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04 21 2010 CoW AgendaPage 12 14 Proud Heritage, Exciting Future TOWNSHIP OF ORO- MEDONTE COMMITTEE OF THE WHOLE MEETING AGENDA COUNCIL CHAMBERS Wednesday, April 21, 2010 9:00 a.m. 1. NOTICE OF ADDITIONS a) Motion for Additions. 2. ADOPTION OF AGENDA a) Motion to Adopt the Agenda. 3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF: "IN ACCORDANCE WITH THE ACT" 4. DEPUTATIONS: a) 9:00 a.m. Noah Kearey Moreland, re: Suncrash Charity Music Festival. 5. CONSENT AGENDA: a) Oro Medonte History Association, minutes of meeting held on February 22, 2010. Staff Recommendation: Receive. 5 -9 b) Midland Public Library Board Meeting, minutes of meeting held on March 11, 2010. Staff Recommendation: Receive. 10 -11 c) Correspondence dated March 12, 2010, S.E. Bragg, Gaviller Company LLP, re: Audit of 2009 Financial Statements. Staff Recommendation: Receive. d) Correspondence dated March 24, 2010, Garfield Dunlop, MPP, Simcoe North, re: Work Permit Applications, Plan 626, Lakeshore Promenade. Staff Recommendation: Receive. 13 e) Correspondence received April 15, 2010, Frank Markel, President and CEO, Trillium Gift of Life Network, re: Proclamation of National Organ and Tissue Donation Awareness Week. Staff Recommendation: Receive, Proclaim and Post on Township's Website. f) Correspondence dated April 1, 2010, Susan Lang, Orillia District Chamber of Commerce, re: Port of Orillia Opening Ceremonies. Staff Recommendation: Receive. Page 1 of 202 Page 15 16 -19 20 -38 39 -45 46 -90 91 -100 101 -104 105 -111 112 -176 177 -178 179 -181 Committee of the Whole Agenda Wednesday, April 21, 2010 5. CONSENT AGENDA: g) Correspondence dated March 30, 2010, Mark Downing, Vice President, Fern Resort, re: Windrift Kennels. Staff Recommendation: Receive. 6. COMMUNICATIONS: a) Correspondence received April 12, 2010, Jason Verma, Technical Director, MultiSport Canada, re: 1st Annual Simcoe Shores Relay. b) Correspondence dated April 15, 2010, Jessica Klug, Severn Sound Environmental Association, re: Severn Sound Sustainability Plan. 7. REPORTS OF MEMBERS OF COUNCIL: None. 8. ADMINISTRATION, FINANCE AND CORPORATE SERVICES: a) 9:10 a.m. S /Sgt. A.J. (Andy) Mayo, Detachment Commander, Barrie Detachment, Ontario Provincial Police, re: Statistics. b) Report No. CS 2010 -06, Doug Irwin, Director of Corporate Services /Clerk, re: Meeting Structure and Procedural By -law Recommendations. c) Report No. CS 2010 -07, Doug Irwin, Director of Corporate Services /Clerk, re: Windrift Kennel Request for Exemption to By -law No. 2008 -030 "Animal Control d) Doug Irwin, Director of Corporate Services /Clerk, re: Draft By -law 2010 -075, Being a By -law to Regulate Signs and other Advertising Devices And to Repeal By -law No. 2005 -118. e) Doug Irwin, Director of Corporate Services /Clerk, re: Draft By -law 2010 -076, Being a By -law to provide for maintaining of land in a clean and clear condition and to Repeal By -law No. 2005 -126. f) Citizen of the Year Advisory Group, minutes of meeting held on April 12, 2010. g) Robin Dunn, Chief Administrative Officer, re: Georgian Valley Project Update. h) Report No. FI2010 -08, Paul Gravelle, Director of Finance/Treasurer /Deputy CAO, re: Statement of Accounts March 31, 2010. 9. TRANSPORTATION AND ENVIRONMENTAL SERVICES: a) Report No. TES2010 -05, Jerry Ball, Director of Transportation and Emergency Services, re: Three (3) Year Snow Removal Tender Contract No. PW2009- 05. b) Jerry Ball, Director of Transportation and Environmental Services, re: Tender Results for Vehicle Quotations (Fire and Emergency Services) [Withdrawn]. Page 2 of 202 Page 182 -197 198 -202 Committee of the Whole Agenda Wednesday, April 21, 2010 10. DEVELOPMENT SERVICES: None. 11. EMERGENCY SERVICES: a) Report No. FD2010 -01, Richard Playfair, Director of Fire and Emergency Services, re: Aerial Ladder #3 Update. 12. RECREATION AND COMMUNITY SERVICES: a) Report No. RC2010 -08, Shawn Binns, Director of Recreation and Community Services, re: H.A.A.C.A Volunteer Days, Soap Box Derby Request for Exemption By -Law 2006 -38. 13. IN- CAMERA: a) Motion to Go In- Camera b) Motion to Rise and Report c) Jerry Ball, Director of Transportation and Environmental Services, re: Personnel Matter (Transportation and Environmental Services). d) Robin Dunn, Chief Administrative Officer, re: Personnel Matter (Staffing Update). e) Robin Dunn, Chief Administrative Officer, re: Legal Matter (NVCA Levy 2010). f) Mayor H.S. Hughes, re: Property Matter (Pine Ridge). [Addenda] 14. QUESTIONS FROM THE PUBLIC CLARIFYING AN AGENDA ITEM 15. ANNOUNCEMENTS 16. ADJOURNMENT a) Motion to Adjourn. Page 3 of 202 5a) Oro Medonte History Association, minutes of meeting held on February 22. 2010 Oro Medonte History Association Minutes Attendance: Allan Howard, Chair; Geoffrey Booth, Vice chair; Sheila Kirkland, secretary; Bruce Wiggins Absent: Jadeen Henderson Invited: Justin Hodgkinson, Community Recreation Coordinator Minutes of January 18 meeting were moved by Bruce and seconded by Geoff that they are accepted as circulated. Passed. Old Business 1. Rail Trail is ongoing 2. Allan and Jadeen spoke to Edgar W.I. about "Raise the Spirit" and did an antique appraisal. 3. Heritage Day: Will be held this year to try and increase attendance: includes an antique car rally, antique tractor rally, music (blue grass), marketing, horse show, and tractor pull. Date is August 7. Press release from CAO's office Justin has a contact with the "Leader" newspaper Georgian Bay Steam Show —an antique tractor and our banner to increase awareness of the date. 4. Terms of Reference: reviewed and will remain the same 5. Carley Hall —defer to April when we can go through again with someone who has knowledge of the building— suggested we contact Everett Johnston (Bruce). Recent renovations should be documented at the Administration office and Justin will look into it on our behalf. Correspondence 1. Email enquiry regarding pictures of Council 1956 -1964. Some of these used to be in the main lobby and not sure where they were moved to after the renovations? New Business 1. Justin will look into grants available for funding for events like the upcoming celebration of the War of 1812, etc. 2. We are asking for funding for a student to do filing and cataloguing of our files. 3. Heritage Building Registry is also mandated to the Township under the Ontario Heritage Act and we have no ability to fund the research for this. 4. Elections: Geoffrey Booth moves to position of Chair of the OMHA Bruce Wiggins nominated for Vice -chair by Sheila and seconded by Allan. Bruce accepted the nomination. PASSED Sheila will remain, as secretary was a group consensus. Next meeting is at the Northway Restaurant on March 22, 2010 at 6pm. Adjourned at 7:20pm Page 4 of 202 5b) Midland Public Library Board Meeting, minutes of meeting hel... MIDLAND PUBLIC LIBRARY BOARD MEETING Page 1 of 5 DATE: March 11, 2010 LOCATION: Midland Public Library Boardroom PRESENT: A. Campbell, V. Barycky, G.A. Walker, J. Swick, V. Nihill, R. Hackney, P. File REGRETS: B. Desroches, C. Moore, J. LeFebvre GUEST: STAFF: G. Griffith, Recording Secretary, B. Molesworth, CEO ITEM 1. Call to Order ISSUE ACTION After a tour of the new addition, G.A. Walker called the meeting to order at 7:12 p.m. 2. Approval of the agenda Moved by: V. Barycky Seconded by: J. Swick That the Agenda be approved, as circulated. 3. Approval of the minutes of the previous meeting 4. Business arising from the minutes APR 21110 CR{ 1 G(�lV7-E: Moved by: V. Nihill Seconded by: R. Hackney That the minutes of the Board meeting held on February 11, 2010 be approved. 4.1 Laurin /Green B. Molesworth informed the Board that Mr. Green has hired a lawyer and we are in receipt of a notice of claim for property damage. The insurance adjustor that inspected Mr. Laurin's roof says Mr. Laurin does not have a claim and, even if he did, the amount owing would be on the depreciated value of the roof. Town CAO, T. Walker and Clerk, A. Fay have instructed B. Molesworth to collect all data and correspondence to give to the contractor. They have insurance to cover such costs. Page 5 of 202 CARRIED CARRIED 5b) Midland Public Library Board Meeting, minutes of meeting hel... MIDLAND PUBLIC LIBRARY BOARD MEETING DATE: March 11, 2010 LOCATION: Midland Public Library Boardroom ITEM ISSUE 4. Business arising from the minutes continued 4.2 Springwater Library re: Non Resident Fees B. Molesworth attended a meeting hosted at the Springwater Public Library to discuss non resident fees, particularly related to Oro Medonte. It was an interesting meeting which was attended by Librarians from Simcoe County, including Orillia and Barrie. A variety of methods are used to levy fees, flat rate per person, flat rate per using household and an overall lump sum flat rate for the year. It was agreed that, for this reason, the group would not be able to work in unison. Over the summer B. Molesworth will be preparing for a submission to the Township of Tiny as the per household fee will be going up from the current $110.00 He will be contacting Springwater and Penetanguishene Public Libraries as they are involved in the joint contract with Tiny. P. File suggested that there should be a small annual increase instead of waiting until a substantial increase is needed. B. Molesworth will keep the Board informed. 5. Approval of the accounts Moved by: A. Campbell Seconded by: J. Swick That the accounts for the Month of February 2010 totalling $479,197.80 be approved. 6. Reports of Board Committees 6.1 Finance Committee A. Campbell distributed the Library's financial statement for the two months ending February 28, 2010. There being no questions, the report was adopted. Page 6 of 202 Page 2 of 5 ACTION CARRIED 5b) Midland Public Library Board Meeting, minutes of meeting hel... MIDLAND PUBLIC LIBRARY BOARD MEETING DATE: March 11, 2010 LOCATION: Midland Public Library Boardroom ITEM ISSUE 6. Reports of Board Committees continued 6.2 Fundraising Committee Community Campaign Launch B. Molesworth stated that the Community fundraising campaign was launched on Saturday, February 20. It went well, but was poorly attended. An information table has been set up at the Mall staffed by volunteers. A direct mail campaign is being planned. We have used this method in the past with some success. This would be a more dramatic appeal for the building with the possibility of a follow -up phone call. There are some mixed feelings about the phone call. G.A. Walker commented that, even though everyone is used to getting these calls, she doesn't think we should go this route. Committee member, M. Thor, is re- approaching the Banks. TD has contributed, so the other Banks may follow their lead. B. Molesworth and J. Swick will be going to Elcan and Franke Kindred to seek support. Huronia Communities Foundation has also been approached but, with the economy being what it is, they are unable to take on any new commitments. A question was asked as to how much longer our Fundraiser, F. Kemp would be working with us. There were suggestions that ranged from, her time with us being brought to an end, to her hours being cut in half. B. Molesworth explained that we need her to see the direct mail campaign through as Library Staff do not have the time to take this on. It was asked if the Fundraising Committee could take this on. J. Swick, a member of the Committee, stated that the Committee would fold without the leadership of F. Kemp. It was agreed that B. Molesworth will tell F. Kemp about the Board's discussion. Page 7 of 202 Page 3 of 5 ACTION 5b) Midland Public Library Board Meeting, minutes of meeting hel... MIDLAND PUBLIC LIBRARY BOARD MEETING DATE: March 11, 2010 LOCATION: Midland Public Library Boardroom ITEM ISSUE 6. Reports of Board Committees continued 6.3 Building Committee B. Molesworth stated that progress continues on schedule. We will re -open on Monday, March 22 and operate out of the expansion while work continues on the old building. There will be another closure toward the end of May for two or three weeks. P. File asked if it would be possible to have part of the building open during that time. B. Molesworth responded that it would not as we will be processing the entire collection for the security system. 6.4 Report from the Friends of the Midland Public Library Seeking Volunteers B. Molesworth stated that one of the Friends, R. Yeatman, has recruited volunteers that are staffing a table at the Mountainview Mall in an effort to raise awareness and do a bit of fundraising for the Library. The hope is that some of these volunteers will help staff a Friends Store on the lower level of the Library. 7. New business No new business. 8. Information 8.1 Chief Librarian's Report B. Molesworth officially informed the Board of A. Aneroussos resignation from his position as our IT Technician. We have hired Andrew Hamelin to replace him and he will start on Monday. Bill Gordon, from the Town of Midland Police Department, and Mike Proulx from MTN Communications, have been very helpful during our time without IT staff. B. Molesworth went on to say that all of the Staff have been working very hard during the closure for the move. V. Barycky suggested that the Board commend all the Staff for their hard work and extra effort. The Board agreed. ACTION Page 8 of 202 Page 4 of 5 ITEM ISSUE 8. Information continued 9. Adjournment 5b) Midland Public Library Board Meeting, minutes of meeting hel... MIDLAND PUBLIC LIBRARY BOARD MEETING DATE: March 11, 2010 LOCATION: Midland Public Library Boardroom 8.2 Correspondence His Worship, Mayor Downer CAO Ted Walker B. Molesworth distributed copies of a fetter received from His Worship, Mayor Downer. The letter is a response to the letter the Board sent to Mayor and Council raising concerns about the 2010 budget restrictions. B. Molesworth stated that it is a good letter which answers the Board's questions and lays out Council's position. A draft reply letter was handed out for the Board's perusal. The Board agreed that it was appropriate. P. File stated that Council is open to reconsidering the Board's request for staffing once the facility is open. They felt that the request was a bit speculative. A letter from Town of Midland CAO, T. Walker was also distributed. The letter outlines the way the 2011 budget process will work for Boards and Committees. Instead of Boards meeting with Council during the budget process, it is recommended that they "do an annual reporting at a regularly scheduled Council meeting of their choice, once their audited financial statements are available." B. Molesworth suggested that it is up to the Board to decide how they want to present their position to Council. Moved by: R. Hackney That the meeting be adjourned at 7:58 p.m. Chairman of the Board Chief Librarian Page 9 of 202 Page 5 of 5 ACTION Gaviller Company lip -CHARTERED ACCOUNTANTS- Telephone Fax Email Attention: Council Members Dear Sirs: <K) Township of Oro Medonte Administration Centre 148 Line 7 S., Box 100 Oro, Ontario LOL 2X0 We have been engaged to audit the financial statements of Township of Oro Medonte (the "Municipality for the year ended December 31, 2009. Canadian generally accepted auditing standards (GAAS) require that we communicate at least annually with you regarding all relationships between the Municipality and us that, in our professional judgement, may reasonably be thought to bear on our independence. In determining which relationships to report, these standards require us to consider relevant rules and related interpretations prescribed by the appropriate provincial institute /ordre and applicable legislation, covering such matters as: (a) holding a financial interest, either directly or indirectly, in a client; (b) holding a position, either directly or indirectly, that gives the right or responsibility to exert significant influence over the financial or accounting policies of a client; personal or business relationships of immediate family, close relatives, partners, either directly or indirectly, with a client; (d) economic dependence on a client; and (e) provision of services in addition to the audit engagement. We have prepared the following comments to facilitate our discussions with you regarding independence matters arising since October 23, 2008, the date of our last letter. We are not aware of any relationships between the Municipality and us that, in our professional judgement, may reasonably be thought to bear on our independence, that have occurred from January 1, 2009 to March 12, 2010. The total fees charged to the Municipality for audit services were $19,550 and for non -audit services were $5,625 during the period from January 1, 2009 to December 31, 2009. GAAS requires that we confirm our independence to the council members in the context of the Rules of Professional Conduct of the Institute of Chartered Accountants of Ontario. Accordingly, we hereby confirm that we are independent with respect to the Municipality within the meaning of the Rules of Professional Conduct of the Institute of Chartered Accountants of Ontario as of March 12, 2010. Owen Sound "W. e Collingwood W alkerton W Meaford (c) 5c) Correspondence dated March 12, 2010, S.E. Bragg, Gaviller &a... (705) 445-2020 (705) 444-5833 sbragg@gavi ller.ca 115 Hurontario Street 3rd Floor, P.O. Box 130 Collingwood,ON L9Y 3Z4 March 12, 2010 Please Mark Your Reply For The Attention Of S.E. Bragg, B.B.A., CA RECEIVED MAR 1 9 2010 o m WHSHiP rE 1. Page 10 of 202 <K) This report is intended solely for the use of the council members, management, and others within the Municipality and should not be used for any other purposes. We look forward to discussing with you the matters addressed in this letter as well as other matters that may be of interest to you, We will be prepared to answer any questions you may have regarding our independence as well as other matters. SEB /bc 5c) Correspondence dated March 12, 2010, S.E. Bragg, Gaviller &a... Yours very truly, GAVILLER COMPANY LLP Per: .69. Page 11 of 202 2. 5d) Correspondence dated March 24, 2010, Garfield Dunlop, MPP, S... March 24, 2010 Mayor Hughes Township of Oro Medonte 148 Line 7 S., Box 100 Oro ON LOL 2X0 Dear Mayor Hughes: Once again, thank you for writing. Ontario LEGISLATIVE ASSEMBLY GARFIELD DUNLOP, M.P.P. Simcoe North BEE t: APR 01 2010 ORO-. MEDONTE TOWN5- i-;IP Thank you for letter regarding the problems the Township is facing on the Work Permit Application that will ultimately benefit Lake Simcoe. Please accept my apologies for the delay in responding. I appreciate you keeping me informed on the issues of concern to the members of your Council and the residents of Oro Medonte. Please continue to keep me up -to -date in the future. Constituency Offices: 14 Coldwater Road West P.O. Box 2320 Orillia, Ontario L3V 6S2 Tel. (705) 326 -3246 1-800-304-7341 Fax (705) 326 -9579 482 Elizabeth Street Midland, Ontario L4R 1Z8 Tel. (705) 526 -8671 Fax (705) 526 -8600 MAILING ADDRESS: Garfield Dunlop, M.P.P 4th Floor, Legislative Building Toronto ON M7A 1A8 Tel. (416) 325 -3855- Fax (416) 325 -9035 E- mail: garfteld.dunlop @pc.ola.org Website: www.garfielddunlopmpp.com Page 12 of 202 Gift of Life Don de vie April 2010 Dear Robin, 5e) Correspondence received April 15, 2010, Frank Markel, Presid... Trillium Gift of Life Network 522 University Ave., Suite 900 Toronto, ON M5G 1W7 Tel: 416 363 -4001 Fax: 416 363 -4002 www.giftoflffe.on.ca Robin Dunn CAO Township of Oro Medonte 148 Line 7 South, Box 100 Oro, ON LOL 2X0 There are currently 1,600 people on the waiting list for life saving organ and tissue transplants in Ontario. Unfortunately, with only 17% of Ontarians with health cards registered as donors, many will not receive their transplants in time. The good news is that with every Ontarian who registers consent to become an organ and tissue donor, we are increasing the chance of saving a life. We need your help to make that difference. April 18 25, 2010 is National Organ and Tissue Donation Awareness Week. Your support is vital to mobilizing your community to help save lives. This package contains the Gift of Life flag and copy of a public proclamation. You can help make the public more aware of the need to register donation consent and show your support in one of the following ways: Fly the Gift of Life flag during National Organ and Tissue Donation Awareness Week Issue a public proclamation Post the proclamation and a message of support on your website Let us send you a digital button that you can post on your website that will lead people to the Gift of Life consent registration form httn /tinvurl.com/ontaiftoflife) Host a registration drive Please contact us at 416 927 or at awarenessweek(0aiftoflife.on,ca and let us know how you can help. Thank you in advance for your support. Yours truly, Frank Markel, PhD President and Chief Executive Officer Trillium Gift of Life Network Ontario Page 13 of 202 7NIIlum Gift of life Network Roseau Trillium pour le don de vie ORILLIA DISTRICT CHAMBER OF COMMERCE 150 Front Street South, Internet: www.orillia.com Orillia, Ontario L3V 4S7 Email: orilinfo@orillia.com 1 April 2010 5f) Correspondence dated April 1, 2010, Susan Lang, Orillia Dist... Mayor Harry Hughes and Council Oro Medonte Township Box 100 Oro, Ontario LOL 2X0 Dear Mayor Hug 1 es and Council: RE: PORT OF ORILLIA OPENING CEREMONIES Light refreshments will be served aboard the Island Princess. Sincerely, Susan Lang Managing Director Harbour Master, Port of Orillia REC PIED APR 0 8 2010 ORO IVIED:7NYE TOWNSHIP The Orillia District Chamber of Commerce invites you to attend the 2010 Opening Ceremonies of the Port of Orillia on Thursday, May 13th from 5:00 p.m. to 7:00 p.m. Tel: 705 326 -4424 Fax: 705-327-7841 Page 14 of 202 Mayor Council Township of Oro Medonte 148 Line 7 North Oro, ON LOL 2X0 Dear Mayor Council: 5g) Correspondence dated March 30, 2010, Mark Downing, Vice Pres... Wit s and sincerity, Mark owning Vice President Fern Resort Forth Generation Owner FERN ESTABLISHED Tuesday, March 30, 2010 Yom VEU APR 0 6 2010 R 0 -A4E0 NT r nw,SHip It is my understanding that the Township of Oro Medonte is reviewing a bylaw that limits the number of dogs a kennel is able to have. Fern Resort solicits the service of dog sledding from Windrift Kennels, a kennel that is within the borders of Oro Medonte. I submit the following for your consideration as you review this bylaw. As a year round resort, winter is a very important season to our business. Our winter weekend package focuses on offering as many winter experiences for our guests to enjoy. Few activities can emote as much passion and excitement as the dog sledding activity. Fern Resort has relied on dog sledding to help attract guests to winter fun for over 15 years. In those years we have partnered with three different dog sledding providers. Windrift Kennels is by far the most professional and reliable. People from Toronto and other large cities do not fully understand the sport. Windrift Kennels and, in turn, Fern Resort come under strong scrutiny with this activity as no one wants to see an animal mistreated. Windrift Kennels' love for their dogs and infectious passion for the sport, wins over the guests every time. It is a true pleasure working with Windrift Kennels and being able to offer this service at our resort. This has not always been the case with other kennels! In past years and with previous suppliers of dog sledding, we have heard comments such as "the dogs looked tired and over worked" and, "the dogs look skinny and underfed With one day of the weekend available to provide this service to 300 Fern Resort guests, you can imagine the number of dogs that would be required to handle this volume! Our history with Windrift Kennels is that it is a professionally run business that knows what it takes to ensure that a positive and entertaining experience surrounds this magical winter sport. As a former president of Ontario's Lake Country, I know that Oro Medonte is committed to tourism and the positive impact it has on economic development for the region. You have a quality tourism product for the winter season in your municipality that supports many businesses. A positive experience is closely tied to the number of dogs available to provide the service. In past years the challenge has been to find companies that have enough animals for the demand. I trust this is considered when evaluating the pros and cons of the different arguments. 4432 FERN RESORT RD., R.R. 5, ORILLIA, ONTARIO, CANADA L3V 6115 (705) 325 -2256 1- 800 -567 -3376 FAX: (705) 327 -5647 getaway @fernresort.com www.fernresort.com Corporate Enquiries: sales @fernresort.com www.fernresort corporate.com Page 15 of 202 Dear Shawn, 6a) Correspondence received April 12, 2010, Jason Verma, Te... Mu/tiSport Canada it Ru Canada O' 3lronwood Trail, K.R. #9, Coldwater LOK1E0 N Stk.& ULTRA DISTANCE RELAY Shawn Binns Director, Recreation and Community Services Oro Medonte Morning and Early Afternoon of August 21 Oro Rail Trail (from Line 1 to Line 5) Line 5 (from Oro -Rail Trail to Bass Lake Sideroad) Bass Lake Sideroad (from Line 5 to Line 8) Line 8 (from Bass Lake SR to Bass Lake SR) Bass Lake SR (from Line 8 to Line 13) Line 13 (from Bass Lake SR to 15/16 SR) 15/16 SR (from Line 13 to Line 11) Line 11 (from 15/16 SR to Oro Rail Trail) Oro Rail Trail (from Line 11 to Township Limits near Orillia) Line 15 (from Oro -Rail Trail to Bass Lake SR) Bass Lake SR (from Line 15 to Atlantis Dr) RECEIVED APR 1 2 2010 ORO MEDONTE TOWNSHIP This letter is to serve as our formal request for permission from the Township of Oro Medonte to help host our 1st Annual Simcoe Shores Relay! The event is to be held on August 21 22 2010. The event is a 240 km, 24 hour Running Relay beginning in Barrie and ending at The Blue Mountains. Modeled after an event we created for a Charity in Southern Ontario and a number of highly successful events of this format across North America, teams of between 5 to 8 runners will complete a route that starts in Barrie and follows rural roads and rail trails through Oro Medonte, Orillia, Severn, Tay, Midland, Penetanguishene, Tiny, Springwater, Wasaga Beach, Clearview, Municipality of Grey Highlands, Town of Blue Mountains and County of Grey ending at picturesque Craigleith Ski Club. As with all of our events, all major intersections on the event routes are controlled by the local police and warning signage will be placed at significant roads adjacent to the event route as well as on the course itself. We also formally request usage (with NO CLOSURES) of the following roads and trails from The Township of Oro Medonte: Page 16 of 202 6a) Correspondence received April 12, 2010, Jason Verma, Te... Mu /tiSport Canada A Ra U. No OM.r• 3Ironwood Trail, R.R. #4, Coldwater LOK 1E0 We would gladly be available for any conversations with you, or any of your staff, regarding any and all details of our event, including our safety policies and proven safety record of hosting over 130 outdoor endurance events over the last 9 years. The event will carry an insurance policy of $5 Million in third Party Liability and the Township of Oro Medonte will be named as co- insured. When your staff is satisfied with the details of the event, we request a letter, or email, of support for the event by June 1 2010 so that we can forward this information to our provincial governing body, for sanctioning and insurance purposes. Thanks in advance for all of your support, and we look forward to a safe and successful run in 2010! Regards, Jason Vurma Technical Director MultiSport Canada Ph: 705 719 4394 Cell: 705 730 -8795 Page 17 of 202 6a) Correspondence received April 12, 2010, Jason Verma, Te... MultiSport Canada Simcoe Shores Re ay STAGE ONE 628km Page 1 of 1 file: /C:\ Users \brisette\ADDData \Local \Microsoft\Windows \Temnnrary Internet Fi1ec\C cn 1 /ndfn1n Page 18 of 202 6a) Correspondence received April 12, 2010, Jason Verma, Te... MultiSport Canada 4t Simcoe Shores Re ay STAGE TWO 64,6km ..j ND Leg Twelve 9.2km Leg Eleven ._o HEj1E 12.5km Leg Ten 9km COLD STAGE TWO FINISH OPP General Headquarters Page 1 of 1 file: /C' \1Tcerc \hrisette \Annilata \T nral \Mirrncnft \Wineinwc \Temnnrary TntPrnPt Fi1ec rnn 1')!nd/ln1 n Page 19 of 202 Brissette, Marie To: Subject: April 15, 2010 Hello there, Yours truly, Jessica Klug Sustainability Plan Intern Severn Sound Environmental Association 67 Fourth Street Midland, ON L4R 3S9 705 526 -1371 (ext. 16) www.severnsound.ca iklua @town.midland.on.ca 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Irwin, Doug RE: Sustainability event follow -up From: Jessica Klug mailto :jklug @town.midland.on.caj Sent: April 15, 2010 1:41 PM Subject: Sustainability event follow -up Severn Sound Environmental Association 67 Fourth Street Midland, Ontario L4R 3S9 Tel: 705- 527 -5166 Fax: 705 -527 -5167 Web -site: www.severnsound.ca Thank you to everyone that was able to come out to the Severn Sound Sustainability Plan event that took place on March 11th, 2010 m Midland, Ontario. We were happy to provide a progress update on the Sustainability Plan and get further discussion going about sustainable actions in the Severn Sound watershed. Many of you indicated that you would like to see the results of the meeting, so please find attached: 1) the presentation slides and speaker notes, and 2) minutes from the meeting. For more information about the Severn Sound Sustainability Plan, please see: httn: /www.severnsound.ca/SSEA Sus Dlan.htm p Please consider the environment and print only if required. 1 Page 20 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... �.v SEVERN SOUND SUSTAINABILITY PLAN Sustainability Advisory Team March 11th, 2010 Page 21 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Agenda 6:30pm: Mix Mingle 7:OOpm: Progress Update 7:30pm: Activity 8:15pm: Share results 9:OOpm Adjourn Thank you all for being here for another session of the Sustainability Advisory Team evening. The last time the Sustainability Advisory Team was all together was when the Plan was finalized in December 2008. Work has been ongoing since that time, so this evening, we will provide you with a progress update on the Severn Sound Sustainability Plan and its implementation. We'd also like to hear about the projects and actions that you may be currently involved in that relate to the Sustainability Plan and develop a list of projects and actions that are most important for the watershed communities. Page 22 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Steering Committee Doug Beach Councillor, Township of Severn Peggy Breckenridge County of Simcoe Mara Burton Director of Planning, Township of Tay Wes Crown Director of Planning, Town of Midland Peter Dance Director of Public Works, City of Orillia Winanne Grant CAO, Township of Springwater Andria Leigh Director of Development Services, Township of Oro Medonte Doug Luker CAO, Township of Tiny Debra Muenz General Manager, North Simcoe CFDC Eleanor Rath CAO, Town of Penetanguishene Keith Sherman Executive Director, SSEA Greg Sutcliffe Councillor, Township of Georgian Bay vtul is i ucen i,urnnrunny ecunUrnrG ueVelU ff en( l,00ruIn iwr, unllla (,ul, Marina Whelan Program Manager, Simcoe- Muskoka District Health Unit The Sustainability Plan is currently resting with an Interim Sustainability Plan Steering Committee, which will be discussed a bit more as we move through the presentation. This is the list of the members on the Steering Committee, many of which are here this evening. Page 23 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Severn Sound Watershed For those of you who weren't involved in the development or aren't aware of the Severn Sound Sustainability Plan or perhaps just need a refresher about the Plan, I'll provide a very brief overview. The Severn Sound is a 1,000 square kilometre watershed located in south eastern Georgian Bay. Nine municipalities, including the County of Simcoe and the District of Muskoka are located in the watershed. Approximately 110,000 people live here permanently and this number nearly doubles in the summer with the arrival of part-time and seasonal residents. The watershed is under pressure from growth according to the Province of Ontario's Places to Grow legislation, it is expected to house an additional 42,000 people by the year 2031. This growth may lead to a significant impact on the quality of life, the ecological balance, and the economic prosperity of the area if not carefully managed. Page 24 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... The Sustainability Plan builds on the successes of: Remedial Action Plan (1987 -2003) Picture This! Simcoe North: 2000 2050 A Bit of History In 1985, the International Joint Commission designated the Severn Sound watershed an Area of Concern due to its deteriorating water quality. At this time, a Federal- Provincial Remedial Action Plan was developed to ensure the rehabilitation and restoration of the watershed. The Remedial Action Plan (RAP) was supported by the nine municipalities in the region and in 1997, this partnership led to the creation of the Severn Sound Environmental Association to oversee the implementation of the RAP. The partnership has been a successful venture and in 2003, the Severn Sound watershed was removed from the list of Areas of Concern. In 2000, the North Simcoe Community Futures Development Corporation (NSCFDC) undertook extensive consultations to develop "Picture This! Our Plan for a Healthy Community." Picture This! helped to identify key issues in the community and resulted in the creation of a comprehensive community strategic plan. Page 25 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Creation of the Sustainability Plan Plan initiated in January 2008 Steering Committee Sustainability Advisory Team (SAT) Citizens Panel (402 participants) eat The Severn Sound Sustainability Plan was finalized in December 2008. Severn Sound Sustainability Plan April 2009 wi u To build on the work of the Picture This! report and to continue the ongoing work of the Remedial Action Plan, the Severn Sound Environmental Association (SSEA) secured funding in 2007 from the nine watershed municipalities and the Federation of Canadian Municipalities (FCM) to develop a community -based Sustainability Plan. Throughout 2008, the Severn Sound Sustainability Plan was developed by the community with the help of a Steering Committee, the Sustainability Advisory Team (a group of approximately 50 members; many of you were likely a part of that process), and a Citizens Panel (which gathered feedback from over 400 local residents). Page 26 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Vision By 2050, the Severn Sound watershed will contain a network of communities that have achieved a sustainable quality of life for all citizens by developing a common culture of environmental, economic and social balance. One of the major components of the Sustainability Plan is the Vision, which states: By 2050, the Severn Sound watershed will contain a network of communities that have achieved a sustainable quality of life for all citizens by developing a common culture of environmental, economic and social balance. Page 27 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Three Pillars Community Well -being Economic Prosperity Environmental Integrity and Protection The Sustainability Plan is organized around 3 "pillars of sustainability Environmental Integrity and Protection Community Well -being Economic Prosperity Page 28 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Environmental Integrity Protection Natural Heritage Biodiversity Resource Consumption Infrastructure Urban Development Environmental Education Community Well -Being Wellness Housing Active Living Arts Culture Social Networks Economic Prosperity Business Retention and Employment Communications Tourism Vibrant Downtowns Agriculture For each pillar, there are 5 goals. In the Environmental pillar, the goals relate to: natural heritage, biodiversity, resource consumption, infrastructure urban development, and environmental education. In the Community pillar, the goals relate to wellness, housing, active living, arts culture, and social networks. In the Economic pillar, the goals relate to Business retention employment, communications, tourism, vibrant downtowns, and agriculture. For each of these 15 themes, there are also multiple strategic directions (there are 84 in total), and under each strategic direction, there are various recommended actions. Page 29 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Progress Update April 2009: All 9 municipalities endorsed the Sustainability Plan Interim Sustainability Plan Steering Committee created with 1 Year mandate to develop implementation strategy Steering Committee accomplishments: Organizational model Grant application submitted March 1, 2010 Now that you have a bit of information about the work that was done with the assistance of the Sustainability Advisory Team up until December 2008, I'll provide a bit of a progress update on what's occurred since then. By April 2009, all of the nine partner municipalities had endorsed the Plan which represented a commitment to move it into the implementation stage. The Interim Sustainability Plan Steering Committee was created and given a 1 year mandate to develop a strategy for the Sustainability Plan's implementation. The Committee has met monthly and has already developed an organizational structure that they believe will work best for the Sustainability Plan's implementation. The Committee also submitted an application to the Ontario Trillium Foundation on March 1st for a grant to fund the Plan's organizational structure. Page 30 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Proposed Structure Sustainability Steering Committee Sustainability Coordinator Administrator (P /T) 1 Working Groups Municipalities If we are successful in getting funding from the Ontario Trillium Foundation, it will be used to fund the organizational structure. After reviewing various models to organize the implementation, this model was selected. A new steering committee would be created to guide the process, with the help of two new staff positions. Working Groups would be established to deal with specific strategic directions (Le. housing). Working Groups would include representatives of organizations, businesses, and organizations, as well as members of of the public. Working groups would discuss projects and actions they want to see happen or enhanced. This new structure will provide increased collaboration and coordination of all of the sustainability efforts that are currently underway across the watershed. It will also help improve monitoring and reporting, and assist in the development of a common sustainability culture across the communities in the Severn Sound area. Page 31 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Questions Comments Feedback While we wait to hear back about potential funding, the Committee still wants to move forward with the work outlined in the Plan and this is why we have invited you here this evening. Page 32 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Discussion 1. What are current projects or initiatives that are relevant to the Sustainability Plan? 2. What are the priority strategic directions? Short -term (within the next 2 years) Medium -term (3 -5 years) Long -term (6+ years) 3 What specific artinnc mini ilri vni recommend? We had everyone break into three groups so that each group could tackle one pillar at a time. The groups switched pillars every 20 minutes, so that everyone had a chance to discuss each pillar. Page 33 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... THANK YOU! www.severnsound.ca /sustainability.htm We have display copies of the Sustainability Plan around the room, but you are welcome to download a copy of the Plan online at the website shown on the screen. Please also take a moment to vote on a name for the program. Currently, the Severn Sound Sustainability Plan name identifies that the watershed communities have a Plan to move towards a sustainable future. We want to move the Plan beyond its pages and into implementation as a Program. Page 34 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... Severn Sound Sustainability Plan Sustainability Advisory Team March 11 2010, 6:30pm 9:OOpm (NSSRC) Attendance Sandy Agnew Township of Oro Medonte, Zero Waste Simcoe Terry Allison Township of Oro Medonte Julie Barker SHARE, Zero Waste Simcoe Brenda Black, CAO Township of Georgian Bay Nick Colucci, Director of Public Works Township of Tay Robert Coulas St Theresa's High School Terry Crawford Stewardship Council Harry Hughes, Mayor Township of Oro Medonte Susan MacDonald Community Link Bryan MacKell County of Simcoe Eric McIntyre Eastern Georgian Bay Stewardship Council John Nahuis, Elmvale dairy farmer Melissa Phillips, Environmental Services County of Simcoe Alison Thomas, Clerk Township of Tay Summer Valentine, Planner District of Muskoka Jim Walden, Mayor Township of Georgian Bay John William Simcoe County Farm Fresh Association Steering Committee Doug Beach Wes Crown Peter Dance Debra Muenz Keith Sherman Greg Sutcliffe Marina Whelan Winanne Grant Jessica Klug members: Township of Severn Town of Midland City of Orillia North Simcoe Community Futures Development Corporation Severn Sound Environmental Association Township of Georgian Bay (ISPSC Chair) Simcoe Muskoka District Health Unit Township of Springwater Sustainability Plan Intern 1.0 WELCOME AND INTRODUCTIONS The meeting opened at 7 :OOpm. 2.0 OVERVIEW OF THE SUSTAINABILITY AND PROGRESS UPDATE Greg Sutcliffe provided a presentation (attached as Appendix A). 