HomeMy Public PortalAbout2017-01-05_COW_Public_Agenda Package
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COMMITTEE OF THE WHOLE
AGENDA
Thursday, January 5, 2017
Chester Municipal Council Chambers
151 King Street, Chester, NS
1. MEETING CALLED TO ORDER.
2. APPROVAL OF AGENDA/ORDER OF BUSINESS.
3. PUBLIC INPUT SESSION (8:45 A.M. – 9:00 A.M.)
4. MINUTES OF PREVIOUS MEETING:
4.1. Committee of the Whole – December 16, 2016.
5. MATTERS ARISING.
6. CORRESPONDENCE:
6.1 Presentation from Peter Hannam, Simms Settlement regarding Ten Beaches Estates
(appointment at 9:00 a.m.)
6.2 Presentation from Diane Bowering regarding concerns with high speed internet
service along Hwy 329 (appointment at 9:20 a.m.)
6.3. Presentation from Carole Lee Reinhardt, CEO of SSREN regarding South Shore
Regional Economic Development Strategy (appointment at 9:40 a.m.)
6.4 Letter of response from DOTIR dated December 16, 2016 regarding condition of
McInnis Road, Chester Basin.
6.5 Nova Scotia Department of Energy – News Release –"Solar for Community Buildings
Pilot Program - Amendments to the Renewable Energy Regulations."
7. NEW BUSINESS:
7.1 Request for Decision prepared by Director of Finance dated December 20, 2016
regarding Reduction of Taxes – Rodney Innis.
a) Letter from Rodney Innis to Councillor Connors regarding Request for
Reduction of Taxes.
7.2 Request for Decision prepared by Community Development Department dated
December 5, 2016 regarding Canada’s 150th Anniversary Project.
7.3 Request for Decision prepared by Community Development regarding related
reports which proposed amendments to the site plan approval process as follows:
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a) Staff Report – Site Plan Approval Process: Highway 3 Area and Change of Use
and Additions (CPAC Motion – 2016-480 to Council January 2017).
b) Staff Report – Site Plan Approval: Mobile Homes in the Chester Village Area.
c) Staff Report – Site Plan Approval Process: Highway 3 Area and Architectural
Controls.
d) Staff Report – Site Plan Approval: Varied Massing for Residential
Developments by Site Plan.
7.4 Report for Information prepared by Director of Information Services dated December
15, 2016 regarding Laserfiche Software Assurance Plan.
7.5 Information Report prepared by Senior Economic Development Officer dated
December 15, 2016 regarding Economic Development Sponsorship.
7.6 Request for Decision prepared by Senior Economic Development Officer dated
December 20, 2016 regarding Visitor Information Centre (VIC) 2017.
a) South Shore Regional Enterprise Network – Report on South Shore Visitor
Information Centres December 2016.
8. IN CAMERA.
9. ADJOURNMENT.
APPOINTMENTS ARRANGED
9:00 a.m. Peter Hannam regarding well water issues.
9:20 a.m. Diane Bowering regarding concern with high speed internet service.
9:40 a.m. Carole Lee Reinhardt regarding South Shore Regional Economic Development
Strategy.
1
Cindy Hannaford
Subject:FW: WELL WATER ISSUES
From: Tammy Wilson
Sent: Sunday, November 27, 2016 8:23 PM
To: Judy Hannam <jude@ns.sympatico.ca>
Cc: Floyd Shatford <fshatford@chester.ca>; Tara Maguire <tmaguire@chester.ca>
Subject: Re: WELL WATER ISSUES
Good Evening,
Thank you for your e-mail that outlines your request to myself.
I have asked Tara MacGuire to contact the Nova Scotia Department of the Environment so as to arrange a
meeting with Jessie MacLean with the objective of determining what the Nova Scotia Department of
Environment is prepared to do in this manner and what support MODC may be able to provide in the
same. You are both more than welcome to attend this meeting, Tara will let you know when the meeting has
been arranged.
With respects to your specific request for compensation for water test (existing and future) and any remedial
costs, I am not able to grant the same as this request exceeds my authority. If you wish, I can forward your
request to Municipal Council for consideration. I would note that Council would have to consider what
obligation /jurisdiction they may or may not have to consider the same. Please note that I have been advised by
the Municipality's Development Officer, Heather Archibald and the Municipality's legal counsel that the water
quality issue you raise is beyond the scope of the Municipality's Site Plan approval.
Please advise if you would like me to forward your request to Council for consideration.
Regards,
Tammy Wilson, CAO
Sent from my iPad
On Nov 18, 2016, at 9:44 AM, Judy Hannam <jude@ns.sympatico.ca> wrote:
Hello Tammy,
First of all, allow me to say thank you for responding so promptly to my phone call with Tara.
I am sure that by now you are well versed about our compromised water quality. If required, we can
provide the last three lab tests from Maxxam Laboratories.
In Heather's voicemail to me she asked that I let you know just what it is we require of you. In essence,
we would like you as CAO of Chester Municipality, be an advocate; ie , be the lead in spokesperson with
the developer and the Dept of Environment (Jessie Maclean ) to collectively remediate the quality of our
well water.
In addition , we would like to be reimbursed for the cost of the last three water tests and any future water
tests related to this issue. Also included would be the costs associated with the installation , maintenance
and/or replacement costs of any and all equipment and materials associated with remedial expenses
necessary to restore our water to acceptable NSE standards.
In short we would ask for a solution as reached by the residents in Harrietsfield . That article can be
found in the Chronicle Hearld dated Nov. 09 2016.
2
Needless to say, Tammy, time is of the essence here. We are hoping that you can help us solve our
ongoing problem.
Thank you,
Sincerely Peter and Judy Hannam
Virus-free. www.avast.com
July 14, 2016
Deborah Shaffner, President and COO
Eastlink Communications, Inc.
P.O. Box 8660, Station "A"
Halifax, Nova Scotia
B3K 5M3
SENT VIA EMAIL AND CANADA POST
Dear Ms. Shaffner,
Question 1: What five (5) countries have slower internet speed than Eastlink Rural Broadband
standard in Nova Scotia?
Answer*: Benin (1.42Mbps), Guinea (1.41Mbps), Gambia (1.35 Mbps), Burkina Faso
(.84Mbps) and Niger (.6Mbps).
Question 2: What five (5) countries rank immediately above Eastlink Rural Broadband internet
speed standards in Nova Scotia?
Answer*: Cuba (1.84Mbps), Syria (1.85Mbps), Afghanistan (2.04Mbps), Malawi
(2.04Mbps), Togo (2.13Mbps).
Question 3: Is rural Nova Scotia in a 1st world or a 3rd world country?
Answer: ???????
*http://www.internetsociety.org/map/global-internet-
report/?gclid=Cj0KEQjwte27BRCM6vjIidHvnKQBEiQAC4MzreZtYed4eL7ILu30HR46DJPQNoDUc90PKNAqjB-tDTsaAr5F8P8HAQ -
download-speed-fixed
The majority of signatories to this letter live in a rural area that runs along Highway 329 starting
in The Lodge and ending in Bayswater, a stretch of approximately 10 km (see attached map).
The families who live outside of this 10 km area are fortunate enough to have wired high speed
internet, but we sit in internet limbo. Like many other rural communities in Nova Scotia, after a
wait of many years, in 2010 we were finally able to purchase wireless broadband service through
one of the three (3) companies which were awarded the provincial government contract(s) to
provide such service. The goal at that time was to make 100% of Nova Scotians internet
connected. Our community was unfortunate enough to fall into the geographical area awarded
to Eastlink Communications. From the beginning of our relationship with Eastlink, we have
experienced one issue after another, starting with many homes not able to get connected
because of the poor design of the system. Today, as many as 50% of households in some areas
are not connected. Some of those without service are also signatories to this letter.
While those of us with service were not fully satisfied with the service, we were thankful to at
least have a service. Over the last few months, everyone signing this letter has been in contact
with Eastlink, complaining about the extremely noticeable deterioration in the service. One
homeowner, who had a service call in February, was told by the technician that the repeater
tower on Ward Road was failing and was constantly dropping its signal. Unfortunately, this tower
is the point of service for most of us. Some callers have been told that the deterioration in service
is because of too many users, or because their house systems are not properly set up, or because
there are a lot of gamers on the system now, etc., etc., etc. Eastlink runs a speed test as a gauge
for determining whether a repair technician should be scheduled. Somehow, these speed tests
always show great (even above the standard of 1.5Mbps) signal strength although independent
tests show speeds of .5Mbps, and no one can explain how we can get an email with a 4MB
attachment on an iPad or smartphone, but still not have the email on our computer even 24
hours later.
A few months ago, Eastlink announced the implementation of a cap for Nova Scotia wireless
broadband customers. After much uproar from those customers, Eastlink responded with
“Eastlink has said its goal is to deliver service at the standard designed eight years ago by the
government of the day." I cannot imagine a service provider taking this stance and not getting
drummed out of the business. Anyone who knows anything about technology fully grasps that
it is a dynamic business and that if providers don’t continuously improve their offerings,
customers will go elsewhere. For some of us however, there is no alternative. It is worth noting
that Eastlink customers outside Nova Scotia are not subject to the proposed cap.
Seaside Wireless Communication, one of the other companies awarded a contract under the
Broadband for Rural Nova Scotia initiative, has continued to improve its service since inception
and is now considering an investment of $15 million to increase Internet speed to 15Mbps.
Our current government responded to the Eastlink refusal to do the same (as reported on CBC
on July 9, 2015: “Nova Scotia Premier Stephen McNeil is scolding Eastlink over its decision to
cap rural broadband internet packages, calling the current service "completely unacceptable"
in parts of the province and the company's defence of it "ridiculous." But they refuse to take
any concrete action, claiming their hands are tied—don’t know why they feel that way—as we
see it, Eastlink has not fulfilled its contract after 7+ years so the Province should have an easy
out of the contract.
The 2016-17 Nova Scotia budget included $6 million more to bring high-speed Internet to more
homes and businesses in Nova Scotia. Several of the signatories of this letter are trying to run
small businesses and face daily struggles trying to do so with Eastlink’s service. We agree with
Minister Mark Furey’s comments "Quality Internet service is an important part of driving
economic growth and delivering services for health care, education and our most vulnerable
citizens. This is what matters most to Nova Scotians, and it's why we remain committed to
making sure more rural communities have access to better connections."
At the end of the day, the most obvious solution to this situation is to terminate any contract
with Eastlink and open it up to competition. Nova Scotia will never be the “go to” place for
residents or businesses if we don’t take the approach that “we strive to provide all Nova
Scotians with the best services at competitive prices, regardless of where they live in the
Province.
We are extremely frustrated in our efforts in dealing with Eastlink, but will persist until it, or
another provider, give us the internet service we should have. We are all committed to making
our community a viable option for residents, businesses and visitors and to ensuring its
continued survival and growth. We expect, and look forward to a response to this letter and
to immediate action to resolve this issue.
Respectfully,
Amanda Kunkel Arthur Knowlton Barbara Miller
Beverly Bennett Carol Vaughan Charles Bennett
Chris Lamont Dave Thornton David Schindler
Diane Bowering Diane Vair Don Lutwick
Elizabeth Dunsworth Fred Vaughan Gina France
Jackie MacEwan Jacqueline Dunsworth Jan Shiletto
Jeff Dunsworth Joanne Dunsworth John Baxter
John Dunsworth Kathy Rose Kelly Chamberlain
Kelly Moore Ken Miller Laura Dunsworth
Laura Micklejohn Lauren Knowlton Leen Nette
Lesley Mountain Margaret Kennedy Peter Cobbold
Peter Kennedy Philip Lamont Philippa Borgal
Richard Bowering Rodger Brennan Sandra Lutwick
Stacy Fraughton Steven Mountain Suzanne Frost
Ted Ricci Vance MacEwan William Rose
c: via email and Canada Post
The Honourable Stephen McNeil, Premier of Nova Scotia
The Honourable Mark Furey, Minister of Business for Nova Scotia
Ms. Bernadette Jordan, MPP
Ms. Denise Peterson-Rafuse, MLA
Mr. Andre Veinotte, Councillor District 1, Municipality of the District of Chester
Via Canada Post only
Mr. Dan McKeen, SVP, Small Business and Vice Chair, Bell Aliant
Mr. Loran Tweedie, CEO of Seaside Wireless Communications Inc.
