HomeMy Public PortalAbout2017-02-02_COW_Public Agenda PackagePage 1 of 2
COMMITTEE OF THE WHOLE
AGENDA
Thursday,February 2, 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 –January 19, 2017
5.MATTERS ARISING:
6.CORRESPONDENCE:
6.1 Presentation by Tina Hennigar regarding Trip across the Country promoting
Lunenburg County (appointment at 9:20 a.m.)
6.2 Presentation by Eric Hagen regarding South Shore Regional Housing Board Update
(appointment at 9:40 a.m.)
7.NEW BUSINESS:
7.1 Request for Decision prepared by Community Development dated January 4, 2017
regarding 2016 Year End Fire Department Call Report.
7.2 Request for Direction prepared by Community Development, Safety Division dated
January 10, 2017 regarding Year End 2016 Safety Report.
7.3 Request for Decision prepared by Corporate Services Department dated January 20,
2017 regarding Quality Management Services.
7.4 Request for Decision prepared by Information Services Department dated January 10,
2017 regarding New Road Name Assignment.
7.5 Strategic Priorities Chart – Review
Page 2 of 2
8.IN CAMERA:
8.1 Land Negotiations –East River.
9.ADJOURNMENT.
APPOINTMENTS ARRANGED
9:00 a.m.Dan Pittman, Corporate Services Department regarding Quality Management
System.
9:20 a.m.Tina Hennigar regarding Trip across the Country promoting Lunenburg County.
9:40 a.m.Eric Hagen, South Shore Regional Housing Board update.
7.6 Request for Decision/Direction prepared by Engineering and Public Works
Department dated January 24, 2017 regarding RFP Award – Village of Chester Central
Water System – Needs Assessment & Options Analysis.
Create a life you in lunenburg countyCanadian Tour!
Lunenburg County Illuminat rs
“I have met/emailed a couple of families coming from the UK and offered them
advice and answered any weird questions they had.”
“We emigrated here from the UK 5.5 years ago and were absolutely
adamant that we wanted to live here.
We’ve made things work and believe that anyone can.”
“I might be interested in being an Illuminator to promote our wonderful county.
I live just near Guppys in New Germany.”
“As for additions.. the first day of school and a source for waste collection
information. Always handy for new residents. Look forward to illuminating!”
“I wish this was something that I could have tapped into when we
first moved here, so I’m delighted to help those who come after me.”
“I think my dad would be a great illuminator!”
“Somehow demonstrate how close we are to the city, the airport and
international travel. People in Toronto will misinterpret rural Nova
Scotia to mean inaccessible.”
“How about coming to Burlington to save us from Trump?!”
“Of all that’s happening in the Province to try and stimulate population growth,
this is by far the most innovative.”
Alex Mason, CBC Producer
“This is the kind of social innovation we need!"
“It sends a great message that we are
beyond welcoming...we'll come to you!”
“What a cool project!”
“Showing that we do things differently is the most
affective way to attract business leaders who do too.”
“I’ve just accepted a new job in Moncton, and I’m slightly regretting it now.”
Past Editor or East Coast Living.
“What an inspired idea. Without a doubt you are the right person to pull this off.”
Peter Hall, CBC Executive
“I’ll pay for all your coffee if you bring
home my son and his family from Alberta.”
What do we need from our local government?
Letter of support Support on the road
We hope you’ll be on
board for this adventure!
Thank you!
NOW Lunenburg County
Create a Life you Love Canadian Tour
NOW Lunenburg County will be embarking on a Canadian Tour, promoting
Lunenburg County as an incredible place to work, live, play, raise a family, grow
old and where it is possible to create a life you love! We are going to all 5-
municipal councils asking for support in the way of travel bursaries where
councillors and/or residents can join us for part of our tour.
We want to have strategic partnerships. We’d hope to have people join us for
certain parts of the trip where the most impact could be made. For example,
having a councillor who is originally from Ontario join us in their home town, or a
resident who works out of the South Shore Hub, would be great additions to the
tour.
Ideally we’d like people to participate that reflect those who we are trying to
attract, i.e. those with young families, entrepreneurs, people who’ve had recent
experience moving here, etc.
We would be asking for the following:
(1) A letter supporting this initiative
for a provincial grant application
(2) Travel Bursary per participant
*$1,500-$2,500 (flight, hotel, food)
*approximate amount depending on where you choose to join us and duration, to be reimbursed to the participant, not given toNOW Lunenburg County.
REQUEST FOR DIRECTION
Prepared By: Bruce Blackwood Date January 4, 2017
Reviewed By: Tara Maguire Date January 4, 2017
Authorized By: Tara Maguire Date January 4, 2017
CURRENT SITUATION
Fire and Emergency Services continue to be handled through our 7 fire Departments operating in
Martin’s River, Western Shore, Chester Basin, Chester, Blandford, Hubbards and New Ross. All
Departments are currently meeting their registered service levels. The number of emergency responses
continues to be over 600 calls annually.
RECOMMENDATION
It is recommended to continue monitoring call volume and type. There is an opportunity for the
Departments to evaluate the Service Level of Medical Response under the EHS Medical First Response
Program as these calls represent 50.5 % of the total emergency dispatches. Work should continue in
continuing public education and By-law enforcement to assist in the reduction of false alarms.
BACKGROUND
All Fire Department emergency dispatches within MODC are logged on a monthly basis. Data is
categorized by Department and Call type. Text monitoring allows the Municipality to evaluate the urgency
and extent of any incident. In the event of complex (multiple alarms) incidents the Municipality can quickly
judge the need of any Municipal (REMO) assistance to the first responders.
DISCUSSION
The total number of calls across the Municipality decreased significantly by 70 calls or
approximately 11.5 % from 678 in 2015 to 608 in 2016.
Structure related fires remained approximately the same as 2015 with 12 incidents, representing
2 % of the total calls across the Municipality. Non-structural fires e.g. chimney, grass, vehicle fires
decreased significantly by 40 incidents compared to 2015 and represented approximately 8 % of
total calls.
The number of medical calls dropped slightly from 315 in 2015 to 307 in 2016 with the call type
at 50 % of total calls.
The number of Motor Vehicle Accidents (MVA) responses increased from 86 in 2015 to 95 in 2015
with the call type at 15.6 % of total calls.
REPORT TO: Tammy Wilson
SUBMITTED BY: Community Development
DATE: January 4, 2017
SUBJECT: 2016 Y/E Fire Department Call Report
ORIGIN: Fire Services Call Records
2 Request For Direction
As in 2015 the number of “other” responses by our departments remained at more typical levels
of 37 calls following the abnormal number of calls related to flooded basements and power pole
and wires down due to a number of severe storms in 2014.
False alarms have decreased to 60 calls, but still represent approximately 10 % of our total
calls. Chester continues to record the highest number of false alarms. Educational articles
concerning the False Alarm By-law have been placed in the Municipal newsletter. Enforcement
of the by law continues.
