Town of Tillsonburg Draft Parks and Recreation Master Plan
June 2024
Prepared by thinc design in association with Mehak, Kelly & Associates and Oraclepoll Research Ltd. for the Town of Tillsonburg June 2024
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
Land Acknowledgment
The Town of Tillsonburg acknowledges that the land upon which it is located is the traditional territory of the Anishinaabek (Ah-nish-in-a-bek), Haudenosaunee (Ho-den-no-show-nee) and Attawandaron (Add-a-won- da-run) peoples, showing respect for the long-standing relationships that Indigenous Nations have to this land, as they are the original caretakers.
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
Table of Contents
Land Acknowledgment
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1.0 Introduction
1 1 4 4 4 5 6 9 9
1.1 Project Overview 1.2 Community Context
1.2.1 Current Demographic Profile 1.2.2 Projected Population
1.2.3 Age Distribution
1.2.4 Geographic Context and Growth
2.0 Programming and Events
2.1 Introduction & Assessment Background
2.1.1 What We Heard
12 16 16 26 32 37 37 38 40 43 45 47 53 56 64
2.2 Program Assessments and Recommendations 2.2.1 General Program Recommendations
2.2.2 Age Specific Program Needs 2.2.3 Outdoor Recreation
3.0 Recreation Facilities
3.1 Introduction & Assessment Background
3.1.1 What We Heard
3.1.2 Assessment Considerations
3.2 Indoor Facilities Assessment
3.2.1 Ice Pads
3.2.2 Other Community Centre Components 3.2.3 Arts, Culture and Heritage
3.3 Outdoor Facilities Assessment
3.4 Strategic Approach to Facility Provision
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4.0 Parks, Cemetery, and Trails
71 71 71 74 76 76 83 87
4.1 Introduction & Assessment Background
4.1.1 Overview of Supply 4.1.2 What We Heard
4.2 General Recommendations
4.2.1 Accessibility, Safety, Comfort and Usability
4.2.2 Provision and Access
4.3 Site-Specific Recommendations
4.3.1 Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette 87 4.3.2 Community Centre Hub: Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, Rotary Park 88 4.3.4 Coronation Park 93 4.4 Trail Recommendations 95 4.4.1 What We Heard 95 4.4.2 New Trail Segments 98 4.5 Tillsonburg Cemetery 101 4.5.1 What We Heard 101 5.0 Service Delivery 105 5.1 Introduction & Assessment Background 105 5.1.1 What We Heard 106 5.2 Role of the Municipality in Service Delivery 107 5.3 Recreation, Culture and Parks Department and Committees of Council 109 5.3.1 Recreation, Culture and Parks Department Staffing 109 5.3.2 Advisory Committees of Council 112 5.4 Collaborations and Agreements 115 5.5 Policy Requirements 117 5.5.1 Service Pricing, Affordable Access and Inclusion 117 5.6 Revenue Generating Programs 124
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
5.7 Service Planning and Evaluation 5.7.1 Process and Information Requirements 5.7.2 Incorporating Data in Services Planning 5.7.3 Engaging Other Service Providers 5.8 Marketing, Communications and Promotion
128 128 131 132 134 137 137 141
6.0 Implementation
6.1 Implementation Considerations
6.2 Implementation Strategy
Appendix A: Facilities Ice Schedule and Use
155
Appendix B: Parks & Trail Inventory
162
Appendix C: Departmental Organizational Chart
170
Appendix D: Revenue Generating Tools and Initiatives for Parks and Recreation
172
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List of Figures
Figure 1-1: Project timeline
2 3 5 6
Figure 1-2: Consultation activities and surveyed audiences
Figure 1-3: Population age distribution in Tillsonburg, Oxford County, and Ontario, 2021
Figure 1-4: Tillsonburg and surrounding areas
Figure 1-5: Tillsonburg land use and projected residential growth areas (Town of Tillsonburg, 2023)
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Figure 2-1: Diagram of a volunteer management cycle
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Figure 2-2: Image of artist Janet Macpherson painting Keddy Access Trail Figure 2-3: iPaddle Port is one example of a self-serve kayak rental product
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Figure 3-1: Crow’s Theatre, Toronto 51 Figure 4-1: Diagram of canopy shade from under cover: guidelines for shade planning and design 77 Figure 4-2: Map of Tillsonburg showing the 400m and 800m radii around each park, and areas of future residential growth 86 Figure 4-3: Current layout of Community Centre hub site 89 Figure 4-4: Map of existing trails in Tillsonburg 99 Figure 4-6: Map of existing cemeteries in Tillsonburg 102 Figure 5-1: Planning and evaluation process 128 Figure C-1: Departmental organizational chart 171
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List of Tables Table 1-1: Tillsonburg socio-demographic highlights
4 4
Table 1-2: Town of Tillsonburg and Oxford County population projections from 2024-2034
Table 2-1: Sample of programs provided by the Town of Tillsonburg Table 2-2: Sample of programs provided by local organizations Table 2-3: Interest in programs and activities by age group Table 2-4: Age groups supported by user group programs and events
11 11 12 13 43 45 56 62 66 68 72 73 73 83 88
Table 3-1: Indoor facilities, use levels and upgrades
Table 3-2: Summary of ice users responses to master plan survey
