Regular Council Meeting
Township of Whitewater Region Regular Council Meeting
Agenda
Wednesday, May 8, 2019 at 6:00 p.m.
Council Chamber – 44 Main Street (Cobden)
Page
1. Call to Order
2. Prayer
3. Declaration of Interest
4. Presentations
4.1 Flooding Update - CEMC Jonathan Wilker
4.2 Procedural By-law - Michael LaRiviere 8 - 10 2019-04-24 LaRiviere - Behm Line Condition Procedural By-law 19-01-1144 Presentations 26.0
4.3 Provincial Library Budget Cuts - Gwen Bennett, 11 - 12 Conrad Boyce and Connor Leggott Library Presentation
5. Announcements
6. Standing Committees
6.1 Development & Planning Committee
6.2 Environmental Services Committee
a. OCWA Reconciliation 13 - 21 05-08 OCWA Reconciliation Recommendation: That Environmental Services Committee recommend Council of the Township of
Page 1 of 252
Whitewater Region: 1. Receive the Ontario Clean Water Agency (OCWA) 2018 Financial Cost- Plus Reconciliation with the associated deficit or surplus to be to be applied to the systems reserve accounts. 2. Approve funding the unfunded portion of the Beachburg Pressure Tanks in the amount of $46,000.00 from the Beachburg Water Reserve.
6.3 General Government Committee
a. Ottawa River Power Corp Subordination 22 - 36 Agreement 05-08 Ottawa River Power Subordination Agreement Recommendation: That General Government Committee recommend Council of the Township of Whitewater Region enact a by-law to enter into a Subordination Agreement with Ottawa River Power Corporation for the purpose of Ottawa River Power Corporation receiving funding from Infrastructure Ontario for the construction of a new 44KV (5 MVA) Substation.
b. 2019 Ontario Budget 37 - 64 05-08 Ontario Budget Recommendation: That General Government Committee receive this report for information purposes as it relates to the 2019 tabled Provincial Budget.
c. Allocation of Funding to Improve Service 65 - 81 Delivery & Efficiency 05-08 Allocation of Funding to Improve Service Delivery & Efficiency Recommendation: That General Government Committee recommend Council of the Township of Whitewater Region: 1. Support the efforts of the Township of Bonnechere Valley for joint regional
Page 2 of 252
efforts with regard to efficiency; 2. Approve the following allocation of the $629,888 in funding received from the Ministry of Municipal Affairs & Housing: a. Detailed design Cobden Astrolabe Arena project - $175,000 b. Remaining streetlight upgrades to LED technology - $162,145 c. Allocation to Reserves for future efficiency initiatives - $62,988 d. Cobden/Muskrat stormwater management review - $35,000 e. Municipal Drains review - $32,000 f. Development Charges Study - $30,000 g. Corporate building energy efficiency upgrades - $25,000 h. Water & Wastewater Rate Study - $25,000 i. GPS in corporate vehicles - $20,000 j. Emergency operations improvements - $20,000 k. Beachburg/Cobden Growth Study - $20,000 l. Information Technology improvements - $10,000 m. Folding machine purchase - $8,500 n. Sidewalk evaluation - $4,255.
6.4 Protective Services Committee
a. Update on Grandfather Process 2019 82 05-08 Grandfathering Update 2019 Recommendation: That Protective Services Committee receive this report for information purposes as it relates to the fire department training program and grandfathering submissions.
6.5 Recreation & Tourism Services Committee
a. Cobden Arena Canteen Services 83 05-08 Cobden Arena Canteen Services Recommendation: That Recreation &
Page 3 of 252
Tourism Committee recommend Council of the Township of Whitewater Region direct staff to prepare a request for proposals for canteen services at the Cobden Astrolabe Arena. b. Paul’s Pro Shop – Skate Sharpening Services 84 - 88 05-08 Paul's Pro Shop Recommendation: That Recreation & Tourism Committee recommend Council of the Township of Whitewater Region direct staff to formalize an agreement with Paul’s Pro Shop for use of Township property for mobile skate sharpening services, including a seasonal fee for each arena. c. Recreation Master Plan 89 - 210 05-08 Recreation Master Plan Recommendation: That Recreation & Tourism Committee recommend Council of the Township of Whitewater Region adopt the Recreation Master Plan by Milestone Strategy as a guiding document for the Recreation & Tourism Department by defining key strategies, subject to annual budget approval. d. Streetstrut Update 211 05-08 Streetstrut Update Recommendation: That the Recreation & Tourism Committee receive this report for information purposes as it relates to the 2019 edition of the Whitewater Streetstrut. e. Investing in Canada Infrastructure Program - 212 - Recreation Stream 222 05-08 ICIP Recreation Recommendation: That Recreation & Tourism Committee recommend Council of the Township of Whitewater Region direct staff to apply for an Investing in Canada Infrastructure Program in Ontario Grant – Culture & Recreation stream for the
Page 4 of 252
accessibility and dressing room renewal project at the Cobden Astrolabe Arena.
6.6 Transportation Services Committee
a. Tractor Replacement 223 - 05-08 Tractor Replacement 224 Recommendation: That Transportation Services Committee recommend Council of the Township of Whitewater Region approve the purchase of a tractor, PTO, and snow blower to replace the 1993 Kubota Tractor (TRC#3) at an estimated cost of $135,000.
b. FireHall Lane Assumption 225 - 05-08 Firehall Lane Assumption 226 Recommendation: That Transportation Services Committee recommend Council of the Township of Whitewater Region enact a by-law to dedicate for road purposes the public road known as Firehall Lane.
7. By-laws
7.1 May 8, 2019 227 - 19-05-1170 Seniors Task Force TORs 241 19-05-1171 Subordination Agreement ORPC Recommendation: Be it resolved that the following by-laws be taken as read and passed: • 19-05-1170, being a by-law to adopt Terms of Reference for the Seniors & Older Adults Task Force. • 19-05-1171, being a by-law to enter into an agreement with Ottawa River Power Corporation.
8. Resolutions
8.1 Investing in Canada Infrastructure Plan Grant Recommendation: That Council of the Township of Whitewater Region direct that staff to apply for a grant under the Investing in Canada Infrastructure
Page 5 of 252
Program (ICIP) in Ontario under the Rural and Northern Infrastructure Investments stream for the reconstruction of Olmstead-Jeffrey Lake Road.
8.2 2018 Financial Statements Recommendation: That Council of the Township of Whitewater Region approve the 2018 Draft Financial Statements as presented by MacKillian & Associates
8.3 CAO's 2019 Workplan Recommendation: That Council of the Township of Whitewater Region approve the CAO's 2019 Workplan.
9. Notice of Motion
10. Minutes
10.1 Regular Minutes 242 - Regular Council - 17 Apr 2019 - Minutes - Pdf 251 Recommendation: That the Council of the Township of Whitewater Region approve the regular minutes of April 17, 2019.
10.2 Closed Session Recommendation: That Council of the Township of Whitewater Region approve the closed session minutes of April 17, 2019, understanding that they remain confidential.
11. Correspondence
12. Closed Session
12.1 May 8, 2019 252 19-05-1172 Confirmatory May 8 Recommendation: Be it resolved that By-law 19- 05-1172, being a by-law to confirm the proceedings of Council at its Regular Meeting of May 8, 2019, be taken as read and passed.
Page 6 of 252
13. Confirming By-law
14. Adjournment
Page 7 of 252 Page 8 of 252 Pf:
Page 9 of 252 By-law 19-01-1144 Section 26.0 Presentations
26.0 Presentations
26.1 A Presentation is defined as the verbal and/or visual provision of information to Council by an individual, community group or organization.
26.2 A Ceremonial Presentation is defined as the giving of an award, prize or other form of recognition by the Mayor at a Council meeting.
26.3 A person or group wishing to make a Presentation to Council shall provide the Clerk or designate with written notice no later than seven days prior to the meeting. Such request shall state the specific nature of the matter to be presented and supporting material for inclusion in the agenda.
26.4 Presentations and Ceremonial Presentations shall only be made in respect of matters within Council’s purview and jurisdiction.
26.5 Presentations and Ceremonial Presentations at the Council Meeting shall be limited to 10 minutes each. The duration may be extended by majority vote specifying the additional time. Such question shall be decided by the Council without debate.
26.6 Presenters may only present once every 12 months on the same topic.
26.7 Generally, a maximum of three presentations per meeting will be scheduled by the Clerk or designate.
26.8 Immediately following a presentation the Chair will determine if further action is required and direct staff to prepare a report for consideration by the appropriate Standing Committee. If no report is required, presentations will be noted and filed.
26.9 Non-scheduled presentations and delegations can be heard with two-thirds support of those members present and voting.
Page 10 of 252 Page 11 of 252 Page 12 of 252 Meeting Date: May 8, 2019 Contact: J. Collins, Director of Public Works 613-646-2282 [email protected]
OCWA Reconciliation Recommendation: That Environmental Services Committee recommend Council of the Township of Whitewater Region: 1. Receive the Ontario Clean Water Agency (OCWA) 2018 Financial Cost-Plus Reconciliation with the associated deficit or surplus to be to be applied to the systems reserve accounts. 2. Approve funding the unfunded portion of the Beachburg Pressure Tanks in the amount of $46,000.00 from the Beachburg Water Reserve. Background: As the accredited operating authority, the Ontario Clean Water Agency (OCWA) provides both quarterly and year-end financial reports to the Township (the owner) for operation and management services respective to the Drinking Water and Wastewater Systems. This report is based on the 4th quarter financial reports (unaudited). Analysis: (1) Ontario Clean Water Agency (OCWA) 2018 Financial Cost-Plus Reconciliation OCWA reconciles operational cost variances, reported annually (year-end financials). The 2018 reconciliation for each system reported as follows:
DRINKING WATER SYSTEMS* 2018 Facility 2018 Actual Difference Budgeted Beachburg DWS - WHIREM1276W-001 163,949.27 135,645.05 28,304.22 Cobden DWS - WHIREM1274W-001 265,835.96 266,848.28 (-) 1,012.32 Haley DWS - WHIREM1277W-001 44,765.14 48,017.88 (-) 3,252.74 Total 474,550.37 450,511.21 24,039.16
Page 13 of 252 WASTEWATER SYSTEM* Cobden WWTP - WHIREM1275S-001 230,307.01 293,713.55 (-) 63,406.54 Total 230,307.01 293,713.55 (-) 63,406.54 * OCWA management fees are not included in the reconciliation of operational costs.
(2) Allocation of funds for annual variances The following chart provides an estimated 2019 end of year reserve balance.
Approved Budget OCWA Reserve Balance Reserve 2019 Remaining After Reserve Balance Reconciliation Reconciliation Beachburg Water Reserve 91,042.97 28,304.22 119,347.19 Cobden Water Reserve 4,490.36 (-) 1,012.32 3,478.04 Haley Water Reserve 25,789.47 (-) 3,252.74 22,536.73 Cobden Wastewater 187,512.83 (-) 63,406.54 124,106.29 (Sanitary) Reserve TOTAL 308,835.63 (-) 39,367.38 269,468.25
(3) Water and Wastewater Study Whitewater Region received a One-Time Grant in the amount of $629,888 from the Ministry of Municipal Affairs and Housing (MMAH). Recommended use of the funds includes efficiencies. Staff are recommending that the Water and Wastewater Rate Study be funded from this MMAH One-Time Grant.
Reserve Balance Approved with Returned Funding for Water Reserve Balance Funding not & Wastewater Reserve after OCWA Required for Rate Study to Reconciliation Water & Remain in Wastewater Reserves Study Beachburg Water Reserve 119,347.19 13,651.00 132,998.19 Cobden Water Reserve 3,478.04 17,150.00 20,628.04 Haley Water Reserve 22,536.73 0.00 22,536.73 Cobden Wastewater 124,106.29 15,000.00 139,106.29 (Sanitary) Reserve TOTAL 269,468.25 44,583.00 315,269.25
Page 14 of 252 (4) Beachburg Pressure Tanks The replacement of the Beachburg Pressure Tank was approved as a 2019 capital project. The estimated cost was $92,000.00 with $46,000 from the Beachburg Water Reserve, and $46,000 unfunded. Staff recommend the unfunded portion also be taken from the Beachburg Water Reserve. This would result in an ending reserve balance of $86,998.19.
Financial Implications: Following the OCWA reconciliation, funding the total costs of the Beachburg Pressure Tanks from reserve, and funding the Water and Wastewater Study from MMAH One- Time Grant, the 2019 year-end reserve balance for Water and Wastewater Reserves is estimated to be $269,269.25.
Attachments: Attachment #1: Beachburg DWS Cost-Plus Reconciliation Reports Attachment #2: Cobden DWS Cost-Plus Reconciliation Reports Attachment #3: Haley DWS Cost-Plus Reconciliation Reports Attachment #4: Cobden Wastewater Cost-Plus Reconciliation Reports Attachment #5: OCWA Services Cost-Plus Variance Report for Q4 2018
Next Steps: A Water and Wastewater Rate Study will be undertaken in 2019.
Prepared by: Steven Hodson, Environmental Services Superintendent Janet Collins, Director of Public Works Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 15 of 252 WHIREM1276W-001
Operating Charges
2018 Actuals 2018 Budget
2 Salaries & Benefits 80,723.14 96,473.15 4 Chemicals 9,901.40 7,700.00 1 Sludge Haulage - - 5 Electricity 13,544.94 25,000.00 6 Services 28,931.68 30,657.70 3 Supplies & Equipment 2,543.89 4,118.42
135,645.05 163,949.27
Management Fee 27,866.88 27,866.82
Total Operating Charges 163,511.93 191,816.09
Operating Charges Reconciliation
Total Billed 191,816.16 Total Operations and Maintenance Charges 163,511.93
Invoice/(Credit) to be issued for (28,304.23)
*Note: Draft reconciliation subject to audit Adjustments for January to March's billing will be shown on April's invoice
Page 16 of 252 WHIREM1274W-001
Operating Charges
2018 Actuals 2018 Budget
2 Salaries & Benefits 171,797.24 154,673.71 4 Chemicals 20,365.28 15,500.00 1 Sludge Haulage - - 5 Electricity 19,918.15 24,000.00 6 Services 57,801.66 62,235.76 3 Supplies & Equipment (3,034.05) 9,426.49
266,848.28 265,835.96
Management Fee 27,865.92 27,865.92
Total Operating Charges 294,714.20 293,701.88
Operating Charges Reconciliation
Total Billed 293,701.92 Total Operations and Maintenance Charges 294,714.20
Invoice/(Credit) to be issued for 1,012.28
*Note: Draft reconciliation subject to audit Adjustments for January to March's billing will be shown on April's invoice
Page 17 of 252 WHIREM1277W-001
Operating Charges
2018 Actuals 2018 Budget
2 Salaries & Benefits 32,144.83 27,514.44 4 Chemicals 118.86 2,000.00 1 Sludge Haulage - - 5 Electricity 4,613.62 4,000.00 6 Services 9,686.28 9,380.65 3 Supplies & Equipment 1,454.29 1,870.04
48,017.88 44,765.14
Management Fee 6,430.92 6,430.94
Total Operating Charges 54,448.80 51,196.07
Operating Charges Reconciliation
Total Billed 51,196.08 Total Operations and Maintenance Charges 54,448.80
Invoice/(Credit) to be issued for 3,252.72
*Note: Draft reconciliation subject to audit Adjustments for January to March's billing will be shown on April's invoice
Page 18 of 252 WHIREM1275S-001
Operating Charges
2018 Actuals 2018 Budget
2 Salaries & Benefits 117,472.20 101,184.09 4 Chemicals 7,184.05 7,500.00 1 Sludge Haulage 89,703.48 40,000.00 5 Electricity 37,569.17 29,000.00 6 Services 36,619.37 45,164.84 3 Supplies & Equipment 5,165.28 7,458.08
293,713.55 230,307.01
Management Fee 34,297.80 34,297.76
Total Operating Charges 328,011.35 264,604.76
Operating Charges Reconciliation
Total Billed 264,604.80 Total Operations and Maintenance Charges 328,011.35
Invoice/(Credit) to be issued for 63,406.55
*Note: Draft reconciliation subject to audit Adjustments for January to March's billing will be shown on April's invoice
Page 19 of 252 Page 20 of 252 Page 21 of 252 Meeting Date: May 8, 2019 Contact: Sean Crozier, Treasurer 613-646-2282 [email protected]
Ottawa River Power Subordination Agreement Recommendation: That General Government Committee recommend the Council of the Township of Whitewater Region enact a by-law to enter into a Subordination Agreement with Ottawa River Power Corporation for the purpose of Ottawa River Power Corporation receiving funding from Infrastructure Ontario for the construction of a new 44KV (5 MVA) Substation. Background: A Subordination Agreement is a legal document that establishes one debt as ranking behind another in priority for collecting repayment from a debtor. A Promissory Note is a financial instrument that contains a written promise by one party (the note's issuer or maker) to pay another party (the note's payee) a definite sum of money, either on demand or at a specified future date. Creditors means an entity (person or institution) that extends credit by giving another entity permission to borrow money intended to be repaid in the future. Debtor means a company or individual who owes money. The Township of Whitewater Region, along with three other municipalities, issued a promissory note to Ottawa River Power Corporation at formation in the amount of $147,000. The Township of Whitewater Region holds 147 Common shares and 147 Special shares of Ottawa River Power Corporation as well as 147 Common shares and 147 Special shares of Ottawa River Solutions Inc. Ottawa River Power Corporation would like to borrow $1,785,850 from Infrastructure Ontario to fund the creation of a 44KV (5 MVA) Substation in Almonte that would allow Ottawa River Power Corporation to meet the needs of growth and development occurring in Almonte. Infrastructure Ontario requires that Ottawa River Power shareholders sign a Subordination Agreement that gives Infrastructure Ontario priority as creditors. Analysis: Currently the Township receives quarterly interest payments on the promissory note of $1,974.52.
Dividend payment received in 2018 was $13,195.54 and in 2017 was $12,927.00.
The Subordination Agreement would still allow for the township to receive quarterly interest payments on the Promissory Note as well as yearly dividend payments;
Page 22 of 252 however, during the thirty-year repayment period there cannot be principal payments paid on the Promissory Note.
Financial Implications: The building of a new substation in Almonte will increase capacity and should in turn eventually increase the annual dividend received.
Attachments:
Letter from Justin Allen, Interim President and CEO, Ottawa River Power Corporation Subordination and Postponement Agreement
Next Steps:
A by-law is included in the agenda for adoption due to timing requirments.
Prepared by: Sean Crozier, Treasurer Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 23 of 252 283 Pembroke Street West P.O.Box 1087 Pembroke, Ontario K8A 6Y6 Tel: (613) 732-3687 – Fax: (613) 732-9838 www.orpowercorp.com
April 16, 2019
Dear Carmen Miller,
RE: Subordination Agreement
I am writing to you to discuss a recent matter related to an upcoming project in our Almonte operating territory. It is an important issue for both the shareholders and our customers in different respects. First, I think it is important to offer a brief explanation on the necessity of the project I am referring to.
Ottawa River Power Corporations (ORPC) operating territory in Almonte has evolved and developed at growing rate over the years, resulting in an increased load on the three existing substations supplying capacity to the area.
As a result of this load growth, the three substations in Almonte are approaching capacity limits making it difficult to move load between them for maintenance or emergency situations. Each substation has feeder ties with at least one other station for redundancy purposes in the event of a failure or the periodic requirement to take line sections out of service for planned or emergency repairs. This is achieved by the ability to feed power from another direction or station. These ties also provide capacity and options for substation maintenance or failures.
After careful analysis on the existing load characteristics, urban development and the relationship between stations to determine the most efficient and economical way to expand the system, it was determined that a new substation must be built to ensure continued redundancy and to meet the needs of Almonte now and in the future. Meeting the needs of this growth will also see increased profit for ORPC and its shareholders by enabling the addition of many new customers.
A project of this size and scope requires a significant capital investment, which required an application to Infrastructure Ontario (IO) in the amount of $1,785,850 at a favorable rate of 3.9% for a term of 30 years. This funding will allow us to finance the construction of a new 44KV (5 MVA) substation, providing the necessary redundancy and requisite increases in capacity to meet the forecasted load growth. IO was chosen as the preferred funding model on the basis that the interest savings could amount to $180,000 over the term when compared to working with our bank, as well as thousands of dollars in renewal fees.
As part of this application for funding, IO requires each shareholder Municipality to sign a subordination agreement which would subordinate their promissory Note to the IO loan (i.e. if ORPC defaults with IO, IO is paid first). In addition, during the loan term there cannot be any principal paid out on the notes. However, interest and dividend payments are being allowed, provided ORPC keeps current with IO and meets all their financial obligations (debt ratios etc.), ORPC has already obtained approval from the OEB for a rate increase to fund the repayment of the loan, so this is not expected to be an issue. Given that the IO subordination agreement was successfully amended to provide interest and dividend payments, the municipality can expect ORPC to continue providing value to the shareholders as it has in previous years.
Page 24 of 252 Should ORPC not obtain funding and fail to construct this new substation in Almonte, it could lead to situations in which new customer connections are denied, growth is stifled and capacity issues result in rolling blackouts. These scenarios put ORPC in direct violation of the Distribution System Code as a result of not planning and building the distribution system for a reasonable forecasted load growth. Therefore, the funding and completion of this project is extremely important to the continued operation of our system.
Taking into consideration the details provided within this letter and the need to meet our requirements related to reliability, growth and the distribution system code, I respectfully request that you please review and sign the attached copy of the subordination agreement and return a copy to me at your soonest possible convenience.
Should you or members of council have any questions, please do not hesitate to reach out to me directly. I can be reached by phone at 613.281.1168, or by email at [email protected]. Thank you for your time and consideration on this matter.
Yours sincerely,
Justin Allen Interim President and CEO
“A Proud Locally Owned Municipal Utility”
Page 25 of 252 Page 26 of 252 Page 27 of 252 Page 28 of 252 Page 29 of 252 Page 30 of 252 Page 31 of 252 Page 32 of 252 Page 33 of 252 Page 34 of 252 Page 35 of 252 Page 36 of 252 Meeting Date: May 8, 2019 Contact: Sean Crozier, Treasurer 613-646-2282 [email protected]
2019 Ontario Budget Recommendation: That General Government Committee receive this report for information purposes as it relates to the 2019 tabled Provincial Budget. Background: On April 11, 2019, Ontario’s Minister of Finance tabled the government’s first budget since taking office in 2018. Municipalities are “creatures of the province” and thus any policy decisions made by the provincial government can be directly felt by municipalities. The provincial government continuously states they are taking a line by line review of provincial spending done by Ernst & Young Canada. According to the review, “the growth in transfer payments has been unsustainable”. The provincial government is committed to “driving greater efficiencies and value for money” which is a commitment from all partners including municipalities. Analysis: Budget 2019 is very extensive but items that are of importance for the Township of Whitewater Region are the review of transfer payments as well as the review to municipal taxation.
Transfer payments that the Township heavily relies upon for general operations and infrastructure improvements are the Ontario Municipal Partnership Fund (OMPF) as well as the Ontario Community Infrastructure Fund (OCIF).
OMPF is the second largest revenue source trailing only taxation and the grant is unconditional. Provincially the OMPF funding has been decreased by five million dollars and the government plans to review the program in consultation with municipalities.
OCIF was not explicitly referenced in Budget 2019 but municipalities were notified in March that the government was suspending the OCIF top-up application of the program. OCIF formula-based funds have been used in the past to fund road projects such as Hydro Bay Road (2018) & Snake River Line (2017)
In Budget 2019, the government is committed to reviewing property tax and the assessment system. The government will be looking for opportunities to support a competitive business environment and provide relief to residents.
Page 37 of 252 Financial Implications: Transfer payments from the Province for the Township make up 13.84% of the 2019 general budget and would represent 26.57% of the municipal levy. The 2019 OMPF funding is $1,132,600 which is $320.00 per household. The 2019 funding is a shortfall of $27,500 to 2019 budgeted amount and 2018 amount received. The shortfall represents a 2.37% decrease in OMPF funding and would represent 0.5% of the municipal levy. 2019 OCIF funding is $240,284 and represents 2.36% of the general budget. Municipal taxation represents 52.10% of the general budget. It should be noted that changes to the tax system shift the burden of taxation from one property class to another. Attachments:
AMO’S Deeper Look At The 2019 Provincial Budget MFOA 2019 Budget Analysis – Executive Summary MFOA – 2019 Provincial Budget Summary – UPDATED AMCTO – 2019 Provincial Budget Update
Next Steps:
Prepared by: Sean Crozier, Treasurer Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 38 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget
AMO’S DEEPER LOOK AT THE 2019 PROVINCIAL BUDGET
April 16, 2019
This is the second installment of AMO’s Budget Analysis. AMO President Jamie McGarvey provided his initial overall reaction in this video. In case you missed it, please see AMO’s rst installment of Budget Analysis, Budget Day Highlights.
This installment covers:
(A) Areas of concern (B) Areas where disc ussion work is to occur (i.e. provincial reviews) (C) Matters of broad municipal interest
It also identi es “new” initiatives/policies and “status updates” for others.
The Minister of Finance, the Honourable Vic Fedeli on an April 12th live radio show, said that all provincial ministries were reducing their Budgets by 4% and some up to 8% due to administrative ef ciencies, including technology use. He stated that he expected municipalities to also nd 4% ef ciencies. This could be seen to be connected to the recent provincial announcement of a one-time $200 million to 405 municipal governments to modernize service delivery and ef ciency.
A. Matters of Concern to AMO and Municipal Governments
Ambulance (EMS) - new Land ambulance dispatch services will be streamlined by integrating Ontario’s 59 emergency health services operators (e.g. 52 EMS, 6 First Nations, Ornge) and 22 provincial dispatch communication centres. Municipal governments have called for years for improvements to the paramedic dispatch system for which the province has 100% funding responsibility. The government will be exploring new models of care and delivery for emergency health services to improve care for patients and reduce duplication so not every ambulance is sent to an emergency department.
In terms of any restructuring of paramedics services, the Ministry of Health and Long-Term Care has committed to work directly alongside its municipal partners, including AMO, under the MOU. It will involve working groups having meaningful discussions about protecting and enhancing emergency support services across Ontario. We expect these working groups to begin shortly and will work with the ministry to communicate as appropriate.
Conservation Authorities - new Conservation Authorities (CA) w ere told on April 12th that $3.7 million (50%) is to be cut from the annual $7.4 million transfer payment from the Hazard Program this year. This looks like a 2019 in-year nancial impact on conservation authorities.
The Hazard Program protects life and property from natural hazards, such as ooding and erosion. It would appear that this action is an outcome of the provincial multi-year line by line nancial review and was identi ed as “administrative savings”.
In addition, the Ministry of Natural Resources and Forestry (MNRF) is consulting on a proposal to streamline and focus conservation authorities’ role in development permitting and municipal plan review. For more information, visit Environmental Registry 013-4992. This consultation will end on May 21, 2019.
AMO is discussing these matters with Conservation Ontario and seeking more information from MNRF. With increases in weather events, pressure for ll/development in oodplains and wetlands, this a direct cut to a provincial program that protects people and property. AMO feels this requires more discussion.
https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 1/8
Page 39 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget
Infrastructure - status update The Ontario Government’s infr astructure scal plan forecasts $144 billion over 10 years.
(i) Transit - new The governmen t is committing to municipal transit infrastructure funding including: $1.2 billion for Ottawa LRT $1 billion for Hamilton LRT It will use $4.2 billion from the Investing in Canada Infrastructure Plan (ICIP) as part of the federal contribution to transit in Toronto to fund a new subway $2.25 billion in Ontario’s federal Green Infrastructure Stream will also be directed toward Toronto/GTHA subways The province is committed to creating plans for regional transportation in Southwestern and Northern Ontario with the SW plan coming in Fall 2019.
(ii) Ontario Community Infrastructure Fund (OCIF) – status update OCIF provides assistance to communities less than 100,000 populati on. OCIF increased in phases starting in 2016 and among other matters, limited access to the application funding to those municipalities receiving less than $2 million in formula funds annually.
2019 marks the year the OCIF program was to mature to $300 million; ($200 million in formula allocation and $100 million in application funds). The OCIF formula component did increase in 2019 to $200 million. However, the government also cancelled the application funds for 2018 and 2019. This means $200 million that would have been available is not accessible to smaller municipalities. The government will review the program. As a result, the government has declined to con rm formula allocation envelopes for future years.
While no details are currently available regarding potential changes to the OCIF formula allocation, a reduced envelope is possible. This would diminish the amount of infrastructure support available from the province to municipal governments eligible for OCIF.
Public Health - new The provincial gover nment will: Improve program and back of ce ef ciencies by adjusting provincial-municipal cost sharing of public health funding in 2019- 20. The nature of this adjustment is not known yet. By 2020-21, establish 10 regional public health entities and 10 new regional boards of health with one common governance model (currently there are several board governance models, each with a local government approach that relates to performance and local accountability); and By 2021-22, the province anticipates that these changes will lead to annual savings of $200 million. If this is provincial savings, the $200 M represents a 26% reduction in the public health funding the province currently provides in this municipal – provincial cost shared program. There will also be modernization through regionalization of the public health laboratory system and a streamlining of Public Health Ontario.
In the Budget document, it is stated that: "the current structure of Ontario's public health units does not allow for consistent service delivery, could be better coordinated with the broader system and better aligned with current government priorities." It is our expectation that the ministry will look to AMO and the municipal/public health sector to work with them in con dence as to implementation matters related to the government’s vision.
Under the current Health Protection and Promotion Act (s. 72), municipalities in a health unit are responsible for the costs of a health unit and the Medical Of cer of Health in the performance of its legislated functions and duties. The Minister may make grants for the purposes of this Act on such conditions as he or she considers appropriate under (s. 76).
Provincial Gas Tax - update The Province will not move f orward on its campaign promise to increase the municipal share of the provincial gas tax funds from 2 cents/litre to 4 cents in 2021-22.
Recently $364 million (2019 envelope) was provided to 107 municipal public transit systems. This funding is for established https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 2/8
Page 40 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget systems only. The Province has committed to consult with municipalities to review the program parameters and identify opportunities for improvement.
The outcome of the anticipated increase is $364 million less to invest.
Property Assessment - new The province will be conductin g a review to explore opportunities to: Enhance the accuracy and stability of property assessments; Support a competitive business environment; Provide relief to residents; and Change the composition of the Board of the Municipal Property Assessment Corporation (MPAC) to increase the representation of property taxpayers.” (This would dilute current municipal government representatives who are taxpayer representatives by virtue of being elected).
To date there is no additional information on this or how signi cant it will be.
Wastewater – new As rst indicated in the Made in Ontario Environment Plan, the government is targeting sewage over ows into Ontario water bodies. Municipalities will be required to provide real-time reporting of sewage out ows.
The Budget reiterates the commitment to work with Ontario municipalities to update policies surrounding reporting combined sewer over ows to the public in real time to inform them of water quality issues (impacting swimming, shing, drinking water, etc.)
B. Provincial Consultations/Reviews of Municipal Interest– underway or about to start Some have been announced previously – but are included here. This provides a snapshot o f lots of municipal work. 1. Aggregates reform 2. Ambulance/Paramedic Services dispatch streamlining + integration 3. Animal Welfare- new legislation 4. Conservation Authorities Modernization and Sec. 28 review 5. Digital First Strategy 6. Environmental Assessments (EAs) 7. Housing 1. Housing Supply Action Plan 2. Community Housing Renewal Strategy 3. National Housing Strategy Trilateral Coordination Forum 4. Supportive Housing 8. Joint and Several Liability 9. Ontario Community Infrastructure Fund (OCIF) redesign 10. Ontario Energy Board (OEB) modernization 11. Ontario Immigrant Nominee Program 12. Ontario Municipal Partnership Fund (OMPF) 13. Planning Act streamlining 14. Police Services Act – regulations including OPP boards 15. Provincial Gas Tax program 16. Property Assessment (MPAC) review 17. Public Health re-structuring 18. Reducing Litter and Waste 19. Reducing the Municipal Reporting Burden 20. Regional Review 21. Resource Revenue Sharing (northern communities) 22. Social Assistance Reform 23. Species at Risk 24. Workplace Safety and Insurance Board (WSIB)- operational review
https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 3/8
Page 41 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget C. Budget Items of Municipal Interest: (Alpha ordered) Includes elements of Bill 100, Protecting What Matters M ost Act (Budget Measures), 2019 that may not have stood out in the budget paper.
Accessibility - new $1.3M over two yea rs to implement the Rick Hansen Foundation Accessibility Certi cation TM program in selected communities across the province to improve accessibility, including in public buildings.
Alcohol - new The Province w ill introduce legislation to permit municipal governments to designate public areas, such as parks for the consumption of alcohol. There are other alcohol reforms contained in the Budget such as the creation of a tailgating permit for eligible sporting events and extending hours of service in licensed establishments to a 9 am start, seven days a week.
Liquor Licence Act (Schedule 38) of Budget Bill Amends the Liquor Licence Act to allow the council of a municipality, by by-law, to designate a public place where persons may have or consume liquor, subject to the regulations. Also expands the regulation-making powers of the Lieutenant Governor in Council.
Broadband - new Provincial commitm ent of $315 million over the next 5 years to support rural high speed broadband and cellular services in regional and “shovel ready” projects. At this point, we do not know the pro le of the $315 million over 5 years: criteria to access; what amount is in each year, or how this is to enable or leverage private funding for capital.
For reference, the recent federal Budget noted a federal investment of $5 - 6 billion (including leveraged private investment) over 10 years for all of Canada. Of this, $1.7 billion will be new funding, with an additional $1 billion in nancing to be made available through the Canada Infrastructure Bank.
Cannabis – status update The Ontario Cannabis Sto re lost $25 million in 2018-19 but is expected to turn a pro t of $10M, $25M and $40M in 2019-20 to 2021-22. Ontario took in $17 million in cannabis excise tax in 2018-19 and is anticipating this to be between $70-80M each year over the next 3 years. If these projections ar e accurate, it means that there will be no additional cannabis funding to municipal governments for 2019-20 (beyond the current $40 million), as the threshold of $100 M of cannabis excise tax would not be reached.
Child Care and Early Years - new The new CARE (Ontario Childcare Access and Relief from Expenses) tax credit would provide about 300,000 families with up to 75 per cent of their eligible child care expenses and allow families to access a broad range of child care options, including care in centres, homes and camps. It remains to be determined how the tax credit will work with the existing funding and service delivery model including the provision of fee subsidies to low-income families and general operating grants given to operators to help keep fees down.
$1 billion to create up to 30,000 child care spaces in schools, including approximately 10,000 spaces in new schools, over a ve year period. Operating funding will be needed for these new spaces to ensure affordability for families.
Digital Services Simpler, Faster, B etter Services Act, 2019 (Schedule 56) of Budget Bill – new Would allow the province to make regulations that apply to municipal governments respecting digital services and the publication of data. Formalizes the position of the Chief Digital and Data Of cer and requires this of cer to provide the broader public sector and municipal governments with advice on: the collection, management and use of data; the use of common tools and digital platforms; the effective use of data in policy and program development; and the proactive publication of data. Require Ontario to develop a digital and data action plan and implement digital service standards. Ministries would be required to make all their datasets publically available for free or at a reasonable cost. The availability of these datasets should support municipal analysis and decision-making. https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 4/8
Page 42 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget Education Property Tax - new and status update Education Property Tax revenue is projected to in crease at an average annual rate of 0.9% between 2018–19 and 2021–22. This is largely due to growth in the property assessment base resulting from new construction activities.
Education Development Charges Regulatory amendments introduc ed March 29, 2019 have implemented restricted rate increases of 5% or $300 per residential unit (whichever is greater) and a maximum yearly increase of 5% for non-residential rates.
Energy - status update The Budget summarize d the many provincial energy actions taken to date including: supporting natural gas expansion and general expansion of pipeline projects, reducing electricity costs, repealing the Green Energy Act and board changes at the OEB and Hydro One were among the highlights in the Budget.
It said that the global adjustment will be removed from electricity bills. Municipal governments should see this reduction on electricity bills once the Bill 87 (Fixing the Fair Hydro Mess) has passed later this legislative session.
Environmental Assessment (EA) Act Modernization – new The Budget notes the province will modernize the EA Act. M aking infrastructure projects faster and providing a risk threshold/ nancial threshold for projects could reduce building time for many public works.
Fire Services Fire Protectio n and Prevention Act, 1997 (Schedule 29) of Budget Bill – new
Amendments are made to strengthen and enable more effective and ef cient enforcement of re safety across Ontario. Changes are intended to reduce cost-related barriers re departments may currently face; Changes the amounts of nes as penalties for certain offences and to create penalties for subsequent offences; Adds a limitation period for the prosecution of offences; and, Expands the power of the Fire Marshal, a re chief or an assistant to the Fire Marshal to issue an order under Section 35 of the Act for payment of costs.
Guns and Gangs- new and status update The City of Toronto received $25 million i n 2018 and the City of Ottawa is receiving $2 million in 2019 under this program, and an additional $16.4 million funding over two years will help other centres throughout Ontario. In addition, other initiatives relate to: Establishing a provincial Guns and Gangs Support Unit to assist local police of cers A dedicated Gun and Gang Specialized Investigations Fund to support joint forces operations targeting the organized crime areas that fuel gang operations, such as drug, gun and human traf cking, and provide intelligence analysis; and Protecting the most vulnerable people with the highest risk of experiencing gun and gang violence and victimization.
Housing - status update $4 billion in combined fe deral and provincial funding over the next nine years through the National Housing Strategy Canada- Ontario bilateral agreement. This appears to commit to provincial cost matching of the agreement.
The Province has signaled an intent to negotiate and co‐design the Canada-Ontario Housing Bene t with the Canada Mortgage and Housing Corporation (CMHC) to help address housing affordability.
Making home ownership and renting more affordable by helping to increase the supply of housing that people need through the forthcoming Housing Supply Action Plan. Details to come in a spring announcement.
Stabilizing and growing Ontario’s community housing sector through a Community Housing Renewal Strategy. The intent is to make it more ef cient, sustainable and easier to navigate for the people of Ontario and community housing providers. Speci c details to come in an announcement in 2019.
Key elements of the strategy will include: Creating incentives for community housing providers. Simplifying rent-geared-to-income calculations. Streamlining and updating waitlist and eligibility rules. https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 5/8
Page 43 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget Addressing community safety concerns especially for the most vulnerable.
New - Undertaking a review to streamline and improve coordination of the more than 20 supportive housing programs. A portion of $174 million in 2019–20 for mental health and addictions services will go toward supportive housing.
It is not known whether the Province will follow through on the previous government’s multi-year plan to increase funding by $15 million this year for the Community Homelessness Prevention Initiative (CHPI). The Ministry of Municipal Affairs and Housing will signi cantly reduce expenditures this year according to the Budget. This may affect funding levels for housing and homelessness programs administered by municipal service system managers.
The Budget did not indicate if the government is going to fund provincial homelessness and prevention programs at the same level as the previous year. We will look for further details.
Immigration Pilot Initiative + Changes to the Ontario Immigrant Nominee Program - new The 2019 Ontario Budget includes a commitment to develop an immigration pilot initiative with select communities to explore innovative approaches to disperse the bene ts of immigration to smaller communities in Ontario. This Budget commitment responds to long-standing municipal economic development-related immigration asks. AMO will seek out more information to make sure the initiative re ects municipal priorities.
The Budget also indicates that changes are coming to the Ontario Immigration Nominee Program to enhance the program’s capacity to respond to labour market shortages across the province. These changes include the creation of a new stream to attract highly skilled employees to the technology sector, changes to the in-demand skills stream expanding the eligible occupation list to include transport truck drivers and personal supports workers, and changes to the investment and net worth thresholds levels under the entrepreneur stream. These changes should help address labour market shortages in different Ontario regions.
Long-term Care – new and status update As promised, Ontario will create 15,000 n ew long-term care beds over the next ve years and to provide more appropriate care to patients with complex health conditions. The government is committed to upgrading an additional 15,000 older long‐term care beds to modern design standards, which will allow the long-term care sector to provide more appropriate care to those with complex health conditions. These measures represent a total investment of approximately $1.75 billion in additional funding over ve years.
In addition to the over 6,000 new beds previously allocated, 1,157 new long-term care beds will immediately be allocated to 16 projects across the province.
Northern Matters – status update Developing the Ring of Fire The Province will work to cut red tape and end the delays that block the development of the Ring of Fire area by working with willing partners to ensure sustainable development in the North. Mining Working Group The creation of a Mining Working Group to focus on reducing red tape and attracting major new investments/opportunities to assist future growth, competitiveness and prosperity. Reviewing the Forestry Sector Review Development of a strategy to encourage economic growth within the forestry sector and promote the sector as open for business. The strategy aims to increase wood supply and will help unleash the potential of Ontario’s forest industry, creating conditions for the industry to innovate, attract investment, and create jobs and prosperity for the North.
Ontario Proceedings Against the Crown Act (Schedule 17) of Budget Bill – new Amendments to the Ontario Proceedings Against the Crown Act, which would make it harder to pursue legal action against the government when it comes to misfeasance and negligence, civil lawsuits and class action lawsuits, among other things. However, there is clarity that the Crown is not relieved of liability in any of the Environmental Assessment Act, Environmental Bill of Rights, Environmental Protection Act, the Environmental Review Tribunal Act, the Resource Recovery and Circular Economy Act, and the Workplace Safety and Insurance Act.
https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 6/8
Page 44 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget Ontario Provincial Police - new Exploring opportunities to encou rage workforce optimization, including vacancy management, overtime and scheduling at the Ontario Provincial Police to save approximately $30 million annually, starting in 2019–20, without impacting front‐line policing and community safety. This would need to be found as be part of the OPPA collective agreement negotiations with Ontario.
Privacy Legislation Freedom of Informa tion and Protection of Privacy Act (Schedule 31) of Budget Bill - new Amendments to allow Ontario to collect personal information to be de-identi ed from municipal governments, entities that receive provincial funding or administer government services, or a municipal board. De-identi ed personal information can only be collected under certain conditions, namely for analysis related to the management and allocation of resources, program and service planning and program evaluation. The disclosure of personal information for law enforcement purposes and in other circumstances is also proposed.
Municipal Freedom of Information and Protection of Privacy Act (Schedule 41) BB – new Would enable municipal governments to share personal information for law enforcement purposes. This may have negative impacts on the privacy of individuals accessing municipal services. The Schedule amends the grounds on which personal information can be disclosed under Part II of the Municipal Freedom of Information and Protection of Privacy Act.
Provincial Surpluses Investing In Ontario Act (Schedule 34) of Budget Bill– new The Budget Bill proposes to repeal the Investing In Ontario Act This Act allowed surpluses to be provided to certain projects or sectors It was used to provide one-time capital funding to municipalities prior to 2010 This re ects provincial direction on eliminating the de cit and reducing debt.
PSTD Awareness PTSD Awareness Day Act, 2019 (Schedule 52) of Budget Bill – new Enacts the PTSD Awareness Day Act, 2019, which proclaims June 27 in each year as PTSD Awareness Day.
Seniors Dental Program – new To improve the life of seniors, th e Province will develop a new strategy that will involve effort across government. Individual seniors with annual incomes of $19,300 or less, or senior couples with combined annual incomes of less than $32,300, will be able to receive dental services in public health units, community health centres and Aboriginal Health Access Centres across the province.
The program will start in late summer 2019. By winter, investments in the program will expand new dental services in underserviced areas, including through mobile dental buses and an increased number of dental suites in public health units.
Social Assistance – status update The Social Assistance system refor m is expected to result in an estimated annual saving of over $1 billion at maturity by simplifying the rate structure, reducing administration, cutting unnecessary rules, and providing greater opportunities to achieve better employment outcomes. This could be a positive scal implication, potentially also saving municipal service managers money in addition to the province.
However, it is unclear if this means less administration funding from the province in 2019 and if so, it will need to be assessed if the planned measures will fully produce the projected savings to offset any funding reductions and when. If this is not the case, there may be pressure on service managers to ll in the gap.
The municipal Ontario Works employment services will be integrated into the provincial Employment Ontario network. If there is a transfer of this function, this could have labour relations implications as it will likely involve staff layoffs. Consolidated Municipal Service Managers (CMSMs) and District Social Services Administration Boards (DSSABs) may compete to deliver employment services however there is no guarantee they will be successful proponents. CMSMs and DSSABs provide employment services linking them to economic and labour force development and also local poverty reduction strategies.
Wrap-around supports will be provided to help vulnerable social assistance recipients address barriers and access employment https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 7/8
Page 45 of 252 4/29/2019 AMO - AMO’s Deeper Look at the 2019 Provincial Budget supports.
There will be strengthened accountability of both social assistance service system managers and the planned employment service system managers to help people achieve employment goals.
Trade – status update Interprovincial trade c ontinues to be a focus, especially alcohol rules. The Budget notes that the new agreement replacing NAFTA is positive but reiterates impacts on forestry and supply managed agriculture sectors, calling on the federal government to help manage this and for federal action to help reduce/eliminate US steel and aluminum tariffs. The province will also target any states directly that are proposing ‘Buy America’ legislation or rules
Workplace Safety and Insurance Board (WSIB) – status update New WSIB premium rate framework in 2020. Operational review of the WSIB pertaining to the board’s nancial oversight, effectiveness and ef ciency.
Municipal governments pay higher rates (Schedule 1) and self-insurance costs with WSIB administrative costs (Schedule 2) than most other Ontario workplaces due to the nature of municipal emergency services (presumptive PTSD, re presumptive cancers).
LINKS 2019 Ontario Budget 2019 Ontario Budget Highlights AMO President on municipal reaction re 2019 Budget
CONTACT Monika Turner Director of Policy [email protected] T 416.971.9856 ext. 318 TF 1.877.426.6527 F 416.971.6191
Proudly serving Ontario municipalities since 1899
Related Sites | Programs | Connect | Contact Us | Newsroom | Accessibility | © 2019 Association of Municipalities of Privacy Ontario
https://www.amo.on.ca/AMO-Content/Policy-Updates/2019/AMOsDeeperLookatthe2019ProvincialBudget 8/8
Page 46 of 252 Protecting What Matters Most 2019 ONTARIO BUDGET ANALYSIS
Executive Summary April 25, 2019 © 2019 MFOA
Page 47 of 252
2019 BUDGET ANALYSIS PROTECTING WHAT MATTERS MOST
EXECUTIVE SUMMARY
On April 11, 2019, Ontario’s Minister of Finance tabled the government’s first budget since taking office in 2018. With each change in government comes a shift in priorities and, consequently, a re-examination of the government’s relationships with its service delivery partners. As creatures of the province, these policy changes can often be felt directly by municipalities. The late 1990s, for example, saw a shift in responsibilities from the province to municipal government, amalgamations, and reform of the property tax system. Subsequently, responsibilities for certain mandates were shifted back to the province with the 2008 Provincial-Municipal Fiscal and Service Delivery Review agreement.
