Town of Orangeville Parks Master Plan - Final - July, 2015 · 2015-08-12 · Orangeville Parks Master Plan – Final July 2015 10 partnership between the Town and the community provides

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Appendix 1

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Parks Master Plan

Final - July 2015

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Acknowledgements Town of Orangeville Park Master Plan Technical/Steering Committee Kevin Barry, Parks Supervisor Ed Brennan, Director of Parks and Recreation Charles Cosgrove, Manager of Facilities Karen Hunt, Parks & Recreation Facilities Coordinator Brian Parrott, Treasurer Nancy Tuckett, Director of Economic Development, Planning & Innovation Consulting Team Steve Wever, GSP Group Inc. Caroline Baker, GSP Group Inc. Jonathan Hann, GSP Group Inc. Fred Galloway, F.J. Galloway & Associates Citizens and Stakeholders The Park Master Plan is inspired and strengthened by the participation of Orangeville citizens and a diverse group of stakeholders representing a wide range of interests in the Town’s parks system. The Town of Orangeville would like to thank the individuals, committee members and organizations who participated in the Park Master Plan for sharing your vision and ideas for the future, and for your invaluable contributions and commitments to sustaining and improving the quality of life in our great community. Thanks to the representatives of the following organizations who contributed their input to this initiative: Recreation Committee Mayor’s Youth Advisory Committee Mayor’s Seniors Advisory Committee Accessibility Committee Orangeville Sustainability Action Team Orangeville Minor Baseball Orangeville Minor Softball Orangeville Ladies 3-Pitch Orangeville Ladies Slo-Pitch Orangeville Men’s Slo-Pitch – Rec & Masters Orangeville Mixed Slo-Pitch Orangeville Men’s Fastball Orangeville Minor Soccer Club Orangeville Athletic FC Orangeville Athletic Sport and Social Orangeville Minor Lacrosse Orangeville Generals

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Orangeville Representative Football Orangeville Outlaws Football Orangeville Tennis Club ACTS Elite Volleyball Orangeville Lions Club Amaranth Lions Club Rotary Club of Orangeville Rotary Club of Orangeville Highlands Orangeville Optimist Club The Kin Club of Orangeville Headwaters Communities in Action Upper Grand District School Board Dufferin Peel Catholic District School Board Credit Valley Conservation Town of Orangeville Parks & Recreation Department Town of Orangeville Planning Department

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Contents

1. Introduction ....................................................................................................................................... 1

1.1 Overview ...................................................................................................................................... 1

1.2 Master Plan Process .................................................................................................................... 1

1.3 Master Plan Organization .......................................................................................................... 2

1.4 Master Plan Context .................................................................................................................... 3

Demographics, Community Profile and Urban Form ............................................................................ 3

Parks & Facility Profile .......................................................................................................................... 5

Financial, Organizational & Service Delivery Review ............................................................................ 9

Community Consultation .................................................................................................................... 12

Related Plans, By-laws & Initiatives .................................................................................................... 15

1.5 Value and Benefits of Parks ..................................................................................................... 17

2. Strategic Framework ...................................................................................................................... 19

2.1 Overview .................................................................................................................................... 19

2.2 Vision & Mission ........................................................................................................................ 19

2.3 Principles & Goals ..................................................................................................................... 20

3. Policies and Strategies ................................................................................................................... 22

3.1 Overview .................................................................................................................................... 22

3.2 Municipal Leadership Role, Partnerships and Investments ................................................... 22

3.3 Acquisition of Land for Parks, Trails and Natural Areas ...................................................... 25

3.4 Design and Development of Park Resources .......................................................................... 35

3.5 Programming and Use of Park Resources .............................................................................. 41

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3.6 Management, Administration, Operations and Maintenance of Park Resources .............. 43

3.7 Evaluation and Monitoring of Park Resources and Services ................................................ 46

4. Projects and Initiatives ................................................................................................................. 49

4.1 Overview .................................................................................................................................... 49

4.2 Park Improvements and New Park Developments ................................................................ 49

4.3 Sports Fields and Active Parkland Development ................................................................... 58

4.4 Updated Trails Plan ................................................................................................................... 64

4.5 Natural Areas Management and Public Access Opportunities ............................................ 71

4.6 Service Delivery and Community Engagement ...................................................................... 74

5. Implementation ............................................................................................................................... 77

5.1 Overview .................................................................................................................................... 77

5.2 Implementation Schedule.......................................................................................................... 78

Maps:

Parks Master Plan

Trails Plan

Orangeville Parks Master Plan – Final July 2015 1

1. Introduction 1.1 Overview

Orangeville is a growing community and the largest urban centre in Dufferin County. Located in the highlands of Southern Ontario, the region’s natural landscape and headwaters for five major river systems offer a significant destination for outdoor recreation in the province. The community is home to an array of public parks, trails and natural areas which are owned and managed by the Town of Orangeville and these are collectively referred to in this Master Plan as “parks” and “park resources”. Local schools and conservation areas provide public access to additional open spaces and outdoor recreation opportunities. Residents are active in a wide range of outdoor recreation with strong community and volunteer participation in planning, fundraising and organizing the development, use and programming of the local parks and related amenities. The parks and outdoor recreation facilities in Orangeville also draw participation from surrounding areas and provide a venue for regional events such as festivals and tournaments. The Town of Orangeville initiated the preparation of this Parks Master Plan in 2013. The Master Plan is intended to direct the planning and development of parks, trails and related outdoor facilities. This initiative represents a comprehensive framework for the planning and development of outdoor recreation programs and park amenities over the next 10 years, based on the value, quality and accessibility of parks. This Master Plan focuses on outdoor parks, open spaces and trails and is intended to ensure these park resources continue to contribute to the quality of life benefits for residents involving their personal fitness, skills development, enhancing personal wellness, developing a healthy community and other outcomes. 1.2 Master Plan Process The development of the Master Plan has been undertaken in three stages: 1. Situational Analysis: the first step in developing this Master Plan engaged the community in a

variety of forums to review current strengths of the parks and related facilities and programs, areas for improvement, and to generate ideas and priorities for the future. In addition, research and analysis was completed including a community demographic profile, inventory of park resources, a needs assessment, a review of related studies and a summary of current and emerging parks and recreation trends that will influence the planning and delivery of municipal parks. A detailed Situational Analysis Report was prepared as a separate document that informed this Master Plan, providing a complete summary of community input and supporting research gathered through the study.

2. Parks Master Plan: this Master Plan establishes foundational elements including the vision,

mission, principles and goals, and a series of policies and guidelines to provide a framework


for the planning, development, management and delivery of parks. In addition, the Master Plan recommends specific initiatives and investments in key projects and park resources within the context of five strategic themes that emerged as community priorities through the process.

3. Implementation: the final part of the master plan process is the development of the

implementation component of the Master Plan. The ten year implementation plan establishes the recommended timing and priority for specific projects and initiatives, estimates potential capital and operating costs and considers fundraising opportunities. Direction is also provided for the ongoing monitoring of progress and periodic review and updating of the Master Plan.

The intent of this master planning process is to identify the need for improvements to existing parks, re-purposing of existing park facilities, and identification of new park amenities to meet existing and future outdoor recreation needs. The Parks Master Plan provides a strong policy and strategy framework for the acquisition, management and delivery of parks and outdoor recreation facilities, as well as specific project initiatives and implementation strategies in meeting the short, medium and longer term needs of Orangeville residents. The Master Plan also examines service delivery requirements as they change and grow within the community related to staffing and resourcing, operational management needs now and in the future, and the development of new policies and design standards for parkland. 1.3 Master Plan Organization The Parks Master Plan is organized in five sections: Section 1, Introduction, provides an overview of the setting, outlines the process of developing the Master Plan, describes the purpose and organization of the Master Plan, and summarizes the context that shapes the development of the Master Plan recommendations based on the research and consultation completed in the first stage of the Park Master Plan development. Sections 2 to 4 of the Parks Master Plan provide three levels of direction, moving from a strategic foundation through to specific projects and initiatives for implementation, as follows: Level 1 Strategic Framework

Section 2 establishes the overall strategic direction of the Plan, including: the Vision and Mission statements to articulate the future perspective and targeted outcomes; Principles and Goals intended to guide decision-making, directions and strategies within the Master Plan; and, a Parkland Classification System providing a categorization of the inventory of park resources into an organized framework as a guide for planning and managing these assets.


Level 2 Policies & Strategies

Section 3 recommends a series of policies and strategies to define the Town’s role and the role of partnerships and the community in the delivery of parks, and to guide parkland acquisition, design, development, operations, renewal, programming and use.

Level 3 Projects & Initiatives

Section 4 recommends specific park projects, initiatives and investments organized within five themes that emerged as community priorities through the research and consultation.

The final section of the Master Plan, Section 5, is Implementation. 1.4 Master Plan Context The following context emerged from the background research, consultation and review completed through the Situational Analysis prepared in support of the Master Plan, providing a basis for the plan and shaping its recommendations:

Demographics, Community Profile and Urban Form

Orangeville has experienced significant growth and development over the past several decades, and this is expected to continue. From 1986 to 2001, Orangeville’s population increased by 75% from 14,455 to 25,248 residents. The community has continued to grow, albeit at a slower but still significant rate, to an estimated 2013 population of 28,962. The population is forecasted to grow to 33,130 residents over the next ten years (to 2024), with a longer term forecast of 36,490 residents by 2031.

While the Town’s age profile is younger compared to the provincial average, with an average age of 37.3 years in 2011 compared to 40.4 years for Ontario, the population is aging. By age categories, the 0-9 age group has declined as a proportion of the population from 17% in 2001 to 13% in 2011; the 10 to 19 age category has slightly increased proportionately to the population from 15% in 2001 to 16% in 2006 and has remained stable at 16% to 2011; the 20 to 54 age category has declined slightly as a proportion of the total population from 52% in 2001 to 49% in 2011; and the 55-69 and 70+ age categories have increased their proportionality from 9% and 7% respectively in 2001 to 14% and 8% respectively in 2011.

The growing population has been primarily accommodated through relatively low density suburban housing developments. As such, the older, more established residential neighbourhoods and the core area reflect an older age profile as compared to the newer suburban residential neighbourhoods at the easterly and westerly limits of Orangeville. The future development pattern is expected to shift to a greater diversity in housing types and higher overall density of development in new development areas, with a greater proportion of new housing expected to be accommodated through intensification of existing built up areas. There is evidence of this shift


happening based on the development proposals of the last 2 to 3 years which include a greater number of planning applications for medium and high density development, including low rise apartments and housing oriented to seniors.

While Orangeville’s population has not seen the same increases in cultural diversity as larger urban areas in the Greater Golden Horseshoe, with only 12.6% of Orangeville’s 2006 population not born in Canada, it is anticipated that the cultural diversity will continue to increase over the next ten to twenty-five years.

From the demographic analysis and community profile, the following considerations are identified to guide the Parks Master Plan:

An aging population profile is evolving, but there will not necessarily be an absolute decline in youth numbers. The Master Plan should provide for a balanced services delivery focus that moves beyond a strong youth orientation focus. Demands for children, youth and family-oriented recreation opportunities will continue to increase, along with an increase in retirees seeking passive leisure areas, walking trails and similar opportunities with related accessibility needs. Age demographics are mapped by geographic location in the Situational Analysis Report, which provides an indication of the location of target markets for park amenities and facilities designed for a specific age group, and should be considered in the design of new parks and determining any changes/improvements within existing parks.

The ability to address, both through the principle of inclusiveness and participation, the needs and impacts of a changing ethno-cultural mix and accessibility needs within the population will become increasingly important. It is anticipated that demands for a mix of outdoor recreation opportunities that serves broad interests based on a wider range of traditions and experiences as well as continued growth in demands for traditional activities will evolve. Education, communications, engagement and focused contact with current and new residents represent important strategy considerations.

The changing community demographics will also continue to influence participation in sports activities, which is one of the traditional bases of parks and outdoor recreation services delivery. The following are key related trends that the Master Plan should consider: - Increased participation of females in sports, particularly related to girl’s and women’s

soccer, rugby and other sports; - Expected continued growth in soccer at both the youth and adult levels; - Increased interest in extreme sports and specialized sports, such as year-round outdoor

ball hockey, more skateboarding facilities, etc.;


- Some declines in baseball observed provincially, although this trend appears to be less prevalent in Orangeville with steady to growing participation particularly in adult programs;

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

Intensification of existing built-up areas will increase local demand for parks in areas potentially where there are limited land opportunities to provide additional park space. New strategies and policies may be needed to address park and outdoor recreational needs in areas of intensification with a shift in urban form to higher density development.

Parks & Facility Profile

The Town’s inventory of parks and outdoor recreation facilities has grown and diversified with the growing and changing population. The Town currently owns and manages 33 parks involving 49 hectares of land and an additional 116 hectares of conservation land. Parkland acquisition has occurred primarily through the 5% land dedication or cash-in-lieu requirements of the Ontario Planning Act to facilitate the provision of new parks within new residential neighbourhoods. The Town’s parks range in size from small local parkettes and greenspaces of less than 1 hectare to the primary multi-use Town-wide/regional park destination, Rotary Park, which is 6.5 hectares. New schools have also been constructed and the Town has acquired some surplus school property for park development (Orangeville Lions Club Sports Park). The Town has also acquired conservation land through the land development process and as opportunities arise.

The current distribution of the Town’s parks and local schools provides good coverage of the existing and newly developing residential neighbourhoods, with the vast majority of residents located within 500m of a park and/or school as per the Town’s Official Plan target. The current inventory is slightly deficient of the Official Plan target of 1.8 hectares of parkland per 1,000 population, and the current allocation between neighbourhood-level parks and larger community/ major parks is presently imbalanced towards the latter when measured against the Official Plan targets. There is an abundance of large community and major parks while some residential areas lack a full-scale neighbourhood park and instead have one or more smaller parkettes with more limited use and facility variety. Three future parks are planned which will assist in increasing the supply of neighbourhood-level parks and servicing new development areas.

The Town’s parks provide access to a range of outdoor recreation facilities and amenities which have been inventoried and assessed in relation to service level targets per the population and defined user groups. More traditional park amenities such as playgrounds and sports fields have been added and a greater range of facilities has been developed such as the skatepark, BMX park, splash pads, leash-free dog park, outdoor ball hockey/ice rinks and barrier-free play equipment.

Over time, the acquisition and development of parkland and outdoor recreation facilities has resulted in a relatively wide geographic distribution of outdoor sports fields. Currently, the Town is


experiencing growth in soccer for both the youth and adult age segments and a need for additional soccer pitches/multi-use sports fields has been identified, with continued growth in soccer anticipated well into the future. Usage of Town and School Board soccer pitches is increasing and there is evidence of strong and growing participation in soccer in Orangeville, and of an overall shortfall in the number and size of soccer pitches available. Football, lacrosse and other field sports also contribute to the growing demands for additional facilities.

Baseball participation has remained strong, and although booking data for the Town’s ball diamonds indicates a slight decline in total hours of usage over the past 3 years, user groups have indicated that the lack of ball diamond availability has limited certain programs.

There is significant interest in developing a more consolidated sports field location(s), which would provide efficiencies in servicing and maintenance and as a tournament venue. However, there are limited land opportunities to pursue a new, consolidated multi-field soccer/multi-use sports complex with supporting facilities (e.g. parking, washrooms, storage, seating, shelter, etc.) in a location with strong Town-wide access. Additional soccer pitches are proposed at the Orangeville Lions Club Sports Park and this park provides a key opportunity for new facility development to support additional use, which should be drawn primarily from the local area and the park may also assist in alleviating some of the immediate shortage of pitches as an interim strategy, provided this can be achieved with an appropriate level of facility development in this location. However, a long-term, Town-wide strategy is needed to address future sports field provision and rationalization of existing facilities to address the continued growth in outdoor sports and the planned distribution of outdoor sports facilities.

There is also an increasing interest in the environment and the conservation of key environmental features, such as water/wetlands, woodlots, ravines, etc., which often brings additional lands and management responsibilities to the municipality. The Town has acquired several natural/ conservation areas, which have not been previously mapped or formally classified as part of the parks and open space system. Most of the Town-owned conservation land, other than Dragonfly Park, is not actively managed and has not been studied to determine compatible public access opportunities and conservation/management resource requirements. There are some issues with misuse and declining health of natural areas. These natural areas require capital and ongoing operating investment to sustain and maximize their important environmental and social benefits as well as the ‘ecological services’ they provide.

In addition, new trails have been acquired and developed and existing trails extended and improved to work towards a linked Town-wide trails system with local neighbourhood loops and connections to the downtown and other key destinations. The Town currently owns and manages 19.5 km of existing trails, including 6.5 km of off-road trails (3.6 km paved, 2.9 km unpaved), 6.6 km of paved road-side trails (separated from roadway, excludes sidewalks), and 6.4 km of walkways, pathways and linkages (various paved and unpaved surfaces). Additional trails are planned to complete the system, and there are demands for further trail upgrades, signage and


facilities as well as educational, promotional and mapping materials to grow and enhance the use of trails for both recreation and active transportation. A trails classification system is identified in the Town’s Trails Master Plan; however, a need has been identified for further direction related to trails implementation, identification and prioritization of trail projects, and standards of development and maintenance for trails of various types and locations.

Collectively, the parks inventory comprises a ‘system’ or hierarchy of parks that address a variety of service areas and facility types and have different levels of use, facility development and related capital, operating and management requirements, and includes local neighbourhood parks and smaller greenspaces, larger community parks that service multiple neighbourhoods, and major Town-wide/regional park locations. The Situational Analysis Report identifies a parkland classification system which is further developed in this Master Plan.

From the parks and facility inventory and needs assessment, the following considerations are identified to guide the Parks Master Plan:

A parkland classification system should be established to organize and classify the current parks inventory and to guide the future acquisition, distribution, design and management of the parks system. The following park categories are recommended as detailed in Section 2: Major Parks, Community Parks, Neighbourhood Parks, Urban Greens and Natural Areas.

Additional parkland will be required, primarily at the neighbourhood level of service with continued growth and development. More unstructured open space should be considered in neighbourhood-level park areas. The Master Plan should provide direction to guide and support the continued acquisition and development of parkland to address the needs of current and future population growth in appropriate locations based on defined targets linked to community needs. New strategies for parkland acquisition and/or alternatives may be needed to address the shift in the community development profile to higher density, mixed use development and intensification. Policies for developer-build parks should be considered as a strategy to advance earlier park development alongside new housing development.

There are some improvements that could be considered at existing park locations to enhance the quality and usage of the parks and to address related issues such as barrier-free access, age/condition and range of facilities/amenities, uniform standards/materials, etc. There is increasing emphasis on energy efficient, low-impact facilities (e.g. LEED). Greater design consideration should be given to shade, seating, multi-use trails, accessible neighbourhood connections and design features within the parks, inviting and safe park design, accessibility, design to appeal to all ages, multi-use courts, adventure playground design, and programming throughout the year.

A long-term strategy should be developed for the provision of soccer/multi-use sports fields to address the current shortfall of these facilities, the projected continued growth in outdoor


field sports, and to rationalize the current field locations and distribution with new/future facility development. If a location for a new consolidated outdoor sports complex does not evolve, existing Major Park locations should be considered as the primary candidates for potential redevelopment/re-purposing to achieve such a consolidated facility.

Opportunities to upgrade/improve existing ball diamonds and monitoring of participation levels and utilization rates should be undertaken to maximize the capacity of the existing inventory to address any constraints to current programs, and the potential need for the construction of additional diamonds should be monitored given the current supply and based on a review of the current inventory and usage patterns, broader trends in sport participation, and available participant data.

Policies are needed to guide the use, maintenance and management of natural areas and balancing of natural areas protection/conservation objectives with public access/trail opportunities. Outdoor education opportunities linked to conservation should be identified and developed.

Additional/updated direction is required to complete the implementation of the Trails Master Plan, address gaps in the system, connectivity/linkages/loops/destinations, and equitable distribution. There is also a need to further establish the hierarchy/standards for trail development, surfacing and maintenance.

The Master Plan should identify a capital program to support new playground development within new parks as well as the ongoing replacement and renewal of existing playgrounds to avoid a backlog of capital maintenance and replacement requirements.

Additional outdoor basketball courts should be considered to address geographic distribution, particularly in the south-west.

A second major skatepark location or a second BMX track of the scale currently provided is not warranted based on the youth population and current service levels, and are not likely to be required over the next 10 years; however, smaller-scale opportunities for similar youth-oriented activities should be considered in new park development and through improvements to existing parks particularly within Community and Major Park locations.

Orangeville is well serviced for splash pads with the existing facility at Harvey Curry Park and a second location at Fendley Park, and therefore a third full-scale splash pad facility is unlikely to be required to meet the needs of the population over the next ten years based on typical provision standards.


If an appropriate location can be identified, a permanent home for the off-leash dog park should be identified with consideration to developing a second location to address geographic distribution (e.g. north and south).

Financial, Organizational & Service Delivery Review

Management of the parks system is led by the Orangeville Parks and Recreation Department. The staff complement includes a Director of Parks and Recreation, Manager of Parks and Facilities, a Parks Supervisor, Senior Parks Maintenance Operator, 1.5 Full-Time Equivalent (FTE) Parks Maintenance Operators, 2 Seasonal Maintenance Operators and 12 summer students. There are also Customer Service staff and a Facilities Coordinator/Permitting that support the parks operations related to sports fields and other user interactions with respect to the overall parks and facilities and services.

Many of the park features and amenities are available for regular community use at no cost, such as playground equipment, open space areas, trails, informal sports fields and ball diamonds for unstructured play, the skatepark and BMX park, splash pads, off-leash dog park, outdoor playing courts (basketball, tennis, and ball hockey), outdoor ice rinks, etc. Fees apply to reserved use of facilities for various programs and events, to assist in recovering some of the costs of maintaining sports fields for local programs and tournaments, skatepark competitions, picnic areas, weddings and photography, etc. Parks operations generated revenues in the $60,000 to $65,000 range annually from 2011 to 2013 and expenses have grown from approximately $750,000 in 2011 to $912,000 budgeted in 2013, resulting in the Town investing approximately $850,000 or $29.22 per capita. Policies and guidelines have been established by the Town related to the use of parks by the community, including the Outdoor Permit Policy Guidelines and Application Package related to booking facilities for tournaments and special events, and the Unusable Conditions Policy related to sports fields.

Capital investments in parks are determined annually through the municipal budget process. The Town has a continuing list of projects to support the development of parks, investing in the order of $370,000 per year in parks development, and the Town’s Development Charges Study (2014) identifies a $7.5 million capital forecast for parks for the period 2014 to 2024 for park development, trails, and related studies and equipment.

Service delivery for the parks is primarily through the Town in terms of both sport field reservations and parks planning and maintenance. The School Board provides facility booking service for sports fields and ball diamonds located on school properties.