Table 3-3: Town of Tillsonburg ball diamonds
Table 3-4: Town of Tillsonburg tennis and pickleball courts
Table 3-5: High level directions for indoor facility changes and additions Table 3-6: Summary of outdoor facility supply and provision directions
Table 4-1: Total number of park amenities for casual use
Table 4-2: Parkland provision in Tillsonburg and comparable municipalities Table 4-3: Current service levels for outdoor facilities in Tillsonburg and comparable municipalities
Table 4-4: Updated Tillsonburg parkland classification system
Table 4-5: Summary of Facilities and Amenities at the Community Centre Hub Table 5-1: General model of recreation service delivery Table 5-2: Tillsonburg committee mandate and structure summary Table 5-2 Continued: Tillsonburg committee mandate and structure summary Table 5-3: Characteristics of agreements supporting collaboration Table 5-4: Proposed and existing Town parks, culture and recreation policies
107 112 113 116 117 119 130 134 141 156 157 158 159 163 166
Table 5-5: Example of service pricing categories
Table 5-6: Services planning information requirements and application Table 5-7: Use of information sources about recreation services
Table 6-1: Summary of Implementation Costs Table A-1: Community arena ice schedule Table A-2: Memorial arena ice schedule
Table A-3: Memorial arena ice schedule (prime time use)
Table A-4: 2023 Peak Ball Diamond Schedule
Table B-1: Inventory of Town parks Table B-2: Inventory of Town trails
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1.0 Introduction 1.1 Project Overview
This Parks and Recreation Master Plan (herein referred to as ‘The Plan’) has been prepared to guide the provision of parks, cemetery and recreation services over the next 10 years (2024 - 2034). The Plan should be viewed as a living document to be updated and adjusted through the annual budget planning process. This Plan provides a road map, identifying needs and priorities, and suggested implementation timing of recommendations, however, they may be advanced, delayed or amended to respond
to changing circumstances, and some initiatives will require additional community consultation to arrive at detailed plans and designs. Council, in consultation with municipal staff, will determine when and how initiatives are actually implemented (e.g., specific type/number of amenities). The development of the Parks and Recreation Master Plan is a multi-phased project that began in Summer 2023, and is planned to conclude in Spring 2024 (see Figure 1-1).
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
Phases one and two focused on establishing the current context and undertaking extensive community consultation (Figure 1-2). In Phase three, the team conducted needs assessments using a broad data set including the feedback from Council, staff, residents and community organizations; facility use and program participation data; review of related plans and studies; recreation trends; Town capital plans and budgets; future growth and development; and related/concurrent projects and initiatives. In the final phase (Phase 4), the draft underwent multiple rounds of revisions with contributions from Council, Committees, and staff. The final draft will be shared with the public, and feedback received will be discussed and incorporated as appropriate before the Plan is finalized.
PHASE 1
JUNE-JULY 2023
Preliminary Review and Consultations
PHASE 2
JULY-SEPTEMBER 2023
Community Consultation and Gap Analysis
Created by Jesus Puertas from the Noun Project
PHASE 3
SEPTEMBER -NOVEMBER 2023
Assessment & Draft Recommendations
Created by HAZHA from the Noun Project
PHASE 4
DECEMBER 2023 - JUNE 2024
Final Report
Created by Suci Cahyani from the Noun Project
Figure 1-1: Project timeline
Parks and Recreation Master Plan Online Survey:
• 384 engaged visitors and completed surveys
Random Household Telephone Survey:
• 300 households
SURVEYS
User Group Survey:
• 19 user groups surveyed
Interviews with Municipal Staff & Council: Created by Larea from the Noun Project • 16 interviews conducted
Community Stakeholders Interviews:
• 6 interviews conducted, • 12 stakeholders participated
INTERVIEWS Created by Andri The Blue from the Noun Project
Open House: • Approximately 40 open house attendees, • 35 in-person survey responses
Parks, Beautification and Cemeteries Advisory Committee and Recreation & Sports Advisory Committee:
OPEN HOUSE Created by arejoenah from the Noun Project
• Group discussion informing the SWOTA analysis
Figure 1-2: Consultation activities and surveyed audiences
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
1.2 Community Context
1.2.1 Current Demographic Profile
1.2.2 Projected Population
The Town has recently prepared population estimates, and these are the figures we will use in The Plan, including a current (2024) population of 19,503. The median household income in Tillsonburg is $73,500, which is just slightly less than the median household income in Oxford County ($76,500) (Canada Census 2021). The immigrant population in Tillsonburg was 12% in 2021, similar to that of the County as a whole, which was 11.3% (Canada Census 2021 Table 1-1).
