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COMMITTEE OF THE WHOLE
AGENDA
Thursday, June 1, 2023
Livestreamed via YouTube at
www.youtube.com/modcvideo from
Forest Heights Community School - 847 Highway 12,
Chester Grant, NS
1. MEETING CALLED TO ORDER
2. APPROVAL OF AGENDA/ORDER OF BUSINESS
3. PUBLIC INPUT SESSION (15 minutes)
4. MINUTES OF PREVIOUS MEETING
4.1 April 20, 2023 - Committee of the Whole Minutes.
5. PUBLIC PRESENTATIONS/APPOINTMENTS
6. MATTERS ARISING
6.1 Request for Decision prepared April 27, 2023 - Infrastructure & Operations - Administrative
Building Upgrade Feasibility Analysis.
6.2
6.3 Request for Direction prepared May 26, 2023 - Community Development & Recreation - Open
Space Plan and Washroom Facilities Update.
7. CORRESPONDENCE
7.1 Information from Joint Regional Transportation Agency regarding a multi-jurisdictional
transportation system.
7.2 Draft letter from Ecology Action Centre to Minister Halman regarding Coastal Protection Act.
8. BY-LAWS AND POLICIES
9. NEW BUSINESS
9.1 Zoe Valle Library request for grounds maintenance.
9.2 By-Law/Waste Inspector Position.
10. IN CAMERA
11. ADJOURNMENT
163
MUNICIPALITY OF THE DISTRICT OF CHESTER
Minutes of
COMMITTEE OF THE WHOLE
Council Chambers 151 King Street, Chester, NS
Livestreamed at www.youtube.com/modcvideo
On Thursday, April 20, 2023 at 8:45 a.m.
CALLED TO ORDER
Warden Webber called the meeting to order at 8:48 a.m.
Present: District 1 – Councillor Andre Veinotte District 2 – Deputy Warden Floyd Shatford
District 3 – Councillor Derek Wells District 4 – Warden Allen Webber
District 5 – Councillor Abdella Assaff District 6 – Councillor Tina Connors
District 7 – Councillor Sharon Church
Staff: Tara Maguire, Deputy CAO
Pamela Myra, Municipal Clerk
Jennifer Webber, Communications & Outreach Officer (Via Zoom)
Emily Lennox, Executive Secretary
Matthew Blair, Director of Infrastructure & Operations
Chad Haughn, Director of Community Development & Recreation
Tim Topping, Director of Financial & Information Services
Solicitor: Samuel Lamey
Public: There were approximately 15 members of the public in the gallery.
APPROVAL OF AGENDA AND ORDER OF BUSINESS
Amendment:
Remove items 6.2 and 10.2.
2023-180 MOVED by Councillor Church, SECONDED by Deputy Warden Shatford the April 20,
2023 Agenda and Order of Business for the Committee of the Whole be approved as
amended. ALL IN FAVOUR. MOTION CARRIED.
Committee of the Whole (continued) April 20, 2023 164
PUBLIC INPUT SESSION (15 minutes)
There was no public input.
MINUTES OF PREVIOUS MEETING
4.1 Committee of the Whole – April 6, 2023 – Warden Webber.
Deputy Warden Shatford was absent from the meeting - his name will be removed from the list
of attendees.
2023-181 MOVED by Councillor Assaff, SECONDED by Councillor Church that the minutes of
Committee of the Whole meeting of April 6, 2023 be approved as amended. ALL IN
FAVOUR. MOTION CARRIED.
MATTERS ARISING
6.1 Quarter 4 Quarterly Report - Infrastructure & Operations.
Present was Matthew Blair, Director of Infrastructure & Operations to review the highlights
outlined in the 4th Quarter Quarterly Report.
Councillors thanked him for the presentation and updates on:
Solid Waste:
o Statistics.
o 5-Year Volumes.
o Wastewater.
o Buildings and Structures.
o Cell 3B Construction.
o Vehicles and Equipment.
Public Works:
o Statistics.
o Roads.
o Wastewater.
o Buildings and Structures.
o Vehicles and Equipment.
o Administration.
Completed Projects.
Committee of the Whole (continued) April 20, 2023 165
6.2 Request for Decision prepared April 14, 2023 - Infrastructure & Operations - Potable
Water Supply Next Steps.
This was removed from the agenda.
PUBLIC PRESENTATIONS/APPOINTMENTS
5.1 Presentation of Volunteer Awards.
The bios of the following Volunteers were read:
Carolyn Conrad - nominated by the Chester Municipal Heritage Society posthumously. The
bio was read by Vicki Levy.
Wilson Fitt - nominated by Our Health Centre. The bio was read by Lorraine Burch.
Blair Hodgman - nominated by Starfish Reunites. The bio was read by the Director of
Community Development & Recreation.
Karen MacKenzie-Stepner - nominated by Catherine Clute. The bio was read by the Director
of Community Development & Recreation. Ms. MacKenzie-Stepner was also chosen as the
provincial representative.
David Semel - nominated by the Chester Playhouse. The bio was read by Andrew Chandler.
Bruce Sinnis - nominated by the Aenon Baptist Church. The bio was read by Mary Eldridge
who also read a few words from Mr. Sinnis.
Family Volunteers Angela, Rob, and Hunter McNamara award was accepted by Laura
Broome. The bio was read by the Director of Community Development & Recreation.
A break was held from 9:32 a.m. to 9:45 a.m.
NEW BUSINESS
9.1 Information Report prepared April 14, 2023 - Financial & Information Services -
Sustainable Services Growth Fund.
Tim Topping, Director of Financial & Information Services was present to review the
information he received regarding use of the Sustainable Services Growth Fund. A new one-
time transfer to municipalities on March 31, 2023 and can be used on projects that fit four
services as outlined in the information. There is reporting that is required and any amounts
not spent by March 31, 2025 must be returned to the province.
Committee of the Whole (continued) April 20, 2023 166
Councillor Wells asked if the fund could be used for sidewalks and it was noted that sidewalks
are a possibility.
9.2 Email from Sue Taylor-Foley regarding Nauss Point Road Waterfront.
This was referred to an “In Camera” discussion.
9.3 Information Report - Anti-Racism Committee.
The CAO reviewed the Information Report on the proposed Regional Anti-Racism Committee.
This was previously before Council and at that time it was referred to our local Equity,
Diversity, and Inclusion Committee for feedback. The CAO read the feedback from the
members.
There was a lengthy discussion by Council on the advantages and/or disadvantages of a
regional committee.
It was confirmed that there is an “out” clause if after two years Council is not satisfied with the
progress. It can be added to the Memorandum of Understanding which has not yet been
drafted.
Members of Council discussed their points of view on the matter.
2023-182 MOVED by Councillor Connors, SECONDED by Councillor Church that the
Committee of the Whole recommend to Council to take part of the 2-year pilot
Regional (Lunenburg County) Anti-Racism Committee Pilot and host the Regional
Coordinator following final approval of the Memorandum of Understanding
(MOU) with financing to be based on Uniform Assessment and that the MOU
include a clause that each participating municipal unit establish their own local
Equity, Diversity, and Inclusion Committee. FIVE IN FAVOUR. TWO OPPOSED.
MOTION CARRIED
The CAO indicated that staff would prepare a Memorandum of Understanding that will outline
the funding and terms of reference.
Committee of the Whole (continued) April 20, 2023 167
CORRESPONDENCE
There were no items of Correspondence.
BY-LAWS AND POLICIES
There were no by-laws or policies for consideration.
IN CAMERA
10.1 In Camera as per Section 22(2)(e) of the Municipal Government Act – Contract
Negotiations - Kaizer Meadow.
10.2 In Camera as per Section 22(2)(e) of the Municipal Government Act - Contract
Negotiations - Village Commission (Fire).
10.3 In Camera as per Section 22(2)(e) of the Municipal Government Act - Contract
Negotiations - Planning Services (Town of Mahone Bay).
2023-183 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church the meeting
convene “In Camera” as per Section 22(2)(e) of the Municipal Government Act -
Contract Negotiations - Kaizer Meadow, Village Commission of Chester, and
Planning Services (Town of Mahone Bay). ALL IN FAVOUR. MOTION CARRIED.
Following a brief meeting held “In Camera” the meeting reconvened.
2023-184 MOVED by Councillor Wells, SECONDED by Councillor Assaff that the Committee of
the Whole recommend to Council to direct staff to obtain the necessary Nova Scotia
Department of Environment permit(s) allowing for the expansion of the current
landfill capacity beyond 2033. ALL IN FAVOUR. MOTION CARRIED.
2023-185 MOVED by Deputy Warden Shatford, SECONDED by Councillor Wells that the
Committee of the Whole recommend to Council to approve the creation of a new
Level 1 Planner position in the Community Development & Recreation Department.
ALL IN FAVOUR. MOTION CARRIED.
Committee of the Whole (continued) April 20, 2023 168
ADJOURNMENT
2023-186 MOVED by Councillor Church, SECONDED by Deputy Warden Shatford, the meeting
adjourn. ALL IN FAVOUR. MOTION CARRIED. (11:24 a.m.)
___________________________ ___________________________
Allen Webber Pamela Myra
Warden Municipal Clerk
NOTE: The recorded version of this meeting is available at www.youtube.com/modcvideo.
REQUEST FOR DECISION
REPORT TO: Committee of the Whole
MEETING DATE: June 1, 2023
DEPARTMENT: Infrastructure and Operations
SUBJECT: Administrative Building Upgrade Feasibility
Analysis
ORIGIN: Operation and Capital Budget Planning
Date: April 27, 2023 Prepared by: Fred Whynot, P. Eng, Director of Public Works
Date: Reviewed by: Matthew Blair, Director of Infrastructure and Operations
Date: May 26, 2023 Authorized by: Tara Maguire, CAO
RECOMMENDED MOTION
That Council approve a budget of $20,000 for the preparation of a Feasibility Analysis which will include a Class C
cost estimate for a municipal building upgrade at our current location.
