The Haliburton, Kawartha, Pine Ridge District Health Unit is shifting to Yellow under the provincial COVID-19 Response Framework. Photo via Ontario.ca.
The provincial government announced today the Haliburton, Kawartha, Pine Ridge (HKPR) District Health Unit will be moving from Green-Prevent to Yellow-Protect under the provincial COVID-19 Response Framework.
The change will be effective Dec. 7. The change brings with it enhanced enforcement, fines and education to limit spread. The health unit will apply more measures in higher-risk settings.
HKPR medical officer of health Dr. Lynn Noseworthy said in a press release the change is not surprising.
“We are seeing more COVID-19 activity in our region,” Noseworthy said. “The new measures in the Yellow level are not much different than what we currently have in place but will enhance our ability to slow the spread of COVID-19 in our communities.”
There is currently only one confirmed active case in Haliburton, but cases have spiked elsewhere in the district, with 23 cases active in Northumberland and seven in Kawartha Lakes.
According to the health unit, key changes under the new restrictions include:
Restaurants/bars must close at midnight.
Alcohol can no longer be sold or served after 11 pm.
A limit of six people can be seated at one table in restaurants
Eateries and other select businesses must keep contact information for all patrons who dine in. Currently, restaurants only had to collect contact information for one person in the party.
Gyms and fitness clubs must increase spacing between patrons to 3 metres (from 2 metres) in areas with weights or exercise equipment, as well as in exercise/fitness classes.
The volume of music in stores and businesses must be low enough so a normal conversation is possible, and shouting is not required.
Most businesses must now complete a COVID-19 safety plan and make it available upon request.
“Local businesses and organizations have done an excellent job following the public health measures designed to protect our residents,” Noseworthy said. “It’s important we continue to work together with our business community to ensure a smooth transition to the new restrictions coming into effect under the Yellow level.”
The local health unit will stay in Yellow for a minimum of 28 days.
“We all need to continue doing our part so we can quickly get back to Green,” Noseworthy said.
Councillors from all four townships met Nov. 25 to discuss a services delivery review. Photo by Joseph Quigley
Councillors from local townships met Nov. 25 to digest a massive services delivery review with 12 recommendations for more collaboration that could save upwards of $1.18 million annually.
Toronto-based consultant, StrategyCorp., presented 12 initiatives for more intermunicipal partnerships. Their report follows months of work and more than 100 interviews/workshops with councillors and staff. The firm said between operational efficiencies, productivity gains, and $74,000 in more revenue, the implemented strategies could provide that $1.18 million.
StrategyCorp principal, John Matheson, said they did not approach the job like auditors but to work alongside staff. He said there is a clear willingness on the part of municipalities for more collaboration.
“We’re not saying we found great big problems with waste here,” Matheson said. “We’re saying we were invited to come work with the team, to try and find better ways of doing things and not surprisingly, you spend this kind of effort, that we found some.”
The recommendations do not directly address the idea of amalgamation, which was never in the terms of reference for the review. Instead, it tackles where municipalities could improve services with different levels of co-operation, including places where services could be integrated to one provider – whether the County, a special body or a lead municipality.
Matheson praised the council for being open-minded about possible improvements and being willing to do a review, as well as creating a safe space for staff to consider different ideas.
“What you’ve really done is wiped away a lot of the historical stresses that come out of the air about forced amalgamation. Where people are worried about hanging onto their right to continue providing governance for fear of being stripped away from them by a provincial government,” Matheson said. “There’s lots of different ways to achieve things to the benefit of better public administration, better value for money.”
Councillors spent four hours delving into the report and questioning each of its recommendation sections. Coun. Bob Carter of Minden Hills questioned the fire service recommendations only extending to joint training, noting common issues across the municipalities such as succession planning, increased demand and escalating costs.
“It seems to me the process for determining what was looked at was not only a quantitative process but a qualitative assessment,” Carter said.
Matheson said that is accurate, adding their recommendations focused on improvements that could achieve more for fewer or similar dollars, rather than improvements that could be more costly. He added they decided on the subjects of deeper dives after their estimate of what was most worthwhile after the first phase of the process.
“It’s not that theoretically, you couldn’t do more,” Matheson said. “We would just evaluate those opportunities as being a little less ripe in the light of the state of readiness of the organizations.”