Table 1-2 illustrates the current and projected populations for the Town of Tillsonburg and Oxford County from 2024 to 2034. According to these figures, the Town of Tillsonburg is projected to grow by 8,011 residents over the next 10 years, representing a growth of 41% from the current population. Comparatively, the population of Oxford County is projected to grow by 115,535 (12%) during the same period (Phase One Comprehensive Review, Oxford County, 2020, Hemson Consulting Ltd).
Table 1-1: Tillsonburg socio-demographic highlights
Table 1-2: Town of Tillsonburg and Oxford County population projections from 2024-2034
2024 Population
19,503
Year 2024 2029 2034
Tillsonburg Oxford County
Land Area
22.2 km 2
19,503 25,463 27,514
129,272 137,332 145,262
Population Density Per Square Kilometer
913.2
Median Total Income of Households 2020
$73,500
Immigrant Population (2021)
2,295 (12%)
Sources: Tillsonburg estimates were provided by the Town of Tillsonburg. Oxford County estimates were calculated by multiplying Ontario’s average household size of 2.6 with the household forecasts from the Phase One Comprehensive Review, Oxford County Report by Hemson Consulting Ltd.
Source: Canada Census 2021, with the exception of the 2024 population, which was calculated by the Town of Tillsonburg.
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
1.2.3 Age Distribution
Figure 1-3 illustrates the population age distribution for the Town of Tillsonburg, Oxford County, and Ontario in 2021. The Town of Tillsonburg has a large concentration of seniors (ages 75+), relative to Oxford County and the Province of Ontario. Additionally, Tillsonburg has a large adult population (20-49 years), which is similarly reflected in Oxford County. Tillsonburg and Oxford County have significantly less youth (15 – 19) than the Ontario average. In all, the data supports the anecdotal observations we heard during consultations that Tillsonburg has received many young families in recent years and has a large senior population.
The age distribution of the County will remain relatively stable over the next 10 years with a slight increase in the proportion over 75 years of age, and slight decreases in the proportion of those aged 50 – 64 (Ontario Population Projections Update, 2019-2049). Population projections by age were not available for Tillsonburg, but it is assumed it will trend similarly.
Figure 1-3: Population age distribution in Tillsonburg, Oxford County, and Ontario, 2021 Source: 2021 Canadian Census
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
1.2.4 Geographic Context and Growth
Tillsonburg is a geographically small town (22 square kilometers), with a population density of 913.2 people per square kilometer, surrounded by rural municipalities (Figure 1-4). The nearest population centre to Tillsonburg is Ingersoll, 25 minutes to the north. To the south are rural municipalities, and as such many people from these areas likely come to Tillsonburg for services.
The Town has varied land uses, with large areas dedicated to residential and industrial (particularly at the south end of Town). It also has a fairly well developed green space system, connected by waterways and trails. Figure 1-5 illustrates these land uses, along with areas expected to see the most residential growth in the coming years, all of which are on the periphery of the Town’s border.
Community Context Map
Town of Ingersoll
Township of Norwich
Township of South-West Oxford
Tillsonburg
Town of Aylmer
Norfolk County
Elgin County
N
km
0
5
10
Figure 1-4: Tillsonburg and surrounding areas
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
Figure 1-5: Tillsonburg land use and projected residential growth areas (Town of Tillsonburg, 2023)
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2.0 Programming and Events 2.1 Introduction & Assessment Background
Balancing the supply and demand of recreation programs, activities and events is a key contributor to supporting the long- term health, well-being, and quality of life for all communities. Among all age groups, programs and events can be effective tools that help to foster social cohesion and a sense of belonging.
An adaptive and responsive approach to developing recreation programs that reflect the interests and needs of communities can generate more participation locally, and contribute to the increased use of existing assets.
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The public engagement phase of this project revealed important insight into the current supply and availability of programs, program use patterns, and new program demands and trends. The current supply of Town-led recreation programs and events includes a range of sports, arts, community, education and training programs. However, among these program types, the Town of Tillsonburg primarily offers sports-based and active programs. These programs are primarily facilitated through the Tillsonburg Community Centre, which acts as a key community hub for residents. A sample of programs offered by the Town is listed in Table 2-1. Local community non-profits, associations and clubs are also key contributors to the supply of programs and events in the Town of Tillsonburg. Table 2-2 provides a sample of programs and events provided by local organizations. The following section provides an overview of what we heard during the public consultation process in relation to recreation programs and events. Detailed results from the consultation process conducted during Phase 2 of this project are further described in the Consultation Summary Report.