CURRENT SITUATION
Considerable upgrades are required for our existing administrative buildings. A recent accessibility report
identified several accessibility deficiencies alone that need to be addressed under future legislation at an
approximate price of $1,800,000. Some of the other concerns include space for storage, space for future
employees, and security upgrades for employee safety.
BACKGROUND
An accessibility study was received last year with a summary presented to Council. On April 13, 2023 the
Department of Infrastructure and Operations presented a New Building Options Report (attached) to Council
which had nine options to address current deficiencies. Council selected Option 3 which involves the retrofit
and expansion of the existing building which includes a new section joining the two existing buildings on our
current properties, a scenario which was investigated in a 2011 report.
DISCUSSION
To research the chosen option and provide a Class C cost estimate, a Feasibility Analysis should be undertaken.
A Feasibility Analysis would provide the following information:
An evaluation of criteria for expansion such as office and storage space and financial impacts;
The review and development of a functional work space building envelope;
A review of existing conditions (Accessibility, security, mechanical heating and cooling systems) and
reporting on major non-compliances;
A Class C cost estimate of upgrading and expanding our current buildings with connections to a new
building section between the two existing buildings.
The final report would be presented to Council. The estimated budget is $20,000 including our HST.
R e q u e s t f o r D e c i s i o n P a g e | 2
IMPLICATIONS
Financial/budgetary
This is currently unbudgeted. It is recommended funding come from General Operating reserve.
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.
1. 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
Staff have been asked to provide additional information on the option selected. At this time staff do not have capacity to
achieve this without affecting other strategic and operational priorities. For this reason, it is recommended a consultant be
engaged to do this work to minimize impact on operations.
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
April 13, 2023 Building Options Report
2023-05-26
1
New Building Options
Accessibility Audit
Recommendations
1
2
2023-05-26
2
Landfill Collection Update
NOVA SCOTIA’S TREASURE
Report Summary
•Barriers exclude or limit members of the public & staff from fully participating in municipal
processes, accessing goods & services, and obtaining employment, in a dignified & safe manner.
•Retrofitting existing buildings to increase accessibility is costly & sometimes very difficult to achieve.
•Installation of elevators in both buildings, reducing office & meeting space.
•Add an accessible universal washroom to the second floor Administration building – again reducing
office/meeting room capacity.
•Relocation of light switches & control panels to accessible heights.
•Risk of asbestos due to age of buildings.
•Extensive landscape work required due to surface degradation & topography.
Landfill Collection Update
NOVA SCOTIA’S TREASURE
Other Issues
•No dedicated Public Works depot to store vehicles, equipment & materials.
•Storage beyond capacity – storage units rented to house files.
•No capacity for additional future staff.
•Multiple public entries leading to customer service fragmentation.
•Minimal current security measures to protect staff.
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4
2023-05-26
3
Jurisdictional Scan
AVERAGEARGYLEKINGSMoDLMoDCUNIT
2022201920211982/1950'sYrDate Complete
15,4338,30022,00016,00011,554ft²Admin Floor Area
1,4347712,0441,4871,073m²
4.271.66.454.751.59AcLot Size
1.730.652.611.920.64Ha
5418856058ItemNumber of Staff
70301027744AdminNumber of Parking Bays
52865Accessible
501400Public Works
10040EV Stations
SolarSolar, Geothermal,
Heat PumpsSolar (future)NoItemCarbon Neutral
1112FloorsElevation
YesYesYesYesY; NExpandable Building Enclosure
NoYesNoNoY; NOn Site Public Works Depot
329461259267199ft²Area/Staff Member
3143242519m²
NoNoNoNoY; NPartnerships
NoNoNoNoY; NRecreation Facility
7,803,3334,210,00010,200,0009,000,000Unknown$Construction Cost
0000Unknown$Land Cost
7,803,3334,210,00010,200,0009,000,000Unknown$Total Cost
511.12507.23463.64562.50Unknown$/ft²Cost/Area (building only)
5,501.045,460.444,990.226,052.45Unknown$/m²
5
6
2023-05-26
4
Options
Option 1 CONSPROS
Does not conform to accessibility auditAlready own buildings
2030 deadline for access barriers to be
addressed
Already own land
Delaying legislated built environment
regulations means less time to respond
No disruption to admin services
Aging building with increased maintenance
costs
Zero immediate capital costs
Delay may result in higher construction costSame location for citizens
No room for new additional staffNo public engagement necessary
Will require rental of office space for additional
new staff
Fragmented customer service points
No room for future PW depot
Limited room for additional parking
Falling behind peer municipalities i.e.
reputational risk; not an employer of choice etc.
Increased operational/utility costs due to utility
rate increases and CPI
Storage already exceeds capacity; no room for
more
Security of staff is compromised due to multiple
points of entry
No internal/external renovations, unless budget
allocated
Does not address carbon emission reduction
unless budget allocated
Ineligible for provincial and federal fundingLot size available: 1.59ac (office).
Do nothing.
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8
2023-05-26
5
Option 2
Lot size available: 1.59ac (office).
4ac required at Kaizer Meadows landfill.
Remain at King St. and retrofit
existing buildings.
Public Works to relocate to Kaizer
Meadows landfill.
CONSPROS
Aging building with increased maintenance
costs
Already own buildings
No room for new additional staffAlready own land
Poor, fragmented customer service pointsMinimal disruption to admin services
Public Works depot location somewhat remoteWill conform to accessibility audit
Public Works depot would incur construction
costs at Kaizer Meadows (garage, storage,
workshop, office space etc.)
2030 deadline for access barriers will be
satisfactorily addressed
Will require rental of office space for additional
new staff
Eligibility for federal and/or provincial grants
Loss of office space due to accessible
washrooms and elevators
Same location for citizens
Limited room for additional parkingEligible for provincial grants
Falling behind peer municipalities i.e.
reputational risk; not an employer of choice
etc.
No public engagement necessary
Not eligible for federal grants
Increased operational/utility costs due to utility
rate increases and CPI
Storage already exceeds capacity; no room for
more
Security of staff is compromised due to multiple
points of entry
No internal/external renovations, unless
budget allocated
Does not address carbon emission reduction
unless budget allocated
Existing Layout
Lot size: 1.59ac.
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10
2023-05-26
6
Existing Elevations
Lot size: 1.59ac.
Option 3
Lot size available: 1.59ac (office).
4ac required at Kaizer Meadows landfill.
Remain at King St, retrofit existing
and expand building footprint
(reference: 2011 design)
Public Works to relocate to Kaizer
Meadows landfill.
CONSPROS
Aging building with increased maintenance
costs
Already own buildings
No room for new additional staffAlready own land
Poor, fragmented customer service pointsMinimal disruption to admin services
Public Works depot location somewhat remoteWill conform to accessibility audit
Public Works depot would incur construction
costs at Kaizer Meadows (garage, storage,
workshop, office space etc.)
2030 deadline for access barriers will be
satisfactorily addressed
Will require rental of office space for additional
new staff
Eligibility for federal and/or provincial grants
Loss of office space due to accessible
washrooms and elevators
Same location for citizens
Limited room for additional parkingEligible for provincial grants
Falling behind peer municipalities i.e.
reputational risk; not an employer of choice
etc.
No public engagement necessary
Not eligible for federal grants
Increased operational/utility costs due to utility
rate increases and CPI
Storage already exceeds capacity; no room for
more
Security of staff is compromised due to multiple
points of entry
No internal/external renovations, unless
budget allocated
Does not address carbon emission reduction
unless budget allocated
11
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2023-05-26
7
Proposed Atrium Layout
Lot size: 1.59ac.
Option 4
Lot size available: 1.59ac (office).
4ac required at Kaizer Meadows landfill.
Remain at King St, demolish
existing buildings, temporarily rent
office space.
Rebuild new admin building on site.
Public Works to relocate to Kaizer
Meadows landfill.
CONSPROS
New buildings with lower maintenance costsAlready own land
Limited room for additional parkingAlready own land
Expensive total costImproved customer service; single point of
service/entry
Prolonged, but temporary disruption to in-person
citizen services
Improved staff security; single point of
service/entry
Incur rental costs for temporary officesIncreased storage capacity
Not eligible for federal grantsIncreased office space; accommodation of new,
additional staff
Same location for citizens
Eligible for provincial grants
New drilled well for potable water supply
13
14
2023-05-26
8
Option 5
Lot size required: 4ac (office).
4ac required at Kaizer Meadows landfill.
Relocate from King St to a single
new site for admin only.
Public Works to relocate to Kaizer
Meadows.
CONSPROS
High total costSell 4x King St lots to raise capital
Public engagement required for new site and
building
Will conform to accessibility audit
Public Works depot location somewhat remote2030 deadline for access barriers will be
satisfactorily addressed
Public Works depot would incur construction
costs at Kaizer Meadows (garage, storage,
workshop, office space etc.)
Anticipation of new additional staff fundamental
to the design
Not eligible for federal grantsPublic Works depot able to be located on a
municipally owned site (Kaizer Meadows)
Not necessary to rent temporary office space
Security fundamental to the design; single point
of service/entry
Storage capacity fundamental to the design
Carbon neutral design fundamental to the design
Very low utility costs
Potential to attract development to adjacent lots
Eligible for provincial grants
Option 6
Lot size required: 8ac.
Relocate from King St to a single
new site
Public Works depot to locate at a
separate single site (not Kaizer
Meadows landfill).
CONSPROS
Two separate locations to purchaseSell 4x King St lots to raise capital
High total costWill conform to accessibility audit
Two separate locations to conduct public
engagement on
2030 deadline for access barriers will be
satisfactorily addressed
Not eligible for federal grantsAnticipation of new additional staff fundamental
to the design
Not necessary to rent temporary office space
Public Works depot located nearer to frequent
operational locations
Security fundamental to the design; single point
of service/entry
Storage capacity fundamental to the design
Eligibility for provincial grants
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2023-05-26
9
Option 7
Lot size required: 8ac.
