HomeMy Public PortalAbout2015-01-29_Council Public Agenda Package
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MUNICIPALITY OF THE DISTRICT OF CHESTER
CHESTER MUNICIPAL COUNCIL
Thursday, January 29, 2015 at 8:45 a.m.
AGENDA
1. MEETING CALLED TO ORDER.
2. MINUTES OF PREVIOUS MEETING:
2.1 Council – Thursday, January 8, 2015
3. MATTERS ARISING:
3.1 Memo from Economic Development Officer regarding Chester Village T Water Project.
3.2 Presentation from Our Health Centre (OHC) Board Members and Marlene Wheatley, South Shore
Health, regarding update on OHC Project and information on South Shore Health’s involvement.
(Appointment at 10:15 a.m.)
4. COMMITTEE REPORTS:
4.1 Committee of the Whole – January 22, 2015 – Warden Webber (to be circulated once complete).
4.2 Citizens Planning Advisory Committee – December 15, 2014 – Warden Webber
4.3 Citizens Planning Advisory Committee – January 5, 2015 – Tammy Wilson, CAO
4.4 Any other Committee Reports.
5. CORRESPONDENCE:
5.1 Grant request from Dawn Harwood-Jones and Susan Pattillo, St. Stephen’s Anglican Church –
Musical Friends along with 2013/14 Grant Report.
(Appointment at 9:00 a.m.).
5.2 Correspondence from NS Municipal Affairs dated December 10, 2014 regarding invitation to review
and comment on Interim Report of the NS Municipal Affairs Working Group on Code Education for
Consultation with Stakeholders. Deadline to receive comments is January 31, 2015 to the attention
of Mahogany.OKeiffe@novascotia.ca.
a. Memo from Director of Community Development
5.3 Correspondence from Municipality of the County of Kings dated January 8, 2015 regarding Notice of
Public Hearing.
5.4 Correspondence dated January 16, 2015 from Order of Nova Scotia outlining deadline for Order of
Nova Scotia 2015 Nominations (Friday, March 20, 2015)
6. NEW BUSINESS:
6.1 Certificate presentation to Arden Weagle and Yvonne Weisner for successfully completing the
Fall Enforcement Training Course.
(Appointment at 8:50 a.m.)
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6.2 Presentation from Nancy Green, South Shore Housing Action Coalition regarding update on recent
activities and to provide information about the South Shore Collaborative Housing Needs
Assessment which will be conducted during 2015.
(Appointment at 9:20 a.m.)
6.3 Presentation from Chris Peters, Minas Basin Pulp and Power (Chester Energy Strategy Update)
regarding follow-up report from the December 11, 2014 Meeting of Council.
(Appointment at 9:45 a.m.)
6.4 Wind Turbine Revenue Report – Actual Versus Predicted turbine Performance – April 1, 2014 to
March 31, 2015.
7. ADJOURNMENT.
APPOINTMENTS ARRANGED
8:50 a.m. Presentation of Certificates to Arden Weagle and Yvonne Weisner - Enforcement Training
(See item 6.1)
9:00 a.m. Dawn Harwood-Jones and Susan Pattillo, St. Stephen’s Anglican Church (Musical Friends) regarding
2015/16 grant request
(See item 5.1)
9:20 a.m. Presentation from Nancy Green, South Shore Housing Action Coalition
(See item 6.2)
9:45 a.m. Chris Peters, Minas Energy, Public Engagement – Anaerobic Digester
(See item 6.3)
10:15 a.m. Our Health Centre Representatives – update on Project
(See item 3.2)
In Camera following regular session under Section 22 of the MGA if required
Box 74,
Chester, NS
B0J 1J0
January 29, 2015
Chester Municipal Council
PO Box 369
Chester, NS B0J 1J0
Dear Municipal Councillors,
The Our Health Centre Association Board is pleased to come before you again with an
update on our activities.
Attached you will find three documents for your review:
1. Why Do We Need OHC?
2. OHC Program Team Update
3. Why I joined the OHC Board. Dr Donna Curry
As you know, the concept behind this project incorporates two trends, or models that have
emerged in healthcare. The first is prevention. The old adage “an ounce of prevention is
worth a pound of cure” has gone from being a statement a mother would make to being an
evidence-supported fact. Whether mitigating risks associated with chronic diseases, or
improving diet and nutrition, which alone impacts the cardiovascular systems, orthopedic
injuries requiring joint replacement, and diabetes, the tide has turned from us being
passive recipients of medicine to being active participants in our own health. We can no
longer do whatever we want and expect medicine to fix us. The centre’s wellness
component is dedicated to this aim. And our program committee has already begun
working through the municipality providing services to municipal residents.
