HomeMy Public PortalAbout2020-11-19_COW_Agenda Package
Page 1 of 1 of Agenda Cover Page(s)
Committee of the Whole
AGENDA
Thursday, November 19, 2020
Chester Municipal Council Chambers
151 King Street, Chester, NS
1. MEETING CALLED TO ORDER
2. APPROVAL OF AGENDA/ORDER OF BUSINESS
3. PUBLIC INPUT SESSION (8:45 A.M. – 9:00 A.M.)
4. MINUTES OF PREVIOUS MEETING
4.1 Committee of the Whole – November 5, 2020
5. MATTERS ARISING
6. PUBLIC PRESENTATION
7. CORRESPONDENCE
8. NEW BUSINESS
8.1 Request for Direction prepared October 21, 2020 – Corporate and Strategic Management
– Community Recognition Program.
8.2 Information Report prepared November 2, 2020 - Corporate and Strategic Management –
Economic Development Award of Investment Attraction Marketing Plan and Promotion
Material RFP.
8.3 Request for Decision prepared October 28, 2020 – Infrastructure and Operations – Heavy
Equipment Services Procurement.
8.4 Public Budget Engagement – Finance & Information Services (Information to follow).
8.5 Information Report prepared November 9, 2020 – Finance & Information Services –
COVID-19 Financial Impacts.
8.6 Request for Decision - Economic Development – Economic Staffing Development
Resources.
8.7 Watercourse Setback Requirements – Councillor Veinotte (Information to follow).
9. IN CAMERA
9.1 Section 22(2)(e) of the Municipal Government Act – Contract Negotiations.
10. ADJOURNMENT
Due to COVID-19 measures, the Minister of Municipal Affairs and Housing is allowing
Municipalities to video or teleconference Council meetings. When meetings are conducted in
this manner during the pandemic, the draft minutes must be posted within 24 hours. Meetings
are livestreamed on the Municipality’s Facebook Page.
425
MUNICIPALITY OF THE DISTRICT OF CHESTER
Minutes of
COMMITTEE OF THE WHOLE
Via Facebook Live from 151 King Street, Chester, NS
On Thursday, November 5, 2020
MEETING CALLED TO ORDER
Warden Webber called the meeting to order at 8:54 a.m.
Present: District 1 – Councillor Veinotte District 2 – Deputy Warden Shatford
District 3 – Councillor Barkhouse District 4 – Warden Webber
District 5 – Councillor Assaff District 6 – Councillor Connors
District 7 – Councillor Church
Staff: Dan McDougall, CAO Tara Maguire, Deputy CAO
Pamela Myra, Municipal Clerk Jennifer Webber, Communications Officer
Chad Haughn, Director of Community Development & Recreation
Cliff Gall, Director of Information Services
Solicitor: Samuel Lamey, Municipal Solicitor
APPROVAL OF AGENDA AND ORDER OF BUSINESS
2020-466 MOVED by Councillor Barkhouse, SECONDED by Councillor Church the Agenda and
Order of Business be approved as circulated. ALL IN FAVOUR. MOTION CARRIED.
PUBLIC INPUT (15 Minutes)
There was no public input received.
MINUTES OF PREVIOUS MEETING
8.1 Committee of the Whole – March 19, 2020.
2020-467 MOVED by Councillor Church, SECONDED by Councillor Barkhouse the minutes of
the March 19, 2020 meeting of Council be approved as circulated. CARRIED.
Committee of the Whole (continued) November 5, 2020 426
MATTERS ARISING
There were no matters arising for discussion.
POLICY DEVELOPMENT/REVIEW
There were no policy development matters for review.
CORRESPONDENCE
There were no items of correspondence for review.
NEW BUSINESS
8.1 Request for Decision prepared October 28, 2020 – Community Development and
Recreation – Registration for The Great Trail.
Chad Haughn, Director of Community Development and Recreation reviewed the information
included in the October 28, 2020 Request for Decision on joining the Western Loop of The Great
Trail (previously known as the TransCanada Trail system).
2020-468 MOVED by Councillor Barkhouse, SECONDED by Deputy Warden Shatford that
Council direct staff to complete the registration process and join the Western
Loop Section (Chester Connection and Aspotogan Trail) to The Great Trail. ALL
IN FAVOUR. MOTION CARRIED.
8.2 Request for Decision prepared October 22, 2020 – Finance and Information Services –
Council iPads.
Cliff Gall, Director of Information Services, reviewed the information included in the October 22,
2020 Request for Decision regarding purchase of iPads for Councillors and answered questions
regarding the options.
2020-469 MOVED by Councillor Barkhouse, SECONDED by Deputy Warden Shatford that
Council give Councillors the option of which iPad to purchase, either 10.5” or
12.9”, and utilize the General Reserve Fund for the remaining amount, not to
exceed $15,000. ONE COUNCILLOR OPPOSED. MOTION CARRIED.
8.3 Request for Decision prepared October 28, 2020 – Infrastructure and Operations – Heavy
Equipment Contract Award.
This item was deferred to November 19, 2020 meeting.
Committee of the Whole (continued) November 5, 2020 427
8.4 Request for Decision prepared October 29, 2020 – Infrastructure and Operations – J Class
Roads.
This item was deferred to November 19, 2020 meeting.
8.5 Request for Decision prepared October 29, 2020 – Infrastructure and Operations –
Christmas Trees on Municipal Properties.
Greg Jonah, Engineering Technologies reviewed the information included in the October 29,
2020 Request for Decision regarding Christmas Trees on Municipal Properties.
2020-470 MOVED by Councillor SHATFORD OPTION 1, SECONDED by Councillor Church
that Council direct staff to only provide in-kind support (labour, maintenance,
etc.) and not additional financial support/costs for communities that request
assistance installing trees and decorations (one location per district, or such
other amount).
DISCUSSION:
Christmas tree installations/decorating are community events.
Some districts have more resources to draw on, i.e. trees, NS Power assistance.
TWO COUNCILLORS OPPOSED. MOTION CARRIED.
IN CAMERA
There were no “In Camera” items for discussion.
ADJOURNMENT
2020-471 MOVED by Councillor Veinotte the meeting adjourn. 9:32 a.m.
___________________________ ___________________________
Allen Webber Pamela Myra
Warden Municipal Clerk
REQUEST FOR DIRECTION
Prepared By: Tara Maguire, Deputy CAO Date October 21, 2020
Reviewed By: Date
Authorized By: Dan McDougall Date November 9, 2020
CURRENT SITUATION
At their September 24 meeting, Council discussed a recognition program that recognizes those
individuals, businesses and organizations that work towards improvement of our communities. This was
discussed again at the October 29 meeting and staff was asked to provide options for a program that
would allow council to formally recognize commitment to developing, nurturing and enhancing
community spirit.
RECOMMENDATION
For discussion and direction
BACKGROUND
A Community Spirit award program would be a way for Council to celebrate and acknowledge the special
efforts of community members by acknowledging and showing appreciation to those individuals who
have a positive impact on the community. It would be a way to recognize exemplary citizens who add to
creating a community that people are proud to call home and who embody the spirit of MOC.
This program is not intended to replace the volunteer recognition program and banquet that we hold
each year. It is intended to be less structured and formal and to complement the existing program.
DISCUSSION
Eligibility
The program would be open to individuals, businesses or organizations who have:
Completed special projects, voluntary in nature, that have brought favourable publicity to the
community or that have contributed positively to the Municipality of Chester and its communities
Demonstrated significant personal commitment to the Municipality either by their time, effort,
knowledge, resources, leadership, initiative or creativity.
Supported and sponsored community local interest groups, sporting teams, festivals or events,
and cultural or social initiatives.
Exhibited civic pride by providing mentorship and leadership, beautifying business façades,
encouraging community pride amongst its staff members or promoting us as a community
REPORT TO: Committee of the Whole
MEETING DATE: November 19, 2020
SUBMITTED BY: Corporate & Strategic Management
SUBJECT: Citizen Recognition program
ORIGIN: September 24, 2020 Council Meeting
2 Request for Decision
Nominations
Approval of any nominated individuals and/or community groups for recognition will rest with council.
The nomination description, as provided by the nominator, will be the basis for the award approval and it
will be used as the introduction for the award recipient for consideration by council and when making
announcements of recipients. .
