HomeMy Public PortalAbout2017-07-06_COW_Public_Agenda PackagePage 1 of 2
COMMITTEE OF THE WHOLE
AGENDA
Thursday,July 6,2017
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 –June 15, 2017
5.MATTERS ARISING:
5.1 Request for Decision prepared by CAO dated June 16, 2017 regarding Memorandum
of Understanding (MOU)–Sherbrooke Lake.
5.2 Presentation by Sam Lamey and Derek Wells regarding Estate of Daniel Haughn
(appointment at 10:00 a.m.)
6.CORRESPONDENCE:
6.1 Presentation by “Together We Can Community” (TWCC) and Bluenose Coastal Action
foundation regarding former Gold River Western Shore School property
(appointment at 9:00 a.m.).
6.2 Email from Lynn Myra regarding former Gold River Western Shore School Property.
6.3 Presentation by Michael O’Connor regarding Church Memorial Park (appointment at
9:30 a.m.).
7.NEW BUSINESS:
7.1 Request for Decision prepared by CAO dated June 23, 2017 regarding Feasibility
Study –Internet Infrastructure/Services.
7.2 Church Memorial Park -Grant (referred from Council –June 22, 2017)
7.3 Memo from Director of Community Development regarding sponsorship grant.
7.4 Gold River Western Shore School Property –Playground Update.
Page 2 of 2
7.5 Request for Decision prepared by Municipal Clerk dated June 13, 2017 regarding
Mileage Policies –Council and Staff.
7.6 CAO Update –Strategic Priorities Update –June 16, 2017.
8.IN CAMERA.
9.ADJOURNMENT.
APPOINTMENTS ARRANGED
9:00 a.m.Gina Green, TWCC, and Brooke Nodding,Bluenose Coastal Action Foundation,
regarding former Gold River Western Shore School Property (Item 6.1)
9:30 a.m.Michael O’Connor regarding Church Memorial Park (Item 6.3)
10:00 a.m.Sam Lamey and Derek Wells regarding Estate of Daniel Haughn (Item 5.2)
Request For Decision
Prepared By:Tammy Wilson, CAO Date June 16, 2017
Reviewed By:Date
Authorized By:Date
CURRENT SITUATION
The Municipality of the District of Chester (MODC) and the District of Lunenburg (MODL) entered into an
Memorandum of Understanding respecting the use and development of PID 60477047 and60644440 for
Pubic Access. Section 4 of the MOU establishes a Park Advisory Committee. The composition of the
Committee is three representatives from MODC and three from MODL. The members may be public or
council members. Each unit appoints their representative.
A decision is required respecting the representatives from MODC.
RECOMMENDATION
Recommendation to Council/Committee
BACKGROUND
MODC and MODL signed a MOU respecting the use of lands of MODL that are in the District of Chester.
This MOU establishes a Park Advisory Committee whose terms of reference are noted in Section 4.03 as
advisory, and cover the following:
-key design elements
-consultation with immediate and adjacent neighbors in the development of the design elements
-overseeing the design of the open space
-consulting with the larger community on the final design
-presenting a draft design to MODL and MODC
-Recommend final design to MODL
-Provide advice to MODL Council on operation of the park once developed.
Each municipal unit has 3 representatives, and they may be pubic or municipal representatives.
REPORT TO:Municipal Council
SUBMITTED BY:Tammy Wilson
DATE:June 16, 2017
SUBJECT:Sherbrooke Lake Access Advisory Committee
ORIGIN:MOU re Sherbrooke Lake
2 REQUEST FOR DECISION/Direction
DISCUSSION
There was significant interest in this matter by the Public which lead to the establishment of the MOU.
Staff anticipate that there is an expectation that the public will have an opportunity to represent MODC
on this committee.
It is understood that MODL has decided to have 1 Council representative and 2 public representatives
represent MODL on this Committee.
Once a decision is made as to composition, a recruitment process will be undertaken (assuming there are
public representatives). The Nominating Committee will then be tasked with reviewing applications and
making a recommendation to Council as to the appointments.
IMPLICATIONS
Please provide general overview of implications in this cell.
Policy
N/A
Financial/Budgetary
No financial or budgetary impact
Environmental
N/A
Strategic Plan
The Sherbrooke Lake Project is within the work program for Recreation as noted on the Strategic Priorities
Chart.
Work Program Implications
This is within the existing work program
OPTIONS
The following options are provided
1.All committee members are public (3)
2.All Committee members are municipal representatives (3)
3.One Council representative; two public
4.Two Council representatives, one public
ATTACHMENTS
MOU between MODL and MODC
COMMUNICATIONS (INTERNAL/EXTERNAL)
If there are to be public representatives on the Committee, a public recruitment process will be
undertaken.
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June 26, 2017
To Chester Municipal Council
Firstly, we would like to praise the excellent work done by the Municipal staff in re-storing “Wild Rose
Park” in Western Shore after the latest effects the weather had on it.
We are writing in concern of the property of the former Gold River –Western Shore Elementary School.
We are not sure of the municipality intent with this property but we would like to propose that the land
be used as a Public Park for the residents of our community and as well as visitors to the area. When we
watched the demolition of our former school, it was heart breaking. We feel if the land is used for low
income housing or senior housing for instance, that it will no longer be available for use by our children,
youth or seniors. I often take my Grand-daughter there to play on the equipment, where we meet many
other community members, other Grand-parents, parents, children who enjoy being active on the play
ground. It also allows for the grownups to socialize.
