HomeMy Public PortalAbout2018-11-22_ COW Public Agenda Package - Changed from FHCS back to Chambers at 9:10 a.m. - Schools CancelledPage 1 of 2 of Agenda Cover Page(s)
Committee of the W hole
AGENDA
Thursday,November 22, 2018
Change of Location:Forest Heights Community School
Time: 9:10 a.m.
847 Highway 12, Chester Basin, NS
1.MEETING CALLED TO ORDER.
2.APPROVAL OF AGENDA/ORDER OF BUSINESS.
3.PUBLIC INPUT SESSION (9:10 A.M.–9:25 A.M.)
4.MINUTES OF PREVIOUS MEETING:
4.1.Committee of the Whole –November 1, 2018
5.MATTERS ARISING:
5.1 Presentation by FHCS Student Government (appointment at 9:30 a.m.)
5.2 Presentation by newly-formed Environment Club regarding Management of
single-use plastics.(appointment at 9:45 a.m.)
6.POLICY DEVELOPMENT/REVIEW.
7.CORRESPONDENCE:
7.1 Presentation by Robert Manual,Chair of the Joint Fire Advisory Committee
regarding Chester Joint Fire Advisory Committee Report –March 2018.
(appointment at 10:05 a.m.)
7.2 Letter from Chester Merchants Group dated November 14, 2018 regarding the
closure of the Visitor Information Centre.
8.NEW BUSINESS:
8.1 Request for Decision prepared by Community Development Department
regarding Uniform Highway Signage Program.
8.2 Request for Decision prepared by Administration Department dated November
16, 2018 regarding Asset Management Go Forward Strategy Development.
Page 2 of 2
9.IN CAMERA.
10.ADJOURNMENT.
APPOINTMENTS
9:30 a.m.Updated from Forest Heights Community School (FHCS) Student Government.
9:45 a.m.Newly-formed Environment Club regarding Management of single-use plastics.
10:05 a.m.Robert Manual,Chair of the Joint Fire Advisory Committee regarding Chester
Joint Fire Advisory Committee Report –March 2018.
Uniform Highway
Signage Council
Workshop
Presentation Outline
•Topics Identified by Staff
-Individual Business & General
Wayfinding Signage
-By-law Area & Structure Location
-Signage Structure Propagation &
Spacing
-Uniform Sign & Structure Design
-Continuous Operation
-Prohibited/Permitted Signage
-Signage Limits & Distances
-License & Renewal Fees
-License Administration
-Business Incentives
-Inter-Municipal Engagement
-Illegal Signage Removal
•Next Steps
•Questions or Comments
Overview: Getting to this Point
•A uniform signage program has been discussed by Staff and
Council for many years.
•At the COW Meeting of October 4, 2018, the Committee
directed staff to develop a uniform signage program for Exit 6
Overview: What this workshop is for
•The By-law should be drafted as though it will be applied to the
entire municipality –each amendment requires Ministerial
approval, making map amendments logistically easier
•Staff have identified topics and issues from a regulatory and
programming standpoint that should be discussed, with Staff
also providing their recommendation for each topic
Individual Business & General Wayfinding
Signage
•Uniform signage programs can
involve individual businesses and
general wayfinding for businesses (i.e.
Cafes )
•Uniform signage can also be used to
advertise unique areas, public spaces,
or communities
Individual Business & General Wayfinding
Signage
Staff Recommendation:Allow only individual businesses
to advertise on uniform signage structures.
