under-employment . Recreation scheduling to and early retirement. accommodate diverse school/work patterns. . Disparity of free time: some will . Time challenges for families to have ample leisure time with organize leisure time together: families will seek limited income while others will be opportunities where children and adults can time-poor and income-rich and participate in their respective activity of choice at look to maximize their free time. same time and location. . Multi-functional, multi-generational facilities that cater to a wide range of recreation opportunities including physical, artistic, creative, cultural, social and intellectual pursuits. . Increased demand for experiential programs: outdoor adventure, cultural learning, etc. . Higher income, time-constrained citizens willing to pay for quality facilities/services and select/specialized activities rather than opting into full facility/program membership. Grand Bay-Westfield Economy and Resident Prosperity . Continued urban economic . Economic prosperity translates into prosperity. discretionary income to spend on recreational . 13.3% or approximately 97,500 activities6. New Brunswick residents live . Affordable recreational facilities for all below the poverty line. Of those in citizens regardless of income. poverty, approximately 40,000 are . Citizen literacy, education levels, on social assistance and the employment status and median earnings remaining are working poor.6 significantly impact their health and participation . Higher Grand Bay-Westfield in recreational/healthy living activities6. median earnings than New . Residents in poverty are predisposed Brunswick median earnings. to physical inactivity and poor health6. . Growth in household prosperity. . A significant proportion of the New . Income and social status have Brunswick population cannot afford recreational more impact on health than any opportunities that have high costs to participate. other determinant6. . Public pressure for quality of life

including wide variety of recreational opportunities. . Potential migrants to Grand Bay- Westfield consider recreation an important component of quality of life when choosing where to live.

2.2.2 Population Health Status In general, the health of New Brunswick citizens is below, and sometimes well below, the Canadian average. Table 2 provides a snapshot of New Brunswick population health in comparison with the Canadian average: note, in particular, lower than Canadian average New Brunswick citizen perceptions of their physical and mental health and higher rates in New Brunswick male deaths from heart and stroke, cancer, breathing diseases, accidents and suicide/self-inflicted injuries.

Table2: A snapshot of New Brunswick population health7.

CanadianNB Female NB NB Rank Average Male Average (NB to Canada) Population Health Status See your health as being very good (%, CCHS, 2008) 59.1 56.2 53.6 54.9 9/13 or excellent See your mental health as being (%, CCHS, 2008) 74.4 71.7 70.8 71.3 10/13 very good or excellent Pain or soreness that stops you from (%, CCHS, 2007-2008) 10.8 15.4 12.0 13.8 10/13 doing certain activities Average expected length of life (age, Stat Can, 2006) 80.8 82.4 77.7 80.1 5/10 Infant born not weighing enough (% Stat Can, 2005) 6.0 6.1 5.8 5.9 8/13 Rate of infants’ dying (rate per 1,000 live birth, 5.0 - - 4.0 2/13 Stat Can, 2006) Death from heart and stroke (rate per 100,000 population, 200.9 166.2 276.2 213.7 6/13 Stat Can, 2000-2002) Death from cancer (rate per 100,000 population, 179.1 147.9 236.9 184.4 6/13 Stat Can, 2000-2002) Death from breathing diseases (rate per 100,000 population, 47.3 39.2 76.8 53.2 8/13 Stat Can, 2000-2002) Death from accidents (rate per 100,000 population, 25.6 15.8 46.0 29.9 6/13 Stat Can, 2000-2002) Suicide/self-inflicted injuries (rate per 100,000 population, 11.3 4.0 22.7 13.2 7/13 Stat Can, 2000-2002)

The Healthy Eating Physical Activity Coalition (HEPAC) of New Brunswick (HEPAC) developed a baseline Wellness Profile of Grand Bay-Westfield8 residents which included a snapshot of the community’s health status (Table 3) and physical activity patterns (Table 4) in comparison with provincial and national data. While Grand Bay-Westfield residents measured better in some health status variables and physical activity patterns, there are certainly instances where residents measured lower than or exceeded national and provincial measures.

Table 3: Grand Bay-Westfield health status measures compared to national and provincial status8. Stress In Your Life Canada NB Grand Bay- Westfield Self Perceived Stress Levels (age 15 plus) % % % Not at all stressful 12 14 18 Not very stressful 24 26 31 A bit/quite stressful 64 61 51 Total 100 101 100 Self Perceived Stress Levels by Gender FEMALE Not at all stressful 5 6 9 FEMALE Not very stressful 12 14 11 FEMALE A bit/quite stressful 34 32 24 MALE Not at all stressful 7 8 10 MALE Not very stressful 12 12 20 MALE A bit/quite stressful 31 29 27 Total 101 101 101 Top 5 Chronic Diseases Arthritis or rheumatism 18 22 28 High blood pressure 16 22 25 Asthma 8 8 19 Diabetes 5 7 2 Heart Disease 5 7 4 Body Mass Index (BMI) Adult Normal & Under 50 39 33 Overweight 34 38 41 Obese 16 23 26 Total 100 100 100 Body Mass Index (BMI) Youth Underweight ** 4 ** Within recommended 81 67 68 Overweight 15 13 ** Obese 5 15 ** Total 101 99 68

Smoking Canada NB Grand Bay - Westfield Youth Exposure to Tobacco Smoke % % % 0 days ** 63 59 1-4 days ** 26 30 5-7 days ** 11 ** Total ** 100 89 Youth Susceptibility to Smoking Yes ** 78 80 No ** 22 20 Total ** 100 100 Youth Smoking Patterns Have not smoked ** 40 38 Have smoked ** 60 62 Total ** 100 100 Youth School Connectedness and Prosocial Aspects Canada NB Grand Bay - Westfield Youth School Connectedness Agree ** 85 87 Disagree ** 15 13 Total ** 100 100 Youth Prosocial Aspects Like me ** 62 61 Not like me ** 38 39 Total ** 100 100 **Data not available

Table 4: Grand Bay-Westfield resident physical activity patterns8. Canada NB Grand Bay- Westfield Top 7 Physical Activities % % % Walking 70 71 65 Gardening/Yard Work 47 51 51 Home Exercise 34 34 49 Swimming 24 20 24 Bicycling 24 18 21 Popular/Social Dance 19 22 28 Running Jogging 21 16 14 Daily Physical Activity Greater Than 15 Minutes in the last 3 months 15 Minutes in the last 3 Months Yes 38 32 47 No 62 68 53 Total 100 100 100 By Gender FEMALE Yes 19 16 19 FEMALE No 32 35 25 MALE Yes 18 16 28 MALE No 31 33 28 Total 100 100 100 Physical Activity Index Active 27 22 32 Moderate active 25 25 16 Inactive 48 53 52 Total 100 100 100 By Gender FEMALE Active 12 10 9 FEMALE Moderate active 13 13 7 FEMALE Inactive 26 29 28 MALE Active 15 12 23 MALE Moderate active 12 12 9 MALE Inactive 22 24 24 Total 100 100 100

Canada NB Grand Bay - Westfield Youth Screen Time % % % 0-2 hours 50 58 68 More than 2 hours 50 42 32 Total 100 100 100 Participation in School Physical Activities Participation in School-Based Sports Yes ** 58 59 No ** 40 40 No, none offered ** 2 ** Total ** 100 99 Parents’ Physical Activity Level Active (3-7 days) ** 56 61 Inactive (0-2 days) ** 44 39 Total ** 100 100 Parent Support for Youth Physical Activity Supportive ** 92 92 Unsupportive ** 8 ** Total ** 100 92 **Data not available

Health Canada has identified twelve hierarchal determinants of health9 that aggregated shape a person’s wellness:

1. Income and social status 2. Social support networks 3. Education and literacy 4. Employment and working conditions 5. Social environments (community) 6. Physical environment 7. Personal health and coping skills 8. Healthy child development 9. Biology and endowment 10. Health services 11. Gender 12. Culture

A macro perspective of the 12 health determinants reveals that 40% of an individual’s health is determined by socio-economic factors and 40% is determined by health behaviors, whereas health care and physical environment determines only 20% of an individual’s health (Figure 1).

10% Health Care

40% Physical Environm ent

Health Behaviors

Socioeconom ic Factors 40%

Figure 1: The influence of health behaviors and socio-economic factors on an individual’s health9.

A review of New Brunswick population health behaviors, socio-economic factors and physical environment compared to the Canadian average (Table 5) clearly indicates that New Brunswick citizens are: . less physically active, . eat less fruit and vegetables, . have unhealthy, higher than normal weight, . consume more alcohol, . more likely to smoke or in contact with second-hand smoke, . predisposed to poor health by socio-economic factors, in particular lower education and higher unemployment, and . predisposed to poor health by contact with second-hand smoke.

Table 5: A comparison of health determinants by the New Brunswick population with the Canadian average9.

Canadian NB NB NB Rank* Average Female Male Average (NB to Canada) Has a regular medical doctor (%, CCHS, 2008) 84.4 94.6 86.9 90.8 3/13 Medical doctor visit within the last year (%, CCHS, 2008) 79.5 83 71.5 77.4 9/13

Dental professional visit within the last (%, CCHS, 2005) 63.7 57.3 53.3 55.4 11/13 year Adults 65 years and up who have (%, CCHS, 2005) 66.5 60.8 58.8 59.9 11/13 received the flu shot Females (18-69 years old) who had a (%, CCHS, 2005) 72.8 50.5 - 76.5 3/13 pap test less than a year ago Females (50-69 years old) who had a (%, CCHS, 2008) 72.5 74.0 - 74.0 1/12 mammogram in the last 2 years Health Behaviors – accounts for 40% of the health status Physical activity during free time, (%, CCHS, 2008) 50.6 46.0 51.2 48.5 7/13 moderately active or active Eat 5 or more fruit s or vegetables a (%, CCHS, 2008) 43.7 46.7 30.4 38.8 6/13 day Adults with unhealthy, higher than (%, CCHS, 2008) 17.2 22.9 24.0 23.5 7/13 normal weight (obese) 5 or more drinks on occasion, at least (%, CCHS, 2008) 17.2 22.9 24.0 19.4 7/13 once a month in the past year (heavy drinking) See your stress as being quite a lot (%, CCHS, 2008) 22.3 17.2 18.4 17.8 4/13 Current smoker, daily or occasionally (%, CCHS, 2008) 21.7 20.4 24.8 23.3 5/13

Average number of sexually (rate per 100,000, Public 187.1 251.6 105 179.2 5/12 transmitted diseases Health Agency of Canada, 2004) Rate of teens who are pregnant (rate per 1,000 females, 24.6 24.6 - 19.3 2/13 Stat Can, 2005) Rate of teens who are giving birth (rate per 1,000 females, 11.1 11.1 - 13.6 6/13 Stat Can, 2005) Socio-economic Factors – accounts for 40% of the health status No high school diploma (25 years and (%, CCHS, 2006) 15.4 19 23.1 21 8/13 older) Unemployment rate (%, CCHS, 2006) 6.6 8.7 11.2 10 3/5 Divorced (%, CCHS, 2006) 8 7.1 6.8 6.7 5/13 Lone parent family (%, CCHS, 2006) 15.9 13.4 3 16.3 5/13 Low income (%, CCHS, 2006) 15.3 14.9 12 13.5 1/5 Total, Violent crime rate (rate per 100,000, 930 - - 851 3/13 population, Stat Canada, 2007) Total, Property crime rate (rate per 100,000, 3320 - - 2305 2/13 population, Stat Canada, 2007) Charged for driving under the influence (rate per 100,000, 241.1 - - 279 6/13 (drugs or alcohol) population, Stat Canada, 2007) Physical Environment – accounts for 10% of the health status Coming in contact with second-hand (%, CCHS, 2008) 6.6 9.2 8.9 11/13 smoke at home Coming in contact with second-hand (%, CCHS, 2008) 14.7 12.4 14.9 9/13 smoke in the past month, in vehicles and/or in public place Sense of belonging to your (%, CCHS, 2008) 65.0 71.3 71.3 7/13 community, somewhat strong or very strong Note: 2006-2008 indicator profiles from Canadian Community Healthy Survey (CCHS), 2006 Census, Statistics Canada CANSIM files and 2004 Canadian Sexually Transmitted Infections Surveillance Report from Public Health Agency of Canada.

Leading Average Lagging *Rank rating by best (1) to worst (13). Includes all provinces and territories when data is available.

Given the population health status of New Brunswickers, an aging demographic, premature deaths that are linked to modifiable lifestyles, the scientifically proven wellness benefits of physical activity (better physical, mental and emotional health, posture, balance/fewer falls and sleep, less pain, reduced stress and new social connections) and the direct link between physical activity and diminished health care costs, investing in recreational opportunities that incent and sustain citizen recreation participation makes sound economic sense.

2.2.3 Recreation Industry Trends Amulet conducted an analysis of recreation industry trends in 20106: Table 6 summarizes these key trends and associated recreational planning implications.

Table 6: Key recreation industry trends and associated implications for the Town of Grand Bay-Westfield.

Recreation Industry Trends Recreational Planning Implications Physical Activity Levels . New Brunswickers are less likely . Increased prevalence of disease to be moderately active than the attributed to lifestyle will limit people’s choices in average Canadian. their recreational activities. . New Brunswickers are more likely . Increased demand for less vigorous to be overweight than the average physical activities by an aging population. Canadian. . Schools play a key role in influencing . Significant increases in provincial children/youth physical activity but often lack rates of children/youth inactivity capacity. Opportunity for innovative partnerships and overweight/obesity. between schools, recreation providers, parents . Significant increased health risks and health/wellness sector in terms of shared associated with physical inactivity. facilities, programs/services and expertise. . Physical activity intensity declines . Opportunity to fully integrate school with age, particularly for women, recreational facilities into a community’s by those widowed, divorced or recreational infrastructure system. separated and by low income . Escalating health care costs due to households. an aging population, rates of overweight/obesity . Aging demographics point to and physical inactivity that will negatively impact decreasing physical activity levels resources available for all other public services. over the next 20-30 years. . Elimination of real/perceived barriers . Citizen preference to participate in to use recreational facilities is critical to citizens recreational activities with family starting and sustaining physical activity. and friends. . Attractive, welcoming public . Promotion of physical activity by recreational infrastructure and all levels of government and programs/services that are readily convenient, various national and provincial multi-generational, family-friendly, affordable, organizations. accessible and flexible in capacity to provide . Increased public instructional and support programs/services can awareness/recognition of the influence participation in physical activity. connection between rising obesity . Teen girls require positive rates coupled with physical environments to be physically active: feeling inactivity and subsequent health unskilled, disliking competition and self- risks. consciousness are significant barriers that need . Citizen real/perceived barriers to to be addressed. physical activity impact sustained participation.

