minutes of community development - arnprior · 7/6/2015 · minutes of community development...

Minutes of Community Development

Advisory Committee Meeting

July 6, 2015

6:30 PM

Town Hall (Council Chambers), Arnprior, ON

Present: Chair, Lynn Grinstead Vice-Chair, Tom Burnette Citizen Member, Neil Caldwell Citizen Member, Gib McMullen Citizen Member, Dennis Turpin Citizen Member, Darrel O’Shaughnessy Absent: Citizen Member, Steve Dontginy

Also Present: Glenn Arthur, Director of Recreation Robin Smith, Town Planner Jacques Benoit, Chief Building Official Lindsay Wilson, Marketing & Economic Dev. Officer Maureen Spratt, Town Clerk

1. Call to Order

Chair Lynn Grinstead called the Community Development Advisory Committee Meeting to

order at 6:31 PM and welcomed those present.

2. Roll Call

The Town Clerk called the roll with all Members of the Community Development Advisory

Committee being present, except Citizen Member Steve Dontginy.

3. Adoption of Agenda

Resolution No. CDC008-15

Moved by Darrel O`Shaughnessy

Seconded by Dennis Turpin

BE IT RESOLVED THAT the agenda for the Community Development Advisory

Committee Meeting dated Monday, July 6, 2015 be adopted.

Resolution CARRIED

4. Disclosures of Pecuniary Interest

None

5. Adoption of Minutes of Previous Meetings

a) Community Development Advisory Committee Minutes – May 4, 2015


Moved by Gib McMullen

Seconded by Tom Burnette

THAT the Community Development Advisory Committee Minutes of May 4, 2015 be

adopted.

Resolution CARRIED

Minutes of Corporate Services Advisory Committee Meeting

6. Presentations/ Delegations

a) Community Development Branch Reports:

i) BR+E Program – OMAFRA – Marketing & Economic Development Officer

The Marketing and Economic Development Officer provided introductory remarks on

the BR+E Program prior to welcoming Kent Fitzhugh, from the Ontario Ministry of

Agriculture, Food and Rural Affairs (OMAFRA). Mr. Fitzhugh proceeded to provide a

PowerPoint presentation on the Business Retention and Expansion (BR+E) Program, a

community-based, volunteer-driven economic development tool to encourage the

growth and stability of local businesses, attached as Appendix A and forming part of

these minutes.

On question of Committee Members the following was clarified:

Volunteers conducting the survey of local businesses can be students,

residents, committee members, etc. Members of Council and staff are

discouraged from conducting the survey as the survey is seeking honest, frank,

opinions.

An online survey would not stress the seriousness and importance of the survey.

The survey is intended to be more structured. Trained volunteers interview

business owners or senior management staff to determine their needs and/or

concerns.

The Town has not been involved in this Business, Retention and Expansion

Program.

In summary, Mr. Fitzhugh noted investment attraction is expensive and difficult due to

high volume of competition whereas existing businesses create more jobs. Therefore,

it is beneficial to the municipality to undertake a BR+E to demonstrate the municipality’s

support of existing businesses and at the same time identify the gaps/strengths and

growth opportunities of local businesses.

ii) Official Plan Update – Town Planner

The Town Planner provided a PowerPoint Presentation, attached as Appendix B and

forming part of these minutes, prepared by Meridian Planning Consultants who were

awarded the contract of preparing the Town’s Official Plan Review and Update. The

Planner outlined all aspects of the review and update, including; What is an Official

Plan, Why Review the Official Plan, The Current Town Official Plan, Official Plan

Review Workplan and Community Consultation.