During their first few months in office, the new provincial government has signaled priorities in business and economic competitiveness as well as tax savings for Ontario residents. The Province’s 2019 budget picks up on these priorities, and focused on a range of issues impacting Ontario’s businesses, industries, residents, social services, and municipalities. The budget provides a number of funding and policy commitments that impact the municipal sector, including local service delivery.
Some of the announcements in the budget continue to be understood. For example, the Ministry of Tourism Culture and Sport’s budget saw a $58.6M reduction, which in the weeks following, was revealed to have an impact the budget the Southern Ontario Library Service and Ontario Library Service North. This example serves as a reminder that further changes to policy and funding may be revealed in the weeks following the release of this document.
Direct funding and transfers to municipalities are likely the more immediately palpable announcements for municipalities and individuals working in municipal finance. The Province notes that EY Canada’s review of provincial finances determined that “the growth in transfer payments has been unsustainable” and that it is this government’s commitment to “driving greater efficiencies and value for money,” which they say will require a commitment from all partners which includes municipalities. The messaging and announcements in budget 2019 signal the Province’s focus on provincial fiscal sustainability through deficit reduction and finding efficiencies in service delivery. This likely translates to much leaner municipal-provincial fiscal relationship than with the previous government.
The budget announcements regarding major funding and transfer programs, including gas tax funding, OMPF, and OCIF, signal possible future shifts to the provincial-municipal funding relationship. For example, as announced in the budget, the Province will not move forward with the previous government’s proposed changes to the gas tax program. This cancels the previously announced gradual increase of the municipal share of gas tax funds up to a total of four cents per litre in 2021-22, which was set to begin in 2019. The government has committed to consulting with municipalities to review the program in the coming months, but how these changes will impact municipalities going forward will depend on how they typically used their provincial gas tax funding.
April 25, 2019 | Page 1
Page 48 of 252
OMPF, which is the single largest unconditional transfer from the Province to municipalities, saw a reduction of $5M from the 2018/19 allocation. The Province has committed to reviewing the Fund in consultation with municipalities, the results of which will hopefully provide enough clarity for the fund’s recipients to plan for the medium-to-long term. Also, while not explicitly referenced in the budget, affected municipalities received notice in March that the Ontario Community Infrastructure Fund (OCIF) would be suspending the top-up application component of the program for 2018 and 2019.
Another significant announcement for municipalities is the centralization and standardization of health services. The budget announced a proposal to establish new public health agencies and regional boards of health and apply one common governance model by 2020/21. The Chair of the City of Toronto’s board of health, for example, estimates that these changes will result in Toronto Public Health's funding being cut by $1B over a decade. This announcement, paired with the province’s plans to streamline land ambulance dispatch services and the consolidation of six existing Provincial health agencies and Local Health Integration Networks into a single agency, demonstrates a preference for standardization and centralization over customized local flexibility.
The provincial government has consistently signaled its commitment to providing support for small businesses and tax relief for Ontario families. The budget supports these priorities in a number of ways, such as the reduction in the small business tax rate by 8.7%. However, these two priorities may be at odds in modifications to the tax system since the burden will likely shift from one taxpayer to another. Any future changes to the property tax and assessment system can have significant impacts on municipalities, especially for the more than half of municipalities that generate 40-60% of their total revenues from property taxes.
Funding for a number of infrastructure projects including broadband expansion, a new transportation plan for southwestern Ontario, road improvements, Northern projects, and GO expansion will be relevant for municipalities. The province has announced a total infrastructure investment of $14.7B in 2019/20, shared between all three orders of government. The Province projects that approximately $144B will be spent by the combined governments over the next decade.
This new government has signaled that among its priorities is the Province’s long-term fiscal sustainability. MFOA has long held municipal fiscal sustainability as a core principle, and believes that it should be a top priority for all governments, including the Province. With the volume of ongoing consultations and program reviews, municipalities should expect rapid change and uncertainty in the short-term. If the past provides any insight into the medium-term, municipalities should be prepared to do more with less. This kind of uncertainty can come with risks (e.g., increased debt-burden, lower service levels, etc.), but it also comes with the opportunity for re-examination of the services we deliver, why we deliver them, and how we deliver them.
MFOA’s 2019 Budget Analysis attempts to provide those in the municipal sector, and municipal finance specifically, with further context and information regarding the relevant policy and funding announcements from Ontario’s 2019 budget. It builds on MFOA’s previously released budget summary, and addresses the impacts, risks, and opportunities from the funding and policy announcements in the budget. Our analysis is underscored by a firm believe that during times of uncertainty, the foundations of municipal fiscal sustainability – long-term financial planning, asset management, developing resilience through sound financial policies – become all the more important for creating stability.
April 25, 2019 | Page 2
Page 49 of 252 ltFOA
Page 50 of 252
PROVINCIAL BUDGET 2019: PROTECTING WHAT MATTERS MOST
Date: April 11, 2019
1. BUDGET AND RELATED DOCUMENTS
Click here for the 2019 Provincial Budget, Highlights, and News Release.
2. PROVINCIAL BUDGET 2019 PRIORITIES
The budget stresses a number of themes: • Achieving Fiscal Sustainability • Growing the Economy • Being Open for Business, Open for Jobs • Protecting What Matters Most
3. MUNICIPAL HIGHLIGHTS
The budget includes summaries of prior commitments as well as some new announcements.
PROPERTY TAX AND ASSESSMENT SYSTEM
• The Province is developing an action plan to further improve the accuracy, transparency and stability of property assessments, including proposed changes to MPAC’s board structure. The government will be seeking input on these issues through consultation with residents, businesses, and municipalities (p. 90).
INFRASTRUCTURE • GO Rail Expansion program in 2019 to include infrastructure work along the corridors and at the stations and private sector opportunities for technology to electrify core segments of the GO Transit rail network (p. 61) and food and beverage services across the GO Transit rail network (p. 63). • As announced, the Province is uploading the TTC (p. 64) and investing $28.5B in transit in the GTHA (pp. 64 – 65). This includes: o The downtown relief line, renamed the Ontario line (details on p. 67) o Yonge North Subway extending the Yonge line to Richmond Hill and Markham (p. 70) o Additional extensions (pp. 70-71). • Capital funding for high-speed rail in Southwestern Ontario is paused. Enhancing train speeds and service levels on existing railway corridors, as well as other improvement
2169 Queen Street East, 2nd Floor, Toronto, Ontario M4L 1J1 T: 416-362-9001 F: 416-362-9226 www.mfoa.on.ca www.oneinvestmentprogram.ca
Page 51 of 252 opportunities are being explored. A transportation plan for Southwestern Ontario to be delivered by fall 2019. The Province will consult with affected municipalities and Indigenous communities (p. 73). • No change to Ottawa and Hamilton light rail transit projects (p. 74). • The Province is continuing to review transportation initiatives for the North (pp. 74, 214). • The Province will work with municipalities to introduce real-time monitoring of sewage overflows from municipal wastewater systems into Ontario’s lakes and rivers. The Province is also looking into updating policies related to municipal wastewater and stormwater to make them easier to understand (p. 157). • $315M over the next five years in regional and shovel-ready broadband projects (pp. 214- 215). • The Ministry of Transportation will “work with municipalities to build the transportation infrastructure that will best serve the needs of communities” (p. 297). 2019/20 expenses are forecast at $5.2B (p. 297). • Forecast expense for MOI in 2019/20 is $524M up from $453M in 2018/19 (p. 292). • A new program will be designed to help the private sector expand natural gas access for up to 78 communities, making connections available for approximately 33,000 households (p. 214).
FUNDING • No changes to the municipal share of gas tax funding. Over the next few months, the government will consult with municipalities to review the program parameters (p. 75). UPDATED FOR CLARIFICATION: The Province will not move forward with the previous government’s proposed changes to the gas tax program. This cancels the previously announced gradual increase of the municipal share of gas tax funds up to a total of four cents per litre in 2021-22, which was set to begin in 2019. • As previously announced, $200M to 405 municipalities to support modernization (p. 149). • The Province outlines initiatives taken to support their partnership with municipalities to date (p. 150). • As announced, OMPF will be $505M in 2019/20 (p. 289).
HEALTHCARE • A continuation in the process of consolidating six existing Provincial health agencies and Local Health Integration Networks (LHINs) into a new, single agency (p. 111). • Changes proposed for public health units including establishing 10 regional public health entities and 10 new regional boards of health with one common governance model by 2020/21 (p. 119). • Streamlining of land ambulance dispatch services by integrating 59 emergency health services operators and 22 dispatch centres (p. 124).
2 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 52 of 252 ENVIRONMENT • Phasing out of $442M in conservation and energy efficiency programs (p. 94). • As previously released in November 2018, Preserving and Protecting Our Environment for Future Generations: A Made-in-Ontario Environment Plan outlines the Government’s plan to protect Ontario air, land and water resources (pp. 152-158) with: o Online air pollution complaint platform and system (p. 153) o $400M emissions reduction fund (p. 154) o Provincial Climate Change Impact Assessment (p. 155) o Tax exemption for natural gas used as transportation fuel (p. 156). • The Province will develop the information, tools and resources that can help Ontario communities be better prepared for the impacts of climate change (p. 155).
HOUSING STRATEGY • A commitment to introducing the Housing Supply Action Plan and legislation by spring 2019 (pp. 143-146). • A Community Housing Renewal Strategy is discussed. The strategy will create incentives for community housing providers to continue to provide housing and improve sustainability, as well as simplify rent-geared-to-income calculations (p. 147). • The Province will undertake a comprehensive review to identify opportunities to streamline and improve coordination of the Province’s supportive housing programs (p. 148). • $4B in federal and provincial funding for the Ontario housing sector over the next nine years through the National Housing Strategy bilateral agreement between the federal government and the Province of Ontario (p. 147). • Under the National Housing Strategy, the Province will also be negotiating and co‐ designing the Canada-Ontario Housing Benefit with the Canada Mortgage and Housing Corporation to create a housing benefit that would address housing affordability (p. 148). • As previously announced, a review of the Mortgage Brokerages, Lenders and Administrators Act, 2006 is underway in response to an increased number of buyers using private financing to purchase a home (p. 234).
OTHER • Consolidated Municipal Service Managers and District Social Services Administration Boards to compete to deliver employment services (p. 193). • An Expression of Interest process will begin in spring 2019 for a new vision for Ontario Place (p. 97). • $1.3M over two years to launch the Rick Hansen Foundation Accessibility CertificationTM program in select communities across the province to improve accessibility (p. 126). • Regional Government Review and a consultation on the municipal reporting burden are underway (p. 151). • The Province will develop a pan-Ontario sports action plan in consultation with stakeholders, including municipalities (p. 220).
3 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 53 of 252 • As previously announced, to encourage consolidation in the electricity sector time-limited tax relief measures were extended until December 31, 2022. The Province will continue to review sector activity and will consider alternatives in consultation with stakeholders (pp. 335-336). • $25M to Toronto and $2M to the Ottawa Police Service to support initiatives to combat gun and gang-related crime, as well as $16.4M over 2 years to create a provincewide strategy to help combat gun- and gang-related violence on all fronts throughout Ontario (p. 139). • Forecast expense for MMAH in 2019/20 is $1.1B down from $1.5B in 2018/19. The Ministry’s vision for 2019/20 is focused on housing supply (p. 294).
OTHER INITIATIVES
SOCIAL ASSISTANCE AND HEALTH CARE
• $1B over the next five years to create up to 30,000 child care spaces in schools, including approximately 10,000 spaces in new schools (p. 99). • $390M per year for the new Childcare Access and Relief from Expenses (CARE) tax credit. Effective January 1, 2019, the CARE tax credit would provide about $1,250 per family, on average, to about 300,000 families (pp. 100 – 102). • An investment in the construction of the Grandview Children’s Centre in Ajax and the Children’s Treatment Centre at the Children’s Hospital of Eastern Ontario (CHEO) campus in Ottawa (p. 107). • An additional $384M in the hospital sector to maintain critical hospital capacity, increase access to highly specialized treatments, and support volume growth (p. 113). • An additional $267M for home and community care, including transportation and assisted living services in supportive housing (p. 113). • $17B in capital grants over the next 10 years to modernize and increase capacity at hospitals, and address urgent issues (p. 115). • $1.75B in additional funding over five years for long-term care beds (15,000 new long-term care beds, and upgrades to 15,000 existing long-term care beds) (p. 117). • New evaluation method of government surplus properties prior to sale to assess if they can be used for long-term care space (p. 118). • Expand the scope of practice for regulated health professions, including pharmacists, nurse practitioners, dental specialists and optometrists (p. 121). • $3.8B for mental health, addictions and housing supports over 10 years (p. 122). o Includes $174M in 2019/20 to support community mental health and addictions services, mental health and justice services, supportive housing, and acute mental health inpatient beds (p. 122). • The government to explore how to support better care for patients in places other than the emergency department (p. 123).
4 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 54 of 252 • Under the Supporting Ontario’s First Responders Act, a PTSD diagnosis for certain workers is now presumed to be work-related. This includes first responders, such as police officers and correctional officers, and aims to give these workers faster access to Workplace Safety and Insurance Board (WSIB) benefits, resources and treatment (p. 123) • $90M for a new dental program for low-income Ontario seniors. By late summer 2019, eligible seniors will be able to receive dental services (p. 125). • The Province will develop a new cross‐government strategy to improve the lives of seniors (p. 126). • As previously announced, as of April 1, 2019, children and youth under the age of 25 who are covered by private insurance will no longer be covered by OHIP+ (p. 38). • Changes to Temporary Care Assistance and the Transition Child Benefit to streamline the system and improve equity between those who receive social assistance and other families with children. Details in the coming weeks (p. 194).
CULTURE
• Certain cultural funding initiatives will continue such as the Ontario Cultural Attractions Fund and the Canadian Club Heritage Centre in Windsor (pp. 221-222). • Establish a Ministers’ Film and Television Advisory Panel to provide evidence and advice on industry trends. Further details regarding the Panel will be announced soon (p. 224). • The Province will review cultural media tax credits (pp. 225-226). • New legislation proposed for professional and amateur combative sports (p. 220).
EMPLOYMENT • Introduction of the Open for Jobs Blueprint, the Province’s plan for Ontario business support programs. The plan will look at among other items research and development and francophone community grants (pp. 172-175). o The Province is exploring options to improve regional business support programs, including options through the tax system. The government is also reviewing current grant programs that support regional economic development (p. 175). • Introduction of a 10-year plan for the auto sector called Driving Prosperity, which sets out a vision for how industry, the research and education sector and all three levels of government can work together to strengthen the sector’s competitiveness (pp. 176-179). • $40M over three years to strengthen the competitiveness and innovation of the auto sector (p. 176). • The Province will tie funding to outcomes for publicly assisted colleges and universities in the future (p. 187). • An Expert Panel to develop an action plan for a provincial intellectual property framework (p. 188). • A review of training and employment support programs to increase non-profit and private- sector involvement and to implement an outcomes-based funding methodology (p. 191).
5 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 55 of 252 • Creation of the new Northern Ontario Internship Program. The program has two streams: the Northern Ontario Indigenous Internship and the Northern Ontario Skilled Labour Internship (p. 212). • Launch a pilot program with small communities in Ontario to “explore innovative approaches to bring highly skilled immigrants to smaller communities.” (p. 195). • $3.8B in Ontario income tax relief for businesses over six years through the Ontario Job Creation Investment Incentive, which parallels the federal capital cost allowance enhancement (p. 164).
EDUCATION • Create a Minister’s task force on school boards to look into how boards conduct their operations (p. 132). • $13B in capital grants over a 10-year period to help build new schools in high-growth areas and improve the condition of existing schools. This will include an investment of $1.4B in school renewal in the 2019/20 school year (p. 135). • Amendments to the Education Act, to remove the right of school boards to have in‐year deficits (unless approved by the Minister of Education) and replace it with authority to set out such a right in a regulation (p. 342).
ALCOHOL, GAMING, AND CANNABIS • While the Province continues to develop a plan for alcohol reform, a number of initiatives are proposed to be in place by summer 2019 including allowing tailgating and providing municipalities authority to designate public spaces, such as parks, for the consumption of alcohol. By fall 2019, the Province will reduce the cost of beer at the Royal Canadian Legion halls (p. 85). • Extending hours of alcohol service at licensed establishments to start at 9 a.m. (p. 85). • The Province will consult on the legalization of online gambling (p. 86). • The government remains committed to moving towards an open allocation of licenses for cannabis stores where the number of stores is limited only by market demand. When Ontario has determined that the federal government has provided for enough reliable supply, it will issue further retail store authorizations, including in municipalities with a population of less than 50,000 and in First Nation communities (pp. 141-142).
PROVINCIAL FISCAL SUSTAINABILITY AND TRANSPARENCY
• Replace the Fiscal Transparency and Accountability Act, 2004 with the Fiscal Sustainability, Transparency and Accountability Act, 2019 (FSTAA) (p. 29). Amendments include: o Develop a debt burden reduction strategy (p. 30) with a commitment to reduce Ontario’s net debt-to-GDP ratio by 2022/23 and all unspent dollars at the end of the year will go towards debt reduction by default (p. 36)
6 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 56 of 252 o Release a budget by March 31 — prior to the start of a new fiscal year, except for years in which a general election takes place (p. 31), additional report deadlines on p. 32 o Introducing a Premier and Minister’s Accountability Guarantee for any missed reporting deadlines (p. 32) o Requiring the Auditor General of Ontario to annually review the Minister’s compliance with the proposed Act (p. 32).
OTHER • An advisory group with veteran agri-food industry leaders, in conjunction with an independent third-party report, will provide further insights and recommendations on the Ontario Food Terminal network to modernize the service and balance the needs of all users (p. 45). • Recommendations by the Agency Review Task Force to dissolve 10 provincial agencies (p. 49). The review is not yet complete (p. 50). A WSIB review will support the task force’s work (p. 168). • Expect a new Trillium logo, slogan “working for you” (p. 58), and license plates (p. 59). • Implement a new auto insurance system through a multiyear strategy called “Putting Drivers First” (pp. 76 – 81). This strategy includes increased competition, use of electronic communications, among other changes. • Effective January 1, 2020, the Estate Administration Tax will be eliminated for taxable estates with assets of $50,000 or less, and will be reduced by $250 for larger taxable estates (p. 107). • Initiatives to streamline the justice system discussed include developing justice centres that will integrate justice, health, education, housing and social services (p. 137). • The Province will build a new Toronto Courthouse that will amalgamate five Ontario Court of Justice criminal court locations, a new 21-courtroom Halton Region Consolidated Courthouse facility, and replace aging facilities with new Ontario Provincial Police (OPP) detachments (p. 140). • Review of animal welfare legislation is underway (p. 140). • As previously announced, the Province is developing a forestry strategy to encourage economic growth within the sector (pp. 202, 211). • As previously announced, the Province will hold consultations on a proposal to repeal the Far North Act, 2010 (p. 210). • Amendments will be made to the Farm Products Payments Act to modernize Ontario’s financial protection programs (p. 218). • Amendments will be made to the Fire Protection and Prevention Act, 1997 including expanding cost recovery provisions (p. 342).
7 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 57 of 252 4. PROVINCIAL ECONOMY
OVERVIEW (PP. 241, 248-250)
• The provincial economy faces a number of challenges including: regional imbalances; uneven growth among sectors; underinvestment by businesses in machinery and equipment; high household and government debt levels; housing affordability; increased income inequality; and underutilized labour. • The U.S. Federal Reserve has taken a more neutral stance in its monetary policy. Coupled with longer term interest rates since October and rising short-term rates, this has typically signaled the potential for slower economic growth for Canada and Ontario. • Ontario’s export sector is expected to be an important contributor to growth in the next four years. This reflects solid U.S. demand and a competitive Canadian dollar. Real exports are forecast to rise at an average annual rate of 1.8% over the 2019-24 period. • Ontario’s motor vehicle exports are expected to move lower over the forecast. • The industrial capacity utilization rate in Ontario is estimated to be 83.1% in 2018. • Business investment is expected to increase at an average annual rate of 2.4% in 2019- 24.
INFLATION (P. 244)
• Inflation is expected to reach 1.9% in 2019.
% 2016 2017 2018 2019 2020 2021 2022 CPI inflation 1.8 1.7 2.4 1.9 2.0 1.7 1.9
INTEREST RATES (P. 319)
• To deter from an increase in interest rates, the government has extended the term of its debt to lower the amount that must be refinanced every year.
% 2018 2019 2020 2021 2022 2023 2024 3 Mo. Treasury Bill 1.4 1.8 2.2 2.5 2.7 2.8 2.8 rate 10 Yr. Canada Bond 2.3 2.1 2.6 3.3 3.5 3.6 3.7 rate
GDP (P. 244)
• Ontario’s economy is expected to grow at a steady pace over the 2019-24 period. • Private sector forecasts are projecting continued but slow growth for Ontario at 1.8% in 2019, 1.7% in 2020.
8 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 58 of 252
% 2016 2017 2018 2019 2020 2021 2022 Real GDP 2.3 2.8 2.2 1.4 1.6 1.5 1.9 Nominal GDP 4.4 4.1 3.4 3.4 3.4 3.2 3.6
EMPLOYMENT (P.252)
• Employment is forecast to rise at an average annual pace of 1.1% over 2019-24. • The average annual unemployment rate is forecast at 5.5% from 2019-24.
% 2016 2017 2018 2019 2020 2021 2022 Employment 1.1 1.8 1.6 1.3 1.0 1.0 1.0 Growth
HOUSEHOLD INCOME AND DEBT (P. 257)
• Household income increased by 4.4% in 2018. It is projected to increase by 3.5% in 2019; and projected to steadily increase from 2020-24. • There was a 4.7% decline in residential construction in 2018 from 1.0% in 2017. There is a projected 1.3% decline in 2019. Growth is expected from 2020 at 1.3%.
CANADIAN DOLLAR (P. 248)
• In 2018, the Canadian dollar averaged 77.2 cents U.S. • The Canadian dollar is expected to increase and reach 76.0 cents U.S. in 2019. • The Canadian dollar is expected to increase to 80.2 cents U.S. by 2024.
5. PROVINCIAL FINANCES
DEBT (PP. 313-315)
• The net debt-to-GDP ratio in 2018/19 was 40.2%. • Net debt-to-GDP is projected to be 40.7% in 2019/20, before decreasing to 40.6% by 2021/22.
DEFICIT (P. 261)
• The government now projects a deficit of $11.7B in 2018/19. • The government projects declining deficits of $10.3B in 2019/20, $6.8B in 2020/21, and $5.6B in 2021/22.
9 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 59 of 252
Medium-Term Fiscal Plan and Outlook ($B) % Table 3.1 (p. 262) change 2018/19 2019/20 2020/21 2021/22 2019/22 Revenue 150.8 154.2 159.8 163.7 8.55% Expense Programs 150.0 150.1 151.9 153.8 2.53% Interest on Debt 12.5 13.3 13.7 14.4 15.2% Total Expense 162.5 163.4 165.6 168.2 3.51% Reserve - 1.0 1.0 1.0 Surplus/(Deficit) -11.7 -10.3 -6.8 -5.6 Net Debt (as % of GDP) 40.2 40.7 40.7 40.6 Accumulated Deficit (as % of GDP) 25.8 26.0 25.8 25.5
Percentage column added
Prepared by:
Shira Babins Colin Macdonald Manager of Policy Team Lead [email protected] [email protected] 416-9362-9001 x 227 416-362-9001 x 232
Christine Duong Brina McMillan Senior Policy Advisor Senior Policy Analyst [email protected] [email protected] 416-362-9001 x 230 416-362-9001 x 234
Julie Turcsanyi Office Administrator [email protected] 416-362-9001 x 224
10 Provincial Budget 2019: Municipal Impacts (MFOA)
Page 60 of 252 4/29/2019 2019 Provincial Budget Update | AMCTO
April 2019
2019 Provincial Budget Update
2019-04-15 11:42:49 AM
CATEGORIES: Finance
On Thursday afternoon, Finance Minister Vic Fedeli delivered Ontario’s 2019 budget, Protecting What Matters Most. This year’s budget – the government’s first since taking office in 2018 – is focused on fiscal management and a plan to return the province’s books to balance after Ontario's next provincial election. Some highlights include:
Development of 30,000 long-term care beds; A new dental program for seniors; Expansion of alcohol sales by allowing more retailers to sell beer and wine and extending the hours of alcohol service to start at 9 a.m.; and Investments in public transit, particularly by uploading the TTC subway service.
This budget makes clear that the government’s overriding priority is deficit reduction and debt repayment. With a projected deficit of $10.3 billion for the 2019-2020 fiscal year, the budget projects decreasing deficits until 2023-2024, when the books will be in balance.
With the focus on deficit reduction and pocketbook items, there are few initiatives targeted specifically at local governments. However, a number of the programs proposed by the province will have an impact on local governments and the ways in which they deliver services.
While AMCTO is currently doing a deeper analysis on this year's budget, below is a brief summary of items that may be of interest to local government professionals:
Fiscal Overview
Ontario’s Ministry of Finance is forecasting 1.7 percent average growth over the 2019-2024 period, which is lower than the average predicted by the private sector. This year’s budget is forecasting deficit budgets in each of the next four fiscal years with a return to balance – and a modest surplus – in the 2023-2024 fiscal year.
Financial Transparency
Consistent with the government’s approach, the provincial budget contains a number of measures designed to increase transparency in government financial reporting. Specifically, the budget measures will require that – except for election years – the government release its proposed budget by March 31st to allow for predictability and planning.
The government must also report if it misses a deficit reduction target and offer a plan for getting back on track. Both the Premier and Minister of Finance will have a financial penalty equivalent to 10% of their ministerial salaries for each missed target.
https://www.amcto.com/Blog/April-2019/2019-Provincial-Budget 1/4
Page 61 of 252 4/29/2019 2019 Provincial Budget Update | AMCTO In addition, the government will undertake increased scrutiny of public sector budgets by requiring that any unused budget be applied to debt reduction instead of new program spending. Ministries will also be prohibited from applying unused budget to unplanned spending at the end of the fiscal year. However, Ministry staff have indicated that this would not prohibit one-time end-of-year spending as part of overall government priorities.
Finally, the government will be introducing measures prohibiting government agencies and ministries from sponsoring or purchasing tickets to events where an elected official – from any federal, provincial, or municipal government – is featured as the keynote speaker. The budget documents do not, however, define “keynote” for the purposes of this new rule.
Partnership with Municipalities
There are a number of ways in which the provincial government is committing to its relationship with the municipal sector. The government does make clear that it is dedicated to finding efficiencies through collaboration across the sector. The budget documents also state specifically that “growth in transfer payments has been unsustainable” and that the government is focused on value for money. The budget warns municipalities to look for efficiencies in their own operations and that the government anticipates reducing transfer payments in the future.
The budget reiterates the government’s commitment to reducing the reporting burden on municipalities. This supports the province’s clear desire to reduce the regulatory burden it places on all sectors and the clear commitment made by the Minister of Municipal Affairs and Housing to move forward on this file.
The budget also indicates that the government will be pursuing real-time monitoring of sewage overflows from municipal wastewater systems.
Northern and Rural Communities
The budget includes a commitment to invest in broadband and cellular infrastructure to underserved areas, committing $315 million over the next five years to shovel-ready projects. It promises a “Broadband and Cellular Strategy” to be released later in 2019.
Transit and Transportation
The most notable of the transit and transportation announcements is the upload of TTC services and the announcement of provincial funding for new subway lines in Toronto.
The budget announced support for other municipal transit priorities, including Stage 2 of the Ottawa LRT project and the LRT project in Hamilton.
The province has also halted capital funding for high-speed rail in order to further consult with southwestern Ontario communities. A southwestern Ontario transportation plan will be brought forward this fall.
Additionally, the province is undertaking improvements to the highway system by four-laning sections of Highway 69 and 11/17; increasing capacity on Highway 401; and making improvements to bridge infrastructure along Highway 7/115.
However, the province is also reviewing the Gas Tax Program and has cancelled the earlier changes to a rise in share of gas tax funding for municiaplities as proposed by the former government. The 2019 budget indicates that the government will consult with municipalities as part of its review.
https://www.amcto.com/Blog/April-2019/2019-Provincial-Budget 2/4
Page 62 of 252 4/29/2019 2019 Provincial Budget Update | AMCTO Alcohol Sale Changes
While there are several changes to the framework governing the sale of alcohol in the province, there are three changes that will impact local governments directly: Creation of a tailgating permit for eligible sporting events, allowing attendees to “tailgate” in the same way as permitted in the United States; Introducing legislation permitting municipalities to designate public areas for the consumption of alcohol; and Extending hours of alcohol service at licensed establishments – including golf courses – to a 9:00am start, seven days a week.
Property Tax Changes
The budget commits to a review of the existing property assessment system and changes to MPAC’s board structure.
Ontario Childcare Access and Relief from Expenses (CARE) Tax Credit
The CARE tax credit would offer low to middle income families up to 75% of their eligible child care expenses incurred as of January 1, 2019. Each year, the CARE tax credit would provide up to $6,000 per child under the age of 7, up to $3,750 per child between the ages of 7 and 16, and up to $8,250 per child with a severe disability.
Lower-income families benefiting from this tax credit may also receive tax relief through the Low- income Individuals and Families Tax (LIFT) Credit, which was announced in Ontario’s 2018 Fall Economic Statement.
A related change involving child care is the reduction of the age requirement for children to access authorized after-school recreation programs from six years to four years of age.
Police Services
The budget includes an investment of $16.4 million over two years to create a province-wide strategy for gun- and gang-related violence. This will include support units for local police officers and joint task forces.
Health
While many of the budget’s commitments for health care do not impact local governments directly, there are three proposals that may affect the ways in which local governments deliver services: The province intends to establish 10 regional public health entities and 10 new regional boards of health in order to help streamline services by 2020-2021; Additionally, the province intends to invest $3.8 billion for mental health, addictions, and housing supports over a 10-year time frame; Budget 2019 also indicates that the government is exploring new models for delivering emergency health services. It is unclear what direction these new models might take.
Fire
One of the legislative changes proposed in this budget include amendments to the Fire Protection and
https://www.amcto.com/Blog/April-2019/2019-Provincial-Budget 3/4
Page 63 of 252 4/29/2019 2019 Provincial Budget Update | AMCTO Prevention Act, 1997 (FPPA) to enable fire departments to recover costs related to closing buildings when approved by the Fire Marshal for the immediate protection of persons and property. The amendments will also increase some maximum fines for offences under the FPPA.
Reforming Ontario’s Auto Insurance System
The government’s proposed reforms focus on increasing affordability and accessibility for the Ontario public, including the following measures: Introduce a Driver Care Card, which will streamline access to care and make the claims process easier; Improve access to treatment for common injuries, including mental health services; Making sure a driver’s insurance policy will pay for necessary treatment while providing drivers the choice to receive cash settlements if they are eligible; Enhance accountability measures to the evaluation of injury claims by reforming the medical assessments process; Enable insurance companies to offer more discounts and options to drivers; Pass the Ending Discrimination in Automobile Insurance Act, 2018 which would end the practice of discriminating against drivers based on where they live.
Estate Administration Tax
The Estate Administration Tax will be eliminated, effective January 1, 2020, for taxable estates with assets of $50,000 or less, and would be reduced by $250 for larger taxable estates.
Attracting Skilled Workers Pilot Initiative
As part of the need to attract skilled workers and through enhancements of the Ontario Immigrants Nominee Program, the government is starting a new pilot initiative with select communities to explore innovative approaches to bring highly skilled immigrants to smaller communities.
Accessibility Initiatives
In partnership with the Rick Hansen Foundation, the government will invest $1.3 million over the next two years into the Rick Hansen Foundation Accessibility Certification program. The program will prepare accessibility assessments of businesses and public buildings and determine ways to remove any barriers for people with visible and invisible disabilities.
Animal Welfare
The government is currently reviewing legislation to ensure measures are in place to provide animals and their owners with appropriate protections by consulting with stakeholders.
https://www.amcto.com/Blog/April-2019/2019-Provincial-Budget 4/4
Page 64 of 252 Meeting Date: May 8, 2019 Contact: Robert Tremblay Chief Administrative Officer 613-646-2282 [email protected]
Allocation of Funding to Improve Service Delivery & Efficiency Recommendation: That General Government Committee recommend Council of the Township of Whitewater Region: 1. Support the efforts of the Township of Bonnechere Valley for joint regional efforts with regard to efficiency; 2. Approve the following allocation of the $629,888 in funding received from the Ministry of Municipal Affairs & Housing: a. Detailed design Cobden Astrolabe Arena project - $175,000 b. Remaining streetlight upgrades to LED technology - $162,145 c. Allocation to Reserves for future efficiency initiatives - $62,988 d. Cobden/Muskrat stormwater management review - $35,000 e. Municipal Drains review - $32,000 f. Development Charges Study - $30,000 g. Corporate building energy efficiency upgrades - $25,000 h. Water & Wastewater Rate Study - $25,000 i. GPS in corporate vehicles - $20,000 j. Emergency operations improvements - $20,000 k. Beachburg/Cobden Growth Study - $20,000 l. Information Technology improvements - $10,000 m. Folding machine purchase - $8,500 n. Sidewalk evaluation - $4,255. Background: The Treasurer presented an information report (Attachment 1) at the April 3, 2019 meeting on the Provincial Government’s one-time unconditional investment to Ontario’s small and rural municipalities. The investment is meant to aid small and rural municipalities in improving service delivery to their communities. Examples provided by the Province include service delivery reviews, development of shared service agreements, IT solutions, and capital investments.
A report was received from the Township of Bonnechere Valley (Attachment 2) recommending the formation of a working group comprised of all lower-tier municipalities in Renfrew County to find greater efficiency.
Analysis: The Township of Whitewater Region has identified Corporate Performance as one of five areas of strategic focus, including an emphasis on financial sustainability, municipal services, and continuous improvement. Prior to receiving funding for efficiency, the
Page 65 of 252 Township has dedicated resources to similar initiatives over the last few years, including but not limited to:
• Fire Master Plan • Financial Services Review • Spaces Needs Study for the Beachburg & Cobden Astrolabe Arenas • Recreation Master Plan • Meeting Management Software & Streaming of Council Meetings • Health & Safety Audit, Record Management Review • Asset Management Data Collection (roads, water/sewer) • Streetlight Upgrades (Beachburg).
The following summarizes the proposed allocation, including an explanation of purpose:
Project Budget Purpose Detailed design Cobden $175,000 Improve accessibility; renewal project Astrolabe Arena project for aging infrastructure; ensure the project is shovel ready to maximize grant potential; in keeping with Space Needs Study; increase # of users Remaining streetlight $162,145 Reduction in maintenance updates to LED technology requirements for aging infrastructure; energy and financial efficiency; all streetlights to be completed by 2020 Allocation for future $62,988 To be placed in Reserve for future efficiency initiatives projects, including potential joint reviews with other municipal partners Cobden/Muskrat $35,000 Review stormwater management stormwater management around the settlement areas abutting review Muskrat Lake to reduce runoff and improve water quality; develop plan Municipal Drains review $32,000 Update required as not looked at in 20 years; determine required works for maintenance; update apportionment; asset management planning Development Charges $30,000 As the Township attracts growths, it Study needs to understand infrastructure related costs that come with it; this study would provide data to determine if and how charges can be implemented and their impact Corporate building energy $25,000 Upgrade lighting to LED technology in efficiency upgrades main building for energy efficiency; address deferred maintenance issues at a number of buildings Water & Wastewater Rate $25,000 Financial sustainability of four systems; Study determine rates based on operating and long-term capital requirements
Page 66 of 252 Emergency operations $20,000 Investment is needed to make the improvements main and alternate EOC optimal to address future emergencies based on lessons learned; improve preparedness GPS in corporate vehicles $20,000 Risk management Beachburg/Cobden $20,000 Promote growth & development to Growth Study support existing service levels; assist with settlement area boundary review Information Technology $10,000 Better service delivery; transparency & Improvements access; increased usability for website; savings in staff time Folding machine purchase $8,500 Save staff time for other tasks; automation of a routine task Sidewalk evaluation $4,255 Data collection for asset management purposes; risk management and mitigation
Financial Implications: The amount received represents 6.1% of the 2019 budget. The approval of the funding allocation as presented will result in the following savings in the 2019 budget for those projects previously considered. • $44,445 in taxation • $119,001 in contributions from reserves • $4,199 in water user fees.
The savings in taxation will offset the reduction in Ontario Municipal Partnership Funding of $27,500. Other allocation savings may be redirected as approved by Council.
Attachments:
Report from Treasurer – April 3, 2019 Report from Bonnechere Valley – March 22, 2019 OMPF Allocation 2019
Next Steps:
• Staff will notify area municipalities of Council’s recommendation with regard to Bonnechere Valley’s proposal. • Staff will procure services and goods based on the requirements of the Purchasing By-law.
Prepared by: Robert Tremblay, Chief Administrative Officer
Page 67 of 252 Meeting Date: April 3, 2019 Contact: Sean Crozier, Treasurer 613-646-2282 [email protected]
Funding to Improve Service Delivery & Efficiency Recommendation: That General Government Committee receive this report for information purposes as it relates to funding from the Ministry of Municipal Affairs &Housing. Background: On March 20, 2019 Minister Steve Clark announced that the Provincial Government is giving a one-time unconditional investment to Ontario’s small and rural municipalities. The investment is meant to aid small and rural municipalities in improving service delivery to their communities. An email to Mayor Moore was sent from the Ministry of Municipal Affairs & Housing stating the Township of Whitewater Region will receive $629,888. Analysis: The amount received is aimed at improving efficiency with regards to the services we deliver.
“This funding will help small and rural municipalities improve how they deliver services and reduce the ongoing costs of providing those services” Minister Steve Clark
“The Province undertook a line-by-line review of its own expenditures, and we have been clear that we expect our partners, including municipalities, to be taking steps to become more efficient”.
Examples of improving service delivery and becoming more efficient are service delivery reviews, development of shared service agreements, IT solutions and capital investments.
Financial Implications: The amount received represents 6.1% of the 2019 budget.
Attachments:
Email from Minister Steve Clark to Mayor Moore News Release from the Government of Ontario
Page 68 of 252 Next Steps:
Staff will prepare a report of options to allocate the funding in Quarter 2 for Council consideration.
Prepared by: Sean Crozier, Treasurer Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 69 of 252 Ministry of Ministère des
Office of the Minister Bureau du ministre
777 Bay Street, 17th Floor 777, rue Bay, 17e étage Toronto ON M5G 2E5 Toronto ON M5G 2E5 Tél. : 416 585-7000 Tel.: 416 585-7000 Téléc. : 416 585-6470 Fax: 416 585-6470
March 20, 2019
Your Worship Mayor Michael Moore Township of Whitewater Region [email protected]
Dear Mayor Moore:
Our government for the people was elected to restore trust, transparency and accountability in Ontario's finances. As you know, the province has undertaken a line- by-line review of our own expenditures, and we have been clear that we expect our partners, including municipalities, to take steps to become more efficient as well.
Municipalities play a key role in delivering many provincial services that people across Ontario rely on. Taxpayers deserve modern, efficient service delivery that puts people at the centre and respects hard-earned dollars.
Transforming service delivery and identifying more modern, efficient ways of operating is critical and complex work. As Minister of Municipal Affairs and Housing, I recognize that many of Ontario’s small and rural municipalities may have limited capacity to plan and manage transformation, depending on the resources they have available and how far they have moved on their own modernization agendas.
That is why we are providing a one-time payment in the 2018-19 fiscal year to support small and rural municipalities’ efforts to become more efficient and reduce expenditure growth in the longer term.
To ensure that this investment is targeted to where it is needed most, municipal allocations are based on a formula, which takes into consideration the number of households in a municipality and whether it is urban or rural.
While this investment is unconditional, it is intended to help modernize service delivery and reduce future costs through investments in projects such as: service delivery reviews, development of shared services agreements, and capital investments. Our government believes that municipalities are best positioned to understand the unique circumstances and determine where and how this money is best spent.
Page 70 of 252 I am pleased to share that Township of Whitewater Region receive a one-time payment of $629,888 which will flow in this fiscal year.
Staff from our regional Municipal Services Offices will be in touch in the coming days for your acknowledgement of this letter and to discuss any questions that you might have. I encourage you to work with ministry staff as you begin to think about the best way to proceed for your community. The Municipal Services Offices can offer advice and point to examples that may be helpful as you contemplate local solutions. In the future, we would be interested to hear about your modernization success stories.
Thank you once again for your commitment to demonstrating value for money. I look forward to continuing to work together to help the people and businesses in communities across our province thrive.
Sincerely,
Steve Clark Minister of Municipal Affairs and Housing
Page 71 of 252
NEWS Ministry of Municipal Affairs and Housing
Ontario Invests in Small and Rural Municipalities to Improve Service Delivery and Efficiency Investments Will Support Communities, Respect Taxpayer Dollars March 20, 2019 9:00 A.M.
INNISFIL - Ontario's government is working for the people to improve local service delivery and efficiency in the province's municipalities. Today, Steve Clark, Minister of Municipal Affairs and Housing announced a one-time investment for many of Ontario's small and rural municipalities.
Some of Ontario's small and rural municipalities may have limited capacity to plan, modernize and improve the way they provide services to their communities. With this funding, municipalities can improve service delivery by finding smarter, more efficient ways to spend money that help those who need it most while respecting taxpayer dollars.
"Taxpayers need their local government to deliver modern, efficient services that show respect for their hard-earned dollars. This funding will help small and rural municipalities improve how they deliver services and reduce the ongoing costs of providing those services," said Steve Clark, Minister of Municipal Affairs and Housing. "I look forward to continuing to work together with our municipal partners to help people and businesses in communities across our province thrive."
Ontario's government for the people was elected to restore transparency and accountability in Ontario's finances. The province undertook a line-by-line review of its own expenditures, and we have been clear that we expect our partners, including municipalities, to be taking steps to become more efficient. Examples could include service delivery reviews, development of shared services agreements, IT solutions, capital investments or other projects. Municipalities will decide how to best target funding to benefit their local communities.
"This financial support from the Province will help in our ongoing efforts to make sure we operate as efficiently as possible, as we continue to deliver the much-needed services our residents have come to expect and depend on," said Lynn Dollin, Mayor of Innisfil.
The funding supports Ontario's commitment to reduce the cost of government.
QUICK FACTS
• 405 municipalities will receive funding.
Page 72 of 252 • The Town of Innisfil will receive close to $677,000. • To ensure investments are targeted to where they are needed most, funding will be allocated based on the number of households in a municipality and whether the municipality is urban or rural.
Julie O’Driscoll Minister’s Office, Ontario Ministry of Municipal Affairs Available Online and Housing Disponible en Français julie.o’[email protected] 416-569-0569 Conrad Spezowka Communications, Ontario Ministry of Municipal Affairs and Housing [email protected] 416-585-7066
Page 73 of 252 Report No.
Corporation of the 030222019A Township of Bonnechere Valley File No. Date Directed to: Mayor J. Murphy and Members of Council March 22nd, 2019
Department: General Government Prepared By: Bryan Martin Subject: MMAH grant funding
RECOMMENDATION
Staff recommends to council,
1) That a working group of all 17 lower tier municipalities be struck to find greater efficiency within the county as a whole 2) That the county assists in a collaboration of the lower tiers in undertaking service delivery reviews within the County of Renfrew. The goal of the committee would be to modernize service delivery and reduce future long term costs to the county and lower tier municipalities. 3) That council should ensure this is an urgent priority within the county given fiscal year funding concerns. 4) That the funding received for service delivery review be put into reserves until a plan for its allocation is brought forward 5) That this report be filed with the County of Renfrew and participating municipalities for information and consideration
REPORT Origin
Honorable Steve Clark, Minister of Municipal Affairs and Housings letter dated March 20th,2019.
Background
On March the 20th 2019 the Minister of Municipal Affairs provided investment to municipalities in the province intended to help modernize service delivery and reduce future costs through investments in projects such as: service delivery reviews, development of shared services agreements, and capital investments.
Page 74 of 252 Discussion It is recommended that the County assist and lead a collaboration and partnership of a committee of lower tier representatives to undertake a service delivery review.
It is anticipated that significant changes are forthcoming in funding allocations to municipal governments in the province beginning in our 2020 fiscal year. Attached is a chart from the Eastern Ontario Wardens Caucus which shows the value of the Ontario Municipal Partnership Fund by municipality and as a percentage of taxation revenue. Although the importance of this fund varies by municipality it is obviously a vital part of municipal funding and therefore council should ensure this is an urgent priority within the county given fiscal year funding concerns.
Based on funding allocations provided to local municipalities in the County of Renfrew it is anticipated the Minister, will be expecting to see significant cost savings in all operations. It is unrealistic to believe that the savings being expected can be attained by a single municipality or even a small group of municipalities. This effort needs to be a collective effort of all municipalities within the county and should likely include the City of Pembroke.
I have provided the breakdown of provincial funding to each municipality in the County. Attached Schedule “A”
A breakdown of the Ontario Municipal Fund as a percentage of taxation by county municipality. Attached Schedule “B”
Page 75 of 252
Schedule “A”
Municipal Funding from MMAH March 2019
MUNICIPALITY AMOUNT
Renfrew County $725,000
Arnprior $646,946
Deep River $507,786 Laurentian Hills $414,957 Renfrew $642,009 Petawawa $670,329 Admaston-Bromley $397,760 Bonnechere Valley $592,479 Brudenell, Lyndoch and Raglan $353,934 Greater Madawaska $607,697
Head, Clara and Maria $203,410 Horton $411,443 Killaloe, Hagarty and $448,797 Richards Laurentian Valley $642,370 Madawaska Valley $620,124 Mcnab-Braeside $620,512 North Algona Wilberforce $478,939
Whitewater Region $629,888 Total $9,614,380 City of Pembroke $725,000
Page 76 of 252 Schedule “B”
OMPF
2017 Tax Municipality Tier 2018 OMPF Levy*** percentage RENFREW CO UT - Arnprior T LT 1,275,100 9,077,182 14.0% Deep River T LT 321,400 4,102,514 7.8% Laurentian Hills T LT 242,900 2,839,464 8.6% Petawawa T LT 468,400 8,310,127 5.6% Renfrew T LT 2,281,800 7,495,520 30.4% Admaston-Bromley Tp LT 485,600 1,920,464 25.3% Bonnechere Valley Tp LT 1,512,300 3,178,359 47.6% Brudenell, Lyndoch and LT 788,800 1,180,490 66.8% Raglan Tp Greater Madawaska Tp LT 576,500 2,856,238 20.2% Head, Clara and Maria Tp LT 68,100 497,206 13.7% Horton Tp LT 227,700 2,175,136 10.5% Killaloe, Haqarty and LT 966,000 2,447,281 39.5% Richards Tp Laurentian Valley Tp LT 601,600 5,469,262 11.0% Madawaska Valley Tp LT 1,513,400 3,972.029 38.1% McNab-Braeside Tp LT 494,500 5,225,254 9.5% North Alqona- LT 573,400 2,706,411 21.2% Wilberforce Tp Whitewater Reqion Tp LT 1,160,100 4,900,214 23.7% Total 13,557,600 64,385,094 23% Pembroke C ST 1,369,200 20,515,784 6.7% Source EOWC Financial Stability Report ROMA 2019
Respectfully Submitted,
Bryan Martin, CMMIII
CAO
Page 77 of 252
Ministry of Finance Ministère des Finances Office of the Minister Bureau du ministre
7th Floor, Frost Building South 7e étage, Édifice Frost Sud 7 Queen's Park Crescent 7 Queen's Park Crescent Toronto ON M7A 1Y7 Toronto ON M7A 1Y7 Telephone: 416-325-0400 Téléphone: 416-325-0400 Facsimile: 416-325-0374 Télécopieur: 416-325-0374
March 14, 2019
Dear Head of Council:
We are writing to announce the release of the 2019 Ontario Municipal Partnership Fund (OMPF) allocations.