Recreation Industry Trends Recreational Planning Implications Children/Youth (up to 18) Sport Participation . Sport will continue to be a popular . Over-emphasis on sport-specific recreational activity with facilities/programs and high levels of children/youth BUT not all choose competition ignores the needs of children/youth sport, and of those who do, few who prefer non-sport recreational activities or progress to high levels of more recreational sport options. competition. . Children and youth have . Higher levels of participation in ability/desire to change recreational activities organized, recreational sport up to including sports regularly. age 18 compared to all other age . Need for female sports cohorts but proportion of under 18 programs/leagues/ services. age cohort is declining. . Public pressure for indoor facilities to . Expanding variety of sport enable traditional summer sports such as activities (e.g. football, lacrosse, soccer to be played year round: implementation rugby, ultimate Frisbee, etc.). of artificial turfs and field lighting, etc. . Increased participation by females . Importance of providing equitable ice in sport. time where hockey continues to be a popular . Increased popularity of soccer. recreation activity. Requires innovative . Declining popularity of hockey approaches to delivering female coupled with decline in activities/programs, managing prime and non- children/youth will impact prime time and regional collaboration on facility participation rates. use. . Increased preference for action . Action sport facilities need to be sports such as skateboarding, etc. incorporated into infrastructure system . Continued popularity in rural areas planning. for ATV’s, hunting, fishing, etc. but . Challenges in providing suitable proportion of children/youth is infrastructure and programs/services in small rapidly declining. communities and rural areas where number of participants are low.

Recreation Industry Trends Recreation Planning Implications Adult Sport Participation . Canadian adults are shifting . With aging demographic, walking, towards more spontaneous, biking, cross-country skiing, snowshoeing, unstructured, physical recreation swimming, etc. will continue to be popular activities. activities. . Adult preference and popularity of . Accessibility, availability and walking significantly exceeds all convenience of recreational facilities/programs other physical recreation is critical to adult participation. alternatives. . Pressure on municipalities to . Biking and aquatic activities are provide bike/walk paths and sidewalks that increasing in adult popularity. are safe, secure and function as linkages to . Significant shift in adults who community services (schools, libraries, participate in sports from team recreation, etc.) and improve overall sports to individual sports after age community walkability. 45. . Year-round access to walking opportunities at indoor facilities that are safe, attractive and well maintained. . Increasing demand for access to facilities that enable spontaneous/unscheduled activities (e.g., drop-in team sports, outdoor basketball courts, swimming, walking, etc.). . Growth of private fitness facilities . Full community access to school and programs in response to recreation/sport facilities (gyms, athletic/ball growing adult market. fields, libraries, theatres, music room, etc.). . Competition from private facilities and programs resulting in increased user expectations with respect to quality and value of public facilities and services. . Increased use of private facilities and programs by higher income individuals may translate into increased pressure on communities to provide for lower income citizens.

Recreation Industry Trends Recreational Planning Implications Real/Perceived Barriers & Accessibility . Skill and ability barriers. . Facilities that support structured programming and non-structured activities. . Multi-generational facility functionality. . Cost barriers. . Affordable recreation opportunities that enable all citizens, regardless of income restrictions, to access recreational activities: may require differential/subsidized user fees for citizens where cost is a barrier. . Walking and bicycle paths, parks and open space that provide free recreation opportunities. . Safety and facility maintenance barriers: . Particularly by women with respect to outdoor . Attractive, safe, well lit, secure trails/sidewalks infrastructure that is well maintained. . Strong public support for well maintained walking, bicycling . Increasing demand for and multi purpose trail networks community walkability: links between neighborhoods and intra and inter . Accessibility and inclusion barriers community links. (e.g., facilities, relevant programs/services, cost of . Location of facilities/programs is facility/programs/equipment/ critical to enable ready access for all transportation, appropriate, supportive citizens. and safe facilities and design features, . Physical facilities design to etc): accommodate older adults and persons . Particularly by low income, girls, with physical disabilities. women, older adults (age 65+) . Flexible hours of and persons with physical operation/program offerings. disabilities. . Facilities, programs, services and required equipment that are affordable to all citizens. . Clustered facilities to allow for family and multi-generational access to a multitude of recreational and community program/services. . On-site childcare.

Recreation Industry Trends Recreational Planning Implications Walking & Biking Trails . Improved walking and biking trail . Improving community links infrastructure is needed across between neighborhoods and to community Canada. services. . New Brunswickers are more likely to . Improving safety of disagree that walking trails are sidewalks/trails is a low-cost way to available in their neighborhoods. encourage physical activity. . Strong public support for safe, non- . Recognize the effect of motorized, active transportation seasonality on walking and biking options including well-maintained participation by creating attractive indoor sidewalks and walking/bicycling trail opportunities. networks. Alternatives to Physical Activities . Increasing number and variety of . High quality, multi-service alternatives to physical activity. clusters that support a host of recreational, community and social support facilities (e.g., library, employment centre, seniors activity centres, community centre, athletic fields, literacy centre, school(s), justice, health centre, retail/corporate, etc.) that function as a social magnet for citizens.

Recreation Industry Trends Recreational Planning Implications Infrastructure Design . Increased public demand for . Public stewardship of the environmentally sound and sensitive environment will be increasingly important. management practices. Opportunity for recreation/parks to be an . Escalating operational costs for aging, environmental leader. typically stand alone facilities that were . Water and energy conservation originally designed for singular will be high citizen priorities in all public activities (e.g., hockey, soccer, etc.). infrastructure. . New facilities that are energy efficient, adaptable to multi-activities and fulfill the needs of all age groups. . Access to public funding incentive programs for energy efficient facility retrofits and for new green facility design/construction. . Current dependency, particularly by rural and small urban communities on . Providing recreational schools, churches, etc. for opportunities that service the broad recreational/community facilities. spectrum of recreational choices citizens . Inadequacy of many school/church seek. facilities for recreation . Integrated community-school programs/services. design, construction and operation. . Non-existent/negligible community- . Clustering school partnerships to maximize recreational/community facilities: shared use of recreational opportunities to cooperate and collaborate infrastructure. with other sectors (health, education, civic . Increasing demand for multi-functional agencies, etc.). recreational facilities that serve all age . Integrated indoor and outdoor groups equitably and provide for a recreational complexes and recreation wide variety of recreational choices. destinations/multi-service clusters that are . Arts/culture special interest groups operational year-round and support retrofitting abandoned multiple activities and services. schools/churches for studio space, . Linking recreational and galleries, performing arts rehearsal community facilities via walking/bicycle trail space and theatres, etc. networks.

Recreation Industry Trends Recreational Infrastructure Planning Implications Recreation Infrastructure Deficits . Canada-wide recreational . Continued high operational infrastructure deficits. costs for older facilities that are not de- commissioned. . Canadian culture of entitlement: . Facility user safety issues. all recreational opportunities . Restrictive revenue options for should be free. recreational infrastructure. . Increasing Canadian examples of regional recreational . Regional cooperation and infrastructure planning, collaboration amongst communities-of- construction and operations. interest on facility design, construction and operations to achieve economies-of-scale, meet multi-recreational needs, address citizen expectations for higher quality facilities and reduce the fiscal burden on any one municipality/ community. . Clustering and integrating recreational and community infrastructure. Public Recreation Policy/Priority Trends . Absence/minimal recreation . Smart, stable and long-term legislation, policies and priorities public policy and innovative, multi-sector throughout Canada, including partnerships will be required to influence New Brunswick. citizen healthy/active living. . Absence of an integrated New . Healthy/active living policies, or Brunswick recreation-sport- lack thereof, will impact physical recreation wellness (healthy/active living) participation and need for infrastructure. strategy. . Opportunity to execute a fully integrated, holistic, province-wide healthy/active living strategy based on a clear set of measures that incents and supports sustainable behaviours.

ASSESSMENT OF CURRENT GRAND BAY-WESTFIELD RECREATION DELIVERY SYSTEM Town of Grand Bay-Westfield Recreation Master Plan Update

3.0 ASSESSMENT OF CURRENT GRAND BAY-WESTFIELD RECREATION DELIVERY SYSTEM 3.1 MUNICIPAL RECREATION FOUNDATION 3.1.1 Municipal Vision and Mission The Town of Grand Bay-Westfield vision and mission sets the tone and intent for the municipal recreation delivery system:

Town Vision: To be an efficient, effective and flexible organization responsible for the overall good of the community, enhancing quality of life by being sensitive to community needs in an ever-changing and complex environment11,12.

Town Mission: To be recognized as a community committed to enhancing the quality of life by fostering a spirit of neighbourly pride in a positive, thriving environment second to none11,12.

3.1.2 Recreation Philosophy The Town of Grand Bay-Westfield recreation philosophy is to pursue partnerships to ensure quality recreation services11.

3.1.3 Recreation Definition Recreation is defined by the Town of Grand Bay-Westfield as including:

All of those activities, which an individual chooses to participate in during his or her leisure time. Recreation is a fundamental human need for people of all ages, interests and abilities. THE INDIVIDUAL SHOULD BE BOTH A PROVIDER AND A RECIPIENT OF LEISURE SERVICE11.

3.1.4 Recreation Purpose The purpose11 of municipal recreation in Grand Bay-Westfield is to: a. assist individual development; b. assist community development; c. improve the quality of life; and d. enhance social functioning.

3.1.5 Recreation Roles The primary roles11 of the recreation delivery service are to: a. facilitate existing community organizations and volunteers in delivering recreational opportunities to residents of the region, and b. encourage such organizations to develop new opportunities where required and where possible.

3.1.6 Recreation Goals In keeping with its stated purpose and roles the municipal recreation goals11 are: a. to facilitate a variety of programs; b. to ensure that sufficient PUBLIC LAND is preserved to protect natural areas and to ensure open space for parks and outdoor recreation activities; c. to encourage public, private and commercial COOPERATION in the provision of recreation services; and d. to encourage the planning, development and operation of a variety of FACILITIES.

3.2 MUNICIPAL RECREATION MANAGEMENT AND RESOURCES 3.2.1 Recreation Policies The Town of Grand Bay-Westfield Policy Manual11 documents all municipal policies and procedures that relate to Administration and Finance, Personnel, Council Procedures, Operations (which includes Parks and Recreation), Planning and Development and Control. In terms of the Parks and Recreation delivery system, documented policies and procedures include: . General Policies (see Section 3.1): o Philosophy o Definition of Recreation o Roles o Goals . Community Assistance . Ball and Athletic Fields (including maintenance and fees) . Centrum (including Council, Town Manager and Department Head responsibilities)

. Facility User Policies (user instructions and user agreements). 3.2.2 Recreation Director The Grand Bay-Westfield Recreation Director is responsible for managing and administering all aspects of municipal recreation. The current Recreation Director job description is dated 1986: while some aspects of the job description may continue to be relevant much has changed within the recreation industry, the Town, evolving management-administration responsibilities and knowledge and skill requirements of the position.

3.2.3 Recreation Personnel The Recreation Director typically orients and manages four part-time recreation staff each year: two summer staff (students that qualify for provincial/federal summer grants) from May-August (35 hours/week), two Centrum supervisors (20 hours/week evenings and weekends/person) as well as contractual maintenance personnel as required, particularly during the spring and fall seasons when the Works Department is unable to undertake the necessary recreation facility upgrades and maintenance due to other municipal commitments.

3.2.4 Internal Municipal Collaboration Municipal departments/employees and volunteer committees that liaise/work directly or indirectly with the Recreation Director include:

Works Department: maintenance and upgrades to recreation facilities when time and personnel permit.

Planning and Development Director: recreation facility planning and development.

Brundage Point River Centre: River Centre Coordinator (to 2010) was responsible for promoting and supporting external user groups and community use of the River Centre’s indoor and outdoor facilities.

Beautification Committee: a standing committee of volunteers that works to improve green areas, parks and beaches.

Tourism Committee: a standing committee of volunteers that promotes tourism to Grand Bay-Westfield largely focused on the Brundage Point River Centre in conjunction with the River Centre Coordinator. Committee activities are focused on the seasonal Visitor Information Centre located at the River Centre, planning and executing community special events (e.g., movie nights, Canada Day, Open Air Festival, etc.) and promoting both the Town and River Centre to community residents and visitors.

3.2.5 Recreation Department Operational Budget and Expenditures Table 7 summarizes the Recreation Department budget/expenditures relative to total municipal expenditures from 2006-2010. Not surprisingly, Transportation, Policing and General Government account for the bulk of annual Town expenditures (approx. 60%/annum) while Recreation typically accounts for 8.7% of annual Town expenditures.

Table 7: Town of Grand Bay-Westfield Recreation Department expenditures

relative to total municipal expenditures, 2006-2010. 2006 2007 2008 2009 2010 Total Municipal 3,605,039 3,848,075 4,074,746 4,481,432 4,813,152 Expenditures Total Recreation 324,134 325,083 355,558 396,771 415,700 Department Expenditures Recreation 9.0% 8.4% 8.7% 8.9% 8.6% Expenditures as % of Total Municipal Expenditures Recreation Cost in 14.8 13.5 13.1 14.0 13.5 cents

A review of the 2009 and 2010 Recreation budgets (Table 8) illustrates that the majority of annual expenditures fall under the Other Activities category.

Table 8: Analysis of municipal Recreation Department budgets for 2009 and

Recreation Budget / Expenditures 2009 2010 Category $ % $ % Personnel 63,749 16.1 70,509 17.0 Administration 15,118 3.8 15,153 3.6 Training and 1,075 0.3 1,225 0.3 Development Facility 8,081 1.9 7,862 2.0 Supervisors Other Activities 306,151 77.2 317,652 76.4 HST 2,815 0.7 3,080 0.7 Total 396,771 100 415,700 100

Further analysis of the Other Activities category indicates that Recreation Facilities account for over 80% of annual Other Activities expenditures (Table 9) which in turn represents 66.7% of the total 2009 Recreation budget and 63.7% of the total 2010 Recreation budget (Table 8). When annual Facility Maintenance expenditures are included with Facilities expenditures, over 95% of the Other Activities category is allocated to facilities (Table 9) representing 72.7% and 74.9% of the 2010 and 2009 total Recreation budgets respectively (Table 8). In comparison, Recreation Programming is minimal: less than 3% of the Other Activities category (Table 9) and only 1.6% of the total 2010 Recreation budget and 1.7% of the 2009 Recreation budget (Table 8).