The second model is that of the collaborative practice. The model of a primary care
physician working in an isolated practice is giving way to practices where doctors work
together alongside nurse practitioners, family practice nurses and a host of other
specialists, from tertiary care physicians to occupational therapists and dieticians.
We invited Dr. Tom Marrie, Dean of Dalhousie University’s Faculty of Medicine and a
municipal resident to join us for our appearance before council, but his schedule would not
permit his attendance. He did send a message by email and to quote briefly from it: “Most
physicians now want to practice in a group setting; preferably a group that includes other
health professionals. As such OHC would provide an ideal environment.”
Important to both of these facets of the centre is the fact that the South Shore District
Health Authority has made known its desire to co-locate in the centre various public health
offices currently scattered throughout the area.
Having a modern facility designed around these two models, allows this community to plan
for and meet the future of primary healthcare provision. And given the support this
initiative has received and continues to receive from residents of this municipality and
from this council, it reminds us of Victor Hugo’s phrase “there is nothing more powerful
than an idea whose time has come.”
Sincerely,
Don Munroe
Chair, OHC Association Board
Program Team Update to Municipal Council
January 29, 2015
Our priority action areas are derived from the intersection of the…
1. World Health Organization (WHO) determinants of Health
2. Lunenburg County Vital Signs priorities
3. Lunenburg County Community Health Board Health Action Plan Priorities
Our Goals
Goal 1: Promote complete health across the Healthspan
Goal 2: Provide Innovation and Leadership in Rural Health Care delivery
Goal 3: Develop and track qualitative and quantitative measure of the impact of the OHC programs
Our Desired Outcomes
• Increase physical activity rates.
• Improve our physical environment and increase opportunities for healthy lifestyles.
• More people are willing and able to make healthy food choices.
• Reduce the rate and severity of addictions.
• Achieve greater social cohesion in all of our communities.
• Children have a healthy start.
• Reduce the impact of mental health diseases on individuals and families.
• Individuals have more health education and learning opportunities; thereby having more control over the
decisions that make and keep them healthy.
• Reduce health disparities between the genders.
• Increase awareness of cultural differences and understand how these impact health outcomes.
• Improve health services to reduce the impact of delayed service provision
Our Current Actions:
Hans Kai:
"A Japanese style of health management, Hans Kai is based on the idea that people who spend time together
monitoring their health will live longer, healthier lives." Participants of a group, monitor their health indicators -
weight, waist circumference, blood glucose, and blood pressure. Additionally, the groups explore and discuss
relevant health topics; participate in a physical activity session; and enjoy a healthy snack together. We've
facilitated 3 sessions for approximately 35 people within the municipality and have a request to offer it with
another group. The groups have continued to work together following the "guided" 6-8 weeks with a facilitator.
We look forward to offering this program to other groups.
Recreation 4 Health:
Our pilot project is the product of a partnership between OHC, Dalhousie, South Shore District Health Authority,
and Chester Recreation. It is built on premise that folks managing chronic disease are in health care system 12 days
out of the year which leaves 353 days searching for supports in their community. The partners designed a
workshop that could piggy-back on the existing Your Way to Wellness program (a provincially run program).
Participants of that program create action plans to self-manage their chronic diseases. Our goal was to create an
additional module that could help people turn their action plans into actions by focusing on their recreation passions
and discussing strategies to overcome the everyday barriers that stand in their way. Strategies include individualized
activity adaptation, activity development, activity matching, activity substitution, volunteering, self-advocacy, and
self-motivation strategies. To date, three workshops have been hosted with a total of 37 participants. This has
resulted in one, with a second pending, new group yoga program being delivered.
Health Dreams; Communities Designing Their Own Health System (aka “Tell Us Where it Hurts”):
To serve our communities we need to confidently know what programs and services to bring to the OHC, and what
the particular needs of our individual communities are. Our engagement sessions are intended to
1. Engage people in thinking about their own health
2. Conduct a community-based needs assessment
3. Collect data on which to determine program direction and make decisions
We have conducted two sessions to date to test the methodology. Based on the feedback, we will begin taking it
out across the municipality in the coming months.
