About the Project

Since 2017, Loyalist Township has experienced exponential growth and changing demographics. Community expectations for parks, recreation infrastructure and services are rapidly changing and evolving. A new Parks and Recreation Master Plan "A Decade of Play" is near completion, which will allow the Township to strategically manage the direction of parks and recreation including infrastructure and services for the next 10 years.

The Draft Plan was developed following consultations that included interviews with Council, staff and community groups, an in-person engagement session, a community survey and a survey for community groups in addition to telephone interviews with 300 randomly selected residents.

Draft Parks & Recreation Master Plan

Recommendations Overview

The plan is organized into the following thematic sections, each containing specific recommendations.
  1. Continue to provide the range of direct programs currently provided, and expand for high-demand programs, and new programs as discussed in the following sections.
  2. Continue to support existing partnerships/collaborations and seek new partnerships/collaborations for additional recreation programs and events, and facility spaces to hold programs throughout the Township.
  3. Programming strategic direction 3: The program areas of focus for the Township should be fluid in response to changing circumstances.
  4. Amherstview should continue to host the majority of programs, particularly active programs as the facilities exist to support these programs.
  5. Programs should continue to be offered in Bath and Odessa as much as can be supported, and suitable to the space available.
  6. In Bath and Odessa, increase the amount of programs and activities offered for seniors and children/youth.
  7. Ensure that each community has unstructured, outdoor recreation opportunities, including those directed at children and youth, seniors, and for all ages (see section 4.0 Parks).
  8. Continue to partner with the Amherst Island Recreation Association in providing services to Islanders.
  9. Review positions and job descriptions, remove any duplication and redundancies across positions, followed by implementation ensuring that each position is effective and focused on their area of responsibility.
  10. Add positions as recommended in the W.J. Henderson Recreation Centre Validation Report.
  11. • Consider the following approaches to attract and retain recreation staff:o transitioning casual roles to permanent full or part time o For aquatics: An accelerated training/certification program for pre-teens/teens with an extensive swim background  Financial aid that can be applied to cover training courses, and/or reducing the cost of courses o Expand recruiting efforts to: retired seniors, stay at home parents, and newcomers residents with specific interests and skills (to lead/host short-duration programs)  shared part-time instructors with other agencies (e.g., YMCAs) or neighbouring municipalities  University/college students enrolled in recreation adjacent programs (including teaching, EAs, child and youth development etc.)o higher wageso focus on corporate culture, e.g., staff wellness, and DEI
  12. Add instructors as needed to support program growth
  13. Continue to undertake post-program evaluations, adapting methods to reduce survey fatigue
  14. Use specialized platforms such as Xplor to conduct program evaluations
  15. Provide opportunities for free, unstructured recreation geared to children and teens, in each community. The Parks section elaborates on this.
  16. Increase capacity in popular children and youth programs including for example aquatics, volleyball etc.
  17. Expand children and youth program offerings, particularly active, wellness, camps, and after-school programs, working with community partners as available.
  18. Introduce all-ages programs so families can participate in the same program together.
  19. Work with community partners to expand opportunities for children and youth.
  20. Maintain current level of adult program provision, and expand high-demand programs when facility space becomes available.
  21. Discontinue the fitness membership and offer fitness classes as registered programs. Reassess offering the membership in the future, as facilities are developed and staffing needs/challenges are addressed.
  22. As facility space allows, expand seniors programs (including physical and non-physical activities).
  23. Continue to grow and support the partnership with Kingston Seniors Association to provide seniors programming in each community, including expanding services to Amherst Island when feasible.
  24. Offer existing programs outdoors (e.g., yoga, volleyball, parent and tot programs, basketball, etc.).
  25. Look for opportunities to add new outdoor program options, such as tai chi or Mood Walks.
  26. Continue to develop the Come Out and Play Trailer, seeking partnerships and collaborations where possible to expand activities and community reach. Pursue the possibility of renting the trailer out for private rentals and use by community groups.
  27. Hold sport, active, wellness, and park-based events in each community.
  28. Seek partners, volunteers and sponsors to contribute to new Parks and Recreation events.
  29. Continue to train staff in High Five practices, inclusion, and EDI.
  30. Consider using incentives as discussed previously to attract new staff with accessibility and inclusion experience.
  1. In preparing for a WJH Phase 2 redevelopment/expansion, update the 2018 MJMA architectural feasibility study to confirm this Plan’s recommended facility additions, and prepare a design concept that is sufficiently developed through community engagement to begin seeking collaborations/partnerships with non-municipal parties for developing and programming a proposed complex.
