HomeMy Public PortalAbout2023-02-16_COW_Website Agenda Package.pdfPage 1 of 2 (Cover Pages)
COMMITTEE OF THE WHOLE
AGENDA
Thursday, February 16, 2023
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 December 15, 2022 - Warden Webber.
5. PUBLIC PRESENTATIONS/APPOINTMENTS
5.1 Community Wheels - Leslie Taylor (9:00 a.m.)
5.2 Chester Playhouse - Susan Crocker (9:20 a.m.)
6. MATTERS ARISING
6.1 Quarter 3 Updates:
a. Infrastructure & Operations Department - Quarter 3 Update.
b. Financial & Information Services Department - Quarter 3 Update.
6.2 Request for Decision prepared February 1, 2023 - Corporate & Strategic Management - 2021-
2024 Strategic Priorities Chart Update.
6.3 Request for Decision - Corporate & Strategic Management - Wastewater Development Charges.
6.4 Discussion/follow-up from Council - February 9, 2023 - concern about using freezers/ appliances
as garbage boxes.
7. CORRESPONDENCE
8. BY-LAWS AND POLICIES
9. NEW BUSINESS
9.1 Mill Cove Fire Protection.
9.2 REMO Budget Approval.
10. IN CAMERA
10.1 In Camera as per Section 22(2)(e) of the Municipal government Act - Contracts.
Page 2 of 2 (Cover Pages)
11. ADJOURNMENT
APPOINTMENTS
9:00 a.m. Community Wheels - Leslie Taylor
9:20 a.m. Chester Playhouse - Susan Crocker
589
MUNICIPALITY OF THE DISTRICT OF CHESTER
Minutes of
COMMITTEE OF THE WHOLE
Council Chambers 151 King Street, Chester, NS
Livestreamed at www.youtube.com/modcvideo
On Thursday, December 15, 2022 at 8:45 a.m.
CALLED TO ORDER
Warden Webber called the meeting to order at 8:48 a.m.
Present: District 1 – Councillor Andre Veinotte District 2 – Deputy Warden Floyd Shatford
District 3 – Councillor Derek Wells District 4 – Warden Allen Webber
District 5 – Councillor Abdella Assaff District 6 – Councillor Tina Connors
District 7 – Councillor Sharon Church
Staff: Dan McDougall, CAO
Tara Maguire, Deputy CAO
Pamela Myra, Municipal Clerk
Matthew Blair, Director of Infrastructure & Operations
Fred Whynot, Director of Public Works
Erin Lowe, Senior Economic Development Officer
Ryan Smith, Scalehouse Operator
Benjamin Swinamer, Heavy Equipment Supervisor/Site Supervisor
Elizabeth Mulrooney, Customer Service Clerk
Bruce Blackwood, Fire Services Coordinator
Jody Conrad, Community School Coordinator
Tammy Hamm, Administrative Coordinator
Olivia Corkum, Community Development Officer
Garth Sturtevant, Senior Planner
Elaine Brun Shaw, Development Officer
Solicitor: Samuel Lamey
Public: There were no members of the public in the gallery.
APPROVAL OF AGENDA AND ORDER OF BUSINESS
Additions:
Committee of the Whole (continued) December 15, 2022 590
Staff Recognitions.
New Employee Introduction.
Move 6.2 to 6.1.
2022-531 MOVED by Councillor Church, SECONDED by Deputy Warden Shatford the December
15, 2022, Agenda and Order of Business for the Committee of the Whole be
approved as amended. ALL IN FAVOUR. MOTION CARRIED.
Elaine Brunn Shaw, Development Officer was introduced to Council. Ms. Brunn Shaw indicated
that she was a new resident of NS. She and her family were fortunate to have a holiday here
and when they retired, they settled here. She commented that the people are welcoming and
friendly and helpful. Nice to be warmly welcomed. She is also involved with the Chester/
Chester Basin/New Ross Lions Club, Playhouse, and Board of Directors for Habitat for Humanity.
She is also learning to play the fiddle.
Council recognized the Tammy Hamm for 20 Years of Service.
The following employees were presented with a Queen Elizabeth II’s Jubilee Medal for their
work during the COVID Pandemic:
Bruce Blackwood
Elizabeth Mulrooney
Benjamin Swinamer
Ryan Smith
Jody Conrad
Ryan Smith, Ben Swinamer, Betty Mulrooney, Bruce Blackwood, Jody Conrad, and Tammy Hamm
left the meeting room.
PUBLIC INPUT SESSION (15 minutes) - There was no public input received.
MINUTES OF PREVIOUS MEETING
4.1 Committee of the Whole – December 1, 2022 – Warden Webber.
2022-532 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church that the
minutes of Committee of the Whole of December 1, 2022 be approved as circulated.
ALL IN FAVOUR. MOTION CARRIED.
Committee of the Whole (continued) December 15, 2022 591
PROCLAMATIONS - There were no proclamations for consideration.
PUBLIC PRESENTATIONS/APPOINTMENTS - There were no public presentations or
appointments.
MATTERS ARISING
6.2 Request for Direction prepared November 22, 2022 – Corporate & Strategic Management
– Arts and Culture Strategy.
Present were Erin Lowe, Senior Development Officer, and Olivia Corkum, Community Economic
Development Officer.
Olivia Corkum, Community Economic Development Officer, reviewed the information provided
in the Request for Direction prepared November 22, 2022 regarding the Arts and Culture
Strategy. It was noted that the budget is more than the original amount of $25,000 budgeted.
The options were reviewed and it was agreed by members of the Committee that this was a
high priority and needed to be done. If outside resources with specialized experience is needed,
it was agreed this should be done. It was suggested that the additional funding required could
be accessed through the Economic Activities reserve.
The options were discussed and it was agreed that Option 4 was preferred. This would entail
staff preparing the scope of work for Council’s review.
2022-533 MOVED by Deputy Warden Shatford, SECONDED by Councillor Connors that the
Committee of the whole recommend to Council to choose Option 4 as follows:
o Approve recommended scope of work for an Arts and Culture Strategy and
direct staff to issue an RFP without the budget amount included.
ALL IN FAVOUR. MOTION CARRIED.
6.1 Request for Direction prepared November 22, 2022 – Community Development & Recreation -
Village Plan Review – Check-In #2.
Garth Sturtevant, Senior Planner was present to provide Check-In #2 for the Committee and a
review of the three possible options. Councillors discussed the options and the pros and cons.
2022-534 MOVED by Councillor Wells, SECONDED by Councillor Church that the Committee of
the Whole recommend to Council Option 2 from the Request for Direction prepared
November 22, 2022 regarding the Village Plan Review – Check-In #2:
Committee of the Whole (continued) December 15, 2022 592
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 Council.
4. Staff present Draft #1 to Village Planning Advisory Committee (VPAC) and
release Draft #1 to the public. Collect VPAC and public comments
5. Staff return to Council for direction before producing Final Draft.
6. Begin process to adopt new documents: 1st Reading, 2nd Reading, set date for
Public Hearing
7. Public Hearing held, Council vote to approve new documents
ALL IN FAVOUR. MOTION CARRIED.
The Senior Planner began the slideshow review of the Priority Topics, including staff comments,
and intended direction:
Remove Water Access Zone – the zone was well intentioned but creates confusion and it is
believed there are ways to limiting infill through other provisions (federal jurisdictional
issue). Explanation of requirement to issue permits for wharves.
o Policies and zoning will be removed from new documents.
o Consideration of some regulations (infill of water lots) will be carried forward in the
LUB.
Rezone Rural to Match – this is a remnant of previous village boundary adjusted in 2020.
o This area will be rezoned to match surrounding zoning.
Golf Course and Yacht Club – these properties would be better zoned as Institutional.
o This area will be rezoned to match surrounding zoning.
Boathouses – complaints regarding size and use. Design is not a major concern.
o Limitation of each property to one accessory structure and regulate so there is no
human habitation (no sewer connection or kitchen).
o Discussion on wording on use of the structure as a boathouse.
o Complaints are that they don’t want people living in the boathouse.
o May want a detached garage to have a washroom. Will discuss other structures at
another slide.
Committee of the Whole (continued) December 15, 2022 593
o What problem are we trying to overcome? Is there an issue to have a boathouse
with a little loft for people to sleep in on occasion? Issue is the potential to turn it
into an apartment.
o Pending Coastal Protection Act would limit structures.
o Safety is an issue, i.e., storm and storm surge.
Secondary, Garage and Garden Suites – explanation of each type.
o All zones that allow dwelling units would permit ONE Secondary Suite, Garage Suite
or Garden Suite.
o All units would be subject to a maximum size limit.
o Architectural controls for main building would be considered for accessory structures
used for human habitation.
o 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.
o Now they can’t have any but this would allow one.
o Estate Residential is different. Soft density is done in an existing space.
o These would be allowed and the boathouse would be prevented from having
habitation.
o What are we trying to prevent? Living in a dangerous area.
o There are no height limitations on a boathouse; most people don’t store boats in a
traditional boathouse style. There could be a size limit on boathouses.
o Suggested to let the province regulate where dwelling units can go. If the province
would allow, then we would allow.
o Staff will ask if people oppose human habitation or the size. If there is no
opposition, can wrap into the secondary garage and garden suites.
Waterfront Zone – the change in name is to reflect changes. Most significant is prohibition
of new dwellings within the waterfront zone.
o Prudent to consider preventing new dwelling units within that zone; thinking 100+
years in the future – storm surge and sea level rise.
o Instead of a fixed setback consider referring to the Coastal Protection Act. Those are
better and more sophisticated way of doing. Then we can say no because it doesn’t
meet a fixed environment.
o Staff will make note to check on Coastal Protection Act.
Commercial Parking Exemption – not a lot of space available; however, the study showed
there was no issue.
Committee of the Whole (continued) December 15, 2022 594
o Staff will work to identify the appropriate area for the overlay.
o Only Residential uses will require on-site parking within the overlay area.
o The level of parking required for residential uses and all other uses outside the
overlay will be reviewed and updated.
o Hotels may be best built through development agreement.
Require 50% Ground Floor Commercial (in commercial zone).
o Staff will work to identify the appropriate area for the overlay.
o Only Residential uses will require on-site parking within the overlay area.
o The level of parking required for residential uses and all other uses outside the
overlay will be reviewed and updated.
Lakefront Overlay – the only lake affected is ½ of Stanford Lake. This change would make it
consistent.
Watercourses, Waterbodies & Wetlands Setback – recommended to adopt the provisions of
the Watercourses, Waterbodies & Wetlands Setback as detailed in the Municipal Planning
Strategy and Land Use By-law.
o There is a problem in other areas where we are using the requirements of on
1:10,000 database. The database is not accurate. At a minimum developers should
be able to provide a report that could show there is no brook or wetland.
o 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.
Farm Animals - Suggestion limit keeping animals to hens and rabbits (existing larger animals
would be permitted to continue through “existing use” clause).
o It was suggested to tie the lot size with the number of animals.
o Need changes based on acreage.
Public Road Frontage for New Lots or Particular Uses – staff initiated. Do we want to require
that new lots have frontage on public road. Towns are not allowed to have private roads. If
infrastructure is built we would want to build it on public land. We would not want to build
without an easement down a private lane.
o This also plays into the subdivision by-law. If we have a private road standard – i.e.,
providing an easement to the municipality.
o Options were reviewed.
Committee of the Whole (continued) December 15, 2022 595
o This can be reviewed during the review of the subdivision by-law if Council does not
feel it is an immediate need.
Landscaping Requirements.
o Consideration will be given to the percentage of the lot that must be landscaped (i.e.,
25%).
o Consideration as to whether different uses should require different levels of
landscaping.
o Intend to implement through “as-of-right” development as a requirement to obtain a
permit.
Marine Development Zone – rename zone and also allow commercial uses, restaurants, boat
tours, rentals.
o Expand permitted uses in this zone.
o Allow opportunity for commercial development on the water (few other options in
Village).
o Consider allowing residential uses on lots without water frontage or adjust zone
boundary.
o Expand permitted uses in this zone and allow opportunity for commercial
development on the water (few other options in Village) and consider allowing
residential uses on lots without water frontage or adjust zone boundary.
A break was held from 10:26 a.m. to 10:40 a.m.
Restructure Residential Zone Names - Zones R1-R4:
o The Estate Residential Zone and Single Unit Residential Zone combined as the new
R1 Zone.
o Central Village Residential would become the R2 Zone.
o Low Density Residential would become the R3 Zone.
New R4 Zone would be implemented along a portion of Highway 3 (to allow small multi-unit
dwellings).
o PIDs are not uniform in size – only 8 units. It would be better to tie it to area rate
than lots. Eight seemed to be the feedback. Tying it to the size of the lot is a good
idea or limiting each structure to 8 so there are not any large block buildings.
Reduce Minimum Lot Size in Estate Zone (R1) - Current lot size is 40,000 and suggesting
reducing (unless not serviced by central sewer).