Relocate from King St to a single
site, including a Public Works
depot.
CONSPROS
High total costSell 4x King St lots to raise capital
Not eligible for federal grantsWill conform to accessibility audit
2030 deadline for access barriers will be
satisfactorily addressed
Anticipation of new, additional staff fundamental
to the design
Not necessary to rent temporary office space
Public Works depot able to be located on a single
municipally owned site
Security fundamental to the design; single point
of service/entry
Storage capacity fundamental to the design
Carbon neutral design fundamental to the design
Very low utility costs
Potential to attract development to adjacent lots
Eligible for provincial grants
Single site to purchase
Single site to conduct public engagement
Option 8
Lot size required: 13ac.
Relocate from King St to a single
site, including, Public Works depot
and a rink/curling.
CONSPROS
High total costSell 4x King St lots to raise capital
High ongoing operational/maintenance cost for
recreation facilities
Will conform to accessibility audit
High ongoing operational/maintenance costs for
rental units
2030 deadline for access barriers will be
satisfactorily addressed
Not necessary to rent temporary office space
Anticipation of new, additional staff fundamental
to the design
Public Works depot able to be located on a single
municipally owned site
Security fundamental to the design; single point
of service/entry
Storage capacity fundamental to the design
Carbon neutral design fundamental to the design
Very low utility costs
Potential to attract development to adjacent lots
Eligible for federal and provincial grants
Single site to purchase
Single site to conduct public engagement
Generate recreational revenue
Multi-service destination site
Attract large sporting tournaments
Flagship building
Generate recreational revenue
17
18
2023-05-26
10
Option 9
Lot size required: 15ac.
Relocate from King St to a single
site, including Public Works depot,
rink/fieldhouse and partners**
CONSPROS
High total costSell 4x King St lots to raise capital
High ongoing operational/maintenance cost for
recreation facilities
Will conform to accessibility audit
High ongoing operational/maintenance costs for
rental units
2030 deadline for access barriers will be
satisfactorily addressed
Not necessary to rent temporary office space
Anticipation of new, additional staff fundamental
to the design
Public Works depot able to be located on a single
municipally owned site
Security fundamental to the design; single point
of service/entry
Storage capacity fundamental to the design
Carbon neutral design fundamental to the design
Very low utility costs
Potential to attract development to adjacent lots
Eligible for federal and provincial grants
Single site to purchase
Single site to conduct public engagement
Generate recreational revenue
Multi-service destination site
Attract large sporting tournaments
Flagship building
Generate recreational revenue
Generate rental revenue
** Arts centre, library, health clinic, MLA office,
VoC, food bank, business incubator etc.
Recreation Centre Costs
Barrington - $5.8million 2022
West Hants - $11million 2020
Guysborough - $10.9million 2017
LCLC (MODL) - $33.4million 2011
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11
Cost Estimates
VfM
Rank
Estimated
MODC %
Contribution
Estimated
Federal
Contribution
($)
Estimated
Provincial
Contribution
($)
Estimated
MODC
Contribution
($)
Estimated
Revenue -
Land Sale ($)
Estimated
Total Cost
($)
Land
Acquisition
($)
Lot Size (ac)
Recreation
Centre
Estimated
Cost ($)
Recreation
Centre (ft²)
Public
Works
Depot
Estimated
Cost ($)
Public
Works Bldg
(ft²)
Public
Works
Depot Area
External (ac)
Admin Bldg
Estimated
Cost ($)
Admin Bldg
Area (ft²)
90%0000001.6000000011,554Option 1
348%1,000,00050,000950,00002,000,00001.60000002,000,00011,554Option 2
792%1,000,00050,00011,315,352012,365,35201.60003,778,3026,6004*8,587,05015,000Option 3
893%1,000,000013,082,762014,082,76201.60003,778,3026,6004*10,304,46018,000Option 4
472%1,000,000010,482,7623,000,00014,482,762400,0004.00003,778,3026,6004*10,304,46018,000Option 5
573%1,000,000010,882,7623,000,00014,882,762800,0008.00003,778,3026,600410,304,46018,000Option 6
573%1,000,000010,882,7623,000,00014,882,762800,0008.00003,778,3026,600410,304,46018,000Option 7
135%10,691,381150,0007,541,3813,000,00021,382,7621,300,00013.006,000,00010,0003,778,3026,600410,304,46018,000Option 8
239%14,363,851150,00011,213,8513,000,00028,727,7021,500,00015.0012,000,00015,0003,778,3026,600411,449,40020,000Option 9
General Considerations
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Landfill Collection Update
NOVA SCOTIA’S TREASURE
Finances
Capital Funding:
oMoDC reserves and/or debt.
oProvincial grants.
oFederal grants.
Landfill Collection Update
NOVA SCOTIA’S TREASURE
Logistics
Moving
oTransport and storage of assets.
oTemporary office rental.
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Landfill Collection Update
NOVA SCOTIA’S TREASURE
Sustainability
Operating Short-, medium- and long-term sustainable costs.
Net Zero Mitigation of climate change impacts via
technology.
Accessible Achieve or exceed accessibility requirements.
Inclusive Welcoming to all residents and visitors.
Staffing Adequate, flexible, expandable office space.
Parking Adequate, flexible, expandable parking space.
Landfill Collection Update
NOVA SCOTIA’S TREASURE
Location
Population centred for citizen convenience.
Catalyst for residential and/or commercial
development.
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Landfill Collection Update
NOVA SCOTIA’S TREASURE
Customer Service
Improved, ‘single-point-of-service’ for municipal
services, programs, and enquiries.
Multi-Service Centre
oEmergency Operations Centre.
oCommunity focal point (municipal,
recreational, cultural,operational etc.).
Landfill Collection Update
NOVA SCOTIA’S TREASURE
Security
Safe and secure public areas and staff work
environments.
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Landfill Collection Update
NOVA SCOTIA’S TREASURE
Consultation
Communications
oKey messages
Citizens
Stakeholders
Partners
Landfill Collection Update
NOVA SCOTIA’S TREASURE
Timelines
Aligned with provincial and federal funding
opportunities (shovel-ready!)
Multi-year.
Project may be phased over several years.
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Next Steps
•Direct staff to pursue a sort-list of options,
including long list of suitable potential lots
to bring back to council.
Strategic Priority Alignment
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Infrastructure & Service Delivery
Through asset management practices that inform annual operations and maintenance programs as well
as long-term capital renewals and upgrades, we invest in public infrastructure. In response to ongoing
changes in levels of service, regulatory requirements, population, and technological innovation, we
work to provide infrastructure that is cost-effective, reliable and sustainable.
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.
Create efficiencies through innovative service delivery and proactive maintenance and operations of
existing infrastructure.
Plan for and create infrastructure that improves connectivity of roads, multi-use trails, natural assets
and facilities as part of an active transportation network.
Healthy & Vibrant Communities
Our ongoing engagement with partners and stakeholders supports vibrant and sustainable communities
throughout our municipality. Through long range planning that creates active and safe communities,
and through the provision of accessible and inclusive programs and services, we work to improve the
quality of life for residents.
Ensure residents have access to facilities, natural assets, programs, and services that enrich the
quality of life and provide safe communities for residents and visitors alike.
Develop an accessibility, diversity and equity lens for municipal plans and services, and support
partners in advancing accessible and inclusive communities.
Determine a municipal role in terms of protecting and increasing a braid range of housing stock to
meet community needs.
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2023-05-26
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Governance & Engagement
Our governance and administration processes demonstrate a commitment to efficient and fiscally
sustainable service delivery. Our commitment & engagement provides residents, businesses, and
organizations with access to services, information, and decision-making as meaningful participation in
local government.
Ensure municipal service delivery is efficient and effective, communicated and accessible.
Ensure municipal bylaw and policy frameworks reflect current and changing needs.
Continue to develop an asset management system that will inform decisions about infrastructure,
development, levels of service, risk assessment and associated financing.
Environmental Stewardship
Our leadership in environmental stewardship seeks innovative approaches for sustainable community
planning and decision -making that balances growth, invest in green business and infrastructure,
enhances quality of life, and responds to the environmental impacts of climate change.
Seek opportunities for innovation and leadership in waste management.
Explore options for integrating green energy and sustainable technologies in municipal
infrastructure and program delivery.
Support environmental conservation and protection initiatives and efforts to tackle the impact of
climate change.
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2023-05-26
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Economic Development
Our ongoing commitment to investment attraction, business support services, and infrastructure
encourages entrepreneurship, supports sustainable development of target sectors, and strengthens the
commercial tax base.
Partner in the development of infrastructure and opportunities for business development and
attraction.
Promote and grow the municipalities’ economic sectors.
Position the municipality as Nova Scotia’s south shore community of choice for residents,
businesses, and organizations, and as an international tourism destination.
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2023-05-26
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Corporate & Strategic
Management
Quarterly Update
Q4 2022-23
Accessibility
Lunenburg County Accessibility Advisory Committee (LCAAC)
•February welcomed several new members to the committee and it is now fully appointed
•Orientation session held, regular meeting time set
Lunenburg County Accessibility Plan
•To determine how each municipal unit will meet the commitments in the regional accessibility plan, individual implementation plans
are being created.
•Initial focus is to finalize the Town of Mahone Bay implementation plan – presented to Council in March.
•Next plan is Town of Lunenburg.
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2
2023-05-26
2
Accessibility
MOC Specific Projects and Activities:
•Provided input into design of Municipal Welcome Signs to ensure inclusion of accessibility considerations.
•As follow up to the accessibility audit of the Municipal Administration and Annex buildings, supported engineering
staff to explore municipal buildings built within the past several years.
•Provided feedback on interior signage.
•Provided feedback on expansion of trail system and inclusion of accessibility.