3.0 ACTIVITY We broke into 3 groups, one for each pillar, to discuss and provide feedback on each pillar's strategic directions. We rotated groups every 20 -25 minutes so everyone had an opportunity to provide feedback on each of the 3 pillars. The results of these discussions are included in Appendix B. 4.0 ADJOURN The participants agreed that a future meeting date should be scheduled shortly and that discussions on the Sustainability Plan need to continue. The meeting was adjourned at 8:55pm. Sustainability Advisory Team March 11, 2010 1 Page 35 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... APPENDIX A PPT Presentation slides and speaker notes (see PDF attachment) Sustainability Advisory Team March 11, 2010 2 Page 36 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... APPENDIX B ENVIRONMENTAL PILLAR The group discussed some of the major trends that relate to the environmental pillar, including: Places to Grow legislation, the decreasing youth population, landowner incentives, biosphere reserve Priorities Identified: If there was consensus for higher priority items it would have been around: o ENS1 -ENS7, ENS13, ENS16- ENS18, ENS24, ENS.25, EN.S.28, and EN.S.30 Other priorities included: o EN.S.9, EN.S.10, EN.S.15, EN.S.22, EN.S.31, EN.S.11, EN.S.19 COMMUNITY PILLAR The exercise, in all three instances, evolved somewhat to being a discussion of what the role of the proposed Coordinator should be and the difficulty the Coordinator will have in serving the needs of all stakeholders. Approaches to the priorities: a. grab the low hanging fruit, go for the quick wins b. allow everyone to have varying priorities the Coordinator would act as a resource, the keeper of the data /library/best practices, the disseminator of information c. categorization of priorities Some of the actions under a given item could be considered a priority while the other actions would wait (e.g. smoking near playgrounds in C.S. 5 may well be the only high priority item in that group) While a proposed priority list should be developed this may need to be adjusted to support actions happening in the community Generally, there was support for all of the items Priorities Identified: If there was consensus for higher priority items it would have been around: o CS9, CS11, CS12, CS19 and CS20 ECONOMIC PILLAR Georgian Bay Stewardship Council was attending to see what work was being done in the SS watershed; observing at this time but would like to see doing some projects in the future in the area. BR +E study being completed by North Simcoe Community Futures Development Corporation (NSCFDC) complements Sustainability Plan. Township of Georgian Bay undertaking a number of projects including Master Planning studies for Port Severn, Honey Harbour and Mactier. Oro Medonte program "Maple Trees Forever" sees 5000 trees being planted across the Township. Oro Medonte is reviewing commitment to the NVCA Oro Medonte heavily involved in the Georgian Valley project which is intended to lead to significant economic growth. Community Link involved in housing support and housing initiatives (like to see more affordable housing projects), involved in Good Food Box program and Sustainability Advisory Team March 11, 2010 3 Page 37 of 202 6b) Correspondence dated April 15, 2010, Jessica Klug, Severn So... locally sourced foods, wheel chair accessible transit and volunteer lead transportation primarily for medical trips to the GTA District of Muskoka has just completed its Economic Strategy as part of its Official Plan update and a lot of what is in the ED pillar is echoed in its strategy (available on line) Tay is developing its Business Listing site, farmers market in Waubaushene, provides financial assistance in its fagade improvement program for its downtowns, heavily involved in the Georgian Valley project, fixed tourist kiosks in the communities For Oro Medonte, tourism and agriculture should be the priority strategic directions Educational apprenticeships through high school coop programs need to be expanded to provide an option for kids who don't want to pursue university education o/s the area. Severn Township has established a BIA in Coldwater and has completed a tourism study for Coldwater and is having another one done for Washago, bus service between Washago and Orillia is being started up. Simcoe County Farm Fresh Marketing Association is going strong and has a number of local markets as members and details are provided on their website, ran pilot program with Royal Victoria Hospital in Barrie and Soldiers' Memorial Hospital in Orillia to purchase local foods but it ran into some road blocks, looking at local farm distribution hubs for food distribution, and looking at Agricultural Impact Study Municipalities need to remove hurdles like zoning to allowing culinary tourism in the rural areas of the watershed. County developing database of all industries the will use that data and analysis to identify clusters and opportunities for growth. County is doing RFP for a County -wide Economic Development Strategic Plan starting this year at an estimate $100,000, County also involved in a number of agricultural initiatives including local food and organic food and farm fresh programs. Priorities Identified: If there was consensus for higher priority items it would have been around: o ES24, ES13 -17 (overall tourism), and ES7 Other priorities included: o ES22, ES23, ES1, ES25, ES18, ES10, ES2, and ES29 It was also noted that other items should be included in the strategic directions: o Zero waste/ green economy jobs o Green home -based businesses Sustainability Advisory Team March 11, 2010 4 Page 38 of 202 Report No. CS 2010 -006 Meeting Date: April 21, 2010 Roll BACKGROUND: REPORT It is recommended that: ANALYSIS: Corporate Services Clerk's Office Report No. CS 2010 -006 To: Committee of the Whole Subject: Meeting Structure and Procedural By -law Recommendations 3. And that Council's advisory bodies be advised accordingly. 8b) Report No. CS 2010 -06, Doug 1... Township of Proud Heritage, Exciting Future Prepared By: Doug Irwin Motion R.M.S. File RECOMMENDATION(S): Requires Action For Information Onlyu 1. Report No. CS 2010 -006 be received and adopted. 2. That the Clerk bring forward an updated Procedural By -law, for Council's consideration, which incorporates the recommendations contained in Report No. CS2010 -006. In response to Council inquiries with respect to procedures to streamline meetings of Council and its advisory bodies, staff undertook a review of the practices and meeting structure /frequency of other municipalities. Attached for Council's information are charts identifying the regularly scheduled meeting frequency for Council /Committee of the Whole, Committee of Adjustment, and other advisory body meetings. April 21, 2010 Page 1 of 4 Page 39 of 202 1 i 8b) Report No. CS 2010 -06, Doug I... The majority of municipalities that responded to the survey conduct 2 meetings per month, being either a Council meeting, Committee of the Whole meeting, or a combined Council and Committee of the Whole meeting. Bradford West Gwillimbury conducts 3 meetings per month, while Oro Medonte conducts 5 meetings per month. All responding municipalities, with the exception of Ramara, conduct 1 Committee of Adjustment meeting per month. The other advisory body meetings consist of Accessibility, Recreation, Planning, and Environmental. Midland conducts an Accessibility meeting every other month, and for the purposes of comparison Oro Medonte was counted as every other month. Oro Medonte has a Recreation advisory meeting scheduled every month, while the municipalities of Midland, Tiny, Tay, Penetanguishene and Springwater hold a joint Recreation meeting every other month. Midland, Severn and Springwater each hold a dedicated Planning meeting each month. Oro- Medonte also currently holds a dedicated Planning meeting each month, but it is counted in the CounciVCOW meetings, as it is held as a Special Council meeting. Council has expressed, on numerous occasions, a concern with the way in which the Township's current Procedural By -law provides for the reading of By -laws. It has been asked if the Township could perform all 3 readings of a by -law in one motion, instead of a motion for first and second reading and a separate motion for third reading. In reviewing the practice of other municipalities, it appears that many municipalities perform the 3 readings in an abbreviated manner compared to the Township's practice. This could be a separate motion for each by -law, or a motion similar to the Township's practice for Consent Agenda items. Based on these reviews, the following recommendations are presented for Council's consideration. Given that similar debate occurs at both the Council meetings and the Committee of the Whole meetings, it is recommended that the Township discontinue Committee of the Whole meetings, and replace the current 2 Committee of the Whole meetings with 1 Council meeting to be held during the day. This will enhance customer service by removing the current delay in the ratification of Committee of the Whole recommendations, provide multiple meetings to consider planning matters, and provide an additional Council meeting each month for consideration of by -laws. This revision will also provide one standard agenda for meetings of Council, and remove the necessity for conducting a Committee of the Whole followed by a Special Council meeting during the months of July, August and December. It is further recommended that the evening Council meeting commence at 6:00 p.m. with an adjournment time of 10:00 p.m. unless suspended by resolution, and that the day meeting of Council commence at 9:00 a.m. with an adjournment time of 1:00 p.m. unless suspended by resolution. Corporate Services Clerk's Office Report No. CS 2010 -006 April 21, 2010 Page 2 of 4 Page 40 of 202 8b) Report No. CS 2010 -06, Doug 1... The recommended schedule for the majority of the year would be: 1 Wednesday of the month Council meeting commencing at 9:00 a.m. 2 Wednesday of the month Council meeting commencing at 6:00 p.m. 4 Wednesday of the month Council meeting commencing at 6:00 p.m. This recommended schedule would ensure that when there are 5 weeks in a month, that Council is meeting no longer than every other week. In the months of July and August, one regular Council meeting would be held as a day meeting on the Wednesday of the week, in which the 15 day falls between Sunday and Saturday. The month of January would have two evening Council meetings on the 2nd and 4 week, and the month of December would have a day meeting on the 1 and 3r Wednesday of the month and an evening meeting on the 2nd Wednesday of the month. Special Council meetings would continue to be called as required. As 2010 is a municipal election year, it is recommended that Council's advisory bodies, being Recreation Technical Support Group, Accessibility Advisory Committee, and Oro Medonte Environmental Group Advisors (OMEGA), conclude their advisory role effective June 30, 2010, for this term of Council. Committee of Adjustment would continue to meet on their regular schedule, as Council has delegated authority to this committee. To address Council's concern with respect to the current practice utilized to enact by- laws, it is recommended that the Township amend the Procedural By -law to enable first, second and third reading of by -laws to be conducted in a similar manner to the current Consent Agenda process, with the ability to vote separately on any by -law. Accountability, transparency and openness are standards of good government that enhance public trust. The Township's Accountability and Transparency Policy confirms Council's commitment to provide good government for its stakeholders in an accountable and transparent manner by encouraging public access and participation. In keeping with this commitment, it is recommended that the "Notice of Additions" section be removed from all agendas to ensure that the Township's stakeholders are aware of the matter that will be discussed at each meeting. In the event an issue should arise of an extreme urgency that must be deliberated by Council prior to its next regularly scheduled meeting, such matter shall be provided to the Clerk, together with the justification for the need to deal with the matter, by noon on the day of an evening meeting, or noon the day prior to a day meeting. Such matter shall be added to the agenda cover pages on the Township website in advance of the meeting, and included in the motion for the Adoption of the Agenda at the meeting. It should be noted that there are other small amendments required to the Procedural By -law that will be included when staff bring forward an updated Procedural By -law. Corporate Services Clerk's Office Report No. CS 2010 -006 April 21, 2010 Page 3 of 4 Page 41 of 202 FINANCIAL: Not Applicable POLICIES /LEGISLATION: Township's Procedural By -law Council Mandate for 2007 -2010 Service Excellence Township Accountability and Transparency Policy CONSULTATIONS: Other municipalities ATTACHMENTS: Meeting Frequency CounciVCOW Other Municipalities Meeting Frequency Committee of Adjustment Meeting Frequency Other Meetings Other Municipalities CONCLUSION: It is recommended that the Clerk bring forward an updated Procedural By -law that incorporates the recommendations contained in this report, and that Council's advisory bodies be advised accordingly. Respectfully sbmitted: Douglas Director of C.A.O. Anoroval Comments: rporate Services/Clerk Corporate Services Clerk's Office Report No. CS 2010 -006 8b) Report No. CS 2010 -06, Doug 1... April 21, 2010 Page 4of4 Page 42 of 202 i i 1 Meeting Frequency Council /COW Other Municipalities Monday Tuesday C- Ad -Tos -6:30 p COW Ramara C /COW -Br W Gw -7 p C /COW -Tiny C /COW -Br W Gwill -7 p COW Midland -7 p C- Ramara C /COW Tiny -7 p C/COW -Br W Gwill -7 p C- Spring -5:30 p C /COW Essa -6 pm COW- Oro -Med -9 a C- Oro -Med -7 p C -Tay -7 p C- Spring -5:30 p COW -Oro-Med -9 a 1 C /COW Essa -6 pm COW -Tay -1 p SpC- Oro-Med -5 p C- Oro-Med -7 p C- Midland -7 p Thursday C -Sevem -7:30 p Fddey I j Legend Oro- Medonte LJ 5 Meetings Bradford West Gwlll 3 Meetings Esse III 2 Meetings Midland El 2 Meetings Ramara El 2 Meetings Springwater 0 2 Meetings Tay 2 Meetings Tiny III 2 Meetings Adjala- Tosorontio IN 1 Meeting MI Severn 1 Meeting Spring-7 p Tiny-7 p Meeting Frequency Committee of Adjustment Monday Tuesday Thdraday Sevem-7:30 p Ad-Tos-7 p NNW W Gw-7 p 1.1 Tay-7 p 1111 Midland-4:30p Oro-Med-9:30 a Essa-10 a Friday Legend Adjala-Tosorontio ill 1 Meeting Bradford West Gwi II 1 Meeting Esse IIII 1 Meeting Midland 1 Meeting Oro-Medonte 1 Meeting Severn I. 1 Meeting Springwater ED 1 Meeting Tay 1 Meeting Tiny 1 Meeting Ramara MI 0 Meeting CO CT ..•Access- Midland -1 P',ti M �eeting Frequency Other Meetings ether FAdeY Meeting Freq w eer PAC -$evem -7;00 p VI PAC- Spring-5:30 p Recreation Oro -Med-7 p III PAC-Midland-7 P a- Oro -Medonte Accessini A dvis o ry 11 of Chair. Committee unte as 0.5 r neetino• Recreation North Simcpe Joint Rec. Committee Q ^OMEGA Oro -Med 7P Remor Legend 2 Meetings Oro-Me 3E:3 2 Meetings Midland 11111 1.5 Meetings Springwater III Mewing Severn 11 0.5 Meeting Tan 0.5 Meeting Tiny 0 Meetings Adlala-Tosorantio III 0 Meetings Bradford Nest Swill Elsa r 0 M 1111 0 Meetings *PAC means Planning meeting meets every other m onth other month/counted as 0.5 Every other Recreation Committ a Midland, Tine, Tay, ort **North th t el Thursday an is made Townships. Midand, an the 3 ulshene and SP Penetan9 REPORT Report No. To: CS 2010 -007 Meeting Date: Subject: Motion April 21, 2010 Windrift Kennel Request for Exemption to By -law No. 2008 Roll 030 "Animal Control" R.M.S. File It is recommended that: Committee of the Whole RECOMMENDATION(S): Requires Action) X For Information Onlyl 1. Report No. CS 2010 -007 be received and adopted; 2. That the correspondence received January 20, 2010 from Georgeina Pierce, Windrift Kennel re: Request for Exemption of By -law No. 2008 -030 Animal Control By -law be received; 3. That Windrift Kennel's request for an exemption to the Animal Control By -law to permit 180 dogs be denied; 4. That Windrift Kennel be permitted to retain no more than 110 dogs; 5. That Windrift Kennel show a decline in the number of dogs by 50 dogs every 3 months until the number of dogs is at or below 110 dogs, no later than January 1, 2011; 6. That Windrift Kennel undertake works to enhance the conditions of the site to meet the intent of the recommendations of the ad hoc working group; 7. That Windrift Kennel ensure adequate staffing to maintain the facility and feed and water the dogs in accordance with the Sled Dog Care Guidelines; 8. That the Ad Hoc Working Group be acknowledged for their assistance in reviewing the matter, under the Mayor's signature; 9. And Further That the Windrift Kennel be advised accordingly of Council's decision. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Proud Heritage, Exciting Future Prepared By: Doug Irwin April 21, 2010 Page1 of 45 Page 46 of 202 BACKGROUND: 8c) Report No. CS 2010 07, Doug 1... The year 2009 represented the first year that the Township had dedicated Municipal Law Enforcement (MLE) staff. In preparation to issue Kennel License in accordance with the Animal Control By -law, MLE staff undertook inspections of the various kennels within the Township. On November 27, 2009, MLE staff attended Windrift Kennel for their scheduled inspection. At that time, staff noted concerns with the number of dogs on the property and the ground conditions around some of the dogs' post and chain. The Township asked the OSPCA, Orillia Branch, to attend the site to verify that the appropriate standards were being met. At its meeting of January 27, 2010, Council received correspondence from Georgina Pierce, Windrift Kennel requesting an exemption to By -law No. 2008 -30 "Animal Control By -law" to allow for 180 dogs at Windrift Kennel. (Attached) Council carried the following motion on the matter: Motion No. C100127 -17 Moved by Coutanche, Seconded by Evans Be it resolved that the motion with respect to the correspondence received January 20, 2010 from Georgeina Pierce, Windrift Kennel re: Request for Exemption of By -law No. 2008 -030 `Animal Control By -law" be deferred for further review on the matter by an ad hoc working group consisting of Municipal Law Enforcement, OSPCA, Councillors Coutanche and Agnew and select kennel owners and subsequent report on the matter by the end of April, 2010. At the meeting, Council was advised by the Pierce's that OSPCA had recently attended the site and had no concerns. Subsequent to the meeting, the Township received correspondence from Clancy Martin of the OSPCA advising that he and other OSPCA staff had attended the property. At the time of their visit on January 23, 2010, an examination of 238 Husky and Hound crosses was performed. They found all dogs to be of adequate shape. ANALYSIS: At the January 27, 2010, Council meeting, the Pierce's advised that they had been "grandfathered" with respect to exceeding the maximum number of dogs in a kennel. At is meeting of December 14, 2005, Council received Report No. ADM2005 -062 with respect to the Animal Control By -law. The report contained the following statement "It should be noted that residents that do not meet the definition of kennel operation and that currently have been issued a kennel license, will continue to qualify for such a license until the need for such a license no longer exists (grandfathering)." The intent of this clause was to allow existing kennels to retain the status quo, not to increase in size. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 April 21, 2010 Page 2 of 45 Page 47 of 202 8c) Report No. CS 2010 -07, Doug 1... The Animal Control By -law only permits Breeding, Boarding, or Breeding and Boarding kennel licenses. Windrift Kennel does not meet the definitions of "Breeding" or "Boarding" in the by -law, but continue to qualify for a kennel license in accordance with Report No. ADM2005 -062. In reviewing the Township's files, it was determined that Mr. Pierce advised staff on August 18, 2005 that he had 110 dogs, and that from August 2005 through October 2005, both the Township's By -law Officer and OSPCA staff visited Windrift Kennel and spoke with the Pierce's with respect to noise complaints related to barking dogs. The Township does not have any records of further noise complaints after 2005. Further to the January 27, 2010 Council meeting, the Township contacted the OSPCA and requested their participation in a site visit to Windrift Kennel with the ad hoc working group. OSPCA did not attend with the ad hoc working group, but have advised the Township that they conducted a visit after the ad hoc working group. OSPCA Senior Inspector Ward McAlister has advised that a report will be forwarded to the Township. The ad hoc working group was comprised of Councillor Sandy Agnew, Councillor Mel Coutanche, Gary Skelding, Chief Municipal Law Enforcement Officer, Matthew Smith, Municipal Law Enforcement Officer and kennel owners Morley Thornton, Jennifer Dahinten, and Martine Klaassen Pepler. These kennel owners represent one breeding kennel and two boarding kennels in the Township. Their kennels have been in operation for 44 years, 28 years and 6 years respectively. Mr. Thornton's judging career commenced in 1975 and reached all -breed status in 1984. Mr. Thornton has judged internationally in 13 countries around the world. Ms. Dahinten has 10 years experience in the Pharmaceutical Industry in both the UK and Canada, 4 years Veterinary Assistant in Zimbabwe, 4 years volunteer work with the Guelph Branch of OSPCA, and the past 20 months as kennel owner with a capacity for 190 dogs and 78 cats. Ms. Klaassen Pepler has spent a lifetime with domestic animals and for the past 6 years has operated a local kennel. The ad hoc working group recognized that a difference exists between their breeding and boarding kennels compared to a sled dog facility such as Windrift Kennel. With this difference in mind, the working group reviewed the Mush with P.R.I.D.E. (Providing Responsible Information on a Dog's Environment) Sled Dog Care Guidelines (attached), which may be found at www.mushwithoride.orq. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 April 21, 2010 Page 3 of 45 Page 48 of 202 8c) Report No. CS 2010 -07, Doug 1... The ad hoc working group conducted a site visit of Windrift Kennels on March 25, 2010 at 9:50 a.m. During the site visit, 5 employees were present, including Mrs. Pierce. All Windrift employees freely provided information to the ad hoc working group to assist the group in understanding how their kennel is operated. It was noted that while there were 5 employees on the date of the site visit, this number of employees had not been present during previous visits by the Municipal Law Enforcement staff. The Township does not currently have an exact number of dogs residing at Windrift Kennel, but it is estimated between 238 and 250 dogs. It was identified by a Windrift employee that the majority of dogs are not spayed or neutered. During the site visit, a 5 -6 week old puppy was present. A Windrift employee identified that the litter had been unplanned. Windrift did not appear to have, in practice, a method to prevent unplanned litters. The ad hoc working group noted that the site of Windrift Kennel presents challenges with the low lying land, dampness, standing water and mud. These conditions can contribute to increased difficulty in maintaining the facility. This would include the removal of excrement and the inspection of feces as a diagnostic tool to track the dogs' health. Windrift Kennel identified that their dogs do not drink a lot of water. It was noted that there was no apparent water system, in vicinity of the dogs, to easily allow for the refilling of water containers. The dogs at Windrift are fed a raw meat diet, consisting of ground chicken, whole chicken, deer, beef and pork. The working group received conflicting information from Windrift employees with respect to the manner in which the dogs are fed. It was indicated the food is placed on each dogs shelter, while another employee advised that the dogs are fed in increments using steel bowls. The working group viewed the food on site and concurred that sufficient food was on site for that day, but where unsure whether there was sufficient food for the next day. The working group was not aware of the frequency which Windrift receives its food, or for how long the food on site lasts. Based on the observations and information received by the ad hoc working group during their site visit, 3 main concerns arose. Site conditions Adequate staffing to maintain the facility and care for the dogs Sufficient supply of food and water Corporate Services Municipal Law Enforcement Report No. CS2010 -007 April 21, 2010 Page 4 of 45 Page 49 of 202 The following recommendations are based on the attached Sled Dog Guidelines. Conditions of site needed: Easy access of vehicle with trailer to transport buckets for feces collection and water /food containers for dog consumption Crushed stone or durable turf allowing for adequate drainage i.e. no need for handling of effluent waste and solid waste is easy and possible to scoop up Adequate lighting to allow for duties and/or monitoring of pets during winter months (less Tight makes it harder and more time consuming) Windrift advised that their dogs are fed once per day. Based on the diet that Windrift has advised they provide and the amounts they indicated that they use, and assuming the conditions noted above, the following chart would be a conservative, but fair, estimate of staff time in person hours. Task I 100 dogs 1 Feces collection (once per 24 hours) 1 2.5 1 Water distribution (once per 24 hours) 2.0 1 Food prep distribution (once per 24 hours) 3.6 These times allow only 10 minutes per wagonload of buckets for transportation from the water source or food storage areas to the dog sites. Based on 7 trips (wagonloads) per watering and again per feeding, a total of 26 person hours would be required, equating to at least 4 full time staff. These 26 person hours would include breaks, lunch, and the ability to keep pace with the physical labour. The noted number of person hours only represents the maintenance of the facility and the feeding and watering of the dogs. FINANCIAL: Not applicable POLICIES /LEGISLATION: By -law No. 2008 -030, "Animal Control By -law" as amended CONSULTATIONS: Ad hoc working group OSPCA Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... 1 Co? 250 dogs 1 14.0 1 1 4.8 1 I9.1 1 April 21, 2010 Page 5 of 45 Page 50 of 202 ATTACHMENTS: 1. Correspondence received January 20, 2010 from Georgeina Pierce, Windrift Kennel re: Request for Exemption of By -law No. 2008 -030 "Animal Control By- law 2. Mush with P.R.I.D.E. Sled Dog Care Guidelines CONCLUSION: Given that Windrift Kennel, by their own account, had 110 dogs in 2005, and that Council received and adopted Report No. ADM 2005 -062 identifying that residents holding a kennel license would continue to qualify for a license, it is recommended: 1. That Windrift Kennel's request for an exemption to the Animal Control By -law to permit 180 dogs be denied; 2. That Windrift Kennel be permitted to retain no more than 110 dogs; 3. That Windrift Kennel show a decline in the number of dogs by 50 dogs every 3 months until the number dogs is at or below 110 dogs, no later than January 1, 2011; 4. That Windrift Kennel undertake works to enhance the conditions of the site to meet the intent of the recommendations of the ad hoc working group; 5. And That Windrift Kennel ensure adequate staffing to maintain the facility and feed and water the dogs in accordance with the Sled Dog Care Guidelines. In order to assist Windrift Kennel in meeting the recommendations, the Township Municipal Law Enforcement staff will conduct regular site visits. To determine the exact number of dogs, all dogs on site shall be issued a numbered tag which is to be affixed to their collar. As a dog ceased to reside at Windrift Kennel, the numbered tag shall be returned to the Municipal Law Enforcement staff during their regular site visits, until such time as only 110 dogs are residing at Windrift Kennel. Respectfally _ubmitted on behalf of the Ad Hoc Working Group: t. J /Doug a erector of orate Services /Clerk C.A.O. Aaoroval Comments: Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... April 21, 2010 Page 6 of 45 Page 51 of 202 Windrift Kennel c/o Georgeina Pierce 5753 Line 8 North, Moonstone, On LOK 1NO Doug Irwin, Clerk Township of Oro Medonte, 148 Line 7, South, Oro, On. LOL 2X0 Dear Sir I would like to request a variance with regard to Bylaw No. 2008 -030 Appendix "B" Maximum number of dogs 2.1, 2.2, 2.3. My property is PT LT 17, Concession 9, Plan 51R19282, Municipal Address 5753 line 8 North. Moonstone. I have 49.9 acres, and I bought the property over 10 years ago as my son then 19 had 17 Siberian huskies which he raced in various races and also began to use in the Barrie and Orillia Winter fests giving rides. We have grown steadily since then and we now have 2 full time dog handlers through the week and in the winter hire more than 15 workers and drivers to help with the many winter fests, Arctic Adventures, resort rides, and tours. The dogs have been to Geralton On. in the north, and to Brampton and any where we are asked to participate in the south. I had rabies vaccinations given to 201 dogs on Dec 18/09. My Vet from North Simcoe Veterinary Services was satisfied with the health of my dogs although I do have three under their care. King is on Benadryl for an allergic reaction to his collar, Frodo had a cut on his nose which has healed and Larry, a pup had dermadex. Mr. Gary Skelding has told me I must get rid of some dogs and I have, under pressure, found homes for 30 of the racing dogs, for the end of January. On any given weekend 150 to 180 dogs are working at various resorts in the area. Our personal goal has always been to put a team in the Iditarod race in Alaska. This has been jeopardized by having to get homes for our best racing teams.. The dogs are personal friends. They are a large part of my life and I had hoped to retire to dog sledding in the winter and dog carting in the summer. 1 try to be thoughtful of my neighbours and my dogs do not run at large. There have been no complaints of noise violations to my knowledge. Yours truly r o Georgeina Pierce Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... E„ a JAN 20 2010 OR MEDON T OtVNSHiP Attachment #1 April 21, 2010 Page 7 of 45 Page 52 of 202 Attachment #2 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 MUSH WITH P.R.I.D.E. Sled Dog Care Guidelines 3 Edition, 2009 8c) Report No. CS 2010 -07, Doug 1... April 21, 2010 Page 8 of 45 Page 53 of 202 Introduction to the 3 Edition It has been just over a decade since the 2 Edition of the Mush with. P.R.I.D.E. Sled Dog Care Guidelines were published. During that time, scientists have made great strides in their understanding of dog physiology, psychology and behavior. Researchers have studied working sled dogs, with the support of their mushers, some of whom are also Mush with P.R.I.D.E. members. Many of these research projects have validated sled dog care methods that have been practiced for more than a century. Others have challenged traditional ideas that have persisted among mushers for many generations. This research, in addition to the experience of dog mushers from around the world, has contributed to a better understanding of sled dogs' needs, and will lead to an increased level of care not only for our sled dogs, but also for companion dogs everywhere. In this edition of the Guidelines we are following the lead established by Mush with P.R.I.D.E.'s founders and describing sled dog care practices that are humane, practical, relevant and that reflect the best available current information. Introduction to the 2nd Edition What is Mush with P.R.I.D.E? 8c) Report No. CS 2010 -07, Doug 1... This book is based on a consensus of dozens of the world's most experienced dog mushers. Here they describe what they consider to be responsible, humane, and practical sled dog care and training methods. Since it was first published in 1993, this book has become one of the world's most respected and widely distributed basic resources on good sled dog care. P.R.I.D.E. stands for Providing Responsible Information on a Dog's Environment. The relationship between sled dogs and humans is one of the oldest bonds of its kind. Modern sled dog owners are proud of their dogs as canine athletes that are bred and trained to do what they love run as part of a team. Mush with P.R.I.D.E. supports the responsible care and humane treatment of all dogs and is dedicated to enhancing the care and treatment of sled dogs in their traditional and modern uses. 2 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 April 21, 2010 Page 9 of 45 Page 54 of 202 Corporate Services Municipal Law Enforcement Report No. C52010-007 Contents: Table of Contents The Dog Yard and Housing Feeding and Watering Training Basic Health Care Keeping Your Kennel the Right Size Whelping and Puppy Raising Geriatric Dogs and End of Life Issues 33 Additional Dog Care Resources Recommended by Mush with P.R l.D.E 36 Appendix: Canine Body Condition Chart 38 8c) Report No. CS 2010-07, Doug 1... 3 April 21, 2010 Page 10 of 45 Page 55 of 202 Surface 4 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 The Dog Yard and Housing BASIC CONSIDERATIONS: 8c) Report No. CS 2010 -07, Doug 1... Space and Location Beginner mushers are sometimes surprised by the amount of space needed for a kennel. A dog yard for 10 dogs will require at least 1,000 square feet of pens, or 1,450 square feet for tethers. These figures do not include space needed for walkways, out buildings or other facilities. (Note 1) A dry, well drained area makes life pleasant for both dogs and musher. These conditions are also best for the dogs' feet and for disease control. A location both visible and audible from a house window allows you to enjoy the company of your animals and alerts you to problems or emergencies. Locating the kennel on a slight slope or on a high spot will greatly improve springtime drainage. A low -lying flat area may seem perfectly dry in the summer or winter but a few weeks of standing water during spring thaw will make life miserable for both you and your dogs. In summer, shade helps keep the dogs cool, and a breezy location helps keep bugs away. During winter, a sunny area that is protected from wind helps conserve the dogs' energy. It is best to lay out the dog yard so the ground is exposed to full sunlight for at least part of the day. Direct sun (ultraviolet light) is one of the best natural means of controlling disease organisms. However, you should try to provide at least one shady spot for each dog to retreat from the sun's heat Ideally, your kennel should be located on a southern aspect adjacent to hardwood (deciduous) trees. The trees will provide summer shade, and after leaf fall the winter sun will improve the microclimate of the kennel. Planning your dog yard in a way that allows you to do your chores efficiently also allows for more time to care for and interact with your dogs. If you are able to run dogs directly from the yard, it's well -worth planning a safe takeoff area for runs. Some kennels are set up to allow the musher to leave from the middle of the dog yard to facilitate hamessing. Other considerations include access by vehicles for loading up dogs and for maintenance. The ideal dog yard surface depends upon its location and the method of confinement. Soil is fine in areas with good drainage. However, keep in mind that soil can harbor disease organisms and therefore requires more diligent feces pick -up. Soil is relatively easy to work with and is easily manipulated to meet your needs. Excessive silts and clays in the surface will produce a rock -hard surface when dry but will slow drainage and become slick and sticky when wet. Adding sand to soil improves its ability to absorb water and also reduces dust. For wetter locations, sand, wood chips, coarse wood shavings, wooden platforms, or fine, smooth gravel less than 'h inch in diameter are good surfacing alternatives. Excessive amounts of decaying bedding material increases water retention and can increase the amount of fungi, mites and other organisms that may be harmful to your dogs. Beware of large gravel and stones in the dog yard. If your dogs are rock eaters, remove rocks larger than 1 inch from the soil. Although many dogs swallow rocks without incident, there have been cases of dogs that have died from rock ingestion. April 21, 2010 Page 11 of 45 Page 56 of 202 Pros and Cons of Plywood Surfaces Pros: Prevents digging and rock eating. Easily cleaned with high pressure water hose and disinfectants. Less likely to cause chronic joint injuries than paved surfaces. Cons: Can harbor infectious bacteria and fungi within its pores. Can be difficult to keep dry. Deteriorates over time, and must be periodically replaced. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Typical sled dogs love to dig in dirt. Because digging is an instinctive 'species typical" behavior many mushers accept the extra work of filling in holes rather than trying to thwart the action. Other mushers prefer to prevent digging; there are several methods of doing so. One popular method to prevent digging is to cover the ground with sturdy fencing or concrete reinforcing mesh before adding the surface material. Another method is to house dogs on a concrete or plywood surface. This not only precludes digging, it also (and most importantly) prevents your dogs from eating rocks. Plywood floors work well in dry climates and are softer to stand on than concrete. They are also easy to clean and repair, but eventually breakdown and need replacement. Pros and Cons of Concrete Surfaces Precludes digging and prevents rock eating. Easily cleaned with high pressure water hosing and disinfectants. Cons Can be difficult to keep dry Can harbor infectious bacteria and fungi within its pores. Hard surface can cause chronic injuries to dog's joints Is abrasive and can cause excessive wear to dogs' feet and coats. Is caustic and can cause excessive drying. The Mush with PR.I.D.E. Guidelines Committee firmly stresses that dogs should NOT be continuously housed on concrete surfaces. Dogs housed on concrete should be allowed to exercise on other surfaces several hours each day. 5 April 21, 2010 Page 12 of 45 Page 57 of 202 6 Kennel Upkeep Cleaning up dog waste at least once every day makes the dogs' environment pleasant and helps control diseases such as parvovirus and intestinal parasites. Waste management or "scooping poop" is one of the daily chores all mushers must undertake. Locate permanent waste disposal or temporary waste storage sites away from water drainages and from any location that may cause ground water contamination, such as wellheads and areas uphill from natural springs. Methods of disposing of dog feces include composting, burial, or removal to a landfill. Landscaping around your kennel can be both attractive and practical. Begin by removing brush that is an attractant to moose, which have little fear and often have animosity toward dogs. Remove foxtails and other grasses with barbed or brush shaped heads that are prone to getting lodged in the soft flesh of dogs' ears, eyes, throat and respiratory system. Identify other noxious plants found in your area and remove them from your dog yard. General Considerations: Corporate Services Municipal Law Enforcement Report No. CS2010 -007 CONFINEMENT SYSTEMS: 8c) Report No. CS 2010 -07, Doug 1... Even mushers who primarily house their dogs in their own homes need some sort of outdoor confinement system. Mushers with larger teams usually confine some or all of their sled dogs in an outdoor "dog yard Whether confining members of a two -dog skijoring team or a 100+ dog racing kennel, the general considerations and methods of confining the dogs remain the same. The confinement system you choose must provide a reliable and safe means of preventing the dog from escaping. It must allow enough room for the dog to move around freely and engage in "species typical" behaviors such as running or jumping. Materials and hardware used in your confinement system should be durable, reliable and maintained in good condition. Chains or cables used in tethering systems should contain at least one swivel to prevent tangles that can potentially choke your dog. It is recommended that kennels include a sturdy fence around the perimeter to contain any dogs that may get loose from their primary confinement and to keep unwanted people, wildlife and stray domestic animals away from your dogs. All dog yards should also include fenced pens or runs to confine females in heat, dogs that display dog directed aggressiveness, sick dogs, or puppies too small to collar and tether. Many mushers incorporate a fenced "play yard" into their kennels where compatible dogs can run and play together. When planning a dog yard, consider including one or two "extra" spaces that can be used to house dogs while making repairs or modifications to the dog's normal housing area. April 21, 2010 Page 13 of 45 Page 58 of 202 8c) Report No. CS 2010 -07, Doug 1... Post and Swivel Tethering Systems: Tethering is a common, traditional and economical means of confining multiple sled dogs. The only controlled scientific study comparing sled dogs confined by tethers to those confined in pens found no evidence that tethering is either unsafe or inhumane (Houpt K). The most common tethering systems used by mushers allow dogs to interact more directly with their surroundings, musher and handlers, and with teammates. The tethering method preferred by most mushers involves attaching a chain to a rotation device at the top of a post or pipe, thus allowing the chain to travel in a full circle around the post. One simple rotation device uses a piece of rebar with a 90- degree angle bend and an eye for the chain welded on the end. A hollow iron or steel pipe is driven into the ground to serve as the post In use, the long arm of the rebar slips inside the pipe allowing the rebar to swing in a complete circle. With this system the post can be easily lengthened in deep snow by slipping a taller pipe of larger diameter over the shorter summer post. Another method to allow for rotation is to bolt the end ring of a chain to the top of a beveled solid wooden post. Using a top mounted post and swivel chain system, each dog needs a strong chain of 5 to 7 ft (1.5 to 2 m) in length rotating on a post of about 3 to 4 ft (0.9 to 1.2 m) in height, with at least another 3 ft (1 m), preferably more, buried in the ground. A pole of this height will hold the chain above most snow accumulations. If snow is deeper, provide taller poles and longer chains. Never use cable to tether dogs to their posts. Cable is much too likely to tangle around legs (in an armpit or hock) and can cinch up like a snare. Cables also have a tendency to fray and break. The optimal length of the chain is somewhat longer than the height of the pole or post. If the chain is too short the dog will not have enough space to lie down or move around comfortably. If the chain is too long it will drag on the ground too much, increasing the chances for a tangle and spreading and breaking up feces before they can be cleaned up. For soil -based kennels that use tethers, it is best to use elevated tethers to minimize the amount of time that the chain drags on the ground. The simplest method of tethering sled dogs is the post and loop, or post and chain method. This involves looping a chain around a solidly buried post or pole. The chain should have a large loop, or preferably a large welded steel ring securely built into one end with an S -hook or quick link. The loop or ring should be at least twice the diameter of the post to minimize binding. The post may be either wood or steel, but it must be smooth to allow the chain to rotate freely. The post must also be tall enough so that the chain loop or ring cannot fly up and over the top, especially when the dog jumps up on top of its house. A 5 ft (1.5 m) post is generally adequate. Where posts cannot be reliably buried, a 100-lb (45.5 kg) concrete block with an eyebolt cast in the center and a swivel attached will adequately secure a 5 ft chain. Although the post and chain method is easy to set up, it has a few major drawbacks. The chain drags entirely on the ground, stirring up a dust cloud, spreading feces around, and making cleanup much more difficult. Also, the chain often freezes to the ice and snow when the dog urinates on its post. The chain is also more prone to binding around the post than in other methods, so it must be checked several times each day. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 7 April 21, 2010 Page 14 of 45 Page 59 of 202 8 Various dog yard tethering methods. Post•and. chain method i 91 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 Pipe•and• rebar swivel method 8c) Report No. CS 2010 -07, Doug 1... 1 Rebar posh andchain method Whichever tethering method you use, space the posts so that adjacent chains can't overlap and so that dogs can't tangle or strangle each other. Strong hardware is also essential. Look for snaps that are durable, easy to open with a gloved hand yet difficult for dogs to activate. A bull snap is reliable because it requires the gate to be rotated outward. Snaps and chains do wear cut, so replace them before they cause problems. We recommend using a snap with a swivel on each chain to avoid tangles and possible choking, as well as to save wear and tear on the chain and snap. It is preferable to use two swivels on each chain to provide a backup in case one fails (ices up, for example). A snap at both ends of the tether also gives you an instant "leash" when moving dogs from place to place. This is important in the unlikely event that you need to evacuate the dogs from your kennel. Having each dog with its own tie -out makes emergency kenneling in a safe location easier. The drawback is that snaps have a shorter life -span than solid links but the added convenience is well worth the extra cost. April 21, 2010 Page 15 of 45 Page 60 of 202 Fenced Runs or Pens: Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Using either of the tethering systems described here with 5 ft chains gives each dog an area of slightly more than 78 square feet in which to exercise. With 6 ft chains, the dog's play area is increased to about 113 square feet, and 7 ft chains allow each dog a personal playground of nearly 155 square feet. Runs or pens must be large enough to allow dogs to perform most behaviors that are typical of their species. It is recommended that pens provide at least 100 square feet of space for each dog housed within them. Many certified behaviorists have observed that dogs spend more time exercising in rectangular pens rather than in square, so a pen measuring 10' X 20' would be very effective for two dogs housed together. (Rollet J) Chain link or sturdy woven wire fencing with walls buried 6 to 12 inches (15 to 30 cm) into the ground provide a sturdy barrier that discourages digging. Afence height of 5 ft (1.5 m) or higher is recommended to discourage climbing. Place doghouses so the roof cannot be used as a platform from which a dog can climb or jump over a fence. Runs and pens should be equipped with gates that are wide enough to permit easy entry and exit, but which can be closed quickly if necessary to prevent a dog from "rushing" the gate and escaping. Gates should be installed with thresholds that allow for snow to accumulate without interfering with the gate opening and closing. These thresholds should also be removable to allow for access with equipment like wheelbarrows and carts. Gates should be equipped with latching devices that are easy for the musher to manipulate while wearing gloves, but difficult for dogs to manipulate. During winter it is important to shovel snow well away from gates in order for them to swing fully open when necessary, especially if thresholds are not incorporated in the design. Thresholds of 1 ft high that are removable for maintenance will almost completely eliminate the need for snow shoveling. 9 April 21, 2010 Page 16 of 45 Page 61 of 202 Heat Pens 8c) Report No. CS 2010 -07, Doug 1... Some mushers have used "hot wire" electrical fencing successfully to prevent burrowing under and climbing over fences. The goal of electric fencing is to modify the behavior of the dog and provide a visual cue to restrict the animal. °Invisible" underground fencing has seen only limited success in sled dog kennels where no other fence or physical barrier is used. The most reliable way of preventing unplanned litters is to spay or neuter all dogs you do not intend to breed. Regardless of the primary confinement system used, if your kennel includes any intact (unspayed) female you will need a heat pen to prevent unplanned litters. Plan enough space in the pen or pens to contain all of your intact females at the same time. Females in season (heat) tend to stimulate other intact females' heat cycles. A secure gate and walls at least 5 if high are minimum requirements. A fenced roof keeps climbers out and burying about 2 ft of fencing or lining the pen with boulders helps discourage digging. Chain and house the female dogs in the pen so they can't jump over the fence and to prevent "through fence° breeding. If only one intact female is in season she may be housed with another compatible female or neutered male to provide company and mental stimulation. If you decide to breed your dogs, it's also nice to have a pen large enough to accommodate a pair of dogs. Note that heat pens can also serve as puppy pens later on, so be sure that the fencing material fencing used is fine enough to prevent puppies' heads and adult dogs' feet and legs from getting trapped. Social and Psychological Stimulation in the Dog Yard: Recent research indicates that both social and psychological stimulation in the housing area may be even more important for maintaining physical and mental health in dogs than providing adequate space. (Hubrecth 1995, Hughes Campbell 1998). This doesn't mean that space is not important, but rather stresses the importance of providing a stimulating environment for your dogs. The quality of life of a sled dog is not based only on Its environment and confinement method, but also on what the dog does outside of the tether and the dog yard. The following ideas may help to improve the dog's quality of life while it is in the yard. Dogs are very social creatures. They thrive in an environment in which they can interact with their teammates. Whenever feasible, dogs should able to see, smell and safely play with each other. Isolating dogs from the company of their teammates has been associated with an increased incidence of behavioral abnormalities. (Hefts et al. 1992). Research has shown that dogs housed in a way that allows them to interact with at least one companion spend a similar amount of time interacting with each other as dogs kept in groups of 5 -11 animals. (Hubrecht 1993). If you must isolate a dog from his or her teammates because of health issues, aggression or to isolate a bitch in season, try to keep the duration to a minimum. Isolated dogs should be given extra human interaction and housed within sight of other dogs. (Hubrecht 1993). Generally, you should provide dogs with a stimulating, non barren environment. Toys, chew bones and other safe objects with unique smells and placement can provide psychological stimulation. Offer a variety of appropriate items and rotate them frequently between dogs. Many mushers incorporate a "play area" in their kennels in which compatible dogs can interact under supervision. Spend time interacting with each of your dogs while doing chores and include additional time to play with your dogs and train them to perform simple behaviors. Try to make all such interactions as positive and rewarding for the dogs as possible. Most importantly, take your dogs on frequent training and conditioning runs. Working with other team members, physical exercise and the unique sights and scents of the trail are the best possible form of stimulation for working dogs. 10 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 April 21, 2010 Page 17 of 45 Page 62 of 202 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Dogs as Good Neighbors If you live near other people, it is important to teach your dogs to be quiet. Respect for the rights of other people for peace and quiet makes for happy neighbors and promotes a positive image of the sport. Dogs bark for a reason; it could be to get your attention, to communicate to other dogs, or to announce a visitor (moose, fox, human, etc). A daily howl can express happy communication in the dog yard, but dogs can be trained to be quiet most of the time. Once you discover the reason for the barking, it may be possible to train them to bark only at acceptable times. Some methods that work include (1) providing a positive experience when they are quiet. This takes a lot of work, but the success is most satisfying, both to dogs and to mushers, andfor (2) providing consistent training when they do bark —a dousing from a squirt gun in summer, hitting the top of a dog house, or a vocal reprimand. You must be consistent and correct them, even at 3 a.m., in order to be successful. If all efforts fail and you can't seem to get a dog to be quiet, discuss the issue with a professional trainer or your veterinarian. On- the -Road Housing Dogs should travel in safety and comfort in dog boxes or airline crates. Dogs need to be restrained during travel to prevent injury to themselves and to other occupants of the vehicle. Dogs left in the back of pickup trucks and in the back seat in the cab are risks to themselves, the occupants of the vehicle and to other vehicles on the road. Dog boxes or crates should be large enough for the animal to stretch and turn around in. They should have dry bedding and adequate ventilation. Dog boxes should be well- constructed, have user friendly latches and locking devices and should be securely attached to the vehicle. Boxes should not be open or vented in the back of the truck because the vacuum created behind the truck can suck in exhaust fumes. Many mushers modify the exhaust systems of their vehicles so they discharge above the dog box to reduce the exposure to toxic fumes. Mushers in regions noted for extremely hot or humid conditions may equip their dog trucks with ventilation systems for cooling. These ventilation systems should be designed so they draw clean air from the front of the box and exhaust air towards the back to prevent back drafting of vehicle exhaust. Some mushers believe that dogs are more comfortable when doubled -up in larger boxes If you wish to do this, be sure to match compatible companions. When traveling, dogs should be taken out several times a day. The dogs can be safely left for eight hours at night as long as the vehicle is not moving. Some dogs require their bedding to be changed every day; others, not until the straw has broken down. Drop chains should be kept short to avoid entanglement. Leaving the drop chains or plastic coated cables in the boxes or on the dogs while traveling keeps the snaps thawed. While on the road, as at home, keep water buckets clean. Avoid parking where other dogs have been in order to avoid exposure to diseases and parasites. It is best not to store smelly food and equipment in motel rooms, for the sake of your hosts. It is also important that mushers rake up straw and other waste from wherever they have dropped their dogs and dispose of it properly. 11 April 21, 2010 Page 18 of 45 Page 63 of 202 Notes References: 12 to tree f wired on permanently Corporate Services Municipal Law Enforcement Report No. CS2010 -007 "Gang Chain" for temporary confinement on the trail. 8c) Report No. CS 2010 -07, Doug 1... Rollet J (CCB). P rivate Email correspondence+ntth Thomas Sven, 618/07 rope to tree (1) The figure cited for pen housing is extrapolated from Table 1 appearing In Hubrecht R., "Comfortable Quarters for Laboratory Dogs; UNIVERSITIES FEDERATION FOR ANIMAL WELFARE, 8 HAMILTON CLOSE, SOUTH MIMMS,POTTERS BAR, HERTFORDSHIRE, ENS 3QD, UNITED KINGDOM. This table lists 8.0m as the minimum floor space per dog for dogs weighing 35 or more Ib., kept in research facilities. The Mush vith P.RJ.D.E. Guidelines Committee chose to recommend the larger, 100 square feet per dog figure because sled dogs tend to be more active than dogs in research faciities Houpt K). Hetts S, Clark JD, Calpin JP, Arnold CE, Mateo JM 1992. Influence of Housing Conditions on Beagle Behavior. AppliedAnimal Behaviour Science 34. Houpt K, Reynolds A, Erb H, Sung W, Golden 0, \eon W, A Comparison of Tethering and Pen Confinement of Dogs. Journal of Applied Animal Welfare Science, vol 4, no 4, 2001. Hubrecht RC 1993. A Comparison of Social and Environmental Enrichment Methods for Laboratory Housed Dogs. Applied Animal Behaviour Silence 37. Hubrecht R 1995 The Welfare of Dogs in Human Care. In Serpell J (ed.), The D omestic Dog 179- 198. Cam bridge, UK: Cam bridge University P ress. Hughes, H. C., Campbell, S. A. (1989). Effect of Primary Enclosure Size and Human Contact. In J. Mend? L. Krulisch (Eds.), Canine research environment (pp. 66 -73). Bethesda, MD: Scientists Center for Ani mal Welfare. April 21, 2010 Page 19 of 45 Page 64 of 202 Feeding and Watering 8c) Report No. CS 2010 -07, Doug 1... Choosing Feeds: Sled dog sports today include a wide variety of dog breeds and sizes doing different activities in almost every kind of climate. There is no single perfect diet that will meet the requirements of every sled dog under every condition. The ideal diet for a dog depends on the dog's genetic makeup age, physical state, training regimen, environment and the food sources that are available. Sled dog diets usually consist of commercial dry food, meat -based food, or a combination of the two. Dry foods are convenient to feed and store, requiring only a cool, clean, dry location. Fresh meat products require refrigeration or freezing. Feeds marked with an expiration date should be consumed prior to that date to provide maximal nutritional value. Meat feeds are extremely palatable to dogs. They may help maintain hydration because they contain up to 75% water by weight. High quality meat -based feeds are readily available in all but the most remote locations. Commercial dry food provides vitamins, minerals and carbohydrates. Some mushers prefer to mix their own meat ration and add some commercial dry food to it as a source of vitamins, minerals, and carbohydrates. If you choose this route, be sure to enlist the help of an experienced musher or nutritionist, as it is not always easy to balance a ration this way. Recently a few commercial dry products designed to be fed as supplements with meat have become available. These products are enriched with vitamins and minerals and help take some -but not all --of the guesswork out of feeding a non commercial meat -based diet. When choosing a product or combination of products to feed your dogs, remember that a sled dog's nutrient requirements change significantly depending on age, environment, and physiological state. You may wish to choose different products that will meet your dogs' requirements for each of these situations, or you may choose a feed that will act as a base that can be supplemented as necessary. In either case, choose a product that is relatively high in fat (15% minimum), relatively high in protein (25% minimum), fresh, and of the highest quality available. Poor quality commercial pet foods do not provide adequate nutrition to meet the needs of working sled dogs. Determining a Working Dog's Dietary Needs The best way to monitor your dog's body condition status is to run your hands over him or her. Perform this examination at least every two or three days. (In extreme conditions, it is important to keep an even closer eye on a sled dog's weight.) The ribs, spine, and hip bones should not be buried under an inch of fat, nor should they protrude. Rather, they should be easy to feel. A well conditioned sled dog should be lean and muscular neither skinny nor obese. (See Appendix). If you are unsure of what the ideal appearance and feel of your individual dogs should be solicit advice from an experienced musher or veterinarian. Take every opportunity to feel and look at dogs from other kennels that are doing well in your particular mushing discipline. Formulas and tables on dog food labels will give you a place to start, but they should not be relied upon for long -term feeding guidelines. There is too much variation in metabolism among dogs, their working environments and their various levels of performance to rely on "average" requirement guidelines. Most mushers agree that it is crucial to monitor your dogs' weight and body condition with your hands. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 13 April 21, 2010 Page 20 of 45 Page 65 of 202 14 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug I... Meeting the Changing Demands of Training Maintaining a dog's optimal weight requires frequent adjustments to the amount of food he or she is given. When you begin training and each time you increase the workload, your dogs will require more food. During cold or wet weather they will need more food just to maintain their normal body temperature. One of the most difficult times of year to maintain a dog's body weight is during the fall when the weather is often cold and wet and training miles are increasing. During such periods, anticipate your dogs' increasing nutritional needs and begin feeding them more before they start to lose weight. During the most demanding times, a sprint dog may require two to three times more food than during the offseason; a long- distance racing dog may require three to six times its offseason requirement. Feeding During the Off Season Recent research indicates that dogs that continue to receive high quality rations through the off- season are better prepared to resume training because their bodies are more able to mobilize and burn fat during exercise. It also takes several weeks for a dogs metabolism to adapt to a high fat diet. The drawback of feeding premium dog food year -round is that it can be easy for dogs to become overweight in the offseason; watch your dogs closely and adjust their portions as necessary. Life Stages Dogs also have different nutrient requirements during pregnancy, lactation, growth, and old age and their diet and food intake must be adjusted accordingly during these times. Pregnancy and Lactation: A female should be maintained on a performance type ration throughout pregnancy and lactation. She can be fed at maintenance levels for the first four weeks; however, from the fifth to the ninth week, her intake should be increased by 10 percent each week so that when she whelps, she is getting about 1 1/2 times what she was eating in the maintenance state. As a rule of thumb, her food intake should be increased by 30 percent of maintenance for each puppy she is nursing. Thus, if she only has one puppy, she should be fed 130 percent of maintenance. These suggestions are just guidelines remember to run your hands over her regularly and adjust her food intake as needed. A lactating dog should be neither skinny nor obese. Puppies: Puppies usually weigh between 10 and 14 ounces at birth and should gain weight every day after their third day of life. Weight gain is an excellent way to monitor the nutritional and overall health status of a litter of pups. Slow or negative puppy weight gain can be the first noticeable sign of a health problem with the mother or pups, and supplemental feedings may be required. Enlist the help of a veterinarian or an experienced musher the first time you attempt to raise orphan pups or even supplement nursing ones. Puppies can begin to eat solid food at three weeks of age. Puppy food or a high quality performance food with a small kibble size is recommended for at least the first four months of their lives. A flat pie pan with soaked dry food or a meat ration is a good way to entice them to start eating. As they walk through the food, they will get bits of food on their paws, lick them, and realize it is something good to eat. Over the next three to four weeks, they will consume more food, so they can usually be weaned between six and seven weeks of age. Before, during, and after weaning, be sure that less assertive pups are maintaining a normal rate of growth. Since there is no standard rate, compare the growth rate of the less assertive pups and their littermates. After four months of age, pups should be fed a premium food at a rate that keeps them in optimal body condition but not so much that they become fat or grow too fast. (Maximum growth rate of 2 1/2 pounds per week for huskies, 3 to 3 1/2 pounds per week for larger Northern breeds). April 21, 2010 Page 21 of 45 Page 66 of 202 8c) Report No. CS 2010 -07, Doug 1... Older dogs: The aged dog may have a slightly decreased ability to digest and absorb nutrients. It may also take an older dog longer to move a meal through its gastrointestinal tract Most older dogs will do well on the same ration as younger dogs in the offseason. Occasionally, a dog will have trouble digesting all the fat in this ration or may become constipated. If so, try feeding a diet lower in fat or higher in fiber. When in doubt, ask your veterinarian about specific diet regimes and supplements for your geriatric dogs. Water Water is the most essential part of a feeding regime. While deficiencies in protein, fat, vitamins, or minerals wit affect a dogs health, it may take days or months before such problems are noticeable. In contrast, dehydration affects an animal's health immediately and in extreme cases can even lead to death within hours if left untreated. A dog gains water by drinking it directly, by eating foods that contain water, and by generating water through metabolism. Water is lost each day through urine, feces, and water vapor in the breath. Anything that increases a dog's daily water loss wit increase its daily requirement. Dogs also lose a significant amount of water through panting when the weather is warm. Exercise leads to increased water loss not only through the breath, but also through the stool and urine. A dogs water requirement may double if it participates in open -class sprint racing and increase three to five -fold if it participates in Tong- distance racing, Medical problems such as diarrhea and vomiting also increase water loss. It is difficult to know exactly how much water each dog requires. Understanding how environment, training, and illness may affect the dog's hydration needs allows you to anticipate these changes and offer your dogs more water when they need it. During warm weather it is best to have clean, fresh water available at all times. When the temperature drops below freezing, water consumption can be encouraged by offering warm, baited water. The bait can come from any source that will increase palatability such as dry food, meat or cooked fish. The bait should mix well in water and must not be spoiled or soured. About 1 1/2 quarts of water should be offered two to three hours before training. Some dogs will not drink this amount all at once but will readily consume several smaller portions offered within a short period of time. Small amounts (about a pint) can be offered immediately after exercise to help cool the dogs down followed by more water (about a quart) after they have completely cooled down. Offering 1 to 1 1/2 quarts of baited water before feeding or mixed in with a dog's food can further encourage water intake. These recommendations are a starting point and should be adjusted according to the needs of your dogs. Monitor your dogs' hydration status by observing their hunger for snow and by examining their skin and gums. In a well hydrated dog, the tent made by lifting up the skin on the shoulder blades should disappear within one to two seconds and the white spot made by pressing on a pink area of the gums should disappear in one second or less. If either of these processes takes longer, the dog is probably dehydrated and in need of fluids. Monitoring Your Dogs These guidelines are intended to help you begin your feeding and watering programs. The best feedback on how well you're doing will come from the dogs themselves. Watch them carefully and learn as much as you can from experienced mushers who you respect. Proper dog nutrition Is a blend of science and art. It's easy to get a brain -full of science by reading books and articles on the subject, but you can only develop the actual skills with hands -on practice. So keep your eyes and ears open, and go have fun with your dogs! Corporate Services Municipal Law Enforcement Report No. CS2010 -007 15 April 21, 2010 Page 22 of 45 Page 67 of 202 Training and Conditioning 8c) Report No. CS 2010 -07, Doug 1... Planning Your Dogs' Training and Conditioning Regimen Many training principles are specific to the type of activity in which your dogs will be involved. Other variables include climate, terrain, age of the dog, breed of the dog, etc. All forms of mushing, with all the different variables, are wonderful ways of forming a close bond with your dogs. In general, training can be separated into two categories: education and physical conditioning. When you are planning your training schedule, consider your goals and your dogs' abilities. Simply counting miles, for instance, can be deceptive. The type of conditions that the dogs encounter are important too, i.e. steep hills, trail breaking in heavy snow, extreme temperatures or wind. New mushers should consult books and experienced mushers for help, but also use common sense. Think about what your dogs have been trained to do and do not allow them to get carried away in their enthusiasm to run. Never ask your dogs to do more than you are reasonably certain they can accomplish. Educating Your Sled Dogs Anything you do repeatedly with a dog is educational. Be sure you want your dogs to learn what you are teaching. Think about the signals you are giving your dogs, and don't send mixed messages. For example, if you want your dogs to pass well, don't stop and chat with the neighbor every time you pass. Doing so trains your dogs to stop at every pass. It is important that you never lose your temper with your dogs. Try to train them in a calm, consistent manner. If one method is not working, try another. For example, if a dog is not pulling well in a large team, reduce the size of the team and put that dog in wheel position for a week. If a dog continually plays with the dog next to it while running, run that dog alone for a few weeks. Remember that repetition is a great teacher. If your leader is not taking gees/haws well, go out with a very small team and work on commands. Always praise the dogs enthusiastically when they are doing what you want. Recent research has proven that dogs learn much more readily with positive, reward -based methods than with methods that rely primarily on punishment Positive methods also result in a closer bond between musher and team, and are much less likely to cause unwanted fearfulness or human directed aggression in sled dogs. A reward is anything that increases the likelihood that a behavior will be repeated. The value of a reward is determined by the dog, rather than the handler. Just because you think something should be rewarding doesn't necessarily mean your dog will agree. A food treat is only a reward if the dog is willing to repeat the behavior in order to earn another. Most sled dogs place high value on tasty food treats and on running, but there are exceptions. If your dog doesn't respond to one type of reward, switch to something the dog is more willing to work for such as chance to play with a favorite toy. If your dog does not place a high value on running you may want to reconsider its suitability as a sled dog. You may both be happier if the dog becomes someone's pet. In addition to the cues used while mushing, training classic 'obedience' cues is a great way to help socialize your dogs and provide psychological stimulation. Formal training classes expose your dog to new situations and introduce a positive image of sled dogs and mushers to the general public. The learning process will help your mushing training continue smoothly during the working season and the day -by -day, step -by -step progress will keep your dogs active during their 16 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 April 21, 2010 Page 23 of 45 Page 68 of 202 offseason. Different dogs will enjoy different activities, but each dog needs individual attention. Physical conditioning. Do not expect your dogs to do more than they are ready for. Watch each individual. Dogs work as a team but they have individual needs and abilities. Don't be afraid to be conservative and don't worry about how far other mushers are taking their dogs. Never push a dog to go any farther or faster than it is capable of going. Have fun and build relationships with your dogs. Small teams are better for training. Depending on your preference and the size of your kennel, training teams might include only three dogs or as many as six to ten. Dogs can only run at their own pace and must never be pulled, whether by mechanical or other means. SummerlWarm Season Training Dogs needs some form of physical exercise all year long. As long as your dogs are in good health, light training in the summer is fun and beneficial. Equipment options include a bicycle, cart, dog walker, ATV, or a leash. For some dogs and mushers, running a few dogs loose may be an option. It is important to always use proper harness sizes and gang line lengths. Always check each dog for foot problems or injuries after each run. If you mush dogs in the summer, ensure they are well- hydrated before and after each run. Wetting them down beforehand with a hose or with creek or lake water can be effective. It is best to exercise sled dogs during the coolest time of the day, but even then you must watch carefully for signs of overheating. Signs of heat stress include heavy panting with an open trachea, gait change, wobbly legs and vomiting. If you are concerned that a dog might have heat stress, remove the dog from the team and carry it in your sled or vehicle. If you need to cool a dog down during summer, wet it with cool water. During winter, pack its body in snow. During and after cooling, continue to monitor its temperature with a rectal thermometer. Dogs routinely have temperatures of 103 to 106 degrees F while running (normal is 101 to 102 degrees F). Recheck the temperature every fifteen to thirty minutes as the dog cools. If the dog's temperature is still not normal after you have attempted to cool the dog, call your veterinarian. This could indicate a serious problem. Fall Training Most mushers like to start on some kind of wheeled rig before the snow comes. Make sure the rig has good brakes to slow the dogs down and that there is some type of parking brake. ATV's are widely used because they give the musher complete control over the dogs' speed, and they steer more easily than a cart. They also have lights, which provide safety in darkness, especially along roads, and they make noise that warns wildlife of the team's approach. A speedometer is convenient on any type of training vehicle. Start your fall training season with small, easily controlled teams and short runs, perhaps only Y. to 3 miles in length. Early season runs may require frequent rest stops. Decrease the number of rest stops and gradually increase mileage In subsequent runs as the dogs get stronger and fitter. If you have run the same distance over repeated training sessions and the dogs are finishing strong and happy, it is time to move up to the next level. In early fall training, don't push the speed too much. The dogs' muscles are not well -toned yet and it is easy to injure them. The goal of early training is to build up the dogs muscle structure to prevent injury later in the season. Any training schedule must include rest days to allow time to build muscle. You might run a dog every other day, or run two days followed by a day off. Water (or broth) your dogs when you retum from a run, and check for wom pads, especially if they are running on gravel or pavement. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... 17 April 21, 2010 Page 24 of 45 Page 69 of 202 Winter Training Once you are working on snow, continue to build slowly to the distance and speed of your choice. Always check each dogs feet and provide plenty of water or broth. It is not good enough to let them bite snow for their fluids. Not all injuries are easy to detect. A dog does not always show a substantial limp, so watch carefully for subtle signs. If a dog seems weaker or slower one day than the previous week, it might be due to injury or illness. A back can be injured without causing a limp, or a dog can be so excited to run that it will not show any signs of injury while running. You may be able to detect problems by observing the dog at home. Detecting injuries or illnesses early can keep your team healthy and working all season, and can save money on veterinarian fees. Check each dog over carefully at least once a week. Knowing each dogs "healthy' condition will make it easy to detect changes. Consult with your veterinarian or another expert if you suspect problems. Booties should be used to prevent injuries on rough trails, including when snow crystals are abrasive in severely cold weather. If your dogs' feet develop any signs of worn pads or soreness, use booties on those feet until the problem is completely healed. You might consider not running the dog at all for a short while, depending on the severity of the problem. Be sure the booties fit well. A bootie that is too large flops around, picks up snowballs, and makes it difficult for the dog to run normally. A bootie that is too small can constrict the foot and be uncomfortable. Be sure to check booties regularly. A bootie with a hole in it can cause more problems than no bootie at all. Also, pick off all snow and ice balls around the tops of the booties frequently, as these frozen clumps can cause severe chafing. If your dog has dewclaws, watch for signs of wear around them. Remember that booties are not a cure -all for every foot problem. Consult your veterinarian or an experienced musher for more advice. In extremely cold or windy conditions, dogs can get frostbitten on some body parts. On a male, watch the sheath of the penis and the scrotum. On a female, watch the nipples, flanks, and vulva. Be extra careful with any female that whelped over the summer. Her nipples are usually somewhat enlarged throughout the winter, making them more susceptible to problems. Special dog jackets, belly pads, and fur sheath protectors are available and can help prevent cold- related injuries. Contact a mushing equipment company or other local mushers for ideas. Remember that males and females have very different problems, and the same equipment does not always suit all dogs. Dog Fights Minor spats and squabbles are relatively common among dogs, but serious dogfights are dangerous for both dogs and mushers. Dogs should be taught at a young age that fighting is unacceptable. It is essential to stop a dogfight before a dog is injured or killed. Fighting dogs must be separated and restrained, but be extremely cautious when handling highly aroused or aggressive dogs. In the heat of the battle, the dog may redirect its attack to you, inflicting serious wounds. Mushers have been severely bitten while breaking up fights and care should be taken when intervening. 18 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... April 21, 2010 Page 25 of 45 Page 70 of 202 Long distance racing: Before you consider running a long- distance race for the first time, evaluate your skills carefully. You must be good at winter camping with dogs, starting campfires at -50 degrees F with a strong wind blowing, applying first aid to dogs and yourself or another musher should you get caught between checkpoints, etc. You must have advanced skills in handling however many dogs you choose to start the race with. (In your first race, it is better to start with fewer dogs. A smaller team is easier to control and means fewer dogs to feed and care for.) You must also be an expert in feeding and foot care during high mileage situations. The time to learn these skills is during training, not out on the race trail. In general, to run a thousand -mile sled dog race, you should have at least 1,500 miles of training on each dog. These miles should be accrued in no less than a six -month period. To run in a 200 to 500 mile race, you should have at least 750 miles of training on each dog. These miles should be put on in no less than a four month period. Much of the training should duplicate your proposed racing situation, with weight in the sled, some four to six hour runs, camping trips etc. It is inadvisable to run any dogs under 15 months old in a thousand mile race. The ability of each dog in the team should be fairly equal so that no one dog is being pushed too hard. Teach your dogs to eat, drink and sleep in hamess before you race them. Feed them the same diet that they will race with, at least during the latter stages of training. Sprint racing: To create a quality team, sprint racers use the same training and conditioning techniques as those used for other types of mushing. Distance and speed should be built up slowly on a schedule determined by your dogs' progressive conditioning and willingness. It is better to err on the conservative side than to risk hurting a dog physically or mentally by demanding more than it is ready for. While speed may be the primary objective in sprint racing, not every training run should be at °race pace.° To prevent injuries in the fall, dogs should be physically conditioned with slower working runs before you allow them to run fast. Throughout the race season, vary your training speeds and your dogs will be more willing to go fast when asked. Proper manners and well behaved dogs are a must for a top performing sprint team. Even the quickest stop for a tangle or problem dog is a major disadvantage in a race. Take the time required to teach your dogs the necessary behavioral skills. Some sprint mushers simply concentrate on maintaining enthusiasm in their team, but a well behaved and enthusiastic team is possible and should be the ultimate goal. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 Training and Conditioning Tips 8c) Report No. CS 2010 -07, Doug 1... 19 April 21, 2010 Page 26 of 45 Page 71 of 202 8c) Report No. CS 2010 -07, Doug I... Recreational mushing: Training a recreational team can be extremely rewarding and satisfying. It can also be extremely expensive, both in time and money. Keep your priorities straight, share the work among family members, and have fun! Before you begin, decide whether you want a dog team for your family to enjoy and consider everyone's goals for the team. If you have small children, you may want to select dogs that are small and gentle so the kids are comfortable with them. Some older, well- trained retired dogs from another team may be perfect for you, and they can help train younger dogs. Make your dog time quality time for your family. Chart the accomplishments of each dog. In the summer, you might have a weekly dog show to demonstrate each dog's new tricks. Having a small number of dogs allows you to give each individual lots of attention. The dogs will learn that they have fun with you and they will be eager to please. Seeing your dogs thrive on this special attention, watching your family share the responsibilities, experiencing the magic of bonding with animals and the satisfaction of a job well done are ample rewards. In winter, plan methods of training and goals for your team with family members. Listen, talk, encourage, and reward Have fun and don't be afraid to ask other mushers for help. Practice 'Whoa" and "come haw" repeatedly, until the dogs respond easily; this will give the less experienced members of your family a better sense of security. You may want to work with the dogs on a leash, rewarding them for correct behavior. Take a family member with you on the sled. A less experienced passenger can help out and learn what you ask of the dogs. Make sure your passenger is comfortable. After the dogs have settled down, let your passenger drive the team on a safe stretch of trail. Always train with small, controllable teams. Gradually increase your distance over the winter. Explore new trails. This gives your dogs experience in different conditions: breaking trail, running into open water and on ice, and turning around. Take a picnic along. Stop along the trail and build a campfire. Your family might enjoy working toward taking the team on an overnight trip, either camping out or staying in a remote cabin. This could be a spring celebration after a winter's training. Remember that you don't have to go a thousand miles. Plan according to the abilities and desires of your family and the endurance built up by your dogs. Skijoring: Skijoring is one of the simplest forms of dog driving, but common sense, patience, and general training principles still apply. Stay within your dog's capabilities for weight load, speed, and distance. Be aware that some dogs (including experienced sled dogs) can be quite frightened by the strangeness of the skis, and a dog may need extra time and lots of positive reinforcement before it will accept being followed by them. Avoid running into your dog with your skis or ski poles at all costs. Proper equipment is important both for your own safety and for the comfort of your dog. Use a wide skijoring belt (at least 3 inches wide across the back) and a releasable skijoring line at least 7 ft long. Longer tines (up to about 15 or 20 ft) work well for recreational skijoring and hilly terrain. Shorter lines give better control and are favored for racing. Be sure the line is long enough to prevent the tips of your skis from hitting the dog. A line with a shock (bungee) cord incorporated into it wit absorb the stress of sudden starts and stops, a benefit to both you and your dog. Use a properly fitted, standard X -back or H -back mushing harness. Weight pulling harnesses are not recommended. 