There is a requirement to update the Official Plan every five years. At that

time it is necessary to look at with respect to what has changed in the

environment, legislation, etc. Most importantly, the review provides the

opportunity to ensure the Official Plan continues to reflect the community

needs and aspirations.

b) Recreation Department Reports:

i) Recreation Master Plan – Director of Recreation

The Planner accompanied by the Director of Recreation provided a detailed PowerPoint

Presentation, on the Recreation Master Plan, attached as Appendix C and forming part

of these minutes. The Planner highlighted that the Master Plan will serve as a blueprint

for future short, medium and long term planning and in the development of needs and

priority assessments for recreation programming, facilities, parks, cultural trails and

open spaces.


The Master Plan provides strategic direction for a ten year time frame, until

2024.

Robust community involvement from an online survey, interviews, public open

houses, and council, committee and staff participation, as well as, a detailed

analysis of parks, and recreational facilities has enabled the consultants to

prepare a recommended course of action.

The Consultants are in the process of assigning costs and establishing

timeframes to the action items.

On final comment of the Planner, and reiterated by the Chair, the committee agreed that

it is necessary to ensure the plan is understandable, realistic, achievable and

sustainable.

ii) Debrief Priorpalooza – Director of Recreation

The Director of Recreation provided a verbal overview of the 2015 Priorpalooza Event,

highlighting that the third annual event, was fully sponsored, and a great success.

Entertainers on the day were from the Ottawa Valley area, and a number of service clubs

participated in sponsoring childrens activities. The Director of Recreation summarized

that the future of the event, on the first Saturday in June, looks promising.


iii) Dragonboat Festival – Director of Recreation

The Director of Recreation provided a verbal overview of the upcoming 2015 Dragonboat

Festival.


To date twenty (20) teams have registered.

Nick Smith Centre staff will be contacting Marina boaters and advising of the

event in order to limit boating traffic.

7. Matters Tabled/Deferred/Unfinished Business

None

8. Staff Reports

a) Building Permit Mid-Year Statistics – Chief Building Official


Moved by Dennis Turpin

Seconded by Darrel O’Shaughnessy

THAT the Community Development Advisory Committee receives report Number CDAC

15-07-06-01 as information

Resolution CARRIED

The Chief Building Official provided an overview of the report.

b) Canadian Radiocommunications Information and Notification Service (CRINS-

SINRC) – Town Planner


Moved by Gib McMullen

Seconded by Darrel O’Shaughnessy

THAT this report be accepted for information.

AND THAT the Community Development Advisory Committee recommends the following:

THAT Council accept the invitation to become a participating member of the Canadian

Radiocommunications Information and Notification Service (CRINS-SINRC);

AND THAT CRINS-SINRC be appointed as the designated representative to receive and

process applications for radiocommunications facilities on behalf of the Town of Arnprior in

accordance with Industry Canada’s CPC 2-0-03 (2014);


AND THAT Council direct staff to bring forward a by-law for Council consideration to adopt

the CRINS-SINRC Reference Protocol;

AND THAT Jacques Benoit, Chief Building Official, be appointed as the designated

representative to approve applications pursuant to the Antenna Siting Design Framework

on behalf of the Town of Arnprior.

AND THAT the total fee for radiocommunication facility review be set at two thousand and

six hundred dollars ($2,600) with the Town portion being one thousand dollars ($1,000)

and the same be reflected in the Town User Fees and Charges By-law;

AND THAT the total fee for exempt facilities review be set at five hundred dollars ($500)

with the Town portion being two hundred and fifty dollars ($250) and the same be reflected

in the Town User Fees and Charges By-law.

Resolution CARRIED

The Town Planner provided an overview of the report.


There are no significant financial implications of using the CRINS system for the

municipality. The Town would levy a $1000 dollars to cover the expenses

related to facilitating and administering the application process. The fee would

reflect staff time and associated expenses, including newspaper advertisement,

communications with affected land owners and public meetings. CRINS collects

the fees (both CRINS and the Towns) and reimburses the Town its portion.

Only new applications pursuant to the Antenna Siting Design Framework would

be subject to the radiocommunication facility review.

