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PARKS, OPEN SPACE AND
RECREATION STRATEGY
MARCH 2023
TOWNSHIP OF LAKE OF BAYS
TOWNSHIP OF LAKE OF BAYS
Prepared by thinc design in association with Mehak, Kelly &
Associates, TCI Management Consultants, and Oraclepoll Research
Ltd. for the Township of Lake of Bays.
March 2023
iii
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Land
Acknowledgement
Aaniin (hello),
We recognize that we gather here on the
traditional lands of the Anishinaabe (An-ish-
in-aabe) and Haudenosaunee (hoe-dee-no-
SHOW-nee) Nations, acknowledging we are
settlers here. We make our homes today on
land bound by Treaty 13.
It is through the long stewardship over
thousands of years and the forced sacrifices
of the original inhabitants that we are able
to make this beautiful place our home. The
ongoing stewardship of the environment is a
legacy we must strive to treasure and preserve.
We invite everyone to investigate the findings
of the Truth and Reconciliation Committee,
and the treaties that still bind all of us so
that we may share this land with honour
and respect, learning from one another and
listening to their story, so we may better grow
together. Because it is our collective history.
Miigwech (thank you)
Acknowledgements
We thank all community members who shared
their ideas, aspirations and insights through
public and stakeholder consultation.
In particular, we are appreciative of the
following individuals who contributed
their time, knowledge and expertise to the
development of the Township of Lake of Bays
Parks, Open Space and Recreation Strategy:
Parks and Recreation Steering Committee
Scott MacKinnon, Superintendent of Parks and
Facilities
Bryan Brown, Chief Administrative Officer
Strategy Consulting Team
thinc design (Mike Tocher, Leandra Correale
Ferguson, Danielle Lenarcic Biss, Kara
Singbeil, Gelila Mekonnen)
Mehak, Kelly & Associates Inc. (Mary
Catherine Mehak)
Oraclepoll Research Limited (Paul
Seccaspina)
TCI Management Consultants Inc. (Jon Linton)
iv
MARCH 2023
Table of Contents
1. 0 Introduction
12
1.1 Process
13
2.0 Context
16
2.1 Geographic Context
16
2.2 Socio - Demographic Profile
18
2.2.1 Lake of Bays Population and Income Highlights
18
2.2.2 Township of Lake of Bays, District of Muskoka and Province of Ontario:
Age Distribution
19
2.2.3 Township of Lake of Bays and District of Muskoka Current and Projected
Populations
20
2.2.4 Township of Lake of Bays Permanent and Seasonal Projected Populations
21
2.3 Relevant Plans and Studies
22
2.4 New and Emerging Trends
23
2.4.1 Healthy Active Living
23
2.4.2 All-Season Outdoor Recreation
24
2.4.3 Adult Programming
25
2.4.4 Cultural Tourism
26
2.4.5 Declining Volunteerism
27
3.0 What We Heard
32
3.1 Consultation Activities
32
3.2 Consultation Findings
33
3.2.1 Existing Recreation Service Uses
33
3.2.2 Future Recreation Needs and Use
34
v
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
4.0 Service Delivery
38
4.1 Introduction
38
4.2 Service Capacity Development
40
4.2.1 Marketing Parks and Recreation Services
40
4.2.2 Staffing
42
4.2.3 Recreation Management Software
43
4.3 Financing Service Development
44
4.3.1 Parks Foundation
45
4.3.2 Donation Program
46
4.3.3 Commemorative Tree and Bench Program
47
4.3.4 Last Minute Ice Program
48
4.3.5 User Fees
49
4.4 Partnerships, Collaborations and Agreements
50
4.4.1 Township of Lake of Bays and Trillium Lakelands District School Board
50
4.4.2 Dorset Pavilion and Community Park
52
4.4.3 Agreements with Township of Algonquin Highlands
52
4.4.4 Indigenous Communities
54
4.5 Program Development and Delivery
56
4.5.1 Outdoor Recreation Activities
56
4.5.2 Indoor Recreation Activities
59
4.5.3 Short Duration Programming
61
4.5.4 Expanded Children's Programming
64
4.6 Policies, Practices and Procedures
65
4.6.1 Existing Policies
65
4.6.2 New Policies
70
4.6.3 Other Policy Considerations
74
4.7 Service Planning, Monitoring and Evaluation
75
4.7.1 Service Planning
75
4.7.2 Monitoring and Evaluation
76
vi
MARCH 2023
5.0 Facilities
80
5.1 Introduction
80
5.2 Lake of Bays Community Centre, Baysville
82
5.3 Dwight Community Centre and Library
83
5.4 Seniors' Centres
85
5.5 Kitchens
86
5.6 Outdoor Tennis/Pickleball Courts
87
5.7 Facility Upgrades/Improvements
90
5.7.1 Multi-Year Accessibility Plan
90
5.7.2 Asset Management Plan (AMP)
91
6.0 Parks, Open Space, Water Access Points, and Trails
93
6.1 Introduction
93
6.2 Parks and Open Space Classification
95
6.3 Parks and Open Space Supply and Distribution
99
6.4 General Parks, Open Space, and Trail Recommendations
102
6.4.1 Health, Safety and Accessibility
102
6.4.2 Signage and Wayfinding Strategy
103
6.4.3 "Environment-first" Park Policy
104
6.4.5 Park Beautification Program
108
6.4.6 Water Access Point Strategy
109
6.4.7 Trail Strategy
110
6.4.8 Park and Trails Staff
112
6.5 Site-specific Recommendations
114
6.5.1 Major Parks
114
6.5.2 Neighbourhood Parks
139
6.5.3 Parkettes
148
6.5.4 Semi/Undeveloped Open Spaces
150
vii
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
7. 0 Culture
154
7.1 The Importance of Arts and Culture in Community Recreation Planning
154
7.2 Types of Municipal Support for Arts, Culture and Heritage
155
7.3 Arts, Culture and Heritage Improvements in Lake of Bays
157
7.3.1 Program/Service Development
158
7.3.2 Public Realm Improvements
160
7.3.3 Capacity-Building
161
7.3.4 Investment Encouragement and Attraction
162
7.3.5 Marketing and Promotion
162
8.0 Implementation Strategy
165
8.1 Introduction
165
8.2 Considerations
165
8.2.1 Operational vs. Capital Projects
165
8.2.2 Immediate Need
165
8.2.3 Dependencies and Efficiencies
166
8.2.4 Budget Considerations
166
8.2.5 Staff Resources
167
8.2.6 Flexibility
167
8.3 Anticipated Costs and Timing
168
Appendix A: User Groups Engaged
189
Appendix B: District of Muskoka Second Home Study (2017)
193
Appendix C: Draft Lake of Bays Beautification Program
197
Appendix D: Water Access Assessment Terms of Reference
204
viii MARCH 2023
List of Tables
Table 2 - 1: 2021 Canadian Census Population and Income Data for the Township of Lake of Bays and the District of Muskoka
18
Table 2 - 2: Age Distribution for the Township of Lake of Bays, the District of Muskoka and the Province of Ontario in 2021
19
Table 2 - 3: Current and Projected Populations for the Township of Lake of Bays and the District of Muskoka from 2016 to 2041
20
Table 2 - 4: Current and Projected Permanent and Seasonal Populations for the Township of Lake of Bays from 2016 to 2041
21
Table 4 - 1: Resident Household Contributions to Service Development
39
Table 4 - 2: User Group Level of Agreement with Options to Supporting Service Development
39
Table 4 - 3: Interest in Sport and Non-Sport Programming Among Online Survey Respondents
60
Table 4 - 4: Willingness to Travel to Use Programs by Community
60
Table 4 - 5: Summary of Existing Policies
65
Table 4 - 6: User Group Interest in Additional Municipal Support
71
Table 5 - 1: Use Of, and Need For, Facilities for Group Programs/Activities or Events
81
Table 5 - 2: Canadians Who Played Tennis at Least Once a Week During the Tennis Season in 2018
88
Table 6 - 1: Top Improvements Needed to Waterfronts and Parks in Lake of Bays, from the Random Telephone and Online Surveys94
Table 6 - 2: Top Improvements Needed to Trails from the Random Telephone and Online Resident Surveys
94
Table 6 - 3: Park Classification Typologies
96
Table 8 - 1: Cost Breakdown of Recommendations by Area of Focus and Timeframe
166
Table 8 - 2: Implementation and Project Timeline Chart
168
Table A 1: List of User Groups
190
Table C 1: Scores of Major Parks in Lake of Bays
202
Table C 2: Park Eligibility for Park Beautification Program
203
ix
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
List of Figures
Figure 2 - 1: The Township of Lake of Bays Within the District Municipality of Muskoka
16
Figure 2 - 2: The Township of Lake of Bays' Boundaries and Hamlets
17
Figure 2 - 3: Average Annual Volunteer Hours,
28
Figure 6 - 1: Parks Located in Northern Lake of Bays
100
Figure 6 - 2: Parks Located in Southern Lake of Bays
101
Figure 6 - 3: Decision Tree for Parcels of Land Owned by the Township
106
Figure 6 - 4: Decision Tree for Parcels Not Owned by the Township
107
Figure 6 - 5: Example of Night Skating with Catenary Lighting.
124
Figure 6 - 6: Example of Creatively Designed Warming Huts
130
Figure 6 - 7: Dwight Community Centre and Outdoor Rink Concept
131
Figure 6 - 8: Opinions on Public Waterfronts from the Online and Random Telephone Resident Surveys
138
Figure 7 - 1: Types of Municipal Support for Arts, Culture and Heritage
156
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Dwight Beach
12
MARCH 2023
1. 0 Introduction
This Parks, Open Space and Recreation
Strategy was developed to identify culture,
recreation, parks and facility service priorities
in the Township of Lake of Bays and guide
Council and staff on park planning, facility
redevelopment, facility expansion, partnership
development and the delivery of programs,
events and services. It is a short- and long-
range planning document that provides
direction over a 20-year period.
The Strategy relates directly to the Township's
economic goals. The Lake of Bays Official
Plan acknowledges the Township's
role as a destination for recreation and
tourism, envisioning a community that
offers "an outstanding combination of
economic opportunity, peaceful living
and recreation" (A.4). The Official Plan's
objectives include the following:
- To recognize and support the development
of the tourist commercial, service
commercial, cultural arts and associated
business, and recreation sectors as vital
components of the Township's economic
base (B.4).
- To encourage the identification,
maintenance and establishment of
recreation and community facilities,
parkland and trails as well as natural areas
and open space (B.11).
The rationale for development of this Strategy
is outlined in Policy C.34 of the Official Plan:
"A comprehensive public open space, parkland
and recreation strategy should be developed
by the Township in order to:
a. Identify public land and facilities;
b. Identify needs for active and passive public
open space and recreation;
c. Create an action plan to address open
space needs;
d. Identify potential locations for future trails,
parks, water access points and natural
open space;
e. Establish land acquisition and disposition
options and procedures; and
f. Identify minimum standards for public
parks, trails and other open space and
recreational facilities."
This Strategy is thus a key tool for
implementing the Township's strategic
priorities and directing investment in
recreation services.
13
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
The process of developing this Strategy
spanned the following five phases:
Phase 1: Project Initiation
The project kicked off with the review
and analysis of background material
and development of the Community and
Stakeholder Consultation Strategy.
Phase 2: Background Review/Study
The next phase involved developing a socio-
demographic profile, service inventories
(facilities, parks and trails, programs and
events), park conditions assessments,
mapping and initial research on the tourism
and recreation market in Lake of Bays and
the surrounding area. A Background Report
detailed the findings of Phase 2.
Phase 3: Community and Stakeholder
Consultation
Next, a suite of engagement activities was
conducted to discuss with community
members and stakeholders the current
and future state of programs, events, public
facilities, parks, trails, open spaces and water
access points in the Township. Residents
were consulted through a telephone survey,
online survey, focus groups and dedicated
project page on the My Lake of Bays website
while user groups were engaged via an online
survey and municipal staff and Council were
interviewed over Zoom. A Consultation Report
detailed the findings of Phase 2.
Phase 4: Preparation of Strategy and
Recommendations
Phase 4 focused on developing
recommendations for programming and
events, recreation facilities, parks, trails,
water access points and open spaces
through analysis of the background research,
consultation findings and emerging trends.
An initial set of strategic priorities supported
by an implementation strategy with detailed
timeframes and costing are proposed for
stakeholder and community comment.
Phase 5: Final Parks, Open Space and
Recreation Strategy
The final phase involves revising the draft
Strategy and presenting to the community,
stakeholders and municipal staff and Council
and preparing the final deliverable.
1.1 Process
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15
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Oxtongue Rapids Park
16
MARCH 2023
2.0 Context
2.1 Geographic Context
The Township of Lake of Bays is a rural
community located two hours' north of
Toronto in the District Municipality of
Muskoka. Muskoka spans 3,839.5 km2 and
includes the following Area Municipalities:
Town of Bracebridge, Town of Gravenhurst,
Town of Huntsville, Township of Georgian
Bay, Township of Lake of Bays and Township
of Muskoka Lakes. Figure 2 - 1 shows the
Township of Lake of Bays in the context of the
District Municipality of Muskoka.
The Township of Lake of Bays is situated
just east of Huntsville and beside Algonquin
Provincial Park. The Township contains over
100 lakes and contains four main hamlets:
Baysville, Dorset, Dwight and Hillside. Figure
2 - 2 shows the Township of Lake of Bays and
its settlement areas.
With a land area of approximately 667.5
km2, the Township comprises a mix of land
uses including rural areas, waterfront areas,
Community Areas (Hillside, Dorset, Dwight),
crown land, Provincial Parkland, an Urban
Centre (Baysville) and a Special Policy Area
(Echo Valley development).
0
N
10
20
30
km
Township of
Lake of Bays
Town of
Huntsville
Township of
Bracebridge
Township of
Muskoka Lakes
Township of
Georgian Bay
Town of
Gravenhurst
Township of
Lake of Bays
Context Map
Figure 2 - 1: The Township of Lake of Bays Within the
District Municipality of Muskoka
17
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Legend
Lake of Bays Boundary
Settlement Area
Huntsville
Lake of
Bays
Dwight
Bay
Peninsula
Lake
Bella
Lake
Dotty
Lake
Oxbow
Lake
Camp
Lake
Tasso
Lake
Trading
Bay
Echo
Lake
Dickie
Lake
Paint
Lake
Ril
Lake
HWY
117
HWY
35
Dwight
Dorset
Baysville
Hillside
Township of
Lake of Bays
0
N
15
10
5
km
Figure 2 - 2: The Township of Lake of Bays' Boundaries and Hamlets
18
MARCH 2023
Township of Lake of Bays
District of Muskoka
Population
3,759
66,674
Median after-tax income of
household in 2020 ($)
$77,500
$73,000
Prevalence of low income based on
the Low-income measure, after tax
(LIM-AT) (%)
8.7%
9.8%
2.2 Socio - Demographic
Profile
The Township of Lake of Bays' socio-
demographic profile was compiled using data
from the 2021 Canadian Census, the Ontario
Population Projections 2019-2046, and the
2019 District Municipality of Muskoka: Growth
Strategy Phase One. The socio-demographic
profile discusses the findings for the Township
of Lake of Bays' current and projected
population, age distribution, and permanent
and seasonal populations. This profile also
includes socio-demographic data for the
District Municipality of Muskoka (District of
Muskoka).
Table 2 - 1: 2021 Canadian Census Population and Income Data for the Township of Lake of Bays and the District of
Muskoka
2.2.1 Lake of Bays Population and
Income Highlights
Table 2 - 1 shows a comparable prevalence
of low income in the Township and District
of Muskoka. At the same time, the median
after-tax income in Lake of Bays is 6.2% higher
than that in the District of Muskoka.
19
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
2.2.2 Township of Lake of Bays,
District of Muskoka and Province of
Ontario: Age Distribution
Table 2 - 2 provides the age distribution for the
Township of Lake of Bays and the Province of
Ontario as of 2021. The data indicates that Lake
of Bays comprises an older population than
both the District of Muskoka and the Province
of Ontario. Percentages in the 45 to 59 year
old age group are relatively comparable,
while proportions in each age group below
this category increase with the size of the
jurisdiction. Conversely, the age groups older
than 60 to 74 years decrease as the size of the
jurisdiction increases.
0-4
5-14
15-29
30-44
45-59
60-74
75+
Total
Lake of
Bays
110
240
405
440
805
1,280
490
3,770
Percent
in Ontario
2.9%
6.4%
10.7%
11.7%
21.3%
34%
13%
100%
District
of
Muskoka
2,480
5,695
8,875
10,475
13,665
17,365
8,115
66,670
Percent
in Total
3.7%
8.5%
13.3%
15.7%
20.5%
26%
12.2%
100%
Ontario
683,515
1,568,280
2,672,455
2,819,400
2,876,010
2,471,070
1,133,210
14,223,940
Percent
in Total
4.8%
11%
18.8%
19.8%
20.2%
17.4%
8%
100%
Table 2 - 2: Age Distribution for the Township of Lake of Bays, the District of Muskoka and the Province of Ontario in 20211
1 2021 Canadian Census
20
MARCH 2023
Year
Township of Lake of Bays
District of Muskoka
2016
3,167
60,614
2021
3,759
66,674
2026
3,989 *
69,742
2031
4,219 *
73,276
2036
4,449 *
75,593
2041
4,679 *
77,766
2.2.3 Township of Lake of Bays and
District of Muskoka Current and
Projected Populations
Table 2 - 2 presents the estimated current and
projected populations of the Township of Lake
of Bays and the District of Muskoka. From 2016
to 2021, the population increased by 592, or
18.7%.
During the term of this Strategy (2021 -2041),
the population of Lake of Bays is anticipated to
grow to 4,679. The Township will review these
projections at the end of every second year
moving forward in order to ensure that they
are keeping with pace of population growth in
population of Lake of Bays.
* Estimated value calculated by thinc design
Table 2 - 3: Current and Projected Populations for the Township of Lake of Bays and the District of Muskoka from 2016 to
20412
2 2021 Canadian Census and the Ontario Population Projections 2019 - 2046
21
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
2.2.4 Township of Lake of Bays
Permanent and Seasonal Projected
Populations
Table 2 - 4 illustrates the permanent and
seasonal projected populations for the
Township of Lake of Bays from 2016 to 2041.
The permanent population of Lake of Bays
is estimated to increase by 920 to 4,679
by 2041 based on estimated calculations.
The seasonal population of Lake of Bays is
projected to increase by 1,000 between 2021
and 2041. It was anecdotally mentioned during
consultations that seasonal and permanent
populations differ in economic profile and
interest in municipal recreation, however data
was not available to substantiate this.
Year
Permanent Population
Seasonal Population
Total
2016
3,167
11,900
15,067
2021
3,759
12,200*
15,959
2026
3,989*
12,500
16,489
2031
4,219*
12,750*
16,969
2036
4,449*
13,000
17,449
2041
4,679*
13,200
17,879
Table 2 - 4: Current and Projected Permanent and Seasonal Populations for the Township of Lake of Bays from 2016 to
20413
3 2021 Canadian Census, 2019 District Municipality of Muskoka: Growth Strategy Phase One
22
MARCH 2023
2.3 Relevant Plans and
Studies
A number of relevant plans, policies and other
documents were reviewed to provide essential
contextual information for the Lake of Bays
Parks, Open Space and Recreation Strategy,
including:
Township of Lake of Bays
- Community-Based Strategic Plan, 2009
- A Tapestry of Place: A Place-Based Cultural
Tourism Strategy for Huntsville/Lake of
Bays, 2013
- Capital Asset Review, 2013
- Cultural Tourism in Huntsville and Lake of
Bays Fact Sheet, 2014
- Huntsville/Lake of Bays Cultural Tourism
Strategic Plan, 2015
- Municipal Building Reviews - Public Use
Buildings (Summary Report), 2015
- Dorset Waterfront Plan & Downtown Study,
Dorset, Ontario, 2016
- Township of Lake of Bays Official Plan, 2016
- Township of Lake of Bays Economic
Development Strategy, 2017
- The Township of Lake of Bays Multi-Year
Accessibility Plan, 2018-2023
- Strategic Work Plan for 2019-2022
- Use of Trails in Lake of Bays Bylaw Number
02-39
- Public Parks Bylaw Number 12-096
District of Muskoka
- Muskoka Master Aging Plan, 2016
- Growth Strategy Phase 1, Forecast and
Growth Allocation Report, 2019
- Muskoka Official Plan, 2019
- The District Municipality of Muskoka 10
Year Housing and Homelessness Plan,
2020-2030
- The Muskoka Assessment Project:
Premier-Ranked
These were summarized in the project's
Background Report and taken into
consideration while preparing this Strategy.
23
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
2.4 New and Emerging
Trends
2.4.1 Healthy Active Living
A broad definition of healthy active living
encompasses two aspects. The first,
"traditional" position focuses on individual
lifestyle choices that contribute to health, such
as increasing physical activity, eating healthier
foods and/or spending more time outdoors
and away from screens. The second aspect
has emerged in recent years and focuses on
providing a healthier physical environment
for all through initiatives that contribute
to, for example, cleaner air and water, and
restoring, protecting and/or enhancing natural
ecosystems. This perspective aligns with more
global imperatives around environmental
sustainability and also takes some of the onus
off individuals.
The Canadian Parks and Recreation
Association's Framework for Recreation
in Canada: Pathways to Wellbeing (2015)
provides an approach to addressing healthy
active living - in its fullest sense - in parks and
recreation services. The Framework includes
five goals and priorities: foster active living,
increase inclusion and access, connect people
and nature, provide supportive physical and
social environments and sustain capacity in
the recreation sector.
The priorities that address people-oriented
initiatives align well with health-promoting
frameworks put forth in other national and
provincial initiatives. At the same time, the
Framework recognizes the importance of the
built and natural environments in influencing
health and well-being:
- Built form, street networks, and
neighbourhoods can be designed to
encourage walking and cycling, making
it easier for people to integrate physical
activity into their daily routines. The
design of outdoor spaces can improve
accessibility to increase their use and
enjoyment by people of all ages and
abilities. Beyond physical health, recreation
facilities, parks, and public spaces also help
people to achieve socially connected lives.
- The health and quality of the natural
environment can be improved through
tree planting, removal of invasive species,
planting native plants, restoring habitat,
restoring shorelines, introducing organic
community gardens, etc. These actions
have a direct impact on air and water
quality and create an overall healthier
environment in which to live, work and
play (providing of course that they do
not infringe upon established recreation
activities, for example, naturalizing a well-
used beach). They also create beautified,
animated spaces that draw people to
spend time in them. In addition, studies
have shown greater stress and anxiety
reduction in people when they spend
time around trees and naturalized spaces
as opposed to urban environments. This
encompasses the eco-health approach
discussed above.
24
MARCH 2023
2.4.2 All-Season Outdoor Recreation
Outdoor programming provides a critical
benefit to the health and well-being of people,
particularly children and teens. Time spent
outdoors has been shown to improve physical
and mental health, boost confidence, reduce
stress and build understanding of, and respect
for, the natural environment. Outdoor learning
and activities are common aspects of life for
children in many other countries (e.g., tropical
and Nordic countries), and as awareness of
the benefits have become more mainstream
in Canada, there have been increased efforts
by municipalities and schools to offer more
outdoor programs for children and teens.
The ParticipACTION Report Card on Physical
Activity for Children and Youth (2020)
recommends promoting and supporting
"outdoor - and, when possible, nature-based
- play opportunities given their association
with both increased physical activity levels
and improved mental health outcomes" (p. 48).
Among others, the report's recommendations
for governments include promoting healthy
movement by increasing access to recreation
centres and public spaces outside of school
hours, supporting families' participation in
sport and recreation activities and investing
in no-charge active play spaces (especially
outdoors) for families with children of all ages
In practical terms, parks are significant assets
that are often not optimized from a usage
perspective and so they offer the potential
to increase recreation activity relatively
inexpensively. While not supported by a review
of available research, it is also reasonable to
suggest that an active park is more likely to
motivate onlookers to "join in" than one that
sits empty and idle.
For some time, municipalities in North
America have been trying to encourage
outdoor recreation in the winter, emulating
approaches taken in many Nordic countries.
Examples of initiatives include 8-80 Cities'
Wintermission project and Winter Cities
Toolkit, and activities and events organized
through Edmonton's Winter City Strategy,
which have been successful with winter
recreation. "Winterizing" cities in North
America is not a new topic, but the uptake
has been slow, for a number of reasons that
mostly fall outside of the mandate of parks and
recreation departments (e.g., perceived or real
conflicts between designing for pedestrians
Case Study: Healthy Community Network - Town of Wasaga Beach, ON
The Healthy Community Network is a committee of Council with a mandate to "act as a link
between Council and the citizens of Wasaga Beach and advise Council on matters relating
to active and healthy living, the environment - natural, physical, social, economic - and the
creation of a sustainable and healthy future for the town." Committee members from various
sectors of the community are appointed and must have knowledge of healthy active living
-related spheres. They inform Council on current topics, develop awareness campaigns and
develop strategic goals and objectives based on best practices to be submitted to Council
annually.
25
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
versus snow clearing and emergency
vehicles, liability concerns, insufficient staff or
resources, etc.).
One way municipalities can contribute to
encouraging people to recreate outside in
the winter is to help change the prevailing
negative view of winter's cold and snow.
Working across departments, municipalities
can set the tone by framing winter as a season
to look forward to, with many positive and fun
opportunities for recreation.
On the other hand, with average summer
temperatures increasing due to climate
change, considerations must also be made for
making outdoor activity in extreme heat safer
and more comfortable.
2.4.3 Adult Programming
Historically, municipalities have focused on
providing parks and recreation services to
children, youth and seniors, with this last
group becoming a much larger consumer
of services as our population ages. The
focus on children is rooted in the early days
of organized recreation that began with
the Playground Movement of the late 19th
century in urban North America, which
was intended to save poor, immigrant and
homeless children from unhealthy, crowded
tenement neighbourhoods. Over time, and
with the development of recreation as a formal
public service, the combined health and
social objectives of these services retained
an emphasis on those who were least likely
to have the private means to purchase their
leisure activities. Those with no or limited
income included children, youth and seniors.
Since adults were in their earning years and
the primary purpose of public services was
to fill gaps in the market, services for this age
group were limited. At the same time, in terms
of social support, all children and youth were
provided with recreation regardless of the
household's ability to pay.
In recent years, however, we have seen
a noticeable increase in adult interest in
municipal recreation services for themselves.
Anecdotal reasons for this trend are likely
a blend of increased awareness of the
importance of physical activity for long-term
health, overall declines in disposable income
and growth and greater sophistication in the
provision and delivery of public recreation
services. At the same time, current research
indicates that adults are not achieving this
awareness and interest through action. A
recent ParticipACTION report card on physical
activity among Canadian adults (December,
2021) shows much higher "grades" in the
areas of conceptual and environmental
indicators than in activating, daily behaviours.
The report suggests that beyond individual
and environmental characteristics, there is a
progressive decline in participation in activities
that require a time commitment, specific
movements and/or intense physical effort.
Sport participation, muscle strengthening
activities, balance activities and active
transportation all scored grades D to F. The F
grade in active transportation is a particularly
interesting finding, given the promotion of
active transportation and the increasing efforts
of municipalities to make it safe and easy to
access so people can integrate it into their
daily lives.
The highest behavioural grades achieved are
for light to medium-intensity activities that can
be integrated into daily life. If the evolution to a
highly active culture is viewed as a long-term
social goal, and these findings are indicators
of current progression to that end, it appears
there is more work to do in the Bs and Cs
before the Ds and Fs can improve. In terms of
municipal programming for adults, therefore,
26
MARCH 2023
progress in the foreseeable future may need to
focus on additional ways to translate the desire
to be active into introductory "first steps"
that provide flexible access to low to medium
intensity activities.
2.4.4 Cultural Tourism
Tourism is an essential sector of today's service
economy, creating a competitive environment
in which communities must secure their place
in the market. Moreover, as the world becomes
progressively more homogeneous on many
levels, people are expressing greater interest in
that which remains different. Every community
is different in some way from all others, and
these differences are the foundation of its
unique story.
Given these factors, there needs to be
something unique or special that differentiates
the community from others - and it must
be different enough to provide a reason or
reasons for people to visit. To this end, a
unique identity that captures the essence of
this particular place needs to be developed,
fostered and aggressively marketed.
The notion of "place-based" attractions is
typically tied to cultural tourism in building
destination-related visitor experiences.1
It comprises those elements of culture
and heritage that are intrinsically tied to a
geographic place, and so cannot be replicated
elsewhere.
1 Thorne, S. (2012). Place-based cultural tourism: A
new planning paradigm. Economic Development.
org
A Hill Strategies Research report summarizes
the findings of online surveys of World Tourism
Organization (UNWTO) Member States and
cultural tourism experts around the world, and
provides the following definition of cultural
tourism:
"Cultural tourism is a type of tourism
activity in which the visitor's essential
motivation is to learn, discover,
experience and consume the tangible
and intangible cultural attractions/
products in a tourism destination. These
attractions/products relate to a set of
distinctive material, intellectual, spiritual
and emotional features of a society that
encompasses arts and architecture,
historical and cultural heritage, culinary
heritage, literature, music, creative
industries and the living cultures with
their lifestyles, value systems, beliefs and
traditions."
Almost all responding countries to the survey
indicated that their definition of cultural
tourism includes both "tangible (e.g., national
and world heritage sites, monuments, historic
places and buildings, cultural routes, and
others), and intangible heritage (e.g., crafts,
gastronomy, traditional festivals, music, oral
traditions, religious/spiritual tourism, etc.)."
Most countries also consider cultural tourism
to include "contemporary culture (e.g., film,
performing arts, design, fashion, new media,
etc.)."
27
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
2.4.5 Declining Volunteerism
Volunteerism is a key feature of thriving
communities across Canada. For many, the
contribution of resources often in the form
of time, labour, skills or charitable donations
is a demonstration of community and civic
engagement. According to the 2018 General
Social Survey on Giving, Volunteering and
Participating (GSS-GVP), Statistics Canada
reported that 8 in 10 (or 79%) of Canadians
aged 15 years and older, reported volunteering
either formally or informally.2 In addition to
the social benefit volunteers provide, other
research has also reported that volunteers feel
an enhanced sense of worth, self-confidence
and self-esteem.3 However, although the
public, non-profit and grassroots sectors
continue to expand, and the demand for
volunteers remains, formal volunteering has
steadily declined in Canada over the last
decade.4
2 Formal volunteering is defined as: "Activities
conducted without pay on behalf of a group
or organization, at least once in the 12 months
preceding the survey." Informal volunteering is
defined as: "Activities conducted without pay
not on behalf of a group or organization, at least
once in the 12 months preceding the survey."
https://www.volunteertoronto.ca/news/news.
asp?id=572191
3 S. Baines and I. Hardill, "'At Least I can Do
Something': The Work of Volunteering in a
Community Beset by Worklessness," Social Policy
and Society 7, no. 3 (2008): 307-17
4 https://www.cardus.ca/research/communities/
reports/vulnerable-sector-check-costs-remain-a-
barrier-for-volunteers/
Volunteer Demographic and Engagement
Trends
Demographically, volunteer trends have
largely remained consistent. According to
the same 2018 survey by Statistics Canada,
younger generations are generally more likely
to participate in both formal and informal
volunteer opportunities than older generations.
However, although older Canadians within the
73 to 100 year age cohort were less likely to
volunteer formally, they were the most likely to
contribute the most volunteer hours.5
The underlying motivations for volunteering
notably differ among age cohorts. Key
motivating factors for younger generations,
namely Generation Z (ages 15-22) are related
to improving future employment prospects.
The completion of education and graduation
requirements which mandate volunteering
through co-op and community service is a
notable factor. For Millennials (ages 23-37),
Generation X (ages 38-58), Baby Boomers
(ages 53-72) and Matures (ages 73 +), the
development of skills, and "a desire to support
a political or social cause, or religious or
spiritual beliefs" are more relevant motivational
factors for volunteering.6 The GSS-GVP 2018
also provides interesting insight into what
types of organizations attract high levels of
volunteer engagement. Sports and recreation
organizations were identified as having the
third highest levels of engagement, with
hospitals and religious organizations ranking
the highest.
5 https://www150.statcan.gc.ca/n1/en/daily-
quotidien/210423/dq210423a-eng.pdf?st=le01pufO
6 https://www150.statcan.gc.ca/n1/en/daily-
quotidien/210423/dq210423a-eng.pdf?st=le01pufO
28
MARCH 2023
Figure 2 - 3: Average Annual Volunteer Hours,
Barriers to Volunteer Engagement
The volunteer sector exhibits some notable
barriers that have been identified and
documented by researchers and practitioners.
Commonly identified factors for volunteer
engagement as described by Volunteer
Toronto, Canada's largest volunteer centre
include:
"Language: a role may require a specific
level of a certain language skill
Physical: a role may require sitting,
standing, moving quickly or other
physical requirements
Skill Level: a role may require (or
perceived to require) a certain level of
proficiency with a skill
Time: a role may require much more time
than might be needed, or not enough
time for volunteer interest
Location: a role may take place in a
location that is not easily accessible, or
limited to those with access to personal
transportation
Financial: a role may require a certain
level of wealth for a volunteer to be able
to give their time
Expectation: a role may have
expectations that are unrealistic to some
or many volunteers"7
In addition to these factors, administrative and
AODA accessible barriers are also identified as
key challenges by researchers. Administrative
barriers refers to the process of obtaining
the necessary vulnerable sector checks that
prospective volunteers are required to present
to the organization they are interested in
volunteering for.
7 Volunteer Toronto, Removing Barriers to
Volunteering: Resource Guide and Workbook, pg 2
29
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
"Volunteer screening is an important
process for charitable organizations,
to protect the clients they serve and to
ensure the legitimacy and integrity of
the organization. Volunteer screening
is a broad, ten-step process that Public
Safety Canada recommends charitable
organizations use for screening
prospective volunteers. These ten steps
include safeguards such as completing
reference checks for volunteers,
engaging volunteers in safety and policy
training, and maintaining regular and
ongoing volunteer supervision as they
perform their roles."8
Research conducted by Cardus (2022)
identifies that although vulnerable sector
checks are important, the processes present
barriers for both volunteers and charitable
organizations associated with cost and
accessibility. For example, applicants are often
required to pay out of pocket for vulnerable
sector checks, sufficient proficiency in English
is essential, and the limitations of the justice
system on the reporting and prosecution of
sexual assault can limit the effectiveness of
vulnerable sector checks. When compounded,
these barriers can limit the eligibility of
minority immigrant and refugee populations,
and present liability concerns for interested
volunteer employers and charitable
organizations.