Committee of the Whole (continued) December 15, 2022 596
o The size will be in range 8,000 (central sewer) and up.
Reduce Highway Commercial Zone Area - Discussed at Highway 3 workshop, reduce area
covered by HC Zone. The remaining area of HC Zone would be maintained for Commercial
growth and development.
o Reduce HC Zone and replace with R4 zone.
o In HC Zone:
consider prohibiting new residential uses.
allow illuminated signage.
prioritize commercial uses .
relaxation of approval processes for some uses (i.e., Less reliance on Site Plan
Approval).
reduce barriers for expansion of existing businesses.
o Feedback from public was to loosen some things to not require site plan approval
and make them as of right.
o Consider prohibiting new residential uses in the zone – because we are shrinking the
area want to keep for commercial uses. Is it the right places to be putting people (in
a commercial zone).
o Concern about people who have already purchased property in the zone. Staff
noted it would only be for highway commercial zone.
o Interested in having some restrictions in the highway commercial one - line of
commercial development over time will be come the definition that defines Chester
versus outside of Chester – it will have a different character. There needs to be a
boundary – it has started naturally. It may give future generations some architectural
and cultural separation.
o Currently the zone allows residential single unit dwellings.
o It was agreed that the people impacted need to be contacted and it was asked how
many there are. Staff indicated that a targeted questionnaire could be used.
o It was asked that this not impact the plans for Shoreham to expand.
o It could be noted that it remain as it is and change at a future date or say that
properties abutting Highway Commercial Zone may apply for rezoning.
Water Lot Infill Zone - very little authority in that area; it is a tricky jurisdictional issue.
o Do we want to regulate this use where there is authority is there? This would
allow us to step back and let the province’s jurisdiction regulate, but any land you
create we can say no development on it.
Committee of the Whole (continued) December 15, 2022 597
o No building on infilled land. There was some discussion on rebuilding on
property that already may be infilled or require infill for infrastructure already in
place. It would be complicated to include this now.
o Consider no development except through a development agreement. Staff can
provide a list of what is permitted.
Limit Garage Door Width.
o Attached garages will be limited in width (possibly as a percentage of the front
wall of the home).
o Garage doors must be set behind the front plane of the home.
Maximum Footprint or Lot Coverage – this came from the FBM Report. Need discussion on
whether maximum footprint or lot coverage is preferable.
o Look at new zones and consider an appropriate lot coverage percentage.
o May result in different coverages in different zones and for different uses.
Aggregated Massing – this is something we currently do.
Remove Limit on Vertical Siding – this came from the FBM report.
o Consider expanding provision to Highway 3 for as of right development.
Limit Glazing (windows) – complaints have been received on “all glass” type structures.
o Limit on a per wall basis or use an appropriate % without impeding building an
environmental design. Suggested limiting on the side facing the street.
Method of Measuring Height - Current method is restrictive and more stringent than found
in most other Land Use By-laws.
o Consider an increased height limit for Highway 3 area to promote small multi-unit
apartments and facilitate the option to provide underground parking.
o For the rest of the Village, maintain existing 10m limit, consider relaxing the way
height is measured (i.e., mid-point of eaves to the midpoint of finished grade).
o 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 does.
o From FBM and PAC – the way we measure might restrict from building a typical
home in the village.
o Consider an increased height limit (could also allow underground parking).
Committee of the Whole (continued) December 15, 2022 598
o Suggestion of an overlay so that topography supports it – an overlay that allows
some extra height where it won’t impact view planes. Should also think about
setback proportional with height (from boundary lines).
o Chimneys are still acceptable.
Use of Development Agreements - General direction from Council to reintroduce
development agreements for appropriate types and intensities of use in the Village planning
documents.
o 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.
o Current consideration for Development Agreements includes 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) - Good support in responses of maintaining controls in the
Village.
o 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).
o 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.
Tree Protection (Street Trees) – the Land Use By-Law is not the best way to protect trees;
consider a tree protection by-law.
Expand Heritage Registrations – there are currently over 100 properties that are in excess of
100 years old that have not been identified.
o Staff recommended a future project to compile a list of properties to be contacted
and encouraged to pursue Municipal Heritage Registration (which would be
optional).
Committee of the Whole (continued) December 15, 2022 599
The Committee thanked the Senior Planner for the information and it was agreed previously, by
motion, to move ahead with Option 2. Staff will move on to “next steps”.
CORRESPONDENCE - There were no items of Correspondence.
BY-LAWS AND POLICIES - There were no by-laws or policies for consideration.
NEW BUSINESS
9.1 January 5, 2023 Committee of the Whole meeting – consideration to cancel (discussion).
Calendar passed around.
As there is an NSFM Meeting on January 26, it was agreed to change the January 2023 meeting
schedule as follows:
January 5 – Cancel Committee of the Whole Meeting.
January 12 – Council Meeting.
January 19 – COW Meeting changed to Council Meeting.
January 26 – Cancel the Council Meeting in order for Councillors to attend the NSFM
Meeting in Halifax (meeting related to decision making and by-laws). It was noted that
all members of Council are voting delegates.
IN CAMERA
10.1 Section 22(2)(e) of the Municipal Government Act – Contract Negotiations – Shared Services.
10.2 Section 22(2)(e) of the Municipal Government Act – Contract Negotiations – Mill Cove Fire
Protection. This was deferred to another meeting.
2022-535 MOVED by Councillor Church, SECONDED by Councillor Assaff that the meeting
convene “In Camera” as per:
Section 22(2)(e) of the Municipal Government Act – Contract Negotiations –
Shared Services.
DISCUSSION:
There was a lengthy discussion on whether the matter should be discussed In Camera
and the CAO noted that there are personnel matters and inter-municipal negotiations
to be discussed.
It was suggested that our staff as well as other staff are aware of the matter. The other
Units have discussed the matter in open session – and it was questioned why we would
be In Camera when our neighbour is not.
Committee of the Whole (continued) December 15, 2022 600
The Warden noted that he did not want staff to be concerned if Council has not yet
made a decision. There is also the negotiation details aspect with the other units.
Concern expressed about other units not meeting In Camera when this Municipality is.
The CAO noted that following the closed session, if the Committee is prepared to make
a recommendation, it can be done in public. There could be conditions attached that
are In Camera.
Councillor Church noted that more people have called her regarding negotiations
about sending services to another municipality.
It was noted that those people work in other jurisdictions and those jurisdictions are
not discussing the matter In Camera.
The CAO noted that one thing that is important is that we have staff whereas some
other units have no staff to consider during these discussions. We make decisions that
we think are right for our municipality. Any information related to a personnel matter
we would want to discuss in a closed session. What is appropriate to come out should
be brought out, but he provides advice based on what he knows are circumstances in
our unit.
Concern voiced that information came from an In Camera session from this
municipality.
ALL IN FAVOUR. MOTION CARRIED.
Following a brief meeting held “In Camera” the meeting reconvened with all members present.
2022-536 MOVED by Councillor Connors, SECONDED by Deputy Warden Shatford that the
Committee of the Whole recommend to Council to increase staff capacity of the
Building Division with the appropriate budget adjustments. ALL IN FAVOUR.
MOTION CARRIED.
ADJOURNMENT
2022-537 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
NOTE: The recorded version of this meeting is available at www.youtube.com/modcvideo.
Annual Update 2022
We’ve gone a long way in 15 years. The Municipality of Chester
Transportation Society, (MCTS) Community Wheels, had its humble start in 2007
with an enthusiastic group of volunteers with a vision of providing affordable
accessible transportation in our communities. Our first Board of Directors and
Coordinator secured funding, supporters and licenses to operate a transportation
service within the Municipality of Chester. The founding Transportation
Coordinator Sandra Meister-Reynolds kicked off the service with trips two days
per week, and helped people get to appointments and errands, with rides pre -
booked 1 week in advance. In an article published in 2012 for the occasion of
Community Wheels 5th birthday Sandra was quoted as saying “My thoughts for
Community Wheels from now in a perfect world, we will have grown and added
more vehicles to the fleet, we would be operating on a larger scale, linking with
the other organizations like ours throughout the province. We would have
enough sustainable funding to be able to offer a solution to all residents facing a
transportation dilemma.”
In 2014 with 3 vehicles operating in the community fleet having been driven more
than 54,315 kilometers serving our residents, found ride requests increasing for
trips to Halifax, Lunenburg, Kentville and Bridgwater to access medical services, in
part due to aging population and the “rising costs of living” We have grown from
operating a donated vintage bus, on its first road trip from New Ross to Chester
August 9, 2008 to a fleet of 4 vehicles in August of 2022. Our pre -booking policy
now is available based on capacity levels , 24 hours in advance and operates five
days per week. Sandra’s big vision of seeing Community Wheels grow and thrive
has been manifested and is continuing to do so!
Community Wheels offers rides to residents of The Municipality of the
District of Chester who are transportation disadvantaged. It is available to
everyone but the majority of the riders are seniors and other low/fixed income
residents. The service allows them to be independent and not have to depend on
family and friends to fill their transportation needs. It is extremely important to
folks who have difficulty keeping up with rising costs. Lack of affordable
transportation is often a barrier to health and quality of life. Community Wheels
offers a support to seniors that helps allow them to age in place for as long as
possible. Community W heels continues to operate within the municipality on a
“pay what you can” basis making it affordable for everyone. All donations
received from ridership are applied directly to operating costs. Community
Wheels provides wheelchair accessible transportation for those who need it and
in many cases have no other options.
Community Wheels have continued to serve residents throughout the
Pandemic era. Our Team has been diligent about safety of each other and our
riders. Staff has taken training in the use of PPE and continue to mask while
interacting with folks in our vehicles. Cleaning of high touch surfaces are part of
our daily routine. We have supported our Community by providing free trips to
Facilities offering vaccinations for Covid and also flu shots. The pandemic has
offered many challenges over the past year, we are proud to have served as front
line workers to assist our community to meet these challenges.
Community Wheels receives core financial support from the Province of
Nova Scotia through the Community Transportation Assistance Program (CTAP +
ATAP), from The Departme nt of Public Works, The Municipality of the District of
Chester and The Aspotogan Heritage Trust. Community Wheels also applies for
grants from the supportive folks at The United Way of Lunenburg County, The
Canadian Red Cross, Community Links, Our Health Center and other local service
organizations. The South Shore Community Services Association (SSCSA) deserves
a special mention. SSCSA hosts the Community Wheels office at the South Shore
Work Activity Program (SSWAP) as well as providing the home base for our fleet
of vehicles. There is a continual management support in place between the
agencies. This includes but is not limited to providing book keeping services, office
space, parking facilities, utilities, communication and tech nology.
As a long term employee of SSCSA and Founding Member of the
Community Wheels Board of Directors and Executive, a Huge Thank You and
Happy Retirement is sent to David Outhouse. David was with The SSCSA for 36
years in this organization filling many roles, including 14 years as Executive
Director. With David at the helm of the Finance Committee as Treasurer of
Community Wheels, he has steered “The Bus” through the years onto many
surfaces. We hope that his “retirement ride” goes as smoothly. In a tha nk you
card to the Board and Staff , David states “I’ve thoroughly enjoyed being part of
something that has such great value to the community. I appreciate being allowed
to play a part. Best wishes for a long and successful Journey.”
Highlights 0f 2012/2022
Annual kilometers travelled 57835
Number of 1 way trips 1387
Number of wheelchair passengers 224
Number of Vehicles 4
Hours of drivers at the wheel 1337
Number of drivers 4
Number of staff 1
Number of volunteers 7
Number of Medical trips 598
Number of Shopping/errand trips 303
Number of education trips 208
Number of Covid-19 Vaccine trips 46
2023-02-10
1
Municipal Committee of the Whole Presentation
February 16, 2023
Presented by Leslie Taylor, Board Chair
1
2
2023-02-10
2
South Shore Community Services Association
Aspotogan Heritage Trust
Municipality of the District of Chester
Acadia First Nations
Our Health Centre
New Ross Family Resource Centre
United Way of Lunenburg County
Province on Nova Scotia – Department of
Public Works
We are growing in …
In vehicles
In staff
In kms traveled
In ridership
3
4
2023-02-10
3
Driver recruitment
Increased demand
Public expectations
Rising costs – fixed & variable
To remain a “pay what you can” service
providing transportation to the residents of
the Municipality of the District of Chester
5
6
2023-02-10
4
Increased operational support
7
February 10, 2023
Municipality of Chester Council
Municipality of Chester Administration
Re: Chester Playhouse Rebuilding Project – Update to Council
We are pleased to have the opportunity to update the Municipality of Chester on February 16th,
2023 on the status of the Chester Playhouse rebuilding project.