There were fewer multiple alarm incidents and the number of mutual aid calls decreased even
though the departments continue to rely on support from their neighboring departments during
major incidents.
All departments met their service responsibilities throughout the year.
Table 1 MODC Fire Department Calls By Type 2015/2016 Comparison
Call Type Calls
2012
Calls
2013
Calls
2014
Calls
2015
Calls
2016
Var.
from
2015
Call Type
% 2015
Call Type
% 2016
Var.
from
2015
Medical 363 329 324 315 307 - 8 46.5 50.5 +4
Rescue 14 3 7 1 1 0 0.1 0.2 +0.1
Structural 17 24 10 10 12 +2 1.5 2.0 +0.5
Non-Structural 82 57 64 90 50 - 40 13.2 8.2 -5
MVA 60 66 73 86 95 + 11 12.7 15.6 +2.9
Mutual Aid 52 49 62 68 46 - 22 10.0 7.5 -2.5
Hazmat 0 0 0 0 0 0 0 0 0
False Alarm 72 65 68 75 60 - 15 11.1 9.9 -1.2
Other 30 22 80 33 37 + 4 4.9 6.1 +1.2
Total 690 615 688 678 608 - 70 100 100 0
Table 2 MODC Fire Department Calls By Department 2015/2016 Comparison
Department/Calls Blandford Chester Chester
Basin
Hubbards Martins
River
New
Ross
Western
Shore
Total
2012 64 125 101 154 53 101 92 690
2013 49 99 35 145 59 108 120 615
2014 43 117 62 143 61 111 151 688
2015 58 116 56 112 58 130 148 678
2016 54 95 51 117 50 112 129 608
Var. 2015/2016 - 4 -21 -5 + 5 - 8 - 18 -19 -70
3 Request For Direction
All Departments with the exception of Hubbards showed a decrease in calls from 2015.
Consistent with prior years, of the 95 calls that the Chester Fire Department responded to in 2016,
31 % were to locations within the Village. Calls to the Outside Areas accounted for a total of 59 %
specifically 32 % in ED 7, 22 % in ED 1 and 5 % in District 3. Mutual aid calls to other Districts
accounted for approximately 10 % of total Chester FD calls.
There were no major injuries to any of our firefighters during the year of response calls.
Department membership remained steady at approximately 200 firefighters across the District
IMPLICATIONS
Policy
Policy P33 Fire Services Registration.
Financial/Budgetary
Staff work covered in existing Fire Service budget.
Environmental
Not Applicable.
Strategic Plan
Maintain a high level of fiscal responsibility;
Continually improve public satisfaction with municipal services;
Work Program Implications
Staff work covered in existing Fire Service Work Plan.
OPTIONS
Not Applicable
ATTACHMENTS
None
COMMUNICATIONS (INTERNAL/EXTERNAL)
Ongoing communication with Fire Commissions and Departments.
REQUEST FOR DIRECTION
Prepared By: Bruce Blackwood Date January 10, 2017
Reviewed By: Tara Maguire Date January 10, 2017
Authorized By: Tara Maguire Date January 10, 2017
CURRENT SITUATION
This 2016 year-end report provides a summary of the status of the 2016 Work Plan and overall safety
performance.
RECOMMENDATION
Develop and implement the 2017 Safety Work Plan in support of continuous improvement to the MODC Health
and Safety Program.
BACKGROUND
In accordance with its Safety Policy, MODC continues to hold health and safety a priority in the workplace.
Working closely with its Joint Occupational Health and Safety Committee, MODC continues to implement an
annual Safety Work Plan with a focus on continuous improvements to its Health and Safety Program.
DISCUSSION
Section 1: Incident Review 2016
In accordance with Section 10 of the OHS Program, 22 incidents were reported and logged in 2016, down slightly
from 2015.
Incidents by Major Category
Incidents 2013 * 2014 2015 2016
Minor Incidents 8 11 17 13
Major Incidents 1 1 0 0
Lost time Incidents 2 1 2 1
Near Miss Incidents 6 2 1 3
Hazardous Conditions 3 1 2 3
Ergonomic 4 0 0 0
Incidents not involving
employees
1 2 3 2
Total Incidents Reported 25 18 25 22
*data not consolidated prior to 2013
REPORT TO: Tammy Wilson, CAO
SUBMITTED BY: Community Development, Safety
DATE: JANUARY 10, 2017
SUBJECT: Year End 2016 Safety Report
ORIGIN: OHS Program Section 2 Policy
2 Request For Direction/Direction
One lost time incident was recorded due to a broken hand suffered by a member of staff. The incident was
investigated and recommendations were made to improve general safe work practices. The staff member
returned to active duty.
The number of minor incidents has dropped to 13 from 17 in 2015. Only 4 incidents involved any injury to staff
and the balance of the incidents were recorded as near misses or potentially hazardous conditions in the work
place. There was 1 incident recorded that involved a contractor and 1 involving a member of the public.
Incidents by Type
Incidents 2013 * 2014 2015 2016
Major cuts, skeletal breakages, tissue damage 0 0 0 1
Back injuries and muscle sprains 3 1 5 0
Slips trips and falls 3 2 6 7
Incidents involving equipment/machinery 0 1 1 1
Minor cuts, bruises, first aid 5 3 0 3
Incidents in MODC vehicles 3 5 7 1
Hazardous conditions/concerns/near misses 6 2 1 4
Environmental conditions/concerns 0 1 1 3
Incidents involving members of the public 3 0 2 1
Incidents involving contractors 0 3 2 1
Ergonomic conditions/concerns 2 0 0 0
Total Incidents Reported 25 18 25 22
*data not consolidated prior to 2013
Incidents involving MODC vehicles and equipment have dropped significantly as a result of improvements in
operator awareness and training.
There has been an encouraging drop in the number of back injuries. Such incidents have the potential for serious
injury and long term lost time. Additional training on proper lifting techniques is recommended.
Slips, trips and falls continue to recur. Incidents during the year involved several slips on icy walkways and parking
areas, one in the office area due to an oily substance left on the floor and one trip and fall into the lagoon at the
Chester Sewer plant. These incidents were all minor but have the potential for serious injury. Employee
awareness and inspection programs continue and corrective actions are being taken on the trip and fall hazards
identified. Safety information and reminders have been issued to all staff in advance of the winter season.
There were two hazardous conditions reported in the administrative offices involving mold in the 151 King Street
IT offices and some off gassing of sprayed insulation at the 186 Central Street office. Appropriate remedial actions
are in progress.
3 Request For Direction/Direction
Section 2: Investigations and Recommendations Review 2016
In accordance with Section 11 of the Safety Program, 22 incident investigations were initiated in 2016. Of these
9 have been completed, leaving 13 investigations and the corresponding recommendations pending. From the
2016 investigations completed to date there were 15 recommendations made and of these 11 were completed.
