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THE CORPORATION OF THE TOWN OF PARRY SOUND
RESOLUTION IN COUNCIL
DIVISION LIST
Councillor G. ASHFORD
Councillor J. BELESKEY
Councillor P. BORNEMAN
Councillor B. KEITH
Councillor D. McCANN
Councillor C^McDONy
Mayor
J. McG^
CARRIED:
N0. 2023- 0'^^
YES
N0
DATE:March21,2023
MOVED BY:
^>^
SECONDED BY:
tS^^^-^
DEFEATED:
Postponed to:
That Council ofthe Corporation ofthe Town of Parry Sound, receive the attached 2023
Culture, Parks and Recreation Plan and Implementation Plan, as prepared by MGA
Group Inc.
AND FURTHER THAT staff be directed to prepare future Business Plans where needed
and/or annual workplans to address the implementation of recommendations contained
in the Master Plan for Council consideration during annual capital and operation budget
submissions.
AND FURTHER THAT staff report back to Council in 2028 with a 5-year update of
progress made on the recommendations in the Culture, Parks and Recreation Master
Plan.
avOr Jamie IVLcGarve
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
0
Town of Parry Sound
DRAFT PARKS, RECREATION, AND CULTURE MASTER PLAN
January 2023
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
1
Contents
A MASTER PLAN FOR PARKS, RECREATION, AND CULTURE FOR PARRY SOUND ......................................... 3
Parks, Recreation, and Culture in Parry Sound ......................................................................................... 3
Parry Sound - A Community Profile .......................................................................................................... 4
Trends Affecting Parks, Recreation, and Culture - The Pandemic Influence ........................................... 5
The Master Plan Process ........................................................................................................................... 8
The Hierarchy of Strategic Planning .......................................................................................................... 8
A Community-Driven Plan ......................................................................................................................... 9
Resident Survey Highlights...................................................................................................................... 14
INDOOR FACILITIES ..................................................................................................................................... 18
Bobby Orr Community Centre (BOCC) .................................................................................................... 18
Charles W. Stockey Centre for the Performing Arts & Bobby Orr Hall of Fame ..................................... 18
West Parry Sound Recreation and Cultural Centre ................................................................................ 19
Indoor Facility Needs Summary .............................................................................................................. 21
PARKS .......................................................................................................................................................... 24
Sports/Active Parks ................................................................................................................................. 24
Gardens, Memorial and Heritage Parks .................................................................................................. 24
Neighbourhood Parks .............................................................................................................................. 24
Parry Sound Parks Map ........................................................................................................................... 25
Parkland Supply....................................................................................................................................... 26
OUTDOOR FACILITIES .................................................................................................................................. 27
Outdoor Facility Needs Summary ........................................................................................................... 27
Playfields ................................................................................................................................................. 28
Pickleball/Tennis ..................................................................................................................................... 28
Sport Court .............................................................................................................................................. 29
Play Structures ........................................................................................................................................ 30
Trails ........................................................................................................................................................ 32
Outdoor Ice ............................................................................................................................................. 33
Asset Management - Outdoor Facilities ................................................................................................. 34
SERVICE DELIVERY ....................................................................................................................................... 36
Service Delivery Model ........................................................................................................................... 36
Program and Service Planning for the WPSRCC ..................................................................................... 39
School Facilities ....................................................................................................................................... 40
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
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Financial .................................................................................................................................................. 41
Marketing & Communications ................................................................................................................ 42
Organizational Structure ......................................................................................................................... 43
IMPLEMENTATION PLAN ............................................................................................................................ 45
APPENDIX A - STAKEHOLDER CONSULTATION ............................................................................................ 46
APPENDIX B - TRENDS ................................................................................................................................ 50
APPENDIX C - SERVICE DELIVERY MODEL ANALYSIS .................................................................................. 68
APPENDIX D - FACILITY INVENTORY & CONDITIONS ANALYSIS ................................................................. 69
APPENDIX E - FINANCIAL ANALYSIS ............................................................................................................ 74
Bobby Orr Community Centre ................................................................................................................ 76
Parks and Recreation Operating Budget ................................................................................................. 78
Stockey Centre Operating Budget .......................................................................................................... 79
APPENDIX F - CITIZEN SURVEY RESULTS..................................................................................................... 82
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
3
A MASTER PLAN FOR PARKS, RECREATION, AND CULTURE FOR PARRY
SOUND
Parks, Recreation, and Culture in Parry Sound
As a distinct objective of Town of Parry Sound's Strategic Plan, Council recognized the importance of
developing a comprehensive Parks, Recreation, and Culture Master Plan to ensure that the municipality
has a guiding framework to plan service delivery, while ensuring ease of implementation through
alignment with annual performance plans.
The Municipal pillars of the Strategic Plan include Organizational Excellence, Economic Growth, and
Quality of Life, all of which are directly influenced by, and improved by this ten-year Culture, Parks, and
Recreation Master Plan.
Through their historical commitment to quality
of life for residents, the Municipality has many
indoor and outdoor recreational opportunities
available to residents and visitors alike. The
Bobby Orr Community Centre, Charles W.
Stockey Centre & Bobby Orr Hall of Fame, and
the Rotary & Algonquin Regiment Fitness Trail
are only a few of the cherished sport, recreation,
and cultural assets that residents are proud of.
With defined staff resources, the Town of Parry
Sound relies on and supports community
volunteers in the provision of parks, recreation,
and cultural activities and amenities. With an
aging demographic and a decline in community volunteerism, the Town will need to plan strategically to
maintain and grow community participation in the provision of programs and activities.
The Town is also a major contributor to a regional partnership model to construct and operate a new West
Parry Sound Recreation and Cultural Centre. This new Multi-Use Recreation Centre is anticipated to
include a Four Lane/25 Meter Lap Pool, a Leisure/Therapeutic Pool, Sauna, Gymnasium, Walking Track,
Fitness Area, Fitness Studio, and Multi-Purpose Rooms for programs and social gatherings.
In addition to having the longest trestle bridge in Ontario at 517 metres, Parry Sound has several unique
features which contribute to the continuum of leisure services for residents and visitors including:
Big Sound Marina - worlds deepest freshwater port, providing marina services for Cruise Lines,
and resident access to boating, angling, and numerous water sports.
30,000 Islands - considered the world's largest freshwater archipelago, all of which add to a
popular boating and cottage destination.
Provincial Parks - The Parry Sound area contains three Provincial Parks including Oastler Lake
Provincial Park, The Massassauga, and Killbear Provincial Park.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
4
Parry Sound - A Community Profile
The following demographic profile summary is primarily based on 2016 Census information. At the time
of writing this report, only population growth data has been released from Statistics Canada. The
municipality should have some degree of confidence that the information remains reliable for the
purpose of long-term planning. It is recommended that this data be updated on a continuous basis to
better respond to changing demographics.
GROWTH
Parry Sound grew by 471 net new residents in the past five years. The
Town is estimated to grow by 8.4% by 2030 resulting in a net 579 new
residents.
AGE
The Town has a relatively aged population with a median age 53.2 years.
The largest age cohorts are between 50 to 69 years of age with the largest
being aged 55 to 59 years.
HOUSEHOLDS
Consistent with an aging population, 52% of private households have no
children.
CHILDREN
Most households with children have one child (54%). Thirty-two percent of
those household have 2 children, while thirteen percent of households have
3 or more children.
LANGUAGE
English is the dominant language spoken at home at 99%. Less than 1% of
residents speak French (15), while the remaining (75) speak a non-official
language representing a variety of languages.
ETHNICITY
Most residents (93%) reported as non-immigrant. In descending order, the
number of immigrant residents come from Asia, Africa, America, and
Oceana countries.
ABORIGINAL
Of the 510 aboriginal residents 360 are First Nations, 150 are Metis, and
no Inuit residents were reported in 2016.
EDUCATION
Parry Sound's education profile is consistent with the provincial average.
INCOME
The average after-tax household income $56,009 is $24,313 lower than the
provincial average.
AFFORDABILITY
Children, Adults, and Older Adults living in LICO households are all below
the provincial average. Of these age cohort's adults 19-65 years represent
the highest percent of residents (9.2%) living in LICO households.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
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Trends Affecting Parks, Recreation, and Culture - The Pandemic Influence
At the time of this study, the COVID 19 pandemic has affected many recreation behaviours, including
indoor and outdoor recreation and leisure patterns and access to facilities due to lack of availability
because of public health guidelines. This has impacted families' and individuals' opportunities to engage
in an active lifestyle. Society saw a shift in interest from travel overseas and exploring new and different
tourist destinations to "staycations", exploring their own communities, and visiting local tourist
attractions.
Many programs and indoor facilities were shutdown for significant periods and even parks, playgrounds,
courts, and outdoor gathering spaces had temporary closures. We can't determine the lasting impacts on
participation and program availability quite yet; however, it was evident during the pandemic that trail
usage and enjoyment of nature where access was available had a dramatic increase in usage. Investment
in private leisure spaces and equipment like backyard pools, bicycles and home gyms are other indicators
of changing activity forms and options that people pursued as households redirected their non-
discretionary funds to home-based activities.
Many municipalities quickly developed re-deployment programs for staff to ensure that priority needs
were being met. Recreation staff were seen as key allies to assist with all aspects of the pandemic including
facility re-configuration, helping on the front lines with public health, offering creative online programs
for all ages, being strong members of the Community Emergency Response Team.
The pandemic also affected the working world in a significant way, with many people able to work from
home while their children attended school virtually or in a hybrid setting. These drastic changes to what
was the norm, are likely to continue at least partially. Changing travel patterns will also affect local access
to facilities and services.
COVID Related Transitional Trends
Changes to work arrangements, access to
facilities, reduced commute times, urban
relocation to remote/rural communities,
increased access to high-speed internet,
changes
to
volunteer
patterns,
early
retirement, social isolation, and an increase
in pet ownership will continue to have impact
for the foreseeable future. How long and to
what degree is still unknown, but there will
be lasting impacts to service delivery that
include, but are not limited to:
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6
Transitional Trends - COVID-19
ACCESS
Work from home opportunities will impact when residents want access to
recreation and sport, necessitating changes to program and facility
schedules.
PRIME-TIME
Re-visiting what was traditionally known as "prime time", and ensuring
up-to-the minute schedules and program information is available on social
media
SCHEDULING
Hours of operation for facilities will be impacted and may affect staff
scheduling requirements.
RURAL
MIGRATION
More families and young professionals moving to rural/remote
communities could place unexpected demand for new and emerging
recreation and sport activities.
VOLUNTEERISM
Decreasing volunteer involvement (already a trend) could be more
severely impacted as people return cautiously to volunteering and/or
change volunteer patterns to activities with less public interaction.
PETS
Increased pet ownership could place demand on communities to provide
more leash-free facilities.
OUTDOOR
AMENITIES
Volume increases at parks, trails and open space areas will place
continued pressure on supporting amenities - washrooms, parking,
signage, guidelines for capacity limits.
EARLY
RETIREMENT
Early retirement (evidenced in Nursing and other professions) can impact
demand for new, active leisure opportunities as "healthy active seniors"
demand more year-round options
SOCIAL
ISOLATION
Reduced social interaction will continue to affect seniors, vulnerable
populations and young adults who may be struggling with the effects of the
pandemic and lack of contact with others.
ONLINE
PROGRAMMING
Service providers to continue to use creative methods to reach out to
various audiences to engage people in new and inspirational ways.
FINANCIAL
PRESSURES
Beyond the financial pressures municipalities faced prior to the COVID-
19 Pandemic, significant reductions in revenues from user fees and
charges compounded these pressures further.
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7
COVID-19 Inspired Pillars for Action
The Government of Canada has supported a recent strategy "Reimagine RREC - Renew, Retool, Engage
and Contribute" being delivered by the Canadian Parks and Recreated Association. The Reimagine RREC1
outlined five pillars that can act as a benchmark to shape and influence policy and practice. These include:
Trends impacting parks, recreation, and cultural services is by no means limited to those outlined in this
section of the Master Plan. A more fulsome account of trends is outlined in Appendix B. These trends
have been divided into three sections, including (i) General Community Trends, (ii) Sector Trends, (iii)
Specific Activity Trends (traditional and emerging). The potential "Parry Sound" impact related to trends
is also noted in Appendix B.
1 *Reimagine RREC - Renew, Retool, Engage and Contribute. An initiative supported by the Government
of Canada and delivered by CPRA, May 2021.
REIMAGINE RREC - PILLARS FOR ACTION
Parks, Recreation and Community Sport are essential and widely considered vital supports to
achieving and maintaining community health.
Equity, Diversity, Inclusion and Access - the pandemic exposed many inequalities in society
including the parks, recreation, and sport sector. Vulnerable and at-risk communities were even
more limited in their ability to participate.
Clarity and Consistency - the need for sector leaders and decision makers to provide clear and
consistent guidelines, standards, policies, and messaging.
Sustainability - recovery from the impact of the pandemic will take years, thereby emphasizing
the need for infrastructure and human resource support availability when demand returns.
Innovation and Flexibility - many lessons were learned through the creative and innovative
response from within the sector. Maintaining creativity and being able to quickly pivot to new and
different challenges will be paramount in all aspects of service delivery for parks, recreation, and
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8
The Master Plan Process
This Master Plan was developed using a proven methodology that is embedded within the strategic goals
of the Town, guided by continuous dialogue and information sharing with Municipal officials, and informed
by key stakeholders within the community. It employed an evidenced-based approach involving a mix of
historical quantitative data, as well as current and future qualitative information that uncovers distinct
recommendations related for programs, services, and facilities for Parry Sound. The resulting
recommendations are underscored by a strategic implementation plan designed to be realistic, ensure
action, and instill accountability for results.
The Hierarchy of Strategic Planning
The Parks, Recreation, and Culture Master Plan is an integral part of the strategic planning context for the
Town of Parry Sound. There are different planning cycles for a municipality's responsibilities. The Town's
Official Plan should represent the over-riding direction for how the Town wishes to grow. Embedded in
these policies, the Parks, Recreation, and Culture Master Plan reflects the policies of the Official Plan and
ensures alignment for the ensuing ten-year planning period. In some cases, the results of the Master Plan
process may recommend amendments to the Official Plan to better reflect the community's desire in a
specific area related to parks, recreation, and/or cultural Official Plan policies.
The Parks, Recreation, and Culture Master Plan is premised on recommending short, medium, and long-
term goals over a ten-year horizon based on quantitative and qualitative evidence in 2022. In this regard
the Town's Capital Budget and Forecast should be informed by such recommendations. It is acknowledged
that there can be internal and external factors that may influence the proposed priorities of the ten-year
plan. The current Pandemic is illustrative of this point.
The Town of Parry Sound, like all
Ontario municipalities, is subject to
new municipal leadership every four
years. Each new Council, in their
efforts to reflect evolving community
needs, reserve the right to establish a
new Strategic Plan that may revise the
priorities of the Parks, Recreation, and
Culture Master Plan.
Each subsequent Corporate Strategic
Plan will determine the direction of the
annual capital budget and business plan.
Corporate
Integration
Corporate
Collaboration
Research and
Analysis
Community
Engagement
Needs
Assessment
Strategic
Implementation
Plan
OFFICIAL PLAN
CORPORATE STRATEGIC PLAN
PARKS, RECREATION, AND CULTURE MASTER PLAN
CAPITAL BUDGET & FORECAST
ANNUAL BUSINESS PLANS
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9
A Community-Driven Plan
Community and stakeholder consultation was established as an underlying pillar of this Parks,
Recreation, and Culture Master Plan. The engagement strategy involved four distinct consultation
strategies as illustrated below.
Community Stakeholders
Understanding stakeholder needs and challenges is fundamental to determining the direction the
Town of Parry Sound should focus on to ensure continued leadership and contributions to parks,
recreation, and culture. Stakeholders represent community leaders representing a spectrum of
community interest in supporting, delivering, or benefiting from community leisure services.
In their capacity as a community
stakeholder, they represent the
views of their respective members,
colleagues, and clients. These
community leaders also have a
unique perspective that represents
a historical perspective and a more
strategic view of the future. A total
of 50 stakeholders representing
hundreds of members participated
in either in-person focus groups,
individual interviews, and on-line
forums
ultimately
representing
hundreds of participants. Their
comments and results of the SWOT
(Strengths, Weaknesses, Opportunities and Threats) Analysis is illustrated in the following
section. It reflects direct feedback as gathered from the stakeholder participants and categorized
accordingly.
Final Master
Plan
Stakeholder
Workshop
Draft Master
Plan Review
Resident
Survey
Stakeholder
Review
Stakeholder
Input
Political
Leaders
Staff
Insight
Activity
Leaders
Community
Volunteers
Organization
Leaders
Business
Leaders
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STRENGTHS
o Fitness Trail
o Waterfront Area & Access - Beach, Boating, Viewing, Kayaking, Paddling, Relaxation, Sunsets,
Natural Beauty
o Stockey Centre
o Bobby Orr Community Centre
o Tower Hill Heritage Garden and the Museum on Tower Hill
o Resident & Downtown Commitment to Beautification.
o Special Events
o Kinsmen Park
o Restaurants
o Market Square
o Hall of Fame
o Salt Dock Trail
o Georgian Bay
o Sailing
o Champlain Park
o 80+ acres of parkland
o Part of Georgian Biosphere Reserve.
o 3 Olympians in last Olympics.
o Events and banquet accommodations.
o Existing reciprocal use of facilities agreement with High School.
o Diversity of parks, recreation, and cultural amenities.
o Canada Day/ Ribfest / Poutine Fest remain strong events.
o Centralizing cultural activities and special events would create better synergies and coordination
of effort.
o YMCA accommodate childcare and school break activities/camps for children.
o Privately operated Curling Club and Golf Club are important contributors to the Town's continuum
of services.
o Opportunity to engage people with disabilities and indigenous population in community activities.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
11
WEAKNESSES
o Parry Sound taxes are up to 4 times higher than surrounding municipalities.
o Higher density housing options are limited and un-supported by single detached homeowners.
o Surrounding municipalities reliance on Town amenities with no financial contribution.
o Non-resident fees have rescinded due to political and non-resident pressures from neighboring
municipalities.
o 17.5% of the Town's assessment is non-taxable institutions.
o Cruise Line guests have limited spending motivation.
o Inconsistent ice maintenance at Kinsmen Park (Staff Resourcing).
o Fragmented promotion, marketing, and communications on overall activities across the
municipality.
o Cultural events and activities are de-centralized.
o Lack of trail connectivity to Fitness Trail and other sections of The Town.
o Historical road allowances impact the ability of facilitating safe pedestrian linkages (trails or
sidewalks).
o Temporary loss of tennis courts and some school amenities due to reconstruction.
o No Indoor Pool
o Resident access to a complete and thriving waterfront park experience.
o Temporary loss of High School Library
o Third party service providers are required to accommodate interest - so subject to a champion to
run programs.
o Volunteer led activities have decreased.
o Lack of recreation and cultural activities.
o No dedicated outdoor maintenance resources at Stockey Centre.
o Stockey Centre landscape plan was never implemented.
o Town needs to have access to horticultural services/expertise.
o Limited resources to explore strategic initiatives leaving the Town in a reactive operations mode.
o Need to take care of existing assets and ensure they are in proper operating order (Beach, Trails,
Library)
o Gymnasium space at the school is in high demand.
o Library staff receive complaints about lack of parking when "art in the park" is operating. Visitors
to the park place additional demand on washroom facilities.
o Limited play equipment for young children at Market Gardens Park.
o Perceived lack of coordination among Town departments in providing services.
o Tower Hill Heritage Garden area requires resources to address deck maintenance, clearing of
brush that obstruct views, and pond maintenance.
o Town website is not as user-friendly as it could be.
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OPPORTUNITIES
o Proposed new indoor pool and recreation complex.
o $250,000 grant to revitalize the fitness trail.
o Planner tasked to link new development to and through neighborhoods to fitness trail.
o Becoming a four-season destination with trails and ATV-friendly access.
o Better use of marine by marina by residents.
o Starting to see younger families moving back home to Parry Sound.
o Most development is securing CIL (Cash-in-Lieu) due to perceived notion of park supply per
Development Charges study.
o Allowing ATV's has been good for business.
o Cruise lines - older residents 70's
o Come for nature settings and vistas.
o Parry Sound Bikes - starting to link with cruise line especially with e-bikes.
o Fitness trail is ideal to avoid vehicular traffic.
o Waterfront Park would be desirable for events.
o There are potential green and brownfield sites that could be acquired for public waterfront
access.
o Synergies between departments is improving.
o Changing small equipment from fuel to battery would improve efficiency.
o Craft Brewery a big draw for tourists.
o Increase interest in active transportation in water and land.
o Additional equipment (bucket for tractor) could improve efficiency in parks.
o Increased promotion of all outdoor ice within the region.
o Expanding role of Economic Development to include tourism.
o New pool and recreation centre will contribute to inter-municipal and reserve relations.
o Universal support for amalgamation in order to better serve and fund required parks, recreation,
and cultural facilities in a more balance and sustainable manner.
o Need to consider a regional approach to serving the needs of the region and mitigate pressure on
Parry Sound.
o New business has increased greatly in the new business park which is nearing build-out.
o Old-timers' softball increasing with over 100 players.
o Create a common vision of the waterfront to guide future development of a balanced and thriving
waterfront area.
o Create a coordinated and consolidated "community calendar" of events and activities from all
sources.
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THREATS
o 2019 - houses were inexpensive ; since COVID - housing prices have exploded
o Non-resident fees were tried years ago but received backlash from surrounding municipalities.
o Surrounding residents use of Town fields, and arenas.
o Insufficient "destinations" to keep cruise line guests within Parry Sound geographical area.
o Difficulty in getting residents to participate in new programs.
o Graffiti on public infrastructure.
o Some traditional events are at the end of their lifecycle.
o Threat area - socially disadvantaged part of town has access to water but kids use of water
conflicts with boat traffic. This area is about to be consumed by wealthy homes.
o Increasing demand on programs/activities from surrounding municipalities.
o Re-engaging people to attend events from "pandemic culture".
o Limited number of young Parry Sound residents returning home.
o Shifting and more diverse interest in non-traditional activities (ice sports) among younger
residents.
o Concern over addressing capital cost premiums and operating sustainability of the new MURC.
o Concern over smaller municipalities rescinding their partnership interest.
o Use of vacant lands for commercial development as opposed to public waterfront access.
o Short term financial relief from waterfront development could jeopardize future public use.
o Rental costs for Town facilities is a barrier for some groups.
o Concern that MURC multi-purpose space won't be appropriately sized to accommodate activities.
o Migration of activities to other municipalities due to lower rental fees.
o Continued reduction in financial assistance to the Museum on Tower Hill from various levels of
government.
o Limited staff resources are affecting ability to rent available space.
In addition to their initial input to the master plan, these same community leaders were consulted
throughout the master plan process to ensure that their needs were effectively represented.
Refer to Appendix A for a listing of stakeholders and the SWOT matrix.
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Resident Survey Highlights
Residents of the Town were encouraged to complete an on-line survey designed to receive
specific insight into facility and activity importance and satisfaction. Understanding what is
important to people is critically important to guide future planning and investment. Determining
levels of satisfaction to areas of importance offers insight into how existing facilities and services
need to be improved.
The complete survey results can be referenced in Appendix F of this Master Plan. The following
section offers an overall summary of the profile of respondent, and priorities they have identified
for them and their families.
By the Numbers
21
The on-line survey remained open to residents for twenty-one days between
September 21 to October 12th. It was distributed through the municipal
website, Facebook, and hard copies were also available at the Bobby Orr
Community Centre.
197
People completed the survey with a 100% completion rate.
33
The survey included 33 open and close-ended questions and was designed
to focus indoor facilities, outdoor facilities, parks and trails, culture facility
(Charles Stocky) and the waterfront.
68
The percent of females who completed the survey.
50
Fifty percent of respondents were adults yet all age groups, except for
youth (12-17 years), comprised the overall cross section of ages.
60
Sixty percent of respondents were residents of Parry Sounds followed by
McDougall (16%) and Sequin (9%) residents.
90
Ninety percent of respondents had four or fewer people in their household.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
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Survey Highlights
AREA OF FOCUS
RESULTS
UTILIZATION
Top 4 facilities used by respondents.
1) Waubuno Park and Beach 73%
2) Trails and pathways 73%, including the Rotary and The
Algonquin Waterfront Trail
3) Charles Stockey Centre for Performing Arts
4) Parks and open spaces
IMPORTANCE
Top 4 facilities deemed most important.
1) Trails and pathways including the Rotary and The
Algonquin Waterfront Trail
2) Waubuno Park and Beach
3) Marina/Waterfront
4) Public Library
SATISFACTION
Top 3 facilities that respondents felt most satisfied with.
1) Rotary and the Algonquin Regiment Waterfront Trail at
66%
2) Tower Hill Heritage Garden at 59%
3) Rugged Trail at 54%
DISSATISFACTION
Top 4 activities/facilities respondents expressed
dissatisfaction with.
