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BYLONG PARK FARMSTAY

OPERATIONAL PLAN

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BYLONG PARK FARMSTAY - OPERATIONAL PLAN

EXECUTIVE SUMMARY

On 15 October 2020, Greyhound Racing NSW (GRNSW) acquired the property situated at 1949 Martindale Road, Denman, NSW, 2328, known as Bylong Park to develop into a Farmstay initiative with the intention to eventually provide housing for up to 400 greyhounds. Best-practice greyhound welfare is a fundamental objective of GRNSW and is a requirement under the Operating Licence. GRNSW is obligated under the terms of its Operating Licence to establish a ‘zero unnecessary euthanasia’ date, which was initially set to be mid-2023. It is now GRNSW’s intention to reach this goal ahead of the original target date. There is a broad consensus that a key way to achieving such acceleration of the target date is by immediately curtailing trackside euthanasia for treatable injuries, and by stopping euthanasia of greyhounds categorised as unsuitable for rehoming under the Greyhound Welfare & Integrity Commission (GWIC) rehoming policy. Both categories of greyhounds could be diverted to Farmstay, for treatment/recovery/retraining with a goal of reaching adoption through Greyhounds As Pets NSW (GAP NSW) adoption centres.

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STRATEGIC ALIGNMENT

A core pillar of GRNSW’s 2018-2021 Strategic Plan is responsibility to the industry in all aspects of animal welfare. GRNSW is committed to establishing support mechanisms to ensure that welfare is a key consideration in every operational aspect and that a greyhound’s welfare is of paramount importance across its lifecycle.

In order to do this, GRNSW aims to ensure greyhounds are bred, trained, trialed, raced and rehomed in the most responsible and sustainable manner. The Farmstay facility will help achieve this by focusing on additional opportunities for greyhounds that are not yet pet ready and by providing a solution for greyhounds that are unsuitable for adoption to be housed in a safe and supportive environment.

BENEFITS AND LIMITATIONS Project Benefits

• GRNSW ownership of the site provides more control over site implementation and management.

• Local hub of regional employment.

• The site purchased is within reasonably close proximity to a well populated regional town and provides more opportunity for sourcing baseline staff requirements.

• A fully equipped site that includes a veterinary facility reduces the cost of outsourcing.

• Achieving zero unnecessary euthanasia will demonstrate that GRNSW is a fully-responsible participant in the area of animal welfare.

• Establishing the perception of ‘above and beyond’ regulatory obligations fulfilled by GRNSW, by adhering to NSW Government legislation ahead of schedule.

• Positive effects on GRNSW internal culture – the Farmstay facility will be a further proof point on the commitment to animal welfare and therefore contribute to improved employee morale.

• Increased capacity on trainer-kennel ratio – currently trainers keep an unrehomeable greyhound in a training kennel past retirement, thus reducing the ratio of greyhounds able to race and impacting the racing population.

• Reduction in owners sending NSW-based greyhounds interstate for training – currently occurring due to restrictions and ratios of trainer-kennel capacity.

• Positive sentiment will be built and increase satisfaction amongst stakeholders such as trainers, owners and punters will be seen. Communication of GRNSW’s Farmstay initiative and its role in ensuring greyhounds’ welfare across their whole lifecycle can lead to increased stakeholder satisfaction towards the industry and the reform steps being undertaken by GRNSW.

• In the medium- to long-term, public relations/media can benefit from seeing any lift in the community’s positive sentiment towards the industry.

• Re-enforcement of GRNSW’s commitment to animal welfare to owners, breeders and trainers can lead to greater stakeholder satisfaction. This can be measured by ongoing NPS sentiment studies.

KEY DECISION

POINTS • Determine maximum number of greyhounds that will be

approved by council. This will be part of the DA process.

