HomeMy Public PortalAbout2016-06-30_Council_Public Agenda PackagePage 1 of 1
MUNICIPALITY OF THE DISTRICT OF CHESTER
CHESTER MUNICIPAL COUNCIL
Thursday, June 30, 2016 at 8:45 a.m.
151 King Street, Chester, NS
AGENDA
1. MEETING CALLED TO ORDER.
2. MINUTES OF PREVIOUS MEETING:
2.1 Council – Thursday, June 9, 2016
3. COMMITTEE REPORTS:
3.1 Committee of the Whole – June 23, 2016 – Warden Webber (TO FOLLOW)
3.2 Citizens Landfill Monitoring Committee – June 6, 2016 – Councillor Armstrong
3.3 Any other reports.
4. MATTERS ARISING (if any)
5. CORRESPONDENCE:
5.1 Email dated June 14, 2016 from UNSM regarding Resolutions Process.
5.2 Letter dated June 6, 2016 from Canadian Union of Postal Workers regarding federal government
review of public postal service.
5.3 Letter dated May 24, 2016 from Chair of South Shore Regional Network Liaison and Oversight
Committee regarding revisions to the South Shore REN Inter-Municipal Agreement.
5.4 Letter received June 7, 2016 from Jane Wentzell requesting an amendment to the zoning
designation of property at 1 Bid’s Way.
5.5 Final Report dated June 24, 2016 from Sperry Design re: Chester Brand Strategy and Design
Guidelines (appointment at 10:00 a.m.)
5.6 Information Sheet regarding Ride for Cancer on October 1, 2016 (appointment at 9:00 a.m.)
6. NEW BUSINESS:
6.1 Request for Decision – June 30, 2016 – Village Area Rate and Fire Rate.
6.2 Surplus Equipment Policy discussion.
6.3 Request for Decision – June 23, 2016 – Water Quality Monitoring Committee (Mill Cove).
7. ADJOURNMENT.
APPOINTMENTS ARRANGED
9:00 a.m. Dianna MacDonald – Aspotogan/Ride for Cancer
9:20 a.m. Forestry Conference follow-up - Brady Hennigar, Mac Barkhouse, Ruby Seffern, Debbie Reeves, Dale
Corkum, Ivan Corkum (Information to follow)
10:00 a.m. Sperry Design Inc. (Refer to item
In Camera following regular session under Section 22 of the MGA if necessary
1
This Inter-Municipal Agreement sets forth a framework for the creation
continued operation of a Regional Enterprise Network between:
The Town of Bridgewater, hereinafter referred to as ‘A’;
AND
The Town of Lockeport, hereinafter referred to as “B”;
AND
The Town of Lunenburg, hereinafter referred to as ‘C’;
AND
The Town of Mahone Bay, hereinafter referred to as ‘D’;
AND
The Town of Shelburne, hereinafter referred to as ‘E’;
AND
The Municipality of the District of Chester, hereinafter referred to as “F”;
AND
The Municipality of the District of Lunenburg, hereinafter referred to as “G”;
AND
The Municipality of the District of Shelburne, hereinafter referred to as “H”;
AND
The Region of Queens, hereinafter referred to as “I”.
(Collectively, the “Municipalities”)
WHEREAS the Municipalities are – together with various agencies and departments of the Provincial
and Federal Governments, as well as band councils under the Indian Act (Canada) – partners in regional
economic development;
AND WHEREAS the Municipalities wish to partner to ensure regional economic development
strategies that considers assets, business community, sector strengths, regional opportunities and
challenges, and takes into account provincial and regional priorities;
AND WHEREAS the Municipalities agree that Regional Enterprise Networks (“RENs”) are best
positioned to navigate and guide regional economic development in Nova Scotia, while supporting
business growth and retention in communities;
AND WHEREAS Section 60 of the Municipal Government Act (MGA) provides authority for
municipalities to enter into agreements with other municipalities, villages, service commissions, the
Government of the Province of Nova Scotia or of Canada or a department or agency of either of them, or
a band council pursuant to the Indian Act (Canada) to provide or administer municipal services on such
Formatted: Strikethrough
Formatted: Strikethrough
Formatted: Strikethrough
Formatted: Strikethrough
Formatted: Strikethrough
Formatted: Strikethrough
Formatted: Strikethrough
Formatted: Strikethrough
Formatted: Strikethrough
2
terms and conditions as the municipalities may agree, and for the municipalities to delegate responsibility
for the provision of such services to a body corporate;
AND WHEREAS economic development is a service which municipalities in Nova Scotia are
empowered to provide under the MGA;
AND WHEREAS the Municipalities have agreed established to establish a REN (the “South Shore
Regional Enterprise Network”, or “South Shore REN”) as a body corporate, and have delegated
responsibility for guiding economic development in their region to it;
AND WHEREAS the Municipalities which wish have to set out the terms and conditions for the
creation of the South Shore REN, and for certain matters related thereto;
AND WHEREAS the Municipalities have agreed to certain changes to the Original Agreement which are
contained in this Revised Municipal Agreement,
AND WHEREAS the Original Agreement remains in full force and effect except as revised by this Revised
Municipal Agreement;
NOW THIS AGREEMENT WITNESSETH that in consideration of the mutual covenants herein
contained and for other good and valuable consideration, the receipt and sufficiency of which is hereby
acknowledged, the Municipalities agree as follows:
1. Definitions
In this Agreement:
(a) “Audit Committee” means the Audit Committee for the South Shore REN, as appointed by the
Liaison and Oversight Committee Board of Directors hereunder;
(b) “Auditor” means a registered municipal auditor as this term is used in Section 457 of the MGA
who is appointed by the Audit CommitteeBoard of Directors to audit the financial affairs of the
South Shore REN;
(c) “Board of Directors” means the Board of Directors of the South Shore REN;
(d) “Capital Costs” means the amount expended by the South Shore REN for the acquisition of lands,
construction of buildings and structures upon lands, and equipping and fixturing of lands,
buildings and structures, including those amounts which by general practice would typically form
part of an entity’s capital costs as designated by those practicing accounting in Canada under
GAAP;
(e) “Contribution Agreement” means an agreement between the Province and the REN which
outlines a multi-year funding agreement for the South Shore REN;
(f) “Federal Government” means Her Majesty the Queen in right of Canada, as represented by
various federal ministries and governmental agencies;
(g) ”Fiscal year” means the South Shore REN’s fiscal year, which shall be a twelve (12) month period
commencing on April 1 of every year and ending on March 31 of every subsequent year;
(h) “FRAM” means the Financial Reporting and Accounting Manual prescribed from time to time
under the MGA;
(i) “GAAP” means Canadian generally accepted accounting principles, as established from time to
time by the Canadian Institute of Chartered Accountants or the Public Sector Accounting Board,
or any successor institutes, applicable as at the relevant date, and applied on a consistent basis;
(j) “Liaison and Oversight Committee” means the Liaison and Oversight Committee of the South
Shore REN, as established hereunder;
3
(k) “Operating Costs” means the costs associated with operating and administering the South Shore
REN;
(l) “Province” means Her Majesty the Queen in right of the Province of Nova Scotia, as represented
by various provincial ministries and governmental agencies, including the Ministry of Service Nova
Scotia and Municipal Relations;Department of Municipal Affairs;
(m) “Recruitment and Nominating Committee” means the Recruitment and Nominating Committee
of the South Shore REN, as appointed by the Liaison and Oversight Committee hereunder;
(n) “Region” means the geographic region of Nova Scotia that is made up of the Municipalities’
respective territorial jurisdictions; and
(o) “uniform assessment” has the same meaning as in the Municipal Grants Act, R.S.N.S. 1989, c. 302,
as amended from time to time.
2. Establishment of South Shore REN
(a) The Municipalities hereby agree to form the continued operation of a body corporate, known as
the South Shore Regional Enterprise Network (referred to herein as the “South Shore REN”), upon
the terms and conditions set out in this Agreement.
(b) This Agreement shall be filed with the Registry of Joint Stock Companies, and upon such filing shall
create continue the operation of a body corporate pursuant to Section 60 of the MGA.
3. Core Activities
The core activities of the South Shore REN are:
• 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.
• 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.
• 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.
• To deliver strategic tourism services to the South Shore REN area, including but not limited to: a
strategic tourism strategy that would be prepared in conjunction with partners and
stakeholders; providing supports to visitor information centres; working with the province to
develop a strategic area for targeted delivery of these services; and any other
tourism/marketing related requirements.
4. Powers
In addition to any other powers explicitly set out in this Agreement or which a body corporate may have
under the laws of Nova Scotia, the South Shore REN shall have all powers necessary to deliver the services
described herein and to perform any and all things necessary for the achievement of the South Shore
REN’s objects, including, without limiting the generality of the foregoing, the following:
(a) the full and delegated authority of the Municipalities to contract with any party hereto or any
third party for the provision of any service or facility necessary or advisable to carry out the objects
of the South Shore REN, including, but not limited to, contracts of employment with the CEO and
any other persons employed by the South Shore REN; and
(b) the power to accept gifts, assignments, devises and bequests of real and personal property, as
well as the power to apply them to the fulfillment of the objects of the South Shore REN; and.
Formatted: Strikethrough
4
(c) The REN shall not be authorized to initiate or authorize any purchase or acquisition of capital costs
land or buildings.
5. Funding
(a) It is anticipated that the Municipalities and the Province will enter into a Contribution Agreement
to establish the level of funding that the Municipalities on the one hand and the Province on the
other will provide to the South Shore REN on an annual basis. The funding level that will be
contributed by the member municipalities is outlined in clause 5.b.
(b) The municipal share of the annual budget for the first year of the REN will be $186,000 which shall
be prorated for months of operation.. This amount will increase by CPI on an annual basis or a
different amount at the discretion of the partnering units, by unanimous consent, whichever is
greatest. The CPI increase will be based on the consumer price index on October 1st of the previous
year.
The following table outlines the amount of the contribution for the first year of operation of the
REN from each municipal unit:
Municipality Contribution Amount
Region of Queens $31,193
Town of Bridgewater $23,318
Town of Lunenburg $7,451
Town of Mahone Bay $3,620
Municipality of the District of Chester $45,794
Municipality of the District of Lunenburg $60,000
Town of Lockeport $869
Town of Shelburne $2,590
Municipality of Shelburne $11,165
TOTAL $186,000
(c) The Municipalities will pay their respective shares to the REN in two equal amounts on April 1 and
September 1 of the fiscal year. A ten percent (10%) per annum interest rate will be applied to
unpaid amounts that are greater than thirty (30) days in arrears.