We would like to see the playground equipment maintained, the upper field kept mowed, allowing it to
be used by our children and adults alike. The upper field could be used for playing soccer, housing
garden parties, or even farmers markets.
The installation of park benches, picnic tables where parents, Grand-parents and seniors could sit and
watch their children playing or just enjoy the beautiful ocean view. It could be possible to have these
benches/picnic tables paid for by residents who would like to purchase them in memory of a loved one.
This was done at the: Wild Rose Park”, where a plaque was placed in memory of their loved one on the
bench or picnic table. Since there should be access to a water supply and sewer from the former school,
then maybe there could also be washrooms installed as well.
The former land at Gold River –Western Shore School could be used as a focal point and gathering
place for our residents and visitors, giving us something to be proud of since our school and community
hub were taken from us.
We would also like to propose that the park be named after my husband and our father and former
Councilor for District #5 for nearly 20 years, the Late Robert Myra. It would be a great tribute in memory
of someone who was very devoted to and loved his community and the people who lived there. Robert
worked very hard to keep our school from being closed and we are sure that he is looking down now
and watching what is being done with it.
We hope you take this into consideration when you decide the fate of the former Gold River –Western
Shore School property.
We realize this all will cost money and in this time of restraint, we believe that there could be grants
available to help with the expenses. When the play ground equipment was first put at the school, there
was a Gold River Action Team, which I was a member of that was able to access various grants from
different government groups to purchase the items. We are available to sit on any committee, if needed
to help with any decisions referring to the above property.Looking forward to hearing from you on this
matter.
Yours Truly,
Lynn Myra (On behalf of the Myra Family)
Church Memorial Park
Past, Present and Future
Presentation to Chester Municipal Council,
July 6, 2017
Purpose
• To provide background on CMP and financial highlights
over the past few years.
• To outline some of present and future issues facing the
Church Memorial Park.
• To seek the CMC's continued support and assistance
into the future.
Past
• The CMP incorporated by an Act of Nova Scotia Legislation in 1950 for religious, charitable, scientific, literary, education & recreational purposes.
• The Park consists of:
– Four sheet curling rink & clubhouse.
– Arena skating & hockey rink with seating.
– Five change rooms and facilities.
– Four meeting rooms and full kitchen facilities.
– Three tennis courts.
– Baseball diamond.
– Large parking area and green spaces.
– Chester Band building.
– Land leased (20 yrs) to Chester Area Family Centre in 2009.
– Land leased (99 yrs) to Chester Historical Society in 1992.
• The rink complex was built in the late 1960's with donations by Mrs Joseph Pew & Mrs Roy Chandler. It forms part of the Church Memorial Park; a gift of late Senator Charles E Church.
Present
• The Park is a charitable organization, administered by a Board of trustees consisting of community volunteers.
• Governed by bylaws, policies and codified
procedures.
• There are nine trustees with variable rotation in
membership every 3 years.
• A full time Park Coordinator & 4 seasonal
operators are hired to look after operations.
• Main focus of attention is hockey & curling rink
complex
Financial Highlights
Trends - Annual Ice Rentals ($)
-
50,000
100,000
150,000
200,000
Rink Ice 143,958 154,989 86,620 121,036
Prime Time 128,545 140,670 77,921 104,603
M Hockey 96,330 86,780 61,357 68,182
Curling Ice 37,722 37,722 40,000 40,000
2013/14 2014/15 2015/16 2016/17
Financials – Cont’d
Trends - Total Rev. & Expenses ($)
-100,000
-
100,000
200,000
300,000
400,000
Total Revenue 363,778 359,277 263,122 289,082
Total Expenses 314,123 333,018 291,066 284,464
Net Rev/Exp 49,655 26,259 -27,944 4,618
2013/14 2014/15 2015/16 2016/17
* Net revenue/expense is before amortization; 2016/17 is based on interim report.
Financials – Cont’d
• Over past 4 seasons approximately 95% of
revenues came from: ice rink - 38%, curling rink
- 13%, Pew and municipal grants - 20% & other
revenues 25%.
• Approximately 90% of expenses came from
insurance - 8%, light and power 21%, repairs,
maintenance & capital - 22%, wages and
benefits - 37%.
• On average over this period revenue per square
foot of ice surface was $12.75 & expenses
$12.23.
Future
Strength
• Independently owned & operated
• Community support
• Energy efficient upgrades
• Great facilities for rural setting
• Convenient to local users
• Pew Foundation & CM grants
• Good parking
• Well maintained, safe & in good working order
• Low rental rate for prime & non prime ice
• Debt free
Weakness
• Declining facility usage
• Aging facility
• inconsistent ice quality when poor water supply
• Energy dependent
• Unheated arena seating
• Low ice rates
1. Changing Demographics
• Chester population is declining versus stable for
Province.
Population by # Chester Nova Scotia
2016 10,313 923,600
2011 10,599 921,730
Change (289) -2.7% 1,870 0.20 %
Source: Statistics Canada 2016, 2011 Census data - Nova Scotia / Chester MD
Changing – Cont’d
Population/age 2016 2016 2016 2011 2011
Chester % NS % NS # NS % NS #
0 to 14 12.3 14.5 133,830 15 138,215
15 to 64 60.8 65.6 605,950 68.4 630,140
65 & over 26.9 19.9 183,820 16.6 153,375
• About a quarter of Chester MD population is outside key
demographic for the rink complex versus lower % for
Province.