Volunteers continue to have a significant role in the planning, development and programming of the Town’s parks. Programming is undertaken through non-profit, community organizations for baseball, soccer, football, lacrosse, special events and other park uses. Local service clubs have a history of extensive involvement in the implementation and funding of parks projects, and this


partnership between the Town and the community provides a strong foundation for the continued success of the parks system. The Town has also developed a Guideline and Application Package for a Community Matching Fund Parks Improvement Program.

Partnerships have also evolved with other public sector organizations and agencies, for example regarding the location of certain park facilities on property owned by other public bodies (e.g. agreement with Le Conseil scolaire Viamonde for Springbrook Ball Diamonds, agreement with Ministry of Transportation Ontario regarding trails and a portion of Dragonfly Park) and lease agreements (e.g. the Orangeville Tennis Club).

From the financial, organizational and service delivery review, the following considerations are identified to guide the Parks Master Plan:

With significant population growth the Town has acquired additional parks, open spaces, outdoor facilities and trails. The raising of sufficient capital funding and allocation of resources to complete the planning, design and development of the current parks inventory is a significant community achievement. However, the allocation of operational resources (financial and staffing) has not kept pace with the growing inventory. Greater consideration of operational implications is required through the parks planning and development process to ensure both operating and capital maintenance requirements are fully understood and addressed.

Parks staff has responsibility for natural areas once they are acquired, but there are no standards/protocols for the management of these areas. Management planning should be undertaken for the Town’s conservation lands to identify capital and operating resource requirements to sustain the value and quality of these areas and the ecological services they provide, with compatible forms of public access where appropriate.

Maintenance of certain trails is undertaken by Public Works (including winter maintenance) where trails are provided in lieu of sidewalks. Parks staff have identified that there are some additional trails that should be maintained year round for access to schools and along key pedestrian routes; however, there is no winter maintenance undertaken by Parks staff. The current trails hierarchy/standards established in the Trails Master Plan should be further developed and updated to define related maintenance protocols and responsibilities based on the standards of trail development and intended trail use(s) and service levels for each type/category of trail.

Parks are a vital component of the urban infrastructure and have related lifecycle renewal, replacement and upgrade requirements to sustain their performance, cost effectiveness and value to the community. There is a growing emphasis on balancing the need for the rehabilitation of aging facilities in conjunction with the development of new facilities, reflecting the importance of ensuring adequate resourcing for ongoing capital facility


maintenance, renewal and serviceability. Capital maintenance and lifecycle requirements and costs for the Town’s parks and related outdoor recreation facilities should be integrated with the Town’s Asset Management Plan.

It is anticipated that expectations amongst users relative to facility and service quality will continue to rise, driven both by consumer and fee expectations, as well as what is being developed in other communities, and that this will continue to have significant capital and operating cost implications. In addition, it is expected that there will be continued market segmentation and services differentiation between recreational use, higher skill interests and other types of uses that define different market niches and varying types of expectations and levels of needs amongst participants. There is increasing emphasis on multi-use venues and the potential to use more of the community’s facilities in terms of institutions, schools, clubs/associations, etc.

There is increasing sophistication, emphasis on and impact of user fees and rental rates development relative to how they are prepared, their fairness and equity, transparency; and the ability to develop them in a meaningful and consistent way. The Town’s user fees are comprehensive for the size of the community reflecting everything from special fees for lighting, weddings, bleachers, and related services and activities. Minor sports receive a discount in rates which is widely practiced in municipalities and is generally considered a best practice in supporting youth participation, affordability and other child development perspectives. Continued updating and increasing sophistication of user fees will likely need to continue to evolve with the increasing variety and quality of facility and service offerings and diversity of users. In addition, a need for an allocation policy relative to facility bookings has been identified through the consultation process.

There is an increasing role of not-for-profit, private sector and community organizations in the delivery of services and the potentially changing role of municipalities with greater emphases on facilitation and community development. This has become necessary to generate a wider array of capital and operating financial sources to support services delivery, including corporate sponsorships, community fundraising, senior government grants, etc. The Master Plan should support the continued and increased use of partnerships, joint ventures and community engagement as a basis to facilitate services development and delivery. Several stakeholders in the consultation program have indicated that the door is open to more and improved partnerships and agreements, for example with school boards and the CVC. There is also significant interest by service clubs to continue to participate in future parks projects to support the implementation of the Master Plan, which will be critical to successful implementation.

Tourism opportunities, in particular the merger of sport and cultural tourism with parks and recreation services facilities and operations, should be considered as one of the key


rationales and points of investment. Sports tourism opportunities should be identified and developed/promoted.

There is a need to increase public knowledge and awareness of park locations, facility availability, programs and opportunities to participate, and to promote parks and encourage active, healthy lifestyles.

Community engagement strategies should consider community participation in park design/development and renewal, collaboration and cooperation among service providers, community access to school, hydro corridors and other park areas, partnerships, joint ventures and reciprocal agreements, and fostering/recognition of community volunteerism and stewardship of parks.

Community Consultation

The Town has gathered public input related to parks and recreation services through a series of previous and related initiatives such as the Program Planning Project (2013), Parks and Recreation Strategic Plan (2010) and the Trails Master Plan (2008). The results of these earlier community consultations have been reviewed and a multi-dimensional consultation program has been implemented in support of the Parks Master Plan development. The results of the first phase of the consultation program are summarized in the Situational Analysis Report. Further consultation was completed to obtain feedback on the draft Master Plan, and the results of that input confirmed support for the Master Plan directions.

From the community consultation program and review of previous consultation initiatives, the following considerations are identified to guide the Parks Master Plan:

Orangeville residents who participated in the surveys undertaken for the Parks and Recreation Strategic Plan in 2010 indicated that the top priorities for outdoor recreation are soccer, trails and more passive natural areas. Top priorities for parks identified through the Parks Master Plan community survey included parks and trails maintenance, more parks, trails and linkages, and an artificial turf soccer/multi-use sports field.

The majority of residents (87%) participating in the 2010 survey also agreed that access to paths, trails and green spaces was important to help them become physically active. Respondents indicated that barriers to recreation include affordability and advertising.

Several strengths and building blocks within the existing parks system have been identified: - The range of park sizes and facilities available - The skatepark and BMX park - Accessible play equipment


- History of strong contributions and efforts by service clubs (e.g. Kay Cee Gardens, Rotary Park, Orangeville Lions Club Sports Park, Fendley Park Splash Pad), and continued strong participation in several volunteer organizations

- Abundant natural open space in the Orangeville area and related outdoor education opportunities

- Local growth in sports participation and interest - The Alder Sports Complex and quality/maintenance of the soccer fields there - The quality of the Rotary Park (Idyllwilde Park) ball diamond for kids

A number of issues and challenges have been identified, as well as ideas and priorities for the future, which have been organized within several themes that emerged from the consultation program: Existing Local Parks and New Park Development - Limited land opportunities for new parks - Some neighbourhood parks see limited use - Lack of things to do for adults and seniors in neighbourhood parks (e.g. outdoor fitness

equipment, areas for passive enjoyment, benches/seating/shade areas, find permanent location for off-leash dog park(s) and additional areas where off-leash dog walking is permitted)

- Lack of things to do for youth/teens (e.g. outdoor multi-use/basketball/ball hockey courts, integration of smaller scale skateboarding/BMX features, interesting, creative, flexible multi-use spaces for socializing and passive enjoyment)

- Should integrate sustainability features into parks, investigate opportunities for more sustainable and creative/natural play structures

- Acquire property for a downtown park - Consider opportunities to introduce natural food in parks (e.g. blueberry bushes) - Many smaller parks are just open space – should consider adding more free activities

such as horseshoe pits, disc golf, adventure parks, etc. Active Parkland and Sports Fields - Needs/demands for additional facility development and improvements/supports at

existing parks and geographic distribution of facilities/amenities (e.g. park washrooms, more basketball courts, shortage of soccer/multi-use pitches, some limitations to baseball programs due to lack of diamond availability, no municipally-owned football fields)

- Reliance on school sports fields and related quality/maintenance level concerns - Scheduling conflicts or lack of facility availability at desired times and need for an

allocation policy - Limited land opportunities for consolidated outdoor sports complex - Demands for artificial turf soccer/multi-use sports field


- Investigate potential to facilitate 10 acre parcel at the Agricultural Society (outside of Orangeville) or Town-owned Humber lands for a new sports park

- Could consider conversion of Rotary Park soccer pitch to baseball if the soccer pitch can be redeveloped with lighting in another location

Trails - Fragmented trails lacking loops and connections - Create/improve trail access to community destinations - Trails Master Plan only partially implemented and largely focused on the rail trail

which has not proceeded - Add trail supports/amenities – trail heads/parking, signage, lighting, mapping and

trails information - Define accessibility requirements for trails of various types (e.g. nature trails) - Explore opportunity for fitness trails

Natural Areas - There are no management/conservation plans - Limited or no public access opportunities for most natural areas - Evidence of unauthorized access/misuse of natural areas - Need to have natural areas mapped and to have associated policies on use,

maintenance and the management of the natural area Service Delivery and Community Engagement - Insufficient allocation of operating resources to address increasing volume and type

of parks and facilities – determine and address ongoing/operating costs and resource requirements before proceeding with potential capital investments in parks

- Need for increased marketing to build awareness and participation, also to attract economic development by highlighting the local parks and recreation opportunities - better develop promotion of Orangeville parks/opportunities and “theming” of parks

- Some vandalism and maintenance issues, safety/liability concerns - Get the community involved in parks – e.g. community tree plantings, clean-up days - Schools are an important resource and should be inventoried with the parks, review

and update agreements with School Board(s) to improve community access and use of facilities, maintenance, quality of sports fields, etc.

- Explore opportunities for partnerships to improve/enhance community access and quantity/quality of available outdoor recreation opportunities

- Review models used in other communities for future partnerships and agreements - Enhance community stewardship of parks – e.g. outdoor ice rinks, park lighting - User groups are becoming more selective in preferred time slots for various recreation

facilities (i.e. after 6:30pm, but before 11pm and not before 9am on weekend) – this may be attributed to the number of residents that commute out of Orangeville for work


- An allocation policy would assist staff in scheduling sports fields with user groups and responding to requests

- Develop a tiered maintenance schedule that identifies standards based on classification and expected level of play for sports fields

- Further develop and promote sports tourism

Related Plans, By-laws & Initiatives

The research completed in support of the development of the Parks Master Plan included a review and summary of municipal plans, by-laws and other documents that provide direction and/or influence the planning and delivery of parks in Orangeville. This review will help to ensure the Master Plan builds on the results of previous work and is based on an understanding of the planning context, and to align the Master Plan with previous and current plans and identify where changes to current policy may warrant consideration. The findings of the document review are summarized in the Situational Analysis Report.

At the regional level, the County of Dufferin adopted its first Official Plan in 2014 and previously completed the Dufferin County Active Transportation and Trails (DCATT) Master Plan in 2010. The County Official Plan establishes population and employment forecasts for each local municipality and sets targets for accommodating the majority of future growth and development through intensification and in new development areas within the three primary urban areas in the County, including Orangeville. While the County does not undertake the direct delivery of parks within its current areas of service, the County has expressed goals and policies for community services and parks and open space in its Official Plan to guide and direct local-level planning for parks and recreation. Local municipal official plans must conform to the County Official Plan, and with the approval of the County Plan, the County will also become the approval authority for certain local planning decisions. As such, the County’s Official Plan and new planning responsibilities create a new role for the County in guiding and directing local planning, including parkland considerations.

The County Official Plan also establishes policies for active transportation in the County and to guide and direct local municipalities with respect to planning for trails. The County is a transportation authority, with many of the main/arterial roads in Dufferin under County jurisdiction, and also participates in the direct delivery of trails. County Roads 16, 23 and 109 in the Orangeville area are identified as existing or planned active transportation/trail routes in the County Official Plan and DCATT. The County also owns the former rail corridor from Orangeville to Shelburne, which is identified as a future trail route in the County Official Plan and DCATT. These plans also illustrate the existing and future local trails system in Orangeville, based on the Town’s 2008 Trails Master Plan.

Locally, the Town’s Parks and Recreation Strategic Plan establishes a vision to provide opportunities for all residents to participate in an active and healthy lifestyle and identifies key priorities and goals related to parks as well as action items such as establishing maintenance standards,


improving relationships with school boards, developing additional soccer fields, providing 3 additional barrier-free play areas and developing sports tourism opportunities.

The Town’s Official Plan and Parkland Dedication By-law establish current requirements for the dedication of land for parks as a condition of new development. Trails are generally not accepted as part of mandatory parkland dedication, and policies and mapping are needed in the Official Plan to support the dedication of trails through the development process in accordance with the Planning Act, and the County Official Plan encourages local municipalities to require trail dedications. The Town’s Trails Master Plan establishes principles for the planning and development of the trails system and identifies a ten-year and longer term plan for proposed trail routes.

From the review of related plans, by-laws and initiatives, the following considerations are identified to guide the Parks Master Plan:

Amendments to the Town’s Official Plan may be needed to build on and provide more detailed direction related to the planning and organization of the parks system, Town-owned natural areas, and service level targets and land dedication requirements for parks and trails. This should also assist in addressing and improving conformity with the County Official Plan by providing for local implementation of the upper tier community services, parks and open space policies.

The Parks Master Plan should build on and further establish the vision and objectives of the 2010 Parks and Recreation Strategic Plan, providing more detailed direction, policies and strategies for the parks system, and should reinforce and support the continued implementation of the 2010 Plan.

As part of the Situational Analysis Report, an updated inventory of trails was completed and the 2008 Trails Master Plan was reviewed to determine aspects of the plan that have been implemented or changed and to consider opportunities for new trail links to complete the system based on current information and mapping. The updated trails plan should form part of the Parks Master Plan with direction to undertake a more detailed trails implementation plan to identify, prioritize and schedule continued trail development projects, and related cost estimates, and to further establish standards and guidelines for trail design, construction and maintenance. The Parks Master Plan should update and reconfirm/reinforce other recommendations and guidelines of the Trails Master Plan regarding implementation of trails signage and other supports, promotion/education, accessibility, trails in natural areas, regional connections, etc. Strategic alignment between the Parks and Trails Master Plans will help to ensure a consistent approach among future parks and trails planning, implementation and management, to support Parks and Recreation staff in providing advice and recommendations to Town Council.


1.5 Value and Benefits of Parks Parks have a key role in shaping an active, vibrant and livable community supportive of healthy lifestyles and human wellness. This Master Plan recognizes the parks system as an essential part of the public infrastructure that is vital to improving and sustaining the health of individuals, the community, environment and economy in Orangeville. A new, holistic perspective of parks is promoted to better position parks relative to other areas of municipal service and infrastructure investment. The following points and accompanying graphic provide a summary of key values and benefits of parks:

Community/Social/Health Benefits

Provide opportunities for physical exercise Contribute to physical and psychological health Foster learning, personal development, creativity Facilitate volunteerism and community involvement Build community safety and awareness Inspire civic pride and community identity Celebrate culture/heritage, honour achievements

Economic Benefits

Attract investments in business, industry, housing Enhance property values Reduce infrastructure and building cooling needs Provide free venues for recreation and commuting Contribute to savings in health services Support sports tourism and special events Directly employ parks personnel and related industries

Environmental Benefits

Conserve ecosystems and biodiversity Protect threatened species and habitats Provide ‘ecosystem services’ - clean air and water Reduce/offset pollution and climate change impacts Mitigate urban heat effects Enhance appreciation and understanding of natural features, heritage and environmental

issues



Recommendation #1: Parks Master Plan Vision

Recommendation #2: Parks Master Plan Mission Statement

2. Strategic Framework 2.1 Overview

The Strategic Framework is the foundation of the Master Plan. It provides the overall direction and structure for the planning, development and delivery of parks. All future parks initiatives, projects, proposals and investments should be evaluated to ensure consistency with this strategic foundation. This will ensure that all parks planning, development and management activities contribute to achieving the desired outcomes identified in the vision and goals of the community and adhere to the mission, principles, goals and policies of the Town.

2.2 Vision & Mission

The following Vision and Mission Statement are recommended to describe the desired future state and what will be achieved through the Master Plan, and are based on the research and community input completed in support of the plan’s development:

"Orangeville’s vibrant and healthy community, environment and economy are

supported by a linked network of high quality parks, open spaces and trails with

diverse outdoor recreational opportunities and experiences available for all residents

and visitors to enjoy, contributing to quality of life and wellness for both current and

future generations.”

"Orangeville’s Parks Master Plan will guide our initiatives and investments in parks,

open spaces and trails in a manner that continues to contribute to and improve the

health and sustainability of the community by:

Supporting healthy, active lifestyles and participation in recreational activities;

Fostering continued strength of volunteer service, civic pride and local identity;

Conserving natural open spaces and features and fundamental ecological systems;

Contributing to a positive urban form and local economic development.”


Recommendation #3: Parks Master Plan Principles & Goals

2.3 Principles & Goals

A connected series of five Principles and related Goals are recommended to further articulate the overall philosophical foundation and desired outcomes of the Parks Master Plan in greater detail. Collectively, the principles and goals provide a basis for the policies, strategies and initiatives identified in the Parks Master Plan and are intended to guide future decision-making related to parks, open spaces and trails.

Principle: Leadership and Engagement – continue to provide municipal leadership, build partnerships, promote community involvement and collaboration

Goals: To initiate, coordinate and manage continued development and use of park resources through municipal leadership

To support volunteer capacity and continued community service in the development and delivery of park resources and programming

To build and sustain partnerships and promote public and private sector contributions to park resources

To facilitate community awareness and participation in decision-making processes for parks initiatives and investments

Principle: Balanced Opportunities – provide a range of outdoor settings and facilities for diverse recreational, social and community activities

Goals: To provide a balanced array of regional, community-wide and neighbourhood-level park resources and facilities

To incorporate a range of built and natural outdoor environments, landscapes, facilities and amenities

To provide flexible parks spaces that can accommodate diverse programmed and unstructured activities

To provide locations/opportunities for year-round use To recognize and celebrate local heritage and culture

Principle: Maximized Use and Participation – promote and facilitate broad community use of park resources and maximize capacity to support healthy, active living

Goals: To promote community awareness and use of parks and related programs and activities

To provide multi-use parks and integration/co-location with other community services and amenities (e.g. community centres, schools)


Recommendation #3: Parks Master Plan Principles & Goals (cont'd)

Goals (cont’d)

To ensure recreational opportunities are available to support the widest possible range of users, ages, abilities and interests

To provide opportunities for community access to publicly owned natural areas where appropriate and sensitive to the natural features

Principle: Fair and Equitable Access – ensure fairness and inclusiveness, connectivity, and barrier-free opportunities

Goals: To link parks and other community destinations and expand recreational and active transportation opportunities

To ensure walkable access to parks in residential neighbourhoods and equitable geographic distribution of park resources across the community

To ensure adequate parkland and timely development of parks and trails in areas of new development and to address urban intensification

To incorporate barrier-free features and address accessibility standards

Principle: Quality and Sustainability – provide safe, flexible, well-designed and sustainably managed park resources that contribute to maintaining and enhancing the health and quality of the community and environment

Goals: To ensure parkland and facilities are safe, clean and flexible for diverse public uses

To support improved urban form, aesthetic and other benefits through high quality, innovative, creative and functional park design

To ensure operational requirements are addressed and considered with the acquisition, design and development of park resources and expanding inventory of park assets

To address lifecycle needs through planned rehabilitation and renewal To further develop municipal capacity, tools and capabilities to

manage park resources To adopt green, sustainable park design, construction and

management practices and operations To reduce waste in parks and environmental impact of operations To conserve natural features and ecological processes, sustain and

improve air, land and water quality and mitigate impacts of climate change and pollution


Recommendation #4: Municipal Role and Parks Delivery Policy

3. Policies and Strategies

3.1 Overview

The Policies and Strategies of the Master Plan establish the park services and delivery model and provide more specific direction to guide decision-making related to park resources. This includes recommendations addressing roles, practices and approaches related to the acquisition, design, development, management, operations, renewal, programming and use of park resources. The policies and strategies should be applied consistently and are intended to complement and contribute to the Vision, Mission and Goals identified in the overall Strategic Framework established in Section 2 of the Master Plan.

3.2 Municipal Leadership Role, Partnerships and Investments

The following policies and strategies are recommended to establish the Town’s leadership role and support for the role of community organizations and partnerships in parks provision and service delivery, and how to prioritize parks system investments and initiatives.

4a) The Town of Orangeville should continue to lead the planning, development, delivery and evaluation of parks and opportunities within the municipality.

4b) In the Town’s leadership role and capacity, the following hierarchy and policy approach should be applied to the delivery of parks and related services:

i. First – the Town will actively work to facilitate and support community groups and individuals in the development and delivery of park resources and programs by providing technical supports, access to grants, volunteer training and recognition, access to facilities and related strategies.

ii. Second – the Town will pursue partnerships, joint ventures and related collaborative initiatives, at variable levels of involvement, that result in a shared responsibility for park resources, where feasible and appropriate based on related considerations (see #4d)).

iii. Third – the Town will undertake direct development and delivery of park resources and programs where other delivery strategies are not viable or available, through direct capital investment and annual budget support and municipal operations alone or in partnership with volunteers.


Recommendation #4: Municipal Role and Parks Delivery Policy (cont'd)

4c) The Town’s approach to delivering parks should continue to recognize the value of and need for community organizations to continue to support the ongoing development and renewal of park resources and to successfully operate parks-related programs as the primary means to expand the accessibility, availability, affordability and mix of recreation services that are available to residents.

4d) The Town should continue to actively lead and facilitate partnerships, joint ventures and related service delivery initiatives where:

i. Need is identified and demonstrated;

ii. Public access and affordability are assured;

iii. The partnership arrangement is financially sound and sustainable;

iv. The scope of the Town’s investment is reflective of the benefits to be realized by the participants and the community at large.

4e) The Town should continue to work with local School Boards:

i. To develop strategies and protocols to enhance community access to publicly funded outdoor recreation opportunities on School Board sites in Orangeville for both informal and organized uses, through reciprocal use and/or maintenance agreements and other partnership arrangements;

ii. To explore joint development initiatives such as sports fields and playing courts, particularly with school sites that adjoin municipal parkland, and the possible introduction of lighted, enhanced natural or artificial turf soccer/football/multi-use sports fields at or near secondary schools in Orangeville.

4f) The Town should continue to work with Credit Valley Conservation:

i. To provide opportunities for residents to access and enjoy natural areas and a connected trail network with linkages to local Conservation Areas;

ii. To support the continued conservation and management of natural areas and features and opportunities for outdoor education and recreation through compatible forms of public access and use;

iii. To explore joint planning initiatives and programming related to outdoor recreational and educational opportunities involving the Town’s park resources and CVC Conservation Areas.