South Shore Regional Economic
Development Strategy
Table of Contents
1
Introduction 2 Key Findings 9
Background 3 Vision and Mission 11
Current Situation 4 Strategic Priorities 12
South Shore
Economic Profile 6
Implementation 22
Evaluation 23
Consultations 8 Appendices (separate)
Introduction
The South Shore Regional Enterprise Network (SSREN)represents nine municipal units;Municipality of
the Districts of Chester,Lunenburg and Shelburne and the Towns of Mahone Bay,Lunenburg,
Lockeport and Shelburne,as well as the Region of Queens.The Municipality of Barrington is not
included in the SSREN.The Province of Nova Scotia is a partner and provides 50%of the funding,with
the nine municipal units providing the remaining 50%.
The South Shore Regional Enterprise Network was incorporated in August of 2014 with the Liaison and
Oversight Committee appointing a Board of Directors.The group of mainly business leaders,held their
first meeting in March of 2015.
2
The SSREN Mandate:
Coordinate economic/business development efforts for the region through a regional
economic development strategy
Work closely with the business community to provide one point of contact for program
navigation, business climate/conditions information, labour market information, and
opportunities .
Implement a business engagement initiative that supports business attraction,
retention and expansion
Develop a 3 year strategic plan with regional tourism stakeholders to grow tourism
revenue.
Background
Once operational, the SSREN began the process of advancing an economic development strategy for
the region. A Strategic Framework (Appendix I, 2) would be established, along with a Governance
Structure (Appendix II, 3) to monitor and track progress.
The strategy will serve to guide the focus of the SSREN through the creation of strategic priorities.
The Regional Economic Development Strategy does not include Tourism and the Visitor Economy,
which is being addressed through the development of a Three Year Strategic Plan for Tourism in
partnership with the South Shore Tourism Team
3
Understand the current economic conditions and business climate
Learn what impacts business growth in our region
Identify issues and opportunities
Maximize our efforts in the best possible way to address opportunities
Clarify stakeholders roles and responsibilities
Develop a few priorities to work on collaboratively
Objective –Regional Economic Development Strategy
In 2012, ACOA and the Department of Economic and Rural Development and
Tourism(ERDT) eliminated the funding for the RDAs. The Department of
Economic and Rural Development and Tourism announced their vision to
replace the 12 RDAs with a new Regional Enterprise Network (REN)
Before the 6 RENs could be created, the Department of Economic and Rural Development
and Tourism was eliminated on April 9, 2015.
The Regional Enterprise Network function was transferred to the Department
of Municipal Affairs. Currently, there are 5 RENs operational in the province,
with not all municipal units joining the REN model.
In the period following the closure of the RDAs, considerable fragmentation has
occurred as municipal units transitioned to operating their own entities for
economic and community development.
4
Current Situation
The economic and business development climate has changed significantly
with few resources remaining that focus on overall business and economic
development.
In 2015, over $17 million in provincial business programming was eliminated
due to the Province’s policy of no direct support to businesses.
Each agency and organization has specific mandates and clients (Appendix III,4)
There is considerable confusion about economic development and the various
definitions and terms. For the purpose of this strategy, terms have been
defined in (Appendix IV, 7).
The 5 RENs, including the SSREN, are the only organizations that work with all
businesses and have a mandate for economic development.
5
Current Situation Cont.
Manufacturing is the highest GDP producing sector, three times the GDP of
agriculture, fishing and forestry combined. (Appendix V, 11)
While most employees live where they work, within the South Shore, we do
have slightly higher mobility rates compared to NS. 1
Competition for skilled workers is fierce and employers compete for workers
with Halifax.
Our population has higher rates of college and non-university education as
compared to the rest of the province. (Appendix V, 12)
The South Shore has lower rates of labour force participation rates due to a
higher percentage of population over 65 as compared to the NS average
(Appendix V, 13)
From 2006 –2015, the population has declined 4.8% in the south shore REN
region. (Appendix V, 20)
6
South Shore Economic Profile
1 Sweeney & Associates from Manifold Data Mining Inc. Superdemographics 2015
Our largest percentage of employment:
Manufacturing, Health, Construction (Appendix V, 14)
The percentage of employees employed in the services sector is the
same as the NS average (24%)
The average household income for the SSREN district is 16 % ($10,000)
less than the NS average (Appendix V, 15)
Tourism is NOT a sector, but a customer segment
80 kms is the magic number for being considered a tourist
2016 Employment Insurance claims represent:
4.5 % of the working age (16 –64) population in Lunenburg County
5.6 % of the working age population in Queens County
12.2 % of the working age population in Shelburne County
7
South Shore Economic Profile continued
Appendix V
contains the full
South Shore
Economic Profile
Consultation
Over the past six months, the SSREN hosted consultation sessions with businesses,
councils, staff and partners, as well as, met with economic, business and industry groups
and organized one-on-one meetings with firms.
We spoke to a mix of large and small businesses in a variety of sectors throughout the
region.
8
More than 100 businesses and stakeholders have provided
their input to these three questions:
1.What would it take to grow your business?
2.What are the major issues impacting your business?
3.What do you think are solutions?
For a complete
report of
consultations, see
Appendix VI
Key Findings
1.Labour Market Crunch
Skilled and unskilled labour needs are at a critical level
Skills required do not match up with those seeking work
Business and education disconnect with no opportunity for input from employers
Young workers have high expectations and different values
2.Global Business Environment
Competition -high cost of doing business, high tax, high WCB, high energy costs
Few programs remaining in NS for business -companies are investing elsewhere
Challenge of profitability -offering competitive wages/working conditions
Business not investing in training, equipment upgrades and tech –poor
productivity
Business complacency -not interested in making changes to be more profitable
3.Fragmentation and lack of collaboration
Business does not occur around municipal boundaries
Lack of clarity and consistency in municipal service processes and zoning
Red tape and regulatory burden –federal/provincial/municipal
Agencies and groups do not work together –many doors to open
South Shore Regional Enterprise Network 9
For a complete
report of
consultations,
see Appendix VI
4. Lack of Key Information and Data
Lack of business advocacy –we have no voice
Lack of data, stats about south shore business, labour force, and business climate
Misinformed -“we need more jobs”, not “we need more people”
Youth leaving when jobs are available in their community
New grads high (unrealistic) expectations
Many sites to navigate to find job vacancies, employer note high cost of advertising
5.Leadership and Coordination
Economic development groups exist defined by local geographic lines
Lack of unity among economic stakeholders, profit and not-for-profit
Municipal partners economic strategies not lined up with opportunities for growth
Business would like closer relationship with local government
don’t just call when there are problems)
No coordinated approach to opportunity/investment attraction
municipal units competing with each other
South Shore Regional Enterprise Network 10
For a complete
report of
consultations see
Appendix VI
Key Findings Cont.
VISION:
WE WILL WORK WITH EXISTING BUSINESS AND INDUSTRY TO “GROW
FROM HERE” WITH A FOCUS ON LEVERAGING OUR ASSETS TO
EXPLORE ECONOMIC OPPORTUNITIES FOR THE SOUTH SHORE
11
MISSON:
ALL BUSINESS AND ECONOMIC DEVELOPMENT STAKEHOLDERS
WORKING TOGETHER TO MAXIMIZE OPPORTUNITIES FOR THE SOUTH
SHORE
Vision & Mission
TALENT -SUCCESS means attracting and retaining a diverse group of
“talent” from a variety of demographics
BUSINESS COMPETITIVENESS –SUCCESS will mean working with
growth-oriented businesses interested in making changes to be more
competitive locally, regionally and globally.
BUSINESS ENVIRONMENT –SUCCESS means understanding business
climate conditions and working to improve them
LEADERSHIP ON BUSINESS MATTERS –SUCCESS means coordinating
resources to maximize opportunities; one unit versus nine individual
units
12
Strategic Priorities
TALENT -SUCCESS means attracting and retaining a diverse group of
“talent” from a variety of demographics
Work with business and industry to identify and promote best
practices in human resource management and development
Focus on attraction, retention and recruitment initiatives that offer
the best chance of success for “talent” of all ages.
Work closely with labour market stakeholders to inform and educate
about opportunities and resources for businesses.
13
Strategic Priority
Talent Action Plan Items
Create an HR Best Practice Group
Host an annual forum on labour
market issues
Leverage labour market programs
and services to best support
business
Conduct a needs assessment on
business mentorship
Establish a working group on
graduate transition to work
Host a forum to allow for
employers and educators to
discuss common issues and
opportunities
Work with stakeholders to explore
opportunities for attracting retirees
Better understand the south shore
labour market inventory and
strategies for worker engagement
14
Strategic Action Plan
BUSINESS COMPETITIVENESS –SUCCESS will mean
working with growth-oriented businesses interested in making changes
to be more competitive locally, regionally and globally.
Promote productivity, technology adoption, and innovation as a
means to improve business competitiveness
Help business access programs, and services that help them grow and
develop
Work with partners and stakeholders to support small business
capacity development, especially in management, financial and
human resource skill areas
Using a sector approach, bring like-minded groups together to share
best practices and accelerate opportunities
15
Strategic Theme
Business Competitiveness Action Plan Items
Electronic inventory of business
programs and services
Productivity assessment and online
resources
Workshops and info sessions
featuring businesses who have
experienced success
Working with the other RENs and
key industry, explore supply chain
mapping for opportunities
identification
Working with industry
associations, host a
manufacturing leadership
session
Establish a south shore retail
forum
16
Strategic Action Plan
BUSINESS ENVIRONMENT –SUCCESS means
understanding business climate conditions and working to improve
them
Better understand the current business climate conditions and the
influence on south shore business competitiveness and performance
Working with business, identify key business climate issues that most
impact growth.
Working with governments and stakeholders facilitate improvement
for business-identified impediments (good probability for success)
Working with municipal units and stakeholders, assess the local
regulatory burden and explore opportunities for improvement
17
Strategic Theme
Business Environment Action Plan Items
Municipal pilot on building
permit process improvement
Map regional regulation and
policy related to business
Identify top 10 key impediments
that most impact our business
community
Working with municipal units,
create a common regulatory
information template that is user
friendly
Strategic Action Plan
LEADERSHIP ON BUSINESS MATTERS –SUCCESS
means coordinating resources to maximize opportunities; one
south shore unit versus nine individual units
SSREN acts as hub, connecting business to information and resources
Collaborating and coordinating to align economic stakeholders for
business growth opportunities for the south shore region
Information, intelligence gathering and data analytics to provide
updates on current trends and opportunities
Bring business and economic stakeholders together to discuss
different perspectives, exchange ideas and advance opportunities for
a prosperous south shore economy.
19
Strategic Theme
Business Leadership Action Items
Establish a South Shore
Employers Council
Business Data Feasibility Study
Develop a Customer Relations
Management system to manage
information and interactions
Work with business and partners
to explore “World of Work”
career information for junior high
South Shore attraction plan with
redesign of “WhyHere” as key
tool
Business NOW initiative to
support Province of NS Business
Retention and Expansion
Develop a business start up and
entrepreneur map
20
Strategic Action Plan
A three year Action Plan (Appendix VI, 29) will track and monitor the
implementation of the Regional Economic Development Strategy
The SSREN will continue to use the Steering Committee and Working Group as
a governance structure for the strategy
As municipal economic plans are developed, items that match the strategic
priorities will be tracked and monitored along with the Regional Economic
Development Strategy.
The Regional Economic Development Strategy will be responsive as issues arise
or new information becomes available, and will be updated on an annual basis
or as required.
