Recreation Master Services and Facilities Plan
Brockton, Ontario
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Recreation Master Services and
Facilities Plan
Municipality of Brockton
March 2023
Brockton Recreation Master Plan
ii
Prepared by thinc design in association with Mehak, Kelly & Associates and Oraclepoll
Research Ltd. for the Municipality of Brockton.
March 2023
iii
March 2023
Land Acknowledgment
We acknowledge that the Municipality of Brockton is located on the traditional
territory of the Anishinabek Nation, the People of the Three Fires known as Ojibway,
Ottawa and Potawatomi Nations. We further give thanks to the Chippewas of
Saugeen and the Chippewas of Nawash, now known as Saugeen Ojibway Nation,
as traditional keepers of this land. We also acknowledge the traditional harvesting
territory of the Métis Nation of Ontario, Region 7 and the historic Saugeen Métis.
This acknowledgement reminds us of our responsibilities to our relationships and
the ancestral lands in which we live, and how we can each, in our own way, move
forward in the spirit of reconciliation and collaboration.
Brockton Recreation Master Plan
iv
Acknowledgments
We thank all community members who shared their ideas, aspirations and insights through public and
stakeholder consultation.
In particular, we are appreciative of the following individuals who contributed their time, knowledge and
expertise to the development of the Municipality of Brockton Recreation Master Services and Facilities Plan:
Municipality of Brockton
Mark Coleman, Director of Community Services
Sonya Watson, Chief Administrative Officer
Brad Thomson, Parks and Facility Coordinator
Dalton Stone, Legislative Support Assistant
Emma Smith-McLelland, Programming Coordinator
Brockton Parks and Recreation Committee
Master Plan Consulting Team
thinc design (Mike Tocher, Danielle Lenarcic Biss, Stacey Zonneveld, Gelila Mekonnen, Hayley So, Emerson Blue)
Mehak, Kelly & Associates Inc. (Mary Catherine Mehak)
Oraclepoll Research Limited (Paul Seccaspina)
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March 2023
Table of Contents
Land Acknowledgment
iii
Acknowledgments
iv
Executive Summary
xii
Overview
xii
Analysis and Assessment
xiii
Recommendations and Implementation
xv
1.0 Introduction
3
1.1 Process
3
2.0 Context
5
2.1 Geographic Context
5
2.2 Socio-demographic Context
7
2.3 Planning and Policy Context
11
2.4 New and Emerging Trends
16
3.0 What We Heard
26
3.1 Consultation Activities
26
3.2 Findings
27
Brockton Recreation Master Plan
vi
4.0 Recreation Programs and Events
34
4.1 Introduction
34
4.2 Existing Program Delivery
34
4.3 New and Expanded Activities
36
4.4 Program Planning, Evaluation and Promotion
43
5.0 Facilities
50
5.1 Introduction
50
5.2 Indoor Recreation Facilities
50
5.3 Outdoor Recreation Facilities
71
5.4 Facility Planning
87
6.0 Open Spaces
92
6.1 Introduction
92
6.2 Municipal-Wide Open Space Recommendations
93
6.3 Overall Park Recommendations
97
6.4 Overall Water Access Recommendations
105
6.5 Overall Trail Recommendations
107
6.6 Site-Specific Park and Trail Recommendations
114
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March 2023
7.0 Service Delivery
130
7.1 Introduction
130
7.2 Organizational Structure for Service Delivery
130
7.3 Policies and Practices
139
7.4 Collaboration and Agreements
146
7.5 Financing Service Development
150
7.6 Efficiencies in Service Delivery
155
8.0 Implementation
158
8.1 Introduction
158
8.2 Considerations
158
8.3 Anticipated Cost Allowances and Timing
159
Appendix A: Online Resident Survey
193
Appendix B: Telephone Survey Results
246
Appendix C: Parks and Recreation User Groups
260
Appendix D: Conceptual Site Plan (2015)
262
Appendix E: Waterloo and Kingston Corporate Sponsorship Policies
264
Brockton Recreation Master Plan
viii
List of Figures
Figure 2-1: Municipality of Brockton within Bruce County
5
Figure 2-2: Brockton's Boundaries and Communities
6
Figure 2-3: Durham College Esports Club
21
Figure 2-4: Average Annual Volunteer Hours
23
Figure 3-1: Open House at Walkerton Auditorium
26
Figure 4-1: Saugeen River Trail
39
Figure 4-2: Public Skating
41
Figure 4-3: Fitness Class at the Elmwood Community Centre
44
Figure 5-1: Brockton Parks and Recreation Facilities Context Map
54
Figure 5-2: Walkerton Parks and Recreation Facilities
55
Figure 5-3: WFC Field Arrangement
79
Figure 6-1: Recommended Regional Active Transportation Routes in Brockton
112
Figure 6-2: Recommended Regional Active Transportation Routes in Walkerton
115
Figure 6-3: Cargill Mill Pond Adjacent to Cargill Community Centre
116
Figure 6-4: Chepstow Lions Park Baseball Diamonds
117
Figure 6-5: Elmwood Community Centre
117
Figure 6-6: Elmwood Community Centre Playground
117
Figure 6-7: Elmwood Lions Park
118
Figure 6-8: Bruce Power Regional Soccer Park Aerial Image
118
Figure 6-9: Lobies Park Playground
119
Figure 6-10: Lobies Park Campground
119
Figure 6-11: Lobies Park From Above
119
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March 2023
Figure 6-12: Riverbend Park Lookout
120
Figure 6-13: Saugeen River from Riverbend Park from Lookout
120
Figure 6-14: Rotary Nature Park
121
Figure 6-15: Rotary Nature Park
121
Figure 6-16: Central Park (Tot Lot)
122
Figure 6-17: Downtown Walkerton
122
Figure 6-18: Memory Lane Park
122
Figure 6-19: Optimist Park Playground
123
Figure 6-20: Walkerton Arena
123
Figure 6-21: Westwood Park Playground
124
Figure 6-22: Walkerton Cenotaph and Lawn Bowling
124
Figure 6-23: Centennial Park Playground
125
Figure 6-24: Centennial Park Pool
125
Figure 6-25: Heritage Water Garden
126
Figure 6-26: Brockton Community Garden
127
Figure 7-1: Structure of the Municipality's Community Services Department
131
Figure 7-2: Pyramid Methodology for Resource Allocation/Cost Recovery
154
Brockton Recreation Master Plan
x
List of Tables
Table 2-1: Population and Population Density for Brockton and Bruce County
7
Table 2-2: Age Breakdown of Brockton and Bruce County
7
Table 2-3: Household Breakdown of Brockton and Bruce County
8
Table 2-4: Residential Growth Forecast Summary for Bruce County
10
Table 2-5: Residential Growth Forecast Summary for the Municipality of Brockton
10
Table 2-6: Projected Population of Bruce County by Age Group
10
Table 4-1: Sample of Recreation Program Offerings
35
Table 5-1: Indoor Recreation Facilities in Brockton
51
Table 5-2: Estimated Prime Time Ice Needs to 2036
58
Table 5-3: Indoor Facility Interests from Online Survey
64
Table 5-4: Estimated Prime Time Ice Needs to 2036
64
Table 5-5: Outdoor Recreation Facilities in Brockton
72
Table 5-6: Walkerton Community Centre 2022 Minor Ball Schedule
75
Table 5-7: Canadians That Played Tennis at Least Once a Week During Tennis Season
82
Table 5-8: Ontario Census Subdivisions with Pools by Type
84
Table 6-1: Recommended Park Classification System
98
Table 6-2: Existing Parks Inventory
100
Table 6-3: Existing Water Access Point Inventory
106
Table 6-4: Existing Trails Inventory
108
Table 7-1: Brockton's Committees and Boards Related to Parks and Recreation Services
133
Table 7-2: Resident Household Interest in Volunteering
137
Table 7-3: Areas of Interest for Additional Municipal Support to Volunteer Groups
140
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March 2023
Table 7-4: Summary of Agreements with Other Organizations
146
Table 7-5: Resident Household Interest in Contributing to Service Development
151
Table 7-6: User Group Level of Agreement with Options to Supporting Service Development
151
Table 8-1: Cost Breakdown
159
Table 8-2: Master Plan Recommendations, Suggested Timeline and Estimated Costs
160
Brockton Recreation Master Plan
xii
Executive Summary
Overview
This document is an update to the
Municipality of Brockton's 2011
Recreation and Leisure Services Master
Plan. It aligns with, and builds on, the
Municipality of Brockton's current
corporate Strategic Action Plan (2021-
2025).
The purpose of the Plan is to guide
provision of recreation services,
programs, open spaces (parks, trails
and water accesses) and facilities for
the ten-year period of 2023 to 2033,
and allow for greater cost savings,
efficiencies and future opportunities.
For all intents and purposes, this Plan is
considered a parks plan for Brockton.
Process
The Plan was developed from
December 2022 to March 2023 across
the following four phases:
Phase 1: Analysis and Review
The first phase involved reviewing
background documents, collecting
data, researching trends, conducting a
site tour throughout the Municipality
and establishing the current
context for recreation in Brockton,
including inventories of indoor and
outdoor facilities, open spaces and
programming.
Phase 2: Community Consultation
A suite of engagement activities was
conducted with the community to
investigate the current and future
state of parks, trails, programs and
facilities in Brockton. Consultation
included interviews with Council
members, staff and key stakeholders;
a user group survey; two resident
surveys (telephone and online); and a
dedicated project page on the Build
Your Brockton website as well as
promotion through the Brockton Buzz
and social media. Needs assessments
were then conducted for programming
and events, recreation facilities,
parks, trails and water access points
through analysis of the background
research, consultation findings and
emerging trends. An initial set of draft
recommendations was presented for
staff and community comment at an in-
person Open House.
Phase 3: Revised Draft Plan
Phase 3 focused on developing a draft
Master Plan documenting community
consultation findings, assessments
and recommendations in each service
area. Following discussions with staff
and feedback from the community via
Build Your Brockton, a final draft was
prepared.
Phase 4: Final Master Plan
The final phase involved presenting the
final draft Master Plan to Council and
the Parks and Recreation Committee,
making required revisions and
submitting the final version to the
Municipality.
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March 2023
Analysis and Assessment
Recreation Programs and
Events
Section 4 of the Plan assesses the
current supply of recreation programs
and events in Brockton and addresses
the need for new and/or improved
activities. A wide range of structured/
organized programs and events and
unstructured/self directed activities are
considered, including sport/physical
activity, non-sport, arts, culture/
heritage, general interest, social, well-
being and nature-based activities. The
Municipality should continue offering
municipal programming for diverse
age groups/interests and continue
supporting and promoting user groups
that deliver recreation programs and
events to the community.
The Plan provides ideas and direction
on how Brockton can develop new
and expanded recreation activities
such as drop-in/informal social hours
for dedicated groups (e.g., youth,
new parents, seniors, newcomers to
the community) and introduce more
short-duration programming models
(e.g., pilots, workshops, try-it days,
program packages, drop-ins). There
is also discussion on opportunities
for programming on trails and the
Saugeen River, including self-directed
unstructured activities. In the spirit of
truth and reconciliation, the Municipality
could engage local Indigenous groups
to co-develop programming that
celebrates Brockton's local heritage
related to water and trails. Section 4
discusses these ideas in further detail,
and also recommends instituting
formal recreation services planning and
evaluation activities on a regular basis
with major program/service providers.
Facilities
The Municipality of Brockton provides
a range of facilities that are scheduled
for sport, recreation, arts/cultural
programs and leisure activities, some of
which are used casually at other times.
Walkerton-based facilities include the
arena, hall and ball diamonds at the
Community Centre, an outdoor pool
and tennis courts at Centennial Park,
Jubilee Hall, a lawn bowling green and
a library. Facilities outside Walkerton
include community centres in Cargill
and Elmwood, the Bradley School
House, a lawn bowling green, ball
diamonds, soccer fields and a library.
The Bruce Power Regional Soccer Park
serves both local and regional users.
Municipal facilities are supplemented by
those at several local schools as well as
commercial recreation facilities.
Section 5 of the Plan addresses key
areas of focus around facilities for
the next ten years. These include
determining the approach and timing
for replacing the Walkerton Arena with
a twin pad facility, both in terms of
its location and the feasibility of co-
locating it with an indoor community
complex comprising other recreation
facilities that are not part of existing
supply. Cost-benefit considerations
will be key to determining a preferred
location. Building on the Soccer Park
as a regional hub for soccer activity
and developing strategies for the
improvement and coordinated use of
ball diamonds and soccer fields across
the community will also be important
areas of work. Both Cargill and
Elmwood Community Centres are high
quality facilities that can accommodate
Brockton Recreation Master Plan
xiv
more use, which will require marketing
and promotion efforts.
Determining the need for facilities
integrates the following key objectives:
- Rationalizing facility supply in
relation to need, which focuses on
demand vs. wishes
- Determining future facility provision
in relation to the financial capacity
of the Municipality to sustain it
while diversifying opportunities for
community recreation
- Balancing provision across the
Municipality in an equitable manner
- Ensuring a consistent and
evidenced based approach to
future facility planning
Open Spaces
Section 6 of the Plan assesses and
provides recommendations for all
aspects of open spaces in Brockton
including 18 parks (totalling 48 ha), six
trails (totalling 52 km) and five water
access points. It is recommended that
Brockton develop a parks by-law that
applies to all of its open spaces.
The Plan includes discussion on park
classification, supply and distribution.
Recommendations are provided
for specific parks, trails and water
access points including upgrades (e.g.,
playgrounds, surfacing, signage, lighting,
fencing, mowing, pruning, regrading,
etc.) and new amenities (e.g., parking,
washrooms, accessible seating, shade
structures, pathways/trails links, dog
park, skate park, multi-sport court, etc.).
A key component of the Plan is
improving linkages between and within
communities in Brockton. Feedback
from the community emphasized a
need for more connectivity, especially
as new subdivisions are being
developed. Section 6 addresses active
transportation through regional
and municipal cycling routes and
infrastructure, and proposes trail
routes and extensions through
sharrows/dedicated bike lanes, multi-
use trails and paved shoulders.
Service Delivery
The Municipality of Brockton functions
as an indirect provider in delivering
parks and recreation services. Its role
focuses on providing and maintaining
parks, facilities and water access points
to support community-based programs,
self-directed activities and events.
Enabling
and helping others deliver their services
with this support will continue to be the
primary role of the Municipality.
As discussed in section 7, the Master
Plan proposes enhancing staff capacity
to support volunteer and event
development, which will contribute
to program diversification, optimal
use of facilities and locally driven
initiatives. Without staff to expand the
Municipality's primary support role,
program and event recommendations
will be difficult to implement. At the
same time, the Municipality needs to
work with community-based partners
to streamline approaches to service
delivery and make the most of available
capacity, in both practical terms and
overarching policy. Part of this work
will include instituting joint planning
sessions with community partners
and strengthening monitoring and
evaluation processes.
xv
March 2023
The Plan also identifies opportunities
for cost savings and improving
operating efficiencies related to
service delivery, while recognizing that
future growth will require increases in
expenditures.
Recommendations and
Implementation
Section 8 of the Plan lists all 177
recommendations and provides a
more in-depth discussion of budget
considerations for the Municipality over
the next 10 years.
The proposed roll-out of
recommendations is based on the
information available at the time of
the Plan's development, and includes
the following considerations:
operational vs. capital projects,
immediate need, dependencies and
efficiencies, budget, staff resources and
flexibility.
The implementation sequence
attempts to evenly distribute the
cost allowances of recommendations
over the 10-year time frame of the
Master Plan. This includes costs
associated with operations, planning/
design and implementation. The
total cost allowance of all projects
over the ten-year schedule is
approximately $4,840,800 - of which
$2,036,600 is allocated for immediate
implementation (see Table E-1).
It should be noted that costs for some
recommendations are contingent on
the results of studies recommended to
be conducted in the shorter term or are
already allocated in the Municipality's
existing/forecasted budgets. Another
factor to consider is cost premiums/
fluctuations due to the pandemic
and inflation. The current situation
makes it especially difficult to attach
cost estimates to recommendations.
This is particularly true at a Master
Plan level where the potential range
in design and the quality of materials
and finishes are also unknown, and will
be determined by the Municipality in
project implementation at a later date.
Table E-1: Breakdown of Cost Allowances by Area of Recommendations and Suggested Timing
Area of
Recommendations
Timing
Total Cost
Allowance
Immediate
(Year 1)
Short
(Years 2-4)
Medium
(Years 5-7)
Long (Years
8-10)
PE: Programs and
Events
-
-
-
-
-
FA: Facilities
$1,774,000
-
-
-
$1,774,000
OS: Open Spaces
$237,600
$1,180,000
$698,800
$745,400
$2,861,800
SD: Service Delivery
$25,000
$120,000
$60,000
-
$205,000
Section 1: Introduction
3
Section 1: Introduction
1.0 Introduction
This document is an update to the
Municipality of Brockton's 2011
Recreation and Leisure Services Master
Plan. Its purpose is to guide provision
of recreation services, parks, trails
and facilities for the ten-year period
of 2023 to 2033, and allow for greater
cost savings, efficiencies and future
opportunities.
The Municipality of Brockton's
corporate Strategic Action Plan (2021-
2025) is the key document to which
this Recreation Master Plan responds.
As noted in the Scope, the Strategic
Plan integrates "the directions of
Brockton's existing documents,
policies and strategies with the input
received from the community to
provide a single overarching plan that
aligns previous efforts and charts a
common path forward" (p.8). As such,
it provides a current platform on which
to build the Recreation Master Plan's
recommendations.
1.1 Process
The process of developing this Master
Plan included the following four phases:
Phase 1: Analysis and Review
The first phase involved reviewing
background documents, collecting
data, researching trends, conducting
a site tour through the municipality
and establishing the current
context for recreation in Brockton,
including inventories of indoor and
outdoor facilities, open spaces, and
programming.
Phase 2: Community
Consultation
Next, a suite of engagement activities
were delivered to discuss with
community members the current and
future state of parks, trails and facilities
in Brockton. Consultation included
interviews with Council members, staff
and key stakeholders; a user group
survey; two resident surveys (telephone
and online); and a dedicated project
page on the Build Your Brockton
website as well as promotion through
the Brockton Buzz and social media.
Needs assessments were then
conducted for programming and
events, recreation facilities, parks,
trails and water access points
through analysis of the background
research, consultation findings and
emerging trends. An initial set of draft
recommendations were presented for
staff and community comment at an in-
person Open House.
Phase 3: Revised Draft Plan
Phase 3 focused on developing and
revising the draft Master Plan following
discussions with staff and feedback
from the community via Build Your
Brockton.
Phase 4: Final Master Plan
The final phase involves revising
the draft Master Plan following
comments from Council and the
Parks and Recreation Committee
before submitting the final version for
adoption by Council.
Section 2: Context
5
Section 2: Context
2.0 Context
2.1 Geographic Context
The Municipality of Brockton is located
in southwestern Ontario in Bruce
County. Bruce County is bordered by
Georgian Bay to the north, Grey County
to the east, Huron County to the south
and Lake Huron to the west. The County
spans across approximately 4,048 km2
and supports a population of 73,396
people as reported in the 2021 Census.
Bruce County consists of eight lower tier
municipalities (Figure 2-1):
- Town of Saugeen Shores
- Municipality of Kincardine
- Municipality of Brockton
- Town of South Bruce Peninsula
- Township of Huron-Kinloss
- Municipality of Arran-Elderslie
- Municipality of South Bruce
- Municipality of Northern Bruce
Peninsula
The Municipality of Brockton comprises
the former municipalities of Brant,
Greenock and Walkerton, which were
amalgamated in 1999. The Town of
Walkerton is Brockton's urban centre,
adjacent to the Saugeen River. It is
also the administrative centre of Bruce
County. Brockton's smaller settlement
areas include Bradley, Cargill, Chepstow,
Elmwood, Pinkerton, Riversdale and
others (Figure 2-2).
Brockton's area of 565 km2 is primarily
agricultural and rural land. Within the
Town of Walkerton, designated land
uses include residential, commercial,
institutional, Business Park, recreation
and open space as well as floodplain
and environmental protection areas.
Bruce
County
N
Saugeen
Shores
Kincardine
Brockton
South
Bruce
Peninsula
Northern Bruce
Peninsula
0
5k
10k
20k
30k
Arran-
Elderslie
South Bruce
Huron-Kinloss
Saugeen 29
Neyaashiinigmiing
Figure 2-1: Municipality of Brockton within Bruce
County
Natural Area of Interest
Conservation Area
Forested Area
Walkerton Zoom In
Trails
Roads
Municipality of Brockton Context
Walkerton Zoom In
Legend
Highway 9
County Rd 4
County Rd 2
Durham Road
Chepstow Road
Side Rd 30
Side Rd 25
Side Rd 5 S
County Rd 20
Side Rd 5
Greenock Brant
County Rd 3
Side Rd 10 S
Side Rd 20
Side Rd 25 N
Side Rd 30 N
County Rd 19
Concession 2 NDR E
2nd Concession SDR
Concession 8 E
Concession 8
Concession 10
County Rd 15
14th Concession
18th Concession
County Rd 1
Walkerton
Elmwood
Chepstow
Riversdale
Greenock
Swamp Wetland
Complex
Schmidt Lake
Managed
Forest
Cargill
Pinkerton
0
1k 2k
4k
6k N
Figure 2-2: Brockton's Boundaries and Communities
7
Section 2: Context
2.2 Socio-demographic
Context
The following socio-demographic data,
including current population, age
distribution and household breakdown,
was sourced from the 2021 Canadian
Census and used to inform the Master
Plan's recommendations. In addition to
highlighting data for the Municipality of
Brockton, this profile also includes data
for Bruce County and the Province of
Ontario, for comparative purposes.
Current Population
Brockton's population is 9,784 people
(2021 Canadian Census), a 3.4%
increase from 2016. Table 2-1 shows
Brockton's population and change
relative to Bruce County. With 17.3
people per square kilometre, the
Municipality is about as dense as Bruce
County.
Table 2-2 illustrates the population
age distribution for the Municipality
of Brockton and Bruce County. The
largest age group in Brockton is the
working adult range of 20-49 years;
however, it should also be noted 45%
of the population is aged 50 years
and older. The overall age distribution
of population within Brockton is
proportionally similar to that of Bruce
County.
Table 2-1: Population and Population Density for Brockton and Bruce County (Source: 2021 Canadian
Census)
Brockton
Bruce County
Population, 2021
9,784
73,396
Population, 2016
9,461
68,147
Population Percentage Change, 2016
to 2021
3.4%
7.7%
Population Density per km2
17.3
18.0
Land area (km2)
564.64
4,076.22
Table 2-2: Age Breakdown of Brockton and Bruce County (Source: 2021 Canadian Census)
Age
Brockton
Bruce County
#
%
#
%
0-4 years
570
5.8%
4,000
5.5%
5-14 years
1,145
11.7%
8,075
11.0%
15-19 years
525
5.4%
3,295
4.5%
20-49 years
3,135
32.0%
22,825
31.3%
50-64 years
2,140
21.9%
16,085
21.9%
65-74 years
1,305
13.3%
11,610
15.8%
75+ years
970
9.9%
7,490
10.2%
Brockton Recreation Master Plan
8
Current Household Breakdown
Table 2-3 illustrates the household
types for the Municipality of Brockton
and Bruce County. Brockton is currently
home to 4,030 households, the
largest proportion of which (32.3%) is
couple-families without children. The
distribution of household types within
Brockton is proportionally similar to that
of Bruce County. Brockton has slightly
more households with children (26.1%)
than Bruce County (23.9%)
The median after-tax income of
Brockton households in 2020 was
$74,000, slightly less than that of Bruce
County ($76,000) and the Province
of Ontario as a whole ($79,500).
Approximately 9.7% of the Municipality's
population (930 people) is identified as
low-income.
Table 2-3: Household Breakdown of Brockton and Bruce County (Source: 2021 Canadian Census)
Household Type
Brockton
Bruce County
#
%
#
%
Couple Family Households with
Children
1,050
26.1%
7,440
23.9%
Couple Family Households without
Children
1,300
32.3%
10,875
35.0%
One Parent Family Households
290
7.2%
2,000
6.4%
Multigenerational Households
65
1.6%
485
1.6%
Multiple-Census-Family Households
10
0.2%
115
0.4%
One-Census Family households with
Additional Persons
75
1.9%
560
1.8%
Two-or-more-person Households with
Additional Persons
80
2.0%
710
2.3%
One-Person Households
1,165
28.9%
8,925
28.7%
Total
4,030
100.0%
31,115
100.0%
9
Section 2: Context
Future Growth
The Bruce County Official Plan (June
2010) included population (Policy
4.4.2.4) projections for its lower-tier
municipalities, based on a housing
study conducted by SHS Consulting in
February 2009. Given the Municipality
had a net decrease (-2.3% growth)
between the Census years of 2001 and
2011, it was estimated that Brockton's
population would grow at a slow rate
or remain stable as a result of an
aging population and slower growth
in agricultural employment. (4.4.2.4)
As such, the population projections
for Brockton for 2016 and 2021 were
8,905 and 8,727 people, respectively.
It was also projected that Brockton
would have 3,619 households in 2016
and 3,582 households in 2021. A mix
of development options including a
wider range of dwelling types such as
apartments and townhouses would
be required to house non-family
households (mostly singles) looking for
smaller, affordable units.
However, with an actual reported
population of 9,784 people among
4,030 households in the 2021 Census,
1 https://www.brucecounty.on.ca/sites/default/files/Bruce%20County%202021%20DC%20Background%20Study.pdf
2 https://www.brockton.ca/en/our-services/resources/Branding-Logo/11140393_bk_community-profile_FINAL-with-bleed.pdf
3 https://www.publications.gov.on.ca/CL30606
Brockton has experienced greater
growth than originally predicted (1,000
people and 500 households more than
those initial County projections).
Table 2-4 illustrates updated forecasts
for residential growth for Bruce
County based on a report by Watson &
Associates Economists Ltd. and cited
in the County's 2021 Development
Charges Background Study1. The 2021
population projection of 74,030 people
is comparable to the actual 2021 Census
figure of 73,396 people. The projected
30,384 households in 2021 is slightly
less than the actual figure of 31,115
households in the County in 2021.
The Development Charges Background
Study estimates that the Municipality
of Brockton will accommodate 16% of
the share of Bruce County's housing
growth between 2021 and 2036, or
approximately 1,000 new housing units.
These will primarily be accommodated
in the urban community of the Town of
Walkerton, which is projected to grow
from 5,000 to nearly 6,000 residents
by 20262, including from several new
subdivisions representing about 300
new single family homes, semi-detached
homes and apartment units.
Further detail on Brockton's forecasted
growth is provided in a September
2022 discussion paper titled "Plan the
Bruce: Good Growth." Table 2-5 shows
population and housing forecasts at the
municipal level within the term of this
Master Plan.
The Ontario Population Projections
Update, 2019-20463, includes forecasts
for Bruce County's population by age
group. Table 2-5 shows the projections
from 2026 to 2036. Like in the current
2021 Census, the largest proportion
is working adults aged 29-49 years,
though the proportion of older adults
and seniors (aged 50 years and
greater) remains at nearly half (47%)
of the population. It is anticipated that
Brockton's age distribution will mirror
that of the County.
Brockton Recreation Master Plan
10
Table 2-4: Residential Growth Forecast Summary for Bruce County (Watson & Associates, 2021, based on 2016 Canadian Census)
Forecast for Bruce County
Population
Households
Late 2021
74,030
30,834
Late 2031
83,720
35,036
Late 2036
87,420
37,038
Table 2-5: Residential Growth Forecast Summary for the Municipality of Brockton (Watson & Associates Economists, 2021, based on 2016 Canadian Census)
Forecast for Brockton
Population
Households
Mid-2026
10,700
4,270
Mid-2031
11,500
4,640
Mid-2036
12,200
4,970
Table 2-6: Projected Population of Bruce County by Age Group (Sources: 2019 Statistics Canada estimates and Ontario Ministry of Finance projections)
Projected Population of Bruce County
Age
2026
2031
2036
#
%
#
%
#
%
0-4 years
3,903
5%
3,883
5%
4,061
5%
5-14 years
8,932
11%
8,871
11%
8,816
10%
15-19 years
4,301
5%
4,856
6%
4,877
6%
20-49 years
16,042
20%
16,455
20%
17,371
21%
50-64 years
14,709
19%
13,822
17%
14,505
17%
65-74 years
12,014
15%
12,110
15%
11,007
13%
75+ years
10,073
13%
12,282
15%
14,362
17%
11
Section 2: Context
2.3 Planning and Policy
Context
A review of relevant plans, policies,
studies and reports was conducted to
provide essential contextual information
for this Master Plan. Documents were
reviewed to determine their relevance
to this study and, as appropriate,
summarized here.
Planning Act (2023
consolidation)
- The Planning Act (R.S.O. 1990) is the
provincial legislation outlining land
use planning and control in Ontario.
- The Act directs the scope of
municipalities' planning authority. Its
guiding policies and principles are
to be adopted and integrated within
municipal Official Plans and By-laws.
- Section 42 of the Planning Act
focuses on conveyance of land for
park purposes. Policy 42(1) states
that municipalities may pass a by-law
as a condition of (re)development
of land that requires a specified
proportion of land be conveyed as
parkland/other public recreational
purposes. Policy 42(6) states that
municipalities may also require
a payment in lieu to the value of
the land otherwise required to be
conveyed. A municipal parks by-law
passed under section 42 comes into
force on the day it is passed or the
day specified in the by-law.
- Policy 42 (4.1) states, "Before passing
a by-law under this section, the local
municipality shall prepare and make
available to the public a parks plan
that examines the need for parkland
in the municipality." This Recreation
Master Services and Facilities
Plan examines the Municipality of
Brockton's needs for parks, trails,
water access points and open
spaces and identifies criteria and
priorities for parkland in Brockton.
Thus, for all intents and purposes,
this Plan is considered a parks
plan for Brockton.
- The adoption of Bill 23 introduced
changes to the Planning Act
intended to increase Ontario's
housing supply. Amendments to
section 42 included:
-
a 50% reduction in the parkland
dedication requirement for high-
density residential developments
-
the exclusion of affordable,
attainable and non-profit
housing developments from all
parkland requirements (i.e., no
parkland conveyance or cash-in-
lieu required)
-
a cash-in-lieu cap for medium-
and high-density developments
Bruce County Official Plan (2010)
- The Bruce County Official Plan was
adopted by County Council on May
20, 1997, and a five-year review
was approved by the Ministry of
Municipal Affairs and Housing on
June 21, 2010.
- With the exception of the Town
of South Bruce Peninsula and the
Township of Huron-Kinloss, none of
the other six lower tier municipalities
have comprehensive local Official
Plans that apply to their entire
geographic areas. Therefore, the
County Official Plan acts as the local
Official Plan for these lower tier
municipalities as well.
- The purpose of the Bruce County
Official Plan is to establish a policy
framework to guide the physical,
social and economic development
Brockton Recreation Master Plan
12
of the County and to protect the
natural environment within the
County to 2021.
- The County has identified six
goals that are considered of prime
importance to the Community
-
Physical
-
Transportation
-
Environmental
-
Social
-
Economic
-
Mineral Resources
- It is the County Council's intent to:
-
Achieve an orderly pattern of
settlement;
-
Protect and conserve good
agricultural land;
-
Protect and when possible,
enhance the quality of the
natural environment;
-
Encourage economic
development and prosperity;
and
-
Encourage necessary social,
cultural and educational facilities
and services.
- County Council encourages the
development of recreational trails
including hiking trails, canoe routes,
the Bruce Trail, biking, skiing and
snowmobile trails. In this regard,
County Council encourages local
municipalities to determine if
the provision of trail linkages,
as part of a new development,
would facilitate the development
of a comprehensive trail system
throughout the County. County
Council also encourages the local
municipalities to permit trails
throughout the rural area, without
requiring an Amendment to the
Zoning By-law. Consideration of the
compatibility of the proposed trails
and the adjacent uses should be
included as part of any conversion.
(4.6.5.2)
- Specialized community facilities such
as major community centres shall
be permitted in accordance with the
following criteria:
-
i) Should demonstrate there is a
need for the proposed facility;
-
ii) Strategically located in order
to minimize travel time and be
readily accessible;
-
v) Located on a site adequate to
accommodate buildings, future
expansions, accessory parking
and landscaping;
-
ix) There is no reasonable
alternative location which would
avoid locating on agricultural
areas.
Bruce County Development
Charges Background Study
(2021)
- The Bruce County Development
Charges ("DC") Background Study
includes the following:
-
Overview of the legislative
requirements of the
Development Charges Act;
-
Summary of the residential and
non-residential growth forecasts
for the County;
-
Approach to calculating the DC;
-
Review of historical service
standards and identification
of future capital requirements
to service growth and related
deductions and allocations;
-
Calculation of the DCs;
-
DC policy recommendations and
rules; and
-
By-law implementation.
- DCs provide for the recovery of
growth-related capital expenditures
from new development.
13
Section 2: Context
- The DC Background Study addresses
a number of items that were
established through the following
bills:
-
Smart Growth for our
Communities Act, 2015 (Bill 73);
-
Bill 108: More Homes, More
Choices: Ontario's Housing
Supply Action Plan, 2019;
-
Bill 138: Plan to Build Ontario
Together Act, 2019;
-
Bill 197: COVID-19 Economic
Recovery Act, 2020; and
-
Bill 213: Better for People,
Smarter for Business Act, 2020.
- The report is designed to set
out sufficient background on the
legislation and growth anticipated
within the County to make the
exercise understandable to those
who are involved. It addresses
post-adoption implementation
requirements that are critical to the
successful application of the new
policy.
- Based on the report, 16% of the
projected housing growth and 13%
of non-residential growth within the
County from 2021 to 2036 will be in
Brockton.
- The DC Background Study states
that there must be a link between
the anticipated development and
the estimated increase in the need
for service.
- The County currently has 143.4
linear km of park trails that consist
of gravel and natural surface trails
along with wood bridges.
- Based on the inventory of trails
provided over the historical 10-year
period (2011-2020), the County has
provided an average of 1.5 linear
km of trails per 1,000 population.
This level of service equates to an
investment of $24 per capita.
- When applied over the forecast
period, this average level of service
translates into a D.C.-eligible amount
of $274,194.
- Based on the projected growth over
the 10-year forecast period, the
County has identified a provision for
park trails to be included in the DC
calculation at a gross capital cost of
$270,000.
Municipality of Brockton Asset
Management Plan (2021)
- As part of the Infrastructure for
Jobs and Prosperity Act, 2015, the
Ontario government introduced
Regulation 588/17 - Asset
Management Planning for Municipal
Infrastructure.
- The goal of asset management is to
deliver an adequate level of service
in the most cost-effective manner.
This involves the development
and implementation of asset
management strategies and long-
term financial planning.
- The Asset Management Plan looks at
multiple asset categories, including
buildings and facilities, as well as
parks and land improvements.
Municipality of Brockton 2021-
2025 Strategic Action Plan
- The Strategic Action Plan provides
direction for the Municipality on the
services it delivers locally and is also
a template for the community as a
whole, including businesses, service
clubs, institutions, organizations and
residents.
Brockton Recreation Master Plan
14
- The Strategic Action Plan focuses on
priorities for the Municipality up to
2025 in five areas:
-
Heritage, culture and community
-
Land use planning and the
natural environment
-
Quality of life
-
Economic development
-
Municipal governance
- Specific actions are listed for
achieving goals in each of those
areas. Those most relevant to this
Recreation Master Services and
Facilities are grouped under the
following categories: supporting
community and cultural events,
supporting volunteer organizations,
an active community, support for
all ages and places, environmental
recovery, COVID recovery initiatives,
inclusive government.
- Further discussion on the 2021-2025
Strategic Action Plan is discussed in
subsequent thematic assessments
in this Master Plan.
Walkerton Community Official
Plan (2017)
- The general purpose of the
Walkerton Community Official
Plan is to provide for the orderly
development of the community.
The Plan contains policies regarding
the distribution of land uses, the
provision of community services and
the classification of the road pattern.
- The Plan was approved in 2009 and
reviewed in 2017.
- The Walkerton Community Official
Plan contains goals, actions and
policies intended to assist Municipal
Council, staff and the public in their
efforts to strengthen the economic,
environmental and social fabric of
the community. Some of the goals
include:
i. to ensure a broad range of
recreation and open space
opportunities are available for all
residents and visitors.
ii. to improve community
facilities and infrastructure to
address social, environmental
and economic needs of the
community.
iii. to provide a full range of
affordable municipal services
to meet the economic, social
and environmental needs of the
community.
iv. to encourage the enhancement
and, where possible, protect and
preserve those lands comprising
the Walkerton Natural Heritage
System.
- Within Walkerton, institutional and
community facilities are located
throughout the Community
because they have traditionally
been permitted within residential
neighbourhoods and commercial
areas.
- It is a goal to maintain and enhance
the existing regional and community
Institutional and Community
facilities for their economic, social
and cultural importance, which can
be achieved through encouraging
the establishment of regional
and community institutions and
programs which address the
changing needs of the community.
- As the community of Walkerton
grows, the quantity and quality
15
Section 2: Context
of parks and open space should
continue to improve.
- It is a goal to ensure a broad range
of recreation and open space
opportunities are available for all
residents and visitors by:
i. encouraging the use of
the Saugeen River for the
recreational and passive
enjoyment of area residents and
visitors. This should include trail
linkages, functional links between
the river and the downtown and
accessibility for canoeing, fishing
and passive recreation.
ii. establishing a diverse range
of recreation opportunities for
individuals and groups of all
ages, lifestyles and abilities.
iii. locating new parkland within new
residential areas and creating
pedestrian linkages to the open
space system.
iv. promoting the protection of
lands that are important scenic
vistas, possess important natural
qualities, or are needed for
public works.
v. encouraging the coordination
and provision of recreation
facilities between the Community
and other agencies such as
school boards.
vi. continuing to improve the local
park system and recreation
facilities as identified in the
Recreation Master Plan.
- It is a policy of the Municipality to
develop and maintain a system of
parkland and recreation facilities to
meet the needs of the community.
- Parks shall be centrally located to
the neighbourhood being served
to minimize walking distance to the
parks and maximize potential use of
the park.
- The Walkerton Community Official
Plan also outlines direction for
community improvement, which
includes:
-
maintaining or improving
municipal services, public utilities
and social and recreational
facilities.
-
promoting the redevelopment
of vacant or underutilized
properties and buildings and
improving conditions in older,
residential neighbourhoods.
Walkerton Community
Improvement Plan (2022)
- The Community Improvement Plan
("CIP") provides a framework to
encourage the maintenance and
rehabilitation of existing commercial,
industrial, institutional and
heritage buildings and structures,
improvement of commercial signage
and redevelopment of vacant
and underutilized properties and
buildings.
- The purpose of a CIP is to describe
what a municipality intends to do to
address various issues. The purpose
of this CIP is to:
-
Focus public attention to
local priorities and municipal
initiatives;
-
Target areas in transition or in
need or repair, rehabilitation and
redevelopment;
-
Facilitate and encourage
community change in a
coordinated manner; and
-
Stimulate private sector
investment through municipal
incentive-based programs.
Brockton Recreation Master Plan
16
- This CIP is an update to the
Historic Walkerton CIP, which was
established in 2014 and served
as a useful tool for community
revitalization.
- The objectives of the CIP are as
follows:
-
Improvement of the street-facing
facades, including signage, of
existing commercial or heritage
buildings.
-
Conversion of vacant or
underutilized space in
commercial buildings into
a rental housing unit, or
upgrading of a vacant rental
unit in a commercial building,
or an addition to a commercial
building to create a new rental
housing unit.
-
Renovation of a heritage building
to include commercial space,
tourist accommodation, or rental
residential accommodation.
-
Significant renovation of an
existing commercial or industrial
building to install energy-saving
or energy-generation measures.
-
Renovations to, or undertakings
in, commercial premises that will
be demonstrably important to
the business's recovery from the
effects of COVID-19.
- The Walkerton CIP outlines a general
eligibility criteria to be offered
financial incentives from the Spruce
the Bruce program. There are six
incentive programs and grants to
encourage investment into privately
owned lands and buildings.
- Additionally, the Spruce the Bruce
Community Development Program
helps to build healthy and vibrant
communities by offering resources
(grants) to private landowners
or commercial/retail tenants to
maintain or grow commercial areas
and public experiences.
2.4 New and Emerging
Trends
This section discusses a number of
prevalent trends in the provision of
community parks and recreation
services that are identified as most
relevant to Brockton based on current
and projected demographics, public
and stakeholder consultation and
analysis of trends at the national,
provincial and municipal level. These
trends include promoting healthy active
living, supporting all-season outdoor
recreation, accommodating urban out-
migration, adapting to the changing
nature of volunteerism and exploring
innovative ventures in food service
delivery.
Trends in parks and recreation service
provision are influenced by many factors
including legislated requirements,
demographic shifts, technological
developments, the evolution of lifestyles
and other spheres of society such as
politics and the economy. The trends
presented here are not an exhaustive
review of ever emerging and evolving
changes in the field; some trends
17
Section 2: Context
represent directions that might be
applicable today on some level while
others may present opportunities as
the Master Plan is implemented over
time. In general, these trends should
be considered when developing and
improving the Municipality's parks and
recreation infrastructure. Trends that
are specific to programs and activities,
facilities, or parks and trails are also
incorporated in assessments in relevant
sections of this Master Plan.
Healthy Active Living
A broad definition of healthy active
living encompasses two aspects. The
first, "traditional" position focuses
on individual lifestyle choices that
contribute to health, such as increasing
physical activity, eating healthier foods
and/or spending more time outdoors
and away from screens. The second
aspect has emerged in recent years and
focuses on providing a healthier physical
environment for all through initiatives
that contribute to, for example, cleaner
air and water, and restoring, protecting
and/or enhancing natural ecosystems.
This perspective aligns with more global
imperatives around environmental
sustainability and also takes some of the
onus off individuals.
The Canadian Parks and Recreation
Association's Framework for Recreation
in Canada: Pathways to Wellbeing (2015)
provides an approach to addressing
healthy active living - in its fullest sense
- in parks and recreation services. The
Framework includes five goals and
priorities: foster active living, increase
inclusion and access, connect people
and nature, provide supportive physical
and social environments and sustain
capacity in the recreation sector.
The priorities that address people-
oriented initiatives align well with health-
promoting frameworks put forth in
other national and provincial initiatives.
At the same time, the Framework
recognizes the importance of the built
and natural environments in influencing
health and well-being:
- Built form, street networks, and
neighbourhoods can be designed
to encourage walking and cycling,
making it easier for people to
integrate physical activity into their
daily routines. The design of outdoor
spaces can improve accessibility to
increase their use and enjoyment
by people of all ages and abilities.
Beyond physical health, recreation
facilities, parks, and public spaces
also help people to achieve socially
connected lives.
- The health and quality of the natural
environment can be improved
through tree planting, removal of
invasive species, planting native
plants, restoring habitat, restoring
shorelines, introducing organic
community gardens, etc. These
actions have a direct impact on air
and water quality and create an
overall healthier environment in
which to live, work and play. They
also create beautified, animated
spaces that draw people to
spend time in them. In addition,
studies have shown greater stress
and anxiety reduction in people
when they spend time around
trees and naturalized spaces as
opposed to urban environments.
This encompasses the eco-health
approach discussed above.
Brockton Recreation Master Plan
18
Case Study: Healthy Community
Network - Town of Wasaga Beach, ON
The Healthy Community Network is a
committee of Council with a mandate to
"act as a link between Council and the
citizens of Wasaga Beach and advise
Council on matters relating to active
and healthy living, the environment
- natural, physical, social, economic -
and the creation of a sustainable and
healthy future for the town." Committee
members from various sectors of the
community are appointed and must
have knowledge of healthy active living
-related spheres. They inform Council
on current topics, develop awareness
campaigns and develop strategic goals
and objectives based on best practices
to be submitted to Council annually.
All-Season Outdoor Recreation
Outdoor programming provides a critical
benefit to the health and well-being of
people, particularly children and teens.
Time spent outdoors has been shown
to improve physical and mental health,
boost confidence, reduce stress and
build understanding of, and respect
for, the natural environment. Outdoor
learning and activities are common
aspects of life for children in many
other countries (e.g., tropical and Nordic
countries), and as awareness of the
benefits have become more mainstream
in Canada, there have been increased
efforts by municipalities and schools
to offer more outdoor programs for
children and teens.
The ParticipACTION Report Card on
Physical Activity for Children and
Youth (2020) recommends promoting
and supporting "outdoor - and,
when possible, nature-based - play
opportunities given their association
with both increased physical activity
levels and improved mental health
outcomes" (p. 48). Among others,
the report's recommendations for
governments include promoting healthy
movement by increasing access to
recreation centres and public spaces
outside of school hours, supporting
families' participation in sport and
recreation activities and investing in
no-charge active play spaces (especially
outdoors) for families with children of all
ages.
In practical terms, parks are significant
assets that are often not optimized from
a usage perspective and so they offer
the potential to increase recreation
activity relatively inexpensively. While
not supported by a review of available
research, it is also reasonable to suggest
that an active park is more likely to
motivate onlookers to "join in" than one
that sits empty and idle.