Recommendation #4: Municipal Role and Parks Delivery Policy (cont'd)

4g) The Town should work with neighbouring municipalities and the County of Dufferin to explore opportunities for inter-municipal trail connections and cycling routes and joint collaboration to enhance public access to park resources, improve opportunities for a wider range of residents, and reduce costs.

4h) The Town’s investments in park resources should focus on:

i. Servicing Town residents as the primary users;

ii. Facilitating and encouraging broad resident participation in outdoor recreational activities and healthy, active lifestyles;

iii. Addressing the specialized needs of targeted populations, such as those with disabilities, seniors, young children, teens and new Canadians; and,

iv. Supporting key strategic initiatives of the Town, such as economic/tourism development, conversion of brownfield sites, natural areas conservation/ restoration, reducing climate change impacts, and specialized services that ensure a broad mix of outdoor opportunities and experiences for residents.

4i) Town involvement in park resources should be based on the following conditions:

i. Identification of either demonstrated resident need at reasonable participation levels and/or significance related to conservation, heritage, community design, connectivity or similar factors;

ii. Evidence of long term sustainability;

iii. Assured public access, participation and affordability as appropriate;

iv. The scope of the Town’s involvement reflects the scale of the benefits to be achieved to both the participants and/or the community at large;

v. Demonstration of a sound business case, where appropriate.

4j) Development of a Business Plan directed by the Town should be considered for proposed investments in park resources with a potential capital cost of $250,000 or greater. The process should include opportunities for community input, evaluation of potential partnerships and should identify a capital cost projection as well as operating costs and resource requirements. When finalized and accepted, the results of the Business Plan should be the basis for incorporating the project in the ten year capital forecast, adjusted annually for inflation and any changes.


3.3 Acquisition of Land for Parks, Trails and Natural Areas

Parkland acquisition by the Town has occurred primarily through the land dedication or cash-in-lieu requirements of the Ontario Planning Act to facilitate the provision of new parks within new developments. As detailed in the Situational Analysis Report, the Town’s Official Plan establishes parkland dedication policies as well as provision and distribution targets to ensure that there are adequate public recreation areas for existing and future residents within walkable distance of housing. The Official Plan directs that the Town may require the conveyance of 5% of the land for park purposes, and for redevelopment or development proposals where densities exceed 15 units per gross hectare, a parkland dedication of 1 hectare per 300 dwelling units may be required. For redevelopment of land within the built boundary, the Official Plan provides that Council may consider reducing the parkland dedication where it can be demonstrated that sustainability criteria are met or “green” building features are provided. The Official Plan also allows for the payment of cash in lieu of parkland where there is adequate parkland already available or planned to serve neighbourhood requirements and where the proposed park dedication would be unsuitable for park purposes due to size, shape, locations, drainage or soil conditions.

The Town’s Parkland Dedication By-law 47-2012 requires parkland dedication in the amount of: 2% of the area of the lot where development/redevelopment is for commercial or industrial purposes; 5% of the area of the lot where development/redevelopment is for residential purposes; and, 33.3 square metres/dwelling unit, where development/redevelopment has a density exceeding 15 dwelling units per hectare. The By-law also gives the Town the option to accept cash in lieu of parkland based on the appraised value of the land, or to receive a combination of land and money. It provides for potential reduction in the required payment amount where criteria are met related to density, location within the built boundary and integration of specified “green” building features. Potential reductions are also identified for affordable housing developments.

In addition to required parkland dedications, new schools have also been constructed and the Town has acquired some surplus school property for park development (Orangeville Lions Club Sports Park). The Town has also acquired natural areas through the land development process and as opportunities arise. Land for trails has been acquired through the development process, in some cases related to natural open spaces and linkages, servicing and infrastructure corridors and required stormwater management areas, as well as trails and walkways within parks. Some trails are located within or adjacent to municipal or other rights-of-way (roadside trails).

In 2014 the Town’s total parkland inventory has a total land area of 48.6 hectares across 33 park locations, or 1.68 hectares per 1,000 population. In addition, the Town owns 116 hectares of natural areas primarily acquired for conservation, plus 19.5 kilometres of trails. The Town parks range in size from small local parkettes and greenspaces of less than 1 hectare to the primary multi-use Town-wide/regional park destination, Rotary Park, which is 6.5 hectares. A Parkland Classification System is required to determine if service level targets are being met and to guide future parkland acquisition to sustain provision levels with continued population growth.


Recommendation #5: Land Acquistion Policies and Strategies

The following policies and strategies are recommended to direct the acquisition of land for parks, trails and natural areas.

5a) The Town should adopt the following Parkland Classification System as a basis for acquiring additional parkland:

Major Parks are significant outdoor recreation destinations in highly accessible locations that have Town-wide and/or regional service areas encompassing users from surrounding municipalities and tournament/event/tourism functions. Multi-field sports parks, outdoor special event venues, parks with unique or specialized facilities, major open spaces and parks having particular historical, cultural or social importance and civic landmarks are typically considered in this category.

Access / Location:

Connected to pedestrian and cycling network On or near public transit route where possible Along or near major/arterial roads with significant street frontage May be combined sites with indoor recreation/community facilities

or associated with major open spaces/natural areas May be adjacent to or near secondary schools

Service Area: Town-wide / regional May also serve as local area Neighbourhood/Community Park

Optimal Size: Minimum 4 ha / varies

Current Inventory:

3 locations totaling 22.54 ha (0.78 ha / 1,000 population) Rotary Park, Alder Street Parklands, Dragonfly Park

Provision Level Target:

Maintain existing inventory Monitor and consider opportunity-based expansion of existing sites

and/or new, consolidated multi-field sports park if required

Design Considerations:

Mix of natural, manicured and hard-surface areas and facilities Visual landmarks to enhance urban form, Town identity Support universal/barrier-free design and user safety Sustainability features

Potential Facilities:

Outdoor sports multi-fields, paved multi-courts, play structures, splash pads, passive open space, trails/pathways, major BMX/skateboard facilities, lighting, shelters, signage, picnic tables, benches, supports for special events, civic landmarks, public art, community gardens, recycling and waste receptacles, washrooms, first aid/emergency response facilities, bike racks, parking

Programming and Use:

Multiple and/or specialized passive and active activities and events May include fee-based/booked facilities, special event venues and

non-programmed spaces that are free for public use Incorporate year-round use opportunities where appropriate


Recommendation #5: Land Acquistion Policies and Strategies (cont'd)

5a) Parkland Classification System (cont’d):

Community Parks generally serve multiple neighbourhoods and may also serve a limited community-wide function with specialized facilities and amenities. These parks provide a range and mix of facilities or multi-field outdoor sports venues with supporting facilities and parking areas, are larger in size than a Neighbourhood Park and may be coordinated with school sites and/or indoor recreation facilities. Community Parks may also serve local area Neighbourhood Park requirements and their scale and level of facility development at individual park locations should balance broader community access with local compatibility based on the surrounding land use context.

Access / Central to service area population Location: Connected to pedestrian and cycling network

On or near public transit route where possible Along or near major/arterial or collector roads with street frontage May be combined sites with indoor recreation/community facilities May be adjacent to or near secondary or elementary schools May be adjacent to or integrated with natural areas

Service Area: Multiple neighbourhoods, may also attract Town-wide use May also serve as local area Neighbourhood Park

Optimal Size: Minimum 2 ha with exceptions for smaller existing Community Parks

Current 9 locations totaling 14.57 ha (0.5 ha / 1,000 population) Inventory: Fendley Park, Harvey Curry Park, Idyllwilde Park, Kay Cee Gardens,

Orangeville Lions Club Sports Park, Murray’s Mountain Park, Off-Leash Dog Park, Princess of Wales Park and Springbrook Park

Provision Level 0.5 ha / 1,000 population Target: Maintain existing inventory

Design Mix of natural, manicured and hard-surface areas and facilities Considerations: Visual landmarks to enhance community design, identity

Support universal/barrier-free design and user safety Sustainability features

Potential Outdoor sports field(s), paved court(s), play structure(s), splash pad, Facilities: passive open space, trails/pathways, local scale BMX/skateboard

equipment, lighting, shelter(s), signage, picnic tables, benches, community garden(s), recycling and waste receptacles, washroom(s), bike racks, parking

Programming Multi-use for a range of active and passive activities and Use: May include fee-based/booked facilities and non-programmed

spaces that are free for public use Incorporate year-round use opportunities where appropriate




Neighbourhood Parks serve local neighbourhood passive and active parkland needs within a 5 to 10 minute walking distance of most users, generally have a parkland area of 1 to 2 hectares, and provide local-scale facilities such as play structures, benches/seating areas, informal playing fields and passive open space, paved multi-use courts/informal basketball courts, community gardens and pathways. These parks should function as neighbourhood focal points supporting recreational, social and cultural activities for a defined residential area, with convenient access by walking and cycling, and contribute to enhanced neighbourhood design and place-making as distinctive visual landmarks.

Access / Central to service area population Location: Connected to pedestrian and cycling network

Prominent local street intersections with street frontage May be adjacent to elementary schools May be adjacent to or integrated with natural areas and stormwater

management facilities

Service Area: Local neighbourhood Within 400-800m (5-10 minutes) walking distance of area residents

Optimal Size: 1.0 to 2.0 ha

Current 7 locations totaling 8.61 ha (0.3 ha / 1,000 population) Inventory: Erindale Park, Kin Family Park, Mother Teresa Park, Myr Morrow

Park, PH 9/10 Park, Rebecca Hills Park and Ryan Meadows Park

Provision Level 1.0 ha / 1,000 population (including Urban Greens) Target: Additional parkland should be acquired for new or expanded

Neighbourhood Parks based on growth-related requirements to move towards provision level target, primarily through mandatory dedications as a condition of development approval

Design Mix of natural, manicured and hard-surface areas and facilities Considerations: Visual landmarks to enhance neighbourhood design, identity


Potential Informal outdoor sports field(s), paved court(s), play structure(s), Facilities: passive open space, trails/pathways, lighting (not including lit major

sports fields), shelter(s)/shade, signage, picnic tables, benches, community garden(s), recycling and waste receptacles, bike racks

Programming Multi-use for a range of local informal active and passive activities and Use: Non-programmed spaces that are free for public use

Incorporate year-round use opportunities where appropriate




Urban Greens are smaller greenspaces, generally less than 1 hectare in area, that are provided in a diversity of settings including the urban core, within neighbourhoods and along trails. Sub-types include Parkettes, Lookouts, Commons and Urban Plazas. In residential areas and along trails, parkettes augment local access to basic parkland amenities, such as a play structure, where there is insufficient land or a lack of opportunity to provide a Neighbourhood Park. Lookouts are opportunity-based where seating and/or interpretive signage can be provided in locations with interesting or significant views. Commons are passive greenspaces that provide social gathering spaces and enhance the visual appeal of the area. Urban Plazas are public spaces located within urbanized/core areas that provide amenities such as outdoor furniture, landscaping and lighting and similar facilities for public gathering and community events. Access / Connected to pedestrian and cycling network Location: Parkettes: along residential blocks/trails, may be adjacent to or

integrated with natural areas and stormwater management facilities, two street frontages where possible

Commons: central, 100% street frontage where possible Lookouts: high elevation points providing interesting or scenic views Urban Plazas: downtown core/mixed use areas

Service Area: Varies – street / neighbourhood / downtown / mixed use area

Optimal Size: Parkettes: 0.2 to 1.0 ha; Commons, Lookouts, Urban Plazas: varies

Current 14 locations totaling 2.87 ha (0.1 ha / 1,000 population) Inventory: Alexandra Park, Bennett Street Parkette, Cedarstone Park, Credit

Lake Park, Haley Parkette, Island Court Park, Karen Court Park, Maywood Park, Mill Street Park, Railway Parkette, Ridgewood Park, Tweedy Parkette, Village Green Park and Walsh Crescent Park

Provision Level Maintain existing inventory Target: Acquire additional through dedication requirements only where

insufficient land and no opportunity for a Neighbourhood Park

Design Mix of natural, manicured and hard-surface areas, shade/rest areas Considerations: Visual landmarks contributing to streetscape appeal, urban design


Potential Paved court(s), play structure(s), passive open space, trails/ Facilities: pathways, lighting, shelter/shade, signage, picnic tables, benches,

community garden(s), recycling and waste receptacles, bike racks

Programming Varied flexible spaces for local informal active and passive activities and Use: Non-programmed spaces that are free for public use





Natural Areas are conservation lands which may have some level of public access for compatible forms of passive recreation such as hiking trails, nature appreciation, outdoor education and interpretation, fishing, bird-watching and similar uses. Natural corridors, wetlands, watercourses, wooded areas and other natural features and open spaces associated with a park site and/or providing linkages between park sites and other destinations should be considered within this category of parkland. Natural Areas support nature conservation, environmental health and sustainability, ecosystem services such as clean air and water, trails, passive recreation and eco-tourism, and have ongoing management requirements. Natural Areas may be separately defined areas or form part of parks in other categories.

Access / Protected features, areas and linkages throughout the community Location: Access to natural areas and locations should be facilitated in the

form of compatible level of facility development and public use based on the conservation and management objectives for the area

Re-introduce naturalized environments into the urban area, where possible within the Town’s financial and resource management capabilities

Service Area: Varies

Optimal Size: Based on size of feature/area and appropriate buffers

Current 115.63 ha Inventory: Dragonfly Park is the only named location with formalized public

access and facilities (parking, boardwalk, signage, etc.)

Provision Level Maintain existing inventory Target: Acquisition of Natural Areas is opportunity-based and may occur

through land donation, development dedication, conservation easements, land exchanges or direct purchase, and should be maximized within a sustainable management framework

Design Requires sensitivity to natural features and functions, habitats, etc. Considerations: Clearly defined access points and wayfinding/signage important

Integrate outdoor education/interpretation Variety in routes/loops (distance, level of difficulty) for nature trails

Potential Passive open space, trails, benches, interpretive/educational/way-Facilities: finding signage, recycling/waste receptacles

Programming Generally non-programmed spaces that are free for public use, and Use: where access is permitted

Promote outdoor education and stewardship activities Incorporate year-round use opportunities where appropriate




Trails are corridors designed for a range of outdoor recreational, educational and active transportation opportunities. Greenway Trails are located in parks and open space lands and in boulevards adjacent to certain roads and include walking/hiking trails, low-impact multi-use trails and paved multi-use trails. The ODRC Trail is a previously proposed “rail with trail” identified in the Trails Master Plan involving a multi-use trail within an existing active rail corridor. On-Street Facilities include bike lanes, paved shoulders and signed routes designed and intended specifically for cycling along roadways as well as connecting sidewalks that provide pedestrian links to the network of Greenway Trails.

Access / Walking/Hiking Trails – buffer areas, natural areas, or rural/semi-Location: rural areas where low levels of use are expected Greenway Low Impact Multi-Use Trails – broad, open valleys and floodplains; Trails: dry woodland areas; buffer and setback zones adjacent to residential areas where walking and limited cycling are anticipated Paved Multi-Use Trails – roadway boulevards, urban parks, open spaces, broad open valleys and floodplains or buffer areas without significant environmental constraints, where moderate to high levels of use, full accessibility and/or winter maintenance are anticipated ODRC Trail – within 66m right-of-way with separation from tracks On-Street Bike Lanes – located between curbs on urban roadways Facilities: Paved Shoulders – on roads with rural cross-section design

Connecting Sidewalks – located within the street boulevards

Service Area: Primary Trails and cycling routes intended for Town-wide access/use Other trails provide local neighbourhood or community routes

and/or connections to the Primary Trail System and destinations

Optimal Size: Based on trail type and location (see Recommendation #12a)

Current 19,505m Inventory: Includes 13,105m trails plus 6,400m walkways/pathways/linkages

Provision Level Maintain existing inventory Target: Acquisition of additional land for trails should be based on the Trails

Plan for Primary Trails, linking existing trails, new development areas

Design Standards vary based on trail type and location (see #12a) Considerations: Clearly defined access points and wayfinding/signage important

Potential Benches, interpretive/educational/way-finding signage, mapping, Facilities: recycling/waste receptacles, lighting, bike racks, fitness stations

Trailheads with parking, bike racks, mapping, signage, washrooms

Programming Generally non-programmed spaces that are free for public use and Use: Promote outdoor education and stewardship activities




5b) The Town should strive to maximize the supply of available parkland by acquisition through dedication from development, donations, accessing grants, land trusts, conservation easements, land exchange, partnerships, agreements and direct purchase. Where land acquired through dedication by development is insufficient in size or shape for their intended park function, the Town should consider acquisition of additional parkland by other means.

5c) Acquisition of parkland by dedication through development in accordance with the Planning Act will continue to be governed by the Town’s Official Plan and Parkland Dedication By-law. Required parkland dedication includes:

i. 2% of the area of the lot where development/redevelopment is for commercial or industrial purposes;

ii. 5% of the area of the lot where development/redevelopment is for residential purposes;

iii. 33.3 square metres per dwelling unit where development is for residential purposes at a density exceeding 15 dwelling units per hectare;

iv. For mixed use development, parkland dedication is calculated based on the proportionate ratios above for each use and added together to determine the sum of total parkland required.

5d) In order to promote and facilitate intensification, redevelopment and new development within the maximum density provisions of the Town’s Official Plan for Medium and High Density Residential and in mixed use areas, it is recommended that the Town should establish a cap whereby the required parkland dedication will not exceed 25% of the lot area. In designated intensification areas where on-site parkland dedication cannot be accommodated, the Town should consider alternative parkland dedication rates and/or potential alternatives to parkland dedication such as greenroofs, linkages to existing area parks/facilities, on-site amenities, urban plazas/civic squares, enhanced streetscaping/landscaping, bicycle parking and/or sustainability features. The consideration of any reduction of or alternative to the required parkland dedication will continue to be governed by the Town’s Official Plan and Parkland Dedication By-law.



5e) The acceptance of cash-in-lieu of parkland dedication, or a combination of parkland dedication and cash-in-lieu, in accordance with the Planning Act, will continue to be governed by the Town’s Official Plan and the Parkland Dedication By-law. In addition to the circumstances identified in the Town’s Official Plan where cash-in-lieu of parkland may be considered, it is recommended that cash-in-lieu of parkland or a combination of parkland dedication and cash-in-lieu should also be considered where the amount of land required to be conveyed would render the remainder of the site impractical for development. In order to promote and facilitate intensification, redevelopment and new development within the maximum density provisions of the Town’s Official Plan for Medium and High Density Residential and in mixed use areas, it is recommended that the Town should establish a cap whereby the required cash-in-lieu of parkland dedication will not exceed 25% of the value of the lot. It is also recommended that the Town should continue to consider reductions in the amount of cash-in-lieu of parkland required in designated intensification areas for redevelopment projects that meet sustainability criteria, in accordance with Subsection 42(6.2) of the Planning Act and as governed by the Town’s Official Plan and Parkland Dedication By-law.

5f) Cash in-lieu of parkland funds will be used in accordance with the Planning Act. The Town should consider prioritizing the use of these funds as follows:

i. First – Acquiring new parkland and/or improving existing Neighbourhood Park(s) accessible to the local area being developed;

ii. Second – Acquiring new parkland and/or improving existing Community or Major Park(s) accessible to the local area being developed;

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

5g) The Town should require that land acquired for parkland is generally flat, well-drained developable land of a suitable shape with no constraints to active park use. Hazard lands and sensitive natural features should not be accepted as part of the minimum mandatory parkland dedication except where it can be demonstrated that the parkland needs of the area can be met by existing local parks and/or the acquisition of these marginal lands provides opportunities to enhance access to an existing and sufficient supply of available park resources in the area. The conveyance of natural areas and hazard lands should be considered over and above the minimum parkland dedication requirements.



5h) The Town should continue to pursue the acquisition of natural areas through the development process and other means of securement to provide opportunities for enhanced conservation, compatible public access and linkages to the parks, trails and open spaces network. Available means of acquisition, management objectives, public use opportunities and related operating/resource requirements for natural areas should be identified in considering whether acquisition is required. The Town should continue to require that conservation land dedicated to the Town through the development process should be conveyed in a satisfactory condition and with sufficient area for proper maintenance, in accordance with the Official Plan.

5i) The Town should support community fundraising, joint ventures and other initiatives to acquire additional parkland, and engage the community in any significant parkland acquisition decision-making process. Acquisition of property should be considered only when there is a demonstrated community need and benefits, a fit with one or more categories of parks in the Parkland Classification System, and a financial strategy that addresses the capital, operating and long-term maintenance costs. Preparation of a Business Plan should be considered as a basis to support investments in parkland acquisition where appropriate (see 4j).

5j) Where possible, the Town should coordinate the acquisition of parks with the appropriate school board to maximize integration between facilities and joint use opportunities. The Town should also consider acquisition of school sites in the event that the closure of school facilities is contemplated by the school board(s) in the future, to ensure that local access to parks and open space can be maintained based on the service area and provision level targets of this Master Plan.

5k) As part of the Town’s next Official Plan review the Town should consider identifying future pedestrian pathways and bicycle pathways (known and/or conceptual routes) as part of a new transportation map schedule with related policies to require the dedication of land for pedestrian and bicycle pathways as a condition of the subdivision of land, as provided for under the Planning Act (s. 51(25)(b)). Where appropriate, the Town should also require the identification and provision of walkways and other means of pedestrian access, accessibility supports as well as bicycle parking facilities and other sustainable design elements on municipal streets, as may be required for site plan approvals and developments in accordance with the Planning Act (s. 41(4) #2(e), s. 41(7)(a)(4)).


3.4 Design and Development of Park Resources

Design and development of parks is led by the Town and has a history of strong community volunteer service and contributions to fundraising and resourcing for the design and construction of specific park projects. This has been undertaken primarily on a park-by-park and project-by-project basis as new parkland is acquired, existing parks are identified for renewal and/or changes involving the introduction of new facilities or replacement/improvement of existing facilities within the parks, and as new projects have come forward as a result of municipal or community initiatives, proposals, requests and funding opportunities. Projects typically require outsourcing to provide the required specialized expertise involving landscape architecture, engineering, geotechnical, lighting and other advisors to complete the design and to prepare for and manage the construction which is also typically undertaken by external contractors under contract with the Town.

As documented in the Situational Analysis report, there are a number of trends and practices that will influence the design and development of parks in the future. These relate to accessibility standards, safety, crime prevention, sustainability, connectivity, operational considerations, flexible and multi-use spaces, choice of materials and surfacing, landscape treatments and use of native plantings, “place-making” and other trends.

The Town’s Official Plan provides basic direction related to open space design: to require that land dedicated for park use shall be properly drained and physically suitable for active use, to incorporate amenities and features such as landscaping, lighting, street furniture and weather protection in order to enhance the pedestrian environment, and to encourage the use of materials and designs which reduce the risk of injuries and accidents to pedestrians and cyclists.