Considerations Does Council wish to open nominations up to community members? A nomination form
could be created that would allow individuals to be nominated by members of the public or councillors
could be the ones who nominate individuals. If nominations are open to the public, staff would bring
forward nomination forms for consideration by council.
Recognition
Once a nomination is approved by Council, staff will prepare a certificate of recognition that will be signed
by the Warden on behalf of council.
Considerations
Would council like the announcement made via social media and/or a website announcement? We could
also use the newsletter to announcement recipients. Should there be any other type of
recognition/award? Would council like to invite nominees to receive their certificate at a meeting of
council or would the preference be that the councillor or warden deliver the certificate?
NOMINATIONS
Policy
None.
Financial/Budgetary
None.
Environmental
None.
Strategic Plan
Communication.
Work Program Implications
No impact.
Has Legal review been completed? ___ Yes ___ No _X__ N/A
OPTIONS
For discussion and decision
ATTACHMENTS
COMMUNICATIONS (INTERNAL/EXTERNAL)
INFORMATION REPORT
Prepared By: Erin Lowe, EDO Date November 2, 2020
Reviewed By: Tara Maguire, Deputy CAO Date November 13,2020
Authorized By: Dan McDougall, CAO Date November 13, 2020
CURRENT SITUATION
After the completion of Phases 1 and 2 of the sector strategy, economic development staff have initiated
Phase 3A: Investment Attraction Marketing Plan and Promotional Material. A Request for Proposals (RFP)
(MODC-T-2020-009_LVP_RFP_Sector Strategy Phase 3A) was issued on September 18, 2020 and closed on
October 19, 2020.
One submission was received from CQNS, and, subsequently, CQNS has been awarded the contract for
$25,000.
BACKGROUND
The municipality has undertaken significant work to date on developing a sector strategy. Phase 1
identified which industry sectors would provide the most value in terms of growth, sustainability, and
capacity building for the MOC. This work resulted in narrowing down to six key industries in order to
focus our current and future economic development activities. These sectors include:
• Arts, Entertainment, and Recreation
• Business Services
• Construction
• Green Industry
• Industrial Development
• Niche and value added opportunities in our primary sectors
Phase 2 took a deep dive into each target sector in order to develop the associated value proposition and
action items for economic development staff to implement. This phase included several one-on-one
consultations with companies and organizations in each sector.
DISCUSSION
CQNS’ submission met all the requirements per the Request for Proposals including the design of the
following:
REPORT TO: Council
SUBMITTED BY: Erin Lowe, Economic Development Officer
MEETING DATE: November 12, 2020
SUBJECT: Award of Investment Attraction Marketing
Plan and Promotion Material RFP
ORIGIN: Sector Strategy Phase 3A
2 Information Report
• An investment attraction website with people attraction as a component.
• One-page sector profiles (info graphic format preferred) for each sector identifying our value
proposition for investment attraction in that sector.
• Promotional material for the Kaizer Meadow Industrial Park identifying our value proposition
for investment in the park including a dedicated section of the new investment attraction
website.
• A commercial land inventory component of the website compatible with ArcGIS.
• An overall business profile for the MOC including all relevant demographic data.
• A PowerPoint presentation template to respond to investment inquiries.
• A Word/InDesign proposal template to respond to investment inquiries.
• Recommendation of the product type as well as design of tradeshow products for both
investment and people attraction.
Under the procurement policy (Policy P-40), the Chief Administrative Officer (CAO) is authorized to award
the supplier offering best value for service contracts below $50,000 in value. Based on the
recommendation of economic development staff, the CAO has authorized an award of $25,000 contract
to CQNS to complete Phase 3A: Investment Attraction Marketing Plan and Promotional Material.
IMPLICATIONS
Policy
N/A
Financial/Budgetary
The funds for this phase were approved on April 23, 2020 via Motion 2020-169 that directed staff to
proceed with Phase 3A and approve the unbudgeted expenditure of $25,000 to be funded from the
Economic Development Wind Revenue Reserve Account.
Environmental
N/A
Strategic Plan
Goal 5: “The Municipality will continually reinforce the positive image of the Municipality through
leadership in public engagement and communications.”
Goal 6: “The Municipality will promote conditions conducive to fostering economic prosperity.”
Work Program Implications
Incorporated into existing workplan.
OPTIONS
For information only.
ATTACHMENTS
COMMUNICATIONS (INTERNAL/EXTERNAL)
REQUEST FOR DECISION/DIRECTION
Prepared By: Greg Jonah, C.E.T. Date October 28, 2020
Reviewed By: Dan Pitman/Christa Rafuse Date October 29, 2020
Authorized By: Dan McDougall, CAO Date November 3, 2020
CURRENT SITUATION
The Municipality of the District of Chester, Infrastructure and Operations Department, requires
a contractor to provide heavy equipment services as required for some capital projects as well as
the continuing maintenance and operations of Municipal properties, trails, and wastewater
systems. Under the Procurement Policy (Policy P-04), a five (5) year contract for the provision of
Heavy Equipment Services is required.
RECOMMENDATION
It is recommended by Infrastructure and Operations that Council direct staff to award the
tender to R. Schnare & Son Septic & Excavation and enter a contact ending October 31, 2025
for the provision of Heavy Equipment Services. The total estimated value over the five-year
term is $300,400.
BACKGROUND
The objective of this contract is to support MODC’s ongoing operational requirements. Until
October 31, 2020, MODC had 3 contracts for the provision of Heavy equipment for work on trails,
Municipal properties, and wastewater systems. To reduce administrative costs, and, encourage
more competition in the tendering process, in April 2020, Council directed staff to update the
procurement policy (P-40) to procure a contractor for the provision of Heavy Equipment for all
Municipal operations for a term of five (5) years.
MOC Staff rely on information and recommendations from industry professionals when
preparing requests for tender documents. In the process of preparing the RFQ for the provision
of Heavy Equipment, the Municipality requested information on the recommended minimum
insurance coverage that should be maintained by the successful proponent. Recommendations
were received from Frank Cowan Company (Insurance Risk Management Professionals) and were
reviewed by staff and included in the Request for Quotation.
REPORT TO:
Municipal Council
SUBMITTED BY: Infrastructure and Operations
DATE: November 5, 2020
SUBJECT: Heavy Equipment Services
ORIGIN: P-04, Routine Procurement
2 Request For Decision/Direction
This resulted in more insurance coverage being required than was required in previous Heavy
Equipment Contracts specifically the requirement for:
Contractor Pollution Liability Insurance with a minimum coverage of five (5) million per
occurrence including Difference in Condition Auto Policy
The contract for the provision of heavy equipment will exclude any projects over an estimated
value of $25,000, any work deemed by the Municipality to be outside the proponent’s scope or
ability, and, any project where it is the best interest of the Municipality to not use the service
provider to complete the work.
In addition, the Municipality may use its own resources to complete any work at the sole
discretion of the Municipality.
DISCUSSION
MODC issued a Request for Quotation (MODC-T-2020-004) that closed on October 13, 2020. Two
(2) submissions were received and publicly opened on the same day following closing. Bidders
were:
R. Schnare & Son Septic & Excavation
G. Zinck Trucking and Excavation
The submissions were evaluated on equipment & labour rates over a five-year period, corporate
background, experience, and reference checks with a maximum of 100 points available as
follows.
Evaluation Criteria Maximum available points
Rates provided in submission 70
Corporate Background 10
Experience 10
Reference checks 10
The two (2) submissions met all the requirements of the RFQ. R. Schnare & Son Septic &
Excavation achieved the highest total score in the point-based criteria and was deemed the
successful bidder by the evaluation team.
3 Request For Decision/Direction
IMPLICATIONS
Policy
N/A
Financial/Budgetary
All costs associated with the contract are included in operational and capital budgets. The rates
submitted by R. Schnare & Son Septic & Excavation are competitive and provide good value to
MODC. There is no guarantee to the contractor that actual usage may accumulate to the total
estimated value of $300,400.
Environmental
N/A
Strategic Plan
Maintain a high level of fiscal responsibility
Continually improve public satisfaction with municipal services
Ensure sufficient infrastructure is available to best serve our residents and
businesses
OPTIONS
1. Award the Tender to R. Schnare & Son Septic & Excavation and enter a contract for the
provision of Heavy Equipment Services ending October 31, 2025.
2. Defer any decision on the matter and direct staff to bring back further information as
identified by Council.