21
Implementation
Action Plan
•Chair –board
member
•Co-chair –
municipal
council/CAO
Establish a
Committee
for Theme
•Define and
cost out
deliverables
•Find
synergistic
programs to
partner with
Develop
Team
•Prioritize
•Build
timeline
•Execute
Develop
Project
Plan
Appendices -South Shore Regional Economic Strategy 22
For each theme: Talent Competitiveness Environment Leadership
Talent
Competitiveness
Environment
Leadership
23
Action Plan
Action
TALENT RETIREE ATTRACTION
EMPLOYER-EDUCATOR FORUM
GRADUATE TRANSITION PILOT
HR BEST PRACTICE GROUP
LABOUR MARKET FORUM
NEEDS ASSESSMENT BUSINESS MENTORSHIP PROGRAM
LABOUR MARKET INFO PROGRAM LEVERAGE
LABOUR INVENTORY/ENGAGEMENT
ENVIRONMENT BUILDING PERMIT IMPROVEMENT PILOT
REGULATION & POLICY MAP
TOP 10 KEY IMPEDIMENTS TO BUSINESS
COMMON REGULATORY INFORMATION TEMPLATE
COMPETITIVENESS ELECTRONIC INVENTORY of BUSINESS PROGRAMS & SERVICES
PRODUCTIVITY ASSESSMENT/ONLINE RESOURCES
WORKSHOPS/SESSIONS WITH BUSINESS LEADERS
SUPPLY CHAIN MAPPING PROJECT
MANUFACTURING LEADERSHIP SESSION
SOUTH SHORE RETAIL FORUM
LEADERSHIP SOUTH SHORE EMPLOYERS COUNCIL
BUSINESS DATA FEASIBILITY STUDY
CRM SYSTEM
WORLD OF WORK PILOT FOR GR 9 STUDENTS
WHYHERE REDESIGN
BUSINESS NOW INITIATIVE
BUSINESS START UP & ENTREPRENEURSHIP MAP
A logic model (Appendix VIII, 30) has been developed to evaluate each
initiative against the objectives
The Strategy will be reviewed on an annual basis with the development of an
Annual Report
The SSREN will encourage our municipal partners in adopting the same logic
model for economic development initiatives to simplify monitoring, tracking
and reporting of results.
24
Evaluation Framework
Success occurs when you put
aside individual wants for the
collective good
25
APPENDICES
TABLE OF CONTENTS
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 1
Strategic Framework -Appendix I Page 2
Governance Structure -Appendix II Page 3
Economic Development Organizations
Mandate -Appendix III Page 4 -6
Definitions -Appendix IV Page 7 -10
South Shore Economic Profile -Appendix V Page 11 -23
Consultation Report -Appendix VI Page 24 -28
Action Plan -Appendix VII Page 29
Logic Model -Appendix VIII Page 30
Strategic Framework I
Phase 1 -Info
Gathering
•Research and data consolidation
•Governance structure
Phase 2 -
Analysis
•SWOT
•Themes
•Issues & Challenges
•Priorities
Phase 3 -
Engagement
•Business consultations
•Industry association and econ dev groups –
Municipal Council
•Bridgewater & Liverpool
Phase 4 –
Finalize
•Additional business consultations
•Integrate consultation results
•Draft Strategy Document
•Vetting Draft Document
•Board and partnership approvals
Phase 5 -
Communication
•Communications Plan
•Promotion/marketing
•Reporting
Phase 6 -Action
Plan
•Implementation
•Tracking/monitoring
•Evaluating/ever-greening
•Results
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 2
Governance Structure II
Liaison and Oversight
Committee Mayors and Wardens, Province of Nova Scotia (NSBI
& Dept. of Municipal Affairs)
Board of
Directors Annette St-Onge, Bob Oakley, Joanne Veinotte, Andrew
Tanner, Jim Eisenhauer, Anthony Smith, Cyril Meagher,
David Levy, Martin Balcome, Michael Ernst, Hugh MacKay
Steering
Committee Annette St-Onge, Jim Eisenhauer, Cyril
Meagher, David Levy, Martin Balcome
Working
Group
Municipal Economic Development Officers, ACOA, NSBI, NS
Apprenticeship Agency, Dept. Labour & Advanced Education, Acadia
Entrepreneurship Center, Excellence in Manufacturing, SSREN
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 3
Economic Development Organizations III
NSBI (Nova Scotia Business Inc.)
◦Provincially funded; Led by a private sector board of directors, is a business development agency for the province.
◦Help Nova Scotia businesses grow exports through access to business advisory services, skill development and
training to build trade capacity, market intelligence, financing, and support in accessing global markets
◦Focus on developing new exporters and attracting innovative, globally competitive companies to establish a business
location in Nova Scotia.
ACOA (Atlantic Canada Opportunities Agency)
◦Federally funded
◦Enterprise development –helping improve the business climate and lending a hand for individual business start ups,
modernizations and expansions.
◦Community development –working with communities to nurture economic growth, improve local infrastructure and
develop opportunities in the local economy.
◦Policy, advocacy and co-ordination –being a champion for Atlantic Canada by representing the region’s interests at
the national level in areas like policy development, research and analysis and in work with other departments to
ensure coordination of policies and programs.
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 4
Economic Development Organizations III
cont.
CBDC (Community Business Development Corporations’)
◦Federally funded by ACOA; volunteer board
◦Assist in the creation of small businesses and in the expansion and modernization of existing businesses by
providing financial and technical services to entrepreneurs.
◦Efforts to help thousands of small-and medium-sized businesses in rural Atlantic Canada to start-up and grow.
AEC (Acadia Entrepreneurship Centre)
◦Funded by ACOA, private foundations and through training revenue; board members are academics,
educators, entrepreneurs and economic development professionals
◦Provides training, advisory and innovation & incubation services for individuals, businesses and not-for-profits.
BDC (Business Development Bank of Canada)
◦Federally funded; private sector board
◦Support Canadian entrepreneurship by providing financial and management services and by issuing securities
or otherwise raising funds or capital in support of those services.
◦Gives particular consideration to the needs of small and medium-sized enterprises.
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 5
Economic Development Organizations III
cont.
Innovacorp
◦Board members are private sector and academics –provincial crown corporation
◦Early stage investment is at the core of Innovacorp’s business model, but the organization also provides
hands-on business advisory services, tailored to meet the unique –and evolving –needs of each of the
promising technology companies in its portfolio. It also gives entrepreneurs access to world-class
incubation facilities and an international network of expert advisors.
NS Department of Business
◦The Mandate of the Department is to lead and align all government efforts to expand business and
social enterprise growth in Nova Scotia. The Department provides strategic direction and leadership to
all provincial Government Departments, Crown Corporations and Agencies to achieve alignment on
strategy and operations for business and social enterprise growth.
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 6
Economic Development
Producing more goods, services, activity than region consumes, a net gain or loss
(OECD)
Economic Development is measured by Gross Domestic Product (GDP)
Total market value of all goods and services produced in a country or province for one year.
Consumer Spending + Investment + (Government Spending –Taxes) + Exports
-Imports = GDP
Business Development -is the creation of long-term value (profit) for an organization
from customers, markets, and relationships. (Harvard University School of Business)
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 7
Definitions IV
Community Development ≠Economic Development
Community Development -community members generate solutions for overall improvement and well-being of the community
park, walking trails, concert series, sporting event
Community Economic -community members generate solutions for overall improvement and well-
being of the community that will also grow the local economy
Bus service, improved highway, new school
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 8
Definitions IV
How can you tell that it is Economic Development?
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 9
Direct link to growth?
If nothing was done, would it have
happened anyway?
(ROI) Return on Investment
Did it cost more to produce than you
received in income/revenues?
Opportunity Cost?
If you invested the money on something
else could you have achieved more?
True Incrementalism?
Is this just money moving from one place
to another or true net gain,
ie, one municipality to another
Definitions IV
Methodology
Statistics Canada
Gross domestic product (GDP) is one of the primary measures used by decision-makers, financial
and other institutions to evaluate the health of the economy.
An increase in real GDP is interpreted as a sign that the economy is doing well, while a decrease
indicates that the economy is not working at its full capacity.
Real GDP is linked to other macro economic variables such as employment, economic cycles,
productivity and long-term economic growth.
GDP can be calculated according to three methods:
-by income
-by expenditures
-by value added.
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 10
South Shore Economic Profile V
1)31-33 Manufacturing -469.3
2)53 Real estate and rental and leasing –330.10
3)62 Health care and social assistance –226.69
4)11 Agriculture, forestry, fishing and hunting –163.06
5)23 Construction –155.11
6)51 Information and cultural industries –139.20
7)52 Finance and insurance –115.34
8)71 Arts, entertainment and recreation –91.47
9)81 Other services (except public administration)-79.54
10)56 Administrative and support, waste management and remediation services -75.56
11)54 Professional, scientific and technical services-75.56
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 11
Top 10 Industries (NAICS) and
contribution to the SSREN Region’s
GDP(Million Dollars)
South Shore Economic Profile V
Profile:Education
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 12
We have higher rates than the
rest of NS:
1)Non-university diploma or
certificate
2) Trade certifications
0.0 20.0 40.0 60.0 80.0 100.0
No certificate, diploma or degree
Certificate, diploma or degree
High school certificate or equivalent
Postsecondary certificate, diploma or degree
Apprenticeship or trades certificate or diploma
College, CEGEP or other non-university certificate or diploma
University certificate, diploma or degree
University certificate or diploma below bachelor level
University certificate or degree
Bachelor's degree
University certificate or diploma above bachelor level
Percentage
Fi
e
l
d
o
f
S
t
u
d
y
Nova Scotia %
SSREN %
South Shore Economic Profile V
Profile:Age
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 13
In 2015, the South Shore REN area
had an older population compared
to the provincial average –51
compared to 45.
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
P
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-
9
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0
-
1
4
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5
-
1
9
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2
0
-
2
4
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p
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t
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a
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e
2
5
-
2
9
P
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p
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l
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t
i
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n
a
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e
3
0
-
3
4
P
o
p
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t
i
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n
a
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e
3
5
-
3
9
P
o
p
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t
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n
a
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4
0
-
4
4
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p
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t
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a
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e
4
5
-
4
9
P
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p
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t
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a
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e
5
0
-
5
4
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o
p
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5
5
-
5
9
P
o
p
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a
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e
6
0
-
6
4
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6
5
-
6
9
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0
-
7
4
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7
5
-
7
9
P
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8
0
-
8
4
P
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n
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e
8
5
+
Pe
r
c
e
n
t
a
g
e
Age Group
SSREN %
Nova Scotia %
South Shore Economic Profile V
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
SS Economy: Industries by Employment and GDP Share
% of employment SS Region % of industry contribution to GDP of the SS Region
GDP per South Shore Economy
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 14
South Shore Economic Profile V
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 15
Characteristic South Shore REN South Shore REN %Nova Scotia %
Total population 15 years and over (by income 2014)59,067 828,846
Without income 2,636 4.5 4.6
With income 56,430 95.5 95.4
Under $5,000 4,863 8.2 8.0
$5,000 to $9,999 5,358 9.1 8.7
$10,000 to $14,999 5,994 10.1 8.9
$15,000 to $19,999 7,267 12.3 10.0
$20,000 to $29,999 9,079 15.4 14.2
$30,000 to $39,999 7,624 12.9 12.7
$40,000 to $49,999 5,382 9.1 9.7
$50,000 to $59,999 4,009 6.8 7.1
$60,000 to $79,999 3,801 6.4 8.4
$80,000 to $99,999 1,672 2.8 4.1
$100,000 and over 1,382 2.3 3.6
$100,000 to $124,999 820 1.4 1.9
$125,000 and over 562 1.0 1.7
Characteristic South Shore REN Nova Scotia
Median income ($) of total population 15 years and over $26,682 $30,771
Average income ($) of total population 15 years and over $35,206 $40,550
Total Income Levels, 2014 South Shore Economic Profile V
Largest Public Sector employers *McSweeney , August 2015
Company Name Sector Location # Employees
South Shore Regional School Board Elementary & Secondary
Schools
Bridgewater 1,475
South Shore Health Community and hospital-based
services
Lunenburg County and
Queens County
850
Provincial Government Provincial public administration
services
SSREN Area 490
Federal Government Federal public administration
services
SSREN Area 445
Municipal Governments (Municipality of the District of
Lunenburg; Town of Bridgewater: Town of Lunenburg;
Town of Mahone Bay; Municipality of the District of Chester)
Municipal public administration
services
SSREN Area 300
Southwest Health Community and hospital-based
services
Shelburne & Lockeport 250
Nova Scotia Community College Colleges, Universities &
Professional Schools
Bridgewater 165
Queens Manor Health care and social
assistance
Liverpool 100
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 16
South Shore Economic Profile V
Largest Private Sector employers *McSweeney , August 2015
Company Name Sector Location # Employees
Michelin Tire Company Radial passenger car tires and Light Truck, plus
wire manufacturing Bridgewater 1,500
Stelia Aerospace North America Aerospace Product and Parts Manufacturing;
Engineering Services Lunenburg 460
Millennium1 Solutions Call centre, provider of end-to-end, business-to-
business-to-consumer solutions Bridgewater 350
Louisiana-Pacific Wood Preservation -
Manufacturer/Processor/Producer Chester 320
Atlantic Superstore Supermarkets/Other Grocery (Exc Convenience)
Retail
Bridgewater &
Liverpool 300
High Liner Foods Inc.Seafood Product Preparation & Packaging MODL 300
Sobeys Supermarkets/Other Grocery (Exc Convenience)
Retail
Bridgewater,
Liverpool, Shelburne 300
RPS Composites Plastics Material & Resin Manufacturing Mahone Bay 200
Mersey Seafoods Seafood Product Preparation & Packaging Liverpool 175
Walmart Department Stores Retail MODL 168
Harbour View Haven Nursing Care Facilities (Skilled Nursing Facility)
Service Lunenburg 160
White Point Beach Resort Accommodation and food services Queens County 160
Blue Wave Seafoods Inc.Seafood Product Preparation & Packaging Queens County 150
Harry Freeman and Son Ltd Manufacturing Queens County 141
Pierce Fisheries (a Clearwater Fish Processing Plant)Seafood Product Preparation & Packaging Lockeport 92APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 17
South Shore Economic Profile V
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 18
1) 31-33 Manufacturing
2) 53 Real estate, rental and commercial leasing
3) 44-45 Retail Trade
4) 62 Health care and social assistance
5) 51 Information and cultural industries
6) 71 Arts, Entertainment and Recreation
Top Commercial tax by sector *updated with March 2016 data
South Shore Economic Profile V
Municipal Commercial Major Tax
Contributors
Manufacturing -plastics, rubber, wood, food, aerospace, defence, seafood, marine
Forestry –sawmills
Fishing -fish plants and non value add processors
Health care and social assistance –private nursing homes and care facilities
Arts, Entertainment and Recreation -golf courses
Retail Trade -major chains food and merchandise
Information and cultural industries -call centers
Real estate and rental and leasing –commercial and non commercial leasing
Accommodation and Food Service -traveller accommodation resorts
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 19
South Shore Economic Profile V
Population Change by
County: 2006 to 2015
48202
11447
15901
48217
11140
14772
47222
10670
14039
0
10000
20000
30000
40000
50000
60000
Lunenburg Queens Shelburne
2006 2011 2015
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 20
South Shore Economic Profile V
Population by County
July 1, 2015
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 21
South Shore Economic Profile V
Halifax County has the largest percentage of population
between the ages of 18 and 64 (68.0%), while Guysborough
has the smallest (56.5%). Nova Scotia overall has 63.8 per cent of its residents in this
age cohort.