8 Source: Vulnerable Sector Check Costs Remain a
Barrier for Volunteers, Vanhof, 2022
COVID-19 and the Volunteer Sector
In recent years, the limitations of the COVID-19
pandemic on the volunteer sector are also
notable. Interestingly, some practitioners
reported that in 2021 they experienced an
upswing in volunteer interest. However, a year
later interest in volunteerism has declined
almost 20% and experts have cited pandemic
fatigue, the fear of getting infected, and
financial barriers as main contributing factors.9
9 https://www.cbc.ca/news/canada/toronto/
volunteering-decline-canada-vulnerable-sector-
checks-1.6525374#:~:text=CBC%20News%20
Loaded-,Number%20of%20volunteers%20
dropping%20just%20as%20demand%20is%20
spiking%2C%20Toronto,all%20contributing%20
to%20the%20drop
Baysville Riverfront Trail
32
MARCH 2023
3.0 What We Heard
3.1 Consultation Activities
To leverage the community's knowledge, ideas
and expertise on current and future delivery of
the Township's parks and recreation services,
a multi-faceted engagement strategy was
conducted from fall 2021 until winter 2023. In
keeping with Public Health's recommendation
of physical distancing and limited gatherings
to prevent the spread of COVID-19, all
meetings, interviews and discussions were
held remotely using telephone/Zoom.
Consultation activities focused on the
following groups:
- Residents
» A survey of residents was
administered through two formats:
- a self-selected online survey
promoted on the Township's
website, My Lake of Bays
engagement webpage and social
media channels, accessed by 155
respondents.6
6
The survey did not require every question to
be answered. Thus, although there were 155
participants in the online survey, not all chose
or were directed to answer all of the questions.
As a result, the total number of respondents per
question varied from 25 to 155 respondents.
- a random telephone survey of
200 resident households.7
» Three focus groups were held with
community members on special
interest topics (Arts, Culture &
Heritage; Passive Parks and Trail
Users; Adult Programming) that
ranged from 3-4 participants.
» Residents were also engaged
through the My Lake of Bays online
engagement platform, serving as a
hub for community contribution with
tools such as an online ideas board,
discussion forum and Q&A panel. A
questionnaire for households with
young children was completed by 7
respondents.
- User Groups
» An invitational online survey was
administered to 85 user groups that
facilitate programming and/or use
Township facilities or parks to provide
their programs and activities, to
which 11 representatives responded
(see Appendix A).
7
Results from the telephone survey are considered
more representative than results from the online
survey, since online survey respondents self-
selected to participate. As such, they may have
prior or above-average interest or involvement
in parks and recreation. It is also important to
note that telephone survey respondents were
primarily (92%) permanent residents; in contrast,
44.6% of online survey respondents indicated
they were permanent residents, 34.7% were
seasonal residents and 20.7% were residents in a
community outside of Lake of Bays.
33
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
- Municipal Council and staff
» Interviews were completed with 14
municipal representatives including
the Mayor, Council members and
senior staff.
The draft Strategy was posted on the Lake of
Bays website from January 16-31, 2023. A press
release and social media posts were issued.
Community members were invited to review
the document and submit their feedback
via email or an online survey. In total, 43
comments were received. The consultant team
reviewed the feedback with municipal staff
and made changes to the Strategy accordingly.
3.2 Consultation Findings
3.2.1 Existing Recreation Service Uses
Residents and Visitors
Online survey respondents largely
indicated that they use parks within their
neighbourhoods, use Township trails and
access public waterfront areas in Lake of Bays
(70%, 71% and 83% respectively). The survey
also revealed that respondents (or others
in their household) use recreation services
within the Township and/or in surrounding
communities (53%). Notably, the communities
of Huntsville and Baysville were commonly
identified as locations where respondents
often participate in organized programs and
activities.
The random household telephone survey
also provided additional insight on residents'
existing parks and recreation uses. A majority
of respondents (65%) reported that they
are satisfied with the available recreation
programs in Lake of Bays. Of the respondents
who were not satisfied, interest in additional
active and non-sports related activities for
elementary school age (5-12 years), and high-
school age (13-19) children were identified.
A majority of respondents (71%) indicated
that they would travel to and participate in
programs located in Baysville, Dorset and
Dwight.
Interestingly, a majority of random household
telephone survey respondents identified that
they (or others in their household) do not
use public waterfront areas, parks and trails
(61%, 64%, and 66% respectively). Among the
respondents who indicated they do use public
waterfront areas, Cedar Narrow Heritage,
Baysville Dam Park and Dwight Beach were
the top three waterfront areas accessed, all of
which were reported to experience peak-time
use issues by some respondents. Furthermore,
34
MARCH 2023
frequently identified reasons why respondents
do not use parks within their neighbourhood
includes no interest in using parks (46%), lack
of time (31%) and lack of amenities (27%).
In 2021, the Township conducted a Service
Delivery Review and surveyed residents
regarding improvements to the overall
effectiveness and efficiency of the Township's
operations. The results found that citizens
are overall satisfied with the services Lake
of Bays provides. Eight services received a
rating of 4/5 stars or above including indoor
recreation, outdoor recreation, parks and trails,
library, social media communications, website
communications, cemetery, and fire services.
The majority of services received a 3.5/5 stars.
User Groups
Almost half (44.4%) of user group survey
respondents indicated that their groups
provide both seasonal and ongoing programs/
events. Outdoor nature-based programs, club
socials and learning programs were among
the most identified types of programs offered
by user groups. A majority (64%) of user
groups facilitate programming and events for
all age groups/families.
Regarding facilities, respondents largely
agreed that the existing indoor and outdoor
facilities within the Township are suitable
for their programming (71% and 67%,
respectively). The most used indoor facilities
include the arena ice in Baysville and the hall in
Dorset. The survey also revealed that less than
a third of groups (27%) use indoor facilities at
Irwin Memorial Public School. Commonly used
outdoor facilities include dock/boat launches
and beaches in Baysville, Dwight and Dorset.
3.2.2 Future Recreation Needs and
Use
Residents/Visitors
The majority of online survey respondents
indicated interest in additional recreation
programs and/or activities if provided (51%);
however, a notable proportion indicated
feeling "uncertain" (42%). When asked to
specify what types of program offerings would
be of interest, a majority of survey respondents
identified both active sport/fitness and
non-sport related activities (see section 5.1
for further details). Programming that caters
to all ages was also highlighted as a key
consideration. Of those respondents who were
uncertain or not interested in using additional
recreation programs, factors such as the type
of program, cost and location were identified
as reasons.
When asked to indicate their opinion on how
the Township of Lake of Bays should build on
local recreation assets, random household
survey respondents largely agreed (73%)
that more major events should be held by the
Township to attract visitors and tourists, and
the Township should solicit support from local
businesses. The lowest level of agreement
among respondents (14%) was for the
Township to acquire waterfront properties to
expand and create larger lakefront beaches.
The 2021 Service Delivery Review Survey
indicated that respondents were very satisfied
with Lake of Bays parks and recreation
services and are interested in improved
recreation activities at arenas and community
centres, notably for winter recreation.
Improvements to walking and hiking trails
were also frequently mentioned.
35
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
User Groups
Looking ahead to future growth opportunities,
a third of user group survey respondents
indicated that they anticipate that participation
in organized events and programming will
increase by 30% in the next five to ten years.
The survey also revealed that 45% of user
groups anticipate that growing attendance
and participation will require additional access
to facilities within five to ten years.
A majority of user groups also indicated that
the Township of Lake of Bays could better
assist them in developing and providing their
programs, activities or events (64%). Notably,
assisting with marketing and promotion,
communicating with the municipality and
assistance with funding applications were
identified by user groups as the top area in
which the Township could provide better
assistance. A large majority of respondents
(73%) agree that the Township could better
solicit the business sector to improve
community attractiveness.
Focus Groups and Interviews
The need for additional staff was identified
as a key step forward in improving recreation
activities, such as reinstating a Recreation
Director or Coordinator position. Given
anticipated population growth, interviewees
emphasized it is necessary to unlock the
potential of existing senior centres that are
currently underutilized and to secure more
financial investment to sustain existing
provision of other facilities.
Similarly, additional funding investment for
the expansion of parks and the maintenance
of trails were also identified. Identified
enhancements included park signage,
expanded/updated play equipment,
development of self-guided tours, and
connectivity between municipal trails, parks,
and facilities. Additional consensus building
regarding the development of new trails
and the permissible uses (e.g., pedestrian,
cycling, ATVing) of these trails requires further
deliberation.
Overall, waterfronts and beach access points
were identified as a key feature of the Township
of Lake of Bays. Although there is interest in
enhancing these features, there is also interest
in naturalizing these waterfronts, which has
presented some conflicting ideas (e.g., Norway
Point).
Policy-related improvements were also offered
by respondents. Suggestions included the
development of policy to identify historical
Indigenous portage sites on current open road
allowances, policies that address the growing
concern surrounding short-term rentals in the
Township and policies that address insurance
fees for user groups.
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37
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Dwight Community Centre
38
MARCH 2023
4.0 Service Delivery
4.1 Introduction
The Township of Lake of Bays functions as
a facilitator in delivering recreation services.
Its role focuses on providing and maintaining
parks, facilities, beaches, waterfront access
points, etc. to support community-based
programs, self-directed activities and events.
Enabling and helping others to deliver their
services with this support makes the Township
an indirect service provider.
Municipalities that operate as facilitators
or indirect providers rely on many different
non-municipal organizations that provide a
diverse range of services to their communities.
Providers range from local volunteer groups
to other formal agencies and organizations.
Many of Lake of Bays' non-municipal providers
participated in consultation activities as part
of the Strategy's preparation. Appendix A
contains a list of the organizations/groups that
were invited to participate and identifies those
that engaged.
The Strategy anticipates the continuation
of an indirect role for the Township in
service provision. The assessments and
recommendations on service delivery are
directed to improving and strengthening the
capacity of the municipality to fully implement
this role.
Sustaining and growing parks and recreation
services requires sufficient resources, sources
for which need to be developed as part of the
Strategy. Table 4 - 1 shows responses to the
resident surveys on willingness to support
recreation service development through a
variety of methods.
Both resident household surveys revealed
a relatively positive response to several
suggestions on ways to support future service
development, including paying more fees
to use services, donating an amenity for a
park, and donating to a capital campaign.
For other options, there was generally
more interest expressed by online survey
respondents. Those who participated in the
random household survey showed limited
support for an increase in property taxes,
joining a stewardship group, assisting with
local fundraising events, and volunteering to
source private sector assistance. In contrast,
a relatively large proportion of online survey
respondents reported they would accept an
increase in property taxes.
As shown in Table 4 - 2, user groups most
often reported disagreement or uncertainty
about the two options related to direct
payment for facilities (i.e., higher fees or
capital contributions). The majority responded
positively to helping with fundraising for facility
development.
Sections 4.2 and 4.3 discuss approaches to
securing resources - financial and human
- to support implementing the Strategy's
recommendations. Sections 4.4 through
4.7 consider the potential for collaboration
with other providers, the need for policy
and planning processes, and directions on
program development.
39
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Table 4 - 1: Resident Household Contributions to Service Development
Type of Contribution
Random Survey
(200 respondents)
Online Survey (87
respondents)
Paying
Paying more fees to use services
56%
41%
Accepting an increase in property taxes
4%
40%
Volunteering
Volunteering to work to source private
sector grants/donors/sponsors
7%
14%
Volunteering to help run programs/
activities
18%
15%
Joining a volunteer stewardship group
(e.g., Friends of "X" Park)
5%
21%
Organizing/assisting with local fundraising
events
6%
29%
Donating
Donating an amenity for a park (e.g.,
bench, tree, picnic table)
43%
33%
Donating money to a capital campaign
26%
44%
Options
Agree
Disagree
Uncertain
Total
Our organization would start paying/would
pay higher user fees to improve the quality
of recreation facilities we use
10.0%
1 group
40.0%
4 groups
50.0%
5 groups
10 groups
Our organization would contribute to the
capital costs of developing new facilities for
our use
30.0%
3 group
40.0%
4 groups
30.0%
3 group
10 groups
Our organization would help with fundraising
activities for facility development
63.2%
7 groups
18.2%
2 groups
18.2%
2 groups
11 groups
Table 4 - 2: User Group Level of Agreement with Options to Supporting Service Development
40
MARCH 2023
4.2 Service Capacity
Development
4.2.1 Marketing Parks and Recreation
Services
Existing facilities and assets are not optimally
used and, for those that generate (or could
generate) revenues, increasing their use will
grow income. Marketing the Township's parks
and recreation services in a coordinated,
comprehensive manner will help ensure
all assets are leveraged to their potential.
Consultation results indicate majority support
or neutrality to the statement, "The Township
should engage professional services to
develop marketing and promotional tools for
specific attractors (e.g., trails, local history/
heritage, facility/park rentals for wedding,
parties, etc.)":
- Among 200 telephone survey respondents,
31% agreed with this statement, 35% were
neutral, 19% disagreed, and 15% were
uncertain.
- Among 93 online survey respondents,
38% agreed with this statement, 26% were
neutral, 25% disagreed, and 12% were
uncertain.
- Among 11 user groups, 55% agreed with
this statement, 36% were neutral, and one
disagreed.
Section 5.0 on facilities notes specific areas
for improved marketing of the Lake of Bays
Community Centre & Arena in Baysville. More
generally, the following considerations should
be incorporated in a system-wide marketing
strategy:
- Individual components of both Baysville
and Dwight Community Centres (e.g., ice,
arena floor, halls and commercial kitchens)
should be marketed/promoted
- Targeted promotions should be part of
the overall strategy to attract users/user
groups that may not be adequately served
in the regional market
- Promoting key parks, waterfront locations,
and trails suitable for welcoming visitors
- Developing a program to purchase
advertising space in appropriate locations
The strategy will need to be sufficiently
detailed to enable Township staff to implement
its directives in order of priority and distinguish
between those that are one-time and those
that are ongoing tasks.
The strategy should include mechanisms for
self-promotion, to inform the community about
the Township's work/progress in improving
parks and recreation services, and responses
in terms of use levels/revenue generation, etc.
The Municipality of Port Hope, for example,
produces an annual graphically portrayed
Parks, Recreation and Culture Year-in- Review8
that summarizes the past year's work in
developing, operating and maintaining these
services. As monitoring activities are instituted
using recreation management software
(section 4.2.3), much of this information will be
readily available and can be used to produce
an "annual report" for Township residents
or more frequent social media updates on
specific initiatives, as appropriate.
8
https://www.porthope.ca/en/your-municipal-
government/prc-year-in-review.aspx
41
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
The community provided suggestions to be
considered as part of the Strategy including:
- centralized community calendars
for Baysville and Dwight, that are
comprehensive in content with respect to
groups, programs and events, are easily
accessible and regularly updated (e.g., a
large community calendar at the Lake of
Bays Community Centre, an LED sign).
- a digital and printed booklet with
the location of park, facilities, public
access points to lakes for motorized/
non-motorized watercraft, etc. (online for
free maybe a charge for a printed copy).
- significant improvements to signage at all
locations.
- locations and access points to Crown Land
within the Township should be published
and appropriate signage provided.
42
MARCH 2023
Lake of Bays staff are proactive and deliver services effectively with the current
systems and tools in place:
Staff are consistently looking for opportunities to proactively improve service delivery
within their department. Easily implementable opportunities are adopted, allowing for
service delivery to continually improve as the Township develops. While this is the case,
there is room from growth and improvement with more effective and efficient systems
and tools in place.
Service Delivery Review - Executive Summary Report. MNP. November 2021.
4.2.2 Staffing
The Library is currently the de facto recreation
program provider in Lake of Bays. While
its contributions now and in the future are
essential to a fulsome program/service supply,
it cannot respond to many of the interests
expressed by the community. As noted in
section 3.0, survey respondents indicated
they are interested in additional recreation
programs being provided in Lake of Bays - in
both sport/fitness and non-sport areas.
Existing staffing for parks and recreation, as
noted in the Township's organization/reporting
chart (2021) focuses almost exclusively on
the maintenance of infrastructure. The Parks
and Facilities department Superintendent
is supported by a Lead Hand, three full time
Facility Operators and periodic part time
hires. This core staff is essential to providing
and maintaining parks and facilities, which is
the foundation for enabling others to deliver
services in an indirect model. At the same
time, parks and facilities staff do not have
the capacity to assume additional work in
programming nor is it their area of expertise.
The Township's previous program coordinator
position was discontinued in 2009. The
Strategy recommends reinstating a
position with responsibilities for program
development/coordination. This position will
be key to implementing many of the program/
service recommendations and, therefore, can
be viewed as a prerequisite to the Strategy's
success. Stakeholder interviewees noted the
need to reinstate this type of staff position, and
2013 the Capital Asset Review recommended
creating a Recreation Coordinator position.
A Program Developer/Coordinator position
will facilitate program and event development
and the administrative aspects of coordinating
their provision. It will involve responsibility for
existing services, and determining/confirming
community need for additional programs and
facilitating their provision through volunteers
or paid instructors. Section 4.5 of this
Strategy details areas for potential program
development and options for provision.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
A related task to program development
is implementing the recommendations
from the above-noted marketing strategy.
Township assets (indoor - arena ice and
floor, community centre halls, commercial
kitchens - and outdoor) need to be marketed
to both permanent and seasonal residents
and non-residents, local and area volunteer
groups, and to visitors to increase community
awareness and use, and to leverage revenue
potential. It is anticipated that, with sufficiently
detailed recommendations and working with
the Communications Officer, this position can
integrate marketing directions.
In addition to qualifications related to training,
skills and experience, a key personality trait to
success in this type of work is self-motivation
with a genuine interest in reaching out to, and
meeting new people, relationship building,
inquiry and creative problem-solving to
overcome obstacles to delivering innovative
programs and services.
4.2.3 Recreation Management
Software
Anticipating the development of services over
the term of the Strategy supports investing in
software to manage all aspects of the parks
and recreation function: planning, monitoring,
evaluating and reporting, and budgeting. This
direction is in line with that of the 2021 Service
Delivery Review (Executive Summary Report.
MNP.), which recommended the Township
"Leverage existing or new technology to
improve the effectiveness and efficiency of
service delivery."
This platform can initially be used to create
a comprehensive, current system of existing
assets, services and their use, which will be
further developed as programming and facility
use increase in response to marketing and
service development.
In terms of tracking service use, the software
should be employed to document: indoor and
outdoor facility scheduling/use in prime and
non-prime times by program providers; facility
rentals for other uses (e.g., social events),
participation in all organized programs/
activities; requests for programs/facilities that
are currently not provided. This information will
be central to service planning and evaluation,
which is discussed in more detail in section 4.7.
44
MARCH 2023
Recommendations:
SD 1. Contract professional services
to develop a comprehensive
marketing strategy for
the Township's parks and
recreation system.
SD 2. Hire staff to take responsibility
for program development/
coordination and, working with
the Communications Officers,
implementing services/
marketing assets.
SD 3. Purchase and implement
a recreation management
software system.
4.3 Financing Service
Development
Grants from outside sources, and primarily
upper levels of government, are key financing
mechanisms for municipal parks and
recreation services. At the same time, grants
are periodic, specific in terms of project
eligibility, and time limited. In many cases, they
also require a matching contribution on the
part of the municipality. While the Township
will continue to apply for relevant grants in
developing its parks and recreation services,
there is a need for community-based sources
of funding to provide access to resources to
pursue projects not covered by grants or their
availability when needed. The discontinuation
of development charges as of March 2020,
and the apparent resistance to property tax
increases in the Township, suggests the need
to look to other approaches to develop a
funding base.
As noted above, marketing the Township's
parks and recreation assets should increase
revenues that can be directed to financing
operations. Other mechanisms for revenue
generation, and those focused on capital
funding are discussed below.
45
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
4.3.1 Parks Foundation
There are many groups and individuals
that now contribute financially to parks and
recreation service development in Lake of
Bays. Most of these efforts focus on individual
parks and small projects or components
of projects. Grist Mill Park and Robertson
Parkette are local examples of municipally
owned parks that have been developed with
private donations. While it is anticipated that
location-specific programs such as these
will continue, they can be supplemented by
a more general funding mechanism. A single
foundation for all parks and recreation services
would enable larger projects to proceed by
bringing the various contributors together
to build one 'account' from which to draw.
In relation to the Parks, Open Space and
Recreation Strategy, a foundation account can
be used to implement recommendations as
outlined in herein.
A cursory web-based review revealed that
parks foundations are more prevalent in
western Canada and in the United States than
in the mid/eastern provinces. The few that
were identified in Ontario were park-specific,
as opposed to collective funds. In Lake of
Bays, a foundation should comprise a general
account, with the option for contributors
to direct funds to 'most needed' or specific
projects in each relevant area of service: parks,
recreation, public waterfront/access, trails, etc.
It is often assumed that seasonal residents do
not use the public recreation services available
in their municipality, recreate exclusively
on their own properties, and, therefore, are
'unanimous' in their resistance to financing
these services through the tax base. This
position is challenged by a 2017 District of
Muskoka Second Home Study, which includes
information on the characteristics, and use, of
recreation services by seasonal residents in
Lake of Bays Township. The survey conducted
as part of this study was mailed to 21,399
second home households in the District, with
a response rate of 16.1% (3,444 completed
surveys). Of total surveys, 3,338 were mailed
to households in Lake of Bays, with a response
rate of 17.4% (580 completed surveys).
Appendix B contains information from the
Study that details second home households'
use of recreation assets in the District and
shows that seasonal residents make use of
various recreation facilities, and particularly
public parks/beaches and libraries. As might
be expected, large majorities also enjoy
boating, canoeing/kayaking, and hiking/
walking/jogging, which may also involve the
use of municipal services. In addition, the
majority of second homes in the District (62%)
are either winterized or may be winterized
in future (21% of owners reported plans to
winterize), which suggests a greater year-
round presence of seasonal residents than
may be assumed, and possible plans for a
change to permanent residency in the District.
Consultation results for the Strategy indicated
that 39 respondents to the online survey,
and 49 participants in the random telephone
survey, had moved to Lake of Bays within
the past five year or plan on moving to the
Township within the next five years.
Consequently, although it may be true that
seasonal residents are less likely to use public
parks and recreation services and are more
likely to object to property tax increases to
support these, it cannot be assumed that all
hold the same view. A parks foundation would
provide all residents who are willing and able
to support service development a vehicle to do
so. The 2017 Study presented 2016 Statistics
Canada data on annual household incomes
of permanent and seasonal population for the
District. Approximately 3/4 of each segment
of the population occupied opposite ends
46
MARCH 2023
of the household income scale. Seventy-six
percent (76%) of the District's second home
households' income exceeded $100,000 per
year. Seventy-two percent (72%) of permanent
resident households earned less than $99,000
annually (p.14). A parks foundation would
offer a new way for residents to contribute to
initiatives aimed at improving the quality of
community life in Lake of Bays. The Township
can investigate the interest and willingness of
residents to lead and serve in this capacity.
4.3.2 Donation Program
A general donation program could be
considered to support parks and recreation
service development. The City of Toronto
includes an opportunity to donate to specific
service areas with its property tax bills.9
Through the Voluntary Contribution Option on
Property Tax Bills, "donations can be made in
any amount from $1 up to $50,000... for which a
receipt for tax purposes is issued."10 At the time
the program was instituted, areas that were
identified for contributions included children's
services; cultural services and museums;
parks, forestry and recreation; public libraries.
Currently, there are a number of year-round
initiatives and programs specifically related
to parks and recreation and the environment
listed on the City's website to which donors
can contribute. These include PollinateTO;
Urban Forestry; Cultural Vibrancy (includes
public art); Senior-Friendly Outdoor Fitness
Equipment; Seniors' Centres (Recreation
Material). The City's Policy on Donations to
the City for Community Benefits governs the
collection and processing of all donations.
A donation program similar to Toronto's might
be easier to institute than a parks foundation,
or could run parallel to it, although it would
likely need to include areas other than parks
and recreation services for contributions.
Potential categories for the Township of Lake
of Bays could include recreation services in
general (i.e., most needed) as well as allowing
contributions to be directed to specific
9
https://www.toronto.ca/services-payments/
property-taxes-utilities/property-tax/voluntary-
contribution/
10 Source: Staff report P:\2011\Internal Services\rev\
gm11018rev (AFS 14621). October 25, 2011.
47
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
infrastructure improvement projects in parks,
facilities, waterfront areas, and trails, or
program areas that require development.
4.3.3 Commemorative Tree and
Bench Program
These types of programs are designed to
encourage citizens to commemorate people
or events through donations that "purchase"
parks-based amenities, some of which are
eligible for charitable tax receipts. These
programs typically publish fee schedules for
the purchase and installation of the amenities
from which donors can select.
A sample of municipal programs reveals some
that encompass a potentially broader scope
for community support, while others are more
specific. The City of Greater Sudbury's Parks
Services Donation and Memorial Program
allows the public to "make donations to
commemorate a special person, a momentous
occasion or simply donate as a philanthropic
gesture to beautify a community park.
Donations towards the purchase of park
enhancements or memorial gifts can include
park benches, trees (hardwood and conifers),
bike racks, picnic tables, sun shelters,
sports equipment (basketball standards,
tennis nets, soccer goals, etc.), playground
structures, other options to be discussed with
Parks Services."11 The policy also notes that
donations for parks are guided by site-specific
plans.
Strathcona County's (Alberta) Parkland
Memorial Program notes: "The Parkland
Memorial Program provides individuals,
groups and organizations with the opportunity
to beautify Parkland in Strathcona County
by planting trees or installing Parkland
Amenities in remembrance, observance
or acknowledgment of an appropriate
event, occasion or individual. Approval of
applications will be based on aesthetic
considerations, improvements to the level of
11
https://agendasonline.greatersudbury.
ca/?pg=feed&action=file&attachment=5992.pdf
48
MARCH 2023
service to our Parkland users and with the
intention of facilitating planned development
in our Parkland. "Amenity" means any bench,
table, park furnishing or other structure or
development that increases the physical or
material comfort of the park. It may include a
memorial plaque."12
12 https://www.strathcona.ca/community-families/
community-programs/parkland-memorial-
program/
4.3.4 Last Minute Ice Program
Last Minute Ice rentals can help generate
revenue to offset arena operating costs. The
City of Owen Sound lists these parameters for
its program13:
- Last minute ice is considered within 24
hours of the time of booking
- Will not apply to statutory holidays unless
the facility is scheduled to be open
- Is not and cannot be used to replace
regular bookings
- Regular bookings cannot be cancelled to
book Last Minute Ice. All requirements of
the City's Ice Allocation Policy will apply
(e.g., conditions of use, insurance)
- A rental contract provided by the City must
be signed and proof of insurance must be
provided prior to use
- Bookings are final and are non-refundable
- Bookings are for minimum of one hour
- One hour rental is equivalent to 50
minutes of ice time and 10 minutes for ice
resurfacing
- City reserves the right to limit last minute
ice bookings where it is considered to be
used for profit or gain or is being abused
to replace or in the place of a regular ice
booking
- Is booked on a first come, first serve basis
- City reserves the right to cancel or amend
the implementation of last-minute ice at
any time at its discretion
13 https://www.owensound.ca/en/exploring/ice-
rental.aspx
49
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
4.3.5 User Fees
There are very limited revenues coming to the
Township through user fees. Rentals to the
community at large and lease-based rentals to
single community groups are both subsidized.
Lease rents are low and any money generated
by groups with leases appears to go to the
lessees. The Curling Club donates $6,000
annually to contribute to cooling costs, and
this arrangement should be formalized in an
agreement.
The final budget figures for 2019, for example,
show the following operating expenses
and revenues for the Township's two main
community facilities:
- Dwight Community Centre $40,717
operating expense and -$5,500 revenue
- LOB Community Centre $277,502 operating
expense and -$119,500 revenue
Improving services will require more financial
resources while limiting reliance on tax
increases for consistent funding. Although
fees for facility rentals must be competitive
with other options in the market, several
consultation participants indicated the
Township currently has the lowest facility
user fees among all the District of Muskoka
municipalities. The above-noted discussions
recommend options to creating larger income
streams for service provision. User fees are
another vehicle to consider. As noted in Table
4.1, respondents to both resident surveys
supported increases in fees. In view of these
considerations, the Township has recently
reviewed and adjusted its rates and fees for
parks and recreation services. Periodic reviews
in future will allow for necessary incremental
adjustments in rates and fees over time.
Recommendations:
SD 4. Investigate the community's
interest in establishing a parks
foundation, and facilitate
its development if there are
volunteer leaders/residents
who are interested and willing
to serve.
SD 5. Develop programs related to
revenue generation to help
finance parks and recreation
services, such as a general
donation option with taxes,
commemorative bench and
tree, and last minute ice.
SD 6. Conduct periodic reviews
of rates and fees for parks
and recreation services
to determine need for
incremental adjustments.
50
MARCH 2023
4.4 Partnerships,
Collaborations and
Agreements
4.4.1 Township of Lake of Bays and
Trillium Lakelands District School
Board
Dwight Outdoor Rink
A memorandum of agreement exists between
the Trillium Lakelands District School Board
and the Township of Lake of Bays for the
maintenance and operation of the Dwight
Outdoor Rink, which is on the Irwin Memorial
Public School property. The agreement runs
from February 2021 to February 2025. Terms of
the agreement are summarized below:
- Township leases the rink and area for
priority use outside the regular school day
and other scheduled school uses.
- Township staff and school Principal
coordinate schedule of use outside regular
school day, as required, and notify the
Township in advance of planned use.
- Township is responsible for all costs related
to the maintenance of the rink and rink
area, maintains ice surface, and pays for
electrical service use.
The facilities section includes
recommendations to upgrade the rink/area
that is covered by the agreement, which
will require amendments to include these
improvements in its scope and terms.
Future Collaborations
The Irwin Memorial School property is large
and includes a forested area with a trail, a ball
diamond and a soccer field. The size of the site,
its central location, the recreation amenities it
supports and the existing relationship between
the Township and the School Board merits
considering an expanded agreement to cover
the entire outdoor area of the property used for
recreation. The intent of this agreement would
be to create a community recreation hub in
Dwight through shared improvements and
use of the site and its facilities. The Township's
supply of outdoor recreation facilities does not
include ball diamonds or soccer/playing fields.
Although there is minimal apparent demand
now for these facilities, if it should emerge over
the 20-year term of the Strategy an agreement
with the School Board that allocates
responsibilities for upgrades and ongoing
maintenance and shared use could make
better use of existing resources - especially if
the soccer field was redeveloped as a multi-
sport playing field. Other outdoor facilities on
the site could include a playground for both
school and community use.
An agreement could also encompass use of
indoor facilities at the school such as the gym,
classrooms, etc. for community programming.
The Board has recently updated its
Community Use of Schools Procedure (2021)14,
which outlines priority groups, available
facilities, time of availability for community use,
and fees for use. Community Youth Groups
(18 years of age or under on June 30) and
Community Centred Groups are second and
third priority for rentals, with fees discounted
from 50% to 75%. In addition to a fixed $20.00
permit fee, hourly facility rental rates for these
groups range from $10.00 to $50.00 depending
14 https://www.tldsb.ca/wp-content/
uploads/2022/05/Community-Use-of-Schools-
Procedure-BU-2046-AODA-2021.pdf
51
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
on time of week and whether it is a classroom
or a gym. An additional fee for set-up and take-
down time by the custodian is required and
added to the fee. Summer evening, weekend
and holiday use is subject to additional
overtime custodial fees.
While the Procedure offers well discounted
hourly rates, it may still be difficult for
community-based programmers to afford
the cumulative expense of several facility
hours, permit fees and custodial costs.
Some municipalities negotiate reciprocal
use agreements with their respective school
boards to reduce the cost of access to school
facilities for community organizations. The
Township of Lake of Bays could consult
with the Board to determine its interest
in reciprocal use of the Irwin Memorial
School gym/classrooms in recognition of
school use of the skating rink, particularly
in view of recommended improvements to
accommodate year-round activity. While
custodial fees would still apply to use, it would
reduce the overall cost of access.
Recommendations:
SD 7. Amend the Township/School
Board agreement for Dwight
Outdoor Rink to include any
upgrades/improvements the
rink and area undergoes.
SD 8. Consider the future need/
opportunity to extend the
agreement to cover the entire
outdoor area of the school
property used for recreation.
SD 9. Consult with the School
Board about the possibility of
a reciprocal use agreement
for access to Irwin Memorial
Public School classrooms and
gym.
52
MARCH 2023
the lease should be investigated. If the Park is
retired, structures and amenities that can be
moved should be relocated to other parks.
Recommendations:
SD 10. Terminate the Dorset Pavilion
and Community Park lease
and, if the community is
interested in retaining the
Park, investigate the potential
for Algonquin Highlands to
assume the lease.
4.4.3 Agreements with Township of
Algonquin Highlands
The community of Dorset is bi-sected by the
Townships of Lake of Bays and Algonquin
Highlands. Residents of this community and
its environs live in both municipalities. Lakes
and trails also cross municipal boundaries, to
which certain agreements apply. The following
relates to waterways:
- Haliburton Highlands Water Trails: portions
of these backcountry canoe routes, which
span three municipalities, are in Lake of
Bays. Algonquin Highlands manages these
through a Memorandum of Understanding
(MOU) portions are in Lake of Bays - have
Memorandum of that allows the Township
to maintain the trails, charge user fees, and
enforce by-laws
The following discusses the potential for future
collaboration in the Dorset Recreation Centre
and reviews existing joint responsibilities of the
Townships for Dorset Lions Centennial Park,
with a view to potential improvements.
4.4.2 Dorset Pavilion and Community
Park
The Township of Lake of Bays leases Dorset
Pavilion and Community Park in the Township
of Algonquin Highlands from a private
landowner, and is responsible for maintenance,
repair and upkeep of the park. The lease was
recently renewed for a period of ten years, to
expire in July 2031.
