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HomeMy Public PortalAbout2018-02-01_COW_Public_Agenda PackagePage 1 of 1 of Agenda Cover Page(s) Committee of the W hole AGENDA Thursday,February 1, 2018 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 18, 2018 5.MATTERS ARISING. 6.CORRESPONDENCE: 6.1 Memorandum from Nova Scotia Protocol Office dated January 19, 2018 regarding Nominations for the Order of Nova Scotia. Closing date for nominations is Friday, March 16, 2018. 7.NEW BUSINESS: 7.1 Request for Decision prepared by Administration Department dated January 15, 2018 regarding Waste Water Management Strategy. 7.2 Request for Decision prepared by Administration Department dated January 23, 2018 regarding Strategic Priorities 2018-19. a)Appendix A –2018-19 Strategic Priorities Chart b)Appendix B –2018-19 Work Program c)Appendix C –Strategic Issues/Topics identified at January 17, 2018 workshop. 7.3 Request for Direction prepared by Administration Department dated January 24, 2018 regarding Policy Review. 8.IN CAMERA. 9.ADJOURNMENT. Urder of Nova Scotil MEMORANDUM TO: Mayors and Wardens FROM: Ms. Glennie Langille Chief of Protocol Secretary of the Order of Nova Scotia DATE: January 19, 2018 SUBJECT: ORDER OF NOVA SCOTIA Ravl(ANA WV The Order of Nova Scotia is the highest honour that the province can bestow on an individual. It recognizes people who have made an exceptional contribution to their community and the province. Some individuals who have been invested into the Order of Nova Scotia are household names. Others have enriched the life of our province through acts and deeds that are known to only a few. But they all share one very important thing: they have been nominated by their fellow Nova Scotians for the honour. As a leader in your community you are in an exceptional position to recognize excellence. I encourage you to promote the Order of Nova Scotia in your community through public speaking opportunities, newsletters, and on social media. Please find enclosed a poster and nomination forms to distribute to your constituents or, direct them to the Protocol Office's website, http://novascotia.ca/iga/order.asp where the nomination form can be downloaded. Should you require additional information or material, please contact Ms. Sharon Burrows, A/Coordinator of the Order of Nova Scotia Program at (902) 424-2467, or sharon.burrows(cD-novascotia.ca. You can also contact me directly at 902-424-4194 or glennie.langille novascotia.ca. The closing date for nominations is Friday, March 16, 2018. Thank you for your consideration and co-operation. I look forward to receiving the nominations of deserving Nova Scotians from communities across the province to this prestigious Order. NOVA %T 1A Protocol Office Barrington Level, One Government Place, 1700 Granville Street, Halifax, Nova Scotia B3J 1X5 - Bus (902) 424-4463 Fax (902) 424-4309 E -Mail: orderofnovascotia@gov.ns.ca - Website: http://www.gov.ns.ca/prot/order.htm REQUEST FOR DECISION Prepared By:Tammy Wilson, MURP, MCIP Date January 23, 2018 Reviewed By:Date Authorized By:Date CURRENT SITUATION Municipal Council has a Mission and Goals that guide the priorities of Council over its term. Annually Municipal Council reviews its Strategic Priorities to ensure relevancy to present issues and the priorities of Council. On January 17, 2018 Municipal Council held a Strategic Priorities Workshop to update the Priorities Chart and accompanying work plan for 2018-19. Appended to the report is the revised 2018 -19 Strategic Priorities Chart and Work Plan. Upon Council’s approval this will be incorporated int o the 2018-19 Business Plan as well as departmental workplans and performance reviews. RECOMMENDATION If the Committee agrees with the Strategic Priorities Chart as provided with this report, the following motion would be in order: That the Committee of the Whole recommends to Municipal Council, that Municipal Council approve the 2018-19 Strategic Priorities Chart, as attached. BACKGROUND Municipal Council undertook a comprehensive review of its Strategic Plan in early 2017. A Strategic Priorities Chart was developed and a commitment to an annual review of the same was given. Quarterly updates respecting the progress in completing these priorities has been provided to Council. On January 17, 2018 Councillors participated in a Strategic Priorities Workshop. The result of the same is the Strategic Priorities Chart, as revised and appended to this report. DISCUSSION The Strategic Priorities Chart summarizes the priorities of Council as it pertains to what Counc il wishes to see completed over the next fiscal year and, for some priorities, beyond 2018 -19. It directs the 2018-19 Business Plan and Budget and the goals set within individual Performance Plans. As such, it is critical that the Priorities Chart is aligned with Councils’ priorities. In other words, that we got it right. REPORT