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 22
South Shore Economic Profile V
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 23
South Shore Economic Profile V
What we heard -1
◦Skilled and unskilled labour needs at critical level on south shore
◦Skills required do not match up with those seeking work
◦Young workers have high expectations and different values
◦Youth leaving when jobs are available in their community
◦Post Secondary institutions are creating unrealistic expectations for new grads
◦More jobs than workers, major impact on growing business
◦Business and education disconnect, no opportunities to discuss
◦Quality of labour market inventory -math skills, tech skills, motivation
◦Employee engagement concept still new to most business –motivation not just money
◦Local companies and competitiveness wages/working conditions –willingness to pay versus ability to pay
◦Highly Qualified People (HQP) remains an issue –coming from outside the region
◦Many sites to navigate to find job vacancies, cost of advertising, foreign worker challenges
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 24
Consultations VI
◦High cost of doing business, high tax, high WCB, high energy costs
◦Challenge of profitability -offering competitive wages/working conditions
◦Ongoing investment needed, people, processes, equipment, innovation to increase productivity
◦Lack of investment in training and equipment upgrades = poor productivity
◦No direct support for business (provincial government programs gone)
◦Red tape and regulatory burden -one permit with 9 different processes
◦Municipal units have resources directed to individual geographic priorities
◦Lack of understanding of the south shore economy and economic drivers
◦Fragmentation of services/programs for business –agencies market own programs
◦Risk of losing key GDP producers, no reason for manufacturers to remain
◦Investors want “move in ready” places –timelines to build, renovate
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 25
What we heard -2 Consultations VI
What we heard -3
◦Confusion over efficiency versus productivity
◦Personal technology interface and worker distraction and productivity
◦Lack of continuous improvement for processes
◦Lack of clarity and consistency in municipal service processes
◦Lack of engagement of the Platinum Economy who seek to retire here
◦Lack of unity among economic stakeholders, profit and not-for-profit
◦Economic development groups exist among local geographic lines
◦Length of time and many steps to deal with bureaucratic government processes
◦Lack of university or innovation center deterrent to commercialization
◦Business would like closer relationship with local government, (don’t just call when there are problems)
◦No coordinated approach to opportunity/investment attraction (municipal units competing with each other)
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 26
Consultations VI
What we heard -4
◦Global competition –outside firms willing to pay; local firms want it for free
◦Over emphasis on priorities that do not impact local economy
◦Uncertainty over zoning, barrier to business
◦Lack of data about South Shore business, labour force, and business climate
◦Lending environment has changed –less risk
◦Business complacency, slim profit margin, but not interested in change
◦Focus on talent strategy, not a population strategy
◦Municipal partners economic strategies not lined up with opportunities for revenue growth
◦Lack of business advocacy –we have no voiceNeed to focus on businesses that want to grow
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 27
Consultations VI
What we heard -5
◦Misinformed refrain -“we need more jobs”, not “we need more people”
◦Lack of university or innovation centers deterrent to commercialization
◦Employees place high value on work-life balance
◦Businesses valuations unrealistic and unsubstantiated
◦Many business buyers, but few sellers
◦Lack of interest in succession planning –business closures impact communities
◦Takes twice as long to train new employees as ten years ago
◦Investment of staff time to navigating government websites for program information
◦Many employers not interested in looking outside of Canada for workers
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 28
Consultations VI
Action Plan VII
•Chair –board
member
•Co-chair –
municipal
council/CAO
Establish a
Committee
for Theme
•Define and
cost out
deliverables
•Find
synergistic
programs to
partner with
Develop
Team
•Prioritize
•Build
timeline
•Execute
Develop
Project
Plan
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 29
For each theme: Talent Competitiveness Environment Leadership
Talent
Competitiveness
Environment
Leadership
Initiative: _____(name)________________Logic Model
Objective What is the purpose of the project, program or initiative?
Inputs
Outputs Outcomes --Impact
Activities Participation Short Medium Long
What we invest
What are the
resources,
contributions,
investments that go
into the initiative?
Staff
Time
Money
Equipment
Technology
Partners
Materials
What we do
What are the activities, services,
events, and products that reach
people who participate? Who are
targeting?
Initiatives
Projects
Programs
Events
Sessions
Who we reach?
Who we engage and involve
in our activities and
initiatives?
What are the results?
What are the desired results or
changes for individuals, groups,
business, organizations, or
systems?
Awareness
Knowledge
Skills
Opinions
Learning
Action
Behavior
Practice
Decision making
Policies
Conditions:
Economic
Political
Business
Assumptions External Factors
What are the beliefs we have about the program, the people involved, and the
context and the way we think the program will work?
What is the environment in which the program exists, including a variety of
external factors that interact with and influence the program action?
APPENDICES -SOUTH SHORE REGIONAL ECONOMIC STRATEGY 30
SSREN Strategy Logic Model VIII
31
Action Plan
Year Quarter Action Item
2016-17 Q3 Oct –Dec Labour Market Forum
Labour Market Program Leverage
Electronic Inventory of Business Programs and Services
Q4 Jan –March Retiree Attraction
Business Now
WhyHere Redesign
Start up and Entrepreneur Map
2017-18 Quarter
Q1 April -June South Shore Employers Council
CRM System
Labour Market Inventory Study
Q2 July –Sept Employer Education Forum
South Shore Retail Forum
Building Permit Improvement Project
Q3 Oct –Dec HR Best Practice Group
Business Workshops
Business Data Feasibility Assessment
Q4 Jan –March World of Work Pilot
Online Productivity Assessment
Manufacturing Leadership Session
2018-19 Quarter
Q1 April -June Regulation and Policy Map
Graduate Transition Project
Common Regulatory Template
Q2 July -September Supply Chain Mapping project
Top 10 Regulatory Business Impediments
Business Mentor Program Needs Assessment
August 14, 2019
end of
Inter-municipal
Agreement
Department of Energy – Press Release 2016-12-21 Solar for Community Buildings Pilot Program
Solar for Community Buildings Pilot Program
Nova Scotia is leading the country in greenhouse gas reductions and is on its way to a cleaner
energy future. Innovation and the addition of more diverse forms of renewable energy to our energy
mix is an essential part of continuing to make this shift.
In the province’s 2015 Electricity Plan: Our Electricity Future, we committed to introducing a new
solar energy program. This program would help us learn more about how solar electricity can help
Nova Scotia move to a clean electricity system in a cost-effective way; while encouraging and
enabling community participation in renewable energy generation.
The Solar for Community Buildings Pilot Program is designed to allow participation by Municipalities,
Mi’kmaq Bands, Academic Institutions and Non-profits in the installation of solar panels for electricity
generation on, and around, suitable buildings.
Your Feedback
In early 2016, consultation with eligible partners took place. It informed the development of the
proposed pilot program and its regulations.
A draft copy of the regulations can be viewed here. We’d like to hear from you. Please send your
comments by January 11, 2017 to solarcommunitybuildings@novascotia.ca.
About the Program
The Solar for Community Buildings Pilot Program aims to:
enable communities to participate in Nova Scotia’s transition to a cleaner energy future
help identify the role for Solar Electricity in the Province’s electricity system
contribute to the conversation and education surrounding solar power in Nova Scotia
A third-party administrator will receive proposals from qualified groups and select those proposals
that present the lowest cost per unit of energy.
Selected participants will be entitled to a 20-year power purchase agreement with their utility, at the
price they propose.
More program details will be made available in early 2017.
Other Programs
Enhanced Net Metering
Find out how you can get paid to produce solar energy to power your home or business through
Enhanced Net Metering.
Solar Installation
Some municipalities have programs to assist residents in installing solar equipment. Talk to your
municipality for more information.
Solar Program Regulations - Draft for Consultation Only
(Final form of Regulations may vary from Draft)
Amendment to the Renewable Electricity Regulations
made by the Governor in Council under subsections 4B(7A), (7B), (10A) and (12A) and
Sections 4C and 5 of Chapter 25 of the Acts of 2004,
the Electricity Act
1 Subsection 2(1) of the Renewable Electricity Regulations, N.S. Reg. 155/2010, made by
the Governor in Council by Order in Council 2010-381 dated October 12, 2010, is
amended by
(a)adding “former” immediately before “Town of Canso” in paragraph (i)(C) of the
definition of “municipal electric utility”;
(b)repealing the definition of “renewable electricity administrator”; and
(c)adding the following definitions where they belong in alphabetical order:
“expected amounts to be paid”, in relation to a procurement, means the amounts
that a public utility would be required to pay to the owner of the generation
facility to purchase the procured electricity, net of any savings relating to costs
that would have been incurred by the public utility to produce, transmit, deliver or
furnish any electricity that would be displaced by the procured electricity;
“procurement administrator” means a person appointed under subsection 4B(1) of
the Act to conduct a procurement of renewable low-impact electricity;
“solar program” means the Solar Electricity for Community Buildings Program
established under Section 37A;
2 Subsection 3(1) of the regulations is amended by striking out “149(1)(1)” in subclause (i)
of the definition of “not-for-profit body corporate” and substituting “149(1)(l)”.
3 Subsection 6(6) of the regulations is amended by adding “is” immediately after “the
supply”.
Page 1 of 13
4 Clause 13(1)(c) of the regulations is amended by striking out “is” immediately before
“has increased”.
5 (1)Subsection 20(1) of the regulations is amended by
(a)striking out “Stocks” and substituting “Stock Companies” in clause (d);
and
(b)striking out “Stocks” and substituting “Stock Companies” in clause (e).
(2)Clause 20(3)(f) of the regulations is amended by striking out “a NS” wherever it
appears and substituting “an NS”.
6 Section 23 of the regulations is amended by striking out “for a” immediately before
“feed-in”.
7 (1)Subsection 35(1) of the regulations is amended by adding “or agencies”
immediately after “departments”.
(2)Subsection 35(1) of the regulations is further amended by striking out “Service
Nova Scotia and Municipal Relations” in clause (f) and substituting “Office of
Service Nova Scotia”.