Source: Statistics Canada 2016, 2011 Census data - Nova Scotia / Chester MD
Changing – Cont’d
Age Groups - Chester 2016 Key Groups by #
5-19 1,285
20-44 2,255
45-69 4,530
Total 8,070
• Main CMP demographic in Chester MD is between ages 20 - 69.
Expect
• The % youth & young adult population (age 10-29) is expected to
decline.
• The 45-64 age group is projected to decline in percentage as Baby
Boom generation gradually ages out of this demographic.
• The 65+ age group is projected to increase.
Source: Statistics Canada 2016 Census data - Nova Scotia / Chester MD
2. Climate Change
Climate Change
Mean temp. (C)Annual Winter Annual Winter
Historical 1980's 6.4 -4.1 6.8 -4
Projected 2020's 7.5 -2.9 8 -2.7
Nova Scotia Lunenburg
• Increasing temperatures could have implications for
energy use, ice surfaces & operating days.
• The Provincial carbon cap & trade program & increased
costs for heat / power are probable in future.
• The quality of water and supply are increasing concerns for consistent and competitive operation.
Source: Province of Nova Scotia: Climate Change
3. Aging Facilities
• The main rink complex is 48 years old.
• Facilities have been maintained & upgraded for safe &
efficient operation.
• Roof repairs completed in 2015/16 satisfy initial building
standards.
• A roof protocol has been implemented.
• Inconsistent ice quality during periods of poor water
supply from run off and well.
• Five year strategic plan for rink complex to be updated.
4. Park Activities
• Declining: minor & school hockey users & curling members
• Minimal Other activities
– Lacrosse
– Ball hockey
– Roller blade
– Trade Shows; garden; quilt; health
– Skate Canada
– Off season skills training
– Sledge hockey
– Women's Flat track Roller Derby
Minimal alignment of CMP activities /events with
Municipality of Chester Municipal community programs.
Conclusions and Recommendations
1) Needs Assessment for CMP
• To determine the current & future requirements for
facilities including two ice surfaces & floor space.
Research & Analysis of trends for:
– Chester community MD (past, present, projected).
– Anticipated demographics & distribution; likely impact on future
demand.
– Arena facilities in nearby communities.
– Operating costs, capital investments.
– Best industry practices (rural) & leisure trends.
– Principle user markets & any unmet demand.
– Projected future needs into the 2020's.
• Advice & assistance is required from the Municipality to
develop “Needs Assessment.”
Conclusions - cont’d
2) Building Assessment for rink complex
• Recent repairs to the roof underscore importance of
increased monitoring of building structures & equipment.
• Advice & assistance is required from the Municipality to
develop a building assessment on a regular schedule
possibly every 3 to 5 years.
3) Energy / Water
• CM annual grants to include additional funding to help with increases in future energy & water expenses.
4) CM Alignment
• Participation of Chester Municipal staff in regularly scheduled Park Board meetings.
• Promotion of Park activities in Chester Municipal
programs
REQUEST FOR DECISION
Prepared By:Tammy Wilson, MURP, MCIP, CAO Date June 23, 2017
Reviewed By:Date
Authorized By:Date
CURRENT SITUATION
In December 2016,Municipal Council participated in a regional discussion on Rural Broadband,
in which a Southwestern Nova Scotia solution was being explored. Shortly thereafter, a few
municipal units opted to not proceed. MODC Council directed that we not proceed with the
matter of Rural Broadband until the Provincial Strategy has been completed.
The Provincial Strategy has not yet been made public. A teleconference earlier in the year with
Department of Business representatives suggest that a gap analysis has been done,however the
results are yet to be shared.
Staff from the Municipality of the District of Lunenburg (MODL) and the Region of Queens
(RQM)have offered MODC an opportunity to participate in a Network Design and
Implementation Study for the provision of internet infrastructure and services. The purpose will
be to have a business and technical analysis completed for a strategy and high level design for
region-wide fibre and wireless internet infrastructure.
RECOMMENDATION
That Municipal Council agree to participate in this study,with a cap on the costs MODC is
prepared to pay
BACKGROUND
In May 2016 MODC Council received a presentation from John Ferguson, CAO-Annapolis
County regarding a possible Rural Internet initiative. This presentation led to regional
discussions respecting a possible Southwestern NS solution. Council directed staff to explore
option of an inter-municipal partnership.From May to October 2016 the Municipal Units work
on a possible approach to addressing the gap in internet services in Southwestern Nova Scotia.
REPORT TO:Warden Webber
Members of the Committee of the Whole
SUBMITTED BY:Administration
DATE:June 20, 2017
SUBJECT:Feasibility Study –Internet
Infrastructure / Services
ORIGIN:Municipal Staff
2 Request For Decision/Direction
July 2016-Department of Business releases the Report –Review of Alternatives for Rural High
Speed Internet. This report identifies barriers to High Speed Internet in rural Nova Scotia:
Insufficient backbone
Last Mile (distance to network for fibre, DSL connection slow; Satellite expensive)
The report recommendations were:
Develop provincial goals (i.e.5Mbps download; 1 Mbps upload)
Coordinate municipal and community based initiatives that meet proven goals
Core Team to do an analysis of the current state of infrastructure / service community by
community
Explore P3 options
In August 2016, the Department of Business releases a Request for Proposals to develop a
strategy that will map assets, identify gaps and enhance infrastructure that connects the core
internet feed the community level.
