Strategies - Mississippi Mills

Town of Mississippi Mills
COMMITTEE OF THE WHOLE
AGENDA
Tuesday, June 26, 2012
6:00 p.m.
Council Chambers, Municipal Office
A.
APPROVAL OF AGENDA
B.
DISCLOSURE OF PECUNIARY INTEREST
C.
DELEGATIONS
Scott McLellan – Chair, CEDC
Re: Community and Economic Development Strategy
D.
Pages 1-17
APPROVAL OF MINUTES
Motion to approve minutes dated May 22, 2012
E.
BUSINESS ARISING OUT OF MINUTES
F.
OTHER/NEW BUSINESS
Pages 18-20
Finance, Administration & Policy
1.
Update on purchase of abandoned rail bed land
Page 21
2.
Memo from MVC re: Enerdu Expansion and Redevelopment
Project
Pages 22-85
3.
Options for Change to the Committee Structure
Pages 86-89
Motion to approve Option 2 - adopt a Committee of the Whole
system and dissolve the current Standing Committees; and that
this change take effect September 1, 2012.
Recreation & Culture
4.
Memo from Recreation Coordinator re: 2012-13 Ice Allocation
Pages 90-92
Roads & Public Works
5.
Recreational Vehicle Dumping
Motion to approve Option 2 - status quo as it relates to the
provision of services for disposal of recreational vehicle wastes.
Pages 93-98
Committee of the Whole Agenda
6.
June 26, 2012
Sale of Surplus Equipment
Motion to declare equipment as surplus and approve
items for sale as scrap metal in the event no bids are received.
G.
IN CAMERA ITEMS
H.
NOTICE OF MOTION
I.
ORDERS OF THE DAY
J.
MEETING ANNOUNCEMENTS
Committee of the Whole meeting: Monday, August 20, 2012
K.
ADJOURNMENT
Page 2
Page 99
A Community & Economic Development Strategy
Mississippi Mills Moving Forward
Community & Economic Development Committee
mississippimills.ca
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Table of Contents
Executive Summary ........................................................................................................................ 3
Introduction ..................................................................................................................................... 4
Objectives ....................................................................................................................................... 4
Methodology ................................................................................................................................... 4
Strategies ........................................................................................................................................ 5
Live Within Our Means ...........................................................................................................5
Branding .................................................................................................................................6
Overnight Visitors ..................................................................................................................7
Volunteerism ..........................................................................................................................8
Regional Economic Developments .........................................................................................9
Marketing Agricultural Businesses ........................................................................................10
Commercial/Industrial Space Availability...............................................................................10
Education ............................................................................................................................ 11
Business Partnerships ..........................................................................................................12
Greening ..............................................................................................................................13
Cultural/Heritage ..................................................................................................................14
Healthy Active Living ............................................................................................................15
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Executive Summary
Mississippi Mills is a thriving region filled with passionate inhabitants who care deeply for the land, the
people, the heritage and the beauty of their beloved hometown. As our population continues to
increase, the need for a strategic economic plan has become vital. It will allow us to better focus our
limited resources in the areas that will bring us closer to our goal of being a joyful, healthy and
supportive community in which to live, work and play.
Sun Tzu, the famous Chinese philosopher and strategist, wrote: “Strategy without tactics is the
slowest route to victory. Tactics without strategy is the noise before defeat.” It is a good reminder that
we need both a strategy and tactics to accomplish our goals.
Our strategy as a Community and Economic Development Committee has followed a 3-prong
approach: get people to visit, show them the quality of life here, and get them to return and invest in
the community. The credit for this successful strategy goes to the local community who, through
producing festivals, events and just plain day-to-day living, exemplify the quality of life here. Visitors
have recognised this quality. This success has left us with a desire for more. The 3-pronged approach
has a narrow focus and has therefore lead us to explore what other areas could be folded into an
expanded strategy.
Going forward we will continue to embrace the success of the 3-pronged approach, while adding to it
in areas where we feel opportunities for continued development will bring economic prosperity to the
community. A dozen areas to work on may sound like a daunting task, but the fact is many of these
initiatives are already in progress. The benefit of the strategy comes from the communication between
the 3-pronged approach and the new initiatives. It will be the responsibility of the Community and
Economic Development Committee to monitor and facilitate the communication and completion of this
strategy.
Simply put, the collective aim of the dozen new strategies is to make our quality of life the best
possible. And “live”, “work” and “play” are all part of our quality of life.
Those dozen strategies, simplified, are as follows:
Branding
Greening
Live Within Our Means
Cultural/Heritage
The Overnight Visitor
Healthy Active Living
Volunteerism
Commercial/Industrial Space
Marketing Agri-Businesses
Education
Business Partnerships
Regional Economic Developments
The success of this economic development strategy relies heavily upon the adoption of these
individual strategies by many groups. It boils down to a strong belief that these are necessary — not
just acceptance of information, but commitment by Council, committees, volunteers and staff. Will we
succeed? The answer lies in the hard work ahead of completing the tactics defined, not the
satisfaction of a well developed plan.
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Introduction
An economic development plan is always in flux and, whether it is written or simply agreed upon in a
meeting, it is the direction of the current objectives of the community. Our 3-pronged plan has
experienced much success, yet change has forced us to re-evaluate what our future will be like and
how we want to guide it.
Town Council and the community have set the strategic direction for our community: Council through
the development of a long-term strategic direction document 1, and the community through
participation in the Community Conversation 2 events. All of the desired outcomes fall into one of the
four pillars of sustainability: Economic, Environmental, Social and Cultural. It is not possible to develop
a sound economic plan without understanding how it will impact the overall sustainability of the
community.
The most significant change in our community is the new sewage treatment plant. It brings the
potential for unprecedented growth to the community. It will be important to manage the 50/30/20
settlement strategy and insure that the impact of this growth changes our community for the better.
In the final analysis of an economic development strategy, it is important to understand limitations and
expectations. To set an objective which is not possible can be more detrimental than to have no
objective at all. In the end, if we can improve the economy of the community without changing our
unique quality of life, we believe everyone will be satisfied.
Objectives
The objective of this plan is to outline strategies and tactics that will benefit the economy of the
community and identify what resources are required to best promote economic development within the
abilities of our community. The only need identified in the Community Conversations which is not being
pursued at this time is that of hiring an Economic Development Officer. The reason this is not being
pursued is that there is no plan — no understanding of what their role would be or how this need could
be fulfilled.
Methodology
The Community & Economic Development Committee (C&EDC) reviewed the current situation by
doing a simple SWOT (Strengths, Weaknesses/Limitations, Opportunities and Threats) analysis. From
the results of these analyses, the C&EDC is proposing a number of opportunities that could be
addressed.
