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Home My Public Portal About2023-02-23_Council_Website Agenda Package.pdf Page 1 of 2 of Agenda Cover Page(s) MUNICIPAL COUNCIL AGENDA Thursday, February 23, 2023 Livestreamed via YouTube at www.youtube.com/modcvideo Office Location: 151 King Street, Chester, NS 1. MEETING CALLED TO ORDER 2. APPROVAL OF AGENDA/ORDER OF BUSINESS 3. PUBLIC INPUT SESSION (15 minutes – 8:45 a.m. to 9:00 a.m.) 4. MINUTES OF PREVIOUS MEETING 4.1 Council – February 9, 2023. 5. PROCLAMATIONS 6. COMMITTEE REPORTS 6.1 Committee of the Whole - February 16, 2023 - Warden Webber. 7. PUBLIC PRESENTATIONS 7.1 Church Memorial Park at 9:00 a.m. 7.2 Lighthouse Foodbank at 9:20 a.m. 7.3 Chester Municipal Heritage Society at 9:50 a.m. 7.4 Through the Years Day Care at 10:15 a.m. 8. BY-LAWS AND POLICIES 8.1 Second/Final Notice - Municipality of the /District of Chester Fire Advisory Committee: Terms of Reference Policy P-112. 9. MATTERS ARISING Page 2 of 2 9.1 Request for Decision prepared February 2, 2023 - Infrastructure & Operations - Mill Cove Fire Protection - Next Steps. 9.2 Request for Decision prepared February 7, 2023 - Infrastructure & Operations - Provincial Traffic Calming Policy. 10. CORRESPONDENCE 11. NEW BUSINESS 11.1 Information Report prepared January 31, 2023 - Infrastructure & Operations - Construction & Demolition Regulations (Province of NS). 12. IN CAMERA 12.1 Section 22(2)(e) of the Municipal Government Act – Contract Negotiations. 13. ADJOURNMENT APPOINTMENTS 9:00 a.m. Church Memorial Park - Michael O’Connor, Bill Church, and Tommy Graves. 9:20 a.m. Lighthouse Foodbank - Wendy Sheppard. 9:50 a.m. Chester Municipal Heritage Society - Carol Nauss. 10:15 a.m. Through the Years Day Care - Mary Ellen Shatford and Paulette Harnish-Benight. 27 MUNICIPALITY OF THE DISTRICT OF CHESTER Minutes of COUNCIL MEETING Livestreamed via YouTube www.youtube.com/modcvideo from 151 King Street, Chester, Nova Scotia On Thursday, February 9, 2023 MEETING CALLED TO ORDER Warden Webber called the meeting to order at 8:50 a.m. Present: District 1 – Councillor A. Veinotte District 2 – Deputy Warden F. Shatford District 3 – Councillor D Wells District 4 – Warden A. Webber District 5 – Councillor A. Assaff District 6 – Councillor T. Connors District 7 – Councillor S. Church Staff: Dan McDougall, CAO Pamela Myra, Municipal Clerk Jennifer Webber, Communications & Outreach Coordinator (Via Zoom) Emily Lennox, Executive Assistant Matthew Blair, Director of Infrastructure & Operations Chad Haughn, Director of Community Development & Recreation Fred Whynot, Director of Public Works Leigh Besanger, Wastewater Project Engineer Tammie Bezanson, Engineering Technologist Bruce Blackwood, Fire Services Coordinator Solicitor: Samuel Lamey, Municipal Solicitor Public: There was one member of the public in the gallery Regrets: Tara Maguire, Deputy CAO APPROVAL OF AGENDA/ORDER OF BUSINESS  Add - 11.4 Agenda Planning – January to March. Council (continued) February 9, 2023 28  Add - 11.5 District 6 Council Grant Request - Handy Hands 4H Club ($200).  Remove - 9.3 Strategic Priorities Update.  Remove - 12.1 In Camera Item - not required. 2023-034 MOVED by Councillor Church, SECONDED by Councillor Assaff the agenda and order of business for the February 9, 2023, Council meeting be approved as amended. ALL IN FAVOUR. MOTION CARRIED. PUBLIC INPUT The CAO read correspondence from Ian Thomson, who was in the audience if there were are any questions. Mr. Thomson wrote: “ As a resident of Chester Basin for forty six years I would like to ask council if they have seen any artist impression what the new bridge proposed for over the Gold River, which incidentally I live adjacent to. I would also suggest that the old railway bridge be dismantled, and the material used in the three existing piers be used for abutments for the new proposed bridge.” Warden Webber noted that there have been no artistic renditions yet and it is unsure if the current bridge will be torn down as Council believes it belongs to the province. Staff will keep in contact with Mr. Thompson. Mr. Thomson commented that Council may vote on expenditures but don’t know what they are getting and Warden Webber noted that there needs to be approval of some funds in order to move forward. The Director of Community Development & Recreation noted that the bridge is on the agenda today and there may be some questions answered from that report. MINUTES OF PREVIOUS MEETINGS 4.1 Council – January 19, 2023. 2023-035 MOVED by Councillor Church, SECONDED by Councillor Assaff that the minutes of the January 19, 2023 Council Meeting be approved as circulated. ALL IN FAVOUR. MOTION CARRIED. Council (continued) February 9, 2023 29 PROCLAMATIONS 5.1 African Heritage Month – February 2023. 2023-036 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church that Council proclaim February 2023 African Heritage Month and post the proclamation in the main foyer. ALL IN FAVOUR. MOTION CARRIED. COMMITTEE REPORTS 6.1 South Shore Housing Action Coalition – Councillor Assaff. Councillor Assaff reported that the Coalition received a presentation from New Ross Community Care Centre group and everyone on the Coalition was impressed with their persistency in spite of challenges by different levels of government. They feel it is a great model to use to move forward and were appreciative of the information regarding financing and how to move through government channels. They were also appreciative of the Municipality’s financial investment of $100,000. PUBLIC PRESENTATIONS 7.1 Sue Leblanc and Trudi Curley, Chester Art Centre. Sue LeBlanc thanked Council for opportunity to present on behalf of the Chester Art Centre and noted that on Monday a new team member, Calvin Brown will be here to support the organization through their process. They are excited to have him as a member of the team. Ms. LeBlanc reviewed the presentation provided to Council and reviewed their events and activities with photos and descriptions. She also reported that the Centre needs operational funding; they are great at getting event specific funding, but that programming doesn’t pay for staffing or operational expenses. Provincial funding is only $5,000, although they are advocating for more. Deputy Warden Shatford thanked Ms. LeBlanc and Ms. Curley for the information and asked for a copy of their financial statements. Councillor Veinotte also thanked them for their presentation noting that if someone isn’t close to this they may not realize the activity and diversity of the group. It is more than arts and crafts Council (continued) February 9, 2023 30 - it is diverse art available to a community for people who may not otherwise experience it. From his perspective he sees no more direct alignment to our values than the art centre and is hoping Council will consider and give sustained funding to operate the centre. Councillor Wells noted that those around the table recognize the work and do support it and appreciate what you do. The support is here - the question is how that transfers to funding. Councillor Connors noted that she 100% appreciates what the Chester Art Centre does - municipal and community outreach. The Art for Seniors in New Ross is much appreciated. One thing she didn’t know was that individuals travel from other provinces to here - we know what that means in terms of overnight stays, meals, etc. This Council has been supportive previously and their work is real, on the ground, and making a difference in the Municipality. 7.2 Pat Christiansen, Chester – email dated January 31, 2023 regarding dangerous and unsightly freezers being used for waste collection. Ms. Christiansen advised Council that appliances are being put on the side of the road to use as garbage bins. She has called and spoke to staff but was told there were no rules saying the appliances couldn’t be used. Since then, she has noticed a few more freezers have been put out at the side of the road. She feels this is unsightly as well as being a safety hazard; small children or animals could become trapped within the appliance and suffocate. She would like to see something put in place that states appliances can’t be used for garbage boxes. There was discussion regarding the possibilities and options and it was agreed to add this item to the February 16, 2023 Committee of the Whole meeting agenda. Warden Webber thanked Ms. Christiansen for her input and concern. BY-LAWS/POLICIES 8.1 1st Notice – Municipality of the District of Chester Fire Advisory Committee: Terms of Reference Policy P-112. Bruce Blackwood, Fire Services Coordinator was present. 2023-037 MOVED by Deputy Warden Shatford, SECONDED by Councillor Connors that Council conduct First Notice to approve Policy P-112 Municipality of the District of Chester Council (continued) February 9, 2023 31 Fire Advisory Committee: Terms of Reference Policy and refer it to Second Notice. ALL IN FAVOUR. MOTION CARRIED. MATTERS ARISING 9.2 Request for Decision prepared January 16, 2023 – Corporate & Strategic Services – Year End 2022 Safety Report and 2023 Work Plan. Bruce Blackwood, Fire Services Coordinator/Safety Coordinator presented the Year End 2022 Safety Report and 2023 Work Plan reviewing highlights within the report. It was noted that that there were no serious or lost time injuries in 2022 and that our WCB rates have maintained a merit position compared to our industry classification. It was also noted that the JOHS Committee was including mental health in the workplace initiatives in the 2023 safety workplan. Councillors asked for clarification on the site inspections and what areas are yet to be done. It was noted that there are no dangerous situations requiring immediate action; corrective actions are generally minor, and the committee is focused on getting these completed. The inspection schedule for 2023 is being updated. The CAO thanked the Coordinator and staff members on the JOHS Committee. We have many team members who participate, and the Coordinator keeps them on track. No one is getting seriously hurt and no one is being impacted at home. Month in and month out staff receive material from the Coordinator, and he appreciates that. The financial dividend is a real bonus - $24,000 savings on payroll costs when compared to other Municipalities. This is a very significant savings we realize, and he wanted to thank the Coordinator and the Committee for their work. 2023-038 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church that Council accept the Year End 2022 Health & Safety Report and direct staff to continue development of the 2023 Safety Workplan and associated operating budget in support of the continuing development and implementation of the MOC Health and Safety Program. ALL IN FAVOUR. MOTION APPROVED. 9.1 Addressing Housing Challenges in Rural Nova Scotia: Identifying new roles and policy approaches for the Municipality of the District of Chester (John Gamey). Council (continued) February 9, 2023 32 Present was John Gamey, Student, and Garth Sturtevant, Senior Planner. John Gamey was a summer student in 2022 and during his fall term at Dalhousie he completed a project which was outlining findings and recommendations: Addressing Housing Challenges in Rural Nova Scotia; Identifying new roles and policy approaches for the Municipality of the District of Chester. He gave a broad overview of the project including information on goals, objectives, approach, findings, and interviews held. Also reviewed was the material which included information on: 1. NS housing impact is starting to happen here (MODC). 2. The lack of tools to address issues. 3. The Municipal role in housing is not clear. Included in the material was information on assorted options and information to be utilized by Council and staff in moving forward in the housing sector. There were recommendations and considerations that Council/Staff could consider. Questions were asked regarding the material and what could the potential be to provide infrastructure, regulations, etc. The CAO noted that infrastructure development is already in the housing toolkit. Council hasn’t articulated that well, but it is clear to staff and a clear initiative for municipalities to support all types of development. This Municipality has a significant program - low income property tax exemption. At the beginning of the pandemic Council increased the income thresholds; this is an affordable home ownership program that is in the toolkit. Now is the time to develop a multi-faceted tool kit. Councillor Connors noted that there is communication that must also be included about affordable and low income. Perception and experiences are real. In New Ross they could have done a better job about that at the front of the project. Infrastructure and planting those seeds are important. Warden Webber thanked Mr. Gamey for his presentation. A break was held from 10:35 a.m. to 10:51 a.m. 9.3 Strategic Priorities Chart Update. a. Quarterly Report Chart. Council (continued) February 9, 2023 33 This was referred to an upcoming agenda. 9.4 Federation of Canadian Municipalities Conferences 2023 and 2024. There are two conferences left in this term; the Warden attends every year. The previous suggestion was to allow three to go to each conference, however, another suggestion was made to allow Councillors to choose one conference or the other and to let staff know which they would prefer to attend. 9.5 Request for Decision prepared January 3, 2023 – Infrastructure & Operations – Fleet 5-Year Plan Budget Amendment. Matthew Blair, Director of Infrastructure & Operations was present to review the Request for Decision prepared January 3, 2023 – Fleet 5-Year Plan Budget Amendment. He outlined the maintenance requirements and the reason for the change. 2023-039 MOVED by Councillor Veinotte, SECONDED by Councillor Wells that Council approve the request for the Fleet Capital 2023/24 program as outlined in the Request for Decision prepared January 3, 2023 - Fleet 5-Year Plan Budget Amendment. ALL IN FAVOUR. MOTION CARRIED. 9.6 Request for Decision prepared January 30, 2023 – Infrastructure & Operations - ICIP Active Transportation Update. Present were Matthew Blair, Director of Infrastructure & Operations, and Fred Whynot, Director of Public Works to review the Request for Decision prepared January 30, 2023 regarding the ICIP Active Transportation Update. The Director referred to a previously held workshop and indicated that he was looking for direction from Council on which projects they wish to pursue, defer, or consider new funding streams. The report provided was a summary of discussions with costs associated and highlighted page 2 with the initial budget and revised budget. He reviewed the phases within the material. Some questions and clarifications were discussed, i.e., land agreements, timing, funding. Council (continued) February 9, 2023 34 The CAO noted that all projects were submitted and approved, so the Municipality will continue to have dialogue with funding partners to make sure the plan is still supported and endorsed. It was indicated that they would not increase their portion as they have no additional funding. There may be projects that come in under funding, or another unit may not be able to proceed - at that time there could be additional funding or better prices. The Deputy CAO arrived at the meeting at 11:06 a.m. Councillor Connors noted that during COVID the Municipality dipped into reserves as the NS Department of Public Works had additional funding to be able to have J Class Road work completed. She asked how much was in that fund right now and the Director of Financial & Information Services noted that it is a separate reserve and is significantly higher as it is not used as much. Councillor Wells noted that the bridge is now estimated to cost $3.5 Million and asked if there was a limit as to what we are prepared to spend there. It was agreed to discuss the bridge project later on the agenda. Councillor Veinotte asked if all Councillors were happy with the list of projects and the costs and if they felt this was good value - this is the opportunity to cut some projects as the budget is now $1.5 Million over what it was previously estimated to be. Councillor Connors commented that in terms of good value, we can get into that discussion for our communities. 2023-040 MOVED by Deputy Warden Shatford, SECONDED by Councillor Assaff that Council direct staff to continue with the stated phased recommendations as outlined in the Request for Decision prepared January 30, 2023 regarding the ICIP Active Transportation Update. DISCUSSION:  Councillor Church asked about reduction of lengths of sidewalk, and it was noted that some have been reduced already. SIX IN FAVOUR. ONE OPPOSED. MOTION CARRIED. 9.7 Request for Decision prepared February 2, 2023 – Infrastructure & Operations – Gold River Bridge – Site Selection & Bridge Design Award. Present were Matthew Blair, Director of Infrastructure & Operations, and Fred Whynot, Director of Public Works to review the Request for Decision prepared February 2, 2023 regarding the Gold River Bridge Site Selection & Bridge Design Award. Council (continued) February 9, 2023 35 The Director of Public Works reviewed the information included in the material which included locations and types of bridges. It was also noted that the current bridge will need to be taken down, however, there are questions regarding ownership. There are also some archeological concerns about locations. The information was discussed with comments on costs, locations, effect on the trail system and users, use of roads for off-highway vehicles denied and pilot projects elsewhere, potential costs, use of ICIP funding or wind revenue, archeological concerns, architecture of future bridge, costs for 1 or 2 design requests - choose one design to have designed, location of new bridge, removal of current bridge and costs/ownership. 2023-041 MOVED by Councillor Wells, SECONDED by Councillor Assaff that Council direct staff to direct the consultant to proceed with the design for the replacement of the Gold River Bridge using the Bowstring Arch style design. ALL IN FAVOUR. MOTION CARRIED. 9.8 Request for Decision prepared February 2, 2023 – Financial & Information Services – 2023/24 Capital Budget. Tim Topping, Director of Financial & Information Services was present to review the Request for Decision prepared February 2, 2023 regarding the 2023/24 Capital Budget indicating not everything is in the budget, however, there are certain items that need planning and procurement to get underway before the budget will be approved. This is a modified version of what Council saw in December. He suggested removing the replacement of the Gold River Bridge from this budget and reference the motion just made by Council on the replacement of the bridge. He will bring a modified version back to Council with the approved changes from today. With the exception of modifications to Gold River Bridge project, he asked that Council approve this portion of the capital budget as presented. The only change is the reserve contribution piece as the federal and provincial contribution will change. Councillor Connors referred to the seven radar units approved last year but were not purchased; will there be an increase in the prices in the upcoming fiscal year. The Director felt the price estimates were still valid. Council (continued) February 9, 2023 36 A question on the East River foot bridge budget remaining $25,000 as it was in the 2020 Budget and the Director noted that there was a community volunteer doing some of the work so he was unsure of that status. He assumed it will be the same but any changes in scope or budget would have to come back to Council for approval. 2023-042 MOVED by Deputy Warden Shatford, SECONDED by Councillor Connors that Council purchase Speed Radar Signs as soon as possible. Deputy Warden Shatford and Councillor Connors withdrew the motion. The CAO noted that the chart in package is a summary of the slides and this is what staff is asking for approval of today. The Director noted that there were some items approved in 2022/23 that did not happen, and approval is required to do them. 2023-043 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church that Council approve the portion of the 2023/24 Capital Budget presented in the Request for Decision prepared February 2, 2023 - 2023/24 Capital Budget (Attachment 1) with Project Costs at Funding Contributions in the amount of $5,749,289.00. DISCUSSION:  Deputy Warden Shatford and Councillor Connors suggested that the radar signs be purchased now. The CAO noted that the radar signs can be discussed at the next quarterly meeting with NS Department of Public Works.  Councillor Connors noted that not all other units had permission to install from Department of Public Works. ALL IN FAVOUR. MOTION CARRIED. CORRESPONDENCE 10.1 Email dated January 23, 2023 from Trudy Flynn, Chair of Fibromyalgia Association of Canada requesting that the Municipality light up the Municipal Building in recognition of Canadians living with Fibromyalgia (May 12-13). 2023-044 MOVED by Deputy Warden Shatford, SECONDED by Councillor Veinotte that Council agree with the request from the Fibromyalgia Association of Canada requesting that the Municipality light up the Municipal Building in recognition of Canadians living with Fibromyalgia (May 12-13). ALL IN FAVOUR. MOTION APPROVED. NEW BUSINESS Council (continued) February 9, 2023 37 11.1 Request for Decision prepared January 23, 2023 – Community Development & Recreation Department - Private Street Maintenance Petition - Sandy Lane, Fox Point. Sylvia Dixon, Development & Planning Technician was present to review the Request for Decision prepared January 23, 2023 - Private Street Maintenance Petition - Sandy Lane, Fox Point, noting that all six property owners agree to the per lot method of fee payment and have submitted all required information. Deputy Warden Shatford asked that staff investigate the streetlighting in that location as it should be that the lights on every second pole in his district has been implemented. 2023-045 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church that Council accept the Sandy Lane Petition package for private Street maintenance and direct finance staff to implement a special tax for the affected accounts to take effect in the upcoming fiscal year 2023/24. ALL IN FAVOUR. MOTION CARRIED. 11.2 Request for Decision prepared January 26, 2023 – Community Development & Recreation – New Road Name Assignment. Sylvia Dixon, Development & Planning Technician was present to review the Request for Decision prepared January 26, 2023 - New Road Name Assignment. Councillor Connors noted that she has spoken with staff and the Fire Chief, and she is suggesting the road name, Tiny Little Path. 2023-046 MOVED by Councillor Connors, SECONDED by Councillor Assaff that Council approve the Road Name, Tiny Little Path, further to information included in the Request for Decision prepared January 26, 2023 - New Road Name Assignment. ALL IN FAVOUR. MOTION CARRIED. 11.3 March 2023 Meeting Calendar – consideration to adjust Council/Cow Meeting schedule. 