For some time, municipalities in North
America have been trying to encourage
outdoor recreation in the winter,
emulating approaches taken in many
Nordic countries. Examples of initiatives
include 8-80 Cities' Wintermission
project and Winter Cities Toolkit, and
activities and events organized through
Edmonton's Winter City Strategy,
which have been successful with
winter recreation. "Winterizing" cities
in North America is not a new topic,
but the uptake has been slow, for a
number of reasons that mostly fall
outside of the mandate of parks and
recreation departments (e.g., perceived
or real conflicts between designing for
pedestrians versus snow clearing and
emergency vehicles, liability concerns,
insufficient staff or resources, etc.).
19
Section 2: Context
One way municipalities can contribute
to encouraging people to recreate
outside in the winter is to help change
the prevailing negative view of winter's
cold and snow. Working across
departments, municipalities can set the
tone by framing winter as a season to
look forward to, with many positive and
fun opportunities for recreation.
On the other hand, with average
summer temperatures increasing due
to climate change, considerations
must also be made for making outdoor
activity in extreme heat safer and more
comfortable.
Urban Out-Migration
The Ontario Rural Institute webinar
"Rural Ontario's Population Growth
During COVID-19: Fad or Trend?"4
examined the accelerated movement
of population from the GTA to primarily
NMUs (non-major urban areas) that
has paralleled the pandemic. Research
revealed that, as early as 2016, two
trends were resulting in population
movement to NMUs: retired/semi-
retired baby boomers started moving
out of the Toronto area and rising
4 https://bit.ly/2Sb3wMP
housing prices in the GTA were
triggering a more general outmigration.
Available data, which did not include
the impact of COVID-19 on this trend,
showed an outmigration of 50,000 in
2020. The researchers' estimate of the
outmigration including that prompted
by COVID was up to 80,000. Some of
this additional movement would have
been those who were on the cusp of
retirement when COVID hit, and fast-
tracked plans to leave. Although a
levelling off is anticipated within the next
few years, growth in NMUs will remain
strong at 1% to 1.5%.
StrategyCorp's white paper Small Towns,
Big Opportunities identifies both push
and pull factors that have contributed
to this trend. The push factor was
strongest for those communities that
were within commuting distances from
the GTA and had house prices that were
attractive to those who could not afford
to buy in Toronto, especially households
with young families who were entering
the housing market. The pull factor
focused on the ability for some to move
out of the GTA and work from home as
well as those returning home since they
were no longer tied to a place-based
job.
Adult Programming
Historically, municipalities have focused
on providing parks and recreation
services to children, youth and seniors,
with this last group becoming a much
larger consumer of services as our
population ages. The focus on children
is rooted in the early days of organized
recreation that began with the
Playground Movement of the late 19th
century in urban North America, which
was intended to save poor, immigrant
and homeless children from unhealthy,
crowded tenement neighbourhoods.
Over time, and with the development of
recreation as a formal public service, the
combined health and social objectives
of these services retained an emphasis
on those who were least likely to
have the private means to purchase
their leisure activities. Those with no
or limited income included children,
youth and seniors. Since adults were
in their earning years and the primary
purpose of public services was to fill
gaps in the market, services for this age
group were limited. At the same time, in
Brockton Recreation Master Plan
20
terms of social support, all children and
youth were provided with recreation
regardless of the household's ability to
pay.
In recent years, however, we have seen
a noticeable increase in adult interest
in municipal recreation services for
themselves. Anecdotal reasons for this
trend are likely a blend of increased
awareness of the importance of physical
activity for long-term health, overall
declines in disposable income and
growth and greater sophistication in
the provision and delivery of public
recreation services. At the same time,
current research indicates that adults
are not achieving this awareness
and interest through action. A recent
ParticipACTION report card on physical
activity among Canadian adults
(December, 2021) shows much higher
"grades" in the areas of conceptual
and environmental indicators than
in activating, daily behaviours. The
report suggests that beyond individual
and environmental characteristics,
there is a progressive decline in
participation in activities that require a
time commitment, specific movements
5 Nardone, David. February 7, 2020. The Design Quarterly: 6 trends shaping community sports and rec facility design
6 https://www.nrpa.org/parks-recreation-magazine/2019/september/esports-the-next-big-thing-for-parks-and-rec/
and/or intense physical effort. Sport
participation, muscle strengthening
activities, balance activities and active
transportation all scored grades D to F.
The F grade in active transportation is a
particularly interesting finding, given the
promotion of active transportation and
the increasing efforts of municipalities
to make it safe and easy to access so
people can integrate it into their daily
lives.
The highest behavioural grades
achieved are for light to medium-
intensity activities that can be integrated
into daily life. If the evolution to a highly
active culture is viewed as a long-term
social goal, and these findings are
indicators of current progression to that
end, it appears there is more work to
do in the Bs and Cs before the Ds and
Fs can improve. In terms of municipal
programming for adults, therefore,
progress in the foreseeable future may
need to focus on additional ways to
translate the desire to be active into
introductory "first steps" that provide
flexible access to low to medium
intensity activities.
Esports
In a recent commentary on trends
shaping community recreation and
sports facility design, the author
discusses the topic of Esports or
organized competitive video gaming. He
notes it is the "hottest trend in sport and
recreation" and a growing worldwide
industry. Esports offer municipal
recreation centres the opportunity to
increase facility use with well attended,
revenue-generating entertainment
programming, and can bring non-
users into facilities for the first time. He
notes, "Esports, previously crammed
into ill-fitting convention centers, enjoy
tremendous momentum right now
and will require great spaces. New
recreation design should accommodate
this coming wave of recreational and
competitive activity. If you're investing in
a new rec center be aware that Esports
spaces, whether new or retrofitted,
have tremendous power and data
requirements - so plan accordingly."5
A 2019 National Parks and Recreation
Association (NRPA) article6 discussed
why parks and recreation organizations
21
Section 2: Context
Figure 2-3: Durham College Esports Club
should enter the world of Esports
programming. An important factor to
consider is that the genre facilitates
connecting with hard-to-reach
audiences that have aged out of
traditional organized sports or have
no interest in these types of programs.
Typically, these are teens and young
adults - the age groups that parks
and recreation departments struggle
to engage. Esports can also facilitate
providing a youth-centred, safe space
within a recreation centre.
The concern about sedentary lifestyles
in relation to the traditional view of
recreation's mandate to be physically
engaging can be minimized by selecting
companies that provide team-based,
virtual-reality experiences where
participants also run, jump and move,
while engaging in a multiplayer game.
Criteria such as offering age-appropriate
games, engineering, math as well as
homework help and promoting health
lifestyles can be applied to product
selection.
Depending on the types and timing of
programs offered, Esports may offer
opportunities to increase underused
facility spaces/times and generate
additional revenues. While major
dedicated Esports facilities are often
not feasible to provide, an Esports room
within a new or renovated community
centre can likely be supported in many
communities.
In Canada to date, Esports entry into
the public sector appears to be largely
limited to the educational institutions.
Research has provided evidence that
Esports help students develop so-
called soft skills that are a prerequisite
to academic success and future
marketability. Participation in Esports:
- promotes leadership skills and
teamwork
- boosts social and communication
skills
- develops problem solving, decision-
making and multitasking abilities
- improves cyber, digital and other
transferable skills
- develops friendships and
communities
Brockton Recreation Master Plan
22
- improves reaction times, dexterity
and concentration
- increases perceptual and cognitive
skills
- improves resilience through winning
and losing
- can act as a motivator to improve
attendance and behavior7
Esport Canada is a not-for-profit
organization that supports esports by
providing community competition, and
resources for high school (14 to 18 year
old) and middle school (11 to 13 year
old) students and educators.8 Resources
include guides on starting Esports
Clubs from the ground-up and ways to
limit investment in equipment in early
club development. Durham College's
Esport9 arena is available to students,
employees and alumni. It is designed
to offer recreational and competitive
esports, while providing experiential
learning opportunities integrated into
the curriculum for selected full-time
programs at the College. There is an
Esports varsity team that competes at
the provincial level. Computer gaming
7 https://www.dofe.org/wp-content/uploads/2021/08/Esports-Leaders-Information-Sheet.pdf
8 https://www.esportcanada.org
9 https://durhamcollege.ca/esports
station time can be purchased by the
hour ($3.75 plus tax) or in three-hour
packages ($10 plus tax), and operating
hours are Monday to Friday, noon
to 9 p.m. This suggests the space is
dedicated to Esports, emulating an
internet café (Figure 2-3).
Declining Volunteerism
Volunteerism is a key feature of thriving
communities across Canada. For many,
the contribution of resources often
in the form of time, labour, skills or
charitable donations is a demonstration
of community and civic engagement.
According to the 2018 General Social
Survey on Giving, Volunteering and
Participating (GSS-GVP), Statistics
Canada reported that 8 in 10 (or
79%) of Canadians aged 15 years and
older, reported volunteering either
formally or informally. In addition to
the social benefit volunteers provide,
other research has also reported that
volunteers feel an enhanced sense of
worth, self-confidence and self-esteem.
However, although the public, non-profit
and grassroots sectors continue to
expand, and the demand for volunteers
remains, formal volunteering has
steadily declined in Canada over the last
decade.
Volunteer Demographic and
Engagement Trends
Demographically, volunteer trends
have largely remained consistent.
According to the same 2018 survey by
Statistics Canada, younger generations
are generally more likely to participate
in both formal and informal volunteer
opportunities than older generations.
However, although older Canadians
within the 73-100 age cohort were less
likely to volunteer formally, they were
the most likely to contribute the most
volunteer hours.
The underlying motivations for
volunteering notably differ among
age cohorts. Key motivating factors
for younger generations, namely
Generation Z (ages 15-22) are related
to improving future employment
prospects. The completion of education
and graduation requirements which
23
Section 2: Context
Figure 2-4: Average Annual Volunteer Hours
mandate volunteering through co-op
and community service is a notable
factor. For Millennials (ages 23-37),
Generation X (ages 38-58), Baby
Boomers (ages 53-72) and Matures
(ages 73 +), the development of skills,
and "a desire to support a political or
social cause, or religious or spiritual
beliefs" are more relevant motivational
factors for volunteering. The GSS-GVP
2018 also provides interesting insight
into what types of organizations attract
high levels of volunteer engagement.
10 Source: Volunteer Toronto, Removing Barriers to Volunteering: Resource Guide and Workbook, pg. 2
Sports and recreation organizations
were identified as having the third
highest levels of engagement, with
hospitals and religious organizations
ranking the highest.
Barriers to Volunteer Engagement
The volunteer sector exhibits
some notable barriers that have
been identified and documented
by researchers and practitioners.
Commonly identified factors for
volunteer engagement as described
by Volunteer Toronto, Canada's largest
volunteer centre, include:10
- Language: a role may require a
specific level of a certain language
skill
- Physical: a role may require sitting,
standing, moving quickly or other
physical requirements
- Skill Level: a role may require (or
perceived to require) a certain level
of proficiency with a skill
- Time: a role may require much more
time than might be needed, or not
enough time for volunteer interest
- Location: a role may take place in a
location that is not easily accessible,
or limited to those with access to
personal transportation
- Financial: a role may require a
certain level of wealth for a volunteer
to be able to give their time
- Expectation: a role may have
expectations that are unrealistic to
some or many volunteers
In addition to these factors,
administrative and AODA accessible
barriers are also identified as
key challenges by researchers.
Brockton Recreation Master Plan
24
Administrative barriers refers to the
process of obtaining the necessary
vulnerable sector checks that
prospective volunteers are required to
present to the organization they are
interested in volunteering for.
"Volunteer screening is an
important process for charitable
organizations, to protect the
clients they serve and to ensure
the legitimacy and integrity of the
organization. Volunteer screening
is a broad, ten-step process that
Public Safety Canada recommends
charitable organizations use for
screening prospective volunteers.
These ten steps include safeguards
such as completing reference
checks for volunteers, engaging
volunteers in safety and policy
training, and maintaining regular
and ongoing volunteer supervision
as they perform their roles."
Research conducted by Cardus (2022)
identifies that although vulnerable
sector checks are important, the
processes present barriers for both
volunteers and charitable organizations
associated with cost and accessibility.
For example, applicants are often
required to pay out of pocket for
vulnerable sector checks, sufficient
proficiency in English is essential, and
the limitations of the justice system
on the reporting and prosecution of
sexual assault can limit the effectiveness
of vulnerable sector checks. When
compounded, these barriers can limit
the eligibility of minority immigrant and
refugee populations, and present liability
concerns for interested volunteer
employers and charitable organizations.
Section 3: What We Heard
Brockton Recreation Master Plan
26
3.0 What We Heard
3.1 Consultation Activities
To leverage the community's knowledge,
ideas and expertise on current and
future delivery of Brockton's parks,
recreation and facility services, a multi-
faceted engagement strategy was
conducted. Activities included:
- a dedicated project webpage on
Brockton's online engagement
platform, Build Your Brockton, that
shared updates throughout the
project timeline and served as a
virtual hub for ongoing community
contribution with tools such as an
ideas board, discussion forum and
Q&A panel;
- a survey of residents, administered
in December 2022 through two
formats1:
-
a self-selected online survey
promoted on the municipal
website, Build Your Brockton
webpage and social media
channels that was accessed by
345 respondents2;
-
a random telephone survey of
200 resident households;
- an invitational online survey of
55 user groups that facilitate
programming and/or use municipal
facilities or parks to provide their
programs and activities, to which 29
representatives responded3;
- individual interviews with 11
municipal representatives including
Council members and senior
municipal staff, held virtually using
Zoom;
- individual interviews with key
community stakeholders/external
partners4, held virtually using Zoom;
and
- a community Open House held
on Tuesday, January 10, 2023 to
present the draft Master Plan's
recommendations for public
comment.
Figure 3-1: Open House at Walkerton
Auditorium
1 Results from the telephone survey are typically considered more representative than results from the online survey, because telephone survey respondents were randomly selected to
participate, while online survey respondents self-selected to participate. Online survey respondents may have prior or above-average interest or involvement in parks and recreation. However,
both surveys in this project are considered representative of Brockton's population given the demographic breakdown. The full results of the telephone and online surveys are in Appendices A
and B.
2 The survey did not require every question to be answered. Thus, although there were 345 participants in the online survey, not all chose to answer all of the questions. As a result, the total
number of respondents per question varied from 19 to 344 respondents.
3 The list of user groups contacted to participate in the survey is in Appendix C.
4 Invitations to participate were sent to ten groups and meetings were held with seven who responded: the Brockton Parks and Recreation Committee, Bradley School House, Walkerton
Figure Skating Club, Walkerton Minor Ball, Walkerton Football Club, Walkerton Minor Hockey and Saugeen Valley Conservation Authority.
27
Section 3: What We Heard
3.2 Findings
The following is a summary of the
findings of consultation by topic area.
Recreation Programming and
Events
- Most households are actively
involved in recreation activities in
Brockton: 81% of telephone survey
respondents and 59% of online
survey respondents participate in
active sport and fitness programs,
while 43% of telephone and 56%
of online respondents participate
in non-sport recreation (e.g., social,
arts, culture, learning, play, heritage).
- The top active sport programs
reported as being used are minor
hockey, ice skating, non-motorized
activities (e.g., ATVing, snowmobiling),
swimming and golf. The top non-
sport activities reported as being
used are community events (e.g.,
Little Royal Fair, Art Show, Christmas
Market), relaxing/playing/socializing
in parks (e.g., splash pad, picnics),
Victoria Jubilee Hall performances,
nature-related activities and library
programs.
- The most popular location in
Brockton for using recreation
programs, parks, facilities and trails
is Walkerton (40% of telephone
survey respondents, 84% of online
survey respondents). Respondents
(23% of telephone, 6% online) also
indicated they go to neighbouring
communities, and the top reasons
were to use services that are not
available locally or that the facilities/
programs are better.
- Generally, interviews with
Council, staff and stakeholders
revealed satisfaction with existing
programming despite recent
turnover in staff. Identified gaps
include social/non-sports activities
for teens, seniors and new parents
and their children under 5, as well
as more arts and culture-based
programming. There is lots of
emerging demand for pickleball,
and organized programs including
hockey, skating, soccer and baseball
have experienced a lot of growth.
- The municipality's Programming
Coordinator position became vacant
in July 2022 and a new hire will start
in January 2023.
- Mixed views from residents emerged
on whether additional recreation
programs and activities are needed
in Brockton.
- Most telephone survey respondents
(64%) disagree that more sports/
fitness programs are needed while
50% of online respondents agree
and 34% are uncertain. There is
interest from all age groups except
seniors aged 75+ years. The top
programs of interest are gymnasium
sports (e.g., badminton, volleyball),
court sports (e.g., basketball, tennis)
arena ice and arena floor activities,
outdoor water-based activities (e.g.,
canoeing, kayaking), group fitness
classes (e.g., aerobics, Zumba) and
non-motorized trail activities (e.g.,
ATVing, snowmobiling).
- Demand for non-sport activities is
less prominent: 25% of telephone
survey respondents and 33%
of online survey respondents
indicated their households would
use additional non-sport recreation
programs. It should be noted that
many online respondents (45%)
were uncertain. There is interest
from all age groups and the top
Brockton Recreation Master Plan
28
activities are social/club activities
(e.g., youth drop-in, seniors, new
parents), visual arts (e.g., painting,
photography, ceramics, fibre arts),
culinary and literary arts (e.g.,
cooking, baking, creative writing),
one-day or weekend special events
and wellness programs (e.g., tai chi,
mental health.
Indoor and Outdoor Recreation
Facilities
- When asked if additional new indoor
facilities are needed to provide
programs, 28% of telephone survey
respondents and 69% of online
survey respondents agreed. The
top responses were ice surface,
swimming pool, indoor walking track,
fitness/workout space and meeting
room.
- Interviews with Council, staff and
stakeholders cited the increasing
demand for additional ice space
by several user groups. There are
mixed views on where and how
a renovated or new ice pad or
arena should be located as well as
financed. Interviewees also flagged
that possible amalgamation with
other ice-based user groups in the
area could increase access to nearby
arenas.
- A majority of user groups (68%, or 19
of 29 survey respondents) indicated
they use indoor facilities in Brockton
to run their programs, activities or
events. The top spaces are Cargill
Community Centre, Walkerton
Community Centre, Walkerton Public
Library and Victoria Jubilee Hall.
- Outdoor park-based facilities
in Brockton are used by almost
half (43%) of user groups that
participated in the survey. The
top spaces include the Cargill
Park ball diamonds, municipal
playgrounds, Bruce Power Regional
Soccer Complex and Walkerton
Community Centre ball diamonds.
Approximately 57% of user groups
(16 of 29 surveyed) indicated that
existing facilities suit their program/
event requirements; of the six
groups that indicated they do not,
the top reasons were due to aging/
out of date infrastructure and poor
maintenance.
- Other community facilities where
user group activities take place
include municipal spaces in
neighbouring communities and
Brockton's two local high schools
(e.g., gymnasiums, playing fields,
parking lots).
- The top additional indoor facilities
needed by user groups in the future
include meeting space, gymnasium,
multi-purpose sport court and trail
linkages.
- Interviewees highlighted the
upgrades needed to be made to
existing facilities: the Bradley School
House is not an accessible space,
the Bruce Power Regional Soccer
Complex fields require added
maintenance and the Walkerton ball
diamonds need to be improved.
Open Spaces (Parks, Trails and
Water Access Points)
- Interviews indicated that existing
trails are well used and reasonably
maintained, apart from some
overgrowth and shrubs that
need to be groomed. Municipal
parks and trails need accessibility
improvements. Loops, linkages and
connectivity between trail systems
and residential neighbourhoods
29
Section 3: What We Heard
(particularly new subdivisions) are
needed and desired. There may be
opportunities to work with private
landowners to facilitate connections.
Schmidt Lake at Greenock Swamp is
underutilized. There is currently no
park east of Yonge Street.
- 35% of telephone survey
respondents and 51% of online
survey respondents think the
Municipality's parks, the Saugeen
River Trail and/or the Saugeen River
Rail Trail require improvements.
The top suggestions were more
trail connectivity to create a linked
system, more walking paths within
parks, washrooms and water
fountains and dog off-leash areas.
There are concerns about safety on
the trails, including need for more
lighting, patrols and unhoused
people in illegal encampments.
- There are mixed views among
Council, staff and stakeholders
regarding need for an off-leash dog
park and its proposed location at
Riverbend Park.
- A majority of user groups (75%,
or 21 of 29 survey respondents)
do not use trails in Brockton to
run their programs, activities and
events. Among those that do, the
most popular are the Brant Tract
Trails, Bruce County Rail Trail and
Saugeen River Trail. Suggestions for
trail improvements include more/
improved trail heads (e.g., parking,
trail maps/details, washrooms),
amenities along trails (e.g.,
washrooms, benches, picnic spots,
bike repair stations) and others.
- Residents vary in their use of
Saugeen River access points:
a majority of telephone survey
respondents (82%) indicated their
households do not use Saugeen
River access points in Brockton,
while a majority of online survey
respondents (69%) indicated they
do. The most popular access points
are at Lobies Park and Bruce Road
(Durham Street - Tim Horton's).
- Residents have mixed views on
whether improvements are needed
to water access points. While 61%
of telephone survey respondents
think nothing more is needed,
38% of online survey respondents
think there could be improvements
and 28% are uncertain. The top
suggestions are more waste
receptacles, parking, washrooms,
safety signage, water/shore clean-up
programs and non-motorized boat
launches.
- Similarly, a majority of user groups
(93%, or 26 of 29 groups) do not
use Saugeen River access points
in Brockton to run their programs,
activities and events. As with
residents, the most popular access
points are Lobies Park and Bruce
Road (Durham Street - Tim Horton's).
- Interviews with Council, staff and
stakeholders cited a need for safety/
location markers along the river,
and protection of the integrity of
the natural ecosystem and the
river's useability by local fishers and
residents.
Service Delivery
- Resident survey respondents
indicated their willingness to
contribute to the development/
improvement of recreation facilities,
parks and programs through
volunteering to source private sector
grants/donors/sponsors, donating
an amenity for a park (e.g., bench,
Brockton Recreation Master Plan
30
tree, picnic table), joining a "Friends
Of" group (e.g., parks, Saugeen
Trail), organizing/assisting with local
fundraising events, donating money
to a capital campaign and paying
more fees to use services.
- A majority (54%) of user groups think
the Municipality of Brockton could
better assist them in developing and
providing their activities through
assistance with funding applications,
marketing and promotion, volunteer
recognition, fundraising and
communications. Most user groups
(57%) indicated they would help
with fundraising activities for facility
development. A majority of groups
are uncertain about paying higher
user fees (50%) or contributing
capital costs (54%) toward
developing/improving facilities.
- The one-on-one interviews revealed
that Council is split in members'
support for additional recreation
spending versus fiscal responsibility.
In general, Brockton's spending
on parks and recreation services
is fairly conservative; new projects
are reliant on government grants
and Brockton residents are
disinterested in tax raises to fund
recreation. There are competing
priorities between expanded
recreation needs resulting from
new residential developments, and
the infrastructure needs (e.g., roads
maintenance) of Brockton's rural/
agricultural community.
- Residents indicated they learn
about recreation services available
in Brockton through a variety of
sources including word of mouth,
social media, the Brockton Buzz
municipal newsletter, Brockton
Community Recreation Guide
and municipal website. Though
marketing and promotion has
improved since the prior version
of this Master Plan, some online
survey respondents and 1-on-
1 stakeholder interviewees said
clearer communication is needed
regarding recreation opportunities
and registration deadlines.
- Resident survey participants
suggested that more collaboration
is needed between the Municipality,
Bruce County, Saugeen Valley
Conservation Authority and
neighbouring communities to
ensure policies are aligned and
complementary.
- User groups anticipate growth of 5
to 20% in their activity participation/
attendance in the next five to ten
years, primarily due to increased
interest in their program/event
focus, population changes in the
age groups served and overall
population growth in the area. As a
result of growth, almost half (48%) of
user groups indicate that additional
access to facilities will be needed in
the next five to ten years.
31
Section 3: What We Heard
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Section 4: Recreation Programs
and Events
Brockton Recreation Master Plan
34
4.0 Recreation Programs and Events
4.1 Introduction
Recreation programs and events are
an important contributor to health,
well-being and quality of life. They
also play a key part in fostering social
cohesion and a sense of community
among residents, local organizations,
government, businesses and visitors.
Brockton's policy context places
significance on recreation. Among the
goals of the County of Bruce Official
Plan (2010) are to "maintain the small
community environment and enhance
the quality of life in Bruce County" and
to "ensure the provision of educational,
social, recreational, health and cultural
facilities and services to meet the needs
and resources of County residents"
(3.4.1.4i-ii). Walkerton's Community
Official Plan (2017) reflects similar goals
and includes relevant actions within its
Recreation and Open Space policies to
"[encourage] use of the Saugeen River
for recreational and passive enjoyment
of area residents and visitors" and to
"establish a diverse range of recreation
opportunities for individuals and
groups of all ages, lifestyles and
abilities" (3.6.2a-b).
Brockton's 2021-2025 Strategic
Action Plan1 further recognizes
the Municipality's commitment to
recreation. Relevant strategic actions
include promoting and developing
community events, developing "more
activity programming for all ages
in the hamlets, working with local
organizations whenever possible" and
ensuring a range of activities take place
in downtown Walkerton, including in
the new Market Garden Park.
This section of the Master Plan assesses
the current supply of recreation
programs in Brockton and addresses
the need for new and/or improved
activities, with particular focus on
efficiency and cost-saving opportunities.
Activities considered include sport/
physical activity, non-sport, arts,
culture/heritage, general interest, social,
well-being and nature-based activities.
Both structured/organized programs
and events as well as unstructured/self-
directed activities are considered.
4.2 Existing Program
Delivery
The Municipality of Brockton offers
a mix of recreation programs for
children and youth, adults, seniors
and families including active/sport,
learning, card games, leadership
courses/certifications and community
events. These are complemented by
offerings from local recreation groups/
providers specializing in hockey, soccer,
skating, ball, golf, curling, karate,
cheerleading, dance, lawn bowling and
other activities. Brockton is also home
to service groups, fundraising clubs and
recreation/event providers such as:
- Bruce County Public Library
branches (Walkerton and Cargill)
- Chepstow Lions Club
1 https://www.brockton.ca/en/our-services/strategic-action-plan-2025.aspx
35
Section 4: Recreation Programs and Events
- Walkerton and District Optimist Club
- County Towne Players
- Cargill/Greenock Swamp
Promotional Committee
- Rotary Club of Walkerton
- Kinsmen Club of Walkerton
- Walkerton Kinette Club
- Walkerton Agricultural Society
- Cargill District Community
Foundation
Table 4-1 shows a sample of recreation
programs available in Brockton in recent
years, including those offered by the
Municipality and user groups. This is not
an exhaustive list of current and past
activities.
The Municipality should continue
providing and supporting a variety of
program options for residents and
visitors of all ages and abilities. Staff
should work with local groups/providers
to ensure activities in demand continue
to be offered in Brockton.
Community consultation (see section
3.2) revealed that minor hockey,
skating and swimming are the top
active programs used by Brockton
Table 4-1: Sample of Recreation Program Offerings
Age
Group
Activity
Provider
Adults
Fitness classes (strength training, cardio circuit, yoga,
spin, Pilates), drop-in pickleball, hockey (drop-in, Huff
and Puff), karate, drop-in basketball
Municipality
of Brockton
Hockey, soccer, pool, Toastmasters, golf, curling, slo-
pitch, ATV club, snowmobiling club, Greenock Swamp
tours, theatre, Walkerton Adult Learning Centre, special
events (e.g., meals, tournaments, author readings,
performances)
User groups
Children
and Youth
Fitness classes, gymnastics, basketball skills, dance,
drop-in dodgeball, science/engineering classes, art
classes, cooking/baking classes, First Aid training,
Babysitting Course, Home Alone Course, day camps and
P.A. Day activities
Municipality
of Brockton
Junior hockey, minor hockey, ball, soccer, skating, Girl
Guides, karate, cheerleading, story time, Tween Club,
Reading Club, EarlyON, special events (e.g., holidays,
meals, fundraisers, fishing derby)
User groups
Seniors
Fitness classes, drop-in indoor walking club, line dancing,
euchre, solo, bridge
Municipality
of Brockton
Lawn bowling, darts, Bingo, movie screenings, book club,
special events
User groups
All Ages
Public skating (indoor and outdoor), recreational
swimming; special events (Family Day, Canada Day, etc.)
Municipality
of Brockton
Movie nights, air shows, performances, special events
(e.g., Summer Streetfest, Santa Claus Parade), etc.
User groups
Brockton Recreation Master Plan
36
households that responded to the
online survey. Regarding non-active
programs, residents indicated the most
participation in community events and
performances at Victoria Jubilee Hall.
Groups that completed the user group
survey indicated high engagement in
their programs (8 to 500 participants/
full capacity) and events (15 to 4,000
attendees). Groups' average estimate
was that 72% of their participants/
members live in Brockton. In one-on-
one interviews, soccer, ball, hockey and
skating providers said there has been
strong growth in their programs. As
reported by participating user groups
in the survey, the events that drew
the most attendees were delivered by
Pigstock, the Cargill District Community
Foundation, Walkerton and District
Optimist Club, Bruce County Public
Library - Walkerton Branch, County
Towne Players and Walkerton FC.
Together, the collection of recreation
providers and service groups serve
as strong pillars to the community's
success, complementing municipal
program and event offerings.
Recommendations:
PE1.
Continue offering municipal
programming for diverse age
groups and interests.
PE2.
Continue supporting and
promoting user groups that
deliver recreation programs and
events in the community.
4.3 New and Expanded
Activities
Informal Social Hours
Several of the interviews conducted
with municipal staff, Council and
stakeholders cited a need to create
social gathering opportunities for
population groups, particularly
seniors, youth, men, new parents and
newcomers to Brockton. This demand
was also reflected in the survey results,
where social/club activities were the
top non-sport program of interest and
selected by 53% of 104 households
that responded to the online survey
(in the telephone survey, 20% of the
50 households that responded to this
question indicated an interest in social/
club activities). These kinds of activities
are important for building communities
of support.
In addition to being an inherent need,
social connection is also a fundamental
component to a healthy lifestyle. It can
lower anxiety and depression, help
regulate emotions, and lead to higher
self-esteem and empathy. In today's
age of busy lives, it is a commodity
that is becoming sparse, and in a post
COVID-19 Pandemic era, we are starting
to understand the cruciality social
connections are in healthy communities.
For example, studies have found
that men experience more social
isolation than women, and evidence
suggests that the way in which men
and women experience social isolation
and loneliness is different. Historically,
mental wellness research and public
policy debates have not focused on
men. Middle-aged men are often more
isolated and disconnected from others.
The purpose of men's groups is to
encourage positive psychological growth
and generally provide opportunities for
men to find and form new friendships.
While informal men's groups might
exist through the participation of
37
Section 4: Recreation Programs and Events
organized sports, for individuals who
are not physically active, a gap remains.
One way to bridge this gap is through
the implementation of social groups
specifically for adult men.
Through the Programming Coordinator
staff position, and on the advising of
the Parks and Recreation Committee,
the Municipality should develop drop-in
times for dedicated population groups
to socialize and/or share a potluck.
Timing should correspond to the age
groups' availability (e.g., morning for
new parents, late morning for seniors,
weekends or after school for youth,
evenings or weekends for adult men
and newcomers to the community) and
interest (e.g., weekly, bi-weekly, monthly,
quarterly). Cargill Community Centre is
recommended as a meeting space as its
front room is accessible, appropriate in
size and includes a kitchen, washroom
facilities and nearby outdoor space.
When the weather is conducive for
gathering, these social hours could
be held outdoors at Centennial Park,
Heritage Garden Park and/or the new
Market Garden Park.
Short-Duration Programming
Short-duration programming (e.g.,
workshops, lesson series) is an effective
way to help ensure resources are
dedicated to activities where there is
interest, uptake and success in the
Municipality. This model of programming
allows community members to explore
different topics; for some, it could be
the first step to engaging in an activity
that captures their interest. It is ideal for
learning new skills and is appealing to
many adults, as an ongoing commitment
is not required upfront. This approach
also makes use of local knowledge and
skills and is an opportunity for local
artists, artisans, teachers and experts
to increase their exposure, share their
knowledge, build awareness of their
skills and serve a broader market.
By testing out new programs using a
"try it" model, the Municipality can also
gauge community interests in particular
areas before dedicating greater
resources to long-term programming. If
a short-duration program is successful
and participants want to engage further,
the Municipality can then explore
opportunities for longer-term extension.
Brockton can support development of
new and diverse activity opportunities
with municipal facilitation and support
provided through the Programming
Coordinator. These small-scale, one-
time workshops/activity days can be led
by teachers, leaders, artists and experts
in the community (e.g., dance lessons,
painting nights/classes, drama/improv
group, pickling and fermenting tutorial).
Seek input from participants and
instructors using Build Your Brockton,
the Brockton Buzz and social media
accounts.
Currently, Brockton's recreation
programs in cooking, baking and art
are designed for children. The online
household survey indicated broader
community interest in visual arts (e.g.,
painting, photography), culinary arts
(e.g., cooking, baking), literary arts
(e.g., creative writing, calligraphy) and
wellness programs (e.g., tai chi, mental
health). Ideally, short-duration classes
should be accessible to multiple age
levels so that youth (aged 13-18),
adults and seniors are all welcome.
Use the Parks and Recreation
Committee to advise on development
Brockton Recreation Master Plan
38
Case Study:
Westboro Brainery in Ottawa is a
successful model for this type of short-
duration, citizen-led programming
delivered with limited municipal
resources. Single-session classes up to 3
hours in length are offered at affordable
prices ($0-$60) for community members
aged 14 years and up, led by local
instructors ranging from seasoned
professionals and quasi-experts to
passionate enthusiasts. Those with little
to no teaching experience deliver their
first class probono and receive access
to a free class by another instructor
as compensation. Provided the class
is generally well-received and there is
interest in additional sessions, future
teaching is compensated at an hourly
rate.
Classes are typically held at community
centres, municipal facilities, music
schools, parks, cafés, pubs and
churches. Members of the public are
encouraged to contribute ideas for new
classes and sign up to share their own
skills or knowledge. Past classes at the
Brainery have Included:
- Intro to Crocheting
- The 5 Rs of a Zero Waste Life
- How to Make Seriously Good Pie
- Foraging Fundamentals
- Homeschooling 101
- Bullet Journalling
- Handmade Holiday Cards
- Food and Menu Planning for
Summer Camping
- Intro to Improv
- How to Start Your Own Podcast
- Pickling 101
- Bead and Tassel Necklace Workshop
- Calligraphy 101
- Artisan Bread Basics
- Cross Stitch 101
- Henna Art DIY
- Dairy-Free Foods Workshop
- The Art of the Butter Tart
- Gnocchi Workshop
- How to Green Clean Your Home
- Intro to Collage
- Sketching Fundamentals
Modelled on the vision of the Brooklyn
Brainery in Brooklyn, New York, the
Westboro Brainery is a program
initiative of the Dovercourt Recreation
Association (DRA), a non-profit,
charitable organization formed in 1977.
For 35 years, the DRA has managed the
Dovercourt Recreation Centre through
a service agreement with the City of
Ottawa. This fully accessible facility is
part of the City's recreation system and
serves 15,000 clients each year. The DRA
is empowered to select programs that
suit the Westboro community's needs
and deliver them both at the Centre and
satellite facilities. The DRA is supported
by in-kind and cash funding from the
City of Ottawa as well as sponsorship
from local businesses, government
grants, fundraising and partnerships
with community groups and volunteers.
39
Section 4: Recreation Programs and Events
of these programs, given the diversity
and representation of member
demographics. Partner with user groups
such as the Brockton Art Committee,
Music in the Park and County Towne
Players to get the word out. Consider
promoting the community allotment
gardens through classes on urban
agriculture and growing your own food
(perhaps in collaboration with the Adult
Learning Centre).
Disperse activities across Brockton's
community centre halls, pavilions and
meeting rooms (Walkerton, Cargill,
Elmwood, Chepstow). Following the
delivery of each workshop or lesson
series, the program should be evaluated
to determine its success and community
interest in repeated delivery, as well as
any potential for expansion to a longer-
term structure (e.g., recurring classes,
seasonal programming, dedicated
facility). Key considerations include
community interest (i.e., how many
people participated or indicated a desire
to participate in that program topic and
time of day) and capacity (e.g., availability
and expertise of instructors, availability
2 https://ccpr.parkpeople.ca/2021/
and use of municipal facilities). Quick
surveys/feedback forms should be
distributed following each activity.
Unstructured Outdoor
Recreation
As described in section 2.4, outdoor
recreation and learning is an emerging
trend in communities and time spent
in nature has many proven positive
outcomes for physical and emotional
wellbeing. From the COVID-19 pandemic
there has emerged an even greater
appreciation for time spent outdoors
in the natural environment: a cross-
country survey by Park People2 showed
that appreciation for parks and green
spaces increased over the pandemic
and Canadians want to see expansion of
parks-based community programming
and events.
However, the need to make use of
existing assets and resources - to
encourage more residents and visitors
to use parks, trails and water routes -
has also been apparent. These open
spaces have the potential to serve all
age groups. The pandemic is not fully
Figure 4-1: Saugeen River Trail
Brockton Recreation Master Plan
40
over, so it is not yet possible to know
if the increase in park and trail use will
be permanent, but it is reasonable
to expect that many people have
developed new interests in spending
time outdoors, and these interests will
remain high. Coupled with increased
awareness and concern about climate
change, it is likely that interest in
outdoor programs will continue to rise
as people, particularly youth, seek to
reconnect with nature and obtain a
better understanding of ecology and the
environment.
Current recreation activity on trails in
Brockton varies and includes walking/
hiking, ATVing, snowmobiling and cross-
country skiing. Fly fishing is a popular
activity on the Saugeen River. Most user
groups do not (75%) use trails to deliver
their programming, nor (93%) Saugeen
River access points. As such, these
assets remain underutilized.
Municipal interviews during the
consultation phase identified trails
as opportunities for events and
programming. Potential new trail
3 https://playbrucegrey.com/
4 https://www.moodwalks.ca
activities could include guided nature
hikes, children's story walks, educational/
wilderness workshops, local ecology/
tree/plant identification, bird watching
and school field trips. Unstructured
trail activities could include geocaching,
fitness exercises, an Indigenous
knowledge walk or art walk.
Water-based activities such as canoeing
and kayaking were among the top new
programs of interest by online survey
respondents. There may be opportunity
to work with local leaders/groups to
deliver short-term programming on
the Saugeen River such as learn to
fish, learn to kayak, learn to canoe and
guided river tours.
The Grey Bruce Public Health Unit's
PLAY initiative encourages all residents
of Bruce and Grey counties to make
physical activity an important part of
every day.3 PLAY promotes active living,
especially for populations that face
health inequities such as youth, girls,
newcomers and lower-income families.
An expansion of unstructured recreation
opportunities in Brockton endorses the
goals of the PLAY charter.
Mood Walks4 is a province-wide initiative
that promotes physical activity in nature,
or "green exercise," as a way to improve
both physical and mental health.
Led by the Canadian Mental Health
Association, Ontario, in partnership with
Hike Ontario and Conservation Ontario,
Mood Walks provides training and
support for community mental health
agencies, social service organizations
and other community partners to
launch educational hiking programs,
connect with local resources, and
explore nearby trails and green spaces.
In 2016, the Mood Walks for Youth
in Transition project supported 41
organizations across Ontario to launch
new hiking groups for youth who are at
risk of, or experiencing, mental health
issues. Programs like Mood Walks also
align with getting active outdoors in
nature, which is the experiential link
necessary to developing an appreciation
for the natural environment and a
conservation-minded perspective, which
appeals to youth today.
41
Section 4: Recreation Programs and Events
"Animating" outdoor programming
to attract existing and new users -
including vulnerable and hard-to-reach
populations - has been identified as
a best or "next" practice by leaders.
Through the Programming Coordinator,
the Municipality of Brockton should
explore integrating public art
installations, performing arts, heritage
or culture activities on trails, working
with user groups such as the Brockton
Heritage Committee, County Towne
Players, Saugeen Artists Guild and local
schools.
Another way to help create excitement
and intrigue for trail users is through
supporting geocaching recreation.
Geocaching is a community-driven,
family-friendly activity that can be
enjoyed in trails, parks and open
spaces. This GPS-aided, treasure
hunt-like outdoor activity is facilitated
through a number of online platforms.
There is already geocaching activity in
and around Brockton: currently, the
Geocaching mobile app shows there
to be approximately 107 geocaches in
and around the area. Other Ontario
municipalities have supported
Figure 4-2: Public Skating
geocaching as a facet of small-town
tourism and recreation; a notable
example is the Municipality of Highlands
East, which has claimed the title of
Canada's best "GeoTour." To support
this self-directed, unstructured trail
activity, the Municipality of Brockton
(through the Programming Coordinator)
should work with local geocachers to
integrate geocaching with the regional
trail system, develop a "Geocaching
in Brockton" information page on the
municipal website and ensure that
trailheads include geocaching activity
icons where suitable.
Indigenous Placekeeping and
Water Heritage
Brockton is located on the traditional
territory of the Anishinabek Nation,
the People of the Three Fires known
as Ojibway, Ottawa and Potawatomi
Brockton Recreation Master Plan
42
Nations. The Chippewas of Saugeen
and the Chippewas of Nawash, now
known as Saugeen Ojibway Nation, are
also traditional keepers of this land. In
the spirit of truth and reconciliation,
the municipality should build
relationships with local First Nations
communities and integrate Indigenous
traditions, knowledge and practices
with recreation, placemaking and
placekeeping.
Placemaking is an international
movement, defined by the Project for
Public Spaces as the following:
"[P]lacemaking inspires people to
collectively reimagine and reinvent
public spaces as the heart of every
community. Strengthening the
connection between people and the
places they share, placemaking refers
to a collaborative process by which we
can shape our public realm in order to
maximize shared value. . .Placemaking
pays close attention to the myriad ways
in which the physical, social, ecological,
cultural, and even spiritual qualities of a
5 Source: "What Is Placemaking?" Project for PublicSpaces, 2007, https://www.pps.org/article/what-isplacemaking
6 Dempsey, N. & Burton, M. (2011). Defining placekeeping:The long-term management of publicspaces. Urban Forestry & Urban Greening 11(1),doi: 10.1016/j.ufug.2011.09.005.
7 https://www.evergreen.ca/blog/entry/throughan-indigenous-lens-a-shift-from-placemaking-toplacekeeping/
8 Soland, P. (2020, May 20). Placekeeping. Councilfor Canadian Urbanism. Retrieved from https://www.canu.ca/post/placekeeping
place are intimately intertwined, and we
continue to be inspired by the visionary
placemakers who have worked to
promote this vision for generations."5
The concept of placemaking has its
roots in early human settlements where
symbols/icons were used to represent
community (e.g., totem, Inuksuk) and
shared stewardship. Today's parks, trails,
open spaces and public art continue
these stories of place.
Placekeeping focuses on the "long-term
maintenance and management of public
spaces" through quality partnerships,
participation and governance.6
In comparison to placemaking,
placekeeping adopts a more active
role, promoting stewardship and care,
"prioritiz[ing] ecological, historical and
cultural relationships."7 Initiatives rooted
in placekeeping present opportunities to
co-design with Indigenous communities
through creative engagement,
"address[ing] Indigenous worldviews,
ways of knowing and methodologies
that can reveal the local narratives at
the heart of place... and shape a holistic
environment that is meaningful."8
The Municipality of Brockton has an
opportunity to co-develop placekeeping
efforts and recreation programming
with local Indigenous groups. These
activities may include Elder-led learning
programs on Indigenous worldviews,
environment and natural systems,
as well as community art projects,
collaborative events, tours/walks,
smudging ceremonies, sharing circles,
outdoor education, interpretive signage
along the Saugeen River/trail system,
etc. Given Brockton's water heritage
and legacy of water resiliency, initial
programming should celebrate the
community's positive ties to this theme.
All activities should be grounded in
gathering, healing, truth, reconciliation,
stewardship and volunteerism. Youth,
seniors, families and the Brockton Parks
and Recreation Committee should
be consulted to ensure activities are
provided for diverse ages, abilities and
income levels. Art and water elements
43
Section 4: Recreation Programs and Events
should be integrated wherever possible.
Community-building activities could
include painting a community canoe/
public art piece, fishing/boating on
the river, tour of the Walkerton Clean
Water Centre, community picnic/swim/
water balloon toss at Centennial Park,
neighbourhood sprinkler crawl, etc.
The free online resources provided
by Indigenous Corporate Training
Inc. are good resources for ensuring
consultation and partnership
with Indigenous communities is
grounded in a Nation-to-Nation/
government-to-government approach
that acknowledges Indigenous self-
governance. Another good resource is
the Civic-Indigenous Placekeeping and
Partnership Building Toolkit9, written by
Tanya Chung-Tiam-Fook for Evergreen
and Future Cities Canada.
Recommendations:
PE3.
Develop drop-in/informal social
hours for dedicated groups (e.g.,
youth, new parents, seniors,
newcomers to the community).
9 https://futurecitiescanada.ca/portal/resources/civic-indigenous-placekeeping-and-partnership-building-toolkit/
PE4.
Expand supply of non-sports
programming by providing more
short-duration programming
models (e.g., pilots, workshops,
try-it days, program packages,
drop-ins).
PE5.
Provide opportunities for
programming on trails and the
Saugeen River, including self-
directed unstructured activities.