1 Summary Report Of Strategic Direction Workshop Held on November 26, 2011 Council and Senior Staff
Town of Mississippi Mills
2 Community Conversation II October 22, 2011
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Strategies
Live Within Our Means
The primary question for any municipality is how to pay for services and extras such as economic
development. We all recognize that it is the taxpayer's money that pays the bills. In the case of
Mississippi Mills, the taxes amount to approximately $6 million. The levy, which is the tax rate times
the property value, is a rate of 1 for a residential home, 1.5 for a commercial location (eg. shopping
centre), and the industrial rate is 3. Logically, industrial sources would be a place to make significant
tax gains. Unfortunately our industrial base is less than half a percent. If we doubled the industrial
base, it would only add an additional $30,000 to the $6 million dollars. Given the high residential
portion (90%) comprising the taxes in Mississippi Mills, it is unlikely that we could grow the industrial
assessment fast enough to out pace the increase in residential assessment.
The long-term debt payments for the Mississippi Mills Business Park alone are about $40,000 a year,
surpassing any revenue generated from the industrial base.
It becomes evident that we must live within our means. Residential taxation will have to pay for all of
the Town’s services and programs in the future. Borrowing is not an option, based on a report by BMA
Management Consulting Inc. 3 which suggests the recommended debt capacity is 10%. We are
currently at 8%, and the trend has been increasing.
The good news is that we are not alone. The Eastern Ontario Warden Caucus just published a report,
called Facing Our Fiscal Challenges 4, which shows many rural municipalities are in the same
situation.
Strategy:
Work within our means and recognize that the residential tax base will continue to grow at a higher
rate than the industrial and commercial tax base.
Tactic(s):
1. Study how other levels of government fund the sustainability of the community and set
minimum expectations from those levels of government.
2. Develop budgeting criteria and methods, prior to commencing the budgeting process, similar to
the methods outlined in the Long Range Financial Plan3.
3. Implement a reserve to handle unexpected expenses similar to the amounts outlined in the
Long Range Financial Plan3.
3 Long Range Financial Plan BMA Management Consulting Inc. for Town of Mississippi Mills
4 Facing Our Fiscal Challenges http://www.eowc.org//uploads/doc_634665395886048216.pdf
5
Branding
The amalgamation of communities in 1997 (for financial reasons) has resulted in an umbrella
organization — Mississippi Mills — with many small villages included under that umbrella.
Unfortunately, due to the geographic nature of these communities, they find themselves under a
jurisdiction that may not be part of the community of interest. Take, for example, the people north of
Pakenham. Most of them find it more convenient to travel to Arnprior than to Almonte and have little or
no dealings with the community of Almonte. Similarly Appleton does business with Carleton Place due
to its proximity. Each of these communities has feelings of uniqueness and recognizes itself as its own
distinct community.
Today the “Town of Mississippi Mills” is a geographic region which has attempted to brand its name
and to make people aware of its existence. The problem with the name is that “Town” implies a small
area of dense population, which certainly does not describe the Town of Mississippi Mills. The
population density of Mississippi Mills is only about 24 people per square kilometre. Several online
map services changed the name “Almonte” to “Mississippi Mills”, causing further confusion. In addition
to these issues, the outside world still recognizes many of the small village names, and visitors tend to
use the names “Almonte”, “Pakenham” or “Clayton” (the destination) rather than Mississippi Mills.
During the amalgamation process, the designation of “Town” was the best possible selection available
to Mississippi Mills at the time, but the rules have since changed.
To continue branding Mississippi Mills as a town is going against common perception of the word
“town”, and to not use the momentum of existing names such as Pakenham and Almonte goes against
most branding principals. We, as a community, need to improve our branding by differentiating
between our local government (Mississippi Mills) and our communities. We need to eliminate
confusion with our branding and focus on what the world thinks we are great at. We are a community
filled with high quality of life, made of small towns, villages and rural settings. Let's BRAND that.
Strategy:
Develop a distinct branding between our communities and local government.
Tactic(s):
1. Differentiate between our community and our local government by renaming “The Town of
Mississippi Mills” as “The Municipality of Mississippi Mills”.
2. Create a branding strategy using our known strengths of high quality of life in small towns,
villages and rural settings. Reinforce the strong sense of community throughout “The
Municipality of Mississippi Mills”.
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Overnight Visitors
Within Mississippi Mills it is known that there is very limited accommodation available to overnight
visitors. Although no formal asset map of overnight accommodations has been compiled, strong
evidence exists that the current capacity, in the form of B&Bs and campgrounds, is only full during
certain busy times, primarily during festivals. Even Mount Pakenham is now serviced by a single B&B,
which seems to provide sufficient space as most skiers are day trippers.
Within our community there is an individual who has, for several years, had plans for a small-scale
hotel of about 12 units. No advancement has been made on the project due to a perceived lack of
need. Others cited the difficulty in maintaining a profitable business, using the examples of such hotels
as the Carleton Heritage Inn in Carleton Place and Perth Manor Boutique Hotel in Perth.
The accommodations that exist are spread over a large geographic area and are not suited to service
the tour bus industry. Individuals have, in the past, organized bus tours with overnight accommodation,
but individual B&Bs had to provide transportation between the bus and their B&B.
A list of accommodation assets should include the Riverbend Park trailer park on the Mississippi River
just outside Pakenham, and then further afield at Beaton’s Clayton Lakeside Campground, and White
Lake’s Cedar Cove Resort and Bayview Lodge. Fitzroy Provincial Park many be an important
campground in our area, but more data would be required to see if it is servicing our region.
Overall, a lack of information has made it difficult to predict exactly what is needed.
Strategy:
Monitor and develop overnight accommodation capacity.
Tactic(s):
1. Build an inventory of overnight accommodations, B&Bs, campsites, hotels and motels, both
within the community and near enough to service the community. Deploy this list as part of the
marketing information for Mississippi Mills.
2. Leverage the work that OHTO (Ontario Highlands Tourism Organization) is doing on overnight
accommodation by making sure it is comprehensive.
3. Establish a method of collecting/monitoring information on overnight stays to provide feedback
to existing businesses about potential growth areas. Include this as part of a visitor survey.
4. Assist in developing overnight packages in conjunction with other businesses/festivals to foster
growth.
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Volunteerism
Volunteers are essential to the economy of Mississippi Mills, and are vital to the health, happiness and
strength of its community. The following areas make use of local volunteers:
Town of Mississippi Mills’ sub-committees which advise Town Council (Arts & Culture,
Beautification, Community & Economic Development, Environmental Advisory, Heritage, …).
Events (festivals, art shows, craft shows, concerts, plays, children’s activities, and sporting events
all require year-round organizers, in addition to volunteers on the date).
Individual support services (offering support to people in need, be it emotional, financial,
educational or health — includes Almonte General Hospital, The Mills, …).
Business support services (Chamber of Commerce, Pakenham Business and Tourism Association,
Mainstreet Almonte Attraction & Promotion, …)
Schools and daycares, churches, historical & conservation sites, social and hobby groups.
Most of the above categories affect our economy directly by encouraging both locals and visitors to
spend money here, and all of them increase the quality of life and community feel of our town, making
it an attractive place to buy a home or move a business.