2023-047 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church that the meeting schedule for March be amended as follows:  March 2 - Committee of the Whole Meeting.  March 9- Council Meeting.  March 16 - Committee of the Whole Meeting.  March 23 - Council Meeting.  March 30 - No Meeting. Council (continued) February 9, 2023 38 ALL IN FAVOUR. MOTION CARRIED. Councillor Wells will be away on March 16 and Deputy Warden Shatford will be away on March 30th. 11.4 Agenda Planning – January to March. The Deputy CAO reviewed the agenda planning document and noted that the Strategic Priorities Chart will be on next week’s agenda with updates from the session held late last year. 11.5 Council District 6 Grant – Handy Hands 4H Club ($200). 2023-048 MOVED by Councillor Connors, SECONDED by Councillor Assaff that Council approve a District 6 Council Grant to Handy Hands 4H Club in the amount of $200. ALL IN FAVOUR. MOTION CARRIED. 11.5 Nominating Committee Appointment Required. Warden Webber appointed Councillor Assaff, Councillor Connors, and Councillor Wells as the Nominating Committee. IN CAMERA There were no In Camera items. ADJOURNMENT 2023-049 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church the meeting adjourn. (12:07 a.m.) _________________________ _________________________ Allen Webber Pamela Myra Warden Municipal Clerk MOTIONS FROM COMMITTEE OF THE WHOLE - FEBRUARY 16, 2023 2023-052 APPROVAL OF AGENDA/ORDER OF BUSINESS 2023-053 APPROVAL OF DECEMBER 15, 2023 MINUTES 2023-054 2021-2024 STRATEGIC PRIORITIES CHART MOVED by Councillor Assaff, SECONDED by Councillor Church that the Committee of the Whole recommend to Council to approve the 2021-2024 Priorities Chart, updated February 2023, as the current summary of actions that will advance priority areas and outcomes established by Council in the Municipality of the District of Chester 2021-2024 Strategic Priorities Framework. ALL IN FAVOUR. MOTION CARRIED. 2023-055 MOTION DEFEATED MOVED by Councillor Wells, SECONDED by Councillor Veinotte that the Committee of the Whole recommend to Council to direct staff to develop a by-law disallowing appliances to be used at the side of the road for garbage storage. A RECORDED VOTE WAS REQUESTED:  IN FAVOUR - Councillor Wells and Councillor Veinotte.  AGAINST - Councillor Assaff, Councillor Church, Deputy Warden Shatford, Warden Webber, and Councillor Connors. THE MOTION WAS DEFEATED. 2023-056 REMO BUDGET 2023/24 MOVED by Deputy Warden Shatford, SECONDED by Councillor Assaff that the Committee of the Whole recommend to Council to approve the 2023/24 Regional Emergency Management Budget in the amount of $171,800.00, with the Municipality of the District of Chester’s portion to be $51,676.71. ALL IN FAVOUR. MOTION APPROVED. 2023-057 ADJOURNMENT. •2023-02-17 •1 Church Memorial Park Presentation to Chester Municipal Council February 23, 2023 Purpose • Thank you for continued support • Highlights 2021/22 – Operations – Support • Unfolding 2022/23 – Operations – Support/Funding – Capital Projects • Restoration Progress 2023/24 •1 •2 •2023-02-17 •2 Highlights 2021/22 •Operations – Skating, hockey rink: 09/21/21-04/03/22 – Curling rink: 10/06/21 – 04/06/22 – Total ice operating days: 376 – Season ice rentals interrupted by COVID -19 – Ice, facilities & fundraising revenue $298,000 – Grant revenue of $151,000 – Sinner’s production 03/25/21 - 09/15/21 – Projects: roof inspection; roof beam repairs, water heater installed, lower roof repair, curling condenser replaced 2021/22 Highlights (Cont’d) • 2021 Semi annual roof inspection; concern over roof structure. • Temporary reinforcing support added to hockey & curling rink roof beams. • Rink closed after snow storms & roof cleaned. • CMP concerns viable operation vulnerable to seasonal weather •3 •4 •2023-02-17 •3 Highlights 2021/22(cont’d) •Support Received – Chester Municipality • Annual grant for CMP Operations • Emergency Grant (Pandemic) – Support from Recreation & Parks – PEW Trust; Federal Government wage support – Provincial Restoration Grant •Community Outreach – Community Garden – Trail: maintenance, small library & rest station 2021/22 Highlights (Cont’d) – Donated ice time: Chester Municipality; Chester Minor Hockey Fund Raiser; – Discounted Ice: Daytime & Evening Groups – Hosted Junior C washer toss tournament COVID -19 plan – Consistent with Health Protection Act, – Provincial Recreational Guidelines, Hockey NS Rebound Plan – Good levels compliance – Omicron case early 12/21 shut down (hockey rink only) •5 •6 •2023-02-17 •4 2022/23 Unfolding •Operations – Skating, hockey rink: 09/19/21-03/15/22 ? – Curling rink: 10/06/21 – 04/06/22 ? – Total ice operating days: 359 – Annual tournament under 9 girls; growth in # of annual tournaments? •Grants & Funding – Chester Municipality Operation – Application PONS Recreation Facilities – Annual PEW funds expected 06/23 2022/23 Unfolding (Cont’d) •Projects – Capital projects: removed few north side trees; asphalt & line parking lot, groom back lot delayed. – Efforts to recruit licensed ice maker. – Renew PEW four year Agreement. – Promote Film/Media Production off season. – Arena Improvement; focus on roof system: rebuild, restore or do nothing. •7 •8 •2023-02-17 •5 Arena Restoration 2023/24 Goals • To restore glulam roof system & supporting structure. • To extend building life & improve NBCC to current standards. • To remove safety & operational concerns during winter season Progress • Planning, budgeting & data gathering underway • Sensors, monitoring roof beams 12/22 to 03/23 • Applications for funding underway to PONS, MOC, PEW, community groups, Other Restoration (Cont’d) Stantec Inspection: • Full detailed structural analysis not completed • Hockey arena is priority with higher degree of deteriorated condition & longer clear spans vulnerable to excessive loading. • Reinforce main structural members with carbon fibre reinforced plastics (FRP) carbon to extend arena life; • Maintain monitoring & closures after heavy snowfall • Other recommendations include applying surface treatments & removing high growth trees •9 •10 •2023-02-17 •6 Restoration (Cont’d) WRD Inspection • Stress, temperature sensors installed, core samples taken & beams monitored by WRD • Beams under designed re standards; some decay & defects; condition state rating (slide) of 3; can be improved to 2 with remedy. • Conduct detailed structural analysis. • Remove steel side plates, PU glue & u-clamps. • Conduct further detailed inspection. • Apply high strength fibre retrofit. • Apply proper surface treatments to exposed ends. •11 •12 •2023-02-17 •7 Restoration (Cont’d) Planning • 12/2022 - Stantec, WRD reports & recommendations • 12/2022 - installation of stress & temperature sensors • 01/02/03/2023 - monitoring of sensors by WRD • 02/2023 - structural analysis & pre design drawings • 02/2003 - analysis & near term restoration design • 08/2023 - update 2018 Building Condition Assessment • TBD - removal of steel panels & detailed inspection • TBD - near term repairs to glulam beams • TBD - final design drawings Restoration • 2024/25 begin when planning, analysis, design, information & funding available. Restoration Budget • Budget fluid; expect $800K - $1.5 m • CMP expensed & committed $115K to planning as of 03/31/23 • Require $65K to complete analysis, pre design & class D restoration budget • Restoration: 2023/24 remove steel plating, install supporting wire between beams & final inspection; 2024/25 install high strength fibre reinforced laminate & high strength fibre reinforced shear panels – 1,116 high fibre panels, 77,000 fasteners, 20m reinforced laminate top & bottom of beams, 950 gallons epoxy •13 •14 2023-02-21 1 MISSION STATEMENT: To help alleviate hunger in the Municipality of Chester (including Tancook Islands) by providing food and household items to persons who are having difficulty making ends meet. WHO ARE WE? ● Began in 1986 by a Municipal councillor as a short-term response. ● Now a permanent and essential support service. ● Serves all 39 communities in the Municipal unit, plus Tancook Islands. ● Run solely by over 30 community volunteers. 1 2 2023-02-21 2 WHAT ARE WE ASKING FOR? ● Funding support to purchase and install a walk-in refrigerator & walk-in freezer. ● Funding support to purchase and install one emergency power generator. ● Minor renovations to allow placement. CURRENT CAPACITY ● Six (6) freezers with total space of 74.9 cubic feet. ● Four (4) refrigerators with total space of 27.5 cubic feet. FUTURE CAPACITY ● Walk-in freezer 504 cubic feet (approx. 7 times more) ● Walk-in refrigerator 504 cubic feet (approx. 18 times more) ● Plus a couple current “staging” units. WHY DO WE NEED THIS CHANGE? ●Improved service to 39 communities + Tancook Islands. ●Shorter wait times (1 hour plus to approximately 15 minutes) through more serving stations, prompt access to items, and more dry-goods storage. ●Helps address stigma of going to food bank. ●Creates a physical space for confidential meetings with clients. ●Hours currently extended past open / close, alleviates pressure on volunteers. ●Increased capacity for food storage / quality and more efficient use of current space. ●Fresher food for longer, current capacity maximized. ●Less waste, improved monitoring of temperature control. ●Compliments Food Bank Canada & Loblaws frozen food diversion partnership. ●Increased capacity & options for fresh produce, protein, and personal essentials. ●Inventory can be maintained longer. ●Can accept more food donations and/or purchases. ●Bulk purchase increase. 3 4 2023-02-21 3 • Well functioning and equipped food bank supports all residents to remain in the community to contribute to the local economy through work, residency, and recreation. • Food & supplies purchased locally in 5 years = $222 800 (2022 = $76 000, 2021 = $43 800, 2020 = $45 000, 2019 = $32 000, 2018 = $26 000) • Refrigeration / freezer / emergency electrical creates are energy efficient. • Minimizes food waste. • Well functioning food bank reflects Municipality’s commitment to accessible and efficient services for citizens. • Well functioning food bank is responsive to the diverse needs of community – dietary needs, ethic, and religious. • Helps improve quality of life through improved health and nutrition. • Addresses several positive determinants of health. • Increased efficiency allows for better coordination with other community service providers - Community Wheels, churches, Art Centre, Dr. JMT Finney Fund, grocery stores, Community School, SchoolsPlus SUPPORTING MUNICIPAL PRIORITIES HOW MUCH FUNDING ARE WE REQUESTING? 5 6 2023-02-21 4 LIGHTHOUSE FOOD BANK BUDGET • Over the last 5 years, our food supplies & expenses have gone up year-over-year (expenses are compounding): 2018 = + 14% ($3 150 more on food) 2019 = + 23% ($6 039 more on food) 2020 = + 41% ($13 059 more on food) 2021 = - 3% (COVID) ($1 232 less on food) 2022 = + 71% ($32 167 more on food) • Dollar amount of food / personal essentials directly purchased locally: 2018 = $26 019 2019 = $32 058 (+$6 039) 2020 = $45 117 (+$13 059) 2021 = $43 884 (-$1 233) COVID 2022 = $76 052 (+$33 000) • 2022 Fiscal Revenue = $90 485 (best donation year since 2014) Expense = $80 219 (food $76 052 + operating $4 167) Net Balance 2022 = $10 266 Bank balance $97 938 (2021) + $10 266 (2022) = $108 204 • 2023 Assume conservative increase in expenses of 10% (inflation + more clients) = $76 052 + $7 605 = $83 657 Food Bank 30% of project budget = $23 017 $83 657 + $23 017 = $106 674 Assume revenue / donation (average last 5 years) = $65 427 FOOD INSECURITY ● Approximately 11% of Canadians living in food insecure households. ● Approximately 17% of Nova Scotians are living in food insecure households. ● African Nova Scotian, First Nations and people of colour are approximately three times more likely to live in food insecure households than white people. POVERTY / CHILD POVERTY ● Nova Scotia has the third-highest provincial poverty rate in Canada, and the highest in Atlantic Canada. ● 27.8% child poverty rate in Nova Scotia (2000). ● 27.5% child poverty rate in Chester Basin (2018). ● 26.8% child poverty rate in East Chester (2018). ● 42.1% child poverty rate in New Ross (2018). ● Between 1989 and 2020, child poverty rates decreased in every province and territory EXCEPT Nova Scotia. INFLATION / COST OF LIVING ● The cost of food in Canada is expected to rise 5% to 7% in 2022 compared to 2021 - largest increase ever predicted (April 2022, Canada’s Food Price Report) ● Electrical rates will increase 14% in Nova Scotia over the next two years. ● Following the 8.8% global inflation rate in 2022, the forecast is 6.6% rate for 2023 and 4.3% rate for 2024. ● It takes approximately $15 000 to feed 2 adults and 4 children per year in Canada. IS THERE REALLY A NEED FOR A FOOD BANK IN THE MUNICIPALITY OF CHESTER? 7 8 2023-02-21 5 ARE THERE MORE PEOPLE USING THE LIGHTHOUSE FOOD BANK THAN A FEW YEARS AGO? The Lighthouse Food Bank serves individuals and families from all 39 communities in the Municipal unit and Tancook Islands. Note the significant increase in overall number of visits and frequency. WHO DO WE SERVE at the LIGHTHOUSE FOOD BANK? 0 – 17 years 31% 18 – 24 years 7% 25 – 34 Years 13% 35 – 44 Years 14% 44 – 54 Years 12% 55 – 64 Years 13% 65 + Years 10% Age Group: Individuals Households: New vs. Existing New 23% Existing 77% • 1 268 households came 8 473 times (avg = 6.7 times). • 2 861 individuals came 18 776 times (avg = 6.7 times). • 31% of households come 1 – 2 times. • 17% of households come 3 – 4 times. • 21% of households come 5 – 8 times. • 13% of households come 9 – 12 times. • 18% of households come 13+ times. Frequency of Visits April 1. 2021 to March 31, 2022 9 10 2023-02-21 6 DOES THE FOOD BANK DO ANYTHING ELSE OTHER THAN GIVE OUT FOOD? • School supplies and backpacks. • Personal essentials – toothpaste & brushes, deodorant, menstrual products, razors, diapers and so on. • Meal kits and recipes. • Clothing. • Wild game and seafood. • COVID – 19 rapid test kits. • Support Community Schools (Forest Heights) and SchoolsPlus. • Chester’s Farmer’s Market partnership. • Food recovery from local food establishments. • We deliver / Community Wheels. • Provide for a variety of dietary, religious and cultural requirements. • Christmas – over 115 families in 2022 (food and gifts). • Advocacy and support to individual clients. • Art Centre kits. Our community, our people…… “I am so excited!! This is the last time I will need to come to the food bank. I graduate from Community College and will have a job. No need to come anymore!” Young person waiting to have order filled “This is like on TV. Best Christmas ever!” Young child of single parent at Christmas “We had to skip school to be here. We have do this every time to get food.” Teenagers skipping Mahone Bay School and Parkview to get food “Thank you for giving me milk for my kids (sobbing).” Young single mom who hasn’t been at the food bank since November 11 12 2023-02-21 7 Thank you English Merci French Wela’lioq Mi’kmaq Asante Swahili 13 14 2023-02-21 8 15 Municipality of the District of Chester Capital Grant Application Form Application for Walk-in Cooler/Walk-in Freezer/Emergency Power Generator Name of Organization: Lighthouse Food Bank Society Contact Person: Wendy Sheppard Position with Organization: Board Chair, Coordinator Organization Mailing Address: PO Box 179 Chester, NS B0J 1J0 Incorporation Number with Registry of Joint Stocks: 1809200 Cell number: 902-430-3962 Email: sheppardjw@hotmail.com 1. Describe the purpose or objective(s) of your organization (i.e. mission statement). In 1986 a local municipal councillor established the Lighthouse Food Bank Society as a short term response to ensure food security for people in the 39 communities (plus Tancook Islands) in the Municipality of Chester. Since then the Food Bank has evolved into a permanent and essential program in the municipality and is guided by the following mission statement: To help alleviate hunger in the Municipality of Chester (including the Tancook Islands) by providing food and household items to persons who are having difficulty making ends meet. Research has demonstrated that people who are food secure are likely to experience improved mental and physical health outcomes in addition to better social integration and decreased barriers to employment, education and literacy. 2. Which of the following best describes your project? Large Capital Equipment Renovation 3. Please provide a detailed description of your project. The project consists of: •Purchase and installation of one walk in cooler and one walk in freezer (each 7x9 feet in size). •Purchase and installation of one backup emergency power generator for both the cooler and freezer. •Minor renovation of the Food Bank’s physical space to allow for placement of the above equipment. 4. What is the estimated project timeline? March 2023 to September 2023. 5. Please describe the positive effects your project will have on the community and how it supports the Municipal Strategic Priorities Framework. Page of 1 5 The receipt of funds from the municipal capital grant will allow the Lighthouse Food Bank to purchase much needed equipment, while preserving existing and future funds for the purchase of food and household supplies. By freeing up space to incorporate a new walk in cooler and freezer, there will be increased capacity for food storage and modiﬁed distribution that is responsive to client needs in a safe, timely and efficient manner. The project supports municipal strategic priorities in the following ways: Economic Development A well equipped Food Bank supports residents to remain in the community during a time of need so that they are able to participate in, and contribute to, the local economy through work, residency and recreation. Environmental Stewardship A walk in cooler, freezer and emergency power generator will enable the Food Bank to operate in the most energy efficient manner possible while minimizing food waste. Governance and Engagement A well functioning Food Bank reﬂects the Municipality’s commitment to provide accessible and efficient services when needed. Healthy and Vibrant Communities A well equipped Food Bank is responsive to the diverse needs of individuals and families and helps to improve quality of life by supporting improved health, learning and work opportunities in an equitable, accessible manner. Although many factors have an inﬂuence on health and well being, the Food Bank directly addresses several determinants of Health that positively impact individual and population health in the Municipality of Chester. Infrastructure and Service Delivery An efficiently run Food Bank allows for better coordination with other community service providers (e.g. Community Wheels, churches, arts centre, Dr. JMT Finney Fund, grocery stores) and integration with the municipality service infrastructure (e.g. community schools). Please see further details under Questions 6 and 7. 6. Who will beneﬁt from your project and how? Over the past few years, and especially in the last six months, there has been an signiﬁcant increase in the overall number and frequency of visits to the Food Bank of both individuals and families from the 39 communities across the municipality. This increase is directly connected to the challenges of the global pandemic, along with the more recent rise in inﬂation and the continued increase in food prices. Page of 2 5 The increases for each client grouping from 2021 to 2022 is as follows: Lighthouse Food Bank clients The individuals and families who access the Food Bank will beneﬁt in the following ways: •Availability of consistently fresher food. •Better access to more food options as food inventory can be maintained for a longer period of time in a frozen format. •Shorter wait time for a food order to be processed. People currently stand outside the Food Bank or wait in cars for a prolonged period of time, typically for an hour or more, while their order is prepared. This is a barrier for access to the Food Bank. Lighthouse Food Bank volunteers There are currently 30 volunteers who carry out a variety of tasks to support the operation of the Food bank. Beneﬁts for them include: •Ability to better manage food inventory storage. •Walk-ins will allow more prompt access to items without digging through the 11 fridges and freezers located throughout the Food Bank. •Ability to accept donations and/or purchase of required food is less likely to be limited by the existing decentralized cooler and freezer capacity. •Opportunity for better food packaging with more physical room (e.g. a second packing station, more dry goods storage). Allows for a better work environment and the ability to retain volunteers. •Will free up physical space for a private office that will allow for a more client centred approach when volunteers are engaging in conﬁdential discussions with individuals. Community partners The Food Bank works with a diverse group of community partners to ensure food security for individuals and families in the municipality. This project will support: •Improved capacity for accepting food from Feed Nova Scotia, grocery stores, small local business providers, and other community partners (e.g. local farmers, hunters). •Improved efficiency of service and coordination for those accessing the Food Bank who are experiencing barriers with their health and/or transportation. This includes coordination with Community Wheels, the Tancook ferry schedule and individuals who volunteer to pick up food orders for others. 7. How did you determine the need for this project? While the Lighthouse Food Bank functions well to meet the needs of the community (and has community support through generous donations and coordination with local government and organizations, e.g. schools, grocery stores, Feed Nova Scotia), the following challenges have been identiﬁed: By Grouping 2021 2022 Percent Increase Families 767 1147 50% Adults 1259 2046 63% Children 817 1073 31% New Families/ Households 24 52 117% Page of 3 5 •There is a signiﬁcant increase in numbers and frequency of repeat visits for those accessing the Food Bank which increases the amount of food that requires storage. •Need better access to frozen and refrigerated food instead of keeping food in 7 freezers and 4 fridges located throughout the physical space of the Food Bank. •Current coolers and freezers are often ﬁlled to capacity and volunteers are not always able to accept food due to limited space. •The coolers and freezers currently in use at the Food Bank have been donated over the years, and are of undetermined age and are not energy efficient. •Need to ensure public health standards continue to be met through better protection of food safety (e.g. monitoring of temperature control). Improved monitoring of temperature control can be achieved by having less, but more efficient, equipment. •Grocery stores are donating more food to the Lighthouse Food Bank in frozen format. This is happening, in part, due to the new partnership between Food Bank Canada and Loblaws to divert food to food banks instead of discarding products. We need to ensure that these donations are not wasted. •Need to free up existing physical space for volunteers so that food orders will be able to be packed in a timely and more client focused manner. Currently, the number of volunteers who pack food orders is limited due to space constraints. If the many fridges and freezers were replaced by one walk in cooler and one walk in freezer, it would free up space, allowing 2 teams of packers. Other food banks in Nova Scotia are utilizing walk in fridges and freezers to improve safety of food storage and increase the efficiency of food order packing. For example, the Bridgewater Food Bank installed a walk in freezer and cooler approximately 3 years ago and have indicated the following improvements: •Improved time efficiency for volunteers by freeing up space and allowing for better work ﬂow. •More accessible and responsive to clients. Once a food order is placed it takes approximately 15 minutes to ﬁll orders as compared to an hour or more at our Food Bank. •Increased ability to bulk purchase. •Improved energy efficiency of equipment. The walk in freezer is able to maintain freezing for a longer period of time. 8. How much funding are you requesting? 