(d) Subject only to the withdrawal and termination provisions of this Agreement, the Municipalities
agree to commit to five-year terms of funding the South Shore REN.
(e) The partnering municipalities will review the funding structure on or before August 20, 2016
within two years of the execution of this Inter-municipal agreement to ensure that the funding
equation is fair and equitable to all members.
6. Budget and Revenue
(a) The Liaison and Oversight Committee shall confirm the amount of revenue that will be received
by the REN for the coming fiscal year by January 1st of every year.
(b) On or before March 1st of every year, the Board of Directors shall approve a budget and business
plan for the South Shore REN for the coming fiscal year. The budget and business plan are
submitted to the Liaison and Oversight Committee for information.
(c) The budget shall include the anticipated Operating Costs, Capital Costs, revenues, funding
contributions from each of the Municipalities and the Province, deficit or surplus from the
preceding fiscal year, and such other information as may be required from time to time.
(d) The budget shall be prepared in accordance with GAAP and FRAM, funding contracts and the
REN’s own financial policies.
5
7. Liaison and Oversight Committee
(a) The main functions of the Liaison and Oversight Committee shall be:
i. Strategic input to Board of Directors – Providing advice and input to the Board of Directors
to develop its Regional Economic Development Strategy;.
ii. Accountability for outcomes – Ensuring that the Board of Directors reports on achieves the
goals it establishes in the Regional Strategy;.
iii. Financial Accountability – Ensuring that the REN has excellent financial management
processes in place;.
iv. Self-Governance – Ensuring that it follows and publishes its own rules of governance; and.
v. Communication – Ensuring mechanisms are in place to support excellent communication,
feedback and strong linkages with the Board of Directors.
(b) The Liaison and Oversight Committee shall consist of:
i. one elected official from the Council of each of the Municipalities, or their designate; and
ii. members appointed by the Province pursuant to a Contribution Agreement between the
Province and the Municipalities.
(c) A Liaison and Oversight Committee shall be established and will be responsible for:
i. approving the 3-year regional economic development strategy for the South Shore REN;
ii. monitoring and evaluating the implementation of the regional economic development
strategy;
iii. reviewing and approving direction to the Board of Directors concerning any agreements
between the South Shore REN and any other entity which would require the South Shore
REN to expend a sum or sums of money in excess of $100,000;, and directing the CEO to
execute same on behalf of the South Shore REN; Chris what about this one?
iv. reporting and communicating with the Municipalities and the Province;
v. appointing the members of the Recruitment and Nominating Committee;
vi. appointing the members of the Board of Directors, based upon the recommendations
from the Recruitment and Nominating Committee; and
iv. appointing the members of the Audit Committee.
(e)(d) Those members of the Liaison and Oversight Committee who are elected council officials
(or their designates) are responsible for:
i. reporting on the South Shore REN’s progress to their respective Councils;
ii. communicating their respective Councils’ thoughts on the South Shore REN’s
progress to the Liaison and Oversight Committee; and
iii. soliciting the approval of their respective Councils for continuation of funding to
the South Shore REN.
(f)(e) Members of the Liaison and Oversight Committee are those members of council, or their
ddesignates, who shall serve on the committee at the pleasure of their respective councils.
(g)(f) The Liaison and Oversight Committee shall meet at least twice a year.
(h)(g) The Liaison and Oversight Committee shall, on an annual basis, appoint a Chair.
(i)(h) The Liaison and Oversight Committee shall, on an annual basis, appoint a Vice-Chair.
(j)(i) The Liaison and Oversight Committee Chair and Vice-Chair shall have written position
descriptions.
(k)(j) Decisions of the Liaison and Oversight Committee shall be made by majority vote with
each member having one vote, including the Chair and Vice-Chair.
(l)(k) All meetings of the Liaison and Oversight Committee require a quorum consisting of
three-quarters (75%)a majority of its total membership. If a quorum is not present, no business
may be transacted at a meeting of the Liaison and Oversight Committee.
(m)(l) All members present at a meeting of the Liaison and Oversight Committee, including the
person presiding, shall vote on a question.
Formatted: Not Highlight
Formatted: Not Highlight
6
(n)(m) A member of the Liaison and Oversight Committee who fails or refuses to vote on a
question is deemed to have voted in the negative.
(o)(n) In the event of a tie in a vote on a question, the tied vote results in the motion failing.
(p)(o) Expenses of the Liaison and Oversight Committee shall be provided by the REN as
approved within the budget.
8. Recruitment and Nominating Committee
(a) A Recruitment and Nominating Committee shall be appointed annually by the Liaison and
Oversight Committee and shall consist of the following members:
a) two members of the Liaison and Oversight Committee who are elected officials of the
Municipalities (or their designates);
b) two One members of the Liaison and Oversight Committee who are is appointed by the
Province; and
c) member(s) of the Board of Directors at the discretion of the Liaison and Oversight
Committee.
(b) The Recruitment and Nominating Committee shall be responsible for:
a. developing director selection criteria and identifies identifying and evaluates
evaluating potential Board of Director candidates;
b. recruiting and recommending candidates to serve on the Board of Directors to the
Liaison and Oversight Committee; and
c. ensuring (through the recommendation of candidates) that the Board of Directors is
made up of individuals who, collectively, have the required competencies and
personal attributes to carry out their responsibilities effectively; and
d. having developing and maintaining a competency matrix that is updated annually and
when vacancies arise. The competency matrix is used to identify competency “gaps”
on the Board and direct the search for new candidates; and
e. ensuring the Board has a Board succession plan to ensure the orderly turnover of
directors.
(c) Unless specified otherwise in the governing legislation, Board members are independent from
management and have no material interest in the organization; and
(d) The Committee shall ensure that the Board publishes the name, appointment term and a
comprehensive biography for each director on its web site.
(e) The Committee shall have written terms of reference that set out its roles and
responsibilities.
9. Audit Committee
(a) An Audit Committee shall be appointed annually by the Liaison and Oversight CommitteeBoard
of Directors and shall consist of the following members:
a) one official representative of the Province from the Liaison and Oversight Committee;
b) three elected officials, or their designates, from the Municipalities Three representatives
from the Board of Directors;
c) the Chair of the Board of Directors; and
d) the CEO (ex officio ).
(b) The Audit Committee shall be responsible for:
a) Recommending the appointment ofing the Auditor;
b) conducting a detailed review of the financial statements of the South Shore REN with the
Auditor on an annual basis;
c) evaluating the adequacy of the internal control systems of the South Shore REN;
d) reviewing the conduct and adequacy of the audit;
Formatted: Not Highlight
Formatted: Indent: Left: 1", No bullets or numbering
7
e) investigating such matters arising out of the audit as may appear to the Audit Committee
to require investigation;
f) any other matters determined by the Liaison and Oversight CommitteeBoard of Directors
to be the duties of the Audit Committee; and
g) making recommendations to the Liaison and Oversight Committee and the Board of
Directors.
(c) In carrying out their duties, the Auditor and the Audit Committee shall have unrestricted
access to all activities, records, property, and personnel of the South Shore REN.
(d) The Audit Committee shall, on an annual basis, appoint a Chair.
(e) The Audit Committee shall, on an annual basis, appoint a Vice-Chair.
(f) The Audit Committee Chair and Vice-Chair shall have written position descriptions.
(g) The Committee shall have written terms of reference that set out its roles and
responsibilities.
(h) The Audit Committee shall meet at least (insert number here) timestwice per year.
(i) All meetings of the Audit Committee shall require a quorum of (insert figure hereseventy five
percent (75%) of the membership of the committee). If a quorum is not present, no business
may be conducted at the meeting.
(j) For certainty, the REN is subject to review by the Municipal Auditor General with respect to
grants and funding received directly or indirectly from the Municipalities.
(k)(j) Committee members are financially literate and at least one member has
accounting or related financial management expertise.
(l)(k) Members of the Committee are independent from the external auditors.
(m)(l) The Committee annually reviews its terms of reference and assesses its effectiveness
in meeting the needs of the Board of Directors.
(n)(m) The external auditor reports directly to the Committee, not to management.
(o)(n) The Committee has an auditor independence policy and pre-approves all non-audit
services to be provided to the organization by the external auditor.
(p)(o) The Committee meets from time to time with the external and internal auditors
without management present.
(q)(p) The Committee reviews any proposed changes to the roles and duties of the
organization’s chief financial officer or financial support person.
(r)(q) The Committee has the authority to engage independent counsel and other
advisors to fulfill their audit function, with subject to prior approval from the Board
Chairof Directors.
10. Board of Directors
(a) The main tasks of the Board of Directors shall be:
a. Regional Economic Development Strategy – Overseeing the development and
implementation of the regional economic development strategy, in addition to annual
financial and business plans;
b. Building Relationships – Ensuring excellent communication and sound working
relationships with the Liaison and Oversight Committee, and other partners and
stakeholders;
c. Performance Management – Understanding how activities and services align with the
mandate and objectives of the regional economic development strategy, and ensuring
that there are procedures in place to monitor, measure, review, and improve REN
performance outcomes;
d. Strong Financial Stewardship – Stewarding the financial health of the organization by
ensuring that strong financial management skills and appropriate accountability
measures are in place;
8
e. Governance and Policy Development – Ensuring the existence of a sound governance
framework, including all the policies, practices, and procedures that define the decision-
making process and delineate the roles and responsibilities of the Board and the CEO;
f. Managing the CEO – Ensuring that there is a process in place to hire, manage and evaluate
the CEO.
g. Executive Limitations – The board prescribes the boundaries of prudence and ethics
within which the CEO makes decisions about the means by which to achieve the
objectives.
h. aAppointing the members of the Audit Committee.
g.