Table 2-1: Sample of programs provided by the Town of Tillsonburg
Type of Program
Sample of Programs Provided
Sample of Facilities Used
• youth/senior camp • winter/summer camps • basketball/triathlon camp • museum
Camps & PA Days
Lions Den, Lions Auditorium
• aquafit • swimmer 1-9 • lane swim • pickleball • tennis • health club
Lake Lisgar Water Park, Tillsonburg Community Centre Pool
Water Fitness & Leisure
Sports and Fitness
Health Club, Lions Auditorium
• beginner cooking • construction • coding
Speciality Classes
Lions Den, Marwood Lounge
Table 2-2: Sample of programs provided by local organizations
Type of Program
Sample of Programs Provided
Sample of Facilities Used
• initiation program (IP), U9, U11, U13, U 15, U18, • tournaments
Colin Campbell Community Rink, Memorial Rink
Tillsonburg Minor Hockey
• youth house league • Friday night adult recreation league
Tillsonburg Soccer Club
Tillsonburg Soccer Park
• zumba • arts and crafts • bingo
Tillsonburg Seniors Centre
Tillsonburg Senior Centre
• beginner pottery • black background drawing
Tillsonburg Station Arts Centre
Station Arts Centre
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
2.1.1 What We Heard
Random Telephone Resident Survey
Table 2-3: Interest in programs and activities by age group
According to the results of the random telephone resident survey, 79% (or 238 residents) indicated that they do not think there are additional recreation programs and activities needed in Tillsonburg. However, of those who do think that additional recreation programs and activities (21% or 62 respondents) are needed, respondents identified the following sport and non-active related programs of interest:
Active Sport/ Fitness
Non-Sport Recreation Both
0-4 Years 5-12 Years 13-19 Years 20-34 Years 35-54 Years 55-64 Years 65-74 Years 75 Years +
3%
3% 5% 6% 15% 8% 13% 3% 8% 11% 7% 18% 5% 11% 3%
11% 13%
3% 5% 5% 1%
• Group fitness classes (29%) • Outdoor court sports (26%) • Trail activities (24%) • Performing Arts (18%) • Camps (16%) • After School Programs (16%)
-
10%
-
Online Resident Survey
Respondents to the online survey are self- selected, and may include responses from individuals with a range of interests in parks and recreation in the Town of Tillsonburg. Online survey respondents (384 responses) were first asked to indicate their level of satisfaction with all service areas (parks/ trails, facilities, and programs). A majority of respondents indicated that they feel neutral among all service areas. However, when comparing all three service areas, the availability of programs, activities and events ranked second (30.2% or 116 respondents). Additionally, when asked what their top priorities are for improvements and expansion among all three service areas, respondents indicated the least interest in programs, activities and events (19.53% or 75 respondents).
As highlighted in Table 2-3, survey respondents expressed interest in programs and activities for multiple age groups. For example, among all age groups respondents indicated interest in both active sport and non-sport related recreation activities for youth ages 5-12 years (15%), teens 13-19 years (13%). However, interest in non-sport recreation activities were higher among adults and seniors ages 35+. Finally, when asked what factors prevent respondents from participating in recreation programs/activities, 45% of respondents indicated “there is nothing that prevents us from participating”.
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Finally, when asked to indicate how residents prefer to participate in recreation, the top four responses included: using trails (67.91%), Self-directed sports/physical activity (e.g. cycling, running/walking, swimming, etc.) (65.8%), organized sports (51.9%), and social activities (41.4%).
1 respondent), tennis/pickleball (5.9% or 1 respondent), figure skating (5.9% or 1 respondent), and trail programs (5.9% or 1 respondent). Programs not offered by any user groups include ball hockey, performing arts, volleyball/badminton. Other programs offered by user groups also include ringette, learn to skate, blood donation events, horticultural and community gardens. Among sixteen respondents, twelve user groups identified that they have been experiencing growth in levels of program participation/members or attendance at their events. When asked to identify the anticipated growth levels of their groups participation or event attendance in the next 5-10 years: 50% (5 respondents) of user groups anticipate growth of between 5.1%-10%; 20% (2 respondents) of user groups anticipate a growth of between
User Group Survey & Stakeholder Interviews
Facility and park user groups that offer programs and events in the Town of Tillsonburg were also invited to participate in a survey to better understand their programming focus, facility needs, and anticipated future growth. A total of 19 user groups responded to the survey, Only 26.3% (or 5 user groups) indicated that they primarily serve all age groups/ families. However, more than half (57.9% or 11 respondents) indicated that they primarily serve teens ages 13-19 years, followed by adults 45-54 (47.3% or 9 user groups). Among all user groups, the least served age groups are children ages 0-4 years (26.3% or 2 user groups), and adults ages 75+ (21.0% or 4 user groups) (see Table 2-4). Among the 19 respondents, the most common types of programs and activities that user groups offer include: clubs/ social (29% or 5 respondents), hockey (29% or 5 respondents), and fitness/wellness programs (2.5% or 4 respondents). The least common type of program offered by user groups include softball (5.9% or 1 respondent), seniors programs (5.9% or
Table 2-4: Age groups supported by user group programs and events
%
All Age Groups/Families
26.3% 10.5% 36.8% 57.8% 36.8% 36.8% 47.3% 36.8% 36.8% 21.0%