Mississippi Mills has a large amount of volunteers, making it possible to run events that require
hundreds of volunteers on one weekend. The volunteers come from varying backgrounds and have
many great skills to offer, some of which they normally charge a good amount of money for. Many
volunteers return year after year, providing the wisdom of experience to the new recruits. Due to the
enthusiasm of our volunteers, once an individual takes that first step of attending a meeting, they
generally choose to continue.
Volunteers, with their enthusiasm and desire to help keep their community a great place to live, can
end up overextending themselves, as the amount of volunteer opportunities seems larger than the
volunteer pool. When looking for volunteers, organizations often only have their current volunteers as
a resource, and therefore no real way to contact people who have not yet become involved. There are
likely local residents who would be happy to be included in local activities and organizations, but are
waiting to be invited. In these busy times, it can be difficult to inspire people to volunteer some of their
valuable time to a new venture — especially without financial reward.
Volunteer-based groups are at the limit of participation. They seem generally do not hire full- or parttime people to take on the job, generally due to limited finances. Due to this limitation, event
organizers may be missing out on opportunities to get grants or to get “new” recruits.
Mississippi Mills At A Glance (held every September) exposes attendees to many of the volunteer (and
sporting/hobby) opportunities available in the Town, and the local monthly community paper, The
Humm, publishes volunteer opportunities in every February issue. Limited results from these efforts
imply low impact on the public.
Strategy:
Invest in organizations that build the volunteer base for the community.
Tactic(s):
1. Identify and invest in the organizations or businesses that build volunteers and participants.
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2. Leverage the mandatory pool of high school volunteers into an organization that provides
volunteers on a required basis.
3. Develop educational material to promote and maintain volunteerism.
4. Promote to the new volunteer market by creating targeted material.
Regional Economic Developments
Within Lanark County there are currently no regional partnerships to undertake economic development
on behalf of the local municipalities. In the late 1990s and early 2000s, there was an Economic
Development Department at the County level, but this has since been disbanded. The County did
retain Valley Heartland Community Futures Development Corporation on a contract basis since
disbanding its Economic Development Department, but Mississippi Mills has not specifically seen any
direct benefit from this contractual arrangement.
Further to this, the Town had its own Economic Development Officer until 2005 and, since that time,
has operated without this dedicated position. This position was replaced with a Community Cultural
Programmer in 2006, of which 60% of the position’s time is spent on community-focused economic
development-related initiatives, with land sales in the Mississippi Mills Business Park being dealt with
by the CAO.
A priority arising out of both the 2010 and 2011 Community Conversations on the future vision and
requirements for Mississippi Mills was hiring an Economic Development Officer.
The Town’s tax base is comprised of mainly residential assessment at 90% and commercial / industrial
assessment at 4%. As a result, the Town has limited resources available to pay for the basic
requirements of an EDO, being one full-time, dedicated staff person along with an operating budget to
sustain such a position. A recent survey of similarly sized municipalities in Eastern Ontario indicated
that a budget of at least $200,000 is required. Given our limited tax base, the Town is too small to
support a team-based economic development approach on our own.
An idea put forth was Mississippi Mills working with other municipalities in the County to develop a
County Economic Development Department, but that may not give the results we desire. Even if the
financial cost associated with this Department was spread across all municipalities within the County,
the Town’s representative share is 20%. In the area of commercialization, other communities outshine
us and we could simply end up paying for their economic development rather than our own.
Other municipalities in the County (Beckwith and Carleton Place) have agreed to share amongst
themselves the cost of an Economic Development Officer and associated operating budget, leaving
Mississippi Mills out of that opportunity.
Strategy:
Develop a volunteer-led Economic Development Team comprised of experienced business leaders in
the community — similar to a tourism-based Ambassador program, but focused on attracting business
to the community — that could meet with prospective developers.
Tactic(s):
1. Review existing programs and find the most suitable one for Mississippi Mills.
2. Find willing, qualified members to participate in the program.
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3. Support development of a volunteer economic development team.
Marketing Agricultural Businesses
Agricultural businesses are often overlooked or non-participant because they feel that most of their
needs are met from industry-related organizations. These industry-related organizations segment
agriculture into many different areas, and the geographic coverage of these organizations is very
different from Mississippi Mills.
Many of our local farms have received recognition by their industry’s organization, but knowledge of
this or promotion of these accolades outside of the industry is minimal.
Even small-scale agri-business ventures are virtually unknown by those who do not deal with them
directly. As seen from many other locations, direct dealings with agri-businesses can leverage the
dining or purchasing pattern of potential customers. Value-added marketing is also an area where the
potential to increase revenue is possible by building unique products.
Strategy:
Recognize and involve agri-businesses by sector within Mississippi Mills.
Tactic(s):
1. Showcase award winning agri-businesses in the media and newsletters.
2. Create a Mississippi Mills agri-business meeting, which combines various fields of agriculture,
and showcase value-added marketing with a guest speaker.
Commercial/Industrial Space Availability
Many have speculated that we are close enough to Ottawa to be a bedroom community, but too close
to have a larger commercial base. Our small population located close to a major urban centre creates
the situation where most jobs are outside of the community. It follows that the purchasing pattern of
the commuters is to go outside of the community. With the potential to grow, the possibility of
influencing these patterns still exists.
We are perhaps not big enough to support certain types of businesses, but we now have the capacity
to grow, with the construction of the Town’s new wastewater treatment plant.
Mississippi Mills has not lost many commercial/industrial businesses, unlike many other communities.
Although it seems like an advantage, in terms of availability, it is a challenge. With today’s reduced
commercial/industrial development, many buildings in other communities are readily available for sale
or lease. This puts Mississippi Mills at a big disadvantage as owners are motivated to sell or lease
these buildings immediately and many concessions can be gained. In other cases sellers are walking
away from the properties or selling it to the community for a minimal amount. This puts those
communities into the situation of having to pay the tax on a commercial property and try to unload it as
quickly as possible.
Developers have not taken a position where they will build on speculation. Additionally, there is a
limited number of developers, familiar with Mississippi Mills, that could potentially put up a building on
speculation. To date no one has taken advantage of the pay later option on our business park lots.
Within our business park there are a number of constraints that make the location less desirable, from
10
some purchasers’ points of view. Several lots are constrained due to the location of a well head near
the business park. The business park also has constraints specified in Design Guidelines for
Buildings, Site Landscapes and Streetscapes, Mississippi Mills Business Park. These guidelines were
developed so that the properties within the businesses park would adhere to property standards and
create an increased valuation for all owners.
There are also covenants applied to the purchase of any lot in the business park. These can be found
in the “Covenants/Right-Of-First-Refusal/Option to Purchase” document.
Strategy:
Develop entrepreneurship from within the community and provide market research for the community's
estimated growth patterns.
Tactic(s):
1. Investigate the Sirolli method of a bottom-up approach. It is less costly than hiring an economic
development officer (as outlined in the QBC report).
2. Gather market research on our best potential businesses for the business park (as outlined in
the QBC report).