(c)(b) A Board of Directors shall be established and will be responsible for:
a) meeting with the Liaison and Oversight Committee at least once annually to report on all
activities of the South Shore REN, including, but without limiting the generality of the
foregoing, progress relative to the mandate, strategies, and objectives outlined in the
regional economic development strategy and any agreement entered into between the
South Shore REN, the Municipalities and the province;
b) delivering an annual report and audited financial statements to the Liaison and Oversight
Committee by July 31st of the following fiscal year;
c) coordinating and holding a joint annual general meeting open to all the Municipalities to
report on all activities of the South Shore REN;
d) reviewing and approving Contribution Agreements, and directing the CEO to execute
same on behalf of the South Shore REN;
e) subject to the oversight of the Liaison and Oversight Committee as set out in Article 7 of
this Agreement, reviewing and approving agreements between the REN and other entities
that are consistent with the approved regional economic development strategy and that
support the work of the Department of Economic and Rural Development and
TouriBusinesssm, Nova Scotia Business Inc., Innovacorp, Service Nova Scotia
andDepartment of Municipal RelationAffairss, and other economic development
agencies of the Municipalities, the Province, or the Federal Government, and directing
the CEO to execute the same on behalf of the South Shore REN;
f) appointing a CEO;
g) setting the terms to evaluate the CEO’s performance on an annual cycle;
h) developing, reviewing and approving written policies for the South Shore REN;
i) considering recommendations from the Audit Committee, implementing those it decides
are reasonable to adopt, including appointing the Auditor; and
j) subject to the other provisions of this Agreement, such other matters determined by the
Board of Directors and/or the Liaison and Oversight Committee that are consistent with
the regional economic development strategy.
(d)(c) The inaugural Board of Directors shall consist of eleven [municipally-appointed]
members consisting of:
i. Four elected officials: Two elected officials from Lunenburg County, and one
elected official each from the Region of Queens and Shelburne County; and
ii. One appointed business representative from each partnering municipality
(e)(d) Subject to the provisions regarding appointments to the inaugural Board of Directors and
replacing vacant positions, appointments Appointments to the Board of Directors are for a term
of one to three years, with an option to serve a maximum of a total of two consecutive terms.
(f) The appointments to the inaugural Board of Directors shall be for the following terms:
) one-third of the members shall be appointed for a one year term;
) one-third of the members shall be appointed for a two year term; and
) one-third of the members shall be appointed for a three year term.
(j)(e) Appointments to the Board of Directors shall be made by the Liaison and Oversight
Committee.
Formatted: English (United States)
Formatted: Not Highlight
Formatted: Indent: Hanging: 0.5"
Formatted: Not Highlight
Formatted: Indent: Left: 1", No bullets or numbering
9
(k)(f) The Board of Directors shall, on an annual basis, appoint a Chair.
(l)(g) The Board of Directors shall, on an annual basis, appoint a Vice-Chair.
(m)(h) The Board Chair and Vice-Chair shall have written position descriptions.
(n)(i) Decisions of the Board shall be made by majority vote, with each member having one
vote, including the Chair and Vice-Chair.
(o)(j) All meetings of the Board of Directors require a quorum consisting of a majority of the
maximum number of persons that may be appointed to the Board. If a quorum is not present, no
business may be transacted at the meeting.
(p)(k) All members of the Board of Directors present at a meeting of the Board, including the
person presiding, shall vote on a question.
(q)(l) A member of the Board of Directors present at a meeting who fails or refuses to vote on
a question before the Board is deemed to have voted in the negative.
(r)(m) In the event of a tie in a vote on a question, the question shall be determined in the
negative.
(s)(n) The Province and partnering municipalities will review the structure and composition of
the Board of Directors on or before August 20, 2016 within two years of the execution of this
Memorandum of Agreement to ensure its effectiveness.
11. CEO Hiring Committee (ad hoc)
(a) This Committee is responsible and accountable in for providing assistanceing to the Board in
the recruitment and selection of a CEO to ensure the effective operations of the REN.
Specifically the Committee will:
i. Develop a hiring procedure for recruiting and evaluating potential candidates of CEO,
including approving a job description and selection criteria.
ii. Recruit, evaluate and recommend a CEO to the Board to be the head of the administrative
branch of the South Shore REN.
(b) The Committee shall have written terms of reference that set out its roles and responsibilities.
12. Chief Executive Officer (CEO)
(a) The CEO is the head of the administrative branch of the South Shore REN, and is responsible to
the Board of Directors for the proper administration of the affairs of the South Shore REN in
accordance with its policies and procedures.
(b) The members of the Liaison and Oversight Committee and the Board of Directors shall
communicate with the employees of the South Shore REN solely through the CEO, except that the
Liaison and Oversight Committee and the Board of Directors may communicate directly with
employees of the REN to obtain or provide information.
(c) The Board of Directors shall provide direction on the objectives, policies and programs of the
South Shore REN to the CEO.
(d) The Board creates and publishes the CEO’s position description.
(e) The Board describes in writing the annual assessment process for the CEO.
a. The Board has a job description that sets out in detail the responsibilities of the CEO.
b. The Board establishes annual performance expectations for the CEO each year.
c. The Board annually assesses the CEO’s performance against the position description and
the performance expectations agreed upon at the beginning of each year.
d. The Board has an established written process for dealing with any complaints/internal
and external regarding the conduct of a Board member or a CEO.
13. New Municipalities joining the South Shore REN
Formatted: Not Highlight
Formatted: Not Highlight
10
A municipality, village, or band council pursuant to the Indian Act (Canada) that is not a party to this
agreement may, with the unanimous consent of the Municipalities that are then members of the South
Shore REN, join the South Shore REN, effective the first day of the following fiscal year, as of which date
the joining municipality, village, or band council shall be a “Municipality” for the purposes of, and subject
to all the terms and conditions of, this Agreement, including the funding requirements set out in Article
5.
14. Withdrawal and Termination
9.1) a) A Municipality may withdraw from the South Shore REN at the beginning of any fiscal year by
giving written notice to the Chair of the Liaison and Oversight Committee and the Chair of the Board of
Directors a minimum of twelve (12) months in advance of the fiscal year in which the participating
municipality intends to withdraw.
9.2) b) The Municipalities may unanimously agree to terminate this Agreement and dissolve
the South Shore REN at any time, provided that any such agreement be in writing and signed by
the duly authorized representative(s) of each Municipality.
9.3) c) Upon notification of withdrawal of a Municipality or the execution of a unanimous
agreement to dissolve the South Shore REN, the Board of Directors shall determine each
Municipality’s share of the assets and liabilities of the South Shore REN, up to and including the
withdrawal date or date of dissolution, in accordance with the following principles:
i. Each Municipality’s share of the assets of the South Shore REN shall be based upon the total
amount of funding they have provided to the South Shore REN up to the date of withdrawal,
as compared to the total amount of funding provided by all the Municipalities up to the date
of withdrawal; and
ii. Each Municipality’s proportionate responsibility for the liabilities of the South Shore REN shall
be based upon the total amount of funding they have provided to the South Shore REN up to
the date of withdrawal, as compared to the total amount of funding provided by all the
Municipalities up to the date of withdrawal
9.4) d) The Board of Directors shall then provide written notification to all the Municipalities
as to how it proposes that the assets and liabilities be distributed in accordance with the principles
in clause (14c).
9.5) e) After receiving the notification referred to in clause (14d), any Municipality shall have
sixty (60) days to challenge the proposed settlement by referring the matter to the dispute
resolution process set out in Article 1615. If no dispute is brought forward by the expiration of
this period, the decision of the Board of Directors will be deemed to be accepted, and shall be
final and binding upon all the Municipalities.
15. Dispute Resolution
(a) If a dispute arises during the term of this Agreement, and if the dispute cannot be settled through
negotiation, the parties agree to try in good faith to settle the dispute by mediation.
(b) Fifty percent (50%) of costs of mediation will be borne by the party raising the dispute.
(c) A mediator shall have all the powers conferred by, and a mediation will take place in accordance
with, the provisions of the Commercial Mediation Act, S.N.S. 2005, c. 36, except where its
provisions are inconsistent with the provisions of this Agreement, in which case the provisions of
this Agreement will prevail.
(d) If the dispute is not resolved by mediation within 90 days of the initiation of that procedure, the
dispute may be referred to arbitration by any party thereto. The arbitration decision is final, and
is binding upon all the parties to the dispute.
(e) An arbitrator or arbitral panel shall have all the powers conferred by, and an arbitration will take
place in accordance with, the provisions of the Commercial Arbitration Act, except where its
provisions are inconsistent with the provisions of this Agreement, in which case the provisions of
this Agreement will prevail.
(f) Allocation of the costs of arbitration will be determined by the arbitrator or the arbitral panel.
16. Conflict of Interest
Formatted: No bullets or numbering
Formatted: Indent: Left: 0.5", No bullets or numbering
Formatted: Indent: Left: 0.5", No bullets or numbering
11
(a) Where a member of the Liaison and Oversight Committee, the Recruitment and Nominating
Committee, the Audit Committee, or the Board of Directors, either on the member’s own behalf
or while acting for, by, with or through another, has any direct or indirect financial interest in any
matter and is present at a meeting of the Committee or Board at which the matter is the subject
of consideration, the member shall:
i. as soon as practicable after the commencement of the meeting disclose the interest and
the general nature thereof;
ii. withdraw from his place as member and leave the room in which the meeting is held for
the duration of the consideration of the matter;
iii. refrain from taking any part in the consideration or discussion of the matter and from
voting on any question relating to the matter; and
iv. refrain from attempting in any way, whether before, during or after the meeting, to
influence the decision of the council or local board with respect to the matter.
b) (b) Where the member was not present at a meeting at which a matter in which the member,
either on the member’s own behalf or while acting for, by, with or through another, has any
direct or indirect financial interest was the subject of consideration, the member shall disclose
the interest at the next meeting the member attends, and the provisions of subsection (1) shall
apply to the member in respect of the matter.
c) The minutes shall reflect any item where a member has declared a conflict of interest.
d) A member shall comply with this Section in respect of any matter in which the member
intends to obtain a financial interest, either on the member’s own behalf or while acting for, by,
with or through another.
(ed) A member has an indirect financial interest in any matter if the member or the member’s
nominee:
i. is a shareholder in, or director or senior officer of, a corporation that does not offer its
shares to the public
ii. has a substantial interest in, or is a director or senior officer of, a corporation that offers
its shares to the public; or
is a member of a body, whether incorporated or notiii. is a member of a body,
whether incorporated or not, that has an interest in any matter in which the South
Shore REN is concerned; or
iii. (b) if the member is a partner of or associated in a joint venture with a person, or is in the
employ of a person or body, whether incorporated or not, that has an interest in any matter in
which the South Shore REN is concerned.
17. Code of Conduct and Ethics
(a) The Board shall adopt a written Code of Conduct and Ethics for directors, officers and employees.
(b) The Board shall make a copy of the Code available to Board members and staff and any interested
parties.
(c) The Board shall describe how the Board monitors compliance with the code.
(d) The Board shall adopt a Code of Conduct and Ethics that is consistent with the Standards of Ethical
Conduct for Public Sector Organizations.
(e) The Board shall publish its Code of Conduct and Ethics.
