HomeMy Public PortalAbout2016-04-21_COW_Public Agenda Package - MEETING CANCELLEDPage 1 of 1
MUNICIPALITY OF THE DISTRICT OF CHESTER
COMMITTEE OF THE WHOLE
Thursday, April 21, 2016 – 8:45 a.m.
AGENDA
1. MEETING CALLED TO ORDER.
2. MINUTES OF PREVIOUS MEETING:
2.1 Committee of the Whole – March 24, 2016.
3. MATTERS ARISING:
3.1 Branding Options.
4. CORRESPONDENCE:
4.1 Letter from South Shore Regional Enterprise Network Liaison and Oversight Committee dated April
12, 2016 regarding SSREN 2016/17 Budget and Business Plan.
4.2 Letter dated April 6, 2016 from James Corkum with regard to request to obtain ownership of a
portion of a Municipal Road Reserve between Highway 3 and Old Trunk 3.
5. NEW BUSINESS:
5.1 Request for Decision dated April 14, 2018 from Building and Development Assistant with regard to
a new road name off Deer Lane, Deep Cove – Sea Hawk Lane
5.2 Wind Turbine Log Report – March 2016.
5.3 Wind Reserve Evaluation Criteria.
5.4 Mileage Rate Consideration:
a. Provincial mileage rates for 2016/17
b. Personnel Policy - Section 6 – Travel Expense and Meal Allowance (6.4.1)
5.5 Cancellation of May 5, 2016 Committee of the Whole Meeting (UNSM Spring Workshop being held
from May 4 to 6).
6. ADJOURNMENT.
In Camera following regular session under Section 22 of the MGA if necessary
Suite PB 501, Historic Properties1869 Upper Water Street Halifax, Nova Scotia B3J 1S9
902 482 2520info@sperrydesign.cawww.sperrydesign.ca
BRANDMARK PRESENTATION
FINAL SUBMISSION - V3
PREPARED FOR:
MARIANNE GATES AND THE MUNICIPALITY OF THE DISTRICT OF CHESTER
MARCH 29TH, 2016
Option 1
Option 2
Option 3
Option 4
Option 5
Option 6a
Option 6b
Option 6c
Option 6d
Option 6e
Option 7a
Option 7b
Option 7c
Option 7d
Option 7e
January 1, 2016 - March 31, 2017
South Shore Regional
Enterprise Network
INAUGURAL PERIOD WORK PLAN
PAGE 1
Work Plan - Inaugural Agreement
During the Start-up Phase, the Board has completed a Board of Directors Policy
Manual as well as an Asset Inventory. The Board has also participated in Investment
Readiness training as well as Policy Governance. A recruitment committee was
established that resulted in the hiring of a Chief Executive Officer on November 23,
2015.
The first year of operations will be focused on developing the relationships,
governance structures and policy practices require for the successful operations of a
Regional Enterprise Network. This includes both internal planning and
development activities as well as external initiatives. Many of the activities will be
required to run concurrently while the strategy is under development, in order for
the SSREN to become operational. It is during this period that the office will be
established and resource planning will be completed. The key focus will be engaging
partners and stakeholders in the development of a regional economic strategy that
is reflective of provincial and regional economic development priorities. The
strategy will consider assets, business community, sector strengths, and regional
challenges and opportunities. The strategy should also align with provincial
priorities in order to maximize the REN’s leverage of programs, policies and services.
One of the unique aspects of the SSREN is also the inclusion of tourism as a sector
in the mandate. The SSREN will work with industry partners to develop a regional
strategic plan for the tourism sector. Collaboration and coordination will be critical
to developing priorities that will lead to revenue growth in the tourism industry.
