Parks, Recreation & Culture Master Plan (2019)
Erin, Ontario
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TOWN OF ERIN
PARKS, RECREATION & CULTURE MASTER PLAN
Final Report, September 2019
Prepared for:
Prepared by:
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
Contents
Introduction ............................................................................................................................. 1
1.1
Project Purpose and Scope .............................................................................................. 1
1.2
Study Process ................................................................................................................... 2
1.3
Engagement Completed to Date ..................................................................................... 2
Summary of Activities ............................................................................................ 2
Emerging Themes from Engagement to Date ....................................................... 5
The Context of Planning in Erin ............................................................................................... 8
2.1
Regional Context ............................................................................................................. 8
2.2
Policy Context ................................................................................................................ 10
Local Context ....................................................................................................... 10
Wellington County Context ................................................................................. 11
Provincial Context ................................................................................................ 12
National Framework ............................................................................................ 13
2.3
Demographics ................................................................................................................ 16
Historic Population Growth ................................................................................. 16
Relative Age of Erin Residents ............................................................................. 16
Considerations of Income .................................................................................... 17
2.4
Planning for Growth ...................................................................................................... 18
Future Population Growth ................................................................................... 18
Wastewater and Servicing Requirements ........................................................... 19
A Framework for Growth ..................................................................................... 19
2.5
Municipal Investment in Recreation ............................................................................. 21
Historic Spending and Cost Recovery .................................................................. 21
Planned Capital Investments ............................................................................... 23
Trends in Recreation and Sport ............................................................................................. 24
3.1
National Influences on Recreation and Sport Participation .......................................... 24
3.2
Local Trends in Recreation and Sport Participation ...................................................... 26
Participation in Unorganized Activities More Common ...................................... 26
Local Importance of Parks, Recreation and Cultural Facilities and Services ....... 27
3.3
Indoor Recreation Infrastructure Trends ...................................................................... 27
3.4
Parkland Design and Development Trends ................................................................... 30
3.5
Trail System Planning & Design ..................................................................................... 34
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3.6
Service Delivery Trends ................................................................................................. 35
3.7
Other New and Emerging Recreation Trends ................................................................ 36
Master Plan Values & Priorities ............................................................................................. 39
4.1
Key Principles ................................................................................................................. 39
4.2
The Vision for Parks, Recreation and Culture ................................................................ 39
4.3
Goals & Objectives ........................................................................................................ 40
4.4
The Approach to Planning ............................................................................................. 41
Indoor Facilities ..................................................................................................................... 42
5.1
Community Centres ....................................................................................................... 43
5.2
Indoor Ice Pads .............................................................................................................. 47
5.3
Community / Banquet Halls .......................................................................................... 52
5.4
Community Theatre ....................................................................................................... 54
5.5
Gymnasiums .................................................................................................................. 56
5.6
Indoor Field House ........................................................................................................ 56
5.7
Indoor Pool .................................................................................................................... 57
Parkland and Trails ................................................................................................................ 59
6.1
Parkland Supply & Classification ................................................................................... 59
6.2
Parkland Acquisition & Dedication ................................................................................ 66
6.3
Parkland Development & Design................................................................................... 68
6.4
Erin's Trail Network ....................................................................................................... 69
Outdoor Facilities .................................................................................................................. 73
7.1
Ball Diamonds ................................................................................................................ 74
7.2
Soccer Pitches / Multi-Use Sports Fields ....................................................................... 78
7.3
Tennis Courts ................................................................................................................. 81
7.4
Playgrounds ................................................................................................................... 84
7.5
Skateboard Park ............................................................................................................ 86
7.6
Outdoor Rinks ................................................................................................................ 88
7.7
Splash Pads .................................................................................................................... 89
7.8
Off-Leash Dog Parks ...................................................................................................... 90
7.9
Basketball Courts ........................................................................................................... 90
Level of Service for Recreation .............................................................................................. 92
8.1
Current Model of Service Delivery ................................................................................ 92
8.2
The Need for Effective Partnerships.............................................................................. 93
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8.3
Improving Participation ................................................................................................. 96
8.4
Municipal Programming and Special Events ................................................................. 97
Current Program Offer ......................................................................................... 97
Existing Special Events ......................................................................................... 99
8.5
Affordable Access & User Fees .................................................................................... 100
Implementation Framework ............................................................................................... 102
9.1
Protocols for Reviewing, Monitoring and Updating the Master Plan ......................... 102
9.2
Recommended Phasing Plan ....................................................................................... 103
Appendix A: Demographic Mapping
Appendix B: Detailed Inventory Sheets
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Introduction
1.1 Project Purpose and Scope
The Parks, Recreation and Culture Master Plan for the Town of Erin is a flexible blueprint
intended to guide municipal planning and decision making for parks, recreation and cultural
assets and services over the next 10 years (to 2029). This Plan will help Town Council and staff
manage the development of parks and trails, recreation and cultural facilities and services, and
programming and events in a strategic manner.
For the purposes of this report, 'recreation' is defined as the experience that results from freely
chosen participation in physical, social, intellectual, creative and spiritual pursuits that enhance
individual and community wellbeing1.
The Master Plan is an integrated plan that evaluates needs and strategies related to the
following:
Indoor Recreation
Facilities
-
Community Centres
-
Arenas
-
Community Halls
Parks and Trails
-
Active and Passive
Parkland
-
Trails
Outdoor Recreation
Facilities
-
Sports Fields
-
Courts
-
Playgrounds
Programming and
Events
-
Programming
-
Partnerships
-
Service Delivery
-
Special Events
1 Framework for Recreation in Canada: Pathways to Wellbeing (2015).
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This Master Plan recognizes that a preferred growth scenario for the Town has not been
confirmed at the time of reporting. The recommendations and service levels identified within
this report utilize the growth projections as per the County's Official Plan. While there may be
some variance in estimations as a result of the Growth Management Strategy (currently
underway), the Master Plan has the ability to adapt to a changing demographic situation
dependent on the growth scenario and how the community changes over time. In this regard,
continuous monitoring of community demographics will be important going forward.
1.2 Study Process
The Master Plan was developed through a multi-phased and integrated approach. The general
framework for the study is identified as follows:
Exhibit 1: Study Process Diagram
1.3 Engagement Completed to Date
Summary of Activities
Several engagement activities relating to the preparation of this Master Plan have been
undertaken, with the purpose of gathering input from those who use and help to deliver the
services. These activities include the following:
-
Residents Survey;
-Background
Information
Review &
Analysis
-Engagement
Strategy
Development
& Initiation
Phase 1: Project
Start-Up & Data
Collection
-Inventory
Review
-Community &
Stakeholder
Engagement
-Needs
Analysis
-Interim
Reporting
Phase 2:
Situational
Analysis
-Options /
Directions &
Recommendation
s Development
-Community &
Stakeholder
Engagement
Phase 3: Develop
Options &
Recommendations
-Finalize
Recommendations
& Draft Master Plan
-Implementation
Framework
-Deliver Final Master
Plan
Phase 4: Master
Plan & Reporting
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-
Student Online Survey;
-
Community Workshop;
-
Stakeholder / User Group Workshop;
-
Engagement with external stakeholders (e.g. school boards, local schools,
tenants, and conservation authorities); and
-
Public comment period to review final draft Master Plan.
Additional details of each activity are provided below.
Residents Survey
An online survey for residents was open to the public via the Town's website from February 18
to April 5, 2019. Printed versions were also made available at Town facilities. In total, 452
respondents participated in the online survey and provided their views and experiences with
Town-owned parks, recreation and culture facilities, programs and services. Based on the
sample size of respondents, the results of the close-ended questions are reported with a
confidence level of 95% and a margin of error of +/- 5%.
A detailed summary of the outcomes of the Residents Survey have been developed under
separate cover.
Student Online Survey
In order to gain further perspective into parks, recreation and culture facilities, services and
programs from a youth perspective, an online survey was distributed to students at the Erin
District High School. In total, there were 21 survey responses.
When students were asked 'What do you like most about the Town of Erin as a place to live and
recreate?' the survey responses (n=12) ranged from a small town feel that is quiet and peaceful
to enjoying the arenas and open space. The lack of summer recreational activities, parks, and
public pool(s) were described by youth as what they liked the least.
Student Survey respondents (n=21) ranked jogging and running (48%) as the top activity they
participated in over the last 12 months, followed by badminton (43%), pickleball and camping
(38% respectively), and basketball, canoeing, road cycling and indoor swimming at 33% each.
Community Workshop
A Community Workshop was held on April 2, 2019 at the Erin Community Centre (ECC). The
purpose of this meeting was to provide a project introduction and receive initial feedback
related to the community's parks and recreational needs moving forward. There were 17
interested citizens in attendance.
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The meeting provided community members with the opportunity to share their views on their
needs, wants, and vision for parks, recreation and culture activities in the Town over the next 10
years, and how the Town could be a leader in Southern Ontario in lifestyle services.
Stakeholder / User Group Workshop
A User Group Workshop was held on April 3, 2019 at the Erin Community Centre. There were
24 individuals in attendance representing a variety of groups who use the Town's recreation
facilities. User groups not present at the workshop were contacted via email for input.
The purpose of the meeting was to understand the groups' current needs, issues and
opportunities for the future. Discussion(s) at the meeting focused on their views of the Town's
facilities (what should be celebrated, what needs to be enhanced, and overall satisfaction),
existing challenges groups face and what solutions they have sought, what they would like to
see in the future, and facility examples from other communities the Town could learn from.
School Board / School Engagement
Telephone interviews were conducted with the Upper Grand District School Board and public
schools (elementary and secondary) located in Erin. The purpose of the interviews was to
understand whether any Town-owned/operated recreational facilities were being utilized by
local schools (if so, what was their satisfaction level), desired change in the types of major
recreation facilities provided over the next 10 years, as well as opportunities or constraints to
partnership development with the Town.
In general, the schools are satisfied with the existing facilities but state there is a need for a
public pool to serve the 'Swim to Survive Program' and meet the needs of their school aged
children and youth. The schools observed that all-seasoned recreational and sport programs for
youth are vastly needed since the current offer is very limited. Suggestions included summer
programs such as nature programs / leadership camps for youth and promoting the use of Erin's
outdoor amenities for recreational and leisure activities to families (in an effort to reduce screen
time at home).
Through these conversations it was also noted that there is economic disparity among residents
in Erin. The provision of "affordable" programs and services for kids and families, as well as a
health resource / drop-in centre for families that offers parenting courses, mental health
programs etc., were identified as important needs in the future.
The School Board indicated that they would be open to discussing expanded partnerships with
the Town, as per the Ministry of Education's Community Planning and Partnership Policy. The
School Board holds an annual meeting (usually in the fall) to provide opportunities for these
partnerships (municipality/organizations) to be discussed.
Conservation Authorities Engagement
Telephone interviews were also undertaken with conservation authorities to garner an
inventory of their amenities, what they would like to see in the future, and future opportunities
for further partnership development.
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From an environmental perspective, the Town of Erin is split across two watersheds under the
mandate of conservation authorities, namely the Grand River Conservation Authority (GRCA)
and Credit Valley Conservation (CVC). Two prominent themes that evolved from the discussions
include a lack of greenspace available for recreational use within the municipal realm to meet
the needs of a growing population. CVC trails are heavily used for hiking, walking, and biking in
the summer, and ATV and snowmobile use in the winter. On the latter, many ATV and
snowmobile activities are occurring with no set regulation and this is damaging the trails. CVC is
interested in working with the Town to understand if there will be a continued trend for this
recreational sport and how it should be facilitated (or not) in the future.
The conservation authorities are open to considering opportunities for partnership with the
municipality to provide passive recreation on some of their properties and to gain an
understanding of what the Town's trends and needs for recreational service delivery will be in
the future.
Emerging Themes from Engagement to Date
From the activities and discussions undertaken to date, several key themes and observations,
and opportunities were prominent. These are summarized below:
Celebrate
Existing Assets
Overall, stakeholders celebrated the Town's parks (Victoria Park, Orton Park,
McMillan Park and Hillsburgh Park) and hiking trails (Elora Cataract Trail) and
described them as beautiful and a key asset to the Town, however the
maintenance of these green spaces could be improved.
Suggestions for improvement included the placement of garbage bins, signage for
clean-up, and better surveillance. It was also observed that more trail connectivity
to Town parks and the Elora Cataract Trail with adequate signage is needed. Lastly,
stakeholders want more parkland and green space for recreational use and an off-
leash dog park.
Recreational
Facilities
Require
Attention
Stakeholders identified recreational facilities in the Town as looking old, outdated
and in poor condition needing a facelift. Specifically, the Hillsburgh Arena (HCC) is
small and not suitable for adult leagues. The ice quality at both arenas are below
standard and large pools of water collect after an ice resurfacing. Hillsburgh Arena
is very cold and the changerooms and washrooms are in poor condition.
Many ball diamonds and fields have poor drainage in heavy rainfall leading to
game cancellations. There are limited dugouts, batting cages and outdoor lighting
for evening / night usage. The latter also applies to soccer fields.
At Erin Centre 2000 there is concern over mold and water issues (in the hockey
office in particular), theatre seats need an upgrade, and a better sound system is
required in the arena. Additionally, it was noted that tennis courts have not been
resurfaced in the last 4/5 years and as a result most are cracked with sink holes.
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Many stakeholders expressed poor maintenance of facilities as a major concern.
This includes the cleanliness of washrooms, changerooms, kitchen, and floors in
Erin and Hillsburgh arenas/community centre. Outdoor fields were also noted to
be poorly maintained with unlevelled surface, tall grass and weeds, poor line
markups, etc. Two user groups are interested in partnering with the Town to
share with the upkeep of outdoor fields.
Accessibility of
Recreational
Space
Accessibility issues were identified by user groups as problematic at Erin
Community Centre 2000, Hillsburgh Arena and outdoor ice rinks. These facilities
are not fully accessible for persons with a disability, however it should be noted
that the ECC has some accessibility features, while the HCC is suitable for sledge
hockey.
Recreational
Facility &
Program
Needs
The lack of playgrounds, splash pads and a public pool in the Town was
consistently raised by community members and a number of user groups.
Alongside, for those existing playgrounds (e.g. Lion's Park) most were described as
needing an upgrade. It was also noted that parking availability in most facilities
was limited and needing repairs (e.g. parking lot at Victoria Park needs paving).
Student Survey respondents identified a need for more activities to be available
during the summer months.
User groups identified the lack of age-specific recreational programs available to
youth, adults, and seniors. These include, but are not limited to, basketball and
lacrosse for youth; art classes, fitness, and yoga for adults; and wellness programs
for seniors. Citizens are interested in having more summer festivals, outdoor
musical events and live theatre/movie nights to foster a stronger sense of
'community'. To enhance cultural activities and bring in tourism it was suggested
the Town should partner with neighbouring towns to collaborate on a blues
festival or art fest, among other activities.
Program
Awareness &
Promotion
Stakeholders perceive advertising by the Town on current recreational programs
and community services as lacking. Recommendations were made to create a
marketing tool, including a program guide, brochure, and an on-line service
directory available to residents on the Town's website. Ideally, it should be on a
"one-stop shop" for easy access. It was also suggested a 'welcome package' for
newcomers be available in print and online with all of the relevant information.
Booking &
Rental Fees
The booking of facilities was deemed problematic for many user groups. Better
customer relations and a balanced partnership between the Town and primary
users was identified as a necessary step forward.
Additionally, rental fees were described as very high and not comparable to
surrounding communities. Affordable rates and low registration costs were
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deemed important by all user groups for local access to Town's recreational
facilities and increase to help club membership. To make rental fees affordable
user groups asked if community grants were available by the Town or at the
County level.
Improved
Partnerships
Generally, stakeholders want more transparency and better communication with
Town staff and full integration between the private and public sectors. User
groups would like to develop a stronger partnership with the Town to cultivate
opportunities for recreation and sporting events, including more municipal and
regional tournaments.
There is also interest in seeking corporate funding in partnership with the Town.
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The Context of Planning in Erin
2.1 Regional Context
The Town of Erin is one of seven lower-tier municipalities within Wellington County's
jurisdiction. The City of Guelph, although part of the County census division, is a single-tier city,
municipally independent of the County in term of its administration and growth planning.
Exhibit 2: Locational Context of Erin within the Greater Golden Horseshoe (GGH)
Source : Sierra Planning and Management based on mapping from the Neptis Foundation.
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Exhibit 3: Wellington County 2016 Population Comparison
Wellington County Lower Tier Municipalities
Principal Population Centre(s)
2016 Pop.
Township of Centre Wellington
Fergus, Elora/Salem
28,191
Township of Guelph/Eramosa
Rockwood
12,854
Township of Wellington North
Mount Forest, Arthur
11,914
Town of Erin
Erin, Hillsburgh
11,439
Township of Mapleton
Moorefield, Drayton
10,527
Town of Minto
Palmerston, Harriston, Clifford
8,671
Township of Puslinch
Aberfoyle, Morriston
7,336
County Total (excl. City of Guelph)
90,932
Source : Statistics Canada, Census 2016
The Town comprises two urban centres: Erin Village and Hillsburgh and is surrounded by 6
hamlets: Ballinafad, Brisbane, Cedar Valley, Crewsons Corners, Orton and Ospringe, as detailed
on the map below.
Exhibit 4: Urban Centres and Hamlets within Town of Erin
Source: Sierra Planning and Management based on mapping provided by Wellington County
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2.2 Policy Context
Parks, recreational and cultural facilities are key components to a community's overall quality of
life. These resources contribute to the health of residents, as well as the social, environmental,
and economic well-being of the community.
Erin's recreational and cultural assets, as well as its parks, trails and open space network, are
currently planned through the following supportive regional and municipal policies.
Local Context
The Town of Erin Official Plan contains goals, objectives and policies relating to land use and
development within the Town and is the primary policy framework guiding future development
of the municipality to 2041.
It is the Town's policy to develop a system of parkland and recreation facilities suitable to meet
the needs of the community within the urban areas of Erin Village and Hillsburgh.
Parkland
The Town's Official Plan (Section 3.11) identifies that "it is the Town's policy to develop a system
of parkland and recreation facilities that will benefit the community as well as seek out
opportunities to add to its park inventory". Details of the Town's acquisition strategies are
identified in Section 5.2 of this Interim Report.
Recreation
Recreational Areas, as identified in Schedule A-1 of Erin's Official Plan, includes private and
public land which is used for passive and active recreational purposes. The latter includes
private and public parks, playing fields, playgrounds, arenas, community centres, fairgrounds,
picnic areas, hiking/biking trails and other recreational uses and facilities.
The objectives identified for Recreational Areas include: (s. 4.12.2)
a) To provide a wide variety of recreational opportunities for residents of the community;
b) To recognize and maintain the natural areas, rivers and their associated valley lands as a
unique natural feature and an important community resource;
c) To co-operate with the appropriate Conservation Authority, local service clubs and
other public and private agencies in providing and/or enhancing recreational and
cultural facilities for the community;
d) To obtain land suitable for parkland development in accordance with the policies of
Section 3.10 of the Official Plan;
e) To improve access to public open spaces wherever appropriate; and
f) To encourage the development and maintenance of a linear trail system within the
Town.
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Wellington County Context
The existing Wellington County Official Plan was approved in 1998 and has since been updated
on a number of occasions, with the most recent consolidation published on 01 June 2018. The
Wellington County Official Plan outlines land use and planning decisions in Wellington County.
Wellington County supports the establishment of healthy communities to make accessible
'recreational' opportunities to all segments of the community (s. 2.1.4). It is also committed to
ensuring that existing and future residents have access to an adequate supply and variety of
leisure activities and cultural facilities (s. 1.1).
Public Spaces, Parks and Open Space
The County promotes healthy, active communities by providing for a full range and equitable
distribution of publicly accessible built and natural settings for recreation, including facilities,
parklands, open space areas, and trails.
Recreational Areas
Recreational Areas are those lands which have the potential for development of recreational or
seasonal residential uses that rely on recreational activities. The Plan identifies permitted uses
and activities these areas as:
a) Seasonal recreational uses;
b) Active and passive recreational activities including golf courses;
c) Commercial activities related to and serving recreational activities; and
d) Publicly accessible built and natural settings for recreation, including parklands, open
space areas, trails and, where practical and appropriate, water-based resources.
In section 8.8 of the County's Official Plan, the following objectives have been set for
Recreational Areas include:
a) To provide a wide variety of recreational opportunities for the residents of the
community;
b) To co-operate with the appropriate Conservation Authority, local service clubs and
other public and private agencies in providing and/or enhancing recreational and
cultural faculties for the community;
c) To obtain land suitable for parkland development; and
d) To improve access to public open spaces wherever appropriate.
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Culture
From a 'culture' perspective both the County and Town Official Plans identify the downtown
urban centres as the focal point for cultural activities and social functions.
Provincial Context
Planning Act & Provincial Policy Statement
The Planning Act sets out the ground rules for land use planning in Ontario and describes how
land uses may be controlled, and who may control them. All planning policies, official plans,
secondary plans, zoning by-laws, plans of subdivision, and other planning tools must be
prepared and applied in compliance with the Act. Policies and procedures for public
consultation and changes to land use are set forth in the Act. The Planning Act supports the
adequate provision and distribution of recreational facilities and also identifies requirements for
parkland conveyance.
Municipalities use the Provincial Policy Statement (PPS) to develop their official plans and to
guide and inform decisions on other planning matters. Policy 1.5.1 addresses Public Spaces,
Recreation, Parks, Trails and Open Space and identifies the promotion of healthy, active
communities through:
a) Planning public streets, spaces and facilities to be safe, meet the needs of pedestrians,
foster social interaction and facilitate active transportation and community connectivity;
b) Planning and providing for a full range and equitable distribution of publicly accessible
built and natural settings for recreation, including facilities, parklands, public spaces, open
space areas, trails and linkages, and, where practical, water-based resources;
c) Providing opportunities for public access to shorelines; and
d) Recognizing provincial parks, conservation reserves, and other protected areas, and
minimizing negative impacts on these areas.
Accessibility for Ontarians with Disabilities Act
The Accessibility for Ontarians with Disabilities Act (AODA) came into effect in 2005. The Act
includes mandatory accessibility standards aimed at identifying, removing, and preventing
barriers for people with disabilities, with the goal of making Ontario fully accessible by 2025.
The AODA consists of five regulatory standards. The area that is most pertinent to built
infrastructure is the Design of Public Spaces Standard, which is contained within the Integrated
Accessibility Standards Regulation. The Design of Public Spaces Standard establishes a minimum
set of technical design requirements that apply to: exterior paths of travel; recreation trails,
beach access routes, and outdoor public-use eating areas; outdoor play spaces (e.g.,
playgrounds); accessible parking; service elements; and maintaining accessible public spaces.
These standards apply to both new development and redevelopment but are not retroactive for
elements that existed prior to the phase-in period (now in full effect).
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The AODA also requires the development of Accessibility Plans at the municipal level, which may
identify enhancements to existing facilities, among other matters. Technical building standards
relating to the accessibility of the parks and recreation facilities that will be considered within
the Master Plan are largely governed by the Ontario Building Code and the Town's Multi-Year
Accessibility Plan, which was updated in 2016.
National Framework
A Framework for Recreation in Canada 2015: Pathways to Wellbeing
The Framework for Recreation in Canada 2015 outlines the national directive for the
development of recreation in Canada over the next ten years, for which provincial and municipal
recreation policies and practices should support. The Framework was endorsed by Provincial
and Territorial Ministers and supported by the Government of Canada in February 2015. Its aim
is to improve the wellbeing of individuals, communities, and the built and natural environments.
Specifically, it:
-
Presents a renewed definition of recreation and explores the challenges and
benefits of recreation today;
-
Provides the rationale for investing in an evolved recreation strategy and
describes the need for collaboration with other initiatives in a variety of sectors;
and,
-
Describes a new vision for recreation in Canada and suggests some common
ways of thinking about the renewal of recreation, based on clear goals (active
living, inclusion and access, connecting people, supportive environments, and
recreation capacity) and underlying values and principles.
A number of the goals of the plan relate specifically to parks and recreation facilities:
Goal 1: Active Living seeks to promote active living through physical recreation. Key priorities
for action include:
(1.1)
Enable participation in physically active recreational experiences throughout the life
course, continuing to focus on children and youth but expanding to meet the needs and foster
the participation of the growing number of older people in Canada.
(1.2)
Incorporate physical literacy in active recreation programs for people of all ages and
abilities. Physical literacy is recognized as a precondition for lifelong participation in and
enjoyment of sport in the Canadian Sport Policy 2012.