The Planner explained the Community Development Advisory Committee’s

recommendation, to adopt CRINS as the authorized representative to receive and

process applications when dealing with applications for telecommunication towers, will

be referred to Council for consideration.

9. New Business None

10. Closed Session

None


11. Adjournment


Moved by Tom Burnette

Seconded by Neil Caldwell

THAT this meeting of the Community Development Advisory Committee be adjourned at

7:55 PM.

Resolution CARRIED

Regional Economic Development Branch

Ontario Ministry of Agriculture, Food and Rural Affairs

Business Retention + Expansion

WHAT IS ?

An action-oriented and community-based

approach to business and economic

development

Promotes job retention &

growth

Helps communities prioritize

their efforts

2

WHAT IS ? ?

Trained volunteers to conduct confidential

interviews

Data analysis and action planning to address

issues and opportunities

Ideally, it is incorporated into the community’s

ongoing economic development strategy

The BR+E process helps communities to

prioritize their efforts

3

A COMPREHENSIVE SURVEY

4

Business Information

Business Climate

Future Plans

Business Development

Workforce

Community Development

SECTOR SURVEYS

5

Tourism

Manufacturing

Agriculture

Downtown Revitalization/

Retail

Local Food

EXECUTIVE PULSE SYSTEM

6

Online Business Retention + Expansion data management

system

7

WHY UNDERTAKE A ?

Existing Businesses create more Jobs

74% - 90% of new jobs

Investment attraction is expensive and difficult due to

high volume of competition

8

Existing Businesses are already Invested in

the Community

Existing businesses have a stake

Easier and less expensive for communities to

retain than to attract

WHY UNDERTAKE A ?

WHY UNDERTAKE A ?

9

Existing Businesses can be Ambassadors for

the Community

Can support business attraction efforts

Targets for community recruitment efforts

include existing and growing businesses

WHY UNDERTAKE A ?

10

Can provide an early warning system

Assists communities in being proactive rather

than reactive

Improves the community’s self-

awareness

SHORT-TERM GOALS

Build Relationships

Build Capacity

Identify Positive &

Negative Attributes

Address Immediate

Concerns

Collect Data

Create Strategic

Action Plan

11

Inform and

Communicate

with Businesses

LONG-TERM GOALS

Increase

Competitiveness

Enable Business

Development,

Investment, Job

Creation

Foster the

Environment for

Business

Development

12

KEY PLAYERS

LEAD

ORGANIZATION

LEADERSHIP

TEAM

BR+E

COORDINATOR

RESOURCE

NETWORK

VOLUNTEER

VISITATION

TEAMS

PROVINCIAL

STAFF

ADVISORS

13

FOUR STAGE PROCESS

14

STAGE I

PREPARATION

STAGE II

COLLECT DATA

& ANALYZE

STAGE IV

IMPLEMENT &

MONITOR

STAGE III

DEVELOP GOALS

& ACTION PLANS

BR+E PROJECTS 2009-2014

15

73 projects

Provincial BR+E Survey Results -

Business Climate

16

N=3,121 N=3,072

SUCCESS STORY:

NORTHUMBERLAND

Regional Local Food BR+E

project undertaken in 2012

Identified a need for value

added food processing

2014-15 creation of a 15,000

sq. ft. facility. $1.1M

investment

17

SUCCESS STORY: MAPLTEON

“The BR+E has been valuable in Mapleton, a

positive way to make connections, a great

base for building relationships and

providing a foundation for our municipal

actions and we move forward”

“A business that was struggling and seriously

considering closing their doors was

interviewed and red flagged. We were able

to connect that business with resources so

that they could get some coaching and

advice”