20 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 April 21, 2010 Page 27 of 45 Page 72 of 202 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... A wide variety of dog breeds have been used successfully for skijoring. If you skijor with a non Northern breed, watch carefully for foot problems. Some breeds of dogs, especially those with silky coats, are particularly prone to ice balls. Booties may be necessary in some cases. Also, a shorthaired dog may need a dog coat and/or a sleeping pad in very cold weather or when camping out. Weight pulling: Aweight pull dog should be strong, sound, in good health and have a desire to please. Before a dog is entered in a weight pull competition, it should have at least basic training and be in good physical shape. A dog that is in poor condition might pull beyond its physical abilities simply because it wants to please or because of the excitement of the activity. Avoid heavy pulling until your dog is in top shape. Conditioning can be accomplished in various ways: running in a team, running alongside a bicycle, skijoring, or pulling a tire. Perhaps the best method is for your dog to pull a tire with increasingly heavy loads. Be very careful to increase the loads gradually. This is important for mental as well as physical conditioning. A dog must know that when it is commanded to pull, the load will move. Many factors influence the ease with which a dog can pull: weight of the load, snow depth and conditions, and temperature. As you train, adjust the load downward if your dog has difficulty starting the load. It is important to condition the cardiovascular system as well as the building muscle. This is done by alternating days of pulling heavy and light loads. You can't begin too early to train your dog to pull. Even a young puppy can have fun wearing a harness and pulling an empty box around. Use this time to teach some basic commands, such as those to pull, whoa, and perhaps gee and haw, as well as to sit, lie down, and stay. Be careful not to let the box bump into the dog or let the dragging noise frighten it. Gradually increase the weight the dog pulls and progress from a piece of firewood to a 12 inch tire, for instance. Give the command to pull, let the dog pull a short distance and lavish it with praise. Make it fun. Your dog will pull for sheer enjoyment and because it pleases you. Be sure to let your dog know that you appreciate its effort. Dogs should not be entered into competition until they are at least a year old; large breeds should wait until a year and a half. This gives them time to reach skeletal maturity. When the time comes to enter a weight pull competition, your dog will know what is expected and will be ready to do it well. Winter transportation: Some mashers use their teams for traveling cross country, doing fieldwork for their jobs, freighting supplies, running trap lines, and general winter transportation. Training these teams may focus on building endurance and strength and on mushing in severe weather conditions. It is critical that the dogs learn to whoa, wait in harness, and find old trails in drifts. They need to leam to follow along behind their musher when he or she is breaking trail on snowshoes, and they should team to ignore animals caught in traps. These abilities come by working with small teams, day after day. Mushers who depend an their dogs for winter transportation often have a very close relationship with their teams. The trust and appreciation that develops after many hours, many days, and many seasons together create a team that seems able to go anywhere and do anything. This is not magic. It is simply the result of clear communication, mutual respect and consistent, repetitive reinforcement. 21 April 21, 2010 Page 28 of 45 Page 73 of 202 22 Corporate Services Municipal Law Enforcement Report No CS2010 -007 Basic Health Care 8c) Report No. CS 2010 -07, Doug 1... Veterinary Care Develop a good working relationship with your veterinarian. He or she will be a valuable source of information on current dog care practices as well as providing other services as needed. As the dog's owner, you can often perform routine procedures yourself but will also have to obtain professional care on occasion. The science of veterinary medicine is evolving; frequent contact with your veterinarian will help you stay informed about the latest changes in veterinary sciences. Many veterinarians also benefit from contact with mushers. Mushers bring a new dimension to animal health care professionals. Having regular contact with a vet also serves to present a positive image of dogsledding to the public. Record Keeping Record keeping is an essential part of any kennel operation and is a requirement for P.R.I.D.E. kennel certification. Often, your veterinary clinic keeps records of office visits and professional vaccinations, but most care and medical treatments are given by the musher. Keeping track of medications, vaccinations, illnesses and general health will allow you to identify health trends. Records can include breeding cycles, on and off season weight fluctuations and training and performance distances and times, Adult Dogs Daily care: Monitor each dog's appetite and water intake as well as its fecal and urine output These changes, as well as changes in behavior, are frequently the first signs of a health problem. Running your hands over the dogs daily will allow you to recognize abnormal conditions. Monthly care: Trim nails and groom each dog. If a dog is shedding, grooming keeps its skin and coat healthy. Administer heartworm preventives and extemal parasite control medications (for fleas, lice, ticks, etc) if needed. Three to six month care: Work out a deworming program for your dogs with your veterinarian. The type of dewormer and frequency of administration will depend on the type and species of intestinal parasites in your area. Yearly: Consult with your team's veterinarian to develop an appropriate vaccination schedule for your dogs based on the health problems common to your region and the demands of your race schedule or mashing goals. If you live in an area where professional veterinary care is not available, contact your state, provincial or national veterinary medical association for Information to help you develop your own vaccination schedule. Also consult the rules of races you may wish to run with your team. Many race- giving organizations (RGOs) specify vaccinations that dogs in their events must have received. During the late summer of each year you should perform a thorough physical exam on each dog in the kennel. If you find any problems, you will have time to treat them before fall. (See Yearly and Pre purchase Exam section below for guidelines.) April 21, 2010 Page 29 of 45 Page 74 of 202 Basic Health Examination 8c) Report No. CS 2010 -07, Doug 1... Consider having an annual veterinary house call to your kennel. This is one way of becoming a P.R.I.D.E. certified kennel. An annual kennel visit is a great way to have vaccinations administered and have all your dogs examined without transporting every dog in the kennel to the vet office. This is a great time to discuss each dog's specific needs with your vet, allowing every dog to reach his or her greatest potential. Some veterinarians have backgrounds and training in large animal care but rarely get out in the field anymore. Your request for a kennel visit may become something they look forward to. The following guidelines are basic elements of a physical health examination for dogs. They can also be used when considering the acquisition of a new dog for your kennel or for a pre season health assessment. Some of these elements should be performed daily or even both before and after running. (Elements marked with an asterisk should be performed daily.) General attitude A dog should be alert and interested in its surroundings. Weight and coat A dog should be lean but not thin. It should have a healthy, shiny coat and skin that is a light pink with no raw areas or excessive flaking. Run your hand over the dog's whole body, checking for lumps, bumps and sores. Adog that is underweight/overweight or with an unhealthy coat may be showing signs of conditions such as hypothyroidism, parasitism (internal parasites such as worms or coccidia, or external parasites such as lice, fleas, or mange mites), malabsorption syndrome (an inability to absorb nutrients), or another ailment. However, keep in mind that all dogs do not always look their best. Even a beautiful coat looks rough during shedding, and a female will shed after she has pups. Eyes The eyes should be clear, without excessive tearing, redness, or a gray or blue haziness on the cornea. The pupils should be symmetrical. Ears The ears should be clean inside without a waxy or pussy discharge and without a foul odor. Nose There should be no nasal discharge, raw areas, or dry, crusty buildup around the nostrils. Mouth: The mouth and teeth should be clean without any strong odors or excessive tartar buildup. The gums should be pink without infection along the teeth gum border. Check for broken teeth or an uneven bite. Dental disorders may contribute to poor appetite, poor attitude, or chronic infection. Respiration: A dog's normal heart rate is 100 to 130 beats per minute, and its respiratory rate should be about 22 breaths per minute. These may both be elevated in an excited dog, and both will be hard to evaluate in a panting dog. Listen for coughing, wheezing or other abnormal respiratory sounds. Chest: The chest should expand and contract symmetrically. There should be no pain or tenderness when the dog's ribs are gently pressed. Use a stethoscope to listen over the lungs. Lung sounds should be equal from side to side with no abnormal noises. Because chest injuries can result in massive internal bleeding and respiratory system compromise, a veterinarian should evaluate any significant chest injury. Abdomen: The abdomen should be symmetrical and not distended. The abdominal wall should be pliable when gently pressed toward the spine. A painful, tender, distended abdomen may be a sign of a potentially fatal problem that requires the intervention of a veterinarian. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 23 April 21, 2010 Page 30 of 45 Page 75 of 202 24 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Muscles and bones Check the dog for symmetry. Compare the muscles and joints of the two hind legs and of the two front legs. Swelling on the foot may be an indication of an old metacarpal fracture. Swollen wrists may be a sign of arthritis. Asymmetrical muscle masses may indicate lameness or an unequal use of limbs. Feet Check the feet for signs of injury or excessive licking between the pads (mahogany, discolored hair). Examine the nails and dewclaws and trim when necessary. Rectum: Check the rectum for open sores, growths or excessive swelling. Veterinary considerations when acquiring a new dog. Females to be used for breeding: Dogs intended for breeding deserve special consideration. Before purchasing a female, be sure to ask the following: Has she had regular heat cycles? Has she ever been on medications to delay or postpone heat cycles? Has she ever had a pregnancy terminated'? Has she ever had pups? If so, what kind of mother is she? Examine the mammary glands for swelling; mammary tumors are not uncommon in older intact females. Examine her nipples for signs of frostbite. Severely frozen nipples are not functional. Examine the vulva for growths, swelling, or discharge. Males to be used for breeding: Make sure that a male that might be used for breeding has two normal sized testicles. Check for excessive prepucial discharge. Ask if the dog has ever sired a litter. Has he ever had any medications? Anabolic steroids, for example, will reduce fertility. Low thyroid levels will decrease fertility in males as well as females. Brucellosis is a sexually transmitted disease that should be tested for if it is a problem in your area. (Some countries make a brucellosis test an entrance requirement.) Other considerations: Before introducing a new dog into your yard, make sure that it is current on vaccinations and has recently been dewormed. Check the dog closely for lice, mange, and fleas. If you are buying a dog with parasites, isolate him/her from the others until the issue has been resolved. April 21, 2010 Page 31 of 45 Page 76 of 202 KEEPING YOUR KENNEL THE RIGHT SIZE Determining Your Needs Any trainable dog can be a sled dog, depending on what you want to do with it. A musher must use appropriate care when asking any dog to work. A team of beagles can pull a sled, but they couldn't break trail in deep snow. Ateam of 30 lb border collies might pull well, but they should be outfitted with booties to protect their long haired feet. A team of poodles can make good sled dogs but it isn't wise to ask them to camp out in severe weather. Some dogs have a head start for some types of mushing. Northern breeds evolved specifically as sled dogs and they have physical adaptations that keep them comfortable in very cold weather. Thousands of years of selective breeding have given them a strong instinct to run and pull. When deciding how many dogs you should own, consider how much money and time you can dedicate to your team, what your zoning laws and living situation will allow, and what it will take to do the type of mushing you want There are different types of sled dogs and you will need fewer dogs if all of the dogs you own are suitable for what you want to do. If you keep fewer dogs, your costs will be lower, and you can give more attention and better care to the ones you have. Keep your kennel the size you can care for properly. Don't let numbers increase to the point that neither you nor the dogs are happy. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug L. 25 April 21, 2010 Page 32 of 45 Page 77 of 202 Preventing Breeding The most effective method for preventing dogs from breeding is to spay or neuter all dogs you do not intend to breed. Spaying (ovariohysterectomy) or neutering (castration) are good options for dealing with heat cycles and for preventing unwanted litters. Sterilization can also make it easier to run females and males together, and can save money by reducing dogfights, health problems, and food requirements. Spaying and neutering can save a tremendous amount of frustration, energy and money in the long run. One unwanted litter or one serious dogfight is much more expensive than the cost of the surgery. Some mushers are under the false impression that spaying or neutering will reduce the drive of the racing sled dog, but this is not the case. (Zink 2005) Many top long- distance and sprint mushers have successfully run neutered and spayed dogs in their racing teams with no decrease in performance. And many races have been lost by having a bitch come into heat at an inopportune time. The.only reason to not neuter or spay a dog is the desire to breed the dog. Some veterinarians who specialize in canine athletes recommend spaying or neutering athletic dogs including working sled dogs any time after 14 months of age. Dogs sterilized prior to puberty seem to run a higher risk of injuries to bones and joints, to some types of cancers and to some behavioral problems, including fearfulness and aggression. (Zink) If you own any female dogs that aren't spayed, you must have at least one heat pen. It should be capable of containing all dogs in season comfortably and securely at the same time. To be effective your heat pen should be either tall enough or roofed over so that dogs can't get in or out. Even if all of your male dogs are secured and under control, the heat pen is necessary to prevent breeding with stray dogs. (See The Dog Yard and Housing section for details on heat pen design.) If you suspect a bitch has been accidentally bred, consult with your veterinarian as soon as possible. Your vet may be able to perform tests to determine whether or not she is actually pregnant If she is pregnant you may abort the pregnancy and prevent future mishaps by having the vet spay the dog. If you strongly feel you want to breed her in the future, treatments are available to terminate pregnancy if given within a few days of breeding. Abortions can cause complications and aren't a substitute for prevention. Consult your veterinarian for details. What to Do with Dogs You Don't Want to Keep It is unfair to the dogs to own more than you can handle. Any musher only has so much time, space, and money, and those are divided by the number of dogs in the yard. Sled dogs are born to run and should not be kept on their chains all their lives. Don't keep them if you don't have the time to exercise them. Review your needs, honestly evaluate the dogs you already have and then decide the best course of action. The most difficult part of owning dogs is figuring out what to do with the ones you can't keep. You might be able to sell your extra dogs, but don't assume so. The market is very limited except for sellers with top -notch kennel records or dogs from rare and highly desirable bloodlines. If you do sell dogs, be honest and try to make the right matches. Be sure that the new owner will care for the dog properly. Consider giving trial and return periods as a means to encourage adoption. Occasionally contacting and being available to assist new owners in the care of your old dog is a great way to maintain a positive relationship with the new owner and let you maintain a lifelong connection to the dog. 26 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... April 21, 2010 Page 33 of 45 Page 78 of 202 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Another option is to give surplus dogs away to interested, reliable people. Consider recreational or junior mushers, skijorers, mushers competing in a different mushing discipline or less demanding classes, or pet owners looking for a companion. Be sure to fit the dog to the right person. Many sled dogs are challenging pets; some have an instinct to roam or kill livestock and are often more independent than some pet owners expect. Keep in mind that dogs that have been properly cared for and socialized have the best chances to be placed. Since a dog that is not good enough to keep is probably not good enough to breed, consider having the dog spayed or neutered before giving it away, or requiring that the person taking the dog have the operation performed. If you are unable to find new homes for unwanted dogs you may be able to relinquish your surplus dogs to a sled dog rescue organization. Some sled dog rescue groups specialize in pure- bred dogs such as Siberian huskies or Alaskan malamutes, and others are willing to accept Alaskan huskies and other mixed breeds. A group that specializes in sled dogs will generally have a better chance of placing your working dogs in an appropriate home than a government operated animal shelter. Such shelters should only be considered for dire and/or emergency situations. If you must relinquish your dogs to an animal control agency be aware that any dog not adopted within a limited time period will probably be euthanized no matter how friendly or well socialized the dog is. Sled dogs are often misidentified as non adoptable or overly aggressive by some shelters and can be euthanized immediately based on local ordinances or requirements. Your dogs chances of survival are much greater if you take responsibility for finding it a new home yourself. Acquiring Dogs It is important that you determine your mushing goals before acquiring even a single sled dog. Once your mushing goal is firmly established acquire only those dogs with physical and behavioral attributes that will help you achieve that goal. This will prevent you from acquiring unsuitable dogs that will need to be re -homed later. Leasing or borrowing dogs may be an option if you aren't sure how committed you are or if you need extra dogs for only one race or one season. Shop carefully, as there are many options. Ensure your lease or loan agreement is clear about who is financially responsible for illnesses or injuries, and remember that borrowed dogs need the same responsible care as the ones you own. Another option is to volunteer to "foster" rescued sled dogs for a sled dog rescue organizations. When you are ready to establish your own kennel, keep your mushing goal in mind. If your goal is to win sled dog races, it isn't enough to buy the best dogs you can afford. Instead, you must afford the best dogs you can buy. Today's sled dog races are extremely competitive. Only teams made up of exceptional dogs can win consistently. Mushers with more modest goals have a much wider range of options. Experienced sled dogs suitable for a variety of mushing disciplines are frequently available through sled dog rescue organizations or from other mushers in your area who have surplus dogs that need to be re- homed. There are very good dogs available but you have to make sure the dogs you get are the right dogs for you. Don't make the assumption that a dog from a well -known kennel or bloodline will meet your needs. Evaluate the individual dog in relation to your goals. For help in evaluating the health of the dog you are considering acquiring, see the Basic Health Care: Basic Health Examination section. 27 April 21, 2010 Page 34 of 45 Page 79 of 202 Another option for building a team is raising puppies yourself if you have the time and energy for this process. Good dogs are easier and probably less expensive to buy than to raise. However, raising puppies is a fulfilling experience if you can afford to do it and have homes for each of the puppies. Breeding sled dogs should be viewed as a way to produce better dogs, not just more dogs. If you do decide to breed dogs, remember that in less than six months you will have essentially full grown dogs, each needing a house and chain or a pen of its own. For Alaskan huskies, plan on more than six pups per litter. A litter can easily be as many as ten or as few as one. Two litters can therefore produce as many as twenty new dogs! Before you breed dogs you must do two things: (1) Make a realistic plan for what you will do with every pup that is born. (2) Ensure that the dogs you breed have all the essential characteristics you want. If you don't have the right dogs, buy a good female, buy the service of a good stud, or offer to raise pups for a musher who has high quality dogs. Never breed dogs with any physical or behavioral defects. Undesirable attributes are as likely to be inherited by their offspring as the traits you wish to perpetuate. Remember that good genes are responsible for only a portion of the final result Raising excellent sled dogs requires excellent physical care, mental and physical conditioning, socialization and training. The more time you spend with your puppies the better sled dogs they will be. Both male and female dogs become fertile at six to 12 months of age. The average interval between estrus cycles is about six months, but it varies widely. Some females to come into heat every three to four months, others only once a year. Although a female may be bred in her first heat, many breeders prefer not to because it interrupts her growth and because young dogs can be poor mothers. It is also a good idea not to breed very young dogs so that you can be sure they have the traits you want. Older dogs can be bred, but fertility generally declines after about 10 years of age. Be cautious about breeding females over six years old that have not been bred for two or three years, as they more frequently have problems with whelping. Be sure the female is adequately vaccinated and wormed before breeding. Be sure to disinfect the puppy pen, doghouse and whelping box before the pups arrive. Pups are usually born 60 to 65 days after the breeding. An experienced veterinarian can often tell if a dog is pregnant by palpating the abdomen 21 to 28 days after breeding. For more information, consult your veterinarian. A pregnant female will need progressively more food starting the last three weeks of her pregnancy. The female should be in good condition and weight, Do not allow her to become obese, as this can cause trouble during whelping. See the Feeding and Watering section for more information. References: Zink,C., "Early Spay- Neuter Considerations for the Canine Athlete One Veterinarian's Opinion ",Canine Sports Productions, http:// www. caninesports .com /SpayNeuter.html, 2005 28 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... April 21, 2010 Page 35 of 45 Page 80 of 202 8c) Report No. CS 2010 -07, Doug L. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 !i ii „r ri�� r r/ Whelping and Raising Puppies Whelping and Puppy Pen Give the female all the advantages possible so she can produce a healthy litter. She needs an extra large house in which she can easily stand up and turn around. She should have extra room all around her when she lies down so she won't lie on the pups or be restricted during whelping. The whelping house should be equipped with a hinged or removable roof to make it easier to access the mother and pups. Most litters should be planned to arrive during the spring, summer, or fall so the outside temperature is not too cold at birth. If you deckle to have a winter litter you may have to plan on having the female inside a building where it is at least above freezing. Whelping can take place outside at lower temperatures but extreme caution should be used, especially with a female whelping for the first time or under exceptionally harsh weather conditions. Summer temperatures above 70 degrees F can also be dangerous for the puppies. During their first few weeks of life puppies cannot regulate body temperature. Mosquitoes can also be a very serious problem for pups born during summer. You may need to whelp and raise the puppies inside your home if you have a bad mosquito problem or high temperatures. 29 April 21, 2010 Page 36 of 45 Page 81 of 202 Keep the whelping pen clean and dry. Many pathogens that are lethal to puppies are soil bome. In areas where such pathogens are known to exist it is important to maintain a level of pathogen protection. Basic hand washing before and after handling both mother and offspring will go a long way. Other practices such as shoe and boot pans placed outside of the whelping pen will also prevent various pathogens infecting the puppies. A boot brush and a solution made up of one part household bleach and 10 parts water will reduce the risk of introducing soil borne organisms into the puppy pen. Awhelping box provides a nest or den in which the female can whelp and begin raising her litter. It should be large enough to allow the female to stretch out without lying on or disturbing her puppies. It should be tall enough to contain the puppies but allow the mom to leave them when she desires. The whelping box should be placed In a larger enclosure or pen either indoors or out as a primary containment for both the mom and puppies, but also isolate them from other dogs. Puppy pens should be a minimum of 100 square feet. If birds of prey might be a threat the pen should have a roof. Rawhide or hard rubber chews and balls are nice extras for the puppies' enjoyment. Ramps, tunnels and bridges provide mental stimulation. Be sure all additions are of sizes and made of materials that are safe for the puppies and mother. The puppy pen needs to be cleaned at least once a day, or more often as needed. Whelping boxes need little bedding since the mother does most of the cleaning. If the puppies are reared in warmer months a smooth wooden floor will suffice. Weaning and Feeding Puppies Puppies should be offered gruel of ground and soaked kibble beginning at three weeks of age to supplement what they receive via nursing. Puppy food or a performance diet is recommended. Puppies under four months should be fed two to three times per day or free fed. Puppies should be fed enough to keep them fleshed out and to ensure they have enough energy to grow, but they should not be allowed to become obese. (See Feedino and Watering section,) 30 kiik 11 i11110f 11111111 II 1 11 /111111/1 r Nn timuumuumin allasuulump assupwr sr 111 j110 tcrri ��pNW11111 IL Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... April 21, 2010 Page 37 of 45 Page 82 of 202 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Weaning Mothers will usually wean puppies themselves when the pups are between four and a half and eight weeks old. If you wish to remove the mother from her pups at this time, you can. Ideally puppies should remain with the mother for the entire eight weeks. Emergency health situations may require early separation, but this should only be done under the direction of your veterinarian. If the pups are removed while the mother is still lactating the mother will need to be dried off. If the mammaries become firm, swollen, or red, consult your veterinarian. Many mushers choose to leave the mother with the pups until the pups are individually tethered or penned. If the mother is still enjoying the pups and playing with them, this can be a good source of education for the puppies. Reintroduce the mother to mushing slowly. She needs time to recover from nursing the pups. Short runs of 2 to 3 miles with the team are fine. Protect her enlarged nipples from cold weather for the whole season after whelping. Puppies need to stay in the litter for at least eight weeks to ensure normal psychological development. During the fourth through sixth week, a puppy learns basic social behavior for dogs. If a puppy is removed from its family before six weeks it may have behavioral problems as an adult. When you rehome a pup, make sure you provide copies of all vaccination and deworming records to the new owner and caution him or her to change the pup's food slowly. Puppy Health Care Day 1: Examine each puppy for abnormalities. Check the mouth for cleft palate. Make sure that all puppies are nursing, as it is important for the puppies to receive the mother's colostrum, which flows for only a few days. If you have any questions or problems, call your veterinarian right away. Day 2: Remove dewclaws, if there are any, from both the front and rear paws. This prevents trouble with booties later on and prevents the dewclaws from getting caught on something and damaged. Have your veterinarian perform this procedure, or have a veterinarian or an experienced musher show you how to do it yourself. Three to four weeks: Deworm with the product recommended by your veterinarian. Continue deworming the puppies and mother on a schedule recommended by your veterinarian. Eight weeks: Vaccinate with a combination vaccine that is recommended in your area. These may include distemper, parvovirus, and adenovirus. Work with your veterinarian to develop a vaccination program to meet the specific needs of your team. Rearing Just as children have formative years, puppies have formative months. Puppies need lots of human attention early. The more you put into your pups, the more you will get out of them as adults. Play with them at least a little every day so they don't become shy of people. Try to familiarize your puppies with as many different situations as possible by taking them on walks, bringing them inside, having children play with them, exposing them to crowds etc. The most important time to develop a trusting, positive relationship with a pup is between its third to 16th weeks of life. Many people mistakenly believe that good genetics are all that are needed to produce a good sled dog. Without the proper care and training, a puppy with great potential can become a complete failure as a sled dog or pet. The following are some benchmarks in a puppy's development: 31 April 21, 2010 Page 38 of 45 Page 83 of 202 32 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... One to three weeks: During their first weeks of life, handle each puppy two or three times a day. Weigh them to ensure that no negative changes are occurring. Pet them and talk to them. Their relationships to humans can start from the day they are born. Three to sixteen weeks: Introduce the puppies to as many unique experiences as possible. Between six and eight weeks is a particularly critical time for socialization with people. They can team their names, leam to come when called, and develop a strong bond with humans during this stage of their development. Four to six months: If tethering is the method of confinement this is the time to introduce them to this experience. Put a collar on each puppy and In the months following frequently check the collar's tightness and adjust it as the puppy grows. Place them on individual tethers. Five to eight months: Harness training is most easily done during this stage of the puppies' development Many methods are used: putting one or two pups in a small team with adults, or putting one adult leader with all the rest of the pups. Either way, the teams should be small (three to seven dogs), and the runs should be short (perhaps 4 to 3 miles). It is best not to have a steep down slope, icy trail or open water on the puppies' first few runs in harness. It is easy to scare a puppy. The most important thing is to let the pups have fun. Mushing will be an important part of their lives and it should always be a positive experience. Puppies should never be dragged along or pulled by a machine; they should always be going forward on their own accord and have the option to stop if they become frightened or tired. Some puppies will have a natural instinct to pull the first time they are harnessed. Other puppies will be overwhelmed by being tugged by the neck while at the same time running next to another dog. To avoid this, you might want to connect a pup and a reliable lead dog with a neckline and let them run around for a few minutes. Be sure to do this away from the dog yard to avoid tangles. Repeat the experience a few days before running the pup in the team. This helps a puppy to learn to jump over the ropes and accustoms it to the neckline. Be careful to match compatible dogs, and be ready to jump high when they come toward you at full speed. Eight to twelve months: It is important to get the pups out often in harness so that they learn all the basics of mushing while they are young: not getting tangled in the traces, pulling hard, urinating and defecating on the run, not chewing harnesses and gang lines, how to cross ice and water, how to pull on hills, forward and whoa commands, how to pass other teams, and most importantly, to have fun with their owner out on the trail. All of these are easiest and best learned when they are young. Twelve months: At this point, a dog has attained its basic size, although depending on the breed and genetic background, many dogs continue to fill out until about two and a half years old. Also remember that although a dog is one year old and looks mature, it is not mentally mature yet and still needs much more time to develop before it can be expected to behave and perform like an adult. Everything you would like to teach your dog (in addition to mushing) is also best done at an early age. At 4 to 12 months, their minds are open and responsive. For example, if they will spend a lot of time inside as adults or if they need to be obedience trained, put in the effort training them while they are young and make each experience positive and educational. April 21, 2010 Page 39 of 45 Page 84 of 202 Geriatric Dogs and End of Life Issues 8c) Report No. CS 2010 -07, Doug 1... When planning your mushing kennel it is important to recognize that, like humans, sled dogs grow old and eventually die. It is important that the musher have a plan for dealing with the special issues presented by geriatric dogs. As a dog matures beyond his or her physical prime you must decide whether to keep the dog for the remainder of his or her life, or find an appropriate new 'retirement' home for the dog. Most sled dogs start showing physical signs of aging at around seven years of age, though there are plenty of exceptions to this rule of thumb. The first sign that many racing mushers see is that the dog is no longer able to run as fast or as far as his or her younger teammates. Competitive sled dog racers who do not want to support older, slower dogs should consider finding the dog a new home while it is still in good physical condition. Gifts of older dogs in good physical condition are often greatly appreciated by junior mushers, beginners and mushers competing in less demanding disciplines or classes. You may also considering placing a retired dog into a home as a pet. Be sure the dog and the new owner are a good fit Many sled dogs can be challenging pets; some have an instinct to roam or kill livestock and are often more independent than expected. Keep in mind that dogs that have been properly cared for and socialized have the best chances to be placed. Since a dog that is not good enough to keep is probably not good enough to breed, consider having the dog spayed or neutered before giving it away, or requiring that the new owner have the operation performed. Many mushers prefer to keep their geriatric dogs and care for them until the end of their natural lives. Older dogs are especially valuable for helping train puppies and young dogs. Housing Considerations for Geriatric Sled Dogs: Older dogs often do not cope well with sudden changes in their environment. If you plan to keep your older dogs as house pets or change your confinement method, make the transition gradually, bringing the dog into the new environment for short visits and gradually increasing the amount of time until the dog becomes comfortable in his or her new setting. Older dogs are often less tolerant of weather extremes than younger dogs. They may require additional bedding or even an insulated doghouse to be comfortable during cold weather. During warm weather, ensure that older dogs have easy access to shade and fresh, clean water. Like younger dogs, geriatric dogs require adequate space and mental stimulation. (See the Dog Yard and Housing section.) Feeding Considerations for Geriatric Sled Dogs: As your aging dog's metabolic rate and general activity levels decrease, he or she will require less food to maintain a healthy body. Most older dogs will do well on the same ration you feed your younger dogs during the offseason. Occasionally a dog will have trouble digesting all the fat in this ration or may become constipated on it. If this occurs, try feeding a diet lower in fat or higher in fiber, respectively. It is important that you not allow your geriatric dog to get too fat. Obesity is the most common cause of major health problems in dogs, including kidney and liver diseases, diabetes and arthritis. Monitor older dogs' weight just as you do younger dogs, and adjust the volume of feed accordingly. Consult a veterinarian if you have concerns or questions. Corporate Services Municipal Law Enforcement Report No. CS2010 -007 33 April 21, 2010 Page 40 of 45 Page 85 of 202 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 Health and Husbandry Issues of Geriatric Sled Dogs: Geriatric dogs lose muscle mass and tone, long bones such as those in their legs become brittle, and arthritis frequently sets in. Providing your geriatric sled dogs opportunities for frequent short, slower runs with other older dogs or with puppy teams can help the geriatric dogs maintain a higher degree of flexibility, mobility and fun as they age. Geriatric dogs are more prone to infectious and chronic diseases than young dogs. Work with your veterinarian to determine an appropriate vaccination schedule for your older dogs and consult with him or her if you notice any changes in the dogs behavior, activity level or appearance. Be especially alert for any of the following signs of disease in geriatric sled dogs: Sustained significant increase in water consumption or urination Weight loss. Significant decrease in appetite or failure to eat for more than two consecutive days. Significant increase in appetite Repeated vomiting Diarrhea that persists more than two days. Lameness that lasts for more than three or four days. Lumps or masses in or under the skin, Open sores or multiple scabs in the skin, especially if they seem to be getting larger or worse. Hair loss, especially if accompanied by scratching. Persistent coughing or gagging Excessive panting Sudden collapse or weakness Inability to chew dry food Seizures, convulsions or sudden changes in behavior 34 8c) Report No. CS 2010 -07, Doug 1... Many of the diseases associated with aging can be easily diagnosed and treated, providing comfort in the dog's senior years. April 21, 2010 Page 41 of 45 Page 86 of 202 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... End of Life Considerations for Sled Dogs: Injuries and illnesses can threaten dogs quality of life. Whether your dog is injured during the prime of life or debilitated due to the diseases of old age you may have to decide whether or not to euthanize your dog. Animal care experts agree that it is appropriate to humanely kill a dog rather than to prolong suffering. There are no hard and fast rules regarding when it is or is not appropriate to do so. Here are some considerations you can use to help make your own decision: Is professional veterinary care available in your community? Can you afford to pay for the necessary veterinary care? How likely is your dog to recover from the problem? Is your dog in pain? If so, can the pain be effectively controlled? Is your dog able to eat and digest enough food to remain properly nourished? Is your dog mobile enough to move around its housing area? Is your dog able to breathe without difficulty? Does your dog behave as though it still enjoys living? Once you have considered the above, establish a euthanasia baseline condition. These are best established before the animal reaches the euthanasia threshold. It is much easier to establish these before human emotion becomes the deciding factor. It can be stated as simply as: When the dog is not longer able to..., then we will euthanize it. It is very easy to change this threshold as a dog approaches it. Experience has shown that as one "quality of life" measurement goes by, another threshold is established and so on. When this happens, it Is only avoiding the inevitable. Whenever possible, animal control shelters or veterinarians should be used to perform euthanasia as necessary. In isolated rural areas where such facilities are not available you must still make sure your dog is killed humanely, with no suffering. Consult a veterinarian or animal control officer for advice. In some regions local or state /provincial laws or regulations regulate body disposal. Many veterinarians and animal control shelters can cremate the body for you at little or no cost. If the law permits and you wish to bury your dog's body at your home or kennel it is recommended you place the body in a heavy duty plastic bag encased in a secure receptacle such as a wooden or metal box. You should bury the body under at least 3 ft of earth to prevent other animals from digging at the gravesite. 