The 15 - month inaugural period will be broken up into 5 quarters that will focus on
the following priorities:
Deliverable Schedule
Establishing operations and the SSREN office January – March, 2016
Regional Economic Strategy Planning and Development April - June, 2016
Regional Strategy Action and Communications Plan July – September, 2016
Tourism Sector Strategic Plan Development October – December, 2016
Business Retention & Expansion Program January – March, 2017
During this period, the SSREN will continue to fulfill their day to day mandate
according to their Inter-Municipal Agreement
PAGE 2
The core activities of the South Shore REN are:
1. Develop, implement, and monitor a regional economic development strategy
that is reflective of current provincial and regional (participating municipal
and First Nation band councils) economic development priorities. The
strategy should consider assets, business community, sector strengths, and
regional challenges and opportunities. The strategy should also align with
provincial priorities in order to maximize the REN’s leverage of programs,
policies and services.
2. Cultivate close working relationships with the business community and work
with key partners to support the development and attraction of new
businesses, and retain and expand existing businesses. RENs will support
local businesses in navigating, and making referrals to, programs and
services.
3. Inform partners and stakeholders about local business-climate conditions as
well as regional challenges and opportunities. RENs will work with partners
and stakeholders to provide investment-readiness and labour market
information.
4. To deliver strategic tourism sector support, including a three-year plan
developed in conjunction with partners and stakeholders, which will
facilitate collaboration and coordination to focus on tourism revenue growth
along the south shore.
Deliverables
January 1, 2016 - March 31, 2016
• Functional SSREN office
• Regional Economic Development Strategy Framework
• Stakeholder Engagement Plan
• Financial Operations Policy
• Staff Travel Policy
• Governance Model Regional Economic Development Strategy
• Revised and updated economic data set
• Regional Economic Development Strategy Steering Committee
• Regional Economic Development Strategy Working Groups
PAGE 3
• Accounts Payable Process Map
• Signed Inaugural Agreement
• Work Plan April 2016 – March 2017
• Amended Inter-Municipal Agreement
April 1, 2016 – June 30, 2016
• Regional Economic Strategy business consultation sessions
• Tourism Steering Committee
• SSREN Staffing plan
• Tourism Strategic Plan Framework
• Tourism strategy data gathering and assessment
• Website re-development and design
• Business Programs and Services Inventory
• Draft Regional Economic Development Strategy
• First Annual General Meeting
• Business Workshop
• Visitor Information Center Proposal
July 1, 2016 – September 30, 2016
• Regional Economic Strategy Action Plan
• Evaluation Framework for Strategy
• Communication Plan SSREN
• SSREN Strategic Marketing Planning
• SWOT South Shore Tourism Industry
• Why Here? Re-design
• Tourism Stakeholder Engagement Session
• Tourism industry baseline data assessment
• SSREN Office Operations Manual
October 1, 2016 – December 31, 2016
• Business data feasibility study
• Tourism Sector Plan
• Tourism Sector Plan Communications
• Sector Committees
• Why Here? Release
• Tourism Productivity Research
PAGE 4
• Business Retention and Expansion (BRE) Training
• BRE Framework Agreement
• BRE Steering Committee
• South Shore Labour Market Partnership Pilot Event
• Customer Relationship Management system development
January 1, 2017 – March 31, 2017
• Business Retention & Expansion Pilot Project
• Business Retention & Expansion Pilot Evaluation
• Business Retention & Expansion Program kick-off
• SSREN year - end evaluation and reporting
• Audit and Annual Financial Statements
• Regional Economic Strategy progress report and update
• Tourism Sector Plan interim report
• Review of Administrative Process
Budget Allocation in support of Work Plan
Human Resources
Approximately 46% of the inaugural budget is allocated to human resources, which
includes wages, salaries, mandatory employment-related costs (MERC) and
benefits. The SSREN office currently includes one staff and a part-time
administrative assistant, but will increase to three by the end of the fiscal year t0
include a Chief Executive Office, Business Strategist, Administrative Assistant.
Services
The budget includes an allocation for services related to operating the REN at
roughly 15% of the total budget. This includes consultants and services related to
research, website services, data as well as audit, insurance banking, tech support and
administrative services. This also includes marketing, advertising, communication
and promotion services.
