Lyndhurst Community Strategy

2015 to 2020
Lyndhurst Community Strategy 2015-2020

Prepared for:

The Lyndhurst Rejuvenation Committee

Lyndhurst, Ontario

Prepared by:

Sarah Millar, MCIP RPP

Ryerson University
And
Alicia Kingdon, M.Pl
Ryerson University

September 2015.

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Table Of Contents
1.0 Local Context pg 4

2.0 Historical Context pg 5

3.0 Our Community Vision pg 7

4.0 The Lyndhurst Rejuvenation Committee pg 8

5.0 Outline of the Lyndhurst Community Strategy Consultation Process pg 9

6.0 Strategic Themes pg 12

6.1 Promoting Our Natural Beauty pg 14

6.2 Supporting Our People and Community pg 15

6.3 Investing In Local History pg 16

6.4 Enhancing Our Connections pg 17

7.0 Moving Lyndhurst Forward pg 18

8.0 Bibliography pg 19

Appendix A pg 20

Appendix B pg 23

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1.0 Local Context 1

The Village of Lyndhurst is situated within the

Township of Leeds and the Thousand Islands (TLTI). It
is approximately 50 kilometres northeast of Kingston,
Ontario and 130 kilometres southwest of Ottawa,
Ontario along the Rideau Heritage Route. County Road
33 runs through the heart of the village and connects
with the larger commuter road network at Highways 15
and 42. Lyndhurst is one of five villages within the
limits of TLTI, and the furthest settlement inland from
the St. Lawrence River. Our community’s connection to
the local water systems, including the Gananoque River
system, Heritage Rideau Canal system, Frontenac Arch
Biosphere, and Charleston Lake, is integral to both the
form and function of the village to this day.
Aerial photo: Lyndhurst, Ontario and surrounds
Within the Township of Leeds and the Thousand
Islands there is a reported population of 9,499 people This plan outlines the vision and goals for the broader
(Statistics Canada, 2011). The designated village community of Lyndhurst, Ontario. Our ‘community’
boundaries extend from Lyndhurst Lake to the east, to includes the people that identify Lyndhurst as home,
Red Horse Lake Road to the south, just beyond Short and the broader geographic area that serves our
Point Road to the west, and Webster Road to the north. population. A comprehensive community boundary will
Lyndhurst is the 3rd largest village within TLTI with a be determined by the Lyndhurst Rejuvenation
median age of 48.8 years of age. Beyond the village Committee (LRC) in consultation with area residents in
designation, our community extends well beyond these future.
defined boundaries to encompass the surrounding area
between Seeley’s Bay, Delta, and Charleston. The map above identifies the general area of the
designated village as shown in the TLTI land use plan.

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2.0 Historic Context

Originally named “Furnace Falls”, the Village of Lyndhurst, Ontario has been nestled on the falls of the
Gananoque River since 1801. In anticipation of the development of iron deposits on the Lower Beverley Lake,
Wallis Sunderlin arrived from Vermont to construct the first iron smelter in Upper Canada. The iron smelter
became known as the Lansdowne Iron Works, and was situated on the east bank of the river on County Road
33. The site is now listed as a National Historic Site of Canada. Its arrival and production of pig iron led to
further construction of a gristmill, hotel, and small collection of houses.

The first village plot was laid by Charles and Jonas Jones of Brockville, Ontario in 1827.

The success of the iron smelting operations came and went, with fire destroying the original mills and the
production of iron proving difficult. Over time, the mills were replaced under new ownership and additional
mills including a carding mill, and mills for the production of lumber and flour appeared. Other small industries,
new churches, hotels, and homes were also established over the course of the 1800s.

Surrounded by prime agricultural land, the growth of Lyndhurst continued into the 20th century supported by
the success of the local agricultural industry, which still exists today.

In 1846, the village was officially renamed Lyndhurst, Ontario and a post office was opened in 1851.