1) Tennis/pickleball/basketball
2) YMCA
3) Parry Sound High School
4) Waterfront/Marina
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
16
Parks
When asked what types of programs and activities (things to do) do you prioritize at the parks
in Parry Sound? The top five priorities were:
- Walking trails
- All-season trails
- Outdoor skating
- Playground
- Splash pads
When asked what types of facilities (things to support your visit) do you prioritize at the parks
in Parry Sound? (Select your top 5 priorities) were;
- Public washrooms
- Bench seating
- All season trails
- Shade structure
- Water filling stations
When asked about the overall needs of the people who live in your household, how would you
rate the parks available in the Town of Parry Sound.
- The parks were viewed "poor' for people with disabilities and youth?
Additional Programs
When asked when it comes to meeting the overall needs of the people who live in your
household, how would you rate the recreation programs and facilities available in the Town of
Parry Sound.
All age categories the majority were in the fair to poor categories with people with disabilities,
youth, and preschoolers being in the top three.
Culture programs
When asked When it comes to meeting the overall needs of the people who live in your
household, how would you rate the arts and culture programs and facilities available in Town of
Parry Sound.
All age categories, however, slightly less then the question about recreation programs and
facilities, come with the largest percentile in the 'fair to poor' categories. Children programs
and youth programs were the highest in the poor category.
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17
Facilities outside Parry Sound
When asked what recreation facilities their household uses outside of Parry Sound the top
three responses were:
- Trails
- Parks and Open Spaces
- Indoor Pool
And they chose these facilities outside of Parry Sound because they are desired facilities/activities that
are not available in Parry Sound and are more satisfactory than the facilities in Parry Sound. The
respondents use these facilities outside for walking/walking the dog, attending events, or using the
playgrounds.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
18
INDOOR FACILITIES
Bobby Orr Community Centre (BOCC)
The Bobby Orr Community Centre was constructed in 19xx which originally included an ice surface (185'
x 85'), 700 spectator seating area, 2 accessible heated viewing areas, and the Stanley Cup Hall featuring a
capacity of 350 people. The Centre was expanded in 20xx to include elevator access to the Stanley Cup
Hall, an additional meeting/programming area with a capacity of 150 people, and administrative space
that hosts the Manager of Parks and Recreation and Recreation Coordinator. The community centre is
well maintained and will
continue to serve the
needs of Parry Sound
residents and ice users
beyond
2032.
Staff
estimate that Parry Sound
residents comprise 30% to
40% of annual minor ice
use. Should the need for
prime-time ice ever come
to surface, the Town can readily amend their allocation policy to ensure Parry Sound residents are
appropriately prioritized for ice needs, floor needs, and multi-purpose space needs available at the BOCC.
Charles W. Stockey Centre for the Performing Arts & Bobby Orr Hall of Fame
The Stockey Centre and Bobby Orr
Hall of Fame has been well
maintained over the past 19 years.
Opening in 2003 the facility has
many contemporary features and
universal design characteristics. As
the primary performance venue for
the annual Festival of the Sound
classical music festival, the centre
draws patrons from the greater
Parry Sound Region and beyond.
With a seating capacity for 400
patrons the performing arts centre
offers space for concerts, films,
theatre, and a wide variety of
performing
arts.
The
Festival
Performance Hall can accommodate up to 180 people for banquet, weddings, conferences, and private
reception functions. The smaller Festival and Prelude Rooms can host meetings, gatherings, and programs
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
19
for up to 50 people. The facility will continue to serve Parry Sound residents and their interest in
performing and visual arts, programming, and social function space well into the future.
RECOMMENDATION #1
To commission Facility Conditions Assessments every 3-5 years, by qualified
engineers to assess and project the capital lifecycle requirements of the Bobby Orr
Community Centre and the Charles W. Stockey Centre for the Performing Arts and
Bobby Orr Hall of Fame over the future ten-year time horizon.
RECOMMENDATION #2
To develop a ten-year capital forecast as part of the annual capital budget process,
inclusive of the capital requirements informed by the Facility Conditions Assessment
to ensure that capital funding is planned and funded to ensure the facilities remain in
good working order.
Facility staff of the Charles W. Stockey Centre and Bobby Orr Hall of Fame are responsible for the exterior
landscaping of the facility. This contrasts with how the Town of Parry Sound maintains its other outdoor
areas. Development and maintenance of all other outdoor areas is completed by the Town's parks
operations section, supplemented by a wide range of volunteers, resulting in a different level of service in
various locations. This is inconsistent with the Town's standard.
RECOMMENDATION #3
The Town should allocate sufficient resources to the parks operation section to
assume responsibility for and maintain the Town standards for outdoor areas at the
Stockey Centre and Bobby Orr Hall of Fame.
West Parry Sound Recreation and Cultural Centre
The Town of Parry Sound will benefit greatly from the future West Parry Sound Recreation and Cultural
Centre (WPSRCC). On November 22, 2022, the Town of Parry Sound issued an RFP for Architectural
Services to complete detailed design drawings for the WPSRCC.
This capital project is the result of a multi-party partnership model to fund and operate a proposed 49,000
square foot recreation and cultural centre. The partnership model is represented by a Board of Directors
acting on behalf of six area municipalities including, The Archipelago, Carling, McDougall, McKellar, Parry
Sound, Seguin, and two non-voting First Nations: Shawanaga and Wasauksing. Additionally, the
Municipality of Whitestone will be a donor to the Centre and will have a separate agreement with the
Board. The Board is vested with complete control of the facility and it is anticipated that the operation
and programming of the Centre will be through an agreement with the YMCA.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
20
Funding of up to 73% of the proposed $32 million facility was provided through an Investing in Canada
Infrastructure Program (ICIP) with the remaining capital contributions to be funded through a pro-rated
formula-based model agreed to by the Board.
The proposed conceptual plan for the WPSRCC anticipates the following amenities to serve residents of
the West Parry Sound area.
o Six Lane/25 M pool
o Leisure/Therapeutic Pool with defined play area/amenities and relaxation area
o Sauna - off Pool Deck
o Gymnasium
o Walking Track - 2 lane 100m, within Fitness Area
o Common Area with Vending Machines
o Viewing Areas (Pool & Gymnasium)- local viewing from ground floor lobby
o Fitness - 5000 sf Fitness Area, plus 1500 sf Studio
o Multi-purpose (MP) Rooms- 2 Small MP, 1 Medium MP, 1 Large divisible MP Room
*Final Concept Plan not complete at time of drafting report.
The net operating costs associated with the WPSRCC will also be funded through the same formula
established for capital contributions. The West Parry Sound Recreation and Cultural Centre project
represents a truly inspiring partnership approach to accommodating regional recreation and cultural
needs in a fiscally prudent model. Ensuring a proactive monitoring mechanism is in place to ensure that
residents are able to access all programs and services while working within established financial
parameters as well as providing affordable access will need to be a key priority for the Board.
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21
Indoor Facility Needs Summary
Facility
Type
Current
Inventory
Provision Standard
2022
to
2025
2026
to
2029
2030
to
2032
Ice Pads
BOCC
1:400 minor ice sport
registrants
✓
✓
✓
Performing
Arts
Stockey Centre
NA
✓
✓
✓
Museums
Bobby Orr Hall
of Fame
NA
✓
✓
✓
Multi-
Purpose
Space
BOCC (2)
Charles Stockey
(3)
NA
✓
✓
✓
✓
WPSRCC
(3)
✓
✓
✓
Indoor Pool
None
1:30,000 population
WPSRCC
✓
Gymnasium
None
1: 20,000 population
WPSRCC
✓
Walking
Track
None
1: community
WPSRCC
✓
Fitness
Centre
None
NA
WPSRCC
✓
The Town of Parry Sound has sufficient capacity within its existing facilities to accommodate ice sports,
performing arts, museums, and multi-purpose space needs for the next 10 years and beyond. With the
introduction of the West Parry Sound Recreation and Cultural Centre, the Town of Parry Sound will benefit
from the provision of an indoor aquatic facility, gymnasium (indoor pickleball and other court sports),
walking track, fitness centre, and additional multi-purpose space which will serve residents needs well
into the future and beyond what many municipalities their size has local access to.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
22
The Bobby Orr Community Centre is used heavily by surrounding municipal residents. By example, minor
hockey has reported that of the 308 registered participants, 31% of their registrants are Parry Sound
residents. In examining the Town's actual revenues and expenditures of the BOCC over the past six years
we note that the tax impact of the BOCC ranged from a low of $656,607 to a high of $953,671 between
2016 and 2021.
According to the 2019 Financial Information Return (FIR) of the Ministry of Municipal Affairs and Housing
(MMAH), the Town of Parry Sound tax levy per population illustrates that cost for parks, recreation, and
culture is ranked second highest among surrounding municipalities. The 2019 FIR was analyzed as being
the most recent fiscal year not impacted by the pandemic.
Cost Per Population for Parks, Recreation, and Culture2
2 Net cost of Parks, Recreation, and Culture reported in the 2019 FIR divided by most recent 2021 population
counts reported in 2021 Census.
1
7
2
4
1
112
12
96
48
4
2
18
1
0
20
40
60
80
100
120
Unincorporated - Britt
Carling
Dun church
Township of Georgian Bay
Magenetawan
McDougall Township
McKellar
Parry Sound
Seguin
Archipelago
Shawanaga First Nation
Wasauksing First Nation
Tottenham
Minor Hockey Registration/Residency
$414
$356
$199
$132
$434
$264
$164
$308
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
Parry Sound
Seguin
McKellar
McDougall
Archipelago
Carling
Whitestone
Magnetawan
Cost Per Population 2019 MMAH - FIR
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23
In future, it is reasonable to re-engage surrounding municipalities based on the cost sharing precedent of
the West Parry Sound Recreation and Cultural Centre.
RECOMMENDATION #4
A) To monitor the results of the pro-rated formula-based financial framework
developed for the West Parry Sound Recreation and Culture Centre.
B) Work with surrounding municipalities to use a similar model based on lessons
learned from the WPSRCC contributory operating subsidy model for the operation
of high non-resident use of the Bobby Orr Community Centre.
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24
PARKS
The Town of Parry Sound has distinct and strong policies regarding the provision of public parks and open
spaces. The Town's Park Classification system reflects the policies of their Official Plan and includes (i)
Sports and Active Parks, (ii) Gardens, Memorial, and Heritage Parks, and (iii) Neighborhood Parks.
Sports/Active Parks
o Kinsmen Centennial Park
o Skate Park
o Basketball Court
o Tennis Courts
o Waubuno Beach Park
o Old Town Beach
o Rotary and the Algonquin Regiment Fitness Trail (Waterfront Trail)
Gardens, Memorial and Heritage Parks
o Big Sound Marina
o Town Dock, Town Dock washrooms and Gazebo
o Seguin River Parkette
o Market Square Park
o Yvonne Williams Park
o Tower Hill/Heritage Gardens
o Waterfront Trail Monument and Memorial
Gardens
o Great North Road Gazebo and Parkette
Neighbourhood Parks
o Booth Street
o Cherry Street
o Mission Park
o William Street
o Treetops Community Forest
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
25
Parry Sound Parks Map
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26
Parkland Supply
The Town of Parry Sound parkland supply comprises 55.83 acres or 22.6 hectares of various sized parks.
Based on the 2021 population count (6,879) the parkland supply results in 3.28 hectares/1,000 population
and will decrease to 3.03/1,000 by 2030 based on growth projections. The Town will need to secure an
additional .25 hectares of parkland by 2030 to maintain the Town's current parkland supply standard for
its residents. The Town has two "community-wide parks" being Kinsmen Park and Waubuno Beach Park,
and its neighbourhood parks are generally smaller in size otherwise limiting the type of outdoor facility
that can be included such as a playfield.
RECOMMENDATION #5
To acquire a parkland block of .25 hectares or greater to serve as a neighbourhood
park for new growth to maintain the Town's current parkland supply of 3.28
hectares/1,000 residents.
The National Recreation and Parks Department's (NRPA) standards for parkland supply is 4 hectares /
1,000 population. This results in a general parkland deficiency of .72 hectares/1,000 residents in 2022.
The resident survey concluded that parks and trails were very important to residents, yet they did not
express dissatisfaction with the overall supply of parkland. The focus of resident comments appeared to
be more around the state-of-repair and required amenities which will be discussed in the outdoor facilities
section.
RECOMMENDATION #6
A) The Town should monitor resident satisfaction regarding the supply of parkland
throughout the term of the master plan (2032).
B) Continue to consult with the Town's Accessibility Advisory Committee on
recommendations to improve access to current and future parks and trails.
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OUTDOOR FACILITIES
The Town of Parry Sound currently offers outdoor sport, recreation, and cultural facilities for its residents.
It is common knowledge that residents of bordering municipalities also rely on much of the Town's
outdoor facilities as they are not provided by their own municipality. The purpose of this section is to
assess the Town of Parry Sound's provision standard against provincial provision standards to determine
if the Town may need to offer additional outdoor facilities based on resident needs.
Outdoor Facility Needs Summary
Facility Type
Current
Inventory
Provision
Standard
Current
Capacity
2022
to
2025
2026
to
2029
2030
to
2032
Ball Diamonds
2 major lit
2 junior
1 ULE/90
Minor
Registered
Players
450
registered
players
✓
✓
✓
Soccer Fields
1 senior
1 ULE/90
Minor
Registered
Players
90
registered
players
✓
Monitor
Registrants
Monitor
Registrants
Skate/Action
Parks
1 Skatepark
1/Town
✓
✓
✓
Tennis/
Pickleball
1 Court
3 BOCC
1:5,000 pop.
✓
✓
Monitor
Demand
Sport Court
1 Full Court
1:5,000 pop.
✓
✓
Plan site for
new sport
court
Outdoor
Rinks
1
1/Town
✓
✓
✓
Neighborhood
Rinks
Volunteer
Demand
TBD
TBD
TBD
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
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Facility Type
Current
Inventory
Provision
Standard
Current
Capacity
2022
to
2025
2026
to
2029
2030
to
2032
Play
Structures
5
1/500 meter
in residential
area.
Add 1 Play
Structure
Add 1 Play
Structure
Add 1 Play
Structure
Splashpad
0
1 per 2000 M
Plan
Construct
Dog Parks
1
NA
Monitor
Monitor
Monitor
Playfields
The Town of Parry Sound is in a good position regarding its current supply of outdoor facilities. Regarding
playfields, the Town should monitor annual registration numbers from both minor soccer and minor
baseball to determine how their resident registration numbers are trending. Based on stakeholder
consultations and resident survey there was no expressed concern over playfield availability, suggesting
an adequate supply.
RECOMMENDATION #7
The Town should monitor playfield registration numbers to ensure the existing supply
of playfields will remain adequate for the next ten years.
Pickleball/Tennis
The Town has an adequate supply of
tennis and pickleball facilities. The
combination outdoor tennis/pickleball
facility near the BOCC is further
supplemented
by
three
indoor
pickleball courts that are available on
the arena floor during the non-ice
period.
The
West
Parry
Sound
Recreation and Cultural Centre will
also have three additional indoor
pickleball courts. Pickleball is desired
in both outdoor and indoor settings
and as such the Town will need to
monitor
participant
demand
for
outdoor pickleball considering the future supply of indoor pickleball courts. While the current supply of
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
29
pickleball/tennis is sufficient, these facilities ranked highest in terms of dissatisfaction among residents.
Maintaining existing assets in good repair should be prioritized.
RECOMMENDATION #8
Resurface the tennis/pickleball and basketball/sport court at the BOCC and revitalize
the area ensuring adequate shade, benches, waste receptacle, and water fill station,
while integrating the area to serve as a "gateway area" to the Fitness Trail.
Sport Court
The Town has an adequate supply of sport courts with the current court adjacent to the pickleball/tennis
facility (BOCC). The Town's 2021 population was 6,879 and is expected to grow to 7,458 in 2030. For those
outdoor facilities that have a standard of "1 facility/5,000 population" such as tennis, pickleball, and sports
courts, the Town should consider planning for desirable locations for such facilities. These facilities are
not anticipated to be constructed in the next 10 years, however ensuring future parkland areas for
eventual construction would represent good planning.
RECOMMENDATION #9
The Town should consider planning for parkland space to accommodate future
pickleball/tennis court and a future sport court beyond 2032.
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30
Play Structures
The Town of Parry Sound's current supply of play structures does not meet contemporary standards. Good
planning practices promote one play structure within a radius of 500 metres in a residential area. The
Google Earth map to the right illustrates the Town's
current play structure locations and includes a 500-
meter radius (red circle) to define the residential
capture area.
To achieve this standard, the Town could consider
the installation of a play structure in up to three
residential areas identified by the 500-meter circles
in yellow.
We know that 52% of Parry Sound households have
no children at all. Grandparents are also more
active and playing a more active role in the leisure
life of their grand children. It's a given that older
adults do not benefit any longer from play
structures yet the ability to take their grand
children to a play space within walkable distance is
profound. Introducing a new play structure in an established neighborhood is a challenge. The Town may
not have sufficient parkland or the ability to acquire parkland to accommodate a new play structure.
Notwithstanding this there are agencies and contributors that would be willing to work with the Town to
accommodate a play structure.
RECOMMENDATION #10
The Town should explore opportunities to install play structures in existing under-
serviced neighborhoods. This could include installations in existing parkland areas or
joint venture with a third-party service provider (school, church, agency) with lands
that could accommodate a municipally funded play structure.
Most households with children have one child
(54%). Thirty-two percent of those household
have 2 children, while thirteen percent of
households have 3 or more children.
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31
The existing play structures are basic and offer
limited play value for the potential range of users.
As the existing inventory of play structures reach
their useful life or fail to meet CSA Safety Standards,
the Town should expand their design considerations
to include universal design to promote accessibility,
a diversity of users through junior and senior play
features, and outdoor exercise equipment for adults
and older adults.
The Town does not currently have a splashpad or
spray features in their existing inventory of parks.
The provision standard for splashpads is one per
2000 metre radius of a residential area. We note the
Town has a popular and well utilized beach area which could serve to mitigate this need. During the
process of revitalization of one of their play structures, the Town should also include introducing some
spray features to add further play value for children and guardians alike.
RECOMMENDATION #11
A) Adopt a play structure revitalization program that includes universal design
standards to promote accessibility, junior and senior play structure components,
age friendly design, outdoor fitness equipment to create a multi-generational play
space. Include the phased program within annual budgets and capital forecasts to
ensure timely and responsive revitalization.
B) Ensure that spray features are included in the design of future revitalized play
structures areas, particularly in residential areas further from Waubano Beach.
Stock photo of contemporary playground structure illustrating good play value.
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32
Trails
The Town of Parry Sound commissioned the development of a
Trails Master Plan which was completed in 2015. This was a
comprehensive trails master plan that included pedestrian
trails, sidewalks, bicycle routes, and motorized trails for
snowmobiles and ATV's.
The Fitness Trail and rugged trail are highly desirable features
among residents. This interest and utilization can be expected
to increase as outdoor activities including walking and hiking
continue to rise as popular leisure pursuits.
The Town of Parry Sound should continue to implement
the recommendation contained within the Trails Master
Plan with a stronger emphasis on residential links to the
Fitness Trail. The resident survey also indicated significant
support for all-season use of trails within the Town.
Resident and community group feedback also supported
more year-round access to the Fitness Trail. As the
Municipality has had a longstanding agreement with the
Ontario Federation of Snowmobile Clubs for winter
maintenance, community expectations for pedestrian use
can cause confusion regarding levels of service. For
example, when the trail is not being regularly used, it can
become icy, prompting calls to the municipality for
maintenance. Shared use between vehicular and
pedestrian use could become more difficult.
RECOMMENDATION #12
A) Continue implementation of the 2015 Trails Master Plan with an increased focus
of linking existing and new public access points to the Fitness Trail and the Rugged
Trail.
B) Solicit more public input regarding expectations for winter use of the Fitness Trail,
levels of service for maintenance and opportunities to continue to maximize safe
access for all users.
The Fitness Trail and pathways ranked highest
amongst resident use and were identified as most
important and most satisfied among all facilities.
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33
Outdoor Ice
Outdoor ice ranked high among residents
who responded to the survey. This has two
distinct implications to the Town. Firstly, the
existing outdoor ice surface at Kinsmen Park
is
significant
and
important
to
be
maintained. The current operations and
maintenance of the Kinsmen outdoor ice
surface is not reliable. Staff who are
otherwise dedicated to the BOCC ice
operations during the prime indoor ice
season assume the responsibility of the
outdoor ice surface at Kinsmen Park on a
voluntary over-time basis. Not only does
this approach cost the Town 1.5 times the
regular cost of staff time, but it also relies on
the will of existing operators to take
additional time away from their families to provide this Town service. This approach also contributes to
issues with levels of service related to maintenance at the outdoor facility as priority is given to indoor
operations and related parking lots prior to staff being able to provide maintenance at Kinsmen Park.
Given the increased interest among residents to have all season trail access, the Town should consider an
additional seasonal staff position, or contract service to assume responsibilities for the outdoor ice surface
at Kinsmen Park as well as winter control activities for the Fitness Trail. This position could be funded in
part by cost savings in over-time wages currently allocated to operations staff at the BOCC.
RECOMMENDATION #13
Allocate additional staff resources or contract services to maintain the outdoor ice
operations and maintenance at Kinsmen Park and new trails within the trails
network.
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34
Asset Management - Outdoor Facilities
The Municipality's Asset Management Plan, the consultant's facility inventory analysis, and resident
survey identified several areas that require repair and revitalization. Maintaining public assets in a state
of good repair is a resident expectation and contributes to increase use and user satisfaction. Areas that
are in a poor state of repair are also susceptible to ever-increasing degradation rates and attracts
increased vandalism. The Town should ensure that its existing inventory of outdoor facility assets are
proactively maintained.
RECOMMENDATION #14
That the Municipality commission a facility conditions assessment on its parks, trails,
waterfront, and open space assets that will serve to inform the repair and lifecycle needs
and associated costs for each outdoor facility/amenity. That the resulting 10-year cost
schedule be included in the Municipality's 10-year parks and open space capital budget and
forecast.
Accelerated by the COVID-19 Pandemic, public interest in
parks, trails, and outdoor areas has increased dramatically.
From the citizen survey and recent experience with other
municipalities,
clean,
accessible,
and
open
public
washrooms are topping the priority list as desired outdoor
amenities. As the user base has increased both in terms of
size and profile, so has their needs. The Town should
develop a park design standards document that has broader
considerations for desired and contemporary amenities.
RECOMMENDATION #15
Develop a park design standard document that considers public washrooms, bench seating,
shade structures, water fill stations, universal (accessible) and age-friendly design, as well as
linkages to all season trails.
There are significant discrepancies in how the Town maintains their parks and outdoor facilities from a
landscaping and maintenance standpoint. In some cases, such as the Stockey Centre Town staff do not
provide maintenance, landscaping, or horticultural services. In other cases, maintenance and landscaping
services are noticeably different as illustrated in the images below.
Top 5 outdoor amenities Parry Sound
Residents identified:
1) Public washrooms
2) Bench seating
3) All season trails
4) Shade structure
5) Water filling stations
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35
The same point can be made regarding their horticulture practices. The Tower Hill Heritage Garden and
the flowers in the downtown are highly regarded features led by volunteers. This volunteer effort should
continue to be supported and enhanced if the needs of volunteers change.
RECOMMENDATION #16
Develop maintenance, landscaping, and horticulture standards for the Town Park system
and facility exteriors and build-up the necessary staffing and equipment resources to
achieve such standards.
RECOMMENDATION #17
Continue to support volunteer led gardens and horticulture initiatives and develop
standards of support while encouraging new volunteer led opportunities.
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36
SERVICE DELIVERY
Service Delivery Model
The Town of Parry Sound service delivery model can be regarded as a "facilitator" of parks, recreation,
and cultural services. This role is very common in municipalities across the province of Ontario and is
supported in the Provincial Policy Statement 3 for recreation services.
The facilitator or community development model is premised on the Town of Parry Sound investing,
operating, and maintaining both facility and park infrastructure, and supporting community groups,
organizations, and local business to program the space.
In some cases, there are groups and organizations such as minor hockey, figure skating, and baseball who
have been historically self-directed groups who are duly constituted to provide seasonal programs. In
other cases, such as special events, rope jumping, and fitness classes that have been influenced by a local
leader who is passionate about providing certain programs and activities. In these cases, the Town simply
needs to support, schedule, and rent their facilities to accommodate these offerings to residents. An
assessment of the Town's role in parks, recreation, and culture is illustrated in Appendix C.
The preceding "facilitator" model can be
described as a passive approach to leisure
service delivery. A more optimal strategy is to
assume a proactive approach to promoting,
encouraging, and incenting potential business
and activity leaders to provide new and
emerging activities. This strategy requires
additional staffing resources or focus to
actively promote and recruit specific leaders
to initiate these activities. In the initial stages the Town could consider additional discounts and
promotional assistance provided to the activity leader. The ultimate benefit comes from accommodating
resident interest, building a self-sustaining activity, and better utilization and rental revenues for Town
facilities.
Special Events & Program Support
Staff in Parks and Recreation support a variety of programs and special events hosted in municipal facilities
including the Stockey Centre. This includes the provision of third-party insurance to support rental groups
using facilities (as well as joint use agreements), collaboration to ensure complimentary programs and
events including March Break, Christmas events, Art and Wine Classes and recreation programs held at
the Stockey Centre.