•Continued to provide support to Wild Rose Park accessibility project and work to remove accessibility barriers at
the annex and admin buildings.
Accessibility
Joint Projects/Activities:
•Participating in the advisory group led by the Accessibility Directorate to develop the Foundations of Accessibility workshop
•Plain Language Training development in progress
•Presentation Skills Training: Project initiated by Town of Bridgewater to provide training to staff focused on the creation and delivery of meaningful,
inclusive presentations. 28 staff from Town of Bridgewater, Town of Lunenburg, MODL and MODC registered.
•Met with staff from Engage Nova Scotia about obtaining data from their Quality of Life Survey.
•Met with Accessibility Directorate and provincial managers of Connect.ca to explore its use for communicating the accessibility features available in
municipal buildings and public spaces.
•Heritage and Accessibility: Supporting efforts to clarify best practice for accessibility as it applies to heritage buildings.
•Participation in the Nova Scotia Provincial Housing Agency Accessibility Advisory Committee.
•Attended the Rick Hansen Foundation’s annual Accessibility Professional Network Conference on March 1 and 2.
•Evacuation and Persons with Disabilities advisory group
•Continues to participate in the REMO Planning Committee meetings.
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2023-05-26
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Fire Services
Completed Terms of Reference for Fire Advisory Committee.
Completed final update of boundaries and Western Shore
Commission By-laws and received Ministerial approval.
Registration packages for 2023-24 reviewed and forwarded to
Commissions for update.
Completed Fire Department insurance renewals for 2023-24.
Completed updates (post Covid) of municipal long service awards for
all Fire Departments and presentations made.
Sponsored Firefighter Mental Health Symposium. Continued our
support to Junior Firefighter’s Training Day and Female Firefighters
Training and Networking Day.
Continuing work on new Fire Smart program for The Pointe in the
Aspotogan. Initial community assessment completed by DNR fire
prevention officer.
Agreement with FDs to have drone centralized in Chester Basin. Pilot
training continued.
Working on fit testing program renewal for Fire Departments.
Contract under review.
REMO
Attended REMO Emergency
Preparedness Day held in
Bridgewater.
Completed Hazard Assessments and
updated contact and infrastructure
lists for Chester.
Completed applications for generator
grants for Western Shore FD and
Chester United Baptist Church.
Grants received and units now
installed and operational.
Continuing review of comfort centers
and MOC support programs.
Reviewing Chester Emergency
Coordination Center (ECC)
requirements and facilities.
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6
2023-05-26
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Health and Safety
Completed audit and received Construction Safety Certificated of Recognition
for 2023.
Achieved milestone of 230,000 hours (27 months) without any serious injuries.
Incorporated Canadian Mental Health Commission guidelines into Personnel
Policy. Implementation planned through new Health and Wellness Committee
with support from JOHSC.
Completed situational de-escalation training for staff interactions with the
public.
Implemented Checkmate safety cell phone application for selected staff who
are required to work alone.
Updating site emergency response plan. Signage pending review with
Accessibility committee.
Obtained quotation on visual/audio fire alarm system to meet accessibility
requirements.
Social Media Statistics
3492
followers
1464
followers
Top 10 pages
Employment
Tax Sales
Best Of
Contact information
Waste-recycling
Tancook Ferry
Events
Building Permits
Council
Business directory
1138
followers
5 Media
Inquiries
7
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2023-05-26
5
Communications
Projects:
Staff directory
End-of-year report
EDI training
EDI Action Plan
Communications Manual (roll out next quarter)
North American Indigenous Games Policy
Promotional Advertisement Policy
Support:
REMO – meet and greet/workshop/Emergency Preparedness Week/brochure
Council – letter of support/proclamations
Best Of Chester Municipality Business Awards
Mayfest
EDI Action Plan and mandatory training
Regional Accessibility – communications
Canada
United States
United Kingdom
Brazil
Venezuela
Top 5 Countries
Investment Attraction
706 visitors to
our website and 2
subscribers
Top 5 Pages
Quality of Life
Kaizer Meadow Industrial
Park
About Chester
Municipality
Sites & Buildings
Business ResourcesResponded to 8
business investment
inquiries
9
10
2023-05-26
6
Kaizer Meadow
Industrial Park
•NSBioeconomySites.com website is now
LIVE!
•BDO Zone initiative: the NSIH Board voted
unanimously to proceed with the BDO
Zone project with participation from the
supporting municipalities on the Advisory
Committee and in Promotion activities
•Sold 4 acres - new business: Full Circle
Environmental Solutions
Physician
Recruitment
& Retention
Program
Conducted one community tour
Healthy Communities Stream (Doctor R&R Grant)
- Purchased additional welcome boxes
- Developed and purchased experience packages
- Awarded RFQ for Community Welcome Guide
- VNS portal on InvestChester
Regular meeting with Executive Director of OHC, Physician and
Recruitment Consultant, Physician Settlement & Retention
Coordinator & CEDO
Meeting with MD Recruitment Lead
Meeting with AFN Public Health Nurse
11
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2023-05-26
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Tourism Chester
•Fielded seven inquiries from potential visitors
•Historical, tourism assets, contact info,
vacation inquiries, Lido Pool, etc.
•Mobile Ambassador
•Job posted to NSCC job board and social
media
•DCMP
•Results from DCMP 2021/22
•Meetings undertaken for winter content
•Application submitted for DCMP –
marketing stream
Tourism Nova Scotia/Photographer: @DaveyandSky
Top Users by City
1. Halifax Regional
Municipality
2. Toronto
3. Dartmouth
4. Bridgewater
5. Edmundston
Top Experience Pages
1. Sensea Spa
2. Movie Lovers
3. O Christmas Tree
4. Castle Rock Club
5. Shop
13
14
2023-05-26
8
852,348
page visits
18.8K%
160,658
page visits
14.4K%
Report from TNS:
•Social Traffic, Video & YouTube ads
•All content performance exceeded industry
benchmarks
•Full report available
Business Support -
Engagement
•Received 15 inquiries from current and prospective
businesses requiring responses
•(i.e., Business directory help, grant/funding questions,
connecting (businesses, government, non-profits),
permitting etc.
•Attended one Merchants meeting, and one NRRDS meeting
•Disseminated grant info to three business associations
•Met with 18 industry stakeholders
15
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2023-05-26
9
•Plan of work approved by
Council in February
•Internal team kick-off
meeting held
•RFP drafted
•Communications plan to be
developed prior to RFP
release
Business Support – Projects
Arts and Culture Strategy
RFP issued
BR+E project
Business survey completed
– 100 businesses surveyed
Two Focus Groups were
held on January 11th
Agriculture Day 2023
Held on March 25 in Bridgewater
Best of Chester Awards
Nomination period: Began March
9- 23, 2023
Final voting opened March 30,
2023
Included feedback section at end
of final voting round
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2023-05-26
10
Other Economic
Development
Updates
•CEDO accepted into ACTivate program – GMIST & CoadyInstitute
•Asset-Based Community Development
•With a focus on sustainable tourism
•Fully funded by Employment and Social Development Canada (ESDC)
•Online and in-person (Gros Morne, NL)
•Attended Lunenburg Queens Business Excellence Awards
•Support local nominees & winners
19
REQUEST FOR DIRECTION
REPORT TO: Municipal Council
MEETING DATE: June 1, 2023
DEPARTMENT: Community Development and Recreation
SUBJECT: Open Space Plan and Washroom Facilities Update
ORIGIN: Plan For Our Open Spaces
Date: May 26, 2023 Prepared by: Gord Tate, Active Living Coordinator; and Chad Haughn, Director of Community
Development and Recreation
Date: May 26, 2023 Reviewed by: Chad Haughn, Director, Community Development and Recreation
Date: May 26, 2023 Authorized by: Tara Maguire, CAO
CURRENT SITUATION
The purpose of this report is to provide an update to Council on the Plan for Our Open Spaces and more
specifically to outline the development work completed to date, the work remaining to be done and how that
work will be accomplished, and to request direction from Council on two development issues.
BACKGROUND
MOC’s Plan for Our Open Spaces was adopted by Council in October of 2020. The plan focusses on the outdoor
recreation development potential of five ‘gem’ properties – Gold River, Haughn, Castle Rock, East River, and
Moland Point. The plan outlines several guiding principles for our work and prescribes specific development
actions based on those principles. Considered individually, and as a whole, the five properties create a unique
outdoor recreation experience in the Municipality.
MISSION: To make outdoor spaces that people want to explore and love.
DEVELOPMENT ACTIVITIES COMPLETED TO DATE
GOLD RIVER
A driveway and parking lot have been constructed at 1458 Beech Hill Road. The lot can currently
accommodate 6-8 cars. After observing the spring melt conditions, extra drainage has been added
around the lot to increase its firmness.
Trail head signposts have been installed.
Two new trails have been completed.
o The Blue trail (trail #1, 2300m) is the main out-and-back trail that departs the parking lot and
travels down to the river’s edge. All bi-directional blazing has been installed on the blue trail.
o The green trail (trail #2, 1000m) creates a loop off the blue trail. On its own, this creates a
1600m front country loop which is more conducive for folks who want a shorter, less challenging
hike or bike. All bi-directional blazing has been installed on the green trail.
A new picnic area has been established at the river’s edge.
A porta-potty has been installed near the parking area for this season.
R e q u e s t f o r D i r e c t i o n P a g e | 2
One guided hike has been hosted so far this spring on the new trails. Participants were very
complementary and appreciative of the character and aesthetic of the new trails.
We have toured the Gold River property with the area councilor for Wasoqopa’q (Acadia) First Nation
and the former director of Ross Farm Museum.
HAUGHN
A new short driveway extension and parking lot have been constructed. The lot can currently
accommodate 10-12 cars. This capacity is in addition to the existing parking loop that exists closer to
the Countway-Mosher house.