Volunteer Recruitment:
Over the coming months the focus will turn to developing a volunteer program for the OHC in its entirety starting
with developing task descriptions for all the volunteer roles expected within the organization. Once those roles
have been established focus will shift to developing the tools and resources required to support these roles,
including a volunteer handbook, an orientation and screening process, a volunteer recruitment plan and an
ongoing volunteer management plan.
January 2015
Why do we need “Our Health Centre”?
• To provide better access to acute care
• To network and bring together all the healthcare/ wellness initiatives in our communities to
improve outcomes
• To plan together and better manage chronic diseases- increasingly an issue with the aging
population
• To source out healthcare needs in our communities and initiate ways to support those needs (
see programming – “Tell Me Where It Hurts”)
• To provide a central physical location that people can go to and be referred to, for information
on all aspects of health and related supports
• To support and retain healthcare workers in our communities through collaboration( both in the
centre and at virtual locations)
• To take programs and service out to the communities that are in need
• To retain and attract our aging population and young people by providing the health and
wellness programs and services they need
• To work together in a unified approach to promote programs in our communities
• To attract specialty services into our communities that otherwise would not be here by
providing space ,support and a strong infrastructure
• To create a volunteer pool in our resource centre that can educate and be a resource for all the
many services already available that many are unaware of
• To create Happier, Healthier Communities
This centre is not just a physical plant to put physicians in – it is the future of healthcare in small
communties as it evolves and the world changes
Why I joined the OHC Board
I began my full time Medical practice in early July of 1968. I closed my Medical practice on
June 30, 2003.
By the time I retired there were walk-in clinics being established, a lot of MD's began to "sign
out" after work, no longer to take call. Many couldn't be found on weekends. Some answering
services advised people to go to a walk-in clinic or go to emergency. A sad state of affairs was
developing. The older Docs had problems with this; some retired, and some kept going as they
always had.
When I retired in 2003, a bit over a decade ago, I could not for the life of me find a replacement
physician to take on the responsibility of running my practice.
This trend continues to this day.
Nothing was really healthy. Life balance had to be addressed. The new grads were correct in that
they should be afforded a more well-balanced life style.
A few stats about Lunenburg County
Diabetes:
About 1/10 (9.6%) of those 12 and over had diabetes in 2012! This is up 52.4% from the 2003
rate of 6.3%. The Provincial rate in 2012 was 8.6%, and the National rate was 6.5%.
This means that the diabetic rate in Lunenburg Co. in 2012 for ages 12 and over was 47.7%
greater than the National average!!!
Obesity:
About 1/3 of people over 18years (31.4%) in Lunenburg Co. were considered obese in 2012. The
Provincial rate was 1/4 (25.1) % and the Canadian rate was 1/5 (18.4%). In Lunenburg Co. we
are 70.7% above the National average for obesity!!!
Low birth weight:
7.7% of the newborns in the SSHDA in 2011-12 had birth weight of less than 2.5kg. This is 26%
greater than the national rate of 6.1%!!! This is an indicator of how we are doing in terms of long
term malnutrition, ill health, and poor health care in pregnancy.
Dr. Louis Francescutti, immediate past president of the CMA, has identified smoking,
malnutrition, and lack of exercise as three factors which lead to cardio-vascular diseases, chronic
obstructive lung disease, diabetes and some cancers. These conditions consume 50% of Canada's
health care dollars and are preventable.
In Chester we have a huge need. MD's cannot work without para-medical assistance. In the city
the numerous specialty clinics are close by, and navigating one’s way around is not particularly
daunting.
Setting up a practice today is, I believe, unaffordable. I feel that to reverse this trend we have to
work in a collaborative way. We cannot sustain excellence in health care both mentally and
physically by seeing patients in isolation. Medicine has become so very complex. Physicians are
being forced to become paperless. Modernization with accessibility and accountability is
mandatory.
A health centre that has MD's, nurses, visiting specialists in medicine, orthopedic and general
surgery, dermatology, pediatrics, chronic pain, etc. is essential to the betterment of this
community. We also absolutely require specialized clinics for diabetic education with all its
individualized education, general nutritionists, addiction help programs, and blood collection
services.
With this approach we can get back to being proactive in trying to reverse so much. Prevention
and education are paramount.
This is bigger than a few MD's setting up a place to work. This is a big community that has to be
engaged to make it viable. It has to have good, all-encompassing health care and a good strong
school system to attract new families to the community.