For major community special events, both staff units work together, drawing on expertise to ensure
smooth and efficient delivery, these include:
3 Planning Act No.229/2020 Sections 1.5/1.6
Recreational and Cultural Programs
availability was ranked as fair to poor,
particulary for pre-schoolers, children, youth,
and participants with disabilities.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
37
-
Canada Day & Ribfest (Led by P&R)
-
Snow fest; (Led by P&R)
-
Bobby Orr Hall of Fame Ball Tournament.
-
P&R run programs at the Stockey Centre, Art Class & Wine Glasses, Town of Parry Sound
Volunteer Appreciation Night.
The Town is also involved with the direct coordination of the following special events:
-
Canada Day - Always July 1st (Ribfest the same weekend if Rib Vendors available)
-
Snow fest Winter Carnival: Annual Winter Carnival February Family Day Weekend (Friday -
Monday)
-
Earth Day/Pitch In Week (April)
-
Movies in the Park (Summer/Fall)
-
Light up the Park (Winter)
-
Breakfast with Santa (Winter) - was partnership prior to this year. 2022 Town only
-
Santa Claus Parade (Winter) - was partnership prior to this year. 2022 Town only
-
Recreation & Leisure Fair (early Spring)
-
Soap Box Derby (last year was 2019, due to lack of participation)
-
June is Parks and Recreation Month activities and workshops (6K fitness Trail Trek and Park
Passport)
It is noted that like many municipalities across Ontario, the Town's labour force of Union, Non-Union,
seasonal, and school break staff all work together for the collective good and goals of the municipality.
RECOMMENDATION #18
A) Enhance the Town's role in promoting, recruiting, and incenting community and
business leaders to provide new and emerging leisure activities in Town facilities for all
age groups.
B) Implement a quarterly "call for service providers" to promote seasonal program
opportunities.
C) Continue to explore opportunities to combine resources more officially between staff in
Parks and Recreation and staff in the Stockey Centre to maximize skills, continue to
create efficiencies and take advantage of all opportunities to reach the residents of
Parry Sound in being the beneficiaries of these programs and events.
Insurance for individual service providers is often cited as being problematic in offering programs to the
community. By the time insurance cost are built onto facility rental cost, instructor costs, and promotional
expenses, the program is no longer affordable to families. Some municipalities, including Parry Sound,
have addressed this common issue by assuming liability under the Town's insurance subject to risk
assessment and compliance with safety standards or working with a third-party insurance provider to
assist community access to adequate coverage.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
38
RECOMMENDATION #19
Continue to offer a low to no cost liability insurance program for approved third-party
service providers subject to a risk assessment and compliance with Town safety standards.
Ensure proactive communication and strive to simplify the process so community groups
and organizations are informed of their liabilities and take full advantage of this program.
Awareness of what programs are available is a common issue among municipalities who play a facilitator
role. The underlying reason is that since individual program providers are on their own to promote their
activities, they employ their own promotional strategies that work best for them. In the absence of a
centralized source for program and event information, residents are left to source information using their
own network. Whether the Town is offering a program or event their role as a facilitator should include
offering a central promotion portal that proactively encourages service providers to list their programs,
event, and services. This objective can be accommodated on the Town's website by expanding the on-line
events calendar and introduce a program provider webpage that provides a summary of the program with
a link to their webpage, Facebook page, and/or phone number. It should be noted that Parry Sound
residents much like other municipalities are citing Facebook as their primary source for information. The
Town should actively promote links and posts on their Facebook page with program and event
information.
RECOMMENDATION #20
Introduce a dedicated webpage on the Town's website that provides program and event
information from community service providers and proactively engage service providers to
include their information in this centralized location.
It may also be necessary for the Town's recreation and cultural centre
staff to offer new programs directly. This ensures a more controlled and
predictable approach to programming for residents. In so doing, Town
staff should view direct programming as a strategy or means to
attracting a third party to ultimately take over or supplement the
provision of the program. Being able to illustrate that a program is
sustainable takes the risk away from a potential risk-averse service
provider.
RECOMMENDATION #21
Offer new and emerging programs directly to illustrate their degree of sustainability to
potential third-party service providers.
RECOMMENDATION #22
Grow the Town's service and programming initiatives based on existing provincial and
national standards for "Youth Friendly" and "Age Friendly" designations, achieving "HIGH
FIVE" registration and/or accreditation, aligning with the Life Saving Society for Aquatics as
well as the Framework for Recreation in Canada.
55 % of survey
respondents said they
would like to see the Town
offer outdoor programs.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
39
Program and Service Planning for the WPSRCC
From the time construction commences on the West Parry Sound Recreation and Culture Centre, the
governing board will have a 24 - 30-month window to formulate who, what, when, how, and at what price
programs and services will be provided to an eager participant base. The indoor aquatic program alone
will represent the Board's most significant challenge to plan for. As the Board will be directly responsible
for providing the aquatics program directly (through agreement with the YMCA of Simcoe and Muskoka),
they will need to start building the leadership capacity of required qualified staffing complement.
Prior to the pandemic, the aquatics sector has had challenges in recruiting daytime lifeguards and
instructors. The impact of the pandemic has had a substantial adverse impact on the recruiting of part-
time and contract staff in all areas including aquatics. The aquatics area has encountered a subsequent
setback in that 2 years of leadership development to bring qualified guard staff into the market was lost.
Town staff has already experienced this shortfall with their own summer swim program at Waubano
Beach.
As the Board envisions a third-party service provider (YMCA) to operate the aquatic program at WPSRCC,
the Board should plan for discussions to commence immediately to ensure that a feasible implementation
plan is in place to hit project timelines for operation. Given the location for the new facility, it will be
imperative to conduct a robust recruitment and training program for aquatic leadership staff.
The same can be said for other recreation and culture programs and services to be offered at the
WPSRCC. As recommended in the previous section, the Town needs to increase their capacity to expand
programs and services within the community even if they must provide them directly. Even if the Town
is not directly involved in direct program delivery at the WPSRCC, demand will be high for residents to
participate in a full range of recreation and sport programs for all ages and abilities. Therefore, building
the leadership development capacity at the WPSRCC to offer a meaningful program and achieve
revenue budget targets of the WPSRCC is a fundamental prerequisite and should be a goal of the Parry
Sound representatives on the Board of the new entity.
The current assumption is that the Board will work directly with the YMCA to develop the overall
operating model for the WPSRCC on the premise that there will be no subsequent tax levy impact to the
partner municipalities or contributions from the two First Nation representatives. These operating
assumptions are common in the initial stages of partnership development yet tend not to be successful
in the actual experience of such models across the province. It should be noted that indoor aquatic
facilities tend to heavily subsidized regardless of who operates them. The YMCA, beyond membership
and program revenues, have no ability to fund operating shortfalls. Typically, this falls to the
municipality or in this case the municipalities because of their taxing capabilities. For this reason, it is
important for the Town's representative to provide the necessary leadership to the Board, in order to
ensure that there is a strong operating model in place to mitigate future tax impacts.
The Town of the Parry Sound's representative on the Board should ensure that due consideration be
given to the following key areas to ensure a proactive and responsive operating model for Parry Sound
residents.
Affordable Access - The YMCA operating model is generally based on a annual membership fee model
to provide a more predictable monthly revenue stream. Lower income residents may not be able to
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
40
afford annual memberships (paid monthly) which could severally impact access. Instituting
an Affordable Access Policy and complimentary subsidy program will be critical to serving all members
of the community. The essence of such a policy would be provided improved customer service if it were
consistent across all organizations party to the Operating Agreement.
Staff Resourcing - Municipalities across the province are facing challenges in maintaining their staff
complement resulting from significant labour shifts attributed to the Pandemic. This issue compounded
by a historical shortage of day-time lifeguard personnel elevates this challenge. A comprehensive staff
recruitment strategy will be necessary to meet the staffing requirements of the WPSRCC.
Program Coordination - The WPSRCC should avoid duplicating existing dryland programs and services
already provided by the Town and focus on new program and service areas.
Program Input - The WPSRCC should leverage the existing Facebook network within the Town of Parry
Sound to solicit ideas for new programs.
Operating Impact - The WPSRCC should monitor the goals and strategy of the Fund-Raising campaign
(both capital and endowment components) to ensure that adequate investment in the long term
financial sustainability of the facility is achieved.
School Facilities
Access to school facilities is critical to ensure that more groups can access needed space (gymnasiums,
cafeteria, classrooms, playfields, play structures) to provide programs and services. Working with School
and District School Board personnel can ensure that available times are made known, and the booking
process is easy to implement. Two time slots per evening are encouraged.
RECOMMENDATION #23
A) Continue working with school personnel to maximize access to school space and work
on a model that groups can use facilities during the weeknights and on weekends.
B) Update School Board agreements for community access to schools by taking control of
bookings Monday - Friday and weekends. Work with two time slots 6:00-7:30 and 7:30-
9:00 or 6:00-8:00 pm and 8:00-10:00 pm.
The existing municipal indoor facilities may not be utilized to their fullest extent. Ongoing data collection
for all components of the facilities (arena floor, ice, community hall) will assist in defining opportunities
to maximize use of space. Improved and consolidate promotion of all facilities will assist in maximizing
use of assets and optimizing revenues.
RECOMMENDATION #24
Continue with implementation of the previously acquired software that can collect and
track all utilization and residency data for all activities (permitted, registered and drop-in).
Ensure data covers all four seasons of use and is tracked in a manner that permits quarter
over quarter and year over year comparisons.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
41
Financial
The graph to the right illustrates
the investment required by the
Parry Sound to operate the
Bobby Orr Community Centre.
The
revenue
as
a
%
of
expenditures
is
low,
and
generally lower as compared to
other municipalities that operate
a single pad arena. Drop-in
activities rely on user honesty to
pay the drop-in fee, resulting in a
loss of revenue as well as the loss
of data related to residency.
A more fulsome analysis of the Town's parks and recreation operations, including the Stockey Centre is
illustrated in Appendix E
As new facilities are developed, even those funded through
grant programs, there should be a comparable recognition of
the need to increase operating costs within subsequent
budgets to address the ongoing costs to maintain these new
or refurbished assets (i.e., upgrading the Fitness Trail).
RECOMMENDATION #25
Ensure that building rentals and ice rentals are at a competitive rate and track utilization,
revenues as a % of expenditures and opportunity to build additional revenue streams.
Ensure program convenors that organize drop-in activities within the BOCC (shuffleboard
and pickleball) collect fees and track usage data.
Municipalities continue to struggle with a lack of revenue tools. Property taxes, user fees and grants are
the most common methods used to fund the delivery of service. There needs to be continued efforts to
explore new revenue generation options in all areas of program delivery and facility provision.
RECOMMENDATION #26
Dedicate time within a current staff portfolio to consider new revenue generation
opportunities for Culture, Parks, and Recreation. These can include expanded sponsorship
and naming rights, signage programs, "adopt-a-facility/park/trail" programs, enhanced
concession and vending services, theatre seat sales, advertising rights, other.
$176,176 $185,023 $188,727 $188,012
$113,972 $104,024
$756,326 $793,412 $792,628 $786,120 $818,100
$737,436
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2016
2017
2018
2019
2020
2021
BOCC Actual Revenue / Expenditures
Total Revenues
Total Expenditures
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
42
With a deliberate move to gradually increase user fees for Municipal facilities and programs, there
needs to be the development of a complementary policy to provide affordable access. There are many
examples of policies used in other jurisdictions, including processes and protocols to ensure anonymity
and discretion for families and individuals seeking support. Service Clubs and other community
organizations can also be a source of support for those unable to pay the prescribed fees.
RECOMMENDATION #27
Develop an Affordable Access Policy. Work with local service clubs and philanthropic
organizations to source other ways to provide financial support to those in need of subsidy.
Consider establishing a Municipal fund to support families needing financial assistance to
ensure that individuals and families continue to participate and stay active. Consider
working in conjunction with the Board of the WPSRCC to ensure that the policies for
affordable access are aligned.
Often the residents are unaware what it costs to provide upkeep to public assets and to ensure regular
inspections and investment to ensure facilities are in a state-of-good-repair. Ongoing sharing of this
information can assist in educating the public and also on how their tax dollars are being used to invest
in their community.
RECOMMENDATION #28
Provide regular public updates to share information about the cost to maintain public
assets. This can be using a simple "pie chart" type visual at budget time, regular messaging
using existing and proposed media outlets, reporting to Council during budget
deliberations on proposed capital investments, and in sharing comparison data outlining
staff ratios for facilities maintained (square footage), km of parks and trails maintained.
Marketing & Communications
The Town distributes its Recreation Program Guide to resident homes twice per year and posts the
Guide on the Town's website. Residents can also register to receive the Town's newsletter electronically.
Traditionally the Guide was the most effective way of making all residents aware of what the Town had
to offer. The Town should continue this practice yet recognize that there is an increased use and
reliance on mobile phones to access information.
Residents in many municipalities including Parry Sound cite Facebook as their number one platform to
receive information on Town related programs, activities, and events. Unlike the hard copy guide or the
Town's website, information comes to them without having to search for it on their phones. Whether the
Town provides the information or not, people will post Town related information under their own terms.
At first glance this may be viewed as beneficial, however the only way that the Town can ensure accuracy
in posted information is to post it themselves. Algorithms in social media platforms such as Facebook also
mine for related interest areas of users, which in turn serves to provide more information about the topic
of recreation, parks, and culture.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
43
The more regular and topical information the Town shares on Facebook, Twitter, Instagram, the more
likely they will be followed by increasing numbers of users. By building a significant network the Town can
also use its Facebook presence to get on-going feedback on what people would like or how they think.
This medium then is not only effective in promoting the Town's culture and recreation services, but it also
stimulates on-going dialogue that offers Town staff real-time information from residents and more likely
users of Town services. Staff at the Stockey Centre have their Facebook, Twitter, and Instagram accounts
as part of their "contact us" options along with phone, fax, and email.
RECOMMENDATION #29
The Town should allocate additional resources to ensure that they offer regular and
topical program and event promotions through Facebook, Twitter, and Instagram,
and continually use their on-line presence to solicit direct feedback from users.
Organizational Structure
The Town of Parry Sound Cultural Services are provided under two separate departments. The cultural
services offered by the Parks and Recreation Department reports to the Director of Public Works, while
the cultural services provided through the Stockey Centre and Bobby Hall of Fame reports to the CAO.
Through the leadership of the Manager of Parks and Recreation, efforts to integrate cultural services
between the two departments has served the Town well. In addition to synergies found among Parks and
Public Works there are also common responsibilities between Recreation and Culture such as Facility
Operations and Management, Human Resource Management, Landscaping, Staff Training, Customer
Service, Seasonal Programming, Event Hosting, Coordination with community partners, Marketing,
Promotion, Scheduling, Allocation Policies, Use Policies, Cash Management, Food Services just to name a
few.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
44
As noted earlier, there are several synergies evident between the staff teams (Union, Non-Union,
Seasonal, and Summer staff) within Parks and Recreation and the Stockey Centre. Examples include (but
are not limited to):
-
the provision of third-party insurance to support rental groups using facilities (as well as joint use
agreements)
-
collaboration to ensure complimentary programs and events including March Break, Christmas
events, Art and Wine Classes and recreation programs held at the Stockey Centre.
-
For major community special events, both staff units work together, drawing on expertise to
ensure smooth and efficient delivery, these include:
-
Canada Day & Ribfest (Led by P&R)
-
Snow fest; (Led by P&R)
-
Bobby Orr Hall of Fame Ball Tournament.
-
P&R run programs at the Stockey Centre, Art Class & Wine Glasses, Town of Parry Sound
Volunteer Appreciation Night.
To continue to maximize the shared approach to service delivery and the opportunity to build on skill sets,
efforts should be directed towards the best operating structure to manage this growing portfolio in the
future.
RECOMMENDATION #30
Continue to assess the best operating model to deliver the growing community
interest in parks, recreation, and cultural services.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
45
IMPLEMENTATION PLAN
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
1
To commission Facility Conditions Assessments every
3-5 years, by qualified engineers to assess and
project the capital lifecycle requirements of the
Bobby Orr Community Centre and the Charles W.
Stockey Centre for the Performing Arts and Bobby
Orr Hall of Fame over the future ten-year time
horizon.
$40,000 Consulting
Engineers
2
To develop a ten-year capital forecast as part of the
annual capital budget process, inclusive of the capital
requirements informed by the Facility Conditions
Assessment to ensure that capital funding is planned
and funded to ensure the facilities remain in good
working order.
Staff team
3
The Town should allocate sufficient resources to the
parks operation section to assume responsibility for
and maintain the Town standards for outdoor areas
at the Stockey Centre and Bobby Orr Hall of Fame.
Enhance Annual
Operating Budget
ongoing
ongoing
4
A) To monitor the results of the pro-rated
formula-based financial framework developed
for the West Parry Sound Recreation and
Culture Centre.
A. Staff Team
with WPSRCC
Board
representative
input.
B. Municipal
team led by
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
46
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
B) Work with surrounding municipalities to use a
similar model based on lessons learned from
the WPSRCC contributory operating subsidy
model for the operation of high non-resident
use of the Bobby Orr Community Centre.
PS. (Continue
to track
residency for
BOCC use)
5
To acquire a parkland block of .25 hectares or greater
to serve as a neighbourhood park for new growth to
maintain the Town's current parkland supply of 3.28
hectares/1,000 residents.
Parkland Dedication
6
A) Town should monitor resident satisfaction
regarding the supply of parkland throughout the
term of the master plan (2032).
B) Continue to consult with the Town's Accessibility
Advisory Committee on recommendations to
improve access to current and future parks and
trails.
Staff led annual
survey tools
7
The Town should monitor playfield registration
numbers to ensure the existing supply of playfields
will remain adequate for the next ten years.
Staff
(Potential capital
budget impact)
ongoing
ongoing
ongoing
8
Resurface the tennis/pickleball and basketball/sport
court at the BOCC and revitalize the area ensuring
adequate shade, benches, waste receptacle, and
water fill station, while integrating the area to serve
as a "gateway area" to the Fitness Trail.
Approx. $250,000
initial; plus, annual
trail amenity
additions. (Consider
grant funding options
for funding)
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
47
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
9
The Town should consider planning for parkland
space to accommodate future pickleball/tennis court
and a future sport court beyond 2032.
Monitor
participation
numbers and
growth in
court sports /
monitor
trends.
10
The Town should explore opportunities to install play
structures in existing under-serviced neighborhoods.
This could include installations in existing parkland
areas or joint venture with a third-party service
provider (school, church, agency) with lands that
could accommodate a municipally funded play
structure.
Capital Budget
program: design and
features will define
budget. Consider
Outdoor gym
equipment in
revitalization
program.
11
A) Adopt a play structure revitalization program
that includes universal design standards to
promote accessibility, junior and senior play
structure components, age friendly design,
outdoor fitness equipment to create a multi-
generational play space. Include the phased
program within annual budgets and capital
forecasts to ensure timely and responsive
revitalization.
B) Ensure that spray features are included in the
design of future revitalized play structures
areas, particularly in residential areas further
from Waubano Beach.
Staff team to create
long term program.
Engage
neighbourhood
residents to confirm
features desired / age
appropriateness.
Budget annually for
improvements. Work
with Accessibility
Committee.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
48
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
12
A) Continue implementation of the 2015 Trails
Master Plan with an increased focus on
preserving public access to the Rugged Trail, and
linking existing and new public access points to
the Fitness Trail and the Rugged Trail.
B) Solicit more public input regarding expectations
for winter use of the Fitness Trail, levels of service
for maintenance and opportunities to continue to
maximize safe access for all users.
Staff team (planning
and public works).
Work with
Snowmobile Club
(OFSC)
13
Allocate additional staff resources or contract
services to maintain the outdoor ice operations and
maintenance at Kinsmen Park and new trails within
the trails network.
1 FTE or Contract
(Outdoor and
Kinsmen)
Increase
maintenance
complement
as new trail
sections
added.
14
That the Municipality commission a facility
conditions assessment on its parks, trails, waterfront,
and open space assets that will serve to inform the
repair and lifecycle needs and associated costs for
each outdoor facility/amenity. That the resulting 10-
year cost schedule be included in the Municipality's
10-year parks and open space capital budget and
forecast.
Consultant
$75,000
Ongoing Capital
budget impact
15
Develop a park design standard document that
considers public washrooms, bench seating, shade
structures, water fill stations, universal (accessible)
Parks planning staff;
contract services to
develop Standards
Document $50,000
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49
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
and age-friendly design, as well as linkages to all
season trails.
16
Develop maintenance, landscaping, and horticulture
standards for the Town Park system
and facility exteriors and build-up the necessary
staffing and equipment resources to achieve such
standards.
Parks planning
staff/contract. Work
with Horticultural
Society, Tower Hill
volunteers and the
Waterfront
Committee.
17
Continue to support volunteer led gardens and
horticulture initiatives and develop standards of
support while encouraging new volunteer led
opportunities.
Staff
18
A) Enhance the Town's role in promoting, recruiting,
and incenting community and business leaders to
provide new and emerging leisure activities in
Town facilities for all age groups.
B) Implement a quarterly "call for service providers"
to promote seasonal program opportunities.
C) Continue to explore opportunities to combine
resources more officially between staff in Parks
and Recreation and staff in the Stockey Centre to
maximize skills, continue to create efficiencies
and take advantage of all opportunities to reach
Staff. Work with BIA
and Chamber of
Commerce, District
School Boards, Public
Health and other
potential partners.
Staff
Staff team (BOCC and
Stockey Centre).
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
50
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
the residents of Parry Sound in being the
beneficiaries of these programs and events.
19
Continue to offer a low to no cost liability insurance
program for approved third-party service providers
subject to a risk assessment and compliance with
Town safety standards. Ensure proactive
communication and strive to simplify the process so
community groups and organizations are informed of
their liabilities and take full advantage of this
program.
Staff (enhance
community awareness
around this program)
ongoing
ongoing
20
Introduce a dedicated webpage on the Town's
website that provides program and event
information from community service providers and
proactively engage service providers to include their
information in this centralized location.
Staff team (Ensure
user-friendly and
involve youth in the
development of
possible App)
Monitor usage
/ public
satisfaction
21
Offer new and emerging programs directly to
illustrate their degree of sustainability to potential
third-party service providers.
Staff development
and promotion. User
Fee review.
Monitor and
adjust
Monitor and
adjust
22
Grow the Town's service and programming initiatives
based on existing provincial and national standards
for "Youth Friendly" and "Age Friendly" designations,
achieving "HIGH FIVE" registration and/or
accreditation, aligning with the Life Saving Society for
Aquatics as well as the Framework for Recreation in
Canada.
Staff
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51
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
23
A) Continue working with school personnel to
maximize access to school space and work on a
model that groups can use facilities during the
weeknights and on weekends.
B) Update School Board agreements for community
access to schools by taking control of bookings
Monday - Friday and weekends. Work with two
time slots 6:00-7:30 and 7:30-9:00 or 6:00-8:00
pm and 8:00-10:00 pm.
Staff. Develop ongoing
relationship with
District School Board
and/or individual
Principals to develop a
streamlined process
that maximizes public
access. (process
should promote a
streamlined public
access approach).
ongoing
ongoing
24
Continue with implementation of the previously
acquired software that can collect and track all
utilization and residency data for all activities
(permitted, registered and drop-in). Ensure data
covers all four seasons of use and is tracked in a
manner that permits quarter over quarter and year
over year comparisons.
Staff team (include IT).
Assess data regularly
to inform facility
utilization and future
need.
Monitor
annually
Monitor
annually
Monitor
annually
25
Ensure that building rentals and ice rentals are at a
competitive rate and track utilization, revenues as a
% of expenditures and opportunity to build
additional revenue streams. Ensure program
convenors that organize drop-in activities within the
BOCC (shuffleboard and pickleball) collect fees and
track usage data.
Staff (include
Finance). Work with
volunteer convenors
to track data. Assess
revenue trends
annually.
26
Dedicate time within a current staff portfolio to
consider new revenue generation opportunities for
Culture, Parks, and Recreation. These can include
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52
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
expanded sponsorship and naming rights, signage
programs, "adopt-a-facility/park/trail" programs,
enhanced concession and vending services, theatre
seat sales, advertising rights, other.
Staff
27
Develop an Affordable Access Policy. Work with local
service clubs and philanthropic organizations to
source other ways to provide financial support to
those in need of subsidy. Consider establishing a
Municipal fund to support families needing financial
assistance to ensure that individuals and families
continue to participate and stay active. Consider
working in conjunction with the Board of the
WPSRCC to ensure that the policies for affordable
access are aligned.
Staff
(Potential annual
operating budget
impact if Municipal
support enhanced)
Align
with
Board
of
WPSRCC
28
Provide regular public updates to share information
about the cost to maintain public assets. This can be
using a simple "pie chart" type visual at budget time,
regular messaging using existing and proposed media
outlets, reporting to Council during budget
deliberations on proposed capital investments, and
in sharing comparison data outlining staff ratios for
facilities maintained (square footage), km of parks
and trails maintained.
Staff (with Finance)
(Annual presentation
can be used to
support a request for
an increase in staffing
/ operational needs to
align with new indoor
and outdoor
infrastructure).
ongoing
29
The Town should allocate additional resources to
ensure that they offer regular and topical program
and event promotions through Facebook, Twitter,
Staff team. (Assess
how community uses
different options to
access information
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53
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
and Instagram, and continually use their on-line
presence to solicit direct feedback from users.
and adjust
accordingly)
30
Continue to assess the best operating model to
deliver the growing community interest in parks,
recreation, and cultural services.