As communicated in February, the government is maintaining the current structure of the OMPF for 2019. This means the program is the same as it was in 2018, while allowing for annual data updates and related adjustments.
Consistent with prior years, Transitional Assistance will ensure that the 2019 funding guarantee for municipalities in northern Ontario will be at least 90 per cent of their 2018 OMPF allocation and for municipalities in southern Ontario will be at least 85 per cent of their 2018 OMPF allocation.
Northern and rural municipalities with the most challenging fiscal circumstances will continue to have their guarantee enhanced up to 100 per cent of the prior year’s allocation.
As in prior years, Transitional Assistance continues to adjust in 2019 as fewer municipalities require this funding. As a result, the 2019 OMPF will provide a total of $505 million to 389 municipalities across the province.
The Ministry of Finance’s Provincial-Local Finance Division will be providing your municipal Treasurers and Clerk-Treasurers with further details on the 2019 OMPF. This information and other supporting materials will be posted online at http://www.fin.gov.on.ca/en/budget/ompf/2019.
We look forward to consulting with municipalities to ensure the OMPF program is sustainable and focused on the Northern and rural municipalities that need this funding the most. We are committed to announcing the 2020 allocations well in advance of the municipal budget year so you have appropriate time to plan.
../cont’d
Page 78 of 252 - 2 -
Working together, we can protect the public services that matter most to Ontario families and build a responsible and sustainable path forward for communities across our province.
Sincerely,
Information Copy Original signed by
Vic Fedeli Minister of Finance c: The Honourable Steve Clark, Minister of Municipal Affairs and Housing
Page 79 of 252 Ontario Municipal Partnership Fund (OMPF) 2019 Allocation Notice
Township of Whitewater Region 4758 County of Renfrew
In 2019, the Province is providing the Township of Whitewater Region with $1,132,600 in funding through the OMPF, which is the equivalent of $320 per household.
A Total 2019 OMPF $1,132,600
1. Assessment Equalization Grant $431,200 2. Northern Communities Grant - 3. Rural Communities Grant $467,600 4. Northern and Rural Fiscal Circumstances Grant $233,800 5. Transitional Assistance -
B Key OMPF Data Inputs
1. Households 3,542 2. Total Weighted Assessment per Household $248,999 3. Rural and Small Community Measure 100.0% 4. Farm Area Measure n/a 5. Northern and Rural Municipal Fiscal Circumstances Index 5.2 6. 2019 Guaranteed Level of Support 90.5% 7. 2018 OMPF (Line A from 2018 Allocation Notice) $1,160,100
Note: See line item descriptions on the following page.
Issued: March 2019
Page 80 of 252 Ontario Municipal Partnership Fund (OMPF) 2019 Allocation Notice
Township of Whitewater Region 4758 County of Renfrew
2019 OMPF Allocation Notice - Line Item Descriptions
The OMPF grants are described in detail in the 2019 OMPF Technical Guide - this document can be found A on the Ministry of Finance's website at: http://www.fin.gov.on.ca/en/budget/ompf/2019
If applicable, reflects the amount of transitional support provided to assist the municipality in adjusting to A5 year-over-year funding shifts.
Measure of households based on the 2018 returned roll from the Municipal Property Assessment B1 Corporation (MPAC).
Refers to the total assessment for a municipality weighted by the tax ratio for each class of property B2 (including payments in lieu of property taxes retained by the municipality) divided by the total number of households.
Represents the proportion of a municipality's population residing in rural areas and/or small communities. B3 For additional information, see the 2019 OMPF Technical Guide.
Represents the percentage of a municipality's land area comprised of farm land. Additional details B4 regarding the calculation of the Farm Area Measure are provided in the 2019 OMPF Technical Guide.
Measures a municipality's fiscal circumstances relative to other northern and rural municipalities in the province, and ranges from 0 to 10. A lower MFCI corresponds to relatively positive fiscal circumstances, B5 whereas a higher MFCI corresponds to more challenging fiscal circumstances. For additional information, see the 2019 OMPF Technical Guide.
Represents the guaranteed level of support the municipality will receive from the Province through the 2019 B6 OMPF. For additional information, see the 2019 OMPF Technical Guide.
B7 2018 OMPF allocation
Note: Grant components are rounded up to multiples of $100.
Ontario Ministry of Finance Provincial-Local Finance Division Issued: March 2019
Page 81 of 252 Meeting Date: May 8, 2019 Contact: Jonathan Wilker, Fire Chief/CEMC 613-646-2282 [email protected]
Update on Grandfathering Process 2019 Recommendation: That Protective Services Committee receive this report for information purposes as it relates to the fire department training program and grandfathering submissions. Background: In March of 2018, municipalities were informed by the Ministry of Community Safety and Correctional Services (MCSCS) that the Office of the Fire Marshal and Emergency Management (OFMEM) would reopen the NFPA grandfathering process in response to feedback and to support the implementation of proposed mandatory certification. The grandfathering process followed the same criteria as the previous process in 2014. All applications for grandfathering were submitted to OFMEM by the September, 2018 deadline. The Fire Chief received results of submissions in early April, 2019. All submitted applications were approved by OFMEM. Analysis: The grandfathering process certified firefighters and officers with a minimum of five years’ experience. In addition, the approval process validates our department’s current training program. The new recruits will be trained to NFPA standards. There are ten current firefighters that were not eligible for grandfathering. Financial Implications:
Grandfathering will significantly reduce the time and cost required to certify all firefighters if the previously proposed mandatory certification was adopted as policy.
Next Steps: Current recruit program will continue as planned, working towards NFPA certification. Additional programs to certify non-grandfathered firefighters to NFPA standards and for the continued professional development of grandfathered firefighters and officers will be developed.
Prepared by: Jonathan Wilker, Fire Chief/CEMC Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 82 of 252 Meeting Date: May 8, 2019 Contact: Jordan Durocher, Manager Recreation & Tourism 613-646-2282 [email protected]
Cobden Arena Canteen Services Recommendation: That Recreation & Tourism Committee recommend Council of the Township of Whitewater Region direct staff to prepare a request for proposals for canteen services at the Cobden Astrolabe Arena. Background: In 2017, the Township entered into a two-year agreement with the Whitewater Kings. As part of the agreement, the Kings were to provide canteen services in Cobden with the team responsible for operating costs and revenue. Analysis: The two-year term ended on May 3, 2019 and provides an opportunity to develop a request for proposals for canteen services that meet the needs of the community and user groups. While there is a need for a RFP at the Cobden Astrolabe Arena, canteen services in Beachburg and Westmeath Arenas are satisfactory at this time. The Kings will have the opportunity to participate in the RFP process, which will include requirements for hours of operation. Financial Implications: Currently there is no revenue generated from the canteen. Revenue potential will be explored through the procurement process. Next Steps: Send out a request for proposals.
Prepared by: Jordan Durocher, Manager of Recreation & Tourism Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 83 of 252 Meeting Date: May 8, 2019 Contact: Jordan Durocher, Manager Recreation and Tourism 613-646-2282 [email protected]
Paul’s Pro Shop – Skate Sharpening Services Recommendation: That Recreation & Tourism Committee recommend Council of the Township of Whitewater Region direct staff to formalize an agreement with Paul’s Pro Shop for use of Township property for mobile skate sharpening services, including a seasonal fee for each arena. Background: Paul’s Pro Shop had contacted the Mayor and Council with regards to being unable to provide his skate sharpening services going forward as fees would exceed $1000.00.
In 2017, a report regarding skate sharpening services was brought forward as a resident in Beachburg wanted to see mobile skating services discouraged at the arena. The resident also runs a skate sharpening business. The resident expressed concern that the mobile business owner does not pay taxes to the Township. Along with the skate sharpening services offered in Beachburg, two other known businesses in Cobden also offer the service.
Council decided to continue the practice of the Beachburg Recreation Association for a fee.
While the services of Paul Pro Shop are convenient for the users of the facility, this business is given a prime location at our parking lot.
Analysis:
Due to the nature of this service, Paul’s Pro Shop previously agreed to pay $15.00 per day and $25.00 per tournament. Staff recommend formalizing the current approach through an agreement for use of Township property, to be reviewed on an annual basis.
Alternatives to a use agreement include the Township implementing a business licensing regime for this type of service under its powers under the Municipal Act. In addition, the Township could implement a user fee that would apply to any mobile skate sharpening service, which would not allow for exclusivity.
Financial Implications:
The total revenue collected from Paul’s Pro Shop in 2018/19 was $574.94. It is recommended that a flat fee be charged for each facility as follows for the 2019-2020 season: ◦ Cobden Arena $250.00 ◦ Beachburg Arena $200.00 ◦ Westmeath Arena $100.00
Page 84 of 252
Next Steps: Staff will inform Paul’s Pro Shop of Council’s direction and formalize a use agreement. Supporting Documentation: Previous Staff Report Letter from Paul’s Pro Shop
Prepared by: Jordan Durocher, Manager of Recreation and Tourism Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 85 of 252 Meeting Date: October 18, 2017 Contact: Jordan Durocher, Manager of Community Services 613-646-2282 [email protected]
Mobile Skate Sharpening Services at Beachburg Arena Recommendation: That Community Services Committee recommend Council of the Township of Whitewater Region direct staff to: 1. In keeping with historical arrangements of the Beachburg Recreation Association inherited by the Township, continue to allow Paul’s Pro-Shop to provide mobile skate sharpening on Township property at the Beachburg Arena for the remainder of the 2017-2018 ice season, limited to Sundays and three Saturday tournament bookings; 2. Continue with the current practice of not providing skate sharpening services inside the Township’s owned and operated arenas; 3. Not pursue the licensing of businesses as permitted under the Municipal Act, 2001 specifically as it pertains to transient traders, hawkers and peddlers; 4. Develop a vendor fee for 2018 for any business operating on Township property with the authorization of the Township on a seasonal or annual basis. Background: Recently, Community Services was approached by a resident in Beachburg who wants to see mobile skating services discouraged at the arena. The resident also runs a skate sharpening business, which is available seven days per week; however, no set business hours are established with the service provided when requested. The resident expressed concern that the mobile business owner does not pay taxes to the Township.
Paul’s Pro Shop is onsite one day per week with consistent times and service. In addition, service is provided at three tournaments. This arrangement was inherited from the Beachburg Recreation Association. The provider currently sets up on Agricultural Society land and would be required to move to the Township owned road allowance unless permission is granted by the Agricultural Society to locate on their lands.
Analysis: As part of the transition in arena operations, the Township has inherited previous practices and arrangements from the recreation associations. It is recommended that as part of this transition, the existing mobile skate sharpening arrangement be continued until the end of the current season.
Staff recommend that a vendor fee be included in the rates and fees by-law for any business permitted to operate on Township property on a seasonal or annual basis.
Skate sharpening services were at times provided inside arena facilities in Beachburg and Cobden and were discontinued for a variety of reasons including commercial
Page 86 of 252 viability and space requirements. It is suggested that such services not be provided inside the arenas either by the Township or a third party.
Part IV of the Municipal Act, 2001 allows municipalities to implement a system of licences to regulate certain businesses. The powers extend to the following: • prohibit the carrying on or engaging in the business without a licence; • refuse to grant a licence or to revoke or suspend a licence; • impose conditions as a requirement of obtaining, continuing to hold or renewing a licence; • impose special conditions on a business in a class that have not been imposed on all of the businesses in that class in order to obtain, continue to hold or renew a licence; • impose conditions, including special conditions, as a requirement of continuing to hold a licence at any time during the term of the licence; and • license, regulate or govern real and personal property used for the business and the persons carrying it on or engaged in it.
In is important to underscore that Section 153 specifically prohibits the Township’s from refusing to grant a licence for a business by reason only of the location of the business.
Some municipalities pursue licensing of specific businesses, including transient traders and hawkers/peddlers. Staff do not recommend pursuing a system of licensing at this time due to the administrative and enforcement requirements to do so effectively.
Financial Implications:
A vendor fee can be charged once added to the fees and charges by-law.
Next Steps: Contact both Paul’s Pro Shop and the resident of Beachburg to inform them of Council’s decision.
Prepared by: Jordan Durocher, Manager of Community Services Reviewed by: Robert Tremblay, CAO/Clerk
Page 87 of 252 Attention: Whitewater Region Council March 27 2019
My name is Paul Lance and I am the owner operator of Paul’s Pro Shop which has been servicing the three Arenas in Whitewater for the last four years. Last year Whitewater imposed a daily vender’s fee on my business which actually affected my operations totally. If I was to do everything from the three previous years I would have been well over $1000.00 for the year in venders fees and as a small business that just was not possible for me to do as my overhead costs are already high. The only choice I had was to drop all Tournaments which were the most cost to me at $25 per Tournament. The decision for this was most out of Town kids have their skates done before they go to a Tournament so actually I am not as busy as you would think other than the local players would come like a normal day. I am requesting Whitewater Region Council to please review the Venders Fee that was imposed on me last winter and to possibly come in line with other Municipalities around Whitewater Region. Presently you are more expensive than the City Of Pembroke for a permit. Presently I have two other Municipalities that I service at zero cost because these Councils want a free service at Zero cost to the taxpayers at their Arenas that would normally cost them big money to do if they tried it them self’s. They save the cost of Labour (to Sharpen), Hydro, Cost of a machine (Legal for inside a building $20000.00- 30000.00), extra insurance costs, maintenance cost on machine and a lot more issues. Paul’s Pro Shop is still very interested on continuing with services as long as Whitewater can come up with a different plan as I cannot continue with these fees in place. Even your Recreation Coordinator says “It is a great service to have”. I am more than willing to meet and discuss and try to work something out if you wish.
A lot of People from Whitewater are aware of how the issue with my Business came about to be charged a venders fee by Council which they are not happy about. It seems a certain House in Beachburg felt he should be the only one entitled to have this Business. Just because you have a machine does not mean you are a business .There is alot more to the process. I am a Legal Business as far as Revenue Canada is concerned with an Ontario Business Number and an Ontario Venders License. I am more than willing to show Whitewater these Licenses if required. Most people do not want to go to someone’s house to get skates sharpened. If Whitewater has nobody at their Facilities at set times you are going to get a ripple effect happen. People are going to leave Whitewater to get their skates sharpened else ware and while they wait for this to happen they go shop at other Businesses for other stuff that could have been bought locally in Whitewater at local Businesses. So now other Local Businesses are affected and take the hit as well.
I hope Whitewater Region will be able to come up with a solution and keep your tax payers a top notch service at your Facilities .Could you please advise me as soon as possible on this matter as I will have to figure scheduling for next season and would be nice to know if Whitewater is in or out. Thank You
Paul lance
Paul’s Pro Shop
Page 88 of 252 Meeting Date: May 8, 2019 Contact: Jordan Durocher, Manager Recreation & Tourism 613-646-2282 [email protected]
Recreation Master Plan Recommendation: That Recreation & Tourism Committee recommend Council of the Township of Whitewater Region adopt the Recreation Master Plan by Milestone Strategy as a guiding document for the Recreation & Tourism Department by defining key strategies, subject to annual budget approval. Background: In July 2017, Milestone Strategy was the successful consultant chosen to identify the strategies to address recreation needs throughout the Region. Comprehensive data was collected through: 1. Infrastructure assessment including facilities, parks, open spaces, beaches and boat launches. 2. Household surveys coordinated through a Recreation Advisory Committee. 3. Community Group Survey 4. Community Group Interviews Analysis: The Recreation Master Plan identifies sixty-five (65) recommendations which will help guide Recreation and Tourism for the next 10+ years. The recommendations will also assist the department with budgetary deliberations. The plan should be re-evaluated and updated every five years. On-going engagement is planned as recommendations are acted upon, subject to Council and budgetary approval.
Financial Implications:
The total for the Recreation Master Plan including HST Rebate was $59,209.10
Next Steps:
Staff will provide an update on recommendations in September.
Supporting Documentation: Recreation Master Plan
Prepared by: Jordan Durocher, Manager of Recreation & Tourism Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 89 of 252 Recreation Master Plan
Final
Page 90 of 252 MILESTONE STRATEGY
TABLE OF CONTENTS
PAGE SUMMARY OF RECOMMENDATIONS...... 1 1 INTRODUCTION ...... 5 1.1 Master Plan Goals and Objectives ...... 5 2 CONTEXT ...... 7 2.1 Geographic Context ...... 7 2.2 Key Background Documents ...... 8 3 SOCIO-DEMOGRAPHIC PROFILE ...... 12 3.1 Population ...... 12 3.2 Age Profile ...... 13 3.3 Household Size and Composition ...... 14 3.4 Home Ownership ...... 12 3.5 Mobility ...... 12 3.6 Education ...... 12 3.7 Employment ...... 13 3.8 Income ...... 13 3.9 Immigrant Status ...... 14 3.10 Ethnicity ...... 14 3.11 Religion ...... 15 4 LEISURE TRENDS ...... 16 4.1 General Trends ...... 16 5 COMMUNITY CONSULTATION ...... 20 5.1 Survey of Households ...... 20 5.2 Survey of Community Groups ...... 25 6 SWOT ANALYSIS...... 33 7 LEISURE SERVICE DELIVERY SYSTEM ...... 35 7.1 Overview ...... 35 7.2 Public Opinions regarding Community Services Department Functions ...... 35 7.3 Community Services Department Functions ...... 35 8 PROGRAMMING AND SPECIAL EVENTS ...... 40 8.1 Inventory and Overview ...... 40 8.2 Programming Gaps and Areas for Programming Emphasis...... 40 8.3 Barriers to Participation ...... 43 8.4 Other Programming Issues ...... 43 8.5 Special Events ...... 44 9 FACILITY ANALYSIS ...... 45 9.1 Priority Facility Issues from the Household Survey ...... 45 9.2 General Facility Issues ...... 45 9.3 Indoor Arenas ...... 46 9.4 Outdoor Rinks ...... 51 9.5 Ball Diamonds ...... 51 9.6 Sports Fields ...... 52 9.7 Play Structures ...... 52 9.8 Halls and Multi-Purpose Rooms ...... 54 Indoor Swimming ...... 54 9.9 Ross Museum and Whitewater Historical Society ...... 55
Whitewater Region Recreation Master Plan
Page 91 of 252 MILESTONE STRATEGY
9.10 Library ...... 56 9.11 Other Facilities ...... 56 10 PARKS, OPEN SPACES, TRAILS, BEACHES AND BOAT LAUNCHES ...... 57 10.1 Inventory and Overview ...... 57 10.2 Priority Issues from the Household Survey ...... 57 10.3 Parks and Open Space ...... 57 10.4 Park and Open Space Analysis ...... 63 10.5 Boat Launches ...... 67 10.6 Regional Parks ...... 69 10.7 Trails and Connections ...... 70 11 FINANCIAL ...... 72 11.1 Funding Sources ...... 72 APPENDIX A – PARK AND OPEN SPACE INVENTORY DETAILS ...... 76 APPENDIX B – FACILITY INVENTORY DETAILS ...... 78 APPENDIX C – PROGRAM INVENTORY DETAILS ...... 81 APPENDIX D –CAPITAL COSTS SUMMARY AND TIMING ...... 84 APPENDIX E – HOUSEHOLD SURVEY ...... 90 APPENDIX F – COMMUNITY GROUP SURVEY ...... 103
Whitewater Region Recreation Master Plan
Page 92 of 252 MILESTONE STRATEGY
TABLE OF FIGURES
Figure 1, Geographic Context of Whitewater Region ...... 7 Figure 2, Population Overview ...... 12 Figure 3, Projected Population, 2016 to 2036...... 13 Figure 4, Whitewater Region Population by Age and Gender ...... 13 Figure 5, Whitewater and Ontario Population Pyramids, 2016 ...... 14 Figure 6, Household Profile, 2016 ...... 12 Figure 7, Home Ownership, 2011 ...... 12 Figure 8, Mobility, 2011 ...... 12 Figure 9, Education - Population aged 25 to 64 years by highest certificate, diploma or degree, 2011 .... 13 Figure 10, Employment - Total population aged 15 years and over by labour force status, 2011 ...... 13 Figure 11, Average and Median Incomes, 2011 ...... 14 Figure 12, Population in private households by immigrant status and period of immigration, 2011 ...... 14 Figure 13, Ethnic Origin, 2011 ...... 14 Figure 14, Aboriginal Identity, 2011 ...... 15 Figure 15, Current participation in recreation activities ...... 21 Figure 16, Desire future participation in recreation activities ...... 22 Figure 17, SWOT- General ...... 33 Figure 18, Service Delivery Continuum - Potential Roles for the Township to Deliver Leisure Services ... 36 Figure 19, Rank Order of Programming Priorities ...... 40 Figure 20, Facility Priorities from the Household Survey ...... 45 Figure 21, Arena Comparison ...... 47 Figure 22, Declining Minor Hockey Penetration Rate, 2018 ...... 48 Figure 23, Arena Recommendation ...... 49 Figure 24, Park and Open Space Priorities from the Household Survey ...... 57 Figure 25, Proposed Parks and Open Space Classification System ...... 60 Figure 26, Summary of Capital Costs ...... 72 Figure 40, Current participation in recreation activities ...... 92 Figure 41, Desire future participation in recreation activities ...... 94
Whitewater Region Recreation Master Plan
Page 93 of 252 MILESTONE STRATEGY
Summary of Recommendations
The following are the recommendations contained in the Master Plan. In addition, recommended capital conservation and capital improvement projects are contained within the Capital Plan contained in Chapter 11.
SERVICE ISSUE RECOMMENDATION AREA Leisure Community That the Community Services Department adopt a ``service Service Services delivery continuum`` approach to program delivery, providing Delivery Department programs as a last resort. System Functions Information 1 Inventory all leisure service providers and their Provider for programs and services to Whitewater Region residents and Leisure maintain that list on the Township website. Programming and 2. Automate the inventory by creating a website through Services which other providers can self-enumerate their programs and related information, ultimately within an on-line program registration system. 3. That Whitewater Region produce a ‘Community Guide’ containing program listings as well as other community information. Healthy Active Develop a ‘Healthy, Active Living Plan’ for Whitewater Region in Living and Health conjunction with other health service providers. The Plan should Promotion include: measurement, education, promotion, and participation elements. Facility Permitting Acquire and manage a permitting and registration system. and Program Registration Identify and 1. Establish partnership agreements with other municipalities for Create program and facility sharing. Partnership 2. Establish and update Shared Use Agreements with School Opportunities Boards. Funding Support 1. That the Township take a coordinating role in securing capital and operating grants. 2. That the Township take a coordinating role in identifying and soliciting sponsorships. Policy 1. That a fees and charges policy be developed. Development 2. That the policy include the extent to which the municipality would subsidize users to attend programs or facilities outside of the Township. This should also consider and incorporate policy regarding the related issue of shared use agreements with other municipalities. Volunteer Support That a Plan for Volunteerism in Whitewater Region be prepared. and Coordination Master Plan That the Parks and Recreation Master Plan be updated every Update five years.
Whitewater Region Recreation Master Plan Page 1
Page 94 of 252 MILESTONE STRATEGY
SERVICE ISSUE RECOMMENDATION AREA Programming 1. That gaps in programming be filled used the ‘Service delivery and Special continuum’ approach to program delivery. Events 2. That emphasis be on filling the programming gaps of: swimming, adult, health and fitness, general interest, seniors, arts and culture programs and classes. Barriers to That a programming plan to address the six top barriers to Participation participation be developed or facilitated by the Township. Support to 1. That the process to create new programs be defined and Develop New shared publicly. Programs 2. The Township solicit interest from potential programmers. Special Events 1 Whitewater Region play a coordinating role in identifying and obtaining grants funding for special events. 2. Special events be promoted on the Township website and in a `Community Guide`. Facilities Development of That a mechanical and structural audit of major facilities be Capital Plans for regularly undertaken. each Facility Accessibility Ensure that all new amenities or redeveloped parks/facilities are in conformity with Integrated Accessibility Standards. Indoor Arenas That options for increased summer use of the arena floors be identified 1. That a full long term capital program for capital conservation and capital improvements for the Cobden Astrolabe Arena be done. 2. That the Beachburg Arena be maintained structurally and financial needs monitored annually. 3. That Westmeath Arena be maintained structurally, but its ice system not receive additional major investment. 4. That a Feasibility Study be undertaken to evaluate the options related to indoor arena development and partnership options. Outdoor Rinks 1. Encourage further use of Forester’s Falls outdoor rink. 2. That if there is community support for an outdoor rink in Cobden, that Whitewater Region support it in a manner similar to Beachburg outdoor rink. Ball Diamonds That no additional diamonds be developed. Sports Fields That a site be identified for development of a sports field, preference given to partnership opportunities. Play Structures 1. Have play equipment meet the CSA children’s play spaces and equipment standard as soon as possible. 2. Have a certified inspector on staff who meets the requirements to be a Registered Playground Practitioner in the Province of Ontario 3. Do a monthly playground inspection and fully document what was inspected and what deficiencies where found. 4. Give inspectors the authority to close playground sites if deficiencies are found.
Whitewater Region Recreation Master Plan Page 2
Page 95 of 252 MILESTONE STRATEGY
SERVICE ISSUE RECOMMENDATION AREA 5 Signage regarding age suitability for play structures should be posted. School 1. Update the joint use agreement with the Renfrew County Playgrounds Board of Education and expand it to include all schools and school facilities in Whitewater Region.
2. Negotiate similar agreements with other schools in Whitewater Region to acquire public access to indoor and outdoor school facilities. New Playgrounds 1. Consideration be given to the development of a splash pad, perhaps at Cobden Astrolabe Park. 2. New or redeveloped playgrounds should ensure that play structures are suitable for all age groups and signage regarding age suitability for play structures should be posted. Halls and Multi- 1. Collect and maintain inventory and contact information of Purpose Rooms halls and publicly-available multi-purpose spaces. 2. Include halls and multi-purpose spaces in Booking Software to enable on-line viewing and/or booking Indoor Swimming 1. That a stand-alone, municipally owned and operated indoor swimming pool not be developed. 2. Township staff explore the possibility of public access and a cost sharing agreement with future developers of any aquatic or fitness facility. 3. That Township staff monitor Pembroke’s Kinsman Pool access policy to ensure access by Whitewater Region residents. Ross Museum and 1. Whitewater Region staff work with the Whitewater Historical Whitewater Society members to assist with volunteer recruitment to Historical Society strengthen the Whitewater Historical Society and support operation of the Ross Museum. 2. Prepare a long term capital budget for the Museum. Library 1. Explore opportunities for a 1-800 number for the library to alleviate some residents’ long distance costs to access the library. Parks, Open Parks and Open That a full inventory of parks, open spaces, trails, beaches, etc. Spaces, Space Inventory be collected and maintained. Trails, Beaches and Boat Launches Parks and Open That the Township adopt the parkland classification system as a Space basis for development of the parks and open space system. Classification System Parkland Provision 1. That the Township adopt a population based ratio target for the provision of Neighbourhood level parkland of 1 hectare per 1,000 residents. 2. That a park be within walking distance of all population centres.
Whitewater Region Recreation Master Plan Page 3
Page 96 of 252 MILESTONE STRATEGY
SERVICE ISSUE RECOMMENDATION AREA Parkland 1. That the Township adopt criteria to define suitable lands for Dedication parkland dedication from a development or redevelopment. 2. That the County/Township’s standard development agreement include specific requirements for the conveyance of parkland. 3. That the Township prepare a Payment in Lieu of Parkland Policy. Creation of a That the Township consider the creation of a Regional Park Regional Park for Whitewater Region Park Signage That the Township undertake a signage program to install and/or update signs at all municipal recreation facilities. Boat Launches 1. Explore that the Little Lakes be promoted as an engine free lake. 2. Explore that the Little Lakes be stocked with fish. 1. Identify off-site parking locations for vehicles and trailers. 2. Parking violation for parking in front of ramp. 3. Explore revenue generating opportunities to sell advertising at the Boat Launches. 4. Identify open or unopened road allowances leading to potential water access to create a riverside Parkette for River access for kayakers. Regional Parks - Consult with the Ontario Parks to create a parking area so that Westmeath users can drive to the park. Provincial Park Trails and 1. That Whitewater Region establish a Trails Committee to work Connections with the County of Renfrew Trail Management Committee 2. That the Trails Committee and the Township identify potential feeder trails to the Ottawa Valley Recreation Trail (OVRT) and begin development of the trail using the Ontario Municipal Commuter Cycling Program (OMCCP) grant
Whitewater Region Recreation Master Plan Page 4
Page 97 of 252 MILESTONE STRATEGY
1 Introduction
Whitewater Region has an abundance of natural and man-made recreation and leisure opportunities. The natural beauty of the great Ottawa River and the countryside offer recreational activities for all seasons. This includes: boating, fishing, swimming and cycling, to skating, skiing, snowshoeing and ice fishing. In addition, the communities that make up Whitewater Region have a long history of building community facilities for sports, recreation and social activities. Other leisure opportunities include: sports facilities and leagues, outings: dances, carnivals, community celebrations, social gatherings, parish suppers, school fundraising dinners. You name it, the area has it.
This Master Plan is a tool to assist decision-makers, stakeholders and the general public in determining needs and priorities to continue that rich heritage related to leisure services and facilities in the Township of Whitewater Region. This is Whitewater Region’s first Parks and Recreation Master Plan and reflects the increased emphasis on quality of life for residents of Whitewater Region.
The Whitewater Region Recreation Master Plan provides a 20 year framework to make decisions regarding the provision of recreation related services and facilities, covering the following areas: Facilities, structures, parks and amenities (arenas, beaches, boat launches, play structures, ball diamonds, halls, sports fields, outdoor rinks, trails and connections, museum, etc.) Existing programming, including special events; Identify gaps in existing programs and facilities based on the community’s current and future needs; Review population projections, emerging facility/programming trends, and provincial standards and requirements; Ensure a liveable and age-friendly community to retain and attract residents, including youth, seniors and families. Recognize volunteer resources and celebrate contributions. Improve communication and information sharing regarding recreation. Anticipate service, facility and investment requirements based on affordability and cost- effectiveness (operating and capital); Ensure operational alignment and recommend innovative and long-term approaches for sustainable services and facilities. Prepare a final report documenting existing state of recreation and community services and providing recommendations for the immediate, short, medium and long-term with costing.
Throughout this report, the words “recreation”, “leisure”, and “culture” are used. “Recreation” is defined as activities consisting of all sporting, fitness and physical pursuits that a person or group pursues for the purposes of personal satisfaction and development, physical health and/or competition. “Culture” refers to arts, cultural and heritage resources including, but not limited to, music, theatre, dance, visual arts and literature. “Leisure” is a combination of all recreation, cultural, creative, intellectual and social activities that a person or group pursues in their free time for the purposes of personal satisfaction and development. 1.1 Master Plan Goals and Objectives The Recreation Plan’s goals and objectives are to:
Ensure a liveable and age-friendly community to retain and attract residents, including youth, seniors and families o Encouraging Whitewater Region residents to live a healthy active lifestyle o Ensure leisure services are available to all residents, regardless of age, ability or background
Whitewater Region Recreation Master Plan Page 5
Page 98 of 252 MILESTONE STRATEGY
o Working toward optimizing the attributes of both Whitewater Region as a whole and its constituent hamlets and villages Recognize volunteer resources and celebrate contributions o Support community organizations that provide services not offered by the municipality Improve communication and information sharing regarding recreation o Organize and ensure information is collected, organized and made available as needed Anticipate service, facility and investment requirements based on affordability and cost- effectiveness (operating and capital) o Identify areas for potential partnerships o Identify areas for operational and/or cost efficiency Ensure operational alignment and recommend innovative and long-term approaches for sustainable services and facilities. o Address the aging infrastructure o Define a role for the Township in leisure service delivery o Provide leadership for environmental stewardship and education
Whitewater Region Recreation Master Plan Page 6
Page 99 of 252 MILESTONE STRATEGY
2 Context
2.1 Geographic Context The Township of Whitewater Region covers 540 square kilometres and is located in the County of Renfrew, within the Ottawa Valley. It is on the Ottawa River, adjacent to Quebec; one hour north of Ottawa, south of Pembroke and north of the Town of Renfrew. The municipality was created on January 1, 2001 through the amalgamation of the former municipalities of Beachburg, Cobden, Westmeath, and Ross.
Figure 1, Geographic Context of Whitewater Region
Whitewater Region Recreation Master Plan Page 7
Page 100 of 252 MILESTONE STRATEGY
2.2 Key Background Documents A number of planning documents and studies are relevant to the Recreation Master Plan. These documents have been reviewed in the context of the Recreation Master Plan.
2.2.1 Whitewater Region Strategic Plan, 2016 to 2019
In 2016, Council approved the Whitewater Region Strategic Plan. In October 2017, it was updated with additional categories and actions. The following are the action items germane to the Recreation Master Plan and the year in which they are to be addressed: Growth and Development o 2016- Update Accessibility Plan for all Municipal facilities, including grant funding applications o 2017- Develop a Community Improvement Plan for the Villages Municipal Service o Review and increase user fees Environment & Sustainability o 2018-2020 - Explore public-private partnership options for growth o 2018-2020 - Develop/review cash-in-lieu of parkland policy Health& Recreation/Community Recreation o 2016-Improve Little Lakes Swim Program location o 2017- Develop Trail System Association o 2018-2025 - develop trails, County of Renfrew’s lead role o 2017- Recreation Department Review o 2017- Investigate community partnerships with other municipalities and the private sector (P3 options) o Investigate corporate sponsorship opportunities as a new revenue stream o 2018-2025- Develop wharf & boat launch long range plan for annual improvements o 2018-2025-Review museum operations and other recreation matters as part of Recreation Master Plan
2.2.2 County of Renfrew Official Plan
The Township of Whitewater Region has chosen to use the County of Renfrew Official Plan as its Official Plan, making it the statutory land-use planning document for Whitewater Region. The Renfrew Official Plan was originally adopted in 2002. The County is currently in the process of County and provincial approval of the latest 5 year update the Official Plan. Known as OPA 25, the relevant policies of the 2016 draft Renfrew Official Plan are: Active transportation policies (pg. 46) provide policies for the use of hardened road shoulders for cycling. Parkland dedication policies (pg. 46) provide policies related to the dedication of land for park purposes upon development or redevelopment of land. Parkland will be provided through dedication in accordance with the provisions of the Planning Act – i.e. 5% dedication for public purposes. Trail policies (pg. 132) provide policies to implement the Renfrew County Trails Strategy.
Although there are parks, trails and the open space references, the Official Plan does not have a specific chapter dedicated to the planning of a parks, trails and the open space system throughout the County. Planning for these features on a comprehensive basis is desirable.
2.2.3 Westmeath Strategic Planning and Feasibility Study, 2012
This study was undertaken by the Westmeath and District Recreation Association from summer 2011 to March of 2012. The study was undertaken, “to address a general community-wide anxiety about the
Whitewater Region Recreation Master Plan Page 8
Page 101 of 252 MILESTONE STRATEGY aging recreation centre building and investigate what the future might bring to recreational programming in the communities of Westmeath, La Passe in the northern area of the Township of Whitewater Region”.
Although the mission of the facility will change with the recent amalgamation of the three Whitewater Region arenas under the operations of the Township of Whitewater Region, many of the observations remain valid; and can be extrapolated to the broader context. Since preparation of the Westmeath Feasibility Study, now that the municipality is overseeing operations of the arena, the original grant system has since then been replaced by the Whitewater Region Partnership and Sponsorship Fund.
Some of the observations and recommendations which remain relevant include:
Financial Plan Endeavour to improve sound business practices; such as improving ice booking management and the timely collection of all rental receivables, earmarking a capital expense fund per annum and requiring an operating budget per annum. Business Plan Review prices charged for facility rentals Propose strategies to market and grow the business Set annual revenue targets Assess current operations to see where improvements could be made Implement new revenue generating programs. Volunteerism succession planning and sustainability Recruitment of volunteers should require well defined job descriptions and reviews. Recruitment should especially include newcomers to the community A “Volunteer Recognition Program” needs to be established. The new volunteer recognition or awards program must be open to public input and selection. The current “Volunteer of the Year” should be renamed “Volunteer Hall of Fame”, and the award program should be widened to spotlight many more valued volunteer workers. Seed money for the Program should be sought. Volunteers should be trained in safety issues and insurance liability concerns. Programs New programming (i.e. soccer), should reflect either a proven need or a creative idea and ensure all programming, (old and new), is fiscally sound and deliverable. Encourage resident and/or partnership involvement in programming. Short Term and Longer Term Future Viability a. Short Term (1 to 5 years): Two large capital projects should be given highest priority: Membrane Coverage of the Roof East Side Ramp and Stair Entrance b. Longer Term (6 + years): Demographic shifts, (the graying population), in the catchment area and declining numbers participating in the arena’s key program of hockey; coupled with the very sizable cost of rebuilding or refurbishing aging arena components, will result in a financial burden beyond what the community can carry. The long term future viability for the arena segment of the business is therefore expected to be unsustainable. If the need for hockey or ice-based programming continues to decline; the high capital costs of replacing components of the artificial ice plant would not be required and the high operating costs ($42,000 for Hydro in 2011), of the ice plant would end. Changing Usages: A future scenario for the Westmeath Recreation Centre might, for example, have the ice made only by natural cold weather freezing, no competitive hockey, only house league and recreational skating or broomball, with the cement ice pad becoming a badminton or tennis court in the warmer months of the year. The Centre’s Hall would not be affected by the demographic shifts and should continue to be an important community meeting place for the area. However it also has aging components and will require future outside funding for such items as new heat pumps, insulation and thermal windows.
Whitewater Region Recreation Master Plan Page 9
Page 102 of 252 MILESTONE STRATEGY
The Municipality should start now to strategize how it will provide arena-based recreational services when the existing arenas and recreation associations become unable to handle the heavy burden of indebtedness required to replace or modernize the aging artificial ice plants and maintain the aging buildings. Public and Private Sector Partnerships Sports & Aquatic Complex: For example, Whitewater Region could partner with an adjacent more populated township like Laurentian Valley to build a modern complex with salt water wave and swimming pools, exercise and meeting rooms [Note; Laurentian Valley currently participates in a Recreation Agreement with the City of Pembroke. The agreement allows Laurentian Valley rate payers to access recreation facilities including the library, arenas and pool at a resident rate.]. ``
2.2.4 Space Needs Study for the Beachburg Arena and Cobden Astrolabe Arena
This study is being done concurrent to this Master Plan but independently, by Civitas Architects of Ottawa. Information and direction from the Study will be incorporated into the Recreation Master Plan after Council approval.
2.2.5 County of Renfrew Trails Strategy, 2016
In 2007, the first County of Renfrew Trails Strategy Study was produced. The 2007 study laid out a general direction for the Linked Trails Strategy. It discussed the benefits of trails, reviewed documents already produced by various groups and levels of government, and started an inventory of the existing trails and tourism-related infrastructure.
The 2016 update the Renfrew Trails Strategy produced the following pertinent recommendations (a subset of those in the Strategy): b. That a new trail management committee be created for the CP corridor; d. That the Public Works and Engineering Department continue to promote active transportation on County roads particularly where linkages between trail systems can be established. e. That the County of Renfrew support the creation of a trails association. The role of this association would be to work on a range of trail interests and management issues including collaboration with stakeholders from trail groups, landowners, local businesses, Renfrew County and District Health Unit, local municipalities, County of Renfrew, provincial associations and other associations of trail users. f. That the Forestry and GIS Division undertake to complete a comprehensive trail inventory that includes a review of all existing trails, their conditions, and their suitability for a variety of trail uses and opportunities for improvement; g. That the County of Renfrew Planning Division include land use policies for the integration of trail considerations into development review through the 5-year update to the County Official Plan; h. That the County continue to facilitate discussions with representatives of CN Rail and three local municipalities (Whitewater Region, Laurentian Valley, City of Pembroke) regarding the future of the rail corridor.
2.2.6 County of Renfrew Active Transportation Strategy, 2017
First adopted in 2012, later revised in 2017, the Renfrew Active Transportation Strategy provides a long- term vision for active transportation infrastructure and policies throughout the County for any human powered (i.e., non-motorized) mode of transportation for commuter and recreational purposes. It traditionally takes place on: roads, parks, trails and waterways.
Under the Active Transportation Strategy, the abandoned CP Rail corridor that was purchased by the County of Renfrew, now named the Algonquin Trail and forms the County portion of the Ottawa Valley
Whitewater Region Recreation Master Plan Page 10
Page 103 of 252 MILESTONE STRATEGY
Recreation Trail will have upgrades to sections of the trail will continue annually as funding allows. Paved and/or twinned trailways will be considered where and when appropriate and funding allows.
2.2.7 Whitewater Region Community Improvement Plan
A Community Improvement Plan (CIP) provides a municipality with tools and strategies that allow for the improvement, rehabilitation or redevelopment of defined project areas. They provide planning and financing of development activities that effectively use, reuse and restore lands, buildings and infrastructure.
Whitewater Region began a Community Improvement Plan in the summer of 2017. Phase 1 focussed on the villages & hamlets and issues such as: improving municipal infrastructure in the villages and hamlets, such as roads, sidewalks, parks and facilities. All of the villages and hamlets, i.e. Beachburg, Cobden, Westmeath, La Passe, Forester’s Falls and Haley Station were designated within the Community Improvement Project Area.
Additional funding has been approved by Council for 2018 and Phase 2 will include addition consultation, it will cover the entire township, and it will address issues such as: brownfields, value added agriculture and shoreline protection/waterfront improvement.
Whitewater Region Recreation Master Plan Page 11
Page 104 of 252 MILESTONE STRATEGY
3 Socio-Demographic Profile
In this section we examine the socio-demographic composition of Whitewater Region. In order to help identify the specific needs of current and future residents, it is important to understand factors such as age, population projections, household income and education into the Master Plan. Of the various socio- demographic factors, research has found that age, gender, income and education are determinants of leisure and culture participation. 3.1 Population
3.1.1 Historic Population
As shown in the following table, in 2016, the population of Whitewater Region was 7,009.
Whitewater Region’s population grew by a relatively low 1.3% from 2011 to 2016 and is approximately 6.85% of the population of Renfrew County, which is a very slight increase in percent from 2011.
Whitewater Region contains 3,416 dwellings which is 6.85% of all dwellings in Renfrew County. Private dwellings occupied by “usual” residents (generally people defining their residence as their primary residence) is 81.24%, implying that slightly less than 19% of dwelling are not the principal residence and are likely used seasonally.
Figure 2, Population Overview
WHITEWATER REGION RENFREW COUNTY
# % # % Population, 2016 7,009 6.85% County of 102,394 Renfrew Population, 2011 6,921 6.83% County of 101,326 Renfrew Population percentage change, 2011 to 2016 1.30% 1.10% Total private dwellings 3,416 6.85% County of 49,860 Renfrew
Private dwellings occupied by usual residents 2,775 81.24% 42,779 85.80% Population density per square kilometre 13 13.70 Source: Statistics Canada, 2016 Census
3.1.2 Projected Population
As background to the current County of Renfrew’s Official Plan Review, population projections were prepared and are shown in the table below. For the projections, the County assumed that Whitewater Region’s population would grow by 12% over the 25 years from 6,921 in 2011 to 8,447 in 2036. The implications of the projected population are that the absolute increase in population of approximately 1,500 to 1,800 people, distributed throughout the municipality, is not likely materially significant to change the demand profile for most recreation programs or facilities.
Whitewater Region Recreation Master Plan Page 12
Page 105 of 252 MILESTONE STRATEGY
Figure 3, Projected Population, 2016 to 2036
MUNICIPALITY 2011 % SHARE PROJECTED POPULATION POPULATION OF GROWTH 2016 2021 2026 2031 2036 Whitewater 6,921 12.0% Low 7,202 7,495 7,800 8,117 8,447 Region High 7,274 7,645 8,035 8,445 8,876 Renfrew 86,534 100.0% Low 88,904 91,360 93,906 96,546 99,282 County High 90,257 94,178 98308 102,659 107,245 Source; Renfrew county draft Official Plan, April 2016; Original Data Source: Population data from Census of Canada. Population projections prepared by County of Renfrew
3.2 Age Profile The Whitewater Region has an interesting age profile, with two definable demographic groups. One group are the families with young children (especially aged less than 5). This group will fuel demand for parent/tot programs and for facilities for children such as playgrounds. However, given the large size of Whitewater Region and the distribution of its population amongst its various population centres, there may not be a ‘critical mass’ of population to economically justify facilities where travel is a barrier to participation.
The second predominant aged group are the seniors, with a greater percent of residents aged 50 or greater, as a percentage, than both County of Renfrew and especially, Ontario. Somewhat like, but to a lesser degree than the family segment, this demographic group is ‘facility dependent’ for their recreation; typically interested in social, physical (with a health emphasis), and cultural activities.
Figure 4, Whitewater Region Population by Age and Gender
WHITEWATER REGION MALE FEMALE
# % # % # % Total population by age groups 7,005 100% 3,445 100% 3,565 100% Population aged 0 to 14 years 1,190 16.99% 605 17.56% 585 16.41% 0 to 4 years 430 6.14% 200 5.81% 225 6.31% 5 to 9 years 390 5.57% 205 5.95% 185 5.19% 10 to 14 years 375 5.35% 200 5.81% 170 4.77% Population aged 15 to 64 years 4,330 61.81% 2,115 61.39% 2,210 61.99% Population aged 15 and over 5,815 83.01% 2,840 82.44% 2,980 83.59% 15 to 19 years 405 5.78% 205 5.95% 195 5.47% 20 to 24 years 335 4.78% 155 4.50% 175 4.91% 25 to 29 years 325 4.64% 165 4.79% 160 4.49% 30 to 34 years 385 5.50% 210 6.10% 180 5.05% 35 to 39 years 405 5.78% 190 5.52% 210 5.89% 40 to 44 years 355 5.07% 165 4.79% 190 5.33% 45 to 49 years 385 5.50% 180 5.22% 205 5.75% 50 to 54 years 590 8.42% 285 8.27% 305 8.56% 55 to 59 years 620 8.85% 315 9.14% 310 8.70%
Whitewater Region Recreation Master Plan Page 13
Page 106 of 252 MILESTONE STRATEGY
WHITEWATER REGION MALE FEMALE
# % # % # % 60 to 64 years 525 7.49% 245 7.11% 280 7.85% Population aged 65 years and over 1,490 21.27% 725 21.04% 770 21.60% 65 to 69 years 495 7.07% 255 7.40% 240 6.73% 70 to 74 years 360 5.14% 195 5.66% 170 4.77% 75 to 79 years 265 3.78% 130 3.77% 135 3.79% 80 to 84 years 165 2.36% 70 2.03% 90 2.52% 85 years and over 205 2.93% 70 2.03% 130 3.65% Source: Statistics Canada, 2016 Census; calculations by Milestone Strategy
A population pyramid provides a good perspective of the distribution of the population age and gender. The shape of the pyramid reflects changes in fertility, mortality, and migration over time.
