HomeMy Public PortalAbout2015-07-09_Council Public Agenda Package
MUNICIPALITY OF THE DISTRICT OF CHESTER
CHESTER MUNICIPAL COUNCIL
Thursday, July 9, 2015 at 8:45 a.m.
AGENDA
1. MEETING CALLED TO ORDER.
2. MINUTES OF PREVIOUS MEETING:
2.1 Council – Thursday, June 25, 2015
2.2 Public Hearing – Proposed Development Agreement - Richburg LP Management Inc. – Monday,
May 27, 2015.
3. MATTERS ARISING (if any).
4. COMMITTEE REPORTS:
4.1 Committee of the Whole – Thursday, July 2, 2015 – Warden Webber
4.2 Citizens Planning Advisory Committee – Monday, June 1, 2015 – Warden Webber
4.3 Citizens Planning Advisory Committee – Monday, June 15, 2015 – Warden Webber
4.4 RCMP Advisory Board – Tuesday, April 21, 2015 – Deputy Warden Shatford
4.5 Any other Committee Reports.
5. CORRESPONDENCE:
5.1 Variance Appeal – Anne Lambert and Thomas Welch at Pleasant St. Chester PID 60696994 - request
for front yard setback of 5 feet - Heather Archibald, Development Officer (appointment at 9:00 a.m.)
5.2 Email from UNSM dated June 24, 2015 regarding Proposed Administrative Penalty Program at Nova
Scotia Environment (comments regarding the proposed program can be forwarded to
policy1@novascotia.ca on or before July 30, 2015).
5.3 Letter of response from the Minister of NS Finance and Treasury Board dated June 18, 2015
regarding the Film Tax Credit.
6. NEW BUSINESS:
6.1 Request for Direction from Department of Community Development dated July 3, 2015 regarding
Infill in Village.
6.2 Nominating Committee Appointment.
6.3 Request for Decision from Senior Economic Development Officer dated June 29, 2015 regarding
Branding.
7. ADJOURNMENT.
APPOINTMENTS ARRANGED
9:00 a.m. Variance Appeal – Heather Archibald, Development Officer (see item 5.1)
In Camera following regular session under Section 22 of the MGA – Land Negotiations
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r(UNICIPALITY
CHESTER MUNICIPALITY OF THE
Q DISTRICT OF CHESTER
REQUEST FOR DECISION
REPORT T0: Council
SUBMITTED BY: Marianne Gates
DATE: June 29, 2015
SUBJECT: Branding
ORIGIN: 2015-16 Budget
CURRENT SITUATION:
The Economic Development Strategy suggests the creation of a MODC Value Proposition. Additionally,
marketing, branding and website development was identified in the strategy as an opportunity.
RECOMMENDATION:
Request Council direct staff to issue branding RFP.
BACI{GROUND:
Branding is the art of setting yourself apart from everyone else, and making you the destination of choice
for investment, business opportunities, and as the place to live and visit. Your community brand is what
people say about you when you're not around. It is a combination of emotional and intellectual reactions
to all the different experiences, marketing communications and behaviors people have encountered on
behalf of your community. Branding is the process a community embarks upon to change, refine or
improve what people are saying.
The idea of community branding seems simple: use a community's greatest strength to create a consistent
memorable identity. However, the process of branding is more complex. The best identities are grounded
in reality but aspirational in vision. They bridge the past and the present with an eye toward the future.
They uncover and bring to life, through a process that unites rather than divides, interests of diverse
groups within the community with different agendas.
A community brand resides within the hearts and minds of the public as well as customers, clients, and
prospects. It is the sum total of their experiences and perceptions, some of which can be influenced, and
some that cannot. It's everything the public thinks it knows about a place, both and emotional. A brand
exists in someone's mind.
Branding cannot change reality. It must be authentic. A brand can focus people on the positive aspects of
a community, which can help it stand out relative to the other communities. A brand should be a strategic
guidance system. It is NOT just a new look, snappy tagline, a slogan or a new advertising campaign. It
should manage the behavior, organization and action of the community leaders.
Branding is fundamentally an exercise in change management. It often necessitates change of attitudes
and relationships. A genuine mandate for branding success may require a change of mindset within an
organization and the community. It calls for a collaborative approach and may involve the need to
overcome long -held disagreements and turf protection. Integration and acceptance are the signatures of a
healthy brand.
DISCUSSION:
To help build a brand, communities need to answer these critical questions:
What are we known for now?
What are our strengths?
What do we want to be known for?
What makes us different from other communities and can help us stand out?
What words come to mind when people are hear our name?
From Roger Brooks... Branding Expert
The narrower your focus the stronger your success will be. You simply cannot be all things to all people.
Find your niche and promote it like crazy. You NEVER use focus groups to build a brand. The focus
group mentality results in generic mediocre brands that are rarely successful. You CANNOT do branding
by public consent. You build your brand on feasibility, not just local sentiment. A brand is "earned" -
good or bad. After all, it's a perception... it's what people think of you.
From FCM's Community Branding and Marketing Tool.
Community branding and marketing is more than a compelling logo, good promotional sales pitch, new
website and communication materials. It is a synergistic process of engagement and partnership building.
The ultimate outcome is to develop broad ownership of the brand identity within your community. Key
stakeholders need to be committed to support the brand. A well -executed community branding and
marketing exercise produces a clear and consistent vision and message that conveys what a community
represents (i.e., what a community stands for, and the values it holds). A key element in the success of a
branding and marketing endeavor in to create a strong leadership team. An important first step is to
identify and engage the key internal (Government staff and elected officials) and community stakeholders
to be a part of this team.
Important criteria in determining representation include:
- Diversity of business perspectives
- Strong individual leadership qualities
- Genuine interest and commitment to the branding process
- Ability to support strategic connections between key local government departments, as
well as between the local government and the community
Questions Council considered at a recent workshop:
1. Whose brand: Municipality? Residents?
2. How much community engagement do we want to employ?
3. Should we form a brand leadership team?
Council workshop outcomes:
1. Brand is the municipal brand.
2. Community input to be gained by holding one engagement session at Forrest Heights School to
receive community input.
3. Brand consultant to work with staff and council.
IMPLICATIONS:
Policy:
Procurement
2 Financial/Budgetary:
$25,000 has been budgeted in the 2015/16 Budget.
3 Environmental:
None
4 Strategic Plan:
Promote conditions conducive to fostering economic prosperity.
5 Work Program Implications
EDO
Additional Staff minimal meetings
ATTACHMENTS:
None
OPTIONS:
1. Direct staff to issue an RFP up to $25,000 for a branding consultant and Council and staff work to
develop the brand.
2. Direct staff to issue an RFP up to $25,000 for a branding consultant and request extensive public
engagement with each district.
3. Direct staff to issue an RFP up to $25,000 for a branding consultant and form a "Brand Leadership
Team". Appoint two Councillors to be a part of this team.
Prepared BY Marianne Gates Date June 29, 2015
Reviewed BY Tara Maguire Date June 29, 2015
Authorized BY Tammy Wilson, CAO Date July 2, 1015