ATTACHMENTS
N/A
INFORMATION REPORT
Prepared By: Malcolm Pitman, CPA, CA
Director Financial and Information
Services
Date November 9, 2020
Reviewed By: Date
Authorized By: Dan McDougall, CAO Date November 9, 2020
CURRENT SITUATION
A Federal-Provincial safe restart agreement has been finalized. Funding from this agreement will be used
to protect Nova Scotians from Covid-19 while safely reopening the economy. As part of this agreement
the Municipality of Chester (MOC) received $272,561 as support for the Municipalities pressures. As a part
of a survey earlier this year conducted by the NS Federation of Municipalities, MOC’s pressures were
estimated to reach approximately $266,000.
RECOMMENDATION
For information only
BACKGROUND
The potential financial pressures identified earlier in the year included such items as reduced deed transfer
tax, reduced investment income due to lowering of rates, increased low income tax exemption, new
emergency financial assistance for not for profit organizations, business support via business navigation,
and building and personnel expenses related to cleaning, PPE and barriers.
The recent correspondence (email) from the Province was as follows:
From: Cho-MacDonald, Bongsun
Sent: Wednesday, November 4, 2020 10:24 AM
Subject: #External: Safe Restart Agreement (SRA) Fund - Chester
Today, the Province will announce, as part of the Safe Restart Agreement (SRA), municipalities will
receive $67.5 million. The SRA funding will provide much-needed support for the District of
Chester’s pressures, estimated to reach approximately $266,000 based on a survey conducted by
the Nova Scotia Federation of Municipalities.
I am pleased to inform you that the District of Chester will receive $272,561 under the SRA. Please
note you will receive your SRA funds today.
The SRA funding is to help the Municipalities:
REPORT TO: Council
SUBMITTED BY: Financial and Information Services
DATE: November 19, 2020
SUBJECT: Covid-19 Financial Impacts
ORIGIN:
2 Information Report
address increased operating costs resulting from a reduction in revenue due to COVID-19;
continue to implement social distancing and infection prevention and control protocols
required to operate facilities, public spaces and effectively deliver services to citizens;
support safe transit operations and innovative solutions required to adjust to modified
capacity; and
acquire additional PPE.
DISCUSSION
To date the financial impacts to the MOC have been as follows:
The reduction in Deed Transfer tax revenue did not occur. There was a drop for a few months, but the
following months saw a jump that brought the revenue back in line.
Year to date expenses incurred include the following:
Emergency financial assistance for not for profit organizations $ 109,251
Thankyou gifts 787
Office renovations and signs 3,998
PPE 4,019
Cleaning supplies 5,841
Cleaning (contracted and casual staff) 8,462
Computer equipment 2,452
Waste receptacles 2,168
Reduced interest income 15,165
Business navigation – social media development 2,920
Low income tax exemption – just starting to process exemptions, but budget is to
have an expense $60,000 higher than last year.
Year to date $ 155,063
IMPLICATIONS
Policy
Financial/Budgetary
No further mitigations required at this time to offset Covid-19 costs.
Environmental
Strategic Plan
Work Program Implications
OPTIONS
ATTACHMENTS
COMMUNICATIONS (INTERNAL/EXTERNAL)
REQUEST FOR DIRECTION
Prepared By: Erin Lowe, EDO Date November 9, 2020
Reviewed By: Tara Maguire, Deputy CAO Date November 12, 2020
Authorized By: Dan McDougall, CAO Date November 13, 2020
CURRENT SITUATION
On September 30, 2020, the extended contract for the Tourism Lead position came to a close. The
Tourism Lead position was a fulltime term position that led the efforts of implementing the Tourism
Chester program. In addition to this, the existing term contract economic development officer position
(which was covering a parental leave) comes to an end on December 17, 2020. At the close of this
contract, there would be only one economic development officer to implement the work plan in its
entirety. Considering the staff changes, Economic Development is looking for direction from council on
how they would like to move forward with implementing the economic development work plan.
RECOMMENDATION
For discussion and direction.
BACKGROUND
Tourism Program
In April 2018 we created a Tourism Lead. The position was originally a part time, year-round position with
the following hours (temporary part time):
25 hours/week during peak and shoulder seasons (May-Oct)
5 hours/week in the winter season (Nov-Apr)
Following a successful 2018 tourism season, Council requested that staff provide options for expanding
the tourism program. One element that was expanded was MOC’s role in Tourism Development. A gap
was identified for product development for our municipality. The position was expanded to a full-time
position, 35 hours a week year-round. This allowed us to dedicate staff time to drive development
initiatives forward and pull together all of the parties involved. This role expansion included active
collaboration with partners including:
• MOC tourism operators
• neighboring municipal units and tourism associations
• Hugh MacKay’s Tourism Support Network
• Tourism Nova Scotia
• South Shore Tourism Cooperative
• Tourism Industry Association of NS
The Tourism Lead role was vital to delivery of our tourism program. Key roles of the position include:
REPORT TO: Committee of the Whole
SUBMITTED BY: Economic Development
MEETING DATE: November 19, 2020
SUBJECT: Economic Development staff resources
ORIGIN: Tourism Lead Contract expiration
2 Request For Direction
Managing MOC Online Tourism Presence – social media, website updates, responding to inquiries
Ambassador Partnership Program – Manage the ‘Tourism Ambassador’ program; manage
brochure racks to ensure they are stocked with material; request and collect marketing collateral
from provincial distribution centre and local businesses; recruit new ambassadors when required;
maintain Ambassador Map; develop and implement familiarization (FAM) tour for ambassadors;
management of promotional vendor program
MOC Mobile Kiosk Deployment and Management – staff the mobile kiosk during peak season
(June, July and August); schedule the mobile tourism information kiosk; train, supervise and
schedule summer ambassador position
Research and Data Collection – compile and report on visitor statistics; Tourism Chester website
statistics; report stats to Tourism NS and council
Experience Development – work with partners to assist in development of packages
Additional Promotion – partner with South Shore Tourism Cooperative on advertising
opportunities and events (Lobster Crawl), coordinate Saltscapes Expo booth, participate in
Tourism Nova Scotia’s Digital Marketing Content Program, Doers and Dreamers and Road Map
and the Provincial VIC advertising program
The overall objectives of Tourism Chester are:
Meet the demands of today’s traveler with emphasis on:
o Digital media (website and social media) for visitors pre-planning and pre-booking
through the Internet, and
o Face-to-face interaction once they arrive
Extend our tourism season
Provide outreach to all communities and their visitors
DISCUSSION
Economic Development
Term Position: Since the completion of the Tourism Lead contract, the term EDO position has taken on
some of the duties of leading the Tourism Chester program. This position has also been involved with BRE
meetings with tourism operators and has been able to implement recommendations resulting from
business visitations and work on special projects including:
Sidewalk Cafes
Road closure facilitation for street events in the Village of Chester
COVID-19 navigation
Social Media 101 program for businesses and key MOC staff
Parade Square Beautification Project
Physician Recruitment and Retention Project with Our Health Centre
Permanent Position: The Fulltime Permanent Economic Development Officer is currently leading the final
phase of the Sector Marketing Strategy and the development of a concept plan and marketing strategy
for both Kaizer Meadow Industrial Park and the Business Park Lands via the Atlantic Canada Site
Certification Program with NSBI/ACOA. Both of these projects have long term activities associated with
them to attract investment in the municipality (investment readiness, management of investment
3 Request For Direction
attraction website and marketing materials, marketing campaigns, lead generation, management of
investment inquiries, BRE with target sectors, trade missions, conferences, regional partner engagement,
sector-specific initiatives, commercial land inventory, after care program).
Several other key initiatives also fall under the purview of Economic Development including: a widespread
business retention and expansion program (BRE), people attraction initiatives, management of business
directory and Best of Chester business awards program, business navigation support, regional ED staff
working group, Events Lunenburg County board member, and Southwest Nova Scotia Agriculture Day
committee member.
Additional capacity is required for economic development to implement the work plan in its entirety (see
attached detailed work plan).
The following options are presented for council’s consideration*:
*Budget notes:
Budget implications for remainder of Fiscal 2020-21: Regardless of the option chosen by council, there
is enough in the current budget to cover staffing costs for the remainder of this fiscal year. This is due to
extra salary budgeted to cover maternity leave overlap, remainder of tourism lead contract, and no
summer kiosk staff.