Two new trails have been completed.
o The Blue trail (trail #2, 1200m) is the main single track, out-and-back trail that departs from the
parking lot and connects to the rail-trail. All bi-directional blazing has been installed on the blue
trail.
o The Yellow trail (trail #3, 200m) creates a loop off the blue trail. This trail contains mountain
bike specific features (short ledges, rollers, berms). All bi-directional blazing has been installed
on the yellow trail.
The third trail (green trail, trail #1, 700m) is awaiting construction; however, it has been routed by a
professional engineer using available LIDAR data to achieve USFS accessibility standards, and the route
has been 90% cut out by Recreation and Public Works staff. This trail will be discussed again in the
Request for Direction section.
A porta-potty has been installed near the parking area for this season.
One guided hike has been hosted so far this spring on the new trails. Again, participants were very
complementary and appreciative of the character and aesthetic of the new trials. We do know that
people are using the trails and word is getting out. So far, no management issues have arisen.
As work got underway on the trails last summer, we did meet with a few of the adjacent landowners.
They were also appreciative of the Municipality’s efforts, and the aesthetic of the trails. They did
express concern however about potential impacts of allowing fires, vandalism, and motorized vehicles
on the property.
The Hiltz property (19 acres, adjacent to the north side of the rail trial) is now owned by MOC. It would
be advantageous to begin a plan and budget for the development of this property. Additional trails
would be an excellent complement to the work accomplished on the Haughn property.
CASTLE ROCK
The new parking area was established under an MOU with Maibec. The new lot can accommodate
approximately 20 cars, with some space to add several more.
Management of parking on highway 329 continues, but the most recent signs that direct trail users
toward the lot seem to be effective.
A porta-potty has been installed near the East River parking area for this season.
Two new trails have been completed.
R e q u e s t f o r D i r e c t i o n P a g e | 3
o The green trail (trail #4, 450m) is a machine-built trail that now connects the red route to the
‘lower look off’. This route is also more conducive to use of our Trail Rider, but the nature of the
rocky topography still makes it a challenge. All bi-directional blazing has been installed on the
green trail.
o The purple trail (trail #5, 450m) is a hand-built trail under the rocky cliffs of the southern edge of
the Castle Rock outcrop itself. As expected, this area was too treacherous for trail building
machines, so it is not accessible for the Trail Rider. It does create a gentler approach to the peak
and offers unique views over Mahone Bay. All bi-directional blazing has been installed on the
purple trail.
A new trail head sign has been installed at the junction with the rail trail. The new sign includes both
new trails on the map, and updated descriptions on the characteristics of the trails. A Trail Rider
pictogram has been incorporated into the sign to denote routes that are appropriate for its use. This
approach will be adopted on the other trail head signs.
The swampy area near the top of the red route has been reconstructed to enable dry passage for feet
and wheels.
EAST RIVER
Half of the new trail to the waterfall has been completed. The Blue trail (trail #2, 50 m) is a hand-built
trail that leaves the rail trail and provides access to a scenic point overlooking the pond and East River
bridge.
Recall that to extend this trail to the waterfall we will need to receive the agreement of two private
landowners. NS Power has pledged to sign a Memorandum of Understanding with us to traverse their
property. The second property owner, a citizen, has not yet been approached.
A picnic table has been installed at the scenic stopping spot.
MOLAND POINT
No construction activities have begun yet at Moland Point. We did tour the project with our previous
general contractor and a plan was developed and cost estimates provided, but we have not yet toured
the area with our current contractor.
DEVELOPMENT TASKS REMAINING and WORKPLAN
GOLD RIVER
A picnic table has been purchased and will be transported to the river and assembled onsite.
The abandoned bus remains on the northern edge of our property, riverside. To manage any potential
risk associated with its condition, snow fencing will be installed to block access to the openings. The
fencing has been purchased, but still needs to be transported to the site and installed. The trail
terminus at the picnic area was deliberately chosen to direct traffic away from the bus. Recent deadfall
over the existing riverside ATV path will also dissuade people from visiting the bus.
R e q u e s t f o r D i r e c t i o n P a g e | 4
The new trails have emerged from the winter in excellent shape, but a couple of springs have revealed
themselves. Minor tread repairs will be completed. We have enlisted Trail Flow to host a Trail
Maintenance 101 session with staff on the property to use the trail work as a learning laboratory.
Trail junction/wayfinding signs need to be installed. These signs have been designed, manufactured,
and are in-hand.
A road-side sign will be installed on Beech Hill Road at the driveway entrance.
Natural and cultural history interpretive signs need to be developed and installed.
A new trial head sign is being developed. This will be similar to the template we’ve created at Castle
Rock in terms of map information and the difficulty descriptions of the trails. We are also alert to the
best practices being developed as part of the Accessibility Directorate’s work and will incorporate them
as we are able.
HAUGHN
A road-side sign will be installed on highway 3 road at the driveway entrance. Additional signs will be
installed to encourage visitors to use the new parking lot to decrease the dependency on the old parking
loop.
Construction of the green trial (trail #1, 700m) will commence once we have direction from Council, and
Public Works crews have capacity to complete the corridor clearing and our contractor can be
scheduled. This work will include a new trail head and parking area at the rail-trail entrance into the
property. A picnic table has been purchased and will be installed here.
New trail head signs are being developed and will be installed at both the new parking lot and the new
bike/OHV lot at the rail trail.
Trail junction/wayfinding signs need to be installed. These signs have been designed, manufactured,
and are in-hand.
Ideally, Council would direct staff to develop a development plan and budget this year for the Hiltz
property, to enable construction to occur in 2024.
CASTLE ROCK
New trail junction/wayfinding signs need to be installed, and existing posts need to be amended to
reflect the new trails. These signs have been designed, manufactured, and are in-hand.
A picnic table has been purchased and will be installed at the trail head.
An additional trail head sign will be installed at the East River Parking area to map and describe all the
trails in the immediate area.
EAST RIVER
Trail blazing from the rail-trail junction to the picnic table/scenic lookout needs to be installed.
An MOU with NS Power and communication with the private landowner needs to be pursued. These
items will be brought back to Council at the appropriate time.
R e q u e s t f o r D i r e c t i o n P a g e | 5
Pending the outcome of these negotiations, the new trail can them be connected to the waterfall. Trail
Flow is still committed to complete that work.
MOLAND POINT
The immediate next step is to have a new project plan and cost estimate developed with our contractor.
Advancing Moland Point is a focus for staff this summer.
Additional Staff Capacity
Two new summer staff have been hired. Both are students in the NSCC Natural Resources and Environment
Program. Their term runs from June 5 to August 25, 2023. One of these positions is fully funded by the Canadian
Parks and Recreation Association’s Youth Employment Skills program. The other has been accounted for in the
2023-24 budget.
Much of the major development work on at least four of our five gem properties is complete. The hard work
now comes down to completing the finer details of the development activities that Council has supported. These
two new staff will be tasked with completing the sign installation on the properties, assembling, and installing
picnic tables, tread maintenance and brush clearing on both the new trails and the rail-trail, completing regular
inspections and clean-up, and many other field-based tasks. Additionally, we will be tasking them with
beginning to animate and promote the trails more intentionally this summer. They will be responsible for
developing interpretive information, and spending time on the trails to engage with the public and to enhance
the visitors experience in our natural areas.
CURRENT STATUS OF PORTA-POTTY DEPLOYMENTS
The Municipality understands the value and need for the public to have access to washroom facilities. The
Municipality continues to make changes to improve the facilities we offer.
Porta Potties
Following a Request for Quotes process conducted by Public Works, Caughill Potty Rentals of Chester Basin was
selected to provide porta potties for the 2023 season. Below is a list of where porta potties have been located,
this list is similar to last year, the only difference is two new locations were added:
1. Lordly Park, Prince Street Entrance
2. Croft Road Playground, Parking Lot
3. Tancook Ferry Wharf, Near Fence
4. CAMS, Rear Parking Lot
5. Chester Train Station, Trail Parking Lot
6. Wild Rose Park, Adjacent to Washroom Building
7. New Ross, Lions Park
8. New Ross, Ruby’s Trail
9. East River Trail Parking Lot, Central Area
10. Fox Point Beach, off to the Side
11. Haughn Trail Parking Lot (NEW)
12. Gold River Trail Parking Lot (NEW)
R e q u e s t f o r D i r e c t i o n P a g e | 6
These porta potties were delivered on May 19, 2023 and will be
removed after the Thanksgiving weekend.
REQUESTS FOR DIRECTION
As referenced earlier, staff seek Council’s direction on two
development questions. First, the scale of development for the
green/spine trail on the Haughn property, and second, direction on
the type of washroom facilities to install to service our outdoor
facilities.
HAUGHN
BACKGROUND
In our Plan for Our Open Spaces, staff originally envisioned that a
3m wide, gravel, multi-use, ‘spine’ trail could be constructed to
connect the rail-trail to the home and parking lot. This would be
built large enough to accommodate motorized vehicles. This made
sense when it was expected the that the house would serve as a
cultural gathering spot.
A budget of $28,000 was assigned to this project, and grant funding was included in our original ICIP submission.
Subsequently, Council has removed this project from our ICIP allotment and directed staff to seek alternate
funding to offset the costs.
DISCUSSION
The mainline trail remains a valuable feature in the trail network on the Haughn property. Its layout will create
three stacked loop trail options and create a more accessible connection than that of the new blue trail.
Our contractor has toured the cut line for the trail and has provided a cost of $61,000 to build a 2m wide, firm,
crusher dust tread surface with a 2-5” rock base as needed to maximize drainage, durability, and sustainability.
This includes the parking area/trail head adjacent to the rail-trail to enable rail-trail users to park and explore
the property on foot.
The Province of Nova Scotia has made $15,000 available under the Recreation Trails Expansion Grant to support
this vision.