TO:Committee of the Whole SUBMITTED BY:Tammy Wilson, Chief Administrative Officer DATE:January 23, 2018 SUBJECT:STRATEGIC PRIORITIES 2018-19 ORIGIN:Strategic Priorities Session-Jan 17, 2018 2 REQUEST FOR DECISION /Direction At the recent workshop with Councillors,it was confirmed that the Goals of the 2013 Strategic Plan remain the same; being: Maintain a high level of fiscal responsibility; Continually improve public satisfaction with municipal services; Ensure sufficient infrastructure is available to best serve our residents and businesses; Strengthen and support environmental, cultural, and social resources; Continually reinforce the positive image of the Municipality through leadership in public engagement and communication;and Promote conditions conducive to fostering economic prosperity Success Indicators When asked what Success would look like at the end of this Council ’s terms (2020), the following summarizes Councillors comments: Sustane is (Operational) Plan Review completed and approved Gold River –Sewer Expansion options explored (Explore) Financially Sound –alternate sources of revenue continuously explored Service Level remains high Organics –resolution Affordable housing –Role determined and implemented. Decision on Chester Water has been made Role clarification –NS DOTIR, Housing, broadband Public understanding our role Our communities are cohesive and thriving Aspotogan Golf Course –sustainable, catalyst for development Castle Rock is a destination Streetscape plan –decision and implementation of priorities Tenants in Eco and Business Parks Wastewater –capacity expansion –decision –Chester Basin, New Ross, Commons Commitment to Hamlet concept to focus on infrastructure/growth Gold River -Growth plan considered (reserve, Sode’s, etc). Environmental Scan results What’s Working Well: Council working well Respect as leaders in many areas Council/Staff relations Fiscally responsible Good financial shape (money in reserves Malcolm) Sustane Recreation –positive reception by the public Good public communication Thinking outside the box 3 REQUEST FOR DECISION /Direction Risk takers Planning for the future Agility –respond fairly and quickly Good intermunicipal relationships Reasonable tax rates Diversified Tax Base:Not reliant on one tax account Good environmental stewards –Sustane, water quality monitoring, wind energy LiDar Good communications/support to community Strong/active community business groups Community -responsiveness Internal communications Clear understanding of priorities of Council and staff Green space development REN Areas for Attention Internal communications/coordination between departments –demo permit example impacting public service Street lights –procedure/policy to clarify requirements (i.e illumination standards) Develop regulation checklist for public needed (navigator) Office space needed for privacy Negative feedback /non-constructive –have protocol on who responds Red tape –process/procedures (inconsistencies between municipalities)–determine specific issues (focus) SS REN –Municipal Role Accessing funding (determine what kind of funding is available –may be able to tailor a project/program to fit the funding)–general awareness. Sewer –capacity/expansion Office space needs Highway 3 Streetscape opportunity Youth engagement Website Records management Investment policy/strategy Policies outdated –review Succession planning Asset management –how to do it so we make good informed decisions Service capacity review Sector –Strategy/Marketing Substance Abuse policy resulting from legalization of cannabis Broadband –role Awareness of municipal data available for use 4 REQUEST FOR DECISION /Direction A list of items were then generated as strategic issues /topics and Council prioritized these items. The overall list is appended to this report as Appendix C. The Strategic Priorities Chart (prioritized results) are appended to this report as Appendix A. There were a few items on the present Strategic Priorities Chart that are no longer on the Chart, being: Service Capacity Review-There has been a significant amount of time invested in the project and the outcome is of value in defining Councils expected services and service levels.If this is not a Strategic Priority, it is suggested it be moved to an operational item that becomes a continuous part of our Quality Management System. The implications of this will be a slow down on completion. Parking Options-Village of Chester. To date Staff have a draft Scope of Work for an Options Report to be prepared by a consultant. This would be a budgetary item and involve staff resources to complete. Road Upgrade Policy Organization Review IMPLICATIONS Policy n/a Financial/Budgetary The 2018-19 Budget / Business Plan will include necessary funds to implement the Strategic Priorities once approved by Council. During budget deliberations, Council will have an