Budget implications for future years: in a “normal” year economic development would have the
following staff in place:
Fulltime Economic Development Officer with benefits
Fulltime Contract Tourism Lead with benefits
Seasonal Fulltime Term Summer Kiosk Position no benefits
This costs approximately $161,300
This is the base salary that we will use to show budget implications within each option.
4 Request For Direction OPTION #1 Senior Economic Development Officer (Permanent fulltime) Budget implications: none, already included in base budget Community Economic Development Officer (Permanent fulltime) Budget implications: expecting to fill position at top of Middle Managers / Coordinators salary band ($73,000 + benefits $10,950) = $83,950 / year Mobile Ambassador (Seasonal fulltime term April – September) Budget implications: none, already included in base budget Social Media Services Contract (would follow procurement process to hire outside agency) Budget implications: Approx. $2,500/month = $30,000 / year Potential Gaps Overall program leadership Sector Strategy Investment Attraction / Business Recruitment including marketing plans and tools Investment readiness Management of Invest Chester website and socials (ArcGIS Business Analyst) Track key investment opportunities and information Respond to requests for information from potential investors and business community Regional Partnership Development Development of overall Business Retention and Expansion (BRE) Program and resulting capacity building initiatives with: Construction, Niche and Value-Added Opportunities, Industrial, Green Tech, Business Services, Trade missions Lead generation Client aftercare program Kaizer Meadow Industrial Park Development and Promotion Business Park Development and Promotion Policy / Land Use Bylaw input Stakeholder Engagement Implementation of Economic Strategy and management of budget Overall management of Tourism Chester program Ambassador Program Saltscapes Expo lead Management of mobile ambassador and social media contract Kiosk schedule Visitor inquiries in winter season via website, phone and email Tourism advertising strategy Website updates South Shore Tourism Cooperative board member Nova Scotia Lobster Crawl Chowder Showdown Capacity building initiatives MOC business directory BRE support specifically for Arts, Culture and Recreation sector and Tourism Operators Best of Chester business awards program Physician Recruitment and Retention project People attraction and placemaking initiatives Events Lunenburg County board member Tourism experience development support Economic impact analysis of tourism and film / TV Saltscapes Expo attendance Mobile kiosk Social media live events Photo library Responding to visitor inquiries via website, phone email and kiosk Ambassador locations brochure rack stock Year round Comprehensive management of Tourism Chester Social Media Platforms including Facebook and Instagram: Developing Visual Content Research Copywriting Engagement and responding to inquiries via social media Search Engine Optimization Videos Social media contests Budget Implications for Option #1 This option would increase the salary budget by approximately $83,950 for a total salary costs of approximately $245,250. The Social Media Services contract would see $30,000 being added to the marketing and promotions budget essentially doubling our current budget number of $30,000 for a total of $60,000. Typical Year of Operation Total Salary Costs: $161,300 Marketing and Promotions Budget: $30,000 Option #1 Budget Implications Total Salary Costs: $245,250 (+52%) Marketing and Promotions Budget: $60,000 (+100%)
5 Request For Direction OPTION #2 Senior Economic Development Officer (Permanent fulltime) Budget implications: none, already included in base budget Community Economic Development Officer (Permanent fulltime) Budget implications: expecting to fill position at the top of the Middle Managers / Coordinators salary band ($73,000) + benefits $10,950) = $83,950 / year Mobile Ambassador (Seasonal fulltime term April – September) Budget implications: none, already included in base budget Potential Gaps Overall program leadership Sector Strategy Investment Attraction / Business Recruitment including marketing plans and tools Investment readiness Management of Invest Chester website and socials (ArcGIS Business Analyst) Track key investment opportunities and information Respond to requests for information from potential investors and business community Regional Partnership Development Development of overall Business Retention and Expansion (BRE) Program and resulting capacity building initiatives with: Construction, Niche and Value-Added Opportunities, Industrial, Green Tech, Business Services Trade missions Lead generation Client aftercare program Kaizer Meadow Industrial Park Development and Promotion Business Park Development and Promotion Policy / Land Use Bylaw input Stakeholder Engagement Implementation of Economic Strategy and management of budget Overall management of Tourism Chester program Ambassador Program Saltscapes Expo lead Management of summer staff person Kiosk schedule Visitor inquiries in winter season via website, phone, social media and email Tourism advertising strategy Moderate social media activity, a few postings per week. Website updates South Shore Tourism Cooperative board member Nova Scotia Lobster Crawl Chowder Showdown Event Coordination Capacity building initiatives MOC business directory BRE support specifically for Arts, Culture and Recreation sector and Tourism Operators Best of Chester business awards program Physician Recruitment and Retention project People attraction and placemaking initiatives Economic impact analysis of tourism industry and film and TV industry Saltscapes Expo attendance Mobile kiosk Social media live events Photo library Responding to visitor inquiries via website, phone email and kiosk Ambassador locations brochure rack stock Events Lunenburg County board member Tourism experience development support Comprehensive Tourism Chester social media management Visual content development Research for social media posts Videos Social media contests Budget Implications for Option #2 This option would increase the salary budget by approximately $83,950 for total salary costs of approximately $245,250 Typical Year of Operation Total Salary Costs: $161,300 Option #2 Budget Implications Total Salary Costs: $245,250 (+52%)
6 Request For Direction OPTION #3 Senior Economic Development Officer (Permanent fulltime) Budget implications: none, already included in base budget Mobile Ambassador (Seasonal fulltime term April – September) Budget implications: none, already included in base budget Potential Gaps Overall program leadership Sector Strategy Investment Attraction / Business Recruitment including marketing plans and tools Investment readiness Management of Invest Chester website and socials (ArcGIS Business Analyst) Track key investment opportunities and information Respond to requests for information from potential investors and business community Regional Partnership Development Development of overall Business Retention and Expansion (BRE) Program and resulting capacity building initiatives with: Construction, Niche and Value-Added Opportunities, Industrial, Green Tech, Business Services Trade missions Lead generation Client aftercare program Kaizer Meadow Industrial Park Development and Promotion Business Park Promotion Development and Promotion Policy / Land Use Bylaw input Stakeholder Engagement Implementation of Economic Strategy and management of budget Visitor inquiries in winter via website, phone, social media email Tourism advertising strategy Minimum social media activity – 1 post every 1-2 weeks Mobile kiosk Social media live events Photo library Responding to visitor inquiries via website, phone email and kiosk Events Lunenburg County board member Tourism experience development support Tourism Chester social media Visual content development Research for social media posts Videos Social media contests Tourism Chester Ambassador Program Saltscapes Expo Mobile Kiosk Website updates South Shore Tourism Cooperative board member Nova Scotia Lobster Crawl Chowder Showdown Event Coordination Capacity building initiatives MOC business directory BRE support specifically for Arts, Culture and Recreation sector and Tourism Operators Best of Chester business awards program Physician Recruitment and Retention project People attraction and placemaking initiatives Budget Implications for Option #3 This option would decrease the salary budget by approximately $60,000 for total salary costs of approximately $101,300 Typical Year of Operation Total Salaries Cost: $161,300 Option #3 Budget Implications Total Salary Costs: $101,300 (-37%)
7 Request For Direction
IMPLICATIONS
Policy
N/A
Financial/Budgetary
Financial impacts are outlined within each option table in report.
Strategic Plan
Continually improve public satisfaction with municipal services;
Promote conditions conducive to fostering economic prosperity.
Work Program Implications
Outlined within each option table in report.
OPTIONS
1. Approve fulltime permanent Community Economic Development Officer position at the Middle
Managers/Coordinators Salary Band with Mobile Ambassador position and social media contract
management resulting in no gaps in service level.
2. Approve fulltime permanent Community Economic Development Officer position at the Middle
Managers/Coordinators Salary Band with Mobile Ambassador position resulting in adjusted gap
in service levels as identified in table.
3. Do not approve additional staff resources and maintain one economic development officer
position with Mobile Ambassador position resulting in adjusted gap in service levels as identified
in table.
4. Do not approve any option above and provide further direction to staff.
ATTACHMENTS
Economic Development Work Plan, Last Updated: November 2020
COMMUNICATIONS (INTERNAL/EXTERNAL
1 THE MOC ECONOMIC DEVELOPMENT STRATEGY 5-10 year road map (2013-2023) outlining strategic directions and actions to become more economically sustainable. VISION The Municipality of Chester will be a self-sufficient and resilient Municipality, built on the foundation of the character of each of our unique communities, which will provide economic opportunities and balanced lifestyle for all. Mission: Through the provision of high-quality services, we will develop an environment conducive to fostering economic opportunities while still preserving our heritage, environment, and quality of life.
