HomeMy Public PortalAbout2022-12-15_COW_Agenda Package.pdfPage 1 of 1 (Cover Pages)
Committee of the Whole
AGENDA
Thursday, December 15, 2022
Livestreamed via YouTube at
www.youtube.com/modcvideo
151 King Street, Chester, NS
1. MEETING CALLED TO ORDER
2. APPROVAL OF AGENDA/ORDER OF BUSINESS
3. PUBLIC INPUT SESSION (15 minutes)
4. MINUTES OF PREVIOUS MEETING
4.1 Committee of the Whole – December 1, 2022 – Warden Webber.
5. PUBLIC PRESENTATIONS/APPOINTMENTS
6. MATTERS ARISING
6.1 Request for Direction prepared November 22, 2022 – Community Development & Recreation -
Village Plan Review – Check-In #2.
6.2 Request for Direction prepared November 22, 2022 – Corporate & Strategic Management – Arts
and Culture Strategy.
7. CORRESPONDENCE
8. BY-LAWS AND POLICIES
9. NEW BUSINESS
9.1 January 5, 2023 Committee of the Whole meeting – consideration to cancel (discussion).
10. IN CAMERA
10.1 Section 22(2)(e) of the Municipal Government Act – Contract Negotiations – Shared Services.
11. ADJOURNMENT
563
MUNICIPALITY OF THE DISTRICT OF CHESTER
Minutes of
COMMITTEE OF THE WHOLE
Forest Heights Community School, 847 Highway 12, Chester Grant
On Thursday, December 1, 2022 at 9:00 a.m.
CALLED TO ORDER
Warden Webber called the meeting to order at 9:09 a.m.
Due to technical difficulties, the meeting could not be livestreamed.
Introductions were made around the table.
Present: District 1 – Councillor Andre Veinotte District 2 – Deputy Warden Shatford
District 3 – Councillor Derek Wells District 4 – Warden Webber
District 6 – Councillor Tina Connors District 7 – Councillor Sharon Church
Staff: Dan McDougall, CAO
Tara Maguire, Deputy CAO
Pamela Myra, Municipal Clerk
Jennifer Webber, Communications & Outreach Officer
Matthew Blair, Director of Infrastructure & Operations
Jonathan Meakin, Strategic Initiatives Coordinator
Erin Lowe, Senior Economic Development Officer
Chad Haughn, Director of Community Development & Recreation
Regrets: Abdella Assaff, Councillor, District 5
Samuel Lamey, Municipal Solicitor
Forest Heights Community School Student Council:
Emma Rae Connors
Hannah Swinamer
Benjamin Dolimount
Charlie McInnes
Ceilidh Hayes
Committee of the Whole (continued) December 1, 2022 564
APPROVAL OF AGENDA AND ORDER OF BUSINESS
Additions:
Warden Webber - Appointment of Student Council as a Committee of Council.
Councillor Connors – New Ross Christmas Festival.
2022-504 MOVED by Councillor Church, SECONDED by Deputy Warden Shatford the December
1, 2022, Agenda and Order of Business for the Committee of the Whole be approved
as amended. ALL IN FAVOUR. MOTION CARRIED.
PUBLIC INPUT SESSION (15 minutes)
There was no public input.
MINUTES OF PREVIOUS MEETING
4.1 Committee of the Whole – November 17, 2022 – Warden Webber.
2022-505 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church that the
minutes of Committee of the Whole of November 17, 2022 be approved as
circulated. ALL IN FAVOUR. MOTION CARRIED.
PROCLAMATIONS
There were no proclamations for consideration.
PUBLIC PRESENTATIONS/APPOINTMENTS
There were no public presentations or appointments.
MATTERS ARISING
7.1 Corporate & Strategic Management 2nd Quarter Quarterly Report.
Tara Maguire, Deputy CAO reviewed the 2nd Quarter Quarterly Report for the Corporate &
Strategic Management Department.
Committee of the Whole (continued) December 1, 2022 565
Tara Maguire, Deputy CAO was present to review the Corporate and Strategic Quarterly
Update provided in the agenda package, commenting on:
Mandatory Boundary review.
Personnel Policy and Benefits Review.
Rural Internet.
PACE Program and By-Law.
Grant Management.
Flag Policy Amendment.
Accessibility Coordinator and Accessibility Advisory Committee.
Fire Services and Fire Advisory Committee.
REMO.
o It was noted that an email was received indicating that the briefing emails may
not be sent to those who had previously received. It was felt that there was no
reason elected officials should not receive the emails and felt they still wished
to get the updates.
Health and Safety.
Present was Erin Lowe, Senior Economic Development Officer who reviewed the remainder of
the Quarterly Report, commenting on:
Investment Attraction Website Analytics.
Activities on inquiries in Quarter 2.
Referrals from NS Business Inc.
Information on Kaizer Meadow Industrial Park.
Physician Recruitment and Retention Program.
Annual Best of Chester Business Awards.
Tourism Chester.
Social Media statistics.
Business Support – survey of 100 businesses in the Municipality.
Exit 6 growth strategy identified (workshop upcoming).
Joint projects with other municipalities/counties.
Municipal welcome signs.
Parade Square.
Certification program.
Councillor Wells asked when the Boundary Review would be received by Council and it was
indicated it will be either the 8th or 15th of December. The Deputy CAO outlined to the
Student Government the difference between Committee of the Whole and Council meetings.
Councillor Wells asked about public consultations and the Strategic Initiatives Coordinator
outlined the process and how the survey was distributed to residents as well as the dedicated
Voices and Choices Page. There were 43 responses although residents had ample
opportunity to call and express concerns or ask questions; no concerns were raised.
Committee of the Whole (continued) December 1, 2022 566
7.2 Grants Overview Summary – Community Development & Recreation.
Present was Chad Haughn, Director of Community Development & Recreation to review the
amended Grants Overview Summary further to the last meeting. He outlined to the Student
Government what the council grants were and the process.
The Director provided a summary of past of past discussions and direction to finalize the
criteria. He reviewed the chart provided.
It was noted that trail groups are eligible to apply for grants however, if a trail group applies
they must own the property or have an easement in place. Councillor Wells commented that
a long-term licence may be acceptable to Council. It differs from an Easement in that it does
not run with the land and can have certain conditions that may satisfy Council’s concern for
security such as a five to ten year term; something that would lend some security .
Councillor Connors noted that she works closely with the New Ross Trails Society and that the
legal document/landowner agreement chosen came from a template used by province – it was
felt the MOU captured what everyone was interested in. She respected the concerns of fellow
Councillors, however, she felt that what was sufficient for the provincial and federal
government was sufficient for this level of government.
Councillor Wells noted that the addition of the licence may fit in the MOU; to recognize good
projects, which don’t have a great deal of money, with licence in place.
The Director indicated that if there were no changes, the information would be provided to
community groups.
7.3 Correspondence from Chester Art Centre (along with Financial Statements for the year
ended September 30, 2021) requesting funding.