35 April 21, 2010 Page 42 of 45 Page 87 of 202 Best of Mushing: Sled Dog Basics. Ester, AK: Stellar Communications, 1998. 36 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug L. Additional Dog Care Resources recommended by Mush with P.R.I.D.E. Bush, Wendy. Ascent of Dog: Working Dogs in the West. Calgary, Alberta, Canada: Detselig Enterprises Ltd.,1998. Carlson, Delbert G., DVM, and James M. Giffin, M.D. Dog Owner's Home Veterinary Handbook. New York: Howell Book House, 2007. Cary, Bob. Born to Pull. Duluth, Minn.: Pfeifer- Hamilton Publishers, 1998. Collins, Miki, and Julie Collins. Dog Driver: A Guide for the Serious Musher. Revised Edition, Crawford, Colorado: Alpine Publications, 2009. Fishback, Lee. Training Lead Dogs. Nunica, Michigan: Tundra, 1978. Flanders, Noel K. Joy of Running Sled Dogs. Loveland, Colorado: Alpine Publications, 1989. Fogle, Bruce, DVM. Dog's Mind. New York: Howell Book House, 1990. Haakenstad, Matt. Ski Spot Run. Minnetonnka, MN: KISATI Ventures, 2004. Hoe Raitto, Mari, and Carol Kaynor. Skijoring with Your Dog. Fairbanks, Alaska: OK Publishing, 1991. April 21, 2010 Page 43 of 45 Page 88 of 202 8c) Report No. CS 2010 -07, Doug L.. Ki!commons, Brian. Good Owners, Great Dogs. Boston: Warner Books, 1999. Krieg, Ken. After Your Pet Dies. Fairbanks, Alaska: University of Alaska Fairbanks Cooperative Extension Service, 1992. Mushing Magazine. Willow, AK: Alaska: Smellydog Media. Piton, Andre. The Universe of Sled Dogs. Quebec: Edition Marquis Ltd., 1999. Rutherford, Clarice, and David H. Neil. How to Raise a Puppy You Can Live With. Loveland, Colorado: Alpine Publications, 2005. Shields, Mary. Alaska Happy Dog Trilogy. Fairbanks, Alaska: Pyrola Publishing, 1993. (For preschool through grade 3.) LaBelle, Charlene Sierra Nevada Dog Drivers. Mush! Revised! A Beginner's Manual of Sled DogTraining. Mechanicsburg, PA: Barkleigh Productions, 2007 Sternberg, Mike. Teach Your Dog to Pull. Post Falls, Idaho, 1988. USDA, NRCS. Composting Dog Waste. Washington D.C.:USDA, 2005 Additional recommended sources of information on sled dogs and mushing equipment include mushing workshops and seminars, sled dog symposiums and trade fairs, and listservs such as Sled Dog Central (htto cam). Corporate Services Municipal Law Enforcement Report No. CS2010 -007 37 April 21, 2010 Page 44 of 45 Page 89 of 202 38 Appendix Courtesy Nestle Purina z 1 0` 2 0 3 Ribs, lumbar versebroe, pelvic bones and a8 bony prominences evader, from o disk:mos. No discernible body fin. Obvious loss of muscle moss. Ribs, lumbar vertebrae and pork bones easily visible. No palpable fat. Some evidence of other bony prominence Minimal loss of moue moss. Ribs easily posed and may be visible with no palpable fat Rips of lumber vertebrae vhlblo. Pork bones becoming prominent. Obvious waist and abdominal tuck 4 8 s a ty pd� pe. ouch milted ha covering. waist eas1y Q naiad, viewed front abort. Abdominal tuck evident. sal 5 n palpable without excess Ice coverinngg,. Waist observed behind ribs when viewed from elbtrve. A6demne tacked up when viewed town side. 6 7 8 9 Ribs palpable wish slight excess fat covering, Well is discernible viewed hem above but h not prominent. Abdominal tuck Opporon*. Ribs polpobe with difficulty; heavy fm cover. Notkeabl fot deposits over lumbar area and base of Mil. Want obsess or barely visible. Abdominal tick may be present. Ribs not palpable under very heavy foe Dover, or polpobe only with sgnificant pressure. Heavy kit deposits over lumbar area and base of rail. Wale absent. No abdominal suck Obvious obdominol distention may be present. Massive lot deposits over thorns, spite and base of tail Wont and obdomtnol tuck abeam. Fos deposits on neck and limbs. Obvious abdominal distention. z t•% I in ird •t, vwe v.v. Aes. Co. rr J4so rvtrrr.tv}rrr. r,.. se..bsy, 0.1. s µn.�..�o xs :uss66.+awway.. r *SLEW amp, >as hew xr NO 1 Mtn w to w 1 Corporate Services Municipal Law Enforcement Report No. CS2010 -007 8c) Report No. CS 2010 -07, Doug 1... Nestle PURINA BODY CONDITION SYSTEM 1;"-‘ 5 Nestle PURI N l iik s 1 L April 21, 2010 Page 45 of 45 Page 90 of 202 THE CORPORATION OF THE TOWNSHIP OF ORO- MEDONTE BY -LAW NO. 2010 -075 Being a By -Law to Regulate Signs and other Advertising Devices And to Repeal By -law No. 2005 -118 WHEREAS the Municipal Act, 2001, S.O. 2001, c.25, as amended, Section 11 authorizes a municipality to pass by -laws respecting signs; AND WHEREAS the Municipal Act, 2001, S.O. 2001, c.25, as amended, Section 99 provides that all costs and charges incurred by a municipality for the removal, care and storage of an advertising device that is erected or displayed in contravention of a by -law of the municipal are a lien on the advertising device, and all costs and charges incurred for disposing of an advertising device may be recovered by the municipality as a debt owned by the owner of the device; AND WHEREAS Part XIV of the Municipal Act, 2001, S.O. 2001, c.25, as amended, confers broad authority on municipalities to inspect lands at any reasonable time and to take such necessary enforcement actions as are required to ensure ongoing compliance with a municipality's by -laws; AND WHEREAS Council deems it appropriate to regulate signs and other advertising devices and the posting of notices on buildings, vacant lots, or property of public utilities within the municipality; THEREFORE the Council of the Corporation of the, Township of Oro Medonte enacts as follows: 1 TITLE AND SCOPE 1.1 This By -law shall be known and cited as th By -law" and shall apply to the entire area of the Township of Oro M 2 DEFINITIONS 8d) Doug Irwin, Director of Corpo... 2.1 Advertising Device means the same as Sign 2.2 Agent means a person designated by the subject property owner or tenant, in writing,lo:obtain a pertr` it.on behalf of the subject property owner or tenant; 2.3 Alter means any change made in or to the sign and includes a change of location and size. of a sign; and /or change of construction material, but does not include maintenance of a sign or a change in the message displayed on the sign; 2.4 Awning means a space frame system, moveable or fixed, covered with fabric or like material attached and projecting from a building or structure but not forming an integral part thereof; 2.5 Banner means the same as Sign; 2.6 Billboard Sign means a sign located outside of a building which is erected, displayed, and maintained by a person engaged in the sale of or rental of space thereon to a third party clientele, upon which space is displayed advertising describing one or more goods, products, services, or facilities, not necessarily sold or produced on the premises or lands upon which the sign is located. 2.7 Building means a building or structure as defined by a Zoning By -law enacted by the Township pursuant to the provisions of the Planning Act, R.S.O. 1990, c.P.13, as amended; By -law No. 2010 -075 Page 1 of 10 Page 91 of 202 8d) Doug Irwin, Director of Corpo... 2.8 Building Code means the Building Code Act, 1992, S.O. 1992, c. 23, O. Reg. 350/06 as amended; 2.9 Building Permit means a permit issued under the Building Code Act, 1992, S.O. 1992, c. 23, O. Reg. 350/06 as amended; 2.10 Building Sign means a sign which is erected against the wall of a building. Building signs may be erected on each wall of a building but shall cover no more than five (5) percent of the total area of a building face, unless otherwise approved by the appropriate authority. 2.11 Canopy Sign means a sign applied to the surface of a canopy; not necessarily attached to a building, which does not extend horizontally or vertically past the limits of the awning. 2.12 Contractor Sign means a sign which is temporarily placed on private property by a person who is performing work on the property, including but not limited to contractors, sub contractors, architects, engineers or other professional consultants. 2.13 Council means the Council of The Corporation of The Township of Oro- Medonte; 2.14 Daylight Triangle means property sight triangles provided at intersections and other critical area that provide the trafric'with a visible interval;, property sight triangles are measured as 15 metres (56 ft) minimum along the;property lines of the intersecting roads; 2.15 Dismantled Motor Vehicle means a motor Vehicle which can be or was at one time used to provide transportation and /or to carry goods and merchandise; 2.16 Election Sign means any notice`,device which_ is used'by or on behalf of a political party or candidate for any Federal Provincial or Municipal election; 2.17 Electronic Message Display means that part of a sign which is electronically controlled and which: displays..informationin a pre- arranged sequence, and on which the intensity of illumination is maintained at a constant level; 2.18 Frontage means, the horizontal distance between the side lot lines, with such distance being measured perpendicularly to the line joining the mid -point of the front lot.line with the mid -point of the rear lot line at a point on that line eight metres (26 ft) from the front lot line. In the case of a lot with no rear lot line, the point where two (2)side lot lines intersect shall be the point from which a line is drawn to the mid-point of the front t, Pot line. In the case of a corner lot with a daylighting triangle, the side lot line =shall be deemed to extend to its hypothetical point of intersection with the extension of the front lot line for the purposes of calculating lot frontage; 2.19 Garage Sale Sign means a sale of used household or personal articles held on the seller's own residential premises. Yard Sale Sign shall have the same meaning. 2.20 Ground Standing Sign means a freestanding vertical sign which may be supported by a permanent column(s) and foundation in the ground, but does not include a Billboard Sign. 2.20.1.1 A Ground Standing Sign may be permitted between the property line and the building. No Ground Standing Sign shall be located within 2 metres (6.5 ft) from a common lot boundary with an adjacent lot and within 3 metres (9.8 ft) from the front property line adjacent to the public highway. No Ground Standing Sign shall be located closer than 1.0 metre (3.2 ft) to any driveway, unless located on a traffic island separating the lanes of a two -way driveway. By -law No. 2010 -075 Page 2 of 10 Page 92 of 202 8d) Doug Irwin, Director of Corpo... 2.21 Height means the vertical distance measured from the lowest grade level at the base of the sign to the highest point of the same sign; 2.22 Home Occupation Sign means a sign used to advertise an occupation conducted for gain in a dwelling unit by the resident(s) of that dwelling unit. 2.23 Illuminated Sign means a sign that provides artificial light directly or through transparent or translucent material, from either a source of light incorporated within the sign or by a light focused at the surface of the sign. 2.24 Internal Signs means signs contained within the interior of a building, usually not visible from off the premises on which the sign is located; 2.25 Lawfully Erected means that upon confirmation that an erected sign predates enactment of this By -law, such sign shall be deemed to be lawfully erected. 2.26 Lot means a parcel of land, fronting on a street, whether or not occupied by a building or structure: which may be described by metes and bounds in a registered deed; or as shown in a registered plan of subdivisiorj; any of its parts which are subject to right -of -way or easement; or contiguous lots in common ownership and occupied by a single building for the purpose of this By -law shall be deemed to be a single lot. 2.27 Maintenance means the act of preserving or retaining a sign in good condition but does not include alteration of a sign; 2.28 Mobile Sign means any sign: not permanently;affxed to the ground or to a building of which because of its;design,or nature may be moved and shall include a sign located, painted, mounted, or displayed on a vehicle or trailer if such sign identifies, advertises:or gives information in respect to a premises or a part thereof. Signs commonly known as Trailer or.,Portable Signs shall be deemed to be Mobile Signs. 2.29 Municipal,Law Enforcement Officer -means the officer or employee of the Township charged with the responsibility of enforcing this By -law; 2.30 Portable Sign means the Same as Mobile Sign; 2.31 Public Highway means a highway as defined under the Highway Traffic Act, as amended 2.32 Repair means to, significantly reconstruct a sign, but does not include the maintenance of a signor a change in the message displayed on the sign; 2.33 Sandwich Board Sign means a single or double faced sign that is not affixed to the ground, but is constructed of wood or other hard surface, commonly known as A -frame or Sidewalk signs. A Sandwich Board Sign shall not exceed 1.5 square (16 sq. ft) metres in area including the sign structure, and shall not exceed 1.2 metres (4 ft) in height; 2.34 Sign means any visual medium, including its structure and component parts, which is used or is capable of being used to draw attention to a specific matter for identification, information, advertising, service, activity, person, business, product, good, or location thereof, and shall include a Banner; 2.35 Sign area means the total area in square metres of the surface of a sign including the border and /or frame; 2.36 Sign Permit means a permit issued by the Township of Oro Medonte granting permission for a sign issued pursuant to this By -law; By -law No. 2010 -075 Page 3 of 10 Page 93 of 202 2.37 Special Event means an event that does not occur on a continuous basis, and is for a short period time, including craft shows, artisan tours, community events, celebrations such as birthdays, weddings and anniversaries, etc., but does not include events conducted on property zoned to conduct large scale temporary and /or special events; 2.38 Temporary Sign means a sign of not more than 3 square metres (32 sq. ft), in conjunction with a Special Event displayed a maximum of fourteen (14) days prior to the event and removed within one (1) week after the event; 2.39 Township means The Corporation of The Township of Oro Medonte. 2.40 Trailer means anything which can be or was at one time towed by a motor vehicle, has or had at one time wheels, and can be or was at one time used to haul goods. 2.41 Utility Pole means a wooden, metal, concrete or, other pole erected on any street that carries any public utility and shall include any pole erected to hold or support any traffic control device. 2.42 Yard Sale Sign means the same as Garage Sale Sign:. 2.43 Zone means a zone established by the Township's Comprehensive Zoning By- law No. 97 -95, as amended. 3 REGULATIONS 8d) Doug Irwin, Director of Corpo... 3.1 No person shall erect, display, repair, or Cause or permit to be erected, displayed, repaired or altered a °sign on any lands, buildings or structures without a Sign Permit. 3.2 Notwithstanding Section 3:1, signs referred to in Section 4 of this By -law are exempt from the requirementsiof,a Sign 'Permit. 3.3 No. person shall erect or display any sign within three (3) metres (9.8 ft) of the edge ofa'Township Road:„ 3.4 No person shall paint, place, attach or affix any sign to a tree, stone, or other natural object, fencepost or utility pole located on a Township road allowance and /or publiclands. 3.5 No person shall erect install, post, or display any sign which, by reason of size, location, content, or colouring obstruct the vision of drivers or detract from the visibility or effectiveness of any traffic sign on public highways. 3.6 No person shall erect, install, post, or display any sign in a location which obstructs or interferes with the normal flow of pedestrian or vehicular traffic, nor which restricts any sightline of a pedestrian or vehicle. 3.7 No person shall erect, install, post, or display any sign in a location so as to obstruct or impede any required fire escape, fire exit, walkway, door, or window or so as to prevent or impede free access of firefighters to any part of a building. 3.8 No person shall erect, install, post, or display any sign which incorporate in any manner any flashing or moving illumination which varies in intensity or which varies in colour, and signs which have any visible moving parts visible mechanical movement, or other apparent movement, other than that involving the time or temperature. By -law No. 2010 -075 Page 4 of 10 Page 94 of 202 8d) Doug Irwin, Director of Corpo... 3.9 No person shall erect, install, post, or display any sign on or over public property or public rights -of -way, unless erected and approved in writing by a government agency having jurisdiction. 3.10 No person shall paint on or attach any sign to a trailer and /or any part of a dismantled motor vehicle, whether or not it is licensed or on wheels, unless the property zone permits the existence of the trailer or dismantled motor vehicle. 3.11 The Township of Oro Medonte reserves the right to immediately remove, without notice, at the owner's expense, any sign erected or displayed in contravention of the provisions of this By -law. Where a sign has been removed by the Township, such sign may be destroyed or otherwise disposed of. 4 EXEMPTIONS 4.1 Signs erected by a government or municipal agency or under the direction of such agency and bearing no advertising, such as traffic signs and signals, safety signs, signs identifying public schools and facilities, including signs installed to fulfill any notice requirements under any statute, regulation or by -law, or signs to assist commerce and the tourist trade. 4.2 Real estate signs which advertise the sale, rental, or lease ofthe premises or lot upon which said signs are located. 4.3 Identification signs bearing municipal address,: estate names, or names of occupants of the premises. 4.4 Temporary signs that are used in conjunction with special events provided they are displayed a maximum of fourteen (14) days prior,, to the event and removed within seven (7) days after the event. 4.5 Garage Sale Signs provided they are displayed a maximum of seven (7) days prior to the event and removed within one (1) day after the event. 4.6 Signs that are used to advertise the sale of fresh farm products on the site which they are grown /sold;?. during the appropriate season, of no more than 3 square metres (32 sq. ft) in area. 4.7 "No Trespassing" signs, or other such signs regulating the use of a property, of no more than 0.5 square metres (5 sq. ft) in area, and is not illuminated. 4.8 Internal signs provided that the sign does not obstruct or impede any required fire escape, fire exit, walkway, door, or window or so as to prevent or impede free access of firefighters to any part of a building. 4.9 Contractor Signs of no more than 0.5 square metres (5 sq. ft) in area in residential zones and 2 square metres (22 sq. ft) in area in all other zones, provided that such signs are removed within seven (7) days of the completion of the work. 4.10 Township Mobile Signs promoting community events /activities and the electronic message display sign located at the Oro Medonte Community Arena. 4.11 Election signs shall be regulated under the Township of Oro Medonte Election Sign By -law. By -law No. 2010 -075 Page 5 of 10 Page 95 of 202 8d) Doug Irwin, Director of Corpo... 5 SIGN PERMIT 5.1 Application for Permit The applicant, or their agent, for a Sign Permit shall submit: 5.1.1 An application on a prescribed form prepared for that purpose; 5.1.2 A Zoning Certificate obtained from the Township's Planning Division; 5.1.3 Scale drawings and specifications of sufficient detail and quality as is necessary to ascertain whether or not the sign and its structure will be in compliance with this By -law and /or the Ontario Building Code; 5.1.4 Existing utilities and easements should be plotted on the scale drawings, i.e. overhead hydro and Bell Telephone; 5.1.5 Engineered drawings for any sign over 3.6 metre -(12 ft) in height; 5.1.6 Any sign regulated by the Ontario Building Code will. also require a Building Permit application; 5.1.7 Approval of other authorities having jurisdiction (i.e. Ministry;of Transportation, County of Simcoe); 5.1.8 If an authorized agent is submitting the application, a letter from the owner authorizing the agent to act their behalf shall be submitted at the time of the application; and 5.1.9 A fee as approved, in the Township of Oro'Medonte's Fees and Charges By -law shall be submitted' et the time of the application. Signs that are used in con with`; patriotic, religious, or charitable organizations shalt subject to the Application process, but shall be exempt from the. Sign. Permit Application fee. 5.2 Revocation of Permit. A Sign Permit may be revoked by the Township under the following circumstances: 5.2.1 Where the sign does, not conform to this By -law; 5.2.2 Where the sign does not conform to any regulation, law, or requirements of any government authority having jurisdiction over the area where the sign is situated; 5.2.3 Where the applicant has not complied with any special requirements /conditions imposed upon the Sign Permit; 5.2.4 Where the permit has been issued as the result of false or misleading statements, or undertakings, in the application; or 5.2.5 Where the permit was issued in error. By -law No. 2010 -075 Page 6 of 10 Page 96 of 202 6 GENERAL PROVISIONS 8d) Doug Irwin, Director of Corpo... 6.1 No person shall erect or maintain a sign upon a parcel of land or building unless it is accessory to a use that is lawfully being operated on such land in accordance with the Township's Comprehensive Zoning By -law No. 97 -95, as amended. 6.2 Where an approved site plan agreement/subdivision agreement provides standards for signage, and the signs for development comply therewith, such signs shall be deemed to comply with this By -law, and are subject to the issuance of a Sign Permit. 6.3 Commercial and Industrial Zones Signs Permitted bv Sian Permit 6.3.1 Billboard Sign 6.3.1.1 Billboard Signs are limited in size to 1 (one) square metre (10.8 sq. ft.) per each 1 (one) metre (3.3 ft.) of frontage of the property on which the sign is to be erected. A total maximum size of 60.39 square metres (650 sq. ft) of all Billboard Signs per lot is applicable 6.3.1.2 No Billboard Sign shall be placed within 305 metres ((1,000 ft) of another sign. 6.3.1.3 Billboard Signs are considered ta,be structures and shalt be set back from lot lines no less than the minimum required distance for the main use on the lot in accordance with the Township's Comprehensive Zoning By -law No. 97 -95, as amended, or the distance in accordance: with the setback standards as established by any other, authority (Ministry',; o f Transportation, County of Simcoe, etc.), and are subj to. a Building' Permit. 6.3.1.4 Billboard signs -shall not exceed a maximum height 8.0 metres (26.0 ft). 6.3.2 Building Sign' s 6.3.3 Canopy Sign 6.3.4 Ground Standing Sign 6.3.5 Illuminated Sign A- business limited to one illuminated sign which does not exceed 4 square metres (43 sq:' in size in total. 6.3.6 Mobile Sign A business is limited to one (1) mobile sign. 6.3.6.1 A mobile sign sF' all not be located closer than 3 metres (9.8 ft) from the boundary of the highway. 6.4 Residential Zones Sians Permitted bv Sian Permit 6.4.1 Home Occupation Sign 6.4.1.1 The Home Occupation use must be approved by the Township as complying with the Township's Comprehensive Zoning By -law No. 97 -95, as amended. 6.4.1.2 A residence is limited to one (1) Home Occupation Sign. 6.4.2 Sandwich Board Sign maximum of three (3) 6.4.2.1 Sandwich Board Signs shall display information related to the business for which the Sign Permit was issued. By -law No. 2010 -075 Page 7 of 10 Page 97 of 202 6.4.2.2 Sandwich Board Signs shall only be displayed during the hours of business, including 1 hour prior and 1 hour after, which it is advertising. 6.4.2.3 Sandwich Board Signs shall not be placed in a Daylight Triangle of any intersection or in such a manner to restrict any sightline of a pedestrian or vehicle. 6.4.2.4 Sandwich Board Signs shall not be placed in such a manner as to interfere with road maintenance or snow removal operations. 6.5 Aaricultural /Rural (A/R1.11 Zones Signs Permitted by Sion Permit 6.5.1 Billboard Sign 6.5.1.1 Billboard Signs are limited in size to 1 (one) square metre (10.8 sq. ft.) per each 1 (one) metre (3.3 ft.) of frontage of the property on which the sign is to be erected. A total maximum size of 60.39 square metres (650 sq. ft) of all Billboard Signs per lot is applicable. 6.5.1.2 No Billboard Sign shall be placed within 305 metres (1,000 ft) of another sign. 6.5.1.3 Billboard Signs are considered to;be structures and shall be set back from lot lines no less than the minimum required distance for the Main use on the lot in accordance with the Township's Comprehensive Zoning By -law No. 97 -95, as amended, or the distance in accordance with the setback standards as established by any other "authority (Ministry of Transportation, County of Simcoe, etc.), and are subject to a Building Permit. 6.5.1.4 Billboard signs shall not exceed a maximum height of 8.0 metres (26.0 ft). 6.5.2 Canopy Sign 6.5.3 Ground Standing Sign 6.5.4 Home Occupation Sign: 6.5.4.1 The Home Occupation use must be approved by the Township as complying with the Township's Comprehensive Zoning By -law No. 97 -95, as amended. 6.5.4.2 A residence is limited to one (1) Home Occupation Sign. 6.5.5 Sandwich Board Sign"- maximum of three (3) 8d) Doug Irwin, Director of Corpo... 6.5.5.1 Sandwich Board Signs shall display information related to the business for which the Sign Permit was issued. 6.5.5.2 Sandwich Board Signs shall only be displayed during the hours of business, including 1 hour prior and 1 hour after, which it is advertising. 6.5.5.3 Sandwich Board Signs shall not be placed in a Daylight Triangle of any intersection or in such a manner to restrict any sightline of a pedestrian or vehicle. 6.5.5.4 Sandwich Board Signs shall not be placed in such a manner as to interfere with road maintenance or snow removal operations. By -law No. 2010 -075 Page 8 of 10 Page 98 of 202 6.6 All Other Zones Signs Permitted by Sian Permit 6.6.1 Building Sign 6.6.2 Canopy Sign 6.6.3 Ground Standing Sign 6.6.4 Sandwich Board Sign maximum of three (3) 6.6.4.1 Sandwich Board Signs shall display information related to the business for which the Sign Permit was issued. 6.6.4.2 Sandwich Board Signs shall only be displayed during the hours of business, including 1 hour prior and 1 hour after, which it is advertising. 6.6.4.3 Sandwich Board Signs shall not be placed in a Daylight Triangle of any intersection or in such a manner to restrict. any sightline of a pedestrian or vehicle. 6.6.4.4 Sandwich Board Signs shall not be in such amanner as to interfere with road maintenance or snow removal operations. 7 NON CONFORMING SIGNS 7.1 Any sign lawfully erected or di before the :day this By -law comes into force may remain and be maintained':: notwithstanding that:it may not conform with the provisions of this By -law, provided, that such: sign shall be altered or repaired, unless the same sh'all:either conform or be made, to conform in all respects with the provisions of this;By -law, and a Sign Permit has been obtained for such alteration or repair. 8 MAINTENANCE 8.1 The owner/applicant of a sign, and the owner of the lands on which a sign is located, shall maintain the sign in a good state of repair so that such sign shall not become unsafe or unsightly, and so that the sign shall be completely operative at all times. 8.2 Where any sigmhas fallen into such a state of disrepair that it should, in the opinion of the Township, be removed or repaired, the Township shall provide notice to the applicant/owner of the sign and /or the owner of the lands on which the sign is located that the sign shall be removed, at the expense of the applicant/owner of the sign, unless the sign is brought into compliance the provisions of this By -law within thirty (30) days of said notice. 9 MATERIALS AND STRUCTURAL REQUIREMENTS 8d) Doug Irwin, Director of Corpo... 9.1 All materials incorporated into a sign shall comply with the relevant requirements of the Ontario Building Code. 9.2 Signs and their structural members shall be designed to have structural capacity to resist safely and effectively all effects of loads and influences from the environment that may be expected, and shall in any case satisfy the requirements of the Ontario Building Code. By -law No. 2010 -075 Page 9 of 10 Page 99 of 202 10 COMPLIANCE WITH OTHER AUTHORITIES 8d) Doug Irwin, Director of Corpo... 10.1 In addition to any provisions contained within this by -law, where a sign is to be erected on a property abutting a public highway maintained by the County of Simcoe, or the Province of Ontario, such sign must also be erected in accordance with any provisions as specified by that authority. In the case where such sign falls under more than one provision, the more restrictive provisions shall apply. 11 LIABILITY FOR DAMAGES 11.1 The provisions of this by -law shall not be construed as relieving or limiting the responsibility or liability of any person erecting or owning any sign from personal injury or property damage resulting from the placing of such sign, or resulting from the negligence or willful acts of such person, or their agent, in the construction, erection, maintenance, repair, or removal of any sign erected in accordance with a permit hereunder. Further, the provisions of this by -law cannot be construed as imposing upon the Municipality, or its officers or employees, any responsibility or liability by reason of the approval of any signs under the provisions of this by -law. 12 ENFORCEMENT AND FINES 12.1 Every person who contravenes any Provision of this By -Law is guilty of an offence and shall be liable to a fine in the amount to be determined, pursuant to the Provincial Offences Act R.S.O. 1990, Chapter p.33, and every such fine is recoverable under the Provincial Offences, Act. 12.2 The conviction of an offender gpon the breach of any provision of this By -law shall not operate as a bar to a prosecution against the;same offender upon any continued or subsequent breach of any provision; and a Judge /Justice may convict any offender repeatedly for continued orssubsequent breaches of the By -law. 13 SEVERABILITY Mayor, H.S. Hughes Clerk, J. Douglas Irwin 13.1 If any court of competent jurisdiction finds that any of the provisions of this By -law are ultra wires the jurisdiction of :,the Township, or are invalid for any other reason, such provisions shall be deemed to be severable and shall not invalidate any other provision of this By -law which shall remain in full force and effect. 14 REPEAL 14.1 That By -law No. 2005-118 is hereby repealed in its entirety. 15 ENACTMENT That this By -law shall come into full force and effect on its final passing thereof. BY -LAW READ A FIRST AND SECOND TIME THIS DAY OF 2010. BY -LAW READ A THIRD TIME AND FINALLY PASSED THIS DAY OF 2010. THE CORPORATION OF THE TOWNSHIP OF ORO- MEDONTE By -law No. 2010 -075 Page 10 of 10 Page 100 of 202 8e) Doug Irwin, Director of Corpo... THE CORPORATION OF THE TOWNSHIP OF ORO- MEDONTE BY -LAW NO. 2010 -076 A By -law to provide for maintaining of land in a clean and clear condition and to Repeal By -law No. 2005 -126. WHEREAS Part II of the Municipal Act, 2001, S.O. 2001, c. 25 (the "Municipal Act") confers broad authority on municipalities to enable them to regulate and govern municipal affairs as the municipality considers appropriate. AND WHEREAS Section 127 of the Municipal Act provides that a local municipality may; a) require the owner or occupant of land to clean and clear the land, not including buildings, or to clear refuse or debris from the land, not including buildings; b) regulate when and how matters required under Clause (a) shall be done; c) prohibit the depositing of refuse or debris on, land without the consent of the owner or occupant of the land; and d) define "refuse" for the purpose of this By -law AND WHEREAS Section 128 of the Municipal Act provides that a local municipality may prohibit and regulate with respect to public nuisances; AND WHEREAS Part XIV of the Municipal Act confers broad authority on municipalities to inspect lands at any reasonable time and to take such necessary enforcement actions as are required to ensure ongoing compliance with a municipality's by -laws; AND WHEREAS Council of the Township of Oro =lvledonte' has adopted Comprehensive Zoning By -law No. 97 -95, as amended, which defines permitted usages for properties located within the Township of Oro-Medonte; AND WHEREAS' the Council of the Corporation of the Township of Oro Medonte considers refuse as defned in this By;Iaw to constitute a public nuisance and has arrived at -this opinion in good faith; AND WHEREAS the Council of the Corporation of the Township of Oro Medonte deems it necessary, expedient and in the public interest to enact a By -law to require the owners and 'occupants of land,within the Township to keep such land clear of refuse that is in contravention of Comprehensive Zoning By -law 97 -95, as amended; NOW THEREFORE the Council of the Corporation of the Township of Oro Medonte hereby enacts as follows: 1. Definitions For purposes of this By -Law: 1.1. "municipal property" means any property situated within the Township of Oro Medonte that is owned or controlled by the Municipality; 1.2. "Municipality" means The Corporation of the Township of Oro Medonte; 1.3. "Municipal Law Enforcement Officer" means a person or persons appointed by the Municipality to enforce this By -law; By -law No. 2010 -076 Page 1 of 4 Page 101 of 202 1.7. "refuse" means: 8e) Doug Irwin, Director of Corpo... 1.4. "owner" means an owner, lessee, manager or occupant of lands situated within the Township of Oro Medonte, but does not include the Municipality, a local board or agency; the County of Simcoe, its boards and agencies; the City of Barrie; the Nottawasaga Valley Conservation Authority, the Lake Simcoe Conservation Authority; the Severn Sound Environmental Association; the Crown in the Right of Ontario, and its boards, commissions and agencies; and the Crown in the Right of Canada and its boards, commissions or agencies; and crown corporations; 1.5. "person" shall include any natural person, firm, partnership, association, corporation, company or organization of any kind; 1.6. "property" means a building or structure or part of a building or structure, and includes the lands and premises appurtenant thereto and all mobile homes, mobile buildings, mobile structures, outbuildings, fences and erections thereon whether heretofore or hereafter erected, and includes vacant property, on which there are no structures of any kind; 1.7.1. debris, junk or effluent belonging to or associated with a house or household or any industry, trade or business, and without limiting the generality of the foregoing, includes all of the items in the definition of "waste material"; 1.7.2. vehicle parts or accessories, including 1.7.3. derelict furniture, appliances; machinery and /orparts thereof; 1.7.4. furnace parts, pipes; fittings water or, fuel tanks and discarded plumbing; 1.7.5. animal excrement;. and without restricting the foregoing, any unused or unusable material that by reason of its state, condition or excessive accumulation: (i) appears to have been cast aside, discarded or abandoned; (ii) appears to'be worthless, useless or of no particular value; or (iii) appears.to be used up, expended or worn out in whole or in part; 1.8. "sewage" includes any liquid waste containing human, vegetable or mineral matter, waste that is in suspension whether domestic or industrial or any other waste whether in suspension or precipitated, but does not include storm run- off; 1.9. "vehicle" includes a motor vehicle as defined under the Highway Traffic Act, trailer, traction engine, farm tractor or any vehicle drawn, propelled or driven by any kind of power; 1.10. "waste material" includes, but is not limited to, garbage; ashes; rubbish; litter; builders and building contractors refuse; animal carcasses including bones, feathers and hides; yard waste; and sewage; 1.11. "yard waste" includes, but is not limited to, plant cuttings, roots, weeds, leaves, fallen trees, hedge and shrub trimmings, brush cuttings, twigs and branches under 7.5 centimetres in diameter, natural Christmas trees; boulders in excess of 0.028 cubic metres; and discarded asphalt or concrete pieces. By -law No. 2010 -076 Page 2of4 Page 102 of 202 2. Property to Remain Clean and Clear 2.1. Where on any property there is refuse, the owner of such property shall move such refuse so that the property is in a clean and clear condition. 3. Offences 8e) Doug Irwin, Director of Corpo... 3.1. No person shall allow or permit the placement, presence or existence of refuse upon any property. 3.2. No person shall throw, place or deposit refuse on any property without the consent of the owner. 3.3. No person shall throw, place or deposit refuse on municipal property without the consent of the municipality. 3.4. Sections 3.1, 3.2 and 3.3 do not apply to: 3.4.1. property or structures used by the Municipality or,any other government authority for the purpose of dumping or disposing of refuse; or 3.4.2. property designated by By -law of the 'Municipality or the County of Simcoe for the purpose of dumping or disposing of refuse. 4. Notice 4.1. A Municipal Law Enforcement Officer may, by notice either served on the owner or person responsible for the refuse or sent by.certified mail, require an owner of property or person responsible-for the refuse within the time specified by the notice: 4.1.1. to clean, clear or remove refuse from'the property; and /or 4.1.2. to s top the throwing, placing or disposing of refuse on the property. 5. Inspections 5.1. A Municipal Law Enforcement Officer: 6. Removal 5 :has the authority to enter upon and examine any property at any reasonable "time or times for purposes carrying out their duties under this By =law, and 5.1.2. may be accompanied by such other person or persons as they deem necessary to properly carry out their duties under this By -law. 6.1. Where an owner is in default of doing a matter required to be done under this By -law, or is in default of a notice issued pursuant to this By -law, the Municipality may have the matter done and the cost thereof, including an administration fee, shall be added to the property tax rolls of the owner and collected in the like manner as municipal taxes. 6.2. Where a person deposits any refuse on municipal property contrary to this By- law, in addition to any penalties provided by this By -law, the full cost of such removal by the Municipality shall be recoverable from the person responsible. By -law No. 2010 -076 Page 3 of 4 Page 103 of 202 7. Other Leaislation 8e) Doug Irwin, Director of Corpo... 7.1. If this By -law conflicts with the provisions of any other By -law or By -law of the County of Simcoe, the provisions of that By -law shall prevail to the extent of the conflict. 8. Validity and Severabilitv 8.1. Should any section, sub section, clause, paragraph or provision of this By -law be declared by a court of competent jurisdiction to be invalid or unenforceable, the same shall not affect the validity or enforceability of any other provisions of this By -law or of the By -law as a whole. 9. Penalty 9.1. In addition to any other remedy available to the Municipality, any person who contravenes any of the provisions of this By -law is guilty of an offence and on conviction is liable to a fine of not more than $5,000.00, exclusive of costs. The provisions of the Provincial Offences Act, R.S.O. 1990, c. P. 33, as amended, shall apply to any such fine. 9.2. For greater certainty, a failure to comply this By law shall be deemed to be a continuing offence. 