November 2016-Joint Municipal Meeting (Caledonia). At this meeting staff presented to the
Municipal Council’s a proposal for a Memorandum of Understanding with municipal partners
which would enable a joint RFP to be issued. The scope of the RFP would be
Project Manager to assist in the drafting and issuance of an Expression of Interest for an
assessment of backbone and a design/build backbone solution. The objective would be
to have developed the required material for a funding application.
December 2016-some of the municipal units opt out. MODC Council directs that MODC not
proceed at this time and wait until the provincial strategy is completed before determining the
next course of action.The Provincial Strategy has not been released. A teleconference was held
early this calendar year. A gap analysis was completed, the result of which will be shared once it
has been shared with government.
June 2017 –Staff from MODL contacted MODC and inquired as to interest in undertaking a joint
feasibility analysis and high level design of a rural internet solution in partnership with MODL
and RQM.
DISCUSSION
The direction given by Council in December 2016 was to wait for the provincial strategy. The
Department of Business’s website notes that the goal of the provincial strategy is to develop a
long-term strategy for the middle mile.Existing infrastructure is to be mapped, identifying
3 Request For Decision/Direction
internet bandwidth demands and gaps, developing costing models and identifying potential
funding partners,and providing governance models to improve and manage rural internet
service. The final strategy was slated to be delivered to government in the spring of 2017. The
provincial election may have delayed the delivery of this to government.
The study proposed by RQM and MODL will see a solution (fibre or wireless or both) designed
at a high level. Any solution would have to be responsive to the need and thus a gap analysis
will need to completed. It does appear that there may be some duplication in the work
completed by this Study and that of the Province.It is uncertain how much of the provincial data
collection will be made available given that it is proprietary,or when the information will be
provided
The study proposed will provide MODC with an option to address the gaps. It will be high level,
with an estimated cost associated with it. Any movement on the recommended solution will
require more detailed design. MODC Council may wish to have a discussion on its role in the
provision of Internet services to determine the appropriateness of the solution. (i.e.leader;
facilitator, funder, provider, etc)
IMPLICATIONS
Policy
Procurement Policy –P-04, will require competitive purchasing if procured by MODC.
Financial/Budgetary
The 2017-18 Capital Budget has $50,000 for Rural Broadband Design.
Environmental-N/A
Strategic Plan
This project would meet the following goals established within the Strategic Plan:
-Ensure sufficient infrastructure is available to best serve our residents and businesses
This project is not on the Strategic Priorities Chart. When priorities were completed in early 2017
it was acknowledged that if an opportunity presents itself on this matter, MODC Council will
consider the same.
Work Program Implications
This is not within the present work program, simply due to lack of EDO resources. The EDO will
commence work in July 2017 and it is anticipated that this can be accommodated if made a
priority by Council.
4 Request For Decision/Direction
OPTIONS
1.Proceed with the regional study proposed by RQM and MODL
2.Continue to wait for the provincial strategy to be completed and released prior to
determining a course of action for MODC.
.
ATTACHMENTS
Appendix A-Draft Study
COMMUNICATIONS (INTERNAL/EXTERNAL)
-If there is a decision to proceed with the Study/Design, Council may wish to consider:
o A joint press release;
o Communications in Municipal Matters / Website
-
Region of Queens Municipality
May 31, 2017
RFQ for feasibility study
Network Design and Implementation Study for Municipality-driven
Provision of Internet Infrastructure and Services
Background
The Region of Queens Municipality is comprised of many communities that are underserved with high-
speed Internet communications infrastructure. It has determined that providing broad rural and urban
Internet access is critical to the economic growth and participation in the digital economy for the
Municipality’s residents and businesses. In order to concretely move this vision forward, the
Municipality has decided to develop a regional strategy. This network design study will define the design
and strategy to move forward on this vision.
Goals of the Design Study
The purpose of this study is to perform business and technical analysis to develop a locally-driven
strategic network design and implementation strategy that does not rely on winning government
funding contests, but can flexibly take advantage of funding opportunities as presented.
The strategy and high-level design for a region-wide fibre and wireless internet infrastructure must allow
for an implementation in a “big-bang” or structured incremental approach in order to match up with the
regional priorities and the scope and size of funding vehicles as they come available.This work will
ensure the Municipality keeps valuable momentum moving forward, with the goal of a high degree of
readiness to quickly take advantage of funding programs, whether federal, provincial,municipal or PPP
based.
Statement of work summary
The Consultant is to provide a practical high-level model for deployment of high speed internet to the
region in whole, or in an incremental manner based or community priorities.It will entail business
analysis,technical analysis,and design sufficient to concretely advance the Municipality’s knowledge in
preparation for evidence-based decisions on bringing high speed internet to its underserved and non-
served citizens and businesses.
The approach will be based on an Open Access model,consider various options such as fibre
connectivity through existing telecom fibre and community-owned models based on a back-bone
extension of the Valley Community Fibre Network on suitable ways such as Highways 8, 10 and 12.
Community branches composed of fibre or high-speed wireless and last mile connectivity are to be
designed at a high level and costed.
Work plan elements
The Consultant is to include these work elements in the study:
1.Review applicable work that the Municipality has performed to date, including anchor
institutions,underserved areas, population density, and back-bone and last mile eligibility.
2.Work with the Municipality to define the priority levels of communities that are to be serviced,
based on urgency and current level of service.