The following policies and strategies are recommended to establish best practices for park design, development and renewal and to address related trends.


Recommendation #6: Design and Development Policies and Strategies

6a) The Town should consider the following steps to guide the Design and Development Process for new parks and for any significant changes/renewal/replacement or new facilities in existing parks:

1. Design 1.1 Project Initiation - define work plan, schedule, roles, consulting services required, coordinate with project partners, notify community

1.2 Site Investigation - review and document existing conditions, survey, topo, surface/subsurface, drainage, surroundings/interface, demographics, linkages, servicing, acceptance of new parkland

1.3 Concept Development - develop optional park layouts, facilities/ amenities (based on Parkland Classification System), prelimnary costing of options, review operational requirements/resources

1.4 Concept Evaluation - review and consultat with community and stakeholders/advisory committee(s), confirm needs/preferences

1.5 Finalize Concept - adjust preferred option(s) to develop final concept based on selected components, refine preliminary costing, obtain approvals to proceed with detailed design and construction

1.6 Detailed Design - prepare landscape, grading/drainage/SWM, servicing, lighting and other plans and details as required, with detailed cost esitimates, finalize as a basis for construction quotes

2. Development 2.1 Construction Contract - prepare and issue construction tender/ RFP, evaluation of submissions, selection and award of contract

2.2 Pre-Construction - establish communication protocols and project management roles/structure, review detailed design and construction requirements, confirm schedule, scope, provisional items, notification

2.3 Site Preparation - ensure erosion/sediment controls, staging areas, security/safety measures, on-site notifications are in place

2.4 Construction - hold regular progress meetings with designers and contractor(s), record changes/instructions, monitor, etc.

2.5 Inspections - review certifications and as-built information, on-site inspection and testing of constructed works, deficiency list, etc.

2.6 Acceptance - ensure rectification of any deficiencies, commence maintenance /warranty period, monitoring, final site inspections , as-built documents, safety/compliance certficates, municipal take-over


Recommendation #6: Design and Development Policies and Strategies (cont'd)

6b) For each of the steps identified in the Parks Design and Development Process, the Town should identify related staff/departmental roles, organizational protocols and detailed procedures to further map out this process.

6c) The Town should continue to pursue high quality and innovative park design that balance functional use, urban form and aesthetic benefits, community safety, accessibility, integration with nature and operational requirements to ensure long term sustainability. Parks should be designed and developed to support the Town’s urban design objectives and policies set out in the Official Plan.

6d) The Town should pursue and support park designs that will reduce energy, water use and environmental impacts, and that integrate recycled/environmentally-friendly materials and landscape treatments that support reduced maintenance requirements and sustainable operations. To encourage the increased use of green technologies and sustainability features in the development of new communities and in redevelopment areas, the Town may want to consider incentives such as enhanced park designs and developments to assist projects in meeting emerging sustainability standards such as Leadership in Energy and Environmental Design for Neighbourhood Development (LEED-ND) certification, subject to further policies and criteria as may be established in the Official Plan.

6e) As a basis for park design and development, current and future needs for park resources will be defined based on a range of influencing factors including:

i. Historic and forecast population growth, demographic characteristics and planned development within the service area

ii. Current parkland and facility supply/provision levels and available land supply in the service area;

iii. Evolving demographic, recreational and design trends;

iv. Current demand and forecast growth in participation in sports and other programmed activities;

v. Partnership opportunities and the role of other service/facility providers (e.g. school boards);

vi. Input from the public, stakeholders and the Town;

vii. Geographic deficiencies and gaps/overlaps in facility and service provision.



6f) Where possible, the Town should consider agreements providing for Development Charge credits in exchange for developer-build parks as a strategy to support the earlier development of parks and trails in new development areas. The recommended guidelines, standards and procedures for park design and development in the Parks Master Plan should be applied.

6g) The Town should continue to develop and maintain an ongoing playground replacement program to address current safety standards and accessibility requirements and consider trends in playground design (e.g. themed play equipment, natural playgrounds, integration of water and other creative features). Consideration should also be given to expanding this initiative to establish a more comprehensive Park Renewal and Rehabilitation Program addressing lifecycle requirements, evolving standards and trends across the full range of park resources with the objective of sustaining the ability of the system to effectively support and facilitate enhanced community use, programming and operational requirements.

6h) The Town should continue to implement an ongoing tree planting and replacement program within municipal parks, supportive of expanding urban forest cover and related objectives of the Town’s Urban Forestry Policy and based on the direction of the Town’s Parks Tree Inventory.

6i) In support of local food production, urban agriculture and related health benefits, the Town should continue to work with the Orangeville Sustainability Action Team (OSAT) to explore opportunities to integrate community gardens in existing and new local parks, such as the Orangeville Community Garden and Orchard which is located on land owned by the County of Dufferin at the Edelbrock Centre, and the community gardens at Island Lake Public School and Broadway Pentecostal Tabernacle Church. Based on previous and current initiatives, potential partners for additional community gardens may include the local school board(s), local churches and the Orangeville Food Bank. Where appropriate, the integration of fruit-bearing plants in municipal parks could also be explored and, if pursued, should initially be undertaken on a trial basis to ensure potential issues do not develop or can be safely and efficiently managed related to health concerns, pests, mess, odours, and any additional maintenance/resource requirements. Successful examples and approaches adopted by other municipalities should also be researched in advance to develop a model for implementation.



6j) The Town should continue to work with and support the Orangeville and District Horticultural Society for their contributions to community beautification and stewardship tending public gardens in a number of locations including parks such as Alexandra Park and Kay Cee Gardens as well as the Alder Street Recreation Centre.

6k) The following should be considered in the design of park resources to support the arts and related culture and tourism benefits and the role of parks in contributing to place-making, urban design and community identity:

i. Park designs should integrate a balance of active and passive facilities and flexible spaces that can support special events and a wide range of cultural activities;

ii. Opportunities for including public art in parks based on:

Early site selection and integration with park design and development

Consideration of appropriate forms of public art for parks such as:

Functional art pieces that support the park use;

Civic landmarks, memorials and monuments that recognize and celebrate local heritage and culture and honour local achievements; and,

Inspirational art reflecting the shared vision for the community and the parks system (e.g. nature, health, sustainability, active living, etc.)

with priority to locally- or regionally- sourced art works.

6l) The Town should apply the principles of Crime Prevention Through Environmental Design (CPTED) in the design of park resources to maximized public safety and prevent undesired behaviour by the elimination or modification of design features that potentially contribute to crime and disorder, through natural surveillance. Park spaces should be visible from the street frontage/entrances and/or parking areas.



6m) The Town continue to further develop and incorporate physical accessibility features and operational standards in parks and to ensure a balance of seasonal and year-round recreational opportunities are available to support the widest possible range of users, ages, abilities and interests. The Town should also monitor and assess existing and proposed accessibility standards of the Accessibility for Ontarians with Disabilities Act (AODA) and identify related impacts on park design, development and renewal/rehabilitation requirements (see below).

6n) The Town should continue to encourage and facilitate the community’s participation in park design, development and renewal projects by obtaining public input during the planning and design process, fostering partnerships and joint ventures in park development/renewal, and promoting awareness of park projects and initiatives through effective public communications. Consideration should be given to formally establishing staff/departmental roles, responsibilities, procedures and protocols for community engagement in park projects in further mapping out the Park Design and Development Process recommended in 6a).

Accessibility Standards for Parks The Government of Ontario has established the Design of Public Spaces (Built Environment) Standard under the AODA, and this standard applies when developing new public spaces and redeveloping existing public spaces involving (among others) recreational trails, outdoor public use eating areas, outdoor play spaces, exterior paths of travel (e.g. sidewalks, walkways), accessible parking and maintenance. For this standard, the compliance date for municipalities is January 1, 2016. The Town’s 2013-2018 Accessibility Plan list the overall general requirements for public spaces and related timelines for implementation, completion and legislated date for compliance. Parks and Recreation Ontario has released a Guidebook titled “Pathways to Recreation – Learning about Ontario’s Accessibility Standard for the Design of Public Spaces” to provide owners, managers and operators of municipal and not-for-profit parks, outdoor recreation facilities and amenities with an understanding of the accessibility requirements, and should be reviewed as a reference guide.


3.5 Programming and Use of Park Resources

Parks and open spaces support a range of structured and unstructured activities, and programs within these areas provide opportunities for participation in organized and unorganized sports and other recreational pursuits. This includes traditional sports such as baseball, soccer, football and other field sports, tennis, basketball, ball hockey, outdoor skating and ice hockey. Other active uses of parks and trails include cycling and mountain biking, walking, running and hiking, outdoor fitness activities, creative play at playgrounds and splash pads, and also involve extreme/non-traditional sports such as skateboarding and BMX biking. More passive uses include activities such as social gatherings, picnicking, tai chi, community gardening, bird-watching, interpretation and appreciation of nature, outdoor education and casual walking and cycling.

The programming dimension of parks is currently undertaken through non-profit, community organizations for baseball, soccer, football, lacrosse, special events and other uses. The Town supports the programming and use of park resources through the provision and maintenance of the parks and facilities, providing information about available park locations, facilities and community-based program offerings, and administration of park and facility bookings and allocation of time to specific activities and users for reserved facilities. Certain facilities reserved for organized programs such as soccer fields and baseball diamonds are subject to user fees. In addition, some organized sports and programs use sports fields available at school facilities which are reserved directly through the School Boards.

The following policies and strategies are recommended to support the continued and enhanced programming and use of the parks system by the community.


Recommendation #7: Programming and Use Policies and Strategies

7a) The Parks Classification System provided in this Master Plan should be used to guide potential park uses and activities for each category of park as a basis for planning and development of park resources. The safe and permissible use of the Town’s parks will continue to be governed by the Town’s by-laws and policies (e.g. Outdoor Permit Policy Guidelines and Application Package, Unusable Conditions Policy). The Town should develop and adopt a Park Use By-law under the Municipal Act to regulate permitted and prohibited activities, hours of operation, procedures for any exemptions/approval of special events and any fees penalties for violations.

7b) The Town should continue to provide a balance of park facilities to support both unstructured and structured activities supporting spontaneous, informal and self-directed recreational, social and educational activities, along with scheduled programming and formal uses that may be revenue generating to offset the costs of providing and maintaining facilities for specific or specialized uses.

7c) Recognizing the value of and need for community organizations to successfully operate programs within the parks as the primary means to expand the accessibility, availability, affordability and mix of park-based services available to residents, the Town should continue to assist groups with a particular interest to help them assume independent administrative, program development and delivery responsibilities for outdoor sports, special events, stewardship and education programs, and other related activities. Requests for financial support should continue to be considered under the Town’s Policy for Requests for Financial Assistance which should be evaluated and reviewed annually and to monitor the level of support provided.

7d) The Town should continue to pursue expanded park use and programming by promoting community awareness of available park resources, facilities and services through information delivery and availability, coordinating special events and festivals, assisting program providers with marketing, and other initiatives.

7e) The Town should support and encourage both seasonal and year-round use of parks by ensuring that appropriate park resources are maintained and equipped with facilities to support both warm and cold weather activities.

7f) The Town should continue to require and annually review user fees for scheduled use of specific facilities, in accordance with a defined User Fee Policy which should also be periodically reviewed (at least every 5 years) based on service delivery costs, evolving facilities and programs, fairness and equity and related considerations.


3.6 Management, Administration, Operations and Maintenance of Park Resources

Service delivery for parks (and indoor recreation facilities) is primarily through the Town’s Parks and Recreation Department involving the administration, operation and maintenance of the parks and facilities. The organizational structure of the Department is summarized in the Situational Analysis Report and consists of a Director (1) and Administrative Assistant (1) as well as the following staff positions related to parks: a Parks and Facilities Manager (1), a Facilities Co-ordinator (1), a Customer Service Representative (1) as well as Part-Time (2) and Casual Customer Service (8), a Parks Supervisor (1), Senior Parks Maintenance Operator (1), Parks Maintenance Operators (1.5), Seasonal Maintenance Staff (2) and summer students (12). The staffing model reflects the seasonality of turf and sports fields maintenance. The day to day operations are undertaken essentially on a year round basis by 3.5 Full-Time Equivalent (FTE) staff, supported by seasonal and summer students. It is noted that certain road-side multi-use trails provided in lieu of sidewalks are maintained by the Town’s Public Works Department, including winter maintenance.

Service delivery requirements will continue to change and grow within the community and the continued expansion and diversification of parks and facilities related to staffing and resourcing, operational management needs and administration of park policies, by-laws, reservations, budgets and other aspects. The Town will need to take on a greater role with the conservation of more natural areas involving an increasing stewardship role in the protection, conservation and day-to-day management of a variety of environmental areas. In addition, trails will become an increasingly important resource that will need continuing investment, maintenance and management to sustain their value and effective use and benefits. There is also significant growing trends and expectations related to facilities and operations being environmentally friendly and reducing the environmental impacts from day-to-day parks and recreation operations.

Another trend that will continue to impact parks management and operations relates to the changing roles, interests and capacities of volunteers which are becoming more project-focused rather than engaging in longer-term or ongoing involvement in maintenance activities. With strong community service and contributions to parks capital projects and the continued expansion of park resources and facility offerings, there are increasing operational resource requirements.

In order to ensure long-term sustainability, there is a need for increased emphasis on opportunities for operational savings and efficiencies in new capital projects and allocation of sufficient operational resources to address ongoing maintenance as well as lifecycle needs of park assets.

The following policies and strategies are recommended to guide the administration, management, operations and maintenance of park resources.


Recommendation #8: Management and Operations Policies and Strategies

8a) The Town’s parks management and operations model should continue to include the following organizational components within the Parks and Recreation Department:

i. A Management group responsible for leading, directing and administering the overall delivery of park resources, services and operations, budgeting, coordination with other Town departments, promotional activities, community partnerships, project management, reporting to Council and Committees, etc.;

ii. A Facilities Coordinator responsible for permitting/reservations, resource support to user groups and community organizations, facilitation, promotion and monitoring usage of park resources, administration of user fees and allocation policies and similar roles;

iii. A Customer Service group responsible for front-line interaction with the community/parks and facility users; and,

iv. An Operations group responsible for the day to day maintenance and repair of park facilities, turf, trails and other components.

Note: a review of staff roles and organizational structure related to staff dedicated to indoor recreation facilities and related programming is not within the scope of the Parks Master Plan.

8b) The Town should investigate and monitor the need for an expanded Operations group to address the following:

i. The continued growth, expansion and diversification of park resources and related quality and maintenance standards;

ii. Environmental services to address the horticultural, forestry and aligned specialty services related to restoring, enhancing and sustaining the health of municipally owned natural areas. This should be based on defined management, conservation and public use objectives and related resource requirements identified through the preparation of Natural Areas Management Plans for these areas.

8c) The Town should review and consider environmentally friendly technologies that contribute to the sustainability and reduce the environmental impact of park operations and maintenance. As examples, this could include selective reduction of mowing and use of low-to-no maintenance landscape treatments, energy efficient lighting/heating, snow removal approaches, and fleet fuel efficiency strategies.


Recommendation #8: Management and Operations Policies and Strategies

8d) The Town should create and maintain a Parks Inventory Database as a record and mapping of park resources, to be developed from the current inventory and mapping provided in the Situational Analysis Report and consisting of the following information in where and when available:

i. Geographic Information System (GIS) based mapping of park resources with inventory attribute data identifying park name, size, frontage, number, type and age of facilities – this could also be integrated with protocols and schedule for maintenance and inspections, usage and programming schedules and data, etc.;

ii. A record of as-built documentation, boundary and topographic surveys, existing conditions and approved plans and budgets for park properties, inspection reports, asset management information such as replacement costs, life expectancy and anticipated timing of replacements; and,

i. A public information map and inventory identifying available parks, locations, facilities and trails and related programs, building on the mapping, inventory and program information included in the Situational Analysis Report and the Town’s Spring 2015 Parks and Recreation Guide.

The Parks Inventory Database should be applied and maintained as a resource to review and plan for future parks and facilities management and operational resource needs, lifecycle replacement and renewal requirements, maintenance schedules and protocols, and related administrative functions, and to identify potential efficiencies in service delivery. Reporting on the status of the parks inventory and specific park assets, usage, and their maintenance costs should be documented and reviewed annually to assist in budgeting and decision-making.

8e) The Town should review opportunities to better integrate park management and operational considerations in the processing of planning applications, parkland acquisition/dedication and park design stages. Where necessary, process improvements should be developed and documented to ensure effective operations and management decision support for park planning and design activities.

8f) For all parks related capital projects, the Town should define related staffing, equipment and other resource requirements for parks management and operations based on a graduated increase of existing operating requirements on a per unit basis and an assessment of opportunities for efficiencies and reduced operational requirements to ensure that sufficient operational resources are allocated to sustain new parks and facilities.


3.7 Evaluation and Monitoring of Park Resources and Services

In an effort to maximize the benefits to the community and achieve a number of related objectives of parks, there is increasing emphasis on the evaluation and monitoring of park resources and services delivery to ensure that the right facilities and services are being delivered within the appropriate frameworks and with the desired outcomes. Best practices and evaluation programs support continuous improvement by ensuring that resource decisions and operations are consistent with the real, demonstrated needs and interests of residents.

As summarized in the Situational Analysis Report, the Town has obtained community feedback and an indication of level of satisfaction and focus areas for issue resolution through surveys undertaken in support of the 2010 Parks and Recreation Strategic Plan, the 2013 Program Planning Project and in 2014 for the Parks Master Plan. The Town should continue moving towards services evaluation that are more comprehensive, data and input-based as this will become a key drive for establishing servicing priorities/core services and resource allocations.

Implementation of a more regular resident survey covering a number of service themes is one strategy to gauge the value residents place on services through a gap analysis approach involving the level of satisfaction versus level of importance. This process identifies outcomes related to utilization levels, value held for the service and overall importance to residents.

Another evaluation strategy for parks and recreation facility initiatives involves comparing options between the development of new park resources and the redevelopment of existing sites via additions, renovations, renewal and related improvements. Balancing new parks and facilities development with rehabilitation and improvement of existing parks should be part of the evaluation framework related to parks and recreation facilities development. This evaluation should occur on a case by case basis and should consider available partnerships and required resources related to the types of uses, level of need and funding that is available. With the focus of urban growth and development shifting from suburban locations/expansion to redevelopment and intensification of existing built-up areas, rehabilitation and renewal of existing parks will become an increasingly important strategy and may be less capital intensive than new park construction if no land costs are incurred and if better operational economies can be achieved.

Both existing and new parks and recreation facilities and services will be influenced more and more by these trends, evaluation strategies and their outcomes. As a result, park resources and services will increasingly need to target specific and demonstrated community needs, support specific outcomes that benefit those who have the needs and will need to be flexible and adaptable to the changing uses and applications that will occur within the population. Ongoing services evaluation will be critical to evaluating the success of the Master Plan’s strategies in achieving the identified goals, optimizing the level of service and benefits to the community, supporting the development of business plans to guide decision-making and investment, and providing a strengthened basis for adapting and updating the Parks Master Plan in the future.


Recommendation #9: Evaluation and Monitoring Policies and Strategies

The following policies and strategies are recommended to evaluate and monitor park resources.

9a) The Park Master Plan should be regularly reviewed and periodically updated to ensure it remains current, reflective of community need, and flexibly adapted to changing circumstances. The following monitoring, review and update schedule should be considered as a guide:

i. ONGOING – the Strategic Framework in section 2 and the Policies and Strategies in section 3 should be regularly considered and applied in the decision-making process. The Implementation Plan in section 5 should be used to create an interactive tracking record and should be regularly updated in order to maintain an active list of projects, identify the project manager and current status (e.g. not started, underway, completed), and provide links to related staff reports, business plans and supporting studies. To facilitate this, reports and recommendations and business plans, where required, related to parks investments and initiatives should demonstrate the fit and congruence with the Parks Master Plan directions identifying the relationship to the Park Master Plan and, where a relationship is defined, the Master Plan’s support for the recommendation, where applicable.

ii. ANNUAL – yearly progress reports should be prepared to update the status of projects and initiatives identified for implementation and results of data collection and evaluations. This information should be reviewed among Town staff and the results made available to Council and the community.

iii. 2-3 YEARS – community satisfaction/needs survey and focus group meetings with park user groups, community service clubs and partners/joint service providers should be held to review the Parks Master Plan strategies in light of changes in the operating environment, emerging strategic trends, municipal financial strategies and priorities, and any unanticipated changes. This feedback should be considered approximately twice every five years.

iv. 10 YEARS – a comprehensive review and update of the Parks Master Plan should be initiated for completion by the year 2025 to evaluate the long-term directions and ensure they remain linked to the key trends and rationales or whether considerations have emerged that result in a need to recast the Parks Master Plan to reflect the considerations of that time period and onward. Based on an updated Strategic Framework, an implementation strategy should be created for the next ten-year period (2025-2035).


Recommendation #9: Evaluation and Monitoring Policies and Strategies

9b) In the planning and evaluation of park projects and initiatives that would involve purchasing or adding new park locations and assets to the Town’s inventory, and through the preparation of business plans where required, the Town should review and compare alternative strategies involving the redevelopment, renewal and/or repurposing of existing park resources. A comparative analysis of the feasibility of alternative scenarios involving new park locations/resources versus redevelopment of existing sites should be undertaken through an evaluation of costs and community benefits, location and access, partnership and funding opportunities, operational resource requirements and any related efficiencies/economies. In general, opportunities to optimize the use and community benefits of existing park resources should be prioritized over adding new park locations where these alternatives are geared to achieving the same or similar objectives and outcomes.

9c) Where possible, the following data should be collected, tracked and periodically reviewed and reported (e.g. annual progress report) to evaluate the performance of park resources and degree of success of the Parks Master Plan implementation:

i. Total parkland, parkland by category and provision level per population, total trail length and per capita;

ii. Participation in physical activity, such as program registration data, participant profiles, and related community satisfaction levels, health indicators, demographic statistics, mapping and other data;

iii. Trees planted and or percent urban forest cover, and air quality index;

iv. Capital and operating expenditures and costs per unit (e.g. per area of parkland, length of trails, number of sports fields, etc.) and per capita.

9d) The following evaluation tools should be considered for review as part of the Town’s evaluation framework for park resources and services:

Ontario Municipal Benchmarking Initiative; Municipal Performance Measures Program; Community Surveys and Stakeholder Focus Group Meetings; Demographic profiles/census; Financial analyses; Health reports.


