HomeMy WebLinkAboutCouncil Agenda - 2024-08-26 SSpecial Council Meeting
Agenda
Monday, August 26, 2024, 5:00 p.m.
Conestoga Room
City of Kitchener
200 King Street W, Kitchener, ON N2G 407
People interested in participating in this meeting can register online using the delegation registration
form at www. kitchen er.ca/delegation or via email at delegation (a)kitchener.ca. Written comments
received will be circulated prior to the meeting and will form part of the public record.
*Accessible formats and communication supports are available upon request. If you require
assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994.*
Pages
1. Commencement
The meeting will begin with a Land Acknowledgement given by the Mayor.
2. Disclosure of Pecuniary Interest and the General Nature Thereof
Members of Council and members of the City's local boards/committees are
required to file a written statement when they have a conflict of interest. If a
conflict is declared, please visit www.kitchener.ca/conflict to submit your written
form.
3. Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address
the Committee for a maximum of five (5) minutes. All Delegations where
possible are encouraged to register prior to the start of the meeting. For
Delegates who are attending in-person, registration is permitted up to the start
of the meeting.
3.1 None at this time.
4. Mayoral Business and Updates - Mayor B. Vrbanovic
5. Strategic Session Reports
5.1 Places and Spaces, Parks Strategic Plan 60 m 3
Strategic Session, INS -2024-347
Staff will provide a 10 -minute presentation on this matter.
6. Adjournment
Page 2 of 26
Staff Reort � )
Infrastructure Services Department www. kitchen er.ca
REPORT TO: Special Council
DATE OF MEETING: August 26, 2024
SUBMITTED BY: Jeffery Silcox -Childs, Director of Parks & Cemeteries, 519-741-2600
ext. 4518
PREPARED BY: Rebecca Roy, Landscape Architect, 519-741-2600 ext. 4151
Mark Parris, Landscape Architect, 519-741-2600 ext. 4397
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: August 16, 2024
REPORT NO.: INS -2024-347
SUBJECT: Places and Spaces, Parks Master Plan — Council Strategic Session
RECOMMENDATION:
For discussion.
REPORT HIGHLIGHTS:
• The purpose of the Strategic Session is to share progress on the Places portion of
the Parks Master Plan, and interactively engage Council on priorities related to
Kitchener's Parks.
• Places is the strategic context for how community needs are served by parks and
open spaces and the quality and content of the amenities within these spaces.
• Following an extensive community engagement process, there are 4 distinct thematic
categories in which recommendations have been identified. These include:
1. Parks as inclusive spaces
2. Protection of land for parks
3. Park planning for the future
4. Reimagining park experiences
• There are no financial implications associated with this staff report. Financial
implications will be considered when the final Parks Master Plan is brought forward
for Council approval.
• This report supports "Cultivating a Green City Together" through the goal to
implement actions from the Parks Master Plan.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 3 of 26
BACKGROUND:
Kitchener's Strategic Plan (2019-2022) identified within `Caring Community' the desire to
complete an Open Space Strategy. The existing Parks Strategic Plan (2010) required a
comprehensive review and update. Kitchener aimed to deliver an equity based, community
focused plan that responds to the needs of a rapidly changing and developing City; that
builds on existing plans and strengthens community links to parks by facilitating
placemaking in parks and open spaces.
The 2023-2026 Kitchener Strategic Plan included the goal to implement actions from the
Parks Master Plan under "Cultivating a Green City together" vision statement. Places and
Spaces is the Parks Master Plan update, defined in two sections as follows:
Spaces
Spaces focuses on the location and quantity of parks today and in the future, and provides
strategic context and priorities for securing new parks. It considers currently underserved
areas, growth forecasts and use of an equity lens to prioritise future park acquisition. Key
within this document is a re-classifying of parks and open spaces to better measure the
city's service provision, establishing parks provision targets, exploring and establishing the
tools necessary to deliver those targets.
Spaces is a stand-alone plan that informs the Park Dedication By -Law and policy. It is
intended to meet the requirements of a `Parks Plan' under the Planning Act, in addition to
developing target of park provisions in tandem with the limits of the tools that enable new
park development.
As a result of the timelines imposed by the province through a previous Planning Act
amendment (Bill 197, COVID-19 Economic Recovery Act, 2020), Spaces was prioritized
and presented to Council independent of Places, alongside a revised Park Dedication By -
Law and Policy. Spaces and the new Park Dedication By-law were approved by Council on
August 22nd, 2022.
Places
Places is the strategic context for how community needs are served by parks and open
spaces. It will define how the city builds and shapes parks and open spaces to meet these
outcome needs.
Rather than a single comprehensive document, Places is planned as a series of user-
friendly, short, accessible guidance documents, with one overarching strategic framework
document. Each topic -based document will address a community need met by parks and
open spaces, and/or an area of service that parks provide. Initially developed in 2021, the
list of topics has evolved and been refined through public engagement yielding the following
list of 16 topics. Topics in bold represented strong topic -specific themes emerging from
engagement data:
Page 4 of 26
Project Overview & Strategic Framework
Community
Dedication
Downtown
Grand River
Gardens
Kitchener
Natural Spaces &
Pandemic
Park Design
Climate
Response
Approach
Pets
Adaptation
Public
Shade, Seating &
Signature and
Play
Washrooms &
Furniture
Feature Parks
Water
Splash Pads I Sports & Games I Trails andI Winter Use
Lighting
The 16 topic -based documents are planned to outline the background, findings, and series
of recommendations to guide the future strategy of each.
REPORT:
Update on Places Strategy
Following the conclusion of a 2 -year public and equity -driven community engagement
program in late 2023, Staff compiled the results and drew critical concept themes from the
data that permeated throughout each topic.
The overarching theme that surfaced throughout all datasets is the importance of equity.
This was evident through all topics with examples such as ensuring parks are welcoming to
all community members, determining who is in greatest need of park amenities such as
garden space, supporting free access to spaces and amenities, considering safety
mechanisms for those who commonly feel the least safe in public spaces, and more.
The following graphic outlines the other salient themes and their relative strength within
community engagement. A brief summary of the engagement efforts and timeline is
provided in this report. A comprehensive engagement report is planned to be included with
the final Council report.