18

PROGRAM COMPONENTS

Provincial Staff Advisors

Coordinator’s Manual

Business Surveys

Executive Pulse System

Coordinator Training

Provincial BR+E Survey Results

19

SUCCESSFUL PROGRAMS

20

Have commitment, buy-in and engagement from

stakeholders

Well trained volunteers

Demonstrate the importance of local businesses

Accurately assess the needs of local business

community

Build networks in the community & capacity

Develop and implement actions plans

FOR MORE INFORMATION

Visit our website to request a copy of

the BR+E Coordinator’s Manual or

to register for training.

http://ontario.ca/b34h

Talk to your Provincial Regional

Advisor

21




Town of Arnprior

Official Plan Review and UpdateCDAC - July 6, 2015

kzamojski

Typewritten Text

Robin Smith, Town Planner

Town of Arnprior Official Plan Review and Update

Presentation Overview

3

What is an Official Plan?

Why Review the Official Plan?

The Current Town Official Plan

Official Plan Review Workplan

Community Consultation

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What is an Official Plan?

An Official Plan contains goals, objectives and policies to manage and direct physical change and the effects of that change on the social, economic and natural environment of a municipality.

5

At a high level, an Official Plan sets out: • how much growth will occur • where growth will occur • how growth will be integrated

with the existing community • infrastructure and community

facility requirements to support growth

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Text Box


What does an Official Plan do?

6

The Official Plan divides a municipality into a series of land use designations that set out what is permitted in each and under

what conditions.

Residential Commercial Employment/Industrial

Institutional Open Space Environmental

Mixed Use Hazard

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▸ Residential

▸ Mixed Use Commercial

▸ Highway Commercial

▸ Shopping Centre Commercial

▸ Environmental Protection

▸ Parks & Open Space

▸ Airport

▸ Industrial

▸ Transportation

▸ General Development Policies

▸ Land Division Policies

▸ Implementation and Interpretation

7

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8

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Why Review the Official Plan?

▸ Planning Act - review required every five years

▸ Conformity with and implementation of Provincial and County policies

▸ Implement various Town studies and initiatives including:

▸ Opportunity to ensure Official Plan reflects community needs and aspirations

▸ Enhance, clarify and update the policy framework

9

kzamojski

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Official Plan Review and Update Work Plan

Phase 1 - Background Study will focus on understanding: ▸ the vision, aspirations and concerns of Council and the community

▸ the current Official Plan

▸ all relevant studies prepared to date

▸ relevant Provincial and County policy, and the types of choices and decisions the Town must make

Phases 2 and 3 – Issues and Options Report and Plan Preparation will focus on identifying issues, opportunities and options and preparing policy for the Official Plan.

10

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Specific Discussions ▸ What is going on inside and outside Arnprior that needs to considered

when updating the Official Plan?

▸ What key trends/factors/considerations should inform the Official Plan Review and Update?

▸ What issues, challenges and opportunities should be considered?

▸ How might the issues/challenges/opportunities be best addressed in the updated Official Plan?

▸ Ten years from now, if Arnprior were more the way you would like it to be, how would things be different compared to today? What would your ideal future look like?

▸ We will know that the updated Official Plan as been a success if …?

11

kzamojski

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- Q & A -

12

kzamojski

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1

Glenn Arthur, Director of RecreationRobin Smith, Planner

Recreation Master Plan

CDAC Meeting - Monday, July 6, 2015

STRATEGIC DIRECTIONIn 2024, Arnprior is…

1. Arnprior is rich in beautiful parks and green space, such as Gillies Grove and Robert Simpson Park which is the jewel of Arnprior and a community hub. Use and enjoyment of all parks and green space is maximized and integrated with trails.

2. Arnprior is a vibrant, connected, walkable, sustainable, active community which is ideal for all ages – kids to older adults.

2

2

STRATEGIC DIRECTION3. Arnprior’s waterfront and outdoor setting is highly

prized by the community and integrated with other amenities to provide many diverse, unstructured leisure opportunities for both residents and non-residents.

4. The new Arnprior Marina is successfully operating because of a mutually beneficial public/private partnership that brings a lively new dimension to the waterfront, adds tourism dollars to the local economy, and provides enjoyable recreation for local residents and visiting pleasure boaters.