opportunity to confirm the item through any required budget approval . Environmental The Priorities address environmental issues associated with waste water management, waste collection and general environmental protection Strategic Plan The Priorities meet the goals of the Strategic Plan. Work Program Implications The attached chart and accompanying work plan will be incorporated into the 2018 -19 Business Pan and accompany Work Program OPTIONS The following options are available” 1.Defer decision on approval of the Strategic Priorities for further information (ie. budget impact) 2.Approve the Strategic Priorities as presented 3.Approve the Strategic Priorities with revisions 4.Not approve the Strategic Priorities ATTACHMENTS Appendix A-2018-19 Strategic Priorities Chart Appendix B-2018-19 Work Program 5 REQUEST FOR DECISION /Direction Appendix c-Strategic Issues / Topics identified at Jan 17, 2017 workshop. COMMUNICATIONS (INTE RNAL/EXTERNAL) Once approved, Council may wish to consider ensuring public awareness of the Priorities via MODC’s website and social media. Internally, Municipal Staff will be made aware of the priorities via a general staff meeting (once approved by Council) MUNICIPALITY OF THE DISTRICT OF CHESTER STRATEGIC PRIORITIES CHART BLUE= COUNCIL –NOW PRIORITIES GREEN –COUNCIL –NEXT PRIORITIES Brown = Dept. Projects February 1, 2018 NOW Milestone 1.SOUTH SHORE REN-IN OUR OUT February 22, 2018 2.STREET SCAPE PLAN-TIR/PLAN March 2018 3.INVESTMENT STRATEGY (Audit Committee)March 2018 4.PLAN REVIEW April 2018 5.SHARED SERVICES March 2018 6.SUSTANE TRANSITION March 2018 7.WELL UPGRADE BY-LAW March 2018 8.COMFIT March 2018 NEXT PRIORITIES ACTIVE LIVING STRATEGY MARKETING STRATEGY GOLD RIVER SEWER ASSESSMENT SECTOR STRATEGY SALARY/RENUMERATION/BENEFIT REVIEW BUSINESS/IND AND ECO PARK DEVELOPMENT PLAN NEW ROSS SCHOOL –COMMUNITY USE VILLAGE SPS / LUB CHESTER WATER ALTERNATIVE REVIEW ASSET MANAGEMENT OPEN SPACE PLAN WASTE COLLECTION CONTRACT SIGNAGE BY-LAW PROGRAM EXPENSE /HOSPITALITY POLICY WASTE WATER MANAGEMENT DIST BY-LAW CODE OF CONDUCT SEWER CAPACITY ANALYSIS CAO/ ADMINISTRATION SOUTH SHORE REN SHARED SERVICES WELL UPGRADE BY-LAW COMFIT EXPENSE/HOSPITALITY POLICY Service Inventory Business planning FINANCE INVESTMENT STRATEGY ALTERNATE REVENUE 10 Year Capital Plan 2018-19 Operating Plan Internal process/control review Audit Committee –Startup PO Module/procurement policy Tax Rate and debt strategy HR succession PUBLIC WORKS CHESTER WATER SEWER CAPACITY ANALYSIS WASTE WATER MANAGEMENT DISTRICT BY-LAW Annex Reno-main floor Western Shore/Mill Cove Sewer Projects NSE Permit Sewer Assessments (5) NSE Permit Sewer Annual Reports (5) ECONOMIC DEVELOPMENT BUSINESS INDUSTRIAL PARK/ECO PARK RURAL INTERNET /BROADBAND SECTOR STRATEGY BRE Business Engagement Visitor Info Service –start up COMMUNITY DEVELOPMENT PLAN REVIEW -Public Engagement STREETSCAPE PLAN SIGNAGE PROGRAM/BY-LAW UARB Appeal Shatford’s by the Sea DA and Amendment Village Parking Amendment Portable Signage Amendment Public Participation policy/program Planner and Planning & Dev. Tech recruitment Fire Inspection Policy CORPORATE ASSET MANAGEMENT [ CAO] IT Risk Mitigation Plan GIS Data Base Awareness Initiative Website Upgrade-Ph 2RECREATION OPEN SPACE PLAN NEW ROSS SCHOOL -COMMUNITY USE ACTIVE LIVING STRATEGY UPDATE Gold River Park -Community Use Sherbrooke Lake Park Design & Stewardship SOLID WASTE SUSTANE TRANSITION WASTE COLLECTION CONTRACT ADVOCACY PUBLIC, PRIVATE, PARTNERSHIP CHESTER COMMISSION NOW PRIORITIES –JANUARY 2018 ISSUE DESIRED OUTCOME ACTIONS SOUTH SHORE REN Do we want to remain a partner in the REN, deadline is March 31 to give 12 months notice Decision made respecting MODC’s participation 1. Report to COW with options –Feb 2018 [CAO] STREETSCAPE (TIR/PLAN) Need to know what NSDOTIR is willing to do and expected level of commitment by MODC: Phase 1-CB to Wakeup Hill –paved shoulders Phase 2-Chester-paved shoulders, Victoria road etc. -Paved Shoulders, Phase 1 and 2 -Position of NSDOTIR known, MODC level of commitment /funding determined re Hwy 3 intersection and AT improvements 1.Report to COW –March 2018 [CD] 2.2018-19 Budget Approval –April 2018 INVESTMENT STRATEGY No Policy; Low ROI; Possible revenue source Investment Strategy; Increased ROI 1.RFD to Audit Committee –March 2018 [Fin] 2. Policy to Council –April 2018 [Fin] PLAN REVIEW Level of public support needs to be determined Revised MPS and LUB 1.Council workshop –Jan 22 [CD] 2.Public Engagement Plan implementation –Mar/April 2018 [CD] SHARED SERVICES MOU required to formulize Council agreement for Phase 1 MOU executed Workplan/Budget for 2018/19 determined 1.Draft MOU to Councils –March 2018 [CAO] 2.MOU executed March/April [ Council] 3.2018/19 Business Plan approved –April 2018 [CD] NOW PRIORITIES –JANUARY 2018 ISSUE OUTCOME ACTIONS SUSTANE TRANSITION Agreement needed for sharing costs, resources