It is exciting to report that, after a long and challenging journey post-fire, the Playhouse will
reopen to the public this coming summer. And what a grand reopening it will be! A very new
Playhouse will welcome the community. The venue will be equipped to present a broad range
of performance genres as well as community events and programs. Our goal is to be a
welcoming arts and cultural facility for all residents of our Municipality, plus visitors to the
region.
The project is now expected to cost $4.2 million, reflecting complex requirements and market
conditions. Funding is in place, due to the continuing generosity of the community and our
government partners. Our focus at this time is squarely upon completing the construction
while planning for the move from “Playhouse without Walls” to the beautiful, new Chester
Playhouse.
Next week we will present details on building construction and features, and the opportunities
ahead.
On behalf of the Board of Directors of the Chester Playhouse,
Susan Crocker, C.M.
Co-Chair, Board of Directors, Chester Theatre Council
Kirk MacCulloch,
Board Director and Rebuilding Project Lead, Chester Theatre Council
2023-02-09
1
Infrastructure & Operations
Quarter 3 Report
Solid Waste
1
2
2023-02-09
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Landfill Collection Update
NOVA SCOTIA’S TREASURE
MATERIAL TONNAGE Q1 TONNAGE Q2 TONNAGE Q3 TONNAGE Q4 Total To Date
RESIDUAL WASTE (A) 16,578.63 15,803.40 16,028.95 0 48,410.98
SEPTIC WASTE (B) 2,615.18 2,840.99 2,585.79 0 8,041.96
WOOD (C) 348.85 307.59 295.53 0 951.97
ASPHALT (D) 113.57 473.53 540.82 0 1,127.92
ORGANICS (E) 532.38 543.68 463.40 0 1,539.46
RECYCLABLES,
CARDBOARD & PAPER (F)
165.39 184.83 181.04 0 531.26
MIXED C&D WASTE (G) 2,091.41 2,050.03 1,838.97 0 5,980.41
Solid Waste – Stats
Solid Waste – Stats
0.00
10,000.00
20,000.00
30,000.00
40,000.00
50,000.00
60,000.00
70,000.00
80,000.00
90,000.00
2018-19 2019-20 2020-21 2021-22 2022-23*
Annual Historical Total Tonnage
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4
2023-02-09
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Solid Waste – Wastewater
Leachate Treatment- Phase 2 design was approved by council.
Consultant (CBCL) has commenced work.
Anticipated design by end of March ’23.
Tender for construction work anticipated
to be April ’23.
Solid Waste – Buildings & Structures
Cell 3B - Construction work continues.
Completion date estimated to be July ’23.
Delays due to low temperatures affecting
the clay, which in turn would not pass
required specifications.
Latest NSE inspection complete & approved
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6
2023-02-09
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Solid Waste – Buildings & Structures
Cell 3B - Waste volumes do drop in Q4, so the
delay can be accommodated, albeit it is tight.
Mild spring weather may enable construction
to commence earlier.
Landfill also has the option to reduce waste
tonnage from Otter Lake (HRM) if needed.
Solid Waste – Buildings & Structures
0.00
2,000.00
4,000.00
6,000.00
8,000.00
10,000.00
12,000.00
14,000.00
16,000.00
18,000.00
20,000.00
Apr - Jun Jul - Sep Oct - Dec Jan - Mar
Quarterly Average Tonnage Totals - 2018 to 2022
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8
2023-02-09
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Solid Waste – Vehicles & Equipment
Compactor - Delivered end of January.
Arrived in 4 sections and assembled
on-site.
Solid Waste – Vehicles & Equipment
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10
2023-02-09
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Solid Waste – Vehicles & Equipment
½ Tonne Truck - Awaiting delivery date.
EVC Tower - On-going issues with the pump & valve
have been resolved.
Gate - Ongoing maintenance & repairs complete.
Solid Waste – Operations
Staff - Solid Waste Wastewater Operator has been
assisting the Public Works Wastewater Operator
for two day per week.
Provides cover in staff absences & mentoring
to other staff on the treatment plant operations.
Skilled labourer has resigned. We have posted
that position.
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12
2023-02-09
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Solid Waste – Operations
CFC Removal - CFC removal being conducted by staff,
on-site.
General - All inspections and monitoring on-going
and on schedule.
Solid Waste – Administration
Calendar - Waste collection calendar complete, and
mailed to residents before Christmas.
Asbestos - Bi-annual asbestos sampling for heavy
equipment & personal completed – Passed
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14
2023-02-09
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Solid Waste – Administration
HHW - Household Hazardous Waste training has
been successfully completed by 2 staff.
Rescue - Confined space & rescue training has been
successfully completed by 4 staff.
SWANA - SWANA conference in Halifax attended by
2 staff.
Public Works
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16
2023-02-09
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cs for Public Works
February 9, 2023 NOVA SCOTIA’S TREASURE
Activity Q1 Q2 Q3 Q4 Year to Date
Sewer Permits Issued 5 1 4 10
Sewer Callouts (S. Business) 36 41 22 99
EDU Increase 3 0 0 3
Utility Locates 4 3 8 15
Berthage Permits Issued 0 0 0 0
Berthage Enforcement Events 1 0 0 1
Compost Carts Delivered 228 154 98 480
Dead Marine Life Collections 0 0 0 0
Events Requiring Public Sort Station 6 3 1 10
Public Sorting Station Abuse
Incidents
0 0 0 0
Bandstand Bookings 9 31 7 47
Maintenance Work Orders 24 35 58 117
Road Name Signs Installed 7 2 6 15
Streetlight Requests 2 0 0 2
Sidewalk Snow Removal Events 0 0 0 0
Mobile Radar Unit Deployments 3 2 6 11
Compliments 1 3 1 5
Public Works – Stats
Public Works – Roads
Active Transportation - Awaiting response from First
(Sidewalks) Nations
NS Power request to relocate poles
Workshop conducted with council
to discuss options due to increased
construction costs.
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18
2023-02-09
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Public Works – Roads
Rapid Rectangular - Awaiting written NSDPW confirmation
for approved location(s).
Speed Radar Signs - Awaiting written conformation of
approved sign location(s).
J-Class Roads - Awaiting response for 2023 program
Public Works – Roads
Snow & Ice Control- Two Significant snow events during which
staff and contractors were mobilized.
Salt/sanding done as required.
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20
2023-02-09
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Public Works – Wastewater
Lift Stations & - Initial stages of design process.
Forcemains Construction in 2023.
Chester Wastewater - Construction tender anticipated in
Treatment Plant May 2023.
Pending council approval.
Public Works – Wastewater
Otter Point Wastewater - Design on-going
Treatment Plant
Final design anticipated in spring
Construction in 2023, pending council
approval.
Sustainable Communities fund-
awaiting result of funding application
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22
2023-02-09
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Public Works – Wastewater
Western Shore - Capital plan to be presented to council
Wastewater Treatment Q1 in 2023/24.
Plant Upgrade
Previous ABLE designs still applicable.
Reuse the UV system from Chester
Village WWTP.
Public Works – Wastewater
Mill Cove Fire - Council discussion in February 2023
Protection
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24
2023-02-09
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Public Works – Wastewater
Wastewater Study - Workshop undertaken in December which
included preliminary cost estimates.
Chester Basin design RFP distribution in
February.
Next steps – presentation of work
schedule and pre-design estimates to
council in Q1 2023/24
Public Works – Buildings & Structures
Gold River Bridge - Design presented council in February 2023
Anticipated construction summer/fall 2023
Station Bridge - Alternative options being investigated
with NSDPW.
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2023-02-09
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Public Works – Buildings & Structures
Wild Rose - Work continues.
Accessible Anticipated opening to public in spring 2023
Washrooms
Parade Sq Gazebo - Lighting adjusted.
Public Works – Buildings & Structures
New Building - First stage of identifying potential locations
Options underway.
Long list will be compiled and presented to
council in March 2023.
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28
2023-02-09
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Public Works – Buildings & Structures
New Building - Second stage will focus on the buildings
Options operational function.
Site visits to neighbouring new municipal
buildings underway.
MODC departments will be engaged.
Public engagement will take place.
Public Works – Buildings & Structures
New Building - Second stage presentation to council
Options anticipated for Q2 2023/24.
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2023-02-09
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Public Works – Vehicles & Equipment
¾ Ton Truck - Awaiting delivery date from supplier
Zero Turn Mower - Delivery in April 2023
Public Works – Open Space
Trails - Canopy and brush clearance complete
Trail surface upgrade/maintenance
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2023-02-09
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Public Works – Administration
Traffic Impact Study - Awaiting Provincial Traffic Calming Policy.
Community Wells - Next steps to advise partners such fire
halls, community associations, legions etc.
RFP distributed in February to conduct test
wells
Infrastructure & Operations – Administration
Asset Management - Approved by council in January 2023
Policy
J-Class Rd Matrix - Evaluation criteria developed.
Asset Management - ERSI GIS workflows ready for beta testing
in March 2023.
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2023-02-09
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Public Works – Completed Projects
•Accessibility Audit
•Harbourview Lane lot purchase
•Tree canopy & brush removal
•Trail surface upgrade
•Christmas tree adjustment
•Gazebo lighting
Active
Projects Q1 Q2 Q3 Q4
CAPITAL SCHEDULED CAPITAL SCHEDULED CAPITAL SCHEDULED CAPITAL SCHEDULED
ROADS 9 4 5 4 5 4
WASTEWATER 13 5 11 5 11 5
BUILDINGS &
STRUCTURES 8 3 7 3 7 3
VEHICLES &
EQUIPMENT 3 3 0 3 0 3
OPEN SPACES 3 14 2 12 2 9
SOLID WASTE 3 5 3 5 3 4
ADMINISTRATION 15 6 13 6 11 6
54 40 41 38 39 34 0 0
TOTALS 94 79 73 0
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1
FINANCE DEPARTMENT –3rd QUARTER REPORT
For the nine months ended December 31, 2022
ACHIEVEMENTS
Posting of Council and CAO quarterly remuneration and expenses on Web site
Council approved final revisions to 22/23 operating and capital budgets (Sept 8)
Policy P-25 (low-income tax exemptions) revised
Final Tax bills issued (September)
2021/22 Annual Reports submitted to the Province
o Audited Financial Statements
o Financial Information Report (FIR)
o Statements of Estimate (SOE-A, SOE-B)
Implementation of PS3280 Asset Retirement Obligations
o Scoping is complete
o Measurement is underway
METRICS for second and third quarters of 2022/23 fiscal year
Bids & Tenders came online – first RFPs will be going live soon!
July to December 2022
By-law 148 Water Supply Loans - # loans 1 new loan + 1 paid off (total of 16 active)
By-law 148 Water Supply Loans - $ value
approved (max $150,000 per year)
$10K new this year + $8K paid off (total
$105K outstanding)
Final tax bills issued 13,914 bills
Outstanding tax bills as at Feb 6, 2023 $1,556,981 or 8% of total bills issued
Non-tax Invoices Processed (Q2 & Q3) 2,882 (29% increase from 21/22)
INVESTMENT ACTIVITIES
In March 2022, after two years of historically low interest rates, the Bank of Canada (BoC) began increasing
their policy interest rate. Between March 2, 2022 and January 25, 2023, the BoC increased rates eight
consecutive times, from 0.25% to the current rate of 4.50%. The interest rate Chester earns on cash deposits is
calculated as the BoC policy rate, plus 0.25%. In the past 12 months, the interest earned on Chester’s cash
deposits has risen from 0.50% to 4.75%.
The BoC rate increase announced on September 7, 2022, pushed our cash interest rate up to 3.50%, so on
September 15, 2022, we elected to redeem five redeemable GICs with a combined face value of $11,310,636
and earning an average interest rate of 2.34%, as cash deposits were returning a higher interest rate than the
GICs.
2
Also on September 15, 2022, a request for proposals was sent to three major Canadian banks, asking for their
best rates on a 5-year $10,000,000 investment, with an option to provide proposals on different term lengths, if
a higher rate could be offered. The successful proposal was for a 5-year non-redeemable GIC at 4.92%, and the
purchase was finalized on September 16, 2022. The intention for this investment is to fund the long-term
closure/post-closure liability for our landfill cells.
At the beginning of the 2022/23 fiscal year, we also held one non-redeemable GIC, with a face value of
$1,489,552 and an interest rate of 1.16%. This GIC matured on January 3, 2023, and the maturity value of
$1,506,926 has been moved into the General Operating Reserve cash account, where it is currently earning
4.75%.
PRIORITIES FOR Q4 2022/23
2023/24 Capital and Operating Budget
PS3280 Asset Retirement Obligation implementation
Continue work on procurement process updates – P-Cards & PO Module
Landfill long-term strategy
2022/23 FINANCIAL FORECAST
The Operating Fund financial forecast, based upon results for the nine months ended December 31, 2022,
shows a surplus forecast for the year ended March 31, 2023, of $1,160,285.
The following pages show operating revenues and expenses by program areas.