4. Projects and Initiatives

4.1 Overview

A number of Projects and Initiatives are recommended as part of the Master Plan, and are organized within five themes that emerged as community priorities through the research and consultation, as follows:

1. Improvements within existing parks and new park development particularly at the community and local neighbourhood levels of service;

2. Capacity of sports fields and active parkland development; 3. Updating the plan for trails to complete the community trails network; 4. Natural areas management and providing opportunities for public access and use; 5. Service delivery and community engagement initiatives.

4.2 Park Improvements and New Park Developments

In support of the Master Plan development, all 33 existing park locations were inventoried and reviewed to evaluate current conditions and opportunities for improvements, as documented in the Situational Analysis Report. This review was supplemented by community and stakeholder consultation which provided local perspectives regarding current strengths, opportunities for improvement and ideas for the future to increase and enhance the usage, quality or other aspects of specific parks and the combined inventory of park resources as a whole. A plan is needed to guide potential improvements to existing parks, particularly at the community and neighbourhood level (Community Parks, Neighbourhood Parks and Urban Greens).

In addition, a community demographic and development profile was prepared and is also documented in the Situational Analysis Report. As part of this process, active and proposed housing and other developments were reviewed and related implications for future parkland needs were assessed. Land has been dedicated to the Town for two new parks including a site for a parkette in the Young Court neighbourhood in the south-east and a new neighbourhood park on Parkinson Crescent in the Mono Meadows development in the north-west. Additional parklands will be dedicated with other planned developments in the municipality. A plan is needed to guide the development of new parks on lands dedicated to the municipality to address the local park needs in new and developing residential areas.

The following projects and initiatives are recommended for consideration of potential improvements to existing Community and Neighbourhood Parks and development of new local Neighbourhood Parks and Urban Greens.


Recommendation #10: Park Improvements and New Park Development

10a) The Town should consider the following guidelines and potential improvements to existing Urban Greens and Neighbourhood Parks as part of a comprehensive Park Renewal and Rehabilitation Program (see also Recommendation #6g):

# Park Name , Class and Sub-Type

Guidelines & Potential Improvements

1 Alexandra Park Urban Green (Commons)

This location will continue to see intensified and diversified use as the only Downtown park and central venue for community events and with intensification

Balance level of facility development within context of the park’s historical and local cultural significance and importance as an urban greenspace for passive use

Flexible space important for events, lack of seating Could be improved and made more resilient to large

gatherings and intensified use with introduction of alternative landscape treatments, amphitheatre-style seating, while maintaining greenspace component

Interface with street and parking area and visibility could be improved – e.g. walkway connects directly to First Ave (no sidewalk on south side), consider additional pathways and/or surfacing for pedestrian movement within and through the park

2 Bennett Drive Parkette Urban Green (Parkette)

Maintain as local neighbourhood greenspace adjacent to water tower with picnic table(s) and bench(es), trees

Good local access to playground, splash pad and sports field at Fendley Park to the east

3 Cedarstone Park Urban Green (Parkette)

Play equipment 10 years old, monitor replacement needs based on current standards, consider new fibar safety surface to replace sand base, new edging/path

Older style swing set – review and replace as needed Notify, engage local residents to assess park renewal

needs and interests prior to significant investment

4 Credit Lake Park Urban Green (Parkette)

2012 installation of play equipment and fibar safety surface – maintain as locally accessible playground for Lakeview Court area

Consider tree planting in boulevard along frontage



10a) #

Park Name , Class and Sub-Type


6 Erindale Park Neighbourhood Park

Consider new fibar safety surface to replace sand base, new edging/path

Older style swing set – review and replace as needed Informal ball diamond with older backstop – review

condition and consider removal of backstop, benches – repurpose as multi-use informal greenspace

Review and monitor condition of pedestrian bridge, storage building, consider pathway/loop

Consider additional tree planting Notify, engage local residents to assess park renewal

needs and interests prior to significant investment

7 Fendley Park Community Park

Serves as Community Park for west area and as a Neighbourhood Park locally

Recent playground installation and new splash pad Consider potential basketball/multi-use court

8 Haley Parkette Urban Green (Parkette)

Maintain as locally accessible greenspace and playground

Monitor play equipment replacement needs

9 Harvey Curry Park Community Park

Serves as Community Park for area and as a Neighbourhood Park locally

Some potential drainage issues/ponding along west edge of parking area, plan for open space area beyond recent tree plantings west of parking area

10 Idyllwilde Park Community Park

Review need to replace some benches, bleachers due to age/condition, some resurfacing needed around ball diamond edges behind backstop/bleachers area

Some drainage issues/ponding at north edge of parking area

Consider formalizing/paving pathways Abandoned asphalt pad beyond right field fence of

ball diamond – consider new basketball/multi-use court

11 Island Court Parkette Urban Green (Parkette)

Review need to replace benches based on condition Maintain as passive greenspace and trail link to ODSS Consider areas for low-to-no maintenance landscape

materials



10a) #



12 Karen Court Park Urban Green (Parkette)

Review and monitor repair needs for multi-use court, fencing, replacement of benches, etc.

Consider long-term park re-development with greenspace, landscaping, seating and smaller multi-purpose court (e.g. half-court)

Notify, engage local residents to assess park renewal needs and interests prior to significant investment

13 Kay Cee Gardens Community Park

Continue to promote and engage community groups, involvement in park programming and plantings

Older style swing set with no safety surface – review and replace as needed, with fibar safety surface

14 Kin Family Park Neighbourhood Park

Review potential re-purposing tennis court to multi-use Older style swing set with no safety surface – review

and replace as needed, with fibar safety surface Review need to replace benches based on condition

15 Maywood Park Urban Green (Parkette)

Play equipment – monitor replacement needs based on current standards, consider new fibar safety surface to replace sand base, new edging, complete pathway

Remove dead tree

16 Mill Street Park Urban Green (Parkette)

Continue to develop plans and final design for park rehabilitation, including new play equipment, in conjunction with proposed Bravery Park initiative

17 Mother Theresa Park Neighbourhood Park

Consider completion of paved pathway through park Older style swing set with no safety surface – review

and replace as needed, with fibar safety surface Review need to replace benches based on condition

19 Myr Morrow Park Neighbourhood Park

Review and consider replacement needs for existing basketball court, net and fencing due to condition

Remove remnant volleyball net posts, repair turf Consider replacing sand with wood fibar safety surface

for play equipment

22 PH 9/10 Park Neighbourhood Park

Establish new park name and park sign – could consider park naming contest with local area/school

Maintain as locally accessible greenspace, playground



10a) #



23 Princess of Wales Park Community Park

Review potential trail connection to Settlers Creek ES Review and monitor usage of ball diamond with input

from ball groups to assess opportunities for greater use

24 Railway Parkette Urban Green (Parkette or Commons)

Consider paved pathway loop with benches, landscaped areas, additional tree planting, decorative fencing (e.g. similar to Haley Parkette), public art or similar features to enhance this site

Consideration of play equipment / areas should be based on unique features (i.e. different than play equipment at nearby Princess Margaret School)

Consider recasting as “Railway Commons” depending on dominant features and play equipment (if any)

25 Rebecca Hills Park Neighbourhood Park

Review basketball net condition, repair as needed Maintain as locally accessible greenspace and

playground for the neighbourhood

26 Ridgewood Park Urban Green (Parkette)

Review and monitor play equipment replacement needs based on current standards, consider new fibar safety surface to replace sand base, new edging, pathway

Review with landowner of adjoining wooded area regarding public access / trails, explore potential acquisition of natural area with future development

28 Ryan Meadows Park Neighbourhood Park

Review pathway, consider upgrading to multi-use trail and complete connection through park (north-south)

Review potential enhanced plantings for SWM area

29 Springbrook Park Community Park

Maintain agreement with Le Conseil scolaire Viamonde and renew as needed to ensure ball diamond capacity

30 Tweedy Parkette Urban Green (Parkette)


Monitor play equipment replacement needs

31 Village Green Park Urban Green (Parkette)


Older swings to be removed based on new equipment

32 Walsch Crescent Park Urban Green (Parkette)

Upgrade completed Maintain as locally accessible greenspace and

playground



10b) The Town should design and develop the Young Court parkland (0.4 ha) as a new Urban Green (Parkette) providing local playground and passive open space for the area, based on a consideration of the following context and guidelines:

i. Area and site location context: The neighbourhood is characterized as low density with new, larger homes and young families and is located at the southerly edge of Orangeville. There is no direct local road connection to surrounding neighbourhoods. Pedestrian access is provided by a sidewalk along County Road 23 connecting to England Avenue to the north-west. An existing estate residential area is located to the south-west opposite County Road 23 in East Garafraxa. The park site is located between two single detached homes with chain link fencing delineation a portion of the park boundaries adjoining these lots, and backs on Town-owned conservation land to the east which also frames the neighbourhood. There is no sidewalk along the street frontage of the park site. The site is generally flat to gently sloping and has good visibility from the street. A stormwater management area lies to the west on the other side of Young Court. The park will be partially illuminated by the existing street light near its frontage.

ii. The Parkland Classifications System guidelines for Urban Greens (Parkettes) and the Park Design and Development Policies and Strategies (see Recommendations #5a, 6) and the following potential facilities/amenities:

- A junior play structure or combined junior/senior play structure and consider swings, with appropriate safety surfaces;

- A paved pathway into the park that could also loop around the playground area and extend to the conservation land at the back for future trail consideration;

- Benches (1-2) and park signage;

- Passive open space behind the playground (the area between the side fences) with appropriate edge treatment and buffer to the woodlot.

iii. The woodlot at the back appears to be fairly thick and a study of this natural area should be undertaken to develop a management plan and determine opportunities for a nature trail with related supports (seating, signage, interpretive features) – see also Recommendation #13a



10b) iv. The playground should be the immediate priority with later consideration of a trail based on appropriate study of the natural area. Signage should be provided to advise of the environmentally sensitive area and to prohibit access until a trail is developed if and when that is an outcome of the natural area management plan.

v. Local residents should be notified and have an opportunity to review the plan and provide input to the parkette design.

10c) The Town should design and develop the Parkinson Crescent parkland (1.1 ha) in

the Mono Meadows/Meadowlands area for as a new Neighbourhood Park based on a consideration of the following context and guidelines:

i. Area and site location context: the developing neighbourhood is located at the westerly limit of the Town and includes a variety of housing types involving detached homes, townhomes and apartments. With the amount of existing, approved and planned housing in the area this park should see intensive use as the primary Neighbourhood Park. The park site sits at the interface of a residential and a future employment/ commercial area with significant frontage along the bend of Parkinson Crescent. Trails will connect the area to the adjoining residential neighbourhoods to the east. Ryan Meadows Park is located 300m to the east while Kin Family Park / Credit Meadows Elementary School and St. Andrews School lie approximately 600-700m (5-10 minute walk) east of the park site). With these combined resources the area will be well served with local access to parkland.

ii. The Parkland Classifications System guidelines for Neighbourhood Parks and the Park Design and Development Policies and Strategies (see Recommendations #5a, 6) and the following potential facilities/amenities:

- Junior and senior play structures and swings with appropriate safety surfaces with consideration to barrier-free facilities and opportunities to integrate new and different creative play structures and areas such as a "natural playground" and/or themed features (see examples provided in Situational Analysis Report, section 7.4);.



10c) - A paved multi-use court/basketball court that could also serve as an outdoor rink in the winter;

- A paved pathway through the park connecting to the sidewalk along the frontage and loop around the playground area and multi-use court;

- Benches/seating and park signage;

- Informal/junior playing field in the northerly rectangular area;

- Tree planting along the pathways, park frontage and west and north park boundaries with appropriate edge treatments and delineation.

iii. Local residents should be notified and have an opportunity to review the plan and provide input to the park design.

10d) The Town should proceed with the proposed development of Morrow Crescent

Park (0.6 ha) as a new Urban Green (Parkette) to provide access to local playground and passive open space for the residential neighbourhood based on a consideration of the following context and guidelines:

i. Area and site location context: The neighbourhood is characterized as low density with new, larger homes and young families and is located in the west. Pedestrian access is provided by sidewalks along Montgomery Boulevard where the park site has access and frontage. This street is identified as a Minor Collector Road in the Town’s Official Plan and connects with Alder Street, Riddell Road and County Road 23 (B Line). There is an existing trail access to the south, across the road from the park site. To the west, four single detached homes back onto the park site and the westerly park boundary is delineated by a chain link fence. The park site backs on Town-owned conservation land to the north and other open space land to the east. The site is generally flat to gently sloping and has good visibility from the street. The park will be partially illuminated by the existing street light near its frontage.

ii. The Parkland Classifications System guidelines for Urban Greens (Parkettes) and the Park Design and Development Policies and Strategies (see Recommendations #5a, 6) and the following potential facilities/amenities:



10d) - A junior play structure or combined junior/senior play structure and consider swings, with appropriate safety surfaces;

- A paved multi-use/basketball half-court that could also serve as an outdoor rink in the winter – located to the easterly side of the park to provide for separation from the existing homes to the west;

- A paved pathway through the park connecting to the sidewalk along the frontage, extending the existing trail to the south through to the existing multi-use trail around the Samuel Court Stormwater Management Area;

- Benches (1-2) and park signage;

- Tree planting along the pathway and park frontage and appropriate edge treatments.

iii. Local residents should be notified and have an opportunity to review the plan and provide input to the park design.

10e) Based on a review of approved, planned and proposed development and the

location and distribution of existing and new parks and school sites, the Town should plan for the future acquisition, design and development of additional neighbourhood-level parks as follows:

i. A new Neighbourhood Park in the north-east with the proposed Orangeville Highlands II residential development;

ii. A new Neighbourhood Park or alternatively two Urban Greens (Parkettes and/or Commons) in the north-west with the proposed Dudgeon/Alden Hill and Edgewood Valley residential developments;

iii. A new Neighbourhood Park or alternatively two Urban Greens (Parkettes and/or Commons) in the south-west with the development of the area of Riddell Road and Spencer Avenue (proposed Riddell Village development).


4.3 Sports Fields and Active Parkland Development

A review of sports field utilization and assessment of needs/demands for additional capacity and improvements/supports for related programs was undertaken in support of the Parks Master Plan development and is summarized in the Situational Analysis Report. The current provision levels and geographic distribution were also reviewed in relation to sports fields and other active and specialized park facilities such as playgrounds, multi-use/basketball and tennis courts, splash pads, skateboard and BMX facilities and the off-leash dog park. The needs analysis was also supplemented by community and stakeholder consultation.

The following points emerged from this process which provide a focus for the Master Plan:

A need for additional sports field capacity particularly involving soccer and also multi-use considerations involving football, lacrosse and other field sports, with potential strategies involving lighting additional existing sports fields, an artificial turf facility, new natural turf field development and school board partnerships/agreements;

Some limitations to baseball programs due to lack of diamond availability and a need to review scheduling and matching of facilities to program needs;

An indication that there are some scheduling conflicts impacting facility availability at desired times and capacity for certain sports programs and an overall need for an allocation policy;

There is some indication of quality/maintenance level concerns where certain programs rely exclusively on sports fields at school facilities due to reduced summer maintenance and overall level of facility development in certain locations;

Large tournament hosting capabilities and related sports tourism opportunities are limited in part by the current geographic distribution of sports fields, but there are limited land opportunities for consolidated outdoor sports complex and related maintenance efficiencies – community suggestions included consideration of a potential parcel at the Agricultural Society (outside of Orangeville) or Town-owned Humber lands for a new sports park, also Rotary Park serves as a consolidated baseball venue and the Town could consider conversion of Rotary Park soccer pitch to baseball if the soccer pitch can be redeveloped with lighting in another location.

A plan is needed to guide the provision and continued development of sports fields and active park facilities to address the above points and other considerations.

The following projects and initiatives are recommended for consideration of potential improvements to existing sports fields and active park facilities and new sports field development.


Recommendation #11: Sports Fields and Active Parkland Development

11a) Proceed with the detailed design and development of the Lions Club Sports Park based on the following information and guidelines:

i. The approved concept plan including two soccer pitches (one senior soccer pitch with lighting, and a second senior pitch or stand-alone mini or junior pitch), a new building with concession, washrooms and storage space, paved multi-use pathways with lighting and fitness stations, parking expansion, tree planting and other landscaping features and improvements.

ii. Sports field lighting within this park should only be pursued based on an illumination plan that provides for adequate lighting of the field while demonstrating no adverse impact on the surrounding residential area.

iii. The existing playground equipment should be assessed as to age, compliance with current safety standards, accessibility, location and configuration relative to the planned park improvements to determine the potential need for relocation and/or replacement with new equipment.

iv. The selection of equipment for fitness stations should consider the likelihood that children will also be using the equipment although it may not be subject to or comply with the same safety standards as play equipment specifically designed and intended for children of specific age groups and abilities. Appropriate advisory signage should be considered in conjunction with any outdoor fitness equipment.

v. The existing building within the parking lot is to be retained based on the preferred concept and opportunities should be identified for community utilization of this space particularly in relation to sports and other programs to be operated within the park. The condition of the building should be monitored and if removed the parking areas should be reconfigured to provide additional spaces if needed and/or reduce the size of the parking area into the park.

11b) The Town should complete a feasibility analysis and develop a business plan for

the conversion of a natural turf soccer pitch to a multi-use artificial turf field to increase capacity, playability and quality with consideration to the following:

i. Review and evaluation of potential locations selected from Murray’s Mountain Park/ODSS, Alder Street Parklands/WSS, or Rotary Park;



11b) ii. The facility should include lighting and be directed to an accessible location with parking, washrooms, storage, multi-use and multi-field opportunities with existing and/or new natural turf fields or future phasing, and these requirements should be factored into the analysis of potential locations, as well as consideration of potential to accommodate year-round use with an air-supported structure or other means;

iii. Priority should be given to a project/facility location that can be supported by a joint venture in partnership with the Upper Grand District School Board to facilitate shared use with ODSS and WSS, and/or where there’s an opportunity through available grant programs, community partnerships and/or joint funding with local sports program providers and other community service organizations and/or with the private sector;

iv. On the basis of availability of a joint venture agreement, alternatives should be identified and evaluated to compare the costs and benefits related to location of the facility within the municipal parkland or on School Board property at ODSS or WSS as well as related administrative, maintenance, programming and scheduling dimensions;

v. Physical requirements involving conceptual field layout, site grading and drainage improvements, parking, lighting, service/hydro connection, pathways and supporting facility development should be identified at a preliminary level to estimate related costs with contingencies;

vi. Initial and long-term replacement/renewal capital costs and operating costs and savings (reduced maintenance and land requirements), and enhanced revenue opportunities through field rental rates/scheduling, should be calculated at a preliminary level to develop a sustainable financial model;

vii. Potential benefits and impacts to the environment and users should be identified related to quality and capacity of the facility compared to the alternative of natural turf field(s), land requirements, maintenance activities, tournament capabilities and sports tourism, programs/market served, the risk of injury and other factors. A trial period could be considered to test alternative artificial turf products, for example within heavy use areas on one or more natural turf fields (e.g. goal creases) to evaluate functionality, safety and degree of user satisfaction.



11c) If and when an artificial turf multi-use sports field is implemented per #11b), the Town should monitor the usage of the field, obtain regular feedback from users regarding the experience of using the field, and compare operating and capital costs and revenue from user fees with the performance of the Town’s natural turf fields. After a minimum two year monitoring and evaluation period, consider opportunities to add a second artificial turf field, preferably co-located with the first or in one of the other locations as per #11b), on the basis of a favourable result and operating model with the first field, if there is a demonstrated community need and as supported by further business case analysis. Alternatively, the Town should consider development of additional high quality natural turf soccer/multi-use that can be co-located with the artificial turf field. Reference should be made to the inventory information and needs analysis in the Situational Analysis Report regarding the number and size of soccer fields existing and that may be required.

11d) The Town should consider the removal and repurposing of the existing Rotary Park soccer field (the only existing soccer field with lighting) to a baseball diamond to create a more consolidated baseball venue, where the following conditions exist:

i. Outdoor field requirements for soccer and other field sports are met and capacity can be sustained to address forecast needs for a minimum of 5 years with consideration to 10 years, for example through the implementation of #11a), b) and potentially c);

ii. The need for additional baseball diamonds, scope of community benefits and operational efficiencies of a consolidated baseball venue warrant the related capital costs;

iii. The initiative is supported by a business case analysis and consultation with stakeholders and user groups.

11e) The Town should consider securing or otherwise allocating land for a new Major

Park location for the development of an outdoor sports complex for either soccer, baseball or multi-use purposes, only where the following conditions exist:

i. The strategies in 11a) to 11d) or other options for addressing sports field requirements within existing Major/Community Park and school sites have been exhausted and will not address demonstrated facility needs; and,



11e) ii. Where a sustainable joint venture/partnership is proposed that warrants consideration of a new Major Park location; and,

iii. Where the initiative is supported by a business case analysis and community consultation.

11f) The Town should review the scheduling of ball diamond use and programming,

identify opportunities to upgrade/improve existing diamonds and monitor participation levels and utilization rates to maximize the capacity of the existing inventory to address any constraints to current programs. The construction of additional ball diamonds is not likely to be warranted in the next 5 years but capacity should be monitored going forward. If it is demonstrated that additional ball diamond capacity is needed by growing participation and demands on existing diamonds, opportunities for lighting additional diamonds should be explored prior to consideration of adding new diamonds in new locations (see also Recommendation #11d).

11g) The Town should establish and adopt an allocation policy for sports fields to assist with scheduling and responding to facility requests and to optimize the availability, programming and use and booking of facilities, and to provide direction to ensure equity and fairness.

11h) As part of the recommended Parks Inventory Database (see #8d), the Town should maintain a detailed inventory of sports fields and other active park facilities and identify asset management needs for each facility including related infrastructure, capital and operating maintenance requirements, seasonal maintenance, inspections, response protocols, staff and equipment needs, responsibilities and schedules, timing of completed and proposed infrastructure development, and opportunities for savings in maintenance and lifecycle costs. A tracking system should also be considered for sports fields to document and monitor facility maintenance activities/events, comments and concerns from the public/users, safety and risk management considerations, scheduling, rental data, fees, etc. This information would assist the Town with identifying and allocating operational resources to carry out the maintenance based on defined service levels and developing operational plans and budgets for effective asset management.



11i) The Town should consider the following information and guidelines related to active parkland development and facilities when planning improvements to existing parks and new park development:

i. A second full-scale skatepark or second dedicated BMX facility should not be required within the ten year implementation period of this Master Plan. The Town should consider opportunities to integrate smaller scale skate features such as rails and ramps into park designs to provide some basic amenities and casual opportunities in more locations;

ii. With the recent development of the splash pad at Fendley Park and the existing splash pad at Harvey Curry Park, no additional splash pads should be required within the ten year implementation period of this Master Plan. Consideration could be given to smaller scale water features or spray amenities in Community and/or Neighbourhood Park developments on the basis of an identified community interest/demand;

iii. The Town should continue to implement an ongoing playground evaluation and replacement program (see Recommendation #6) and new playground development to maintain a service area target of 400m to 800m (5 to 10 minute walking distance) of every residence, where feasible;

iv. The Town should develop additional outdoor basketball/multi-use playing courts to improve geographic distribution and access;

v. The Town should monitor usage of existing tennis courts to determine whether any additional facilities are warranted, particularly in the southwest where there are no existing facilities/local access;

vi. Consider new types of facilities such as pickleball courts, bocce courts, lawn bowling greens, cricket pitches, putting greens, water/sand and other creative play features, based on identified community interest and/or on a trial basis in accessible locations (e.g. Major Parks, Community Parks).