2 Strategic Goals: Objective: The MOC will invest in a dedicated economic development program and continue to work with local and regional stakeholders to ensure the MOC is fully engaged as a committed partner in economic development. The main goal of the MOC economic development program is to promote conditions conducive to fostering economic prosperity. Objective: The MOC will work with the local business community, local landowners, and partners in economic development to ensure the MOC has all the tools and infrastructure required to retain and attract local investment opportunities. Objective: The MOC will work with the local business community and partners in economic development to ensure the MOC becomes a place where existing businesses thrive, and new business are welcomed and given the best opportunity to succeed. Objective: The MOC understands that building a well-planned, well maintained, and attractive community will attract people to live, work and play in the community. The MOC will work hard with their community and economic development partners to create the community that stands out among other South Shore communities. Objective: The MOC will work with existing businesses and industrial sector partners to assist in promotion of select sectors in order to grow, strengthen and expand the MOC’s business community. Objective: The MOC will work with its partners in tourism to become a more recognizable tourism destination by focusing on tourism infrastructure development, product development and marketing. Become a Partner in Economic Development Become Investment Ready Be Open for Business Live Work and Play – Become the South Shore Community that Stands Out Focus on Promoting and Growing MOC’s Economic Sectors Keep Working Hard to Become a Known Tourism Destination
3 Economic Development Work Plan: Last updated November 2020 BECOME A PARTNER IN ECONOMIC DEVELOPMENT Objective: The MOC will invest in a dedicated economic development program and continue to work with local and regional stakeholders to ensure the MOC is fully engaged as a committed partner in economic development. The main goal of the MOC economic development program is to promote conditions conducive to fostering economic prosperity. Action to support objective Status Current Initiatives Past Initiatives To ensure long-term success, provide dedicated long-term support for an MOC economic development program that includes adequate sustainable resources for staffing, projects and on-going operational support. GAP 1 fulltime dedicated economic development officer Consultant hired for Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Term position economic development officer to end December, 2020 Tourism Lead Contract Position (2018-2020) Mobile Ambassador Summer Students (2018-2019) Shared summer student with buildings department (2017-2019) Consultants hired for: o Chester Business Park Feasibility Study (2015) o Sector Strategy Phases 1 & 2 (2019/20) Implement and update the 2013 Economic Strategy in conjunction with the MOC Council Strategic Plan. Ongoing EDO is a member of the Strategic Management Team. N/A Create an annual economic development report card that identifies economic development activities, successes and the status of the Economic Development Strategy implementation. Ongoing Annual updates Quarterly reports N/A Continue to work with regional partners on economic development initiatives. Ongoing Lunenburg County/Queens Staff Working Group o Southwest Nova Scotia Agriculture Day Economic Developers Network of Nova Scotia member Nova Scotia Business Inc. engagement o Staff working group (Quarterly) o Atlantic Canada Site Certification Program o Provincial forestry initiatives initial discussions MLA Business Development Action Group member Other provincial departments Province of Nova Scotia partnership: o Parade Square Beautification Project o Physician Recruitment and Retention Project Atlantic Canada Opportunities Agency engagement via: o Staff working group (Quarterly) South Shore Regional Enterprise Network iValley Network Design and Implementation Report (2018) South Shore Internet Performance Test (2019) Events levy Global Affairs engagement via: o CanExport Community Investments Program – Sector Strategy Phases 1-2
4 o Atlantic Canada Site Certification Program Atlantic Provinces Economic Council member Economic Developers Association of Canada member Destination Development Association member Canadian Chamber of Commerce member Export Development Canada via webinars COMPLETED INITIATIVES Hire an Economic Development Officer to implement and coordinate the MOC economic development strategy.
5 BECOME INVESTMENT READY Objective: The MOC will work with the local business community, local landowners, and partners in economic development to ensure the MOC has all the tools and infrastructure required to retain and attract local investment opportunities. Action to support objective Status Current initiatives Past Initiatives Work with the Nova Scotia Business Inc. to get a sense of the investment inquires they have historically received and their investment requirements. Ongoing NSBI / ACOA Atlantic Canada Site Certification Program Lunenburg County/Queens Staff Working Group quarterly meetings Intergovernmental Affairs meetings / presentations with NSBI during Sector Strategy Phases 1 & 2. Continually ensure municipal infrastructure is strategically located. Ongoing Asset Management Team member Kaizer Meadow Industrial Park Business Park Lands NSBI / ACOA Atlantic Canada Site Certification Program Conduct a complete review of the Municipality of Chester Municipal Planning Strategy and accompanying Land Use Bylaw. In progress Village of Chester Secondary Planning Strategy and Land Use By-law Review (led by Planning Staff with input from economic development) Commercial Zoning Amendment (initiated by ED staff, if approved will be implemented by Planning Staff) reVision Plan Review (2020) Led by planning staff. Create an industrial and employment land/building inventory to track available buildings and properties. Inventory must be kept up-to-date and should be made available both in hard copy and online. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Sub-committee of Lunenburg County staff working group to determine possible regional approach. Included consultation with NSBI. Update statistics and data for the MOC focusing on current year data / estimates and MOC labour shed. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Business Analyst Online implementation and training Townfolio Prepare a MOC Value Proposition report and package. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Prepare a templated proposal for responding to investment inquiries. Complete and implement a marketing and communication strategy that should include: An economic development brand for the MOC. A website specific to MOC economic development. Marketing collateral including a Community Profile and Quick Facts to be made available online, in digital and hard copy formats. Social media campaign.
6 Rebrand the Kaizer Meadow “Eco Park” as an opportunity for both “Green Businesses” as well as more traditional industries such as manufacturing and processing. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material NSBI / ACOA Atlantic Canada Site Certification Program Continue creating a marketing program for Kaizer Meadow and ensure Kaizer Meadow is included in all investment attraction related marketing material. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material NSBI / ACOA Atlantic Canada Site Certification Program Survey and Wetland Delineation (2019) Integrated Forestry, Bioenergy and Eco Park Development Feasibility Study (2013) Kaizer Meadow Environmental Management Centre Eco-Park Development (2013) Business Plan for the Operations and Maintenance of the Kaizer Meadow Eco-Park Development (2010) Communications Strategy for Kaizer Meadow Eco-Park (2010) Establish an investment inquiry protocol to ensure all inquiries and opportunities are responded to effectively and efficiently. Not started (Sector Strategy Phase 3C) Update home-based business provisions and by-laws to foster entrepreneurship and allow for appropriate businesses uses within residential units. Not started (Sector Strategy Phase 3C) Competitive research to adapt to other regional campaigns / strategies in order to maintain a foothold or out-compete them entirely. Not started (Sector Strategy Phase 3C) COMPLETED INITIATIVES: Prepare business case examining opportunities to provide additional buildings & serviced employment lands for investment attraction purposes: 2015 Chester Business Park Feasibility Study
7 BE OPEN FOR BUSINESS Objective: The MOC will work with the local business community and partners in economic development to ensure the MOC becomes a place where existing businesses thrive, and new business are welcomed and given the best opportunity to succeed. Action to support objective Status Current initiatives Past Initiatives Develop and update an MOC business directory. GAP We have implemented a business directory with the ability for businesses to submit and update directly on our website. Challenge – getting businesses to add their listings and keep them updated. Work with the local business community to determine better ways to serve MOC businesses and industries. Connect with the MOC business community by undertaking: An on-going business visitation program A business retention and expansion program customized specifically for the MOC. Ongoing / GAP: BRE activities with Arts, Culture and Recreation sector and Tourism Operators (accommodations, restaurants, retail) Ongoing business visitation occurs regularly and captured in quarterly reporting to council. Official BRE program currently drafted and will be officially implanted in Phase 2B of Sector Strategy Engagement with local business associations and ED groups via in-person meetings and email communication: o Aspotogan Heritage Trust o Chester Merchants Association o Hubbards and Area Business Association o New Ross Regional Development Society o Village of Chester o Western Shore and Area Development Association Chester Municipal Chamber of Commerce Raising Sales South Shore Business Summit committee member (2018 & 2019) Provincial BRE training via South Shore Regional Enterprise Network Implement any recommendations arising from the business visitation and BR&E programs. Ongoing / GAP: with Arts, Culture and Recreation sector and Tourism Operators (accommodations, restaurants, retail) Social Media 101 program for businesses. Sidewalk café initiative Specific requests handled on a case-by-case basis.