with Sustane; Change management to transition from BF to CR Agreement documented and approved Transition to CR complete 1.Agreement drafted-March 2018 [CAO] 2.Agreement approved-March 2018 {Council] 3.Transition to CR-March 2018 WELL UPGRADE BY-LAW By-law required to enable MODC to finance private home owners well upgrades; to address well water shortage By-law approved Program developed and implemented Marketing program developed and implemented 1.By-law to Council –March 2018 [CAO] 2.Program approved by Council –March [CAO] 3.Marketing Program developed (March) 4.Marketing –March /April COMFIT COMFIT expires Feb 2019; Need to have biomass facility operational by 2019 Wet Anaerobic Digestion Feasibility Study completed Decision to proceed or not proceed is made 1.Feasibility report –March 2018 [CAO] NEXT PRIORITIES –JANUARY 2018 ISSUE DESIRED OUTCOME ACTIONS BUSINESS PARK/ECO PARK-DEVELOPMENT PLAN Need to identify infrastructure investment required; want to be investment ready for tenant Infrastructure Plan-What, When and Where 1.Buy land-March 2018 [ CAO] 2.2018/19-Budget #(EDO] 3.Traffic Impact Analysis-June 2018 [EDO] 4.KM Infrastructure Report –June 2018 [EDO] 5.Business Park Infrastructure Report – August 2018 [EDO] ALTERNATIVE REVENUE Want to lessen reliance on Tax Rate Revenue Options for existing and future user fees Options for non-tax revenue specific to provision of services to Sustane 1.Report to Council re: Sustane -Feb 2018 [SW] 2.Report re User Fees –Existing –March 2018 with budget [Fin] 3.Report new fees –Oct 2018 [Fin] BROAD BAND/ RURAL INTERNET What is our role? Preliminary Report on option for delivery Joint Council Session Decision on role 1.Preliminary Report –Feb 2018 [EDO] 2.Report on funding options-Feb 2018 [CAO] 3.Joint Session-Feb 2018 [Council] 4.Review Provincial Strategy –Feb 2018 [EDO] 5.Decision on possible role-March 2018 (Council) 6.2018/19 Business Plan [EDO] OPEN SPACE Confirm priorities from OS Workshop Priorities identified and OS Plan prepared 1.Report on OS Workshop-Feb 2018 [Rec] 2.Council prioritizes 3.Adjust Priorities Chart 4.OS Plan developed [Jan 2019][Rec] MARKETING STRATEGY WASTE MANAGEMENT DISTRICT BY-LAW Business / Industrial Park Waste Management District By-law Program and implementation 1. Best Practice Research-Nov 2018 [ Eng.] 2. RFD By-law Options-Jan 2019 [CAO] 3. By-law approval-March 2019 {CAO] NEXT PRIORITIES –JANUARY 2018 Want to provide /manage on-site sewer- with Business Industrial Park being the pilot 4. Budget and Program Implementation – April 2019 [ Eng.] SEWER CAPACITY –EXPANSION/EXTENSION ANALYIS Existing systems (excluding Mill Cove) are at capacity; want to explore options to increase capacity Options for expansion understood Opinion of probable costs 1.Decision on System to review-Council (Feb 2018 2.2018/19 Budget approval –council April 2018 [ Eng.] 3.RFP Issued –Sept 2018 [ Eng.] 4.Options analysis and opinion of probable costs.[Eng.] PUBLIC, PRIVATE PARTNERSHIPS Legislation does not empower municipal government to explore public, private, partnerships Advocate to UNSM and DMA importance 1.Issue brought to UNSM Regional Meeting-Spring 2018 [ Council] ACTIVE LIVING STRATEGY Review due end of 2017 as per Agreement with the Province Revised Active Living Strategy 1.RFD on revisions [Rec]-May 2018 2.Decision on process to review-Council – May 2018 GOLD RIVER –SEWER ASSESSMENT Is there an issue re: septic systems; straight pipes Question answered, with magnitude of any issue understood 1.Research of past reports completed-July 2018 [ Eng.] 2.Report to Council on issue and next steps –August 2018 [Eng.] SIGNAGE BY-LAW Council wants authority to address signage near highway interchanges along Highway 3 Signage By-law Developed and implemented 1.RFD re Signage By-law -options and implementation [ CD]-Aug 2018 2.By-law Developed [CD]-Oct 2018 SALARY / BENEFIT REVIEW Salary Administration review completed in 2011 identified commitment to a review in 2015. Review is still pending Council –tax free portion is being eliminated Report on Options 2018-19 Impact determined 1.Report on Options for 2018-19 Budget [CAO]-Feb 2018 NEXT PRIORITIES –JANUARY 2018 ISSUE OUTCOME ACTIONS NEW ROSS SCHOOL –COMMUNITY USE Council has directed an agreement be drafted to outline Community Use concept for the New Ross Elementary School Agreement outlining terms of the Agreement between MODC and the SSRSB 1.RFD and Draft Agreement to Council [REC]-May 2018 CHESTER WATER Does the issue warrant the investment? Socio-Economic Analysis completed Option for system selected and opinion of probably cost provided 1.Social Economic Analysis and Option of Probable Costs-[Eng.]