70% of total cost: $53,707.50 9a. Budget Attach a project budget showing all revenue and expenses. See Appendix 2. Attach a copy of the most recent, annual ﬁnancial statement. See Appendix 3. 9b. Describe your ﬁnancial readiness for the project. Are all funding partners and in-kind contributions conﬁrmed? The Lighthouse Food Bank will utilize existing bank funds to cover the remaining 30% of the project costs. 10. If you are applying for a construction or renovation project please indicate whether you own or have a long term lease. Page of 4 5 An annual tenant lease is in place along with permission from the landlord to carry out the project. The Food Bank has tenant insurance in place. 11. Is there additional information that may support your grant application. Appendix 1: Impact of Lighthouse Food Bank Appendix 2: Lighthouse Food Bank Project Budget and Timeline Appendix 3: Lighthouse Food Bank Annual Audited Financial Statement 12. Any previous grants from the Municipality? No 13. If the funding request is approved who should the grant cheque be made payable to and what mailing address? Lighthouse Food Bank PO Box 179 Chester, NS B0J 1J0 Page of 5 5 CHESTER LIGHTHOUSE FOOD BANK 101 Valley Road Chester, NS B0J 1J0 902.275.5304 When did the Lighthouse Food Bank open? In 1986 a local municipal councillor established the food bank as a short-term response to food insecurity for people in the 39 communities (plus Tancook Island) in the Municipality of Chester. We are still in operation. What is “food insecurity”? Food insecurity exists when a household does not have physical and economic access to sufficient, safe, and nutritious food to meet their dietary needs and food preferences for an active and healthy life. Why does food insecurity exist? A variety of complex factors contribute to food insecurity; however, it is primarily related to family income. What are the impacts of food insecurity on individuals and our community? People who are food insecure are more likely to experience poorer mental and physical health, social isolation, and face barriers to employment, recreation, education, and literacy. What are the impacts of poor nutrition on children and youth? Healthy eating in childhood and adolescence is necessary for proper growth and development and to prevent various health conditions, such as high blood pressure, heart disease, type 2 diabetes, cancer, iron deficiency and dental problems, to name a few. Healthy nutrition is associated with improved cognitive function (especially memory), higher academic performance, reduce absenteeism in school, and improved mood and self-regulation. Is there really a need for a food bank in the Municipality of Chester? •Approximately 11% of Canadians are living in food insecure households. Page of January 202314 •Approximately 17% of Nova Scotians are living in food insecure households. •African Nova Scotian, First Nations and people of colour are approximately three times more likely to struggle with food insecurity than white households. •Nova Scotia has the third-highest provincial poverty rate in Canada, and the highest in Atlantic Canada. •27.8%: child poverty rate in Nova Scotia in year 2000. •27.5%: child poverty rate in Chester Basin in year 2018. •26.8%: child poverty rate in East Chester in year 2018. •42.1%: child poverty rate in New Ross in year 2018. •Between 1989 and 2020, child poverty rates decreased in every province and territory except Nova Scotia. •The child poverty rate for children under six is 28.5%, close to one in three children. •The Lighthouse Foodbank has an active list of 30 volunteers that contribute hundreds of hours monthly. •The busiest months are December, November, March, August, and June. •Dollar amount of food directly purchased: 2021 = $43 000 2022 = $76 000 Increase of $33 000 over a 12-month period. Are more people using the Lighthouse Food Bank than a few years ago? Yes. There has been a significant increase in use and frequency. Does the Food Bank do anything else other than give out food? •We provide school-aged children and youth with school supplies and backpacks. By Grouping 2021 2022 Percent Increase Families 767 1147 50% Adults 1259 2046 63% Children 817 1073 31% New Families/ Households 24 52 117% Page of January 202324 •We provide personal essentials such as toothpaste, toothbrushes, deodorant, menstrual products, and diapers. •We create meal kits and preparation advice. •We give out some clothing, particularly in the cold, winter months. •Sources of protein are often the most expensive foods to buy. The Lighthouse foodbank distributes wild game donated by hunters. •Food recovery – a few local food establishments donate prepared and unprepared surplus food. This reduces food waste. •To help keep our communities safe, we distribute COVID – 19 rapid tests, masks, and hand sanitizer. •We are partnered with SchoolsPlus and Forest Heights Community School to provide food and personal essentials to students and their families. •We partner with Chester Farmer’s Market so clients can access fresh produce. •Transportation can be a barrier to service. We regularly deliver to individuals and work with Community Wheels to provide service to our clients. •We are committed to providing service to unique dietary, religious or cultural requirements. •Whenever possible, we are committed to buying local, and supporting and encouraging supplier diversity. Last fiscal, we locally purchased $76 000 worth of goods. •Through our Christmas Registry this past holiday, we provided 117 households - with food, personal essentials, and gifts for children. This number is growing yearly. •We provide advocacy and support for some clients seeking employment or in need of other social or community supports. •We give out art kits to children and youth provided by the Chester Art Centre. Do you ever hear from individuals who access the Lighthouse Food Bank? “…. I just wanted to tell you what a great job you folks working in food banks do. Several years ago, I had to use one and it got me through a rough spot. I couldn’t have done it without the food bank. So, thank you for what you do!” Adult via telephone call. Page of January 202334 “Like you see on TV. Best Christmas ever!” Young child of single parent receiving gift box. “I am so excited! This is the last time I will need to come to the food bank. I graduate Community College and I will have a job. No need to come anymore!” Young person waiting to have order filled. Page of January 202344 Appendix 2 Lighthouse Food Bank Project Budget and Timeline Week 1 assumption: Monday, March 07, 2023 Week 12 assumption: Friday, June 02, 2023 PROJECT BUDGET Building Permit / Inspections $500.00 Walk-in Cooler & Freezer (ea. 7’x9’) (Supply and Install) $52,325.00 Emergency Power (14kw propane gen.) (Supply and Install) $16,900.00 Project Contingency (10%)$7,000.00 TOTAL $76,725.00 DISBURSEMENT Municipality of Chester Contribution (70%) $53,707.50 Lighthouse Foodbank (30% cash) $23,017.50 PROJECT SCHEDULE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Contractor Request & Response Equipment Procurement Walk-in Cooler & Freezer Equipment Procurement Emergency Generator Installation Walk-in Cooler & Freezer Installation Emergency Generator Inspection / Deﬁciencies & Clean-up Ledger Dep Book Deposits Bk Stmt Food Lighthouse Food Bank 2021 Worksheet for Review (Audit) Telephone 10.00 $ 2,268,70 605.00 2,265.39 615.00 10.00 2,766.78 $ 116.92 2,389.12 $ 1,168.59 753.86 $ 248.06 120.48 3,152.98 $ 10.00 $ 234.75 2,121.92 ` 1,174.78 10,00 $ 285,09 2,131.92 $ 2,316.00 $ 603.09 $ 116.67 10.00 882.25 $ 870.00 1,030.53 $ 116.63 $ 2,326.00 5 1000 $ 416.62 3,844.00 $ 2,018.86 10.00 $ 446.94 $ 116.63 $ 880.00 1,777.05 $ 781.40 10.00 606.19 3,854.00 $ 914.00 2,191.86 $ 117.14 10.00 $ 2,360.06 $ 2,326.00 $ 704.75 $ 123.55 $ 2,142.00 322.59 1,787.05 10.00 807.63 3,163.25 $ 265.38 10.00 $ 443.89 1,958.00 1,978.96 $ 1.1:6.77 924.00 6,818.00 5 127.04 10.00 $ 1,617.06 6,399.07 $ 1,020.44 $ 116.99 $ 4,478.00 $ 34,266.10 1,343.18 254.67 35.64 2,687.47 Membership Office Due 75.00 Supplies Insurance $ 200.00 $ 101.43 $ 100.90 9.05 33.07 Page 1 Bank SC 6.24 9.58 6.85 $ 109.04 35,37 14.38 9.77 6.83 7.48 317.03 116,86 77.46 73.25 $ 242,29 2,366.40 $ 8,786.00 734,6:5 $ 117.32 398.43 32.45 1,061.76 87.84 11.50 18.38 $ 7.40 $ 49.44 7 Ledger Dep Book Deposits Bk Stmt Food $ 40,675.17 2,553.35 93.82 78.00 779.91 1,702.67 $ 72,783.37 72,783,37 $ 43,884.70 Open bal Donations Expenses Closing bai 74,085.48 72,783.37 48,930.43 $ 97,938.42 Completed April 4, 2022 Cathy Haase Lighthouse Food Bank 2021 Worksheet for Review (Audit} Membership Office Telephone Dues Supplies Insurance 128.59 ,445,55 106.15 701.21 Page 2 ank SC 29.27 671.00 $ 121.82 $ 48,930.43 J- Gmi=-TEF;z MLi14Ic--iPA1_ "F-z-Ri-r^c;E !SC3r--iE:-rN, P.O. BOX 62 S, C:HEESTER. N_S_ BOJ 1 JCS February 11, 2023 Municipality of District of Chester King Street, Chester, N. S. BOJ 1J0 Dear Councillors , CMHS is working toward the development of a railway museum to be housed at the Freight Shed and Chester Train Station on Smith Road. This project came to the forefront of our plans when we were offered a large number of railroad artifacts on long term loan to add to the artifacts we already have. Currently we have applied for a capital grant from the Village Commission of Chester and will also be applying to the Haughan Heritage Trust for help with funding this project. There are other provincial options for funding but at this point our main objective is to replace the platform in front of the station and freight shed, install power to the freight shed and paint and refurbish the caboose so that we may be able to provide it as a tourist experience this summer. We would ask that you consider funding this project as an enhancement to the Municipality's location as a destination to visit, live and work. The Municipality as a whole has much to offer and this project will appeal to tourists and railway enthusiasts helping to showcase our area for potential development. Attached you will find an estimate of the cost to restore these areas. It is almost impossible to put a price tag of many of the items as they are historic pieces and not new ones we can purchase. Thank you for your consideration and for your assistance in the past in this endeavour. Yours truly, Carol A. Nauss Chester Municipal Heritage Society Chester Municipal Heritage Society (CMHS) is a registered non-profit society with both the CRA and Nova Scotia Joint Stocks. We have been in operation since 1981 when the Chester Train Station and buildings were transferred to CMHS and it became the home of the society in the village of Chester. We do not have any employees or tenants. We supply research and genealogy resources at Lordly Museum for Chester Municipality and the Blandford area. We are also a source for individuals and others seeking information regarding the municipality and the village. The surrounding land adjacent to Smith Road, was leased to the society and we have added additional property to the original lease and are currently applying for ownership of the entire leased piece holding a 20 year, renewable lease on the property. The Chester Connection Trail is located on a portion of the leased land. We have purchased and restored a circa 1806 Georgian house at 133 Central Street and an adjoining building which houses research facilities and the first municipal office for the Municipality of the District of Chester. Our next purchases were lands surrounding the house which contain a gazebo used weekly during the summer for local concerts and events, a park open to all, a wet land donated by the municipality and a children's playground funded by donations. Today we own and maintain a complete block within the village of Chester, free to all. We endeavour to be good community partners and have joined with the Chester Art Centre, The Chester Play House and the Mental Health Association to develop original programs combining youth and seniors at Shoreham Village Nursing Home. In municipality we continue to record and archive stories and memories. We sponsor a Canada Day Event for the entire municipality with volunteers from all areas. In conjunction with the Municipality we have identified houses within the municipality that are 150 years old or older and provided burgundy and white house numbers to identify them. We are always seeking money and new ways to pay for maintaining our properties and the cost of heating, insurance, and upkeep of both 133 Central Street and 20 Smith Road. Our biggest difficulty is to find volunteers with time and the willingness to donate time for programs and displays we wish to create. Our village is predominantly composed of older retired couples with few younger residents most of whom work outside of the village in Halifax and Bridgewater or the surrounding areas. The older residents feel they have already donated their time and energy and the younger families don't have the time nor inclination to volunteer. Regular activities conducted each year: 1.0peration of the Station 20 co-op store (40 +vendors) at the train station 2. Displays available Hawboldt, Oak Island, Gold Mining, blacksmithing at the Train Station 3. Provided space for a weekly farmers market 4. Provided space for raised gardens for the food bank 5. Operated Lordly House Museum and Research Centre at 133 Central Street in the village 6. Provided a free space for the Picnic in the Park weekly during the summer months 133 Central Street 7. Proved a free daily use park and playground for the community at 133 Central Street 8. Conducted research, collection and accessioning of items through ANSM 9. Hire local students, when possible, for summer positions. 10. Prepared changing displays for Lordly House Museum 133 Central Street 11. Raised funds and applied for grants to cover the cost of operations at both locations station and museum. 12. Hold an annual Canada Day celebration for the municipality 13. Conduct a flea market yearly and when articles are available an auction 14. Provide tourism information about our municipality and the village 15. Accession materials and upload to provincial database on NovaMuse. Other activities: 1. Cooperate with the Mental Health Assoc. and Dawn Harwood Jones to apply for programs for older citizens and youth 2. Keep in touch with local government to inform them of what we did and what we plan for current year 3. Provide information to people who are seeking information 4. Conduct fund raising activities such as the roast beef dinner, the picnic basket, yard sale, auction, when possible, for the society itself z -& N I I I I I I I I I I I I I I I I I I I rO I — I t 1 I II I I I I I I f I I I I I I I r r 13 6 a: rno Icoy rno 0I I ti ewe us_ Li pR' yny, prn 0 O 7 V 2! O CI; Q a ee/ R§ a` 7.• 7 ® q G§z a£-43 EW R\{ a 00 if f m a Z= °2 a TownSuit5 o . 6 06 912 .11U c PA SOFRVAR , 23 19 1 t .t i 32 ! l 18 1 1 1 A5t1 ram:..,.....:_ .....: — __a or warrant, guarantee, or make any representation whatsoever regarding the use, accuracy, or the results of use, of the data or that the data will be error free. The entire risk as to the use. and the results of the use of the data. is assumed by the user. I aN to M 3 L A A i r---,: `ray--( I i• 4~ 4 g1if.4 4i. T A; 7oocc o•'=; rot t -• • W. , a r 19•,14 moo. or tcIwaa o_ er, 5.3 s 6XTq..rr, E./Z ' d Sal ' ON N to x n a D A i1 n z n n a co u' O A 4 N A Z i car r f 4i 11 o- CI Budget for Freight Shed Project Item contractor quote confirmed , donated Structural Engineering plans BMR (structural engineer) 2875.00 (HST included)- yes Electricity for shed Gates Electric 3673.87 (HST included) yes Patio and path, deck, road way edge Elaine Collicutt and Sons 49,000.00 (HST included) yes Accessible Parking signs (3) Printer's Corner 103.50 (HST inlcuded) yes Caboose upgrade Exterior/Interior Trident Marine Volunteers 21,600.00 (HST included) 15,000 confirmed, Volunteer+ labour Administration 10% for project 7,766.00 Contingency 15% for project 414.00 for unknown costs re caboose -see budget) Plans -design R. Fraser 0000.00 yes Haughan Trust 8000.00 ? no Village of Chester 5000.00 ? no CMHS portion 8000.00 yes yes Provincial Business Accessibility grant no Application planned for 2024-25 Provincial Facillities grant no Application planned for 2024-25 ning per grad Organ' iton: "'i4„"f,roaf Fee: MUNICIPALITY OF THE DISTRICT OF CHESTER Capital Grant Application Form M Deadline to Apply: January ;31't n SMALL C. .. tam a tat l r" p o r t MAJOR C:rr�a 3,a 2023-01-17 15-55-15 9N "s trkro- %! n t k. ,r 1 F ,7#'.. "3 e o n I or 2023-01-17 16-59-30 C • G4}b, mGRANT tax . i • ALL A N m L A `.P CAT O N • MAJOR CAPITAL GRAN APPLICATIONS . ,. „,s,rvf»err, ::1,,1 1,. .. N ,snr' U�,,. ». rnal r ,. ZOZ3 '11 19 2023-01-17_17-01-10 +�.,rt1 F ara":ml w�radr w��cwlraatr tlo t,(II:,> rro tvfr- � ro,rr?:� trw,.rr1 ItrR�^ :'rw 0 No subrnit a hard copy to t'he eddfess Iaeltr is or, electron c sIly (see direction betn°+wr) p.r w., s aw ^. HOW TO SUBMIT THIS GRANT APPUCAT'ION ELECTRONIC .LY I" 4r 1Ir".r'? ,"i .,, .3rr t"11r°: :1,7"s r`" , b r.. t ar .. .. ,w: r.)+rr .• >n t tr~gr° r.vr, saurrt ',s ;~.®ro'1 $sC Subm tw 4ia,'cV tt•rm> :.w(li„1 ..,,. .,.,. .:'sue u! M,1 2023-01-17_17-02-29 MEMORANDUM OF ASSOCIATION OF CHESTER MUNICIPAL HERITAGE SOCIETY The name of the Society is the Chester Municipal Heritage Society. 2. The objectives of the Society are: (a) To promote the preservation of the character, mood and old world charm of the unique communities of the Municipality of Chester, as reflected in its architecture, the picturesque landscapes and seascapes; (b) To encourage and sponsor the restoration of the landmarks, historic edifices, and architectural adornments of the Municipality of Chester; (c) To establish, operate and expand museums for the purpose of recording and displaying the history of our founding cultures and developing community; (d) To conduct and encourage research as to the origins and background of individuals, families, and groups of founding settlers and their subsequent economic and cultural developments; (e) To foster and support the publication of papers and books telling of the exploits of our forefathers and their tales of courage and faith; (f) To co-operate fully with other Historical or Heritage Societies that come into existence within the Municipality so as to further achieve our mutual objectives; (g) To co-operate with the industrial and commercial sectors of the economic community so that the financial benefits from society activity and promotion may be achieved in concert and not conflict with the existing and expanding viable economy; (h) To encourage participation and involvement by any and all interested individuals in co-operation with Civic Government, Provincial and Federal Government Departments and Ministries and local organizations; (i) To acquire, rent, buy, sell, dispose of, erect, maintain, assemble, display, preserve and generally to deal with real property, buildings, relics, models, displays, documents, books, articles of clothing, medals, paintings, portraits, etchings, drawings, water colours, statues, antiques, tapes, records, microfilms, and any other item of work related to the furthering of the general objectives of the Society; (j) To acquire by way of grant, gift, purchase, bequest, devise, or otherwise, real and personal property and to use and apply such property to the realization of the objectives of the Society; (k) To buy, own, hold, lease, mortgage, sell and convey such real and personal property as may be necessary or desirable in the carrying out of the objectives of the Society; 3. The activities of the Society are to be carried on within either the Village or the Municipality of Chester; 4. The registered office of the Society is located within either the Village or the Nova Scotia, at such place as the Society may from time to time determine. nicipality of Chester PROVIDED farther, that if fear any reason the opera ns of the Society are terminated or wound up, or are dissolved and there remains, at that time, after satisfaction of all its debts and liabilities, and property whatsoever, the same shall be paid to some other charitable organization in Canada, having objectives similar to those of the Society. Chester Municipal Heritage Society Chester Municipal Heritage Society (CMHS) is a registered non-profit society(118851468RP0001) with both the CRA and Nova Scotia Joint Stocks (1433983). We have been in operation since 1981 when the Chester Train Station and buildings were transferred to CMHS and it became the home of the society in the village of Chester. The surrounding land adjacent to Smith Road, was leased to the society and we have added additional property to the original lease and are currently applying for ownership of the entire leased piece holding a 20 year, renewal lease on the property. The Chester Connection Trail is located on a portion of the leased land. We have purchased and restored a circa 1806 Georgian house at 133 Central Street and an adjoining building which houses research facilities and the first municipal office for the Municipality of the District of Chester as well as Lordly Park. Once these projects were completed our next purchases were lands surrounding the house which contain a gazebo used weekly during the summer for local concerts, weddings and events, a park open to all, a wet land donated by the municipality and a children's playground funded by donations. Today we own -and maintain a complete block within the village of Chester, free to all. We endeavour to be good community partners and have combined with the Chester Art Centre, The Chester Play House and received a number of Mental Health grants for original programs combining youth and seniors at Shoreham Village Nursing Home and in the community to record and archive their stories and memories. We sponsor a Canada Day Event for the entire municipality with volunteers from all areas. In conjunction with the Municipality we have identified houses within the municipality that are 150 years old or older and provided burgundy and white house numbers to identify them. We maintain a website and a Facebook page and participate in Nova Muse a provincial site listing accessions and graphics we have accumulated. On the following page is a list of the activities of CMHS and our outreach to our community and municipality. ACTIVITIES CONDUCTED BY THE CHESTER MUNICIPAL HERITAGE SOCIETY Regular activities conducted each year: 1.Operatian of the Station 20 co-op store (40 +vendors) at the train station 2. Displays available Hawboldt, Oak Island, Gold Mining, blacks thing 3. Provided space for a weekly farmers market 4. Provided space for raised gardens for the food bank S. Operated Lordly House Museum and Research Centre 6. Provided a free space for the Picnic in the Park weekly during the summer months 7. Proved a free daily use park and playground for the community S. Conducted research, collection and accessioning of items 9. Hired local students, when possible, far summer positions. 