3.Develop a high-level design including fibre routing, PoP connectivity, fibre to the home and/or
high-speed wireless last mile. The ideal situation will be to leverage existing Open Access fibre
backbone to achieve cost and service advantages.The last mile infrastructure is to be designed
to be easily upgradable to meet anticipated future federally mandated bandwidth of 50Mbps
and higher.
4.Define high-level equipment, and all costs in such a way as to allow incremental or “big-bang”
implementation. Priority communities are to be factored into the incremental design approach.
5.Evaluate the benefits of a community-owned utility infrastructure approach, along the lines of
Ontario’s SWIFT fibre program, as a counterpoint to the traditional big telecom approach.This
approach is favoured by a number of communities within NS. An evaluation of the most
successful Smart Communities has highlighted the fact that almost all winners utilized a
community owned model. In any case, this approach should be compared to the telecom
approach, or a mix could be considered.
6.Define a partner implementation model, with possible and/or preferred infrastructure partners,
ISPs, and consulting/project management.
7.Define a long-term support model and eco-system, addressing managed support service,
break/fix partners, and ISP’s.
8.Review of funding options that could include public, private, gas tax and other sources.
Municipality responsibilities:
1.Provide all data gathered to date to the Consultant,either in briefings or though documents.
2.Identify and secure preliminary agreement for anchor institutions within the eligible
communities for long-lasting PoP locations. Candidates could include fire halls, town halls,
community centres, schools etc.
3.The Municipality is open to provide an in-kind project support contribution from a qualified
individual, in part to lower consulting costs, and in part to increase knowledge transfer.
Project deliverables:
1.Report of targeted communities, and the recommended anchor institutions/PoPs,using the CTI
eligibility map as a base-line,augmented with any additional under-served and non-served
communities that are identified.Any desired priorities will be identified.Geographical coverage
heat map examples will be documented for up to 2 priority communities, based on professional
radio frequency modelling tools.
2.Physical route plan and logical network diagram.
3.High-level equipment list and cost estimates matching the physical routes and coverage
requirements and technical architecture.The costing will be sufficiently granular to allow for
incremental build cost estimates.
4.An implementation model that identifies suitable infrastructure partners and managed service
partners and project management.A community-owned utility model will be explored as a
counterpoint to the traditional big telecom approach.
5.A long-term support model and eco-system, addressing managed support service, break/fix
partners, and ISP’s.
6.An exploration of funding models and opportunities, including federal, provincial, municipal, or
PPP.
7.The Municipality and Consultant will have joint ownership of the deliverables.
8.The work is to be performed in confidence, and neither party shall communicate publicly
without mutual consent, not to be unreasonably withheld.
Proposal
The Consultant is to provide a concise proposal consisting of:
a description of the Consultant company and their experience and expertise in the defined field
their approach to this work
high level project timeline
CV’s of the lead consultant(s),depicting relevant experience
The work shall be a fixed cost project, including any travel and miscellaneous expenses.
INFORMATION REPORT
Prepared By:Tara Maguire Date June 29, 2017
Reviewed By:Date
Authorized By:Tammy Wilson, CAO Date June 30, 2017
CURRENT SITUATION
For the 2017-18 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:
Supporting business growth and employment.
Increasing visitor attraction.
Promoting the municipality to residents and visitors.
RECOMMENDATION
For Information
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.
REPORT TO:Municipal Council
SUBMITTED BY:Tara Maguire, Community Development
Director
DATE:June 29, 2017
SUBJECT:ED Sponsorship
ORIGIN:Sponsorship Policy, P-87
2 Information Report
DISCUSSION
The following sponsorships were issued by the Director of Community Development as of June 29 2017:
Budget 2017-18 $5,000.00
Balance May 31, 2017 $5,000.00
Recent Sponsorships
Hubbards Barn Association –Food Truck Rally $500.00
Shoreham Village Foundation –Golf Tournament $650.00
Lunenburg County Christmas Tree Producers Association1 $1500.00
Balance $2,350.00
1 Approved by Motion of Council June 22/17
It should also be noted that a sponsorship of $1,000 for the 2017 AMANS spring conference was
approved. The Spring Conference was held June 21-23 and the south shore region hosted the
conference. Host units are asked to contribute to the sponsorship of the event. This amount was
accommodated in the 2016-17 budget for sponsorships.
IMPLICATIONS
Policy
Sponsorship P-87
Financial/Budgetary
This request has been accommodated within the approved budget of $5000 for municipal sponsorships.
Environmental
None
Strategic Plan
Goal 6-Promote conditions conducive to fostering economic prosperity.
Work Program Implications
N/A
OPTIONS
For Information
ATTACHMENTS
None
COMMUNICATIONS (INTERNAL/EXTERNAL)
Goal
Promote conditions conducive to fostering economic prosperity.
REQUEST FOR DECISION/DIRECTION
Prepared By:Matthew S. Davidson, P. Eng.Date June 27, 2017
Reviewed By:Tammy S Wilson, CAO.Date June 29, 2017
Authorized By:Tammy S Wilson, CAO.Date June 30, 2017
CURRENT SITUATION
On May 18th, 2017, Municipal Council approved the 2017-18 Capital and Operating Budget.
Included in the Operation and Capital Budgets were the demolition of the Former Gold River-
Western Shore School and Gold River Parkland/Playground Improvements. The former school
was demolished at the end of May. The playground areas were inspected in June, resulting in a
temporary closure while Staff complete the necessary repairs to ensure public safety.
RECOMMENDATION
It is recommended that Municipal Council:
Direct staff to complete the repairs to the Gold River Playground in a phased approached,
as per the suggested timeline, with work funded through Operations and a budget of
$40,000.
