Town of Orangeville Draft Parks Master Plan

Transcription

Parks Master Plan
Draft - March 2015
Acknowledgements
Town of Orangeville Park Master Plan Technical/Steering Committee
Kevin Barry, Parks Supervisor
Ed Brennan, Director of Parks and Recreation
Charles Cosgrove, Manager of Facilities
Karen Hunt, Parks & Recreation Facilities Coordinator
Brian Parrott, Treasurer
Nancy Tuckett, Director of Economic Development, Planning & Innovation
Consulting Team
Steve Wever, GSP Group Inc.
Caroline Baker, GSP Group Inc.
Jonathan Hann, GSP Group Inc.
Fred Galloway, F.J. Galloway & Associates
Citizens and Stakeholders
The Park Master Plan is inspired and strengthened by the participation of Orangeville citizens and
a diverse group of stakeholders representing a wide range of interests in the Town’s parks system.
The Town of Orangeville would like to thank the individuals, committee members and organizations
who participated in the Park Master Plan for sharing your vision and ideas for the future, and for
your invaluable contributions and commitments to sustaining and improving the quality of life in our
great community. Thanks to the representatives of the following organizations who contributed their
input to this initiative:
Recreation Committee
Mayor’s Youth Advisory Committee
Mayor’s Seniors Advisory Committee
Accessibility Committee
Orangeville Sustainability Action Team
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Orangeville
Minor Baseball
Minor Softball
Ladies 3-Pitch
Ladies Slo-Pitch
Men’s Slo-Pitch – Rec & Masters
Mixed Slo-Pitch
Men’s Fastball
Minor Soccer Club
Athletic FC
Athletic Sport and Social
Minor Lacrosse
Generals
i
Orangeville Representative Football
Orangeville Outlaws Football
Orangeville Tennis Club
ACTS Elite Volleyball
Orangeville Lions Club
Amaranth Lions Club
Rotary Club of Orangeville
Rotary Club of Orangeville Highlands
Orangeville Optimist Club
The Kin Club of Orangeville
Headwaters Communities in Action
Upper Grand District School Board
Dufferin Peel Catholic District School Board
Credit Valley Conservation
Town of Orangeville Parks & Recreation Department
Town of Orangeville Planning Department
ii
Contents
1.
Introduction ....................................................................................................................................... 1
1.1
Overview ...................................................................................................................................... 1
1.2
Master Plan Process .................................................................................................................... 1
1.3
Master Plan Organization .......................................................................................................... 2
1.4
Master Plan Context .................................................................................................................... 3
Demographics, Community Profile and Urban Form ............................................................................ 3
Parks & Facility Profile .......................................................................................................................... 5
Financial, Organizational & Service Delivery Review ............................................................................ 9
Community Consultation .................................................................................................................... 12
Related Plans, By-laws & Initiatives .................................................................................................... 15
1.5
2.
3.
Value and Benefits of Parks ..................................................................................................... 17
Strategic Framework...................................................................................................................... 18
2.1
Overview .................................................................................................................................... 19
2.2
Vision & Mission ........................................................................................................................ 19
2.3
Principles & Goals ..................................................................................................................... 20
Policies and Strategies................................................................................................................... 22
3.1
Overview .................................................................................................................................... 22
3.2
Municipal Leadership Role, Partnerships and Investments ................................................... 22
3.3
Acquisition of Land for Parks, Trails and Natural Areas ...................................................... 25
3.4
Design and Development of Park Resources .......................................................................... 35
3.5
Programming and Use of Park Resources .............................................................................. 41
iii
4.
5.
3.6
Management, Administration, Operations and Maintenance of Park Resources .............. 43
3.7
Evaluation and Monitoring of Park Resources and Services ................................................ 46
Projects and Initiatives ................................................................................................................. 49
4.1
Overview .................................................................................................................................... 49
4.2
Park Improvements and New Park Developments ................................................................ 49
4.3
Sports Fields and Active Parkland Development ................................................................... 58
4.4
Updated Trails Plan ................................................................................................................... 64
4.5
Natural Areas Management and Public Access Opportunities ............................................ 71
4.6
Service Delivery and Community Engagement ...................................................................... 74
Implementation ............................................................................................................................... 77
5.1
Overview .................................................................................................................................... 77
iv
1. Introduction
1.1
Overview
Orangeville is a growing community and the largest urban centre in Dufferin County. Located in
the highlands of Southern Ontario, the region’s natural landscape and headwaters for five major
river systems offer a significant destination for outdoor recreation in the province. The community is
home to an array of public parks, trails and natural areas which are owned and managed by the
Town of Orangeville and these are collectively referred to in this Master Plan as “parks” and “park
resources”. Local schools and conservation areas provide public access to additional open spaces
and outdoor recreation opportunities. Residents are active in a wide range of outdoor recreation
with strong community and volunteer participation in planning, fundraising and organizing the
development, use and programming of the local parks and related amenities. The parks and outdoor
recreation facilities in Orangeville also draw participation from surrounding areas and provide a
venue for regional events such as festivals and tournaments.
The Town of Orangeville initiated the preparation of this Parks Master Plan in 2013. The Master
Plan is intended to direct the planning and development of parks, trails and related outdoor
facilities. This initiative represents a comprehensive framework for the planning and development
of outdoor recreation programs and park amenities over the next 10 years, based on the value,
quality and accessibility of parks. This Master Plan focuses on outdoor parks, open spaces and
trails and is intended to ensure these park resources continue to contribute to the quality of life
benefits for residents involving their personal fitness, skills development, enhancing personal
wellness, developing a healthy community and other outcomes.
1.2
Master Plan Process
The development of the Master Plan has been undertaken in three stages:
1. Situational Analysis: the first step in developing this Master Plan engaged the community in a
variety of forums to review current strengths of the parks and related facilities and programs,
areas for improvement, and to generate ideas and priorities for the future. In addition, research
and analysis was completed including a community demographic profile, inventory of park
resources, a needs assessment, a review of related studies and a summary of current and
emerging parks and recreation trends that will influence the planning and delivery of municipal
parks. A detailed Situational Analysis Report was prepared as a separate document that
informed this Master Plan, providing a complete summary of community input and supporting
research gathered through the study.
2. Parks Master Plan: this Master Plan establishes foundational elements including the vision,
mission, principles and goals, and a series of policies and guidelines to provide a framework
Orangeville Parks Master Plan – Draft March 2015
1
for the planning, development, management and delivery of parks. In addition, the Master Plan
recommends specific initiatives and investments in key projects and park resources within the
context of five strategic themes that emerged as community priorities through the process.
3. Implementation: the final part of the master plan process is the development of the
implementation component of the Master Plan. The ten year implementation plan establishes the
recommended timing and priority for specific projects and initiatives, estimates potential capital
and operating costs and considers fundraising opportunities. Direction is also provided for the
ongoing monitoring of progress and periodic review and updating of the Master Plan.
The intent of this master planning process is to identify the need for improvements to existing parks,
re-purposing of existing park facilities, and identification of new park amenities to meet existing
and future outdoor recreation needs.
The Parks Master Plan provides a strong policy and strategy framework for the acquisition,
management and delivery of parks and outdoor recreation facilities, as well as specific project
initiatives and implementation strategies in meeting the short, medium and longer term needs of
Orangeville residents. The Master Plan also examines service delivery requirements as they change
and grow within the community related to staffing and resourcing, operational management needs
now and in the future, and the development of new policies and design standards for parkland.
1.3
Master Plan Organization
The Parks Master Plan is organized in five sections:
Section 1, Introduction, provides an overview of the setting, outlines the process of developing the
Master Plan, describes the purpose and organization of the Master Plan, and summarizes the
context that shapes the development of the Master Plan recommendations based on the research
and consultation completed in the first stage of the Park Master Plan development.
Sections 2 to 4 of the Parks Master Plan provide three levels of direction, moving from a strategic
foundation through to specific projects and initiatives for implementation, as follows:
Level 1
Strategic Framework
Section 2 establishes the overall strategic direction of the Plan,
including: the Vision and Mission statements to articulate the future
perspective and targeted outcomes; Principles and Goals intended
to guide decision-making, directions and strategies within the
Master Plan; and, a Parkland Classification System providing a
categorization of the inventory of park resources into an organized
framework as a guide for planning and managing these assets.
2
Level 2
Policies & Strategies
Section 3 recommends a series of policies and strategies to define
the Town’s role and the role of partnerships and the community in
the delivery of parks, and to guide parkland acquisition, design,
development, operations, renewal, programming and use.
Level 3
Projects & Initiatives
Section 4 recommends specific park projects, initiatives and
investments organized within five themes that emerged as
community priorities through the research and consultation.
The final section of the Master Plan, Section 5, is Implementation.
1.4
Master Plan Context
The following context emerged from the background research, consultation and review completed
through the Situational Analysis prepared in support of the Master Plan, providing a basis for the
plan and shaping its recommendations:
Demographics, Community Profile and Urban Form
Orangeville has experienced significant growth and development over the past several decades,
and this is expected to continue. From 1986 to 2001, Orangeville’s population increased by 75%
from 14,455 to 25,248 residents. The community has continued to grow, albeit at a slower but still
significant rate, to an estimated 2013 population of 28,962. The population is forecasted to grow
to 33,130 residents over the next ten years (to 2024), with a longer term forecast of 36,490
residents by 2031.
While the Town’s age profile is younger compared to the provincial average, with an average age
of 37.3 years in 2011 compared to 40.4 years for Ontario, the population is aging. By age
categories, the 0-9 age group has declined as a proportion of the population from 17% in 2001
to 13% in 2011; the 10 to 19 age category has slightly increased proportionately to the population
from 15% in 2001 to 16% in 2006 and has remained stable at 16% to 2011; the 20 to 54 age
category has declined slightly as a proportion of the total population from 52% in 2001 to 49% in
2011; and the 55-69 and 70+ age categories have increased their proportionality from 9% and
7% respectively in 2001 to 14% and 8% respectively in 2011.
The growing population has been primarily accommodated through relatively low density suburban
housing developments. As such, the older, more established residential neighbourhoods and the
core area reflect an older age profile as compared to the newer suburban residential
neighbourhoods at the easterly and westerly limits of Orangeville. The future development pattern
is expected to shift to a greater diversity in housing types and higher overall density of development
in new development areas, with a greater proportion of new housing expected to be
accommodated through intensification of existing built up areas. There is evidence of this shift
3
happening based on the development proposals of the last 2 to 3 years which include a greater
number of planning applications for medium and high density development, including low rise
apartments and housing oriented to seniors.
While Orangeville’s population has not seen the same increases in cultural diversity as larger urban
areas in the Greater Golden Horseshoe, with only 12.6% of Orangeville’s 2006 population not
born in Canada, it is anticipated that the cultural diversity will continue to increase over the next
ten to twenty-five years.
From the demographic analysis and community profile, the following considerations are identified
to guide the Parks Master Plan:

An aging population profile is evolving, but there will not necessarily be an absolute decline
in youth numbers. The Master Plan should provide for a balanced services delivery focus
that moves beyond a strong youth orientation focus. Demands for children, youth and familyoriented recreation opportunities will continue to increase, along with an increase in retirees
seeking passive leisure areas, walking trails and similar opportunities with related
accessibility needs. Age demographics are mapped by geographic location in the
Situational Analysis Report, which provides an indication of the location of target markets
for park amenities and facilities designed for a specific age group, and should be
considered in the design of new parks and determining any changes/improvements within
existing parks.

The ability to address, both through the principle of inclusiveness and participation, the
needs and impacts of a changing ethno-cultural mix and accessibility needs within the
population will become increasingly important. It is anticipated that demands for a mix of
outdoor recreation opportunities that serves broad interests based on a wider range of
traditions and experiences as well as continued growth in demands for traditional activities
will evolve. Education, communications, engagement and focused contact with current and
new residents represent important strategy considerations.

The changing community demographics will also continue to influence participation in sports
activities, which is one of the traditional bases of parks and outdoor recreation services
delivery. The following are key related trends that the Master Plan should consider:
-
Increased participation of females in sports, particularly related to girl’s and women’s
soccer, rugby and other sports;
Expected continued growth in soccer at both the youth and adult levels;
Increased interest in extreme sports and specialized sports, such as year-round outdoor
ball hockey, more skateboarding facilities, etc.;
4
-

Some declines in baseball observed provincially, although this trend appears to be
less prevalent in Orangeville with steady to growing participation particularly in adult
programs;
Potential interest in culturally-related activities such as cricket.
Intensification of existing built-up areas will increase local demand for parks in areas
potentially where there are limited land opportunities to provide additional park space.
New strategies and policies may be needed to address park and outdoor recreational needs
in areas of intensification with a shift in urban form to higher density development.
Parks & Facility Profile
The Town’s inventory of parks and outdoor recreation facilities has grown and diversified with the
growing and changing population. The Town currently owns and manages 33 parks involving 49
hectares of land and an additional 116 hectares of conservation land. Parkland acquisition has
occurred primarily through the 5% land dedication or cash-in-lieu requirements of the Ontario
Planning Act to facilitate the provision of new parks within new residential neighbourhoods. The
Town’s parks range in size from small local parkettes and greenspaces of less than 1 hectare to the
primary multi-use Town-wide/regional park destination, Rotary Park, which is 6.5 hectares. New
schools have also been constructed and the Town has acquired some surplus school property for
park development (Orangeville Lions Club Sports Park). The Town has also acquired conservation
land through the land development process and as opportunities arise.
The current distribution of the Town’s parks and local schools provides good coverage of the existing
and newly developing residential neighbourhoods, with the vast majority of residents located within
500m of a park and/or school as per the Town’s Official Plan target. The current inventory is
slightly deficient of the Official Plan target of 1.8 hectares of parkland per 1,000 population, and
the current allocation between neighbourhood-level parks and larger community/ major parks is
presently imbalanced towards the latter when measured against the Official Plan targets. There is
an abundance of large community and major parks while some residential areas lack a full-scale
neighbourhood park and instead have one or more smaller parkettes with more limited use and
facility variety. Three future parks are planned which will assist in increasing the supply of
neighbourhood-level parks and servicing new development areas.
The Town’s parks provide access to a range of outdoor recreation facilities and amenities which
have been inventoried and assessed in relation to service level targets per the population and
defined user groups. More traditional park amenities such as playgrounds and sports fields have
been added and a greater range of facilities has been developed such as the skatepark, BMX park,
splash pads, leash-free dog park, outdoor ball hockey/ice rinks and barrier-free play equipment.
Over time, the acquisition and development of parkland and outdoor recreation facilities has
resulted in a relatively wide geographic distribution of outdoor sports fields. Currently, the Town is
5
experiencing growth in soccer for both the youth and adult age segments and a need for additional
soccer pitches/multi-use sports fields has been identified, with continued growth in soccer
anticipated well into the future. Usage of Town and School Board soccer pitches is increasing and
there is evidence of strong and growing participation in soccer in Orangeville, and of an overall
shortfall in the number and size of soccer pitches available. Football, lacrosse and other field sports
also contribute to the growing demands for additional facilities.
Baseball participation has remained strong, and although booking data for the Town’s ball
diamonds indicates a slight decline in total hours of usage over the past 3 years, user groups have
indicated that the lack of ball diamond availability has limited certain programs.
There is significant interest in developing a more consolidated sports field location(s), which would
provide efficiencies in servicing and maintenance and as a tournament venue. However, there are
limited land opportunities to pursue a new, consolidated multi-field soccer/multi-use sports complex
with supporting facilities (e.g. parking, washrooms, storage, seating, shelter, etc.) in a location with
strong Town-wide access. Additional soccer pitches are proposed at the Orangeville Lions Club
Sports Park and this park provides a key opportunity for new facility development to support
additional use, which should be drawn primarily from the local area and the park may also assist
in alleviating some of the immediate shortage of pitches as an interim strategy, provided this can
be achieved with an appropriate level of facility development in this location. However, a longterm, Town-wide strategy is needed to address future sports field provision and rationalization of
existing facilities to address the continued growth in outdoor sports and the planned distribution of
outdoor sports facilities.
There is also an increasing interest in the environment and the conservation of key environmental
features, such as water/wetlands, woodlots, ravines, etc., which often brings additional lands and
management responsibilities to the municipality. The Town has acquired several natural/
conservation areas, which have not been previously mapped or formally classified as part of the
parks and open space system. Most of the Town-owned conservation land, other than Dragonfly
Park, is not actively managed and has not been studied to determine compatible public access
opportunities and conservation/management resource requirements. There are some issues with
misuse and declining health of natural areas. These natural areas require capital and ongoing
operating investment to sustain and maximize their important environmental and social benefits as
well as the ‘ecological services’ they provide.
In addition, new trails have been acquired and developed and existing trails extended and
improved to work towards a linked Town-wide trails system with local neighbourhood loops and
connections to the downtown and other key destinations. The Town currently owns and manages
19.5 km of existing trails, including 6.5 km of off-road trails (3.6 km paved, 2.9 km unpaved), 6.6
km of paved road-side trails (separated from roadway, excludes sidewalks), and 6.4 km of
walkways, pathways and linkages (various paved and unpaved surfaces). Additional trails are
planned to complete the system, and there are demands for further trail upgrades, signage and
6
facilities as well as educational, promotional and mapping materials to grow and enhance the use
of trails for both recreation and active transportation. A trails classification system is identified in
the Town’s Trails Master Plan; however, a need has been identified for further direction related to
trails implementation, identification and prioritization of trail projects, and standards of
development and maintenance for trails of various types and locations.
Collectively, the parks inventory comprises a ‘system’ or hierarchy of parks that address a variety
of service areas and facility types and have different levels of use, facility development and related
capital, operating and management requirements, and includes local neighbourhood parks and
smaller greenspaces, larger community parks that service multiple neighbourhoods, and major
Town-wide/regional park locations. The Situational Analysis Report identifies a parkland
classification system which is further developed in this Master Plan.
From the parks and facility inventory and needs assessment, the following considerations are
identified to guide the Parks Master Plan:

A parkland classification system should be established to organize and classify the current
parks inventory and to guide the future acquisition, distribution, design and management of
the parks system. The following park categories are recommended as detailed in Section 2:
Major Parks, Community Parks, Neighbourhood Parks, Urban Greens and Natural Areas.

Additional parkland will be required, primarily at the neighbourhood level of service with
continued growth and development. More unstructured open space should be considered
in neighbourhood-level park areas. The Master Plan should provide direction to guide and
support the continued acquisition and development of parkland to address the needs of
current and future population growth in appropriate locations based on defined targets
linked to community needs. New strategies for parkland acquisition and/or alternatives may
be needed to address the shift in the community development profile to higher density, mixed
use development and intensification. Policies for developer-build parks should be considered
as a strategy to advance earlier park development alongside new housing development.

There are some improvements that could be considered at existing park locations to enhance
the quality and usage of the parks and to address related issues such as barrier-free access,
age/condition and range of facilities/amenities, uniform standards/materials, etc. There is
increasing emphasis on energy efficient, low-impact facilities (e.g. LEED). Greater design
consideration should be given to shade, seating, multi-use trails, accessible neighbourhood
connections and design features within the parks, inviting and safe park design,
accessibility, design to appeal to all ages, multi-use courts, adventure playground design,
and programming throughout the year.

A long-term strategy should be developed for the provision of soccer/multi-use sports fields
to address the current shortfall of these facilities, the projected continued growth in outdoor
7
field sports, and to rationalize the current field locations and distribution with new/future
facility development. If a location for a new consolidated outdoor sports complex does not
evolve, existing Major Park locations should be considered as the primary candidates for
potential redevelopment/re-purposing to achieve such a consolidated facility.

Opportunities to upgrade/improve existing ball diamonds and monitoring of participation
levels and utilization rates should be undertaken to maximize the capacity of the existing
inventory to address any constraints to current programs, and the potential need for the
construction of additional diamonds should be monitored given the current supply and
based on a review of the current inventory and usage patterns, broader trends in sport
participation, and available participant data.

Policies are needed to guide the use, maintenance and management of natural areas and
balancing of natural areas protection/conservation objectives with public access/trail
opportunities. Outdoor education opportunities linked to conservation should be identified
and developed.

Additional/updated direction is required to complete the implementation of the Trails Master
Plan, address gaps in the system, connectivity/linkages/loops/destinations, and equitable
distribution. There is also a need to further establish the hierarchy/standards for trail
development, surfacing and maintenance.

The Master Plan should identify a capital program to support new playground development
within new parks as well as the ongoing replacement and renewal of existing playgrounds
to avoid a backlog of capital maintenance and replacement requirements.

Additional outdoor basketball courts should be considered to address geographic
distribution, particularly in the south-west.

A second major skatepark location or a second BMX track of the scale currently provided
is not warranted based on the youth population and current service levels, and are not likely
to be required over the next 10 years; however, smaller-scale opportunities for similar youthoriented activities should be considered in new park development and through
improvements to existing parks particularly within Community and Major Park locations.

Orangeville is well serviced for splash pads with the existing facility at Harvey Curry Park
and a second location at Fendley Park, and therefore a third full-scale splash pad facility is
unlikely to be required to meet the needs of the population over the next ten years based on
typical provision standards.
8

If an appropriate location can be identified, a permanent home for the off-leash dog park
should be identified with consideration to developing a second location to address
geographic distribution (e.g. north and south).
Financial, Organizational & Service Delivery Review
Management of the parks system is led by the Orangeville Parks and Recreation Department. The
staff complement includes a Director of Parks and Recreation, Manager of Parks and Facilities, a
Parks Supervisor, Senior Parks Maintenance Operator, 1.5 Full-Time Equivalent (FTE) Parks
Maintenance Operators, 2 Seasonal Maintenance Operators and 12 summer students. There are
also Customer Service staff and a Facilities Coordinator/Permitting that support the parks operations
related to sports fields and other user interactions with respect to the overall parks and facilities and
services.
Many of the park features and amenities are available for regular community use at no cost, such
as playground equipment, open space areas, trails, informal sports fields and ball diamonds for
unstructured play, the skatepark and BMX park, splash pads, off-leash dog park, outdoor playing
courts (basketball, tennis, and ball hockey), outdoor ice rinks, etc. Fees apply to reserved use of
facilities for various programs and events, to assist in recovering some of the costs of maintaining
sports fields for local programs and tournaments, skatepark competitions, picnic areas, weddings
and photography, etc. Parks operations generated revenues in the $60,000 to $65,000 range
annually from 2011 to 2013 and expenses have grown from approximately $750,000 in 2011
to $912,000 budgeted in 2013, resulting in the Town investing approximately $850,000 or
$29.22 per capita. Policies and guidelines have been established by the Town related to the use
of parks by the community, including the Outdoor Permit Policy Guidelines and Application Package
related to booking facilities for tournaments and special events, and the Unusable Conditions Policy
related to sports fields.
Capital investments in parks are determined annually through the municipal budget process. The
Town has a continuing list of projects to support the development of parks, investing in the order of
$370,000 per year in parks development, and the Town’s Development Charges Study (2014)
identifies a $7.5 million capital forecast for parks for the period 2014 to 2024 for park
development, trails, and related studies and equipment.
Service delivery for the parks is primarily through the Town in terms of both sport field reservations
and parks planning and maintenance. The School Board provides facility booking service for sports
fields and ball diamonds located on school properties.
Volunteers continue to have a significant role in the planning, development and programming of
the Town’s parks. Programming is undertaken through non-profit, community organizations for
baseball, soccer, football, lacrosse, special events and other park uses. Local service clubs have a
history of extensive involvement in the implementation and funding of parks projects, and this
9
partnership between the Town and the community provides a strong foundation for the continued
success of the parks system. The Town has also developed a Guideline and Application Package
for a Community Matching Fund Parks Improvement Program.
Partnerships have also evolved with other public sector organizations and agencies, for example
regarding the location of certain park facilities on property owned by other public bodies (e.g.
agreement with Le Conseil scolaire Viamond for Springbrook Ball Diamonds, agreement with
Ministry of Transportation Ontario regarding trails and a portion of Dragonfly Park) and lease
agreements (e.g. the Orangeville Tennis Club).
From the financial, organizational and service delivery review, the following considerations are
identified to guide the Parks Master Plan:

With significant population growth the Town has acquired additional parks, open spaces,
outdoor facilities and trails. The raising of sufficient capital funding and allocation of
resources to complete the planning, design and development of the current parks inventory
is a significant community achievement. However, the allocation of operational resources
(financial and staffing) has not kept pace with the growing inventory. Greater consideration
of operational implications is required through the parks planning and development process
to ensure both operating and capital maintenance requirements are fully understood and
addressed.