The following pyramids depicting age/sex of the populations of Whitewater Region and Ontario in 2016 illustrate the predominance of the senior aged population in Whitewater Region. Whitewater Region has an older average age than the whole of Ontario. As the seniors of Whitewater Region increase as a percent of the population, based on general recreation participation trends, it is to be expected that there will be an increasing demand for social and cultural interests.
The relatively small population of Whitewater Region explains the jagged pattern from cohort to cohort.
Figure 5, Whitewater and Ontario Population Pyramids, 2016
85+ yrs. 85+ yrs. 80-84 yrs. 80-84 yrs. 75-79 yrs. 75-79 yrs. 70-74 yrs. 70-74 yrs. 65-69 yrs. 65-69 yrs. 60-64 yrs. 60-64 yrs. 55-59 yrs. 55-59 yrs. 50-54 yrs. 50-54 yrs. 45-49 yrs. 45-49 yrs. 40-44 yrs. 40-44 yrs. 35-39 yrs. 35-39 yrs. 30-34 yrs. 30-34 yrs. 25-29 yrs 25-29 yrs 20-24 yrs 20-24 yrs 15-19 yrs. 15-19 yrs. 10-14 yrs. 10-14 yrs. 5-9 yrs. 5-9 yrs. 0-4 yrs. 0-4 yrs.
-5% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5% -6% -4% -2% 0% 2% 4% 6%
Male PERCENT Female Male PERCENT Female
Whitewater Ontario Source: Milestone Strategy calculations based on Statistics Canada 2016 Census
3.3 Household Size and Composition The average household size in Whitewater Region is slightly smaller than that of Renfrew County but larger than the Ontario average. This is likely due to the large senior population in Whitewater Region. Compared to Ontario, there are fewer single person households, a greater percent of 2 person households (indicative of households of seniors), and fewer larger family households. The Whitewater Region’s economic development and tourism plans seeks to attract new families to the Township.
Whitewater Region Recreation Master Plan Page 14
Page 107 of 252 MILESTONE STRATEGY
Attractive parks and a variety of recreation programs for all age groups are often important criteria in defining quality of life factors in attracting new residents.
Figure 6, Household Profile, 2016
WHITEWATER REGION RENFREW COUNTY ONTARIO
Average household size 2.5 2.3 2.6 Private households by household size 1 person 665 9.5% 12,070 11.8% 1,341,300 10.0% 2 persons 1,120 16.0% 16,740 16.3% 1,693,525 12.6% 3 persons 400 5.7% 6,100 6.0% 834,260 6.2% 4 persons 370 5.3% 5,170 5.0% 796,320 5.9% 5 or more persons 215 3.1% 2,695 2.6% 503,775 3.7% Source: Statistics Canada, 2016 Census
3.4 Home Ownership As a general principle in recreation planning, home ownership generally correlates to increased participation in recreation and leisure activities and volunteerism. Home owners are less transient and tend to expect more and contribute more to their community. Whitewater Region has a very high rate of home ownership vs both Renfrew and Ontario.
Figure 7, Home Ownership, 2011
WHITEWATER REGION RENFREW COUNTY ONTARIO
/ % % % Owner 2370 88.27% 77.63% 71.45% Renter 320 11.92% 22.31% 28.44% Source: Statistics Canada, 2011 National Household Survey
3.5 Mobility In the following chart, mobility refers to those who have moved their place of residence within the past five years. Mobility is lower. Whitewater Region`s mobility is higher, likely reflective of the seniors population that has moved to Whitewater Region for their retirement.
People who move to new residences, especially if they have moved from a larger centre, often bring high expectations for the level of municipal services including leisure services.
Figure 8, Mobility, 2011 WHITEWATER REGION RENFREW COUNTY ONTARIO Movers 72.3% 65.3% 62.5% Non-Movers 27.7% 34.7% 37.5% Source: Statistics Canada, 2011 National Household Survey
3.6 Education People with higher levels of education tend to participate more regularly in leisure and cultural pursuits. University graduates are most likely to be active regularly, and people with less than secondary level
Whitewater Region Recreation Master Plan Page 12
Page 108 of 252 MILESTONE STRATEGY education are the least likely. Conversely, lower education levels are correlated with lower participation levels in sport, fitness and cultural activities.
Whitewater Region`s average level of education is slightly higher than Renfrew County but less than Ontario.
Figure 9, Education - Population aged 25 to 64 years by highest certificate, diploma or degree, 2011
WHITEWATER REGION RENFREW COUNTY ONTARIO
/ % % %
No certificate, diploma or degree 485 13.22% 13.04% 10.96% High school diploma or equivalent 1,100 29.97% 32.2% 24.25% Postsecondary certificate, diploma or degree 2,075 56.54% 54.77% 64.78% Apprenticeship or trades certificate or diploma 605 16.49% 10.77% 7.79% College, CEGEP or other non-university certificate or diploma 1,104 31.06% 27.42% 23.57% University certificate or diploma below bachelor level 70 1.91% 2.3% 4.53% University certificate, diploma or degree at bachelor level or above 260 7.08% 14.26% 28.89% Source: Statistics Canada, 2011 National Household Survey
3.7 Employment Employment and unemployment are important statistics as recreation can be supportive for social networking or it can identify a critical mass for non-prime programming.
In 2011, Whitewater Region had a lower unemployment rate than either Renfrew County or Ontario, however, on a gender basis, males had a very low unemployment rate whereas females had a higher than average unemployment rate.
Figure 10, Employment - Total population aged 15 years and over by labour force status, 2011
WHITEWATER REGION RENFREW COUNTY ONTARIO TOTAL% % MALE % FEMALE TOTAL% % MALE % FEMALE TOTAL% % MALE % FEMALE
In the labour force 64.55 68.0 61.38 62.60 67.04 58.24 65.55 69.94 61.43 Employed 59.98 64.91 55.20 57.75 61.69 53.87 60.12 64.15 56.35 Unemployed 4.48 2.91 6.0 4.86 5.34 4.36 5.42 5.78 5.09 Not in the labour force 35.45 32.18 38.62 37.40 32.96 41.76 34.45 30.06 38.57 Participation rate 64.50 68.0 61.40 62.60 67 58.20 65.50 69.90 61.40
Employment rate 60 64.9 55.20 57.70 61.70 53.90 60.10 64.20 56.30
Unemployment rate 6.90% 4.3 9.80% 7.80% 8% 7.50% 8.30% 8.30% 8.30 Source: Statistics Canada, 2011 National Household Survey
3.8 Income Participation in leisure and culture activities tends to increase with higher levels of income. Whitewater Region’s population has a higher average income than Renfrew County, Ontario or Canada overall. Income and education are often correlated in their ability to pre-determine opinions and participation in leisure and culture activities. This is not surprising given that higher education is closely correlated to higher income.
Whitewater Region Recreation Master Plan Page 13
Page 109 of 252 MILESTONE STRATEGY
Whitewater Region`s residents income is below that of both Renfrew County and Ontario on measures of both average household income and median household income. It is expected that income will be a barrier to participation in recreation activities, both individually and as a family. Due to the sensitive nature of household income, this barrier is not easily quantified on an individual basis so financial assistance programs are important. Whitewater Region has recently launched a new grant program for groups. The demographic analysis related to income suggests that these programs are important to the community.
Figure 11, Average and Median Incomes, 2011
WHITEWATER REGION RENFREW COUNTY ONTARIO
Average Household Income $31,690 $37,131 $42,264 Median Household Income $26,896 $29,814 $30,526 Source: Statistics Canada, 2011 National Household Survey
3.9 Immigrant Status Immigrant status is an important demographic variable for recreation demand determination because immigrants often use recreation and culture at the centre of their social network. Whitewater Region (Like Renfrew County) has a very low percent of immigrants as compared to Ontario as a whole (less than 5% vs 30% in Ontario). The implications are that it is expected there will be less demand for `non-traditional` recreation activities.
Figure 12, Population in private households by immigrant status and period of immigration, 2011
WHITEWATER REGION RENFREW COUNTY ONTARIO # % % % Total population in private households 6,760 by immigrant status and period of immigration Non-immigrants 6,445 95.34% 94.69% 70.39% Immigrants 315 4.66% 5.14% 28.54% First generation 330 4.88% 5.58% 29.87% Second generation 410 6.07% 9.32% 22.52% Third generation or more 6,020 89.05% 85.10% 47.60% Source: Statistics Canada, 2011 National Household Survey
3.10 Ethnicity Ethnicity can be a determinant of leisure and culture activity. Ethnic sports and arts are often a means to maintain traditions and links with others of similar ethnic origins. Ontario’s population has been evolving and is generally less dominated by people of European origins, however, the vast majority of Whitewater Region residents cite either North America or Europe as their origin. Experience is that the `European `response typically refers to ancestry as opposed to recent migration from Europe. The statistics regarding immigration corroborate this.
Implications for recreation are that leisure and recreation interests across the municipality will be of a traditional nature and homogeneous through the Township. Figure 13, Ethnic Origin, 2011 WHITEWATER REGION RENFREW COUNTY ONTARIO # % % % Total population in private households by ethnic origins 6755 North American Aboriginal origins 760 11.25% 9.53% 3.49%
Whitewater Region Recreation Master Plan Page 14
Page 110 of 252 MILESTONE STRATEGY
WHITEWATER REGION RENFREW COUNTY ONTARIO # % % % Other North American origins 2320 34.34% 33.25% 24.18% European origins 5890 87.19% 84.26% 65.06% Asian origins 45 0.67% 2.11% 20.59% University certificate or diploma below bachelor level 70 1.91% 2.3% 4.53% University certificate, diploma or degree at bachelor level or above 260 7.08% 14.26% 28.89% Source: Statistics Canada, 2011 National Household Survey
Residents identifying themselves as Aboriginal` is similar to Renfrew County and more than twice that of Ontario. Figure 14, Aboriginal Identity, 2011
WHITEWATER REGION RENFREW COUNTY ONTARIO # % % % Aboriginal identity 470 6.95% 7.53% 2.38% Non-Aboriginal identity 6,285 92.97% 92.48% 97.62% Source: Statistics Canada, 2011 National Household Survey
3.11 Religion Places of worship are often associated with recreation and cultural participation, both because they often provide the facilities for the activities but also because they are a means of social connection and awareness. Also, like ethnicity, faith/religion often defines the group in which people spend their leisure time.
In Whitewater Region, Christianity is the only identified religion and within Christianity, there are four predominant sects represented: Catholic, United, Presbyterian, and Anglican. There are also significant Mennonite community with their own church and schools. Only 14% of the population report `no religious affiliation`, compared to 20% for Renfrew and 23% for all of Ontario. There are several churches throughout the municipality which provide facility space opportunities.
Whitewater Region Recreation Master Plan Page 15
Page 111 of 252 MILESTONE STRATEGY
4 Leisure Trends
Understanding trends related to participation and facility provision can assist with anticipating shifts in the demand for parks, recreation and culture. This section summarizes the major trends in the delivery of recreation and leisure facilities and services both provincially and nationally. Trends which are specific to parks, facilities or programs are discussed within those subsequent chapters. 4.1 General Trends
TREND / ISSUE CONSIDERATIONS
FACILITY TRENDS
Aging Infrastructure Cobden Arena is 40 years old and Westmeath and Beachburg are both more than 55 years old Major components are past their life expectancy (e.g. roof, ice slab) Major capital expenditures could be required on an emergency basis
Multi-use Indoor Facilities Communities are moving away from single-purpose, stand-alone facilities in favour of multi-use facilities that integrate numerous activities and provide financial economies of scale Multi-use facilities are often designed with flexible spaces and potential to expand in order to easily respond with changing trends and demands of future populations facilities should be designed to be flexible to allow a variety of uses (i.e. incorporating multiple components
Multi-use Parks Increasing demand for multi-field parks (especially for multiple soccer pitches) often oriented towards holding tournaments Higher expectations of quality for ancillary amenities (i.e. washrooms, drinking fountains, concessions, parking, benches) Demand for parks that can accommodate family gatherings and special / community events
Community Trails Walking for leisure ranks as the most popular activity for all ages Whitewater Region lacks major connectors between the trails, across the Township, and to surrounding municipalities County of Renfrew have several plans to develop trails and Active Transportation throughout the County
Sport Tourism Providing facilities and services that are attractive to both residents and visitors alike can generate tourism impact while creating local satisfaction with recreation and cultural amenities Trail system will encourage tourists Hockey tournaments and the Tour de Whitewater are two existing examples within Whitewater Region. develop high quality facilities to draw participants from external markets (e.g. tournaments Sport, Nature-based, historical, urban tourism, etc. seen as emerging opportunities
Whitewater Region Recreation Master Plan Page 16
Page 112 of 252 MILESTONE STRATEGY
TREND / ISSUE CONSIDERATIONS
PARTICIPATION TRENDS Lack of Free Time Often in leisure surveys, “lack of free time” is usually the top barrier to participation. This is especially prevalent in young families as there are multiple demands on their time. Longer activity hours and flexible scheduling are means to address this barrier.
Physical Inactivity High levels of obesity (due in part to busy lifestyles and popularity of sedentary activities), especially concerning amongst children and youth many household survey respondents indicated that they did not participate as much as they would like seek to increase awareness of physical activity goals create community support for healthy active lifestyles develop a “Healthy, Active living plan for Whitewater Region including: measurement, education, promotion, participation elements
Economic Barriers Financial limitations can be a significant barrier to participation in leisure activities Family income often increases with age; older adults have more disposable income to spend on leisure pursuits In Whitewater Region, as discussed in the demographic analysis section, household income levels are below that of both Renfrew County and Ontario Minor sports organizations and the Township both offer funding to subsidize groups and individuals and these programs should be continued. Increasing pressure for affordable municipal recreation programs and subsidies Continuation of existing programs to support fam individuals and families without the ability to pay for recreation programs will be important
Increased Interest and Older adults have traditionally been participants and supporters of arts and culture Participation in Arts + Culture activities and events Studies have shown that performing arts audiences are well educated and of higher income; this would be typical of senior retirees to Whitewater Region. There are few cultural opportunities within Whitewater Region and the Township should support any community initiatives to produce cultural programs or create a local arts council. There is an Arts Council in Pembroke, known as the Ottawa Valley Arts Council that would be the best option to expand into Whitewater Region. Incentives from Whitewater Region may encourage and expedite their involvement in the Township.
Declining participation in There is a nation-wide trend of declining participation by the child age cohorts in organized sports by children many organized sports (with some exceptions, i.e. soccer) Barriers such as cost and the competitive nature of organized sports are cited as key factors Obesity and other health issues are seen as the consequence Whitewater Region minor hockey and baseball organizers have reported the trends exists in WW Increased youth participation in unscheduled activities Baby boom echo`s average age is beyond minor sports so declining participation was anticipated Whitewater Region`s specific age pyramid can be used to identify largest age cohorts and program accordingly
Whitewater Region Recreation Master Plan Page 17
Page 113 of 252 MILESTONE STRATEGY
TREND / ISSUE CONSIDERATIONS Multipurpose facilities can be developed to accommodate Emerging popularity of informal, drop-in, and self-scheduled activities
Active Seniors Interest of the present generation is shifting away from traditional seniors’ activities and towards more active recreation opportunities Growing expectations for recreation and parks services that provide quality wellness and active living opportunities “New Seniors” are wealthier and more physically active than typical senior need to ensure that a sufficient number of active living opportunities are available to older adults and seniors demand for some facility types (e.g. multi-purpose rooms) facilities will by increasing adult and seniors demand adult participation
Emerging Activities Growing emphasis on non-traditional and non-structured recreation and leisure activities Increasing popularity in a variety of field sports, such as Ultimate Frisbee, rugby, cricket, etc. Popularity of passive outdoor recreation (such as hiking, bird watching, golf and casual cycling) will encourage demand for passive parks Extreme/Non-traditional sports (such as kayaking, skateboarding, beach volleyball, BMX, etc.) are expected to experience continued support and high participation rates flexible design templates in the provision of parks and facilities may be required to allow multiple uses, as some activities decline and others emerge
Festivals & Special Events economic benefits from both tourism and local spending when facilitating special events Create a sense of local pride, builds community and offers variety of leisure opportunities potential to boost funding through partnerships, volunteers, and provincial and federal assistance package with tourism operators and accommodation
LEISURE SERVICE DELIVERY SYSTEM TRENDS Partnerships Partnerships, alliances & cost sharing relationships can effectively and efficiently provide for leisure needs of citizens Partnerships with Recreation Associations are especially important in Whitewater Region Partnerships should use a standardized protocol and be subject to consistent monitoring in order to ensure that maximum and equitable benefit is provided to all parties, especially the end user
Volunteerism Concern over shortages in volunteer availability (decreasing numbers, increasing age) Need strategies to foster future volunteerism Need to create/ a ‘Volunteer Policy and Plan”.
Whitewater Region Recreation Master Plan Page 18
Page 114 of 252 MILESTONE STRATEGY
TREND / ISSUE CONSIDERATIONS
School Board Funding Schools operate as significant partners in provision of leisure services, but there is concern with reduced funding and subsequent reduction in provision of recreation opportunities Partnerships between school boards and Whitewater Region may allow for reciprocal benefits and a sharing of resources Shared service agreements
Whitewater Region Recreation Master Plan Page 19
Page 115 of 252 MILESTONE STRATEGY
5 Community Consultation
The community consultation program is a key component of the Recreation Master Plan as it provides the necessary insights, public perceptions and attitudes towards the various forms of recreation, arts and culture in Whitewater Region. Locally collected data, when compiled with an analysis of national and provincial trends and other factors, facilitates the critical formulation of community-specific decisions. This Plan has employed a number of public participation tools including: Interviews - Municipal Staff and elected officials Interviews – Community Groups representatives Household Survey Community Group Survey Online Feedback Opportunities
This chapter highlights the responses to the Household and Community Group Surveys. Detailed analysis of the surveys can be found in Appendices E and F. 5.1 Survey of Households In September 2017, an on-line survey was made available for all Whitewater Region residents to complete. The survey solicited input from residents regarding their existing and desired participation in various leisure activities, as well as opinions regarding policy issues and future investment in recreation in Whitewater Region. The survey was also available in paper format in each of Whitewater Region’s population centres.
A total of 262 responses, representing 262 households or 650 residents1 of Whitewater Region were received to the survey. Below is a summary of the responses, the full data tables are contained in Appendix E.
5.1.1 Profile of Respondents
Respondents completing the survey on behalf of their household were approximately two to one female (69%) to male (31%). The survey had a good representation of all age groups.
How many people are there in your household of the following age categories? 1.8 1.7 1.6 1.5 1.4 Weighted Average 1.3
1 based on average household size of 2.5 persons
Whitewater Region Recreation Master Plan Page 20
Page 116 of 252 MILESTONE STRATEGY
Representation in the survey was relatively proportional to the distribution of the population throughout Whitewater Region:
29% Cobden, 21% Westmeath , 27% Beachburg, 9% Forester’s Falls, 5% Haley’s Station, 8% LaPasse 99% of the respondents owned their home 94% were permanent residents (vs seasonal) 74% have lived in Whitewater Region for more than 10 years 51% were employed, 28% retired 42% had a Post-secondary certificate or diploma, 35% a University degree
5.1.2 Current Participation
Survey respondents were asked “What recreation or culture activities have you or anyone in your household participated in the past 12 months?” Some observations about the responses are: Outdoor activities received large number of responses given that there is not an indoor pool in Whitewater, 38.6% of households have participated in indoor public swimming; possibly in Pembroke The activities are listed in the table below in rank order.
Figure 15, Current participation in recreation activities
ACTIVITY % OF RESPONDENTS
Hiking / Walking for recreation 63.36% Reading for pleasure 59.16% Boating/Canoeing/Sailing 57.25% Fishing/Ice fishing 50.00% Kayaking 40.84% Play on public playground equipment (swings, etc.) 38.93% Public Swimming-Indoor 38.55% Hockey 37.40% Public Swimming-Outdoor 36.64% Cross-Country Skiing/Shoe shoeing 35.11% Baseball or Softball 33.21% Road Cycling 32.06% Outdoor ice sports/skating 30.53% Aerobics / Fitness Class 27.48% Mountain/Trail Biking 27.10% Other Indoor ice sports-broom-ball, pleasure skating, etc. 26.34% Painting/Drawing/Sculpting 25.95% Yoga/Tai Chi 20.61% Weight Training 19.85% Soccer 19.47% Basketball 19.47% Woodworking 17.18%
Whitewater Region Recreation Master Plan Page 21
Page 117 of 252 MILESTONE STRATEGY
ACTIVITY % OF RESPONDENTS
Practising or performing music 16.03% Volleyball 15.65% Social Dancing/Line Dancing 12.98% Curling 12.21% Badminton 8.02% Pickle ball 8.02% Indoor Ball Hockey 7.25% Gymnastics 7.25% Theatre group/Drama club 7.25% Other Field Sports - football, rugby, field lacrosse, cricket, ultimate 6.87% Frisbee, etc. Ballet/Modern Dancing or Lessons 6.49% Martial Arts 5.34% Tennis 4.96% Other Gym sports 4.96% Bocce 4.20% Skateboarding 3.82% Figure skating 2.67% Squash / Handball / Racquetball 2.29% Lawn Bowling 1.53% Lacrosse 0.76%
5.1.3 Desired Future Participation
To provide an indication of unmet demand or activities for which there are barriers to participating, survey respondents were asked “Are there any recreation or cultural activities / programs in which members of your household would like to participate but have not participated in the last 12 months?” Some observations about the responses are: public indoor swimming ranked highest indoor and outdoor skating ranked high, ever though there is a high rate of existing participation The activities are listed in the table below in rank order.
Figure 16, Desire future participation in recreation activities
ACTIVITY % OF RESPONDENTS
Public Swimming-Indoor 39.79% Yoga/Tai Chi 20.94% Aerobics / Fitness Class 19.37% Hiking / Walking for recreation 16.23% Indoor ice sports-hockey, figure skating, broom-ball, pleasure skating, etc. 15.18% Martial Arts 15.18% Weight Training 15.18%
Whitewater Region Recreation Master Plan Page 22
Page 118 of 252 MILESTONE STRATEGY
ACTIVITY % OF RESPONDENTS
Outdoor ice sports/skating 14.66% Tennis 14.14% Volleyball 13.09% Social Dancing/Line Dancing 13.09% Cross-Country Skiing 12.57% Mountain/Trail Biking 12.57% Fishing 12.57% Other Field Sports - football, rugby, field lacrosse, cricket, ultimate Frisbee, etc. 11.52% Public Swimming-Outdoor 11.52% Badminton 11.52% Curling 10.99% Painting/Drawing/Sculpting 10.47% Road Cycling 9.95% Ballet/Modern Dancing or Lessons 9.95% Theatre group/Drama club 9.95% Pickle ball 9.42% Boating/canoeing/sailing 9.42% Reading for pleasure 8.38% Baseball or Softball 7.85% Gymnastics 7.85% Squash / Handball / Racquetball 7.85% Practising or performing music 7.85% Basketball 6.81% Play on public playground equipment (swings, etc.) 5.24% Lawn Bowling 5.24% Soccer 4.71% Other Gym sports 4.71% Bocce 3.66% Skateboarding 2.09%
5.1.4 Barriers to Participation
Survey respondents were asked “Are you or members of your household able to participate in recreation or culture activities as often as you would like?”:
% OF RESPONDENTS
Yes 43.53% 111 No 50.20% 128 Don't know 6.27% 16
Whitewater Region Recreation Master Plan Page 23
Page 119 of 252 MILESTONE STRATEGY
Survey respondents were asked “Which of the following reasons limit or prevent you or members of your household from participating in recreation or cultural activities/ programs which you / they would like to participate?” The barrier with the greatest response is “Lack of facilities or programs”. Generally, in recreation, facilities are simply a venue to deliver programs, therefore, for this barrier, the deficiency is likely ‘programs’. This is corroborated elsewhere in this survey and the User Group survey in which ‘Lack of facilities’ was not a significant issue.
BARRIER TO PARTICIPATION % OF RESPONDENTS
Lack of facilities or programs 60.17% Lack of time / too busy 43.22% Too far away 38.98% Too expensive 30.93% Not offered at a convenient time 29.66% I don’t know what is available 22.03% Illness / injury 11.44% No one to go with 11.44% Other (please specify) 9.75% Lack of energy 8.05% Lack of skill or ability 7.20% Lack of transportation 5.08% Nothing interests us 2.97% Too crowded 1.69%
5.1.5 Importance and Satisfaction
Survey respondents were asked to indicate their household’s degree of importance and satisfaction with various issues and statements. This is a valuable tool to identify priorities where the gap between importance and satisfaction is greatest. The summary tables related to importance and satisfaction are included in the subsequent chapters of this report discussing; Parks and Open Space, Facility and Programming. The data tables are contained in Appendix E.
5.1.6 Various opinions regarding Issues related to Leisure Services
Survey respondents were asked “Q8 - Please indicate the degree to which you agree or disagree with the following statements.” The table of responses is contained in Appendix E. Some observations about the responses are: people are generally support of subsidizing those who cannot afford the cost to participate in recreation there is a slight disconnect between peoples’ impressions of the adequacy of their level of physical activity and the actual adequacy according to national thresholds for physical activity; thinking they are more active than they actually reported about 58% feel parks and facilities are well maintained about 64% Township facilities are well maintained 58% vs 38% feel that there are enough parks close to home lack of awareness about recreation opportunities 38% vs 35% feel Ross Museum plays an important role in the life of Whitewater Region residents 68% vs 11% feel use of schools for recreation is desirable 66% vs 20% feel there are NOT too many indoor skating facilities
Whitewater Region Recreation Master Plan Page 24
Page 120 of 252 MILESTONE STRATEGY
parks and trails are equally important natural areas and sports fields are equally important 50% vs 34% feel people living outside of Whitewater Region should pay a premium to use Whitewater Region facilities 50% vs 37% would rather have larger recreation and culture facilities located in a single location rather than smaller facilities dispersed throughout the Township 53% vs 27% feel upgrading existing recreation and culture facilities is more important than building new facilities 63% vs 24% would rather three smaller libraries than one large one 60% vs 20% feel there are adequate meeting facilities available in or near Whitewater Region 50% vs 43% feel there are adequate beaches facilities available in or near Whitewater Region 42% vs 28% would prefer to have programs provided by the local recreation association than the municipality of Whitewater Region 61% vs 13% feel the cost of participating in recreation or cultural activities in Whitewater Region is good value for the money.
5.1.7 Suggested Improvements
Survey respondents were asked “Do you have any specific suggestions as to how recreation and culture services could be improved in Whitewater Region?” The table of responses is contained in Appendix E. Some observations about the responses are: awareness of programs and better communication about recreation programs was the most frequent response a considerable number expressed interest in a single multi-purpose sports facility for Whitewater Region; however, some also explicitly said that wanted three separate facilities 5.2 Survey of Community Groups In September and October of 2017, a survey of all known Whitewater Region community groups was conducted and the invited community groups represented all aspects of leisure. The survey was an online questionnaire and a link to the survey was sent to each community groups’ contact person. A total of 41 groups were invited to participate in the survey and 15 groups were represented in the survey results.
The survey responses provided details about the facilities used by the community groups and the programs and services offered. Some of this information is not easily presented in charts and tables and will be used as a database in the assessment of programming and facilities in Whitewater Region. The remainder of the responses is presented and discussed in the following sections. Data tables are contained in Appendix F.
5.2.1 Profile of Community Groups
The following tables profile the nature of the community groups that are represented in the survey. Q7 - How would you BEST describe your group's purpose?
TYPE OF GROUP RESPONSES
Recreational Sport activities (programmed; local community emphasis) 66.67% 10 Competitive Sport (programmed with an elite component; regional or provincial emphasis) 20.00% 3 Leisure or social (non-competitive) 40.00% 6 Cultural 20.00% 3 Historical 6.67% 1 Service Club 13.33% 2 Education 26.67% 4
Whitewater Region Recreation Master Plan Page 25
Page 121 of 252 MILESTONE STRATEGY
Q8 - Please list the main types of Recreation and Culture activities your organization is involved with:
ACTIVITY TYPE RESPONSES
Ice related-hockey, figure skating, ringette, curling, etc. 60.00% 9 Baseball-baseball, fastball, softball, etc. 26.67% 4 Field Sports-soccer, football, rugby, field lacrosse, etc. 6.67% 1 Cycling-road, mountain, etc. 6.67% 1 Gym sports-gymnastics, badminton, etc. 6.67% 1 Performing Arts-dance, music, etc. 0.00% 0 Visual Arts-painting, sculpting, etc. 0.00% 0 Social functions-dances, community meetings, etc. 33.33% 5 Other (please specify) 26.67% 4
Q 9 - What age groups do your organization’s programs/activities primarily serve?
AGE GROUPS SERVED RESPONSES
Aged 0-4 20.00% 3 Aged 5-12 60.00% 9 Aged 13-19 66.67% 10 Aged 20-64 40.00% 6 Aged 65+ 20.00% 3
5.2.2 Member Information and Profile
Q 10 - Approximately what proportion of your group's members/participants live in: Non-resident involvement varied greatly amongst community groups, but on average, there is high participation in Whitewater Region community group activities by non-residents. AVERAGE
% who live in Whitewater Region 68.8% % who live outside of Whitewater Region 35.9%
Q 11 - Approximately what proportion of your group's members/participants are male or female: AVERAGE
% male 54.3% % female 52.7%
Q13 - Over the past three years, has the number of participants/members/players increased or decreased? RESPONSES
Increased 23.08% 3 Remained stable 46.15% 6 Decreased 30.77% 4 Fluctuated 0.00% 0
Whitewater Region Recreation Master Plan Page 26
Page 122 of 252 MILESTONE STRATEGY
Q14 - Over the NEXT five years, do you expect the number of participants/members/players to increase or decrease?
ANSWER CHOICES RESPONSES
Increase 42.86% 6 Remain stable 28.57% 4 Decrease 21.43% 3 Fluctuate 7.14% 1
5.2.3 Volunteers
Q15 - How many volunteers are involved with your group? Responses varied greatly and ranged from 1 to 100.
Q16 - Over the PAST three years, has your number of volunteers increased or decreased? The majority of groups have found the number of volunteers to remain stable but five groups reported either fluctuating or declining volunteerism. RESPONSES
Increased 7.14% 1 Remained stable 57.14% 8 Decreased 21.43% 3 Fluctuated 14.29% 2
Q17 - Over the NEXT five years, do you expect the number of volunteers to increase or decrease? RESPONSES
Increase 21.43% 3 Remain stable 42.86% 6 Decrease 14.29% 2 Fluctuate 21.43% 3
5.2.4 Facility Use
Q18 – During your last full season or year of operation, was the time available at all of the facilities that you currently use sufficient to meet your organization’s needs for its EXISTING programs or activities? Three of the groups reported that facility availability is insufficient to meet existing demand. RESPONSES
Yes 71.43% 10 No 21.43% 3 Don't Know 7.14% 1
However, Q19 asked “Is there a waiting list of people who want to join your group or its programs?” and none of the groups said that they had a wait list of participants that could not be accommodated. Q20 – asked “What is the reason that your group is unable to enroll the people on the wait list?”
Whitewater Region Recreation Master Plan Page 27
Page 123 of 252 MILESTONE STRATEGY
One group responded, “lack of instructors/leaders/coaches” and one group raised the issue of ice-time not being available due to use by non-residents.
Q28 - Would your participants be willing to use facilities in any location within Whitewater Region? RESPONSES
Yes 30.77% 4 No 38.46% 5 Don't Know 30.77% 4
When asked why users would not use facilities anywhere in Whitewater Region, the following responses were given: distance to travel Space requirements for equipment storage and adequate space for exercise and other program needs are important considerations We move some players around between rinks to even the numbers on team rosters and that can be easy or very difficult depending on the family and which facility we are proposing they move to We did this year but in the case of Ball - Cobden should use Cobden’s field, Beachburg - Beachburg field and Forester’s Falls, Forester’s Falls field. (we are three different association in the minor ball program Riverview Club is now in its 53rd year and has helped build and outfit the Hall as well as use the Hall as the Clubhouse. Most are local and only come out for an hour or two in the evenings and want to be walking distance or a short drive
Q29 - Does your group rent facilities outside of Whitewater Region? RESPONSES
Yes 35.71% 5 No 64.29% 9
Q30 - Please indicate the type of facility rented outside of Whitewater Region and the average number of hours per week rented through the whole season/year. RESPONSES
Indoor ice: 80.00% 4 Ball diamonds: 0.00% 0 Sports Fields (e. g. soccer, etc.): 20.00% 1 Indoor multi-purpose space (e.g. gym, hall, etc.): 20.00% 1 Other-please specify: 20.00% 1
“Other” responses included: Renfrew Mateway Arena in Fort Coulonge Quebec - 1-2 hours/week field for dryland training - 1 -2 hours/week hall 1-2 hours per week
Q31 - If available, would your group use NON-PRIME TIME hours at a facility? RESPONSES
Yes 15.38% 2
Whitewater Region Recreation Master Plan Page 28
Page 124 of 252 MILESTONE STRATEGY
No 61.54% 8 Don't Know 23.08% 3
Q31 - If facility time was available, would your group commit to a full season of additional hours at a facility?
ANSWER CHOICES RESPONSES
Yes 38.46% 5 No 38.46% 5 Don't Know 23.08% 3
Q33 - Are there NEW OR EXPANDED programs or activities that your organization is unable to offer due to a lack of available facilities but would offer if facilities were available? Responses included: Our older adult population is expected to grow to as much as 50% of our local population yet many public facilities are not fully accessible; this is a huge challenge for us locally for programming Bike park, winterized maintained trails, box track Ice surface with indoor field for dryland training. Hall with food/drinks for parents, players etc. to hang out for tournaments etc. Older adult exercise classes; clinics; community mental health programs; youth programs..... Snow shoeing, cross country skiing, BMX racing minor hockey, football, indoor soccer Gym
5.2.5 Fees
Q38 - Are the facility rental fees that your group pays affordable/manageable? Only two groups indicated that rental fees were not affordable / manageable. RESPONSES
Yes 50.00% 6 No 16.67% 2 We don't pay rental fees 25.00% 3 Don't know 8.33% 1
5.2.6 Importance and Satisfaction with Issues
Q39 and Q40 asked, “How do you rate the IMPORTANCE of the following issues to your group’s services?” and “How do you rate your group’s level of SATISFACTION with the following issues?” The following table provides a rank order listing of the issues, with the highest priority issue at the top. Detailed tables are contained in Appendix F.
IMPORTANCE SATISFACTION DIFFERENCE OF MEANS
Maintenance/Condition of Facilities 3.75 2.85 -0.9 Volunteer retention 3.58 2.91 -0.67
Whitewater Region Recreation Master Plan Page 29
Page 125 of 252 MILESTONE STRATEGY
Cost of renting/using Facilities 3.92 3.3 -0.62 Volunteer recruitment 3.58 3.06 -0.52 Volunteer training 3.33 2.91 -0.42 Convenience of location for your members 3.5 3.29 -0.21 Availability of Facilities 3.75 3.66 -0.09 General support from the Township 3.17 3.13 -0.04 Overall quality of the facilities 3.75 3.72 -0.03 Access to funding 3 3.08 0.08 Dissemination of information about your group 3.17 3.57 0.4
5.2.7 Improvements
Q 41 - Please indicate the extent to which the following factors affect the level of participation in your programs and activities. The complete data table is contained in Appendix F. The following table provides a rank or of issues by their importance to level of participation.
WEIGHTED AVERAGE
Availability of volunteers to run programs 3.92 Distance to the facilities 3.42 Location of the facilities 3.42 Community’s awareness/promotion of our programs 3.33 Cost of participation 3.25 Quality of Equipment 3.17 Quality of facilities 3.08
Q42 - Please describe how and why Whitewater Region’s recreation and culture facilities can be improved. Verbatim responses are provided in Appendix F.
Q43 - If the improvements that you suggested in the previous question were made, is your group willing to pay increased user fees or capital donations to finance new or improved facilities? Willingness to pay for improvements is an effective measurement of demand. RESPONSES
Yes 18.18% 2 No 27.27% 3 Don't know 54.55% 6
5.2.8 Role for Township of Whitewater Region
Q44 - Does your group receive financial assistance from the Township of Whitewater Region? Only one group reported receiving financial assistance from the Township of Whitewater Region. RESPONSES
Yes 9.09% 1
Whitewater Region Recreation Master Plan Page 30
Page 126 of 252 MILESTONE STRATEGY
No 90.91% 10 Don't know 0.00% 0 Note that with the addition of the Partnership and Sponsorship grant, this will help groups secure financial assistance
Q45 - Is your group satisfied with the service it receives from the Municipality of Whitewater Region to support its programs and activities? RESPONSES
Yes 27.27% 3 No 36.36% 4 Don't know 36.36% 4
Whitewater Region Recreation Master Plan Page 31
Page 127 of 252 MILESTONE STRATEGY
Q46 - Please indicate the degree to which you agree or disagree with the following roles for the Township of Whitewater Region in recreation service delivery?
The responses to this question provide some guidance in defining a role for the Township within the whole of the ‘leisure service delivery system’. The responses to this question provide some guidance in defining a role for the Township within the whole of the ‘leisure service delivery system’.
NOT AT ALL SOMEWHAT IMPORTANT VERY IMPORTANT NOT APPLICABLE TOTAL IMPORTANT IMPORTANT
Identify residents' program needs 0.00% 0 20.00% 2 50.00% 5 0.00% 0 30.00% 3 10 Directly deliver programs 0.00% 0 50.00% 4 37.50% 3 0.00% 0 12.50% 1 8 Maintenance of facilities 0.00% 0 33.33% 3 44.44% 4 11.11% 1 11.11% 1 9 Facility construction and improvements 0.00% 0 44.44% 4 44.44% 4 11.11% 1 0.00% 0 9 Volunteer recruitment 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Volunteer training 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Volunteer recognition 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Coordinate all volunteer opportunities across the Township 0.00% 0 50.00% 4 25.00% 2 0.00% 0 25.00% 2 8 Coordinate corporate sponsorship 0.00% 0 44.44% 4 33.33% 3 11.11% 1 11.11% 1 9 Access capital 0.00% 0 33.33% 3 33.33% 3 11.11% 1 22.22% 2 9 Promote healthy active lifestyles 10.00% 1 20.00% 2 60.00% 6 10.00% 1 0.00% 0 10
Q47 - Do you have any specific suggestions as to what Whitewater Region can do to improve recreation and culture in Whitewater Region? Please describe. Verbatim responses are provided in Appendix F.
Whitewater Region Recreation Master Plan Page 32
Page 128 of 252 MILESTONE STRATEGY
6 SWOT Analysis
6.1.1 SWOT
A ‘Strength, Weakness, Opportunities and Threats’ (SWOT) Analysis provides insight into what factors are impacting recreation in Whitewater Region and what important factors must be considered in matching programs and services with community needs. It is a tool that looks at internal and external environments. The following points summarize the SWOT for recreation in the Whitewater Region.
Figure 17, SWOT- General
STRENGTHS WEAKNESSES
Abundant outdoor recreation opportunities Volunteer burn-out- Many volunteers have been at Abundant arenas-high per capita supply it a long time and are ready for a break - Need to Strong volunteer base generate new interest from younger parents in the Active community community to take on volunteer roles Well established tourism industry Low population-lacking critical mass for specialized Local recreation associations are well organized programs Almost all programming provided by community Geographically dispersed-transportation issues, groups some people not used to travel for recreation Abundance of arenas and ball diamonds facilities Good range of programs older, retired community taking maintenance function into with recreation residents are unfamiliar/unaware of the “rural mindset” to make due with what’s available opportunities available Free hockey programs lacking some facilities e.g. sports fields, gymnasia, Special events- outdoor multipurpose spaces New municipal staff-high expectations (threat-and no community parks fear of too much administration) Lack of playgrounds Lack of computerization of registration/permitting Duplication of functions in recreation associations Lack of coordination of corporate sponsorship lack of communication amongst service providers Lack of maintenance equipment arenas need maintenance, esp. WM lack of leadership for programs-e.g. swimming lack of child care in Whitewater Region –take kids to Pembroke for daycare and recreate there differing needs between Permanent & Seasonal residents both sides of arguments regarding centralizing/decentralizing services
OPPORTUNITIES THREATS
Increased use of school facilities Inexpensive facilities available outside of Partnerships with private tourism operators Whitewater Region in Quebec Strong trails partner on County; County acquisition Volunteer burn-out/aging volunteers of land for trails Declining participation in minor sports- Trails –cycling & horseback riding lanes on declining penetration rate e.g. baseball in roadways and separate trails –interconnectivity Forester’s Falls, hockey New uses for rail corridors –trail network Low household income
Whitewater Region Recreation Master Plan Page 33
Page 129 of 252 MILESTONE STRATEGY
sponsorships-some potential corporate sponsors Employment for many is outside of live in Whitewater Region municipality Recently expanded municipal services Financial cost of three arenas-divert from other Recent arena services consolidation uses? Large seniors population Disbursed population Grass cutting contracted out Financial limitations started a lending hub Unknown financial status of arenas CP Rail ROW for trails lower income; many single income families church facilities for recreation programming Rivalry between Whitewater Region under developed/underused Provincial park-e.g. no communities could be counterproductive parking “Pocket Communities”/”People are not Algonquin college partnerships-$ amalgamated” need a LT replacement plan for arenas New municipal staff- fear of creating too much Review user fees, rental opportunities, alt. revenue administration and promotion Tourism packages •Expanding community events
Whitewater Region Recreation Master Plan Page 34
Page 130 of 252 MILESTONE STRATEGY
7 Leisure Service Delivery System
7.1 Overview The Leisure Service Delivery System (LSDS) refers to the collective of stakeholders involved in providing leisure services to a community and includes: recreation associations, all levels of the public sector, school boards, non-profit groups, private sector, adjacent municipalities, individual residents, etc.
Whitewater Region has a rich history of its community recreation associations taking the lead in delivering recreation services. The Recreation Associations managed all the facilities and either directly delivered the sports, recreation and culture programs or facilitated the various clubs, sports associations, etc. With the creation of the Community Service Department within the Township, several of the functions previously done by the Recreation Associations have now migrated to municipal responsibility.
It is now both timely and important to define and create a shared understanding of how the Community Services Department can best serve and support the other elements of the Leisure Service Delivery System. 7.2 Public Opinions regarding Community Services Department Functions One of the responses to the Community Group survey captured the input we received from a number of sources, specifically, the Township “should focus on ‘owning’ only core recreational aspects, and provide support through infrastructure, communications, promotion and funding where possible to existing groups who provide such activities making it easier for them to do so”.
In rank order, community group respondents listed the following functions as important roles for the Township: 1. Promote healthy active lifestyles 2. Facility construction and improvements 3. Maintenance of facilities 4. Identify residents' program needs 5. Coordinate corporate sponsorship 6. Access capital 7. Directly deliver programs 8. Volunteer Recruitment, training and recognition 9. Coordinate volunteer opportunities 7.3 Community Services Department Functions In addition to day-to day management of its assets, it is recommended that the following discussion define the role for the Community Services Department in support of leisure service delivery in Whitewater Region.
7.3.1 Programming Role
Directly planning, producing, promoting and delivering programs is time consumptive and expensive. Given the existing capability and desire of the community to deliver programs this section defines the Township’s optimal role in programming.
Whitewater Region has several aspects to its LSDS which should be maintained and incorporated into the role of the Whitewater Region Community Service Department, specifically:
Whitewater Region Recreation Master Plan Page 35
Page 131 of 252 MILESTONE STRATEGY
the functions defined for the Community Services Department should be designed to preserve the strong volunteer involvement in leisure service delivery serve and augment the needs of the community organizations and not to replace the community organizations create an ‘economy of scale’ benefit
Conceptually, a municipality`s role in programming can range from simply providing program information and depending on others to provide services; to incentivizing or subsidizing others to provide services; to directly providing the service, either in partnership or alone. The range of potential roles is summarized as a service delivery continuum in the following illustration.
Figure 18, Service Delivery Continuum - Potential Roles for the Township to Deliver Leisure Services
INFORMATION FACILITATOR/ SUBSIDIZER/ PARTNER/ BROKER DIRECT SERVICE PROVIDER COORDINATOR FUNDER PROVIDER
Incentivizing others to Collect and Identify needs and provide services Provide funding to Where no other disseminate program gaps in programming outside groups and providers or potential Provide linkages information to the and services in the agencies to help providers exist, between participants public community residents to directly produce the and providers participate program or service Direct participants to Work with other program suppliers organizations so that Beginning to take a No direct role to they can provide role in program
produce programs programs delivery Identify and Offer incentives to encourage potential providers to deliver program providers programs in Teach/Assist those Whitewater Region interested in providing
programs
On the principle that direct program delivery will expend the Township`s limited programming resources on relatively few programs or services, it is recommended that Whitewater Region adopt a `service delivery continuum’ approach to program delivery. In the service delivery continuum approach, Whitewater Region would seek to limit its involvement in program delivery to the role of either ‘Information Provider’ or ‘Facilitator/ Coordinator’, advancing along the continuum only as a last resort. Exceptions to this would be when: more than full cost recovery can be achieved, thus making a profit from the program to achieve a corporate goal of the Township Recommendation: That the Community Services Department adopt a `` service delivery continuum`` approach to program delivery, providing programs as a last resort.
7.3.2 Information Provider for Leisure Programming and Services
A lack of awareness of available programs and services, especially those offered outside of each of the local communities was the most often cited issue by several households and user groups in the surveys.
Through this Master Plan process, the Township has begun to assemble lists of: facilities, community contacts, other leisure service providers, available programs and services, etc. A considerable amount of work has yet to be done.