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OVERVIEW OF OPERATIONS

Delivery of the Project Plans for the implementation of the Farmstay facility are staged over 3 years to ensure the success of the venture, which is the first of its kind for GRNSW and the greyhound industry nationally. The staged implementation approach is reflected in the Opex budgets for the first 3 years of operation. The number of dog licenses secured for the property during the DA process will also be a key factor in operational progress. The DA will request the Local Council to grant 400 dog licenses to Bylong Park, and will include supporting documentation to assist with this request. The essence of the Farmstay facility is to provide a home for greyhounds that are not suitable for rehoming at the time of retirement. As a holding and training site, the Farmstay facility will be a feeder site for GAP NSW adoption centres, through which the goal is to rehome suitable greyhounds permanently. See the attached flow chart of GRNSW rehoming pathways (Appendix A) that shows the position of the Farmstay within the whole-of-industry rehoming ecosystem. Rehabilitation at the Farmstay, which will be both behavioural and medical, will be focused on progressing greyhounds to GAP NSW centres for adoption. Any greyhounds that are deemed unsuitable for pet life, even after long-term rehabilitation, will remain at the Farmstay and live comfortably for the rest of their natural lives, and their welfare will be regularly monitored and actively maintained through appropriate care and enrichment. The Farmstay facility will include kennels and open areas for each of the desired number of up to 400 greyhounds. The dogs will have access to medical treatment and rehabilitation as required. Routine and day-to-day medical treatment will be provided at the on-site veterinary facilities, which will be permanently staffed with 2 veterinary nurses and also employ the

services of a Veterinarian. The services of a local Veterinarian will be sought to carry out regular clinics at Bylong Park (up to 3 times a week) and routine surgery, such as desexing and dental work. This is in preference to GRNSW employing a full-time vet as the FTE would not be able to work 24/7 and also would have to be competent in operating as a sole practitioner. By engaging a local practice there will be a team of vets on hand for Bylong Park with a range of skills to provide. By having multiple veterinarians it can enable 24/7 care to be provided. This will also support a local veterinary business to help to maintain availability of treating vets in the region.

Day-to-day, the Farmstay facility will be managed by full-time and part-time staff, with assistance from volunteers. The roles planned (or already filled) include:

• Site Manager/Caretaker – Site maintenance (e.g., mowing and grounds care, fencing, building repairs and WHS supervision) and Site security – this role has already been offered and filled, and the employee will live on site. Reports to COO.

• Operations/Site Manager – responsible for overseeing daily care of greyhounds and veterinary care. Manages Greyhound Assistant staff, veterinary nurses and volunteers. Reports to GAP Facilities Manager.

• Greyhound Assistants (Full-time and Casual) – recruited at a ratio of 1:20 greyhounds to care for greyhounds and provide daily enrichment and behavioural training (under the guide of the Behavioural Plans drawn up by the of GAP Behaviour Team). Report to Operations/Site Manager.

• Veterinary Nurses – work in Bylong Park Vet Facility. Provide daily veterinary care for greyhounds housed at Bylong Park including post op care, worming, anti-parasitic treatment, behavioural medication and hydrotherapy. Support work of veterinary surgeon when on site, e.g., doing anaesthetics for routine desexing and dentals. Report to Operations/Site Manager.

• Maintenance person – assists and reports to Site Manager/Caretaker.

The salaries budgeted for these roles have been

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benchmarked against relative GRNSW and GAP NSW roles that are currently occupied, and for the animal skilled roles that fall under the Animal Care Awards (e.g., The Greyhound Assistants salary reflect Animal Attendant Level 1 award). Given that a greyhound entering Farmstay which cannot be rehomed will require accommodation for an estimated 6 years, the resident greyhounds will compound year on year. It is therefore imperative that we also concurrently focus on assisting our existing avenues of rehoming to maximise those numbers, and only rely on Farmstay as an adjunct to the other rehoming pathways (see GRNSW Rehoming Pathway flow diagram, Appendix A)

Approach/Implementation The project is comprised of two financial components, OPEX and CAPEX, that are co-dependent. This will be funded by GRNSW and comprises recurring operating costs consisting of:

• staff costs

• maintenance

• motor vehicle running costs

• utilities

• greyhound consumables. The conservative Opex cost per annum for this proposed facility will be circa $2.9 million for a full year capacity of 400 greyhounds and is based on current rehoming numbers.