  2. Provide a double gymnasium for structured programs and drop-in use designed with multi-sport features and finishes
  3. Consider the potential to design a gymnasium to also function as a venue for performing arts and entertainment events within the larger market
  4. As part of design/costing, investigate option of including an indoor track
  5. Conduct a detailed review of existing commercial fitness services in Loyalist to determine the need for, and type of, municipal facilities that would complement those of private operators
  6. As appropriate to providing needed fitness facilities, explore the financial feasibility of both the Township and a local commercial operator(s) benefiting from a lease agreement for the latter to locate in the W.J. Henderson Recreation Centre
  7. Confirm the relative sizes, configuration, design features and required equipment for planned Phase 2 multi-purpose spaces, to accommodate their confirmed functions
  8. If the Library should locate at the W.J. Henderson Recreation Centre in the planning stages of Phase 2, coordinate plans to share spaces that meet common program/service objectives
  9. Provide a commercial kitchen as part of Phase 2 plans for WJH to grow food-related programming and rentals at times other than use for social events
  10. Work with user groups to review and revise ice allocations to improve overall use of available time
  11. Monitor and track all ice use as well as regular requests for time that cannot be accommodated to inform ice assessment needs as part of the 2018 feasibility study update
  12. Consider contracting a vending machine ‘café’ in Phase 2 development if additional food services are required to supplement renovation of the existing concession
  13. Include secure storage space in a Phase 2 facility development to accommodate increases in users/use of WJH
  14. Include Recreation & Facilities Division offices in a Phase 2 redevelopment/expansion
  15. Consider providing leasable space to attract complementary uses/businesses to locate at WJH
  16. Consider studios to lease to local artist/artisan to create and sell their goods
  17. To the extent possible, design facilities to incorporate: the concept of ‘third places’, indoor and outdoor space linkages, maximum access to kitchen from various spaces, sharing informal space with the library, emergency preparedness, and future expansion over the life cycle of the facility
  18. In conjunction with opportunities to access other community facilities, consider using rooms/spaces at 177 Upper Park Road to introduce a time-shared youth drop in and seniors centre
  19. In planning a Phase 2 expansion at WJH, review and, as appropriate, relocate programming from the LAC to WJH to consolidate services at each location
  20. Name 177 Upper Park Road to reflect its collective community function
  21. Use Wilton Hall, Bath Fire Hall community room, and Layer Cake Hall (collaborating with County) to continue to build both community-based and Township programs
  22. Should a new library be built elsewhere in Loyalist, determine the cost-benefit of refurbishing the entire Layer Cake building in Bath for community and Township programming
  23. Optimize lease and reciprocal use agreements with the Limestone District School Board and the Algonquin and Lakeshore Catholic District School Board for access to schools to deliver programs to residents throughout Loyalist Township
  24. Undertake a comprehensive rehabilitation of Willie Pratt Fields, as per the current 10-year capital budget
  25. Prepare comprehensive conditions assessments for all ball other diamonds as part of non-core asset management and prepare an annual work program for budgeting purposes, prioritizing capital upgrades by location and incorporating the directions of the Climate Action Plan
  26. Anticipate replacing the two junior LDSB diamonds when they are decommissioned by the Board and returned to green space
  27. Monitor use of all diamonds by minor and adult leagues to track hours of prime time use in relation to capacity to verify future need for new or replacement facilities
  28. Prepare comprehensive conditions assessments for the three soccer fields as part of non-core asset management and prepare an annual work program for budgeting purposes, prioritizing capital upgrades by location and incorporating the directions of the Climate Action Plan
  29. No new soccer fields will be required during the term of the Master Plan to serve population growth alone
  30. If minor soccer participation increases, accommodate programs on underused adult fields with insets in the larger facility footprint
  31. If adult use rebounds, provide up to one additional multi-use field to accommodate various age groups and field sports in addition to soccer (e.g., football, rugby, Ultimate Frisbee, field hockey)
  32. In the short term, assess the cost of ‘renovating’ underused fields to become multi-use facilities to be promoted for scheduling other field sports
  33. Build two lit tennis courts in Odessa anticipating the potential to add courts to support tennis club development
  34. Monitor use of courts to determine need to co-locate additional facilities
  35. After relocating the Bath tennis court to a new facility in Odessa, convert the Bath court to single-use pickleball courts for a total of eight at this location and, when charging for use, charge for all eight courts instead of four.