Of municipal recreation facilities financially supported, the Arena, Centrum and Lion’s Building accounted for close to 90% of all expenditures on facilities, approximately 75% of the Other Activities category and close to 60% of the total annual Recreation budgets in 2009 and 2010.

Table 9: Analysis of Recreation budget expenditures under Other Activities for 2009 and 2010 Recreation Expenditures Other Activities 2009 2010 $ % of total Other $ % of total Other Activities Activities expenditures expenditures FACILITIES Arena 186,441 60.9 189,130 59.5 Centrum – Allocation 30,684 10.0 31,872 10.0 Lion’s Building - 15,769 5.2 14,789 4.7 Allocation Ball and Athletic Fields 14,650 4.8 14,750 4.6 Walking Trails 7,470 2.4 10,170 3.2 Playgrounds – 6,800 2.2 2,300 0.7 Equipment Tennis Courts 1,600 0.5 750 0.2 Waterfront Wharf 1,200 0.4 1,200 0.4 TOTAL FACILITIES 264,614 86.4 264,961 83.4 Facility Maintenance 32,489 10.6 37,099 11.7 TOTAL FACILITIES AND 297,103 97.0 302,060 95.0 FACILITY MAINTENANCE Recreation 6,810 2.2 6,810 2.1 Programming Misc. - Vehicle Lease 2,560 0.8 0 - Property Taxes 4,282 1.4 4,179 1.3 TOTAL OTHER 306,151 100 317,652 100 ACTIVITIES EXPENDITURES

3.2.6 Recreation Department Capital Requests and Actuals Table 10 summarizes 2005-2010 general Recreation capital requests and actuals by facility.

Table 10: Town of Grand Bay Westfield Recreation capital project requests, approved and actuals, 2005-2010.

Recreation Facility Year Capital Request Estimated Capital Approved Capital Actual Capital Costs Cost Expenditure Centrum 2005 . Heating $37,753 $32,000 $30,225 . Washrooms $20,000 . Entrance: Phase 2 $30,000 . Renovation: Grand Bay Room $25,000

2007 . External Siding $28,500 2008 . Public Washrooms $40,024 . External Siding $28,500 2009 . Public Washrooms $46,028 . Entrance: Phase 2 (note: $30,000 + disabled automated entrance $5,000/door access) . Siding $28,500 2010 . Public Washrooms $46,028 $20,000 $28,249 (2011) . Siding $32,775 TOTAL Waterfront 2005 . To be phased over several years $1,507,402 $250,000 0 Development Plan TOTAL Playground Upgrades 2005 . 4 playgrounds (Ridge Way Tot $94,600 $31,600 $3,330 Lot, Southwood Park, Lions Field, MacLean Rd) upgraded to Canadian Standards Association guidelines: estimated cost @ $32,000/playground plus $5,000/new equipment installation. 2006 . Lions Field Playground $35,000 $31,600 $32,948 2009 . Playground Equipment $2,300 2010 . Playground Equipment $6,800

Recreation Facility Year Capital Request Estimated Capital Approved Capital Actual Capital Costs Cost Expenditure Pedestrian Bridge 2005 . Design and construction $30,000 based on Army Construction TOTAL Ball Field 2006 . Protective Netting $39,000 or $22,000 (??) TOTAL River Valley Middle 2007 . 25% of capital cost/annum by $27,500 $20,000 0 School Track Town over 3 years: total municipal contribution of $82,500 2008 . Construction complications: $29,000 $9,000 $29,000 request for $36,500 from Town TOTAL Brundage Point River 2007 . Furnishing and equipment $20,000 $20,000 $19,789 Centre TOTAL Nerepis Marsh 2008 . Matching funds from Town for $30,000 Landing submitted Environmental Trust Fund application for kayak/canoe launch area TOTAL Municipal Heritage 2010 . Trail upgrades $80,000 $40,000 $38,312 Trail TOTAL Recreation and Open 2010 $25-$50,000 $15,000 $3,750 Space Master Plan TOAL CAPITAL $2.324 - $2.349 M $469,200 $185,603 REQUESTS AND ACTUAL, 2005-2010

3.3 RECREATION FACILITIES Grand Bay-Westfield and area residents benefit from a variety of existing and planned recreation infrastructure that is provided by the Town, community schools, non-profit organizations, the private sector and other communities located within the Saint John Region.

3.3.1 Grand Bay-Westfield Recreation Infrastructure and Outdoor Opportunities

Municipal Infrastructure: Table 11 provides a listing and details of current recreation infrastructure within the Town of Grand Bay-Westfield that has been constructed and maintained wholly/partially by the municipality.

School Infrastructure: Table 12 provides a listing and details of recreation/sport facilities available within Grand Bay-Westfield schools.

Private Infrastructure: Table 13 provides a listing and details of private recreation facilities within the Town of Grand Bay-Westfield.

3.3.2 Regional Recreation Infrastructure Communities throughout the Saint John region provide an abundance of public and private recreation facilities that Grand Bay-Westfield residents can readily access (at no cost or for a fee) ranging from municipal community centres, arenas, ball and athletic fields, aquatic facilities, etc. to community and private facilities (church halls, bowling, theatres, fitness centres, gymnasia, etc.).

Of particular note, each year the Town of Grand Bay-Westfield financially contributes a percentage of the previous year’s municipal tax base to City of Saint John recreation/art/cultural facilities above and beyond the municipal Recreation budget. For example, in 2011 the Town total contribution was 3.59% of the 2010 tax base (total $80,504) which financially supported: Harbour Station: $19,792 Trade Centre: $30,900 Arts Centre: $3,949 Imperial Theatre: $16,945 Aquatic Centre: $8,918

Table 11: Current recreation infrastructure constructed and maintained wholly/partially by the Town of Grand Bay-Westfield.

Facility Ownership/ Type/ Contact Life Cycle Const. Population Physical Demand Function- Est. Upgrade Avg. Avg. Upgrade Wheel-Chair Current Management Description Stage Year Served Condition3 Capacity4 Ality5 Cost Revenues Expense Value Accessible Programming7 Grand Bay-Westfield Town Community Recreation Stage 4: 1978 Grand Bay- Good Good Good $100,000 - Less than Less than $200,000 – User: No Recreational Community Centrum13 Centre that Director 25-34 Westfield and $499,000 $100,000 $100,000 299,000 Spec6: No use includes: years old regional Programs -Town office residents: Lessons - Multi purpose 5,000- 5,999 Rentals (e.g. room yoga, club - Pamdenac meetings, baby Room A showers, - Grand Bay martial arts, Room A garden club, - River Valley dog classes, Seniors Lounge birthdays, etc.). - Fire station: administration, training, apparatus, lounge River Valley Lions Field13 Town 2 ball and Recreation Stage 4: 1980 Grand Bay- Good Good Good $10,000 – 99,000 Less than Less than Less than User: No Recreational athletic fields (1 Director 25-34 Westfield $100,000 $100,000 $100,000 Spec6: No use minor and 1 years old residents: Programs senior) 4,500 –4,999 Lessons playground Organized equipment Sports

River Valley Field13 School owned Softball Field Recreation Stage 4: Grand Bay- Good Good Good 0 0 0 0 User: No Youth and Town operated Director 25-34 Westfield Spec6: No Adult Softball years old residents River Valley Community Town and Arena: General Stage 2: 1- 1996 Grand Bay- Very Good Very Good Very Good $10,000 – 99,000 $500,000+ $500,000+ $100,00 – User: No Hockey Center13 River Valley 200’ x 85’, Manager 14 years Westfield and 199,000 Spec6: Yes Figure Skating Community 2 meeting rooms, old regional Ball Center seating for 600, residents: Hockey Foundation private fitness/ 10,000 – Community Inc. physio centre 14,900 Events/ Festivals River Valley Town Community Recreation Stage 3: 1993 Grand Bay- Good Good Good $10,000 – 99,000 Less than Less than Less than User: No Recreational Lions Community Center13 Center: 1 Director 15-24 Westfield $100,000 $100,000 $100,000 Spec6: Yes use meeting room years old residents: Programs and downstairs 4,500 – 4,999 Lessons storage room Meetings Special events Private pre- school program to 6 pm Tennis Courtsa Town 3 asphalt fenced Recreation Resurfaced Grand Bay- Good Good Good $80,000 Nil Tennis and courts, picnic Director in 2010 Westfield pick-up hockey shelter and residents : tables 4,500-4,999 Walking/ Town 13.5 km linking Recreation Grand Bay- Nil 13.5 km Heritage Traila arena, service Director Westfield trail/sidewalk/ clubs, schools, residents: roadway for recreation 4,500-4,999 walking and facilities, River snowshoeing Centre, beaches only and boating 5 Neighbourhood Town Children’s Recreation Local Nil Children’s play Playgroundsa Recreation Director neighborhoods - Southwood Park Playground - Lions Park Playground - Ridgeway Tot Playground - River Centre (new in 2010) Playground - McLeod Road Play Area (paved hopscotch, bench)

Facility Ownership/ Type/ Contact Life Const. Population Physical Demand Function- Est. Upgrade Avg. Avg. Upgrade Wheel-Chair Current Management Description Cycle Stage Year Served Condition3 Capacity4 ality5 Cost Revenues Expense Value Accessible Programming7 Multi-Purpose Tracka School owned and ¼ minus track School Stage 2: 1- 2009 Grand Bay- Good Good Good Nil Nil User: Yes Running, walking, operated Principal 14 years old Westfield and Spec: Yes community and regional school special events residents: 5,000-5,999 Brundage Point River Town Tourism and River Centre Stage 1: 10- 2003 Grand Bay- Good Good Community User: Yes A component of the Centrea Community Coordinator 14 years old Westfield meetings, Spec: Yes Lower River Passage Centre includes: residents special Ferry Landing - 2 acre events, Tourism Basic waterfront park Tourists/ rentals boating facilities with paved visitors to Local community walkway and Grand Bay- user groups interpretive signs Westfield Rentals - Visitor Special events Information Unsupervised beach Centre - Double load boat ramp - Floating docks - Overnight moorings - Parking - Meeting space for max 7 people Unity Parka Town - Passive Park Recreation Stage 2: 1998 Grand Bay- Good Good Good Summer concerts connected to Director 1-14 years Westfield Passive recreation Heritage Trail old residents Special events - Ononette Photography site Heritage Trail Kiosk - Arbors, benches, picnic tables 13Facility information sourced from Recreation New Brunswick facility inventory database as provided by the Town of Grand Bay-Westfield in 2009. aFacilities and associated details not entered into the Recreation New Brunswick facility inventory database. bPhysical condition (on a scale of 1=Critical-Poor, 2=Fair, 3=Good, 4=Very Good): physical soundness, performance for intended purpose and maintenance costs within standards. cDemand capacity: facility demand corresponds with design capacity and existence of operational capacity (same scale as for Physical Condition). dFunctionality: ability to meet program/service delivery in efficient and effective manner (same scale as for Physical Condition). eSpec: spectators.

Table 12: Grand Bay-Westfield school recreation/sport facilities. Facility Ownership/Management Recreation/sport Facilities Current Programming Special Notes River Valley Middle School Province of New Brunswick/ . Double gymnasium . Sport teams/groups . School services students from School District8 . Change room with showers . Recreation Town and region (Browns Flat, . Theatre teams/groups Peninsula, etc.) . Soccer field . School is located adjacent to . Lighted softball diamond River Valley Community Centre: cluster . Multi-purpose track of recreation facilities enables shared . 4 outdoor basketball hoops use by students and residents . Activity trails (snowshoeing, running, walking, orienteering, etc.) Westfield Elementary School Province of New Brunswick/ . K-2 playground . School School District8 . New wheelchair accessible programming playground . Use by families of . Outdoor fenced basketball children enrolled court . Tae Kwon Do . Gymnasium with stage . River Valley Day . Library Care . Music room . Westfield District . Art room Recreation: teen programs . Technology lab . Sport organizations . Family use . Fundy Gymnastics . Private recreation programs (e.g. Zumba) Grand Bay Primary School Province of New Brunswick/ . Playground . School . 1947 construction (K-2) School District8 . Small multi-purpose room programming only . Increasing enrolment since 1985 . Library . Inadequate for . Inadequate facilities for community use community recreation use . Not wheelchair accessible Inglewood School (Gr. 3-5) Province of New Brunswick/ . Playground . School . 1960 construction School District8 . Asphalt basketball court programming only . Declining enrolment since 2006 . Multi purpose room . Inadequate for . Not wheelchair accessible . Library community use Morna Heights School (outside Province of New Brunswick/ . Playground . School . 1963 construction Town of Grand Bay-Westfield School District8 . Playing field programming . Declining enrolment since 2006 but used by Town residents for . Gym . Community . Not wheelchair accessible community/recreational . Library recreation and sports purposes) . Music room

Table 13: Private recreation facilities located within the Town of Grand Bay-Westfield.

Facility Ownership/Management Recreation/Sport Facilities Current Programming Special Notes Human Performance Centre Private: locally owned and . Fitness Centre . Treatment clinic and . Located in River Valley operated fitness: physiotherapy, Community Centre massage therapy, . Targets local, Saint John and acupuncture, functional southwest New Brunswick clientele testing, athletic testing, personal fitness/aerobics classes, personal training, lifestyle management and nutrition counselling, etc. Westfield Golf and Country Semi-private . 18 hole par 69 course . Member and public Club golf and instruction for all ages . Pro Shop . Dining room . Weddings and banquets B-Hive Bowling Private . 6 lane candle pin style . League and public bowling facility bowling Dooly’s Private . Pool and billiards . Recreational . Competitive Epworth Park Private . Private access to small beach

3.3.3 Outdoor Recreation Opportunities Grand Bay-Westfield: Located in the St. John River Valley along the St. John River itself, Grand Bay-Westfield residents have access to a wealth of natural resources for recreational purposes (boating, fishing, hiking, snowmobiling, birding, cross-country skiing, bicycling, snowshoeing, etc.). The most significant opportunities are throughout the western portion of the Town boundaries (west of Highway 7) that is heavily used for recreation: indeed a number of local clubs have developed and maintained trails throughout this area for their activity-specific use but also for others to use.