PE6.
In the spirit of truth and
reconciliation, engage local
Indigenous groups to co-develop
programming that celebrates
Brockton's water heritage.
4.4 Program Planning,
Evaluation and Promotion
Planning
Beyond the need for internal planning
activities, joint service planning by all
key providers in the community should
occur on a regular basis, with a view to
integrating the efforts of all in the parks
and recreation system. The Municipality
should take the lead in instituting
planning activities with this core group
of organizations covering several
general tasks to align with annual
budgeting:
- verifying community service needs/
demands
- determining which of these can be
addressed
- detailing the program/service
response by area (parks, trails,
facilities, programs and/or delivery)
- determining the delivery method
and, if appropriate, the organizations
to share in provision
- developing budgets to support the
action(s)
Brockton Recreation Master Plan
44
Figure 4-3: Fitness Class at the Elmwood Community Centre
This promotes a comprehensive
approach to service planning and
provision. Regular meetings provide
a venue for collaboration, problem
solving and for new partnerships
and efficiencies to flourish. Led by
the Programming Coordinator staff
position (and/or another position such
as a Special Events and Volunteer
Coordinator), these roundtable
meetings should focus on reviewing
program activity and event tracking data
to evaluate success, avoid duplication
and support future planning. Ongoing
program/service monitoring and
evaluation is needed to inform service
planning and respond to verified
demand.
This recommendation is reflected in
the 2021-2025 Strategic Action Plan
("Convene a regular annual get-together
with local service clubs to compare
plans and projects, including those of
the Municipality, and to discuss how
Brockton can help and support each
other") and was suggested in one-
on-one interviews conducted with
community stakeholders.
Partnerships among participating
organizations should emerge in
response to specific required actions,
which may be continuous or self-limiting,
depending on the initiative. They will
also constitute different contributions
to service delivery (e.g., municipal space
for a program, run by a volunteer group,
with guidance from the Health Unit).
The number of sessions per year in
which all participants should engage can
be determined collectively. At least one
full-group session per year, however,
would be required (e.g., beginning of the
calendar year, end of recreation year,
etc.) and likely supplemented by smaller
group meetings throughout the year to
deal with specific topics emerging from
the collective session or unforeseen
issues. Events, for example, may require
separate groups/sessions and include
the business community in planning
activities.
45
Section 4: Recreation Programs and Events
The first planning activity noted above,
"verifying community service needs/
demands," will involve periodic research
to clarify program and service needs by
age group, content and delivery method.
The Master Plan surveys revealed areas
of interest that can be used as starting
points for further investigation with the
community. Those that emerged as
most preferred and can be offered most
easily should be pursued first. Moreover,
programs that can potentially address
several areas of interest simultaneously
should be considered in the early
stages of new service development.
The act of coming together itself will
facilitate communication among the
various organizations involved in sport,
recreation and heritage services and
contribute to innovative ideas for
collaboration in areas of mutual interest/
benefit. It will also help identify areas of
common concern among groups that
can be addressed collectively. One of
the key purposes of joint planning is
to bring all interested/affected parties
together to collectively identify where
they can help/support each other and
10 https://www.prontario.org/public/training/Measuring%20value.pdf
pursue complementary objectives
through joint efforts.
Parks and Recreation Ontario's Manual
entitled "Measuring Customer Value and
Satisfaction for Parks and Recreation"10
is a practical guide to supporting service
evaluation work. As noted in the Manual,
it is "intended to enable providers of
parks and recreation to easily and
consistently assess customer value and
related issues. [It] includes a common
set of core questions and an enhanced
set of questions that can be used by
providers to evaluate the effectiveness
of their programs and services, as
well as advice on approaches to
administering surveys" (p. 1).
The ability to evaluate progress will
require annual targets that can be
measured. For example, a program
objective for an upcoming budget year
may be to introduce four new programs
in areas of particular interest emerging
from the Master Plan's consultation. As
is the case now, each new program is
essentially a pilot designed to optimize
participation and should be evaluated
upon completion to determine future
options to continue - with any required
adjustments - or discontinue. The
results of each year's programming
would provide the basis for reporting
on outcomes and planning for the
upcoming year. Volunteers' experience
should also be evaluated to identify
areas where it can be improved to
enhance the program so that existing
volunteers will see their contributions
are valued, and potential new volunteers
will benefit from a well-designed
approach.
Many commentators are predicting
permanent shifts in the demand for
recreation services post-COVID, and
the need for municipalities to respond
accordingly. The actual implications
of the pandemic, however, will only
become apparent over time. For
example, the expectation that more
people will continue to work from home
on flexible schedules can be anticipated
to translate into greater levels of
demand for recreation programs/
access to facilities in traditionally non-
peak times. Monitoring these factors
will contribute to verifying anticipated
Brockton Recreation Master Plan
46
changes in recreation service needs and
the need to adjust municipal delivery
responses to this demand.
If the Master Plan's progress is
monitored, evaluated and updated
annually, and there are no major
unforeseen changes affecting its
continued relevance, it should undergo
a comprehensive review and update
in ten (10) years. A mid-term update
may be required, however, if changing
circumstances demand it (e.g., if internal
or external factors result in significant
unanticipated service needs).
Communication
A majority (64%) of online survey
respondents indicated they learn about
recreation services through word
of mouth. This is a high proportion
given the Municipality currently has a
website, digital Recreation Guide (with
printed distribution in the past), the
Brockton Buzz e-newsletter and social
media accounts (Facebook, Twitter,
Instagram) from which recreation
news is shared. Stakeholder interviews
indicated that some residents are
unaware of deadlines for children's
recreation activities or formation of new
sports activities/clubs like pickleball.
Households who participated in the
online survey did not appear aware of
the existing gymnasium sports activities
held by the Municipality at Walkerton
District Community School, because
the top interest in new activities was in
gymnasium sports. This communication
gap should be addressed, and
particular feedback can be solicited
from community members to learn of
any new/different gymnasium sports of
interest (or preferred scheduling).
Communications channels can also be
used by the municipality to promote
its work in parks and recreation
services. The Municipality of Port Hope,
for example, produces an annual
graphically portrayed "Parks, Recreation
and Culture Year-In-Review" that
summarizes the past year's work in
developing, operating and maintaining
these services. Much of this information
is already available or would be
captured in monitoring activities and
could be used to produce an "annual
report" to Brockton residents.
It was suggested during the consultation
phase that a specific social media
account could be used to promote
recreation-related news and activities.
Residents who are interested in
recreational activities may be more
likely to follow/subscribe to an account
dedicated to this topic than general
municipal updates. In the short term, it
is recommended that the Community
Services Department work closely with
municipal staff who manage existing
social media accounts to prioritize
regular communication and promotion
about recreation programs and events
led by the municipality and community
groups (e.g., registration deadlines,
drop-in times, save the dates). This
will help manage efficiencies and
cost savings related to municipal
communications.
In the medium to long term, if need
persists, the municipality could consider
creating a Facebook page specific
to Recreation & Leisure in Brockton
that is managed by the Programming
Coordinator. Weekday morning posts
(written by staff or simply re-shared
from other community providers' pages)
47
Section 4: Recreation Programs and Events
could highlight any upcoming programs,
events and news, resulting in the
account serving as a reliable catch-all for
Brockton-wide recreation-related activity.
Recommendations:
PE7.
Institute formal recreation
services planning and evaluation
activities on a regular basis with
major program/service providers.
PE8.
Consider creating dedicated
Recreation & Leisure social media
accounts to promote activities.
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Section 5: Facilities
Brockton Recreation Master Plan
50
5.0 Facilities
5.1 Introduction
The facilities section addresses
indoor and outdoor facilities that
are programmed by the Municipality
or scheduled for organized use
by volunteer groups that deliver
community programs and services.
Section 6.0 of the Master Plan
considers needs and opportunities to
enhance parks, trails and water access
locations with facilities and amenities
for self-directed, casual use since these
are often tied to the type of space being
considered. Parks-based facilities of this
nature include splash pads, skate parks,
basketball courts, playgrounds, outdoor
fitness equipment, picnic areas, etc.
Figures 5-1 and 5-2 map the locations
of existing recreation amenities in
Brockton and Walkerton, respectively,
including facilities, parks, trails and
water access points.
5.2 Indoor Recreation
Facilities
5.2.1 Overview of Supply
As shown in Table 5-1, indoor facilities
for recreation comprise those owned
by the Municipality, School Boards, the
County Library, the not-for-profit and
business sectors. The Library programs
its own facilities. For facilities located in
schools, their availability for community
use outside of academic hours/activities
depends on the policy of the respective
Board. The Municipality has a reciprocal
use agreement with the Bluewater
District School Board for access to
space free of charge for certain uses
such as before and after school-based
childcare programs.
51
Section 5: Facilities
Table 5-1: Indoor Recreation Facilities in Brockton
Name/Location
Owner*
Facilities/Spaces
Accessibility
Status
M NP
OP C ice pad
hall
community /
meeting room
kitchen
bar
gym
Walkerton Community Centre
290 Durham St. W.
X
1 - 80' x 180' 1 - capacity 300,
fully accessible,
basic sound
system
1 - not
commercial
1
Horse Palace
290 Durham St. W.
X
1 - 'unofficial'
pad
Victoria Jubilee Hall
11 Jackson St. S.
X
300 seat
peforming arts
venue
6 rooms/suites
available for
long term or
daily rental
Elmwood Community Centre
39 Concession Rd. 10
X
2 - Upper:
capacity 300;
Lower: capacity
200; both with
video conference
capabilities
2 - 1 small
upper;
1 large
commercial
lower
partial
* M: Municipal, NP: Not-for-Profit, OP: Other Public, C: Commercial
Brockton Recreation Master Plan
52
Table 5-1: Indoor Recreation Facilities in Brockton (continued)
Name/Location
Owner*
Facilities/Spaces
Accessibility
Status
M NP
OP C ice pad
hall
community /
meeting room
kitchen
bar
gym
Cargill Community Centre
999 Greenock-Brant
Line, RR 1
X
1 - capacity 450;
seating 325 - 350
1 - capacity 60
1 -
commercial
with
separate
entrance
1
full
Bradley School House
1682 Side Road 5
X
1
1 - small
none
Chepstow Lion's Park Hall
445 Chepstow Rd.
X
1 -
Walkerton Golf & Curling Club
164 Bruce County Rd.
RR 2
X
1 - 4 sheet
1 - capacity 100
1 - capacity 85
1
Walkerton Public Library
253 Durham St
X
Cargill Library
1012 Greenock
X
Sacred Heart High School
450 Robinson St.
Walkerton
X
1
* M: Municipal, NP: Not-for-Profit, OP: Other Public, C: Commercial
53
Section 5: Facilities
Table 5-1: Indoor Recreation Facilities in Brockton (continued)
Name/Location
Owner*
Facilities/Spaces
Accessibility
Status
M NP
OP C ice pad
hall
community /
meeting room
kitchen
bar
gym
Walkerton District Community School
1320 Yonge St.
Walkerton
X
2
St. Teresa of Calcutta
81 Cemetery Walkerton
X
1
Mary Immaculate School
6 Ann St. Chepstow
X
1
* M: Municipal, NP: Not-for-Profit, OP: Other Public, C: Commercial
Park
Natural Area of Interest
Conservation Area
Water Access Point
Walkerton Zoom In
Trails
Existing Parks and
Facilities
p1 Cargill Community Centre and
Park
p2 Chepstow Park
p3 Elmwood Community Centre
and Park
p4 Elmwood Lions Park
Existing Trails
t1 Bruce County Rail Trail
t2 Brant Tract
Existing Water Access
Points
w3 Saugeen River Access Point #3
w4 Saugeen River Access Point #4
w6 Saugeen River Access Point #6
w7 Saugeen River Access Point #7
w8 Saugeen River Access Point #8
w9a Saugeen River Access Point
#9a
w9b Saugeen River Access Point
#9b
w10 Saugeen River Access Point
#10
Highway 9
County Rd 4
County Rd 2
Durham Road
Chepstow Road
Side Rd 30
Side Rd 25
Side Rd 5 S
County Rd 20
Side Rd 5
Greenock Brant
County Rd 3
Side Rd 10 S
Side Rd 20
Side Rd 25 N
Side Rd 30 N
County Rd 19
Concession 2 NDR E
2nd Concession SDR
Concession 8 E
Concession 8
Concession 10
County Rd 15
14th Concession
18th Concession
County Rd 1
Walkerton
Chepstow
Riversdale
Greenock
Swamp Wetland
Complex
Schmidt Lake
Managed
Forest
Cargill
Bradley School
House
Glammis Park
0
1k 2k
4k
6k N
Brockton Parks and Recreation Facilities
p4
p3
t1
t2
p1
p2
w6
w7
w8
w10
w4
w3
w9a
w9b
Figure 5-1: Brockton Parks and Recreation
Facilities Context Map
Park
Water Access Point
Trails
Future Developments
Existing Parks and
Facilities
p5 Bruce Power Regional Soccer
Park
p6 Lobies Park and Campground
p7 Riverbend Park (Bend Park)
p8 Rotary Nature Park
p9 Central Park (Tot Lot)
p10 Market Garden Park
p11 Memory Lane Park
p12 Walkerton Community Centre
and Park
p13 Westwood Park
p14 Walkerton Cenotaph and Lawn
Bowling
p15 Centennial Park
p16 Heritage Water Garden
p17 JDR New Park Subdivision
p18 Brockton Community Garden
Existing Trails
t3 Saugeen River Trail
t4 Saugeen Rail Trail
Existing Water Access
Points
w5 Saugeen River Access Point #5
Walkerton Parks and Recreation Facilities
p5
p6
w5
p7
p8
p9
p10
p14
p18
p12
p13
p15
p16
p17
p11
County Rd 4
County Rd 2
Highway 9
Highway 9
Concession 2 South Durham Rd
South St
Elgin St
Alma St
Yonge St S
Hinks St
Saugeen River
Saugeen River
County Rd 4
Side Rd 15
McNab St
McGivern St W
t3
t4
N
0
250m
500m
750m
1k
Figure 5-2: Walkerton Parks and
Recreation Facilities
Brockton Recreation Master Plan
56
5.2.2 Needs Assessments
Ice Pads
Background
The 2011 Recreation and Leisure
Services Master Plan1 recommended
(p. 5-6) that, in Phase 3 of a strategy to
develop a sport fields/multi-use/arena
complex, the Municipality construct
a twin pad arena in conjunction with
playing fields and a multi-use centre,
phased as follows: develop a new single
pad to replace the Horse Palace in the 3
to 5 year term and a second ice pad to
replace the Walkerton Arena in the 5 to
10 year timeframe, based on continued
demand for prime time ice of 90% or
greater. In anticipation of this initiative, it
was recommended that:
- the mobile ice making equipment
for the Horse Palace not be replaced
and that the Municipality contract
prime time ice in neighbouring
municipalities until a new arena was
built
- investment in existing arena facilities
focus selectively on achieving energy
1 IBI Group, F. J. Galloway Associates Inc., Insights Inc. Final Report, July 2011.
conservation, accessibility and
equipment maintenance benefits.
A 2014 Brockton Multi-Use Recreation /
Municipal Office Complex Project study
by Prism Partners Inc. concluded (p. 11):
"The existing Walkerton Community
Centre has served the citizens of
Walkerton and Brockton well in its
50-year history, and can continue to
do so, but not at the level of service
that is outlined by the Recreation
Services Team requirements. In
order to meet these requirements,
wholesale renovation and
expansion, leaving virtually no facet
of the existing building untouched
would be required.
The potential cost to renovate
and expand the existing facility to
meet present standards would still
not alleviate many of the issues;
namely, parking, lack of adequate
storage space, susceptibility
to flooding and would force
compromises during the design
due to the present building's
construction and condition.
Given the building's age, location
and potential for repurposing, we
believe that the Municipality of
Brockton should begin the process
of planning for the replacement of
the Walkerton Community Centre as
its primary ice surface venue(s) and
seek to repurpose the building once
replaced. The decision to do so will
result in a purpose-built solution
that will serve the community for
many years and will overcome the
deficiencies and obstacles inherent
in the existing facility and create
significant cumulative operational
efficiencies and cost savings in one
building envelope."
For various reasons, the Municipality did
not act on the findings of these studies.
The 2011 Plan directive and the many
building deficiencies identified in 2014,
therefore, remain and the arena has
aged further. From 2020 to 2022, capital
repair/replacement needs totaled
$304,000, as follows:
- 2020: chiller $80,000; two HVAC
units in hall $22,000
57
Section 5: Facilities
- 2021: evaporative condenser and
brine pump, various piping, valves
$100,000; replacement of central
hot gas boiler $55,000
- 2022: electrical panel components
$12,000 dehumidifier and stand
$35,000
- LED lighting is the next required
replacement at $50,000
The 2019 Building Condition
Assessment Report and recent Black &
Macdonald assessment of brine leaks
indicates the need for the following
within the next several years, along with
estimated costs:
- plant room valves replacement
(TSSA requirement) $10,000, and
header pipe replacement to address
brine leaks $65,000 (in 2023 budget)
- end of life compressors replacement
$120,000
- ice surface concrete pad
replacement due to movement and
deterioration of concrete and piping
$2-3 million
Other issues include increasing
plumbing/electrical repairs, no
remaining office/storage space, and
outstanding AODA improvements. At
the time of its construction in 1972, the
Walkerton Community Centre was in
keeping with current arena design. In
addition to aging, however, the arena
is no longer a state-of-the-art facility.
Making further significant investments
to retain it is a concern, therefore, as
this will not improve its inherent design
and service limitations.
The last comprehensive building
conditions assessment of the WCC was
conducted in 2009. Given the facility's
age, it is critical that full assessments
occur every five years and include all
components (mechanical, electrical,
structural, HVAC) of the building. This
will require the services of a qualified
engineer to complete within the next
year.
Current and Future Needs
The Master Plan study gathered
information on current use of, and
interest in, the provision of a new arena.
The 2022 ice schedule was used to
determine prime time use in relation to
capacity.
The Walkerton arena exceeds the
current operating hours - and therefore
prime time - of many of the arenas in
Ontario communities. While, historically,
many arenas were open and busy from
early morning until late at night, this is
not typically the case today. Operating
hours at the Walkerton arena during
ice-in season are 7:00 a.m. to 12:00
a.m. end of August to mid-May, which
totals 119 hours per week. Within this
total, prime time comprises 4:00 p.m. to
12:00 am Monday through Friday or 40
hours, and all day/evening Saturday and
Sunday or 34 hours. Weekly prime time,
therefore, totals 74 hours (40 + 34).
In addition to use of the arena ice, prime
time ice use that occurs elsewhere and
would transfer to the arena if time was
available totals 24.5 hours per week,
comprising:
- Walkerton Minor Hockey, which
regularly uses an average of 20
hours on weekday evenings between
5:30 and 10:30 at the Horse Palace.
- recreational ice users groups that
collectively use 4.5 hours per week
on a regular basis.
Brockton Recreation Master Plan
58
Table 5-2: Estimated Prime Time Ice Needs to 2036
Year
Population
Prime time ice needed as per
2021 per capita supply
2021 (current)
9,784
86.75/9,784 = 0.009 prime time
hours per capita
2033 (end of Plan term) 11,780
106.0 hours prime time
2036
12,220
110.0 hours prime time
Adding these hours to the above weekly
prime time ice use of 62.25 hours
indicates that a total of 86.75 hours of
weekly prime time are required to meet
current needs.
Peak prime time ice use for the 2022-
23 season totals 65.25 hours per week
or 88.2% of prime time hours. Unused
prime time ice is largely available
at the end of the night, most often
between the hours of 11:00 p.m. and
midnight every day. The 2011 Master
Plan found that between the 2007/08
and 2009/10 seasons, prime time ice
use increased from 74.7% to 88% (p.
5-2). While it does not mean that use in
the ensuing years has never exceeded
88% (and the definition of prime
time used in the 2011 Plan was not
indicated) it is interesting to note that
today's proportionate prime time use
is comparable to that for the 2009/10
season. Moreover, it remains just
below 90%, which is considered a good
indicator of need for another ice pad.
In terms of future demand, Table 5-2
estimates the amount of weekly prime-
time that will be needed by 2036, at
the current per capita supply. These
estimates use the 2021 Canada Census
population for Brockton as the current
total, and the projections noted in
Section 2.2, and calculated for the
year 2033. Although the term of the
Master Plan ends in 2033, any major
new recreation facilities will serve the
community for many years beyond that
timeframe.
As the estimates show, based on current
operating hours and prime time use
during peak periods, future demand for
prime time will exceed that available on
a single pad before 2033 (i.e., 74 hours
per week, as noted above). In effect, it
represents the equivalent of 1.5 pads
(110/74). While these figures account
for population growth, they assume
consistent participation levels in ice
activities over time. If participation rates
change, actual demand will increase
or decrease accordingly. In the Master
Plan user group survey, respondents
provided estimates of anticipated future
participation in their programs. Four
of five ice user groups (including both
primary and secondary ice users) that
responded to the survey anticipate
participation increases in the next five
to ten years ranging from 10% to 25%.
Reasons other than population growth
for these estimates include interest
in the program/event focus of the
group; cost to participate; an increasing
focus on healthy, active living; socially
interactive/fun programs; plans to
provide new programs/events.
59
Section 5: Facilities
Other factors also lend support to the
need for access to prime time ice in
Brockton, beyond the estimate in Table
5.1. Information provided by Walkerton
Minor Hockey and the Walkerton Figure
Skating Club indicates the following:
- Minor Hockey increased from 26 to
34 teams between the 2015/16 and
2022/23 seasons (30%)
- Walkerton Figure Skating Club is
very healthy in terms of numbers
of participation, but growth is
restricted due to limitations in
access to ice as well as coaches.
Some of the latter constraint is due
to the need to catch up on training
that was suspended during COVID.
Pre-CanSkate and CanSkate are
the Club's two primary programs,
for which waitlists exist, and
additional ice time for the Star 1-5
Figure Skating program cannot be
accommodated in Walkerton.
- Demographically, minor hockey in
Walkerton is experiencing rapid
growth in participation among
females and U11 boys, both of which
are expected to sustain some level
of increased need for ice time as
they age through the program.
- Minor Hockey accounts for
approximately 40 hours of prime
time per week at the arena; Figure
Skating uses approximately 8 hours
of prime time per week.
- Both groups book time at arenas
outside Walkerton, including
Mildmay, Teewsater, Belmore and
Hanover Arenas to access required
hours at appropriate times (e.g.,
early weekday prime time hours
for children and youth, weekend
tournaments, etc.).
- Minor Hockey uses 25 hours of ice
time per week at the Horse Palace,
which is suitable only for practices,
and that the group indicates interest
in transferring to an arena in
Walkerton.
- Figure Skating identified areas
for program expansion including
recently introduced adult skating
lessons and potential new programs
including CanPowerSkate, and a
preference for having all its activities
based in Walkerton.
- In addition to the minor sports
groups, the arena must also
continue to accommodate the Junior
C Club.
Given past, and anticipated future,
increases in participation suggests the
need to increase the above estimate of
prime-time demand beyond population
growth alone. Assuming collective
growth among organized users is 15%
increases prime time hours to 126.5
hours per week or 1.7 ice pads.
Most important, though, is the
anticipated lifecycle of a new arena and
the need to anticipate the very long
term. As noted above, the Walkerton
Arena was constructed in 1972, and
passed 50 years of service to the
community in 2022. While population
projections to 2072 are not available,
it can be assumed that any major
facilities built within the term of the
Master Plan will be required to operate
for another 40 to 50 years, which is
a key consideration in their planning
and development. Viewed from this
perspective, providing a twin pad facility
now will reduce the costs of providing
two single pads in the very long term
and will realize cost efficiencies in its
design, construction and operations.
Brockton Recreation Master Plan
60
Other Considerations
There are several additional factors
that will affect community support for,
and use of, a new twin pad facility in
Brockton:
- Not all Brockton residents support
building a new, twin pad arena
for reasons including opposition
to paying for a major investment
of this nature, and a view that too
much focus is placed on hockey
at the expense of other sport and
recreation needs and interests.
- While user groups indicate a
preference for a new facility, there
is concern among some about the
potential for increased ice rates,
which would affect their ability to
continue to afford the time they
require while controlling costs and
fees for members. Groups might
move more use to other area arenas
to take advantage of lower fees
if there is a significant difference
in fees at a new Brockton facility.
Pricing policies for ice at a new
arena, therefore, will be important to
realizing potential use.
- The potential to design one of
the two pads for year-round ice
provision, based on a market
assessment of demand for summer
ice for hockey schools, training, etc.
The most recent description of a twin
pad facility for Brockton comes from
the 2014 Prism Inc. report (p. 5) and
includes the following components:
- a single ice-surface meeting NHL or
Olympic standards (85 feet x 200
feet or 100 feet x 200 feet) with a
single auxiliary ice pad
- a minimum of six "right-sized"
dressing rooms with two sized to
accommodate junior C or Senior A
team size requirements (including
"separation" of teams and dedicated
visiting team entrance)
- a referee dressing room capable
of accommodating six referees
simultaneously
- ice resurfacing machine garage with
internal snow disposal and adequate
equipment storage area
- facilities that separate players from
spectators and opposing teams from
each other
- a dedicated dressing room for
a junior C or Senior A team with
adequate storage from team
equipment
- scalable community rooms able to
accommodate various group sizes
- energy efficient mechanical and
electrical systems capable of
supplying auxiliary heat for other
complex amenities and municipal
offices
- adequate parking for spectators and
dedicated visiting team bus parking
- snack-bar with capacity to serve a
crowd of 1,200 spectators
- a fully accessible facility in
compliance with the Ontario Building
Code and the Accessibility for
Ontarians with Disabilities Act
- adequate storage spaces for
tables, chairs, etc. and necessary
maintenance and support
equipment
Future of the Existing Arena Building
The 2014 Prism report indicated
investigating repurposing the existing
arena building for indoor sports/
activities. This remains an option for
61
Section 5: Facilities
the Municipality to consider as a follow
up study to the provision of a new
recreation complex: the transfer of
all relevant use to a new arena and
confirming the programs/uses to be
accommodated in other components of
the recreation complex.
A potential option for repurposing
is an indoor turf field, which would
complement the Bruce Power Regional
Soccer Park and further the goal of
Brockton's interest in becoming a
regional centre for soccer through
the provision facilities for year-round
activity. The Township of Hamilton,
Ontario repurposed an indoor rink to a
turf field, with the financial support of
local soccer organizations in exchange
for priority access to the facility. The
difference, however, is the size of the
market served, which draws from a
much larger population than Brockton
would - and so should be a key factor
in determining the viability of this
type of initiative locally. Alternatively,
multiple uses that are compatible and
could not be met in a new complex (as
discussed below) could be located in
the decommissioned arena (e.g., indoor
courts for tennis/pickleball, soccer, office
space for parks/programming staff,
additional storage, etc.).
Should the Municipality not require
the site for its own purposes, it could
be made available to the County for
affordable housing, for which there is a
shortage in all Ontario communities. In
the event, the Municipality anticipates
the need for continued access to the
Agricultural Society's building #3 for
heavy equipment storage.
Conclusion
Collectively, therefore, the Master Plan's
findings support the recommendations
of previous studies to provide a new
arena facility. The point made in the
2014 Prism Inc. report still applies.
Providing a double pad facility now will
"serve the community for many years
and will overcome the deficiencies
and obstacles inherent in the existing
facility and create significant cumulative
operational efficiencies and cost savings
in one building envelope" (p. 11).
Ideally, timing development of the new
facility should anticipate the need for
at least one pad to be operational to
replace the Walkerton Arena before
the concrete pad fails and requires the
projected multi-million dollar investment
to replace it.
The design of the facility and providing
two ice pads within the building
envelope, however, should also
determine the market for year-round
ice in one of the two pads and, if viable,
incorporate these requirements in
design/construction. The second pad
would provide winter ice, and ice-out
season use of the concrete pad for
indoor programming and events. The
second pad would provide winter ice,
and ice-out season use of the concrete
pad for indoor programming and
events.
Once the twin pad facility is fully
operational, a follow up study can be
prepared to determine the future of the
existing arena building and site.
The following discussion addresses
the need for other indoor community
recreation facilities that could be co-
located in a complex with a new arena,
and the requirements of a detailed
feasibility study to confirm the various
components, design and costs of its
development.
Brockton Recreation Master Plan
62
Community Recreation Complex
Background
The 2011 Master Plan (p. 5-5)
recommended that the Municipality
develop a multi-use recreation space
with a building area of 10,000 to
15,000 square feet and comprising
the following components: a double
gymnasium, meeting rooms, multi-
purpose meeting rooms, a fitness
room, a computer/gaming room,
washrooms, change rooms, and a
concession, to accommodate youth,
seniors, teens, people with disabilities
and other specialized audiences, as
well as appropriate space to support
sport tourism and a broad array of
other recreational uses and leisure
programming.
Other recommendations in the 2011
Master Plan led to the acquisition of
land to develop a soccer park and
the proposed multi-use community
recreation centre. The site that was
subsequently acquired is the East Ridge
Business Park. The 2014 study by Prism
Inc. considered the East Ridge Business
Park site as the location for soccer fields
2 The Master Plan does not address need for municipal offices.
(now the Bruce Power Regional Soccer
Park) and a community recreation
centre to include a new twin pad arena,
a gymnasium, an indoor walking track,
the requisite parking, and a municipal
office building2. While the potential
to repurpose the existing arena
building for indoor sports/activities
was suggested (pending a detailed
study), redeveloping and expanding the
Walkerton Community Centre to provide
the proposed facility was not supported
by the assessment. The East Ridge
Business Park site was confirmed as
the preferred site for major, co-located
facility development. There is a 7.6+
acre parcel adjacent to the Soccer Park
to accommodate up to a 90,000 sq. ft.
facility with 450 parking spaces.
Despite these findings, there remains
interest in the community in locating a
new arena/community centre on the
existing Walkerton Community Centre
property. This position appears to focus
on the Centre's central location within
Walkerton and the advantages it offers
relative to the East Ridge Business Park,
which is located outside the urban
core. This is a legitimate concern when
considering proximity to users and
local businesses, and general visibility.
However, through the recently approved
Ministerial Zoning Order (MZO), the area
surrounding the proposed Community
Recreation Complex site will see a wide
range of residential housing options
built in the next few years, including
two new apartment buildings, and
two residential subdivisions. Many
new residents will locate here and
be provided with easy access to the
Complex via connecting paths and
sidewalks that will be incorporated in
the area's development plans. At the
same time, the work completed by Prism
in 2014 points to many specific findings
that informed the conclusion to exclude
the WCC site from further consideration.
Several of these are external to the
facility itself and still present significant
restrictions and/or costs:
- The existing site is within the
mapped and regulated floodplain
of Saugeen Valley Conservation
Authority, which restricts
development on the site. In 2014
this use would not have been
permitted as a matter of course.
63
Section 5: Facilities
While a provincial ministerial zoning
order could override the restriction
today, the environmental risks and
insurance coverage to build on a
designated flood plain would likely
be substantial.
- The footprint of an expanded arena/
community recreation complex
would encroach on the Agricultural
Society's lands and require the
removal of structures.
- There are two storm drains that
run under the parking lots between
the arena and Agricultural Society's
buildings #2 and #3, over which
new construction cannot occur
and would require costly new
infrastructure should a re-route be
possible.
Given these considerable barriers to
development on the existing WCC site,
and the alternative of a sufficiently
sized, undeveloped parcel at the East
Ridge Business Park, it is suggested that
the Business Park be designated the
site for future major recreation facility
development.
3 19 respondents specified an ice pad or arena and 12 specified more than one ice pad
Alternatively, the Municipality should
initiate a review of previously considered
sites for the development of a new
twin pad arena (and community centre
complex) to reassess the relative cost-
benefits of a location at the existing
WCC site, once a building footprint and
associated space requirements are
determined.
Current and Future Needs
The Master Plan study investigated
community interest in indoor recreation
facilities that could be provided in
addition to a new arena. The majority of
the 200 telephone survey respondents
indicated none are needed (117 or 59%),
28% (56) responded positively and 14%
(27) were uncertain. Among 313 online
survey respondents, the majority (215
or 69%) support the provision of more
indoor facilities, while 22% (69) and
9% (29) indicated none are needed or
uncertainty in this regard, respectively.
The online survey respondents were
requested to list up to three facilities
that they think are most needed, other
than the proposed arena3. Table 5-3
shows relatively high levels of interest in
a track, pool, gymnasium, and a weight
training/workout room.
Other facilities that were less often
noted or more generally described
were grouped together and included:
banquet/events/community hall (18);
indoor sports turf/soccer field (10);
indoor courts: tennis (3), squash (8),
racquetball (1); bowling lanes (3);
community social space, games room
(3); retail/restaurant (3); Municipal Office
and Council Chambers (2); learning/
conference room (2); Snoezelen/Sensory
Room; something for people of all
ages who have special abilities; indoor
baseball, lawn bowling; men's shed; dry
land training facility; storage for Heritage
Collection; skateboard; paintball; batting
cages.
Telephone survey respondents selected
from a list provided and most frequently
indicated need for the following:
- fitness centre/exercise room: 33%
(24 of 72 total selections)
- multi-purpose space: 17% (12 of 72)
Brockton Recreation Master Plan
64
Table 5-3: Indoor Facility Interests from Online Survey
1st listed
2st listed
3st listed
Totals
#
%
track (walk/run)
46 (35/3)
31 (31/0)
19 (18/1)
96
24.1%
pool
45
39
6
90
22.6%
gymnasium (mp* for
sports/mp for courts)
23 (5/7)
20 (7/3)
22 (7/4)
67
16.8%
fitness / weight /
workout room
25
28
10
63
15.8%
meeting space
9
15
12
36
9.0%
multi-purpose space
9
9
14
32
8.0%
age specific space
1 (seniors) 2
(baby/child/
indoor park/
play space/
earlyON)
2 (seniors) 2
(baby/child/
indoor park/
play space/
earlyON)
2 (seniors) 4
(baby/child/
indoor park/
play space/
earlyON)
13
3.2%
kitchen/bar
1
0
1
2
0.5%
Total
399 100.0%
- group fitness/cardio space:13% (9 of
72)
User groups indicated the need for the
following types of facilities of indoor
sport and recreation: gymnasium (3),
multi-purpose room (2), pickleball courts
(1). Indoor facilities for other types of
recreation activities and interests
included meeting space (4), event venue
(2), performance space (2), arts/artisan
studio (1), storage (2), kitchen facilities
(2), seniors' space (1), and office space
(1).
Table 5-4 summarizes the key facility
interests that have been recommended
in previous studies and those
that emerged in the Master Plan's
consultation, for consideration in co-
locating with a new arena.
*multi-purpose
Table 5-4: Estimated Prime Time Ice Needs to 2036
Year
Gym
Workout
Track
Multi-
Purpose
Meeting
Pool
Courts
Turf
Hall/
Event
Arts
Kitchen
2011
X*
fitness**
X
X
2014
X
X
2022
X
X
X
X
X
X
X
X
X
X
X
*specified a double gym; **group vs. individual fitness was not identified
65
Section 5: Facilities
As Table 5-4 shows, the 'list' of facility
interests has grown considerably since
2011. Some of these facilities are
purpose-specific such as a track, and
a workout/cardio room or area. Other
spaces, however, can combine the
facilities identified above depending on
how they are designed and equipped.
Multi-purpose space, for example, can
accommodate active uses, meetings and
arts/culture programming. A gymnasium
can function as a multi-purpose space
for a wide range of activities from
traditional court sports to performance
space.
A concept for the centre is required,
therefore, to detail facility components,
their configuration and design to
optimize the use of all spaces for
community recreation - including use
of the arena floor(s) during the non-
ice season, if relevant to the new ice
pad(s). The following lists the facilities
that should be considered as complex
components in further planning work:
- gymnasium with indoor track
- multi-purpose space(s) for various
programs/activities by type and size
4 https://www.snoezelen.info
- fitness / weight /workout room or
space, the location/design of which
should allow 24 hour secure access
from the exterior of the building
- lobby for day-to-day socializing/
community gatherings
- commercial kitchen
- display and storage space for
heritage collection
- secure storage by type, office,
washrooms, changerooms, food
services
- sensory room
- esports room
The first seven items noted above
are considered core elements of the
envisioned complex. Although relatively
single-purpose spaces, a Snoezelen/
Sensory Room and an esports room
could also be considered for inclusion
in a state-of-the-art recreation centre in
Walkerton.
A Snoezelen Room4 will contribute to
the goal of accessibility and inclusion
in recreation services. The Town of
Caledon provides a Snoezelen Room at
Snoezelen or controlled multisensory
environment (MSE) is a therapy
for people with autism and other
developmental disabilities, dementia
or brain injury. It consists of placing the
person in a soothing and stimulating
environment, called the "Snoezelen
room." These rooms are specially
designed to deliver stimuli to various
senses, using lighting effects, color,
sounds, music, scents, etc. The
combination of different materials on
a wall may be explored using tactile
senses, and the floor may be adjusted
to stimulate the sense of balance. The
person is usually accompanied by an
aide or therapist.
Source: Wikipedia
Brockton Recreation Master Plan
66
its Caledon Centre for Recreation and
Wellness.
Due to their specialization and focus
these two facility components offer
good opportunities for partnerships
and targeted fund-raising campaigns
with local and regional agencies that
could benefit from their provision (e.g.,
school boards, medical and health
organizations, etc.) and as community
projects for local service clubs to
assume. In planning the facility, the need
to anticipate space for these is an initial
step to providing them.
General planning considerations
include integrating the indoor and
outdoor components of the site, and
orienting relevant indoor facilities to
also serve outdoor areas of the Park
(e.g., washrooms, changerooms, food
services, etc.). It is also assumed that
the complex will be technically equipped
to accommodate (or anticipate)
various uses (e.g., digital art, sensory
experiences, e-sports, etc.)
Facilities Excluded from
Consideration
An indoor pool and banquet hall should
not be considered for inclusion in
the recreation complex. Section 5.3
discusses the limited potential to viably
support an indoor pool. As discussed
below, Brockton is supplied with several
high quality banquet facilities that -
although not located in Walkerton - can
accommodate more use and should be
promoted for this purpose. The arena
components listed in the 2014 Prism
report include "scalable community
rooms able to accommodate various
group sizes." Based on the above
discussion on multi-purpose spaces,
it is assumed that the need for these
community rooms will be met and
will serve both the arena and other
complex components. Designing space
for multiple uses by incorporating
appropriate finishes and configurations
(e.g., sprung floor, direct access to
kitchen) and removable partitions
promotes efficiencies in capital and
operating costs as well as more
concentrated use of facilities. Revenues
generated from rentals, therefore, go
farther towards offsetting the costs of
providing one multi-use space rather
than several spaces dedicated to single
uses (e.g., a banquet hall, a meeting
room, etc.).
Designing space for multiple uses by
incorporating appropriate finishes
and configurations (e.g., sprung floor,
direct access to kitchen) and removable
partitions promotes efficiencies in
capital and operating costs as well as
more concentrated use of facilities.
Revenues generated from rentals,
therefore, go farther towards offsetting
the costs of providing one multi-use
space rather than several spaces
dedicated to single uses (e.g., a banquet
hall, a meeting room, etc.).
Next Steps
Developing a community recreation
complex comprising a twin pad
arena and other indoor recreation
facilities will involve several tasks to be
completed as part of its design and cost
considerations, which can be addressed
in a study to include the following
components:
- consultation with local and regional
organizations/markets to determine
67
Section 5: Facilities
their anticipated use of a complex
beyond that transferred from the
existing arena, to confirm facility and
financial implications (e.g., market
for summer ice use, use of sensory
space by health agencies, new uses
of arena floor, etc.)
- a five year operating cost
proforma that integrates existing
and forecasted uses, detailed
architectural concept and building
program that focuses on multi-
use design to optimize operating
efficiencies, along with estimated
capital costs and phasing, as
appropriate, to finance development.
A preliminary, conceptual site plan
of the indoor and outdoor facility
footprint was prepared by BMRoss in
2015 (see Appendix D).
Recommendations (align with
Strategic Plan HCC1 and QoL13):
FA1.
Issue an RFP for a feasibility
study on providing a community
recreation complex to include
a twin pad arena and other
needed indoor facilities
including support for providing
and phasing proposed new
recreation components, and a
review of previously considered
sites to confirm the cost-benefit
of a redeveloping on the WCC
property.
FA2.
Time development of the
new arena to anticipate the
need for at least one pad to
be operational, to replace the
Walkerton Arena before the
concrete pad fails and requires
the projected multi-million
dollar investment to replace it;
decommission the Walkerton
Arena.
FA3.
Determine the market for year-
round ice in one of the two
pads and, if viable, incorporate
requirements in design/
construction, with the second
pad providing winter ice, and ice-
out season use of the concrete
pad for programming and events.
FA4.
Conduct a follow up study on the
potential need to repurpose the
existing Walkerton Community
Centre arena for future
recreation services or the site's
suitability for conversion to an
alternative use (e.g., affordable
housing).
FA5.
Conduct an engineer-led
comprehensive building
conditions assessment of the
WCC within the next year.
Existing Community Centres
Municipal: Elmwood and Cargill
Community Centres
There are four municipally owned
community centres in Brockton:
Walkerton, Elmwood, Cargill and the
Bradley School House. Municipal facilities
are supplemented with community
spaces owned by not-for-profit
organizations including Chepstow Lion's
Park Hall, Walkerton Legion Hall, Jubilee
Hall, Walkerton Golf & Curling Club and
the Agricultural Society.
Within the supply of municipal
community centres there are four large
halls. If Walkerton Community Centre
Hall is removed due to its potential loss,
the three remaining halls at Elmwood
and Cargill Community Centres range
from capacities of 200 to 400, and each
has a commercial kitchen. Cargill also
Brockton Recreation Master Plan
68
has a meeting room with a capacity
of 60. Elmwood Community Centre is
fully equipped with video conferencing
capabilities. Cargill Community Centre
is fully AODA accessible, while the
Elmwood building is partially so.
Both of these facilities could
accommodate more programming
and private rental uses ranging from
social activities to business-related
events. This consideration, along with
the availability of many non-municipal
facilities in the community indicates a
more than sufficient supply of halls and
no need for additional banquet facilities
in Brockton. Introducing additional
facilities of this type would undermine
the future viability of both public and
private venues.
The 2021-2025 Multi-Year Accessibility
Plan includes the following upgrades
for Elmwood Community Centre: the
creation of two (2) fully accessible
washrooms, the installation of
permanent ramps and push-button
entrance/exits and a lift from the main
floor to the lower level, pending grant
approval. These improvements will
5 https://www.northglengarry.ca/en/things-to-do/community-kitchens-program.aspx
broaden the potential for programming
and rental uses at this location and
provide two fully accessible community
centres. In addition to this work,
the focus for these two municipal
community centres should be a formal,
coordinated marketing/promotion plan
on their availability and capacity for
different types of uses. The Elmwood
Community Centre is a jointly owned
and operated facility by the Municipality
of Brockton and the Township of West
Grey. This endeavour, therefore, would
involve both municipalities through the
Centre's Board.
Commercial kitchens in both locations
can also be promoted for use outside
that associated with hall rentals.
A Health Unit certified kitchen can
be used for a variety of food and
nutrition programs, as well as projects/
activities related to its communal and/
or commercial use. The potential to
generate revenues from kitchen rentals
and build use of existing facilities could
be promising for the Municipality to
investigate, in consultation with the Grey
Bruce Health Unit. As an agricultural
community, local interest in developing
food products could be compatible with
the Strategic Plan's direction to, "support
actions to raise agriculture's profile
as an important trade with a decent
income" (ED52).
The Township of North Glengarry is
embarking on this type of initiative. Their
website notes, "Now accepting bookings:
The Township of North Glengarry has
partnered with the Eastern Ontario
Health Unit to launch the new "North
Glengarry Community Kitchen" pilot
project. This initiative will enable food
producers to rent time at the North
Glengarry Community Kitchen, located
at the Maxville & District Sports Complex
(25 Fair Street, Maxville) so that they can
produce food items for resale. The cost
is $50 per day and food producers are
required to have their Food Handlers
Certificate and have their recipe
validated by the EOHU."5
Other provinces appear to be
considerably farther ahead in this area.
The Government of Manitoba lists
approximately 60 locations to, "Rent a
local commercial community kitchen to
69
Section 5: Facilities
help further develop your food product
idea. All these locations have a Food
Service Establishment permit issued by
Manitoba Health."6
Municipal: Bradley School House
The Bradley School House is a small,
largely locally serving space (e.g., family
gatherings) that is very limited in its
potential to meet wider community
recreation needs. It was built in 1913
and most recently renovated in 1957.
It is available for use from May to
November only, due to the cost of
continuing to operate the water filtration
system for very limited use and no
snow ploughing services in winter.
Brockton allocates $1,000 annually for
maintenance and utilities. Other funding
comes from donations, rentals, and
occasional fundraising events.
The building is not AODA accessible, and
has only one exit, which does not meet
the Fire Code. There are no sprinkler
and alarm systems. The roof, kitchen
and other interior equipment/finishes
need to be replaced. On balance, the
costs to overcome these deficiencies are
6 https://www.gov.mb.ca/agriculture/onlineresources/community-kitchens-listing.html
not warranted, particularly as it relates
to achieving AODA accessibility into and
throughout the building. Other options
to access community space offset the
need for the Municipality to retain this
property. Cargill Community Centre,
for example, is 5km from the School
House and, as discussed above, can
accommodate additional use to support
its operations. It is suggested, therefore,
that Bradley School House be deemed
surplus, and that proceeds from its sale
be directed to other capital recreation
projects.