Parks staff has responsibility for natural areas once they are acquired, but there are no
standards/protocols for the management of these areas. Management planning should be
undertaken for the Town’s conservation lands to identify capital and operating resource
requirements to sustain the value and quality of these areas and the ecological services they
provide, with compatible forms of public access where appropriate.

Maintenance of certain trails is undertaken by Public Works (including winter maintenance)
where trails are provided in lieu of sidewalks. Parks staff have identified that there are some
additional trails that should be maintained year round for access to schools and along key
pedestrian routes; however, there is no winter maintenance undertaken by Parks staff. The
current trails hierarchy/standards established in the Trails Master Plan should be further
developed and updated to define related maintenance protocols and responsibilities based
on the standards of trail development and intended trail use(s) and service levels for each
type/category of trail.

Parks are a vital component of the urban infrastructure and have related lifecycle renewal,
replacement and upgrade requirements to sustain their performance, cost effectiveness and
value to the community. There is a growing emphasis on balancing the need for the
rehabilitation of aging facilities in conjunction with the development of new facilities,
reflecting the importance of ensuring adequate resourcing for ongoing capital facility
10
maintenance, renewal and serviceability. Capital maintenance and lifecycle requirements
and costs for the Town’s parks and related outdoor recreation facilities should be integrated
with the Town’s Asset Management Plan.

It is anticipated that expectations amongst users relative to facility and service quality will
continue to rise, driven both by consumer and fee expectations, as well as what is being
developed in other communities, and that this will continue to have significant capital and
operating cost implications. In addition, it is expected that there will be continued market
segmentation and services differentiation between recreational use, higher skill interests and
other types of uses that define different market niches and varying types of expectations and
levels of needs amongst participants. There is increasing emphasis on multi-use venues and
the potential to use more of the community’s facilities in terms of institutions, schools,
clubs/associations, etc.

There is increasing sophistication, emphasis on and impact of user fees and rental rates
development relative to how they are prepared, their fairness and equity, transparency; and
the ability to develop them in a meaningful and consistent way. The Town’s user fees are
comprehensive for the size of the community reflecting everything from special fees for
lighting, weddings, bleachers, and related services and activities. Minor sports receive a
discount in rates which is widely practiced in municipalities and is generally considered a
best practice in supporting youth participation, affordability and other child development
perspectives. Continued updating and increasing sophistication of user fees will likely need
to continue to evolve with the increasing variety and quality of facility and service offerings
and diversity of users. In addition, a need for an allocation policy relative to facility bookings
has been identified through the consultation process.

There is an increasing role of not-for-profit, private sector and community organizations in
the delivery of services and the potentially changing role of municipalities with greater
emphases on facilitation and community development. This has become necessary to
generate a wider array of capital and operating financial sources to support services
delivery, including corporate sponsorships, community fundraising, senior government
grants, etc. The Master Plan should support the continued and increased use of partnerships,
joint ventures and community engagement as a basis to facilitate services development and
delivery. Several stakeholders in the consultation program have indicated that the door is
open to more and improved partnerships and agreements, for example with school boards
and the CVC. There is also significant interest by service clubs to continue to participate in
future parks projects to support the implementation of the Master Plan, which will be critical
to successful implementation.

Tourism opportunities, in particular the merger of sport and cultural tourism with parks and
recreation services facilities and operations, should be considered as one of the key
11
rationales and points of investment. Sports tourism opportunities should be identified and
developed/promoted.

There is a need to increase public knowledge and awareness of park locations, facility
availability, programs and opportunities to participate, and to promote parks and
encourage active, healthy lifestyles.

Community engagement strategies should consider community participation in park
design/development and renewal, collaboration and cooperation among service providers,
community access to school, hydro corridors and other park areas, partnerships, joint
ventures and reciprocal agreements, and fostering/recognition of community volunteerism
and stewardship of parks.
Community Consultation
The Town has gathered public input related to parks and recreation services through a series of
previous and related initiatives such as the Program Planning Project (2013), Parks and Recreation
Strategic Plan (2010) and the Trails Master Plan (2008). The results of these earlier community
consultations have been reviewed and a multi-dimensional consultation program has been
implemented in support of the Parks Master Plan development. The results of the first phase of the
consultation program are summarized in the Situational Analysis Report. Further consultation will
be implemented to obtain feedback on the draft Master Plan.
From the community consultation program and review of previous consultation initiatives, the
following considerations are identified to guide the Parks Master Plan:

Orangeville residents who participated in the surveys undertaken for the Parks and
Recreation Strategic Plan in 2010 indicated that the top priorities for outdoor recreation are
soccer, trails and more passive natural areas. Top priorities for parks identified through the
Parks Master Plan community survey included parks and trails maintenance, more parks,
trails and linkages, and an artificial turf soccer/multi-use sports field.

The majority of residents (87%) participating in the 2010 survey also agreed that access to
paths, trails and green spaces was important to help them become physically active.
Respondents indicated that barriers to recreation include affordability and advertising.
Several strengths and building blocks within the existing parks system have been identified:

-
The range of park sizes and facilities available
The skatepark and BMX park
Accessible play equipment
12
-

History of strong contributions and efforts by service clubs (e.g. Kay Cee Gardens,
Rotary Park, Orangeville Lions Club Sports Park, Fendley Park Splash Pad), and
continued strong participation in several volunteer organizations
Abundant natural open space in the Orangeville area and related outdoor education
opportunities
Local growth in sports participation and interest
The Alder Sports Complex and quality/maintenance of the soccer fields there
The quality of the Rotary Park (Idyllwilde Park) ball diamond for kids
A number of issues and challenges have been identified, as well as ideas and priorities for
the future, which have been organized within several themes that emerged from the
consultation program:
Existing Local Parks and New Park Development
-
-
-
Limited land opportunities for new parks
Some neighbourhood parks see limited use
Lack of things to do for adults and seniors in neighbourhood parks (e.g. outdoor fitness
equipment, areas for passive enjoyment, benches/seating/shade areas, find
permanent location for off-leash dog park(s) and additional areas where off-leash dog
walking is permitted)
Lack of things to do for youth/teens (e.g. outdoor multi-use/basketball/ball hockey
courts, integration of smaller scale skateboarding/BMX features, interesting, creative,
flexible multi-use spaces for socializing and passive enjoyment)
Should integrate sustainability features into parks, investigate opportunities for more
sustainable and creative/natural play structures
Acquire property for a downtown park
Consider opportunities to introduce natural food in parks (e.g. blueberry bushes)
Many smaller parks are just open space – should consider adding more free activities
such as horseshoe pits, disc golf, adventure parks, etc.
Active Parkland and Sports Fields
-
-
Needs/demands for additional facility development and improvements/supports at
existing parks and geographic distribution of facilities/amenities (e.g. park
washrooms, more basketball courts, shortage of soccer/multi-use pitches, some
limitations to baseball programs due to lack of diamond availability, no municipallyowned football fields)
Reliance on school sports fields and related quality/maintenance level concerns
Scheduling conflicts or lack of facility availability at desired times and need for an
allocation policy
Limited land opportunities for consolidated outdoor sports complex
Demands for artificial turf soccer/multi-use sports field
13
-
Investigate potential to facilitate 10 acre parcel at the Agricultural Society (outside of
Orangeville) or Town-owned Humber lands for a new sports park
Could consider conversion of Rotary Park soccer pitch to baseball if the soccer pitch
can be redeveloped with lighting in another location
Trails
-
Fragmented trails lacking loops and connections
Create/improve trail access to community destinations
Trails Master Plan only partially implemented and largely focused on the rail trail
which has not proceeded
Add trail supports/amenities – trail heads/parking, signage, lighting, mapping and
trails information
Define accessibility requirements for trails of various types (e.g. nature trails)
Explore opportunity for fitness trails
Natural Areas
-
There are no management/conservation plans
Limited or no public access opportunities for most natural areas
Evidence of unauthorized access/misuse of natural areas
Need to have natural areas mapped and to have associated policies on use,
maintenance and the management of the natural area
Service Delivery and Community Engagement
-
-
-
-
Insufficient allocation of operating resources to address increasing volume and type
of parks and facilities – determine and address ongoing/operating costs and resource
requirements before proceeding with potential capital investments in parks
Need for increased marketing to build awareness and participation, also to attract
economic development by highlighting the local parks and recreation opportunities better develop promotion of Orangeville parks/opportunities and “theming” of parks
Some vandalism and maintenance issues, safety/liability concerns
Get the community involved in parks – e.g. community tree plantings, clean-up days
Schools are an important resource and should be inventoried with the parks, review
and update agreements with School Board(s) to improve community access and use
of facilities, maintenance, quality of sports fields, etc.
Explore opportunities for partnerships to improve/enhance community access and
quantity/quality of available outdoor recreation opportunities
Review models used in other communities for future partnerships and agreements
Enhance community stewardship of parks – e.g. outdoor ice rinks, park lighting
User groups are becoming more selective in preferred time slots for various recreation
facilities (i.e. after 6:30pm, but before 11pm and not before 9am on weekend) – this
may be attributed to the number of residents that commute out of Orangeville for work
14
-
An allocation policy would assist staff in scheduling sports fields with user groups and
responding to requests
Develop a tiered maintenance schedule that identifies standards based on
classification and expected level of play for sports fields
Further develop and promote sports tourism
Related Plans, By-laws & Initiatives
The research completed in support of the development of the Parks Master Plan included a review
and summary of municipal plans, by-laws and other documents that provide direction and/or
influence the planning and delivery of parks in Orangeville. This review will help to ensure the
Master Plan builds on the results of previous work and is based on an understanding of the planning
context, and to align the Master Plan with previous and current plans and identify where changes
to current policy may warrant consideration. The findings of the document review are summarized
in the Situational Analysis Report.
At the regional level, the County of Dufferin adopted its first Official Plan in 2014 and previously
completed the Dufferin County Active Transportation and Trails (DCATT) Master Plan in 2010. The
County Official Plan establishes population and employment forecasts for each local municipality
and sets targets for accommodating the majority of future growth and development through
intensification and in new development areas within the three primary urban areas in the County,
including Orangeville. While the County does not undertake the direct delivery of parks within its
current areas of service, the County has expressed goals and policies for community services and
parks and open space in its Official Plan to guide and direct local-level planning for parks and
recreation. Local municipal official plans must conform to the County Official Plan, and with the
approval of the County Plan, the County will also become the approval authority for certain local
planning decisions. As such, the County’s Official Plan and new planning responsibilities create a
new role for the County in guiding and directing local planning, including parkland considerations.
The County Official Plan also establishes policies for active transportation in the County and to
guide and direct local municipalities with respect to planning for trails. The County is a
transportation authority, with many of the main/arterial roads in Dufferin under County jurisdiction,
and also participates in the direct delivery of trails. County Roads 16, 23 and 109 in the
Orangeville area are identified as existing or planned active transportation/trail routes in the
County Official Plan and DCATT. The County also owns the former rail corridor from Orangeville
to Shelburne, which is identified as a future trail route in the County Official Plan and DCATT. These
plans also illustrate the existing and future local trails system in Orangeville, based on the Town’s
2008 Trails Master Plan.
Locally, the Town’s Parks and Recreation Strategic Plan establishes a vision to provide opportunities
for all residents to participate in an active and healthy lifestyle and identifies key priorities and
goals related to parks as well as action items such as establishing maintenance standards,
15
improving relationships with school boards, developing additional soccer fields, providing 3
additional barrier-free play areas and developing sports tourism opportunities.
The Town’s Official Plan and Parkland Dedication By-law establish current requirements for the
dedication of land for parks as a condition of new development. Trails are generally not accepted
as part of mandatory parkland dedication, and policies and mapping are needed in the Official
Plan to support the dedication of trails through the development process in accordance with the
Planning Act, and the County Official Plan encourages local municipalities to require trail
dedications. The Town’s Trails Master Plan establishes principles for the planning and development
of the trails system and identifies a ten-year and longer term plan for proposed trail routes.
From the review of related plans, by-laws and initiatives, the following considerations are identified
to guide the Parks Master Plan:

Amendments to the Town’s Official Plan may be needed to build on and provide more
detailed direction related to the planning and organization of the parks system, Town-owned
natural areas, and service level targets and land dedication requirements for parks and
trails. This should also assist in addressing and improving conformity with the County Official
Plan by providing for local implementation of the upper tier community services, parks and
open space policies.

The Parks Master Plan should build on and further establish the vision and objectives of the
2010 Parks and Recreation Strategic Plan, providing more detailed direction, policies and
strategies for the parks system, and should reinforce and support the continued
implementation of the 2010 Plan.

As part of the Situational Analysis Report, an updated inventory of trails was completed and
the 2008 Trails Master Plan was reviewed to determine aspects of the plan that have been
implemented or changed and to consider opportunities for new trail links to complete the
system based on current information and mapping. The updated trails plan should form part
of the Parks Master Plan with direction to undertake a more detailed trails implementation
plan to identify, prioritize and schedule continued trail development projects, and related
cost estimates, and to further establish standards and guidelines for trail design, construction
and maintenance. The Parks Master Plan should update and reconfirm/reinforce other
recommendations and guidelines of the Trails Master Plan regarding implementation of trails
signage and other supports, promotion/education, accessibility, trails in natural areas,
regional connections, etc. Strategic alignment between the Parks and Trails Master Plans
will help to ensure a consistent approach among future parks and trails planning,
implementation and management, to support Parks and Recreation staff in providing advice
and recommendations to Town Council.
16
1.5
Value and Benefits of Parks
Parks have a key role in shaping an active, vibrant and livable community supportive of healthy
lifestyles and human wellness. This Master Plan recognizes the parks system as an essential part of
the public infrastructure that is vital to improving and sustaining the health of individuals, the
community, environment and economy in Orangeville. A new, holistic perspective of parks is
promoted to better position parks relative to other areas of municipal service and infrastructure
investment. The following points and accompanying graphic provide a summary of key values and
benefits of parks:
Community/Social/Health Benefits







Provide opportunities for physical exercise
Contribute to physical and psychological health
Foster learning, personal development, creativity
Facilitate volunteerism and community involvement
Build community safety and awareness
Inspire civic pride and community identity
Celebrate culture/heritage, honour achievements
Economic Benefits







Attract investments in business, industry, housing
Enhance property values
Reduce infrastructure and building cooling needs
Provide free venues for recreation and commuting
Contribute to savings in health services
Support sports tourism and special events
Directly employ parks personnel and related industries
Environmental Benefits






Conserve ecosystems and biodiversity
Protect threatened species and habitats
Provide ‘ecosystem services’ - clean air and water
Reduce/offset pollution and climate change impacts
Mitigate urban heat effects
Enhance appreciation and understanding of natural features, heritage and environmental
issues
17
18
2. Strategic Framework
2.1
Overview
The Strategic Framework is the foundation of the Master Plan. It provides the overall direction and
structure for the planning, development and delivery of parks. All future parks initiatives, projects,
proposals and investments should be evaluated to ensure consistency with this strategic foundation.
This will ensure that all parks planning, development and management activities contribute to
achieving the desired outcomes identified in the vision and goals of the community and adhere to
the mission, principles, goals and policies of the Town.
2.2
Vision & Mission
The following Vision and Mission Statement are recommended to describe the desired future state
and what will be achieved through the Master Plan, and are based on the research and community
input completed in support of the plan’s development:
Recommendation #1:
Parks Master Plan Vision
"Orangeville’s vibrant and healthy community, environment and economy are
supported by a linked network of high quality parks, open spaces and trails with
diverse outdoor recreational opportunities and experiences available for all residents
and visitors to enjoy, contributing to quality of life and wellness for both current and
future generations.”
Recommendation #2:
Parks Master Plan Mission Statement
" Orangeville’s Parks Master Plan will guide our initiatives and investments in parks,
open spaces and trails in a manner that continues to contribute to and improve the
health and sustainability of the community by:
 Supporting healthy, active lifestyles and participation in recreational activities;
 Fostering continued strength of volunteer service, civic pride and local identity;
 Conserving natural open spaces and features and fundamental ecological systems;
 Contributing to a positive urban form and local economic development.
19
2.3
Principles & Goals
A connected series of five Principles and related Goals are recommended to further articulate the
overall philosophical foundation and desired outcomes of the Parks Master Plan in greater detail.
Collectively, the principles and goals provide a basis for the policies, strategies and initiatives
identified in the Parks Master Plan and are intended to guide future decision-making related to
parks, open spaces and trails.
Recommendation #3:
Parks Master Plan Principles & Goals
Principle: Leadership and Engagement – continue to provide municipal leadership,
build partnerships, promote community involvement and collaboration
Goals:
 To initiate, coordinate and manage continued development and use of
park resources through municipal leadership
 To support volunteer capacity and continued community service in the
development and delivery of park resources and programming
 To build and sustain partnerships and promote public and private sector
contributions to park resources
 To facilitate community awareness and participation in decision-making
processes for parks initiatives and investments
Principle: Balanced Opportunities – provide a range of outdoor settings and facilities
for diverse recreational, social and community activities
Goals:
 To provide a balanced array of regional, community-wide and
neighbourhood-level park resources and facilities
 To incorporate a range of built and natural outdoor environments,
landscapes, facilities and amenities
 To provide flexible parks spaces that can accommodate diverse
programmed and unstructured activities
 To provide locations/opportunities for year-round use
 To recognize and celebrate local heritage and culture
Principle: Maximized Use and Participation – promote and facilitate broad community
use of park resources and maximize capacity to support healthy, active living
Goals:
 To promote community awareness and use of parks and related
programs and activities
 To provide multi-use parks and integration/co-location with other
community services and amenities (e.g. community centres, schools)
20
Recommendation #3:
Goals
(cont’d)
Parks Master Plan Principles & Goals
(cont'd)
 To ensure recreational opportunities are available to support the
widest possible range of users, ages, abilities and interests
 To provide opportunities for community access to publicly owned
natural areas where appropriate and sensitive to the natural features
Principle: Fair and Equitable Access – ensure fairness and inclusiveness, connectivity,
and barrier-free opportunities
Goals:
To link parks and other community destinations and expand
recreational and active transportation opportunities
 To ensure walkable access to parks in residential neighbourhoods and
equitable geographic distribution of park resources across the
community
 To ensure adequate parkland and timely development of parks and
trails in areas of new development and to address urban intensification
 To incorporate barrier-free features and address accessibility standards

Principle: Quality and Sustainability – provide safe, flexible, well-designed and
sustainably managed park resources that contribute to maintaining and
enhancing the health and quality of the community and environment
Goals:
 To ensure parkland and facilities are safe, clean and flexible for
diverse public uses
 To support improved urban form, aesthetic and other benefits through