Under Section 11, the Department Head is responsible for ensuring the investigations are completed, corrective
action outlined and implemented as appropriate. The JOHSC continues to offer its support in completing the
investigations and implementation of corrective actions.
Incidents/Investigations/Recommendations 2013 2014 2015 2016
Incidents Reported 25 18 25 22
Investigations Completed 25 18 23 9
Investigations Outstanding 0 0 2 13
Recommendations Submitted 66 31 30 15 *
Recommendations Completed 57 30 26 11
Recommendations under review 9 1 4 4
* Does not include recommendations possible
from outstanding investigations
From the data in the tables, although good progress is being made there is still area for improvement in the
incident reporting and investigation programs. Considerable time was spent in closing out recommendations
from prior years and streamlining the processes. Two areas continue to be of concern:
1. Under the revised process (2016) in Laserfiche all incidents are logged on line and the investigation
assigned automatically to the department head responsible. Department Heads need to ensure that the
investigations are completed in a timely manner. A period of 30 days has been designated to have the
investigation complete and submitted. Training has been provided and is available upon request from
JOHSC.
2. The process for task assignment and tracking of the recommendations needs to be further developed.
Options include re-establishing items within Mango tasks or evaluating an alternate system that can be
linked to the SMT agenda and provide regular management updates. An effective CAPA program is a
critical part of the overall OHS program. Currently task entry and follow up is done manually by the Safety
Coordinator.
Section 3: Workplace inspections
Section 12 of the OHS Program established a systematic approach of scheduled workplace inspections to identify
hazards, sub-standard conditions/practices and risks and to implement the appropriate and effective corrective
action.
4 Request For Direction/Direction
The initial inspection schedule for 2016 outlined an annual inspection of the administrative offices in Chester and
bi annual inspections of all Public Works facilities and the Kaizer Meadow landfill site. There is an additional bi
annual review of the Public Works and Kaizer Meadow sites performed by JOHSC. Hazards identified are rated
and logged for corrective action. Staff was able to complete all inspections on schedule in 2016.
For the Kaizer Meadow site the inspection teams identified 59 items during 3 inspections. Excellent progress has
been made in corrective actions as only 9 items are outstanding. The outstanding items are not rated as Critical
and corrective action is in progress.
For the Administrative offices sites in Chester the inspection teams identified 53 items during the initial
inspection. There are 16 items outstanding at the 151 King Street offices and 5 outstanding at the 186 Central
offices. There are several items that are rated critical as they are potential trip and fall hazards. It is noted that
timing on some corrective action is delayed due to seasonal factors i.e. repairs to walkways. It is to be noted that
the items identified in the Annex Basement have all been closed as the site is under renovation. This area will be
inspected once re-occupied in 2017.
Public works completed inspections per the 2016 Schedule at the Western Shore, Chester Basin, Chester, Mill
Cove treatment, Mill Cove fire protection, Otter Point and New Ross sites.
The table below summarizes the status of corrective actions.
Summary of 2016 Public Works site inspections.
Inspection Area Hazards
Identified
Corrected Pending Notes
Chester Sewer 44 19 25 2 Inspections Pending rated: 1 C (1) 2 C/D (8), 3 B/C/D/
(10) and 4 A (6)
Chester Basin Sewer 7 4 3 1 inspection. Pending rated 3 C (1), 4 A/D (2)
Western Shore WWTP 20 4 16 2 Inspections Pending rated: 2 C (4) 3 C (3) and 4 A (9)
Mill Cove WWTP 12 1 11 2 Inspections Pending rated: 2 C (2) 3 B/C (3) and 4 A (6)
Mill Cove FPS 13 3 10 2 Inspections Pending rated: 2 C (2) 3B/C (3) and 4 A (5)
New Ross Sewer 9 0 9 1 inspection. Pending rated: 4 A/D (9)
Otter Point Sewer 6 1 5 1 inspection. Pending rated: 4 A/D (5)
Facility upgrades are under review at the Mill Cove and Otter Point treatment sites. The Mill Cove Fire Protection
site is under review for upgrade or decommissioning. Priority is placed on corrective actions on the more critical
items rated 1 thru 3.
5 Request For Direction/Direction
Section 3: Worker’s Compensation Review 2016
Our current Safety Program is designed to prevent work place injury and have a positive impact on MODC’s
experience rating. Other measures specifically related to lowering the WCB ratings include increasing
managerial awareness of WCB programs e.g. case management processes, return to work and modified duties,
etc.
Management training on OHS and WCB legislation was completed in June 2016. There are several areas identified
to improve our claims process. The development of a return to work program is included in the 2017 Work
Plan.
The 2017 WCB Assessment Rate has decreased from $2.66 per $100 of assessable payroll to $2.12 per $100 of
assessable payroll as the major claims in 2012 have now dropped off the 3 year claim history. We currently have
an experience rating demerit of $0.11 over the base industry rate of $2.01 per $100 of assessable payroll. MODC
has further received a warning notice of a possible surcharge in 2018.
There was one WCB claim in 2016 resulting from an injury resulting in a broken hand. The claim is not expected
to adversely impact the rate nor result in the surcharge levy in 2018.
Section 4: Joint Occupational Health and Safety Committee
The Safety Committee continues to meet each month to review overall safety performance and program
development. All incidents, investigations and the status on corrective actions are reviewed. Appropriate follow-
ups are put in place. The Committee provides ongoing training and support to the departments specific to their
safety requirements.
During the last year the JOHSC has made good progress on closing out a backlog of incident investigations and
pending corrective actions. Work continues on making program improvements in this area.
JOHSC members continue to contribute to overall safety program development. Current JOHSC projects include:
JOHSC Projects
Project Status
2016 Work Plan Ongoing
2017 Work Plan In Development
Hazard Assessment and Inspections Comprehensive Assessment Completed. Task consolidation in
progress.
Emergency Response Plan Developed for all sites. Final issue in January 2017
Safety Resource Center Set up in AMANS and linked from Mango. Ongoing additions.
On line Training /Webinar Program On Line Training set up. WHMIS and MSDS training in
development.
Working Alone Safety Program Under review (consulting with Dept. of Labor)
6 Request For Direction/Direction
Safety Recognition Program Proposals continue under review.
Return to Work Program Under review (consulting with WCB)
WCB Violence in the Workplace Program In consultation with WCB
Section 5: Safety Program Work Plan Update 2016
Work to date on the 2016 Work Plan has established critical regulatory areas of the overall OHS program i.e.
Comprehensive Hazard Assessment, Incident Reporting and Investigation, Emergency Response Plan and
established the base for program enhancement and improvement in 2017. With the base established the 2017
Safety Work plan will focus on completion of some key areas such as safe work practices, employee training
and communication with the overall goal of providing a positive and recognizable safety culture.
Section 1 Regulatory (95 %) Section 1 developed and submitted for approval. Reference Resource established
in AMANS and Mango. Initial management training completed. Annual review process established.