Next steps
The review recommends implementation over several years, but divides recommendations into short, medium, and long-term. It suggests addressing some things, such as communications, economic development and collaborative procurement starting in 2021.
The review recommends the County begin implementation of other initiatives like planning, building, septic and bylaw in 2022. Warden Liz Danielsen said the review should be a standing item on the County committee of the whole. She added a special meeting should be called in January or early February to start working through it and the proposed timelines.
“We’ve got a lot to absorb and lots to talk about,” Danielsen said. “We need to start thinking about how we’re going to move forward.”
Coun. Carol Moffatt said some of the ideas in the report are not new, such as the County having an economic development position.
“To me, it seems like some of the reason why some of this collaboration isn’t already happening will be the same reasons why some of it doesn’t move ahead going forward,” she said. “We all sitting around this table today need to really, genuinely understand – that whether and how any of this moves forward depends on the will of each and all of us to conceive something for the greater good. For the benefit of the community.”
The Highlander will detail more aspects of the 138-page report in the coming weeks.
Significant changes recommended
• Roads, bridges, and drainage: Implement capital bundling, allowing contractors to secure multiple projects at once. Formalize joint planning of road maintenance.
• Fire services: Integrate fire training and explore a joint-training facility.
• Waste management: Approve a working group to standardize waste management processes across the County and/or do a Countywide review of landfills and transfer stations.
• Building, septic, bylaw: Explore either shared service agreements or integrate services.
• Planning: Create one, central official plan with secondary plans below it. Standardize more of the planning processes across the townships. Create a new County-level planning position to assist.
• Economic development: Create a new economic development staff position.
• Collaborative procurement: Approve a new staff position for the process and approve a new shared-service agreement.
• Integrated digital strategy: Integrate long-term IT planning and municipal IT investment decisions.
• Co-ordination of legal services: Hire a county-level in-house municipal barrister and solicitor and approve a shared service agreement for it.
• Human resources co-ordination: Explore the benefits of a centralizing human resource information system. Pool benefits together and create shared-service agreements for key HR functions.
• Communications: Approve a new central communications position, which would also include grant writing.
• Co-ordination: Create a new implementation committee of County council to promote effective collaboration between local municipalities.
Mayor Andrea Roberts speaks with Coun. John Smith at a pre-COVID meeting. File.
Change was in the air when Dysart et al’s new council was sworn-in Dec. 3, 2018.
Andrea Roberts became the municipality’s first new mayor in nearly 40 years, unseating Murray Fearrey. She was joined by three new council members: John Smith, Larry Clarke and deputy mayor Patrick Kennedy, and three incumbents. People wanted change and things to be run differently.
Two years on, the dramatic shake-up does not feel like it has necessarily manifested. Though council is setting up for a different vision of tomorrow, progress has felt slow, made worse by the pandemic.
To date, this term of council has been unable to buck the generally slow machinations of municipalities. There have not been any major things such as the Minden arena. It took the municipality one year to produce a final list of big ideas for the term: a recreation master plan, improving housing with a task force, a parks management plan, enhancing lake and shoreline health, a long-term Dysart master plan and digitizing more municipal services.
None of these are sexy, other than perhaps the intent to have a shovel-ready plan for a new recreation complex. In addition, there is nothing imminent. Though forethought is important, the list made clear the reality of this term: it was for set-up, in hopes of bringing big things in the future. A year later, in the face of a pandemic, it feels uncertain whether even these plans can come to fruition within two more years.
It is worth noting the conflict that has also been a key aspect of this council, primarily from Smith. The freshman has pushed hard for more radical, faster change and gotten a lot of pushback. Some of his ideas were intriguing, such as a more robust roads budget that has made a bit of headway. Other ideas, such as cutting funding to the museum and art gallery, have been unpopular.
Regardless, his butting heads with council, often over new ideas and slowmoving procedures, has made the progress of this council feel slow: Both because the conversation gets bogged down and because it has made it feel like this is not a table that’s open to anything dramatically new or different.
There have also been issues where the municipality has been slow to react to an obvious need for change. Short-term rentals are a pressing issue. An economic development committee seemed poised to take it on at the start of term, but council let it dissolve into nothingness. Two years on, there has been basically no progress on the file, with council only recently indicating it wants to act.