  36. Provide four new casual use pickleball courts at a new park within the Amherstview West Secondary Plan area.
  37. Include detailed condition assessments for all non-core recreation assets in Asset Management Plans, and budgets for capital improvement programs
  38. Incorporate backlogged capital improvements to facilities in annual budgets, in order of priority
  39. Continue to integrate Climate Action Plan directions in planning and budgeting for new and/or upgraded facilities
  40. When planning new or renewing existing facilities,
    investigate opportunities to provide those that are designed to be inclusive
  1. Continue to develop and refine the guidelines for each park type in order to improve parkland equityand to encourage the acquisition of quality sizable parkland parcels during development. Revise theOfficial Plan Parkland Classification making the following amendments:- Adopt a minimum size requirement for neighbourhood parks, such as 1.5 hectares.- Amend the catchment area for neighbourhood parks to better suit the density of Loyalist. Acatchment area of 1,000 to 2,000 people is suggested.- Add a list of suitable amenities and facilities for each park class to better define the use function.- Remove wording about accepting “one or moreparkettes” as a form of neighbourhood park.- Consider including standards for waterfront parks as a separate class or a subclass of District Parks.
  2. Focus on providing more sizable community parks with more amenities rather than many small neighbourhood parks.
  3. Consider selling select undersized and underused parks to fund park improvements.
  4. Avoid acquiring parkland located within the MTO permit area, unless required for making key trail connections or to expand waterfront parkland.
  5. Ensure all parks have a chosen name and civic address.
  6. Improve park naming conventions by using only one unique name to refer to each park, and do not name facilities within the park separately.
  7. Work towards making park names clear and consistent between all inventories and maps (GIS, Excel, Township website, Google Earth, etc.), publications and signage.
  8. Create naturalized planting areas in suitable locations.
  9. Build partnerships with relevant organizations that can provide project expertise, native plant material, or volunteer coordination.
  10. Update the Parks Bylaw as described herein.
  11. Accept cash-in-lieu except when the parcel to be provided meets the criteria described herein.
  12. Consider the introduction of an e-bike and e-scooter bylaw to regulate the use of various types of electric bikes and electric scooters on municipal roads, sidewalks, bike lanes, trails and pathways.
  13. Continue using the tree app to compile a tree inventory of planted trees on Township-owned land including parks and municipal right-of-way (street trees).
  14. Complete the Urban Forest Management Plan to guide the management of trees on Township owned land.
  15. Set money aside for the implementation of projects to be identified in the Urban Forest Management Plan. At minimum, costs will be required for tree planting, tree care maintenance, and hazard tree removal. Costing will depend on the outcomes of the proposed management plan and should be adjusted accordingly when more is known.
  16. The Parks Division should review new proposed development of subdivisions, ensuring and enforcing appropriate plantings of trees, including with respect to utilities.
  17. Develop a Playground and Operation Replacement Plan that outlines and prioritizes playground upgrades for all existing playgrounds. Work with a playground inspector to inform the Plan. Assign budget annually for implementation.
  18. Develop a waterfront master plan to inform improvements for a more connected, enjoyable and accessible waterfront. The scope of the plan should include the Lake Ontario waterfront between Bath and Amherstview, the Island and Millhaven Creek in Odessa.
  19. Continue to advocate for pedestrian safety along and across sections of the Province-owned highway. Work together with a traffic engineer and the MTO to explore a variety of solutions.
  20. Work with a landscape architect and trails specialist to develop a trails master plan that focuses on implementation. The plan should build upon conceptual trails identified in the 2022 Official Plan and projects identified in the 2024 Infrastructure Master Plan.
  21. Update the 2015 Infrastructure Service Public Works Operational Service Standards to include new parks, and to remove decommissioned parks.
  22. Reconsider the maintenance levels of parks that have since had relevant changes.
  23. Add maintenance standards (or guidelines) for trails and naturalized areas.
  24. Add maintenance standards (or guidelines) for trails and naturalized areas.
  25. Plant a variety of native conifers at the north and west edges of Odessa Centennial Park to create more separation from the freeway.