-April 2018 ASSET MANAGEMENT Gas Tax Agreement requires Municipality to develop Assessment Management Plan and implement Asset Management Strategy / Plan 1.RFD-Asset Management Readiness Scale/Gap and 2018-19 Plan [ Mar 2018] [CAO] WASTE COLLECTION CONTRACT Contract expires March 2019; 12 months lead time needed for contractor, thus extension to be explored; regional solution desirable Extension to Waste Collection Contract Tender for regional contract prepare 1.Report to Council re Contract Extension [CAO]–Jan 2018 EXPENSE/HOSPITALITY POLICY Bill no. 10 requires municipalities to have an Expense /Hospitality Policy Expense Hospitality Policy 1.RFD on Best Practice Research and Policy Options [CAO]-March 2018 2.Policy Approved by Council –April 2018 CODE OF CONDUCT Bill no 10 requires municipalities to adopt a Code of Conduct Code of Conduct Policy 1.RFD on Best Practice and Policy Options- May 2018 [ CAO] 2.Code of Conduct Policy –June 2018 [CAO/Council] Appendix C- Council Issue/Priority List COUNCIL HITLIST Rating Mandatory Discretionary Accessibility Regulations M Active Living Strategy Review/Update (ended 2017)10 D Advocacy Public/Private Partnerships - Advocacy Role D Age Friendly Plan (implementation of housing strategy)D Alternative Revenue 43 D Asset Management Strategy M Broadband/Rural Internet 35 D Business Park/EcoPark Development plan 48 D Chester Village SPS/LUB 3 D Chester Water M Code of Conduct M COMFIT M Contract Management D Development Agreements - Waste Water Management District 1 D Expense Policy M Facility Strategy - Office 11 D Grant Management Program D GRWS School Community Use D Housing - MODC Role 8 D Intermunicipal Cooperation - explore options 5 D Investment Strategy 13 D Joint Use Agreement - New Ross School M Kaizer Meadow EcoPark D Marketing Strategy 21 D Municipal Data Awareness/Availability Internally/Externally - Open Data D Open Space Plan for Municipality - Castle Rock, Haughn Property, etc.)27 D PACE D Parking Study D Plan Review M Policy Review 11 D Substance Abuse Policy 4 D Procurement Policy D Public/Private Partnership Advocacy 11 D Road Upgrade Policy D Salary/Benefit Review - Council 1/3 D Salary/Benefit Review - Staff D Sector Strategy M Service Capacity Review (including Risk Management)3 D Shared Services - Building Inspection M Signage By-Law 7 D South Shore REN - In or Out 27 D Streetlight Policy 6 D Streetscape (TIR/Plan)15 D Sustane Transition M Waste Collection Contract M Wastewater - Chester Village 13 D Wastewater - Commons D Wastewater - Gold River Assessment 10 D Wastewater - New Ross 13 D Wastewater - Planning Policy D Wastewater - Subdivision By-Law D Wastewater Expansion - Chester Basin 11 D Wastewater Management By-Law for Industrial Park 21 D Well Upgrades Program D Youth Engagement Strategy D REQUEST FOR D IRECTION Prepared By:Jonathan Meakin, Strategic Initiatives Coordinator Date January 24, 2018 Reviewed By:Date Authorized By:Tammy Wilson, MURP, MCIP, CAO Date January 25, 2018 CURRENT SITUATION For municipal governments to remain effective, efficient,and responsive to their constituents and other stakeholders, a commitment to an ongoing review of policies and associated procedures is an established best practice.The Municipality of the District of Chester recognized the importance of maintaining a current policy framework by including ‘policy review’ as a 2017 - 18 Strategic Priority. Several factors make the present an ideal time for the Municipality to establish a policy review framework and process. Those factors include: 1.Recent changes to the Municipal Government Act requiring all Municipalities to develop and adopt several new policies:an Expense Policy, a Hospitality Policy, and an associated Code of Conduct. 2.Several of our existing policies are outdated and do not relate to current practices. 3.Several of our existing policies do not provide clear direction to staff, or clear expectations for Council, public,and other stakeholders. 4.Some policies lack flexibility and capacity for responsiveness to changing or unique contexts. 5.Over time, changes in standards and practices for policy structure, format, and language have inadvertently created inconsistencies in our overall policy framework . This has created potential barriers to clear communication,and demonstrates the need for an ongoing policy review process to ensure our policy framework is current. RECOMMENDATION There are two broad areas of policy review actions for which staff seeks direction from Council: 1.That Council considers what process they would like to adopt for policy review as an ongoing process. Those options for policy review process include: REPORT TO:Committee of the Whole SUBMITTED BY:CAO/Administration DATE:February 1, 2018 SUBJECT:Policy Review ORIGIN:2017-18 Strategic Priorities 2 Request For D irection a.Adding an Agenda item to all Committee of the Whole meetings for regular policy review and development discussion. b.Striking an Ad Hoc Committee that will undertake policy review and development discussion. c.Referring policy review and development work to staff to bring research, policy options,and draft policies to Committee of the Whole meetings, with policy areas Council prioritizes from the list below. 