But with all that said, this council has had positive developments: the Head Lake Park master plan; the roads needs study; and the recent services review. It’s also had a good response to the pandemic. It’s been at the forefront of bringing more things online and is the only area council keeping livestreamed meetings up permanently. It’s passed noteworthy bylaws, leading the charge on fireworks limitations, and a major planning bylaw overhaul.
Despite some good, measured work, the public can be impatient. Come 2022, we will see whether voters believe in the vision this council is putting forward, or if their patience will run thin.
COVID-19 is not the gift you want to give or receive this Christmas.
Humans are adaptable creatures. Good thing, because a basic evolutionary principle is that without adaptation, a species will perish. It should be pretty simple to make a few changes from your traditional approach to the holidays. This is only one year, for heaven’s sake. Here are some guidelines and suggestions to keep you and your family safe.
High risk holiday activities to avoid:
• attending large gatherings with people from outside your household;
• going to crowded parades, community events, parties;
• shopping in crowded stores.
Recommended low or no-risk alternatives:
• shop online and have delivered;
• make the holidays about you and your immediate family, splurge on fancy treats for an intimate group, choose exactly the things you want to eat;
• find virtual substitutes for family holiday traditions, like Zoom or Skype cooking and meal-time;
• pick recipes to make “virtually together” and compare/compete for best finished product;
• select friends or neighbours to do secret Santa gift exchange and drop off presents in mailboxes, on front porches, or choose delivery if far away;
• form a virtual group to make gifts or food for those in need (contact the Food Bank, The Legion, Rotary, SIRCH, YWCA to find ways to share your gifts);
• order dinners from local restaurants (they need the support);
• divide up dinner menus with neighbours and safely deliver COVID dishes to each other to complete the meal plan.
Reduce risk if visiting:
If you are determined to visit individual family or friends, then do so with masks and with distancing, in large spaces, outdoors, and with testing done as close to the event time as possible, although a negative test is no guarantee because the test can fail to show the virus even when you are infected.
Travel in your own vehicle and avoid airports and train stations, if possible. Avoid crowds and choose places with good ventilation. Keep air circulating. Open windows. Wear a suitable mask properly at all times. Wash/alcohol your hands every time you to return to your vehicle. Wash/alcohol at gas stations, after you touch anything outside your vehicle. Avoid restaurants and indoor establishments, and if you don’t pack food from home then observe caution at fast food venues (food itself is not likely to have virus in/on it but the containers are higher risk).
Using masks, remaining touch-free and six feet apart at all times will reduce risk, but the only way to stop risk entirely is to stay home in your core family unit “bubble.” In other words, the only way to completely reduce risk of infection is to remain separated.
The New York Times asked readers what their Christmas plans were. My favorite is this one from a clever fellow in New York.
“Skipping it. No risk, no harm, no one gets sick, no one dies, no one grieves. Better apart than under. I respect and love my family enough to remain apart so that we are able to enjoy many more years of celebrations.” – Paul Marber, New York.
The government of Canada is advising no non-essential travel. There are sobering thoughts such as penalties if you are found in violation of Canada’s Quarantine Act or if you or someone chooses to break mandatory isolation.
Penalties can include six months in prison and/or $750,000 in fines. If you violate mandatory quarantine or isolation and your actions result in death or serious bodily harm to another person, fines can be $1 million and imprisonment up to three years or both.
Highlands East protested provincial changes to conservation authorities. Photo via
Crowe Valley Conservation Authority
Highlands East council joined the chorus of voices calling for the province to halt its plans to significantly change conservation authorities.
Council passed a resolution Dec. 1 asking the province to repeal the section in the upcoming Budget Measures Act (Bill 229) which governs the changes. If passed, it would allow the Minister of Environment, Conservation and Parks to make permitting and appeals decisions and add more layers to the appeals process.
The Highlands East resolution – which the Crowe Valley Conservation Authority (CVCA) is providing to all its member municipalities – said the changes hinder the Conservation Authority’s role in regulating development and creating more “red tape” and costs for authorities.
“It allows the province to go against recommendations that the conservation authority makes regarding development,” said Coun. Suzanne Partridge, who serves on the CVCA board on behalf of the municipality. “Could have serious implications on our wetlands and increase flooding potential throughout the province.”
The Highlander reached the Ministry of Environment, Conservation and Parks for comment but did not receive a response before press time.
The changes are receiving criticism from conservation authorities across the province.