In 2010, the Nature Trust of New Brunswick confirmed a Blueberry Hill conservation partnership with the Friends of Blueberry Hill. Now officially transferred to the Nature Trust, this 50 acre property located within the City of Saint John but on the border with the Town of Grand Bay-Westfield, Blueberry Hill hosts five different ecosystems. The ultimate development concept for Blueberry Hill is land/environment conservation supported through onsite and outreach educational efforts for all ages and a non-motorized trail system for hiking, bird watching, cross-country skiing, etc. While initial development efforts are underway which the Town of Grand Bay-Westfield has supported financially as has the Crane Mountain Enhancement Inc., Blueberry Hill development will take many years to fully complete but, ultimately, it will provide Town residents with immediate access to a host of outdoor recreational opportunities.

Region: The Saint John Region is located in south-central New Brunswick along the Bay of Fundy. As such, Grand Bay-Westfield residents have immediate access to a multitude of outdoor recreational opportunities that should not be overlooked in terms of the wide variety and diversity of national and provincial parks, beaches, shoreline hiking/snowmobiling/ATV/cross country, etc. trail systems many developed and maintained by local clubs, downhill skiing, hunting, scuba diving, rock climbing, fishing, etc. all located within a 5 minute -2 hour driving radius.

3.4 RECREATION PROGRAMS 3.4.1 Grand Bay-Westfield Programming The 1989 Regional Community Recreation Master Plan for the River Valley5 recommended that:

Community clubs, associations and organizations should be actively encouraged by the Community Services Director to continue offering the number and variety of activities available

Where needs are not being met by community organizations, the Community Services Director, should firstly, encourage and facilitate expansion of the appropriate organization’s activities, secondly, encourage the development of a new community organization to deliver the needed program and, lastly, only if neither of the first two alternatives is feasible, provide direct delivery of the needed service.

To date, this community facilitation approach has been adhered to by both the Town and the Recreation Director for resource reasons and in recognition that volunteering is, in effect, a form of recreation for many citizens in its own right,

As a consequence, the Town of Grand Bay-Westfield has a number and variety of community organizations and associated volunteers that are the bedrock for community recreation programming that is far more extensive than a small Department in a small community could ever plan, organize and sustainably deliver for a wide range of residents (i.e., age, gender, participation needs/wants/preferences/frequency, etc.).

Table 14 identifies various community organizations in the Town that offer recreational programming categorized as sport, outdoor, non-sport, health and fitness, seniors, community groups and special events.

Table 14: Current Town of Grand Bay-Westfield recreational program offerings

Organization Programming Target and Facilities Used Special Notes Approximate Number of Participants

River Valley . House team leagues . Youth ages 7-17 . River Valley . Potential to recruit Basketball . Rep team leagues . 170 participants Middle School 50 more participants Association (est. 17% of local . Morna Heights . Growth school population) School opportunity: Join with Lancaster Basketball Association but driving distance is a potential issue for families Gentleman’s . Pick up league . Men typically 35+ . River Valley Basketball age Middle School . Numbers vary Fundy Gymnastics . Recreational leagues . Children/Teens . Westfield . Competitive (travel to  3+4 year olds: #25 Elementary School Quispamsis) leagues  6+ year olds: #32 Tennis . Limited summer . All ages . Grand Bay- lessons offered by Westfield Tennis private instructor Courts . Public use Hockey: . Senior Men’s . Recreational league . River Valley . Dominantly male League Community Centre participants . Youth . Recreational and . Hockey schools/ . River Valley . Dominantly male competitive leagues camps, leagues and Community Centre participants tournaments . Ball . Recreational . River Valley . Dominantly male Hockey Community Centre participants

SPORT cont’d

Fundy Lacrosse . Recreational leagues . Male and Female ages Saint John arenas . Competitive leagues 7-16 years River Valley . Recreational leagues . Males, ages 5-18 River Valley Lion’s Fields Baseball . Competitive leagues years Association River Valley Girls . Girls, ages 8-15 years River Valley Lion’s Fields Softball League River Valley Old . Recreational leagues . Men River Valley Lion’s Fields Timers Softball River Valley . Recreational leagues . Male and female, ages River Valley Lion’s Fields Soccer . Competitive leagues 5-15 years Association River Valley Roller . Youth ages 6-17 years . River Valley Hockey Community Centre/Arena Golf . Recreational golf . Youth-Senior Adults, . Westfield Golf Club . Competitive golf male and female . Instruction Badminton . Recreational drop-in . Youth and Adults . Westfield Elementary School

OUTDOOR PROGRAMMING

River Valley Trail . ATV Club . All ages Local/regional trails Riders Caribou Snow . Snowmobiling . All ages Local/regional trails Drifters

Organization Programming Target and Approximate Facilities Used Special Notes Number of Participants

NON-SPORT RECREATION

Skating . Public skating . All ages River Valley Community . Scheduling specific to Centre Tiny Tots and Seniors Day Camp . Summer Kinder and . Children ages 4-5 River Valley Community Day Camp years Centre programming . Youth ages 6-12 Brownies . Leadership . Girls ages 7-8 years Local churches Girl Guides development . Girls ages 9-11 years Pathfinders . Community service . Girls ages 12-14 years Rangers . Girls ages 15-17 years 1st Westfield . Leadership . Male and female Local churches Beavers development . Ages 5-7 years Cubs . Outdoor programs . Ages 8-10 years Scouts . Non-sport recreation . Ages 11-14 years Venturers (story telling, water . Ages 15-17 years Rovers activities, etc.) . Ages 18-26 years Kim’s Academy of . Jazz, Tap, Ballet, . Ages 5+ River Valley Community Dominantly females Dance Lyrical, Irish, Salsa Centre Tae Kwon Do . Recreation leagues . All ages Westfield Elementary . Competitive leagues School B-Hive Bowling . Leagues . All ages B-Hive Bowling Facility River Valley . Rifle, pistol and . Youth and Adults . Private shooting Sporting shotgun shooting range located on Association . Hunter safety Kingston Peninsula education Westfield and . Badminton . Adults District Recreation . Ball Hockey . Men Commission . Tole Painting Classes . Open

HEALTH AND FITNESS

Grand Bay- . Resident needs . Physically inactive Community facilities as Partnerships are key (e.g., Westfield In- assessments Town residents for all per needs for Human Performance Motion Committee . Healthy Living focus age groups: specific programs/special events Centre, HEPAC, etc.) . Sponsor/organize target clientele not yet variety of healthy defined New community initiative living programs/special guided by the local In- events (e.g., weight Motion Committee management program, etc.) Private Zumba and . Fitness and health . Teens and adult Westfield Elementary Fitness instructor women School

River Valley Middle School Human . Fitness and health . Young to senior adults Human Performance Performance programs and services Centre located in River Centre Valley Community Centre

SENIORS

River Valley . Self directed . Seniors age 50+ Grand Bay-Westfield Membership based Seniors Club Centrum Seniors Yoga . Fitness and Health . Seniors age 50+ Grand Bay-Westfield Membership based Centrum

COMMUNITY GROUPS

Community . Youth and adult . Youth and adults Church facilities Churches programming variable from church to dependent on host church church Red Hatters . Self-directed . Women 18+ years Women’s Institute . Self-directed . Senior Women . Community service Westfield Theatre . Community service . Mixed River Valley Lions Club . Community service . Seniors bingo Lions Center Partner with Town for Canada Day activities Kiwanis of Western . Community service . Family camping Kiwanis Park Club operates Oak Point Kings Campground, Oak Point, Kiwanis Park campground NB Grand Bay Legion . Self-directed . Seniors and veterans Grand Bay Legion Branch Available for rentals #22

SPECIAL EVENTS

Grand Bay-Westfield . Canada Day . Community and Brundage Point River Volunteer Committee Tourism Committee . Open Air Festival regional residents Centre partnership with the River . Movie night Centre

Unity Park Summer . Weekly summer . Community residents Unity Park Concerts at Unity Park Stage Committee concerts & attract 70-80 entertainment people/concert: dominantly seniors

SPECIAL EVENTS cont’d

Examples of Other . Boat Camp . All ages Depends on event Special Events . International Trails Day organized by local . River Valley River Run community groups . Relay for Life . Introduction to Geocaching . Mixed Martial Arts . Children’s Pirate Event . New Years Eve Family Skate, etc.

3.4.2 Regional Recreation Programming As with recreation facilities, Grand Bay-Westfield residents have access to an abundance of recreational programming readily available throughout the Saint John Region ranging from body building to speed skating, canoeing, volleyball, various forms of dance, wheelchair/blind sports, football, darts, sailing, cycling, archery, etc.

3.5 COMMUNITY PERCEPTIONS OF CURRENT RECREATION DELIVERY SYSTEM Thirty-two Grand Bay-Westfield residents and/or employees who are presently engaged in the delivery of recreational services in the Town (i.e., facility ownership, facility users, program planning, organization and/or delivery, volunteer, participant, administrator/manager, etc.) were interviewed to gauge perceptions of the current municipal and community recreation system. Amulet did not conduct an analytical analysis of interviewee feedback: rather feedback as to perceived strengths, weaknesses (issues), opportunities and threats to the current delivery system were collated and summarized in Table 15. In general, there was consensus on most strengths, weaknesses, threats and opportunities but in some cases there were oppositional perceptions: a noted strength by one interviewee was countered by another interviewee who perceived a weakness.

Table 15: Interviewee perceptions of strengths, weaknesses/issues, opportunities and threats to current recreation delivery system.

Strengths Weaknesses/Issues Threats Opportunities

GENERAL PERCEPTIONS

. Great community neighbourhoods . Resident perception of . Downloading of public . Engage other and green space. Grand Bay-Westfield as a services to municipalities. Grand Bay-Westfield . A small community that provides bedroom community with . Public respect for private employers in recreational regional recreation services. no/few recreation land when accessing Town services: NB Work Safe, . Future/potential residential opportunities: need to travel land west of Highway 7 etc. developments: Town offers good to Saint John. . Capacity of private . Protect and provide accessibility, available land, etc. . Public perception that Grand recreation providers to access to rivers (St. John but need for municipal planning. Bay-Westfield lacks advertise recreation and Nerepis). . Young people/families seeking recreational opportunities in offerings. . View River Centre quality of life can find it in Grand comparison to Quispamsis, . Provision of free recreation as an open/green space Bay-Westfield. Rothesay, Hampton, etc. programs/services: In- not a building site. . Grand Bay-Westfield is well served . Resident comparison with Motion, church fitness . Grand Bay- with recreational facilities, Hampton that has a high programs, home/workplace Westfield recreation programs and services. school, swimming pool, etc. gyms/fitness studios, etc. should develop a focus in . Excellent community engagement . Town expenditures on impact municipal and private terms of facilities, special and support by residents, recreation are minimal and health/fitness/ recreation events, tourism draws, businesses, RCMP, schools, etc. no debt/ reasonable taxes providers. etc. unique to the Town. philosophy results in a lack . Town administration is not . Link economic of/inadequate recreation strategic and streamlined in development with facilities, programs and keeping with priorities. recreation opportunities services. . Short term vision, thinking to differentiate Grand . Town “chain of command” is and planning: need to focus Bay-Westfield. complicated and slow. 30 years out. . Grand Bay- . Residents not aware of Westfield branding as an Town contributions to Saint ideal community not a John facilities. bedroom community.

GENERAL PERCEPTIONS (cont’d)

. Town owns abundance of land . Need to think “outside the . Focus on healthy west of Highway 7. box”: innovation in use of living. . Town engagement in community/ facilities, space, etc. . Focus on well- neighbourhood planning and . Town provides facilities planned, high quality documentation. maintenance but no programming. . Town working with wetlands as financial support for . Constant parkland/ green space opportunity. programming. instantaneous . Local businesses are very . Recreation Director communication with supportive: they should be role/responsibilities are residents. regularly acknowledged for their facilities focused: minimal time, talent and contributions. time/effort for programming. . Good working relationship . Evident Town investments in between River Valley Community Beautification and Tourism Centre and Middle School. but not in recreation. . Excellent relationship between . Minimal community access Town and River Valley Community to funding for programming, Centre. leadership development, . Crane Mountain Enhancement Inc. disabled participants, facility generosity. upgrades, etc. . Recreation Director is excellent: works well with all individuals and organizations. . Early Town efforts to provide instantaneous promotional information (Face Book, web site, etc.).

PARTICIPATION

. More activities now available. . Some Grand Bay-Westfield . Technology culture: challenge . Recreation Department focus on residents go to Saint John for to encourage physical activity, community development (e.g., In- recreation opportunities: why? especially with children. Motion Committee). . Communicating/ networking with seniors to engage their participation. . Facility insurance/liability issues: but must consider health care costs due to physical inactivity, obesity, etc. . Engaging teens: social life revolves around high schools in Saint John. Summer interests are jobs and recreation activities.

FACILITIES

. Abundance of recreational . Current access procedures to . Community access to . Cluster all facilities facilities. Middle School facilities. schools may be jeopardized in River Valley Middle . Track: attracting running . Almost exclusive use of Middle due to school financial School-Community celebrities and programs. School by Basketball resources. Centre area. . River Valley Community Centre: Association. . Recreation opportunities . Community support significant difference in Town . User group in-fighting for become too costly for all for community-school recreation opportunities since it access to Middle School residents to participate. designation for all schools opened. facilities. . Liability issues with respect to enable full community . Church facilities. . School use of River Valley to all facilities. access and use. . Brundage Point River Centre. Community Centre requires . Community use of school is . Closure of 3 public . Ball and athletic fields. personal liability sign off: restricted: graduations, schools: potential . No field scheduling issues: onerous responsibility for school special events, storm community centres. sharing of fields with minimal schools days, etc. conflict. . Perception of high costs ($, . Heritage Trail: good resident use. time) and City of Saint John

is difficult to work with.