Alternative Options :
A)Only allow general wayfinding on uniform signage structures
B)Allow both individual businesses and general wayfinding
signage, but limit general signage to a certain number per
uniform structure (Please Specify)
C)Allow both individual business and general wayfinding signage
without limits for either
Uniform Signage By -law Area & Signage
Locations
•Council directed Staff to develop a
Uniform Signage program for Exit 6
•Signage cannot be placed within 60
metres of the intersection of Mill Lake
Road & Highway 3 but signage can be
placed outside of this area
•Signage can be removed along Highway
3
•Must consider by-law area to prevent
spill-over of illegal signage
•Properties adjacent to uniform signage
structures need to be notified of their
placement (NSTIR mandate)
Prohibited Areas for
Uniform Signage at Exit 6
Sign Location
Staff Recommendation:
Signage Structure Propagation & Spacing
•As demand for the program grows,
additional structures will be needed
•PEI’s Tourism Signage program allows
businesses to decide where they
would like a signage structure to be
placed
•Alternatively, Staff can decide based
on input from businesses and the
demand for a certain area
Signage Structure Propagation & Spacing
Staff Recommendation: Staff are to decide where uniform
signage structures are located
Alternative option:
A)Allow businesses to decide where the uniform signage structure
should be located
Signage Structure Propagation & Spacing
•Additional requirements can be
implemented for the spacing
distances between signs
•Advertising Signs Regulations:
•<80 km//h, 50 m apart
•>80 km/h, 100 m apart
•Best practice spacing:
•200 m from intersections
•100 m from other structures
Signage Structure Propagation & Spacing
Staff Recommendation:Implement a 100 m separation
distance between uniform signage structures and 100 m
separation distance between intersections and signage
structures
Alternative options:
A)Implement different spacing requirements (Please Specify)
B)Do not implement minimum spacing requirements
Uniform Sign & Structure Design
•Previous staff had taken to producing
a preliminary design of the uniform
signage structure
•Consideration must be given to the
size of signs and their font so they
are large enough for motorists
•PEI Sign Specifications:
•72 inches wide by 18 inches high
•Kings County Specifications:
•60 inches wide by 12 inches high
Uniform Sign & Structure Design
Prince Edward Island Kings County
Uniform Sign & Structure Design
Staff Recommendation: Use PEI’s uniform signage
specifications
Alternative Options :
A)Use the specifications that Kings County has implemented
B)Alternative design or design strategy (Please Specify)
Continuous Operation
•There are a significant number of
businesses that would be classified as
“seasonal”
•Prohibiting seasonal operations from
advertising could be detrimental to
their businesses, but using the spaces
may not be an efficient use of space
Continuous Operation
Staff Recommendation:Businesses in continuousoperation for 6 months or more in a calendar year canqualify for the uniform signage program.
Alternative options:
A)Any business regardless of their operational schedule is eligiblefor a spot on a uniform signage structure
B)Businesses in continuous operation more/less than 6 monthscan qualify for uniform signage (Please Specify)
C)Allow seasonal businesses to advertise but remove their signagewhen not in operation
Business Categories Prohibited/Permitted
•Council must decide if the program will
be limited to “Tourist” related businesses.
Other businesses will still desire the
ability to advertise –could go through
NSTIR for advertising outside of by-law
area
•If Council decides against a tourist-
centric approach, other businesses may
still want to be prevented from
advertising (i.e. Liquor, Cannabis, Adult
Entertainment, etc.)
•Kings County and PEI only allow “Tourist
Related” businesses to advertise within
their programs
Business Categories Prohibited/Permitted
Staff Recommendation: Limit the uniform signage
program to “Tourist” related businesses, prohibiting
other businesses from advertising in the by -law area.
Alternative options:
A)Limit the uniform signage program to “tourist related” businesses
but allow other businesses to erect their own signage in the by -law
area provided they follow design, placement, and other regulations.
B)Allow all businesses to qualify for uniform signage
C)Allow all businesses to qualify for uniform signage except select
categories (Please Specify)
Signage Limits & Distances
•Council may consider limiting
businesses to a certain number of
signs
•This could limit large organizations
from over advertising
•This approach will also reduce any
conflicts when the program is
expanded and more signage
structures are erected (limiting based
on number of signs vs. proximal
signs)
Signage Limits & Distances
Staff Recommendation: Limit businesses to three (3)
uniform signs.
Alternative options:
A)Limit businesses to a different number of signs (Please Specify)
B)Do not limit businesses to a certain number of signs not limit
businesses to a certain number of signs
C)Limit businesses to advertise on the signs closest to them
(Please specify)
Signage Limits & Distances
•Discussions have taken place on
whether or not to allow businesses
from outside the municipality to
advertise
•Allowing them could incentivize
businesses inside the municipality to
take part in the program
•Also, maximum distances between
businesses and signage structures
would limit advertising only proximal
businesses
Signage Limits & Distances
Staff Recommendation:Allow one (1) business from outside of themunicipality to advertise per structure. Place a maximum distancebetween signage structures and all businesses at 25 kilometres.