Children 0-4 Years Children 5-12 Years Teens 13-19 Years
Young Adults 20-34 Years
Adults 35-44 Years Adults 45-54 Years Adults 55-64 Years Adults 65-74 Years
Adults 75+
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5.1%-20%; and 30% (3 respondents) of user groups anticipate a growth of over 25%. When asked to indicate the key factors contributing to stable or changing participation/attendance levels over the next 5 years, respondents indicated: • “increasing interest in our program/ event focus” • “population growth in the age groups we serve” • “our programs are socially interactive/ fun” Stakeholders were also invited to participate in interviews to further contribute feedback to the Parks and Recreation Master Plan. This forum encouraged attendees to expand on their feedback included in the user group surveys and discuss future opportunities. A range of feedback relating to programs and events was expressed, including: • Limited parking identified as a challenge to running events, especially when different sports are happening in the same time and vicinity • Teenager to 25 years old age groups identified as challenging demographics to engage in programs and activities • Basketball programs identified as a gap in current program offerings • Growing interest in tech programs, could be facilitated by the Library
• Limited ice space and indoor recreation space identified as a primary challenge for supporting growth active/ sport and non-sport related recreation • Limited recreation and sports-related opportunities for adults 20-30 years old • Some interest in growing more passive, multi-generational programs and activities for the Tillsonburg community
Town Council and Staff Interviews
Interviews with Town Council and staff were also conducted to provide further depth on current and future delivery of Tillsonburg’s programs and event offerings. A number of overarching programming goals were identified, and include providing more programs and events for families encouraging multi-generational interaction, continuing to foster positive and productive relationships with community organizations and businesses that contribute to parks and recreation, and advancing equitable and inclusive programming for persons with disabilities and seniors. A series of challenges impacting programming in Tillsonburg were also identified, including: • Challenges with availability of program instructors (hiring and retaining trained staff, e.g. lifeguards, camp counsellors) which directly impacts the ability to increase programming capacity
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• Challenges with maintaining and keeping equipment in working condition • Dependence on school gymnasiums puts programs at potential risk if availability changes/is reduced
Open House
The Tillsonburg community were also invited to participate in a community open house to learn more about the Parks and Recreation Master Plan. Attendees were encouraged to expand on their interests and feedback relating to the programs and events in the Town. Additional insights from the open house highlighted: • Strong interest in increasing program capacity to accommodate high demand (especially for youth programs like camps) • Interest in making programs available in early evening for adult programs and weekend times for kids and preschool programs • Recognition of the role programs and events have in supporting and building healthy communities. Interest in more opportunities for community building and engaging vulnerable communities (e.g. seniors)
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2.2 Program Assessments and Recommendations
Within the context of Tillsonburg, the public consultation process revealed that there is a growing demand for increased capacity in existing programs, modest demand for expanded recreation opportunities, desire for more opportunities for multi- generational programs and events, and interest in using existing natural assets (e.g. trails and Lake Lisgar) for recreation activities. Moreover, as detailed in Section 1.0, the population of Tillsonburg is projected to increase by 41% (or 8,011 residents) in the next ten-year period. In consideration of this, it is important for the Town of Tillsonburg to not only enhance existing program offerings, but to also develop a strategic approach to program planning that works to fill service gaps and prepares for future program growth and expansion.
planning can also help to understand residents’ areas of interest, identify local partners, offer an approach to ‘piloting’ new programs, understand the needs associated with offering programs (e.g., equipment, specialty program facilitators), tracking participation rates, and evaluating participant feedback. In recent years, the Town of Tillsonburg has issued the Tillsonburg Recreation Survey (2022) which sought to collect general feedback relating to program and event offerings, general community recreation interests, and accessibility of event and program information. In addition to this, the Town should consider issuing and collecting program evaluations from participants after programs to further identify potential improvements for specific programs/ activities. Ongoing service monitoring and evaluation will inform planning to address needs as they evolve and to gauge the success of programs, events, and services after-the-fact. Program and event participation information should be collected and tracked over time. As appropriate to the intended outcomes of individual programs/events, variables such as registration, attendance, program completion, age(s) of participants and location of residence, resident/non-resident participants, etc., should be documented and used for planning/designing services and to identify trends over time.