The Lyndhurst Bridge was constructed in 1857 by Simeon Ransom and still stands today at the heart of the
community. Millwright William Saunders and his apprentice John Roddick are said to have designed it, inspired
by the Roman bridges of Roddick’s native Scotland. It was designated under the Ontario Heritage Act in 1985,
and completely rebuilt in 1986.

In 1865, the Jones family estate commissioned a land survey, which laid out the existing village plan of 103
lots.

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Innovation and entrepreneurship within the village came and went with limited success over the 19th century.
The arrival of the Brockville, Westport & Sault Ste. Marie Railway in 1888 established a rail station for
Lyndhurst approximately two miles east of the village. The railway opened new markets for local produce and
encouraged new sport and outdoor tourism industries in the area. The annual village Turkey Fair, originally
started in the 1800s, still brings visitors from across the province and the northern states to the heart of the
village every year.

Where the iron industry and millwrights have now left the banks of the Lower Beverly, Lyndhurst still stands as
a quaint village with strong entrepreneurial roots and a vibrant community heart.

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3.0 Our Community Vision

Built on a strong entrepreneurial heritage, Lyndhurst

continues to honour our past, and embrace our future as a
picturesque historic community. We foster the wellbeing of
our residents and our environment through social,
educational, and capital investment. We enhance our
economy by supporting and promoting businesses, tourism,
the waterways, historic properties, new growth, and
community facilities.

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4.0 The Lyndhurst Rejuvenation Committee (LRC)

LRC BACKGROUND
Formed in 2009, the LRC is a group of community volunteers who embrace Lyndhurst as their home base and
desire to see the village and surrounding area continue to improve. The LRC is open to the public, no
membership is required and all meetings, minutes, and financial statements are public. The LRC is committed
to working collaboratively with the Township of Leeds and the Thousand Islands (TLTI) to better our
community.

LRC ROLE
The LRC sees the Lyndhurst Community Strategy Plan as a guiding document for future Lyndhurst initiatives.
The group will use the goals set out in the Plan to direct an action plan and budget on an annual basis. The
specific actions chosen will be reflective of current volunteer availability and skill set, as well as funding
opportunities. The LRC will use the Plan to proactively build partnerships and source funding opportunities with
TLTI and other appropriate partners.

LRC VISION
The goals of the LRC are:
 To rejuvenate the Village of Lyndhurst both in appearance and spirit.
 To make the village and area an even better place to live and an inviting place for all residents.
 To contribute to the economic development of the village by providing better facilities for visitors and
residents and creating a renewed image of Lyndhurst as a valuable tourist destination.

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5.0 Outline of the Lyndhurst Community Strategy Consultation Process
The development of the Lyndhurst Community Strategy was informed by feedback from community members,
including permanent and seasonal residents, and visitors. Several tools were used over a five-year period to
engage community members and solicit input on community planning initiatives. This work, in addition to
public planning consultations, informed the creation of the Plan. The consultation tools include:

LRC Consultation and SWOT Analysis

Regular public community meetings were held to develop annual action plans for community improvement with
short-term and long-term objectives. Strengths, Weaknesses, Opportunities and Threats (SWOT) were
identified in consultation with the community through a number of different forums.

OMAFRA First Impressions Community Exchange

Through the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) First Impression Community
Exchange program, six visitors visited Lyndhurst in May of 2012. The subsequent report informed a SWOT
analysis and action plans for community improvement.

Public Planning Consultations

Approximately 45 community members participated and had direct input into the public consultation process in
June 2015. This included:

Open House
A total of 30 people attended the Open House and participated in a consultation exercise, which provided
insights into current perceptions of the village, favourite recreational and community spaces, and visions
for the future. A summary of what was recorded and heard is provided in Appendix A.

One-on-one Interviews with Local Stakeholders

16 individuals were interviewed representing a broad range of demographics and local interests.

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 Consultation with Elected Officials and Provincial and Municipal Staff
Several government representatives were consulted to provide insight into administrative procedures for
the implementation of the Plan.

SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats)

The LRC facilitated numerous discussions on Lyndhurst’s strengths, weaknesses, opportunities and threats
amongst the broader community. The table below is a consolidation of the public input received by the LRC on
three separate occasions; the first in 2010 at the inception of the Lyndhurst Rejuvenation Committee, the
second in 2012 following OMAFRA’s First Impressions Community Exchange program and the most recent in
2013 leading into the Community Strategy initiative. The original findings are provided in Appendix B

Strengths:
 Heritage: bridge, buildings;
 People and community spirit;
 Location: close to larger centres & 401,
location on through street, Frontenac Arch
Biosphere, Rideau Heritage Route;
 Facilities & business proximity: parks &
facilities, waterfront, post office, stores,
library, churches, golf course, school, Legion,
local food market, fire station;
 Housing: affordable, vacant waterfront land;
 Successful long-term community events.
Opportunities:
 Tourism;
 Frontenac Arch Biosphere;
 Update website to be an effective promotion
and communication tool.
Weaknesses:
 Housing: unmaintained, older buildings,
absentee landlords, vacant buildings;
 Lack of facilities & services: gas station, bank,
restaurant, grocery store, retail;
 Lack of effective communication tools within
and outside community;
 Marketing - lack of online presence/
community branding;
 Poor signage to the facilities/assets we do
have.
Challenges:
 Economy;
 Working with Ministry of Natural Resources;
 Seasonal residents and visitors.

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Outcomes of Public Consultation

The community open house held on June 24, 2015 and one-on-one interviews with local stakeholders provided
a comprehensive set of ideas on how Lyndhurst residents, business owners, and elected officials connect with
the village, and see it growing.

Strong themes emerged from the public consultation, focusing on Lyndhurst’s existing community assets and
opportunities for enhancement. Community members identified the natural environment, the history of the
area and the strong sense of community within Lyndhurst as assets. While opportunities for enhanced digital,
social and physical connections emerged as a way to improve existing community assets. The feedback from
the open house and one on one interviews aligned closely with previous consultation work, and set the
framework for the Lyndhurst Community Strategy.

The reoccurring themes from the community open house, one-on-one interviews, SWOT analysis and other
consultation exercises formed the four strategic themes of the Plan: Promoting our Natural Environment,
Supporting our People and Community, Investing in Local History and Enhancing our Connections.

These themes are the pillars of the Plan, laying the framework from which objectives statements and strategic
actions were developed.

The strategic actions outlined in Section 6.0 work together as a comprehensive set of priorities for the
Lyndhurst community over the next five-year period. While the actions have been ranked by the LRC in a
proposed order of significance, the implementation of any listed action will be encouraged where opportunity
exists.

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6.0 Strategic Themes

6.1 Promoting Our Natural Beauty

The vitality of Lyndhurst is found in our natural landscape. Adjacent to Lyndhurst Lake and Lower Beverley
Lake, and bordered by the Rideau Waterway and Charleston Lake Provincial Park, Lyndhurst thrives on its
natural surroundings. Enjoyed by residents, cottagers and tourists alike, the natural landscape - our water
systems, fields, forests, and ecosystems - are considered our most precious asset. We will work to protect,
promote, and enhance our existing natural setting through environmental stewardship, water quality
monitoring, strategic investment, and thoughtful promotion of Lyndhurst as an outdoor adventure tourism
destination.

6.2 Supporting our People and Community

The strength of Lyndhurst is built from our people. The Lyndhurst community is resilient, thoughtful,
innovative, and entrepreneurial. We will foster sustainable growth in the village by improving opportunities for
business development and investment, while ensuring the required social services and physical infrastructure
are in place to meet the needs of the resident population and attract newcomers. We will instil our collective
values of openness and camaraderie through local events, continued engagement, and volunteer recognition to
support the growth of new local leaders.

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 6.3 Investing in Local History
The spirit of Lyndhurst is rooted in our historic landscape: from the celebrated architecture of the Lyndhurst
Bridge, to the hidden beauty of our historic main street, and the local stories shared by founding families. The
people and places that represent our founding heritage remain a significant pillar in our community. We will
explore options to preserve and promote our cultural landmarks through designation and property
improvements. We will build on our historic foundation to promote the village to the broader public.