Page 5 of 26
�Equity
i
Nk (NO Fhe FIIFSt rk,drflbr+rr rej,.)ransei'rt w flne ol tuuut d ervirr(tp C'Or.i.ri°n.iii'flt +,jimt,q) ("..iUa
l -rid -i mf ected the tll-meu" e; 0ne sece rid riu.,rmk. er ief;rms rrtr: tlfur. fcatlW data sources l-flch re refe,Aed in ltx,,
ffiieirie .the, ' r airy 47 tota�~ lI data ScnWc ee.,; of liicl,� 'tt:f aii,e froin eclunrhty deserving =nauji,ility cuiversa ion s,
Graphic of salient topic and concept themes from all engagement data
Draft Recommendations
In generating the draft recommendations, the Places staff team have combined input and
context to surface meaningful, evidence informed directions. The sources of information
includes not only the outcomes of community engagement, but other sources of information
as follows:
1. Legislation
2. Engagement with equity deserving community members and organizations
3. Engagement with the broader community
4. Engagement with internal departments
5. Engagement with partner organizations
6. Comparative analysis
7. External research
8. Policy
9. City strategy
10. Regional strategy
11. Best practices
12. Staff experience in park development and operations
Page 6 of 26
The final result is 50 recommendations compiled from the 16 identified topic areas and
overarching strategic framework. These have been organized into 4 thematic categories in
order of priority:
1. Parks as inclusive spaces (13);
2. Protection of land for parks (7);
3. Park planning for the future (17); and,
4. Reimagining park experiences (13).
In addition to the categories, all recommendations are categorized by their applicable action
inclusive of:
• Capital projects (8);
• Strategies (15); and,
• Policy statements (27).
The full description, action item, rationale, and data source origin are listed in Attachment A
— Draft Prioritized Recommendations.
Prioritization Process
With a list of 50 recommendations, the project team sought to prioritize recommendations
to establish an order of implementation for time and resource forecasting based on capacity
to deliver.
Evaluation criteria were workshopped with the project team in combination with the concept
themes from the engagement process. The results were 6 distinct criteria groupings.
Weights were applied to each based on the number of instances a workshop comment was
made under each heading, and the instances of occurrence through the community
engagement process. Clear links emerged when tied back to Kitchener's Strategic Plan, an
indication of common values between the strategies.
Weighting is shown below and represented using a 1 to 3 scale, 1 as the lowest relative
importance and 3 as the highest relative importance. The scale of 1 to 3 is used to
meaningfully differentiate between the criteria.
Prioritization
Description
Weighting
Connected
Criteria
(1 to 3)
Strategic Plan
Goal
Meaningful
How does the recommendation
3
Building a
Impact
improve community members'
Connected City
experience and quality of life?
Environmental
Does the recommendation
3
Cultivating a Green
Sustainability
have climate -positive choices
City
and longevity in mind?
Page 7 of 26
Prioritization
Description
Weighting
Connected
Criteria
(1 to 3)
Strategic Plan
Goal
Equity
How does the recommendation
3
Fostering a Caring
prioritize those who are
City
systematically excluded from
opportunities based on one or
more identity characteristics,
who have a higher degree of
fundamental need, and who
are not often given the power
to create change?
Resource
Can the recommendation be
2
Creating an
Availability
fulfilled within existing capital,
Economically
operating, and staff resources,
Thriving City
or what is the degree of
additional funding necessary to
fulfill the recommendation?
Context
To what extent is the
2
Stewarding a Better
Informed
recommendation informed by
City
local needs, strategy,
accountability, politics, and
policy?
Time to
How long will the
1
(no direct
Implement
recommendation take to
connection)
implement from start to finish?
Using the above criteria, a cross -departmental Staff team of 10 reviewers independently
scored each recommendation according to the established criteria. Scores were averaged
and a ranking assigned to each recommendation.
New Initiatives
Attachment A details the full list of 50 recommendations, of which 25 are supported by
legislation, are connected to other approved plans, are administrative in nature, or are
already underway. For the purposes of this report 25 new initiatives that do not meet the
above considerations are highlighted below for feedback from Council. They are
summarized by thematic category in order of their priority scoring. Note that if
recommendations share an Overall Priority number, they are "tied" in priority scoring.
Page 8 of 26
Category 1: Parks as Inclusive Spaces
Ref. No.
Overall
Title / Description
Priority
1.1
3
Create a park washroom strategy
Develop a strategy to address existing inventory, renovation and
adaptation, future growth, alternative delivery methods, operating and
staffing needs, all rooted in inclusive and accessible design.
1.4
8
Public drinking water in parks
Support a pilot to provide drinking water at three locations and monitor
use, cost and staff time implications. Report back to Council to
consider expanded implementation.
1.6
15
Resource relationship building
Resource engagement for and in between capital improvement
projects and in alignment with the outcomes of the corporate
engagement review.
1.8
20
Plan whole play spaces
Resource new and renovated playground projects to provide suitable
play experiences and supporting amenities such as seating, shade,
playground curbing, and barrier -free infrastructure that support play,
caregiving, and maintenance activities.
1.9
25
Power in parks
Include publicly available outlets at each new or renovated shade
structure, where possible to do so.
1.11
29
Grow a city gardening hub
Explore a cross -departmental pilot program to re -introduce a city -
coordinated garden located in an area of need as identified through
equity -driven engagement with supporting community services.
Program to support food security through opportunity for gardening,
food literacy programming, community gathering, and demonstration.
Prioritize equity through implementation of the pilot project.
1.13
46
Rubberized surfacing in each ward
Identify and resource one playground per ward to receive rubberized
surfacing, located in the most accessible location in the community
Page 9 of 26
Category 2: Protection of Land for Parks
Ref. No.
Overall
Priority
Title / Description
2.2
6
Alternative spaces
3.5
17
Pursue opportunities for recreation beyond park property boundaries.
Continue cross -departmental re -imagination and adaptation of
downtown spaces to support and integrate with the parks system.
2.4
8
Public use of outdoor sportsfields facility program
Support the development of a public drop-in program for outdoor
3.6
20
bookable sport facilities within public park settings.
Category 3: Park Planning for the Future
Ref. No.
Overall
Title / Description
Priority
3.5
17
Consider water conservation models for splashpads
Design all splashpads as flow-through systems with the option to
become twice -through systems where applicable. Include water
conservation features such as isolated timers, motion sensors, and
lower volume features.
3.6
20
Evaluate the playground inventory
Establish data -informed evaluation criteria to create a playground
inventory management plan. Invest resources into increasing the size
and improving the quality of traditional playgrounds at strategic
locations and consolidating playgrounds where supported by
engagement.
3.9
29
Pursue strategic master planning for select parks
Create development plans for identified parks or park networks
impacted by multiple ongoing strategies, initiatives, asset needs, and
future recreational opportunities.
3.10
29
Comprehensive court strategy
Conduct a complete asset management review and demand analysis
for all sports courts in parks to inform the strategic renovation or
replacement of sports courts.
3.12
44
Faster playground replacement
Resource a sustained increase in the playground replacement rate at
priority locations to address the current lifecycle backlog.
Page 10 of 26
Category 4: Reimagining Park Experiences
Ref. No.
Overall
Title / Description
Priority
4.2
16
Recreation on top of parking areas
Investigate and report back to Council the feasibility of an active
recreational use of eligible parking areas.
4.3
20
Active uses downtown
Encourage the development of active park uses in downtown parks.
Consideration for sport, play, activities and games during
redevelopment opportunities.