3

5. Arnprior maximizes the use of sports fields and playing areas to accommodate a variety of interests, ages and abilities. It encourages families, male, female and co-ed participation in both sport and unstructured recreation, team and individual pursuits, competitive and non- competitive activities.

6. The Nick Smith Centre is the cornerstone of facility-based recreation in Arnprior and is exemplary of a centralized, multi-use, multi-generational recreation facility that is adaptable, flexible, and integrated with outdoor facilities.

4

STRATEGIC DIRECTION

3

7. Arnprior offers excellent quality, affordable programs and opportunities including sports and unstructured activities that are close to home, safe, and accessibleto all residents. There is variety and diversification with growing momentum to reach out to more user groups and interests.

8. Arnprior recreation staff are approachable, committed, supportive and skilled professionals who demonstrate strong leadership in the advancement of recreation in Arnprior and Ontario.

5

STRATEGIC DIRECTION

VISION AND MISSIONA Vision for Recreation in Arnprior• Arnprior residents take part in an impressive array of

services and amenities for physical activity and enjoyment in the Town’s celebrated natural setting, heritage, and extensive indoor and outdoor recreation environments.

The Mission of the Recreation Department• The Arnprior Recreation Department works closely with

the community and partners to facilitate and provide cost effective, progressive recreation opportunities for residents of all ages and abilities in parks, on river corridors and trails, and in recreational facilities.

6

4

GUIDING PRINCIPLES

#1 Accessible, Affordable and Inclusive

#2 Community Image and Pride

#3 Achievable and Sustainable

#4 Integrated and Vital

#5 Responsive and Forward Looking

7

RECOMMENDATION PRIORITIES

• The Recommendations for Actions have been ranked on the following criteria:– Ability to Pay

– Long term Sustainability

– Opportunity

– Public Priority

– Strategic Plan

– Meeting our demographics

– Supportive of trends

8

5

RANKING PRIORITIES

• High Priority – low cost, high priority, easy to achieve

• Medium Priority – med. Costs, med. Prioity, moderately achievable

• Low Priority – high cost, low priority and difficult to achieve

9

ACTION PLANSAction Plan #1 Parks, Trails, and Open Space

Strategies and Design Standards includes:1. Parks and Green Space

2. Trails and Waterfront

Action Plan #2: Culture and Recreation Facilities and Service Delivery Strategies includes:3. Recreation Programs

4. Recreation Facilities, Sports Fields and Play Areas

5. Marina

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6

ACTION PLANS cont’d

Action Plan #3: Financing, Management and Staff Strategies includes:6. Cost Sharing Agreements

7. Recreation Department Level of Service, Cost Recovery and Municipal Pricing Policy

8. Recreation Department Structure and Human Resources

11

ACTION PLAN #1 Parks and Green Space

A total of 17 recommendations including:- As part of Official Plan Review, amend or update the OP

to reflect the parks and trails Master Plan recommendations and other service recommendations where appropriate.

- Develop an overall goal, specific criteria and performance measurements for park maintenance

- Develop a yearly review of activites, issues and general performance

- Create a process for new acquired park design and development

12

7

ACTION PLAN #1 Parks and Green Space

Recommendations con’t:- Ensure that benchmarking, best practices and

continuous improvement initiatives are specifically contained in each budget submission and work plan to Council each year.

- Ensure by-laws are current with provincial legislation (ie. tobacco free parks)

- Establish guidelines for park development and maintenance based on park classifications, considering appropriate design features

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ACTION PLAN #1Trails and Waterfront

A total of 25 Recommendations including:- Trail planning initiatives to include: the abandoned

railway line; creation of an Active Transportation Plan; continue to participate on County Active Transportation Committee; create a way-finding plan for Arnprior; and promote “Share the Road”.