2.2.1 General Program Recommendations
Program Planning: Program Tracking and Evaluation
As program interests and trends change, engaging in a cyclical program planning process can be a valuable strategy to help guide future program development and growth. The primary goal of planning, monitoring and evaluating programs is to contribute to informed decision-making that works to distinguish between community ‘needs’ and ‘wants’, respond to ‘needs’ in the most judicious way, and to monitor the efficacy of the response. Program
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Parks and Recreation Ontario’s Manual entitled Measuring Customer Value and Satisfaction for Parks and Recreation is a practical guide to supporting service evaluation work. As noted in the Manual, it is “intended to enable providers of parks and recreation to easily and consistently assess customer value and related issues. [It] includes a common set of core questions and an enhanced set of questions that can be used by providers to evaluate the effectiveness of their programs and services, as well as advice on approaches to administering surveys” (p. 1). The manual also includes a draft program survey that can be adapted and modified. Program evaluations can also help the Town to better understand accessibility (in terms of facilities, programs, equipment etc.) and equipment needs (quantity and state of repair, etc.). This will help to ensure that those interested in participating in recreation programs/activities are not denied participation due to broken or damaged equipment, especially for popular programs such as aquafit programs. Effective program evaluation can also help to inform the Town Strategic Asset Management Policy, which should include a comprehensive inventory of all equipment, condition of assets, ownership of assets (user group owned vs. Town owned), and recommended maintenance schedule. The ability to evaluate progress will require annual targets that can be measured. For example, a program objective for an upcoming budget year may be to introduce four new programs in areas of particular
interest emerging from the Master Plan’s consultation. As is the case now, each new program is essentially a pilot designed to optimize participation and should be evaluated upon completion to determine future options to continue - with any required adjustments - or discontinue. The results of each year’s programming would provide the basis for reporting on outcomes and planning for the upcoming year. Recommendations
PE 1. Continue to conduct recreation program evaluation procedures to document and track participant feedback. Continue to widely promote survey to the community through various channels and broaden accessibility of survey for diverse audiences. PE 2. Following the Town’s Strategic Asset Management Policy, the
Town should develop a strategy to track equipment used for programs in order to clarify equipment ownership, condition, repair needs, and maintenance schedule.
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Short Duration Programming
Short-duration programming (e.g., workshops, lesson series) is an effective way to help ensure resources are dedicated to activities where there is interest, uptake, and success in the Town. This model of programming allows community members to explore different topics; for some, it could be the first step to engaging in an activity that captures their interest. It is ideal for learning new skills and is appealing to many adults, as an ongoing commitment is not required upfront. In addition, this approach makes use of local knowledge and skills and is an opportunity for local artists, artisans, teachers, and experts to increase their exposure, share their knowledge, build awareness of their skills, and serve a broader market. By testing out new programs using a “try it” model, the Town can also gauge community interests in particular areas before dedicating greater resources to long-term programming. Moreover, this model can be used to better understand the optimal times to offer programming outside of conventional operating hours. If a short-duration program is successful and participants want to engage further, the Town can then explore opportunities for extending the program offered in the longer- term. For example, a short term food based program that utilizes the kitchen located in the Tillsonburg Community Centre can support all-ages and intergenerational non-sport related program interests. These small-scale workshops/activity series can be led by teachers, leaders, and artists in the community (e.g., music lessons,
painting classes, drama/improv group) and/ or in partnership with other community organizations. Key considerations to determine if a program should be provided include community interest (i.e., how many people participated or indicated a desire to participate in that program topic and time of day) and capacity (e.g., availability and expertise of instructors, availability of Town facilities). Some examples of programs that could fit well within this model as shared by residents through the public consultation process include tie dye programs and DIY canning and food preservation. Recommendation
PE 3. Continue to implement pilot
programs to assess long-term program interests, and explore alternative programming models (e.g. short-duration) programming). Programs can include both active and non-sports related programs (e.g. culinary courses, adult crafting, photography, youth coding, adult trail walking groups).
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Accessible and Adapted Programs
“Removing the barriers faced by individuals with a variety of disabilities (including, but not limited to: physical, sensory, cognitive, learning, mental health) and the various barriers (including attitudinal and systemic) that impede an individual’s ability to participate in social, cultural, political, and economic life. Disabilities can be temporary or permanent. As we age our abilities change and therefore an accessible society is one designed to include everybody; both people with disabilities and people who self identify as non-disabled.” 1
While certain aspects of accessibility are legislated and are often associated with facility design consideration, opportunities to exceed minimum standards should be pursued wherever feasible. The goal of advocating and legislating measures to ensure accessibility and inclusion is to make it the social norm by proactively integrating accessibility considerations in all aspects of parks and recreation services, which includes how programs and events are offered to participants. Supporting accessibility means:
1 City for All Women Initiative. (2015).
Advancing Equity and Inclusion. A Guide for Municipalities. Ottawa. p. 17.