This lease requires the Township to invest in
assets it does not control, and to which there is
no guarantee of continued access in the long
term. Moreover, since the park is not located
within the municipality's boundaries, adding it
to Township-owned parks properties at some
point in the future is very unlikely. While this
type of arrangement might be appropriate if
it was the only way to provide a park to area
residents, this is not the case in Dorset where
the Lions Centennial Park is nearby and
provides sufficient park space, facilities and
amenities for this area of the Township.
As the Strategy indicates, there is much work
to be done on parks and recreation services
within the Township itself. In the interests of
focusing on this work and directing investment
to Township-owned assets, Lake of Bays
should withdraw from the Dorset Pavilion and
Community Park lease. Although the lease
has only recently been renewed, there is a
clause stating, "The Lessor or the Lessee may,
notwithstanding anything herein contained,
whenever it deems necessary or appropriate
in the public interest to do so, terminate this
agreement upon six (6) months' written notice
to the other party subject to this agreement,
by prepaid registered mail addressed to the
address, shown in this Agreement."
If the Dorset community is interested in
retaining the Park, the potential for the
Township of Algonquin Highlands to assume
53
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Dorset Recreation Centre
The Dorset Recreation Centre is located
in the Township of Algonquin Highlands. It
comprises an air-conditioned squash court,
weight and fitness room, meeting rooms, two
kitchens, showers and a gymnasium equipped
with volleyball, basketball, floor hockey and
pickleball equipment.
The Recreation Centre has been closed
for approximately two years since mould
was discovered in the building. Work to
address this problem is going ahead and the
Township of Algonquin Highlands anticipates
reopening in late 2023. The total cost for the
work is estimated at $900,000, and includes
other upgrades (insulation, waterproofing,
pandemic-related provincial directives on
ventilation) with $100,000 funding coming
from the Canada Infrastructure Grant for the
ventilation portion.
This project presents an opportunity for both
municipalities to benefit from joint investment.
The Dorset Recreation Centre provides
facilities that are not currently available in
Lake of Bays and could continue to provide
access to additional recreation opportunities
to Township residents including a squash
court, weight and fitness room, showers
and a gymnasium equipped with volleyball,
basketball, floor hockey and pickleball
equipment. At the same time, Algonquin
Highlands would benefit from financial
contributions to repair/upgrade or operate the
Centre.
A capital contribution to the work from
Lake of Bays could be made in exchange
for guaranteed access for its residents
on the same terms as those of Algonquin
Highlands for a period reflecting the amount
of the contribution. Alternatively, annual
contributions to operating costs could be
made under the same terms but for shorter
agreement periods. Of the two options, the
latter would be more flexible in application and
possible future changes. A formal agreement
related to the Recreation Centre could prove
beneficial to both parties. Discussion with
Algonquin Highlands indicated interest in this
possibility as well as working with Lake of Bays
in programming the Centre and park to deliver
coordinated, jointly promoted services.
2009 Shared Services Agreement
The 2009 Shared Use Agreement between
Lake of Bays and Algonquin Highlands
Townships covers Dorset Lions Centennial
Park, Ravens Landing, Paint Lake Pioneer
Cemetery, Dorset Heritage Museum and the
Community Policing Building.
Dorset Lions Centennial Park is located in
Lake of Bays, and comprises land that was
donated to Lake of Bays and Algonquin
Highlands Townships to serve both
communities. It is jointly owned and governed
by a 2009 Shared Services Agreement
between the two municipalities that stipulates
Algonquin Highlands is responsible for
maintenance of the parks and its amenities,
and Lake of Bays contributes 50% of costs
associated with the rink only. The park and
its facilities should be split evenly between
Algonquin Highlands and Lake of Bays asset
management programs.
Many of the park's existing amenities have
been contributed by the community. In the
survey conducted for the Strategy, the Dorset
Lions Club noted interest in installing a bocce
court and a beach volleyball court in the park
to increase its attractiveness to a broader
demographic. The potential to locate these
facilities here is discussed in the parks section
of the Strategy. The addition of amenities
to this park would increase maintenance
requirements.
54
MARCH 2023
A simplified agreement could assign
responsibility for both capital and operating
costs, and ideally streamline budgeting
and asset management for both partners.
A renewed agreement could be considered
by Lake of Bays. In any event, the rules
around day-to-day park operations should be
reviewed and clarified to ensure consistency
in terms of by-law application/enforcement
and procedures. This would apply to both
internal responsibilities and the process
whereby community groups propose intiatives
for the park. Currently, volunteer groups must
approach both Township Councils separately
for approvals under different governance
requirements. This duplicates work for
volunteers and staff, and may result in no
approval where rules conflict. This might be
addressed through the joint development and
approval of a park specific by-law, including
process-related steps. This intiative would
also direct community contirubtions for park
development at specific sites to achieving the
objectives of the Master Plan.
Recommendation:
SD 11. Review any and all current
agreements between the
Township of Lake of Bays and
the Township of Algonquin
Highlands regarding recreation
and parks assets that may
be used by residents of both
municipalities.
4.4.4 Indigenous Communities
The area in and around Lake of Bays and the
Oxtongue River has Indigenous significance.
Muskoka is the traditional territory of the
Anishnaabeg, which includes the Ojibwe,
Odawa and Potawatomi Nations, collectively
known as the Three Fires Confederacy. The
Huron-Wendat and the Haudenosaunee
Nations also walked on this territory over time.
According to the Ontario Heritage Trust, "The
area that is now Dorset was a special, spiritual
place abundant in natural resources. For
thousands of years the Anishinaabeg set up
small camps here harvesting maple syrup and
birch bark, fishing and trading in the spring
and summer, and hunting and trapping during
the fall and winter."15
The rich Indigenous history of Lake of Bays
should be highlighted and shared with locals
and visitors alike. The Township has an
opportunity to celebrate, honour and integrate
this culture and heritage through placemaking
and placekeeping. Placemaking is an
international movement, defined by the Project
for Public Spaces as the following:
"[P]lacemaking inspires people to collectively
reimagine and reinvent public spaces as the
heart of every community. Strengthening
the connection between people and the
places they share, placemaking refers to a
collaborative process by which we can shape
our public realm in order to maximize shared
value . . . Placemaking pays close attention to
the myriad ways in which the physical, social,
ecological, cultural, and even spiritual qualities
of a place are intimately intertwined, and
15 https://www.heritagetrust.on.ca/en/plaques/
anishinaabeg-at-lake-of-bays-the#:~:text=A%20
water%2Dbased%20people%2C%20the,place%20
abundant%20in%20natural%20resources
55
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
we continue to be inspired by the visionary
placemakers who have worked to promote this
vision for generations."16
The concept of placemaking has its roots in
early human settlements where symbols/
icons were used to represent community
(e.g., totem, Inuksuk) and shared stewardship.
Today's parks, trails, open spaces and public
art continue these stories of place.
Placekeeping focuses on the "long-term
maintenance and management of public
spaces" through quality partnerships,
participation and governance.17 In comparison
to placemaking, placekeeping adopts a
more active role, promoting stewardship
and care, "prioritiz[ing] ecological, historical
and cultural relationships."18 Initiatives rooted
in placekeeping present opportunities to
co-design with Indigenous communities
through creative engagement, "address[ing]
Indigenous worldviews, ways of knowing
and methodologies that can reveal the local
narratives at the heart of place... and shape a
holistic environment that is meaningful." 19
The Township of Lake of Bays actively
shares truth and reconciliation initiatives
on social media and recently created video
content to highlight historic portage routes
16 Source: "What Is Placemaking?" Project for Public
Spaces, 2007, https://www.pps.org/article/what-is-
placemaking
17 Dempsey, N. & Burton, M. (2011). Defining place-
keeping: The long-term management of public
spaces. Urban Forestry & Urban Greening 11(1),
doi: 10.1016/j.ufug.2011.09.005.
18 https://www.evergreen.ca/blog/entry/through-
an-indigenous-lens-a-shift-from-placemaking-to-
placekeeping/
19 Soland, P. (2020, May 20). Placekeeping. Council
for Canadian Urbanism. Retrieved from https://
www.canu.ca/post/placekeeping
in the area. There is opportunity to further
build relationships with local First Nations
communities and integrate Indigenous
traditions, knowledge and practices with
recreation and placemaking. This may include
art, events, activities, tours/walks, smudging
ceremonies, sharing circles, informational
plaques, outdoor education, etc. A good
resource is the Civic-Indigenous Placekeeping
and Partnership Building Toolkit, written by
Tanya Chung-Tiam-Fook for Evergreen and
Future Cities Canada.
When consulting with Indigenous
communities, the Township should maintain a
Nation-to-Nation/government-to-government
approach that acknowledges Indigenous
self-governance.
Recommendation:
SD 12. Work with local Indigenous
groups to amplify and improve
knowledge of historical
significance.
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MARCH 2023
4.5 Program Development
and Delivery
Recreation programs and events are an
important contributor to health, well-being
and quality of life. They also play a key role
in fostering social cohesion and a sense
of community among residents, local
organizations, government, businesses and
visitors. Indeed, the Lake of Bays Official Plan
speaks directly to the importance of healthy
communities where residents of all ages
and abilities "have access to the services
and conditions that contribute to achieving
physical, mental, environmental and economic
health" (C.80). The Township supports a
healthy and sustainable community through
"offering recreational programs and accessible
recreation facilities for all age groups" (C.82c).
This section addresses the need for new
and/or improved recreation programs and
activities in Lake of Bays. These encompass
both structured/organized activities as well
as unstructured/self-directed activities,
including sport/physical activity, non-sport,
arts, culture/heritage, general interest, social,
well-being and nature-based activities.
4.5.1 Outdoor Recreation Activities
As described in section 2.0, outdoor
recreation and learning is an emerging trend
in communities and time spent in nature has
many proven positive outcomes for physical
and emotional wellbeing. From the COVID-19
pandemic there has emerged an even greater
appreciation for time spent outdoors in the
natural environment: a cross-country survey
by Park People showed that appreciation
for parks and green spaces increased over
the pandemic and Canadians want to see
expansion of parks-based community
programming and events.
However, the need to make use of existing
assets and resources - to encourage more
residents and visitors to use parks and facilities
- has also been apparent. These public spaces
have the potential to serve all age groups. The
pandemic is not over, so it is not yet possible to
know if the increase in park and trail use will be
permanent, but it is reasonable to expect that
many people have developed new interests in
spending time outdoors, and these interests
will remain high. Coupled with increased
awareness and concern about climate change,
it is likely that interest in outdoor programs will
continue to rise as people, particularly youth,
seek to reconnect with nature and obtain
a better understanding of ecology and the
environment.
Water-Based Activities
The Township should encourage the
advancement and promotion of water-based
activities (e.g., canoeing, kayaking, stand-up
paddleboarding, lake tours, fishing, ice fishing,
sailing, children's beach/water safety) at
existing public beaches and water access
areas. Among a list of programming options,
online survey participants indicated the
greatest interest in provision of new water-
based activities.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Canoe, kayak, seadoo, powerboat and
stand-up paddleboard rentals are currently
available at Robinsons Marina and
Powersports in Dorset and at Baysville Marina
in Baysville. Additionally, rentals are located
in Huntsville and just east of Dwight on
Oxtongue Lake. The Township could contact
these local providers to provide equipment
at 1-2 key waterfront locations (e.g., Dwight
Beach, Norway Park) through a seasonal
agreement. The Township's partnerships
with local Indigenous groups (see section
4.4.4) could also lead to co-development and
delivery of water- and nature-based activities
in the long term.
Swimming Instruction
Community consultation revealed a demand
for swimming lessons in Lake of Bays.
Municipal interviews indicated this was a
popular activity among both permanent
and seasonal residents in the past, and
participants in the Households with Young
Children Questionnaire also signalled their
interest. The Township should explore
reinstituting swimming lessons in the warmer
months. It is recommended these take place at
Dwight Beach and/or Norway Park (following
shoreline restoration completion) given the
shallow water and proximity to parking found
at both sites.
Staff have flagged concerns about securing
staff for swimming lessons. This challenge
is not unique to Lake of Bays; municipalities
across Canada20 and worldwide21 are
experiencing aquatics instructor shortages.
20 https://www.cbc.ca/news/canada/lifeguards-
swimming-lessons-shortage-1.6519453
21 https://slate.com/business/2022/06/swim-
lessons-waitlists-pools-lifeguards.html, https://
www.swimming.org/swimengland/swimming-
teacher-shortage/, https://scta.org.au/news/swim-
teacher-crisis-receives-lifeline-from-jobs-victoria/
These vacancies have been attributed to
the COVID-19 pandemic, which resulted in
a backlog in employee training as well as
the departure of qualified swim staff to other
fields. Township staff indicated that retaining
swim instructors was difficult even before the
pandemic as there is no year-round swimming
pool in Lake of Bays for instructor training/
mentorship.
To meet community need for swimming
lessons, the Township should develop a
dedicated strategy for hiring and retaining
swim instructors/lifeguards. Methods might
include recruiting students at Huntsville High
School, Georgian College's Muskoka Campus
and cottagers' teens with certification who
are spending the summer in Lake of Bays.
Providing free or reduced cost training and
competitive wages may help attract instructors
to these positions.
Trail-Based Programming
Most (64%) of the Township's user groups do
not use the existing trail network to deliver
programming. As such, these assets remain
underutilized and present opportunities for
cost-friendly, self-directed and unstructured
recreation. The Township should promote
all-season outdoor trail-based programming
such as guided hikes/interpretive signage
focused on local ecology/plant identification,
snowshoeing, cross-country skiing,
backcountry skiing and ATVing. Survey
participants in particular were interested in
four-season hiking.
ATV rentals are currently available at Back
Country Tours in Dwight and snowmobile
rentals are available at Baysville Marina in
Baysville and Lake of Bays Marina in Dwight.
The Township could contact these providers
to explore establishing a seasonal agreement
to offer rental equipment at 1-2 key locations
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MARCH 2023
such as the public library or exterior lockers
close to trailheads. The Township should work
with the Lake of Bays ATV Club and active
snowmobile clubs (e.g., Algonquin, Happy
Wanderers, Tall Pines) to promote trail use for
self-directed winter recreation. The Township's
partnership with Irwin Memorial Public school
(see section 4.4) is also a key opportunity to
promote unstructured, self-directed skating,
snowshoeing and cross-country skiing on the
school property.
"Animating" outdoor programming to attract
existing and new users - including vulnerable
and hard-to-reach populations - has been
identified as a best or "next" practice by
leaders. The Township should explore
integrating public art installations or culture
activities on trails. The self-directed Dorset
Heritage walking Tour, developed by the Lake
of Bays Heritage Advisory Committee, is an
existing example.
Another way to help create excitement and
intrigue for trail users is through supporting
geocaching recreation. Geocaching is a
community-driven, family-friendly activity
that can be enjoyed in trails, parks and open
spaces. This GPS-aided, treasure hunt-like
outdoor activity is facilitated through a
number of online platforms. There is already
geocaching activity in and around Lake of
Bays: currently, the Geocaching mobile app
shows there to be approximately 47 geocaches
in and around the area. Other Ontario
municipalities have supported geocaching as
a facet of small-town tourism and recreation;
a notable example is the Municipality of
Highlands East, which has claimed the title of
Canada's best "GeoTour."
To support this self-directed, unstructured
trail activity, the Township of Lake of Bays
should work with local geocachers to integrate
geocaching with the regional trail system,
develop a "Geocaching in Lake of Bays"
information page on the Township website
and ensure that trailheads include geocaching
activity icons where suitable.
Recommendations:
SD 13. Promote more water-based
activities (e.g., canoeing,
kayaking, stand-up
paddleboarding).
SD 14. Reinstitute swimming lessons.
SD 15. Develop a strategy for
hiring and retaining swim
instructors/lifeguards to
support swimming lessons.
SD 16. Promote all-season recreation
by expanding outdoor winter
activities (e.g., snowshoeing,
trail hiking, backcountry
skiing, snowmobiling, ATVing).
SD 17. Provide opportunities for self-
directed programming and
activities on trails/paths.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
4.5.2 Indoor Recreation Activities
Although outdoor water-based and winter
activities were the top choices for new/
expanded active sport/fitness activities among
74 online survey respondents, interest in sports
and non-fitness activities also emerged (Table
4 - 3).
Both resident surveys suggested that, in
almost all cases, travel between settlement
areas to participate in programs/activities
of interest is acceptable to half or more of
respondents (Table 4 - 4).
One third or less (22% to 33%) of participants
in both surveys indicated they would not
travel to other communities. Those who were
uncertain most often indicated a decision to
travel to these locations would depend on the
cost of the program.
Collectively, these findings indicate there is
potential for Lake of Bays to develop new and/
or expand existing programs in several areas
using available facilities. New activities should
focus on group fitness, arena ice activities,
visual arts and wellness programming.
Residents' willingness to travel to different
locations suggests that certain programs
could be concentrated in particular facilities
to permit more variety across the Township
overall and concentrate registration to make
provision more viable. Moreover, the Township
may need to further promote existing
programs that replicate those respondents are
requesting (e.g., curling is available at Baysville
Curling and Bocce Club).
The Township can develop indoor
programming for the arena floor during ice-out
such as tennis, badminton, group fitness,
ball hockey, children's games, shuffleboard,
bingo, line dancing, arts and crafts, etc. Use of
the arena is discussed further in section 5.0.
There is also opportunity to expand arts-based
programming, especially in the Township's
public spaces such as parks and beaches.
Events such as "art in the park," book clubs,
speaker series, storytelling and craft clubs
can help establish a strong sense of place and
community and engage both permanent and
seasonal residents.
Recommendation:
SD 18. Expand arts-based
programming, especially
in Township-owned public
spaces.
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MARCH 2023
Sport/fitness activity interests
(74 respondents)
Non-sport recreation interests
(62 respondents)
Group fitness classes (39%)
Wellness programs (70%)
Arena ice activities (38%)
Visual arts (47%)
Court sports (26%)
Artisanal (47%)
Gymnasium sports (24%)
Learning/self-improvement/interest
(44%)
Field sports (15%)
Performing arts (32%)
Martial arts (15%)
Social/club activities (32%)
Arena non-ice activities (5%)
Camp programs (21%)
Seniors' programs (19%)
Play programs for preschoolers (8%)
After school programs (4%)
Table 4 - 3: Interest in Sport and Non-Sport Programming Among Online Survey Respondents
Online Survey
(63 respondents)
Telephone Survey
(200 respondents)
Programs located in Dwight
67%
33%
Programs located in Dorset
54%
58%
Programs located in Baysville
50%
63%
Table 4 - 4: Willingness to Travel to Use Programs by Community
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
4.5.3 Short Duration Programming
Short-duration programming (e.g., workshops,
lesson series) is an effective way to help
ensure resources are dedicated to activities
where there is interest, uptake and success
in the Township. This model of programming
allows community members to explore
different topics; for some, it could be the first
step to engaging in an activity that captures
their interest. It is ideal for learning new skills
and is appealing to many adults, as an ongoing
commitment is not required upfront. This
approach also makes use of local knowledge
and skills and is an opportunity for local artists,
artisans, teachers and experts to increase
their exposure, share their knowledge, build
awareness of their skills and serve a broader
market.
By testing out new programs using a "try
it" model, the municipality can also gauge
community interests in particular areas before
dedicating greater resources to long-term
programming. If a short-duration program is
successful and participants want to engage
further, the municipality can then explore
opportunities for longer-term extension.
The Township of Lake of Bays can support
development of new and diverse activity
opportunities with municipal facilitation and
support (pending new staff as outlined in
section 4.1). These small-scale workshops/
activity series can be led by teachers, leaders
and artists in the community (e.g., music
lessons, painting classes, drama/improve
group). Participants in the focus groups
confirmed there is a demand for workshops
and classes, and noted the presence of
talented artists and musicians in Lake of Bays.
Demand expressed in household surveys
included wellness programming (e.g., yoga, tai
chi) as well as environmental naturalization,
wildlife gardening, lake stewardship. Ideally,
classes should be accessible to multiple age
levels so that youth (aged 13-18), adults and
seniors are all welcome.
Following the delivery of each workshop
or lesson series, the program should be
evaluated to determine its success and
community interest in repeated delivery,
as well as any potential for expansion to a
longer-term structure (e.g., recurring classes,
seasonal programming, dedicated facility). Key
considerations include community interest (i.e.,
how many people participated or indicated a
desire to participate in that program topic and
time of day) and capacity (e.g., availability and
expertise of instructors, availability and use of
Township facilities).
As discussed in section 4.4, expanding the
Township's partnership with Irwin Memorial
Public School may also be an opportunity to
host expanded recreation programming at the
school's indoor and outdoor facilities. Since
the Lake of Bays population size makes it
challenging to form teams for sports leagues,
the Township can engage youth, adults and
seasonal residents through pick-up sports
such as soccer, baseball and gymnasium
sports.
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MARCH 2023
Case Study:
Westboro Brainery in Ottawa is a successful model for this type of short-duration, citizen-led
programming delivered with limited municipal resources. Single-session classes up to 3 hours
in length are offered at affordable prices ($0-$60) for community members aged 14 years
and up, led by local instructors ranging from seasoned professionals and quasi-experts to
passionate enthusiasts. Those with little to no teaching experience deliver their first class pro-
bono and receive access to a free class by another instructor as compensation. Provided the
class is generally well-received and there is interest in additional sessions, future teaching is
compensated at an hourly rate.
Classes are typically held at community centres, municipal facilities, music schools, parks,
cafés, pubs and churches. Members of the public are encouraged to contribute ideas for new
classes and sign up to share their own skills or knowledge. Past classes at the Brainery have
included:
·
Intro to Crocheting
·
The 5 Rs of a Zero Waste Life
·
How to Make Seriously Good Pie
·
Foraging Fundamentals
·
Homeschooling 101
·
Bullet Journalling
·
Handmade Holiday Cards
·
Food and Menu Planning for Summer
Camping
·
Intro to Improv
·
How to Start Your Own Podcast
·
Pickling 101
·
Bead and Tassel Necklace Workshop
·
Calligraphy 101
·
Artisan Bread Basics
·
Cross Stitch 101
·
Henna Art DIY
·
Dairy-Free Foods Workshop
·
The Art of the Butter Tart
·
Gnocchi Workshop
·
How to Green Clean Your Home
·
Intro to Collage
·
Sketching Fundamentals
Modelled on the vision of the Brooklyn Brainery in Brooklyn, New York, the Westboro Brainery
is a program initiative of the Dovercourt Recreation Association (DRA), a non-profit, charitable
organization formed in 1977. For 35 years, the DRA has managed the Dovercourt Recreation
Centre through a service agreement with the City of Ottawa. This fully accessible facility is part
of the City's recreation system and serves 15,000 clients each year. The DRA is empowered
to select programs that suit the Westboro community's needs and deliver them both at the
Centre and in satellite facilities. The DRA is supported by in-kind and cash funding from the
City of Ottawa as well as sponsorship from local businesses, government grants, fundraising
and partnerships with community groups and volunteers.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Case Study:
Pickup Hub is an app that assists municipalities in organizing pick-up sports games. Residents
can view upcoming scheduled games including the location, time, cost, age level and required
number of players. After creating an account, participants secure their spot with a credit card
via the online payment system. The municipality can schedule games from a few hours to four
months in advance. Participants can see the names and number of players who have signed up
for a game slot. If the minimum number of players is not reached, the game is cancelled and
players are not charged.
The City of Waterloo has successfully used Pickup Hub to deliver adult shinny, basketball,
soccer and volleyball as well as youth basketball and ball hockey, all at low costs ranging from
$5-$10 per player per game.
Recommendations:
SD 19. Expand supply of non-sports
programming by exploring
try-it programming models
(e.g., pilots, workshops,
lesson series, short-duration
programs, program packages,
drop-ins).
SD 20. Evaluate short-duration
activities to measure their
success in serving particular
markets and to determine
any potential for extension as
long-term programming.
SD 21. Explore providing pick-up
sports through partnership
with Irwin Memorial Public
School.
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MARCH 2023
4.5.4 Expanded Children's
Programming
There is a gap in available recreation
programming in the Township for children and
youth aged 5 to 19 years. To begin, expanded
programming can be delivered through a
short-duration, drop-in model (described
above) to assess participation and interest
levels. Community consultation indicated
interest in outdoor play and recreation (e.g.,
learn to paddle, canoe safety).
The Township's public library has been
functioning as a core recreation program
provider with activities such as sewing, story
time, learning programs, line dancing, trivia
nights, a book club and writer's circle. An
interview with library staff indicated that
pop-up storytime has been held outdoors at
Dwight Beach, and there is openness from
staff in delivering more children's activities
such as programming through the Township's
settlement areas or a boat ride with books.
The Township should coordinate with the
local library to explore delivery of pop-up
programming for youth in public spaces, parks
and beaches.
Public and stakeholder consultation indicated
interest in summer day camp for children.
There are existing camps held for kids aged 6
and older by the Lions Club in Baysville and
Dorset. The Township should work with the
local Lions Clubs to better promote and/or
expand children's camp opportunities to meet
community demand.
There may be opportunities for the Township's
Youth Programming Fund to support
expanded programming for children.
Recommendations:
SD 22. Develop additional programs
and activities for children and
youth aged 5 to 19 years.
SD 23. Work with the Lake of Bays
Public Library to deliver
additional programming
across the Township,
particularly for children and
youth.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
4.6 Policies, Practices and
Procedures
4.6.1 Existing Policies
The Township has a number of policies and
procedures that support service provision.
These are summarized in Table 4 - 5 and
discussed below.
Table 4 - 5: Summary of Existing Policies
Policy
Summary Description
Community Grant Program
(Sept 14/21)
-
The Community Grant Program provides financial assistance to not-
for-profit community organizations to support activities or projects
that promote:
»
Arts, Culture & Heritage,
»
Community Growth & Development,
»
Environment/Sustainability,
»
Health & Well-being, or
»
Recreation
-
It offers three funding streams:
»
Sponsorship stream provides up to $500 for community events or
regional special events
»
Fast-track stream provides up to $1,000 for small projects or new
ideas with short timelines (including in-kind contributions)
»
Start-up/Growth stream offers up to $5,000 for new or larger projects
(including in-kind contributions)
-
The policy contains details on project eligibility and funding
criteria, application submission, review and project reporting for
accountability.
-
Council determines the amount of funding which will be allocated
to the Community Grant Program when considering its annual
operating budget. Funds will be distributed on a first come, first
served basis. When annual funds are depleted, applications will still
be accepted but they will need to be considered by Council.
66
MARCH 2023
Policy
Summary Description
Special Events Policy
(Feb. 1/14)
-
Outlines the policies, procedures and by-laws which an event
organizer must abide by in order to receive approval to host a
special event in the Township of Lake of Bays on municipally owned
property
-
Defines special events as, but not limited to, a festival, a procession,
a march, a drill, a parade or other organized event with relevant
listed components
-
Outlines requirements and procedures to be met in an application
to the Township Corporate Services with applicable fees at
least 90 days before the event, including: liability insurance and
indemnification; use of temporary structures and tents; advertising
signs and banners; temporary road closures and proposed traffic
control; firework and/or music; noise by-law exemption; food and
merchandise vendors; alcohol sales/service; washrooms; garbage
and waste disposal
-
Corporate Services circulates application to other relevant agencies
(e.g., Public Health, EMS, OPP) for determination of additional
requirements
-
Baysville Winterfest and Dwight Winter Carnival are granted $2,000
each per year without application, as highly valued long-standing
community events
LED Sign and Messaging
(July 21/15)
-
Purpose of the Light Emitting Diode (LED) sign is to provide
government and community information to residents, ratepayers
and visitors to the Township of Lake of Bays that serves to inform
and enrich the Lake of Bays Community as a whole
-
Includes procedures to request an electronic message
a. Appropriate uses related to recreation
b. Community Events, Functions, Celebrations and Appreciation
including but not limited to those functions hosted by H.O.L.D. group,
other community groups which would pertain to the general public
and not a specific group (i.e., Canada Day Fireworks, Church events,
seniors events, Dwight Winter Carnival, etc.)
c.
Government Messages (includes Library)
d. Fundraising Events within the Community, provided net proceeds are
for charitable purposes, except for Lottery Events
Table 4-5: Summary of Existing Policies Cont
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Policy
Summary Description
Sale and Other Disposition of
Land Policy and Procedures
(Sept 14/21)
-
Governs sale and other disposition of land in ownership of The
Corporation of the Township of Lake of Bays, which may consider the
sale and other disposition of land in ownership of The Corporation of
the Township of Lake of Bays
-
All sales and other disposition of land are at the sole and absolute
discretion of the Council of the Corporation of the Township of Lake
of Bays
-
Outlines exclusions and procedures on appraisals, notice,
certification, application to acquire
Accessible Formats and
Communication Supports
(June 29/21)
-
Outlines the availability and approach to providing accessible
information and communications in response to AODA requirements
to remove barriers to services for people with disabilities
-
Applications for documents in accessible formats are processed by
the Accessibility Coordinator
Public Art Policy
(Feb 28/12)
-
Outlines the process by which the Township of Lake of Bays may
either assess and/or acquire pieces of public art for display in
municipal owned public spaces through purchase, commission,
donation or loan
-
Includes commentary on encouraging the inclusion of public art in
private sector developments
Table 4-5: Summary of Existing Policies Cont
Most of the Township's current policies
have been recently developed or updated.
The Township should consider including
predetermined review periods for each
policy (e.g., every five years) to ensure they
are regularly revisited to incorporate any
necessary changes. By this measure, the
Public Art, the LED Sign and Messaging, and
the Special Events Policies are due for review.
With respect to the Special Events Policy, there
was concern expressed in the community
about the complexity of the process for
vendors to secure permits for the arts
and crafts festival, and that the insurance
requirements make viability difficult (see
section 4.6.2 for insurance discussion). A more
simplified, volunteer-friendly process was
suggested along with Township assistance in
navigating the application.
With respect to funding policy, which is
now documented in the Community Grant
Program, the area of arts, culture and heritage
emerged several times in consultation as
requiring more robust support. The following
suggestions were made:
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MARCH 2023
- Including an annual allocation in
Council's budget to fund arts and culture
activities, programs and events: The City
of Tucson was provided as an example of
municipally designated funds to the arts,
where (subject to eligibility requirements)
the policy City Capital Improvement
Program (CIP) projects with high public
contact have 1% of their total project
budget - namely the planning, design and
construction - allocated for public art.22
- Historic Indigenous portage sites:
identifying these on open road allowances
to narrate heritage and support paddling
activities in the Township
Regarding the first point, the Community
Grant Program includes arts, culture and
heritage as a general category for all such
projects. The annual allocation to the Program
is at Council's discretion, and applications can
also be made for individual initiatives beyond
the annual budgeted amount, which would not
align with a fixed amount for arts and culture.
In the current policy, all five areas for funding
are treated equally in terms of potentially
successful applications and interested parties
must apply annually for consideration.
In many communities, "arts, culture and
heritage" has gained a higher profile in
recent years but lags other areas of parks
and recreation services in terms of service
development. Under the umbrella of arts,
culture and heritage there are various service
streams that are typically oriented to either
residents or visitors - although these are
not mutually exclusive markets. Arts include
active engagement in visual and performing
arts, and participant or audience/spectator
involvement. Culture and heritage focus on
22 https://www.tucsonaz.gov/files/hr/ad/7-01-2.
pdf#:~:text=It%20is%20the%20policy%20of%20
the%20City%20of,and%20construction
the historically significant processes that
have contributed to a community's unique
characteristics and are important to highlight/
enhance. An integral part of all heritage
work today is uncovering the history of the
community's Indigenous roots and telling the
story.
Community focused programs in these areas
are supplemented by initiatives geared to
visitors, especially around culture and heritage.
Visitor-related experiences are often tied
to self-directed activities. In Lake of Bays,
immediately apparent opportunities to develop
this aspect of services relate to heritage trails
and waterways and, more generally, public
art. Services related to visitor attraction can
be allocated funding through the economic
development budget. The Township, therefore,
could consider a distinct stream of funding
for arts, culture and heritage initiatives that
fall into this category - ideally as a separate
program.
The District Municipality of Muskoka's most
recent strategic priorities (October 2016) note
the following under the heading Economy:
"Collaborate with others to support new
initiatives or methods that broaden the
experiential tourism base in Muskoka including
development of the arts and culture, culinary
tourism, local food promotion, outdoor
adventure, sports, and special event sectors."23
The District also offers grants for various
community projects, which the Township
should investigate in terms of potential
applicability to intended initiatives.24
23 https://www.muskoka.on.ca/en/council/strategic-
priorities.aspx#Economy
24 https://www.engagemuskoka.ca/muskoka-
community-grants
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendations:
SD 24. Consult with volunteer groups
to identify opportunities to
simplify/help with the process
to meet requirements in
delivering special events and/
or participating as vendors.
SD 25. Consider a distinct stream of
funding for visitor-oriented
arts, culture and heritage
services that can be allocated
funding through the economic
development budget.
SD 26. Work with the District of
Muskoka to access funding
for experiential based tourism
initiatives.
SD 27. Include an appropriate
predetermined review period
(e.g., every five years) in each
policy.
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MARCH 2023
4.6.2 New Policies25
Facility Allocation Policy: Court and Ice
Facility allocation policies are beneficial to
ensuring consistency, fairness and equity in
distributing time on facilities where demand
exceeds supply. In most cases, 'excess'
demand is concentrated in prime time when
many users are interested in accessing the
same hours. The Township of Lake of Bays
could benefit from two such policies for tennis/
pickleball courts and arena ice.
As noted in the discussion on tennis/pickleball
courts, the rapidly growing popularity of
pickleball has created competition for use
of the tennis court in Van Seters Park for
both activities. Although the Strategy's
recommendations include adding to the
supply of courts to address demand, the
Township should prepare a policy to allocate
time on all courts. This is particularly important
to managing dual-use facilities. Specific
times for tennis and pickleball use should
be allocated/scheduled on courts during
prime and non-prime time, for both organized
(as warranted) and casual activity. Unlike
arenas, there is no staff at outdoor facilities to
manage use. The policy, therefore, is largely
'self-administered' and can succeed if users
are willing to work together and honour their
scheduled allocations once they are set
at the beginning of the season. As such, it
would need to be posted at courts and widely
promoted to ensure all users are aware of the
policy and its application. Monitoring the use
of facilities by activity will confirm demand
and provide indicators of need to revise the
schedule under the allocation policy.