Staff
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46
APPENDIX A - STAKEHOLDER CONSULTATION
On June 23, 2022, staff coordinated a variety of stakeholder interviews and focus groups that
were conducted by MGA. Stakeholder included the mayor and members of Council, Senior
Administration Staff, Department Operations staff, Stock Centre staff, and a variety of people
representing business, economic development, tourism, community volunteers, service and
activity providers.
The following groups were represented:
- Museum on Tower Hill
- Tower Hill Heritage Garden (Gardeners)
- Downtown Business Association
- Parry Sound Skippers
- White Squall Sailing
- Youth Basketball
- Library
- Other
STRENGHTS
o Fitness Trail
o Waterfront Area & Access
o Beach
o Boating
o Viewing
o Kayaking
o Paddling
o Relaxation
o Sunsets
o Natural Beauty
o Stockey Centre
o Bobby Orr Community Centre
o Tower Hill Heritage Garden and Museum
o Resident & Downtown Commitment to
WEAKNESSES
o Parry Sound taxes are up to 4 times higher
than surrounding municipalities.
o Higher density housing options are limited
and un-supported by single detached
homeowners.
o Surrounding municipalities reliance on
Town amenities with no financial
contribution.
o Non-resident fees have rescinded due to
political and non-resident pressures from
neighboring municipalities.
o 17.5% of the Town's assessment is non-
taxable institutions.
o Cruise Line guest have limited spending
motivation.
o Inconsistent ice maintenance at Kinsmen
Park (Staff Resourcing).
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47
Beautification.
o Special Events
o Kinsmen Park
o Restaurants
o Market Square
o Hall of Fame
o Salt Dock Trail
o Georgian Bay
o Sailing
o Champlain Park
o 80+ acres of parkland
o Part of Georgian Biosphere Reserve.
o 3 Olympians in last Olympics.
o Events and banquet accommodations.
o Existing reciprocal use of facilities
agreement with Highschool.
o Diversity of parks, recreation, and cultural
amenities.
o Canada Day/ Ribfest / Poutine Fest remain
strong events.
o Centralizing cultural activities and special
events would create better synergies and
coordination of effort.
o YMCA accommodate childcare and school
break activities/camps for children.
o Privately operated Curling Club and Golf
Club are important contributors to the
Town's continuum of services.
o Opportunity to engage people with
disabilities and indigenous population in
community activities.
o Fragmented promotion, marketing, and
communications on overall activities
across the municipality.
o Cultural events and activities are de-
centralized.
o Lack of trail connectivity to Fitness Trail
and other section of The Town.
o Historical road allowances impact the
ability of facilitating safe pedestrian
linkages (trails or sidewalks).
o Temporary loss of tennis courts and some
school amenities due to reconstruction.
o No Indoor Pool
o Resident access to a complete and thriving
waterfront park experience.
o Temporary loss of High School Library
o Third party service providers are required
to accommodate interest - so subject to a
champion to run programs.
o Volunteer led activities have decreased.
o Lack of recreation and cultural activities.
o No dedicated outdoor maintenance
resources at Stockey Centre.
o Stockey Centre landscape plan was never
implemented.
o Town needs to have access to
horticultural services/expertise.
o Limited resources to explore strategic
initiatives leaving the Town in a reactive
operations mode.
o Need to take care of existing assets and
ensure they are in proper operating order
(Beach, Trails, Library)
o Gymnasium space at the school is in high
demand.
o Library staff receive complaints about lack
of parking when "art in the park" is
operating. Visitors to the park place
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48
additional demand on washroom facilities.
o Limited play equipment for young children
at Market Gardens Park.
o Perceived lack of coordination among
Town departments in providing services.
o Tower Hill Heritage Garden area requires
resources to address deck maintenance,
clearing of brush that obstruct views, and
pond maintenance.
o Town website is not as user-friendly as it
could be.
Opportunity
o Proposed new indoor pool and recreation
complex.
o $ 250,000 grant to revitalize the fitness
trail.
o Planner tasked to link new development
to and through neighbourhoods to fitness
trail.
o Becoming a four-season destination with
trails and ATV-friendly access.
o Better use of marina by residents.
o Starting to see younger families moving
back home to Parry Sound.
o Most development is securing Cash-in-
Lieu (CIL ) due to perceived notion of park
supply from the Development Charges
(DC) Study.
o Allowing ATV's has been good for
business.
o Cruise lines - older residents 70's
o Come for nature settings and vistas.
o Parry Sound Bikes - starting to link with
cruise line especially with e-bikes.
o Fitness trail is ideal to avoid vehicular
traffic.
Threats
o 2019 - houses were inexpensive, since
COVID housing prices have exploded
o Non-resident fees were tried years ago
but received backlash from surrounding
municipalities.
o Surrounding residents use of Town fields,
and arenas.
o Insufficient "destinations" to keep cruise
line guests within Parry Sound
geographical area.
o Difficulty in getting residents to
participate in new programs.
o Graffiti on public infrastructure.
o Some traditional events are at the end of
their lifecycle.
o Threat area - socially disadvantaged part
of town has access to water but kids use
of water conflicts with boat traffic. This
area is about to be consumed by wealthy
homes.
o Increasing demand on programs/activities
from surrounding municipalities.
o Re-engaging people to attend events from
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49
o Waterfront Park would be desirable for
events.
o There are potential green and brownfield
sites that could be acquired for public
waterfront access.
o Synergies between departments is
improving.
o Changing small equipment from fuel to
battery would improve efficiency.
o Craft Brewery a big draw for tourists.
o Increase interest in active transportation
in water and land.
o Additional equipment (bucket for tractor)
could improve efficiency in parks.
o Increased promotion of all outdoor ice
within the region.
o Expanding role of Economic Development
to include tourism.
o New pool and recreation centre will
contribute to inter-municipal and reserve
relations.
o Universal support for amalgamation in
order to better serve and fund required
parks, recreation, and cultural facilities in
a more balance and sustainable manner.
o Need to consider a regional approach to
serving the needs of the region and
mitigate pressure on Parry Sound.
o New business has increased greatly in the
new business park which is nearing build-
out.
o Old-timers' softball increasing with over
100 players.
o Create a common vision of the waterfront
to guide future development of a
balanced and thriving waterfront area.
o Create a coordinated and consolidated
"community calendar" of events and
activities from all sources.
"pandemic culture".
o Limited number of young Parry Sound
residents returning home.
o Shifting and more diverse interest in non-
traditional activities (ice sports) among
younger residents.
o Concern over addressing capital cost
premiums and operating sustainability of
the new MURC.
o Concern over smaller municipalities
rescinding their partnership interest.
o Use of vacant lands for commercial
development as opposed to public
waterfront access.
o Short term financial relief from waterfront
development could jeopardize future
public use.
o Rental costs for Town facilities are a
barrier for some groups.
o Concern that MURC multi-purpose space
won't be appropriately sized to
accommodate activities.
o Migration of activities to other
municipalities due to lower rental fees.
o Continued reduction in financial
assistance to the Museum on Tower Hill
from various levels of government.
o Limited staff resources are affecting ability
to rent available space.
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50
APPENDIX B - TRENDS
Town of Parry Sound - Culture, Parks, and Recreation Master Plan
This Section explores a broad range of demographic, environmental, activity, and program delivery trends
that have been observed and collected by the consulting team through research, best practices, work
knowledge and experience. They have been collected through a review of a variety of sources by
municipalities; conservation areas; parks at the local, provincial, and national levels, provincial and
national organizations, and private recreation providers.
COVID-19
At the time of this study, the COVID 19 pandemic has affected many recreation behaviours, including
indoor and outdoor recreation and leisure patterns and access to facilities due to lack of availability
because of public health guidelines. This has impacted families' and individuals' opportunities to engage
in an active lifestyle. Society saw a shift in interest from travel overseas and exploring new and different
tourist destinations to "staycations", exploring their own communities, and visiting local tourist
attractions.
Many programs and indoor facilities were shutdown for significant periods and even parks, playgrounds,
courts, and outdoor gathering spaces had temporary closures. We can't determine the lasting impacts on
participation and program availability quite yet; however, it was evident during the pandemic that trail
usage and enjoyment of nature where access was available had a dramatic increase in usage. Investment
in private leisure spaces and equipment like backyard pools, bicycles and home gyms are other indicators
of changing activity forms and options that people pursued as households redirected their non-
discretionary funds to home-based activities.
Many municipalities quickly developed re-deployment programs for staff to ensure that priority needs
were being met. Recreation staff in particular were seen as key allies to assist with all aspects of the
pandemic including facility re-configuration, helping on the front lines with public health, offering creative
online programs for all ages, being strong members of the Community Emergency Response Team.
The pandemic also affected the working world in a significant way, with many people able to work from
home while their children attended school virtually or in a hybrid setting. These drastic changes to what
was the norm, are likely to continue at least partially. Changing travel patterns will also affect local access
to facilities and services.
COVID Related Transitional Trends
These COVID related trends - changes to work arrangements, access to facilities, reduced commute times,
urban relocation to remote/rural communities, increased access to high-speed internet, changes to
volunteer patterns, early retirement, social isolation, and an increase in pet ownership will continue to
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have impact for the foreseeable future. How long and to what degree is still unknown, but there will be
lasting impacts to service delivery that include, but are not limited to:
o Work from home opportunities will impact when residents want access to recreation and
sport, necessitating changes to program and facility schedules, re-visiting what was
traditionally known as "prime time", and ensuring up-to-the minute schedules and
program information is available on social media
o Hours of operation for facilities will be impacted and may affect staff scheduling
requirements
o More families and young professionals moving to rural/remote communities could place
unexpected demand for new and emerging recreation and sport activities
o Decreasing volunteer involvement (already a trend) could be more severely impacted as
people return cautiously to volunteering and/or change volunteer patterns to activities
with less public interaction
o Increased pet ownership could place demand on communities to provide more leash-
free facilities
o Volume increases at parks, trails and open space areas will place continued pressure on
supporting amenities - washrooms, parking, signage, guidelines for capacity limits, etc.
o Early retirement (evidenced in Nursing and other professions) can impact demand for
new, active leisure opportunities as "healthy active seniors" demand more year-round
options
o Another view on employment changes include certain jobs requiring people to work at
different jobs (lower paying and various sites); this would have a different impact with
individuals having less time for recreation and to undertake volunteer roles
o Reduced social interaction will continue to affect seniors, vulnerable populations and
young adults who may be struggling with the effects of the pandemic and lack of contact
with others. This will require service providers to continue to use creative methods to
reach out to various audiences to engage people in new and inspirational ways.
COVID-19 inspired Pillars for Action
The recently completed Reimagine RREC (May 2021) * outlined five pillars that can act as a benchmark to
shape and influence policy and practice. These include:
o Parks, Recreation and Community Sport are essential and widely considered vital supports to
achieving and maintaining community health
o Equity, Diversity, Inclusion and Access - the pandemic exposed many inequalities in society
including the parks, recreation, and sport sector. Vulnerable and at-risk communities were even
more limited in their ability to participate.
o Clarity and Consistency - the need for sector leaders and decision makers to provide clear and
consistent guidelines, standards, policies, and messaging.
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o Sustainability - recovery from the impact of the pandemic will take years, thereby emphasizing
the need for infrastructure and human resource support availability when demand returns.
o Innovation and Flexibility - many lessons were learned through the creative and innovative
response from within the sector. Maintaining creativity and being able to quickly pivot to new
and different challenges will be paramount in all aspects of service delivery for parks, recreation,
and sport.
*Reimagine RREC - Renew, Retool, Engage and Contribute. An initiative supported by the Government of
Canada and delivered by the Canadian Parks and Recreation Association, 2021.
The following section has been divided into three distinct categories of trends as follows:
-
General Community Trends
-
Sector Trends (Parks and Recreation)
-
Specific Activity Trends (traditional and emerging)
Where relevant additional insight is provided on the "Parry Sound impact", noting how and why the trend
is important specifically to Parry Sound.
General Community Trends
Demographics
One of the most significant and well documented trends within Canadian society is the aging population.
National aging trends suggest that the Municipalities population will continue to age, driving the
expectation for targeted and high quality older adult programs and services. The recent 2021 Census data
indicates that over the next 25 years, the number of people aged 85 and older is expected to triple.
StatsCan also found more than one in five of working-age people are aged 55-64 - the largest segment of
population in Canadian history at the brink of retirement.
The impact of healthier, more active seniors also places pressure on demand for a range of programs and
services year around.
Parry Sound impact:
o Continued interest in walking, trail activities, cycling.
o Increased demand for Leash Free Dog Parks.
o Low impact recreation and social participation: pickleball, bocce, horseshoes, including access to
indoor facilities for year-round play.
o Affordable value driven programs and opportunities.
o Increasing interests in art, family history, culture, nature, and heritage.
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o More vocal, active, and engaged residents looking for opportunities to meet new and emerging
recreation interests.
o Need for improved connectivity, off-road and on-road, trails, and cycling
The demographic shift over the next ten years suggest that the municipality will continue to deal with an
increasingly older population. This will result in the need for age-appropriate and diverse types of leisure
programs and activities, to support multi-generational and age-friendly opportunities. Monitoring usage
statistics at indoor and where possible, outdoor facilities will assist in providing timely improvements and
enhancements to facilities to meet changing needs based on the Parry Sound experience. Maximizing all
existing assets while ensuring sustainability in the longer term will be a key consideration.
Ethnicity
Census data indicates that the Municipality is not ethnically diverse and can expect to continue to offer
more traditional Canadian sports and leisure activities for residents.
Environment / Climate Change
Over the last twenty years, the concern about protecting the environment, particularly global warming /
climate change, has substantially increased. The COP26 (United Nations Climate Change Conference)
highlighted the significant global priority now placed on climate change and the impact worldwide.
Significant political priorities have been placed on environmental protection, carbon reduction and
sustainable energies. This trend has considerable connectivity for parks and open space areas delivering
leisure services.
Communities are reconsidering ravine lines, water courses, forested areas, wetlands, shorelines and
related areas for public acquisition and conservation, either directly by Conservation Authorities or
Municipalities. The Ontario Government introduced Bill 108 which would focus Conservation Authority
resources on specific core mandates which may increase reliance on the Municipality (and its open space
partners) to be responsible for providing opportunities for public access to nature and recreational
opportunities on conservation lands and related programs and activities, as part of municipal parks and
open space systems.
It is anticipated that municipalities and conservation management over the next twenty plus years, will
have an increasing stewardship role in the protection, conservation, and day-to-day management of a
variety of environmental areas. Some of these areas will be able to sustain little if any human activity,
while others will become significant open space and park activity venues.
Waterfront parkland is increasingly becoming a gathering place for family gatherings, medium to large
events, and cultural festivals. This results in an increased need for hard surface parking areas, and
amenities such as washrooms, which impact the storm water runoff into the waterways and lakes.
Creating a balance between conservation efforts/low impact design considerations and enjoyment of
these spaces is key to the future sustainability of waterways and lakes.
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Increasing consideration is also being given to community trails as ways to reduce carbon emissions and
to promote active transportation as outlined in most municipal Official Plans and provincial government
policies. Therefore, the development of trail master plans and investment in trails and active
transportation has been a growing priority for many municipalities. With walking being one of the most
popular recreational activities, and its direct linkage to health, fitness, mental health and other benefits,
creating a linked system of safe on-road and off-road active transportation routes will contribute to
sustaining healthy, living environments focused both on ecological and personal well-being.
Facility development and re-development will continue to require municipalities to adopt energy efficient
equipment and strategies and scheduling responsibilities to maximize use, reduce resource consumption
and drive costs down.
This trend has definable capital and operating cost implications which are generally perceived as
important investments in enhancing the health, environment, liveability and sustainability of a community
and its residents.
Parry Sound Impact:
o Continue to update trails planning, create linkages for on and off-road trails
o Improve access to the waterfront
o Continue strong relationship and/or partnership with Biosphere staff
o Ensure new construction of facilities and major renovations consider the latest in energy efficiency
and design (i.e., LEED)
Technology
Immediate access to accurate information is the norm, with many people relying on social media for their
"news", in addition to traditional media and communication sources. The same is true of the demand for
current information regarding programs and services available. Transparency in government
communication and ease of access is expected. Consultation with staff and the public regarding Municipal
plans to invest in new technology (program registration software for example) assists in ensuring that the
investment meets public needs. Building in enough time for staff training is also a key consideration to
ensure seamless implementation and internal capacity for troubleshooting. Increased interest in having
an open data policy in place will help ensure that municipalities can react to public requests to develop
tailored service application tools. Managing cyber-security threats is also a more recent trend in municipal
government, with mitigation options minimally including an annual audit of online risks to identify
potential gaps. The pandemic also identified the very real need to have a solid business continuity plan in
place that considers a range of possible outcomes, including the need to re-deploy staff and the loss of
staff across all employment classes.
Parry Sound impact:
o interest in enhanced social media access to information
o desire for coordinated provision of services provided by municipality and others
(coordinated location to find out what is going on and who is delivering)
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Sector Trends
Waterfront/Water Features
The COVID-19 pandemic has increased the demand for use of outdoor spaces such as water features and
waterfronts. This has placed additional pressure on municipalities to manage these spaces while ensuring
social distancing, public education, safety, and management of risk associated with public access to water
bodies. The need to provide support amenities (parking, public washrooms, rest areas) was also made
evident throughout the pandemic as demand exceeded supply in many instances across Ontario.
The Lifesaving Society of Canada identifies two age groups as having the highest risk of drowning:
(a) 2 to 4-year-olds as they are inquisitive and take advantage of their ever-expanding range and speed of
mobility. They have no awareness of looming aquatic danger. It is up to parents and caregivers to protect
them.
(b) 35 to 49-year-old men mainly from swimming and boating activities - powerboating, fishing and
canoeing, caused mainly by not wearing a lifejacket or personal flotation device (PFD) properly, alcoholic
beverage consumption, being out in cold water conditions, and being out after dark.
Municipalities are taking steps to mitigate risks associated with waterfront and beach properties by taking
steps to educate the public, installing signage and rescue equipment at unsupervised beaches, and making
physical improvements to mitigate the risks.
Inflatable water parks are becoming popular at waterfronts by providing a fun activity for all ages, and a
revenue source for municipalities.
Conflicts exist whereby environmentalists and conservation authorities prefer to have waterfronts and
beaches remain naturalized, while the public and private sectors seek ways of creating amenities to
support water activities such as marinas, food services, equipment rentals, and condominiums to take
advantage of the lake views.
Waterfowl such as Canada Geese, Seagulls, Ducks, etc. create water contamination issues as their feces
are often left along the waterline and can be washed into the water, thereby contaminating the water
quality close to shore.
Conflicts between motorized and non-motorized craft continues to be a concern for residents as noise
and fuel pollution contribute to negatively impact the cleanliness and tranquility of Ontario's waterways.
Parry Sound impact:
o Access to the waterfront - increased access, safe access and opportunities for affordable
access
o Improved connectivity to the waterfront
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Program and Service Delivery
There are a variety of program and service delivery models used in municipalities in Ontario.
Community based / Facilitator can be successful when the following are in place:
-
trust between service providers
-
transparent communication between parties
-
consistency when dealing with organizations
-
written guidelines and role definition
-
strong leadership
-
reasonable user fees and allocation policies
-
strong volunteer and a service to the community approach
Collaboration, Partnership and Joint Ventures
The use of partnerships and joint ventures has dominated discussions around future leisure services
delivery. They are seen as a service delivery strategy which utilizes all available resources in the
community and allows organizations and individuals with expertise and capacity to deliver service more
effectively. It expands service opportunities within the community, and potentially achieves greater cost
efficiencies through economies of scale and more coordinated / integrated delivery efforts. Partnerships
are essential to delivering the healthy communities' strategy of the Public Health Agency of Canada (Public
Health Canada).
The multi-sectoral approach leverages the work being done in many other areas, which can support other
entities mandate, and decreases providing competing services. This notion of partnerships and joint
ventures, involving the public, private and non-profit sectors, as well as community-based groups, is
widely seen from the research as a vital leisure service delivery strategy now and in the future.
Different types of partnership
-
Public/non-profit partnerships - These partnerships involve a range of assistance from community-
based partner organizations who can also help to encourage and maintain resident interest in parks
and natural areas. Their contributions can include park improvements, tree planting, natural area
management, education and awareness, and delivery of programs.
-
Corporate sponsors - These are strategic partnerships between municipalities and prominent
corporations to provide additional levels of service or infrastructure.
-
Public-private partnerships - These types of partnerships are typically associated with major facility
and site development beyond the standard of service that a municipality alone would provide or can
afford.
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-
Provincial/Federal government partnerships - higher levels of government may offer funding
partnerships to municipalities.
Many different types of partnership models are evolving, both in terms of leisure programs and facilities.
There are ongoing efforts to consider different ways of delivering services than traditional direct services
only approaches. Financial constraints and the increasing spectrum of leisure services interests results in
collaboration, partnerships and joint ventures representing important strategies in responding to an ever-
changing operating environment. Developing a check list of questions for each project would help assess
partner's risk, future sustainability, mutual benefit, and value for investment.
All the above models are affected by the over-arching trend of a decline in volunteerism. Volunteers are
essential to the operation and delivery of recreation and park opportunities, and many communities rely
heavily on their assistance, particularly in smaller communities. Older adults currently represent the most
active volunteer group; however, it is anticipated that this group will soon move on from the volunteer
workforce, resulting in greater pressures on the delivery of services and impact on programming capacity.
COVID-19 has exacerbated this issue as people have been reluctant to volunteer, or to return to
volunteering. This gap in the volunteer base opens opportunities to attract new volunteers, particularly
among youth. Although volunteer hours for high school students are mandatory, youth ages 15 and
underrepresent the smallest proportion of volunteers, reinforcing the need to engage this age group early
to improve the likelihood of retaining volunteers in the future.
Parry Sound impact:
o Need to continue to maximize skills sets and resources between all staff delivering programs and
services and ensure efficiencies support continued community interest in additional programs
o Clarity will be needed as the operational plans evolve for the WPSRCC to ensure that expectations
for Parry Sound residents are met, especially in regard to breadth of programs, cost to participate,
employment potential etc.
Activity Trends
Activity trends will influence the future development of alternatives and priorities for the Municipality in
determining which recreation and leisure activities to consider for future development. It is, however,
important to understand that participation in various recreational and sport activities is driven by two key
perspectives:
Population Growth: as the population grows or declines, the absolute number of people available to
participate in any activity also changes.
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Participation Rate: the participation growth rate or declining rate is based on individuals' interest in
participating in a specific recreational, sport or cultural activity. There are many influences that drive the
impacts on participation, such as:
-
an aging population with proportionately fewer younger members within the demographic
profile.
-
the growing number of new Canadians within the population who have not experienced the
same recreation and sport activities,
-
contemporary/cultural popularity of certain activities.
-
the cost of participation, as well as the convenience of schedules and venue availability.
-
the emergence of new activities or modified current activities that increase the diversity of
choices that people have for participation.
-
economic downturns that could reduce people's discretionary income to pay the fees for
participation; and
-
a host of other influences
Due to the wide range of impacts and influences on recreation and sports participation, the participation
rates tend to be dynamic over relatively short periods of time.
Parry Sound impact:
o
demand for new and emerging programs and services to meet new interests will continue to
grow
o
Continued interest in outdoor, environmental, and creative opportunities may increase
Specific Activity Trends - New / Emerging
Pickleball
Pickleball has emerged as a rapidly growing sport in Canada, particularly among older adults and seniors.
It is played both indoors and outdoors, on a court that is about one-third the size of a tennis court, with a
slightly lower net. There is significant growth coming for aging populations with its fitness, ease on the
body and social elements of the game.
Growing demand for dedicated pickleball courts (and a move away from sharing with outdoor tennis
courts) is increasing, putting demand on communities to find new locations or re-purpose other outdoor
sport courts. Given that outdoor pickleball has a higher noise impact for surrounding residential areas will
require choosing locations that are somewhat removed from residential areas while still providing ease
of access, adequate parking and other typical court sport amenities (windscreens, seating, shade,
washrooms etc.).
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Increased interest in year-round play will also continue to put pressure on indoor space that is suitable
for pickleball play. Appropriate floor markings, adequate ceiling height, space between and behind courts
and noise mitigation strategies will have to be considered when planning indoor space, particularly if the
goal is to share space with other user groups.
Parry Sound impact:
o
anticipate increased demand for indoor courts when ice is in the BOCC
o
outdoor seasonal play demands may continue (share or exclusive use of existing tennis courts)
o
pickleball lines are marked on the Arena floor providing an option during the non-ice season
Extreme Sports
Outdoor skate parks, BMX tracks, mountain biking trails, pump tracks, wall/rock climbing, ninja and similar
facilities have become an increasingly common part of the outdoor recreation facility mix in municipal
and open spaces in Ontario. Scooters have become almost as common as bicycles among children and the
range of users and age groups at major skate parks has broadened to include more children and youth on
scooters and bikes in addition to those on skateboards.