RECOMMENDATION
Staff recommends that we ‘right-size’ the build scale of the mainline trail to better fit with the peaceful aesthetic
of the property that we’ve created on the new trails recently constructed, manage increasing costs, and that we
do not permit motorised traffic on the trail to respect the concerns raised by neighbours. Also, allowing OHV
access is less imperative now that the Countway Mosher home is not envisioned as a gathering place as it once
was.
R e q u e s t f o r D i r e c t i o n P a g e | 7
OPTIONS
1. Accept the recommendation above and reduce the scale of trail development for the reasons outlined.
2. Continue with the original vison to build a motorized, multi-use trail. We would need to receive a new
cost estimate from our contractor, but a reasonable estimate would be that the cost would be at least
50% more for a 3m wide trail (~$100K)
3. Do nothing. Pause trail development on the Haughn property. However, this option does not facilitate
a completer and more diverse trail network (e.g., stacked loops, multi-surfaces) and does not create a
more accessible route through the property.
WASHROOM FACILITIES
BACKGROUND
Implementation of the Plan for Our Open Spaces is continuing in 2023-24. It is common to have public
washrooms located in public parks as visitors frequently spend extended amounts of time on site and therefore
require the appropriate facilities.
The idea of utilizing enviro toilet technologies was originally suggested for a more permanent and better-quality
solution compared to a porta-potty. Recreation & Parks staff issued a Request for Proposals in January 2023 for
the supply of Enviro Toilets. Three proposals were submitted:
Price per install (@ East River for comparison)
Company A $19,890
Company B $16,500 (= $4,125 x 4 units required)
Company C $29,800
Each of these systems also require ongoing maintenance (e.g., addition of enzyme digesters) in addition to
routine cleaning and maintenance.
The following locations were proposed for the first year of installations:
1. Gold River – located near the new parking lot and trail head on Beech Hill Road.
2. East River Trail Parking Lot – centrally located within the lot serving Castle Rock hikers.
3. Moland Point – located in the parking lot which has not been constructed yet.
DISCUSSION
While the technology is interesting, after reviewing the systems, staff agreed that they were beyond our needs,
budget, and ability to service them adequately.
As an alternative, pricing for vault toilets were investigated. For reference, our washroom facility at the Kaizer
Meadow campground is a vault toilet. It consists of a concrete tank buried underground and a wooden
enclosure built on top. The vault includes a hatch so that waste can be pumped out as needed.
The price for one installation was calculated as follows:
R e q u e s t f o r D i r e c t i o n P a g e | 8
Item Cost
Lumber and materials to construct an enclosure $2,300
Vault and riser $1,600
Exhaust pipe $400
Toilet fixture $400
Machine time $500
Other fixtures $800
Total $6,000
Therefore, the cost to construct three vault toilets at the locations noted above would total $18,000. These
prices were quoted in April 2023. This assumes that MOC staff have the capacity to take on the task of
construction this summer.
Annual maintenance costs would include pump out and re-supply.
As one more point of reference, Caughill Potty Rentals of Chester Basin is supplying porta potties for 2023-24.
The cost for the company to supply all 12 porta potties for a six-month period is as follows:
$3,420 / month x 6 = $20,520 + tax
The total cost for Porta Potty rentals includes delivery and setup, weekly cleaning and removal. This service is
part of the Infrastructure & Operations operating budget.
RECOMMENDATION
Staff recommend that vault toilets be constructed as soon as possible at East River and Gold River. Moland
Point could be constructed at the same time as trail construction work begins.
OPTIONS
1. Accept the recommendation to not peruse enviro-toilets and utilize vault toilets instead at the three
locations noted above while maintaining the porta-potty system at all other locations.
2. Direct staff to pursue enviro-toilets. Company B had the most competitive submission.
3. Maintain the status quo and only utilize porta-potties. Council may also consider purchasing our own
porta-potties and only contract the waste pumping services in the future.
IMPLICATIONS – Haughn Property Mainline Trail
By-Law/Policy
None.
Financial/budgetary
Construction costs have ballooned in recent years. While the current estimate is twice what we budgeted in
2020 ($61k vs $28k), the province’s contribution of $15,000 will offset this cost. MOC’s contribution increase is
therefore closer to $18,000 over what we had originally allotted.
R e q u e s t f o r D i r e c t i o n P a g e | 9
Environmental
A ‘right-sized’, non-motorized trail build will lessen the disturbance on the property and allay concerns of
neighbors over noise pollution and vandalism.
Strategic Priorities
The construction of a more accessible connector trail on the Haughn Property 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. Position the Municipality as Nova Scotia’s south shore community of choice for residents, businesses,
and organizations, and as an international tourism destination.
Priority Outcomes: Environmental Stewardship
1. Support environmental conservation & protection initiatives and efforts to tackle the impact of climate
change.
Priority Outcomes: Healthy & Vibrant Communities
1. Ensure residents have access to facilities, natural assets, programs, and services that enrich the quality
of life and provide safe communities for residents and visitors alike.
Priority Outcomes: Infrastructure & Service Delivery
1. 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
None. This effort is already part of our 2023 workplan.
Has Legal review been completed? __ Yes _ _ No x_ N/A
IMPLICATIONS – Washroom Facilities
By-Law/Policy
None.
Financial/budgetary
The cost for porta-potty rentals is part of the Infrastructure and Operations operating budget.
The capital budget amount for each Enviro Toilet was $15,000 x 3 locations = $45,000. This amount is included
in the 2023-24 capital budget. The total for three vault toilets will only be $18,000 in comparison.
R e q u e s t f o r D i r e c t i o n P a g e | 10
Environmental
All appropriate permits will be secured to construct vault toilets. Providing public washroom facilities of various
types to the public helps to ensure proper disposal of human waste.
Strategic Priorities
The rental of porta potties will assist the Municipality in advancing the following Priority Outcomes of the 2021-
24 Strategic Priorities Framework:
Priority Outcomes: Healthy & Vibrant Communities
2. 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.
Priority Outcomes: Infrastructure & Service Delivery
2. 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.
3. Create efficiencies through innovative service delivery, and proactive maintenance and operations of
existing infrastructure.
4. 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
Rental of porta potties is an annual routine coordinated by Public Works. Vault toilets will require some
maintenance, inspections, and re-supply by Public Works Staff.
Has Legal review been completed? __ Yes _ _ No _X_ N/A
Mayor and Council
Warden and Council
Address
May XX, 2023
To Mayor/Warden and Members of Council,
The Joint Regional Transportation Agency (JRTA) is a provincial Crown Corporation created by the
Government of Nova Scotia (Bill No. 61) in 2021 that reports to the Minister of Public Works. The
mandate of the JRTA is to plan for all modes of transportation consistent with the region’s growth and
development to ensure the safe, efficient, and coordinated movement of people (walking/rolling, cycling,
buses, ferries, trains, vehicles), goods (trucks, trains, ships, planes), and the necessary infrastructure
(streets, transportation facilities, highways, bridges, rail corridors, ports – marine, ground, air).
To carry out this mandate, the JRTA is committed to collaborating with key partners to create a Regional
Transportation Plan to ensure the transportation system is prepared for a period of unprecedented
growth. The Regional Transportation Plan’s study area includes the Halifax Regional Municipality and
surrounding communities within an approximate one-hour travel time from Halifax (see map of study
area below).
More information on the JRTA can be found here: jrta.ca.
The JRTA sits in a unique position to work across jurisdictions and all levels of government to promote
collaboration. This provides a long-range lens for the regional transportation system to help maximize
the impact of investments and cost-shared funding opportunities. Enacted in legislation, the JRTA works
with a Transportation Advisory Board of six core partners:
Halifax Regional Municipality
Nova Scotia Department of Public Works
Halifax Harbour Bridges
Halifax Port Authority
Halifax International Airport Authority
Atlantic Canada Opportunities Agency
In addition to these core partners, the JRTA has begun to engage various provincial departments and the
15 municipalities within the study area. We recognize that municipalities have a wealth of
transportation planning knowledge and experience and have existing plans, strategies, studies, and
projects that are important to, dependant on, or that will inform the Regional Transportation Plan. Based
on this and our initial meetings with the 15 municipalities, I would like to formally invite a member of
your staff and an alternate (E.g. Chief Administrative Officer, Director of Planning) to join a Municipal
Working Group. The Terms of Reference are attached to this letter to provide additional clarity on the
roles and responsibilities of the working group. The focus of this collaboration is a multi-purpose
approach to planning and infrastructure decision-making that will ultimately drive sustainable growth
and enhance the well-being of Nova Scotians.
In order for your municipality to participate on the Municipal Working Group, please submit one name to
be the primary Working Group Member and one alternate before June 16, 2023.
If you have any questions, please don’t hesitate to reach out.
Sincerely,
Mark A. Peck
CEO, Joint Regional Transportation Agency
Attachment: Terms of Reference, JRTA Municipal Working Group
1
Municipal Working Group
Terms of Reference
Date: May 18, 2023
1. Overview
The Government of Nova Scotia established the Joint Regional Transportation Agency
(JRTA) in the fall of 2021 as a new crown corporation under Bill No. 61 to address the
challenges associated with a multi-jurisdictional transportation system. The primary
mandate of the JRTA is to conduct long-range strategic transportation planning, including
the development and implementation of a Regional Transportation Plan (RTP). The RTP will
provide a coordinated strategic vision for the regional transportation system that guides
transportation and land use decision making and associated infrastructure investments
across jurisdictional boundaries.
The vision, mission, and mandate of the JRTA are summarized below:
Vision
A safe, efficient, equitable and resilient regional transportation system that delivers
sustainable economic growth by connecting communities.
Mission
Championing regional collaboration to advance transportation solutions through joint
planning, partnerships, data driven analysis, and strategic investments.
Mandate
Plan for all modes of transportation consistent with the region’s growth and
development to ensure the safe, efficient, and coordinated movement of people and
goods.