Section 2 OHS Policy (100%) Annual review process established. Policy updates posted and available to all
employees. 2017 Plan to review incorporation of safety reviews into the new business opportunity processes.
Section 3 JOHSC (100 %) JOHSC meetings continue on a monthly basis. Terms of Reference updated. Minutes
are posted and now available through the Safety Resource Library.
Section 4 Comprehensive Hazard Assessment and Control (100 %) has been approved by the SMT fulfilling
the initial regulatory requirement. Action plans resulting from the baseline are being developed for inclusion
in the 2017 Work Plan. Annual review process has been established.
Section 5 Safe Work Practices (50%) This section was dependent upon completion of the CHA. With this
assessment complete Section 5 can be developed and the review and upgrade of the SWPs will move forward.
There is a good base of SWPs established however they need to be reviewed and re-issued with a new focus
placed on approval, training and accountability.
Section 6 General Rules and Responsibilities (50%) This section was dependent upon completion of the CHA.
With this assessment complete Section 6 can be developed. Plan is to include these general rules and
responsibilities in an Employees Handbook and tie to the HR Policy.
Section 7 Personal Protective Equipment (80 %) The PPE requirements were reviewed during development of
the CHA. Section 7 is in draft.
Section 8 Preventative Maintenance (30%) Verification of Safety Equipment and its maintenance was
reviewed during development of the CHA. Section 8 needs to be developed in the 2017 Program.
Section 9 Communications and Training (75%) Regulatory requirements verified and implemented i.e. safety
boards, JOHSC minutes etc. Section 9 drafted with focus on staff awareness, involvement and recognition.
Incentive program under review. Focus on employee orientation program. Section 9 to include mandatory
training and accountability.
7 Request For Direction/Direction
Section 10 Incident Reporting (100%) Section 10 updated and approved. Process moved to electronic forms
with closed loop. Launched to staff. Process ongoing.
Section 11 Incident Investigation (100%) Section 11 updated and approved. Process moved to electronic forms
with closed loop. Launched to staff. Process ongoing.
Section 12 Workplace Inspections (100%) Section 12 updated and approved. Inspection schedule for 2016
completed on schedule. Process ongoing.
Section 13 Statistics and Records (95 %) Section 13 drafted and awaiting approval. Core lagging indicators
developed and reported. Incorporation of key leading indicators i.e. inspections, training etc. are being added.
Section 14 Emergency Preparedness and Response (95%) Section 14 submitted for approval. Emergency
response plan developed for all sites. Plan has been consolidated to address current threats from personal
injury from accident, first aid fire, explosion, bomb and other security threats, robbery, etc. Training Drill
completed for Administrative offices.
IMPLICATIONS
Policy
Section 2 OHS Policy
Financial/Budgetary
Work Plan covered in current OHS Budget.
Environmental
N/A.
Strategic Plan
Maintain a high level of fiscal responsibility;
Continually improve public satisfaction with municipal services;
Work Program Implications
Requires ongoing resources from Safety Coordinator, JOHSC, Directors and staff.
OPTIONS
Continue development and implementation of the MODC Health and Safety Program.
ATTACHMENTS
None.
COMMUNICATIONS (INTERNAL/EXTERNAL)
Internal to staff on program implementation. External with regulatory agencies, suppliers and associations.
REQUEST FOR DECISION
Prepared By: Dan Pittman Date 2017-01-20
Reviewed By: Tammy Wilson Date 2017-01-27
Authorized By: Date
CURRENT SITUATION
The 2016-17 Operating Budget and Business Plan includes a Strategic Initiative for transitioning its Quality
Management System (QMS) from ISO 9001:2008 to ISO 9001:2015. At the April 28, 2016 Council meeting,
Council discussed this initiative further and directed that SAI Global conduct a preliminary assessment to
determine the gaps that Council will review in order to determine whether to continue with certification. It
needs to be determined whether the organization has the resources required to certify under the revised
standard. This report summarizes the results of the Preliminary Assessment and provides a
recommendation on next steps.
RECOMMENDATION
To transition the existing ISO 9001:2008 QMS to ISO 9001:2015, it is recommended that:
The Municipality address gaps identified in the preliminary assessment report within the
regular course of business planning.
SAI Global conduct a final ISO 9001:2015 QMS readiness evaluation and registration audit
at a time determined by Strategic Management Team.
Whereas the Municipality’s QMS references a complementary suite of management system standards and
best practices in addition to ISO 9001:2015, it is further recommended that:
Council amend Quality Policy P-76 by replacing “working through the ISO 9001:2008
standard” with “working through ISO 9001 and other Management System Standards”
REPORT TO: Municipal Council
SUBMITTED BY: Department
DATE: February 2, 2017
SUBJECT: Quality Management System
ORIGIN: Corporate Services
2 Request For Decision/Direction
BACKGROUND
2012-10: Municipality adopts Quality Management Policy (p-76).
2014-10: Grant Thornton’s Risk, Governance and Compliance office in Halifax deems the
Municipality’s QMS in conformance with ISO 9001:2008.
2015-05-26: Grant Thornton’s assigned quality auditor takes a position with Ernst & Young, Toronto.1
2015-09: ISO releases the revised 9001:2015 standard.
2015-10-05: Council approves the recommendation to procure a quality auditor replacement (Motion
2015-453).
2016-04-28: Council appoints SAI Global as the QMS Certification Body (Motion 2016-181) and a new
quality auditor is assigned.
2016-08: SAI Global conducts a preliminary assessment for transition to ISO 9001:2015.
DISCUSSION
Preliminary Assessment
The QMS is a standardized set of practices and processes that align operations across the Municipality to
deliver reliable services in the most efficient, effective, professional and financially responsible manner.
No major non-conformances were identified in the QMS during the preliminary assessment. Areas of
concern and opportunities for improvement are summarized below: (See Appendix A for the Preliminary
Assessment Report).
Documentation
Provide a high level document explaining the architecture of the QMS and related processes.
Internal Audit
To allocate resources to the processes having the greatest risk and priority, it is necessary to develop a
risk-based internal audit plan for process auditing. Training on process auditing under the revised ISO
9001: 2015 standard should be provided to the current Internal Audit Team. Consideration should be
given to expanding the number of staff trained in process auditing.
Management Review
Enhance the current process and tool set for the Strategic Management Team which include action
tracking, reporting and follow-up. Ensure all required inputs are feed into a common stream for problem
identification, prioritization and resolution.
1 Due to the loss of our lead auditor and resulting transfer of Certification Bodies, surveillance audits were
not conducted. Annual surveillance audits are required to maintain certification. The QMS is operational
but is not currently certified.
3 Request For Decision/Direction
Outsourced Services
Develop a more formal process to ensure control over outsourced services with documented assurance
that specified design and service requirements are met. Investigate opportunities to improve tender
review, contract management and supplier performance evaluation.