Mountain biking trails can vary widely in terrain and level of difficulty, and route planning should consider
designated routes targeted for this use to avoid potential conflicts with other trail activities.
Parks and Recreation Master Plans across the GTA, Kitchener, Waterloo, Burlington and others identify
the need to develop these facility venues and the investments have been significant in elevated
skateboard parks (Sarnia), BMX trails and related facilities.
Parry Sound impact:
o Skateboard Park adjacent the Brewery area may require updating and/or relocating
o Monitor ongoing need for new and varied amenities to maintain interest
New Program Delivery Options
Among the new program trends that have caught on and will persist are grab-and-go and take-it-with-you
programs, which provide participants a kit or a grab bag of activities that they can do on their own. An
increase in virtual events and esports. Esports have grown in popularity as the pandemic has curtailed
youth team sports activities, the pandemic has proven that esports really belong in parks and recreation.
With traditional field and indoor sports suspended, teens have few recreational outlets and esports
address an important need for youth.
Parry Sound impact:
o Capacity to meet new needs and ensure a timely response to community interests
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Natural Playgrounds and Play Spaces
In the 2019 Canadian City Parks Report it noted one of the key trends is increased demand for naturalized
spaces in parks and nature play opportunities for children (Park People Charity). It is no surprise that
natural playgrounds which encourage this type of engagement with the natural environment are booming
in popularity. Natural playgrounds replace plastic and other man-made products with natural materials.
Natural playgrounds provide all-ages play spaces with few access barriers for children of all abilities. A
play space created around grass, wood, sand, and stone easily becomes a natural haven for creative play
at many different stages of child development.
Field Sports; Cricket, Ultimate Frisbee/Disc, Soccer.
Frisbee Golf (Disc) are examples of emerging sports. Disc sports are appealing to a younger population
who like the idea of golf but not the expense or time commitment. The Canadian Disc golf 2018 annual
report shows growth of memberships and events across the country and in the world (PDGA Canada). The
number of courses across Canada have grown from 82 in 2007 to 240 in 2018 with 65 courses in Ontario.
Ontario membership has grown from 286 in 2015 to 473 in 2018 and there are many more playing the
game informally. The numbers are starting from a very small base number of active players but are
growing quickly as facilities become available.
Virtual Events / Esports
Made even more popular due to the pandemic, opportunities should be monitored to continue to provide
new programs and events for youth and hard-to-reach populations that may benefit from technology
solutions.
Crokicurl
The game is a large scale hybrid of curling and the board game Crokinole.[5][6][7][8] Crokinole is a game
in which the players take turn to flick small discs on a circular board, to score highest depending on where
the disc lands on the board where the regions are marked with score.[9] In the crokicurl version of the
game, rocks are used instead of discs which are roughly the size of a curling stone. The game uses junior
curling stones which are 25 lbs instead of 38 - 44 lbs for regular curling stones. The game is played by
teams consisting of two players, trying to score points by throwing the stones into the center of the ice
where the circles are marked. The highest circle is marked with twenty points.[9]
Crokicurl has spread from Winnipeg all across the county to small towns and large cities including
Saskatoon, Calgary, Regina, Kenora, Guelph, London Penetanguishene & Midland, ON, Wiikwemkoong,
Ramara, Toronto,[10] and Fort St. John, Gull Lake, SK, Melfort, Binscarth, Sylvan Lake, AB, Hanna, Alberta,
Prince Albert, SK, Estevan, Neepawa, Yorkton, Swift Current, Shellbrook, Centre-Ville de Kénogami,
Saguenay, Quebec, Kenora, ON, Deep River, Ontario, and Cornwall, Prince Edward Island.[11][12]
Specific Activity Trends - Traditional
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Swimming
Learning to swim is considered a life skill by many Canadians like, learning to ride a bicycle. We are
fortunate to have a broad range of aquatic recreational activities across Canada including waterways,
rivers, lakes, private and public swimming pools. Learning survival swimming helps to ensure that
Canadians are safe in, on and around the water. In Ontario, a majority of Grade 3 students participate in
Swim to Survive as a part of the curriculum to ensure that each child can successfully complete the basic
survival skills: roll into water, tread water for one minute, and swim 50 meters with or without a lifejacket
or PFD[1].
Aquatics also provides many physical activity, therapeutic and health benefits for individuals with
disabilities, injuries, and physical limitations brought on by aging. There is a growing trend for new and
renovated aquatic facilities to include warm water tanks for use by younger children learning to swim and
adults participating in aquatic fitness classes, as well as hot tubs for the individuals mentioned previously.
Aquatic service providers, owners, operators, and their insurers recommend regular pool and waterfront
audits/inspections by an independent agency to ensure that the risks associated with delivering these
services, are in compliance with regulations, and that facilities and programs are managed at the highest
level of safety. Public access to beaches, waterfronts and adjacent trails is becoming increasingly
important for the physical, social, and mental health of individuals. Ensuring that these spaces remain
within the public domain is important to residents as well as visitors to these areas for recreation.
The need for year-round access to swimming facilities is often identified within the top three requests
when communities are surveyed. But the associated costs to operate swimming pools usually requires a
population base which is large enough to support these facilities both in attendance and cost recovery
through taxation, grants, and user fees.
Parry Sound Impact:
o access to learn-to-swim options remains important with water surrounding community
o need to ensure proactive leadership development program for aquatic staff to operate
within the WPSRCC
Walking
Walking has grown amongst all population cohorts as an important recreational activity, and continued
growth is expected to align with the following trends and factors:
Increasing emphasis on healthy lifestyles, active transportation, and environmental benefits of walking.
CanadaWalks reported that 45% of Canadians reported that it would not be difficult to commit to walking
30 minutes a day, the amount recommended for health benefits. Also, more than 70% agreed that walking
is a form of exercise with real health benefits, and it is a pleasant and relaxing activity. Also noted is the
uptake in walking is during personal time doing errands, visiting, parks/playgrounds, and visiting others.
(CanadaWALKS) This is positive for the Municipality as residents seek out more local parks and open
spaces to visit:
-
The low cost to participate and flexible time commitment.
-
The multiple routes and alternatives available to create diversity and interest.
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-
The ability to walk alone, with friends, in small groups or larger entities.
-
The availability of indoor and outdoor walking facilities for year-round use.
-
The ability to walk no matter what one's ages if mobile.
-
All these points make walking a highly accessible, affordable and flexible activity that all ages
are incorporating into their lives.
-
Trail usage is increasing as the variety of outdoor trail activities has grown.
Parry Sound Impact:
o
Strong interest in year-round opportunities for walking
o
Potential conflict between pedestrian and vehicular use of the Fitness Trail during
winter months
o
Trail connectivity lacking in some locations
o
Trail surfaces not fully accessible; trail amenities lacking
Fitness, Wellness and Spiritual Programs
Outdoor fitness loops have existed for some time, with a growing number integrated into open spaces
that include exercise equipment that is designed to withstand extreme temperature and inclement
weather condition. These types of fitness loops are gaining momentum as exercise opportunities that are
in a natural setting and are perceived to be free. A list of some of Ontario's fitness trails can be viewed on
the Ontario Trails website (Ontario Trails).
Programs, such as fitness classes, yoga, and tai chi will continue to show growth, especially as new fitness
program elements come into the environment. These activities have gained significant support amongst
X and Y generations, particularly Y generation populations who place a higher emphasis on quality of life
and healthier outcomes. These classes started mainly indoors but have migrated to outdoors whenever
the weather permits and can be found in most Ontario communities.
Cycling
Cycling is increasing across Canada in both small and large communities. Forty-two of Canada's 100 census
subdivisions with populations over 50,000 saw rates of cycling to work increase between 1996 and 2016.
In small towns, tourism often plays an important role in growing cycling for transportation, as is the case
with both Canmore and Revelstoke, Alberta. In both places, a recreational mountain-biking culture has
translated into more trips to work by bike. (TCAT)
Cycling of all forms is very much on an upward trend not only leisurely but also for competitive purposes.
CycleON, Ontario's cycling strategy, is focused on increasing cycling usage, improving cycling
infrastructure and implementing an integrated province-wide network of cycling routes (MTO CycleON).
With this increase trend also is an expectation of a higher standard for services provided for the riders.
For example, tire pumping, bike repair, and water filling stations would need to be placed at strategic
locations.
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Parry Sound Impact:
o
Proactive identification of safe cycling linkages
o
Continue to work with local clubs and organizations to promote tours
Event and Picnic Area
Outdoor Event and picnic space is increasing and there is more demand for facilities and picnic areas than
available. Recent immigrants from warmer climates come from communities where holding social
gatherings outdoors is their norm. They look forward to connecting with their extended families and
friends at these events. The availability of amenities to cook and clean as well as shelter from poor
weather draw them back to a location. The COVID-19 pandemic is a factor in the growth in these activities
as seen in 2020 and 2021.
Fishing
Participation has remained steady since 2005 with Ontario having over 750,000 anglers in 2015. Over 75%
of Canadian anglers are male with an average age of 49 years. (Fisheries and Oceans Canada) The anglers
averaged fishing 15 days per year. Fishing appeals to an ethnically diverse group if they participated in this
activity in their country of origin. It is an activity that one can participate in all seasons and ice fishing
makes for a very Canadian experience.
Kayaking, Paddleboards, Canoeing
Kayaks and Paddleboard have become extremely popular over the last few years in addition to canoeing.
They provide a great health benefit, affordable, social, and opportunity to explore the waterways and
outdoors. During the pandemic, these activities saw dramatic increases as people were looking to get
outdoors to pursue safe activities.
Parry Sound Impact
o access to designated safe human powered boat launch areas will continue to increase.
Nature, arts and culture activities, programs, and spaces
These areas will expand with the growing and aging population. Arts and culture venues are also an
important part of local and regional tourism strategies and attractions. Cultural activities such
empowerment, confidence, civic pride, and tolerance. Culture is important to the vitality of all
communities.
Parry Sound Impact
o Stockey Centre and Museum on Tower Hill and the Tower Hill Heritage Garden are important
assets that will require ongoing communication and cooperation to maximize resources for
residents and visitors
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64
Outdoor skating
There's been a trend in recent years towards outdoor skating rinks, where individuals can skate along
frozen rivers, lakes and through trails. Examples of these rinks are Rideau Canal, IceWay in Edmonton, Red
River Mutual Trail in Winnipeg, and Valens Lake in Hamilton (Culture Trip). Valens Lake Conservation Area
has created 425 metre new skating trail out of a campground road. It takes skaters on a journey through
cedar, spruce and pine forest at the campground. It is an adventurous outdoor activity for the whole family
but subject to cold weather to maintain ice conditions or invest in expensive refrigeration systems or other
types of artificial ice plants. Some communities have invested in artificial outdoor plants ("GLICE") to meet
growing demand for this recreation experience.
Parry Sound Impact:
o
The outdoor rink in Kinsmen Park, while successful and popular, requires a proactive
regular maintenance schedule
o
the outdoor rink is only accessible by car
Snowshoeing/Cross Country Skiing
A significant trend in Canadian cross-country skiing has been the tremendous growth in the sport on a
recreational level. Over 3.5 million Canadians own cross-country equipment, of whom almost 2 million ski
once a week or more during the winter months. (Patricia G. Bailey). The lower expense and lower injury
risk of cross-country skiing attracts individuals as they leave downhill skiing. It is also a great activity for
the whole family.
The sale of snowshoes is growing rapidly and many of the winter recreational venues are seeing a marked
increase in trail passes for snowshoe participants. Snowshoeing or skiing that allows you to be able to
glide or walk-through deep snow has gained popularity in the last decade as a recreation activity. Like
hiking in the winter, the best places to snowshoe or ski are on hiking trails. It takes minimal equipment, is
easy to learn for the whole family and it offers a great workout for all ages. (Snowshoe Canada).
Sledding/Tubing
Tubing is a recreational activity where an individual rides on top of an inner tube and can be a perfect way
to enjoy a snowy day. Although tubing is simply a different medium on traditional tobogganing/sledding,
there are now a number of spots in the GTA to tube at - https://www.todocanada.ca/snow-tubing-
around-toronto/
Overall, the demand for the winter use of parks and open spaces is growing with people's desire to be
outdoors in all seasons. This would mean a higher level of service for trails and amenity maintenance year-
round.
Outdoor Court Sports and Activities
Growth in participation in outdoor sports on playing courts is related to population growth and
demographic changes, growth in participation rates in some activities, increasing demands for non-
programmed recreational activities and other factors. Other outdoor sports and activities played on
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65
outdoor courts (along with Pickleball) include lacrosse, basketball, ball hockey, bocce, lawn bowling
(greens), beach volleyball and shuffleboard. Outdoor courts are increasingly designed to be multi-use to
allow for a range of alternative or concurrent sports and activities on the same surface. Continued
dialogue around demand, participation rates and design is needed to maximize use of the courts.
Dog Parks
Dog parks are the fastest growing types of parks (Park People Charity). Fenced in or open space off-leash
areas for dogs are destinations and can be revenue-generating, and increase satisfaction with the visitors'
experience, as many dogs are regarded not just as part of the family, but as children. One of the concerns
is the potential for conflicts among and between dogs, among people and dogs, and among the dog
owners. Several municipalities have worked on this issue and presented guidelines and posted rules and
etiquette so all can better enjoy their dog park experiences. (Vancouver P&R Board). During the COVID
Pandemic there was a surge in households buying a puppy as many working from home with children who
needed something to do, had no where to go for vacation or had limited social opportunities felt the urge
to buy a pet.
Community Trails
Community urban trails have become one of the most popular and sought-after development initiatives
within communities and conservation parks. Trails are a communities' green infrastructure network. They
provide connections that tie communities together, link park and recreation opportunities, and serve as
transportation routes (Connect Our Future). Initially, walking, hiking and jogging-type activities were the
prominent use. In more recent years, cycling, rollerblading and other uses have emerged in force.
The design of trails has advanced significantly corresponding to the wide variety of trail surfaces and
environments, and to become more multi-use. As trails become more multi-use with higher volumes of
people, there is a need to manage trail activities to reduce conflicts and to provide trails on a year-round
basis, through signage, markings / lane separation, by-laws, and maintenance. The breadth of trail
activities is very broad as shown on the Ontario Trails web site that has over 20 categories of trail activities
(Ontario Trails).
One of the most significant trends of the last five to ten years has been the linking of community trails to
broader linear transportation network planning as a component in these networks. The Ontario Trails
Council, which works with groups and communities across the province to help facilitate connections and
resources to support trail development, has documented Ontario communities' Active Transportation and
Trails committees which are working to support this transportation connection trend. As a result,
community trails are increasingly taking on a role as an alternate transportation resource in combination
with the fitness, recreational and related activities which have traditionally been the value basis for these
resources. As previously noted, Trail system planning should connect destinations so that a linked network
evolves providing convenient access to schools, large parks, attractions, commercial areas, waterfronts,
special environmental features, and other community resources, including the provision of appropriate
support amenities. (washrooms, parking)
With the development of the broader network system, including the integration of trails between
municipalities, particularly in regional government areas, has resulted in the notion of a three-tiered trail
system:
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-
The spinal corridors which are the primary transportation routes;
-
The local trails which connect neighbourhoods and other destinations within communities.
-
Specialized and destination trails within a variety of natural and built settings providing routes
and loops with points of interest, landmarks, interpretive and educational signs and
information, fitness equipment, views and other features.
The passing of the Ontario Trail Act in 2016 outlined the Ontario government's responsibility for
development of a trail classification system, to increase awareness of and use of trails, enhance and
protect trails and recognize the contribution trails make to the quality of life. The 15 distinct trail regions
have been documented by the Ontario Trails Council and the development of a voluntary trail
classification system is in progress (Ministry of Heritage, Sport, Tourism and Culture Industries).
Community trail development are evolving and needs to be considered in all new and renewal
development occurring within communities as both a recreational experience that sustains leisure
interests, fitness and related activities, as well as providing alternate transportation opportunities. As
trails evolve so do the amenities: benches, rest areas, washrooms, walkway lighting, water filling stations
and signage (wayfinding or park identity signage). Trail systems also include trail heads, rest areas,
lookouts and other supports along the trails and winter maintenance and lighting of certain trails for year-
round use.
In addition, as trails become more multi-use, involving everything from cyclists training for competitions
to older adults walking for health, comes the need to better manage trail utilization to reduce conflicts
and to provide trails on a year-round basis. As a result, strategies have evolved, often to have two track
trail systems in heavy use areas. To support the multi-use of trails there has been development of user
etiquette guides, Trail Smart (Ontario Trails ), by numerous groups to help foster positive shared trail
usage. Many conservation parks have been approached by groups who have asked if the trails can be
maintained on a year-round basis so that users can sustain their fitness regimes and facilitate ongoing
alternate transportation access. Any such strategy will require additional resources.
As the role of trails evolves and utilization grows, trails will become an increasingly important resource
that will need continuing investment, maintenance, and management to sustain their value and effective
use and benefits.
Parry Sound Impact:
o
the Fitness Trail is a key asset within the community and will require ongoing
maintenance, upgrading and the addition of amenities
o
ongoing monitoring of year-round use by all (vehicular and pedestrian)
Water Features
Water features provide opportunity for low-risk participation with a wide variety of play possibilities. In
response to budgetary, staffing and space limitations, spray/ splash pads are becoming more
commonplace and more economical than swimming pools (NRPA). Potable systems and re-circulating
systems are the basic design approaches to spray/ splash pads. Communities like London, Goderich,
Burlington, and others have repurposed outdoor and wading pools to splash pads, and this trend is
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67
accelerating. The Ontario Ministry of Health amended Regulation 565 to include updated requirements
for splash/spray pads, wading pools and swimming pools. The regulation ensures that the water supplied
for recreational enjoyment meets a minimum health standard for potable and re-circulation systems. The
regulation also states supervision requirements for wading and swimming pools where there is standing
water and the risk of drowning is higher. The addition of spray/ splash pads to existing and new park
developments offers a low-risk activity for children to stay cool and have fun during the warm summer
months. Service clubs such as the Rotary Club have partnered with municipalities to raise funds for the
construction of spray pads in their community.
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APPENDIX C - SERVICE DELIVERY MODEL ANALYSIS
SERVICE
DELIVERY MODEL
Parks Construction and Maintenance
Direct
Facility Construction and Maintenance
Direct
Trails Construction & Maintenance
Direct
Playground Construction and Maintenance
Direct
Pavilion Construction and Maintenance
Direct
Park Enhancements
Direct
Horticulture
Direct / Community Group
Minor Soccer Program
Community Group
Minor Ball Program
Community Group
Minor Hockey Program
Community Group
Learn-to-skate Program
Community Group
Figure Skating Program
Community Group
Public Skating
Direct
Learn-to-Swim (Waterfront)
Direct
Facility Use - renters and lease holders
Community Group/Private
Recreation Programming (registered)
Community Group
Recreation Programming (drop-in)
Direct and Community Group
Boat ramps
Direct
Tennis
Community Group
Pickleball
Community Group
Curling
Private
Summer Camp
Private
Festivals
Community Group/Town
support
Performing Arts / Theatre
Direct
Museum
Direct
Cultural programs and services
Direct / Community Group
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69
APPENDIX D - FACILITY INVENTORY & CONDITIONS ANALYSIS
FACILITY
LOCATION
#
AMENITIES
CONDITION
Bobby Orr
Community Centre
Downtown
Parry Sound
(end of Mary
Street)
1 - Ice surface, floor lines for pickleball
and lacrosse
- Arena board and wall advertising
- 3 pickleball courts, with fourth one
being added in July
- Viewing area for arena floor
- Divided meeting rooms overlooking
ice or available for meeting space;
small kitchen
- Large hall overlooking ice or available
for social and program events
- Retail space on lower level
- Adequate paved parking
Facility is well
maintained.
Observation
during
summer
months so
use included
pickleball,
shuffleboard
and
meetings.
Charles W. Stockey
Centre for the
Performing Arts
Big Sound
Marina
area, across
from Ferry
launch.
Bay Street.
- Located across from 30,000 Island
Cruise dock, Island Queen Cruise
- 400 seat theatre.
- Box office
- Serves as major event venue also,
outdoor patio with seating and water
views
- Bobby Orr Hall of Fame
- Activity Centre
Facility in
good
condition.
CP Station
Avenue
Road
- Auditorium
- Small Kitchen
- Long-term lease to Festival of the
Sound.
Fair
(Heritage
Building)
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FACILITY
LOCATION
# AMENITIES
CONDITION
Waubano Park &
Beach
Foot of
Prospect
Street
- Sandy public beach area, adjacent
walkway
- Boat ramp
- Biosphere educational signage
- Archipelago information and
educational signage
- Play structure, sand surface
- Swing set (3 regular)
- Swing set (3 toddler)
- No accessible swing
- Concession/Washroom building (not
open at time of visit); includes
covered seating area
Good
Skateboard Park
area
Between
Sequin River
and Great
North Road
- Near trestle bridge
- Wood / steel ramps
- Modest design
- Dirt track leading to ramps
Fair
Belevedere
Heights
Belvedere Ave. - Veteran's Memorial Park
- Sitting area
- Sunset views
Good
West Parry
Sound District
Museum (aka
Tower Museum)
and Tower Hill
George Street
- Museum not open at time of visit
- Heritage features on property
- Tower Hill lookout signage; lookout
with majestic views
- Original District Forester home
(1930), educational signage
- Heritage garden
- Parry Sound Centennial time capsule
and plaque
- Educational signage (role of Towers
in Georgian Bay); history of Tower
- Garden signage - bird attraction
Market Square
Park
Downtown
adjacent Public
Library (Mary
Street)
- Central garden area
- Historic bell
- Grass area
Fair/Good
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71
FACILITY
LOCATION
# AMENITIES
CONDITION
Rotary and The
Algonquin
Regiment
Waterfront Trail
(aka Fitness
Trail)
various
- Trail extensive
- Some amenities along trail
- Educational Signage at trestle
entrance and Champagne Street
dock entrance, including history of
trestle, at risk species, train spotters
Fair (some
areas
showing signs
of erosion;
signage at
some
intersections
with streets
lacking)
Tennis / BB
Court
Adjacent BOCC
and parking
area (Miller
Street)
- 2 courts, 1 Tennis, 1 BB
- 2 lights on each court (side and end)
Fair
Kinsmen
Centennial Park
Located in
McDougall
- Covered concrete rink pad
- Lights, steel roof, open air
- Block service building with change
rooms and adjacent Kinsmen Hall
- Ice machine
- Maintenance depot
- Play equipment, sand base
- Swing set (2 regular, 2 toddler), no
accessible swing
- Soccer Field, no lights
- 2 Softball diamonds, lights
Good
Good
Smelter Wharf
(formerly Salt
Docks)
Waubeek
Street and Salt
Dock Road
- Public Boat launch
- Rocky water entry
- Entrance to North Shore Rugged
Hiking Trail
- Educational signage history of area
(1914)
- Dog Off Leash Area
Good
Champagne
Street Public
Boat Launch
End of
Champagne
Street
- 2 boat docks
- Parking area
- View across to Main Public dock (and
Ferry launch)
- Waterfront Trail access point /
signage
Fair/Good
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72
FACILITY
LOCATION
# AMENITIES
CONDITION
Park and
Playground
areas
Kinsmen
Waubuna
Beach
Tower Hill
Heritage
Garden
Mission Park
Market Square
Park
Yvonne
Williams Park
Booth Street
- Various park areas with picnic and
playground areas
- May include play structures,
benches, picnic tables, multi-use
court, off-leash dog area
Various
conditions
Non-Municipally owned recreational and parks amenities.
FACILITY
LOCATION
#
AMENITIES
CONDITION
Parry Sound High
School
-
Outdoor facilities include grass soccer
pitch (1) surrounded by asphalt track
-
3 tennis courts (2 not maintained), old
light system
Indoor facilities include X gymnasiums
Good
Poor/Fair
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73
YMCA
Parry Sound
Drive
-
YMCA stand alone building
-
"Wellness, Group Fitness, Day Camps
"on signage
-
Ball diamond (no lights), dugouts
Play structure
Diamond and
play structure
not
maintained.
Curling Club
Not available for viewing during time of visit.
Public Library
Not available for viewing during time of visit.
Seniors Centre
Not available for viewing during time of visit.
Large auditorium with kitchen
Fair
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74
APPENDIX E - FINANCIAL ANALYSIS
Capital
The Town of Parry Sound has a well-defined Reserve and Reserve Fund Policy. It defines the
type and function of establishing reserves under two main categories including "Obligatory"
and "Discretionary". These reserve categories are subsequently sub-divided into respective
funding streams, as follows;
1. Discretionary - subdivided into:
a) Operating
b) Capital
c) Specific Use
2. Obligatory - subdivided into:
a) Operating
b) Capital
Reserves are established or maintained to meet one of the following purposes of the
Municipality:
1. Asset Replacement - established to smooth the spikes in capital budgets and smooth out
property tax changes;
2. Project Reserves - established to provide cost effective self borrowing mechanisms to reduce
risks associated with interest rate fluctuations;
3. Economic Stability Reserves - established to buffer against significant fluctuations in the economy;
4. Contingency Reserves - established to accommodate contingent, unfunded or known
liabilities (where the amount is unknown) for current and/or future years;
5. Working Fund Reserves - established to provide cash flow for operations to eliminate
the requirement to borrow funds to meet immediate obligations; and
6. Self-Insurance Reserves - established to provide self-insurance provisions.
The following is a summary of the Reserve and Reserve Fund balances associated with Parks,
Recreation, and Cultural services.