Present was Chad Haughn, Director of Community Development & Recreation to review the
request from the Chester Art Centre for funding.
A lengthy discussion took place regarding budgeted grants and how to determine the amount
of funding, i.e., review the budget and compare to the amount requested, funding already
received, other worthy organizations, and what criteria could be used. It was noted that the
Chester Arts Centre did receive a $100,000 Major Project grant a year ago and the question
now was the amount of a line-item budget for the organization. $25,000 had been suggested.
It was suggested that day cares should be reconsidered. The organizations currently
receiving line-item budgeting were discussed, i.e., Church Memorial Park Rink, Community
Wheels.
Committee of the Whole (continued) December 1, 2022 567
Councillor Veinotte noted that the arts have been identified as a key sector and, aside from
the capital grant, he is unaware of any other investment in the sector and felt that the
Municipality has done very little in the past 10 years. Council now has the ability to provide
sustained funding. It is simple to him and will provide consistency to an organization aligned
with our mandate. Daycares are not in direct alignment with municipal government and
revisiting that is reasonable. But the arts are an investment in physical and wellbeing. He sees
no issue in supporting them on an ongoing basis. If it leads to other funding for the
Playhouse that shows we are investing in community like we should be. He failed to see the
hesitancy when it was determined to be a priority almost ten years ago.
Councillor Connors noted that she was in full support of providing the Chester Art Centre with
the figure of $25,000 brought forward when Sue Leblanc was here. She indicated that she has
seen the outreach programs in in Blandford, New Ross, and Western Shore. She outlined to
the Student Government where the funding comes for these projects – wind revenue.
Councillor Wells agreed the core activities fit within the mandate and suggested discussing an
amount. Councillor Veinotte noted that he had wanted a higher amount but did concede to
$25,000 previously.
2022-506 MOVED by Councillor Wells, SECONDED by Councillor Veinotte that the
Committee of the Whole recommend to Council to add the Chester Arts Centre to
the annual budgeted grants in the amount of $25,000 beginning in the fiscal year
2023/24.
DISCUSSION
The question was asked when the budgeted grant would start and it was generally
agreed to begin with the 2023/24 fiscal and not be a retroactive grant.
year would it be?
FIVE VOTED IN FAVOUR. ONE VOTED OPPOSED. MOTION CARRIED.
Discussion was held regarding criteria for an organization to be considered as a budget line-
item, i.e., are the activities on the strategic priorities list, do they provide essential services,
aligning with priorities, demonstrating a connection, and if the money the organization has in
the bank. It was noted that health care is essential but not a municipal mandate; Council has
supported it before but they should be special cases. It was also noted that any organization
removed from line-item budgeting will receive a one-year notice.
A break was held from 10:18 a.m. to 10:34 a.m.
7.4 Strategic Plan Update.
Present was Jonathan Meakin, Strategic Initiatives Coordinator to review the Strategic Plan
update for the Committee and provided an overview to the Student Government the
Committee of the Whole (continued) December 1, 2022 568
framework, i.e., daily projects, services provided, priorities/goals the Municipality chooses to
spend resources on – opportunities and investments. The Municipality strives to be focused
and strategic in what it chooses to do in any given year. He then reviewed the slide show
provided on the Strategic Priorities Update (included in the agenda package).
Clarification was provided to Council regarding the following matters:
Hubbards Streetscape – this will be considered when opportunities arise in that area.
Dust and Demolition Regulations (sandblasting, demolition, asbestos) – Council asked
for information on what other units are doing in this regard.
Public Moorings Initiative (MICA) – staff were asked to provide information on what a
program would entail.
Lighting in the Village of Chester – this is on the operation list and Councill will have
information with some timelines.
Tancook Ferry Wharf and Parking Lot – this may take some time to be on the radar.
Borgald’s Point Boat Launch Parking – the issue is procuring property to provide
parking. It can be removed at this time.
Wild Rose Trail Accessible Surface Upgrade – an options report will be provided.
Community Capacity Building – training and support for community organizations – it
was noted that Recreation Staff are already providing this service. It can be removed.
Unopened Provincial Road Options Report – it was suggested an inventory be
provided for Council’s review. Previously they were offered to municipalities, however,
the prices were quite high. There is an issue of encroachment.
Air BnBs – this is currently on the list for staff.
CORRESPONDENCE
8.1 Webform Submission received from Peter Clements regarding littering on Wake-Up Hill
Road.
The CAO noted that the resident wanted to bring the matter to the Council’s attention. It was
noted that this is an issue in other areas as well. It has been our practice to educate using the
newsletter and there is also a cleanup program. The Communications & Outreach Officer
indicated that she would check with Region 6 on possible options.
BY-LAWS AND POLICIES
9.1 Request for Decision prepared November 14, 2022 – Infrastructure & Operations – Asset
Management Policy.
Committee of the Whole (continued) December 1, 2022 569
Present was Matthew Blair, Director of Infrastructure & Operations to review the Request for
Decision prepared November 14, 2022 regarding an Asset Management Policy to set out the
guidelines/rules of asset management.
2022-507 MOVED by Councillor Veinotte, SECONDED by Councillor Wells that the
Committee of the Whole give notice of intention to adopt and recommend to
Council to conduct First Notice of an Asset Management Policy. ALL IN FAVOUR.
MOTION CARRIED.
9.2 Council and Committee Procedural Policy P-109 – Councillor Connors.
Councillor Connors commented that the election for the second half of the 4-year term for
Deputy Warden was held.
Councillor Wells referenced the minutes from six years ago and asked Councillors who were
present at the table what the discussion was that led to the change.
It was noted that the intent was to have an annual election rather than half-way through the
term and to have succession planning, capacity, and strengthening the municipal unit and
organization. It was also noted that it would be good if the Deputy Warden had an interest in
the Warden position at some point.
Warden Webber indicated if there was a request to revisit the policy a notice of intention to
amend needs to be conducted.
Comments made:
A training ground for Councillors that should be done on a yearly basis.
Generational change is coming – there are several people who have been on Council for
a long time and that will change at some point.
Warden System vs a Mayoral System.
The Deputy Warden position is a good place to start training for leadership.
the need to discuss policy change – an annual change or mid-way change, can the
Deputy Warden run again, and what other items there would be for consideration.
This is not a reflection on the person in the position.
Deputy Warden Shatford indicated that he has been in the position for a long time. He likely
won’t re-offer in the next election. He has heard all kinds of arguments for the Deputy Warden
position but does dispute some of them; he doesn’t know any other unit where the Deputy
Warden has become Warden. He looks at it a different way – being elected by the group is a
Committee of the Whole (continued) December 1, 2022 570
good way to do it and it is open to anyone at the table. The relationship between Council and
the Warden and Deputy Warden is very important. Over the years, people have come to him as
opposed to going to the Warden and he would deal with the issue with the Warden. He has no
issues with changing the policy. He also noted that some members have made it known they
would prefer a mayor system.