25 Interest also emerged in the need for policy to
address the growing concern surrounding short-
term rentals and the potential impacts on housing
affordability in Lake of Bays. This is beyond the
scope of the Parks, Open Space and Recreation
Strategy.
Although demand for ice may not require an
allocation policy in the short-term, the need
may emerge as the arena is marketed and
use increases and generates competition for
available time. An ice allocation policy would
require the following general components:
- Duration of ice season (e.g., first week in
September to last week in March)26
- Definition of prime and non-prime time
- Priority allocation by type of use/user
- Process and timing for submitting annual
requests
- Process for distributing ice time,
rescheduling, conflicts, etc.
- Ensuring new users have an opportunity to
apply and receive consideration
The Township of Lake of Bays' current rates
and fees schedule notes hourly ice rates as
prime-time (adults $131, minors $121) and
non-prime time ($94). There is no associated
definition of prime and non-prime time,
likely to provide flexibility in application. For
marketing purposes, however, the policy
should be clear in the application of fees to
prime and non-prime times. Given reported
use, a reasonable definition of prime time
could be 4 p.m. to 11 p.m. on weekdays, and all
day Saturday and Sunday. All other operating
hours would fall into the non-prime time
category.
26 The balance of the year would be the arena floor
season.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Community Group Affiliation Policy
Seven (64%) of the eleven volunteer
organizations indicated interest in additional
Township support. Two groups indicated that
the Township could not better assist them, and
two reported uncertainty in this regard. Table 4
- 6 lists the responses for each area of support
listed by the seven groups.
In view of these findings, and anticipating
more community-based programming, the
Township should consider developing a policy
aimed at equity and consistency in municipal
assistance provided to volunteer groups.
It should be widely promoted to generate
awareness of the help that is available. A
Community Group Affiliation Policy describes
the services available from the Township to
registered community groups in providing
their program and services.
Areas of Interest for Support
% (#) of Groups
Marketing and promotion
86% (6)
Communicating with the municipality
86% (6)
Assistance with funding applications
71% (5)
Volunteer recruitment
57% (4)
Volunteer recognition
57% (4)
Facilitating partnerships among service
providers
43% (3)
Fundraising
43% (3)
Insurance (securing, cost, etc.)
29% (2)
Volunteer training
14% (1)
Better facility scheduling
14% (1)
Table 4 - 6: User Group Interest in Additional Municipal Support
72
MARCH 2023
what they must do to be eligible to be, and
remain, affiliated. Benefits to affiliated groups
might include:
- Marketing and promotion: distribution
of approved promotional materials at
municipal facilities and assistance with
contacts for the local media
- Grants and insurance: assistance from
municipality in securing liability insurance,
sourcing potential grants, and/or
completing applications for non-municipal
grant programs (e.g., Ontario Trillium
Foundation, private sector, etc.)
- Volunteer recruitment: posting volunteer
needs for the upcoming program season
on the Township's website
- Volunteer recognition: an annual,
municipally hosted recognition event for all
volunteers of affiliated groups
- Leadership training and development:
course rebates for community volunteer
development to a maximum amount/
person/course (e.g., $50/year) to a
maximum amount per group/organization
(e.g., $200/year), provided the course is
a core component of the organization/
group's mandate, with priority being given
to certain courses
- Facilities and equipment: free or
proportionate discounted fees for use of
facilities, spaces, equipment
The manner in which support is provided can
also vary. While not precluding assistance
to individual groups when needed, support
in some areas can be collective. Help with
accessing external funding, for example, can
include in-house training sessions on writing
grant applications.
Although not-for-profit community groups
or organizations must be registered to
receive municipal assistance, registration
does not guarantee support. A standard,
typically annual, registration/application
process for eligible groups interested in
municipal assistance "affiliates" them with
the municipality and establishes a formal,
consistent process for reviewing requests and
monitoring policy effectiveness. Municipal
staff review the applications and make
recommendations to Council for approval.
The support available is typically in-kind and
predetermined for all affiliated groups, the type
and extent of which depends on the capacity
of the municipality to provide it. Major funding
would continue to be provided separately
through the Community Grant Program.
The policy specifies criteria for affiliation and
the services available to affiliated groups.
Requirements for affiliation include items such
as delivering programs and services that align
with municipal goals/objectives in parks and
recreation as contained in documents such as
the Strategy; being an incorporated not-for-
profit group operated by a volunteer board or
executive committee; ensuring membership/
participation in the group is available to all
residents in the community; meeting criteria
to measure the merit of the group's programs/
services (e.g., does not duplicate existing
programs/services, fosters physical activity/
healthy lifestyles, etc.); the group's primary
focus is in Lake of Bays; etc.
While several of the benefits to be considered
may already be available to local volunteer
groups in Lake of Bays, it may be useful to
bring these - and others identified through
further consultation on needs - into a single
policy. It can be used to provide clarity and
consistency in terms of the range of support
services available to volunteer groups and
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
The details of this policy should be developed
in further consultation with volunteer
recreation organizations to confirm the type
and extent of required assistance to sustain/
grow their programs/events, in relation to the
Township's capacity to provide it.
Insurance
Some of the groups that organize events in the
Township expressed concern about insurance
fees and suggested developing a policy to help
groups attain and pay for event insurance.
Insurance is an area that can present a
considerable obstacle for groups and
individuals to deliver services. Insurance is
a complex topic and an ongoing issue for
Ontario municipalities. Cursory research
on this topic shows that as litigation and
insurance costs have increased over time,
municipalities have been pushed to find ways
to reduce expenditures on coverage. Moreover,
current legislation in Ontario is based on the
concept of joint and several liability, meaning
that "if a municipality can be found even 1%
responsible for an incident, property taxpayers
may be left to pay the entire damage claim."27
This puts a significant burden on the tax base
should the municipality be required to pay a
claim, with costs to the individual taxpayer
increasing as community size decreases.
The municipal costs of insurance in delivering
recreation services can be controlled by
managing risk28, which includes not offering
the service. Alternatively, passing the costs
of insurance on to the provider lessens
municipal expenditures. However, it is difficult
27 https://www.las.on.ca/sites/default/files/assets/
Risk%20Management/LAS_Municipal%20Risk_
Jan%202022.pdf
28 Anything a municipality does to help prevent
potential harm to people and property falls under
risk management.
for individual providers to carry the costs of
coverage, particularly if their services are
limited (e.g., two, one-hour programs per
week, attendance as a vendor at an annual art
show) and the intent is to deliver affordable
community programs.
The Township's Finance and Legal
Departments would handle investigating
options for reducing insurance costs for
individual providers. We are aware of an
ongoing municipal inquiry elsewhere about
blanket coverage for a 'class' of program
instructors, the costs of which would be
shared among the individuals hired by the
municipality as opposed to each instructor
having to carry their own policy. Internet
research indicates that insurance pools are
an alternative to individual corporate policies.
There are two municipal insurance pools in
Ontario - the Waterloo Region Municipalities
Insurance Pool and Durham Municipal
Insurance Pool.
74
MARCH 2023
Recommendations:
SD 28. Designate separate times
for tennis and pickleball,
organized and casual play,
ensuring equitable access to
both prime and non-prime
hours on courts through an
allocation policy.
SD 29. Anticipate the need for
an ice allocation policy if/
when demand for use begins
to create competition for
available time.
SD 30. Develop a Community Group
Affiliation Policy to clarify the
types of assistance available
to all volunteer organizations
that meet eligibility criteria.
SD 31. Investigate potential to reduce
insurance costs for community
groups and instructors
providing events and programs.
4.6.3 Other Policy Considerations
Parks and Recreation Ontario's Framework29
for Recreation Audit Tool references
several policy areas for consideration by
municipalities. These encompass the need
to address concerns regarding affordability,
diversity and inclusion. While attention may
be paid in practice to some or all of these
concerns, interest in formal policy is increasing
in practice. Over the term of the Strategy, the
Township should consider the need for policy
that addresses: affordable access to services,
and; diversity and inclusion.
Recommendation:
SD 32. Consider the need for policies
that address affordable
access, diversity and inclusion.
29 https://www.prontario.org/public/policy/
Framework%20Audit%20Tool%20V%201.pdf
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
4.7 Service Planning,
Monitoring and Evaluation
4.7.1 Service Planning
Service planning and evaluation is an ongoing
process that assists in aligning service
provision to community needs through
evidence-based decision-making. The initial
step to implementing a comprehensive
planning process in Lake of Bays will be
activating a recreation management software
system. As noted above, the management
software will provide the basis for planning,
and build upon a comprehensive picture of
existing assets and services.
As a 20-year Strategy, it will be important to
monitor use and demand for services and
relate these indicators to facility provision.
As the discussions in other sections of the
Strategy indicate, there is a need to focus
on increasing existing facility use through
both marketing and program development.
Similarly, forecasted population growth
alone is not anticipated to generate sufficient
demand to warrant new facilities. In the later
years of the Strategy, however, the combined
results of growth, service development, and
marketing - along with unforeseen changes -
may result in changes to facility requirements.
This could comprise additions to supply or
repurposing existing assets. As noted in
the 2013 Capital Asset Review, for example,
repurposing may be the long-term preference
for the arena following efforts to optimize its
use. A comprehensive update of the Strategy,
therefore, should be conducted in ten years.
By that time, planning and evaluation activities
of recommendations will be well established
and can contribute to an assessment of need
for facility improvements/additions to take the
Township to the year 2041.
There are currently many volunteer community
groups and other non-municipal agencies/
organizations involved in service provision in
the Township. Collectively, these organizations
contribute programs and/or events, and
financial support for park/infrastructure
development. In an indirect service delivery
model, community-wide involvement is both
necessary and to be encouraged.
Through the new Program Developer/
Coordinator, the Township can take a
leadership role in convening/coordinating the
various parties in planning future services and
the role each will play in implementation. A
collective approach to this work can contribute
to greater communication and connectivity
among all contributors, enhanced awareness
of the full 'roster' of assets and services within
the Township, and ensuring that needs and
potential opportunities are less likely to be
overlooked. Planning activities should focus
on:
- Verifying community service needs/
demands
- Determining which of these can be
addressed
- Detailing the program/service response
by area (parks, trails, waterfront areas,
facilities, programs, and/or delivery)
- Determining the delivery method and, if
appropriate, the organizations to share in
provision
- Developing budgets to support the
action(s)
Collaborations among participating
organizations should emerge in response
to specific required actions, which may be
continuous or self-limiting, depending on the
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MARCH 2023
initiative. Organizational contributions to an
initiative will depend on the specific project
and each party's role in its execution.
The number of sessions per year in which all
participants should engage can be determined
collectively. At least one full-group session per
year, however, would be required - and likely
supplemented by smaller group meetings
throughout the year to deal with specific
topics emerging from the collective session or
unforeseen issues. Special events, for example,
may require separate groups/sessions and
include the business community in planning
activities.
The first planning activity noted above,
"verifying community service needs/
demands," will involve periodic research to
clarify program and service needs by age
group, content and delivery method. The
Strategy's surveys revealed areas of interest
that can be used as starting points for further
investigation with the community. Those that
emerged as most preferred and can be offered
most easily should be pursued first. Moreover,
programs that can potentially address several
areas of interest simultaneously should be
considered in the early stages of new service
development.
4.7.2 Monitoring and Evaluation
Ongoing service monitoring and evaluation
will also inform planning to address needs
as they evolve and to gauge the success of
programs, events and services after-the-fact.
For programs and services facilitated by the
Township, an internal evaluation process will
be needed. The Township's new recreation
management software can generate
information on a variety of variables to use in
service planning.
Use of all Township facilities should be tracked,
even if other organizations/agencies are
responsible for renting or programming them.
As appropriate, the following information
should be collected and documented for
scheduled facilities:
- Where the same facility is used for different
types of programs/rentals, each should be
tracked separately (e.g., arena ice, arena
floor, hall rental/use with kitchen, kitchen
rental/use, etc.)
- Hours of prime-time and non-prime time
use, which will vary by type of facility
- Description of type of use (e.g., private
rental, minor hockey, fitness instruction,
etc.)
- Requests for use that cannot be
accommodated with available facilities
Monitoring use of non-scheduled facilities
(or times which are not scheduled) such as
tennis and pickleball courts will help confirm
use for different activities and the need for
improvements to scheduling or additions to
supply. These facilities can be visited on a
random, rotating basis throughout the year
to record use levels and types. As outdoor
facilities are used largely in the summer, this
task could be assigned to a student position.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
apparent over time. For example, the
expectation that more people will continue
to work from home on flexible schedules can
be anticipated to translate into greater levels
of demand for recreation programs/access
to facilities in traditionally non-peak times.
Monitoring these factors will contribute to
verifying anticipated changes in recreation
service needs and requirements to adjust
municipal delivery responses to demand.
Parks and Recreation Ontario's Manual
entitled Measuring Customer Value and
Satisfaction for Parks and Recreation is
a practical guide to supporting service
evaluation work. As noted in the Manual, it
is "intended to enable providers of parks and
recreation to easily and consistently assess
customer value and related issues. [It] includes
a common set of core questions and an
enhanced set of questions that can be used by
providers to evaluate the effectiveness of their
programs and services, as well as advice on
approaches to administering surveys" (p. 1).30
30 https://www.prontario.org/public/training/
Measuring%20value.pdf
Program and event participation information
should also be collected and tracked over
time. As appropriate to the intended outcomes
of individual programs/events, variables
such as registration, attendance, program
completion, age(s) of participants and location
of residence, seasonal/permanent resident
participants, etc., should be documented and
used for planning/designing services and to
identify trends over time.
The ability to evaluate progress will require
annual targets that can be measured. For
example, a program objective for an upcoming
budget year may be to introduce four new
programs in areas of particular interest
emerging from the Strategy's consultation.
Each new program is essentially a pilot and
should be evaluated upon completion to
determine future options to continue - with
any required adjustments - or discontinue.
The results of each year's programming
would provide the basis for reporting on
outcomes and planning for the upcoming
year. In addition to the 'statistics' noted above
for collection, the experience of participants
and volunteers should be evaluated to identify
areas where both can be improved.
While the Township can ensure these types
of data are collected for its services and those
of organizations that use its facilities, joint
planning activities can best be supported by
comparable information from participating
non-municipal providers. As part of joint
planning, all parties should determine
how each can contribute to monitoring
and evaluating services to be able to make
effective decisions.
Many commentators are predicting permanent
shifts in the demand for recreation services
post-COVID, and the need for municipalities to
respond accordingly. The actual implications
of the pandemic, however, will only become
78
MARCH 2023
Recommendations:
SD 33. Institute collaborative
program/service planning
on a regular basis with
other existing and potential
providers, including invitations
to participate as need or
opportunity arises.
SD 34. Institute ongoing service
monitoring and evaluation
to inform service planning
in the areas of facility/space
use, programs and events,
and participant and volunteer
experience.
SD 35. Develop annual planning
targets to allow outcomes to
be measured and reported.
SD 36. Use new management
software to develop
comprehensive system-wide
data collection to inform
ongoing planning/evaluation
work.
SD 37. Conduct a comprehensive
review and update of the
Strategy in ten years.
Baysville Library
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MARCH 2023
5.0 Facilities
5.1 Introduction
Although Lake of Bays is extremely well
favoured with natural outdoor assets for
self-directed recreation, the supply of indoor
facilities and outdoor facilities for scheduled
activity is limited and generally underutilized.
At the same time, Huntsville and Bracebridge
are well supplied with a range of recreation
facilities that Lake of Bays residents use and
are also home to many local leagues.
Over two-third (67% or 134) of random
telephone survey respondents reported
using recreation services in the Township
of Lake of Bays and area communities as
part of organized programs or activities. Of
these, 68% go to Bracebridge, 57% go to
Baysville, 26% go to Dorset and 17% go to
Dwight. Among the 155 respondents to the
online survey, a majority (53% or 82) indicated
that they or others in their household use
recreation services in the Township and/or
surrounding communities.
Participants in consultation activities noted
that many residents from the Township
travel to Huntsville and/or Bracebridge for
swimming, hockey, tennis, badminton and to
attend sports tournaments, and that a new
arena in Bracebridge may attract more use
from Lake of Bays. At the same time, there
was support for improvements to Township
facilities and programming to reduce
residents' need to leave Lake of Bays for
recreation services.
Among 145 respondents to the online resident
survey, 51% (74) indicated they would use
additional recreation programs/opportunities
if they were provided. A somewhat smaller
proportion (42%) were uncertain and 7% (10)
reported they would not use them.
Among those indicating interest in new
recreation programs/opportunities, those
that were most frequently selected from the
lists provided, and that require facilities to
accommodate organized activity are:
- Sport/fitness activities including outdoor
ice activities (43%), group fitness classes
(39%), arena ice activities (38%), court
sports (26%), gymnasium sports (24%),
from a total 74 respondents
- Non-sport activities including wellness
programs (69%), visual arts (47%), artisanal
(47%), learning / self-improvement /
interest (44%), performing arts (32%), from
a total 62 respondents
Five of ten groups reported use of indoor
or outdoor facilities in neighbouring
municipalities to run their programs, activities
or events. The reason most frequently cited
for this was that the facilities used are closer
to most of our participants (100% or five
groups), followed by Lake of Bays Township
facilities are not available when we need them
(one group), and other facilities used can
accommodate tournaments or events (one
group). Rescheduling Township facilities might
address availability relatively easily, while
the primary reason of proximity is one that is
difficult to influence.
Of 11 user groups, six and four provided
information on current facility use within the
Township and future need, respectively. These
findings are shown in Table 5 - 1. Among
these groups, halls, arena ice and kitchens
are the most heavily used now for scheduled
activity.31 Arena ice and general program
space (collectively) is expected to be needed
in future to accommodate growth in program/
31 Does not include waterfront facilities and trails,
park amenities, etc. used for self-directed activities,
which are discussed elsewhere in the Strategy.
81
Table 5 - 1: Use Of, and Need For, Facilities for Group Programs/Activities or Events32
32 The Baysville Curling and Bocce Club did not respond to the user group survey, and provided the following
information later in the process: Our location is well suited to integration and co-ordination with Township services,
being situated beside the existing arena, library and community centre (that being also the same hub as the
Baysville Seniors Centre and where the report notes the potential for future facilities such as a splash pad). The
Club has a lounge, kitchen and bar (with a liquor license).
Facility
Current Use (total
responses from 6 groups)
Future Need (total response
from 4 groups)
Hall
4
Arena Ice
3
2
Kitchen
3
Arena Floor
1
Seniors' Centre
1
Gymnasium
1
Outdoor Rink
1
Auditorium
1
Large Multi-Purpose Space
1
Meeting Space
1
Storage
1
participation. Overall, however, anticipated
future need is relatively limited. With the
possible exception of access to arena ice in
future, which may become more restrictive
during prime-time if marketing efforts generate
increases in use (see Section 4.1), available
facilities should be able to accommodate
higher levels of use - especially for activities
requiring non-specialized spaces.
Facility needs are addressed under the
following headings:
- Lake of Bays Community Centre
- Dwight Community Centre and Library
- Seniors Centres
- Kitchens
- Outdoor Tennis/Pickleball Courts
- Facility Upgrades/Improvements
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MARCH 2023
5.2 Lake of Bays Community
Centre, Baysville
The Community Centre was constructed in
1978 and comprises an arena with a 185' x 85'
ice pad (OMHA standard), six change rooms,
a referee room, and concession. The seating
capacity of the arena is 1,650. The community
centre component includes a library, a
weight room, meeting room, and a hall with a
249-person capacity, a commercial kitchen,
and bar. The Centre is fully accessible with an
elevator.
The ice pad is well used from 4:00 pm to
11:00pm from October through March. Use
at other times is minimal. Over time, arenas
in larger communities in the area - including
those in Huntsville, Bracebridge and
Gravenhurst - have attracted the greatest
share of the market for ice use. Newer,
larger facilities combined with the trend
to regionalization of hockey leagues has
detracted from the use of the Township's
single pad arena. The new twin pad facility in
Huntsville has been particularly detrimental to
use levels at the Community Centre, and a new
arena is also being developed in Bracebridge.
During the non-ice season, the pad is used
for pickleball, ball hockey and lacrosse. The
fitness/workout room is generally well used.
The main hall is primarily rented for events. A
local fitness instructor is a regular user of the
hall, and a percentage contribution of program
fees is an important source of revenue for the
Township.
The 2013 Capital Asset Review recommended
1) exploring opportunities to increase
non-prime time and summer arena floor
use to help offset costs, and 2) considering
repurposing the arena should ice demand fall
lower. To support the first recommendation
and the general underuse of facilities, the
report suggested developing a marketing plan
for all municipal facilities to generate increased
use. When the Review was completed, the
Township initiated efforts to market its hall
facilities, and for weddings specifically. Plans
for this work, however, were precluded by
COVID when all rentals - and marketing shows
to promote facility rentals - were cancelled.
The Strategy discusses facility marketing in
section 4.1.
Given the findings for the Strategy, the 2013
recommendations are even more relevant. The
Township wants to ensure the Centre's future
as an important community asset in view of
trends in the larger market, and more generally,
those that are eroding its role as the focus of
community recreation. This trend is not unique
to Lake of Bays. Many small municipalities
with older arenas that are part of larger
'markets' for recreation services are faced
with difficulties in ensuring the future vitality
of these spaces as community recreation
hubs. The need to 'market' the Centre will be
important to sustaining and growing use of its
various components. Areas to consider in a
coordinated marketing initiative include:
- Focusing on smaller organizations that
require ice time - and particularly prime-
time ice - and may not be able to access
preferred times in larger centres due to
high-priority users, may not need access to
larger ice pads/higher levels of amenities
and/or are not able to afford higher fees for
ice time at other area arenas
- Focusing on a segment of users within the
larger arena market to make the Baysville
Lake of Bays Arena their home base (e.g.,
girls/women's hockey)
- Promoting the commercial kitchen for
rentals outside those associated with
social event hall use
83
- Continuing to market the hall for social
events, as noted above, and focusing
on developing programs that can be
accommodated in this space
Marketing the hall will benefit from upcoming
renovations aimed at making it more attractive
for rentals. The Township and community
fundraising has totaled $41,000 to date, and
once $50,000 is reached, a grant application
for an equivalent amount will be submitted.
As an older facility, periodic capital investment
is required to maintain and extend the life
of the Centre's components. Replacing
the arena's ice refrigeration system was
in the Township's capital budget for 2024.
A provincial grant of $500,000, which was
received in 2022, moved this work forward to
2023. The upgraded ice plant has extended the
life of the arena and provided a more efficient
and environmentally friendly operation. The
ten-year capital plan shows a total investment
of $1,205,900, of which $865,000 was allocated
in 2022, $217,000 in 2023, and the balance in
2025.
Future upgrades will also be needed for other
components, including the air conditioning
system. Additional office space is also needed
for staff, which would require reconfiguring the
existing office/lobby area. A potential option
to achieving this could be to incorporate the
concession into the administration space.
As concessions become more difficult to
operate on a regular basis, municipalities are
increasingly looking at other food service
options such as more extensive vending
machine provision, and vending trucks for
major events. As part of this investigation, the
feasibility of moving the workout space to the
main level, and adding equipment, should also
be considered. These areas are increasingly
located in open spaces within buildings to
visibly promote the service and to "activate"
the environment with people doing their
workout routines.
Recommendations:
F 1.
As part of a comprehensive
marketing strategy for
the Township's parks and
recreation system, market
the Lake of Bays Community
Centre to establish a niche in
serving the area's need for/use
of arena and hall facilities.
F 2.
As part of future upgrades,
consider reconfiguring the
existing office/lobby area to
provide more administrative
space.
F 3.
As part of future upgrades,
investigate the feasibility
of providing an open, larger
workout/weight area on the
main level.
F 4.
Develop programs that are
amenable to the spaces
available at the Community
Centre.
5.3 Dwight Community
Centre and Library
The Community Centre was constructed in
1988 and comprises two major facilities: a hall
with a 289-person capacity with a commercial
kitchen, and bar, and the main library. The
Centre is fully accessible.
The 2013 Capital Asset Review included two
recommendations for the Centre: 1) expanding
storage capacity (for tables and chairs,
etc.) 2) expand the Library, as it is nearing
capacity. The Library's website notes, "Since
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MARCH 2023
accessibility, and other code-related issues.
In view of these factors, the following points
should be considered in developing the plans:
- If a two-storey option is advanced,
the possibility of housing the library
component on two levels would reduce its
overall footprint and allow for the retention
or possible expansion of the component
of the building available for recreation
purposes.
- If additional program space is added, it
should be designed as multi-purpose for
both library and recreation programming
(e.g., sprung floor) and located between the
library and the hall with access from both
areas.
- The need for other designated spaces (e.g.,
Seniors Facility) should be incorporated
within the overall design.
- The design should address the need
for additional storage as noted in the
2013 report. Secure storage will also be
important to new program uses of the hall/
multi-purpose area.
Including multi-purpose space in future
development plans in this manner will likely
require an agreement between the Township
and the Library for joint development and use
of this component of the building.
Recommendations:
F 5.
Ensure future plans to
expand the Library at Dwight
Community Centre retain the
Hall or, ideally, add multi-
purpose recreation program
space in the overall design.
F 6.
Consider a joint development
and use agreement with the
Library for a shared multi-
purpose component of the
building.
2009, programs have increased by 310% and
participation is up 257%. WiFi usage has
increased 218% since 2010."
The 2015 Municipal Building Review - Public
Use Buildings (Summary Report) proposed
three options with respect to the future
space needs for two facilities - the Dwight
Community Centre and Library and the
Municipal Office and Council Chambers.
Option 1 recommended no change to the
buildings in the short term and to consider
Options 2 and 3 in one to five years. Option 2
addressed the Municipal Offices. Option 3 was
specific to the Dwight Community Centre and
Library and noted,
"The Library currently relies on the
Community Centre facilities for regular
operations, but the space layout is
not optimal for Library functions. [The
report] suggested that reconfiguration
and optimization of the building appears
feasible, but only with a reduction in the
Community Hall's capacity."
An expansion plan for the library was prepared
in 2018 but did not go forward as proposed.
The library is currently investigating other
possible options to meeting its expansion
objectives but there are currently no definitive
plans. There may be interest in developing
a community hub to house a variety of
community services in addition to the library
(e.g., municipal office space, EMS services,
etc.) From a recreation facilities perspective,
expansion plans should, at best, look for ways
to increase community program space or at
least not result in a reduction in hall space/
amenities (e.g., kitchen), which will detract
from the limited amount of existing space
and its flexibility. At the same time, available
information suggests increasing the building
footprint will be restricted due to septic,
85
5.4 Seniors' Centres
There are four small seniors' centres in the
Township: Baysville Autumn Leaves, Dwight
Lakeview, Dorset and Port Cunningham. Each
of these centres is governed by a 99-year
lease, at $1.00 per year, that will expire in 2099.
Operating and capital expenses are paid
annually by the municipality to maintain the
structures at a reasonable standard. Revenues
are retained by the respective seniors'
organization, including those that come from
rentals to other users. The 2013 Capital Asset
Review indicated that, although these centres
are important facilities, they are expensive
to maintain and operate and are not used to
capacity at peak times of the day or seasonally.
In the years since 2013 (excluding COVID
closures) use of the centres has remained
below capacity.
The ten-year capital budget allocates $73,000
to the seniors' centres to 2025. Repairs/
upgrades to Dorset Seniors Centre and
Autumn Leaves Seniors Centre have been
deferred pending the completion of an Asset
Management Plan (see section 5.7). As older
buildings, it is recognized the Plan could
project significant costs to sustain these
buildings over the long term - leading to the
need to review investment in conjunction
with possible options to better meet the need
for seniors' facilities. Regardless of long-term
decisions affecting the future of seniors'
facilities, there is merit to considering ways
to better use these spaces now for recreation
programming purposes.
A limited indoor facility supply in the Township
points to the need to optimize use of those that
are available. Spaces that sit idle also increase
net costs to provide them. The Township is
bound by the long-term leases it has entered
with the four seniors' groups, which largely
restricts access to these facilities to these
users. At the same time, each building serves a
small membership and is not well used. Efforts
should be made, therefore, to work with the
seniors' groups to make the centres available
for other uses, including intergenerational
programs, arts, learning, yoga, etc.
Opportunities to move seniors' involvement in
service provision in a different direction could
also be explored. One of the groups could, for
example, operate a community arts centre in
its facility under the current lease agreement.
Intergenerational programming, led by
the seniors' groups, is another possibility.
The Baysville Autumn Leaves Centre has a
commercial kitchen that could be used for
programming outside senior use hours.
Recommendations:
F 7.
Notwithstanding the terms
of the long-term lease
agreements and decisions
precipitated by the Asset
Management Plan, investigate
opportunities to adapt
seniors' centres to program
for other age groups, including
intergenerational activities.
F 8.
Investigate opportunities to
move seniors' involvement in
service provision in different
directions under the existing
lease agreements.
F 9.
Use the commercial kitchen at
the Baysville Autumn Leaves
Centre for programming
outside senior use hours.
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MARCH 2023
idea. All these locations have a Food Service
Establishment permit issued by Manitoba
Health."34
Culinary and nutrition programs are other
potential uses for community centre kitchens.
Culinary programs could be offered by local
providers who work in the food sector (e.g.,
restaurants, bakeries, etc.). Nutrition programs
can be developed in consultation with Public
Health.
Use of Township kitchens for nutrition/culinary
programs or rentals for commercial activities
should be monitored separately from that
associated with hall rentals for social events.
This will allow the municipality to track trends
in use levels and as indicators the local market
for this type of use, and associated revenues
from rentals.
Recommendations:
F 10.
Consult with Simcoe Muskoka
Public Health Unit to
investigate the potential to use
the large community centre
hall kitchens for community
programming and food
producer rentals.
F 11.
Initiate separate schedule for,
and track, use of kitchens for
programming and commercial
uses.
34 https://www.gov.mb.ca/agriculture/online-
resources/community-kitchens-listing.html
5.5 Kitchens
Historically, community centre kitchens
have typically been provided as facilities to
supplement the use of associated halls and
are not used at other times. Increasingly,
however, municipalities are also using their
kitchens for community programs and for
revenue generating purposes during idle
periods. There are five commercial kitchens in
Township facilities - one at Dwight Community
Centre and four in Baysville - that should be
considered for this purpose.
A Health Unit certified kitchen can be used
for a variety of food, culinary and nutrition
programs, as well as projects/activities related
to communal and/or commercial use of the
kitchen. The Township of North Glengarry
has embarked on a rental initiative for food
producers. Their website notes:
"Now accepting bookings: The Township
of North Glengarry has partnered with the
Eastern Ontario Health Unit to launch the
new "North Glengarry Community Kitchen"
pilot project. This initiative will enable food
producers to rent time at the North Glengarry
Community Kitchen, located at the Maxville
& District Sports Complex (25 Fair Street,
Maxville) so that they can produce food items
for resale. The cost is $50 per day and food
producers are required to have their Food
Handlers Certificate and have their recipe
validated by the EOHU."33
Other provinces appear to be considerably
farther ahead in this area. The Government of
Manitoba lists approximately 60 locations to,
"Rent a local commercial community kitchen
to help further develop your food product
33 https://www.northglengarry.ca/en/things-to-do/
community-kitchens-program.aspx
87
5.6 Outdoor Tennis/
Pickleball Courts
The Township currently accommodates indoor
pickleball during the summer on the arena
floor in Baysville. During the winter, play moves
indoors to the Community Centre hall. The
Dwight Community Centre hall is used year-
round. There is currently one outdoor tennis
court in the Township at Van Seters Park in
Baysville that also accommodates pickleball.
There have been conflicts, however, between
tennis and pickleball players over shared use
of the court.
Trends show that pickleball participation has
been growing exponentially across North
America in recent years and appears not to
have yet peaked. Pickleball Canada notes, "the
number of players across Canada has grown
from 6,000 to 60,000 in the past 6 years and
the number of courts increased approximately
10 times...Every U.S. state and all Canadian
provinces now have pickleball venues. The
known places to play total of 6,885 at the end
of 2018 represents (sic) an increase of 1,016 or
approximately 85 locations per month."35
There are a number of factors that will likely
support continued growth in pickleball
participation, including:
- Its recognition as a legitimate sport,
with both recreational and competitive
categories
- Play, in terms of rules and physical intensity,
is relatively easy
- An all-ages appeal
- National organizational commitment to
growing participation
35 https://www.usapa.org/wp-content/
uploads/2019/02/2019-Pickleball-Fact-Sheet.pdf
- It can be played year-round indoors and
outdoors, with appropriate facilities
- Participants report that it is fun as well as
physically beneficial
The experience of other municipalities
indicates that pickleball courts are currently
among the most requested new facilities in
Ontario communities.
Data in Table 5 - 2 from a 2018 study on
frequent players36 show the appeal of tennis
to youth and young adults, as well as its
potential to engage newcomers to Canada in
community sport.
36 https://www.tenniscanada.com/wp-content/
uploads/2019/07/04.-Tennis-Participation-Data-
and-Statistics-to-Assist-in-Facility-Planning.pdf
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MARCH 2023
Table 5 - 2: Canadians Who Played Tennis at Least Once a Week During the Tennis Season in 2018
Participation Levels
2,936,000 Canadians, 8% of Canadians
Breakdown by Gender
Male: 58% Female 42%
Breakdown By Age
6 to 9
9 to 11
12 to 17
18 to 34
35v to 49
50+
2%
5%
25%
38%
22%
7%
Additional Facts
67% of participants over 18, have children under 18 at home
18% were born outside of Canada
Although court sports did not emerge as
activities of high interest in the surveys,
Township staff indicate pickleball demand is
high in Lake of Bays, based on calls received.
This is in keeping with broader trends and
suggests the need to improve access to
facilities for this sport. At the same time, this
should not occur at the expense of tennis
facilities, which are also required to meet
residents' needs.
A single outdoor court is insufficient to
both maintain access for tennis players and
accommodate the rapid increase in demand
for pickleball - the latter of which is creating
animosity between the two types of users at
Van Seters. Additional courts are required and
the potential to upgrade the Dwight outdoor
rink to both provide courts for summer use and
enhance the facility for ice-related uses should
be investigated.