FACILITIES (cont’d)

. Tennis courts. . Recreation facilities and parks are at . Proposed new Grand . Regional use of Grand Bay- maximum use today: need to change Bay-Westfield elementary Westfield facilities (e.g., priorities or source more school designated as a Lancaster Hockey facilities/space. community school. Association). . Grand Bay-Westfield schools are badly . Light the soccer field. . Good access by Town to located and inadequate in terms of . Expand and link trails schools, churches, recreation facilities. throughout Town: streets, Community Centre, etc. . Limited River/water access due to existing trail, Blueberry hill, . Port City Ice Dawgs now play railway, covenants, liability, municipal etc. for multiple opportunities at River Valley Community property, etc. (walking, biking, Centre. . Heritage Trail is limited due to narrow snowshoeing, etc.). . Centrum facilities including, in pathway, not suitable for cycling, . A community centre particular, the kitchen. concerns re: safety and security and available and open all days . Access to wealth of regional not useable in winter. -evenings. recreation facilities. . River Valley ball and athletic fields do . Develop Middle School not have bleachers or washroom property behind school for facilities. fitness trail, orienteering, . River Valley Community Centre skateboard park, BMX, etc. prime/non-prime scheduling. . Build outdoor basketball . Facilities look good but fields need courts at Middle School. enhanced turf maintenance. . Move tennis courts to . Lacking facility capacity for pick-up ball, River Valley Community hockey, basketball, etc. Centre. . Public awareness of regional facilities . Col. Nase development and Town contributions. plan for recreational facilities (playgrounds, biking and walking trails, etc.). . Dedicated safe bicycling routes. . Tennis courts upgrades. . To NOT compete with regional facilities. . A splash pad near

Lion’s Park or at River Centre.

FACILITIES (cont’d)

. Brundage Point River Centre: . Invest in a . A community programming significant facility that venue but prohibitive policies/ does not exist in the Saint procedures John region. . Role conflict: A rental facility? A . Enhance River Visitor Information Centre? A Valley Community Centre community facility? use. . Public confusion between . Conduct a feasibility Recreation Department and study for a swimming River Centre: single point of pool/aquatic facility. public contact for all facilities. . Enhance Heritage . Differing rental rates between Trail by widening, recreation facilities and River providing circular route Centre. options and benches . Challenge to source consistent along the route. rentals. . Second soccer field. . Town capacity to sustain the River . Expand facilities for Centre. use in multiple seasons . Loss of Centrum for recreational (e.g., outdoor purposes. skating/snow bowls on . Limited Centrum space is not soccer field/track). accessible due to Seniors Club . Outdoor rink located which is inactive and not outreach- within multi-use track. oriented. . Green facilities. . No Town owned and operated . Expand boating large-scale facility that can be used services. for a mix of recreational programs, . Open up outdoor special events, rentals, etc. access to western part of . Facilities not used to maximum: non- Town. prime time is available. . Provide access to

. Lack of a swimming facility//splash Rivers/beaches. pad/beach. . Winter walking trail. . Promote access/use of Blueberry Hill. . Regional facility/program sharing and cooperation.

PROGRAMMING

. Schools provide a good range . River Valley Community Centre . Citizens do not . Plan for of structured activities. programming is dominantly hockey, value programs/ programming in all four . Community events bring not always open in the evenings and services. seasons. people together. summer programming is minimal. . Parents do not . Partnerships with . Good structured community . Minimal non-sport programming. want to volunteer or snowmobile, ATV, boating, programs: ball, soccer, hockey, . Lack of daily summer programming: fundraise. etc. organizations to etc. partially due to no/limited access to develop programs. . Mass program registration in schools and Town owns few . Unstructured winter September. facilities for programming. access to Golf Club for . Summer outdoor . Few recreation opportunities for snowshoeing and cross concerts/special events. teens. country skiing. . Walking Club. . Programming is not winter-oriented . Designated bicycle . Increase in private/ (e.g., snowshoeing, cross country trail(s): widen new roads, 1 organizational programming. skiing, snowmobiling, etc.). way on current roads, etc. . Programming by local churches . Programming is structured: little . Enhance male- (e.g., youth clubs, Bible camps, emphasis on enabling unstructured female and youth-adult etc.). recreation opportunities. programming at River . Core groups of community Valley Community Centre volunteers. to reduce focus on hockey: . Sport organizations provide consider speed skating, leadership. broomball, etc. . Broad leadership development in program administration, fundraising, leader recruitment and recognition, etc.

PROGRAMMING (cont’d)

. Offer unique programs: fishing, heritage, snow shoeing, etc. . Enhance non-sport recreation: dance, art, chess, karate, music, quilting, painting, etc. . Enhance seniors physical, intellectual, emotional, etc. programming (e.g., gardening, walking club, arts/crafts, book clubs, chess, etc.) and use River Centre. . Link local/regional retail to programs (learn to fish, boat, kayak, golf, etc.). . Support and enhance community organizations/clubs. . Develop summer playground programs with onsite leaders/ supervisors. . Offer roller blading at River Valley Community Centre. . Engage In-Motion in schools. . Expand the River Valley Seniors Club to be more all- inclusive. . Develop a teen centre housed at the Lion’s Club in partnership with the Saint John Boys and Girls Club. . Leadership development for volunteers, summer staff,

program instructors, etc.

OUTDOOR RECREATION OFFERINGS

. Abundance of outdoor . Public access with parking to river s . Blueberry Hill: . Provide and opportunities: walking, hiking, and beaches/shorelines. motorized access and promote designated and birding, fishing, boating, etc. use. signed access to St. John . Blueberry Hill. and Nerepis Rivers. . Western portion of Grand Bay- . Enhanced access Westfield. to Western Grand Bay- . Cycling opportunities in Grand Westfield: trail networks, Bay-Westfield, Kingston fishing, etc. Peninsula, etc. . Nurture and . Mountain biking in back aggressively promote country. outdoor activities, clubs, learn to programs, etc.

TOWN OF GRAND BAY-WESTFIELD: RECREATION AND PLANNING REALITIES

Town of Grand Bay-Westfield Recreation Master Plan Update

4.0 TOWN OF GRAND BAY-WESTFIELD RECREATION PLANNING REALITIES

4.1 RECREATION PLANNING REALITIES There are equally important key realities that need be considered in updating the Town of Grand Bay-Westfield recreation master plan for execution over the next decade (2012-2022). . Future citizen recreational needs (see Section 2.2) based on demographics, health status and recreation industry trends. . An objective analysis of the current recreation delivery system. . The current and projected fiscal environment. . Recreation infrastructure deficit.

4.1.1 Future Citizen Recreational Needs Section 2.2 of this report details the recreation planning implications associated with demographics, citizen health status and recreation industry trends. Suffice to summarize key planning parameters for the Town of Grand Bay-Westfield in response to projected recreational needs over the next decade are: . Maximum 2% increase or less per annum in overall resident recreation needs based on anticipated Town population growth from current 4,981 to 6,193 in 2022. Robust economic development/growth would be required to achieve greater population growth/annum. . Increasing demand by residents for a high quality-of-life community which includes availability and accessibility to a variety of high quality recreational facilities, programs and services. . Continued pressure by LSD residents on Town recreational facilities and programs: this is both a positive in terms of more participants and volunteers but also a negative in terms of Town resources to accommodate LSD resident recreational needs.

. Increasing recreational needs by middle aged - senior adults. . Increasing need for non-vigorous physical activity opportunities (walking, biking, snowshoeing, etc.). . Increasing need for equitable access to more varied recreational opportunities that address artistic, creative, cultural, social and intellectual recreational pursuits as well as physical pursuits (ranging from highly physical to non/less physical). . Projected recreation facility deficits if necessary upgrades and maintenance are neglected/inadequately financed such that citizen recreation needs cannot satisfactorily be fulfilled. . Integration of broad-based healthy living (physical, social, emotional, etc.) into all aspects of community planning/developments inclusive of a broad range of high quality recreational services for citizens of all ages, interests and abilities. . Recreational facilities that are convenient, readily accessible (physical access, time and money), safe/secure, multi-functional, multi-generational, high quality and cater to a wide variety of physical, artistic, creative, cultural, social and intellectual programming/opportunities. . Innovation in recreation facility and programming design, partnerships and management. . Community recreation delivery systems that are supported by municipal policies, priorities and resource allocations to fulfill citizen needs in the same way transportation, policing, municipal buildings and economic development services are supported.

4.1.2 Analysis of Town of Grand Bay-Westfield Recreation Delivery System Based on the recreation master planning process (see 1.3), Amulet conducted an objective analysis of the Town of Grand Bay-Westfield recreation delivery system in terms of current assets to identify priorities within the next decade:

Recreation Delivery Current Assets Priorities System

1. Municipal Vision and . Clearly stated and . Recreation is viewed Mission publicly promoted. as requisite to municipal . Municipal focus on quality vision and mission. of life. . Articulate recreation vision internally and externally to define priorities, resource requirements and shape decisions and actions. . Recreation is integrated into all aspects of community development (e.g., residential, commercial and transportation planning incorporates designated recreation infrastructure such as active living transportation networks (bicycle/walking paths), economic development efforts profile Town recreation opportunities, designation and protection of open/green space, etc.). . Healthy living and recreation are integrated into Town brand, promotions, community planning/developments and community programming.

2. Recreation Foundation . Recreation opportunities . Broaden community are core to community definition of recreation. quality of life. . Recreation philosophy . Develop, nurture and focuses on partnerships sustain community and quality services. partnerships. . Recreation definition, . Clarify Town role in purpose and roles are recreation delivery clear as to community system and promote facilitation/assistance vs. aggressively. direct service quality.

3. Recreation Goals . Goals are linked to . Link annual recreation purpose to objectives based on goals facilitate/assist to departmental and staff community development. performance reviews. . Goals address core . Resource recreation recreation service delivery system to ensure components: programs, achievement of annual facilities, services and objectives. public land preservation.

4. Recreation Policies . Recreation policies and . Aggressively promote procedures are municipal recreation documented. policies to Town residents and LSD users.

5. Recreation Department . Designated Recreation . Expand Department Departmental mandate to provide oversight of all community facilities, programs and opportunities. . Strengthen strategic and operational planning and management. . Clarify internal responsibilities and resources required for recreation facility upgrades and maintenance.

6. Recreation Director . Designated Recreation . Clarify role, Director position. responsibilities, priorities . Current Recreation and annual objectives for Director history/longevity Recreation with Town and well- Department/director: established relationships community collaboration? within the community. facility maintenance? special events? programming? . Update Director job description to reflect comprehensive community services mandate. . Establish annual Director/Department objectives based on municipal recreation goals. . Develop robust performance appraisal process linked to Departmental goals and annual objectives.

7. Recreation Personnel . Summer staff. . Employ a full time . Facility supervisors. assistant to Director to . Contractual maintenance facilitate and develop personnel. community partnerships.

. Recreation Delivery Current Assets Priorities System

8. Internal Municipal . Recreation Department . Link all operational Collaboration access to contractual aspects of community personnel for facility services to garner maintenance when resource efficiencies and required to supplement maximize community Works Department impact. efforts. . Resolve/clarify . Volunteer efforts by departmental Tourism and responsibilities and Beautification associated resource committees. requirements (e.g., . Brundage Point River recreation Centre as a community upgrades/maintenance). tourism and recreation . Clarify facility centre. maintenance policies and procedures and continuously and consistently communicate to the public. . Ensure policies and produces for all staff (full time, casual, summer, etc.) are consistent.

9. Municipal Recreation . Annual budget has . Achieve a more Budget increased each year equitable balance in since 2008. expenditures on . Annual budget has recreation consistently ranged from infrastructure/facilities a high of 9% to a low of and recreation 8,4% of total municipal programming. expenditures since 2006. . Allocate adequate resources to ensure recreation facilities and programs are of highest quality: prioritize.

10. Town-Community . Town access to school . Clarify user policies Relationships facilities. and procedures, lead . Numerous community administrator and recreation organizations resource contributions to that provide recreation school facilities by Town programming. and schools. . Town financial . Enhance equitability contributions to River of Town-Community Valley Community Centre Board Centre. partnerships.

Recreation Current Assets Priorities Delivery System

11. Recreation Facilities . Clustered River Valley . Centralize facilities within Middle School and existing River Valley Middle Community Centre. School -Community Centre cluster. . Equalize Town-Board . River Valley contributions/ expectations of Community Centre the River Valley Community and adjacent Centre to ensure both parties’ fields/track provide needs are met. needed facilities and . Expand capacity of River are highly used. Valley facilities: basics such as lighting, bleachers, trail development behind River Valley Middle School, playground, bike park, washroom access, multi- purpose uses, extended hours, innovative programming, etc. . Link all municipal, . Town walking trail is community, non-profit and used extensively, private recreation facilities via dominantly by adults. a safe active transportation network.

. Private facilities: . Explore Town-community Human Performance partnerships with private Centre and Westfield facilities, retail outlets, clubs, Golf Club. etc. to enhance and expand . A number of local recreational opportunities. churches have . Proposed new elementary community use school be designated as a full facilities, largely for community-school with passive recreation, enhanced facilities for meetings, etc. community use. . Access to limited town . In lieu of a designated full facilities. community-school with appropriate school and community facilities, investigate feasibility of a dedicated community services facility that is large-scale to host a wide variety of Town, community and private recreation programs, special events and rentals.

Recreation . Brundage Point River . Integrate River Centre into facilities cont’d Centre provides comprehensive community passive, green space, services portfolio. scenic view, access to River and small facility. . Aggressively cooperate with and promote City and . Access to City of Saint Saint John Region recreation John and regional opportunities (both facilities community recreation and programs). facilities: public, . Promote wealth of outdoor private and non-profit. recreation opportunities and . Immediate access to a associated clubs/ wealth of outdoor organizations. recreation opportunities: bicycling, hiking, birding, snowmobiling, boating, beaches, fishing, hunting, cross country skiing, etc. . Proposed Blueberry Hill conservation- education- recreation development.

12. Recreational . Abundance of . Achieve a more equitable Programs community-driven balance in annual resource recreation programs investments in facilities with resource investments in programming. . Balance physical activity/ sport program offerings with artistic, creative, cultural, social and intellectual program offerings for all ages. . Integrate healthy living concept into all recreation and community programs and promotions. . Resolve Town and community recreation facility limitations that, in turn, restrict programming options. . Expand programming throughout the entire year and across all age groups. . Continue emphasis on

community special events.

Recreation Programs . Initiate and expand cont’d outdoor recreation programming. And . Aggressively promote regional recreational opportunities.

13. Recreation Promotion . Early social media use . Manage public to accompany expectations of recreational traditional promotional priorities and offerings. efforts. . Town branding possibly highlighting outdoor opportunities, green space, healthy living philosophy and access to regional recreation opportunities.

4.1.3 Current and Projected Fiscal Climate The fiscal environment at the three levels of governance – federal, New Brunswick and local – is not a healthy one nor projected to be in the near future. Burgeoning public debt is and will continue to force governments at all levels to do more with less: as a result, public services perceived as non-essential will be prime targets for cutbacks or, worse, downloading throughout the governance chain.