The mean age of Lunenburg County in 2011 was 49.0 years, compared with 43.7 years
provincially and 40.6 years nationally.
From 1991 to 2011, the 20-34 age group declined 41.5% (4370 people). Those under 5 years
dropped by 37.7% (1085 kids). Those 5-19 dropped 26.6% (2510 youth). A total loss of 7965.
Those 35 and over in the same time frame grew by 30.8% (7640).
I need help trying to convince people that change has to come. We may lose a generation of
young people. How tragic is that!
References: Lunenburg County’s Vital Signs: 2013
Nova Scotia’s Children and Youth Vital Signs: 2014
Dr. Donna Curry
MUNICIPALITY OF THE
DISTRICT OF CHESTER
REPORT
REPORT TO: Council
SUBMITTED BY: Tara Maguire
DATE: January 23, 2015
SUBJECT: Letter from: The Nova Scotia Municipal Affairs Working Group on
Building Officials’ Training and Education
ORIG
IN:
NS Municipal Affairs/ Office of the Fire Marshal
______________________________________________________________________________________________________________________
CURRENT SITUATION:
Currently, Building Officials are required to hold a qualification issued by the Nova Scotia Building Code
Training and Certification Board, (TCB) before they can be appointed by Council. They must also
maintain membership in good standing with the Nova Scotia Building Officials Association, (NSBOA).
This has made it difficult for individuals to access the training process. There is presently no ability for
a prospective Building Official to obtain ‘on the job’ training. Generally, this puts the onus and financial
burden totally on the applicant. Additionally, there has recently also been some issue with the provision
of the required training which was provided by NSBOA. As a result of all of this, Municipalities have had
difficulty filling vacancies for Building Officials and in succession planning.
In response to concerns raised by Municipalities, a working group formed by Municipal Affairs to
undertake a review of the current legislated and regulatory requirements for persons to be appointed
a municipal building official. An interim report has been release, and the province is seeking comments
from Municipalities.
RECOMMENDATION:
It is recommended to submit a letter of support to the Working Group on Code Education.
BACKGROUND:
In 2006 amendments to the Building Code Act and regulations were made to introduce requirements
for the education and qualifications of municipal Building Officials. Prior to the legislative
requirements most areas drew on local trades persons to fill the position and enforce the Building
Code. This allowed the Building Official to access the training program while earning a wage as a
Municipal, Town or City employee. It also enabled the employer to pay for the training. This was
beneficial to both parties since the training could take a number of years to obtain the required
courses but the Building Official could still conduct inspections during the process.
However, there was some concern over the lack of consistency of the level of training and
qualifications throughout the Province. In practice, if an area wished, they could opt out of providing
or paying for training. In the interest of insuring consistency, the 2006 amendments required that all
Building Officials be trained to a level of qualification representative of the types of buildings and
occupancies they were inspecting and the requirements were legislated. Membership in the
professional organization, NSBOA, was also legislated at this time.
NSBOA held the licenses to the training material, they delivered the training and provided course
facilitators. As mentioned, this move had the unintentional result of making it very difficult for
persons interested in becoming Building Officials to obtain employment and created a time and
financial burden for municipalities and the applicants.
DISCUSSION:
The Working Group consists of stakeholders representing Municipal Affairs, the NSBCTCB, the NSBOA,
the AMANS, the UNSM, and the NSBAC. The Working Group has made a number of recommendations as
noted in the Interim Report, (copy enclosed). Some of the proposed changes would require changes to
both the NS Building Code Act and Regulations. Their final report to the Nova Scotia Building Code
Advisory Committee is expected to be presented by March 31, 2015.
Following the initial review, it was clear that the current system was not sustainable however, it was
felt that the current system could be modified to become more responsive to the needs of the
municipalities across the province. The recommendations in the report are based on best practices and
a jurisdictional scan of other provinces.
The following is a summary of the changes:
1. Establish a third level of qualification - Currently there are two levels of qualifications,
Qualified Level One and Qualified Level Two. Under the proposed scheme, there would be
three levels of qualification and certification:
• Level One Single and Two Unit Dwelling Buildings
• Level Two Small Buildings and Small Assembly and Industrial Buildings
• Level Three All Buildings
The new level one would only allow inspectors to review one and two unit residential buildings.