Other Providers
Community spaces owned by not-for-
profit organizations include Chepstow
Lion's Park Hall, Walkerton Legion Hall,
Jubilee Hall, Walkerton Golf & Curling
Club and the Agricultural Society.
These are used by a number of the
organizations that responded to the
user group survey including Walkerton
& District Optimist Club, County Towne
Players and Jubilee Hall performing arts.
School Boards are also important facility
providers. In addition to intramural use
of gyms, the groups that responded to
the survey and use the high school gyms
in Brockton include Walkerton Minor
Ball, Walkerton FC, Pickleball, and the
Walkerton & District Optimist Club.
Jubilee Hall is Brockton's centre for
the performing arts. It was purchased
in trust for the community by the
Architectural Conservancy of Ontario
(South Bruce-Grey Branch). The building
is 125 years old and was designated
historic in 1979. It comprises a 300-seat
theatre and rooms available for daily
or long-term rental. The Municipality
provides direct financial support to
Jubilee Hall.
The Walkerton Golf and Curling Club
has 500 members, 75% of whom
are Brockton residents. It provides
programs and events for those 13
years of age and older. The facility is
club owned and operated. The Club
anticipates an increase in membership
ranging from 10.1% to 15% in the next
five to ten years due to factors including
population growth; interest in program/
event focus; socially interactive/fun
programs; plans to expand programs/
Brockton Recreation Master Plan
70
events. At the same time, there is
interest in help from the Municipality to
cover expenses to be able to continue
offering curling to the residents of
Brockton.
The Municipality can also strengthen
its relationships with the owning
organizations/agencies of these
facilities to work towards an integrated,
community-wide parks and recreation
system. Opportunities to do so are
discussed in Section 7.0 on the Delivery
System.
Recommendations:
FA6.
Develop and implement a
formal, coordinated marketing/
promotion plan for Elmwood
and Cargill Community Centres,
in consultation with the joint
Board of the former, to include
facility availability and capacity
for all potential uses.
FA7.
Consult with the Grey Bruce
Health Unit to investigate using
the halls' commercial kitchens
for community programming
and food producer rentals.
FA8.
Continue to work on achieving
full AODA accessibility of
Elmwood Community Centre.
FA9.
Retire and surplus the Bradley
School House, and direct sale
proceeds to other capital
recreation projects.
FA10. As per the Municipality's
Strategic Plan (HCC4), continue
to financially support Victoria
Jubilee Hall to ensure its success
and sustainability according to
the vision set by its Board of
Directors, which promotes arts
and culture in the community.
5.2.3 Asset Management
The Municipality's 2021 Asset
Management Plan assigns the following
collective, age-based condition rating
to Brockton's recreation and cultural
buildings and facilities:
- 77% very poor, which aligns with the
proportion identified as having no
service life remaining
- 8% poor
- 8% fair
- 6% very good
The recommendations from the AMP
(p. 69) are current and so replicated
here.
Recommendation (align with
Strategic Plan MG102):
FA11. Continue to implement the
2021 Asset Management Plan
recommendations:
-The Municipality's asset
inventory contains a single or
a few assets for all facilities.
Facilities consist of several
separate capital components
that have unique estimated
useful lives and require asset-
specific lifecycle strategies.
Staff should work towards a
component-based inventory
of all facilities to allow for
component-based lifecycle
planning.
-A comprehensive structural
assessment of all buildings
& facilities is highly
recommended to gain a
better understanding of the
overall health and condition
of each facility to identify
71
Section 5: Facilities
accurate short- and long-term
capital requirements.
-Work towards developing risk
models and adjust according
to an evolving understanding
of the probability and
consequences of asset failure.
-Work towards identifying
current and proposed levels
of service as per O. Reg.
588/17 and identify the
strategies that are required
to close any gaps between
current and proposed levels
of service.
5.3 Outdoor Recreation
Facilities
5.3.1 Overview of Supply
Table 5-5 shows that Brockton's supply
of municipal, scheduled recreation
facilities includes ball diamonds,
soccer fields, a pool, tennis courts
and lawn bowling greens. These are
supplemented by school fields and
tracks, a not-for-profit golf course and a
commercial golf course. As with indoor
facilities, community use of school fields
occurs outside academic hours when
not required for school purposes.
5.3.2 Needs Assessments
Ball Diamonds
There are ten (10) ball diamonds
in Brockton that are available for
scheduled activity:
- seven (7) municipal - three (3) lit at
Walkerton Community Centre; two
(2) at Cargill Community Centre,1
lit; one (1) at Elmwood Community
Centre, lit; one (1) at Lobies Park
- three (3) owned by the Lions at
Chepstow Lions Park (2 lit)
The user groups that provided
information use diamonds at Walkerton
Community Centre, Cargill Community
Centre, Chepstow Lions Park and Lobies
Park. Some also use diamonds in other
area municipalities.
Major users of municipal ball diamonds
in Brockton are Walkerton Minor Ball
and the Dirtpigs Foundation. Men's Slo-
pitch also uses these facilities. In 2022,
Minor Ball had 280 participants in its
programs, ranging from U7 to U18 and
comprising:
- 9 boys baseball teams (+ OBA teams
that include some of these players)
- 9 girls softball teams, with 30 players
come from Hanover
- 6 U7 teams
This represents more than double the
participation over that of seven years
ago. In the past three to four years,
participation has totaled between
270 and 300 annually. This growth is
attributed to a surge in both baseball
and girls' softball. It was noted that
Walkerton is becoming a hub for
girls' softball and attracting players
from Hanover, which does not offer a
program.
The Dirtpigs Foundation hosts the
annual Pigstock tournament comprising
90 teams (averaging 15 players per
team) for three days in August. They
also use diamonds in surrounding
municipalities for this event.
Although scheduling details on the use
of the Walkerton Community Centre
diamonds was the only available
Brockton Recreation Master Plan
72
Table 5-5: Outdoor Recreation Facilities in Brockton
Name/Location
Owner*
Facilities/Spaces
M NP
OP C ball
diamond
soccer
field
lawn
bowling
green
tennis
court
pool
golf
course
track
rink
pad
washroom
Walkerton Community Centre
290 Durham St. W.
(Centennial Park)
X
3 (all lit): 1
softball; 2
hardball
yes
Walkerton Community Pool
10 James St. (Centennial
Park)
X
1
Walkerton Tennis Courts
10 James St. (Centennial
Park)
X
3 (lit)
Walkerton Lawn Bowling
207 Jane St.
X
1
Cargill Community Centre
999 Greenock-Brant
Line, RR 1
X
2 (1 lit);
softball
2
yes
Cargill Lawn Bowling Club
999 Greenock-Brant
Line, RR 1
X
1 (lit)
as above
* M: Municipal, NP: Not-for-Profit, OP: Other Public, C: Commercial
73
Section 5: Facilities
Table 5-5: Outdoor Recreation Facilities in Brockton (continued)
Name/Location
Owner*
Facilities/Spaces
M NP
OP C ball
diamond
soccer
field
lawn
bowling
green
tennis
court
pool
golf
course
track
rink
pad
washroom
Chepstow Lions Park
445 Chepstow Rd.
X
3 (2 lit);
softball
1
yes +
concession
Bruce Power Regional Soccer Park
50 Eastridge Rd.
X
3
minis;
3 fulls
Elmwood Community Centre
38 Concession Rd. 10
X
1 (lit); softball
yes + kitchen
in building
Elmwood Lions Park
Parker & Dirstein Sts.
X
1 scrub
1 - asphalt,
poor
condition
Lobies Park & Campground
20 Hannah St
X
1
yes +
showers (for
campers)
Sacred Heart High School
450 Robinson St.
Walkerton
X
1 full
1
* M: Municipal, NP: Not-for-Profit, OP: Other Public, C: Commercial
Brockton Recreation Master Plan
74
Table 5-5: Outdoor Recreation Facilities in Brockton (continued)
Name/Location
Owner*
Facilities/Spaces
M NP
OP C ball
diamond
soccer
field
lawn
bowling
green
tennis
court
pool
golf
course
track
rink
pad
washroom
Walkerton District Community School **
1320 Yonge St.
Walkerton
X
1 full; 1
small
1
St. Teresa of Calcutta
81 Cemetery Walkerton
X
1 full
1
Mary Immaculate School
6 Ann St. Chepstow
X
1
Walkerton Golf & Curling Club
164 Bruce County Rd. RR
2
1 - 9
holes
Whispering HIlls Golf Course
1144 Bruce County Rd 4
W
X
1-18
holes
* M: Municipal, NP: Not-for-Profit, OP: Other Public, C: Commercial
** Cafeteria and library available for community use
75
Section 5: Facilities
information, these are the most heavily
used of all facilities on a regular basis
- and largely by Walkerton Minor Ball,
as shown in Table 5-6. The schedule
does not include Minor Ball's Ontario
Baseball Association (OBA) Rep Teams.
In 2022, there were two rep teams
and practices were held where field
schedules allowed.
Sunday evenings have recently been
added to the schedule at Walkerton
Community Centre, which represents
use that is typically 'outside' that
is considered to be prime time for
summer community sports7. Fridays
and Saturdays are only occasionally
used for practices, as required. The
two Cargill diamonds are the primary
practice diamonds, and the diamond
at Lobies Park has been used for the
past several years for the U7 level. It is
scheduled four nights per week.
Without complete scheduling
information for all fields in the
community, it is difficult to determine
the number of diamonds that represent
an adequate level of supply for
Brockton's current population. Available
7 Monday through Thursday evenings is a more typical definition of prime time.
information indicates, however, that
the Walkerton Community Centre
diamonds are likely close to capacity
use. The three lit ball diamonds can
reasonably be assumed to provide 4.0
hours per evening each, which totals
60 hours of prime time per week at
this location (4 hours x 3 diamonds
x 5 evenings). A total of 46 hours of
regular use per week, as noted in
Table 5-6, represents 77% of capacity
excluding OBA rep team use. The
Lobies Park diamond, which is unlit
and also likely near capacity use given
it is only suitable for U7 use. Although
reportedly not well used overall, the
Table 5-6: Walkerton Community Centre 2022 Minor Ball Schedule
Diamond #1
Diamond #2
Diamond #3
Totals
hours
level
hours
level
hours
level
Sunday
2.0
U18 boys 2.0
2.0
U9 boys
U18 girls
2.0
-
U11 boys
open
8.0
Monday
2.0
U15 boys 2.0
2.0
U11 boys
other user
2.0
2.0
U9 boys
U15 girls
10.0
Tuesday
2.0
2.0
U11boys
U13 boys
2.0
2.0
U11 girls
other user
2.0
2.0
U13 girls
open
12.0
Wednesday
2.0
2.0
U13 boys
U15 girls
-
2.0
NA
U18 girls*
-
-
NA
NA
6.0
Thursday
2.0
2.0
U13 boys
U18 girls
2.0
2.0
U11girls
other user
2.0
2.0
U13 girls
other user
12.0
Totals
16.0
18.0
12.0
46.0
* typically booked for men's slo pitch but league was short a team in 2022; not usually available to
minor ball
Brockton Recreation Master Plan
76
two Cargill diamonds are needed for
practice. Regular seasonal use of the
single diamond at Elmwood Community
Centre and the three fields at Chepstow
Lions Park was not indicated.
These findings suggest that, in terms
of numbers alone, the six (6) diamonds
(Walkerton Community Centre, Lobies
and Cargill) are sufficient to serve
current needs for regular season use
with unused time at Cargill reflecting
a slight oversupply. Four of the six
diamonds, however, are lit. To directly
compare lit and unlit diamonds in terms
of supply, lit diamonds are considered
the equivalent to two unlit diamonds.
Collectively, therefore, supply totals the
equivalent of ten (10) unlit diamonds or
a population based ratio of 1 diamond
per 978 people at the 2021 Census
figure of 9,784. Using this same supply
ratio, a total of 12 (unlit) diamonds will
be needed to serve a 2033 population
of 11,780 - or two more than the
current 10 - for regular season use. This
does not include use of diamonds for
Pigstock, which requires access to many
facilities for a short period of time.
A supply level of less than 1:1,000
population is high relative to many
other Ontario communities and is likely
a reflection of strong local participation
in softball and baseball, fueled by
recent growth. At the same time,
available information indicates there
are four relatively unused diamonds in
Brockton (3 of which are lit) that could
easily absorb additional use during the
term of the Plan, even if participation
levels increase. In the Master Plan
survey, three diamond user groups
provided estimates of anticipated
future participation in the next five to
ten years, ranging from 5% to 20%.
Reasons other than population growth
for these estimates include interest in
the program/event focus of the group;
cost to participate; easy to participate/
limited time commitment; socially
interactive/fun programs; need for more
inclusive services; plans to provide new
programs/events.
Two groups' reported need for
additional access to ball diamonds in
the next five to ten years, therefore,
can be met with available facilities.
At the same time, it appears there is
a need for a strategy to better align
need by diamond type and use (e.g.,
softball, hardball, games, practices) and
to implement capital improvements
and maintenance improvements at
diamonds that are used for community
programming. If access to Chepstow
Lions Park diamonds is needed to meet
demand in the long term, an agreement
covering shared cost/operating
responsibilities and use will be required.
Potential components of this strategy, to
be clarified in consultation with all ball
diamonds users and facility providers,
include:
- the need for a dedicated hardball
diamond(s)
- required capital improvements to
diamonds designated for games and
for practices
- types and levels of ongoing
maintenance improvements
required for games and practice
diamonds
- addressing safety issues (e.g., netting
requirements, back-to-back outfields
at Walkerton Community Centre
diamonds)
77
Section 5: Facilities
- division of responsibilities between
Municipality and users (e.g., lining
fields)
- improvements to back-to-back
scheduling to allow sufficient
diamond time for each user group
Plans for capital improvements for WCC
diamond #3 currently include replacing
existing deteriorating back stop with
new posts and fencing; removing
existing portable fencing on third base
line and replacing it with new permanent
fencing with top safety barrier (budgeted
for 2023). An immediate need exists to
upgrade the #3 diamond lights to LED,
which has been budgeted for 2023. At
both Elmwood and Cargill Community
Centres, dugout shelter roof surfaces
are indicated for replacement in 2023.
While this assessment indicates no need
to add more diamonds to facility supply
during the term of the Master Plan, it
is based on partial data that requires
verification through ongoing facilities
planning activities, as discussed in
section 5.5.
Recommendations:
FA12. Activate underused facilities to
meet demand for additional
access to ball diamonds during
the term of the Master Plan.
FA13. Undertake LED lighting, post
and fencing upgrades on WCC
diamond #3, and consult with
ball diamond user groups and
facility providers to develop a
strategy for required further
capital and ongoing maintenance
improvements to align with
facility needs by type and use
(e.g., softball, hardball, games,
practices).
FA14. Institute ongoing monitoring and
tracking of ball diamond use to
confirm population based supply
ratio of 1 diamond per 978
people, for planning purposes.
Soccer Fields
There are eight (8) full soccer fields,
one (1) small field, and three (3) mini
fields in Brockton that are available for
community use:
- Municipal fields include six (6) at the
Bruce Power Regional Soccer Park (3
full fields and 3 mini fields), and two
(2) full fields at Cargill Community
Centre.
- Schools provide three (3) full fields
at Walkerton District Community
School (WDCS), Sacred Heart High
School and St. Teresa of Calcutta,
and one (1) small field at WDCS.
The user groups that provided
information use soccer fields at Bruce
Power Regional Soccer and at both
secondary schools.
The primary user of municipal soccer
fields in Brockton, at the Regional Soccer
Park, is the Walkerton Football Club
(FC). WDCS, Walkerton Figure Skating
and Walkerton & District Optimists
use a combination of municipal and
school fields, for core programs and/
or cross-training, or community events.
Walkerton FC also uses fields in other
area municipalities.
Reported 2022 participation levels
in core programs that use soccer
fields were 423 for Walkerton FC and
100 for WDCS. Walkerton FC's 2022
Brockton Recreation Master Plan
78
season review indicates an increase of
approximately 150 participants over
pre-COVID years. Much of the growth
is attributed to a 45% increase in all
Timbits levels (U4, U5, U6) and the
addition of a new rep team in U11. The
FC program includes all age groups from
U4 to U18, two rep teams, and adult
programming (pick-up and women's)8. It
serves Brockton and other communities
in Grey and Bruce Counties.
Regionally, Walkerton FC's U8 and U10
players participate in the Saugeen
Mixed League circuit; U12, U15, U18
and adult all play within the Lakeshore
Soccer League. Both these leagues
consist of many teams from throughout
Bruce and Grey and also experienced
great growth in the 2022 season.
Lakeshore Soccer League alone had
64 teams, nearly 20 more than a pre-
COVID season. Due to the size and
central location of the Bruce Power
Regional Soccer Park, it has become
a central hub for many of the season
tournaments and festivals. A three-day
OFSAA (Ontario Federation of School
Athletic Associations) tournament was
8 In addition to summer programming, Walkerton FC works collaboratively with the Bluewater District School Board and Bruce-Grey Catholic District School Board to offer winter programming
(Futsal) at school facilities.
hosted at the Soccer Park in June 2022.
This growth is also contributing to a
higher profile for the area within the
larger soccer associations, including
Elgin Middlesex Soccer Association
(EMSA) and Southwest Regional Soccer
Association (SWRSA).
Municipal data on hours of use at the
Bruce Power Regional Soccer Park
fields reflect this rapid growth in soccer
activity for regular season programming
and tournaments. The fields opened
in 2017. In 2019 hours used totaled
479.0, and this figure had increased to
3,151.0 in the 2022 seasons. Due to the
increase in participation by younger age
groups, the current field arrangement
at the Park is three full fields and 3 mini
fields, as shown in Figure 5-3.
The primary field user groups in the
survey anticipate participation increases
in the next five to ten years to exceed
20%. Reasons other than population
growth for these estimates include
interest in the program/event focus of
the group; cost to participate; easy to
participate/limited time commitment;
socially interactive/fun programs; plans
to provide new programs/events; the
success of Canada's National Soccer
Teams and participation in world
competitions. Both primary user groups
indicated a need for access to more
fields in the next five to ten years. As
with ball diamonds, without complete
scheduling information for all fields
in the community, it is difficult to
determine the number that represent
an adequate level of supply for
Brockton's current population - which,
in turn, can be used to anticipate the
number of additional fields to provide
by 2033. Moreover, the Soccer Park was
developed to serve as a regional facility,
for which projected facility needs cannot
be based on local factors alone.
As noted above, there are other fields in
Brockton at Cargill Community Centre
(2) and three schools. More use of
school fields was reported than those
at the Cargill Community Centre, which
do appear to host limited activity. Given
the constraints on land area to add
fields at the Regional Park, demand
for use that materializes beyond that
79
Section 5: Facilities
to be accommodated at the Bruce
Power site will need to be allocated to
other facilities. While lighting fields is
an option, it may not necessarily be the
preferred way to increase capacity if it
will create too much wear and tear on
heavily used turf.
With five other fields available, and
not collectively used to capacity,
there appears to be sufficient supply
to meet growth-related needs. The
fact that school fields are used to a
greater extent than those at Cargill
Community Centre suggests the former
are of higher quality and/or closer to
the majority of users than the latter.
Whether municipal or school fields are
to be the focus of future improvements
to better accommodate organized
activity, is a consideration for the short
term. If school fields are identified as
the most promising locations for future
use, this may require site-specific
agreements with the appropriate
Board for joint capital improvements
and shared use. The key factor is
determining priorities on where to
focus investment beyond the Regional
Soccer Park if it is required. This is
particularly important given short-
term requirements for improvements,
and major investments in washroom/
concession building plans and parking
lot relocation, at the Bruce Power fields.
Another consideration is the potential
need to accommodate other field sports
that, based on general trends, are
gaining popularity in other communities.
While soccer will likely maintain its
dominance for some time, participation
in sports such as field lacrosse,
football, and rugby is increasing, and
municipalities are receiving requests
to allocate field time for these types
of activities. In some communities,
the designation 'soccer field' has been
replaced with terms such as 'playing
field', 'turf field', 'multi-purpose field', etc.
to reflect the need to accommodate a
wider range of activities.
PARKING LOT
Club
Shed
Timbit, U8, U10
field
Timbit, U8, U10
field
Timbit, U8, U10
field
Utility
Building
U15, U17 Rep, U18, Adult
U15, U17 Rep, U18, Adult
U11 Rep, U12
U15, U17 Rep, U18, Adult
U11Rep, U12
In accordance with the rules of soccer, game spectators are to sit on the opposite side of the team benches & officials
Figure 5-3: WFC Field Arrangement
Brockton Recreation Master Plan
80
As with ball diamonds, therefore, a
strategy to address soccer field needs
appears to be required and prepared
with the input of all field users and
facility providers. The Municipality
has plans to address several required
improvements at the Bruce Power
Regional Soccer Park including site
drainage and slope and implementing
a new (2022) turf management plan.
Other items to consider are:
- required levels of service (capital and
ongoing maintenance) for games
vs. practice fields if practice is to be
relocated from the Regional Soccer
Park at some point in the future
- addressing safety issues (e.g.,
protective netting at busy field
locations)
- division of responsibilities between
Municipality and users (e.g., lining
fields)
While this assessment indicates no need
to add more soccer fields to facility
supply during the term of the Master
Plan, it is based on partial data that
requires verification through ongoing
facilities planning activities, as discussed
in section 5.5.
Recommendations:
FA15. Implement known, required
capital and ongoing operations/
maintenance improvements to
the Bruce Power Regional Soccer
Park to support its growing
function as a hub for soccer
activity.
FA16. Consult with soccer field user
groups and facility providers
to develop a strategy for
planning appropriate use of
the community-wide supply of
soccer fields in relation to the
Bruce Power Regional Soccer
Park and its function within
Brockton and the wider region.
FA17. Institute ongoing monitoring
and tracking of soccer field
use to confirm future need for
additional fields.
FA18. Anticipate the need to allocate
time on soccer fields for other
types of field sports in response
to emerging trends.
Tennis and Pickleball Courts
There are three (3) lit tennis courts in
Centennial Park and one (1) court in
Elmwood Lions Park. The Centennial
Park courts are coin operated. Use is
booked on a first come, first served
basis with priority given to secondary
school use in May, June and September.
The Elmwood Lion's Park court is
available for unscheduled, casual use.
Courts at both locations are in poor
condition.
There is no community tennis club in
Brockton. Organized activity appears
to be limited to secondary school use
of the courts. Walkerton Pickleball,
which totals 50 participants, modifies
the Centennial Park tennis courts for
summer pickleball and reported that
they are in very poor condition. Local
players also travel to other communities
in the area (e.g., Hanover, Mildmay) to
participate in the sport.9
Participation in pickleball is strong, and
still rapidly growing. While the trend is a
North American-wide phenomenon..."a
recent Ipsos survey indicates there
are around 900,000 households in
9 Winter pickleball is played indoors at Cargill Community Centre and in school gyms.
81
Section 5: Facilities
Canada playing the sport, up from an
estimated 350,000 two years ago."10
The experience of other municipalities
indicates that pickleball courts are
currently among the most requested
new facilities in Ontario communities,
and there are a number of factors that
will likely support continued growth in
participation,11 including:
- its recognition as a legitimate
sport, with both recreational and
competitive categories
- play, in terms of rules and physical
intensity, is relatively easy
- an all-ages appeal
- national organizational commitment
to growing participation
- it can be played year-round indoors
and outdoors, with appropriate
facilities
- participants report that it is fun as
well as physically beneficial
Municipalities everywhere are
responding by quickly introducing
dedicated pickleball and/or dual tennis/
pickleball courts to facility supply.
Pickleball courts are being added
10 https://www.msn.com/en-ca/news/canada/pickleball-is-one-of-canadas-fastest-growing-sports-but-the-paddle-and-ball-can-make-a-racket/ar-AAU7GoR (February 2022)
11 https://www.selkirk.com/pickleballs-growth
12 https://www.tenniscanada.com/wp-content/uploads/2019/07/04.-Tennis-Participation-Data-and-Statistics-to-Assist-in-Facility-Planning.pdf
13 https://www.forbes.com/sites/brucelee/2022/03/20/tennis-participation-bounced-even-higher-in-2021-up-279-since-2019/?sh=10a9685145f5
through combinations of new builds and
repurposing existing tennis courts.
To date, Brockton has no outdoor
pickleball courts and is rectifying
this deficiency with planned capital
improvements to the courts in
Centennial Park, which include replacing
the court surfacing, lines and nets and
adding LED lighting. One of the courts
will be converted to two pickleball
courts. This project was carried forward
from the 2022 to the 2023 budget.
This initiative will accommodate at
least some portion of demand for
community-based pickleball activity in
a timely manner if implemented in the
short term.
It is unlikely, however, that introducing
two pickleball courts will be sufficient
to meet long-term need. As part of
the 2023 initiative, the Municipality
could consider making one of the two
remaining tennis courts a dual use
facility, which would provide additional
capacity for organized pickleball while
retaining one court exclusively for
tennis. Many municipalities have had to/
are now dealing with conflicts between
tennis and pickleball players over shared
use of courts. If a dual use approach
is taken, therefore, it will likely need to
be supported by an allocation policy to
ensure clarity around shared use of the
court. Allocation policy is discussed in
Section 7.0 on service delivery.
A balance in provision of tennis relative
to pickleball facilities will also be
required. Secondary school tennis use
should continue to be accommodated
at Centennial Park. Moreover, the
refurbished courts may generate new
participation in tennis. Despite the
recent dominant trend in pickleball,
tennis is still a strong sport and needs to
be supported at the community level.
Data in Table 5-7 from a 2018 study on
frequent players12 show the appeal of
tennis to youth and young adults, as well
as its potential to engage newcomers to
Canada in community sport.
More recent American statistics show
a 4.5% increase in tennis participation
from 2020 to 2021.13
Brockton Recreation Master Plan
82
Enabling organized use and instruction
for all ages in both tennis and pickleball
requires the provision of good quality
facilities. The need to balance provision
of tennis and pickleball courts,
therefore, will be important to future
facility planning and development.
All users should be engaged in
consultation, periodically if warranted,
to gauge relative need for each type of
court. This includes the pickleball group,
representatives of secondary school
tennis programs, community members
who use courts on a casual basis, and
organized tennis activity (if it should
materialize within the Plan's timeframe).
Without existing facilities and use
data, establishing a population based
provision ratio is not possible, and
each community varies in appropriate
levels of supply in the local context.
However, as a rough target a 1 dual use
court per 2,500 population14 could be
adopted pending the need to confirm
it with actual use of facilities as they
are provided. This level of provision
indicated the need for 4 courts at
current population (9,784) and covers
14 By type of court, this ratio represents 1:5,000 population assuming equal provision and is, therefore, lower than it appears.
the provision of 'new' facilities through
improvements to existing pads. Based
on this tentative provision ratio,
population by the Master Plan's end
year (11,780 in 2033) will require a total
of five (5) courts.
After the Centennial Park courts are
reactivated, there are two potential
options to providing an additional court:
- Chepstow Lions have requested
$20,000 ($10k/year for two years)
from the Municipality to help
develop a multipurpose court with
pickleball, tennis, and basketball in
their park.
- The Elmwood Lion's Park court could
be refurbished.
Both locations are roughly equidistant
from Walkerton (Chepstow is 16 km
Table 5-7: Canadians That Played Tennis at Least Once a Week During Tennis Season
Number and Proportion of Participants
2,936,000 Canadians
8% of Canadians
Breakdown by Gender
Male:
58%
Female:
42%
Breakdown by Age Group
6 to 8
9 to 11
12 to 17
18 to 34
35 to 49
50+
2%
5%
25%
38%
22%
7%
Additional Facts
67% of participants over 18, have children under 18 at home
18% were born outside of Canada
83
Section 5: Facilities
and Elmwood is 21 km) and would
contribute to improved distribution of
recreation opportunities. While actual
use of courts as they are provided may
support the development of more than
one additional facility in the longer term,
choosing between these two Parks to
begin adding to supply should consider
the following:
- relative costs to the Municipality to
develop/maintain the new court vs.
upgrade the existing facility
- the long-term potential to add
courts at each location
Monitoring the use of facilities by
activity will also be important to confirm
demand, and determine the need to
either adjust scheduling to equitably
accommodate both types of use or
add courts to supply. This can begin at
Centennial Park as soon as the courts
are available for use and extend to other
facilities as they are added to supply.
The pickleball group anticipates
a relatively modest increase in
participation over the next five to ten
years of between 5.1% and 10%, and
largely due to population growth.
More courts may be required to meet
demand, however, if participation rates
continue to escalate.
Recommendations:
FA19. Implement current plans to
refurbish Centennial Park
tennis courts to accommodate
pickleball and tennis.
FA20. Use preliminary provision
ratio of 1 dual tennis/pickleball
court for 2,500 population for
planning purposes, which will
meet facility requirements for
current population through
refurbishment to four existing
courts, and need to the end of
the Plan's term by adding one
court to supply.
FA21. Monitor use of both tennis and
pickleball courts to confirm
demand for additional facilities
and/or dual use scheduling
of existing courts to equitably
accommodate both uses, and
to adjust provision level, as
warranted.
Pool
The Municipality of Brockton has
a 21.3 metre heated outdoor pool
in Centennial Park with an AODA
accessible family change room. The
pool is scheduled by the Municipality
for aquatic instruction, water-related
fitness programs, and recreational swim.
WDCS girls varsity sports uses the pool
for cross-training. It is also available for
private rentals.
In consultation activities for the
Master Plan, considerable interest
was reported in an indoor pool. It was
the second most frequently identified
facility interest, after an indoor track.
In most communities without these
facilities, interest in providing an
indoor pool emerges in Master Plan
studies. Aquatic centres are clearly
popular and beneficial recreation
facilities. They are also very costly to
build and operate, particularly for
smaller municipalities. Even with capital
grant support from upper levels of
government the municipal share to
build these facilities is considerable,
particularly when incorporating building
and operating technologies to achieve
Brockton Recreation Master Plan
84
net zero emissions. Smaller population
bases cannot generate the use levels
required to offset considerable annual
operating costs, which results in the
need for taxpayers to carry a large
deficit each year. A general rule of
thumb is a minimum market of about
30,000 people to consider the feasibility
of providing a facility. With a current
(2021 Census) population of 9,784 and
a 2036 projection of 12,220, Brockton's
population will remain well below this
threshold beyond the Master Plan's ten-
year timeframe.
Web-based information indicates that,
although there are exceptions, most
municipalities in Ontario with up to
populations of 30,000 do not have
indoor pools. Table 5-8 shows that,
from a total of 337 indoor 25-metre and
leisure pools in Ontario, 78 (23%) are
in communities (both rural, small and
larger urban) below 30,000 population.
These are the types of pools that
would be most comparable to a facility
for Brockton. Over three-quarters of
Ontario communities of smaller than
30,000, therefore, do not have indoor
pools.
Additional considerations specific to
Brockton are that it has an outdoor
pool, which Table 5-8 shows is also not
common for smaller municipalities.
Table 5-8: Ontario Census Subdivisions with Pools by Type1
Year
# owned by all
jurisdictions
(provincial,
regional,
municipal)
# owned (or
leased) by
lower-tier
municipalities
%
municipally
owned
Census
subdivisions
1 (CSDs)
within Rural
and Small
Town Areas*
Census
subdivisions
1 (CSDs)
within Larger
Urban
Centres**
Rural and
Small +
Larger
Urban up
to 29,999
Population
Census
subdivisions
1 (CSDs)
within Larger
Urban
Centres**
# CSDs in with
population of
1,000 or more
# in CSDs
population up
to 29,999
#/% of total
# in CSDs
population
30,000 +
Indoor, 25 metres
221
221
100
30
22
52 / 24%
169
Indoor, 50 metres
or longer
13
13
100
1
1
2 / 15%
11
Indoor, leisure
116
116
100
15
11
26 / 22%
90
Outdoor
263
263
100
49
21
70 / 27%
192
* outside Census Metropolitan Areas and outside Census Agglomerations
**within Census Metropolitan Areas and Census Agglomerations
1 Rural Ontario Institute. Focus on Rural Ontario. Vol. 7, No. 11, 2020 Culture, Recreation and Sports Infrastructure in Rural Ontario
85
Section 5: Facilities
Brockton, therefore, is better served
with aquatic facilities than most
Ontario communities. Moreover, the
Town of Hanover has an indoor pool
that Brockton residents use. Hanover
is approximately 12 km directly east
of Walkerton, which is a reasonable
distance to travel to a major recreation
facility and Brockton would be
considered part of the market for this
pool. Introducing another indoor pool
into this market would be detrimental
to both facilities, as they would compete
against each other for the same users.
Recommendations:
FA22. Continue to operate the outdoor
pool at Centennial Park.
FA23. Do not develop an indoor pool
in Brockton. Residents are part
of a relatively small market that
supports the indoor pool in
Hanover, which cannot feasibly
support a second aquatic centre
Lawn Bowling Clubs
There are two lawn bowling clubs in
Brockton: Walkerton Lawn Bowling
and Cargill Lawn Bowling. The former
is on Jane Street near Colborne Street
South and has a small clubhouse. The
latter is part of the Cargill Community
Centre grounds and uses indoor space,
as needed. Membership in the two
clubs totals 93, with 72 belonging to
Walkerton and 21 belonging to Cargill.
Almost all participants are Brockton
residents and include age groups from
13 to 75+ years old.
In both cases, the property is owned
by the Municipality and the volunteer-
based clubs are responsible for
operations, with limited municipal
support. The Cargill Club pays the
municipality $2,500 annually for
maintenance of the green.
Many smaller municipalities do not
have lawn bowling facilities. Brockton is
fortunate to have two greens that help
diversify opportunities for residents -
including youth - to participate in active
recreation. It is important, therefore,
that these facilities remain part of local
supply. Both clubs anticipate increases
in membership ranging from 15.1%
to 20%, due to many factors including
population growth and change; cost
to participate; an increasing focus
on healthy, active living; interest
in program/event focus; easy to
participate/limited time commitment;
socially interactive/fun programs. At the
same time, the clubs indicate interest
in various levels of support from the
Municipality including help with grants,
and additional assistance in covering
operating costs (e.g., Municipal staff
trained in caring for greens in place of
the contribution to contracted services).
The section of the Master Plan on
the service delivery system discusses
the potential to strengthen municipal
support to the volunteer sector and
municipal grants, which relate to the
nature of assistance noted here.
Recommendations:
FA24. Continue to support both lawn
bowling clubs in Brockton.
FA25. Review approaches related to
service support and formulate
new/revise existing policies and
practices.
Brockton Recreation Master Plan
86
Asset Management
The Municipality's 2021 Asset
Management Plan (psdcitywide) assigns
the following collective, age-based
condition rating to Brockton's sports
fields and courts:
- 74% very good
- 4% fair
- 7% poor
- 15% very poor, which aligns with the
proportions identified as having no
(14%) or 0 to 5 (1%) years of service
life remaining
The recommendations from the AMP (p.
90) are current and so replicated here.
Recommendation:
FA26. Continue to implement the
2021 Asset Management Plan
recommendations:
-The Municipality should
conduct an inventory review,
collect, and consolidate asset
data to ensure all relevant
assets are accounted for.
-All replacement costs used
in this AMP were based on
the inflation of historical
costs. These costs should
be evaluated to determine
their accuracy and reliability.
Replacement costs should be
updated according to the best
available information on the
cost to replace the asset in
today's value
-Identify condition assessment
strategies for high value and
high-risk assets.
-Review assets that have
surpassed their estimated
useful life to determine if
immediate replacement is
required or whether these
assets are expected to remain
in-service. Adjust the service
life and/or condition ratings
for these assets accordingly.
-Work towards developing
risk models and adjust these
models according to an
evolving understanding of the
probability and consequences
of asset failure.
-Work towards identifying
current and proposed levels
of service as per O. Reg.
588/17 and identify the
strategies that are required
to close any gaps between
current and proposed levels
of service.
87
Section 5: Facilities
5.4 Facility Planning
In preparing the Master Plan facility
assessments, information was
not always available, consistently
documented, and comparable across
facilities and over time. A solid,
comprehensive, ongoing information
base is essential to confident decision-
making regarding future facility
provision. Relating facility needs to
actual use is essential to optimizing
spending on asset management, new
facility development and for projecting
operating costs and revenues.
The Municipality has recently
implemented recreation management
software, which will be a key tool
to inform facility planning. As the
Municipality further operationalizes this
software, it can improve its planning
function by integrating the following
items into monitoring and tracking
facility use:
- including all municipal facilities in
data collection, whether they are
scheduled by the Municipality or by
community groups that use them,
to ensure all use is represented in
determinations of need to adjust
supply levels to meet demand
- defining prime and non-prime
time by facility type and tracking
use within these two categories,
to distinguish between peak and
non-peak use levels as indicators of
opportunities to increase operating
hours/allocation processes to
accommodate peak demand before
considering additions to supply
- tracking unmet demand for access
to facilities to provide a picture
of how much more use would
potentially materialize if new/
expanded facilities were made
available, which is particularly
important for establishing need for
facilities that are not part of current
supply
- tracking use by individual
components of larger facilities, if
they are programmed/scheduled
separately (e.g., community hall
kitchens rented/used for purposes
such as culinary programs/business
rentals in addition to including them
in 'rental packages' for social events)
The need for new/expanded recreation
facilities can only be verified if both
current levels of use and measures/
indicators of unmet demand are known
for all facilities used for organized
activity. This provides the basis for
improved decision-making on capital
and operations investment, particularly
as choices must be made in allocating
municipal resources. It will require
working with community groups that
use municipal facilities to design an
information collecting and reporting
system that will seamlessly feed into
the management software program for
tracking/monitoring purposes.
Ideally, use of municipally owned
facilities should be supplemented with
comparable information on the use of
those belonging to other providers. In
this way, relevant data can be combined
and used to develop a true picture
of community-wide use and demand
for each type of scheduled facility:
ice pad(s), arena floor(s), halls, ball
diamonds, soccer fields, tennis courts,
pickleball courts, etc.
Brockton Recreation Master Plan
88
As discussed elsewhere in the Master
Plan, data on actual use can be used
to verify the number and types of
diamonds/fields/courts, etc. needed
to meet actual demand at current
population, which can be used to
anticipate requirements for future
population. An oversupply of individual
facilities at current population means
future needs (partially or fully) can
possibly be met with existing supply
through improvements, more efficient
scheduling, repurposing municipal
facilities or access to those of other
providers. When these options are
not available, need for new municipal
facilities may be the necessary response.
Drop-in/casual use facilities such
as outdoor tennis/pickleball courts
should also be monitored and tracked
to provide evidence of use to relate
to the need for additions to supply.
Random rotating visits (i.e., weekdays,
weekends, evenings, mornings, etc.)
to these facilities to record levels of
activity during season(s) of use should
be part of day-to-day operations. Since
peak season for outdoor facilities is
late spring through early fall, this work
could be assigned to a summer student
position.
Facility planning is one component of
overall recreation services planning,
other components of which are
discussed in the program section of the
Master Plan.
Recommendations:
FA27. Expand existing/develop new
mechanisms to produce a
comprehensive picture of
community-wide facility use for
planning.
FA28. Use management software to
collect and tabulate data in a
manner that contributes to
facility planning and operations
that is in line with identifying
evidence-based demand,
purposes by:
-monitoring and tracking
scheduling and use of all
municipally owned facilities,
in terms of type and their
respective prime/non-prime
times
-documenting unmet demand
for each type of facility and
for those not currently part of
supply
FA29. Work with community groups
that use municipal facilities and
other not-for-profit recreation
service providers to design
an information reporting
system that will feed into
the management software
program for tracking/monitoring
purposes.
FA30. Periodically visit and record use/
activity at facilities available for
casual use.
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Section 5: Facilities
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Section 6: Open Spaces
Brockton Recreation Master Plan
92
6.0 Open Spaces
6.1 Introduction
This section contains the open spaces
assessment and recommendations.
For the purpose of this Plan, the term
"open spaces" refers to parks, water
access points and trails. This section
covers all aspects of open spaces (such
as shade, maintenance, amenities, etc.).
While scheduled outdoor facilities are
discussed in Section 5.0, this section
also covers unscheduled park facilities
such as playgrounds, dog parks, etc.
The first part of this section provides a
brief overview of the key directions for
open spaces based on findings from
the community consultation process.
These findings, discussed in further
detail in Section 3.2, provide a summary
and reasoning for the open space
recommendations later in this section.
In Section 6.2, municipal-wide open
space recommendations are discussed
for all types of open spaces (parks,
water access points, and trails). Then,
additional recommendations are
separated further into four parts:
overall parks recommendations
(6.3), overall water access point
recommendations (6.4), overall trails
recommendations (6.5) and site-specific
park and trail site recommendations
(6.6).
Based on the findings from Section
3.2, the following opportunities and
challenges were identified. These
opportunities and challenges helped
to inform the recommendations later
in this open spaces assessment and
implementation section (8.0).
Opportunities
Parks
For parks, the most desired new or
expanded sport/fitness programs/
opportunities include court and field
sports, outdoor water-based activities,
outdoor ice activities, non-motorized
trail activities, one day special events
and a dog park. As indicated in
the Facilities Section (5.0), many of
Brockton's outdoor facilities are in need
of improvement or replacement.
Water Accesses
A greater percentage of respondents
use Saugeen River access points
from the online survey than from the
telephone survey. The most popular
water access points for both surveys
include Brant Concession 8 Bridge
(access #6) and Maple Hill Dam (Bruce
Road - access #4). Another popular
water access point from the online
survey includes Lobies Park (Walkerton
- access #5). This information is
helpful to determine which water
access points should be prioritized for
improvements first. Ideally the most
used access points should be updated
sooner. From the online survey, the
improvements respondents most want
to see to Saugeen River access points
include more waste receptacles, more
parking, washrooms, non-motorized
boat launches and water/shore cleanup
programs.
93
Section 6: Open Spaces
Trails
Trails were the top outcome of the
Strategic Action Plan, indicating they
are highly desired by the Brockton
community. In general, the public wants
to connect to other communities and
subdivisions, add more bridges over
the Saugeen River and add active
transportation trails.
The majority of user groups indicated
they do not use trails for programs or
events (75%) so there is opportunity to
find ways to make trails more attractive
and accessible to user groups. Trail
events and programs have the potential
to generate revenue and improve
volunteerism. From those user groups
that do use trails, the most commonly
used trails are the Saugeen River Trail,
the Brant Tract Trails and the Bruce
County Rail Trail.
The majority of survey respondents
think the Saugeen River Trail requires
improvements (51% Online Survey, 35%
Telephone Survey). The most requested
trail improvements by all survey
respondents include:
- More trail access points and
trailheads
- More trails in parks
- More trail connections and trail
loops
- More trail amenities (washrooms,
water fountains, benches, picnic
tables, bike repair stations, shade,
lighting etc)
- Better/increased trail maintenance
Online survey respondents also
indicated a desire for covered areas for
markets and picnics, and gym/fitness
stations. User group respondents
indicated the need for better separation
between motorized and non-motorized
users, more information, more
education/stewardship initiatives and
accessible fishing platforms.
Challenges
Along with the exciting opportunities
discussed above, there are also
challenges to achieving them. Of course,
financing the development of new and
improvements to existing open spaces
is not always easy. The Implementation
Section of this Plan (8.0) will be a tool
for the Municipality to use for future
financial planning.
Currently, Brockton does not have
a parks by-law. A parks by-law helps
to keep open spaces safe for all to
enjoy. Recently, the Municipality has
been experiencing more homeless
encampments in its open spaces and
the consultation process brought to
light continued concerns, especially on
trails. The Municipality has created an
encampment by-law and entrusts the
YMCA to connect with and offer services
to those in need.
6.2 Municipal-Wide Open
Space Recommendations
The following overall recommendations
are directed to all open spaces in
Brockton, including parks, water access
points, and trails. They are discussed
below under the following headings:
- Parks by-law
- Open space strategies
- Maintenance
- Accessibility
Brockton Recreation Master Plan
94
Parks By-law
Park by-laws are intended to ensure the
safety of visitors, to protect parkland
and ensure everyone has an enjoyable
experience within municipal parks. The
development of a parks by-law will help
establish etiquette and rules for the safe
enjoyment of open spaces in Brockton.
The Municipality should refer to this
Plan to pave the way for the creation of
its own parks by-law (see section 2.3).
The new by-law should apply to all open
spaces, including water access points
and trails.
Recommendation:
OS1.
Develop a parks by-law.
Open Space Strategies
In planning for the future, it is important
to develop strategies for various aspects
of open space to promote consistency
in design and achieve goals. This
Plan recommends three open space
strategies: signage, public art and land
access.
The purpose of a signage strategy is
to develop visual consistency for the
placement and design of signage in
Brockton, including safety, wayfinding
and interpretive signage. The strategy
should:
- Develop standards for the strategic
placement of signage, and a
hierarchy and graphic style/design
for all types of signage
- Include road and highway signage
showing directions to local and
regional destinations
- Include signage for water access
points, no-parking signage, park
and trail rules and regulations, park
entrance signs, directional signage,
etc.
- Incorporate the Brockton logo
As new parks and trails get developed,
the signage strategy should be followed.