6.4 Enhancing Our Connections

The growth of Lyndhurst will come from our connections. In order to facilitate an active and engaged resident
population, enhance economic development, and provide services to attract new residents we recognize the
importance of strong connections. Connections are physical, digital and social.

Physical: Connectivity both within the Lyndhurst community and linking to other regional centres through
investment in pedestrian, cycling and road infrastructure.

Digital: Communication with our strategic municipal partners at TLTI and the County, along with the business
community, to collaborate on digital infrastructure enhancement and online presence.

Social: Communication with the public and other strategic partners to showcase and enhance our village as a
wonderful place to live, do business and/or vacation in an historic natural setting.

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6.1 Promoting and Protecting Our Natural Beauty

Objective Statement
To celebrate our lakes, rivers and other natural systems through protection, investment, and activity.

Strategic Actions

1. Support the continued health of our recreational and potable water systems and natural environment.
2. Maintain and upgrade our public parks / facilities and waterfront.
3. Implement a signage program which strategically locates marketing signage to maximize exposure along
key access routes and encourages outdoor activity and tourism.
4. Identify municipally owned waterfront lands and continue to explore the creation of new waterfront public
space.
5. Facilitate economic development by promoting Lyndhurst as a destination for eco-tourism, outdoor
adventure activities, and the study of the natural sciences.
6. Work with TLTI and Provincial Ministries to ensure provision of needed facilities to support our natural
environment.
7. Work with TLTI, Cataraqui River Conservation Authority, Frontenac Arch Biosphere, and Provincial
Ministries to support the sustainable use of our natural environment through activity programming.

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6.2 Supporting Our People and Community

Objective Statement
To foster a complete community through an enhanced local network of active and engaged residents,
volunteers, entrepreneurs, businesses and community groups.

Strategic Actions

1. Undertake a community asset mapping exercise in partnership with TLTI to identify opportunities and
gaps in public space, local housing, commercial, industrial, institutional, and community building stock.
2. Support a healthy and engaged community through investment in active recreational programs and
facilities.
3. Work with TLTI to secure liability protection in order to protect our local volunteer network and encourage
participation.
4. Continue to support and implement community events.
5. Support the creation of a regional economic strategy that
facilitates the growth of small and medium business, encourages
local entrepreneurship, and leverages natural and cultural assets.
6. Work with TLTI to encourage investment in and development of
local services and amenities to meet the needs of all
demographics.
7. Maintain community events calendar and publications to support
engagement and participation.
8. Recognize local champions.

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6.3 Investing in Local History

Objective Statement
To protect and promote the history of Lyndhurst through strategic investment in the significant people,
buildings and structures of the past.

Strategic Actions

1. Facilitate property upgrades and maintenance in collaboration with TLTI through financial and policy
incentives.
2. Continue to develop and enhance the built and natural areas around the Lyndhurst Bridge and Furnace
Falls, recognizing this place as the heart of our community.
3. Investigate the policy and financial tools available to protect and promote our local main street and
encourage small business growth. Specifically investigate the
benefits of creating a heritage conservation district, a cultural
landscape, and/or a community improvement plan area.
4. Promote Lyndhurst as a provincially significant heritage
destination through involvement in provincial and national
heritage events and partnership with historical societies and
educational institutions.
5. Implement a signage program that strategically locates
marketing signage to maximize exposure and encourage
heritage based tourism opportunities.
6. Encourage community participation in our local history through
social programming and heritage property recognition.

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6.4 Enhancing Our Connections
Objective Statement
To equip the Lyndhurst community with the necessary physical, digital, and community networks to meet the
needs of the existing and future population.