They would not be allowed to review any commercial, retail, offices or other types of
occupancies. This would allow municipalities to appoint skilled trades people to act as “intern
building officials” allow them to carry out the functions of a building official under the
supervision of a qualified inspector while they take courses for the higher levels.
2. Training Program Changes – The working group is recommending that the TCB move to offer
examinations rather than having NSBOA or another group offer accredited courses. This
provides greater freedom in course selection. Previously courses had to be taken from NSBOA
and a test was given at the end of each course which created several issues. Individuals who
were trained in other provinces were having difficulty getting qualified in Nova Scotia since
they did not take the NSBOA courses (despite similarities in materials – NSBOA licensed
materials from Ontario). It also created the situation where it was taking a long time for
people to take all the courses in Nova Scotia since they were only run if there was adequate
registration etc. Under the proposed program, an examination would be prepared for each
level of qualification. This would allow applicants flexibility in how they learn the material, but
still ensures adequate knowledge and qualification.
The Working Group on Code Education also reviewed the availability and cost of courses.
The current practice is that all courses are delivered in classes and most courses are offered at
a central location most often in Halifax. Most courses are a full week (37.5) hours plus a 2 hour
examination, so in addition to the course fee, students or their employer (municipality) often
must pay for travel, food and accommodations for up to 5 or 6 nights. Municipalities in NS
have complained that the costs are relatively high and the loss of staff for the duration of the
course is sometimes prohibitive.
The Working Group on Code Education has found that various institutions offer courses on
line which can be taken without the need to be in physical attendance. Some are available from
institutions in Ontario, Alberta and other locations. The Building Officials Associations in ON,
NB and Nova Scotia, as well as others such as the Manitoba Fire School offer courses as well.
3. Continuing Education – Under the proposed changes NSBOA would be retained, however,
their role in education of member would shift to providing continuing education opportunities
rather than in providing initial training. The regulations would require continuing education
IMPLICATIONS:
The main focus is that these proposed changes will allow the Municipality of Chester to hire and train
Building Officials for limited inspections under the direct supervision of a suitably qualified Building
Official. This should open up the position to interested persons and help to relieve a shortage of
qualified Building Officials within the Province. It will provide education and training at a reasonable
cost to the Municipality or individual.
1 Policy:
The Municipal Building By-Law will have to be reviewed and possibly amended to avoid any
inconsistencies with the Provincial Act and Regulations.
2 Financial/Budgetary:
It is hoped that the training costs will be somewhat reduced.
ATTACHMENTS:
1. Copy of the letter of Dec.08, 2014 from Municipal Affairs/ Office of the Fire Marshal
2. Copy of the Interim Report
Prepared BY Earl Woodworth/Tara Maguire Date Dec.15, 2014
Reviewed BY Date
Authorized BY Tammy Wilson Date Jan 23, 2015
SOUTH SHORE
HOUSING ACTION
COALITION
9/17/2014 Collaborative Housing Needs Assessment
Proposal
The activities of the South Shore Collaborative Housing Needs Assessment
will assist SSHAC, community stakeholders, and the municipalities of
Lunenburg and Queens counties to identify, understand and respond
collaboratively to the short-, mid-, and long-term housing needs of priority
populations.
South Shore Housing Action Coalition
Page 1
South Shore Collaborative Housing Needs
Assessment Proposal
ABOUT THE SOUTH SHOR E HOUSING ACTION COALIT ION (SSHAC)
Since 2010, the South Shore Housing Action Coalition (SSHAC) has worked collaboratively with municipal
governments and community partners to build awareness and facilitate action on the need for quality, safe, and
affordable housing in Lunenburg and Queens Counties.
SSHAC is a coalition among diverse and committed individuals and stakeholders, including:
Second Story Women’s Centre
South Shore Transition House Association
Inn from the Cold
Aspotogan Heritage Trust
Bridgewater Family Support Centre
Community Links
Lunenburg County Community Health Board
Queens County Community Health Board
Mahone Bay Seniors Project
South Shore District Health Authority
Western Regional Housing Authority
Town of Bridgewater
Municipality of the District of Lunenburg
Municipality of the District of Chester
Region of Queen’s Municipality
Town of Lunenburg
Town of Mahone Bay
Community members
BACKGROUND INFORMATI ON
The impact of adequate, suitable, accessible and affordable housing on the health of individuals and the
community is well known. The currently available data (both qualitative and quantitative) support the
further investigation of the unique challenges and needs of Lunenburg and Queens Counties. SSHAC has
thus identified the need to better understand the short-, mid- and long-term housing needs for Lunenburg
and Queens Counties. To this end, SSHAC proposes to conduct a Housing Needs Assessment for
Lunenburg and Queens Counties in partnership with municipalities and community stakeholders. This
collaborative approach will permit the sharing of resources, reduce the costs of the project, and provide
a strong foundation for collective action going forward.