2.That Council directs staff to prioritize work on Municipal policies from the list below,and to produce Requests for Direction and/or Decision to adopt, amend, and repeal policies as appropriate. In that context, staff recommend the following due to the reasons provided: Recommendation to develop and adopt the following as new policies as required by recent changes to the Municipal Government Act (see report from CAO on October 30, 2017): Expense Policy Hospitality Policy Code of Conduct Recommendation to develop and adopt as new policies: Policy Framework Policy o To aid Council, Administration, and the public in understanding how policies are developed, approved, implemented, evaluated, and reviewed.Ideally, this policy will form the backbone of best practices for our Municipality’s policy development and review process.Note:although there is a By-Law/Policy Amendment and Approval Policy (p-74), the focus of that policy is on public notification and consultation process and outlines a By-Law and Policy review process that itself requires review as it does not reflect our current practice. Streetlight Policy o To aid Council, Administration, and the public by establishing a consistent approach, and raising awareness of, the Municipality’s guidelines and procedures for the installation of streetlights. Recommendation to amend these existing policies: P-04 Procurement Policy 3 Request For D irection P-08 Committees of Council and Their Duties o Requires review and updating. For example, the policy refers to the ‘Finance and Public Property Committee’,which does not exist. P-55 Personnel Policy o May require external contract and wholesale restructuring to update policy components in several significant areas, including, but not limited to:changes adopted in practice but not captured in policy; the need to address new substance use policy components following legalization of cannabis;and to separate and update procedure components. P-70 Routine Access o To clarify what is routine information and thus not required to go through FOIPOP. Recommendation to repeal these existing policies as they are no longer relevant and/or have been replaced by other policies: P-03 Business Occupancy Tax Collection Policy o MODC no longer collects this tax. P-07 Computer Passwords Policy o No longer valid: Covered under IT risk mitigation / cybersecurity process and procedures. P-16 MGA Designation (Grant Thornton –Municipal Auditor) o The Municipal Auditor appointment by motion is not a policy. Once amended, the P-04 Procurement Policy will note time frames that the audit service should be put out to tender or RFP. P-24 Chester Fire Search & Rescue Boat Policy o MODC no longer owns the boat as it was given to the Chester Fire Department. P-27 Valuation Allowance Policy o P-27 is contrary to the Municipal Accounting and Reporting Manual and GAAP (Generally Accepted Accounting Principles). Since the process to be followed is documented in these accounting pronouncements, there is no need to have a municipal policy. P-53 Data Back-Up Policy o Covered under IT risk mitigation / business continuity process and procedures. P-62 Volunteers Halifax 2011 Winter Games Policy 4 Request For D irection BACKGROUND What is a Policy? Policy forms the written basis of municipal governance and administration functions, secondary to legislation and bylaw,and serves as a guide to decision-making through establishing limits to,and assigning responsibilities within,a municipality. Broadly speaking, municipal governance policy should meet the following criteria: Has broad application throughout the municipal unit. Helps to ensure compliance with laws and regulations while improving efficiency. Enhances the municipality’s governance and operating philosophy. Mandates specific action or constraint, and authorizes associated procedures for compliance. Addresses a subject matter that requires Council’s review and approval. If a policy recommendation or need does not meet these criteria, then it is an administrative policy or directive. Policy provides a guideline for Council and/or Administration to follow in making decisions in the best interests of the Municipality of the District of Chester. Policy provides a framework for the delegation of decision making, eliminates misunderstandings, reduces uncertainties and enables goals and objectives to be met. Some latitude is allowed in decision-making, depending on circumstances. However, in making decisions, the intent of the policy must be followed. The function of a policy is to ensure that decisions and actions are undertaken in a consistent manner through out the organization. Considerations in Policy Development There are several considerations the Municipality should keep in mind when developing and reviewing policies and procedures, including: Support from Council and management team. A plan for periodic reviews and updates. Consistency of approach and format. Commitment to make policies and procedures readily available. Clarifying roles and responsibilities, where appropriate. Documenting actual procedures rather than those we aspire to follow. A clearly stated purpose for each policy. 