Quality Objectives
Consider ways to document and demonstrate where strategic planning goals, annual business objectives,
and process key performance indicators tie together and how data is gathered and analyzed to ensure
quality objectives are being met. This can be accomplished by extending the use of planner and tracking
tools to measuring and monitoring projects and operations.
Training
Formal training on the revised ISO 9001: 2015 standard should be provided to management and Quality
Coordinator.
P-76 Policy Revision
All ISO Management System Standards share the same high level structure, core text, terms and
definitions. ISO Management System Standards include but are not limited to: Asset Management,
Environmental Management, IT Security, Records Management and Risk Management. Criteria established
by the QMS such as document control, management review, internal audit and corrective action provides
the common integration points for all systems.
Generically referring to “Management System Standards” in the Quality Policy:
Avoids the need to continually amend the Quality Policy to accommodate revisions to the
latest ISO 9001 QMS standard.
Acknowledges other supporting standards and methodologies referenced by the QMS
including those from ISO as well as Excellence Canada, ITIL, Lean and Six Sigma.
IMPLICATIONS
Policy
P-76 Quality Policy
Financial/Budget
2017-18 (Planned)
ISO 9001:2015 Transitional Training - $5,000
2017-18 (Probable)
Readiness Evaluation (pre-registration audit) - $2,000
Registration Audit - $7,000
4 Request For Decision/Direction
Environmental
QMS and OHS provides basis for developing and integrating an Environmental Management System.
Strategic Plan
Continually improve public satisfaction with municipal services
Work Program Implications
Bringing the QMS into full conformance with ISO 9001:2015 is achieved in the normal course of business
as resources allow.
OPTIONS
Discontinue the QMS (Not Recommended)
There is no regulatory or market driven requirement for the Municipality to maintain a standards-based
QMS. However, where the Municipality is committed to delivering reliable services, abandoning a
systematic integrated approach to continual improvement is counter-productive.
Maintain an Uncertified QMS (Current State)
The Municipality can continue to benefit from a QMS while avoiding external auditing costs. Ensuring that
QMS costs do not exceed benefits is especially important in small, service-based organizations where
rigorously deploying a standards-based QMS is less likely to show the same level of benefit as seen in
large manufacturers. Maintaining the QMS, whether certified or not, is recommended since benefits are
realized over the long-term as quality practices become ingrained in the corporate culture.
Recertify the QMS (Recommended Goal)
Certification from an independent third party auditor assures Council and the public that the QMS
conforms with ISO 9001:2015 criteria. This assurance contributes to a positive image that builds trust and
confidence in the Municipal brand. Certification also raises staff awareness of the QMS and increases
engagement. To be effective, certification should be the natural outcome of developing a QMS that serves
the needs of the Municipality, not a goal in and of itself.
REFERENCES
International Accreditation Forum. (2015, January 12). Transition Planning Guidance for
ISO 9001:2015. Retrieved from iaf.nu:
http://www.iaf.nu/upFiles/IAFID9Transition9001PublicationVersion.pdf
MacLeod, K. (2016, August). ISO 9001:2015 Pre-Assessment for Municipality of the District
of Chester. Halifax: SAI Global.
5 Request For Decision/Direction
COMMUNICATIONS (INTERNAL/EXTERNAL)
As required by P-74 By-Law / Policy Amendment and Approval Policy.
P-76 Quality posted to web and communicated to staff.
Audit Report
Pre-Assessment Audit for
The Municipality of the District of Chester
1679678-01
Audited Address: PO Box 369, 151 King Street, Chester, Nova
Scotia, CAN, B0J 1J0
Start Date: Aug 15, 2016 End Date: Aug 16, 2016
Issue Date:
Revision Level: (Final, Rev. 1)
Audit Report
2
BACKGROUND INFORMATION
SAI Global conducted an audit of The Municipality of the District of Chester beginning on Aug 15,
2016 and ending on Aug 16, 2016 to ISO 9001:2015.
The purpose of this audit report is to summarise the degree of compliance with relevant criteria, as
defined on the cover page of this report, based on the evidence obtained during the audit of your
organization. This audit report considers your organization’s policies, objectives, and continual
improvement processes. Comments may include how suitable the objectives selected by your
organization appear to be in regard to maintaining customer satisfaction levels and providing other
benefits with respect to policy and other external and internal needs. We may also comment
regarding the measurable progress you have made in reaching these targets for improvement.
SAI Global audits are carried out within the requirements of SAI Global procedures that also reflect
the requirements and guidance provided in the international standards relating to audit practice such
as ISO/IEC 17021, ISO 19011 and other normative criteria. SAI Global Auditors are assigned to
audits according to industry, standard or technical competencies appropriate to the organization
being audited. Details of such experience and competency are maintained in our records.
In addition to the information contained in this audit report, SAI Global maintains files for each client.
These files contain details of organization size and personnel as well as evidence collected during
preliminary and subsequent audit activities (Documentation Review and Scope) relevant to the
application for initial and continuing certification of your organization.
Please take care to advise us of any change that may affect the application/certification or may assist
us to keep your contact information up to date, as required by SAI Global Terms and Conditions.
This report has been prepared by SAI Global Limited (SAI Global) in respect of a Client's application
for assessment by SAI Global. The purpose of the report is to comment upon evidence of the Client's
compliance with the standards or other criteria specified. The content of this report applies only to
matters, which were evident to SAI Global at the time of the audit within the audit scope. SAI Global
does not warrant or otherwise comment upon the suitability of the contents of the report or the
certificate for any particular purpose or use. SAI Global accepts no liability whatsoever for
consequences to, or actions taken by, third parties as a result of or in reliance upon information
contained in this report or certificate.
Please note that this report is subject to independent review and approval. Should changes to the
outcomes of this report be necessary as a result of the review, a revised report will be issued and
will supersede this report.
Standard: ISO 9001:2015
Applicable codes: 9441 / L75.1
Scope of Certification:
Administration and delivery of municipal services including
Community Development, Corporate Services, Finance,
Information Services, Engineering & Public Works, Recreation
and Parks and Solid Waste.
Permissible exclusions: No exclusions
Number of Staff: 45
Number of Shifts: 1
Total audit duration: Person(s): 1 Day(s): 1.50
Audit Team Member(s): Team Leader Kathy MacLeod
Audit Report
3
Definitions and action required with respect to audit findings for Stage 1 Audit only:
Legend to symbols: Compliant ! Area of Concern NCR Opportunity for
Improvement
Area of Concern: Area of the system likely to become ‘Non-conformance’ at Stage 2 Audit.
Action required: Client is required to investigate potential or actual nonconformity and complete
corrective action or preventive action within own management system. This will be followed up by
SAI Global at Stage 2 audit.
Opportunity for Improvement:
A documented statement, which may identify areas for improvement however shall not make specific
recommendation(s).
Action required: Client may develop and implement solutions in order to add value to operations and
management systems. SAI Global is not required to follow-up on this category of audit finding.