(1.3)
Support the child's right to play, and to participate freely and fully in "age-appropriate
recreational experiences, cultural life, and artistic and leisure activities", as outlined in the
United Nations Convention on the Rights of the Child. Enhance opportunities for children and
youth to play outdoors and interact in nature in school, community and neighbourhood settings.
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Engage parents and provide safe, welcoming, low- or no-cost opportunities for families and
multiple generations to experience the joy of spontaneous active play together.
Goal 2: Inclusion and Access focuses on increasing inclusion and access to recreation for
populations that face constraints to participation. A priority for action relevant to recreation
and parks includes:
(2.1) Develop and implement strategies and policies, which ensure that no families or individuals
in Canada are denied access to public recreation opportunities as a result of economic
disadvantage.
Goal 4: Supportive Environments is to ensure the provision of supportive physical and social
environments that encourage participation in recreation and help to build strong, caring
communities. Selected actions that may help to guide this Master Plan include:
(4.1) Develop and implement strategies and policies, which ensure that no families or individuals
in Canada are denied access to public recreation opportunities as a result of economic
disadvantage.
(4.2) Work with partners to increase the use of existing structures and spaces for multiple
purposes, including recreation (e.g. use of schools, churches, vacant land and lots).
(4.3) Enable communities to renew recreational infrastructure as required and to meet the need
for green spaces by:
-
Securing dedicated government funding at all levels, as well as partnerships with
the private and not-for-profit sectors for the necessary development, renewal
and rehabilitation of facilities and outdoor spaces;
-
Developing assessment tools and evidence-based guidelines for investing and
reinvesting in aging recreation infrastructure; and,
-
Developing and adopting innovative renewal strategies that will endure over
time, use less energy and provide affordable access for all.
(4.4) Lead and support community efforts and planning processes for active transportation and
public transit. Participate in the planning and design of communities to encourage the
placement of workplaces, schools, shops libraries, parks, and sport and recreation facilities in
close proximity so that active modes of transportation are easier to use. Encourage
development and maintenance of active transportation routes that connect people to the places
they want to go.
Canadian Sport Policy (2012)
Canadian Sport Policy (CSP) is an intergovernmental policy directive that provides a national
vision and framework for sport, physical activity and recreation until 2022. In facilitating sport
excellence, enhanced education and skill development, improved health and wellness, civic
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September 2019
pride and economic prosperity; the Policy outlines a vision to increase the number and diversity
of Canadians participating in sport.
Key policy objectives of the 2012 CSP support the development of a Parks, Recreation and
Culture Master Plan for Erin, in as much as the latter will constitute a comprehensive framework
to achieve the following national priorities at a local/municipal level:
-
Programming is accessible, equitable and inclusive to meet the needs,
motivation and interests of participants in a fun and safe experience;
-
Collaboration among community, regional and provincial/territorial partners
supports the development of sustainable sport facilities, green spaces and
equipment accessible to all citizens;
-
Children and youth have access to safe and appropriate spaces for unstructured
play and self-organized sport;
-
Linkages and partnerships are fostered and supported among
municipalities/local governments, schools, Provincial/territorial and national
sport organizations to provide leadership and resources for recreational sport
programs;
-
Capable volunteers and salaried workers are recruited and retained in order to
achieve system objectives;
-
Collaboration among community, regional and provincial/territorial partners
supports the development of sustainable sport facilities, green spaces and
equipment accessible to all citizens;
-
Linkages and partnerships between and among sport organizations,
municipalities/local governments, and educational institutions align and
leverage athlete, coach and officials' development and maximize facility
utilization; and,
-
Leaders, educators and parents support the development of physical literacy
and safe, healthy, values-based play and sport among children and youth.
To support the implementation of CSP 2012 policy goals and objectives, in August 2013, Federal,
Provincial and Territorial Ministers of Health and of Health Promotion/Healthy Living Ministers
approved new priorities for collaborative action that focuses on promoting access to sport for
economically disadvantaged Canadians, improving capacity in the sport system, and aligning CSP
2012 with strategies for physical activity and recreation.
Canadian Sport for Life (CS4L)
Canadian Sport for Life (CS4L) is a national initiative to improve the quality of sport and physical
activity in Canada via a seven-stage training, competition and recovery pathway framework for
Town of Erin Parks, Recreation and Culture Master Plan
16
September 2019
fostering sport and physical activity from infancy to adulthood. The initiative challenges
Canadian sport organizations to develop and adopt a Sport for Life model and subsequently
forms a framework for provincial sport organizations and municipalities in delivering recreation
services and attaining funding from upper levels of government.
2.3 Demographics
Historic Population Growth
As per the 2016 Census data, the Town's population is 11,439 residents. The two main centres
include Erin Village with a population of 3,100, and Hillsburgh with 1,315 residents.
The following exhibit shows that the Town experienced population growth of 2.6% over the 10-
year period from 2006 to 2016 (albeit with a drop of circa 378 recorded residents between 2006
and 2011). This pace of growth is considerably less than the County of Wellington as a whole in
the same period (11.13%). It should be noted the 2016 Census demographics for the County of
Wellington also includes the City of Guelph.
Exhibit 5: Town of Erin and Wellington County Comparison: Population Change 2006 to 2016
Municipality
2006
2011
2016
% change 2006
to 2016
Town of Erin
11,148
10,770
11,439
2.6%
Wellington County (incl. Guelph)
200,425
208,360
222,726
11.13%
Source : Sierra Planning and Management based on Statistics Canada, Census 2016
During the 2006 and 2011 Census period the Town experienced population decline in the
villages of Erin and Hillsburgh and the hamlet of Brisbane. But between 2011 and 2016
population growth was experienced in all areas of the Town's urban boundary, including the
hamlets of Cedar Valley, Brisbane, Ospringe and Ballinafad. At present, a lack of servicing
capacity is limited the growth potential of the town. See Appendix 1 for mapping details related
to population growth.
Relative Age of Erin Residents
The Town's age distribution profile closely aligns with that of the County and is similar to that
found in comparable municipalities across Ontario. In general, 43% of the Town's population is
50 years or older, while adults between 20 and 49 years of age comprise 34% of the population
at both the Town and County level. The trend of an aging population is progressing steadily
within the County of Wellington, as it is in Ontario and across Canada. The age profile for
children aged 0 to 19 is 22% for the Town. The age distribution comparison provided below
excludes data from the City of Guelph.
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
Exhibit 6: Town of Erin and Wellington County 2016 Age Distribution Comparison
Children Youth
Adults
Older Adults
Total
Municipality
0 to 9
yrs
10 to 14
yrs
15 to 19
yrs
20 to 49
yrs
50 to
64 yrs
65+
yrs
2016 Total
Town of Erin
1,045
705
850
3,895
3,210
1,725
11,430
Wellington County
(excl. Guelph)
10,655
5,795
6,150
30,480
21,275
16,560
90,915
Source : Sierra Planning and Management based on Statistics Canada, Census 2016
Note : Figures differ from total population due to rounding.
Exhibit 7: Town of Erin and Wellington County 2016 Age Distribution Comparison
Source : Sierra Planning and Management based on Statistics Canada, Census 2016
In 2016, the average age of the Town's residents was highly concentrated in the urban
boundaries of the Town, including Brisbane, Crewsons Corner, the north limits of Ospringe,
north-east limits of Erin Village, and north west limits of Hillsburgh.
Children and youth (population under 19 years of age) were highly concentrated in Erin Village,
Hillsburgh, Cedar Valley and Ospringe. Areas with the highest proportion of older adults (65+)
included the north limits of Hillsburgh and Brisbane. See Appendix 1 for mapping details related
to age distribution across the Town.
Considerations of Income
As per the 2016 census, the Town has an average household income after tax of $104,885,
which is considerably higher than Wellington County, inclusive of the City of Guelph ($82,292).
9%
6%
7%
34%
28%
15%
12%
6%
7%
34%
23%
18%
0%
5%
10%
15%
20%
25%
30%
35%
40%
0 to 9 yrs
10 to 14 yrs
15 to 19 yrs
20 to 49 yrs
50 to 64 yrs
65+ yrs
Town of Erin
Wellington County (excl. City of Guelph)
Town of Erin Parks, Recreation and Culture Master Plan
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Forty-three percent of the Town's households have an income of $100,000 or more, compared
with 29% in the County.
Exhibit 8: Town of Erin and Wellington County 2016 Income (After Tax) Comparison
Source: Sierra Planning and Management based on Statistics Canada, Census 2016
Prevalence of Low Income
In 2016, 6.9% of the Town of Erin's population was under the low-income cut-off (after tax).
This is a lower proportion of the population when compared with 10.2% in Wellington County,
and 9.8% in Ontario as a whole.
The geographic areas that had the highest proportions of resident household under the Low-
Income Cut-Off Threshold, after tax (LICO-AT), in 2016 were mostly focused near the north-west
limits of the Town's boundary. See Appendix 1 for mapping details.
The lower than average prevalence of low-income households is likely also attributable to the
lack of municipal servicing capacity and directly relates to the requirement for septic or well
servicing for each household.
2.4 Planning for Growth
Future Population Growth
The County's Official Plan projects up to 16,250 residents in the Town by 2036, and 18,905 by
2041. Based on the 2016 Census baseline population, this equates to an increase of up to 7,466
residents by 2041. The urban centres of Erin and Hillsburgh are anticipated to accommodate a
majority of this growth.
5%
10%
14%
15%
14%
43%
7%
16%
18%
16%
14%
29%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0 to $19,999
$20,000 to
$39,999
$40,000 to
$59,999
$60,000 to
$79,999
$80,000 to
$99,999
$100,000 and
over
Town of Erin
Wellington County (inc. City of Guelph)
Town of Erin Parks, Recreation and Culture Master Plan
19
September 2019
As shown below, a range has been provided to recognize that the Town of Erin was in the
process of determining its future potential to accommodate growth on municipal water and
wastewater services in these two Urban Centres at the time of the Official Plan review.
Exhibit 7: Estimated Population Projections to 2041 (Town, County)
Municipality /
Year
2016
2036
2041
% increase
2016 to
2036
(range)
% increase
2016 to
2041
(range)
Town of Erin
Total population
11,439
15,360
16,250
15,865
18,905
24% to 31%
28% to 53%
Wellington County (excludes City of Guelph)
Total population
90,932
132,000
140,000
45%
54%
Source: Sierra Planning and Management based on Wellington County Official Plan, June 2018
The County Official Plan clearly indicates that the population and employment projections for
the Town will need to be revisited on completion of the wastewater strategy and implications
for development capacity.
Wastewater and Servicing Requirements
As identified above, at present, the Town of Erin does not have a municipal wastewater system
which has placed limitations on the opportunities for new housing and employment
development. In June 2018, an Environmental Study Report was completed - and based on the
comparative analysis of costs, the preferred solution was identified as a municipal wastewater
collection system conveying sewage to a single wastewater treatment plant located south east
of Erin Village. This system comes with an estimated cost of $118 M, and the potential to serve
an urban population of up to 14,600 residents. The implementation of the wastewater system
relies on external funding by senior levels of government as well as front-end financing by
developers to reduce the required capital by the Town.
A Framework for Growth
A Growth Management Strategy is currently underway to further the progress of this work,
which will guide growth and investment over the next 20 years and beyond. Erin is anticipated
to add approximately 7,000 to 10,040 new residents by 2041, up from an existing urban
population of 4,415 residents. The low end of this estimate equates to the high scenario
presented in the Wellington County Official Plan (18,904 population by 2041), and therefore the
Town may need to plan for a heightened level of provision and be ready to respond effectively
as growth occurs.
The Strategy will ultimately provide guidance on the appropriate location, timing, phasing,
servicing and financing of growth between Hillsburgh and Erin Village, and identify a preferred
growth scenario. Once defined, this Master Plan, and the implementation of the
recommendations here within, must have consideration for the growth anticipated and the
Town of Erin Parks, Recreation and Culture Master Plan
20
September 2019
changing demographics of the community. Continuous review and monitoring will be important
going forward.
Potential Locations for Growth
The County's data related to the issuance of residential building permits indicates that
residential development is poised to occur mostly within the two urban centres of Erin Village
and Hillsburgh.
The Environmental Study Report identifies areas that have been designated for residential
growth within the urban boundaries of Erin Village and Hillsburgh. Within Erin Village, 135.3
hectares have been identified for residential growth, while 100 hectares are identified in
Hillsburgh. The residential growth areas within the villages are depicted in yellow on the
following exhibits.
Exhibit 8: Potential Development Areas in Erin Village
Source: Urban Wastewater Servicing Class EA, Ainley & Associations Limited, April 2018.
Town of Erin Parks, Recreation and Culture Master Plan
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Exhibit 9: Potential Development Areas in Hillsburgh
Source: Urban Wastewater Servicing Class EA, Ainley & Associations Limited, April 2018.
2.5 Municipal Investment in Recreation
Historic Spending and Cost Recovery
In 2018, the Town of Erin spent approximately $1.3 million in operating dollars across parks,
trails, recreation and culture. Approximately 79% ($1,026,834) of these expenses are associated
with the operation of the three community centres - Erin Community Centre (includes the
operation of the Erin Community Theatre), Hillsburgh Community Centre, and Ballinafad
Community Centre. The operation of all other parks, trails, and outdoor recreational assets
accounts for the remaining 21% ($277,589).
With over $683,000 in revenues in 2018, the Town's Recreation portfolio has an existing overall
cost recovery of 52%. Cost recovery for specific facilities vary across the asset base.
Erin Community
Centre
$617,413
47%
Hillsburgh
Community Centre
$364,992
28%
Ballinafad
Community Centre
$44,429
4%
Parks & Sports
Fields
$277,589
21%
Breakdown of Spending on Recreation (2018)
Town of Erin Parks, Recreation and Culture Master Plan
22
September 2019
Town of Erin Parks and Recreation (All Facilities and Amenities)
2016
2017
2018
Total Revenue
$711,609
$643,628
$683,504
Total Expense
($1,329,403)
($1,465,796)
($1,304,423)
Net Operating Income (NOI)
($617,794)
($822,168)
($620,919)
Cost Recovery %
54%
44%
52%
Source: Town of Erin Recreation Budget (2016-2018)
As part of this assignment, a benchmarking exercise was undertaken to assess Erin compared to
communities of a similar nature2. The following identifies recreation services (recreation
programs and recreation facilities) cost recovery rates for comparable communities in Ontario
based on 2016 data3. Based on this data, Erin's overall cost recovery rate for recreation services
is in line with other municipalities of a similar context and composition.
Exhibit 10: Cost Recovery for Recreation, Municipal Comparison
Comparable
Municipality
Population
(2016)
% Cost Recovery
Recreation
Programs
Recreation
Facilities
Total
Brock
11,068
74%
40%
57%
Ingersoll
12,146
42%
24%
33%
Kincardine
11,468
72%
10%
41%
Meaford
11,536
35%
30%
33%
Minto
8,671
34%
66%
50%
Scugog
21,617
95%
46%
71%
Whitchurch-Stouffville
45,837
72%
43%
58%
Wilmot
20,545
10%
50%
30%
Average
17,861
54%
39%
46%
Source: BMA Management Consulting Inc., Municipal Study - 2016.
The recreation-related expenditure identified above amount to approximately $114 per capita
and includes costs associated with the delivery of facilities as well as its limited programs and
related services. It is important to note that spending amounts per capita can vary greatly
across municipalities and are largely dependent on the services provided and facilities held
within the municipal portfolio. Erin's spending translates into a slightly higher than average
spending per capita when compared to the other municipalities identified here but is lower than
the provincial average ($133) as identified in BMA Management Consulting Inc.'s Municipal
Study 2016, a municipal comparative study undertaken on behalf of participating Ontario
municipalities.
2 Comparable communities are those which are approximately an hour's drive outside of a major urban
centre and are predominantly rural in context.
3 BMA Management Consulting Inc., Municipal Study - 2016.
Town of Erin Parks, Recreation and Culture Master Plan
23
September 2019
Exhibit 11: Recreation Spending per Capita, Municipal Comparison
Comparable
Municipality
Population
Expenditures
Spending per
Capita
Brock
11,068
$ 962,916
$87
Ingersoll
12,146
$ 1,396,790
$115
Kincardine
11,468
$ 2,511,492
$219
Meaford
11,536
$ 761,376
$66
Minto
8,671
$ 901,784
$104
Scugog
21,617
$ 1,707,743
$79
Whitchurch-Stouffville
45,837
$ 4,217,004
$92
Wilmot
20,545
$ 2,650,305
$129
Average
17,861
$ 1,989,269
$111
Erin (2018)
11,439
$ 1,304,423
$114
Source: BMA Management Consulting Inc., Municipal Study - 2016.
Planned Capital Investments
In addition to its current investment, the Town of Erin is engaged in the planning of new
recreational infrastructure to address ongoing replacement requirements and new growth-
related needs. The Town has recently completed the Erin Rotary River Trail, Phase 1 (Town),
while Wellington County has recently developed a new library facility in Hillsburgh to replace an
older facility.
Future initiatives, as related to parks, recreation, trails and culture, as identified in the Town's
approved 2019 Capital Budget detailed below, total $751,000. This is in addition to an annual
contribution of $20,000 towards Centre 2000 (through an agreement with the Upper Grand
District School Board) and $50,000 allocated towards the emergency response centre reserve.
Exhibit 12: Planned Capital Expenditures for Recreation Department (2019 - 2022)
Year
Key Capital Projects
Amount
2019
-
Erin Community Centre (Centre 2000) for accessibility
renovations, new flat roof and ice resurfacer
-
Online booking software
-
Parks fencing, playground equipment, tractor and bleachers
$160,000
$40,000
$63,000
2019 Total
$263,000
2020
-
Dog park
-
Operating equipment
$28,000
$30,000
2020 Total
$58,000
2021
-
Centre 2000 theatre seating
$80,000
2021 Total
$80,000
2022
-
New splashpad (unspecified location)
$350,000
2022 Total
$350,000
Source: Sierra Planning and Management based on Approved Town of Erin 2019 Capital Budget.
Town of Erin Parks, Recreation and Culture Master Plan
24
September 2019
Trends in Recreation and Sport
In order to plan recreation and community facilities effectively for the future, it is important to
understand the demand for recreation programs, services and facilities. This section provides a
high-level assessment with regards to general physical activity profiles, trends in participation at
the national, provincial and local level (based on available data), and recreation industry trends.
Sport-specific participation trends are provided in the appropriate areas of Sections 5 through 7
of this document.
3.1 National Influences on Recreation and Sport Participation
The following socio-economic factors that influence physical recreation participation have been
identified by Canadian Heritage, Canadian Fitness and Lifestyle Research Institute, Statistics
Canada, and the Interprovincial Sport and Recreation Council/Canadian Parks and Recreation
Association:
-
Age - Sport participation and overall active lifestyle tends to decrease with age. National
and Provincial sports participation is projected to continue to decline as the population ages;
Exhibit 13: National Sport Participation by Age Groups 1992-2010
Source: Sierra Planning and Management based on Ontario Ministry of Health Promotion, Active 2010
Ontario's Sport and Physical Activity Strategy
54.4%
37.3%
28.9%
23.3%
16.5%
0%
20%
40%
60%
80%
100%
15 to 19
20 to 24
25 to 34
35 to 54
55 and over
2010
2005
1998
1992
Town of Erin Parks, Recreation and Culture Master Plan
25
September 2019
-
Gender - The gender gap in sport participation has increased where the gap in favour of a
greater representation of male sport participation increased from 1998 (17%) to 2010 (19%);
-
Household composition - Recent immigrants4 are more likely to regularly participate in
sport than immigrants who arrived prior to 1991. Furthermore, in 2010 recent immigrants
reported similar levels of sport participation as Canadian-born residents;
-
Labour force status - In 2010, students displayed the highest rate of participation in sport
(46%), followed by part-time workers (31%), full-time workers (27%) and unemployed (17%);
-
Marital status - Single adults are more likely to participate in sport as compared to married
Canadians; however, married Canadians are more likely to participate in sport than
widowed, divorced or separated adults;
-
Geography/place of residence - In 2005, rural Canada experienced lower sports
participation levels than more urbanized areas. Lower rural sports participation may be a
result of longer travelling distances, which may limit engagement in physical activity
opportunities;
-
Health challenges - An increase in sedentary lifestyle has led to unhealthy eating practices
and increases in chronic diseases such as diabetes and heart disease. Psychological barriers
include depression, especially among youth;
-
Consistent access - Overall health improves with consistent exercise, therefore consistent
access to opportunities to exercise and recreate can influence positive and active
behaviours;
-
Social media - An increase in the use of social media has limited face-to-face interactions
and the opportunity to recreate;
-
Infrastructure deficits - A lack of quality and quantity of recreation spaces hamper
community access to recreation opportunities. Pace of development that impacts natural
environment also reduces quality and quantity of outdoor recreation spaces in cities;
-
Access to opportunities for those with a disability - A common barrier encountered by
persons with disabilities is a relatively limited range of opportunities to participate in sport
and recreation across Canada. In some cases, this may simply be that there is either no
program available in their community or, it could be that local facilities are not accessible or
welcoming for those with a particular disability;
-
Educational attainment - Canadians with greater levels of educational attainment are more
likely to be engaged in sport (20% for Canadians with some college, trade or high school
diploma vs. 30% of those with a university degree); and
4 For this study, Canadian Heritage defines 'recent immigrants' as immigrants who arrived in Canada after
1991.
Town of Erin Parks, Recreation and Culture Master Plan
26
September 2019
-
Income inequality - In 2010, the rate of sport participation among households with incomes
greater than $80,000 (33%) was five times larger than sport participation for households
with incomes of less than $20,000 (7%). Wealthier Canadians tend to have more access to
recreational opportunities.
3.2 Local Trends in Recreation and Sport Participation
Participation in Unorganized Activities More Common
Based on Residents Survey results, popular activities among respondents indicated that informal
or unorganized leisure activities are likely the most common for Erin residents. These include
walking for leisure or exercise (55%), followed by dog walking and gardening (44%), and hiking
(43%).
With respect to activities that may reflect more organized programming options: Ice Hockey
(26%), Soccer (19%), and Baseball (15%), were the most popular among survey respondents.
Exhibit 14: Local Participation Trends
Source: Sierra Planning and Management based on Master Plan Residents Survey Results, 2019
13%
15%
15%
15%
15%
19%
20%
21%
22%
22%
22%
23%
25%
26%
28%
29%
43%
44%
44%
55%
0%
10%
20%
30%
40%
50%
60%
Horseback Riding
Leisure Skating - Outdoor
Baseball
Swimming - Outdoor
Artistic/Cultural activities
Soccer
Cycling (Mountain Bike)
Jogging/Running
Cycling (Road)
Tobogganing
Golf
Yoga
Aerobics / fitness
Ice Hockey
Playing at Playgrounds
Leisure Skating - Indoor
Hiking
Gardening
Dog Walking
Walking for leisure or exercise
Top 20 Activities Participated in Within Past Year
Town of Erin Parks, Recreation and Culture Master Plan
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Local Importance of Parks, Recreation and Cultural Facilities and Services
When asked "How important are the purposes or benefits of Erin's parks, recreation and
cultural facilities and services to you?" respondents indicated that opportunities to protect the
natural environment and wildlife habitat (75%) and enjoy the outdoors/nature (74%) were very
important to them, as well as enabling the physical and social development of children/youth
(71%), exercising (62%), and improving health/wellness (61%).
Exhibit 15: Important Purposes and Benefits of Recreation Facilities and Services
Source: Sierra Planning and Management based on Master Plan Residents Survey Results, 2019
3.3 Indoor Recreation Infrastructure Trends
In 2009, the Canadian and Ontario governments launched the Recreational Infrastructure
Canada (RInC) Program and the Ontario Recreation Program (Ontario REC), in recognition of the
need to upgrade and improve recreational infrastructure. Through the Economic Action Plan
(2009), the Government of Canada has committed $500 million over two years for upgrading
and renewing recreational facilities - $195 million was allocated for Ontario. Since then, the
governments of Canada and Ontario have invested in more than 750 recreational infrastructure
projects.