5 Request For D irection A clearly communicated policy approval process. Consistent use of a user-friendly format –a clear, rational structure with reporting relationships, where appropriate. DISCUSSION At the core of a municipal government’s policy framework is a commitment to develop and apply a consistent policy development, implementation, and review process that will, in turn, create similar quality control standards surrounding associated procedures.An ongoing responsive and,where appropriate, proactive policy review process is intended to: Promote common understanding of Council's policy objectives. Provide direction to allow Administration to meet Council's policy objectives. Facilitate better and more timely decisions. Ensure uniformity in the interpretation and implementation of policy . Allow personnel to know what is expected of them. Ensure that similar situations are handled consistently. Promote delegation of decision-making to the Municipal representative tackling a problem or situation when it arises. Encourage coordination and integration of actions and plans within and across functional areas and departments. Address problems or situations that are repetitive or recurring. Policies may be brought forward to Council as draft policies for adoption or amendment or as a preliminary Request for Direction for policy formation that requires Council discussion. Both will be framed by ‘best practice’recommendations to show how a proposed or amended policy reflects: An approach that has been generally and demonstrably accepted as effective because it produces results and has become a standard way of responding to an issue or initiative or of complying with legal or ethical requirement. Effective and efficient strategies for realizing a policy need or objective. Good governance by promoting accountability,accessibility, consistency,transparency, value for money, and sound risk management. A typical best practice policy recommendation should include background information about why it is considered important, suggested resources from other organizations,and suggestions for development and implementation that is responsive to the needs and contexts of our Municipality’s residents, resources,stakeholders, and our budgeting process, where appropriate. 6 Request For D irection A current and active municipal government policy framework serves as a useful tool for training and succession planning for Council and Administration alike. IMPLICATIONS Policy Direction for future and significant policy development and review. Request for Repeal of several policies: P-03, P-07, P-16, P-24, P-27, P-53, P-62 Financial/Budgetary None Environmental None Strategic Plan Continually improve public satisfaction with municipal services. Continually reinforce the positive image of the Municipality through leadership in publ ic engagement and communication. Work Program As reflected in Options below. OPTIONS 1.Direct staff to add an Agenda item for all Committee of the Whole meetings reserved for regular policy review and development discussion. OR 2.Strike an Ad Hoc Committee that will undertake policy review and development discussion. OR 3.Refer policy review and development work to staff to bring research, policy options,and resulting recommendations for draft policies to Committee of the Whole meetings. AND 4.Direct subsequent work for options 1, 2 or 3 by prioritizing policy areas from the list provided for development and amendment. ATTACHMENTS See summary of existing Municipal Policies below. COMMUNICATIONS (INTE RNAL/EXTERNAL) None NO.NAME OF POLICY STATUS RECOMMENDATION P-01 Tax Sale Policy (Amended)Active P-02 Tax Collection Policy 2009-10-08 Active AMEND P-03 Business Occupancy Tax Collection Policy 1998-01-26 Active REPEAL P-04 Procurement Policy 2016-01-14 Active AMEND P-05 Policy for Fees for Tax Sale Proceedings 1999-03-29 REPEALED P-06 By-Law Adoption Procedure 1999-10-25 Active REVIEW P-07 Computer Passwords Policy 2000-04-25 Active REPEAL P-08 Committees of Council and Their Duties 2000-10-12 Active AMEND P-09 Remuneration of Warden, Deputy Warden & Councillors 2016-03-10 Active REVIEW P-10 Regular Council Meetings Policy 2008-08-25 Active REVIEW/AMEND P-11 MGA Designation (Bruce Forest – Dangerous/Unsightly) 2007-06-14 REPEALED NO LONGER ACTIVE P-12 Barking Dogs Policy 2001-06-14 Active REVIEW P-13 Wharves, Slipways & Berthage Policy 2011-08-11 Active REVIEW P-14 Biting Dogs Policy 2001-06-14 Active P-15 Unsightly Premises Policy – repealed now included in P-80 