10. Prepared changing displays for Lordly House Museum 11. Raised funds and applied for grants to cover the cost of operations at both locations station and museum. 12. Hold an annual Canada Day celebration for the municipality 13. Conduct a flea market and when articles are available an auction 14. Provide tourism information about our municipality and the village Other activities: 1. Cooperate with the Mental Health Assoc. and Dawn Harwood Jones to apply for programs for older citizens and youth Keep in touch with local government to inform them of what we did and what we plan for current year 3. Provide information to people who are seeking information 4. Conduct fund raising activities such as the roast beef dinner, the picnic basket, yard sale, auction, when possible, for the society itself CHESTER MUNICIPAL HERITAGE SOCIETY ESTE TAIN STATION 20 SMITH ROAD, GNESTER urge furniture items for drop o ` d � 4 by 3 p.m. Friday 4u. 4 9O2-21 --3 2 LThO $E G1 AIL,COM 140.10, #' 7 x« '7, unicipal Heritage Society opeceeitiee: ADMISSION Donation to CMHS MUSIC 2:15 p.m. Daniel White & Jamie Junger 3:00 p.m.Chester Brass Band FASHION SHOWS by Esther Amiro & Erin Gore Courtesy of the Chester Drama Society 2:30 p.m & 3.30 p.m. RAIN T. ,: Sunday, C ,��L7;4T part of the Chester Villa6e Christmas Celebration Come & See JAY H JUSE MUSEUM DECORATED foY CHRISTMAS c.1922 Downton Abbetj Stele of the Roarin6 Twenties View decor of the era 1©o tjears a, o. Learn how decorations were made Brin6 your favourite ornament to "Show & Tell" 'your Christmas Stortg, " xNPu Dress attire of the "flapper" era optional Cookies & warm cider served! Presented 13 "CHESTER MUNICIPAL HERITAGE SOCIETY" Chester Municipal Heritage Society Board Members 2023 Board Chair Carol Nauss Secretary Vicki Levy Treasurer James Isaacs Directors: Fran Underwood Jayne Campbell Eleanor Publicover Eleanor Fiirtle Larry Ryan James Corkum Sally Dawson Danny Hennigar Accessions — Cynthia Las son and Nancy Hatch This project is one component of a much larger project to develop a railway museum at the 1905 Chester Train Station on Smith Road. The current building, freight shed and pump house are original structures from that time period 1905 and we wish to conserve them, keeping them open for the public and telling the story of the railway in. Chester and in the municipality. The extended plan is to use the freight shed as a museum with displays, as well as the caboose and the main station building containing an Oak island display, a co-operative handicraft shop and gold mining display. We are expecting this railway museum will become a destination location for railway buffs and others, expanding our ability to send visitors into the central part of the village. The project covers the following: 2.0023 Obtaining the ownership of the land which we now lease from the Dept. of Natural Resources on a 20 year renewal lease. Currently we are waiting for the decision regarding the land. 2. Install a caboose on rails in front of the station for an interpretation centre. (completed) Restore the interior and exterior of the caboose. 3. Construct the original boarding platform between the station and the caboose including accessible access to the platform. Phase II 2023- 2024 4. install electricity in the freight shed. 5. Build an accessible ramp and door into the freight shed facing the east with applicable accessible hardware. 6. Repair the damage to the bottom edges of the freight shed and the trim. 7. Install a handicap port -a -potty near the freight shed. 8. Construct museum displays within the freight shed. 9. Add a small viewing platform on the Smith Road side of the freight shed. O. Install a seating area between the station and the freight shed for a rest area, interpretation area and other uses as needed. Our hope is to draw more visitors to the station area , currently our numbers range from 3000 to 6000 visitors over the period that we are open. As always we point them down into the village to shop and appreciate our location on Mahone Bay and to Lordly Museum for historic and genealogy information. We act as a tourist information centre for the municipality as part of the municipal Ambassador Program. We provide visitors with rack cards and information. It is planned that we will be able to advertise the village and its businesses. LOCATION: The Chester Train Station is located at 20 Smith Road on Route #3 (North Street). It is surrounded by green space which is used by the local Farmers' Market during the spring and summer, a location for community garden beds, a labyrinth and picnic space. The Chester Connection Trail runs in front of the station and provides a stop for people using the trail as well as being the location of the trail head for the village. We also have an on site a display featuring Forman Hawboldt who developed the make and break engine which changed the fishing industry on the Eastern Coast from sail power to horse power. The station and buildings belong to the Chester Municipal Heritage Society and the land is leased from the Dept. of Natural Resources. The Heritage Society also operates Lordly House Museum, Maple Cottage, Lordly Park and a children's playground, open to all, within the village at 133 Central Street. lA, P Q2) Describe the project that would be funded by this grant, in detail including how the project will make the existing place of business accessible or compliment current accessible features. Our hope is to draw mare visitors to the station area , currently our numbers range from 3000 to 6000 visitors over the period that we are open. As always we point them down into the village to shop and appreciate our location on Mahone Bay and to Lordly House Museum for historic and genealogy information. We act as a tourist information centre for the municipality as part of the Municipal Ambassador Program. We provide visitors with rack cards and information. It is planned that we will be better able to advertise the village and its businesses. LOCATION: The Chester Train Station is located at 20 Smith Road on Route #3 (North Street). It is surrounded by green space which is used by the local Farmers' Market during the spring and summer, a location for community garden beds, a labyrinth and picnic space. Smith Road runs along the front of the station. The Chester Connection Trail runs in front of the station and provides a stop for people using the trail as well as being the location of the Connection Trail head for the village. We also have an on site a display featuring Forman Hawboldt who developed the make and break engine which changed the fishing industry on the Eastern Coast from sail power to horse power. The station and buildings belong to the Chester Municipal Heritage Society and the land is leased from the Dept. of Natural Resources. The Heritage Society also operates Lordly House Museum, Maple Cottage, Lordly Park and a children's playground, open to all, within the village at 133 Central Street. How this project will be sustainable The project will be sustainable through donations to the Chester Municipal Heritage Society from our membership base, members, etc. which has been a revenue source for the Society. Fund raising activities designed to fund the railway museum, tourism grants from the municipality and a small entrance fee at the museum itself and a percentage of the money raised through the co-op at the Station 20 Shop. A copy of sales through Square use is attached but does not include cash sales. The ability to board the caboose will be by donation and we expect it to generate funds as well. This will be the only railway museum in this area of the province and the municipality. With a partner we will have access to many authentic artifacts from our railway history and the story of the railway in our lives throughout the intervening years until the trains stopped running. The railway played a' role in the development of the barrel industry, lumbering, Christmas tree farming, tourism and businesses that relied on rail for merchandise, travel and connection to other areas in Nova Scotia, Canada and the United States. By using the display and telling the stories that are connected to the railway we will be collecting local stories that affected our area such as the first and second world wars, accidents, mining, etc. These stories will be offered on a scheduled basis at the station by local historians who have a story to tell with a fee attached. We will apply for other grants from the provincial government which will be for heritage monies to add electricity and other needed repairs. The Accessibility grant will cover the cost of the ramps, door etc. The final grant will be to the Municipality of Chester for additional funds to complete the project in a timely manner. Beyond that we will continue to fund raise and request donations for the project. Q3) How will your project enhance the use and access of your business? This project will add to the overall experience of visiting a train station, including a caboose and will become a destination for those looking for information about the village, the history of the railroad and draw more visitors and locals to our area. The Station 20 shop will have increased buyers as will the merchants within the down -town core of the village. The project supports everyone in the area from the artisans who sell their items, the Heritage Society with funding for local businesses. We intend that this will be a benefit for Lordly House Museum increasing visitors to the museum many of whom are seeking information both local and genealogical. We intend that this will be an enhancement that will make the Chester area a destination drawing more people to the village and the surrounding municipal area. What are the potential benefits of these enhancements for persons with disabilities or other community organizations representing persons with disabilities? It is our plan to hire a person with disabilities to act as a tour guide within the museum as it will be accessible to all. This person would also be available to provide information on the displays that are contained in the accessible station, including wrought iron work, gold mining, Oak Island and the building itself which is structurally unchaned from its 1905 use. We are in close proximity to Bonny Lea Farm which works with persons who have disabilities and Shoreham Village Seniors Complex. This museum will provide another venue for them to access. A chance in some cases to relive their experiences with train travel and a way to share with the Heritage Society and others. 4) escribe accessible li ed above give .r relevant information. We are close to Smith Road and the access from the planned accessible parking is close to the ramp with little or no grade to contend with. The portable wheelchair accessible washroom will be located close to the freight shed, but also offers this amenity to others who use the, Connection Trail using alternative means of mobility. We plan to instal a hard surface accessible area between the station and the freight shed with a path to the entrance to the ramp up to the freight shed museum. 3. page 2 Description of th project This is portion of a project to develop a railway museum adjacent to the Chester Train Station on 20 Smith Road. We are applying for the following portions which include installing electricity in the freight shed, the cost of structural plans for the project, the cost of materials and labour for construction of the boarding platform in front of the station and supplies needed to ready the caboose for opening in the spring or summer of this year. The remainder of the project will be completed through grants in the coming years, when money is available for our portion. To date we have spent $34,000.00 to have the caboose moved and placed on the rail bed which was constructed by volunteers. 7 from page The Heritage Society has been offered a large display of railway items for the museum and we ourselves have a number, including the building and the freight shed. Using the freight shed as a museum will increase the visitors who are interested in both railway history and the other displays at the station itself such as the Oak Island Display. Chester, the municipality needs to develop itself as a destination area featuring its historical past, new outdoor activities, accessibility, cultural activities etc., wind projects, green industries etc. This project will hopefully assist in increasing our area as a destination. Chester needs to let people know that they can meet almost any need a prospective resident might require. Hopefully this museum will increase our appeal to visitors, Chester Caboose Project Chester Train Station was once a very busy railway hub but today we are far more excited at the prospect at having a high functioning, attractive and important addition to our combined and sharedtourism infrastructure. Train enthusiasts from across North America are aware of our addition (this from a well connected train enthusiast) and we think it is imperative this Caboose is brought back to its original grandness soon. We have the only remaining train station in the entire municipality of Chester, and, the only train car. What a great tourism attraction. The caboose requires paint, top and bottom, some repairs to roof and walls, many (not all) glass windows need to be replaced. Proper, high strength steps are to be mounted (we have them in storage) and we need a strong, stable platform to allow guests to enter and exit safely, part of the grant application. As an anecdote, this caboose has its own whistle, all it needs is compressed air to operate it. We plan to use the ability to blow the whistle as a fund raiser for the project,,, ie.. so much to blow the whistle and as an added attraction to the Canada Day Celebrations. I ate for`Caboose repairs repairs and paint for entire Caboose (outside and inside) 5,000 without HST quote from Trident Marine still to be received. ndow repair' ,0 Attach steps to access' caboose (welding) 800 Compressor for whistl $600 Interior cleaning and repairs 1,000 15% cost overrun etc. 2, 760 From: arc i Sent: Monday, January 30, 2023 7:28 PM To: anny enni. ar Subject: Re Caboose paint job As per are meeting at the CN caboose, as discussed for sandblasting an paint whilst protecting of property an building we ill require ,fl ST. Including all materials, labour an clean up supplied by us. Thank you for considering us. Plans -design Haughan Trus Budget for Freight Shed Project e contractor quote confirmed donated Structural Engineering Mans Electricity for shed Patio and path, deck, road way edge Accessible Parking signs (j Caboose upgrade Exterior/Interior BMR (structural engineer) Gates Electric Elaine Collicutt and Sons 2875.0 (HST included) - yes 3673 87 (HST included) yes 40 .00 (HST included) Printer's Corner Trident Marine +Volunteers Administration 10% for project Contingency 15% for project 103.50 (HST inlcuded yes 21,600.00 (HST included) 7766.00 Volunteer + labour Village of Chester CIVIHS portion Provincial Business Accessibility grant Provincial Facillities grant 0000.00 8000.00 414.00 (for unknown costs re caboose -see budget) no 5000.E 8000.00 no yes no no yes Application planned for 2024-25 Application planned for 2024-25 Kyle Gates Electrical Services Limited 5440 Highway 329 Blandtord NS B0, 1TO 9022770458 KyleDGetes@hotmail.com GT/FHT Registration No. 815095302RT0001 Business Number 815095302 F ADDRESS Chester He sage Society ed cDonald Jared MacDonald Labor Tyler Motand Tyler 1 land Labor Permits Materials Estimate tear Complete wiring of building All armoured cable B plugs 6 4' led lights I outside light 2 outside plugs TAX SUMMARY HST (NS) @15'0 u i 277 - u t 1 IA /COMME [ EST I ATE. # 1208 DATE 28/10/2022 70.00 FIST NS 560:00 70.00 HST NS 560.00` 150,00 HST NS 150.00 1,924.76 HST NS 924.76 SUBTOTAL FIST (N ) @;15°1 TOTAL 479,21 3,194.76` 479.21 73.97 4.76 Accepted By Accepted Date Thane: (902) 275-5512 Chester Building Supplies Ltd. ...Building Our Community 3797 Hwy 3, P.O, Box 387 Chester, Nova Scotia BOJ 1Ja Fax: (902) 275-5892 www.castlecbs.com BILL TO: Cash Customer ITEM NUMBER DESCRIPTION 6616T CA Treated 6 x 6 x 16' Tanatone 21016T CA Treated 2 x 10 x 16' Tanatone 2812T CA Treated 2 x 8 x 12' Tanatone D416T CA Treated Decking 4" x 16' Tanatone W21216T CA Treated 2 x 12 x 16' Tanatone W448T CA Treated 4 x 4 x 8' Tanatone W2416T CA Treated 2 x 4 x 16' Tanatone WD68T CA Treated Decking 6"x 8' Tanatone W2616T CA Treated 2 x 6 x 16' Tanatone WL48PPT Lattice Privacy Plus CA Treated 1/2 x 3/4 Tanatone 2424 Patio Stone 24" x 24" D314GR Aimail D Head Galy, Ring Shank 3 1/4" T16N250FNB Alrmmeil 16ge Finish Stainless 2 112" 500/pk DSB83 Deck Screw Brown #8 x 3" (19.8LBS/Box) DSB82 Deck Screw Brown #8 x 2" (25LBS/Box) 28TZJH Hanger 2 x 8 - G185 Triple Zinc Exterior Treated N16LB Nails Joist. Hanger N10 1 1/2" /LB EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA UOM "THE FINE PRINT"; We have calculated the estimate quantities to the best of our ability. We in no way guarantee our estimate quantities to be correct. The prices quoted are valid for 30 days. HST Number 10094 3380 RT Quote DATE January 26, 2023 NUMBER 0001616407 CUSTOMER NO. 1 SHIP TO: GREG WOODS 902-275-2055 TAG: RAMPS QUANTITY 8 24 55 230 2 13 20 30 7 16 28 6 10 10 10 80 10 UNIT PRICE 109.'97000 62.00000 34.99000 11.99000 85.98000 19.99000 22.2.9000 11,99000 32.99000 59.98000 12.79000 97.99000 33.49000 7.00000 7.00000 1.99000 4.69000 EXTENDED PRICE 879.76 1,488.00 1,924.45 2,757,70 171.96 259,87 445.80 359.70 230.93 959.68 358.12 N/C 587.94 334,90 70.00 70.00 159.20 46.90 NET AMOUNT 11,104.91 HST 1,665.74 TOTAL j $12,770.65 I : (902) 275-5512 BILL TO: Cash Customer Chester Building Supplies Ltd. ...Building Our Community 3797 Hwv 3, P.O. Box 387 Chester, Nova Scotia ` BOJ 1JO Fax: (902) 275-5892 cbs.corn Quote DATE January 26, 2023 NUMBER 0001616405 CUSTOMER NO, 1 SHIP TO: GREG WOODS (902)-275-2055 TAG: LANDING ITEM NUMBER DESCRIPTION UOM QUANTITY 2 W21016T VV2'816T W21216T WD416T W6612T W24167 W2616T WL48PPT 2424 Spruce 2 x 6 x 16 0745 KO Premium CA Treated 2 x 10 x 16' Tanatone CA Treated 2 x 8 x 16' Tanatone CA Treated 2 x 12 x 16' Tanatone CA Treated Decking 4" x 16' Tanatone CA Treated 6 x 6 x 12' Tanatone CA Treated 2 x 4 x 16' Tanatone CA Treated 2 x 6 x 16' Tanatone Lattice Privacy Plus CA Treated 112 x 3/4 Tanatone Patio Stone 24" x 24" 2.5GAR Nails GaIv Ardox 2 1/2" DS883 Deck Screw Brown #8 x 3" (19.8LBS/Box) T16rv250Frve Aimail 16ga Finish Stainless 2 112" 500/pk D314GR Aimail 30-34° D Head Galb. Ring Shank 3 1/4" EA 10 EA 68 EA 105 EA 6 EA 325 EA 6 EA 20 EA 4 EA 8 EA 30 EA 20 EA 5 EA 2 EA 10 "THE FINE PRINT": We have calculated the estimate quantities to the best of our ability. We in no way guarantee our estimate quantities to be correct. The prices quoted are valid for 30 days. HST Number 10094 3380 RT UNIT PRICE EXTENDED PRICE 20.69000 206.90 62.00000 4,216.00 45.99000 4,828,95 85.98000 515.88 11,99000 3,896.75 79.99000 479.94 22.29000 445.80 32.99000 131.96 59.98000 479.84 12.79000 383.70 N/C 3.92000 78.40 7.00000 35,00 33.49000 66.98 97.99000 979.90 NET AMOUNT HST TOTAL 16,746.00 .90 ,257.90 Phone: (902) 275-5512 Chester Building Supplies Ltd. ...Building Our Community 3797 Hwy 3, P.O. Box 387 Chester, Nova Scotia BOJ 1JO Fax: (902) 275-589 BILL TO: Cash Customer fv sv.casttecbs.c©m Quote DATE January 26, 2023 NUMBER 0001616409 CUSTOMER NO, 1 SHIP TO: GREG WOODS 902-275-2055 TAG: SKIRTING ITEM NUMBER DESCRIPTION UOM QUANTITY UNIT PRICE W168T CA Treated 1 x 6 x 8' Boards Tanatone W2416T CA Treated 2 x 4 x 16' Tanatone W2616T CA Treated 2 x 6 x 16' Tanatone 0314GR Aimail 30-34° E7 Head Galv. Ring Shank 3 1/4" DS882 Deck Screw Brown #8 x 2" (25LBS/Box) 892.3666 Gate Kit Heavy Duty (Nuvo Iron) EA EA EA EA "THE FINE PRINT": We have calculated the estimate quantities to the best of our ability. We in no way guarantee our estimate quantities to be correct, The prices quoted are valid for 30 days, HST Number 10094 3380 RT 60 9.59000 30 22.29000 13 32,99000 1 97.99000 20 7.00000 1 54,94000 EXTENDED PRICE 575,40 668,70 428.87 N/C 97.99 140.00 54.94 NET AMOUNT 1,965.90 HST 294.89 TOTAL I X2,260.79 Quote for Handicap Parking signs: Good Morning Carol, Price on 3 would be $30 tx each ($90tx) Let me know if we should proceed. Cheers Sam Printer's Corner 2064 Hwy 324 Blockhouse NS 902.624.0170 Open Monday to Friday, 9am - 4pm (with the exception of holidays) n alup .nel. PLEASE NOTE: There is a rninimurm $3 print file fee for any file that we print via email, U/Flash Drive,, CD/DVD, Fla h/ IM Card. U1 e ask that you send files prior to arriving to allow us time to fit them into our print schedule: Forwarded by B R (Structural) Engineering Architectural drawings - $0 Structural engineering and drawings; Bi 'IR Engineering Ltd =$2,500. Best regards S d Dumaresqu P.0, BOX 280 CHESTER NS BO 0 10173 27 275-3548 1ST CLASS MAIL 5BDDA10100_8092135 001 E D 10173 08357 CHESTER MUNICIPAL HERITAGE SOC 133 CENTRAL STREET PO BOX 628 CHESTER NS BOJ 1J0 STATEMENT OF BUSINESS ACCOUNT DESCRIPTION BALANCE FORWARD DEPOSIT DEPOSIT DEPOSIT DEPOSIT DEPOSIT CHQ 5803 2320217999 CHQ 5857 2320218000 CHQ 5856 7324756488 CREDIT MEMO CORR ADJUSTMENT OTHER DEPOSIT ADJUSTMENT - DR CORR ADJUSTMENT OTHER CHQ 5855 7324761439 WITHDRAWAL Municipality of Chester (MODC) INTERAC E -TRANSFER WITHDRAWAL Municipality of Chester (MODC) INTERAC E -TRANSFER WITHDRAWAL Municipality of Chester (MODC) INTERAC E -TRANSFER WITHDRAWAL Municipality of Chester (MODC) INTERAC E -TRANSFER WITHDRAWAL Municipality of Chester (MODC) INTERAC E -TRANSFER. WITHDRAWAL Municipality of Chester (MODC) 1NTERAC E -TRANSFER WITHDRAW ALSJDEBI 472 349 69 39 17 01 17595 59 80 406 83 1064 227 302 191 4 98 99 24 NO. OF DEBITS`.. OTAL AMOUNT - DEBITS 4,533.35 NO, OF CREDITS 6 FROM SEP 29 2022 DEPOSITS/CREDITS 1333 70 1195.00 172 09 12500 1997 70 185 00 TOTAL AMOUNT CREDITS M Ga29 ACCOUNT NUMBER 10173 00828 13 TO OCT 31 2022 DATE BALANCE PAGE 5,00849 WU. OF ENCLOSURES 23 64755 07 68687 99 ORE ITEMS ON PAGE 2 GST REGISTRATION NO. R1 955 Registered trademark of The Bank of Nova Scotia .0. Box 280 CHESTER NS 80,1 1 0 10173 27 275®3548 1ST CLASS MAIL CHESTER MUNICIPAL IPAL HERITAGE OC 133 CENTRALSTREET PO BOX 628 CHESTER NS BOJ 1JO STATEMENT OE BUSINESS ACCOUNT rPTIO BALANCE FORWARD SCN RILL PAYMENT t1ELL ALIANT - NB/NS/PE 5950262/ DEPOSIT ROSE [ WILSON INTERAC EETRANSFER CHQ* 5841 7226041247 WITHDRAWAL Jean Smith INTERAC [-TRANSFER WITHDRAWAL Dorothy Peacock INTERAC [-TRANSFER WITHDRAWAL Lorna Oickle INTERAC E -TRANSFER WITHDRAWAL Nancy Hussey INTERAC E -TRANSFER WITHDRAWAL Geraldine Pauley INTERAC F -TRANSFER WITHDRAWAL a antha Grayney INTERAC E -TRANSFER WITHDRAWAL Linda Rafuse INTERAC E -TRANSFER WITHDRAWAL Eleanor Hirtle INTERAC E -TRANSFER WITHDRAWAL Trevor Myra INTERAC E -TRANSFER SERVICE CHARGE SCOTIACONN CT IlRISC PAYMENT SQUARE, INC SQUARE CANADA I CHO 5859 5325197019 5,6 5. NO. OF (REDI' 24931 85:00 155.i55 42;50 0 9:00 148175 127 149160 FROM SEP 29 2022 TOTAL AMOUNT CREIAS 0 ACCOUNT NUMBER 10173 00828 13 2022 PAGE 2 10844 6523021 1 6498090 NO OF URES 23 65202;1: 65160:63 65242 BORE ITEM ON PAGE ST REGISTRATION FR , R1051955 Registered trademark of The Bank' o1 Nova Scotia P.O. BOX 280 10178 27 CHESTER NS BOJ IJO 275-3548 1ST CLASS MAIL. CHESTER MUNICIPAL HERITAGE SOC 133 CENTRAL STREET P© BOX 628 CHESTER NS BOJ 1J0 STATEMENT OF BUSINESS ACCOUNT DESCRIPTION.; BALANCE FORWARD MISC PAYMENT SQUARE, INC. SQUARE CANADA I MISC PAYMENT SQUARE, INC. SQUARE CANADA I CHQ* 5872 7226295645 CHQ 5867 7324789583 CHQ* 5862 7226405203 WITHDRAWAL Carol Nauss INTERAC E -TRANSFER. MISC PAYMENT SQUARE, INC. SQUARE CANADA I SD SETTLEMENT SD# 52636 FCN 0001 FCD 221013 MISC PAYMENT SQUARE, INC. SQUARE CANADA I MISC PAYMENT SQUARE, INC. SQUARE CANADA I CHQ* 5873 1021544018 CHQ 5864 2320330861 CHQ* 5876 7120366518 CHQ* 5877 7120367358 CHQ* 5870 7226685881 CHQ* 5858 7226685882 CHQ* 5860 7226685883 CHQ* 5879 7226685884 CHQ* 5861 7226685885 CHQ* 5874 7226686163 CHQ* 5865 7226767967 CHQ 5868 7324827539 WITHDRAWAL Linda MacKenzie INTERAC E -TRANSFER NO. OF DEBITS 42 ITHDRAWAL5/DEBI'TS 4335 69 00 225 67 550 00 862 63 72 175 126 95 143 2415 86 15 19550 40 79 7 TOTAL AMOUNT- DEBITS 30,278.70 NO. QF CREDITS 1 0 75 75 10 63 25 37 00 25 39 00 80 48 50 FROM SEP 29 2022 DEPOSITS/CREDITS 32 42 2.424 207 31 165 77 276 '64 0CT 31 2022 DATE M D 011 012 013 014 017 ACCOUNT NUMBER 10173 00828 13 TO PAGE. BALANCE 65242 65404 65178 64628 63973 41631 41552. 