Whitewater Region Recreation Master Plan Page 36
Page 132 of 252 MILESTONE STRATEGY
One of the primary functions of the Community Services Department should be to be the primary source for information regarding leisure and other community facilities, programs and services. Maintenance of these inventories will be critical to that role.
Although one is being contemplated, at the present time, there is not a ‘Community Guide’ containing program listings as well as other community information. Such a publication could be produced once or twice per year and electronically available through the Township website and at the libraries. Advertising could be included to offset production costs. Some municipalities contract out Community Guide‘s production at no cost to the municipality in exchange for the contractor retaining any advertising revenues. Recommendation: 1 Inventory all leisure service providers and their programs and services to Whitewater Region residents and maintain that list on the Township website. 2. Automate the inventory by creating a website through which other providers can self- enumerate their programs and related information, ultimately within an on-line program registration system. 3. That Whitewater Region produce a ‘Community Guide’ containing program listings as well as other community information.
7.3.3 Healthy Active Living and Health Promotion
The household survey identifying a gap between Whitewater Region’s residents’ perception of their households’ level of activity and the actual measure of active lifestyles when compared to standardized definitions of active living. Increasingly, recreation departments are recognizing their unique role in promoting healthy living and wellness. With the ability to connect to the community through facilities, programs and other services, the Township should work with other partners such as Whitewater Bromley Community Health Centre to comprehensively encourage healthy active living. Recommendation: Develop a ‘Healthy, Active Living Plan’ for Whitewater Region in conjunction with other health service providers. The Plan should include: measurement, education, promotion, and participation elements.
7.3.4 Facility Permitting and Program Registration
Facility permitting is done inconsistently across the municipality. With amalgamation of the arenas, arena permitting for all three arenas is done by the Township. However, for ball diamonds: the Township does the bookings for just Cobden and Beachburg and the local recreation associations manage the permitting of the Forester’s Falls and Westmeath diamonds.
With the transfer of arena management to the Township, arena permitting has now been centralized. Initially, been done via a spreadsheet but Township staff have been investigating the procurement of a computerized system of facility permitting and program registration. Such as system will enable the Township to centralize the functions of permitting and program registration. The systems typically also allow for online access for registration which will save considerable administrative time. It is recommended that a system be acquired and that its implementation be phased in over two years, starting with facility permitting in the first year and registration and on-line public access in the second year.
The School Board is currently using eBook as their permitting/registration system; consideration could be given to having a common system for the benefit of the community groups.
The transfer of facility management from the recreation associations to the Township has resulted in a opportunity to centralize the collection of data regarding inventory, booking and registration statistics, etc.
Whitewater Region Recreation Master Plan Page 37
Page 133 of 252 MILESTONE STRATEGY
In addition to its principal benefit for permitting and program registration, the implementation of booking system will provide a system whereby that data can be collected and reported. Recommendation: Acquire and manage a permitting and registration system.
7.3.5 Identify and Create Partnership Opportunities
The Whitewater Region Strategic Plan identified the action to, “Investigate community partnerships with other municipalities and the private sector” as an action item.
Negotiation of shared use agreements with other providers such as: the Schools and School Boards and with other municipalities (e.g. Pembroke re Kinmen Pool) will be a priority. Recommendation: 1. Establish partnership agreements with other municipalities for program and facility sharing.
2. Establish and update Shared Use Agreements with School Boards.
7.3.6 Funding Support
Under the service delivery continuum approach to program delivery, the community groups will require financial assistance to provide quality programming. As was stated by one respondent to the Community Group survey, but was characteristic of other input, “we could help with fundraising initiatives”. This should include not only direct funding through grants and subsidies, but also includes the identification and solicitation of capital and operating grants and coordinating sponsorships. Coordinating sponsorships is especially important in a community where there are relatively few major sponsors and the risk of over- solicitation is of concern. Recommendation: 1. That the Township take a coordinating role in securing capital and operating grants.
2. That the Township take a coordinating role in identifying and soliciting sponsorships.
7.3.7 Policy Development
Policy development will be an important aspect of the Community Services Department. A policy is simply an organization’s consistent response to a recurrent issue. It permits the delegation of authority from Council and lets everyone know what the municipal response will be to any given issue.
There are a number of issues that have been identified which require policy to be developed, including: non-resident pricing subsidization of residents using services outside of the municipality role of volunteers in parks and facilities vis-à-vis insurance and liability issues
There is a need to review and rationalize the fees, charges and subsidies. Fees and charges should relate to the cost of delivering the service. This implies being able to cost the direct and indirect costs of providing the service, deciding if the service should be subsidized by the municipality, and then to define a rationale and means to apply a subsidy.
When swimming lessons were cancelled in Whitewater Region in the summer of 2017 due to a lack of certified swimming instructors, the Township used the funds that would have been spent remunerating the instructors to subsidize Whitewater Region residents to attend swimming lessons in Bonnechere Valley and the City of Pembroke (Kinsmen Pool). This innovative response is commendable; however,
Whitewater Region Recreation Master Plan Page 38
Page 134 of 252 MILESTONE STRATEGY the policy question is whether the Township’s subsidy should be the same for its residents’ use of any service outside of the municipality. Recommendation: 1. That a fees and charges policy be developed.
2. That the policy include the extent to which the municipality would subsidize users to attend programs or facilities outside of the Township. This should also consider and incorporate policy regarding the related issue of shared use agreements with other municipalities.
7.3.8 Volunteer Support and Coordination
An important goal of the Master Plan was to “Recognize volunteer resources and celebrate contributions.” Although the respondents to the community group survey ranked this as a lower priority, it is important that the Township play an active role in ensuring volunteers remain an integral part of recreation service delivery. The existing infrastructure of volunteers, programs and the knowledge and expertise in delivering programs and managing facilities in an invaluable benefit to Whitewater Region. Yet, many volunteers are experiencing burnout as witnessed in the recreation associations and the Ross Museum.
A strong volunteer sector is important to the Township’s community groups as well as other Township services (e.g. library, etc.). The issues of volunteer: screening, recruitment, retention, training, and recognition are important issues for the Township. In its recommended role of ‘Facilitator/Coordinator’ of leisure and culture services, the Township should ensure that a plan for volunteerism is developed (although the Township does not need to be the author of the Plan). The plan should consider: Shared recruitment between all voluntary organizations Promotion of volunteer opportunities in both the Township brochure and on the web site “Community service” opportunities for high school students to take advantage of the requirement for high school students to provide 40 hours of community service. Opportunities for shared training of volunteers Volunteer screening Volunteer recognition and Whitewater Region Council awards Grant funding available for volunteer recruitment, training, etc. Recommendation: That a Plan for Volunteerism in Whitewater Region be prepared.
7.3.9 Master Plan Update
It is important to maintain the momentum and structure that this Master Plan creates. To remain current and relevant to the evolving parks and recreation interests, needs and wants of Whitewater Region residents and to the changing demographics, it is recommended that this Master Plan be updated every five years. Recommendation: That the Parks and Recreation Master Plan be updated every five years.
Whitewater Region Recreation Master Plan Page 39
Page 135 of 252 MILESTONE STRATEGY
8 Programming and Special Events
8.1 Inventory and Overview The inventory of known programs is contained in Appendix C. With the exception of Westmeath programs, the programs are almost exclusively sports related. Although most are well attended, none have waiting lists few are 100% full. Continued emphasis on collecting program statistics will aid in identifying programming gaps in the future. 8.2 Programming Gaps and Areas for Programming Emphasis In the household survey, respondents were asked to indicate their household’s level of: 1) importance and 2) satisfaction with a list of park, facility and program services. By calculating the degree of difference between importance and satisfaction, we are able to identify the programs that are the priorities for Whitewater Region residents. The following table shows various program areas, sorted from highest to lowest priority. Differences of means with a negative number imply that the service had a higher level of importance than satisfaction, meaning that existing services should be improved. Conversely, those services with a positive difference of mean imply that the service level exceeds the importance placed on the service and that the service level does not need to be improved or, in fact, resources can be diverted away from that area to a higher priority area (since level of satisfaction exceeds importance). All programming categories indicate that there is room for improvement (i.e. higher importance than satisfaction).
It is an economic development goal of the Township to attract new families to settle in Whitewater Region. Providing a range of activities, focused on adults and children will help to achieve that goal.
Figure 19, Rank Order of Programming Priorities
IMPORTANCE SATISFACTION DIFFERENCE OF MEANS Swimming Programs 3.61 2.35 -1.26 Adults’ (20 to 65) Programs 3.92 2.76 -1.16 Information about recreation and culture opportunities in Whitewater Region 3.91 2.78 -1.13 Health and Fitness Programs 3.93 2.81 -1.12 General Interest Programs + Classes 3.59 2.75 -0.84 Teens’ (13 to 19) Programs 3.55 2.76 -0.79 Dance Programs + Classes 3.32 2.61 -0.71 Sports Services 3.56 2.86 -0.7 Children’s (5 to 12) Programs 3.49 2.82 -0.67 Information about Health, Wellness and Active Living 3.75 3.08 -0.67 Art Programs + Classes 3.38 2.78 -0.6 Kid’s Sports Programs 3.61 3.03 -0.58 Cultural Services 3.36 2.79 -0.57 Seniors’ (65 and older) Programs 3.64 3.08 -0.56 Arts Services 3.31 2.77 -0.54
Whitewater Region Recreation Master Plan Page 40
Page 136 of 252 MILESTONE STRATEGY
IMPORTANCE SATISFACTION DIFFERENCE OF MEANS Heritage Services 3.38 2.89 -0.49 Summer Camps 3.14 2.69 -0.45 Tot’s (4 and under) Programs 3.18 2.85 -0.33 Opportunities for volunteering 3.6 3.3 -0.3
Generally, programming is available in all parts of the municipality. The highest priority programming gaps are specific to the type of program, specifically: Swim programs Programs for adults Health and fitness programs General interest programs and classes
Recommendation: That gaps in programming be filled used the ‘service delivery continuum’ approach to program delivery (as described in “Leisure Service Delivery System” chapter).
8.2.1 Swim Programs
Given the water quality issues at Cobden Muskrat Lake Beach and the high profile leadership issues with the Little Lakes Swim program in 2017, swimming programs showed the greatest gap between importance and satisfaction. Swim programs are also seen by parents as an essential skill, especially in a community like Whitewater Region so close to lakes and rivers. Continuation with the Bonnechere Valley and City of Pembroke partnership for summer swim lessons and potential partnership with Pembroke for both 1) access to the Kinsmen Pool and 2) swimming instructor level courses (e.g. Whitewater Region subsidization for Whitewater Region residents taking swimming instructor level courses).
8.2.2 Adult Programs
Programs for adults is an important gap to actively fill because there are typically no sponsoring groups to create the programs such as the seniors groups who program for themselves or children’s’ programs who are the traditional targets of most recreation programs. Barriers to participation in recreation programs by adults is typically: ‘lack of time / too busy’ or ‘not offered at a convenient time’, two of the top six barriers identified in the household survey.
From the household survey, the types of programs that would appeal to this groups and were identified in the household survey as “desired future participation” are: Yoga/Tai Chi Painting/Drawing/Sculpting Aerobics / Fitness Class Ballet/Modern Dancing or Lessons Martial Arts Theatre group/Drama club Tennis Pickle ball Volleyball Squash / Handball / Racquetball Social Dancing/Line Dancing Lawn Bowling Badminton
8.2.3 Health and Fitness Programs
Health and fitness programs are typically facility dependent and can require specialized equipment. The emphasis on health and fitness programs will be complementary to the recommended Township role of
Whitewater Region Recreation Master Plan Page 41
Page 137 of 252 MILESTONE STRATEGY
‘promoting healthy, active living and the Whitewater Bromley Community Health Centre would be the logical agency with whom to partner given that they are already active in this area. From the household survey, the types of Health and Fitness programs that were identified in the household survey as “desired future participation” are: Yoga/Tai Chi Social Dancing/Line Dancing Aerobics / Fitness Class Badminton Martial Arts Pickle ball Weight Training Squash / Handball / Racquetball
8.2.4 General interest programs and classes
Partnerships with schools is a logical programming partner for general interest programs. The types of general interest programs that were identified in the household survey as “desired future participation” are: Painting/Drawing/Sculpting Reading for pleasure/ book club Ballet/Modern Dancing or Lessons Practising or performing music Theatre group/Drama club
8.2.5 Seniors Programs
There is a significant senior aged population in Whitewater Region collectively interested in participating in social and recreational programming. . For the first time, there are now more Ontarians over the age of 65 than there are children in Ontario under the age of 15.
Grants are available from the provincial government to conduct ‘Age-Friendly Community Planning studies’ to identify and service the broad (beyond just recreation) needs of seniors e.g. transportation issues which were identified as a barrier to participation in the household survey.
8.2.6 Arts and Cultural Programs
Of special note are arts and culture programs. There are very few arts and cultural program opportunities in Whitewater Region and there was selective interest expressed in arts and culture programs. In the household survey, there were a number of households who pointed out that the emphasis on sports programs and facilities in Whitewater Region left a gap in other types of programs.
The types of arts and culture programs that were identified in the household survey as “desired future participation” are: Social Dancing/Line Dancing Theatre group/Drama club Painting/Drawing/Sculpting Reading for pleasure Ballet/Modern Dancing or Lessons Practising or performing music Recommendation: 1. That gaps in programming be filled used the ‘service delivery continuum’ approach to program delivery.
2. That emphasis be on filling the programming gaps of: swimming, adult, health and fitness, general interest, seniors, arts+culture programs and classes.
Whitewater Region Recreation Master Plan Page 42
Page 138 of 252 MILESTONE STRATEGY
8.3 Barriers to Participation In the household survey, approximately 50% of respondents indicated that members of their household were not able to participate in recreation or cultural activities as often as they would like. When asked what prevented them or members of their household from participating, the top six reasons2 were:
Lack of facilities or programs (mentioned by 60%) Lack of time / too busy (mentioned by 43%) Too far away (mentioned by 34%) Too expensive (mentioned by 31%) Not offered at a convenient time (mentioned by 30%) I don’t know what is available (mentioned by 22%)
The barrier with the greatest response is “Lack of facilities or programs”. Generally, in recreation, facilities are simply a venue to deliver programs, therefore, for this barrier, the deficiency is likely referencing ‘programs’. This is corroborated elsewhere in this survey and the User Group survey in which ‘Lack of facilities’ was not a significant issue.
Programmers should take these barriers to participation into consideration when offering new or existing programs.
Several of the barriers are addressed in other sections of this plan such as defining the Township’s role in the leisure service delivery system, however, affordability is an especially important issue for Whitewater as its population has a lower average income than either the County of Renfrew or Ontario. Furthermore, the inability to pay is often the silent reason for people not participating. To address this issue the Township should ensure there are subsidy programs available to those who need them; without a test of means. The Township recently implemented a new grant program and it was reported that some of the recreation associations and minor sports leagues have de facto programs to subsidize participants in need. Recommendation: That a programming plan to address the six top barriers to participation be developed or facilitated by the Township.
8.4 Other Programming Issues
8.4.1 Support to Develop New Programs
Input came from potential program providers that they would like to offer a program but were unsure about how to go about doing it. As part of its awareness program, the Township should define the process whereby groups or individual would access are unsure of the process and available support to create a program in Whitewater Region. The Township could identify individual who have previously created programs to be a resource and or mentor to those interested in creating programs. Additionally, a brochure or guide or even an article in the Whitewater News could be effective in soliciting interest in new programmers. Recommendation: 1. That the process to create new programs be defined and shared publicly.
2. The Township solicit interest from potential programmers.
2 Complete results can be found in Appendix E.
Whitewater Region Recreation Master Plan Page 43
Page 139 of 252 MILESTONE STRATEGY
8.5 Special Events Whitewater Region has many special events through the year. Some are Township sponsored and others are produced in and by the local communities.
Although it was not an issue of concern in the surveys, special events are an important part of defining a community and creating community spirit. It can also be an engine of economic development and funding is available to communities for festivals under economic development.
Some of the special events are: Whitewater Streetstrut Cobden Fair Cobden Farmer’s Market Beachburg Fair Westmeath Winter Carnival Taste of the Valley – Cobden Tour de Whitewater Foresters Falls Winter Carnival
In addition, several of the communities also celebrate other events such as: Canada Day, New Year’s Eve, Santa Claus Parades, St Patrick’s Day, etc.
Given the tradition of the events, coordination of the events is not important, but accessing grants, sponsorships, etc. should be a role for the Township as some of the grants are unique to special events and can only be accessed by municipalities. The provincial government has funding programs for tourism and special events which are described in the ``Financial’ section of this plan.
The second role for the Township in special events is that of promotion. With the development of a promotional network of: website, Community Guides, brochures, etc. as recommended in the LSDS chapter, the Township will have the tools to promote all types of leisure activities. Recommendations: 1 Whitewater Region play a coordinating role in identifying and obtaining grants funding for special events.
2. Special events be promoted on the Township website and in a ‘Community Guide’.
Whitewater Region Recreation Master Plan Page 44
Page 140 of 252 MILESTONE STRATEGY
9 Facility Analysis
9.1 Priority Facility Issues from the Household Survey In the household survey, respondents were asked to indicate their household’s level of: 1) importance and 2) satisfaction with a list of park, facility and program services. By calculating the degree of difference between importance and satisfaction, we are able to identify the services that are the priorities for the Recreation Master Plan to address. The following table shows various facilities or facility types, sorted from highest to lowest priority to be addressed in the Recreation Master Plan. Differences of means with a negative number imply that the service had a higher level of importance than satisfaction, meaning that existing services can be improved. Conversely, those services with a positive difference of mean imply that the service level exceeds the importance placed on the service and that the service level does not need to be improved. All programming services that were questioned indicate that there is room for improvement except: ball diamonds, indoor ice arenas, libraries and the museum.
Figure 20, Facility Priorities from the Household Survey
IMPORTANCE SATISFACTION DIFFERENCE OF MEANS Access to school gyms 3.5 2.91 -0.59 Children’s Play structures 3.59 3.05 -0.54 Halls 3.91 3.39 -0.52 Multi-purpose rooms 3.32 2.91 -0.41 Soccer/Sports Fields 3.42 3.06 -0.36 Outdoor Rinks 3.34 3.08 -0.26 Ball diamonds 3.56 3.57 0.01 Indoor Ice Arenas 3.71 3.72 0.01 Whitewater Region Public Libraries 3.69 3.71 0.02 Ross Museum 3.07 3.41 0.34
9.2 General Facility Issues
9.2.1 Development of Capital Plans for each Facility
At the present time, there is not an up-to-date audit of the capital work required at all municipal facilities. Development of an Asset Management Plan is an initiative under the Whitewater Region Strategic Plan and is ongoing. The Asset Management Plan will incorporate a long-term financial plan and long-term facility capital plan for all municipal facilities. These should continue to be updated as capital projects are identified.
A mechanical and structural audit of the facilities should be undertaken every five to ten years or as recommended by the prior engineering audit. This will vary depending on the age of the structure. These audits will enable the Township to create a full, picture of long term capital priorities. This will be especially useful as the three arenas age and the various options facing the Township are evaluated.
Whitewater Region Recreation Master Plan Page 45
Page 141 of 252 MILESTONE STRATEGY
Recommendation: That a mechanical and structural audit of major facilities be regularly undertaken.
9.2.2 Accessibility
Concurrent to the Master Plan Process was a separate and independent assessment of facility space needs and accessibility requirements. The approved recommendations of that work has been incorporated into the capital plan for this Master Plan.
It is essential that all municipal facilities be accessible to all members of the community and are in conformity with the Integrated Standards; an even more important consideration in a community with an age profile including higher than average numbers of seniors. Recommendation: Ensure that all new amenities or redeveloped parks/facilities are in conformity with Integrated Accessibility Standards.
9.3 Indoor Arenas
9.3.1 Inventory and Overview
There are three indoor arenas in Whitewater Region: Cobden Arena, Westmeath Arena and Beachburg Arena. It is important to note that the three existing arenas provide a ‘placemaking‘ role for the communities in which they are located. They serve as the central hub of local social activity and play a prominent role in the history of the communities in which they are located.
The arenas are owned by the Township of Whitewater Region, and were previously. Prior to 2017, Whitewater had the unique arrangement whereby all three of the arenas were leased to the three community recreation associations for $1 per year, to run and manage. The recreation associations set all operating policies (i.e. staffing, pricing, permitting, maintenance, etc.). The Township of Whitewater Region had little role in arena operations other than the annual operating grant to each recreation association and some administration (e.g. payroll). In 2017, the Township assumed operations of all three arenas after the Cobden and Area Recreation Association ceased its operations and the other two recreation association subsequently decided to transfer operations of their arenas to Township, enabling economy of scale and a more efficient operation through centralized permitting, scheduling payroll, etc. Arena operations for 2017/18 are following the operating policies and fees/charges of prior years with the 2018/19 season expected to see implementation of the recommendations from the newly created Recreation Advisory Committee and the Arenas Working Team after their consultation with users and user groups.
The arenas are currently managed by the recently created position of Supervisor for Arenas and Parks and the former part-time staff of the arenas have remained in their former roles.
For many years, due to the extensive use of volunteers, the three communities have been able to successfully operate their facilities at a very low operating cost. Recreation Associations were able to offset the operating cost with approaching the Township to fund capital projects, utilize volunteers and receive grant funding annually.
Although updated financial statements for the arenas after a year under Township operation are not yet available, staff report that the facilities operate close to breakeven. This would imply extremely low operating costs as both rental rates and hours rented per week are relatively low. A better understanding of arena operations will be available at the year end of 2018.
Some of the pertinent, long term considerations of the three arenas are outlined in the following table.
Whitewater Region Recreation Master Plan Page 46
Page 142 of 252 MILESTONE STRATEGY
Figure 21, Arena Comparison
COBDEN ASTROLABE BEACHBURG ARENA WESTMEATH ARENA ARENA remote location Location best location for highway geographically central location Characteristics access within the township would have highway access if
Hwy 17 is realigned
Age 1982 1967 1975 banquet hall, change
rooms and lobby rebuilt after the fire in the early 1980s reported by staff to be reported in 2012 Structural Condition reported by staff to be structurally sound engineering review to be structurally sound structurally sound Roof and ice slab are both past Overall Condition Roof and ice slab are both Roof and ice slab are both their life expectancy past their life expectancy past their life expectancy
Accessibility upgrades are This arena is most in need required of capital expenditures of Considered to be in the best the three condition of the three arenas from a capital conservation standpoint Low ceiling over ice surface High ceiling over ice Ceiling Height/ Low ceiling over ice surface limits its alternative uses surface allows for Suitability for limits its alternative uses alternative uses such as Alternative Uses indoor sports
Land Ownership/ Located on Township property Located on Township property; Located on Township Potential for Land for purchase for however, surrounding lands are property expansion expansion is possible owned by agricultural society no potential for infrastructure
growth of this facility
Mid-demand for ice rentals Lowest demand for ice Ice Rental Demand Highest demand for ice rentals, primarily due to rentals, primarily due to location location
9.3.1.1 Arena Supply and Demand An assessment of the usage statistics indicate that there is little use of the arenas during non-prime-time hours and the arenas are not used during summers. Usage in all three is dominated by hockey.
Overall, Whitewater Region is adequately supplied with indoor ice surfaces, but, in our opinion, would be able to accommodate the declining demand for ice rentals at two arenas. Some of the factors to support that observation are: very high per capita supply compared to other municipalities in the region (1 ice sheet for every 2,336 residents) (as many as Petawawa which has more than twice the population) there are a total of ten ice surfaces within a half hour drive (from Renfrew to Petawawa) little to no non-peak demand for ice rentals (a very good indicator of true demand) little reported need to travel outside of Whitewater Region for ice rentals
Whitewater Region Recreation Master Plan Page 47
Page 143 of 252 MILESTONE STRATEGY
relatively low rental rates, indicating a lack of pricing power past studies alluded to the “declining numbers participating in hockey” very little expressed demand from user groups for additional ice rentals in user group survey little demand for additional ice-related activities participation from the household survey some surveyed households expressed opposition to the emphasis of sports and recreation resources on ice arenas it was reported that, prior to amalgamation, a lack of cooperation between the three rec associations and competition between arenas within Whitewater Region cannibalized the market through price discounts, etc.
Coupled with an abundance of supply, there is declining demand for minor hockey in Whitewater Region (as is the trend across the province). Statistics provided by the Muskrat Minor Hockey indicate that the demand for minor hockey is dropping both in absolute terms and in its penetration into the age groups. The following graphic shows the number of students enrolled vs. the number of hockey registrants by year of birth, illustrating that the penetration of hockey into the youngest hockey age divisions is declining.
Interviewees and household survey respondents mentioned the under-use of the arena floors during the summer. This is an underused asset that has great programming potential for non-ice use (12 month ice use is not an option as none of the arenas have heated slabs). Activities ranging from ball hockey, to box lacrosse, to badminton and tennis are all options.
Recommendation: That options for increased summer use of the arena floors be identified.
Figure 22, Declining Minor Hockey Penetration Rate, 2018 Minor Hockey Registration vs School Enrollment
56 53 40 44
18 16 10 4 2009 2010 2011 2012 BIRTH YEARS
School Enrol Minor Hockey Reg
Source: Brent Gould, Muskrat Minor Hockey, 2018
Given the age of the three arenas, it is inevitable that some of the major components of the facilities will require major capital investments to keep the facilities operating (e.g. arena slab replacement, roof replacement, etc.). It is conceivable that the failure of some of the components could result in facility closure during its operating season. Therefore, the prime question becomes what to do over the short, medium and long term and how to respond to an urgent financial need.
The questions to be addressed are: Should a long term capital program be established to replace the major components of all three arenas before those components fail, or should the Township just monitor capital needs and respond based on magnitude of financial need? If all three facilities will not be maintained over the long term, which facilities would be kept?
The long term options that the Township can consider are:
Whitewater Region Recreation Master Plan Page 48
Page 144 of 252 MILESTONE STRATEGY
1. No decision scenario - Maintain the three arenas until a significant capital expenditure is required and review the situation at that time. a. It is conceivable that none of the major capital components would fail over the next ten years, providing Whitewater Region with 3 arenas for relatively low operational cost. 2. Buy time scenario – Short term maintenance of all three arenas, Long term commitment to just one or two arenas. a. maintain all three arenas with minimum capital expenditures until one requires a major investment and then review optimal course of action then b. maintain all three arenas structurally, however, once a failure to not making major investment in Westmeath Arena’s ice making systems (i.e. slab replacement or major refrigeration investments), thereby phasing it out of service as an ice rink and instead re- purposing Westmeath for other uses (e.g. indoor field house, tennis courts, multipurpose space for programs and rentals but do not make major capital investments into re phase out Westmeath Arena 3. Long Term Economically Efficient Scenario a. Expand one of the arenas to improve operational cost efficiency i. Twinning of either Cobden or Beachburg Arenas b. Replace the three arenas with a single, multi-pad arena/sports complex i. Develop a new single, multi-pad arena/sports complex (either purchasing land adjacent to Cobden or Beachburg arenas or in a new location) with outdoor sports amenities and with room for expansion, perhaps aggregating the outdoor operations of other municipal departments (e.g. Roads) into a large service yard 4. Conduct a Feasibility study for best option from both a financial and community perspective once robust data regarding demand and financials of existing operations are assembled.
9.3.2 Recommended Strategy
The following strategy is based on the current understanding of the facilities, their age and the anticipated capital work. However, if circumstances change in a material way, the strategy should be reviewed. This could include: unanticipated capital expenses, partnership opportunities, Highway 17 realignment, catastrophic damage to one of the arenas, changes in land availability for expansion, municipal boundary reconfiguration, change in potential for alternative uses, etc.
Figure 23, Arena Recommendation
COBDEN ASTROLABE ARENA BEACHBURG ARENA WESTMEATH ARENA Continue to benefit from the Short Term Continue to benefit from the low Continue to benefit from the low low cost operations of the Strategy cost operations of the existing cost operations of the existing existing facility and operating facility and operating plan by facility and operating plan by plan by continuing operations continuing operations and continuing operations and and maintenance as has maintenance as has been done maintenance as has been done been done in the past in the past in the past until there is a major capital conservation expenditure required for the ice system
Conduct a Feasibility study for best option from both a financial and community perspective once robust data regarding demand and financials of existing operations are assembled, include alternative use of Westmeath Arena floor Budget and undertake capital Medium Term Budget and undertake capital Budget and make capital conservation expenditures in Strategy conservation expenditures for conservation expenditures for major both major structural and both major structural and major structural components BUT NOT major ice system ice system components major ice system components components
Whitewater Region Recreation Master Plan Page 49
Page 145 of 252 MILESTONE STRATEGY
COBDEN ASTROLABE ARENA BEACHBURG ARENA WESTMEATH ARENA Capital improvement Respond to major ice system expenditures to improve component breakdown with a accessibility review of the feasibility of continued operations at Beachburg vis-à-vis other ice provision options as discussed in this section.
Long Term preferred arena to maintain a possible site for twinning if Due to: age, remote location, and Strategy over time and possibly twin : 1) Highway 17 was the ability to repurpose the building, realigned closer to it is recommended that Westmeath
Beachburg and 2) additional be phased out as an ice arena over land could be purchased the long term once the low cost operations are no longer possible
due to major component failure. ‘Natural ice’ could be installed and used in the winter for less structured ice activities Put floor space to alternative use This is consistent with the recommendations of the 2012 Westmeath Feasibility Study.
Capital Planning Prepare a long term capital Prepare a long term capital Prepare a long term capital budget budget for all components of budget for all components of for all non-ice system components the arena the arena of the arena
Compressor Overhaul Membrane Coverage of the Roof Recommended Update washrooms Roof repair and painting East Side Ramp Capital Projects improve accessibility Implement recommendations Compressor Motor Replacement Additional storage and from the Civitas Space (completed in 2018) dressing room facilities Needs Study Fire Alarm System and electrical roof replacement box upgrade (completed in 2018) Ice Resurfacer The 2012 Westmeath Strategic Land Acquisition Plan incorporated an engineering ceiling audit of capital projects. The project Implement recommendations list should be updated for both from the Civitas Space Needs relevancy and current cost Study estimates.
Recommendation: 1. That a full long term capital program for capital conservation and capital improvements for the Cobden Astrolabe Arena be done. 2. That the Beachburg Arena be maintained structurally and financial needs monitored annually. 3. That Westmeath Arena be maintained structurally, but its ice system not receive additional major investment.
Whitewater Region Recreation Master Plan Page 50
Page 146 of 252 MILESTONE STRATEGY
4. That a Feasibility Study be undertaken to evaluate the options related to indoor arena development and partnership options.
9.4 Outdoor Rinks
9.4.1 Inventory and Overview
There are two outdoor rink in Whitewater Region. A permanent one is located in Forester’s Falls (picture), municipally-owned and operated by Forester’s Falls Recreation Association. Although operating statistics were not available, rental rates are reported to be $50 per day and the number of rentals was reported by Township staff to be relatively few. The second outdoor rink is the temporary one, installed annually by volunteer labour on the Beachburg Ball Diamond.
Although there is similarity to users, outdoor rinks are not entirely a duplication of indoor arenas. They act as a social hub and allow public/family use during prime times when seasonal rentals do not allow for unscheduled use.
It was mentioned in the household survey that consideration be given to developing an outdoor rink in Cobden. Climate change has made in increasingly difficult to maintain outdoor, unrefrigerated ice throughout the season and insurance coverage is an issue to address. Nevertheless, the Township could choose to support community/volunteer development of an outdoor ice rink having a policy consistent with the approach in Forester’s Falls and Beachburg in that it would be: 1) build/funded by volunteers and 2) the Township’s role would be limited to provide the heavy equipment necessary to do the initial flooding of the rink as is the case in Beachburg. The Sens Foundation could be a funding partner for the community under the “Community Rink” program.
Capital conservation and/or capital improvements required at the Forester’s Falls Outdoor Rink that are budgeted to be undertaken by the Township or volunteers and the potential projects include: Forester’s Outdoor Rink o Oil furnace is very old. It is still working but could stop at any point o Old chimney removal (falling over and taking new one with it) o Steel door replacement o Insulate furnace room o New ceiling in furnace room
Recommendation: Encourage further use of Forester’s Falls outdoor rink. Recommendation: That if there is community support for an outdoor rink in Cobden, that Whitewater Region support it in a manner similar to Beachburg outdoor rink.
9.5 Ball Diamonds
9.5.1 Inventory and Overview
There are four ball diamonds in Whitewater Region, one diamond located in: Cobden, Beachburg, Forester’s Falls and Westmeath. All four diamonds have lighting and maintenance is done by the recreation associations with the Township addressing large capital items.
Whitewater Region Recreation Master Plan Page 51
Page 147 of 252 MILESTONE STRATEGY
Organizers of minor ball in Whitewater Region indicate that demand for minor ball is declining. A review of supply/demand factors indicates that supply and demand are in balance and that no additional diamonds are required at this time. The field lighting at the Forester’s Falls Diamonds has become a safety issues. Over the short term, the imminent danger should be corrected and in the intermediate term, all of the lighting should be replaced.
As is discussed in the Chapter 10, the Space Needs Study has recommended reconfiguration of the park and relocation of the Ball Diamond.
Capital conservation and/or capital improvements required at the Ball Diamonds could be undertaken by the Township or volunteers and the potential projects include: Forester’s Ball Diamond o Some lights are reported to be dangerous and in need of immediate repair ($3,000) o Lighting is old and not energy efficient. Support posts crossers are in bad shape. Longer term: replace all lighting, however, use of the diamonds in the evenings is reported to be low with lights only required for rental to rafting companies (possible cost $25,000 to $30,000) o new player benches o water bottle fill station o new sign
Recommendation: That no additional diamonds be developed.
9.6 Sports Fields
9.6.1 Inventory and Overview
There are no municipal-owned sports fields to accommodate sports such as soccer, field lacrosse, ultimate Frisbee, etc. in Whitewater Region. It is reported that the soccer league uses facilities outside of Whitewater Region. The School Board reported that there is occasional use of the field at the Cobden District Public School although it is not lined as a sports field.
Sports fields are a fundamental facility type and we would expect that the availability of one in Whitewater Region would lead to its use for field sports such as soccer, etc. Provision options include development at the Cobden District Public School or if additional land was to be purchased to expand the Cobden Astrolabe Park, a sport field could be accommodated on that site.
Recommendation: That a site be identified for development of a sports field, preference given to partnership opportunities.
9.7 Play Structures There are several play structures and swing sets in Whitewater Region, located in: LaPasse Park, Cobden Memorial Park, Beachburg Fair Ground, Haley’s Parks (2) and Forester’s Falls Ball Area. Inventory details are contained in Appendix A.
The playgrounds are all reported by Township staff to be “dated” and in need of upgrading.
9.7.1 Playground Inspections
The municipal playgrounds have not been routinely inspected by certified playground inspectors.
Whitewater Region Recreation Master Plan Page 52
Page 148 of 252 MILESTONE STRATEGY
The Canadian Standards Association (CSA) developed and maintains nationally recognized standard on children's play spaces and equipment. The standards apply to public playgrounds, such as those on school grounds, in parks, or at day care centres or motels. The CSA Standard provides detailed information about materials, installation, strength of the equipment, surfacing, inspection, maintenance, performance requirements, access to the playground, play space layout and specifications for each type of equipment.
In Ontario, playground inspection certification is offered by several professional organizations and Whitewater Region should have at least one of its field staff trained and certified for playground certification. Recommendations: 1. Have play equipment meet the CSA children’s play spaces and equipment standard as soon as possible. 2. Have a certified inspector on staff who meets the requirements to be a Registered Playground Practitioner in the Province of Ontario 3. Do a monthly playground inspection and fully document what was inspected and what deficiencies where found. 4. Give inspectors the authority to close playground sites if deficiencies are found. 5 Signage regarding age suitability for play structures should be posted.
9.7.2 School Playgrounds
In addition to the playgrounds and play structures on municipal and recreation association playgrounds, the Renfrew County Board of Education has playgrounds on its properties. The playground at the Cobden Public School was originally constructed by the Cobden Community School Association and the former Village of Cobden in partnership with the School Board in 1991. There is an expired joint use agreement dated 1991 between the Village of Cobden and the Renfrew County Board of Education for public access to the playground on the school site. In addition to playground access, it is the School Board’s policy to make their indoor (e.g. gymnasium) and outdoor facilities (e.g. sports fields) available to the public and community groups when booked online through their eBook system. Recommendation: 1. Update the joint use agreement with the Renfrew County Board of Education and expand it to include all schools and school facilities in Whitewater Region. 2. Negotiate similar agreements with other schools in Whitewater Region to acquire public access to indoor and outdoor school facilities.
9.7.3 New Playgrounds
Ideally, playgrounds would be within walking distance of residences, however, since that is not possible, it is important to aggregate them with other park uses as has been done at Forester’s Fall and Beachburg , etc. with Ball Diamonds and sports facilities.
It has been recommended in the space needs study that if the Cobden Astrolabe Park was to be redeveloped, consideration could be given to including a play structure and/or a splash pad.
Planning for new or redeveloped playgrounds should ensure that play structures are designed and suitable for all age groups and signage regarding age suitability for play structures should be posted. Recommendations: 1. Consideration be given to the development of a splash pad, perhaps at Cobden Astrolabe Park.
2. New or redeveloped playgrounds should ensure that play structures are suitable for all age groups and signage regarding age suitability for play structures should be posted.
Whitewater Region Recreation Master Plan Page 53
Page 149 of 252 MILESTONE STRATEGY
9.8 Halls and Multi-Purpose Rooms
9.8.1 Inventory and Overview
Halls and Multipurpose rooms provide important venues for the delivery of recreation and culture programs as well as for private rentals to residents and employers of Whitewater Region. There are several halls in Whitewater Region.
The total inventory of halls and multi-purpose spaces are:
Beachburg Cobden Legion Beachburg Public School Cobden Public School Beachburg Agricultural Heritage Hall Civitan Club House Beachburg Lions Hall Curling Club Beachburg Orange Hall Forester’s Falls: Beachburg Arena slab (summer use) and Recreation Hall Activity Room (small) Forester’s Falls Fire Station Cobden: Lapasse: Cobden Arena Astrolabe slab (summer use) Lapasse Hall and Activity Room (upstairs) Westmeath: Cobden Agriculture Hall Westmeath Arena slab (summer use) and Community Hall – Municipal Building upstairs hall
In addition, there are several other facilities (churches, etc.) that can be used for small gatherings or meetings.
The halls in the Cobden, Beachburg and Westmeath arenas are of varying degrees of utility as a multi- purpose room and all currently managed by the local recreation associations. However, the Township is currently negotiating an agreement with the Westmeath District Recreation Association (WDRA) to run the community hall in the Westmeath Arena.
“Access to school gyms” was the number one ranked facility issue raised in the household survey. Gym access should be a component of the agreement to be negotiated with the Renfrew District Public School Board. The public currently has access to the Public school gyms by Board policy but not ensure by an agreement with the Board. Residents can be booked online through the School Board’s online registration system.
There were no specific issues raised regarding community halls in either the Household Survey or the User Group Survey and it was not reported that there was insufficient spaces for use. The concurrent space needs study is investigating accessibility issues with the Cobden and Beachburg Arenas and will be reporting costs separately. Recommendations: 1. Collect and maintain inventory and contact information of halls and publicly-available multi-purpose spaces. 2. Include halls and multi-purpose spaces in Booking Software to enable on- line viewing and/or booking.
Indoor Swimming
9.8.2 Inventory and Overview
There are no public indoor swimming facilities in Whitewater Region. Many Whitewater Region residents reported that they use Pembroke’s 25m., 6 lane Kinsman Pool.
Whitewater Region Recreation Master Plan Page 54
Page 150 of 252 MILESTONE STRATEGY
A somewhat significant number of respondents to the household survey indicated that members of their household have used an indoor public swimming in the past 12 months. Furthermore, interest in a single, multi-purpose recreation centre was raised by numerous household survey respondents. In addition, the 2012 Westmeath Arena Strategic Plan and Feasibility Study contemplated a centralized Sports & Aquatic Complex for Whitewater Region. Indoor Pools operate at a deficit and the subsidy required to support not only capital costs but ongoing operations would be considerable. With a population base of seven thousand, there is insufficient demand to make an indoor pool economically feasible. We do not recommend pursuing an indoor swimming pool at this time.
Currently there are non-resident fees imposed by Pembroke on non-residents who use some Kinsmen Pool services. Non-resident surcharges range from: zero for public swimming and pool rental, to $30 for 3, 6 or 12 month memberships (as low as 6.6% surcharge for 12 family membership) to up to an 88% surcharge on high-level swimming lessons. Often, a non-resident fee in another municipality is more cost effective for residents than an increase in property taxes to subsidize capital and operating costs. Therefore, since access to the Pembroke Pool is important to some Whitewater Region residents, it is recommended that Township staff monitor their permission to swim at the pool.
Some municipalities have created partnerships with local hotels, health clubs, etc. that have swimming pools, fitness facilities, etc. to permit public access to those facilities. Therefore, it is recommended that if an existing facility was to be expanded or if a hotel or other such facility was to be developed in Whitewater Region, that Township staff explore the possibility of public access and a cost sharing agreement with the developer. It was mentioned in the household survey that a model for such a partnership may be to examine the Best Western gym/pool facility in Pembroke.
Recommendation: 1. That a stand-alone, municipally owned and operated indoor swimming pool not be developed.
2. Township staff explore the possibility of public access and a cost sharing agreement with future developers of any aquatic or fitness facility.
3. That Township staff monitor Pembroke’s Kinsman Pool access policy to ensure access by Whitewater Region residents.
9.9 Ross Museum and Whitewater Historical Society
9.9.1 Inventory and Overview
Located in the community of Forester’s Falls, the Ross Museum was established in 1995. It is the main focus of the Whitewater Historical Society which was established in 1985 to promote and preserve local history and collections. The Ross Museum has five buildings which includes the Ross House (a replica of an 1800’s home), the Exhibit Hall (the former Ross Township Fire Hall), the Drive Shed, the Resource Centre and the recently acquired St. Aidan’s Church. In addition to the Museum’s collections and records, the Museum hosts several events &and activities throughout the year.
Whitewater Region Recreation Master Plan Page 55
Page 151 of 252 MILESTONE STRATEGY
The Museum is dependent upon its volunteers for its operation. The four volunteers currently operating the Museum recently indicated to the Township that they would be stepping down from their operating role. In response, several other community members have recently volunteered to take a leadership role at the Museum. They will require ongoing support from the Township with special attention to its ongoing sustainability.
Capital projects at the Museum are numerous but are generally minor in nature. In 2017, the Township budgeted for replacement of the museum roof at an estimate cost of $7,500. Several other projects have been identified, including brick work repair to the recently acquired St. Aiden’s Church. A long term capital strategy of identifying and prioritizing capital projects and identifying funding sources should be undertaken. Recommendations: 1. Whitewater Region staff work with the Whitewater Historical Society members to assist with volunteer recruitment to strengthen the Whitewater Historical Society and support operation of the Ross Museum. 2. Prepare a long term capital budget for the Museum.
9.10 Library There are three branches of the Library in Whitewater Region; located in: Cobden, Beachburg and Forester’s Falls.
There were no particular issues raised regarding the library. Staff of the Cobden Branch indicated that they could use additional space, however, the current building would not accommodate expansion.
Also, some patrons have recommended to library staff that they consider adopting a ‘1-800’ line so that calls to the library can be toll-free from anywhere in the municipality. This being the case, it is recommended that either staff explore opportunities for a 1-800 number to alleviate some residents’ long distance charges or the library be connected to the Whitewater Region Township toll-free service. Recommendations: 1. Explore opportunities for a 1-800 number for the library to alleviate some residents’ long distance costs to access the library.
9.11 Other Facilities
9.11.1 BMX “Pump” Track
A BMX “Pump” track was developed by volunteers of the Beachburg Off-Road Cycling Association (BORCA) on the north corner of the Beachburg Fairgrounds. It is reported to be well used and given the relatively small amount of land required and the relatively inexpensive cost to develop it, it may be a model for replication in other parts of Whitewater Region.
9.11.2 Beach Volleyball
The second facility type is the outdoor, ‘beach’ volleyball court, developed on the Beachburg Fairgrounds. Given that it is easily installed at the beginning of the season and requires little ongoing maintenance requirements through the season, like the BMX Pump track, if demand exists, it could be replicated at other parks in Whitewater Region.
Whitewater Region Recreation Master Plan Page 56
Page 152 of 252 MILESTONE STRATEGY
10 Parks, Open Spaces, Trails, Beaches and Boat Launches
10.1 Inventory and Overview The inventory or Parks, Open Space, Beaches in Whitewater Region is contained in Appendix A. Information regarding size, ownership, amenities and use is limited as this is the Township`s first consolidation of inventory information. Recommendation: That a full inventory of parks, open spaces, trails, beaches, etc. be collected and maintained.
10.2 Priority Issues from the Household Survey In the household survey, respondents were asked to indicate their household’s level of: 1) importance and 2) satisfaction with a list of park, facility and program services. By calculating the degree of difference between importance and satisfaction, we are able to identify the services that are the priorities for the Recreation Master Plan to address. The following table shows various park types, sorted from highest to lowest priority to be addressed in the Recreation Master Plan. Differences of means with a negative number imply that the service had a higher level of importance than satisfaction, meaning that existing services can be improved. Conversely, those services with a positive difference of mean imply that the service level exceeds the importance placed on the service and that the service level does not need to be improved. All parks services that were questioned services indicate that there is room for improvement.
Figure 24, Park and Open Space Priorities from the Household Survey
IMPORTANCE SATISFACTION DIFFERENCE OF MEANS Beaches 3.94 2.85 -1.09 Trails and Connections 3.93 3.21 -0.72 Municipal Parks 3.92 3.3 -0.62 Boat Launches 3.67 3.29 -0.38 Woodlands 3.97 3.66 -0.31
10.3 Parks and Open Space
There are several issues to be addressed related to parks and open space, specifically: Parks and Open Space Classification System Parkland Provision Creation of a ‘Signature’ Park for Whitewater Region Park Signage Renfrew Official Plan
Whitewater Region Recreation Master Plan Page 57
Page 153 of 252 MILESTONE STRATEGY
10.3.1 Parks and Open Space Classification System
The Parks and Open Space system has many roles. It provides active and passive recreation space, beautifies the environment, provides habitat for wildlife, and can provide an attraction to visitors from outside the community. As the Township grows, the parks and open space system should be developed in a structured manner following sound park planning practises. The result will be a fully functioning system of: public parks, publicly accessible open spaces, trails, beaches, boat launches, etc. with each component of the open space system relating to the other elements of the system.
A park and open space classification system provides structure and organization to the various components of the open space system. Although the Renfrew Official Plan references parkland dedication issues, it does not contain a comprehensive parks and open space classification system. We recommend Council’s approval of a classification system and consideration to its inclusion into the County’s Official Plan.