8 (1)Subsection 35B(1) of the regulations is amended by striking out “The primary
basis” and substituting “Except as provided in subsection (4), the primary basis”.
(2)Subsection 35B(2) of the regulations is amended by adding “, other than a bidder
under the solar program,” immediately after “A bidder”.
(3)Section 35B is further amended by adding the following subsection immediately
after subsection (2):
(2A)A bidder under the solar program must include all of the following in their
proposal:
(a)independently reviewed or audited year-end financial statements
for the bidder’s most recent fiscal year;
(b)the proposed nameplate capacity of the generation facility;
(c)the proposed location and orientation of solar panels;
(d)a solar site assessment;
Page 2 of 13
(e)a cash-flow management plan for a period of time ending no earlier
than 5 years after the date the generation facility is expected to
reach commercial operation;
(f)an estimate of the total cost to develop the generation facility that
separately identifies the costs for significant components of the
development, including costs for solar panels, inverters, the
balance of system hardware, labour and permitting;
(g)an estimate of the annual operating and maintenance costs for the
generation facility;
(h)an estimate of the total amount of indebtedness expected to be
incurred to develop the generation facility, the average length of
the term for repaying the indebtedness and the average interest rate;
(i)an estimate of the amount of any incentives or grants that the
bidder expects to receive to develop the generation facility;
(j)any information the procurement administrator requires to assess
whether the proposal meets the requirements of the Act and these
regulations.
(4)Subsection 35B(3) is amended by striking out “subsection (2)” and substituting
“subsections (2) and (2A)”.
(5)Section 35B of the regulations is further amended by adding the following
subsections immediately after subsection (3):
(4)The primary basis for evaluating bids under a request for proposals for the
solar program is the price for the proposed electricity, and this requirement
must be clearly indicated in any request for proposals.
(5)A procurement administrator must not award a contract to a bidder under a
request for proposals for the solar program if the bid price is too high,
taking into account the relative amounts of the bid prices received from all
other bidders who responded to the request for proposals and any other
factor the procurement administrator considers appropriate.
(6)Responses to a request for proposals for the solar program must be
submitted to the Minister electronically through the Internet through an
online application form established for the program.
Page 3 of 13
9 The regulations are further amended by repealing Section 35C and substituting the
following Section:
35C (1)In evaluating proposals submitted under a request for proposals under
Section 4B of the Act, the procurement administrator must
(a)respond to any concerns or questions from bidders in a timely
manner;
(b)undertake the evaluation required by subsection 4B(10) of the Act
in a timely fashion; and
(c)provide the written decision required by subsection 4B(10) of the
Act no later than 7 days after making the decision.
(2)The procurement administrator must exclude any proposal from further
evaluation if the administrator is not satisfied of any of the following:
(a)that the proposal is technically feasible;
(b)that the bidder has the financial capacity or support to construct
and operate the proposed generation facility.
10 (1)Section 35D of the regulations is amended by
(a)striking out “the renewable electricity administer” and substituting “a
procurement administrator”;
(b)striking out “include” and substituting “includes”.
(2)Section 35D of the regulations is further amended by
(a)striking out the period at the end of clause (d) and substituting a semi-
colon; and
(b)adding the following clauses immediately after clause (d):
(e)for any contract awarded to a bidder,
(i)the price for electricity under the contract,
(ii)the nameplate capacity of the generation facility under the
contract, and
Page 4 of 13
(iii)the annual amount of electricity expected to be generated
by the generation facility under the contract;
(f)if more than 1 contract is awarded in the procurement,
(i)the total, mean and median prices for electricity under all
contracts,
(ii)the total, mean and median nameplate capacity of
generating facilities under all contracts awarded, and
(iii)the total, mean and median amounts of electricity expected
to be generated by the generation facilities under all
contracts awarded;
(g)for a procurement under the solar program,
(i)the expected amounts to be paid by a public utility using
the assumptions set out in subsection 37F(7), and
(ii)an assessment of any impacts on the expected amounts to
be paid by NSPI because of the limits in subsection 37F(4);
(h)any issues or trends relating to the procurement process that the
procurement administrator considers relevant.
11 (1)Subsection 37(1) of the regulations is amended by striking out “The renewable
electricity administrator” and substituting “Except as provided in subsection (1A),
a procurement administrator”.
(2)Section 37 of the regulations is further amended by adding the following
subsections immediately after subsection (1):
(1A)The Minister must, in consultation with NSPI, prepare a standard form
power purchase agreement to be used for procuring renewable low-impact
electricity from a generation facility connected to the electrical grid of a
public utility under a program established under Section 4C of the Act and
must have the form of power purchase agreement approved by the Board
before any procurement.
(1B)For a procurement under the solar program, the standard form power
purchase agreement must incorporate all of the following terms:
(a)the generation facility must reach commercial operation no later
Page 5 of 13
than 24 months after the date the agreement was awarded by the
procurement administrator;
(b)the term of the agreement must end 20 years after the date the
generation facility reaches commercial operation, except that the
agreement may give a party to it the right to terminate earlier if
there is a default by the other party;
(c)except as provided in clause (d), the price for electricity output
from the generation facility at the delivery point must be as
follows:
(i)for net output from the generation facility that is 110% or
less of the amount of electricity proposed to be delivered,
determined on a 3-year rolling average basis, the price bid
in the response to the request for proposals,
(ii)for net output from the generating facility that is greater
than 110% of the amount of electricity proposed to be
delivered, determined on a 3-year rolling average basis, an
amount in $/MWh that is equal to the public utility’s cost
of generating or purchasing 1 more MWh of electrical
energy from sources other than the generation facility as
calculated by the public utility averaged over the 12-month
period immediately preceding the relevant time;
(d)for a generation facility that is conveyed to an entity that is not
eligible to participate in a request for proposals under Section 37B,
the price for electricity output from a generation facility at the
delivery point must be as follows:
(i)for net output from the generation facility that is 110% or
less of the amount of electricity proposed to be delivered,
determined on a 3-year rolling average basis,
(A)70% of the price bid in the response to the request
for proposals if the change in ownership occurs
earlier than 5 years after the date the generation
facility reaches commercial operation, or
(B)90% of the price bid in the response to the request
for proposals if the change in ownership occurs 5
years or later after the date the generation facility
reaches commercial operation,
Page 6 of 13
(ii)for net output from the generating facility that is greater
than 110% of the amount of electricity proposed to be
delivered, determined on 3-year rolling average basis, an
amount in $/MWh that is equal to the public utility’s cost
of generating or purchasing 1 more MWh of electrical
energy from sources other than the generation facility as
calculated by the public utility averaged over the 12-month
period immediately preceding the relevant time;
(e)any benefits or credits relating to the reduction of greenhouse
gasses or air emissions or to the generation of electricity from
renewable resources must accrue to the owner of the generation
facility;
(f)the owner of the generation facility must not be required to provide
the public utility with any form of financial security for the
performance of its obligations under the power purchase
agreement;
(g)the requirements for generation facilities in subsection 37C(2).
(3)Subsection 37(2) of the regulations is amended by
(a)striking out “intended”; and
(b)striking out “subsection (1)” and substituting “this Section”.
12 The regulations are amended by adding the following centred heading and Sections
immediately after Section 37:
Solar Electricity for Community Buildings Program
Solar Electricity for Community Buildings Program
37A The Solar Electricity for Community Buildings Program is established, for the
years 2017, 2018 and 2019, as a program under subsection 4C(1) of the Act to
connect a renewable low-impact electricity generation facility to a public utility’s
electrical grid.
Eligible respondents to requests for proposals under solar program
37B (1)Any or all of the following categories of participants, as determined by the
procurement administrator, may participate in a request for proposals
undertaken by a procurement administrator for the procurement of
renewable low-impact electricity under the solar program:
Page 7 of 13
(a)an NS Mi’kmaw band council, or a body corporate, partnership or
other business association that is wholly owned by 1 or more band
councils;
(b)a municipality, or a body corporate, partnership or other business
association that is wholly owned by 1 or more municipalities;
(c)a university, or a body corporate, partnership or other business
association that is wholly owned by a single university;
(d)a not-for profit body corporate, or a body corporate, partnership or
other business association that is wholly owned by a single not-for
profit body corporate.
(2)In clause (1)(c), “university” includes the Nova Scotia Community
College.
Requirements for generation facilities
37C (1)A procurement administrator may not award a contract under the solar
program if the proposed generation facility was subject to an agreement to
connect it to a public utility’s electrical grid on the date the response to the
request for proposals was submitted by the respondent.
(2)A procurement administrator may not award a contract under the solar
program unless the proposed generation facility meets all of the following
requirements:
(a)it will be owned by an entity that is eligible to participate in a
request for proposals under Section 37B on the date that it reaches
commercial operation;
(b)it will not exceed a total nameplate capacity of 50 kW;
(c)it is expected to produce at least 51% of its average annual
renewable low-impact electricity from solar energy;
(d)it will be connected to the electrical grid of a public utility though
1 electric meter that records electricity sales and peak power at
least 4 times per hour;
(e)it will be located on or wholly within 25 m of a building that
satisfies all of the following conditions:
(i)it will be owned or leased, in whole or in part, by the owner
Page 8 of 13
of the generation facility on the date that the generation
facility reaches commercial operation;
(ii)it is not associated with another generation facility procured
under the solar program unless the contract for the
development of the other generation facility has been
terminated;
(iii)it will be provided with electricity from a public utility
through an electric meter on the date the generation facility
reaches commercial operation;
(iv)it will not be constructed or provided with electricity solely
to qualify for the solar program;
(vi)it will be located on the same property as the generation
facility, or on an adjoining property that is owned by the
owner of the generation facility on the date that the
generation facility reaches commercial operation until the
end of the contract.
Condition regarding financing
37D The principal amount of any financing provided to an owner for the construction
or installation of a proposed generation facility to provide renewable low-impact
electricity under the solar program by a person who is providing goods or services
for the construction or installation must not, combined with the principal amount
of any such financing provided by any other such person, be greater than 49% of
the total cost of constructing and installing the facility.
Condition regarding use of information
37E The owner of a generation facility that provides renewable low-impact electricity
under the solar program must agree in writing that the Minister may use the
information described in and as permitted under subsection 37H(5) for any
purpose, including the publication or other public release of the information,
regardless of any proprietary interest or claim to confidentiality that the owner
may have and without any compensation being paid to the owner for the use of the
information.
Program limits on expected amounts to be paid by public utility
37F (1)In this Section,
“program year” means
(i)2017, for contracts awarded by the procurement
Page 9 of 13
administrator under the solar program before August 1,
2017,
(ii)2018, for contracts awarded by the procurement
administrator under the solar program after July 31, 2017
and before August 1, 2018,
(iii)2019, for contracts awarded by the procurement
administrator under the solar program after July 31, 2018
and before August 1, 2019.
(2)For contracts awarded under the solar program, the expected amounts to
be paid by a public utility in 2019 must not exceed the amounts set out in
the following table for the electrical utility:
Municipal Electric Utility Amount
Electrical utility for the Town of Antigonish $12 000
Electrical utility for the Town of Berwick $4500
Electrical utility for the former Town of Canso $1000
Electrical utility for the Town of Lunenburg $5500
Electrical utility for the Town of Mahone Bay $2000
Electric Light Commissioners for Riverport, in
the County of Lunenburg
$1200
(3)The total expected amounts to be paid by NSPI for all contracts awarded
under the solar program for a program year must not exceed the amounts
set out in the following table for that program year:
Program Year Amount
2017 $250 000
2018 $350 000 plus any increases made under
subsection (5) for the program year
2019 $400 000 plus any increases made under
subsection (5) for the program year
(4)The total expected amounts to be paid by NSPI for each program year
under subsection (3) are subject to the following additional limits:
(a)no more than 30% of an amount set out in subsection (3) may be
paid to 1 or more owners who fall into the same category of
participant in a clause in subsection 37B(1);
Page 10 of 13
(b)no more than 50% of an amount set out in subsection (3) may be
paid to 1 or more owners for generation facilities located in Halifax
County;
(c)no more than 20% of an amount set out in subsection (3) may be
paid to 1 or more owners for generation facilities located in the
counties of Cape Breton, Inverness, Richmond and Victoria;
(d)no more than 20% of an amount set out in subsection (3) may be
paid to 1 or more owners for generation facilities located in the
counties of Antigonish, Colchester, Cumberland, Guysborough and
Pictou;
(e)no more than 25% of an amount set out in subsection (3) may be
paid to 1 or more owners for generation facilities located in the
counties of Annapolis, Digby, Hants, Kings, Lunenburg, Queens,
Shelburne and Yarmouth.