Strategic Actions

1. Clarify roles and responsibilities with TLTI through a Memorandum of Understanding to improve day-
today efficiencies.
2. Support TLTI in advocating for improved digital communication infrastructure for the Lyndhurst area, in
order to enhance the climate for new business and access for existing residents.
3. Enhance the physical connections in and around the community through design of and investment in
improved pedestrian and cycling infrastructure.
4. Encourage TLTI to create a land inventory of all publicly owned
property within the community of Lyndhurst in order to identify
existing public assets and recognize gaps.
5. Define the limits of the Lyndhurst community boundary to
establish a community land area and ensure strategic goals
reflect the needs of the broader population.
6. Develop strategic partnerships with community groups,
neighbouring villages and other levels of government to build
knowledge and capacity, and identify funding to implement this
Community Strategy.
7. Collaborate with local authorities such as the Frontenac Arch
Biosphere, Rideau Heritage Route Tourism Association, the Great
Waterway Tourism Organization, and Cataraqui Region
Conservation Authority to enhance knowledge and access to our
natural assets.
8. Collaborate with TLTI and County on community initiatives.

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7.0 Moving Lyndhurst Forward
Implementation Plan
The Lyndhurst Rejuvenation Committee will continue to prepare annual action plans and budgets (The
Implementation Plan) that will support the strategic themes and actions identified in this Community Strategy.

Communication
This Community Strategy is a key communication tool for the Lyndhurst community. This document will be
made public and will be shared with TLTI and strategic partners to communicate the goals of the community.

Performance Monitoring
The Implementation Plan will be reviewed on an annual basis in partnership with TLTI to monitor the progress
made in achieving the objectives of this plan.

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8.0 Bibliography
Brown, A. (2006). The Lyndhurst Bridge [Photograph], Retrieved from
http://ontarioplaques.com/Plaques/Plaque_Leeds37.html

Lyndhurst Rejuvenation Committee. (2015). Historic Lyndhurst, Retrieved from:

http://www.lyndhurstvillage.ca/history/history.htm

Ontario Ministry for Tourism, Culture, and Sport. (2015). Ontario Heritage List. Retrieved from:
http://www.heritagetrust.on.ca/Resources-and-Learning/Online-Plaque-Guide/Plaque-
information.aspx?searchtext=267

Parks Canada. (2015). Canada’s Historic Places. Retrieved from:

http://www.historicplaces.ca/en/pages/register-repertoire.aspx

Statistics Canada (2011). 2015 mapinfo village and hamlets Canada socioeconomic information spreadsheet,
sent by the Township of Leeds and the Thousand Islands.

Township of Leeds and the Thousand Islands (n.d.). Tour Historic Lyndhurst, Ontario, pamphlet and walking
trail guide.

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Appendix A – What We Recorded and Heard
The community open house held on June 24, 2015 and one-on-one interviews with local stakeholders were
successful in providing a comprehensive set of ideas on how Lyndhurst area residents, business owners, and
elected officials connect with the village, and see it growing. The table below provides a summary of what we
heard.

We asked the question “What 3 Things Make We asked the question “What 3 Things Will Make
Lyndhurst Great Now” and this is what we heard: Lyndhurst Great in the Future” and this is what we
heard:
Natural Environment (13 comments)
 Gananoque water system Main Street Beautification (9 comments)
 Frontenac Arch  Improve existing properties through property
 Fishing standards
 Canoe launch  Streetscape improvement, reduce speed limit
 Kendricks Park (40km).
 Furnace Falls
 Camping and cottages. Encourage establishment of local services and
businesses (e.g. gas, food, bank, restaurant,
People and Community (11 comments) pharmacy) (7 comments)
 Sense of community/friendly people  Move post office back into town.
 Volunteers
 Community events (Christmas Parade, Advertising and brand Lyndhurst (5 comments)
Turkey Fair)  Advertise community events on social media
 Hard working business owners.  Brand village to attract tourists
 Develop relationship to existing surrounding
History (5 comments) amenities (e.g. Frontenac Arch).
 Record local history
 Preserve and protect Lyndhurst Bridge as a Develop more tourist/local outdoor activities (5
favourite community space (mapping comments)
exercise).  Canoeing centre and canoe crossing
 Sailing centre

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Peaceful, Small Town Atmosphere (2 comments)  Ice rink, fields, courts
 Activities for kids
 More walking trails.