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4
5
SUMMARY
The projected surplus of $1,160,285 is due to numerous combined variances (see previous pages for more
details). The largest projected variances are related to higher revenues and lower closure/post-closure costs for
the Landfill, and higher than budgeted Deed Transfer Tax (“DTT”), where we continue to experience historic
high levels of revenue, although, there are indications that this trend may be slowing. 100% of Landfill
variances and 50% of DTT variance are transferred to reserves.
The Operating Fund surplus also includes expenditures for transfers to reserves, and revenues for transfers
from reserves (see details of reserve transfer variances, above).
When considering he projected increase in reserve funds, the Municipality is forecasted to have a net
$2,861,837 surplus for the current fiscal year.
REQUEST FOR DECISION
REPORT TO: Municipal Council
MEETING DATE: February 9, 2023
DEPARTMENT: Corporate & Strategic Management
SUBJECT: 2021-24 Priorities Chart Update
ORIGIN: 2021-24 Strategic Priorities Framework
Date: February 1, 2023 Prepared by: Jonathan Meakin, Strategic Initiatives Coordinator
Date: February 10, 2023 Reviewed by: Tara Maguire, Deputy CAO
Date: February 10, 2023 Authorized by: Dan McDougall, CAO
RECOMMENDED MOTION
That Council approves the 2021-24 Priorities Chart, updated February 1, 2023, as the current summary
of actions that will advance priority areas and outcomes established by Council in the Municipality of
Chester 2021-24 Strategic Priorities Framework.
CURRENT SITUATION
On December 1, 2022, Committee of the Whole and senior staff completed a review of the 2021-24
Priorities Chart. Staff subsequently reviewed the Chart to update actions in response, while also
updating operational initiatives and capital projects as appropriate. Those updates have been made in
the Priorities Chart and summarized in the Discussion section below for Council’s information, review,
and approval.
BACKGROUND
The Municipality of Chester’s 2021-24 Strategic Priorities Framework helps guide the focus and
resources of Council during its current governance term. In addition to reaffirming the Municipality’s
Vision, Mission, and Values, the Strategic Priorities Framework established five Priority Areas—
Economic Development, Environmental Stewardship, Governance & Engagement, Healthy & Vibrant
Communities, and Infrastructure & Service Delivery—along with three outcomes for each.
The accompanying 2021-24 Priorities Chart outlines actions that will advance outcomes and provide
key performance indicators documented in quarterly updates to Council and in reports to the
community. In providing a summary of actions associated with strategic priorities, as well as for
significant operational initiatives and capital projects, the Priorities Chart aims to provide a context for
capacity, timing, and resource allocation needs, as well as relevant decision points.
Every four to six months, Council and staff review and update the Priorities Chart to provide a current
snapshot of our collective focus and ensure our work remains relevant and viable in relation to issues,
opportunities, and risks. This emphasis on ongoing process ensures Council can maintain flexibility in
being able to adjust strategic priorities as reactive or proactive action, as circumstances warrant.
R e q u e s t f o r D e c i s i o n P a g e | 2
Finally, its should be noted that although the Priorities Chart does not reflect the projects, programs,
and services that constitute the Municipality’s day-to-day work and responsibilities, those core services
are also integral to advancing Priority Outcomes.
DISCUSSION
As noted, this updated 2021-24 Priorities Chart captures direction from the review conducted during
the December 1, 2022 Committee of the Whole meeting, as well as subsequent staff updates finalized
on February 1, 2023.
UPDATES REVIEWED DURING THE DECEMBER 1, 2022 COMMITTEE OF THE WHOLE MEETING
The following are a series of updates to actions in the Priorities Chart that the Committee of the Whole
reviewed. These are no longer highlighted in the Priorities Chart but listed here for information:
Economic Development Priority Area
Strategic Priorities
REMOVED Rural Internet – only some administrative/communications work remaining
Operational Initiatives
REMOVED Tourism Chester – now part of ongoing operations
Environmental Stewardship Priority Area
Strategic Priorities
REMOVED Inland Flood Plain Mapping - more work required concerning accuracy of data
Governance & Engagement Priority Area
Strategic Priorities
ADDED program expansion implementation to Uniform Signage Program
Operational Initiatives
REMOVED Village of Chester Signage – action completed
REMOVED from Staffing -- removed all positions that were filled
ADDED to Staffing – building inspector and building inspector trainee recruitment
REMOVED from By-Law & Policy Development – Outdoor Burning By-Law, Infrastructure
Development Fund Policy, and Code of Conduct Policy – actions completed
Healthy & Vibrant Communities Priority Area
Operational Initiatives
REMOVED Pride Crosswalk – action completed
REMOVED Residential Units in VoC – action completed
R e q u e s t f o r D e c i s i o n P a g e | 3
REMOVED Lake Wide Rezoning – action completed
REMOVED Municipal Wharf/Float – action completed
REMOVED the following Open Space/Parks completed actions:
o Gold River Trail Design
o Haughn Property Engineering & Design
o East River Trail Parking Area Construction
o Castle Rock Development (Design)
Infrastructure & Service Delivery Priority Area
Strategic Priorities
ADDED to Growth Strategy for Exit 6 Area – workshop summary report and Request for
Direction for next steps
ADDED to Countway Mosher (Haughn) Property – Business Plan from Charlie Hutton's
association for Council's review
Operational Initiatives
REMOVED Streetlight Program – administrative function to document practices; ongoing
GIS mapping
Capital Projects
REMOVED Server infrastructure upgrade – action completed
ADDED to Sidewalks/AT Solutions (ICIP-funded projects) – original Duke St. to Victoria St.
split into two components: Duke St. to Valley Rd and Valley Rd to Victoria St
ADDED to Sidewalks/AT Solutions (ICIP-funded projects) – all estimated costs updated
UPDATES FOLLOWING COMMITTEE OF THE WHOLE DIRECTION
The following items are actions added as directed by the Committee of the Whole. These are
highlighted in blue in the updated Priorities Chart.
Governance & Engagement Priority Area
Operational Initiatives
ADDED under ‘By-Law & Policy Development’ -- Request for Direction on Dust and
Demolition Regulations
Healthy & Vibrant Communities Priority Area
Strategic Priorities
R e q u e s t f o r D e c i s i o n P a g e | 4
ADDED under ‘Accessibility Planning’ -- Request for Direction concerning options for a Wild
Rose Trail Accessible Surface Upgrade
ADDED Public Moorings Initiative (MICA) -- Request for Direction on possible program scope
Operational Initiatives
ADDED Lighting in the Village of Chester – report to Council
Infrastructure & Service Delivery Priority Area
Strategic Priorities
ADDED Unopened Provincial Roads – Request for Direction including a registry of unopened
provincial roads for Council’s review
Discussion during the December 1, 2023 Committee of the Whole meeting also noted there would
likely be strategic priority items in the near future related to the Hubbards Streetscape Project and
Tancook Ferry Wharf and Parking Lot sites.
OPTIONS
1. Council approves the 2021-24 Priorities Chart, updated February 1, 2023, as the current
summary of actions that will advance priority areas and outcomes established by Council in the
Municipality of Chester 2021-24 Strategic Priorities Framework.
2. Council does not approve the 2021-24 Priorities Chart, updated February 1, 2023, as the
current summary of actions that will advance priority areas and outcomes established by
Council in the Municipality of Chester 2021-24 Strategic Priorities Framework, and provides
further direction to staff for additional updates.
IMPLICATIONS
By-Law/Policy
None.
Financial/budgetary
Projects/initiatives listed in the current iteration of the 2021-24 Strategic Priorities Chart that have a specific
budget resource allocation are captured in the 2022-23 fiscal year budget, as appropriate.
Environmental
None
Strategic Priorities
The Priorities Update will assist the Municipality in advancing the following Priority Outcomes of the 2021-24
Strategic Priorities Framework:
Priority Outcomes: Governance & Engagement
R e q u e s t f o r D e c i s i o n P a g e | 5
1. Ensure municipal service delivery is efficient and effective, communicated and accessible.
Work Program Implications
The Strategic Initiatives Coordinator will continue to track and document updates to the Strategic Priorities
Chart and work with the Communications Officer & Outreach Coordinator to develop an update to the
community about achievements & advancements in the Municipality’s 2021-24 Strategic Priorities Framework
outcomes.
Has Legal review been completed? ___ Yes _ _ No _X_ N/A
COMMUNICATIONS (INTERNAL/EXTERNAL)
Once approved, the 2021-24 Priorities Chart (updated February 1, 2023) will be communicated:
Externally through the Municipal website, the Municipal newsletter, and social media
Internally through email, staff meetings, and department work plans
ATTACHMENTS
Municipality of Chester 2021-24 Priorities Chart (updated February 1, 2023)
ECONOMIC DEVELOPMENT
Updated January 19, 2023
PRIORITY OUTCOMES
2. Promote and grow the Municipality’s economic sectors.
Strategic Priorities
Sector Marketing Strategy
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Development of an Investment attraction marketing plan and
promotion material
Carried over from
previous FY DONE Normal CSM Erin Lowe Redo, CO, Consultant
$25,000 already
included in budget 100
Develop approach for Business Retention & Expansion program 2021/22 Q3 DONE High CSM Erin Lowe Sr.EDO, Consultant
$25,000 already
included in budget 100
Report from Business Retention & Expansion program 2022/23 Q2 2022/23 Q4 High CSM Erin Lowe Sr.EDO, Consultant
$25,000 already
included in budget 75 Survey completed, summary report received, consultant to deliver
final report on suggested projects
Arts & Culture Strategy
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Scope of work completed 2022/23 Q1 2022/23 Q3 High CSM Olivia Corkum
CEDO, Sr.EDO,
Consultant
$25,000 already
included in budget 100
RFP development 2022/23 Q3 2022/23 Q4 High CSM Olivia Corkum
CEDO, Sr.EDO,
Consultant
$25,000 already
included in budget 95
Award project 2022/23 Q4 2023/24 Q1 High CSM Olivia Corkum
CEDO, Sr.EDO,
Consultant
$25,000 already
included in budget 0
Project kick-off 2023/24 Q1 2023/24 Q1 High CSM Olivia Corkum
CEDO, Sr.EDO,
Consultant
$25,000 already
included in budget 0 Once successful proponent is chosen we will have an expected
project end date.
Kaizer Meadow Industrial Park
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Phase 1 Environmental Site Assessment Carried over from
previous FY DONE Normal CSM/IAO Erin Lowe
Sr.EDO, DI&O,
Consultant $6,000 100
Opinion of Valuation 2021/22 Q3 DONE Normal CSM Erin Lowe
Sr.EDO, Commercial
Realtors $0 100
Standard Terms of Sale / Covenants / Pricing Policy 2021/22 Q3 DONE Normal CSM Erin Lowe Sr. EDO, DI&O, Legal
$2000 allocation in
budget 100
Signage Plan 2021/22 Q2 2023/24 Q3 Normal CSM Erin Lowe Sr. EDO, DO TBD 30 Waiting on provincial input
Concept Plan Development Carried over from
previous FY 2022/23 Q4 Normal CSM/IAO Erin Lowe
Sr. EDO, DI&O,
Consultant
$100K allocation for
Concept Plan but official
budget TBD
75 Drafts being finalized at the staff level
Phase II Environmental Site Assessment 2022/23 Q1 DONE Normal CSM/IAO Erin Lowe Sr. EDO, Consultant $26,500 100
Atlantic Canada Site Certification Carried over from
previous FY DONE Normal CSM Erin Lowe Sr. EDO
$500 allocation in
budget 100
Our ongoing commitment to investment attraction, business support services, and infrastructure encourages entrepreneurship, supports sustainable development of target
sectors and strengthens the commercial tax base.
1. Partner in the development of infrastructure and opportunities for business development and attraction.
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 Outcome(s): 2,3. Also identified as a priority in the Economic Development Strategy
Priority Outcome(s): 1,2,3 Also identified as a priority in the Economic Development Strategy
Priority Outcome(s): 1,2,3
Nova Scotia Innovation Hub Bioeconomy Assets Inventory Project 2021/22 Q4 DONE Normal CSM Erin Lowe Sr. EDO $0 75 Site is live and Kaizer Meadow Industrial Park is featured. Promotion
plan from the NSIH TBD.
Foreign Direct Investment Promo Video, Site Signage Design and
Pitchbook 2023/24 Q1 2023/24 Q3 Normal CSM Erin Lowe Sr. EDO $18,275 0
Applied for funding from Global Affairs for a $36,550 Foreign Direct
Investment project. Global Affairs approved our application for
$18,275 in funding. Can come out of annual Marketing and
Promotions budget that we typically have pending council approval
of budget.