Alternative options:
A)Prohibit businesses outside the municipality from advertising on uniform signagestructures, allowing business only within a certain distance of the structure fromqualifying (Please Specify)
B)Prohibit businesses outside the municipality from advertising on uniform signagestructures, allowing all businesses in Chester, regardless of distance from structuresto advertise
C)Limit businesses outside of Chester to a certain number of signs on structures(Please Specify), with no maximum distance implemented
D)Place no limits on location or distance for businesses
Uniform Signage License & Renewal Fees
•The program would be administered
through a licensing system by the
Municipality
•The construction and erection would
be the responsibility of the
Municipality (or someone contracted
by the Municipality)
•Businesses would pay an application
fee and annual renewal fee
Uniform Signage License & Renewal Fees
Staff Recommendation: Determine licensing and renewal
fee structure after contacting contractors and conducting
potential engagement.
Alternative Options:
A)Determine licensing and renewal fees (Please Specify)
License Administration
•A staff member would be responsible
to review applications, accept/reject
licenses, and accept/reject license
renewals
•Because licenses can be rejected,
there may be a need for an Appeals
Committee
•The need of a committee may be
eliminated if the exact details of the
by-law are established
License Administration
Staff Recommendation: Delegate the responsibility of
the License Administrator and Appeals Committee
following the drafting of the by -law.
Alternative options:
A)Delegate the responsibility of License Administrator to a
Municipal Staff member (Please Specify). Determine if a
Committee of Council or Council itself will act as the License
Appeals Committee (Please Specify)
Business Engagement
•Gaining buy-in from the business
community could be integral to the
success of the program
•Businesses know of the advertising
challenges and may be able to
provide insights to increase the value
and success of a uniform signage
program
Business Engagement
Staff Recommendation: Engagement with businesses
should be conducted prior to the adoption of a uniform
signage by-law.
Alternative options:
A)Do not conduct engagement with local businesses, business
commissions, and/or improvement districts.
Business Incentives
•The Municipality may consider
incentivizing businesses to take part
in the program
•Buy-in from the business community
will ensure the program’s long -term
success
•Incentives could include
waiving/reducing registration fees,
online advertising, and including
businesses in other inter/intra
municipal advertising
Business Incentives
Staff Recommendation: Council should consider offering
incentives to businesses at the beginning of the program
to increase buy-in.
Alternative options:
A)Do not provide businesses with incentives
Inter-Municipal Engagement
•The adoption of this by -law could
impact surrounding municipalities
•HRM will be the most affected at the
outset of the program.
•Illegal signage could be moved from Chester
(Hubbards) to HRM
•Businesses within HRM may not be able to
advertise in MODC
Inter-Municipal Engagement
Staff Recommendation: Conduct engagement with HRM
prior to by-law adoption.
Alternative options:
A)Do not conduct inter-municipal engagement
Illegal Signage Removal
•Removing illegal signage will be a
responsibility of the Municipality
•The highest volume of removal will
likely occur at the outset and
decrease over time
•A designated storage area will need
to be established if needed
Illegal Signage Removal
Staff Recommendation: The municipality may remove and
destroy illegal signage 14 days after notifying the owner
of a sign.
Alternative options:
A)Store signage for a period of time after notifying a business
before destroying it
Topics or Issues Missed?
Next Steps
•Staff will take the direction on each item and begin drafting a
by-law and program.
•Staff may be required to complete engagement depending on
the direction given by Council.
•Remain in communication with NSTIR to get feedback on draft
by-law
Topics and Issues
The following topics have been identified by Staff as those that require discussion among Council before
proceeding with a Uniform Signage Program and By -law.Although this workshop is aimed at
implementing uniform signage in a concentrated area,the by-law should be constructed as though it will
be applied to the entire municipality. NSTIR have indicated to Staff that by -law amendments can be
completed faster if it only includes map a mendments (i.e. expanding the by-law area)as any amendment
requires Ministerial approval.This document aims to break down each topic and then offer s Staff’s
Recommendation and other potential options to address them.The topics are presented in a structure so
as to build on one another.
Individual Business and/or General Wayfinding –
Most iterations of uniform signage programs advertise individual businesses as opposed to exclusively
advertising categories of businesses for general wayfinding (Café ). Without being able to advertise
individual businesses, illegal signage may propagate and businesses may suffer. However, if Council
allows, business associations, communities,or the Municipality may purchase spots on uniform signage
structures to advertise general wayfinding to unique areas, communities, or business categories.
Staff Recommendation:Allow only individual businesses to advertise on uniform signage
structures.