CVCA general manager, Tim Pidduck, said authorities are already willing to work with developers. He added since 2017 when the CVCA started keeping track, they have only had eight board hearings and one denial amongst 917 processed permits.
“We’re not here to get in the way of development, but we just want to make sure it’s the right development in the right location,” he said.
Pidduck said the changes also complicate the process by adding more and different avenues of appeal, versus the more linear process that exists now.
The province consulted with authorities and the public for the past year and a half about changes. Pidduck said it was a good opportunity to address concerns – such as the inherent funding inequities with rural residents paying more per person for their authorities.
But he added it feels as though the province ignored a lot of the consultation, based on the changes.
“It’s almost like we never participated, or the province and ministry staff weren’t particularly listening,” Pidduck said.
Highlands East’s resolution asks the province to continue to work with authorities to find “workable solutions to reduce red tape and create conditions for growth.”
“Come to a good compromise or conclusion on how to proceed,” Partridge said. “It’s just the one section that has really, serious long-term implications to all our municipalities.”
It was during the first week of December 2018 that Algonquin Highlands, Dysart et al, Highlands East and Minden Hills held inaugural meetings of their newly-elected 2018-2022 councils. As such, it seemed appropriate to look back at what was said, and promised, to see how councils are tracking as they reach their mid-way points.
You’ll see those mid-term reports in today’s Highlander, following these opinion pages. We’ve also done a recap of County council.
Without a doubt, each of our councils has been hampered somewhat by COVID-19. They could never have planned for the bulk of their second years in office to be sideswiped by a global pandemic. It has delayed a number of things on all of their to-do lists. A perfect example is the County of Haliburton’s shoreline preservation bylaw. Best case scenario is it may be in place for the spring. They had hoped to have it operational as of this past summer.
Looking back on the Dec. 5, 2018 Highlander, it is interesting to note that only one council spoke about “a long-term vision” for its municipality. That was Algonquin Highlands Mayor Carol Moffatt. Perhaps one of our biggest criticisms of not just these councils – but all Haliburton County-based councils for years – is the lack of long-term vision and the strategic planning and execution that goes with that vision.
In relationships, and in private businesses, we often sit down over coffee and paper and pen and ask ourselves ‘where do we want to be in five years, 10 years, 20 years and beyond?’ We don’t see enough of these types of discussions in our council chambers.
Of late, for example, we are hearing that our County is changing. We are seeing small, family-owned cottages giving way to large waterfront dwellings by people leaving the GTA due to COVID. Our councils are reacting, in some cases increasing the footprints for structures while also allowing decreases for the tiny homes set.
We are slowly seeing public policy aimed at protecting our lakes. There is talk of making sure all of this development doesn’t harm our trees and lakes. However, the big picture discussions are lacking.
Our councillors need to be visioning about what the County and its townships want to look like in the future. There are a number of challenges this County is facing. While seasonal residents and tourism are a major backbone of our economy, there remains a need to diversify. What type of industries or businesses do we hope to attract?
We keep hearing about better broadband and cell coverage, yet many of us still experience pitifully poor service. Some of the promised changes could take five years. What are we supposed to do in the interim?
Some of the other big-ticket items that need to be hashed out include our lack of affordable housing. While there have been a few developments in recent years, it isn’t enough. We also have a growing senior population that is demanding more and better services. In a community that struggles to have a walk-in clinic, that is another major issue moving forward. It’s great the County has hired someone to work on physician recruitment and retention but more must be done.
At the moment, it feels like our governments are mostly reactionary, little boats bobbing around on the waves, doing their best to keep afloat. Instead, they should be charting a very clear direction, bringing the right people on board, and then sailing full steam ahead.
Haliburton Highlands Youth Unlimited (HHYU) is hosting a 1-100 fundraiser “to maintain their programs and to serve the youth in the area,” the organization said in a recent press release.
One hundred boxes, with amounts valuing from $1 to $100, are available to raise funds in support of the ministry.
“Box by box, you will be helping to maintain programs for the young people throughout Haliburton Highlands and also help them to reach their fundraising goal of $5,050.00,” Ian McIntosh, satellite director of HHYU, said.
The 1-100 fundraiser began Nov. 22 and will end Dec. 13. McIntosh said people have the ability to donate online from home or via their cell phones. There is no limit to how many boxes people can choose except if that box has already been claimed by another donor.