The Municipal Working Group is made up of representatives from the 15 municipalities
within the JRTA study area. This includes:
Halifax Regional Municipality (HRM) Town of Berwick
Municipality of the County of Colchester Town of Bridgewater
Municipality of the County of Kings Town of Kentville
Municipality of the District of Chester Town of Lunenburg
Municipality of the District of Lunenburg Town of Mahone Bay
Municipality of the District of West Hants Town of Stewiacke
Municipality of East Hants Town of Truro
Town of Wolfville
2
2. Purpose
The primary focus of the Municipal Working Group is to work in collaboration with the JRTA
staff and in parallel with other JRTA working groups to support the development of the RTP
that will enable growth, and the safe, efficient, and coordinated movement of people and
goods within the Halifax Regional Municipality and surrounding areas.
The Municipal Working Group Members are key representatives and liaisons between their
Municipality and the JRTA and are required to:
facilitate the sharing of information between their respective municipality and the
JRTA;
provide insight and expertise from their municipality and associated subject matter
expertise throughout the development of the RTP;
review key deliverables from the JRTA and its consultants;
identify opportunities, and potential projects and policies that align with or relate to
the JRTA mandate and RTP;
help to strengthen the integration of long-term transportation and land use planning
across the study area;
work collaboratively to resolve any concerns, conflicts or challenges related to joint
transportation planning and implement regional transportation solutions; and,
brief key stakeholders within their municipality (e.g., councils, staff, etc.) to keep them
informed on the status and progress of various JRTA initiatives.
3. Membership
3.1 General Composition
The Municipal Working Group is made up of representatives from the 15 municipalities
within the JRTA study area. Members are expected to provide technical input and expertise
as it relates to the regional interests of their municipality within the RTP. It is understood
that based on expertise required, additional members from the 15 municipalities may be
brought in to provide insight. Additionally, depending on availability, members may
designate a temporary proxy to serve as the representative from their organization if they
are unable. This should be discussed with the JRTA prior to assignment. This flexibility in
membership is intended to allow for continuous communications between the JRTA and the
municipalities within the JRTA study area.
3
3.2 Representatives
To be confirmed
Municipality Title Member Name
3.3 Anticipated Commitment & Communication
The development of the RTP requires efficient and timely engagement. It is recognized that
members of the Municipal Working Group will be providing support and insight in the
development of the RTP in parallel to their core roles and responsibilities within their
respective organizations.
Based on the Communications and Engagement Request for Proposal, three stages of
engagement have been identified thus far (during visioning, scenario planning, and
finalization of RTP). Municipal Working Group meetings are anticipated to be held in
conjunction with those three stages of engagement with the majority of the effort to be
focused during the scenario planning phase (Fall-Winter 2023). The JRTA and its
consultants will work to provide adequate notice of any additional meetings and periods that
will require a greater amount of effort from the Municipal Working Group.
Meetings will be organized to have a clear purpose to efficiently use the time allotted. The
circulation of materials for review will occur outside of the meetings, the meetings will
primarily serve as workshops and time to present and discuss, consider, and evaluate ideas
that will contribute to the development of the RTP. The JRTA will provide regular updates
to ensure that the municipalities are aware of the current stage of the project.
In person attendance for meetings is encouraged and will typically occur when the
consultant teams are in Nova Scotia for engagement initiatives. Other meetings may be held
virtually with the option to attend in person.
4. Relationship to other Committees and Working Groups
The governance of the JRTA involves relationships with several key groups or committees.
The figure below illustrates the current governance and associated relationship between the
JRTA, TAB, and other working groups.
4
The table below identifies and further describes the other committees, key teams and
working groups that the JRTA is engaging with in the development of the RTP.
Team / Working Group Description
Technical Advisory Board
(TAB)
Executive leaders from the core JRTA Partners
The TAB provides strategic guidance to JRTA
The TAB will make recommendations to the Deputy
Minister of Public Works and the Minister of Public Works
as necessary
JRTA Technical Working
Group (TWG)
Subject matter experts (SME’s) from each of the core
partner organizations.
Members provide technical input and expertise as it relates
to the interests of each of their organizations.
The TWG supports the development of strategic plans,
such as the RTP.
Members facilitate the sharing of information between
respective organizations.
The group helps identify opportunities, potential projects,
and policies that align with or relate to the JRTA mandate,
core partner projects and RTP.
Members will work collaboratively to resolve any concerns,
conflicts or challenges related to joint transportation
planning and implement regional transportation solutions.
5
Responsible to brief senior leaders within respective
organizations to keep them informed on the status and
progress of JRTA initiatives.
Province of Nova Scotia
Network / Working
Group
The JRTA is working with provincial departments to
establish a collaborative network that can be engaged to
gain insight from diverse organizational perspectives.
The intent of this network is to create alignment across
provincial departments beyond the JRTA partners to
establish mutually supportive plans, strategies, and
initiatives.
This network may influence areas that are outside the scope
of the RTP but will contribute to or dictate the plan’s
success (e.g., institutional investments, infrastructure
location and investment, etc.).
This network will also ensure the RTP accounts for and
includes requirements or assumptions from other plans,
strategies, and initiatives.
5. Review
The Terms of Reference will be reviewed annually and updated as needed.
The JRTA will be hosting pop-ups. The flexible locations and relaxed setting allow the public to visit
at their convenience, participate in a brief activity, ask questions and learn about the JRTA and the
Regional Transportation Plan:
New Minas
May 29 from 12-3 p.m.
Louis Millet Centre Community Complex
Windsor
June 4 from 9:30 a.m.-2 p.m.
Avon Farmers' Market
Lower Sackville
June 5 from 4-7 p.m.
Sackville Sports Stadium
Clayton Park
June 6 from 10 a.m.-1 p.m.
Keshen Goodman Public Library
Cole Harbour
June 8 from 5-8 p.m.
Cole Harbour Place
Chester
June 13 from 9:30-12:30 p.m..
Foodland
Bridgewater
June 13 from 2-5 p.m.
South Shore Centre
P op -ups
Elmsdale
June 14 from 10 a.m.-12 p.m.
Lloyd E Matheson Centre
Tantallon
June 15 from 1-4 p.m.
Tantallon Public Library
Halifax
June 16 from 9:30 a.m.-12:30 p.m.
Halifax Central Library
Stewiacke
June 16 from 2-5 p.m.
Foodland
Dartmouth
June 17 from 8-11 a.m.
Alderney Landing Farmers' Market
Truro
June 19 from 2-5 p.m.
Rath Eastlink Community Centre
Kentville
June 20 from 4:30-7:30 p.m.
Valley Community Learning Association Community Dinner
Visit our website to give input and learn more:
The website will be used through the plan's development to share updates and future engagements.
O nli ne P a rti cip a tion
Reg i onal Trans p o r t a t i on P lanEngagement
engage.jrta.ca
The Joint Regional Transportation Agency (JRTA) is a new provincial Crown Corporation tasked with
addressing transportation issues associated with rapid growth in Halifax and surrounding communities
(approximately a one-hour travel time from Halifax). To carry out this mandate, the JRTA is developing
a Regional Transportation Plan. Stage 1 of engagement on the plan will start in late May, 2023.
Dear Minister Halman:
We the undersigned Municipalities of Nova Scotia are writing to express our deep disappointment over your
decision to indefinitely delay regulations for the Coastal Protection Act. We are calling for the immediate
release and implementation of the regulations before any more reckless development puts our communities
and ecosystems further at risk.
The province must step up and act on behalf of all Nova Scotians. We are in a climate emergency, and this
delay is irresponsible and unacceptable. Our coasts are an integral part of our economy and our identity as
a province, and we urge you to do the right thing and act to protect them immediately.
A vast majority of Nova Scotia’s coast has no significant development regulation. The Province’s continued
delay of the regulations is an unfair offloading of labour and costs onto Municipalities, leaving them to either
pass their own bylaws, or continue to suffer degradation of our coastal communities and environment.
The Coastal Protection Act was passed in 2019. Extensive consultation since then has shown that Nova
Scotians and municipalities support strong protective measures along our coasts. In response to more than
$385 million in damage from Hurricane Fiona, you pledged in the fall of 2022 that Coastal Protection Act
regulations would come into effect in the first half of this year. This delay breaks your promise to
communities and represents a failure to protect Nova Scotians from sea level rise.
REQUEST FOR DECISION
REPORT TO: Council
MEETING DATE: June 1, 2023
DEPARTMENT: Solid Waste (I&O)/By-Law (CD&R)
SUBJECT: By-Law/Waste Inspector Position
ORIGIN: By-Law Enforcement
Date: April 5, 2023 Prepared by: Matthew Blair, Director of Infrastructure & Operations
Date: April 14, 2023 Reviewed by: Chad Haughn, Director of Community Development & Recreation
Date: May 26, 2023 Authorized by: Tara Maguire, CAO
RECOMMENDED MOTION
That Council authorize the realignment of positions to create a By-Law/Waste Inspector and authorize staff to
undertake the recruitment process.
CURRENT SITUATION
Owing to realignment of resources in the By-Law and Solid Waste departments, a staff vacancy has emerged. Both
the Community Services & Recreation (CS&R) and the Infrastructure & Operations (I&O) departments wish to
collaborate by realigning an existing dual role, full-time vacancy (60% By-Law; 40% Fire) into a dual role of 60%
By-Law; 40% Waste Inspector. For clarity, the three days per week By-Law duties will remain unaffected.
BACKGROUND
In 2018, the Curbside Inspector position with Solid Waste was eliminated. This role was deemed surplus to
requirements owing to the anticipation of developments in waste processing. To date, the developments
envisaged have not come to fruition, however the issues that were previously dealt with by the Curbside Inspector
role have continued.
Over the past number of years, the By-Law Officer position has been a challenging role to execute. Previously we
had a full-time inspector. Since then, several models (i.e., use of Commissionaires, combined with building and
fire inspection) have been used in an attempt to strike the right balance for enforcement of Municipal By-Laws
with the need for a full-time position. There are regular overlaps and similarities between By-Law Enforcement
and Solid Waste enforcement, specifically, reports and complaints that are received which are waste related,
therefore, filling the current Solid Waste gap area through the By-Law Enforcement Officer position seems like a
natural fit.