Councillor Connors and Councillor Wells confirmed that they were in favour of a mayor system.
Councillor Connors noted that she is also aware that following elections in Nova Scotia there are
many new individuals elected who become Mayor or Warden and do just fine. If our current
Warden or Deputy Warden were no longer at the table, the Municipality would still go on. She
sees it as succession planning.
Councillor Veinotte also noted he was in favour of a mayor system. He wanted to amend the
policy to decrease the term of Deputy Warden from two years to one year and have the ability
of the Deputy Warden to reoffer each time if they wish. There are many other units/boards that
have policies that don’t allow parties to re-offer until after some period of time – it varies
depending on the organization. This is not a reflection on the individual – it creates an
opportunity to get stronger. Human beings are involved and we are friends with the current
Deputy Warden. If there is a change, by policy, there would be no issue of a potential election
and bad feelings. A policy would remove that. Would we prefer to have a venue to have the
rotation without human element.
Warden Webber noted that to change the policy to one-year terms for Deputy Warden there is
a notice of intention required. Direction was given to staff to provide an amended policy
outlining the one-year term for Deputy Warden.
Councillor Veinotte noted that if we don’t have the opportunity to have a rotation happening
naturally, we have changed nothing. Nobody, with respect to Deputy Warden Shatford, wants
to enter into an election and go against someone who has been in the position for a long time.
It seems as if they are saying the person is not doing a good job – that is not the case. He
suggested no more than two successive terms in one Council term unless no one else is elected.
It was agreed to direct staff to provide an amended policy outlining a one-year term with no
more than two terms unless no one else is nominated for the position of Deputy Warden.
NEW BUSINESS
10.1 District 2 Council Grant – Hubbards Lions Club. $300.
Committee of the Whole (continued) December 1, 2022 571
2022-508 MOVED by Deputy Warden Shatford, SECONDED by Councillor Veinotte that Council
approve a District Grant (District 2) to Hubbards Area Lions Club in the amount of
$300.00. ALL IN FAVOUR. MOTION CARRIED.
2022-509 MOVED by Councillor Veinotte, SECONDED by Councillor Connors that the
Committee of the Whole recommend to Council to appoint the Forest Heights
Student Government Council as a Committee of Council. ALL IN FAVOUR. MOTION
APPROVED.
10.2 New Ross Christmas Festival – Councillor Connors.
Councillor Connors provided information on the various activities taking place at the New Ross
Christmas Festival which starts on December 2, 2022. She also outlined new events and
reminded the Committee that 2023 will be their 30th Anniversary of the New Ross Christmas
Festival.
IN CAMERA
There were no In Camera items for discussion.
ADJOURNMENT
2022-510 MOVED by Deputy Warden Shatford, SECONDED by Councillor Veinotte, the
meeting adjourn. ALL IN FAVOUR. MOTION CARRIED. (12:30 p.m.)
___________________________ ___________________________
Allen Webber Pamela Myra
Warden Municipal Clerk
REQUEST FOR DIRECTION
REPORT TO: Municipal Council
MEETING DATE: December 15, 2022
DEPARTMENT: Community Development & Recreation
SUBJECT: Village Plan Review – Council Check In #2
ORIGIN:
Date: November 22, 2022 Prepared by: Garth Sturtevant, Senior Planner
Date: December 6, 2022 Reviewed by: Chad Haughn, Director of Community Development & Recreation
Date: December 7, 2022 Authorized by: Dan McDougall, CAO
RECOMMENDED MOTION/ACTION
For consideration and discussion.
CURRENT SITUATION
Initiated in early 2020, planning staff continue work on the Village Plan Review. A formal update was last
provided to Council in March 2021. Staff wish to update Council on the progress made to date and receive
direction from Council in preparation to enter the drafting stage of the new planning documents for Chester
Village.
BACKGROUND
The Village Plan Review involves a comprehensive review and revision to the existing Secondary Planning
Strategy (SPS) and Land Use By-law (LUB) which governs land use activities within the Village of Chester. Council
directed staff to work with the Village Planning Advisory Committee to oversee this review. To date a line-by-line
review of existing planning policy has been completed with VPAC. Additionally, several rounds of significant
public engagement have been completed (details below in this report), and staff are now seeking direction from
Council to proceed to formally begin drafting the new documents for consideration and discussion.
DISCUSSION
Public Engagement 2020:
The Public Engagement done to date in support of the Village Plan Review began in 2020. While impacted by
COVID-19 gathering limits and restrictions, this early engagement included posting information, videos and short
surveys on the Voices and Choices website. Toward the end of the summer, staff were also able to hold several
“pop-up” events. These were held in conjunction with existing planned activities including picnic at the park and
the “Playhouse on Pleasant” event.
During these pop-up events, staff displayed several poster boards with topics previously identified as needing
consideration and input. This included discussions on boathouse design, function and regulations, whether to
permit new commercial uses on the waterfront, regulations for short-term rentals, and what appropriate
architectural controls might be for the Village. Staff also provided the opportunity for members of the public to
raise any issues that they would like addressed or considered in the new planning documents.
R e q u e s t f o r D i r e c t i o n P a g e | 2
Public Engagement 2021:
During 2021, gathering limits continued to create barriers to large in person meetings and engagement events.
Staff pivoted the approach and with support from the Summer Student Planner the Resident Survey was created
and distributed to every household in the Village of Chester. 236 completed surveys were returned to staff,
resulting in a 31% response rate.
The Resident Survey covered a wide range of topics including:
Respondent information - including if the
respondent is a year-round or seasonal
resident and whether they rent or own their
property
Architectural control and the “Chester Look”
Heritage Protection
Keeping of Farm Animals
Secondary and Backyard Suites
Signage
Waterfront – including access to and use of
the water
Transportation and Parking
Each subject area in the survey contained several related questions. The questions were a mix of multiple
choice, ranked responses and open ended. Preliminary analysis and tallying have been completed and this will
be a significant source of data as the new documents are drafted.
Public Engagement 2022:
In part due to feedback in the survey responses, staff identified the need for outside expertise to assist in
determining the appropriate tools and level of regulation relating to architectural controls in the Village. While
many survey responses were passionate about the subject, there was a wide variety of diverging opinions
expressed with few clear areas of consensus.
In spring of 2022 FBM Architecture was the successful bidder and began work on the Chester Built Form and
Character Analysis Study. This work included online engagement and a public session in May hosted at the
Chester Legion. The event was well attended and FBM continued work through the summer, resulting in a
presentation to Council of the final report in September 2022. This report and work will be invaluable to staff as
they begin to craft new architectural controls for the Village.
Additionally in August 2022, with support from the Summer Planning Student, staff hosted a workshop at the
Chester Legion to discuss the future growth and development around Highway 3. This area was excluded from
the FBM study and this staff led workshop sought input from members of the public on current concerns, future
wishes and the desired level of regulation in this area. Discussion at the public session centered around the
balance between allowing commercial and more dense residential growth, with concerns related to safety,
traffic, walkability and the placement of new uses in relation to the street. Staff presented two scenarios for
consideration and received feedback and input. These discussions will be used to support changes to regulations
and zoning proposed in the new planning documents for Highway 3.