“Not only will you be helping to provide youth with safe and healthy programming, you will also be creating opportunities for youth to be mentored and cared for,” McIntosh said.
McIntosh said HHYU has been working one-on-one with students. Under COVID protocols and regulations, he said they have been able to take students out to lunch or for a coffee and guide them through life’s difficulties and changes. He said they often make contact at the Haliburton Junction Skate Park.
He added that HHYU is offering a new program to teach and develop youth to become more creative musically. In October, they began online music lessons for ages eight to 18. Each lesson is 45 minutes, comprising 30 minutes of music instruction and 15 minutes of life lessons and positive conversation. Music lessons are available for drums, guitar and piano, and offered for eight consecutive weeks.
HHYU is also supporting junior youth (Grades 6-8) and senior youth (Grades 9-12) operating out of Lakeside Baptist Church in Haliburton.
See the fundraiser page: givingbox. ca/f/4400 For more information on HHYU, visit: youthunlimitedkaw.com/ haliburtonhighlands/ or contact McIntosh at 905-429-8389, ian@youthunlimitedkaw. com or on Facebook and Instagram.
Minden-based charity, Help A Village Effort (HAVE), is $5,000 short of its goal of raising $24,000 to help bring clean drinking water to a cyclone-ravaged part of West Bengal, India.
HAVE chair Ron Reid said five community wells, one school water supply, and three water filtration systems for high schools are to be installed. He said HAVE had raised $19,000 of the money needed.
Reid said each well will benefit between 250 and 300 people and each high school filtration system means clean water for 1,200 to 1,500 students.
“We are so blessed to have an abundance of clean drinking water just by turning on the tap and we need to help those who are less fortunate,” Reid said in a news release. “Imagine your children or grandchildren attending a school without having fresh drinking water,” he added. “Please help HAVE by donating whatever you can, to assist communities in West Bengal, who have been devastated by the cyclones. Being able to have fresh drinking water has an incredible impact on their daily lives.”
Local members of the HAVE board, including Reid, Paul Heffer, and Carolyn Langdon, have made visits to India over the years to document HAVE-funded drinking water systems.
HAVE was founded in 1982 in Minden and today has branches in Newfoundland and B.C.
Those interested in learning more can go to HelpAVillageEffort.org or email Reid at re9id@interhop.net. A tax receipt will be issued for any donation of $20 or more; people can also donate using Canada Helps – a link to which is on the website. Cheques can be made payable to Help A Village Effort and mailed to P.O. Box 553, Minden, ON, K0M 2K0. E-transfers are also accepted, see details under “How you can help” on their website.
As the Highland Storm heads into its 20th year in 2021, it continues to be the board of directors that steer the ship of this successful, small town, minor hockey association.
The Storm came into being in 2001 when minor hockey associations in Minden and Haliburton amalgamated to represent a large area that goes as far as Wilberforce to the east and past Minden, towards Kinmount in the south. It stretches north of Carnarvon along Highway 35 and west of Carnarvon along Highway 118 W.
It utilizes the Keith Tallman arena in Wilberforce, the A.J. LaRue arena in Haliburton and the S.G. Nesbitt arena in Minden.
Without a doubt, it is experiencing one of its most challenging years, with a global pandemic, a recent failure of the well at the Haliburton arena and the newly-built Minden arena not yet ready for use.
Despite that, an adaptable and hard-working 16-member executive has not only gotten children on the ice, ranging from initiation to midget, but coaches, trainers, and referees this fall.
President Jason Morissette says he is quite proud of the Storm, not just his board, but the families that have put safety first, which has allowed their children to head to the rink twice a week, putting some normalcy back into their young, pandemic, lives.
Morissette said the board varies in size and roles. For example, they have a COVID lead for the very first time. Amanda Rowden has stepped into that job after being the fundraising representative. Craig Smith had been the tournament convenor, but since there are no tournaments, he has switched to overseeing the initiation group, which are the youngest players. Another example is Jessica Lloyd. She was the local league representative but has taken on the registrar’s role. It’s vast with so much online registration this year, as well as a new season format and new fees.
“It’s always been varying, where we see a need or there’s been a constitutional change,” Morissette said. He added, “some might take on multiple roles as well.” This year, a lot of people are taking on different jobs and responsibilities “to make this whole set-up work and try to get kids on the ice.”