10. Short Title 10.1. This By law may be cited as the. "Clean and Clear By -law. 11. Repeal 12.Force:and Effect 11.1. That By -law No. 2005-126 is hereby repealed in its entirety. 12.1. This By -law shall come into force and effect on the date of passage thereof. BY -LAW READ THIS DAY OF 2010. BY -LAW READ AND FINALLY PASSED THIS DAY OF 2010. THE CORPORATION OF THE TOWNSHIP OF ORO- MEDONTE Mayor, H.S. Hughes Clerk, J. Douglas Irwin By -law No. 2010 -076 Page 4of4 Page 104 of 202 Chair of Cabinet Minister Without Portfolio, Responsible for Seniors 6"' Floor, Whitney Block 99 Wellesley St W Toronto (Ontario) M7A1 Al Tel: (416) 325 -3628 Fax: (416) 314 -7421 March, 2010 8f) Citizen of the Year Advisory Group, minutes of meeting held President du Conseil MInIstre sans portefeullle d6l6gube aux Affaires des personnel; epees 6' Elage, Edifice Whitney 99, rue Wellesley Ouest Toronto (Ontario) M7At Al Tel: (416) 325 -3628 Telec: (416) 314 -7421 Dear Mayor and Members of Council: Sincerely, Gerry Phillips Minister 1 D E MAR 1 5 2010 ORO-MEDONTE TOWNSHIP ft is with great pleasure that I invite you to participate in the 2010 Senior of the Year Award. This annual award was established in 1994 to give each municipality in Ontario the opportunity to honour one outstanding local senior. Recipients are individuals who, after age 65, have enriched the social, cultural or civic life of the community without thought of personal or financial gain. A certificate, provided by the Ontario government, is signed by the Honourable David C. Onley, Lieutenant Governor, myself as the Minister Responsible for Seniors, and the local Head of Council. The Government of Ontario is proud to offer this important initiative. You may wish to consider involving local MPPs in your selection process or presentation ceremony. Council may also wish to host a presentation ceremony honouring the Senior of the Year Award recipient in June which is the month that we pay tribute to seniors in the province of Ontario. This year will mark the 26th anniversary of Seniors' Month which recognizes the contributions seniors make to family, community, province and country. The Senior of the Year nomination forms are available on the Ministry of Citizenship and Immigration's website, at www.citizenship.gov.on.ca. Follow the link to Ontario Honours and Awards, download the form and fax it to (416) 314 -6050 or submit your nomination online by choosing the "Electronic Nomination" option. Nominations must be received by April 30, 2010. For additional information, please contact the Ontario Honours and Awards Secretariat, at (416) 314 -7526, 1- 877 832 -8622 or (TTY) (416) 327 -2391. Ontario's seniors deserve special recognition for their outstanding accomplishments. By working together with municipalities, we can ensure they are honoured in a meaningful way. Page 105 of 202 8f) Citizen of the Year Advisory Group, minutes of meeting held Toatnts of omit Huritrt: Exciting Future Monday, April 12, 2010 10:10 a.m. Present: Betty Veitch, Fay Craig, Darlene Corkett, Pat Shellswell, Evelyn Reid, Don Walker, Peter Kurtz, Edna Caldwell, Allan Sinton, Joanna McEwen Regrets: Donald Berit McArthur. Don Hanney, Jean Crawford, Joan Reid, Joanne Tinney, Miles Bernice Hickling Staff Present: Janette Teeter, Deputy Clerk 1. OPENING OF THE MEETING BY DEPUTY CLERK. The Deputy Clerk opened the meeting at 10:07 a.m. THE TOWNSHIP OF ORO- MEDONTE CITIZEN OF THE YEAR ADVISORY GROUP MINUTES COUNCIL CHAMBERS 2. SELECTION OF CHAIRPERSON. Motion No. CY100412 -1 Moved by Pat Shellswell, Seconded by Betty Veitch It is recommended that the Chairperson for the 2010 Citizen of the Year Advisory Group meeting be Allan Sinton as voted by the Advisory Group. Carried. 3. ADOPTION OF THE AGENDA. Motion No. CY100412 -2 Moved by Don Walker, Seconded by Peter Kurtz It is recommended that the Agenda for the 2010 Citizen of the Year Advisory Group meeting of Monday, April 12, 2010 be received and adopted. Carried. Page 1 of 6 Page 106 of 202 8f) Citizen of the Year Advisory Group, minutes of meeting held Citizen of the Year Advisory Group Meeting April 12, 2010. 4. ADOPTION OF MINUTES OF PREVIOUS MEETING. Motion No. CY100412 -3 Moved by Pat Shellswell, Seconded by Joanna McEwen It is recommended that the minutes of the Citizen of the Year Advisory Group meeting held Tuesday, April 14, 2009 be received and adopted as printed and circulated. Carried. 5. PRESENTATION OF NOMINATIONS AND DISCUSSION RE: CITIZEN OF THE YEAR NOMINEES. Motion No. CY100412 -4 Moved by Pat Shellswell, Seconded by Joanna McEwen It is recommended that the Citizen of the Year Advisory Group have an open discussion with respect to the 2010 Citizen of the Year nominations. Betty Veitch distributed additional nomination correspondence to the Group. Carried. Motion No. CY100412 5 Moved by Don Walker, Seconded by Darlene Corkett It is recommended that the discussion with respect to the nominations for the 2010 Citizen of the Year be closed and further that the vote take place. Carried. Page 2 of 6 Page 107 of 202 8f) Citizen of the Year Advisory Group, minutes of meeting held Citizen of the Year Advisory Group Meeting April 12, 2010. 6. VOTING. Motion No. CY100412 -6 Moved by Edna Caldwell, Seconded by Peter Kurtz It is recommended to Council that the 2010 Oro Medonte Citizen of the Year be Lu LaFrance as voted by the Advisory Group. Motion No. CY100412 -7 Moved by Betty Veitch, Seconded by Peter Kurtz It is recommended that the 2010 Citizen of the Year ballots be destroyed. Motion No. CY100412 -8 Moved by Peter Kurtz, Seconded by Don Walker Carried. Carried. It is recommended to Council that a joint advertisement be placed in the newspapers each Spring to advertise for both Oro Medonte's Citizen of the Year and Oro Medonte's Senior of the Year in order for the Township to receive nominations from all the residents of Oro Medonte. Carried. Page 3 of 6 Page 108 of 202 8f) Citizen of the Year Advisory Group, minutes of meeting held Citizen of the Year Advisory Group Meeting April 12, 2010. 7. PRESENTATION OF NOMINATION AND DISCUSSION RE: SENIOR OF THE YEAR NOMINEES. The Group discussed nominations. Pat Shellswell distributed nomination correspondence to the Group. Motion No. CY100412 -9 Moved by Edna Caldwell, Seconded by Joanna McEwen It is recommended that the discussion with respect to the nominations for the 2010 Senior of the Year award be closed and further that the vote take place. 8. VOTING. Motion No. CY100412 -12 Moved by Betty Veitch, Seconded by Edna Caldwell Carried. Motion No. CY100412 -10 Moved by Don Walker, Seconded by Darlene Corkett It is recommended that, due to a tie, a second ballot be considered for the 2010 Senior of the Year. Carried. It is recommended to Council that the 2010 Senior of the Year be Jane Blackstock as voted by the Advisory Group. Carried. Page 4 of 6 Page 109 of 202 9. FURTHER BUSINESS 8f) Citizen of the Year Advisory Group, minutes of meeting held Citizen of the Year Advisory Group Meeting April 12, 2010. Motion No. CY100412 -11 Moved by Don Walker, Seconded by Betty Veitch It is recommended that the 2010 Senior of the Year ballots be destroyed. Motion No. CY100412 -13 Moved by Betty Veitch, Seconded by Fay Craig It is recommended that Tom and Norine Hutchinson's name be automatically entered onto the ballot for consideration for the 2011 Senior of the Year. Motion No. CY100412 -14 Moved by Darlene Corkett, Seconded by Edna Caldwell It is recommended that the previous Oro Medonte Senior of the Year recipients be invited to attend the Citizen of the Year Advisory Group meetings. The Group consented to begin the 2011 meeting at 9:30 a.m. Carried. Carried. Carried. Page 5 of 6 Page 110 of 202 8f) Citizen of the Year Advisory Group, minutes of meeting held Citizen of the Year Advisory Group Meeting April 12, 2010. 10. ADJOURNMENT. Motion No. CY100412 -15 Moved by Don Walker It is recommended that we do now adjourn at 11:35 a.m. Chair, Allan Sinton Deputy Clerk, Janette Teeter Carried. Page 6 of 6 Page 111 of 202 GEORGIAS V LVES Ca d Four Season P1ayground s Lpdate on Progress to Date During this Stage, the Georgian Valley Project Committee has accomplished several of the goals outlined in the project work plan: Establishing the initial Project Committee identifying respective roles and contributions Worked to establish an integrated working relationship between the partners Aggressively identifying funding opportunities and completing applications to access the funding Raising awareness about Project and related issues with senior government officials elected officials, political staff and public servants Conducting Community Information Sessions to help build community support and awareness acting as a public launch for the 'Georgian Valley Project' Began identifying other prospective project partners and engaging them as stakeholders co co 0 0 0 s 0` 0 3 0 Z7) 0 0 CD 0 0 a 0 0 0 Proect Administration OEB Enterprise recommended the composition of the Project Committee as well as has been supporting it by preparing agendas, materials and strategic guidance. OEB Enterprise also arranged and managed the initial Advisory Committee meeting and has continued to work with this group moving forward as well as arranging the next meeting. For the completed meeting, OEB Enterprise prepared the main presentation to be shown to the group to brief them on the project and the move forward strategy. On February 1st, OEB Enterprise took over the Project Administration and Coordination functions for the Project Committee as a part of their expanded role. During this time several things have been accomplished including the creation of a draft short -term work plan. co to 0 6 7 0 c 0 0 0) 0 0 0 0 0 0 Advisory Committee Committee Composition: Community Representatives Sr. Government Elected Officials, incl., MP and MPP Sr. Government Ministry Reps. County Officials, incl. County Warden Georgian College Officials Municipal Elected Officials Municipal Staff CFDC Representatives Committee Purpose: Provide regular updates to broad range of stakeholders Build and maintain political support Provide strategic input on future activities Meetings to be held on a quarterly basis Funding App ications A template for funding applications was developed which was specifically crafted to position the project for government A careful approach was laid out for both pre conditioning relevant ministries for the applications, seeking input during the drafting of the applications, and following up on applications after submission. Submitted Applications Include: Two Successful CFDC Applications in 2009 Southern Ontario Development Fund Application Rural Economic Development (RED) Pre Application Final RED Application Community Adjustment Fund Intake Two Application Two CFDC Community Capacity Building Fund Applications in 2010 Ontario Tourism Development Fund Application co 0 s 5 0 0 7 0. 3 0) 0 0 0 0 0 0 v gelat ns ...,---1000" decal level, Gov ►al an d federal both the provincia have b een held a Meetings +h Ministry of -Tourism an d Trade Economic Develop including from M ffairs s with officials Rur al A of ECO Meeting with scat Of Minister Office Staff ulture, Food a Meeting w render Ministry t Agric el Meetings with the P als from Review P M office RED Meetings with of OMAFRA i al Affairs and Housing M with Chair of Municipa Meeting s with the Mn' �istr Meeting with F Onta CFD C's M `►`ii local M F and Mpp ort n s with s taff from Tourism Rep Meetings s with local Ontario in meeting rbara, author of Ongoing re S° f Industry Infrastructure and Meeting with Greg Minister o r of .transport, with Federal M l Minister Meeting with Federa Discussio Communities Government Re ations: Support on Key ssues Delegation requests were drafted for the OGRA conference as well as drafting executive summaries of the issues relating to the various Ministries and general background information on the project. This included providing strategy in advance of secured meetings. Follow -up meetings with government officials are now being held. Specific strategies for dealing with any potential conflicts with the Simcoe County Growth Plan were crafted and detailed government relations strategies were outlined for mitigating potential issues. This included meetings with the Assistant Deputy Minister of the Ontario Growth Secretariat. On -going discussions and meetings are occurring. t, Community Deve opment A Community Development Plan was initiated Primary goals inform public, establish on -going communications Two Community Information Sessions were coordinated, including: Media Releases and Media Relations Preparation of Presentation Materials and Structure of Event Logistical Coordination of Events and Stakeholder Invitations Leading the Community Information Sessions Both sessions exceeded expectations for attendance and had in excess of 200 people oo 0 0 c 3 0 c 0 0 0 0 Stakeho der Deve opment A Stakeholder Development Plan has been developed which included the identification of stakeholders and a strategy for outreach. Invitations have been sent to identified stakeholder groups to attend arranged meetings and increase stakeholder involvement in the Georgian Valley Project. The broad goal is to build regional support by fostering new partnerships and strengthening of existing ones. Stakeholder groups include: Environmental Groups Aboriginal Groups Tourism Groups Chambers of Commerce Trail Groups Builders Associations Other Identified Individuals Preliminary work on a Community Impact Assessment will be undertaken with other related stakeholder organizations health, education, social Stakeho der Breakdown Environmental Groups Severn Sound Environmental Association (Group 1) Nottawasaga Valley Conservation Authority (Group 1) Huronia Conservancy (Group 1) Couchiching Conservancy (Group 1) Environmental Defense (Group 2) Oro Moraine Association (Group 2) (OMEGA) (Group 2) Oro- Medonte Environmental Group A dvisors Aboriginal Groups Chippewas of Rama First Nation Ogemawahj Tribal Council (OTC) Barrie Area Native Advisory Council Georgian Bay Metis Council (GBMC) Metis Nation of Ontario Georgian Bay Native Friendship Center Beausoleil First Nation Enaatig Healing Lodge and Learning Centre Stakeho der Breakdown (Cont.) Chambers of Commerce Southern Georgian Bay CoC South Eastern Georgian Bay CoC Oro- Medonte CoC Orillia CoC Wasaga Beach CoC Collingwood CoC Barrie CoC Trail Groups Motorized 0 N Rural Roads Safety Association Georgian Bay Snow Riders N wmobile Clubs (Mid Ontario Snowmobile Trails Ontario Federation of SnoOFATV) North Simcoe ATV Club Simcoe County Off -Road Riders Association Non motorized Trail Association Ganaraska Hiking Simcoe County Trails Tay Shore Trail Watch Program Huronia Trails and Greenways 0 6 3 co 0 N 0 0 Stakeho der Breakdown (Cont.) Tourism Ontario's Lake Country Georgian Bay Tourism Simcoe County Tourism Tourism Barrie Huronia Foundation for the Arts Ontario Resorts Association Southern Ontario Day Trip Historic Highway 12 Day Trip group Muskoka Tourism Mt. St. Louis Moonstone Carriage Hills /Carriag e Ridge Resorts Others Identified Individuals Orillia District Construction Association Canadian Homebuilders Association t o Builders' Association Midland, Penetanguishene Di Developing the Georgian Bay Region The Georgian Valley Project will also be a key driver in a broad regional effort to fulfill the potential for far reaching development of the Georgian Bay area as a world -class destination. A wide range of year- round, high quality experiences can be delivered within the Georgian Bay region. •Recreational water activities *Winter recreational activities •GoIf •Year -round trail -based activities *Cultural and Heritage Activities *Gaming *Lifestyle activities shopping, entertainment co 7J 0 0 0 C) a 3 3' 0 0 0 0 0 0 0 0 Developing the Georgian Bay Region Prospective marketing and programming partnerships will be pursued with a host of major attractions across the Georgian Bay area and Central Ontario: Hardwood Hills Ski Bike, Mount St. Louis /Moonstone Wye Marsh, Sainte -Marie among the Hurons, Martyrs' Shrine Discovery Harbour, Kings Wharf Theatre Wasaga Beach Blue Mountain and Collingwood Regional and Great Lakes cruise ships Trent Severn Waterway Casino Rama and Georgian Downs co 0 0 0 a 3 0 0 CD 0 0 Can LL A RG \A FQUf Season PIaY Next step S/piscuss1On would be involved? ;ng? W�� r stakeholders m Are othe AUMoritylmandate? Structure Co eC Commit ,-�;tt G o S risen Groups Tonal Tourism P roj Sub-Committee? ib C "(rails °r one Reg fan Valley e i ncludi n g Georg mine and Associa One larger cam merce d Chambers of CO e for ea smaller commute I Next Steps/Discussion e e nfis? Funding roav�r be r equire d s Find Ong ray sour what funding fun ding What are p °s Mess aging itioning P os t4e)d S%ePs/05C Cooee sho��d be ta ken to p What S teps M�E 1g2 Follow-Up e fall? coOerenc Stages °f Development co 6, f a planning and cre ation Cage Acquisitions, Preparation Stage PCep stet Plan an infrasfir� draft Master r services a men Stage ee ds ko phas re_pe�elop community n P t c menfiafiion sites Q Planning Dais for irnple 2O Initiate approvals e nt 2 o i deve lop I tiara 201 A Inf construc rats 20 2 New facility camp °ne ation ial co ntinue s erra "Tourism destination n market d -dour ch base o residential an roa Fur ther r development a pproa ch year per iod Phased deve X and ov er a °urhoo expan Neighb Stages of Development Pre Development Phase Part 2 (Jan' 10 Jun'10) o On- Going work on various activities o Completion of further specific plans (4) o Funding applications for next stage Planning Stage (Winter /Spring 2010 Spring 201 1) o Host of technical studies (up to 12) o Various Community -based studies (up to 20) o Initial minor capital projects completed o Prepare communities /municipalities for project development to occur o Funding applications for next stage o Possibly initiate infrastructure work co 0 0 0 0 0 7 Q 3 3" (7 v 0 0 0 0 ta v Continuing with Pre-DeVe opment Stage Strategic Planning and Project Administration keep moving forward Funding Development Coordination Government Relations and ongoing Communications Community Development and ong g Stakeholder Development with stakeholder groups environmental, aboriginal Meetings w municipalities ici Potential presentations to neighbouring munp Studies to be coordinated with further funding: Preliminary Human Resources nd land use planning Technical development Regional Tourism Strategy Village Preliminary Feasibility Plans Regional Opportunities for Clean Energy Initiatives All of the work in this Pre-Development Stage is aimed at moving the overall Georgian Valley initiative tive forward, and into the Planning Stage of the project by the fall of 2010. Village Master Plan /Business Plan for each Village 1/loving into the P anning Stage Environmental updates to existing EAs Wetland preservation and Brownfield de- commissioning Harbour Development Plan Community Facilities Needs Land use planning Human Resources Plan for Municipality Tourism Master Plan Regional Coordination Community Integration Needs public services Regional Economic Development Plan Trails and People Transportation Linkages Community and Partnership Development local and regional Financial Plan Legal Services Education and Training Plan Preliminary Operating Plan Short erm Activities The activities to be conducted in the short term include: Ongoing issues management and communications Coordination of Advisory Committee Meeting Development of continuing Community Communications Plans Initial stakeholder meetings to be held at Horseshoe Resort Preparation of presentation and materials for stakeholder meetings Continuing government relations Pursuit of funding opportunities Building a case for public investment in the project Creating a budget summary document that will package the public components of the project for government Continuing work on Community Impact Assessments co 2J 0 0 0 3 0 0 0 0 0 0 v April 15, 2010 Mallory Fischer, Community Development Fund Coordinator Orillia CDC Box 2525 Orillia Ontario L3V 7A3 Dear Mallory: Please find attached the supporting documents for the Township of Oro Medonte's "Community Capacity Fund Claim" detailing work undertaken by OEB Enterprises through the period of January 15, 2010 to March 31, 2010. CDC Project Activity Report Monthly Expense Claim Form- Invoice #6282/ #6283 Monthly Progress Report: January 15- February 14 Monthly Progress Report: February 15- March 14 Advisory Committee Presentation- April 8, 2010 Draft Project Development Plan Draft Community Impact Study Draft Regional Tourism Strategy Plan Community Capacity Fund Application Memorandum of Understanding between Township of Oro Medonte, Township of Tay and Skyline International Development Inc. Regards, Robi L. Dunn Chief dministrative Officer. Cc: Paul Gravelle, Director, Finance 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... CCF- 014 -09 (January 15. 2010- March 31. 2010.) 148 Line 7 South, Box 100 P: (705) 487 -2171 g ,o c? c4 67i few Proud Heritage, Exciting Future Page 136 of 202 Overview: 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... DRAFT Project Development Plan The Project Development Plan has been created to outline the steps and stages required to drive the Georgian Valley Project forward. This plan outlines the move forward strategy up until March 31 2011. During this timeframe, the project has been broken down into two major phases which are the Pre Development Phase and the Planning Phase. There is also on -going work that has been identified that needs to be completed throughout both phases of development. Ongoing Work to be Continued: Community Relations and Stakeholder Development: Community and Stakeholder Development functions for the Project Committee are required as part of moving the overall project forward. This includes working to develop and finalize a stakeholder list and the creation a Stakeholder Development Plan. This will involve identified stakeholders being contacted for strategic meetings in various groupings to help the Georgian Valley project engage new partners and enhance existing partnerships. This work has included drafting and issuing stakeholder invitations, tracking RSVP's as well as beginning to prepare for the meetings. Two public Community Information Sessions were also arranged on March 3 and March 9 This work included coordinating logistics, drafting a news release and promotional material, creating a presentation, photography at the events, delivering the presentation as well as facilitating the meeting. Ongoing stakeholder outreach and liaison is an important ongoing aspect of this project. Government Relations: Government relations support to the Partners in two important areas are key factors for overall project success. This includes advocacy work regarding the Simcoe Growth Plan in order to mitigate the consequences of the plan being implemented in its current state, including follow up discussions with the former Assistant Deputy Minister at Ontario Growth Secretariat. As well, a priority target list of meetings to be held with senior government officials was developed and refined and meetings are being arranged. On Tuesday March 16th a meeting was held with Page 137 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... senior political and bureaucratic staff at the Ministry of Municipal Affairs and Housing and a follow -up meeting with Greg Sorbara should be arranged shortly as well. On February 16th a meeting was held with the Chief of Staff to the Minister of Economic Development and Trade. On February 25th a meeting was held with the federal Minister of Industry in his riding. A follow -up meeting was held with the MP to discuss the status of various funding applications and strategies for moving forward with senior levels of government. There have also been follow -up discussions with FedDev Ontario regarding the Georgian Valley Project and the Community Adjustment Fund application. Delegation requests were drafted for the OGRA conference as well as drafting executive summaries of the issues relating to the various Ministries and general background information on the Project. Further to this, leave behind documents were created and strategy was provided for the meetings that were secured by the municipalities. Ongoing government relations support is required in order to support project funding applications and help to raise the projects profile with key ministries and elected officials. Project Administration: Project Administration and Coordination functions for the Project Committee are a key component of moving the project forward. This work includes the creation of a draft short -term work plan as well as for taking meeting notes at the meetings of the Project Committee and Advisory Committee. Funding Strategy Development: There has been significant work done to establish a process and timing that will allow for funding commitments from the Partners to be leveraged by senior government funding programs. That will enable an expansion of scope and duration of work that can be undertaken in the current Stage of the Project. Two initial CFDC applications were successful and OEB Enterprise has completed submitting the second application to both CFDC's in draft form for comment. On February 18th, a finalized the RED Pre Application and it was submitted by Tay Township on behalf of the partnership. On Friday March 5th the full RED application was submitted to OMAFRA. The development of budgets, timelines and deliverables was also undertaken during this process, as well as identification of infrastructure issues and the strategic positioning required to maximize chances of application success. After receiving initial feedback from OMAFRA on the RED Pre -App, modifications were made to the final document to meet Page 138 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Orillia Area CDC PROJECT ACTIVITY REPORT- RCDF: Recipient Name: I The Corporation of the Township of Oro Medonte 1 File Number: 1 CCF- 014 -09 1 Period Covered: 1 Jan 15th, 2010 Mar 31, 2010 1 Fund Name: I Community Capacity Fund 1 1 1 1 1 1 Based on your approved Letter of Offer and the Schedule A The Statement of Work, please provide a general statement of the activities undertaken and/or accomplished (since the date of your last claim on this project) and list the dates by which they were accomplished. Attach any pertinent documentation/materials. During the last month, extensive preliminary work has been undertaken on the development of a Project Development Plan. As you will see in the attached document, a framework has been developed as well as initial stakeholder identification and outreach has been undertaken. This work included the extensive development of budgets and timing of deliverables up to march 31, 2011 for work to be undertaken to drive the project forwards. Specific Milestones for Project Development Plan: 1. Timing, Budgets and Deliverables were identified up until March 31, 2011 2. Funding sources were identified and applications have been submitted 3. Ongoing working requirements were established in several areas including Community Relations and Stakeholder Development, Government Relations, Project Administration and Funding Strategy Development 4. Regional Stakeholders were identified with project partners 5. Regional Stakeholders were grouped and prioritized and an outreach strategy was developed 6. Invitations were sent out to various stakeholder groups for a series of meetings regarding collaboratively working to develop a Regional Tourism Strategy, the first meeting was held March 31" with the others following in April 7. The initial framework for the Regional Tourism Strategy was established and will be refined following the stakeholder outreach component of the plan which is currently underway. 8. A separate list of regional stakeholders was identified with project partners for Community Impact Study (CIS) 9. A strategy for outreach to these CIS stakeholders was established 10. The initial framework for the CIS was established 11. Preparations are underway to initiate the procacs of engaging these CIS stakeholders Submitted by: I Signature: Date: 0- c7 20 %L7 1 Page 139 of 202 Submitted by: Signature: 15/02/10 OEB Enterprises 14.441/10 OFR FnterpriR0Q Detailed Listing of Expenses CDF Monthly Expense Claim Form Recipient Name: Township of Oro Medonte File Number: CCF -014-09 Period Covered: January 15 to March 31, 2010 Fund Name: Community Capacity Fund Strategic P1anniro Strategic Planning Date: 4 t:J.e 2,p 6282 17500.0 6283 G0.000 Total Notes: 1. This form is to be submitted monthly by the 15th of the following month. 2. No expenses incurred prior to your contract start date or those incurred after your Project End Date are eligible for reimbursement: 3. Copies of receipts are required for all expenses with your expense claim submission. 4. Eligible costs are those deemed necessary to the performance of the Project. Eligible costs are those outlined in your original contract, see Annex 1 (to a maximum as stipulated in your contract). Additional costs not approved as part of your contract will not be reimbursed. 17 5(lf BO.3hgh _BO1F,9E 00 GST No.: G -GST5% GST Terms: E. &QE ,oeb enterprise MAKE A POINT Township of Oro Medonte 148 Line 7 South Oro, Ontario LOL 2X0 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... 140158601RT0001 Due upon receipt of this invoice. Cam APR 1 2 tam on t T-()W 1tSP-lfl For professional services rendered for the period October 15th to November 15th 2009 re: Georgian Valley Project INVOICE Invoice No.: 6279 Date: 11/30/2009 Page: 1 Purchase Order No. 595 Bay Street, Suite 1202, PO Box 63, Toronto, ON M5G 2C2 t 416.586.1474 f 416.586.1480 Page 141 of 202 5,000.00 250.00 5,250.00 GST No.: G GST 5% GST Terms: E &O _E oeb enterprise V MAKE A POINT Township of Oro Medonte 148 Line 7 South Oro, Ontario LOL 2X0 140158601RT0001 Due upon receipt of this invoice. 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... For professional services rendered for the period November 15th to December 15th 2009 re: Georgian Valley Project INVOICE Invoice No.: 6280 Date: 12/31/2009 Page: 1 Purchase Order No. 595 Bay Street, Suite 1202, PO Box 63, Toronto, ON M5G 2C2 t 416.586.1474 f 416.586.1480 Page 142 of 202 5,000.00 250.00 5,250.00 GST No.: oeb enterprise G GST 5% GST Terms: E. &O_E MAKE A POINT Township of Oro Medonte 148 Line 7 South Oro, Ontario LOL 2X0 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... 140158601RT0001 Due upon receipt of this invoice. APR 1 t 2010 OR MEOOINTE TOWNSHIP For professional services rendered for the period December 15th, 2009 to January 14th 2010 re: Georgian Valley Project Including work on the Draft Project Development Plan Z._ c5( INVOICE Invoice No.: 6281 Date: 01/31/2010 Page: 1 Purchase Order No. 595 Bay Street, Suite 1202, PO Box 63, Toronto, ON M5G 2C2 t 416.586.1474 f 416.586.1480 Page 143 of 202 5,000.00 250.00 5,250.00 GST No.: G GST 5% GST Terms: _f R,OF oeb enterprise MAKE A POINT Township of Oro-Medonte 148 Line 7 South Oro, Ontario LOL 2X0 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... 140158601RT0001 Due upon receipt of this invoice. APR 1 2 2010 Of-10-M EDONVx TOWNSHIP' INVOICE Invoice No.: 6282 Date: Page: Purchase Order No. en■,taTii7,0:1," 4140- 4 For Strategic Planning and funding development, Government coordination and relations for the period January 15th, 2010 to February 14th 2010 re: Georgian Valley Project Including work on the Draft Project Development Plan •//k -I- 02/15/2010 1 595 Bay Street, Suite 1202, PO Box 63, Toronto, ON M5G 2C2 t 416.586.1474 f 416.586.1480 Page 144 of 202 unt rA0`;'n 7,500.00 375.00 7,875.00 oeb enterprise MAKE A POINT Township of Oro-Medonte 148 Line 7 South Oro, Ontario LOL 2X0 GST No.: 140158601 RT0001 fa7, VI A6 IRV 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... ECR APR 1 2 2010 O RO MEDONTF TQWN51-iiP For Strategic Planning and funding development, Government coordination and relations for the period February 15th, 2010 to March 14th 2010 re: Georgian Valley Project Including work on the Draft Project Development Plan G GST 5% GST Terms: E 8,0 F Due upon receipt of this invoice. INVOICE Invoice No.: 6283 Date: 03/19/2010 Page: 1 Purchase Order No. 10,000.00 595 Bay Street, Suite 1202, PO Box 63, Toronto, ON M5G 2C2 t 416.586.1474 f 416.586.1480 „er A partner a Page 145 of 202 500.00 10,500.00 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... OEB Enterprise Monthly Progress Report January 15, 2010 February 14, 2010 Strategic Advisory and Planning Services OEB Enterprise continued working closely with the Project Committee, continuing the process of preparing agendas and materials, and helping establish a working process. Meeting with the Project Committee were organized and managed on February 4th. OEB Enterprise also began coordinating the second Advisory Committee meeting and will continue to work with this group moving forward as well as arranging the next meeting, now scheduled for April 8th. For the meeting, OEB Enterprise has begun preparing an update presentation to be shown to the group the move forward strategy and what's been accomplished since the last meeting. Identifying /accessing senior government funding There has been significant work done to establish a revised process and timing that will allow for funding commitments from the Partners to be leveraged by senior government funding programs. That will enable an expansion of scope and duration of work that can be undertaken in the current Stage of the Project. Both of the initial CFDC applications were successful and OEB Enterprise has begun a second application to both CFDC's On January 18th a second application to the Community Adjustment Fund was finalized and submitted. OEB Enterprise also, began preparing the final RED application to be submitted. The development of budgets, timelines and deliverables was also undertaken during this process, as well as identification of infrastructure issues and the strategic positioning required to maximize chances of application success. A series of meetings was held with representatives of short -term funding organizations and Ministries. This included two meetings with the General Managers of the two CFDCs, along with the Regional Consultant from OMAFRA, on January 21St and on February 3rd. A meeting was held with the Regional Consultant from the Ministry of Tourism on January 22nd. The purpose of all of these meetings was to ensure all parties are in agreement with the proposed workplan and funding arrangements for prospective work until the end of August. In addition, a conference call was held with an official from Build Canada Fund to have preliminary discussions about the prospects for 3P Canada funding that might be available for some aspects of the project that could involve the public sector components of the project. A presentation was made to the BRE Committee of the North Simcoe CFDC on February 12th. Page 146 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Coordination of Government Relations OEB Enterprise continued to provide government relations support to the Partners over this period in two key areas. It included continuing advocacy work regarding the Simcoe Growth Plan in order to mitigate the consequences of the plan being implemented in its current state, including another follow -up discussion with the former Assistant Deputy Minister at Ontario Growth Secretariat. As well, a priority target list of meetings to be held with senior government officials was further refined and meetings are being arranged. A meeting was held with the MP to discuss the status of various funding applications and strategies for moving forward with senior levels of government. There have also been follow -up discussions with FedDev Ontario regarding the Georgian Valley Project. OEB drafted delegation requests for the OGRA conference as well as drafting executive summaries of the issues relating to the various Ministries and general background information on the Project. Proiect Administration and Coordination On February 1st, OEB Enterprise took over the Project Administration and Coordination functions for the Project Committee as a part of their expanded role. During this time several things have been accomplished including the creation of a draft short -term workplan. OEB Enterprise has also taken responsibility for taking Meeting Notes at the meetings of the Project Committee and Advisory Committee. Community and Stakeholder Development On February 1st, OEB Enterprise took over the Community and Stakeholder Development functions for the Project Committee as a part of their expanded role. This has included the development of a preliminary stakeholder list, preliminary plan for public meetings, draft notices for public meetings and a draft preliminary stakeholder development plan. A timeframe has been chosen to have a series of public meetings and OEB Enterprise is planning to manage the logistics of those events as well as preparing the presentation materials. OEB attended the community workshop for the development of an economic development plan for Oro Medonte. Page 147 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Greg Black, OEB Enterprise, re: Georgian Valley Project Upda... OEB Enterprise Monthly Progress Report February 15th, 2010 March 14th, 2010 Project Administration. Strategic Advisory and Planning Services OEB Enterprise continued working closely with the Project Committee, preparing agendas and materials for meetings with the Project Committee on February 19th and March 4th. OEB Enterprise confirmed coordinating the second Advisory Committee meeting, now scheduled for April 8th. For the meeting, OEB Enterprise has begun preparing an updated presentation to be shown to the group on the move forward strategy and what's been accomplished since the last meeting. Identifvine /accessingsenior t, .entfundine There has been significant work done to establish a revised process and tinting that will allow for funding commitments from the Partners to be leveraged by senior government funding programs. Various meetings have been held with the managers and staff from the two CFDCs, and Ministry officials from Tourism and OMAFRA.. This funding will enable an expansion of scope and duration of work that can be undertaken in the current Stage of the Project. Both of the initial CFTC applications were successful and OEB Enterprise has completed submitting the second application to both CFDCs in draft form for comment. The two CFDCs will not receive formal submissions until their own funding for the new fiscal year has been confirmed. OEB Enterprise also made presentations to the boards or of each of the CFDCs on the overall project, with a particular focus on the Pre- Development Stage that the current funding request was to support. Follow -up discussions are being held with the CFDCs to get feedback on the draft applications. The purpose of all of these meetings was to ensure all parties are in agreement with the proposed workpian and funding arrangements for prospective work until the, end of August. On February 18s+ OEB Enterprise finalized the RED Pre- Application and it was submitted by Tay Township on behalf of the partnership. On Friday March 5th the full RED application was submitted to OMAFRA. The development of budgets timelines and deliverables was also undertaken during this process, as well as identification of infrastructure issues and the strategic positionintg required to maximize chances of application success. After receiving initial feedback from OMAFRA on the RED Pre-App, modifications were made to the final document to meet government. requests. Page 58 of 88 Page 148 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Greg Black, OEB Enterprise, re: Georgian Valley Project Upda... Also, based on feedback from Ministry officials, the Ontario Tourism Development Fund application was completed in draft form and will be submitted shortly in a final form. Coordination of Go% Relations OEB Enterprise continued to provide government relations support to the Partners over this period in two key areas. It included continuing advocacy work regarding the Simcoe Growth Plan in order to mitigate the consequences of the plan being implemented in its current state, including another follow -up discussion with the former Assistant Deputy Minister at Ontario Growth Secretariat As well, a priority target list.of meetings to be held with senior government officials was further refined and meetings arebeing arranged. On Tuesday, March 16th OEB Enterprise is meeting with senior political and bureaucratic staff at the Ministry of Municipal Affairs and Housing. On February 16th a meeting was held with the Chief of Staff to the Minister of Economic Development and Trade. On February 25th a meeting was held with the federal Minister of Industry in his riding. A follow-up meeting was held with MP Bruce Stanton to discuss the status of various funding applications and strategies for moving forward with senior levels of government There have also been follow -up discussions with FedDev Ontario regarding the Georgian Valley Project and the.Community Adjustment Fund application. OBB drafted delegation requests for the OGRA conference as well as drafting executive summaries of the issues relating to the various Ministries and general background information on the Project Further to this, leave behind documents were created and strategy was provided for the meetings that were secured by the municipalities. A follow -up meeting with Greg Sorbara is being confirmed for the first week of April. Community and Stakeholder Development On February 185, OEB Enterprise took over the Community and Stakeholder Development functions for the Project Committee as a part of their expanded role. OEB Enterprise worked to finalize the stakeholder list and created a Stakeholder Development. Plan. This has led to the identified stakeholders being contacted for strategic meetings in various groupings to help the Georgian Valley project engage new partners and enhance existing partnerships. This work has included drafting and issuing: stakeholder invitations, tracking RSVP's as well as beginning to prepare for the meetings. A major stakeholder meeting has been scheduled for March•31.t. OEB Enterprise also coordinated two public Community Information Sessions in Port McNicoll and Horseshoe Valley on March3 and March 9th. This work included coordinating logistics, drafting a news release and promotional material, creating a presentation, photography at the events, delivering the presentation as well as facilitating the meeting. Page 59 of 88 Page 149 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... government requests. Also, based on government feedback, the Ontario Tourism Development Fund application was completed in draft form and will be submitted shortly in a final form. Presentations were also made to the boards of both CFDC's on the overall project as well as the Pre Development Stage that the current funding request was to support. Follow -up discussions are being held with the CFDC's to get feedback on the draft applications. The purpose of all of these meetings was to ensure all parties are in agreement with the proposed work plan and funding arrangements for prospective work until the end of August. Overview of Stages and Timing: Pre Development Phase 1: (October 15'09 to March 31'10) This preliminary stage of the overall project was primarily to establish a working partnership with the three principal stakeholders and begin pursuing the short term requirements of identifying other prospective partners, developing community support and identifying and accessing funding support from senior levels of government. In this phase, the partners (Tay, Oro Medonte and Skyline) committed $42,500 each which was augmented by two successful applications to each Township's CFDC organization which added $16,838. The work up to this stage has also led to the development of a Draft Regional Tourism Development Plan and Draft Community Impact Study which are both attached. Pre Development Phase 2: (Planned for April- September'10) Extensive work has been done to package a series of potential funding partners to work together to enable this immediate phase. The primary goal of this phase is to continue the on -going work on various activities, complete further specific plans and continue developing funding applications for the next phase. While the project partners have all committed $15,000 to this phase, the following applications have been submitted to support the required work: 1. An application to the Rural Economic Development Program (RED) has been submitted for $200,000 2. An application is in the process of being submitted to the Ontario Tourism Development Fund (OTDF) for $50,000 3. Two applications have been submitted in draft to the Township CFDC's (one per organization) for a total of $110,000 If we are successful with these applications, the partner contributions of $15,000 each will leverage the bulk of the required seed money of $450,000 to complete this stage. Pending a successful application, the partners will each need to secure an additional $15,000 to fully leverage the funds. Specific deliverables of this phase include: 1. Regional Tourism Strategy Plan Community Impact Studies Page 150 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... 