EXECUTIVE OVERVIEW
The objective of this audit was to review your management system and processes, confirm the scope
for certification, and determine your organization’s preparedness for the Stage 2 (Certification) Audit.
Also it allowed for the review of the adequacy of the SAI Global audit program and resources for the
Stage 2 (Certification) Audit including confirming and preparing the draft audit plan.
The results of this Stage 1 audit indicate that the organization is not ready for a Certification (Stage
2) audit based on the issues documented in the Areas of Concern and in this report.
Opportunities for Improvement:
The following opportunities for improvement have been identified.
Consider developing a risk Management Matrix to capture all the current and
existing risk management processes
Consider revising, re-structuring, re-writing the current quality manual as a
“Strategic Quality Plan” to outline and reflect how actual business practices,
municipal services delivery processes are currently being conducted and
documented.
Consider a practical training session for the Quality Manager in process
improvement tools/auditing for improved performance of MODC’s respective
quality and service delivery processes.
Consider implementing a more formal pre & post contract review and sub-
contractor evaluation process and documentation
Consider reviewing and revising customer complaint, non-conformance, and
corrective action processes into the one current practice of problem identification
and resolution.
Review quality management system planning and Management Review process.
Reviews of the management system must always include, results of audits,
corrective and preventive actions and customer satisfaction, review of quality
objectives, resource requirements, changes and improvements required.
Review competency, awareness and training. Adequate training needs to be
provided to the Quality manager, and staff on ISO requirements and Internal
Auditing in order to ensure that the Quality Management System is being
effectively maintained and improved.
Review Outsourced Processes (i.e subcontracted services/products). a more
formal process to ensure control will need to be developed and ensure externally
provided processes, products and services have met requirements. Evaluation
Audit Report
4
and re-evaluation of sub contractor's performance needs to be better
documented and recorded.
Consider developing a Quality Objectives Matrix to document and demonstrate
how Quality Objectives tie into measurement methods used, frequency of
measurement & monitoring activities, documents and records associated with
these measurements and monitoring activities as well as show how these
objectives, once measured, link to achievement and fulfillment of the quality
policy.
Consider gathering and analyzing data on: Timely Completion of Projects, Project
Management, Invoicing, and Monthly Reporting. Analyses of Non-conformances
reported to date, and by type, Outsourced/Supplier Performance/Subcontractor
performance ensure these tie into or also have a linkage to management reviews
and the Quality Objectives/Quality Policy.
Review data analysis. Data collection and analysis should be conducted to ensure
quality objectives are being achieved and to ensure the Quality Management
System is functioning effectively.
Consider pursuing a balanced scorecard approach to measuring and monitoring
of objectives and tie it to QMS and financial performance.
Consider recruiting and training more personnel as internal auditors and
conducting a Process Based Audit Training Session,
Consider more formal training on ISO 9001:2015 for the Quality Manager.
It is suggested that the opportunities for improvement be considered by management to further
enhance the company’s Quality Management System and performance of the business.
The recommendation from this audit is that Stage 1 audit be repeated.
System requirements and interrelationships, functions, processes, areas audited
Date: August 15-16, 2016
ISO/Client Ref. Requirement/Process/Activity/Evidence
N/A Discussion on site specific conditions – Reviewed any site specific
conditions – None - Conducted Site Orientation – Discussed
Processes & services offered under proposed scope of
certification
SAI/CIS Confirmed Audit Service Specification/Customer Information
Sheet for Municipal Office and revised numbers for full time
employees/personnel, and confirmed that the number should be
45. Reviewed and revised the CIS to reflect these changes.
4.1, to 4.4
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Review of Management System Documentation –
Compliant – Reviewed Quality Management System
Module 2, Rev.00, 01/01/14; Project Management and Risk
Management Module 3, Rev. 00, 03/31/14; Design Management
Module 4, Rev.00, 01/01/14; Tendering, Contract Administration,
Inspection, Module 5, Rev. 00, 01/01/14; IT Security and MIS
Authorizations, Module 7, Rev. 01, 08/12/14; Document Control,
Module 8, Rev.03, 09/25/14; Company Safety Manual, Module 6,
Issue No. 6, 10/10/13.
Audit Report
5
Date: August 15-16, 2016
ISO/Client Ref. Requirement/Process/Activity/Evidence
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Status of Identified Objectives – Compliant:
Clear, measurable Objectives have been Established for each
applicable function and level of the organization
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Non-Conformance, Corrective Action Processes:
Somewhat Compliant - Area of Concern– Although there is a
great on-line reporting tool for doing this, not enough evidence to
support that it is effectively capturing and resolving issues.
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Status of Internal Audit Process: Somewhat
Compliant –! Area of Concern – There is no evidence that
internal audits have been planned and scheduled. One audit has
been conducted internally at present. OFI – Internal Auditor
Training
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Status of Management Reviews: Somewhat
Compliant –! Area of Concern – Not all requirements for
management review inputs are part of the management review
process.
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Identified Processes/Service Delivery Areas: –
Administration; Recreation & Parks; Council/legislative;
Finance; Information Services; Engineering & Public Works;
Community Development; Solid Waste; Mandatory
Contributions to Provincial Services– Compliant:
Reviewed Communication Plan Document, July 8, 2016; Capital
Budget 2016-17, April 28, 2016; Operating and Capital Plan
Document, for 2016/17, April 28, 2016;
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Outsourced Process – Somewhat Compliant – !
Area of Concern; Verified that outsourced processes include
some design & construction; machinery; shredding; landfill; legal
counsel; garbage removal; Snowploughing; Policing Services; and
Firefighting no evidence of evaluation & re-evaluation of
outsourced processes.
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Status of Applicable Regulatory Requirements:
Compliant: - Verified there is an approved process for ensuring
that applicable regulatory standards as applied to Delivering
Municipal Services – Governed by the Municipal Government Act.
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Reviewed Status of Customer Complaints/Customer
Satisfaction: Compliant: - Reviewed process for customer
complaints, verified it is part of the NCR process, Reviewed
process for measuring and monitoring Customer Satisfaction –
verified that surveys are conducted annually.
Audit Report
6
Date: August 15-16, 2016
ISO/Client Ref. Requirement/Process/Activity/Evidence
4 – Context, Interested Parties, Scope, QMS
Processes & Inter-relationships;
5 - Leadership Commitment, Policy; 6.1 –
Planning Risks & Opportunities;
6.2 – Objectives & 6.3 – Planning of changes;
7.1 – Resources;
7.4 – Communications – Internal, External; 7.5 –
Documented Information; 9.1 - 9.3 –
Performance Evaluation & Management Review;
10.1-10. 3 – Continual Improvement
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Management, Planning & Communication –! Area of Concern;
Opportunity for Improvement
Reviewed and explored the organization’s QMS via their Hub and
website. There is documented evidence of compliance to clauses
of ISO 9001:2015 in the context of Municipal Management and
provision of service, however, performance evaluation (audits,
management reviews) needs further development and
implementation.