A lot of matching volunteer board members to jobs is based on their skillsets and interests, the executive head added. The executive is elected at the association’s AGM every year and members sit for two-year terms. Morissette said the key to making the Storm work is communication among not just board members, but parents, volunteers and any paid staff, such as referees.
“And you have to look at the big picture, instill in everybody that whole together thing. You can’t let the needs of one particular age group, or player, compromise your whole organization.”
He said they have to keep the interests of all in mind, looking at the longer, and bigger picture versus what is happening at any given moment. He noted departing board members tend to mentor incoming board members, to share their experiences. That said, change is inevitable, as children grow older and leave the organization. Morrissette said there is no doubt they will be looking for more volunteer board members come the 2021 AGM.
“They’re all voluntary, quite time-consuming, but rewarding positions. You meet great people, and you see kids doing what they love to do and families taking part in community events and exemplifying community spirit.”
He added it doesn’t just have to be parents, either. “We’d be more than happy to have a spry baby boomer say ‘I’ve got time, I’ve been involved in ice hockey, I’m a fan of the game, I have coaching skills’.”
Morisette said that for him personally, the job has come with challenges, but ultimately, “I’ve certainly enjoyed it.”
The board: Jason Morissette, president; Tony Prentice, vice president; Amanda Manning, OMHA rep; Ron Hall, teams official; Cheryl Smith-Hamilton, social media rep/public relations; Cory Valentini, local league rep; Craig Smith, tournament convenor; Kori Consack, treasurer; Nikki Latanville, fundraising rep; Amanda Rowden, COVID-19 lead; Darlene Armstrong, secretary; Brad Park, ice conveynor; Jesse Johnson, equipment manager; Ben Decarlo, time clock/gate rep.; Brad Tait, referee rep
When Algonquin Highlands ratepayers elected an all-female council in the fall of 2018, the township garnered provincial and national attention. In the early days, even Prime Minister Justin Trudeau and then Minister for the Status of Women, Maryam Monsef, held a private 10-minute phone call with the newly-minted council.
Since then, this council has gotten down to business in a mostly efficient and proficient manner. While a small population base, and a municipality that only owns half a town – it shares Dorset with Lake of Bays – AH is a progressive council that definitely punches above its weight.
It is doing a good job with its landfills, for example. Ever heard of the Waste Wizard? It’s an app that helps the public to figure out where it can bring items, with an emphasis on reduce, reuse, recycle. It started at Algonquin Highlands and has spread to neighbouring Minden Hills. It was also one of the first townships to go contactless at landfills when COVID-19 broke out. And when it comes to making the tough decisions, such as closing the Hawk Lake landfill, council stuck to its guns despite the protests of ratepayers because it was the right thing to do.
Veteran councillors, Mayor Carol Moffatt, Deputy Mayor Liz Danielsen and Lisa Barry provide good stewardship for newcomers, Jennifer Dailloux and Julia Shortreed. Dailloux brings a ton of international development experience and asks questions upon questions as she traverses the learning curve of the shift to small town politics. While less talkative at council meetings, Shortreed is clearly taking it all in. When she does pose a question, or offer an opinion, it is always something that has not been covered by one of her peers.
Dailloux sometimes rattles the status quo, such as suggesting the township sell Stanhope Airport, which was defeated but was food for thought.
It’s been a logical term of council so far. They have taken care of the paperwork, passing an updated Official Plan and reviewing bylaws, policies and procedures. They have also done some physical lifting, such as work at the Dorset Heritage Museum, the Dorset Recreation Centre, the Stanhope Museum and the township office. They’ve made some progress on bridge and road works.
That being said, there is always more work to do, with North Shore Road a perfect example. Having a quick look at the recent asset management plan, the municipality has a lot of infrastructure, including 111 kms of roads to finance. A consultant recommended they should be increasing taxes substantially from historic rates to meet the need. Herein lie some of the challenges. There are others. For example, they need to figure out what to do about docks and landings in future. They have to see the airport start bringing in a bit more revenue to offset what they are spending on it and they must decide if they are going full steam ahead with an airport business park or not.
For the most part, factoring in a worldwide pandemic that has brought unexpected revenues to the Haliburton Highlands Water Trails, the council and township has had a good first two years. However, there is still work to be done.