Assuming the current agreement with the
School Board governing the maintenance and
operation of the Dwight outdoor rink can be
appropriately amended (see section 4.0), the
Township can issue an RFP to hire a qualified
professional (e.g., landscape architect) to
prepare a design and construction drawings
for an RFQ to be issued to engage a contractor
to do the work based on the approved
drawings. Facility-related items to include in
the call for proposals include:
- Replacing the grass base with a concrete
pad for year-round use, with courts lines
or both tennis and pickleball (and flush
portable net footings)
- New dasher boards
- A roof to provide shade in summer and to
protect the ice from snow and sun in the
winter
- A new warming/change hut with storage
for needed equipment
89
A north-south orientation is preferred to
minimize sun glare on courts, although this
might not be a concern if the rink is roofed. The
total play area for a dual court comprising one
tennis and four pickleball courts is 120' x 60',
which would fit in a north-south orientation
on the rink pad (visually estimated to be
comparable to a standard outdoor NHL rink of
200' x 85').
This approach represents investment in
additional and improved facilities for year-
round use. Moreover, the rink is already
lit which will maximize available time. It
also partially aligns with the 2013 Capital
Asset Review recommendation to "develop
multi-purpose courts for non-ice season
use at existing outdoor rink (Dwight)." When
determining locations for pickleball courts, it
is also important to consider the distance from
surrounding residences. Municipalities are
now frequently dealing with noise complaints
from residents living near pickleball courts
who are irritated by the sound of the paddles
hitting the ball. Dwight outdoor rink is not
immediately adjacent to residences, which
should address this potential concern.
While multi-purpose (or more specifically
dual-purpose) courts are becoming the norm
now in response to pickleball growth, Lake of
Bays has only one tennis court. Retaining Van
Seters as a tennis only location will address
the current conflicts between users here
and ensure the continued availability of one
court for tennis exclusively. Alternatively, as
suggested in the 2013 Review, the courts in
both locations - Dwight and Van Seters could
be designated and set up as dual-purpose
facilities. At any site that supports dual-use
facilities, a court allocation policy will be
needed to distribute time between tennis and
pickleball. Allocation policy is discussed in
Section 4.6.2
Monitoring the use of facilities by activity
will be important to confirming demand,
and determining the need to either adjust
scheduling to equitably accommodate both
types of use or to add courts to supply. The
Van Seters court should be resurfaced in
the short-term, for which the Township has
budgeted $30,000. If warranted in the long
term, an additional tennis only court could
be added at Van Seters Park. Outdoor courts
serve both permanent and seasonal residents
during peak summer months and, therefore,
may reflect a relatively higher level of demand
than indoor, winter use facilities.
Beyond these additions/improvements,
if more courts are required to meet future
demand for pickleball, it is recommended
that a four to six court facility be considered
for both casual and organized activity.
Multiple courts in a single location will enable
tournament play, which offers potential to
optimize use, support the establishment/
growth of community-based, organized
activity, and generate revenues through area
tournament hosting.. As noted above, locating
pickleball courts should consider the distance
from residences to minimize the impact of
noise during play.
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MARCH 2023
Recommendations:
F 12.
Upon amendments to the
agreement with the School
Board, issue an RFP to
redevelop the rink through
upgrades, the addition of a
concrete pad for pickleball/
tennis courts, a roof to protect
the rink/courts from sun/snow
throughout the year, and a
new change hut/storage shed.
F 13.
Resurface the Van Seters
tennis court.
F 14.
Once pickleball courts are
available, designate the Van
Seters court exclusively
for tennis, and if demand
warrants, add another tennis
court here.
F 15.
Monitor use of both tennis
and pickleball courts to
confirm demand for additional
facilities and/or dual use
scheduling of existing courts
to equitably accommodate
both uses.
F 16.
If required over the long-
term, develop a four to six-
court pickleball court facility
for casual and organized
activity, considering the higher
number of courts to be able
to accommodate tournament
play, and a location removed
from residential areas.
5.7 Facility Upgrades/
Improvements
5.7.1 Multi-Year Accessibility Plan
The Township of Lake of Bays Multi-Year
Accessibility Plan, 2018-2023, includes
initiatives to become a barrier-free community.
It reflects a commitment to create a
community free of physical, attitudinal, and
social barriers by the year 2024. The Design
of Public Spaces Standard is most relevant to
physical infrastructure for recreation. Priorities
projects for 2021 to 2023 under this Standard
include:
- Completed 2021: Zoning By-Law amended
to regulate number of accessible parking
spots throughout the Township.
- Completed in 2022:
» Purchase 2-3 additional accessible
portable toilets
» Install an automatic public access
door for the Dwight Community
Centre
» Install new accessible toilets (24" in
height) at the Dwight Community
Centre
» Install a ramp at the Tourism Booth at
the Municipal Office.
- Planned completion 2023:
» Dependent on grant opportunities -
possible proposal for a Mobi mat at
Dwight Beach
» Paved pathway to the gazebo at the
Municipal Office as a meeting area for
staff and the public.
91
» Continue efforts to review buildings
and properties to identify and
improve accessibility
The Township, through its Accessibility
Working Group, monitors and evaluates
accessibility initiatives and changes to
applicable legislation and/or regulations.
Changes to policies, plans and initiatives are
incorporated, as required. The current Plan
will be updated in 2023 to cover additional
required improvements/upgrades to achieve
AODA accessibility standards.
5.7.2 Asset Management Plan (AMP)
The Township is currently preparing a
comprehensive Asset Management Plan
to "assist the Township in making the best
possible decisions regarding the building,
operating, maintaining, renewing, replacing
and disposing of infrastructure assets" (RFP,
p.5).
All indoor recreation facilities will be included
in the Plan, which will address the following:
current levels of service, analysis of asset
inventory, performance levels, lifecycle
activities and costs to maintain current levels
of service and impacts of growth on current
service levels. The Plan will consider the same
factors with respect to proposed levels of
service and will provide a supporting ten-year
financial strategy. The costs associated with
managing Township recreation assets that are
determined by the Plan will be in addition to
those identified in the Strategy.
Depending on the current condition of the
buildings assessed, and the anticipated costs
to upgrade, repair and maintain (or increase)
levels of service over the long-term, the
AMP may point to merit in decommissioning
facilities. In cases where this is determined
to be the preferred direction, future plans to
develop new facilities (e.g., Library expansion)
should incorporate space needs that may be
displaced by facility retirement. Leases for the
seniors' centres stipulate this consideration
should the buildings be removed from facility
supply.
Recommendations:
F 17.
Continue to implement AODA
improvements/upgrades as
itemized in the Multi-Year
Accessibility Plan (2018-
2023) and update the Plan for
the period beyond 2023.
F 18.
Incorporate the conclusions
and recommendations of the
Asset Management Plan for
recreation facilities in planning
and budgeting processes.
This page has been left blank intentionally.
93
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
6.1 Introduction
The Lake of Bays Official Plan is clear on the
importance of parks, open space, trails, and
water access in the Township:
"Open Space in its broadest sense
includes not only active and passive
parkland and recreational trails, but
also water corridors and access points
to the water, as well as environmentally
and culturally important sites and
areas. Open space plays an important
role in the definition of the character of
the Township, the preservation of the
landscape and environment, and it also
contributes to tourism and adds to the
quality of life for the residents of the
Township. Public access to the water is
particularly important in providing the
opportunity to share this public resource.
Such access points should be clearly
identified to avoid trespass situations on
private property." ( vC.26)
The approach to this assessment is to reflect
the Township's priorities of protecting,
improving, and celebrating the local natural
resources - priorities that have been echoed
in other municipal strategies related to culture
and economic development, as well as echoed
throughout the community consultation
process.
In addition to this focus, special attention is
also given to the top improvements needed
to these spaces as identified in the resident
surveys (Table 6 - 1 and Table 6 - 2). The top
improvements identified for both parks and
waterfronts were the same in both surveys:
Picnic tables/seating areas, trees/shade
structures, and washrooms/change rooms/
water fountains. Waste receptacles and
parking were additional notable mentions.
This section begins with high-level
assessments and recommendations that apply
to all parks, open spaces, waterfronts and
trails:
6.2 Parks and Open Space Classification
6.3 Parks and Open Space Supply and
Distribution
6.4 General Parks, Open Space, and Trail
Recommendations
Then, recommendations for specific sites are
presented in the last section:
6.5 Site-specific Recommendations
6.0 Parks, Open Space, Water Access Points,
and Trails
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MARCH 2023
Online
Telephone
-
More/improved trail heads 77.8% (35),
-
Signage/wayfinding 62.2% (28),
-
More information about trail system as a whole
60% (27)
-
More maintenance 68% (15)
-
Signage and wayfinding 41% (9)
-
Better separation of uses and monitoring of
said uses 32% (7)
Table 6 - 2: Top Improvements Needed to Trails from the Random Telephone and Online Resident Surveys
Improvement Needed
Random Household Survey
Response
% (number of respondents)
Online Household Survey
Response
% (number of respondents)
Picnic tables seating areas
63.3% (74)
65% (130)
Trees/shade structures
60.7% (71)
66% (132)
Washrooms/change rooms
51.3% (60)
59% (118)
Table 6 - 1: Top Improvements Needed to Waterfronts and Parks in Lake of Bays, from the Random Telephone and
Online Surveys
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
land-use designation discussed in the Lake
of Bays Official Plan. There will be overlap
between types of land uses across all park
typologies. In this Strategy, park typologies are
defined primarily by size and the presence of
parking and washroom facilities - rather than
land use.
6.2 Parks and Open Space
Classification
Park classification systems define the
elements of a park, such as uses, service area,
size, and provision target. This information
helps to understand and plan for the spatial
distribution of parks and future parkland
requirements, as well as helping to guide
future park acquisitions/disposals and
development of the overall parks system.
Lake of Bays has a parks classification system
outlined in By-law 12-096: By-law to Regulate
Public Parks. However, this park classification
did provide detail on the reason for assigning
parks to categories, and did not outline the
above elements. For those reasons, and
because there have been many changes in
the Township over the past 10 years, we are
recommending an updated park classification
system with the following four typologies:
- Major Parks
- Neighbourhood Parks
- Parkettes
- Semi/Undeveloped Open Spaces
Table 6 - 2 lists the park classification
typologies along with their description, current
provision, design and use considerations,
and parks assigned to that typology. The
current provision is determined using 2021
permanent and seasonal population data
(7,540). It should be noted that some parks
are assigned to a typology may not presently
meet its criteria. For example, some parks may
be missing amenities that are necessary to
their assigned typology. However, once the
park recommendations from this Strategy are
completed, all parks should meet the criteria
of their typology. Additionally, this proposed
parks classification is separate from the
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MARCH 2023
Name
Description
Current
Provision
Examples of Design,
Facility and Amenity
Considerations
Parks in this Typology
Major Park
A park used by the
whole Township as
well as visitors. May
host events.
Mixture of active and
passive uses
Generally 1.2 ha in
size or greater
Can feature a mix of
manicured, natural,
and hardscape
surfacing
11.1 ha per
1,000 people
(approx.)
(83.5 ha total,
most of which
is contained at
Oxtongue Rapids
and Echo Valley)
Should include parking,
washrooms, signage, waste
receptacles, park sign, and
if possible, a water fountain
or bottle fill station
Amenities can include
beaches, ice rinks/loops,
facilities for physical
activity (e.g., skate parks,
tennis and pickleball
courts, basketball courts
etc.) change room facilities,
play equipment, public
art, habitat enhancement
features, interpretive
signage, monuments, and
stages/band stands.
These parks should be
top priority for making
accessibility upgrades (e.g.,
for seating, paths, and play
equipment).
Baysville
-
Baysville Riverfront
(Riverfront trail,
Robertson Parkette, &
Grist Mill Parkette)
-
Baysville Dam Park
-
Centennial Park
-
Lake of Bays
Community Centre
Park
-
Van Seters Park
-
Norway Point Park
Dwight
-
Dwight Beach
-
Gouldie Park
-
Dwight Community
Centre Park
-
Dwight Outdoor Rink
-
Echo Valley Park
-
Oxtongue Rapids Park
Dorset
-
Dorset Lions
Centennial Park
Table 6 - 3: Park Classification Typologies
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Name
Description
Current
Provision
Examples of Design,
Facility and Amenity
Considerations
Parks in this Typology
Neighbourhood
Park
A park that
mostly, but not
exclusively, serves
the surrounding
community
Mixture of active and
passive uses
Size varies, usually
smaller, with less
amenities than a
major park
Usually has
open lawn space
with naturalized
vegetation (or a mix
of both), and some
hardscape
0.3 ha per 1,000
people (approx)
(2.0 ha total)
Should include seating,
park sign, and a focal
amenity such as a beach or
playground
Can include exercise
equipment, gardens,
trails, passive space,
lighting, washrooms,
parking, water fountain or
bottle fill station, habitat
enhancement features,
interpretive signage
Baysville
-
Heney Lake Park
-
Arena Beach
Dwight
-
South Portage Park
Hillside
-
Grassmere/Hillside
Beach and Dock
North Portage
-
Wolf Bay Beach
Rabbits Bay
-
Rabbit's Bay Boat
Launch and Park
Dorset
-
Cedar Narrows
Heritage Park
-
Colebridge Park
and Zach Cole's
Playground
-
Dorset Pavilion and
Community Park
Glenmount
-
Glenmount Dock
Table 6-3: Park Classification Typologies Continued
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MARCH 2023
Name
Description
Current
Provision
Examples of Design,
Facility and Amenity
Considerations
Parks in this Typology
Parkette
Always passive
Usually located
at community
gateways and major
crossroads, or in
small remnant urban
parcels
Size varies, usually
smaller than a
neighbourhood park
Often open lawn
or hardscape with
gardens
0.08 ha per
1,000 people
(approx.)
(0.62 total)
Can include gardens,
monuments, entry
signs, paths, public art,
interpretive signage,
monuments
-
Dorset Parkette*
-
Marion White Park
-
Fairy Falls Park
-
Chimney Park
Semi/
Undeveloped
Open Space
2.2 ha per 1000
people (approx.)
(16.2 total)
-
Glenmount
Greenspace
-
Bigwin Island parcel
-
Bayview Point Road
Parkette
Table 6-3: Park Classification Typologies Continued
Recommendation:
PT 1.
Adopt the Parks Classification
System provided in this
Strategy.
99
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
6.3 Parks and Open Space
Supply and Distribution
Park supply and distribution must be
considered in Lake of Bays' specific context.
Growth is slower and less dense, there are
multiple Provincial Parks and other significant
recreation areas nearby (e.g., Limberlost,
Crown Land, etc.) and many residents already
have access to more private recreational
space (e.g., large lots, waterfront properties).
Therefore, the need for public greenspace
is not as pressing from the perspective of
access. However, public green spaces and
parks can offer residents more than the
benefits associated with private outdoor
spaces, such as community-building by
providing a place for people of all ages to come
together, recreate, and socialize. In addition,
public parks and trails play an important
role in supporting tourism and economic
development. The current provision levels
in Lake of Bays - a higher amount of major
parks, and lower amounts of neighbourhood
parks and parkettes, along with over 20 trail
routes - makes sense for the community as the
parks serve tourism and community building
functions more than functioning as the main
source of greenspace for residents.
Lake of Bays should continue to invest in
improvements to existing parks and trails
to make them accessible and appealing
to all residents and visitors. The Township
should ensure new residential developments
incorporate adequate parkland and, when
possible, ensure new parks are connected by
pedestrian trails or pathways to existing parks,
trails and amenities, and that consolidating
subdivision parkland to create larger parks is
prioritized.
The Township is well supplied with parks in
the main settlement areas, as indicated by
community consultations , and shown on the
maps in Figure 6 - 1 and Figure 6 - 2 . Due to
the large geographic area that Lake of Bays
spans, the Township has been split into two
maps (north and south) in order to facilitate
viewing the maps. The numbers are not in
sequential order because they are numbered
alphabetically by site name, not by settlement
area or geographic location. Consultations
revealed the desire for a new waterfront park,
to ease pressure on existing beaches and
support tourism, but no particular area was
mentioned. Determining the location and
feasibility of such a park is discussed further in
section 6.5.
Recommendation:
PT 2.
Ensure new residential
developments incorporate
adequate parkland, and
connect to other parks, trails
and/or recreation facilities
where possible.
100 MARCH 2023
0
3.5
7
1.75
Kilometers
Lake of Bays (North) - Parks
Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community
N
Conservation Area
Municipal Park
School
Undeveloped Municipal Park
Lake of Bays Boundary
Settlement Area
Legend
1
5
3
6
10
28
31
25
30
26
35
38
40
43
47
#
#
#
#
Conservation Areas
1.
Lischkoff
3.
Lower Oxtongue River
Property
5.
Pen Lake Farms
6.
Strawberry Mountain
10. Wolf Mountain
Municipal
25. Dwight Beach
26. Dwight Community Centre
Park
28. Echo Valley
Municipal (continued)
30. Gouldie Park
31. Grassmere/Hillside Beach
35. Oxtongue Rapids Park
38. South Portage Park
40. Wolf Bay Beach
Schools
43. Irwin Memorial Public
School
Undeveloped Municipal
47. Oxtongue Rapids
Bella
Bella
Lake
Lake
Dotty
Dotty
Lake
Lake
Oxbow
Oxbow
Lake
Lake
Peninsula
Peninsula
Lake
Lake
Dwight
Dwight
Hillside
Hillside
Huntsville
Huntsville
Dwight
Dwight
Bay
Bay
Lake of
Lake of
Bays
Bays
Tasso
Tasso
Lake
Lake
Camp
Camp
Lake
Lake
N Portage Rd.
S Portage
Rd.
Fox Pount
Rd.
HWY 60
HWY 35
Limberlost Rd.
Britannia Rd.
47
#
Figure 6 - 1: Parks Located in Northern Lake of Bays
101
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Conservation Area
Municipal Park
Non-municipal Park
Private/Non-profit
Undeveloped Municipal Park
Lake of Bays Boundary
Settlement Area
Wetlands
Evaluated Wetlands
Legend
0
3.5
7
1.75
Kilometers
Lake of Bays (South) - Parks
Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community
N
45
47
39
41
43
7
8
2
9
4
11
12
29
16
32
13
38
15
18
14
46
34
19
17
20
21
23
36
22
24
#
#
#
#
#
HWY 60
Conservation Areas
2.
Longline Lake
4.
Northolme
7.
The Egbert Boothby
Property
8.
The John Pyke Property
9.
Waddis Creek
Municipal
11. Arena Beach
12. Baysville Community
Centre Park
13. Baysville Dam Park
14. Baysville Docks East
Municipal (continued)
15. Baysville Docks West
16. Baysville Riverfront
17. Cedar Narrows Heritage
Park
18. Centennial Park
19. Chimney Park
20. Colebridge Park and Zach
Cole's Playground
21. Dorset Docks
22. Dorset Lions Centennial
Park
23. Dorset Parkette
24. Dorset Pavillion &
Community Park/Dorset
School Park
29. Fairy Falls Park
32. Grist Mill Park
33. Heney Lake Park
34. Norway Point Park
36. Rabbit's Bay Boat Launch
& Park
37. Robertson Parkette
39. Van Seters Park
Non-municipal
41. Grandview Lake Parkette
Private/Non-profit
42. Lake of Bays Sailing Club
Undeveloped Municipal
44. Bayview Point Road
Parkette
45. Glenmount Greenspace
46. Marion White Park
Lake of
Lake of
Bays
Bays
Ril
Ril
Lake
Lake
Echo
Echo
Lake
Lake
Paint
Paint
Lake
Lake
Dickie
Dickie
Lake
Lake
Trading
Trading
Bay
Bay
Dwight
Dwight
Bay
Bay
Baysville
Baysville
Dorset
Dorset
Dwight
Dwight
HWY 35
HWY 35
HWY 60
S Portage Rd.
S Portage Rd.
Paint Lake Rd.
Echo Lake Rd.
Browns Brae
Rd.
HWY 117
HWY 117
#
#
42
39
46
47
45
33
Figure 6 - 2: Parks Located in Southern Lake of Bays
102 MARCH 2023
6.4 General Parks,
Open Space, and Trail
Recommendations
The following discusses overarching
recommendations for all parks, open spaces,
and trails in Lake of Bays. The assessment is
organized into six topics:
1. Health, safety, and accessibility
2. Signage and wayfinding
3. "Environment-first" park policy
4. Park acquisition/disposal decisions
5. Park beautification program
6. Dock and boat launch strategy
7. Trail Strategy
6.4.1 Health, Safety and Accessibility
Parks need to be upgraded over time to
address accessibility. Infrastructure needs
to meet Accessibility for Ontarians with
Disabilities Act (AODA) standard requirements
regarding seating (benches and picnic tables),
playground equipment, playground safety
surface, and pavement surface/path of travel
(including tactile warning strips, handrails,
and ramps). Safe and accessible paths of
travel should be provided through parks with
connections to amenities.
Many parks in Lake of Bays do not have an
accessible route to amenities (e.g., to seating
and to playgrounds). Many benches are not
accessible, and should be located on an
accessible surface with space for a wheelchair
to rest beside the bench and with space
behind the bench to allow a caregiver to assist
with transitioning from a wheelchair to the
bench. Similarly, picnic tables and other types
of fixed seating should allow for a wheelchair
to sit at the table.
The Township should undertake a detailed
accessibility audit, develop accessibility
standards, and incorporate changes as part
of routine upgrades and repairs and as parks
reach end of life cycle. Accessibility standards
include:
- Establishing a parks standard for AODA
compliant benches, picnic tables, and
fixed tables and chairs including an AODA
compliant installation detail
- Establishing an AODA compliant
playground standard to be implemented in
conjunction with playground upgrades:
» Poured in place rubber or rubber tile
safety/fall surface
» Cast in place flush concrete curb
around perimeter of playground to
retain safety surface and allow for
barrier free access
» Playground design must meet
minimum accessibility requirements
as per CAN/CSA Z614-07 Annex H:
Children's Playspaces and equipment
that are accessible to persons with
disabilities
As described in the parks classification table,
parks in the 'Major Park" category should be
first priority for accessibility upgrades as these
parks are most frequented by residents and
visitors.
103
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
In addition to accessibility upgrades, as
a matter of community health and safety,
adequate shade needs to be provided in
each park, either through tree canopy or a
built structure. This is particularly important
in playgrounds where caregivers with young
children often spend considerable time
exposed to the sun. Given the importance of
providing shade in parks, shade structures
and/or additional tree planting should be
incorporated into all parks. Larger shade
structures that can be rented for groups/
special events can encourage use of parks and
help offset costs of providing shade structures.
Another aspect of safety that was brought
to attention during consultations with staff is
regarding the practice of jumping off picnic
tables into the water. This is not a practice that
the Township supports as there is high risk
of injury. In order to prevent this activity, the
Township can consider permanent or fixed
seating in waterfront areas (e.g., affixed to a
concrete base, or via a chain to a stable object,
etc.).
6.4.2 Signage and Wayfinding
Strategy
As a general rule, signage should be provided
at major parks, trail heads, along major routes,
water access points, facility entrances, and
throughout the sites as needed. Aside from
increasing awareness and user experience,
signs contribute to building the community's
sense of place when consistent, unique
signage is used throughout the Township.
Lake of Bays should develop a consistent sign
design for parks, trails, water access points,
and facilities that reflects its brand. Signs
should be AODA compliant.
A signage and wayfinding strategy should
be developed, which outlines a hierarchy of
signs, content, where signs should be located,
graphic standards (fonts, colours, icons, etc.),
materials and installation details. Where the
signs will interface with other jurisdictions, the
strategy should be developed in consultation
with stakeholders, landowners and public
authorities to ensure a coordinated approach.
Once the strategy is in place, signs would be
fabricated and installed in a phased approach
and as part of separate projects and initiatives,
many of which are described in this Strategy.
Recommendations:
PT 3.
Complete an accessibility
audit.
PT 4.
Develop AODA compliant park
standards.
PT 5.
Make required accessibility
upgrades to parks and trails
(including playground safety,
routes and wayfinding,
seating, shade and bicycle
parking) as part of ongoing
maintenance and upgrades.
Recommendation:
PT 6.
Develop a Township-branded
signage and wayfinding
strategy for parks, trails, boat
launches, facilities, heritage
sites and main arterials.
104 MARCH 2023
6.4.3 "Environment-first" Park Policy
In recent years natural spaces have become
much more attractive to people seeking
recreation and physical activity, a trend that
was hastened with the restrictions on indoor
activity during the COVID-19 pandemic. In
some communities this has led to a large
influx of visitors looking for more rural/
natural settings, creating concern over the
ability of some spaces to support a significant
increase in use. While this trend may abate
somewhat post-COVID as previous routines
are resumed, it is likely that some of these
'undiscovered' places will continue to attract
user levels beyond historic levels. Establishing
appropriate boundaries around human
encroachment on natural ecosystems is
essential to avoid causing irreparable harm
to the environment we want to experience
for our enhanced well-being. Lake of Bays is
a place that many people visit for its natural
beauty, and as such it would be prudent to
develop a policy that outlines the Township's
approach to balancing recreation, tourism and
environmental health in their public parks.
For example the policy can identify priorities
for supporting time spent outdoors and in
nature, ecologically sensitive areas, protection
measures such as visitor limits, restricted
periods of access, appropriate and acceptable
interventions, park management practices to
avoid, etc. There are a variety of sources the
Township can consult in developing this policy,
for example:
- A Framework for Recreation in Canada:
Pathways to Wellbeing (2015)36 supports
environmental health in parks and
recreation services. The Framework
includes five goals and priorities, one
of which, "connect people and nature",
36 https://www.prontario.org/policy/framework
recognizes the need for initiatives
that address the health of the natural
environment itself.
- EcoHealth Ontario is a research and
public policy collaborative made up
of professionals in the fields of public
health, medicine, education, planning,
parks, recreation and conservation,
which focuses on the connected and
interdependent issues of mental and
environmental health. Its vision is: "that
everyone benefits from the provision of
well- distributed, high quality greenspace,
is aware of its contributions to health and
well-being, and has access to its benefits."37
EcoHealth reports (e.g., A Conceptual
Framework to Understand the Business
Case for EcoHealth in Ontario; Conserving
Biodiversity: A Public Health Imperative,
and Leveraging the Benefits of Green
Space) and tools (e.g., Communicating
EcoHealth), can help municipalities
achieve their own ecohealth related goals.
- The District of Muskoka's A New Leaf:
Climate Change Strategy contains locally
relevant data, actions, and directions for
mitigating the effects of climate change
and protecting the local environment.
This policy should be developed with
community involvement - perhaps by a
committee assembled for this purpose that has
representatives from the community, along
with staff and Council.
Recommendation:
PT 7.
Develop an Environment-first
Park Policy.
37 https://www.ecohealthontario.ca/about
105
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
6.4.4 Park Acquisition/Disposal
Decisions
The Township has some open spaces that are
not currently used as parks (or are underused),
and a decision needs to be made whether or
not the Township can dispose of these parcels,
or if they should be held for one reason or
another. Figure 6 - 3 provides a decision tree to
be used by staff to determine the best course
of action for these lands. The Township has
a policy for land disposal (By-Law 2021-094
Sale and Other Disposition of Land Policy and
Procedures) which outlines the steps to be
taken once it is decided to dispose of a parcel.
The decision tree would be used before this, to
determine if the parcel should be retained or
disposed.
On the other hand, there will be opportunities
presented to the Township to purchase land
for parks and recreation purposes. Figure 6 - 4
provides a decision tree to assist the Township
in determining the appropriate course of action
in these situations.
106 MARCH 2023
Does the land provide vital ecosystem
services (e.g. flooding, habitat)?
-
Check zoning
-
Check environmental mapping
Is the land needed for access to/parking for
adjacent sites?
Is the land needed for infrastructure/public
works?
Is there another public
agency/non-profit/local
group willing to buy it
or perform some type of
exchange?
DISPOSE PER BY-LAW 2021-094
Discuss specifics. Can a mutually
beneficial exchange be made?
Do you need a park in this location?
-
Area in need based on distribution?
-
New residential developments planned?
START HERE
NO
NO
Retain Parcel
YES
YES
YES
YES
YES
NO
NO
Figure 6 - 3: Decision Tree for Parcels of Land Owned by the Township
Is the land suitable for
development as a park/
community space?
NO
NO
YES
YES
107
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Figure 6 - 4: Decision Tree for Parcels Not Owned by the Township
Is there another public agency/non-profit/local group
willing to buy it or perform some type of exchange?
Discuss specifics. Can a mutually
beneficial exchange be made?
Do you need a park in this location?
-
Area in need based on distribution of existing parks and
population?
-
New residential developments planned?
-
Does the land provide vital ecosystem services (e.g. flooding,
habitat)?
-
Is the land needed for access to/parking for adjacent sites?
-
Is the land needed for infrastructure/public works?
(if answer yes to any of these then select 'yes')
START HERE
Release the parcel:
-
Do not renew /enter into any
agreement related to the land
-
If possible, end agreement early
-
Do not purchase
YES
NO
NO
YES
YES
Is the Township willing and able
to purchase it?
NO
Take no
action
YES
Proceed with
purchase/agreement
NO
108 MARCH 2023
6.4.5 Park Beautification Program
With the emphasis on tourism and the
natural environment in Lake of Bays, the
quality and visual appeal of park spaces
is a priority. While this Strategy contains
recommendations for needed improvements
and additional amenities for most parks,
some parks should be prioritized and
beautified beyond the basic standard for
their contribution to tourism and economic
development. A Park Beautification Program
will identify:
- A purpose for the program
- Various standards (e.g., for walkways,
lighting, seating, signage, shelters, gardens,
etc.)
- A prioritized list of parks that should be
part of the program (and rationale for their
inclusion)
Lake of Bays has a number of community
organizations that contribute to park
beautification, and this program provides
a way for efforts to be coordinated. It will
allow park improvements to be made in a
methodical way rather than ad-hoc, and for
materials chosen to be cohesive throughout
the Township to create a strong sense of place.
There are many resources available in the
community, and this program can be wholly or
partly funded with donations from local groups
to a general parks fund, as discussed in the
Service Delivery section.
A primary reason for the additional investment
being made in these parks is to support
tourism and economic development in Lake
of Bays, and by extension, District of Muskoka.
For this reason, the Township may be able to
access funding through the District, or other
economic development and tourism-related
grants/funding.
Recommendation:
PT 8.
Use the park disposal/
acquisition trees provided
here as necessary to assist
with land decisions.
109
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
6.4.6 Water Access Point Strategy
There are 24 municipal water access points,
ten non-municipal and four private water
access points in the Township. Overall, the
Township is well served in terms of distribution,
with the exception of Peninsula Lake that has
only one launch and is used by both Lake of
Bays and Huntsville residents.
Overall, the Township's water accesses
vary in their size, amenities and conditions.
As part of this Strategy, we have provided
recommendations for key locations in
the Township in section 6.5 Site-specific
Recommendations. There are a number of
Township-owned water access points that are
unsuitable for public use, either as a swimming
area, launch, dock or otherwise. The proposed
Water Access Strategy, through the inventory
and assessment, should identify any parcels
to be sold. Revenues from sales should be put
towards parks costs, for example, developing a
new waterfront park at a preferred location (PT
49).
To ensure the water accesses (whether a
launch, dock, or swimming area) are safe and
in a state of good repair, a strategy is required
to assess, update and enhance the sites on a
regular basis. This would include undertaking
a detailed assessment of each site, clarifying
ownership and responsibilities at each site,
identifying required improvements, scheduling
the repairs and regular monitoring after
improvements are completed. Once ownership
and agreements etc. are clarified, the Township
can determine a way forward for investments
or divestments at each location. We have
provided a sample Terms of Reference for a
water accesses strategy in Appendix D.
Since many of Lake of Bays' lakes cross into
neighbouring municipalities and/or have
properties owned by the MNR, collaboration
In order for the community to be supportive
of the program, it is imperative that they are
consulted when selecting the materials for the
standards, so that those who may donate to
this program are pleased with the vision and
finished product of the program.
Appendix C contains a draft Park
Beautification Program document that staff
can use as a starting point for consultations
with the community in developing and
adopting the final program.
Recommendation:
PT 9.
Develop, finalize, and
implement the Park
Beautification Program
provided.
110
MARCH 2023
Recommendation:
PT 10. Undertake a water access
study.
6.4.7 Trail Strategy
There are 21 trails in Lake of Bays, 12 of which
are owned by the Township (all were described
in more detail in the Background Report).
The trails range from paved walking paths/
routes through settlement areas to dirt hiking
paths to strictly snowmobile trails. Lake of
Bays is located in an area surrounded by an
abundance of nature reserves, undeveloped
land, and crown land. There is abundant
opportunity for Lake of Bays to develop into a
trail-based tourism destination, in partnership
with relevant stakeholders.
This present Parks, Open Space and
Recreation Strategy contains a number of
general trail recommendations (described in
section 6.4), as well as recommendations for
a number of specific trail sites in section 6.5.
The recommendations provide a good starting
point and address urgent needs and future
opportunities, however a more detailed trail
strategy is needed to fully capture the potential
of trails (particularly for tourism), and align the
various stakeholders.
As a well connected-trail network is a big
tourism draw, particularly for snowmobile
trails but also for cycling, stakeholders would
include neighbouring municipalities with
existing or potential trail connections to
Lake of Bays (e.g., Huntsville and Algonquin
Highlands), and the District of Muskoka. There
are also organized groups and volunteers
that would be part of the process, for example
Lake of Bays Snowmobile Club, Algonquin
Snowmobile Club, Huntsville Mountain
across municipal boundaries is required. This
includes working with the other municipalities
in the District of Muskoka, Cottage and Lake
Associations, and the Provincial government
(e.g. Provincial Parks, Ministry of Northern
Development, Mines, Natural Resources and
Forestry). Together, boat launches across the
region should be standardized in regards to
physical design, signage, amenities (including
boat washing stations), and messaging related
to mitigating environmental impacts. Being
a highly visited region, Lake of Bays (and
surrounding municipalities) should provide
large, clear, educational signage for boaters to
protect water quality and the local ecosystem.