4.4
29
Consider exercise equipment in parks
Monitor existing exercise equipment locations for usage rates to
determine if infrastructure should be expanded.
4.5
36
Install permanent waste receptacles
Establish a suite of standard above ground and subterranean waste
receptacles appropriate to park classifications, assets, and need.
Prioritize locations for the installation of preferred waste management
improvements.
4.6
37
Refrigerated skating area
Conduct a feasibility study for a public outdoor refrigerated skating
area in a park space with greatest public access.
4.7
39
More splashpads
Develop three new local splashpads under the guidance of the
recommendation to consider water conservation models.
4.9
44
Expand small-scale commercial licensing in parks
Permit occasional, small-scale commercial use of park space,
including but not limited to fitness classes and merchandise sales.
4.10
48
Pilot off -leash areas
Create a pilot project to utilize select Hydro Corridors and park space
as designated off -leash areas. Establish permanent off -leash areas
throughout Kitchener informed by the results of the pilot project.
4.11
48
Continue Grand River access improvements
Prioritize and improve Grand River canoe launch access points to
established standards.
Page 11 of 26
4.12
50
Build a south -end dog park
Establish an off -leash dog facility located in one of the southern
residential communities sized to accommodate the projected 20 -year
population growth in the area.
4.13
50
Dogs in Community parks
Support micro -dog parks in Community level parks, where brought
forward by grass-roots initiatives, LoveMyHood programs, supported
by local engagement and balanced with other recreational interests.
Strategic Discussion
Do you have any reflections on the four categories of recommendations?
Are there any recommendations you are concerned about?
What excites you most about the recommendations?
STRATEGIC PLAN ALIGNMENT:
This report supports Cultivating a Green City Together: Focuses a sustainable path to a
greener, healthier city; enhancing & protecting parks & natural environment while
transitioning to a low -carbon future; supporting businesses & residents to make climate -
positive choices.
FINANCIAL IMPLICATIONS:
There are no direct capital or operating budget impacts based on this report. Final
recommendations will have capital and/or operating funding requirements once presented
back to Council for approval.
COMMUNITY ENGAGEMENT:
Engagement efforts began in late 2021 and concluded in late 2023. An in-depth, multi-
faceted, equity -centered approach was utilized to understand the wider community
perspective, and to ensure the voices of traditionally under -represented communities are
amplified and reflected in the Parks Master Plan outcomes.
Through the process we asked three key questions:
1. How are parks currently experienced?
2. How do we create parks that serve the community?
3. How do we create parks that are welcoming and inclusive to all?
Page 12 of 26
A complete and comprehensive engagement report is planned to be included with the final
Council report. Below is a brief summary of participation and timelines of the community
engagement efforts:
Participation Summary:
• 16 public surveys
• 10 ideas boards
• 4 online polls
• 16 conversations with equity deserving community groups
• 32 conversations with community members, groups and organizations
• 7 internal staff workshops
0 6 internal 1 -on -1 conversations
Timeline and Key Milestone Summary:
Engagement Method and Key Milestones
Timeline
Equity Deserving Community Engagement Phase 1:
July 2021 - July 2022
Staff -led partner conversations with individuals,
community groups, classes, committees, and
organizations
Spaces Engagement
Ended Fall 2021
Public Engagement
October 2021 - June 2023
Idea Boards
October 2021 - June 2023
Virtual Polls
January 2022 - January 2023
Engage Surveys
March 2022 - June 2023
2021 Parks Strategy: Report of Findings for Telephone
February 2022
and Online Survey (Environics)
Passing of Spaces*
August 2022
Updated Park Dedication Bylaw*
August 2022
Passing of Bill 23: reduced park dedications by 50-85%*
November 2022
Equity Deserving Community Engagement Phase 2:
July to October 2022
8 80 Cities Pop-up Placemaking Event
October 2022
Equity Deserving Community Engagement Phase 3:
March - November 2023
Equity Deserving Community Engagement
City of Kitchener Workshops
November - December 2023
*key milestones
PREVIOUS REPORTS/AUTHORITIES:
Page 13 of 26
INS -2021-005 Places & Spaces: A Parks & Open Space Strategy for Kitchener
INS -2022-224 Places & Spaces - Park Strategic Plan and Park Dedication Update
INS -2022-373 Places & Spaces - Park Strategic Plan and Park Dedication Update
APPROVED BY: Denise McGoldrick, General Manager, Infrastructure Services
ATTACHMENTS:
Attachment A — Draft Prioritized Recommendations
Page 14 of 26
From September through December 2023, the project team asked for input from staff across the organization on a
wide range of parks -related topics. Combined with salient themes that emerged from public and equity -driven
engagement, along with a variety of supporting data sources, staff have developed 50 recommendations that will
form the basis of Places. These recommendations have been ordered through an internal prioritization exercise
with staff participating from multiple departments. The prioritized recommendations are organized into categories
to inform their implementation.
N,,!ulre I ice
�IIIIIIIIIIIIIIII� IIIIIII �� � I
a it m III m
Spaces
httns°//www, kitchener.ca/en/resou r
The first phase (Spaces)
ces eneral! fBocu �nents/INS® PARKS®
Places and Spaces Spaces.pddf
addresses quantity of park
space in Kitchener and
responds to Provincial
legislation changes required
Foundations
before September 2022.
hupsi/www.kitchener.ca/en/resour
Places is the second phase
cesGeneral/[Docurnents/INS PARKS
and explores the quality of
Places and Spaces Foundations.pdf
park spaces. It will
presented in a series of
booklets discussing a wide
range of topics and themes
Strategy
relevant to parks
High-level plans or approaches
designed to achieve specific long-
term goals or objectives. Strategies
outline the City's overall direction and
priorities providing a framework for
Pei
decision-making and resource
allocation.
The recommendations made
Policy
through Places and Spaces
Formal guidelines established to
fall into one of three
determine actions, behaviors, and
categories: Capital Project,
decisions. Policies ensure consistency,
Strategy, or Policy.
compliance, and alignment with the
City's objectives and legal
requirements.
Capital Project
Defined investment projects typically
involving the acquisition,
development, or enhancement of
physical assets such as buildings,
infrastructure, or equipment. These
.;
projects are often characterized by
significant financial investments and
KTMP�
long-term planning.
Legislation
Engagement with equity deserving
community members and organizations
Engagement with the broader
community
Engagement with internal departments
Engagement with partner organizations
Comparative Analysis
External research
Policy
City strategy
Regional strategy
Best practices
Staff experience in park development
and operations
1. Do you have any reflections on the four categories
of recommendations?
2. Are there any recommendations you are
concerned about?
3. What excites you the most about the
recommendations?
Page 15 of 26
1.1
M
13
1.4
M
M
Create a park washroom strategy
Develop a strategy to address existing inventory,
renovation and adaptation, future growth, alternative
delivery methods, operating and staffing needs, all
rooted in inclusive and accessible design.