Alternative options:
A.Only allow general wayfinding on uniform signage structures
B.Allow both individual businesses and general wayfinding signage, but limit general signage
to a certain number per uniform structure (Please Specify)
C.Allow both individual business and general wayfinding signage without limits for either
By-law Area and Signage Location –
At the Committee of the Whole meeting of October 4, 2018,the Committee directed Staff to develop a
Uniform Signage program for Exit 6. The Municipality is unable to erect signage within 60 metres of either
side of the intersection of Highway 3 and Mil l Lake Road (Figure 1) but signage can be placed outside of
this area and also removed along Highway 3 . Staff is seeking direction from Council as to what
geographic extent the initial uniform signage program will encompass.Consideration must be taken so as
to prevent/limit “spill over” of illegal signage from one area to another.The by-law area will determine
where signage will be regulated –where illegal signage will be removed and where uniform signage can
be erected.
Figure 1:Prohibited Areas for Uniform Signage at Exit 6 and Mill Lake Road (Source: Google Maps)
Staff Recommendation:See Figure 2 below.
Figure 2: Geographic extent of by-law area and proposed signage structure locations (Source: Sylvia Dixon)
Alternative options:
A.Please delineate geographic extent of by-law area and uniform signage structure location
Signage Structure Propagation and Spacing –
As the program grows and spots fill on uniform structures,additional structures will be needed.There are
different options as to deciding where signage structures will be located. Council could allow businesses
to choose where in the by-law area they would like a signage structure to be placed , with each
subsequent application having an option to have their sign placed on an existing or new uniform
structure. Alternatively,Staff can be left to make decisions on structure propagation based on
individual/collective business requests and the capacity of existing structures.
Staff Recommendation:Staff are to decide where uniform signage structures are located
Alternative options:
A.Allow businesses to decide where the uniform signa ge structure should be located
Council may also decide that additional requirements for signage structure locations are needed.Under
the Advertising Signs Regulations, advertisements placed adjacent to highways where the speed limit is
below 80 km/hour, signs must be a minimum of 50 metres apart. On highways where the speed limit is
above 80 km/hour, signs must be a minimum of 100 metres apart.Spacing requirements can also be
considered for the distance between signage structures and intersections.Best practices highlighted from
a jurisdictional scan prohibits signage structures from being within 200 m of any intersection and 100 m
from any other uniform signage struc ture.Distances between signs allow for motorist to visually inspect
Sign Location
and comprehend the information being displayed while distances between signage structures and
intersections gives motorists enoug h time to alter their course if necessary.
Staff Recommendation:Implement a 100 m separation distance between uniform signage
structures and 100 m separation distance between intersections and signage structures.
Alternative options:
A.Implement different spacing requirements (Please Specify)
B.Do not implement minimum spacing requirements
Uniform Sign and Structure Design –
Previous Staff had taken to producing a preliminary design
of a uniform signage structure (Figure 3). Considerations
must be made as to the legibility of these sign s while
motorists travel along Highway 3. There must be a limited
number of signs and font sizes must be large.Prince Edward
Island’s signs are 72 inches wide by 18 inches high.
Alternatively,Kings County’s uniform signs are 60 inches
wide by 12 inches high.
Staff Recommendation: Use PEI’s uniform signage
specifications.
Alternative Options:
Continuous Operation –
There are a significant number of businesses within the municipality that would be classified as “seasonal”
operations. Prohibiting businesses from advertising on uniform signage structures that only operate a few
months of the year could be detrimental to their business; however, taking up spots on uniform si gnage
structures with seasonal operations may direct visitors to a business that is closed for the season.
Staff Recommendation: Businesses in continuous operation for 6 months or more in a calendar
year can qualify for the uniform signage program .
Alternative Options:
A.Any business regardless o f their operational schedule is eligible for a spot on a uniform
signage structure
B.Businesses in continuous operation more/less than 6 months can qualify for uniform signage
(Please Specify)
C.Allow seasonal businesses to advertise but remove their signage when not in operation
Business Categories Permitted/Prohibited –
Direction must be provided as to the types of bu sinesses that can advertise on uniform signage
structures. Limiting spots on structures to “tourist related” businesses reduces the ability of other types of
businesses from advertising. As such,businesses will still desire the ability to advertise and could cause
A.Use the specifications that Kings County has
implemented
B.Alternative design or design strategy (Provide
Direction)
Figure 3: Uniform Signage Preliminary Design
illegal signage propagation.Kings County’s and Prince Edward Island’s Uniform Signage programs are
only open to tourist related businesses.If it is decided that tourist related businesses are only able to
advertise, there are options to allow other businesses to advertise while maintaining the integrity of the
uniform signage program. Signage specifications and spacing distances are two methods of controlling
non-uniform signage within the by-law area.Alternatively,non-tourist businesses could be prohibited
from advertising in the by-law area, but they could go through NSTIR to gain an advertising permit for
outside of the by-law area.