11j) The Town should secure a permanent location for the leash-free dog park and monitor the potential need for a second location. Locating such a facility requires consideration of the area required and design/enclosure, safety of park users and providing adequate separation from other park amenities/facilities, conservation land, schools and residential areas, the provision of supports such as benches, lighting, water fountains and waste receptacles, and operational requirements.


4.4 Updated Trails Plan

The Town’s 2008 Trails Master Plan has been partially implemented and was reviewed as part of the Parks Master Plan development to update the trails inventory, to evaluate and revise the plan for future trails and related strategies and standards based on new information obtained through the background research and consultation, and to ensure a consistent planning and management approach for all park resources including trails as part of the overall parks system.

The trails inventory is mapped and documented in the Situational Analysis Report, identifying the name and location of each trail segment, surface treatment, width and length. In total, there are 19.5km of existing trails identified, including 6.5 km of off-road trails (3.6 km paved, 2.9 km unpaved), 6.6 km of paved road-side trails (separated from roadway, excludes sidewalks), and 6.4 km of walkways, pathways and linkages (various paved and unpaved surfaces).

The trails plan as initially developed in the 2008 Trails Master Plan consists of a ten year plan involving a Primary Trail System of multi-use trails interim and connecting/signed routes along sidewalks and roadways, and a long-term plan identifying new off-road greenway trails, on-road cycling routes, regional trail connections as well as locations of trailheads with parking, key destinations and intersection improvements. Some of the segments/components of the Primary Trail System have been implemented while others have not been completed and/or were considered but did not proceed (e.g. the ORDC trail). Other initiatives identified include signing of walking/cycling routes, developing a trails map/brochure for marketing, and re-surfacing of certain granular trails with asphalt. Trail Development Guidelines and a Trail Maintenance Regime are also appended to the Trails Master Plan.

Through the trails inventory work, review of the previous trails plan, and consultation with the community and stakeholders in support the Parks Master Plan development, the need for an updated plan was identified to address the following:

Fragmented trails lacking loops and connections, improving trail access to community destinations and developing alternatives to the proposed ODRC trail to complete the primary trail network through improvements to existing trails and new trail development;

Enhancing the quality, use and accessibility of trails with supporting amenities such as trail heads/parking, signage, lighting, mapping and trails information, and opportunities for fitness trails.

The following projects and initiatives are recommended for consideration of potential improvements to existing trails and new trail development.


Recommendation #12: Trails Development and Improvements

12a) The Town should adopt the following Trails Hierarchy adapted from the Trails Master Plan as a basis for planning, designing, developing and managing trails:

Trail Type / Sub-Type / Location Width (m) Clearing

Height (m) Surface Grades

Clear Tread

GREENWAY TRAILS Trails located in parks and open space lands and boulevard trails adjacent to a road in lieu of a sidewalk.

Walking/Hiking Trails – buffer areas, natural areas, or rural/semi-rural areas where low levels of use are expected

1 to 2.25*

0.5 to 1.25*

2.5 (respecting sensitive

vegetation)

Natural or woodchips*

0-20%, 25% max. (match

natural terrain as much as possible)

Low Impact Multi-Use Trails – broad, open valleys and floodplains; dry woodland areas; buffer and setback zones adjacent to residential areas where walking and limited cycling are anticipated and/or permitted

3 to 5

2 to 2.7 (maybe

wider for cycling)

3.0

Compacted limestone fines (can

upgrade to asphalt if use increases, for cycling and accessibility)

0-5%, 10% max.

Paved Multi-Use Trails – roadway boulevards, urban parks and open space areas, broad open valleys and floodplains or buffer areas without significant environmental constraints, and where moderate to high levels of use are anticipated and/or full accessibility or winter maintenance

4.5 to 8.5

2.5 (<500 users/day)

4.0 to 4.5

(>500 users/day)

3.0 Asphalt or concrete

0-5%, < 3% optimal, 6%

max.

ORDC Trail – minimum 1m to 1.5m separation between track and trail, more where feasible; barriers may be considered to improve comfort.

n/a 2 to 2.5 3.0 Asphalt or concrete

n/a

ON-STREET FACILITIES The term “On-street” refers to accommodating bicycles between the road curbs on urban cross-section designs and on the pavement in rural cross-section designs. Cyclists are permitted on-road under the Highway Traffic Act, and may elect to use roads even where a parallel off-road route is provided. This classification also includes connecting sidewalks located within the boulevards of road rights-of-way, separated from the street.

On-Road Cycling Facilities (Bike Lanes and Paved Shoulders) – see Trails Master Plan Appendix C and related reference materials for full set of standards and guidelines

1.5m operating space

2.5 As per road

<= 5% paved paths

<= 3% gravel or unpaved

Connecting Sidewalks – standard sidewalks that provide pedestrian links to the network of Greenway Trails

Minimum 1.5m 2.1 Textured Concrete

Generally follows

roadway grades



12b) The Town should adopt standard design details for each classification based on the Trails Hierarchy and to establish uniform and recognizable signage and wayfinding measures, appropriate trail furnishings, and define the acceptable state for trails to be assumed by the Town / opening trails for public access and use.

12c) The Town should review the inventory of existing trails and establish a trail improvement and renewal program to identify needs and opportunities to bring existing trails up to standards based on the Trails Hierarchy and design details, accessibility requirements, wayfinding, interpretive and regulatory signage and markings, maps, benches/seating, lookouts and other supporting facilities.

12d) The Town should complete the planning, design and development for implementation of the Greenway Trails identified as part of the Primary Trail System on the updated Trails Plan, including consideration of the following locations based on more detailed investigation:

i. Paved multi-use trails:

- Within the abandoned spur line connecting from Centennial Road to C-Line with potential linkage to WSS based on consultation with the Upper Grand District School Board;

- Jay Crescent walkway linkage in the south-east, along east side of Hurontario Street / Highway 10 (based on consultation and approvals with MTO) to existing intersection at Broadway/Buena Vista Drive (connection to Dragonfly Park and areas further north as noted below);

- West side of Highway 10 from Broadway Street to Rotary Park (based on consultation and approvals with MTO);

- From north side of Broadway at Diane Drive/Preston Drive area northwesterly to County Road 16 (regional connection to County trail);

- From existing multi-use trail along the west side of Highway 10 to 1st Street and from 1st Street to a new loop/connection noted below;

- Loop/connection north of Hansen Boulevard with connection to Monora Park (based on consultation with the Town of Mono) and in conjunction with the Orangeville Highlands II development;

- Connection from existing trail west of the westerly terminus of College Ave to existing multi-use trail at the south end of Mason Street.



12e) The Town should complete the planning, design and development for implementation of the On-Street Facilities including the cycling routes and connecting sidewalks identified on the updated Trails Plan. Primary consideration should be given the following locations based on a more detailed investigation and coordinated with the County’s implementation of related on-road facilities identified in the Dufferin County Active Transportation and Trails Plan (DCATT):

i. Bike lanes (urban cross-section) or paved shoulders (rural cross-section):

- Townline (County Road 23 to Broadway) – based on consultation with adjoining municipalities (where applicable) and the County;

- Alder Street (entire length)

- Hansen Boulevard extension from west of Blind Line to existing terminus east of County Road 16 / Veterans Way;

- Rolling Hills Drive from Howard Crescent / Jay Crescent to Highway 9 at Oak Ridge Drive;

- Oak Ridge Drive from Highway 9 to Clarke Avenue; and,

- Buena Vista Drive from Clarke Avenue to Highway 10.

ii. Signed/marked cycling routes:

- Sherbourne Street from Broadway at Townline to 2nd Ave/Rotary Park

- 2nd Avenue from Sherbourne Street to Clara Street;

- Elizabeth Street from Clara Street to Amelia Street;

- Amelia Street from to Elizabeth Street to south of Victor Large Way;

- College Avenue from Amelia Street to Blind Line and beyond to Courtney Crescent;

- Diane Drive (entire length);

- Montgomery Boulevard (entire length);

- McCannell Avenue (entire length);

- Rolling Hills Drive from McCannell Avenue to Howard Crescent / Jay Crescent; and,

- Oak Ridge Drive from Clarke Avenue to Buena Vista Drive and/or Clarke Avenue from Oak Ridge Drive to Buena Vista Drive.



iii. Connecting sidewalks:

- Green Street from existing sidewalk terminus south of Townline to Chisholm Street;

- Spencer Avenue (both sides) extension from existing terminus to Riddell Road (County Road 109) at Centennial Road;

- Other locations as deemed necessary in existing and new development areas to expand and improve pedestrian access and routes to parks, trails and key community destinations.

12f) The Town should complete the planning, design and development for implementation of Greenway Trails including the local trail loops, connections and routes identified on the updated Trails Plan, considering the following locations:

i. Paved multi-use trails:

- McCannell Avenue to Rebecca Hills Park;

- Montgomery Boulevard to Samuel Court (see Recommendation #10d);

ii. Walking/hiking trails within natural/open space areas and/or along related buffer zones, where supported by the findings and directions of Natural Areas Management Plans (see Recommendation #13a):

- Potential loop from Young Court Parkette and stormwater management area with connections to Sandringham Circle and Buckingham Street;

- Potential loop/connections from west side of Alder Street at Glengarry Road and/or Saxon Street existing trails at Colbourne Crescent and existing linkages (3) off of Hunter Road;

- Potential connection from east side of Blind Line to north side of Hansen Boulevard and from south side of Hansen Boulevard to Amelia Street, and Amelia Street to stormwater management area trail east of Victor Large Way on south side of Hansen Boulevard;

- Potential loop/connection from north of existing trail terminus at the westerly end of College Avenue, west towards County Road 16, ending at the north side of Hansen Boulevard;

- Potential loop/connection from Spencer Avenue at Abbey Road north-westerly to Alder Street near Riddell Road intersection.



12g) The Town should establish guidelines/standards for trails management and maintenance including consideration of the following:

i. A program for periodic route inspections (e.g. annual/seasonal or as determined based on type of trail and level of use), preventative maintenance and monitoring, community reporting of any issues/concerns, and identification of deficiencies to ensure trail standards are achieved and maintained, with an indication of priority areas for remedial measures and related facility repairs/replacements such as missing or damaged waymarkers, sign posts, gates, pedestrian bridges and boardwalks;

ii. Identification of maintenance activities for seasonal and year round use with winter maintenance requirements determined based on the type of trail (see classifications in the trail hierarchy) and level of use, with priority to routes in need of snow ploughing/ice-clearing and for transportation purposes (e.g. walking routes to schools and other community destinations);

iii. Consider native plant species (where applicable and practical) in conjunction with non-invasive and low-maintenance species along trail routes, manage and control the spread of invasive species and noxious weeds within the trail network;

iv. Environmental impacts of maintenance activities and opportunities for “green” operations;

v. Opportunities for inter-departmental maintenance agreements/protocols to distribute long-term costs associated with trail maintenance;

vi. Integration of long term trail management plans into the initial planning process in order to ensure trail projects are sustainable and to reduce the need for future maintenance measures;

vii. Establishing applicable rules and regulations for permitted trails uses and standards for related regulatory signage, with consideration to including contact information for community reporting of issues, and enforcement penalties for the misuse of trails;

viii. Setting a long-term trail maintenance budget with identified sources for the required maintenance resources and potential life-cycle costs of maintaining trail infrastructure including surfacing and amenities (i.e. furnishings, washroom facilities, etc.).



12h) The Town should establish trail marketing and promotion, stewardship and engagement initiatives with consideration to the following:

i. A new community trails map/brochure indicating trail locations, routes, loops, distances, level of difficulty rating, accessibility, type/surfacing, community destinations, access points, parking, facilities and any related community-based programs and events involving trail use (e.g. cycling clubs, running clubs, environmental/stewardship programs, etc.);

ii. GIS-based trail mapping and online interactive trail map and/or mobile “app” with information available as noted above, allowing users to plan routes and generate custom maps, and potential integration of QR Codes on trail maps and signage to allow users to obtain further information with a mobile device at access points and areas of interest;

iii. Outdoor education opportunities through interpretive signage at areas of interest (e.g. locations with landform, environmental, historical, cultural or other significance), community-based programs and partnerships (e.g. walking tours, geo-caching, etc.);

iv. Trail stewardship initiatives to foster proper trail etiquette, detail safety precautions, rules, and regulations system-wide and/or for specific trails (e.g. signage, brochures), and community involvement (e.g. adopt-a-trail, clean-up days, etc.).

12i) The Town should develop and maintain a comprehensive inventory of trails as part

of the recommended Parks Inventory Database (see #8d), building on the inventory completed for the Parks Master Plan which is documented in the Situational Analysis Report, including consideration of the following:

i. As part of the GIS-based inventory/mapping, establish attribute data including trail classification (see Trails Hierarchy in #12a), route terrain, length, difficulty, accessibility (surfacing, grades), risk management/safety and emergency/response protocols, associated amenities (see below), and capital and operating maintenance schedules and costs;

ii. A detailed inventory of existing trail furnishings, markers, bridges, signposts, map boards, gates and surface materials and delineate areas for new furnishings and rest areas along trail routes.


4.5 Natural Areas Management and Public Access Opportunities

Town-owned natural areas in Orangeville include 116 hectares of conservation land, most of which is not actively managed or maintained with trails or other facilities for public use. Dragonfly Park and local CVC Conservation Areas including Upper Credit and Island Lake serve as local examples where opportunities for public access and enjoyment of natural areas is facilitated through appropriate levels of facility development while conserving sensitive ecological features, functions and processes within these areas. There is an abundance of publicly accessible natural open space areas on managed lands locally within and surrounding Orangeville with these two Conservation Areas as well as Monora Park to the north in the Town of Mono, as well as other opportunities in the region.

For lands acquired by the Town, the Town’s Parks and Recreation Department is responsible for the management of natural areas. The Situational Analysis Report provides mapping of the natural areas and related information for the incorporation and classification of these areas as part of the parks and open space system.

Through the research and consultation undertaken in support of the Master Plan, related issues were identified related to the lack of natural areas management and public access, concerns about misuse and declining health of natural features, and required resources. Opportunities and considerations identified for the future involve trails development, passive recreation and nature appreciation, outdoor education and stewardship linked to conservation and related community health benefits. There is a need to establish direction for the use, maintenance and management of natural areas and to identify public access/trail opportunities in balance with conservation objectives.

The following projects and initiatives are recommended for natural areas management and public access and use opportunities.


Recommendation #13: Natural Areas Management and Public Access

13a) The Town should formally incorporate existing municipally-owned natural areas as part of the overall parks management umbrella and integrate these areas and the potentially additional natural areas as part of the linked parks and open space network through the preparation of a Natural Areas Management Plan to establish the following:

i. A complete inventory of Town-owned natural areas, expanding on the information and mapping of these areas provided in the Situational Analysis Report which identifies the locations and total land area;

ii. A list of natural areas within Orangeville that are not currently owned by the Town or in other public ownership;

iii. With the primary objective of long term conservation, an evaluation and prioritization of natural areas including a review of:

- Applicable planning policies (Official Plan, Secondary Plans, Zoning);

- Size, habitat diversity, presence of habitat types that are unique or under-represented, or other notable ecological features;

- Current condition of the natural area including magnitude of human impacts and adequacy of existing protection mechanisms and land use designations which may preclude development or site alteration (e.g. Provincially Significant Wetlands, woodlands, floodplain, etc.);

- Management objectives for the area and related operating resource requirements and potential partnerships (e.g. OSAT, CVC);

- The scope of potential public access opportunities, relationship to the surrounding trails network, related benefits and required resources;

- Outdoor educational opportunities and potential stewardship and engagement initiatives to get the community involved;

- Linkage opportunities to other natural areas and habitats;

- Opportunities to negotiate conveyance of the natural area through the development process, land donation, conservation easements, direct purchase by the Town or other means;

- If purchase is required, identify estimated cost and secure money in annual budget or through other means (e.g. provincial/federal grants).


Recommendation #13: Natural Areas Management and Public Access

13b) The Town should identify sufficient operating budget, staffing and other resources to carry out recommended restoration and conservation/maintenance based on the findings and direction of the Natural Areas Management Plan. This is a critical aspect of natural areas management and integration of these areas with parks.

13c) As part of the Town’s next Official Plan Review, additional goals and policies should be considered identifying Town’s intent to acquire natural areas and supporting the conveyance to the Town through development process.

13d) The Town should establish a standardized list of management activities/ approaches for natural areas, building on the following:

i. Level of maintenance – minimal or no winter maintenance (but may support winter use such as cross-country skiing, snow-shoeing), accessibility, etc.;

ii. Monitoring – flora, fauna, invasive species, trails and other amenities;

iii. Vegetation management – pruning, hazard tree removal, noxious and invasive species control, monitoring tree health;

iv. Ecologically appropriate management and restoration activities (e.g. native species/low maintenance landscape options and tree planting);

v. Maintenance of fencing, signage, boardwalks, lookouts, trails.

13e) The Town should integrate natural areas as part of the recommended Parks Inventory Database (see #8d), building on the inventory completed for the Parks Master Plan which is documented in the Situational Analysis Report.

13f) Where supported based on the findings of the Natural Areas Management Plan, the Town should consider opportunities to design and develop trails within natural areas (see #12f) based the updated Trail Plan and consideration of the following:

i. Trails with minimal impacts and disturbance on the existing ecological features, with sensitivity to protected features and habitats;

ii. Opportunities to incorporate interpretive signage for outdoor education;

iii. Optimally locating trail access points and controls (gates, trailheads);

iv. Ongoing and long-term maintenance (see #13d).


4.6 Service Delivery and Community Engagement

The Situational Analysis Report highlighted the strength of community service and volunteer contributions to parks in Orangeville and the need to maintain an integrated community-based park services delivery strategy that brings together all the community's resources to achieve the desired outcomes. Successful implementation of the Parks Master Plan will require continued use of partnerships, joint ventures and community engagement in parks projects and initiatives. This involves several dimensions including communications, parks promotional activities and events, gathering input on proposed park designs and projects, supporting volunteer and park programming capacities of the community, partnerships and joint ventures, fundraising, shared/ reciprocal use, funding and maintenance agreements, and education and parks stewardship.

Based on the service delivery review and consultation with the community and stakeholders in support the Parks Master Plan development, there is a need to address the following:

Increased marketing to build awareness and participation, attract economic development by highlighting the local parks and recreation opportunities, better develop promotion of Orangeville parks/opportunities and “theming” of parks, and to further develop and promote sports tourism;

More community involvement and stewardship in parks through events such as community tree plantings, clean-up days, outdoor ice rinks, “eyes on the park” and lighting to overcome vandalism and maintenance issues, safety/liability concerns;

Opportunities for partnerships to improve/enhance community access and quantity/ quality of available outdoor recreation opportunities.

The following projects and initiatives are recommended for consideration related to service delivery and community engagement.


Recommendation #14: Co mmunity Engagement Initiatives

14a) The Town should further develop and implement an ongoing community engagement and communications strategy to promote continued and enhanced public participation, community service and involvement in park initiatives, including consideration of the following:

i. Create and maintain a database of representatives of local associations/ groups, service clubs and other individuals and organizations involved in parks including contact information and any related websites/information;

ii. Identify resource support needs and responsibilities for assisting facilitating community volunteers, minor sports and other parks program providers;

iii. Post volunteer and student opportunities related to park programs and initiatives, develop a volunteer/community service recognition program and establish related policies/guidelines for volunteer-supported initiatives;

iv. Identify clear target markets and corresponding media outlets for engaging and activating the community regarding park communication (e.g. social media, website, local papers, radio stations, schools, promotional literature, community facilities and service outlets, etc.) with regular and consistent messaging based on corporate communications protocols;

v. Continue to provide information and regular progress updates on current parks projects and initiatives, programs and events on the Town’s website, through social media and in other communications (e.g. Recreation Guide);

vi. Develop and implement public consultation programs as part of project- specific terms of reference and business plans based on identified principles and guidelines for parks projects and initiatives;

vii. Timely notifications including consideration of public notice signs at key locations within or near parks, distribution of notices to area residents/ associations and committees to ensure local awareness of proposed park projects, and to identify public participation and volunteer opportunities;

viii. Update the parks system information and mapping on the Town’s website as these information resources are further developed, and further develop links to related websites;

ix. Measures to support and participate in the planning of local events and festivals in parks, stewardship activities, outdoor education programs, etc.


Recommendation #14: Co mmunity Engagement Initiatives

14b) The Town should continue to promote and pursue partnerships and joint ventures to encourage local and regional collaboration to support the delivery of parks and related services, increase public accessibility and maximize related efficiencies and benefits, including consideration of the following:

i. Regular and ongoing communications/engagement with volunteer groups/ community service organizations regarding planned park projects and initiatives and opportunities;

ii. Continue to work with and consult stakeholders and partner agencies (e.g. CVC, MTO, County, School Boards, Health Unit, Headwaters Communities in Action, adjacent municipalities , other levels of government) to identify parks projects, initiatives, management/ maintenance activities and programs that align with service delivery mandates and to assess potential partnerships and agreements related to parks planning, shared financing/resources, development, programming, promotion, multi-use service delivery, joint use and/or operations;

iii. Further develop and review agreements in consultation with the School Boards to facilitate reciprocal use, upgrading and maintenance of existing sports fields, community access to school facilities, maintenance protocols and responsibilities and explore opportunities for outdoor learning related to parks, trails and natural areas;

iv. Monitor grant programs and potential funding for park related projects;

v. Review park/facility user fees and scheduling in consultation with sports organizations and other program providers;

vi. Prepare process and design guidelines/standards and work with the development industry and home builders to assess interest and possible participation in developer-build parks to achieve the earlier development of parks where parkland is required to be dedicated in new communities and intensification areas;

vii. Work with minor sports organizations to review and monitor existing and potential future tournament events and facility requirements, and with public partners, local businesses / private-sector and other organizations (e.g. Hills of Headwaters) to promote and enhance sports tourism and economic development related to the community benefits and attractions in parks.