18. Governing Law
Formatted: Indent: Left: 0.5"
Formatted: Font: Calibri, 11 pt
Formatted: Indent: Left: 0.75", Hanging: 0.25"
Formatted: Font: Calibri, 11 pt
Formatted: Font: Calibri, 11 pt
Formatted: Indent: Left: 0.25", Space Before: Auto, After:
Auto, No bullets or numbering, Pattern: Clear
Formatted: Font: Calibri, 11 pt
12
This Agreement shall, in all respects, be governed by, and construed and enforced in accordance with, the
laws of the Province of Nova Scotia.
19. Waiver of Agreement
Failure by any party to insist upon the strict performance of any of the covenants, terms, provisions or
conditions in this Agreement shall not be construed as a waiver or relinquishment of such covenant, term,
provision or condition, but the same shall continue and remain in full force. No waiver shall be deemed
to have been made unless expressed in writing.
20. Amendment or Modification
This Agreement may not be amended except by written instrument signed by all the Municipalities who,
as of the date of the amendment, have not withdrawn from the South Shore REN.
THIS AGREEMENT shall ensure to the benefit of and be binding upon the Municipalities and their
respective successors and assigns.
SIGNED and sealed in duplicate at _____________, Nova Scotia, Canada, on this _____day of,
_________20164.
Town of Bridgewater
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Town of Lockeport
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Town of Lunenburg
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Town of Mahone Bay
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Town of Shelburne
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Municipality of the District of Chester
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Municipality of the District of Lunenburg
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Municipality of the District of Shelburne
13
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
Region of Queens Municipality
Witness: _________________________ Per: ___________________________
Witness: _________________________ Per: ___________________________
FINAL REPORT:
THE MUNICIPALITY OF THE DISTRICT
OF CHESTER BRAND STRATEGY AND
DESIGN GUIDELINES
Prepared for
The Municipality of the District of Chester
Prepared by
Sperry Design Inc.
Prepared on
June 24, 2016
Suite PB 501, Historic Properties,
1869 Upper Water St, Halifax, NS B3J 1S9
(902) 482 2520
info@sperrydesign.ca | www.sperrydesign.ca
2 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
OVERVIEW
A brand Identity guide establishes guidelines for proper brand usage in communications channels,
materials and marketing collateral. This document should be distributed to all staff. The reason
for the brand book is to ensure complete uniformity in style and formatting wherever the brand is
used to ensure no dilution of that brand.
THE DOMINANT BRAND
It is important to consider Nova Scotia as a dominant brand before defining The Municipality of
the District of Chester and what it has to offer. When people think of Nova Scotia several distinct
images come to mind. Those images occupy a specific space in people’s minds. That association is
the Nova Scotia brand. Generally, people immediately think of the ocean, the Bluenose schooner,
lobster and seafood, Peggy’s Cove, lighthouses in general, the people, their character and warmth,
and the relaxed pace of life. People want to visit or live in Nova Scotia largely because they want to
experience the brand promise that Nova Scotia offers. This brand promise is also real to the people
that live here.
A brand has gravitational pull. The more emotionally connected you are to a brand, or the more
desirable the brand is, the more you are drawn toward it. Like products and services, this also
holds true for destinations and places.
SUB-BRANDS
A Dominant Brand can often extend itself into sub-brands to meet even more specific needs. Think
of Ford as a dominant brand, then from that dominant brand comes its sub-brands such as: Ford
Taurus, Ford Fiesta or Ford Edge. Ford has a diverse lineup to meet the diverse needs, wants and
lifestyles of its customers. In much the same way, the Nova Scotia brand offers several sub-
brands or regions that showcase the diversity of the province. This includes regional assets and
experiences offered to existing / potential visitors and residents.
Once you subscribe to the Nova Scotia dominant brand, you then have options, or sub-brands,
that can deliver different experiences based on the various regions in the province. For example,
you have the Halifax experience. Generally speaking, you can envision the city, its sites, the
waterfront, shopping, restaurants, and amenities. Cape Breton conjures images of the Cabot Trail,
The Highland National Park, music and Celtic culture. The Valley makes you think of apples, wine,
food, Grand Pre, and the Bay of Fundy. Last, but not least, when people think of Nova Scotia’s
South Shore, it’s all about beaches, sailing, lobster, Peggy’s Cove, artisans, Oak Island, pirates and
privateers, rum, rest and relaxation.
3 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRAND HIERARCHY
NOVA SCOTIAN DOMINANT BRAND CHARACTERISTICS
• Ocean
• Lobster and
seafood
• Peggy’s Cove
• Bluenose
• Lighthouses
• Fisherman
• The People /
Character
NOVA SCOTIAN REGIONAL SUB-BRAND CHARACTERISTICS
South Shore
• Beaches
• Sailing
• Lobster
• Peggy’s Cove
• Arts & Crafts
• People/Personality
• Oak Island
(Mystery)
Halifax
• City
• Waterfront
• Shopping
• Restaurants
• Universities
• Spring Garden Rd.
• Museums
• Citadel Hill
The Valley
• Apples
• Agriculture
• Grand Pré
• Wine/Vineyards
• Artistic
People
• Gardens
• Port Royal
Cape Breton
• CB Highlands NP
• Cabot Trail
• Music
• Celtic/Scottish
culture
• Links Golf
• Glenora Distillery
• Salmon Fishing
CHESTER BRAND CHARACTERISTICS
When you look a little closer, you see that The Municipality of the District of Chester is the
embodiment of the South Shore. It more or less has all the of the South Shore’s offerings.
Liverpool, Yarmouth and Mahone Bay may claim some of these things, but not all of them. Chester
has them all. This sentiment was expressed repeatedly by your residents during our discovery
process. “The Municipality is a perfect slice of Nova Scotia – highlighting all the best parts – sea,
coastline, heritage, beauty, farmlands, culture, and wonderfully warm and friendly people.” “It’s a
beautiful place on the ocean where people are talented and kind. The scenery is beautiful and the
food and shopping are local.”
4 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
TAPPING INTO YOUR BRAND
People are not interested in what you are. You are a municipality. There are lots of Municipalities
in Nova Scotia. They are interested in why. Why would they choose to live, work, visit or play in
MODC? That is the real question. Why would someone buy an iPhone versus an Android? Why
would someone buy Dodge Ram versus a Ford F 150? People buy one thing over another because
of how it makes them feel. It deals with the benefits, pleasure and experience one gets from a
product, service or destination. Understanding “why” is essential to knowing how to communicate
“how” and “what” you do.
Branding is about tapping into that special space in people’s minds that is set aside and reserved
for a special experience. Successful branding taps into the senses. This is exactly the reason why
people will leave Halifax and spend the day picking apples at an orchard and buying wine from a
winery in the Valley versus just going to Sobeys and the NSLC. That’s the brand’s gravitational pull
at work.
WHAT IS MODC?
The Municipality of the District of Chester (MODC) is strategically located between Halifax and
Bridgewater. The area is known as the gateway to the South Shore and is easily accessed from
Halifax. It is a geographically diverse rural / urban(ish) community that is home to approximately
11, 000 people. MODC boasts much sought after natural environments and landscapes, such as
ocean and lakeside waterfront, tracks of farmland and forested areas as well as an abundance of
amenities and services. That is WHAT you are.
MODC desired a unique and relevant brand, image and strategy to support its strategic goal of
fostering economic prosperity. MODC desired a strategic brand design team to develop a unifying
message that will produce tangible increases in commercial and industrial activity, economic
development, and tourism and community pride.
WHY MODC?
In other words, WHY MODC? In order to answer WHY, we needed to:
• Distinguish you
• Reinforce and direct focus towards your competitive advantages
• Provide you with a basis for building community pride and engagement, and
• Build a foundation that would encourage other groups and associations to participate in a
cohesive communications and branding effort
Many people think of community / destination branding simply as a logo with the community name
and graphics. When people think of MODC, what image or feeling comes to their mind? Creating a
unique and relevant tagline and brand story is the key to creating desire that lures your prospects
and pulls them in. That story is critical to starting the conversation about visiting, living, working,
and playing in the Municipality of the District of Chester.
5 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
YOUR CORE BRAND VALUES
What words convey the essence of the your Municipality? What is MODC about? Brand values are
what your residents and visitors value most about your municipality. Your values are the source
from which all aspects of your brand will flow and communicate clearly. Your core values must be
simple, believable, real, and understood. People (residents, businesses, and visitors) value MODC
for its:
NATURAL BEAUTY
The Municipality of the District of Chester is “a perfect slice of Nova Scotia” when it comes to
natural beauty and diverse landscape. Pristine coastline, golden beaches, along with unspoiled
lakes and rivers, rolling farmlands, forests and the hundreds of islands of Mahone Bay are just a
few of the riches that lure people to this place. Many artists reside here, inspired by the scenic
beauty that surrounds them everyday. As MODC’s natural beauty is of such value to residents
and visitors, the municipality has taken a leadership role in preserving and keeping its natural
resources safe, beginning with the installation of a large wind farm in New Ross.
QUALITY OF LIFE / LIFESTYLE
Those who live in, work in, and visit the Municipality of the District of Chester treasure the quality
of life that is found here. Its laid-back, balanced, and quiet environment lets residents feel close to
family, friends and neighbours. It is a close-knit and supportive community. All of the necessities
and amenities, including shops, restaurants, arts & culture and recreational opportunities,
that major city centres enjoy, are all found here. Plus there’s the added bonus of MODC’s close
proximity to Halifax and Bridgewater for travel and business. With one of the lowest tax rates
in the province, housing and land are affordable and available. The natural beauty and riches of
MODC’s many landscapes - from ocean and farmland to lakes, rivers and forests - inspire the
adventurous spirit, and foster a rural feeling of peace, safety and tranquility that is worth its
weight in gold.
ACCESSIBILITY (LOCATION! LOCATION!)
Living, working and playing in the Municipality of the District of Chester is all about ease of
accessibility and location. Despite its peaceful, simple, and rural lifestyle, the municipality and
its people enjoy easy access to a wide array of services and amenities, such as local shops,
restaurants, schools, cultural venues, businesses and healthcare. Residents and visitors have
access to the ocean as well as the area’s various lakes, rivers and trails for recreation. MODC’s
central location in the province is ideal for residents and visitors and makes travel and doing
business easy, as the Municipality boasts close proximity to Halifax and the International Airport.
MODC is also close to the Town of Bridgewater, and the Annapolis Valley.