For example signage could include:
- Regulations regarding boat washing to
control the transfer of invasive species
between lakes
- Messaging on boater responsibility
regarding oil and fuel leaks and the
benefits of proper boat maintenance
- Information on the impact of lead sinkers
used in fishing on water quality
- Information on boat cleaning practices and
use of polluting cleaners
The Township has assisted the Lake of Bays
Association in erecting similar signage
around the Lake of Bays, and this work should
continue, in addition to expanding it to other
lakes in the Township.
Another issue the Water Access Strategy
should consider is revenue capture - are there
any locations that should be pay-per-use
for launches, or paid parking? How could
it be enforced? There are many examples
from other municipalities that could be
explored for their suitability in Lake of Bays.
Revenues captured could then be used for site
maintenance.
111
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
What We Heard About Trails:
- Online survey:
» 71% (87 respondents) use trails
in the Township
» Most used trails:
- Oxtongue rapids 65.9%
(54)
- Baysville trail 53.7% (44)
- Dwight beach trail 48.8%
(40)
- Telephone survey:
» 34% (68) use trails in the
Township
» Most used trails:
- Oxtongue rapids 39% (27)
- Dwight beach trail 34%
(23)
- Baysville 30% (20)
Bike Association, Lake of Bays Heritage
Foundation, etc. This trail strategy will identify
partnerships and alignments between these
groups, and clarify responsibilities and
contributions for future trail development
initiatives.
Another key challenge that the strategy will
need to address is how to balance uses in a
way that does not overly hinder the economic
and tourism benefits of motorized trail use, but
that protects the ecological integrity of Lake
of Bays and limits excessive noise pollution
(as would be described in the Township's
'Environment-first policy' recommended in
section 6.4.3). Ideally the trail strategy will
identify locations suitable for ATV use, and
methods for directing this use to preferred
areas (e.g., providing amenities such as ATV
wash stations, parking, etc.) while preventing
it in unsuitable areas (e.g., using signage,
blocking methods, etc.).
At the same time, the strategy needs to
consider how many trails are currently
accessible to those with mobility challenges,
and which trails would be suitable for being
developed as accessible routes.
The strategy will also help direct the
establishment of new trail connections
across the Township as both on- and off-road
linkages, trailheads and other associated
amenities over the long term. The strategy
will provide staff with the guidance and tools
necessary to secure these new connections
and trailheads as opportunities present
themselves through the land development/
subdivision process. Key trail connections
supporting the strategy would be secured by
requiring developers to provide open space
connections.
As part of the Township's approach to
enhancing connectivity within settlement
areas and providing public access to lakes
and trails, public access to road ends and
rights of ways should be preserved and, when
appropriate, enhanced. This may include
using closed rights-of-ways to provide access
between streets and access to lakes where
roads terminate at a body of water, and to
support amenities such as parkettes and small
craft launches. As a general rule of thumb, it is
recommended that closed rights of ways and
road ends not be sold and to remain in public
ownership. Only if there is no value in a road
end or right-of-way from an access and/or
connectivity perspective should it be disposed
of and sold to a private interest.
112
MARCH 2023
Recommendation:
PT 11. Develop a trail strategy that
addresses the items described.
6.4.8 Park and Trails Staff
There are many recommendations in this
Strategy that will require additional staff
dedicated to parks and trails, for example,
increased trail maintenance, expanding trail
networks, and maintaining the outdoor ice
rinks at Dwight Beach and Baysville Dam Park
(in previous years they were only possible
because existing staff was diverted from the
arenas which were closed due to COVID). This
is of course in addition to park staff's regular
duties that include park maintenance and
grass cutting at the cemeteries as well. All
the recommendations that are dependent on
additional park and trail staff are indicated by
icons in the implementation table in section
7 to easily identify the value of adding this
position. To start, one full time position can be
added with primary responsibilities being split
between ice rink duties in the winter, and trail
maintenance in the summer. The Township
has had difficulty in recent years attracting
staff, in part because of the high cost of living
in the area. It is thought that a permanent
full time position would be more attractive to
potential applicants than seasonal or part-
time arrangements. Another option that was
presented is to contract out grass cutting in
the summer, which currently takes up almost
all of staff time in the summer, leaving little time
for other forms of maintenance. The Township
should undertake a comparative analysis of
the cost to hire contractors versus the cost to
hire additional summer staff dedicated to grass
cutting, and proceed accordingly.
Recommendation:
PT 12. Add one full time staff for
parks and trails.
PT 13. Undertake a comparative
analysis to determine which
is more cost effective -
contracting out grass cutting.
or hiring additional summer
staff - and proceed accordingly.
Baysville Dam Park
114
MARCH 2023
6.5 Site-specific
Recommendations
6.5.1 Major Parks
Baysville Riverfront Park
Description
The Baysville Riverfront Park comprises a
group of connected parks, that for all intents
and purposes, function and appear as
one park system: Baysville Riverfront Trail,
Baysville Docks East and West, Robertson
Parkette, and Grist Mill Park. The Park has
seen considerable investment from the
community for the bandstand, walkways, light
standards, seating, signs, and more, and can
rightfully be described as a core public space
of the Township. As such, given the importance
of major parks such as this one for tourism,
continued investment from the Township and
community should be made to maintain the
appearance, quality, and accessibility of this
park.
Concerns
- Grist Mill Monument in need of
maintenance to remove plant growth and
dirt. This may require special care to avoid
damaging the monument.
- West Dock pavilion in need of repair or
replacement: parts of the pavilion are
decaying, and water is pooling underneath,
on the concrete dock. The dock may need
to be regraded or resurfaced to have the
water drain properly.
- The bandstand in Robertson Parkette in
need of cleaning and painting
Goals
- Improve accessibility around the site,
particularly to bandstand, docks, and
historical monuments and signs. This
can be achieved through the addition
of pathways, ramps, and railings where
needed.
- Beautify the site (through the Park
Beautification program), and invest in it as
a key focal point for the community and
visitors
- Add a pathway through Grist Mill Park area
going to each monument and historical
signage as part of the walking tours in the
area
Recommendations:
PT 14. For all intents and purposes
(e.g., planning, discussion,
and marketing etc.) consider
Baysville Riverfront Park,
Baysville docks east and west,
Robertson Parkette, and Grist
Mill Parkette as one site called
"Baysville Riverfront Park".
PT 15. Revitalize Bandstand.
PT 16. Revitalize Grist Mill monument.
PT 17. Add path through Grist
Mill park are, connecting
monuments, historical
signage, and the Baysville
waterfront trail.
PT 18. Both Docks: Increase
accessibility to dock area
with railing to stairs and, if
possible, a ramp to dock area.
PT 19. West Dock: Upgrade or replace
pavilion: It would be advised
to have an aluminum soffit/
frame to the roof structure
to avoid the water damage
happening to the roof .
PT 20. West Dock: Improve drainage
to dock/pavilion area.
115
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
116
MARCH 2023
Baysville Dam Park
Description
Being in downtown Baysville, and connected
to the Baysville Riverfront Park, this park is
a feature park that should be a priority for
future investments. During COVID, when the
indoor arena was closed, the parking lot was
flooded to create a skating loop. It was very
well received by residents, and operationally
was an ideal location as the configuration of
the parking lot and riverfront makes it easy to
pump water to create the rink. It would be ideal
to continue offering this outdoor rink, however,
additional staffing may be required and/or may
require volunteer support.
Concerns
- Gazebo: the gazebo is small and aging, and
the entry and interior are not accessible for
users with mobility devices (e.g., currently
a picnic table is placed in the gazebo,
hampering accessibility and leaving little
room for maneuvering)
- Stairs to dock are covered in stones
increasing the risk for injury - stones should
be removed from this area.
Goals
- Continue to support this park as a key
amenity for the community:
» This rink was well received and
appreciated by residents. The
Township should seek ways to
continue offering it as long as it is
feasible
» Increase seating options in the park
(particularly around the parking lot to
support skating in the winter)
» Improve gazebo to accommodate
more seating, and make it more
accessible
» Improve the dock and stairs to the
dock to support more, and safer, use
Recommendations:
PT 21. Replace/upgrade gazebo and
seating: Provide more seating,
with ample space surrounding
seating for maneuvering.
Entries should be designed for
easy access to all users and
abilities.
PT 22. Add seating along water's
edge, and around ice rink (if
present).
PT 23. Replace/improve stairs.
PT 24. Continue to provide an ice rink
on the parking lot in winter
months.
117
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
118
MARCH 2023
Lake of Bays Community Centre Park
Description
As the park is surrounding a major facility,
Lake of Bays Community Centre Park has
the potential to play an important role in
recreation, with some investment. The
community garden is managed by the
Baysville Library, and this arrangement should
continue. The Lions Club has expressed
interest in contributing to a shade structure
near the playground to support outdoor
programming, which would greatly benefit the
community. The Township should approach
the Club to discuss if they are still interested,
and under what terms.
Concerns
- Playground is aged and not AODA
accessible
- Insufficient seating and shade/shelter
Goals
- Invest in this park as a community hub
and increase potential for outdoor
programming:
» Add a pavilion with picnic tables for
use by visitors, camps, events, and
programs
» Add benches around the playground
» Add a splash pad: This is an ideal site
it is central to the community, has
access to the Community Centre for
washrooms and change rooms, and
can be used by camps.
Recommendations:
PT 25. Add pavilion near playground.
Approach Lions Club
to discuss potential for
partnership.
PT 26. Add seating around
playground.
PT 27. Add splash pad.
119
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
120 MARCH 2023
Van Seters Park
Description
This park features tennis courts, large green
space (mowed turf), connection to a trail
and Lions lookout. The site is very large, and
it is long and narrow. A significant portion
of the site is paved and used as overflow
parking for the Baysville Dock. The Lions Club
constructed a lookout in the forest along the
trail, however due to tree growth, the view is
now obscured. The park has great potential
to be developed as an active recreation
destination, with ample space for additional
courts, while keeping plenty of parking. The
Facilities section suggests there may be a
need for a second tennis court here, which can
easily be accommodated.
Concerns
- There is currently no seating around the
court - adding seating within the fence
gives a place for users to sit and rest
- Residents have placed a basketball net
within the tennis court, which is not ideal
due to potential use conflicts with tennis
users
- The lookout tower structure is in need
of repair and the view from the top is
obscured by tree growth
Goals
- Develop Van Seters Park as a key active
recreation location
» A separate, permanent basketball
court would provide an improved
option for recreation particularly for
youth, while not interfering with the
use of the tennis court(s)
» Per the discussion in section 5.0
Facilities, add an additional tennis
court if needed and shaded seating
around courts tennis
» Revitalize the lookout tower: add new
signage in the main park directing
visitors to the tower, repair the
structure, and clear tree growth to
open up the view.
Recommendations:
PT 28. Add shaded seating around
tennis and basketball courts.
PT 29. Separate basketball court
from tennis courts, and
provide permanent posts and
nets.
PT 30. Revitalize the Lions lookout
tower.
121
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
122 MARCH 2023
Norway Point Park
Description
This is a very busy boat launch and park used
by mainland and Bigwin Island residents.
The boat launch is large, and suitable for
barges. The beach area has historically been
a prime swimming location for residents,
as the water is shallow and ideal for use
by families with small children. However, a
shoreline restoration project has substantially
diminished the usability of the beach both
because of reduced access to the water and
reduced sight lines to the water for supervising
children. The park is made up of two main
sites separated by trees and brush, connected
with a narrow pathway. The Bigwin Island Golf
Club has a parcel connected to the park, with
parking and docks and a ferry service to the
Island.
Concerns
- While naturalization is beneficial in many
areas to protect water quality, in the
case of Norway Point, the naturalization
cost valuable public water access and
swimming space, as public swimming
areas in the Township are limited.
Goals
- Expand the swimming area: Clear tag
alders and scrub brush to increase access
and sightlines to the water.
Recommendations:
PT 31. Clear tag alders and scrub
brush to expand swimming
area and increase sightlines to
the water.
PT 32. Add additional seating
throughout the park.
123
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Use of Waterfront Areas
According to the online survey, 85% use waterfront areas, and the top activities enjoyed were:
1. Swimming - 68.1% (77)
2. Canoe/kayak/paddleboard - 67.3% (76)
3. Relaxing and appreciating water views/vistas - 61.1% (69)
Forty one respondents to the online survey expressed concern about crowding at beaches,
particularly at Dwight Beach. When asked their opinion for the best way to remedy the
issue, 34 respondents suggested a new waterfront park is needed. The beach expansion
recommended at Norway point will meet some of this need. A number of improvements to
other neighbourhood beaches are also recommended in the Strategy, as well as a study for a
new waterfront park.
124 MARCH 2023
Dwight Beach
Description
Dwight Beach is likely the most used park, by
both residents and visitors. It has a long sandy
beach that can accommodate many people,
and a picturesque dock with a pavilion at the
end. There is a boat launch, and a number
of finger docks off the main dock. After a
successful pilot project, the Township has
introduced some street parking to support
year round use of the beach. In the winter,
the Township provides a skating rink on the
lake, which has been very successful, with
residents using the area in the winter to skate,
snowshoe, walk, cross country ski, ice fish, and
snowmobile. Beachgoers can park and access
washrooms a short walk away on Dwight Bay
Road, beside Gouldie Park.
Concerns
- Erosion: There is a small slope from the
road to the beach, that has been denuded
of vegetation, and is eroding.
- Mixed resident opinions: While many have
been enjoying the activities at the park,
some residents are not pleased with the
increased use of the park.
- Pavilion: Structure is aging, in need of
refreshing (power wash, painting)
Goals
- Support and invest in the park as a key
destination for residents and tourists. This
can be done by:
» Providing items for rent (e.g.,
umbrellas, floaties, paddleboards
etc.). This would ideally be organized
as a partnership with a local group.
» Adding temporary lighting for winter
use: With the short winter days,
lighting (e.g., catenary lights, see
Figure 6 - 5) will allow for users to
enjoy skating longer, and add to the
sense of place. However, if lit, the
Township would be required to staff
the rink in the evenings and there is
not currently staff capacity to do so. If
this changes in the future, this option
should be considered.
» Improved maintenance: power
washing and painting the pavilion,
and hydroseeding areas where grass
has been lost
Figure 6 - 5: Example of Night Skating with Catenary
Lighting.36
36 https://www.wickedlocal.com/story/
entertainment/events/2020/01/17/12-spots-for-
outdoor-ice-skating/1815259007/
Recommendations:
PT 33. Offer beach rentals.
PT 34. Refinish and repair pavilion.
PT 35. Hydroseed areas where grass
has been lost (to be reviewed
annually).
PT 36. Continue to allow parking on
street.
125
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
126 MARCH 2023
Gouldie Park
Description
Gouldie Park has greenspace with mature
trees, a cenotaph, and trail head for the Dwight
Beach Walking Trail. The park was the site
of the old Township office, which was lost to
a fire, and the original staircase remains as
an interesting historical artifact. The Park is
immediately beside public washrooms and a
parking lot used by visitors to Dwight Beach,
which is just down the street from Gouldie
Park.
Concerns
- Lack of playgrounds: While not a concern
related to this particular park, there are
no playgrounds in the north end of the
Township (aside from at the school), and
Gouldie Park presents a good location
for one. Where possible, park facilities
and amenities should be located in hubs
to concentrate activities, bring people
together, and increase opportunities for
programming and events. With the parking
lot, washrooms, trailhead, and proximity
to Dwight Beach, and the market in the
summer, a playground would enrich the
area as a community gathering place. In
addition, as there are no other playgrounds
nearby, for families that must drive to the
park, there is already a parking lot and
washrooms in place.
Goals
- Support the continued use of the Park for
the farmer's market
- Provide a playground for residents in the
north-end of the Township (i.e. Dwight):
» The playground design should
match the look and feel of the park
and existing structures, and avoid
removing trees if possible
» Install more benches and picnic
tables for visitors and farmer's
market patrons, and around future
playground
» This playground should be designed
to be fully accessible, as the other
playgrounds in the Township are not
Recommendations:
PT 37. Install playground.
PT 38. Add seating.
127
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
128 MARCH 2023
Dwight Community Centre Park
Description
The park surrounding the Dwight Community
Centre has a considerable amount of open
space that could support additional amenities/
facilities. It is also quite close to the Huntsville
Multi-use Trail, and Dwight Beach, with
potential to create a connection between
them. Currently there is green space with trees,
a pavilion, and some seating throughout the
park. The park's focal point is the beautifully
painted 'Book Nook', with matching Muskoka
chairs and flowering gardens, provided by the
Friends of the Dwight Library and a number
of local donors. The area is also used by the
EarlyON program for story walks.
Concerns
- The site is not being used to its full
potential. Given its location, there is the
opportunity to develop a walking trail
around the site that can connect to the
Huntsville Multi-use Trail and Dwight
Beach. In addition, given its proximity to the
Community Centre, library, public school
and outdoor rink, it would be the ideal
location to create a sort of hub for children
and youth.
Goals
- Develop a trail loop around the site, and
connecting to the Huntsville Multi-use Trail
and Dwight Beach. A new trail loop offers
more opportunity for unstructured, physical
activities for residents, and connects these
valuable public spaces. The trail would
need to be along the perimeter of the site
as there is a tile bed in the middle of the
open spaces.
- Add a new recreation amenity directed at
children and youth. Additional consultation
with children and youth should be done
to determine what amenities are most in
demand, keeping in mind a playground
is suggested for Gouldie Park, which is
nearby. Non-playground examples include
obstacle courses, skateparks, pump tracks,
basketball courts, etc.
Recommendations:
PT 39. Create trail loop around park
that connects to Huntsville
Multi-purpose Trail and Dwight
Beach.
PT 40. In consultation with children
and youth in Lake of Bays, add
a new recreation amenity for
children and youth.
129
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
130 MARCH 2023
Dwight Outdoor Rink
Description
The Dwight Outdoor Rink is across the
street from the Dwight Community Centre,
on school board property. It is owned by the
school, but maintained by the Township (with
an agreement in place). The rink is large,
with boards and a natural surface, that the
Township floods each winter. There is also a
small warming/change hut beside the rink.
Concerns
- Without a roof over the rink, it can be
difficult to maintain ice throughout the
winter, a concern that is growing as the
temperatures increase due to climate
change.
- The warming hut is small, limiting the
number of users at one time.
Goals
- Improve the space to support more use and
community events (as shown in Figure 6 -
7):
» Provide a larger warming and
changing hut: As a popular
destination in the winter months,
ample and adequate space is
required to provide proper shelter and
warming for the users. Shelters could
be unique and fully closed or open
much like those used in Winnipeg
during the winter months (see Figure
6 - 6).
» Add a roof to the rink: a roof would
greatly increase the usability/
longevity of the rink by shading and
preserving the ice.
» Provide bench seating around the
rink for users and spectators.
These recommendations would be done in
consultation and partnership with the school.
Recommendations:
PT 41. Add a new larger warming/
change hut.
PT 42. Add a roof to the rink.
PT 43. Add seating.
Figure 6 - 6: Example of Creatively Designed Warming
Huts
131
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Dwight Community Centre Concept
Municipal
Office
Dwight
Community
Centre
Hwy 60
Dwight Beach Road
Existing
Parking
Tennis
Pickleball
Pickleball
Pickleball
A
A
B
C
D
A
B
C
D
Path/Trail System
Play Area
Skatepark
Existing Dwight Walking Trail
Outdoor rink with
potential layout of
summer court sports
Figure 6 - 7: Dwight Community Centre and Outdoor Rink Concept
132 MARCH 2023
Recommendations:
PT 44. Review agreement with
Huntsville Mountain Bike
Association.
PT 45. Continue repairs to
boardwalks.
PT 46. Install rest area near pump
track.
Echo Valley Park and Trail
Description
This site is the result of a park dedication to
the Township for an adjacent subdivision
development, and construction will start soon
on the new units. The Township has partnered
with the Huntsville Mountain Bike Association
to maintain the trails. There is a large parking
lot, map of the site, pump track (dirt surface),
and a trail system through the woods, for
hiking and mountain biking. The pump track
and trails provide very valuable recreation
opportunities for people of all ages in the
Township. The site was damaged severely from
a tornado in summer 2020, and since then
most of the clean-up has been completed.
Concerns
- Portions of the trail have boardwalks over
wet ground, and they are in need of repair.
The Township has begun repairs on these.
- Maintenance of trails and boardwalks
has not been consistent. This would be
addressed through the agreement with
the Huntsville Mountain Bike Association.
Agreements are discussed in the Service
Delivery section.
Goals
- Review agreement with bike club with
regard to responsibilities for repairs and
ongoing maintenance to ensure consistent
upkeep of trails
- Establish a rest area near the pump track,
with seating. If the seating cannot be
configured to be shaded by existing trees,
consider adding a shade structure.
133
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
134 MARCH 2023
Oxtongue Rapids Park
Description
This is a crown jewel of Lake of Bays, with
stunning views of the Oxtongue Rapids.
There is a trail along the river, with parking,
and some seating near the parking area.
There is a historical portage site that has been
used by Indigenous peoples for about 1000
years, however there is very little signage to
commemorate this special location. A local
resident has volunteered to help maintain this
park, and has contributed significant hours of
effort, with the support of the Township. The
Snowmobile Club installed a bridge (Hunter's
Bridge) across the rapids, where the Township
owns approximately 27 acres of undeveloped
land, that currently has only snowmobile trails.
Concerns
- There are a few spots where the trail runs
very close to the water's edge and there is a
risk of slips and falls. An assessment should
be made to identify specific locations, and
safety measures that can be employed (e.g.
fencing, boardwalks, rerouting the trail).
- If the trail system is increased, more
parking may be needed.
- Maintenance is currently conducted by a
local resident volunteer, in coordination
with Township staff. Additional trails
here and in other locations will likely be
beyond the capacity of a single volunteer.
The additional staff recommended in this
Strategy are needed for the maintenance
and development of this Park.
Goals
- Given the size and scope of this park, the
Township should undertake a master plan
for the park that will include at minimum
the following items:
» Highlight Indigenous history: Work
with local Indigenous groups to
showcase the history of the site
through interpretive signage,
activities/events, etc.
» Create more trail networks across
the river, on the 27 acre parcel that
is currently undeveloped. Consider
creating various loops that intersect
one another and vary by difficulty.
» Add trailhead and map: Trail loops
should all be individually named and
labeled by difficulty.
» Expansion of the trail network (for
hikers) should be done in consultation
with the Snowmobile Club, and
potentially Algonquin Highlands, as
the parcel borders their Township and
they may be interested in partnering.
Recommendation:
PT 47. Undertake a Master Plan for
this park that will address
at minimum safety, signage,
trail development, heritage,
partnerships, etc.
135
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
136 MARCH 2023
Dorset Lions Centennial Park
Description
The Park is owned by both Lake of Bays and
Algonquin Highlands. Lake of Bays pays
half of the cost of maintenance to Algonquin
Highlands whose staff performs the work. The
details of this agreement are discussed further
in the service delivery section. The Lions Club
donated many of the amenities. The park has
many amenities: Concession stand, gardens,
outdoor fitness equipment, outdoor rink, green
space, pavilion, trail, washrooms and change
rooms, and parking.
Concerns
- The rink is aging
Goals
- Continue to work with Algonquin
Highlands and local groups to maintain
and provide amenities at the Park.
» A comment was received from
the online survey saying "We are
interested in partnering to install a
bocce court and a beach volleyball
court in the Lions Centennial Park
in Dorset. These [two recreation]
facilities would cover a wide
demographic swath and help attract
users to the park....fairly inexpensive
to install and low maintenance".
The survey was anonymous, so it is
not known which group this came
from. These initiatives in general are
welcome, and a bocce court and/
or volleyball court would be suitable
additions (see sidebar) to the site. If
the group approaches the Township,
they should discuss specifics at that
time.
Recommendation:
PT 48. In partnership with Algonquin
Highlands, and any interested
community groups, revitalize
the rink boards, and consider
adding one or two relatively
low-cost, low-maintenance
amenities to the site, if funds
can be raised.
137
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Resident-led Park Improvements and Additions
Lake of Bays is a community with many residents who have a long history in the Township, with
established social networks, and a strong pride of place. Like many other communities with
a similar context, this has resulted in many resident-led initiatives to provide park amenities.
While this is an appreciated contribution to the public realm, the Township must consider a few
factors before agreeing to said additions:
- Does the proposed amenity 'fit' with the park type, per the park classification?
- Does it match or at least not directly contradict the directions and recommendations laid
out in this Strategy?
- How much/what type of regular maintenance will the amenity require?
- Would the proposed amenity be better placed elsewhere than where the resident group is
proposing? If another location is more suitable, is the group still interested in partnering?
These questions are for the Township to consider when making their decision to weigh the
pros and cons of moving forward. While the aim is not to stand in the way of community-led
initiatives to improve their parks, the Township is responsible for the large-scale planning of
recreation opportunities, and will be responsible for maintaining any amenities added to parks.
For this reason, careful consideration should be made to these initiatives.
138 MARCH 2023
New Waterfront Park
Consultations with Township representatives
and the community indicated interest in an
additional waterfront park, with the primary
reasons being to address what is perceived
as crowding at existing beaches (especially
Dwight Beach), and to encourage more
tourism to the Township (Figure 6 - 8). This
is a delicate balance, because attracting
more tourism will most likely result in more
perceived crowding. However, it is possible
that adding another waterfront park (or
multiple) will spread visitors around and
relieve the pressure on Dwight Beach. As
discussed previously, the redevelopment of
Norway Point Park will provide residents with
a desired swimming area, and that project
should be done in the short term (indeed, the
Township has already begun work on it at the
time of this writing). As this is a long term Plan,
the Township may still require an additional
waterfront park within the later term of this
Plan. This would be a longer term project, as
first a study will need to be done to determine
the best location for the park - one that has a
good lake for swimming, a sandy beach, or the
ability to create a sandy beach, enough room
for parking, and ability to provide washroom
facilities, among other considerations. With
vast amounts of waterfront in the Township,
a study is required to locate sites that meet
the criteria, and that are for sale/have owners
possibly willing to sell. The Township will
likely need to fundraise, access grants, and
identify partnership opportunities to make this
project a reality. Depending on the location,
partnerships could include neighbouring
municipalities, whose residents would use the
new beach, provincial or federal government,
and local community groups.
85%
(113 respondents) of online
survey respondents use
public waterfronts, and the top activities
listed included swimming, canoeing/
kayaking/paddle boarding, relaxing,
enjoying nature, beach play, and picnicking/
social gatherings. Waterfronts in Dwight
and Baysville were the most popular.
Figure 6 - 8: Opinions on Public Waterfronts from the
Online and Random Telephone Resident
Surveys
44%
of those use waterfronts (56)
feel that overcrowding is a
concern, particularly at Dwight Beach (online
survey).
64%
(34)36 suggested that
an additional waterfront
park needs to be developed to address
overcrowding concerns (online). On the
other hand, only 8% (5) in the telephone
survey think another waterfront park is
needed. The top response from telephone
respondents about how to address
overcrowding is to provide designated
residents-only areas (42% or 25
respondents).
36 Of those who answered the question (53)
73%
(68) of online respondents
agreed that the Township
should strategically acquire waterfront
properties to create larger lakefront
beach parks to accommodate residents
and visitors, and 14% (28) of telephone
respondents agreed with that approach.
Recommendation
PT 49. Undertake a study to
determine the location and
feasibility of a new waterfront
park.
139
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendations:
PT 50. Add pavilion suitable for
events.
PT 51. Add seating.
PT 52. Add pathway around park.
PT 53. Remove rotating gate.
6.5.2 Neighbourhood Parks
Centennial Park
Description
Centennial Park has road frontage in
downtown Baysville, and lots of open
greenspace, which is irrigated. There are also
gardens and a stone stage (flag pole in the
middle). It is across the street from Baysville
Riverfront.
Concerns
- There is a stone wall along the main
entrance point, with a rotating gate. This
type of gate is not accessible
Goals
- Given its location and configuration, this
Park would be ideal for hosting outdoor
community events.
» There is ample space for the addition
of a pavilion or shade structure
for events or picnics. The pavilion
should be designed so that it could
be used for events (e.g., have power
connection, be raised etc.).
» Adding a pathway throughout the
park will provide more opportunities
for passive activity, and connect
different areas of the park during
festivals, markets, etc.
» With the addition of a trail and
pavilion for events and gatherings,
seating would encourage and support
use of the park
140 MARCH 2023
Arena Beach
Description
This park is located across from the Lake of
Bays Community Centre, and has a large
grassy area, part of which is undergoing
naturalization, and small sand beach. The
water level can change drastically, and at times
seating (e.g., a picnic table) is submerged.
Geese are attracted to the area, and as such,
water quality is problematic sometimes
causing swimmer's itch.
Concerns
- Poor water quality due to geese
- Water damage to seating due to water
levels
- Poor sand quality/small beach area
Goals
- Given the location across from the Baysville
Community Centre, investment in this
beach would contribute to developing/
improving the area as a recreation hub,
and provide more area for swimming in the
Township.
» Use humane bird deterrent products
to help reduce geese in the area (e.g.,
aromatic repellent, visual deterrents)
» Improve the overall quality of the
beach with the installation of new
sand
» Add muskoka chairs and benches,
placed far away from the water's edge
Recommendations:
PT 54. Employ geese deterrent
methods.
PT 55. Improve quality of beach.
PT 56. Add more seating.
141
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
South Portage Park
Description
This park and boat launch is well used by
residents for fishing, swimming and launching.
There is a beach, dock with swimming ladder,
greenspace, boat launch (suitable for barges),
and parking.
Concerns
- There is an educational plaque about the
history of the site that is obscured by plants
- The road passes close to the water
increasing risk for runoff contamination
Goals
- Increase swimming opportunities, and
protect water quality:
» Add a boardwalk around the water's
edge for users to rest and swim
» Naturalize the portion of the shore
along the roadway to reduce runoff
» Add seating around new boardwalk
Recommendations:
PT 57. Add wooden walkway along
water's edge.
PT 58. Naturalize shore along the
road.
PT 59. Add seating.
PT 60. Clear brush from historic
signage
142 MARCH 2023
Grassmere/Hillside Beach
Description
This is a very well-used park, by swimmers,
anglers, and boaters. There is a dock, boat
launch, seating and picnic tables, parking, and
a trail head for the Hillside Hamlet Trail. This is
also the only legal launch for Lake of Bays and
Huntsville on Peninsula Lake, meaning many
users also come from Huntsville (though there
is no hard data to confirm exact numbers).
Concerns
- The driveway used for boat launching is
partially on neighbouring private property,
and the Township is currently addressing
this, doing a survey to confirm the site
boundary lines
- Parking issues: too few spaces in general
(approximately for 7 or 8 vehicles), and
inefficient parking lot design (i.e., the tree in
the middle).
Goals
- Optimize parking:
» Thin trees adjacent to lot and
redesign parking layout to
accommodate more vehicles and
install permanent parking stall
markers
» Eventually the Township may need
to acquire land in order to provide
more parking. This should be done in
partnership with Hunstville, as their
residents are likely making use of the
site
Recommendation:
PT 61. Undertake a design study to
reconfigure parking area to
accommodate more spots.
143
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Wolf Bay Beach
Description
This is a small sandy beach used for
swimming, and perhaps small craft launching.
As there is no parking, users typically walk or
cycle to the site.
Concerns
- The site is a mix of dust, rocks and sand,
and is not very comfortable for sitting and
walking on.
- No seating
- No bike parking
Goals
- Improve the beach for local users:
» Install new sand for beach area
» Install permanent bike racks for bike
parking
» Add muskoka chairs and picnic
benches
Recommendations:
PT 62. Add seating.
PT 63. Add bike racks.
PT 64. Improve beach area.
144 MARCH 2023
Rabbits Bay Boat Launch and Park
Description
This park is on the waterfront, nestled in a
treed area. It has a boat launch, a couple of
docks, and unique sitting areas composed of
stone seats and tables. Aside from use of the
boat launch, it is otherwise reportedly not used
very much.
Concerns
- The boat launch concrete is severely
cracked and needs to be replaced.
- Both docks also have damage
Goals
Improve the functioning of the site by making
repairs to the boat launch and docks
Recommendations:
PT 65. Repair docks.
PT 66. Repair boat launch.
145
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Colebridge Park and Zach Cole's
Playground
Description
This park consists of a playground in a
treed area, with a free book exchange, and
educational signage about the history of the
trees and logging in the area, and recently
had upgrades to seating and surfacing funded
by community donation (through the Dorset
Community Partnership Fund). The park is
accessible by walking up a moderate incline/
hill.
Concerns
- The playground is quite new, however
the surface does not meet current safety
standards.
- Seating is limited
Goals
- Upgrade the playground for greater user
safety and comfort:
» When the playground has reached
the end of its lifecycle, it should
be replaced with an accessible
playground, with safety surfacing
» Additional seating (e.g. a few picnic
benches) around the site could allow
for families to spend more time at the
playground
Recommendations
PT 67. Redesign playground for
safety and accessibility.
PT 68. Add seating.
146 MARCH 2023
Dorset Pavilion and Community Park
Description
Dorset Pavilion and Community Park, as
its name suggests, has a very large, newly
constructed pavilion (which was constructed
such that it could be dismantled and moved
if required), washrooms, open greenspace,
and parking. The site is a partnership
between multiple stakeholders: It is located in
Algonquin Highlands and owned by a private
landowner; the Township of Lake of Bays
leases the land from a private landowner, and
maintains the park, amenities and facilities;
and the Dorset Community Partnership Fund
fundraised and built the washrooms and
pavilion.
Concerns
Community members have asked the
Township for additional amenities at this park,
and/or to assist groups who are fundraising
for the amenities. The primary concern for this
site is that as it is not owned by the Township
and not located within the Township of Lake
of Bays, there is no guarantee that the site
will remain a public space for the community
should the owner decide to sell the land. For
these reasons, The Township cannot invest in
recreation facilities and amenities unless the
owner agrees to bequeath or sell the land to
the Township once the current lease is due for
renewal. However, since the land is actually
located in Algonquin Highlands, if the owner
decides to bequeath it to any municipality, it
would most likely be to Algonquin Highlands,
not Lake of Bays. Given the complicated
nature of this arrangement, the Township
should withdraw from this agreement when
the lease is up for renewal, and ideally the
arrangement will remain between the resident
and Algonquin Highlands.