Washrooms emerged as one of the strongest
community needs throughout engagement. The
implications of permanent washrooms, their
design approach and service standard
represent a significant investment. There are
no current minimum standards, service
expectations, nor strategic approach to guide
the future of these facilities in park spaces
Data Sources: 2,3,4,7,11
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Data doijrcos2A9j 0, 1 1
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Public drinking water in parks
Support a pilot to provide public drinking water at
three locations and monitor use, cost and staff time
implications. Report back to Council to consider
expanded implementation.
1),il a 2,111,12
Access to drinking water emerged as one of the
strongest needs of the community in many
data sources of engagement. It is a universal
need that can overcome a significant barrier to
park use with residual benefits of reducing
littering of single use water bottles, particularly
in sportsfields and event spaces. A drinking
water pilot could inform a combined washroom
and hydration strategy.
Data Sources: 2,3,6,7,11
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Page 16 of 26
Reference Number
1.6
1.7
1.8
1.9
1.10
Priority Number
15
�.7
20
25
25
29
Recommendation
Rationale
Resource relationship building
Alignment with the corporate -wide
Explore a cross -departmental pilot program to re-
engagement review identified in the Strategic
Resource engagement for and in between capital
Plan Action: Fostering a Caring City Together to
improvement projects and in alignment with the
enhance the city's engagement practices. Will
outcomes of the corporate engagement review.
streamline Park project delivery and manage
Program to support food security through opportunity
expectations by aligning resources with project
for gardening, food literacy programming, community
scope, timeline, and budget. Engagement
gathering, and demonstration. Prioritize equity
processes must allow for adaptation when
through implementation of the pilot project.
appropriate; a one -size -fits -all is not always
most appropriate.
Data Sources: 4,6,9,11,12
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rra �,ihfllitrlAc9rpirrnry(oininilM,c(( I?dd(_). lump= Incl1[1ii ;ail airinuiip,=a(:fivilles
Plan whole play spaces Current budgets are not reflective of increased
construction costs, legislated accessibility
Resource new and renovated playground projects to requirements, and operational needs, all
provide suitable play experiences and supporting contributing to improved user experience.
amenities such as seating, shade, playground curbing, Playground accessibility is a salient theme
and barrier -free infrastructure that support play, through engagement data
caregiving, and maintenance activities.
Data Sources: 2,3,4,11,12
Power in parks Opportunities to charge devices, specifically
mobility devices, emerged through
Include publicly available outlets at each new or engagement efforts. This also provides general
renovated shade structure, where possible to do so. charging in public park settings for uses such
as, phones, laptops, support pop-up event
needs, and synergies with sport needs where
applicable.
Data Sources: 2,3,4,12
Trail surfaces in parks
Establish that all new park developments include stable,
firm surfaces of asphalt or concrete, unless otherwise
required to be stonedust by environmental considerations
Identified as a barrier to accessibility in
engagement data. The choice of material of trails
in parks largely based on routes identified in the
Cycling and Trails Masterplan, capital costs and
ease of installation. Establishing paved surfaces as
a baseline in parks will ensure more consistent
surface quality, reduce seasonal impacts, and be
consistent with developer -build requirements
Data Sources: 1,2,3,4,8,11,12
Grow a city gardening hub
The City has a 30+ year history of administering
allotment -style gardens (mid 80s - 2016)
Explore a cross -departmental pilot program to re-
introduce a city -coordinated garden located in an area
There was a strong desire through all
of need as identified through equity -driven
engagement channels for more community
engagement with supporting community services.
gardens in proximity to urban areas and
Program to support food security through opportunity
aligned with community facilities. There is
for gardening, food literacy programming, community
increasing demand as population grows and
gathering, and demonstration. Prioritize equity
intensification continues. Re -introducing a city -
through implementation of the pilot project.
led garden presents a unique synergy and
collaboration opportunity for city departments,
benefiting the community to offer
programming that supports food security and
food sovereignty skills -building. It presents an
opportunity to build community connections
for more LMH Matching Grant applications for
volunteer -led gardens, and adds another layer
to the con�q�tYgaefenIeCprorJ� fh,26
region. aa(,.]ICC r ��II LL
Data Sources: 2,3,4,5,7,9,10,12
Reference Number
1.13
Priority Number
9
46
Recommendation
)OIA rdI'fvual7 ranpn111011 aIa_r,a_u.In�a(
11 Irrl>Iln}+OnrhallUdI11iciru r I'll Irrria rr„) 1pI'! orrtu.l pair Ir°nnraati alr"IS.
CdIIIII V'v Ind Iide ( ornIIIunl`° lI Ian dly, park as�,ea_
con dlfrar'7s lindarcoIKralr [1n s.
Rubberized surfacing in each ward
Identify and resource one playground per ward to
receive rubberized surfacing, located in the most
accessible location in the community.
END OF CATEGORY 1
Rationale
1 jslI Ig a 1predia Live I nia delll to l ciject p,,u11c
I:ion or(f , ars n n ,i Ir(e alulul "rinirl atr: Irr sourrin",.
,rnd su plan16ti,alin oqult allbllo r:')isribli lon of 1padkF
mInnraarialn nmalislnllnlnlon,valhich I,,jfuIndaIiieu(aII
nrnurluW' CA tlirO IrnaS,rnwr I
IDAtk mul"rn, i'1„11,1 2
Rubberized surfaces provide greater
accessibility than engineered wood fiber (EWF)
but are costly to install and maintain in every
playground. Strategic placement of rubberized
surface in each ward will increase available
accessible options city-wide.
Data Sources: 1,23,45,11,12
Page 18 of 26
2.2
,°3
2.4
2.¢
C
8
8
20
II"r'UI-Irlrrp 11MI-M nncJ e, ,d USO, 01 -maul rd inr rrlty own(af
r9rra1s nrlle"
I nir "Iu II-Ihllu' rlty nrrvned Ilands I11mMndl in 'sera as idorO fint,d in
jjp oe (�'_; as II Nlghii or 1 `1'! t( 9111 I`I('e :La�, 11vnd,rrtiner11pHrldgSrur,,,M rnrlaoi i
u°nin,,ldnirling Iland loan iriodifiiranrnn Irefnil
ra'>aliur(d 11.avl,al aunt acquisition wral11a,andu (:,tu dsupll or( 11parlld acid
nrosi ,roan Mr,fi,r t ; vvlren a ,d ,cey In ,,rd arclaanco VV'i9 -u che
City a'MII I(A I and Dlsjar9�`iflori II roirir,vvu;arll¢ f09) )OM 44).
Alternative spaces
Pursue opportunities for recreation beyond park
property boundaries. Continue cross -departmental re -
imagination and adaptation of downtown spaces to
support and integrate with the parks system.
\�clgl llJnuurood I uachqui I",
)r;,sihn in[r,fid hlga i-hraod p of Iv, a=' i ioiworh;!; nd unique and
colinitiullonlIr nI>IrJI y Ip,aulr r!rlari ural nd P,; Io deliver ra wi'ioy of
vrrlydillm.,Ivoirh1ri1� Ilan, all rn di ii irl,al i, less.