3. Develop statistical information based on similar communities’ growth patterns and potential for
businesses.
4. Develop an ambassador program for the community.
Education
Currently we are pursuing Carleton University to develop a campus with post-secondary programs.
This is resulting in some development for courses in the fall. This initiative was pursued by an
individual who is well connected to Carleton University and it likely would not have happened without
him. It will be necessary, if we wish to attract more than just Carleton University, to actively promote
our community to a wider post-secondary marketplace. Our above-average education levels for postsecondary education, our heritage buildings, and our close proximity to Ottawa make us a very
attractive location for learning.
Strategy:
Create a group whose sole purpose is to attract educational institutions to our community.
Tactic(s):
1. Selectively ask members of the community, who have some connection or interest in the area
of education, to be founding members of this organization (Almonte Institute).
2. Continue to foster our relationship with Carleton University.
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Business Partnerships
As Mississippi Mills occupies a large and varied geographic area, comprised of two larger town
centres, several hamlets, and rural areas, the organizations that represent the town’s businesses are
quite varied.
The Mississippi Mills Chamber of Commerce covers the entire region but represents its members —
businesses or individuals who pay annual fees to join. They encourage communication between local
businesspeople. They retain one paid part-time employee. Currently their main functions are
communication and education for their members, mainly via monthly “mixers” which allow members
and guests to meet, share news relating to their business or organization, and share learnings via a
short presentation. They fundraise through the Chamber Tree Sale (which beautifies the Town as well,
though they also sell many trees to folks outside of the Town), their annual Golf Tournament, and an
annual Awards Gala which celebrates excellence in local businesses.
MAAP (Mainstreet Almonte Attraction & Promotion) represents all of the businesspeople and residents
of Downtown Almonte. Their purpose is to promote Downtown Almonte to itself, Mississippi Mills,
surrounding areas, and the world. They endeavour to keep the Downtown informed of events that
could affect them, as well as informing the general public of happenings Downtown. MAAP is run fully
by local volunteers and, though it has received some grants in the past, is currently funded on a
project-by-project basis, by Downtown businesses. They enable communication between local
organizations, businesses, and individuals via regular Downtown Almonte Breakfasts and newsletters
(hand-delivered to downtown businesses and emailed to a large mailing list). They encourage locals
and visitors alike to spend time downtown via their website DowntownAlmonte.ca, the “Downtown
Almonte” Facebook page, the “Downtown Almonte” brochure (a 3-fold colour brochure updated
annually and distributed throughout the Ottawa Valley), Get It Here (a rewards card valid at
businesses throughout Mississippi Mills, which both publicizes local businesses and offers
discounts/bonuses), Christmas events, and the Art of Living ad campaign (geared at luring day trippers
from similar towns in the Ottawa area).
The Pakenham Business & Tourism Association (PBTA) primarily represents the main street and local
businesses in Pakenham Ward in collectively promoting shop local initiatives by having a booth at the
Pakenham Home Show and flying the Shop Local municipal banner (as well as seasonal festival
banners) on the side of a downtown shop. The PBTA provides opportunities for networking between
business and local arts and culture groups at regular breakfast meetings, has financially supported
improvements to the municipal park, has hosted political meetings, sponsored annual Music in the
Park evenings with the Arnprior Legion Concert Band, and supported the Fiddle and Step Dance
Competition. The Pakenham Service Directory, and news bulletin as produced by Bob Jurmain,
continue to be a great tool for homeowners.
One organization that Mississippi Mills does not currently have, which many other towns do, is a BIA.
MAAP and the PBTA represent the downtowns on their own, without taxing all the businesses based
on their square-footage, as a BIA would. This means they are responsible for finding the appropriate
funding for their projects on their own, which seems to work well for them. It also means that they
depend entirely on volunteers, with no funds for larger promotional projects or beautification projects.
Strengths & Opportunities
The Chamber of Commerce has a comprehensive member (and prospective member) database,
allowing for good communication. They also hold well-attended monthly “mixers” at which members
and guests share information and connect.
The local MAAP and PBTA groups have been continually working on keeping the people they
represent informed and in touch. MAAP newsletters and breakfasts are a good way for the downtowns
12
to stay informed.
All three organizations have loyal long- and short-term volunteers who are the passionate heart of
those organizations and keep them going strong.
Weaknesses & Threats
In the past there has been a lack of communication between these groups and C&EDC, which can
lead to misunderstandings and duplication of work.
Strategy:
Facilitate better communication between Town and organizations.
Tactic(s):
1. Organize regular meetings with representatives of each committee.
2. Ensure that significant goals and achievements are published.
Greening
Mississippi Mills has been moving towards an overall greening of the community, in a disconnected
manner. Several initiatives have been completed which are leading edge, such as the by-law to
regulate outdoor illumination and control light pollution, involvement in Waste Reduction Week in
Ontario and the Waste Free lunch program. These initiatives are part of the Environmental Advisory
Committee (EAC) plans.
The community also supports programs like The Hub and The Rebound Centre, which both divert
waste to a usable cash value ($100,000) back into the community. Various organizations, such as the
Shriner’s also sponsor recycle bins for pop cans, which brings an additional $20,000 back into the
county. The EAC supports the use of compost bins and the efforts of an individual in the community
who organizes composting for money that supports the local hospital.
Working with Carleton Place, we support a hazardous waste depot.
Stewardship Ontario is working in many areas to reduce waste. Mississippi Mills recently held a
presentation on its solid waste management strategy 5. From this strategy, the Town will be focussing
on the following in the near to mid-term:
•
Developing new and progressive promotion and education programs relating to recycling and
waste diversion
•
Continuing regionalization efforts with the Town’s waste partners
•
Including expanded plastics (#3 to #7 containers / polycoat tetrapaks) and harmonizing rural
collections frequencies in the next blue box collection contract scheduled for tender in 2013
•
Preserving the option of integrating a source separated organics collection and / or bi-weekly
collection services in the next curbside waste collection contract scheduled for tender in 2013
•
Studying the feasibility and implementation of an urban versus rural organics collection program
5 Development of a Solid Waste Management Strategy
http://www.mississippimills.ca/Documents/517/M%20Mills%20december%20presentation%20boards%20final
.pdf
13
•
Reviewing options for a centralized recycling / waste depot
There are many other areas where greening in building, water resources or energy usage could be
addressed. The Vancouver initiative on greening may be something to follow on a smaller scale 6.
Strategy:
Become a leader in being a green community.
Tactic(s):
1. Develop a 3-year plan of action to get us from our current disconnected method to a widely
understood and well promoted implementation of a leading green community strategy.
Cultural/Heritage
The Town was successful in receiving provincial funding for a municipality-wide Cultural Mapping
project as the first phase of an overall municipal cultural plan. The project is funded by the Province’s
Creative Communities Prosperity Fund (CCPF).