Parade Square Beautification Project
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Phase 1 - benches, pathway, landscaping Carried over from
previous FY DONE Normal CSM Heather Hennigar CEDO, I&O public works
staff
$12.5K Beautification &
Streetscaping Program
grant
100
Community engagement 2021/22 Q2 2023/24 Q2 Normal CSM Olivia Corkum CEDO, CO, I&O Director 80 Will complete engagement as directed in Spring, 2023. Plan to do a
walkabout with I&O Director
Consultation Summary and "Decision Point" Report on future
phases 2021/22 Q3 DONE Normal CSM Olivia Corkum CEDO 100
Staff were directed to carry out more consultation with residents
and bring back a modified plan to Council based on the feedback
from residents and abutting property owners as well as the village
commission
Internal consultation 2022/23 Q2 DONE Normal CSM Olivia Corkum CEDO, I&O staff, health
& safety, accessibility 100 Completed internal meetings to determine safety and accessibility
concerns and infrastructure considerations
Modified plan 2023/24 Q2 2023/24 Q3 Normal CSM/IAO Olivia Corkum / Matthew Blair CEDO, I&O Director 0 Modified plan based on feedback from residents/abutting property
owners and village commission
Business Park
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Bring forward options report for Wakeup Hill property 2023/24 Q4 Low CSM/IAO Erin Lowe Sr. EDO, DCAO TBD 0
Workshop with Council to investigate approach for potential new
sites 2022/23 2023/24 Q4 Low CSM/IAO Erin Lowe Sr. EDO, DI&O,
Consultant TBD 0
Operational Initiatives
Physician Attraction & Retention Program
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Print marketing campaign with Canadian Medical Association
Journal 2021/22 Q1 DONE Normal CSM Erin Lowe CEDO
Included in the 2020-21
Healthy Communities
Grant ($25,000)
100
Enhanced physician retention program 2022/23 Q1 2022/23 Q4 Normal CSM Olivia Corkum CEDO
2022-23 Healthy
Communities Grant
secured ($15,000)
70
Delivered lunch to physicians and NP's as alternate appreciation gift
to appreciation event. Meeting with Volunteer NS on for embedded
search function. Need to contract marketing consultant and curate
experience packages. Meeting with NS Health and OHC on reg. basis.
Business Retention & Expansion Initiatives
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Priority Outcome(s): 3
Priority Outcome(s): 1,2,3
Outdoor Dining Bylaw Carried over from
previous FY DONE High CSM Erin Lowe
Sr. EDO, DCAO, DI&O,
DO, Sr. Planner,
Accessibility
Coordinator, Legal
Funds allocated in
annual operating
budget
100
Vendor Licencing review 2021/22 Q3 2022/23 Q4 Normal CSM Erin Lowe Sr. EDO, DCAO, MC, DO,
DI&O, Director CDR
Funds allocated in
annual operating
budget
Events Permitting review 2021/22 Q3 2023/24 Q1 Normal CSM Erin Lowe Sr. EDO, DCAO, MC, DO,
DI&O, Director CDR
Funds allocated in
annual operating
budget
Capital Projects
Updated February 1, 2023
Strategic Priorities
Procurement Program
Priority Outcome(s): 1,2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Presentation to Council on procurement program strategy
FIS to determine details re: timing, resources for various procurement components 2021/22 Q2 DONE High FIS Dan Pittman FIND, RM 100 Procurement program strategy presented to SMT 2022-02-17 . Presentation to
Council 2022-06-23.
e-Procurement Platform
Carried over
from previous
FY
DONE High FIS Dan Pittman RM
bids & tenders base cost with supplier
performance and contract
management modules 3,750 annual
subscription. Additional 1,495 for
secure e-signature extension for
contracts
100 System (bids&tenders) being implemented. Estimated go-live 3rd Quarter 2022.
PO Module
Carried over
from previous
FY
DONE High FIS Tim Topping FINM, AP, Director of FIS, RM 100 System (Diamond PO Module) being implemented. Incremental roll-out starting with
Public Works.
P-Cards Normal FIS Tim Topping FINM, ISDIR, RM 10
P-card provider has been identified, reviewed by staff, and noted as an ideal option.
Next steps are identifying time and resources to complete transition from current
provider
Procurement policy(ies) review and revision Normal FIS Tim Topping FIND, RM $5,000? Legal Review (LXM Law?)10 Preliminary review.
Village SPS and LUB Review
Priority Outcome(s): 2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Resident Survey 2021/22 Q2 DONE CDR Garth Sturtevant SP, summer student $3,600 100 Survey was distributed and collected in August 2021. Surveys received until Sept.
Survey results tabulated.
Architectural Study 2021/22 Q2 DONE CDR Garth Sturtevant Senior Planner, RM $15,000-$20,000 100
Open competition NRFP issued on Sept. 10, 2022 Close Oct. 15th. Award Oct 25th.
Contract signed. Public workshop May 2022. Final Report July 2022. Final Report
presented to Council Sept 15, 2022.
Future Development of Highway 3 (North Street) Workshop 2022/23 Q2 DONE CDR Garth Sturtevant
Senior Planner, Planner, Administrative
Assistant, other CDD&R staff 100 Public Engagement held on August 18, 2022. Summary report presented to VPAC
November 8, 2022.
Review of Existing SPS Policies 2021/22 DONE CDR Garth Sturtevant Senior Planner, Planner 100 Reviewed existing policies with VPAC. Will require additional policies to fill-out the
document and ensure ability to enforce provisions of LUB once that work is started.
Drafting of new SPS and LUB 2023/24 Q2 CDR Garth Sturtevant Senior Planner 75 First public draft of LUB 75% complete; first public draft of SPS 25-50% complete
Community Engagement Workshops 2023/24 Q3 CDR Garth Sturtevant
Senior Planner, Planner, Administrative
Assistant, other CDD&R staff
Rental fee for legion or other venue
(TBD)0 Final round of engagement will take place once draft SPS and LUB are ready.
Adoption of revised SPS and LUB 2023/24 Q4 CDR Garth Sturtevant 0
Investment Strategy
Priority Outcome(s): 2,3
PRIORITY AREA: GOVERNANCE & ENGAGEMENT
1. Ensure municipal service delivery is efficient and effective, communicated and accessible.
2. Ensure municipal bylaw and policy frameworks reflect current and changing needs.
3. Continue to develop an asset management system that will inform decisions about infrastructure, development, levels of service, risk assessment, and associated financing.
Our governance and administration processes demonstrate a commitment to efficient and fiscally sustainable service delivery. Our commitment to communications & engagement provides residents, businesses, and
organizations with access to services, information, and decision-making as meaningful participation in local government.
PRIORITY OUTCOMES
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Investment Policy DONE Normal FIS Malcolm Pitman Director of FIS 100
Cash-Flow Forecasts 2021/22 Q4 2022/23 Q4 Normal FIS Tim Topping Director of FIS, FINM, financial analyst Financial analyst 0
Clean-up of accounting records to reconcile reserve balances is ongoing (Q3 22/23).
Next step will be cash flow projections for each reserve, to identify available funds for
investment
Uniform Signage Program
Priority Outcome(s): 2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Updated draft By-Law for Council review 2021/22 Q1 DONE High CDR/CSM Emily Statton Planner, CEDO, CO, PW staff 100 Uniform Signage Bylaw complete. Implementation taking place Q1 2022.
Launch of Uniform Advertising Signage Program: Spring 2022 2022/23 DONE High CDR/CSM Sylvia Dixon CDR staff, CEDO, CO, PW staff 100 Uniform Signage program has been implemented with sign installation started in
August 2022.
Report to Council on program expansion & implementation 2023/24 Q1 Normal CDR Chad Haughn 50
Boundary Review
Priority Outcome(s): 2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
First phase of Municipal Governance & Boundary Review 2021/22 Q4 DONE Normal CSM Jonathan Meakin
SI Coordinator, MC, DCAO, GIS
Specialist 100 Report to council on February 10, 2022 decision to proceed with current governance
model
Second phase - Report to council size and consultation plan DONE CSM Jonathan Meakin
SI Coordinator, MC, DCAO, GIS
Specialist 100 Reports to Council on May 20, 2022 and August 4, 2022
Public consultation DONE CSM Jonathan Meakin
SI Coordinator; Communications &
Outreach Officer 100
Draft Municipal Governance & Boundary Review study for Council's review & approval DONE CSM Jonathan Meakin
SI Coordinator, MC, DCAO, GIS
Specialist 100
Submission of complete Application (Form C & Study) to NSUARB by December 31, 2022 DONE CSM Jonathan Meakin SI Coordinator 100
NSUARB Public Hearing on MOC Application 2022/23 Q4 CSM Jonathan Meakin
SI Coordinator, Municipal Clerk,
Municipal Solicitor, DCAO Public hearing is on March 7, 2023 at 2pm
Municipal Salaries & Benefits Review
Priority Outcome(s): 1,2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Salaries & benefits review for Municipal staff and Council 2021/22 Q3 2023/24 Q1 High CSM/FIS Tara Maguire DCAO, MC; Director of FIS, Consultant Consultant; $35K in 2021-22 budget 25 Awarded to Gerald Walsh; working on finalizing contract and setting up kick off
meeting
Human Resources Policy
Priority Outcome(s): 1,2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Review and develop Human Resources Policy framework 2021/22 Q3 2023/24 Q1 High CSM/FIS Tara Maguire DCAO, MC; Director of FIS, consultant Consultant; $50K in 2021-22 budget 75 RFP awarded to Gerald Walsh; contract finalized, project initiated. Deliverables
delayed.
Operational Initiatives
Aspotogan Wharf
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Aspotogan Wharf Community Engagement for options 2022/23 Q4 Normal CDR Gord Tate ALC Staff exploring possible options for wharf.
VoC Fire Services Contract
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Village of Chester Fire Services Contract Multiyear DONE High CSM Tara Maguire DCAO 100 Implementation remaining
Tax Sale Report
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Tax Sale Options Report 2023/24 Q2 Low FIS Tim Topping Director of FIS, FINM, RM 0
Fire Advisory Committee
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Provide recommendations for reinstating Fire Advisory Committee 2022/23 Q4 Normal CSM
Tara Maguire & Bruce
Blackwood DCAO, Fire Services Coordinator 75 Terms of reference sent out to Commissions and Departments for comment;
comments to be submitted in December; report to Council in December
Asset Management System
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Asset and Maintenace management system development Multiyear Normal
CSM/FIS
IAO/CDR
Manny Blair, Tami Clarke,
Jonathan Meakin
SI Coordinator, GIS Specialist, RM,
Director IAO, Director of PW, CET,
Director of CDR, DPT, Director of FIS,
FA
30
Imminent infrastructure renewal and new construction projects and access to
existing data management solutions, cross-functional team will advance asset
management practices. Defined commitment, scope, and processes will inform make
decisions project grant opportunities, external consultants, work program impacts,
etc. ERSI asset management project initiated to configure GIS modules and 4 initial
workflows.
Staffing
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Building Inspector recruitment 2022/23 Q4 Normal CDR Chad Haughn Director of CDR, DCAO, MC 50
Building Inspector Trainee recruitment 2022/23 Q4 Normal CSM Chad Haughn Director of CDR, DCAO, MC 50
By-Law & Policy Development
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Develop Communication Tower siting policy; review MPS policy for siting cell towers
(CRINS policy)2023/24 Q2 Low CDR Garth Sturtevant SP
Tax Exemption By-Law Review 2023/24 Q2 Normal FIS/CDR Tim Topping Director of FIS, Director of CDR, ES Direction has been provided by Council. Next step is drafting of new policy
‘Municipal Election Activity’ Policy 2023/24 Q3 Low CSM Jonathan Meakin SI Coordinator, DCAO
By-Law & Policy Adoption, Amendment, Appeal Procedures 2023/24 Q2 Normal CSM Jonathan Meakin SI Coordinator, DCAO, MC
Request for Direction on Dust and Demolition regulations CDR
Council asked staff for information on the approach by other municipal units towards
dust from demolition, sandblasting, asbestos.
Capital Projects
Updated January 19, 2023
PRIORITY OUTCOMES
Strategic Priorities
Water Quality Monitoring
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Presentation by external researcher on Bayswater Beach 2021/22 Q1 DONE High CDR Chad Haughn Director of CDR 100
Dr Spooner presented research to Council on July 15/21. Coastal
Action to work in partnership with Dr Spooner on future Bayswater
monitoring. - COMPLETE
Report following a one-year trial expanded water quality testing program 2021/22 Q1 DONE High CDR Chad Haughn
Director of CDR, Consultant (Coastal
Action)
Budget allocation for external
consultant & testing $16,500 80 Monitoring started in June 2021. Final reports received April 2022.
Discussion of ongoing municipal role in water quality testing 2022/23 Q4 High CDR Chad Haughn Director of CDR
Meeting with Coastal Action staff in January to discuss water quality
testing options.
Municipal Water Strategy
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Community Wells initiative options report 2021/22 Q4 DONE High IAO Leigh Besanger WWE, DPW $60,000 100
Report presented to Council in January. Direction to engage potential
community partners and investigate possible well drilling initiative in
Middle River area.