(5)If the expected amounts to be paid by NSPI for a program year are less
than the total amount set out in subsection (3), then an amount equal to the
difference between those amounts must be added to the amount set out in
subsection (3) as an increase in the total limit for the following program
year.
(6)In subsection (5), the net expected payments determined for NSPI for a
program year must exclude expected payments under contracts awarded by
the procurement administrator that have been terminated.
(7)To determine whether an amount set out in subsection (2) or (3) would be
exceeded, the procurement administrator must assume all of the following,
despite information to the contrary in any response to a request for
proposals:
(a)that a generation facility awarded a contract under the solar
program with a public utility other than NSPI will be in
commercial operation for the entire year in 2019;
(b)that a generation facility awarded a contract under the solar
program with NSPI will be in commercial operation for the entire
year in the program year for the contract.
Data collection, reporting and sharing
37H (1)An owner of a generation facility under the solar program must collect and
provide the Minister with all of the following information:
Page 11 of 13
(a)the nameplate capacity of the generation facility;
(b)the cost of constructing the generation facility, or of any particular
component or aspect of the generation facility.
(2)On request, a public utility must provide the procurement administrator
with all of the following:
(a)the costs that would be incurred to produce, transmit, deliver or
furnish any electricity that would be displaced by electricity
purchased under the solar program to permit the procurement
administrator to assess whether the awarding of a contract would
result in the expected amounts to be paid by the public utility to
exceed the program limits under Section 37F;
(b)notification in writing if a power purchase agreement between the
public utility and an owner of a generation facility connected to its
electrical grid under the solar program is terminated.
(3)A public utility must provide the Minister with all of the following:
(a)all electric meter data for each generation facility connected to its
electrical grid under the solar program including
(i)the amount of electricity produced and sold for each
generation facility, and
(ii)the time, date and amount of peak power for each
generation facility;
(b)the price of all electricity sold by the owner of each generation
facility to the public utility under the program;
(c)notification in writing if a power purchase agreement between the
public utility and an owner of a generation facility connected to its
electrical grid under the solar program is terminated.
(4)The information required to be provided to the Minister under subsections
(1) and (3) must be provided at the times and in the formats requested by
the Minister.
(5)Subject to subsection (6), the Minister may use the information included in
a response to a request for proposal or required to be provided under
subsections (1) and (3) for any purpose, including the publication or other
Page 12 of 13
public release of the information.
(6)The Minister may not publish or publically release the information
required under clauses 35B(2A)(a)(e), (h), and (i).
13 (1)Clause 47(1)(a) of the regulations is amended by striking out “or” immediately
after “5”.
(2)Clause 47(1)(b) of the regulations is amended by striking out “or” immediately
after “5”.
(3)Clause 47(1)(c) is amended by striking out “or 6A or 6” immediately after “5” and
substituting “, 6 or 6A”.
14 The regulations are further amended by striking out “renewable electricity administrator”
and substituting “procurement administrator” wherever it appears.
Page 13 of 13
REQUEST FOR DECISION
Prepared By:Nancy Dove Date December 20, 2016
Reviewed By:Date
Authorized By:Tammy Wilson, CA0 Date December 20, 2016
CURRENT SITUATION
The Finance Department recently received a request, in the form of a letter, from Mr.Rodney
Innis for a reduction of taxes. This request is in regards to Tax Account # 04118472 located at
51 Hyson Road, Seffernville, Lunenburg Co, NS.There was a cottage on the property that was
destroyed by fire in September 2013. At that time Mr.Innis thought that the Fire Marshall
would advise PVSC about the arson and that there was no longer a dwelling on the property.
When he received his 2014 tax bill, he realized that was not the case and contacted MODC and
was advised that he must inform PVSC.Due to the time it took Mr.Innis to update PVSC, he was
taxed for land and dwelling for 2013,2014 and 2015.
PVSC will not reassess for prior years,and as such the change in the assessed value was made
for the 2016 assessment year (current year), which is when they received the information
regarding the loss of the cottage.Mr.Innis is asking that we adjust the 2014 and 2015 tax bill to
reflect the fact that the building no longer existed. As you will note, the assessed value on the
2014 tax bill is $13,900, in 2015 it is $14,100 and in 2016 it dropped to $7,000 which reflects
land only.
RECOMMENDATION
Due to the nature of this request, it falls under Policy P-23 (Reduction of Taxes for Buildings
Destroyed or Partially Destroyed by Fire, Storm or Otherwise, after Assessment Roll has been
Finalized). Therefore,a decision approved by Council is required by the Finance Department in
order to provide a reduction of taxes to Mr.Innis’s tax account for tax year 2013,2014 and
2015.
BACKGROUND
According to Policy P-23,“The Municipality of the District of Chester will provide for the
reduction, to the extent that Council considers appropriate, of taxes and interest payable
with respect to a property if a building situate on the property has been destroyed or partially
destroyed by fire, storm, or otherwise, and the assessment of the property does not reflect
REPORT TO:Municipal Council
SUBMITTED BY:Department of Finance
DATE:December 20, 2016
SUBJECT:Reduction of Taxes –Rodney Innis
ORIGIN:Finance Department
2 Request For Decision/Direction
that the building has been destroyed or partially destroyed, and provide for the
reimbursement of any overpayment resulting from the reduction.”
Under normal circumstances, the property owner (s) notify PVSC in a timely manner and any
adjustments required would be done in the current fiscal year once reassessed by PVSC.
However,due to various circumstances sounding this incident, that did not happen and is why
the property owner is asking for a tax adjustment for 2014 and 2015.
DISCUSSION
Mr.Innis points out in his letter that it was ‘his son who, back in September 2013, arrived at the
property to find that it was burnt to the ground by an arsonist.’ Mr.Innis also noted in his letter
that he was in touch with RCMP and the Fire Marshall’s office during that time. He believes no
investigation was conducted at that time.
Mr.Innis accepts responsibility for not notifying PVSC in a timely manner but also states in his
letter that he was unaware of the process, and when notified by staff of MODC what he needed
to do, again did not comply due to his memory. He notes he is 79 years old.
Please refer to all supporting documents provided by Mr.Innis attached to this RFD.
IMPLICATIONS
Policy
This request falls under P-23 Reduction of Taxes for Buildings Destroyed or Partially Destroyed
by Fire, Storm, or otherwise, after Assessment Roll has been Finalized.
Financial/Budgetary
Mr.Innis is asking for an adjustment for 2014 and 2015 only. However, the property was
destroyed in September of 2013.With that, if a reduction will be considered, it would apply in
the following manner to properly reflect each year affected by the loss of the cottage;
Tax Year 2013 prorated from date cottage was destroyed by fire –adjustment of $33.57
Tax Year 2014 –full year –adjustment of $64.52
Tax Year 2015 –full year –adjustment of $67.31
Total Overall Tax Adjustment will be $165.40
The full amount of the adjustment will be applied to the 2016 fiscal tax year.
According to P-23 this adjustment will be applied to GL 451000 Allowance for Uncollectible
Taxes. It will not be recognized as an expense in 2016. The adjustment will reduce the property
owners tax account and the offset is to the Allowance for Uncollectible Taxes. This is because
each year we budget an allowance for uncollectible taxes and have already recognized the
expense at that time.
3 Request For Decision/Direction
Environmental
N/A
Strategic Plan
N/A
Work Program Implications
N/A
OPTIONS1.Council approve the reduction in tax for 2013,2014 and 2015.Mr.Innis is asking for anadjustment for tax years 2014 and 2015,but the cottage was destroyed in 2013.2.Council not approve.
Innis, Virginia Ellen
AAN 04118472
51 Hyson Road, Seffernville
2013-14 Taxes: Assessment Rate Taxes NOTE:
Waste & Disposal 13,800 0.1000% $13.80 Approx Date of the Fire was Sept 15, 2013
Fire Protection 13,800 0.1500% $20.70 Mr. Innis did not notifiy the Municipality of
Residential 13,800 0.6600% $91.08 the fire until March 2015 - He was told to
contact PVSC to notifiy them of the fire and
Total:$125.58 that PVSC would have to re-assess
Assessment was not changed by PVSC until
Taxes Pro-Rated From April 1 to September 14, 2013 - Pre Fire (167 days):2016 Roll which removed the burned bldg
Waste & Disposal 13,800 0.1000% $6.31
Fire Protection 13,800 0.1500% $9.47
Residential 13,800 0.6600% $41.67
Total:$57.46
Taxes Adjusted from September 15 to Mar 31, 2014 - After Fire (198 days):
Waste & Disposal 7,000 0.1000% $3.80 ADJUSTMENT TO ACCOUNT:
Fire Protection 7,000 0.1500% $5.70 2013-14 Taxes: $125.58
Residential 7,000 0.6600% $25.06 Less Taxes to Sept 14, 2013: $57.46
Less Taxes on 'New Assessed' Amt Sept 15- Mar 31, 2014 $34.56
Total $34.56 Total Adjustment to Account:$33.57
AAN 04118472 Innie, Virginia Ellen 51 Hyson Road, Seffernville
Taxable Without Cottage (Land)Original Without Cottage (Land only)Adjustment
Assessment Assessment Taxes Revised Taxes Taxes
Year Description Area Rates
2014 13,900 7,000 Waste Collection & Disposal 0.1000%13.90 7.00 6.90
13,900 7,000 Fire Protection 0.1500%20.85 10.50 10.35
13,900 7,000 Residential 0.6850%95.22 47.95 47.27
Total Taxes 129.97 65.45 64.52
2015 14,100 7,000 Waste Collection & Disposal 0.0930%13.11 6.51 6.60
14,100 7,000 Fire Protection 0.1700%23.97 11.90 12.07
14,100 7,000 Residential 0.6850%96.59 47.95 48.64
Total Taxes 133.67 66.36 67.31
TOTAL ADJUSTMENT TO PROPERTY TAXES 131.82
NOTE:
There is no longer a cottage on this property due to a fire in September 2013. Due to many reasons the owner did not notify MODC or PVSC that there was a fire that destroyed
the cottage until March 2015 when he called MODC inquiring on reducing the taxes on this property. I referred him to PVSC and told him that they would have to reassess the
property. PVSC lowered the assessment to $7,000 on their 2016 roll.
REQUEST FOR DECISION
Prepared By: Bill DeGrace, Senior
Planner, Marianne Gates,
Senior EDO
Garth Sturtevant, Building
and Development Assistant
Date Dec 5, 2016
Reviewed By: Date
Authorized By: Tammy Wilson, CAO Date December 14, 2016
CURRENT SITUATION
Council, at its meeting of 29 October 2015, received a presentation from Carol Nauss of
the Chester Municipal Heritage Society. The Society advanced the idea of the
Municipality formally recognizing Canada’s 150th anniversary (2017) in a tangible way.
The Society is suggesting that financial investments could be matched by “Canada 150”
program funding. Municipalities are eligible recipients.
RECOMMENDATION
Complete the Canada 150 program funding application as follows:
- provide heritage denoted civic signs to properties that meet the noted
criteria and produce a map brochure listing the properties.
- Total Cost not to exceed $5000
- Apply for 50% funding to Canada 150 $2500
- Net Cost to Municipality $2500
BACKGROUND
Heritage buildings are most commonly recognized and commemorated by means of a
special marker, such as a plaque mounted on the structure or on a nearby post or
cairn. Important historic places or settings are sometimes marked with interpretive
signs or panels. Buildings and places then become the subject of self-guided walking
or driving tours, and can be featured in tourism literature and web sites.
Civic number signs are a unique way to mark the presence of a place of historic
interest. Special signs would be of a distinctive colour (burgundy is proposed) and
REPORT TO: Municipal Council
SUBMITTED BY: Community Development Department
DATE: December 5, 2016
SUBJECT: Canada 150 Project
ORIGIN:
2 Request For Decision/Direction
marked with an add-on decal such as the new Municipal logo or something denoting
heritage registration. Installation of a new civic number sign would be voluntary and
the responsibility of the owner. An example of a civic number sign with decal is
attached.