5. Implementation

5.1 Overview

A ten year list of action items for implementation is recommended including elements of the Strategic Framework (s. 2), Policies and Strategies (s. 3), and Projects and Initiatives (s. 4) of the Master Plan. This component of the Master Plan includes a preliminary indication of capital and operating resource requirements, potential funding opportunities and timing for recommended action items. Direction is also provided for tracking the progress of implementation and for reviewing and updating the Master Plan in section 3.7 (see Recommendation #9).

Based on the research and consultation completed in support of the development of this Parks Master Plan, the following factors have been identified that will impact implementation and future outcomes:

The need for flexibility to respond effectively and in a timely manner to forthcoming changes including an aging population, municipal government responsibilities, aging facilities infrastructure, cultural diversity, health, environment and other factors;

Evolving trends, standards and best practices affecting policies intended to direct the acquisition, design, development, promotion, use and maintenance of parks and recreation assets, infrastructure and programming; and,

Capital and operating funding constraints that will continue to require municipal leadership and facilitation of community engagement and collaborative approaches as a basis to support a stronger and more sustainable community-based parks services delivery model, and the prioritization of activities and investments for the long term.

In this context, the recommended implementation program and related factors should be considered in the Town’s capital and operating forecasts and annual budgeting process. The actual timing, funding and directive to proceed with specific actions is subject to the results of those deliberations of and as authorized by Town Council. Availability of partnership and funding opportunities related to community fundraising, grant programs, joint ventures and other sources for specific action items may alter the timing and other details of said items.

In the event that changes to identified action items and/or new action items are identified, reference should be made to the Strategic Framework of the Parks Master Plan to ensure the changes are consistent with the Principles and will contribute to achieving the related Goals. The Situational Analysis Report should also be referenced as an information resource documenting the results of related research, consultation and analysis as well as trends, strategies and best practices.


5.2 Implementation Schedule

There are a number of recommendations that have direct associated capital costs and/or other resource requirements and related timing/scheduling considerations. This information is summarized in the following Implementation Schedule, outlining the action item, the potential funding and resource requirements and the proposed timing for implementation. The first three years of the Plan (2015 to 2017) are shown individually, followed by the next two years (2018 & 2019) aggregated, then the subsequent five year period (2020 to 2024) also aggregated, and finally recommendations that may require implementation beyond 10 years and/or have an ongoing effect. This aggregation reflects that the specific timing of actions recommended for implementation beyond the next 2 to 3 years should be determined based on further information generated from earlier initiatives (e.g. Business Plans/Feasibility Studies) and/or as needed based on related triggering events (e.g. acquisition of additional parkland as new development occurs).

As identified in the Schedule, there are some recommendations that will have capital costs or other potential resource requirements that are to be determined (TBD) and in some cases this will be identified as a result of further study. The Parks Inventory and Renewal/Rehabilitation Program will identify the need for park renewal and rehabilitation/lifecycle costs related to existing parks at a preliminary estimated capital cost of $1.5 million. There are also capital costs associated with new park development as a result of residential development, including the potential need for 6 to 8 new parks/parkettes to be developed as the need arises for a total estimated capital cost of $1.2 million of which as much as 90% could be funded by Development Charges. Some of these new park developments may be beyond 10 years. Sports fields and active parkland development projects include the Orangeville Lions Clubs Sports Park development and potential artificial turf conversion for an existing sports field (location and other details TBD) at a total estimated combined capital cost of $2.9 million. Improvements to existing trails and new trail development are also identified with an estimated preliminary capital cost estimate of $2 million. The total sum of the identified capital expenditures in the Master Plan is anticipated to be $7.8 to $7.9 million over the 10 year forecast period. This does not include the capital costs for items that arise out of the further studies recommended in this Master Plan and any capital costs identified as TBD.

The implementation action items are presented in a table format organized as follows:

# Recommendation /

Implementation Actions Potential Funding / Resource

Requirements Timing

Each action item is numbered for reference purposes.

Provides a title and brief description for each implementation item presented in the Master Plan (sections 2 to 4). Some items are further elaborated by a bulleted list of corresponding action items.

Identifies capital cost estimates for each action item (where applicable) and potential funding source(s) (where applicable) and an indication of any other related capital and/or operating resource implications

Proposed year(s) of implementation considering scope, priority, resource requirements, phasing, timing of related action items, and cost distribution within the forecast period.


Implementation Schedule

# Recommendation / Action Items Potential Funding /

Resource Requirements

Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

Strategic Framework (s. 2)

1 Parks Master Plan Vision (s. 2.2)

- Ongoing application of

Strategic Framework -

Review/ update

Adopt the Vision

2

Parks Master Plan Mission Statement (s. 2.2)

Adopt the Mission Statement

3

Parks Master Plan Principles & Goals (s. 2.3)

Adopt the Principles & Goals

Policies and Strategies (s. 3)

4 Municipal Role and Parks Delivery Policy (s. 3.2)

- Ongoing application of Policies and Strategies

- Review/ update

a) Adopt municipal leadership role

b) Adopt parks and services delivery

policies, hierarchy and approach, recognizing the role of community organizations

c)

d)

Adopt leadership and facilitation policies and criteria for partnerships, joint ventures and related service delivery initiatives




Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

e) Adopt policy to continue to work with local School Boards, Credit Valley Conservation and other municipalities through identified opportunities and joint initiatives

TBD related to specific initiatives, partnerships

and joint venture opportunities

Ongoing application of Policies and Strategies

TBD Review/ update

f)

g)

h) Adopt policies and criteria for guiding and evaluating the Town’s investments and involvement and to develop Business Plans for major projects

TBD related to the development of

Business Plans for major capital projects

i)

j)

5 Land Acquisition (s. 3.3)

Policies and Strategies

Staff time/consulting fees to prepare and implement Official

Plan Amendment (as part of next review)

and updates to Parkland Dedication

By-law


TBD Review/ update

a) Adopt the Parkland Classification

System

b) Adopt the parkland acquisition policies and continue to administer and update the related policies and regulations of the Official Plan and Parkland Dedication By-law, with consideration to establishing a 25% cap, prioritization policies for the use of cash-in-lieu funds, and minimum standards for parkland acceptance

c)

d)

e)

f)

g)






Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

h) Adopt policy to continue to pursue the

acquisition or securement of natural areas based on identified factors

TBD – see #13 Natural Areas

Management Plan


TBD Review/ update

i) Adopt policy to continue to support

community engagement in parkland acquisition

TBD based on specific community

engagement initiatives


TBD Review/ update

j)

Adopt policy to continue to coordinate parkland acquisition with school sites and consider acquisition of school sites in the event of future school closures

TBD related to land acquisition

opportunities


TBD Review/ update

k)

Adopt policies and mapping to identify and require dedication of land for future pedestrian and bicycle pathways, provision of walkways and other pedestrian and bicycle facilities, accessibility supports and sustainable design elements as a condition of development in accordance with the Planning Act


Plan Amendment (as part of next review) and updates to any related by-laws and

guidelines


TBD Review/ update





Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

6 Design and Development Strategies (s. 3.4)

Policies and


- Review/ update a) Adopt the park design and

development process and establish related roles, protocols and procedures b)

c) Adopt policies to continue to pursue

high quality and innovative park designs based on identified parameters and in support of Official Plan urban design objectives and policies and long term sustainability


Plan Amendment (as part of next review)

and related guidelines


TBD Review/ update

d)

e) Adopt policy to define current and

future park design and development needs based on the identified factors


- Review/ update

f) Consider Development Charge credits

for developer-build parks to support earlier park development in new areas

Opportunity for cost efficiencies through credit agreements


TBD Review/ update

g) Continue to develop and maintain

ongoing playground replacement program to address standards

an TBD – see #10a) Park Renewal and

Rehabilitation Program


TBD Review/ update




Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

h) Continue ongoing park tree

and replacement program planting TBD based on Park

Tree Inventory Ongoing application of Policies and Strategies

TBD Review/ update

i) Continue to work with OSAT and the Orangeville and District Horticultural Society to support community gardens, beautification and stewardship

TBD based on specific initiatives and parks delivery policies and criteria for funding


TBD Review/ update

j)

k)

Consider the identified design guidelines to support the arts and related culture, tourism and other benefits


TBD Review/ update

l) Adopt policy for the application of

CPTED principles and to maximize safety and visibility of park spaces

TBD based on individual park design

and development; growth-related projects

up to 90% funded from Development

Charges


TBD Review/ update

m)

Adopt policy to continue to incorporate accessibility features, seasonal and year-round opportunities, address accessibility requirements of the AODA


TBD Review/ update

n) Adopt policy to facilitate community

participation in park design, development and renewal projects

TBD based on specific community



TBD Review/ update


Implementation Schedule Timing

Potential Funding / Up to 5 Next 5 10 # Recommendation / Action Items Beyond

Resource Requirements 2015 2016 2017 Years Years Year 10 Years

2018-19 2020-24 Total

Programming and use Policies and Ongoing application of Review/ 7 See below TBD

Strategies (s. 3.5) Policies and Strategies update

Adopt the Parks Classification System Staff time/consulting Ongoing Review/ Review/

a) as a guide for park uses, develop and fees to prepare and TBD application update update

adopt a Park Use By-law implement by-law

Continue to provide a balance of park See item f) below Ongoing application of Review/

b) facilities for both unstructured (no fee) TBD (User Fee Policy) Policies and Strategies update

and structured (fee-based) activities

Continue to assist user groups to TBD based on specific

assume independent organizational funding requests and Ongoing application of Review/ Review/

c) and programming responsibilities, TBD financial assistance Policies and Strategies update update

periodically review financial assistance policy

policy

Expand park use through promotion TBD based on specific d) Ongoing application of Review/ and awareness, encourage seasonal promotional initiatives TBD

Policies and Strategies update e) and year-round use and opportunities

Continue to require and annually Annual fee review Staff time/consulting review user fees in accordance with Review/

f) fees to periodically TBD Policy User Fee Policy, periodically review update review/update policy review policy





Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

8 Management and Operations and Strategies (s. 3.6)

Policies See below


TBD Review/ update

a) Maintain the current parks

management and operations model and organizational components


TBD Review/ update

b) Investigate and monitor needs for

expanded Operations group with increasing park resources

TBD based on specific operational capacity needs – see item e)


TBD Review/ update

c) Review and consider

friendly technologies practices

environmentally and best

TBD based on specific operational resource needs and practices


TBD Review/ update

d) Create and maintain a Parks Inventory

Database

Staff time and potential training,

software (e.g. G.I.S.)


TBD Review/ update

e)

Review procedures to integrate management and operational considerations in all stages of park planning, define operational resource requirements for capital projects

Staff time/consulting fees to review/update

procedures


TBD Review/ update

TBD based on specific capital projects





Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

9 Evaluation Strategies

and Monitoring (s. 3.7)

Policies and See below


TBD Review/ update

a)

Review and update the Parks Master Plan using the identified schedule as a guide:

(i) Ongoing application of the Strategic Framework, Policies and Strategies

(ii) Annual progress reports for Projects and Initiatives

(iii) Community and user group consultation every 2-3 years

(iv) Comprehensive Parks Master Plan review and update in 10 years

Staff time to administer plan, monitor and report progress;

Staff time/consulting fees for consultation; $50,000 - $75,000

for review/update (up to 90% funded from

Development Charges)


TBD

Review/ update

$50,000

to $75,000

Annual reports

Consultation every 2-3 years

- -

b)

Review and compare alternative strategies involving the optimization of existing park resources as part of the planning and evaluation of capital projects, and through the preparation of business plans, where applicable

TBD based on specific capital projects


TBD Review/ update

c) Collect and use data and review available tools to evaluate and report on performance and implementation

Staff time for data collection, review, periodic reporting


TBD Review/ update d)





Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

Projects and Initiatives (s. 4)

10 Park Improvements and New Park Development (s. 4.2)

See below See

below Review/ update

Park Renewal and Rehabilitation

a)

Program for existing Neighbourhood/ Community Parks and Urban Greens: Alexandra Park, Bennett Drive Parkette, Cedarstone Park, Credit Lake Park, Erindale Park, Fendley Park, Haley Parkette, Harvey Curry Park, Idyllwilde Park, Island Court Parkette, Karen Court Park, Kay Cee Gardens, Kin Family Park, Maywood Park, Mill Street Park, Mother Theresa Park, Myr Morrow Park, PH 9/10 Park, Princess of Wales Park, Railway Parkette, Rebecca Hills Park, Ridgewood Park, Ryan Meadows Park, Springbrook Park, Tweedy Parkette, Village Green Park, Walsch Crescent Park

Explore funding opportunities through community fundraising and grant programs,

partnerships, etc.

$1,500,000 capital (approximate average of $30,000 per park for Urban Greens and $75,000 per park for

Neighbourhood/ Community Parks)

$1.5M Review/ update





Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

b) Design and develop Young

parkland (0.4 ha) as a new Green (Parkette)

Court Urban

$80,000 capital (partial Development Charges funding); Annual operating approx. $2,500

Ongoing park operations $0.1M Review/ update

c) Design and develop Parkinson

Crescent parkland (1.1 ha) as a new Neighbourhood Park



d) Design and develop Morrow Crescent

parkland (0.6 ha) as a new Urban Green (Parkette)


- Ongoing park

operations $0.2M

Review/ update

e)

Plan level

for additional neighbourhood-parks in new development areas:

Parkland dedication; $750,000 for

design/development (partial Development Charges funding); Annual operating approx. $15,000

See below

$1M Review/ update

(i) North-east – Orangeville Highlands II - - -

TBD based on timing of development

(ii) North-west – Dudgeon/Alden Edgewood Valley

Hill/ - - -

(iii) South-west – Riddell Village - - -





Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

11 Sports Fields Development

and Active Parkland (s. 4.3)

See below See below See


a) Complete the detailed design and

development of Orangeville Lions Sports Park

Club

$1,350,000 capital (partial development

charges funding); Annual net operating


approx. $17,500

b)

Complete a feasibility analysis and business plan for natural turf conversion to multi-use artificial turf (1 field) based on identified guidelines

$50,000 - $75,000 for feasibility study /

business plan; Explore potential joint venture/partnerships, community fundraising and related initiatives;

Capital and net operating resource requirements TBD

based on feasibility study/business plan;

(Development Charges funding for growth-

related capital costs)

- - - -

$1.5M TBD

c) Conversion of a natural turf field to

new multi-use artificial turf if supported by feasibility study/business plan

- - - -

d) Consider repurposing Rotary Park

soccer field to baseball diamond where supported based on criteria

- - - -

e) Consider securing/allocating land for

new Major Park if supported based on identified criteria

- - -






Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

f)

Review scheduling of ball diamond use and programming, identify opportunities to improve existing diamonds, monitor participation levels and usage, optimize existing diamonds as needed to increase capacity

Staff time to review scheduling, monitor

usage; Capital and net operating resource

requirements TBD for specific improvements

TBD Review/ update

g) Develop and adopt an

policy for sports fields allocation

Staff time/consulting fees to prepare and

implement policy

Ongoing application of Allocation Policy with

periodic review/updates TBD

Review/ update

Staff time to create and maintain

h) Create and maintain a detailed

inventory of sports fields and active park facilities

inventory; Capital and operating resource

requirements TBD for Ongoing TBD

Review/ update

asset management, maintenance, etc.

i) Consider the guidelines related to

active parkland development/facilities - Ongoing -

Review/ update

j) Secure a permanent location

leash-free dog park, monitor potential second location

for the need for - - - TBD

Review/ update




Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

12 Trail Development and Improvements (s. 4.4)



a) Adopt the Trails

standard design Hierarchy and details

Staff time/consulting fees for standard

design details

Ongoing application of hierarchy and standards

TBD Review/ update b)

c) Review inventory of existing trails,

establish a trail improvement and renewal program


partnerships, etc. $50,000-$75,000 for Trails Implementation

Plan and designs, standards, etc.

$2,000,000 capital (partial Development

Charges funding)

-

$2M

Review/ update

d) Complete the planning, design and

development of the Greenway Trails (Primary Trail System)

- -

e) Complete the planning, design and

development of On-Street Facilities - - -

TBD

f) Complete the planning, design and

development of other Greenway Trails - - - -

g) Establish guidelines/standards for trails management and maintenance, trails marketing, promotion, stewardship and engagement initiatives, develop and maintain trails inventory

Staff time/consulting fees; TBD based on specific marketing, stewardship and


Ongoing TBD Review/ update

h)

i)





Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

13 Natural Areas Management and Public Access (s. 4.5)



a)

Complete a Natural Areas Management Plan for existing municipally-owned Natural Areas, identify future land acquisitions


partnerships, etc. $100,000 for Plan;

Capital and operating resource requirements

TBD

$0.1M Review/ update

b)

Identify sufficient operating budget, resources to carry out restoration, conservation/maintenance based on Natural Areas Management Plan

TBD TBD

c) Consider amendments to Official Plan

to establish land acquisition policies

Staff time/consulting fees (part of next

Official Plan review)

Ongoing application of policies

TBD Review/ update

d) Establish standardized management activities/approaches for Natural Areas and integrate with parks inventory database

Staff time/consulting fees; part of Natural Areas Management

Plan

Ongoing TBD Review/ update

e)

f) Consider opportunities for trails

development within Natural Areas based on Management Plan

TBD (Natural Areas Management, Trails Implementation Plan)

TBD Review/ update






Timing

2015 2016 2017 Up to 5 Years

2018-19

Next 5 Years

2020-24

10 Year Total

Beyond 10 Years

14 Community Engagement Initiatives (s. 4.6) See below See below See


Further develop and implement an Staff time/consulting

a) ongoing community engagement and communications strategy based on

fees for strategy development, Ongoing TBD

Review/ update

identified guidelines marketing/promotion, partnership

Continue to promote and pursue development and

b) partnerships and joint ventures for local and regional collaboration with

implementation; TBD for specific Ongoing TBD

Review/ update

consideration to identified guidelines engagement initiatives

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CreditMeadows

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Parks ClassificationMajor Parks

Community Parks

Neighbourhood Parks

Urban Greens

Future Parks

Trails (See Trails Plan)Existing

Future

Town LandsCemetery

Rec Facility

Stormwater Management

Conservation

Official PlanEnvironmental Protection

Park Facilities!G BMX

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Schools

n Elementary

n Secondary

Parks Master PlanTown of Orangeville

26 17

32

11

15

20

18

1

10 27

5

4

22

24

3

1613

31

14

28

21

8

30

33

7

2

23

29

12 6

9

19

25

NP

NP

NP

NP

NP

NP

Alexandra ParkBennett Drive ParketteCedarstone ParkCredit Lake ParkDragonfly ParkErindale ParkFendley ParkHaley ParketteHarvey Curry ParkIdyllwilde ParkIsland Court ParkKaren Court Park

Park Inventory1

2

4

3

7

8

9

10

12

5

6

Kay Cee GardensKin Family ParkMaywood ParkMill Street ParkMother Theresa ParkMurray’s Mountain ParkMyr Morrow ParkOff-Leash Dog ParkOrangeville Lions Club Sports ParkPhase 9/10 ParkPrincess of Wales ParkRailway Parkette

13

15

14

18

19

20

21

22

16

17

Rebecca Hills ParkRidegwood ParkRotary ParkRyan Meadows ParkSpringbrook ParkTweedy ParketteVillage Green ParkWalsh Crescent ParkAlder Street Parklands(at Alder Street Recreation Centre)New Parks

25

26

28

27

31

32

33

NP

29

30

11 23

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Park ClassificationMajor Parks

Community Parks

Neighbourhood Parks

Urban Greens

Future Parks

Trails (See Trails Plan)Existing

Future

Town LandsCemetery

Rec Facility


Conservation


SchoolsElementary

Secondary

Park FacilitiesBMX

Baseball

Basketball

Dog Park

Outdoor Rink

Parking

Picnic Shelter

Playground

Skate Park

Soccer

Splash Pad

Tennis

Washrooms

Parkinson Crescent ParklandNew Neighbourhood Park for developing areaJunior and senior play structures, swings, wood fibar or fully accessible safety surfaceAccessible, themed and/or natural playground featuresBasketball/multi-use court/outdoor rinkPaved pathway/loop, benches/seatingInformal/junior playing fieldTree plantings, landscaping with edge treatments/boundary delineation

••

•••• •R

ecom

men

datio

n 10

c)

Morrow Crescent ParklandNew Parkette for local neighbourhood access to greenspace and playgroundJunior or junior/senior play structure, swings, wood fibar safety surfaceBasketball/multi-use court (half court)Paved pathway to complete trail connection, benchesTree plantings, landscaping with edge treatments/boundary delineation

•

••••

Rec

omm

enda

tion

10d)

Artificial Turf Soccer Pitch / Multi-Use Sports FieldSite investigation and business plan/feasibility analysisReview three potential location alternatives for renovation of one (1) existing field to artificial turf: Murray’s Mountain Mark/ODSS or Alder Street Parklands/WSS or Rotary ParkConsider field lighting, parking, washrooms/storage, accessibility, multi-use/multi-field configurations with existing or future natural turf fields, potential partnership(s), user fees, etc.