At the local governance level, unconditional grant funding to New Brunswick municipalities decreased substantially from $103 million in 1991 to $67 million in 200814. Given current and projected federal and provincial fiscal environments, it should be anticipated that municipalities and LSD’s will continue to be squeezed over the long term. As such, it should not be expected that any community in New Brunswick will have the rich resources required to invest in non-strategic, low-return community initiatives in the next decade. In updating the Grand Bay- Westfield recreation master plan for 2012-2022, the projected fiscal reality need be taken into account. This is not to infer that recreation is a soft/non-essential community service: in fact, the availability of high quality recreational services is increasingly becoming a significant economic development/attraction factor. First and foremost, people need a job but the job itself will no longer suffice. To attract and retain residents and continue to grow as a healthy economy, communities today need a much different infrastructure than that of the past 50 years.

It isn’t about the cheapest taxes or the best sewage system to service industrial land. It’s about the kinds of things that will draw the most qualified, most talented, most creative people to a community15.

Increasingly, smart communities understand and invest over the long term in the amenities, atmosphere and environment that collectively create the quality of place15 that attracts and retains individuals and families. Recreational services are today, and will increasingly be in the future, a priority by people choosing where to live and to stay over the long term.

4.1.4 Recreational Infrastructure Deficit Provinces/territories across Canada including New Brunswick, made significant investments in the construction, maintenance and operation of recreational infrastructure over the past 50 years. Much of this infrastructure, however, is past or approaching its expected Life Cycle at the very time there are quite dramatic macro Canadian and local community transformations occurring in demographics, economics, recreation/sport patterns and population healthy/unhealthy living behaviours. In its National Recreation and Sport Infrastructure Program Briefing Note16 to the Federal-Provincial/Territorial Ministers of Health in 2007, the Canadian Parks and Recreation Association (CPRA) cited jurisdictional estimates of repair/replacement costs for municipal recreational infrastructure: . Canada-wide recreational infrastructure deficit of $14 billion16. . Ontario: $5 billion for ice arenas, community centres and indoor and outdoor pools16. . Alberta: $327 million for swimming pools, arenas, curling rinks and sports plexes16. . Nova Scotia: $88-$93 million for existing recreation facilities and sports fields16.

More recently, British Columbia conducted a comprehensive assessment of the state of its recreation facilities17 and estimated an indoor recreation deficit of $4.065 billion and rising due to backlogged work and deferred maintenance.

Throughout New Brunswick, recreational infrastructure is in crisis and can be best characterized6 as: . Constructed community-by-community in an era (50’s, 60’s, 70’s and 80’s) that reflected community populations and economic-social centres of the day. . Dominantly owned and operated by municipalities that have been struggling under serious fiscal conditions for many years that has too often resulted in inadequate annual capital maintenance of recreational infrastructure. . Stand alone, single function, seasonal, inaccessible facilities largely designed for use by children-youth: however, there is some indication of transition to facility – plexes and to a much lesser degree multi facility complexes. . Aged and continuing to age rapidly. . Functionally obsolescent, particularly stand alone, single function older facilities. . Sub-optimal in design and quality to meet multi-generational recreational needs and user satisfaction expectations. . Costly to operate largely due to non-existent or dated energy efficiency and construction materials and technologies. . Limited revenue generation potential.

A 2010 New Brunswick inventory of swimming pools, community centres, arenas and athletic/ball fields provided a basis for estimating the total cost to renew/replace aging provincial recreation infrastructure (Life Cycle stages 3, 4 and 5) to be $341.2M - $354.3 million6 but it was also noted that New Brunswick (including individual communities) needed to rationalize its stock of infrastructure based on projected needs/demands in light of current and forecasted demographics, recreation participation trends, facility trends, etc.6

A macro-analysis of Grand Bay-Westfield recreational infrastructure (Table 11) points to similar facility traits as the province as a whole, in particular the Centrum, Lions and River Valley Fields and the Lions Community Centre. As such, the Town of Grand Bay-Westfield must consider requisite facility upgrades and repairs over the coming decade that will be capital intensive. Ignoring facility degradation will result in resident dissatisfaction with facility attractiveness, safety, accessibility, user restrictions, etc. that will culminate in reduced use and programming, continued escalation of operational costs and ultimately facility deterioration to the point of non-use.

TOWN OF GRAND BAY-WESTFIELD: RECREATION MASTER PLAN UPDATE 2012-2022 Town of Grand Bay-Westfield Recreation Master Plan Update

5.0 TOWN OF GRAND BAY-WESTFIELD MASTER PLAN UPDATE 2012-2022

As an update to the Town of Grand Bay-Westfield recreation master plan, Amulet reviewed all of the recommendations made in 1990 in the context of current Town boundaries, demographics, recreation industry trends, citizen healthy living issues and the municipal delivery system. While some/elements of 1990 recommendations remain relevant, this update is intended to enhance its recreational services in a strategic, efficient, resourceful and affordable manner so as to positively impact the quality of life of Town residents and to attract new residents and businesses to the community.

5.1 RECREATION VALUES TO A COMMUNITY Increasingly more municipalities have, and continue to recognize that recreation is, and should be, a distinct and valuable component of the fabric of community life and a responsibility of local government for a number of reasons5:

1. Municipal recreation affords a large percentage of residents their only opportunity for recreation. 2. It is only through municipal government that adequate lands can be acquired, developed and maintained for recreational purposes. 3. Municipal recreation is, and should be, democratic and inclusive thereby, allowing everyone the right and opportunity to participate. 4. Municipal recreation is comparatively inexpensive. 5. Municipal government gives permanency to recreation. Government is a perpetual organization, unlike private or volunteer agencies, clubs or businesses and, hence, while people’s needs change, municipal responsibilities remain as permanent functions. 6. The task of ensuring recreational services to municipal residents is too large for private or volunteer agencies alone. Municipal government has the organization and administrative strengths to adhere to the public’s demands.

7. Municipalities cannot afford to not provide recreation given their commitment to providing opportunities for a quality community which in turn attracts more residents, businesses, industry, tourists, etc. 8. Residents demand recreation and the experiences of other municipalities indicate that they are willing to be taxed for it.

5.2 RECREATION MASTER PLAN RECOMMENDATIONS: 2012-2022 5.2.1 Municipal Recreation Foundation Recommendations

1. Town Vision and Mission: continue to be the primary basis/screen for all recreation/community services planning, decisions, developments and actions. 2. Municipal Philosophy: the philosophy underlying the Town recreation delivery system be modified to pursue partnerships to ensure high quality recreation services. 3. Municipal Recreation Definition: be modified to all things that a person or group chooses to do in order to make their leisure time more interesting, more enjoyable and more personally satisfying. In so doing, the Town of Grand Bay-Westfield recognizes and supports through its delivery system three key aspects of recreation: . That individual choices are as varied as those who participate. While many people interpret recreation as physical activity, often as sport, in reality there are a host of non/less physical, artistic, creative, cultural, social and intellectual recreation pursuits that people choose ranging from reading, card playing, dancing, painting, sculpture, music, crafts, camping, fishing, chess, baking/cooking to motorcycling, theatre, kite flying and photography to name but a few.

Appreciating the subjectivity of recreation and the plethora of choices people make is paramount to ensuring equitable recreational opportunities for all. . That all recreational activities require knowledge and skills development to learn the fundamentals of an activity regardless of the physical or non-physical activity of choice. Learning the fundamentals of yoga, chess, lacrosse, dance, etc. typically occurs through instructional programs, mentors/coaches and self- learning/experience all of which require appropriate, quality infrastructure and programming to incent citizens to develop knowledge, skills and confidence so as to continue/sustain their participation. . That there are highly variable, individual preferences for competition: for some, their recreational activity of choice is spontaneous and non-competitive, while for others competition is the essence of their activity requiring extensive time and personal commitment to perfect the necessary skills (physical, mental, emotional) to achieve their end goal. Sport, a segment of recreation, is often highly structured for competitive purposes requiring specific infrastructure to meet provincial, national and international standards but sport is just as often unstructured activities that occur in a recreational setting such as the street, playground, school yard or park. Likewise, many non-sport recreational activities may have varying degrees of competition – chess, bowling, dance, music, etc. – all of which require support infrastructure and programs.

4. Current Municipal Recreation Purpose: continue to be to: . Assist individual development. . Assist community development. . Improve the quality of life. . Enhance social functioning. 5. Municipal Role: of the municipal recreation delivery system role be expanded to: . Plan, develop and manage appropriate community indoor and outdoor facilities and open/green space, programs and services that balance the broad recreational needs of all residents of the Town (age, ability, gender, income, preferences/interests (artistic, creative, cultural, social, intellectual, physical, competitive and non-competitive etc.)). . Respect the valuable contributions of community organizations and volunteers by facilitating their efforts to deliver community programs and services and encouraging their collaboration, cooperation, development of new programs/services, special events and leadership development efforts. 6. Municipal Recreation Goals: be modified to: . Directly or in partnership with public or private community organizations plan, develop and administer/operate high quality, safe, accessible, multi-generational, multi- functional recreational facilities. . Encourage, nurture and facilitate public and private community organizations in providing a balanced mix of programming/activities/special events that fulfill the Town’s definition of recreation (see #3 above).

. Integrate Healthy Living and Wellness into all aspects of recreation facilities and program planning, design and execution. . Encourage, nurture and facilitate public and private organizations to cooperate and collaborate in the provision of recreational services. . Ensure sufficient public land is preserved to protect natural resources/areas and ensure open/green space for parks, outdoor recreation activities, etc.

5.2.2 Municipal Recreation Department

1. Community Services Department: . Expand the current Recreation Department mandate to include all community-based facilities, programs and services. . Rename the Department as the Grand Bay-Westfield Community Services Department to reflect its expanded mandate. . Equalize the Community Services Departmental mandate to be planning, development, upgrades and maintenance of high quality built facilities and open/green space AND facilitation of community programs and services. . The Community Services Department be responsible for: o Oversight of all municipal built recreation facilities, programs and services and open/green space. o Liaison and support for all community recreation facilities, programs and services (e.g., schools, private providers, churches, program organizations, etc.).

o Direct delivery of needed recreation programming when no community organization is available/prepared to undertake. o Brundage Point River Centre. o Tourism facilities, programs and services in conjunction with the Tourism Committee. o Municipal beautification in conjunction with the Beautification Committee.

In doing so, the critical community service components of recreation, open/green space, beautification and tourism will benefit from integrated strategic planning capital and operational efficiencies, enhanced profile within the community, maximized productivity from limited resources and enhanced internal municipal and external community collaboration.

2. Community Services Department Personnel and Personnel Management . Review and update the Community Services Director’s position description to reflect the responsibilities associated with the recommended modifications to the Municipal Recreation Foundation (see Section 5.2.1: vision, mission, philosophy, recreation definition, purpose, primary role and goals) and the Community Services Department dual mandate (see Section 5.2.2: facilities and programs) and include the following elements at a minimum: o Position title o Effective date of position description o Reports to

o Classification o Approved by and Agreed by o Job Summary o Accountabilities o Essential functions . Planning functions . Operational functions . Leading functions . Controlling functions o Additional responsibilities o Supervision by o Accountable to o Education and experience requirements o Employee competencies . Knowledge . Skills o Personal characteristics o Professional development o Performance management and appraisal conducted by and frequency . Employ a full-time Community Services Facilitator accountable to the Community Services Director to assume responsibility for facilitating and coordinating all programs and services available through community recreation, tourism, beautification and special events committees, organizations, etc. The Facilitator role should NOT be to deliver programs and services but to nurture community delivery. However, when there are no community provider options for needed programs, the Community Services Facilitator should plan, organize

and deliver relevant programs on a cost recovery fee basis and continue to seek a community provider. . Develop a position description for the Community Services Facilitator in keeping with the format and content of the Community Services Director position. . Town of Grand Bay-Westfield develop and implement a comprehensive performance management system that is based on position descriptions and associated accountabilities, Departmental goals and objectives, individual performance objectives, adherence to program/service standards, documented performance assessments and ongoing investments in developing employee competencies. 3. Strategic and Operational Planning and Management: . The Community Services Department define Critical Success Indicators (CSI’s): how success/failure will be measured in achieving progress toward each of the Department’s goals (see Section 5.2.1, #6). CSI’s can be a mix of relevant operational measures (e.g., new/enhanced community partnerships, number of new programs and special events, facility upgrade/maintenance efficiencies, etc.), industry specific indicators (increased citizen participation rates, growth of private facility programs, facility upgrades to industry standards, etc.) and soft indicators (e.g., citizen attitudes, Town image and brand, etc.). . The Community Services Department develop standards for delivery of all community service facilities, programs and services. Service standards are more than service delivery targets: rather, standards should include five

essential elements that address what Town residents and visitors should expect: 1. Description of community facilities, programs and services to be provided and the benefits to users. 2. Service pledges/principles that describe the quality of service delivery that users can expect to receive (e.g., fairness, courtesy, professionalism, safety, etc.). 3. Specific delivery targets (e.g., timeliness, accessibility, cleanliness, etc.). 4. Costs of delivering the service. 5. Complaint and redress mechanisms when standards have not been met.

In developing community service standards, it is critical the Department consult with its various audiences/clients (e.g., schools, recreation facility personnel, community program providers, Town and LSD residents, Town personnel, etc.). Likewise, it is important that community services standards be:

1. Client sensitive. 2. Communicated/published (e.g., Town website, social media, print versions at all facilities and distributed through all programs to participants, parents, etc.). 3. The basis for operational management actions and decisions. 4. Reported on to Town Council and administration as well as the Community Services Department’s audiences.