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BENEFITS REALISATION Once the Farmstay is established, regular and timely reporting at intervals agreed by GWIC will be established to ensure transparency and accountability. Reportable factors will include:

• number of greyhounds admitted to the Farmstay

• the number of greyhounds that have been permanently housed at the farmstay.

• The number of greyhounds successfully rehomed via adoption centres

• a reason for any euthanasia of a greyhound admitted to the farmstay (no unnecessary euthanasia KPI).

OTHER CONSIDERATIONS/QUESTIONS • The outcome of the dog licences/Development

Application?

If GRNSW does not obtain the number of dog licences requested then GRNSW will need to amend the Development Application, seek an internal review of the decision or appeal to the Land and Environment Court.

• What is the long-term plan for Wyee when Bylong Park is operational?

GRNSW owns the property situated at 39 Forest Road, Wyee which operates as an adoption centre as part of GRNSW’s GAP NSW rehoming program. The future of the Wyee adoption centre will be considered as part of the ongoing GAP NSW strategy involving assessment of overall adoption centre capacity and location as front of house GAP facilities. Wyee is not a farmstay property and due to road/access issues and location Bylong Park is not a suitable adoption centre

• How does this change if GRNSW purchases the Richmond property?

It doesn’t change. GRNSW currently operates out of a site in Western Sydney (WS) with a capacity ranging from 28-40 kennels. The operations of the WS site would be transferred into the Richmond site. The potential purchase of the WS site would provide GRNSW with additional capacity to have a more readily available supply of greyhounds for adoption. The Richmond property is a replacement for the Western Sydney Adoption Centre (Londonderry) – it is not a Farmstay property.

• How will GRNSW manage the additional pressure on the local roads around Denman?

Considerations have been made to reduce the local road pressure by ensuring adequate storage to allow for more time between the deliveries of items and pick up of waste (most waste will be managed sustainably on site). Delivery times will also be scheduled outside of school hours. GRNSW is also considering a staff bus that will pick up and drop off staff at the beginning and end of each shift.

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TIMELINE It is proposed that the Farmstay will be fully operational by May 2022. A timeline is set out below.

2021 2022

FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY

Development Application – determination by Council

Site renovations* - as required

Employee hire

Equipment purchase

Purchase greyhound consumables

inc medical

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*Including site inspection, fencing, paint other services

Additional Resources - Appendices • Appendix A – Farmstay – GRNSW Rehoming Pathways

• Appendix B – Daily Operations – Draft

• Appendix C – Emergency Response – Flood and Bush Fire

• Appendix D – Cleaning and Odour Management

• Appendix E- Noisy Dog Management

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APPENDIX A

Farmstay role in Currently identified Greyhound Rehoming Pathways in NSW

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APPENDIX B – Daily Operations – draft

Option 1 – simultaneous start times for majority of kennel staff (staff bus arrival for most staff)

Option 2 – staggered staff starts – pressure of roads and reduced bottle neck at feed room, laundry, staff areas (staff bus arrival for most staff)

7.30am All kennel staff arrive and meet for muster at under cover training area

Morning supervisors starts (covers reception am) Feed room and laundry attendants start

7.30am ½ of the kennel staff start (2 staff per 40 dogs – 2 modules) – daily timeline for this team matches option 1

Morning supervisors starts (covers reception am) Feed room and laundry attendants start

7.40am All staff load carts from feed room (morning feeds and enrichment feed) and laundry

7.40am All staff load carts from feed room (morning feeds and enrichment feed) and laundry

7.50- 8.00am

Feed and medicate dogs in modules

7.50- 8.00am

Feed and medicate dogs in modules

8.00am-9.30am Full clean 2 x weekly for all kennels – 8am – 10.00am

Let dogs out into day runs, clean night kennels, collect dirty bedding, bowls, scoop any feaces and spot clean or do a full clean if necessary.