Where there is already existing signage
in open spaces, signage updates
should be implemented over time
in conjunction with trail and park
improvement/development projects.
Signage should always be included in
budgeting for park and trail projects.
In Brockton, there is already funding to
update signage for all Municipal trails,
therefore the trails aspect of the signage
strategy should be developed first.
A public art strategy helps to plan,
organize, and facilitate opportunities
for the implementation of public art
throughout Brockton parks, trails and
new developments. There should be
opportunities for standalone pieces,
as well as artistic elements integrated
directly into infrastructure. Artistic
features can be incorporated into
engineering or architectural features
(e.g., railings, lighting, paving patterns,
shade structures, signage, site furniture,
etc.). The Municipality should continue
to work with the Brockton Arts
Committee to help communicate with
artists and coordinate the planning and
application process.
The goal of the land access strategy
is to understand and develop the
tools to procure access to lands for
recreation. The Municipality should
use the Planning Act and/or tools
listed below. The Planning Act provides
Brockton with tools to provide public
access through the planning approval
(subdivision) process and parkland
dedication (Planning Act, s.51.1). This is
95
Section 6: Open Spaces
important as lands are subdivided and
parcels for parks and open spaces are
created. Land easement agreements
may be required as new trails get
developed. These agreements should
be made before trails become 'public'
(appear on maps, social media, etc.).
Other than easements, partnerships
are another option to provide public
access to private lands at a lower cost.
While the Planning Act is limited to new
developments, there are other planning
tools that can be used to help gain
access to private lands for trails. These
include:
- Purchase
- Option to purchase
- Right-of-First-Refusal
- Easement/Right-of-Way
- Lease/License
- Land Swap
- Inter vivos gift (donation)
- Testamentary disposition/bequest
- Traditional Land Use or Regulatory
Controls
- Land Trust
- Conservation Easement
Figures 6-1 and 6-2 illustrate potential
trail/trail segment routes to arrive
at an interconnected system over
the long term (and possibly well
beyond the term of the Master
Plan). Some of the proposed trails
traverse private property, which would
require consultation with individual
landowners to determine their interest
in trail development on their land,
and negotiations on access to their
property for development and use. In
some cases, acquisition might be an
appropriate solution while in others
easement agreements might afford
required access. The purpose of the
Master Plan exercise is to identify
potential locations/parcels of interest,
so that the Municipality is aware of them
should opportunities arise to access
them for trail development.
Recommendations:
OS2.
Develop a signage strategy.
OS3.
Consider developing a public art
strategy.
OS4.
Develop a land access strategy.
Maintenance
Maintaining open spaces in Brockton
is important, especially as new parks,
trails and water access points get
developed or updated. To help fund
maintenance, the Municipality should
collect a percentage of revenue from
open space-related events to go
towards the maintenance of open
spaces (parks, trails, water accesses).
These funds should be set aside funds
for maintenance for when repairs are
needed that might require outside help
(a contractor).
Sometimes, small additions to open
spaces can have a big impact. To help
reduce the spread of invasive species,
lower maintenance time/costs on
removal and get the public involved in
helping to reduce harm, the Municipality
should install boot brushes at key open
space locations. Ideal locations include,
but are not limited to:
- Park entrances
- Trailheads
- Boat launches/accesses
Brockton Recreation Master Plan
96
Signage should be installed nearby
to provide an explanation about the
purpose of the boot brushes (preventing
the spread of invasive species by limiting
seed dispersal, etc.) with instructions on
how to use them.
Recommendations:
OS5.
Implement maintenance fund to
help pay for park, trail, and water
access maintenance.
OS6.
Implement boot brush stations.
Accessibility
All new open space developments
should be designed and constructed
to meet Accessibility for Ontarians with
Disabilities Act (AODA) standards. A
major component of AODA standards
is providing everyone with access to
outdoor spaces. Brockton's 2021-2025
Multi-Year Accessibility Plan By-Law
calls for a community walkability plan,
maintenance and upgrades and for new
developments to provide pedestrian
connections. This Plan recommends
adopting universal design whenever
possible for all new open space
developments. Universally designed
spaces are for everyone. For example,
universal design recognizes that almost
all people at some point in their lives
will benefit from accessible elements
(such as a washroom, seating, low grade
changes, clear signage, etc.). Planning
for everyone will ensure that everyone
belongs in Brockton's open spaces. To
achieve universal design, at a minimum,
the Municipality should:
- Connect open space amenities
together with paths
- Instal accessible surfacing and play
equipment
- Provide accessible parking stalls
near amenities and paths
- Whenever possible, provide
washrooms and water fountains at
major parks, trailheads and water
access points (washrooms could be
the portable variety)
This Plan recommends new parks
and trails would be prioritized for
universal design. After this, there could
be a phased approach to improving
accessibility in existing open spaces.
Recommendations:
OS7.
Promote accessibility and ensure
new parks and trails meet
Accessibility for Ontarians with
Disabilities Act (AODA) standards.
OS8.
Continue to provide/add more
washrooms and water fountains
to public parks.
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Section 6: Open Spaces
6.3 Overall Park
Recommendations
Introduction and Park Inventory
There are 18 parks in Brockton with
a total area of over 48 hectares.
The average park is 2.7 hectares in
size. Table 6-1 highlights the existing
amenities and non-scheduled facilities
that exist in each park.
The following general recommendations
apply to all parks in Brockton. Integrated
recreation site recommendations, which
are more site-specific, are discussed
in Section 6.6. Here, general park
recommendations are discussed under
the following five headings:
- Park classification system
- Park supply and distribution
- Park Maintenance and Updates
- Health and Wellness in Parks
- Non-scheduled park facilities
Park Classification System
Park classification systems encourage
appropriate supply of parks in the
Municipality by outlining each park
type with a description, list of features
and amenities and current provision
relative to population. Brockton does
not currently have a parks classification
system. The recommended park
classification system includes the
following three typologies:
- Major Park
- Neighbourhood Park
- Parkette
These typologies are described in Table
6-2 and existing parks have been placed
into a typology. As parks get planned
and developed, a typology should be
determined and assigned as soon as
possible to ensure the park meets the
recommended requirements.
Recommendations:
OS9.
Adopt a park hierarchy.
OS10. Assign parks to the Major Park
typology.
OS11. Assign parks to the
Neighbourhood Park typology.
OS12. Assign parks to the Parkette
typology.
Park Supply and Distribution
Park supply must be considered in
Brockton's specific context:
- In most of the Municipality, growth
is slower, less dense and many
residents have access to more
private recreation space (e.g., large
lots) - therefore, the need for public
greenspace is not as pressing
- Walkerton is experiencing more
growth
The analysis of park supply and park
distribution helps to determine if
enough parkland is being provided in
the right locations, and where parkland
might be missing. Moreover, with the
recommended park classification
system, communities should also have
access to a variety of park types. While
Brockton's parkland supply is currently
meeting its needs, outside of Walkerton,
there are no neighbourhood parks
or parkettes. Cargill, Elmwood and
Chepstow all have at least one major
park, which is sufficient at this time so
long as they remain updated. Should
park development occur in any of
these three locations, a neighbourhood
Brockton Recreation Master Plan
98
Table 6-1: Recommended Park Classification System
Typology
Description
Examples of design, facility, and
amenity considerations
Parks to be included
Major Parks
Mixture of active and passive
Should be located near
residential areas
Generally greater than 1.2
hectares in size
Usually a mix of manicured,
natural, and hardscape
surfacing
Generally advertised on the
Municipal website
Should include parking, washrooms,
signage, waste receptacles, park
sign, water fountain or bottle fill
station
Can include sports fields or ball
diamonds fit for league play, ice
rinks, skating loops, skate parks,
tennis and pickleball courts,
basketball courts, change room
facilities, play equipment, public
art, habitat enhancement features,
interpretive signage, monuments
Elmwood Community Centre Park
Elmwood Lions Park
Cargill Community Centre Park
Chepstow Lions Park
Walkerton Community Centre and
Park
Lobies Park and Campground
Riverbend Park
Bruce Power Regional Soccer Park
Centennial Park
Rotary Nature Park
99
Section 6: Open Spaces
Table 6-1: Recommended Park Classification System
Typology
Description
Examples of design, facility, and
amenity considerations
Parks to be included
Neighbourhood
Parks
Mixture of active and passive
Should be located in
residential areas
Size varies, usually smaller
than a major park
Usually open lawn space
with natural or naturalized
vegetation (or a mix of both),
and some hardscape
Should include play equipment,
shade, and seating, waste
receptacles, park sign
Can include splash pads, exercise
equipment, gardens, trails, passive
space, lighting, washrooms, parking,
water fountain or bottle fill station,
habitat enhancement features,
interpretive signage
Westwood Park
Central Park (Tot Lot)
Market Garden Park
Community Gardens
JDR New Park Lot subdivision
Parkettes
Always passive
Usually located at community
gateways and major
crossroads, or in small
remnant urban parcels
Size varies, usually smaller
than a neighbourhood park
Usually open lawn with
gardens
Can include gardens, monuments,
entry signs, paths, public art,
interpretive signage, monuments
Memory Lane Park
Walkerton Lawn Bowling Greens and
Cenotaph
Heritage Water Garden
Brockton Recreation Master Plan
100
Table 6-2: Existing Parks Inventory
#
Name
Area
(ha)
Park Classification
Playground
Boat
Launch
Basketball Court
1
Cargill Community Centre and Park
9.54
Major
Yes
Yes
2
Chepstow Lions Park
6.43
Major
Yes
3
Elmwood Community Centre and Park
1.22
Major
Yes
4
Elmwood Lions Park
4.21
Major
Yes
Yes
5
Bruce Power Regional Soccer Park
6.23
Major
6
Lobies Park and Campground
3.41
Major
Yes
Yes
7
Riverbend Park (Bend Park)
3.33
Major
8
Rotary Nature Park
1.81
Major
9
Central Park (Tot Lot)
0.27
Neighbourhood
Yes
10
Market Garden Park
0.09
Neighbourhood
11
Memory Lane Park
0.31
Parkette
12
Walkerton Community Centre and Park
4.70
Major
13
Westwood Park
1.46
Neighbourhood
Yes
14
Walkerton Cenotaph and Lawn Bowling
0.53
Parkette
15
Centennial Park
4.47
Major
Yes
Yes
16
Heritage Water Garden
0.49
Parkette
17
JDR New Park Subdivision
0.19
Neighbourhood
Yes
18
Brockton Community Garden
0.06
Neighbourhood
101
Section 6: Open Spaces
Outdoor Skating
Area/Rink
Splash Pad/
Wading Pool
Pavilion/
Gazebo
Washrooms
Stage/
Performance Area
Trails
Parking
Lookout
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Wading Pool
Yes
Yes
Yes
Yes
Yes
Yes
Splash Pad
Yes
Yes
Yes
Yes
Yes
Brockton Recreation Master Plan
102
park or parkette should be a priority.
In Walkerton, the priority is walkability
and connection, and moving forward
parkland and connections should be
prioritized.
This Plan recommends adopting a
minimum park size of 1.2 hectares for all
future parks. This is a goal to strive for
rather than a set rule that must always
be followed. Small parcel size can limit
the type and amount of facilities and
amenities parks can provide, leaving
potential for service gaps of larger
facilities. Larger parks generally allow
for greater opportunity for the co-
location of park facilities and amenities,
as well as the provision of multi-sport
complexes, large sport fields and nature
enjoyment. When possible in new
subdivisions, combine parkland parcels
to create larger parks.
Recommendations:
OS13. Ensure new residential
developments incorporate
adequate parkland and ensure
new parks are connected by
pedestrian trails or pathways
to existing parks, trails and
amenities.
OS14. Adopt a minimum park size goal.
Park Maintenance and Updates
Making sure park updates continue
to occur on a regular basis ensures
the Municipality does not fall behind
on repairs and upgrades. According
to the Asset Management Plan,
park appurtenances (parking) are
in fair condition due to old age. The
Municipality should make a plan to
update parking areas in parks over
time in conjunction with other projects.
Updates to parking areas may include,
but is not limited to:
- Repaving/resurfacing
- New line markings
- New/additional accessible parking
stalls
- Permeable paving
- Parking and directional signage
Moreover, the Asset Management
Plan indicates lights and fencing in
parks are in poor condition due to
old age. Similarly to parking lots, the
Municipality should make a plan to
update lighting and fencing in parks over
time in conjunction with other projects.
Updates to lighting and fencing may
include, but is not limited to:
- Updating lighting to LED
- Ensuring popular parks and trails are
adequately lit, especially if they are
used in the winter season
- Replace fencing
In addition to regular updates and
maintenance, the Municipality should
look for innovative ways to reduce the
amount of maintenance required in
parks and the cost. One way to reduce
maintenance costs is to reduce the
amount of mowing that takes place in
parks. If there are areas of parks that
are not currently used for sports or
active play, they should be naturalized
by planting native trees and shrubs.
These naturalized areas will create
habitat for birds and pollinators, while
reducing the amount of mowing time
and fuel costs. The Municipality should
start with small naturalized areas and
expand them over time. Interpretive
signage and educational messaging
should be located near planting sites for
the public to see. The planted areas will
still require some maintenance, such as
regular watering for new trees, annual
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Section 6: Open Spaces
or biannual mowing and monitoring. The
Municipality should explore partnering
with local organizations and schools to
help with planting and maintenance.
Naturalized planting areas are already
being implemented in Centennial Park
and Rotary Nature Park. The Municipality
should work with horticultural staff to
determine other appropriate locations,
ideally on slopes and other underused
areas in parks.
Recommendations:
OS15. Update parking areas.
OS16. Update lighting and fencing.
OS17. Decrease mowing in parks and
create naturalized planting areas.
Health and Wellness in Parks
Parks help to provide many
opportunities for health and wellness
by helping people to get outside, get
exercise, and relax. Park amenities,
such as shade, picnic shelters and park
furniture (benches, picnic tables, etc.)
allow the public to feel safe and at home
in the outdoors. Additionally, outdoor
events allow people to get to know each
other and their communities, fostering a
sense of pride and togetherness. These
are all important elements that parks
can provide.
According to the Asset Management
Plan, picnic shelters and park furniture
are in poor condition due to old age. In
addition to updating aging shelters and
furniture, the Municipality should seek
opportunities where more shade could
be provided as new parks are developed
and existing parks are upgraded.
Shade should be provided through the
appropriate placement of trees and/or
shade structures.
The Strategic Action Plan says to
"Promote cultural events in Brockton's
hamlets (example: Elmwood Concerts
in Park, Cargill outdoor concerts)."
The Municipality should work with
active committees/foundations that do
event planning to use parks and event
spaces. Existing pavilions, gazebos and
shelters should be maintained, regularly
inspected and updated as required to
be ready for use at future events. The
Municipality should develop a plan to
provide a power source and potentially
water hookups for events. In some
instances, event spaces are already
located next to community centres,
which could provide power and water
sources. There should also be a plan to
provide additional garbage and recycling
bins for events.
Recommendations:
OS18. Promote parks as event spaces.
OS19. When undertaking park
upgrades and developing new
parks, ensure sufficient shade is
provided.
Brockton Recreation Master Plan
104
Non-scheduled Park Facilities
This section discusses non-scheduled
park facilities including playgrounds,
dog parks, skate parks,basketball courts,
splash pads, and outdoor skating areas.
For scheduled outdoor facilities, which
includes ball diamonds, soccer fields,
tennis and pickleball, see Section 5.0.
Playgrounds are an important
gathering point for communities. The
Municipality should conduct a study
regarding the demographics in areas
surrounding existing playgrounds to
determine if they are being used. If
any playgrounds are not being used,
they should be removed at the end of
their life cycle. The playgrounds that
are being used will likely need updates.
According to the Asset Management
Plan, playgrounds are in poor condition
due to old age. Furthermore. The Multi-
Year Accessibility Plan By-Law indicates
the renewal of playground equipment
is needed in Brockton, especially in
relation to accessibility. At the end of a
playground's lifecycle, the Municipality
should update its equipment and
surfacing. Brockton is well-served by
playgrounds at this time; however, there
are two locations that would greatly
benefit from a new playground:
- JDR Subdivision Park
- Walkerton Lawn Bowling Greens and
Cenotaph
There are currently no dog parks in
Brockton. With a service target of 1
dog park per 10,000 people, Brockton
should develop one dog park. The
Parks and Recreation Committee has
determined a location at Riverbend Park
for a 0.4 hectare fenced dog park. The
Saugeen Valley Conservation Authority
has also approved this location. Recently
a quote was received indicating a
potential cost of $52,000 for fencing,
which would include the perimeter of
the dog park, gates, and a separated
small dog area. The new dog park
should include:
- An area for small dogs
- Fencing
- Waste receptacles
- Signage on rules and regulations of
the dog park
There are currently no skate parks in
Brockton, though a group has tried
to fundraise for a skate park without
success. The Municipality should
develop a skatepark and conduct a
facility fit to determine the best location.
Potential locations include:
- Elmwood Community Centre and
Park
- Centennial Park
- Near the Walkerton Community
Gardens and Adult Learning Centre
There are currently two basketball
courts in Brockton: one at Elmwood
Lions Park and one at Centennial Park.
With a service target of 1 basketball
court per 5000 people, Brockton does
not need to add another basketball
court at this time. However, the
Municipality should upgrade both of its
existing courts. The court at Centennial
Park should be upgraded into a full-
sized court. Beyond this Plan, another
basketball court may be required, which
should be located at Chepstow Lions
Park as part of a multi-purpose court
along with tennis and pickleball.
There is a splash pad located at
Centennial Park and a wading pool at
105
Section 6: Open Spaces
Central Park (Tot Lot). Currently, no new
splash pads are required in the timeline
of this Plan.
There are currently two outdoor skating
areas in Brockton. There is a skating trail
at Lobies Park and Campground, and a
skating area at Chepstow Lions Park. At
this time, no new outdoor skating areas
are required in the timeline of this Plan.
Recommendations:
OS20. Update existing and develop new
playgrounds (see Section 6.6).
OS21. Develop a dog park.
OS22. Develop a skatepark.
OS23. Update the basketball courts.
6.4 Overall Water Access
Recommendations
Introduction and Water Access
Point Inventory
There are five official water access
points in Brockton along the Saugeen
River, which are numbered 4, 5, 6, 7, and
8. Access points 3, 9a, 9b, and 10 are on
the border just outside the Municipality.
There is also an unofficial Teeswater
River access point at Cargill Community
Centre and Park. Table 6-3 identifies the
existing conditions of each access point.
Integrated recreation site
recommendations, which are more site-
specific and include some water access
points, are discussed in Section 6.6.
General recommendations for water
access points in Brockton are discussed
here under the following two headings:
- Water access strategy
- Health and wellness at water access
points
Water Access Strategy
Water access strategies are important
for the public to maintain continued
access for water recreation and for
the health of waterways themselves.
In Brockton's case, the main water
source is the Saugeen River, which
flows through several Municipalities
and communities in southwestern
Ontario. Managing water access across
jurisdictions requires collaboration
and leadership. In the past, there
has been some discussion between
Bruce County, Hanover, West Grey, the
Saugeen Valley Conservation Authority
(SVCA) and the Chief Administrative
and Economic Development Officers
and staff groups of each municipality
to procure a waterfront strategy, but
nothing has come to fruition yet. This
Plan recommends Brockton should
not wait for an overarching Saugeen
River water access strategy and should
develop its own strategy for the interim.
Should an overarching strategy ever be
developed, Brockton could update its
strategy accordingly or replace it with
the new overarching strategy.
Brockton Recreation Master Plan
106
Table 6-3: Existing Water Access Point Inventory
Location
Name
Washroom Parking
Picnic
Notes
Cargill Community
Centre and Park
Unofficial access to
Saugeen River
Yes
Yes
Gravel boat launch for fishing and
paddling
Maple Hill Dam
Saugeen River Access #4
Yes
Good parking but no amenities
Lobies Park
Saugeen River Access #5
Yes
Yes
Yes
Lots of parking
Brant Concession 8
Bridge
Saugeen River Access #6
Yes
Yes
Good for big groups
Brant Concession 10
Bridge
Saugeen River Access #7
Yes
Calm place to launch
Brant Elderslie Line
(McCurdy Bridge)
Saugeen River Access #8
Yes
Washrooms and picnic area at nearby
McBeath Conservation Area
Brockton should develop a strategy
to assess, update and maintain the
Municipality's water accesses. To assess
the water access points, the Municipality
should:
- Determine the ownership, existing
amenities and type of vessels each
access point can serve and create a
classification system
- The classification system should
guide maintenance and any
development to occur on site
- Inventory aging infrastructure and
parking needs, and develop a plan
for improving the sites over time
- Undertake a detailed assessment
of each site, identifying required
improvements, scheduling repairs
and regular monitoring after
improvements
If possible, all water access points in
Brockton should include:
- Wayfinding signage (on land and in
the water)
- A designated launch area for canoes
and kayaks
- Canoe and kayak storage racks
- Washroom facilities (portables)
In addition, the Municipality should
consider purchasing and installing
small craft lockers for the purpose
of storage and rentals. This allows
residents to securely store their boat
in close proximity to the water rather
than having to carry or tow their boat
from home. Lockers would use a code
system that could be reset with each
107
Section 6: Open Spaces
new user. The Municipality should keep
some of these lockers to provide rental
opportunities for those without their
own boat.
To maintain the water accesses, the
Municipality should:
- Inspect all access points regularly
to determine if they are in need of
repairs or replacement
- As part of the water access strategy,
the Municipality should determine/
confirm who is responsible for the
maintenance of the accesses
Recommendation:
OS24. Develop a water access strategy
in conjunction with the County
and local conservation authority.
Health and Wellness at Water
Access Points
As discussed in the general parks
recommendations, there are also
opportunities for health and wellness
at water access points. Humans have
always had a strong connection to
water, therefore providing safe public
access to water is imperative to any
recreation plan.
The Municipality should install rescue
stations and location identifiers at all
water access points. Each station would
include a life preserver ring on a rope,
as well as a location identifier number
so when someone calls 911 they can
give their location to the emergency
operator. The stations should be
located at key locations and be planned
and designed in consultation with the
Brockton Fire Service.
A water festival (see section 4.3) is
another way the people of Brockton can
connect to water, which might include
fishing, canoe/kayaking, etc. If a water
festival event were to occur, there is
potential for some Saugeen River access
points to be used as locations.
Recommendations:
OS25. Install water safety stations.
6.5 Overall Trail
Recommendations
There are six trails in Brockton with a
total length of 52.09 kilometres (Table
6-4).
The following general recommendations
apply to all trails in Brockton. Since
some trails are not owned or operated
by the Municipality, such as the Bruce
Rail Trail, any recommendations
pertaining to non-municipal trails
should be made in consultation with the
operating body. Integrated recreation
site recommendations, which are
more site-specific and include the
development of new trails on parkland,
are discussed in Section 6.6. Here,
general trail recommendations are
discussed under the following four
headings:
- Trails strategy and guidelines
- Trail design and maintenance
- Regional Active Transportation
- Walkerton Trails
Brockton Recreation Master Plan
108
Trails Strategy and Guidelines
A connected trail network is important
for walkability, health and wellness,
though developing and maintaining
trails is not an easy task. Trails often
span across varying terrain and
property types. To help navigate trail
development, the Municipality should
consult existing staff with professional
trail experience, as well as the Parks and
Recreation Committee. These groups
should be provided with proper tools,
materials and training (as needed). Their
scope could include, but is not limited
to:
- Interpretive signage development
- Providing input on trail construction
projects
- Trail related event planning and
fundraising
- Trail mapping (GIS data collection)
- Simple trail maintenance
- Relaying information on trail hazards
and required updates to Staff
- Acting as a liaison with the County
as active transportation routes get
developed along County roads to
ensure the trails meet Brockton
standards according to the signage
strategyand trail guidelines and
standards
- Acting as a liaison between
neighbourhood and other local
associations and the Municipality
- Acting as a liaison between the
Saugeen Valley Conservation
Authority and the Municipality
This Plan recommends finding and
adopting good industry standards to
refer to for trail design, building and
maintenance. Potential trails standards
documents to refer to include, but are
not limited to:
- Best Practices for Parks Canada
Trails
- Guidelines for a Quality Trail
Experience by the International
Mountain Bicycling Association
Table 6-4: Existing Trails Inventory
#
Name
Length
(km)
Surface Type
Notes
t3
Saugeen River Trail
4.13
Gravel, Natural ,
Asphalt
t2
Brant Tract
19.53
Varies
t1
Bruce County Rail
Trail
25.21
Ballast Stone
and Gravel
Length in Brockton only
Total Length 80 km
Undergoing surface updates
to gravel
t4
Saugeen Rail Trail
1.52
Gravel
t5
Riverbend Park
(Bend Park)
0.48
Asphalt
t6
Rotary Nature Park
1.22
Natural
109
Section 6: Open Spaces
The Municipality should create a
summary document to use as a
quick reference when designing and
developing new trails. This should
also include the development of a trail
hierarchy which includes the following
trail types: multi-use, on-road routes,
natural, paved shoulder, bike lanes,
sharrows and secondary trails. Trail
standards and guidelines to focus on
include, but are not limited to:
- Accessibility
- Trail classification
- Design and construction
- Maintenance
- Safety
- Trail elements
- Trail users
Incorporate rest stops into all routes,
including active transportation trails.
Amenities at rest stops should include
seating, shade, wayfinding and signage.
Optional amenities include washrooms
and water fountains.
Another important element of creating
a trail network is developing a trailhead
standard. This Plan recommends all
trailheads should the following standard
elements:
- Directional and wayfinding maps
and information for the current trail,
nearby trails, and the greater trail
network
- Trail rules and regulations
Trailhead optional elements may include
portable washrooms and parking areas
with associated signage.
Recommendations:
OS26. Develop trail standards and
guidelines.
OS27. Create trailhead standards.
Trail Design and Maintenance
Since the three main trail routes (Bruce
County Rail Trail, Saugeen River Trail and
Saugeen Rail Trail) in Brockton are linear
in nature, this Plan strives to create trail
loops using existing trails. Especially if a
trail has a parking area and/or is in an
urban area, trails should have a safe way
to get back to the trailhead or an option
other than backtracking.
As urban communities continue to
develop in Brockton, walkability should
be prioritized and planned for. When
new developments are built, the
Municipality should ensure sidewalks
are provided wherever possible, and
as roads get developed/redeveloped,
add and widen sidewalks wherever
possible. As the Durham Street Bridge
gets redeveloped, it should be made
wide enough to accommodate wider
sidewalks.
The Municipality should continue to
undertake regular trail maintenance.
Trail maintenance records should be
kept digitally (such as on MESH or ESRI)
allowing Staff to inventory assets with
georeferenced locations. A similar
method could be used for park and
water access point maintenance. The
Municipality should:
- Host trail building training programs
for Staff and interested parties
- Register with Ontario Trail Council's
Trails Count program, which allows
trail users to share feedback with
Staff
Brockton Recreation Master Plan
110
- Establish trail maintenance best
practices document to synchronize
maintenance techniques with Staff
- Ensure vegetation near trails is
inspected, pruned and trimmed
regularly
- Groom trails in the winter for all-
season use (cross-country skiing,
snowshoeing, etc.)
Recommendations:
OS28. Create trail loops when
developing new trails.
OS29. Continue to provide sidewalks in
urban communities.
OS30. Undertake regular trail
maintenance.
Regional Active Transportation
Active transportation describes all
human-powered forms of travel, such
as walking, cycling, in-line skating,
skateboarding, skiing, canoeing, and
more. In this Plan, active transportation
will primarily refer to cycling routes and
infrastructure.
The Bruce County Rail Trail (BCRT)
travels through the centre of Brockton.
It is an 80 kilometre trail with a ballast
stone and gravel surface extending
from Port Elgin through the towns of
Paisley, Walkerton and Mildmay. The
County has already begun upgrading
sections of the trail to gravel and should
complete upgrades to the entire trail
by 2025. Resurfacing in 2021 included
from Walkerton to Mildmay. There is
an opportunity for the Municipality of
Brockton to use the BCRT as a spine
to connect its communities together.
However, since the BCRT is open to all
trail users, both motorized and non-
motorized, conflicts between users can
occur. The Municipality should continue
to work with Bruce County to ensure the
BCRT remains safe for all trail users.
With the Bruce County Rail Trail
(BRCT) acting as a north-south spine,
the Municipality should create active
transportation routes that connect
to it. This will help to connect the
communities of Walkerton, Cargill,
Chepstow, Elmwood and Hanover
together. As roads get redeveloped,
they should be widened (if possible) to
accommodate a multi-use trail adjacent
to the road. If there is not enough space
next to the road or the road cannot
be widened, consider adding paved
shoulders as a temporary solution.
Regional active transportation routes
(see Figure 6-1) should be added to the
following roads:
- Chepstow Road, between the Bruce
County Rail Trail and Greenock
Swamp Wetland Complex
- Sideroad 5 Greenock, between
Chepstow Road and Cargill Road
- Concession 8, between Sideroad
5 Greenock and the Schmidt Lake
Managed Forest Trails
- Concession 10 Greenock, between
Bruce County Rail Trail and Schmidt
Lake Managed Forest Area
- Bruce Road 15, between Elmwood
and the Bruce County Rail Trail
- Requires coordination with the
County
- Concession 14, between Brant Tract
and Bruce County Rail Trail
- Concession 18, between Saugeen
River Access #8 and Bruce County
Rail Trail
111
Section 6: Open Spaces
The Brant Tract is another important
connection for Brockton's trail network.
The Brant Tract is one of four main trail
properties operated by Bruce County
and the only one in Brockton. It contains
several trails of varying difficulties.
Since the Brant Tract is County-
owned, the Municipality should work
with Bruce County and the Saugeen
Valley Conservation Authority (SVCA)
to connect the Brant Tract trails to the
recommended active transportation
network discussed above. Two
connections should be considered for
the Brant Tract, they include:
- Consider a connection between
the Bruce County Rail Trail and the
forest road in in the Brant Tract
- Consider a connection to Saugeen
River access point at Brant Elderslie
Line (McCurdy Bridge - access #8),
from which McBeath Conservation
Area and Campground can be
accessed via the river
Recommendations:
OS31. Work with the County to ensure
the Bruce County Rail Trail
remains safe and accessible for
all trail users and limit conflicts
between motorized and non-
motorized users.
OS32. Connect Brockton communities
through active transportation.
OS33. Develop trail connections around
the Brant Tract in collaboration
with Bruce County.
Walkerton Trails
Walkerton is the Municipality's largest
community and is continuing to
experience growth. In addition to
the recommended regional active
transportation network, active
transportation should also be
concentrated in Walkerton as well. The
Municipality should develop an active
transportation network in Walkerton.
Whenever possible, a dedicated bike
lane should be provided. If the road is
not wide enough to support dedicated
bike lanes, provide signage and road
markings for sharrows (shared roads
between vehicles and cyclists). Sharrows
are meant to act as temporary solutions
until a road is redeveloped and can be
widened (if possible) to support bike
lanes. In some cases, some roads may
not be able to be widened and the
sharrow would become permanent.
Roads for active transportation in
Walkerton include, but are not limited
to:
- Durham Street
- Jackson Street
- Yonge Street
- McGivern St
- Bill Street
- Wallace Street
- Elm Street
- Orange Street
- Willow Street
- Brant Walkerton Townline
- Side Road 15
- Eastridge Road
- Concession 2 South Durham Road
With the Saugeen River bisecting
Walkerton in two, bridges become
important connections. As the Durham
Street Bridge gets redeveloped, it
should be made wide enough to
accommodate bike lanes and sidewalks.
The Municipality should conduct a
study to determine the feasibility of
0
1k 2k
4k
6k
Park
Water Access Point
Existing Trails
Multi-Use Trail
Paved-Shoulder
N
Brockton Proposed Trails
Greenock
Swamp Wetland
Complex
Schmidt
Lake
Managed
Forest
Highway 9
County Rd 4
County Rd 2
Durham Road
Chepstow Road
Side Rd 30
Side Rd 25
Side Rd 5 S
County Rd 20
Side Rd 5
Greenock Brant
County Rd 3
Side Rd 10 S
Side Rd 20
Side Rd 25 N
Side Rd 30 N
County Rd 19
2nd Concession SDR
Concession 8 E
Concession 8
Concession 10
County Rd 15
14th Concession
18th Concession
County Rd 1
Walkerton
Hanover
Chepstow
Cargill
Concession 2 NDR E
*Some of the proposed trails
traverse private property. As
discussed on page 95, these
routes would be developed
following further consultation
with landowners through land
easements/agreements if
opportunity arises.
Figure 6-1: Recommended Regional Active Transportation Routes in Brockton
113
Section 6: Open Spaces
adding a bridge across the Saugeen
River between Cemetery Road and
Concession 2 Sideroad. The bridge
would be for vehicles, bicycles (bike
lanes) and pedestrians (sidewalks).
Any new bridges should also be
developed to accommodate bike lanes
and pedestrian paths.
Other than active transportation in
Walkerton, trails should be developed to
connect existing trails, parks, and new
developments together. These elements
should become nodes along the trail
network. For example, looking at the
new Bogden & Gross development,
recommended trails include a
connection to the Bruce County Rail
Trail (BCRT) and to Centennial Park.
Figure 6-2 on pg. 115 shows all the
recommended trails in Walkerton.
Recommendations:
OS34. Develop active transportation in
Walkerton.
OS35. Explore bridge connecting
Cemetery Road and Concession
2 Sideroad.
OS36. Develop trail connections in
Walkerton.
Saugeen River Trail and Rail Trail
The Saugeen River Trail and Rail Trail is
developed and sponsored by the Rotary
Club of Walkerton in cooperation with
the town of Walkerton and the Saugeen
Valley Conservation Authority (SVCA).
There are over 5 kilometers of trails in
Walkerton on both sides of the Saugeen
River. The following recommendations
address access points to the trails
and opportunities for trail expansions
and extensions. Coordination will be
required between the Municipality,
Walkerton, and SVCA.
Saugeen River Trail Access at McNab
and Durham Streets
Recommendations:
OS37. Add trailhead signage according
to the signage strategy (include
trail maps).
OS38. Update trailhead as per trailhead
standards.
Saugeen River Trail Access at Truax
Dam
Recommendations:
OS39. Create a parking area in the
Adult Learning Centre lot and
add a path connecting the
parking lot to the trail.
OS40. Add trailhead signage according
to the signage strategy (include
trail maps).
Saugeen Rail Trail Access at Willow
Street
Recommendations:
OS41. Initiate vegetation pruning and
conduct regular maintenance/
inspections.
OS42. Regrade site to improve drainage
(may require a consultant).
OS43. Update trailhead as per trailhead
standards.
OS44. Create a small parking area near
the trailhead at the end of Willow
Street.
Brockton Recreation Master Plan
114
Saugeen River Trail Extension
On the west side of the Saugeen River,
there is an opportunity to extend the
trail southwards, towards Cemetery
Road. This trail extension would
connect to the recommended active
transportation network. This Plan
also recommends a new bridge be
developed connecting Cemetery Road
to Concession 2 South Durham Road,
which would connect the bottom ends
of the Saugeen River and Rail Trails
together, creating a loop.
Recommendation:
OS45. Extend the Saugeen River Trail
south towards Cemetery Road.
6.6 Site-Specific Park and
Trail Recommendations
This section describes site-specific
recommendations related to open
spaces (parks, water access points
and trails) for each of the following
recreation sites, as numbered in Figures
5-1 and 5-2 in section 5:
- p1 Cargill Community Centre and
Park
- p2 Chepstow Lions Park
- p3 Elmwood Community Centre and
Park
- p4 Elmwood Lions Park
- p5 Bruce Power Regional Soccer
Park
- p6 Lobies Park and Campground
- p7 Riverbend Park (Bend Park)
- p8 Rotary Nature Park
- p9 Central Park (Tot Lot)
- p10 Market Garden Park
- p11 Memory Lane Park
- p12 Walkerton Community Centre
and Park
- p13 Westwood Park
- p14 Walkerton Cenotaph and Lawn
Bowling
- p15 Centennial Park
- p16 Heritage Water Garden
- p17 JDR New Park Subdivision
- p18 Brockton Community Garden
Park
Water Access Point
Existing Trails
Future Developments
Sharrow or Dedicated Bike
Lane
Multi-Use Trail
Paved-Shoulder
Potential Bridge
Walkerton Proposed Trails
N
0
250m
500m
750m
1k
County Rd 4
Highway 9
Highway 9
South St
Elgin St
Archy St
Maple St
Yonge St S
Jackson St
Durham St
Concession 2 SDR
Willow St
Hinks St
Ridout St
County Rd 4
Side Rd 15
McNab St
McGivern St
County Rd 2
Saugeen River
Saugeen River
*Some of the proposed trails
traverse private property. As
discussed on page 95, these
routes would be developed
following further consultation
with landowners through land
easements/agreements if
opportunity arises.
Figure 6-2: Recommended Regional Active Transportation Routes in Walkerton
Brockton Recreation Master Plan
116
p1 Cargill Community Centre
and Park
Parkland
Recommendations:
OS46. Update playground surfacing.
OS47. Update playground equipment.
OS48. Add additional boat launch
amenities according to water
access strategy.
OS49. Replace dugout shelter roof.
Trails
Recommendations:
OS50. Add a secondary trail loop
along the Cargill Mill Pond and
Teeswater River.
OS51. Create a trailhead as per
trailhead standards.
p2 Chepstow Lions Park
Parkland
Recommendations:
OS52. Continue to work with the
Chepstow Lions Club in providing
safe and enjoyable recreation
opportunities.
Figure 6-3: Cargill Mill Pond Adjacent to Cargill
Community Centre
117
Section 6: Open Spaces
Figure 6-4: Chepstow Lions Park Baseball
Diamonds
Figure 6-5: Elmwood Community Centre
Figure 6-6: Elmwood Community Centre
Playground
p3 Elmwood Community Centre and Park
Parkland
Recommendations:
OS53. Add secondary parking lot near
ball diamond.
OS54. Add path connecting the
community centre to the ball
diamond.
OS55. Update play surfacing.
OS56. Update play equipment.
OS57. Replace dugout shelter roof.
Trails
Recommendations:
OS58. Develop secondary and natural
trails around the pond and
wooded areas.
OS59. Create a trailhead as per
trailhead standards.
Brockton Recreation Master Plan
118
Figure 6-7: Elmwood Lions Park
Figure 6-8: Bruce Power Regional Soccer Park Aerial Image
p4
Elmwood Lions Park
Parkland
Recommendations:
OS60. Replace and raise paths.
OS61. Replace basketball court with
new surfacing and line marking.
OS62. Replace playground equipment
and surfacing.
OS63. Replace pavilion roof.
OS64. Regrade site to improve drainage
(may require a consultant).
p5
Bruce Power Regional Soccer Park
Parkland
Recommendations:
OS65. Regrade site to improve drainage
and slope of play area (may
require a consultant).
OS66. Add backstop/netting for new
development/parking.
OS67. Add new washrooms and
canteen facility.
OS68. Implement known, required
capital and ongoing operations/
maintenance improvements.
Trails
Recommendations:
OS69. Add trail connection.
119
Section 6: Open Spaces
Figure 6-9: Lobies Park Playground
Figure 6-10: Lobies Park Campground
Figure 6-11: Lobies Park From Above
p6
Lobies Park and Campground
Parkland
Recommendations:
OS70. Update playground equipment
and surfacing as required.
OS71. Update diamond fencing,
backstop, infield as required.
OS72. Add paths connecting the
parking lot, facilities and park
elements.
OS73. Add accessible parking stalls and
signage.
OS74. Add signage about nearby parks
and trails in Brockton, near the
Information Centre.
OS75. Explore private-public
partnership opportunity to offer
canoe/kayak/tube rentals on site.
Brockton Recreation Master Plan
120
Figure 6-12: Riverbend Park Lookout
Figure 6-13: Saugeen River from Riverbend Park from Lookout
p7
Riverbend Park (Bend Park)
Parkland
Recommendations:
OS76. Ensure access to the lookout
is wide enough and graded
properly for accessibility.
OS77. Update paved trail surface with
a railing or toe rail to improve
safety.
OS78. Update washrooms and explore
option to add a water fountain
using existing water hookup.
OS79. Hire an arborist to remove/
prune hazard trees and develop
a plan for tree maintenance.
OS80. Add naturalized shoreline to
create a low-maintenance
riparian edge for slope
stabilization and habitat.
OS81. Add naturalized forest edges
through a low-maintenance
natural attenuation regime,
creating habitat for birds and
pollinators while reducing
the amount of mowing and
maintenance.
OS82. Add interpretive signage about
plants, wildlife, cultural history,
etc.
OS83. Update parking area with new
surfacing, line markings, and
signage.
Trails
Recommendations:
OS84. Add new secondary and nature
trails through the naturalized
and woodland areas, connecting
to the existing trail network.
OS85. Add signage according to the
signage strategy (directional and
interpretive).
OS86. Explore opportunity and interest
in a pedestrian bridge across the
river from this site (may require
engineers and surveyors to
determine possibilities). It should
be designed for pedestrians and
encourage active transportation.
121
Section 6: Open Spaces
Figure 6-14: Rotary Nature Park
Figure 6-15: Rotary Nature Park
p8
Rotary Nature Park
There is great opportunity to update the
trail network at Rotary Nature Park. A
'concept plan' should be created before
any development or improvements take
place. The new 'concept plan' should:
- Determine the design of a new trail
network which includes multi-use,
secondary and nature trails
- Add a second, accessible lookout
part way up the hill
- Include a parking area near the road
- Add a portable washroom
- Update the existing lookout
- Include tree planting and native
restoration planting
- Increase benches and seating
opportunities
- Include signage:
- Create a trailhead as per trailhead
standard
- Add signage according to the
signage strategy (directional and
interpretive)
- Allow the public to review and
comment on the master plan before
it is finalized.
Recommendation:
OS87. Develop a 'concept plan' for the
site.
OS88. Create a trail link with parklands
in the business park to the north.
Brockton Recreation Master Plan
122
Figure 6-16: Central Park (Tot Lot)
Figure 6-17: Downtown Walkerton
Figure 6-18: Memory Lane Park
p9
Central Park (Tot Lot)
Parkland
Recommendations:
OS89. Add paths to connect park
amenities.
OS90. Add safe accessible connection
from sidewalk to park.
p10 Market Garden Park
Parkland
Recommendations:
OS91. Add signage about nearby parks
and trails in Brockton.
p11 Memory Lane Park
Parkland
Recommendations:
OS92. Naturalize forest edges through
a low-maintenance natural
attenuation regime, creating
habitat for birds and pollinators
while reducing the amount of
mowing and maintenance.
OS93. Remove tree on west side of
pavilion to open up the pavilion
area and limit disturbance to
overhead wires.
OS94. Add signage about nearby parks
and trails in Brockton
123
Section 6: Open Spaces
Figure 6-19: Optimist Park Playground
Figure 6-20: Walkerton Arena
p12 Walkerton Community Centre and Optimist Park
Parkland
Recommendations:
OS95. Complete planned capital
improvements ball diamond
(replace backstop, make fencing
permanent).
OS96. Update lighting to LED.
OS97. Add signage encouraging people
not to park in the accessible
parking stalls, as well as line
marking.
OS98. Add path to connect to large
parking lot at the front of the
community centre.
OS99. Add paths connecting
community centre to ball
diamonds.
OS100. Install accessible swings, pavilion,
donor wall and signage with
grant money.
Trails
Recommendations:
OS101. Add new secondary trail loop
along the river and perimeter
of the site, connecting to the
existing paths.
OS102. Add signage according to the
signage strategy (directional and
interpretive).
Brockton Recreation Master Plan
124
Figure 6-21: Westwood Park Playground
Figure 6-22: Walkerton Cenotaph and Lawn
Bowling
p13 Westwood Park
Parkland
Recommendations:
OS103. Add entrance sign as per signage
strategy.
OS104. Plant more trees near
playground.
OS105. Replace play equipment and
surfacing, and add a new shade
structure.
OS106. Naturalize edges through a low-
maintenance natural attenuation
regime, creating habitat for birds
and pollinators while reducing
the amount of mowing and
maintenance.
OS107. Add paths connecting to new
subdivision.
p14 Walkerton Cenotaph and
Lawn Bowling
Parkland
Recommendations:
OS108. Replace fence fronting lawn
bowling greens.
125
Section 6: Open Spaces
Figure 6-23: Centennial Park Playground
Figure 6-24: Centennial Park Pool
p15 Centennial Park
Parkland
Recommendations:
OS109. Complete planned capital
improvements to the courts,
which include replacing the court
surfacing, lines and nets and
adding LED lighting.
OS110. Replace foot bridge(s) to allow
maintenance vehicle access.
OS111. Update playground equipment
and surfacing.
OS112. Provide multipurpose court.
OS113. Continue to plant trees and
native vegetation to limit
mowing.
OS114. Add tree wraps and fence for
tobogganing safety.
OS115. Add additional paths to connect
park amenities.
OS116. Add naturalized planting around
the perimeter of the site.
Trails
Recommendations:
OS117. Add new secondary and nature
trails around the perimeter
of the site, connecting to the
existing trail network.
OS118. Add signage according to the
signage strategy (directional and
interpretive).
Brockton Recreation Master Plan
126
Figure 6-25: Heritage Water Garden
p16 Heritage Water Garden
Parkland
There is an opportunity to add a small
performance area to this site.