41544 12 62 95 95 76 88 40 90 TOTAL AMOUNT - CREDITS 7,068.5 NC1. OF ENCLL3SURE:S 2 ORE ITEMS ON PAGE 4 GST REGISTRATION NO. R1D5195598 Re istered trail rnark of The Bank of Nova Scotia P.O. BOX 280 CHESTER NS BEJ 1JO X7227 275-3546 1ST CLASS MAIL CHESTER MUNICIPAL HERITAGE SEC; 133 CENTRAL STREET PO BOX 628 CHESTER NS BOJ 1J0 S1ATEMENT OF BUSINESS ACCOUNT DESCR PT,ON BALANCE FORWARD WITHDRAWAL Patty Winfield INTERAC &TRANSFER WITHDRAWAL Carol Nauss INTERAC ETRANSFER WITHDRAWAL Lorna Oickle INTERAC ETRANSFER WITHDRAWAL Kerry Mosher INTERAC E -TRANSFER WITHDRAWAL Elaine Collicutt & Sons INTERAC ETRANSFER WITHDRAWAL Heather Bond INTERAC ETRANSFER WITHDRAWAL Carol Nauss INTERAC ETRANSFER WITHDRAWAL Samantha (Phoenix) Hamill INTERAC ETRANSFER WITHDRAWAL Carol Nauss INTERAC ETRANSFER WinI RAWAL Lois Meisner INTERAC E TRANSFER' SCN BILL PAYMENT NOVA SCOTIA POWER 29796 240 SCN BILL PAYMENT NOVA SCOTIA POWER 29796241 SCN BILL PAYMENT NOVA SCOTIA POWER 29796242 miff DE AWALSFI EBI FROM SEP 29 2022 o E P Os o T5 r Cr# E r l s 25150 94130 4125 0 21850 6180 100 201140; 73157 17.85, 170175 46:35 32139' 0E DATE t� D ACCOUNT NUMBER 10173 00828 13 2022 BALANCE 9 NO. OF EIEBrTS GST RE TOTAL AM 5 1,266 46 NO. CF CREDITS TOTAL AMOUNT - ERECTS 7,06&5 NO. OF ENCLOSURES 2: ISTRATION NO, 5598 Regist d traders PAGE 4 The Bank of Nova Scotia. P.O BOX 280 CHESTER NS BOJ 1 10173 27 275-3548 1' T CLASS MAlI CHESTER MUNICIPAL HERITAGE SOC 133 CENTRAL STREET PCB BOX 628 CHESTER NS 130,11J0 STATEMENT OF BUSINESS ACCOUNT FROM SU SEP 29 2022 CRIPTI0hj BALANCE FORWARD SCN SILL PAYMENT NOVA SCOTIA POWER 29796244 CHQ 5878 2320354890 MISC PAYMENT SQUARE, INC. SQUARE CANADA MISC PAYMENT SQUARE, INC. SQUARE CANADA I` MISC PAYMENT SQUARE, INC SQUARE CANADA 1 CHQ 5680 5325242907 MISC PAYMENT CG22-2382, 70% MENTAL HEALTH MISC PAYMENT SQUARE,. INC. SQUARE CANADA I DEPOSIT DARTMOUTH 60053 001 E Pow DARTMOUTH 60053 001 MISC PAYMENT SQUARE, INC. SQUARE CANADA I' SERVICE CHARGE "UNCOLLECTED FEES AND/ ; ODI CIW1NI 0 0F; :t3ITS 59 TOTAL AMOUNT - DEB 1 IITHDRAUVA 124 9 0.0O' 2150 6 94 8750100' 19(64 3850Ei0 14 203141 32579.87 NO. OF CREDITS 21 TOTAL AMOUNT': CREDITS 22,687.66 ACCOUNT NUMBER 10173 00828 13 TO 0CT 31 2022 BALANC PAGE 39338160 3947017I 4 40525;70 4927'5170 49466114 54862 p8 NO. CAF MORE ITEMS CLOURES ON PAGE 23 ST RE ISTRATION NO, ft1 05195598 RC iste d trademark of The Bank of Nov, °olio P. . BOX 280 CHESTER NS 0 1017 27 275-3548 1ST CLASS MAIL CHESTER MUNICIPAL HERITAGE OC 133 CENTRAL STREET ISO BOX 528 CHESTER NS 00J 1J0 STATEMENT Of SERVICE CHARGE E;CRaPTION ITEM TRANSACTION FEES DEPOSIT CHEQUES OTHER CREDITS OTHER DEBITS BILL PAYMENTS FREE ITEM ALLOWANCE SUB TOTAL DEPOSIT CONTENTS ITEMS DEPOSITED CASH DEPOSITED COIN DEPOSITED STATEMENT PREPARATION DEPOSIT ADJUSTMENTS TOTAL SERVICE CHARGES i W THDRAWAL5JDEtB ITS FROM SEP 29 2022 DEPOSITS/CREDITS RATE 1,25 1.50 1.25 1.25 1.25 .25 2.50 PER $1000 2.50 PER $100 5.00 5.00 TO ACCOUNT NUMBER 10173 00828 13 2022 PAGE 6 BA CHARGE. 1000 3164I12550 6,254150 35=25 5;25' -37;00 55;25 2=75_' 10;46 223 NO. OF TOTAL A GST REGISTRATION NO, R105 5598 Ni° CREDITS OF CLOSURES 23 WORE ITE ON PAGE Registered trademark of The Bank of Nova Scot Understand your sales Get real --time sales reports from your Square Dashboard, See the big picture with our simple graphs and summaries,.then drill deeper to see how you can grow your business and run it more efficiently, E SALE AVG. DAILY SALES ALES AVG, 12AM REPORTS V HOUR' July Avg rric nth $2 98(325 Avg Monthly Sales AVG. DAILY, TRANSACT] 12PM PIQ: 60634912 MN: 00643793 TownSu MuNIC IF'AI R FtwA [ Gff i.�raar f stir roartrieht korut Pr,otirotify PROPERTY INFORMATION Owner Name„ NS NATURAL RESOURCES Address: 20 Smith Rd, Chester This data is provided 'as is and without any warranty of any kind, The Town of ANYTOWN does not represent or warrant,guarantee; or make any representation whatsoever regarding the use, accuracy, or the results of use, of the data or that the data, will be error free. The entire risk as to the use, and the results of the use of the da[a, is assumed by the user. NOT. 4. MC cc. n av3s area +a ne iAa+ a =Art terf +t eza vJi/uP"' .ate v. «,ss m .0 1. 4 Wk. *04 .9. .n.clet namd son. AAA to flt V. KLAN W, 2IN[C a nd CO LEEK ZN ISIGAIE,w V ,S4 n PSEI. ft BOWS, HARL INDER MOHINDER NA ANTONY GEORGE PROFFITT tsn© LINDA CLAI.R PROFFITT 69 21.1t SS WS US VT W^31in'�� DA- HUME S6eITN w>i JILL DENISE SMITH -N and CROWN LAND Fiti,Y u1hAS.ti1 xirati . A IMS Kft +t- ai. - rz a *cx vonAny d rim= PAPS ,J1,02 511 O., MARTINEZ and / ANTHONY MARTINEZ/ MWNNT Siff S1 Pst1, a ss (JANET 44.5 not Or t ROBERT JOHN PQR wSf 0' SHARON A MUNRO so., PIdt olc . m MSS t f1 t a>r.. E +,1/t w.^..rte' . M OS A,f1,1 LE K KT is SW. - aeea a' 4.44, 44 Paa=n., a'at-' ,a'A 3T 5N R �1 C1 Of AS tti rtiJtES , h4 S lta ” C".eR a Pry REP ' ME Mk Alfte 3%v4 yg S .C§+C =k TYe P ft tffettf 9riRP tC ,TE ,M14M14 .S.P. C CnCCP P #4 4T,1S a ,i a'e tai . nC„. *R wg-S v 3K COW3+= ' Dirt, 1K ietttt At PLAN OF SURLY SNOWING PARCEL A & B CROWN LAND TO RE LEASW and PARCEL C (ACCESS CORRIDOR) CHESTER, LUNENERJRG COUNTY NOVA SCOTIA !OM SSW% Orr.c riMr Cr NATURAL EIS MC. Cr €I4v S-CCIL,Q1 FIELD PLOT P -O53/03 Sent at: .2022-10-26 1:58:07 PM Application received to Purchase Crown Lands on Behalf of the Chester Municipal Heritage From: Tupper, Ann <ann.tupper@novescotia.ca> To: canauss@gmail.com <canauss@gmail.com> Cc: lordlyhouse@gmail.com <lordlyhouse@gmail.com> Hello Ms. Nauss: I am the Land Administration Officer assigned to your file, We have received the request , on behalf of the Chester Municipal Heritage Society to purchase Crown lands, that are cmTently leased, for SI .00. Please be advised that the department is currently reviewing the request. For your information, the following is the general procedure for purchasing Crown land: When the department receives a request to purchase, a Crown Land Information Management Centre (CLIMC) report and. a report from the departmental Integrated Resource Management (IRM) team are requested. A CLIMC report will determine if there are any encumbrances or title issues related to the Crown lands. The IRM. review identifies special land features, uses and resource values and incorporates these to assist in the planning and decision -making process. Please allow several months for the completion of these reports,_. Under the Mi'kmaq-Nova Scotia -Canada Consultation Terms of Reference the Province consults with the Mi'kina.q of Nova Scotia on Crown land decisions that could impact Aboriginal and Treaty Rights. If the Mi.'kmaq community identifies issues in relation to a proposed activity on Crown lands that may impact. their rights, it may be necessary for the applicant to hire a qualified archaeologist to conduct, an archaeological survey and subsurface testing. Terms and conditions will be outlined in a of Offer, (LOO) if a sale is recommended by staff, meets all policy requirements, and is approved by the Minister or Cabinet, the purchaser is required to pay the following: • the legal costs for migrating the land to the land registration system, • any costs associated with aboriginal consultation • the cost of hiring a Nova Scotia land surveyor to survey the land, and The time required to complete a land purchase varies depending on the nature and complexity of the request, the time it takes to complete the survey, and whether or not the parcel is registered in the land registration system before the sale. As stated above, the request for CLIMC research as well as the IRM report have been initiated , and once those are complete and the recommendation received, I will be in touch. At that point in time IE it is recommended that we proceed with the sale of the lands, you will receive a letter of offer outlining all terms and conditions. Please feel free to contact me at any time, should you have additional questions or concerns. Regards, e °l Sent at: /24-/ Train 1n Chester From: Danny Hennigar flhs(eastlinkaca To: Carol Nauss <canauss grnail.com Carol, Here is the required permission from Area Manager Rob Paddock as requested. Cheers, Danny Sent from lei iii for Windows From: Sent: Tuesday, January 24, 2023 7:32 AM To: cifirtyliCn iga CcCr,i spo Subject: RE: Train Station Chester Hi Danny, 02 ;S: 4S: t7 AM Please consider this e-mail permission to move forward with the planned trench as described in the plans on the attached e-mail you sent on January 16, 2023. Please ensure any and all local municipal permissions, if any, have been, obtained prior to any trench construction. Please ensure all safety protocols relative to this project are in place during this construction. Please let us know the date you plan to have the trench work completed, I have cc,d Jason Cyr as ell. He is aware of request. Anything further e can do to assist please let me know. Cheers Rob Paddock Area Manage] nburg Department of NaturalResources and Rene vab es 902-223-4142 From: Danny Henni ar <fins@eastlinkxa> Sent: January 23, 2023 4:16 PM To: Paddock, Robert J <Robert:Paddock novascotia.ca> Subject: Train Station Chester ** EXTERNAL EMAIL ! COURRIEL EXTERNE ** Exercise caution when opening attachments or clicking on links i Faites preuve de prudence si vOus ouvrez une piece Iointe eu cliquez sur on lien Virus -free Nyv Che ster Train Station Shed Ramp #2 PRaltCTi TbtaW =o ma @ o !a We ii.a5 anow rt 4C,t e.5 T R, TRAIN 5TATION. Ri ,Chester Chester Train Station = Pro ject Notes & Site Plan } than,e Any an»c linty, en*tqner. ancj A uthanty omr e, I\tee a5 e theckeeelen an d any »> as m, Owner a nd e51,arter ys y C15TERTRIN TATiON, I a , e Chester Train Station : Project Notes k S te Plan 0 r c e Elev at, on *sz FREIGI-17 !T w 5TATICNrcO s me s @ FOR CONVENIENCE , all a wzaers m; rtooR CHESTER TIN STATION , 5mt C ate Chester Tram Statio n Platfo ,Ramps & She d Ramp 11. from page The Heritage Society has been offered a large display of railway items for the museum and we ourselves have a number, including the building and the freight shed. Using the freight shed as a museum will increase the visitors who are interested in both railway history and the other displays at the station itself such as the Oak island Display. Chester, the municipality needs to develop itself as a destination area featuring its historical past, new outdoor activities, accessibility, cultural activities etc., wind projects, green industries etc. This project will hopefully assist in increasing our area as a destination. Chester needs to let people know that they can meet almost any need a prospective resident might require Hopefully this museum will increase our appeal to visitors. The Connection Trail runs past our door and the downtown merchants might consider ways to encourage people to leave the trail and enter the village. Suggestions for tourists might include stopping for a meal, taking a swim in the Lido, shopping in the village, going to a beach, rent a boat and get out on the water, a walk along the waterfront, take a trip to Tancook, a hike up to Castle Rock, go to the playground etc. It would enhance the visitor's experience if important sites were identified, such as the Rope Loft and its connection to the Young Teazer and prohibition, the Block House ie. Wisteria now, the Tavern etc. etc. Older houses could be signed to explain their importance and what they were originally used for. Flowers, Flowers, Flowers once sat on Queen Street as a Jewellery store, and was moved to its present location. The area around the post office once was the site of a large store, two watch makers shop, an overflow for guests of the Columbia House. The Train Station and the planned museum, the caboose etc. will enhance the visitor experience drawing railroad enthusiasts giving them a reason to make Chester a destination and then encourage them to visit the village proper once they leave our site. We encourage the businesses within the village to consider using the station as a way to show people what they offer both in shopping and experience. On a trip to another museum. I saw a display called, "The Other Side of the Tracks" and it vas a diorama showing the shops etc. that were in the town. I can envision something such as that which would begin with the harbour, then the main village area and finally the train station as a background. Information about what is available in the downtown area could be included around it and store identified on the diorama. c)t" the Wi.ikke ti,,, 3oh') Atwell. Quote: 2022-163 Date: December 9, 2022 Prepared For: Mary Ellen Shatford Project: Through the Years Daycare Description: -Trike Track 120’ long x 5’ wide $20,274.00 -Play structure with stainless slide, climbing wall and transfer station $33,213.00 -Playground Turf $27,103.00 -Rainbow Music Trio from Percussion Play $8,992.00 -Portable balance course $2,380.00 -Relocate sandbox $1,400.00 -Live Edge Fencing $1,400.00 -Whale drum with restorative teaching circle (circle donated by Cobequid) $3,631.00 -2 Accessible live edge picnic tables $2,900.00 -1 backed log bench $1,233.00 -Float to site $1,885.00 Subtotal: $104,413.00 HST: $15,662.00 Total: $120,075.00 Thank you for the opportunity to provide a quote. Based in Nova Scotia (Atlantic Canada), we specialize in outdoor recreation design, playground equipment supply, custom fabrication, construction and installation. We offer traditional and natural playground elements as well as blended designs so we have many options to achieve your play outcomes. As Recreation Specialists we can help you maximize your play space and budget. We strive to incorporate on site materials and volunteer resources for sustainability and cost savings. Our team is committed to getting your play space 'adventure ready' with age appropriate play elements. We are a design/build company and are certified to install both traditional and natural playscape elements. Our products are in compliance with the CAN/CSA- Z614-14 or the most recent version. We make it easy for people to donate supplies and time by generating a list of materials for clients to source locally. Cobequid Consulting is committed to a strong safety program that protects its staff, its property and the public from incident. Employees at every level, including management, are responsible and accountable for the company’s overall safety initiatives. Our crew are: chainsaw safety certified, WHMIS, First Aid and Confined Space certified. We are in good standing with the Workers Compensation Board of NS and are COR certified with Nova Scotia Construction Safety Association. We hold a special insurance policy that allows us to work with volunteers to facilitate community build days. We carry $5,000,000 general liability insurance for our company and vehicles. Our prices are valid for 30 days. Cobequid Consulting will retain the rights to the design and costing presented with this proposal. Any use of the design or costing without the explicit written approval is forbidden. EXISTING PLAY AREA CONCRETE TRIKE TRACK CONCRETE TRIKE TRACK 2 KIDS LIVE EDGE CEDAR PICNIC TABLES BACKED LOG BENCH PORTABLE BALANCE COURSE AND RESTORATIVE TEACHING CIRLCE GRAVEL PLAY STRUCTURE WITH TRANSFER STATION, SLIDE AND CLIMBING WALL TURF RELOCATED SAND BOX (WITH COVER) WITH SAND AROUND IT AND LOG BORDER RAINBOW TRIO ON CONCTRETE RELOCATED PLAYHOUSE LIVE EDGE WALLS THROUGH THE YEARS DAYCARE THROUGH THE YEARS DAYCARE RAINBOW TRIO LOG BALANCE RESTORATIVE TEACHING CIRLCE AND WHALE DRUM LIVE EDGE CEDAR PICNIC TABLES BACKED LOG BENCH PLAY STRUCTURE WITH TRANSFER STATION, SLIDE AND CLIMBING WALL THROUGH THE YEARS DAYCARE MUNICIPALITY OF THE DISTRICT OF CHESTER ~ Capital Grant Application Form ~ Deadline to Apply: January 31st Name of Organization Contact Person Position with Organization Organization Mailing Address Incorporation Number with Registry of Joint Stocks Phone: Email: Date: Which grant are you applying for: SMALL Capital Grant MAJOR Capital Grant Signature of Signing Officer and position with Organization: Name (printed) Position Endorsement (check box) I declare I am a member of the organization and have authority to submit this application. Application Notes: Feel free to attach additional supporting documents if the space provided is not sufficient. 2. Which of the following best describes your project? New Construction Large Capital Equipment Renovation Small Capital Equipment Other (list): 1. Describe the purpose or objective(s) of your organization (i.e. mission statement). End Date: or Google 'Municipality of Chester Strategic Priorities'. Municipal Strategic Priorities Framework (to view the Priorities document click the attached link or copy and paste it in your browser): https://portal.laserfiche.ca/Portal/DocView.aspx?id=1236847&repo=r-0001f4a08362 3. Please provide a detailed description of your project. 4. What is the estimated project timeline? Start Date: 5. Please describe the positive effects your project will have on the community and how it supports the 6. Who will benefit from your project and how?  MAJOR CAPITAL GRANT APPLICATIONS – Council will fund up to a maximum of 70% of the total project budget. Groups must secure the remaining 30% from other sources and a minimum of 10% must be cash.  Please attach a copy of your most recent annual financial statement. 7. How did you determine the need for this project? 8. How much funding are you requesting? $_______________________ (Maximum Funding: Small Capital $10,000 and Major Capital $100,000) 9. Budget  SMALL CAPITAL GRANT APPLICATIONS – You must demonstrate fundraising efforts and your revenue should include a list of financial contributions from all sources.  Please attach a project budget showing all revenue and expenses. 9. Describe your financial readiness for the project. Are all funding partners and in-kind contributions confirmed? 10. If you are applying for a construction or renovation project, please indicate whether you own the facility or have a long-term lease? Municipality of the District of Chester Phone (902) 275-3490 186 Central Street, PO Box 369 Chester NS B0J 1J0 address should we send it to if different from Page 1? b) If the above doesn’t work for you, please complete the form, save it, then manually attach it to an email to recreation@chester.ca. Don’t forget to attach any supporting documents before pressing ‘send’. 11. Is there additional information that may support your grant application? 12. If you have previously received any grants from the Municipality, have you submitted the Final Report? Yes No If No, please submit your Final Report as soon as possible. 13. If your funding request is approved, who should the grant cheque be made payable to and what mailing a) Click “Submit" button below. Your email program should automatically open and create an email to recreation@chester.ca. At that time, you will be able to attach supporting documents (i.e. budgets, financial statements, additional documents, etc.) and compose a message if you choose to. Once complete, be sure to press ‘send’. This form works best with Adobe Acrobat on desktop and mobile devices. HOW TO SUBMIT THIS GRANT APPLICATION ELECTRONICALLY Please submit a hard copy to the address below or, electronically (see directions below): Recreation & Park Services Email recreation@chester.ca c) OR, you can print the form, fill it out, and mail or hand deliver it to the address above. Through the Years Early Learning Centre www.throughtheyears.ca “To nurture curious minds and kind hearts by providing quality care and education.” 