6 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
YOUR BRAND PERSONALITY
What words best capture the Municipality of the District of Chester? In contrast to brand values,
brand personality traits are a way to communicate brand values and tailor them to a specified
target market. Personality should dictate the tone and attitude of your brand and how you market
MODC. In your municipality’s case, this is current and potential residents, visitors and businesses.
What words best describe MODC? Think of your municipality as a person, what words best describe
him/her? MODC is:
FRIENDLY
The Municipality of the District of Chester is a treasure trove of friendly communities, each
differing from the other and offering different experiences, and scenery. The people are welcoming,
community-minded, resilient, comprise a strong volunteer base, and are more than willing to help
out neighbours and newcomers. There is also an open, welcoming and comfortable approach to
community and business issues which MODC residents take pride in. Whether you are sailing near
the Village of Chester, biking along the Aspotogan Peninsula, or admiring the fall foliage of New
Ross, the friendly and warm people enhance MODC’s diverse landscape, natural beauty, and rich
lifestyle.
TRANQUIL
A mere 45 minutes from the hustle and bustle of Halifax, MODC is a quiet, peaceful, and a safe
haven for those who value a more laid-back and rural lifestyle. People are free to enjoy cultural
or recreational pursuits. MODC is the ideal place and the logical choice for those wanting to raise
a family, retire, operate a business, or those who seek adventure and recreation in the form of
sailing, hiking or golfing.
BEAUTIFUL
The natural beauty of coastline, waterways, farmlands and forest, blended with the area’s rich
architecture of grand homes, family farms with their red barns, and fishing wharves, makes the
Municipality of the District of Chester a charming visual treasure for residents and visitors. MODC
is also spacious and abundant. Significant residential and development opportunities exist.
7 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
YOUR BRAND POSITION
WHAT SETS MODC APART?
What makes the Municipality of the District of Chester unique and different than other
municipalities in Nova Scotia?
What does MODC have that the others don’t? What will make people want to live, visit and operate
a business here? Your positioning statement has to start a conversation with people and answer
that question.
Your positioning statement:
• defines clearly, what makes your municipality unique compared to other municipalities on the
South Shore, and Nova Scotia at large,
• puts the MODC name and brand in the mind of existing and prospective residents, visitors and
business operators/entrepreneurs, and keep it there, and
• tells the story of the Municipality of Chester, its value and its benefits, to create a rapport with
current and prospective residents, visitors and businesses.
The Municipality of the District of Chester...
is the embodiment of the South Shore. It holds all of the South Shore’s offerings. Liverpool,
Yarmouth and Mahone Bay may claim some of these assets, but certainly not all of them. MODC, on
the other hand, has all of them.
YOUR BRAND POSITIONING STATEMENT
The Municipality of the District of Chester is exclusive,
naturally beautiful, and convenient for people seeking
the best of Nova Scotia in one place.
In essence MODC has the greatest concentration of riches in Nova Scotia, for example:
• Beaches
• Farm Country
• Sailing
• Lobster
• Arts & Culture
• People/Personality
8 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
YOUR BRAND STORY / TAGLINE
Your Tagline is an often-repeated phrase that must be synonymous with MODC. It will often appear
with your logo / brandmark. Your Tagline must communicate your big idea and creatively deliver
your positioning statement (the best of Nova Scotia in one place).
A tagline must be short, succinct, and catchy. It is perhaps the most important and memorable
element of your brand. It is the focal point and center of your brand universe.
LET YOUR TAGLINE DO THE TALKING
Your municipal focus and tagline needs to communicate that MODC has the greatest concentration
of riches, and the best of Nova Scotia all in one place.
The treasures of MODC are accessible, easy, and there for the taking, waiting to be enjoyed by
those who want to claim them. Natural Beauty, Lifestyle, and Accessibility are your core values,
and are “treasured” by your people and those who visit. Within these treasures lie the gems and
jewels that are exclusive to MODC, such as the ocean, its beaches, recreational activities such as
sailing and golf, its friendly people, close and convenient proximity to Halifax, Oak Island, rum,
pirates and arts and culture, to name a few.
Your Tagline is the focal point and center of your brand universe. It must communicate your big
idea and creatively deliver your positioning statement “The best of Nova Scotia in one place” and
“the greatest concentration of riches in Nova Scotia”.
THE MUNICIPALITY OF THE DISTRICT OF CHESTER’S BRAND TAGLINE IS:
Nova Scotia’s Treasure.
9 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
YOUR BRAND TONE OF VOICE
If the Municipality of the District of Chester were a person, what would he/she sound like? Your
tone of voice allows you to express your values and your personality through the language you
use and your tone of voice. Think of your residents. Who are they and how do they speak to one
another? How do they speak to visitors? Your tone of voice dictates the tone and attitude in
which you deliver your brand. It will dictate the tone and attitude for your web content, tourism
initiatives and economic development. People will come to recognize your tone and attitude. It will
also become synonymous with your brand.
THE MUNICIPALITY OF THE DISTRICT’S TONE OF VOICE IS:
Friendly
Confident
Welcoming
Mysterious
Fascinating
Intriguing
Fun
Dash of exclusivity
10 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRAND IMPLEMENTATION
This brand standards document serves as a starting point in terms of rolling out the new MODC
brand. The storyline and design elements in the manual need to be adopted and used consistently
in all marketing and communications going forward. Consistent use of the storyline and graphic
elements will, over time, gain momentum, familiarity, strength and recognition. This will ultimately
build brand equity within the municipality as well as for tourism and economic development
markets.
In essence the task of building a brand begins now. Internally, new business cards and stationery
are typically the first items to be rebranded. From there, all marketing and communications should
follow suit and adopt the new brand standards. In general terms, any items that have the old logo
should be replaced.
Typically, the municipality would undertake a formal brand launch.
11 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
YOUR BRAND COLOUR PALETTE
RATIONALE
The following colours have been selected for MODC to create consistent visual brand recognition
in the marketplace.
Blue
• sky
• water
• rivers, lakes
Green
• farms
• forests
• fields
• trees
• lawns
• golf course
• money
• green energy
Orange
• warmth
• hospitality
• sun
• energy
White
• clouds
• boat sails
• clean air
• wind
• houses
• pristine
• white caps
Gold
• treasure
PANTONE®
464 C
PANTONE®
872 C
PANTONE®
3395 C
PANTONE®
349 C
PANTONE®
Process Blue C
PANTONE®
306 C
PANTONE®
144 C
PANTONE®
142 C
Colour C M Y K R G B Pantone
Chester Metalic Gold – – – – – – – 872 C
Chester Gold 33 64 97 24 143 89 39 464 C
Chester Dk. Green 90 33 100 26 2 105 55 349 C
Chester Lt. Green 85 0 65 0 0 193 139 3395 C
Chester Dk. Blue 100 35 7 0 0 130 202 Process Blue C
Chester Lt. Blue 81 3 5 0 0 179 227 306 C
Chester Dk. Orange 2 54 100 0 243 139 0 144 C
Chester Lt. Orange 3 27 83 0 245 189 71 142 C
12 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK
The municipal brandmark:
• visually ties all of marketing and communications materials together
• visually expresses the municipal tagline
• increases municipal brand recognition
• acts as the cornerstone of the municipal brand
13 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - REVERSED
14 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - BLACK ONLY
15 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - WITH TAGLINE
16 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - WITH TAGLINE, REVERSED
17 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - WITH TAGLINE, BLACK ONLY
18 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - CLEAR AREA
19 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK WITH TAG - CLEAR AREA
20 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
LOGO WITH TAGLINE VERSUS WITHOUT TAGLINE
Your tagline, “Nova Scotia’s Treasure” is your primary marketing message and can be used in two
ways. Its primacy is established and expressed by its position in lock-up with the Municipality of
Chester’s master brand signature. It can also be used independently as a tagline logotype.
The MODC tagline lock-up or logotype may be used on external and internal communications
materials (print and digital). Its use may be appropriate for select advertising, marketing and
promotional materials (like literature, conference banners and packaging).
The logo may be reproduced with the tagline, and in other circumstances may appear separate.
Some latitude can be taken on the matter, and for the most part will be addressed on a case-by-
case basis. For example, on an enamel lapel pin, it would make sense to drop the tagline and utilize
the Brandmark only. On a ball cap, the logo may appear of the front of the cap, while the tagline
could appear on the rear. On a tourism ad, “Nova Scotia’s Treasure” may appear as a headline,
while the logo could appear separate near the bottom of the ad with a URL.
21 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
RETIRING THE OLD LOGO OVER TIME
Budgetary concerns may prohibit retiring the old logo and implementing the new one all at once.
Certain roll-out items can be rebranded in stages. The municipality should prioritize and table
which items take precedence.
On certain items, decals can be used to cover the old logo as a temporary measure. For example,
on municipal property signs, a new decal could cover the old logo until new signage budgets are
approved.
While it is important that the new logo replace the retired branding images of the crest and
sailboats, moving forward, the crest could be elevated to become a symbolic “Coat of Arms” for
the Municipality of the District of Chester.
This will reflect the nostalgic historic significance of the crest. It could be continue to be used on
the Official Flag to designate the importance and significance of the crest. The Crest, or symbolic
Coat of arms, should be limited to use on the flag and special official documents issued by Council.
SUGGESTED ROLL-OUT ITEMS
General
• Business cards
• Letterheads
• Envelopes
• Email signatures and instruction to staff
• Applications
• Building Signage
• Vehicle Signage
• Name badges
• Uniforms
Other marketing materials
• Newsletter
• Presentations
• Word document templates such as quotations, proposals, specifications etc.
• Brochures, flyers, catalogues
• Promotional items - Pens, pins, shirts, license plates
• Trade show kit
• Digital banner ads
• Send an email announcing the change to all contacts
• Consider some PR in local press
• Advertise in local paper
22 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
Website
• Update the brand name and logo on existing site
• Update all Page Titles and Descriptions
• Add a blog post or news item to your website to announce the new brand
• Update keywords to reflect any changes
• Update listings in online directories
• Send your updated brand to any other websites that mention you and link to updated site
Social Media
• Update Facebook page and link
• Update Twitter account
• Tweet new brand
• Tweet new brand intermittently over the first 3-6 months
• Update links on your website to new account
Operational
• Update invoices
• Internal Documents
• Contracts
• Cheques
Signage
Newly rebranded, large, community identity highway signage should be implemented on
Highway 103 at the county line with Halifax (between 5 and 6) and the county line at
District of Lunenburg (Between exit 9 and 10).