(Pillirlin,fn,ii� �nvnnndpI:uioj',)eifyaconuiVlhuatosu0
puri',uriuna, t110 uavu xiir°riurui Irirra(r.OIOIr 01 0110111 S11,1Cr,
and 4 i s t:'unsi der d frau rr xonliag; aiind I
6�tµr1n111erl;airne,nu I IhI , v:OUlld II ua 01i 1t!r.ill IIrlk Ihand
will uftin to zii piroje(:ter' r1u dln(r. Via poi'l J11arid
c)revalir,:nn annthiin i11I I 11I11,rnruini�y IlInllicy
fr9i icer /oirlr,
Dam ,: d,h.,J,A
A supported vision by the Downtown Working
Group, with current momentum to
pedestrianize roadways. Creative use of
alternative spaces responds to an on-going
barrier of downtown property acquisitions that
will only become more difficult within the new
Planning Policy framework.
Data Sources: 1, 3, 4, 9
Frrnnuru all!Oirir; a 11mv approadh Io pa arh i vnuv,aWns
1.Iliau Ilur.paani in 7017"l, 9:he nr=,rnrrarlr. w1111111 allllovv tlhe dty
delliadnir ra vviderv��runuy of i r,,,¢ ui
nrai.ar'a�pt.ur«, beyond V11ner lr if'uf nd,euies,md
rran au Hlunt of r ,Ingllr Ihd arl< laraalnol,ty
Dana ;ou.arr, s d1,"1"I,"I).
Public use of outdoor sportsfields facility program Driven primarily by facilities being closed and
controlled for renters only. This reflects an
Support the development of a public drop-in program equity approach as all outdoor fields in public
for outdoor bookable sport facilities within public park parks are publicly funded, publicly operated
settings. facilities being restricted to paying users.
Data Sources: 11,12
tanuiaraa sgrn r unr nt,, for 111101 , AY dind aird ag,rrn rneiiL vollll loi.0 lld on, tllIn, pallairlinin,;:,�
fr urnVanr01`I( Of IIIIIM'cd Vin (IW IldtiairVc I Ry II ruvv
111r^.r,vho11na,f:anedald:d11aolicyInnuf ine II11ni..flbli� iu,n,u.ar��,iyu-i auuudPnlicy+, adrdingpuah(aturrr:r.irrequuiren'oenlId I
arab ryloii 11'ei 7w9111a . tiaf.„raau°nnr no a'for lyu irr<i(dly uvvmd puubllid, a, rardlpe aed eve V,,,annein(n
jjp'ucr_ UI"^.I''°x) annri= I,Qi n vviidh -hu I Curly 1' edII ii -I an By ILaan and so an IJ11IdL Vvtllll L ulter surve u Ipublic 11arlrts
and Ionic”, pi mhlln.
A5 2 ^ ,om inintir s a ryl:,auir:r,
w,o r(':'llytt[VaIV�InIiV_;IrAill"alnllll iCl�lll'I
I shfl rl11islni 1111cgr orya0 dou 'Ig i l wind rte vellolpiiflo H �u'unrlji rk
ai,)d rrlIci is fr,rn ada statim ,, n;ati,ui,all
a,.°se.l, and low impar:(::4d^va:r11a�11pmeii((11111:1)Iiui11a,irl,,111If.a��,.
)'(w tuaunrrr,K,, °VSh,11
'wnnnn/'aIraa 11_,aanck,llrr'.IIeJ( or::cul',)e,t&,pairl, and.
IIII Murual.11r,:n1i y,rllllerir'; II' , Im� ani i C4111Y Lad oI]
acinar r_e. 1p I ldA ll n rin i of ig h a I _rm111 ter 11a m o i I[ 119 ra f:O , ,e?''a.
Rea el7f.Ioroyl11rIm nlnt:Vr]in oro M16 udrlyie7rred IIfSVVIIU
VVI �19i rmgh DIVAI f'i..in�ding uuiliiiiailvns Ihraive
rl i,allllarn7}�,e:r,;9 ulrn-aa 11yn itirna<, "I""Ihn vv+lh un t;Jf n�uu.e7yrnu:¢=a1
�rmir,nnd arrr,i inirtiro(ivr:'��u is iunrla���;r,(eanrl,,ninrt na�C�r,9,u;n
G'ru 9I �a t hrairarnJ,lh is itr„ i ro Inr hruV,�.uu�c nViaspoul iron<s c,af
119991, ,11a�arn�s to r�inurr� i u�r �nlalle�;^, pa�9rla ,11aacn; is.
onrat,t;t o
Dain llluuixrs4,/ !'f,12
Page 19 of 26
Reference Number
2,7
Priority Number
M
Recommendation
Acqulr(� Hoodplolin Il 0LS I01' OJJHI']J)d( (I rinfuv4 ld,
Colgillilmu or !111-1 !11 ale active pill's I jit of 1rr r ojpeiltle,I I'll wgwd
loodID1191111 11 rids
END OF CATEGORY 2
Rationale
AcquNil,lon cO Hoodl,-Abill 11,11 lds Is IIall lg,,ujpjjoi,ted III
previol as (fI, -nal River sli,al(,1r c. Selm (101 1 of
ricAoin', lo be dirivell by tlh¢ )u,-,oJps !III I i he Walker
Inan 11-,)1111 rond inved foi pai,k1and III S,Orategv ai oas
of ll he aly,
)',,,ta, "arcual xc5,8,%11
Page 20 of 26
M
M
M
3A
3.5
8
17
17
dirmiv I hIn urban hI (,inopy I I, nos, n I II (A t I I n If itost r" I 1I sI I') portnd
llnv(':,( I ill(, I I I I; u III 11 arinI, a I I d I oviI !I r) III of 's I lado Is
Us(" quish-onablo U11)'m I oro ,u Yll jiF�,�,els 1n s(Ijpjpnil doriIii1led iiin Ilhe IXfIciall 111111 an &' In ossointiall
calnupy ^,,I'mWlli dill paulks to nIttigve 11 -eat Island offeruscoiyljpulu'lnV c/Vlhcln 1pdbauininiird, or 'cill'ofit0ing I
I (Offik ialll I'llin r'(fa rvinirn 8 C J) 11110, ildbani
fore-( 1I lint cgi'all I of flue dily's par nrl
nfi-a "fi cA,flui,e and a u,,taiinalbln � li)," H providos
sip'll Idle ]III sodall al id ocorioliflic Ileolef(s
I nii itinuling fro advIaiqire Ialiqiablq, d firban 11 rare",;(
Sir'tu'gy itI,ec C"I 111010)/ L Irgc(" V I I, rouq III new ew park
dm/Moloninind and c,xI,,fiiIF I ire inovalioni,, I,, nor
anly orlilcdI lo lN inpleiinciiLAlon, haul M, 11w
of I Ik sel[Vicc d(livery
I MLd Snulr Cr 2, S' /1' >' 8, 9, "d "d 12
Park 111glMli ig sl,aindards
11 si,allAish dosUimllon and aincil I vaill lighting
Fil lknl 1,3 aInd I LO JS',u,,s nark ellgilbilky and <Jaindard'�
for pedcarlaii) lighting li n acaoi,dainco with the Cycling and
11 "Ails IVd;u�'Ini'loll ')Iin
Wall.cir Bean I irailll uuplppoirt
,Uj:)jDU1't HIP I of roiqlliqilu„'d Wall(ol, Brim Gimind "InIvir
11 raill paps, airid conilinix vVirlh Wic Was! 1,11 1111ty rqpaH of0hp
ciriLlirr, rorindor to, dolenrnine Lhe Ilong teri-in \nialhfllly of ih(w
o"1111
Vlaldhi Jaygrouiid, to thdir ','adks
11 ,L)bllshi stain dairds loi, (I a(Mlonall JDIWY"';Iruund 'Ixc and
(umploxiLy in a1lgIIIY1(,Ill'\vIth Iparll, sl/e aild dasslllcodoil.