••

•

Rec

omm

enda

tion

11b)

Rotary Park Sports Field ConversionConsolidated baseball/tournament venue with Idyllwilde Park Consider potential conversion of existing natural turf field to ball diamond based on feasible alternative location for artificial turf soccer/multi-use sports field (see #11b)Monitor need for additional ball diamonds based on usage

••

•

Rec

omm

enda

tion

11d)

Leash-Free Dog ParkReview and secure permanent location, if possibleMonitor and consider potential need for second locationConsider facility design/enclosure, proximity to other park amenities, schools and residential, safety of park users and related facility supports – benches, lighting, water fountains, waste receptacles, fencing, operational/maintenance needs

••

•

Rec

omm

enda

tion

11j)

Mother Theresa ParkConsider wood fibar safety surface to replace sand base for play equipment, and for swingsReview repair/replacement needs for benches and turf around playground areaComplete pathway through park

•

•

•

Rec

omm

enda

tion

10a)

#17 17

Walsh Crescent ParkMaintain as locally accessible greenspace and playgroundComplete walkway/pathway through parkConsider wood fibar safety surface to replace sand base for play equipment

•

••

Rec

omm

enda

tion

10a)

#32 32

Island Court ParketteReview repair/replacement needs for benchesMaintain as passive greenspace and trail link to ODSSConsider areas for low-to-no maintenance landscape materials

••

•

Rec

omm

enda

tion

10a)

#11

11 Idyllwilde ParkReview repair/replacement needs for benches, bleachers, parking area, lit ball diamondConsider formalizing/paving pathways, new basketball/multi-use court

•

•

Rec

omm

enda

tion

10a)

#10 10

Alexandra ParkFlexible space, seating for eventsMaintain as downtown greenspace, consider additional pathways and alternative/resilient landscape treatments for large gatherings

••

Rec

omm

enda

tion

10a)

#1

1 Credit Lake ParkMaintain as locally accessible playgrgund for Lakeview Court areaConsider tree planting in boulevard along frontage

•

•

Rec

omm

enda

tion

10a)

#4

4

Springbrook ParkMaintain and renew agreement with Le Conseil scolaire Viamonde as needed for community use and Town maintenance of ball diamonds

•

Rec

omm

enda

tion

10a)

#29 29Karen Court Park

Review repair/replacement needs for multi-use court, fencing, benchesConsider re-development with greenspace/landscaping, seating, smaller multi-use court Engage local residents to review park renewal needs and interests

•

•

•

Rec

omm

enda

tion

10a)

#12 12

Phase 9/10 ParkConsider park naming contest, park signMaintain as locally accessible greenspace, playground

•

•

Rec

omm

enda

tion

10a)

#22 22

Rebecca Hills ParkReview repair/replacement needs for basketball netMaintain as locally accessible greenspace and playground

•

•

Rec

omm

enda

tion

10a)

#25 25

Mill Street ParkProposed Bravery Park initiativeContinue planning and final design for park rehabilitation, including new play equipment

•

••

Rec

omm

enda

tion

10a)

#16 16

Cedarstone ParkReview/monitor play equipment replacement needs Consider wood fibar safety surfaceEngage community in any significant renewal/reinvestment

•

••

Rec

omm

enda

tion

10a)

#3

3Railway ParketteRecast as “Railway Commons” with paved pathway loop, benches, landscaped areas, tree planting, decorative fencing, public art or similar features and enhancementsIf play equipment considered, focus on unique/themed features

•

•

Rec

omm

enda

tion

10a)

#24 24

Kay Cee GardensContinue to engage community involvement in park programming and plantingsReview play equipment replacement needs, consider wood fibar safety surface

•

•

Rec

omm

enda

tion

10a)

#13 13Village Green Park

Maintain as locally accessible greenspace and playgroundOlder swings to be removed based on new play equipment

•

•

Rec

omm

enda

tion

10a)

#31 31

Erindale ParkConsider wood fibar safety surface for play equipmentReview condition of informal ball diamond, backstop, consider removalConsider pathway loop, additional trees, monitor bridge condition

•

•

•

Rec

omm

enda

tion

10a)

#6

6

Myr Morrow ParkReview repair/replacement needs for existing basketball court, net and fencingRemove remnant volleyball net posts, repair turfConsider wood fibar safety surface to replace sand base for play equipment

•

•

•

Rec

omm

enda

tion

10a)

#19 19

Harvey Curry ParkKey Community Park for area, also local neighbourhood parkDevelop a plan for open space area beyond recent tree plantings west of parking area

•

•

Rec

omm

enda

tion

10a)

#9

9

Ridgewood ParkReview repair/replacement needs for play equipment Consider wood fibar safety surface to replace sand base, new edging, pathwayReview public access to adjoining wooded area with landowner

••

•

Rec

omm

enda

tion

10a)

#26 26 Natural Areas Management Plan

Inventory and evaluate Town-owned natural areasIdentify natural areas for potential for potential future acquisitionDetermine public access and use opportunities (e.g. trails, lookouts, nature interpretation, outdoor education), maintenance and operational resource needs

••

•

Rec

omm

enda

tion

11j) Maywood Park

Review repair/replacement needs for play equipment based on current standardsConsider wood fibar safety surface to replace sand base, new edgingComplete pathway

•

•

•

Rec

omm

enda

tion

10a)

#15 15

Orangeville Lions Club Sports ParkTwo (2) soccer pitches / multi-use sports fields, one with lighting (based on illumination plan), concession/washrooms/storage building, multi-use pathways/fitness trail, parking expansionReview existing play equipment – condition, location, configurationRetain existing building, identify opportunities for enhanced community use, monitor condition

•

•

•

Rec

omm

enda

tion

11a)

Future Neighbourhood ParksNorth-East: new Neighbourhood Park (Orangeville Highlands II)North-West: new Neighbourhood Park or alternatively two Urban Greens (Parkettes and/or Commons) with proposed Dudgeon/Alden Hill and Edgewood Valley developments;South-West: new Neighbourhood Park or alternatively two Urban Greens (Parkettes and/or Commons) with development of Riddell Road / Spencer Avenue area

••

•

Rec

omm

enda

tion

10e)

Future Neighbourhood ParksNorth-East: new Neighbourhood Park (Orangeville Highlands II)North-West: new Neighbourhood Park or alternatively two Urban Greens (Parkettes and/or Commons) with proposed Dudgeon/Alden Hill and Edgewood Valley developments;South-West: new Neighbourhood Park or alternatively two Urban Greens (Parkettes and/or Commons) with development of Riddell Road / Spencer Avenue area

•

•

•

Rec

omm

enda

tion

10e)

Young Court ParklandNew Parkette for local neighbourhood access to greenspace and playgroundJunior or junior/senior play structure, swings, wood fibar safety surfacePaved pathway and connection to potential future trail development in adjoining woodlandBenches, passive open space, trees and other plantings/edge treatments for woodland buffer

•

••

•

Rec

omm

enda

tion

10b)

Natural Areas Management PlanInventory and evaluate Town-owned natural areasIdentify natural areas for potential for potential future acquisitionDetermine public access and use opportunities (e.g. trails, lookouts, nature interpretation, outdoor education), maintenance and operational resource needs

••

•

Rec

omm

enda

tion

11j)

Upper Credit C. A.

Island Lake C. A.

Monora Park

TOW

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TOW

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IP O

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TH

TOWN OF MONO

TOWN OF CALEDON

REGION OF PEEL

Princess of Wales ParkReview potential trail connection to Settlers Creek ESPromote enhanced usage of ball diamond with input from baseball groups

•

•

Rec

omm

enda

tion

10a)

#23 23 Haley Parkette

Maintain as locally accessible greenspace and playgroundMonitor play equipment replacement needs

•

•

Rec

omm

enda

tion

10a)

#8

8

Tweedy ParketteMaintain as locally accessible greenspace and playgroundMonitor future play equipment replacement needs

•

•

Rec

omm

enda

tion

10a)

#30 30Fendley Park

Key Community Park for west side, also local neighbourhood parkMonitor usage and operation of new splash padConsider basketball/multi-use court

•

•

•

Rec

omm

enda

tion

10a)

#7

7

Bennett Drive ParketteMaintain as local neighbourhood greenspace adjacent to water tower with picnic table(s) and bench(es), trees

•

Rec

omm

enda

tion

10a)

#2

2

Ryan Meadows ParkConsider pathway upgrade to multi-use trail, complete connection through parkReview potential enhanced plantings for SWM area

•

•

Rec

omm

enda

tion

10a)

#28 28

Kin Family ParkReview potential re-purposing tennis court to multi-useReview repair/replacement needs for play equipment (swings), benchesConsider wood fibar safety surface

•

•

•

Rec

omm

enda

tion

10a)

#14 14

Artificial Turf Soccer Pitch / Multi-Use Sports FieldSite investigation and business plan/feasibility analysisReview three potential location alternatives for renovation of one (1) existing field to artificial turf: Murray’s Mountain Mark/ODSS or Alder Street Parklands/WSS or Rotary ParkConsider field lighting, parking, washrooms/storage, accessibility, multi-use/multi-field configurations with existing or future natural turf fields, potential partnership(s), user fees, etc.

••

•

Rec

omm

enda

tion

11b)

Natural Areas Management PlanInventory and evaluate Town-owned natural areasIdentify natural areas for potential for potential future acquisitionDetermine public access and use opportunities (e.g. trails, lookouts, nature interpretation, outdoor education), maintenance and operational resource needs

••

•

Rec

omm

enda

tion

11j)

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LEONA STREET

ISLA

ND

LAKE

ROAD

DOGWOOD STREET

MILL

STREET

KINGF ISHER DRIVE

WOODLAND DRIVE

BROADWAY

OLD CARRIAGE ROAD

MAYW

OO

DD

RIVE

EDENW

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PH

E

ASANT COURT

4TH

STR

EE T

OAK RIDGE DRIVEBRENDA BOULEVARD

ELAINE

DRIVE

CAMERONCRESC

ENT

TIDEMANDRIVE

ONTARIOSTREET

ALTHORP DRIVE

BIR

CH

STR

EET

HIL

LSD

ALE

AVEN

UE

BUCKINGHAM S TREET

CENTURY DRIVE

LACKEY DRIVE

FERN STREET

CREDIT CREEK BOULEVARD

ELDERBERRY STREET

LITTLE YORK STREET

GOOSEBERRY STREET

BALSAM STREET

SPRING STREET

3RD

STR

EE T

SAND

RING

HAMCIRCLE

WES

T

MORLAND AVENUE

HANNAH STREET

ZINA STREET

DO

DD

S C

OU

RT

MCCANNELL AVENUE

PALA

CE

CO

UR

T

WESTDALE AVENUE

LISA MARIE DRIVE

DAR

SA

M C

OU

RT

CE

DA R

DRIVE

YOUNG COURT

ROSE STREET

SAMUEL COUR

T

BESWIC

KDRIVE

JACKSON COURT

PAVILI

ON ROAD

SCOTT DRIVE

CO

UR

TN

EY CRESCENT

E DELWILD DRIVE

MEADOWDRIVE

FAITH DRIVE

CAMBRIDG

EAVENUE

ABBEY ROAD

HOWARDCRESCENT

MONTGOMERY BOULEVARD

REBECCA DRIVE

VICTOR LARGE WAY

FELTRE

A VENUE

HEW

I TTS

TREET

NR

OAD

MAUDE COURT

LAKE ROAD

BISHOP COURT

MADISON AVENUE

SHE

RW

OO

DSTREET

ISLAND C O URT

BYTHIA STREET

LAW

RENCE AVENUE

COTTONWOOD STREET

JOHN STREET

RO

BIN

SON

RO

AD

FRONT STREET

CHURCH STREET

MC

K ITRICK DRIVE

JEFFERS COURT

COLLEGE AVENUE

JULL

C OU

RT

2ND

STR

EET

HUNTER ROAD

LOU

ISA

STR

EET

PARKVIEWDRIVE

FAU

LKN

ER

STR

EET

GIF

FOR

D S

TRE

ET

SANDRA ROAD

ERINDALEAVENU

E

CARDWELL STREET

FEAD STREET

MCCARTHY STREET

BANTINGD

RIV

E

BRIGHTONPLA

CE

CLA

RA

STR

EET

BAILEY DRIVE

DUFFERINSTREET

MIC

HA

EL

DR

IVE

CEMETERYROAD

MO

NO

RA

PAR

K D

RIV

E

PI N

EV

IEW

AVEN

UE

OXFORD STREET

BUENA VISTA DRIVE

MARION

STREET

SHIRLEY STREET

PEAVOY LANE

LAWTONCOURT

HARSHAW RO

AD

HILL ROAD

JOHANNADRIVE

PARK LANE

ASHWOOD DRIVE

5TH AVENUE

STIL L

COURT

SOUTH PARK DRIVE

SPRINGVIEW COURT

MA

SO

N S

TRE

ET

MURRAY

COUR

T

OR

AN

GE

STR

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CR

IMS

ON

CR

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EN

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VICTORIA STREET

KAREN COURT

BRU

CE

DA

LEB

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FEN

DLE

YR

OA

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BLUE HERON DRIVE

FOREST PARK ROAD

1ST AVENUE

PRINCESS STREET

PURPLE ROAD

RAM

SRIDG

E

PARSONS STREET

CHAPMAN

RO

AD

PINE GLEN ROAD

GLENGARRY ROAD

JORDAN DRIVE

FRENCH DRIVE

JOSHUA ROAD

MARG

ARETSTREET

NORTHMEN WAY

WILLIAM STREET

FIE

LDG

ATE

DR

IVE

SAXO

N STREET

3RD AVENUE

LOYALISTSTREET

CLA

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A VE

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CEDARPLACE

SETTLERS ROAD

2ND AVENUE

RAN

DY

AVE

NU

E

ALEXANDER STREET

LYN

DA

AVE

NU

E

EA

STVIEW CRESCENT

BRED IN PARKWAY

IRO

NW

OOD

COUR

T

SHE

RB

OU

RN

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TRE

ET

ADAMS COURT

LEW

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GRAHAMC

RES

CENT

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VIC

TOR

IA H

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HTS

AV

ENU

E

STEWART COURT

1ST

STR

EET

SA

RAH

STREET

MO

RRO

W CRESCEN

T

CALEDONIA ROAD

NEWTON DRIVE

ELM AVENUE

PERRY ROAD

ORAN

GEM

IL L

C OURT

APPLETON DRIVE

CEDAR GROVE ROAD

PASSMORE AVENU E

BIS

C AYNE CRESCENT

OLD OAK LANE

ARMSTRONG STREET

PHEASANT DRIVE

WAL

SH

CRESCENT

AIK

ENC

RESCEN

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GLENFOREST ROA D

BEECHNUT STREET

TAMARACK TRAIL

OAKWOOD CRESCEN

T

CRANBERRY

LA

W

OODVALE COURT

JAY CRESCENT

LAK

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WC

OU

RT

MAN

OR CRESCENT

HIGHLAND DRIVE

CANNO

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COMM

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Q

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CA

RLTON DRIVE

ELM

WOOD CRESCENT

DINN

ICKC

RESCENT

GOLDGAT

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AVO

NM

ORE CRESCENT

MAPLE

CR

ES CE NT

STARRVIEWCRESCENT

RUST

I C CRESCENT

4TH AVENUE

MARSHALL CRESCENT

COLB

OURNE CRESCENT

BE

ECHF IELD CRESCENT

KENSINGTON

PLACE

MCMASTER ROAD

RICHARDSON ROAD

SHANNON COURT

HILLTOPCRESCENT

WILLO

UGHBY RO

AD

GREENWOOD CRESCENT

MORGANDALE

CRESCENT

A LINE

BENJAMIN

CR

ESCENT

BURBANK CRESC

ENT

COLES CRESCENT

FLAH

ERTY LANE

ROBB BOULEVARD

1ST

LINE

EHS

INDIAN TRAIL

HEADWATERS LANE

COUNTY

ROAD

11

RA

YBURN CRESCENT

CO

UN

TY R

OA

D 1

6

HU

RO

NTA

RIO

STR

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19TH LINE

BROOKHAVEN CRESCENT

KENNEDY ROAD

2ND

LIN

E

ALDER STREET

ELIZABETH STREET


DIANE DRIVE

CE

NTR

EST

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T

AMEL

IAST

RE

ET

AD

AS

TREE

T

DAWSON ROAD

BLI

ND

L IN

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HILLSIDE DRIVE

SPENCER AVENUE

C LINE

HANSEN BOULEVARD

CENTENNIAL ROAD

MAIN STREET

HIGHPOINT ROAD

COUNTY ROAD 109

HIGHWAY 9

1ST

STR

EET

BROADWAY

HIGHWAY 10

COUNTY ROAD 3

TOWNLINE

COUNTY ROAD 23

JOHN STREET

HURON

TARIO STREET


PORTERFIELD RO

AD

COUNTY ROAD 16

ORDCStation

OperaHouse

TonyRose RecreationCentre

ODSS

WDSS

Alder StreetRecreationCentre

!(T

!(T

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CreditMeadows

St.Andrew

PrincessElizabeth

OrangevilleDistrictSecondary School

St.Peters

ParkinsonCentennial

PrincessMargaret

WestsideSecondarySchool

St.Benedict

MontgomeryVillage

IslandLake

SpencerAve

École Élementairedes Quatre-Rivières

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Trails PlanTown of Orangeville

26 17

32

11

15

20

18

1

10 27

5

4

22

24

3

1613

31

14

28

21

8

30

33

7

2

29

12 6

9

19

25

NP

NP

NP

NP

NP

NP

nn

Park FacilitiesBMX

Baseball

Basketball

Dog Park

Outdoor Rink

Parking

Picnic Shelter

Playground

Skate Park

Soccer

Splash Pad

Tennis

Washrooms

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Park ClassificationMajor Parks

Community Parks

Neighbourhood Parks

Urban Greens

Future Parks

Town LandsCemetery

Rec Facility


Conservation


SchoolsElementary

Secondary

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GHPOINT ROAD

Greenway TrailsPaved Multi-Use

Low Impact Multi-Use

Walking/Hiking

Walkways/Linkages

On-Street FacilitiesBike Lane/Paved Shoulders

Signed Route

Connecting Sidewalk

OtherPrimary Trail

ORDC and Spur Line

Trail Heads

Key Destinations

Existing Future

Alexandra ParkBennett Drive ParketteCedarstone ParkCredit Lake ParkDragonfly ParkErindale ParkFendley ParkHaley ParketteHarvey Curry ParkIdyllwilde ParkIsland Court ParkKaren Court Park

Park Inventory1

2

4

3

7

8

9

10

12

5

6

Kay Cee GardensKin Family ParkMaywood ParkMill Street ParkMother Theresa ParkMurray’s Mountain ParkMyr Morrow ParkOff-Leash Dog ParkOrangeville Lions Club Sports ParkPhase 9/10 ParkPrincess of Wales ParkRailway Parkette

13

15

14

18

19

20

21

22

16

17

Rebecca Hills ParkRidegwood ParkRotary ParkRyan Meadows ParkSpringbrook ParkTweedy ParketteVillage Green ParkWalsh Crescent ParkAlder Street Parklands(at Alder Street Recreation Centre)New Parks

25

26

28

27

31

32

33

NP

29

30

11 23

24

Upper Credit C. A.

Island Lake C. A.

Monora Park

TOW

NSH

IP O

F AM

ARAN

TH

TOWN OF MONO

TOWN OF CALEDON

REGION OF PEEL

DRAFTMarch 2015

TOW

N OF

EAST GARAFRAXA

23

Primary Trails SystemPaved multi-use trail within abandoned spur line from Centennial Road to C-LineConsult with Upper Grand District School Board re potential connection to WSS

•

•

Rec

omm

enda

tion

12d)

Primary Trails SystemJay Crescent walkway linkage Consult with Ministry of Transportation re potential paved multi-use trail along east side of Hurontario Street / Highway 10 to intersection

••

Rec

omm

enda

tion

12d)

Primary Trails SystemPaved multi-use trail along west side of Highway 10 to Rotary Park

•

Rec

omm

enda

tion

12d)

Primary Trails SystemPaved multi-use trail from north side of Broadway at Diane Drive/Preston Drive area to County Road 16 (regional connection to County trail)

•

Rec

omm

enda

tion

12d)

Primary Trails SystemComplete paved multi-use trail connection from west side of Highway 10 to 1st Street and from 1st Street to new loop/connectionNew paved multi-use trail loop/connection north Hansen BoulevardConsult with Town of Mono re potential trail connection to Monora Park

•

••

Rec

omm

enda

tion

12d)

Primary Trails SystemConnect existing multi-use trail from west limit of College Avenue to south end of Mason Street

•

Rec

omm

enda

tion

12d)

On-Street FacilitiesReview potential paved shoulders along Townline from County Road 23 to BroadwayConsult with the County and adjoining municipalities re potential on-road cycling route and connectionsConsider new sidewalk on Green Street from existing sidewalk terminus south of Townline to Chisholm Street

•

•

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesBike lanes on Hansen Boulevard from west of Blind Line to County Road 16

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesReview potential bike lanes on Alder Street

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesReview potential on-street, signed/marked cycling routes on Oak Ridge Drive from Clarke Avenue to Buena Vista Drive and/or Clarke Avenue from Oak Ridge Drive to Buena Vista DriveReview potential bike lanes on Buena Vista Drive from Clarke Avenue to Highway 10 intersection; on Rolling Hills Drive from Howard Crescent / Jay Crescent to Highway 9 at Oak Ridge Drive; and on Oak Ridge Drive from Highway 9 to Clarke Avenue

•

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesEnsure sidewalks on Spencer Avenue (both sides) extension from existing terminus to Riddell Road (County Road 109) at Centennial Road

•

Rec

omm

enda

tion

12e)

Greenway TrailsNew paved multi-use trail from Montgomery Boulevard to Samuel CourtComplete trail connection in conjunction with development of Morrow Crescent Parkland

•

•

Rec

omm

enda

tion

12f)

Greenway TrailsNew paved multi-use trail from McCannell Avenue to Rebecca Hills Park

•

Rec

omm

enda

tion

12f)

Greenway TrailsNew multi-use trail connecting open space areas – Spencer Avenue to Buckingham StreetReview potential walking/hiking trails within natural/open space areas where supported by Natural Areas Management PlansPotential loop from Young Court Parkette and stormwater management area with connections to Sandringham Circle and Buckingham Street

•

•

•

Rec

omm

enda

tion

12f)

Greenway TrailsReview potential walking/hiking trails within natural/open space areas where supported by Natural Areas Management PlansPotential loop/connection from north of existing trail terminus at the westerly end of College Avenue, west towards County Road 16, ending at the north side of Hansen Boulevard

•

•

Rec

omm

enda

tion

12f)

Greenway TrailsReview potential walking/hiking trails within natural/open space areas where supported by Natural Areas Management PlansPotential loop/connections from west side of Alder Street at Glengarry Road and/or Saxon Street existing trails at Colbourne Crescent and existing linkages (3) off of Hunter RoadPotential loop/connection from Spencer Avenue at Abbey Road north-westerly to Alder Street near Riddell Road intersection

•

•

•

Rec

omm

enda

tion

12f)

Greenway TrailsReview potential walking/hiking trails within natural/open space areas where supported by Natural Areas Management PlansPotential connection from east side of Blind Line to north side of Hansen Boulevard and from south side of Hansen Boulevard to Amelia Street, and Amelia Street to stormwater management area trail east of Victor Large Way on south side of Hansen Boulevard

•

•

Rec

omm

enda

tion

12f)

On-Street FacilitiesReview potential on-street, signed/marked cycling routes on Elizabeth Street from Clara Street to Amelia Street; on 2nd Avenue from Sherbourne Street to Clara Street; and on Sherbourne Street from Broadway at Townline to 2nd Ave/Rotary Park

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesReview potential on-street, signed/marked cycling routes on Rolling Hills Drive from McCannell Avenue to Howard Crescent / Jay Crescent; McCannell Avenue (entire length)

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesReview potential on-street, signed/marked cycling routes onDiane Drive (entire length); and on Montgomery Boulevard (entire length)

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesReview potential on-street, signed/marked cycling routes on Amelia Street from to Elizabeth Street to south of Victor Large Way; and on College Avenue from Amelia Street to Blind Line and beyond to Courtney Crescent

•

Rec

omm

enda

tion

12e)

On-Street FacilitiesOther locations as deemed necessary in existing and new development areas to expand and improve pedestrian access and routes to parks, trails and key community destinations.

•

Rec

omm

enda

tion

12e)

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Documents

Town of Orangeville Parks Master Plan - Final - July, 2015 · 2015-08-12 · Orangeville Parks Master Plan – Final July 2015 10 partnership between the Town and the community provides