According to a 2010 Parks and Recreation Ontario report5 well designed and functioning
recreation and sport facilities, trails and parks is key to creating and maintaining healthy
5 Parks and Recreation Ontario, Investing in Healthy and Active Ontarians through Recreation and Parks
Infrastructure (2007)
Adult Sport
Opportunities, 10%
Child/youth
physical/social
development, 18%
Improve
health/wellness,
16%
Enjoy nature/outdoors,
19%
Protect natural
environment/wildli
fe habitats, 20%
Promote healthy
lifestyle/exercise, 16%
Provide cultural
opportunities
(Heritage, Civic
Arts), 6%
Town of Erin Parks, Recreation and Culture Master Plan
28
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communities. Many Ontario recreation infrastructure6 assets are in a state of decline, as the
majority of publicly owned facilities were built between 1956 and 1980. According to Parks and
Recreation Ontario's Major Municipal Sport and Recreation Facility Inventory, all communities
throughout Ontario will be required to upgrade or replace up to 55% of their community centres
in the near future.
Key trends that have emerged in the development of indoor recreation facilities include:
-
Multi-usage -Increasing focus on creating flexible multi-use "destination" facilities as
recreation, entertainment and family centres and community hubs with a preference for
multi-generational opportunities;
-
Unique amenities / attractions - Integrating unique amenities within "traditional"
recreation facilities. Examples include rock-climbing wall, green roofs, community kitchens,
graffiti wall, etc.;
-
Sport tourism - Throughout Canada, sport tourism represents a growing market and
providing facilities to accommodate this is an important consideration;
-
Multi-pad arena development - 2 and 4 pad arenas provide desirable sites for
tournaments and events;
-
Sustainability - Increasing focus on the overall sustainability of a facility (e.g. net
zero/carbon neutral) overachieving a specific certification program status (e.g. LEED). Key
considerations include building orientation, massing and envelope; and
-
Accessibility - Improving accessibility for people with disabilities due to the passing of the
Accessibility for Ontarians with Disabilities Act (2001) where municipalities are required to
improve opportunities for participation for people with disabilities through the removal of
barriers.
6 Parks and Recreation Ontario defines recreation infrastructure as "indoor and outdoor places and
facilities that offer specific health, social, environmental and economic benefits to the individuals and
communities in which they live". Examples of indoor recreation infrastructure include arenas, community
centres and indoor pools. Examples of outdoor recreation infrastructure include parks, trails and outdoor
pools.
Town of Erin Parks, Recreation and Culture Master Plan
29
September 2019
Exhibit 16: Recreation Infrastructure Best Practice
Location
Features
Imagery
Komoka
Wellness and
Recreation
Centre,
Middlesex
County, ON
Trends:
Multi-Usage: Co-
located facilities
/ community hub
Sport Tourism:
Melding
competitive and
community
needs
Multi-pad arena
development
-
Twin NHL-Size Pad Arena
(750 and 250 seat
capacity) with six change
rooms each;
-
4,000 square foot Fitness
Centre;
-
Indoor walking track;
-
Double gym (operated by
the YMCA of Western
Ontario);
-
7,000 square foot Branch
Library for
Middlesex County;
-
Activity and multi-
purpose rooms;
-
Office facilities including
main location for
Community Services
Department.
Wilmot
Recreation
Complex, Baden,
ON
Trends:
Multi-Usage: Co-
located facilities
/ community hub
-
Twin NHL-Size Pad Arena
(730 and 300 seat
capacity, 12 dressing
rooms);
-
Aquatics Centre;
-
Active living centre;
-
Optimist Youth Centre
(partnership with Wilmot
Family Resource Centre);
-
Multi-use room with
kitchen;
-
Indoor Track;
-
Complemented by 5
soccer fields, accessible
playground, 3km trail
loop, and splash pad.
Town of Erin Parks, Recreation and Culture Master Plan
30
September 2019
3.4 Parkland Design and Development Trends
While each municipality sets its own goals and priorities in the development of its parkland
system, common trends that can have an impact on the development / redevelopment of parks,
trails, and other outdoor facilities include demographic changes (e.g. aging communities and
rising senior needs for passive pursuits), participation trends in traditional field sports, active
transportation and active living, and linking recreation and leisure services to resident's quality
of life.
Identified below are key design trends and best practices that can influence the planning and
development of parks in the future, as related to accessibility standards, safety, sustainability,
connectivity, flexible and multi-use spaces, use of native plantings, etc.
Multi-Use for Multiple Audiences
Parks and green spaces that tend to have the most influence in encouraging residents to
participate in outdoor recreation and leisure pursuits, are those that provide a range of
amenities to facilitate a broad variety of activities. As an example, well designed neighbourhood
parks may include a playground, walking track, benches, and playing field. Dependent on the
availability and condition of the land, the park may also include a naturalized area. This type of
park functions to provide residents of all ages with a variety of opportunities for outdoor
recreation.
Creating spaces that are flexible enough to enable a variety of events and activities by a variety
of ages speaks to the "8 to 80" movement, which focuses on designing spaces where everything
in the space is functional for both an 8-year-old and an 80-year-old, therefore it will be usable by
all. For example, rather than having formal sports facilities in smaller local parks, providing an
open grass space for unstructured play may be better used by a wider range of people. This
flexibility also speaks to the growing diversity of populations and communities with a growing
demand for "un-programmed" field space and facilities that can be used for a variety of sports,
recreational activities, events, festivals, etc.
Inclusiveness and Accessibility
Accessibility requirements under the Design of Public Spaces Standard of the Accessibility for
Ontarians with Disabilities Act (AODA) apply to new construction and the redevelopment of
elements in public spaces, including parks, trails and other public amenities. Design Standards
for Public Spaces encompasses recreational trails, outdoor public use eating areas, outdoor play
spaces, exterior paths of travel (e.g. sidewalks), accessible parking, and maintenance, among
others.
Ensuring that all park amenities, including play facilities, are welcoming and easily navigable for
all ages and abilities is an important consideration. It is important to consider not only mobility
devices, but those with cognitive and other issues (i.e. autism, sensory disorders, visual and
hearing impairments, etc.). Many park designers are striving to include all types of ages and
abilities within the same play / park space by designing amenities that can be used in a
multitude of ways.
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Exhibit 17: Inclusiveness and Accessibility Best Practice
Location
Features
Imagery
Creditview
Activity Hub
Brampton, ON
-
Fully inclusive,
accessible and AODA
compliant
-
Basketball court
-
Bounce wall
-
Swings for all ages
and abilities
-
Splash pad
-
Play structure
-
Sand tables
Neshama
Playground at
Oriole Park
Toronto, ON
-
Built on a "zero
rejection policy"
-
Water play area
-
Bounce pad
-
Enclosed merry-go-
round
-
Musical elements
-
Braille panels
-
Sign language
diagrams
Parks as Green Infrastructure
As environmental awareness is ever increasing, and communities are demanding healthy
environments, green roofs, bioswales in road rights-of-way, engineered tree pits, and other Low
Impact Development (LID)7 initiatives are being implemented in many municipalities across
North America. This contributes to the natural system and sustainable management of
stormwater runoff, with the emphasis of LID being on mitigating the impacts of increased runoff
and stormwater pollution on-site through the implementation of runoff prevention strategies,
runoff mitigation strategies, and treatment controls to remove pollutants.
LID measures implemented within parks often include permeable paving in parking areas,
structural soil cells, bioswales and pond systems, and rainwater harvesting system for irrigation,
among others. Incorporating these high functioning landscapes, which are focused on water,
ecology and air quality, is becoming common in the design and development of parks.
Additionally, there are opportunities to integrate these features with elements of play or
education and learning, as appropriate.
7 LID is a planning and engineering design approach to manage stormwater runoff as part of an
environmental infrastructure system.
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Nature-Based Play
Natural play elements are increasingly becoming more prominent in playground planning. Many
benefits of connecting children with nature have been documented, including that a child's
social, psychological, academic, and physical health is positively affected when they have
frequent contact with nature. Mixing elements of the natural environment with the built
environment only enhances the play experience and often see the highest use. One of the main
things that natural play environments combat is static play elements or park designs that
children may get bored with quickly. Incorporating natural elements with play places supports
higher levels of play through repeated use and can help to encourage children to get outside
and explore. Examples can be found across Canada, and include:
Exhibit 18: Nature-Based Playground Best Practice
Location
Features
Imagery
Exhibition Park
Guelph, ON
-
Wood beams create
a variety of
playground features
/ challenges
-
Sand play area
-
Water pump
Highland Park
Salisbury, NB
-
Log climbing areas
-
Swinging rope
-
Chalk board
-
Story circle spot
-
Sand box
Assiniboine Park
Winnipeg, MB
-
Sand and water play
area
-
Crow's nest
-
Willow tree tunnels
-
Rubber mounds
-
Hillside slides
-
Net bridges
-
Children's garden
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September 2019
Location
Features
Imagery
Wayne Gretzky
Sports Centre
Brantford, ON
-
Furniture crafted
from local logs
-
Sand and water play
areas
-
Climbing structures
Outdoor Fitness Equipment
There is a trend in many communities to design parks and their amenities that appeal to older
adults. The outdoor gym trend is one of these amenities, often including various mechanical
devices ranging from simple sit-up stations to rowing machines, elliptical trainers and leg
presses. Signs indicate that the devices are intended for people aged 12 and older, however, in
public parks there is no control over the age or skill level of users, and there is no supervision.
The equipment does have moving parts and is subject to often harsh winter conditions.
Therefore, safety is often a consideration for municipalities, however the benefits to residents
often outweigh these concerns.
Exhibit 19: Outdoor Fitness Equipment Best Practice
Location
Features
Imagery
Beavermead Park
Peterborough, ON
-
LifeTrail Advanced
Wellness Stations
(specially
designed for those
over 50 years of
age)
-
Stretching stations
-
Cycle stations
Bandes riveraines
de l'Ancien-Canal-
de-Beauharnois
Salaberry-de-
Valleyfield, QC
-
Bamboo climbing
structures
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Maintenance and Sustainability
Many municipalities are facing strained budgets when it comes to the maintenance and
operation of public spaces, as new parks and facilities are acquired through the development
process. In order to reduce the maintenance and operational requirements for parkland and
park amenities, park development and renewal in the future municipal governments are now
contemplating sustainability practices, specifically related to:
-
Designs that encourage sustainable maintenance practices; (e.g. xeriscapes, naturalized
landscapes, etc.);
-
Incorporating native, drought-resistant vegetation features (to reduce watering
requirements); and
-
Utilizing durable materials and infrastructure (i.e. furniture, play equipment, etc.).
Safety and Security
Crime Prevention Through Environmental Design (CPTED), is based on the "belief that the
proper design and effective use of the built environment can lead to a reduction in the fear and
incidence of crime as well as an improvement in the quality of life" (CPTED, 2018). The
philosophy focuses on utilizing natural methods of surveillance, access control and area
definition, to positively influence individual's behavior when interacting with the environment.
These principles have become common practice in today's design realm.
Lighting is another important aspect of feeling safe and secure within parks. The appropriate
lighting levels utilized in the right locations can make parks and trails more inviting, even at
night. Lighting also enables extended use for active play on sports fields and ball diamonds.
3.5 Trail System Planning & Design
Participation in Walking for Exercise
Walking as a recreational/leisure time activity has grown in popularity across the province and is
often the most common and popular activity above all other leisure pursuits in Ontario
communities. Use of trails continues to grow with an increasing emphasis on healthy and active
lifestyles, "walkable" communities, and given that it is a fairly universal activity (for those who
are mobile). Walking and other trail activities are also typically low cost (or no cost) to
participate, with a range and diversity of routes and alternatives available, offer the ability to
participate alone or in groups and in either organized programs or spontaneously, and the
availability and convenience of locations for walking at almost any time.
Community Connectivity
In addition to supporting individual and public health and promoting active-lifestyles, trails play
an increasingly important role in creating community connectivity as a means of enticing people
into the community to take advantage of recreation and leisure opportunities available not just
by car, but via trails, walkways and bike paths. Walking and biking are emerging as some of the
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September 2019
most popular fitness trends, and therefore, an interconnected trail system offers communities a
way to recreate, access key community hubs, and commute to work without using a vehicle.
Accessible Pathway Design & Multi-Use Trails
Ensuring that portions of the trail system are universally accessible is important to ensure use by
multiple audiences. While it is recognized that universally accessible trails may not be realistic
in some of the more natural areas, due to slope, general terrain, or other limitations, those trails
located in more urban settings (sidewalks or otherwise) should be designed for universal
accessibility (i.e. appropriate curb cuts, signage, etc.).
Four Season Use
As with parks, there is increasing emphasis on the year-round use of trails to support a greater
range of activities throughout the four seasons. Related activities and types of trails have
diversified to include leash-free dog-walking trails, skating trails, tobogganing trails, mountain
biking and BMX trails, in addition to traditional seasonal and year-round trail activities such as
walking, hiking, running, cycling, rollerblading, snowshoeing, cross-country skiing, etc. There are
related maintenance and equipment considerations however, for specific uses such as winter
trail grooming for cross-country skiing and flooding/surfacing equipment for skating trails.
3.6 Service Delivery Trends
Key trends that have emerged in service delivery methods for recreational and sport
programming include:
-
Volunteerism - National trends show a decline in volunteerism. However, those who
volunteer are doing so on a more frequent basis;
-
Performance measures - Recreation Sector performance measures are increasingly
shifting from outputs to outcomes (shift from output measures such as capital costs,
number of registrants to outcome measures such as how the program benefited the
community and health indicators);
-
Partnerships - Communities are increasingly entering into partnership agreements with
community groups and the private sector to maximize cost efficiencies;
-
User and rental fees - Rising user and rental fees are increasingly raising the cost of
participation. This is a particular challenge for communities in the inclusion of target
groups; and
-
Structure of Recreation/Sport Participation - Demand for unorganized and drop-in
activities on the rise.
Assessing service delivery needs can help guide recreation departments when devising
programming and identifying gaps in services. These most commonly include:
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September 2019
-
Lack of free time - busy lifestyles and commuting have been a barrier to recreation
participation, which has increased demand for self-scheduled and spontaneous activities.
The flexibility of drop-in programming will have implications in terms of non-traditional
hours, the popularity of multi-purpose facilities and a diversity of drop-in activities.
-
Focus on Youth - a growing awareness of the importance of focusing on youth
programming and its life-long benefits, such as healthier lifestyle and decrease in bullying
and crime. Play Works developed criteria for "Youth Friendly Communities", which are
awarded to municipalities that demonstrate their commitment to youth programming.
-
Engaging an Aging Population - recreation departments are trying to engage older adults
more to get a better understanding of their needs. This generation of older adults tends to
be more physically active than previous generations and will likely register for mainstream
fitness classes. This level of activity will likely drive more demand for more active
programming/skill development, higher expectations of service quality and facilities, and a
greater emphasis on "active" living.
-
Strengthening Neighbourhoods & Creating Community Hubs - the need to animate
neighbourhoods with an increase of recreational activity, and work with local groups to
determine neighbourhood needs. A community gathering space that provides a range of
programming can create a greater sense of belonging, empowerment and cohesion within
diverse populations.
3.7 Other New and Emerging Recreation Trends
Beyond those trends identified above, as generational influences and recreational preferences
change, a variety of progressive recreation trends have emerged. Examples are provided below:
Location
Facility
Imagery
Stouffville BMX
Track, Ontario
Pump Track
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September 2019
Location
Facility
Imagery
Sunnyside Bike
Park, Toronto,
Ontario
Mountain
Bike/BMX Skill
Track
Saint-Jèrôme Multi
Sports Park,
Quebec
Kids Obstacle
Course
Penzer Park,
Langley
Parkour Park
Elevation Place,
Canmore, Alberta
Climbing Wall
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September 2019
Location
Facility
Imagery
Durham College
eSports Arena,
Oshawa, Ontario
Dedicated eSports
Arena
Century Gardens
Recreation Centre
eSports Challenge,
Brampton, Ontario
eSports Programs
Sudbury Parks and
Rec Viking Ninja
Warrior, Ontario
Ninja Warrior
Programs for Kids
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Master Plan Values & Priorities
This Master Plan is a municipal guidance document for future investment in recreation. The Plan
outlines a series of short, medium and longer-term priorities for investment in facilities, services
and programs owned and/or delivered/operated by the Town of Erin over a 10-year timeframe.
The Plan and its recommendations are based on the following principles, vision, goals, and
objectives for planning and investment.
4.1 Key Principles
The Master Plan and its recommendations are based on seven key principles, as follows:
1. Invest in recreation infrastructure for resident retention and attraction (i.e. youth and
families);
2. Adopt an asset management approach to investment in infrastructure that reflects
prudent capital investment - this includes consideration for replacing, decommissioning
and/or repurposing assets where warranted;
3. Address the needs of an aging and changing population through recreation planning;
4. Enhance existing assets through investment, creative programming and with a focus on
partnerships;
5. Ongoing monitoring of community demand for events, new sport and activities and
where possible, accommodating such demand through the multi-use of assets (that is,
through the creation of 'recreation destinations');
6. The provision of quality services in a responsive manner as well as the development and
implementation of policies and protocols that enhance the user experience with
facilities; and,
7. A balancing approach to fee setting that encourages broad community participation in
recreation and which recognizes the value of assets.
4.2 The Vision for Parks, Recreation and Culture
A proposed vision for parks, recreation and culture in the Town of Erin was developed as part of
the Master Planning process, and reads:
"An active, engaged and vibrant community that maximizes its
existing built and natural assets to provide unique recreation
opportunities and service excellence for residents and visitors."
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September 2019
4.3 Goals & Objectives
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4.4 The Approach to Planning
The recommendations included within this Master Plan cover a range of considerations for the
provision of indoor and outdoor recreation facilities as well as parks, open space, trails, and
cultural facilities, specifically as it relates to capital investment and development and the
implementation of projects over the 10-year life of this Plan.
Master Plan recommendations have been informed by a variety of inputs, and are the product
of a balanced assessment of the following long-term capital planning and asset management
factors:
-
Defined levels of service for each class or category of facility dependent on the nature
and scale of use of amenities (i.e. town, community and/or neighbourhood level of
service as appropriate);
-
Current and projected population-based and participation-based standards of provision
and the implications of forecasted resident growth on current levels of service;
-
An assessment of the capital implications of aging infrastructure and options to enhance
the delivery and operation of assets through future investment and other efficiencies;
and,
-
Community "needs and wants" as expressed through public engagement. Community
needs and wants are those that are expressed by members of the public, stakeholders
and community groups. They reflect the aspirations of the community as communicated
through the public engagement activities associated with the Master Plan process.
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Indoor Facilities
The Town of Erin is home to a collection of indoor recreation facilities that provide residents
with the opportunity to engage in a wide range of activities including hockey, skating,
performing arts, and educational and social activities. Indoor facilities are focused in three
community centres: Erin, Hillsburgh and Ballinafad.
Exhibit 20: Municipal Indoor Facilities Map
The following table summarizes the consulting team's review and inventory of indoor
recreational facilities in Erin based on ownership and type of facility.
Arena
Community / Banquet Hall
Community Theatre
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September 2019
The Town is the main provider of indoor recreation facilities, with the exception of gymnasiums
which are provided by the school boards that service the Town. The Erin Indoor Recreation
Centre is a private facility for indoor soccer that operates independently from the municipality.
Exhibit 21: Indoor Facility Inventory
Indoor Facility Inventory
Facility by Type
Facility Ownership
Total
Town
School Board
Other / Private
Community Centres
3
3
Indoor Ice Pads
2
2
Community / Banquet Halls
3
3
Community Theatre
1
1
Gymnasiums
3
3
Indoor Field House
1
1
Detailed inventory sheets of all municipal facilities are provided in Appendix 2.
5.1 Community Centres
Supply
The Town of Erin has three community centres in its inventory:
-
Erin Community Centre (Centre 2000);
-
Hillsburgh Community Centre; and
-
Ballinafad Community Centre.
The Erin Community Centre was built in 2000 to incorporate an existing ice pad
(originally built in 1970) with new amenities on-site. This includes the Erin
District High School, 2nd floor banquet hall space, a live performance theatre, a
public library branch, and lease space for service providers, namely Station Road
Nursery School, East Wellington Community Services (EWCS) who provide an
Adult Day Program and local foodbank, a dental office, canteen, and a pro shop
with skate sharpening.
The Hillsburgh Community Centre is a two-storey building, built in the 1950s,
with an arena building added in the 1960s. The facility includes dressing rooms,
referee rooms, score room, and a 2nd floor multi-use hall (capacity of 225
people) with kitchen facilities. The site is constrained by a watercourse and the
road network and does not allow for expansion.
The Ballinafad Community Centre, built in 1962 with an addition in 1988, is a
one-storey building with a finished basement. It comprises a multi-purpose hall
(capacity of 286 people), kitchen facilities, and activity rooms (in basement).
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September 2019
The Town recently took over the operation of this facility, as it was operated by
volunteers until August 2018.
Condition
Building Condition Assessments have recently been completed for Erin's
Community Centres by Pinchin Ltd. The reports identify the future
requirements to address deficiencies in the immediate term and over the next
ten years.
These costs are summarized as follows:
Future Capital Requirements: Community Centres
Community
Centre
Immediate
Years 1-5
Years 6-10
Total
Erin
$37,500
$1,281,400
$424,000 $1,742,900
Hillsburgh
$125,000
$566,500
$77,000
$768,500
Ballinafad
$8,000
$78,500
$98,500
$185,000
Total
$170,500
$1,926,400
$599,500 $2,696,400
Source: Building Condition Assessments, Pinchin Ltd., dated Nov. 30, 2018, Jan. 11 and Jan. 14,
2019.
The major expenditures required for Erin Community Centre include Roofing
(BUR) replacement at a cost of $279,300 (identified for Year 1 and 2) and
asphalt paving resurfacing in Year 1 at a cost of $140,000.
One of Hillsburgh's major requirements is an ice resurfacer identified for Year 3
(2020) at a cost of $100,000. While Ballinafad's major requirement is asphalt
resurfacing at a cost of $60,000 in Year 8 (2025).
With an insured value of over $5.4 million for the Hillsburgh Community Centre,
and considering the future capital requirements identified above, the facility has
a Facility Condition Index (FCI)8 value of 14%, meaning it is in fair condition9.
8 FCI is defined as the ratio of current year required renewal costs to current building replacement value.
Values between 0-10% FCI indicate asset is in good condition; 10-30% FCI indicate asset is in fair
condition; and more than 30% FCI indicate asset is in poor condition.
9 Fair condition is defined by industry standard as: normal deterioration and minor distress observed.
Program delivery is impeded by the asset's condition.
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September 2019
Operational
Performance
When considered together, the three community centres operate at a deficit
that has ranged from nearly -$534,000 in 2017 to -$424,000 in 2018. The deficit
per square foot has therefore improved over this period from -$6.85 to -$5.44.
Operating Performance: Community Centres
Erin CC
2016
2017
2018
Revenues
$388,762
$368,731
$371,276
Expenses
-$611,775
-$690,398
-$617,413
NOI
-$223,013
-$321,666
-$246,137
Cost Recovery
64%
53%
60%
Hillsburgh CC
2016
2017
2018
Revenues
$187,442
$186,136
$192,248
Expenses
$428,434
$398,822
$364,992
NOI
$240,992
$212,686
$172,744
Cost Recovery
44%
47%
53%
Ballinafad CC
2016
2017
2018
Revenues
$42,243
$47,230
$39,800
Expenses
$37,734
$46,748
$44,429
NOI
$4,509
$482
-$4,629
Cost Recovery
112%
101%
90%
Source: Recreation Financials provided by the Town of Erin (2016-2018)
What We
Heard
Student Survey respondents (n=20) rated the Town's recreational facilities as
being average (55%), citing that overall, they are in good condition, but minor
improvements are required. Overall, student respondents suggested the Town
is lacking in recreational facilities to serve their specific needs.
They would like to see the Town invest in a multi-use recreational community
centre that includes a public pool, arena and outdoor ice rink. However,
ensuring that both Hillsburgh and Erin have a community hub was important to
many respondents.
It was also noted that the room utilized by EWCS for the Adult Day Program, the
Wellington Room, has great appeal to the public for rental, however it is not
able to be rented due to the large amount of furniture and program supplies
stored in the room at all times.
Implications
The Town of Erin is not alone in facing a need to plan for renewal of its
community centres and recreation facilities. Many municipalities across Canada
face a similar infrastructure challenge arising because of the age of their
facilities, the limitations of available capital to maintain and replace essential
building systems, and in some cases, the absence of an asset management-
based strategy to repair, replace and plan for new development.