Recommendations:
OS119. Update signage.
OS120. Conduct a facility fit to find space
for a small stage in the south
east corner of the cenotaph
area.
p17 JDR New Park Subdivision
Parkland
The community survey and concept
plan have yet to be released or
drafted. This new park should include a
playground, seating (benches and picnic
area), trees and shade. It should have
paths connecting the amenities to the
sidewalk.
127
Section 6: Open Spaces
p18 Brockton Community Garden
Parkland
Recommendations:
OS121. Develop a site plan to expand
community gardens and add
more plots.
OS122. Add seating.
OS123. Add a connection to the Adult
Learning Centre with classes on
urban agriculture and growing
your own food.
Trails
Recommendations:
OS124. Add trail connections to the
Adult Learning Centre and
Saugeen River Trail.
Figure 6-26: Brockton Community Garden
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Section 7: Service Delivery
Brockton Recreation Master Plan
130
7.0 Service Delivery
7.1 Introduction
The foregoing sections of the Plan
addressed needs and opportunities to
further develop parks and recreation
services in the Municipality of Brockton.
This section addresses potential
improvements to the ways in which
these services are delivered to the
community - with an overarching goal
of making better use of all available
resources in providing the best possible
community-wide system for Brockton
residents and visitors. The discussion
is presented under the following main
headings:
- organizational structure for service
delivery
- policies and practices
- collaborations and agreements
- financing service development
7.2 Organizational Structure
for Service Delivery
7.2.1 Municipal Role and
Organization
The Municipality of Brockton operates
largely as an indirect provider of
recreation services. In this role, it
facilitates or enables others - including
volunteer program providers, seasonal
staff, or contracted instructors - in the
delivery of programs/activities to the
community. An indirect service delivery
model optimizes a municipality's
capacity to provide a wider range of
services when hiring full time program
staff is not warranted by demand and/
or constrained by financial resources.
The Master Plan recommendations
align with a continuation of this role
in the future, which requires sufficient
support in several areas to continue to
be successful.
Brockton's focus as an indirect provider
is providing high quality parks and
facilities for use by other programs
providers and for general community
activity and enjoyment. Capital
projects, asset management, facilities
programming and operations are key
staff responsibilities in this model. This
role is carried out by the staff positions
outlined in Figure 7-1.
A facilitative or indirect approach to
providing parks and recreation services
is supported by two coordinating
positions: Facilities and Parks, and
Programming. Reporting to the Director
of Community Services, each of these
positions is responsible for staff
related to either providing programs/
activities to the community or ensuring
municipal facilities and parks are
properly maintained, operational, safe,
and attended by required staff.
131
Section 7: Service Delivery
Figure 7-1: Structure of the Municipality's Community Services Department
Brockton Recreation Master Plan
132
Additional Municipal Staffing
Requirements
The Strategic Plan is very specific in its
direction (HCC12) to:
Consider a municipal staff position that
would be responsible for providing
municipal assistance to volunteer-
led organizations and special events
throughout Brockton in terms of
possible grant applications, annual and
ongoing calendar of events, liaising
with municipal departments and
facilities, advertising and promotion,
logistical groundwork, and volunteer
coordination and recruitment:
- by first determining the projected
costs, skills, terms of reference,
working relationships, and potential
revenues that would be entailed in
such a position.
- implementing such a position only if
significant grant funding is available.
- implementing such a position on a
2-year trial "post-COVID" basis.
The work anticipated by the Master
Plan in growing parks and recreation
services supports this new position.
Foregoing discussions, and those to
follow in this section, on needs and
opportunities to diversify programs
and increase facility/park use will
require staff to make it happen. There
is limited capacity with existing staff,
however, to assume responsibility for
these tasks. A position that focuses on
volunteer development and support
would comprise the third 'branch'
of the Community Services role in
facilitating the delivery of parks and
recreation services. In keeping with
the names of the staff positions that
occupy the same level of responsibility
and relation to the Director, this new
position could be entitled Volunteer
and Event Coordinator. The position
would also work directly with other
Community Services Coordinators
and municipal departments on a day-
to-day basis. It is recommended that
this position be instituted in the short
term to begin this work, as per the
terms noted in the Strategic Plan, with
a possible exception. Given the work
that will be initially required in terms
of outreach to build relationships, and
processes/procedures to operationalize
tasks, a term of two years may be too
short to realize the benefits of the
position. It is suggested, therefore, that
three years comprise the trial period
for a Volunteer Coordinator with the
intent to shift it to a permanent role,
subject to tracking/evaluating objective
measures of progress.
Staff requirements beyond this
position cannot be specified, pending
decisions to be made on developing
new or repurposed facilities. It
can be anticipated, however, that
expansions to the supply of municipal
infrastructure for parks and recreation
will generate an associated increase
in operations and maintenance work.
Appropriate levels of staffing, therefore,
will be required to take on extra work
related to growth. This potential need
is recognized in the Strategic Plan
(MG96 and MG97): Develop a long-term
plan for assessing staff capacity and
continuity to meet demand generated
by growth, with an associated financial
plan; Look at staffing trends in
municipalities with past growth similar
to our future growth and prepare,
recommend and plan for a phased
approach.
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Section 7: Service Delivery
Recommendations:
SD1.
Hire a Volunteer and Event
Coordinator on a trial basis for
three years to take responsibility
for developing and supporting
community volunteers in
providing parks and recreation
services, with the intent to shift
it to a permanent position based
on gauging progress through
objective measures.
SD2.
Review and adjust Facilities
and Parks staff complement,
as required, to keep pace with
additional work generated
by future infrastructure
development.
Committees of Council and Volunteer
Boards
Committees of Council and volunteer
boards comprise those that are either
exclusively parks and recreation focused
or related to these services. Standing
committees are supplemented by ad hoc
committees to deal with specific, time-
limited initiatives. Examples of past and
current ad hoc committees for parks
and recreation include such those set
up to fundraise for the Bruce Power
Regional Soccer Park, and the Dog Park
Committee.
Table 7-1 lists the relevant standing
committees and boards and a summary
of their mandates. All committees
include staff and resident representation
and are advisory only, making
recommendations to Council in their
respective area of responsibility.
Table 7-1: Brockton's Committees and Boards Related to Parks and Recreation Services
Committee Name Mandate
Brockton Parks
and Recreation
Committee
Advises Council on the needs for parks and recreation services
in Brockton; supports the efforts of municipal staff on all
aspects of the provision of leisure and recreation services, and
promoting and maintaining communication with the public on
parks, trails and recreation needs.
Brockton Heritage
Committee
Advises Council on community heritage concerns, as per the
Ontario Heritage Act and the Official Plan; helps ensure that
plans for change and progress are developed in a manner that
recognizes the historical continuity of the community.
Brockton Art
Committee1
Responsible for the promotion and display of local art
in Brockton; includes members of the community and
the Walkerton Library Branch Supervisor; reports to the
Municipality of Brockton Heritage Committee; reviews
proposals, makes selections and establishes an annual
exhibition schedule for four to six shows each year held at the
Walkerton Library on its Art Wall.
1 the Art Committee is not listed under Committees of Council. It is listed elsewhere as reporting to the Heritage and Library
Committee: https://www.brockton.ca/en/visit-us/Local-History-Books.aspx; https://www.brockton.ca/en/visit-us/brockton-art-
committee.aspx
Brockton Recreation Master Plan
134
Table 7-1: Brockton's Committees and Boards Related to Parks and Recreation Services (continued)
Committee Name Mandate
Brockton
Environmental
Advisory
Committee (EAC)
Advises Council on matters that relate to the quality of
the environment, recognizing individual and collective
responsibility to protect and enhance it by taking action in a
responsible and sustainable manner.
Accessibility
Advisory
Committee
Advises Council on creating an accessible and inclusive
community; considers the needs and rights of persons with
disabilities and assures maximum integrated accessibility for
all citizens as per AODA.
Brockton
Economic
Development
Committee
Supports and expands the range of business, trade and
industry within Brockton and encourages community
development that enhances the quality of life of people
currently working and living in the community, as well as future
residents.
Elmwood
Community Centre
Board (ECCB)
Joint collaboration by agreement between the Municipalities
of Brockton West Grey to manage recreation programs and
operations of the Elmwood Lions Park, Elmwood Community
Centre hall, ball diamond and adjoining park lands; develops
and maintains an annual operating and capital budget with
financial assistance from the Municipalities.
Bradley
Community Centre
Board
Advises Council on requirements to manage and maintain the
former Bradley schoolhouse for residents and guests in the
community; establishes and monitors an annual budget and
coordinates fundraising efforts to sustain sustainability of the
community centre, with an annual Municipal operating grant.
Saugeen Valley
Conservation
Authority (SVCA)
Board
Liaison Committee of Council of those communities within
the Saugeen River Watershed; each member municipality has
representation on the Authority Board.
135
Section 7: Service Delivery
The Strategic Plan includes two
directions specific to committees of
Council:
- Establish time-limited ad hoc task
forces to study issues and make
recommendations, with adequate
staff support, at Council's discretion
(MG69).
- Evaluate committees: are they
successfully fulfilling terms of
reference, conveying public
perceptions,and presenting options
for Council (MG71).
As noted above, ad hoc committees are
struck to address specific issues/needs
with respect to parks and recreation
services. With respect to parks
and recreation this practice should
continue, as deemed appropriate on
a case-by-case basis, providing the
required expertise to address the
initiative/project at hand is available
through a combination of staff and
community volunteers. If not, outside
assistance may be required to provide
professional services that can still be
directed by an ad hoc committee to
steer the process. Required studies/
plans recommended elsewhere in the
Master Plan can benefit from a project
steering or management committee
with balanced representation of
interested parties who can work
together to achieve community-wide
benefits.
Evaluating the efficacy of the
Municipality's standing committees and
boards is noted in the Strategic Plan as
an ongoing process led by Clerks. With
respect to the Master Plan, a review of
the Parks and Recreation Committee
would be beneficial. Community
consultations revealed a disconnect
between the Committee's current
membership and other recreation
interests in Brockton. Some volunteer
groups were not aware of the existence
of the Committee, which could reflect
its relatively new formation. At the same
time, potential participating interests
should have been aware of its inception
and search for members.
Ideally, a Parks and Recreation
Committee comprises representation
from all recreation interests in the
community - including organized
sports groups and members of the
community at large who have an
interest in recreation services but are
not represented by these groups. This
arrangement is preferred for several
reasons:
- It brings all relevant interests that
rely on municipal support together
to collectively consider community
needs and work to arrive at
cooperative solutions that will
benefit all Brockton residents.
- Depending on the commitment
level of the parties to a committee
system, it can preclude or minimize
direct appeals to Council by
individual organizations and focus
on unified representations to
decision-makers.
Typically, the needs of interest groups
that represent large numbers of
participants and are major facility
users take precedence over those
that present less demand and/or
are not supported by strong, formal
organizations. Moreover, even within
the sphere of larger, formally organized
providers, there can be a sense
of 'favouritism' that benefits some
Brockton Recreation Master Plan
136
groups over others. In Brockton, for
example, the perceived need to move
beyond a singular focus on hockey was
noticeable. At the same time, almost all
groups viewed their place as lower in
priority relative to others.
In evaluating the efficacy of the
Committee, consideration should be
given to the following:
- stipulating, or at least encouraging,
representation of all recreation
interests in the community, some of
which might require support from
sub-committees
- establishing a cooperative, whole
community approach to arriving at
solutions to meet needs in a way
that balances the range of interests
in recreation services
- assigning, as appropriate, aspects
of proposed planning activities for
parks and recreation services to
inform Council's decision-making
- ensuring the Committee's work
is guided by the Master Plan, as
adopted by Council
The existing mandate for the Parks
and Recreation Committee (By-Law
2022-034) will need to be revised, as
appropriate, to reflect the outcomes of
the evaluation.
Recommendation:
SD3.
Review and evaluate the efficacy
of the Parks and Recreation
Committee and revise its
mandate to incorporate
resulting changes.
7.2.2 Non-Municipal Service
Providers
The Municipality's parks and recreation
services are supplemented by those
of numerous other public sector and
not-for-profit agencies, and community-
based volunteer program providers and
services clubs. These organizations are
briefly described here and discussed
further (as appropriate) in subsequent
sections related to service delivery.
Other Public Agencies
In addition to its reference, community
information and lending services, the
Walkerton and Cargill branches of the
Bruce County Library provide a variety
of community programs that are open
to all. As noted above, the Walkerton
Library is the location of the community
Art Wall.
Both the Bluewater District School
Board and the Bruce Grey Catholic
District School Board have elementary
and secondary schools in Walkerton,
with indoor and outdoor facilities that
are available for community recreation
as stipulated in Community Use of
School policies/procedures. The
Bluewater District School Board and
the Municipality of Brockton have an
agreement that covers reciprocal use
of specified facilities belonging to each
party.
The Saugeen Valley Conservation
Authority is a community-based
environmental organization, dedicated
to protecting, restoring, and managing
the natural resources of the Saugeen
watershed. Its responsibilities include
137
Section 7: Service Delivery
conserving natural resources for
economic, social and environmental
benefits.1 Its conservation areas provide
recreation activities such as canoeing
and kayaking, hiking, fishing and
camping.
Grey Bruce Health Unit is one of a
number of public agencies - including
Brockton - involved in PLAY in Bruce
Grey, a strategy designed to help
residents of Bruce and Grey counties
become more physically active through
regular play. PLAY in Bruce Grey is a
partnership of 17 municipalities in Grey
and Bruce; Grey County; Bruce County;
Grey Bruce Health Unit, two School
Boards, as well as many community
volunteers. Through education,
promotion and local events, PLAY
hopes to encourage residents young
and old to stay active with fun activities
in their community2. Public health also
works with municipalities and other
groups - as requested - on a variety
of topics to health topics relevant and
recreation.
1 https://www.saugeenconservation.ca/en/about-us/about-us.
aspx
2 https://playbrucegrey.com/about-us/
3 A complete list of groups by name is included in Appendix C.
Community-Based Volunteers
There are a variety of volunteer groups
in Brockton that contribute to parks
and recreation services. Minor sports
groups include ball, hockey and soccer.
Not-for-profit owner/operators of
facilities/programs include Walkerton
Golf and Curling Club, and Walkerton
and Cargill Lawn Bowling Clubs,
Jubilee Hall, and the Walkerton and
District Agricultural Society. Funding/
service clubs include Cargill and
District Community Foundation, the
Elmwood Chamber of Commerce, the
Horticultural Society, the Rotary,
Kinsmen, and Optimist Clubs, Kinnettes,
the Dirt Pigs Foundation, Chepstow
Lions and the Legion.3 These groups'
historical and ongoing fundraising
activities support recreation facility and
parks development. The municipality
should continue to strengthen and
nurture these important relationships.
Table 7-2: Resident Household Interest in Volunteering
Random Survey
(200 respondents)
Online Survey
(271 respondents)
volunteering to work to source private
sector grants/donors/sponsors
39%
10%
volunteering to help run programs/
activities
16%
23%
organizing/assisting with local
fundraising events
11%
38%
join a 'Friends of' group (e.g., parks,
Saugeen Trail)
32%
19%
Brockton Recreation Master Plan
138
7.2.3 Supporting Volunteer
Development
There is a general trend towards
declining volunteerism faced by
many communities. At the same time,
volunteers will continue to be needed if
recreation services are to be delivered
largely through facilitation. When asked
about their interest in volunteering
in community parks and recreation,
however, there is typically some degree
of positive response among residents.
As noted in Table 7-2, respondents to
the Master Plan household surveys
indicated willingness to volunteer in
several ways.
While the level of volunteerism that
materializes in relation to expressed
interest may be lower than indicated,
the results indicate the potential
to recruit new participants. This
task would be part of the proposed
Volunteer and Event Coordinator
position's responsibilities. As a first step,
the Municipality can use the results of
the Master Plan surveys to seek out
these individuals and encourage them
to come forward. A general registry of
those potentially available to volunteer
could be set up, along with identifying
areas of specific interest, with the
understanding that signing up means
that they would be contacted about any
opportunities that arise with relevant
details/expectations before being
asked to commit. As program/activity
requirements are better defined,
individuals with related interests can be
sought if they are not available through
the registry.
The Canadian City Parks Report:
Centring Equity & Resilience (2021) by
Park People is the 3rd annual look at
trends, challenges, and opportunities
related to Canada's city parks. As part
of the study, a survey on COVID-19
was launched in April 2021. It was
open to all Canadians and promoted
through the Park People newsletter,
social media and partner networks.
Nearly 3,500 responses were received,
including representation from all
provinces and territories. The survey
results showed a renewed interest in
parks, a trend that was anecdotally
reported throughout the pandemic, as
well continued support for expanded
parks-based activities:
- 89% had tried a new activity in a
park in 2020, with top activities
including regular walks through
parks and trails (56%) and
socializing with friends and family
(40%).
- 50% reported their winter park
use increased during COVID-19
compared to pre-pandemic winters
with 73% saying they expected this
use to continue or increase in post-
pandemic winter seasons.
- 76% want to see more community
programming in parks.
- 53% want outdoor arts/culture
events.
- 51% want increased access to
winter recreation activities in parks.
As might be expected, the survey
findings showed that COVID-19 reduced
volunteer opportunities. "The average
number of volunteers per thousand
dropped from 11.6 to 2.7 compared
to last year's report, reflecting reduced
opportunities for park volunteering
due to the pandemic" (p. 39). At the
same time, "volunteer interest is likely
to rebound. 58% of Canadians said that
COVID-19 had caused them to become
139
Section 7: Service Delivery
more interested in getting involved in
stewardship projects [i.e., tending a
community garden or assisting with
invasive species removal] suggesting
new interest in city, non-profit, and
resident-led volunteer programs post-
pandemic" (p.39).
These findings suggest the pandemic
may have instilled a new, experiential-
based appreciation of parks that can be
tapped for volunteer involvement. The
Park People survey also indicated that,
"of all park types, Canadians prefer to
visit their local neighbourhood parks
(71%), naturalized or "wild" parks or
green spaces (61%) and trails (60%)" (p.
5), which points to potentially specific
types of volunteer involvement to be
pursued in the short-term.
Engaging youth in volunteering is
essential to ensure the longevity of
the volunteer sector and the many
services it provides to the community.
The focus on environmental issues
may be a topic of interest to secondary
school students who require hours of
community service and/or are planning
on entering environmentally-related
fields of study.
Recommendations:
SD4.
Use Master Plan survey results
to follow up on expressed
interest in volunteering and
encourage people to register for
specific volunteer positions or
for possible future engagement
as need/opportunity arises.
SD5.
Focus on post-pandemic
interests/opportunities to
attract volunteers to help
with municipal projects and
programs.
7.3 Policies and Practices
The following describes additional
policy and practices to support the
Master Plan's implementation including
community group affiliation policy,
event policy, facility allocation policy,
and social inclusion policy.
7.3.1 Community Group
Affiliation Policy
The volunteer organizations that
participated in the Master Plan survey
provide a range of sport/recreation
programming and periodic special
events. Fourteen of 29 groups
(48%) that responded to the survey
expressed interest in additional
assistance from the Municipality.
Half of the respondents (7 groups)
indicated need for help with insurance,
marketing and promotion, and
assistance with funding applications,
Table 7-3 shows that all the items
listed solicited interest in some level
of assistance. As noted elsewhere in
the Plan, not-for-profit groups that are
facility owners/operators requested
direct financial support from the
Municipality to offset costs.
Brockton Recreation Master Plan
140
Table 7-3: Areas of Interest for Additional
Municipal Support to Volunteer Groups
Areas of Interest
for Support
% (#) of Groups
marketing and
promotion
50% (7)
communicating with
the municipality
35.7% (5)
assistance with
funding applications
50% (7)
volunteer
recruitment
21.4% (3)
better facility
scheduling
21.4% (3)
facilitating
partnerships among
service providers
28.6% (4)
insurance (securing,
cost, etc.)
28.6% (4)
fundraising
35.7% (5)
volunteer training
28.6% (4)
volunteer
recognition
35.7% (5)
The Municipality should consult with
the community's volunteer groups
to better understand their support
requirements, and to inform the
appropriate municipal response. To
provide equity and consistency in the
assistance provided, and to promote
awareness of help that is available, a
formal Community Group Affiliation
Policy should be developed.
A Community Group Affiliation Policy
describes the services available
from the municipality to registered
community groups in providing their
program and services. Although
not-for-profit community groups or
organizations must be registered
to receive municipal assistance,
registration does not guarantee
support. A standard, typically annual,
registration/application process
for eligible groups interested in
municipal assistance "affiliates"
them with the municipality and
establishes a formal, consistent
process for reviewing requests and
monitoring policy effectiveness.
Municipal staff review the applications
and make recommendations to
Council for approval. The support
provided is typically in-kind, with
major funding provided through a
separate mechanism (in Brockton, the
Community Well-Being Grant). The
extent of services available to affiliated
groups depends on the capacity of the
municipality to provide them.
The policy specifies criteria for affiliation
and the services available to affiliated
groups. Requirements for affiliation
include items such as delivering
programs and services that align
with municipal goals/objectives in, for
example, in the Master Recreation Plan;
being an incorporated not-for-profit
group operated by a volunteer board
or executive committee; ensuring
membership/participation in the
group is available to all residents in the
community; meeting criteria to measure
the merit of the group's programs/
services (e.g., does not duplicate
existing programs/services, fosters
physical activity/healthy lifestyles, etc.);
the group primarily serves Brockton
residents (e.g., a stipulated proportion
of members/participants are from
Brockton).
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Section 7: Service Delivery
While several of the benefits to be
considered may already be provided
(informally if not through policy) to local
volunteer groups in Brockton, it may
be useful to bring these - and others
identified through consultation - into a
single policy. It can be used to provide
clarity and consistency in terms of the
range of support services available to
volunteer groups and what they must
do to be eligible to be, and remain,
affiliated. Benefits to affiliated groups
might include:
- facilities and equipment: free or
proportionate discounted fees for
use of facilities, spaces, equipment
- marketing and promotion:
distribution of approved
promotional materials at municipal
facilities and assistance with
contacts for the local media; free
listing in the Community Recreation
Guide
- grants and insurance: assistance
from municipality in securing liability
insurance, sourcing potential grants,
and/or completing applications for
non-municipal grant programs (e.g.,
Ontario Trillium Foundation, private
sector, etc.)
- volunteer recruitment: posting
volunteer needs for upcoming
program season on the
Municipality's website
- leadership training and
development: course rebates for
community volunteer development
to a maximum amount/person/
course (e.g., $50/year) to a
maximum amount per group/
organization (e.g., $200/year),
provided the course is a core
component of the organization/
group's mandate, with priority being
given to certain courses
- volunteer recognition and
appreciation: as indicated in
the Strategic Plan (HCC9), the
Municipality is considering
expanding its efforts in this area
The policy can also be structured
to simplify its application over time.
Specifying support in terms of, for
example, percentage discounts on
facility rentals to priority users, can help
simplify fee schedules that change on
a regular basis. The manner in which
support is provided can also vary. While
not precluding assistance to individual
groups when needed, support in some
areas can be collective. Assistance
with accessing external funding, for
example, can include group training
sessions on writing grant applications.
7.3.2 Event Policy
Events - including both community and
visitor-oriented ones - are becoming
a larger component of community
recreation services. They require
careful planning and coordination
to implement, and all incur costs to
deliver. At the same time, all events
can be potential revenue-generators
and there is an increasing emphasis
on hosting visitor-attractive events in
most communities to this purpose.
The Municipality, therefore, should be
prepared to address interest in both
types of events, as directives in the
Strategic Plan suggest:
- HCC8: Offer municipal assistance
as requested for new or revived
community events throughout
Brockton, including assistance with
grant applications.
Brockton Recreation Master Plan
142
- ED58: Assist with coordination of
special events and activities such as:
-
A major event for the official
opening of the new park.
-
A heritage festival or similar event
in supporting the hamlets.
-
Assist with downtown special
events.
-
Boosting our on-line presence
inviting shoppers and tourists to
"Come home to Community" in
Brockton
As suggested by these strategic
directives, the Master Plan does
not anticipate a large role for the
Municipality in delivering its own events.
The focus, therefore, is on supporting
volunteer-driven events for which a
municipal policy should be developed,
including distinguishing between
community and visitor-oriented events.
The proposed Volunteer and Event
Coordinator position will be responsible
for the development and delivery of
events.
A systematic approach to event
planning and delivery can be effective
in ensuring the optimal delivery of
municipal support to community
groups that operate events. Municipal
policies and procedures in this area
of service provide consistency in the
planning and delivery of events and
festivals held on municipal property,
as well as those held on non-municipal
properties that could impact municipal
services. Establishing a municipal event
policy serves to:
- articulate the Municipality's role in
the planning and delivery of events
and festivals
- provide consistency in information
for the public and community
organizations regarding municipal
supports and services such
as in-kind staffing, municipal
services provision, cost recovery,
and financial contributions to
community groups
- support interdepartmental
teamwork and clarify roles and
responsibilities for municipal staff
and volunteers to support event
planning, promotion, attendance,
and management (inter-
departmental teams would likely
include Community Services, Clerk's
Office, Fire Services, Emergency
Services, etc.)
- address cost recovery for municipal
services.
Staff Support and Administrative
Procedures
A policy can establish consistency and
clarity on the roles and responsibilities
of both Municipal staff and community
groups in delivering events including
dedicated resources provided through
in-kind staff contributions to support
event delivery. Municipalities generally
provide support in facilitating event
applications, permits, and coordination
of municipal services through an events
team. Internally, policies/procedures
should also be established to identify
municipal staff contribution by
department.
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Financial Support
An events policy can establish the
municipality's position in providing
financial support for qualified events.
This can include fee waivers, cash
grants or in-kind services. The fee
waiver or cash grant is often tied to
the cost of municipal services required
to stage the event. A separate budget
could be set up for this type of funding.
Cost Recovery
A framework to address cost recovery
requirements for municipal services
(waste management, EMS, traffic
management, labour) should be
developed. This is important to
controlling costs, particularly as
budgets may be constrained to support
an increase in community events.
Policies and procedures vary and can
be directed internally to clarifying
municipal staff supports and inter-
departmental collaboration and
establishing cost recovery approaches
or externally to organizations on
guidelines and fees, adherence to
municipal by-laws, and impacts on
municipal service requirements.
There may also be merit to separating
community-serving events from those
designed to attract visitors to Brockton,
to ensure that the municipality's
contributions are in line with its
capacity and the anticipated 'return on
investment.' The following criteria are
suggested for determining an event's
designation as visitor attractive. The
event:
- must be open to the public and
is expected to bring a substantial
number of people into the
community, and
- is expected to create a positive
economic development impact for
the community, and
- is expected to promote the area
regionally, provincially, nationally or
internationally.
In summary components of an event
policy should outline:
- the designated internal team of
event management staff from
various departments
- the responsibilities of municipal
team departments and event
organizers
- the support available by type of
event such as use of municipal
supplies such as portable
event fencing, trash cans, etc.;
delivery and pick up of municipal
equipment; assistance with
developing a marketing/advertising
plan, economic impact survey and
analysis for visitor focused events
- a process for event organizers to
apply for funds or in-kind supports
- a manual that includes standard
forms and procedures, which
may include guidelines for event
organizers, event operations,
vendor agreements, emergency
procedures and volunteer
registration
- as required, approaches to
transportation/traffic management
plans to improve access to and
from event sites
- requirements/expectations on
cost recovery of municipal services
provided
Brockton Recreation Master Plan
144
7.3.3 Facility Allocation Policy
This policy distributes community use
in municipally owned and operated
facilities according to set 'use/user
priorities', and a scheduling process
that occurs at regular intervals
throughout the year. Municipal
recreation's typical focus on children
and youth programming usually puts
programs serving these age groups at
the top of the priority list for allocation.
Other uses/users are organized in
'descending' order from those most
closely aligned with municipal service
objectives to residents and non-
residents. While current levels of
facility use in Brockton do not suggest
competing demands for available facility
time, proposed shifts in ball diamond or
soccer field use, and population growth
along with new program development
may generate demand that warrants a
formal approach to allocation.
The overall purpose of allocation policy
is to provide consistent and equitable
access to facilities based on municipal
service objectives. It can include
supporting continued programming by
4 https://www.prontario.org/public/policy/Framework%20Audit%20Tool%20V%201.pdf
existing groups; encouraging program
provision by new groups; and ensuring
that facilities are used as intended for
program development purposes. Items
to consider for inclusion are:
- facilities to be included
- definitions of seasons, prime
and non-prime time and relevant
allocation distinctions
- user groups that should be
reflected (e.g., age groups;
profit/non-profit groups; special
populations; male/ female-serving
groups; and established/new
groups)
- types of uses to be reflected (e.g.,
recreation skill level/advanced skill
level; type of activity such as sport,
fitness, arts, social; subsidized/
revenue-producing; special events;
closed/open to public, etc.)
- procedure/protocols for scheduling,
payments, rainouts, changes in
bookings/cancellations, refunds, etc.
- allocating tournament time to
identified user groups (e.g., adults),
to incorporate revenue-generating
use of facilities.
The priorities assigned to each of these
elements will have implications for
program/activity providers, participants/
users and the municipality, and should
be evaluated on the basis of how they
achieve the policy's intended purposes.
In Brockton, allocation policy for
ball diamonds may be needed
first, although soccer fields could
be included, as facilities that are
similar in terms of the above noted
considerations. If tennis and pickleball
courts are designed as dual use
facilities, a separate allocation policy
may be needed to ensure both uses
are provided with equitable access
to both prime and non-prime time
for organized and casual use, as
appropriate.
7.3.4 Inclusion Policy
Parks and Recreation Ontario's audit of
the 2015 Framework for Recreation in
Canada4 references several policy areas
for consideration by municipalities.
These encompass the need to address
concerns regarding affordability,
diversity and inclusion. While attention
may be paid in practice to some or all of
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Section 7: Service Delivery
these concerns, interest in documented
policy is becoming more apparent.
Inclusion policy can be corporate-wide
or specific to recreation services. The
latter focuses on the topics addressed
in the Framework:
- affordable access
- enabling people of all ages to
participate in recreation
- actively engaging persons of diverse
and racialized backgrounds in
developing, leading and evaluating
recreation and park activities
- working with Aboriginal
communities in pursuit of all
five goals in the Framework for
Recreation in Canada 2015
- applying a gender equity lens when
developing and monitoring policies,
programs and practices to facilitate
full participation of women and girls
in all types of recreation
- ensuring non-discrimination of,
and providing a welcoming and
safe environment for, people of
all sexual orientations and sexual
identities
- working with persons with
disabilities to facilitate their full
participation in recreation across all
settings by removing physical and
emotional barriers
- addressing the unique challenges to
access and service capacity in rural
and remote communities
This policy would look to integrate
legislated requirements with those that
extend beyond AODA. It could also be
used to link efforts on inclusion that
the Municipality pursues in the areas of
facilities and programs.
Inclusion can be narrowly or broadly
defined. In formulating relevant policy,
therefore, the meaning of 'inclusion'
and what it will encompass is important
to clarify as it represents a promise to
the community. It should, therefore, be
tied to the capacity of the municipality
to realize stated goals and objectives,
and specify where this will require
assistance from other public or not-for-
profit agencies to achieve. Otherwise,
it may be viewed as a meaningless
gesture when stated intentions are not
achieved.
Recommendations:
SD6.
Develop a community group
affiliation policy to provide
clarity and consistency in terms
of the range of support services
available to all volunteer groups
and what they must do to be
eligible to be, and remain,
affiliated.
SD7.
Consult with volunteer
recreation groups to confirm
the type and extent of required
assistance to sustain/grow their
programs/events, and to inform
development of the policy within
the capacity of the Municipality
to provide support.
SD8.
Develop an event policy to guide
the Municipality's support to
providers for, and management
of, community-oriented and
visitor-attractive events.
SD9.
Develop a facility allocation
policy for ball diamonds and
soccer fields.
SD10. Develop a social inclusion policy.
Brockton Recreation Master Plan
146
7.4 Collaboration and
Agreements
The Municipality has several
agreements with other agencies and
organizations that enhance community
access to facilities and services. They
are summarized in Table 7-4.
Table 7-4: Summary of Agreements with Other Organizations
Organization &
Agreement (year)
Summary Description
Leases for Cargill
and Walkerton Lawn
Bowling Clubs to
operate the Walkerton
and Cargill lawn bowling
greens, respectively
(2021)
- Municipality owns property and greens
- Club constructed and maintains greens
- Open to all citizens in the Municipality and surrounding area, with no restrictions on use other
than compliance with rules
- Club responsible for all operating costs, except for items specific to insuring Municipal property
and liability
- Club recommends capital expenditures deemed necessary to the Municipality for review and
approval
- Club can request Municipal assistance in sourcing, applying for and securing grants to contribute
to the operation of the facility.
MOU with Walkerton
Agricultural Society
for use of each other's
respective facilities/
spaces (2021)
- Municipality provides Walkerton Community Centre free of charge (with noted exceptions) for the
Society's annual 4-day Little Royal Fair, and grounds at other times when not scheduled for other
uses; pays rent for annual use of storage space in the Society's building from December to May
- Society provides Building #3 for Municipal use free of charge (with noted exceptions) during
designated times in the summer
- Both parties follow proper booking procedures; supervise their uses; are responsible for their
damages; cover respective insurance costs; meet annually to review the agreement.
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Section 7: Service Delivery
Table 7-4: Summary of Agreements with Other Organizations
Organization &
Agreement (year)
Summary Description
Reciprocal Use
Agreement with
Bluewater District
School Board (2021)
Municipality makes available its athletic fields, ball diamonds, arena floor, tennis courts, trails and
ice surface to Board schools located in the Municipality for curriculum-based school activities held
during the school day.
Board makes available its athletic fields, ball diamonds, classrooms and gymnasiums located in
Brockton during non-school hours when these facilities are not required for day school activities.
Both parties provide their facilities free of charge excluding any costs associated with custodial /
maintenance, special equipment needs or instructional materials incurred by their respective use.
Both parties follow proper booking procedures; supervise their uses; are responsible for their
damages; cover respective insurance costs; record of use and cost savings due to no rental fees
being applied, and mutually review this data annually; have access to equipment and storage for -
equipment for activities upon mutual agreement.
3-year term with 60-day notice for termination
Brockton Recreation Master Plan
148
These agreements are current and
appear to be working well. The
Walkerton District Community School,
which comes under the reciprocal
agreement noted above, indicated
that gyms are very well used now.
There is potential, however, to
increase community use of the library,
cafeteria and outdoor fields. Changes
in the supply and type of municipal
facilities at a new arena complex may
warrant revisions to the reciprocal use
agreement with the BDSB in terms
of facility components included in
the exchange. The Catholic District
School Board indicated that use of
its gyms has not yet rebounded after
COVID-19, which may provide access
to space for program development or
to accommodate community group
activity (e.g., pickleball).
As noted above, the lawn bowling clubs
interest in additional municipal financial
support may require revisions to their
agreements when next reviewed.
Agreements should continue to be
regularly reviewed and updated, as
needed. The review cycle (e.g., five
5 https://district27.osga55plus.ca
years) could be included in agreement
with the understanding that this would
not preclude a review prior to that time,
if required. Any future collaborations
should be supported by appropriate
agreements.
Actively seeking new collaborations is
a task that could fall to the proposed
Volunteer and Events Coordinator.
Good quality facilities and co-located
field configurations are assets to be
promoted for programs/events that
serve regional or provincial events
and/or for use by organizations that
are not facility-based. Large events
also bring associated spending to the
host community, both directly and in
terms of spin-offs. The Municipality has
already hosted an Ontario Federation
of Secondary School Associations
(OFSAA) event at the Bruce Power
Regional Soccer Park. As OFSAA
competitions occur during academic
hours, they are an ideal way to improve
facility use during non-prime time
while supporting youth involvement in
physical activity and sport.
Brockton is also within the Ontario
Senior Games Central Region, District
27: Grey Bruce.5 While the particulars
regarding criteria for hosting, and
expectations regarding fees and
services would need to be verified with
the organization, accommodating these
events for activities such as softball,
slo-pitch and lawn bowling is a potential
consideration.
Inclusive programming is another area
for potential growth. Special Olympics
Ontario (SOO) partnerships with
municipalities. Through its program
development function SOO partners
with municipal recreation departments
to bring more inclusive programs to
communities.
"Over the past 50 years Special
Olympics has grown from a modest
program serving local athletes to
become the world's largest movements
[sic] dedicated to promoting respect,
acceptance, inclusion, and human
dignity for people with intellectual
disabilities through sports. Special
Olympics Ontario has optimized the
benefits of a healthy and active lifestyle
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Section 7: Service Delivery
through sport to improve the well-
being of individuals with an intellectual
disability. Their vision is that sport
will open hearts and minds towards
people with intellectual disabilities and
create inclusive communities all across
Ontario."6
To this end Special Olympics is
partnering with municipalities in
Ontario to support them in developing
and providing programs for people with
intellectual disabilities. SOO provides
assistance in the areas of volunteer
and coach training courses; athlete
and volunteer recruitment for the
program; support for promotion; and
competition opportunities. Municipal
contribution to the partnership
may include facilitating/running the
program as part of its regular roster;
providing facilities, equipment, etc.;
setting the price for participation;
providing necessary coaching, staff
and volunteers; providing SOO with
limited feedback on participant profile
(e.g., age and gender); encouraging all
involved with the program to register
with SOO; abiding by SOO policies and
6 https://www1.specialolympicsontario.com/our-mission/
procedures; paying relevant expenses
(as agreed upon between the parties);
providing insurance coverage for
events / programs. The municipality
retains all income from the program.
The Municipality of Brockton is in SOO's
Central Ontario region.
Maintaining and expanding efforts in
the area of collaboration is supported
by the Strategic Plan's directions (HCC6
and MG63): Continue to develop
partnerships to revive, develop, and
promote events in Walkerton that
support business, community, and
service clubs; maintain strong relations
with school partners.
Recommendations:
SD11. As required, integrate revisions
regarding support to community
groups in existing agreements,
and continue with regular
reviews and needed updates.
SD12. Consider agreements with
organizations such as the
Ontario Senior Games
Association and Special
Olympics Ontario to operate
their programs using Brockton's
sports facilities.
SD13. Support new collaborations with
appropriate agreements.
Brockton Recreation Master Plan
150
7.5 Financing Service
Development
For some time, economic realities
have required municipalities to look
to a variety of sources beyond the
tax base and other public funding
mechanisms to finance parks and
recreation services. Tables 7-5 and 7-6
show the Master Plan survey results on
suggested ways to generate funds in
the community for parks and recreation
service development.
Both resident household surveys
and user groups revealed a relatively
positive response to several
suggestions on ways to support future
service development, including paying
more fees to use services, donating
to a capital campaign, purchasing an
amenity for a park, and helping with
fundraising activities. Suggestions that
were not generally supported include
property tax increases, increases in
facility fees for user groups and/or their
direct contributions to capital costs.
Collectively, there is community
willingness to contribute to service
development, and this is likely a
reflection of past involvement in
parks and recreation related projects
- particularly among online survey
respondents who are more likely to
be service users. Several programs for
financing parks and recreation services
are discussed below. Appendix D
contains examples of municipal policy
on these types of initiatives. As the
examples show, some municipalities
choose to create a single policy to cover
more than one income stream.
Commemorative Tree and Bench
Program
These types of programs are designed
to encourage citizens to commemorate
people or events through donations
that 'purchase' parks-based amenities,
some of which are eligible for
charitable tax receipts. A sample of
municipal programs reveals some that
encompass a potentially broader scope
for community support, while others
are more specific. The City of Greater
Sudbury's Parks Services Donation and
Memorial Program allows the public to
"make donations to commemorate a
special person, a momentous occasion
or simply donate as a philanthropic
gesture to beautify a community park.
Donations towards the purchase of
park enhancements or memorial
gifts can include park benches,
trees (hardwood and conifers), bike
racks,picnic tables, sun shelters, sports
equipment (basketball standards,
tennis nets, soccer goals, etc.),
playground structures, other options
to be discussed with Parks Services."
The policy also notes that donations for
parks are guided by site-specific plans.
Strathcona County's (Alberta) Parkland
Memorial Program notes:
"The Parkland Memorial Program
provides individuals, groups and
organizations with the opportunity to
beautify Parkland in Strathcona County
by planting trees or installing Parkland
Amenities in remembrance, observance
or acknowledgment of an appropriate
event, occasion or individual. Approval
of applications will be based on
aesthetic considerations, improvements
to the level of service to our Parkland
users and with the intention of
facilitating planned development in our
Parkland. "Amenity" means any bench,
table, park furnishing or other structure
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Section 7: Service Delivery
Table 7-5: Resident Household Interest in Contributing to Service Development
Random Survey
(200 respondents)
Online Survey
(271 respondents)
Paying
paying more fees to use services
16%
36%
accepting an increase in property taxes
6%
29%
Donating
donating an amenity for a park (e.g., bench, tree, picnic
table)
33%
18%
donating money to a capital campaign
21%
37%
Table 7-6: User Group Level of Agreement with Options to Supporting Service Development
Agree
Disagree
Uncertain
Total
Our organization would start paying/would pay higher
user fees to improve the quality of recreation facilities
we use
17.9%
5 groups
32.1%
9 groups
50.0%
14 groups
28 groups
Our organization would contribute to the capital costs
of developing new facilities for our use
14.3%
4 groups
32.1%
9 groups
53.6%
15 groups
28 groups
Our organization would help with fundraising activities
for facility development
57.1%
16 groups
10.7%
3 groups
32.1%
9 groups
28 groups
Brockton Recreation Master Plan
152
or development that increases the
physical or material comfort of the park.
It may include a memorial plaque."7
Donation Programs
A general donation program could
be considered to support recreation
services, although it would likely need to
include other areas to which residents
could donate. The City of Toronto
includes an opportunity to donate to
specific service areas in its tax mailouts.
This Voluntary Contribution program
notes, "You can make a voluntary
contribution (donation) to support a
variety of City programs and services
that matter to you. You can make a
donation in any amount from $1 up to
$50,000 [to specified categories, which
include]: children; youth and parenting;
history, art, and culture; parks, gardens
and beaches."8
These are only four of 12 categories
listed on the insert, including general
revenues. Potential categories for the
Municipality of Brockton could include
recreation services in general or be
refined to allow contributions to be
7 https://agendasonline.greatersudbury.ca/?pg=feed&action=file&attachment=5992.pdf
8 https://www.toronto.ca/services-payments/property-taxes-utilities/property-tax/voluntary-contributionoption/
directed to specific facility improvement
projects or program areas.
Park/Facility Naming Rights
Financial support can be recognized
by naming a park or facility after the
donor. In recent years, the practice
of naming places after individuals has
come under fire as public pressure
emerges to rename institutions,
streets, and other public spaces when
the namesake's worthiness is called
into question - whether this is an
individual or a business / commercial
enterprise. A possible way to preclude
this eventuality is to provide a highly
visible plaque in the park or facility
that acknowledges the individual
or business that contributed to its
development, while choosing a formal
name that is relevant to/reflects the
community as a whole.
In addition to the benefit noted
above, multiple donors can be equally
recognized for their contributions,
which opens the door for a wider
reaching campaign and possibly various
levels of support. For an individual or
organization to be considered for sole
naming rights, however, minimum
contributions levels could be set based
on the relative cost of providing the
park or facility or a contracted period
for the right.
Advertising and Sponsorship
These policies outline the content,
locations, types, processes and fees
for purchasing advertising space in
municipal buildings or on municipal
properties or sponsoring projects
and events. They are designed to
generate revenue for the corporation
while ensuring acceptability from
various perspectives: legal, appropriate
content/images/messages, etc.
Brockton's by-law for 2023 Fees and
Charges for Goods and Services (2022-
160) includes several fixed rates for
sponsorship and advertising at the
Walkerton Community Centre arena. In
tandem with new facility development,
the cost-benefit of a 'user fee' approach
to these revenue-generation methods
items should be reviewed and, ideally,
further developed in policy that
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Section 7: Service Delivery
details their purpose and parameters,
including a process for setting rates,
and reviewing them on a regular basis.
Community Capital Campaigns
Capital campaigns can be used to raise
funds for large building projects, as well
as for smaller, community-supported
initiatives that contribute to parks
and recreation infrastructure. Key
elements of this approach to planned
fundraising include: a predetermined
monetary goal attached to providing
a concrete project, sufficient lead
time to raise funds, a timeframe for
completion, broad-based community
involvement in the effort, and ongoing
communications about its progress.
Often, incentives are provided to
motivate contributions (e.g., matching
funds, public recognition of donors,
etc.). Where possible, coordinating
these campaigns with other similar
initiatives in the community should also
be considered to minimize the negative
impact of concurrent requests for
monetary contributions.
The Strategic Plan directions include
working with community partners to
launch a fundraising campaign for the
new recreation complex (QoL13). This
project presents an ideal opportunity
for this type of community-wide
campaign. Its scope merits considering
issuing an RFP for professional services
to design a structured plan for this
purpose.
User Fees
As in the case in all communities, there
is limited capacity to both maintain low
fees and improve parks and recreation
services. In smaller communities,
however, it can be particularly difficult
to balance the two as expectations are
high in terms of service variety and
quality while the potential to fund them
is constrained by a relatively small tax
base. As noted in Table 7-5, there is
noticeably more support for increases
in user fees than property taxes - with
limited interest in the latter as a means
of financing parks and recreation
services.