PROJECT TITLE
South Shore Housing Collaborative Housing Needs Assessment
Planned start and End Dates
TBD (2015)
South Shore Housing Action Coalition
Page 2
PROJECT DESCRIPTION
GOAL/PURPOSE
The activities of the South Shore Collaborative Housing Needs Assessment will assist SSHAC, community
stakeholders, and the municipalities of Lunenburg and Queens counties to identify, understand and
respond collaboratively to the short-, mid-, and long-term housing needs of priority populations.
OBJECTIVES AND ACTIVITIES
Collect, analyze and report data based on best practice housing indicators and community consultation.
Describe the current and emerging housing needs of Lunenburg and Queens Counties
o Collect available and relevant housing indicators and population statistics
o Provide community population projections for a yet to be determined timeframe
o Conduct primary research about housing in Lunenburg and Queens Counties (activities may
include interviews with community stakeholders, community housing surveys, community housing
focus groups)
Identify strategic opportunities to strengthen collaborative community action on housing issues.
Describe barriers and opportunities for action on housing in our communities as identified by data
collected
Describe priority populations for consideration in action, including women leaving abusive
relationships, seniors, and persons with disabilities
Identify opportunities for action, based on evidence and promising practice
Make recommendations for action.
Based on evidence, promising practices and data collected, recommendations for action will be made.
Recommendations will, where applicable, be focused on strengthening collaboration, coordination and
future action among community partners and municipalities.
Describe a process to support ongoing monitoring and evaluation of housing needs in the community and
develop appropriate tools to support the process.
The activities of the Needs Assessment will provide baseline information about housing
in our communities. The process and indicators used will serve as a tool for monitoring and evaluating
housing issues over time.
South Shore Housing Action Coalition
Page 3
EXPECTED RESULTS OF THE PROJECT
The expected results of the project include:
Enhanced knowledge of and understanding in the community concerning housing issues in Lunenburg
and Queens Counties
A description of the local housing situation, to support community planning
Comprehensive and current data about housing in Lunenburg and Queens Counties
A list of relevant and appropriate housing indicators for ongoing monitoring and evaluation of action
A process for ongoing monitoring of housing needs in Lunenburg and Queens Counties
A process for ongoing evaluation of housing needs in Lunenburg and Queens Counties
Identification of opportunities for enhanced collaboration across municipalities and with community
stakeholders
Recommendations for action on the affordable housing issues identified by the Needs Assessment
WORKING GROUP PLANNING ACTIVITIES
A working group has been established to guide the planning process for the South Shore Collaborative
Housing Needs Assessment. The working group will:
Research, identify, and apply for sources of funding to hire staff to conduct the needs assessment
The working group is recommending that funding first be sought from Career Focus, a federal
youth employment program aimed at supporting youth to develop experience and skills in their
fields. This funding may cover all the costs associated with the needs assessment.
Other funding sources will be explored as required.
Identify a funding partner to host the funds on behalf of SSHAC
Second Story Women’s Centre, a participating organization in SSHAC has agreed to host the
funding for this position.
Solicit support for the Needs Assessment from municipalities and community stakeholders as appropriate.
Research and describe the needs assessment process and logistics, including cost, timeframe, best practice
approach, partners to engage, etc.
Research and describe the needs assessment components, including goals, objectives, activities, data
collection, etc.
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•
•
•
•
•
•é
•
é
Chester Energy
Strategy
What are your thoughts
on current renewable
energy initiatives in the
Municipality?
What do you see as
untapped energy
opportunities in the
Municipality?
Forest Biomass
How are you currently
engaged in forestry?
Are you currently
harvesting biomass?
Do you face any
barriers that limit you
from participating in
biomass activities?
What biomass
opportunities interest
you most?
Purpose Grown
Biomass
Have you or would you ever
consider growing a short
rotation woody crop on your
land for use as biomass?
Why? Why not?
What types of purpose
grown biomass interest you
most?
Do you have an interest in
participating in the supply
chain for purpose grown
biomass? Why? Why not?
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Ta
b
l
e
1
:
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