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September 2019
Municipal sport and recreation facilities, as a category of public sector assets,
have recently been demonstrated to have the poorest condition rating among
all categories of assets. Informing the Future, the Federation of Canadian
Municipalities (FCM) Infrastructure Report Card, 2016, quantified the relative
condition of facilities across the nation through a detailed methodology and
survey. Nineteen (19%) percent of sport and recreation facilities were
categorized as being in poor or very poor condition, the highest proportion
compared to all other asset classes, including roads and bridges, stormwater,
wastewater and potable water facilities, and other public buildings. Among
these facilities, ice arenas had the highest proportion (28%) of facilities in poor
or very poor condition.
The target annual rate of reinvestment in infrastructure and facilities is
recommended by the FCM at between 1.7% and 2.5% of asset value.
Collectively, municipalities are not achieving this range (currently at 1.3% per
annum).
None of this should be construed as a lack of recognition of the need for
investment. It is broadly recognized that reinvestment requirements are more
than just improvements to existing facilities, many of which are functionally
constrained by modern design standards and the expectations of patrons, as is
the case in Erin. There is a need to maintain a competitive level of functionality
to sustain their appeal and enhance quality of life benefits for area residents.
Recreation assets are just one part of the broader quality of life equation but an
important one which many municipalities have recognized is within their area of
control.
Key
Directions
In order to maintain Erin and Hillsburgh as the two major community hubs in
Town, and based on the provision standards for ice, utilization and condition of
the existing arena, and considering trends in facility development and
operational sustainability, it is recommended that the Town develop a new
multi-use recreation facility within Hillsburgh's urban boundary, contingent on
the decommissioning of the undersized Hillsburgh Arena as an ice pad. Barbour
Field is the recommended site for a future multi-use recreation facility, as it is a
large open parcel of land already in the Town's ownership and able to
accommodate additional development (contingent on municipal servicing).
Recognizing the community value of the Hillsburgh site and repurposing it with
the same level of activity will be important. Once the ice is decommissioned
(see Section 5.2 for details), there may be opportunities as a multi-purpose
facility for use by a variety of community, private and/or sport groups (i.e.
pickleball, rock climbing, gymnastics, etc.), however, the feasibility of this will
require further assessment. It is also important to recognize that repurposing of
this facility would not equate to a standard new municipal gymnasium or similar
space and would require upgrades to meet AODA requirements.
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
Improving the existing spaces at the Erin Community Centre, such as the
theatre, banquet hall and the Wellington Room, will provide an opportunity to
increase the revenue potential associated with these spaces.
Recommendations: Community Centres
1. Maintain two primary community hubs in Erin located within the population centres of
Erin and Hillsburgh Villages, and maintain Ballinafad as a secondary, more rural
community hub within the Town.
2. Immediately commence planning (Feasibility Study and Business Plan) for a new multi-
use recreation facility at Barbour Field in order to establish the size and program,
confirm the location, and to initiate a funding strategy. This facility will ultimately
replace the ice at the existing Hillsburgh Community Centre.
3. In the longer term, invest in a multi-use / multi-sport recreational hub at Barbour Fields
in Hillsburgh. Co-location of services and the delivery of supporting amenities which
allow for a broad range of programming should be a focus of the design.
4. With the development of a new multi-use recreational facility, decommission the
existing ice surface (including removal of the ice plant) at Hillsburgh Community Centre
and evaluate the feasibility and cost-benefits (Feasibility Study) of repurposing the
existing facility for other indoor recreation uses.
5. Over the short term, work with the East Wellington Community Services (EWCS) to
improve the condition of the Wellington Room, review the existing lease agreement,
and subsequently improve rental revenues outside of the Adult Day Program (e.g. in
evenings or on weekends).
6. In the mid-term, review and undertake an assessment of the merit of retaining the
Ballinafad Community Centre, given the capital requirements for years 6 to 10
identified in the Building Condition Assessment.
5.2 Indoor Ice Pads
Supply
The Town of Erin is home to two ice pads - one at the Erin Community Centre
and one at Hillsburgh Community Centre. The Erin ice pad is an NHL regulation
size rink, while the Hillsburgh ice pad is not of regulation size and therefore can
only host certain groups, including minor hockey (up to age 9 - Atom level), the
Skating Club (home ice), Old Timers League, etc.
When the ice is removed for the off-season (April to August), the dry floors of
both arenas are used for a variety of events, such as rummage sales, ball hockey,
lacrosse, community dinners, weddings, and concerts.
Service
Level
While there are two ice pads in the Town's supply, the fact that the Hillsburgh
rink is not regulation size and therefore limits users, results in it being counted
as 0.5 pads for the purposes of this analysis.
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
With 1.5 ice pads in its 'effective' supply, the Town is currently providing one ice
pad per 7,619 residents. This is not an uncommon level of provision in smaller
communities that have made the decision to invest in indoor ice.
Based on benchmarking done in municipalities similar in context to Erin, the
current provision of indoor ice pads is comparable to what other communities
are providing.
Municipality
Population
Ice Pads
Provision Level
Minto (2019)
8,671
3
1 :
2,890
Kincardine (2009)
12,016
2
1 :
6,008
Mississippi Mills (2019)
13,163
2
1 :
6,582
Canmore (2019)
13,992
2
1 :
6,996
Owen Sound (2017)
21,341
3
1 :
7,114
Scugog (2018)
21,617
2.5
1 :
8,647
Uxbridge (2018)
21,176
2
1 :
10,588
Whitchurch-Stouffville (2018)
45,837
4
1 :
11,459
Meaford (2015)
12,207
1
1 :
12,207
Average
23,157
2.4
1 :
8,055
Erin
11,439
1.5
1 :
7,626
Participation
Trends
Hockey
On a national and provincial basis, youth participation in ice hockey has
experienced a decline over the past decade. Both Hockey Canada and the
Ontario Hockey Federation have seen declining youth registrations (ages 5 to
20) since the 2008/2009 season.
Overall registrations across all age categories (including adults) peaked in the
2014/2015 season in Canada and in 2012/2013 season within Ontario; to 2017,
registrations have generally declined.
246,242
200,568
528,202
476,138
100,000
200,000
300,000
400,000
500,000
600,000
Youth Registrations in Hockey Canada (Age 5 to 20),
2008/2009 to 2016/2017
Ontario
Canada
Town of Erin Parks, Recreation and Culture Master Plan
49
September 2019
Registration in female hockey has decreased since 2008/2009 by 6,876 players
(or 15% of total female registrants), while registration in male hockey has
decreased by 5,145 players which equates to only 3% of total male registrants
over the same period (to 2018).
Based on information from local hockey groups, this trend is echoed in Erin, with
many groups experiencing a decline over the past five years. Other hockey
groups indicated they have seen stable participation over the same period.
Figure Skating
Between 2014 and 2018, total registrations in figure skating has remained fairly
steady, if not declined slightly, on both a national and provincial basis. Ontario
experienced a decrease in registrants of 4% (or 2,909 registrants) over the past 4
years; similar decreases were experienced across the prairies and in the north.
Whereas, British Columbia, Quebec and the Maritime provinces experienced
increased registrations. This accounts for an overall Canada-wide slight
decrease (2%) in total registrants (2,861 registrants).
Locally, figure skating has experienced an increase over the past 5 years, with
the Erin Skating Club seeing nearly double the number of skaters in 2019 than it
had in 2014. This can be accredited to a push by the volunteer board to improve
visibility through social media, keep fees lower than those in surrounding
municipalities, and attracting local companies to help sponsor a Skate Canada
learn to skate program.
Utilization
Municipal booking data indicates that both arenas are well utilized. Analysis of
prime-time10 utilization indicates that use of the ECC has remained consistent
over the past three seasons, whereas use of the Hillsburgh arena has increased
during the same period. Utilization has been calculated based on a 27.5-week
ice season, as identified by the Town.
Source: SPM based on Town of Erin Facility Booking Calendar data (2016-2019)
10 Prime time hours are defined by the Town as Monday to Friday from 5:00pm to 11:00pm, and Saturday
and Sunday from 8:00am to 11:00pm.
84%
69%
79%
73%
83%
77%
0%
50%
100%
Erin Community Centre
Hillsburgh Community Centre
Estimated Prime Time Ice Utilization (2016 - 2018)
2016/17
2017/18
2018/19
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September 2019
It is also important to note that the Town has experienced increasing ice
requests for rentals over the past few years from organizations that typically
operate outside the Erin, adding to the local demand for ice.
Condition
Erin CC - The Building Condition Assessment indicated that both the arena
netting and rink boards are in generally good condition and will not need to be
replaced over the next 10 years.
Hillsburgh CC - The rink floor and pipes were replaced in 2000 and generally in
good condition. However, the BCA indicates that the floor brine pumps are in
need of replacement / major repair.
What We
Heard
Overall, there was general satisfaction with the two arenas. Accessibility,
general condition / maintenance, and small size of ice pad were identified as the
key issues at Hillsburgh Arena. The hockey office at the Erin Arena was
identified to be in poor condition with mold and water issues.
Projected
Demand
A participation-based provision target is not employable at this time due to
insufficient data and an inadequate response from ice user groups, therefore a
population-based target is presented below. Based on the existing standard of 1
pad per 7,626 population, a target of 1 per 7,500 population has been used for
illustration purposes.
5%
10%
7%
17%
27%
30%
52%
38%
10%
5%
0%
20%
40%
60%
80%
100%
ECC Arena
HCC Arena
User Satisfaction: Arenas
Very Unsatisfied
UnSatisfied
Neutral
Satisfied
Very Satisfied
Ice Rink, ECC
Ice Rink, HCC
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September 2019
Under this scenario, there will be a deficit of 0.4 pads by the end of the plan
period and will grow to a deficit of 1.0 pads by 2041.
Ice Pad Provision
2016
2019
2024
2029
2036
2041
Town Wide Population
11,439
12,027
13,076
14,216
16,250
18,905
Target Standard
1 : 7,500 population
Town-wide Needs
1.5
1.6
1.7
1.9
2.2
2.5
Existing Supply
1.5
1.5
1.5
1.5
1.5
1.5
Surplus (Deficit)
(0.0)
(0.1)
(0.2)
(0.4)
(0.7)
(1.0)
Implications
Based on population standards, utilization rates, and participation trends, there
is no immediate requirement to invest in an additional ice pad before the end of
the planning period. However, a third pad will likely be required by 2041.
The age and condition of the facilities, coupled with the fact that Hillsburgh is
undersized and has increasing utilization, may however necessitate a closer look
at addressing ice within Erin over the planning period and beyond.
Key
Directions
Developing a new multi-use recreation facility, as identified above, to include an
NHL size ice rink would help to address the issues experienced at Hillsburgh
Arena at present. While the planning for such a facility should begin
immediately, the existing Hillsburgh Community Centre should continue to
remain a hub until the new facility is operational.
With one net additional ice pad estimated to be required by 2041, the provision
of ice within the new facility will include replacing the undersized ice pad at
Hillsburgh with a full-size pad. This alone may reduce some of the pressure
currently felt at the Erin Community Centre with all groups being able to use
both of the ice pads. Notwithstanding, there are cost advantages of building
twin pads when the facility is being developed. This allows flexibility of when to
install the ice with the infrastructure already in place. Until the third (net
additional) pad is required for use as an ice facility, it can be used as a dry use
space able to accommodate a variety of sports, activities and events.
The net additional pad may not be required to be developed until beyond 2041.
Continuous monitoring in this regard will be important going forward.
Recommendations: Indoor Ice Pads
7. Maintain the ice at Erin Community Centre over the course of the Plan period for
continued use by the community.
8. In the short and medium term, invest in essential upgrades and maintenance for the
Hillsburgh Arena as warranted for continued community use while plans for a new
multi-use recreation facility are prepared.
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September 2019
9. Through the feasibility and design process for a centralized multi-use multi-sport
recreation centre at Barbour Field (as per Recommendation 2), develop a new twin-pad
facility with full-size ice pads to replace the ice at the Hillsburgh Arena. The facility
should be designed to function with one ice pad initially, with the second pad being
used for dry land uses until required.
10. In the long-term, continue to monitor the demand for ice on an annual basis to
determine when a third ice pad will be required.
5.3 Community / Banquet Halls
Supply
The Town is home to three banquet / multi-use community halls - one within
each of the community centres (Erin, Hillsburgh, and Ballinafad). These
community spaces facilitate both recreation and social activities.
Utilization
These spaces are understood to be rented for a variety of uses by a number of
users including the Rotary Club and private parties at Hillsburgh, Euchre Club
and Halton Hills Concert Band at Ballinafad, and the Erin District School Board at
Erin Community Centre who use the 2nd floor multi-purpose space as their
cafeteria during school hours. School use of this space may account for the
decrease in booked hours over the past 3 years if these hours are not being
formally recorded through the Town's booking system.
Booking data provided by the Town indicates that current hall utilization is very
low, with Ballinafad being the lowest at 2% of available time being booked.
Condition
Erin CC - The BCA indicates that the 2nd floor hall has some areas of damage on
the floor, which was observed during a site walk-through. Additionally, the
51%
30%
16%
44%
26%
5%
7%
5%
8%
2%
2%
2%
0%
10%
20%
30%
40%
50%
60%
2016
2017
2018
Community / Banquet Hall Utilization Rate
Banquet Hall (Shamrock Room) - ECC
Upper Café (Sm Rm) - ECC
Banquet Hall - HCC
Banquet Hall - BCC
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
retractable folding partition wall was identified to be in poor condition with two
years of remaining life expectancy.
Hillsburgh CC - The BCA indicates that the wood flooring in the banquet hall is
in poor condition and requires restoration /refinishing.
What We
Heard
Feedback from the community suggested that the banquet facilities are not
attractive and need a general facelift / upgrade. Accessibility of these spaces, as
well as the rental costs, were also identified as concerns.
Implications
& Key
Directions
The majority of community / banquet space in Erin is associated with indoor ice
facilities and is reflective of best practice in co-location of services and the
delivery of supporting amenities which allow for a broad range of programming.
With respect to the operation and marketability of Ballinafad Community
Centre, a standalone hall for event rentals, it is important to recognize that the
local market is also serviced by other venues, such as the Legion, as well as
private golf course facilities. Further investigation is required as to the need and
feasibility of retaining multipurpose space at the Ballinafad Community Centre
3%
6%
5%
6%
12%
7%
32%
40%
35%
50%
36%
39%
10%
5%
14%
0%
20%
40%
60%
80%
100%
ECC Hall
HCC Hall
BCC Hall
User Satisfaction: Community / Banquet Halls
Very Unsatisfied
UnSatisfied
Neutral
Satisfied
Very Satisfied
Shamrock Room, ECC
Banquet Hall Floor, HCC
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
in its existing form and scale over the life of the Master Plan. Opportunities to
utilize these spaces for more diverse uses should be explored.
Recommendations: Community Halls
11. Maintain the existing community halls and other community rental spaces in good
condition, undertaking general improvements as per the requirements of the Building
Condition Assessments and through asset management planning.
12. Expand promotion of the community halls as viable and affordable locations for event
and programming rentals.
13. Assess the potential for additional revenue opportunities through enhanced
programming of the spaces (i.e. low-impact exercise classes, specialized camps, etc.)
that are suitable for such locations.
14. Explore opportunities to revitalize, reconfigure or otherwise repurpose spaces at the
Ballinafad Community Centre for new and/or expanded community programming,
either directly by the Town or through community partners.
5.4 Community Theatre
Supply
The Town-owned live performance theatre is located at the Erin Community
Centre (Centre 2000). This facility has a capacity of 312 seats (with 212 fixed
seats) and sound and lighting capabilities.
The theatre plays host to a variety of events, including, but not limited to, live
theatrical performances, guest speaker events, fundraisers, auctions, etc.
Utilization
Based on booking data provided by the Town, the theatre has experienced a
significant decrease in booked hours since 2016.
Source: SPM based on Town of Erin Booking Reports
54%
32%
13%
0%
20%
40%
60%
2016
2017
2018
Centre 2000 Community Theatre Utilization Rate
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September 2019
Condition
The Building Condition Assessment
identifies that the fixed seating is
generally in good condition and is not
anticipated to need replacing over
the next ten years. However,
discussions with Town staff indicated
that some of the seats are not
structurally sound and require
replacement on an as-needed basis.
What We
Heard
Engagement activities indicated that general upgrades to the theatre are
needed, in particular, new seating. A number of respondents to the public
survey suggested to bring back screening movies at the theatre, as well as
encouraging that the theatre be used for other screenings, performances, and
shows.
Implications
& Key
Directions
Replacing the seating at the Erin Community Theatre is an important initiative to
continue with in order to improve the overall user experience and rentability of
the facility to non-municipal organizations and partners.
The Town should strive to increase the utilization and expand the programming
of the theatre for special events, movie screenings, eSports events, live
theatrical, musical and other performances, etc. This could be expanded
through new and/or improved partnerships with local community groups,
municipal partners, and others, as appropriate.
Recommendations: Community Theatre
15. Continue with plans to replace the seating at the Erin Community Theatre to improve
user experience. Discussions with the Upper Grand District School Board should be
initiated to determine the potential for sharing the capital costs.
16. Expand the programming of the theatre for special events, musical performances, movie
screenings, viewing of sporting and cultural events, eSports events, etc. through
partnerships with local groups and/or businesses to enhance revenue potential.
8%
8%
32%
37%
14%
0%
20%
40%
60%
80%
100%
User Satisfaction: Erin Community Theatre
Very Unsatisfied
UnSatisfied
Neutral
Satisfied
Very Satisfied
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
5.5 Gymnasiums
Supply
There are currently no gymnasiums within the municipal supply. Three
gymnasiums are located within the local schools, namely the Erin District High
School, Brisbane Public School and the Erin Public School.
What We
Heard
Feedback from engagement activities related to gymnasia was somewhat
limited. However, some responses to the open-ended questions in the
Residents Survey indicated that a gym within the Town would be nice to have.
This was mainly tied to use for gymnastics.
Results of the Student Survey put gymnasiums as the 2nd top priority for future
investment. A climbing gym was also mentioned by three respondents as an
additional facility need.
Implications
& Key
Directions
Gymnasiums provided within schools (or places of worship) are often a smaller
size than is required for gymnastics or adult sport leagues. Municipal
gymnasiums are typically co-located in multi-use recreation facilities as they are
flexible spaces through which a range of programs can occur. Arena users often
benefit from the dry-land training space offered in gymnasiums, and there are
enhanced program opportunities that can occur if the gym is co-located with a
seniors or youth space. Gyms also enable the facilitation of drop-in activities
such as basketball, volleyball, pickleball, floor hockey, etc., which are growing in
popularity and demand.
Notwithstanding the fact that when the ice is removed from the two arenas
during the off-season, these facilities provide indoor space for recreational
pursuits; however, they do not provide the functionality of a municipal standard
gymnasium, which are typically used more during the winter months and
shoulder seasons. Therefore, continued dialogue with user groups to
understand their indoor needs will be important over the course of the Plan
period (to 2029) and may warrant consideration for a full-size gymnasium or
other multi-purpose activity court as part of a new multi-use recreation facility.
Recommendations: Gymnasiums
17. As part of the feasibility and business planning exercise for a new multi-use recreation
facility, consider the inclusion of a full-size gymnasium as part of the building program to
accommodate a variety of program and rental opportunities.
5.6 Indoor Field House
Supply
There is one indoor field house within the Town, owned and operated by non-
municipal organizations. The Erin Indoor Recreation Centre (EIRC) is located in
the Erin Agricultural Society Building and run jointly by the Hillsburgh, Erin and
District Soccer Club (HEADS), and the Erin Agricultural Society (EAS).
Town of Erin Parks, Recreation and Culture Master Plan
57
September 2019
The indoor artificial turf field is 110 x 60 feet and is often utilized for soccer,
lacrosse, rugby and football practices.
What We
Heard
There were minimal comments related to the indoor field house received
through engagement activities. However, there was discussion about
increasing the variety of activities / uses within the EIRC.
Implications
& Key
Directions
The opportunity exists to partner with the Erin Agricultural Society and HEADS
to potentially provide additional / improved sport-related programming within
the EIRC. This could include programs provided by non-municipal organizations
and private providers, and/or direct programming by the Town (through a use
agreement), etc. The programs offered should not conflict or be in competition
with those offered at Town-owned and operated facilities.
Recommendations: Indoor Field House
18. Work closely with the Erin Agricultural Society and HEADS to identify opportunities for
improving the program offer at the EIRC. Consideration should be had for affordable
children, youth and seniors programming opportunities (e.g. drop-in soccer, walking
club, etc.). The programs offered at the EIRC should not conflict or be in direct
competition with those offered at Town-owned and operated facilities.
5.7 Indoor Pool
Supply
There is currently no indoor aquatics facility within the Town of Erin. However,
there are a number of aquatics facilities within the regional supply, within
Wellington County as well as several other relevant geographies.
What We
Heard
An indoor pool was identified as the most needed indoor facility by those
Residents Survey respondents who think additional facilities are needed (67%
or 133 responses). This was echoed in the Student Survey results with pool
being the top priority for a number of respondents (followed by arenas and
outdoor ice rinks).
Indoor pools were identified as the facility type that are used the most outside
of Erin by survey respondents. Over half of respondents to the Residents
Survey (53%, or 187 respondents), indicated they use indoor aquatics facilities
the most outside of Erin over other facility types. The outcomes of the public
engagement activities indicated that many people travel outside of the Town to
use indoor pools, in particular, Orangeville, Guelph, Halton Hills and Caledon.
Implications
& Key
Directions
Indoor aquatics facilities tend to have a high cost associated with their
operation - they typically run with an annual operating subsidy of between
$350,000 and $500,000. Smaller communities in Ontario often do not invest in
indoor pools for this very reason, as it would put a heavy burden on the tax
Town of Erin Parks, Recreation and Culture Master Plan
58
September 2019
base. However, the opportunity to provide access to indoor aquatics through
municipal partnerships an/or alternative providers should be explored.
Recommendations: Indoor Pool
19. Through discussions with neighbouring municipal pool providers, explore opportunities
to better facilitate access for Erin residents to utilize nearby indoor aquatic facilities.
This could be done through a variety of means, including negotiating a 'preferred' rate
for Erin residents, provision of transportation services to facilities, among others.
20. Investigate potential alternative providers of aquatics facilities (i.e. commercial and
residential developers, hotel providers, etc.) as a means for the potential future
provision of a pool / aquatic facility.
21. Monitor the future likelihood to attract a swimming school to locate in Erin (e.g. Making
Waves, Goldfish, British Swim School, etc.).
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Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
Parkland and Trails
Parkland and trails within Erin are well used by residents. Residents Survey respondents
indicated that they used Erin Village Walking Trails the most (61%, n=297), while 48% used
Barbour Field in Hillsburgh, 46% used Centre 2000 Park and 44% used McMillian Park in the
Town. Other more localized parks were not used by as many respondents.
Source: Sierra Planning and Management based on Residents Survey Results, 2019.
6.1 Parkland Supply & Classification
Supply
The Town owns and operates 11 municipal park parcels, with a total land area
of 37.34 hectares. The parks are distributed geographically throughout the
Town, with concentrations in Erin Village (6 parks) and Hillsburgh Village (3
parks). Park locations are identified on the map below.
1%
1%
3%
8%
17%
20%
26%
34%
35%
44%
46%
48%
61%
0%
10%
20%
30%
40%
50%
60%
70%
Athenwood Park
Mountainview Parkette
Carberry Park
Ballinafad Ball Park
Erin Riverside Park
Victoria Park
Hillsburgh Historical Park
Erin Lions Club Park
Erin Riverside Walking Trail
McMillan Park
Centre 2000 Park
Barbour Field
Erin Village Walking Trails
Use of Parks and Trails
Town of Erin Parks, Recreation and Culture Master Plan
60
September 2019
Exhibit 22: Municipal Parkland Map
Municipal Parkland
Town of Erin Parks, Recreation and Culture Master Plan
61
September 2019
No.
Park Name
Parcel Size (ha.)
1
Erin Community Centre Park
3.63
2
Ballinafad Community Centre Park
1.96
3
Athenwood Park
0.21
4
Barbour Field
27.22
5
Carberry Park
0.71
6
Erin Lions Club Park
0.35
7
Hillsburgh Historical Park
0.07
8
McMillan Park
0.09
9
Mountainview Parkette
0.62
10
Riverside Park
0.15
11
Victoria Park
2.33
Total
37.34
Source: Sierra Planning and Management
Size of Parks
7 of the 11 municipal park parcels (64%) are under 1.0 hectares in size. While
Barbour Field, at 27.22 hectares in size, accounts for 73% of the total parkland
supplied by the Town. Larger park parcels, such as Barbour Field, generally
enable greater opportunities for co-location of park amenities, as well as the
provision of adequate space for gatherings, celebrations, and special events.