8 Partner with the Chamber of Commerce and other business groups to conduct an annual MOC business awards and recognition program that would include businesses from the entire MOC. GAP Best of Chester Business Awards program Provide investment readiness training for all MOC staff and political leaders. It is critical that front line staff as well as MOC political and business leaders, understand investment inquiry and response process and the roles and responsibilities of everyone involved in this process. Not started (Sector Strategy Phase 3C) COMPLETED INITIATIVES: Establish an MOC point of contact for all business inquires. The role of this point person is to shepherd all business related inquires and developments through any required MOC approvals processes and to help resolve any issues that may arise.
9 LIVE, WORK AND PLAY – BECOME THE SOUTH SHORE COMMUNITY THAT STANDS OUT Objective: The MOC understands that building a well-planned, well maintained, and attractive community will attract people to live, work and play in the community. The MOC will work hard with their community and economic development partners to create the community that stands out among other South Shore communities. Action to support objective Status Current initiatives Past Initiatives Continue working to implement the Council’s Strategic Plan. It is imperative that economic development be well balanced with community development efforts. Ongoing Strategic Management Team member Implement the use of Smart Growth principles in all new policies, projects and developments as part of an effort to attract both residents, professionals, a strong workforce, employers and tourists/visitors. Smart Growth is defined as: commitment to sound resource management – protection of natural features and management of natural resources such that their long-term sustainability is guaranteed. directing urban development towards existing communities with the majority of development being located in fully serviced, compact, efficient communities with a broad mix of land uses. diverse, balanced growth which is integrated into existing design with linkages between the new and the old, a focus on pedestrian travel, shopping, working, street layout, open spaces, mix of housing stock and support for existing institutional and commercial services; and maintaining and enhancing distinctive, attractive communities with a strong sense of place through design. Ongoing Village of Chester Secondary Planning Strategy and Land Use By-law Review (led by Planning with input from ED) Partnership with Sustane Technologies (led by CAO) reVision Plan Review (2020) led by Planning Kaizer Meadow Biogas Project (2017) led by CAO Kaizer Meadow Anaerobic Digester Project (2015) led by CAO Highway 3 Streetscape Plan (2011) led by Planning Undertake a long-range financial management plan. Ongoing Capital and Operational budget planning led by Finance Undertake an asset management plan where any future infrastructure funding decisions will be informed from the asset management plan. In progress Asset management project led by strategic projects coordinator with input from economic development As a part of the MOC marketing and communication strategy, include residential attraction as a target audience. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material
10FOCUS ON PROMOTING AND GROWING THE MOC ECONOMIC SECTORS Objective: The MOC will work with existing businesses and industrial sector partners to assist in promotion of select sectors in order to grow, strengthen and expand the MOC’s business community. Action to support objective Status Current initiatives Past Initiatives Rebrand and promote Kaizer Meadows as an industrial/business park with unique attributes such as high-tech landfill, recycling facilities, and onsite water treatment. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material NSBI / ACOA Atlantic Canada Site Certification Program Sector Strategy Phases 1 & 2 (2018/2019) Establish Single Portal Marketing for MOC. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Use target sector profiles to begin strategic outreach. As part of the marketing strategy, develop marketing, promotional and feature sheets to attract investments in the emerging industrial sectors. Coordinate strategic familiarization tours. Not started (Sector Strategy Phase 3B) Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Coordinate trade and investment missions with local companies. Develop lead generation network connections for MOC. Conduct local industry visits and corporate calling initiative - Business Retention and Expansion (BR&E) Program. Develop after-care program. Not started (Sector Strategy Phase 3C) Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 ARTS, CULTURE AND RECREATION SECTOR: Develop marketing material suitable to attract lone eagles and remote workers – value proposition related to lifestyle and proximity to HRM as highlights. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Develop plan to support trend in work/live in rural communities. Delivery of recreation, activity and entertainment and programs could be shifting to more small group targets. In progress Adjustments to recreation program due to COVID-19 ongoing (led by Recreation staff). Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Bring sector participants from across municipality together to consider how associated activities can play a role in meeting young residents’ requirements for entertainment and activity. Can serve to attract new residents as well as new businesses. GAP Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Due to COVID impacts review potential outdoor performance venues that can serve to host activity and provide performance opportunities. Graves Island existing facility Band stands, Gold River School Property, Ross Farm, school sports fields and others. GAP Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017
11Support small groups to engage at regional and provincial levels to gain broader perspective on future operations. GAP Consider support for possible festivals that promote local niche products. Distilleries, craft beer, cider, - outdoor venues could be utilized as suggested above. GAP South Shore Lobster Crawl Festival Conduct an economic impact study for the Film & TV Industry GAP CONSTRUCTION SECTOR: Monitor trends related to work from home as many economic forecasters are expecting a long-term impact associated with COVID is that people will be looking for more rural locations to establish home/work bases. MOC could be well positioned to take advantage. Ongoing Economic Developers Network of Nova Scotia member Atlantic Provinces Economic Council member Economic Developers Association of Canada member Canadian Chamber of Commerce member Prepare inventory of existing construction sector businesses based in MOC. Not started (Sector Strategy Phase 3B) Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Contact local professional services companies to assess anticipated workforce requirement and other business needs over next 5 years. MOC could communicate indicators of building demand – report on sub-division applications and building permits so that local trade companies can be aware of business opportunities. Follow market trends related to residential sales – significant renovation work often follows as well as purchases by associates of new residents. Promote the formation of a local association that offers a clearing house for Business Planning Services. Many construction firms start small but grow beyond their administrative capacity, need help with growth strategies, HR management, financial aspects of operating businesses, identifying industry trends. Not started (Sector Strategy Phase 3C) Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Support development of strategy to retain youth in MOC to pursue training and work in associated trades utilized in construction sector to address workforce challenges. NICHE AND VALUE-ADDED OPPORTUNITIES: Prepare inventory of existing niche and value-added businesses with brief case studies describing how they conduct business in MOC to document success stories and ensure challenges are known. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Consider support for possible festivals that promote local niche products. Distilleries, craft beer, cider, - outdoor venues could be utilized GAP Sector Strategy Phases 1 & 2 (2018/2019)
12as suggested under Arts and Culture section. To celebrate and build business for established and new operations. Research niche products offered at other farm markets outside of MOC, information could inspire new operators and build awareness of business opportunities. Not started (Sector Strategy Phase 3B) Southwest Nova Scotia Agriculture Day – held annually Sector Strategy Phases 1 & 2 (2018/2019) With recent experience associated with COVID there could be a surge in interest in living and working in more remote communities- niche value added businesses could see rise in interest – connect with NSBI to coordinate approach to both business and government agencies active in supporting remote work opportunities. Enhanced internet connectivity is essential. Not started (Sector Strategy Phase 3B) Rural Internet Facilitation and Support (led by Strategic Initiatives Coordinator) South Shore Internet Performance Test (2019) iValley Network Design and Implementation Report (2018) As part of forestry industry planning (see industrial sector) assist established Christmas Tree industry to attract new producers. Perhaps inventory abandoned production areas that could be brought back. Niche forest products connected to sawmills could also be considered. To ensure potential investors are aware of improved tree genetics and market opportunities for Christmas Trees and other forest products. Not started (Sector Strategy Phase 3B) INDUSTRIAL SECTOR: Establish forest industry planning committee to address the very significant changes in the sector as caused by reduced demand by pulp industry. Engage with landowners, mill operators, contractors, Christmas tree industry to solicit priorities. Explore potential biomass processing (biofuels, pellets and so on) that could utilize former mill sites or industrial land at Kaizer Meadow to address changing needs of vital sector. In progress Met with Cumberland Forestry Advisory Committee. Met with Nova Scotia Business Inc., Nova Scotia Department of Lands and Forestry and Nova Scotia Intergovernmental Affairs On agenda for next regional ED staff working group meeting Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Address common concern expressed by current industrial operators- challenge associated with attracting and retaining skilled workers. Focus must be on determining why many potential candidates prefer living and working in HRM. Work closely with Arts, Culture and Recreation sector to maximize lifestyle option for younger workforce demographics to address labour force challenges and build on trend of desire to work and live in rural communities. Not started (Sector Strategy Phase 3B) Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Cannabis production is evolving in the province. New opportunities could be explored connected to micro processing of value added (for example edibles and drinkables). Kaizer Meadow could be the basis of a Business Case for a pre-built facility suitable to host a group of small micro-processors. Needs include a secure and remote facility. Business Case to be used to attract investor and promote use of available remote industrial land.