The recommended classification system is hierarchical and contains three classifications: Neighbourhood Parks, Community Parks and Regional Parks. The system is based on a “Central Place theory” in which largest parks (i.e. Regional Parks) provide the amenities and facilities that serve (and require) the population of the entire area. Ideally, these parks are centrally located. The second order of park is the intermediate sized, Community Parks. They provide the amenities that require a smaller threshold population to support them and amenities for which residents are not usually prepared to travel great distances. Aggregation of these amenities results in efficiencies of use and economies of maintenance. Neighbourhood Parks are the third order and are the smallest parks, ideally situated within walking distance of the homes of all residents. Variations of the Neighbourhood Parks are Parkettes and Tot Lots. Neighbourhood Parks should contain amenities that augment that of the private open space of each residence and serve as a neighbourhood meeting place.
Within the hierarchy, higher order parks often contain the amenities of lower order parks; i.e., proximity of a residence to a Community Park with Neighbourhood Park amenities precludes the need to provide a Neighbourhood Park.
Schoolyards often serve a mix of Neighbourhood Park and Community Park functions and although the lands are publicly accessible, we do not recommend that they be included in the calculation of municipal open space unless the Township has full control to develop and use the land under a joint use agreement. Other forms of public open space must be considered when drawing conclusions regarding the adequacy of the parks and open space supply. A description of each park types follows.
10.3.1.1 Neighbourhood Parks Neighbourhood parks are defined primarily by their proximity to their users and the level of amenities contained therein. Neighbourhood parks cater to the needs of area residents. They typically contain amenities serving children and older adults such as: playground equipment, benches, and walkways. Larger Neighbourhood Parks might contain junior sports fields and diamonds; however, Neighbourhood Parks are sometimes not good locations for these amenities because of the typical lack of parking and proximity to residences compromises design and use. These parks should be no smaller than 0.5 ac. This size is the minimum to incorporate the necessary amenities. Any smaller and they cannot satisfactorily accommodate the amenities and maintenance becomes expensive. The maximum size should be 2.0 ac. as anything larger begins to attract park uses that are incompatible with adjacent land uses such as sports fields and attracts the number of people that may compromise the safety of young children playing in the park.
10.3.1.2 Community Parks Community Parks are often facility sites, accommodating indoor and/or outdoor facilities. Because users often come to Community Parks by vehicle, parking is an important consideration.
Whitewater Region Recreation Master Plan Page 58
Page 154 of 252 MILESTONE STRATEGY
Although a central location is ideal, the location of Community Parks is less dependent on proximity to residences than on factors such as: good vehicular access, adequate parking, and separation from incompatible uses (especially important to be separated form residences if lighting is to be installed). Community Parks should be approximately 10 acres or larger to accommodate the facilities and sports fields that they might be called upon to contain, either now or in the future as needs arise. Parks developed in conjunction with schools are typically Community level parks.
10.3.1.3 Regional Parks / Special Open Spaces This is a broad category encompassing a variety of Parks and Open Spaces such as County or Provincial Parks, Conservation Areas, trail systems, etc. Although Regional Parks are an important attribute to the open space system, they are not population dependent (i.e. the size of Regional Parks is not correlated to the local population), thus, there are no guidelines for their provision. Rather, they are established based on either: 1) seizing the opportunity to acquire or gain access to land, or 2) providing space for the types of amenities that they would contain (e.g. abandoned railways for trails). Recommendation: That the Township adopt the parkland classification system as a basis for development of the parks and open space system.
The chart on the following page summarizes the recommended parks and open space hierarchy.
Whitewater Region Recreation Master Plan Page 59
Page 155 of 252 MILESTONE STRATEGY
Figure 25, Proposed Parks and Open Space Classification System
Park or Open Sub-Categories Description Preferred Location Criteria Facilities Space Type Size
Park furniture (e.g. benches, tables, Neighbourhood Parkettes Neighbourhood Parks primarily serve the Minimum of Walking distance etc.) Park passive recreational and social needs of 0.5 acres to (0.5 to 0.8 km.) Tot Lots Playground equipment, age appropriate residents within walking distance of the park. a maximum from furthest for the area population of 2 acres. residence served Occasionally, small parcels of land less than by the park. Park-school combinations the preferred size may be provided (especially Often pressed into service as minor within commercial areas) for aesthetic relief in sports fields although Community parks urban design. They also provide rest are the appropriate parks for sports opportunities for visitors to the area (e.g. fields. shoppers, employees, etc.). Sports Fields Community Athletic Fields Community Parks serve the active recreational 10 acre Centrally located Indoor facilities Park needs of residents. Often planned in conjunction with good District Parks with schools in order to achieve optimal use and vehicular access. Off street parking to benefit from joint use agreements. Washrooms Lighting Multiple purpose parks, with year-round Trails activities, often containing the Township’s indoor Forested areas facilities. Water features May provide limited Neighbourhood Park functions Heritage or tourism attractions Regional Parks Special Areas of community significance, containing Dependent Regional lands Indoor facilities requiring a large Open special features on use and are destination population to make viable. Space availability. attractions for May accommodate a unique heritage, cultural Trails Trails local residents or natural area. Off street parking Conservatio and attract Washrooms n Areas May provide limited Community Park functions. visitors by Provincial vehicle, thus,
Parks location is not critical. Page 156 of 252
Whitewater Region Recreation Master Plan Page 60 MILESTONE STRATEGY
Furthermore, to ensure parkland is properly acquired through the development approval process, the following steps should be taken: Plans of subdivision should require a dedication of land as per the Planning Act. The Official Plan and Bylaws of Whitewater Region and Renfrew County should contain prescribed policies enabling the parkland dedication as required by the Ontario Planning Act. Where sufficient size can be conveyed, land should be conveyed as opposed to payment-in-lieu of parkland. Dedicated parkland should be of a suitable size, location and configuration to optimize use by adjacent residents.
10.3.2 Parkland Provision
The ‘standard’ ratio for parkland provision per capita is 1 hectare per 1,000 population. This is the implied provision inherent in a 5% residential parkland dedication in a ‘standard’ subdivision as embodied in the Planning Act. It is also a guideline adopted by many Ontario municipalities as their goal for parkland provision. Furthermore, local parks should be available within walking distance.
Although setting a population based ratio target for the provision of parkland is useful, there are inherent problems. Determining the adequacy of parkland simply on the basis of the ratio of parkland to population ignores unique local attributes such as: the supply of other types of open space, the way in which people use the open spaces, and the amount of private open space. Rarely does a population based ratio correlate to either need or the reality of use, especially in rural areas where both public and private open space opportunities abound.
Therefore, at this stage of Whitewater Region’s development, although a population based ratio target for the provision of parkland is necessary, we do not recommend that it be seen as the only measure of the adequacy or inadequacy of parkland. Rather, the Township should also consider measures such as expressed community demand/deficiency and the spatial needs to accommodate programming and facilities. Recommendation: 1. That the Township adopt a population based ratio target for the provision of Neighbourhood level parkland of 1 hectare per 1,000 residents. 2. That a park be within walking distance of all population centres.
10.3.3 Parkland Dedication
Although the County is responsible for development approval, it is important that Whitewater Region staff have a good understanding of park planning criteria and have input into the pertinent aspects of development review.
Under the Ontario Planning Act, a conveyance of land for park purposes is required as a condition of development or redevelopment of land. The Act prescribes that certain Official Plan policies must be in effect as well as bylaws to enact the Official Plan policies. The Renfrew Official Plan is the statutory plan for Whitewater Region and it contains the required policies prescribed under the Planning Act.
However, the Township does not have a set of guidelines to describe the Town’s expectations with regard to the land to be conveyed and the state in which that land should be conveyed. Guidelines would serve both to inform the development community as to the Town’s expectations and to ensure that parkland dedication is best suited to its intended use. We recommend that the Township adopt the criteria for site plan approval, including: Parks should be located to provide for future opportunities to expand the area of the park through adjacent development or redevelopment. Parks should be located to maximize visibility and access to the local residents.
Whitewater Region Recreation Master Plan Page 61
Page 157 of 252 MILESTONE STRATEGY
Where possible and, in the opinion of the Town, practical, parks and other public open space should be located adjacent to schools to enable and facilitate joint use of facilities. However, school sites designated as such in plans for approval shall not be considered part of the statutory parkland dedication. Parks shall be of a configuration acceptable to the Township. Private open space should not preclude the need for the full dedication of publicly owned open space. No part of the statutory parkland dedication should be used for storm water management. However, storm water ponds may be located adjacent to public open space. No part of the statutory parkland dedication should be environmentally sensitive or hazard land. For reasons of safety, there should be the ability to provide at least two point of access to/from each park. Recommendation: That the Township adopt criteria to define suitable lands for parkland dedication from a development or redevelopment.
Furthermore, development agreements should state the County/Township’s expectations with regard to the land being conveyed to the Township. For example, development agreements could specifically state: Parkland dedication should be conveyed to the Township in a state suitable for parks purposes. Lands should be graded and sodded, and include basic park furniture such as park benches and tables. Minimum standards for conveyance should be at the expense of the developer. All standard residential utilities should be provided to the park site. Conveyances should be free of easements and encumbrances, including below grade sub- structures. Recommendation: That the County/Township’s standard development agreement include specific requirements for the conveyance of parkland.
In situations where the conveyance of land is not practical, the Planning Act allows for a municipality to require a Payment-in-Lieu (PIL) (formerly referred to as ‘cash-in-lieu’ or CIL). The Township’s Strategic Plan identified the need for a policy regarding “Cash-in-Lieu” of Parkland dedication (now referred to as ‘Payment-in-Lieu’ or PIL in the current Planning Act). The policy should set out the conditions under which PIL would be taken instead of land, what the funds should be used for, etc. Recommendation: That the Township prepare a Payment in Lieu of Parkland Policy.
10.3.4 Creation of a Regional Park for Whitewater Region
There is not a true Township level park in Whitewater Region. The lands where the arenas and diamonds are located are either fully used (Westmeath) or shared with the local Agricultural Society (Beachburg and Cobden). Although Veteran`s Memorial Park in Cobden is high profile and offers many amenities, the camping sites within Veteran`s Park is seen by some to be undesirable and diminishes the park`s potential.
Consideration should be given to the assembly of land for future use as a Township-wide, Regional level park, either expanding an existing site such as the Astrolabe Park in Cobden or at another location. Recommendation: That the Township consider the creation of a Regional Park.
10.3.5 Park Signage
Park signage is inconsistent across the municipality and some municipal parks do not have signs indicating that they are municipal lands. Staff have expressed interest in having a comprehensive program to update municipal signs at all parks, facilities, beaches and boat launches
Whitewater Region Recreation Master Plan Page 62
Page 158 of 252 MILESTONE STRATEGY
Recommendation: That the Township undertake a signage program to install and/or update signs at all municipal recreation facilities.
10.4 Park and Open Space Analysis The following sections describe issues and recommendations specific to each of the parks and open spaces.
10.4.1 Cobden Veteran’s Memorial Park
The Cobden Veteran’s Memorial Park is located on Highway 17 in Cobden. The Park contains: Cobden Visitor Centre Memorial to the war veterans Access to Muskrat lake Walking path (linking it to the Cobden Beach Park to the south) Overnight camping sites Parking
The volunteer operated, Cobden Visitor Centre is located on- site. It is Cobden’s primary information source for visitors to Whitewater Region.
There are ten camping sites, capable of accommodating tents and small RV’s. Payment is made through the Visitor Centre, often on the honour system and historically generated little more than a thousand dollars annually. Camping sites within Veteran`s Park is seen by some to be undesirable and diminishes the park`s potential as a day use park destination. Camping
Recommended improvements are: Upgrade park signage to be consistent with Whitewater Region standard signage Improve walking trail to make/improve accessibility Remove camping and open access to the waterfront from the park.
10.4.2 Cobden Beach Park and Boat Launch
The Cobden Beach Park is located just south of the Veteran’s Memorial Park and is linked by the waterfront to Muskrat Lake. The Park contains: Beach Access Boat Launch Dock Washrooms Limited parking
`Beaches` were the top park/open space issue in the household survey.
The swim program, which was previously held at Muskrat Lake was moved to Little Lakes. Household survey respondents mentioned the need to improve water quality at Muskrat Lake and Township staff have noted the need to explore initiatives to deal with seagull feces at the beach.
The Renfrew County District Health Unit monitors water quality weekly at the various beaches including Muskrat Land and Little Lakes. For the past several years, water quality in Muskrat Lake has led to the closure of the Lake for swimming. In September of 2017, Whitewater Region entered into an agreement
Whitewater Region Recreation Master Plan Page 63
Page 159 of 252 MILESTONE STRATEGY with the Muskrat Watershed Council for a Muskrat Beach Aeration System project to rectify the water quality issue. The Muskrat Watershed Council will be responsible for project initiation, completion and maintenance
The use of the Boat launch for tournaments at this location is of significant concern. During tournaments, there is insufficient space to accommodate the many vehicles and trailers that are left on shore.
Recommended improvements are: Identify off-site parking options for tournaments Upgrade park signage to be consistent with Whitewater Region standard signage Inspect existing playground equipment and consider upgrading equipment to provide equipment suitable for all age groups More amenities such as a swing set Improve walking trail to link the Veteran’s Memorial Park and the Cobden Beach Park Update washrooms and improve accessibility Identify means to control the seagull feces problem at the beach
10.4.3 Cobden Astrolabe Arena/Agricultural Park
Ownership of the Arena/Agricultural Park lands is split between the Township and the Cobden Agricultural Society. The arena is located on Township land, however, the ball diamonds are on Agricultural Society land. The lands contain: Cobden Astrolabe Arena Ball diamond Cobden Agricultural Recreation Hall Curling Club Parking
There are several issues with the Park: There is no land to twin the arena if that was a desired option there is insufficient parking the arena is not fully accessible
The space needs study which is being undertaken current with the Mater Plan has resulted in a preliminary recommendation to make the following changes to the Cobden Astrolabe Arena/Agricultural Park:
Phase 1 Purchase additional land to expand the park Phase 2 Build parking lot and front entrance to the arena on the purchased property to help with land constraint issues of current parking lot Move existing ball diamond to developed area Develop a ‘signature park’ in this parcel of land Explore the interest of a sports field Explore the opportunity for a splash pad Phase 3 Update current facility to accessibility standards Phase 4 Additional storage and dressing room facilities
In addition, it is recommended that:
Whitewater Region Recreation Master Plan Page 64
Page 160 of 252 MILESTONE STRATEGY
Consider land ownership exchanges between the Ag Society and the Township to secure the lands under the ball diamond. Upgrade park signage to be consistent with Whitewater Region standard signage
10.4.4 Beachburg Fairgrounds
Except for the land under and immediately surrounding the arena, the Beachburg Fairground lands are owned by the Beachburg Agricultural Society. The Fairgrounds contain: Beachburg Arena Ball diamond (outdoor rink in winter) Playground outdoor, sand-based volleyball court BMX ‘Pump’ track Agricultural Society buildings Parking
Any improvements to the site require approval by the Agricultural Society. Recommended improvements are: Upgrade park signage to be consistent with Whitewater Region standard signage
10.4.5 Haley’s Town Site Park(s)
There are two parcels of parkland in Haley. The first park parcel is located at the north corner of Magnesium Road and Tammy Trail. It contains: swing set unmaintained tennis courts, now used as a multi-purpose space with a basketball net having been placed on the hard surface by community members
The second park parcel is located in the between Tammy Trail and Heather Place. The park contains: a slide swing set lighting open grassed area
Staff have suggested selling the first parcel and developing the second park parcel with the proceeds from the sale of the other park. We have not examined the feasibility of this option.
Recommended improvements are: Upgrade park signage to be consistent with Whitewater Region standard signage Remove or resurface the tennis/basketball courts Examine the economic feasibility of staff`s suggestion to sell one parcel of parkland to finance development of the other park site.
Whitewater Region Recreation Master Plan Page 65
Page 161 of 252 MILESTONE STRATEGY
10.4.6 Forester’s Falls Park
Forester’s Falls Park is owned by Whitewater Region and managed by the Forester’s Falls Athletic Association. The Parks contains: Ball diamond with bleachers Playground/Swing set Washrooms Food concession building Parking
Recommended improvements are: Upgrade park signage to be consistent with Whitewater Region standard signage Inspect existing playground equipment and consider upgrading equipment to provide equipment suitable for all age groups Ball diamond improvements/up keep
10.4.7 Westmeath Rink and Recreation Grounds
Westmeath Rink and Recreation grounds contain the arena and ball diamond. The lands are owned by the Township. The arena is managed by the Township and the ball diamonds are managed by the Recreation Association. The site is constrained without room for expansion or the addition of other facilities.
Recommended improvements are: Inspect existing playground equipment and consider upgrading equipment to provide equipment suitable for all age groups
10.4.8 LaPasse Park
LaPasse offers: boating, fishing and swimming on the Ottawa River. The LaPasse Park includes: a play structure, basketball court area, park bench and parking.
Recommended improvements are: Upgrade park signage to be consistent with Whitewater Region standard signage Inspect existing playground equipment and consider upgrading equipment to provide equipment suitable for all age groups Enter into an agreement for land use to ensure viable access to this park Replace or improve basketball court area
Whitewater Region Recreation Master Plan Page 66
Page 162 of 252 MILESTONE STRATEGY
10.4.9 Westmeath Scenic Lookout
Located on the drive into Westmeath, the Westmeath Scenic Lookout is a day use spot. The lookout contains a pergola, however, there are no other amenities. The site is steep and of limited utility beyond passive uses.
To support its passive use, washroom facilities have been considered by staff. Recommended improvements are: ensure washroom facilities are available seasonally on site
10.4.10 Little Lakes Beach and Boat Launch
Little Lakes Beach near Beachburg is the primary outdoor swimming location in Whitewater Region and is a popular fishing location. A boat launch is available from the beach sufficient to accommodate non-powered boats. There is no lifeguard on duty.
Little Lakes was the location of learn to swim lessons prior to 2017 when the lessons couldn`t be offered due to lack of qualified swim instructors. In 2017, the Township partnered with swim lessons in Bonnechere Valley and the City of Pembroke.
Prior to 2017, facilities included: a beach, limited parking and a picnic table. In 2017, washrooms, change rooms, park furniture, sign and another shelter with a picnic table were installed. Facilities will be open spring, summer and fall.
Prior to 2017, Whitewater Region’s learn to swim program was held at Little Lakes after inconsistent water quality was experienced at Cobden Beach where it had been previously offered.
Recommendation: 1. Explore that the Little Lakes be promoted as an engine free lake.
2. Explore that the Little Lakes be stocked with fish.
Recommended improvements to Little Lakes Beach include: Stock lake with trout to encourage anglers. 10.5 Boat Launches There are seven boat launches in Whitewater Region: Acres Boat Launch Cobden Beach Park and Boat Launch (discussed in previous section) La Passe Boat Launch Little Lakes (discussed in previous section) Muskrat River Boat Launch (2) Westmeath Boat Launch
10.5.1 Issues
There are three general issues to address related to the boat launches. The first issue is that tournament use of the boat launches interferes with Whitewater Region residents` use as there is typically no parking available at the launch sites during tournaments. It is recommended that Whitewater Region identify off-site parking locations for vehicles and trailers. Furthermore, parking in
Whitewater Region Recreation Master Plan Page 67
Page 163 of 252 MILESTONE STRATEGY front of ramps should be made a parking infraction and signage at the boat launches should indicate the penalties for doing so. Recommendation: 1. Identify off-site parking locations for vehicles and trailers. 2. Parking violation for parking in front of ramp.
The second issue is that there is no charge for use of the boat launches other than for tournaments. Any charges would have to be on an honorary basis as cost to collect would exceed the revenue. As a means to generate revenue from the boat launches, Whitewater Region should explore advertising opportunities at Boat Launches to generate revenue to offset operating costs. Recommendation: 3. Explore revenue generating opportunities to sell advertising at the Boat Launches.
The third issue the that there are no access points near the white water portions of the Ottawa River that enable residents to put-in and take-out their kayaks, etc. The issue was identified several times in the household survey as needing to be addressed. At the present time, kayakers must purchase a day or season pass to RiverRun Rafting to use their facilities at a cost of $12 per day or $69 (which includes parking and access to washrooms). Wilderness rafting charges the public $8 ($80 for season pass) to take out a kayak on their property. To address this issue, it is recommended that the Township identify open or unopened road allowances leading to potential water access and create a riverside Parkette. These points could include picnic areas. Recommendation: 4. Identify open or unopened road allowances leading to potential water access to create a riverside Parkette for River access for kayakers.
10.5.2 Acres Boat Launch
Acres Boat Launch is located on the Ottawa River, south of Forester`s Falls at the end of Acres Road. It has a boat ramp and a parking area.
It is located south of the facilities for Owl Rafting and Wilderness Tours and provides a location where kayakers and other can remove their boats from the river.
Recommended improvements include: Upgrade signage to be consistent with Whitewater Region standard signage
10.5.3 Muskrat River Boat Launches
There are two boat launches on the Muskrat River. The first is located at the corner of Faught and Cornerview Roads. It is a single access, gravel ramp. Recommended improvements include: Upgrade signage to be consistent with Whitewater Region standard signage
The second Muskrat River Boat Launch is located at Hwy 17 Meath Hill Road. There is a sizable parking lot and a concrete ramp to the water. Recommended improvements include: Upgrade signage to be consistent with Whitewater Region standard signage
Whitewater Region Recreation Master Plan Page 68
Page 164 of 252 MILESTONE STRATEGY
10.5.4 Westmeath Boat Launch
The Westmeath Boat Launch is located at the end of Synton Street. There is a sizable parking lot and a concrete ramp to the water as well as a long earthen spit protecting the ramp and bay. Both LaPasse and Westmeath boat launches are leased from the Federal Department of Oceans & Fisheries (DFO). Recommended improvements include: Upgrade signage to be consistent with Whitewater Region standard signage
10.5.5 LaPasse Boat Launch
The La Passe Boat Ramp is located on Lacroix Bay Road in La Passe. It is reported to be shallow and would benefit from increasing the water depth.
Both LaPasse and Westmeath boat launches are leased from the Federal Department of Oceans & Fisheries (DFO). Recommended improvements include: Upgrade signage to be consistent with Whitewater Region standard signage Explore initiatives with the Oceans & Fisheries for dredging develop washroom facilities Repair lights 10.6 Regional Parks
10.6.1 Westmeath Provincial Park
The Westmeath Provincial Park is a 610 ha. undeveloped, “Natural Environment” park bordering the Ottawa River. It is located On Bellows Bay of the Ottawa River and features a long sandy beach and an active sand spit. It is one of the most pristine sand dune and wetland complexes along the southern Ottawa River
There are no visitor facilities, however, hiking, boating, swimming and nature study are possible. Although the park is accessible by road, there is no parking. A park boundary sign is posted near a gated access road which enters the park. Vehicles may be parked near this entrance but must avoid restricting access to the gate. Users may only access the park by non-mechanized methods such as walking or biking. The park is also accessible by water by navigating upstream along the Ottawa River.
Input during consultation indicated a desire to access the park and the Ottawa River through the park. Consideration should be given to creating an area for parking at the gates of the park. Recommendation: Consult with the Ontario Parks to create a parking area so that users can drive to the park.
10.6.2 Westmeath Bog Conservation Reserve
The Westmeath Bog Conservation Reserve is 43 hectares in size, located south of Westmeath and north of Beachburg. The site is completely surrounded by privately owned land, currently with no trail or road access.
Whitewater Region Recreation Master Plan Page 69
Page 165 of 252 MILESTONE STRATEGY
Ontario’s Management Statement for the Conservation Reserve indicated that the recreational value of the site is “primarily local in nature, restricted to adjacent landowners that may utilize the site for hunting activities. There has been some interest exhibited by local naturalists who wish to access the site for the purpose of research, nature appreciation and photography. This is a recreational value that is currently underutilized due to the access limitations.” Furthermore, it states, “Facility infrastructure and development for recreational and/or educational purposes may be considered in the future if there is a demonstrated demand for such facilities. A more detailed management plan would be required at that time.”
Although the Reserve has recreational potential, given its landlocked status and other undeveloped opportunities in the area (i.e. Westmeath Provincial Park), no action is recommended at this time.
10.6.3 Ottawa River Provincial Park
The Ottawa River Provincial Park is a 125 ha. undeveloped, “Waterway” park on the Ottawa River, primarily consisting of river and islands. There are no visitor facilities and commercial white-water rafting companies account for most of the present use of the waterways, with some use by kayakers. The Ottawa River Provincial Park is an asset to Whitewater Region and the source of indirect economic impact.
The one issue raised with regard to the Park, more specifically to the access to the River, was the lack of public land on the Ottawa River at which local kayakers could use to remove their kayaks from the water. At the present time, kayakers must purchase a day or season pass to RiverRun Rafting to use their facilities at a cost of $12 per day or $69 (which includes parking and access to washrooms).
As was discussed in the previous section, it is recommended that the Township identify one or more open or unopened road allowances leading to potential water access and create a riverside Parkette/picnic areas with: water ramp for kayak and raft use, picnic tables, and benches. 10.7 Trails and Connections Whitewater Region’s natural attributes naturally lend to use of trails for outdoor recreation. Results of the household survey also indicated that trails are an important element of the recreation for Whitewater Region’s residents. Furthermore, as demonstrated with the various cycling events recently held in Whitewater Region, there is demand for both off-road and on-road cycling opportunities.
The abandoned CP corridor which runs for 296 from Smiths Falls to Mattawa, was acquired by a government consortium including the County of Renfrew. The multi-use, four season trail was named the Ottawa Valley Recreation Trail (OVRT) and the portion running through Whitewater Region is part of the 219 km segment of the OVRT referred to as the Algonquin Trail.
Planning for the OVRT has been active for several years, recently resulting in the two plans. The first is the update to the County of Renfrew Trails Strategy which was approved by Regional Council in 2016. The Trails Strategy contains a number of administrative, planning and funding recommendations. The second County initiative was the preparation of the County of Renfrew Active Transportation Strategy. Originally produced in 2012 and updated in 2017, the Strategy provides a long-term vision for active transportation infrastructure and policies throughout the County for any human powered (i.e., non- motorized) mode of transportation for commuter and recreational purposes. It traditionally takes place on: roads, parks, trails and waterways.
The first phase of the OVRT’s conversion to trails includes the corridor to the northern boundary of Whitewater Region. While the County of Renfrew’s OVRT focus will be on the development of the main trail, the municipalities through which it runs will be responsible for developing the feeder system of trails. The County has indicated that they would support and fund some projects that the lower tier municipalities may pursue, including paved trailways and/or twinned trailways where and when appropriate and funding allows. The County of Renfrew and Whitewater Region secured grants
Whitewater Region Recreation Master Plan Page 70
Page 166 of 252 MILESTONE STRATEGY
($372,360 and $25,000 respectively) for 2018 from the Ontario government under the Ontario Municipal Commuter Cycling Program (OMCCP) for development of the Algonquin Trail.
The Whitewater Region Strategic Plan identified the need to “Develop [a] trail system association” which will be key to coordinating Whitewater Region’s plan. The Beachburg Off Road Cycling Association (BORCA) will be a key member on the Committee. BORCA has been active in not only producing cycling events such as: Cranky Kids Bike Camp, and the Spring Chicken but have been involved with development of trails. They currently have a trail system that is free to use, comprised of three main areas; the Village Trails, the County Trails and the Whitewater Corridor Trails. The Tour de Whitewater is produced by the Westmeath District Recreation Association (WDRA).
Additionally, it was mentioned in the consultation for this plan to view rivers and bodies of water as `trails`. As such, a Trails plan for Whitewater Region should consider feeder trails to the Ottawa River. Recommendation: 1. That Whitewater Region establish a Trails Committee to work with the County of Renfrew Trail Management Committee 2. That the Trails Committee and the Township identify potential feeder trails to the Ottawa Valley Recreation Trail (OVRT) and begin development of the trail using the Ontario Municipal Commuter Cycling Program (OMCCP) grant.
Whitewater Region Recreation Master Plan Page 71
Page 167 of 252 MILESTONE STRATEGY
11 Financial
Partnerships with recreation associations and other community and private interests will be essential for the successful implementation of the Master Plan. The nature of these partnerships will vary depending on the type of facility/program, local context, and defined roles and responsibilities of those involved.
Below is a summary of the capital costs associated with the recommendations of this Master Plan. A detailed breakdown of projects, timing and capital cost estimates is contained in Appendix D.
Figure 26, Summary of Capital Costs
EXPENDITURE IMMEDIATE SHORT TERM MEDIUM TERM LONG TERM TOTAL CATEGORY NEEDS (1-2 (3-5 YRS) (6-10 YRS) (11-20 YRS) YRS) General $43,865 $30,000 $60,000 $0 $73,865 Parks, Open Space, $79,100 $80,250 $181,000 $0 $340,350 Beaches, Trails and Boat Launches Facilities $973,230 $1,563,600 $1,716,090 $650,000 $4,902,920 TOTAL $1,096,195 $1,673,850 $1,957,090 $650,000 $5,317,135
11.1 Funding Sources The primary funding source to implement the Master Plan recommendations will be the tax levy. In addition, Whitewater Region has three reserve funds for parks related expenditures but those have limited funds.
Some of the grants programs that the Township can use for project funding include:
11.1.1 Ontario Ministry of Seniors Community Grant Program
Ontario’s Seniors Community Grant (SCG) Program was established in 2013 to build and sustain local, provincial and regional capacity for healthy aging and helping seniors in a way that will encourage greater social inclusion, learning, volunteerism, and community engagement. It is administered by the Ontario Ministry of Senior Affairs (MSA).
Grants are administered under three streams. Stream 1: Grants between $1,000 and up to a maximum of $3,000 for seniors’ groups, unincorporated or incorporated not-for-profit organizations, Local Services Boards, municipalities, or Indigenous groups that are incorporated Stream 2: Grants for over $3,000 up to a maximum of $12,000 for incorporated not-for-profit organizations, including Local Services Boards, municipalities and Indigenous groups Stream 3: Grants for over $12,000 up to a maximum of $100,000 for incorporated not-for-profit organizations, including Local Services Boards, municipalities and Indigenous groups and organizations that receive the majority of their annual base funding directly from the province of Ontario Many communities have accessed this program to produce an ‘Age-Friendly Strategy’ for their community, covering all aspects of improving the community for seniors including recreation, transportation, health services, etc.
Whitewater Region Recreation Master Plan Page 72
Page 168 of 252 MILESTONE STRATEGY
11.1.2 Community Infrastructure Program
The township received a grant from the Community Infrastructure Program to help with Little Lakes Beach improvements.
11.1.3 Ontario Trillium Foundation:
The Ontario Trillium Foundation makes funds for community-based initiatives in the not-for-profit sector available for: Capital Project Operating costs A Capital Grant may be used for renovations or equipment; not for new construction. Maximum grant is $150,000, with a maximum draw of $75,000/yr. and maximum drawdown period of 5 yrs. Application should demonstrate a lasting impact to many, detail partnerships and collaborations, be accessible to ALL and be supportable and thorough. Six “action areas” or priority areas: Active People Connected people Green people Inspired people promising young people Prosperous people Three ‘investment streams’; Seed Grants - Starting projects at the idea or conceptual stage Grow Grants - Building on the success of a proven model or program Capital Grants - Broadening access to & improving community spaces
11.1.4 Ontario Municipal Commuter Cycling Program
The County of Renfrew and Whitewater Region secured grants ($372,360 and $25,000 respectively) for 2018 from the Ontario government under the Ontario Municipal Commuter Cycling Program for development of the Algonquin Trail. This program is part of Ontario's Climate Change Action Plan and is funded by proceeds from the province's cap on pollution and carbon market.
11.1.5 Celebrate Ontario Grant Program
Celebrate Ontario is an annual program that helps festivals and events enhance their programs, activities and services. This support helps grow tourism in the province by making it easier for event organizers to offer new and improved experiences that will attract more tourists and increase visitor spending.
11.1.6 Eastern Ontario Development Fund
The Eastern Ontario Development Fund provides funding to businesses, municipalities and not-for- profit organizations for economic development in eastern Ontario.
11.1.7 Sens Rink Program
The Ottawa Senators Foundation and the Ottawa Senators Hockey Club have committed to build 20 ‘Sens Rinks’ giving children and families access to year-round activities including hockey, skating, ball hockey, basketball, lacrosse in addition to community activities of all kinds. These outdoor recreational facilities will provide easily accessible recreation and sport opportunities for communities within Ottawa, Gatineau and other areas across the region.
Whitewater Region Recreation Master Plan Page 73
Page 169 of 252 MILESTONE STRATEGY
11.1.8 Canadian Tire Jumpstart
With a five-year $50 million commitment from Canadian Tire Corporation, they support community partners in providing play for kids of all abilities. Specifically, we’ll help with costs associated with inclusive infrastructure and programming.
11.1.8.1 Individual Funding When families need a little financial boost to get kids involved in a sport, dance team or other active program, they need to fill out an application. This needs to be done before the fees are due, as the money goes right to the organization. Applications for assistance can typically be submitted from January 15 to November 1; with the goal for funding to be equitably distributed over Spring/Summer and Fall/Winter activities.
11.1.8.2 Jumpstart Community Development Grants Canadian Tire Jumpstart Charities (Jumpstart) is inviting eligible applicants to apply for funding through its Community Development Grants (CDG). The CDG provides funding for qualified donee organizations to run physical activity, sports and recreation programming for children aged 4-18 from families in financial need.
11.1.8.3 Jumpstart Accessibility Grants Jumpstart Accessibility Grants are intended to support capital costs of construction and renovations related to improving physical accessibility to, and inclusivity in, recreation facilities for children with disabilities in Canadian communities.
Whitewater Region Recreation Master Plan Page 74
Page 170 of 252 MILESTONE STRATEGY Appendices
Whitewater Region Recreation Master Plan Page 75
Page 171 of 252 MILESTONE STRATEGY Appendix A – Park and Open Space Inventory Details
PARK/OPEN SPACE LOCATION/ CLASS- SIZE2 OWNERSHIP AMENITIES OPPORTUNITIES AND CONSTRAINTS COMMENTS NAME COMMUNITY IFICATION1
Astrolabe Arena/Agricultural Cobden R Whitewater Baseball diamond Diamond prone to flooding - Rink and adjacent lands just Park Region and Field New fence required came into the possession of the Agriculture Agricultural sites Underused space Township Society Large parking lot Not well maintained Farmers market area Veterans Memorial Park Cobden N Whitewater - visitors center open in summer months - space is tight for RVs - visitors center operated by Region - spaces available for camping (including - washrooms need fan/filter volunteers Parking) - trees not well maintained - washrooms available - On highway 17 - recently installed playground - parking for some services offered in Cobden - views of muskrat lake - Cobden Beach Cobden N Whitewater - washrooms - poor sand/maintenance parking available Region - beach access - washrooms/center in need of repair no entrance or parking fees. - boat launch - water unsafe to swim in late summer restrooms and picnic tables - dock months available - picnic tables/benches -potential walking path to connect Beach to boat launch for canoes/ kayaks and -view of Muskrat Lake Veterans Memorial park small boats - parking - good views playground -easy access from Main street/ highway 17 No dogs are allowed on the beach and no lifeguards, Renfrew County Public Health and water quality meets quality standards less than 60% of the time
Beachburg Fairgrounds Beachburg R Whitewater - large fair grounds and rink - rural location - Rink and adjacent lands just came Region and - parking areas - room for expansion into the possession of the Township Agriculture -1/2 mile track - well maintained Society - in center of town - - washrooms - sports fields - ball diamond Westmeath Rink and Westmeath D Whitewater -small fields adjacent to rink -rural location - Rink and adjacent lands just came Recreation Grounds Region -baseball diamond -limited space into the possession of the Township - Forester’s Falls Park Forester’s Falls N Whitewater -small ball diamond - rural location Region - small playground equipment -limited parking - washrooms onsite - somewhat out of small town Lookout Westmeath area R Whitewater - Lookout with views of the valley - rural location Region -small covered shelter -amazing views -lack of parking -limited signs/pathfinding to lookout Page 172 of 252
Whitewater Region Recreation Master Plan Page 76 MILESTONE STRATEGY PARK/OPEN SPACE LOCATION/ CLASS- SIZE2 OWNERSHIP AMENITIES OPPORTUNITIES AND CONSTRAINTS COMMENTS NAME COMMUNITY IFICATION1
Little Lakes Beach Beachburg Area water quality is tested by Renfrew County Public Health; typically good quality boat launch is available no lifeguard on duty no amenities provided pets are allowed - former tennis courts Haley's Town Site Park Whitewater - playground (2 park sites) Region - seating - swing set Muskrat Lake Cobden S Province of -large lake - issues with water quality in late summer Ontario -two separate boat launch spaces owned season by Township
Ottawa River Provincial Ottawa River S Province of -access to white-water rapids on Ontario Park (Northwest of Ontario side of river Forester’s Falls) -series of rapids and small islands -some shoreline protection Westmeath Provincial Park Ottawa River/ S Province of Westmeath Area Ontario no visitor facilities or lifeguards Entry is free and vehicles may be hiking, boating, swimming and nature study parked near the park entrance on can be done the roadside water quality is not tested by Renfrew vehicles may not enter the park nor County Public Health block the park entrance
Ottawa River Provincial Northern Boarder S Province of Mix of white-water and open navigation - varying depths Park of Township Ontario waters
Westmeath Bog west of the Conservation Reserve Westmeath Scenic Lookout Cobden District Public Cobden School yard School Board -play structure -school board owned - soccer field used from time to time School -hard-surfaced area (2 basketball nets) - serves main residential areas by soccer league based out of - 2 unlined soccer fields with frames for Opeongo nets - softball diamond-no backstop? Beachburg District Public Beachburg School yard School Board -play structure school board owned School -open space - serves main residential areas Our Lady of Grace Westmeath School yard Catholic School ^ ^ Board Old Public School Westmeath Private -play structure -privately owned - Recently purchased by private (recently sold) -open space citizens. Currently unsure who owns the play structure. Might be on a road easement owned by Township 1 Classifications-N-Neighbourhood; D-District; R-Regional; S-Special Open Space 2 Indicates estimate. Page 173 of 252
Whitewater Region Recreation Master Plan Page 77 MILESTONE STRATEGY Appendix B – Facility Inventory Details
Facility Type Facility Name Location Ownership Facilities Year Lighting Size Prime Time Prime Total Is it Comments Built Lit/Unlit Hours Time Hours Adequate for Available Hours Used Present Per Week Used Per Use? Per Week Week Beachburg Arena 14 Caroline St. Whitewater Ice surface 1963 17/ L 5 31 42.5 Shortage of Dressing Ice Surface Beachburg Region Hall to 77 ½ (Indoor) Concession 1967 W
Cobden 43 Astrolabe Whitewater Ice surface 1978 180L 2 36 53.5 Accessibility for Handicap Astrolabe Arena Rd Cobden1 Region Hall to 80W Concession 1982
Westmeath & 119 Synton St Rec Ice surface 1965 176 11 21 32.5 District Arena Westmeath Association Hall to 1/2 to Concession 1970 76 1/2 Ice Surfaces Forester’s Falls Forester’s Rec Ice surface 1965 Yes 75 W 16 16 Needs some TLC Furnace needs (Outdoor) Falls Rd Association Boards to 100L replacement Chimney Repair 1970
Beachberg- 14 Caroline St. Beachburg No Boards Yes Built annually using volunteer labour (Temp Rink on Beachburg Agricultural from firefighters Ball Diamond) Society Indoor Curling Cobden Curling 43 Astrolabe Rec ____ ice sheets Club Rd Cobden1 Association Ball Beachburg 14 Caroline st Beachburg Hardball or Yes Yes Diamonds Agricultural Softball Society Cobden 43 Astrolabe Rec Hardball or Yes Yes Rd Association Softball Westmeath 119 Synton St Rec Hardball or Yes Yes Association Softball Forester’s Falls Rec Hardball or Yes Yes Association Softball Soccer Cobden District Renfrew Ad hoc open No Not fully developed as sports field Pitches Public School County space capable /Football District of Fields School accommodating Board sports field activities Multi- Cobden District purpose, hard Public School surfaced outdoor play areas Page 174 of 252
Whitewater Region Recreation Master Plan Page 78 MILESTONE STRATEGY Facility Type Facility Name Location Ownership Facilities Year Lighting Size Prime Time Prime Total Is it Comments Built Lit/Unlit Hours Time Hours Adequate for Available Hours Used Present Per Week Used Per Use? Per Week Week Playgrounds Lapasse Park 85 Lacroix Bay bench/ seating 2-8 yrs playground Rd. area playground Parking Cobden Hwy 17 bench/ seating 2017 2-5 Years Old playground Veteran’s area Memorial Park playground washrooms Parking Cobden Beach 2 Main St. bench/ seating Park area playground Parking Cobden District swing set Public School playstructure Beachburg Fair 14 Caroline St. bench/ seating 2013 2-8 yrs playground Ground area playground swing set gazebo washrooms Parking Forester’s Falls bench/ seating 2-8 yrs playground Park area playground swing set washrooms Parking Haley's Town Site Haley's Town bench/ seating Park Site area playground swing set Cobden Arena 43 Asrtolabe Fitness/ Upstairs Rd. Exercise Areas/ Health Clubs Golf Cobden Oaks Non- Golf Club municipal Camping Cobden Pembroke Rd Whitewater 10 campsites Veteran’s Region Memorial Park Tennis Unmaintained Not used as tennis courts for several court at Haley's years Town Site Park
Page 175 of 252 Halls/ Meeting Beachburg Arena 14 Caroline St Rooms/
Whitewater Region Recreation Master Plan Page 79 MILESTONE STRATEGY Facility Type Facility Name Location Ownership Facilities Year Lighting Size Prime Time Prime Total Is it Comments Built Lit/Unlit Hours Time Hours Adequate for Available Hours Used Present Per Week Used Per Use? Per Week Week Multipurpose Rooms Cobden Arena 43 Astrolabe Upstairs Westmeath 119 Synton St Upstairs Arena Boat Acres Boat Boat Launch Launches Launch Acres Rd. Parking Cobden Lake Bonnechere Boat Access St. Boat Launch Parking La Passe Boat La Passe Boat Launch Launch washrooms Parking Little Lakes 1270 Boat Access Beachburg Rd washrooms Parking Muskrat River Corner of Boat Launch Boat Launch Faught Rd. & washrooms Cornerview Parking Rd. Ottawa River Synton St. Boat Launch (Westmeath) Parking Boat Launch Museums Ross Museum Whitewater Region
Page 176 of 252
Whitewater Region Recreation Master Plan Page 80 MILESTONE STRATEGY Appendix C – Program Inventory Details
Inventory of Programs: Beachburg PROGRAM AREA PROGRAM NAME/ SEASON LOCATION TOTAL TARGET PARTICIPANTS’ ENROLMENT NUMBER % OF COMMENTS DESCRIPTION NUMBER OF AGE GENDER AS A PERCENT ON PARTICIPANTS PARTICIPANTS GROUP (%) OF CAPACITY WAITING THAT ARE Female Male LIST NON- RESIDENTS Beachburg Valley Soccer Summer Beachburg 30 3-11 30% 70% 80% N/A 5% Public School Beachburg Arena Ball Spring/Summ Beachburg 20 18-40 10% 90% 80% N/A 50% Hockey er Arena Beachburg Playgroup Beachburg N/A Beachburg Cranky Kids Beachburg N/A Mountain Biking Beachburg Whitewater Beachburg Fitness Classes for Older Bromley Public School Adults Community Health Centre
Inventory of Programs: Cobden PROGRAM AREA PROGRAM NAME/ SEASON LOCATION TOTAL TARGET PARTICIPANTS’ ENROLMENT NUMBER % OF COMMENTS DESCRIPTION NUMBER OF AGE GENDER AS A PERCENT ON PARTICIPANTS PARTICIPANTS GROUP (%) OF CAPACITY WAITING THAT ARE Female Male LIST NON- RESIDENTS Muskrat Minor Winter Cobden. N/A Cobden Hockey Beachburg, Westmeath Muskrat Winter Cobden. N/A Cobden Voyageurs Beachburg, Westmeath UOV Fastpitch Spring/Summ N/A Cobden Association er Whitewater Active Whitewater N/A Living Group Region Cobden
Page 177 of 252
Whitewater Region Recreation Master Plan Page 81 MILESTONE STRATEGY Inventory of Programs: Forester’s Falls PROGRAM AREA PROGRAM NAME/ SEASON LOCATION TOTAL NUMBER TARGET PARTICIPANTS’ ENROLMENT NUMBER % OF COMMENTS DESCRIPTION OF AGE GENDER AS A ON PARTICIPANTS PARTICIPANTS GROUP (%) PERCENT OF WAITING THAT ARE Femal Male CAPACITY LIST NON- e RESIDENTS Forester’s Falls Shinny Hockey Winter (early Forester’s approx. 30 or 5-17 20% 80% 25% N/A 0% Jan to mid- Falls Outdoor so weekly March) Rink Forester’s Falls Skating Winter (early Forester’s Approx. 10-15 3-60 50% 50% 30% N/A 0% Jan to mid- Falls Outdoor or so weekly March) Rink Forester’s Falls Winter Carnival Winter (Last Forester’s 250-300 1-90 50% 50% 90% N/A 25% Saturday in Falls Outdoor January) Rink Forester’s Falls Minor Baseball Summer Forester’s 13 (one team) 5-17 50% 50% 20% N/A 0% (Mid-May – Falls Ball 1st week of Diamond July) Forester’s Falls Canada Day Summer – Forester’s 400-500 1-90 50% 50% 90% N/A 30% July 1 Falls Ball Diamond Forester’s Falls CPR Course Fall Forester’s 8 20-70 50% 50% 100% N/A 0% Falls Outdoor Rink Forester’s Falls March Break Kid’s March Forester’s 15 5-17 50% 50% 80% N/A 0% Activities Falls Outdoor Rink Forester’s Falls Movie Nights Fall-Spring Forester’s varied from 5- 5-17 50% 50% 30% N/A 0% Falls Outdoor 15 Rink Forester’s Falls Historical Photos Fall Forester’s 60-75 6-90 50% 50% 80% N/A 0% and Speakers Falls Outdoor Rink / Orange Hall
Inventory of Programs: Westmeath PROGRAM AREA PROGRAM NAME/ SEASON LOCATION TOTAL NUMBER TARGET PARTICIPANTS’ ENROLMENT NUMBER % OF COMMENTS DESCRIPTION OF AGE GENDER AS A ON PARTICIPANTS PARTICIPANTS GROUP (%) PERCENT OF WAITING THAT ARE Female Male CAPACITY LIST NON- RESIDENTS Westmeath Ball Hockey Spring Westmeath 50 6-17 50% 50% 80% N/A 20%
Westmeath Fast Pitch Ball Spring Westmeath 75 4-17 50% 50% 85% N/A 0% and area Westmeath Adult Softball Spring and Westmeath 30 16+ 50% 50% 95% N/A 0% Summer Westmeath Pickleball Year-round Westmeath 50 16+ 50% 50% 95% N/A 0% Westmeath Learn to Skate Fall Westmeath 12 All ages 50% 50% 80% N/A 10%
Page 178 of 252
Whitewater Region Recreation Master Plan Page 82 MILESTONE STRATEGY PROGRAM AREA PROGRAM NAME/ SEASON LOCATION TOTAL NUMBER TARGET PARTICIPANTS’ ENROLMENT NUMBER % OF COMMENTS DESCRIPTION OF AGE GENDER AS A ON PARTICIPANTS PARTICIPANTS GROUP (%) PERCENT OF WAITING THAT ARE Female Male CAPACITY LIST NON- RESIDENTS Westmeath Hockey Skills Fall Westmeath 50 6-17 50% 50% 100% N/A 25% Camp Westmeath Adult and Tot Winter Westmeath 25 All ages 50% 50% 50% N/A 0% Skate Westmeath Steve Nash Spring Beachburg 60 6-13 50% 50% 100% N/A 25% Basketball Public School
Westmeath Pickup Basketball Spring Beachburg 20 13+ 50% 50% 80% N/A 0% Public School
Westmeath Mountain Biking Summer Whitewater 20 12+ 50% 50% 50% N/A 10% Club Region
Westmeath Snowshoeing Winter Westmeath 20 10+ 50% 50% 50% N/A 0%
Westmeath Tween Dances Year-round Westmeath 75 10+ 50% 50% 100% N/A 15%
Westmeath Partnership with Year-round Whitewater Varies 10+ 50% 50% 90% N/A 25% 4H Region Westmeath Elim Pentecostal Pentecostal Church Kids Club Church
Page 179 of 252
Whitewater Region Recreation Master Plan Page 83 MILESTONE STRATEGY Appendix D –Capital Costs Summary and Timing
EXPENDITUR PARK/FACILITY CAPITAL PROJECT IMMEDIATE NEEDS SHORT TERM (3-5 YRS) MEDIUM TERM (6-10 YRS) LONG TERM E CATEGORY / ISSUE (11-20 YRS) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -2038
GENERAL Permitting and Acquire system-Permitting $6,102 Registration Software
Acquire system-Registration $4,407 Acquire system-Public Access $1,356 Web Page/Program Brochure $10,000 $10,000 Creation Beachburg Winter themed street lighting $6,000 $6,000 Community
Programming Age friendly Community Strategy $30,000 Master Plan Parks and Recreation Master Plan $60,000 Update Update Subtotal - General $22,102 $21,763 $30,000 $60,000
PARKS, OPEN SPACE, BEACHES, TRAILS AND BOAT LAUNCHES Trails Trails plan $15,500 $15,500 Parks and Beaches All Parks Park and Facility Signage Program $500 $500 $500 Land acquisition for new "signature" $100,000 Township Park Veterans Removal of campsites Memorial Park, Cobden Veteran’s Memorial Park Paving $12,000 Consistency with Whitewater Region $300 Park Signage Page 180 of 252
Whitewater Region Recreation Master Plan Page 84 MILESTONE STRATEGY
EXPENDITUR PARK/FACILITY CAPITAL PROJECT IMMEDIATE NEEDS SHORT TERM (3-5 YRS) MEDIUM TERM (6-10 YRS) LONG TERM E CATEGORY / ISSUE (11-20 YRS) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -2038 Improve walking trail with accessibility $5,000 grants Encourage this to be a day use park $250 and remove camping Cobden Beach Consistency with Whitewater Region $300 Park Park Signage
More amenities such as a swing set Updating existing equipment. $15,000 Equipment appears tired Improve walking trail $5,000 Beach House/ Beach Improvements $10,000 Beachburg Consistency with Whitewater Region $300 Park Park Signage More amenities such as a swing set $5,000 Forrester’s Consistency with Whitewater Region $300 Falls Park Park Signage
Ball diamond improvements/up keep $3,000 Updating existing equipment. $10,000 Equipment appears tired Haley’s Town Consistency with Whitewater Region $300 Site Park(s) Park Signage
Replace equipment in both areas of $25,000 the Town Site and introduce a new park in the middle of the Town Site. New park should feature both children and youth amenities Remove Tennis/Basketball courts Lapasse Park Consistency with Whitewater Region $300 Park Signage Updating existing equipment. $5,000 Equipment appears tired Replace or improve basketball court $6,000 area Page 181 of 252
Whitewater Region Recreation Master Plan Page 85 MILESTONE STRATEGY
EXPENDITUR PARK/FACILITY CAPITAL PROJECT IMMEDIATE NEEDS SHORT TERM (3-5 YRS) MEDIUM TERM (6-10 YRS) LONG TERM E CATEGORY / ISSUE (11-20 YRS) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -2038 Little Lakes Consistency with Whitewater Region $300 Beach Park Signage Stock lake with trout to encourage $2,000 anglers Westmeath Introduce a washroom facility for a $35,000 Scenic “rest-over” spot Lookout Boat Launches All launches Consistent sign/messaging at all $2,000 launch facilities Identify open or unopened road $20,000 allowances leading to potential water access to create a riverside Parkette for River access for kayakers. Acres Boat No recommendations Launch Cobden Lake Explore parking alternatives for $1,000 fishing tournaments Explore initiatives to deal with Seagull $1,000 feces problems
Lapasse Boat Explore initiatives with the Oceans & $5,000 Launch Fisheries for dredging
washroom facilities $35,000 Repair lights $2,000 Little lakes Encourage as a day use for $1,000 kayakers/canoers and no gas power motors Muskrat River repair hole at bottom of boat launch $500 Boat Launch
Westmeath No recommendations Subtotals - Parks, Open Space, Beaches, Trails and $22,500 $56,600 $35,250 $40,000 $5,000 $135,000 $11,000 $35,000 Boat Launches
Page 182 of 252
Whitewater Region Recreation Master Plan Page 86 MILESTONE STRATEGY
EXPENDITUR PARK/FACILITY CAPITAL PROJECT IMMEDIATE NEEDS SHORT TERM (3-5 YRS) MEDIUM TERM (6-10 YRS) LONG TERM E CATEGORY / ISSUE (11-20 YRS) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -2038
FACILITIES All Facilities Engineering audits of major facilities- included below Feasibility Study for Arenas $35,000 Arenas Beachburg roof replacement $350,000 Arena ice surface slab replacement $300,000 Compressor Overhaul $12,000 Roof repair and painting $4,800 Implement recommendations from the Civitas Space Needs Study mechanical and structural audit Civitas-2018 Accessibility $15,300 Improvements Civitas-2019 Accessibility $18,600 Improvements Civitas-2018 Lifecycle Renewal Civitas-2019 Lifecycle Renewal $28,500
Cobden Arena roof replacement $350,000 ice surface slab replacement $300,000 Ice Resurfacer $150,000 Land Acquisition to expand Park $90,000 Update washrooms and improve accessibility mechanical and structural audit $5,000 Civitas-2018 Accessibility $4,600 Improvements Civitas-2019 Accessibility $107,200 Page 183 of 252 Improvements
Whitewater Region Recreation Master Plan Page 87 MILESTONE STRATEGY
EXPENDITUR PARK/FACILITY CAPITAL PROJECT IMMEDIATE NEEDS SHORT TERM (3-5 YRS) MEDIUM TERM (6-10 YRS) LONG TERM E CATEGORY / ISSUE (11-20 YRS) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -2038 Civitas-2018 Lifecycle Renewal $33,600 Civitas-2019 Lifecycle Renewal $58,400 Civitas-2020 Lifecycle Renewal $194,200 Civitas-2021 Lifecycle Renewal $47,000 Civitas-2018 New Construction $289,900 Civitas-2019 New Construction $206,700 Civitas-2020 New Construction $328,900 Civitas-2021 New Construction $660,400 Civitas-2022 New Construction $178,100 Civitas-2023 New Construction $136,500 Civitas-2024 New Construction $131,560 Civitas-2025 New Construction $177,450 Civitas-2026 New Construction $320,580 Westmeath roof replacement $300,000 Arena Membrane Coverage of the Roof East Side Ramp Compressor Motor Replacement $6,130 Fire Alarm System and electrical box $30,000 upgrade mechanical and structural audit Outdoor Rinks Foresters Falls Replace oil furnace in Forester’s Fall $7,500 Athletic Assoc. and other capital items Old chimney removal Steel door replacement Insulate furnace room New ceiling in furnace room Ball Diamonds Page 184 of 252
Whitewater Region Recreation Master Plan Page 88 MILESTONE STRATEGY
EXPENDITUR PARK/FACILITY CAPITAL PROJECT IMMEDIATE NEEDS SHORT TERM (3-5 YRS) MEDIUM TERM (6-10 YRS) LONG TERM E CATEGORY / ISSUE (11-20 YRS) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -2038 Beachburg Ball Diamond
Forester's Fall Address Ball Diamond Lighting- Ball Diamond safety issue
Replace Ball Diamond Lighting $25,000 new player benches and water bottle fill station new sign Cobden Ball Diamond
relocate diamond if additional land is purchased (costed in Astrolab Park line item) Westmeath Ball Diamond
Sports Fields Construct a sports field at Cobden Public School Ross Museum Replacement of roof and other minor capital items for the Whitewater Museum brick work repair to the recently acquired St. Aiden’s Church Library All 1-800 number Foresters Falls Beachburg Cobden
Subtotal -Facilities $403,830 $569,400 $638,100 $747,400 $178,100 $1,086,500 $131,560 $177,450 $320,580 $650,000
TOTAL-All Capital $448,432 $647,763 $703,350 $787,400 $183,100 $1,221,500 $202,560 $212,450 $320,580 $650,000
Page 185 of 252
Whitewater Region Recreation Master Plan Page 89 MILESTONE STRATEGY
Appendix E – Household Survey
In September 2017, an on-line survey was made available for all Whitewater Region residents to complete. The survey solicited input from residents regarding their existing and desired participation in various leisure activities, as well as opinions regarding policy issues and future investment in recreation in Whitewater Region. The survey was also available in paper format in each of Whitewater Region’s population centres. A total of two hundred and sixty-two responses were received to the survey.