5. Reviewed and updated to reflect new circumstances. . The Community Services Department initiate rolling three year strategic planning based on CSI’s and service standards approved by Town Council. . The Community Services strategic plan be the foundation for Departmental operational planning, execution, evaluation and reporting to Town Council and management. . The Community Services Department conduct an annual review as to the status of its strategic plan and modify the go forward rolling three-year plan accordingly, if required. 4. Community Services Operational Policies, Procedures and Protocols: . Develop and document comprehensive Community Services policies, procedures and protocols with respect to each and every municipal and community facility, program and service. Municipal policies and procedures should be consistent but community policies, procedures and protocols need not be consistent as each provider should and will establish their specific policies, procedures and protocols. . Ensure all Community Services Department staff (full time, casual, summer, etc.) as well as contractual personnel are oriented to their work responsibilities and the workplace and monitored regularly for adherence to service standards, policies and procedures. . Operational planning by the Department include an annual review of all service standards, policies, procedures and protocols to determine relevance and issues, gaps, conflicts and duplication that need be

eliminated/addressed. Following each annual review, the Department should facilitate a meeting of all municipal and community service providers/managers/coaches/ leaders/volunteers, etc. to identify and resolve service standards, policy and procedure issues. . Regularly communicate municipal and community services policies and procedures to the public in conjunction with service standards. 5. Internal Municipal Collaboration: . The Community Services and Works Departments annually collaborate to conduct a workload and productivity analysis with respect to municipal and community facility upgrades and maintenance to identify workload demands, service delivery issues and gaps and alternative resource solutions. 6. Community Services Departmental Resources: . As a small community with projected growth to 6,193 by 2022, the Town of Grand Bay-Westfield will need to achieve economies-of-scale, enhance productivity, prioritize and seek and commit to unique partnerships if it is to provide/facilitate municipal/community services that fulfill high quality expectations of current and potential residents. NOTE: many recommendations identified herein are based on resolving resource requirements for the delivery of future community services (e.g., centralizing recreation, beautification and tourism in the Community Services Department will enable economies- of-scale, collaborative workload and productivity analysis by Community Services and Works Departments should result in enhanced productivity, etc.).

. Current Recreation budget expenditures on facilities should be analyzed to confirm the accuracy of allocations based on actual facility use for community services/recreation (e.g., Centrum, Lions Building, etc.). . With an expanded Community Services mandate, the Department will need to modify its budget format to accurately reflect the broader-community services scope as well as tourism and beautification responsibilities. . Communicate regularly to the public Town financial contributions to Community Services inclusive of annual contributions to Saint John facilities.

5.2.3 Town - Community Relationships

1. Town Community Schools Relationships: . The Town of Grand Bay-Westfield should enter into discussions immediately with River Valley Middle School/Westfield Elementary School/School District 8 to clarify, confirm and document community use of school facility policies, procedures, protocols and facility resource contributions to be made by the Town and the School District. . Given the possibility of a new elementary school to replace existing aged schools, it is strongly recommended that the Town collaborate with School District 8 to designate a possible new school as a community-school. Subsequent to a new school decision, the school location design and operations should reflect the needs of both education and the community. . In lieu of a new designated community – school and given the age, design and condition of existing

elementary schools located in Grand Bay-Westfield, it is likely that conversion of one of the schools to a community centre is cost prohibitive. However, this option should be investigated in collaborating with School District 8. 2. Town – River Valley Community Centre Relationship: . The River Valley Community Centre is the most significant recreational infrastructure in the Town of Grand Bay-Westfield. The municipality contributes close to 60% of its annual Recreation budget to this facility that represents approximately 36% of the Community Centre’s annual expenses. Where there is Town representation on the Board, significant Town resource investments and the Community Centre is of such importance to municipal recreation, it is strongly recommended that the Community Services Department’s annual strategic and operational planning fully engage the General Manager of the Community Centre and vice versa to ensure the Community Centre policies, procedures, facility availability, accessibility (i.e., for adjacent ball/athletic fields, track, etc. users), scheduling and programming is aligned with the municipality’s community services foundation (see Section 5.2.1: Vision, Mission, Recreation Definition, Purpose, Role and Goals). 3. Town – Private Service Providers . The Community Services Department should enter into discussions with private service providers (e.g., Westfield Golf Club, Human Performance Centre, local snowmobile/ATV/hunting/fishing clubs, B-Hive Bowling, Dooly’s, etc.) to identify recreational facility and

programming options (e.g., learn to fish, cross country ski and snowshoe at the Golf Club, etc.). 5.2.4 Community Services Facilities

1. Facility Competition . The Town of Grand Bay-Westfield should not compete with significant existing or planned community service/recreation facilities in the Saint John Region (e.g., QPlex, UNBSJ stadium, proposed regional artificial turf fields, etc.) particularly those facilities that the Town annually contributes to financially (e.g., Saint John Aquatic Centre, Saint John Arts Centre, Imperial Theatre, etc.). Regional facility cooperation and strategic planning should be encouraged by the Town in terms of facility design, location and operations as well as programming so as to benefit all communities within the Region. The Town of Grand Bay-Westfield should consider taking the lead to instigate Regional cooperation, communication, strategic facility planning and programming as all communities will continue to face serious fiscal challenges with respect to siloed high quality recreational facilities and associated programs. 2. Facility Clustering . To maximize resources, achieve economies-of-scale, energy-efficiencies and facilitate user convenience, it is recommended, where feasible, that municipal/community facilities be centralized in the existing River Valley Middle School – River Valley Community Centre cluster. . Current clustered facilities (school, River Valley Community Centre, ball/athletic fields, track, etc.) be prioritized for continued enhanced upgrades (e.g.,

bleachers, lighting, trails development for walking, running, snowshoeing, orienteering, etc. behind the Middle School, etc.) and maintenance. . A playground be designed and constructed within the recommended River Valley facility cluster (see 5. Parkettes and Playgrounds). 3. Community Active Transportation Network . The Town of Grand Bay-Westfield prioritize design, development and maintenance of a non-motorized active transportation network throughout the municipality to enable walking, bicycling, snowshoeing, cross country skiing, skateboarding, etc. access to neighbourhood and community facilities (i.e., recreation facilities, neighbourhood playgrounds, schools, retail, open/green spaces (e.g., Blueberry Hill, western portion of Town boundaries) etc.). . Active network connectors can take a number of forms such as segregated gravel or paved trails, sidewalks, exclusive bicycle lanes, shared roadways, paved shoulders, etc. The Town should develop a comprehensive long- term active transportation strategic plan that is based on multi-connectors and the key principles of user safety, linkages to community facilities/services and year-round usage so as to be an integral component of annual municipal capital investments and future transportation, residential and commercial decisions and development throughout the Town. . Investigate indoor and/or safe walking options for inclement weather/months (River Valley Community Centre, track, etc.).

4. Swimming Facilities . While many Town residents have noted a desire for a municipal swimming beach, a swimming pool and/or a splash pad, it is not recommended that the Town invest in any swimming facilities. A swimming beach requires legal access to a suitable, safe beach which does not presently exist. A review of possible beach sites conducted by the Town noted that the Brundage Point River Centre is the only current location with parking and washrooms, however this site has key issues with respect to River current and road and ferry traffic, all of which raise the spectre of municipal liability. . The Town currently contributes close to $9,000 annually to the Saint John Aquatic Centre, an easy 15-minute drive from Grand Bay-Westfield. For a small community of 5,000, a year-round swimming pool is capital and operationally cost prohibitive, as is a summer outdoor pool that operates eight weeks/annum. Likewise, an outdoor splash pad can cost from $100,000 to $900,000 at the high end depending on the size, the site location, inclusion of a water re-circulation system and amenities such as washrooms, canteen, parking, etc., is seasonal (8 weeks/annum) and specifically for children whose numbers are gradually declining throughout New Brunswick. 5. Parkettes and Playgrounds . The Town continue to develop parkettes with small playgrounds for significantly sized/populated and young family neighbourhoods. Parkettes should act as a destination point for neighbours of all ages (a community

– neighbourhood social network) and be accessible via the Grand Bay-Westfield active transportation connector. . A playground should be designed and constructed within the River Valley Middle School – River Valley Community Centre cluster. 6. Bike Park . The Town design, develop and maintain a bike park ideally located in the River Valley cluster or another location to be determined. It is strongly suggested that the bike park design engage youth bikers to ensure the park reflects their specific needs/wants. 7. Multi Purpose Community Centre . In lieu of access to the Centrum and the suitability of its facilities, the design and nature of the River Valley Community Centre, the absence and accessibility of suitable school facilities for multi uses by the community and the small scale of the Brundage Point River Centre, it is recommended that the single most important recreation facility required by the Town of Grand Bay- Westfield is a large, multi purpose community centre with kitchen facilities that can be used by all age groups for dancing, summer camps, theatre groups, organized and pick up games, fitness and physical activities, indoor special events, community suppers, community meetings, etc. It is, therefore, recommended that the Town conduct a facility feasibility study that identifies realistic, affordable options, one of which must be a designated community – elementary school with enhanced facilities for community use should that option proceed.

8. Brundage Point River Centre . By incorporating the Brundage Point River Centre into the Community Services Department portfolio, more effort can be extended to encouraging community use of this small space by public and private clubs and organizations (e.g., book clubs, theatre groups, yoga, art/craft classes, quilting groups, senior clubs, new parent groups, tot programs, etc.). NOTE: community user fee policies for the Brundage Point River Centre should align with those for other community facilities while rental fees should be aligned with the market for comparable facilities. 9. Open/Green Space . Monitor existing designated open/green space to ensure appropriate use. . Monitor opportunities to designated open/green space. 10. Future Facility Design . All future new or upgraded facilities must be based on the key principles of: o Multi-functional. o Multi-generational. o Fully accessible. o Energy efficiencies to reduce operational costs. o High quality.

5.2.5 Programming

1. Balance . Grand Bay-Westfield should prioritize a more equitable balance in the provision of community facilities and

community programming. Employing a Community Services Facilitator should not alter, but rather enhance, the Town purpose and role (see Section 5.2.1). The Community Services Facilitator should be directed to engage with community organizations and individuals to extend programming to include artistic, creative, cultural, social, intellectual and physical program offerings year round for all ages and socio-economic realities to enable knowledge and skills development and non-competitive to competitive opportunities. 2. Healthy Living . The Community Services Facilitator should promote, encourage and profile healthy living as a core concept in all programming provided by community organizations. . The Community Services Facilitator should support the efforts of the In Motion Committee but should not take a lead role in their activities. 3. Beautification and Tourism Committees . The Community Services Facilitator should support the Beautification and Tourism Committees but should not take a lead role in their activities. . In particular, the Community Services Facilitator should promote the efforts of both Committees and assist in planning and hosting community special events. 4. New Programming and Volunteers . The Community Services Facilitator should facilitate the development of new programming provided by local and Regional community groups/individuals and the recruitment, leadership development and community acknowledgement of community services volunteers.

. The Community Services Facilitator should target outdoor recreational programming in collaboration with outdoor groups/individuals and retail sector (fishing, hunting, birding, snowshoeing, nature study, cross country skiing, photography, etc.) to develop learn-to programs, club activities and special events. 5. Regional Programming . The Community Services Facilitator should monitor Regional recreation programming so as to not compete but also to be aware of programming opportunities, to identify potential programming partners and to make Town residents aware of Regional programs.

5.2.6 Branding and Promotion

1. Branding . The Town of Grand Bay-Westfield must develop a community brand that accurately reflects the Grand Bay- Westfield reality and differentiates it from other bedroom communities of Saint John. Given its small size and limited resources but its wealth of open/green space, exceptional scenery and access to outdoor recreational opportunities, it is suggested that the Town’s brand may be its intimate relationship with the outdoors, blended with its community neighbourliness and spirit. In defining and communicating its brand, the Town need be aware that a brand is a promise that it must deliver on. NOTE: the process of defining the Grand Bay-Westfield brand can be an excellent opportunity for the Town to engage in its citizens in a powerful dialogue that uncovers what and why residents value their community.

2. Communication and Promotion . The Community Services Department should aggressively communicate and promote all community services available to residents and visitors: this will require dedicated resources identified in the Departmental budget. . Communication and promotion techniques should increasingly utilize a wide variety of social media. As effective traditional and social media communication/ promotion design and delivery takes specific knowledge, expertise and time, it is suggested that the Department of Community Services approach local/Regional students/graduates of multi-media/technology programs/schools on a project/contractual basis. The Department must, however, control content and approve design/format.

COMMUNITY SERVICES 2012 – 2022 MASTER PLAN IMPLEMENATION Town of Grand Bay-Westfield Recreation Master Plan Update

6.0 COMMUNITY SERVICES 2012 – 2022 MASTER PLAN IMPLEMENTATION

Implementation of the Grand Bay-Westfield Community Services master plan for 2012 – 2022 should be strategically undertaken: as such, Table 16 provides an execution schedule based on short term (1-3 years), medium term (4-7 years) and long term (8-10 years) for all of the recommendations made in Section 5. NOTE: the schedule need be considered flexible as some recommendations require detailed feasibility analysis, others may execute faster or slower than expected, resource availability may increase/decrease, other Town developments may create opportunity/challenges in execution, etc.

Table 16: Community Services 2012 – 2022 master plan implementation Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 5.2.1 Municipal Community 2012: Modify, confirm and annually Rolling 3-year strategic Rolling 3-year strategic Services Foundation assess adherence to Community planning includes an annual planning includes an annual Services Foundation: review of Departmental review of Departmental . Municipal vision and mission adherence to Community adherence to Community . Municipal philosophy Services foundation. Services foundation. . Municipal recreation definition . Municipal purpose . Municipal role . Municipal goals 5.2.2 Municipal Community Services Department

1 and 2: Community Services 2012: Department and Personnel . Expand departmental mandate and rename as Community Services Department . Position description for Director . Town develop and implement . Town annually conducts . Town annually conducts comprehensive performance performance assessment performance assessment management system of Director in keeping with of Director in keeping with performance performance 2013: management system management system . Employ Community Services Facilitator . Position description for . Town annually conducts . Town annually conducts Community Services performance assessment performance assessment Facilitator in keeping with in keeping with performance performance management system management system

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 3. Strategic and 2013: Operational Planning . Define CSI’s. and Management . Develop service standards. . Initiate 3-year rolling strategic . Continue 3-year rolling . Continue 3-year rolling planning. strategic planning strategic planning

2014 – 2015: . Annual reviews and reporting . Annual reviews and . Annual reviews and on CSI’s, service standards reporting on CSI’s, service reporting on CSI’s, service and strategic plan. standards and strategic standards and strategic plan. plan.

4. Community Services 2013: Operational Policies, . Develop and document Procedures and comprehensive Community Protocols Services policies, procedures and protocols.

2013 – 2015: . Annually and regularly . Annually and regularly . Annually and regularly communicate Community communicate Community communicate Community Services service standards, Services service Services service policies, procedures and standards, policies, standards, policies, protocols to all audiences. procedures and protocols procedures and protocols . Annual review Community to all audiences. to all audiences. Services service standards, . Annual review Community . Annual review Community policies, procedures and Services service Services service protocols with municipal and standards, policies, standards, policies, community services procedures and protocols procedures and protocols providers. with municipal and with municipal and community services community services providers. providers.