Reserve
Dec 31/19
Balance
Dec 31/20
Estimated
Balance
Projected
2021 Activity
Dec 31/21
Estimated
Balance
Big Sound Marina Reserve
-
$1,293,240
$(1,293,240)
$
-
Building Replacement
413,392
477,852
79,460
557,312
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Reserve
Dec 31/19
Balance
Dec 31/20
Estimated
Balance
Projected
2021 Activity
Dec 31/21
Estimated
Balance
Covid-19 Reserve
-
335,064
(201,538)
133,526
Emergency Capital
Asset Replacement
200,000
200,000
-
200,000
Equipment
Replacement
117,801
275,026
47,674
322,700
Fleet Replacement
224,014
581,549
410,485
992,034
General Working
2,299,514
2,299,514
-
2,299,514
Infrastructure Replacement
473,323
473,323
81,408
554,731
Modernization
$658,950
$658,950
$(350,000)
$308,950
Parks
351,368
351,368
(140,000)
211,368
Stockey Centre Reserve
188,514
157,615
(49,649)
107,966
Tax Rate Stabilization
1,064,731
1,001,231
(4,557)
996,674
Development Charges
110,071
110,071
(50,000)
60,071
Property/Parkland Reserve
Fund
100,779
102,335
-
102,335
Provincial Gas Tax
109,285
168,308
48,000
216,308
Federal Gas Tax
390,574
817,204
(426,461)
390,743
BOHOF Reserve Fund
140,308
143,440
1,500
144,940
BOHOF Scholarship
16,022
14,832
500
15,332
BOHOF Special Projects
237,727
206,327
2,900
209,227
Capital Asset Legacy Reserve
Fund
1,062,648
1,185,704
(295,468)
890,236
Capital Replacement Reserve
1,233,202
1,108,659
(478,200)
630,459
Splash Pad
44,289
44,500
200
44,700
Treetops Community Forest
1,850
1,868
24
1,892
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76
Contributions to Dedicated Reserves
The Town of Parry Sound is currently contributing annual amounts to the following reserves.
Infrastructure Replacement
$157,208 (new in 2021)
Building Replacement
$121,460 (new in 2020)
Fleet Replacement
$467,985
Equipment Replacement
$165,594
Operating
The purpose of this section is to analyze how the Town's operating budgets are trending. The
analysis comprises actual budgets from fiscal years 2016 to 2021. In some cases the analysis is
further scoped to 2017 to 2019 representing the three most recent fiscal years prior to the
Pandemic.
The following budgets were included in the analysis and are presented in the following:
- Bobby Orr Community Centre
- Parks and Recreation Department
- Stockey Centre
Bobby Orr Community Centre
The annual operating expenditures of the Bobby Orr Community Centre has been remarkably
stable over the past five years. In a typical operating budget of a multi-use recreation facility
with an ice pad, the annual expenditures show a year-over-year increase due in large part to
the amount of non-discretionary expenditures relate to staff and utilities. Between 2016 and
2019, being the most relevant pre-pandemic period, the BOCC operating expenditures
increased 3.9% ($29,794) over 4 years. This relatively low increase illustrates good cost control
and facility management.
Overall revenues during this same period are also relatively stable with an increase of 7%
($12,436) between 2016 and 2019. It should be noted that revenues from Federal and
Provincial Grants have been backed-out of the revenues as they are one-time revenues and
skew the annual operating comparison. The Town did receive grants in the amount of $5,000 in
2019, $8,386.95 in 2020, and $116,812.14 in 2021.
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77
BOCC - 2016 to 2021 Actual Revenue and Expenditure Comparison
The expenditures and revenues are typical of other municipal facilities of this type due to their
fixed cost of operating and significant reduction in revenues resulting from mandatory closures
of facilities due to pandemic.
Consistent with stable expenditures and revenues, the net levy impact of the BOCC in the pre-
pandemic years has also been stable. The net levy impact for the BOCC in 2019 was $593,108
representing a 3.09% increase from 2016. The largest net levy impact was experienced in 2020
at $704,128 which was due to a lack of off-setting revenues due to pandemic restrictions.
BOCC - 2016 to 2021 Net Operating Levy Impact
A further analysis of
the BOCC annual
revenues was
conducted to
determine trending
patterns regarding
revenues and facility
utilization. The
major revenue
streams for the
BOCC are related to
ice rentals. Among the ice rental categories, minor hockey is the largest renter, adult hockey is
the next major ice renter, and figure skating as the third largest ice user. There is also a smaller
category of private ice rentals.
$176,176
$185,023
$188,727
$188,012
$113,972
$104,024
$756,326
$793,412
$792,628
$786,120
$818,100
$737,436
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
2016
2017
2018
2019
2020
2021
BOCC Actual Revenue / Expenditures
Total Revenues
Total Expenditures
$580,150
$608,389
$603,901
$598,108
$704,128
$633,412
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
2016
2017
2018
2019
2020
2021
BOCC Net Operating Levy
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
78
Prior to the pandemic ice utilization was increasing for minor hockey between 2016 to 2019,
while adult hockey and figure skating remained relatively stable.
BOCC Revenue Analysis by Revenue Stream
Parks and Recreation Operating Budget
The Parks and Recreation Operating Budget includes the expenditures and revenues associated
with parks and outdoor recreation facilities. Between 2016 and 2019 there has been a steady
increase in revenues reaching a high of $51,370 in 2019. As identified previously, the pandemic
restrictions have had a dramatic impact on revenues from user fees due to closures and
restrictions on events and sports. The Town should reasonably expect that as the pandemic
restrictions are removed, their revenues should return to 2019 levels.
The expenditures show a steady increase between 2016 and 2018 that appears to be relatively
consistent with the rising costs of staff, fuel, and aging equipment. There was a significant
decrease in expenditures in 2019 prior to the pandemic. The major line items responsible for
this was a decrease in Contract Services ($39,490) and Transfer Payments ($51,290) from the
fiscal year of 2018.
$-
$20,000
$40,000
$60,000
$80,000
Advertising
Facility
Hall
Rent-Aux
Rms
Ice-Rink
Ice-Minor
Hockey
Ice-Figure
Skating
Ice-Misc.
Rent
Rent-Snack
Bar
BOCC Revenues by Stream
2016
2017
2018
2019
2020
2021
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
79
Parks and Recreation Operating Budget Comparison
Expenditures decreased further in 2020 due to decreases in Staff, Materials, Contract Services,
Transfer Payments, and Amortization. The Town should reasonably expect to see its
expenditures increase I 2021 and beyond as utilization and user expectation return to pre-
pandemic levels.
Stockey Centre Operating Budget
The Stockey Centre operating budget was trending very favorably in the pre-pandemic years.
Facility expenditures appear to be stabilizing year-over-year, with 2019 expenditures being
slightly less that the preceding fiscal year 2018. Annual revenues between 2017 and 2019 were
also increasing year-over-year with a 6.3% increase in 2018, and a further increase of 5.9% in
2019.
The Stockey Centre similar to most performing arts and museum facilities were impacted
greatly by closures and user restrictions as evidenced by the 2020 and 2021 operating budgets.
$32,132
$41,346
$44,985
$51,370
$12,450
$23,647
$688,738
$888,290
$998,656
$894,194
$746,433
$860,430
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2016
2017
2018
2019
2020
2021
Parks and Recreation Revenues / Expenditures
Total Revenues
Total Expenditures
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
80
Stockey Centre Revenue / Expenditure Comparison
Net Levy Impact 2017 - 2021
The Net Levy Impact chart
illustrates how the Stockey Centre
was trending in terms of
decreasing the net levy impact in
2019 until such time as the
pandemic.
The Town should reasonably
expect to return to pre-pandemic
revenue levels as restrictions are
relieved and consumer confidence
in attending congregate settings
resumes.
A further analysis of the Stockey Centre revenues was conducted. The analysis was scoped to
include the three most recent fiscal years prior to the pandemic. The first analysis includes all
revenue streams apart from User Fees, which are illustrated separately. The rationale for
separating the revenue streams was purely to provide a better visual representation of the
revenue categories.
$1,159,864
$1,233,633
$1,306,457
$392,190
$417,183
$1,676,967
$1,780,377
$1,769,599
$1,119,052
$1,307,357
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2017
2018
2019
2020
2021
Stockey Centre Revenues / Expenditures
Total Revenues
Total Expenditures
$517,103
$546,744
$463,142
$726,862
$890,174
2017
2018
2019
2020
2021
Net Levy Impact 2017 - 2021
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
81
Revenue Analysis by Categories
There are two main
observation that
can be made with
regard to revenue
streams. Grants by
Federal, Provincial,
and other
municipalities
remain relatively
fixed. In the case of
provincial grants
the 2018 grant
amount was
reduced.
All other revenue streams controlled by the Town including User Fees (illustrated separately)
are trending upwards which represents a favorable trend for the Stockey Centre.
Stockey Centre User Fee Revenue (2017 - 2019)
The Stockey Centre user fee revenues
was trending favorably during the
pre-pandemic period with a 7.55%
increase in 2018 over 2017. The
Centre reported a further increase of
4.9% in revenues in 2019.
$0.00
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
Revenue Analysis by Category
2017
2018
2019
$995,248
$1,070,457
$1,122,959
2017
2018
2019
User Fees
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
82
APPENDIX F - CITIZEN SURVEY RESULTS
T
S
R
S
R
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
83
Answered
Skipped
68%
28%
1%
3%
0%
20%
40%
60%
80%
100%
Female
Male
Other
Prefer not to answer
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
84
Answered
Skipped
0%
20%
40%
60%
80%
100%
12-17
18-25
26-45
46-65
66-79
80
Prefer not to
answer
ANSWER
CHOICES
RESPONSES
12-17
0%
0
18-25
1.54%
3
26-45
50.77%
99
46-65
25.64%
50
66-79
18.97%
37
80
1.54%
3
Prefer not to
answer
1.54%
3
TOTAL
195
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
85
S S
Answered
Skipped
0%
20%
40%
60%
80%
100%
Resident of Parry Sound
Seasonal resident of Parry Sound
Wasauksing First Na on
Shawanaga First Na on
McDougall
Carling
McKellar
Whitestone
Seguin
Archipelago
No/neither (please specify)
ANSWER CHOICES
RESPONSES
Resident of Parry Sound
59%
117
Seasonal resident of Parry Sound
1%
2
Wasauksing First Na on
1%
2
Shawanaga First Na on
0.5%
1
McDougall
17%
33
Carling
7%
13
McKellar
2%
4
Whitestone
2%
3
Seguin
9%
18
Archipelago
1%
2
No/neither (please specify)
1%
2
TOTAL
197
Other:
Seasonal Seguin
Gravenhurst
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
86
Answered
Skipped
0%
20%
40%
60%
80%
100%
1-2 people
3-4 people
5-6 people
More than 6 people
ANSWER CHOICES
RESPONSES
1-2 people
48%
95
3-4 people
43%
84
5-6 people
8%
15
More than 6 people
2%
3
TOTAL
197
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
87
S
Answered
Skipped
0%
20%
40%
60%
80%
100%
Age 0-5
Age 6-10
Age 11-19
Age 20-35
Age 36-55
Age 56-70
Age 71
ANSWER CHOICES
RESPONSES
Age 0-5
30%
58
Age 6-10
17%
33
Age 11-19
15%
30
Age 20-35
32%
63
Age 36-55
51%
100
Age 56-70
37%
73
Age 71
12%
23
TOTAL
380
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
88
T S S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Waubuno Park & Beach
Rotary and The Algonquin Regiment Waterfront Trail
Parks and open spaces
Market Square Park
Kinsmen Centennial Park (soccer and baseball)
Outdoor ice-ska ng rinks
Picnic areas/ Pavilions
School gymnasiums
Facili es/ac vi es designated for children 5 and under
Facili es/ac vi es designated for adults
Facili es/ac vi es designated for children and teens
YMCA
Skateboard Park area
Mul -purpose room(s)
Facili es/ac vi es designated for persons with special needs
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
89
T S S
Answered
Skipped
ANSWER CHOICES
RESPONSES
Waubuno Park & Beach
73%
144
Trails and pathways
73%
144
Rotary and The Algonquin Regiment Waterfront Trail
71%
139
Charles W. Stockey Centre for Performing Arts
70%
138
Parks and open spaces
69%
135
Bobby Orr Community Centre
63%
124
Market Square Park
57%
112
Smelter Wharf (Salt Docks)
53%
104
Kinsmen Centennial Park (soccer and baseball)
51%
101
Library
50%
99
Outdoor ice-ska ng rinks
45%
88
Playgrounds
43%
84
Picnic areas/ Pavilions
36%
71
West Parry Sound District Museum
23%
45
School gymnasiums
22%
44
Tennis/Pickleball Courts/Basketball Court
22%
43
Facili es/ac vi es designated for children 5 and under
22%
43
Champagne Street Public Boat Launch
21%
42
ANSWER CHOICES
RESPONSES
Facili es/ac vi es designated for adults
19%
37
Private tness centres/gyms
17%
33
Facili es/ac vi es designated for children and teens
15%
30
Community gardens
15%
29
YMCA
12%
23
Facili es/ac vi es designated for seniors
11%
21
Skateboard Park area
7%
13
Other (Please share what other private facili es you are using).
6%
11
Mul -purpose room(s)
5%
9
None of the above
0.5%
1
Facili es/ac vi es designated for persons with special needs or
disabili es
0.5%
1
Other:
Pool atTapatoo
Pool at local motel, churches
Georgian Nordic Outdoor Ac vity Centre
Parry Sound Curling Club and Golf Course
Old Town Beach, Town Docks
Rugged Trail
Dog Park
Children s Forests
Soccer Field
Tower Hill Heritage Garden
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
90
T
Answered
Skipped
Parks/Trails
Waubuno Park and Beach
Market Square Park
Rotary and The Algonquin
Rugged Trail
Kinsmen Centennial Park
Tower Hill Garden
Mission Park
Old Town Beach/Centennial Beach
Yvonne Williams Park
Dog Park at Yvonne Williams
Booth Street
Cherry Street
Sport Fields
Kinsmen Centennial Park
Kinsmen Centennial Park
Marina/Waterfront
Champagne Street Public Boat
Smelter Wharf (Salt Docks) Boat
Mill Lake Boat Launch
Town Dock & Bandshell
Sail Parry Sound
Big Sound Marina
Cultural Facili es
Charles W. Stockey Centre for
West Parry Sound District
Public Library
Other Recrea on Facili es
Parry Sound High School
YMCA
Parry Sound Curling Club
Tennis/Pickleball/Basketball Court
Outdoor Rink at Kinsmen Park
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Importance
Very important
Somewhat important
Not very important
Not sure
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
91
ery important
Somewhat important
Not very important
Not sure
Total
Parks/Trails
92%
102
8%
9
0%
0
0%
0
111
Waubuno Park and Beach
81%
127
16%
25
2%
3
1%
1
156
Market Square Park
48%
67
42%
59
8%
11
1%
2
139
Rotary and The Algonquin Regiment Waterfront Trail
88%
137
10%
16
1%
1
1%
1
155
Rugged Trail
73%
103
23%
33
1%
2
3%
4
142
Kinsmen Centennial Park
76%
99
20%
26
2%
3
2%
2
130
Tower Hill Garden
44%
54
36%
44
16%
19
4%
5
122
Mission Park
20%
16
34%
27
27%
21
19%
15
79
Old Town Beach/Centennial Beach
58%
64
33%
37
5%
6
4%
4
111
Yvonne Williams Park
38%
33
32%
28
17%
15
13%
11
87
Dog Park at Yvonne Williams
40%
34
30%
26
16%
14
14%
12
86
Booth Street
15%
11
28%
20
27%
19
30%
21
71
Cherry Street
22%
16
34%
25
19%
14
25%
18
73
Sport Fields
83%
53
11%
7
5%
3
2%
1
64
Kinsmen Centennial Park Soccer elds
78%
86
15%
16
5%
5
3%
3
110
Kinsmen Centennial Park Baseball diamonds
72%
75
18%
19
5%
5
5%
5
104
Marina/Waterfront
83%
60
15%
11
1%
1
0%
0
72
Champagne Street Public Boat Launch
53%
47
27%
24
10%
9
10%
9
89
Smelter Wharf (Salt Docks) Boat Launch
61%
65
25%
27
8%
9
6%
6
107
Mill Lake Boat Launch
35%
28
26%
21
20%
16
19%
15
80
Town Dock & Bandshell
72%
79
20%
22
4%
4
5%
5
110
Sail Parry Sound
41%
33
23%
18
23%
18
14%
11
80
Big Sound Marina
48%
41
23%
20
16%
14
13%
11
86
Cultural Facili es
79%
44
14%
8
5%
3
2%
1
56
Charles W. Stockey Centre for Performing Arts
76%
114
22%
33
1%
2
1%
1
150
West Parry Sound District Museum (aka Tower Museum) and Tower Hill
50%
59
40%
47
9%
11
2%
2
119
Public Library
83%
103
13%
16
4%
5
0%
0
124
Other Recrea on Facili es
75%
40
17%
9
4%
2
4%
2
53
Parry Sound High School
72%
66
10%
9
5%
5
13%
12
92
YMCA
60%
51
14%
12
13%
11
13%
11
85
Parry Sound Curling Club
52%
40
26%
20
8%
6
14%
11
77
Tennis/Pickleball/Basketball Court
52%
49
28%
26
7%
7
13%
12
94
Outdoor Rink at Kinsmen Park
73%
80
21%
23
3%
3
4%
4
110
Other (please specify)
14
T
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
92
T
Answered
Skipped
Parks/Trails
Waubuno Park and Beach
Market Square Park
Rotary and The Algonquin
Rugged Trail
Kinsmen Centennial Park
Tower Hill Garden
Mission Park
Old Town Beach/Centennial
Yvonne Williams Park
Dog Park at Yvonne Williams
Booth Street
Cherry Street
Sport Fields
Kinsmen Centennial Park
Kinsmen Centennial Park
Marina/Waterfront
Champagne Street Public Boat
Smelter Wharf (Salt Docks)
Mill Lake Boat Launch
Town Dock & Bandshell
Sail Parry Sound
Big Sound Marina
Cultural Facili es
Charles W. Stockey Centre for
West Parry Sound District
Public Library
Other Recrea on Facili es
Parry Sound High School
YMCA
Parry Sound Curling Club
Tennis/Pickleball/Basketball
Outdoor Rink at Kinsmen Park
0%
10%
20%
30%
40%
50%
60%
70%
Satisfaction
Very sa s ed
Somewhat sa s ed
Not very sa s ed
Not sure
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
93
T
S T S T N
ery sa s ed
Somewhat sa s ed
Not very sa s ed
Not sure
Total
Parks/Trails
46%
42
48%
44
5%
5
0%
0
91
Waubuno Park and Beach
35%
44
51%
64
13%
16
2%
2
126
Market Square Park
50%
55
45%
50
2%
2
4%
4
111
Rotary and The Algonquin Regiment Waterfront Trail
66%
82
31%
38
3%
4
0%
0
124
Rugged Trail
55%
60
35%
39
6%
7
4%
4
110
Kinsmen Centennial Park
35%
35
51%
52
12%
12
2%
2
101
Tower Hill Garden
59%
54
30%
27
1%
1
10%
9
91
Mission Park
14%
8
28%
16
23%
13
35%
20
57
Old Town Beach/Centennial Beach
24%
21
52%
45
16%
14
8%
7
87
Yvonne Williams Park
29%
19
45%
30
8%
5
18%
12
66
Dog Park at Yvonne Williams
16%
10
33%
21
17%
11
34%
22
64
Booth Street
14%
7
24%
12
12%
6
50%
25
50
Cherry Street
8%
4
35%
18
20%
10
37%
19
51
Sport Fields
20%
9
50%
23
15%
7
15%
7
46
Kinsmen Centennial Park Soccer elds
33%
27
40%
33
16%
13
11%
9
82
Kinsmen Centennial Park Baseball diamonds
32%
25
33%
26
21%
16
14%
11
78
Marina/Waterfront
13%
7
54%
29
28%
15
6%
3
54
Champagne Street Public Boat Launch
21%
14
42%
28
12%
8
25%
17
67
Smelter Wharf (Salt Docks) Boat Launch
11%
9
49%
40
22%
18
17%
14
81
Mill Lake Boat Launch
16%
9
40%
23
5%
3
39%
22
57
Town Dock & Bandshell
22%
18
45%
37
23%
19
11%
9
83
Sail Parry Sound
27%
15
31%
17
0%
0
42%
23
55
Big Sound Marina
35%
22
29%
18
5%
3
32%
20
63
Cultural Facili es
29%
12
50%
21
7%
3
14%
6
42
Charles W. Stockey Centre for Performing Arts
49%
58
45%
53
7%
8
0%
0
119
West Parry Sound District Museum (aka Tower Museum) and Tower Hill
39%
35
38%
34
13%
12
9%
8
89
Public Library
51%
48
33%
31
5%
5
12%
11
95
Other Recrea on Facili es
16%
6
50%
19
16%
6
18%
7
38
Parry Sound High School
8%
5
27%
18
36%
24
29%
19
66
YMCA
13%
8
26%
16
37%
23
24%
15
62
Parry Sound Curling Club
26%
14
35%
19
4%
2
35%
19
54
Tennis/Pickleball/Basketball Court
9%
6
33%
22
37%
25
21%
14
67
Outdoor Rink at Kinsmen Park
24%
20
44%
37
23%
19
10%
8
84
Other (please specify)
14
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
94
Need a swimming pool (5 responses)
Covered dugouts and a covered pavilion at the ball / soccer elds would be fantas c for poor
weather weekend tournaments
Wink s Link Community Trail
Crea ve artscentreis needed.
Bicycle lanes
Need be er and more tennis courts
Trails here are amazing. Rugged Trail and tness trail are amazing. LOVE THE STOCKEY CENTRE.
WHAT A GIFT TO THE COMMUNITY
Boat Launch atWaubanoBeach beside the coast guard. It is very important to us. It was good that
a new Dock was put in. However, they closed it early in September. I think a er the Labor Day
weekendand we are wondering why Why is this boat launch not listed in your survey
We NEED lit tennis courts
Community Gardens
T
E N EN E RES
NSES THER
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
95
T S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Children 5 and under
Children 6-12
Teens 13-17
Adults 18-64
Seniors 65
People with disabili es or special needs
The overall needs of your household
Excellent
Good
Fair
Poor
Not Sure
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
96
T S
Answered
Skipped
E CELLENT
GOOD
FAIR
POOR
NOT SURE
TOTAL
Children 5 and under
10%
12
31%
39
31%
39
13%
16
16%
20
126
Children 6-12
8%
9
28%
33
25%
30
13%
15
27%
32
119
Teens 13 -17
3%
3
10%
11
20%
22
30%
33
38%
42
111
Adults 18-64
11%
17
29%
46
32%
51
19%
30
9%
15
159
Seniors 65
7%
10
28%
39
22%
31
14%
20
28%
39
139
People with disabili es or special
needs
0%
0
12%
14
16%
18
30%
35
42%
48
115
The overall needs of your
household
10%
16
361%
57
38%
60
13%
21
2%
3
157
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
97
T S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Children 5 and under
Children 6-12
Teens 13-17
Adults 18-64
Seniors 65
People with disabili es or special needs
The overall needs of your household
Excellent
Good
Fair
Poor
Not Sure
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
98
T S
Answered
Skipped
E CELLENT
GOOD
FAIR
POOR
NOT SURE
TOTAL
Children 5 and under
3%
3
15%
15
34%
34
29%
29
20%
20
101
Children 6 -12
2%
2
21%
20
28. %
27
23%
22
26%
25
96
Teens 13-17
5%
4
9%
8
16%
14
29.%
25
41%
35
86
Adults 18-64
4%
6
18%
28
35%
54
35%
53
8%
12
153
Seniors 65
4%
5
13%
15
30%
35
22%
26
31%
36
117
People with disabili es
or special needs
2%
2
7%
6
14%
13
29%
27
48%
44
92
The overall needs of
your household
4%
6
21%
30
42%
60
28%
40
5%
7
143
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
99
T S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Children 5 and under
Children 6-12
Teens 13-17
Adults 18-64
Seniors 65
People with disabili es or special needs
The overall needs of your household
Excellent
Good
Fair
Poor
Not Sure
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
100
T
S
Answered
Skipped
E CELLENT
GOOD
FAIR
POOR
NOT SURE
TOTAL
Children 5 and under
4%
4
14%
14
27%
27
24%
24
30%
30
99
Children 6 -12
3.%
3
14%
13
27%
25
24.%
23
32%
30
94
Teens 13 -17
2.%
2
6%
5
20%
17
27%
23
45%
39
86
Adults 18-64
8%
11
27%
39
33%
48
21%
30
11%
16
144
Seniors 65
8%
9
28%
33
23%
27
10%
12
31%
36
117
People with disabili es or
special needs
4%
3
11%
9
15%
13
15%
13
55%
47
85
The overall needs of your
household
9%
12
27%
35
37%
48
16%
20
11%
14
129
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101
T S S
H
G S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Cricket pitches
Skateboard parks
Track and eld facili es
School gymnasiums
Indoor walking tracks
Beach volleyball courts
Other (please specify)
Outdoor pools
Dog parks
Facili es/ac vi es designated for children and teens
Facili es/ac vi es designated for adults
Pavilions
Performing arts centres
Outdoor ice-ska ng rinks
Splash pads
Picnic areas
Parks and open spaces
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102
T S S
H
G S
Answered
Skipped
ANSWER CHOICES
RESPONSES
Trails and pathways
64%
121
Indoor pools
54%
101
Parks and open spaces
54%
101
Picnic areas
39%
73
Camping facili es
37%
70
Arenas
35%
66
Splash pads
35%
66
Outdoor ice -ska ng rinks
33%
62
Playgrounds
30%
57
Performing arts centres
27%
50
Toboggan hills
20%
38
Pavilions
17%
32
Facili es/ac vi es designated for children 5 and under
16%
31
Facili es/ac vi es designated for adults
15%
28
Facili es/ac vi es designated for children and teens
14%
26
Baseball diamonds
14%
27
Dog parks
13%
25
Libraries
13%
25
Outdoor pools
12%
22
ANSWER CHOICES
RESPONSES
Tennis/pickleball courts
12%
22
Private tness centres/gyms
10%
19
Beach volleyball courts
7%
13
I do not use facili es outside of Parry Sound
7%
14
Other (please specify)
7%
14
Basketball courts/nets
6%
11
Indoor walking tracks
6%
11
Facili es/ac vi es designated for seniors
6%
11
Track and eld facili es
5%
9
Soccer elds
5%
10
School gymnasiums
5%
10
Skateboard parks
3%
5
BM parks
3%
5
Facili es/ac vi es designated for persons with special needs
or disabili es
2%
3
Cricket pitches
1%
2
Other:
Boat launches because parry sound boat launches are terrible
Ski and mountain bike facili es
Cross country ski
Visit the Annex in Bracebridge. Art gallery for local ar sts plus o ers classes to all ages.