Learning from the past, understanding our present and looking to the future, Mississippi Mills’ vision
for the future includes:
•
Maintaining a rurally focused community with urban hub(s)
•
Supporting a multi-generational population
•
Developing a sustainable, vibrant, cultural centre
•
Attracting creative industries to become key economic drivers
•
Celebrate architectural and natural heritage
The Cultural Plan Steering Committee includes:
•
Mississippi Mills Community and Cultural Programmer
•
Chair of the Arts and Culture Advisory Committee
•
A representative from the Community and Economic Development Committee
•
Two community cultural stakeholder representatives
Strategy
Develop a comprehensive Cultural Plan over the next three years.
6 A Bright Green Future http://vancouver.ca/greenestcity/PDF/Vancouver2020-ABrightGreenFuture.pdf
14
Tactics
1. Develop a Cultural Plan following the planning process as outlined in the Creative
Communities Planning Fund (CCPF) guidelines as follows:
I.
Mapping community cultural resources (e.g. arts, cultural industries, natural or built
heritage, anthropological, linguistics and archaeological information). Note: The firm Millier
Dickinson Blais Inc. has been engaged to lead phase 1. They have completed more than
twenty cultural plans for communities of all sizes across Canada.
II. Developing strategies to strengthen and enhance these resources through a cultural plan.
III. Introducing new governance systems for planning and decision-making regarding cultural
resources.
IV. Integrating culture into policies and plans across all departments.
V. Promoting cross-sectoral collaborations with business and community stakeholders.
Healthy Active Living
Increasingly, Canadians are drawn to communities with a strong and vital quality of life as part of their
decision-making when deciding where to live. Also, the private sector includes quality of life
assessments when deciding where to invest. Vital to a positive quality of life is the health &
wellness of a community’s residents. Physical well-being is a cornerstone of each resident’s
quality of life. By improving physical well-being for each individual, we raise the quality of life for
the entire community.
Mississippi Mills has many activities and programmes which promote health & wellness in the
community. They all combine to contribute to the community’s quality of life. Activities are broken
down into the following:
•
HEALTH CARE - Hospitals, private health care; dentists, physiotherapists, alternate medical
services
•
ELDER CARE - Fairview Manor, Almonte Country Haven, MILLS Community Support Corp.
•
PUBLIC HEALTH CARE PROGRAMMES - Lanark, Leeds & Grenville Health Unit
•
MUNICIPAL RECREATIONAL PROGRAMMING & FACILITIES - Town of Mississippi Mills, Town of
Carleton Place, Beckwith Township
•
SCHOOLS - UCDSB, CDSBEO
•
PRIVATE SPORT AND RECREATIONAL ORGANIZATION ACTIVITIES – MissMills Bicycle Month,
Almonte Cycling Club, Almonte Curling Club, Almonte Lawn Bowling Club, Almonte Soccer Club,
Seniors Club, Pakenham Minor Hockey Assoc.,Pakenham Curling Club, Carleton Place Girls
Minor Hockey Assoc., Carleton Place Canoe Club, Mississippi Valley Ski Club, etc.
•
SOCIAL AGENCY PROGRAMMES - The MILLS Community Development Corporation
15
All of these areas and the agencies and volunteers who operate them play significant roles in creating
and promoting the health and wellness of our community. In the early part of the 21st Century
declining health and wellness of Canadian society has become a concern. Not unlike the public health
crisis of the end of the 19th century which led to massive investments in public water and wastewater
systems with tremendous positive results; so to, the Town of Mississippi Mills is developing a local
strategy to work with all the above sectors to raise the quality of health and wellness of all its
residents.
The Health & Wellness of a community is not an area of investment only for its ability to attract new
residents and investment; it is a cause worthy of doing for the residents even if there were no extrinsic
economic development reasons for doing so.
The following is a partial listing of the agencies and services offered in Mississippi Mills
HEALTH CARE
• Hospitals
•
•
Almonte General Hospital
•
Arnprior and District Hospital
•
Carleton Place and District Hospital
Numerous Physicians, Midwives, Dentists, Chiropractors, Optometrists, Physiotherapists,
Chinese Medicine Doctors, Massage therapists, Nutrition consultants, Naturopaths and other
alternate medicine specialists
ELDER CARE
• Fairview Manor (Operated by Almonte General Hospital)
•
Almonte Country Haven Home for the Aged
•
Mills Corporation Support Corporation (in home support programmes)
PUBLIC HEALTH CARE
• Lanark, Leeds & Grenville Health Unit
MUNICIPAL RECREATIONAL PROGRAMMING & FACILITIES
• Town of Mississippi Mills Recreation Department
•
Town of Carleton Place Recreation Department
•
Township of Beckwith Recreation Department
(Note: A recreation agreement between Mississippi Mills and Carleton Place and Beckwith permits
access to all facilities in Carleton Place and Beckwith for Mississippi Mills residents.)
SCHOOLS
• Upper Canada District School Board
16
•
•
Naismith Public School
•
R. Tait McKenzie Public School
•
Pakenham Public School
•
Almonte and District High School
•
Arkland Public School (Carleton Place)
•
Caldwell St. Public School (Carleton Place)
•
Carleton Place High School (Carleton Place)
Catholic School Board of Eastern Ontario
•
Holy Name of Mary Elementary School
•
Notre Dame High School (Carleton Place)
•
St. Gregory Elementary School (Carleton Place)
PRIVATE SPORT AND RECREATIONAL ORGANIZATION ACTIVITIES
• Sport clubs and Organization in Almonte, Pakenham and CP available to MM residents.
SOCIAL AGENCY PROGRAMMES
• The Mills Community Support Corporation
o Meals on wheels, Hiking Group, Aqua Fit, Fit as a Fiddle, etc.
Strategy:
Develop a local strategy to work with all sectors in the community to raise the quality of health and
wellness of all residents.
Tactic(s):
1.
Organize meetings with representatives of each leading organization in each major area to
identify assets and gaps
2.
Develop strategies to effect significant and measureable improvements in community Health &
Wellness.
3.
Include healthy living as a goal in the Town’s Recreation Master Plan
4.
Ensure significant goals and achievements are promoted
17
A meeting of the COMMITTEE OF THE WHOLE was held on Tuesday, May 22, 2012 at
5:00 p.m. in the Council Chambers.
PRESENT:
Committee:
Mayor John Levi
Councillor Duncan Abbott (arrived at 5:05 p.m.)
Councillor Bernard Cameron
Councillor Garry Dalgity
Councillor John Edwards
Councillor Denzil Ferguson
Councillor Alex Gillis (arrived at 5:57 p.m.)
Councillor Shaun McLaughlin
Councillor Rick Minnille
Councillor Paul Watters
Councillor Val Wilkinson
Staff:
Diane Smithson, CAO
Shawna Stone, Town Clerk
ABSENT:
None
Councillor Dalgity called the meeting to order at 5:00 p.m.
A.
APPROVAL OF AGENDA
Moved by Councillor Ferguson
Seconded by Councillor Watters
THAT the agenda be approved as presented.
CARRIED
B.
DISCLOSURE OF PECUNIARY INTEREST
None were declared.
C.