BACKGROUND
The Municipality of the District of Chester assumed ownership of the former school in July 2013.
At the time of take-over, very few records were provided and nothing specific to the playgrounds.
Since then, the Municipality has explored the potential reuse of the property, which led to the
eventual demolition of the building. Throughout this process,the Municipality has continued to
maintain the property and the publics access to the land and its playground. Furthermore,
Municipal Council committed at a Public Information Session in July 2016 that the property would
be maintained for public use.
In the past, the Recreation Department completed playground inspections for Croft Road Park
and the Skate Park, with maintenance and repairs completed by the Engineering & Public Works
(EPW)Department.In preparation for this third playground, and increased liability, a staff
member from the EPW Department became certified as a Canadian Playground Inspector in June
2016.
REPORT TO:Warden Allen Webber and Members of
the Committee of the Whole
SUBMITTED BY:Engineering & Public Works Department
DATE:June 27, 2017
SUBJECT:Former Gold River-Western Shore School
Playground
ORIGIN:CAO Request for Update
2 Request For Decision
DISCUSSION
Staff completed an inspection of the playground equipment this past month.Essentially there
are a few major issues (Category A) that need to be repaired. Staff feel that these should be
addressed, at a minimum,prior to reopening the playground. For example,all the protective
surfacing (i.e.pea gravel) needs to be tilled and/or replaced and in some cases additional surface
area is required.This is an item that is significant and can result in major injury if a child falls.
There are other less significant issues (Category B and C -sharp edges, protrusions, trip hazards,
signage)that can be repaired relatively easily.Regardless, these repairs still require time and
money to complete.
At this time, staff are proposing a phased approach to the repairs so that we can,at a minimum,
get the front section opened soon and then work on the rear section. The swings in the front are
problematic and we are costing the repair vs.purchasing new.Therefore, to get the front section
opened soon, we are proposing the removal of the swing chains and seats.One of the big issues
in the rear is the width of protective surfacing,1.8 meters is required and in some areas we lack
even have 1.0 meter. This repair would most likely require the removal of some pavement and
a portion of the bank,and the installation of a retaining wall.
We also need to think about the area where the building formerly stood. This area needs to be
leveled off, probably some material brought in and seeded.
IMPLICATIONS
Policy
The playground inspections are based on the CAN/CSA Z614-14 A Standard for Children's
Playspaces and Equipment.It is staff’s understanding that adherence is completely voluntary.
However, it is also staff’s understanding that if an incident were to occur, documented adherence
to this standard would show the Municipality as being duly diligent.
Financial/Budgetary
The FY 2017-18 Capital Budget included a relatively small amount of funding ($10,000) this year
to complete improvements to the park.At this time, staff do not have an estimate to repair the
entire playground, however, we do anticipate the cost to exceed $10,000, but be less than
$40,000.Therefore, we are requesting that the repairs to the existing playground structures and
area be funded out of Operations, specifically those funds that remain unused from the school’s
demolition (~$90,000 remaining). Furthermore, the $10,000 in the Capital Budget be used only
if new equipment (i.e. swing) is determined to be the most cost effective option.It should be
3 Request For Decision
noted that there may be other non-municipal funding sources that could be sought to help offset
any repair or improvement costs, however,staff have not had the time to research this.
Environmental
NA
Strategic Plan
2. Continually improve public satisfaction with municipal services;
3. Ensure sufficient infrastructure is available to best serve our residents and businesses;
Work Program Implications
EPW staff involvement was based on a much smaller project and completion by June 2016.
Therefore, with the unexpected increase in project scope, a phased approach to the work is
required so as not to jeopardize other projects.The work will be completed using both in-house
and external (i.e. Heavy Equipment) resources. Staff estimate that the lower playground can be
scheduled for reopening by the end of July 2017, and the upper playground by end of September
2017. Staff can regularly report on project through CAO quarterly and Strategic Plan reports.
OPTIONS
1.Direct staff to complete the repairs to the Gold River Playground, as recommended by staff;
2.Direct staff to open the park and delay repairs until further direction;3.Direct staff to keep the park closed,delay repairs until further direction regarding the parks
redesign;4.Defer any decision on the matter and direct staff to bring back further information as
identified by Council.