20 Pte. Richard Green Lane Hubbards, Nova Scotia, B0J 1T0 Phone: 1-902-857-1777 Fax: 1-902-857-1776 New Playground Project Budget Revenue Sources - Confirmed Dept. of Education & Early Childhood Development $33,990 J.D Shatford Memorial Trust $13,078 Through the Years’ contribution $13,007 Revenue Sources – Pending Communities, Culture, Toursim & Heritage $20,000 Aspotogan Heritage Trust $20,000 Municipality of Chester $20,000 Total Revenue from all sources $120,075 Total Expenses - Cobequid Consulting $120,075 Page 1 Throu• h The Years ay Care Com uni Centre alance heet As at 08/31/2022 ASSET Current Assets Cash to be deposited 0.00 iTunes 0.00 Playdate Float 0.00 Sleepover Float 0,00 Petty Cash 779,10 Petty Cash - Superheroes United 287.00 Savings Account 30,101-56 Chequing Bank Account 134,608 74 John Chandler 0,00 Hold Back - John Chandler 0,00 Building Fund Account 0.00 Credit Union Account 2,00 Bulk Supplies (don't use) 0.00 Mountain Equipment Co -Op Sh... 5.00 Scotiabank GIC 2,830.13 Total Cash Investments Accounts Receivable -4,672.87 Allowance for Doubtful Accounts 0,00 Payroll Advances 0,00 HST refundable 6,595.47 Total Receivable Prepaid Expenses Total Current Assets Capital Assets Equipment Accum. Amort. - Equipment Net - Equipment Computer Equipment Accum, Amort. -Computer Equi.,,, Net - Computer Equipment Leasehold Improvements Classroom Equipment Accum. Amort. -Classroom Equi. Net - Classroom Equipment Playground Equipment Accum. Amort. -Playground Equ.. Net - Playground Equipment Building Accum. Amort. -Building 0.00 0.00 4,602.07 -746.80 50, 265.62 -47,863.14 10, 036.89 -10,036.89 1,153, 754.61 -344,738.09 168,613,53 0.00 1,922.60 2,118.08 172,654 21 0.00 3,855.27 0.00 2,402.48 0.00 Net - Building 809,016 52 Land 0.00 Total Capital Assets 815,274.27 Other Non -Current Assets Computer Software 0.00 Goodwill 0,00 Incorporation Cost 0,00 Total Other Non -Current Assets 0,00 TOTAL ASSET 987,928.48 LIABILITY Current Liabilities United Way Grant Accessibility Grant Misc Grants Printed On: 11/15/2022 3,512.32 0.00 3,832.51 Page 2 T rou h The Years a dare o rung entre Nance e t sat Municipality of Chester Grant Al -IT Community Grant Accounts Payable Scholastic Book Orders / Misc Prepaid Revenue - QIG, PSF, IS. Deferred Revenue - Misc Deferred Revenue - New Building Corporate Taxes payable Vacation payable El Payable CPP Payable Federal Income Tax Payable 0.00 0.00 0.00 0 00 0.00 7,392.01 0.00 14,518.50 71, 966.98 477,297.63 0.00 0.00 Total Receiver General 0.00 CPP Underpayment 2007 0.00 El Underpayment 2007 0.00 WCB Payable 0 00 Child Care Fees 223.16 Staff Purchases -29.50 Tuition Repayment 0.00 X Vac Pay 0.00 Garnish Payable 0.00 SunLife Insurance 0.00 Medical Insurance 928.28 Manulife 0.00 United Way Payroll Deduction 25.00 Accrued Vacation 5,664.38 Staff Bonus Payable 0.00 First Aid Repayment 0.00 Professional Development Repa.. 0.00 Total Current Liabilities 585,331.27 Long Term Liabilities Credit Union Loan Mortgage Payable Loans from Owners Total Long Term Liabilities 0.00 142,108.13 0.00 142,108.13 TOTAL LIABILITY 727,439.40 EQUITY Owners Equity Owners Contribution Owners Withdrawals Retained Earnings - Previous Year Current Earnings Total Owners Equity TOTAL EQUITY LIABILITIES AND EQUITY Printed On: 11/15/2022 0.00 0.00 237,787.84 22,701.24 260,489.08 260,489.08 987,928.48 Page 1 Throw h The Years ay Care #: Co uni Centre Inco e REVENUE to ent 09/01/2021 to 0 CHILD CARE FEES REVENUE Parent Child Care Fees Child Care Fee Subsidy Prov of N.S. ELCC Fees AHT Subsidy Women Unlimited Child Care Subsidy 2022 394,794 72 92, 389.84 122,620.25 10,746 06 000 Net Child Care Fees Revenue 620,550 87 GRANT REVENUE QIG / PSF Grant Prov of NS 130,066 00 Misc. Prov of NS 0.00 ENH Grant Prov of NS 0.00 WSF Grant Prov of NS 0 00 ISG (Inclusion Support) 39,150 00 II Grant (Infant Incent) Prov of NS 8,336.00 United Way Grant 687.68 Municipality of Chester Grant 7,066.71 Summer Student Grant Prov of NS 4,140.50 Summer Student Federal 6,886.00 Miscellaneous Grant 18,543 86 Jordan's Principle 17,711.20 Net Grant Revenue 232,587.95 ROOM RENTAL REVENUE Motivators 0.00 40+ Exercise 0.00 Miscellaneous Room Rental 0.00 Net Room Rental Revenue 0 00 PROGRAM REVENUE Card Games (use 4410) 0 00 Recreation 0.00 Miscellaneous Program Revenue 0.00 Net Program Revenue 0;00 FUNDRAISING REVENUE Monthly 50/50 Draw 0.00 Card Games 0.00 Trunk & Treat 940.00 Staff Initiatives 0.00 Parent Cafe 634.25 Wreaths / Art Show 0.00 Quilt Tickets 0.00 Fun Fair 0.00 Duck Derby 6,585.00 Prize Draw Tickets 762.00 Playdate / Golf Tournament 2,345.88 Sleepover 0.00 Breakfasts / Suppers 0.00 Dance 692.00 Christmas Stocking / Basket 0.00 Mabel's Labels 0,00 Haddock Fundraiser 0.00 Total Fundraising Revenue 11 959.13 NEW BUILDING REVENUE Building Grant Revenue 27,241.12 Miscellaneous 0.00 Total New Building Revenue 27,241.12 OTHER REVENUE Printed On: 11/15/2022 L_CL C. Page 2 Through The Years Day Care & Communi Centre Income Statement 09/01/2021 to 08/31/2022 Donations 1,470 18 Rebates 1,916.55 Interest Income 266 73 Miscellaneous Other Revenue 1,969.26 Net Other Revenue 5,622.72 TOTAL REVENUE 897,961.79 EXPENSE Payroll Expenses Hourly wages Wages - QIG / PSF Grant Wages - ENH Grant Wages - WSF Grant Wages - ISG Grant Wages - Additional ISG Expense Wages - OTECEG El Expense CPP Expense Payroll Processing Fees Total Payroll Expense 448, 731.10 91,039 55 0.00 0.00 39,150 00 22,24823 5,000.00 13,773 66 30,933.89 1,991.55 652,867.98 General & Administrative Expenses Accounting & Legal 0 00 Advertising & Promotions 1,201.70 Accounts Receivable Commissions 172.12 Bad Debts -78.40 Business Fees & Licenses 31.15 Classroom Supplies 10,750.53 Classroom Equipment 1,794.47 Groceries 51,833.57 Milk 3,651.39 Cleaning Supplies 5,610.13 Cleaner Contract 32,307,45 Kitchen Equipment/Supplies 492.88 Building Equipment I Supplies 0.00 New Building Expenses 0,00 Credit Union Loan Payment 0.00 Amortization Expense 30,543.95 Mortgage Interest 1,739 27 Centre Insurance 4,543.28 Officers & Directors Insurance 55125 ManuLife Insurance 0.00 Great West Life Insurance 0.00 Interest & Bank Charges 849.90 Credit Union Loan Interest 0 00 Donations 0.00 Office Supplies 2,702.12 Child Care App - HiMama 1,543.62 Property Taxes 1,967.78 Staff Initiatives Expenses 0 00 Fundraising Expenses 3,458.43 Fundraising Campaign Expenses 0.00 Miscellaneous Expenses 417,03 Miscellaneous Grant Expenses 1,538 73 Miscellaneous Grant - Court Space 10,968.23 Program Expense 0 00 Inclusive Materials Expense 0.00 Professional Development 1,260.17 Inclusive Professional Development 12.00 First Aid / Vulnerable Sector Check 881 37 Photocopy Lease 853.32 Photocopy Usage 565.14 Printed On: 11/15/2022 Page 3 T rou T e Ye rs * ay re Inc, tk; nt 1. / 11 1 1 o 1 U 1 Repair & Maintenance Snow Removal Garbage Removal Casual Labour Alarm Monitoring Telephone Travel Propane Heat Electricity Memberships Staff Gifts Staff Purchases Water Testing Classroom Entertainment Total General & Admin. Expenses TOTAL EXPENSE NET INCOME Printed On: 11/16/2022 uni entre 14,756.88 1,160.35 1,848.45 2,958.41 245.10 2,202.59 533.78 10, 572.29 0.00 12, 792.46 0.00 2,227.94 0.00 906.74 25.00 222,392.57 875,260.55 22,701.24 .� 5 Fire Advisory Committee Terms of Reference P-112 (continued) Page 1 of 7 ________________________________________________________________________________________________________ Notice of Intention to Adopt – Council – January 19, 2023 (2023-023) First Notice – Council – February 9, 2023 Second/Final Notice – Council – February 23, 2023 Effective Date – Municipality of the District of Chester Fire Advisory Committee Terms of Reference P-112 Policy Approval Date: Effective Date: Fire Advisory Committee Terms of Reference P-112 (continued) Page 2 of 7 ________________________________________________________________________________________________________ Notice of Intention to Adopt – Council – January 19, 2023 (2023-023) First Notice – Council – February 9, 2023 Second/Final Notice – Council – February 23, 2023 Effective Date – MUNICIPALITY OF THE DISTRICT OF CHESTER POLICY P-112 FIRE ADVISORY COMMITTEE TERMS OF REFERENCE Section 1: General The Municipality of the District of Chester (MOC) Fire Advisory Committee (FAC) is a Committee of Council of the Municipality of Chester, appointed by Council, to review, advise and recommend upon issues pertaining to the development and maintenance of cost-effective fire and emergency response services meeting the needs of the citizens of the Municipality. As a Committee of Council, it is generally governed by the Municipal Government Act and Municipal Policy on Committees of Council and their Duties and shall operate in accordance with Policy P-109 Council and Committee Procedural Policy unless otherwise specified in these Terms of Reference. Section 2: General Duties and Responsibilities The General Duties and Responsibilities of the FAC shall consist of, but not be limited to, the following: 1. To encourage the development and maintenance of a modern, efficient and effective fire and emergency response service that serves and meets the needs of the Municipality of the District of Chester. 2. To provide an open forum to develop a cooperative and cost-effective approach utilizing a competent volunteer force of first responders to meet the needs of the Municipality for the ongoing protection from fire and other emergencies. 3. To advise, report and make recommendations to Municipal Council on: a. municipal, provincial and/or federal legislation that could impact the fire and emergency response services b. strategic priorities to support and maintain effective fire and emergency services Fire Advisory Committee Terms of Reference P-112 (continued) Page 3 of 7 ________________________________________________________________________________________________________ Notice of Intention to Adopt – Council – January 19, 2023 (2023-023) First Notice – Council – February 9, 2023 Second/Final Notice – Council – February 23, 2023 Effective Date – c. fire services policy and programs, best practices, standards consistent with good risk management principles and effectively mitigate risk within the communities d. fire service issues referred by MOC Council Section 3: Committee Membership 1. The Membership shall be a total of 16 Members consisting of:  1 Commissioner from each of the 6 Fire Commissions as voting members  1 Representative from the Chester Fire Advisory Committee as a voting member.  1 Fire Chief from each of the 7 Fire Departments as voting members.  2 Municipal Councillors as non-voting members. 2. The 6 Fire Commissions and the representative from the Chester Fire Advisory Committee and the Fire Chiefs from the 7 Fire Departments are, hereafter, in this document, referred to as Voting Members. 3. Each Fire District will appoint (1) representative of the Voting Members from the respective Chairpersons of the 6 Fire Commissions and the Chester Fire Advisory Committee and (1) representative from the 7 Fire Chiefs and in each case provide their appointed alternates. 4. The representatives for Council will be appointed by Council. 5. The membership appointments will be presented to Council for approval. If any member wishes to resign from the FAC, this resignation shall be presented to Council in writing and shall not take effect until it is accepted by Council. 6. The Fire Services Coordinator and support staff will be available to the Committee as required. Section 4: Chairperson and Vice-Chairperson It shall be the general duty of the Chairperson to open, preside over and adjourn the Committee meetings. Fire Advisory Committee Terms of Reference P-112 (continued) Page 4 of 7 ________________________________________________________________________________________________________ Notice of Intention to Adopt – Council – January 19, 2023 (2023-023) First Notice – Council – February 9, 2023 Second/Final Notice – Council – February 23, 2023 Effective Date – The Chairperson and vice Chairperson are to be nominated from the Voting Members and duly elected by the Voting Members at the first meeting of the Committee. The Chairperson and the vice Chairperson cannot be from the same Fire District. In the event of more than one nomination for each position, the selection will be made by secret ballot. These positions are elected for a one-year term. Incumbents may re-offer for each position. In the event of a tie vote for two nominees for the positions being voted upon and where the Committee has voted up to three times to break the tie, the nominees will be elected by “Lot”, one name being drawn by the Municipal Clerk or a designated alternate member of staff. If the position of Chairperson becomes vacant, the vice Chairperson will take on responsibility until the Committee can fill the vacancy. Section 5: Motions and Voting 1. Where applicable a voting member should provide a notice of motion on complex issues for discussion at the next scheduled Committee meeting. Such a notice of motion is entered into the minutes and included in the agenda for the following meeting. 2. The appointed Alternate will vote only in the absence of the appointed Voting Member. 3. The Chairperson will vote on all matters. The Chairperson’s vote is counted as the Fire District vote that is represented in this position. 4. The Vice-Chairperson will vote in the absence of the Chairperson. The Vice- Chairperson’s vote is counted as the Fire District vote that is represented in this position. The Chairperson’s vote, in this case, will revert to the Voting Member or Alternate of the Chairperson’s district. 5. Proxy votes are not accepted. 6. Every Voting Member (or Alternate), who is in attendance, shall vote on motions. Abstention is deemed as a negative vote. Fire Advisory Committee Terms of Reference P-112 (continued) Page 5 of 7 ________________________________________________________________________________________________________ Notice of Intention to Adopt – Council – January 19, 2023 (2023-023) First Notice – Council – February 9, 2023 Second/Final Notice – Council – February 23, 2023 Effective Date – 7. Council members, and support staff are not entitled to vote. 8. All motions shall be decided by a majority (50% + 1) of votes. In the event of a tie, the motion voted on shall be deemed to be determined in the negative. 9. The Chairperson shall call for any vote required and declare the result. 10. Where necessary, motions carried by the Committee must be approved by Council before implementation. Section 6: Meeting Schedule 1. The FAC shall meet bi-monthly at a date and time agreed to by the Committee. 2. All meetings will be held in the Council Chambers at the Municipal Offices in Chester, or at a location agreed to by the Committee from time to time. Section 7: Meeting Agendas and General Proceedings 1. A quorum will represent two thirds (2/3) of the Voting Members of the Committee. No business may be conducted if quorum is not achieved. 2. Members of the public or fire service who wish to attend and listen to proceedings are welcome however can address the Committee only upon unanimous approval of the Committee. 3. The Chairperson may call special meetings at such a time and place as may be required. 4. For matters permitted by legislation, the Committee may enter in camera proceedings. Section 8: Meeting Minutes and Agendas 1. Support staff from the Municipality will compile and distribute the draft minutes of each meeting in a timely manner, generally within one week of the date of the Fire Advisory Committee Terms of Reference P-112 (continued) Page 6 of 7 ________________________________________________________________________________________________________ Notice of Intention to Adopt – Council – January 19, 2023 (2023-023) First Notice – Council – February 9, 2023 Second/Final Notice – Council – February 23, 2023 Effective Date – meeting. 2. Minutes will be approved at the next scheduled meeting, be printed and entered into the Minute Book and shall be deemed to be the original minutes of the meeting. 3. Agendas will be distributed to the Membership in a timely manner, generally two weeks prior to the next scheduled meeting. Section 9: Remuneration 1. Members are remunerated by Council at the current rate ($/km) for the fuel expense incurred to and from the scheduled meetings. Section 10: Reporting to Council 1. The FAC will provide Council a written summary of activities annually and interim reports as may be requested by Council. Fire Advisory Committee Terms of Reference P-112 (continued) Page 7 of 7 ________________________________________________________________________________________________________ Notice of Intention to Adopt – Council – January 19, 2023 (2023-023) First Notice – Council – February 9, 2023 Second/Final Notice – Council – February 23, 2023 Effective Date – Annotation for Official Policy Book Reason for Adoption Establish a Committee to review, advise and recommend upon issues pertaining to the development and maintenance of cost-effective fire and emergency response services meeting the needs of the citizens of the Municipality. Notice of Intention to Adopt Council January 19, 2023 (2023-023) Date of First Notice at Council Council February 9, 2023 Date of Second Notice at Council Council February 23, 2023 Effective Date I certify that this Policy was adopted by Council as indicated above. _______________________________________ Pamela M. Myra, Municipal Clerk Date 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 REQUEST FOR DECISION REPORT TO: Council MEETING DATE: February 23, 2023 DEPARTMENT: Infrastructure & Operations SUBJECT: Provincial Traffic Calming Policy ORIGIN: Traffic Study Improvements Plan Date: February 7, 2023 Prepared by: Tammie Bezanson, CET Date: February 7, 2023 Reviewed by: Matthew Blair, Director of Infrastructure & Operations Date: February 7, 2023 Authorized by: Dan McDougall, CAO RECOMMENDED MOTION That council direct the Warden to submit a letter to the Minister of Transportation to inquire on the status of the Provincial Traffic Calming Policy and indicate that it is delaying key projects for MODC. CURRENT SITUATION The final report from CBCL Limited for Chester Traffic Impact Study/Improvement Plan has been received by staff, the draft was presented to council in February 2021 by Gord Tate. BACKGROUND In 2020 council asked staff to investigate options for traffic calming within the Village of Chester and on Fox Point Front Road in Hubbards. New Business Councilor Veinotte declared a conflict of interest and left the room. 8.1 Traffic Impact Study/Improvement Plan. a. Request for Decision prepared December 11. 2020 – Infrastructure and Operations Department. b. Requests for proposals Draft Documents. Greg Jonah, Engineering Technologist, was present in the room to review the Request for Decision prepared December 11., 2020 regarding Traffic Study/Improvement Plan. He indicated that staff were now asking Council to identify locations of concern where parking restrictions may improve safety and traffic flow. A lengthy discussion was held on areas of concern, types of options inclusion of Councilors as stakeholders, the anticipated NS Department of Transportation’s (TIR) policy that will include street calming, ensuring the consultant is aware of TIR’s policy so recommendations are consistent with TIR Policy, wording for “designated space” which, in this instance means a physically designated space for pedestrians/cyclists, impact of one-way streets, and the inclusion of Bayswater Beach and Fox Point Back Road. R e q u e s t f o r D e c i s i o n P a g e | 2 DISCUSSION Upon advice from the NSDPW Area Manager, staff is requesting that council draft a letter to the Minister of Transportation to inquire on the status of the provincial Traffic Calming Policy, noting that with out the adoption of this policy, the traffic calming program that MODC would like to implement is on hold as not to violate the provincial policy. OPTIONS Option A – Direct the Warden to send the letter. Option B – Direct back to staff for further information. IMPLICATIONS By-Law/Policy N/A Financial/budgetary N/A Strategic Priorities The design and future construction will assist the Municipality in advancing the following Priority Outcomes of the 2021-24 Strategic Priorities Framework: Infrastructure& Service Delivery 1. Develop & implement evidence-based plans for future infrastructure & service needs, along with related funding models, to accommodate sustainable growth & levels of service. 2. Create efficiencies through innovative service delivery, & proactive maintenance & operations of existing infrastructure. 3. Plan for & create infrastructure that improves the connectivity of roads, multi-use trails, natural assets and facilities as part of an active transportation network. Work Program Implications Will the subject of this report have an impact on staff’s work programs? Are additional resources needed or will the action delay or change any timelines of the departmental work program? Has Legal review been completed? ___ Yes _ _ No _X_ N/A COMMUNICATIONS (INTERNAL/EXTERNAL) N/A ATTACHMENTS None Thursday, February 23, 2023 MLA Kim Masland PO Box 186 Halifax, NS, B3J 2N2 Dear Honourable Minister Masland, The Municipality of the District of Chester is writing to you to enquire on the status of the provincial Traffic Calming Policy. We understand that this policy is currently under development. The municipal Public Works department have some concerns in relation to public safety on our active transportation routes, and hired a consultant to study the Village of Chester to determine what steps can be made to increase safety, accessibility and continuity. Our Traffic Impact Study/Improvement Plan has suggested some options to improve safety in our area, but in discussions with the local NS Department of Public Works Area Manager, we can not apply for approval to activate these measures until the Traffic Calming Policy has been completed and adopted. We would be most grateful if you could advise when the Traffic calming Policy will be released so that we may progress with our affected projects. Yours Truly, Allen Webber Warden ichael Greek nc Margo Gree 9 Focsle Lane Deep Cove, NS BOJ 1TO greeker1@hotmail.com 902-497-8378 February 20, 2023 To: Municipality of Chester Council From: Michael and Margo Greek Re: 71 Bridgeview Drive, Gold River— De Dear Council Members, 0 ion Tipping Fee's I am writing this letter as a request for your support in the waiving of tipping fees incurred in the demolition and cleanup of a rental property. We worked closely with Brendan Mosher through the process and appreciated both his understanding, compassion and patience with the tenant, I use the tenants name intentionally as it relates directly to our request. We initially rented to Joseph in Chester before having to terminate the lease because of issues with neighbors had made the local newspapers for "living under a boat" and we were trying to help him. We purchased the small place at 71 Bridgeview and I did the work to make it a comfortable and nice place to call home. I have worked in the field of intellectual disabilities for over 30 years anc 'ails within this category but functions at a level that has allowed him to "fall between the cracks". I have worked with him and social services for over 20 years and recently the house had reached a level that required it to be classified as condemned and in spite of considerable efforts, an ultimate decision for demolition. among other issues is a "hoarder" and possibly more extreme than even the shows you may have seen on television. We have paid for the excavator contractor, safety fencing and understand the fees for the many disposal bins is our expense. Given the amount of "garbage" that filled the house, and the added weight with rain/snow as part of the process the tipping fees will reportedly be excessive and many thousands of dollars. We literally tried to help Ind the community, his rent was never increased since 2004 when he moved in. The garbage taken to the dump should have been taken weekly, but he literally filled the house with it. We humbly request the waiving of the tipping fees. It is both disappointing and upsetting to see anyone's home demolished, and while it was obviously of doing, we certainly have no recourse to recoup any of the cost associated with losing the house much less the costs to demolish and clean up the property. If you have questions l am happy to provide any additional information Thank you for any consideration of our request. Kind regards, INFORMATION REPORT REPORT TO: Municipal Council/COW MEETING DATE: February 23, 2023 DEPARTMENT: Solid Waste, I&O SUBJECT: Construction & Demolition Regulations ORIGIN: Province of Nova Scotia Date: January 31, 2023 Prepared by: Christa Rafuse, P.Eng. Director of Solid Waste Date: February 7, 2023 Reviewed by: Matthew Blair, Director of Infrastructure & Operations Date: February 10, 2023 Authorized by: Dan McDougall, CAO CURRENT SITUATION The Department of Environment and Climate Change (ECC) has brought forward a policy change related to the construction and demolition debris (C&D) management that will be occurring in the coming fiscal year. Our existing ECC approval for Construction & Demolition debris site expires December 31, 2025. BACKGROUND A 12-month notice is attached for reference. ECC completed a review of C&D debris management in response to fires and groundwater impacts that occurred at existing C&D disposal facilities, as well as community concerns about facilities that store, transfer, and process these materials. The review included engagement and consultation with municipalities, construction industry stakeholders, environmental groups, waste management stakeholders, and provincial government departments. DISCUSSION/UPDATES The Province has approved changes to C&D debris management in Nova Scotia. These new measures are designed to ensure that C&D debris management (including disposal, storage, transfer, and processing) does not cause adverse environmental impacts. Amendments to the Activities Designation Regulations and the Solid Waste Resource Management Regulations mean that, starting July 5, 2023, chemically treated wood will no longer be accepted for disposal at C&D debris facilities. Instead, these materials can be reused, repurposed, or disposed of in Municipal Solid Waste (MSW) landfills. Storage, transfer, and processing will continue to be permitted for untreated wood. A copy of the 12-month notice by ECC (from Department of Municipal Affairs & Housing) is attached with the full details. Impacts to Kaizer Meadows operations outlined below:  Diversion of C&D to landfill will impact the projected life span of the cell, resulting in additional costs.  