11.1.9 Profile of Respondents
In this section, we describe the composition of the respondents to the household survey; 205 respondents answered profile questions; 62 did not.
The gender that the person filling out this survey identifies with is:
RESPONDENTS’ RESPONSES GENDER
Male 31.37% 64 Female 68.63% 140
How many people are there in your household of the following age categories?
1 2 3 4 5+ TOTAL
0-4 61.11% 22 30.56% 11 2.78% 1 2.78% 1 2.78% 1 36 5-12 57.14% 36 34.92% 22 6.35% 4 1.59% 1 0.00% 0 63 13-19 51.22% 21 39.02% 16 7.32% 3 2.44% 1 0.00% 0 41 20-34 50.94% 27 43.40% 23 3.77% 2 1.89% 1 0.00% 0 53 35-54 28.04% 30 71.96% 77 0.00% 0 0.00% 0 0.00% 0 107 55-64 43.14% 22 56.86% 29 0.00% 0 0.00% 0 0.00% 0 51 65 and over 53.06% 26 44.90% 22 2.04% 1 0.00% 0 0.00% 0 49
How many people are there in your household of the following age categories? 1.8 1.7 1.6 1.5 1.4 Weighted Average 1.3
Whitewater Region Recreation Master Plan – Preliminary Report Page 90
Page 186 of 252 MILESTONE STRATEGY
In which part of Whitewater Region do you live?
COMMUNITY RESPONSES
COBDEN AREA 28.86% 58
WESTMEATH AREA 20.90% 42
BEACHBURG AREA 27.36% 55
HALEY STATION AREA 4.98% 10
FORESTER’S FALLS AREA 9.45% 19
LAPASSE AREA 8.46% 17
Do you rent or own your home?
RENT OR OWN RESPONSES
Rent 1.46% 3 Own 98.54% 202
Is your residence in Whitewater Region used as your primary residence or cottage/seasonal?
PRIMARY RESIDENCE OR RESPONSES COTTAGE/SEASONAL Primary residence 94.12% 192 Cottage/seasonal residence 5.88% 12
How many years have you lived in Whitewater Region (or the former municipalities)?
YEARS LIVED IN RESPONSES WHITEWATER REGION less than two years 4.35% 9 2 to 5 years 9.18% 19 6 to 10 years 12.56% 26 more than 10 years 73.91% 153
Please indicate which of the following BEST describes your employment status over the past 12 months.
EMPLOYMENT STATUS RESPONSES
student 1.95% 4 homemaker 5.37% 11 employed part-time 8.29% 17 employed full-time 50.73% 104 retired 28.29% 58 unemployed 0.98% 2 Other (please specify) 4.39% 9
Please indicate your present level of education.
LEVEL OF EDUCATION RESPONSES
Not completed high school 1.45% 3
Whitewater Region Recreation Master Plan – Preliminary Report Page 91
Page 187 of 252 MILESTONE STRATEGY
LEVEL OF EDUCATION RESPONSES High school 14.98% 31 Post-secondary certificate or 42.03% 87 diploma Some university 5.80% 12 University degree 34.78% 72 Other (please specify) 0.97% 2
Please indicate the approximate combined, annual, pre-tax income for all members of the household.
INCOME RESPONSES
less than $25,000 2.54% 5 $25,001 to $35,000 5.08% 10 $35,001 to $45,000 3.05% 6 $45,001 to $55,000 5.58% 11 $55,001 to $65,000 6.09% 12 $65,001 to $75,000 5.58% 11 $75,001 to $85,000 9.64% 19 $85,001 to $95,00 10.15% 20 more than $95,000 27.41% 54 I prefer not to say 24.87% 49
11.1.10 Current Participation
Survey respondents were asked “What recreation or culture activities have you or anyone in your household participated in the past 12 months?” Some observations about the responses are: Outdoor activities received large number of responses given that there is not an indoor pool in Whitewater, 38.6% of households have participated in indoor public swimming; possibly in Pembroke The activities are listed in the table below in rank order.
Figure 27, Current participation in recreation activities
ACTIVITY % OF RESPONDENTS
Hiking / Walking for recreation 63.36% Reading for pleasure 59.16% Boating/Canoeing/Sailing 57.25% Fishing/Ice fishing 50.00% Kayaking 40.84% Play on public playground equipment (swings, etc.) 38.93% Public Swimming-Indoor 38.55% Hockey 37.40% Public Swimming-Outdoor 36.64% Cross-Country Skiing/Shoe shoeing 35.11% Baseball or Softball 33.21%
Whitewater Region Recreation Master Plan – Preliminary Report Page 92
Page 188 of 252 MILESTONE STRATEGY
ACTIVITY % OF RESPONDENTS Road Cycling 32.06% Outdoor ice sports/skating 30.53% Aerobics / Fitness Class 27.48% Mountain/Trail Biking 27.10% Other Indoor ice sports-broom-ball, pleasure skating, etc. 26.34% Painting/Drawing/Sculpting 25.95% Yoga/Tai Chi 20.61% Weight Training 19.85% Soccer 19.47% Basketball 19.47% Woodworking 17.18% Practising or performing music 16.03% Volleyball 15.65% Social Dancing/Line Dancing 12.98% Curling 12.21% Badminton 8.02% Pickle ball 8.02% Indoor Ball Hockey 7.25% Gymnastics 7.25% Theatre group/Drama club 7.25% Other Field Sports - football, rugby, field lacrosse, cricket, ultimate 6.87% Frisbee, etc. Ballet/Modern Dancing or Lessons 6.49% Martial Arts 5.34% Tennis 4.96% Other Gym sports 4.96% Bocce 4.20% Skateboarding 3.82% Figure skating 2.67% Squash / Handball / Racquetball 2.29% Lawn Bowling 1.53% Lacrosse 0.76%
11.1.11 Desired Future Participation
To provide an indication of unmet demand or activities for which there are barriers to participating, survey respondents were asked “Are there any recreation or cultural activities / programs in which members of your household would like to participate but have not participated in the last 12 months?” Some observations about the responses are: public indoor swimming ranked highest indoor and outdoor skating ranked high, ever though there is a high rate of existing participation The activities are listed in the table below in rank order.
Whitewater Region Recreation Master Plan – Preliminary Report Page 93
Page 189 of 252 MILESTONE STRATEGY
Figure 28, Desire future participation in recreation activities
ACTIVITY % OF RESPONDENTS
Public Swimming-Indoor 39.79% Yoga/Tai Chi 20.94% Aerobics / Fitness Class 19.37% Hiking / Walking for recreation 16.23% Indoor ice sports-hockey, figure skating, broom-ball, pleasure skating, etc. 15.18% Martial Arts 15.18% Weight Training 15.18% Outdoor ice sports/skating 14.66% Tennis 14.14% Volleyball 13.09% Social Dancing/Line Dancing 13.09% Cross-Country Skiing 12.57% Mountain/Trail Biking 12.57% Fishing 12.57% Other Field Sports - football, rugby, field lacrosse, cricket, ultimate Frisbee, etc. 11.52% Public Swimming-Outdoor 11.52% Badminton 11.52% Curling 10.99% Painting/Drawing/Sculpting 10.47% Road Cycling 9.95% Ballet/Modern Dancing or Lessons 9.95% Theatre group/Drama club 9.95% Pickle ball 9.42% Boating/canoeing/sailing 9.42% Reading for pleasure 8.38% Baseball or Softball 7.85% Gymnastics 7.85% Squash / Handball / Racquetball 7.85% Practising or performing music 7.85% Basketball 6.81% Play on public playground equipment (swings, etc.) 5.24% Lawn Bowling 5.24% Soccer 4.71% Other Gym sports 4.71% Bocce 3.66% Skateboarding 2.09%
Whitewater Region Recreation Master Plan – Preliminary Report Page 94
Page 190 of 252 MILESTONE STRATEGY
11.1.12 Barriers to Participation
Survey respondents were asked “Are you or members of your household able to participate in recreation or culture activities as often as you would like?”
ABLE TO % OF RESPONDENTS PARTICIPATE?
Yes 43.53% 111 No 50.20% 128 Don't know 6.27% 16
Survey respondents were asked “Which of the following reasons limit or prevent you or members of your household from participating in recreation or cultural activities/ programs which you / they would like to participate?”
BARRIERS TO PARTICIPATION % OF RESPONDENTS
Lack of facilities or programs 60.17% Lack of time / too busy 43.22% Too far away 38.98% Too expensive 30.93% Not offered at a convenient time 29.66% I don’t know what is available 22.03% Illness / injury 11.44% No one to go with 11.44% Other (please specify) 9.75% Lack of energy 8.05% Lack of skill or ability 7.20% Lack of transportation 5.08% Nothing interests us 2.97% Too crowded 1.69%
11.1.13 Importance and Satisfaction
Survey respondents were asked to indicate their household’s degree of importance and satisfaction with various issues and statements. This is a valuable tool to identify priorities where the gap between importance and satisfaction is greatest. The detailed tables are below.
Whitewater Region Recreation Master Plan – Preliminary Report Page 95
Page 191 of 252 MILESTONE STRATEGY
Q5-Please indicate how IMPORTANT the following services are to your household.
VERY SOMEWHAT NEITHER IMPORTANT NOR SOMEWHAT VERY IMPORTANT TOTAL WEIGHTED UNIMPORTANT UNIMPORTANT UNIMPORTANT IMPORTANT AVERAGE
Municipal Parks 8.15% 19 6.44% 15 11.59% 27 32.62% 76 41.20% 96 233 3.92 Woodlands 10.97% 26 5.49% 13 10.97% 26 20.68% 49 51.90% 123 237 3.97 Beaches 9.32% 22 5.93% 14 11.44% 27 27.54% 65 45.76% 108 236 3.94 Boat Launches 10.59% 25 8.90% 21 19.92% 47 24.15% 57 36.44% 86 236 3.67 Free access to put 16.17% 38 8.51% 20 19.57% 46 19.57% 46 36.17% 85 235 3.51 in/take out kayaks in the Ottawa River Indoor Ice Arenas 12.02% 28 9.44% 22 16.74% 39 19.31% 45 42.49% 99 233 3.71 Outdoor Rinks 14.35% 33 10.87% 25 21.30% 49 33.04% 76 20.43% 47 230 3.34 Ball diamonds 11.74% 27 10.00% 23 20.43% 47 26.52% 61 31.30% 72 230 3.56 Soccer/Sports Fields 11.16% 25 11.16% 25 27.23% 61 25.00% 56 25.45% 57 224 3.42 Access to school gyms 11.89% 27 10.13% 23 21.15% 48 29.52% 67 27.31% 62 227 3.5 Multi-purpose rooms 10.50% 23 10.05% 22 31.96% 70 31.96% 70 15.53% 34 219 3.32 Whitewater Region 10.13% 24 9.70% 23 17.30% 41 27.00% 64 35.86% 85 237 3.69 Public Libraries Ross Museum 12.89% 29 13.33% 30 40.00% 90 21.33% 48 12.44% 28 225 3.07 Kid’s Sports Programs 15.35% 35 9.65% 22 16.67% 38 15.35% 35 42.98% 98 228 3.61 Tot’s (4 and under) 20.91% 46 10.45% 23 25.00% 55 17.27% 38 26.36% 58 220 3.18 Programs Children’s (5 to 12) 17.62% 40 8.81% 20 19.82% 45 14.54% 33 39.21% 89 227 3.49 Programs Teens’ (13 to 19) 14.55% 32 9.09% 20 21.82% 48 16.36% 36 38.18% 84 220 3.55 Programs Adults’ (20 to 65) 9.73% 22 4.42% 10 14.60% 33 26.11% 59 45.13% 102 226 3.92 Programs Seniors’ (65 and older) 13.91% 32 5.22% 12 20.87% 48 23.04% 53 36.96% 85 230 3.64 Programs Dance 10.71% 24 12.50% 28 28.13% 63 31.25% 70 17.41% 39 224 3.32 Programs+Classes Health and Fitness 7.66% 18 5.53% 13 16.60% 39 26.81% 63 43.40% 102 235 3.93 Programs Page 192 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 96 MILESTONE STRATEGY
VERY SOMEWHAT NEITHER IMPORTANT NOR SOMEWHAT VERY IMPORTANT TOTAL WEIGHTED UNIMPORTANT UNIMPORTANT UNIMPORTANT IMPORTANT AVERAGE Art Programs+Classes 10.67% 24 12.00% 27 25.33% 57 32.89% 74 19.11% 43 225 3.38 General Interest 6.61% 15 9.69% 22 24.67% 56 36.12% 82 22.91% 52 227 3.59 Programs+Classes Summer Camps 16.52% 37 12.95% 29 27.23% 61 26.79% 60 16.52% 37 224 3.14 Swimming Programs 14.72% 34 6.93% 16 17.32% 40 24.68% 57 36.36% 84 231 3.61 Sports Services 12.56% 28 8.52% 19 21.97% 49 24.22% 54 32.74% 73 223 3.56 Arts Services 12.11% 27 8.97% 20 31.39% 70 30.49% 68 17.04% 38 223 3.31 Cultural Services 10.86% 24 7.69% 17 34.39% 76 28.96% 64 18.10% 40 221 3.36 Heritage Services 8.60% 19 7.69% 17 37.10% 82 30.77% 68 15.84% 35 221 3.38 Children’s Play 12.28% 28 12.28% 28 15.35% 35 24.56% 56 35.53% 81 228 3.59 structures Halls 6.22% 14 6.67% 15 16.89% 38 30.22% 68 40.00% 90 225 3.91 Trails and 10.82% 25 5.19% 12 12.55% 29 22.94% 53 48.48% 112 231 3.93 Connections Opportunities for 9.21% 21 5.26% 12 25.44% 58 36.40% 83 23.68% 54 228 3.6 volunteering Information about 7.73% 18 7.30% 17 21.46% 50 29.61% 69 33.91% 79 233 3.75 Health, Wellness and Active Living Information about 10.73% 25 4.29% 10 12.45% 29 27.90% 65 44.64% 104 233 3.91 recreation and culture opportunities in Whitewater Region
Page 193 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 97 MILESTONE STRATEGY
Q6 Now, for that same list, tell us how SATISFIED you are with the quality and level of services as they exist in Whitewater Region.
VERY SOMEWHAT NEITHER SATISFIED NOR SOMEWHAT VERY SATISFIED TOTAL WEIGHTED DISSATISFIED DISSATISFIED DISSATISFIED SATISFIED AVERAGE
Municipal Parks 5.71% 12 17.62% 37 26.19% 55 41.90% 88 8.57% 18 210 3.3 Woodlands 4.31% 9 7.66% 16 24.40% 51 45.45% 95 18.18% 38 209 3.66 Beaches 19.34% 41 24.53% 52 16.51% 35 31.13% 66 8.49% 18 212 2.85 Boat Launches 7.55% 16 11.79% 25 36.79% 78 32.08% 68 11.79% 25 212 3.29 Free access to put 7.58% 16 16.11% 34 44.55% 94 18.96% 40 12.80% 27 211 3.13 in/take out kayaks in the Ottawa River Indoor Ice Arenas 4.27% 9 9.95% 21 24.17% 51 32.70% 69 28.91% 61 211 3.72 Outdoor Rinks 11.44% 23 14.93% 30 38.81% 78 23.88% 48 10.95% 22 201 3.08 Ball diamonds 4.88% 10 8.29% 17 32.20% 66 34.15% 70 20.49% 42 205 3.57 Soccer/Sports Fields 8.46% 17 12.94% 26 50.75% 102 19.90% 40 7.96% 16 201 3.06 Access to school gyms 9.95% 20 19.90% 40 46.27% 93 16.92% 34 6.97% 14 201 2.91 Multi-purpose rooms 6.57% 13 16.16% 32 60.61% 120 13.13% 26 3.54% 7 198 2.91 Whitewater Region 2.84% 6 6.64% 14 32.70% 69 32.23% 68 25.59% 54 211 3.71 Public Libraries Ross Museum 2.49% 5 2.99% 6 61.19% 123 17.41% 35 15.92% 32 201 3.41 Kid’s Sports Programs 9.45% 19 13.43% 27 46.77% 94 24.88% 50 5.47% 11 201 3.03 Tot’s (4 and under) 9.14% 18 12.18% 24 64.97% 128 11.68% 23 2.03% 4 197 2.85 Programs Children’s (5 to 12) 10.55% 21 17.09% 34 53.77% 107 17.09% 34 1.51% 3 199 2.82 Programs Teens’ (13 to 19) 11.17% 22 16.24% 32 58.88% 116 12.69% 25 1.02% 2 197 2.76 Programs Adults’ (20 to 65) 9.55% 19 27.64% 55 42.21% 84 18.09% 36 2.51% 5 199 2.76 Programs Seniors’ (65 and older) 5.94% 12 11.39% 23 59.90% 121 14.36% 29 8.42% 17 202 3.08 Programs Dance 10.50% 21 25.50% 51 57.50% 115 5.50% 11 1.00% 2 200 2.61 Programs+Classes Page 194 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 98 MILESTONE STRATEGY
VERY SOMEWHAT NEITHER SATISFIED NOR SOMEWHAT VERY SATISFIED TOTAL WEIGHTED DISSATISFIED DISSATISFIED DISSATISFIED SATISFIED AVERAGE Health and Fitness 10.29% 21 26.47% 54 40.69% 83 17.16% 35 5.39% 11 204 2.81 Programs Art Programs+Classes 6.97% 14 20.40% 41 63.18% 127 6.97% 14 2.49% 5 201 2.78 General Interest 7.96% 16 21.89% 44 59.70% 120 7.96% 16 2.49% 5 201 2.75 Programs+Classes Summer Camps 11.62% 23 17.17% 34 64.65% 128 4.04% 8 2.53% 5 198 2.69 Swimming Programs 28.00% 56 20.00% 40 43.00% 86 7.50% 15 1.50% 3 200 2.35 Sports Services 8.67% 17 18.88% 37 53.06% 104 16.33% 32 3.06% 6 196 2.86 Arts Services 7.00% 14 20.00% 40 65.50% 131 4.50% 9 3.00% 6 200 2.77 Cultural Services 6.03% 12 19.60% 39 65.33% 130 7.04% 14 2.01% 4 199 2.79 Heritage Services 5.00% 10 16.00% 32 66.50% 133 10.50% 21 2.00% 4 200 2.89 Children’s Play 8.00% 16 18.50% 37 42.50% 85 22.50% 45 8.50% 17 200 3.05 structures Halls 4.50% 9 9.50% 19 39.00% 78 37.00% 74 10.00% 20 200 3.39 Trails and 7.50% 15 16.50% 33 34.50% 69 31.00% 62 10.50% 21 200 3.21 Connections Opportunities for 3.47% 7 4.95% 10 58.42% 118 24.26% 49 8.91% 18 202 3.3 volunteering Information about 7.84% 16 11.76% 24 50.00% 102 25.00% 51 5.39% 11 204 3.08 Health, Wellness and Active Living Information about 9.09% 19 26.32% 55 45.45% 95 15.79% 33 3.35% 7 209 2.78 recreation and culture opportunities in Whitewater Region
Page 195 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 99 MILESTONE STRATEGY
11.1.14 Various opinions regarding Issues related to Leisure Services
Q8 Please indicate the degree to which you agree or disagree with the following statements.
STRONGLY DISAGREE AGREE STRONGLY DON'T KNOW/ TOTAL WEIGHTED DISAGREE AGREE NO OPINION AVERAGE
Members of my household live a healthy active lifestyle. 1.40% 3 9.30% 20 50.70% 109 37.21% 80 1.40% 3 215 3.28 My household is satisfied with the Recreation and Culture 8.45% 18 43.19% 92 34.27% 73 6.10% 13 7.98% 17 213 2.62 Services provided by Whitewater Region. Our household finds the Whitewater Region’s information 15.57% 33 43.40% 92 29.25% 62 3.30% 7 8.49% 18 212 2.46 about recreation and culture services adequate. The Township should subsidize those who cannot afford the 9.95% 21 25.12% 53 36.02% 76 15.17% 32 13.74% 29 211 2.98 cost of participating in recreation and culture programs. My household uses its leisure time wisely. 0.47% 1 9.95% 21 60.19% 127 25.59% 54 3.79% 8 211 3.22 There are sufficient parks and open spaces close to home. 9.05% 19 29.05% 61 42.38% 89 15.24% 32 4.29% 9 210 2.77 Township parks are well maintained. 6.25% 13 20.19% 42 44.23% 92 13.94% 29 15.38% 32 208 3.12 Natural areas are more important than sports fields. 5.19% 11 37.26% 79 21.70% 46 22.17% 47 13.68% 29 212 3.02 Trail systems are more important than local parks. 6.64% 14 36.02% 76 24.17% 51 16.11% 34 17.06% 36 211 3.01 Travelling to recreation or culture activities anywhere within 7.08% 15 14.15% 30 51.89% 110 22.64% 48 4.25% 9 212 3.03 Whitewater Region is not a problem for members of my household. Township facilities are well maintained. 3.83% 8 18.66% 39 50.24% 105 13.40% 28 13.88% 29 209 3.15 The Township has too many indoor ice skating arenas. 35.55% 75 30.33% 64 9.48% 20 10.43% 22 14.22% 30 211 2.37 Recreation and culture programs in Whitewater Region are 4.27% 9 13.74% 29 47.87% 101 13.27% 28 20.85% 44 211 3.33 a good value. People living outside of Whitewater Region should pay a 10.43% 22 23.70% 50 27.49% 58 22.27% 47 16.11% 34 211 3.1 premium to use Whitewater Region facilities and programs. I would rather have larger recreation and culture facilities 28.30% 60 30.66% 65 14.62% 31 15.57% 33 10.85% 23 212 2.5 located in a single location rather than smaller facilities dispersed throughout the Township. Upgrading existing recreation and culture facilities is more 11.00% 23 16.27% 34 30.14% 63 22.49% 47 20.10% 42 209 3.24 important than building new facilities. I would agree to pay additional property taxes to have 23.92% 50 21.53% 45 28.71% 60 12.92% 27 12.92% 27 209 2.69 existing facilities improved. I would agree to pay additional property taxes to have new 30.00% 63 20.48% 43 26.19% 55 10.95% 23 12.38% 26 210 2.55 facilities developed. Page 196 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 100 MILESTONE STRATEGY
STRONGLY DISAGREE AGREE STRONGLY DON'T KNOW/ TOTAL WEIGHTED DISAGREE AGREE NO OPINION AVERAGE I would prefer to have one large library in Whitewater 32.39% 69 30.52% 65 12.21% 26 12.21% 26 12.68% 27 213 2.42 Region rather than three smaller libraries. The Ross Museum plays an important role in the life of 15.64% 33 19.43% 41 23.22% 49 14.69% 31 27.01% 57 211 3.18 Whitewater Region residents. I would like to use school facilities for my recreation and 2.37% 5 8.53% 18 45.02% 95 23.22% 49 20.85% 44 211 3.52 culture programs. I am aware of the children’s programs available in 12.68% 26 31.22% 64 25.85% 53 7.32% 15 22.93% 47 205 2.97 Whitewater Region. I am aware of the adult’s programs available in Whitewater 14.35% 30 39.23% 82 26.32% 55 8.13% 17 11.96% 25 209 2.64 Region. I am aware of the senior’s available provided in Whitewater 12.86% 27 32.38% 68 25.71% 54 7.14% 15 21.90% 46 210 2.93 Region. I am aware of the special events in Whitewater Region. 10.00% 21 28.57% 60 44.76% 94 9.52% 20 7.14% 15 210 2.75 Members of my household get at least 150 minutes of 5.71% 12 16.67% 35 41.90% 88 30.48% 64 5.24% 11 210 3.13 moderate to physical vigorous activity per week. All members of my household do activities that strengthen 4.76% 10 26.67% 56 38.57% 81 24.76% 52 5.24% 11 210 2.99 muscles and bones at least twice per week. There are adequate meeting facilities available in or near 4.78% 10 15.31% 32 49.28% 103 10.53% 22 20.10% 42 209 3.26 Whitewater Region. There are adequate parks and open spaces available in or 4.35% 9 23.19% 48 49.76% 103 14.01% 29 8.70% 18 207 3 near Whitewater Region. There are adequate beaches facilities available in or near 16.27% 34 33.97% 71 36.36% 76 6.70% 14 6.70% 14 209 2.54 Whitewater Region. Members of my household go outside of Whitewater Region 4.78% 10 10.53% 22 37.80% 79 39.23% 82 7.66% 16 209 3.34 for some of our regular recreation and culture activities. I think my neighbours identify themselves as residents of 13.88% 29 21.05% 44 37.32% 78 7.66% 16 20.10% 42 209 2.99 Whitewater Region as much as residents of the smaller centre in which we live. I would prefer to have programs provided by the local 6.28% 13 21.26% 44 24.64% 51 17.39% 36 30.43% 63 207 3.44 recreation association than the municipality of Whitewater Region. The cost of participating in recreation or cultural activities in 3.88% 8 8.74% 18 50.49% 104 10.19% 21 26.70% 55 206 3.47 Whitewater Region is good value for the money. Members of my household live a healthy active lifestyle. 1.40% 3 9.30% 20 50.70% 109 37.21% 80 1.40% 3 215 3.28
Page 197 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 101 MILESTONE STRATEGY
11.1.15 Suggested Improvements
Survey respondents were asked “Do you have any specific suggestions as to how recreation and culture services could be improved in Whitewater Region?” Some observations about the responses are: awareness of programs and better communication about recreation programs was the most frequent response a considerable about mentions their interest in a single multi-purpose facility for Whitewater Region; however, some also explicitly said that wanted three separate facilities
Whitewater Region Recreation Master Plan – Preliminary Report Page 102
Page 198 of 252 MILESTONE STRATEGY
Appendix F – Community Group Survey
In September and October of 2017, a survey of all known Whitewater Region community groups was conducted and the invited community groups represented all aspects of leisure. The survey was an online questionnaire and a link to the survey was sent to each community groups’ contact person. A total of 41 groups were invited to participate in the survey and 15 groups were represented in the survey results.
The survey responses provided details about the facilities used by the community groups and the programs and services offered. Some of this information is not easily presented in charts and tables and will be used as a database in the assessment of programming and facilities in Whitewater Region.
11.1.16 Profile of Community Groups
The following tables profile the nature of the community groups that are represented in the survey. Q7 - How would you BEST describe your group's purpose?
TYPE OF GROUP RESPONSES
Recreational Sport activities (programmed; local community emphasis) 66.67% 10 Competitive Sport (programmed with an elite component; regional or provincial emphasis) 20.00% 3 Leisure or social (non-competitive) 40.00% 6 Cultural 20.00% 3 Historical 6.67% 1 Service Club 13.33% 2 Education 26.67% 4
Q8 - Please list the main types of Recreation and Culture activities your organization is involved with:
ACTIVITY TYPE RESPONSES
Ice related-hockey, figure skating, ringette, curling, etc. 60.00% 9 Baseball-baseball, fastball, softball, etc. 26.67% 4 Field Sports-soccer, football, rugby, field lacrosse, etc. 6.67% 1 Cycling-road, mountain, etc. 6.67% 1 Gym sports-gymnastics, badminton, etc. 6.67% 1 Performing Arts-dance, music, etc. 0.00% 0 Visual Arts-painting, sculpting, etc. 0.00% 0 Social functions-dances, community meetings, etc. 33.33% 5 Other (please specify) 26.67% 4
Q 9 - What age groups do your organization’s programs/activities primarily serve?
AGE GROUPS SERVED RESPONSES
Aged 0-4 20.00% 3 Aged 5-12 60.00% 9 Aged 13-19 66.67% 10 Aged 20-64 40.00% 6 Aged 65+ 20.00% 3
Whitewater Region Recreation Master Plan – Preliminary Report Page 103
Page 199 of 252 MILESTONE STRATEGY
11.1.17 Member Information and Profile
Q 10 - Approximately what proportion of your group's members/participants live in: Non-resident involvement varied greatly amongst community groups, but on average, there is high participation in Whitewater Region community group activities by non-residents. AVERAGE
% who live in Whitewater Region 68.8% % who live outside of Whitewater Region 35.9%
Q 11 - Approximately what proportion of your group's members/participants are male or female: AVERAGE
% male 54.3% % female 52.7%
Q13 - Over the past three years, has the number of participants/members/players increased or decreased? RESPONSES
Increased 23.08% 3 Remained stable 46.15% 6 Decreased 30.77% 4 Fluctuated 0.00% 0
Q14 - Over the NEXT five years, do you expect the number of participants/members/players to increase or decrease?
ANSWER CHOICES RESPONSES
Increase 42.86% 6 Remain stable 28.57% 4 Decrease 21.43% 3 Fluctuate 7.14% 1
11.1.18 Volunteers
Q15 - How many volunteers are involved with your group? Responses varied greatly and ranged from 1 to 100.
Q16 - Over the PAST three years, has your number of volunteers increased or decreased? The majority of groups have found the number of volunteers to remain stable but five groups reported either fluctuating or declining volunteerism. RESPONSES
Increased 7.14% 1 Remained stable 57.14% 8
Whitewater Region Recreation Master Plan – Preliminary Report Page 104
Page 200 of 252 MILESTONE STRATEGY
Decreased 21.43% 3 Fluctuated 14.29% 2
Q17 - Over the NEXT five years, do you expect the number of volunteers to increase or decrease? RESPONSES
Increase 21.43% 3 Remain stable 42.86% 6 Decrease 14.29% 2 Fluctuate 21.43% 3
11.1.19 Facility Use
Q18 – During your last full season or year of operation, was the time available at all of the facilities that you currently use sufficient to meet your organization’s needs for its EXISTING programs or activities? Three of the groups reported that facility availability is insufficient to meet existing demand. RESPONSES
Yes 71.43% 10 No 21.43% 3 Don't Know 7.14% 1 However, Q19 asked “Is there a waiting list of people who want to join your group or its programs?” and none of the groups said that they had a wait list of participants that could not be accommodated. Q20 – asked “What is the reason that your group is unable to enroll the people on the wait list?” One group responded, ”lack of instructors/leaders/coaches” and one group raised the issue of ice-time not being available due to use by non-residents.
Q28 - Would your participants be willing to use facilities in any location within Whitewater Region? RESPONSES
Yes 30.77% 4 No 38.46% 5 Don't Know 30.77% 4
When asked why users would not use facilities anywhere in Whitewater Region, the following responses were given: distance to travel Space requirements for equipment storage and adequate space for exercise and other program needs are important considerations We move some players around between rinks to even the numbers on team rosters and that can be easy or very difficult depending on the family and which facility we are proposing they move to We did this year but in the case of Ball - Cobden should use Cobden’s field, Beachburg - Beachburg field and Forester’s Falls, Forester’s Falls field. (we are three different association in the minor ball program Riverview Club is now in its 53rd year and has helped build and outfit the Hall as well as use the Hall as the Clubhouse. Most are local and only come out for an hour or two in the evenings and want to be walking distance or a short drive
Whitewater Region Recreation Master Plan – Preliminary Report Page 105
Page 201 of 252 MILESTONE STRATEGY
Q29 - Does your group rent facilities outside of Whitewater Region? RESPONSES
Yes 35.71% 5 No 64.29% 9
Q30 - Please indicate the type of facility rented outside of Whitewater Region and the average number of hours per week rented through the whole season/year. RESPONSES
Indoor ice: 80.00% 4 Ball diamonds: 0.00% 0 Sports fields (e.g. soccer, etc.): 20.00% 1 Indoor multi-purpose space (e.g. gym, hall, etc.): 20.00% 1 Other-please specify: 20.00% 1
“Other” responses included: Renfrew mateway Arena in Fort Coulonge Quebec - 1-2 hours/week field for dryland training - 1 -2 hours/week hall 1-2 hours per week
Q31 - If available, would your group use NON-PRIME TIME hours at a facility? RESPONSES
Yes 15.38% 2 No 61.54% 8 Don't Know 23.08% 3
Q31 - If facility time was available, would your group commit to a full season of additional hours at a facility?
ANSWER CHOICES RESPONSES
Yes 38.46% 5 No 38.46% 5 Don't Know 23.08% 3
Q33 - Are there NEW OR EXPANDED programs or activities that your organization is unable to offer due to a lack of available facilities but would offer if facilities were available? Responses included: Our older adult population is expected to grow to as much as 50% of our local population yet many public facilities are not fully accessible; this is a huge challenge for us locally for programming Bike park, winterized maintained trails, box track Ice surface with indoor field for dryland training. Hall with food/drinks for parents, players etc. to hang out for tournaments etc. Older adult exercise classes; clinics; community mental health programs; youth programs..... Snow shoeing, cross country skiing, BMX racing minor hockey, football, indoor soccer
Whitewater Region Recreation Master Plan – Preliminary Report Page 106
Page 202 of 252 MILESTONE STRATEGY
Gym
11.1.20 Fees
Q38 - Are the facility rental fees that your group pays affordable/manageable? Only two groups indicated that rental fees were not affordable / manageable. RESPONSES
Yes 50.00% 6 No 16.67% 2 We don't pay rental fees 25.00% 3 Don't know 8.33% 1
11.1.21 Importance and Satisfaction with Issues
Q39 and Q40 asked, “How do you rate the IMPORTANCE of the following issues to your group’s services?” and “How do you rate your group’s level of SATISFACTION with the following issues?” The following table provides a rank order listing of the issues, with the highest priority issue at the top.
IMPORTANCE SATISFACTION DIFFERENCE OF MEANS
Maintenance/Condition of Facilities 3.75 2.85 -0.9 Volunteer retention 3.58 2.91 -0.67 Cost of renting/using Facilities 3.92 3.3 -0.62 Volunteer recruitment 3.58 3.06 -0.52 Volunteer training 3.33 2.91 -0.42 Convenience of location for your members 3.5 3.29 -0.21 Availability of Facilities 3.75 3.66 -0.09 General support from the Township 3.17 3.13 -0.04 Overall quality of the facilities 3.75 3.72 -0.03 Access to funding 3 3.08 0.08 Dissemination of information about your group 3.17 3.57 0.4
Whitewater Region Recreation Master Plan – Preliminary Report Page 107
Page 203 of 252 MILESTONE STRATEGY
Q38 How do you rate the IMPORTANCE of the following issues to your group’s services?
NOT AT ALL IMPORTANT SOMEWHAT IMPORTANT IMPORTANT VERY IMPORTANT NOT APPLICABLE TOTAL WEIGHTED AVERAGE
Cost of renting/using Facilities 0.00% 0 8.33% 1 8.33% 1 66.67% 8 16.67% 2 12 3.92 Availability of Facilities 0.00% 0 0.00% 0 25.00% 3 75.00% 9 0.00% 0 12 3.75 Maintenance/Condition of Facilities 0.00% 0 0.00% 0 25.00% 3 75.00% 9 0.00% 0 12 3.75 Convenience of location for your members 0.00% 0 8.33% 1 33.33% 4 58.33% 7 0.00% 0 12 3.5 General support from the Township 0.00% 0 33.33% 4 25.00% 3 33.33% 4 8.33% 1 12 3.17 Overall quality of the facilities 0.00% 0 0.00% 0 33.33% 4 58.33% 7 8.33% 1 12 3.75 Access to funding 25.00% 3 8.33% 1 25.00% 3 25.00% 3 16.67% 2 12 3 Dissemination of information about your 25.00% 3 0.00% 0 25.00% 3 33.33% 4 16.67% 2 12 3.17 group Volunteer recruitment 8.33% 1 0.00% 0 25.00% 3 58.33% 7 8.33% 1 12 3.58 Volunteer retention 8.33% 1 0.00% 0 25.00% 3 58.33% 7 8.33% 1 12 3.58 Volunteer training 8.33% 1 16.67% 2 16.67% 2 50.00% 6 8.33% 1 12 3.33
Q39 How do you rate your group’s level of SATISFACTION with the following issues?
NOT AT ALL SATISFIED SOMEWHAT SATISFIED SATISFIED VERY SATISFIED NOT APPLICABLE TOTAL
Cost of renting/using Facilities 0.00% 0 16.67% 2 41.67% 5 25.00% 3 16.67% 2 12 Availability of Facilities 0.00% 0 33.33% 4 25.00% 3 41.67% 5 0.00% 0 12 Maintenance/Condition of Facilities 0.00% 0 41.67% 5 25.00% 3 33.33% 4 0.00% 0 12 Convenience of location for your members 0.00% 0 8.33% 1 33.33% 4 58.33% 7 0.00% 0 12 General support from the Township 8.33% 1 25.00% 3 25.00% 3 8.33% 1 33.33% 4 12 Overall quality of the facilities 0.00% 0 41.67% 5 16.67% 2 33.33% 4 8.33% 1 12 Access to funding 8.33% 1 16.67% 2 8.33% 1 16.67% 2 50.00% 6 12 Dissemination of information about your group 0.00% 0 25.00% 3 16.67% 2 16.67% 2 41.67% 5 12 Volunteer recruitment 0.00% 0 25.00% 3 33.33% 4 16.67% 2 25.00% 3 12 Volunteer retention 0.00% 0 16.67% 2 41.67% 5 16.67% 2 25.00% 3 12 Volunteer training 0.00% 0 25.00% 3 33.33% 4 16.67% 2 25.00% 3 12
Page 204 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 108 MILESTONE STRATEGY
11.1.22 Improvements
Q 41 - Please indicate the extent to which the following factors affect the level of participation in your programs and activities. The following table provides a rank or of issues by their importance to level of participation.