Operations
For the inaugural budget 13% of the funding will be directed to rent, utilities, office
equipment, supplies/ support as well as training, travel and meeting/events
PAGE 5
expenses. The is a contingency allocation for technology and office equipment in
case of replacement.
Board Costs & Expenses
The Board of Directors costs and expenses will be limited to 4% of the budget.
Projects
This budget allocation will support the action plan that will be developed as part of
the Regional Economic Development Strategy. Approximately 10% of the budget
will be directed to Regional Economic Development Strategy implementation.
Tourism
As the SSREN is developing a Strategic Tourism Plan along with the South Shore
Tourism Team, 4% of the budget has been set aside to support the partnership
development and coordination of this plan.
Other
The remaining 8% of the inaugural budget will be directed to developing and
implementing a customer relationship management system (CRM), business data
gathering/analysis, survey, business retention and expansion program.
The SSREN anticipates completion of a regional strategy document in June. The
Strategy will proceed to the SSREN Board for review and approval. The final
document will be presented to the Liaison and Oversight Committee and
Implementation will begin immediately after approval.
Budget Item Details Allocation (percentage)
Human Resources wages, salaries, MERC and benefits 46%
Services research, website,data,audit, insurance banking, tech
support,marketing, advertising, communication and promotion
services
15%
Operation rent, utilities, office equipment, supplies/ support as well as training,
travel and meeting/events expenses
13%
Board meeting, training, events 4%
Projects Regional Economic Development Strategy 10%
Tourism Strategic Tourism Plan 4%
Other BRE/CRM, business data, engagement 8%
100%
PAGE 6
The governance model developed for the regional strategy will be evaluated for
adjustments to support successful implementation of the plan.
The planning and governance framework for the tourism strategy will begin in May.
The assessment and analysis of research data will be ongoing as part of the overall
regional strategy.
The South Shore Regional Economic Development Strategy will be a living
document and developed with a flexible approach to respond to issues that may
arise. It can be adjusted and amended as conditions require.
As a result of the completion of the Regional Economic Development Strategy and
the Tourism Sector Plan, this document (Work Plan) will be updated to
accommodate the deliverables. A communication plan will be developed to support
the release of the Strategy as well as the Tourism Sector Plan.
There will be additional committees and working groups developed to support the
priorities of the Regional Economic Development Strategy as well as other
deliverables including the Business Retention and Expansion Program.
Information and relationship tracking will be supported by a CRM (customer
relationship management) system that also supports the export of data to Executive
Pulse. The SSREN will manage the CRM.
There is considerable financial and human resources within the municipal units
currently dedicated to individual development plans. The success of the South
Shore Regional Enterprise Network will depend on the commitment by the nine
municipal units to work collaboratively on priorities for the overall benefit of the
south those region, versus the individual benefit of one particular region. This will
require the alignment of both human and financial resources, in a strategic manner,
to support the implementation the SSREN Regional Economic Development
Strategy
Submitted by
CL Reinhardt, MPA, CPA, CMA
CEO, South Shore Regional Enterprise Network
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MUNICIPALITY OF THE
DISTRICT OF CHESTER
REQUEST FOR DECISION
REPORT TO Tammy Wilson, CAO
SUBMITTED BY Garth Sturtevant, Building & Development Assistant
DATE April 14th, 2016
SUBJECT New Road Name off Deer Lane, Deep Cove
ORIGIN
______________________________________________________________________________________________________________________
CURRENT SITUATION:
A recent building permit has been issued which will result in 3 addressable properties off a shared
driveway/right-of-way Deer Lane, Deep Cove. The land owners have agreed to propose to name the
road “Sea Hawk Lane”.
RECOMMENDATION:
It is recommended that Municipal Council approve the road name “SEA HAWK LANE”.