Additional sorting/inspections will require additional staff and equipment use (time, fuel etc.).  Potential to increase illegal dumping and enforcement.  Education to residential and commercial sector.  Potential future costs associated with C&D site guidelines, additional well monitoring, lined cell with leachate collection layer, capping and leachate collection. R e q u e s t f o r D e c i s i o n P a g e | 2  Consider space remaining for existing C&D cell and when will we need to apply for a new permit.  Vertical expansion is not to exceed that of the existing landfill cells, and or dependent on the safety on working face. All dependent on the renewal of the existing permit in 2025. At this point the financial and operational impacts are unknown. As this is a new provincial regulation, Solid Waste cannot provide with any degree of accuracy any cost increases, staffing and/or vehicle and equipment requirements. As the new process progresses, Solid Waste will track these measures and bring back a report to council in Q3. ATTACHMENTS Letter, 12-month notice ECC (C&D regulations) policy change Mayor Brenda Chisholm Beaton President, Nova Scotia Federation of Municipalities Suite 1106, 1809 Barrington Street Halifax, NS B3J 2K8 Dear President Chisholm Beaton: Under the provisions of the Municipal Government Act, the Minister of Municipal Affairs & Housing (MAH) must provide to the Nova Scotia Federation of Municipalities a 12-month notice for any provincial legislation, regulation, or administrative actions that could have the effect of decreasing revenues or increasing the required expenditures of municipalities. This letter is a supplement to the previously sent notice for such changes for fiscal year 2023-24 and beyond. The Department of Municipal Affairs & Housing was made aware of another policy change related to construction and demolition debris (C&D) management that will be occurring in the coming fiscal year. The Department of Environment and Climate Change (ECC) has had ongoing dialogue with municipal stakeholders on this change since July 2022; however, the formal letter sent directly from Municipal Affairs & Housing was inadvertently delayed. This letter should serve to outline how this change will be implemented to provide sufficient time for municipalities to prepare, aligning with the provisions of the Municipal Government Act. DEPARTMENT OF ENVIRONMENT & CLIMATE CHANGE (ECC) Construction & Demolition Debris Regulation and Guideline Changes The Province has approved changes to C&D debris management in Nova Scotia. These new measures are designed to ensure that C&D debris management (including disposal, storage, transfer and processing) does not cause adverse environmental impacts. ECC completed a review of C&D debris management in response to fires and groundwater impacts that occurred at existing C&D debris disposal facilities, as well as community concerns about facilities that store, transfer, and process these materials. The review included engagement and consultation with municipalities, construction industry stakeholders, environmental groups, waste management stakeholders, and provincial government departments. Amendments to the Activities Designation Regulations and the Solid Waste Resource Management Regulations mean that, starting on July 5, 2023, chemically treated wood will no longer be accepted for disposal at C&D debris facilities. Instead, these materials can be reused, repurposed, or disposed of in Municipal Solid Waste (MSW) landfills. Storage, transfer, and processing will continue to be permitted for treated wood. As well, this fall, ECC engaged stakeholders on proposed amendments to the following guidelines: - Solid Waste Management Facility Guidelines for Construction and Demolition Debris Storage, Transfer, Process and Disposal; - Solid Waste Management Facility Guidelines for Municipal Waste Transfer. The guidelines outline details on siting, design, and operational requirements to prevent environmental impacts. Terms and conditions of approvals will outline further site-specific details, which will be developed case-by-case with the facility’s respective ECC regional office. The proposed amended guidelines include an implementation timeline for the ban on treated wood. The implementation of the ban will be staged by having education compliance during the first year to reduce costs associated with adhering to the ban. Municipalities were engaged on this approach during the fall targeted engagement sessions. In addition, facilities storing, transferring, or processing C&D debris will now require an operating approval from ECC. Previously, only C&D debris disposal facilities required approval. Amending approvals to include C&D transfer, process and storage will be required by July 5, 2023, but any significant terms and conditions will have staged timelines to allow for one year notice. Please note that any new facilities (brand new sites; not currently operating) and expansions of current disposal sites would be subject to requirements starting July 5, 2023. These changes may affect the following municipalities that operate a MSW landfill, or a facility for transferring, storing, processing, or disposing of C&D: Municipality MSW Landfill C&D Disposal Facility Waste Transfer Station Cape Breton Regional Municipality X X Municipality of the County of Inverness X X County of Victoria X X (2) Municipality of the County of Richmond X X Municipality of the County of Antigonish X X Municipality of the District of St. Mary's X X Pictou County Solid Waste X X Municipality of Cumberland X (3) Town of Oxford X County of Colchester X Municipality of East Hants X X Halifax Regional Municipality X X (2) Municipalities serviced through the Valley Solid Waste-Resource Management Authority X (2) Municipality of Digby X Town of Yarmouth X X Municipality MSW Landfill C&D Disposal Facility Waste Transfer Station District of Chester X X Municipality of the District of Lunenburg X Queens Regional Municipality X X Municipality of the District of Shelburne X Municipality of Barrington X X Municipality of the District of Clare X Each facility has unique design, operational and business considerations that will result in these changes impacting them differently. ECC has requested and received feedback from municipalities on potential cost implications during engagement sessions related to the regulatory changes and as part of updating the guidelines. ECC is using this feedback to develop approaches that reduce potential cost impacts where feasible. If NSFM or municipalities would like to have further conversations around these changes, please reach out to Don MacQueen at Donald.MacQueen@novascotia.ca. Should you have any questions regarding the provided information, please do not hesitate to contact either MAH or ECC, as appropriate, for clarification. Sincerely, John Lohr Minister of Municipal Affairs & Housing REQUEST FOR DECISION REPORT TO: Municipal Council MEETING DATE: February 23, 2023 DEPARTMENT: Corporate & Strategic Management SUBJECT: MOC Growth Plan Workshop Summary and Next Steps ORIGIN: Council’s 2021-24 Priorities Chart Date: February 16, 2023 Prepared by: Erin Lowe, Senior Economic Development Officer Date: February 17, 2023 Reviewed by: Tara Maguire, Deputy Chief Administrative Officer Date: February 17, 2023 Authorized by: Dan McDougall, Chief Administrative Officer RECOMMENDED MOTION/ACTION Staff are looking for Council’s feedback and approval on the proposed scope of work for the MOC Growth Plan. CURRENT SITUATION Staff have attached the presentation and summary report for the December 22, 2022, Exit 6 Growth Strategy workshop. Additionally, staff have prepared a high-level scope of work for the project moving forward for Council’s review and approval. BACKGROUND A Growth Strategy for the Exit 6 Area was identified as a strategic priority by council in the 2021-2024 strategic priorities chart. On December 22, 2022, a workshop was held with Council and staff to discuss (see Attachment 1: Summary Report and Workshop Presentation). At the workshop there was general agreement on the following items: • The preference is for a comprehensive plan that can be implemented in phases including zoning, amenities, service plans, etc. • The first phase would include detailed planning for the highway exits, including density, amenities, services, and commercial/residential zoning. Exit 6 (Hubbards) emerged as an early planning phase and a possible template for the other exits. DISCUSSION As reported by business owners in our current Business Retention + Expansion project; the lack of attainable housing is making it difficult for local employers to attract and retain workers. Businesses voted this as the #1 issue to prioritize. The demand for housing has outpaced availability and new development resulting in lower vacancy rates and higher housing costs. It is increasingly difficult for potential home buyers and renters to find suitable options, creating significant impacts across the housing continuum including: • delayed home ownership for young families • limits on economic growth and labour supply • households spending a high percentage of their income on housing Request for Direction Page | 2 This project would identify the steps it takes to determine where and how future residential growth can be accommodated in the Municipality of Chester while positively contributing to our quality of life. Staff are proposing that scope of work include the following components: MOC GROWTH PLAN Project Lead: Erin Lowe, Senior Economic Development Officer Responsible for alignment and coordination of project components and project team communication ELEMENT DESCRIPTION / CONSIDERATIONS STAFF LEAD 1 Population and Workforce Growth Projections Quantify expected population growth if we maintained status quo. Quantify the need and type of housing required based on our expectations of workforce demand. Is our expected future population growth aligned with future workforce demand? Consider the occupations that are projected to grow in demand, the implications for household income, the cost of housing and the definition of attainable housing based on household income. This data will also define scope of work for future people attraction efforts. Erin Lowe, Senior Economic Development Officer + Consultant 2 Public Education and Awareness Campaign An outreach campaign to engage the public and key stakeholders in conversations about housing need, demand, and trends, as well as the consequences of inaction. The goal is to deconstruct the stigma around higher density and diversified housing needs. Garth Sturtevant, Senior Planner + Consultant (TBD) Industry and Agency Engagement Gain insights into what drives developers’ investment decisions. Understanding developer needs is important to attract development. Developers need to see a return on investment and efficiency in the development process. Places with population growth and scale and servicing costs that will permit a return on investment, as well as streamlined permitting processes are important. This also includes engagement with childcare, health, education, libraries, and community agencies/groups (i.e., AHT) to advise them of the growth plan and gain insight into future planning for their organizations. Erin Lowe, Senior Economic Development Officer Housing Infrastructure Planning Focus on land with proximity to Highway 103 exits. Determine costs and feasibility for wastewater expansion to existing collection treatment systems as well as new treatment systems/service areas. Consider serviceable boundaries. Determine costs and feasibility for water supply infrastructure. Matthew Blair, Director of Infrastructure & Operations Request for Direction Page | 3 MOC GROWTH PLAN Project Lead: Erin Lowe, Senior Economic Development Officer Responsible for alignment and coordination of project components and project team communication ELEMENT DESCRIPTION / CONSIDERATIONS STAFF LEAD Consider HRM’s future plans and possible opportunities for partnership in the Exit 6 area. The goal is to have a comprehensive map which outlines catchment areas, potential new wastewater treatment sites, sites we can comfortably service with wastewater and water, watersheds, flood risks, etc. Fred Whynot, Director of Public Works + Consultant 3 Housing Policy Analysis Land use planning mechanisms to increase the production of attainable housing units which meet the needs of different households. Garth Sturtevant, Senior Planner 4 Public Consultation with Residents and Community Organizations Public consultation with residents and community organizations to gather feedback on the proposed MOC Growth Plan. Garth Sturtevant, Senior Planner 5 Industry and Agency Attraction / Engagement A marketing and engagement campaign in order to encourage developers who currently own land in the MOC to invest in development as well as attract new developer interest. This also includes follow-up engagement with childcare, health, education, libraries, and community agencies/groups (i.e., AHT) to advise them of our plan. Erin Lowe, Senior Economic Development Officer 6 Workforce Attraction and Retention Plan Address barriers/gaps in employer needs and workforce supply and capacity. Determine ways to mitigate local labour market issues. Possible outcomes/recommendations from this phase could include plans for: • engagement with youth and underrepresented groups, education and training providers, local/regional service providers/stakeholders. • determine what the Municipality will need to do to be attractive to new residents. This includes narratives that showcase and invest in the Municipality’s quality of life, recreational and cultural assets, and the strong work-life balance. • Workforce marketing campaign • Attracting and retaining business immigrants and migrants. Erin Lowe, Senior Economic Development Officer + Consultant 7 Recreation Needs Assessment A Recreation Needs Assessment to understand how the current recreation facilities and spaces meet the needs of the area, and how these facilities could be enhanced to better serve the community. Chad Haughn, Director of Community Request for Direction Page | 4 MOC GROWTH PLAN Project Lead: Erin Lowe, Senior Economic Development Officer Responsible for alignment and coordination of project components and project team communication ELEMENT DESCRIPTION / CONSIDERATIONS STAFF LEAD Development & Recreation Transportation / Active Transportation Infrastructure With population growth and the safe and efficient movement of people and goods in mind; a review of all modes of transportation in the Municipality including park ‘n’ ride infrastructure, bus system, Community Wheels and active transportation (sidewalks, trails). Also include consultation with the Joint Regional Transportation Agency. Fred Whynot, Director of Public Works Chad Haughn, Director of Community Development & Recreation What do we mean by Attainable Housing? A specific definition of what attainable housing means for the MOC does not exist. In the absence of a definition, the use of this term is meant to capture the type of rental or ownership units which the MOC’s workforce requires. This means market housing of various built forms and densities, which is attainable for both current and new residents. This scope does not contemplate opportunities to provide for social housing, which is housing that is subsidized by the government. Why is this important? If the Municipality cannot address workforce demand in the years ahead, it will certainly impact the Municipality’s quality of life. A loss of jobs and investment in key industries such as tourism and manufacturing will ultimately lead to less tax revenue, potentially impacting the quality of public services. An inability for companies to find workers will force residents to commute further and further for access to services; from health care to personal services to retail and entertainment. Chronic workforce shortages will make it more difficult to live in the region, particularly for older residents. Next Steps: If council agrees with the proposed direction for this project, staff will kick-off the project which will include initiating the procurement process for hiring subject matter experts where required. OPTIONS Staff are looking for Council feedback and approval on the proposed direction for this project. IMPLICATIONS By-Law/Policy Possible impacts on MOC By-Law or Policy when it comes to zoning for residential development. Financial/budgetary $50,000 including in 2023/24 budget. Request for Direction Page | 5 Environmental Likely future infrastructure investment as a result of this initiative. Strategic Priorities The MOC Growth Plan will assist the Municipality in advancing the following Priority Outcomes of the 2021-24 Strategic Priorities Framework: Priority Outcomes: Economic Development 1. Partner in the development of infrastructure and opportunities for business development and attraction. 2. Promote and grow the Municipality’s economic sectors. 3. Position the Municipality as Nova Scotia’s south shore community of choice for residents, businesses, and organizations, and as an international tourism destination. Priority Outcomes: 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. Priority Outcomes: Healthy & Vibrant Communities 1. Ensure residents have access to facilities, natural assets, programs, and services that enrich a quality of life and provide safe communities for residents and visitors alike. 2. Develop an accessibility, diversity, and equity lens for municipal plans and services, and support partners in advancing accessible and inclusive communities. 3. Determine a municipal role in terms of protecting and increasing a broad range of housing stock to meet community needs. 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. 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. Work Program Implications Additional resources needed: a consultant will be hired. Has Legal review been completed? ___ Yes _ _ No _X_ N/A COMMUNICATIONS (INTERNAL/EXTERNAL) Public and stakeholder engagement plans to be developed for this project. ATTACHMENTS 1. MOC Growth Plan Workshop Summary Report and Presentation, December 22, 2022 MOC Growth Plan Workshop Summary Report DECEMBER 22, 2022 Attendance: Council: District 1 — Councillor Andre Veinotte District 2 — Deputy Warden Shatford District 3 — Councillor Derek Wells District 4 — Warden Webber District 5 — Councillor Abdella Assaff District 6 — Councillor Tina Connors District 7 — Councillor Sharon Church Staff: Dan McDougall — CAO Tara Maguire — Deputy CAO Matthew Blair — Director of Infrastructure & Operations Fred Whynot — Director of Public Works Garth Sturtevant — Senior Planner Erin Lowe — Senior Economic Development Officer Solicitor: Samuel Lamey — Municipal Solicitor Other: Sandra McKenzie — McKenzie Consulting (Facilitator) Absent: Chad Haughn — Director of Community Development & Recreation Structure of Day: Participants walked through a deck (attached) that provided context and background information to support to two Break-Out Sessions. Participants reported back after each session. Summary below. Break-Out Session One: Setting the Stage (Policies and Trends) Report Summary Break Out Session One Trends Participants reported seeing evidence of all of the trends in their community with the exception of transportation issues, which is likely attributed to people in the MOC using their own vehicles for travel. Transportation was identified as a future consideration for the area linked to growth. Being Prepared For Growth Participants identified the following themes to prepare for growth • It will take political fortitude, leadership and a good plan to counter-balance the population’s general inclination to oppose change and development • There was consensus that growth is going to happen, and it is Council’s responsibility to be ready for it and to ensure that it happens in a way that ensures the quality of life and place is maintained. • There was agreement that preparing for growth includes planning for services and amenities. • Participants spent a good deal of time discussing potential growth areas, with significant consistency in the areas identified. • There was broad support for a Growth Plan that includes mixed density. Break-Out Session Two Planning For Growth Participants identified the following approach to develop a Growth Plan • There was consensus that the preference is for a Comprehensive Plan that can be implemented in phases including zoning, amenities, service plans, etc. • There was general agreement that the first phase would include detailed planning for the Highway Exits, including density, amenities, services and commercial/residential zoning. Exit 6 (Hubbards) emerged as an early planning phase and a possible template for the other exits. Next Steps/Timing  Participants agreed that they want internal work done first to develop the plan to a fairly high level before releasing to public for comment. This approach will demonstrate that Council is building on what they have already heard.  This approach will also signal proactive/supportive direction to the community that controlled growth is the intention of Council.  