Reviewed documented information on Service Levels and Service
Processes and deliverables for Administration; Recreation &
Parks; Council/Legislature; Finance, Information Services;
Engineering and Public Works; Community Development;
Mandatory contribution to Provincial Services; These need to tie
into the QMS organizational goals & Objectives and the Quality
Polciy.
Checked Organizational Chart, April 21/16; Strategic Priorities
Chart, March 10, 2016; Communications Plan Document, July 8,
2016; Capital Budget plan, April 28, 2016; Operating & Capital
Plan by Department for 2016/17
The organization would be better served to have a high level
document to explain the architecture of their QMS and the related
and/or associated documented information.
8.2.1-8.2.4 - Determining & Review of
Requirements for Service Delivery;
8.3.1-8.3.6 - Design & Development;
8.4.1-8.4.3 - Externally provided products,
services, outsourcing;
8.5.1 - 8.5.6 – Control of Provision of services;
8.6 & 8.7 - Release of services & Non-
Conforming Process outputs; 7.1.3 & 7.1.4 –
Infrastructure & Operating Environment
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Operational Processes for Service Delivery –! Area of
Concern Opportunity for Improvement
The organization designs services for their interested parties,
therefore a process needs to be developed and implemented to
ensure design requirements of the standards are met.
Checked Design & Development Policy in terms of by Law Policy
Amending & Approval. Externally provided products and services
requires a more formal process to ensure that documented
information is maintained and retained to provide evidence of
control over outsourced processes.
7.2 – Competence, 7.3 – Awareness, 7.5
Documented Information; 7.1.6 Organizational
Knowledge;
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
Human Resources & Administration - Compliant:
Opportunity for Improvement
The organization has well documented and implemented
processes for ensuring staff are aware and competent for their
positions. Training and development of staff is planned and
conducted and records are kept. Reviewed position descriptions
and training data base.
Quality training for maintaining and improving the quality
management system would greatly benefit the organization in
pursuing implementation and certification of their management
system to the ISO 9001:2015 standard.
Audit Report
7
Date: August 15-16, 2016
ISO/Client Ref. Requirement/Process/Activity/Evidence
9.1.1 9.1.2 - Monitoring and Measurement of
Processes & Customer Satisfaction; 9.2 -
Internal Audits; 9.1.3 - Data evaluation and
Analysis; 10.2 - Correction & Corrective Actions
MODC Documented Information on Website;
MODC Hub (Intranet); MODC’s Service
Catalogue (profiling all services and processes);
Mango Apps; Laser fiche (primary repository for
documents and records)
QMS Performance Evaluation –! Area of Concern
Opportunity for Improvement
While there are some measures of performance in place, there
needs to be a direct link to provide evidence that the organization
is meeting quality objectives. A more formal Internal audit program
needs to be developed and implemented to ensure all QMS
management processes are audited. More evidence will be
required to provide evidence that there is a strong uptake of the
corrective action process by all departments.
This report was prepared by:
Kathryn Lynn MacLeod
Kathy MacLeod
SAI Global Management Systems Lead Auditor
REQUEST FOR DECISION
Prepared By: Nick Zinck Date Jan. 10, 2017
Reviewed By: Tara Maguire Date Jan. 10, 2017
Authorized By: Tammy Wilson Date January 24, 2017
CURRENT SITUATION
A new private road naming request servicing three or more properties off a shared driveway/right-of way,
serviced by Marine Dr., Chester Basin has been received. The land owner has proposed the road name
“Cormorant Lane”.
RECOMMENDATION
It is recommended that Municipal Council approve the road name “Cormorant Lane”.
BACKGROUND
When there are three or more addressable properties using an unnamed shared right-of-way/driveway,
the Nova Scotia Civic Address Users Guide states that this point of access must be named. According to P-
44, the road name is suggested following a majority agreement from the land owners supplied by the
shared right-of-way. In this instance, there are more than three properties affected, all owned by the same
owner and who is in favor of proposing the name “Cormorant Lane”.
DISCUSSION
There are no similar road names within Chester Municipality. There is only one similar/same road name of
Cormorant Lane in Nova Scotia, which is located in Tantallon, NS.
Comments received for “Cormorant Lane”:
- District 3 Councillor – Allen Webber: YES
- Municipal Public Works Director – Mathew Davidson: YES
- Chester Basin Fire Department – Doug Rines: YES
IMPLICATIONS
Policy
Policy P-44 – New Road Names and Road Name Changes
Financial/Budgetary
A new road sign (with accessory materials) will be purchased and posted by the Public Works Department.
Environmental
N/A
Strategic Plan
N/A
REPORT TO: Municipal Council
SUBMITTED BY: IS Department
DATE: Jan. 10, 2017
SUBJECT: New Road Name Assignment
ORIGIN:
2 Request For Decision/Direction
Work Program Implications
N/A
OPTIONS
1. Municipal Council can approve the road name “Cormorant Lane”.
2. Municipal council can decide not to approve the name and direct staff to assign a different
name of Council’s choosing.
ATTACHMENTS
- Request for Decision Form
- Signed Petition
- Location Map
COMMUNICATIONS (INTERNAL/EXTERNAL)
N/A
3 Request For Decision/Direction
4 Request For Decision/Direction
5 Request For Decision/Direction
MUNICIPALITY OF THE DISTRICT OF CHESTER
STRATEGIC PRIORITIES CHART
BLUE= COUNCIL – NOW PRIORITIES
GREEN – COUNCIL – NEXT PRIORITIES
Brown = Dept. Projects
Jan 2017
NOW Milestone
1. WINDFARM PROJECT April 2017
2. ECON DEV PROJECT LIST April 2017
3. PLAN REVIEW – COUNCIL CHECK-IN March 2017
4. BIO MASS/ ALT ENERGY EOI June 2017
5. CHESTER WATER July 2017
NEXT PRIORITIES
SERVICE CAPACITY REVIEW
WASTEWATER STRATEGY (2018)
VILLAGE SPS / LUB
10 YEAR CAPITAL PLAN
PROCUREMENT POLICY
POLICY – REVIEW LIST
INT MUNIC SHARED SERVICE
ORGANIZATION REVIEW (2018)
VIC STRATEGY
CAO/ ADMINISTRATION
WINDFARM PROJECT
BIOMASS / ALT ENERGY
PACE BY-LAW
SERVICE CAPACITY
INTER- MUNICIPAL SHARED SERVICES
FINANCE
10 YEAR CAPTIAL PLAN
PROCUREMENT POLICY
Debt Strategy
Investment Strategy
Alternate Revenue Research (Oct)
PUBLIC WORKS
CHESTER WATER
WASTE WATER MANAGEMENT STRATEGY
Mill Cove Fire Pump
Loader Tender
GRWS School Demo
ECONOMIC DEVELOPMENT
VIC STRATEGY
KM Marketing
COMMUNITY DEVELOPMENT
PLAN REVIEW – COUNCIL CHECK-IN
ED PROJECTS
Parking Study Scope of Work (March 2017)
VILLAGE SPS/LUB
Affordable Housing
CORPORATE
Website Improvements – Phase 2 (Sept)
Safety Program- Complete
IT Risk Mitigation Plan
Communications Strategy (March)
RECREATION
Open Space Report (May)
New Ross School- Community Use (June)
Sherbrooke Lake Project- Design (Dec)
Gold River Western Shore- Playground
Repairs
East River Land- Acquisition
SOLID WASTE
Sustain Start-up (Dec)
Waste Water Contract – Direct Haul Option
Recyclable Processing Contract- (Feb)
Solid Waste Contract - JSB
ADVOCACY
COMFIT
CHESTER COMMISSION
REN STRATEGY (ECON / TOURISM)
REQUEST FOR DECISION/DIRECTION
Prepared By: Matthew S. Davidson, P.Eng Date January 24, 2017
Reviewed By: Tammy S. Wilson, CAO Date January 25, 2017
Authorized By: Tammy S. Wilson, CAO Date January 26, 2017
CURRENT SITUATION
At the December 8th, 2016 Municipal Council meeting, motion 2016-519 was approved. The
motion read “MOVED by Councillor Veinotte, SECONDED by Councillor Church that Council
approve the expenditure of up to $60,000 (to be cost shared with the Village Commission) and
the terms of reference to include “Village Boundaries” for a Water Survey, subject to Village
Commission approval. CARRIED.