ATTACHMENTS
N/A
Kilometrage and Transportation Allowance Rate Changes Effective April 1, 2017
1
A. KILOMETRAGE REIMBURSEMENT RATES
REGULAR RATES
KILOMETRES DRIVEN OLD RATE NEW RATE
0-16 000 km 42.31 ¢/km 42.89¢/km
16 000.1+ km 37.34 ¢/km 37.85 ¢/km
DNR LIGHT TRUCK SUPPLEMENTARY RATES
KILOMETRES DRIVEN OLD RATE NEW RATE
0-16 000 km 46.17 ¢/km 46.80 ¢/km
16 000.1+ km 41.19 ¢/km 41.76 ¢/km
B. MONTHLY ALLOWANCES
REGULAR OLD RATE NEW RATE
$328.88 plus 24.27 ¢/km $333.39 plus 24.60 ¢/km
DNR LIGHT TRUCK
SUPPLEMENTARY $328.88 plus 28.09 ¢/km $333.39 plus 28.48 ¢/km
TIR ENGINEERING SURVEY
TECHNICIANS/PROJECT
ENGINEERS $884.74 $896.86
SCALE HOUSE OPERATORS AND ROAD TRANSPORT INSPECTOR RATES
KILOMETRES DRIVEN OLD RATE NEW RATE
8-24 KM $65.94 $66.85
24.1-48.3 KM $100.49 $101.87
OVER 48.3 KM $169.60 $171.92
Kilometrage and Transportation Allowance Rate Changes Effective April 1, 2017
2
C. TRANSPORTATION ALLOWANCES
CALL BACK OLD RATE NEW RATE
$9.54 per call $9.67 per call
TRAVEL BETWEEN $7.91 per shift $8.02 per shift
12:00 AM AND 6:00 AM
D. REPAYMENT OF PERSONAL USE OF GOVERNMENT VEHICLE
CRA RATE OLD RATE NEW RATE
27 ¢/km 26 ¢/km
Page 1 of 5
MUNICIPALITY OF THE
DISTRICT OF CHESTER
CAO UPDATE
REPORT TO Warden Allen Webber and Municipal Council Members
SUBMITTED BY Tammy Wilson, MURP, MCIP, Chief Administrative Officer
DATE June 26, 2017
SUBJECT Strategic Priorities Update-June 16, 2017
___________________________________________________________________________________________________
The following reports on the activities of the Municipality of District of Chester Administration
and Departments for the period of March 1, 2017 to June 16, 2017. This report provides updates
on the actions identified on the Strategic Priorities Chart, as well as other activities identified as
important to update Council on.
NOW PRIORITIES
ACTION STATUS
Wind Farm Project MODC in partnership with Minas Energy explored
a project under the Emera Call for Proposals –
Atlantic Link
A letter in support of the project in the Card Lake
area was submitted by MODC
Draft business plan received and reviewed;
Agreement to proceed with submission by
Council.
Municipal Partnerships explored
Final decision by Emera is pending
Economic Development Project
List
Report to Council on ED functions resulted in
revisions to position description for ED and the
Community Program Coordinator being revised.
Community Development Coordinator (formerly
Community Program Coordinator) position
increased hours by 3 per week
June 26th -workshop with Council on Economic
Development Projects
Page 2 of 5
Plan Review Council Check-in
(Completed)
Meeting with Council to present draft policy was
held on April 13, 2017
Feedback from Council to CPAC completed on
June 6, 2017
CPAC considered feedback. Report back to
Council pending
Biomass / Alternate Energy No progress made during the period of this report
Chester Water Survey developed; Copy provided to VC
Survey distributed (800 properties); 50% response
rate
Water Sampling of 80 properties underway
Update to Council on results of survey and
sampling –July 2017
Final Analysis and options-end of July 2017
Page 3 of 5
NEXT PRIORITIES
ACTION STATUS
Service Capacity Review Best Practice Research Completed
Report on recommended process for review
to Council –July 2017
Waste Water Strategy 2018 action
Workshop in Fall of 2017 to unpack item to
ensure clear expectations of project
Marketing Strategy (MODC / KM)Not Started
Meeting with SSREN consultant completed
to discuss approach
Village SPS/LUB-Review No progress during the period of this report
10 Year Capital Plan-COMPLETED 10 Year Capital Plan completed and
presented during budget deliberations.
Procurement Policy No progress during the period of this report
This will be looked at with PO Module
implementation
Policy Review List No progress during the period of this report
Organization Review 2018 (after Service Capacity Review)
Inter-Municipal Shared Services Draft report on option completed
In-Camera Discussion
VIC Strategy Not Started-Pending hiring of EDO
Highway Signage By-law / Program Not Started
Page 4 of 5
DEPARTMENTAL ACTIONS ON STRATEGIC PRIORITIES CHART
ACTIONS STATUS
Alternate Revenue Research Not started
Debt Strategy Municipal Finance Corporations Debt Affordability
model has been obtained and finance staff have
started to input MODC data into this model
Project put on hold until Year -End completed
Investment Policy –KM Draft Policy completed by former Director; Review
pending
Affordable Housing Part of Municipal Plan Review
Open Space Strategy -Background/ Land
Inventory and Assessment
Review of Municipal properties substantially
complete
Land Inventory/Asset Management-Mapping
completed
Dalhousie Planning Student completed Best
Practice Research, which will inform the
development of an Open Space Strategy
Background Report to Council September 2017
New Ross Community School-Use Preliminary discussions held with SSRSB
Report to Council in August 2017
Gold River School Demo-COMPLETED School has been torn down.
Project under budget
Playground inspection identified deficiencies
which are being addressed; Park is temporarily
closed.
Loader Tender -COMPLETED Report to Council on alternative procurement.
Loader has been ordered
Mill Cove Fire Pump Tender has been awarded; Pump has been
ordered.
Completion Aug 2017
Website Improvements Website Committee has been formed
Focus Groups completed with public to identify
areas for improvement
RFP draft started
$25,000 has been approved for this project in the
2017-18 Operating Budget
Safety Program Implementation ongoing.