2. A Preliminary Human Resources Plan for each Municipality 3. A feasibility study of clean energy opportunities that could be available across the region 4. The Technical Needs Report will be completed 5. A Village Feasibility Plan will be completed 6. Ongoing Services for the Project: a) Strategic Planning and Funding Development b) Government Relations and Coordination c) Project Administration d) Community and Stakeholder Development e) Communications Planning Stage: (April'10 to March'11) An application has been submitted to the Community Adjustment Fund Round 2 (CAF2) to support the Planning Phase of the project. The objectives of the Planning Phase is to complete a host of technical studies complete various community -based studies, possibly complete initial minor capital projects, prepare the communities /municipalities for project development to occur, develop funding applications for next phase and possibly initiate infrastructure work. The total cost of the Planning Phase is $6,491,000.00 of which a successful CAF2 application would cover 75 This would have $4,868,250.00 coming from the government and Skyline would contribute the remaining $1,622,750.00. Specific deliverables of this phase include: Infrastructure Plans and Studies including: Sewage assessment of existing and future needs off- site /community ($400,000) Water assessment of existing and future needs off site /community ($400,000) Updated Transportation study regional basis in each municipality ($55,000) Site specific infrastructure needs ($900,000) Utility Assessment (Electrical Telecommunications)($50,000) Development Charges ($100,000) Page 1.51 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Business and Community -Based Studies and Planning Including: Village Master Plan /Business Plan for each Village ($500,000) Environmental updates to existing EAs ($600,000) Wetland preservation and Brownfield de- commissioning ($2,000,000) Harbour Development Plan ($100,000) Community Facilities Needs ($20,000) -Human Resources Plan for Municipality ($30,000) Tourism Master Plan ($100,000) Regional Economic Development Plan ($50,000) Trails and People Transportation Linkages ($50,000) Financial Plan ($25,000) Education and Training Plan ($25,000) Preliminary Operating Plan ($150,000) On -Going Services Including: Strategic advisory services /Liaison with Project Committee ($90,000) Developing business cases /government coordination ($90,000) Project Coordination and Management Services ($90,000) Technical Management- Land use planning Infrastructure ($120,000) Community and Partnership Development local and regional ($90,000) Legal Services ($120,000) Expenses and Marketing Costs ($336,000) Page 152 of 202 Overview: 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Draft Community Impact Study The scope of the proposed Georgian Valley project is on such a large scale that while it will bring tremendous economic benefits, it will also impact on a wide range of groups within the region and the local municipalities. With over 9,000 direct and indirect jobs being created along with 1,300 permanent operational jobs in the region, the identified stakeholder groups will clearly be impacted. The purpose of the Community Impact Study is to determine the scope of impact that this project may have on these various groups. Stakeholder Group Identification: Extensive work has been undertaken with the two townships involved in the Georgian Valley Project to identify stakeholders who could be impacted by this project in the region. There are currently several stakeholder groups who are being reached out to in conjunction with developing a regional tourism strategy. These identified stakeholders will be impacted by the project as well as a new group of stakeholders identified specifically for this Community Impact Study. This new group includes stakeholders from Health Care, Community and Social Services and Education. The other groups that are not listed here but are being contacted through the Stakeholder Development Plan includes: Environmental, Aboriginal, Chambers of Commerce, Trail Groups, Tourism Organizations as well as some identified individuals and Homebuilders Associations. The stakeholder groups identified specifically for the Community Impact Study include the following: Education o Simcoe County District School Board Trustees: Donna Armstrong, Trustee Innisfil Peter Beacock, Trustee Oro Medonte Springwater Debra Edwards, Trustee Orillia Diane Firman, Trustee Barrie, Wards 7, 8, 9, 10 Julia Gasewicz, Trustee Barrie, Wards 4, 5, 6 Nancy Halbert, Vice Chairperson, Trustee New Tecumseth Bradford West Gwillimbury Brenda Ingersoll, Trustee Native Communities in Simcoe County Page 153 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Jodi Lloyd, Trustee Severn, Ramara and Tay Robert North, Trustee Adjala- Tosorontio Essa Brad Saunders, Chairperson, Trustee Midland, Penetanguishene, Wasaga Beach, and Tiny Caroline Smith, Trustee Collingwood and Clearview Mary Anne Wilson, Trustee Barrie, Wards 1,2,3 Director of Education: Kathi Wallace o Simcoe Muskoka Catholic District School Board Trustees: Jim Canning, Chair, Orillia, Ramara, Severn, Oro Medonte Clayton Ferguson, Vice- Chair, Essa, Essa -CFB, Adjala Tosorontio, Adjala Tosorontio -CFB, New Tecumseth John Grise, Midland, Penetanguishene, Tiny, Tay Theresa Pinder, Clearview, Collingwood, Springwater, Wasaga Beach Justin Heran, Barrie (Wards 6, 7, 8, 9 10) Rick Maloney, Huntsville, Muskoka Lakes, Lake of Bays, Bracebridge, Gravenhurst, Georgian Bay Connie Positano, Barrie (Wards 1, 2, 3, 4, 5) Diana Riffert, Bradford West Gwillimbury, Innisfil Director of Education: Michael O'Keefe o Georgian College Brian Tamblyn, President o Lakehead University Dr. Kim Fedderson, Campus Dean, Orillia Campus Health Care o North Simcoe Muskoka LHIN Bernie Blais, Chief Executive Officer o Huronia District Hospital Paul Heinrich, Chief Executive Officer o North Simcoe FHT o Couchiching Family Health Team o Simcoe Muskoka District Health Unit Dr. Charles Gardner, Medical Officer of Health Community and Social Services o Ontario Works Program o Ontario Disability Support Program o Other Community Social Organizations Page 154 of 202 Stakeholder Briefings Meetings will be scheduled with each of these stakeholder groups beginning the first week of May. These meetings will focus on briefing the stakeholders on the overall project, specifically its scope, timing and phasing. A key component of these stakeholder briefings will be to identify the scope of growth that will come from the project and how it will impact the plans and operations of the various stakeholder groups. Stakeholder Engagement Moving forward from the initial stakeholder briefing meetings, ongoing communications and meetings will be held to ensure that a working relationship is fostered with all affected parties. This will include working closely with these stakeholders to determine the prospective scope of the impact the project may cause. The Project Committee of the Georgian Valley project will work closely with these stakeholders to develop strategies for dealing with any requirements or issues that may be anticipated to arise from the implementation of this project. Next Steps 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Following the stakeholder engagement component of the overall Community Impact Study, the final report will be created based on the established framework below: 1. INTRODUCTION a. Executive Summary b. Background c. Project Summary Description d. Study Area Definition 2. SETTING a. Land Use i. Existing Land Use Patterns ii. Development Trends iii. Adopted Goals and Policies iv. Farmland b. Population and Housing i. Regional Characteristics ii. Affected Urban Neighborhoods iii. Attitudes Toward the Project c. Economic Conditions i. Regional Economy ii. Employment and Income iii. Study Area Business Activity Page 155 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... iv. Fiscal Conditions d. Community Facilities and Services i. Schools ii. Police and Fire Protection iii. Access and Parking 3. IMPACTS a) Neighborhood Impacts b) Household Impacts c) Regional Economic Impacts d) Impacts on Local Businesses e) Property Value Effects f) Community Facilities and Services Impacts g) Land Use Impacts h) Growth Inducement i) Cumulative Impacts j) Secondary Impacts k) Conclusions Page 156 of 202 Overview 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Draft Regional Tourism Strategy Plan This project has the strong potential to greatly strengthen tourism in the Region by acting as an economic catalyst and international four season destination for tourists. When completed, this project will draw visitors from both international locations as well as from across Canada and the whole region will benefit from this increased visitation and enhanced marketing opportunities. At the core of the Regional Tourism Strategy Plan are stakeholder outreach and the development of partnerships and alliances for the betterment of the region. A great deal of preliminary work has been completed up to this point particularly as it pertains to working with municipal partners to identify the key stakeholders from the area. The Georgian Valley Project will be a key driver in a broad regional effort to fulfill the potential for far reaching development of the Georgian Bay area as a world -class destination. A wide range of year- round, high quality experiences can be delivered within the Georgian Bay region, including: Recreational water activities Winter recreational activities Golf Year -round trail -based activities Cultural and Heritage Activities Gaming Lifestyle activities shopping, entertainment Prospective marketing and programming partnerships will be pursued with a host of major attractions across the Georgian Bay area and Central Ontario, including: Hardwood Hills Ski Bike, Mount St. Louis /Moonstone Wye Marsh, Sainte -Marie among the Hurons, Martyrs' Shrine Discovery Harbour, Kings Wharf Theatre Wasaga Beach Blue Mountain and Collingwood Regional and Great Lakes cruise ships Trent- Severn Waterway Casino Rama and Georgian Downs Page 157 of 202 Potential Stakeholder Groups 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Over the past few months, extensive work has gone into stakeholder identification through the creation of a Stakeholder Development Plan. Groups have been broken down into sectors and an intensive outreach effort has been initiated. From the list below, a meeting has been arranged for March 31 for all members of the Chamber of Commerce Group, the Trail Group, the Tourism Group as well as the Homebuilder Associations to attend. Two meetings are being arranged with the Environmental Group for the week of April 6 This group has been broken down into conservation authorities /conservancies and other environmental stakeholders. Following this meeting, individual meetings will be arranged for the week of April 12 with all of the identified Aboriginal Groups as well as other individual stakeholders. The purpose of these meetings is to provide an overview on the overall project, share our vision for how the project could help strengthen all of Georgian Bay as a tourism destination and finally to see if the stakeholders agree with the concept. Please see below the list of identified regional stakeholders: a. Environmental Groups i. Severn Sound Environmental Association (Group 1) ii. Nottawasaga Valley Conservation Authority (Group 1) iii. Huronia Conservancy (Group 1) iv. Couchiching Conservancy (Group 1) v. Environmental Defense (Clare Malcomson, Rick Smith) (Group 2) vi. Oro Moraine Association (Group 2) vii. Oro Medonte Environmental Group Advisors (OMEGA) (Group 2) b. Aboriginal Groups i. Chippewas of Rama First Nation ii. Ogemawahj Tribal Council (OTC) iii. Barrie Area Native Advisory Council iv. Georgian Bay Metis Council (GBMC) v. Metis Nation of Ontario vi. Georgian Bay Native Friendship Center vii. Beausoleil First Nation viii. Enaatig Healing Lodge and Learning Centre c. Chambers of Commerce i. Southern Georgian Bay CoC ii. South Eastern Georgian Bay CoC iii. Oro Medonte CoC iv. Orillia CoC Page 158 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... v. Wasaga Beach CoC vi. Collingwood CoC vii. Barrie CoC d. Trail Groups i. Motorized 1. Rural Roads Safety Association 2. Georgian Bay Snow Riders 3. Ontario Federation of Snowmobile Clubs (Mid Ontario Snowmobile Trails) 4. North Simcoe ATV Club (OFATV) 5. Simcoe County Off -Road Riders Association ii. Non- motorized 1. Ganaraska Hiking Trail Association 2. Simcoe County Trails 3. Tay Shore Trail Watch Program 4. Huronia Trails and Greenways e. Tourism i. Ontario's Lake Country ii. Georgian Bay Tourism iii. Simcoe County Tourism iv. Tourism Barrie v. Huronia Foundation for the Arts vi. Ontario Resorts Association vii. Southern Ontario Day Trips viii. Historic Highway 12 Day Trip group ix. Muskoka Tourism f. Others i. Site 41 (Vicki Monague) ii. Site 41 (Anne Nahuis) iii. Orillia District Construction Association iv. Canadian Homebuilders Association v. Midland, Penetanguishene District Builders' Association Assessing Interest Potential to Work Together to Pursue Regional Strategy A key component of the initial stakeholder meetings will be to assess their interest in working together with the Georgian Valley Project Committee to pursue a regional tourism strategy. Should the interest be there during the meeting, further steps will be taken to solidify a positive working relationship. Page 159 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Planning Required Steps and Timing for Establishing an Alliance Another key component of the initial stakeholder meetings will be to discuss the specifics that would be involved with the various stakeholder groups in regards to forming an alliance moving forward. As the various groups may have different structures and desires for involvement, this could lead to differing time frames and degrees of partnership. Developing Strategic Planning Framework for How to Pursue Regional Goals After the alliances have been established, it will be key for the various partners, working together, to begin a strategic planning process to chart out a path to best accomplish the regional goals. This would take the form primarily of a framework of steps that should be undertaken. Identify Implementation Requirements Including Organizational Structures and Funding A follow -up to developing the strategic planning framework will be the requirement to identify what will be required to move the overall project goal of developing a regional tourism strategy forward. This will include identifying all of the deliverables that will be required, the organizational structures that will need to be in place to ensure success, and finally what the costs will be to realize the project and where the funding will come from to pay for it. Develop Regional Tourism Strategy in Conjunction with All Interested Stakeholders Once the strategic planning framework is complete, the next major step will be the actual development of the tourism strategy working together with a broad range of stakeholders and interested parties. Page 160 of 202 0 October 30, 2009 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Community Capacity Fund Orillia Area Community Development Corporation 22 Peter Street South, Box 2525 Orillia, Ontario L3V 7A3 Proud Heritage, Exciting Future On behalf of the Township of Oro- Medonte and the Township of Tay, please find enclosed our application for funding under the Community Capacity Fund. The mandate of the Orillia Area Community Development Corporation is to support the development of sustainable communities through its community economic development and small business activities. To this end, we are working with our co- applicant, The Township of Tay to develop a Destination Master Plan to assist the municipalities of Oro Medonte and Tay in building strong, prosperous tourism destinations in a strategic way that meets the long -term needs of the community, region and province. Both municipalities have identified the need for a Destination Master Plan to guide municipal decisions. Realizing the importance of working together; the intent is to create an overall destination plan encompassing both municipalities; as well as specific recommendations for each community. The Destination Master Plan will assist in development of a Tourism and Economic foundation both municipalities require. It will provide both municipalities with a plan that will integrate social, economic and environmental perspectives. The development of a Destination Master Plan will identify what is required by planning departments to respond to planning processes in a timely and strategic manner; prioritize municipal infrastructure needs associated costs and timelines; and create a positive environment nurturing tourism investment. The Destination Master Plan is intended to assist in minimizing red tape and in making development-related decisions strategically and in a timely manner. The development of this proposal included discussions with; Ministry of Agriculture, Food and Rural Affairs Rural Economic Development Consultant, Ministry of Tourism Industry Advisor, Orillia Community Development Corporation and North Simcoe Community Futures. All have expressed interest and support for this project. It will require immediate hiring of a Project Manager that both Townships and the CDC would form part of the interview and selection committee. .Resolutions of council's support by the Township of Oro Medonte Council and the Township of Tay Council are included with the submission. If you require additional information or further clarification, please do not hesitate to contact the undersigned. Respectfully Submitted, Robin�unn, C.E.T.�A3m, M.A. Chief dministrative Officer !so Cc: Simone Latham, Chief Administrative Officer, Township of Tay Enc: Georgian Valley Development Project, Community Capacity Fund Submission 148 Line 7 South, Box 100 P: (705) 487 -2171 www.oro-medonte.ca Page 161 of 202 1. Introduction The municipalities of Tay Township and Oro Medonte Township are requesting assistance from the Community Capacity Fund through the Orillia Area Community Development Corporation to: Develop a Destination Master Plan to assist the municipalities of Tay and Oro Medonte in building strong, prosperous destinations in a strategic way that meets the needs of the community. 2. Executive Summary for Georgian Valley Development Project I. Background 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... 77 Air Prerul Heritage. Exiting Future Township of Oro Medonte and Township of Tav Skyline International Inc Georgian Valley Development Project Community Capacity Fund Submission Skyline Development International; a private developer recently acquired 800 acres in the village of Port McNicoll to redevelop the community into a 4- season destination village. In addition, the same developer has acquired 250 acres at Horseshoe Resort and will also be redeveloping this community into the destination village of Horseshoe Valley. Conceptual development plans for both Port McNicoll and Horseshoe Valley have been developed by Skyline through a series of community consultation sessions. Both Townships require development applications to be submitted to support the future development. The projects will include municipal lands and facilities, municipally owned infrastructure, and private commercial and residential lands and facilities. The residential component of the development will include: timeshares, hotel/lodging rooms, single detached and multi residential units. The non residential components will include cultural, recreational, commercial, retail, and resort amenities. Upon completion, it is anticipated that the destination combining both communities known as the "Georgian Valley" will become a new international destination in the Province of Ontario. While the projects required approval for their respective Township's, the development of this tourism destination requires both developments to proceed. Estimated economic impact of the project: The creation of over 9000 jobs over the next 5+ years with approximately 1300 jobs on going, these would include both construction jobs as well as within each site (retail, resort, hospitality) 200,000 square feet of commercial space Creation of over $1,000,000,000 in GDP for the Province Generation of over $400,000,000 in tax revenue to County and two Townships Page 162 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... In addition, there are several small businesses and developers driving new economic development opportunities within the communities. Neither municipality have economic development and tourism staff. Due to the size and scope of both of the new developments, the municipalities have identified a need to develop a Destination Master Plan that will ensure they are well- prepared to manage the community's expectations and preserve the quality of life; while growing and nurturing new tourism economic development opportunities. The Destination Master Plan will create the foundation both municipalities require. It will provide the Township's of Oro Medonte and Tay with a plan that will put the municipalities in the "drivers' seat" regarding important development related decisions. This will provide both Oro Medonte and Tay the ability to review and provide advice to Skyline, as the landowner /developer, in regard to application submissions from an independent and objective basis. The Destination Master Nan will be developed and implemented through the establishment of a Project Manager who will work collaboratively with the Township's of Oro Medonte and Tay and their respective key stakeholders through all phases. A project advisory committee consisting of representatives from the Municipal Councils, Staff, the Orillia Area Community Development Corporation, and the Ministry of Tourism will be established to guide the project through completion. A request for proposals will be issued to select the Project Manager. The selection of the Project Manager will be determined by the Advisory Committee. H. Phase 1: 2009/2010 Creation of the Destination Master Plan Deliverables: Identify what is required by the planning department to respond to planning processes in a timely and strategic manner including: o Additional resources (staff, financial) o Enhanced communications with local provincial staff within partner ministries involved in the planning process o Possible changes to current planning processes and/or planning documents Identify what is required to prepare the community in becoming a successful tourism destination o Review design concepts for both properties and assess impact on the municipality from a resource and infrastructure perspective o Assess best practises and lessons learned in other communities o Identify components that need be addresses in an economic development and tourism strategy Prioritize municipal infrastructure needs, associated costs and timelines Establish communication strategy with community to ensure on going dialogue and opportunities for input throughout planning and development process Township of Oro Medonte and Township of Tay: Community Capacity Fund Submission Skyline International Inc Georgian Valley Development Project Page 163 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Port McNicolI is located in Tay Township. Horseshoe Valley is located in Oro Medonte Township. Both are located in the County of Simcoe; which has been in the Provincial top 5 census divisions for visitor spending and visitor numbers for the past 5 years. Both municipalities have exceptional natural assets from a tourism development perspective. Port McNicoll is located on Georgian Bay; while Horseshoe Valley is located in the Copeland Forest; providing a backdrop for a myriad of tourism activities in all 4 seasons. The development of a Destination Master Plan will help both communities harness this potential in a strategic and meaningful way. Both municipalities have identified the need for a Destination Master Plan to guide municipal decisions. Realizing the importance of working together; the intent is to create an overall destination plan encompassing both municipalities; as well as specific recommendations for each community. The project is intended to create a positive environment nurturing tourism investment. The intent of the Destination Master Plan is undertake appropriate planning to assist in minimizing red tape and in making development related decisions strategically in a timely manner. This is an important first step to insure the long -term growth and development of their business community. If appropriate planning is done at the beginning of this project, upon completion of the project in 10 -15 years, the community will derive ongoing economic benefit from additional municipal tax revenue, new jobs, youth retention and entrepreneurship due to a significant increase in current tourism visitation numbers to the region. Oro Medonte and Tay Townships are both partners in the Severn Sound Sustainability Plan, the framework of which is based on three pillars which include: environmental integrity and protection, community well being, and economic prosperity. The Destination Master Plan is intended to provide the framework for future development in both Tay and Oro Medonte that will ensure protection of the watersheds, create a diverse economic base which does not currently exist, revitalize the downtown of Port McNicoll, and co- ordinate growth with infrastructure in both Townships. Both Townships have adopted the Brundtland Commissions definition of sustainable development being "development that meets the need of the present without compromising the ability of future generations to meet their own needs." The Destination Master Plan will assist both municipalities in having the time and expertise available to ensure that development in both municipalities is planned appropriately to ensure these objectives for sustainable development are achieved. Township of Oro Medonte and Township of Tay: Community Capacity Fund Submission Skyline International Inc Georgian Valley Development Project Page 164 of 202 III. Budget 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Project partners providing support include: Township of Tay: Chief Administrative Officer, Director of Planning, Director of Public Works Township of Oro Medonte: Chief Administrative Officer, Director of Development Services, Director of Recreation and Community Services Province of Ontario: Ministry of Agriculture, Food and Rural Affairs Rural Economic Development Consultant, Ministry of Tourism Industry Advisor Community Futures Development Corporations: Orillia Community Development Corporation and North Simcoe Community Futures Project Expenses TDF Applicant Partners Partners Total Request Amount (Financial) (In -kind) Ministry of Tourism I $25,000 I I 1 I $25,000 Township of Oro Medonte I I $12,500 1 1 I $12,500 Township of Tay 1 I $12,500 I I I $12,500 Orillia Community Development Corporation: $75,000 $75,000 Community Capacity Fund r--- North Simcoe Community $12,500 $12 Futures 'TOTAL I 1 I 1 $75,000 The funding requested from the Community Capacity Building fund will enable the completion of the first phase of the project 2009 -2010, additional funding is being sought through the Ministry of Tourism to complete the long term plan 2010 -2011. Township of Oro Medonte and Township of Tay_ Community Capacity Fund Submission Skyline International Inc Georgian Valley Development Project Page 165 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Council Meeting Minutes September 23, 2009. i) Report No. CAO 2009 -12, Robin Dunn, Chief Administrative Officer, re: Grant Application through Ministry of Tourism/Draft Memorandum of Understanding with Townships of Oro Medonte, Tay and Skyline International [to be distributed at meeting]. Motion No. 0090923.13 Moved by Crawford, Seconded by Agnew Be it resolved that Whereas the Skyline Developments in Port McNicoll and Horseshoe Valley will require project coordination and planning consultation, affecting both municipalities, that would place a strain on existing township staff resources; And Whereas the Ministry of Tourism has identified a grant source under the Tourism Development Fund to assist with consulting/ project coordination; And Whereas the North Simcoe Community Futures Development Corporation and the Oriilia Area Community Futures Development Corporation have recognized the economic contribution that these projects will make to the area and have indicated a desire to assist financially in this grant application; And Whereas the scope of the proposed Georgian Valley project will require strategic planning, funding, coordination and approvals that will be difficult to achieve in a timely manner without additionalIextemal professional assistance; Now therefore be it resolved that: 1. Report CAO 2009 -12, Robin Dunn, Chief Administrative Officer, re: Grant Application through Ministry ofTourism/Draft Memorandum of Understanding with Townships of Oro- Medonte, Tay and Skyline International be received. 2. That staff be authorized to submit the application to the Ministry of Tourism for the Tourism Development Grant Application on behalf of the Township of Oro-Medonte; 3. That Council authorizes the funding commitment for participation in the Tourism Development Grant Application in 2009 be an upset limit of $12,500.00; 4. And Further That the Tourism Development Grant Application funding be considered an overrun to the 2009 budget. Carried. Page 8 of 23 Page 166 of 202 Leigh, Andria Subject: FW: Resolution that you were looking for. -Original Message-- From: Heather Yates Sent: October 30, 2009 2:58 PM To: Mara Burton Subject: Resolution that you were looking for. 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... I. THAT WHEREAS THE SKYLINE DEVELOPMENTS IN PORT MCNICOLL AND HORSESHOE VALLEY WILL REQUIRE PROJECT COORDINATION AND PLANNING CONSULTATION AFFECTING BOTH MUNICIPALITIES THAT WOULD PLACE A STRAIN ON EXISTING TOWNSHIP STAFF RESOURCES; AND WHEREAS THE MINISTRY OF TOURISM HAS IDENTIFIED A GRANT SOURCE UNDER THE TOURISM DEVELOPMENT FUND TO ASSIST WITH CONSULTING/PROJECT COORDINATION; AND WHEREAS THE NORTH SIMCOE COMMUNITY FUTURES DEVELOPMENT CORP. AND THE ORILLIA AREA COMMUNITY FUTURES DEVELOPMENT CORP. HAVE RECOGNIZED THE ECONOMIC CONTRIBUTION THAT THESE PROJECTS WILL MAKE TO THE AREA AND HAVE INDICATED A DESIRE TO ASSIST FINANCIALLY IN THIS GRANT APPLICATION; AND WHEREAS IT IS AGREED THAT THE APPLICATION TO THE TOURISM DEVELOPMENT FUND WILL BE IN THE NAME OF THE TOWNSHIP OF ORO- MEDONTE; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF TAY AUTHORIZES STAFF TO PARTICIPATE IN THE TOURISM DEVELOPMENT GRANT APPLICATION AND COMMITS FUNDING IN 2009 TO A LIMIT OF $12,500.00; FURTHER THAT WHEREAS THE SCOPE OF THE PROPOSED GEORGIAN VAT J.FY PROJECT WILL REQUIRE STRATEGIC PLANNING, FUNDING, COORDINATION AND APPROVALS THAT WILL BE DIFFICULT TO ACHIEVE IN A TIMELY MANNER WITHOUT PROFESSIONAL ASSISTANCE; AND WHEREAS SKYLINE INTERNATIONAL DEVELOPMENT INC. HAS COMPLETED A SELECTION PROCESS AND IDENTIFIED OEB ENTERPRISE AS THE PREFERRED FIRM TO COMPLETE THE WORK; AND WHEREAS COUNCIL DIRECTED STAFF TO DRAFT THE AGREEMENT FOR COUNCIL'S CONSIDERATION; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF TAY HEREBY AUTHORIZES STAFF TO PREPARE THE NECESSARY BY -LAW 1 Page 167 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... TO AUTHORIZE THE MAYOR AND CLERK TO SIGN THE MEMORANDUM OF UNDERSTANDING DATED SEPTEMBER 16, 2009. Cyndi Bonneville, Administrative Support Person cbonneville ©tay.ca This message is intended for the individual to whom it is addressed and may contain information that is confidential and exempt from disclosure under the Municipal Freedom of Information and Protection of Privacy Act. If you are not the intended recipient. please do not forward, copy or disclose this message to anyone and delete all copies and attachments received. If you have received this communication in error, please notify the sender immediately. 2 Page 168 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... THE CORPORATION OF THE TOWNSHIP OF ORO- MEDONTE By -Law No. 2009 -137 Being a By -Law to Authorize the Execution of the Memorandum of Understanding Between the Township of Oro Medonte, Township of Tay and Skyline International Development Inc. WHEREAS Section 8 of the Municipal Act, 2001, S.0. 2001, c.25, as amended, provides that the a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act; AND WHEREAS Section 9 (1) of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that Sections 8 and 11 shall be interpreted broadly so as to confer broad authority on municipalities; (a) to enable them to govem their affairs as they consider appropriate; and (b) to enhance their ability to respond to municipal issues; AND WHEREAS Section 20 (1) of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that a municipality may enter into an agreement with one or more municipalities or local bodies, as defined in section 19, or a combination of both to jointly provide, for their joint benefit, any matter which all of them have the power to provide within their own boundaries; AND WHEREAS Section 224 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, states that it is the role of Council to ensure that administrative practices and procedures are in place to implement the decisions of Council; AND WHEREAS the Council of the Corporation of the Township of Oro Medonte deems it expedient to enter into the Memorandum of Understanding with the Township of Tay and Skyline International Development Inc. to provide a framework for establishing a public/private partnership that will enable the development of infrastructure; AND WHEREAS Council enacted Motion CW091007 -18 authorizing the Township of Tay, Township of Oro Medonte and Skyline International Development Inc. to enter into the Memorandum of Understanding; NOW THEREFORE the Council of the Township of Oro Medonte hereby enacts as follows: 1. THAT the Mayor and Clerk be authorized to execute the Memorandum of Understanding attached hereto as Schedule "A" and forming part of this By- Law. 2. THAT the Memorandum of Understanding be effective until March 31, 2010 or as outlined in Section 10.2 of Schedule "A" attached hereto. 3. THAT this by -law shall take effect on the final passing thereof. BY -LAW READ A FIRST AND SECOND TIME THIS 14 DAY OF OCTOBER, 2009. BY -LAW READ A THIRD TIME AND FINALLY PASSED THIS 14 DAY OF OCTOBER, 2009. THE COI31 OR ON OF THE TOWNSHIP OF ORO- MEDONTE Mayor, H.S. Hu Cleyti, J. &s Irwin Page 169 of 202 BETWEEN: 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Developing the Georgian Valley Memorandum of Understanding Framework for Establishing a Public/Private Partnership that will Enable the Development of Public Infrastructure and Facilities for the Project (The "Agreement Dated this 7 day of October 2009 THE MUNICIPALITY OF The Township of Tav (Hereinafter referred to as the "Tay And THE MUNICIPALITY OF The Township of Oro Medonte (Hereinafter referred to as "Oro Medonte -And- SKYLINE INTERNATIONAL INC r (Hereinafter referred to as "Skyline Tav and Oro- Medonte may together be described as the "Two Municipalities" 1. Purpose The purpose of this Memorandum of Understanding is to ensure there is a continuous and cooperative working relationship between the Two Municipalities and Skyline. This Memorandum of Understanding is intended to facilitate the following: Recognition by the Provincial and Federal governments to recognize Tay Township, Oro- Medonte, and Georgian Valley as a Tourism Destination. Facilitate coordination and cooperation with the lower tier municipalities and the Provincial and Federal Agencies. Secure funding to allow the timely development of the area, including public infrastructure and facilities that are vital elements of this Project. Page 170 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Memorandum of Understanding Page 2 of 7 This Memorandum of Understanding provides a framework for initiating a cooperative working relationship between the parties and commencing preliminary work in the launching of the Project, as outlined in the Short-Term Goals in Section 5. Among the key short-term goals for this phase of work will be to access government funding. 2. The Parties The following Two Municipalities and one private corporation agree in principle to work together and to cooperate for the purposes of pursuing funding opportunities to assist with the development of the Georgian Valley Project: Township of Tay 450 Park Street, PO Box 100 Victoria Harbour, ON LOK 2A0 Township of Oro Medonte 148 Line 7 South, Box 100 Oro, ON LOL 2X0 Skyline International -hae a)--- c_ 154 University Avenue Suite 200 Toronto, ON M5H 3Y9 3. The Proiect Georgian Valley is a major tourism destination and economic development project, with a primary focus on new recreation and lifestyle opportunities that will attract new and existing residents and visitors. Combined developments at Port McNicoll in the Township of Tay, and Horseshoe Valley in the Township of Oro Medonte, anchor the historic connection and are the two main attractions within the Georgian Valley project. These anchors are intended to spawn economic development in the two townships and Simcoe County through complimentary tourism and commercial businesses. This impact is additional to the projected economic impacts of the projects themselves. The development of the Georgian Valley will deliver very substantial benefits to both municipalities involved in this Project, and a host of other regional communities across the Georgian Bay area. These benefits will also accrue to Simcoe County, the Province of Ontario and Canada. The Project will provide significant short-term and long -term economic impact and growth as well as being a key component in pursuing the potential for far reaching development of the Georgian Bay area as a world -class destination. Page 171 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Memorandum of Understanding Page 3 of 7 The Project as a global Tourism Destination set Port McNicoll and Horseshoe Valley apart from a typical residential and/or commercial development. It is for this reason that they require the cooperation of both Townships as well as the senior levels of Provincial and Federal government to provide support to allow them to take place. Support from senior levels of government will include the assistance necessary to the Townships to prepare for, and deal with these large scale projects. While a very significant amount of this assistance is typically in the form of funding for infrastructure, it will extend further to include assistance with regional tourism preparation programs, advertising, as well as community infrastructure that would otherwise be beyond the means driven by typical projected growth, in short, providing the means necessary to make these economic generators happen. 