Next Steps – Document Drafting:
Although delayed approximately one year, in part due to public health restrictions on gathering, 2022 has seen a
return to the large in person engagement events that were originally anticipated by Council and staff.
Staff are now seeking Council direction to proceed to the drafting stage of the review. Due to recent discussions
around the Council table, staff understand there is some debate on the best way to proceed toward producing a
complete draft of the new planning documents. In the next section staff have proposed an approach as well as
several options for consideration by Council.
R e q u e s t f o r D i r e c t i o n P a g e | 3
OPTIONS
Staff propose Option 1: (complete timeline from Voices and Choices attached as Appendix A):
Option 1:
1. Council to review Check-in Report and Priority Topics Spreadsheet with staff (today’s session). Provide
initial thoughts and high-level direction to add/remove items.
2. Staff to create Draft #1 of new Secondary Planning Strategy and Land Use By-law
3. Staff present Draft #1 to Village Planning Advisory Committee (VPAC). Comments recorded, but no
changes to the documents at this time.
4. Draft #1 released to Public, staff to hold one or more sessions to present and take questions on Draft #1.
Comments will be recorded but no changes at this time.
5. Staff present Draft #1 to Council, including a report summarizing comments from VPAC and public.
6. Based on Council direction, staff make changes to produce the Final Draft.
7. Begin process to adopt new documents: 1st Reading, 2nd Reading, set date for Public Hearing
8. Public Hearing held, Council vote to approve new documents
Option 2:
Complete Steps 1 and 2 as above
3. Staff present Draft #1 to Council
4. Staff present Draft #1 to VPAC and release Draft #1 to the public. Collect VPAC and public comments
5. Staff return to Council for direction before producing Final Draft. Continue at step 7.
Option 3:
Complete steps 1-3 as above
4. Draft #1 presented to Council with VPAC comments. Based on Council’s direction, produce Draft #2
5. Draft #2 released to the Public for comment.
6. Report back to Council with public comments and if required produce Draft #3 (Final Draft). Continue at
step 7.
IMPLICATIONS
By-Law/Policy
The purpose of the Village Review is to create a new Secondary Planning Strategy and Land Use By-law for
Chester Village. These documents, once approved, will replace the existing planning documents in effect.
Financial/budgetary
Funds are already budgeted for the Village Review. At this time, staff are not aware of any reason that the
budget will need to be adjusted in order to complete the project.
Environmental
The new Secondary Planning Strategy and Land Use By-law will have policies and regulations regarding
environmental protections. The full scope of these provisions is yet to be determined as part of the Village
Review.
R e q u e s t f o r D i r e c t i o n P a g e | 4
Strategic Priorities
The Village Review will assist the Municipality in advancing the following Priority Outcomes of the 2021-24
Strategic Priorities Framework:
Priority Outcomes: Economic Development
1. Partner in the development of infrastructure and opportunities for business development and
attraction.
2. Promote and grow the Municipality’s economic sectors.
3. Position the Municipality as Nova Scotia’s south shore community of choice for residents, businesses,
and organizations, and as an international tourism destination.
Priority Outcomes: Environmental Stewardship
1. Support environmental conservation & protection initiatives and efforts to tackle the impact of climate
change.
Priority Outcomes: Governance & Engagement
1. Ensure municipal bylaw and policy frameworks reflect current and changing needs.
Priority Outcomes: Healthy & Vibrant Communities
1. Ensure residents have access to facilities, natural assets, programs, and services that enrich a quality of
life and provide safe communities for residents and visitors alike.
2. Determine a municipal role in terms of protecting and increasing a broad range of housing stock to meet
community needs.
Work Program Implications
Staff time will be the significant impact of moving to the next stage of drafting the new Secondary Planning
Strategy and Land Use By-law. The Senior Planner will continue to lead the Village Review, while the Planner has
taken over most existing and new development agreement and amendment files. The current workload is
manageable; however, continuous monitoring of timelines is advised. Each development agreement or
amendment file takes considerable staff time to complete, if an influx of applications is received, additional
support may be required in order to continue the current level of service delivery. This has been discussed with
the Director of Community Development and Recreation.
Has Legal review been completed? ___ Yes _ _ No _X_ N/A
COMMUNICATIONS (INTERNAL/EXTERNAL)
Future public engagement in expected to involve publishing draft documents for review and comment in
addition to one or more public sessions to outline and answer questions related to the draft documents.
ATTACHMENTS
Appendix A - Timeline from Voices and Choices on expected Village Review milestones and engagement.
R e q u e s t f o r D i r e c t i o n P a g e | 5
APPENDIX A - TIMELINE FROM VOICES AND CHOICES:
Winter 2019/Spring 2020 - Background & Project Scoping (COMPLETE)
Scoping of Project
Approval of Engagement & Communications Plan
Establish Committee to oversee Review
Review Background Reports with new Committee
Establish List of Priority Topics
Summer/Fall 2020 - Public Engagement #1 (COMPLETE)
Pop-up Kiosk at various locations and events
Resident Surveys (online)
Video Presentations posted to Voices and Choices on various planning topics
Prepare Engagement Report on result of Public Engagement #1
Summer 2021 - Resident Survey (COMPLETE)
preparation of survey questions to support the Village Plan Review
distribution of 753 surveys via regular mail to all property owners within the Village of Chester
Collection and preliminary analysis done on 236 returned surveys (31% response rate)
Presentation to Council on preliminary survey results
Findings from survey reviewed and used to prioritize aspects of the Village Review
Spring/Summer 2022 - Village Character and Highway 3 Engagement (COMPLETE)
Prepared RFP and reviewed submissions, awarded contract to FBM Architects to conduct "Built
Form and Character Defining Elements study" within the Village of Chester
Provided support to FBM as the study was carried out
Public Engagement Session held May 18th at Chester Legion regarding "Built Form and
Character Analysis study"
Preparation of materials and concepts for Highway 3 Workshop
Public Engagement Session held August 18th at Chester Legion: Future of Highway 3 Workshop
Winter 2022 – Drafting (CURRENT STAGE)
Drafting of Secondary Planning Strategy
Drafting of Chester Village Land Use By-law
On-going meetings with Committee to review draft SPS and LUB
Summer 2023 - Draft Documents Released for Public Comments (INCOMPLETE)
Draft copies of SPS and LUB available to the public
Public Meeting(s) to discuss draft documents and receive feedback
Prepare Engagement Report on result of Public Engagement
Present draft SPS and LUB, supported by public and VPAC comments to Council
Make changes to draft documents as directed by Council
Fall 2023 - Approval of New Secondary Planning Strategy and Land Use By-law (INCOMPLETE)
Council gives 1st Reading to the draft documents
Public Hearing held
Council gives 2nd Reading to the draft documents
Provincial/Ministerial review of documents
Advertisement placed in Progress Bulletin to make documents effective
2022-12-07
1
Village Review: Priority Topics
Remove Water Access Zone
Staff Comment:
•Municipal authority generally ends at High Water mark
•Removing will better reflect the area regulated by
MOC
Intended Direction:
•Policies and zoning will be removed from new
documents
•Consideration of some regulations (infill of water
lots) will be carried forward in the LUB
1
2
2022-12-07
2
Rezone Rural to Match
Staff Comment:
•This is a remnant of previous Village boundary
(adjusted in 2020)
•Covers only the rear portion of several lots
Intended Direction:
•This area will be rezoned to match surrounding
zoning
Rural Zone
Rezone Golf Course and Yacht Club to Institutional
Staff Comment:
•Both uses fit within the current Institutional Zone as “Private member clubs”
•Rezoning will better reflect current use and will allow for expansion
•Discussions with both organizations will be held prior to finalizing this change
Intended Direction:
•Subject to feedback from both organizations, staff anticipate this change will be made
when new zoning map is produced
3
4
2022-12-07
3
Boathouses
Staff Comment:
•Size and use are the most common complaints
•Design and look of boathouses does not appear to be a major concern
Intended Direction:
•One accessory structure (boathouse) may be built to 0m Rear Yard Setback (ocean)
•No human habitation, cannot connect to Municipal Sewer, no kitchen
•Consider minor design controls?