Four supporting smaller signs could be erected at:
• Highway # 3 at county line with Halifax
• Highway # 3 at county line at District of Lunenburg
• Highway 12 at Kings Line
• Highway 14 at Hants Line
23 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - PREFERED PLACEMENT OPTIONS
C
C
L
Prefered: Center bottom
Prefered for horizontal banner: Center
Accepted: Left aligned to
dominent element
24 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - PREFERED TAGLINE PLACEMENT
C
C
L
Prefered: Center bottom and top
Prefered for horizontal banner: Center
Accepted: Left aligned to
dominent element
25 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - ALTERNATE TAGLINE PLACEMENT
C
C
Center bottom and top only
Horizontal banner: Center only
26 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRANDMARK - UNACCEPTED USAGE
Do not reverse logo out of
any brand colour other than
Chester Dk Blue
Do not place logo over
patterns
Do not reverse logo on
values less that the
equivalent of 60% black
Do not skew or rotate logo
Do not change logo colours
Do not change proportions
Do not change font
27 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
TYPEFACES
The following typefaces have been selected for your marketing and communications to create a
readable, coherent, and visually satisfying aesthetic.
Elmhurst is used for the logo type and the tagline type. Elmhurst is not used for any other
application.
Elmhurst
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 123456789
Fira Sans is used for stationary and marketing colateral.
Download Fira Sans from: https://www.fontsquirrel.com/fonts/fira-sans
Fira Sans Regular
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 123456789
Fira Sans Italic
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 123456789
Fira Sans Bold
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 123456789
28 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRAND PHOTOGRAPHY
The MODC brand will be, in part, visually driven by strong photographic images. It is recommended
that MODC develop a visual image bank based on the brand standards to call upon to enhance and
enliven its brand marketing collateral.
Brand Photography is a visual extension of MODC’s Brand Values and Brand Traits and should
serve to reinforce and support its:
• Natural Beauty
• Quality of Life / Lifestyle
• Accessibility (Location! Location!)
Brand Photography should also convey:
• Friendliness
• Tranquility
• Beauty
The following stock image examples are placeholder images selected to convey the overall desired
look and feel for MODC’s marketing and communications. Please note that these images are not
licensed for MODC’s use. It is recommended that MODC invest in the development and design of a
photo library for the creation of consistent messaging and collateral materials.
29 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BRAND PHOTOGRAPHY – EXAMPLES
Brand attribute: Quality of Life / Lifestyle
Brand attribute: Natural Beauty
Brand attribute: Accessibility (Location! Location!)
30 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
STATIONARY
January 1, 2017
John Smith
1234 Main Street
Anytown, NS B3H
1
J
7
Dear John,
Lorem ipsum dol
o
r
s
i
t
a
m
e
t
,
c
o
n
s
e
c
t
e
t
u
r
a
d
i
p
i
s
c
i
n
g
e
l
i
t
.
C
r
a
s
n
e
c
m
e
t
u
s
e
u
m
a
s
s
a
v
e
h
i
c
u
l
a
tempus. Nam bibe
n
d
u
m
q
u
a
m
v
e
l
i
t
,
u
t
u
l
l
a
m
c
o
r
p
e
r
m
a
u
r
i
s
v
u
l
p
u
t
a
t
e
v
i
t
a
e
.
A
l
i
q
u
a
m
tincidunt, ex ut d
a
p
i
b
u
s
s
a
g
i
t
t
i
s
,
m
a
s
s
a
l
i
g
u
l
a
m
a
t
t
i
s
d
i
a
m
,
s
e
d
f
e
u
g
i
a
t
m
a
g
n
a
a
u
g
u
e
s
e
d
enim. Ut varius v
e
l
m
a
u
r
i
s
n
e
c
c
o
n
g
u
e
.
P
r
a
e
s
e
n
t
p
l
a
c
e
r
a
t
a
l
i
q
u
a
m
v
e
l
i
t
,
e
t
v
e
h
i
c
u
l
a
u
r
n
a
pulvinar in. Vivam
u
s
s
o
l
l
i
c
i
t
u
d
i
n
j
u
s
t
o
a
c
a
u
c
t
o
r
l
a
c
i
n
i
a
.
I
n
t
e
g
e
r
f
e
r
m
e
n
t
u
m
s
e
m
m
a
u
r
i
s
,
maximus iaculis
n
u
l
l
a
r
h
o
n
c
u
s
u
t
.
E
t
i
a
m
l
a
c
u
s
r
i
s
u
s
,
t
i
n
c
i
d
u
n
t
e
u
e
r
o
s
v
i
t
a
e
,
t
i
n
c
i
d
u
n
t
vehicula turpis. Et
i
a
m
c
o
n
v
a
l
l
i
s
n
u
l
l
a
e
g
e
t
n
i
s
l
p
e
l
l
e
n
t
e
s
q
u
e
,
s
e
d
r
h
o
n
c
u
s
o
r
c
i
f
e
r
m
e
n
t
u
m
.
In hac habitasse
p
l
a
t
e
a
d
i
c
t
u
m
s
t
.
Donec ullamcorp
e
r
v
a
r
i
u
s
c
u
r
s
u
s
.
C
u
r
a
b
i
t
u
r
l
u
c
t
u
s
,
p
u
r
u
s
q
u
i
s
c
o
n
s
e
q
u
a
t
p
e
l
l
e
n
t
e
s
q
u
e
,
libero sapien laci
n
i
a
t
o
r
t
o
r
,
n
e
c
m
a
t
t
i
s
l
a
c
u
s
o
d
i
o
q
u
i
s
n
i
s
i
.
D
o
n
e
c
e
l
e
i
f
e
n
d
v
i
t
a
e
v
e
l
i
t
a
t
euismod. Donec t
u
r
p
i
s
l
e
o
,
v
u
l
p
u
t
a
t
e
e
u
m
a
s
s
a
a
c
,
v
e
h
i
c
u
l
a
v
a
r
i
u
s
s
e
m
.
D
o
n
e
c
e
g
e
s
t
a
s
a
n
t
e
id varius eleifend.
A
e
n
e
a
n
i
m
p
e
r
d
i
e
t
i
m
p
e
r
d
i
e
t
l
o
r
e
m
e
u
e
l
e
m
e
n
t
u
m
.
N
u
l
l
a
f
a
c
i
l
i
s
i
.
M
a
u
r
i
s
scelerisque ferme
n
t
u
m
m
a
t
t
i
s
.
C
r
a
s
n
i
b
h
d
u
i
,
f
i
n
i
b
u
s
u
t
c
o
n
s
e
q
u
a
t
a
t
,
a
c
c
u
m
s
a
n
i
n
n
u
l
l
a
.
U
t
consectetur felis
n
e
c
d
i
a
m
v
u
l
p
u
t
a
t
e
u
l
t
r
i
c
e
s
.
I
n
t
e
g
e
r
c
u
r
s
u
s
d
i
a
m
l
e
o
,
a
t
i
m
p
e
r
d
i
e
t
a
n
t
e
aliquam vitae. Ut
i
n
v
e
l
i
t
f
e
l
i
s
.
C
r
a
s
a
p
u
r
u
s
p
u
r
u
s
.
M
a
u
r
i
s
p
u
l
v
i
n
a
r
v
e
l
i
t
v
i
t
a
e
n
i
s
l
s
a
g
i
t
t
i
s
,
eget placerat odio
t
e
m
p
u
s
.
Sed egestas facili
s
i
s
d
u
i
,
n
e
c
f
r
i
n
g
i
l
l
a
n
i
s
i
h
e
n
d
r
e
r
i
t
e
t
.
A
l
i
q
u
a
m
e
r
a
t
v
o
l
u
t
p
a
t
.
M
a
e
c
e
n
a
s
varius massa sod
a
l
e
s
,
a
l
i
q
u
a
m
a
u
g
u
e
u
t
,
d
a
p
i
b
u
s
n
i
b
h
.
C
r
a
s
v
i
t
a
e
l
i
g
u
l
a
j
u
s
t
o
.
E
t
i
a
m
s
e
d
vestibulum ipsum
.
A
l
i
q
u
a
m
e
r
a
t
v
o
l
u
t
p
a
t
.
F
u
s
c
e
i
d
f
r
i
n
g
i
l
l
a
e
r
o
s
.
V
e
s
t
i
b
u
l
u
m
e
t
n
i
s
l
hendrerit, egesta
s
t
o
r
t
o
r
s
e
d
,
s
e
m
p
e
r
f
e
l
i
s
.
S
u
s
p
e
n
d
i
s
s
e
n
u
n
c
l
e
o
,
t
e
m
p
u
s
v
e
l
e
n
i
m
e
g
e
t
,
venenatis rutrum
m
a
u
r
i
s
.
N
u
n
c
v
e
l
p
l
a
c
e
r
a
t
n
u
n
c
.
U
t
b
i
b
e
n
d
u
m
p
o
r
t
t
i
t
o
r
l
e
o
s
o
l
l
i
c
i
t
u
d
i
n
ultrices. Curabitur
m
i
m
a
u
r
i
s
,
s
e
m
p
e
r
v
e
l
v
e
h
i
c
u
l
a
s
e
d
,
u
l
t
r
i
c
i
e
s
n
o
n
a
r
c
u
.
Q
u
i
s
q
u
e
q
u
i
s
dignissim dolor.
Yours sincerely,
John Jones
chestermunicipal
i
t
y
chestermun
Municipality of Ch
e
s
t
e
r
PO Box 369, 151 Ki
n
g
S
t
,
Chester, NS B0J 1J
0
Phone: (902) 000-
0
0
0
Fax: (902) 000-00
0
admin@chester.c
a
www.chester.ca
Tammy Wilson
Chief Administrative Officer
Municipality of ChesterPO Box 369, 151 King St,
Chester, NS B0J 1J0
www.chester.ca
twilson@chester.caPhone: (902) 275-3554
Cell: (902) 275-9999
Fax: (902) 275-4771
chestermunicipality
chestermun
The Municipality of Chester
PO Box 369, 151 King St,
Chester, NS B0J 1J0 0000000
31 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
STATIONARY – LETTERHEAD
STATIONARY – #10 ENVELOPE
January 1, 2017
John Smith
1234 Main Street
Anytown, NS B3H 1J7
Dear John,
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Cras nec metus eu massa vehicula
tempus. Nam bibendum quam velit, ut ullamcorper mauris vulputate vitae. Aliquam
tincidunt, ex ut dapibus sagittis, massa ligula mattis diam, sed feugiat magna augue sed
enim. Ut varius vel mauris nec congue. Praesent placerat aliquam velit, et vehicula urna
pulvinar in. Vivamus sollicitudin justo ac auctor lacinia. Integer fermentum sem mauris,
maximus iaculis nulla rhoncus ut. Etiam lacus risus, tincidunt eu eros vitae, tincidunt
vehicula turpis. Etiam convallis nulla eget nisl pellentesque, sed rhoncus orci fermentum.