RECOMMENDATION
It is recommended that the Municipality award the Village of Chester (VOC) Central Water
System: Needs Assessment & Options Analysis, as proposed, to CBCL Limited, Halifax, Nova Scotia
for the amount of $ 19,713 plus HST ($20,558 Net HST).
BACKGROUND
At the February 4th, 2016 Committee of Whole meeting, Council requested staff to list and
summarize the various reports regarding the future water system for the Village of Chester. The
summarized list was provided as part of a Request for Direction, dated April 20th, 2016 and
reviewed by Council at the May 19th, 2016 Committee of the Whole.
At the May 19th meeting, The Director of Engineering and Public Works was instructed to provide
Councillor Armstrong with a ball-park figure for providing water to the village, based on full cost
recovery. At the August 18th, 2016 Committee of the Whole, an updated cost estimate of
$22,000,000 (2016 Dollars, Net HST) was presented to Council.
At the September 29th, 2016 Council Meeting, Council motioned (2016-402) to direct staff to
work with the Village Commission to draft a scope of work for a Needs Assessment and Option
Analysis, with estimates of costs to address the need.
At the November 3rd, 2016 Committee of the Whole recommended (motion 2016-461) to Council
the Terms of Reference for the Village of Chester Needs Assessment and Options Analysis.
REPORT TO: Municipal Council
SUBMITTED BY: Engineering & Public Works Department
DATE: January 24, 2017
SUBJECT: RFP Award - VOC Central Water System –
Needs Assessment & Options Analysis
ORIGIN: Council Motion 2016-519
2 Request For Decision
This lead to Council motion (2016-487) on November 24th, 2016, directing staff to forward the
scope of work to the Village Commission for their consideration and approval.
DISCUSSION
Staff issued an RFP, which was sent to the three (3) pre-qualified consultants, where all three (3)
responded in a timely manner. The submissions were deemed to be completed and evaluated as
per the RFP criteria (i.e. Price 50% and Experience 50%).
CBCL Ltd’s proposal provided a thorough understanding of the project, detailed more than five
(5) recent Nova Scotia projects of similar scope (i.e. Well Development, Groundwater and Surface
water Assessments, Pre-Design and Detailed Design), as required. The estimated budget
proposed for the project was $19,713 plus HST, which includes expenses but does not include
the cost of water analysis. The Municipality has a contract in place for Laboratory Services with
competitive pricing. The Municipality has confirmed that the cost for water analysis is estimated
to be $8,800 plus HST, excluding courier costs.
Stantec’s proposal provided a thorough understanding of the project, detailed five (5) recent
Maritime projects of similar scope (i.e. Well Investigation, Development and Rehabilitation, small
central system, and Option Analysis), as required. The estimated budget proposed for the project
was $46,994 plus HST, which includes expenses and the cost of water analysis, $8,800 plus HST,
excluding courier costs.
Hiltz & Seamone’s provided an understanding of the project, however they only generally
mentioned five (5) Nova Scotia similar projects (i.e. Production/Test Wells, Source Water
Development, System Design), as required. The estimated budget proposed for the project was
$44,720 plus HST, which includes expenses and the cost of water analysis, $15,120 plus HST,
excluding courier costs.
When evaluating the proposals, specifically price, staff excluded water analysis costs for
comparison purposes. Furthermore, the Proponent that has the best price (i.e. Lowest Cost) will
earn maximum point value. All other Proponents will receive a percentage of point value equal
to the maximum point value minus the percentage of difference in their price and the best price.
When evaluating experience, which is an important factor for this project, staff considered the
RFP requirement for submission of detailing five (5) recent projects (completed in 2010 or after)
with similar scope to this project and potential future phases.
3 Request For Decision
Proponent Price* Experience Total
$ 50 % 50 %
CBCL Limited $19,713 50.0 50.0 100.00
Hiltz & Seamone $29,600 24.9 30.0 54.90
Stantec $38,194 3.1 40.0 43.10
IMPLICATIONS
Policy
Procurement would follow P-04, Procurement Policy as recently amended for Engineering
Services. It is expected that this project would be classified as Low-Value Procurement, and the
project award can be completed by the CAO.
Financial/Budgetary
This project was not included in the 2016-2017 Capital Plan. On December 8th, 2016 Council
approved a project budget of $60,000 Net HST, cost shared with the Village Commission.
Currently, this project is estimated to be under budget.
It should be noted that the full cost of following up the survey with a targeted survey is not
included and will include staff resources. Furthermore, the costs for analytical testing of water
samples will be borne directly by the Municipality, at an estimated cost of $8,800 plus HST.
Environmental
N/A
Strategic Plan
2. Continually improve public satisfaction with municipal services;
3. Ensure sufficient infrastructure is available to best serve our residents and businesses;
6. Promote conditions conducive to fostering economic prosperity.
Work Program Implications
The current capital works program did not account for VOC Water System project. The addition
of this project has increased the Engineering & Public Works Department’s workload along with
other recently added projects. This project is considered a strategic priority, therefore, it is
properly reflected in both the Operational & Capital plans.
4 Request For Decision
OPTIONS
1. Proceed with Needs Assessment and Options Analysis;
2. Defer any decision on the matter and direct staff to bring back further information as
identified by Council
ATTACHMENTS