DELEGATIONS
None
D.
APPROVAL OF MINUTES
Moved by Councillor Ferguson
Seconded by Councillor Cameron
THAT the minutes of the Committee of the Whole meeting held on April 16, 2012 be
approved as presented.
CARRIED
E.
BUSINESS ARISING OUT OF MINUTES
None
Committee of the Whole Minutes
F.
May 22, 2012
Page 2
OTHER/NEW BUSINESS
Finance, Administration & Policy
1.
Appointment to the ACAC, CEDC, EAC
Moved by Councillor Edwards
Seconded by Councillor Watters
THAT the Committee of the Whole recommends that Council approve the
appointment of Dale Dunning to the Arts and Culture Advisory Committee, Phil
Wood to the Community and Economic Development Committee, and Norman
Newman to the Environmental Advisory Committee.
CARRIED – MOTION PREPARED
2.
Change June 18, 2012 Committee of the Whole / Council meeting
Meeting re-scheduled to Tuesday, June 26, 2012 at 6:00 p.m.
3.
Review Community Cultural Programmer job description
Working group to consist of Councillor Edwards, Councillor Ferguson, Councillor
Gillis, Councillor Watters, Councillor Wilkinson and Mayor Levi. Meeting scheduled
for 8:30 a.m. on Tuesday, May 29, 2012.
4.
Possible Changes to Committee Structure
Moved by Councillor Minnille
Moved by Councillor Gillis
That the Clerk bring forward a report with options for change to the committee
structure for consideration.
CARRIED
5.
Review draft of Procedural By-law
Committee members to forward suggestions to Clerk.
G.
IN CAMERA ITEMS
1.
Report from Town Planner, dated May 16, 2012, re: Building Department Staffing
Moved by Councillor Wilkinson
Seconded by Councillor Cameron
THAT the Committee of the Whole goes in-camera at 5:03 p.m. to address a matter
pertaining to an identifiable individual including municipal or local board employees.
CARRIED
Moved by Councillor Ferguson
Seconded by Councillor Wilkinson
THAT the Committee of the Whole returns to regular session at 5:26 p.m.
CARRIED
Committee of the Whole Minutes
H.
May 22, 2012
Page 3
NOTICE OF MOTION
None
I.
ORDERS OF THE DAY
None
J.
MEETING ANNOUNCMENTS
Committee of the Whole: Tuesday, June 26, 2012
K.
ADJOURNMENT
Moved by Councillor Watters
Seconded by Councillor Abbott
THAT the Committee of the Whole meeting be adjourned.
CARRIED
The meeting adjourned at 6:43 p.m.
____________________________________
Shawna Stone, Recording Secretary
212-83 Little Bridge Street
Almonte, ON KOA lAO
June 16, 2012
Mayor John Levi & Councillor Val Wilkinson
Town of Mississippi Mills County Councillors
,-/
Dear
/4 {/
M.a~vi and counc~~nson
As you no doubt are aware, the removal of the train tracks on the rail line between Mattawa and Smiths
Falls has now reached Lanark County, in particular, Mississippi Mills. I am interested in any update on
the progress of the removal and plans for the future use of the rail bed.
It is my understanding that the Counties of Renfrew and Lanark would be given the right of first refusal
on the purchase of the abandoned rail bed. I also understand that a committee has been formed to start
these discussions. It is essential that Mississippi Mills has a strong voice on this committee. When I was
on County Council, I had the opportunity to travel the length of that line. There are many issues
affecting Mississippi Mills taxpayers that will require discussion, such as road crossings, farmer's
crossings, fencing, weed controls, etc.
However, my main concern relates to the bridges in Mississippi Mills- in particular, the subway entrance
and the bridge over the river in Pakenham and the main bridge in Almonte. Will these bridges remain
intact such that they can be used in the future, as an example for possible trail use? With the proposed
development of the Enerdu Power Project, (which I support), will there be any temptation to remove
part of the Almonte bridge? There is significant interest in our community for exploring future
expansion of the Riverwalk project in Almonte and it is critical that this bridge, together with the trail
bed, remain in the control of Mississippi Mills ..
I would appreciate your comments.
Sincerely
J. A. (AI) Lunney
CC Mississippi Mills Councillors, Diane Smithson, CAO
21
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85
THE CORPORATION OF THE TOWN OF MISSISSIPPI MILLS
STAFF REPORT
DATE:
June 26, 2012
TO:
Committee of the Whole
FROM:
Shawna Stone, Clerk
SUBJECT:
Options for Change to the Committee Structure
RECOMMENDATION:
That Council approve Option 2 - adopt a Committee of the Whole system and dissolve the
current Standing Committees; and that this change take effect September 1, 2012.
BACKGROUND:
In 2002, 2004 and 2008 the committee structure was reviewed and changes were implemented
including changes to the Standing Committees as well as adding a Committee of the Whole.
DISCUSSION:
Council has expressed interest in reviewing the committee structure following discussions
regarding an operational review and the AMO training session “Effective Meetings” held on May
10, 2012.
An evaluation of the other municipalities in the County reveals that the majority use the
committee of the whole system. All municipalities except for Mississippi Mills hold
council/committee meetings on Tuesday evenings. Options 1 and 2 recommend moving to a
Tuesday night meeting schedule thus avoiding having to switch Monday meetings that fall on a
holiday.
Option 1 - Standing Committees
Use a pure standing committee structure to deal with all agenda items. All standing committees
would be committees of the whole (all members of Council), except for Fire (5 members of
Council).
MONDAY
TUESDAY
WEEK 1
6pm Council
7pm Rec
WEEK 2
6pm Planning
WEEK 3
6pm Council
7pm Roads
WEEK 4
6pm Finance
WEDNESDAY
THURSDAY
6:30pm Fire
(first Thursday
every other
month)
86
FRIDAY
The Planning Committee and Finance Committee are scheduled separately from Council in
order to accommodate public meetings as required under the Planning Act and allow for the
volume of agenda items that typically come forward at these meetings.
Pros:
• consistent meeting schedule (every Tuesday evening)
• two Council meetings a month ensures that items are approved in a timely manner
Cons:
• agenda items must go to the appropriate committee so that senior staff are in
attendance to speak to the matter which are scheduled only once a month
• lack of consistency with agendas/minutes
• lack of consistency in the application of procedural rules (department heads are not
procedural experts)
Option 2 - Committee of the Whole
Use the Committee of the Whole in which all agenda items are presented under the appropriate
section on the agenda.
The Chair of the Committee of the Whole can be selected every two years as is currently done
with the Standing Committee Chairs.
Public meetings required under the Planning Act would be considered under the appropriate
section of the agenda. See sample Committee of the Whole agenda – Appendix A.