I Ig Cling is coninion Uicine W 1pu blik I(Iodhadk
r'11111pirgling a”; ;I sallcly I lity lin 1,11jinv eingigernent
chaninds I hnno ailo iio I stai Wai,ds oi,
llgl,Wni ; Induaslon, jolides fear llig hLing In pI
I s,l pm 10uc jDui,ts1lc1&, couirt=�'
skatqo'arks' of -r,,. VulfillpIn I ed(Ints of Ighting
polk les in slnill,n inn.anfk i1I w11111 I pulde
Kitchenci Is drdslon mialking, I I I toin is
dlrca fly I elamd to the ('11 IMP A( lJoin 11a.2: ""II evelop
and fimpllenneiif a strategy for providling Iliglhting an
valls, Ibaseud on users, Iland -ise context, and traill
classif! cat! o n", nA,Ith the focus on pIsloedfic
aloplicaflons
Mia SOU11 os: 2,3A1, 8, 9, 11,12
11 InU'l 19f 111, Ilo fol nt �f I to sull')1pol't and
colifirl n 11tc d1l,cciloill of s1pecific 1arnlblk'111'11'91 c
serUon,� d 11hr, VV'illei Won 11 raill
I 11c qwcrt411 \11rflbilily of ihic, I Inanilly
5(011k'dl,�A [1A V/1[11111 (Inse proximilly nf I v (5r,iind
RI I' k all',,O HIrldVi IA/,iy 1-11" \AM11
'iJjJjP01r1 wally fwiul c fil 1,11 IcUll I for I uiTI11""'fly
Pinginvei lini„ nir IpI1 oninling ",Liu tics
I MI -d Snuryrs,
Alij,"niitg Invesiiuiciit>air playgrouild" vVidi 1.oark
ao de, col Lexl, ai iid dassill(allui I (Ix, lu(al,
Isoi,yii,uiunit,y, de,;Linalinill) ou11111 dod ilin
I OpirlAr proraa re'x'uIrcling lind w I
exjoLc �l ions
I )nt I Souru:P":
Consider water conservation models for splashpads
Strong support from public input to pursue
innovative and sustainable splashpad design.
Design all splashpads as flow-through systems with the
Re -circulating systems can conserve water,
option to become twice -through systems where
however the trade-off is high operating needs,
applicable. Include water conservation features such as
monitoring programs, down times with
isolated timers, motion sensors, and lower volume
legislated water removal processes similar to
features.
pools. Pairing new splashpads with sportsfields
and Community Centres will allow for the
potential of a second water use synergy.
Data Sources: 3A7,9,11, 12
Page 21 of 26
Reference Number
3.6
18
3.9
Priority Number
20
yu 5
5
29
3.10 29
Recommendation
Evaluate the playground inventory
Establish data -informed evaluation criteria to create a
playground inventory management plan. Invest
resources into increasing the size and improving the
quality of traditional playgrounds at strategic locations
and consolidating playgrounds where supported by
engagement.
Cniiiirra: olpelinuiln;priIli lluf(Veyd(pllani1iiiy,(u.i iapiwllrnrt:air's
111111 111 !1 n�, and Li oa. g cf 1,11xini iii id ior r.,Ilri( all Ia,au1<
rNrrxu111nIynienrun !III ialI alta[ irecogniiDlasiu d1i in_s.e, .,ditydhaunge,,
to iiivalii ii.eiiairr.n^ Ilia o edi rus, and I1M, yalldny Iiii,ciiioi,ii J
undiaa:liiuid funding, II al[aeuar and nqulpinua nt igeeek.
I n",n irrteinsive tu11,
DIV i^liijliuuri',Ipoow(ea'iiirrinroveInur,a)'uvrirsiuynjildrpdcar,:.e
a.i.uti Ii r (, heat aV ivar'n,t;.
Pursue strategic master planning for select parks
Create development plans for identified parks or park
networks impacted by multiple ongoing strategies,
initiatives, asset needs, and future recreational
opportunities.
Rationale
There are currently more than 240 separate
playground areas city-wide. City context is
evolving and needs have changed over time. A
strategic, city-wide approach to managing the
playground inventory will maximize capital and
operational budgets and inspection resources.
This will be a two-pronged approach to
planning traditional playgrounds going
forward:
1. Network park renovation design approach to
make meaningful playground investment in
strategic locations.
2. In partnership with the community, assess
beneficial removal of select playgrounds that
are not well used or are redundant (within
short distance of other traditional play
opportunities, repeated play type within close
proximity)
Data Sources: 1, 4, 11, 12
iIwruin 1, e IneinIIy inr:a l'orva irr0 1,-H 11 raxinn0 a°(pollI
orp� u.r.n, 1 Irl r roll ui�4d i)gaa_=i a[inp.rau u, Il hl"
rnr,:nirnnie.�uru9xCpr,'nn Oenrr7x1111} n [-ul.illp�t,h'i: , Il�nls
nr,u:vvr nn . ul.,i[Irll rdeu1111 air iinive, tirieniu.,, acid r(\lIhlan
0 n, llinr gcim ine,inii gfu 111 (11hnniges In oputwt:duig
i Harr#ull, l n qpl1nropi iruVdly ire nnui ii ,¢ r! and
rgialgF ilm:[)Qj 1111" VVII1l11 re e,,I HIJII,h va^ue uriti(alll
cninnu.lionand siI'Iaini,elalko
ire�aln'u: iirancr, <':npa(,c[,1iJr„arist
1 u,a V ra P' o i.0 ire v -r: 1,1 1
Ovcidn1111 uiu;n,oilia,i'ithighli,I^uta'ddl°inl.ins61;1a,unrinnts,
are .suiiislin d Vert very e,oHsfic ad with gra,,. qu.unllity and
ror,ar/Ing lire quun^nry Ihn[rodui[haan 0 nerru Wddiiioridll
pen*innialll r;rua(,uind coves, ^;qwdesrnrprlliiii Iparlk irinixps
er,au.u1d ax[rn,ai Milne boWure°n -ainrl he
alqmndellic)IOil il'o diuilonvall I011w, grass i d ies[i.ae
p(ar lu , illhaL require I uininni�,lve niuun(nii ainrn
pier flrcs Pc,dijctloin in,equaipiiricnT:iaseand
yivvinhiaaa,u rws<rimII< Iopr,;dsO[Coi,('AP
PloOl: o1IJ( a'turrr;s
1 +,alga ",an mecca"> rd, 11, 12
Park locations will be selected to properly plan
and account for expansions, new
infrastructure, or other adaptations that
require a comprehensive approach rather than
a singular infrastructure project. It will address
various known initiatives throughout the city
and combine them into specific park planning
projects - for example, targets of the Leisure
Facilities Master Plan or Stormwater Master
Plan that overlap with other recommendations
of Places.