REPEALED NO LONGER ACTIVE P-16 MGA Designation (Grant Thornton – Municipal Auditor) 2001-06-25 Active REPEAL P-17 Municipal Engineer Designation REPEALED NO LONGER ACTIVE P-18 Building Permit Fees Policy – repealed now included in P-20 REPEALED NO LONGER ACTIVE P-19 Landfill Tipping Fees Policy - repealed now included in P-20 REPEALED NO LONGER ACTIVE P-20 Fees Policy 2014-07-10 Active AMEND P-21 Town Crier Policy 2002-07-29 Active REVIEW P-22 Petty Cash Fund Policy 2002-08-26 Active AMEND P-23 Reduction of Taxes Policy 2001-08-09 Active P-24 Chester Fire Search & Rescue Boat Policy 2001-08-09 Active REPEAL P-25 Tax Exemption Policy 2016-01-14 Active P-26 Procedures & Guidelines of Private Street Policy 2001-09-13 Active REVIEW P-27 Valuation Allowance Policy 2002-02-25 Active REPEAL P-28 Residual Waste Policy 2002-04-29 Active REVIEW P-29 Commercial Operators and Containers Policy 2002-04-29 Active REVIEW P-30 Travel Expense & Meal Allowance Policy 2008-05-08 REPEALED NO LONGER ACTIVE P-31 Certificates of Congratulations 2002-12-30 Active REVIEW P-32 Dangerous & Unsightly Premises Policy–repealed now included in P-80 REPEALED NO LONGER ACTIVE P-33 Terms of Reference for Registration of Fire & Emergency 2010-09-30 Active REVIEW P-34 Recreational Wharves & Water Access Properties 2003-10-09 Active REVIEW P-35 Over the Counter Solicitation of Staff by Direct Sellers 2003-01-09 Active REVIEW P-36 Unsightly Premises Cleanup Assistance Program Policy 2014-05-29 Active P-37 Youth Travel Policy 2003-02-13 REPEALED NO LONGER ACTIVE P-38 Planning Department Fee Policy - repealed now included in P-20 REPEALED NO LONGER ACTIVE P-39 Planning Advisory Committee for Chester Village Area Policy 2014-09-25 REPEALED NO LONGER ACTIVE P-40 Promotional Advertisement Policy 2010-10-09 Active REVIEW/AMEND P-41 Municipal Services Specifications Policy 2003-10-09 Active REVIEW P-42 Street Disturbance Permits Policy 2003-10-09 Active REVIEW P-43 Municipal Owned Vehicles Policy 2004-04-08 Active REVIEW P-44 New Road Name Change Policy 2014-04-24 Active P-45 Civic Address Policy – Assigning Civic Addresses 2014-04-24 Active P-46 Heritage Property Policy – Alterations 2004-04-26 Active REVIEW P-47 Public & Quasi Public Places 2005-07-14 Active P-48 Civic Address Policy – Cost of Signs 2005-07-14 Active P-49 Judicial Recount Policy 2005-02-28 Active REVIEW P-50 Surveillance Policy 2005-07-25 Active REVIEW/AMEND/REPEAL P-51 Signing Officers Policy 2006-06-08 Active REVIEW P-52 Provision of Work Clothing & Safety Equipment Policy REPEALED NO LONGER ACTIVE P-53 Data Back-Up Policy 2006-07-31 Active REPEAL P-54 Acceptable Use of Internet Access and Internet Email 2006-07-31 Active REVIEW P-55 Personnel Policy & Procedures Manual 2012-04-26 Active REVIEW P-56 Youth Sponsorship Policy 2013-01-31 Active REVIEW P-57 Flag Flying Policy 2007-10-29 Active REVIEW P-58 Remuneration of Committee Members 2011-10-13 Active REVIEW P-59 Business Continuity – Pandemic Policy 2009-11-26 Active REVIEW P-60 Breastfeeding Friendly Policy 2009-11-26 Active REVIEW P-61 Community Boundaries Policy – (Civic Numbering Policies) 2014-04-24 Active P-62 Volunteers Halifax 2011 Winter Games Policy 2010-09-30 Active REPEAL P-63 Chester Municipal Planning Advisory Committee Policy 2014-09-25 Active P-64 Area Planning Advisory Committee Policy 2011-02-24 Active P-65 Spectacle Lake Area Planning Advisory Committee Policy 2011-02-24 Active P-66 Fire Advisory Committee Terms of Reference Policy 2011-10-13 Active P-67 Mobile Communication Device Usage Policy 2011-05-26 Active P-68 Kennel License Policy 2011-04-28 Active P-69 IT Equipment Acquisition Policy REPEALED NO LONGER ACTIVE P-70 Routine Access Policy 2011-09-29 Active AMEND P-71 Chester Village Area Highway Signage Policy IN DEVELOPMENT IN DEVELOPMENT P-72 Public Participation Policy IN DEVELOPMENT IN DEVELOPMENT P-73 Active Transportation Policy 2012-04-26 Active REVIEW P-74 By-Law/Policy Amendment and Approval Policy 2012-04-26 Active REVIEW P-75 Healthy Eating Policy 2012-04-26 Active REVIEW P-76 Quality Policy 2012-10-11 Active REVIEW P-77 Designated Community Project Fund Policy 2013-11-14 Active REVIEW P-78 Records Management Policy 2014-05-15 Active REVIEW P-79 Wind Energy Revenue Policy 2014-05-29 Active P-80 Dangerous and Unsightly Premises 2014-05-29 Active P-81 Operating Reserve Fund and Operating Fund Accumulated Surplus Policy 2014-05-29 Active P-82 Citizens Landfill Monitoring Committee Policy – Terms of Reference 2014-09-11 Active REVIEW P-83 Volunteer Emergency Services Long Service Recognition Policy 2014-09-11 Active P-84 Citizens Planning Advisory Committee Policy – Terms of Reference Active P-85 Water Quality Monitoring Committee (Mill Cove) – Terms of Reference 2014-09-25 Active P-86 Employee Long Service Recognition Policy 2015-12-10 Active REVIEW P-87 Sponsorship Policy 2016-01-28 Active P-88 Audit Committee Policy Active