Goals
The Township has a number of arrangements
with partners to manage, and a significant
amount of parks and facilities to manage given
current staffing levels. This is one arrangement
that is unnecessarily complicated, and where
it is unclear why Lake of Bays is involved at all
(given that it is not located in Lake of Bays).
With one of the underlying goals of this plan to
clarify and simplify partnership arrangements,
this is one arrangement that can be concluded.
The lease and future arrangement is discussed
further in the Service Delivery section.
Recommendation:
PT 69. Do not add any facilities to this
parcel while under the current
lease agreement/structure.
147
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Glenmount Dock
Description
The Glenmount Dock consists of a very long
wooden dock with a pavilion at the terminus.
There is a small amount of greenspace on the
waterfront, and it is located directly beside the
Lake of Bays Sailing Club. The area leading up
to the dock is paved.
Concerns
- Pavilion is worn, requires cleaning and
painting or replacement
- The dock is also worn and in need of repair.
- Site signage is old and in need of refreshing
Goals
- Improve site for use by boaters and park
visitors
» Repair or replace the pavilion
» Complete dock repairs including
sheet pile and resurfacing. The
Township has plans underway to
complete this work, with money being
allocated in the 2023 budget.
Recommendations:
PT 70. Upgrade or replace pavilion.
PT 71. Replace/repair dock.
148 MARCH 2023
6.5.3 Parkettes
Chimney Park
Description
This is a site with an interesting history. It
was formerly a ladies' only beach, and the
namesake chimney was constructed at that
time for cooking for picnics. Today, the site is
very small, and barely visible from the road. It
is mostly covered by brush, and access to the
water is down a steep incline with stone steps.
The area near the water is very small and
swampy. It is not known if this water access is
used at all.
Concerns
- No signage to indicate the site is there, or
the history of the site
- Water access area is not really usable due
to size and condition (swampy)
- No parking available
Goals
Revitalizing this site would address two goals
of parks and recreation in the Township:
highlighting local heritage, and providing more
swimming areas.
- Improve accessibility and visual lines to the
site
- Add a dock for sunbathing and swimming
- Add either a bench or a couple Muskoka
chairs at the base of the stairs/on the
swimming dock
- Add signage on the road to increase
awareness of the park's existence
- Add educational signage telling the story of
the park
While it would be ideal to develop this park,
there are significant challenges that need to
be further assessed through a feasibility study,
particularly the lack of parking, and suitability
of the swimming area. If the feasibility
study determines that a park should not be
developed here, the Township can consider
selling this parcel to a neighbouring property
owner.
Recommendations:
PT 72. Undertake feasibility study for
developing the parcel as a park.
149
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Marion White Park
Description
This Park is a small open space with some
trees. The Township mows it, but it is not
clear if it is used by residents. It was identified
by staff as a potential site for divestment. It
borders a cottage, and property lines are
unclear for users (it is hard to tell that the site is
public).
Concerns
- To staff knowledge, the park is not used
by residents, and there is little incentive to
begin using it given the size, location and
lack of features and amenities. However,
Township staff are deployed to mow it
regularly, resulting in staff time and labour
being spent on a parcel that is unused.
Goals
- Determine the best course of action for this
parcel:
» Using the decision tree in section
6.4.4, it is determined that the parcel
can be sold. The Township should
approach neighboring property
owners to assess their interest in
purchasing the property before listing
it on the market.
» If the Township is unable to find a
buyer, they should naturalize this
site in such a way that would reduce
maintenance requirements (for
example local species that don't
require watering, tree plantings, etc.)
Recommendations:
PT 73. Approach the neighbouring
property owner to assess
their interest in purchasing
the property. If they are not
interested in purchasing it,
the Township should list it on
the market. In the interim,
and if the property is unable
to sell, the Township should
naturalize the site.
PT 74. If the property is sold,
earmark the funds earned for
other parks and recreation
capital or operating costs.
150 MARCH 2023
6.5.4 Semi/Undeveloped Open
Spaces
Glenmount Greenspace
Description
This parcel was given to the Township in a
land swap with a resident. The resident owns
the land behind it, and the waterfront across
the street, so this parcel is in between their
two pieces of land. It is on the corner of two
streets, with a view of the water. It is currently
an open green space that is mowed by the
Township, and it is not known if it is used by
any residents. The plot is immediately beside
a house. It was identified by staff as a possible
plot for divestment.
Concerns
- Like Marion White parkette, to staff
knowledge, the park is not used by
residents, and there is little incentive to
begin using it given the size, location and
lack of features and amenities. However,
Township staff are deployed to mow it
regularly, resulting in staff time and labour
being spent on a parcel that is unused.
- Given its proximity to the neighbouring
cottage, it is not an ideal site for many park
amenities. Likewise, if the Township were
to naturalize the site and/or plant trees, it
may obscure the view to the water from the
neighbouring cottage, which may not be
well received.
Goals
- Determine the best course of action for this
parcel:
» Based on the points described above,
the best course of action for the site
would be if the property owner that
owns the cottage and waterfront
across would purchase this parcel as
well.
» Using the decision tree provided in
section 6.4.4, the same conclusion
is reached, that theTownship should
dispose of the land per By-law 2021-
094.
» If the Township is unable to find a
buyer, they should naturalize this
site in such a way that would reduce
maintenance requirements (for
example local species that don't
require watering, tree plantings, etc.)
Recommendations:
PT 75. Approach the neighbouring
property owner to assess
their interest in purchasing
the property. If they are not
interested in purchasing it,
the Township should list it on
the market. In the interim,
and if the property is unable
to sell, the Township should
naturalize the site.
PT 76. If the property is sold,
earmark the funds earned for
other parks and recreation
capital or operating costs.
151
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Bigwin Island Parcel
Description
The Township owns approximately 1.7 acres
of land on Bigwin Island. It is forested, and
undeveloped at present time. Bigwin Island
has seasonal cottages, some vacation rentals,
and a large private golf course. Access to
the island is by boat only (personal craft, as
well as private shuttle services from condo
corporations on the island and the golf club).
Concerns
- Restricted access: as described above,
there is no regular, public shuttle service
to the island. The main points for boat
launching are from the Port Cunnington
Marina (private), and at Norway Point Park,
which as discussed previously, already has
some conflicts between those using the
park at Norway Point, and those parking
their car there and staying on Bigwin
Island.
- If the parcel on Bigwin Island were to
be developed for public use, access
to the island must be considered (e.g.,
will a shuttle service be offered at all,
or just personal crafts? Any possibility
for arrangement with existing private
shuttle services?), as well as considering
additional parking stress at Norway Point
Park.
Goals
This parcel is a considerable asset to the
community. It presents the opportunity for
nature-based recreation and additional
access to the waterfront, both of which
residents highly value based on consultations.
However, developing the parcel as a public
park and increasing access to the island will
undoubtedly cause frictions with existing
island residents. To balance the needs and
desires of island and non-island residents,
the development of the site should be limited,
and designed to prevent heavy use of the
park. For example, a trail loop or two can be
created through the forest, with a couple of
docks (to limit the amount of boats/visitors at
any one time) and a small waterfront picnic
area. Shuttle service, if organized, should
also be limited seasonally, and with restricted
runs (e.g., one run in the morning, and one
coming back in the afternoon). However, given
the scope of the project, and the question of
access (for both park users and park staff),
a feasibility study needs to be conducted to
fully understand the opportunities, challenges
and costs associated with the project. While
we do not recommend selling the parcel, if the
feasibility study determines it is not possible to
develop the park, and Council decides to sell,
the funds should be earmarked for other park
projects, such as for the development of a new
waterfront park elsewhere.
Recommendations:
PT 77. Undertake a feasibility study
for developing a park at Bigwin
Island.. Bigwin Island Parcel
152 MARCH 2023
District of Muskoka Fairy Falls Parcel
Description
The District of Muskoka owns a large parcel of
land that hosts a sewage lagoon in a former
gravel pit. It is wooded, with varied landscape,
and has a three-kilometre trail with access to
the Two Foot Falls. The Township leases part
of the land from the District and manages the
parking lot and trail. Part of the trail goes along
the Muskoka River. Community consultation
indicated interest in allowing ATVs in some
part of this parcel, however, due to liability and
ecological concerns, this is not a use likely to
be supported by the District or Township.
Concerns
- Lack of signage and trail maps
- Lack of parking in winter months, cars park
on the road
- Trails are self made and require widening
and maintenance
Goals
- Work with the District to develop the site to
its full potential as a trail destination
- Determine the best way to balance
various uses (e.g., hiking, mountain biking,
snowshoeing, skiing). This may look
like distinct areas for each activity with
appropriate trail maintenance to support
each activity, with signage and appropriate
amenities to support use and blockades to
prevent undesired use.
- Explore opportunities (e.g., partnering with
a small business) to provide rentals in the
winter such as show shoes, skies, push
sleds, etc
Recommendations
PT 78. In collaboration with the
District of Muskoka, undertake
a study to develop the
Fairy Falls parcel as a trail
destination.
Fairy Falls
154 MARCH 2023
7. 0 Culture
7.1 The Importance of Arts
and Culture in Community
Recreation Planning
While this plan is primarily a Parks, Open
Space and Recreation Strategy, it does
also address the potential to promote and
support cultural opportunities and cultural
development. Like many forward-looking
communities, Lake of Bays recognizes the
importance of arts and culture in providing
a well-rounded and healthy environment for
its citizens. Many communities regard arts
and culture activities (which often include
"heritage" activities as well, as they do here)
as equally important to the provision of sports
infrastructure, parks and open space for the
mental health and well-being of its residents.
For example, note that in the online survey
results, interest in the visual arts (49%)
exceeded many sports and fitness-related
activities such as arena ice activities (38%) and
group fitness (39%). Interest in the performing
arts (32%) was similarly high.
In 2015 an Arts and Culture Strategy for the
municipality was undertaken (building upon
previous plans such as the Town of Huntsville
Culture Strategy in 2011; A Tapestry of Place
- Huntsville/Lake of Bays Cultural Tourism
Strategy in 2013; and the Huntsville Cultural
Strategy in 2014) and many of the initiatives
undertaken in the last decade spring from that
work. However, now, a decade on, there is a
need for that plan to be updated and revised,
and that is noted in the present study.
Having said that, this is not an arts and
culture plan per se. The directions outlined
here might point to an opportunity for some
future Arts and Culture Master Plan to be
undertaken (in the way that Huntsville, for
example, has in the past). Until then, however,
the recommendations presented here are
intended to ensure that where there are clear
opportunities that are tied to the overall Parks,
Open Space and Recreation Strategy they are
recognized and acknowledged, and might
form the basis of such a plan in future.
This is important for a variety of reasons. First,
there are clear synergies between certain
types of "art and culture" activities and "sports
and recreation" activities. Public art in open
space and parks is one example. Trails that
feature photo opportunities of artistic scenes,
or explain natural or human heritage, are
another.
Second, arts and culture can be an economic
generator in a community, when festivals and
events, historic driving tours, crafts and art
studio tours, etc. draw in visitors who then
spend time and money in the community.
Many communities, including Huntsville,
have developed cultural tourism strategies
where the arts, culture and heritage amenities
and activities in the community can act as a
key draw for visitors, with resultant positive
economic impact to the community.
Third, arts and culture activities can augment
the quality of life in a community which, when
coupled with parks, sport and recreation
activities, provide "something for everyone"
when families and households are considering
a place in which to raise a family or retire.
Being very visible, they help to create an image
and identity of the community as a balanced
one with an overall very high standard of living.
155
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
7.2 Types of Municipal
Support for Arts, Culture and
Heritage
When considering the ways in which a
municipality might support its local arts,
culture and heritage sector, there are a number
of avenues for consideration. These are:
a. Direct Product Provision: This method of
support is where the municipality chooses
to directly provide facilities, programs or
services to ensure opportunities for cultural
engagement. Examples of this at present
in Lake of Bays include the support of
the library, museums, and the Baysville
Walkabout. The Community Grant
Program, which supports arts, culture
and heritage activities as well as a host of
other activities, is similarly a form of direct
provision.
b. Public Realm Improvements: This type
of support is shown in terms of arts and
culture-related improvements to the
public realm; for example, maintenance
of vistas and viewpoints (e.g., the Dorset
Fire Tower), community plaques, public
art, and attractive / historic signage in
communities.
c. Capacity-Building: This form of support
is where the municipality (sometimes
in partnership with other organizations)
provides assistance to arts and culture
organizations, "helping them help
themselves." This often takes the form of
workshops and seminars on topics such
as marketing, membership development,
fundraising, organization and Board
development, etc. At the moment an
organization does exist (Lake of Bay Arts
- LOBarts) and the Township has provided
seed funding for the development of their
website.
d. Investment Encouragement and
Attraction: As previously mentioned,
arts, culture and heritage can be a major
attraction for tourists and visitors to come
to a community. The Township of Lake of
Bays does have an economic development
strategy, and the tourism industry is one
of the key focal points contained within
it. Investment in arts, culture and tourism
through an initiative such as a cultural
tourism plan can not only act as a tourism
generator in the community but also clearly
benefit local artisans, performers and
craftspersons.
e. Marketing and Promotion: A fifth way that
a municipality can benefit its local arts and
culture sector is through the promotion
of local artisans and events, which can
increase exposure and sales opportunities
for local artisans.
These areas of potential activity are all
mutually supportive and reinforcing, as
illustrated in Figure 7 - 1.
As indicated above, while the Township is
currently active to some extent in all of these
areas of support, there is more that could be
done.
156 MARCH 2023
Direct
Provision
Public Realm
Improvements
Capacity
Building
Investment
Encouragement
& Attraction
Marketing and
Promotion
Figure 7 - 1: Types of Municipal Support for Arts, Culture and Heritage
157
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
7.3 Arts, Culture and Heritage
Improvements in Lake of
Bays
As earlier mentioned, the arts, culture and
heritage recommendations raised here are
somewhat tangential or peripheral to the
main thrust of the overall Strategy, which is
primarily upon parks, recreation and open
space. While there are several opportunities
that have been raised during the consultation
process, and that are mentioned in this
section, an overarching recommendation is
that a separate arts, culture and heritage plan
or strategy be developed for the Township.
This would take all of the suggestions raised
during this process and compile them into a
specific and separate arts, culture and heritage
strategy. While many larger municipalities
have developed such plans, even smaller
communities have taken initiatives in this
regard.
Case Study: Town of Three Rivers,
PEI (population 7,200) Arts, Culture
and Heritage Strategy
This small community (certainly
much smaller than Lake of Bays in
the summertime) was intensely and
justifiably proud of its history, very active
cultural scene, and superb location,
and decided to develop an arts, culture
and heritage strategy to ensure that
Town efforts supporting the sector were
optimally efficient and effective.
The Township should develop a separate arts,
culture and heritage strategy, containing and
extending the recommendations contained in
this report. Considerations in developing such
a strategy should include:
- Creating a cultural tourism strategy, again
in partnership with the Town of Huntsville
(which might be interested in updating its
own now-dated cultural tourism strategy).
The involvement of the joint Huntsville
/ Lake of Bays Chamber of Commerce
should also be considered (see Section
2.4.4. of this report). This effort should be
seen as an update to the 2015 plan.
Chemainus, BC:
This small community , part of the
municipality of North Cowichan (total
population about 30,000), is renowned
for its support and promotion of the arts.
The community is most famous for over
50 wall murals throughout the town
created by local and regional artists, that
have collectively become a major tourist
attraction. There is an annual mural
festival that celebrates and adds to this
base of attractions. The municipality
also supports that activity through a
series of arts and culture grants to local
artists. This activity has literally put
Chemainus 'on the map' and it is now a
favoured tourist destination for travelers
on Vancouver Island.
158 MARCH 2023
Case Study: Gallery in the Park,
Altona
The small town of Altona, Manitoba
(population 4,200, just slightly larger
than the permanent population of Lake
of Bays) maintains a public art gallery
in partnership with a local corporation
(Friesens Corporation, a local printing
company). The public art gallery and
sculpture garden is located in a historic
home in the community that was
acquired by the municipality, and run
by a not-for-profit volunteer Board but
funded by the Town. It is dedicated to
showing the works of local and regional
artists from Southern Manitoba.
7.3.1 Program/Service Development
Under this category there are a number of
suggestions and opportunities raised that
should be considered. Again, these would fall
under the purview of the separate arts, culture
and heritage strategy referenced above.
- Investigate the feasibility of a small
public art gallery that would showcase
the works of local artists. This could be
located at Dwight, Dorset or Baysville.
- All elements that are normally considered
in other municipal arts, culture and
heritage plans, such as: hosting an annual
arts summit; an active public art program
(see Section 4.6.1 of this report); possibly
a live music and events component;
methods of encouraging experimentation
and innovation; etc. This could be done
through a benchmarking assessment of
the arts and culture strategies of other
small communities.
- The public library, which is a key cultural
agency in any community and often left out
of such planning, as libraries are technically
separate organizations from municipalities
according to the Ontario Public Libraries
Act.
» Arts and culture suggestions made
elsewhere in this Strategy, including:
» An annual allocation in the Council
budget to fund arts, culture and
heritage activities (see Section 4.6.1)
» Expansion of arts-based
programming, especially in
Township-owned public spaces (see
Section 4.5.2)
» Exploration of potential to support
short-term, citizen-led arts and
culture programs along the lines of
the Westboro Brainery in Ottawa (see
Section 4.5.2)
» Expansion of children's programming,
an example of where the Library can
play a key role (see Section 4.5.3)
» Ensuring that all programs offered by
the Township consider accessibility
equity and inclusion (see Section
4.6.3)
We now turn to consideration of each of the
five elements in the framework previously
discussed.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
- Explore the development of more
walking tours with an arts, culture and
heritage focus. Coupled with smartphone
interpretation (e.g., using QR codes), these
can be a very effective way of presenting
the artistic and historic aspects of the
community to visitors as well as residents.
If the municipality were to sponsor the
development of such tours using local
individuals and organizations, this would
be a very effective means of promoting the
community and enhancing tourism (and
become one of the initiatives contained
within a cultural tourism strategy). Two
Ontario examples are Thunder Bay
Heritage Walking Tours and Port Hope
Driving Tours.
- Explore the creation of more local festivals
featuring local musicians and artisans.
Baysville has the Walkabout but there is
nothing equivalent in Dwight or Dorset.
The possibility of similar events in these
communities (which generate tremendous
local economic impact) could be explored.
The opportunity to develop more
off-season and winter events should be
considered.
Case Study: Brookfield Ice Harvest
and Winter Carnival
The small town of Brookfield, Maine
(population 1,200) hosts an ice harvest
festival centred around the historic
practice of cutting and storing ice for
customers in the summer months. The
festival focuses on a historic theme, and
features various related arts and cultural
activities.
- Explore the feasibility of a Community
Arts Centre or Creative Hub. Public
consultation revealed a desire for a
"community arts centre" of some form. This
would consist of space for arts groups,
perhaps a small performing arts space,
etc. The possibility of repurposing one of
the seniors centres for this use might be
examined. Also, coupling such a centre
with a public art gallery (see above)
could be explored as well. However, the
reality for such centres, especially in small
communities, is that they are often run very
close to the financial margin and require
significant operating subsidies by the
municipality (however, in this regard they
are not unlike a sports arena). In any event,
the feasibility of such an initiative would
need to be carefully studied, but this could
be an initiative contained within an overall
arts, culture and heritage strategy.
One opportunity that did not come up to a
significant degree in the consultation program
was the idea of artist studio space being an
element of a creative hub. This can be a very
strong aspect of a community arts centre,
providing creative space for local artisans,
and acting as a strong draw for visitors who
can see "artists in action." This aspect should
be considered as well in any feasibility
assessment of an arts centre or creative hub.
Case Study: Jasper Habitat for the
Arts
The small resort town of Jasper, Alberta
is home to a creative arts studio and
community arts hub that serves local
residents and is a significant tourist
attraction. With a permanent population
of about 5,000 and a very large influx of
tourists in the summer season, Jasper is
similar to Lake of Bays in many ways.
160 MARCH 2023
Case Study: Artscape Wychwood
Barns
This community hub and artist studio
space in Toronto consists of converted
"car barns," which were repair facilities
for streetcars but became a dangerous
and derelict area when they were
abandoned. Since converted into
community arts space and artist studios,
it is a huge draw for the community,
featuring a regular weekend market
where local produce is sold, the studio
artists sell their works, and community
causes are promoted by a variety of
not-for-profit groups. A number of
events throughout the week are also
held at the facility.
7.3.2 Public Realm Improvements
- Create a percentage for public art
mechanism. Many smaller communities
have a "percentage for public arts" policy
where a certain proportion of the cost of
public works projects is dedicated to public
art projects and improvements made to
public spaces. Usually the percentage
ranges from 1 to 2 percent37; some very
progressive communities have levels up
to 3% and 4%. Again, this would be an
element to consider in the development of
an arts, culture and heritage strategy.
- Implement improvements to Ragged
Falls. Some in the consultation process
mentioned that Ragged Falls is an
"amazing asset" to the community, but
in need of improvements to make it even
more attractive as a public space. This
could be the focus of a concerted public
improvement plan, focusing upon the
natural, artistic and heritage significance of
the site. Certainly, similar attractions (such
as Kakabeka Falls outside of Thunder Bay)
are major attractions in their areas. While
the Falls itself is administered and operated
by Ontario Parks, the site is a major
economic generator to the small town
of Oliver Paipoonge (population 5,900,
just slightly larger than the permanent
population of Lake of Bays) and generates
significant tourism attention. Another
example is Walter's Falls in Grey County
37 Moncton (1%): https://www5.moncton.ca/docs/
policies/updated2020/Percent_for_public_art_
policy.pdf
Missoula (1%): http://publicartmissoula.org/
percent-for-art
Ottawa (1%): https://ottawa.ca/en/arts-heritage-
and-events/public-art-and-city-ottawa-art-
collection/public-art#section-8278d953-189f-4875-
8601-f1613db51bad
Seattle (1%): https://www.seattle.gov/arts/
programs/public-art
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
(not a provincial park site) which has for
the past several decades been the focal
point for local art shows (see: http://
waltersfallsartists.ca) as well as the site for
an inn and spa development.
- Continue distinctive signage throughout
the community. The Township has some
distinctive and attractive signage in place
(e.g., village signs in Dwight, Dorset and
Baysville) but there is opportunity to
extend this branded signage and create a
greater "sense of place" in other areas in
the community (e.g., trails, attractions such
as Oxtongue Rapids, Dwight Beach, etc.).
This was discussed further in section 6.4.2,
and a signage and wayfinding strategy was
recommended.
7.3.3 Capacity-Building
- Consider an arts and culture development
officer position. Some smaller communities
have an arts and culture development
officer position in place to work with
individuals and organizations involved
in providing arts, crafts and historical
opportunities to the community. Very
often, these staff become involved in
capacity-building initiatives in working
with these individuals . This may also
be an area where Lake of Bays could
explore possibilities with the District of
Muskoka overall, modelling the practice
in Huron County (note that at 62,000,
Huron County's population base is about
the same size as Muskoka's). Part of the
responsibility of this position would be
to work with arts, culture and heritage
organizations to identify their needs and
determine ways to best meet them. If this
were a District-level function rather than
a purely lower-tier one, there could be
significant economies of scale incurred in
providing service; this is an aspect of the
position that should be explored further in
the investigation of this possibility.
Another possibility to explore is whether
there is any potential to work with individual
artists and crafts-persons who may be on the
"threshold of commercialization," that might be
interested in turning their arts-related hobby
into a career. While this may be more of an
economic development function than an arts
capacity-building one, it still may be a matter
for consideration. Again, this may be a function
that would be more appropriate at the District
level than the local one; this would be a matter
for further exploration.
162 MARCH 2023
7.3.4 Investment Encouragement and
Attraction
- Investigate hotel investment potential.
While only indirectly related to arts,
culture and heritage, the point was raised
on occasion during the consultation
process that Lake of Bays has no clearly
defined "hotel" operation, or even many
bed and breakfast-type operations
(this is particularly an issue in the south
end of the municipality). If an updated
cultural tourism strategy is developed
(as earlier recommended), this may be a
complementary development to ensure
that tourists and visitors have access to
the full range of amenities they expect in
the area (rather than necessarily going
to Huntsville or Bracebridge). Other
communities (Arnprior, Smiths Falls) have
proactively undertaken preliminary hotel
feasibility studies when they perceived
a lack of available rooms, and used the
results of these assessments to interest
investors and hotel chains in potential
operations. While this is more of an
economic development responsibility
(rather than, say, the arts and culture
development officer position previously
referred to) it still is an important item
for consideration. This matter should be
reviewed again in the development of the
aforementioned cultural tourism strategy.
- Encourage private sector provision
of arts and culture opportunities. The
consultation process suggested that there
are certain types of cultural activities for
which there is a substantive market; for
example, several mentioned that there
was likely a market for the provision of
drama and arts to children. This would
likely not be a matter of direct service
provision by the Township, but rather
working with external individuals and
organizations who could provide such
services as a business. Again, while this is
fundamentally an economic development
type of opportunity, there is clearly a role
for the arts, culture and heritage position in
helping this come about.
7.3.5 Marketing and Promotion
The initiatives and recommendations
presented in the following section are probably
most appropriate under the aegis of a cultural
tourism strategy. It is recognized, for example,
that the Hwy. 60 corridor through Hillside and
Dwight sees well over 1 million vehicles per
year, which represents tremendous tourism
potential. 38 It is surmised that a significant
proportion of these are relatively new
Canadians, who are anxious to see the sights
and experience the culture of northern Ontario.
- Recognition of Indigenous Heritage:
There is already some recognition of the
Indigenous heritage of the Lake of Bays
area - for instance the plaque in Cedar
Narrows Park in Dorset commemorating
the history of the Anishinaabeg people.
However, there are undoubtedly many
more opportunities throughout the
Township for similar recognition and
education, and Lake of Bays could support
efforts for further acknowledgement and
promotion/education of the contribution of
the Indigenous peoples in this regard.
- Promote the S.S. Bigwin Tour: The S.S.
Bigwin, the restored steamship from the
early twentieth century that once traversed
Lake of Bays ferrying the rich and famous
to Bigwin Island, was restored by the Lake
of Bays Marine Museum and Navigational
Society and started operations in 2012,
offering tours around the Lake of Bays
from its departure point in Dorset. With
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
its companion attraction of the Lake of
Bays Marine Museum in Dorset, this tour
offers an enjoyable and educational outing
in Dorset that can be better promoted
and utilized. The viability of the operation
was threatened during the pandemic and
is now in the process of building back.
The Township should be more active in
promoting the tour and utilizing it as an
asset when hosting social occasions,
promoting the assets of the Township to
visitors, etc.
- Greater Promotion of Dorset Museum: In
a similar vein, the Dorset Museum, which
is a gem of a facility at the north end of
Dorset, is a key asset that could be greater
promoted and supported. Several of its
exhibits do an excellent job of promoting
the history and heritage of the area (for
example, the exhibit showcasing the
Bigwin Inn, and the Gilmour Tramway
diorama). This too is a key asset that could
be used and promoted more actively by the
Township.
- Greater Promotion of Waterfront Access:
There are relatively few opportunities for
the general public to access waterfront
throughout the Township, and these
should be better promoted (and possibly
developed). Examples include the beach
at Dwight and the relatively small one at
the highway park in Dorset. As population
of the Greater Toronto Area grows, and
the Township becomes better known as
a destination location (as a result of this
Strategy and other initiatives) demand will
only grow. And of course, when the public
makes use of facilities such as these, if
there are spending opportunities nearby,
there can be significant economic benefit
associated with the sites. The Township
should take a more concerted approach to
the promotion of these public waterfront
sites.
Recommendation:
CL 1.
Develop a separate arts,
culture and heritage strategy,
exploring and elaborating
on the recommendations
contained in this report and
updating the work of the 2015
Arts and Culture Strategy for
Huntsville and Lake of Bays.
This page has been left blank intentionally.
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
8.0 Implementation Strategy
8.1 Introduction
This section outlines the proposed
implementation strategy for the Strategy's 131
recommendations. Following a discussion
of key considerations, the recommendations
are presented by service areas of the Strategy
(Service Delivery; Facilities; Parks, Open
Spaces, Water Access Points and Trails; Arts
and Culture), accompanied by the anticipated
costs and timeline associated with discrete
tasks. For a more complete explanation of
each recommendation, please refer to the
corresponding discussion in the preceding
sections.
This implementation strategy should be
considered a living document. In monitoring
and evaluating the Parks, Open Space and
Recreation Strategy, changes that result
from work completed should be reflected in
systematic reviews that track the initiation,
progress and completion of each item as they
are implemented in annual work plans and
budgets.
8.2 Considerations
The proposed roll-out of recommendations is
based on the information available at the time
of the Strategy's development and includes the
following considerations:
8.2.1 Operational vs. Capital Projects
Of the 131 recommendations, 69 are
operational in nature. This means the
implementation of these recommendations
would be undertaken by staff as part of their
day-to-day activities. The remaining 50 capital
recommendations and 12 recommendations
to undertake supplementary studies require
discrete budget allocations for execution.
This includes both improvements/repairs to
existing facilities, as well as the design and
construction of new facilities and amenities.
The capital cost estimates for parks and
trails include design fees, initial project start
up permits, insurance, protection fencing,
construction signage, contingency and cash
allowance.
8.2.2 Immediate Need
Several recommendations reflect immediate
community need. These are scheduled for
Year 1 in the implementation forecasts and
address repair backlogs to aging infrastructure
and facilities, closing gaps in services and
processes for decision-making. Importantly,
a Program Developer/Coordinator should
be hired immediately to begin developing
programs/activities at all Township facilities
and parks, and to facilitate programming
at other community spaces that are public
serving.
166 MARCH 2023
8.2.3 Dependencies and Efficiencies
While recommendations are described as
individual initiatives, many are interrelated and
need to be considered in the larger context
of achieving efficiencies in implementation.
Some recommendations must be initiated and
completed before other recommendations can
begin, while others may benefit from being
undertaken simultaneously in terms of process
efficiency and providing a more fulsome
approach to physical improvements.
8.2.4 Budget Considerations
The implementation sequence attempts
to evenly distribute the costs of
recommendations over the 20-year time frame
of the Strategy. This includes costs associated
with operations, planning/design and
implementation. The total cost of all projects
over the 20-year schedule is approximately
$4,426,500, with $747,000 allocated for the first
year (see Table 8 - 1).
It should also be noted that costs for some
recommendations are not available and
are yet to be determined. These have
been noted in the forecast and would be
in addition to the numbers provided in the
Strategy. Another factor to consider are cost
premiums/ fluctuations due to the pandemic
and inflation. The current situation makes
it especially difficult to attach estimates to
recommendations. This is particularly true at a
master plan level where the potential range in
design and the quality of materials and finishes
are also unknowns, and are determined by the
municipality.
Areas of
Recommendations
Timing
Total Estimated Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years
11-20)
Service Delivery (SD)
$145,000
$240,000
$300,000
$680,000
$1,365,000
Facilities (F)
-
$30,000
-
$500,000
$530,000
Parks, Open Spaces,
Waterfronts and Trails
(PT)
$602,000
$1,409,200
$490,500
$460,000
$2,501,500
Arts and Culture (CL)
-
$30,000
-
-
$30,000
Table 8 - 1: Cost Breakdown of Recommendations by Area of Focus and Timeframe
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
8.2.5 Staff Resources
The need for staff resources to do the work
requires both a distribution of tasks over time
and, in some cases, hiring additional staff to
take responsibility for implementation. It will
also require coordinated efforts both internally
and externally.
8.2.6 Flexibility
The proposed schedule reflects a reasonable
roll-out, assuming no major obstacles to
activation. However, it is expected that some
projects may need to be delayed due to
unforeseen circumstances. There may also be
opportunities to "fast-track" other initiatives.
Ongoing initiatives are to be carried through
each year to the end of the Strategy's term.
Their applicability throughout the entire
period, however, will depend on evolving
needs in relation to service development.
For example, program expansion for specific
interests may be sufficient to meet demand in
considerably less than twenty years (subject
to potential changes based on continuation of
monitoring and verification of need). The point
at which this will happen, however, is unknown
and thus not identified as an "end-date" in
implementation. The recommendations
shown as time-limited endeavors may also
extend beyond the years shown. It may take
longer to complete the identified activities
and/or the completion of a recommendation
may result in a new system component or
procedure. Recommendations to establish
formal agreements or contracts, for example,
are shown as time-limited for negotiating
arrangements that will create new, ongoing
relationships between the Township and
other providers (e.g., volunteers, agencies,
businesses, etc.).
168 MARCH 2023
8.3 Anticipated Costs and
Timing
Table 8 - 1 summarizes the total cost estimates
by timeframe for each section of the Strategy,
and Table 8 - 2 outlines in detail the anticipated
costs and timeframe for implementing each of
the Strategy's 131 recommendations..
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
SERVICE DELIVERY
Service Capacity Development
SD 1. Contract
professional
services to develop
a comprehensive
marketing strategy for
the Township's parks
and recreation system.
Page
44
$60,000
(includes all
outdoor assets,
indoor/outdoor
facilities,
program
services,
detailed
implementation
plan)
$60,000
SD 2. Hire staff to
take responsibility for
program development/
coordination and,
working with the
Communications
Officers, implementing
services/marketing
assets.
Page
44
one FTE at $60,000 per annum x 20 years
$1,200,000
SD 3. Purchase and
implement a recreation
management software
system.
Page
44
$25,000
(includes annual
subscription
and 1st year
implementation
and training)
$25,000
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
Table 8 - 2: Implementation and Project Timeline Chart
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
Financing Service Development
SD 4. Investigate the
community's interest
in establishing a parks
foundation, and facilitate
its development if there
are volunteer leaders/
residents who are
interested and willing to
serve.
Page
49
SD 5. Develop
programs related to
revenue generation to
help finance parks and
recreation services,
such as a general
donation option with
taxes, commemorative
bench and tree, and last
minute ice.
Page
49
SD 6. Conduct
periodic reviews of
rates and fees for
parks and recreation
services to determine
need for incremental
adjustments.
Page
49
Partnerships, Collaborations and Agreements
SD 7. Amend the
Township/School
Board agreement for
Dwight Outdoor Rink to
include any upgrades/
improvements the rink
and area undergoes.
Page
51
SD 8. Consider the
future need/opportunity
to extend the agreement
to cover the entire
outdoor area of the
school property used for
recreation.