4. Uniqueness of Project Requires Private/Public Co- operation The Georgian Valley concept is a unique project that will develop major tourism destinations in two neighbouring municipalities, and deliver substantial economic benefits across the County and beyond. Projects of this magnitude need to involve both private and public sector in order to maximize the opportunities and benefits that can be realized. Projects of this magnitude, in terms of geographic scope, overall level of investment and requirements for public infrastructure, need to involve both private and public sector to maximize the opportunities and benefits that can be realized. This Project will contain both public private elements: a. Municipal lands and facilities, i.e. roads, parks, buildings b. Municipally owned infrastructure, i.e. water, sewer c. Related facilities other stakeholders, i.e. trails, buildings, etc., managed by other organizations d. Private lands and facilities commercial and residential Extensive elements of land involved in the project development will remain in public hands, and some private lands may be deeded to the public, through the municipalities. The Project Master Plan identifies an extensive amount of tourism, culture and open space that will contribute greatly to the quality of lifestyle of the communities, in a significantly different fashion than any other developments within the municipalities. The Georgian Valley Project also involves two municipal governments, each with distinct needs to be addressed, but with common interests, particularly in relation to the substantial opportunities and benefits that can be realized through a joint and coordinated approach. Page 172 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Memorandum of Understanding Page 4 of 7 5. Short -Term Project Goals and Obiectives The initial goals and objectives over the next 3 -6 months would be the following: Establish the Project Committee(s). The Project Committee is anticipated to be comprised of staff from the two municipalities, designated members of Council, the Project Coordinator and Skyline. The Project Coordinator serving on the Project Committee will be hired by the Township of Oro Medonte, and will be funded through a joint initiative between the two municipalities and others with the assistance of the Ministry of Tourism. Begin immediate dialogue with senior levels of government regarding funding opportunities Begin immediate dialogue with senior levels of government regarding co- ordination between various levels of government Source and engage Government Agencies and Private Partners that can assist the Committee with the Project and establish working relationship with the Committee Finalize Project Plan Summary document for public agencies Identify sources for medium and longer -term funding At the end of this Preliminary Phase, the Municipalities will be in a position to make decisions on proceeding with the next phases of the Project, in conjunction with committed partners and realistic funding opportunities. 6. General Contributions of Each of the Parties Private Sector (Skyline) Will: a. Continue to refine the Concept Master Plan for the Project, in consultation with the Project Committee, toward a public planning process. b. Provide Technical Project Management for the physical development of the Georgian Valley, as approved. c. In consultation with the municipalities, work toward identifying the required infrastructure to allow the project to move forward in a timely manner. d. Provide funding support for the consultant identified in Section 7. Municipalities Will: a) In consultation with Skyline, work toward identifying the required infrastructure to allow the project to move forward in a timely manner. b) Provide funding support for the consultant identified in Section 7. c) Working with the Project Coordinator and with Skyline, provide technical assistance to determine the needs of the Project d) Involve elected officials in Georgian Valley Project Committee(s), and outreach to public and senior levels of government 7. Retainine Exnert Resources The Parties (being Township of Tay, Township of Oro Medonte, and Skyline) agree to retain OEB Enterprise to provide the expert resources to further the development of the Project. In particular, OEB Enterprise will deal with the following for all Parties: Page 173 of 202 9 Miscellaneous 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Memorandum of Understanding Page 5 of 7 a. Identifying/accessing senior government funding and provide a written monthly Report to the Parties detailing the activities undertaken, Ministries contacted and other information as required. b. Co- ordination of Government relations multiple levels c. Liaise with Project Committee, particularly with a view to the strategic planning of the project in identifying sources of infrastructure funding. OEB Enterprise shall be retained by Skyline on a monthly basis, effective as of mid October, 2009. OEB Enterprise will begin immediately to pursue funding opportunities through Simcoe County and the Provincial and Federal levels of government. 8. Fees and Reimbursable expenses: 8.1 Fees a. The costs of retaining OEB Enterprises commencing October 15, 2009 will be split equally between the three parties, provided that neither of the municipalities shall be required to contribute more than $30,000 inclusive of applicable taxes and expenses. 8.2 Invoicing and Payment a. The Township of Tay and the Township of Oro Medonte agree that they will each reimburse Skyline one third of the costs of the monthly invoices provided by OEB Enterprises. Invoices must be sufficiently detailed to substantiate fee and expense reimbursements and furthermore be supported by a comprehensive status report outlining actions taken and accomplishment relating to the project goals and objectives. a. Nothing in this Agreement derogates from, or interferes with or fetters the exercise by the Municipalities of all of its rights and responsibilities as a municipality, or imposes any obligations on the Municipalities, in its role as a municipality, and the Municipalities shall not be prevented from or prejudiced in carrying out its statutory rights and responsibilities, including (whether discretionary or mandatory) rights and responsibilities. Nothing contained in this Agreement derogates from or interferes with or fetters the exercise by the Municipalities' officers, employees, agents, representatives or elected and appointed officials of all of their rights and responsibilities, or imposes any obligations on the Municipalities' officers. b. Nothing contained in this Agreement shall derogate from the obligations and the rights of the Municipalities as a planning authority pursuant to the Planning Act, including obligations of the parties complying with all other Municipalities policies and by -laws in effect from time to time with respect to any matter whatsoever. c. The parties acknowledge that all information, documents and correspondence provided to the Municipalities in connection with this Agreement will become the property of the Municipalities, subject to the Municipal Freedom of Information and Protection of Privacy Act (Ontario) as amended "MFIPPA") and subject to any other obligations of the Municipalities to disclose information in its possession or control. Page 174 of 202 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Memorandum of Understanding Page 6 of 7 d. Except as expressly provided for above, the parties expressly disclaim any intention to create a partnership or joint venture or to constitute the other party as its agent. Nothing in this Agreement shall constitute the parties partners or joint ventures, nor constitute one party the agent of the other party. e. No waiver of any provision of this Agreement is binding unless it is in writing and signed by the parties to this Agreement, except that any provision which does not give rights or benefits to particular parties may be waived in writing, signed only by the party which has rights under, or holds the benefit of, the provision being waived if that party promptly sends a copy of the executed waiver to the other party. No failure to exercise, and no delay in exercising, any right or remedy under this Agreement will be deemed to be a waiver of that right or remedy. No waiver of any breach of any provision of this Agreement will be deemed to be a waiver of any subsequent breach of that provision or of any similar provision. f. Each party will promptly execute and deliver all further documents and take all further action reasonably necessary or appropriate to give effect to the provisions and intent of this Agreement and to complete the matters contemplated by this Agreement. g. The rights and remedies under this Agreement are cumulative and are in addition to and not in substitution for any other rights and remedies available at law or in equity or otherwise. No single or partial exercise by a party of any right or remedy precludes or otherwise affects the exercise of any other right or remedy to which that party may be entitled. h. No amendment, supplement, restatement or termination of any provision of this Agreement is binding unless it is in writing and signed by each party to this Agreement at the time of the amendment, supplement, restatement or termination. This Agreement ensures to the benefit of and binds the parties and their respective successors and permitted assigns. 10 Terms and Termination 10.1 Term a) The terms of the agreement and the provisions relating to the parties and the performance of their obligations terminate March 31, 2010 (The Term) 10.2 Termination a) It is agreed that each of the municipalities/parties have a right to terminate this agreement, upon providing 20 business days advance written notice, should circumstances arise which indicate to one or both of the municipalities, in their sole judgement and discretion that the efforts and progress are unlikely to achieve the project goals and objectives. b) Compensation on Termination In the event of termination, pursuant to Section 8 above, the parties agree that the OEB Enterprises shall be compensated within 20 business days from the date that an invoice is rendered for all services performed to termination date, together with reimbursable expenses then due, less any amounts relating to any losses incurred by the Townships in relation to such termination. Page 175 of 202 Memorandum of Understanding Sienatures: Townshi of Tay: Mayor Clerk Township of Oro Medonte: Skyline Internation l Iie5 Name 8g) Robin Dunn, Chief Administrative Officer, re: Georgian Valle... Date: O c 74 e/4 Date: O( )4c Date: Date: Date: ,07- /1) 7 Title (616kte Page 7 of 7 Page 176 of 202 Report No. FI 2010 -08 Meeting Date: April 21, 2010 Roll It is recommended that: BACKGROUND: Batch No. Cheque Registers: Payroll: PR00466 PR00469 FINANCE Report No. 2010 -08 8h) Report No. FI2010 -08, Paul Gravelle, Director of Finance /Tre... REPORT Subject: Statement of Accounts March 31, 2010 Date Amount March 13, 2010 March 27, 2010 1. That Report No. FI 2010 -08 is received. 2. The accounts for the month of March 2010 totalling are received. Following is the statement of accounts for the month of March. AC00586 March 03, 2010 293,330.99 A000425 March 05, 2010 1,184.00 AC00587 March 10, 2010 225,619.53 AC00588 March 17, 2010 400,851.49 AC00589 March 24, 2010 4,431,548.54 AC00590 March 31, 2010 335,743.96 Proud Heritage, Exciting Future To: Prepared By: Committee of the Whole Janice MacDonald 117,271.06 115.290.55 Motion R.M.S. File RECOMMENDATION(S): Requires Action I For Information Only X 5,930,704.51 5,688,278.51 232,561.61 April 21, 2010 Page 1 of 2 Page 177 of 202 Credit Card Registers: ATTACHMENTS: Cheque Registers. CONCLUSION: Respectfully submitted: JaniccDonald, Accounting Clerk FINANCE Report No. 2010 -08 8h) Report No. F12010 -08, Paul Gravelle, Director of Finance/Tre... AE00257 March 26, 2010 43.32 AE00258 March 26, 2010 370.56 AE00259 March 26, 2010 150.00 AE00260 March 26, 2010 1,682.53 AE00261 March 26, 2010 3,988.50 AE00262 March 26, 2010 1,375.95 AE00263 March 26, 2010 1,148.87 AE00264 March 26, 2010 1.104.66 That the accounts for the month of March are received. SMT Approval Comments: 1 Total: 5.930.704.51 C.A.O. Approval Comments: 9.864.39 April 21, 2010 Page 2 of 2 Page 178 of 202 Report No. TES2010 -05 Meeting Date: April 21, 2010 Roll BACKGROUND: 9a) Report No. TES2010 -05, Jerry Ball, Director of Transportatio... REPORT It is recommended that: Subject: Three (3) Year Snow Removal Tender Contract No. PW2009 -05 Transportation and Environmental Services Dept. Report No. TES2010 -05 Township of Proud Heritage, Exciting Future To: COMMITTEE OF THE Prepared By: WHOLE Jerry Ball Motion R.M.S. File L04 -24860 v -002 RECOMMENDATION(S): Requires Action For Information Only 1. THAT Report No. TES2010 -05 be received and adopted. 2. THAT Duivenvoorden Haulage Ltd. be awarded the three (3) year snow removal tender, Contract No. PW2009 -05. 3. AND THAT the Director of Transportation and Environmental Services advises Duivenvoorden Haulage Ltd. of Council's decision. In the 2009 tendering process, three tenders were received for Contract No. PW2009- 05 from Duivenvoorden Haulage Ltd., John Eek and Son Ltd. and Kevin Woodrow. This tender was for the supply, complete with an operator for a tandem plow truck with one way plow and wing or a grader with one -way plow and wing. Upon review of the open tenders, John Eek and Son Ltd. from Bradford, Ontario were low tender with an hourly rate of $77.70 and a $297.15/day standby for 2009/2010. In 2010/2011, the hourly rate of $81.90 and daily rate of $297.15 standby was submitted. The hourly rate for 2011/2012 was $85.05 /hour and the standby rate was $297.15/day. This tender was awarded to John Eek and Son Ltd. for a three year contract. Once Mr. Dave Eek received the acceptance letter, he contacted Transportation Services to advise that he could not honour the contract price due to a misunderstanding of the hourly rate and standby time, and could not operate for the hourly rate which was submitted in the tender bid. April 21, 2010 Page 1 of 3 Page 179 of 202 ANALYSIS: In good faith, the $1,000.00 tender cheque, which was submitted with the tender, was returned to John Eek and Son Ltd. and their work decline was accepted. Duivenvoorden Haulage Ltd. from Innisfil, Ontario was the next lowest tender with the following rates: 2009/2010 $105.00 /hour and $330.00 /day standby time 2010/2011 $110.00 /hour and $345.00 /day standby time 2011/2012 $115.00 /hour and $360.00 /day standby time Duivenvoorden Haulage Ltd. accepted this offer in the late fall and changed their work schedule to place a grader, complete with snow wing and one -way plow on the tender route. The snow plowing on this contract route for the 2009/2010 season has ended and the work received from Duivenvoorden Haulage Ltd. was extremely professional with no problems or concerns with the performance. FINANCIAL: Duivenvoorden Haulage Ltd. has a higher hourly rate, as well as a higher standby rate, than John Eek and Son Ltd. POLICIES /LEGISLATION: N/A CONSULTATIONS: Manager of Operations ATTACHMENTS: None CONCLUSION: 9a) Report No. TES2010 05, Jerry Ball, Director of Transportatio... Transportation Services has completed the 2009/2010 winter maintenance period and Duivenvoorden Haulage Ltd. has provided excellent service during this time. It is recommended to offer the remaining two years of Contract No. PW2009 -05 to Duiveenvoorden Haulage Ltd. Transportation and Environmental Services Dept. Report No. TES2010 -05 April 21, 2010 Page 2 of 3 Page 180 of 202 Respectfully submitted: 9a) Report No. TES2010 05, Jerry Ball, Director of Transportatio... Jerry Ball, C.R.S.S. Director of Transportation and Environmental Services SMT Aooroval Comments: C.A.O. Aooroval Comments: Transportation and Environmental Services Dept. Report No. TES2010 -05 April 21, 2010 Page 3 of 3 Page 181 of 202 Roll BACKGROUND: 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... Fire Emergency Services Report No. Fo20I0 -01 lawn hip of REPORT 6 Proud Heritage, Exciting Future Report No To: Prepared By: Mayor and Council Fire Chief Richard Piayfair Meeting Date: Subject: Motion April 24, 2010 Aerial Ladder #3 Update R.M.S. File RECOMMENDATION(S): Requires Actionu For Information Only[J It is recommended that: 1. Report No FD2010 -01 be received and adopted. 2. The Fire Chief secure quotations on a used replacement Aerial Ladder truck not to exceed $65,000 in order to maintain the required level of service. In 1996 Fire Emergency Services purchased a 1978 used 55 foot "telesquirt" aerial from the City of Owen Sound. This aerial Unit was in a reconditioned state when purchased and required additional retrofit to ensure that it was compliant with NFPA standards. Our understanding was that this ladder was purchased as a stop gap measure in order to provide a level of service until the Township could secure a more current model. This ladder unit has apparatus markings that prove that it started its life as a municipal pumper and after several attempts was converted into a retrofitted 55 foot "telesquirt". This background tends to date this unit and indicate that the 31 year service history of this apparatus has long beyond its value in terms of safety requirements and efficiency. As a result of the following inspections and assessment provided in this report Aerial Ladder #3 has been removed from service pending a decision of Council for retrofit or replacement. April 21, 2010 Page 1 of 4 Page 182 of 202 ANALYSIS: 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... After an extensive annual inspection provided by Domson Engineering Inspection Ltd. of Brampton, Ontario on March 3, 2010, the report has concluded that this aerial "telesquirt° did not pass its required inspection. Indicating approximately 45 stress cracks in the ladder sections, twisted ladder and various components such as hydraulic lines that are compromised, automatic nozzle's failure to operate in its lateral function and the drifting test to the hydraulic component to the main table of the hydraulic system. In addition, the body in deteriorated condition provides additional concerns as to the financial burden required to correct these deficiencies. The Aerial unit was assessed by Dependable Fire Apparatus (Manufacturers) in March 18, 2010 to provide a cost analysis on the condition and the complete retrofit project. The result of the assessment indicated that repairs to this 31 year old apparatus would be in access of approximately $55,000 and at the end of the day we would still have a 1979 aerial apparatus. There are options available to Council in order to secure continued service can be supplied by Fire Emergency Services in terms of rescue and aerial water application, those options are as follows: OPTION 1 Follow through with retrofit of Aerial Ladder #3 at a cost of approximately $55,000 by a recognized Fire Apparatus Manufacturer. OPTION #2 Prepare and develop a Request for Proposal for the acquisition of a new Aerial Ladder for Fire Emergency Services. OPTION #3 Search and secure a recognized used Fire Apparatus dealer in order to acquire a newer used Aerial Ladder at a cost not to exceed $65,000. OPTION #4 Discontinue the service of aerial water supply and multi -floor rescue and prepare to release the Aerial Ladder from the fleet. I FINANCIAL: Fire Emergency Services April 21, 2010 Report No. FD2010 -01 Page 2 of 4 Page 183 of 202 The financial implications of correcting the deficiencies are as follows; Securing a Fire Apparatus firm to correct the deficiencies for approximately $55,000. Securing Fenton Fire Apparatus in search for a used newer aerial fire apparatus not to exceed the cost of $65,000 which can be taken from the Vehicle Reserves allocation of 275,000 of the current 2010 budget. Acquisition of a new Aerial Ladder Apparatus at the proposed cost of approximately $800,000. Although no cost for releasing the Aerial Ladder from the fleet the liability remains high to the Municipality by reducing services. The current Reserve for this acquisition is adequate at $250,000at current 2010 Budget level to have the amount of $65,000 allocated for this purchase. At current Canadian American exchange rate on the dollar is at par therefore making this purchase more beneficial to the Township. CERTIFICATION STANDARDS National Fire Protection Association (NFPA) Standard 1914 CONSULTATIONS: Domson Engineering Inspection Ltd. Brampton, Ontario Dependable Fire Apparatus Brampton, Ontario Fenton Fire Apparatus, New York, USA ATTACHMENTS: CONCLUSION: 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... Aerial #3 Annual Vehicle inspection report Aerial #3 Vehicle Deficiency Assessment Report Fire Emergency Services recognize the value in maintaining Aerial rescue and Aerial water application functions. These are fundamental to any emergency scene and Fire Emergency Services Report No. FD2010.01 Apra 21, 2010 Page 3 of 4 1 Page 184 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... provide the essential evolutions to large fire incidences as well as life safety and rescue operations. The current initiatives in which to secure an Automatic Aid Agreement with the City of OriIlia will continue in which to have an aerial ladder respond to areas in Oro Medonte only to supplement our own capabilities while at the same time providing Orillia Fire with Airboat services from Oro Medonte Fire Emergency Services to supplement any water rescue. The Aerial unit was assessed by Dependable Fire Apparatus of Brampton in order to provide a cost analysis on the complete retrofit project. In taking the position of continuance of service with respect to Aerial Ladder #3 it is the position of Fire Emergency Services that option #3 is respectfully recommended, primarily that it allows the Fire Emergency Services an opportunity to continue to provide these essential services, while gradually moving toward a new acquisition for the future. Respectfully submitted: 1 Richard layfair CFED. CFI!, CFF, ceMc Director of Fire and Emergency Services SMT Approval Comments: Fire Emergency Services Report No. FD2010 -01 C.A.O. Approval Comments: April 21, 2010 Page 4 of 4 Page 185 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... Domson Engineering Inspection Ltd. 190 Wilkinson Road, Unit 11 Brampton, Ontario L6T 4W3 Invoice To Service Location Oro Medonte Fire Department 3375 Line 4 North -Box 100 Oro-Medonte, Ontario LOL 2X0 Date Order Number I Rep Contact I P.O. No. 10/03/2010 16433 MS Richard Playfair Quantity Description Unit Price Total Inspection of 55 Foot Water Tower Truck Unit Ladder Number 3 1 Fixed Price Inspection GST On Sales All Invoices are due and payable on receipt. Thank you for your business! GST /HST No. 869712794 Invoice 17191 980.00 980.00 5.00% 49.00 Total $1,029.00 Page 186 of 202 Professional Engineers 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... WATER TOWER TRUCK INSPECTION REPORT (NFPA 1914) Prepared for: Oro Medonte Fire Department Device: 55 Foot Water Tower Mfr Serial Number: 1479 Manufacturer: Pierreville Fire Trucks Unit Number: Ladder 3 Date Built: April 29, 1979 Mileage: 67258 Kms. Test Site: Station 3 Report Number: 16433 Date of Inspection: March 3, 2010 Page Number: 1 of 6 SUMMARY OF FINDINGS NFPA Results Ref. 4 -2 SERVICE RECORDS Acceptable 4 -8 OPERATIONAL TEST See Note 1 4 -4 OUTRIGGER EXAMINATION AND TEST See Note 2 4 -3 TURNTABLE AND TORQUE BOX INSPECTION AND TEST See Note 3 4 -7 TELESCOPIC BOOM EXAMINATION TEST See Note 4 4 -9 WATER SYSTEM TEST See Note 5 Comments: RQ Required for certification; MR Maintenance recommendation Note 1: RQ: 4 -8 The nozzle head does not operate properly. The up and down controls do not work. Note 2: RQ: 2 -4.5 The left side outrigger safety Tight does not work. Note 3: MR: 2 -3.15 The elevation cylinder drift test was at 60° for 1 hour. The right side drifted 1 /4 where the left side drifted 1/8 RQ: 3 -8.3 On the escape ladder, there were 3 wear pads that need to be replaced. These were the front left, the front right, and the rear left wear pads. They were marked with "X" for identification. RQ: 3 -8.2 There were 6 cracks that were 1 /2' in length located on the inside welds for the rung connection. Three were on the left and 3 were on the right. On the main ladder section, there were 10 cracks that were %z" in length located on the inside welds for the rung connection. Three were on the left side and 7 were on the right side. The main ladder also had a slight twist at the bottom. This item will be checked for repair possibilities when the ladder is removed. On the second ladder section, there were 26 cracks that were /a -W in length located on the inside welds for the rung connections. Ten of them were on the left side and 16 were on the right side. RQ: 3 -8.9 On the extension cylinder, the hydraulic line was leaking excessively at the holding valve, at the rear of the line. We recommend replacing this line as it is also dented and worn. DOMSON ENGINEERING INSPECTION LTD. 190 Wilkinson Road, Unit 11, Brampton, Ontario, L6T 4W3 Telephone: (905) 789 -1326 Facsimile: (905) 789 -1328 Website: www.domson.ca Page 187 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... WATER TOWER TRUCK INSPECTION REPORT (NFPA 1914) Prepared for: Oro Medonte Fire Department Device: 55 Foot Water Tower Mfr Serial Number: 1479 Manufacturer: Pierreville Fire Trucks Unit Number: Ladder 3 Date Built: April 29, 1979 Mileage: 67258 Kms. Test Site: Station 3 Report Number: 16433 Date of Inspection: March 3, 2010 Page Number: 2 of 6 Comments: RQ Required for certification; MR Maintenance recommendation Note 4: RQ: 4 -9 The waterway test, full motion operation test is to be completed following the nozzle repair. All cracks on the rung welds were circled with blue marker. All locations of the cracks indicated on the outside of the ladder were marked with a blue `X" for identification. All other areas inspected were found to be acceptable. Inspected by: Matt Smethurst CGSB Level 2 gdt D.i?. DO MENICHINI j 90449463 AlcE OF 0% AV" Dennis n ichini, P. Eng. CSA W178.2 Level 3 Project Engineer DOMSON ENGINEERING INSPECTION LTD. 190 Wilkinson Road, Unit 11, Brampton, Ontario, L6T 4W3 Telephone: (905) 789 -1326 Facsimile: (905) 789 -1328 Website: www.domson.ca Page 188 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... WATER TOWER TRUCK INSPECTION REPORT (NFPA 1914) As part of this inspection, the following items were inspected, witnessed or verified. 4-8 OPERATING TEST NOTE 1 4 -8.1 Complete Cycle of Water Tower Operation: Start engine, set jacks, transmit power, elevate fully, rotate 90 degrees and extend fully. 4 -8.2 Test completed smoothly not over 105 seconds 4 -8.3 With water tower retracted, rotate turntable through 360 degrees and then lower to bed. Complete inspection of all moving parts. 4 -8.4 Test all water tower controls. 4-4 OUTRIGGER EXAMINATION AND TEST 2 -4.1 Outrigger Structural Components: Visually inspect for dents and bends. Magnetic particle inspect welds. 2 -4.2 Outrigger Plates: Verify presence, condition and serviceability. 2 -4.3 Outrigger Mounting to Frame or Torque Box: Visually inspect for cracks, dents or bends. Magnetic particle inspect welds. Check bolts for grade and fit. 2 -4.4 Hydraulic Lines /Hoses in Outrigger System: Check for kinks, cuts, abrasions, or leakage. 2 -4.5 Outrigger Interlock /Warning Device: NOTE 2 Check for operation. 2 -4.6 Outrigger Extension Cylinder Pins and Hinge Pins: Visually inspect pins for installation, lubrication, operation and retention. 2-4.7 Outrigger Extension Cylinder: Visually inspect cylinder rods for scoring or pitting. Visually inspect for Teaks Check one hour drift. DOMSON ENGINEERING INSPECTION LTD. 190 Wilkinson Road, Unit 11, Brampton, Ontario, L6T 4W3 Telephone: (905) 789 -1326 Facsimile: (905) 789 -1328 Website: www.domson.ca Page 189 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... WATER TOWER TRUCK INSPECTION REPORT (NFPA 1914) 2 -4.8 Holding Valves on Extension Cylinders: Inspect for leakage. 2 -4.9 Operating Controls: Check smooth operation, in neutral; check for binding or leakage. 2 -4.10 Diverter Valve: Inspect for leakage. 2 -4.11 Positive Stops and Alignment: Inspect for operation. 2-4.13 Manual Spring Locks: Inspect for condition and operation. 4 -3 TURNTABLE AND TORQUE BOX INSPECTION AND TEST 2 -3.1 Rotation Bearing Mounting Bolts: Check grade and fit per manufacturer's recommendations. Check bolt torque per manufacturer's instructions. 2 -3.5 Turntable Structural Components: Visual inspection of accessible components and welds. Magnetic particle inspection of accessible welds. 2 -3.6 Rotation Hydraulic Swivel: Inspect for external hydraulic fluid leaks. 2 -3.7 Hydraulic LineslHoses in Turntable: Inspect for kinks, cuts, leaks or abrasions. 2 -3.10 Power Takeoff: Inspect power takeoff for leakage and operation (engagement and disengagement). 2 -3.11 Hydraulic Pump: Check for external leakage. 2 -3.12 Collector Ring Check for operation rotate with electrical devices in operation DOMSON ENGINEERING INSPECTION LTD. 190 Wilkinson Road, Unit 11, Brampton, Ontario, L6T 4W3 Telephone: (905) 789 -1326 Facsimile: (905) 789 -1328 Website: www.domson.ca Page 190 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... WATER TOWER TRUCK INSPECTION REPORT (NFPA 1914) 2 -3.13 Elevation Cylinder Anchor Ears and Plates: Visual inspection of ears, plates and welds. Magnetic particle inspect ears and plate attaching welds 2 -3.14 Elevation Cylinder Pins: Visual inspection of pins for alignment, installation, lubrication, operation and retention. 2 -3.15 Elevation Cylinders: Visual inspection of cylinder rods for pitting and scoring. Conduct drift test at 60 degrees, full extension; stand one hour with engine off. NOTE 3 2 -3.16 Holding Valves on Elevation Cylinders: Inspect for internal or external leakage. 2 -3.17 Operating Controls: Inspect for missing handles, leakage and proper identification. Verify smooth operation in gear and in neutral for binding. Check for binding 2 -3.20 Auxiliary Hydraulic Power: Check operation. 2 -3.22 Throttle Control: Verify it is operable; verify rpm. 2 -3.23 Communication System: Verify system to communicate to top of ladder. 2 -3.24 Relief Hydraulic Pressure: Verify that it does not exceed manufacturer's recommendations 2 -3.25 Unit Main Frame: Visual inspection of main frame for cracks, bends, dents or twists. Magnetic particle inspect frame welds 4 -7 TELESCOPING BOOM EXAMINATION AND TEST 3 -6.12 Boom Support: Visual inspection for weld cracks, dents or bends. Magnetic particle test boom welds and bracket attachment. DOMSON ENGINEERING INSPECTION LTD. 190 Wilkinson Road, Unit 11, Brampton, Ontario, L6T 4W3 Telephone: (905) 789 -1326 Facsimile: (905) 789 -1328 Website: www.domson.ca Page 191 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... WATER TOWER TRUCK INSPECTION REPORT (NFPA 1914) 3 -8.1 Boom Assemblies: Visual inspection for cracks, dents, bends. Visual inspect fasteners and connections for cracks. Magnetic particle test for discontinuities. 3 -8.2 Escape Ladder: Inspect for defects. Inspect mounting brackets for loose bolts, cracked welds. 3 -8.3 Guides, Wear Strips and Pads, and Slide Block: Inspect for proper installation and for wear. NOTE 4 3 -8.9 Hydraulic Lines and/or Hoses: Inspect for leakage, abrasions, wear. NOTE 4 3 -8.10 Extension Cylinder Anchor Ears and Plates: Visual inspect for defects, discontinuities. Magnetic particle test welds. 3 -8.11 Extension Cylinder Pins: Inspect for proper installation, retention. Ultrasonic inspect pins. 3 -8.12 Extension Cylinder: Inspect rods for pitting, scoring, etc. Check drift for one hour. 3 -8.13 Holding Valves on Extension Cylinder: Inspect for internal /external leakage. 4 -9 WATER SYSTEM EXAMINATION AND TEST NOTE 4 4 -9.1 Waterway and System NOTE 5 Visual inspect for rust, corrosion, wear. DOMSON ENGINEERING INSPECTION LTD. 190 Wilkinson Road, Unit 11, Brampton, Ontario, L6T 4W3 Telephone: (905) 789 -1326 Facsimile: (905) 789 -1328 Website: www.domson.ca Page 192 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... Attention; Mr Richard Playfair March 18, 2010 Fire Chief Oro Medonte Township We would like to take this opportunity to thank your department for giving us the chance to bid on this truck upgrade program. As you know by now we are able to repair and co- ordinate large and small jobs at our Oro Medonte site on 16 Windstar drive. The following quote is in accordance with the recent inspection completed by Domson Engineering, this month as well as a upgrade rust perforation repair to the cab. See details in notes. TRUCK IDENTIFICATION; Ladder #3, 1979 International, vin# D1045JCAl2830, License plate# RL2340, Odometer reading; 67,258k1. 55 foot water tower type with nozzle and escape ladder. Here is a complete break down of the repair process. DESCRIPTION PARTS LABOUR 1. re and re nozzle head, send out for rebuild to manufacturer; $6,234.12 340.00 2. re and re left outrigger light and replace 171.20 170.00 3. replace fixed steel hydraulic line on side of boom $1,064.20 510.00 4. replace elevation cylinder flex hoses left and right 2,810.42 680.00 5. supply and install inclinator meter 310.00 85.00 6. re and re elevation cylinders left and right, send, $11,442.60 $1360.00 out to have rebuilt and resealed 7. replace left scene light at escape ladder 571.80 170.00 8. re and re right side scene light for access 170.00 9. replace 3 wear pads on escape ladder 64.00 170.00 D 1t 1,?o5 ti-tit- 8- 81 ak3o NFPA® 239 COOK STREET, BARRIE, ONTARIO L4M 4H4 TEL: 705 728 -7459 Page 193 of 202 10. repair and weld 6 cracks on escape ladder's sides 11. supply and install new rung pads for escape ladders 12. dismantle complete ladder system and reinstall 13. repair and re -weld main ladder, 10 cracks 14. square up main ladder at base section as required 15. replace rung pads on main ladder 16. replace second ladder as required by code 17. replace extension cylinders holding valve 18. complete water way testing 19. sand mask and prep boom sections, 20. media blast ladders and prep. 21. re and re all roof lights 22. re and re side cab glass as required 23. complete body work on cab sides and roof 24. refinish ladders, boom sections and materials white on cab 25. mask truck complete 26. misc. shop materials Upon and if this quote is accepted we would expect 42% of repair bill upon starting the job, 35% upon completion and the balance of 23% upon re- inspection, to be done no later than 30 days after completion of job. This quote contains manufacturer pricing on parts and an acceptable labour rate of $85.00 per job hour, both within acceptable industry standards. This quote is good for 30 days. YOURS TRULY TREVOR DO 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... PARTS TOTAL LABOUR TOTAL GST PST exempt TOTAL 239 COOK STREET, BARRIE, ONTARIO L4M 4H4 TEL: 705 728 -7459 $2375.00 550.00 107.00 170.00 340.00 $1100.00 510.00 271.00 255.00 $1108.42 225.00 310.62 340.00 340.00 $4100.00 800.00 $1275.00 $340.00 $2890.00 $3400.00 $3150.00 $1360.00 $1284.00 $31,524.38 $19,700.00 2,561.22 $53,785.60 Page 194 of 202 n NFPA® 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... Page 195 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... Page 196 of 202 11a) Report No. FD2010 -01, Richard Playfair, Director of Fire and... Page 197 of 202 Report No. RC2010 -08 Meeting Date: April 21, 2010 Roll BACKGROUND: REPORT Recreation and Community Services Report No. RC2010 -08 To: Committee of the Whole Subject: H.A.A.C.A Volunteer Days, Soap Box Derby Request for Exemption By -Law 2006 -38 12a) Report No. RC2010 08, Shawn B... RECOMMENDATION(S): Requires Action For Information Onlyn Proud Heritage, Exciting Future Prepared By: Shawn Binns Motion R.M.S. File It is recommended: 1. That Report RC2010 -08 be received and adopted. 2. That the Hawkestone and Area Community Association provide proof of $2,000,000 public liability insurance naming the Township of Oro Medonte as additional insured of as per provision 3 of By -law 2006 -38. 3. That an exemption to By -Law No 2006 -38 be granted to the Hawkestone and Area Community Association to hold the Volunteer Day Celebrations, Soap Box Derby on Saturday April 24 2010 upon receipt of proof of insurance. 4. That Line 11 South from Ridge Rd to John St. be temporarily closed on April 24, 2010 from 12:00 pm to 3:OOpm inclusively. 5. That the Hawkestone and Area Community Association be granted permission to utilize six Township Temporary Barricades on April 24, 2010. 6. And Further that the Hawkestone and Area Community Association and the Director of Transportation and Environmental Services be notified of Council's decision. By -Law No. 2006 -38 regulates the holding of parades or processions /events in the municipality. Section 8 of the above mentioned By -law permits that in a situation where a parade or procession/event will last less than 24 hours, Council may dispense with any or all of the requirements of the By -Law. The Hawkestone and Area Community Association is partnering with the Hawkestone Scouts, and Hawkestone Community Hall Board to organize a Soap Box Derby as part of the Hawkestone Community Volunteer Day Celebrations on April 24 2010. Council has historically granted permission for this event to occur. This is the fourth year of the annual event. April 21, 2010 Page 1 oft, Page 198 of 202 ANALYSIS: Anna Proctor, Hawkestone and Area Community Association President, has supplied the Township with information regarding the event (Attachment #1). The group is requesting the use of 6 temporary barricades to assist in the closing of Line 11 south of Ridge Rd to the Hawkestone United Church from 12:OOpm- 3:OOpm on April 24th, and have indicated that volunteers will be used to re- direct traffic, via Cedarbrooke Gres. It is recommended that Council require proof of public liability insurance in the amount of ($2,000,000) from the Hawkestone and Area Community Association naming the Township of Oro Medonte as additional insured as a provision of the aforementioned By -Law as there is an element of risk in the proposed Soap Box Derby, which will be taking place on Township property. The group also plans to exercise due diligence by ensuring proper supervision, enforcing the use of helmets for all participants in the Soap Box Derby, as well as having waivers completed for each participant. FINANCIAL: N /A. POLICIES /LEGISLATION: By -Law- 2006 -38 CONSULTATIONS: Hawkestone and Area Community Association Director, Transportation and Environmental Services ATTACHMENTS: 1. Hawkestone and Area Community Association Request 2. Route Map 3. Sample Waiver CONCLUSION: The Soap Box Derby is part of the Hawkestone Volunteer Day and draws significant community involvement and participation. The organizing group has taken reasonable precaution to ensure that the event will be run safely. The Township will also be protected with additional public liability coverage. It is recommended that Council grant this request to allow this event to occur again in 2010. Shawn Binns Director, Recreation and Community Services Recreation and Community Services Report No. RC2010 -08 12a) Report No. RC2010 -08, Shawn B... April 21, 2010 Page 2 of 2 Page 199 of 202 April 12, 2010 -04 -12 To Township of Oro Medonte Mayor and Council From Hawkestone And Area Community Association Re Soapbox Derby April 24, 2010 12a) Report No. RC2010 -08, Shawn B... HAWKESTONE AND AREA COMMUNITY ASSOCIATION 3 Allen Street, Hawkestone, Ontario (705) 487 -6471 www.Hawkestone.net HAACA and First Hawkestone Scouts would like to respectfully request permission from Council to run a Soapbox Derby from Ridge Road down Line 11 South in the village of Hawkestone on April 24 from noon to 4 pm. This would be a fundraiser in conjunction with our pancake breakfast and Great Egg Race earlier that day. HAACA and First Hawkestone Scouts undertake to purchase liability insurance in the amount of $2,000,000 naming the Township as additional insured to cover this event. Thank you for your consideration. Anna Proctor, President of HAACA on behalf of Soapbox Derby committee Page 200 of 202 Goggle Maps Go maps Canada \ON. ,'z7 7./ 12a) Report No. RC2010-08, Shawn B... o 5 LAP e- Page 1 of 1 02008 GoVe Majp*T020fik,NAVIECP Terms of Use; Page 201 of 202 Ti s,"tt`R CAcLOGO Reuistration Information: Details; Enter Details Last Name: Address: Phone: Emergency Contact: Health Problems /Allergies: 12a) Report No. RC2010 -08, Shawn B... Hawkestone and Area Community Association Sono Box Derby Hawkestone Volunteer Days Celebration Aoril 21. 11 am 2cm First Name: DOB: Phone: Date IYY /MM /DD) Waiver: I hereby release the Hawkestone and Area Community Association its servants and agents from any and all claims whatsoever, which may be caused by, or arise from my childfward's participation in activities at or sponsored by the Hawkestone and Area Community Association; except where the damage or injury is caused by the negligence of the Hawkestone and Area Community Association its agents, officers and .volunteers aeting- within-the scope of their duties. I understand that my child /ward should not attempt to take part in any activity with which they are not familiar, without first receiving instructions from the Soap Box Derby Volunteers. 1 also agree that my child/ward must abide by any procedures as set forth by the Hawkestone and Area Community Association concerning the use and operation of the Soap Box Derby Vehicles. I further agree that 1, the undersigned, have no knowledge of any physical illness, disability or other reason that could cause my child/ward participation to prove hazardous to their health. I understand that by signing this consent waiver, I am allowing my child /ward to actively participate in the activity as outlined above. I understand that in order to maintain an environment that safe, Inclusive and positive for all participants the Hawkestone and Area Community Association reserves the right to dismiss a participant for any behavior deemed as unacceptable. Parental /Legal Guardian Name ParentallLegal Guardian Signature Page 202 of 202