WEIGHTED AVERAGE
Availability of volunteers to run programs 3.92 Distance to the facilities 3.42 Location of the facilities 3.42 Community’s awareness/promotion of our programs 3.33 Cost of participation 3.25 Quality of Equipment 3.17 Quality of facilities 3.08
Whitewater Region Recreation Master Plan – Preliminary Report Page 109
Page 205 of 252 MILESTONE STRATEGY
Q41 - Please indicate the extent to which the following factors affect the level of participation in your programs and activities.
NOT AT ALL IMPORTANT SOMEWHAT IMPORTANT IMPORTANT VERY IMPORTANT NOT APPLICABLE TOTAL WEIGHTED AVERAGE
Cost of participation 8.33% 1 16.67% 2 16.67% 2 58.33% 7 0.00% 0 12 3.25 Quality of facilities 8.33% 1 8.33% 1 50.00% 6 33.33% 4 0.00% 0 12 3.08 Quality of Equipment 8.33% 1 8.33% 1 41.67% 5 41.67% 5 0.00% 0 12 3.17 Community’s awareness/promotion of our programs 8.33% 1 8.33% 1 33.33% 4 41.67% 5 8.33% 1 12 3.33 Distance to the facilities 0.00% 0 8.33% 1 41.67% 5 50.00% 6 0.00% 0 12 3.42 Location of the facilities 0.00% 0 8.33% 1 41.67% 5 50.00% 6 0.00% 0 12 3.42 Availability of volunteers to run programs 0.00% 0 8.33% 1 0.00% 0 83.33% 10 8.33% 1 12 3.92 Cost of participation 8.33% 1 16.67% 2 16.67% 2 58.33% 7 0.00% 0 12 3.25 Quality of facilities 8.33% 1 8.33% 1 50.00% 6 33.33% 4 0.00% 0 12 3.08 Quality of Equipment 8.33% 1 8.33% 1 41.67% 5 41.67% 5 0.00% 0 12 3.17 Community’s awareness/promotion of our programs 8.33% 1 8.33% 1 33.33% 4 41.67% 5 8.33% 1 12 3.33 Q46 - Please indicate the degree to which you agree or disagree with the following roles for the Township of Whitewater Region in recreation service delivery?
NOT AT ALL IMPORTANT SOMEWHAT IMPORTANT IMPORTANT VERY IMPORTANT NOT APPLICABLE TOTAL
Identify residents' program needs 0.00% 0 20.00% 2 50.00% 5 0.00% 0 30.00% 3 10 Directly deliver programs 0.00% 0 50.00% 4 37.50% 3 0.00% 0 12.50% 1 8 Maintenance of facilities 0.00% 0 33.33% 3 44.44% 4 11.11% 1 11.11% 1 9 Facility construction and improvements 0.00% 0 44.44% 4 44.44% 4 11.11% 1 0.00% 0 9 Volunteer recruitment 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Volunteer training 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Volunteer recognition 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Coordinate all volunteer opportunities across the Township 0.00% 0 50.00% 4 25.00% 2 0.00% 0 25.00% 2 8 Coordinate corporate sponsorship 0.00% 0 44.44% 4 33.33% 3 11.11% 1 11.11% 1 9 Access capital 0.00% 0 33.33% 3 33.33% 3 11.11% 1 22.22% 2 9 Promote healthy active lifestyles 10.00% 1 20.00% 2 60.00% 6 10.00% 1 0.00% 0 10 Page 206 of 252
Whitewater Region Recreation Master Plan – Preliminary Report Page 110 MILESTONE STRATEGY
Q42 - Please describe how and why Whitewater Region’s recreation and culture facilities can be improved. Responses included: Re-engage in coordination, development and maintenance of regional recreation planning/programming with collaborative planning of key, local recreation stakeholders and wide and regular community consultation; not just consulting with selected community members which is helpful but not representative o Provide adequate staffing and support to support community groups currently providing recreation opportunities and consider how some of these programs could transition to leadership/management by Municipal staff as in other municipalities; o position the Municipality as the local leader in recreation programming and planning with wide and regular community engagement and consultation and provide adequate municipal staffing to provide recreation services o financial planning and review of existing recreation resources and coordination to maximize use of existing resources and identify potential for development of new resources based on projected future use by user groups and residents; o Ensure existing resources are fully accessible and ensure future resources are as well; o Coordinate closely with administration of other existing resources e.g. local schools and via Community Use of Schools programs to maximize use of local resources" "Muskrat Minor Hockey has no issues with the facilities that we currently use, there are always a few minor maintenance issues but that's not uncommon anywhere. o Muskrat Minor Hockey's issues are directly linked to availability of ice (short 1-2 hrs per week to run program) and how ice is allocated in the region. MMHA is the only local minor hockey assoc. in the region that provides hockey to majority of Whitewater residents and rents the most ice in all 3 facilities but always seems to be the association that has to ""bend"" when it comes to their allocations. Allocations are random and no consistency which makes it tough for families with multiple children playing at different levels to get their children to the rink. o MMHA years ago could support 3 facilities on their own, but because of local demographics, the cost to play hockey and local economy our numbers are dropping. MMHA could be fully serviced by one ice pad (facility). o MMHA is not able to support the new or improved facilities with a financial contribution as we are a non-profit organization, we could help with fundraising initiatives. How we would support a new/improved facility would be booking max hrs in that facility. Today MMHA would be able to fill an arena Monday - Friday (4hrs/night) + Saturday (11hrs) + Sunday (7hrs)." My opinion is to move the canteen against a wall. That then opens up floors space. Also more experience on doing the ice, ice is very rough by the third game and someone can get hurt. "the recreation programs are run by other organization - Hockey by MMHA, Ball , soccer etc. I am not sure what the townships goal is for this. As volunteers are getting less and less I presume that at some point the township will have to take over, however if that happens will they have the same desire to make it successful. ( i.e.: endless calls, emails and etc.) " I would say the hall at Westmeath is well run. We are so lucky to have it for free, although we give back in time and helping out at community events. We could not offer the fabulous 4- h program we do if we had to pay for use of hall. We are very lucky that the board sees the value if allowing us to provide something for our young people to do. Thank you to them! "Better promotion of existing programs. o Sharing of knowledge of resource availability in the region including financial and township assistance (i.e. snow clearing when needed, prepping of ball diamond, etc.)" "Because of the limited access to recreational opportunities for people of all ages living in Whitewater Region, and the ‘out of town’ tariff families pay for their children to participate in activities in Pembroke - there is a need for more and varied recreational opportunities in the area. These opportunities would improve the mental and physical health of the children and adults, the engagement in the community and isolation for the aging population. (This has been proven by research)
Whitewater Region Recreation Master Plan Page 111
Page 207 of 252 MILESTONE STRATEGY
o Ideally a centralized centre, with a pool and gym would be built. This would provide employment opportunities for youth, volunteer opportunities for older adults as well as increasing the variety of activities available in the community. o Promoting the use of the existing trails, expanding the trail system and maintaining them for all-season access would not only promote local fitness but also bring others to the area that would support small businesses. "Facilities are run down and need constant upkeep. o More information sent out about programs and events. o Offer more programs and events for all age groups o More community togetherness" Arenas need to be updated to supply the need for ice rentals.
Q43 - If the improvements that you suggested in the previous question were made, is your group willing to pay increased user fees or capital donations to finance new or improved facilities? Willingness to pay for improvements is an effective measurement of demand. RESPONSES
Yes 18.18% 2 No 27.27% 3 Don't know 54.55% 6
11.1.23 Role for Township of Whitewater Region
Q44 - Does your group receive financial assistance from the Township of Whitewater Region? Only one group reported receiving financial assistance from the Township of Whitewater Region. RESPONSES
Yes 9.09% 1 No 90.91% 10 Don't know 0.00% 0
Q45 - Is your group satisfied with the service it receives from the Municipality of Whitewater Region to support its programs and activities? RESPONSES
Yes 27.27% 3 No 36.36% 4 Don't know 36.36% 4
Whitewater Region Recreation Master Plan Page 112
Page 208 of 252 MILESTONE STRATEGY
Q46 - Please indicate the degree to which you agree or disagree with the following roles for the Township of Whitewater Region in recreation service delivery?
The responses to this question provide some guidance in defining a role for the Township within the whole of the ‘leisure service delivery system’.
NOT AT ALL SOMEWHAT IMPORTANT VERY IMPORTANT NOT APPLICABLE TOTAL IMPORTANT IMPORTANT
Identify residents' program needs 0.00% 0 20.00% 2 50.00% 5 0.00% 0 30.00% 3 10 Directly deliver programs 0.00% 0 50.00% 4 37.50% 3 0.00% 0 12.50% 1 8 Maintenance of facilities 0.00% 0 33.33% 3 44.44% 4 11.11% 1 11.11% 1 9 Facility construction and improvements 0.00% 0 44.44% 4 44.44% 4 11.11% 1 0.00% 0 9 Volunteer recruitment 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Volunteer training 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Volunteer recognition 0.00% 0 33.33% 3 33.33% 3 0.00% 0 33.33% 3 9 Coordinate all volunteer opportunities across the Township 0.00% 0 50.00% 4 25.00% 2 0.00% 0 25.00% 2 8 Coordinate corporate sponsorship 0.00% 0 44.44% 4 33.33% 3 11.11% 1 11.11% 1 9 Access capital 0.00% 0 33.33% 3 33.33% 3 11.11% 1 22.22% 2 9 Promote healthy active lifestyles 10.00% 1 20.00% 2 60.00% 6 10.00% 1 0.00% 0 10
Q47 - Do you have any specific suggestions as to what Whitewater Region can do to improve recreation and culture in Whitewater Region? Please describe.
Creating a Recreational Master Plan is step #1. Allocating more tax dollars to new/improved facilities & programming. Promoting recreation in the region. Amalgamating the different Recreation Assoc in the region to help promote recreation across the whole region. "More grants o Take more proud in the facility and grounds o Run more adult tournaments hockey and ball o Promote all three arenas" With regards to the ball field, our season is short so being able to play on it is very important to us. I again realize this was an rainy season, but some drainage need to be done on the field as if you look you can see that all water from parking lot runs to field and it is on a bit of a slant. Continue to support recreation facilities in the communities...the saying you build it they will come is true...if the facilities and programs exist people will use them...our arenas and halls are key to our communities. I don't believe that we are at a stage where the township can manage and provide all aspects of recreation and cultural activities in the region. As such they should focus on "owning" only core recreational aspects, and provide support through infrastructure, communications, promotion and funding where possible to existing groups who provide such activities making it easier for them to do so. Increase variability of recreational options. target all age groups for programs/events
Whitewater Region Recreation Master Plan Page 113
Page 209 of 252
Page 210 of 252 Meeting Date: May 8, 2019 Contact: Jordan Durocher Manager of Recreation & Tourism 613-646-2282 [email protected]
Whitewater Streetstrut 2019 Update Recommendation: That Recreation & Tourism Committee receive this report for information purposes as it relates the 2019 edition of the Whitewater Streetstrut. Background: Earlier this year, the Recreation & Tourism Department began preparations for the upcoming Whitewater Streetstrut event which will be hosted on Main Street of Cobden, July 13 between Cowley and John Streets. This area will also be closed to vehicular access.
Analysis: The event will transform Main Street into a concert venue for our headliner, Platinum Blonde. Local bands will open before the headliner hits the stage. Doors open at 6:00 p.m.
Tickets are $30.00 in advance and $40.00 at the gate (day of). Tickets will be available for purchase online beginning May 1 and hard tickets will be on sale May 15 at a variety of locations throughout the region.
JP2G Inc. is secured as Title Sponsor for a third year. The department will continue to generate sponsorship opportunities to alleviate the costs of the event.
Financial Implications: The event is budgeted at $60,000.00 and is a break-even event. Next Steps: Ticket sales; promotion; event logistics; sponsorships.
Prepared by: Jordan Durocher, Manager of Recreation & Tourism Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 211 of 252 Meeting Date: May 8, 2019 Contact: Robert Tremblay Chief Administrative Officer 613-646-2282 [email protected]
Investing in Canada Infrastructure Program - Recreation Stream Recommendation: That Recreation & Tourism Committee recommend Council of the Township of Whitewater Region direct staff to apply for an Investing in Canada Infrastructure Program in Ontario Grant – Culture & Recreation stream for the accessibility and dressing room renewal project at the Cobden Astrolabe Arena. Background: A new funding program has been launched titled Investing in Canada Infrastructure Program (ICIP) in Ontario. This is a 10-year federal-provincial infrastructure program to support the following streams: •Public Transit • Green • Community • Culture and Recreation, and • Rural and Northern Infrastructure Investments. To date, the Province has released the transit and rural & northern streams. Resolutions were received from the municipalities of Brockton and Saugeen Shores calling on the governments of Canada and Ontario to make available the Culture & Recreation stream. Analysis: According to a report from Saugeen Shores, a 2007 study by Parks & Recreation Ontario revealed that over $5 billion in deferred capital investment is required to repair or replace existing recreation facilities in Ontario. The same study showed that 50% of municipally-owned recreation infrastructure is at or near the end of its expected lifespan. In 2018, the Township undertook a study of the Cobden Astrolabe and Beachburg Arenas to review building condition, accessibility and space needs requirements. The Westmeath & District Recreation Association undertook similar studies for the Westmeath Arena. The Cobden Astrolabe renewal project is estimated to cost $3.1 million. Such a project of scope and cost will only be possible if senior level government funding is available. To that end, staff recommend the Cobden project be selected as the Township’s recreation project and that detail design proceed to ensure it is shovel ready when grant funding is available.
Page 212 of 252 Financial Implications: The project is estimated at $3.1 million. Detailed design is estimated at $172,000. A separate report recommends proceeding with detailed design using funding received from the Ministry of Municipal Affairs & Housing.
Attachments:
Extract – Space Needs Study Resolutions – Saugeen Shores & Brockton
Next Steps:
Proceed to detailed design if a funding allocation is approved by Council. Submit a grant application once the program is launched.
Prepared by: Robert Tremblay, Chief Administrative Officer
Page 213 of 252 Beachburg and Cobden Astrolabe Arenas Space Needs Study
Township of Whitewater Region
Page 214 of 252 Beachburg and Cobden Astrolabe Arenas Space Needs Study
Township of Whitewater Region
Page 215 of 252 COUNCIL REPORT Meeting Date: Mike Myatt, Vice Deputy Mayor
Subject: Request to Governments of Canada and Province of Ontario to open the application process for the Bi-lateral “Investing in Canada Infrastructure Program” that was signed on March 14th, 2017
Background
The Town of Saugeen Shores, a community population of approximately 14,000 and growing, is faced with a problem that many Ontario Municipalities are experiencing. Many of our recreation and cultural facilities were built in the 1970’s and 1980’s and now require modern upgrades or replacement. Our pool is over 40 years old and needs to be replaced; our 100 year old Town Hall is in need of repairs; our ball diamonds are aging and our Southampton Ice Facility requires significant repairs. For a community our size, these facilities represent community hubs; they represent gathering places and facilities where members of our community can exercise their mind and bodies on route to living healthier lives. Our residents want to be active, some are active now, but our aging facilities are becoming a deterrent for those who wish to live active lifestyles. In most cases, the Town of Saugeen Shores is able to fundraise and borrow for 1/3 of the cost to make these facility replacements become a reality, but we need bi-lateral funding between the Federal Government and Provincial Government to allow for capital funding allocations to support these facility upgrades or in some cases to support total replacement.
Like other essential municipal infrastructure, Recreation and Cultural Infrastructure is in need of investment. A 2007 study by Parks and Recreation Ontario revealed that over $5 billion in deferred capital investment is required to repair or replace existing recreation facilities in Ontario – that number is now $6 billion. The same study showed that 50% of municipally-owned Recreation Infrastructure is at or near the end of its expected lifespan. Additionally, all community recreation facilities that are in mid-life cycle require renovation or upgrades, consistent with their age. Many community facilities built before 1990 require retrofit investments to protect customer safety, improve energy efficiency or enhance services particularly from an accessibility standpoint.
Page 216 of 252 Nationally, the Canadian Recreation and Parks Association (CPRA), an alliance of all 13 provincial and territorial recreation and park associations, has continued to research this issue. CPRA participated on the Advisory Board for the 2016 Canadian Infrastructure Report Card 5. This Report Card includes data on municipal recreation facilities and the results show that almost 1 in 2 recreation facilities are in ‘very poor’, ‘poor’ or ‘fair’ condition and need repair or replacement. In comparison to other municipal infrastructure assessed in the Report Card, recreation facilities were in the worst state and require immediate attention. Furthermore, new facilities are required to meet future needs linked to rapid population growth being experienced by the Town of Saugeen Shores.
Through budget 2016, the Federal Government allocated $14.4 billion in new funding for the repair and modernization of key Infrastructure. This funding via the Investing in Canada Plan has gone towards vital public transit systems, clean water and wastewater systems, and Social Infrastructure such as affordable housing. These are all very important needs for many communities in Ontario, but the Town of Saugeen Shores would like to suggest that replacement of aging recreation facilities is also a high priority for Municipalities.
Building on the first phase of the Investing in Canada Plan, $81.2 billion in additional funding was made available in the Federal 2017 budget to support five priority areas over the next decade: Public Transit, Green, Social, Trade and Transportation, and Rural and Northern Communities' Infrastructure and provides predictable funding and focusses on large-scale transformational projects.
The Governments of Canada and Province of Ontario have an infrastructure agreement that was signed March 14th, 2017, and this bi-lateral agreement now includes a new stream named “Community, Culture, and Recreation”. The Town of Saugeen Shores needs to request this program be opened in the short term to allow our community and other communities around the Province to submit applications. It is this next phase that Saugeen Shores Council needs to start lobbying our MP and MPP for Provincial and Federal support to help make this happen.
The attached Motion is being proposed for Council consideration and pending approval, it is being recommended that the Town of Saugeen Shores encourages all Municipalities in the Province of Ontario to pass a similar motion and forward to the Governments of Canada and Province of Ontario to stress the importance of opening the application process for Recreation and Culture Infrastructure funding under the “Investing in Canada Infrastructure Program”.
Respectfully Submitted Mike Myatt, Vice Deputy Mayor
Page 217 of 252 *-¿ I
THE CORPORATION OF THE TOWN OF SAUGEEN SHORES
\ MOVED BY RESOLUTION NO: t" -2Ó I
SECONDED BY: DATE: February 11. 2019
Whereas The Town of Saugeen Shores believes that building modern infrastructure is important, and that good quality infrastructure supports job creation and helps attract businesses and residents to our community and communities across the Province of Ontario; and
Whereas Recreation lnfrastructure is one of the most important core investments that can be made into the prosperity, health, and security of urban and rural communities; and
Whereas the need for infrastructure renewal projects far exceeds the capital available in municipalities for investment in Recreation lnfrastructure; and
Whereas Recreation lnfrastructure is often put to the bottom of the list, as other infrastructure takes priority; in fact, there has not been a meaningful Recreation lnfrastructure program since 2008; and
Whereas the Province of Ontario places long term borrowing restrictions on Municipalities; and
Whereas Saugeen Shores does not have the borrowing capacity to fund these large scale projects; and
Whereas some Municipalities do have the capacity to fundraise and borrow to 1/3 of project costs but rely on other levels of Government for remaining partnership funding; and
Whereas, while the Town of Saugeen Shores welcomes the inclusion of Recreation lnfrastructure funds through the Gas Tax Fund, it is apparent that Gas Tax Funds alone are not sufficient to support large scale Recreation lnfrastructure projects; and
Page 1 of 3
Page 218 of 252 Whereas the Town of Saugeen Shores agrees with both Parks and Recreation Ontario and with the Association of Municipalities of Ontario that the infrastructure gap will continue to grow, especially once all of the municipal asset plans are completed; and
Whereas both the Federal and Provincial Government could leave a positive and lasting impact on rural communities by helping municipalities to renovate or build new Recreation Facilities, and in the process create cost savings to our health system. After all, health is a Provincial expense, and as citizens live healthier lifestyles and maintain healthy bodies, this leads to less frequent visits to doctors' offices, hospital emergency departments and rehabilitation centres, and consequently less costs towards medical costs; and
Whereas in 2016 the Federation of Canadian Municipalities study found that nearly half of all types of sport and recreation facilities in Canada are in fair or poor condition, with a replacement value of $23 billion across Canada; and
Whereas in Ontario, the replacement value for aging pools, arenas and community centres in fair or poor condition in Ontario is estimated to be $6 billion (Parks and Recreation Ontario); and
Whereas the Province of Ontario has endorsed the Framework for Recreation in Canada2015: Pathways to Wellbeing; and that the vision for the Framework is "a Canada where everyone is engaged in meaningful, accessible recreation experiences..." and that the first goal of the Framework is that governments should enable participation in physically active recreation; and
Whereas the Framework for Recreation in Canada has as priority 4.3 as follows: "Enable communities to renew Recreational lnfrastructure as required and to meet the need for green spaces by securing dedicated government funding at all levels.... for the necessary development, renewal and rehabilitation of facilities and outdoor spaces"; and
Whereas through the Investing in Canada Plan, the Government of Canada is investing over $180 billion over 12years in lnfrastructure projects across Canada with these investments being made by 14 Federal Departments and Agencies; and
Page 2 of 3
Page 219 of 252 Whereas the Governments of Canada and Ontario signed a bi-lateral agreement on March 14th,2017 and created the "lnvesting in Canada lnfrastructure Plan"; and be it
Resolved that the Council of the Town of Saugeen Shores requests that the Government of Canada and the Province of Ontario move fonruard with accepting applications for funding agreed to by the Governments of Canada and Province of Ontario under the "lnvesting in Canada Infrastructure Program" to help address the Recreation and Culture Capital lnfrastructure deficit that currently exists across Canada; and
Further, that this resolution and background Council Report be forwarded to all Ontario Municipalities, Provincial and Federal Government's, local MP's and MPP's, Parks and Recreation Ontario, and the Association of Municipalities of Ontario, requesting their suppott.
DIVISION OF RECORDED Carried E VOTE PEC Defeated n YES NO ABSENT INT CHARBONNEAU Deferred f CARR GRACE YOR Referred n MATHESON MYATT Tabled n MYETTE RICH Withdrawn n SHRIDER SMITH
Page 3 of 3
Page 220 of 252 Page 221 of 252 Page 222 of 252 Meeting Date: May 8, 2019 Contact: J. Collins, Director of Public Works 613-646-2282 [email protected]
Tractor Replacement Recommendation: That Transportation Services Committee recommend Council of the Township of Whitewater Region approve the purchase of a tractor, PTO, and snow blower to replace the 1993 Kubota Tractor (TRC#3) at an estimated cost of $135,000. Background: TRC#3 is a 1993 Kubota Tractor, and was ‘used’ when originally purchased by the Township. The vehicle is used in the winter for snow blowing and during the summer for cutting road shoulders. Analysis: The existing 1993 Kubota is twenty-six (26) years old, well past its anticipated life expectancy of 14 years. Since December 1, 2018 repair costs have been:
• Parts 7,865.00 • Vendor Repairs 2,460.80 • In-house Mechanic costs 2,460.80 Total $15,825.80
The tractor broke down again during the last snowfall while removing the windrow on Main Street, Cobden. The vendor repairs are anticipated to be in the range of $5,000.00, bringing the repairs to over $20,000 since December. The total cost for a new tractor, PTO and snow blower is $135,000. Staff considered presenting the purchase during the 2019 capital budget; however, at the time it was not deemed a priority. Due to the breakdowns throughout the winter months, the demand for the equipment, and rising repair costs, staff recommend the purchase be made now.
The chipper and mower will be retained as they can be used on the new tractor. If required to be replace in the future, can be done independently from the original purchase. A mower is estimated to be $100,000 to replace.
Page 223 of 252 Financial Implications: Trusting the MMAH Grant allocation is approved by Council as presented, the $135,000 estimated for the purchase of a new tractor could be funded as follows: • Equipment Reserve 66,800 • Leaving $349.86 in the equipment reserve • Equipment Reserve 20,000 • Returned to reserve from GPS, now to be funded from MMAH One-Time Grant • Capital Reinvestment 48,200 • Returned to reserve from Reserve streetlights, now to be funded from MMAH One-Time Grant Total 135,000 • Estimated Tractor purchase
The existing 1993 Kubota will be sold via GovDeals following receipt of the new tractor. Staff recommend a minimum bid of $5,000. The Kubota will be sold with over $20,000 in repairs, since December 2018, as well as the loader arms and new tires (2018). Next Steps: • Prepare and award tender • Sell 1993 Kubota via GovDeals.
Prepared by: Janet Collins, Director of Public Works Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 224 of 252 Meeting Date: May 8, 2019 Contact: J. Collins, Director of Public Works 613-646-2282 [email protected]
Firehall Lane Road Assumption Recommendation: That Transportation Services Committee recommend Council of the Township of Whitewater Region enact a by-law to dedicate for road purposes the public road known as Firehall Lane. Background: Firehall Lane has been used as a public road for may years providing access to the Haley Station Firehall and former outdoor rink. The roadway crossed private property, the lands which have now been conveyed by the private owners to Whitewater Region. The municipality must pass a by-law to dedicate the lands for road purposes. Analysis: A legal survey was completed and registered in conjunction with required deeds and transfers. The final step is to pass a by-law to formally dedicate the lands for road purposes. The Township’s solicitor has prepared the attached draft by-law, describing the land conveyances and public road designations per registered plan 49R-9049. Financial Implications: All legal costs are borne by the Township. Attachments: Attachment #1: Draft By-Law Next Steps: The by-law will be registered in the Registry Office for the Land Titles Office of Renfrew.
Prepared by: Janet Collins, Director of Public Works Reviewed by: Robert Tremblay, Chief Administrative Officer
Page 225 of 252 The Corporation of the Township of Whitewater Region
A by-law to acquire certain lands and dedicate for road purposes, lands being part of Lots 22 and 23 in Concession 2 in the former Township of Ross and now in the Township of Whitewater Region (the “Township”) – Firehall Lane
Whereas, lands described as Part of Lots 22 and 23, Concession 2 in the Township and designated as Parts 1 to 7 inclusive and Parts 11 to 15 inclusive on Plan 49R-9049 have been used for many years as a public road; And Whereas the said lands designated as Parts 1, 2, 3, 4, 5 and 13 on Plan 49R-9049 have been registered in the names of private owners and the remaining Parts 6, 7, 11, 12, 14 and 15 on Plan 49R-9049 have been registered in the name of the Township; And Whereas the said private owners have conveyed the lands designated as Parts 1, 2, 3, 4, 5 and 13 on Plan 49R-9049 to the Township for the purposes of road dedication; And Whereas the Township, pursuant to Section 31(2) of the Municipal Act, 2001 as amended, enacts this by-law to dedicate as a public road lands designated as Parts 1 to 7 inclusive and Parts 11 to 15 inclusive on Plan 49R-9049 as a public road; Now therefore the Council of the Corporation of the Township of Whitewater Region enacts as follows:
1. That the conveyance to the Township of the lands described as Part of Lots 22 and 23 Concession 2 in the Township and designated as Parts 1, 2, 3, 4, 5 and 13 on Plan 49R-9049 be accepted and hereby dedicated as a public road.
2. That the lands described as Part of Lots 22 and 23 Concession 2 in the Township and designated as Parts 6, 7, 11, 12, 14 and 15 on Plan 49R- 9049 are hereby dedicated as a public road.
3. This by-law shall not take effect until a certified copy has been registered in the Registry Office for the Land Titles Office of Renfrew.
Read a first, second and third time and finally passed this th day of , 2019
Michael Moore, Mayor
Carmen Miller, Clerk
Page 226 of 252
The Corporation of the Township of Whitewater Region
By-law Number 19-05-1170
A by-law to adopt Terms of Reference for the Whitewater Region Seniors & Older Adults Task Force (SOATF)
Whereas, Section 49.0 of the Procedural By-law allows the establishment of Task Forces with Terms of Reference; and Whereas, Council of the Township of Whitewater Region deems it expedient and necessary to adopt Terms of Reference for its task force; Now therefore Council of the Corporation of the Township of Whitewater Region enacts as follows:
1. That the Township of Whitewater Region Seniors & Older Adult Task Force is hereby established.
2. That the terms of reference attached shall form a part of this by-law.
3. This by-law shall come into force and take effect upon the date of the final passing thereof.
Read a first, second and third time and finally passed this 8th day of May, 2019.
Michael Moore, Mayor
Carmen Miller, Clerk
By-law 19-05-1170 Page 1 of 1
Page 227 of 252 Whitewater Region Seniors & Older Adults Task Force (SOATF) Terms of Reference
1.0 Mandate
The Seniors & Older Adults Task Force will serve in an information gathering and advocacy role to provide recommendations and advice to Council regarding the development and provision of services by the Township or partner organizations to those over the age of fifty-five.
2.0 Focus
The task force will serve as Whitewater Region's liaison for residents, local community groups as well as government and non-governmental organizations on subjects relating to adults over fifty-five years of age within Whitewater Region.
It will further collaborate with other internal/external agencies, businesses and groups as deemed appropriate to aid in developing recommendations and advice to be presented to Council. The SOATF will assist in moving forward various Council-approved initiatives involving seniors and older adults.
3.0 Term
The task force will be appointed by Council consistent with appointment practices. The term of appointment will correspond to the term of Council. Vacancies will be filled on an as-needed basis.
4.0 Composition
The task force will be comprised of the Council Member serving as Chair, up to seven community members, and one municipal staff representative being the Chief Administrative Officer or designate.
Subject matter advisors will be invited to participate in meetings and working groups as required.
All members must: a) be a resident of Whitewater Region, b) preferably 55 years of age or over (excluding the Chair and municipal staff); c) be available to contribute up to ten hours per month;
Page 228 of 252 d) possess strong interest and/or experience in at least one of the following areas: • Community advocacy and public engagement by providing ongoing updates related to local projects, events and activities, • Community development and outreach by attending networking meetings, information sessions and forums established by community partners and various public and government agencies, • Research through the use of a variety resources (online, paper and in person) and work with others to locate and incorporate facts and statistics for projects.
5.0 Compensation
No compensation shall be made to members of the task force for their participation.
6.0 Attendance and Procedures
The Member of Council will serve as Chair.
A quorum comprised of more than 50 per cent of appointed members will be required to hold a meeting. In order to maintain a strong level of commitment, members who are absent for three consecutive meetings (without good cause) will be deemed to have resigned.
The task force will work in a collaborative manner seeking consensus. Recommendations shall be formulated for consideration by Council. The task force does not have delegated authority to direct municipal staff.
Action items will be recorded in writing. Quarterly updates on progress will be presented to Council by the Chair.
7.0 Meetings
The task force will generally meet bi-monthly with re-occurring meeting dates being set in advance. Additional meetings may occur based on urgency and need at the call of the Chair. Members will be notified of any additional meetings via email, allowing as much prior notice as possible. Meetings will be held at the Whitewater Region Municipal Office, unless otherwise planned and agreed upon.
Page 229 of 252
The Corporation of the Township of Whitewater Region
By-law Number 19-05-1171
A by-law to authorize the entering into a Subordination Agreement with Ottawa River Power Corporation
Whereas, Section 5 of the Municipal Act, 2001 S.O. 2001, c.25 as amended states that the powers of a municipality shall be exercised by its Council and generally through by-law; and
Whereas, Section 9 of the Municipal Act, 2001 S.O. 2001, c.25 as amended states that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority;
Whereas, Council deems it expedient and necessary to enter into a Subordination Agreement;
Now therefore Council of the Corporation of the Township of Whitewater Region enacts as follows:
1. That the Subordination Agreement with The Ottawa River Power is hereby authorized.
2. That the Mayor and Clerk are authorized and directed to execute all documents on behalf of the Corporation of the Township of Whitewater Region and to affix thereto the seal.
3. That the Agreement attached hereto as Schedule “A” forms part of this by-law.
4. That this by-law shall come into force and take effect upon being passed by Council.
Read a first, second and third time and finally passed this 8th day of May, 2019.
Michael Moore, Mayor
Carmen Miller, Clerk
By-law 19-05-1171 Page 1 of 1
Page 230 of 252 Page 231 of 252 Page 232 of 252 Page 233 of 252 Page 234 of 252 Page 235 of 252 Page 236 of 252 Page 237 of 252 Page 238 of 252 Page 239 of 252 Page 240 of 252 Page 241 of 252 Township of Whitewater Region Regular Council Meeting
Minutes
April 17, 2019 at 6:00 PM Council Chamber – 44 Main Street (Cobden)
Attendance: Mayor Michael Moore, Reeve Cathy Regier, Councillor Charlene Jackson, Councillor Dave Mackay, Councillor Daryl McLaughlin, Councillor Neil Nicholson, and Councillor Chris Olmstead
Staff: Ivan Burton, Janet Collins, Sean Crozier, Carmen Miller, Robert Tremblay, and Jonathan Wilker
1. Call to Order
The Mayor called the meeting to order at 6:11 p.m. Councillor Olmstead arrived at 7:00 p.m. Councillor McLaughlin departed at 8:37 p.m.
2. Prayer
The Prayer was recited.
3. Declaration of Interest
Councillor Olmstead declared a pecuniary interest on item 8.4 Foresters Falls Athletic Association. The general nature is his company may be the potential seller of supplies.
4. Presentations a) 2018 Draft Financial Statements - MacKillican & Associates (Wil Barr)
Mr. Barr highlighted points from the 2018 Draft Financial Statements and responded to questions from Council.
Regular Council Minutes April 17, 2019 Page 1 of 10
Page 242 of 252
5. Announcements a) • Beachburg St. Andrew Church is hosting a supper and the Cobden Presbyterian Church is having a trivia night on April 26. • Beachburg is having its pancake breakfast and the Haley Church supper on April 27. • Relay for Life will be held June 21; participation is encouraged. • May 11, is the BORCA spring chicken run.
6. Standing Committees
6.1 Development & Planning Committee - Chair Charlene Jackson a) Zoning Public Meeting - 1363 Gore Line (Patricia & Trudy Desjardins)
The Planner noted that if any person or public body does not make an oral submission at the public meeting or make written submissions to the Township of Whitewater Region before the by- law is passed, the person or public body is not entitled to appeal the decision of Council of the Township of Whitewater Region to the Local Planning Appeal Tribunal. The person or public body may not be added as a party to the hearing of an appeal before the Local Planning Appeal Tribunal unless, in the opinion of the Tribunal, there are reasonable grounds to do so.
Under Section 34(11) of the Planning Act, if Council decides to refuse an application or refuses or neglects to make a decision on an application within 120 days of the municipal clerk receiving the application, the applicant or the Minister of Municipal Affairs and Housing, may appeal to the Local Planning Appeal Tribunal by filing an appeal with the clerk of the municipality.
Under Section 34(19), of the Planning Act not later than 20 days after giving of notice of passing of the by-law, the applicant, any person or public body who made oral submission at the public meeting or made a written submission to Council, before the by-law was passed, or the Minister of Municipal Affairs and Housing, may
Regular Council Minutes April 17, 2019 Page 2 of 10
Page 243 of 252 appeal to the Local Planning Appeal Tribunal by filling an appeal with the clerk of the municipality. The Planner provided an overview of the application. No one was in attendance to speak to the matter Councillor Nicholson asked about user fees.
Moved by: Councillor Dave Mackay Seconded by: Councillor Daryl McLaughlin That Development & Planning Committee recommend Council of the Township of Whitewater Region enact a by- law for the property municipally known as 1363 Gore Line in order to modify the zoning category of a portion of the subject parcel from: • “Extractive Industrial Reserve (EMR) Zone” to “Rural (RU) Zone”; and • “Extractive Industrial Reserve (EMR) Zone” to “Rural (RU) Zone” and “Extractive Industrial (EM) Zone”. Carried - By-law Prepared
6.2 Environmental Services Committee
No items.
6.3 General Government Committee - Chair Cathy Regier a) County Council Report
The streetlight has been erected on the intersection of Beachburg & Westmeath Roads. The intersections of Lookout Road & Lapasse Road and Westmeath Road & Lookout Road did not meet the criteria. OVTA will give a presentation to Council regarding the accommodation tax. County passed a resolution regarding the cessation of negotiations with CN Rail. Reconstruction of 2.8 km of Foresters Falls Road from Highway 17 to Marjorie Road will begin in June.
Moved by: Councillor Charlene Jackson Seconded by: Councillor Dave Mackay That General Government Committee receive for information purposes the County Council monthly verbal update. Carried - Received b) Utilities Arrears
Regular Council Minutes April 17, 2019 Page 3 of 10
Page 244 of 252 The Treasurer answered a question regarding mortgage companies paying the arrears and percentage of homes the arrears account for.
Moved by: Councillor Daryl McLaughlin Seconded by: Councillor Neil Nicholson That General Government Committee receive this report for information purposes as it relates to utilities arrears. Carried - Received c) Seniors & Older Adults Task Force – Terms of Reference
Councillor Nicholson noted that the United Way forecasts that in 2019 seniors make up 16% of the County and in the year 2026 that number jumps to 42%. A copy of the United Way report will be made available.
Moved by: Councillor Charlene Jackson Seconded by: Mayor Michael Moore That General Government Committee recommend Council of the Township of Whitewater Region enact a by-law to adopt Terms of Reference for the Seniors & Older Adults Task Force. Carried - By-law Prepared for May 8, 2019 d) CAO's 2019 Workplan
Moved by: Councillor Dave Mackay Seconded by: Councillor Charlene Jackson That General Government Committee recommend Council of the Township of Whitewater Region approve the CAO’s 2019 Workplan. Carried - Received
6.4 Protective Services Committee
No items.
6.5 Recreation & Tourism Services Committee
No items.
Regular Council Minutes April 17, 2019 Page 4 of 10
Page 245 of 252
6.6 Transportation Services Committee - Chair Daryl McLaughlin a) Investing in Canada Infrastructure Plan Grant
The mover and seconder agreed to support the Olmstead-Jeffrey Lake Road project as water/sewer projects are not eligible.
Moved by: Councillor Neil Nicholson Seconded by: Councillor Dave Mackay That Transportation Services Committee recommend Council of the Township of Whitewater Region direct staff to apply for a grant under the Investing in Canada Infrastructure Program (ICIP) in Ontario under the Rural and Northern Infrastructure Investments stream for the reconstruction of Olmsted-Jeffrey Lake Road. Carried - Motion Prepared for May 8, 2019 b) Pavement Markings
Staff responded to questions regarding posting signage, enforcement and the traffic and speed counter.
Moved by: Councillor Dave Mackay Seconded by: Mayor Michael Moore That Transportation Services Committee receive this report for information purposes as it relates to pavement markings. Carried - Received
7. By-laws a) April 17, 2019
Moved by: Councillor Charlene Jackson Seconded by: Councillor Dave Mackay Be it resolved that the following by-laws be taken as read and passed: • 19-04-1166, being a by-law to amend By-law Number 98-13 of the former Corporation of the Township of Westmeath as amended for 1363 Gore Line (Desjardins) • 19-04-1167, being a by-law to adopt a Tax Billing & Collection Policy
Regular Council Minutes April 17, 2019 Page 5 of 10
Page 246 of 252 • 19-04-1168, being a by-law to adopt a Utilities Billing & Collection Policy Carried - Resolution #2019-3962
8. Resolutions a) 2018 Annual Reports - Township Drinking Water Systems
Moved by: Councillor Daryl McLaughlin Seconded by: Reeve Cathy Regier That Council of the Township of Whitewater Region adopt the 2018 Annual Water Reports for the following drinking water systems: • Beachburg Drinking Water System • Cobden Drinking Water System • Haley Drinking Water System. Carried - Resolution #2019-3963 b) Energy Conservation and Demand Management Plan 2019
Moved by: Councillor Charlene Jackson Seconded by: Councillor Dave Mackay That Council of the Township of Whitewater Region adopt the Energy Conservation and Demand Management Plan (2019) for submission to the Ministry of Energy, Northern Development and Mines. Carried - Resolution #2019-3964 c) 2018 Statement of Council Remuneration
Moved by: Councillor Chris Olmstead Seconded by: Councillor Daryl McLaughlin That Council of the Township of Whitewater Region receive the 2018 Statement of Council Remuneration prepared by the Treasurer dated March 29, 2019. Carried - Resolution #2019-3965 d) 2019 Partnership & Sponsorship Grants - 1st Intake
Councillor McLaughlin asked for an update on previous recipients.
Moved by: Councillor Charlene Jackson Seconded by: Councillor Dave Mackay
Regular Council Minutes April 17, 2019 Page 6 of 10
Page 247 of 252 That Council of the Township of Whitewater Region approve the following grants totaling $19,450 for the 1st intake of 2019 Partnership & Sponsorship Grants: 1. Beachburg Horticultural Society ($900) 2. Big Give Cobden ($700) 3. Crossroads Community Club ($800) 4. Dodgeball League ($500) 5. Lanark Renfrew Health & Community Services ($3,000) 6. Muskrat Watershed Council ($5,000) 7. Ottawa Valley Yoga and Wellness Event ($550) 8. Westmeath & District Pickle Ball ($500) 9. Westmeath & District Recreation Association ($4,000) 10. Whitewater Historical Society ($2,500) 11. Whiskers of Whitewater ($1,000). Carried - Resolution #2019-3966
Councillor Olmstead left the room for this item.
Moved by: Councillor Daryl McLaughlin Seconded by: Reeve Cathy Regier That Council of the Township of Whitewater Region approve the following grant for the 1st Intake of the 2019 Partnership & Sponsorship Grant: Foresters Falls Athletic Association for the amount of $4,000. Carried - Resolution #2019-3967 e) Investing in Canada Infrastructure Plan Grant
Moved by: Councillor Charlene Jackson Seconded by: Councillor Daryl McLaughlin That Council of the Township of Whitewater Region direct staff to apply for a grant under the Investing in Canada Infrastructure Program (ICIP) in Ontario under the Rural and Northern Infrastructure Investments stream for the reconstruction of Olmstead-Jeffrey Lake. Carried - Resolution #2019-3968
9. Notice of Motion
No items.
Regular Council Minutes April 17, 2019 Page 7 of 10
Page 248 of 252
10. Minutes a) Regular Minutes
Moved by: Councillor Daryl McLaughlin Seconded by: Councillor Dave Mackay That the Council of the Township of Whitewater Region approve the Regular Minutes of April 3, 2019. Carried - Resolution #2019-3969 b) Closed Session Minutes
Moved by: Reeve Cathy Regier Seconded by: Councillor Charlene Jackson That Council of the Township of Whitewater Region approve the Closed Session Minutes of April 3, 2019, understanding that they remain confidential. Carried - Resolution #2019-3970
11. Correspondence Noted and filed. a) Animal Cruelty Enforcement - Solicitor General Letter and AMO Update
Moved by: Councillor Dave Mackay Seconded by: Councillor Charlene Jackson That Council of the Township of Whitewater Region support the position of the Association of Municipalities of Ontario with respect to provincial responsibility for animal cruelty enforcement. Carried - Resolution #2019-3971 b) Community Safety Plans - County of Renfrew & EOWC
Moved by: Reeve Cathy Regier Seconded by: Councillor Daryl McLaughlin That Council of the Township of Whitewater Region endorse the positions of the County of Renfrew and Eastern Ontario
Regular Council Minutes April 17, 2019 Page 8 of 10
Page 249 of 252 Wardens Caucus on the requirement for Community Safety and Well-being Plans. Pull endorsement out of letter Carried - Resolution #2019-3972 c) Negotiations with CN - County of Renfrew d) Ontario Creates Interactive Digital Media Fund - Heliconia Letter of Support e) Municipal Accommodation Tax - Ottawa Valley Tourist Association
12. Closed Session a) Moved by: Councillor Charlene Jackson Seconded by: Councillor Daryl McLaughlin That Council of the Township of Whitewater Region move into closed session at 7:46 p.m. to discuss the Industrial Park Water Study, with staff, legal counsel and consulting engineers remaining in the room, as permitted under Section 9.1 of the Procedural By-law for the following purposes: • the receiving of advice that is subject to solicitor-client privilege; and • a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality. Carried - #2019-3973 Industrial Park Water Study b) The meeting resumed in open session at 8:56 p.m. The Clerk reported out that only the item was discussed with the receiving of advice that is subject to solicitor-client privilege. Staff received direction on a position pertaining to the Industrial Park Water Systems. An open report will come forward when necessary.
13. Confirming By-law a) April 17, 2019
Moved by: Councillor Charlene Jackson Seconded by: Councillor Dave Mackay
Regular Council Minutes April 17, 2019 Page 9 of 10
Page 250 of 252 Be it resolved that By-law 19-04-1169, being a by-law to confirm the proceedings of Council at its Regular Meeting of April 17, 2019, be taken as read and passed. Carried - Resolution #2019-3974
14. Adjournment
The meeting adjourned at 8:58 p.m.
Mayor Michael Moore Clerk Carmen Miller
Regular Council Minutes April 17, 2019 Page 10 of 10
Page 251 of 252
The Corporation of the Township of Whitewater Region
By-law Number 19-05-1172
A by-law to confirm the proceedings of Council at its meeting of May 8, 2019
Whereas, Section 5 of the Municipal Act, 2001 S.O. 2001, c.25 as amended states that the powers of a municipality shall be exercised by its Council and generally through by-law; and
Whereas, Council deems it expedient and necessary to confirm and adopt through by-law the proceedings of the Council of the Corporation of the Township of Whitewater Region at its regular meeting held on May 8, 2019;
Now therefore Council of the Corporation of the Township of Whitewater Region enacts as follows:
1. That the actions of the Council of the Corporation of the Township of Whitewater Region in respect of each recommendation contained in the reports, and each motion and resolution passed and other actions taken by Council, its regular meeting held on May 8, 2019 is hereby adopted and confirmed as if all such proceedings were expressly embodied in this by-law.
2. That the proper officials of the Corporation of the Township of Whitewater Region are hereby authorized and directed to do all the things necessary to give effect to the action of the Council referred to in all proceeding sections hereof.
3. That the Mayor and Clerk are authorized and directed to execute all documents in that behalf and to affix thereto the seal of the Corporation of the Township of Whitewater Region.
4. That this by-law shall come into force and take effect upon being passed by Council.
Read a first, second and third time and finally passed this 8th day of May, 2019.
Michael Moore, Mayor
Carmen Miller Clerk
By-law 19-05-1172 Page 1 of 1
Page 252 of 252