Page
51
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
170 MARCH 2023
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
SD 9. Consult with
the School Board
about the possibility
of a reciprocal use
agreement for access
to Irwin Memorial Public
School classrooms and
gym.
Page
51
SD 10. Terminate the
Dorset Pavilion and
Community Park lease
and, if the community is
interested in retaining
the Park, investigate the
potential for Algonquin
Highlands to assume
the lease.
Page
52
SD 11. Review any and
all current agreements
between the Township
of Lake of Bays and the
Township of Algonquin
Highlands regarding
recreation and parks
assets that may be used
by residents of both
municipalities.
Page
54
SD 12. Work with local
Indigenous groups to
amplify and improve
knowledge of historical
significance.
Page
55
Program Development and Delivery
SD 13. Promote more
water-based activities
(e.g., canoeing,
kayaking, stand-up
paddleboarding).
Page
58
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
SD 14. Reinstitute
swimming lessons.
Page
58
+ cost to hire instructors
SD 15. Develop a
strategy for hiring
and retaining swim
instructors/lifeguards
to support swimming
lessons.
Page
58
SD 16. Promote all-
season recreation by
expanding outdoor
winter activities (e.g.,
snowshoeing, trail
hiking, backcountry
skiing, snowmobiling,
ATVing).
Page
58
SD 17. Provide
opportunities for self-
directed programming
and activities on trails/
paths.
Page
58
SD 18. Expand arts-
based programming,
especially in Township-
owned public spaces.
Page
59
+ cost to hire instructors
SD 19. Expand
supply of non-
sports programming
by exploring try-it
programming models
(e.g., pilots, workshops,
lesson series, short-
duration programs,
program packages,
drop-ins).
Page
63
+ cost to hire instructors
SD 20. Evaluate short-
duration activities to
measure their success
in serving particular
markets and to
determine any potential
for extension as long-
term programming.
Page
63
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
172 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
SD 21. Explore
providing pick-up sports
through partnership with
Irwin Memorial Public
School.
Page
63
+ cost to secure app/platform
SD 22. Develop
additional programs and
activities for children
and youth aged 5 to 19
years.
Page
64
+ cost to hire instructors
SD 23. Work with the
Lake of Bays Public
Library to deliver
additional programming
across the Township,
particularly for children
and youth.
Page
64
Policies, Practices and Procedures
SD 24. Consult with
volunteer groups to
identify opportunities
to simplify/help with
the process to meet
requirements in
delivering special
events and/or
participating as vendors.
Page
69
SD 25. Consider a
distinct stream of
funding for visitor-
oriented arts, culture
and heritage services
that can be allocated
funding through the
economic development
budget.
Page
69
SD 26. Work with the
District of Muskoka
to access funding for
experiential based
tourism initiatives.
Page
69
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
SD 27. Include
an appropriate
predetermined review
period (e.g., every five
years) in each policy.
Page
69
SD 28. Designate
separate times for
tennis and pickleball,
organized and casual
play, ensuring equitable
access to both prime
and non-prime hours
on courts through an
allocation policy.
Page
74
SD 29. Anticipate
the need for an ice
allocation policy if/when
demand for use begins
to create competition for
available time.
Page
74
SD 30. Develop a
Community Group
Affiliation Policy to
clarify the types of
assistance available
to all volunteer
organizations that meet
eligibility criteria.
Page
74
SD 31. Investigate
potential to reduce
insurance costs for
community groups and
instructors providing
events and programs.
Page
74
SD 32. Consider the
need for policies that
address affordable
access, diversity and
inclusion.
Page
74
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
174 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
Service Planning, Monitoring and Evaluation
SD 33. Institute
collaborative program/
service planning on a
regular basis with other
existing and potential
providers, including
invitations to participate
as need or opportunity
arises.
Page
78
SD 34. Institute ongoing
service monitoring and
evaluation to inform
service planning in the
areas of facility/space
use, programs and
events, and participant
and volunteer
experience.
Page
78
SD 35. Develop annual
planning targets to
allow outcomes to be
measured and reported.
Page
78
SD 36. Use new
management
software to develop
comprehensive system-
wide data collection
to inform ongoing
planning/evaluation
work.
Page
78
SD 37. Conduct a
comprehensive review
and update of the
Strategy in ten years.
Page
78
$80,000
$80,000
Total Estimated
Cost for Service
Delivery:
$145,000
$240,000
$300,000
$680,000
$1,365,000
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
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TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
FACILITIES
Lake of Bays Community Centre, Baysville
F 1. As part of a
comprehensive
marketing strategy for
the Township's parks
and recreation system,
market the Lake of Bays
Community Centre to
establish a niche in
serving the area's need
for/use of arena and hall
facilities.
Page
83
F 2. As part of future
upgrades, consider
reconfiguring the
existing office/lobby
area to provide more
administrative space.
Page
83
F 3. As part of future
upgrades, investigate
the feasibility of
providing an open,
larger workout/weight
area on the main level.
Page
83
Dwight Community Centre and Library
F 4. Develop programs
that are amenable to the
spaces available at the
Community Centre.
Page
83
F 5. Ensure future plans
to expand the Library
at Dwight Community
Centre retain the Hall
or, ideally, add multi-
purpose recreation
program space in the
overall design.
Page
84
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
176 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
F 6. Consider a joint
development and
use agreement with
the Library for a
shared multi-purpose
component of the
building.
Page
84
Seniors' Centres
F 7. Notwithstanding the
terms of the long-term
lease agreements and
decisions precipitated
by the Asset
Management Plan,
investigate opportunities
to adapt seniors' centres
to program for other
age groups, including
intergenerational
activities.
Page
85
F 8. Investigate
opportunities to move
seniors' involvement
in service provision
in different directions
under the existing lease
agreements.
Page
85
F 9. Use the commercial
kitchen at the Baysville
Autumn Leaves Centre
for programming outside
senior use hours.
Page
85
Kitchens
F 10. Consult with
Simcoe Muskoka
Public Health Unit to
investigate the potential
to use the large
community centre hall
kitchens for community
programming and food
producer rentals.
Page
86
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
177
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
F 11. Initiate separate
schedule for, and
track, use of kitchens
for programming and
commercial uses.
Page
86
Outdoor Tennis/Pickleball Courts
F 12. Upon
amendments to the
agreement with the
School Board, issue
an RFP to redevelop
the rink through
upgrades, the addition
of a concrete pad for
pickleball/tennis courts,
a roof to protect the rink/
courts from sun/snow
throughout the year,
and a new change hut/
storage shed.
Page
90
F 13. Resurface the Van
Seters tennis court.
Page
90
$30,000
$30,000
F 14. Once pickleball
courts are available,
designate the Van
Seters court exclusively
for tennis, and if
demand warrants, add
another tennis court
here.
Page
90
F 15. Monitor use
of both tennis and
pickleball courts to
confirm demand for
additional facilities and/
or dual use scheduling
of existing courts to
equitably accommodate
both uses.
Page
90
Legend:
Operating costs
Capital costs
Study to be undertaken
Task for Recreation
Program/Event Developer
178 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
F 16. If required
over the long-term,
develop a four to six-
court pickleball court
facility for casual and
organized activity,
considering the higher
number of courts to be
able to accommodate
tournament play, and a
location removed from
residential areas.
Page
90
$500,000
$500,000
F 17. Continue to
implement AODA
improvements/upgrades
as itemized in the Multi-
Year Accessibility Plan
(2018-2023) and update
the Plan for the period
beyond 2023.
Page
91
F 18. Incorporate
the conclusions and
recommendations of
the Asset Management
Plan for recreation
facilities in planning and
budgeting processes.
Page
91
Total Estimated
Cost for Facilities:
$30,000
$500,000
$530,000
Legend:
Operating costs
Capital costs
Study to be undertaken
179
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
PARKS, OPEN SPACES, WATERFRONTS AND TRAILS
General Recommendations
PT 1. Adopt the Parks
Classification System
provided in this
Strategy.
Page
98
PT 2. Ensure
new residential
developments
incorporate adequate
parkland, and connect
to other parks, trails
and/or recreation
facilities where possible.
Page
99
PT 3. Complete an
accessibility audit.
Page
103
$40,000
$40,000
PT 4. Develop AODA
compliant park
standards.
Page
103
PT 5. Make required
accessibility upgrades
to parks and trails
(including playground
safety, routes and
wayfinding, seating,
shade and bicycle
parking) as part of
ongoing maintenance
and upgrades.
Page
103
Absorbed in regular maintenance/upgrade budgets for each park
PT 6. Develop a
Township-branded
signage and wayfinding
strategy for parks, trails,
boat launches, facilities,
heritage sites and main
arterials.
Page
103
$30,00039
$30,000
PT 7. Develop an
Environment-first Park
Policy.
Page
104
39 Implementation and associated costs to be determined through the study.
Legend:
Operating costs
Capital costs
Study to be undertaken
180 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
PT 8. Use the park
disposal/acquisition
trees provided here as
necessary to assist with
land decisions.
Page
108
PT 9. Develop, finalize,
and implement the Park
Beautification Program
provided.
Page
109
Project dependent/Absorbed in regular maintenance/
upgrade budgets for each park
PT 10. Undertake a
water access study.
Page
110
$40,00040
$40,000
PT 11. Develop a trail
strategy that addresses
the items described.
Page
112
$40,00041
$40,000
PT 12. Add one full time
staff for parks and trails.
Page
112
$40,000
$160,000
$200,000
$400,000
$800,000
PT 13. Undertake a
comparative analysis
to determine which is
more cost effective -
contracting out grass
cutting. or hiring
additional summer
staff - and proceed
accordingly.
Page
112
Baysville Riverfront Park
PT 14. For all intents
and purposes (e.g.,
planning, discussion,
and marketing etc.)
consider Baysville
Riverfront Park,
Baysville docks east
and west, Robertson
Parkette, and Grist
Mill Parkette as one
site called "Baysville
Riverfront Park".
Page
114
PT 15. Revitalize
Bandstand.
Page
114
Absorbed in regular maintenance/upgrade budget
40 Implementation and associated costs to be determined through the study.
41 Implementation and associated costs to be determined through the study.
Legend:
Operating costs
Capital costs
Study to be undertaken
181
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
PT 16. Revitalize Grist
Mill monument.
Page
114
Absorbed in regular maintenance/upgrade budget
PT 17. Add path through
Grist Mill park are,
connecting monuments,
historical signage, and
the Baysville waterfront
trail.
Page
114
$7,000
$7,000
PT 18. Both Docks:
Increase accessibility to
dock area with railing to
stairs and, if possible, a
ramp to dock area.
Page
114
$3,200
(Railings)
$8,000 (Ramp)
$11,200
PT 19. West Dock:
Upgrade or replace
pavilion: It would be
advised to have an
aluminum soffit/frame
to the roof structure to
avoid the water damage
happening to the roof .
Page
114
$50,000
$50,000
PT 20. West Dock:
Improve drainage to
dock/pavilion area.
Page
114
$20,000
$20,000
Baysville Dam Park
PT 21. Replace/upgrade
gazebo and seating:
Provide more seating,
with ample space
surrounding seating for
maneuvering. Entries
should be designed for
easy access to all users
and abilities.
Page
116
$50,000
$50,000
PT 22. Add seating
along water's edge,
and around ice rink (if
present).
Page
116
$15,000
$15,000
PT 23. Replace/improve
stairs.
Page
116
$50,000
$50,000
Legend:
Operating costs
Capital costs
Study to be undertaken
182 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
PT 24. Continue to
provide an ice rink on
the parking lot in winter
months.
Page
116
Cost absorbed in new Park/trail staff hire
Lake of Bays Community Centre Park
PT 25. Add pavilion
near playground.
Approach Lions Club
to discuss potential for
partnership.
Page
118
Dependent on
arrangement
with Lions
PT 26. Add seating
around playground.
Page
118
$9,000
$9,000
PT 27. Add splash pad.
Page
118
$150,000
$150,000
Van Seters Park (see also tennis/pickleball courts above)
PT 28. Add shaded
seating around tennis
and basketball courts.
Page
120
$30,000
$30,000
PT 29. Separate
basketball court from
tennis courts, and
provide permanent
posts and nets.
Page
120
$50,000
$50,000
PT 30. Revitalize the
Lions lookout tower.
Page
120
$80,000
Monitor and clear tree growth as
necessary to maintain view
$80,000
Norway Point Park
PT 31. Clear tag alders
and scrub brush to
expand swimming area
and increase sightlines
to the water.
Page
122
$12,000
Continue to clear plant regrowth
$12,000
PT 32. Add additional
seating throughout the
park.
Page
122
$24,000
$24,000
Dwight Beach
PT 33. Offer beach
rentals.
Page
124
PT 34. Refinish and
repair pavilion.
Page
124
$15,000
$15,000
Legend:
Operating costs
Capital costs
Study to be undertaken
183
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
PT 35. Hydroseed areas
where grass has been
lost (to be reviewed
annually).
Page
124
$5,000
$5,000
PT 35. Hydroseed areas
where grass has been
lost (to be reviewed
annually).
Page
124
$5,000
$5,000
PT 36. Continue to
allow parking on street.
Page
124
Gouldie Park
PT 37. Install
playground.
Page
126
$20,000
$20,000
PT 38. Add seating.
Page
126
$8,000
$8,000
Dwight Community Centre Park
PT 39. Create trail
loop around park that
connects to Huntsville
Multi-purpose Trail and
Dwight Beach.
Page
128
$12,000
$12,000
PT 40. In consultation
with children and youth
in Lake of Bays, add a
new recreation amenity
for children and youth.
Page
128
Cost depends
on outcome of
consultation
Dwight Outdoor Rink (see also facilities recommendations)
PT 41. Add a new larger
warming/change hut.
Page
130
$15,000
$15,000
PT 42. Add a roof to the
rink.
Page
130
$300,000
$300,000
PT 43. Add seating.
Page
130
$8,000
$8,000
Echo Valley Park and Trail
PT 44. Review
agreement with
Huntsville Mountain
Bike Association.
Page
132
PT 45. Continue repairs
to boardwalks.
Page
132
$25,000
$20,000
$25,000
$50,000
$120,000
Legend:
Operating costs
Capital costs
Study to be undertaken
184 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
PT 46. Install rest area
near pump track.
Page
132
$12,000
$12,000
Oxtongue Rapids Park
PT 47. Undertake a
Master Plan for this
park that will address
at minimum safety, sig
nage, trail development,
heritage, partnerships,
etc.
Page
134
$65,000 42
$65,000
Dorset Lions Centennial Park
PT 48. In partner
ship with Algonquin
Highlands, and any
interested communi
ty groups, revitalize
the rink boards, and
consider adding one or
two relatively low-cost,
low-maintenance ame
nities to the site, if funds
can be raised.
Page
136
Cost depends
on outcome of
consultation/
partnership
New Waterfront Park
PT 49. Undertake a
study to determine the
location and feasibility
of a new waterfront
park.
Page
138
$40,000 43
$40,000
Centennial Park
PT 50. Add pavilion
suitable for events.
Page
139
$80,000
$80,000
PT 51. Add seating.
Page
139
$10,000
$10,000
PT 52. Add pathway
around park.
Page
139
$6,000
$6,000
PT 53. Remove rotating
gate.
Page
139
42 Implementation and associated costs to be determined through the study.
43 Implementation and associated costs to be determined through the study.
Legend:
Operating costs
Capital costs
Study to be undertaken
185
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
Arena Beach
PT 54. Employ geese
deterrent methods.
Page
140
$2,000
$2,000
PT 55. Improve quality
of beach.
Page
140
$5,000
$5,000
$5,000
$15,000
PT 56. Add more
seating.
Page
140
$6,000
$6,000
South Portage Park
PT 57. Add wooden
walkway along water's
edge.
Page
141
$50,000
$50,000
PT 58. Naturalize shore
along the road.
Page
141
PT 59. Add seating.
Page
141
$6,000
$6,000
PT 60. Clear brush from
historic signage
Page
141
Grassmere/Hillside Beach
PT 61. Undertake
a design study to
reconfigure parking area
to accommodate more
spots.
Page
142
$15,000
$15,000
Wolf Bay Beach
PT 62. Add seating.
Page
143
$6,000
$6,000
PT 63. Add bike racks.
Page
143
$6,500
$6,500
PT 64. Improve beach
area.
Page
143
$5,000
$5,000
$10,000
Rabbits Bay Boat Launch and Park
PT 65. Repair docks.
Page
144
$25,000
$25,000
PT 66. Repair boat
launch.
Page
144
$15,000
$15,000
Colebridge Park and Zach Cole's Playground
PT 67. Redesign
playground for safety
and accessibility.
Page
145
$45,000
$45,000
Legend:
Operating costs
Capital costs
Study to be undertaken
186 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
PT 68. Add seating.
Page
145
$8,000
$8,000
Dorset Pavilion and Community Park
PT 69. Do not add any
facilities to this parcel
while under the current
lease agreement/
structure.
Page
146
Glenmount Dock
PT 70. Upgrade or
replace pavilion.
Page
147
See PT 71
PT 71. Replace/repair
dock.
Page
147
$400,000
$400,000
Chimney Park
PT 72. Undertake
feasibility study for
developing the parcel as
a park..
Page
148
$30,00044
$30,000
Marion White Park
PT 73. Approach the
neighbouring property
owner to assess their
interest in purchasing
the property. If they
are not interested
in purchasing it, the
Township should list
it on the market. In
the interim, and if the
property is unable
to sell, the Township
should naturalize the
site.
Page
149
PT 74. If the property is
sold, earmark the funds
earned for other parks
and recreation capital or
operating costs.
Page
149
44 Implementation and associated costs to be determined through the study.
Legend:
Operating costs
Capital costs
Study to be undertaken
187
TOWNSHIP OF LAKE OF BAYS - PARKS, OPEN SPACE AND RECREATION STRATEGY
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
Glenmount Greenspace
PT 75. Approach the
neighbouring property
owner to assess their in
terest in purchasing the
property. If they are not
interested in purchasing
it, the Township should
list it on the market.
In the interim, and if
the property is unable
to sell, the Township
should naturalize the
site.
Page
150
PT 76. If the property is
sold, earmark the funds
earned for other parks
and recreation capital or
operating costs.
Page
150
Bigwin Island Parcel
PT 77. Undertake a
feasibility study for
developing a park at
Bigwin Island.. Bigwin
Island Parcel.
Page
151
$60,00045
$60,000
PT 78. In collaboration
with the District of
Muskoka, undertake
a study to develop the
Fairy Falls parcel as a
trail destination.
Page
152
$ 40,000
$40,000
Total Estimated
Cost for Parks and
Trails:
$602,000
$1,409,000
$490,500
$460,000
$2,501,500
45 Implementation and associated costs to be determined through the study.
Legend:
Operating costs
Capital costs
Study to be undertaken
188 MARCH 2023
Recommendation
Page
Timing
Total
Estimated
Cost
Immediate
(Year 1)
Short
(Years 2-5)
Medium
(Years 6-10)
Long
(Years 11-20)
ARTS AND CULTURE
CL 1. Develop a
separate arts, culture
and heritage strategy,
exploring and elaborat
ing on the recommen
dations contained in this
report and updating the
work of the 2015 Arts
and Culture Strategy for
Huntsville and Lake of
Bays.
$30,000
$30,000
Total Estimated
Cost for Arts and
Culture:
$30,000
$30,000
Legend:
Operating costs
Capital costs
Study to be undertaken
Appendix A: User Groups Engaged
#
Groups/Organizations
Responded to Survey?
1
Algonquin Snowmobile Club
Yes
2
Dorset Lions Club
Yes
3
Lake of Bays Marine Museum and Navigation Society
Yes (x2)
4
Baysville Curling Club
-
5
Lake of Bays ATV Club
Yes
6
Lake of Bays Sailing Club
-
7
Skate Muskoka
Yes
8
Happy Wanderers Snowmobile Club
-
9
Tall Pines Snowmobile Club
-
10
Muskoka Womens Hockey League
-
11
Hospital Group Hockey
-
12
Andrew Daniels Fish Stewardship Foundation
-
13
Archers in Muskoka
-
14
Baysville Riverfront Group
Yes
15
Baysville Community Group
-
16
Culture Days
-
17
Dorset Heritage Museum
-
18
Lake of Bays Association
-
19
Dwight Lions Club
-
20
Artists of the Limberlost
-
21
Lake of Bays Marina
-
22
Dwight Lions Club
-
23
Huntsville Girls Hockey/Sting Hockey Association
Yes
24
Dwight Farmers Market
-
25
Dorset Love Fest
-
26
Baysville Lions Club
-
27
Muskoka River X
-
28
The Limberlost Challenge
-
29
Township of Algonquin Highlands
-
30
Huntsville/Lake of Bays Chamber of Commerce
-
31
Cairn Family of Camps
Yes
32
Barbelles
-
33
SS Bigwin
-
34
Baysville Arts and Crafts Festival
-
35
Dwight Winter Pantry
-
36
Baysville Autumn Leaves Seniors Group
-
37
Dorset Seniors Group
-
38
Dorset Recreation Centre
-
39
Dorset Community Partnership
-
Table A 1: List of User Groups
#
Groups/Organizations
Responded to Survey?
40
Huntsville Fire Inspector
-
41
Huntsville Fire Chief
-
42
H.O.L.D. (Hillside Oxtongue Lake Dwight) Community
Group
Yes
43
Island Racing
-
44
College of Makeup Art & Design
-
45
Pen Lake Association
-
46
Marie Poirer Planning & Associates Inc.
-
47
Raven Lake Cottagers' Association
-
48
Safeguard Services
-
49
Brendish Computer Centre
-
50
Tasso Lake
-
51
Western University
-
52
Paint Lake Community
-
Note: Only the identifiable names of groups/organizations from list of contacts provided are listed.
This page has been left blank intentionally.
Appendix B: District of Muskoka Second
Home Study (2017)
2017 Second Home Study
Population and
Demographics
FIGURE 4 - MUSKOKA'S AGE STRUCTURE (PERMANENT VS. SEASONAL POPULATION)
Conversely, Figure 5 suggests that there are significant differences in household income
between Muskoka's permanent and seasonal populations. 76% of seasonal households earn
over $100,000 annually (up from 70% in 2013 and 55.5% in 2004), compared to 28% of
permanent households (which has also increased from 22% in 2013 and 9.8% in 2004). In both
2013 and 2004, the Township of Muskoka Lakes had the highest proportion of Second Home
households earning more than $100,000 annually (64.3% in 2004 and at 72.3% in 2013). In
2017, however, the Town of Gravenhurst reports 78.2% of Second Home households earning
over $100,000, compared to 77.8% in Muskoka Lakes.
4.0%
4.4%
5.4%
3.7%
4.6%
7.5%
8.2%
14.3%
22.5%
17.4%
7.8%
3.8%
4.3%
4.5%
5.0%
4.8%
9.8%
9.8%
14.4%
18.0%
14.4%
11.1%
25%
20%
15%
10%
5%
0%
5%
10%
15%
20%
25%
Age 0-4
Age 5-9
Age 10-14
Age 15-19
Age 20-24
Age 25-34
Age 35-44
Age 45-54
Age 55-64
Age 65-74
Age 75+
% Permanent
% Seasonal
22%
of Muskoka's Second Home
and permanent populations
are under 25
48%
of Muskoka's
Second Home
population is 55+
+3.3%
More 75+ residents in
permanent population vs.
seasonal
(Source: Statistics Canada, 2016)
2017 Second Home Study
Second Home
Use
5.4
Recreational Activities and Public Facility Use
Second Home households engage in a wide variety of activities while in Muskoka. Often, these
activities include the use of recreational vehicles. Ownership of a variety of vehicle types is
outlined in Figure 18. Non-motorized boats remain the most common recreational vehicles in
Muskoka, followed by motorized boats, figures which remain unchanged since 2013.
FIGURE 18 - RECREATIONAL VEHICLE OWNERSHIP PER SECOND HOME HOUSEHOLD
Seasonal residents also take advantage of a number of entertainment opportunities in Muskoka,
and Figure 19 presents proportions of Second Home households who report engaging in these
activities. Restaurants and bars remain the most common attractions frequented by Second
Home households, rising from 81.9% in 2013 to 85% in 2017. The attractiveness of festivals has
also grown from 50% in 2013 and 2004 to 63% in 2017, while movie- and theatre-going
remained static (38% in both 2013 and 2004).
FIGURE 19 - ENTERTAINMENT AND ATTRACTIONS (% OF SECOND HOME HOUSEHOLDS REPORTING
USE)
1.8 Motorized boats
2.6 Non-motorized boats
0.3 Snowmobiles
0.3 All-Terrain
Vehicles
0.1 Motorcycles
35%
85%
38%
63%
36%
30%
Festivals and Events
Restaurants and Bars
Movies and Theatre
Fall Fairs
Art and Studio Tours
Museums and Historic Sites
29%
26%
Boat Cruises
Concerts
This page has been left blank intentionally.
Appendix C: Draft Lake of Bays
Beautification Program
LAKE OF BAYS PARK BEAUTIFICATION PROGRAM
DRAFT/SAMPLE
INTRO
With the emphasis on tourism and the natural environment in Lake of Bays, elevating the quality and visual appeal
of park spaces is an opportunity to reinforce Lake of Bays as a key Ontario destination for enjoying beautiful parks,
nature and picturesque villages.
Lake of Bays has a number of community organizations that contribute to park beautification through fundraising,
mobilizing for upgrades and maintaining gardens. This park beautification program supports coordinated efforts,
thoughtfully planned park improvements and cohesive materials that create a strong sense of place throughout the
Township.
PURPOSE/VISION
The purpose of this program is to:
- Develop a unifying aesthetic for major parks in Lake of Bays
- Establish a set of standards for materials used in beautification projects
- Identify and prioritize parks for beautification
- Act as a guide for action - a document that can be presented to prospective funders with clear rationale for
park improvement priorities and the potential for a finished product
MATERIALS STANDARDS
WALKWAYS
LIGHTING
SEATING
SIGNAGE
SHELTERS
GARDENS AND PLANTERS
TREES AND VEGETATION
Plants and Shrubs for Shade
Plants and Shrubs for Sun
Plants and Shrubs for Wet Areas
Cephalanthus occidentalis
Cornus sericea
Iris versicolor
Ceanothus americanus
Coreopsis lanceolata Sterntaler
Geum triflorum
Cornus alternifolia
Cornus canadensis
Dicentra cucullaria
Park
Does the park
host programs,
activities or
events for
residents and
visitors (or is it
planned to)?
Is the park a
destination for
residents and
visitors (or is
it planned to
become one)?
Is the park
visible from
an arterial or
main street?
Does the park
have significant
historical, cultural,
or natural heritage
features?
Total
(out of
4)
Baysville Riverfront
Park (Baysville River
front Trail, Robertson
Parkette, Grist Mill
Parkette)
Y
Y
Y
Y
4
Baysville Dam Park
N
Y
Y
Y
3
Lake of Bays Commu
nity Centre Park
Y
(hockey games, tour
naments?)
Y
N
N
2
Van Seters Park
Y
(pickleball/tennis
tournaments)
Y
(it will be for pickle
ball)
N
N
2
Norway Point Park
N
Y
N
Y
2
Dwight Beach
Y
Y
N
Y
3
Gouldie Park
N
Y
(if add playground)
Y
Y
3
Dwight Community
Centre Park
Y
Y
Y
N
3
Dwight Outdoor Rink
Y
N
N
N
1
Echo Valley Park
N
Y
N
Y
2
Oxtongue Rapids
Park
N
(any snowmobile
events?)
Y
N
Y
2
Dorset Lions Centen
nial Park
Y
(community events?)
N
Y
N
2
Table C 1: Scores of Major Parks in Lake of Bays
PARKS TO BE INCLUDED IN THE PROGRAM
In selecting parks for the program, the following questions should be considered:
- Does the park host programs, activities or events for residents and visitors (or is it planned to)?
- Is the park a destination for residents and visitors (or is it planned to become one)?
- Is the park visible from an arterial or main street?
- Does the park have significant historical, cultural or natural heritage features?
- Parks that meet the most of these criteria should be prioritized for the park beautification program;
improvements can be made to additional parks on the list as funding comes available.
Given the criteria above that the park should be used by visitors, parks classified as "Major Parks" in the parks
classification system are most suitable for the park beautification program. Table C 1 lists the Major Parks in the
Township and scores them based on the criteria for inclusion in the program.
Based on the scoring in Table C 1, the priority for parks eligible for the park beautification program is as
follows:
Baysville Riverfront Park scored the highest for priority. It is a focal point in the community and has already received
a number of community-funded upgrades over the years such as stone walkways and upscale benches and
light posts. If the materials used in Baysville Riverfront Park are still available and have been well-received by the
community and staff, they can serve as the standards for this beautification program. In that way some of the work
has already been done at Baysville Riverfront Park. The Township would address upgrades of these features at
Baysville Riverfront Park before introducing the same elements to parks in the medium priority category.
IMPLEMENTATION
FUNDING
Funding for this program can come from a number of sources:
- Township parks reserve/park reserve fund
- Park Foundation/donation program
- Economic Development funds?
- District funds for tourism?
- Other tourism-related grants
EXECUTION
Townships parks should be upgraded following the implementation plan provided in the Parks, Open Space, and
Recreation Strategy. The implementation plan was developed to be sensitive to the prioritization identified in Table
C 2. When the time comes to perform upgrades on the parks listed, the process is the same, except for choosing the
elevated materials provided in this program as opposed to the regular standard materials used for non-beautified
parks.
Score
Park
Additional considerations for
priority
Top priority (4/4)
Baysville Riverfront Park
Medium priority (3/4)
Dwight Beach
Dwight Community Centre Park Gouldie
Park
Baysville Dam Park
After Baysville Riverfront Park, focus
should switch to Dwight. Order here is
based on level of use and visitor appeal.
Low priority (2/4)
Van Seters Park
Lake of Bays Community Centre Park
Norway Point Park
Echo Valley Park
Oxtongue Rapids Park
Dwight Outdoor Rink
Van Seters is listed first, as recommenda
tions in the Parks, Open Space and Rec
reation Strategy for additional courts will
likely lead to the park being a destination
for residents and residents of neighbour
ing municipalities.
The remaining list is not in order of prior
ity; park improvements can be made at
the Township's/community's discretion.
Least Priority (1/4)
Dorset Lions Centennial Park
Table C 2: Park Eligibility for Park Beautification Program
Appendix D: Water Access Assessment
Terms of Reference
Water Access Assessment Terms of Reference
The Township's water access are a critical aspect of waterfront recreation in Lake of Bays. Keeping
these locations in good condition while maximizing their potential to ensure they can accommodate
future demands should be a focus of the Township, as use is anticipated to grow in the future.
The impact of fluctuating water levels and ensuring climate resiliency at water access is also an
important consideration.
While some preliminary investigative work was undertaken during the development of the Parks,
Open Space and Recreation Strategy, this primarily consisted of documenting the location and
function of key boat launches, with pressing issues. The Township conducted a Water Access Point
Inventory (by French Planning) in 2004, which was helpful in setting a baseline, however it is now
almost 20 years old, so the information is likely out of date. The Township is due to conduct renewed
detailed site investigative work to gather technical information to help understand how each
location may be improved over the short, medium and long term to best serve the community.
The Parks, Open Space & Recreation Strategic Plan recommends it is suggested that this
investigative work be undertaken to help establish an updated baseline regarding existing
conditions. This may be done on an individual location by location basis, or as one larger project
over a six-to-eight-month period under one contract. The latter approach would be more efficient
and provide a more immediate understanding of existing conditions, but would be a significantly
larger contract. If only a small budget can be dedicated each year, this work can be separated into
individual projects on an as-needed basis over many years.
Key components of water access assessment work include:
- Legal, topographic and bathymetric surveys
- Facility condition assessment
- Concept development
- Cost estimates
- Prioritization
The following provides further details on how this work may be undertaken and how the findings
from this work can be used to help identify future improvements to the Township's water access.
This information may be used in the development of a terms of reference for the procurement of this
work.
1. Legal, Topographic and Bathymetric Survey
Each water access should be surveyed to understand the site's existing conditions. This includes:
- Legal survey of each property including the identification of any easements
- Topographic survey, which includes but is not limited to:
» Elevations with the site boundary and extending a minimum of 5 metres onto adjacent
properties
» Location of all trees over 10 cm
» Identification of groupings of vegetation
» Above and below grade utilities
» Edge/limit of all surface materials (concrete, asphalt, granular, natural surfaces)
» Structures (docks, launch ramp, sheds, and other associated buildings)
» Signage and other amenities (trash cans, bollards, etc.)
» Shoreline condition and features
- Bathymetry from shoreline edge to a minimum of 8-12 metres into water to understand the depth
of water surrounding the launch, which will help identify potential underwater obstructions and
the potential need for dredging or limitations regarding boat size
2. Facility Condition Assessment
Each location should be inventoried, documented, and assessed regarding the existing features of
each site and their condition. This includes:
- Photographic inventory
- Assessment of all structures and their anticipated life expectancy. This includes pavement,
docks/in water structures, boat launch ramps and their associated infrastructure
- Ingress and egress to/from the site from the adjacent road to understand any challenges
associated with the property in terms of safe vehicular movement and sight-lines associated
with roadway traffic
3. Concept Development
From the information gathered through the site surveys and facility condition assessments,
each water access site should be reviewed and assessed for their potential and/or need for
future enhancements. Key considerations should include but are not limited to:
- Safe vehicular access
- Turning movement for vehicles with trailers
- Parking configuration
- Potential for off-site and/or overflow roadside parking
- Docking and launch facilities
- Potential for additional amenities (boat washing, small craft launch, swimming area,
seating, signage)
4. Cost Estimates
Based on the completed facility condition assessment and concept developed for each
water access site, a cost estimate should be prepared to understand the cost of the
recommended capital improvements for budgeting purposes. This estimate should include
both hard and soft costs associated with implementing the improvements.
5. Prioritization
In unison with the costing, the priority for site improvements should be determined. This
priority sequencing should consider:
- Immediate need and quick wins
- Aging infrastructure and safety concerns
- Frequency of use to prioritize spending on popular/well used launch locations
- Potential future demand associated with proposed improvements (i.e. will
enhancements encourage more users)
- Balanced spending based on available financial resources (available budget)
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