Options for Water Supply Upgrade Lending Program expansion.
Consider:
1. program extended to commercial sector for potable water (wells, cisterns, etc. in
current program for provision of water)
2. on-site wastewater financing as the same program or as a distinct program?
2021/22 Q4 2022/23 Q4 Normal CSM/FIS Tim Topping/Jonathan
Meakin Director of FIS; SI Coordinator
Option of increasing loan amount. Additional grant option? Check
with MGA re: offering financing program to commercial sector
stakeholders.
Transition 2050 (Climate Change Local Action Plan)
Priority Outcome(s): 1,2,3
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Discussion of options report for a Climate Change Local Action Plan for corporate and
community climate mitigation and adaptation strategies 2022/23 Q4 Normal CSM Jonathan Meakin SI Coordinator 80
Review recommendations of the T2050 report; overview of an
environmental scan (provincial, federal, other municipal work);
possible actions for a concerted local climate change action plan,
both mitigation and adaptation strategies
PACE (Property Assessed Clean Energy) Program
Priority Outcome(s): 1,2,3
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Priority Outcome(s): 3
PRIORITY AREA: ENVIRONMENTAL STEWARDSHIP
2. Explore options for integrating green energy and sustainable technologies in municipal infrastructure and program delivery.
3. Support environmental conservation & protection initiatives and efforts to tackle the impact of climate change.
Priority Outcome(s): 3
Our leadership in environmental stewardship seeks innovative approaches for sustainable community planning and decision-making that balances growth, invests in green
business and infrastructure, enhances quality of life, and responds to the environmental impacts of climate change.
1. Seek opportunities for innovation and leadership in waste management.
Request for Direction for PACE program options DONE High CSM/FIS Jonathan Meakin SI Coordinator; Director of FIS 100 Options presented and direction May 17, 2022
PACE Program By-Law DONE High CSM/FIS Jonathan Meakin SI Coordinator; Director of FIS 100 Draft By-Law & Policy & further options discussed with Council on
November 17, 2022 and November 24, 2022
Complete & submit an application to the Municipal PACE Program Support Grant, Dept
of Natural Resources & Renewables DONE High CSM Jonathan Meakin SI Coordinator 100 Grant support designated for PACE program development/roll-out
Finalize & adopt PACE Program Policy 2022/23 Q4 High CSM/FIS Jonathan Meakin SI Coordinator; Director of FIS 80
Complete PACE Program development (Clean Energy Financing) with Clean Foundation 2022/23 Q4 High CSM/FIS Jonathan Meakin SI Coordinator; Director of FIS 25
Finalize CEF documentation; MOC legal review of Customer
Agreement; coordination of marketing & communications
components
Landfill Business Planning
Priority Outcome(s): 1
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Development of Financial Model Scenarios 2021/22 Q2 DONE High FIS/IAO Tim Topping CAO, DI&O
Engage with Grant Thornton in
developing model; additional costs for
auditors' services
100 Model is in use for budgeting, planning, and forecasting work.
Equipment Replacement Policy DONE Normal IAO/CSM Christa Rafuse
DSW, DI&O, Director of FIS, SW Client
Services Coordinator, PW Administrative
Coordinator
100 Landfill Equipment Replacement Policy effective June 23rd.
Operational Review 2022/23 Q4 2023/24 Q2 Normal IAO/CSM Christa Rafuse Director of SW, CAO, DI&O, Consultant 10 Initial internal review underway. Consultant to be hired to conduct
operation review of KM
Sustane Transition MULTI-YEAR Ongoing CSM/IAO Christa Rafuse / Dan M Director of PW, DI&O, CAO 0 Monitor and assess.
Operational Initiatives
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Capital Projects
Enviro Toilets
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Confirm the locations DONE High IAO/CDR Gord Tate ALC, DPW 100
Confirm the type of toilets DONE High IAO/CDR Gord Tate ALC, DPW, RM 100 Specifications defined
Procurement 2022/23 Q4 High IAO/CDR Gord Tate ALC, DPW, RM 75 RFQ proposals evaluated. Revaluating options.
Installation 2023/24 Q1 High IAO/CDR Gippy Dominey CET, DPW 0 Spring installation of composting toilets
Updated February 1, 2023
PRIORITY OUTCOMES
Strategic Priorities
Accessibility Planning
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Submit Community Works Program grant for funding support of Accessibility
Coordinator 2021/22 Q1 DONE High CSM Jonathan Meakin SIC, DCAO 100
Hiring of Accessibility Coordinator 2021/22 Q1 DONE High CSM Tara Maguire DCAO 100 Accessibility Coordinator Hired
Internal committee work plan 2021/22 Q2 MULTI-YEAR Normal CSM Ellen Johnson AC, CO, internal staff working group
Local Accessibility plan developed and
approved by Council. Working to develop an
implementation plan with smaller, cross-
functional groups
Internal action plan Multiyear 2022/23 Q4 Normal CSM Ellen Johnson AC, CO, internal staff working group 75
4 of 5 draft documents on different
accessibility standards for MOC complete. Next
step will be comparison of drafts with other
Lunenburg County units for consistency
2020 Enabling Accessibility Fund grant agreement and coordination of revised project
scope for design/construction of accessible washroom in administration building
following recommendations of accessibility audit
2021/22 Q4 2022/23 Q4 Normal CSM/IAO Jonathan Meakin SIC, AC, CET
$100K Enabling Accessibility Fund
grant from Employment and Social
Development Canada, confirmed in
August 2021
75
Original project submitted included conversion
of two bathrooms on second floor of
Administration building to one accessible
washroom, as well as conversion of Wild Rose
washrooms.
Accessibility audit 2021/22 Q4 DONE Normal CSM Ellen Johnson AC, RM, DCAO 100 Accessibility audit RFP closed, presented to
council Nov 2022
Basic upgrades to administration & annex building washrooms following
recommendations from accessibility audit 2023/24 Q1 Normal CSM/IAO Ellen Johnson AC, CET, PW staff,
Amended to basic upgrades until long-term
facilities direction is developed.
Design & construction of accessible washroom for Wildrose Park 2021/22 Q4 2023/24 Q1 Normal CSM/IAO Tammie Bezanson CET, AC, PW staff 50
Under construction. Electricians, plumbers,
new doors and hardware, new floor, and adult
changing table have been ordered or awarded.
Should be open for the 2023 season.
PRIORITY AREA: HEALTHY & VIBRANT COMMUNITIES
Priority Outcome(s): 1, 2
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.
3. Determine a municipal role in terms of protecting and increasing a broad range of housing stock to meet community needs.
Our ongoing engagement with partners and stakeholders supports vibrant and sustainable communities throughout our Municipality. Through long range planning that creates active and safe communities, and through
the provision of accessible and inclusive programs and services, we work to improve quality of life for residents.
Request for Direction concerning options for a Wild Rose Trail Accessible Surface
Upgrade Tammie Bezanson 0
Fire Protection Services Review
Priority Outcome(s): 1
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Review of subcommittee feedback with consultant 2021/22 Q2 DONE Critical CSM Bruce Blackwood FSC, DCAO 100
Consultant has agreed to visit each fire
department to determine if there is missing
information.
Review of phase 3 and final report with committee - Recommendations to council Carried over from
previous FY DONE High CSM Bruce Blackwood FSC, DCAO 100
Presenting Report to Committee April 28. Will
be reviewing recommendations and
prioritizing recommendations for council
recommendation.
Review final report and recommendations from committee with council 2021/22 Q2 DONE High CSM Bruce Blackwood FSC, DCAO 100
Fire Depts selected priorities & presented to Council; Formation of Fire Advisory
Committee to implement work plans. 2023/24 Q1 High CSM Bruce Blackwood FSC, DCAO
Fire Advisory Committee develops work plans (short term) 2021/22 Q3 2023/24 Q2 High CSM Bruce Blackwood FSC, DCAO
Equity, Diversity and Inclusion Action Plan
Priority Outcome(s): 1, 2
Action Start Completion Priority
Department Lead HR Resources Financial Resources Status Comments
Establishment of a Committee Carried over from
previous FY DONE High CSM/CDR
Tara Maguire & Nadine
Hackney DCAO, CO, CDC, MC, SIC 100 Committee set up on Teams
Development of EDI Action Plan 2022/23 Q4 High CSM
Jonathan Meakin and Jennifer
Webber SI, CO, EDI Advisory Committee 75
Implementation of Action Plan initiatives approved by Council Carried over from
previous FY MULTI-YEAR High CSM Tara Maguire & Jennifer
Webber DCAO, CO
Active Living Strategy
Priority Outcome(s): 1
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Draft Active Living Strategy Carried over from
previous FY 2023/24 Q2 Normal CDR Gord Tate ALC, Director of CDR
Housing Toolbox
Priority Outcome(s): 3
Action Start Completion Priority
Department Lead HR Resources Financial Resources Status Comments
Presentation to Council:
1. status of Housing Commission
2. contents of an affordable housing toolbox
3 role of the provincial & federal governments
2023/24 Q1 Normal CDR/CSM Dan McDougall CAO, SP, John Gamey 75 John Gamey presented to Council in February
Options Report for Short Term Rental Regulatory Framework for Lunenburg County 2021/22 Q4 2023/24 Q1 Normal CDR Tara Maguire CSM Provincial grants
Senior Planner presented to Mayors and
Wardens meeting.
Will address Airbnb rentals
Village of Chester Traffic Study
Priority Outcome(s): 1
Action Start Completion Priority Department
Lead HR Resources Financial Resources Status Comments
Draft Traffic Impact Study from CBCL DONE High IAO/CDR Fred Whynot DI&O, DPW, ALC 100 Study received
Recommendations to Council 2022/23 Q4 Normal IAO/CDR Fred Whynot DI&O, DPW, ALC 50
Awaiting Provincial Traffic Calming Policy to be
approved to guide next steps for the Traffic
Study
Public Moorings Initiative (MICA)
Priority Outcome(s): 1
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Request for Direction on a possible program scope TBD Normal CDR 0
Operational Initiatives
Open Space/Parks
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Moland Point Engineering & Design 2021/22 Q2 2023/24 Q2 CDR/IAO Gord Tate ALC, DPW
Lighting in the Village of Chester
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Report to Council TBD CDR/IAO 0
Updated February 1, 2023
PRIORITY OUTCOMES
Strategic Priorities
Wastewater Strategy
Priority Outcome(s): 1, 2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Wastewater Service Study from EXP to provide recommendations for
future growth.2021/22 Q1 DONE Critical CSM/IAO Jonathan Meakin
SIC, DI&O, DPW, CAO, DCAO, GIS
Specialist $130,358 DMA PCAP grant, confirmed 95
++ Close-out project with EXP; digital files for ongoing
data documentation
++ Complete & submit final PCAP reports to DMAH
Review and prioritization of short-term wastewater initiatives in workshop
with Council to meet service capacity & operational issues identified
Wastewater Service Study; identify capital projects; prioritize options for an
implementation plan
2021/22 Q3 DONE Critical CSM/IAO Jonathan Meakin
SIC, DI&O, Director of PW, CET, CAO,
DCAO 100 Workshop with Council on March 10, 2022
Develop project scope, write, and submit application to the Investing in
Canada Infrastructure Program (ICIP) Green - Environmental Quality Stream 2021/22 Q4 DONE Critical CSM/IAO Jonathan Meakin
SIC, DPW, CET, CAO, DCAO, GIS
Specialist 100 Complete application submission on April 1, 2022
Financial analysis for the implementation of recommendations (capital and
operational) from the Wastewater Service Study 2022/23 Q4 Normal IAO Fred Whynot FA, DI&O, DPW, Director of FIS 50 Workshop presented to council Nov 2022; RFD to
follow in Q4 - pending Sustainable Communities Fund
Development Charge options to support Wastewater Strategy goals 2022/23 Q4 Normal CSM/IAO Fred Whynot/Tara
Maguire DPW, DI&O, SIC, DCAO 50 Development Charge options to be presented to
council in Q4
On-Site Septic Financing Program
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Options for on-site septic financing program -- By-Law, Policy, program 2022/23 Q4 Normal CSM/FIS/IAO Jonathan Meakin SIC, Director of FIS, DPW 25 Provision for such a program in MGA Section 81A(1)
and (2)
Growth Strategy for Exit 6 Area
Priority Outcome(s): 1
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Workshop with Council & staff on growth strategy in the Exit 6 area (Simms
Settlement, Hubbards, Mill Cove) to scope the project DONE Normal CSM/IAO/CDR Erin Lowe
Sr. EDO, DPW, reps from IAO &
Planning, Consultant $50,000 already included in budget 100 Staff met to discuss scoping and have engaged with a
facilitator to assist with workshop prep and execution
Workshop summary report and Request for Direction for next steps 2022/23 Q4 Normal CSM/IAO/CDR Erin Lowe
Sr. EDO, DPW, reps from IAO &
Planning, Consultant
Shared Services
PRIORITY AREA: INFRASTRUCTURE & SERVICE DELIVERY
Through asset management practices that inform annual operations and maintenance programs as well as long-term capital renewals and upgrades, we invest in public infrastructure. In response to ongoing changes in levels of service,
regulatory requirements, population, and technological innovation, we work to provide infrastructure that is cost-effective, reliable, and sustainable.