Develop social groups (e.g. knitting, crafts, sewing,

book clubs, fitness clubs) (4 comments)

Promote and record local history (record history and

increase local historical events) (2 comments)

Improve infrastructure (high speed internet,

garbage pickup, water, transportation links, paved
roads, natural gas) (2 comments)

Create more community space (2 comments)

We asked people for input into the Village Vision by We asked people to identify local secrets, Hidden
completing the sentence, My Lyndhurst is….. Gems within the village that are worth celebrating
This is what we heard: and promoting, and this is what we heard:

 Clean, safe, quaint x3  Bridge, waterfront, Wings (2 comments)

 The locals and the services they need (a lot  Library (2 comments)
of seniors/young families)  Fauna in area - lady slippers, trillium, etc.
 Home!  Woods
 Full of interesting sites to see and  Water access to Lyndhurst Lake, more access
experience! needed
 Great relaxer  Water activities advertised once started
 Community spirit - but more people needed  Home hardware (2 comments)
 Need more winter sports  Green Gecko (2 comments)
 Quiet  Community spirit
 A place for families  Excellent volunteers
 Locals supporting locals  Turkey Fair
 Somewhere with all your needs close by  The secret clean up crew
 A great village that needs advertising and  Blacksmith shop - we remember Mr. Love,
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 community support for sprucing up and
attracting needed stores that locals must
support
 Camera fodder
 A centre of history, cultural life!
 Picturesque, historic community
 A safe place where people enjoy living
around and visiting - quaint shops, activities
and a place to take family/friends.
 A clean, safe, historic community… a
destination town, a place to see and come to.
also a great place to raise a family.
the blacksmith. He made so many artifacts for
my grandfather. Mr. Love added so much
colour and character to Lyndhurst, we must
remember him!
 Blacksmith shop, open a display (2
comments)
 Canoe trail (Gan-Morton) Market
 Mill ruins south of dam
 Fishing spot off the bridge
 Cottage, camping and resorts.
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Appendix B - SWOT Analysis
2010 SWOT Analysis

Strengths:
 Heritage: bridge, buildings;
 Location: close to larger centres & 401, on
waterway, Frontenac Arch Biosphere, Rideau
Heritage Route;
 Facilities & businesses available: parks &
facilities, post office, stores, library, churches,
golf course, school, legion, local food market,
fire station;
 Housing: affordable, vacant waterfront land;
 Successful long-term events; community
spirit.
Opportunities:
 Street upgrades, community building.
Weaknesses:
 Housing: unmaintained, older buildings,
absentee landlords;
 Lack of facilities & services: gas station, bank,
restaurant, grocery store, retail;
 Poor signage: to the facilities/assets we do
have;
 Lack of communication within community;
 Lack of activities for youth.
Threats:

2012 OMAFRA First Impressions SWOT Analysis

Strengths: Weaknesses:
 Community spirit / the people / friendliness;  Lack of on-line presence;
 Historic buildings, bridge, unique past;  Lack of maintenance of Main Street buildings,
 Clean waterfront;  Empty buildings;
 Library;  No community branding;
 Local Turkey Fair.  Public washrooms locked at end of may;
 No waste bins, no ‘green’ initiatives
(recycling);
 Lack of tourism ;
 Infrastructure and services.

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Opportunities:
 Utilize bridge in tourism;
 More water activities paddling, camping,
fishing;
 Ensure visitors have a place to eat;
 Expand downtown businesses.
Threats:
 Off season visitors less likely;
 No accommodation;
 Retail available nearby so need to offer unique
retail;
 Need more online presence including social
media;
 No activities for families with small kids.

2013 SWOT Analysis

Strengths: Weaknesses:
 Clean natural surroundings that provide  Small population;
activities;  Lack of Main Street hub;
 Quality of life;  Stores, community building;
 History – bridge, architecture;  Relationship with township.
 Local events;
 Traffic through Main Street;
 Community spirit.

Opportunities: Threats:
 Tourism;  Economy;
 Frontenac Arch Biosphere;  Working with the Ministry of Natural
 Website. Resources.

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