Pros:
• consistent meeting schedule with a week off in between meetings
• senior staff do not have to be present if they do not have business on the agenda
• business will be conducted in a timely fashion, items can come forward every two weeks
rather than waiting a month to get on the appropriate agenda
• consistency with agendas/minutes
• better coordination and consolidation of records by the Clerk as mandated under the
Municipal Act (this is extremely important when trying to look up previous decisions
made)
• consistency in application of procedural rules
Cons:
• may result in some lengthy meetings depending on the number of staff reports that come
forward and/or public meetings
MONDAY
WEEK 1
TUESDAY
WEDNESDAY
6pm Council
7pm CoW
WEEK 2
WEEK 3
6pm Council
7pm CoW
WEEK 4
87
THURSDAY
FRIDAY
Option 3 - Standing Committee/Committee of the Whole (Status Quo)
Continue use of the combined Standing Committees/ Committee of the Whole system.
Pros:
• two Council meetings a month ensures that items are approved in a timely manner
Cons:
• multiple meetings per week
• agenda items must go to appropriate standing committee which are scheduled only once
a month and then have one catch all Committee of the Whole
• lack of consistency with agendas/minutes
• lack of consistency in application of procedural rules
WEEK 1
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
6pm Council
7pm Rec
6pm Roads
6:30pm Fire
(first Thursday
every other
month)
6pm CoW
7pm Council
6pm Planning
6pm Finance
FRIDAY
WEEK 2
WEEK 3
WEEK 4
FINANCIAL IMPLICATIONS:
None.
SUMMARY:
In an effort to run more effective meetings, improve records management, ensure consistency
with agendas/minutes and the application of procedural rules, it is recommended that Option 2
be approved.
Respectfully submitted,
Reviewed by,
___________________________
Shawna Stone , Town Clerk
___________________________
Diane Smithson, CAO
Attachments:
Appendix A – Sample Committee of the Whole Agenda
88
APPENDIX A
Town of Mississippi Mills
COMMITTEE OF THE WHOLE
SAMPLE AGENDA
Tuesday, June 26, 2012
6:00 p.m.
Council Chambers, Municipal Office
A.
APPROVAL OF AGENDA
B.
DISCLOSURE OF PECUNIARY INTEREST
C.
APPROVAL OF MINUTES
D.
DELEGATIONS/PRESENTATIONS/PUBLIC MEETINGS
E.
STAFF REPORTS
ADMINISTRATION (CLERK/CAO)
FINANCE
RECREATION & CULTURE
PLANNING & DEVELOPMENT
ROADS & PUBLIC WORKS
FIRE & EMERGENCY SERVICES
F.
OTHER/NEW BUSINESS
G.
IN CAMERA
H.
NOTICE OF MOTION
I.
ANNOUNCEMENTS
J.
ADJOURNMENT
Memorandum
To:
Mississippi Mills Town Council
CC:
Diane Smithson C.A.O.
From:
Calvin Murphy, Recreation Coordinator
Date:
6/21/2012
Re:
2012/ 2013 Ice Allocation for Almonte/Pakenham Arena(s)
In March, 2012 letters of request for ice allocation at both the Almonte Community Centre
and Stewart Community Centre were distributed to all ice user groups with a deadline of
May 1, 2012 to submit. After a review of all submitted requests, the following ice allocation
schedule was produced.
Please find the attached 2012-2013 Ice Allocation Schedule for both the Almonte and
Pakenham arenas.
CONFIDENTIAL
90
Proposed 2012/2013 Schedule
PAKENHAM ARENA - September 4 - March 21
HOURS
06:00 - 06:30
SUNDAY
1
MONDAY
2
TUESDAY
3
WEDNESDAY
4
THURSDAY
5
FRIDAY
6
SATURDAY
7
06:30 - 07:00
8
9
10
11
12
13
14
07:00 - 07:30
15
16
17
18
19
20
21
MINOR HOCKEY
07:30 - 08:00
22
23
24
25
26
27
28
MINOR HOCKEY
08:00 - 08:30
29
MINOR HOCKEY
30
31
32
33
34
35
MINOR HOCKEY
08:30 - 09:00
36
MINOR HOCKEY
37
38
39
40
41
42
MINOR HOCKEY
09:00 - 09:30
43
MINOR HOCKEY
44
45
46
47
48
49
REC. HOCKEY
09:30 - 10:00
50
MINOR HOCKEY
51
52
53
54
55
56
REC. HOCKEY
10:00 - 10:30
57
MINOR HOCKEY
58
59
60
61
62
63
REC. HOCKEY
10:30 - 11:00
64
MINOR HOCKEY
65
John Ryan 4346
66
67
68
69
70
REC. HOCKEY
11:00 - 11:30
71
L Broomball 4353
72
John Ryan 4346
73
74
75
76
77
REC. HOCKEY
11:30 - 12:00
78
L Broomball 4353
79
80
81
82
83
84
REC. HOCKEY
12:00 - 12:30
85
MINOR HOCKEY
86
87
88
89
90
91
REC. HOCKEY
12:30 - 1:00
92
MINOR HOCKEY
93
94
95
96
97
98
REC. HOCKEY
1:00 - 1:30
99
MINOR HOCKEY
100
101
102
103
104
105
MINOR HOCKEY
1:30 - 2:00
106
MINOR HOCKEY
107
108
109
110
111
112
MINOR HOCKEY
2:00 - 2:30
113
MINOR HOCKEY
114
115
116
117
118
119
MINOR HOCKEY
2:30 - 3:00
120
MINOR HOCKEY
121
122
123
124
125
126
MINOR HOCKEY
3:00 - 3:30
127
MINOR HOCKEY
128
129
130
131
132
133
MINOR HOCKEY
3:30 - 4:00
134
MINOR HOCKEY
135
136
137
138
139
140
MINOR HOCKEY
4:00 - 4:30
141
MINOR HOCKEY
142
143
144
Pick Up
145
146
147
MINOR HOCKEY
4:30 - 5:00
148
MINOR HOCKEY
149
151
Pick Up
152
153
Aerospace 4354
154
MINOR HOCKEY
5:00 - 5:30