13The Ocean Super Cluster is active in supporting and facilitating innovative ocean related businesses. MOC could explore joining the Super Cluster as an Associate Member to stay abreast of possible industrial opportunities to be in a position to promote opportunities associated with be located in MOC. GREEN INDUSTRY: Promote accommodating land use bylaws and cooperative municipal government of MOC. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Connect with Innovation Hub to inform of existing assets in MOC. (Active companies and Land / site availability) Not started (Sector Strategy Phase 3B) Connect with all government agencies to inventory available incentive programs Ensure existing business community is aware of what other business are doing related to Green Industry in MOC (Major wood processor, waste processor, plastics manufacturer. Potential synergies to be explored) Identify Green Industry value chain to ensure promotion of direct local opportunities: Upstream: feedstock, business services, research and development Downstream: transport, marketing, utilization of products produce. Other potential spin-off industries. Develop outreach program to attend tradeshows or ensure provincial / federal partners have MOC marketing materials. BUSINESS SERVICES: Prepare inventory of existing lone eagles with brief case studies describing how they conduct business from MOC. In progress Sector Strategy Phase 3A Investment Attraction Marketing Plan and Promotion Material Sector Strategy Phases 1 & 2 (2018/2019) Municipality of Chester, Economic Development Go To Market Plan, M5 Marketing, October 13, 2017 Develop marketing material suitable to attract lone eagles and remote workers – value proposition related to lifestyle and proximity to HRM as highlights. Contact local business services companies to assess anticipated workforce requirement over next 5 years (BR&E) Not started (Sector Strategy Phase 3B) Remote work – connect with NSBI to coordinate approach to both business and government agencies active in supporting remote work opportunities. Conduct background research on development of business services hubs that operate in rural communities. Support development and implementation of a business service hub. Not started (Sector Strategy Phase 3C)
14KEEP WORKING HARD TO BECOME A KNOWN TOURISM DESTINATION Objective: The MOC will work with its partners in tourism to become a more recognizable tourism destination by focusing on tourism infrastructure development, product development and marketing. Action to support objective Status Current initiatives Past Initiatives Provide funding support for community-led tourism-related initiatives. Ongoing Tourism Grant Program and Major Projects Grant Program (led by Recreation) Provide support for specific tourism-related projects, e.g. signage ‘Hard’ product development, such as infrastructure (e.g. trails, beautification). Ongoing Parade Square Beautification Project Trail Art Project (led by Recreation) Uniform Signage Program (led by Planning) Assist potential investors and developers with specific tourism projects and encourage tourism investment within the MOC. Ongoing New business inquiries are directed to economic development officer. Tourism Chester Program GAP Visitor information services both digitally (tourismchester.ca and social media) and face-to-face (ambassador program and mobile kiosk) Marketing and promotion activities: o Tourism Nova Scotia Digital Content Marketing Program o Provincial VIC advertising program o Advertising opportunities through South Shore Tourism Cooperative incl: Saltscapes magazine, South Shore Guide and Travel Guide to Canada Magazine o Advertising in Tourism Nova Scotia’s Doers and Dreamers and Road Map o Saltscapes Expo o Social media contests (i.e. Take 5, #LOVEwhereyoulive, #CastleRockClub, #SupportLocal #ShopLocal, etc.) Experience development support / facilitation Events Lunenburg County board member South Shore Tourism Cooperative board member Nova Scotia Lobster Crawl Chowder Showdown Event Coordination 2017 South Shore Regional Enterprise Network Chester VIC Assessment.
15Be more definitive and structured through agreements with industry partners by establishing clear framework for roles, responsibilities and expectations. GAP Development of the Arts, Culture and Heritage asset inventory and map. Use this background information as a basis for the Cultural-Heritage strategic plan. GAP Conduct an economic impact study for tourism industry in MOC. GAP COMPLETED INITIATIVES: Work with local and regional partners to undertake a regional tourism strategy in order to continue the marketing and development of MOC’s tourism sector. The strategy should identify MOC’s primary roles. 2017 South Shore Regional Enterprise Network Chester VIC Assessment. Continue to work closely with partners to develop the mandate of the South Shore Regional Enterprise Network (SSREN) and consider rolling the existing functions of the Bluenose Coast into the SSREN. SSREN no longer operating.
REQUEST FOR DECISION/DIRECTION
CURRENT SITUATION
The Municipality of the District of Chester contains approximately 35km of Provincially owned
J-Class roads. There is a J-Class Road paving program which provides a 50/50 cost share
between MODC and NSTIR for paving of J-class roads within MODC. To qualify for this
program, MODC is required to submit a candidate list to NSTIR by November 30, 2020 for work
to be completed in the 2021/2022 fiscal year. NSTIR will determine, based on ranking and
available funding, which roads are accepted into the program.
RECOMMENDATION
It is recommended to Council, by Infrastructure and Operations, that Council select 10 roads to
submit to NSTIR for consideration into the cost share program.
BACKGROUND
MODC currently contributes annually ($196.8K in 2020/2021) to the Provincial Government
towards routine maintenance (excluding paving renewals) of J-Class roads.
In addition, NSTIR has a 50/50 cost share program for J-Class road paving. MODC can submit
a list for consideration, and NSTIR will review and may approve some of the roads submitted.
Normally, NSTIR allocates $2.0 million in funding province wide to the paving program,
however, for the 2020/21 fiscal year, NSTIR allocated an additional $10.0 million. This resulted
in MODC and NSTIR cost sharing the paving of 16 roads (or portions of) totaling 6.16 km of
roads being paved for an estimated cost of $2.173 million (MODC’s portion is $1.09 million
funded from Gas tax reserves). This is approximately 18% of the J-Class roads in MODC.
The Nova Scotia Department of Infrastructure Renewals is responsible for the maintenance of all
J-Class Roads. MODC Staff prioritized the J-Class road paving in MODC. To determine
priorities, multiple criteria was used including; the condition of the road; Executive priority
(council directive, strategic desired route, etc.); the number of residents and businesses that use
the road; and the street class (dead end, local through street, collector, etc.).
REPORT TO: Municipal Council
SUBMITTED BY: Infrastructure and Operations
DATE: November 19, 2020
SUBJECT: J-Class Road Candidate list for
submission to NSTIR
ORIGIN: J-Class paving Program
Prepared By: Greg Jonah, C.E.T. Date November 2, 2020
Reviewed By: Christa Rafuse, P. Eng. Date November 13,2020
Authorized By: Dan McDougall, CAO Date November 13,2020
2 Request For Decision
DISCUSSION
Provincially owned J-Class roads are generally described as those provincially owned
subdivision roads classified by NSTIR as “J-Class”. There are approximately 35Km of J-Class
roads in the municipality including major and minor collector roads, and various local roads.
The surfaces of these roads vary greatly and include paved , chipseal, sandseal and gravel.