  26. Provide a dog park at Odessa Centennial Park located outside of the floodplain.
  27. Work with a trail specialist as part of the trails master plan to explore the feasibility of trail development in the natural area of Odessa Centennial Park.
  28. Continue to maintain the facility for the next five years. Record the number of days the rink could stay open weather permitting, and use this data to inform future decision making.
  29. Consider using a portable cooling system to extend the use of Sk8er Park ice rink in the winter. Alternatively, if opportunities arise and major repairs are needed, upgrade the rink into a refrigerated pad with the cooling system embedded in the concrete pad.
  30. Program use of Sk8er Park during the warmer months such as through a floor hockey league or a stick handling skills program.
  31. Develop a design for Willie Pratt that considers at minimum:- Retaining the most used sport facilities- Orienting and designing these facilities for optimal use (e.g. in terms of safety, accessibility, and multi-purpose suitability- Providing supporting amenities for the sport fields such as shade, seating, and washrooms- Playground options- Parking, accessibility and pathways throughout the site- Storage for parks maintenance equipment
  32. Consult with the neighbourhood to gauge interest in new amenities and facilities for Dinosaur Park. Work with a landscape architect to develop concept plans based on the findings of the consultation.
  33. Manage Lakeview Park as a neighbourhood park. Limit park improvements to playground upgrades when required, multiuse trail development, lighting and landscaping changes such as tree planting and naturalization. Consider gating the driveway entrance if needed to attain permits from the MTO for these upgrades.
  34. Create a naturalized buffer along the drainage swale in Lakeview Park, in coordination with proposed storm water outlet improvements.
  35. Work together with Township planners and engineers to implement the proposed multiuse pathway and lighting through Lakeview Park.
  36. In the short term, develop a deisgn for Loyalist Park that balances its existing function as a community event space and the proposed skate park and pump track amenities. Provide a shade structure for both areas. Consider providing the following amenities to support the event space:- Accessiblewashrooms- A storage area for supplies- A drinking fountain with bottlefill station - Additional parking as needed- Potential band stand
    Include some everyday use amenities, shade structures, additional seating, and naturalizedarea. Implement the design in phases as needed to manage cost. This recommendation should beadjusted to reflect the findings and recommendations of the proposed Heritage, Culture and Tourism Plan.
  37. Provide an accessible asphalt path between amenities and park entrance at Briscoe Park. Consider expanding this path to a 250m loop around the park in the long term.
  38. Work with the developer of Aura by the Lake to preserve the woodlot edge around Briscoe Park.
  39. Monitor for community interest for improvements at Amherst Island Centennial Park.
  40. Develop Bath Park as a district park with a splash pad with associated amenities to serve the entire Township. Provide accessible washrooms, a shade structure and picnic area, water fountain and bottle fill station, storage garage and parking. Work with a landscape architect to design a site plan and with an architect to design the washroom building.
  41. Develop a splash pad in the short-term at Bath Park.
  42. Review the need for a second splash pad in Odessa in the next Parks and Recreation Master Plan.
  43. Develop a dog park at a new park within the Amherstview West Secondary Plan area in the medium to long-term.
  44. Develop a dog park at Odessa Centennial Park
  45. Working with local partners, develop a skatepark and pump track in Amherstview at Loyalist Park in the short-term. Consult with Heritage, Culture and Tourism in order to avoid conflicts with events at the Park.
  46. Seek partners to develop a pump track in Odessa at the proposed community hub in the mid to late term.
  47. Provide assistance to the community of Wilton through the Community Outdoor Rink Program, and assist them in establishing a rink outside of Wilton Hall.
  48. Working with the AIRA, conduct community consultation and develop a concept level design for the school-adjacent property which explores the siting of a multi-purpose community facility and various outdoor amenities and facilities, and confirms community needs and interests in these facilities. This master plan should provide a multi-phased approach for developing the site in the long term.
  49. Monitor success of temporary outdoor volleyball programming. If demand is sufficient, develop a permanent outdoor volleyball court at one of the listed parks.
  50. Develop a community park in Odessa to serve as the recreation hub of the community. Undertake a design process with community consultation to design the Odessa Community Park.
  51. Work with the Odessa Agricultural Society to develop the Odessa Community Park on the fairgrounds, or as an alternative, acquire new land to develop the park.