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Due to the cyclical nature of program planning, there are more opportunities to preemptively prioritize the accessibility, inclusivity, and adaptive nature of programs. Additionally, as the Town of Tillsonburg continues to grow and welcome diverse communities, all community members of racial, ethnic backgrounds, and faiths should be acknowledged and made to feel welcome in/at programs and events. The Town can do this by, for example, trying to ensure that advertising and communications reaches these groups, advertising features a diversity of people that, Town recreation staff reflects the diversity of the community, and through staff training.
reciprocal relationship between prospective volunteer bases and organizations to build a culture of volunteerism. Volunteer management strategies can be used as tools to help formalize volunteer engagement practices that may be traditionally more informal. As described by the Citizen Information Board (based in the United Kingdom) 2 , sustainable and successful volunteer management strategies also require the organization (including municipalities) to reflect on key questions that inform and influence the volunteer’s experience.
For example, questions can include:
Volunteer Management: Recruitment, Retention & Recognition
2 Managing Volunteers: A Good Practice Guide. Citizen Information Board, 2008. p. 19 https:// www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf 3 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p. 19 • “Why [do] you have volunteers? • What is their role? • What limits, if any, are there to the range of activities volunteers get involved in? • What can you offer volunteers?” 3 Reflecting on these key components will also support a more strategic approach to recruiting and retaining volunteers. Attracting volunteers requires organizations to consider how they are perceived by the public and how the organization can highlight the positive aspects of
The public consultation process highlighted the strong culture of volunteerism in Tillsonburg, which is valued throughout the community. Although some groups reported having great success enlisting volunteers, others have reported having difficulty engaging volunteers. Encouraging and maintaining this culture should be a priority within the community, as similar trends are not reflected in other cities across Canada. In fact, many communities have experienced a decline in volunteerism, especially since the impact of COVID-19. Although the causes of this decline are multifaceted, developing strategic approaches to combat this decline is beneficial for organizations of any size and scale. Volunteer management strategies can help to support a more
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
volunteering with them. 4 For example, by understanding what motivates volunteers, organizations may strategically offer some benefits (e.g., certifications, education credits, skills development) that may appeal to a wider audience. Volunteer recruitment campaigns can also occur on an ongoing or per project basis.
Some strategies noted by the Citizen Information Board include:
4 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p.35 5 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p.36 of their work is essential. The Citizen Information Board highlights that the resources provided to volunteers will largely performing their role, providing feedback on their experience, and acknowledgment • “Word of mouth - let the team and board know what opportunities are available • Print eye catching leaflets and posters • Attend promotional events • Have a stand in the local shopping centre or library • Invite people to an information meeting • Give talks to target groups” 5 A key aspect of retaining volunteers also includes ensuring that volunteers feel supported. Developing a system in which volunteers can have a seamless experience onboarding and beginning their role,
volunteer ideas and engaging volunteers in long range events or programs where interest is expressed. Volunteer Management Cycle The Citizen Information Board (UK) provides a useful overview of the key aspects of volunteer recruitment, management, policies, and procedures, and offers a useful chart diagram 8 (Figure 2-1) illustrating a volunteer management cycle that is broadly relevant to various organizations’ structure or size.
vary by each volunteer 6 , and that “support and supervision are about enabling the volunteers to do the job to the best of their ability and to the satisfaction of the organization. It’s also about saying thanks.”
This can involve:
• “Agree[ing] to meet the volunteer shortly after they start volunteering to review how things are going. Exchange feedback and clarify what, if any, issues arise • Decide what support and supervision each role or volunteer requires • Prepare properly by finding out what the volunteer has been doing, acknowledge specific work that they have done and get feedback on the training they attended, and • Have an open door policy for volunteers to talk to you at other times” 7 Additionally, acknowledging the contributions of volunteers should be encouraged. This allows for volunteers to feel appreciated for their work and can help to establish important foundations for recurring volunteer participation. Methods can range from holding volunteer appreciation events, taking action on
6 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p.51 7 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p. 52
8 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p. 13
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
RECOGNITION
PLANNING
VOLUNTEER MANAGEMENT CYCLE
REVIEW
RECRUITMENT
SUPERVISION AND EVALUATION
INDUCTION AND TRAINING
Figure 2-1: Diagram of a volunteer management cycle 1
1 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf, p 13
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
Reaching New Residents
Currently, the Town issues a Recreation Guide seasonally which compiles information on recreation programs, activities, classes and community events. In addition to listing the available programs and events, the guide details the available options for financial assistance to access recreation programs, space rental information, and customer service information. As the Tillsonburg community continues to grow over the next ten years, the Town should work to develop a strategy to grow awareness of these opportunities available for newer residents. Recommendation
PE 4. Explore opportunities to increase participation and engagement for new residents through the volunteer recruitment strategy.
Approaches can include creating a database of volunteer opportunities that organizations can access and update as opportunities arise.