Data Sources: 4,9,11,12
Comprehensive court strategy
There are known deficiencies in the city's aging
sports court inventory with limited means to
Conduct a complete asset management review and
address beyond one-off funding opportunities
demand analysis for all sports courts in parks to inform
(for example a 2019 Federal Gas Tax funding
the strategic renovation or replacement of sports
opportunity). The strategy will inform the
courts.
future of the Leisure Facilities Master Plan
(LFMP). Renovation strategies include defining
court service level categories, lighting for
higher service level courts, conversion of single -
use to multi -use facilities where appropriate,
and inclusion of supporting amenities like
shade, seating, and inclusive elements for all
ages.
Data SoPage,122 of 26
Reference Number
3,11
3.12
113
3, n 4
Priority Number
39
44
Recommendation
Align nm%, granif fnfiraUrljcflno, with Idl i r�119[tdl ploninlilig
Vvhlerl. po"'11114(!, rllgn gi,ai,iif Ilod i einalding I, lal6ig
pl,acr, fill park', lh,lrt I lnili,ll,lw; rolalod In equiry
colillillmillifil", widl I f capitall pi,oled furocas�s
lo opIIIII11,11"o I and lllfirasrrl I( hwo 11,11,1( slIplimilt dholl,
inpleni(,nialion and nialinilenanco.
Faster playground replacement
Resource a sustained increase in the playground
replacement rate at priority locations to address the
current lifecycle backlog.
46 1 011,- Icill) Idol 15
50
0
lnlfoo, Olt updaitc, exlshI and asw,t nrtaart,ff1Hr1qIt
plana, for eadh 11 (�awru 11,n k as hollows:
VlGnirla fall,, (undenwo�y�
I Hawn NMwall Aroa (undcTAW)
Vidl on miry I lark (uoderwaK)
kod<vvay Uai dens
<iwarnll, Pill
sdillngell iaarllt
Rationale
iqhldn I I-lur I I�rn 11111 sl,allanlon I o I u7rwv y,rani iili fA
1011,1ce I nal<!IIIr; I S, sw III a s Volh I ItoQir led
r011111111MI illy glrdul, r1a,1( (holr olligollig
sur,coss, can br, co"fly lind oftolrl oxcoeds a
v,jlluo. III IIIIN, U11JIll(ll I 11-1111pirmwin,"IM for(�Wast
can Ibr, nver�lgrcl Ili lnssdlll fills lnfrostrlar,(l errs, surlill
wwal l,ir a,nilcos, as Iyovnrr, (if ai,;,,oir I s 0aV s
fool m1u1f1Ll!e1,s nind gi,iirl( applical,W, arn 111,1111,111,1rii/od
i1ma 4, 1 1
Inclusive of a need to resource an increased
number of playground replacements per year
to address the like -for -like lifecycle backlog and
meeting legislated accessibility requirements.
Data Sources: 1, 4, 11, 12
11 ach I hos unique durnonds a,,,i ro,,uk of Uh6i,
fpauw Ld j,,soi,s, contuxl, wrinplexitics or 4Ihuer sve
of jjpairii spoce, UpdUed or linlUall2d I for eadh
rain Inspond to ralaidly a lwiiginF durnaind-, (It ea^ 11
III IMSIL COVIII I USdPC, dCCOUll I I01SJJcd I! C 1',Set
dlrorlorallon nceds, and Iungtui,irn
guidanco
)Asolwirces; M 1
A vision foir i Gu.tid iver Ilaill, Sulopo Ir ed fun I 11,10 City' ,, offic I all I 11a I'll a I' id slralcglr,
11,11din undur f AlJvatinf; a orcon ( Ity I ogul.hei, 0
(,onl !III w vVith, f1w 0-Hild Rivor 11,11-14 ,fii ategy, as fclani fir In q.nii flinun With rile. cIo\w1ojjiw.i I( of (1w (ii -and ifiver
I u 2W3 t6 ,I a[ea,',',!(. I'Lin Parl<,mi,alcgy
Im �illons fnr,,jlortslldd Ilig,hPling
( OW Ill UP orsuppoi-iI futIjim In It I A I Ves In in SLA111 s1po I' tsfield
1111l,, I III I I g wIII If I I polrl<s th a u are rajpahlc� of sujrijj,iorlln. U w
nu,oas,od progranii7iliqr� 4iiland,, Inorilygivoill rn Cily
wide jaHk clonlifi(alion, ovoll,flble jj,r1,1/11 ig and ryleallingillil
l(,Jparallon to, irr ,16,11021,
Do L) S o I nnx, S 8, 1)
S
,uppo I tlt if (fuP:urd nends of I In I elsuI re 11 ;uIII I Cy
Vla-Aei, I'lloni (1111 conilillwd n(eirl'iffica(full
of ",jpni,t�,flrld Iloralinin,,, cried niailHgeninM I
juiractic(,,
lfola Soitirn,,,s1,7,9,11
3A6 so i-drodiurlea 11 l jornpoed Inei dit, k,di(jLioi I and momoriall
I ,,,upporied Invan cxicilvim,
llrnjpn,(A Iurng,rani lo uindlluado d illeillol-11,111 forv,l, rrn,d 11 (wVvoirl< ruwly,Is n1l Llt(a I Oily of 11<11iditc,111cir
of UicI 1< tiench dc(fic,alon piro, nv[ili. dcdlkailun pirnpirailn, di"Clu",,11oll) VVI011 I-deval1w 6fy
suall', a oiuin illan,, ,)I id fltirnUg'Jhl I ll-Qllldl,ild
No(r. tjopuvdp,�ngpani i/i,W)ae fqwu,tpM /on//fudk�rs,li, carr of coiniami illy einglogernem
pV,w es, dl,jc to o ,pccrftr Couwt/ rcvhpboo w7 0(rober 76th)
?0?3 Mto SowrceIj
3,,17 54 Al I !if dall p uu 11 for a,Jpoo-,Ildd,,
conlin1w lo f1w,0 In Ifin comwir"loill 011 "Iffiblo I-Ijiul"A luld
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END OF CATEGORY 3
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Page 23 of 26
4.2
4.3
4.4
4.5
16
20
29
36
4.6 37
lnrirorfr„ Ibl ordiv u'sl9',y Ii i loaI lr,�
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di vnii nif call 1,11.