The Growth Plan should: • Include a comprehensive plan for services and amenities • Include Growth Targets • Be supported by a well-developed communication and engagement plan. • Include Growth Scenarios for each of the phases as they are required. • Be based on a set of clearly articulated Core Values Detailed Session Summaries • Based on what you have heard, how do these trends show up in your community? o Participants are seeing inflation in all aspects  particularly construction industry where some costs have doubled.  impacts cost of housing, business operations etc.  Since the end of July, the on-site sewage permits have dropped considerably mostly for single family homes. (interest rates and cost of building)  Multi-unit buildings have not been impacted.  Interest rate and cost of construction has almost doubled in three to four years putting single family home ownership out of reach for many people. o Interest rates  Not hearing directly, but does increase pressure and costs for residents o Transportation  Transportation is a big issue in rural areas that people solve by owning their own cars.  A Growth Plan should include future transit options (i.e.. Cluster density around highway exits to promote a fixed route bus system that has sufficient ridership)  People can catch the bus at the Chester Basin exit but knows of almost no one who does o Housing  General • Seeing younger people buying houses now. Everything that comes up for sale is sold almost immediately. • Seeing new residents moving to the area, both retirees and working age. • Some new homeowners have a connection with the area – family, etc. • Property prices are escalating at a pace not seen recently. • New construction appears to be increasing. (May be impacted by inflation)  Rentals • Housing mix does not serve current needs… need more rental (long- term) housing and accessible options for seniors as they age so that they may remain in the community while opening up larger homes to new residents and families. • Rent cap is on right now. Will be a rude awakening on rental prices when that gets lifted. • Housing calls almost every week re: lack of rentals. Almost nowhere to rent. • Attainable/low end of market rentals not available for businesses that have lower/modest wage employment opportunities. Oak Island Inn has used suites in the hotel for some employees but not all employees want to live in the hotel so employment attraction becoming increasingly difficult.  Affordability • Hear of people not being able to afford houses and also the housing stock isn’t there. • Even higher wage positions such as Police Officers, Teachers, etc. are having to commute to work in the area due to the difficulty in finding suitable housing.  Short-term Accommodations • Shoreline piece – summer rentals/Seasonal all have implication for housing. • Air BnBs are about 10% of the problem. • Property purchases for the purposes of short-term rentals is increasing.  Trends • Some existing property owners are selling their property to purchase/move to lower maintenance/independent living properties in other communities (Bridgewater, Halifax) as this type of property is not readily available in the Municipality. • Retail/commercial services in Tantallon, Bridgewater, HRM generally, and on-line are being used by property owners and residents and this is having a negative impact on local businesses. Moreover, the lack of businesses and services in some areas will make it difficult to attract residential development. • What would be required to be ready for growth? o Need to work against the general attitude of opposition to change and development  Some of the most controversial developments in the past have become excellent developments and fixtures in the community (e.g. Chandler’s Cove condominiums).  Local opposition to growth and development is a challenge that will continue.  Council needs to take a leadership role and be proactive in growth planning, understanding there will always be some local opposition to change, need to consider that but ultimately make the best decision in the interest of the entire Municipality.  Will take a lot of political will to plan for this change.  The biggest issue is overcoming the cultural barrier. o Accept that growth will happen and plan for it/ Be ready for growth  Planning for growth in the MOC is much preferred to allowing uncontrolled growth (acknowledgement that growth is coming one way or another and we prefer to take a role).  With the Province setting goals to double the population by 2060 and other growth targets, development pressure and growth is coming one way or another. We need to decide how we wish to address it. o Planned Growth/Services  Develop infrastructure and plan to focus and direct growth (density) to desired areas.  We’ve been slack in having the services required for density. Would have the development if we had the services.  Pick the right locations for growth and maintain the character of place.  As-of-right zoning is important so that both developers and residents know what types of development can occur.  There is support for controlled growth and community engagement is an important step in the process.  Allowing for development balanced with retaining the advantages of living in a rural community.  Serviced land is advantageous – wastewater, water, power, roads, etc. Individuals interested in building homes find the permit/approval process complicated and challenging and may choose other communities where lots have services and approvals in place. • Ten Beaches Development (mini home park) referenced as an example of how much demand there is in the local marketplace for attainable/modern housing when water, wastewater, and roads are in place.  The Municipality could play a significant role in ensuring development is targeted through the provision of services such as wastewater. An aggressive approach could see the Municipality assembling land to provide serviced lots (wastewater, water, roads, power, etc.). o Potential Growth Areas  Chester Commons • Chester Commons is an underserved area with significant growth potential (close to village, available land, relatively lower land costs, existing density pattern…but it needs sewer and possibly water to fully realize this)  Chester Village • Growth and density in the core of Chester Village is unlikely.  Exits 6, 7, 8 • The corridor along Highway 3 between Exits 6 and 8 is likely to be focus and area of pressure. • Every interchange by its nature has development potential, modern development is done around interchanges and then the housing is further out. • Amenities around the exits and halo of development around it. Hubbards, Chester, Chester Basin.  Highway 12 and 14 (inland) • May not face the same pressures, but still need to be considered for infrastructure and growth that is relative and reasonable for those parts of the MOC. • All development doesn’t have to develop near the coast.  Improving Processes • Timelines and approvals are an impediment to development (particularly subdivision approval).  Multi-Units • Big multi-units need to be located near services and highways. • Planning in MOC has been primarily based on single family homes. We have to find a place for multi-units. Can’t continue to be based on single family homes because nobody is building them. • There needs to be a housing mix. • We should have three or four storey buildings on the water somewhere in this municipality. People would come from all over the world to live here if we had that. o General Comments  Biggest concern is that we are poised to be another Tantallon: everything on onsite wells, commercial trying to be commercial but they are all on individual services and houses are mixed in and it’s a mess.  Why is Enfield blowing up? Availability of serviced land. If we had services in Hubbards we would be the fastest growing community in NS.  Older demographics are also going to want amenities.  We are really good at planning for parks and greenspace and making them accessible. Break-Out Session Two: Planning For Growth Essential Elements of a Growth Plan Overview Planning Work (See Deck for Detail) Staff provided an excellent overview of work done to date that will support a Growth Plan. • Permits • Business Priority Matrix • Workforce Needs • Demand for Entry Level Housing • Water/Wastewater • Hubbards Streetscape (example of community initiative) • Developer Input (survey) • Review of Current Zoning Framework Break-out Session Questions • Based on what you have heard, and previous discussion, is Council in favour of a targeted Growth Plan (Exit Six) or a more Comprehensive Growth Plan? o Comprehensive Plan (Phased)  Agreement that a comprehensive plan is the way to go.  Entire municipality, with a phased approach.  Not just focusing on the exits.  High Density needs to part of the Plan. o Develop a Phased Plan  Plan would be created and rolled out in stages/phases. o Highway Exit Strategy (6,7,8)  Part of the comprehensive plan should be a “Highway Exit Strategy” to specifically address the type of development we wish to see around Highway Exits (including large scale commercial, service industries etc.… things that would not be welcomed within the Hamlets or existing centers.)  Growth Plan for Exit 6 area should be the priority in a phased comprehensive growth plan to ensure staff/resources are focused and not stretched too thin.  Exit 6 has high potential due to proximity to HRM, twinned highway to that Exit, commercial development at Exit 6 proposed, and other advantages such as Shatford Trust, etc.  Exit 6/Hubbards could serve as the template for the other exits. If Hubbards had sewer and water the developers would already be there.  Some concern expressed about why Exit 7 would be included. Nothing there. Space between the interchange and the ocean is very narrow. This issue will be worked out through the planning process. o Infrastructure/Amenities  Plan should include identifying future needs and potential sites for infrastructure, including community infrastructure such as rinks, libraries, schools and other institutions. Also, open spaces and recreation facilities, trails for the entire municipality.  Overall Plan look at water and wastewater, without a plan there could be problems with the water table. Water should be included when bringing in sewer and digging up roads to put in infrastructure  There was a good deal of general commentary on service provision and where it should go. Specifics to be worked out through planning process. o Targets  Growth Plan should include hard targets for various areas. These would focus on the level of growth and development expected within a given timeframe and the plan would then be created with specific actions that would achieve those results (this would also support planning for community infrastructure).  Targets within the plan would also help the community know what to expect over time.  Targets also support as-of-right development which provides developers some comfort in the approval process. o General  Municipally owned land was raised as a possibility for residential development. More discussion required, as there was not full agreement. • What would the next steps/timing be? o Timing  Internal Work First – Participants want internal work done to develop the plan to a fairly high level before releasing to the public for comment. Meant to show councils intended direction and get feedback on that, not ask the open-ended question of “what do you want in your community” (we know the types of answers this generates, and it is not in line with Council’s objectives). o Approach  Land use policy and associated by-law development important first step to create positive investment environment for developers as well as awareness in the community for what might be possible.  Council needs to signal proactive/supportive direction to the community that controlled growth is the intention of Council.  As-of-right higher density development opportunities are seen as an important element of the growth plan. (Chandler’s Cove development was discussed as a development that received significant local opposition but has succeeded and is now accepted as an important and positive development in Chester).  Engaging with HRM is seen as an important step to ensure regional planning is coordinated, and that investment partnerships can be developed.  Readiness for infrastructure programs seen as an important element of the plan(shovel ready projects).  The role of communication and education approaches is important to ensure the Municipality’s/Council’s intention is clearly understood. o Community Engagement  Figure out what we want first and then go out to the general public for feedback. Internal process before an external process.  Strategic engagement so work does not get bogged down in an endless review process. o Tactics  Mix of consultants and staff to create the plan (specific expertise needed for growth targets etc.). Support the plan with policy.  Include a workforce strategy  The development of Growth Scenarios will be an important part of the planning process. o Core Values  MOC’s core values need to be enshrined in the Growth Plan  Okay to have as-of-right built into the plan as long as the Developer proves to Council through their application that they are satisfying MOC’s core values: quality of life, connections to active transportation, open spaces and demonstrate how their application is satisfying those goals and if they can’t, its rejected. 2023-01-17 1 Municipality Of Chester Growth Strategy Agenda 01 Setting the Stage Context – The Big Picture Possibilities 02 Break-Out Session One Based on what you have heard, how do these trends show up in your community? What Would Be Required to be Ready for Growth Report Back 03 Break-Out Session Two Staged Approach (Exit Six) Or Comprehensive Growth Strategy - Phased? Report Back 04 Next Steps & Wrap-Up Full Group Conversation 1 2 2023-01-17 2 Scanning The Horizon Seeing the Big Picture Context Inflation JRTAInterest Rates Housing Agency Population Provincial Provincial Global/National Global/National Provincial 3 4 2023-01-17 3 Canadian Inflation Canadian Interest Rates 5 6 2023-01-17 4 Nova Scotia Population Growth Each year from 2016 through 2020, Halifax broke a new record for population growth, and even though COVID-19 impeded travel over 2020 and 2021, Halifax still grew by more than 9,200 people in 2021 (July 2020 to July 2021) – the third-highest annual increase ever. Over the six years from 2016 through 2021, Halifax’s labour force grew by more than 27,000 people (4,500 people per year). This is in contrast to growth over the 2011-2015 period: only 100 (20 people per year). HRM – Epicenter of Growth 40.4 median age 9%* growth rate 7 8 2023-01-17 5 -3.4% 1.7% -1.5% 1.7% -0.4% -1.3% -2.7% 3.7% 1986 1991 1996 2001 2006 2011 2016 2021 Municipality of Chester Population Growth Rate MOC Population Growth Rate 42.8 46.5 49.9 53.1 55.6 2001 2006 2011 2016 2021 Municipality of Chester Median Age MOC Demographics Nova Scotia 45.6 years old The share of those aged 65 years and older has grown steadily from 27% of the total population in 2016 to 30.6% in 2021. 9 10 2023-01-17 6 Increase of Electors Meeting Expectations 11 12 2023-01-17 7 Nova Scotia Housing Joint Regional Transportation Agency 13 14 2023-01-17 8 Commuters EL(0 Break-Out Session One Based on what you have heard, how do these trends show up in your community? What Would Be Required to be Ready for Growth Report Back 15 16 2023-01-17 9 High level Vision and Scope of Strategic Plan Community Development (land-use planning, design, zoning, etc.) Supportive Infrastructure (water, waste-water, recreation facilities, community centres, etc.) Economic Opportunity Environmental Responsibility Managing Growth and Change Governance and Partners Policies and Strategies to Action the Growth Plan Building Permits 2019-20 2020-21 2021-22 2022-23 (Apr 1-Nov 30) Quantity Residential 219 305 315 198 Commercial 22 17 18 12 Construction Value Residential $17,238,125 $31,695,332 $39,379,604 $48,563,879 Commercial $1,485,500 $2,260,460 $2,573,510 $2,714,292 84% growth 24% growth 23% growth 52% growth 14% growth 5% growth building permits do not necessarily indicate that construction will start immediately. Most projects receive permission ahead of their planned beginning, 17 18 2023-01-17 10 Business Priority Matrix Higher Priority Lower Priority Factor Performance Importance Priority Rank Availability of adequate housing 28% 5.8 1 Availability of skilled labour 31% 6.0 2 Availability of funding programs for business and property improvement 52% 8.5 3 Development/building permit process 55% 8.9 4 Availability of warehouse space 48% 7.2 5 Affordability of commercial space for purchase or lease 48% 7.0 6 Availability of property for purchase or lease 51% 7.0 7 Availability of unskilled labour 38% 5.4 8 Availability of industrial space 55% 7.0 9 Availability of health and medical services 44% 5.6 10 Availability of retail space 65% 7.9 11 Cellular phone service 55% 5.2 12 Municipal property taxes 65% 6.6 13 Municipal marketing efforts to advertise the region (e.g. social media, web presence, etc.)74% 8.5 14 Ability of the Municipality to attract new residents 74% 7.4 15 Ability of the Municipality to attract tourists 83% 8.7 16 Zoning 78% 6.6 17 ©2022 Deloitte LLP and affiliated entities 20 Thinking about the next 12 months, do you expect the total number of employees in your company to: (N=97) Over the past 12 months did the total number of employees in your company: (N=99) 14% 64% 22% Decrease Remain the same Increase 59% 39% Decrease Remain the same Increase Workforce Needs 19 20 2023-01-17 11 Local demand for entry level housing •8 years leased 75 lots •Bulk of the sales the last 3 years •Value of building permits = $140,000 to $180,000 = entry level housing •Most of the clientele for that community would be retirees / downsizers, though there are a select few families there as well. Essentially fully leased 58 units $950/month Most of clientele is families Wastewater Work •Workshop held •MOC moving ahead with a comprehensive action plan to expand capacity in multiple service areas 21 22 2023-01-17 12 •Subset of the community who has an appetite for regulated and controlled growth •They see the growth coming and want to ensure its planned, coordinated and safe. •Major themes: •Safety (91 mentions) •Active transportation (85 mentions) •Business development (20 mentions) Hubbards Streetscape Project Developer Input What are the things that you look for in a community when determining where to develop? •“Land that is ripe for development” •“Purchased with property already zoned – zoning that accommodates different types of residential” •“Serviced or within the service boundary at least and that service boundary would be extended to it” •Feeling welcomed: •“if its not understood by the residents beforehand - we get a lot of pushback from the residents because of their lack of understanding of the zoning rules. Residents were not aware that the development is as-of-right” •“Rural communities have not traditionally been open to development” •“Access to highway” •“Access to power, water, roads, and willingness to invest on the municipalities' part” •Quality of life assets: “the first thought is about the lifestyle of the people who live there.” •“Liked East Hants because of the easy commute to Halifax” •“Want to work with municipalities that are open to development” •“East Hants have been aggressive with turning around building permits, concept approvals, etc.” 23 24 2023-01-17 13 Current Zoning Framework •Zoning and land use regulations outside of CV generally promote “mixed use” •most zones permit residential, commercial and light industrial uses •zone hierarchy is determined by the intensity of development and the approval process (ie. permit vs DA) •Basic zone hierarchy is: GB, MU, SR-2, SR-1, Hamlet, SU •Hamlet was originally envisioned as “village light” zone. It includes size limits but allows light industrial (so not really close to the level of regulation in CV). Existing Zones – Exit 6 Currently four zones in the vicinity of Exit 6 •General Basic Zone (least restrictive, occurs inland of Hwy 103) •Mixed Use Zone •Settlement Residential Two Zone (community requested a more residential zone immediately adjacent Exit 6) •Hamlet Zone (“central” Hubbards within MOC) 25 26 2023-01-17 14 General Basic Zone •Least restrictive zone, applied to areas that are likely to remain rural with a mix of uses at various sizes and intensities •Permits required for multi-unit residential (5+ units), commercial and light industrial uses larger than 1000m2 of floor area •Development that does not require a permit is unregulated and may occur anywhere within the bounds of the lot without regard to setbacks, existing structures etc. •Prohibited uses in GB Zone: •All heavy industrial developments General Basic Zone 27 28 2023-01-17 15 Mixed Use Zone •A step up in regulation compared to GB Zone •Permits required for all new residential units, commercial developments and light industrial developments •Size limits in place to determine the approval process – Development permit, Site Plan Approval, Development Agreement •Key Takeaway – MU Zone regulates most uses through permits, but virtually all forms of development (uses, type and intensity) are allowed •Prohibited uses in MU Zone •All heavy industrial developments, abattoirs over 2500m2, composting facilities, fur farming, contaminated soil facilities, Salvage Yards over 2500m2 Mixed Use Zone 29 30 2023-01-17 16 Settlement Residential Two •Permit required for 1-2 dwellings on a lot, SPA for 3-11 and DA for 12+ •Commercial and light industrial uses by permit to 100m2 and by Site Plan to a maximum of 500m2 •Prohibited uses in the SR-2 Zone •All heavy industrial developments, abattoirs, composting facilities, fur farming, contaminated soil facilities, Salvage Yards, Processing facilities handling meat, fish or poultry Settlement Residential Two Zone 31 32 2023-01-17 17 Hamlet Zone •Permit required for 1-4 dwellings on a lot, SPA for 5-11 and DA for 12+ •Commercial and light industrial uses by permit to 100m2 and by Site Plan to 500m2 •Prohibited uses in HM Zone •All heavy industrial developments, abattoirs, composting facilities, fur farming, Salvage Yards, Processing facilities handling meat, fish or poultry Hamlet Zone 33 34 2023-01-17 18 Existing Zones – Comparison Zone 1-4 units 5-11 units 12+ units GB None SPA DA MU DP SPA DA Zone 1-2 units 3-11 units 12+ units SR-2 DP SPA DA Zone 1-4 units 5-11 units 12+ units HM DP SPA DA Residential Uses: Zone 0 - 1000m 2 1000-2800m2 2800m2 + GB None DP DA Zone 0 - 2000m 2 2000m2 + MU DP DA Zone 0 - 100m 2 100m2 - 500m 2 SR-2 DP DA Zone 0 - 100m 2 100m2 - 500m 2 HM DP DA Commercial/Light Industrial Uses: High level Vision and Scope of Strategic Plan Community Development (land-use planning, design, zoning, etc.) Supportive Infrastructure (water, waste-water, recreation facilities, community centres, etc.) Economic Opportunity Environmental Responsibility Managing Growth and Change Governance and Partners Policies and Strategies to Action the Growth Plan 35 36 2023-01-17 19 Break-Out Session Two Exit Six Growth Strategy Or Comprehensive Growth Strategy - MOC Next Steps/Timing Report Back Next Steps and Wrap-up Full Group Discussion 37 38 2023-01-17 20 THANK YOU 39