The Town should seek to acquire larger parcels when possible over smaller
parcels that limit use.
Source: Sierra Planning and Management
Under 1.0 ha
64%
1.0 ha or Larger
36%
Breakdown of Municipal Parkland by Size
Town of Erin Parks, Recreation and Culture Master Plan
62
September 2019
Classification
& Service
Level
The Town's Official Plan does not classify parks into a parkland hierarchy. For
the purposes of this Master Plan municipal parkland has been classified based
on form, function and level of service, as proposed below.
Parkland service levels are typically measured in terms of hectares per thousand
population, providing the municipality with a useful target in which to maintain
and augment the supply of parkland. These targets can be encouraged through
documents such as Official Plans as a level the Town should strive to attain /
exceed.
Service levels observed in comparable communities typically are in the range of
2.5 to 4.0 hectares of parkland (combination of both active and passive
parkland) per 1,000 residents. This service level is applicable only to municipally
owned parkland.
A Parkland Classification System is recommended for Erin to establish service
area and provision level targets to sustain provision levels with continued
population growth and to guide planning for future parkland acquisition, design,
development, and use/programming.
Classification
Total
Parcels
Area
(ha.)
Current Town
Standard
Parks
Town /
Regional Parks
1
27.22
2.38 hectares per
1,000 residents
Barbour Field
Community
Parks
5
8.16
0.72 hectares per
1,000 residents
Erin CC, Ballinafad
CC, McMillan,
Riverside, Victoria
Neighbourhood
Parks
5
1.96
0.17 hectares per
1,000 residents
Athenwood,
Carberry, Erin Lions,
Hillsburgh Historical,
Mountainview
Total
11
37.34
3.27 hectares per
1,000 residents
Town of Erin Parks, Recreation and Culture Master Plan
63
September 2019
Exhibit 23: Proposed Town of Erin Parkland Classification System
Typology
Purpose/
Function
Service Area
Optimal Size /
Provision
Standard
Optimal Location
Potential
Facilities
Town Parks
Includes:
Barbour Field
Active / passive
recreation.
Major sport,
social/cultural
activities,
events.
Multi-purpose
functions.
Serves entire
municipality.
May also have
regional
destination
service level.
Large and
spacious (min. 3
ha/varies).
Provided at
combined
standard with
Community Parks
of 3.0 ha per
1,000 population.
Accessible location
for entire
municipality.
Connections with
open space and
trail system.
Frontage on
Arterial / Collector
roads.
Multiple sports
fields, multi-
courts, play
structure(s),
open space,
pathways/trail
linkages, skate
park, splash
pads, dog park,
washrooms,
visitor info.,
parking, bike
racks, etc.
Community
Parks
Includes: Erin
CC, Ballinafad
CC, McMillan
Park,
Riverside
Park, Victoria
Park
Active / passive
recreation.
Community
focal points.
Serves local
community /
surrounding
area.
1 to 3 ha in size,
except for some
existing locations.
Provided at
combined
standard with
Town Parks of 3.0
ha per 1,000
population.
Widely distributed
throughout Town.
May be co-located
with indoor
recreation facilities
and/or adjacent to
secondary schools.
Highly visible with
frontage on major
roads.
Sports fields,
play structures,
open space,
pathways/trail
linkages,
community
gardens, bike
racks, etc.
Neighbourhoo
d Parks
Includes:
Athenwood
Park, Carberry
Park, Erin
Lions Park,
Hillsburgh
Historical
Park,
Mountainview
Park
Active / passive
recreation.
Neighbourhood
focal points.
local
neighbourhood,
400m to 800m
(5 - 10 minute
walk).
0.5 to 1 ha,
except for some
existing locations.
0.5 ha per 1,000
population.
Centrally located
within service area.
Prominent local
street intersections
with frontage.
May be located
adjacent to
schools, natural
areas or
environmental
features.
Informal sports
field(s), play
structures,
open space,
pathways, etc.
Natural Areas
Protected
natural
features, areas,
linkages.
Varies
Feature size and
buffers.
Maintain existing,
targeted and
opportunity-
based acquisition.
Valley lands,
riverside lands,
floodplain areas,
natural corridors.
Passive open
space, trails,
interpretive
signage,
benches,
conservation.
Town of Erin Parks, Recreation and Culture Master Plan
64
September 2019
Operational
Performance
As the primary provider of publicly accessible parkland in Erin, the Town's cost
recovery related to this asset type is comparable to that seen in other
communities across Ontario. Opportunities for revenues in these spaces are
typically limited to the rental of sports fields and other spaces.
Operating Performance: Parks & Sports Fields
2016
2017
2018
Revenues
$81,962
$41,186
$80,180
Expenses
$251,460
$329,829
$277,589
NOI
($169,498)
($288,643)
($197,409)
Cost Recovery
33%
12%
29%
Source: Recreation Financials provided by the Town of Erin (2016-2018)
What We
Heard
Over 60% of respondents (n=270) to the Residents Survey were 'satisfied' or
'very satisfied' with the parks in Erin. Providing a balance of larger parks and
smaller parkettes throughout the Town was identified as important, as well as
retaining and/or transforming Town-owned lands for use as parks.
Safety was identified as a concern for some respondents who would like to see
more surveillance in parks and facilities. Other respondents identified improved
clean-up and maintenance of parks, and the inclusion of more garbage bins in
parks and on trails.
Specific suggestions from the Residents Survey included developing a dog park
(Victoria Park was identified as a potential location), general upgrades to the
Lions Club Park, and developing a municipal park in the growing Ospringe
community.
The need for a large outdoor gathering space was also identified - this would be
somewhere that special events can be held on an occasional basis, and it can act
as a centralized meeting place for socializing on a daily basis.
It is important to note here that the public has limited use of the Erin Fair
Grounds, which is owned by the Erin Agricultural Society. Through engagement,
the community indicated that they would like to see the Fair Grounds being
better utilized on a more regular basis. It is understood that the Grounds are
4% 10%
22%
52%
12%
0%
20%
40%
60%
80%
100%
Parks (in general)
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
Town of Erin Parks, Recreation and Culture Master Plan
65
September 2019
fenced and locked when not in use by the EAS but the facilities within are
bookable / rentable by the community.
Projected
Parkland
Requirements
In order to increase parkland within Erin, a provision level of 3.5 hectares per
1,000 residents is recommended. Based on the forecasted population growth
to 2029, the Town would need to procure an additional 22.1 hectares of
parkland to meet the proposed service level target.
Within Ontario, parkland has historically been obtained at a rate of 1.2 hectares
per 1,000 population, meaning that 3.3 hectares could be reconciled through
parkland dedications based on existing population projections. Therefore, it is
estimated that 18.8 hectares of parkland would need to be acquired through
other non-dedication methods, as described in Section 6.2.
2016
2019
2024
2029
(Census)
(Estimated)
Population
11,439
12,027
13,076
14,216
Population Added from 2016
-
588
1,637
2,777
Current Parkland Supply
37.3
37.3
37.3
37.3
Parkland Provision Target
3.5 hectares per 1,000 residents
Additional Parkland Required
6.8
14.2
22.1
Historical Acquisition Rate
Through Dedications
1.2 hectares per 1,000 new residents
(based on historical provincial average)
Expected Parkland Acquired
Through Dedications
-
0.7
2.0
3.3
Parkland Required Through
Alternative Acquisition
-
6.1
12.2
18.8
Implications
& Key
Directions
It is evident that there is a need to strategically acquire fewer but larger
consolidated parkland parcels for active recreation uses as part of future
planning, in particular within Erin Village as it grows. The extent to which this
may be accommodated in the form of an additional large outdoor venue in a
new location and/or by way of an expansion of an existing park location will
need to be further assessed as opportunities may arise.
Additionally, with parkland in Erin Village currently lacking, the opportunity
exists to work closely with the EAS to enable public access to the Erin Fair
Grounds on a more regular basis, with the potential to provide a central
gathering space in Erin Village.
Recommendations: Parkland Supply & Classification
22. Pursue a parkland provision standard of 3.5 hectares (minimum) per 1,000 residents over
the course of the Plan period. Consideration should be had to include a suitable mix of
both active and passive lands.
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23. Target the acquisition of 22.1 hectares of parkland by the year 2029, to address growth
related needs, where warranted, with a priority for larger Neighbourhood or Community
Parks. This may require land assembly, rather than smaller parcels as typically provided
by developers, and therefore a preference for cash-in-lieu is recommended.
24. Maintain existing parkland within the rural hamlets as outdoor recreation hubs for their
respective communities.
25. Adopt a Parkland Classification System, per this Plan, as the Town's planning policy
direction, organizing hierarchy and approach for acquiring, designing, developing and
programming parkland in the future.
26. Work closely with the Erin Agricultural Society to explore opportunities to maximize use
of the Fairgrounds property as a central gathering space within Erin Village. This could
include enabling more regular public access for recreational purposes and/or attracting
outdoor events and shows on a year-round basis.
6.2 Parkland Acquisition & Dedication
Policy
Framework
The Town primarily acquires new parkland through the land dedication or
cash-in-lieu of parkland requirements of the Ontario Planning Act to facilitate
the provision of new parks within new developments, or in areas of
intensification and redevelopment. The Planning Act enables municipalities to
require the conveyance of land for parks or other public recreational purposes
as a requirement of land division or development. As an alternative, the Act
also sets out that municipalities may require the payment of cash-in-lieu of
parkland that is otherwise required to be dedicated. For example, the cash-in-
lieu of parkland dedication can be used when the parcel for parkland offered
by the developer is too small to develop recreational facilities of any
significance on the site.
The Town's Official Plan identifies that the following conditions apply in
relation to the acquisition of parkland:
a) For residential development, the conveyance of up to 5% of the land
area proposed for development;
b) For commercial and industrial development, the conveyance of up
to 2% of the land area proposed for development; and
c) For residential development, the Town may also pass by-laws
pursuant to Section 42 of the Planning Act to require that land be
conveyed to the municipality for park or other public recreational
purposes at a rate of one hectare for each 300 dwelling units
proposed.
Lands identified as being suitable for use as municipal parkland are those
which are adjacent to established parks, school yards or stormwater
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management areas; within easy walking distance to residential areas being
served; located near multiple residential development; and not susceptible to
major flooding, poor drainage or other environmental conditions which would
interfere with their use for public recreation.
Alternative
Acquisition
Strategies
As identified above, the Town is estimated to need to acquire an additional
18.8 hectares of parkland, through other, non-dedication means, over the next
10 years based on the estimated population growth. This could be done by
employing a variety of strategies, including, but not limited to:
-
Land purchase, lease, exchange or easements;
-
Reclassification of surplus municipally owned lands to parkland;
and/or
-
Partnerships to provide parkland through community partners.
Additionally, accepting undevelopable natural open space areas (e.g. hazard
lands, EPAs,) through the development process to provide enhanced
opportunities for conservation and compatible public access and linkages to
parks, trails and open spaces. This land is not to be accepted as part of the
parkland dedication requirements (i.e. no credit is to be applied).
Implications
The opportunity exists to develop guidelines for parkland acquisition (e.g.
prioritizing larger, more centralized parcels potentially through the assembly
of land) and when to accept cash-in-lieu of parkland (traditional/alternative
rate). This includes use of the Alternative Parkland dedication rate to ensure
that future acquired lands are of sufficient scale to accommodate active park
use in keeping with planned growth in the community. This can be done
through the development of a Parkland Dedication Policy and enacting By-Law.
A focus on cash-in-lieu (CIL) should be identified as the preferred method of
parkland dedication for new developments as per the requirements of the
Planning Act. This will enable the Town to pool resources in order to acquire
larger park parcels that can be used for a variety of active and passive
recreational uses. The Town's Official Plan should be updated to reflect the
parkland goals, as per this Plan, as a basis for development approval policy.
Recommendations: Parkland Acquisition & Dedication
27. Develop a Parkland Dedication and Cash-in-Lieu of Parkland Dedication By-law to guide
the future acquisition of new parkland, as well as the design and development of existing
park facilities. This By-law should fully outline the circumstances where conveyance of
land will not be accepted and where cash-in-lieu of parkland will be considered,
including but not limited to:
-
Where land is insufficient in size or configuration (e.g. no opportunity for land
assembly to create new parks);
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September 2019
-
Where there is no land that is either usable or functional on the site for
parkland or recreational purposes; and/or
-
Where the area being developed or redeveloped is already well served by
parkland.
28. Maximize the supply of available parkland by utilizing a variety of acquisition strategies.
This may include parkland dedication by development, donation of land, accessing
grants, land trusts, conservation easements, land exchange, partnership agreements
and/or direct purchase.
29. Pursue the acquisition of natural areas, particularly land adjacent to the West Credit
River, through the development process and other means of securement to provide
opportunities for enhanced conservation, compatible public access and linkages to
parks, trails, open spaces and water.
30. Update the Town's Official Plan to include policies that make clear the intentions of the
Town with respect to achievement of all parkland-related service levels as a basis for the
development approval process. This update should include the Parkland Classification
System and may be done at the time of the next comprehensive review or through an
amendment to the Official Plan.
6.3 Parkland Development & Design
The design and development of parks is primarily led by the Town. Certain park projects and
specific facility development may also involve developer and/or community volunteer
contributions to fundraising and resourcing for design and construction of specific park projects.
Section 3.4 of this report summarizes the key trends and practices that may influence the
design and development of parks in the future, related to accessibility standards, sustainability,
operational considerations, flexible and multi-use spaces, landscape treatments and the use of
native plantings, and other amenity trends on a national and international scale. Through
implementation, these trends can serve to enhance the overall user experience and contribute
to resident's quality of life.
Implications
& Key
Directions
Inclusion and Accessibility
Ease of access to, and inclusivity within, parks, open space and trails
encourages use by a broad range of users. Designing a linked and easily
navigable network of parks and trails, incorporating a variety of amenities and
barrier-free designs, designing for active and passive uses as well as structured
and unstructured play, and providing the appropriate parking facilities
(vehicular, bicycle or otherwise) are important considerations for the Town
going forward. As parks are (re)developed, all park, trail and open space
amenities must be designed to AODA standards.
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Operations and Maintenance
Investments in the development and renewal of parks (and trails) must be
matched with corresponding parks operations and service delivery resource
requirements. Ongoing parks management needs to continue to change and
grow with the expansion and diversification of parks and facilities related to
staffing and resourcing, operations and administration of park policies, by-
laws, bookings, budgets and other aspects. To create long-term sustainability,
there is a need for increased emphasis on opportunities for operational
savings and efficiencies in new capital projects and allocation of sufficient
operational resources to address ongoing maintenance as well as lifecycle
needs. The existing complement of Recreation staff currently perform these
responsibilities, in addition to operating and maintaining indoor facilities.
Community Engagement
It is now common practice to engage the community through the park design
and development process. For example, the City of Kingston employs a web-
based engagement tool to garner feedback related to individual playground
development / enhancement that are taking place across the City. The Town
of Erin should explore ways in which the community can be engaged as it
relates to park (re)development.
Recommendations: Parkland Development & Design
31. Ensure that new parks are designed with the user's comfort, safety and accessibility in
mind, through use of CPTED (or similar) principles as well as adhering to AODA Design
Standards.
32. When designing new parks, the Town should consider the potential operational impacts
and assess the future resource implications of each aspect / amenity.
33. Encourage and facilitate the community's participation in park design, development
and renewal projects by obtaining public input during the planning and design process,
fostering partnerships and joint ventures in park development/renewal, and promoting
awareness of park projects and initiatives through effective public communications.
6.4 Erin's Trail Network
Supply
There are approximately 25 kilometres of trails within Erin. The Town currently
owns and maintains three trails, located in the Villages of Erin and Hillsburgh.
These include:
-
Erin River Trail;
-
Downtown Erin Heritage Walking Trail; and
-
Hillsburgh Historical Trail.
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Supplementing the Town-owned trails, there are a variety of additional regional
trails, trails within conservation lands, and others, including:
Locale
Trail Name
Regional
Elora Cataract Trail (Trans Canada Trail)
Erin
Water Tower Trail
Erin
Rotary Trail
Erin
Woolen Mills Conservation Area & Trail (CVC)
Rural
Erin Peacock Tract (2 km)
Source: Sierra Planning and Management
Exhibit 24: Trail Network in the Town of Erin
Trails
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September 2019
What We
Heard
Public meeting attendees noted the trails within Erin as something to be
celebrated, in particular the presence of the Elora Cataract Trail, as well as the
overall beauty and accessibility of trails.
Overall, respondents to the Residents Survey were satisfied with trails, with
nearly 80% (n=269) identifying they are 'satisfied' or very satisfied'.
Specific suggestions received through engagement activities, as it relates to
trails, include:
-
More nature trails in general;
-
Interpretive signage along trails and in parks;
-
More cycling trails in various locations within the Town
boundaries (on-road and off-road opportunities);
-
Side trails that lead into the Elora Cataract Trail;
-
Boardwalk along the Town's water amenities (in Erin or by the
Hillsburgh Library); and
-
Walking loop outside of Victoria Park with paved parking for all
season access.
Implications &
Key Directions
With walking for leisure or exercise being the top activity that survey
respondents participated in within the past year (by 55% of respondents), trails
and active transportation routes are an important consideration as part of the
overall parks and recreation network within Erin.
The Town should work with local trail groups to identify additional recreational
trail development opportunities within the context of investment in potential
new facility locations which would benefit from trails and other active
transportation access which may not have been otherwise contemplated.
Potential opportunities for key connections that should be explored include
linking the Elora Cataract Trail with the Erin Village Walking Trails (via signed on-
road cycling facilities along Dundas Street and/or Main Street or off-road
connections) to link Erin Village into the broader trail network.
3%3%
15%
58%
21%
0%
20%
40%
60%
80%
100%
Trails
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
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Additionally, subdivision planning is an opportunity to create connectedness
within and beyond neighbourhoods. Requiring key connections as a condition
of the development process should be set out through Official Plan policies.
Recommendations: Trail Network
34. Work with local stakeholders, trail groups and the community to establish and identify
required improvements and barrier-free access opportunities, as well as to determine
important future connections within the local / broader trail network as well as additional
locations for trail-related amenity development (e.g. bicycle racks, bike repair stations,
parking, signage, portable washrooms, etc.).
35. Develop policies in the Town's Official Plan to:
a) Require the dedication of land for pedestrian and bicycle pathways as a condition
of the subdivision of land, as provided for under the Planning Act (s. 51(25)(b));
and
b) Require the identification and provision of walkways and other means of
pedestrian access, accessibility supports as well as bicycle parking facilities and
other sustainable design elements on municipal streets, as may be required for
site plan approvals and developments in accordance with the Planning Act (s.
41(4) #2(e), s. 41(7)(a)(4)).
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Outdoor Facilities
The indoor recreation facilities in Erin are complemented by an inventory of outdoor assets,
providing residents with the opportunity to engage in a wide range of both active and passive
recreation and leisure pursuits.
Exhibit 25: Municipal Outdoor Facilities Map
Ball Diamond
Soccer Field
Tennis Court
Skateboard Park
Outdoor Skating Rink
Playground
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The following table summarizes the consulting team's review and inventory of outdoor
recreational facilities in the Town of Erin based on ownership and type of facility.
Outdoor Facility Inventory
Facility by Type
Facility Ownership
Total
Town
School Board
Ball Diamonds
5
5
Soccer Pitches / Multi-Use Fields
9
1
10
Tennis Courts
5
5
Playgrounds
6
1
7
Skateboard Parks
1
1
Outdoor Rinks
2
2
Detailed inventory sheets of all facilities are provided in Appendix 2.
7.1 Ball Diamonds
Supply
There are currently 5 ball diamonds in the Town's inventory. This includes ball
diamonds at the following locations:
The ball diamond inventory, summarized above, considers field equivalencies,
where 1 lit field equals 1.5 unlit fields, as lighting enables extended playing time
in the evening. The 'effective' supply of ball diamonds is therefore 6.5 unlit
fields.
Additionally, there is one batting cage located at Victoria Park in Hillsburgh.
Facility Name
Field
Total
Field
Equivalency
Lit
Unlit
Barbour Field Diamonds
1
1
2
2.5
Erin CC Diamond
1
1
1.5
Victoria Park Diamond
1
1
1.5
Ballinafad Ball Diamond
1
1
1.0
Total
3
2
5
6.5
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Service Level
With 6.5 ball diamonds in the existing supply, the Town is providing one diamond
per 1,760 residents. Based on benchmarking done in municipalities similar in
context to Erin, the current provision of ball diamonds is higher than what other
communities are typically providing.
Municipality
Population
Ball
Diamonds
Provision Level
Canmore (2019)
13,992
3
1 :
4,664
Minto (2019)
8,671
5
1 :
1,734
Mississippi Mills (2019)
13,163
4
1 :
3,291
Scugog (2018)
21,617
12
1 :
1,801
Uxbridge (2018)
21,176
10
1 :
2,118
Whitchurch-Stouffville (2018)
45,837
9
1 :
5,093
Average
20,743
7.2
1 :
3,117
Erin
11,439
6.5
1 :
1,760
Participation
Trends
Over the past 5 years, baseball in Ontario has experienced an 18% increase in
youth registrants (or 1,780 players). Registration in local baseball leagues
typically fluctuates in conjunction with the popularity or overall success of the
local sports teams (e.g. Toronto Blue Jays making the play-offs in 2015).
Based on feedback received to date from the ball diamond user groups, the
membership base has decreased over the past five years.
Utilization
Ball diamond utilization has been calculated based on available prime time hours
between May and October (22 weeks). For the purposes of this assignment,
assumptions related to the prime time (PT) hours are provided as follows:
Facility Type
Weekdays
(Monday to Friday)
Weekends
(Saturday &
Sunday)
Total Avail. PT
Hours
(per season)
Lit Diamond
5:00pm - 11:00pm
9:00am - 11:00pm
1290
Unlit Diamond
5:00pm - 9:00pm
9:00pm - 9:00pm
989
Utilization data for each of the ball diamonds in Erin is based on 2016, 2017 and
2018 booking data provided by the Town. Overall, ball diamond usage has
decreased since 2016. This corresponds with participation rates and
membership trends, as reported.
While the ball diamond at the Erin Community Centre has the lowest utilization
rate of the diamonds, it has remained stable over the past 3 years. Booking
information for the Ballinafad ball diamond is not available from the Town as it
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September 2019
was previously booked directly through the community group who oversaw its
operation.
Source: SPM based on booking data provided by the Town of Erin (2016-2018)
What We
Heard
In general, users were satisfied with the ball diamonds in Erin - over 60% of
respondents (n=151) indicated they were 'satisfied' or 'very satisfied'.
Through discussions, user groups indicate that they experience the following
issues with the ball diamonds:
Facility
Issues Identified
Erin CC Ball Diamond
-
Field dimensions are not appropriate for adult
play (too small);
Victoria Park Ball
Diamond
-
Improved dugouts;
-
Need for storage to house equipment on-site;
Barbour Field - A & B
Diamonds
-
Drainage issues;
-
B diamond needs lighting;
Ballinafad Ball Diamond
-
No issues. Users are very satisfied with the
facility.
Projected
Demand
A participation-based, or market specific, provision target is often preferred
when assessing the capacity for ball diamonds, however sufficient data was not
received from stakeholder groups through the Master Planning process and
15%
14%
11%
16%
10%
8%
15%
7%
5%
5%
6%
5%
2%
7%
12%
17%
2016
2017
2018
Prime Time Ball Diamond Utilization Rate
Barbour Field - A Diamond
Barbour Field - B Diamond
Victoria Park Ball Diamond
Erin CC Ball Diamond
2%
4%
32%
49%
13%
0%
20%
40%
60%
80%
100%
User Satisfacation: Ball Diamonds
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
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September 2019
therefore, membership numbers are not accurate enough to be used to
determine future needs. Therefore, a target of one ball diamond per 3,000
population is deemed to be appropriate with consideration for local conditions in
combination with other external variables.
Based on the current 'effective' supply of 6.5 ball diamonds and a recommended
target population standard of 1 diamond per 3,000 residents, Erin has a surplus
of 0.8 diamonds at present. When forecasted population growth is accounted
for, the surplus will be reduced to a surplus of 1.8 diamonds by the end of the
planning period (2029), and 0.2 diamonds by 2041.