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
2.2.2 Age Specific Program Needs
Preschool & Toddlers
have any space dedicated for this age group at the Tillsonburg Community Centre, which functions as a key community hub. Space designed for use for preschool and toddler programs and drop-ins can include, for example, preschool-sized tables and chairs, carpeted areas, craft area, kitchenette (or at minimum a sink for clean-up and hand washing), book and toy storage. Any space developed should be a collaborative effort between preschool program providers in order to maximize efficiency and use of the space. Recommendations
There is a gap in the available recreation programs and activities in the Town of Tillsonburg for preschool age children (up to age 5). The public consultation process indicated that young children (ages 0-4 years) are not well served by programs offered by local user groups. Programs offered by local organizations are limited to the Oxford County EarlyOn Program, childcare services provided by the YMCA at St. Joseph’s Catholic School, and some drop-in programs provided by the Oxford County Library (Tillsonburg branch). The programs delivered by the Town of Tillsonburg for this age groups are also limited to active learn and swimming programs. For young children in this age demographic, the public consultation process identified interest in both active/sport fitness and non-sport recreation programs. The Town of Tillsonburg can (on its own and in partnership with other providers such as Tillsonburg Library) diversify program offerings to include parent and child social activities, and early literacy programs. The Town should seek to offer more preschool programs at both indoor and outdoor locations. With the growing demand for facility use at the Tillsonburg Community Centre, utilizing outdoor locations during appropriate seasons can help to address indoor facilities limitations (see Literacy in the Park case study below). However, providing some indoor programming space for preschool children is still needed. The Town does not currently
PE 5. Assess opportunities for the Town to expand preschool and toddler programs (e.g. parent and child social activities, and early literacy programs) in current indoor and outdoor facilities.
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
LITERACY IN THE PARK
Many municipalities and libraries have begun offering programming outdoors at public parks. Park environments are suitable for a variety of literacy-based programs including circle time and story time for preschool and children, and book clubs, writing clubs, speaker series and crafting clubs for adults
and seniors. Participants in these programs receive the double benefit of the program plus time spent outdoors, and the community as a whole benefits from the increased vibrancy of public spaces, and increased awareness that these programs exist.
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
Children and Youth
Children and Youth have access to a range of programs offered by the Town of Tillsonburg and other local user groups. The public consultation process highlighted a significant interest in active/sport fitness and non-sport recreation activities among youth aged 5-12 years and 13-19 years old. However, it’s crucial to acknowledge that 79% of respondents did not perceive a need for additional recreation programs in Tillsonburg. In consideration of this, the Town should explore how programs and activities for this age group can be enhanced to support a growing youth population by growing staff levels to facilitate youth programs that experience high demand and have reached capacity such as summer camps and swimming programs (for more information regarding staff retention, see section 7.0 Service Delivery). Despite staff level challenges, there is an opportunity to explore enhancements to existing programs, particularly those experiencing high demand. Programming for youth presents challenges due to evolving interests and increased demands from school, part-time jobs, and socializing with friends. Many communities struggle with the parallel issues of apparent deficit in meaningful leisure time pursuits for teens, and not being able to ‘hit’ on solutions that will excite and attract high levels of participation by this age group. To address this, establishing a youth-oriented drop-in space, especially during winter months, was suggested based on survey
feedback. Collaboration with the youth- focused group ‘VIBE’ can provide valuable insights into youth interests and contribute to the planning of a dedicated space. Considering the dynamic interests of youth, an equipment lending initiative is proposed, allowing for self-directed recreation opportunities (e.g., football, basketball, frisbee). Collaborating with Oxford County Library for this initiative aligns with their community hub role and enhances informal programming. Such initiatives also open avenues for local organizations to sponsor and contribute to the availability of recreational equipment. A strong interest for after school programs was also expressed through the public consultation process. Among the random household telephone survey respondents who were asked to indicated what types of new/expanded non-sport programming or recreation opportunities would be of interest for their household, ‘after school programs’ were identified among the top three (16%). Although the Town of Tillsonburg offers seasonal camps for youth and children, this program alone does not support the needs of the community throughout the remaining school year. Over the term of this Plan, the Town of Tillsonburg should work towards developing and initiating after school activities for this age cohort. However, some challenges that already impact the Town’s capacity to provide and facilitate more programs such as funding and staff retention may impact the ability to provide these programs. To
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
address these challenges, the Town should continue to research and identify diverse funding opportunities currently available to support the development of after school programs. For example, the Province of Ontario’s Ministry of Tourism, Culture and Sport Ontario’s After School Program (ASP) supports municipalities, non-profits, and First Nations communities with funding to offer safe, enjoyable and affordable after school programs to youth across Ontario. According to the ministry, the program is delivered by over 80 organizations and supports over 13,000 children and youth from kindergarten to grade 12. The program reached $14.6 million in funding for the ASP for the 2023-2024 school year. Recommendations
PE 6. Explore development of a youth leisure space. PE 7. Explore Oxford County Library
(Tillsonburg branch) partnership for equipment lending initiatives. Consider sponsorship opportunities with service clubs.
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
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