Waterfront Zone
Staff Comment:
•Rename Waterfront Residential Zone to Waterfront Zone to reflect changes
•Climate change, sea level rise, pending Costal Protection Act
•Issues with character, protecting views of the water from public streets
Intended Direction:
•Prohibit new dwelling units within the Waterfront Zone
•Consider variance policies specific to this zone to allow existing structures to be raised
to avoid impacts of SLR
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Secondary, Garage & Garden Suites
Staff Comment:
•Secondary Suite is separate DU within existing structure (entrance on side or rear)
•Garage Suite is a DU contained within a detached garage
•Garden Suite is a DU contained within an accessory structure (cannot be in Front Yard)
Intended Direction:
•All zones that allow dwelling units would permit ONE Secondary Suite, Garage Suite or Garden Suite
•All units would be subject to a maximum size limit
•Architectural controls for main building would be considered for accessory structures used for
human habitation
•This change will allow for more “invisible” or “gentle” density by increasing options for housing
while maintaining the traditional appearance of a Single Unit Dwelling from the street
Commercial Parking Exemption
Staff Comment:
•Within a portion of the core commercial area, staff propose an “overlay” within which due to
small lot size and high lot coverage, providing on-site parking is impractical
•Residential uses will continue to require one parking space per unit (long term, consistent
need)
Intended Direction:
•Staff will work to identify the appropriate area for the overlay
•Only Residential uses will require on-site parking within the overlay area
•The level of parking required for residential uses and all other uses outside the overlay will be
reviewed and updated
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Require 50% Ground Floor Commercial
Staff Comment:
•The core commercial area will require 50% of the ground floor
be devoted to a Commercial use
•This 50% must be located at the front of the building,
maintaining the existing pedestrian friendly retail environment
Intended Direction:
•Staff intend to align the ground floor commercial requirement
with the commercial parking overlay
•This offers a “trade-off” for property owners, who are subject to
the 50% requirement by removing the need for on-site parking
Lakefront Overlay
Staff Comment:
•Staff recommend adopting the provisions of the Lakefront Overlay as detailed in the
Municipal Planning Strategy and Land Use By-law
•This would implement a 20m setback for main buildings and limit hard surfaces near
identified lakes
Intended Direction:
•A portion of Stanford Lake is the only lake to which the Lakefront Overlay would be
applied, this would result in consistent regulations on Stanford Lake both under the
Village Land Use By-law and Municipal Land Use By-law
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Watercourses, Waterbodies & Wetlands Setback
Staff Comment:
•Staff recommend adopting the provisions of the Watercourses, Waterbodies & Wetlands
Setback as detailed in the Municipal Planning Strategy and Land Use By-law
•This would result in a 20m setback, from any water feature shown on the NS 1:10,000
topographic database, for structures requiring a Development Permit
•1:10,000 data generally reflects existing watercourses that are mapped and protected under
current plan
Intended Direction:
•Staff will implement the setbacks in the new documents so that they are consistent with the
Municipal Planning Strategy and Land Use By-law.
•Variance policy could be considered to reduce setbacks where placement of a dwelling on the
lot is otherwise not feasible
Farm Animals
Staff Comment:
•Topic was controversial during Municipal Plan Review, staff have heard relatively little
during Village Review
•Suggestion limit keeping animals to hens and rabbits (existing larger animals would be
permitted to continue through “existing use” clause)
Intended Direction:
•Within the Village limit each property to 6 hens and rabbits (combined total)
•Consider a Nuisance or Animal By-law as a “Future Project” to address concerns with
nuisance issues (this by-law could apply across the Municipality)
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Public Road Frontage for New Lots or
Particular Uses
Staff Comment:
•New lots require access, currently this may be public or private road
•Most pressing concern relates to central sewer which must be constructed on Municipal land, or an
easement held by the Municipality (ie. Cannot be built on private road/property). But Private Roads
also increase the likelihood of disputes relating to maintenance, emergency access, parking and
traffic.