Diamond Provision
2016
2019
2024
2029
2041
Town Wide Population
11,439
12,027
13,076
14,216
18,905
Target Standard
1 : 3,000 population
Town-wide Needs
3.8
4.0
4.4
4.7
6.3
Existing Supply
6.5
6.5
6.5
6.5
6.5
Surplus (Deficit)
2.7
2.5
2.1
1.8
0.2
Implications
& Key
Directions
Based on population standards, utilization rates and what we heard from the
community, there is no need for additional ball diamonds or capacity
improvements to existing fields (e.g. additional lighting), over the planning
period. The Town should continue to maintain the ball diamonds in good
condition for continued use by the community.
Consideration of participation numbers is also important. The Town should seek
to gain an understanding of the number of actual participants using the ball
diamonds on an annual basis through the gathering of membership data from
the stakeholder groups. This could be done through the introduction of an
annual diamond allocation meeting hosted by the Town.
Recommendations: Ball Diamonds
36. Continue to maintain the Town's existing ball diamonds in good condition for continued
use by the community. General improvements should be undertaken as per the Asset
Management Plan and maintenance should be performed on a regular basis to ensure
the diamonds are suitable for use.
37. Consult with baseball, softball and other stakeholder groups, through the development
of an annual Recreation Forum (as per Recommendation 59), to gather feedback
regarding actual registration numbers and ages, facility quality and performance,
maintenance issues and projected usage. This would enable the Town to monitor and
assess sports field utilization and capacity on an on-going and periodic basis, as a key
input to facilities planning and points of investment.
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7.2 Soccer Pitches / Multi-Use Sports Fields
Supply
The Town currently has 9 soccer pitches / multi-use fields within its inventory,
all of which are natural turf fields. The field inventory is summarized below and
considers field equivalencies, where 1 lit senior field equals 1.5 unlit senior
fields, 1 junior field equals 0.75 unlit senior fields, and 1 mini field equals 0.5
unlit senior fields.
Once field equivalents have been considered, the 'effective' supply of soccer /
multi-use fields is 8 unlit senior natural turf fields.
Facility Name
Field Size
Total
Field
Equivalency
Senior (11v11)
Junior
(9v9)
Mini
(7v7)
Lit
Unlit
Unlit
Unlit
Barbour Field
1
2
2
2
7
6
Erin CC Field
1
1
1
Victoria Park Field
1
1
1
Total
1
4
2
2
9
8
Service Level
Based on the 'effective' supply of 8 unlit senior fields, the Town is currently
supplying 1 unlit senior field per 1,430 residents. Based on benchmarking
undertaken as part of this assignment, the current provision of soccer fields is
comparable (better in many cases) to what other communities are currently
providing.
Municipality
Population
Soccer
Fields
Provision Level
Canmore (2019)
13,992
6
1 :
2,332
Minto (2019)
8,671
5
1 :
1,734
Mississippi Mills (2019)
13,163
5
1 :
2,633
Scugog (2018)
21,617
16
1 :
1,351
Uxbridge (2018)
21,176
22
1 :
963
Whitchurch-Stouffville (2018)
45,837
8
1 :
5,730
Average
23,157
10.3
1 :
2,457
Erin
11,439
8
1 :
1,430
Participation
Trends
According to the 2010 General Social Survey, soccer was the second highest
ranking sport to draw between 500,000 and 1 million participants annually
(hockey was first). In addition, soccer was among the top 3 most practiced
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September 2019
sports among children ages 5 to 14 with 42% of Canadians participating in the
sport11.
However, over the past four years, Canada Soccer has recorded an overall
decline in the number of youth registrations within Ontario, which experienced
a decline of 9% or 25,313 youth registrations, as well as nation-wide with a 6%
(or 42,788) decrease youth registrations.
This is in line with the trend seen in Erin, with the local soccer group reporting
an overall decline in participation over the past 5 years. Decreasing youth
population and increasing membership costs - affected by rental rates - were
cited as likely reasons).
Utilization
Soccer field utilization has been calculated based on available prime time hours
between May and October (22 weeks). For the purposes of this assignment,
assumptions related to the prime time (PT) hours are provided as follows:
Facility Type
Weekdays
(Monday to Friday)
Weekends
(Saturday and
Sunday)
Total Avail. PT
Hours (per
season)
Lit Field
5:00pm - 11:00pm
9:00am - 11:00pm
1290
Unlit Field
5:00pm - 9:00pm
9:00pm - 9:00pm
989
Prime-time utilization data for each of the soccer fields in Erin is based on the
2016, 2017 and 2018 booking data provided by the Town of Erin. This
information indicates that while the fields at Barbour Field are well used by the
community, usage has declined over the past 3 years. The fields at Erin
Community Centre and Victoria Park are rarely used by the community in any
formal capacity (booked / rented).
Source: Sierra Planning and Management based on booking data provided by the Town of Erin.
Facility
Utilization Rate (% booked)
2016
2017
2018
Barbour Field 1
29%
17%
18%
Barbour Field 2 E
23%
13%
10%
Barbour Field 2 W
17%
15%
8%
Barbour Field 3 E
18%
17%
9%
Barbour Field 3 W
14%
19%
12%
Barbour Field 4
33%
19%
23%
Barbour Field 5
23%
28%
16%
Erin CC Field
1%
2%
0%
Victoria Park Field
3%
1%
0%
11 2010 Sports Participation, Canada Heritage, 2013.
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Discussions with local user groups indicated that Barbour Field in heavily used
during the week (Monday to Thursday) and sit vacant for many weekends. The
potential exists to attract tournaments to utilize this multi-field complex on
weekends.
What We
Heard
70% of users of the soccer fields are satisfied with the facilities. User groups
indicated that they are generally happy with Barbour Field, although there are
some areas related to maintenance (e.g. grass cutting, weeding of fields, etc.)
that could be improved.
Projected
Demand
Due to incomplete participation data and an inadequate response from soccer
groups, a market -driven level of provision is not employable at this time and a
population-based target is used for assessing future demand. A provision target
of one soccer field per 2,000 population is recommended for Erin.
Based on the current 'effective' supply of 8 soccer fields and a population
standard of 1 field per 2,000 residents, Erin has a surplus of 2.3 fields. When
forecasted population growth is accounted for, the surplus will be reduced to
0.9 fields by the end of the planning period. Over the long-term, a deficit of 1.5
soccer fields is projected by 2041.
Once the Town is able to consistently collect participation data from field users
a provision target of one field per 90 registered users should be applied as the
measure of soccer field needs and to assess against the population standard.
Field Provision
2016
2019
2024
2029
2041
Town Wide Population
11,439
12,027
13,076
14,216
18,905
Target Standard
1 : 2,000 population
Town-wide Needs
5.7
6.0
6.5
7.1
9.5
Existing Supply
8.0
8.0
8.0
8.0
8.0
Surplus (Deficit)
2.3
2.0
1.5
0.9
(1.5)
2%1%
25%
50%
20%
0%
20%
40%
60%
80%
100%
User Satisfacation: Soccer Fields
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
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Implications
& Key
Directions
Based on a population standard approach and utilization rates, no new soccer
fields are required to 2029. Once a complete understanding of participation
numbers has been obtained by the Town, the projected demand can be
completed on a participation basis.
As and when new sports fields are determined to be required over the long-
term, consideration should be had for multi-field locations to enable improved
tournament play. As the proposed multi-use recreation facility is developed at
Barbour Field, a site planning exercise, to not only maintain the existing sports
fields (e.g. soccer fields and ball diamonds) but also secure land for future
sports fields, will be an important step in the design process.
The opportunity exists to bolster partnerships with local user groups to improve
the maintenance standards of the soccer fields, attract tournament play and
facilitate sport tourism opportunities, as appropriate, at the Barbour Field
facility.
Recommendations: Soccer Pitches / Multi-Use Sports Fields
38. Continue to maintain the Town's existing soccer fields in good condition for continued
use by the community. General improvements should be undertaken as per the Asset
Management Plan and maintenance should be performed on a regular basis to ensure
the fields are suitable for use.
39. The Town should require that soccer and other field user groups provide registration
numbers on an annual basis. The collection of this data will enable the Town to monitor
and assess sports field utilization and capacity more accurately on an on-going and
periodic basis over the longer-term.
40. Work to enhance partnerships with local soccer and other field user groups to improve
the maintenance standards of the fields, attract tournaments and facilitate sport tourism
opportunities at Barbour Field.
7.3 Tennis Courts
Supply
There are 5 tennis courts within Erin, located at Centre 2000. While owned by
the Town, these courts are maintained and operated through an agreement
with the Erin Tennis Club.
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Service Level
With one tennis court per 2,288 residents, Erin is providing a higher standard of
provision than comparable municipalities, which typically provide one tennis
court per 3,500 to 4,500 residents.
Municipality
Population
Tennis
Courts
Provision Level
Canmore (2019)
13,992
4
1 :
3,498
Minto (2019)
8,671
2
1 :
4,336
Mississippi Mills (2019)
13,163
3
1 :
4,388
Scugog (2018)
21,617
6
1 :
3,603
Uxbridge (2018)
21,176
5
1 :
4,235
Whitchurch-Stouffville (2018)
45,837
12
1 :
3,820
Average
23,157
5.3
1 :
3,980
Erin
11,439
5
1 :
2,288
Participation
Trends
Tennis
Results from a national research study commissioned by Tennis Canada
indicates that 6.5 million Canadians played tennis at least once in 2014, a 32%
increase in compared to 2012. Overall popularity of tennis is also increasing
with 51% of Canadians indicating that they are either 'somewhat' or 'very
interested' in the sport, compared to 38% in 201212. The study also indicates
that participation among children ages 6 to 11 years has increased, and that
most new interest in the sport is from this younger demographic.
With 260 members in 2018, the Erin Tennis Club membership has remained
steady around 250 members over the past five years. Recent increases in junior
memberships are attributed to moving the marketing strategy towards social
media and away from more traditional methods.
Pickleball
Pickleball is widely recognized as one of the fastest growing sport in North
America. There are an estimated 60,000 pickleball players in Canada having
grown from 6,000 players in 201113. Within Canada, the highest number of
players and courts are found in British Columbia and Ontario. Pickleball Canada
has experienced a significant increase in membership since 2009 with 247
members, to present with 10,375 members. Based on 2018 data from Pickleball
Canada, British Columbia, Alberta and Quebec are gaining the most members14.
12 Tennis Canada. News Release, September 7, 2014.Tennis in Canada Continues Remarkable Growth in
Participation and Popularity, Recent Study Shows. Retrieved from http://tenniscanada.com
13 Pickleball Canada Newsletter, Pickleball Canada, April 2018.
14 Ibid.
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There is currently no pickleball club in Erin, however, with a growing older adult
population, it is likely only a matter of time before it gains popularity locally.
What We
Heard
Tennis court users indicated that they are generally satisfied with the facilities in
Erin. Representatives from the Erin Tennis Club echo this sentiment - they are
very satisfied with the facilities.
Condition
The tennis courts were built in 2001, resurfaced in 2015 and are considered to
be in fair condition.
Projected
Demand
A provision standard of one tennis court per 3,000 residents is deemed to be
appropriate for Erin, based on its population and provision levels in other
communities of similar character.
Based on the current supply of 5 tennis courts and a population standard of 1
court per 3,000 residents, Erin has a surplus of 1.2 courts. When forecasted
population growth is accounted for, the surplus will be reduced to 0.3 courts by
the end of the planning period.
Tennis Court Provision
2016
2019
2024
2029
2041
Town Wide Population
11,439
12,027
13,076
14,216
18,905
Target Standard
1 : 3,000 population
Town-wide Needs
3.8
4.0
4.4
4.7
6.3
Existing Supply
5.0
5.0
5.0
5.0
5.0
Surplus (Deficit)
1.2
1.0
0.6
0.3
(1.3)
Implications
& Key
Directions
It will be important to continue to work closely with the Erin Tennis Club for the
management and operation of the tennis courts over the Plan period.
Based on the above analysis, there is no immediate need for additional tennis
courts in Erin over the planning period. Tracking the demand for courts as well
as Club memberships over the next ten years will be critical - if memberships at
the Tennis Club or local interest in outdoor pickleball increase significantly,
additional courts may be warranted over the next 10 years.
5%
3%
36%
46%
10%
0%
20%
40%
60%
80%
100%
User Satisfaction: Tennis Courts
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
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Recommendations: Tennis Courts
41. Continue to partner with the Erin Tennis Club for the operation and management of the
tennis courts at the Erin Community Centre. The Town should continue to monitor the
demand for tennis and pickleball, as well as Club membership (through annual reporting
by the Club) in order to determine future needs.
42. In the longer-term, multi-use opportunities may arise and the need for a more
substantial complex to accommodate multi-use opportunities may be warranted and
should be explored by the Town.
7.4 Playgrounds
Supply
There are 6 playgrounds within the municipal supply, located within the
following parks:
-
Athenwood Park, Orton;
-
Ballinafad Park, Ballinafad;
-
Barbour Field, Hillsburgh;
-
Carberry Park, Erin;
-
Erin Lions Club Park, Erin; and
-
Victoria Park, Hillsburgh.
Additionally, there are playground structures located at the Brisbane Public
School and Erin Public School.
Service Level An industry standard for target service levels for playgrounds is typically one
playground within 400m to 800 metres (5 to 10-minute walk) of major residential
areas without major barriers impeding access.
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September 2019
Hillsburgh's two playgrounds adequately serve the major residential areas in the
village. While Erin Village's two playgrounds serve the central area. There are
two residential pockets in Erin's southwest where there is a gap in the provision
of playgrounds. The north end of Erin is primarily industrial, commercial and
employments lands and therefore not in need of playgrounds to serve major
areas of residential populations.
What We
Heard
Overall, 60% of Resident Survey respondents are satisfied with playgrounds
within the Town. Users were complementary to the recent playground upgrades
at Victoria Park.
Specific comments heard through engagement activities include:
-
Erin Village needs more playground locations;
-
Improved surfacing at Barbour Field playground - replace pebbles with
wood chips, fibar or other more accessible surface;
-
Additional play structures and/ or swing set would be nice at Barbour Field
for older children- existing structure is geared towards young children; and
-
Some existing playgrounds are in need of upgrades.
10%
11%
19%
46%
15%
0%
20%
40%
60%
80%
100%
User Satisfaction: Playgrounds
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
Hillsburgh
Erin Village
800m radius
Gap
Gap
800m radius
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Condition
The Town has undertaken some recent playground replacements, including those
at Ballinafad Park and Barbour Field in 2017, Lions' Club Park and the non-
accessible equipment at Victoria Park was replaced in 2015. The playground
equipment at Athenwood Park in Orton was installed in 2001.
Implications
& Key
Directions
While the Town is growing older overall, there are young families residing in Erin
as well and catering to the needs of this demographic is also important.
There are opportunities to improve the spatial distribution of playgrounds within
Erin Village based on an 800 m radius (unimpeded by major obstacles) to address
the gap in service identified in the southwest corner. This will need to be
determined through community engagement and founded in the demographic
composition of the immediate area.
Additionally, further upgrades to existing playgrounds may be necessary (as
indicated through engagement) and should be carried out according to the
recently updated Asset Management Plan. Consideration for inclusive, accessible
and naturalized play elements will also be important going forward.
Recommendations: Playgrounds
43. Adopt a service-level target of 1 playground location accessible within a 400m to 800m
walking distance of residential dwellings in new residential development areas, to ensure
convenient access for residents and, in particular, households with children.
44. Assess the feasibility of developing one (1) new playground structure in Erin's southwest
residential area to address the gap in service.
45. Develop additional playgrounds on newly acquired parkland as part of future Town,
Community and Neighbourhood Parks where appropriate, and based on the Parkland
Classification System and recommended standards of this Master Plan.
46. Continue to address current standards for safety and accessibility of play structures
through on-going renewal / replacement when determined to be in poor condition
(based on asset management planning).
47. Review and consider trends and innovations in playground design and development,
with a potential for alternatives to traditional playground structures (i.e. naturalized
playgrounds, etc.). This may help to reduce maintenance requirements.
7.5 Skateboard Park
Supply
There is one skateboard park within Erin, located at Centre 2000. This is a semi-
permanent (mobile) facility with a perimeter fence, built in 2012.
Service Level
The provision of skateboard parks is typically assessed on the basis of the youth
population (age 10 - 19 years). The Town has chosen to make the investment in
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September 2019
this specialized facility, which is common in small rural municipalities, and is
therefore currently providing 1 skateboard park per 1,555 youth. Typically,
skateboard parks are provided on a basis of one skateboard park per 5,000
youth (maximum) but can vary greatly depending on a municipality's geographic
reach.
What We
Heard
64 survey respondents indicated that they used the skateboard park within the
past 12 months. Users are generally satisfied with the skateboard park,
although the size (small / limited) was identified as an issue.
Projected
Demand
At present the demand for skateboard parks is adequately service by the one at
Erin Community Centre. Based on forecasted population growth (keeping the
proportionate share of youth constant) the need for a new skatepark will not be
realized until well beyond 2041.
Skateboard Park
Provision
2016
2019
2024
2029
Town Wide Population
1,155
1,684
1,831
1,990
Target Standard
1 : 5,000 youth
Town-wide Needs
0.2
0.3
0.4
0.4
Existing Supply
1.0
1.0
1.0
1.0
Surplus (Deficit)
0.8
0.7
0.6
0.6
Implications
& Key
Directions
There is no immediate need for additional skatepark facilities within the Town
based on service level by population, however municipalities with more than
one village, hamlet or community hub will often provide specialized facilities in
each of the larger settlement areas.
In order to improve the quality of skateboard facilities in Erin, the opportunity
exists to develop a new permanent (poured concrete) skatepark with expanded
features as part of the proposed multi-use facility at Barbour Field. Alternative
active sports facilities should also be explored such as a pump park.
4% 4%
39%
45%
7%
0%
20%
40%
60%
80%
100%
User Satisfacation: Skateboard Park
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
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Recommendations: Skateboard Park
48. Continue to maintain the existing skateboard park at the Erin Community Centre in good
condition for use by the public over the Plan period.
49. Through the feasibility and business planning work, explore the opportunity to develop a
new skateboard or pump park facility as part of the new multi-use recreation facility at
Barbour Field (co-located with other amenities) in the longer-term. This would improve
the equitable distribution of active sports facilities within the Town and enable improved
accessibility for those youth living in Hillsburgh's urban area and beyond into the
northern rural areas of the Town.
7.6 Outdoor Rinks
Supply
There are two outdoor ice rinks in the Town of Erin, located in Victoria Park in
Hillsburgh and in Orton (shared with the Township of East Garafraxa). While
located on Town property, these facilities are maintained and operated by the
local Lions Club(s).
What We
Heard
Over half of respondents to the Residents Survey were 'satisfied' or 'very
satisfied' with the existing outdoor rinks. Some people would like to see
additional outdoor ice rinks be developed.
Suggestions for improvements included providing a seating area to put skates
on and that improved ice flooding was required on some days.
Implications
Due to the challenges and costs associated with maintaining outdoor ice rinks,
these are considered to be Town-wide facilities. They are best provided by way
of opportunity and demand-based rather than a service standard.
The Town's provision of outdoor rinks is considered to be sufficient. If
community groups propose to implement and oversee the maintenance and
operation of an additional outdoor ice rink, support for such initiatives will be
important. This may include the provision of land within Town parks for the
purposes of developing a temporary outdoor ice rink, and/or the supply of
water for rink flooding.
3%
4%
39%
40%
14%
0%
20%
40%
60%
80%
100%
User Satisfaction: Outdoor Ice Rinks
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
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Recommendations: Outdoor Rinks
50. Continue to encourage and support local volunteer and community organizations in the
development, maintenance and operation of outdoor ice skating rinks. Additional
outdoor rinks at Town or Community Parks should only be provided if justified through
park master planning and business planning processes.
7.7 Splash Pads
Supply
There are currently no splash pads in the Town of Erin.
Service Level
Splash pads are typically provided on a population basis. An appropriate
standard of provision, as observed in similar communities across Ontario, is 1
splash pad per 5,000 children (age 0-9 years). The 2016 Census identified 1,045
children living in Erin.
It is important to note that the standard of provision for splash pads varies
broadly across Ontario and are often dependent on scale of facility and/or
municipal geography.
What We
Heard
The top priority for outdoor investment by respondents to the Residents Survey
was for a splash pad. 32% (n=130) of those who feel Erin needs additional and /
or new outdoor recreation facilities identified that a splash pad is needed.
Implications
& Key
Directions
Even though the population of children does not necessitate the need for a
splash pad in Erin, it is evidently a priority for residents and the Town has
responded by including a budget amount for a splash pad to be implemented in
2022, however its location is undetermined at this time. Potential locations to
be considered should include Barbour Field, Victoria Park, Erin Fair Grounds
(through a partnership agreement), and/or other locations anchored to new
development. The location should be selected based on co-location with other
compatible park uses (e.g. playgrounds, sports fields, indoor recreation facilities,
etc.) and centralized for maximum accessibility by residents.
The opportunity exists for community involvement, including fundraising
initiatives for the design and/or construction of the splash pad. Examples of
where this has been successful in other communities includes the Township of
Uxbridge, where a local community group, the Bonner Boys, fundraised a large
portion of the amount required for developing a splash pad through a variety of
events (Rib Fests, Tractor Pulls, Music Festivals, etc.), and the Township of
Wilmot where the construction of their splash pad started as a 'grass roots'
initiative targeting an array of sponsors and donors.
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September 2019
Recommendations: Splash Pads
51. Continue to plan for the development of a new splash pad of an appropriate scale by
initiating a concept plan and costing exercise in the short-term. The analysis should
evaluate the benefits, costs and risks of alternative options and provide a rationale for a
preferred solution.
7.8 Off-Leash Dog Parks
Supply
There are currently no off-leash dog parks within the Town of Erin.
Service Level
There is no comparable level of provision for off-leash dog parks and are
typically provided when the appropriate demand within a specific community is
present.
What We
Heard
The development of an off-leash dog park was one of the top 5 responses when
asked "Do you feel the Town of Erin needs additional and/or new outdoor
recreation facilities?" with 13% of respondents (n=130). Potential locations
identified by the community included Barbour Field and Victoria Park.
Implications
& Key
Directions
An off-leash dog park has been identified recently as a priority for residents and
the Town has responded by including a budget amount in 2020 to cover this,
however its location is undetermined at this time. The location should be
selected based on compatibility with other park / trail uses and the surrounding
area, where adequate facilities can be provided including parking, lighting,
water source, fencing / enclosure, amenities for both small and large dogs,
shaded area, benches, and waste receptacles. Barbour Field, with an adequate
supply of land to accommodate the required infrastructure, should be
considered as a potential location for a designated off-leash dog park.
Recommendations: Off-Leash Dog Parks
52. Plan for a permanent, designated location for an off-leash dog park to be developed at
Barbour Field, or an alternative location, over the short term. Community-based
partnership options should be considered.
7.9 Basketball Courts
Supply
There are currently no municipal basketball facilities within the Town of Erin.
There are two basketball nets located at the Erin Public School, however they
are sized for children.
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September 2019
Service Level
& Projected
Demand
These facilities are typically provided based on the youth (10 to 19 years)
population at a rate of 1 basketball court per 800 youth. The 2016 Census
identified 1,155 youth living in Erin, which translates into a demand for 1.4
courts. This deficit will increase to 2.5 courts by the end of the Plan period
(2029) if there is no change in the current supply and the proportion of youth
remains stable.
Basketball Court
Provision
2016
2019
2024
2029
Town Wide Population
1,155
1,684
1,831
1,990
Target Standard
1 : 800 youth
Town-wide Needs
1.4
2.1
2.3
2.5
Existing Supply
0.0
0.0
0.0
0.0
Surplus (Deficit)
(1.4)
(2.1)
(2.3)
(2.5)
What We
Heard
A number of respondents to the Residents Survey indicated the need for a
basketball court, or at least a practice pad (half court and net).
Respondents to the Student Survey indicated that they would like to see
basketball programs offered by the Town, and therefore the required facilities
would need to be in place - whether indoor or outdoor.
Implications
& Key
Directions
Based on population standards and community engagement, there is a need for
basketball courts / facilities in Erin. Ideally, basketball courts should be co-
located with other active and youth-oriented amenities such as skateboard
parks, and soccer fields, to the fullest extent possible.
Potential locations that should be explored include Erin Community Centre
(potential for collaboration with the school) and/or Barbour Field, as part of a
new multi-use recreation complex development. Larger parcels of parkland
developed as part of any future residential development should also be
considered for the provision of basketball courts.