  52. Consider negotiating with developers of the Aura by the Lake subdivision to locate the park adjacent to Briscoe Park. If that is not possible, request a for a wider park parcel so that the site is suitable for multi use trail loops. A minimum trail length of 2 km is recommended. Provide accessible parking and ensure that the natural vegetation and forest cover are protected.
  53. Work with a trails specialist to determine the feasibility of developing a trail loop around the pond in the Lakeside Ponds Subdivision, based on topography, vegetation and soils. In addition, consider consulting with an ecologist or naturalist group to better understand the ecology of the site to inform management.
  54. Develop a trail loop with rest stops if determined to be feasible in the Lakeside Ponds Subdivision.
  55. Support ecological stewardship of the pond and natural area in the Lakeside Ponds Subdivision through activities such as community restoration planting or installing bat boxes.
  56. Per the facility recommendation F37 for four more pickleball courts in the future, it is recommended that they be located at a new park within the Amherstview West Secondary Plan area.
  57. Develop the waterfront property in Stella as a community park that focuses on waterfront recreation and passive park uses. Work with a landscape architect to develop a site plan for the park. Provide an opportunity for public feedback on the site pan. Implement the site plan in the short- to medium-term.
  1. Continue to work with the LDSB and the ALCDSB through established agreements for access to school facilities for community use/programs
  2. Investigate the interest of the Kingston Sport and Social Club in partnering with the Township to contribute to capital projects that meet the Club's facility needs
  3. As opportunities arise, work with the local commercial sector to pursue their expressed interest in future collaborations
  4. Reach out to agencies for support in developing accessible and inclusive recreation services and infrastructure such as Special Olympics Ontario, Jumpstart, and Jays Care Field of Dreams
  5. Explore opportunities to work with Queen’s University and St. Lawrence College in planning and operating parks and recreation services
  6. Track non-resident use of facilities and programs by home community to inform opportunities for service agreements with area municipalities
  7. Review and update old agreements and include a designated review date or period in all future agreements
  8. Work with Heritage, Culture, Tourism to develop and implement a Parks & Recreation Division volunteer program.
  9. Consult with volunteer organizations to clarify needs for Township support to be contained in a Community Group Affiliation Policy
  10. Consider additional items related to funding capital projects, program sustainability and evaluation at the five-year review of the new Community Grant Policy
  11. Develop a policy on storage at Township parks and facilities to optimize the use of limited space and to better manage the allocation and tenure of available storage
  12. Expand existing and institute new revenue generating programs to help offset the costs of service provision
  13. Assign priority to introducing and expanding revenue generating programs according to ease of implementation and development phasing/program growth at the W.J. Henderson Recreation Centre and outdoor locations
  14. Develop an overarching policy for facility naming rights
  15. Develop an overarching sponsorship and advertising policy
  16. Prepare a policy on service pricing
  17. Continue developing an Affordable Access to Recreation and a Recreation Inclusion and Equitable Access Policy for implementation in late 2025
  18. Prepare a policy on collaborations and partnerships
  19. Review and update existing Standard Operating Procedures, and prepare new SOPs, as required
  20. Further develop and implement service planning, monitoring and evaluation capacity to align service provision with verified community needs
  21. Further develop the annual report card to detail year by year steps to implementing initiatives within each term of the Master Plan, by setting annual objectives in the budget cycle, and tracking their progress
  22. Conduct a five-year review and update of the Master Plan
  23. Engage all relevant parties to collaborations and partnerships in regular joint service planning sessions to create a coordinated, whole community approach to provision
  24. Make deliberate efforts to build a sense of community across the Township in planning future service locations, rotations and approaches to naming municipal facilities/spaces
  25. Continue producing both digital and selected print media information to promote/ communicate with residents about parks and recreation services, considering options for greater geographic and age group coverage
  26. Promote ‘What’s free to do in Loyalist’ in communications material
  27. Consider reciprocal promotion of parks and recreation services with surrounding municipalities
  28. Increase promotion to attract local, regional and provincial tournaments and events to the Township
  29. Prepare and post an annual services ‘year-in-review’ that summarizes and informs the community about the Township’s achievements in parks and recreation, including project-specific collaborations and partnerships
  30. Upon completion of the Phase 1 redevelopment/expansion at the W.J. Henderson Centre prepare a formal marketing strategy

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