- Continue to earmark Waterfront Rehabilitation funds for trail and waterfront improvements.

- Inventory all existing trails and prepare a detailed report on each, identify needs for benches, shade and rest areas.

14

8

Trails and Waterfront cont’dRecommendations including:- Prepare short, medium and long term forecast on trail

development, then budget, seek grants and encourage donation to meet objectives. (Encourage trail donations in memoriam)

- Allocate funds from sales of surplus parklands to trail initiatives.

- Celebrate active transportation with a community event (ie. Walk or to Work days or Silver Chain Challenge)

- Place bike racks at visible locations at public facilities and encourage new commercial developments to provide racks.

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Trails and Waterfront cont’d Recommendations including:- Upgrade and develop the trail system by:

- Joining the waterfront to the downtown core with asphalt surface

- Connect the trail system to schools and parks

- Connect all trails to a main municipal loop

- Require all new development to connect on-site pedestrian routes to off-site sidewalks and trail access points as part of OP review.

- Improve Municipal trail signage and way-finding (QR codes)

- Based on OP Review and Inventory, then upgrade existing trails and building all new trails to established standards

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9

ACTION PLAN #2Excellence in Rec. Programs

A total of 47 Recommendations including:

- Expand linkages with non-profit agencies that provide recreational opportunities

- Continue to address trends in inactivity and obesity with physically active recreational opportunities for all ages, encouraging new program ideas (ie. beach volleyball, dragon boating), and involve residents in programs and events by offering programs that are relevant to them.

17

Excellence in Rec. Programs cont’d

Recommendations including:

- Ensure continuation of Police Reference Checks for staff and volunteers working with vulnerable participants.

- Work with agencies for persons with a disability to ensure quality and financial support for participation.

- Expand relationships with rec. program subsidy funding bodies and new initiatives to keep costs to a minimum.

- Maintain cost sharing agreements, including with other interested municipalities.

18

10

Excellence in Rec. Programs cont’d

19

Recommendations including:

- Identify community champions who can play a role in leading the organization of programs of interest, especially arts and culture programming.

- Measure and report on the economic impact of sport tourism and special events using available economic impact measurement tools.

Recreation Facilities, Sport Fields and Play Areas

A total of 9 Medium priority Recommendations including:

- Review and revise all facility maintenance standards to reflect industry norms and communicate standards to public through Council.

- Upgrades to Nick Smith Centre to ensure it remains flag-ship recreational facility in Arnprior and region.

- Review and amend policies and procedures pertaining to government legislation and guidelines relevant to risk management and maintain and upgrade staff training and certifications.

20

11

MarinaA total of 7 Recommendations including:

- Explore the local region for other marina operators and other agencies or private groups who may wish to be engaged in a public/private partnership.

- Prepare a market analysis to determine demands for a marina upgrade and the appropriate scale/size of docking facilities needed.

21

ACTION PLAN #3Cost Sharing Agreements

A total of 2 Recommendations:

- Continue to communicate with appropriate partners with the intent of establishing policies and procedures to maintain existing agreements and establish new agreements.

- Measure the amount of usage (participation) from all neighbouring municipalities in order to determine the need for additional cost sharing agreements and/or adjustments to our non-resident user fee system.

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12

Rec. Dept. Level of Service, Cost Recovery and Municipal Pricing

A total of 2 recommendations including:

- Develop guidelines and objectives related to an acceptable level of cost recovery for recreational services

- Develop a Municipal Pricing Policy that allows for the establishment of a process to set reasonable and equitable user fees (User Fee By-law).

23

Rec. Dept. Structure and HR

1 Recommendation:

- Monitor staffing levels to ensure they meet current and growing need of the department, consider re-assignment of administrative and operational duties to free up Director and Supervisor time for enabling initiatives, projects, partnerships and activities and considering succession planning.

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Questions?

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minutes of community development - arnprior · 7/6/2015 · minutes of community development...

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