In hac habitasse platea dictumst.
Donec ullamcorper varius cursus. Curabitur luctus, purus quis consequat pellentesque,
libero sapien lacinia tortor, nec mattis lacus odio quis nisi. Donec eleifend vitae velit at
euismod. Donec turpis leo, vulputate eu massa ac, vehicula varius sem. Donec egestas ante
id varius eleifend. Aenean imperdiet imperdiet lorem eu elementum. Nulla facilisi. Mauris
scelerisque fermentum mattis. Cras nibh dui, finibus ut consequat at, accumsan in nulla. Ut
consectetur felis nec diam vulputate ultrices. Integer cursus diam leo, at imperdiet ante
aliquam vitae. Ut in velit felis. Cras a purus purus. Mauris pulvinar velit vitae nisl sagittis,
eget placerat odio tempus.
Sed egestas facilisis dui, nec fringilla nisi hendrerit et. Aliquam erat volutpat. Maecenas
varius massa sodales, aliquam augue ut, dapibus nibh. Cras vitae ligula justo. Etiam sed
vestibulum ipsum. Aliquam erat volutpat. Fusce id fringilla eros. Vestibulum et nisl
hendrerit, egestas tortor sed, semper felis. Suspendisse nunc leo, tempus vel enim eget,
venenatis rutrum mauris. Nunc vel placerat nunc. Ut bibendum porttitor leo sollicitudin
ultrices. Curabitur mi mauris, semper vel vehicula sed, ultricies non arcu. Quisque quis
dignissim dolor.
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Cras nec metus eu massa vehicula
tempus. Nam bibendum quam velit, ut ullamcorper mauris vulputate vitae. Aliquam
tincidunt, ex ut dapibus sagittis, massa ligula mattis diam, sed feugiat magna augue sed
enim. Ut varius vel mauris nec congue. Praesent placerat aliquam velit, et vehicula urna
pulvinar in. Vivamus sollicitudin justo ac auctor lacinia. Integer fermentum sem mauris,
maximus iaculis nulla rhoncus ut. Etiam lacus risus, tincidunt eu eros vitae, tincidunt
vehicula turpis. Etiam convallis nulla eget nisl pellentesque, sed rhoncus orci fermentum.
In hac habitasse platea dictumst.
chestermunicipality
chestermun
Municipality of ChesterPO Box 369, 151 King St,Chester, NS B0J 1J0
Phone: (902) 000-000 Fax: (902) 000-000admin@chester.cawww.chester.ca
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Cras nec metus eu massa vehicula
tempus. Nam bibendum quam velit, ut ullamcorper mauris vulputate vitae. Aliquam
tincidunt, ex ut dapibus sagittis, massa ligula mattis diam, sed feugiat magna augue sed
enim. Ut varius vel mauris nec congue. Praesent placerat aliquam velit, et vehicula urna
pulvinar in. Vivamus sollicitudin justo ac auctor lacinia. Integer fermentum sem mauris,
maximus iaculis nulla rhoncus ut. Etiam lacus risus, tincidunt eu eros vitae, tincidunt
vehicula turpis. Etiam convallis nulla eget nisl pellentesque, sed rhoncus orci fermentum.
In hac habitasse platea dictumst.
Donec ullamcorper varius cursus. Curabitur luctus, purus quis consequat pellentesque,
libero sapien lacinia tortor, nec mattis lacus odio quis nisi. Donec eleifend vitae velit at
euismod. Donec turpis leo, vulputate eu massa ac, vehicula varius sem. Donec egestas ante
id varius eleifend. Aenean imperdiet imperdiet lorem eu elementum. Nulla facilisi. Mauris
scelerisque fermentum mattis. Cras nibh dui, finibus ut consequat at, accumsan in nulla. Ut
consectetur felis nec diam vulputate ultrices. Integer cursus diam leo, at imperdiet ante
aliquam vitae. Ut in velit felis. Cras a purus purus. Mauris pulvinar velit vitae nisl sagittis,
eget placerat odio tempus.
Sed egestas facilisis dui, nec fringilla nisi hendrerit et. Aliquam erat volutpat. Maecenas
varius massa sodales, aliquam augue ut, dapibus nibh. Cras vitae ligula justo. Etiam sed
vestibulum ipsum. Aliquam erat volutpat. Fusce id fringilla eros. Vestibulum et nisl
hendrerit, egestas tortor sed, semper felis. Suspendisse nunc leo, tempus vel enim eget,
venenatis rutrum mauris. Nunc vel placerat nunc. Ut bibendum porttitor leo sollicitudin
ultrices. Curabitur mi mauris, semper vel vehicula sed, ultricies non arcu. Quisque quis
dignissim dolor.
Yours sincerely,
John Jones
2
2 in First sheet Second sheet
2.25 in
10.0 in
2 in
2.25 in
The Municipality of Chester
PO Box 369, 151 King St,
Chester, NS B0J 1J0
6.5 in.40 in
Postage area
Address area
1.4 in
3.7 in
9.1 in
32 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
STATIONARY – BUSINESS CARDS
Tammy Wilson
Chief Administrative Officer
Municipality of Chester
PO Box 369, 151 King St,
Chester, NS B0J 1J0
www.chester.ca
twilson@chester.ca
Phone: (902) 275-3554
Cell: (902) 275-9999
Fax: (902) 275-4771
chestermunicipality
chestermun
Front Back
Tammy Wilson
Chief Administrative Officer
Municipality of Chester
PO Box 369, 151 King St,
Chester, NS B0J 1J0
www.chester.ca
twilson@chester.ca
Phone: (902) 275-3554
Cell: (902) 275-9999
Fax: (902) 275-4771
chestermunicipality
chestermun
Front Back
33 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
STATIONARY – FAX COVER
Fax
To: [Recipient Name] From: [Your Name]
Fax: [fax number] Pages: [number of pages]
Phone: [phone number] Date: [Click to select date]
Re: [Subject] cc: [Name]
¨ Urgent ¨ For Review ¨ Please Comment ¨ Please Reply ¨ Please Recycle
Comments:
[Type message here]
34 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
STATIONARY – EMAIL SIGNATURE
35 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
MARKETING APPLICATIONS – RACK CARD
The greatest concentration of riches,
and the best of Nova Scotia
all in one place.
Treasure Chester for Natural Beauty
The Municipality of Chester is “a perfect slice of
Nova Scotia” when it comes to natural beauty and
diverse landscape. Pristine coastline, golden
beaches, along with unspoiled lakes and rivers.
Treasure Chester for
Lifestyle
Those who live in, work in, and visit the Municipality
of Chester treasure the quality of life that is found
here. Its laid-back, balanced, and quiet environment
lets residents feel close to family, friends and
neighbours.
Treasure Chester for
Accessibility
Living, working and playing in the Municipality of
Chester is all about ease ofaccessibility and
location. Despite its peaceful, simple, and rural
lifestyle, the municipality andits people enjoy easy
access to a wide array of services and
amenities, such as local shops,
restaurants, schools, cultural
venues, businesses and
healthcare.
www.chester.ca
36 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
MARKETING APPLICATIONS – FACEBOOK
37 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
MARKETING APPLICATIONS – CLOTHING
38 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
MARKETING APPLICATIONS – PROMOTIONS
39 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
VEHICLE APPLICATIONS
40 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BEST PRACTICE EXAMPLE: CALDWELL IDAHO
41 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BEST PRACTICE EXAMPLE: MOOSEHEAD LAKE, ME
42 The Municipality of the District of Chester
Brand Strategy and Design Guidelines
BEST PRACTICE EXAMPLE: SQUAMISH, BC
Ride with us on OCTOBER 1, 2016
EVENT OVERVIEW
Saturday, October 1, 2016: Support Atlantic Canadians facing a cancer diagnosis
What happens when you combine the local charm of the South Shore, the cycling community and a
cause close to the hearts of many Atlantic Canadians? Add 100 kilometres and a $1,000 fundraising
goal, and you have Ride for Cancer (formerly Ride the Rails for Cancer).
One day. 100 kilometres. One unforgettable journey.
On Saturday, October 1, hundreds of cyclists will embark on what is promised to be an unforgettable
journey from Mahone Bay to Halifax – all in support of Atlantic Canadians touched by cancer.
Spanning over 100 kilometres through rich, coastal scenery, Ride for Cancer brings together the veterans
of the cycling community and rookie riders to make a big impact on cancer care.
WILL YOU RIDE FOR CANCER?
On Saturday, October 1, do something big for cancer and ride for those who can’t. To learn more
about Ride for Cancer, register or get involved, visit YourRideForCancer.ca.
YourRideForCancer.ca
Your ride. Your impact.
In Atlantic Canada, 15,000 individuals are diagnosed with cancer each year.
Ride for Cancer supports patients by purchasing crucial equipment for cancer treatment at the
QEII Health Sciences Centre, while funding blood cancer research and patient education and support
programs through The Leukemia & Lymphoma Society of Canada.
Your support has a direct impact on improving cancer care for all Atlantic Canadians. Proceeds from
Ride for Cancer will help these patients from the time of diagnosis through to their return to health,
relapse or palliation.
25KM 50KM 100KM
THREE DISTANCE OPTIONS VIA RAILS TO TRAILS 130 KILOMETRES VIA ROAD
MUNICIPALITY OF THE
DISTRICT OF CHESTER
REQUEST FOR DECISION
REPORT TO Warden Webber and Members of Municipal Council
SUBMITTED BY Tammy Wilson, MURP, MCIP, Chief Administrative Officer
DATE June 30, 2016
SUBJECT Village of Chester- Village Area Rate and Fire Rate
ORIGIN Chester Village Commission
______________________________________________________________________________________________________________________
CURRENT SITUATION:
MODC has received from the Village Commission the 2016-17 Operating and Capital Budget as
approved by the Village Commission on May 11, 2016. MODC is required to set the Village Commission
Rate and the Fire Rate
.
RECOMMENDATION
That Municipal Council set the Village Commission Area Rate at 12.78 cents per $100 of
assessment
And
That Municipal Council set the Village of Chester (Inside and Outside) Area /Fire Rate at 4.07
cents per $100 of assessment.