The use of civic number signs to indicate heritage interest or significance is one way
to raise awareness when lots are large and a commemorative plaque or sign
mounted on the building would be difficult to observe without trespassing. Being
visible from the street, civic number signs are a more obvious indication of the
presence of a building of interest. There are, however, some key considerations:
Civic number signs are manufactured and installed in accordance with the
Civic Addressing By-law, which stipulates the location for the sign and numeral
height depending on where located, and the fact that numerals and background colour must contrast.
There is no stated requirement that a sign must be the standard blue. Police,
all municipal fire departments and EMS have stated that they do not object to
a different colour background, as long as it is contrasting.
Staff would require the assistance of the Society in identifying properties, whether registered or not, seeking owner consent, identifying others that are
not registered but meet the criteria for the Canada 150 project.
DISCUSSION
The following has been accomplished following council’s direction to work with the
Heritage Society to develop a Canada 150 Project:
The Heritage Society provided a list of properties that are Confederation era or pre-
Confederation in recognition of Canada’s 150th. Some of them are Registered Heritage
Properties, others are not.
Staff toured MODC to complete a site visits of all properties. Photos were taken and
those too far off the main roads were dismissed.
The following criteria was used to select approximately 53 properties:
1. Minimum 150-year-old structure (1867 or before)
2. Building integrity
3. Building condition
4. Visibility from Road. If a property is not easily viewed, it will be the property
owner’s decision if they want it listed as it might create traffic on a private
road or driveway.
3 Request For Decision/Direction
If Council agrees to support this project, the Canada 150 project would complete the
following:
- The Heritage Society to contact all properties that meet the established
criteria and seek agreement from the property owner to install the
provided burgundy civic sign.
- The project will design (suggestion attached), order and pay for all signs
agreed by property owners.
- The Heritage Society will make arrangements for property owners to pick
up the signs at the Municipal office.
Costs:
1. Burgundy Civic signs
Heritage denoted civic signs would be provided to properties that meet the
noted criteria (no more than 70 properties) 70 @ $30 per sign=$2100
2. Map Brochure
- Chamber map artwork to be used. We have the basic map design.
- The Heritage Society will complete design artwork
- Production ready material $1000 estimate
- Cost for 10, 000 copies in 2016 $1498 (Plus Tax)
TimeLine:
Action Jan Feb Mar April May June July
Council Decision
Application deadline for Canada 150
Funding determined (If funding is not confirmed, Council will be consulted to
determine if the project should
proceed without external funding.
Historic Society to contact properties
owner to confirm participation.
Order Signs
Produce map brochure produced
Install signs
Print map brochure
Distribute map brochure
Project Complete
4 Request For Decision/Direction
IMPLICATIONS
Policy
NA
Financial/Budgetary
$2500
Environmental
NS
Strategic Plan
- Strengthen and support environmental, cultural, and social resources;
- Promote conditions conducive to fostering economic prosperity.
Work Program Implications
Bill DeGrace, Marianne Gates, Garth Sturtevant
OPTIONS
1. Complete the Canada 150 as follows:
- provide heritage denoted civic signs to properties that meet the noted
criteria and produce a map brochure listing the properties.
- Total Cost not to exceed $5000
- Apply for 50% funding to Canada 150 $2500
- Net Cost to Municipality $2500
2. In addition to items indicated in option 2, create a digital App for wireless
devisees. Cost $40,000
- Apply for 50% funding from Canada 150
- Net Cost not to exceed $22,500
3. Do not participate in this Canada 150 project.
ATTACHMENTS
Sign Design
COMMUNICATIONS (INTERNAL/EXTERNAL)
- Strengthen and support environmental, cultural, and social resources;
- Promote conditions conducive to fostering economic prosperity.
MOTIONS FOR COUNCIL
CITIZENS PLANNING ADVISORY COMMITTEE MEETING
HELD ON
MONDAY 7TH NOVEMBER 2016
2016-478 APPROVAL OF OCTOBER 17, 2016 MINUTES
2016-480 RECOMMENDATION TO SUPPORT AMENDMENTS
MOVED by Mary Ellen Clancey, SECONDED by Art Backman that the Citizens Planning Advisory
Committee make recommendations to Municipal Council:
a)supporting amendments that clarify how design guidelines for the Highway 3 Site
Plan Area re applied to new constructions and additions to buildings. The
amendments are found in Appendix A of the report submitted;
b)supporting amendments that would exempt signs, small additions, small
accessory structures and changes of use from the design guidelines and site plan
approval process for the Highway 3 Site Plan Area as outlines in Appendix A of
the report submitted;
c)that Municipal Council give first reading and set a date for a Public Hearing; and
d)to consider further revisions, though Plan Review, to design guidelines for the
Highway 3 Site Plan area
CARRIED.
2016-481 ADJOURNMENT
R EPORT FOR INFORMATION
Prepared by:Cliff Gall, Director of
Information Services
Date December 15, 2016
Reviewed by:Date
Authorized by:Tammy Wilson, CAO Date
CURRENT SITUATION
Our Laserfiche Enterprise Records Management System provide staff, Council and the public
with access to electronic records at the Municipality of Chester. As part of regular ongoing
budgeted operations, we are required as a customer of Laserfiche to annually purchase the
Laserfiche Software Assurance Plan (LSAP) from a Value Added Reseller (VAR.) LSAP gives the
customer the following:
•New product releases and regular updates
•100% credit toward product upgrades
•Access to the Laserfiche Support Site and Laserfiche Answers
The 2016/17 Operating Budget includes $24,000 for LSAP renewal. As per Subsection 4.1 of
the Municipality’s Procurement Policy (P-04), an information report is required to be
provided to Council advising of all Low Value Procurement over $10,000. This report is to
advise that MODC has procured the 2016/17 LSAP from ThinkDox for $23,560 net HST.
BACKGROUND / DISCUSSION
The Municipality of Chester started with Laserfiche Team 7.0 in 2006. Since 2006 we have
added the following modules and completed the following upgrades:
Laserfiche Weblink (Public Electronic Document Portal currently available on our
website)
Laserfiche Forms (used for internal and external service delivery. Some examples are
Employee Expense Form, FOIPOP request)
Laserfiche Mobile (Access to electronic documents from mobility devices)
Laserfiche Connector
REPORT TO:Warden Webber and Members of
Council
SUBMITTED BY:Cliff Gall, Director of Information
Services
DATE:December 15, 2016
SUBJECT:Laserfiche Software Assurance Plan
ORIGIN:2016/17 Operating Budget
2
Laserfiche RIO 9.2 Server Upgrade
Laserfiche Client 9 upgrades
Various workflows and process improvements
Our ISO 9001:2015 Quality Management System program requires us to maintain this records
management system and to continually improve the quality of records we are using within
the system. As of December 9, 2016 we have roughly 1.54 million pages in our document
repository, which is growing daily.
IMPLICATIONS
Policy
P-04 Procurement Policy, Alternative Procurement
Financial/Budgetary
$23,560 net HST from 2016/17 Operating Budget
Environmental
Strategic Plan (Goal)
3.) Continually improve public satisfaction with municipal services
4.) Ensure sufficient infrastructure is available to best serve our residents and
businesses
Work Program Implications
Accommodated within existing work plan
OPTIONS
ATTACHMENTS
COMMUNICATIONS (INTERNAL/EXTERNAL)
INFORMATION REPORT
Prepared By:
Marianne Gates
Marianne Gates Date December 15, 2016
Reviewed By: Date
Authorized By: Tammy Wilson, CAO Date December 19, 2016
CURRENT SITUATION
For the 2016-17 fiscal year, Council created an Economic Development Sponsorship fund to
sponsor events or initiatives within the municipality that are designed to help achieve Council
priorities and generate local economic development benefit in one or more of the following
areas:
1. Supporting business growth and employment.
2. Increasing visitor attraction.
3. Promoting the municipality to residents and visitors.
RECOMMENDATION
NA
BACKGROUND
Sponsorship is a form of marketing in which organizations pay to be associated with certain
events. Additionally, sponsorship provides community relations benefits by increasing visibility
and recognition as a good community partner.
Organizations are recognized as good community citizens when they support initiatives that
assist groups that benefit or improve the quality of life and/or programing in their community.
Sponsor opportunities are evaluated by the following criteria:
Relevance to the community.
The Municipal logo must be displayed on some marketing of the event.
The audience should be significant in size or targeted.
DISCUSSION
The following sponsorships were issued by the economic Development Officer as of Dec 19,
2016:
REPORT TO: Municipal Council
SUBMITTED BY: Marianne Gates
DATE: December 15, 2016
SUBJECT: ED Sponsorship
ORIGIN: NA
2 Error! Reference source not found./Direction
Budget 2016-17 $5,000.00
Balance November, 2016 $2,850.00
Recent Sponsorships
David Atkinson Bonspiel $100.00
Chester Curling 4 Championship Events $700.00
Balance $2,050.00
IMPLICATIONS
Policy
Grants
Financial/Budgetary
$5000
Environmental
None
Strategic Plan
Goal 6- Promote conditions conducive to fostering economic prosperity.
Work Program Implications
NA
OPTIONS
NA
ATTACHMENTS
None
COMMUNICATIONS (INTERNAL/EXTERNAL)
Goal
Promote conditions conducive to fostering economic prosperity.
REQUEST FOR DECISION
Prepared By:Marianne Gates Date December 20, 2016
Reviewed By:Date
Authorized By:Tammy Wilson, CAO Date December 20, 2016
CURRENT SITUATION
The Chester Municipal Chamber of Commerce (Chamber) has undergone significant
changes in 2016 which impact several partner projects with MODC. One of which isthe Visitor Information Centre (VIC).The Chamber managed the VIC for several years.
Historically the Chamber leveraged existing Chamber staff for expertise and
operational work at the VIC. The VIC was managed by the Chamber with an
approximately contribution of $25,000 per annum from MODC. The Chamber will have
no ability to support managing the VIC forward past December 31, 2016.Thedeparture of the SEDO as of December 31, 2016 dictates some increased costs for
2017, should Council decide to administer the VIC.
RECOMMENDATION
MODC to administer the VIC for 2017 in the following manner:The Senior EconomicDevelopment Officer (SEDO), or designated MODC staff member, to manage the
project with support service from Human Resources (HR).
Due to the SEDO vacancy,MODC does not have the resources internal to manage the
preopening work, as such it is recommended that the VIC Manager be hired by mid-April 2017 and work 17.5 hours per week (for a month prior to opening)to prepare for
opening and update the website.In subsequent years the preparation for opening
could be completed by the SEDO, (estimated 15% of SEDO’s time).
Pre Budget Approval in the amount of $31,000 will be required to implement thisrecommendation within the timeframes required.
BACKGROUND
In May 2016, a report was brought to council outlining changes at the Chamber.
Council directed the SEDO to work with individuals and community groups interestedin tourism to find a solution to VIC operations into the future.
REPORT TO:Municipal Council
SUBMITTED BY:Economic DevelopmentDATE:December 20,2016
SUBJECT:VISITOR INFORMATION CENTER 2017
ORIGIN:Council –August 25, 2016
2 Request For Decision/Direction
The South Shore REN completed a VIC study in 2016. The SEDO participated on the
advisory committee. The report is attached. The VIC report does not provide specificdirection regarding the future of VIC’s. It does suggest a number of options that
require further exploration and costing.
DISCUSSION
The role of visitor servicing is to provide quality, relevant and useful information toenhance the visitor customer experience, increase regional visitation and build
return visitation.As society become regular users of tablets and smartphones, and
automatically turn to our digital devices when looking for information, is there still a
role for traditional VIC? The recent REN VIC report and an Australia study finds that
VICs continue to be an important and reliable source for informing and educatingvisitors about local areas and tourism products. Despite increasing numbers of
people using digital channels for searching, selecting and booking travel, some
research indicates that it is the interaction in a local center that offers the most
value to visitors once they have arrived in a community. Local digital kiosks could be
another method to providing information to visitors when they arrive in thecommunity. This is something the local committee can explore but until such time
that investment for these kiosks can be secured, the VIC remains the only method
currently available.
Following Council direction to meet with individuals and community groupsinterested in tourism to look at the VIC operations, several meetings were held. The
following participated in the group:Elaine LeBlanc (Co-chair with Marianne Gates),
Jim Barkhouse, Trudi Curley, Steve Workman, Nancy Hatch, Piers Baker, Judy Parsons,
Suzy Frazer, Elaine Tough, Dereck Delamare.