Recommendations: Basketball Courts
53. Develop two (2) new full-size basketball court (or equivalent half court configurations)
over the Plan period. The Town should consider providing basketball courts in a multi-
use court format in order to increase their future utility as pickleball courts, ball hockey
venues, etc. Underutilized park space and/or parking areas on municipal property
should be explored as potential locations.
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Level of Service for Recreation
8.1 Current Model of Service Delivery
The Town of Erin, through its Parks and Recreation team, plays a role in the direct delivery of
drop-in programming within the Community Centres and is also responsible for the
maintenance and management of outdoor recreation assets such as playgrounds, parks, trails
and sports fields.
At present, the Town supports a Community Development Model of recreation provision,
balancing its operations with the facilitation of programs and services led by other
organizations/non-profits within municipal facilities. The Town is the key provider of publicly
accessible recreational facilities.
More specifically, Parks and Recreation staff are responsible for a variety of administrative,
operational and maintenance activities related to both indoor and outdoor facilities and
amenities. This includes but is not limited to ice / hall / facility rentals and bookings, field /
diamond rentals and bookings, arena operation and program staffing, maintenance of
playground equipment, general landscape maintenance (e.g. grass cutting, tree pruning, trail
maintenance, special event support, among other activities).
The delivery of services in the Town is also supported by various committees and advisory
boards at the local community, Town and County levels. There are also several agencies who
are key stakeholders, particularly in terms of environmental matters.
Advisory Committees
Relevant Agencies
-
Environment & Sustainability
Advisory Committee
-
Heritage Committee
-
Trails Advisory Committee
-
Erin Rotary River Trail Committee
-
Economic Development Committee
-
Property Standards Committee
-
Let's Get Hillsburgh Growing
Committee
-
Wellington County Joint Compliance
Audit Committee
-
Credit Valley Conservation Authority
-
Grand River Conservation Authority
-
Upper Grand District Schoolboard
-
Erin Village Business Improvement
Association (BIA)
-
Six Nations of the Grand River
Territory
-
Ontario Clean Water Agency
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September 2019
8.2 The Need for Effective Partnerships
Municipal
Partners
At present, the Town partners with other municipal, institutional or social
service organizations to provide additional services to residents. These
include:
-
Planning and Development Services: In general, planning is handled by
the County of Wellington in an administrative capacity, including the
receipt of planning applications and approvals, including Zoning and
Official Plan Amendments; Severances and Lot Line Adjustment. The
County is also the lead on planning policy development.
-
Libraries: There are currently two branches of the County of Wellington
Library within the Town: one at Centre 2000 in Erin Village, and one in
downtown Hillsburgh - this is a newly constructed facility (2018) to
replace an older facility.
-
Water: The Town owns two ground water supply systems: for Erin and for
Hillsburgh. In fall 2018, Town began outsourcing its water operations to
the Ontario Clean Water Agency.
-
Upper Grand District School Board: The relationship between the Upper
Grand District School Board and the Town is two-fold: at Board level the
Planning Department reviews and responses to municipal planning and
development applications, zoning bylaws, and other land-use matters on
lands adjacent or belonging to the Board. There is also a Management
Committee that governs all operating costs and maintenance issues at the
Erin Community Centre. The Erin District High School and Town co-own
Centre 2000 with some areas exclusive to the Town (e.g. arena) and
others (e.g. instructional areas) exclusive to the Board. Shared facilities
include the theatre, community room(s), and outdoor recreation spaces
which are shared but owned by the Town. The Upper Grand District
School Board indicated that they are open to conversations with the Town
for a stronger partnership.
-
East Wellington Community Services (EWCS): The EWCS have a use
agreement with the Town to run an Adult Day program out of space at
the Erin Community Centre. While this space is used during the day for
the EWCS program, the space is highly desirable for rent by the public and
has revenue potential outside of EWCS usage times.
Community
Partners
Additionally, the Town of Erin partners with community-based organizations
that utilize space in the Town's facilities to provide recreation programs and
services, engaging residents of all ages in a variety of activities. A summary of
the community partners / organizations is provided below:
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September 2019
Hockey/Skating
Ice sports in Erin are provided through a variety of leagues and organizations.
Examples of hockey and skating partner groups include the Erin Hillsburgh
Minor Hockey League, Adult Hockey League, and Figure Staking.
Summer Sports
Summer sports leagues are often provided by community organizations in
Erin. These include, but are not limited to, minor ball, minor soccer, ladies'
baseball, and men's baseball leagues.
Other Community Partners
The Town of Erin works closely with several other community partners and
organizations to provide a variety of programs and special events. Examples
of community partners include the Erin and Hillsburgh Lions Clubs, Erin Rotary
Club, Erin Garden Club, among others.
There are other local community groups committed to enhancing the quality
of life for all Town residents through sound principles of good community
development (e.g. Transition Erin, Let's Get Hillsburgh Growing, etc.). For
example, Transition Erin's mandate is focused on:
-
Using green spaces to separate and connect neighbourhoods, while
providing areas of recreation, retreat or preservation.
-
Fostering a strong sense of community through new development(s) that
offer opportunities for people to meet and socialize through design (i.er.
parks, green spaces, courtyards) that includes multiple access to roads,
trails and walkways.
-
Offering places for surrounding communities to visit (recreation, shop,
retreat, enjoy nature, etc).
-
Promoting social viability in areas of new development(s) with mixed-uses
of public spaces as recreation, arts and culture, play facilities, and
community facilities.
-
Provide opportunities for social engagement and spontaneous social
interaction through accessible public spaces and pedestrian-oriented
streets.
What We
Heard
Local groups / organizations and the community in general indicated that they
would like to see better communication between surrounding municipalities
as it relates to collaboration on events and sporting activities, as well as
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September 2019
between the Town, local groups and the private sector in terms of program
delivery.
Implications
& Key
Directions
Partnerships continue to be important in the provision of recreation, taking a
number of forms and include government, non-profit organizations, schools
as well as the private sector.
While the provision of recreation and culture services has traditionally relied
on municipal governments, many municipalities today are looking outwards
for partnerships that can enhance service levels and effectively leverage
public funds. Examples include facility naming and sponsorship arrangements,
the contracted operation of spaces, or delivery of programs. A familiar and
successful example of this is the YMCA, who partner with municipalities in a
number of capacities, often unique to each situation, in terms of facility
development and operations, service delivery, and/or programming. There
are a number of examples across Ontario, including the MacBain Centre in
Niagara Falls, Wasaga Beach YMCA, and Clarence-Rockland YMCA.
Additionally, the YMCA has recently introduced an amalgamation initiative to
create larger entities that service a broader area and include more rural
locales. The initiative considers how to best service the rural residents and
those in the smaller centres within the region it serves. In these more rural
areas, a stand-alone YMCA facility is often not feasible, however, the provision
of partner programming run out of a municipal facility is one of the ways
identified gaps are being addressed (e.g. summer camps, fitness classes, etc.).
Recommendations: Service Delivery & Effective Partnerships
54. Continue to maintain a Community Development Model for the municipal delivery of
parks, recreation and culture in the Town of Erin. Under this model, where volunteer
and agency groups have historically serviced the recreation programming needs of the
local community, the Town supports these initiatives through the provision of access
to facilities for activities.
55. Explore partnership opportunities to enhance service levels and leverage public funds
(e.g. facility naming / sponsorship, operation of spaces, program delivery, etc.).
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September 2019
8.3 Improving Participation
What We
Heard
More than half of survey respondents (n=350) indicated a lack of available
recreational programs in Erin or elsewhere as the greatest barrier limiting
their participation, while the lack of program awareness (38%) together with
inconvenient program times (37%) were identified as additional limitations.
Through engagement it became clear that the community would like to see
improved promotion, advertising, and awareness of what programs and
community services are available within Erin, a 'one-stop-shop' of sorts. This
could be in the form of a Community Guide, a directory on the Town's
website, or other creative means. This was also identified within the
Operational Review of the Parks and Recreation Department previously
undertaken - which has resulted in a revitalization of the Departments
webpage (anticipated to launch in 2019). The website will provide
information related to community events, public access programs, trails and
facility information.
When respondents were asked "Do you believe the Town of Erin has a role to
play in delivering user-pay recreation programs to its residents?" including
camps, group fitness, 55+ Adult programs, among others, 68% (n=408) said
yes. Related to this, respondents indicated the importance of partnerships
with local groups / organizations for program delivery and indicated that the
Town should only provide the service if it is not provided by others - that is
the Town being the provider of the last resort.
Implications
& Key
Directions
The Town has the potential to develop new partnerships in order to improve
the program offer (municipal or otherwise) within Erin. This could be done
through provision of rental space from the Town that is required for programs
to occur, or other means.
Opportunities to improve marketing and communication methods for the
promotion of services exist through the development of a community service
8%
10%
10%
17%
26%
37%
38%
56%
0%
20%
40%
60%
Other
Program location not convenient
I participate in programs closer to work
Programs are too expensive
There are no programs that interest me
Times offered are not convenient for me
Lack of awareness of programoffered
Not enough programs offered
Barriers to Participation in Recreational Programming
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directory on the Town's website and in print form to provide the community
with the necessary information as it relates to available programs, services
and businesses within the Town. This could be in the form of a 'Community
Guide', which, in addition to a service directory, often provides other
important municipal information to residents as well (i.e. waste collection
calendar, recreational program and facility rental information, planned
construction projects, etc.).
Recommendations: Improving Participation
56. Through the redesign of the Parks and Recreation page on the Town's website,
develop a comprehensive 'Community Guide' and recreation resource that includes a
community calendar of events and provides details on all programs offered (municipal
/ non-municipal) in Erin including the contact information of organizers for programs
that are not directly delivered by the Town. This could be provided on an annual /
semi-annual basis in print form as well for distribution to residents.
57. Undertake regular resident surveys to assess resident/user needs and required
improvements to the Town's recreation service delivery model. Progressively address
methods to improve the delivery of services over time.
8.4 Municipal Programming and Special Events
Current Program Offer
Offer
At present, the Town directly delivers some programs, limited to drop-in
skating and shinny:
In Summer 2019, the Town will be piloting summer camp programs.
What We
Heard
Engagement with the community at large resulted in numerous suggestions
for an expanded suite of recreational programs offered by the municipality
and/ or its partners. This included more programming for youth (including a
youth drop-in centre), seniors' programs, programs for caregivers / children,
art classes, and more fitness and sports programs. The need for outdoor
programming was also identified.
Public Skate
Parent & Tots
Skate
Adult Skate
Shinny (Youth,
Adult)
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55% of Student Survey respondents (n=21) rated the Town's sports and
recreation programs as average. The reasons given were the lack of youth
sports clubs, limited recreational programs, and few sports fields available in
the Town of Erin. Students specifically indicated football, baseball, swimming,
and classes in fitness and dance as top priorities. This was followed by
basketball, broomball and gymnastics.
Implications
& Key
Directions
With a growing population of older adults, the opportunity exists to offer
intergenerational programs that encourage participation and interaction from
all age groups. This could include recreational as well as cultural pursuits (e.g.
painting classes, cooking classes, theatre classes, etc.).
Going forward, it will also be important to focus on providing programming
opportunities and spaces (dedicated or non-dedicated) for Erin's youth.
Opportunities to strengthen programming through municipal partnerships
should also be explored - there are likely synergies between the Library or
other entities, County or otherwise, that can bolster programming
opportunities within Erin.
Recommendations: Programming
58. Expand the suite of non-traditional programs offered/provided by the Town to focus
on children, youth, and "new seniors" to enhance the utilization of existing
infrastructure (e.g. arts and craft programs at Ballinafad Community Centre, youth
drop-in at the Erin Community Centre, lecture series and theatre camps at the Theatre,
etc.).
59. Host a collaborative Recreation Forum with local organizations on recreation program
delivery (sport groups) as a means to address stakeholder plans to develop and pursue
new/additional programs, and to include opportunities for groups and the Town to
facilitate this through resource-sharing and facility improvements in keeping with
capital planning principles identified within this Plan.
60. Explore ways to strengthen the existing programming and event offer through a
variety of new and/or expanded partnerships (e.g. Library, County, sports groups,
Conservation Authorities, other agencies).
61. Continue with plans to develop a methodology to track, on an annual basis, program
registrations and assess the rate of take-up for individual programs offered by the
Town. Continuous tracking will help the Town in decision-making related to the
complement of programs that should be offered.
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Existing Special Events
Offer
At present, the Town supports local organizations and groups in the delivery of
various special events, including Canada Day, festive holidays, tree lighting,
Santa Claus Parade, Farmer's Market, among others.
What We
Heard
82% of respondents to the Residents Survey believe the Town should play a
prominent role in delivering community events to its residents.
A recurring suggestion from the Residents Survey was for new / additional
events to include movie nights - both indoor at the Erin Community Theatre
and outdoor during summer months. Feedback at the community workshop
identified a variety of suggestions related to special events including:
-
Develop signature events that highlight Erin's brand;
-
Work with neighbouring municipalities to co-host events (i.e. satellite
location in Erin for blues / jazz festivals, art shows, etc.);
-
Utilize the Hillsburgh Library and adjacent lands for hosting special
events;
-
More community involvement / volunteerism required to implement
non-municipal special events;
-
More events focused on the local arts and culture (i.e. studio tours,
etc.); and
-
More live performing art events at the Theatre.
Additionally, providing events on a year-round basis was important, in
particular social events for youth / seniors, as was increasing the cultural
profile of the Town.
Comments received from respondents indicated that strengthening
partnerships with, and support for, existing community / service groups who
run special events in Town is important going forward, and that the Town's
role should be more geared towards facilitating these groups in the delivery of
special events and building a sense of community than directly delivering
events.
Implications
& Key
Directions
Improving municipal support for local organizations to host events in Erin will
be important going forward. This requires organizing the Town staff involved
in planning, delivering and supporting festivals and events to more effectively
support a community-led delivery model. Opportunities to develop resources
to better enable community organizations in successful event hosting include
developing an event planning toolkit / checklist, standard forms and
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procedures, and/or special event policy identifying event and hosting
requirements.
Key opportunities include developing a signature event for the Town of Erin,
such as a St. Patrick's Day celebration (building on Erin's branding), improving
support for non-municipal organizations to host all types of special events in
Town, and focus on developing special events related to the cultural sector
(performing arts, fine arts, etc.) utilizing the Town's existing assets.
Recommendations: Special Events
62. Develop and implement key resources (policies, forms, toolkits, etc.) to support
enhanced community capacity for event planning and delivery.
63. Promote the development of cultural events (i.e. performing arts, fine arts, etc.) in Erin
by working with local event organizers to evolve the range of events to better include
cultural themes. This could include art in the park events, studio tours, weekly
summer concert series, indoor and outdoor movie screenings, trail walking and cycling
events, among others.
64. Work with the local arts and cultural community to develop, over time, a signature
event for the Town. The event should specifically profile local talent, creative spaces
and build on Erin's unique heritage and brand.
8.5 Affordable Access & User Fees
Current
Situation
At present, the Town does not have a formal User Fee Policy in place to guide
levels of cost recovery and subsidization. Likewise, there is no policy that outlines
the parameters for which community requests for new capital facilities are to be
evaluated. This is will be important to ensuring prudent capital and operational
planning, especially given limited public dollars available to support needs across
various municipal departments and priorities.
These tools reflect best practice in municipal management and have been
implemented across a number of Ontario and Greater Golden Horseshoe (GGH)
communities.
What We
Heard
One of the recurring themes that came out of the engagement activities was that
the price of facility rentals was high when compared to other municipalities, and
therefore groups often go elsewhere to practice and play.
Rental Rate
Comparison
A preliminary scan of rental rates charged in surrounding municipalities was
undertaken, resulting in the following comparison:
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September 2019
Municipality
Prime-
Time Ice
Meeting
Room
Ball Diamond
Rectangular Field
Field
Lighting
Field
Lighting
Milton
$ 225.36
$ 47.50
$ 7.65
$ 19.67
$ 12.29
$ 21.02
Caledon
$ 179.50
$ 62.36
$ 17.26
$ 19.33
$ 15.53
$ 24.19
Halton Hills
$ 241.09
$ 45.88
$ 8.97
$ 38.54
$ 10.17 $ 48.96
Orangeville
$ 258.37
$ 23.50
$ 16.94
$ 14.94
$ 16.94 $ 18.54
Guelph
$ 293.57
$ 40.15
$ 24.35
$ 20.15
$ 23.22 $ 24.76
Average
$ 239.58
$ 43.88
$ 15.03
$ 22.53
$ 15.63 $ 27.49
Erin
$ 230.79
$ 52.36
$ 25.72
$ 29.10
$ 46.53 $ 29.10
Notes: 1. Rates quoted are for youth / minor rentals where applicable. 2. Rates are for Grade A ball
diamonds and premium fields where applicable. 3. Ball diamonds rates for Erin are for Minor ball
practices. 4. Rates include H.S.T. 5. 2019 rates, with the exception of Halton Hills (2018 rates).
Based on the above, it is apparent that while prime time ice rates are within a
comparable range with what is being charged in surrounding municipalities, there
is a considerable difference in diamond and field rental rates with rectangular field
rental rates in Erin being three times the average of the other communities
(exclusive of lighting).
Implications
& Key
Directions
Ensuring fairness and equitable access to recreation and leisure requires the
implementation of a comprehensive range of mechanisms that include:
-
Policies around how user fees are established;
-
A clear delineation of the categories of users that should be subsidized through
the rate setting process; and
-
A clear policy for municipal involvement in capital projects requested by the
community or organized groups (including when it is or is not appropriate for
municipal capital dollars to be directed to such projects).
Municipal cost recovery for recreation is estimated at 52% based on the Town's
2018 Operating Budget. The completion of a User Fee Study would address the
appropriateness of the current level of cost recovery as well as current rates being
charged.
Recommendations: Affordable Access & User Fees
65. Undertake a review of current user fees and pricing schedule as it relates to facility,
sports field, and parks rentals. This review should include a detailed assessment of
current rates in surrounding municipalities and determine appropriate cost recovery
ratios and rates for future programming opportunities. The existing User Fees and Rental
Rates By-law should be adjusted accordingly.
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Implementation Framework
The Master Plan is based on a 10-year planning horizon. Some recommendations are expected
to extend well beyond this timeframe - in particular, those involving capital planning, the timing
for which can only be estimated based on further assessment of funding sources.
On the other hand, a number of the recommendations regarding programs and services
represent actions that once initiated, are expected to remain in place over the full life of this
Master Plan and beyond.
This plan is designed to guide Council and municipal decision-makers in addressing priorities for
planning and investment in recreation. However, recommendations related to the development
of new facilities and repurposing of existing ones require detailed consideration of how these
required changes will come about - that means further public consultation, design and concept
planning, as well as an assessment of the technical feasibility of repurposing.
Erin's staff and Council will need to further evaluate and investigate the feasibility of
implementing individual recommendations/actions on an annual basis as part of the municipal
planning and budgetary process.
9.1 Protocols for Reviewing, Monitoring and Updating the Master Plan
Staff support and partnerships will be critical to successfully implement the recommendations
identified within this Master Plan, there also needs to be a commitment by senior management
and administrative oversight for effective implementation. Recognizing the long-term scope
(10-year period) of this Master Plan, this document and its recommendations should be subject
to internal departmental review every two years to determine and re-adjust, as necessary, the
timing of recommendations in light of unforeseen shifts in the municipal planning environment.
The monitoring and evaluation process should begin with the development of meaningful and
measurable operating and financial metrics in the form of key performance indicators (KPIs).
Many of these indicators may be informed by data retrievable from the Town's future electronic
program registration and facility booking system (output measures). Utilization and program
registration statistics and trends documented within this Master Plan may also serve as a
foundation for a more fulsome set of indicators. Outcome measures such as how programs
benefit the community and individuals, resident satisfaction, as well as health and wellness
indicators are also important.
Recommendations: Internal Master Plan Review & Monitoring
66. Develop an interdepartmental working group comprising senior management from
relevant municipal departments to regularly review (recommended every 2 years)
and evaluate the progress of the recommendations included in the Master Plan.
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67. Develop a set of key performance indicators (KPIs) for each of the elements within
the Master Plan for evaluation purposes. It is recommended that a blended approach
(utilizing both output and outcome measures) to performance measurement is
employed in keeping with the principles of the Master Plan and the Community
Development Model for the delivery of parks and recreation.
9.2 Recommended Phasing Plan
The following identifies approximate timelines for the recommendations contained within this
Master Plan. Recommendations related to general maintenance, program, service and policy-
based enhancements as well as performance monitoring can be expected to occur on an
ongoing basis and/or over time based on municipal capacity and resources, as identified within
the following framework.
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
Community Centres
1.
Maintain two primary community hubs in Erin located within
the population centres of Erin and Hillsburgh Villages, and
maintain Ballinafad as a secondary, more rural community hub
within the Town.
2.
Immediately commence planning (Feasibility Study and
Business Plan) for a new multi-use recreation facility at Barbour
Field in order to establish the size and program, confirm the
location, and to initiate a funding strategy. This facility will
ultimately replace the ice at the existing Hillsburgh Community
Centre.
3.
In the longer term, invest in a multi-use / multi-sport
recreational hub at Barbour Fields in Hillsburgh. Co-location of
services and the delivery of supporting amenities which allow
for a broad range of programming should be a focus of the
design.
4.
With the development of a new multi-use recreational facility,
decommission the existing ice surface (including removal of the
ice plant) at Hillsburgh Community Centre and evaluate the
feasibility and cost-benefits (Feasibility Study) of repurposing
the existing facility for other indoor recreation uses.
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September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
5.
Over the short term, work with the East Wellington Community
Services (EWCS) to improve the condition of the Wellington
Room, review the existing lease agreement, and subsequently
improve rental revenues outside of the Adult Day Program (e.g.
in evenings or on weekends).
6.
In the mid-term, review and undertake an assessment of the
merit of retaining the Ballinafad Community Centre, given the
capital requirements for years 6 to 10 identified in the Building
Condition Assessment.
Indoor Ice Pads
7.
Maintain the ice at Erin Community Centre over the course of
the Plan period for continued use by the community.
8.
In the short and medium term, invest in essential upgrades and
maintenance for the Hillsburgh Arena as warranted for
continued community use while plans for a new multi-use
recreation facility are prepared.
9.
Through the feasibility and design process for a centralized
multi-use multi-sport recreation centre at Barbour Field (as per
Recommendation 2), develop a new twin-pad facility with full-
size ice pads to replace the ice at the Hillsburgh Arena. The
facility should be designed to function with one ice pad initially,
with the second pad being used for dry land uses until required.
10. In the long-term, continue to monitor the demand for ice on an
annual basis to determine when a third ice pad will be required.
Community Halls
11. Maintain the existing community halls and other community
rental spaces in good condition, undertaking general
improvements as per the requirements of the Building
Condition Assessments and through asset management
planning.
12. Expand promotion of the community halls as viable and
affordable locations for event and programming rentals.
13. Assess the potential for additional revenue opportunities
through enhanced programming of the spaces (i.e. low-impact
exercise classes, specialized camps, etc.) that are suitable for
such locations.
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September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
14. Explore opportunities to revitalize, reconfigure or otherwise
repurpose spaces at the Ballinafad Community Centre for new
and/or expanded community programming, either directly by
the Town or through community partners.
Community Theatre
15. Continue with plans to replace the seating at the Erin
Community Theatre to improve user experience. Discussions
with the Upper Grand District School Board should be initiated
to determine the potential for sharing the capital costs.
16. Expand the programming of the theatre for special events,
musical performances, movie screenings, viewing of sporting
and cultural events, eSports events, etc. through partnerships
with local groups and/or businesses to enhance revenue
potential.
Gymnasiums
17. As part of the feasibility and business planning exercise for a
new multi-use recreation facility, consider the inclusion of a
full-size gymnasium as part of the building program to
accommodate a variety of program and rental opportunities.
Indoor Field House
18. Work closely with the Erin Agricultural Society and HEADS to
identify opportunities for improving the program offer at the
EIRC. Consideration should be had for affordable children,
youth and seniors programming opportunities (e.g. drop-in
soccer, walking club, etc.). The programs offered at the EIRC
should not conflict or be in direct competition with those
offered at Town-owned and operated facilities.
Indoor Pool
19. Through discussions with neighbouring municipal pool
providers, explore opportunities to better facilitate access for
Erin residents to utilize nearby indoor aquatic facilities. This
could be done through a variety of means, including
negotiating a 'preferred' rate for Erin residents, provision of
transportation services to facilities from Erin, among others.