BACKGROUND :
Per Section 441 of the Municipal Government Act (MGA) a Village Commission may delegate, with
consent of the municipal council, its powers of tax collection. Clause 5 of Section 441(MGA) states that
in such instances the Municipality is to collect the amount to be levied in the same manner as if the
amount were an area rate
Per Clause 2(a) of the Fire Contract with the Village of Chester, the Municipality is to pay to the Village
Commission the amount required for fire protection to the outside area, through the establishment of
an area rate. The area rate shall be calculated by dividing the operating budget by the outside and
village area assessment. Clause 2(B) states that The area rate established for the outside area shall not
be greater than the area rate established for the Village.
As per Clause 2(c) of the Fire Contract the Municipality may agree to fund capital, and the rate shall be
calculated in the same manner as the operating rate.
On May 11, 2016 the Village Commission approved the 2016-17 Operating and Capital Budget. The Fire
Rate established is $0.047 per $100 of assessment (4.07 cents/$100) and does not include capital.
The Village Commission Budget does include capital for the Fire Department, however this is proposed
to be funded via the Village rate. The amount of capital proposed is $27,000. MODC is not being asked
to approve this as part of the Fire Rate.
DISCUSSION:
The Village Commission Rate is to be established as an Area Rate as per the Municipal Government
Act (Section 441)
The Fire Rate requested by the Village Commission meets the requirements specified in the Fire
Contract between MODC and the Village Commission. MODC is not being asked to fund capital
within the budget approved. The Fire Rate proposed is 4.07 cents. This is down from the 6.48 cents
set in the 2015-16 fiscal year.
MODC Council may wish to give consideration to a rate that enables the establishment of reserves
to fund capital, as there may be a time over the term of the contract when MODC is asked to fund
Fire Fighting Equipment which is exclusive to fire protection in the outside area. Reserve funds will
lessen the impact in any one year. The attached table provides the detail on the difference in revenue
collected between 6.48 cents and 4.07 cents.
IMPLICATIONS:
1 Policy: n/a.
2 Financial
MODC is required to make payment for fire protection services on a semi-annual basis (July and
December). MODC has collected fire payments for the outside area on the interim tax bills based
upon the 2015-16 rate. The final tax bill will be adjusted to account for the new rate (2016-17).
3 Environmental:
n/a
4 Strategic Plan:
5 Work Program Implications
n/a
6 Consultation/Communications (External v Internal)
Internal – n/a
External- The Area Rates (Village Commission and Fire Rate) will be published on MODC’s webiste
ATTACHMENTS:
Appendix A- Analysis of Fire Rate
Appendix B- Village Commission 2016-17 Budget
1.
Prepared BY Tammy Wilson, CAO Date July 30, 2016
Reviewed BY Date
Authorized BY Date
Appendix A
Outside Fire Agreement Financials
May 31, 2016
District Assessment
District 1 $136,341,500
District 3 $31,299,100
District 7 $201,559,300
Total Assessment $369,199,900
1 cent raises $36,920
2015/16 Area Rate $.0648/$100
2016/17 Proposed Area Rate $.0407/$100
Difference in Area Rate $.0241/$100
Difference in Revenue $88,977
Village Commission Assessment $352,124,600
1 cent raises $35,212
Difference in Revenue $84,861
Appendix B- 2016-17 Village Commission Budget
MUNICIPALITY OF THEDISTRICT OF CHESTER
REQUEST FOR DECISIONREPORT TO Tammy Wilson, CAOSUBMITTED BY Bill DeGrace,Senior Planner, Community DevelopmentDATE23 June 2016SUBJECTAppointments to Water Quality Monitoring CommitteeORIGINPolicy P-85: Water Quality Monitoring Committee (Mill Cove)______________________________________________________________________________________________________________________
CURRENT SITUATION:A vacancy currently exists on the Water Quality Monitoring Committee for Fox Point Lake. Additionally,all representatives on the Committee require annual appointment.
RECOMMENDATION:Appoint Blake McDonald to the Water Quality Monitoring Committee, being a person with professionalknowledge of the techniques of water quality monitoring.Additionally, renew/affirm appointments of other representatives on the Committee for one year:Aspotogan Heritage Trust Kathy GamacheChester Municipal Council (District 2)Deputy Warden Floyd ShatfordMunicipal Area Advisory Committee Mary Ellen ClanceyFox Point Lake Property Owners Association John McNeilAspotogan Ridge Inc. (local developer)Chris Fourgnaud
BACKGROUND:The Water Quality Monitoring Committee for Mill Cove was established in 2014 under Policy P-85.Thepurpose of the Committee is to monitor the quality of water in Fox Point Lake as new development inthe area is undertaken. The Committee is a subcommittee of the Munici pal Planning AdvisoryCommittee (Area Advisory Committee during Plan Review), and is comprised for the most part ofrepresentatives of specific organizations. The Committee is currently overseeing a second watersampling project.
DISCUSSION:A required area of representation on the Committee is a person with professional knowledge of thetechniques of water quality monitoring. The previous person in this post,Darien Ure, resigned duringthe past winter owing to other commitments. Blake McDonald is a professional engineer and the ownerof BCM Environmental, a company that provides services in water sampling, water treatment, andoperator certification.It has come to the attention of staff that, as the terms of appointment are for one year, all committeemembershipsare past due for renewal. One member, Chris Fourgnaud, replaced Dan Dean who leftAspotogan Ridge Inc. (the developer) in 2015. This representative should be formally affirmed as well.
IMPLICATIONS:
1 Policy:To maintain Policy P-85
2 Financial/Budgetary:N/A
3 Environmental:N/A
4 Strategic Plan:
Continually reinforce the positive image of the Municipality through leadership in public
engagement and communication.
5 Work Program ImplicationsStaff resources are required to organize meetings, record minutes and issue requests for quotationsfor monitoring services.
ATTACHMENTS:Policy P-85 –Water Quality Monitoring Committee (Mill Cove)–Term of Reference
OPTIONS:Council has the option of requesting other candidates for appointment.
Prepared BY Bill DeGrace Date 22 June 2016Reviewed BY Tara Maguire DateAuthorized BY Date
Policy P-85
Effective Date: September 2S, 2014
Water Quality Monitoring Committee - P-85 (continued)
MUNICIPALITY OF THE DISTRICT OF CHESTER
POLICY P-85
WATER QUALITY MONITORING COMMITTEE (MILL COVE)
TERMS OF REFERENCE
Purpose
1. The purpose of the Water Quality Monitoring Committee, hereinafter referred to as the
Committee, shall be to monitor the quality of water in Fox Point Lake as new development is
undertaken affecting local watercourses that flow into the Lake, and to provide information
and technical advice to the Municipal Planning Advisory Committee (MPAC) of the
Municipality of the District of Chester concerning appropriate water quality management.
Duties
The duties of the Committee shall be:
2. To identify of boundary of the area for monitoring, including lakes, streams, wetlands and
other water bodies associated with Fox Point Lake, that shall be monitored;
3. To identify and assess risks to water quality associated with development in the affected
area, including, but not limited to:
construction activity, including construction equipment and
storage/disposal of construction materials;
watercourse and wetland alteration;
silviculture operations;
vegetation removal;
soil erosion and siltation;
land level alteration;
pesticide use;
recreation activity, including use of all -terrain vehicles
and make recommendations to the Municipal Planning Advisory Committee on such
activities.
4. To compile information about water quality monitoring and protection programs for the
MPAC, Council and local residents;
Notice of Intention to Adopt -Municipal Planning Advisory Committee - July 29, 2014 (2014-404)
First Notice -Council - September 11, 2014 (2014-422)
Second Notice - Council - September 25, 2014 (2014-453)
Effective Date - September 25, 2014 Page 2
Water Quality Monitoring Committee - P-85 (continued)
5. To determine an appropriate protocol for water quality monitoring, including periodic
monitoring and an annual review;
6. To participate in locally available workshops on the subject of water quality monitoring;
7. To train volunteers in the practice of water quality monitoring;
8. From time to time, to request that individuals or groups make representations to the
Committee on matters affecting the area.
Structure
9. The Monitoring Committee is a subcommittee of the Municipal Planning Advisory
Committee, and shall be composed of the following:
One representative of the Aspotogan Heritage Trust board of directors;
One representative of Chester Municipal Council (District 2);
One representative of the Municipal Planning Advisory Committee;
One representative of the Fox Point Lake Property Owners Associations;
One representative ofAspotogan Developments Limited;
At least one person with professional knowledge of the techniques of water quality
monitoring in the fields of source water protection, ground water protection,
wastewater management, and storm drainage.
10. The Committee shall elect a Chair and a Vice -chair annually. The term of appointment shall
be for one year, renewable.
11. The Committee shall meet as necessary, but no less than three times per year.
Administration
12. The Monitoring Committee shall be supported by staff and consulting resources when
required.
13. The Municipality of the District of Chester shall provide administrative services including
scheduling of meetings, minutes, and map production and photocopying.
Notice of Intention to Adopt -Municipal Planning Advisory Committee - July 29, 2014 (2014-404)
PirstNotice -Council - September 11, 2014 (2014-422)
Second Notice - Council - September 25, 2014 (2014-453)
Effective Date - September 25, 2014 Page 3
Water Quality Monitoring Committee - P-85 (continued)
Annotation for Official Policy Book
Notice of Intention to Adopt/Amend Municipal Planning Advisory Committee
July 29, 2014 (2014-404)
Date of First Notice at Council
Council - September 11, 2014(
2014-422)
Date of Second Notice at Council
Council - September 25, 2014
2014-453)
Effective Date September 25, 2014
I certify that this Policy was adopted by Council as indicated above.
September 30. 2014
Pamela M. Myra, 4nicipal Cleric Date
Notice of Intention to Adopt -Municipal Planning Advisory Committee -July 29, 2014 (2014-404)
First Notice -Council - September 11, 2014 (2014-422)
Second Notice - Council - September 25, 2014 (2014.453)
Effective Date- September 25, 2014 Page 4
Water Quality Monitoring Committee - P-85 (continued)
ADOPTION/AMENDMENT INFORMATION
Date Reason for Adoption/Amendment
2014 To formally establish the Terms of Reference for the Water Quality Monitoring
Committee Mill Cove).
Notice of Intention to Adopt - Municipal Planning Advisory Committee - July 29, 2014 (2014-404)
First Notice -Council - September 11, 2014 (2014-422)
Second Notice - Council - September 25, 2014 (2014-453)
Effective Date - September 25, 2014 Page 5