Anticipated residential growth could
produce development charges for
new facilities. New services resulting
from new facilities will add to
municipal provision costs. Depending
on community growth and service
development, a formal review of user
fees in relation to the costs of service
provision may be required in the
latter stages of the planning period. A
detailed assessment of costs, recovery
targets, variable rates, and consultation
with the community on proposed
principles for setting fees would likely
require professional services in pricing
policy. The potential to increase facility
use with lower rental fees during
non-prime time could be part of this
investigation.
One approach to developing a pricing
policy is that of GreenPlay ©, which
uses a 'pyramid methodology for
resource allocation/cost recovery.' This
approach is illustrated in Figure 7-2 and
depicts a direct relationship between
the extent of community benefit
derived from recreation services and
the level of subsidization. This approach
allows the municipality the flexibility to
provide a wide range of services and
focus subsidies on those that meet
its mandate in community recreation,
Brockton Recreation Master Plan
154
while limiting involvement in those that
primarily benefit individuals.
Recommendations:
SD14. Develop programs related to
revenue generation to help
finance parks and recreation
services in the following
areas: commemorative tree
and bench, donations, park/
facility naming, advertising and
sponsorship, and community
capital campaigns.
SD15. Consider issuing an RFP for
professional services to design
a capital campaign for the new
arena/recreation complex.
SD16. Consider the need to review
user fees in relation to the costs
of service provision in the latter
stages of the planning period.
Figure 7-2: Pyramid Methodology for Resource Allocation/Cost Recovery (Source: https://greenplayllc.
com/ resource-allocation/)
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Section 7: Service Delivery
7.6 Efficiencies in Service
Delivery
Efficiencies in delivering parks and
recreation services in Brockton
comprise both quantifiable cost savings
and process improvements, the
latter for which dollar savings cannot
necessarily be documented. Moreover,
population growth in the Municipality
will lead to increased capital costs,
as required new facilities and parks
are added to supply along with
corresponding additional operating
costs. At the same time, population
growth will contribute to increased
use of existing assets, which will offset
costs associated with their operations.
A continued focus on indirect service
provision and evidence-based facility
and program delivery will help minimize
additional expenditures for both
existing and new services.
Calculated cost savings and efficiencies
were identified from current budgets
for parks, libraries, Walkerton
Community Centre, Cargill Community
Centre and the disposal of Bradley
School House community centre.
Programs generally run on a cost
recovery basis, and Lobies Campground
continues to generate net positive
income. Replacement and upgrading
of capital equipment at its ideal life
cycle will generate savings on energy,
maintenance and the repair lines of the
operating budget.
Cost Savings
The total amount of budgeted
expenditures is $277,857 upon a
review of all utilities (hydro, gas, water,
propane), fuel and maintenance/repair
costs. An annual savings of $57,790
or 20.8% could be realized if the
Municipality converts more lighting to
LED; installs more efficient HVAC units,
heat pumps amd variable frequency
drives; and converts its ice re-surfacer
and part of its vehicle fleet and small
grounds equipment to electric. Energy
audits of facilities would need to be
conducted to recommend other
improvements (insulation/upgraded
windows, etc.) to calculate more
detailed savings potential.
Quantifiable Efficiencies
Staff time for watering hanging
baskets and planters in Walkerton,
Chepstow, Cargill and Elmwood
is currently $14,280 (952 person
hours). Continuing to convert hanging
baskets/planters to water reservoir
styles will result in a reduction in
staff time to 272 person hours and
a 71.4 % savings $10,200 annually
for this particular task. The staff time
saved would be made available for
other tasks. Grass cutting time can be
reduced by 20% in some parks with
more tree planting and naturalization
(as recommended herein). Although
horticulture and forestry management
areas will increase, it will help offset
increased greenhouse gas emissions
associated with population growth and
development.
Recent inflation has countered
most of the efficiencies found in
staff time productivity. Post-COVID
operations staffing levels will return
to full complement as operations and
programming return to pre-COVID
levels.
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Section 8: Implementation
Brockton Recreation Master Plan
158
8.0 Implementation
8.1 Introduction
This section outlines the proposed
implementation strategy for the Master
Plan's 177 recommendations. Following
a discussion of key considerations,
the recommendations are presented
by service areas (Programs and
Events, Facilities, Open Spaces,
Service Delivery), accompanied by
the anticipated cost allowances and
timeline associated with discrete tasks.
For a more complete explanation of
each recommendation, please refer to
the corresponding discussion in the
preceding sections.
This implementation strategy should
be considered a living document.
In monitoring and evaluating the
Facilities Master Services and Facilities
Plan, changes that result from work
completed should be reflected in
systematic reviews that track the
initiation, progress and completion of
each item as they are implemented in
annual work plans and budgets.
8.2 Considerations
The proposed roll-out of
recommendations is based on the
information available at the time of
the Master Plan's development and
includes the following considerations:
Operational vs. Capital Projects
Of the 177 recommendations, 77
are operational in nature. This
means the implementation of
these recommendations would be
undertaken by staff as part of their
day-to-day activities. The remaining
85 capital recommendations and
15 recommendations to undertake
supplementary studies require discrete
budget allocations for execution.
This includes both improvements/
repairs to existing facilities, as well as
the design and construction of new
facilities and amenities. The capital cost
estimates for parks and trails include
design fees, initial project start up
permits, insurance, protection fencing,
construction signage, contingency and
cash allowance.
Dependencies and Efficiencies
While recommendations are described
as individual initiatives, many are
interrelated and need to be considered
in the larger context of achieving
efficiencies in implementation.
Some recommendations must be
initiated and completed before
other recommendations can begin,
while others may benefit from being
undertaken simultaneously in terms
of process efficiency and providing a
more fulsome approach to physical
improvements.
Budget Considerations
The implementation sequence
attempts to evenly distribute the costs
of recommendations over the Master
Plan's 10-year time frame. This includes
costs associated with operations,
planning/design and implementation.
The total cost allowance of all
projects over the 10-year schedule is
approximately $5,524,800.
It should also be noted that costs
for some recommendations are not
159
Section 8: Implementation
available and are yet to be determined.
These have been noted in the forecast
and would be in addition to the
numbers provided in the Master Plan.
Another factor to consider are cost
premiums/ fluctuations due to the
pandemic and inflation. The current
situation makes it especially difficult to
attach estimates to recommendations.
This is particularly true at a master
plan level where the potential range in
design and the quality of materials and
finishes are also unknowns, and are
determined by the municipality.
Staff Resources
The need for staff resources to do
the work requires both a distribution
of tasks over time and, in some
cases, hiring additional staff to take
responsibility for implementation. It will
also require coordinated efforts both
internally and externally.
Flexibility
The proposed schedule reflects a
reasonable roll-out, assuming no major
obstacles to activation. However, it
is expected that some projects may
need to be delayed due to unforeseen
circumstances. There may also be
opportunities to "fast-track" other
initiatives.
Ongoing initiatives are to be carried
through each year to the end of the
Master Plan's term. Their applicability
throughout the entire period, however,
will depend on evolving needs in
relation to service development. For
example, program expansion for
specific interests may be sufficient to
meet demand in considerably less than
ten years (subject to potential changes
based on continuation of monitoring
and verification of need). The point
at which this will happen, however, is
unknown and thus not identified as
an "end-date" in implementation. The
recommendations shown as time-
limited endeavors may also extend
beyond the years shown. It may take
longer to complete the identified
activities and/or the completion of a
recommendation may result in a new
system component or procedure.
Recommendations to establish
formal agreements or contracts, for
example, are shown as time-limited
for negotiating arrangements that
will create new, ongoing relationships
between the municipality and other
providers (e.g., volunteers, agencies,
businesses, etc.).
Table 8-1: Cost Breakdown
Area of
Recommendations
Timing
Total Cost
Allowance
Immediate
(Year 1)
Short
(Years 2-4)
Medium
(Years 5-7)
Long (Years
8-10)
PE: Programs and
Events
-
-
-
-
-
FA: Facilities
$1,774,000
-
-
-
$1,774,000
OS: Open Spaces
$237,600
$1,180,000
$698,800
$745,400
$2,861,800
SD: Service Delivery
$25,000
$120,000
$60,000
-
$205,000
8.3 Anticipated Cost
Allowances and Timing
Table 8-1 outlines the total cost
allowances by timeframe for each
section of the Master Plan, and Table
8-2 outlines in detail the anticipated
allowances and timeframe for
implementing each recommendation.
Brockton Recreation Master Plan
160
Table 8-2: Master Plan Recommendations, Suggested
Timeline and Estimated Costs
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
PROGRAMS AND EVENTS
Existing Program Delivery
Continue offering municipal programming for
diverse age groups and interests.
Absorbed in operating budget/Programming Coordinator's
responsibilities
-
Continue supporting and promoting user
groups that deliver recreation programs and
events in the community.
Absorbed in operating budget/Programming Coordinator's
responsibilities
-
New and Expanded Activities
Develop drop-in/informal social hours for
dedicated groups.
Absorbed in operating budget/Programming
Coordinator's responsibilities
-
Expand supply of non-sports programming by
providing more short-duration programming
models.
Absorbed in operating budget/Programming Coordinator's
responsibilities
+ capital costs to hire instructors
-
Evaluate short-duration activities to measure
their success in serving particular markets
and to determine any potential for extension
as long-term programming.
Absorbed in operating budget/Programming
Coordinator's responsibilities
-
Operating Costs
Capital Costs
Study To Be Undertaken
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Section 8: Implementation
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Provide opportunities for programming on
trails and the Saugeen River, including self-
directed unstructured activities.
Absorbed in operating budget/Programming
Coordinator's responsibilities
-
In the spirit of truth and reconciliation,
engage local Indigenous groups to co-develop
programming that celebrates Brockton's
water heritage.
Absorbed in operating budget/staff responsibilities
-
Program Planning, Evaluation and Promotion
Institute formal recreation services planning
and evaluation activities on a regular basis
with major program/service providers.
Absorbed in operating budget/staff responsibilities
-
Consider using dedicated Recreation &
Leisure social media accounts to promote
activities.
Absorbed in operating budget/staff responsibilities
-
Total Estimated Cost for Programs and
Events:
-
Operating Costs
Capital Costs
Study To Be Undertaken
Brockton Recreation Master Plan
162
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
INDOOR AND OUTDOOR RECREATION FACILITIES
Twin Pad Arena/Recreation Complex
Issue an RFP for a detailed feasibility study on
providing a community recreation complex
to include a twin pad arena and other
needed indoor facilities, including support
for providing and phasing proposed new
recreation components, and a review of
previously considered sites to confirm the
cost-benefit of redeveloping on the WCC
property.
$60,000 (2023
budgeted
amount) + site
assessment
$60,000
Time development of the new arena to
anticipate the need for at least one pad to be
operational, to replace the Walkerton Arena
before the concrete pad fails and requires
the projected multi-million dollar investment
to replace it; decommission the Walkerton
Arena.
Costs as per
results of
feasibility study
-
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Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Determine the market for year-round ice in
one of the two pads and, if viable, incorporate
requirements in design/construction, with
the second pad providing winter ice, and
ice-out season use of the concrete pad for
programming and events.
Include in
scope of
detailed
feasibility study
Costs as per
results of
feasibility study
-
Conduct a follow up study on the potential
need to repurpose the existing Walkerton
Community Centre arena for future
recreation services or the site's suitability
for conversion to an alternative use (e.g.,
affordable housing).
$25,000
(may not
be required
until beyond
Master Plan's
timeframe
and does not
include 'next
phase' design/
costs to do so
if needed).
-
Conduct a comprehensive engineer-led
building conditions assessment of the WCC
within the next year.
$15,000
$15,000
Brockton Recreation Master Plan
164
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Existing Community Centres
Develop and implement a formal, coordinated
marketing/promotion plan for Elmwood and
Cargill Community Centres, in consultation
with the joint Board of the former, to include
facility availability and capacity for all potential
uses.
Absorbed
in operating
budget/staff
responsibilities
-
Consult with the Grey Bruce Health Unit
to investigate using the halls' commercial
kitchens for community programming and
food producer rentals.
Absorbed
in operating
budget/staff
responsibilities
-
Continue to work on achieving full AODA
accessibility of Elmwood Community Centre.
Absorbed in ongoing operating budget, with implementation to be
determined/ budgeted annually
-
Retire and surplus the Bradley School House,
and direct sale proceeds to other capital
recreation projects.
Absorbed
in operating
budget/staff
responsibilities
-
As per the Municipality's Strategic Plan
(HCC4), continue to financially support
Victoria Jubilee Hall to ensure its success and
sustainability according to the vision set by its
Board of Directors, which promotes arts and
culture in the community.
Absorbed in operating budget/staff responsibilities
-
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Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Asset Management
Continue to implement the 2021 Asset
Management Plan.
Absorbed in ongoing operating budget, with implementation to be
determined/ budgeted annually
-
Ball Diamonds
Activate underused facilities to meet demand
for additional access to ball diamonds during
the term of the Master Plan.
Absorbed in ongoing operating budget as
demand warrants
-
Undertake LED lighting, post and fencing
upgrades on WCC diamond #3, and consult
with ball diamond user groups and facility
providers to develop a strategy for further
required capital and ongoing maintenance
improvements to align with facility needs by
type and use (e.g., softball, hardball, games,
practices).
$200,000 (LED
lights; 2023
budgeted
amount)
$25,000 (post
and fence
upgrades;
2023 budgeted
amount)
Absorbed
in operating
budget/staff
responsibilities
$225,000
Institute ongoing monitoring and tracking
of ball diamond use to confirm population
based supply ratio of 1 diamond per 978
people, for planning purposes.
Absorbed in operating budget/staff responsibilities
-
Brockton Recreation Master Plan
166
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Soccer Fields
Implement known, required capital
and ongoing operations/maintenance
improvements to the Bruce Power Regional
Soccer Park to support its growing function as
a hub for soccer activity.
1,500 sq. ft. washoom/concession
building $880,000; parking and
related walking trail relocation
$380,000 (carried forward from
2022)
$1,260,000
Consult with soccer field user groups and
facility providers to develop a strategy for
planning appropriate use of the community-
wide supply of soccer fields in relation to
the Bruce Power Regional Soccer Park and
its function within Brockton and the wider
region.
Absorbed
in operating
budget/staff
responsibilities
-
Institute ongoing monitoring and tracking of
soccer field use to confirm future need for
additional fields.
Absorbed in operating budget/staff responsibilities
-
Anticipate the need to allocate time on
soccer fields for other types of field sports in
response to emerging trends.
Absorbed in operating budget/
staff responsibilities
-
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Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Tennis and Pickleball Courts
Implement current plans to refurbish
Centennial Park tennis courts to
accommodate pickleball and tennis.
$214,000 (2023
budgeted
amount)
$214,000
Use preliminary provision ratio of 1 dual
tennis/pickleball court for 2,500 population
for planning purposes, which will meet facility
requirements for current population through
refurbishment to four existing courts, and
need to the end of the Plan's term by adding
one court to supply.
no cost
-
Monitor use of both tennis and pickleball
courts to confirm demand for additional
facilities and/or dual use scheduling of
existing courts to equitably accommodate
both uses, and to adjust provision level, as
warranted.
Absorbed in operating budget/staff responsibilities
-
Pool
Continue to operate the outdoor pool at
Centennial Park.
Absorbed in operating budget/staff responsibilities
-
Brockton Recreation Master Plan
168
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Do not develop an indoor pool in Brockton.
Residents are part of a relatively small market
that supports the indoor pool in Hanover,
which cannot feasibly support a second
aquatic centre.
no cost
-
Lawn Bowling Clubs
Continue to support both lawn bowling clubs
in Brockton.
Absorbed in operating budget/staff responsibilities
-
Review approaches related to service support
and formulate new/revise existing policies
and practices.
Absorbed in operating budget/
staff responsibilities
-
Asset Management
Continue to implement the 2021 Asset
Management Plan.
Absorbed in operating budget/staff responsibilities
-
Facility Planning1
Expand existing/develop new mechanisms
to produce a comprehensive picture of
community-wide facility use for planning.
Department
staff to
collaborate to
operationalize
-
1 Planning processes would need to be implemented early in order to operationalize.
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Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Use management software to collect and
tabulate data in a manner that contributes
to facility planning and operations that is in
line with identifying evidence-based demand,
purposes.
Absorbed in operating budget/staff
responsibilities
-
Work with community groups that use
municipal facilities and other not-for-profit
recreation service providers to design an
information reporting system that will feed
into the management software program for
tracking/monitoring purposes.
Department
staff to
collaborate to
operationalize
-
Periodically visit and record use/activity at
facilities available for casual use.
Absorbed in operating budget/staff
responsibilities
-
Total Estimated Cost for Facilities:
$1,774,000
Brockton Recreation Master Plan
170
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
OPEN SPACES
Municipal-Wide Open Space Recommendations
Develop a parks by-law.
Absorbed
in operating
budget/staff
responsibilities
-
Develop a signage strategy.
Absorbed
in operating
budget/staff
responsibilities
-
Consider developing a public art strategy.
Absorbed
in operating
budget/staff
responsibilities
-
Develop a land access strategy.
Absorbed
in operating
budget/staff
responsibilities
-
Implement maintenance fund to help pay for
park, trail, and water access maintenance.
Absorbed
in operating
budget/staff
responsibilities
-
171
Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Implement boot brush stations.
Absorbed within site-specific future improvements
-
Promote accessibility and ensure new parks
and trails meet Accessibility for Ontarians
with Disabilities Act (AODA) standards.
Absorbed in operating budget/staff responsibilities
-
Continue to provide/add more washrooms
and water fountains to public parks.
Included within existing/forecasted budgets or cost estimates for
other recommendations
-
Overall Park Recommendations
Adopt a park hierarchy.
Absorbed
in operating
budget/staff
responsibilities
-
Assign parks to the Major Park typology.
Absorbed
in operating
budget/staff
responsibilities
-
Assign parks to the Neighbourhood Park
typology.
Absorbed
in operating
budget/staff
responsibilities
-
Brockton Recreation Master Plan
172
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Assign parks to the Parkette typology.
Absorbed
in operating
budget/staff
responsibilities
-
Ensure new residential developments
incorporate adequate parkland and ensure
new parks are connected by pedestrian
trails or pathways to existing parks, trails and
amenities.
Absorbed in operating budget/staff responsibilities
-
Adopt a minimum park size goal.
Absorbed
in operating
budget/staff
responsibilities
-
Update parking areas.
Included within cost estimates for other recommendations
-
Update lighting and fencing.
Included within cost estimates for other recommendations
-
Decrease mowing in parks and create
naturalized planting areas.
Absorbed in operating budget/staff responsibilities
-
Promote parks as event spaces.
Absorbed in operating budget/staff responsibilities
-
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Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
When undertaking park upgrades and
developing new parks, ensure sufficient
shade is provided.2
Absorbed in operating budget/staff responsibilities
-
Update existing and develop new
playgrounds.
Included within cost estimates for other recommendations
-
Develop a dog park.
$50,000
$50,000
Develop a skatepark.
Supported by
service club
in partnership
with the
Municipality
-
Update the basketball courts.
Included within existing/forecasted budgets or cost estimates for
other recommendations
-
Overall Water Access Recommendations
Develop a water access strategy in
conjunction with the County and local
conservation authority.
Absorbed in operating budget/
staff responsibilities
-
Install water safety stations.
$20,000
$20,000
$40,000
2 Costs included in site-specific recommendations
Brockton Recreation Master Plan
174
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Overall Trail Recommendations
Develop trail standards and guidelines.
Absorbed in operating budget/staff responsibilities
-
Create trailhead standards.
Absorbed in operating budget/staff responsibilities
-
Create trail loops when developing new trails.3
Absorbed in operating budget/staff responsibilities
-
Continue to provide sidewalks in urban
communities.4
Absorbed in operating budget/staff responsibilities
-
Undertake regular trail maintenance.
Absorbed in operating budget/staff responsibilities
-
Work with the County to ensure the Bruce
County Rail Trail remains safe and accessible
for all trail users and limit conflicts between
motorized and non-motorized users.
Absorbed in operating budget/staff responsibilities
-
Connect Brockton communities through
active transportation.5
Absorbed in operating budget/staff responsibilities
-
Develop trail connections around the Brant
Tract in collaboration with Bruce County.
$105,000
$105,000
Develop active transportation6 in Walkerton.
Per discussion with municipal roads department
and Bruce County
-
3 Costs included in site-specific recommendations
4 Costs included in site-specific recommendations
5 Costs included in site-specific recommendations
6 Paved road shoulders and other active transportation improvements within Walkerton's developed areas.
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Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Explore bridge connecting Cemetery Road
and Concession 2 Sideroad.
$50,000
$50,000
Develop trail connections in Walkerton.
$90,000
$90,000
$90,000
$270,000
Saugeen River Trail Access at McNab and Durham Streets
Add trailhead signage according to the
signage strategy (include trail maps).
Absorbed
in operating
budget/staff
responsibilities
-
Update trailhead as per trailhead standards.
$2,000
$2,000
Saugeen River Trail Access at Truax Dam
Create a parking area in the Adult Learning
Centre lot and add a path connecting the
parking lot to the trail.
Included within cost estimates for other recommendations
-
Add trailhead signage according to the
signage strategy (include trail maps).
$4,000
$4,000
Saugeen Rail Trail Access at Willow Street
Initiate vegetation pruning and conduct
regular maintenance/inspections.
Absorbed in operating budget/staff
responsibilities
-
Regrade site to improve drainage (may
require a consultant).
$30,000
$30,000
Brockton Recreation Master Plan
176
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Update trailhead as per trailhead standards.
$4,000
$4,000
Create a small parking area near the trailhead
at the end of Willow Street.
$20,000
$20,000
Cargill Community Centre and Park
Update playground surfacing.
$40,000
$40,000
Upgrade playground equipment.
$80,000
$80,000
Add additional boat launch amenities
according to water access strategy.
$42,000
$42,000
Replace dugout shelter roof.
$40,000
$40,000
Add a secondary trail loop along the Cargill
Mill Pond and Teeswater River.
$72,000
$72,000
Create a trailhead as per trailhead standards.
$4,000
$4,000
Chepstow Lions Park
Continue to work with the Chepstow
Lions Club in providing safe and enjoyable
recreation opportunities.
Absorbed in operating budget/staff responsibilities
-
Elmwood Community Centre and Park
Add secondary parking lot near ball diamond.
$60,000
$60,000
Add path connecting the community centre
to the ball diamond.
$9,600
$9,600
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Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Update play surfacing.
$16,000
$16,000
Update play equipment.
$80,000
$80,000
Replace dugout shelter roof.
$15,000
$15,000
Develop secondary and natural trails around
the pond and wooded areas.
$24,000
$24,000
Create a trailhead as per trailhead standards.
$4,000
$4,000
Elmwood Lions Park
Replace and raise paths.
$60,000
$60,000
Replace basketball court with new surfacing
and line marking.
$250,000
$250,000
Replace playground surfacing.
$100,000
$100,000
Replace pavilion roof.
$20,000
$20,000
Regrade site to improve drainage (may
require a consultant).
$30,000
$30,000
Bruce Power Regional Soccer Park
Regrade site to improve drainage and slope
of play area (may require a consultant).
$40,000
$40,000
Add backstop/netting for new development/
parking.
$50,000
$50,000
Brockton Recreation Master Plan
178
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Add new washrooms and canteen facility.
Priced in
Facilities
section
-
Implement known, required capital
and ongoing operations/maintenance
improvements.7
Absorbed in
operating costs
-
Add trail connection.
$16,200
$16,200
Lobies Park and Campground
Update playground equipment and surfacing
as required.
$100,000
$100,000
Update diamond fencing, backstop, infield as
required.
$50,000
$50,000
Add paths connecting the parking lot, facilities
and park elements.
$3,600
$3,600
Add accessible parking stalls and signage.
$20,000
$20,000
Add signage about nearby parks and trails in
Brockton, near the Information Centre.
$2,000
$2,000
7 Costs already budgeted for
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Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Explore private-public partnership
opportunity to offer canoe/kayak/tube
rentals on site.
$10,000
$10,000
Riverbend Park (Bend Park)
Ensure access to the lookout is wide enough
and graded properly for accessibility.
$6,000
$6,000
Update paved trail surface with a railing or
toe rail to improve safety.
$5,000
$5,000
Update washrooms.
$200,000
$200,000
Hire an arborist to remove/prune
hazard trees and develop a plan for tree
maintenance.
$20,000
$20,000
Add naturalized shoreline to create a
low-maintenance riparian edge for slope
stabilization and habitat.
$50,000
$50,000
Add naturalized forest edges through a low-
maintenance natural attenuation regime,
creating habitat for birds and pollinators
while reducing the amount of mowing and
maintenance.
$25,000
$25,000
Brockton Recreation Master Plan
180
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Add interpretive signage about plants, wildlife,
cultural history, etc.
$10,000
$10,000
Update parking area with new surfacing, line
markings, and signage.
$84,000
$84,000
Add new secondary and nature trails
through the naturalized and woodland areas,
connecting to the existing trail network.
$22,800
$22,800
Add signage according to the signage strategy
(directional and interpretive).
$4,000
$4,000
Explore opportunity and interest in a
pedestrian bridge across the river from this
site (may require engineers and surveyors to
determine possibilities). It should be designed
for pedestrians and encourage active
transportation.
$40,000
$40,000
Rotary Nature Park
Develop a 'concept plan' for the site.
Absorbed in
operating costs
-
Create a trail link with parklands in the
business park to the north.
$20,000
$20,000
181
Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Central Park (Tot Lot)
Add paths to connect park amenities.
$3,600
$3,600
Add safe accessible connection from sidewalk
to park.
$20,000
$20,000
Market Garden Park
Add signage about nearby parks and trails in
Brockton.
$2,000
$2,000
Memory Lane Park
Naturalize forest edges through a low-
maintenance natural attenuation regime,
creating habitat for birds and pollinators
while reducing the amount of mowing and
maintenance.
$4,000
$4,000
Remove tree on west side of pavilion to open
up the pavilion area and limit disturbance to
overhead wires.
$10,000
$10,000
Add signage about nearby parks and trails in
Brockton.
$2,000
$2,000
Brockton Recreation Master Plan
182
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Walkerton Community Centre and Optimist Park
Complete planned capital improvements
(replace backstop, make fencing permanent).
Included
within existing/
forecasted
budgets
-
Update lighting to LED.
Priced in
Facilities
section
-
Add signage encouraging people not to park
in the accessible parking stalls, as well as line
marking.
Absorbed
in existing
operating
budget
-
Add path to connect to large parking lot at
the front of the community centre.
$10,000
$10,000
Add paths connecting community centre to
ball diamonds.
$10,200
$10,200
Install accessible swings, pavilion, donor wall
and signage with grant money.
Included
within existing/
forecasted
budgets
-
183
Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Add new secondary trail loop along the river
and perimeter of the site, connecting to the
existing paths.
$26,400
$26,400
Add signage according to the signage strategy
(directional and interpretive).
$4,000
$4,000
Westwood Park
Add entrance sign as per signage strategy.
$2,000
$2,000
Plant more trees near playground.
Absorbed in
operating costs
-
Replace play equipment and surfacing, and
add a new shade structure.
$100,000
$100,000
Naturalize edges through a low-maintenance
natural attenuation regime, creating habitat
for birds and pollinators while reducing the
amount of mowing and maintenance.
$9,000
$9,000
Add paths connecting to new subdivision.
$7,200
$7,200
Walkerton Cenotaph and Lawn Bowling
Replace fence fronting lawn bowling greens.
$9,000
$9,000
Brockton Recreation Master Plan
184
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Centennial Park
Complete planned capital improvements to
the courts, which include replacing the court
surfacing, lines and nets and adding LED
lighting.
Priced in
Facilities
section
-
Replace foot bridge(s) to allow maintenance
vehicle access.
$20,000
$20,000
Update playground equipment and surfacing.
$100,000
$100,000
Provide multipurpose court.
$100,000
$100,000
Continue to plant trees and native vegetation
to limit mowing.
Included within existing/
forecasted budgets
-
Add tree wraps and fence for tobogganing
safety.
$10,000
$10,000
Add additional paths to connect park
amenities.
$4,200
$4,200
Add naturalized planting around the
perimeter of the site.
$26,000
$26,000
Add new secondary and nature trails around
the perimeter of the site, connecting to the
existing trail network.
$48,000
$48,000
185
Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Add signage according to the signage strategy
(directional and interpretive).
$4,000
$4,000
Heritage Water Garden
Update signage.
$20,000
$20,000
Conduct a facility fit to find space for a
small stage in the south east corner of the
cenotaph area.
$10,000
$10,000
Brockton Community Garden
Develop a site plan to expand community
gardens and add more plots.
$10,000
$10,000
Add seating.
Absorbed
in operating
costs
-
Add a connection to the Adult Learning
Centre with classes on urban agriculture and
growing your own food.
Included within cost estimates for other recommendations
-
Add trail connections to the Adult Learning
Centre and Saugeen River Trail.
Included within cost estimates for other recommendations
-
Total Estimated Cost for Open Spaces:
$3,545,800
Brockton Recreation Master Plan
186
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
SERVICE DELIVERY
Municipal Role and Organization
Hire a Volunteer and Event Coordinator
on a trial basis for three years to take
responsibility for developing and supporting
community volunteers in providing parks and
recreation services, with the intent to shift it
to a permanent position based on gauging
progress through objective measures.
$120,000
$60,000
$180,000
Review and adjust Facilities and Parks staff
complement, as required, to keep pace
with additional work generated by future
infrastructure development.
Absorbed in operating budget/staff
responsibilities
-
Review and evaluate the efficacy of the Parks
and Recreation Committee and revise its
mandate to incorporate resulting changes.
Council with
staff support
-
187
Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Use Master Plan survey results to follow up
on expressed interest and encourage people
to register for specific volunteer positions
or for possible future engagement as need/
opportunity arises.
Assigned to
new Volunteer
& Event
Coordinator
position /
absorbed in
operating
budget
-
Focus on post-pandemic interests/
opportunities to attract volunteers to help
with municipal projects and programs.
Assigned to
new Volunteer
& Event
Coordinator
position /
absorbed in
operating
budget
-
Policies and Practices
Develop a community group affiliation policy
to provide clarity and consistency in terms of
the range of support services available to all
volunteer groups and what they must do to
be eligible to be, and remain, affiliated.
Absorbed
in operating
budget/staff
responsibilities
-
Brockton Recreation Master Plan
188
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Consult with volunteer recreation groups
to confirm the type and extent of required
assistance to sustain/grow their programs/
events, and to inform development of the
policy within the capacity of the Municipality
to provide support.
Assigned to
new Volunteer
& Event
Coordinator
position /
absorbed in
operating
budget
-
Develop an event policy to guide the
Municipality's support to providers for, and
management of, community-oriented and
visitor-attractive events.
Assigned to
new Volunteer
& Event
Coordinator
position /
absorbed in
operating
budget
-
Develop a facility allocation policy for ball
diamonds and soccer fields.
Absorbed
in operating
budget/staff
responsibilities
-
189
Section 8: Implementation
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Develop a social inclusion policy.
Absorbed
in operating
budget/staff
responsibilities
-
Collaborations and Agreements
As required, integrate revisions regarding
support to community groups in existing
agreements, and continue with regular
reviews and needed updates.
Absorbed in operating budget/staff
responsibilities
-
Consider agreements with organizations such
as the Ontario Senior Games Association and
Special Olympics Ontario to operate their
programs using Brockton's sports facilities.
Absorbed
in operating
budget/staff
responsibilities
-
Support new collaborations with appropriate
agreements.
Absorbed in operating budget/staff
responsibilities
-
Brockton Recreation Master Plan
190
Operating Costs
Capital Costs
Study To Be Undertaken
Recommendation #
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-3)
Medium
(Years 4-7)
Long
(Years 8-10)
Financing Service Development
Develop programs related to revenue
generation to help finance parks and
recreation services in the following
areas: commemorative tree and bench,
donations, park/facility naming, advertising
and sponsorship, and community capital
campaigns
Absorbed in operating budget/
staff responsibilities
-
Consider issuing an RFP for professional
services to design a capital campaign for the
new arena/recreation complex.
$25,000
$25,000
Consider the need to review user fees in
relation to the costs of service provision in the
latter stages of the planning period.
Absorbed
in operating
budget
responsibilities
with possible
cost of study
TBD
-
Total Estimated Cost for Service Delivery:
$205,000
191
Section 8: Implementation
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Appendix A: Online Resident
Survey
Brockton Recreation Master Plan
194
81.40%
280
16.28%
56
2.33%
8
Q1 Do you or other members of your household participation in active
sport and fitness programs/pursuits in Brockton?
Answered: 344
Skipped: 1
TOTAL
344
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
ANSWER CHOICES
RESPONSES
yes
no
uncertain
195
Appendix A
Q2 In which of the following active sport/fitness programs or pursuits do
you or the members of your household participate in Brockton? (please
select all that apply)
Answered: 275
Skipped: 70
adult fitness
(e.g., Flow...
kids club
fitness
karate
pickle ball
tennis
motorized
trail...
non-motorized
trail...
on-road cycling
paddling
(canoe, kaya...
minor baseball
Brockton Recreation Master Plan
196
minor soccer
minor hockey
men's hockey
(e.g., Huff ...
ice skating
(skating ova...
figure skating
lawn bowling
curling
lf
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
golf
swimming
other (please
specify or...
197
Appendix A
12.73%
35
4.73%
13
1.09%
3
9.82%
27
12.36%
34
32.73%
90
56.36%
155
25.45%
70
45.09%
124
42.91%
118
31.64%
87
58.55%
161
20.00%
55
57.82%
159
5.82%
16
3.27%
9
9.45%
26
52.73%
145
55.27%
152
8.73%
24
Total Respondents: 275
ANSWER CHOICES
RESPONSES
adult fitness (e.g., Flow yoga, Let's Ride)
kids club fitness
karate
pickle ball
tennis
motorized trail activities (e.g., ATV, snowmobiling)
non-motorized trail activities (e.g., hiking, snow shoeing)
on-road cycling
paddling (canoe, kayak, stand-up paddle board)
minor baseball
minor soccer
minor hockey
men's hockey (e.g., Huff and Puff)
ice skating (skating oval or arena)
figure skating
lawn bowling
curling
golf
swimming
other (please specify or enter 'no comment')
Brockton Recreation Master Plan
198
55.95%
188
37.50%
126
6.55%
22
Q3 Do you or other members of your household participation in non-sport
recreation in Brockton? (Non-sport recreation includes social programs,
arts, culture, general interest, learning, play, heritage, etc.)
Answered: 336
Skipped: 9
TOTAL
336
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
ANSWER CHOICES
RESPONSES
yes
no
uncertain
199
Appendix A
Q4 In which of the following non-sport programs/activities do you or the
members of your household participate in Brockton? (please select all that
apply)
Answered: 308
Skipped: 37
learning &
development...
general
interest (e....
leadership/cert
ifications...
P.A. Day and
March/Christ...
community
events (e.g....
library
programs
Victoria
Jubilee Hall...
relax/play/soci
alize at par...
nature-related
activities
fishing
Brockton Recreation Master Plan
200
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
camping at
Lobies Park
community
garden
other (please
specify or...
Municipality of Brockton Master Recreation Plan Resident Household Survey
5.19%
16
6.49%
20
10.71%
33
20.78%
64
66.88%
206
33.77%
104
49.03%
151
63.64%
196
48.05%
148
31.49%
97
13.64%
42
7.14%
22
8.77%
27
Total Respondents: 308
ANSWER CHOICES
RESPONSES
learning & development (e.g., Let's be Engineers)
general interest (e.g., No Bake Creations)
leadership/certifications (e.g., Babysitting)
P.A. Day and March/Christmas Break Camps
community events (e.g., Little Royal Fair, Art Show, Christmas Market)
library programs
Victoria Jubilee Hall performances
relax/play/socialize at parks (e.g., splash pad, picnics)
nature-related activities
fishing
camping at Lobies Park
community garden
other (please specify or enter 'no comment')
201
Appendix A
Q5 Where do you and household members most often go in Brockton and
area to use recreation programs, parks, facilities and trails? (Please select
one).
Answered: 324
Skipped: 21
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Walkerton
Cargill
Chepstow
Elmwood
Glammis
neighbouring
community
other (please
specify)
Brockton Recreation Master Plan
202
84.26%
273
3.40%
11
4.63%
15
1.54%
5
0.00%
0
6.17%
20
0.00%
0
TOTAL
324
ANSWER CHOICES
RESPONSES
Walkerton
Cargill
Chepstow
Elmwood
Glammis
neighbouring community
other (please specify)
203
Appendix A
Q6 Why do you most often use recreation services in communities
surrounding Brockton? (please select all that apply)
Answered: 19
Skipped: 326
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
I/we use
services tha...
facilities/prog
rams are bet...
leagues are
based in oth...
hours are more
convenient
family members
can particip...
they are
closer to home
they are
closer to work
they are more
affordable
services are
AODA accessible
I/we use them
in conjuncti...
other (please
specify or...
Brockton Recreation Master Plan
204
63.16%
12
52.63%
10
10.53%
2
36.84%
7
10.53%
2
26.32%
5
5.26%
1
0.00%
0
0.00%
0
15.79%
3
21.05%
4
Total Respondents: 19
ANSWER CHOICES
RESPONSES
I/we use services that are not available locally
facilities/programs are better
leagues are based in other communities
hours are more convenient
family members can participate at the same time
they are closer to home
they are closer to work
they are more affordable
services are AODA accessible
I/we use them in conjunction with trips to shop, etc.
other (please specify or enter 'no comment')
205
Appendix A
Q7 Which, if any, of the following factors prevent you or other members of
your household from participating in recreation programs/activities?
Answered: 310
Skipped: 35
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
There is
nothing that...
lack of time
transportation
difficulties
health reasons
programs are
too expensive
no one to
participate...
programs/activi
ties of...
I/we don't
know what's...
programs are
not offered ...
other (please
specify or...
Brockton Recreation Master Plan
206
46.13%
143
20.32%
63
0.97%
3
4.19%
13
8.71%
27
3.55%
11
15.16%
47
15.16%
47
17.74%
55
8.06%
25
Total Respondents: 310
ANSWER CHOICES
RESPONSES
There is nothing that prevents us from participating.
lack of time
transportation difficulties
health reasons
programs are too expensive
no one to participate with
programs/activities of interest are not offered
I/we don't know what's available
programs are not offered at convenient times
other (please specify or enter 'no comment')
207
Appendix A
49.84%
159
15.36%
49
34.80%
111
Q8 Are there additional active sport/fitness programs and activities needed
in Brockton that you or the members of your household would use?
Answered: 319
Skipped: 26
TOTAL
319
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
ANSWER CHOICES
RESPONSES
yes
no
uncertain
Brockton Recreation Master Plan
208
Q9 What types of new/expanded active sport/fitness programming or
opportunities would members of your household use if provided in
Brockton? (please select all that apply)
Answered: 157
Skipped: 188
gymnasium
sports (e.g....
court sports
(e.g.,...
field sports
(e.g. soccer...
arena ice
activities...
arena floor
activities...
outdoor ice
activities...
martial arts
(e.g., karat...
group fitness
classes (e.g...
outdoor
water-based...
wheel sports
(e.g., BMX)
209
Appendix A
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
wheel sports
(e.g., BMX)
non-motorized
trail...
motorized
trail...
sporting
events (e.g....
dance
(instruction...
other (please
specify or...
Brockton Recreation Master Plan
210
52.87%
83
43.95%
69
20.38%
32
24.20%
38
19.75%
31
31.85%
50
12.10%
19
33.12%
52
35.67%
56
12.10%
19
33.12%
52
16.56%
26
26.11%
41
19.75%
31
29.94%
47
Total Respondents: 157
ANSWER CHOICES
RESPONSES
gymnasium sports (e.g., badminton, volleyball)
court sports (e.g., basketball, tennis)
field sports (e.g. soccer, lacrosse, rugby)
arena ice activities (e.g., Stocksport)
arena floor activities (e.g., box lacrosse)
outdoor ice activities (e.g., shinny)
martial arts (e.g., karate, tae kwon do, jiu jitsu)
group fitness classes (e.g., aerobics, Zumba)
outdoor water-based activities (e.g., canoe, kayak)
wheel sports (e.g., BMX)
non-motorized trail activities (e.g., hiking, snow shoeing)
motorized trail activities (e.g., ATV, snowmobiling)
sporting events (e.g., tournaments, competitions, races, etc.)
dance (instruction, social)
other (please specify or enter 'no comment')
211
Appendix A
33.12%
104
21.97%
69
44.90%
141
Q10 Are there additional non-sport recreation programs and activities
needed in Brockton that you or the members of your household would
use?
Answered: 314
Skipped: 31
TOTAL
314
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
ANSWER CHOICES
RESPONSES
yes
no
uncertain
Brockton Recreation Master Plan
212
Q11 What types of new/expanded non-sport programming or recreation
opportunities would members of your household use if provided in
Brockton? (please select all that apply)
Answered: 104
Skipped: 241
wellness
programs (e....
performing
arts (e.g.,...
visual arts
(e.g.,...
fine crafts
(e.g., beadi...
culinary and
literary art...
learning /
self-improve...
social / club
activities...
digital
technology...
environmental
(e.g.,...
music / guest
lecture...
213
Appendix A
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
play programs
for...
after school
programs
seniors'
programs
one-day or
weekend spec...
other (please
specify or...
Brockton Recreation Master Plan
214
43.27%
45
31.73%
33
48.08%
50
31.73%
33
48.08%
50
34.62%
36
52.88%
55
19.23%
20
25.00%
26
34.62%
36
19.23%
20
33.65%
35
28.85%
30
48.08%
50
15.38%
16
Total Respondents: 104
ANSWER CHOICES
RESPONSES
wellness programs (e.g., tai chi, mental health)
performing arts (e.g., drama, choral)
visual arts (e.g., painting, photography, ceramics, fibre arts)
fine crafts (e.g., beading, paper, metal, wire, handmade items)
culinary and literary arts (e.g., cooking, baking, creative writing)
learning / self-improvement / interest (e.g., local heritage, nutrition)
social / club activities (e.g., youth drop-in, seniors, new moms)
digital technology (e.g., use of, new media programs)
environmental (e.g., pollinator gardens, xeriscape gardening)
music / guest lecture programs
play programs for preschoolers
after school programs
seniors' programs
one-day or weekend special events
other (please specify or enter 'no comment')
215
Appendix A
Q12 Which of the following age groups in your household would be
interested in participating in active sport/fitness, non-sport recreation or
both types of programs/activities in the community? (please select all that
apply)
Answered: 311
Skipped: 34
preschoolers 0
- 4 years
elementary
school age 5...
high school
age 13 - 19...
young adults
20 - 34 years
Brockton Recreation Master Plan
216
adults 35 - 54
years
adults 55 - 64
years
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
seniors 65 -
74 years
seniors 75
years and older
217
Appendix A
13.21%
7
1.89%
1
84.91%
45
53
14.38%
21
0.68%
1
84.93%
124
146
20.20%
20
5.05%
5
74.75%
74
99
15.49%
11
7.04%
5
77.46%
55
71
11.17%
20
10.61%
19
78.21%
140
179
5.56%
3
22.22%
12
72.22%
39
54
2.27%
1
20.45%
9
77.27%
34
44
0.00%
0
52.94%
9
47.06%
8
17
ACTIVE SPORT/FITNESS
NON-SPORT RECREATION
BOTH
TOTAL
preschoolers 0 - 4 years
elementary school age 5 - 12 years
high school age 13 - 19 years
young adults 20 - 34 years
adults 35 - 54 years
adults 55 - 64 years
seniors 65 - 74 years
seniors 75 years and older
Brockton Recreation Master Plan
218
68.69%
215
22.04%
69
9.27%
29
Q13 A new community complex for Brockton with a twin pad arena has
been in the proposal/planning stages in recent years. Do you think
additional new INDOOR facilities are needed to provide programs or
activities that you or the members of your household would use?
Answered: 313
Skipped: 32
TOTAL
313
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
ANSWER CHOICES
RESPONSES
yes
no
uncertain
219
Appendix A
100.00%
195
86.67%
169
65.13%
127
Q14 Please list up to three additional INDOOR recreation facilities you
think are most needed to provide recreation programs/activities in Brockton
(e.g., multi-purpose space, workout room, meeting space, etc.)
Answered: 195
Skipped: 150
ANSWER CHOICES
RESPONSES
indoor facility 1:
indoor facility 2:
indoor facility 3:
Table 1: Indoor Facility Interests
1st listed
2st listed
3st listed
Totals
#
%
track (walk/run)
46 (35/3)
31 (31/0)
19 (18/1)
96
24.1%
pool
45
39
6
90
22.6%
gymnasium (mp* for sports/mp
for courts)
23 (5/7)
20 (7/3)
22 (7/4)
67
16.8%
fitness / weight /workout room
25
28
10
63
15.8%
meeting space
9
15
12
36
9.0%
multi-purpose space
9
9
14
32
8.0%
age specific space
1 (seniors) 2 (baby/
child/indoor park/play
space/earlyON)
2 (seniors) 2 (baby/
child/indoor park/play
space/earlyON)
2 (seniors) 4 (baby/
child/indoor park/play
space/earlyON)
13
3.2%
kitchen/bar
1
0
1
2
0.5%
Total
399 100.0%
Brockton Recreation Master Plan
220
50.80%
158
27.65%
86
19.29%
60
2.25%
7
Q15 Do you think the Municipality's parks, the Saugeen River Trail, and/or
the Saugeen River Rail Trail require improvements?