high quality, innovative, creative and functional park design
To ensure operational requirements are addressed and considered with
the acquisition, design and development of park resources and
expanding inventory of park assets
To address lifecycle needs through planned rehabilitation and renewal
To further develop municipal capacity, tools and capabilities to
manage park resources
To adopt green, sustainable park design, construction and
management practices and operations
To reduce waste in parks and environmental impact of operations
To conserve natural features and ecological processes, sustain and
improve air, land and water quality and mitigate impacts of climate
change and pollution
21
3. Policies and Strategies
3.1
Overview
The Policies and Strategies of the Master Plan establish the park services and delivery model and
provide more specific direction to guide decision-making related to park resources. This includes
recommendations addressing roles, practices and approaches related to the acquisition, design,
development, management, operations, renewal, programming and use of park resources. The
policies and strategies should be applied consistently and are intended to complement and
contribute to the Vision, Mission and Goals identified in the overall Strategic Framework established
in Section 2 of the Master Plan.
3.2
Municipal Leadership Role, Partnerships and Investments
The following policies and strategies are recommended to establish the Town’s leadership role and
support for the role of community organizations and partnerships in parks provision and service
delivery, and how to prioritize parks system investments and initiatives.
Recommendation #4:
Municipal Role and Parks Delivery Policy
4a)
The Town of Orangeville should continue to lead the planning, development,
delivery and evaluation of parks and opportunities within the municipality.
4b)
In the Town’s leadership role and capacity, the following hierarchy and policy
approach should be applied to the delivery of parks and related services:
i.
First – the Town will actively work to facilitate and support community
groups and individuals in the development and delivery of park resources
and programs by providing technical supports, access to grants, volunteer
training and recognition, access to facilities and related strategies.
ii.
Second – the Town will pursue partnerships, joint ventures and related
collaborative initiatives, at variable levels of involvement, that result in a
shared responsibility for park resources, where feasible and appropriate
based on related considerations (see #4d)).
iii.
Third – the Town will undertake direct development and delivery of park
resources and programs where other delivery strategies are not viable or
available, through direct capital investment and annual budget support and
municipal operations alone or in partnership with volunteers.
22
Recommendation #4:
(cont'd)
4c)
The Town’s approach to delivering parks should continue to recognize the value of
and need for community organizations to continue to support the ongoing
development and renewal of park resources and to successfully operate parksrelated programs as the primary means to expand the accessibility, availability,
affordability and mix of recreation services that are available to residents.
4d)
The Town should continue to actively lead and facilitate partnerships, joint ventures
and related service delivery initiatives where:
4e)
4f)
i.
Need is identified and demonstrated;
ii.
Public access and affordability are assured;
iii.
The partnership arrangement is financially sound and sustainable;
iv.
The scope of the Town’s investment is reflective of the benefits to be
realized by the participants and the community at large.
The Town should continue to work with local School Boards:
i.
To develop strategies and protocols to enhance community access to
publicly funded outdoor recreation opportunities on School Board sites in
Orangeville for both informal and organized uses, through reciprocal use
and/or maintenance agreements and other partnership arrangements;
ii.
To explore joint development initiatives such as sports fields and playing
courts, particularly with school sites that adjoin municipal parkland, and
the possible introduction of lighted, enhanced natural or artificial turf
soccer/football/multi-use sports fields at or near secondary schools in
Orangeville.
The Town should continue to work with Credit Valley Conservation:
i.
To provide opportunities for residents to access and enjoy natural areas
and a connected trail network with linkages to local Conservation Areas;
ii.
To support the continued conservation and management of natural areas
and features and opportunities for outdoor education and recreation
through compatible forms of public access and use;
iii.
To explore joint planning initiatives and programming related to outdoor
recreational and educational opportunities involving the Town’s park
resources and CVC Conservation Areas.
23
Recommendation #4:
(cont'd)
4g)
The Town should work with neighbouring municipalities and the County of Dufferin
to explore opportunities for inter-municipal trail connections and cycling routes and
joint collaboration to enhance public access to park resources, improve
opportunities for a wider range of residents, and reduce costs.
4h)
The Town’s investments in park resources should focus on:
4i)
4j)
i.
Servicing Town residents as the primary users;
ii.
Facilitating and encouraging broad resident participation in outdoor
recreational activities and healthy, active lifestyles;
iii.
Addressing the specialized needs of targeted populations, such as those
with disabilities, seniors, young children, teens and new Canadians; and,
iv.
Supporting key strategic initiatives of the Town, such as economic/tourism
development, conversion of brownfield sites, natural areas conservation/
restoration, reducing climate change impacts, and specialized services that
ensure a broad mix of outdoor opportunities and experiences for residents.
Town involvement in park resources should be based on the following conditions:
i.
Identification of either demonstrated resident need at reasonable
participation levels and/or significance related to conservation, heritage,
community design, connectivity or similar factors;
ii.
Evidence of long term sustainability;
iii.
Assured public access, participation and affordability as appropriate;
iv.
The scope of the Town’s involvement reflects the scale of the benefits to be
achieved to both the participants and/or the community at large;
v.
Demonstration of a sound business case, where appropriate.
Development of a Business Plan directed by the Town should be considered for
proposed investments in park resources with a potential capital cost of $250,000
or greater. The process should include opportunities for community input,
evaluation of potential partnerships and should identify a capital cost projection as
well as operating costs and resource requirements. When finalized and accepted,
the results of the Business Plan should be the basis for incorporating the project in
the ten year capital forecast, adjusted annually for inflation and any changes.
24
3.3
Acquisition of Land for Parks, Trails and Natural Areas
Parkland acquisition by the Town has occurred primarily through the land dedication or cash-in-lieu
requirements of the Ontario Planning Act to facilitate the provision of new parks within new
developments. As detailed in the Situational Analysis Report, the Town’s Official Plan establishes
parkland dedication policies as well as provision and distribution targets to ensure that there are
adequate public recreation areas for existing and future residents within walkable distance of
housing. The Official Plan directs that the Town may require the conveyance of 5% of the land for
park purposes, and for redevelopment or development proposals where densities exceed 15 units
per gross hectare, a parkland dedication of 1 hectare per 300 dwelling units may be required. For
redevelopment of land within the built boundary, the Official Plan provides that Council may
consider reducing the parkland dedication where it can be demonstrated that sustainability criteria
are met or “green” building features are provided. The Official Plan also allows for the payment of
cash in lieu of parkland where there is adequate parkland already available or planned to serve
neighbourhood requirements and where the proposed park dedication would be unsuitable for
park purposes due to size, shape, locations, drainage or soil conditions.
The Town’s Parkland Dedication By-law 47-2012 requires parkland dedication in the amount of:
2% of the area of the lot where development/redevelopment is for commercial or industrial
purposes; 5% of the area of the lot where development/redevelopment is for residential purposes;
and, 33.3 square metres/dwelling unit, where development/redevelopment has a density
exceeding 15 dwelling units per hectare. The By-law also gives the Town the option to accept cash
in lieu of parkland based on the appraised value of the land, or to receive a combination of land
and money. It provides for potential reduction in the required payment amount where criteria are
met related to density, location within the built boundary and integration of specified “green”
building features. Potential reductions are also identified for affordable housing developments.
In addition to required parkland dedications, new schools have also been constructed and the Town
has acquired some surplus school property for park development (Orangeville Lions Club Sports
Park). The Town has also acquired natural areas through the land development process and as
opportunities arise. Land for trails has been acquired through the development process, in some
cases related to natural open spaces and linkages, servicing and infrastructure corridors and
required stormwater management areas, as well as trails and walkways within parks. Some trails
are located within or adjacent to municipal or other rights-of-way (roadside trails).
In 2014 the Town’s total parkland inventory has a total land area of 48.6 hectares across 33 park
locations, or 1.68 hectares per 1,000 population. In addition, the Town owns 116 hectares of
natural areas primarily acquired for conservation, plus 19.5 kilometres of trails. The Town parks
range in size from small local parkettes and greenspaces of less than 1 hectare to the primary multiuse Town-wide/regional park destination, Rotary Park, which is 6.5 hectares. A Parkland
Classification System is required to determine if service level targets are being met and to guide
future parkland acquisition to sustain provision levels with continued population growth.
25
The following policies and strategies are recommended to direct the acquisition of land for parks,
trails and natural areas.
Recommendation #5:
Land Acquistion Policies and Strategies
5a) The Town should adopt the following Parkland Classification System as a basis for
acquiring additional parkland:
Major Parks are significant outdoor recreation destinations in highly accessible locations
that have Town-wide and/or regional service areas encompassing users from surrounding
municipalities and tournament/event/tourism functions. Multi -field sports parks, outdoor
special event venues, parks with unique or specialized facilities, major open spaces and
parks having particular historical, cultural or social importance and civic landmarks are
typically considered in this category.
Access /
Location:
Service Area:
Optimal Size:
Current
Inventory:
Provision Level
Target:
Design
Considerations:
Potential
Facilities:
Programming
and Use:




















Connected to pedestrian and cycling network
On or near public transit route where possible
Along or near major/arterial roads with significant street frontage
May be combined sites with indoor recreation/community facilities
or associated with major open spaces/natural areas
May be adjacent to or near secondary schools
Town-wide / regional
May also serve as local area Neighbourhood/Community Park
Minimum 4 ha / varies
3 locations totaling 22.54 ha (0.78 ha / 1,000 population)
Rotary Park, Alder Street Parklands, Dragonfly Park
Maintain existing inventory
Monitor and consider opportunity-based expansion of existing sites
and/or new, consolidated multi-field sports park if required
Mix of natural, manicured and hard-surface areas and facilities
Visual landmarks to enhance urban form , Town identity
Support universal/barrier-free design and user safety
Sustainability features
Outdoor sports multi-fields, paved multi-courts, play structures, splash
pads, passive open space, trails/pathways, major BMX/skateboard
facilities, lighting, shelters, signage, picnic tables, benches, supports
for special events, civic landmarks, public art, community gardens,
recycling and waste receptacles, washrooms, first aid/emergency
response facilities, bike racks, parking
Multiple and/or specialized passive and active activities and events
May include fee-based/booked facilities, special event venues and
non-programmed spaces that are free for public use
Incorporate year-round use opportunities where appropriate
26
Recommendation #5:
(cont'd)
5a) Parkland Classification System (cont’d):
Community Parks generally serve multiple neighbourhoods and may also serve a limited
community-wide function with specialized facilities and amenities. These parks provide a
range and mix of facilities or multi-field outdoor sports venues with supporting facilities
and parking areas, are larger in size than a Neighbourhood Park and may be
coordinated with school sites and/or indoor recreation facilities. Community Parks may
also serve local area Neighbourhood Park requirements and their scale and level of
facility development at individual park locations should balance broade r community
access with local compatibility based on the surrounding land use context.
Access /
Location:
Service Area:
Optimal Size:
Current
Inventory:
Provision Level
Target:
Design
Considerations:
Potential
Facilities:
Programming
and Use:






















Central to service area population
On or near public transit route where possible
Along or near major/arterial or collector roads with street frontage
May be combined sites with indoor recreation/community facilities
May be adjacent to or near secondary or elementary schools
May be adjacent to or integrated with natural areas
Multiple neighbourhoods, may also attract Town-wide use
May also serve as local area Neighbourhood Park
Minimum 2 ha with exceptions for smaller existing Community Parks
Fendley Park, Harvey Curry Park, Idyllwilde Park, Kay Cee Gardens,
Orangeville Lions Club Sports Park, Murray’s Mountain Park, OffLeash Dog Park, Princess of Wales Park and Springbrook Park
0.5 ha / 1,000 population
Visual landmarks to enhance community design, identity
Outdoor sports field(s), paved court(s), play structure(s), splash pad,
passive open space, trails/pathways, local scale BMX/skateboard
equipment, lighting, shelter(s), signage, picnic tables, benches,
community garden(s), recycling and waste receptacles,
washroom(s), bike racks, parking
Multi-use for a range of active and passive activities
May include fee-based/booked facilities and non-programmed
spaces that are free for public use
27
Recommendation #5:
(cont'd)
Neighbourhood Parks serve local neighbourhood passive and active parkland needs
within a 5 to 10 minute walking distance of most users, generally have a parkland area of
1 to 2 hectares, and provide local-scale facilities such as play structures, benches/seating
areas, informal playing fields and passive open space, paved multi -use courts/informal
basketball courts, community gardens and pathways. These parks should function as
neighbourhood focal points supporting recreational, social and cultural activities for a
defined residential area, with convenient access by walking and cycling, and contribute to
enhanced neighbourhood design and place-making as distinctive visual landmarks.
Access /
Location:





Service Area:
Optimal Size:
Current
Inventory:





Provision Level
Target:


Design
Considerations:





Potential
Facilities:
Programming
and Use:
Central to service area population
Prominent local street intersections with street frontage
May be adjacent to elementary schools
May be adjacent to or integrated with natural areas and stormwater
management facilities
Local neighbourhood
Within 400-800m (5-10 minutes) walking distance of area residents
1.0 to 2.0 ha
Erindale Park, Kin Family Park, Mother Teresa Park, Myr Morrow
Park, PH 9/10 Park, Rebecca Hills Park and Ryan Meadows Park
1.0 ha / 1,000 population (including Urban Greens)
Additional parkland should be acquired for new or expanded
Neighbourhood Parks based on growth-related requirements to
move towards provision level target, primarily through mandatory
dedications as a condition of development approval
Visual landmarks to enhance neighbourhood design, identity
Informal outdoor sports field(s), paved court(s), play structure(s),
passive open space, trails/pathways, lighting (not including lit major
sports fields), shelter(s)/shade, signage, picnic tables, benches,
community garden(s), recycling and waste receptacles, bike racks
 Multi-use for a range of local informal active and passive activities
 Non-programmed spaces that are free for public use
 Incorporate year-round use opportunities where appropriate
28
Recommendation #5:
(cont'd)
Urban Greens are smaller greenspaces, generally less than 1 hectare in area, that are
provided in a diversity of settings including the urban core, within neighbourhoods and
along trails. Sub-types include Parkettes, Lookouts, Commons and Urban Plazas. In
residential areas and along trails, parkettes augment local access to basic parkland
amenities, such as a play structure, where there is insufficient land or a lack of opportunity
to provide a Neighbourhood Park. Lookouts are opportunity-based where seating and/or
interpretive signage can be provided in locations with interesting or significant views.
Commons are passive greenspaces that provide social gathering spaces and enhance the
visual appeal of the area. Urban Plazas are public spaces located within urbanized/core
areas that provide amenities such as outdoor furniture, landscaping and lighting and
similar facilities for public gathering and community events.
Access /
 Connected to pedestrian and cycling network
Location:
 Parkettes: along residential blocks/trails, may be adjacent to or
integrated with natural areas and stormwater management facilities,
two street frontages where possible
 Commons: central, 100% street frontage where possible
 Lookouts: high elevation points providing interesting or scenic views
 Urban Plazas: downtown core/mixed use areas
Service Area:
 Varies – street / neighbourhood / downtown / mixed use area
Optimal Size:
 Parkettes: 0.2 to 1.0 ha;
 Commons, Lookouts, Urban Plazas: varies
Current
 14 locations totaling 2.87 ha (0.1 ha / 1,000 population)
Inventory:
 Alexandra Park, Bennett Street Parkette, Cedarstone Park, Credit
Lake Park, Haley Parkette, Island Court Park, Karen Court Park,
Maywood Park, Mill Street Park, Railway Parkette, Ridgewood Park,
Tweedy Parkette, Village Green Park and Walsh Crescent Park
Provision Level
 Maintain existing inventory
Target:
 Acquire additional through dedication requirements only where
insufficient land and no opportunity for a Neighbourhood Park
Design
 Mix of natural, manicured and hard-surface areas, shade/rest areas
Considerations:  Visual landmarks contributing to streetscape appeal, urban design
 Support universal/barrier-free design and user safety
 Sustainability features
Potential
 Paved court(s), play structure(s), passive open space, trails/
Facilities:
pathways, lighting, shelter/shade, signage, picnic tables, benches,
community garden(s), recycling and waste receptacles, bike racks
Programming
 Varied flexible spaces for local informal active and passive activities
and Use:
 Non-programmed spaces that are free for public use
29
Recommendation #5:
(cont'd)
Natural Areas are conservation lands which may have some level of public access for
compatible forms of passive recreation such as hiking trails, nature appreciation, outdoor
education and interpretation, fishing, bird-watching and similar uses. Natural corridors,
wetlands, watercourses, wooded areas and other natural features and open spaces
associated with a park site and/or providing linkages between park sites and other
destinations should be considered within this category of parkland. Natural Areas support
nature conservation, environmental health and sustainability, ecosystem services such as
clean air and water, trails, passive recreation and eco-tourism, and have ongoing
management requirements. Natural Areas may be separately defined areas or form part
of parks in other categories.
Access /
Location:
 Protected features, areas and linkages throughout the community
 Access to natural areas and locations should be facilitated in the

Service Area:
Optimal Size:
Current
Inventory:




Provision Level
Target:


Design
Considerations:





Potential
Facilities:
Programming
and Use:
form of compatible level of facility development and public use
based on the conservation and management objectives for the area
Re-introduce naturalized environments into the urban area, where
possible within the Town’s financial and resource management
capabilities
Varies
Based on size of feature/area and appropriate buffers
115.63 ha
Dragonfly Park is the only named location with formalized public
access and facilities (parking, boardwalk, signage, etc.)
Acquisition of Natural Areas is opportunity-based and may occur
through land donation, development dedication, conservation
easements, land exchanges or direct purchase, and should be
maximized within a sustainable management framework
Requires sensitivity to natural features and functions, habitats, etc.
Clearly defined access points and wayfinding/signage important
Integrate outdoor education/interpretation
Variety in routes/loops (distance, level of difficulty) for nature trails
Passive open space, trails, benches, interpretive/educational/wayfinding signage, recycling/waste receptacles
 Generally non-programmed spaces that are free for public use,
where access is permitted
 Promote outdoor education and stewardship activities
30
Recommendation #5:
(cont'd)
Trails are corridors designed for a range of outdoor recreational, educational and active
transportation opportunities. Greenway Trails are located in parks and open space lands
and in boulevards adjacent to certain roads and include walking/hiking trails, low-impact
multi-use trails and paved multi-use trails. The ODRC Trail is a previously proposed “rail
with trail” identified in the Trails Master Plan involving a multi -use trail within an existing
active rail corridor. On-Street Facilities include bike lanes, paved shoulders and signed
routes designed and intended specifically for cycling along roadways as well as
connecting sidewalks that provide pedestrian links to the network of Greenway Trails.
Access /
Location:
Greenway
Trails:
 Walking/Hiking Trails – buffer areas, natural areas, or rural/semi-
rural areas where low levels of use are expected
 Low Impact Multi-Use Trails – broad, open valleys and floodplains;

On-Street
Facilities:
Service Area:






Optimal Size:
Current
Inventory:
Provision Level
Target:





Design
Considerations:
Potential
Facilities:



Programming
and Use:




dry woodland areas; buffer and setback zones adjacent to
residential areas where walking and limited cycling are anticipated
Paved Multi-Use Trails – roadway boulevards, urban parks, open
spaces, broad open valleys and floodplains or buffer areas without
significant environmental constraints, where moderate to high levels
of use, full accessibility and/or winter maintenance are anticipated
ODRC Trail – within 66m right-of-way with separation from tracks
Bike Lanes – located between curbs on urban roadways
Paved Shoulders – on roads with rural cross-section design
Connecting Sidewalks – located within the street boulevards
Primary Trails and cycling routes intended for Town-wide access/use
Other trails provide local neighbourhood or community routes
and/or connections to the Primary Trail System and destinations
Based on trail type and location (see Recommendation #12a)
19,505m
Includes 13,105m trails plus 6,400m walkways/pathways/linkages
Acquisition of additional land for trails should be based on the Trails
Plan for Primary Trails, linking existing trails, new development areas
Standards vary based on trail type and location (see #12a)
Clearly defined access points and wayfinding/signage important
Benches, interpretive/educational/way-finding signage, mapping,
recycling/waste receptacles, lighting, bike racks, fitness stations
Trailheads with parking, bike racks, mapping, signage, washrooms
Generally non-programmed spaces that are free for public use
Promote outdoor education and stewardship activities
31
Recommendation #5:
(cont'd)
5b) The Town should strive to maximize the supply of available parkland by acquisition
through dedication from development, donations, accessing grants, land trusts,
conservation easements, land exchange, partnerships, agreements and direct
purchase. Where land acquired through dedication by development is insufficient in
size or shape for their intended park function, the Town should consider acquisition
of additional parkland by other means.
5c) Acquisition of parkland by dedication through development in accordance with the
Planning Act will continue to be governed by the Town’s Official Plan and Parkland
Dedication By-law. Required parkland dedication includes:
i.
2% of the area of the lot where development/redevelopment is for
commercial or industrial purposes;
ii.
5% of the area of the lot where development/redevelopment is for residential
purposes;
iii.
33.3 square metres per dwelling unit where development is for residential
purposes at a density exceeding 15 dwelling units per hectare;
iv.
For mixed use development, parkland dedication is calculated based on the
proportionate ratios above for each use and added together to determine the
sum of total parkland required.
5d) In order to promote and facilitate intensification, redevelopment and new
development within the maximum density provisions of the Town’s Official Plan for
Medium and High Density Residential and in mixed use areas, it is recommended
that the Town should establish a cap whereby the required parkland dedication will
not exceed 25% of the lot area.
In designated intensification areas where on-site parkland dedication cannot be
accommodated, the Town should consider alternative parkland dedication rates
and/or potential alternatives to parkland dedication such as greenroofs, linkages to
existing area parks/facilities, on-site amenities, urban plazas/civic squares,
enhanced streetscaping/landscaping, bicycle parking and/or sustainability features.
The consideration of any reduction of or alternative to the required parkland
dedication will continue to be governed by the Town’s Official Plan and Parkland
Dedication By-law.
32
Recommendation #5:
(cont'd)
5e) The acceptance of cash-in-lieu of parkland dedication, or a combination of parkland
dedication and cash-in-lieu, in accordance with the Planning Act, will continue to be
governed by the Town’s Official Plan and the Parkland Dedication By-law. In
addition to the circumstances identified in the Town’s Official Plan where cash-in-lieu
of parkland may be considered, it is recommended that cash-in-lieu of parkland or a
combination of parkland dedication and cash-in-lieu should also be considered
where the amount of land required to be conveyed would render the remainder of
the site impractical for development.
In order to promote and facilitate intensification, redevelopment and new
development within the maximum density provisions of the Town’s Official Plan for
Medium and High Density Residential and in mixed use areas, it is recommended
that the Town should establish a cap whereby the required cash-in-lieu of parkland
dedication will not exceed 25% of the value of the lot. It is also recommended that
the Town should continue to consider reductions in the amount of cash-in-lieu of
parkland required in designated intensification areas for redevelopment projects that
meet sustainability criteria, in accordance with Subsection 42(6.2) of the Planning
Act and as governed by the Town’s Official Plan and Parkland Dedication By-law.
5f) Cash in-lieu of parkland funds will be used in accordance with the Planning Act. The
Town should consider prioritizing the use of these funds as follows:
i.
First – Acquiring new parkland and/or improving existing Neighbourhood
Park(s) accessible to the local area being developed;
ii.
Second – Acquiring new parkland and/or improving existing Community or
Major Park(s) accessible to the local area being developed;
iii.
Third – Investing in recreation buildings/indoor recreational facilities.
5g) The Town should require that land acquired for parkland is generally flat, welldrained developable land of a suitable shape with no constraints to active park use.
Hazard lands and sensitive natural features should not be accepted as part of the
minimum mandatory parkland dedication except where it can be demonstrated that
the parkland needs of the area can be met by existing local parks and/or the
acquisition of these marginal lands provides opportunities to enhance access to an
existing and sufficient supply of available park resources in the area. The
conveyance of natural areas and hazard lands should be considered over and
above the minimum parkland dedication requirements.
33
Recommendation #5:
(cont'd)
5h) The Town should continue to pursue the acquisition of natural areas through the
development process and other means of securement to provide opportunities for
enhanced conservation, compatible public access and linkages to the parks, trails
and open spaces network. Available means of acquisition, management objectives,
public use opportunities and related operating/resource requirements for natural
areas should be identified in considering whether acquisition is required. The Town
should continue to require that conservation land dedicated to the Town through the
development process should be conveyed in a satisfactory condition and with
sufficient area for proper maintenance, in accordance with the Official Plan.
5i) The Town should support community fundraising, joint ventures and other initiatives
to acquire additional parkland, and engage the community in any significant
parkland acquisition decision-making process. Acquisition of property should be
considered only when there is a demonstrated community need and benefits, a fit
with one or more categories of parks in the Parkland Classification System, and a
financial strategy that addresses the capital, operating and long-term maintenance
costs. Preparation of a Business Plan should be considered as a basis to support
investments in parkland acquisition where appropriate (see 4j).
5j) Where possible, the Town should coordinate the acquisition of parks with the
appropriate school board to maximize integration between facilities and joint use
opportunities. The Town should also consider acquisition of school sites in the event
that the closure of school facilities is contemplated by the school board(s) in the
future, to ensure that local access to parks and open space can be maintained
based on the service area and provision level targets of this Master Plan.
5k) As part of the Town’s next Official Plan review the Town should consider identifying
future pedestrian pathways and bicycle pathways (known and/or conceptual routes)
as part of a new transportation map schedule with related policies to require the
dedication of land for pedestrian and bicycle pathways as a condition of the
subdivision of land, as provided for under the Planning Act (s. 51(25)(b)).
Where appropriate, the Town should also require the identification and provision of
walkways and other means of pedestrian access, accessibility supports as well as
bicycle parking facilities and other sustainable design elements on municipal streets,
as may be required for site plan approvals and developments in accordance with
the Planning Act (s. 41(4) #2(e), s. 41(7)(a)(4)).
34
3.4
Design and Development of Park Resources
Design and development of parks is led by the Town and has a history of strong community volunteer
service and contributions to fundraising and resourcing for the design and construction of specific
park projects. This has been undertaken primarily on a park-by-park and project-by-project basis as
new parkland is acquired, existing parks are identified for renewal and/or changes involving the
introduction of new facilities or replacement/improvement of existing facilities within the parks, and
as new projects have come forward as a result of municipal or community initiatives, proposals,
requests and funding opportunities. Projects typically require outsourcing to provide the required
specialized expertise involving landscape architecture, engineering, geotechnical, lighting and
other advisors to complete the design and to prepare for and manage the construction which is also
typically undertaken by external contractors under contract with the Town.
As documented in the Situational Analysis report, there are a number of trends and practices that
will influence the design and development of parks in the future. These relate to accessibility
standards, safety, crime prevention, sustainability, connectivity, operational considerations, flexible
and multi-use spaces, choice of materials and surfacing, landscape treatments and use of native
plantings, “place-making” and other trends.
The Town’s Official Plan provides basic direction related to open space design: to require that land
dedicated for park use shall be properly drained and physically suitable for active use, to
incorporate amenities and features such as landscaping, lighting, street furniture and weather
protection in order to enhance the pedestrian environment, and to encourage the use of materials
and designs which reduce the risk of injuries and accidents to pedestrians and cyclists.
The following policies and strategies are recommended to establish best practices for park design,
development and renewal and to address related trends.
35
Recommendation #6:
Design and Development Policies and Strategies
6a) The Town should consider the following steps to guide the Design and Development
Process for new parks and for any significant changes/renewal/replacement or new
facilities in existing parks:
1. Design
1.1 Project Initiation - define work plan, schedule, roles, consulting
services required, coordinate with project partners, notify community
1.2 Site Investigation - review and document existing conditions,
survey, topo, surface/subsurface, drainage, surroundings/interface,
demographics, linkages, servicing, acceptance of new parkland
1.3 Concept Development - develop optional park layouts, facilities/
amenities (based on Parkland Classification System), prelimnary
costing of options, review operational requirements/resources
1.4 Concept Evaluation - review and consultat with community and
stakeholders/advisory committee(s), confirm needs/preferences
1.5 Finalize Concept - adjust preferred option(s) to develop final
concept based on selected components, refine preliminary costing,
obtain approvals to proceed with detailed design and construction
1.6 Detailed Design - prepare landscape, grading/drainage/SWM,
servicing, lighting and other plans and details as required, with
detailed cost esitimates, finalize as a basis for construction quotes
2. Development
2.1 Construction Contract - prepare and issue construction tender/
RFP, evaluation of submissions, selection and award of contract
2.2 Pre-Construction - establish communication protocols and project
management roles/structure, review detailed design and construction
requirements, confirm schedule, scope, provisional items, notification
2.3 Site Preparation - ensure erosion/sediment controls, staging
areas, security/safety measures, on-site notifications are in place
2.4 Construction - hold regular progress meetings with designers
and contractor(s), record changes/instructions, monitor, etc.
2.5 Inspections - review certifications and as-built information, on-site
inspection and testing of constructed works, deficiency list, etc.
2.6 Acceptance - ensure rectification of any deficiencies, commence
maintenance /warranty period, monitoring, final site inspections , asbuilt documents, safety/compliance certficates, municipal take-over
36
Recommendation #6:
(cont'd)
6b) For each of the steps identified in the Parks Design and Development Process, the
Town should identify related staff/departmental roles, organizational protocols and
detailed procedures to further map out this process.
6c) The Town should continue to pursue high quality and innovative park design that
balance functional use, urban form and aesthetic benefits, community safety,
accessibility, integration with nature and operational requirements to ensure long
term sustainability. Parks should be designed and developed to support the Town’s
urban design objectives and policies set out in the Official Plan.
6d) The Town should pursue and support park designs that will reduce energy, water use
and environmental impacts, and that integrate recycled/environmentally-friendly
materials and landscape treatments that support reduced maintenance requirements
and sustainable operations. To encourage the increased use of green technologies
and sustainability features in the development of new communities and in
redevelopment areas, the Town may want to consider incentives such as enhanced
park designs and developments to assist projects in meeting emerging sustainability
standards such as Leadership in Energy and Environmental Design for
Neighbourhood Development (LEED-ND) certification, subject to further policies and
criteria as may be established in the Official Plan.
6e) As a basis for park design and development, current and future needs for park
resources will be defined based on a range of influencing factors including:
i.
Historic and forecast population growth, demographic characteristics and
planned development within the service area
ii.
Current parkland and facility supply/provision levels and available land
supply in the service area;
iii.
Evolving demographic, recreational and design trends;
iv.
Current demand and forecast growth in participation in sports and other
programmed activities;
v.
Partnership opportunities and the role of other service/facility providers (e.g.
school boards);
vi.
Input from the public, stakeholders and the Town;
vii.
Geographic deficiencies and gaps/overlaps in facility and service provision.
37
Recommendation #6:
(cont'd)
6f) Where possible, the Town should consider agreements providing for Development
Charge credits in exchange for developer-build parks as a strategy to support the
earlier development of parks and trails in new development areas. The
recommended guidelines, standards and procedures for park design and
development in the Parks Master Plan should be applied.
6g) The Town should continue to develop and maintain an ongoing playground
replacement program to address current safety standards and accessibility
requirements and consider trends in playground design (e.g. themed play
equipment, natural playgrounds, integration of water and other creative features).
Consideration should also be given to expanding this initiative to establish a more
comprehensive Park Renewal and Rehabilitation Program addressing lifecycle
requirements, evolving standards and trends across the full range of park resources
with the objective of sustaining the ability of the system to effectively support and
facilitate enhanced community use, programming and operational requirements.
6h) The Town should continue to implement an ongoing tree planting and replacement
program within municipal parks, supportive of expanding urban forest cover and
related objectives of the Town’s Urban Forestry Policy and based on the direction of
the Town’s Parks Tree Inventory.
6i) In support of local food production, urban agriculture and related health benefits, the
Town should continue to work with the Orangeville Sustainability Action Team
(OSAT) to explore opportunities to integrate community gardens in existing and new
local parks, such as the Orangeville Community Garden and Orchard which is
located on land owned by the County of Dufferin at the Edelbrock Centre, and the
community gardens at Island Lake Public School and Broadway Pentecostal
Tabernacle Church. Based on previous and current initiatives, potential partners for
additional community gardens may include the local school board(s), local churches
and the Orangeville Food Bank. Where appropriate, the integration of fruit-bearing
plants in municipal parks could also be explored and, if pursued, should initially be
undertaken on a trial basis to ensure potential issues do not develop or can be safely
and efficiently managed related to health concerns, pests, mess, odours, and any
additional maintenance/resource requirements. Successful examples and
approaches adopted by other municipalities should also be researched in advance
to develop a model for implementation.
38
Recommendation #6:
(cont'd)
6j) The Town should continue to work with and support the Orangeville and District
Horticultural Society for their contributions to community beautification and
stewardship tending public gardens in a number of locations including parks such as
Alexandra Park and Kay Cee Gardens as well as the Alder Street Recreation Centre.
6k) The following should be considered in the design of park resources to support the
arts and related culture and tourism benefits and the role of parks in contributing to
place-making, urban design and community identity:
i.
Park designs should integrate a balance of active and passive facilities and
flexible spaces that can support special events and a wide range of cultural
activities;
ii.
Opportunities for including public art in parks based on:
 Early site selection and integration with park design and development
 Consideration of appropriate forms of public art for parks such as:
 Functional art pieces that support the park use;
 Civic landmarks, memorials and monuments that recognize and
celebrate local heritage and culture and honour local achievements;
and,
 Inspirational art reflecting the shared vision for the community and
the parks system (e.g. nature, health, sustainability, active living,
etc.)
with priority to locally- or regionally- sourced art works.
6l) The Town should apply the principles of Crime Prevention Through Environmental
Design (CPTED) in the design of park resources to maximized public safety and
prevent undesired behaviour by the elimination or modification of design features
that potentially contribute to crime and disorder, through natural surveillance. Park
spaces should be visible from the street frontage/entrances and/or parking areas.
39
Recommendation #6:
(cont'd)
6m) The Town continue to further develop and incorporate physical accessibility features
and operational standards in parks and to ensure a balance of seasonal and yearround recreational opportunities are available to support the widest possible range
of users, ages, abilities and interests. The Town should also monitor and assess
existing and proposed accessibility standards of the Accessibility for Ontarians with
Disabilities Act (AODA) and identify related impacts on park design, development
and renewal/rehabilitation requirements (see below).
6n) The Town should continue to encourage and facilitate the community’s participation
in park design, development and renewal projects by obtaining public input during
the planning and design process, fostering partnerships and joint ventures in park
development/renewal, and promoting awareness of park projects and initiatives
through effective public communications. Consideration should be given to formally
establishing staff/departmental roles, responsibilities, procedures and protocols for
community engagement in park projects in further mapping out the Park Design and
Development Process recommended in 6a).
Accessibility Standards for Parks
The Government of Ontario has established the Design of Public Spaces (Built Environment)
Standard under the AODA, and this standard applies when developing new public spaces and
redeveloping existing public spaces involving (among others) recreational trails, outdoor public
use eating areas, outdoor play spaces, exterior paths of travel (e.g. sidewalks, walkways),
accessible parking and maintenance. For this standard, the compliance date for municipalities
is January 1, 2016.
The Town’s 2013-2018 Accessibility Plan list the overall general requirements for public spaces
and related timelines for implementation, completion and legislated date for compliance. Parks
and Recreation Ontario has released a Guidebook titled “Pathways to Recreation – Learning
about Ontario’s Accessibility Standard for the Design of Public Spaces” to provide owners,
managers and operators of municipal and not-for-profit parks, outdoor recreation facilities and
amenities with an understanding of the accessibility requirements, and should be reviewed as
a reference guide.
40
3.5
Programming and Use of Park Resources
Parks and open spaces support a range of structured and unstructured activities, and programs
within these areas provide opportunities for participation in organized and unorganized sports and
other recreational pursuits. This includes traditional sports such as baseball, soccer, football and
other field sports, tennis, basketball, ball hockey, outdoor skating and ice hockey. Other active uses
of parks and trails include cycling and mountain biking, walking, running and hiking, outdoor
fitness activities, creative play at playgrounds and splash pads, and also involve extreme/nontraditional sports such as skateboarding and BMX biking. More passive uses include activities such
as social gatherings, picnicking, tai chi, community gardening, bird-watching, interpretation and
appreciation of nature, outdoor education and casual walking and cycling.
The programming dimension of parks is currently undertaken through non-profit, community
organizations for baseball, soccer, football, lacrosse, special events and other uses. The Town
supports the programming and use of park resources through the provision and maintenance of the
parks and facilities, providing information about available park locations, facilities and communitybased program offerings, and administration of park and facility bookings and allocation of time
to specific activities and users for reserved facilities. Certain facilities reserved for organized
programs such as soccer fields and baseball diamonds are subject to user fees. In addition, some
organized sports and programs use sports fields available at school facilities which are reserved
directly through the School Boards.
The following policies and strategies are recommended to support the continued and enhanced
programming and use of the parks system by the community.
41
Recommendation #7:
Programming and Use Policies and Strategies
7a) The Parks Classification System provided in this Master Plan should be used to guide
potential park uses and activities for each category of park as a basis for planning
and development of park resources. The safe and permissible use of the Town’s
parks will continue to be governed by the Town’s by-laws and policies (e.g. Outdoor
Permit Policy Guidelines and Application Package, Unusable Conditions Policy). The
Town should develop and adopt a Park Use By-law under the Municipal Act to
regulate permitted and prohibited activities, hours of operation, procedures for any
exemptions/approval of special events and any fees penalties for violations.
7b) The Town should continue to provide a balance of park facilities to support both
unstructured and structured activities supporting spontaneous, informal and selfdirected recreational, social and educational activities, along with scheduled
programming and formal uses that may be revenue generating to offset the costs of
providing and maintaining facilities for specific or specialized uses.
7c) Recognizing the value of and need for community organizations to successfully
operate programs within the parks as the primary means to expand the accessibility,
availability, affordability and mix of park-based services available to residents, the
Town should continue to assist groups with a particular interest to help them assume
independent administrative, program development and delivery responsibilities for
outdoor sports, special events, stewardship and education programs, and other
related activities. Requests for financial support should continue to be considered
under the Town’s Policy for Requests for Financial Assistance which should be
evaluated and reviewed annually and to monitor the level of support provided.
7d) The Town should continue to pursue expanded park use and programming by
promoting community awareness of available park resources, facilities and services
through information delivery and availability, coordinating special events and
festivals, assisting program providers with marketing, and other initiatives.
7e) The Town should support and encourage both seasonal and year-round use of parks
by ensuring that appropriate park resources are maintained and equipped with
facilities to support both warm and cold weather activities.
7f) The Town should continue to require and annually review user fees for scheduled use
of specific facilities, in accordance with a defined User Fee Policy which should also
be periodically reviewed (at least every 5 years) based on service delivery costs,
evolving facilities and programs, fairness and equity and related considerations.
42
3.6
Management, Administration, Operations and Maintenance of Park Resources
Service delivery for parks (and indoor recreation facilities) is primarily through the Town’s Parks
and Recreation Department involving the administration, operation and maintenance of the parks
and facilities. The organizational structure of the Department is summarized in the Situational
Analysis Report and consists of a Director (1) and Administrative Assistant (1) as well as the
following staff positions related to parks: a Parks and Facilities Manager (1), a Facilities Coordinator (1), a Customer Service Representative (1) as well as Part-Time (2) and Casual Customer
Service (8), a Parks Supervisor (1), Senior Parks Maintenance Operator (1), Parks Maintenance
Operators (1.5), Seasonal Maintenance Staff (2) and summer students (12). The staffing model
reflects the seasonality of turf and sports fields maintenance. The day to day operations are
undertaken essentially on a year round basis by 3.5 Full-Time Equivalent (FTE) staff, supported by
seasonal and summer students. It is noted that certain road-side multi-use trails provided in lieu of
sidewalks are maintained by the Town’s Public Works Department, including winter maintenance.
Service delivery requirements will continue to change and grow within the community and the
continued expansion and diversification of parks and facilities related to staffing and resourcing,
operational management needs and administration of park policies, by-laws, reservations, budgets
and other aspects. The Town will need to take on a greater role with the conservation of more
natural areas involving an increasing stewardship role in the protection, conservation and day-today management of a variety of environmental areas. In addition, trails will become an increasingly
important resource that will need continuing investment, maintenance and management to sustain
their value and effective use and benefits. There is also significant growing trends and expectations
related to facilities and operations being environmentally friendly and reducing the environmental
impacts from day-to-day parks and recreation operations.
Another trend that will continue to impact parks management and operations relates to the changing
roles, interests and capacities of volunteers which are becoming more project-focused rather than
engaging in longer-term or ongoing involvement in maintenance activities. With strong community
service and contributions to parks capital projects and the continued expansion of park resources
and facility offerings, there are increasing operational resource requirements.
In order to ensure long-term sustainability, there is a need for increased emphasis on opportunities
for operational savings and efficiencies in new capital projects and allocation of sufficient
operational resources to address ongoing maintenance as well as lifecycle needs of park assets.
The following policies and strategies are recommended to guide the administration, management,
operations and maintenance of park resources.
43
Recommendation #8:
Management and Operations Policies and Strategies
8a) The Town’s parks management and operations model should continue to include the
following organizational components within the Parks and Recreation Department:
i.
A Management group responsible for leading, directing and administering
the overall delivery of park resources, services and operations, budgeting,
coordination with other Town departments, promotional activities, community
partnerships, project management, reporting to Council and Committees,
etc.;
ii.
A Facilities Coordinator responsible for permitting/reservations, resource
support to user groups and community organizations, facilitation, promotion
and monitoring usage of park resources, administration of user fees and
allocation policies and similar roles;
iii.
A Customer Service group responsible for front-line interaction with the
community/parks and facility users; and,
iv.
An Operations group responsible for the day to day maintenance and repair
of park facilities, turf, trails and other components.
Note: a review of staff roles and organizational structure related to staff dedicated
to indoor recreation facilities and related programming is not within the scope of the
Parks Master Plan.
8b) The Town should investigate and monitor the need for an expanded Operations
group to address the following:
i.
The continued growth, expansion and diversification of park resources and
related quality and maintenance standards;
ii.
Environmental services to address the horticultural, forestry and aligned
specialty services related to restoring, enhancing and sustaining the health of
municipally owned natural areas. This should be based on defined
management, conservation and public use objectives and related resource
requirements identified through the preparation of Natural Areas
Management Plans for these areas.
8c) The Town should review and consider environmentally friendly technologies that
contribute to the sustainability and reduce the environmental impact of park
operations and maintenance. As examples, this could include selective reduction of
mowing and use of low-to-no maintenance landscape treatments, energy efficient
lighting/heating, snow removal approaches, and fleet fuel efficiency strategies.
44
Recommendation #8:
Management and Operations Policies and Strategies
8d) The Town should create and maintain a Parks Inventory Database as a record and
mapping of park resources, to be developed from the current inventory and
mapping provided in the Situational Analysis Report and consisting of the following
information in where and when available:
i.
Geographic Information System (GIS) based mapping of park resources with
inventory attribute data identifying park name, size, frontage, number, type
and age of facilities – this could also be integrated with protocols and
schedule for maintenance and inspections, usage and programming
schedules and data, etc.;
ii.
A record of as-built documentation, boundary and topographic surveys,
existing conditions and approved plans and budgets for park properties,
inspection reports, asset management information such as replacement costs,
life expectancy and anticipated timing of replacements; and,
i.
A public information map and inventory identifying available parks,
locations, facilities and trails and related programs, building on the
mapping, inventory and program information included in the Situational
Analysis Report and the Town’s Spring 2015 Parks and Recreation Guide.
The Parks Inventory Database should be applied and maintained as a resource to
review and plan for future parks and facilities management and operational
resource needs, lifecycle replacement and renewal requirements, maintenance
schedules and protocols, and related administrative functions, and to identify
potential efficiencies in service delivery. Reporting on the status of the parks
inventory and specific park assets, usage, and their maintenance costs should be
documented and reviewed annually to assist in budgeting and decision-making.
8e) The Town should review opportunities to better integrate park management and
operational considerations in the processing of planning applications, parkland
acquisition/dedication and park design stages. Where necessary, process
improvements should be developed and documented to ensure effective operations
and management decision support for park planning and design activities.
8f) For all parks related capital projects, the Town should define related staffing,
equipment and other resource requirements for parks management and operations
based on a graduated increase of existing operating requirements on a per unit
basis and an assessment of opportunities for efficiencies and reduced operational
requirements to ensure that sufficient operational resources are allocated to sustain
new parks and facilities.
45
3.7
Evaluation and Monitoring of Park Resources and Services
In an effort to maximize the benefits to the community and achieve a number of related objectives
of parks, there is increasing emphasis on the evaluation and monitoring of park resources and
services delivery to ensure that the right facilities and services are being delivered within the
appropriate frameworks and with the desired outcomes. Best practices and evaluation programs
support continuous improvement by ensuring that resource decisions and operations are consistent
with the real, demonstrated needs and interests of residents.
As summarized in the Situational Analysis Report, the Town has obtained community feedback and
an indication of level of satisfaction and focus areas for issue resolution through surveys undertaken
in support of the 2010 Parks and Recreation Strategic Plan, the 2013 Program Planning Project
and in 2014 for the Parks Master Plan. The Town should continue moving towards services
evaluation that are more comprehensive, data and input-based as this will become a key drive for
establishing servicing priorities/core services and resource allocations.
Implementation of a more regular resident survey covering a number of service themes is one
strategy to gauge the value residents place on services through a gap analysis approach involving
the level of satisfaction versus level of importance. This process identifies outcomes related to
utilization levels, value held for the service and overall importance to residents.
Another evaluation strategy for parks and recreation facility initiatives involves comparing options
between the development of new park resources and the redevelopment of existing sites via
additions, renovations, renewal and related improvements. Balancing new parks and facilities
development with rehabilitation and improvement of existing parks should be part of the evaluation
framework related to parks and recreation facilities development. This evaluation should occur on
a case by case basis and should consider available partnerships and required resources related to
the types of uses, level of need and funding that is available. With the focus of urban growth and
development shifting from suburban locations/expansion to redevelopment and intensification of
existing built-up areas, rehabilitation and renewal of existing parks will become an increasingly
important strategy and may be less capital intensive than new park construction if no land costs are
incurred and if better operational economies can be achieved.
Both existing and new parks and recreation facilities and services will be influenced more and more
by these trends, evaluation strategies and their outcomes. As a result, park resources and services
will increasingly need to target specific and demonstrated community needs, support specific
outcomes that benefit those who have the needs and will need to be flexible and adaptable to the
changing uses and applications that will occur within the population. Ongoing services evaluation
will be critical to evaluating the success of the Master Plan’s strategies in achieving the identified
goals, optimizing the level of service and benefits to the community, supporting the development of
business plans to guide decision-making and investment, and providing a strengthened basis for
adapting and updating the Parks Master Plan in the future.
46
The following policies and strategies are recommended to evaluate and monitor park resources.
Recommendation #9:
Evaluation and Monitoring Policies and Strategies
9a) The Park Master Plan should be regularly reviewed and periodically updated to
ensure it remains current, reflective of community need, and flexibly adapted to
changing circumstances. The following monitoring, review and update schedule
should be considered as a guide:
i.
ONGOING – the Strategic Framework in section 2 and the Policies and
Strategies in section 3 should be regularly considered and applied in the
decision-making process. The Implementation Plan in section 5 should be
used to create an interactive tracking record and should be regularly
updated in order to maintain an active list of projects, identify the project
manager and current status (e.g. not started, underway, completed), and
provide links to related staff reports, business plans and supporting studies.
To facilitate this, reports and recommendations and business plans, where
required, related to parks investments and initiatives should demonstrate the
fit and congruence with the Parks Master Plan directions identifying the
relationship to the Park Master Plan and, where a relationship is defined, the
Master Plan’s support for the recommendation, where applicable.
ii.
ANNUAL – yearly progress reports should be prepared to update the status
of projects and initiatives identified for implementation and results of data
collection and evaluations. This information should be reviewed among Town
staff and the results made available to Council and the community.
iii.
2-3 YEARS – community satisfaction/needs survey and focus group meetings
with park user groups, community service clubs and partners/joint service
providers should be held to review the Parks Master Plan strategies in light of
changes in the operating environment, emerging strategic trends, municipal
financial strategies and priorities, and any unanticipated changes. This
feedback should be considered approximately twice every five years.
iv.
10 YEARS – a comprehensive review and update of the Parks Master Plan
should be initiated for completion by the year 2025 to evaluate the long-term
directions and ensure they remain linked to the key trends and rationales or
whether considerations have emerged that result in a need to recast the Parks
Master Plan to reflect the considerations of that time period and onward.
Based on an updated Strategic Framework, an implementation strategy
should be created for the next ten-year period (2025-2035).
47
Recommendation #9:
Evaluation and Monitoring Policies and Strategies
9b) In the planning and evaluation of park projects and initiatives that would involve
purchasing or adding new park locations and assets to the Town’s inventory, and
through the preparation of business plans where required, the Town should review
and compare alternative strategies involving the redevelopment, renewal and/or
repurposing of existing park resources. A comparative analysis of the feasibility of
alternative scenarios involving new park locations/resources versus redevelopment
of existing sites should be undertaken through an evaluation of costs and community
benefits, location and access, partnership and funding opportunities, operational
resource requirements and any related efficiencies/economies. In general,
opportunities to optimize the use and community benefits of existing park resources
should be prioritized over adding new park locations where these alternatives are
geared to achieving the same or similar objectives and outcomes.
9c) Where possible, the following data should be collected, tracked and periodically
reviewed and reported (e.g. annual progress report) to evaluate the performance of
park resources and degree of success of the Parks Master Plan implementation:
i.
Total parkland, parkland by category and provision level per population,
total trail length and per capita;
ii.
Participation in physical activity, such as program registration data,
participant profiles, and related community satisfaction levels, health
indicators, demographic statistics, mapping and other data;
iii.
Trees planted and or percent urban forest cover, and air quality index;
iv.
Capital and operating expenditures and costs per unit (e.g. per area of
parkland, length of trails, number of sports fields, etc.) and per capita.
9d) The following evaluation tools should be considered for review as part of the Town’s
evaluation framework for park resources and services:






Ontario Municipal Benchmarking Initiative;
Municipal Performance Measures Program;
Community Surveys and Stakeholder Focus Group Meetings;
Demographic profiles/census;
Financial analyses;
Health reports.
48
4. Projects and Initiatives
4.1
Overview
A number of Projects and Initiatives are recommended as part of the Master Plan, and are organized
within five themes that emerged as community priorities through the research and consultation, as
follows:
1.
2.
3.
4.
5.
4.2
Improvements within existing parks and new park development particularly at the
community and local neighbourhood levels of service;
Capacity of sports fields and active parkland development;
Updating the plan for trails to complete the community trails network;
Natural areas management and providing opportunities for public access and use;
Service delivery and community engagement initiatives.
Park Improvements and New Park Developments
In support of the Master Plan development, all 33 existing park locations were inventoried and
reviewed to evaluate current conditions and opportunities for improvements, as documented in the
Situational Analysis Report. This review was supplemented by community and stakeholder
consultation which provided local perspectives regarding current strengths, opportunities for
improvement and ideas for the future to increase and enhance the usage, quality or other aspects
of specific parks and the combined inventory of park resources as a whole. A plan is needed to
guide potential improvements to existing parks, particularly at the community and neighbourhood
level (Community Parks, Neighbourhood Parks and Urban Greens).
In addition, a community demographic and development profile was prepared and is also
documented in the Situational Analysis Report. As part of this process, active and proposed housing
and other developments were reviewed and related implications for future parkland needs were
assessed. Land has been dedicated to the Town for two new parks including a site for a parkette
in the Young Court neighbourhood in the south-east and a new neighbourhood park on Parkinson
Crescent in the Mono Meadows development in the north-west. Additional parklands will be
dedicated with other planned developments in the municipality. A plan is needed to guide the
development of new parks on lands dedicated to the municipality to address the local park needs
in new and developing residential areas.
The following projects and initiatives are recommended for consideration of potential improvements
to existing Community and Neighbourhood Parks and development of new local Neighbourhood
Parks and Urban Greens.
49
Recommendation #10:
Park Improvements and New Park Development
10a) The Town should consider the following guidelines and potential improvements to
existing Urban Greens and Neighbourhood Parks as part of a comprehensive Park
Renewal and Rehabilitation Program (see also Recommendation #6g):
#
1
Park Name ,
Class and Sub-Type
Alexandra Park
Urban Green
(Commons)
Guidelines & Potential Improvements
 This location will continue to see intensified and




2
3
Bennett Drive
Parkette
Urban Green
(Parkette)
Cedarstone Park
Urban Green
(Parkette)





4
Credit Lake Park
Urban Green
(Parkette)


diversified use as the only Downtown park and central
venue for community events and with intensification
Balance level of facility development within context of
the park’s historical and local cultural significance and
importance as an urban greenspace for passive use
Flexible space important for events, lack of seating
Could be improved and made more resilient to large
gatherings and intensified use with introduction of
alternative landscape treatments, amphitheatre-style
seating, while maintaining greenspace component
Interface with street and parking area and visibility
could be improved – e.g. walkway connects directly to
First Ave (no sidewalk on south side), consider
additional pathways and/or surfacing for pedestrian
movement within and through the park
Maintain as local neighbourhood greenspace adjacent
to water tower with picnic table(s) and bench(es), trees
Good local access to playground, splash pad and
sports field at Fendley Park to the east
Play equipment 10 years old, monitor replacement
needs based on current standards, consider new fibar
safety surface to replace sand base, new edging/path
Older style swing set – review and replace as needed
Notify, engage local residents to assess park renewal
needs and interests prior to significant investment
2012 installation of play equipment and fibar safety
surface – maintain as locally accessible playground for
Lakeview Court area
Consider tree planting in boulevard along frontage
50
Recommendation #10:
10a)
#
6
Park Name ,
Class and Sub-Type
Erindale Park
Neighbourhood
Park
 Consider new fibar safety surface to replace sand
base, new edging/path
 Older style swing set – review and replace as needed
 Informal ball diamond with older backstop – review



7
8
9
Fendley Park
Community Park
Haley Parkette
Urban Green
(Parkette)
Harvey Curry Park
Community Park







10
Idyllwilde Park
Community Park




11
Island Court Parkette 
Urban Green

(Parkette)

condition and consider removal of backstop, benches –
repurpose as multi-use informal greenspace
Review and monitor condition of pedestrian bridge,
storage building, consider pathway/loop
Consider additional tree planting
Serves as Community Park for west area and as a
Neighbourhood Park locally
Recent playground installation and new splash pad
Consider potential basketball/multi-use court
Maintain as locally accessible greenspace and
playground
Monitor play equipment replacement needs
Serves as Community Park for area and as a
Neighbourhood Park locally
Some potential drainage issues/ponding along west
edge of parking area, plan for open space area
beyond recent tree plantings west of parking area
Review need to replace some benches, bleachers due
to age/condition, some resurfacing needed around ball
diamond edges behind backstop/bleachers area
Some drainage issues/ponding at north edge of
parking area
Consider formalizing/paving pathways
Abandoned asphalt pad beyond right field fence of
ball diamond – consider new basketball/multi-use court
Review need to replace benches based on condition
Maintain as passive greenspace and trail link to ODSS
Consider areas for low-to-no maintenance landscape
materials
51
Recommendation #10:
10a)
#
12
Park Name ,
Class and Sub-Type
Karen Court Park
Urban Green
(Parkette)
 Review and monitor repair needs for multi-use court,
fencing, replacement of benches, etc.
 Consider long-term park re-development with

13
Kay Cee Gardens
Community Park


14
Kin Family Park
Neighbourhood
Park
15
Maywood Park
Urban Green
(Parkette)
16
17
19
22






Mill Street Park
Urban Green
(Parkette)
Mother Theresa Park 
Neighbourhood

Park
Myr Morrow Park
Neighbourhood
Park
PH 9/10 Park
Neighbourhood
Park






greenspace, landscaping, seating and smaller multipurpose court (e.g. half-court)
Continue to promote and engage community groups,
involvement in park programming and plantings
Older style swing set with no safety surface – review
and replace as needed, with fibar safety surface
Review potential re-purposing tennis court to multi-use
Play equipment – monitor replacement needs based on
current standards, consider new fibar safety surface to
replace sand base, new edging, complete pathway
Remove dead tree
Continue to develop plans and final design for park
rehabilitation, including new play equipment, in
conjunction with proposed Bravery Park initiative
Consider completion of paved pathway through park
Review and consider replacement needs for existing
basketball court, net and fencing due to conditi on
Remove remnant volleyball net posts, repair turf
Consider replacing sand with wood fibar safety surface
for play equipment
Establish new park name and park sign – could
consider park naming contest with local area/school
Maintain as locally accessible greenspace, playground
52
Recommendation #10:
10a)
#
23
24
Park Name ,
Class and Sub-Type
Princess of Wales
Park
Community Park
Railway Parkette
Urban Green
(Parkette or
Commons)
 Review potential trail connection to Settlers Creek ES
 Review and monitor usage of ball diamond with input
from ball groups to assess opportunities for greater use
 Consider paved pathway loop with benches,


25
26
Rebecca Hills Park
Neighbourhood
Park
Ridgewood Park
Urban Green
(Parkette)




28
29
30
31
32
Ryan Meadows Park
Neighbourhood
Park
Springbrook Park
Community Park
Tweedy Parkette
Urban Green
(Parkette)
Village Green Park
Urban Green
(Parkette)
Walsch Crescent
Park
Urban Green
(Parkette)









landscaped areas, additional tree planting, decorative
fencing (e.g. similar to Haley Parkette), public art or
similar features to enhance this site
Consideration of play equipment / areas should be
based on unique features (i.e. different than play
equipment at nearby Princess Margaret School)
Consider recasting as “Railway Commons” depending
on dominant features and play equipment (if any)
Review basketball net condition, repair as needed
playground for the neighbourhood
Review and monitor play equipment replacement needs
based on current standards, consider new fibar safety
surface to replace sand base, new edging, pathway
Review with landowner of adjoining wooded area
regarding public access / trails, explore potential
acquisition of natural area with future development
Review pathway, consider upgrading to multi-use trail
and complete connection through park (north-south)
Review potential enhanced plantings for SWM area
Maintain agreement with Le Conseil scolaire Viamond
and renew as needed to ensure ball diamond capacity
playground
Monitor play equipment replacement needs
playground
Older swings to be removed based on new equipment
Upgrade completed
playground
53
Recommendation #10:
10b) The Town should design and develop the Young Court parkland (0.4 ha) as a new
Urban Green (Parkette) providing local playground and passive open space for the
area, based on a consideration of the following context and guidelines:
i.
Area and site location context: The neighbourhood is characterized as low
density with new, larger homes and young families and is located at the
southerly edge of Orangeville. There is no direct local road connection to
surrounding neighbourhoods. Pedestrian access is provided by a sidewalk
along County Road 23 connecting to England Avenue to the north-west. An
existing estate residential area is located to the south-west opposite County
Road 23 in East Garafraxa. The park site is located between two single
detached homes with chain link fencing delineation a portion of the park
boundaries adjoining these lots, and backs on Town-owned conservation
land to the east which also frames the neighbourhood. There is no sidewalk
along the street frontage of the park site. The site is generally flat to gently
sloping and has good visibility from the street. A stormwater management
area lies to the west on the other side of Young Court. The park will be
partially illuminated by the existing street light near its frontage.
ii.
The Parkland Classifications System guidelines for Urban Greens (Parkettes)
and the Park Design and Development Policies and Strategies (see
Recommendations #5a, 6) and the following potential facilities/amenities:
iii.
-
A junior play structure or combined junior/senior play structure and
consider swings, with appropriate safety surfaces;
-
A paved pathway into the park that could also loop around the
playground area and extend to the conservation land at the back for
future trail consideration;
-
Benches (1-2) and park signage;
-
Passive open space behind the playground (the area between the side
fences) with appropriate edge treatment and buffer to the woodlot.
The woodlot at the back appears to be fairly thick and a study of this
natural area should be undertaken to develop a management plan and
determine opportunities for a nature trail with related supports (seating,
signage, interpretive features) – see also Recommendation #13a
54
Recommendation #10:
10b) iv.
v.
The playground should be the immediate priority with later consideration of
a trail based on appropriate study of the natural area. Signage should be
provided to advise of the environmentally sensitive area and to prohibit
access until a trail is developed if and when that is an outcome of the
natural area management plan.
Local residents should be notified and have an opportunity to review the
plan and provide input to the parkette design.
10c) The Town should design and develop the Parkinson Crescent parkland (1.1 ha) in
the Mono Meadows/Meadowlands area for as a new Neighbourhood Park based
on a consideration of the following context and guidelines:
i.
Area and site location context: the developing neighbourhood is located at
the westerly limit of the Town and includes a variety of housing types
involving detached homes, townhomes and apartments. With the amount of
existing, approved and planned housing in the area this park should see
intensive use as the primary Neighbourhood Park. The park site sits at the
interface of a residential and a future employment/ commercial area with
significant frontage along the bend of Parkinson Crescent. Trails will
connect the area to the adjoining residential neighbourhoods to the east.
Ryan Meadows Park is located 300m to the east while Kin Family Park /
Credit Meadows Elementary School and St. Andrews School lie
approximately 600-700m (5-10 minute walk) east of the park site). With
these combined resources the area will be well served with local access to
parkland.
ii.
The Parkland Classifications System guidelines for Neighbourhood Parks
-
Junior and senior play structures and swings with appropriate safety
surfaces with consideration to barrier-free facilities and opportunities to
integrate new and different creative play structures and areas such as
a "natural playground" and/or themed features (see examples
provided in Situational Analysis Report, section 7.4);.
55
Recommendation #10:
10c)
iii.
-
A paved multi-use court/basketball court that could also serve as an
outdoor rink in the winter;
-
A paved pathway through the park connecting to the sidewalk along
the frontage and loop around the playground area and multi-use court;
-
Benches/seating and park signage;
-
Informal/junior playing field in the northerly rectangular area;
-
Tree planting along the pathways, park frontage and west and north
park boundaries with appropriate edge treatments and delineation.
plan and provide input to the park design.
10d) The Town should proceed with the proposed development of Morrow Crescent
Park (0.6 ha) as a new Urban Green (Parkette) to provide access to local
playground and passive open space for the residential neighbourhood based on a
consideration of the following context and guidelines:
i.
Area and site location context: The neighbourhood is characterized as low
density with new, larger homes and young families and is located in the
west. Pedestrian access is provided by sidewalks along Montgomery
Boulevard where the park site has access and frontage. This street is
identified as a Minor Collector Road in the Town’s Official Plan and
connects with Alder Street, Riddell Road and County Road 23 (B Line).
There is an existing trail access to the south, across the road from the park
site. To the west, four single detached homes back onto the park site and
the westerly park boundary is delineated by a chain link fence. The park
site backs on Town-owned conservation land to the north and other open
space land to the east. The site is generally flat to gently sloping and has
good visibility from the street. The park will be partially illuminated by the
existing street light near its frontage.
ii.
The Parkland Classifications System guidelines for Urban Greens (Parkettes)
56
Recommendation #10:
10d)
iii.
-
A junior play structure or combined junior/senior play structure and
consider swings, with appropriate safety surfaces;
-
A paved multi-use/basketball half-court that could also serve as an
outdoor rink in the winter – located to the easterly side of the park to
provide for separation from the existing homes to the west;
-
A paved pathway through the park connecting to the sidewalk along
the frontage, extending the existing trail to the south through to the
existing multi-use trail around the Samuel Court Stormwater
Management Area;
-
Benches (1-2) and park signage;
-
Tree planting along the pathway and park frontage and appropriate
edge treatments.
plan and provide input to the park design.
10e) Based on a review of approved, planned and proposed development and the
location and distribution of existing and new parks and school sites, the Town
should plan for the future acquisition, design and development of additional
neighbourhood-level parks as follows:
i.
A new Neighbourhood Park in the north-east with the proposed
Orangeville Highlands II residential development;
ii.
A new Neighbourhood Park or alternatively two Urban Greens (Parkettes
and/or Commons) in the north-west with the proposed Dudgeon/Alden Hill
and Edgewood Valley residential developments;
iii.
A new Neighbourhood Park or alternatively two Urban Greens (Parkettes
and/or Commons) in the south-west with the development of the area of
Riddell Road and Spencer Avenue (proposed Riddell Village development).
57
4.3
Sports Fields and Active Parkland Development
A review of sports field utilization and assessment of needs/demands for additional capacity and
improvements/supports for related programs was undertaken in support of the Parks Master Plan
development and is summarized in the Situational Analysis Report. The current provision levels and
geographic distribution were also reviewed in relation to sports fields and other active and
specialized park facilities such as playgrounds, multi-use/basketball and tennis courts, splash pads,
skateboard and BMX facilities and the off-leash dog park. The needs analysis was also
supplemented by community and stakeholder consultation.
The following points emerged from this process which provide a focus for the Master Plan:





A need for additional sports field capacity particularly involving soccer and also multi-use
considerations involving football, lacrosse and other field sports, with potential strategies
involving lighting additional existing sports fields, an artificial turf facility, new natural turf
field development and school board partnerships/agreements;
Some limitations to baseball programs due to lack of diamond availability and a need to
review scheduling and matching of facilities to program needs;
An indication that there are some scheduling conflicts impacting facility availability at
desired times and capacity for certain sports programs and an overall need for an allocation
policy;
There is some indication of quality/maintenance level concerns where certain programs rely
exclusively on sports fields at school facilities due to reduced summer maintenance and
overall level of facility development in certain locations;
Large tournament hosting capabilities and related sports tourism opportunities are limited in
part by the current geographic distribution of sports fields, but there are limited land
opportunities for consolidated outdoor sports complex and related maintenance efficiencies
– community suggestions included consideration of a potential parcel at the Agricultural
Society (outside of Orangeville) or Town-owned Humber lands for a new sports park, also
Rotary Park serves as a consolidated baseball venue and the Town could consider
conversion of Rotary Park soccer pitch to baseball if the soccer pitch can be redeveloped
with lighting in another location.
A plan is needed to guide the provision and continued development of sports fields and active park
facilities to address the above points and other considerations.
to existing sports fields and active park facilities and new sports field development.
58
Recommendation #11:
11a) Proceed with the detailed design and development of the Lions Club Sports Park
based on the following information and guidelines:
i.
The approved concept plan including two soccer pitches (one senior soccer
pitch with lighting, and a second senior pitch or stand-alone mini or junior
pitch), a new building with concession, washrooms and storage space,
paved multi-use pathways with lighting and fitness stations, parking
expansion, tree planting and other landscaping features and improvements.
ii.
Sports field lighting within this park should only be pursued based on an
illumination plan that provides for adequate lighting of the field while
demonstrating no adverse impact on the surrounding residential area.
iii.
The existing playground equipment should be assessed as to age,
compliance with current safety standards, accessibility, location and
configuration relative to the planned park improvements to determine the
potential need for relocation and/or replacement with new equipment.
iv.
The selection of equipment for fitness stations should consider the likelihood
that children will also be using the equipment although it may not be
subject to or comply with the same safety standards as play equipment
specifically designed and intended for children of specific age groups and
abilities. Appropriate advisory signage should be considered in
conjunction with any outdoor fitness equipment.
v.
The existing building within the parking lot is to be retained based on the
preferred concept and opportunities should be identified for community
utilization of this space particularly in relation to sports and other programs
to be operated within the park. The condition of the building should be
monitored and if removed the parking areas should be reconfigured to
provide additional spaces if needed and/or reduce the size of the parking
area into the park.
11b) The Town should complete a feasibility analysis and develop a business plan for
the conversion of a natural turf soccer pitch to a multi-use artificial turf field to
increase capacity, playability and quality with consideration to the following:
i.
Review and evaluation of potential locations selected from Murray’s
Mountain Park/ODSS, Alder Street Parklands/WSS, or Rotary Park;
59
Recommendation #11:
11b)
ii.
The facility should include lighting and be directed to an accessible
location with parking, washrooms, storage, multi-use and multi-field
opportunities with existing and/or new natural turf fields or future phasing,
and these requirements should be factored into the analysis of potential
locations, as well as consideration of potential to accommodate year-round
use with an air-supported structure or other means;
iii.
Priority should be given to a project/facility location that can be supported
by a joint venture in partnership with the Upper Grand District School
Board to facilitate shared use with ODSS and WSS, and/or where there’s
an opportunity through available grant programs, community partnerships
and/or joint funding with local sports program providers and other
community service organizations and/or with the private sector;
iv.
On the basis of availability of a joint venture agreement, alternatives should
be identified and evaluated to compare the costs and benefits related to
location of the facility within the municipal parkland or on School Board
property at ODSS or WSS as well as related administrative, maintenance,
programming and scheduling dimensions;
v.
Physical requirements involving conceptual field layout, site grading and
drainage improvements, parking, lighting, service/hydro connection,
pathways and supporting facility development should be identified at a
preliminary level to estimate related costs with contingencies;
vi.
Initial and long-term replacement/renewal capital costs and operating costs
and savings (reduced maintenance and land requirements), and enhanced
revenue opportunities through field rental rates/scheduling, should be
calculated at a preliminary level to develop a sustainable financial model;
vii.
Potential benefits and impacts to the environment and users should be
identified related to quality and capacity of the facility compared to the
alternative of natural turf field(s), land requirements, maintenance activities,
tournament capabilities and sports tourism, programs/market served, the
risk of injury and other factors. A trial period could be considered to test
alternative artificial turf products, for example within heavy use areas on
one or more natural turf fields (e.g. goal creases) to evaluate functionality,
safety and degree of user satisfaction.
60
Recommendation #11:
11c) If and when an artificial turf multi-use sports field is implemented per #11b), the
Town should monitor the usage of the field, obtain regular feedback from users
regarding the experience of using the field, and compare operating and capital
costs and revenue from user fees with the performance of the Town’s natural turf
fields. After a minimum two year monitoring and evaluation period, consider
opportunities to add a second artificial turf field, preferably co-located with the first
or in one of the other locations as per #11b), on the basis of a favourable result
and operating model with the first field, if there is a demonstrated community need
and as supported by further business case analysis. Alternatively, the Town should
consider development of additional high quality natural turf soccer/multi-use that
can be co-located with the artificial turf field. Reference should be made to the
inventory information and needs analysis in the Situational Analysis Report
regarding the number and size of soccer fields existing and that may be required.
11d) The Town should consider the removal and repurposing of the existing Rotary Park
soccer field (the only existing soccer field with lighting) to a baseball diamond to
create a more consolidated baseball venue, where the following conditions exist:
i.
Outdoor field requirements for soccer and other field sports are met and
capacity can be sustained to address forecast needs for a minimum of 5
years with consideration to 10 years, for example through the
implementation of #11a), b) and potentially c);
ii.
The need for additional baseball diamonds, scope of community benefits
and operational efficiencies of a consolidated baseball venue warrant the
related capital costs;
iii.
The initiative is supported by a business case analysis and consultation with
stakeholders and user groups.
11e) The Town should consider securing or otherwise allocating land for a new Major
Park location for the development of an outdoor sports complex for either soccer,
baseball or multi-use purposes, only where the following conditions exist:
i.
The strategies in 11a) to 11d) or other options for addressing sports field
requirements within existing Major/Community Park and school sites have
been exhausted and will not address demonstrated facility needs; and,
61
Recommendation #11:
11e)
ii.
Where a sustainable joint venture/partnership is proposed that warrants
consideration of a new Major Park location; and,
iii.
Where the initiative is supported by a business case analysis and
community consultation.
11f) The Town should review the scheduling of ball diamond use and programming,
identify opportunities to upgrade/improve existing diamonds and monitor
participation levels and utilization rates to maximize the capacity of the existing
inventory to address any constraints to current programs. The construction of
additional ball diamonds is not likely to be warranted in the next 5 years but
capacity should be monitored going forward. If it is demonstrated that additional
ball diamond capacity is needed by growing participation and demands on
existing diamonds, opportunities for lighting additional diamonds should be
explored prior to consideration of adding new diamonds in new locations (see also
Recommendation #11d).
11g) The Town should establish and adopt an allocation policy for sports fields to assist
with scheduling and responding to facility requests and to optimize the availability,
programming and use and booking of facilities, and to provide direction to ensure
equity and fairness.
11h) As part of the recommended Parks Inventory Database (see #8d), the Town should
maintain a detailed inventory of sports fields and other active park facilities and
identify asset management needs for each facility including related infrastructure,
capital and operating maintenance requirements, seasonal maintenance,
inspections, response protocols, staff and equipment needs, responsibilities and
schedules, timing of completed and proposed infrastructure development, and
opportunities for savings in maintenance and lifecycle costs. A tracking system
should also be considered for sports fields to document and monitor facility
maintenance activities/events, comments and concerns from the public/users,
safety and risk management considerations, scheduling, rental data, fees, etc. This
information would assist the Town with identifying and allocating operational
resources to carry out the maintenance based on defined service levels and
developing operational plans and budgets for effective asset management.
62
Recommendation #11:
11i) The Town should consider the following information and guidelines related to
active parkland development and facilities when planning improvements to existing
parks and new park development:
i.
A second full-scale skatepark or second dedicated BMX facility should not
be required within the ten year implementation period of this Master Plan.
The Town should consider opportunities to integrate smaller scale skate
features such as rails and ramps into park designs to provide some basic
amenities and casual opportunities in more locations;
ii.
With the recent development of the splash pad at Fendley Park and the
existing splash pad at Harvey Curry Park, no additional splash pads should
be required within the ten year implementation period of this Master Plan.
Consideration could be given to smaller scale water features or spray
amenities in Community and/or Neighbourhood Park developments on the
basis of an identified community interest/demand;
iii.
The Town should continue to implement an ongoing playground evaluation
and replacement program (see Recommendation #6) and new playground
development to maintain a service area target of 400m to 800m (5 to 10
minute walking distance) of every residence, where feasible;
iv.
The Town should develop additional outdoor basketball/multi-use playing
courts to improve geographic distribution and access;
v.
The Town should monitor usage of existing tennis courts to determine
whether any additional facilities are warranted, particularly in the
southwest where there are no existing facilities/local access;
vi.
Consider new types of facilities such as pickleball courts, bocce courts,
lawn bowling greens, cricket pitches, putting greens, water/sand and other
creative play features, based on identified community interest and/or on a
trial basis in accessible locations (e.g. Major Parks, Community Parks).
11j) The Town should secure a permanent location for the leash-free dog park and
monitor the potential need for a second location. Locating such a facility requires
consideration of the area required and design/enclosure, safety of park users and
providing adequate separation from other park amenities/facilities, conservation
land, schools and residential areas, the provision of supports such as benches,
lighting, water fountains and waste receptacles, and operational requirements.
63
4.4
Updated Trails Plan
The Town’s 2008 Trails Master Plan has been partially implemented and was reviewed as part of
the Parks Master Plan development to update the trails inventory, to evaluate and revise the plan
for future trails and related strategies and standards based on new information obtained through
the background research and consultation, and to ensure a consistent planning and management
approach for all park resources including trails as part of the overall parks system.
The trails inventory is mapped and documented in the Situational Analysis Report, identifying the
name and location of each trail segment, surface treatment, width and length. In total, there are
19.5km of existing trails identified, including 6.5 km of off-road trails (3.6 km paved, 2.9 km
unpaved), 6.6 km of paved road-side trails (separated from roadway, excludes sidewalks), and
6.4 km of walkways, pathways and linkages (various paved and unpaved surfaces).
The trails plan as initially developed in the 2008 Trails Master Plan consists of a ten year plan
involving a Primary Trail System of multi-use trails interim and connecting/signed routes along
sidewalks and roadways, and a long-term plan identifying new off-road greenway trails, on-road
cycling routes, regional trail connections as well as locations of trailheads with parking, key
destinations and intersection improvements. Some of the segments/components of the Primary Trail
System have been implemented while others have not been completed and/or were considered but
did not proceed (e.g. the ORDC trail). Other initiatives identified include signing of walking/cycling
routes, developing a trails map/brochure for marketing, and re-surfacing of certain granular trails
with asphalt. Trail Development Guidelines and a Trail Maintenance Regime are also appended to
the Trails Master Plan.
Through the trails inventory work, review of the previous trails plan, and consultation with the
community and stakeholders in support the Parks Master Plan development, the need for an updated
plan was identified to address the following:


Fragmented trails lacking loops and connections, improving trail access to community
destinations and developing alternatives to the proposed ODRC trail to complete the primary
trail network through improvements to existing trails and new trail development;
Enhancing the quality, use and accessibility of trails with supporting amenities such as trail
heads/parking, signage, lighting, mapping and trails information, and opportunities for
fitness trails.
to existing trails and new trail development.
64
Recommendation #12:
Trails Development and Improvements
12a) The Town should adopt the following Trails Hierarchy adapted from the Trails
Master Plan as a basis for planning, designing, developing and managing trails:
Trail Type / Sub-Type / Location
Width (m)
Clear
Tread
Clearing
Height (m)
Surface
Grades
GREENWAY TRAILS
Trails located in parks and open space lands and boulevard trails adjacent to a road in lieu of a sidewalk.
0-20%, 25%
Walking/Hiking Trails – buffer
2.5
max. (match
areas, natural areas, or rural/semi1 to
0.5 to
(respecting
Natural or
natural terrain
rural areas where low levels of use
2.25*
1.25*
sensitive
woodchips*
as much as
are expected
vegetation)
possible)
Compacted
Low Impact Multi-Use Trails – broad,
limestone
open valleys and floodplains; dry
2 to 2.7
fines (can
woodland areas; buffer and setback
(maybe
upgrade to
0-5%, 10%
3 to 5
3.0
zones adjacent to residential areas
wider for
asphalt if use
max.
where walking and limited cycling
cycling)
increases, for
are anticipated and/or permitted
cycling and
accessibility)
Paved Multi-Use Trails – roadway
boulevards, urban parks and open
space areas, broad open valleys
and floodplains or buffer areas
without significant environmental
constraints, and where moderate to
high levels of use are anticipated
and/or full accessibility or winter
maintenance
4.5 to
8.5
2.5 (<500
users/day)
4.0 to 4.5
(>500
users/day)
3.0
Asphalt or
concrete
0-5%, < 3%
optimal, 6%
max.
ORDC Trail – minimum 1m to 1.5m
separation between track and trail,
Asphalt or
n/a
2 to 2.5
3.0
n/a
more where feasible; barriers may
concrete
be considered to improve comfort.
ON-STREET FACILITIES
The term “On-street” refers to accommodating bicycles between the road curbs on urban cross-section designs
and on the pavement in rural cross-section designs. Cyclists are permitted on-road under the Highway Traffic
Act, and may elect to use roads even where a parallel off-road route is provided. This classification also
includes connecting sidewalks located within the boulevards of road rights-of-way, separated from the street.
On-Road Cycling Facilities (Bike
<= 5% paved
Lanes and Paved Shoulders) – see
1.5m operating
paths
Trails Master Plan Appendix C and
2.5
As per road
space
<= 3% gravel
related reference materials for full
or unpaved
set of standards and guidelines
Connecting Sidewalks – standard
sidewalks that provide pedestrian
links to the network of Greenway
Trails
Minimum 1.5m
2.1
Textured
Concrete
Generally
follows
roadway
grades
65
Recommendation #12:
12b) The Town should adopt standard design details for each classification based on
the Trails Hierarchy and to establish uniform and recognizable signage and
wayfinding measures, appropriate trail furnishings, and define the acceptable state
for trails to be assumed by the Town / opening trails for public access and use.
12c) The Town should review the inventory of existing trails and establish a trail
improvement and renewal program to identify needs and opportunities to bring
existing trails up to standards based on the Trails Hierarchy and design details,
accessibility requirements, wayfinding, interpretive and regulatory signage and
markings, maps, benches/seating, lookouts and other supporting facilities.
12d) The Town should complete the planning, design and development for
implementation of the Greenway Trails identified as part of the Primary Trail
System on the updated Trails Plan, including consideration of the following
locations based on more detailed investigation:
i.
Paved multi-use trails:
-
Within the abandoned spur line connecting from Centennial Road to
C-Line with potential linkage to WSS based on consultation with the
Upper Grand District School Board;
-
Jay Crescent walkway linkage in the south-east, along east side of
Hurontario Street / Highway 10 (based on consultation and approvals
with MTO) to existing intersection at Broadway/Buena Vista Drive
(connection to Dragonfly Park and areas further north as noted below);
-
West side of Highway 10 from Broadway Street to Rotary Park (based
on consultation and approvals with MTO);
-
From north side of Broadway at Diane Drive/Preston Drive area
northwesterly to County Road 16 (regional connection to County trail);
-
From existing multi-use trail along the west side of Highway 10 to 1st
Street and from 1st Street to a new loop/connection noted below;
-
Loop/connection north of Hansen Boulevard with connection to
Monora Park (based on consultation with the Town of Mono) and in
conjunction with the Orangeville Highlands II development;
-
Connection from existing trail west of the westerly terminus of College
Ave to existing multi-use trail at the south end of Mason Street.
66
Recommendation #12:
12e) The Town should complete the planning, design and development for
implementation of the On-Street Facilities including the cycling routes and
connecting sidewalks identified on the updated Trails Plan. Primary consideration
should be given the following locations based on a more detailed investigation
and coordinated with the County’s implementation of related on-road facilities
identified in the Dufferin County Active Transportation and Trails Plan (DCATT):
i.
ii.
Bike lanes (urban cross-section) or paved shoulders (rural cross-section):
-
Townline (County Road 23 to Broadway) – based on consultation with
adjoining municipalities (where applicable) and the County;
-
Alder Street (entire length)
-
Hansen Boulevard extension from west of Blind Line to existing
terminus east of County Road 16 / Veterans Way;
-
Rolling Hills Drive from Howard Crescent / Jay Crescent to Highway 9
at Oak Ridge Drive;
-
Oak Ridge Drive from Highway 9 to Clarke Avenue; and,
-
Buena Vista Drive from Clarke Avenue to Highway 10.
Signed/marked cycling routes:
-
Sherbourne Street from Broadway at Townline to 2nd Ave/Rotary Park
-
2nd Avenue from Sherbourne Street to Clara Street;
-
Elizabeth Street from Clara Street to Amelia Street;
-
Amelia Street from to Elizabeth Street to south of Victor Large Way;
-
College Avenue from Amelia Street to Blind Line and beyond to
Courtney Crescent;
-
Diane Drive (entire length);
-
Montgomery Boulevard (entire length);
-
McCannell Avenue (entire length);
-
Rolling Hills Drive from McCannell Avenue to Howard Crescent / Jay
Crescent; and,
-
Oak Ridge Drive from Clarke Avenue to Buena Vista Drive and/or
Clarke Avenue from Oak Ridge Drive to Buena Vista Drive.
67
Recommendation #12:
iii.
Connecting sidewalks:
-
Green Street from existing sidewalk terminus south of Townline to
Chisholm Street;
-
Spencer Avenue (both sides) extension from existing terminus to Riddell
Road (County Road 109) at Centennial Road;
-
Other locations as deemed necessary in existing and new development
areas to expand and improve pedestrian access and routes to parks,
trails and key community destinations.
12f) The Town should complete the planning, design and development for
implementation of Greenway Trails including the local trail loops, connections and
routes identified on the updated Trails Plan, considering the following locations:
i.
ii.
Paved multi-use trails:
-
McCannell Avenue to Rebecca Hills Park;
-
Montgomery Boulevard to Samuel Court (see Recommendation #10d);
Walking/hiking trails within natural/open space areas and/or along
related buffer zones, where supported by the findings and directions of
Natural Areas Management Plans (see Recommendation #13a):
-
Potential loop from Young Court Parkette and stormwater management
area with connections to Sandringham Circle and Buckingham Street;
-
Potential loop/connections from west side of Alder Street at Glengarry
Road and/or Saxon Street existing trails at Colbourne Crescent and
existing linkages (3) off of Hunter Road;
-
Potential connection from east side of Blind Line to north side of
Hansen Boulevard and from south side of Hansen Boulevard to Amelia
Street, and Amelia Street to stormwater management area trail east of
Victor Large Way on south side of Hansen Boulevard;
-
Potential loop/connection from north of existing trail terminus at the
westerly end of College Avenue, west towards County Road 16,
ending at the north side of Hansen Boulevard;
-
Potential loop/connection from Spencer Avenue at Abbey Road northwesterly to Alder Street near Riddell Road intersection.
68
Recommendation #12:
12g) The Town should establish guidelines/standards for trails management and
maintenance including consideration of the following:
i.
A program for periodic route inspections (e.g. annual/seasonal or as
determined based on type of trail and level of use), preventative
maintenance and monitoring, community reporting of any issues/concerns,
and identification of deficiencies to ensure trail standards are achieved and
maintained, with an indication of priority areas for remedial measures and
related facility repairs/replacements such as missing or damaged
waymarkers, sign posts, gates, pedestrian bridges and boardwalks;
ii.
Identification of maintenance activities for seasonal and year round use
with winter maintenance requirements determined based on the type of trail
(see classifications in the trail hierarchy) and level of use, with priority to
routes in need of snow ploughing/ice-clearing and for transportation
purposes (e.g. walking routes to schools and other community destinations);
iii.
Consider native plant species (where applicable and practical) in
conjunction with non-invasive and low-maintenance species along trail
routes, manage and control the spread of invasive species and noxious
weeds within the trail network;
iv.
Environmental impacts of maintenance activities and opportunities for
“green” operations;
v.
Opportunities for inter-departmental maintenance agreements/protocols to
distribute long-term costs associated with trail maintenance;
vi.
Integration of long term trail management plans into the initial planning
process in order to ensure trail projects are sustainable and to reduce the
need for future maintenance measures;
vii.
Establishing applicable rules and regulations for permitted trails uses and
standards for related regulatory signage, with consideration to including
contact information for community reporting of issues, and enforcement
penalties for the misuse of trails;
viii.
Setting a long-term trail maintenance budget with identified sources for the
required maintenance resources and potential life-cycle costs of maintaining
trail infrastructure including surfacing and amenities (i.e. furnishings,
washroom facilities, etc.).
69
Recommendation #12:
12h) The Town should establish trail marketing and promotion, stewardship and
engagement initiatives with consideration to the following:
i.
A new community trails map/brochure indicating trail locations, routes,
loops, distances, level of difficulty rating, accessibility, type/surfacing,
community destinations, access points, parking, facilities and any related
community-based programs and events involving trail use (e.g. cycling
clubs, running clubs, environmental/stewardship programs, etc.);
ii.
GIS-based trail mapping and online interactive trail map and/or mobile
“app” with information available as noted above, allowing users to plan
routes and generate custom maps, and potential integration of QR Codes
on trail maps and signage to allow users to obtain further information with
a mobile device at access points and areas of interest;
iii.
Outdoor education opportunities through interpretive signage at areas of
interest (e.g. locations with landform, environmental, historical, cultural or
other significance), community-based programs and partnerships (e.g.
walking tours, geo-caching, etc.);
iv.
Trail stewardship initiatives to foster proper trail etiquette, detail safety
precautions, rules, and regulations system-wide and/or for specific trails
(e.g. signage, brochures), and community involvement (e.g. adopt-a-trail,
clean-up days, etc.).
12i) The Town should develop and maintain a comprehensive inventory of trails as part
of the recommended Parks Inventory Database (see #8d), building on the inventory
completed for the Parks Master Plan which is documented in the Situational
Analysis Report, including consideration of the following:
i.
As part of the GIS-based inventory/mapping, establish attribute data
including trail classification (see Trails Hierarchy in #12a), route terrain,
length, difficulty, accessibility (surfacing, grades), risk management/safety
and emergency/response protocols, associated amenities (see below), and
capital and operating maintenance schedules and costs;
ii.
A detailed inventory of existing trail furnishings, markers, bridges,
signposts, map boards, gates and surface materials and delineate areas for
new furnishings and rest areas along trail routes.
70
4.5
Natural Areas Management and Public Access Opportunities
Town-owned natural areas in Orangeville include 116 hectares of conservation land, most of which
is not actively managed or maintained with trails or other facilities for public use. Dragonfly Park
and local CVC Conservation Areas including Upper Credit and Island Lake serve as local examples
where opportunities for public access and enjoyment of natural areas is facilitated through
appropriate levels of facility development while conserving sensitive ecological features, functions
and processes within these areas. There is an abundance of publicly accessible natural open space
areas on managed lands locally within and surrounding Orangeville with these two Conservation
Areas as well as Monora Park to the north in the Town of Mono, as well as other opportunities in
the region.
For lands acquired by the Town, the Town’s Parks and Recreation Department is responsible for the
management of natural areas. The Situational Analysis Report provides mapping of the natural
areas and related information for the incorporation and classification of these areas as part of the
parks and open space system.
Through the research and consultation undertaken in support of the Master Plan, related issues were
identified related to the lack of natural areas management and public access, concerns about
misuse and declining health of natural features, and required resources. Opportunities and
considerations identified for the future involve trails development, passive recreation and nature
appreciation, outdoor education and stewardship linked to conservation and related community
health benefits. There is a need to establish direction for the use, maintenance and management of
natural areas and to identify public access/trail opportunities in balance with conservation
objectives.
The following projects and initiatives are recommended for natural areas management and public
access and use opportunities.
71
Recommendation #13:
Natural Areas Management and Public Access
13a) The Town should formally incorporate existing municipally-owned natural areas as
part of the overall parks management umbrella and integrate these areas and the
potentially additional natural areas as part of the linked parks and open space
network through the preparation of a Natural Areas Management Plan to establish
the following:
i.
A complete inventory of Town-owned natural areas, expanding on the
information and mapping of these areas provided in the Situational
Analysis Report which identifies the locations and total land area;
ii.
A list of natural areas within Orangeville that are not currently owned by
the Town or in other public ownership;
iii.
With the primary objective of long term conservation, an evaluation and
prioritization of natural areas including a review of:
-
Applicable planning policies (Official Plan, Secondary Plans, Zoning);
-
Size, habitat diversity, presence of habitat types that are unique or
under-represented, or other notable ecological features;
-
Current condition of the natural area including magnitude of human
impacts and adequacy of existing protection mechanisms and land use
designations which may preclude development or site alteration (e.g.
Provincially Significant Wetlands, woodlands, floodplain, etc.);
-
Management objectives for the area and related operating resource
requirements and potential partnerships (e.g. OSAT, CVC);
-
The scope of potential public access opportunities, relationship to the
surrounding trails network, related benefits and required resources;
-
Outdoor educational opportunities and potential stewardship and
engagement initiatives to get the community involved;
-
Linkage opportunities to other natural areas and habitats;
-
Opportunities to negotiate conveyance of the natural area through the
development process, land donation, conservation easements, direct
purchase by the Town or other means;
-
If purchase is required, identify estimated cost and secure money in
annual budget or through other means (e.g. provincial/federal grants).
72
Recommendation #13:
Natural Areas Management and Public Access
13b) The Town should identify sufficient operating budget, staffing and other resources
to carry out recommended restoration and conservation/maintenance based on the
findings and direction of the Natural Areas Management Plan. This is a critical
aspect of natural areas management and integration of these areas with parks.
13c) As part of the Town’s next Official Plan Review, additional goals and policies
should be considered identifying Town’s intent to acquire natural areas and
supporting the conveyance to the Town through development process.
13d) The Town should establish a standardized list of management activities/
approaches for natural areas, building on the following:
i.
Level of maintenance – minimal or no winter maintenance (but may support
winter use such as cross-country skiing, snow-shoeing), accessibility, etc.;
ii.
Monitoring – flora, fauna, invasive species, trails and other amenities;
iii.
Vegetation management – pruning, hazard tree removal, noxious and
invasive species control, monitoring tree health;
iv.
Ecologically appropriate management and restoration activities (e.g.
native species/low maintenance landscape options and tree planting);
v.
Maintenance of fencing, signage, boardwalks, lookouts, trails.
13e) The Town should integrate natural areas as part of the recommended Parks
Inventory Database (see #8d), building on the inventory completed for the Parks
Master Plan which is documented in the Situational Analysis Report.
13f) Where supported based on the findings of the Natural Areas Management Plan,
the Town should consider opportunities to design and develop trails within natural
areas (see #12f) based the updated Trail Plan and consideration of the following:
i.
Trails with minimal impacts and disturbance on the existing ecological
features, with sensitivity to protected features and habitats;
ii.
Opportunities to incorporate interpretive signage for outdoor education;
iii.
Optimally locating trail access points and controls (gates, trailheads);
iv.
Ongoing and long-term maintenance (see #13d).
73
4.6
Service Delivery and Community Engagement
The Situational Analysis Report highlighted the strength of community service and volunteer
contributions to parks in Orangeville and the need to maintain an integrated community-based park
services delivery strategy that brings together all the community's resources to achieve the desired
outcomes. Successful implementation of the Parks Master Plan will require continued use of
partnerships, joint ventures and community engagement in parks projects and initiatives. This
involves several dimensions including communications, parks promotional activities and events,
gathering input on proposed park designs and projects, supporting volunteer and park
programming capacities of the community, partnerships and joint ventures, fundraising, shared/
reciprocal use, funding and maintenance agreements, and education and parks stewardship.
Based on the service delivery review and consultation with the community and stakeholders in
support the Parks Master Plan development, there is a need to address the following:



Increased marketing to build awareness and participation, attract economic development
by highlighting the local parks and recreation opportunities, better develop promotion of
Orangeville parks/opportunities and “theming” of parks, and to further develop and
promote sports tourism;
More community involvement and stewardship in parks through events such as community
tree plantings, clean-up days, outdoor ice rinks, “eyes on the park” and lighting to overcome
vandalism and maintenance issues, safety/liability concerns;
Opportunities for partnerships to improve/enhance community access and quantity/ quality
of available outdoor recreation opportunities.
The following projects and initiatives are recommended for consideration related to service delivery
and community engagement.
74
Recommendation #14:
Community Engagement Initiatives
14a) The Town should further develop and implement an ongoing community
engagement and communications strategy to promote continued and enhanced
public participation, community service and involvement in park initiatives,
including consideration of the following:
i.
Create and maintain a database of representatives of local associations/
groups, service clubs and other individuals and organizations involved in
parks including contact information and any related websites/information;
ii.
Identify resource support needs and responsibilities for assisting facilitating
community volunteers, minor sports and other parks program providers;
iii.
Post volunteer and student opportunities related to park programs and
initiatives, develop a volunteer/community service recognition program and
establish related policies/guidelines for volunteer-supported initiatives;
iv.
Identify clear target markets and corresponding media outlets for engaging
and activating the community regarding park communication (e.g. social
media, website, local papers, radio stations, schools, promotional
literature, community facilities and service outlets, etc.) with regular and
consistent messaging based on corporate communications protocols;
v.
Continue to provide information and regular progress updates on current
parks projects and initiatives, programs and events on the Town’s website,
through social media and in other communications (e.g. Recreation Guide);
vi.
Develop and implement public consultation programs as part of projectspecific terms of reference and business plans based on identified
principles and guidelines for parks projects and initiatives;
vii.
Timely notifications including consideration of public notice signs at key
locations within or near parks, distribution of notices to area residents/
associations and committees to ensure local awareness of proposed park
projects, and to identify public participation and volunteer opportunities;
viii.
Update the parks system information and mapping on the Town’s website
as these information resources are further developed, and further develop
links to related websites;
ix.
Measures to support and participate in the planning of local events and
festivals in parks, stewardship activities, outdoor education programs, etc.
75
Recommendation #14:
Community Engagement Initiatives
14b) The Town should continue to promote and pursue partnerships and joint ventures to
encourage local and regional collaboration to support the delivery of parks and
related services, increase public accessibility and maximize related efficiencies
and benefits, including consideration of the following:
i.
Regular and ongoing communications/engagement with volunteer groups/
community service organizations regarding planned park projects and
initiatives and opportunities;
ii.
Continue to work with and consult stakeholders and partner agencies (e.g.
CVC, MTO, County, School Boards, Health Unit, Headwaters Communities
in Action, adjacent municipalities , other levels of government) to identify
parks projects, initiatives, management/ maintenance activities and
programs that align with service delivery mandates and to assess potential
partnerships and agreements related to parks planning, shared
financing/resources, development, programming, promotion, multi-use
service delivery, joint use and/or operations;
iii.
Further develop and review agreements in consultation with the School
Boards to facilitate reciprocal use, upgrading and maintenance of existing
sports fields, community access to school facilities, maintenance protocols
and responsibilities and explore opportunities for outdoor learning related
to parks, trails and natural areas;
iv.
Monitor grant programs and potential funding for park related projects;
v.
Review park/facility user fees and scheduling in consultation with sports
organizations and other program providers;
vi.
Prepare process and design guidelines/standards and work with the
development industry and home builders to assess interest and possible
participation in developer-build parks to achieve the earlier development of
parks where parkland is required to be dedicated in new communities and
intensification areas;
vii.
Work with minor sports organizations to review and monitor existing and
potential future tournament events and facility requirements, and with public
partners, local businesses / private-sector and other organizations (e.g.
Hills of Headwaters) to promote and enhance sports tourism and economic
development related to the community benefits and attractions in parks.
76
5. Implementation
5.1
Overview
A ten year list of action items for implementation is recommended including elements of the Strategic
Framework (s. 2), Policies and Strategies (s. 3), and Projects and Initiatives (s. 4) of the Master Plan.
The implementation action items are presented in a table format organized as follows:
#
Implementation Actions
Funding / Resources
Timing
Each
action
item is
numbered
for
reference
purposes.
Provides a title and brief
description for each
implementation item presented in
the Master Plan (sections 2 to 4).
Some items are further elaborated
by a bulleted list of corresponding
action items.
Identifies capital cost
estimates for each
action item (where
applicable) and
potential funding
source(s) (where
applicable) and an
indication of any other
related capital and/or
operating resource
implications
Proposed year(s) of
implementation considering
scope, priority, resource
requirements, phasing,
timing of related action
items, and cost distribution
within the forecast period.
The recommended implementation program should be considered in the Town’s capital and
operating forecasts and annual budgeting process. The actual timing, funding and directive to
proceed with specific actions is subject to the results of those deliberations of and as authorized by
Town Council. Availability of partnership and funding opportunities related to community
fundraising, grant programs, joint ventures and other sources for specific action items may alter the
timing and other details of said items. In the event that changes to identified action items and/or
new action items are identified, reference should be made to the Strategic Framework of the Parks
Master Plan to ensure the changes are consistent with the Principles and will contribute to achieving
the related Goals.
77
TOWN OF ORANGEVILLE
PARKS MASTER PLAN
DRAFT - March 2015
GOL
Recommendation 10a) #15
1ST LIN
E
Recommendation 11b)
Recommendation 11d)
NU
E
R
MA
SH
AD
RO
E
AV
LL
E
NU
• Review repair/replacement needs
for basketball net
• Maintain as locally accessible
greenspace and playground
19
Railway Parkette
24
• Recast as “Railway Commons” with paved
pathway loop, benches, landscaped areas,
tree planting, decorative fencing, public art
or similar features and enhancements
• If play equipment considered, focus on
unique/themed features
AR
NT
RO
S
IO
• Review repair/replacement needs for
existing basketball court, net and fencing
• Remove remnant volleyball net posts,
repair turf
• Consider wood fibar safety surface to
replace sand base for play equipment
• Continue to engage community
involvement in park programming
and plantings
• Review play equipment
replacement needs, consider wood
fibar safety surface
Myr Morrow Park
• Older swings to be removed based
on new play equipment
ON
D
LE EEL
A
C P
OF OF
N N
W IO
O
T EG
R
Kay Cee Gardens 13
TR
use court, fencing, benches
• Consider re-development with greenspace/
landscaping, seating, smaller multi-use court
Engage local residents to review park
• renewal needs and interests
• Maintain and renew agreement
with Le Conseil scolaire Viamond
as needed for community use
and Town maintenance of ball
diamonds
Harvey Curry Park 9
• Key Community Park for area, also
local neighbourhood park
• Develop a plan for open space area
beyond recent tree plantings west of
parking area
• Review repair/replacement needs for multi-
Springbrook Park 29
12
Karen Court Park
T
EE
E
IN
• Consider park naming contest,
park sign
greenspace, playground
Rebecca Hills Park 25
T
Village Green Park 31
Phase 9/10 Park 22
Mill Street Park 16
• Proposed Bravery Park
initiative
• Continue planning and final
• design for park rehabilitation,
including new play equipment
G
!
G3
Cedarstone Park!
)")"
RT
C OU
Y
RR
PE
#
*
RE
LC
AL
3
#
*
Recommendation 11j)
W
PIN E V IE AVE
RANDY AVEN
UE
LYNDA AVEN
UE
")
SHERBOURNE STREET
")
")
3RD STREET
E
RE
Recommendation 11j)
CRIMSON CRESCENT
2ND STREET
LOUISA STREET
GIFFORD STREET
CENTRE STREET
4TH STREET
ORANGE STREET
T
EN
SC
E
CR
E
NN
CA
C
M
")
ISLAN D LAKE R
OA
D
HURONTAR
IO STREET
Recommendation 10e)
EN UE
HEIGHTS
AV
VICTORIA
1ST STRE
ET
UE
HILLSDALE AVEN
D
CLARA STREET
")
ADA STREET
AV
")
ROBINSO
N ROAD
MONORA
PA
DODDS COURT
W
UR
T
WALSH C
NT
AK
O
")
")
")
A
M
ES
E
")
PALACE COURT
E T DRIVE
")
ENWO
OURT
AIKEN CR
NT
")
")
BIRCH S
TRE
ET
FIELDGATE
AME
LIA S
TREET
T
O
S
G
O
RO
AD
FAULKNER STREET
BLIND LINE
DRIV
E
IV
E
COURTN
R
")
N
MO R
RO
CO
L
VE
29
• Review/monitor play equipment
replacement needs
• Consider wood fibar safety
• surface
Í
!
Í
Engage community in any !
significant renewal/reinvestment
'
!
!
'
i
!
i
!
3
36
Erindale Park
#
*
#
*
• Consider wood fibar safety surface
for play equipment
• Review condition of informal ball
diamond, backstop, consider removal
• Consider pathway loop, additional
trees, monitor bridge condition !
m
m
!
D
OA
Recommendation 10b)
R
E
N
O
AN
LI
AD
O
E
Y LA N
RR
BE
AN
CR
F
AD
RO
VI
PA
HE
LA
YL
RT
Kin Family Park
26
4
5
Ridegwood Park
15
Maywood Park
27
Rotary Park
Credit Lake Park
16
Mill Street Park
28
Ryan Meadows Park
Dragonfly Park
17
Mother Theresa Park
29
Springbrook Park
6
Erindale Park
18
Murray’s Mountain Park
30
Tweedy Parkette
7
Fendley Park
19
Myr Morrow Park
31
Village Green Park
8
Haley Parkette
20
Off-Leash Dog Park
32
Walsh Crescent Park
9
Harvey Curry Park
21
Orangeville Lions Club Sports Park
33
10
Idyllwilde Park
22
Phase 9/10 Park
Alder Street Parklands
(at Alder Street Recreation Centre)
11
Island Court Park
23
Princess of Wales Park
12
Karen Court Park
24
Railway Parkette
NP
New Parks
Trails (See Trails Plan)
Trails (See Trails Plan)
Existing
Future Existing
Future
Town Lands
Town Lands
Cemetery
Cemetery
Rec Facility
Stormwater
Rec Management
Facility
Conservation
Stormwater Management
OfficialConservation
Plan
Environmental
Protection
Official Plan
Environmental Protection
)"
Secondary
Baseball
Park
Facilities
AD
T
IN
PO
H
G
HI
Basketball
RO
!BMX
Í
Í Dog Park
!
G
!
'Baseball
Outdoor Rink
'!
!
G
iBasketball
!
Parking
i Dog
!
3 Park
Picnic Shelter
3!
#
Í
*Outdoor Rink
#
*!
Playground
Í
'Parking
Skate
Park
'
!
Shelter
iPicnic
Soccer
i
!
3
mPlayground
!
#
*
Splash
Pad
!
m3
!
Park
(Skate
#
*Soccer
!
(!
Tennis
_
n
n
n!(
_
!
Secondary
nn
_
!
n
Washrooms
Pad
! Splash
_
mTennis
!
Schools
!
(Washrooms
m
!
Elementary
HI
T
IN
PO
GH
AD
RO
G
!
)"
Cedarstone Park
Rebecca Hills Park
)"
3
25
n
n
)"
DR
IEL
E
TRAIL
14
Kay Cee Gardens
Major Parks
Major Parks
Community Parks
Community Parks
Neighbourhood Parks
Neighbourhood Parks
Urban Greens
Urban Greens
Future Parks
Future Parks
!
_
_
!
ParkSchools
Facilities
Elementary
G BMX
G!
!
)"
Recommendation 10e)
RF
T
K
LA
SANDRA ROAD
13
Bennett Drive Parkette
2
• New Parkette for local neighbourhood access
to greenspace and playground
• Junior or junior/senior play structure, swings,
• wood fibar safety surface
Paved pathway and connection to potential
• future trail development in adjoining woodland
Benches, passive open space, trees and other
plantings/edge treatments for woodland buffer
Alexandra Park
AD
RO
1
Park
Classification
Parks
Classification
BY
GH
OU
Park Inventory
E
RT
PO
TO
• North-East: new Neighbourhood Park (Orangeville
Highlands II)
• North-West: new Neighbourhood Park or alternatively
two Urban Greens (Parkettes and/or Commons) with
proposed Dudgeon/Alden Hill and Edgewood Valley
developments;
• South-West: new Neighbourhood Park or alternatively
development of Riddell Road / Spencer Avenue area
E
RE
ST
ST
A
AX
FR
A
R
GA
Future Neighbourhood Parks
IN
MA
RA
RK DR IVE
Recommendation 11j)
EA
16
")
FENDLEY ROAD
CO
UR
T
KC
N IC
DIN
")
KAR
RI
Y D
25
LL
WI
PL
INE
Recommendation 11b)
E
IV
DR
HU
GA
A
AX
AD
RO
D
OA
YR
ED
NN
KE
ST
RR
UA
Recommendation 11j)
Y
JA
ET
ST
EA
FR
RA
NL
W
TO
JO
UA
SH
Upper Credit C. A.
#
*
i
!
AY
RR
MU
RE
IN
ER
Island
Lake
T
ST
E
RE
ST
N
R
E
RE
E
ET
RE
ST
FF
DU
22
• Inventory and evaluate Town-owned natural areas
• Identify natural areas for potential for potential
future acquisition
• Determine public access and use opportunities
(e.g. trails, lookouts, nature interpretation, outdoor
education), maintenance and operational resource
needs
HIGHWAY 9
ET
RE
ST
NT
ET
RE
ST
O
RI
TA
AD
ON
RO
A
NI
DO
LE
T
CA
EE
TR
LS
E
EL
NU
W
VE
RD
EA
AL
CA
IND
ER
E
SC
RE
6
#
*
n
WA
HO
Natural Areas Management Plan
EN
SC
E
ND
XA
#
*
24
HN
JO
SS
IDGE DR
IV
KR
OA
#
*
NT
CE
E
AL
NE
LA
n
COLES CRESCENT
OLD OAK LANE
MCMASTER ROAD
ET
T
AD
RO
IVE
CED AR D R
ST
RU
EC
VE
OY
AV
PE
T
T
EE
TR
ON
CA
E
NC
IA
OR
CT
I
V
EET
Rotary Park Sports Field Conversion
BUENA VISTA DRIVE
RE
ST
EE
E
RE
ST
ET
RE
ST
YS
WS
DA
CR
I
PR
NE
SAR AH
ET
RE
ST
TR
TS
M
N
IO
ET
RE
ST
R
MA
LE
IR
SH
E
PL
MA
W
LA
LA
LL
MI
RE
IA
ET
IA
TH
BY
RE
ST
AD
RO
CE
ER
I
DR
RK
PA
A
RG
MA
IL L
W
T
HEWI T
MM
CO
D
ET
RE
ST
E
W
EL
ED
IL
i
!
ET
RE
ST
E
PLAC
R
HL
IL
I C
E
Young Court Parkland
T AMAR ACK
IND IAN TRA
IV E
DR
DA
CE
T
19
DRAFT
March 2015
N
DO
I VE
SCEN
T
• Site investigation and business plan/feasibility analysis
• Review three potential location alternatives for renovation of one (1) existing field
to artificial turf: Murray’s Mountain Mark/ODSS or Alder Street Parklands/WSS or
Rotary Park
• Consider field lighting, parking, washrooms/storage, accessibility, multi-use/multi-field
configurations with existing or future natural turf fields, potential partnership(s), user
E
IN
NL
fees, etc.
W
LE
CA
OR
NM
CR
NT
CE
S
E
RK
PA
IV
DR
Princess
Margaret
DWATERS LANE
FRENCH DRIVE
AN
RD
JO
G
IN
NL
W
O
T
9
#
*
!
!
_
m
E AVENUE
H
UT
SO
G STR
SPRIN
ET
RE
ST
HE
A
!
(
!
(
Artificial Turf Soccer Pitch / Multi-Use Sports Field
EA
VE
ON
AC
E
URN CRESCE
YB
NT
W
IE
KV
R
PA
E
IV
DR
NC
L TON DRIVE
#
*
GRAHA
#
*
Elementaire
n Ecole
Orangeville
NP
D
LE
CA
BROOKHAVE
N CRE
CE
AH
NN
HA
D
OA
BR
Y
WA
T
LE
URT
CO
NG
U
YO
NT
CE
ES
CR
AN
N
I
DR
T
UR
CO
IVE
DR
JOH
A
CI
RC
RE
ON
HT
IG
BR
N
SO
RD
A
CH
RI
G
E
UD
MA
D
AN
DL
HA
M
12
NTURY DRIVE
CE
AD
RO
IN
DR
CO
UR
T
future acquisition
(e.g. trails, lookouts,
nature interpretation, outdoor
AD
RO
education),GEmaintenance
and operational resource
A
I
needsARR
D
OL
C
N(
!
O
T
ET
Natural Areas Management Plan
C
K
AN
R
19
UE
EN
AV
ES
#
*
#
*
ON
WT
NE
9
10
S TRE
AD
GH A
M
RO
BUCK
IN
R
TY
RIV
PD
RB
BU
N
CE
NP
C
CR
RT
OU
E
SC
O
TH
AL
SAN
G
INE
NW O OD
RE
NT
UN
CO
E
AL
EE
D
E
IV
DR
EW
O
WO
R
C
NE
C AY
BIS
EET
TR
D
SP
RI
NG
VI
A
RO
RY
EN
NT
BB
RO
G
OR
S
RE
DS
AVENUE
SPENCER
R
GA
EN
GL
CE
L
NIA
EC
AL
ND
OO
Spencer
n Ave
D
OA
SR
ER
AD
RO
RD
VA
LE
U
BO
T
EN
SHER W
O
23
X
SA
AD
L
TT
SE
ND
LA
GH
R
AD
O
TST
LIS
HI
T
RO
• Monitor play equipment
replacement needs
23REET
N ST
#
* !
' i
_!
!
AB
BE
Y
E
RE
TY
Haley Parkette 8
OO
YW
MA
• Review potential trail connection to Settlers
Creek ES
• Promote enhanced usage of ball diamond
with input from baseball groups
YA
LO
T
EN
SC
RE
PC
TO
LL
HI
Princess of Wales Park 23
• Monitor future play equipment
replacement needs
UN
CO
• Key Community Park for west side,
also local neighbourhood park
• Monitor usage and operation of
new splash pad
• Consider basketball/multi-use court
Tweedy Parkette 30
N
n
DR
A
ON
ET
RE
ST
S STREE
PARSON
RO
• Consolidated baseball/tournament venue with Idyllwilde Park
• Consider potential conversion of existing natural turf field
to ball diamond based on feasible alternative location for
BE
EC
artificial turf soccer/multi-use sports field (see #11b)
H
NU STREE
T
T• Monitor need for additional ball diamonds based on usage
PURPLE ROAD
CHURCH STREET
N
IV
DR
7
n
SO
DI
MA
Parkinson
Centennial
T
EN
SC
RE
Fendley Park
St.
Peters
#
*
T
UR
CO
BOUR
NE
C
LE
T
AR
EW
ST
K
n
i
!
Westside
Secondary
School
#
*
H
JO
Y
NT
E
MC
G
!
ITRICK DRIV
E
E
CK
LA
E
ESC
CR
OR
LIN
APPLETON DRIVE
E
R IV
NE D
C
ER STRE ET
ALD
IVE
AM
DR
LS
#
*
i
!
DIA
N
MA
BA
8
ET
RE
ST
31
5
4
16
13
HILLSIDE DRIVE
'
!
UE
EN
AV
1
D1
OA
Montgomery
#
* #
*
Village
#
*
#
*
S
A
#
*
ET
TRE
GS
REET
FRONT ST
RON
T
S
ARM
K STREE T
LITTLE YOR
#
*
#
*
E
DG
n
O
TT
CO
D
OO
NW
T
UR
OD
E
TR
ET
CO
D
O
GW
DO
ET
RE
ST
E
NU
A VE
I
BR
A
RO
E
RB
DE
EL
YS
RR
TID
EM
N
M
CA
E
33
ROSE STREET
30
T
#
* TREE
ON
NN
CA
IV
DR
W
HA
RS
HA
IC K
RN
FE
E
LTR
FE
NT
S CE
W
BES
HUNTER ROA
D
R
TY
OF AXA
WN FR
TO ARA
G
ST
UN
T
T
EN
SC
RE
CH
AN
M
AP
ET
RE
ST
21
i
!
ASHWO OD DR I VE
E
C
MIN
T
CEN
RE S
!
i!
!
_m
T
OP COUR
SH
BI
EA
CO
AD neighbourhood
• Maintain as local
RO
Y adjacent to water tower with
greenspace
T
UN
picnic
table(s)
and bench(es), trees
CO
7
RD
RD STREET
FO
OX
T
1
playgrgund for Lakeview
Court area
• Consider tree planting in
boulevard along frontage
• Site investigation and business plan/feasibility analysis
• Review three potential location alternatives for renovation of one (1) existing field
to artificial turf: Murray’s Mountain Mark/ODSS or Alder Street Parklands/WSS or
Rotary Park
• Consider field lighting, parking, washrooms/storage, accessibility, multi-use/multi-field
configurations with existing or future natural turf fields, potential partnership(s), user