1. Develop and implement evidence-based plans for future infrastructure and service needs, along with related funding models, to accommodate sustainable growth and levels of service.
2. Create efficiencies through innovative service delivery, and proactive maintenance and operations of existing infrastructure.
3. Plan for and create infrastructure that improves the connectivity of roads, multi-use trails, natural assets, and facilities as part of an active transportation network.
Priority Outcome(s): 2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Building Shared Services MODC/TOL/MODL - Phase 2 options (lead agency)
Carried over
from previous
FY
2022/23 Q4 Normal CDR/CSM Tara Maguire & Chad
Haughn Director of CDR, DCAO, Consultant Consultant 90
Consultant work completed. Partner municipal units
to make final decision on future direction. Winding
back shared service model.
Shared IT Position with the Town of Lunenburg 2021/22 Q1 DONE Normal FIS Cliff Gall Director of IS, Director of FIS, RM 60/40 split MODC/TOL 100 Position filled.
Countway Mosher (Haughn) Property
Priority Outcomes: 1, 2, 3
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Options report to determine viable uses of house 2021/22 Q1 DONE High CDR/IAO Chad Haughn Director of CDR Estimate for demolition: $70,000 100
Follow up with Charlie Hutton DONE Normal CDR Chad Haughn, Dan
McDougall, Sam Lamey Director of CDR, CAO 100 One year agreement has been executed.
Business Plan from Charlie Hutton's association for Council's review 2023/24 Q4 Normal CDR/IAO Chad Haughn Director of CDR, Director of IAO
Mill Cove Fire Protection System
Priority Outcomes: 1, 2
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Mill Cove FPS Options report present to council for review and approval 2022/23 Q4 High IAO/FIS Fred Whynot DI&O; DCAO, DPW, Director of FIS 60 Staff will be scoping the project and will bring
forward to council in Q4
Implementation of the selected recommendation: design; public tender;
contract award 2021/22 Q3 2023/24 Q3 High IAO/FIS Fred Whynot DI&O; DCAO, DPW, Director of FIS 0 Following approved recommendations of above
Unopened Provincial Roads
Priority Outcomes: 1, 3
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Request for Direction -- review of unopened provincial roads registry Normal 0 `
Operational Initiatives
Public Works Initiatives
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Trail Surface Upgrades: develop a process for trail inspections (Laserfiche
forms); Train multiple staff in inspections for consistency; develop
processes to convert the inspection report into MWO
2022/23 Q2 2023/24 Q2 Normal CDR/IAO
Manny Blair DI&O, DPW, ALC Trail Maintenance Budget 50 Trail Inspection completed in Aug 2022; inspection
matrix to be developed by Q4
J Class Roads: Confirm the roads for J-class submission with the council and
submit to NSDPW for J-class program for 2022/23 year 2022/23 Q3 DONE High IAO Manny Blair DI&O; DPW, Director of FIS CCBF (Gas Tax)100 New J-Class evaluation criteria complete; presented
to council. 2023 J-Class list submitted to NSDPW
Wastewater TP operational efficiencies
Linear Infrastructure
Develop Manuals and Processes for Treatment plants & collection systems 2023/24 Q3 High IAO Leigh Besanger WWE, DPW, RM 10 IN progress. Completion in 2023/24
Develop processes for collection including data collection and management
to ensure the validity of data in the GIS Map 2023/24 Q3 High IAO Leigh Besanger WWE, DPW, GIS Specialist 10
Transitioning of data to Laserfiche forms; Part of the
asset management project; linked forms to GIS.
Ongoing
Evaluate the operational performance with the industry benchmark and
optimize operations where necessary 2023/24 Q3 High IAO Leigh Besanger WWE, DI&O, DPW 10 Reviewed with a regulations/compliance lens. On-
going
Evaluate safety plan for the Treatment plants 2023/24 Q3 High IAO Leigh Besanger WWE, DI&O, DPW 10 Assistance from Bruce Blackwood. Ongoing.
Wastewater Treatment Upgrades
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Mill Cove WWTP – Addition of Biofilter Unit
RFD to Council 2021/22 Q3 DONE Low IAO Fred Whynot DPW, DI&O, WWE 100 Presented to council in Nov 2023. Complete
Mill Cove WWTP – Addition of Biofilter Unit
Design work
Public Tender
Contract awarded /Execution
2021/22 Q3 ON HOLD Low IAO Fred Whynot DPW, DI&O, WWE
External stakeholders impact on timeline; awaiting
developer progress
Lift Station Panel Upgrades and generators
Carried over
from previous
FY
2023/24 Q3 High IAO Fred Whynot DPW, DI&O, WWE 85 At least $30,000 of more upgarde work to be
completed.
Pump Replacements -- annual program DONE High IAO Fred Whynot DPW, DI&O, WWE Part of 2022-23 capital budget 100 RFSO closed EO May 2022. Supplier in place.
Complete
Capital Projects
Sidewalks/AT Solutions (ICIP-funded projects)
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Hwy 329 to trail (60m) 2023/24 Q3 Normal IAO Tammie Bezanson CET, DPW, ALC $140,332 50 Awaiting design approvals from
NSDPW/NSECC/Acadia
Hwy 3 to Croft Road (265m) 2023/24 Q3 Normal IAO Tammie Bezanson CET, DPW, ALC $743,723 50 Awaiting design approvals from
NSDPW/NSECC/Acadia
Our Health Centre to Pig Loop (160m) 2023/24 Q3 Normal IAO Tammie Bezanson CET, DPW, ALC $433,513 50 Awaiting design approvals from
NSDPW/NSECC/Acadia
Duke St. to Valley Rd 2023/24 Q3 Normal IAO Tammie Bezanson CET, DPW, ALC $863,625 50 Awaiting design approvals from
NSDPW/NSECC/Acadia
Valley Rd to Victoria St. TBD Normal IAO Tammie Bezanson CET,DPW,ALC $417,352 50
Crosswalks/Rapid Rectangular Flashing Beacons (RRFBs)
(ICIP-funded projects)
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
HWY 329 at Hubbards Sailing Club Crossing DONE Normal CDR Gord Tate ALC, DPW, CET This RRFP site was not approved by the Province
Hwy 3 at Walker Cut Rd trail cross 2023/24 Q3 Normal CDR Gord Tate ALC, DPW, CET $29,000 Awaiting design approvals from NSDPW
Hwy 3 at East River trail cross 2023/24 Q3 Normal CDR Gord Tate ALC, DPW, CET $29,000 Awaiting design approvals from NSDPW
Hwy 3 at Lawrence Hatt Rd. 2023/24 Q3 Normal CDR Gord Tate ALC, DPW, CET $29,000 Awaiting design approvals from NSDPW
Hwy 3 at Hwy 12 2023/24 Q3 High CDR Gord Tate ALC, DPW, CET $29,000 Awaiting design approvals from NSDPW
Trail Bridges
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Trail Bridges Evaluation 2021/22 Q1 DONE Normal CDR/IAO Gord Tate ALC, DPW, CET 100 Design Point report complete.
East River trail foot bridge 2021/22 Q2 2023/24 Q3 Normal CDR/IAO Gord Tate ALC, DPW, CET $25,000 50 NSNR approval received.
Trail Bridges maintenance program 2021/22 Q2 DONE Normal CDR/IAO Gord Tate ALC, DPW, CET 100 Complete. Bridge repairs included in 10 year capital
budget.
Gold River repair update/options to Council 2021/22 Q1 DONE High IAO/CDR Gord Tate ALC, DPW, CET 100 Complete. Council selected bridge replacement
option. RFP for new bridge is next step.
Kaizer Meadow Landfill
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Dozer D6 2021/22 Q1 DONE High IAO Christa Rafuse DSW 500,000 100 Delivered
Public Drop off Renovation (design and construction) 2021/22 Q2 2023/24 Q2 Normal IAO Christa Rafuse DSW, Site Supervisor KM $100,000 0 To be included in 2023/24 budget. RFP issued in Q1;
Construction Q2
Landfill Cell 3B Design & Construction 2021/22 Q2 2023/24 Q2 Critical IAO Christa Rafuse DSW, CBCL Ltd $6,000,000 75
Design completed ($75,000). Construction tender
awarded to Dexter. Construction completion due by
July 2023
Compactor 2022/23 Q1 DONE High IAO Christa Rafuse DSW; DI&O $1,300,000 100
CFC removal 2021/22 Q2 DONE Normal IAO Christa Rafuse DSW, Site Supervisor KM $10,000 100 CFC removal by Northern Climate. Complete
Curbside (Green) Carts 2021/22 Q2 DONE High IAO Christa Rafuse
DSW, DI&O, Client Service
Coordinator, RM $65,000 100 250 Green carts ordered. ETA Feb 2023.
Leachate Treatment Plant
Action Start Completion Priority Department Lead HR Resources Financial Resources Status Comments
Phase 1 EVC LTP Ph 1
Carried over
from previous
FY
DONE High IAO Christa Rafuse DSW, CBCL Ltd $475,000 100
Phase 2 EVC LTP Ph 2 2021/22 Q1 2023/24 Q3 Normal IAO Christa Rafuse DSW, CBCL Ltd $100,000 95
Phase 2 design awarded Nov 2022. Design due Q4;
RFP for construction Q1 2023/24; Construction Q2/3
TBC
REQUEST FOR DIRECTION
REPORT TO: Committee of the Whole
MEETING DATE : February 9 , 2023
DEPARTMENT: Corporate and Strategic Management
SUBJECT: Wastewater capital charge
ORIGIN: Wastewater Strategy
Date: January 6, 2023 Prepared by: Tara Maguire, Deputy CAO
Date: Reviewed by: Fred Whynot, Director of Public Works
Date: Authorized by: Dan McDougall, CAO
CURRENT SITUATION
In August 2022, Council received a report recommending an wastewater capital charge to recover capital costs
for new developments. More information on the Equivalent Dwelling Unit was requested.
BACKGROUND
Council approved a common annual sewer rate in 2014 based on an Equivalent Dwelling Unit charge. Currently,
each user is charged a sewer fee annually based on an Equivalent Dwelling Unit Charge. This charge is intended
to cover the maintenance of the system and it also contributes to upgrading the system. The EDU is put into a
sewer reserve. When it was established the intent was to fund the existing system, including maintenance and
upgrades. It was not designed to fund capital costs for expansion of the system and capacity upgrades.
When established the EDU was based on a number of principles:
• Establishing a fair system under which rates are established;
• Minimizing the impact on lower income system users;
• Ensuring that proposed changes do not stifle business development opportunities for system users;
• Users of the systems should bear the costs associated with the systems
• Ensuring consistency with Council policy and the Strategic Plan
When the EDU was discussed in 2014, it was noted that the EDU was a first step in ensuring sustainability of the
wastewater systems. Additional work was needed to identify additional sewer opportunities to service future
economic growth and development and to develop a plan for plant replacements and upgrades done with larger
goals in mind. Staff now have a workplan in place and are working on the plans for replacements, upgrades and
expansions. Setting a capital development charge is the next step to ensure financial sustainability of the
system.
Expanding and upgrading the sewer system benefits current and future users of the system, however there are
also benefits to the broader community. There are both public and environmental health benefits, economic
development opportunities created when systems are expanding, and new service areas or capacity is added.
There is reasoning for using municipal funds such as the Canada Community Building Fund (formerly gas tax),
the new Infrastructure development fund to contribute to the costs of expansion and upgrade projects. A capital
contribution charge would not necessarily be expected to cover the entire cost of an upgrade, but it would be
one component of the funding formula. The funds generated from a wastewater capital charge would be placed
in the sewer reserve fund as a contribution to ensuring adequate funding of the systems.
R e q u e s t f o r D i r e c t i o n P a g e | 2
DISCUSSION
Recovering Capital Costs
Some of the key considerations that Council may consider when adopting charges include:
• Will the charges apply to existing development or just new development
• Is the amount of the charge significant enough to drive pace, location, or mix of development;
• Will the charges materially affect household budgets;
• Can the charge disrupt the market in the short term;
• Strategies to soften impacts and allow for the market to adjust, such as phased implementation, planning
process improvements, and being flexible with the timing of collection.
The chart in Appendix A summarizes the charges in a selection of municipalities.
Areas for Discussion
When to Apply Charges
Staff are recommending that charges be applied:
1. For unserviced and remainder lots wastewater capital charges would be collected upon request to be
serviced.