Georgian Nordic Outdoor Ac vity Centre
Community Center
Shopping /Restaurant /a rac on variety
We go to Toronto for performing arts programs for the en re family
especially the children
Beaches
Golf course
Georgian Nordic Club
Mountain biking trails
Dance Studio
snowmobile trails, beaches
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103
T S S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
Desired facili es/ac vi es are not available in Parry Sound
Desired facili es/ac vi es are available in Parry Sound but are
unsa sfactory
Loca on/scheduling
Fees/a ordability
Accessibility for individuals with disabili es or special needs
I do not use facili es outside of Parry Sound
Other (please specify)
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
104
T S S
Answered
Skipped
ANSWER CHOICES
RESPONSES
Desired facili es/ac vi es are not
available in Parry Sound
71%
128
Desired facili es/ac vi es are
available in Parry Sound but are
unsa sfactory
35%
63
Loca on/scheduling
27%
48
Fees/a ordability
12%
22
Accessibility for individuals with
disabili es or special needs
3%
5
I do not use facili es outside of Parry
Sound
7.%
13
Other (please specify)
11%
20
TOTAL
299
Other:
Tournaments
Beaches
Like to try other places. Regular places get boring
Pickleball
Variety of trails
For a change
Splash pad
Indoor Pools
Just more variety/op ons
It s nice to get out of town some mes. And the pools (Tappa o and
Jolly) are out of town
We like to explore
Convenience when we re travelling
Use these facili es when visi ng family who live outside Parry Sound
Travel to larger city for concerts, shows that are only available in
large venues
Programs geared towards working adults
Be er programming
Change of scenery
There will only be one tennis court in town next year, unacceptable
I take my grandchildren to facili es in the city where they live
Family loca on
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105
S S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A ending events
Walking/dog walking
Biking
Dog park
Community gardens
Sports/games
Picnics
Playgrounds
Other (please specify)
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106
S S
Answered
Skipped
ANSWER CHOICES
RESPONSES
A ending events
65%
122
Walking/dog walking
74%
140
Biking
44%
84
Dog park
15%
29
Community gardens
18%
34
Sports/games
47%
89
Picnics
39%
73
Playgrounds
49%
92
Other (please specify)
3%
5
Other:
Social gathering with friends
Splash pads
Swimming (2)
Volunteering
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
107
S S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Extreme sports
Signage (educa onal and/or direc onal)
Other (please specify)
Community garden
Dog park
Snowshoe trails
Picnic/BBQ area
Cross-country ski trails
Toboggan hill
Naturalized area
Outdoor performance space/amphitheatre
Biking trails
Mul -use sports facili es
Splash pad/water feature
Playground
Outdoor ska ng rink/trail
All-season trails
Walking trails
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
108
S S
Answered
Skipped
Other:
Indoor pool and rollerblade trails
Why is a splash pad op on here We no not have
one nor do we want one
Tennis courts/with ligh ng (6)
Pickleball
Swimming/6 -lane pool (4)
Views, natural beauty
Or applicable. I walk my dog o trail o en not on
leash and nding dog poop as ppl don t pick up
a er their dog ( grrr)
Tennis/Basketball Courts
Children s forest play
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109
S S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public washrooms
Water sta ons
Outdoor ligh ng
Bicycle parking
Benches/sea ng
Dog facili es (poop and scoop sta ons)
Shade structures
Picnic/BBQ areas
All-season trails
Equipment lending (e.g. frisbees, snowshoes, etc.)
Electricity access
Addi onal vehicle parking
Electric vehicle charging sta ons
Free Wi-Fi
Signage (educa onal and/or direc onal)
Other (please specify)
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
110
S S
Answered
Skipped
ANSWER CHOICES
RESPONSES
Public washrooms
87%
165
Benches/sea ng
63%
120
All-season trails
54%
102
Shade structures
49%
93
Water sta ons
41%
77
Outdoor ligh ng
33%
63
Picnic/BBQ areas
28%
53
Dog facili es (poop and scoop sta ons)
23%
43
Addi onal vehicle parking
13%
25
Signage (educa onal and/or direc onal)
11%
21
Bicycle parking
11%
20
Free Wi -Fi
10%
19
Equipment lending (e.g. frisbees, snowshoes, etc.)
7%
13
Electric vehicle charging sta ons
7%
13
Other (please specify)
6%
12
Electricity access
3%
5
Other:
Covered dugouts and pavilion at Kinsmen Centennial Park
Boat launches need lights
Washroom closer to the ball eld at kinsmen even po y
po es
dug outs at the kinsman eld and pu ng in a gazebo at
the diamonds. Steel frame 25x40 would be incredible at
the area by shed at the bo om.
Playground
Emp ed garbages to reduce wasps and seagulls
Is there free Wi-Fi
Swimming in Georgian Bay. When will the bridge be
replaced at Waubanopark
Cleanliness
Quality of the play structures and maintenance.
Appropriate garbage disposal Severely lacking in all
areas of town
Safe playground equipment. Newer playground
equipment. Slides at new town beach have high drop and
are not safe. My kids are 7 and 9....have been the same
way for 9 years
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
111
S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
None of the above
Ska ng rink
Arena oor
Pickleball
Ball hockey
Summer camp
Shu eboard
Cards
Senior programs
Rental venue
Other (please specify)
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112
S
Answered
Skipped
ANSWER CHOICES
RESPONSES
Ska ng rink
59%
108
None of the above
26%
47
Arena oor
17%
31
Rental venue
16%
30
Other (please specify)
9%
16
Ball hockey
6%
11
Senior programs
6%
11
Pickleball
5%
9
Summer camp
2%
4
Cards
2%
4
Shu eboard
1%
2
Other:
Events, vo ng (2), wedding, etc.
Parry Sound angles and hunters gun show
Fitness class (3)
Watching grandchildren skate/hockey. Circus
New Year levee. Entertainment
Concerts
Tennis
Events (2)
Kids art class (2)
With this facility would o er more public ska ng
so we wouldn t have to drive out of town
umba
Also must ask what summer camp
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
113
T
Answered
Skipped
Adult
Fitness
Classes
Ska ng
rink
Ska ng
programs
(hockey
and gure
ska ng)
Drop-in
ska ng
programs
(public
ska ng
and
shinny)
Cards
Senior
Programs
Pickleball
courts
Pickleball
drop-in
program
Youth Art
Classes
I/we do
not
par cipate
in any
programs
0%
10%
20%
30%
40%
50%
60%
70%
Rating
1
2
3
4
5
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
114
T
Answered
Skipped
1
2
3
5
Total
Adult Fitness Classes
40%
19
21%
10
27%
13
2%
1
10%
5
48
Ska ng rink
5%
5
7%
6
21%
19
41%
38
26%
24
92
Ska ng programs (hockey and gure ska ng)
4%
3
7%
5
25%
17
37%
25
25%
17
67
Drop-in ska ng programs (public ska ng and shinny)
7%
5
14%
11
38%
29
18%
14
22%
17
76
Cards
41%
7
24%
4
24%
4
0%
0
12%
2
17
Senior Programs
12%
2
18%
3
35%
6
29%
5
6%
1
17
Pickleball courts
35%
7
20%
4
20%
4
25%
5
0%
0
20
Pickleball drop-in program
38%
6
31%
5
13%
2
19%
3
0%
0
16
Youth Art Classes
24%
5
14%
3
29%
6
24%
5
10%
2
21
I/we do not par cipate in any programs
62%
21
0%
0
3%
1
0%
0
35%
12
34
Other (please specify)
3
Other:
Tennis
Vo ng
More Pickleball programs and more Pickleball courts. Need tennis courts as well. Current outdoor court is in poor condi on.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
115
Answered
Skipped
0%
20%
40%
60%
80%
100%
I/we do not use the facili es
o ered at the Community Centre
Very sa s ed
Somewhat sa s ed
Not sure
Somewhat dissa s ed
Very dissa s ed
ANSWER CHOICES
RESPONSES
I/we do not use the facili es
o ered at the Community
Centre
19%
36
Very sa s ed
9%
16
Somewhat sa s ed
45%
83
Not sure
14%
25
Somewhat dissa s ed
8%
15
Very dissa s ed
6%
11
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
116
Answered
Skipped
0%
20%
40%
60%
80%
100%
I/we do not use the programs
o ered at the Community Centre
Very sa s ed
Somewhat sa s ed
Not sure
Somewhat dissa s ed
Very dissa s ed
ANSWER CHOICES
RESPONSES
I/we do not use the programs o ered at
the Community Centre
24%
45
Very sa s ed
6%
11
Somewhat sa s ed
29%
54
Not sure
19%
35
Somewhat dissa s ed
14%
25
Very dissa s ed
9%
16
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117
Answered
Skipped
45%
55%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Indoor
Outdoor
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118
Answered
Skipped
56.28%
43.72%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Drop-in (pay per use)
Registra on (pay for the season upfront)
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119
Answered
Skipped
ANSWER CHOICES
RESPONSES
Drop-in (pay per use)
56.28%
103
Registra on (pay for the season
upfront)
43.72%
80
TOTAL
183
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120
T S
T S
Answered
Skipped
37%
44%
19%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes
No
Comments(please specify)
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
121
T S
T S
The town needs to increase its taxing area to increase revenue Seems like a partnership or some sort of amalgama on is requ
ired Let s be honest, if that doesn t happen these surveys are redundant
because very few of these things are a ordable
Programs should rst be available to residents of parry sound if they are space limited
Boat launches should not be free to people that don t live in Parry sound
I think the communi es should share the cost at the community level not the individual level .
Depends on if you live outside year
-round or not
Depends on the facility, but overall yes. Trails/parks no
That s discrimina on
Depends on the agreement with the di erent municipali es
If you live within certain limits it should be free but outside that should be a cost
While not living in the town of Parry Sound, I s ll feel like a local because I live on the island. If it s a ma er of not
earning revenue through taxes, make arrangements with neighbouring communi es
No, they are not available in our community
Absolutely not Seguin,McDougall, carling townshipetc shouldn t have to pay as we make up the majority of people who would par cipate. Charging more for services would only hinde
r the program as
people wouldn t want to pay extra for living outside of town
The smaller communi es surrounding PS rely on it for its programs therefore; I don t believe and extra fee would be fair.
Only if the program is completely funded by the town If other municipali es are helping fund the build or opera on costs t
hen NO
no, don t mind if my taxes go up a li le(li le) if it helps go towards programs so the costs don t go up.
Depends on whether my township has contributed nancially or not.
Yes OR have my municipality pay a lump sum for residents
Tricky to administer and can drive people away
- Municipali es should recognize the bene t and contribute accordingly.
Depends on the facility/ac vity
No problem. With no taxa on coming from surrounding areas there has to be a way to recover costs.
Some of Our tax dollars do go to the facili es membership fees should be the sa,e as parry sound ppl
Will think about it
yes i agree to the addi onal fee, but that can go both ways
Yes, however I would word it in reverse; residents should pay less. Mississauga has this.
Library fees are prohibi vely expensive, driving distance to Humphrey is prohibi vely far (50 km round trip)
Depends on the facility and program
Not if our municipality contributes funding or our popula on helps to support any funding applica ons
Prefer to see coopera on amongst the municipali es to fund free programs for all
Area municipali es should be pooling resources to provide more op ons and all residents should be able to use
Any area that has kids a ending PSHS should have equal access to everything in Parry Sound
With in reason how far out Parry Sound s smaller associated towns make up a vast majority of the popula on. Nobel, McDou
gall, Seguin should be considered Parry Sound by example
Our individual townships should be amalgamated into one large parry sound area
When fees apply, there should be a surcharge for non residents
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122
S S
Answered
Skipped
14%
14%
16%
21%
21%
26%
27%
27%
29%
32%
34%
35%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Racquet courts
Other (please specify)
Library
Day care
Seniors programs/facili es
Gymnasium (gymnas cs, mar al arts, etc.)
Indoor court (tennis, pickleball, etc.)
Adult programs/facili es
Fitness centre
Indoor walking/running track
Youth programs/facili es
Children s programs/facili es
Indoor pool
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123
Answered
Skipped
63%
37%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes
No
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124
H
Answered
Skipped
39%
42%
9%
7%
2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Very important
Somewhat important
Not sure
Not very important
Not at all important
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
125
H S
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes (skip to ques on 28)
No (con nue to ques on 28, then skip to ques on 27)
Yes (skip to ques on 28)
No (con nue to ques on 28,
then skip to ques on 27)
94.85%
5.15%
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
126
S
Answered Skipped
0%
36%
55%
45%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Too far away
No desire to visit
There is nothing at the Concert Hall to warrant a visit
Fees/a ordability
Other (please specify)
Other:
This facility doesn t cater to the needs of the people of Parry Sound, its mostly for out of
towners, and rate payers pay a he y price for it.
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127
S
Answered
Skipped
4%
5%
29%
40%
22%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1
2
3
4
5
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
128
S
S
Answered
Skipped
14%
35%
4%
11%
14%
53%
13%
14%
2%
1%
7%
23%
13%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Lack of access to appropriate equipment
Inconvenient program schedules
Unsure how to play or do the ac vity
Loca on challenges (transit schedules, too far to walk, etc.)
Access to childcare
Lack of programs or ameni es of interest
Programs are not a ordable
Uncertainty around joining drop-in programs
Unsure if accessibility needs can be met in the facility or
Unsure if faith needs can be met in the facility or program
Concerns about safety of parks/facili es
No, nothing prevents me from par cipa ng or visi ng
Other (please specify)
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
129
S
S
ANSWER CHOICES
RESPONSES
Lack of programs or ameni es of interest
53%
92
Inconvenient program schedules
35%
61
No, nothing prevents me from par cipa ng
or visi ng
23%
40
Lack of access to appropriate equipment
14%
25
Access to childcare
14%
25
Uncertainty around joining drop -in programs
14%
24
Programs are not a ordable
13%
23
Other (please specify)
13%
22
Loca on challenges (transit schedules, too far
to walk, etc.)
11%
19
Concerns about safety of parks/facili es
7%
13
Unsure how to play or do the ac vity
4%
7
Unsure if accessibility needs can be met in
the facility or program
2%
3
Unsure if faith needs can be met in the
facility or program
1%
2
Other:
Perry sound needs a Community Adult Recrea on League that is easy to access
Ball felid needs a washroom closer to the Ball felid then the soccer eld. Hard to run u
and play both children and adults.
Too many drug addicts around to want to use the parks, trails,
etc alone.
lack of cultural diversity
Find it hard to nd the program
Pool does not exist
Availability of tennis courts during summer months
Free me, expense
We need a 6-lane pool
Parks are in a state of deteriora on. I have pictures of areas that are in urgent need of
repair. Other ci es close by have much be er parks. We deserve more
high quality
parks for children in Parry Sound
Should be within walking distance for children to a end
Short me limit on tennis courts, can t complete a full game in limited me posted.
Lack of awareness of what is o ered. I work full me un l year end so it s hard to get
day me ac vi es.
Was an ac ve par cipant at theymca. Since it shut down have not done much other
than private zoom classes with friends
We need a pool
s ll working full me- most ac vi es o ered are day me
Swimming lesson access was a problem this year
Current tennis courts will be destroyed when new school is built
Lack of proper tennis and basketball courts.
No pool
bathrooms are awful playgrounds poof repair sand ,base very low
Art class lls up too fast. Should show they need more arts for kids....not just hockey
and ska ng. What about a geocache club. Looks at town of
Bracebridge It s amazing. I
drive there on Saturdays for kids swimming.
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T S
T
Answered
Skipped
0%
10%
20%
30%
40%
50%
60%
Ranking
1
2
3
4
5
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T S
T
1
2
3
5
Total
Investment in new infrastructure in exis ng parks ( e.g.more
washrooms, pavilions, etc.)
19%
24
23%
29
22%
28
13%
16
23%
29
126
Improvement/upgrade of exis ng park infrastructure ( e.g.
replacing playgrounds, benches, etc.)
13%
16
22%
27
34%
42
18%
22
14%
18
125
Investment in more park space
19%
17
20%
18
19%
17
19%
17
22%
19
88
Investment in higher levels of park maintenance and safety ( e.g.
ligh ng, security, clean-up, etc.)
16%
17
18%
20
19%
21
28%
30
19%
21
109
Investment in new facili es within Parry Sound ( e.g.mul -plex,
indoor pool, racquetball courts, etc.)
53%
90
7%
12
4%
7
7%
11
29%
49
169
Improvement of exis ng facili es within Parry Sound ( e.g.
upgrading equipment)
11%
13
18%
21
32%
37
23%
27
16%
18
116
Investment in more programs/services at facili es in Parry
Sound (e.g.ac vi es designated for seniors, persons with
special needs or disabili es, tness, yoga, cards, etc.)
11%
12
24%
27
28%
32
18%
21
19%
22
114
Investment in exis ng public library services
13%
12
24%
23
19%
18
22%
21
22%
21
95
Investment in exis ng cultural services ( e.g. Concert Hall, etc.)
17%
13
26%
20
21%
16
15%
12
22%
17
78
Investment in new cultural services ( e.g. educa onal/heritage
signage)
17%
11
21%
14
20%
13
24%
16
18%
12
66
Enhancing accessibility features at the parks, recrea on, and
cultural facili es in Parry Sound
13%
10
11%
9
30%
24
22%
17
24%
19
79
Other (please specify)
16
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T S
Splash pads or other features for families
Facili es are excellent. More events please. Improve weekly market and Canada Day events
Inclusivity and diversity educa on
More picnic tables and refuse containers at the New Town Beach and be er maintenance of it NO splash pad
Improving access to the waterfront of Parry Sound. It is our greatest
asset and it is basically inaccessible.
Replace tennis courts
Boat ramps and park are lower than poor. We are on the Georgian Bay
At least 2 new outdoor tennis courts. Courts on high school are being demolished and the current court at the BOCC
lot is not a proper size or surface.
Build on what we have. An accessible wheelchair ramp at the beach would be amazing. Stewart lake has one. It is
wonderful.
Improve waterfront area
We need to grow the town more. A
500 person increase is pi ful and really not worth the coverage. Town needs to
be more progressive
Lit tennis courts
Fix the town dock
Year round trails and a con nued priority of trail connec vity
Two to three Tennis courts at least one of which should be indoors
More walking/biking trails
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T
S
Answered
Skipped
85%
35%
20%
45%
26%
68%
14%
26%
5%
19%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
Web/online (Town website)
Informa on sharing in community spaces (e.g.
brochure racks, yer boards, etc.)
Newspaper
Radio
Direct mail
Facebook
Twi er
Instagram
TikTok
Through other organiza ons or community
groups
Other (please specify)
Other :
Way way way more advanced no ce of
things.
All of the above and explore more op ons
to educate the public
Marke ng outside of the Town of Parry
Sound to a ract outside par cipa on
(mostly for Stockey)
word of mouth, don t waste money on
bill
boards etc. That s just cos ng tax payers
money. tax payers in town pay enough. save
some money for them.
Parry sound now, parry sound.com
Emailed no ces/newsle er
over street banners
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Consider developing the downtown core to be more atmospheric with restaurants and less industry IE banks Tie the downtown core to the
down town, docks, and increase development of atmosphere away from industry and towards entertainment.
2022-10-11 09:40 a.m.
As a household full of baseball players, I would like to advocate for covered dugouts and a small pavilion down by the diamonds.
2022-10-11 09:15 a.m.
Upgrades needed at Kinsmen Ball Fields: sheltered dugouts & pavilion at fields.
2022-10-11 08:55 a.m.
Very limited activities for families within our community, most weekends we find ourselves leaving town to find things for our family to do
together. It feels as though our town does not invest in anything that would allow families to spend their day and their money in Parry Sound. As
a family who is also trying to work within the clubs and programs offered in Parry Sound, we are seeing more and more difficulties as ice time is
taken away from our local clubs. Cost of programs are going up and availability of ice time is going down.
2022-10-10 10:14 p.m.
Boat launches are not well designed for the traffic volume of boats or cars. Move the champagne docs just a little further apart could have 2
boats in between while waiting for trailers. More lighting for parking lots / parking availability. Free parking for town residents. It's ridiculous we
cannot enjoy the bay without paying to park overnight when neighboring mcdougall has a beautiful launch exclusively for their residents. More
garbage pick up / portapoties would be great after a day on the water as well. Programs are lacking. What is available eg skating is limited in
enrolment and costly compared to neighboring programs. Adult programing is either lacking, not at all advertised or easy to join or just not
available. Paint nights/ crafts for adults, adult hockey leagues, etc. I am well versed in navigating the internet for programing and continue to
struggle with finding any programs let alone in advance enough to participate. Word of mouth seems to be the only system in place and this is
simply not effective for most people. A refillable water station at kinsman or the beach would be beneficial. Reducing the cost of facility rentals
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(arena, multi purpose room etc) would be more in line with neighbour's. Actually utilize the town website for events associated with the town
and reputable community events (scouts girlguides etc) markets / crafts shows etc
2022-10-10 07:28 p.m.
Why does only field #1 at Kinsmen have a warning track? Why are other outdoor rinks maintained to a higher level than the one at Kinsmen?
The dog park is way to small, also artifical turf should be installed in it. Too many private activity groups, the Town should run groups like adult
soccer league, adult hockey league, etc. I think this survey was poorly organized and very confusing and will generate poor and inconclusive
results.
2022-10-10 07:20 p.m.
Covered dugouts and a gazebo type building down by the diamonds and soccer fields at Kinsmen Park would be greatly appreciated.
2022-10-10 06:50 p.m.
Needs repairing of fences along ball diamonds coming out of the ground. Also require covered dugouts and a pavillion between Kinsmen ball
diamonds.
2022-10-10 06:39 p.m.
Boat launches should be for parry sound residents only. We should not be charged for overnight parking either, it's a money grab and the
launches are terrible to begin with. No proper lighting or parking. 1 boat at a time is terrible. Look at mcdougall and do better Parry Sound. Very
Disappointed. Also, this you need to know people who play for teams because the information available is non existent makes it VERY VERY
HARD to find sport teams to join. We have beaches so why no volley ball. We have ball diamonds so why no men's/woman's league. The soccer
fields are terrible not enough seating. This town is doing a brutal job! Ice time in Parry sound is too expensive we travel to Seguin to use their
hockey rink. Unacceptable!!!
2022-10-10 06:31 p.m.
Covered dug outs at the kinsmen.
2022-10-10 06:22 p.m.
A splash pad and a community pool would vastly improve our experience as new residents of Parry Sound with a growing family who works in
and contributes to the local economy. And as rate payers of the Town, these facilities would improve our quality of life.
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2022-10-10 06:21 p.m.
The ball diamond infield replacement was great. Just need to maintain it more to make sure it reaches its potential. The angle of the lights is too
low and actually makes it hard to see.
2022-10-10 04:36 p.m.
There needs to be more accessible washrooms at the kinsmen park. More portable potties closer to the fields.
2022-10-10 02:39 p.m.
I need a huge pool to exercise. I have a disease, which destroys all joints in a nutshell. There are zero programs for adults, just seniors, teens,
kids... other than free yoga or walking in the early morning. Not all adults want or can get to anything at 8am. There should be groups for
widows and widowers to just gather and talk, speaking as a new widow. We feel invisible.
2022-10-09 01:03 p.m.