•Subdivision By-law also factors into this consideration. If a Private Road standard was created
including requirements to deed easements to MOC, this may provide an alternative
Intended Direction:
•Select from the following:
•All new lots must have frontage on public street (supports proactive planning and future sewer expansion)
•All new lots in serviced area must have frontage on a public street (provides more flexibility to owners of property
outside a currently serviced part of the Village)
No new restrictions on lot creation, however, no permits would be issued for any commercial or industrial uses unless
the lot has public frontage and approved access
Landscaping Requirements
Staff Comment:
•Noted in FBM Report
•A percentage of the lot must be landscaped with trees, shrubs, natural vegetation or garden
beds (flower or vegetable)
•Promote use of native and tolerant species
Intended Direction:
•Consideration will be given to the percentage of the lot that must be landscaped (ie. 25%)
•Consideration as to whether different uses should require different levels of landscaping
•Intend to implement through “as-of-right” development as a requirement to obtain a permit
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Marine Development Zone
Staff Comment:
•Change Marine Industrial Zone to Marine Development Zone
•In addition to current uses, allow commercial uses (B&B), restaurant, boat tours and
rentals
Intended Direction:
•Expand permitted uses in this zone
•Allow opportunity for commercial development on the water (few other options in
Village)
•Consider allowing residential uses on lots without water frontage, or adjust zone
boundary
Restructure Residential Zones R1 – R4
Staff Comment:
•Initiated during conversation that Estate Residential name should change
•When reviewing names of other zones, does not reflect the intent of these zones moving
forward (ie. Low density residential)
•Propose to move to a more standardized R1, R2, R3 and R4 zone structure where a higher
number indicates more potential for density or development options
Intended Direction:
•This approach would result in:
•The Estate Residential Zone and Single Unit Residential Zone combined as the new R1 Zone
•Central Village Residential would become the R2 Zone
•Low Density Residential would become the R3 Zone
•A new R4 Zone would be implemented along a portion of Highway 3
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Create New R4 Zone
Staff Comment:
•Discussed at Highway 3 workshop, staff propose creating a new R4 residential zone along
Highway 3
•This zone would permit a range of residential uses, up to and including small multi-unit
buildings of up to 8 dwelling units by right
•No Commercial uses, except existing and Home-Based Business uses
Intended Direction:
•As part of the revision of existing residential zones, the R4 zone would be created and
implemented
•Landscaping, parking, and design requirements will apply to ensure the site design and layout
of the development are appropriate and appealing
Reduce Min. Lot Size in Estate Zone (R1)
Staff Comment:
•Staff have heard this proposal at Council and mentioned in FBM report
•Allowing a smaller lot size from the current 40,000sq. ft, which is much larger than
minimum lot size in other zones
Intended Direction:
•Will reduce the minimum lot size for serviced lots to be more consistent with other
residential zones
•NOTE: all lots that do not have access to Central Sewer will have the minimum lot size
determined by Nova Scotia Environment
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Reduce Highway Commercial Zone Area
Staff Comment:
•Discussed at Highway 3 workshop, reduce area
covered by HC Zone
•Remaining area of HC Zone would be maintained for
Commercial growth and development
Intended Direction:
•Reduce HC Zone and replace with R4 zone
•In HC Zone
•consider prohibiting new residential uses
•allow illuminated signage
•prioritize commercial uses
•relaxation of approval processes for some uses (ie. Less
reliance on Site Plan Approval)
•Reduce barriers for expansion of existing businesses
Water Lot Infill Zone
Staff Comment:
•Water lots are problematic and complicated due to varying rights and approval processes
•Staff recommend creating policies to apply a zone automatically to any infill (current or future)
conducted on water lots
•Would ensure certainty for neighbouring property owners and clearly outline the development
rights for property owners considering infill
Intended Direction:
•This zone would automatically apply as infill occurs in the future
•Most development prohibited in this zone (exception for wharves, landscaping, seating areas
and other features that do not require a Development Permit)
•Intent is to clearly outline development rights on land created by infill, with the overall intent
to discourage and disincentivize infill
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Limit Garage Door Width
Staff Comment:
•Originated in FBM report
•Garages are not part of traditional Village character, but are
becoming more common and regulations should be considered
to limit visual impact
•Large garage doors can become a dominate feature and have a
“suburban” appearance not in keeping with the Village
character
Intended Direction:
•Attached garages will be limited in width (possibly as a
percentage of the front wall of the home)
•Garage doors must be set behind the front plane of the home
Max. Footprint or Lot Coverage
Staff Comment:
•Originated in FBM report, Central Village Residential zone has lot coverage provision in
current LUB
•Discussion needed on whether max. footprint or lot coverage is preferable
Intended Direction:
•Look at new zones and consider an appropriate lot coverage percentage
•May result in different coverages in different zones and for different uses
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Aggregated Massing
Staff Comment:
•Noted in FBM report, this requirement exists today and is
recommended to be maintained
•Structures with a footprint larger than 1,500 sq. ft must
design the building to appear as smaller sections, or
include features such as porchs, ells, etc.
Intended Direction:
•Staff intend to maintain the existing provision
•Consider expanding this provision to Highway 3 for as-of-
right development
Remove Limit on Vertical Siding
Staff Comment:
•Noted in FBM report, current controls limit vertical siding to less than 50%
•FBM report notes many traditional styles utilize vertical siding (ie. board and batten)
Intended Direction:
•Staff intend to remove the existing provision limiting vertical siding
•Consideration needed as to whether specific siding materials should be
limited/prohibited instead (ie. Vinyl)
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Limit Glazing (windows)
Staff Comment:
•Raised in the FBM report, some recent construction has
incorporated significant glazing (windows or glass)
•Complaints received that this style of construction has been
allowed under current architectural control regulations,
•No limit on glazing in current Land Use By-law
Intended Direction:
•Consideration should be given to creativity and individuality,
environmental considerations (passive solar) and protecting existing character
•Intend to propose a limit, based on a percentage of the wall face (ie. No more than 60% of a
wall may be composed of glass).
•The objective is to prevent a “glass wall” which is often incorporated into a very modern style
of construction
Method of Measuring Height
Staff Comment:
•Discussed in the past with mixed, trending to negative responses
•Current method is restrictive and more stringent than found in
most other Land Use By-laws
•Both public comments and FBM report indicate current measurement
is likely preventing construction of some buildings that would be in
keeping with existing character
Intended Direction:
•Consider an increased height limit for Highway 3 area to promote small
multi-unit apartments and facilitate the option to provide underground
parking
•For the rest of the Village, maintain existing 10m limit, consider relaxing the
way height is measured (ie. mid-point of eaves to the midpoint of finished grade)
•This would allow for steeply pitched rooflines, and would encourage building “with” the terrain and
slope, rather than incentivizing terracing and infill as the current measurement do
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Use of Development Agreements
Staff Comment:
•Discussed with VPAC and Council previously
•General direction from Council to reintroduce DA’s for appropriate types and intensities of use
in the Village planning documents
Intended Direction:
•As the new land use by-law is drafted, consideration will be given to the appropriate approval
mechanism for the types and intensities of various land uses
•Current consideration for Development Agreements include the following:
•9+ units in proposed R4 Zone (Highway 3 area)
•5 - 10 units per structure in the Central Commercial Zone
•New hotels
•Commercial uses over 10,000 sq. ft in HC Zone
•New institutional uses outside of an Institutional Zone
Architectural Control Area(s)
Staff Comment:
•Discussion on appropriate Architectural Controls led to the FBM Study
•FBM Report provides guidance and policy considerations on a wide variety of topics, several
mentioned previously in this report
Intended Direction:
•As discussed by FBM Report, will look at varying levels of regulation for different parts of the
Village (at minimum Highway 3 and Village Core)
•Current considerations for architectural controls include:
•Height limit and measurement
•Removing restriction on vertical siding
•Placing limits on use of “low quality” materials or requiring structures over a designated footprint to avoid
such materials
•Limits on garage placement and width
•Variance policies to support retaining existing trees
•Landscaping requirements
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Tree Protection (Street Trees)
Staff Comment:
•Noted in FBM Report as being a significant part of existing character in Chester
•Land Use By-law provides limited opportunities to retain vegetation “in relation to a
development”
Intended Direction:
•As noted, consideration will be given to provide for a variance to yard setbacks to assist
in retaining existing trees
•Landscaping requirements will encourage a variety of landscaping (not specific to trees)
•A recommended “Future Project” could involve a study of existing trees (likely in the
public realm) and a subsequent “Tree Protection By-law” could be considered to more
appropriately identify and protect existing trees in the Village
Expand Heritage Registrations
Staff Comment:
•Discussed in FBM report and raised at VPAC
•Discussion on Heritage Conversation District or increased registrations
Intended Direction:
•As a recommended “Future Project” staff could compile a list of properties to be
contacted and encouraged to pursue Municipal Heritage Registration
•Registration would be optional
•properties identified and not registered could be added to a directory
•When permits are issued for these buildings, “guidance” documents could be provided to encourage
the owners to respect the existing character of the building (voluntary only)
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Next Steps: Toward a 1st Draft
Staff Comment:
•Staff will begin drafting new documents in accordance with direction
provided by Council today
•When prepared the 1st draft will be presented for discussion and further
revision
•Depending on the options selected by Council there will likely be 2 or 3
official drafts before the documents are finalized for adoption
•Subject to unexpected delays, staff hope to have a 1st draft prepared by
Spring 2023, public engagement during Summer 2023 and to finalize the
new documents in Fall 2023.