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 5. Internal Municipal 2012 – 2015: : Collaboration . Community Services and . Community Services and . Community Services and Works Departments Works Departments Works Departments collaborate annually to collaborate annually to collaborate annually to conduct a workload and conduct a workload and conduct a workload and productivity analysis with productivity analysis with productivity analysis with respect to municipal and respect to municipal and respect to municipal and community facility upgrades community facility upgrades community facility upgrades and maintenance and maintenance and maintenance 6. Community 2012 – 2015: Services Departmental . Annually review/develop . Annually review/develop . Annually review/develop Resources community services community services community services resource resource strategies resource strategies strategies . Seek economies-of-scale . Seek economies-of- . Seek economies-of-scale . Enhance productivity scale . Enhance productivity . Prioritize . Enhance productivity . Prioritize . Seek and commit to . Prioritize . Seek and commit to unique partnerships . Seek and commit to unique partnerships unique partnerships

2012 - 2015: . Annually analyze Recreation . Annually analyze . Annually analyze Recreation budget expenditures on Recreation budget budget expenditures on facilities to confirm accuracy expenditures on facilities to facilities to confirm accuracy of allocations based on confirm accuracy of of allocations based on actual facility use. allocations based on actual actual facility use. . Modify Community Services facility use. budget format to reflect broader community services scope, beautification and tourism responsibilities

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 2012 – 2015: . Regularly communicate to . Regularly communicate to . Regularly communicate to the public Town financial the public Town financial the public Town financial contributions to Community contributions to contributions to Community Services and Saint John Community Services and Services and Saint John facilities. Saint John facilities. facilities.

5.2.3 Town Community Relationships

1. Town – Community 2012: School Relationship . Discussions and annual . Annual review of . Annual review of community review with local schools and community use of school use of school facilities School District 8 to clarify, facilities policies, policies, protocols and confirm and document protocols and financial/ financial/ resource community use of school resource contributions. contributions. facilities policies, procedures, protocols and facility/ resource contributions by Town and School District 8.

2012 – 2014: . Collaborate with School District 8 on a new, fully designated community school.

2013: . Conduct a feasibility study to convert one of the existing elementary schools to a community centre.

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 2. Town – River Valley 2012 – 2015: Community . Integrated strategic and . Integrated strategic and . Integrated strategic and Relationship operational planning by operational planning by operational planning by Community Services Community Services Community Services Department and River Valley Department and River Department and River Community Centre. Valley Community Centre. Valley Community Centre. 3. Town – Private 2013: Service Providers . Discussions with private service providers to identify facility and programming options. . Ongoing efforts to expand . Ongoing efforts to expand . Ongoing efforts to expand options with private service options with private options with private service providers. service providers. providers.

5.2.4 Community Services Facilities

1. Facility Competition . Town of Grand Bay-Westfield . Town of Grand Bay- . Town of Grand Bay- not compete with significant Westfield not compete Westfield not compete with existing recreation facilities in with significant existing significant existing the Saint John Region. recreation facilities in the recreation facilities in the Saint John Region. Saint John Region. 2012: . Town of Grand Bay-Westfield . Town of Grand Bay- . Town of Grand Bay- instigate Regional Westfield participate in Westfield participate in cooperation, communication, Regional cooperation, Regional cooperation, strategic facility planning and communication, strategic communication, strategic programming efforts. facility planning and facility planning and programming efforts. programming efforts.

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 2. Facility Clustering 2012 – 2015: . Where feasible, centralize all . Where feasible, centralize . Where feasible, centralize future facilities in the River all future facilities in the all future facilities in the Valley Middle School – River River Valley Middle River Valley Middle School Valley Community Centre School – River Valley – River Valley Community cluster. Community Centre Centre cluster cluster. . Design and construct a playground within the River Valley cluster.

2012 – 2015: . Prioritize current clustered . Prioritize current clustered . Prioritize current clustered facilities (school, River Valley facilities (school, River facilities (school, River Community Centre, Valley Community Centre, Valley Community Centre, ball/athletic fields, track, etc.) ball/athletic fields, track, ball/athletic fields, track, for enhanced upgrades and etc.) for enhanced etc.) for enhanced upgrades maintenance upgrades and and maintenance maintenance

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 3. Community Active 2012 – 2015: Transportation Network . Prioritize design/ development/maintenance of non-motorized active network throughout the Town. . Investigate and make available . Investigate and make . Investigate and make indoor/and/or safe walking available indoor/and/or available indoor/and/or options. safe walking options. safe walking options.

2012 – 2013: . Development of comprehensive long-term active transportation strategic plan.

2014 – 2015: . Execution of the active . Continued execution of . Continued execution of the transportation strategic plan the active transportation active transportation strategic plan. strategic plan. 4. Swimming Facilities No swimming facilities are recommended. 5. Parkettes and . Develop parkettes with small . Develop parkettes with . Develop parkettes with Playgrounds playgrounds for significantly small playgrounds for small playgrounds for sized/populated and young significantly. significantly sized/ family neighbourhoods. sized/populated and populated and young . Ensure access to young family family neighbourhoods. parkettes/playgrounds via the neighbourhoods. . Ensure access to Grand Bay-Westfield active . Ensure access to parkettes/playgrounds via transportation network. parkettes/playgrounds the Grand Bay-Westfield via the Grand Bay- active transportation Westfield active network. transportation network.

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 7. Bike Park 2012 . Design and develop a bike park ideally located in River Valley cluster or another location to be determined.

2012 – 2015 . Park maintenance and . Park maintenance and . Park maintenance and upgrades. upgrades. upgrades. 7. Multi Purpose 2013: Community Centre . Conduct a feasibility study for a multi purpose, large scale community centre with kitchen facilities that identifies realistic, affordable options, one of which is a designated community-elementary school with enhanced facilities (see Town – Community School Relationships 2013 feasibility study recommendation)

2014: . Finalize decision re: fully- . Construction of a fully designated community school designated community or a stand alone community school with enhanced centre facilities or a stand alone community centre

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 8. Brundage Point River . Community Services Facilitator Centre efforts to encourage community use of Brundage Point River Centre by public and private clubs and organizations.

9. Open/Green Space . Monitor use of existing open/green . Monitor use of existing . Monitor use of existing space to ensure appropriate use. open/green space to ensure open/green space to ensure . Monitor opportunities to designate appropriate use. appropriate use. open/green space. . Monitor opportunities to . Monitor opportunities to designate open/green space. designate open/green space.

10. Future Facility . All new/upgraded future facilities . All new/upgraded future . All new/upgraded future Design must be multi functional, multi facilities must be multi facilities must be multi generational, fully accessible, functional, multi generational, functional, multi generational, energy efficient and of highest fully accessible, energy fully accessible, energy quality. efficient and of highest efficient and of highest quality. quality.

Short Term Medium Term Long Term 2012 – 2015 2016 – 2019 2020 - 2022 5.2.5 Programming

1. Balance . Continued efforts by the . Continued efforts by the . Continued efforts by the Community Services Facilitator to Community Services Community Services Facilitator achieve a more equitable balance Facilitator to achieve a more to achieve a more equitable in the provision of community equitable balance in the balance in the provision of facilities and community provision of community community facilities and programming and extend facilities and community community programming and programming to include artistic, programming and extend extend programming to include creative, social, intellectual and programming to include artistic, creative, social, physical offerings year round for all artistic, creative, social, intellectual and physical ages and socio-economic realities intellectual and physical offerings year round for all ages to enable knowledge and skill offerings year round for all and socio-economic realities to development and non-competitive ages and socio-economic enable knowledge and skill – competitive opportunities. realities to enable knowledge development and non- and skill development and competitive – competitive non-competitive – opportunities. competitive opportunities.

2. Healthy Living . Incorporate Healthy Living in all . Incorporate Healthy Living in . Incorporate Healthy Living in aspects of community facility and all aspects of community all aspects of community program planning design and facility and program planning facility and program planning execution. design and execution. design and execution. . Community Services Facilitator . Community Services . Community Services Facilitator support ongoing efforts of the In Facilitator support ongoing support ongoing efforts of the Motion Committee. efforts of the In Motion In Motion Committee. Committee.

Short Term Medium Term Long Term 2012 – 2 015 2016 – 2019 2020 - 2022 3. Beautification and 2013 – 2015: Tourism Committees . Community Services Facilitator . Community Services . Community Services support for ongoing efforts of the Facilitator support for ongoing Facilitator support for Beautification and Tourism efforts of the Beautification ongoing efforts of the Committees by promoting their and Tourism Committees by Beautification and efforts and assisting in the promoting their efforts and Tourism Committees by planning and hosting of assisting in the planning and promoting their efforts and community special events hosting of community special assisting in the planning events and hosting of community special events 4. New 2013 – 2015: Programming and . The Community Services . The Community Services . The Community Services Volunteers Facilitator should facilitate the Facilitator should facilitate the Facilitator should facilitate development of new development of new the development of new programming by community programming by community programming by groups/individuals and the groups/individuals and the community recruitment, leadership recruitment, leadership groups/individuals and the development and development and recruitment, leadership acknowledgement of community acknowledgement of development and volunteers community volunteers acknowledgement of . The Community Services . The Community Services community volunteers Facilitator should target outdoor Facilitator should target . The Community Services recreational programming in outdoor recreational Facilitator should target collaboration with outdoor programming in collaboration outdoor recreational groups/individuals and retail with outdoor programming in sector groups/individuals and retail collaboration with outdoor sector groups/individuals and retail sector

Short Term Medium Term Long Term 2012 – 2 015 2016 – 2019 2020 - 2022 5. Regional 2013 – 2015: Programming . The Community Services . The Community Services . The Community Services Facilitator should monitor Facilitator should monitor Facilitator should monitor Regional recreation Regional recreation Regional recreation programming so as to develop programming so as to programming so as to new programs and develop new programs and develop new programs programming partners as well programming partners as well and programming as to publicize Regional as to publicize Regional partners as well as to programming. programming. publicize Regional programming.

5.2.6 Branding and 2013 – 2014: Promotion . Develop Grand Bay-Westfield community brand . Aggressively communicate and promote all community services to residents and visitors dominantly through social media but also traditional media . Develop integrated social and traditional media strategy to communicate and promote community services to residents and visitors

2015: . Execute community brand in all . Execute community brand in . Execute community Town promotional materials. all Town promotional brand in all Town . Execute and evaluate materials. promotional materials. saturation and impact of . Execute and evaluate . Execute and evaluate traditional and social media saturation and impact of saturation and impact of strategy. traditional and social media traditional and social strategy. media strategy.

1Town of Grand Bay-Westfield Municipal Plan Review – Background Report. January 2009.

2Bicycle Facility Review: for Woolastook Drive and Inglewood Drive. ADI Limited. March 2011.

3Proposed Construction of a New Grand Bay-Westfield Elementary School. nd.

4Waterfront Development Plan. 2003. BDA Landscape Architects.

5Regional Community Recreation Master Plan for the River Valley. Amulet Consulting Ltd. 1990.

6Investing in New Brunswick Recreational Infrastructure. Amulet Consulting Ltd. 2010.

7New Brunswick Health Population Snapshot. New Brunswick Health Council, 2009.

8Grand Bay-Westfield Wellness Profile: At a Glance. HEPAC. nd.

9Twelve Determinants of Health, Health Canada. nd.

10Obesity in Canada – Snapshot. Public Health Agency of Canada. 2009.

11Town of Grand Bay-Westfield Policy Manual .

12Town of Grand Bay-Westfield website (www.grandbay-westfield.nb.ca).

13Recreation Infrastructure Renewal Project Industry Database. Recreation New Brunswick (www.recreationnb.ca/industry/)

14Building Stronger Local Governments and Regions: An Action Plan for the Future of Local Governments in New Brunswick. Report of the Commissioner on the Future of Local Governance. November 2008.

15Brock Dickinson, Principal, Millier Dickinson Blois. Hamilton, Ontario. Cited in How rundown buildings can lure top talent. Globe and Mail. June 21, 2011.

16 National Recreation and Sport Infrastructure Program, Briefing Note. Canadian Parks and Recreation Association.

17 A Time for Renewal: Assessing the State of Recreation Facilities in British Columbia. BC Recreation and Parks Association. May 2009.

18Inter-provincial Sport and Recreation Council, September 1987. APPENDIX I

RECREATION PLANNING: KEY INFORMANTS KEY INFORMANT INTERVIEWS:

Joanne Barry Chair, Grand Bay-Westfield In-Motion Committee

Carol Ann Boudreau Grand Bay-Westfield In-Motion Committee

Earl Burrows Owner, Human Performance Centre Co-Chair, Walking Track Committee

Gary Clark Recreation Director, Town of Grand Bay-Westfield

Melanie Crowley Private Fitness Instructor

Michelle Deschenes Principal, Westfield Elementary School

Megan Donovan Vice Principal, River Valley Middle School

Bill Fairbairn River Valley Chamber of Commerce Remax Realtor

Rob Fowler Chair, School District 8 Education Council

Bruce Gault Works Commissioner, Town of Grand Bay-Westfield

Sandra Gautreau Town Manager, Town of Grand Bay-Westfield

Troy Gautreau Fire Chief, Town of Grand Bay-Westfield

Kelly Goddard General Manager, River Valley Community Centre

Jo Lynn Graham River Valley Girls Softball League

Gord Livingston River Valley Chamber of Commerce Owner/Manager, Grand Bay Guardian Drugs

Verna Livingstone Grand Bay-Westfield In-Motion Committee

Peter Lohnes Tourism Committee

Brenda Murphy Town Councillor and Chairperson of Tourism Committee

Mary Murray River Valley Chamber of Commerce Manager, Grand Bay-Westfield Scotia Bank Joe Oliver Co-Chair, Walking Track Committee Soccer Coach Board Member, River Valley Community Centre

Cindy Price Executive Director, River Valley Chamber of Commerce

Mary Reeves Grand Bay-Westfield In-Motion Committee

David Sheils Athletic Director and Physical Education Teacher River Valley Middle School

Tony Simpson President, River Valley Baseball

Karen Stevens Grand Bay-Westfield In-Motion Committee

David Taylor Development Officer, Town of Grand Bay-Westfield

Keith Thomas President, River Valley Basketball Association and Basketball Coach River Valley Soccer Association and Baseball Coach

James Tibbetts Tourism Committee

Pauline Wilson Fundy Gymnastics Grand Bay-Westfield In-Motion Committee

Ron Wilson Tourism Committee

Renata Woodward Conservation Program Director, Nature Trust of New Brunswick