The dog park is the best space in town. Some upgrades could be lighting and security cameras. Maintenance on the gates would be good.
2022-10-09 07:59 a.m.
I'd like to see Parry Sound set a precedent of small town culture and recreation for not only Ontario, but the world.
2022-10-07 11:18 p.m.
It's still a hockey town and that seems to be the focus and the attitude/culture of the majority. It's unfortunate but feels very much like people
who don't "fit in" that mold are unwelcome.
2022-10-06 05:09 p.m.
Replace the bridge to Sibow Point at the New Town Beach NO to Splash Pad
2022-10-06 01:25 p.m.
1. This survey was not 15 minutes. 2. The survey was terribly organized and should have only asked relevant questions based on previous
answers. 3. More investment needs to be made into our public spaces, hire staff, extend contracts, the summer season doesn't end the first
week of September keep maintaining parks, have staff who work outside of the arena don't wait until May to start parks maitenance. 4. The
Stockey is a hidden gem that needs to have more and better programming and promote itself outside of the Town of Parry Sound to drive
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participation. 5. Stop focusing so much on a new pool that we can't afford and need to borrow all of the funds for and start focusing on the
facilities we already have. The best maintained ones are those done by volunteers (ie: Tower Hill, Downtown) and that really says something
about the investment/care the Municipality is making.
2022-10-05 10:33 a.m.
We really require more tennis courts
2022-10-04 06:37 p.m.
We need tennis courts. The condition of the courts at the high school are poor. Only 1 court at BOCC. Not enough. I believe we would attract
more tennis if we had better facilities.
2022-10-04 09:26 a.m.
Pickleball is the fastest growing sport in NA. PS could become a location for tournaments etc if we get the infrastructure in place early.
2022-10-04 08:44 a.m.
We need a sports complex like bracebridge, I shouldn't have to travel to other towns to enjoy activities with my family when we live in such a
beautiful spot like parry sound. Parry sound needs to get it together and help they're community so more people will come and stay ( Wpshc
employees- we need Nurses and Drs to stay!) so we can serve our community better- the town needs to serve us better!
2022-10-03 08:58 a.m.
The Waterfront sign at James & Seguin should be lowered and refreshed. It can be easily missed.
2022-10-03 08:35 a.m.
Splash pad/playground space for summer and indoor pool for winter please.
2022-10-02 09:49 p.m.
Parry Sound has let the town beach fall in disarray this past summer , no lifeguards, grass was not kept up or cared for , people were smoking on
the beach. For a beach that is supposed to be part of the Georgian Bay Biosphere it was purely pathetic listening to comments from tourists!
2022-09-29 08:09 p.m.
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I have played ball in Parry Sound for the past 15 years. While the new infields at kinsmen are a marked improvement over what was there we
need to address some shortcomings of the facility. For safety reasons, dugouts should be built on the fields. It would be amazing to see some
shade and washroom facilities built down by the fields.
2022-09-29 09:43 a.m.
We desperately need more daycare in this area!!! Also, indoor pool/swimming lessons would be great!
2022-09-28 11:25 p.m.
Hello This is needed that you are asking everyone these questions. I've got a bunch of things, this will be long!! First, I'm against the new
multiplex swimming pool. Many reasons. I have worked from Manitoba to Bc over the last 15 years working in many small towns. Yes Ive
enjoyed pools there. There has not been a town even close to P.s. with the lakes we have. Even Jasper Alberta was great to live in for a year but
a pool was needed. Lakes are very cold year round there. We can be at 10 lakes to swim in , in 10 min. from any place around here. so lucky. So
is a multiplex going to get used enough in the summer months? I stayed in a town that was equivalent to P.s. maybe a bit smaller but they were
putting in a new multiplex and had brochures there about it. Interesting thing is they had the extra cost per tax payer . If I remember it was a
$400 000 house was going to be and extra $300 per year. So Million dollar place would be $750 year. I doubt many of our cottagers want this
added cost with high taxes already. I have not heard of how much extra my taxes will go up. The environmental damage a pool brings, wasted
power, water, heat etc. Has anyone gone to other towns around here(Orillia, Bracebridge, Sudbury, Barrie etc) and asked how they like having a
pool. I know back in the 80s or 90s my dad and bunch of people did this. Every place said the same thing. Please take ours, seriously please take
it. Also what is the design of it. Almost every pool I see has a pile of windows. bad idea for the north. should be a box, low ceiling, walls of R50
icf. Don't make it like stockey centre and hard to heat and cool. Should be simple and easy to maintain. Don't let whoever designed the roof of
town office design it either!!! The big thought is kinsmen park. I don't play ball there but my fiance does and I go to watch. Something I'm seeing
that is needed. Dug out roofs for full legth of the dug outs multiple reasons. This past weekend we put up tarps to keep out the rain. In the
summer when its hot out. would be nice to be covered and cooler. These don't need to be fancy. possibly could add on to the posts there. Put a
beam across and put a steel roof on it. Don't over think it. Keep it cheap. In front of the dug outs and along the fence. Higher fences. Ive seen
balls go over the fence just past the dugouts wizzing by kids heads. How is the town going to feel and a kid gets seriously hurt or killed from this
and the liability?? the big one is where the shed is and building between the 2 fields. Build a 25 x40ft gazebo Just on the incline closer to the rd.
make it look like the arena. build it simple and out of steel. Where the low spot is, Put in proper under ground drainage with main hole covers to
divert water into them, build up that area to all level. Then on 3 sides put in a nice retaining wall . build up that area and pour a pad. Build a
simple 25x40 give or take in size covered area. Make it look like the arena. All steel so it cant get vandalized. Then it can have picnic tables bolted
down. If people want to have family picnics, get out of the weather(hot or cold). There is no were to get out of the heat. seen people have heat
stroke down there. Its too far to go to arena area. Also parents can still watch kids there from the diamonds. Community groups could set up
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there and sell burgers at tournaments or barricade it in and have beer garden. Think of how many people use that area down there. soccer and
baseball teams. Thanks for your time. will be pushing that a lot of the people on the ball teams and soccer teams do this survey and say the same
on the kinsmen field. Hopefully it gets the ball rolling on plans going forward!!!!
2022-09-28 10:39 p.m.
PLEASE get that pool going for seniors in this town It is very much needed to for us to maintain our mobility, cognition and health which
increases longevity and saves lives in the long run !
2022-09-28 07:58 p.m.
There should be proper tennis courts with the correct hard courts surface.
2022-09-27 10:50 p.m.
In order to attract more families to Parry Sound,and entice current families to stay here, these facilities need to be here which will therefore
help fill job shortages.
2022-09-27 10:35 a.m.
1. If / when you build a pool, I plan to be there almost daily; 2. it sure would be nice to have a gym in town with more natural or user-friendly
lighting, instead of the traditional harsh fluorescent lighting. By gym I mean a space with equipment like exercise bikes and bench presses etc.
2022-09-27 09:30 a.m.
We need more diverse programs designed to engage kids and youth, not the same programming. Opportunities to learn new skills and have fun
so this age group can feel happy and excited about their community.
2022-09-26 09:57 a.m.
Really hopeful that the new pool and recreation centre will be built and meet the needs of the community. Also, new tennis courts in town
would be very welcomed since the private courts at the high school will be demolished with the new school build (leaving only one single tennis
court in the Town of Parry Sound).
2022-09-26 09:48 a.m.
We need a 6-lane swimming pool
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2022-09-24 08:57 p.m.
Programming needs to consider distances travel by other municipalities using facilities when looking at scheduling programs.
2022-09-24 07:56 a.m.
We need more activities and events for our community and children. We need more activities outside of school for our children..dance..karate
ect. Day care center Activities for our youth to give them another outlet besides doing nothing and make bad choices.
2022-09-23 04:30 p.m.
More care needs to be placed in maintaining cleanness/safety (i.e. cleaning up garbage including discarded needles and drug paraphernalia),
improved lighting and access for public washrooms may help with this.
2022-09-23 03:59 p.m.
Children have very few options when it comes to parks. Parry Sound has no shortage of land and beautiful spaces, but somehow the planning
and design has been poorly executed. We need an urgent upgrade at Waubuno park, the playground is broken and outdated. Tourists and locals
would strongly benefit from a revitalization of parks.
2022-09-23 03:39 p.m.
The indoor rink should be available all year including summer.
2022-09-23 09:50 a.m.
Cut the fat.
2022-09-23 09:04 a.m.
The boat ramps are terrible
2022-09-23 07:32 a.m.
If and when a new pool facility is constructed, it should be a 6 lane pool to allow for a greater variety of activities to be accomodated.
2022-09-23 07:23 a.m.
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I sincerely hope that all local communities / townships will work together in a goodwill effort to get the multiplex building started. It is not fair to
the those of us who pay our taxes to continue to have wait while council members seem to be stalled rather than working proactively to meet
the future needs of our community. This is just as necessary as the new school building in Parry Sound. Frankly, we are all weary of the lack of
progress exhibited by local government officials.
2022-09-23 12:22 a.m.
I am the president of the Parry Sound Tennis Club and we are losing the courts at the high school with the building project, leaving only 1 public
court in the entire Parry Sound District. The court at the BOCC lot is not really large enough behind baseline for advanced play, the surface is not
proper and the lighting is not sufficient. The short time limit is also restrictive for players and full games cannot be completed within the time
posted. For a community the size of Parry Sound and the large number of seasonal visitors we should have at least 2 proper tennis courts with
lighting to allow for a longer season of play in spring/fall and evenings which is the time of day most players are available to use courts . Tennis
courts are a low maintenance facility and there is also an existing club of dedicated residents that are willing to assist with maintenance and
tennis programs if needed. There is a great opportunity with the new pool complex to also include tennis courts. Other existing parks could also
be enhanced by the addition of tennis courts.
2022-09-22 11:46 p.m.
As a boater who has used both the Champagne St launch and the Salt Dock launch I would like to see privies installed to stop people from having
to 'go' in the bush. Rosseau does it. It would be much more sanitary As the waterfront develops, I would like to see further extension of the
fitness trail. I would like to see an accessible splash pad. Every place where I have seen them in North America in my travels they have been a
wonderful gathering place for people of all ages and abilities. I have observed people in wheelchairs use them, seniors, children etc. It brings joy
to the area. As a tourist town it would be a huge attraction for locals and visitors
2022-09-22 07:48 p.m.
Did I say how much we love and cherish the Stockey Centre. Please do the upkeep there. Exterior posts are peeling and need tending as do other
areas. It will only stay wonderful if we keep it that way. More children's programming and teens would be ideal. Keep them busy and out of drug
influences.
2022-09-22 05:23 p.m.
We strongly support the Multiplex and indoor pool build!!
2022-09-22 03:02 p.m.
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Without recreational services ie an indoor pool and down town core improvements cant attract new Drs and entrepreneurs.
2022-09-22 12:25 p.m.
I believe demographic information beyond age would assist in identifying current and future needs.
2022-09-20 09:21 p.m.
A central fully developed sports complex that includes a pool, tennis courts, basketball courts etc needs to be available for residents to enjoy a
higher quality of lifestyle.
2022-09-20 08:44 p.m.
This town underestimates the amount of young families. Soccer for 4 and 5 year Olds had 8 teams of 11 kids each. That is 88 families of 4 and 5
year Olds. Activities sell out. We are itching for things for our kids to do. We NEED more in this town. A pool is necessary.
2022-09-20 08:25 p.m.
We desperately need a full size indoor pool! It will allow all of our children the opportunity to learn to swim while they are young and in a safe
environment. It also opens another avenue for our children to excel in water sports including having swimming competitions, paddling practice
throughout the winter and sports such as water polo or underwater hockey. It also improves our ability for our triathletes to train year round. So
many people have to travel an hour or more to do swim training. And we just went through a summer of not having enough lifeguards. Well,
with a pool we could train our own. For a community that is right on the Georgian Bay, we need to be able to keep our children safe by giving
them the tools to learn water safety. This requires more than just two months in the summer.
2022-09-20 04:33 p.m.
I would like to see 2 tennis courts and 2 basketball courts at the new pool site . Parry Sound is the hub for this area so it would be nice to have
multiple opportunities of recreation to serve townspeople and tourists alike.
2022-09-20 03:39 p.m.
As someone who moved to the area in the last few years, there are not a lot of opportunities to try new things. This limits the opportunity to
meet new people, learn new skills, start hobbies etc. I find most activities available in this area are geared to children or seniors, and the
activities for people in their 20s-30s are limited.
2022-09-20 03:15 p.m.
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I would love to see more programs offered outside of work hours for adults (age range 30 to 50)
2022-09-20 09:53 a.m.
Somebody is going to get run over in the kinsmen park road way down towards the fields. People drive too fast and kids are running all over. A
separate road for cars and pedestrians would help. Also garbage everywhere and very little garbage bins available
2022-09-20 09:05 a.m.
poor repair ice rinks opened last from other communities around us. petson shpuld bd let go who runs park and rec. no proframming other then
canada day could be doing so much more.
2022-09-20 07:14 a.m.
We need more accessible places for our kids to enjoy.
2022-09-20 06:59 a.m.
This town needs an indoor pool and a splash pad for kids.
2022-09-20 05:24 a.m.
I am shocked that we've let our beach go as regard to life guards and safety instruction. Hopefully we are investing in training new lifeguards for
next year. Also a pool should be top priority-do not whine about sustainability-we can not afford not to have one in attracting smart young
families to live here. I know many young people who won't move here because we don't have a pool. Six lanes Very important.
2022-09-20 04:28 a.m.
These activities are great, but housing remains huge social and ecumenic issue in our town, and its affecting everyone in a negative way (even
people not directly affected by it)
2022-09-20 12:23 a.m.
This town will pave over every scrap of green space remaining without realising it is the most essential part of what they offer, especially with
the state of current infrastructure. People take their kids to natural spaces because most parks are unusable for under fives
2022-09-19 09:41 p.m.
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I would really like new tennis courts especially as the ones at the high school are being planned to be demolished. We also need a bigger gym as
there is either not enough time available or they are too small to play volleyball, for example.
2022-09-19 08:58 p.m.
Something for kids other than hockey. Newer more interesting playground equipment. Adult programs not just for seniors. Skating track.
2022-09-19 08:19 p.m.
I would love to see some water bottle fill stations put in near the fitness trails and in parks.
2022-09-19 08:18 p.m.
The town needs to work with the Hockey Club instead of against them. The banners aren't up, and it is clear the town or whomever is in charge
of the BOCC forgets this is a hockey town. Hockey keeps out kids healthy and active and brings money to the town and businesses
2022-09-19 08:18 p.m.
would like to see garbages at William st park year round
2022-09-19 08:18 p.m.
Playground equipment is old and outdated More modern play structures and a splash pad would be a huge asset for our youth
2022-09-19 08:07 p.m.
More opportunities for public feedback pertaining to programming at stockey centre and BOCC. Invest in the waterfront!
2022-09-19 07:45 p.m.
April is the best
2022-09-19 06:30 p.m.
Keep access to waterfront open to public
2022-09-19 06:15 p.m.
DRAFT - PARKS, RECREATION, AND CULTURE MASTER PLAN
145
Not particularly inviting for young families. It seems to be slowly getting better so that's promising. But there is lots of work to do still. The
waterfront and salt docks are still such wasted spaces. It's a shame and really just embarrassing to let those spaces go to waste as there are
currently.
2022-09-19 04:02 p.m.
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
1
To commission Facility Conditions Assessments every
3-5 years, by qualified engineers to assess and
project the capital lifecycle requirements of the
Bobby Orr Community Centre and the Charles W.
Stockey Centre for the Performing Arts and Bobby
Orr Hall of Fame over the future ten-year time
horizon.
$40,000 Consulting
Engineers
√
√
2
To develop a ten-year capital forecast as part of the
annual capital budget process, inclusive of the capital
requirements informed by the Facility Conditions
Assessment to ensure that capital funding is planned
and funded to ensure the facilities remain in good
working order.
Staff team
√
3
The Town should allocate sufficient resources to the
parks operation section to assume responsibility for
and maintain the Town standards for outdoor areas
at the Stockey Centre and Bobby Orr Hall of Fame.
Enhance Annual
Operating Budget
√
ongoing
ongoing
4
A) To monitor the results of the pro-rated formula-
based financial framework developed for the
West Parry Sound Recreation and Culture Centre.
B) Work with surrounding municipalities to use a
similar model based on lessons learned from the
WPSRCC contributory operating subsidy model
for the operation of high non-resident use of the
Bobby Orr Community Centre.
A. Staff Team
with WPSRCC
Board
representative
input.
B. Municipal
team led by
PS. (Continue
to track
residency for
BOCC use)
√
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
5
To acquire a parkland block of .25 hectares or greater
to serve as a neighbourhood park for new growth to
maintain the Town's current parkland supply of 3.28
hectares/1,000 residents.
Parkland Dedication
√
6
A) Town should monitor resident satisfaction
regarding the supply of parkland throughout the
term of the master plan (2032).
B) Continue to consult with the Town's Accessibility
Advisory Committee on recommendations to
improve access to current and future parks and
trails.
Staff led annual
survey tools
√
√
√
7
The Town should monitor playfield registration
numbers to ensure the existing supply of playfields
will remain adequate for the next ten years.
Staff
(Potential capital
budget impact)
ongoing
ongoing
ongoing
8
Resurface the tennis/pickleball and basketball/sport
court at the BOCC and revitalize the area ensuring
adequate shade, benches, waste receptacle, and
water fill station, while integrating the area to serve
as a "gateway area" to the Fitness Trail.
Approx. $250,000
initial; plus, annual
trail amenity
additions. (Consider
grant funding options
for funding)
√
9
The Town should consider planning for parkland
space to accommodate future pickleball/tennis court
and a future sport court beyond 2032.
Monitor
participation
numbers and
growth in
court sports /
monitor
trends.
√
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
10
The Town should explore opportunities to install play
structures in existing under-serviced neighborhoods.
This could include installations in existing parkland
areas or joint venture with a third-party service
provider (school, church, agency) with lands that
could accommodate a municipally funded play
structure.
Capital Budget
program: design and
features will define
budget. Consider
Outdoor gym
equipment in
revitalization
program.
√
√
√
11
A) Adopt a play structure revitalization program that
includes universal design standards to promote
accessibility, junior and senior play structure
components, age friendly design, outdoor fitness
equipment to create a multi-generational play
space. Include the phased program within annual
budgets and capital forecasts to ensure timely
and responsive revitalization.
B) Ensure that spray features are included in the
design of future revitalized play structures areas,
particularly in residential areas further from
Waubano Beach.
Staff team to create
long term program.
Engage
neighbourhood
residents to confirm
features desired / age
appropriateness.
Budget annually for
improvements. Work
with Accessibility
Committee.
√
√
√
12
A) Continue implementation of the 2015 Trails
Master Plan with an increased focus on
preserving public access to the Rugged Trail, and
linking existing and new public access points to
the Fitness Trail and the Rugged Trail.
Staff team (planning
and public works).
√
√
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
B) Solicit more public input regarding expectations
for winter use of the Fitness Trail, levels of service
for maintenance and opportunities to continue to
maximize safe access for all users.
Work with
Snowmobile Club
(OFSC)
13
Allocate additional staff resources or contract
services to maintain the outdoor ice operations and
maintenance at Kinsmen Park and new trails within
the trails network.
1 FTE or Contract
(Outdoor and
Kinsmen)
√
Increase
maintenance
complement
as new trail
sections
added.
14
That the Municipality commission a facility
conditions assessment on its parks, trails, waterfront,
and open space assets that will serve to inform the
repair and lifecycle needs and associated costs for
each outdoor facility/amenity. That the resulting 10-
year cost schedule be included in the Municipality's
10-year parks and open space capital budget and
forecast.
Consultant
$75,000
√
Ongoing Capital
budget impact
15
Develop a park design standard document that
considers public washrooms, bench seating, shade
structures, water fill stations, universal (accessible)
and age-friendly design, as well as linkages to all
season trails.
Parks planning staff;
contract services to
develop Standards
Document $50,000
√
16
Develop maintenance, landscaping, and horticulture
standards for the Town Park system
and facility exteriors and build-up the necessary
staffing and equipment resources to achieve such
standards.
Parks planning
staff/contract. Work
with Horticultural
Society, Tower Hill
volunteers and the
√
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
Waterfront
Committee.
17
Continue to support volunteer led gardens and
horticulture initiatives and develop standards of
support while encouraging new volunteer led
opportunities.
Staff
√
√
√
18
A) Enhance the Town's role in promoting, recruiting,
and incenting community and business leaders to
provide new and emerging leisure activities in
Town facilities for all age groups.
B) Implement a quarterly "call for service providers"
to promote seasonal program opportunities.
C) Continue to explore opportunities to combine
resources more officially between staff in Parks
and Recreation and staff in the Stockey Centre to
maximize skills, continue to create efficiencies
and take advantage of all opportunities to reach
the residents of Parry Sound in being the
beneficiaries of these programs and events.
Staff. Work with BIA
and Chamber of
Commerce, District
School Boards, Public
Health and other
potential partners.
Staff
Staff team (BOCC and
Stockey Centre).
√
√
19
Continue to offer a low to no cost liability insurance
program for approved third-party service providers
subject to a risk assessment and compliance with
Town safety standards. Ensure proactive
communication and strive to simplify the process so
Staff (enhance
community awareness
around this program)
√
ongoing
ongoing
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
community groups and organizations are informed of
their liabilities and take full advantage of this
program.
20
Introduce a dedicated webpage on the Town's
website that provides program and event
information from community service providers and
proactively engage service providers to include their
information in this centralized location.
Staff team (Ensure
user-friendly and
involve youth in the
development of
possible App)
√
Monitor usage
/ public
satisfaction
21
Offer new and emerging programs directly to
illustrate their degree of sustainability to potential
third-party service providers.
Staff development
and promotion. User
Fee review.
√
Monitor and
adjust
Monitor and
adjust
22
Grow the Town's service and programming initiatives
based on existing provincial and national standards
for "Youth Friendly" and "Age Friendly" designations,
achieving "HIGH FIVE" registration and/or
accreditation, aligning with the Life Saving Society for
Aquatics as well as the Framework for Recreation in
Canada.
Staff
√
23
A) Continue working with school personnel to
maximize access to school space and work on a
model that groups can use facilities during the
weeknights and on weekends.
B) Update School Board agreements for community
access to schools by taking control of bookings
Monday - Friday and weekends. Work with two
Staff. Develop ongoing
relationship with
District School Board
and/or individual
Principals to develop a
streamlined process
that maximizes public
access. (process
should promote a
√
ongoing
ongoing
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
time slots 6:00-7:30 and 7:30-9:00 or 6:00-8:00
pm and 8:00-10:00 pm.
streamlined public
access approach).
24
Continue with implementation of the previously
acquired software that can collect and track all
utilization and residency data for all activities
(permitted, registered and drop-in). Ensure data
covers all four seasons of use and is tracked in a
manner that permits quarter over quarter and year
over year comparisons.
Staff team (include IT).
Assess data regularly
to inform facility
utilization and future
need.
Monitor
annually
Monitor
annually
Monitor
annually
25
Ensure that building rentals and ice rentals are at a
competitive rate and track utilization, revenues as a
% of expenditures and opportunity to build
additional revenue streams. Ensure program
convenors that organize drop-in activities within the
BOCC (shuffleboard and pickleball) collect fees and
track usage data.
Staff (include
Finance). Work with
volunteer convenors
to track data. Assess
revenue trends
annually.
√
26
Dedicate time within a current staff portfolio to
consider new revenue generation opportunities for
Culture, Parks, and Recreation. These can include
expanded sponsorship and naming rights, signage
programs, "adopt-a-facility/park/trail" programs,
enhanced concession and vending services, theatre
seat sales, advertising rights, other.
Staff
√
27
Develop an Affordable Access Policy. Work with local
service clubs and philanthropic organizations to
source other ways to provide financial support to
Staff
√
√
Align
with
#
RECOMMENDATION
FINANCIAL
2023 - 2025
2026 - 2028
2029 - 2032
those in need of subsidy. Consider establishing a
Municipal fund to support families needing financial
assistance to ensure that individuals and families
continue to participate and stay active. Consider
working in conjunction with the Board of the
WPSRCC to ensure that the policies for affordable
access are aligned.
(Potential annual
operating budget
impact if Municipal
support enhanced)
Board
of
WPSRCC
28
Provide regular public updates to share information
about the cost to maintain public assets. This can be
using a simple "pie chart" type visual at budget time,
regular messaging using existing and proposed media
outlets, reporting to Council during budget
deliberations on proposed capital investments, and
in sharing comparison data outlining staff ratios for
facilities maintained (square footage), km of parks
and trails maintained.
Staff (with Finance)
(Annual presentation
can be used to
support a request for
an increase in staffing
/ operational needs to
align with new indoor
and outdoor
infrastructure).
√
ongoing
29
The Town should allocate additional resources to
ensure that they offer regular and topical program
and event promotions through Facebook, Twitter,
and Instagram, and continually use their on-line
presence to solicit direct feedback from users.
Staff team. (Assess
how community uses
different options to
access information
and adjust
accordingly)
√
√
√
30
Continue to assess the best operating model to
deliver the growing community interest in parks,
recreation, and cultural services.
Staff
√