Answered: 311
Skipped: 34
TOTAL
311
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
I/we do not
use parks or...
ANSWER CHOICES
RESPONSES
yes
no
uncertain
I/we do not use parks or trails
221
Appendix A
Q16 What types of improvements do you think are needed to parks and/or
trails? (please select all that apply)
Answered: 157
Skipped: 188
Municipality of Brockton Master Recreation Plan Resident Household Survey
multi-purpose
sports fields
dog off-leash
areas
ball diamonds
more walking
paths within...
more trail
connectivity...
multi-purpose
play courts
new/improved
play equipment
more shade,
seating,...
washrooms and
water fountains
increased
maintenance
Brockton Recreation Master Plan
222
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
beautification
gym/fitness
stations
concrete pads
for wheel...
managed
naturalized...
covered areas
for markets,...
bicycle repair
stations
AODA
accessibilit...
on-road
cycling lanes
other (please
specify or...
223
Appendix A
15.29%
24
42.04%
66
16.56%
26
43.31%
68
61.15%
96
24.84%
39
20.38%
32
32.48%
51
42.04%
66
36.94%
58
25.48%
40
23.57%
37
14.65%
23
19.75%
31
28.03%
44
7.01%
11
8.28%
13
19.75%
31
21.66%
34
Total Respondents: 157
ANSWER CHOICES
RESPONSES
multi-purpose sports fields
dog off-leash areas
ball diamonds
more walking paths within parks
more trail connectivity to create a linked system
multi-purpose play courts
new/improved play equipment
more shade, seating, lighting, etc.
washrooms and water fountains
increased maintenance
beautification
gym/fitness stations
concrete pads for wheel sports
managed naturalized areas
covered areas for markets, picnics, etc.
bicycle repair stations
AODA accessibility improvements
on-road cycling lanes
other (please specify or enter 'no comment')
Brockton Recreation Master Plan
224
68.39%
212
30.32%
94
1.29%
4
Q17 Do you or members of your household use Saugeen River access
points in Brockton?
Answered: 310
Skipped: 35
TOTAL
310
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
ANSWER CHOICES
RESPONSES
yes
no
uncertain
225
Appendix A
Q18 Which of the following access points do you or household members
use?
Answered: 207
Skipped: 138
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Maple Hill
(Access #4)
Lobies Park
(Access #5)
Concession 8
(Access #6)
Concession 10
(Access #7)
Bruce Rd #4
(Durham St -...
other (please
specify or...
Brockton Recreation Master Plan
226
36.23%
75
86.47%
179
55.56%
115
31.88%
66
40.58%
84
10.63%
22
Total Respondents: 207
ANSWER CHOICES
RESPONSES
Maple Hill (Access #4)
Lobies Park (Access #5)
Concession 8 (Access #6)
Concession 10 (Access #7)
Bruce Rd #4 (Durham St - Tim Horton's)
other (please specify or enter 'no comment')
227
Appendix A
37.62%
79
34.76%
73
27.62%
58
Q19 Are there needed improvements to the Saugeen River access points
that you or household members use?
Answered: 210
Skipped: 135
TOTAL
210
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
yes
no
uncertain
ANSWER CHOICES
RESPONSES
yes
no
uncertain
Brockton Recreation Master Plan
228
Q20 What types of improvements do you think are needed? (please select
all that apply)
Answered: 78
Skipped: 267
more safety
signage
non-motorized
boat launches
increased AODA
accessibility
more
environmenta...
washrooms
more parking
educational/ste
wardship...
water/shore
clean-up...
waste
receptacles
boat rentals
229
Appendix A
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
GPS locations
fishing
platforms
other (please
specify or...
26.92%
21
47.44%
37
12.82%
10
16.67%
13
43.59%
34
47.44%
37
12.82%
10
34.62%
27
48.72%
38
10.26%
8
10.26%
8
25.64%
20
28.21%
22
Total Respondents: 78
ANSWER CHOICES
RESPONSES
more safety signage
non-motorized boat launches
increased AODA accessibility
more environmental education signage
washrooms
more parking
educational/stewardship initiatives
water/shore clean-up programs
waste receptacles
boat rentals
GPS locations
fishing platforms
other (please specify or enter 'no comment')
Brockton Recreation Master Plan
230
91.59%
283
0.32%
1
8.09%
25
Q21 Please describe your type of residence in Brockton and area.
Answered: 309
Skipped: 36
TOTAL
309
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
permanent
resident(s) ...
seasonal
resident(s) ...
a resident(s)
of a communi...
ANSWER CHOICES
RESPONSES
permanent resident(s) of the Municipality of Brockton
seasonal resident(s) of the Municipality of Brockton
a resident(s) of a community outside the Municipality of Brockton
231
Appendix A
Q22 In which of the following communities do you live?
Answered: 25
Skipped: 320
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Huron-Kinloss
Saugeen Shores
Kincardine
Chatsworth
West Grey
Hanover
South Bruce
other (please
specify or...
Brockton Recreation Master Plan
232
4.00%
1
4.00%
1
4.00%
1
0.00%
0
0.00%
0
16.00%
4
64.00%
16
16.00%
4
Total Respondents: 25
ANSWER CHOICES
RESPONSES
Huron-Kinloss
Saugeen Shores
Kincardine
Chatsworth
West Grey
Hanover
South Bruce
other (please specify or enter 'no comment')
233
Appendix A
Q23 How long have you had a residence in the Municipality of Brockton?
Answered: 284
Skipped: 61
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Permanent
I / we have
always lived...
< 1 year
1 to 5 years
6 to 10 years
11 to15 years
15 to 20 years
>20 years
Brockton Recreation Master Plan
234
0.00%
0
15.49%
44
0.70%
2
11.27%
32
10.92%
31
14.08%
40
9.86%
28
37.68%
107
TOTAL
284
ANSWER CHOICES
RESPONSES
Permanent
I / we have always lived in Brockton
< 1 year
1 to 5 years
6 to 10 years
11 to15 years
15 to 20 years
>20 years
235
Appendix A
Q24 If you have moved permanently to the Municipality of Brockton within
the last five years, or plan to within the next five years, please indicate the
reasons. (please select all that apply)
Answered: 33
Skipped: 312
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
desire for
non-urban...
reasons
related to...
retirement
ability to
work remotel...
lower property
taxes
affordable
residential...
cottage
conversion t...
good place to
raise a family
employment
other (please
specify or...
Brockton Recreation Master Plan
236
24.24%
8
0.00%
0
9.09%
3
30.30%
10
9.09%
3
24.24%
8
0.00%
0
54.55%
18
39.39%
13
24.24%
8
Total Respondents: 33
ANSWER CHOICES
RESPONSES
desire for non-urban lifestyle
reasons related to COVID-19
retirement
ability to work remotely regardless of location
lower property taxes
affordable residential real estate
cottage conversion to permanent dwelling
good place to raise a family
employment
other (please specify or enter 'no comment')
237
Appendix A
Q25 Where do you live in the Municipality of Brockton?
Answered: 285
Skipped: 60
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Walkerton
Pinkerton
Eden Grove
Cargill
Elmwood
Lake
Rosalind/Mar...
Greenock
Glammis
Chepstow
Riversdale
rural Brockton
Brockton Recreation Master Plan
238
72.63%
207
1.40%
4
0.35%
1
0.35%
1
1.75%
5
3.86%
11
1.40%
4
0.35%
1
4.91%
14
0.00%
0
12.98%
37
TOTAL
285
ANSWER CHOICES
RESPONSES
Walkerton
Pinkerton
Eden Grove
Cargill
Elmwood
Lake Rosalind/Marl Lake
Greenock
Glammis
Chepstow
Riversdale
rural Brockton
239
Appendix A
Q26 Please indicate if your household would contribute to the
development/improvement of recreation facilities, parks, beaches and
programs through each of the following methods. (please select all that
apply)
Answered: 271
Skipped: 74
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
paying more
fees to use...
accepting an
increase in...
donating money
to a capital...
organizing/assi
sting with...
donating an
amenity for ...
volunteering
to work to...
volunteering
to help run...
joining a
'Friends of'...
none of the
above
other (please
specify or...
Brockton Recreation Master Plan
240
35.79%
97
28.78%
78
36.90%
100
38.01%
103
18.45%
50
9.59%
26
22.88%
62
18.82%
51
12.18%
33
6.64%
18
Total Respondents: 271
ANSWER CHOICES
RESPONSES
paying more fees to use services
accepting an increase in property taxes
donating money to a capital campaign
organizing/assisting with local fundraising events
donating an amenity for a park (e.g., bench, tree, picnic table)
volunteering to work to source private sector grants/donors/sponsors
volunteering to help run programs/activities
joining a 'Friends of' group (e.g., parks, Saugeen Trail)
none of the above
other (please specify or enter 'no comment')
241
Appendix A
Q27 How do you learn about recreation services that are available in the
your community? (please select all that apply)
Answered: 280
Skipped: 65
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brockton
Community...
Municipal
newsletter...
Municipal
website
social media
(Twitter,...
word of mouth
local radio/TV
local
newspapers
other (please
specify or...
Brockton Recreation Master Plan
242
36.43%
102
46.43%
130
35.71%
100
58.57%
164
64.64%
181
5.00%
14
13.93%
39
5.36%
15
Total Respondents: 280
ANSWER CHOICES
RESPONSES
Brockton Community Recreation Guide
Municipal newsletter (Brockton Buzz)
Municipal website
social media (Twitter, Facebook)
word of mouth
local radio/TV
local newspapers
other (please specify or enter 'no comment')
243
Appendix A
Municipality of Brockton Master Recreation Plan Resident Household Survey
Q28 Which of the following best describes your household?
Answered: 281
Skipped: 64
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
one adult
couple without
dependent...
couple with
dependent...
one parent
with depende...
one parent
with depende...
more than one
adult sharin...
extended
family (3+...
Brockton Recreation Master Plan
244
6.76%
19
24.56%
69
57.65%
162
3.91%
11
1.07%
3
3.56%
10
2.49%
7
TOTAL
281
ANSWER CHOICES
RESPONSES
one adult
couple without dependent child(ren)
couple with dependent child(ren)
one parent with dependent child(ren)
one parent with dependent child(ren) and one or more adults
more than one adult sharing a residence
extended family (3+ generations)
245
Appendix A
This page has been left blank intentionally
Brockton Recreation Master Plan
246
Appendix B: Telephone
Survey Results
247
Appendix B
Master Recreation Plan
Telephone Survey Report
December 2022
Brockton Recreation Master Plan
248
Table of Contents
Methodology & Logistics
2
Current Participation in Recreation Programs, Activities & Events
3
Recreation Program/Activity, Facility, Parks & Trail Needs
5
Saugeen River Access Points
10
Community Profile
12
249
Appendix B
Methodology & Logistics
Overview
This report documents the findings from a telephone survey of N=200 residents from the
Municipality of Brockton, Ontario conducted by Oraclepoll Research for the Municipality on
behalf of thinc design, the lead firm for the Parks and Recreation Master Plan.
The survey questions were designed by thinc design and the Municipality. The role of Oraclepoll
Research Ltd was to field the telephone survey and report on the findings.
The purpose of the survey was to determine current use of parks, trails and recreation facilities,
participation in programs and activities, and opinions on the need for future services in the
Township.
Study Sample & Survey Method
A total of N=200 respondents, 18 years of age and older who are residents of the Municipality of
Brockton were interviewed. All surveys were conducted by telephone using live operators at the
Oraclepoll call centre facility. The survey was conducted using person-to-person interviewing
with computer-assisted techniques for telephone interviews (CATI) and random number
selection (RDD).
The sample frame included landlines as well as cell phone-only households. Since cell phone
numbers are not tied to location, potential respondents were first screened to ensure their
residency in the Township, before administering the survey. A total of 20% of all interviews
were monitored and the management of Oraclepoll Research supervised 100% of all the calls
made.
Logistics
Telephone surveys were conducted by phone at the Oraclepoll call centre using person-to-person
live operators between the days of December 9th and December 15th, 2022.
Initial calls were made between the hours of 6:00 p.m. and 9:00 p.m. Subsequent call-backs of
no-answers and busy numbers were made on a (staggered) daily rotating basis up to 5 times
(from 10:00 a.m. to 9:00 p.m.) until contact was made. In addition, telephone interview
appointments were attempted with those respondents who were unable to complete the
survey at the time of contact. If no contact was made at a number after the fifth attempt, the
number was discarded and a new one supplemented it.
Confidence
The margin of error for the N=200 sample is ±. 6.8% 19/20 times.
Brockton Recreation Master Plan
250
Current Participation in Recreation Programs, Activities &
Events
"The first few questions ask about your household's typical use of recreation facilities and parks, and
participation in programs/activities and events in the Municipality of Brockton. The questions ask about
participation in both active sport and fitness, and in non-sport recreation. Non-sport recreation includes
social programs, arts, culture, general interest, learning, play, heritage, etc."
Almost six in ten or 59% said they or other members of their household participate in active sport and
fitness programs/pursuits in Brockton.
Forty-three percent responded that they or other members of their household participate in non-active
sport recreation in the Municipality.
Yes, 59%
No, 41%
Yes, 43%
No, 57%
All N=200 respondents were first asked if they or others at their household participate in
active sport and fitness programs/pursuits in Brockton.
Q1. Do you or other members of your household participate in active sport and fitness
programs/pursuits in Brockton?
Q2. Do you or other members of your household participate in non-sport recreation in Brockton?
They were next asked if they or others at their household participate in non-sport recreation
in Brockton.
251
Appendix B
Q3. Where do you and household members most often go in Brockton and area to use recreation
programs, parks, facilities and trails?
Walkerton
40%
Do not use
24%
Neighbouring community
23%
Elmwood
6%
Chepstow
3%
Glammis
3%
Cargill
2%
Q4. Which, if any, of the following factors prevent you or other members of your household from
participating in recreation programs/activities?
there is nothing that prevents us from participating
58%
programs/activities of interest are not offered
11%
I/we don't know what's available
8%
programs are not offered at convenient times
8%
lack of time
6%
difficulties health reasons / age
4%
programs are too expensive
4%
no one to participate with
2%
transportation
1%
All residents were asked where they and other members at their household most often go to
use recreation programs, parks, facilities, and trails in Brockton. One top response was accepted.
Respondents were then asked what, if anything, prevents them or others at their household
from participating in recreation programs or activities. One main response was accepted.
Brockton Recreation Master Plan
252
Recreation Program/Activity, Facility, Parks & Trail Needs
Respondents were first asked if there are additional active sport/fitness programs and activities
needed in Brockton that they or other members of their household would use. Those that answered
yes were asked Q6 as a follow-up.
The next few questions ask about your interest in having additional recreation services made available in
the community that you and/or other members of your household would use.
Yes, 20%
No, 64%
Unsure, 16%
Twenty percent or N=41 claimed
that there are additional active
sport or fitness programs and
activities that they or other
household members would use.
The N=41 were then asked in a
question allowing for multiple
responses to name the active
programming or opportunities
they would use. The adjacent
table highlight the percentage of
cases or the number (percentage)
of times each area was
mentioned.
Q6. What types of new/expanded active sport/fitness
programming or opportunities would members of your
household use if provided in Brockton?
arena ice activities (e.g., Stocksport)
37%
arena floor activities
29%
non-motorized trail activities (e.g., hiking, snow shoeing)
24%
field sports (e.g., soccer, lacrosse, rugby)
22%
outdoor ice activities
20%
gymnasium sports (e.g., badminton, volleyball)
17%
court sports (e.g., basketball, tennis)
15%
group fitness classes
12%
outdoor water-based activities
12%
martial arts (e.g., karate, tae kwon do, jiu jitsu)
7%
wheel sports (e.g., BMX)
7%
sporting events (tournaments, competitions, races, etc.)
7%
motorized trail activities
5%
dance
5%
Q5. Are there additional active sport/fitness programs and activities needed in
Brockton that you or the members of your household would use?
The 20% or N=41 that
answered yes were asked Q6
253
Appendix B
All N=200 respondents were next asked if there are additional non-sport recreation programs and
activities needed in Brockton that they or other members of their household would use. Those that
answered yes were asked Q8 as a follow-up.
Yes, 25%
No, 62%
Unsure, 13%
One-quarter or N=50 claimed that
there are additional non-sport
recreation programs and
activities that they or other
household members would use.
The N=50 were then asked in a
question allowing for multiple
responses to name the non-sport
programming or recreation
opportunities they would use.
The adjacent table highlight the
percentage of cases or the
number (percentage) of times
each area was mentioned.
Q8. What types of new/expanded non-sport programming or
recreation opportunities would members of your household
use if provided in Brockton?
wellness programs (e.g., tai chi, mental health)
44%
learning / self-improvement / interest
26%
social / club activities
20%
after school programs
14%
music / guest lecture programs play
14%
one-day or weekend special events
12%
programs for preschoolers
10%
performing arts
10%
culinary and literary arts
10%
digital technology
6%
environmental (pollinator gardens, xeriscape gardening)
6%
seniors' programs
8%
visual arts
4%
fine crafts
4%
Q7. Are there additional non-sport recreation programs and activities needed in
Brockton that you or the members of your household would use?
The 25% or N=50 that
answered yes were asked Q8
Brockton Recreation Master Plan
254
All N=200 residents were then asked the following question about interest in participating in active
sport/fitness, non-sport recreation or both types of programs/activities by age group.
Q9. Which of the following age groups in your household would be interested in participating in active
sport/fitness, non-sport recreation or both types of programs/activities in the community
Active
Non-
Sport
Both
TOTAL
preschoolers 0 - 4 years
2%
3%
2%
7%
elementary school age 5 - 12 years
5%
2%
5%
12%
high school age 13 - 19 years
6%
2%
8%
16%
young adults 20 - 34 years
4%
2%
5%
11%
adults 35 - 54 years
1%
3%
6%
10%
adults 55 - 64 years
2%
5%
3%
10%
seniors 65 - 74 years
2%
4%
1%
7%
seniors 75 years and older
1%
3%
1%
5%
255
Appendix B
All N=200 respondents were next asked if additional new indoor facilities are needed to provide
programs or activities that they or other members of their household would use. Those that
answered yes were asked Q11 as a follow-up.
Yes
28%
No
59%
Unsure
13%
Q10. A new community complex for Brockton with a twin pad arena has been in
the proposal/planning stages in recent years. Do you think additional new INDOOR
facilities are needed to provide programs or activities that you or the members of
your household
Q11. Please list up to three additional
INDOOR recreation facilities you think are
most needed to provide recreation
programs/activities in Brockton.
Fitness centre / exercise room
43%
Multi-purpose space
21%
Group fitness / cardio (class areas)
16%
Arena / ice pads
14%
Meeting rooms
13%
Uncertain
7%
Indoor pool
5%
Hall
4%
Community kitchen
4%
Indoor track
2%
The 28% or N=56 that
answered yes were asked Q11
Twenty eight percent or N=56
stated that new indoor facilities
are needed to provide programs
or activities.
The N=56 were then asked in a
question allowing for up to three
responses to name the indoor
recreation facilities that are most
needed. The adjacent table
highlight the percentage of cases
or the number (percentage) of
times each area was mentioned.
Brockton Recreation Master Plan
256
All N=200 respondents were asked if the Municipality's parks, the Saugeen River Trail, and/or
the Saugeen River Rail Trail require improvements.
Yes
35%
No
32%
Unsure
12%
Don't use
21%
Q12. Do you think the Municipality's parks, the Saugeen River Trail, and/or the
Saugeen River Rail Trail require improvements?
Q13. What types of improvements do you think are
needed to parks and/or trails?
more walking paths within parks
42%
maintenance beautification
38%
washrooms and water fountains increased
36%
more trail connectivity to create a linked system
31%
more shade, seating, lighting, etc.
21%
new/improved play equipment
21%
multi-purpose play courts
16%
multi-purpose sports fields
13%
gym/fitness stations
13%
managed naturalized areas
10%
covered areas for markets, picnics, etc.
11%
ball diamonds
11%
dog off-leash areas
10%
on road cycling lanes
8%
concrete pads for wheel sports
7%
bicycle repair stations
7%
AODA accessibility improvements
3%
The 35% or N=70 that
answered yes were asked Q13
A total of 35% or N=70 stated
that improvements are
required. The N=70 were then
asked in a question allowing
for multiple responses to
name the improvements they
feel are needed. The adjacent
table highlight the percentage
of cases or the number
(percentage) of times each
area was mentioned.
257
Appendix B
Saugeen River Access Points
A question about usage of the Saugeen River access points in Brockton was first asked. Users
were then asked a series of follow-up probes.
Residents and visitors to Brockton are provided with five access points to the Saugeen River. We are
interested in knowing your opinions on the need for improvements to these assets to better manage use
while protecting the integrity of natural eco-systems.
Yes
18%
No 82%
Q14. Do you or members of your household use Saugeen River access points in
Brockton?
Q15. Which of the following access points do
you or household members use?
Bruce Rd #4 (Durham St - Tim Horton's)
33%
Concession 8 Access #6
28%
Maple Hill (Access #4)
14%
Concession 10 (Access #7)
14%
Lobies Park Access #5)
11%
The 18% or N=36 that
answered yes were asked Q15
There are 18% (N=36) of residents
that stated they or other
household members use Saugeen
River access points. The N=36
were then asked which access
points are used.
Brockton Recreation Master Plan
258
The 18% or N=36 residents that use Saugeen River access points in Brockton were then asked if
there are improvements that are needed. Those that answered yes were asked Q17 as a follow-
up.
Yes, 39%
No, 61%
Q16. Are there needed improvements to the Saugeen River access points that you or
household members use?
Q17. What types of improvements do you
think are needed?
washrooms
43%
more safety signage
36%
more environmental education signage
29%
water/shore clean-up programs
29%
waste receptacles
21%
non-motorized boat launches increased
21%
more parking
21%
fishing platforms
14%
boat rentals
14%
GPS locations
7%
AODA accessibility
7%
educational/stewardship initiatives
7%
The 39% or N=14 that
answered yes were asked Q17
Among users of Saugeen River
access points, 39% or N=14 said
that improvements are needed.
The N=14 were then asked in a
question allowing for multiple
responses to name the
improvements they feel are
needed. The adjacent table
highlight the percentage of cases
or the number (percentage) of
times each area was mentioned.
259
Appendix B
Community Profile
Q18. Please describe your type of residence in Brockton.
Permanent resident(s) of the Municipality of Brockton
98%
Seasonal resident(s) of the Municipality of Brockton
2%
Q19. How long have you had a residence in the Municipality of
Brockton?
I / we have always lived in Brockton
67%
< 1 year
2%
1 to 5 years
6%
6 to 10 years
6%
11 to 15 years
5%
15 to 20 years
5%
> 20 years
11%
Q20. Where do you live in the Municipality of Brockton?
Walkerton
60%
Greenock
10%
rural Brockton
9%
Elmwood
5%
Cargill
4%
Glammis
4%
Pinkerton
3%
Eden Grove
2%
Riversdale
2%
Lake Rosalind/Marl Lake
2%
Chepstow
1%
Q21. Please indicate if your household would contribute to the development/improvement of
recreation facilities, parks, beaches and programs through each of the following methods.
Percent of Cases
paying more fees to use services
16%
accepting an increase in property taxes
6%
donating money to a capital campaign
21%
organizing/assisting with local fundraising events
11%
donating an amenity for a park (e.g., bench, tree, picnic table)
33%
volunteering to work to source private sector grants/donors/sponsors
39%
volunteering to help run programs/activities
16%
joining a 'Friends of' group (e.g., parks, Saugeen Trail)
32%
none of the above
10%
Q22. How do you learn about recreation services that are available in your community?
Percent of Cases
Brockton Community Recreation Guide
23%
Municipal newsletter (Brockton Buzz)
16%
Municipal website
30%
social media (Twitter, Facebook)
33%
word of mouth
17%
local radio/TV
8%
local newspapers
7%
Do not
15%
Unsure
9%
Q23. Which of the following best describes your household?
couple with dependent child(ren)
30%
couple without dependent child(ren)
28%
one adult
26%
one parent with dependent child(ren)
9%
extended family (3+ generations)
4%
more than one adult sharing a residence
3%
one parent with dependent child(ren) and one or more adults
2%
Appendix C: Parks and
Recreation User Groups
261
Appendix C
List of Parks and Recreation
User Groups
- Elmwood Community Centre Board
- Cargill District Community
Foundation*
- Bradley School House Committee*
- Brockton Parks and Recreation
Committee*
- Saugeen Municipal Airport Board*
- Walkerton FC*
- Walkerton Figure Skating Club*
- Walkerton Minor Hockey*
- Walkerton Capitals Junior C Team^
- Walkerton Minor Ball*
- Walkerton Golf & Curling Club*
- EarlyON Child and Family Centres
- Girl Guides
- Grey-Bruce Ryusei Karate-do
- Walkerton Illusions/Walkerton
Intensity
- Celtic Dance Academy
- Dirt Pigs Foundation*
- Walkerton Lawn Bowling Club*
- Mens' Recreation Hockey League
- Shark Shooters Hockey*
- Blue Liners Hockey
- Walkerton Men's Slo-Pitch*
- Thursday Nighters
- Cargill Lawn Bowling Club
- Twilight Seniors Group
- Seniors 55+ Games
- Chepstow Lions Club
- Walkerton and District Optimist
Club*
- Rotary Club of Walkerton*
- Kinsmen Club of Walkerton
- Walkerton Kinette Club
- Walkerton Agricultural Society*
- Saugeen Valley Conservation
Authority
- Bruce County*
- Play Bruce Grey - Grey Bruce Health
Unit*
- Bruce County Public Library*
- Victoria Jubilee Hall*
- Brockton Heritage Committee
- County Towne Players*
- Saugeen Artists Guild
- Cargill/Greenock Swamp
Promotional Association^
- Sacred Heart High School*
- Walkerton District Community
School*
- ThornCrest Outfitters
- Huron Shores ATV Club*
- Saugeen Snowmobile Club*
- Walkerton Horticultural Society
- Brockton Pickleball Community*
- Elmwood Chamber of Commerce*
- Joy Source for Sports
* = completed survey
^ = incomplete survey
Brockton Recreation Master Plan
262
Appendix D: Conceptual Site
Plan (2015)
PROPOSED TOWNHOUSE BLOCK
(1.9 ac)
Eastridge Road
Zettler Road
Cunningham Road
Creighton Road
e ng ine e r i ng be tt e r commun i t ie s
Municipality of Brockton
(Walkerton)
Lot 25b Conceptual Layout
Project No.
Scale
Cost Estimate
Figure
12154
1:2000
Reserved Municipal Lot
Date
2022-12-15
©
Usage
PRELIMINARY
Brockton Recreation Master Plan
264
Appendix E: Waterloo
and Kingston Corporate
Sponsorship Policies
265
Appendix E
CORPORATE POLICY
Policy Title:
Sponsorship and Advertising Policy
Policy Category:
Administration Policy
Policy No.:
A-016
Department:
Corporate Services
Approval Date:
June 22, 2015
Revision Date:
Author:
Jillian Fleming, Manager - Marketing and Sponsorship
Attachments:
Related Documents/Legislation:
Municipal Freedom of Information and Protection of Privacy Act
Canadian Code of Advertising Standards
Ontario Human Rights Code
Canadian Anti-Spam Legislation
City of Waterloo Code of Conduct
Key Word(s):
sponsorship, advertising
POLICY STATEMENT:
The City of Waterloo welcomes and encourages sponsorships and advertising to assist
with the provision of a city facility, service or event. Sponsorship and advertising
initiatives will be consistent with the City of Waterloo's vision, mission, and values, and
not compromise or contradict any legislation, by-law or policy, or reflect negatively on
the city's public image. All sponsorship and advertising agreements shall be established
in a manner that results in a successful balance of benefits to the city, the community,
and the corporate sponsor.
Brockton Recreation Master Plan
266
DEFINITIONS:
Advertising Sales - the selling or leasing of advertising space on corporate materia
(printed and electronic), and signage on city owned properties; whereby the advertis
is not entitled to any additional benefits beyond access to the space purchased.
Advertising is a straightforward purchase of space based on pre-established rates a
defined time period, as outlined in the fees and charges bylaw.
Asset - This is a physical or non-physical city-owned element that has value to
sponsors in order to achieve their business objectives. Examples of some assets are
playgrounds, programs, events, advertisement placements, services, and speaking
engagements.
City - The term city refers to the Corporation of the City of Waterloo.
Donation(s) - A cash and/or in-kind contribution made to the City of Waterloo with n
reciprocal commercial benefit expected or required from the city. Donations do not
involve a business relationship and are distinct from sponsorship and/or advertising
initiatives.
PURPOSE:
This policy formalizes the conditions for the city to enter into an agreement with an
external party to sponsor or advertise all, or part of, a city facility, service or event. This
policy:
-
outlines the criteria and process for assessing sponsorship and/or advertising
benefits
-
provides staff with direction to respond to sponsorship and advertising requests
Mandatory Policy, Municipal Act: NO
Policy Administration Team, Review Date
March 27, 2015
Corporate Management Team, Review Date April 8, 2015
267
Appendix E
External party - An organization, company, or individual who is interested in providing
cash, and/or in-kind goods and/or services to the city in return for access to the
commercial marketing potential associated with a city facility, program, service or event.
In-kind - A contribution sponsorship received in the form of goods and/or services
rather than cash.
Naming or Renaming Rights - An exclusive right of third-party sponsorship to name
an asset or venue for a fixed or indefinite period of time in exchange for cash and/or
other considerations under a long-term agreement.
Request for Sponsorship Proposal - This is an open and competitive process for
corporations and organizations to express their interest in a sponsorship opportunity
with the City of Waterloo.
Sponsorship - A mutually beneficial business arrangement between the city and an
external party. An agreement is made for the external party to provide cash and/or in-
kind goods and/or services to the city in return for access to the commercial marketing
potential associated with a city facility, program, service or event.
Sponsorship recognition - Refers to the agreed upon terms of publicity and/or
promotion that reflects the sponsorship impact.
Brockton Recreation Master Plan
268
Third Party - This is an organization running a program and/or event in a city-owned
facility with a partnership agreement with the city. Examples include but are not limited
to: Waterloo Minor Hockey, Ontario Volleyball Association, Friends of Waterloo Park
and Cruis'n in the Square.
SCOPE:
This policy applies to the relationships between the City of Waterloo and businesses,
organizations, and individuals that contribute either financially or in-kind to a city facility,
program, service or event in return for the contribution recognition, public
acknowledgement, or other promotional considerations, with respect to the following
situations:
-
program, facility and event sponsorship including city-endorsed or owned
programs or events
-
paid advertising on city properties, events and publications
POLICY COMMUNICATION:
This policy will be communicated by:
-
posting on the City of Waterloo website;
-
posting on the City of Waterloo intranet accessible by staff;
-
providing a copy to members of the corporate management team (CMT) and
operational leadership team (OLT).
POLICY:
1.0
GENERAL PRINCIPLES:
The following principles will guide the decision-making and operational processes
related to sponsorship and/or advertising relationships with an external party:
269
Appendix E
1.5
The sponsorship and/or advertising opportunity should be appropriate to the
identified target audience.
1.6
Advertising devices must not impact the quality and integrity of the city's
properties, buildings, recreational experiences, and provide no added risk to
safety. This will be determined by the City of Waterloo.
1.7
Agreements shall not in any way invoke future considerations, influence, or be
perceived to influence the day-to-day business of the City of Waterloo.
Operational
1.8
The city will maintain control over the planning and delivery of all sponsorship
agreements and activities.
1.9
Sponsorships must be valued at a level consistent with the industry practices,
using recognized valuation models and standard practices.
1.10
The term of all agreements shall not exceed five years unless authorized by the
appropriate city commissioner or chief administrative officer.
Decision-Making
1.1
All sponsorship and advertising agreements must comply with federal and
provincial acts, statutes and regulations and municipal by-laws and must not
interfere with existing contractual obligations of the city.
1.2
All sponsorship and advertising agreements must be consistent with the
mandate, policies and objectives of the City of Waterloo.
1.3
Sponsorship agreements must benefit the city, and should also benefit the
community, and the sponsor.
1.4
Sponsorships should enhance the development, delivery, awareness or
continuance of one or more City of Waterloo facilities, programs, services, and/or
events or provide for the delivery of programs, services, or events by a third
party.
Brockton Recreation Master Plan
270
pp
p
y
1.11
City employees or anyone with permission to act on behalf of staff, shall not
receive any product, service, or assets for personal use or gain as a result of a
sponsorship or advertising agreement as per the code of conduct policy.
1.12
Advertisement of a product or service does not act as the city's endorsement of
any one product or service over another.
1.13
Sponsorship and/or advertising revenue shall not replace existing or future
sources of operating funds for the business unit.
1.14
100% of the sponsorship revenue will be allocated to the operating budget of the
appropriate facility, program, or special event in connection with the sponsorship
received.
2.0
RESTRICTIONS:
In keeping with the principle that all sponsorship and/or advertising initiatives must be
consistent with the city's vision, mission and values, the following restrictions will apply:
2.1
The City of Waterloo will not accept sponsorship and/or advertising from
companies whose reputation could prove detrimental to the city's public image
and/or whose main business is derived from: 1) the production or sale of
tobacco, 2) pornography, adult entertainment, or sexual services, 3) the support
of or involvement in the production, distribution, and sale of weapons and other
harmful products, and 4) religious and/or partisan organizations.
2.2
Sponsorships and/or advertising will not be accepted from any party that
portrays, promotes, or condones the stereotyping of any group or discrimination
as defined in the Ontario Human Rights Code.
2.3
Sponsorship and/or advertisements will not be accepted from individuals or
corporations currently not in good standing with the municipality (i.e., current
271
Appendix E
violation of by-law, under litigation, or in arrears). The standing of individuals and
corporations will be confirmed through the city's legal services, finance, and
protective services divisions.
2.4
Sponsorship will not be accepted from corporations that produce beer, wine, or
alcohol products in the Ontario marketplace, except for special events where no
children under the age of 19 will be admitted, and where the sponsor has
demonstrated all requirements of the municipal alcohol policy will be met during
the event.
3.0
SPONSORSHIP AND ADVERTISING AGREEMENTS:
3.1
All sponsorship agreements must be confirmed in writing and all details must be
finalized at the time of signing by authorized representatives of both the City and
the sponsor.
3.2
All sponsorship agreements shall be reviewed by the City's legal division to
ensure protection from risk and compliance to legislation.
3.3
All agreements must outline the following:
-
the sponsor's contribution and the assessed value of the contribution
-
the obligations of both the sponsor and the city
-
the duration of the sponsorship
-
the dispositions and ownership of any assets resulting from the
sponsorship
-
the licensing and use of the city's and sponsor's name, trade and service
marks and other intellectual property, and any costs associated with its'
licensing or use
-
a cancellation provision and the remedies available to both parties upon
cancellation
-
details of the exchange of marketing benefits, including both what the city
will receive from the sponsor, and what benefits are to be provided to the
sponsor
-
insurance coverage/indemnification clauses
Brockton Recreation Master Plan
272
4.2
The city is open to receiving unsolicited sponsorship proposals. Sponsorship
opportunities and the process for submission are available on the city's website
4.3
Unsolicited sponsorship and advertising proposals received by the city will be
evaluated by the manager of the relevant business unit and the manager of
marketing, as per the provisions of this policy.
4.4
The city reserves the right to reject any unsolicited sponsorship proposal that has
been offered to the city.
4.5
The city, as determined by the director of communications and marketing,
reserves the right to terminate an existing sponsorship or advertising agreement
should conditions arise that makes it no longer in the best interests of the city.
5.0
RESPONSIBILITIES:
5.1
The communication and marketing division is responsible for:
-
general overview of all sponsorship and advertising business for the City
of Waterloo;
-
negotiating, and administering sponsorship and/or advertising
agreements;
-
asset evaluation and pricing of sponsorships in conjunction with business
units;
-
ensuring adherence to all relevant by-laws and policies, appropriate
consultation and approval processes, and where applicable, that
insurance, indemnification, and necessary permits have been obtained;
-
ensuring advertising relationships abide by the restrictions noted in this
policy;
273
Appendix E
5.2
Directors and/or commissioners are responsible for:
-
ensuring staff consults with the manager of marketing prior to developing
a sponsorship opportunity (for value greater than $15,000) to ensure that
assets are priced accordingly, there is consistency in pricing strategy and
recognition, and to reduce any duplicate approaches to corporate partners
-
concept approval of sponsorship projects before sponsors are approached
or agreements are made and if the agreement involves more than one
business section, approval will be obtained from the directors of each
business section involved;
-
review of sponsorship agreements which impact any of their business
units;
-
authorization of sponsorship agreements in accordance with delegated
authority;
-
ensuring that representatives of the City of Waterloo entering into
sponsorships are aware of, and act in accordance, with sponsorship policy
and administrative procedures.
5.3
City Council is responsible for:
-
all agreements that do not comply with the policy or are for an amount in
excess of $100,000 require approval of Council and that the Mayor and
Clerk shall be authorized to sign such agreements approved by Council;
-
reviewing and/or approval of all sponsorship/advertising agreements that
fall outside the delegated authority of staff, as outlined in section 6.0.
6.0
DELEGATION OF AUTHORITY:
Manager, marketing, with consent from applicable manager(s)/supervisor(s) and/or
divisional director(s); and without prior council approval, is authorized to approve
sponsorship and advertising agreements up to $25,000 provided they satisfy all
provisions of this policy.
Brockton Recreation Master Plan
274
Director, communications and marketing, with consent from applicable divisional
director(s) and without prior council approval is authorized to approve sponsorship and
advertising agreements up to $50,000 provided they satisfy all provisions of this policy.
Commissioner, community services, with consent from the chief financial officer and
without prior council approval is authorized to approve sponsorship and advertising
agreements up to $100,000 provided they satisfy all the provisions of this policy.
The chief administrative officer (CAO) is authorized to approve sponsorship and/or
advertising agreements that are greater than $100,000. The CAO will determine when it
is appropriate to seek the authority of council prior to a sponsorship agreement being
signed.
City Council approval is required for any agreement that does not satisfy the provisions
of this policy approval.
Notwithstanding the foregoing, the execution of the agreements would be completed by
the mayor and clerk.
*Note, during the months of July and August, the mayor and the CAO shall be
authorized to jointly approve all such agreements on behalf of council, subject to legal,
financial and departmental approval.
POLICY REVIEW:
The Policy shall undergo a review once every four years, or more often as needed.
COMPLIANCE:
In cases of policy violation, the city may investigate and determine appropriate
corrective action.
275
Appendix E
Corporate Sponsorship Policy
Approved by City Council June 22, 2004
This policy is intended to articulate the circumstances under which the City of Kingston will enter into corporate sponsorship arrangements and to
outline the process for assessing and entering into sponsorship arrangements.
The City of Kingston is a respected public body that delivers a wide range of valued programs and services.
Through sponsorships, private corporations and businesses may see value in associating their name with either the City itself or with one of our
programs, services, facilities or initiatives while providing the City of Kingston with a new revenue source.
This policy is intended to provide guidelines that ensure that the goals of the corporate partner and the City are aligned, the public interest is
respected and the integrity of municipal programs and services is protected.
B. Scope:
1. Except as otherwise set out, this policy shall apply to all direct business relationships between the Corporation of the City of Kingston and
businesses which contribute either financially or in-kind to City programs, services or facilities in return for recognition, public acknowledgement,
or other promotional considerations.
2. This policy shall not apply to:
- Instances when the municipality is the sponsor as it is intended to be used when the City is the recipient of a sponsorship
Brockton Recreation Master Plan
276
- Instances where the City of Kingston is one of several partners involved in hosting events outside or external organizations receiving funding
through the City of Kingston
- Advertising sales
- Funding or gifts in-kind obtained from other levels of governments through normal transfer payments or grant programs
- Sales of expertise, software, property, intellectual property & services, or other more complex public private relationships involving the delivery of
direct service
- Fees charged, purchase of service agreements, leasing of property, or similar revenue earned by the municipality
- Bequests, gifts and gifts-in-kind
For the purposes of this policy, the following definitions will apply:
Advertising Sales:
The selling or leasing of advertising space on City's printed materials and properties whereby the advertiser is not entitled to any additional
benefits beyond access to the space purchased. Advertising is a straightforward purchase of space based on pre-established rates
Corporate Sponsorship:
A mutually beneficial business arrangement or partnership between the municipality and an external company, organization or enterprise wherein
the external party contributes funds, goods, or services to a municipal project, service or initiative in return for recognition, acknowledgement, or
other promotional consideration.
Donor Recognition:
Refers to the acknowledgement and expression of thanks issued for a sponsorship, the previously agreed upon terms of publicity and/or
promotion that suitably reflect the impact of the sponsorship.
Gifts:
Contributions of cash given voluntarily toward an event, project, program or corporate asset as a philanthropic act, for which Charitable Tax receipt
may be issued.
Gifts-in-Kind:
Contributions of corporate products and/or other assets without charge or purchase usually in return for published acknowledgement. Official
Charitable Tax receipt may be issued based on 'fair market value' or it can be deducted as a business expense.
Volunteers:
277
Appendix E
The contribution of skills or time through volunteer service does not qualify as a donation as it cannot be deemed property as per the Canadian
Income Tax Act.
Acceptance of sponsorship will be based on, but not limited to, the following criteria:
1. The sponsorship must:
- Be beneficial for both parties
- Be consistent with the mandate, policies and objectives of the City of Kingston
- Enhance the development, delivery, awareness or continuance of one or more City programs, services, or facilities; or provide for the delivery of
programs and services by the community in a manner deemed by the City to be efficient, effective and in the best interests of the community at
large.
- Take into consideration the long term implications on staffing and financial resources after the term of the sponsorship agreement has expired
- Must be valued at a level consistent with the recognition or acknowledgement of the corporate partner
Logo and Slogan.
- Must give recognition in a manner designed not to detract from the physical attributes of a location, event, facility and service delivery and
adhere to the City's Visual Identity Policy respecting the use of the City
- Be subject to any other applicable approval process mandated by legislation, regulation, bylaw or Council resolution
2. The sponsorship must not:
- Take into consideration the anticipated community impact of the sponsorship, particularly when the corporate partner's products or public image
may be deemed sensitive
- Imply endorsement of the company or its products and services and should prohibit corporate partners from making statements which suggest a
company's products and services are endorsed by the municipality
- Result in or be perceived as giving any preferential treatment outside of the sponsorship agreement
- Be accepted from individuals or corporations currently not in good standing with the municipality (i.e. currently in violation of a bylaw or under
litigation)
- Cause a municipal employee or elected official to receive any product, service or asset for personal use or gain
Brockton Recreation Master Plan
278
- Be accepted from any corporations recognized as producing tobacco products
- Be accepted from any corporations recognized as producing beer, wine, or alcohol products except for special events not exclusively or primarily
targeted at children or youth and held in facilities that can be licensed under the L.L.B.O.
1. The agreement will be in the form of a letter (for sponsorships under $25,000 that do not include any naming rights) or a contract (for those over
$25,000 and/or those involving naming rights). It will outline the following:
- Be accepted from any corporations who in any manner portray, promote or condone stereotyping of any group or discrimination as defined by
the Ontario Human Rights Code
- What thesponsor is contributing and what the value of the contribution represents
- The obligations of both the sponsor and the City
- The dispositions and ownership of any assets resulting from the sponsorship
- Responsibility for the maintenance, insurance and taxes of all assets associated with or resulting from the sponsorship
- The duration of the sponsorship
- The licensing and use of the City's and the Sponsor's name, trade and service marks and other intellectual property, and any payment for such
licensing and use
1. Sponsorship opportunities valued less than $25,000 may be entered into for up to five consecutive years without a competitive process.
2. Sponsorship opportunities valued between $25,000 and $50,000 per year may be entered into for up to five consecutive years without a
competitive process in the following circumstances:
- A cancellation provision and the remedies available to both parties upon cancellation
- Where only one suitable sponsor is available.
- Where a particular sponsorship opportunity is the intellectual property of a particular proponent and where it is deemed that this concept would
be beneficial to the City of Kingston.
279
Appendix E
Policy
Commemoration Policy
Donation Policy
3. Sponsorships opportunities valued between $25,000 and $50,000 require a competitive process when it does not meet the circumstances
outlined above.
4. Sponsorship opportunities valued at over $50,000 and the sponsorship opportunity is limited or exclusive always require a competitive process.
5. Sponsorships that are for greater than a five-year term require Council approval
Where the sponsorship opportunity is not exclusive in nature..
1. Providing that all provisions of this Policy are met, there are no naming rights involved and provided that the value of the sponsorship is less
than the pre-authorized limits set out in the City of Kingston's Purchasing By-law, sponsorship agreements may be executed by City officials: up to
$50,000 by Department Heads.
2. All sponsorship agreements over $50,000 and/or that involve naming rights must be approved by Council.
3. For tracking purposes, the C.A.O., Finance and Legal Divisions must be notified in writing of all sponsorship arrangements. A tracking system
will be established in Finance to facilitate information sharing between staff and to provide annual reports to Council on the volume and type of
sponsorships.
4. Any naming rights will be subject to the City of Kingston Naming of Corporate Assets Policy.
Related information
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