BACKGROUND:
When there are three or more addressable properties using an unnamed shared right-of way/driveway,
the Nova Scotia Civic Address User Guide states that this point of access must be named. According to
P-44, the road name is suggested following majority agreement from the land owners supplied by the
shared right-of way. In this instance, there a three landowners affected, all in favour of proposing the
name “Sea Hawk Lane” due to the area being home to a pair of nesting ospreys for the last 10 years. Sea
Hawk is an alternative name for osprey.
DISCUSSION:
There are no similar road names in the Municipality of Chester. There is one similar road name in Cow
Bay, Halifax Regional Municipality:
“Seahawk Close”, Cow Bay
Comments received for “Sea Hawk Lane”:
• District 1 Councillor – Andre Veinotte: YES
• Municipal Public Works Director – Matthew Davidson: YES
• Blandford Fire Department Chief – Marshal Hector: YES
IMPLICATIONS:
1 Policy:
Policy P-44 – New Road Names and Road Name Changes
2 Financial/Budgetary:
A new road sign (with accessory materials) will be purchased and posted by the Public Works
Department. Two new blue and white reflective civic number plate will be purchased and given to the
existing dwellings. The third blue and white reflective civic number plate is included as part of the
building permit process.
3 Environmental:
n/a
4 Strategic Plan:
n/a
5 Work Program Implications
n/a
ATTACHMENTS:
• Petition Summary
• Signed Petition
• Map
OPTIONS:
n/a
Prepared BY Garth Sturtevant Date March 23 , 2016
Reviewed BY Tara Maguire Date April 04, 2016
Authorized BY Date
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MUNICIPALITY OF THE
DISTRICT OF CHESTER
REQUEST FOR DECISION
REPORT TO Municipal Council
SUBMITTED BY Marianne Gates, Senior Economic Development Officer
Tara Maguire, Community Development Director
DATE April 15, 2016
SUBJECT Wind Reserve Grants
ORIGIN Policy P-79 Wind Energy Revenue Policy
Grants Program
______________________________________________________________________________________________________________________
CURRENT SITUATION:
Council established Policy 79- Wind Energy Revenue Policy in 2014. The policy designates one third of
the wind revenues for operating reserves, one third to fund economic development projects and one
third for community based projects/infrastructure. Council has requested that staff provide draft
guidelines for the use of funds from the Wind Reserve.
RECOMMENDATION:
It is recommended that Council adopt the guidelines as presented and direct staff to implement
the guidelines as part of the grant and budget process.
BACKGROUND:
In September 2015, Council attended a workshop to review our existing grant program. A follow up
workshop was held in December. At that time, Council requested that staff develop some draft
guidelines that would be used to determine when funds would be used from the one third set aside for
Economic Development projects and when funds would be used from the one third for Community
Development.
Discussion was held regarding the following:
• Internal operations or would we fund external projects/grants
• Requirements for each program
• Would we only fund new programs/projects or would we use the funds for on-going operations
• What frequency would we provide funds for an organization - Ongoing? One time?
• Maximum/Minimum grant amount?
DISCUSSION:
To date the following projects have been funded by each fund:
Economic Development
• Land acquisition ($100,000)
• Signage ($20,000)
• Smart Trees ($5,000)
Community Development
• Art Centre ($5,000)
• OHC ($100,000)
• Forest Heights Courtyard ($10,000)
• New Ross 200 anniversary celebrations ($15,000 – committed in 2017)
In January Council adopted a Sponsorship Policy as well as new guidelines for our Grant programs. As
part of this, a new major projects grant was established.
Staff feels that when opting to fund projects from the Wind Revenue reserves, the major grant program
would be used. If the project meet the criteria outline in the draft guidelines provided for the Wind
Reserve funds for the Major Project grant would come from either the Economic Development Fund or
the Community Development Fund. If a project did not meet the criteria, Council could consider funding
through annual Council Grants (general tax revenue).
In addition to grants to external organization, the funds would also be used to fund internal projects as
outlined in the attached guidelines.