155
CPGHA 4356
156
MINOR HOCKEY
157
MINOR HOCKEY
158
MINOR HOCKEY
159
160
Aerospace 4354
161
MINOR HOCKEY
5:30 -6:00
162
CPGHA 4356
163
MINOR HOCKEY
164
MINOR HOCKEY
165
MINOR HOCKEY
166
167
168
MINOR HOCKEY
6:00 - 6:30
169
CPGHA 4356
170
MINOR HOCKEY
171
MINOR HOCKEY
172
MINOR HOCKEY
173
MINOR HOCKEY
174
MINOR HOCKEY
175
public skating
6:30 - 7:00
176
CPGHA 4356
177
MINOR HOCKEY
178
MINOR HOCKEY
179
MINOR HOCKEY
180
MINOR HOCKEY
181
MINOR HOCKEY
182
public Skating
7:00 - 7:30
183
MINOR HOCKEY
184
MINOR HOCKEY
185
TITANS 4352
186
MINOR HOCKEY
187
M Broomball 4350
188
MINOR HOCKEY
189
public skating
7:30 - 8:00
190
MINOR HOCKEY
191
MINOR HOCKEY
192
TITANS 4352
193
MINOR HOCKEY
194
M Broomball 4350
195
Public Skating
196
public skating
8:00 - 8:30
197
MINOR HOCKEY
198
Pakenhockey 4351
199
TITANS 4352
200
MINOR HOCKEY
201
M Broomball 4350
202
Public Skating
203
MINOR HOCKEY
8:30 - 9:00
204
MINOR HOCKEY
205
Pakenhockey 4351
206
TITANS 4352
207
MINOR HOCKEY
208
M Broomball 4350
209
Public Skating
210
MINOR HOCKEY
9:00 - 9:30
211
Ringette 4348
212
MINOR HOCKEY
213
MINOR HOCKEY
214
MIDTIMERS 4347
215
M Broomball 4350
216
Ladies 4349
217
MINOR HOCKEY
9:30 - 10:00
218
Ringette 4348
219
MINOR HOCKEY
220
MINOR HOCKEY
221
MIDTIMERS 4347
222
M Broomball 4350
223
Ladies 4349
224
MINOR HOCKEY
10:00 -10:30
225
226
227
228
229
230
WLHL 4355
231
10:30 - 11:00
232
233
234
235
236
237
WCHL 4355
238
11:00 - 11:30
239
240
241
242
243
244
245
11:30 - 12:00
246
247
248
249
250
251
252
150
91
Proposed 2012/2013 Schedule
ALMONTE ARENA October 1 - March 28
HOURS
06:00 - 06:30
SUNDAY
1
MONDAY
2
TUESDAY
3
WEDNESDAY
THURSDAY
4
5
FRIDAY
6
SATURDAY
7
06:30 - 07:00
8
9
10
11
12
13
14
07:00 - 07:30
15
16
17
18
19
20
21
MINOR HOCKEY
07:30 - 08:00
22
23
24
25
26
27
28
MINOR HOCKEY
08:00 - 08:30
29
MEN'S 25/4345
30
31
32
33
34
35
MINOR HOCKEY
08:30 - 09:00
36
MEN'S 25/4345
37
38
39
40
41
42
MINOR HOCKEY
09:00 - 09:30
43
MEN'S 25/4345
44
45
46
47
48
49
MINOR HOCKEY
09:30 - 10:00
50
MEN'S 25/4345
51
52
53
54
55
56
MINOR HOCKEY
10:00 - 10:30
57
RAIDERS 4340
58
59
60
61
62
63
MINOR HOCKEY
10:30 - 11:00
64
RAIDERS 4340
65
66
67
68
69
70
MINOR HOCKEY
11:00 - 11:30
71
OLDTIMERS 4341
72
73
Mom's & Tot's
75
76
77
MINOR HOCKEY
11:30 - 12:00
78
OLDTIMERS 4341
79
80
Mom's & Tot's
82
83
84
MINOR HOCKEY
12:00 - 12:30
85
MINOR HOCKEY
86
87
88
89
90
91
MINOR HOCKEY
12:30 - 1:00
92
MINOR HOCKEY
93
94
95
96
97
98
MINOR HOCKEY
1:00 - 1:30
99
MINOR HOCKEY
##
##
##
PUBLIC SKATING
##
##
##
MINOR HOCKEY
1:30 - 2:00
##
MINOR HOCKEY
##
##
##
PUBLIC SKATING
##
##
##
MINOR HOCKEY
2:00 - 2:30
##
Public Skating
##
##
##
PUBLIC SKATING
##
##
##
MINOR HOCKEY
2:30 - 3:00
##
Public Skating
##
##
##
PUBLIC SKATING
##
##
##
MINOR HOCKEY
3:00 - 3:30
##
Public Skating
##
##
##
##
##
##
MINOR HOCKEY
3:30 - 4:00
##
Public Skating
##
##
##
##
##
##
MINOR HOCKEY
4:00 - 4:30
##
POND 4344
##
##
##
Skate Club
##
4:30 - 5:00
##
POND 4344
##
##
JR. B 4339
##
Skate Club
##
5:00 - 5:30
##
MINOR HOCKEY
##
CPGHA 4356
##
JR. B 4339
##
Skate Club
##
5:30 - 6:00
##
MINOR HOCKEY
##
CPGHA 4356
##
JR. B 4339
##
Skate Club
##
6:00 - 6:30
##
MINOR HOCKEY
##
Skate Club
##
Skate Club
##
MINOR HOCKEY
6:30 - 7:00
##
MINOR HOCKEY
##
Skate Club
##
Skate Club
##
7:00 - 7:30
##
MINOR HOCKEY
##
Skate Club
##
MINOR HOCKEY
7:30 - 8:00
##
MINOR HOCKEY
##
Skate Club
##
8:00 - 8:30
##
MINOR HOCKEY
##
MINOR HOCKEY
8:30 - 9:00
##
MINOR HOCKEY
##
9:00 - 9:30
##
NITE HOCKS 4343
9:30 - 10:00
##
10:00 - 10:30
74
Mom's & Tot's
81
Mom's & Tot's
##
Skate Club
##
MINOR HOCKEY
Pick Up
##
Skate Club
##
MINOR HOCKEY
MINOR HOCKEY
##
Skate Club
##
MINOR HOCKEY
MINOR HOCKEY
##
Skate Club
##
MINOR HOCKEY
##
MINOR HOCKEY
##
Skate Club
##
MINOR HOCKEY
MINOR HOCKEY
##
MINOR HOCKEY
##
Skate Club
##
MINOR HOCKEY
##
MINOR HOCKEY
##
CPGHA 4356
##
MINOR HOCKEY
##
Jr. B 4339
MINOR HOCKEY
##
MINOR HOCKEY
##
CPGHA 4356
##
MINOR HOCKEY
##
Jr. B 4339
##
MINOR HOCKEY
##
MINOR HOCKEY
##
CPGHA 4356
##
OLDTIMERS 4341
##
Jr. B 4339
MINOR HOCKEY
##
MINOR HOCKEY
##
MINOR HOCKEY
##
CPGHA 4356
##
OLDTIMERS 4341
##
Jr. B 4339
##
OLDTIMERS 4341
##
RAIDERS 4340
##
OLDTIMERS 4341
##
CPGHA 4356
##
POND 4344
##
Jr. B 4339
NITE HOCKS 4343
##
OLDTIMERS 4341
##
RAIDERS 4340
##
OLDTIMERS 4341
##
CPGHA 4356
##
POND 4344
##
Jr. B 4339
##
NITE HOCKS 4343
##
FRANK'S 4342
##
MENS 25/ 4345
##
##
RAIDERS 4340
##
RAIDERS 4340
##
10:30 - 11:00
##
NITE HOCKS 4343
##
FRANK'S 4342
##
MENS 25/ 4345
##
##
RAIDERS 4340
##
RAIDERS 4340
11:00 - 11:30
##
##
##
MENS 25/ 4345
##
##
##
##
11:30 - 12:00
##
##
##
##
##
##
##
92
Pick Up
##
93
94
95
96
97
98
99