Safe Work Procedures –focusing on KM
Page 5 of 5
IT Risk Mitigation Plan Disaster Recovery Site established at Kentville
Laserfiche Cloud initiative being explored
Communication Strategy Draft completed –Report to Council in July 2017
Sherbrooke Lake Project MOU with MODL completed
Sherbrooke Lake Stewardship Committee has
been formed by MODL
Design committee to be established Sept 2017
East River Land Negotiations Ongoing (In-Camera)
Valley Waste-June 9, 19th and 21st
Trade show support at FCM in Ottawa
UNSM Presentation at the Spring Conference
Recyclable Processing Contract -
COMPLETED
Contract with HRM approved and executed
Solid Waste Contract –JSB Pending; No progress during the period of this
report
Other Items
ACTION ITEM
Year -End Audit Under Way; To be completed July 2017
Interim Tax Billing Completed
Financial Quarterly Report (4th Quarter
2016-17)
Completed
HR-Recruitment of Building Official Completed; Succession Plan implemented
HR—Recruitment of EDO In Progress; Interviews completed
2017-18 Business Plan (Capital and
Operating Budget)
Completed and approved by Council
VIC –Expression of Interest Completed
Contract entered with Chester Museum and
Historical Society
Sustane Start-up Construction of Facility underway
Presentation of Budget/ Reserve scenarios to
MUNICIPALITY OF THE DISTRICT OF CHESTER
STRATEGIC PRIORITIES CHART
BLUE= COUNCIL – NOW PRIORITIES
GREEN – COUNCIL – NEXT PRIORITIES
Brown = Dept. Projects
Updates: June 26 2017
NOW Milestone
1. WINDFARM PROJECT April 2017
2. ECON DEV PROJECT LIST June 2017
3. PLAN REVIEW – COUNCIL CHECK-IN Draft LUB Aug 2017
4. BIO MASS/ ALT ENERGY EOI Aug 2017
5. CHESTER WATER July 2017
6. RURAL INTERNET July 2017
7. BUSINESS / INDUSTRIAL PARK Aug 2017
NEXT PRIORITIES
SECTOR STRATEGY
KM MARKETING
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
SIGNAGE BY-LAW / PROGRAM
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)
• E-Post Implementation
PUBLIC WORKS
CHESTER WATER
WASTE WATER MANAGEMENT STRATEGY
• Mill Cove Fire Pump
• Loader Tender
• GRWS School Demo
• Western Shore Sewer
• Mill Cove Sewer
ECONOMIC DEVELOPMENT
BUSINESS INDUSTRIAL PARK
RURAL INTERNET
VIC STRATEGY
SECTOR STRATEGY
• BRE
• Business Engagement
COMMUNITY DEVELOPMENT
PLAN REVIEW – COUNCIL CHECK-IN DRAFT LUB
ED PROJECTS
SIGNAGE BY-LAW / PROGRAM
VILLAGE SPS/LUB
• Affordable Housing
CORPORATE
• Website Improvements – Phase 2 (Sept)
• Safety Program- Complete
• IT Risk Mitigation Plan
• Time and Attendance Software
Implementation
• Communications Strategy (March)
RECREATION
• Open Space Report (May)
• New Ross School- Community Use (Aug)
• Sherbrooke Lake Project- Design (Dec)
• Gold River Western Shore- Playground
Repairs
• East River Land- Acquisition
SOLID WASTE
• Sustain Start-up (Dec)
• Waste Contract – Direct Haul Option
• Recyclable Processing Contract- (Feb)
• Solid Waste Contract - JSB
ADVOCACY
COMFIT
CHESTER COMMISSION
REN STRATEGY (ECON / TOURISM)
MUNICIPALITY OF THE DISTRICT OF CHESTER
STRATEGIC PRIORITIES CHART
BLUE= COUNCIL –NOW PRIORITIES
GREEN –COUNCIL –NEXT PRIORITIES
Brown = Dept. Projects
Updates: June 26, 2017
NOW Milestone
1.WINDFARM PROJECT April 2017
2.PLAN REVIEW –DRAFT LUB Aug 2017
3.BIO MASS/ ALT ENERGY EOI Aug 2017
4.CHESTER WATER July 2017
5.RURAL INTERNET July 2017
6.BUSINESS / INDUSTRIAL PARK Aug 2017
NEXT PRIORITIES
KM MARKETING
SECTOR STRATEGY
SERVICE CAPACITY REVIEW
WASTEWATER STRATEGY (2018)
VILLAGE SPS / LUB
PROCUREMENT POLICY
POLICY –REVIEW LIST
INT MUNIC SHARED SERVICE
ORGANIZATION REVIEW (2018)
VIC STRATEGY
SIGNAGE BY-LAW PROGRAM
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)
E-Post Implementation
PUBLIC WORKS
CHESTER WATER
WASTE WATER MANAGEMENT STRATEGY
Mill Cove Fire Pump
Western Shore Sewer
Mill Cove Sewer
ECONOMIC DEVELOPMENT
BUSINESS INDUSTRIAL PARK
RURAL INTERNET
SECTOR STRATEGY
VIC STRATEGY (SSREN)
BRE
Business Engagement
COMMUNITY DEVELOPMENT
PLAN REVIEW –DRAFT LUB
SIGNAGE BY-LAW /PROGRAM
VILLAGE SPS/LUB
Affordable Housing
CORPORATE
Website Improvements –Phase 2 (Sept)
Safety Program-Complete
IT Risk Mitigation Plan
Time and Attendance Software
Implementation
RECREATION
Open Space Report (May)
New Ross School-Community Use (Aug 2017)
Sherbrooke Lake Project-Design (Dec)
Gold River Western Shore-Playground
Repairs
East River Land-Acquisition
SOLID WASTE
Sustain Start-up (Dec)
Waste Contract –Direct Haul Option
Solid Waste Contract -JSB
ADVOCACY
COMFIT
CHESTER COMMISSION
REN STRATEGY (ECON / TOURISM)