2. For all other lots within a wastewater connection area, the Wastewater capital charge would be levied
on all lots upon issuance of a building and/or development permit. The calculated charge would apply to
new development/connections, and to any change-of-use where the use results in a higher EDU than
existing use occurs. In such cases, two calculations would be made:
a) Wastewater capital charges payable on the lot based on the proposed use; and
b) Wastewater capital charges payable on the lot if a building and/or development permit had been
issued based on its existing use.
The fee due would be the difference between the two charges.
Wastewater Service Area
Each sewer system would have a wastewater service area defined and mapped. All properties within the area
would be required to connect to the system when a change of use or new development occurs. There are some
properties that are currently being charged a 0.3 EDU rate as a “holding” fee for capacity. For these properties
Council could consider:
a) Exempting them for the equivalent of 1 EDU (i.e. $8,000) for the connection. If they developed the
property into a single unit dwelling they would then be exempt from the wastewater capital charge,
however if they developed the property into a multi-unit unit residential property, the first unit would
be exempt but any additional units beyond the first would be charged the rate of $8,000 times the
remaining EDUs.
R e q u e s t f o r D i r e c t i o n P a g e | 3
b) Giving them a credit for any EDU charge paid from the time the EDU was implemented until they
connect.
Setting a Rate:
During the wastewater workshop, Council was provided with estimated costs for the upgrades to sewers. The
costs per connection was between $9000-$115,000 before any provincial or federal funding is factored in. In
total there were approximately 1,100 new connections. While these costs are based on preliminary estimates,
and subject to change, the average cost per connection works out to $39,000.
As previously stated, expansion and creation of new systems, does not just benefit the users of the system.
There are environmental benefits, economic benefits, increased tax base, and a number of other public benefits.
A wastewater charge of $39,000 would not be attractive to new developers and would probably have a negative
impact. There needs to be a balance between the costs to the users of the system and the benefits to the wider
community.
Staff is recommending that Council set a wastewater capital charge that would be $8,000 per each EDU assigned
to a property. So, for example if a property were determined to be equivalent to 1.8 EDUs, the capital charge
when the want to connect to the system for the first time would be $8,000*1.8 = $14,400.
Financing
In order to minimize the impact to development, the fee could be financed over a period not exceeding 10 years
and would be added as a first lien to the property. This would allow households to spread out costs over a
manageable period of time versus a one-time cost. It will also allow developers to pass along costs when
properties are sold so that one-time costs are not a disincentive to build for resale.
OPTIONS
1. Direct staff to prepare a by-law and proposed wastewater service areas based on staff’s
recommendations.
2. Provide direction to staff to prepare a bylaw and associated service areas with changes as identified to
staff recommendations.
3. Do not implement a wastewater capital charges bylaw,
4. Request more information from staff.
R e q u e s t f o r D e c i s i o n P a g e | 4
Appendix A
Residential Uses Commercial Uses
East Hants Single Unit Residential
$3,000 Per lot for water and $3,000 per lot for sewer
Two-unit dwelling lots $3,000 for additional unit unless
accessory dwelling, then $750 per bedroom at time of
building permit for second unit
Multi-unit dwellings
$950 per unit per bedroom for apartment buildings
$750 per unit per bedroom for townhouses
Institutional (Managed Care)
$675 per sleeping room
Institutional (School)
$31.5 per person
Water Intensive - as determined by the
Municipal Engineer
Laundromats 75% reduction of intensive rate,
Town of Bridgewater Residential
$1,500.00/unit
Commercial
$20/sq. m.
Industrial/Institutional/ High Intensity
To Be Determined by Town Engineer
HRM (Halifax Water) Single-unit dwelling & townhouses
$5,710.01 per unit
Multi-unit dwellings
$3,835.08 per unit
Industrial, commercial & institutional buildings
$28.18 per square metre
Also collect a Regional Development Charge in respect
of the growth related share of Regional wastewater
assets (trunk sewers and treatment plants), from all
new connections regardless of location.
Municipality of the
District of Guysborough
Capital Connection Charges Sewer:
Guysborough & Canso Sewer Systems - $4,000
connection fee
Dover & Hazel Hill - cost of connection
Capital Connection Charges Water:
Canso only - cost of connection
R e q u e s t f o r D i r e c t i o n P a g e | 5
MODL One-time charge for every property that connects to
the MacCulloch Road Sewer System:
A flat frontage charge of $7,500 per Residential Lot;
One-time charge for every property that connects to
the MacCulloch Road Sewer System:
A flat frontage charge of $15,000 per Commercial Lot,
plus a $66.16 per foot frontage charge, the per foot
charge shall not be less than the charge calculated for
75 feet of frontage.
Town of Mahone Bay No capital charge
Shelburne Residential Connection $400 Commercial Connection $1,000
Town of Amherst $750 per connection
Town of Yarmouth Any person who subdivides land subject to a Sewer
Service Charge, shall pay a trunk
sewer tax equal to $500.00 per lot created by the
subdivision; Also change a $500 connection fee for a
permit to connect
Kings County Sewer Permit Single Home Connection Charges
Avonport - $4000
Wolfville Ridge Hamlet - $5000
Greenwich Road South - $4000
REQUEST FOR DECISION
REPORT TO: Council
MEETING DATE: February 23rd 2023
DEPARTMENT: Infrastructure and Operations
SUBJECT: Mill Cove Fire Protection – Next Steps
ORIGIN: Operation and Capital Budget Planning
Date: February 2, 2023 Prepared by: Fred Whynot, P. Eng, Director of Public Works
Date: February 7, 2023 Reviewed by: Matthew Blair, Director of Infrastructure and Operations
Date: February 10, 2023 Authorized by: Dan McDougall, CAO
RECOMMENDED MOTION
That council approve one of three options:
Option 1 – Maintain the Mill Cove Fire Protection System
Option 2 - Decommission the Mill Cove Fire Protection System
Option 3 – Maintain the Mill Cove Fire Protection System and Extend the System for a Local Developer
CURRENT SITUATION
The Mill Cove Fire Protection System currently provides fire protection only to the local community, Aspotogan
Consolidated Elementary School and three industrial properties. Operation of the system is funded through an
area rate, however the annual operational costs currently exceed the area rate. Considerable capital upgrades
are required to maintain this system.
BACKGROUND
The Mill Cove Fire Protection System was originally a potable water supply system for the local military base
operated by the Department of National Defense (DND) who constructed the same in 1967. DND closed the base
in 1994 and transferred ownership to the Aspotogan Heritage Trust. The Municipality assumed ownership of this
system in 2003.
In 2011 the Municipality received approval from the Nova Scotia Utility and Review Board (NSUARB) to abandon
the potable water supply if the fire protection system remained without significant capital costs. In 2013 private
wells were installed and the potable water supply system was abandoned.
In 2016, Council directed staff to investigate the option of decommissioning the Mill Cove Fire Protection System.
R e q u e s t f o r D e c i s i o n P a g e | 2
DISCUSSION
Public Works is presenting three options for consideration:
Option 1 – Maintain Fire Protection System
Staff previously recommended the following capital project upgrades to maintain the existing system:
1) Yard piping between the pumphouse and reservoirs are significantly leaking and require replacement.
2) Pump house building does not meet Fire Code regulations. Other deficiencies include piping, sprinkler
system, backup generator (new item), and structural repairs.
3) Reservoir Tanks require structural repairs.
4) Replacement of the remaining water mains.
Should Council choose Option 1, the following Capital Plan is recommended:
2023/2024 Fiscal Year
1) Leak Detection: Investigate yard piping and all other watermains through leak detection to determine
the location of leaks that require repair.
2) Update cost estimate for Reservoir Repairs: Hire a diver experienced in structural concrete repair to
inspect both reservoirs and prepare a current cost estimate to complete repairs.
3) Update cost estimate for Pump House Building: This can be completed with in-house resources with a
recommendation report to Council.
4) Yard Piping/Watermain Repairs: Based on leak detection, staff to bring a recommendation report to
Council. Leaks should be repaired during the fiscal year if possible.
2024/2025 Fiscal Year
1) Pump House Building Upgrade.
2025/2026 Fiscal Year
1) Reservoir Repairs.
2026/2027 Fiscal Year
1) Replacement of remaining watermains: Not recommended at this time. This may change based on the
leak detection project in 2023/2034.
Option 1 Benefits
Some benefits to maintaining the system:
1) Fire protection to the existing community of Mill Cove is maintained.
2) Potential for future development expansion. Future developers would be able to expand the system,
but only after they assessed the system and paid for necessary upgrades so as to be cost neutral to
existing users. Once expanded, additional users would also contribute to the annual area rate.
R e q u e s t f o r D e c i s i o n P a g e | 3
Option 2 – Decommission Fire Protection System
Staff previously priced the following capital project upgrades to decommission the existing system:
1) Demolish existing tanks, pumphouse, and hydrants.
2) Provide decentralized system for Aspotogan Elementary School.
3) Provide a decentralized system for Vale Packaging.
4) Provide a decentralized system for Atlantic Composites.
5) Provide a decentralized system for the Gatehouse.
Option 2 Benefits
Decommissioning the Mill Cove Fire Protective System would relieve the Municipality of future liability and an
underfunded utility.
Option 3 – Maintain the Mill Cove Fire Protection System and Extend the System for a Local Developer
For this option to proceed, work under Option 1 would require completion first. Once Option 1 work was
completed, a further amount would be required to extend the system to the developers property and to
upgrade our fire protection system capacity. Depending on the developer’s timeline, proposed Capital Plans
under Option 1 may have to be accelerated.
Option 3 Benefits
Some benefits to maintaining the system:
1) Fire protection to the existing community of Mill Cove is maintained.
2) A 60 unit apartment building would be connected to the system. Future developers would be able to
expand the system, but only after they assessed the system and paid for necessary upgrades so as to be
cost neutral to existing users. Once expanded, additional users would also contribute to the annual area
rate.
IMPLICATIONS
Financial/budgetary
Either option represents a considerable fiscal commitment. MODC would have to fund these from reserves.
Strategic Priorities
The proposed work will assist the Municipality in advancing the following Priority Outcomes of the 2021-24
Strategic Priorities Framework:
Priority Outcomes: Governance & Engagement
1) Ensure municipal service delivery is efficient and effective, communicated, and accessible.
R e q u e s t f o r D e c i s i o n P a g e | 4
2) Continue to develop an asset management system that will inform decisions about infrastructure,
development, levels of service, risk assessment, and associated financing.
Priority Outcomes: Infrastructure & Service Delivery
1. Develop and implement evidence-based plans for future infrastructure and service needs, along with
related funding models, to accommodate sustainable growth and levels of service.
2. Create efficiencies through innovative service delivery, and proactive maintenance and operations of
existing infrastructure.
Work Program Implications
Maintaining or decommissioning the Mill Cove Fire Protection System.
Has Legal review been completed? ___ Yes _ _ No _X_ N/A
COMMUNICATIONS (INTERNAL/EXTERNAL)
No communication needs are anticipated at this stage of the project.
ATTACHMENTS
N/A
Regional Emergency Management Budget 2023/24
Fiscal Year Period April 01, 2023 To March 31, 2024
Proposed
REMO YTD Commitment Annual Budget Funds Available % Used Budget 2022/2023 2023/2024
TRAINING/ TRAVEL 5,730.42 2,572.08 8,200.00 ‐102.50 101% 8,200.00 11,000.00
ADMINISTRATION 79,688.53 30,995.61 113,100.00 2,415.86 98% 113,100.00 133,900.00
PROJECTS 1,110.37 0.00 2,000.00 889.63 56% 2,000.00 4,400.00
GRANTS & CONTINGENCY 12,063.52 10,936.48 23,000.00 0.00 100% 23,000.00 22,500.00
TOTAL REMO BUDGET 98,592.84 44,504.17 146,300.00 3,202.99 98% 146,300.00 171,800.00
2022‐23 Budget 2023/24 Proposed Budget
Cost Sharing UA 2021/22 share Contribution UA 2022/23 share Contribution Increase
Town of Bridgewater 705,421,934 12.44733500% 18,210.45$ 715,142,664 12.35482161% 21,225.58$ 3,015.13$
Town of Mahone Bay 142,808,678 2.51989252% 3,686.60$ 145,777,562 2.51845662% 4,326.71$ 640.11$
District of Chester 1,707,471,788 30.12873902% 44,078.35$ 1,741,116,861 30.07957615% 51,676.71$ 7,598.37$
District of Lunenburg 2,820,875,547 49.77500873% 72,820.84$ 2,887,963,821 49.89253140% 85,715.37$ 12,894.53$
Town of Lunenburg 290,674,795 5.12902474% 7,503.76$ 298,368,092 5.15461423% 8,855.63$ 1,351.86$
Totals 5,667,252,742 100.0% 146,300.00$ 5,788,369,000 100.00000000% 171,800.00$ 25,500.00$