Vet nurse 1 starts

Every dog let out into day areas – 2 staff for 40 dogs (2 modules)

Vet nurse 1 starts

9.30 -10.30am

Take any dogs to clinic for scheduled treatments/procedures (via cart trailer) staff may need to stay with some dogs for treatments however the majority should be able to be left in kennels in the clinic

Supervisors and nurses manage any transfers to external vets and work with visiting vets as needed

9.30am Second ½ of kennel staff start – work with early starting buddy to finish the days work with staggered break times with wider time period for drop off and pick ups at feed and laundry rooms

Supervisors and nurses manage any transfers to external vets and work with visiting vets as needed

10.30 -10.45am

morning tea at staff bungalow or main quadrangle

Pm supervisor starts Vet nurse 2 starts

10.30 Pm supervisor starts Vet nurse 2 starts

10.45am- 12.20pm

Rehabilitation and enrichment activities

12.20-12.30pm

Unload cart – dirty bowls, dirty laundry, rubbish, dirty toys/enrichment

12.30- Lunch at main quadrangle 12.30

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1.15pm

1.15-1.25pm

Load carts – afternoon feeds, clean bedding if needed, overnight enrichment feeds

1.25-3.25pm

Rehabilitation, training activities

3.25pm – 3.40pm or within 1.25-3.25pm period if needed

Afternoon tea in staff gazebo

3.25

3.40 4.00pm

Bring into night area. Afternoon feed/ enrichment items and medicate – put on coats,

3.40-4pm

Leave dogs out – 2nd kennel assistant stays and works with dogs – rehab, training, afternoon feed

4.00- 4.15

Cart back to main complex – unload and finish for the day.

Am supervisor finish Laundry and feed room attendants finish

4.00-4.15pm

1st ½ of kennel staff finish Am supervisor finish Laundry and feed room attendants finish

4.15- 4.45

Vet nurse 1 finishes

Vet nurse 1 finishes

4.45 – 6.15pm

Rounds of all modules Sup 2 and nurse 2

5.30- 6.15pm

Bring all 40 dogs into night area, give night enrichment items/feed, medicate (better medication schedule as closer to 12 hrs apart), put on coats

Rounds of all modules Sup 2 and nurse 2

6.15pm Supervisor 2 finishes and vet nurse 2 finish

6.15pm Second group of kennel staff finish

Supervisor 2 finishes and vet nurse 2 finish

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APPENDIX C – Emergency Response

Flood and Bush Fire Response Plan

• Due to the large number of dogs to be held at the facility and the stress it would cause to the dogs if they were to be evacuated, in most cases, during a flood or bushfire event the dogs would remain on site with adequate staff and resources to care for them until the danger had passed and access restored.

• There is a creek crossing into the facility that has the potential to flood and prevent access therefore the emergency response plan for the site ensures that there is enough storage and supplies for up to 7 - 10 days.

• A bush-fire emergency is less likely to threaten the property as there are several cleared paddocks around the main area where the dogs will be housed as well as limited native bushland. Appropriate Landscaping and choice of building materials with further reduce the fire risk. Kennels will also be fitted with a sprinkler system for use as a cooling system and as an added defense against fire risk and embers. The maintenance plan for the site will ensure paddocks are regularly slashed, gutters are regularly cleaned, sprinklers and other firefighting equipment (fire pumps, hoses, generators) are regularly inspected and tested. All staff will be inducted into the use of fire fighting equipment and the bush fire and flood plan which would include a detailed map of the locations of all equipment, evacuation points and animal holding areas.

• The Site Manager would be responsible for regular monitoring of the weather reports, weather forecasts and emergency warnings which would also be supported by a weather station on site that can be centrally monitored. This will allow for planning to ensure enough supplies for animals and staff are on site if access was restricted during or after an emergency event.

• Non-essential staff will be required to leave the site while it is still safe to do so.

• There is onsite accommodation available if staff were stranded and to allow for staff to stay on site incase limited access was predicted due to fire or flood to ensure adequate staff were available to care for the dogs. The staff housing would be stocked with adequate supplies for 4-6 people for 10 days. Spare uniforms would be available on site.

• A site manager currently lives on site and would continue to do so when the facility is operational, and he/she would be trained to ensure minimum standards of husbandry could be provided to the animals if staff were unable to gain access.