20. Investigate potential alternative providers of aquatics facilities
(i.e. commercial and residential developers, hotel providers,
etc.) as a means for the potential future provision of a pool /
aquatic facility.
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September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
21. Monitor the future likelihood to attract a swimming school to
locate in Erin (e.g. Making Waves, Goldfish, British Swim
School, etc.).
Parkland Supply & Classification
22. Pursue a parkland provision standard of 3.5 hectares
(minimum) per 1,000 residents over the course of the Plan
period. Consideration should be had to include a suitable mix
of both active and passive lands.
23. Target the acquisition of 22.1 hectares of parkland by the year
2029, to address growth related needs, where warranted, with
a priority for larger Neighbourhood or Community Parks. This
may require land assembly, rather than smaller parcels as
typically provided by developers, and therefore a preference
for cash-in-lieu is recommended.
24. Maintain existing parkland within the rural hamlets as outdoor
recreation hubs for their respective communities.
25. Adopt a Parkland Classification System, per this Plan, as the
Town's planning policy direction, organizing hierarchy and
approach for acquiring, designing, developing and
programming parkland in the future.
26. Work closely with the Erin Agricultural Society to explore
opportunities to maximize use of the Fairgrounds property as a
central gathering space within Erin Village. This could include
enabling more regular public access for recreational purposes
and/or attracting outdoor events and shows on a year-round
basis.
Parkland Acquisition & Dedication
27. Develop a Parkland Dedication and Cash-in-Lieu of Parkland
Dedication By-law to guide the future acquisition of new
parkland, as well as the design and development of existing
park facilities. This By-law should fully outline the
circumstances where conveyance of land will not be accepted
and where cash-in-lieu of parkland will be considered, including
but not limited to:
-
Where land is insufficient in size or configuration (e.g. no
opportunity for land assembly to create new parks);
-
Where there is no land that is either usable or functional
on the site for parkland or recreational purposes; and/or
-
Where the area being developed or redeveloped is already
well served by parkland.
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September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
28. Maximize the supply of available parkland by utilizing a variety
of acquisition strategies. This may include parkland dedication
by development, donation of land, accessing grants, land trusts,
conservation easements, land exchange, partnership
agreements and/or direct purchase.
29. Pursue the acquisition of natural areas, particularly land
adjacent to the West Credit River, through the development
process and other means of securement to provide
opportunities for enhanced conservation, compatible public
access and linkages to parks, trails, open spaces and water.
30. Update the Town's Official Plan to include policies that make
clear the intentions of the Town with respect to achievement of
all parkland-related service levels as a basis for the
development approval process. This update should include the
Parkland Classification System and may be done at the time of
the next comprehensive review or through an amendment to
the Official Plan.
Parkland Development & Design
31. Ensure that new parks are designed with the user's comfort,
safety and accessibility in mind, through use of CPTED (or
similar) principles as well as adhering to AODA Design
Standards.
32. When designing new parks, the Town should consider the
potential operational impacts and assess the future resource
implications of each aspect / amenity.
33. Encourage and facilitate the community's participation in park
design, development and renewal projects by obtaining public
input during the planning and design process, fostering
partnerships and collaboration in park development/renewal,
and promoting awareness of park projects and initiatives
through effective public communications.
Trail Network
34. Work with local stakeholders, trail groups and the community
to establish and identify required improvements and barrier-
free access opportunities, as well as to determine important
future connections within the local / broader trail network as
well as additional locations for trail-related amenity
development (e.g. bicycle racks, bike repair stations, parking,
signage, portable washrooms, etc.).
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September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
35. Develop policies in the Town's Official Plan to:
Require the dedication of land for pedestrian and bicycle
pathways as a condition of the subdivision of land, as
provided for under the Planning Act (s. 51(25)(b)); and
b) Require the identification and provision of walkways and
other means of pedestrian access, accessibility supports as
well as bicycle parking facilities and other sustainable
design elements on municipal streets, as may be required
for site plan approvals and developments in accordance
with the Planning Act (s. 41(4) #2(e), s. 41(7)(a)(4)).
Ball Diamonds
36. Continue to maintain the Town's existing ball diamonds in good
condition for continued use by the community. General
improvements should be undertaken as per the Asset
Management Plan and maintenance should be performed on a
regular basis to ensure the diamonds are suitable for use.
37. Consult with baseball, softball and other stakeholder groups,
through the development of an annual Recreation Forum (as
per Recommendation 59), to gather feedback regarding actual
registration numbers and ages, facility quality and
performance, maintenance issues and projected usage. This
would enable the Town to monitor and assess sports field
utilization and capacity on an on-going and periodic basis, as a
key input to facilities planning and points of investment.
Soccer Pitches / Multi-Use Sports Fields
38. Continue to maintain the Town's existing soccer fields in good
condition for continued use by the community. General
improvements should be undertaken as per the Asset
Management Plan and maintenance should be performed on a
regular basis to ensure the fields are suitable for use.
39. The Town should require that soccer and other field user
groups provide registration numbers on an annual basis. The
collection of this data will enable the Town to monitor and
assess sports field utilization and capacity more accurately on
an on-going and periodic basis over the longer-term.
40. Work to enhance partnerships with local soccer and other field
user groups to improve the maintenance standards of the
fields, attract tournaments and facilitate sport tourism
opportunities at Barbour Field.
Town of Erin Parks, Recreation and Culture Master Plan
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September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
Tennis Courts
41. Continue to partner with the Erin Tennis Club for the operation
and management of the tennis courts at the Erin Community
Centre. The Town should continue to monitor the demand for
tennis and pickleball, as well as Club membership (through
annual reporting by the Club) in order to determine future
needs.
42. In the longer-term, multi-use opportunities may arise and the
need for a more substantial complex to accommodate multi-
use opportunities may be warranted and should be explored by
the Town.
Playgrounds
43. Adopt a service-level target of 1 playground location accessible
within a 400m to 800m walking distance of residential
dwellings in new residential development areas, to ensure
convenient access for residents and, in particular, households
with children.
44. Assess the feasibility of developing one (1) new playground
structure in Erin's southwest residential area to address the gap
in service.
45. Develop additional playgrounds on newly acquired parkland as
part of future Town, Community and Neighbourhood Parks
where appropriate, and based on the Parkland Classification
System and recommended standards of this Master Plan.
46. Continue to address current standards for safety and
accessibility of play structures through on-going renewal /
replacement when determined to be in poor condition (based
on asset management planning).
47. Review and consider trends and innovations in playground
design and development, with a potential for alternatives to
traditional playground structures (i.e. naturalized playgrounds,
etc.). This may help to reduce maintenance requirements.
Skateboard Park
48. Continue to maintain the existing skateboard park at the Erin
Community Centre in good condition for use by the public over
the Plan period.
Town of Erin Parks, Recreation and Culture Master Plan
110
September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
49. Through the feasibility and business planning work, explore the
opportunity to develop a new skateboard or pump park facility
as part of the new multi-use recreation facility at Barbour Field
(co-located with other amenities) in the longer-term. This
would improve the equitable distribution of active sports
facilities within the Town and enable improved accessibility for
those youth living in Hillsburgh's urban area and beyond into
the northern rural areas of the Town.
Outdoor Rinks
50. Continue to encourage and support local volunteer and
community organizations in the development, maintenance
and operation of outdoor ice skating rinks. Additional outdoor
rinks at Town or Community Parks should only be provided if
justified through park master planning and business planning
processes.
Splash Pads
51. Continue to plan for the development of a new splash pad in
the short-term by initiating a concept plan and costing exercise.
The analysis should evaluate the benefits, costs and risks of
alternative options and provide a rationale for a preferred
solution.
Off-Leash Dog Parks
52. Plan for a permanent, designated location for an off-leash dog
park to be developed at Barbour Field, or an alternative
location, over the short term. Community-based partnership
options should be considered.
Basketball Courts
53. Develop two (2) new full-size basketball court (or equivalent
half court configurations) over the Plan period. The Town
should consider providing basketball courts in a multi-use court
format in order to increase their future utility as pickleball
courts, ball hockey venues, etc.
Service Delivery & Effective Partnerships
54. Continue to maintain a Community Development Model for the
municipal delivery of parks, recreation and culture in the Town
of Erin. Under this model, where volunteer and agency groups
have historically serviced the recreation programming needs of
the local community, the Town supports these initiatives
through the provision of access to facilities for activities.
Town of Erin Parks, Recreation and Culture Master Plan
111
September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
55. Explore partnership opportunities to enhance service levels and
leverage public funds (e.g. facility naming / sponsorship,
operation of spaces, program delivery, etc.).
Improving Participation
56. Through the redesign of the Parks and Recreation page on the
Town's website, develop a comprehensive 'Community Guide'
and recreation resource that includes a community calendar of
events and provides details on all programs offered (municipal
/ non-municipal) in Erin including the contact information of
organizers for programs that are not directly delivered by the
Town. This could be provided on an annual / semi-annual basis
in print form as well for distribution to residents.
57. Undertake regular resident surveys to assess resident/user
needs and required improvements to the Town's recreation
service delivery model. Progressively address methods to
improve the delivery of services over time.
Programming
58. Expand the suite of non-traditional programs offered/provided
by the Town to focus on children, youth, and "new seniors" to
enhance the utilization of existing infrastructure (e.g. arts and
craft programs at Ballinafad Community Centre, youth drop-in
at the Erin Community Centre, lecture series and theatre camps
at the Theatre, etc.).
59. Host a collaborative Recreation Forum with local organizations
on recreation program delivery (sport groups) as a means to
address stakeholder plans to develop and pursue
new/additional programs, and to include opportunities for
groups and the Town to facilitate this through resource-sharing
and facility improvements in keeping with capital planning
principles identified within this Plan.
60. Explore ways to strengthen the existing programming and
event offer through a variety of new and/or expanded
partnerships (e.g. Library, County, sports groups, Conservation
Authorities, other agencies).
61. Continue with plans to develop a methodology to track, on an
annual basis, program registrations and assess the rate of take-
up for individual programs offered by the Town. Continuous
tracking will help the Town in decision-making related to the
complement of programs that should be offered.
Town of Erin Parks, Recreation and Culture Master Plan
112
September 2019
No.
Recommendations
Timing
Years
1-2
Years
3-5
Years
6+
Special Events
62. Develop and implement key resources (policies, forms, toolkits,
etc.) to support enhanced community capacity for event
planning and delivery.
63. Promote the development of cultural events (i.e. performing
arts, fine arts, etc.) in Erin by working with local event
organizers to evolve the range of events to better include
cultural themes. This could include art in the park events,
studio tours, weekly summer concert series, indoor and
outdoor movie screenings, among others.
64. Work with the local arts and cultural community to develop,
over time, a signature event for the Town. The event should
specifically profile local talent, creative spaces and build on
Erin's unique heritage and brand.
Affordable Access & User Fees
65. Undertake a review of current user fees and pricing schedule as
it relates to facility, sports field, and parks rentals. This review
should also determine appropriate cost recovery ratios and
rates for future programming opportunities.
Internal Master Plan Review
66. Develop an interdepartmental working group comprising senior
management from relevant municipal departments to regularly
review (recommended every 2 years) and evaluate the progress
of the recommendations included in the Master Plan.
67. Develop a set of key performance indicators (KPIs) for each of
the elements within the Master Plan for evaluation purposes.
It is recommended that a blended approach (utilizing both
output and outcome measures) to performance measurement
is employed in keeping with the principles of the Master Plan
and the Community Development Model for the delivery of
parks and recreation.
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Appendix A:
Demographic Mapping
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9%
5%
2%
-3%
3%
24%
-4%
-6%
2%
-10%
-29%
6%
-2%
-11%
-1%
-15%
9%
-8%
-12%-22%
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Erin
Hillsburgh
Ospringe
Ballinafad
Brisbane
Cedar Valley
Orton
Crewson's Corners
Esri, HERE, Garmin, © OpenStreetMap contributors, and the GIS user community
F
0
2
4 Km
Town of Erin,
Wellington County, Ontario
Legend
Population Change
2006-2011
Decline
Growth
Dissemination Area Boundary
Urban Centres / Hamlets
Population change 2006-2011
1 cm = 1 km
0%
7%
8%
7%
1%
4%
9%
3%
2%
26%
8%
12%
5%
3%
14%
10%
-1%
15%
-6%
1%
-2%
%
15%
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35230340
35230336
35230351
35230349
35230338
35230347
35230337
35230346
35230342
35230343
3523034535230344
Erin
Hillsburgh
Ospringe
Ballinafad
Brisbane
Cedar Valley
Orton
Crewson's Corners
Esri, HERE, Garmin, © OpenStreetMap contributors, and the GIS user community
F
0
2
4 Km
Town of Erin,
Wellington County, Ontario
Legend
Population Change
2011-2016
Decline
Growth
Dissemination Area Boundary
Urban Centres / Hamlets
Population change 2011-2016
1 cm = 1 km
42
45
42.5
43.9
42.2
45.1
41.7
41.5
45.8
39.1
41.5
40.8
40.1
44.6
43.4
39.2
42.1
39.5
40.1
42.741.2
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35230351
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35230347
35230337
35230346
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35230343
35230345
35230344
Erin
Hillsburgh
Ospringe
Ballinafad
Brisbane
Cedar Valley
Orton
Crewson's Corners
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F
0
2
4 Km
Town of Erin
Wellington County, Ontario
Legend
Average Age 2016
38 - 40
41 - 43
44 - 46
Dissemination Area Boundary
Urban Centres / Hamlets
Average Age, 2016
1 cm = 1 km
22.9%
19.3%
16%
23.7%
26.1%
19.7%
18.1%
23.9%
23.3%
26.5%
21.7%
26.8%
24.8%
20.5%
22.2%
24.6%
20.1%
25.8%
21%
24.6%
23.5%
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35230337
3523034635230342
35230343
3523034535230344
Erin
Hillsburgh
Ospringe
Ballinafad
Brisbane
Cedar Valley
Orton
Crewson's Corners
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2
4 Km
Town of Erin
Wellington County, Ontario
Legend
Population Under 19
Percent of total population, 2016
16% - 20%
20.1% - 25%
25.1% - 30%
Dissemination Area Boundary
Urban Centres / Hamlets
Population Under 19, 2016
1 cm = 1 km
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16%
14.5%
16.7%
19%
14.6%
20.6%
21.9%
14.3%
13.6%
11.6%
12.7%
16.1%
12.4%
21.5%
17.1%
10.2%
14.8%
9.5%
11.2%
15.5%14.6%
Erin
Hillsburgh
Ospringe
Ballinafad
Brisbane
Cedar Valley
Orton
Crewson's Corners
Esri, HERE, Garmin, © OpenStreetMap contributors, and the GIS user community
F
0
2
4 Km
Town of Erin
Wellington County, Ontario
Legend
Population Over 65
Percent of total population, 2016
5% - 10%
10.1% - 15%
15.1% - 20%
20.1% - 25%
Dissemination Area Boundary
Urban Centres / Hamlets
Population Over 65, 2016
1 cm = 1 km
15%
25%
5%
5%
20%
15%
20%
25%
15%
20%
5%
15%
20%
5%
15%
10%
15%
5%
20%
10%25%
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35230352
35230340
35230336
35230351
35230349
35230338
35230347
35230337
35230346
35230342
35230343
3523034535230344
Erin
Hillsburgh
Ospringe
Ballinafad
Brisbane
Cedar Valley
Orton
Crewson's Corners
Esri, HERE, Garmin, © OpenStreetMap contributors, and the GIS user community
F
0
2
4 Km
Town of Erin,
Wellington County, Ontario
Legend
LICO-AT Percent, 2016
5% - 10%
11% - 15%
16% - 20%
21% - 25%
Dissemination Area Boundary
Urban Centres / Hamlets
Prevalence of Low-income, 2016
1 cm = 1 km
Appendix B:
Detailed Inventory Sheets
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Hillsburgh Community Centre
Facility Type:
Community Centre / Arena
Address:
95 Main Street, Hillsburgh, ON
Map:
Ownership:
Town of Erin
Size:
23,815 sq. ft.
User Groups:
-
Ice Pad: Erin Hillsburgh Minor Hockey (up to age 9 - Atom level),
Hillsburgh-Erin Skating Club (home ice), Men's League
-
Dry Floor: garage sales, concerts
-
Banquet Hall: Rotary Club, Stag and Doe parties
Amenities:
-
Single ice pad (not regulation size)
-
Dressing rooms
-
Referee rooms
-
2nd floor score room
-
2nd floor banquet hall with kitchen
-
Concession
Condition &
Observations:
As per BCA Report
(Pinchin, January 11.
2019)
-
The BCA report identified some key repairs and/or replacements that
should be completed in the immediate future, including replacement of
the metal fire escape, installation of a fixed access ladder for the flat roof
area of the community centre building, undertaking a hazardous material
and mould assessment study, as well as HVAC and electrical
considerations.
-
Other notes from visual inspection: Building does not meet AODA
requirements. Of particular note, there are tight doorways, washrooms,
dressing rooms, etc., and no elevator to access the 2nd floor hall.
-
Additionally, it was understood from discussion with Town staff that t
community centre roof experiences leaking during rain events.
Erin Community Centre and Park
(Centre 2000)
Facility Type:
Community Centre / Arena / Park
Address:
14 Boland Drive, Erin, ON
Map:
Ownership:
Town of Erin (Community Centre portion) / Upper Grand District School Board
Size:
4.05 ha total parcel (3.63 ha park only); Building: 45,000 sq. ft.
User Groups:
-
Ice Pad: Adult hockey leagues, Erin Hillsburgh Minor Hockey, Hillsburgh-
Erin Skating Club, broom ball, ball hockey in summer.
-
Dry Floor: Men's lacrosse, concerts, ball hockey birthday parties,
-
Erin District High School (development partner)
-
Erin Branch Public Library (development partner)
-
East Wellington Community Services (EWCS) (dedicated space through
partnership agreement) - seniors day program and local foodbank.
-
Nursery School (dedicated space through lease).
-
Tennis Courts: Erin Tennis Club
Amenities:
-
Single ice pad (NHL size)
-
Pro Shop / Skate sharpening
-
Live performance theatre
-
2nd floor banquet hall
-
7 meeting rooms
-
Concession in arena lobby (privately run)
-
Canteen (2nd floor) - rented to school and used as cafeteria
-
Outdoor amenities include:
-
1 senior soccer field (unlit)
-
1 senior ball diamond (lit)
-
5 tennis courts (lit)
-
Tennis Club House Building (1,115 sq. ft.)
-
Skate park
Condition &
Observations:
As per ECC BCA
(Pinchin, January 14,
2019) and Erin Tennis
Club BCA (Pinchin,
November 27, 2018)
ECC
-
The retractable partition walls in the banquet hall (Shamrock Room) and
auditorium (Room 128) are identified to be in poor to fair condition, with
an estimated 2 years of life remaining (replacement cost estimate:
$100,000).
-
Equipment requirements are also identified within the document,
including the need for a new ice resurfacer and two ride-on mowers
within the next 2 to 3 years (all are assessed to be in poor condition.
-
All servicing within building (including school) is intertwined and
therefore complicates the partnership agreement.
-
Discussion with Town staff and a visual inspection indicated that the
theatre seats are in need of replacement with the structural supports
having worn out in many cases.
Erin Tennis Club
-
The tennis club house is considered to be generally in good condition.
-
Inspection of the tennis court surfaces identified some cracking and it
was recommended to be resurfaced every two years.
Ballinafad Community Centre and Park
Facility Type:
Community Centre and Park
Address:
9382 Erin Halton Hills Townline, Erin, ON
Map:
Ownership:
Town of Erin
Size:
Building GFA: 9,040 sq. ft. / Park: 1.96 ha
User Groups:
-
Ballinafad Ladies 3 Pitch
Amenities:
-
Banquet hall
-
Outdoor amenities include:
-
1 senior ball diamond (unlit)
-
1 senior soccer field (unlit)
-
Playground equipment
Condition &
Observations:
As per BCA Report
(Pinchin, November
30, 2018)
All elements of the community centre building reviewed within the BCA were
assessed to be in Fair or Good condition, with the exception of ceiling finishes
within the mechanical room which were rated poor and identified for a
further mould assessment study.
Athenwood Park
Facility Type:
Park
Address:
Elizabeth Crescent, Orton, ON
Map:
Ownership:
Town of Erin
Size:
0.21 ha
User Groups:
N/A
Amenities:
-
Playground
-
Swing set
Condition &
Observations:
Barbour Field
Facility Type:
Active Park
Address:
5808 Eighth Line, Erin, ON
Map:
Ownership:
Town of Erin
Size:
27.22 ha
User Groups:
-
Hillsburgh Minor Softball
-
Adult Baseball
-
Hillsburgh Ladies 3 Pitch
-
Hillsburgh Erin & Area District Soccer (HEADS)
Amenities:
-
2 senior ball diamond (1 lit)
-
7 soccer fields:
-
3 senior fields (1 lit); 2 junior fields; 2 mini fields
-
Playground equipment
-
Concession / Washroom Building (1,775 sq. ft.) (includes service /
maintenance storage area)
Condition &
Observations:
As per BCA Report
(Pinchin, November
27, 2018)
The BCA indicates that most elements of the concession / washroom
building (circa 1996-1998) are in Fair to Good condition, however there is an
immediate need for the replacement of the garage door for the service /
storage area.
Carberry Park
Facility Type:
Passive Park
Address:
Carberry Road, Erin, ON
Map:
Ownership:
Town of Erin
Size:
0.71 ha
User Groups:
N/A
Amenities:
-
Swing set
Condition &
Observations:
Erin Lions Club Park
Facility Type:
Passive Park
Address:
Water Street, Erin, ON
Map:
Ownership:
Town of Erin
Size:
0.35 ha
User Groups:
N/A
Amenities:
-
Picnic shelter
-
Playground equipment
-
Tire swing
-
Swing set
-
2 x small slides
-
2 x teeter-totters
Condition &
Observations:
Hillsburgh Historical Park
Facility Type:
Passive Park
Address:
103 Main Street, Hillsburgh, ON
Map:
Ownership:
Town of Erin
Size (Ac.):
0.07 ha
User Groups:
-
Outdoor church services
-
Annual Christmas Tree Lighting, etc.
Amenities:
-
Gazebo
-
Small stage
-
Benches
Condition &
Observations:
Gazebo was implemented in 2016 and is considered to be in good condition.
McMillan Park
Facility Type:
Passive Park
Address:
109 Main Street, Erin, ON
Map:
Ownership:
Town of Erin
Size:
0.09 ha
User Groups:
N/A
Amenities:
-
Gazebo (600 sq. ft.)
-
Pathways (lit)
-
Benches
-
Chess / checker table
-
Adjacent parking
Condition &
Observations:
As per BCA (Pinchin,
November 12, 2018)
The gazebo was constructed in 2008 and is considered to be in good
condition. Other site elements, including walkways, are also considered to
be in generally good condition.
Mountainview Parkette
Facility Type:
Passive Park
Address:
13 Mountainview Crescent, Erin, ON
Map:
Ownership:
Town of Erin
Size:
0.62 ha
User Groups:
N/A
Amenities:
-
Open lawn area
-
Community mailboxes
Condition &
Observations:
Riverside Park
Facility Type:
Passive Park
Address:
4 Church Boulevard, Erin, ON
Map:
Ownership:
Town of Erin
Size:
0.15 ha
User Groups:
N/A
Amenities:
-
Picnic tables
-
Trailhead signage
Condition &
Observations:
Victoria Park
Facility Type:
Active Park
Address:
Mill Street, Hillsburgh, ON
Map:
Ownership:
Town of Erin
Size:
2.33 ha
User Groups:
-
Hillsburgh Lions' Club
Amenities:
-
1 senior ball diamond (lit)
-
1 x batting cage
-
Playground equipment (accessible elements)
-
Washroom / snack bar building (1,500 sq. ft.)
-
Outdoor ice rink (run by the Hillsburgh Lions Club)
Condition &
Observations:
As per BCA (Pinchin,
October 16, 2018)
Playground equipment was replaced in 2015 and 2016 and is considered to
be in good condition. While the washroom / snack bar building, built in
1974, is considered to be in generally fair / good condition, the punched
windows of the former snack bar, sloped metal / asphalt shingle roof, and
ceiling finishes are in poor condition and recommended to be replaced.
The septic system, presumed to be original, is recommended to be replaced
in the near term.
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