fees, etc.
ES
CR
RD
E
DG
Bennett Drive
Parkette 2
3
A
LEV
BOU
EB
RY
ER
E
RE
ST
i
!
_
3!
#
* (!(! (!(!
#
*
1ST AVENUE
YORK STREET
HILL ROAD
NT
S CE
M CRE
RI
MONTGOME R Y
NP
W CRE
DA BOULEVARD
EN
!
(
'
!
2ND AVENUE
ZINA STREET
MS
2
EL
MU
SA
MCCARTHY STREET
#
*
Princess
Elizabeth
BROADWAY
10
UE
CLARKE AV E N
G DRIVE
RA
CA
NC
RO
ME
BR
1ST STREET
MASON ST
REET
2N D LIN E
Recommendation 10c)
COUNTY
ROAD
ELIZABETH STREET
3RD AVENUE
27
C OURT
Q
TOWNSH
IP OF
AMARANT
H
M
EL
Recommendation 10d)
n
#
*
AN
TC
OU
RT
ORA N
ED
WESTDALE AVENUE
'
!
PIN E GL
EN
4TH AVENUE
T
OUR
LA KEVIEW C
#
*
COUNTY ROAD 16
RESCE
N
GO L
N COURT
FEAD STREET
NORTHMEN WAY
Credit Lake Park 4
AD
Artificial Turf Soccer
Pitch / Multi-Use Sports Field
URT
CO
!(
!(
!
(
18
SUN S
• Review repair/replacement
needs for benches, bleachers,
parking area, lit ball diamond
• Consider formalizing/paving
pathways, new basketball/
multi-use court
OD
n
E
Idyllwilde Park 10
WO
M ORLAND AVENUE
5TH AVENU E
GLENFOREST ROA
V
RI
ND
BLUE HER O
IRON
n
JA C
KSO
IN P
A RKWAY
FOREST PARK ROAD
Orangeville
District Secondary
School
Island Lake C. A.
1
• Flexible space, seating for events
• Maintain as downtown
greenspace, consider additional
pathways and alternative/resilient
landscape treatments for large
gatherings
10
St.
Andrew
D
Alexandra Park
15
for play equipment based on
• current standards
Consider wood fibar safety surface
• to replace sand base, new edging
Complete pathway
• for benches
Maintain as passive greenspace
• and trail link to ODSS
S
EH
Consider areas for low-to-no
maintenance landscape materials
• Review and secure permanent location, if possible
• Monitor and consider potential need for second
location
• Consider facility design/enclosure, proximity to
other park amenities, schools and residential,
safety of park users and related facility supports
– benches, lighting, water fountains, waste
receptacles, fencing, operational/maintenance
needs
AY
W
ELM AVE NUE
BR
E
G EMILL
PASSMORE AVENU E
H
IG
C
BANTIN
JA
BEN
11
O
A
E CRESCENT
E
SC
OD C RE
W
n
ISLAND C O
EV
AR
D
H
CR
T
Maywood Park
Island Court Parkette 11
Leash-Free Dog Park
15
#
*
DG
AT
H F IELD
HANSE N BOULEVARD
WAY
URT
LE CO
OO DVA
UL
KE NS
IN
#
*
Credit
Meadows
#
*
CE
ES
BO
B E EC
#
*
CRE
EK
COLLEGE AVENUE
MEADOW D
VIC TOR LARGE
E
#
*
EDIT
RESCEN
#
*
ENT
CR
PL
E
RT
28
AS
!
(
RT
OU
• Complete walkway/pathway through park
replace sand base for play equipment
• North-East: new Neighbourhood Park (Orangeville
• Highlands II)
North-West: new Neighbourhood Park or alternatively
• proposed Dudgeon/Alden Hill and Edgewood Valley
developments;
South-West: new Neighbourhood Park or alternatively
development of Riddell Road / Spencer Avenue area
OA D
Í
!
DARSAM COURT
OD CRESC
WO
T
ME
CE
YR
ER
Walsh Crescent Park 32
Future Neighbourhood Parks
20
E
DRIV
OD CRESCEN T
JULL
Recommendation 11a)
E
E
IV
DR
ON
E
IV
IV
DR
Y
ILE
32
WEST
CO
U
NP
OAD
NP
MICHAE L
IS
CA
DR
i
!
VE
RI
RD
VA
LE
B
RE
BA
SCOTT D
RIV
E
GT
IV
R
• New Parkette for local neighbourhood
access to greenspace and playground
• Junior or junior/senior play structure, swings,
• wood fibar safety surface
• Basketball/multi-use court (half court)
• Paved pathway to complete trail connection,
benches
Tree plantings, landscaping with edge
treatments/boundary delineation
ED
Morrow Crescent Parkland
14
ESCENT JEFFER
S COURT
CR
EY
PHEASANT D
P HE
• Consider pathway upgrade
to multi-use trail, complete
connection through park
• Review potential enhanced
plantings for SWM area
#
*
C
STILL
Ryan Meadows Park 28
EC
ESCE
NT
• Two (2) soccer pitches / multi-use sports fields, one
with lighting (based on illumination plan), concession/
washrooms/storage building, multi-use pathways/fitness
• trail, parking expansion
Review existing play equipment – condition, location,
• configuration
Retain existing building, identify opportunities for
enhanced community use, monitor condition
ELAIN
• Review potential re-purposing tennis
court to multi-use
play equipment (swings), benches
• Consider wood fibar safety surface
SHANNON COURT
St.
Benedict
AD AM S C
T
ES CEN
FAITH DRIVE
n
NP
CR
17
LE W
Parkinson Crescent Parkland
EW
LISA MARIE DRIVE
STVIEW CRES CENT
N COUR
TO
T
W
LA
STAR
RV
I
BRUCEDALE B OU
TOWN OF MONO
#
*
Kin Family Park
future acquisition
(e.g. trails, lookouts, nature interpretation, outdoor
education), maintenance and operational resource
needs
Monora Park
26
14
Natural Areas Management
Plan
CEDAR GROVE R
E
replace sand base for play equipment,
and for swings
benches and turf around playground area
• Complete pathway through park
• New Neighbourhood Park for developing area
• Junior and senior play structures, swings, wood fibar or
fully accessible safety surface
• Accessible, themed and/or natural playground features
• Basketball/multi-use court/outdoor rink
• Paved pathway/loop, benches/seating
• Informal/junior playing field
• Tree plantings, landscaping with edge treatments/
boundary delineation
IV
T
Mother Theresa Park 17
26
• Review repair/replacement needs for play
• equipment
Consider wood fibar safety surface to
• replace sand base, new edging, pathway
Review public access to adjoining
wooded area with landowner
ROAD
DEN
Ridgewood Park
Parks Master Plan
Town of Orangeville
KIN
G F I SHER DR
!
Í
'
!
i
!
3
#
*
m
!
AD
RO
T
IN
PO
AD
GH
RO
HI
NT
I
PO
GH
HI
_
^
!
(
_
!
n
n
^
_
_
^
GOL
Recommendation 12d)
Recommendation 12e)
1ST STREET
HURONTAR
IO STREET
Recommendation 12e)
Recommendation 12d)
T
EN
SC
E
CR
Y
RR
PE
3
R
MA
A
SH
C
LL
RE
AD
RO
E
NN
CA
C
M
*
ON
E #
IV
D
R
Y D
LE EL
CA PE
OF OF
N ON
W I
TO EG
R
25
#
*
Upper Credit C. A.
Y
JA
Recommendation 12d)
E
IV
DR
E
AV
LL
Greenway Trails
Recommendation 12f)
AN
RD
JO
ORANGE STREET
Recommendation 12e)
W
PIN E V IE AVEN
UE
RT
C OU
RANDY AVEN
UE
LYNDA AVEN
UE
")
")
SHERBOURNE STREET
4TH STREET
#
*
AD
RO
E
NU
• New paved multi-use trail
from McCannell Avenue
to Rebecca Hills Park
On-Street Facilities
Recommendation 12e)
T
")
3RD STREET
FAULKNER STREET
LOUISA STREET
GIFFORD STREET
CENTRE STREET
N
1ST LIN
E
EN UE
HEIGHTS
AV
D
CLARA STREET
")
AV
!
(
• Review potential on-street,
signed/marked cycling routes
on Rolling Hills Drive from
McCannell Avenue to Howard
Crescent / Jay Crescent;
McCannell Avenue (entire length)
Recommendation 12e)
UE
HILLSDALE AVEN
1ST STRE
ET
NT
AME
LIA S
TREET
ADA STREET
")
")
A
M
ES
E
ISLAN D LAKE R
OA
D
ROBINSO
N ROAD
RK DR IVE
MONORA
PA
DODDS COURT
UR
T
WALSH C
AK
O
")
• Review potential paved shoulders along Townline from
County Road 23 to Broadway
• Consult with the County and adjoining municipalities re
potential on-road cycling route and connections
• Consider new sidewalk on Green Street from existing
sidewalk terminus south of Townline to Chisholm Street
i
!
")
")
#
*
")
29
AR
NT
RO
S
IO
TR
T
EE
Primary Trails System
Recommendation 12d)
• Paved multi-use trail within
abandoned spur line from
Centennial Road to C-Line
• Consult with Upper Grand
District School Board re potential
connection to WSS
LL
WI
Kin Family Park
26
Ridegwood Park
3
Cedarstone Park
15
Maywood Park
27
Rotary Park
4
Credit Lake Park
16
Mill Street Park
28
Ryan Meadows Park
5
Dragonfly Park
17
Mother Theresa Park
29
Springbrook Park
6
Erindale Park
18
Murray’s Mountain Park
30
Tweedy Parkette
!
Í
'
!
'
!
On-Street
Facilities
i
!
i
Bike !
Lane/Paved Shoulders
3
3
Signed Route
#
*
#
*
7
Fendley Park
19
Myr Morrow Park
31
Village Green Park
8
Haley Parkette
20
Off-Leash Dog Park
32
Walsh Crescent Park
Other
9
Harvey Curry Park
21
33
Idyllwilde Park
22
Alder Street Parklands
(at Alder Street Recreation Centre)
E
Y LA N
RR
BE
AN
CR
Island Court Park
23
Princess of Wales Park
12
Karen Court Park
L
24
TY Railway Parkette
ER
AN
E
11
F
AD
RO
V
PA
N
O
D
OA
E
AIL
I
IL
R
Phase 9/10 Park
H
LA
NP
New Parks
Low Impact Multi-Use
Walking/Hiking
Í
!
Walkways/Linkages
Community Parks
G
!
Neighbourhood Parks
Official Plan
!
m
m
!
Environmental Protection
!
(
!
(
Cemetery
!
i
3
Stormwater Management
#
*
Rec Facility
!
(
!
(
!
(
Trail Heads
_
^
^
_
PO
Conservation
Í
!
Town Lands
'
!
!
m
m
!
ORDC
and Spur Line
!BMX
G
GBaseball
!
AD
RO
G
!
Basketball
T
IN
H
!
Í
Í HIG Í
!
!Dog Park
'
!
Í
!
'
!
'Outdoor Rink
i
!
Í
!
'
i
!
iParking
!
3
'
!
i
3
3Picnic Shelter
#
*
#
i
!
#
*
*Playground
3
#
*Skate Park
3
#
*Soccer
Future Parks
Primary Trail
n
n
n
n
!
G
G
!
Urban Greens
Connecting Sidewalk
!
_
_
!
Key Destinations
Major Parks
Park Facilities
!
m
Schools
!
(
Elementary
_
!
Secondary
n
n
!
_
_
!
n
n
D
G T RROOAAD
!
AD
RO
N
OIINT
NT
I
P
O
AD
PO
GHP
HIIGH
RO
GH
T
H
HI
IN
PO
AD
GH
RO
HI
NT
I
PO
GH
HI
)"
14
Park Classification
)"
Bennett Drive Parkette
Future
)"
Rebecca Hills Park
D
OAAD
RO
AD
T
O
R
NT R
T
OIIN
IN
HPPO
GH
PO
H
HIIG
G
H
HI
)"
25
Existing
)")"
Kay Cee Gardens
10
AD
O
AD
RO
2
BY
GH
OU
13
DR
IEL
T
SANDRA ROAD
Alexandra Park
RF
E
IN
NL
1
Greenway Trails
G
!
G
!
Paved
Multi-Use
)")")"
A
AX
E
IN
)"
O
S
G
O
CRIMSON CRESCENT
")
ENWO
OURT
AIKEN CR
NT
")
")
BIRCH S
TRE
ET
FIELDGATE
R
")
DRIV
E
IV
E
COURTN
TOWNSH
IP OF
AMARANT
H
RO
AD
MO R
RO
CO
L
PALACE COURT
KAR
")
")
CO
UR
T
KC
N IC
DIN
W
MASON ST
REET
Recommendation 12e)
Recommendation 12d)
M
EL
Recommendation 12e)
ED
FENDLEY ROAD
JO
UA
SH
• Jay Crescent walkway linkage
• Consult with Ministry of
Transportation re potential paved
multi-use trail along east side of
Hurontario Street / Highway 10 to
intersection
HU
Recommendation 12e)
AY
RR
MU
D
OA
YR
ED
NN
KE
6
E
RT
PO
RA
Island
Lake
EN
SC
NT
Recommendation 12f)
n
22
WA
HO
NT
CE
Recommendation 12e)
HIGHWAY 9
ES
CR
RD
IDGE DR
IV
KR
OA
#
*
RR
UA
RE
OLD OAK LANE
T
ST
URT
CO
Recommendation 12f)
OD
E
RE
ST
Recommendation 12f)
WO
R
FF
DU
IN
ER
ET
• Review potential on-street, signed/marked cycling routes on Oak Ridge Drive from
NCH to
Clarke Avenue to Buena Vista Drive and/or Clarke Avenue from Oak RidgeFRE
Drive
DRIVE
Buena Vista Drive
• Review potential bike lanes on Buena Vista Drive from Clarke Avenue to Highway 10
intersection; on Rolling Hills Drive from Howard Crescent / Jay Crescent to Highway
9 at Oak Ridge Drive; and on Oak Ridge Drive from Highway 9 to Clarke Avenue
MCMASTER ROAD
E
E
ND
XA
ET
RE
ST
ET
RE
ST
COLES CRESCENT
NU STREE
T
T
BUENA VISTA DRIVE
T
Park Inventory
W
TO
NT
S CE
M CRE
E
AL
NE
LA
T
!
(
E
IA
OR
CT
I
V
PURPLE ROAD
ET
_
^
24
HN
JO
E
OY
AV
PE
NC
S
ES
ET
RE
ST
EET
RE
ST
T
T
IN
NL
W
O
T
n
#
*
Princess
Margaret
T
EE
TR
ORDC
Station
ET
RE
ST
O
RI
TA
AD
ON
RO
A
NI
DO
LE
T
CA
EE
TR
LS
E
EL
NU
W
VE
RD
EA
AL
CA
IND
ER
NE
SAR AH
EE
E
RE
ST
T
AD
RO
IVE
CED AR D R
I
PR
G STR
SPRIN
M
ET
RE
ST
EE
TR
ON
CA
LA
TR
TS
IA
N
IO
ET
RE
ST
R
MA
YS
WS
DA
CR
E
SC
RE
I
IV
DR
i
!
RK
PA
ET
RE
ST
RE
IL L
W
IA
TH
BY
ET
LE
IR
SH
E
PL
MA
W
LA
ST
RU
EC
VE
ST
EA
GA
FR
RA
E
RE
ST
K
LA
IL
RE
ST
AD
RO
CE
ER
I
DR
D
LE
CA
ON
TR
T AMAR ACK
IND IAN TRA
W
EL
ED
LD
RK
PA
E
GRAHA
#
*
T
S STREE
PARSON
E
PLAC
A
NP
NL
W
TO
IN
MA
ST
T
HEWI T
MM
CO
IV E
DR
R
I CC
NT
CE
S
E
H
UT
SO
IV
DR
9
#
*
!
!
_
m
E AVENUE
#
*
S
AY
DW
OA
BR
HE
• Paved multi-use trail
along
westLANE
A DWATERS
side of Highway 10 to Rotary Park
LE
PL
INE
DRAFT
March 2015
EA
E
IV
DR
NC
L TON DRIVE
LL
MI
E
I VE
AN
N
R
A
RG
MA
IV
DR
W
IE
KV
R
PA
R
HL
LE
CA
N
DO
CE
AH
NN
HA
5
EET
STR
REET
FRONT ST
Elementaire
n Ecole
Orangeville
DA
CE
T
19
URN CRESCE
YB
NT
N
19
UE
EN
AV
ES
RE
OR
NM
A
ON
ET
RE
ST
Y
JOH
ON
HT
IG
BR
CI
RC
O
T
12
NTURY DRIVE
CE
AD
RO
AC
E
A
AX
FR
A
R
GA
SO
DI
MA
#
*
#
*
ON
WT
NE
T
N
SO
RD
A
CH
RI
ESCE
NT
GE
N
CE
C
N(
!
DR
S
RE
Greenway Trails
EC
AL
ND
NK
BA
RT
OU
9
10
S TRE E
C
CR
T
EN
IV
DR
AD
GH A
M
RP
URT
CO
NG
U
YO
• New multi-use trail connecting open space areas – Spencer Avenue to
Buckingham Street
• Review potential walking/hiking trails within natural/open space areas
where supported by Natural Areas Management Plans
• Potential loop from Young Court Parkette and stormwater management
D
BROOKHAVE Street
areaRwith
O A connections to Sandringham Circle and Buckingham
N CR
D
OL
R
BU
RO
T
UR
CO
IVE
DR
NT
CE
ES
CR
IA
RR
CA
NP
G
OR
G
NW O OD
E
UD
MA
G
INE
EE
HA
M
ND
LA
GH
D
IN
DR
AL
R
BUCK
IN
R
VA
LE
U
BO
T
O
TH
AL
SAN
O
WO
D
AN
DL
R
IAL
BB
RO
TY
E
CO
UR
T
C
NE
C AY
N
CE
ES
NN
TE
AD
RO
UN
CO
IV
DR
EW
D
OA
YR
RR
N
CE
E
D
• Ensure sidewalks on Spencer
Avenue (both sides) extension
from existing terminus to
Riddell Road (County Road
109) at Centennial Road
GA
EN
GL
BIS
EET
TR
AVENUE
SPENCER
D
OA
SR
ER
_
^
#
*
4
CHURCH STREET
N
E
CK
LA
IVE
T
UR
CO
DS
n
Spencer
Ave
n
#
*
n
R
AD
O
23
L
TT
SE
OO
OO
YW
MA
T
EN
SC
RE
PC
TO
LL
HI
#
* !
' i
_!
!
SHER W
O
23
X
SA
AD
REET
St.
Peters
Parkinson
Centennial
HI
T
RO
N ST
SP
RI
NG
VI
AB
BE
Y
E
RE
ST
IST
AL
Y
LO
TY
• Review potential walking/hiking trails within natural/open space areas where supported by
Natural Areas Management Plans
• Potential loop/connections from west side of Alder Street at Glengarry Road and/or Saxon
Street existing trails at Colbourne Crescent and existing linkages (3) off of Hunter Road
• Potential loop/connection from Spencer Avenue at Abbey Road north-westerly to Alder
Street near Riddell Road intersection
LE
T
AR
EW
ST
E
WDSS
#
*
ET
RE
ST
i
!
T
!
(
BE
EC
H
HILL ROAD
16
13
H
JO
DR
NT
T
EN
SC
RE
UN
CO
Greenway Trails
#
*
i
!
1
ONG
STR
ARM
K STREE T
LITTLE YOR
31
!
(
'
!
_
3!
#
* (!(! (!(!
#
*
1ST AVENUE
Opera
House
HILLSIDE DRIVE
N
N
MA
E
ESC
CR
OR
2ND AVENUE
#
*
A
VE
DR I
LIN
K
_
^
BOUR
NE
C
21
TID
EM
3RD AVENUE
YORK STREET
27
10
UE
CLARKE AV E N
BROADWAY
• Review potential on-street, signed/marked
PIN GL
EN RO
cycling routes on Elizabeth EStreet
from
AD Clara
Street to Amelia Street; on 2nd Avenue
from Sherbourne Street to Clara Street; and
on Sherbourne Street from Broadway at
Townline to 2nd Ave/Rotary Park
IRON
ZINA STREET
ASHWO OD DR I VE
C OURT
MCCARTHY STREET
n Princess
Elizabeth
#
*
i
!
NE
DIA
FEAD STREET
Tony
Rose Recreation
Centre
_
^
'
!
4TH AVENUE
T
OUR
LA KEVIEW C
#
*
C
MC
Westside
Secondary
School
N COURT
WESTDALE AVENUE
'
!
UE
EN
AV
ER STRE ET
ALD
n
i
!
E
LTR
FE
8
Alder Street
Recreation
Centre
_
^
ITRICK DRIV
E
T
T
UR
1
D1
OA
#
*
G
!
E
RE
ST
D
OO
NW
O
#
*
TT
ET
CO
RE
ST
AM
LS
BA
n
APPLETON DRIVE
T
CO
D
GW
DO
D
OO
E
RE
ST
18
#
*
#
*
E
DG
YS
RR
!(
!(
!
(
NORTHMEN WAY
DA BOULEVARD
EN
E
NU
A VE
I
BR
A
RO
R
TY
33
30
T
#
* TREE
E
RB
DE
EL
Montgomery
Village
#
* #
*
ROSE STREET
• Review potential bike lanes on
Alder Street
RN
FE
M
CA
E
HUNTER ROA
ET
RE
ST
Orangeville
District
Secondary School
ELIZABETH STREET
RD STREET
FO
OX
T
ON
NN
CA
IV
DR
CH
AN
M
AP
W
HA
RS
HA
IC K
!
!!
i
_m
NT
S CE
W
BES
7
RD
E
YS
RR
BE
EE
TR
10
T
A
LEV
BOU
NP
D
UN
3
T
EN
SC
RE
S
BI
P COURT
HO
D
C
MIN
T
CEN
RE S
CO
OF AXA
WN FR
TO ARA
G
ST
EA
MONTGOME R Y
W CRE
AY
W
E
DG
TY
2
SA
EL
MU
n
E
5TH AVENU E
GLENFOREST ROA
_
^
Island Lake C. A.
IN P
A RKWAY
FOREST PARK ROAD
ODSS
V
RI
ND
BLUE HER O
H
IG
RI
UN
CO
A
RO
NC
RO
ME
D
G EMILL
M ORLAND AVENUE
BANTIN
BR
BR
E
O
MS
CA
RESCE
N
DG
AT
UL
W
n
G DRIVE
RA
JA
BEN
11
• Review potential on-street, signed/
marked cycling routes on Amelia
Street from to Elizabeth Street to south
of Victor Large Way; and on College
Avenue from Amelia Street to Blind
Line and beyond to Courtney Crescent
15
#
*
E CRESCENT
E
SC
OD C RE
COUNTY ROAD 16
• New paved multi-use trail
from Montgomery Boulevard
to Samuel Court
• Complete trail connection in
conjunction with development
of Morrow Crescent Parkland
EV
AR
D
JA C
KSO
AN
TC
OU
RT
Greenway Trails
T
E
C
ELM AVE NUE
St.
Andrew
HANSE N BOULEVARD
WAY
URT
LE CO
OO DVA
ISLAND C O
BO
B E EC
CR
CE
ES
PL
AS
A
VE
RI
• Review potential on-street,
signed/marked cycling routes on
Diane Drive (entire length);
and on Montgomery Boulevard
(entire length)
CRE
EK
COLLEGE AVENUE
MEADOW D
#
*
P HE
n
PASSMORE AVENU E
RT
28
#
*
EDIT
RESCEN
#
*
ENT
JULL
CR
H F IELD
WEST
CO
U
E
VIC TOR LARGE
S
EH
H
OD CRESC
WO
ON
PHEASANT D
NP
!
(
KE NS
IN
#
*
Credit
Meadows
#
*
Í
!
DARSAM COURT
OD CRESCEN T
GT
R
IV
STILL
• Paved multi-use trail from north
side of Broadway at Diane Drive/
Preston Drive area to County
Road 16 (regional connection to
County trail)
ED
14
ELAIN
SHANNON COURT
ESCE
C
ESCENT JEFFER
S COURT
CR
EY
RT
OU
32
NT
• Bike lanes on Hansen
Boulevard from west of Blind
Line to County Road 16
OA D
20
i
!
AD AM S C
R
RY
2ND STREET
Y
ILE
CE
TE
ME
NP
E
DRIV
BLIND LINE
16
E
IV
DR
E
BA
SCOTT D
RIV
E
CA
DR
E
IV
IV
DR
#
*
VICTORIA
Recommendation 12e)
Recommendation 12f)
EA
IS
COUNTY
ROAD
EC
MICHAE L
St.
Benedict
n
NP
RD
VA
LE
FAITH DRIVE
B
RE
Greenway Trails
2N D LIN E
17
LE W
N COUR
TO
T
W
LA
T
CR
ES CEN
LISA MARIE DRIVE
STVIEW CRES CENT
#
*
EW
BRUCEDALE B OU
TOWN OF MONO
• Complete paved multi-use trail connection from west side of
Highway 10 to 1st Street and from 1st Street to new loop/
connection
• New paved multi-use trail loop/connection north Hansen Boulevard
• Consult with Town of Mono re potential trail connection to Monora
Park
Q
Recommendation 12d)
Monora Park
STAR
RV
I
T
• Connect existing multi-use trail
from west limit of College Avenue to
south end of Mason Street
26
Recommendation 12f)
Greenway Trails
• Review potential walking/hiking trails within natural/
open space areas where supported by Natural Areas
Management Plans
• Potential loop/connection from north of existing trail terminus
at the westerly end of College Avenue, west towards County
Road 16, ending at the north side of Hansen Boulevard
CEDAR GROVE ROA
D
• Review potential walking/hiking trails within natural/open space
areas where supported by Natural Areas Management Plans
• Potential connection from east side of Blind Line to north side of
Hansen Boulevard and from south side of Hansen Boulevard to
Amelia Street, and Amelia Street to stormwater management area
trail east of Victor Large Way on south side of Hansen Boulevard
GO L
Town of Orangeville
• Other locations as deemed
necessary in existing and new
development areas to expand
and improve pedestrian access
and routes to parks, trails and
key community destinations.
ORA N
Trails Plan
IV
E
ROAD
DEN
KIN
G F I SHER DR
!
Í
'
!
i
!
3
#
*
!Splash Pad
m
!
(Tennis
m
!
!
(Washrooms
m
!
_
!
m
!
!
(
!
_
_
^
!
n
n
n
n
n
n
n
!
(
_^
!
_
_
^
^
_
_
^
_
^

Town of Orangeville Draft Parks Master Plan

Transcription

Similar documents

Community Prosperity Appendix 3 - Donner Summit Area Association

Baguio City - unescap.org

Free!!! - Arlingtonva

November 2015

May 09, 2014 - St. Charles County

to the registration form.

Adventure Parks in Malaysia | Lost World of Tambun

Group of Seven in Ontario Parks