• A flying fox has been installed across the creek to ensure some staff could gain access or leave the site if the creek was flooded. A large 4x4 vehicle, with a functioning winch, snorkel and able to cross the creek if it is swollen (but not raging) will be available on site also to allow supplies and staff to gain access or leave.

• The water purification systems and wastewater systems maybe offline if there is a loss of power. Back up generators will be available on site to support essential services.

• If there is an animal emergency onsite when there is no access, remote telephone support can be provided by a veterinarian who can prescribe the medication from the onsite pharmacy and the treatments can be administered under veterinary direction by experienced GAP staff members.

• In the case of a fire threat, ideally the dogs would be moved to the central area of the kennel complex and all external doors and shutters would be closed and wet towels used to block any gaps to reduce ember attack. The roof sprinklers would be turned on early to ensure the building is saturated. If there was risk of a catastrophic event, all external doors to the kennels and yards would be opened to allow the groups of dogs the freedom to move away from the fire, between the social play yards and kennels, while still contained within their main areas to prevent fighting or escape. The kennels will be within the fire protection zone.

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• In the case of a flooding event, the dogs would be given access to all areas of their 4 dog complex (if the dogs were compatible) to reduce the staffing requirements and to ensure the dogs are not trapped within a kennel if excess flooding of the building occurred. The kennels will be away from the 100-year flood zone.

• There will be a large supply of premium dry dog kibble onsite to ensure there is more than a 10-day supply of food available. If there is a power failure and the fridges and freezers defrosted, the mince and other treats would be feed out to the dogs first before spoiling to reduce wastage.

• The large dams/swimming pools would be used as water sources for the fire fighting equipment and appropriate fire extinguishers would be within each kennel block and administration areas.

• Regular fire safety audits and fire equipment checks would be performed by an external contractor

• There is a road grader on site which would be used to assist in restoring the access road once the creek crossing is passable.

References Planning for emergencies (nsw.gov.au) in animal holding facilities DPI NSW 2007 GAP - Wyee and Western Sydney Emergency Evacuation Plans 2021

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APPENDIX D – Cleaning and Odour Control

Cleaning Regimes and Odour Control Management

• Daily cleaning of kennel facilities would exceed or be performed as per required by the NSW Animal Welfare Code of Practice No 5 - Dogs and cats in animal boarding establishments – animal holding facilities. (NSW Animal Welfare Code of Practice No 5 - Dogs and cats in animal boarding establishments).

• The morning clean routine would begin during or shortly after the morning feed, dogs would be released into the day yards to allow them to move away from the cleaning process.

• Any debris from enrichment items, leftover food/bowls, bedding or feaces would be collected, sorted, and disposed of into the appropriate waste receptacle for recycling or general waste.

• Feaces will either be bagged into biodegradable “poo bags” or placed into a feaces disposable system for processing (currently reviewing a number of systems such as Whoopsie Away -Therian). Bagging feaces reduces the odour significantly as is the case with feaces flushing systems that replace the need to leave feaces in a bin for general disposal.

• Kennels would then be spot cleaned most days using a kennel cleaning machine such as Kaivac – Therian or using traditional methods such as a mop and bucket, scrubbing brush, squidgy, watering can containing a disinfectant cleaner, hose etc. as needed.

• Kennels would have a full clean as needed and, as a minimum, once per week. A full clean includes the use of disinfectant cleaner on all surfaces, followed by hosing which, maybe performed with a kennel cleaning machine or with a spray pack, foaming gun or watering can containing a disinfectant cleaner followed by a high-pressure hose to rinse. All bedding and dog coats are replaced during a full clean.

• Feaces pick up would occur throughout the day as needed in yards and night dens to reduce odour and reduce the need for full cleans.

• Synthetic surfaces, if any, would be disinfected and cleaned weekly to reduce odour and manage hygiene needs

• Full cleans would also occur between transfers of dogs and at the end of quarantine periods if needed.

• Kennel drains will be fitted with mesh grates to catch hair and debris which would be cleaned daily, protecting the drain from blockages and overflow, and reducing odour.