IMPLICATIONS:
1 Policy:
The guidelines are not policy and would not require policy amendments or an official process to
amend, nor would they bind council to the policy. The guidelines would provide a framework for
utilizing funds from the Wind Reserves.
2 Financial/Budgetary:
Utilizing these funds would ensure some consistency and direction on how the wind reserve funds
will be allocated to various projects. There are no additional costs associated with adopting these
guidelines.
3 Environmental:
n/a
4 Strategic Plan:
The program supports the following strategic goals of Council:
1. Maintain a high level of fiscal responsibility;
2. Continually improve public satisfaction with municipal services;
3. Ensure sufficient infrastructure is available to best serve our residents and
businesses;
4. Strengthen and support environmental, cultural, and social resources;
5. Promote conditions conducive to fostering economic prosperity.
5 Work Program Implications
None identified at this time
ATTACHMENTS:
Draft Guidelines for Wind Reserve funds
OPTIONS:
1. Council can adopt the guidelines as presented and direct staff to implement the guidelines as part of
the grant and budget process.
2. Council Can direct staff to revise the guidelines
3. Council can decide not to adopt guidelines.
Prepared BY Tara Maguire Date 4/15/16
Reviewed BY Date
Authorized BY Tammy Wilson Date April 15, 2016
Wind Reserve Grant Guidelines
The Municipality of the District of Chester has adopted Policy P-79, Wind Energy Revenue
Policy, which requires that council distribute revenue derived from wind project as follows:
- One-third to operational reserves
- One-third to Economic Development
- One-third to Community Development
These guidelines are tool to assist Council decide on where to fund from this revenue source.
General:
The amount will be confirmed at year end for use the following fiscal year.
Potential projects to be considered are to be submitted in January for the following fiscal years’
budget deliberations.
Economic Development Projects:
• All projects to be lead internally with potential partnership opportunities with outside
organizations
• Approved by council with recommendation from the Senior Economic Development
Officer
• Projects a minimum amount of $10,000
• Remaining amount to be placed back in reserve fund for use in subsequent years.
Community Development Projects:
• Any unused amount to be placed back in reserve fund for use in subsequent years.
1. Internal: 25% of per annum amount to be Internal Projects
• Council may generate ideas and then consult community.
• Approved by council with recommendation from the Director of Community
Development.
• Can be studies, infrastructure or significant one time projects.
2. External: (Not lead by MODC) 75% of per annum amount to Major Project Grants.
Eligibility
- Must complete a major project grant application.
- Projects shall be a minimum amount of $10,000.
- Must be new projects.
- Should be primarily capital projects (not annual operational costs), programs, one time
celebratory projects, or studies.
- Potential projects must demonstrate support of one or more of the pillars of
sustainability in the following areas:
o Community capacity;
o Environment capacity;
o Economic capacity; or
o Social capacity.
- Must demonstrate ability to be financially sustainable after initial funding.
- Organizations/Projects shall meet the Major Grant Eligibility Criteria established by
Council under the Council Grant Program.
- Organizations are only eligible for one grant from the Municipality each fiscal year.
Application Procedure
- Applications must be submitted by January 31.
- Grants will be reviewed during budget deliberations and the amount of funding
approved will be determined at that time.
- Financial statements for the most recent year must be provided.
- A detailed project budget shall be provided, showing expenditure and all funding
sources.
- Partnerships will be viewed as an asset.
- Projects can be multi- year.
- If organizations have questions about the application or would like to receive assistance
in completing the form, please contact the Community Development Director at 902-
275-2599 or email tmaguire@chester.ca
- A completed report must be submitted to indicate how the funds were spent.
Evaluation
Applications will be reviewed using the following evaluation criteria:
- Benefit to the community at large.
- Demonstrate positive community impact.
- Demonstrate financial need of the organization for grant funding.
- Evidence of other financial partners and/or fundraising efforts.
- Project alignment with one or more of the pillars of sustainability in the following areas:
o Community capacity;
o Environment capacity;
o Economic capacity; or
o Social capacity.