The following was determined by the group:1.The VIC plays an important role in directing visitors to MODC locations and
there are currently no other developed methods within MODC to provide this
service;
2.The Train Stations provides the best location;
3.No group is interested in managing the VIC; and4.There is much to offer a tourist in MODC but many of these locations are not
readily promoted and require assistance to inform visitors. A list is included in
Appendix 3 of some of the many local highlights that would be of interest to
visitors, if they only knew!
The following outlines the proposal to council:
The VIC to be open May 20-Oct 9, 2017.
Council to fund $31,000.Budget in Appendix 1.
Recommendation to hire a manager and one staff. Schedule in Appendix 2.
The local group will continue to assist with VIC operations through support for
the staff and assistance in providing a familiarization tour for VIC staff.
While the VIC is an important conduit for information distribution, it should
also be a sale teams for the local area. While not becoming completely insular,
3 Request For Decision/Direction
the MODC VIC staff should first insure the visitors are made aware of MODC
attractions, events, and highlights.
The VIC committee will look at viable options to enhance visitor serving into
the future. This would include, but not be limited to, information gatheringand costing on digital kiosks.
IMPLICATIONS
Policy
N/AFinancial/Budgetary
$30,698 VIC operation; Reallocation of SEDO time equal to 15 percent ($11,236). Total
Municipal Contribution to equal $41,934.79
Environmental
N/A
Strategic Plan
Promote conditions conducive to fostering economic prosperity.
Work Program Implications
Resource support required for recruitment of manager and completion of grant
applications. Support will be provided internally with adjustment in work plans.
In subsequent years, SEDO position will see 15-percent of their work load taken up
with VIC matters (administrative)
OPTIONS
1.MODC to administer the VIC for 2017 in the following manner: The SEDO, or
designated MODC staff member,to be manage the project with support service
from HR.Due to the SEDO vacancy, the VIC Manager to be hired by mid-April
and work 17.5 hours per week to prepare for opening and update the website.Estimated 15% of SEDO’s time, once filled.
Cost $30,698, plus, SEDO and HR time.
2.MODC to administer the VIC for 2017 in the following manner: Contract MODL to
manage using a new tourism position. Estimated cost $20,000 plus operations
estimated at $25,000. Total $45,000. SEDO time minimal, similar to whenmanaged by the Chamber.
3.MODC to close the local VIC and contract MODL to provide visitor information
about MODC from their current VIC in Blockhouse. Estimated cost $10,000. They
would hire an additional staff.
ATTACHMENTS
REN VIC Study
COMMUNICATIONS (INTERNAL/EXTERNAL)
External-Stakeholder Groups should be advised of Council’s decision.
4 Request For Decision/Direction
Appendixes1.Budget 2016/2017Budget 2016/2017Actual 2017/2018Budget notes
REVENUE
MODC-ED Budget 25,000.00 22,500.00 30,698.00
NS Summer Skills 3,654.00
PEP
Service Canada 3,591.00 2,698.00
May not receive (only one
applications allowed for
MODC)
TIANS 4,400.00 3,960.00 3,960.00
Advertising Sales
Map Directory Listing 2,000.00 2,060.00
TOTAL REVENUE 38,645.00 31,218.00 34,658.08
EXPENSE
Research/Consulting(VIC Study)2,500.00
Cleaning Supplies 200.00 159.49 200.00
Computer Equip &
Maint 1,200.00 2,000.00 Purchase 2 computers
Insurance 550.00
Map Directory Listing 2,500.00 2,297.70
Marketing 350.00 662.85 2,000.00 TV, outside map, regular
Office Supplies 500.00 250.07 300.00
Rent 4,250.00 4,250.00 4,250.00
Repairs &Maintenance 175.00 181.41 175.00
Signage 1,000.00 575.00 500.00
Telephone & Internet 1,200.00 673.97 1,000.00
Travel, Shows &
Courses 1,000.00 317.89 1,100.00 Training
Website Costs 2,000.00 2,000.00 2,000.00
Wages & Salaries 24,000.00 22,179.04 19,450.00 1 manager, 1 student
EI & CPP Expense 1,500.00 1,514.97 1,683.18
TOTAL EXPENSE 42,925.00 35,062.39 34,658.08
NET INCOME -4,280.00 -3,844.39
5 Request For Decision/Direction
2.Schedule
hr wage Mon Tues Wed Thurs Fri Sat Sun Hrs #
Weeks
Total
Wage
April 2 weeks
Manager $15.00 17.5 2 $ 525.00
May
Manager $15.00 17.5 2 $ 525.00
Manager $15.00 9:30-5 9:30-5 Closed Closed 9:30-5 9:30-5 9:30-5 35 2 $ 1,050.00
Staff $12.00 11:00-
4
11:00-
4
Closed Closed 11:00-
4
11:00-
4
11:00-
4
25 2 $ 1,200.00
June 4 weeks
Manager $15.00 9:30-5 9:30-5 Off Off 9:30-5 9:30-5 9:30-5 35 4 $ 2,100.00
Staff $12.00 11:00-
3
Off 10:00-
5
10:00-
5
11:00-
4
11:00-
4
11:00-
4
32 4 $ 1,536.00
July 4 weeks
Manager $15.00 9:30-5 9:30-5 Off Off 9:30-5 9:30-5 9:30-5 35 4 $ 2,100.00
Staff $12.00 11:00-
3
Off 10:00-
5
10:00-
5
11:00-
4
11:00-
4
11:00-
4
32 4 $ 1,536.00
August 4 weeks
Manager $15.00 9:30-5 9:30-5 Off Off 9:30-5 9:30-5 9:30-5 35 4 $ 2,100.00
Staff $12.00 11:00-
3
Off 10:00-
5
10:00-
5
11:00-
4
11:00-
4
11:00-
4
32 4 $ 1,536.00
Sept 4 weeks
Manager $15.00 9:30-5 9:30-5 Closed Closed 9:30-5 9:30-5 9:30-5 35 4 $ 2,100.00
Staff $12.00 Closed Closed 9:30-5 9:30-5 14 4 $ 672.00
Oct 2 weeks
Manager $15.00 9:30-5 9:30-5 Closed Closed 9:30-5 9:30-5 9:30-5 35 2 $ 1,050.00
Staff $12.00 Closed Closed 9:30-5 9:30-5 14 2 $ 672.00
$ 18,702.00
6 Request For Decision/Direction
3.Local Tourist AttractionsTourism2016 looking ahead!Highlighting areas of Chester Municipality that matter to
tourism.
Protected harbour and coves for safe anchorage for visiting yachts and local boats,
Islands owned by Municipality for public use hiking, swimming, picnics, berry picking, seashell collecting, driftwood and sea glass collecting.
Churches are found in every community, providing services and community events foreveryone.
Seven Fire Departments manned by volunteers in major centers sponsor community fundraising events.
Martins River to the west is a residential and water sports region and camp ground [MODL].
Oak Island, treasure island since 1795 with the TV series “Curse of Oak Island “is aninternational draw to NS, a very popular show that has brought many visitors to the area, ithas a Museum and guided tours.
Western Shore and Gold River: Fire Dept., Legion, ball fields, hosts community events, postOffice, public wharf, recreational fishing and launching ramp for small and large boats.Atllantica Hotel and Marina, events programs, dining, conferences, Wild Rose coastal parkscenic setting, public wash rooms!
Gold River Marina a great draw and creator of many jobs, provides year around service torecreational boats and fishing boats.
Chester Basin with a scenic harbour, a public wharf, business services, community events atFire Dept., Legion, gas station, propane, banking, restaurants, post office connectinghighway #12 to New Ross and Valley. Playgrounds, Recreational Park swimming, ball fields.Forest Heights Community School, recreational facilities.
New Ross, home of Ross Farm museum, Nova Scotia’s Agriculture Museum, new enlargedfacilities hosting 30 K plus visitors, Community Centre, School, Legion, Fire Dept.,community events, farm markets in season, Fair Grounds, post office, business Centre,banking, food, NSLC, gas, building supplies, caters to a large cottage country, FortiesCommunity Centre catering to many public community events. Christmas Tree industryCentre. Saw mills and forest products.
Marriott’s Cove, residential coastal community with a large Marine service facility forrecreational boats fuels, propane, Green house outlets.
Robinsons Corner large landscaping, retail garden Centre and services, highway connectionto Highway 14 to Windsor.
Community of Windsor Road, host to Kaiser Meadows landfill and industrial park, windfarm, Card Lake Park, trout fishing and small boat ramp. Sherwood Golf Course, food serviceand cottages at Sherwood Road. Bonny Lea Farm and SWAAP for educational services andevents. Community Wheels bus operation depot. RCMP facilities, concrete, supplies, rockquarry and services.
Home to Old Man Luedecke, World famous entertainer!
7 Request For Decision/Direction
Hawboldts Industries marine products, Land and Sea heavy construction services wharfbuilding.
Chester,Home to Chester Municipal Heritage Society Museum, first Municipal Office, eventprograms, park land, playground, croquet court, Picnic in the Park. Municipal Admin offices.Elementary and Middle Schools and recreational fields, Church Memorial Park, Curling Club,hockey ,skating rink, Chester Tennis Club, Ball field, Chester Golf Course, Chester YachtClub, Chester Art Centre and annual largest keel boat races in Atlantic Canada, Cove GardenHorse Show largest east of Montreal, Art studios,craft shops, dining and food services, B/Band Motel, Captain’s House catering to wedding events , and conference Centre, Banking,Family Resource Centre, gas, food , post office, NSLC ,auto service , hardware and buildingsupplies, saw mill, Launching ramps, government wharf with ferry W.G. Ernst to TancookIslands. Kayak rentals, waterside dining, scenic view of yachts and islands, home tonumerous movies and TV series, i.e. Haven, Curse of Oak Island. Fire Dept. Library, severalMarinas serving yachting industry, Registered Historic Stone Bridge Victoria St., WalkingTrail and Restored Railway Station circa 1905, with Oak Island Display and InterpretiveCentre, Annual Auction, Chester Farm Market. Labyrinth, Area travel display panels. OurHealth Centre, a collaborative health care facility.
East Chester, home of Graves Island Provincial Park and campground, picnic tables,showers, washrooms and walking trails. Residential seaside community and East ChesterCommunity Centre hosting a Mackerel Snappers dinner at the park.
East River home to L/P hardboard production. Walking trails along river and Castle Rocklook off! Marina services, capable of lifting large vessels 70 Ton. Home to fishermen,lobsters. Trout fishing. Home to the first Canadian Geocache site, using mobile GPS.
Deep Cove protected deep harbour, former home of Cyrus Eaton, founder PugwashThinkers.
Coastal community, and home to singer Morgan Davis.
Blandford, fishing community, several operational processing plants, value added salmonproducts. Lobster, scenic area, pull off on road with plaques describing past history. Hometo musician of world fame, Dean Brody.
Marine Service Centre, food services, Fire Dept., community Centre with numerous events.Recycling auto Centre, Road to New Harbour, fishing harbour and once the home of Whalingand Sealing operation.
Bayswater beach and provincial park, scenic sights. Swiss Air monument for the 1998disaster nearby at sea.
Aspotogan home of Cooks Aquaculture Salmon farm and service dock, lobster fishing,scenic, municipal public wharf.
North West Cove, fishing community and services, community hall events. Private Castle atSouth West Cove. Scenic coastal views.
Highway #329 The Lodge, Fox Point. Mill Cove, fishing communities, tuna, lobsters andmackerel traps, picturesque scenic coastal views multi colored boats, fishing equipment,Community Centre. Hubbard’s Yacht Club, boat launching ramps. Elementary School, golfcourse and swimming beaches.
8 Request For Decision /Direction
Hubbard’s, Fire Dept., Family Resource and Day care Centre, Aspotogan Centre. Businessdistrict, banking food services, fuels, Pharmacy, NSLC, Hubbard’s Farm Market, EHS facility.Marina, boat launching ramps, walking trail access, Post Office and Public Library, home ofthe TV series Black Harbour.
Scenic views ocean, near numerous beaches. Annual water sports, dory races. Lobsterdinners and dances. Hub for cottages at nearby lakes, trout fishing, wilderness trails.
Simms Settlement, Paint Ball entertainment on Mersey Road. Access to lakes and wildernesstrails.