• Drains will be regularly flushed with an appropriate disinfectant cleaner to reduce odours sitting in the pipe system.

• Good ventilation has been designed into the kennels to keep the housing areas free of dampness and noxious odours.

• Soft bedding and coats for cold weather will be supplied for each dog and will be laundered at least weekly. Some dogs may be destructive, more durable bedding will be supplied for these dogs to reduce waste.

• Dogs will be bathed approximately once per month or as required to reduce odour and to ensure their skin and coat are well maintained.

• Disinfectant and cleaning chemicals will be selected based on suitability for purpose as well as environmental and WHS considerations.

• Consideration of placement and selection of an enclosed waste bin storage and waste systems have been made to ensure that odour should not impact the site or community.

• Additional odour management maybe considered if needed such as an odour control misting system (e.g., Hunter Wastewater, Eastern Creek waste management site, Hunter Hospital grease trap and wastewater), odour control chemicals for use in kennels, increased frequency of cleaning for problem areas.

References

• NSW Animal Welfare Code of Practice No 5 - Dogs and cats in animal boarding establishments

• Cleaning and Waste Removal - Therian

• Odour Control | Atmosphere Global

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APPENDIX E – Noisy Dog Management

• Kennel noise management will exceed requirements of the NSW Animal Welfare Code of Practice No 5 - Dogs and cats in animal boarding establishments – animal holding facilities. The techniques listed in the Code of practice that are included in the kennel design includes;

o siting kennels so that they do not face each other – and the kennels have been designed side by side in a semicircle which has solid walls between the sleeping areas.

o limiting external stimulation, e.g., by partitioning between kennels or using blinds o holding dogs singly or in compatible pairs o turning lights off after feeding

• Each kennel module is designed to maximise the welfare for the dogs which in turn reduces barking and howling by allowing the dogs to have choice and reducing the stimulus to bark.

• Kennel modules are designed to house approximately 20 dogs only that do not face each other, arranged in a semicircular design, further reducing reactivity between the dogs.

• Generally, in a kennel environment, most noise occurs first thing in the morning when the dogs are allowed out to toilet and are waiting to be fed. Due to the kennel design and reduced number of dogs in each module, the dogs will not be anxious to get out to toilet and can be given their bowls of food quickly reducing anticipatory excitement barking.

• Kennel stress can cause significant breakdown in behaviours overtime unless managed by reducing the number of dogs per area, offering choice, reducing sound stimulus from multiple distressed dogs (ASPCA and other welfare organisations support smaller numbers of dogs housed together as good husbandry and welfare practices).

• The design of the kennel modules to face east with the dog kennels radiating out towards the west to ensure any barking is deflected east away from the property’s neighbours, to improve sun light access in the kennels for the comfort of the dogs and to shelter the kennels from the strong westerly winds.

• The front of the kennel modules will be made up of a large curved rammed earth or similar wall designed to absorb sound.

• Each kennel module will have acoustic walls between approximately every 4th kennel. Additional acoustic material will be added to the walls and roof also.

• Visual stimuli will also be reduced in the yards using mounds and vegetation as well as the positioning of each of the kennel modules to block the view into other kennel blocks.

Direct Management of noisy dogs • An onsite manager will monitor the noise out of hours and will be trained to be able to assess and

manage distressed dogs. • Any dog identified as noisy will be behaviourally and medically assessed and a management plan will be

developed. Some of the strategies could include; o Moving the dog to a more compatible kennel module or kennel o Matched and housed with a compatible dog to reduce isolation distress o Placement of an adaptil (pheromone calming) collar or adaptil plugin o Housing the dog inside in a soundproof/reduced kennel. o Increased enrichment - mental and physical stimulation

References NSW Animal Welfare Code of Practice No 5 - Dogs and cats in animal boarding establishments https://www.epa.vic.gov.au/-/media/epa/files/publications/1254-1.pdf aspca-asv-checklist-2014_0.pdf (aspcapro.org) shelter-standards-oct2011-wforward.pdf (sheltervet.org)