Recreation on top of parking areas
Investigate and report back to Council the feasibility of
an active recreational use of eligible parking areas.
Active uses downtown
Encourage the development of active park uses in
downtown parks. Consideration for sport, play,
activities and games during redevelopment
opportunities.
Consider exercise equipment in parks
Monitor existing exercise equipment locations for
usage rates to determine if infrastructure should be
expanded.
Install permanent waste receptacles
Establish a suite of standard above ground and
subterranean waste receptacles appropriate to park
classifications, assets, and need.
Prioritize locations for the installation of preferred
waste management improvements.
Refrigerated skating area
Conduct a feasibility study for a public outdoor
refrigerated skating area in a park space with greatest
public access.
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rulrrlranr°tauirnf os rra i1 wiloInI iiroti.uuo riliin d
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ra o r i aof i,a n ,fin l o ou it nd I e7x 1po' ll low es ill I.
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rurollor,icalll Ilaninnlit, aaiId uduv^ru,iiur i abltauu WiPl''ullin
odl( n/vin:�ur iirllro"pf+ablIlr iro,y" rad IEp� rinllaand.
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n lls',Irouie and 'islsl: oil' Col'('All dleer cihje rr vp'^
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�tiuninx,,, tout V of iildliin , over Il:irg ,'err as of Ilarty for
vrain('IyragIea-ons rardua❑sIa:run"iuniII1oll'],
rruniolln.r. nlhoir'atfunr ,ua°,I un01411(y
,c r Saul ccf, :f, FI 11, 11 J.
A unique approach to address the difficulty of
acquisition of properties downtown in both
cost and opportunity, while responding to new
Planning Policy framework that will
significantly reduce park acquisitions.
Data Sources: 1,4
Downtown currently has little active recreation
opportunities for any age. Parks are most often
passive plaza spaces. Supporting active play
will provide the guidance for future
renovations or new park properties to explore
interesting, unique active uses for a growing
residential population.
Data Sources: 4,12
Several exercise areas have been installed and
current use is not well understood. A
monitoring process will help inform local
interest, and future use of a trend in outdoor
"play" equipment.
Data Sources: 3,4,12
A common theme of public engagement is
addressing waste management in parks,
particularly over winter seasons. This will
provide an accelerated installation of higher
capacity units to alleviate the existing
pressures of waste collection and allow for all -
season collection.
Data Sources: 3,4,11,12
Outdoor skating remains an interest in the
community. Traditional flooded outdoor rinks
are trending to be used less frequently for the
same amount of effort and costs due to rising
average temperatures. Flagship rinks can be
used as little as 2 or 3 times per year while
using tens of thousands of gallons of water to
continually flood and re -flood. Refrigerated
outdoor skating addresses a the interest and
promotes resource conservation. As a new
facility type in Kitchener park spaces, a
comprehensive feasibility study is proposed to
fully understand costs, maintenance, and
potential use.
Data 5ourc�Fd,e 24 of 26
Reference Number Priority Number Recommendation Rationale
4.7 39 More splashpads Commitment to more splashpads is driven by
comparative Provincial provisions that support
Develop three new local splashpads under the guidance 2 to 3 additional splashpads. Locations selected
of the recommendation to consider water conservation will be paired with existing community centres,
models. parking lots, sportsfields, mid-level or above
density residential properties, and public
transit routes among other site selection
criteria.
Data Sources: 3,4,6,12
48 9 Review, oCYkdngIJCLfacilities Acnrnimnintheirric WIILIIifii1engasoimniitwas aclear
r0ei,c,s9, in irnpiroving atr ossill` flity to and anr'H Hin dog
Audit cxktln�g ir,n�ccd cdop, Iparks to assoss acressllnlll'it r sdidks, and Oirrllu,;ion of airrinnines for boi Ir dogs
ncedr, wa,,tiny imal lagnment, and gnnerall i gnlnrovaii'rnci,Ao ; to and dog errnnVir", ',,ua`Ilr W, 'X;,aaLin;, O'rWII , aind ahaU kt,
uauroxlircinL rcos.
MLa `,ourccs: 13,4,111,12
4.9 44 Expand small-scale commercial licensing in parks One of the suggested changes moving forward
with COVID recovery is to move indoor events
Permit occasional, small-scale commercial use of park and activities outdoor (e.g., fitness classes,
space, including but not limited to fitness classes and gatherings, events). Formalizing licensing in
merchandise sales. park spaces will address the current and likely
future demand to do so.
Data Sources: 3,6,7,11
4.10
48 Pilot off -leash areas
Responds in part to a demand for leash free
facilities in most park re -developments. The
Create a pilot project to utilize select Hydro Corridors
goal is to utilize otherwise underutilized,
and park space as designated off -leash areas. Establish
maintained open spaces to account for this
permanent off -leash areas throughout Kitchener
demand, informed by examples in surrounding
informed by the results of the pilot project.
municipalities.
Data Sources: 3,5,6,7,11
4.11
48 Continue Grand River access improvements
Continue to re -develop access points as
identified by the Official Plan vision to provide
Prioritize and improve Grand River canoe launch access
"diverse recreational pursuit and high quality
points to established standards.
public realm within the Grand River corridor",
and to improve user experience with a
foundation of accessibility of the river.
Established standards referenced were
completed and made public in 2016 by the
Regional Tourism Organization 4 (RT04).
Data Sources: 5,8,9
4.12
50 Build a south -end dog park
Access to formal off -leash parks for the
southern communities is limited. A final
Establish an off -leash dog facility located in one of the
location to be selected to fill the gap of
southern residential communities sized to
recreational infrastructure in the southern
accommodate the projected 20 -year population growth
communities while maintaining the provision
in the area.
parks in the population growth horizon
Data Sources: 3,6,7,12
4.13
50 Dogs in Community parks
Fenced dog parks remain a foundation of off -
leash use in dog parks, if designed properly.
Support micro -dog parks in Community level parks,
Addresses poor distribution of off -leash
where brought forward by grass-roots initiatives,
facilities that are in high demand from the dog-
LoveMyHood programs, or supported by local
owning general public. This recommendation
engagement and in balance with other recreational
will help guide and narrow decisions of dog
interests.
park inclusions during park renovation
projects, LoveMyHood grant requests, etc.
Data Sources: 3,12
END OF CATEGORY
Page 25 of 26
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