31
REQUEST FOR DIRECTION
REPORT TO: Municipal Council
MEETING DATE: December 15, 2022
DEPARTMENT: Corporate & Strategic Management
SUBJECT: Arts and Culture Strategy
ORIGIN: Priorities Chart – 2021-24
Date: Nov. 22, 2022 Prepared by: Olivia Corkum, Community Economic Development Officer and
Erin Lowe, Senior Economic Development Officer
Date: December 9, 2022 Reviewed by: Tara Maguire, Deputy Chief Administrative Officer
Date: December 9, 2022 Authorized by: Dan McDougall, Chief Administrative Officer
RECOMMENDED MOTION
For discussion and direction.
CURRENT SITUATION
A scope of work for the proposed Arts and Culture Strategy has been prepared by Staff. This scope of work has
been informed by a jurisdictional scan and industry consultation. Through this consultation, it appears a robust
approach may be at least double the amount currently earmarked in this fiscal’s budget. Staff have outlined the
scope that resulted from consultation and review of other arts and culture strategies, as well as other less
robust options to bring the cost closer to the $25,000 currently budgeted for Council’s consideration and
direction.
BACKGROUND
This work is spurred by the 2021-2024 Strategic Plan and is supported by MOC’s overarching Economic
Development Strategy. This overarching strategy serves as MOC’s roadmap to become more investment ready,
business friendly and economically diverse.
MOC’s Economic Development Strategy encompasses the following goals which were developed through a
detailed review of previous work and strategic documents prepared by the MOC as well as in-depth
consultations with political, community and business leaders:
1. Become a Partner in Economic Development
2. Become Investment Ready – Back to Basics
3. Be Open for Business
4. Live, Work and Play - Become the South Shore Community that Stands Out
5. Focus on Growing the MOC’s Economic Sectors
6. Keep Working Hard to Become a Known Tourism Destination
The development of an Arts and Culture Strategy supports three of these goals:
Goal #4: Live, Work and Play – Become the South Shore Community that Stands Out states that “the
Municipality of Chester 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
R e q u e s t f o r D e c i s i o n P a g e | 2
economic development partners to create the community that stands out among other South Shore
communities.”
Goal #5: Focus on Promoting and Growing the MOC Economic Sectors states that the “Municipality 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.”
Goal #6: Keep Working Hard to Become a Known Tourism Destination seeks to, “… partner[s] in tourism to
become a more recognizable tourism destination by focusing on tourism infrastructure development, product
development and marketing.”
In 2019, the Municipality undertook a Sector Opportunity Assessment project. Through quantitative and
qualitative data and industry consultation, the Municipality identified six target priority sectors which guide
future economic development efforts and strategic projects. The Arts, Culture & Recreation sector was
identified as one of the target priority sectors. The Municipality of Chester has a higher concentration of arts,
entertainment and recreation workers when compared to all of Lunenburg County, Hants County, Kings County,
and the province as a whole. Our creative economy positively impacts the quality of life, attracts more creators
and innovators, and contributes to our community’s prosperity.
As a result, Council identified the development of an Arts and Culture Strategy as a high priority for the 2021-24
term.
DISCUSSION
Public sector bodies around the world have identified the development of an Arts and Culture Strategy as an
important part of their organizational direction. This rise in popularity can be attributed to the successful
experiences of communities translating their cultural uniqueness into a key component of their brand. By
differentiating themselves from other communities, they can leverage their uniqueness as a powerful marketing
tool to retain and attract visitors, residents, and business investment.
To identify what needs are to be encapsulated within MOC’s Arts and Culture Strategy, Staff conducted research
on 10 communities (identified in the table on page 3) undertaking development and implementation of similar
strategies in recent years. Through this jurisdictional scan, essential processes and components for development
and implementation of a successful Arts and Culture Strategy were determined. Attributes include, but are not
limited to, robust community engagement from the onset. Further qualitative data was sourced through one-
on-one interviews between Staff and strategy developers and/or administrators from three communities. All
interviewees noted the importance of comprehensive community engagement from the beginning as essential.
What is an Arts and Culture Strategy?
Arts and culture strategies are hard to define, as demonstrated when the City of Kelowna asked community
members for help with defining culture, resulting in a total of 171 different definitions. The overarching
purpose for our Arts and Culture Strategy is to lay a foundation for the strengthening of arts and culture within
the Municipality of Chester.
Why is an Arts and Culture Strategy important?
How art and culture appear in the context of MOC, allows us to differentiate ourselves from other communities
and leverage our uniqueness as an impactful marketing tool; both internally and externally. Studies and
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anecdotal evidence support the powerful role cultural planning has in relation to revitalizing local economies
and bolstering the sense of pride, excitement, and identity of a community.
Proposed objectives for the MOC Arts and Culture Strategy:
1. Identify supports needed to encourage growth in arts and culture sectors
2. Maximize MOC as a place to visit, invest, work and live
3. Strengthen identity, pride, and excitement of stakeholders in our community
What is the typical process for strategy development?
The table below highlights 10 communities and the components included in the development of their respective
arts and culture strategies.
Steering
Committee
Background
Data
Cultural
Mapping
Industry
Research
Stakeholder
Engagement
Facilities
Assessment
Stakeholder
Review EIA
Calgary
Cobourg
Coquitlam
Hanover
Kelowna
Lethbridge
Moncton
Squamish
Strathcona
County
West
Vancouver
What is most important?
To provide insight into this question, Staff interviewed strategy developers and administrators from three of
these communities (Strathcona County, West Vancouver, and Lethbridge).
The most essential element when it comes to developing a strategy of this nature is deep engagement with all
arts and culture stakeholders in the community. As with many strategies, robust community engagement is
important; but it is imperative in the development of an arts and culture strategy. The right strategy is not found
in another city, town, or community because what is successful elsewhere cannot necessarily be used as a
metric of success for our unique community. There is no “one size fits all” solution for an Arts and Culture
Strategy.