R e q u e s t f o r D e c i s i o n P a g e | 2
DISCUSSION
This proposal does not add a new
position to the staffing roster, rather it combines two similar roles into one position which would benefit two
municipal operating areas. The budget for this role was included in the 2023/24 municipal budget.
The By-Law Officer position is responsible for the enforcement of Municipal By-Laws, policies, and applicable
provisions of the Municipal Government Act (MGA). The incumbent is responsible for coordinating with other
departments, ensuring enforcement and compliance with Municipal By-Laws. This includes responding to citizen
complaints, appropriate investigation and working with citizens to remedy any infractions or non-compliance.
Other responsibilities include administrative duties and working with the Dangerous & Unsightly Committee.
Since the elimination of the Curbside inspector position, handling solid waste complaints has been shared
between solid waste, public works and By-Law enforcement but there are gaps in enforcement.
Adding the responsibility of Waste Inspector would make the new position responsible for a variety of waste
related inspections and activity. The 40% of the position for solid waste enforcement would be responsible for
handling curbside enforcement, waste corrals/bins/stations, construction & demolition (C&D) debris, public
drop-off, Household Hazardous Waste (HHW), green bin enquiries, maintenance, deliveries as well as scale
house support as required.
The position is split 60% By-Law duties (three days per week) and 40% Waste Inspector duties (2 days per week).
OPTIONS
Option A – Authorize the realignment of positions to create a By-Law/Waste Inspector and authorize staff to
undertake the recruitment process.
Option B – Direct administration to return with additional information.
Option C – Do not align positions and direct staff to retain the 60% by-law position.
IMPLICATIONS
By-Law/Policy
N/A
Financial/budgetary
This position is an existing position and will remain within the existing positions 2023/24 pay range of
$55,997.58 - $81,145.58.
Strategic Priorities
The approval of this request for decision (RFD) will assist the Municipality in advancing the following Priority
Outcomes of the 2021-24 Strategic Priorities Framework:
Infrastructure & Service Delivery
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.
R e q u e s t f o r D e c i s i o n P a g e | 3
Create efficiencies through
innovative service delivery and
proactive maintenance and
operations of existing infrastructure.
Healthy & Vibrant Communities
Ensure residents have access to facilities, natural assets, programs, and services that enrich the quality of
life and provide safe communities for residents and visitors alike.
Governance & Engagement
Ensure municipal service delivery is efficient and effective, communicated and accessible.
Ensure municipal By-Law and policy frameworks reflect current and changing needs.
Environmental Stewardship
Seek opportunities for innovation and leadership in waste management.
Support environmental conservation and protection initiatives and efforts to tackle the impact of climate
change.
Work Program Implications
Approval of the position will allow staff to better deploy resources and provide resources for solid waste to fill gaps. It
will also provide relief and backup for the scale house and the hazardous waste site. This will provide more timely
response to solid waste complaints and clarify duties with respect to managing green bin inquiries.
Are additional resources needed or will the action delay or change any timelines of the departmental work program?
None anticipated.
Has Legal review been completed? _ Yes _ X_ No _ _ N/A
COMMUNICATIONS (INTERNAL/EXTERNAL)
N/A
ATTACHMENTS
By-Law/Waste Inspector Job Description
Municipality of the District of
Chester
Position Description
Position Title: By-Law Enforcement Officer / Waste Inspector
Salary Band: Middle Manager/Coordinator
Reports to: Director of Community Development & Recreation (By-Law)
Director of Solid Waste (Waste)
Status: Permanent Full Time
Location: Municipal Complex (186 Central Street and 151 King Street), subject to
change
Hours: 35 hours per week. Some evening and weekends required.
Updated: May 30, 2023
SCOPE
This position is responsible for the enforcement of Municipal By-laws, policies, and applicable
provisions of the Municipal Government Act. The incumbent is responsible for coordinating with other
departments and ensuring enforcement and compliance with Municipal By-laws. This includes
responding to citizen complaints, appropriate investigation, and working with citizens to remedy any
infractions or non-compliance. Other responsibilities include administrative duties and working with
the Dangerous and Unsightly Committee.
This position is also responsible for a variety of waste related inspections (curbside, waste
corrals/bins/stations, landfill working face, construction & demolition (C&D) debris and public drop-off,
Household Hazardous Waste), green bin enquiries, maintenance, deliveries as well as scale house
support as required.
The position is split 60% By-Law duties (three days per week) and 40% Waste Inspector duties (2 days
per week).
OBLIGATIONS AND RESPONSIBILITIES UNDER LEGISLATION
1) The Municipality of the District of Chester is committed to workplace safety and all employees are
expected to actively participate in the Municipality’s Occupational Health and Safety Policy and
Program and Occupational Health and Safety Legislation as well as Regulations of the Province of
Nova Scotia.
2) The Municipality of the District of Chester complies with the Employment Legislation of Nova Scotia
and all employees are also expected to act in accordance to the appropriate Legislation as well.
By-Law Enforcement Officer/Waste Inspector Job Description (continued) 2
QUALIFICATIONS
Education and Experience
1) High School Diploma.
2) Experience, courses, or certification in the field of law enforcement or associated field considered an
asset.
3) Experience in municipal by-law enforcement an asset.
4) Experience of waste management is considered an asset.
Skills/Knowledge/Competencies
1) Ability to read and interpret municipal by-laws and policy and provincial legislation when
appropriate.
2) Ability to write concise and complete reports.
3) Ability to work with limited supervision, high level of sound and independent judgment, reasoning,
and discretion.
4) Ability to coordinate case file management.
5) Outstanding interpersonal skills including
a) Exceptional communication skills (written and oral).
b) Ability to work effectively with a variety of people.
c) Ability to effectively deal with conflict and difficult situations.
6) Strong analytical and decision-making skills, including ability to make decisions relative to urgency
and importance.
7) Proficient in use of computers, including MS Office/Office 365, and comfortable learning new
computer software programs such as permit tracking, electronic records management software.
8) Ability to understand and enforce/comply with federal, provincial and municipal regulations, By-
Laws and other related environmental/site rules.
9) Ability to perform physical tasks under varying weather conditions.
10) Aware of the potential hazards involved in working at a solid waste facility.
Other Requirements
1) Possess a valid Class 5 Nova Scotia Driver’s License with no restrictions.
2) Must be eligible to obtain a Special Constable Appointment.
3) WHMIS, Emergency First Aid, and ability to obtain other safety related training as required by
Provincial Regulation or Municipal Policy.
SUMMARY OF FUNCTION
The following is a general outline only of the duties and responsibilities involved in this position. It is
not intended to limit the employer’s right to assign other duties. The employee will be expected to
work unsupervised for periods of time.
By-Law Enforcement Officer/Waste Inspector Job Description (continued) 3
1) Deliver Orders and Summary Offence Tickets when required.
2) Maintain thorough and accurate records of all enforcement activities.
3) Prepare and submit reports on timely basis.
4) Stand prepared to offer testimony and documentation in court as required.
5) Coordinate the enforcement and administration of By-law complaints with other departments,
including:
a) Educate and provide information to the public regarding Municipal By-Laws and enforce
Municipal By-Laws and policies in order to ensure a safe environment for community
members. By-laws include, but are not limited to, Noise By-law, Outdoor Fire By-law, Solid
Waste Collection By-law, Wharves, Slipways and Berthage Policy, Land Use By-law and
Dangerous and Unsightly Policy.
b) Conduct site assessments regarding alleged By-Law violations and Municipal Government
Act (MGA) violations.
c) Discuss by-law requirements with involved parties and attempt to reach an understanding
and obtain voluntary compliance.
d) Document appropriate case file information while conducting site assessment and
maintain detailed records.
e) Investigate By-Law offences to prepare for court proceedings and other dispositions of the
matters.
f) Lay charges before the courts (long form information), issue Summary Offence Tickets
(SOT) or Municipal By-Law Tickets to individuals who violate Municipal By-Laws.
6) Primary responsibility for administering the Municipal Unsightly and Dangerous Premises
Policy pursuant to the Municipal Government Act and all relevant policies.
7) Maintain an accurate record of inspections.
8) Provide reports, affidavits, and other related documentation for legal proceedings.
9) Serve as a resource to the general public.
10) Prepare and present statistical reports, requests for direction/decision, and annual reports.
11) Provide advice and assistance to general public, Municipal Council, other departments, and
senior administration.
12) Respond to customer complaints and/or queries; provide high quality customer service.
13) Review established policies and procedures and make recommendations for changes and
improvements, as necessary.
14) Work with the Animal Control Officer, and provide advice, guidance, and assistance as
necessary, including providing support for the Fences and Arbitration Committee.
15) Coordinate the kennel inspection program.
16) By-Law enforcement for solid waste on and off site.
17) Support Scale Operator and Recycling Coordinator
18) Coordinate replacement, deliveries and repairs of green bins.
19) Conduct HHW packing and maintenance.
20) Conduct on-site waste inspections at public drop-off, landfill tip face, mixed C&D
21) Coordinate, inspect and track activities related to new landfill regulations.
22) Conduct curbside inspections and follow up as required.
By-Law Enforcement Officer/Waste Inspector Job Description (continued) 4
Accountabilities
1) Maintain a basic knowledge of relevant Municipal By-laws and policies.
2) Use personal protective clothing and equipment, follow the Occupational Health and Safety
Act as well as MOC safety program.
3) Daily use of a computer to input inspection data and to communicate with other staff and
external clients, develop correspondence and reports.
4) Maintain clear and accurate digital and paper records.
CONTACTS
1) Members of Council and Staff
2) General Public
3) Provincial Fire Marshal’s Office
4) Municipal Solicitor
5) Dangerous and Unsightly Premises Committee
6) RCMP
7) Garbage Contractors