To determine the most appropriate order for surface renewal of the roads, I&O prioritized the
paving of all J-Class Roads within MODC using the following criteria:
Accesses / Use 15%
Calculated value for residential and commercial accesses using street Rating (1-5)
0 20 1
20 50 2
50 90 3
90 180 4
180+ 5
Street Class 15%
Description Rating (1-5)
1g – all gravel roads 1
1a - Local a (access to residential units on this street only - dead end) 2
1b- Local b (Access to residential units on street and other streets – thru street) 2
1c - Local c (Access to residential and commercial on this street only - dead end) 2
1d - Local d (Access to significant residential and/or commercial on street and
other streets – thru street)
3
2a - Collector minor (Secondary collector connects to arterial) 4
2b - Collector major (Primary collector connects to arterial) 5
Road Condition 50%
Description of Condition Rating (1-5)
Very Good: only planned operational maintenance required 1
Good: some surface maintenance required plus operational maintenance 2
Fair: significant maintenance and/or repairs recommended to avoid complete
failure
3
Poor: significant renewal/rehabilitation required 4
Very Poor: physically unsound and/or beyond rehabilitation 5
Executive 20%
Description of Condition Rating (1-5)
General priority 1
Strategic or desired routes 3
Executive directive (economic factors, council direction, etc.) 5
Street Name Community District location description Ranked Aggregate Score (100 max) Surface / Comments Length (meters) Estimated cost Total / MOC portion Pleasant Street Village of Chester 3 Central to King 71 Chipseal on sandseal 110 $38,200 $19,100 Union Street Village of Chester 3 King to Victoria 69 Chipseal 300 $104,100 $52,050 Union Street Village of Chester 3 Victoria to end 69 Chipseal / ongoing construction in this area 195 $67,700 $33,850 Pig Loop Road Village of Chester 3 Duke to Trunk 3 64 Paved / additional work beyond the scope of the J-class paving program may be required 1370 $475,400 $237,700 Adams Road Western Shore 5 Trunk 3 to end 63 Chipseal on sandseal 150 $52,100 $26,050 Brunswick Street Village of Chester 3 Regent to Union 63 Chipseal on sandseal, ongoing construction in this area 170 $59,000 $29,500 Myra Road Western Shore 5 Trunk 3 to end 63 Chipseal 170 $59,000 $29,500 Stevens Road East Chester 1 Trunk 3 to end 63 sandseal 400 $138,800 $69,400 Walker Road Village of Chester 3 Victoria Street to end of public ROW 62 paved 1050 $364,400 $182,200 Based on the above criteria, surface renewal priorities are as follows. Note that roads paved under the cost sharing program from 2018 to 2020 inclusive have been excluded. All estimated costs exclude HST and construction contingency
Smith Road Village of Chester 3 TRUNK 3 to end of public ROW 60 Gravel / also serves as train station access 150 $52,100 $26,050 Valeria Avenue Chester Basin 4 Lacey Mines to end 60 gravel 160 $55,500 $27,750 Forest Village Road Simms Settlement 2 TRUNK 3 to end 59 Chipseal 800 $277,600 $138,800 Main Street Village of Chester 3 Victoria to Valley 59 Chipseal on sandseal 300 $104,100 $52,050 Main Street Village of Chester 3 Queen to Duke 59 Chipseal on sandseal 140 $48,600 $24,300 Union Street Village of Chester 3 Water St. to duke 59 Chipseal on sandseal / may want to consider street closure or conversion to trail 55 $19,100 $9,550 North Street Western Shore 5 Lawrence Hatt to Frank Swinnimer 58 Paved 1200 $416,400 $208,200 Station Road Extension Western Shore 5 North to end 56 chipseal 390 $135,300 $67,650 Main Street Extension Village of Chester 3 Victoria to End 56 gravel 50 $17,400 $8,700 Victoria Street Village of Chester 3 Trunk 3 to South 55 paved 1160 $402,500 $201,250 Tremont Street Village of Chester 3 Duke to Valley 53 chipseal 200 $69,400 $34,700 Vaughn Road Western Shore 5 Entrance to Old Island resort to end 53 chipseal 260 $90,200 $45,100 King Street Village of Chester 3 Pleasant to South 53 Paved 180 $62,500 $31,250
South Street Village of Chester 3 Victoria to King 53 paved 200 $69,400 $34,700 Nauss Point Road Village of Chester 3 Pig Loop to WWTP Driveway 52 Chipseal on sandseal 230 $79,800 $39,900 Old Trunk #3 Village of Chester & East Chester 1 & 3 Trunk 3 to Trunk 3 51 Paved 2150 $746,100 $373,050 Tremont Street Village of Chester 3 Gravel portion past marina 50 gravel 90 $31,200 $15,600 Maplewood Drive Village of Chester 3 Trunk 3 to Chester Commons 49 paved 220 $76,300 $38,150 Stanford Lake Road Robinson’s Corner & VOC 3 & 7 Trunk 3 to Old Trunk 3 49 Gravel 1600 $555,200 $277,600 King Street Village of Chester 3 Valley to Pleasant 48 paved 720 $249,800 $124,900 Pleasant Street Village of Chester 3 King to Duke 48 Paved / Village “T” 150 $52,100 $26,050 South Street Village of Chester 3 King to Queen 47 paved 45 $15,600 $7,800 Chester Downs Road East Chester 1 Old trunk 3 to end (P-loop) 46 Sandseal 1020 $353,900 $176,950 Hubbards Estate Road Fox Point 2 Route 329 to end 46 chipseal 540 $187,400 $93,700 Regent Street Village of Chester 3 Brunswick to end 46 Gravel 120 $41,600 $20,800 Queen Street Village of Chester 3 South to Valley 45 Chipseal on sandseal 780 $270,700 $135,350 Valley Road Village of Chester 3 Trunk 3 to Duke 44 paved 530 $183,900 $91,950 Fredas Hill Road Village of Chester 3 Peninsula to end of public ROW 43 Sandseal 180 $62,500 $31,250
George Dorey Road Western Shore 5 Trunk 3 to end 43 Gravel 220 $76,300 $38,150 Granite Street Village of Chester 3 Regent to Tremont 43 Chipseal on sandseal 170 $59,000 $29,500 Granite Street Village of Chester 3 Tremont to End 43 Sandseal 60 $20,800 $10,400 Target Hill Road Village of Chester 3 Old trunk 3 to end of public ROW 43 Sandseal 340 $118,000 $59,000 Central Street Village of Chester 3 Valley to South 42 Chipseal on sandseal 1030 $357,400 $178,700 Hadden Hill Road Village of Chester 3 & 7 Trunk 3 to Trunk 3 42 paved 1400 $485,800 $242,900 King Street Village of Chester 3 Trunk 3 to Valley 42 paved 180 $62,500 $31,250 Queen Street Village of Chester 3 Valley to Trunk 3 42 paved 300 $104,100 $52,050 Station Road Western Shore 5 Trunk 3 to North 42 Paved 360 $124,900 $62,450 Frank Swinnimer Road Western Shore 5 North to end 40 gravel 250 $86,800 $43,400 Chester Commons Road Village of Chester 3 Old Trunk 3 to Old Trunk 3 39 sandseal 920 $319,200 $159,600 Swinnimer Road Western Shore 5 Trunk 3 to North 39 Gravel 330 $114,500 $57,250 Water Street Village of Chester 3 Duke to Duke 39 Paved 570 $197,800 $98,900 Peninsula Road Village of Chester 3 South to end of public ROW 36 Chipseal on sandseal 580 $201,300 $100,650
Island View Road Village of Chester 3 Chester Commons to end of public ROW 33 sandseal 110 $38,200 $19,100 Eastwind Drive Robinson’s Corner 3 Hadden Hill to West Wind 33 Paved 450 $156,200 $78,100 King Street Village of Chester 3 Trunk 3 to end 33 Paved 170 $59,000 $29,500 Tremont Street Village of Chester 3 King to Marina 33 chipseal 520 $180,400 $90,200 Water Lane Village of Chester 3 Water/Duke to Queen 33 paved 120 $41,600 $20,800 Westwind Drive Robinson’s Corner 3 Eastwind to Eastwind 33 paved 200 $69,400 $34,700 Young Road Western Shore 5 Trunk 3 to Station 33 gravel 400 $138,800 $69,400 Chandler Road Village of Chester 3 Pig loop to Millenium 32 paved 195 $67,700 $33,850 Boehner Road Western Shore 5 Trunk 3 to end 30 gravel 400 $138,800 $69,400 Charles Hiltz Road Western Shore 5 Trunk 3 to end 30 gravel 210 $72,900 $36,450 Peterson Drive Village of Chester 3 Trunk 3 to Duke 30 gravel 150 $52,100 $26,050 Zinck Road Village of Chester 3 Trunk 3 to end 30 sandseal 140 $48,600 $24,300 Golf Course Road Village of Chester 3 Pig loop to end of public ROW 29 paved 470 $163,100 $81,550 Vaughn Road Western Shore 5 Trunk 3 to Oak Island Resort 29 Paved 210 $72,900 $36,450
IMPLICATIONS
Policy
N/A
Financial/Budgetary
Funding for the J-Class paving could be from Gas Tax reserves. There are sufficient funds in
the gas tax reserve to fund this work.
Environmental
N/A
Strategic Plan
1. Maintain a high level of fiscal responsibility;
2. Continually improve public satisfaction with municipal services;
3. Ensure sufficient infrastructure is available to best serve our residents and businesses;
6. Promote conditions conducive to fostering economic prosperity
Work Program Implications
N/A
OPTIONS
1. Select streets to submit as a candidate list to NSTIR
2. Not submit candidate list