Strategy developers must adequately consult with the stakeholders and develop a strategy with goals that
respond to the needs and critical issues identified for that community. Culture is grassroots and comes from the
community; therefore, it is the community who knows what it needs to harness and grow its economic
potential.
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Scope of Work Proposal
Based on this jurisdictional scan and discussions with strategy developers, Staff identify the following scope of
work to be fulfilled by a consultant with support from Economic Development as the recommended course of
action for Council’s consideration. This scope is a high-level concept of work to be fulfilled by a consultant.
Preparation & Project Vision
Examples include, but are not limited to:
- Literature review
Review internal strategies and plans currently guiding MOC
Jurisdictional scan of reports, plans, policies, and data to inform Arts and Culture Strategy
- Establishment of an advisory committee to facilitate development of the strategy
Advisory committee (for development of strategy)
Comprising of stakeholders, staff, council, and citizens tasked with providing advice,
recommendations, and ensuring delivery of the project at hand
Terms of Reference
Definitions
Stakeholder engagement from onset
linked to success in long-term due to uniqueness of community
Ensure engagement of underrepresented communities
(ex: persons with disabilities and Indigenous community)
Data Collection / Stakeholder Engagement
Examples include, but are not limited to:
- Development of research strategy to inform objectives/research goals
Stakeholder engagement Internal:
Communication plan development to ensure collaboration/communication amongst Council and Staff
Cross-departmental collaboration
Council feedback
What are they hearing from residents?
External:
Robust stakeholder engagement
Arts and culture non-profits and groups, participants in the sector, board members,
supporters of the arts, outside stakeholders, provincial agencies that support arts and
culture, traditional industries, recreation establishments, EDI members, etc.
Stakeholder tactics:
Looking for innovative and fresh ways to garner information via:
Face-to-face
o Host where stakeholders are most comfortable (i.e., not at Municipal
buildings)
o Junior high & high school engagement
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o Outside regularly visited arts and culture venues (farmers’ and artisan
markets, rink, playhouse, etc.)
Telephone and online surveys (voices & choices)
o Wider range of voices
Social media to engage younger residents
Other avenues determined by consultant to support robust consultation
Analysis
- Analysis of feedback/data to inform strategy and achieve outputs outlined above.
Examples include:
SWOT analysis
Gap analysis
Action Plan
- Compile a strategy for the MOC based upon findings from consultations outlined above
- Identify specific projects/areas to focus on
- Present findings to Council
Presentation & report
Budget impacts:
In discussions with two consultants who work in this sector; they have given high-level estimates for the above
scope of work to be in the $50k-$75k range. Without putting the Request for Proposals out to market, it is
difficult to determine how accurate that estimate is; however, $25,000 has been earmarked in this fiscal’s
economic development budget to complete an arts and culture strategy.
Why does this cost more than we originally thought?
Staff based their initial estimate of the cost for this project on past projects like the Sector Opportunity
Assessment and the Business Retention + Expansion projects. These projects were focused on for-profit
businesses who are operating in the Municipality of Chester. Staff indicated earlier in this report that the most
important part of the development of an arts and culture strategy is deep stakeholder engagement. As
graphically represented below, the reach and number of stakeholders when it comes to developing an arts and
culture strategy is much more comprehensive and community wide than your typical project.
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Some options to reduce budget:
While it is difficult for Staff to reduce the recommended scope of work and know what the cost impact would be
for any one part, it is recognized that a scope which is more than double the estimated budget requires options
for consideration. Some options that Staff believe would reduce the cost for Council’s consideration include:
Option 1: Staff-led ‘Preparation & Project Vision’ and ‘Data Collection/Stakeholder Engagement’ components
and hire a consultant for the ‘Analysis’ and ‘Action Plan’ development only.
Likely would take longer to complete project
Limited to staff knowledge and expertise when establishing project objectives and engagement
Data integrity/personal biases in stakeholder engagement
Third-party review and ‘big picture’ arts and culture expertise analysis still maintained on potential
projects
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Option 2: Hire a consultant for the ‘Data Collection/Stakeholder Engagement’ portion only. The rest of the scope
of work to be Staff-led. This would have an impact on Staff work program and would result in the delay on
project completion for other economic development projects as identified above.
Would take significantly longer to complete project
Limited to staff knowledge and bias for coming up with strategy projects to support the sector
This could result in better data than if data collection & engagement was staff-led
Lack of third-party review and ‘big picture’ arts and culture expertise analysis
Please note: Options 1 & 2 would have an impact on Staff work program and would result in the delay on
project completion for other projects such as:
Parade Square Beautification Project
Physician Recruitment and Retention initiatives
Vendor licensing revamp
Business Park Option
And other priorities as they arise.
Option 3: Issue a Request for Proposal document without a detailed scope of work with the expectation that
consultants would respond with a proposed scope of work, budget and timeline.
Could result in no bids
Projects could have significant differences in scope, timeline, budget and deliverables.
Risk of stakeholder engagement suffering
Faster project completion
Option 4: Approve recommended scope of work and direct staff to issue RFP. Do not include budget in RFP
document.
Could result in more money than Council is comfortable spending
Might receive reasonable proposals – quotes outlined herein based on two consultants’ opinions
Foundational work to grow from, important to have strong base.
Faster project completion
OPTIONS
1. Staff-led ‘Preparation & Project Vision’ and ‘Data Collection/Stakeholder Engagement’ components and
hire a consultant for the ‘Analysis’ and ‘Action Plan’ development only.
2. Staff lead ‘Preparation & Project Vision’, ‘Analysis’ and ‘Action Plan’ sections. Hire consultant for the
‘Data Collection/Stakeholder Engagement’ portion only.
3. Issue RFP without detailed scope of work and no stated budget.
4. Approve scope of work as presented, and direct staff to issue RFP. Do not include budget in RFP
document.
IMPLICATIONS
By-Law/Policy
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N/A
Financial/budgetary
MOC has currently outlined $25k for a consultant.
Strategic Priorities
The Arts and Culture Strategy will assist the MOC in advancing the following Priority Outcomes of the 2021-24
Strategic Priorities Framework:
Priority Outcomes: Economic Development
1. Partner in the development of infrastructure and opportunities for business development and
attraction.
2. Promote and grow the Municipality’s economic sectors.
3. Position the Municipality as Nova Scotia’s south shore community of choice for residents, businesses,
and organizations, and as an international tourism destination.
Priority Outcomes: Healthy & Vibrant Communities
1. Ensure residents have access to facilities, natural assets, programs, and services that enrich a quality of
life and provide safe communities for residents and visitors alike.
2. Develop an accessibility, diversity, and equity lens for municipal plans and services, and support partners
in advancing accessible and inclusive communities.
Has Legal review been completed? ___ Yes _ _ No __N/A