If Council decides against a tourist-centric approach, other restrictions may be desired to prevent certa in
types and categories of businesses from advertising. Council may consi der Adult Entertainment, Liquor
and Cannabis,Home Based Businesses,among other types of businesses as those that they would like to
prevent from having access to the uniform signage program.
Staff Recommendation: Limit the uniform signage program to “Tourist” related businesses,
prohibiting other businesses from advertising in the by -law area.
Alternative Options:
A.Limit the uniform signage program to “tourist related” businesses but allow other businesses
to erect their own signage in the by-law area provided they follow design, placement, and
other regulations.
B.Allow all businesses to qualify for uniform signage
C.Allow all businesses to qualify for uniform signage except select categories (Please Specify)
Signage Limits –
Council may consider limiting businesses to a certain number of individual signs. This is to limit a small
number of businesses and larger organizations from purchasing all available spots around the
municipality.Prince Edward Island’s tourist signage program limits businesses to four signs.Additionally,
limiting the number of signs a business may have reduces conflict in the future when Council decides to
expand the by-law area.If the by-law was drafted so a business can only advertise on the two signage
structures closest to their location,if a signage structure is erected closer to a business this could cause
administrative issues. Also, locations in Hubbards and Western Shore are at a disadvantage as t hey
bookend the municipality along Highway 3.
Staff Recommendation: Limit businesses to three (3) uniform signs .
Alternative Options:
A.Limit businesses to a different number of signs (Please Specify )
B.Do not limit businesses to a certain number of signs
C.Limit businesses to advertise on the signs closest to them (Please specify)
Discussions have taken place on whether to restrict signs for business es that are located within the
municipality.A Chester-centric approach would benefit local businesses but allowing businesses from
outside the municipality to advertise on Municipal structures would increase demand, and therefore, local
businesses may be more likely to advertise.The number of businesses outside the municipality able to
advertise on each structure could be limited to ensure that the majority are based in Chester.
Implementing a maximum distance between businesses and signs while allowing entities from outsi de
the municipality to advertise could provide a balance to create a robust uniform signage structure
program.
Staff Recommendation:Allow one (1) business from outside of the m unicipality to advertise per
structure. Place a maximum distance between signage structures and all businesses at 25
kilometres.
Alternative Options:
A.Prohibit businesses outside the municipality from advertising on uniform signage structures,
allowing business only within a certain distance of the structure from qualifying (Please
Specify)
B.Prohibit businesses outside the municipality from advertising on uniform signage structures,
allowing all businesses in Chester, regardless of distance from structures to advertise
C.Limit businesses outside of Chester to a certain number of signs on structures (Please
Specify), with no maximum distance implemented
D.Place no limits on location or distance for businesses
Uniform Signage License and Renewal Fee –
The Uniform Signage Program would be administered by the Municipality through a licensing system with
the Municipality (or someone contracted by the Municipality) being responsible for the construction and
erection of uniform signage. Businesses would comp lete an application and pay an initial fee to cover the
cost to process the license and to build and erect a sign. A smaller annual fee could be charged each
successive year to complete any required maintenance. This would also ensure signa ge structures are only
advertising existing and operating businesses.
Staff Recommendation:Determine licensing and renewal fee structure after contacting contractors
and conducting potential engagement.
Alternative Options:
A.Determine licensing and renewal fees (Please Specify)
License Administration –
The by-law would be administered by a License Administrator that reviews license applications,
accepts/rejects licenses, and accepts/rejects license renewals. These responsibilities would be delegated
by the CAO to an individual staff member. Accepted licenses and license renewals would proceed through
a standard application process while denied applications would be subject to an appeals committee if the
applicant so chooses. Resultantly, a committee of Council, or Council itself can act as the committee that
applicants submit their appeal to. Clearly outlining the exact details of the by -law and/or the content of
the by-law itself may eliminate the need for an Appeals Committee.
Staff Recommendation:Delegate the responsibility of the License Administrator and Appeals
Committee following the drafting of the by-law.
Alternative Option:
A.Delegate the responsibility of License Administrator to a Municipal Staff member (Please
Specify). Determine if a Committee of Council or Council itself will act as the License Appeals
Committee (Please Specify)
Business Engagement –
Gaining buy-in from the business community for a uniform signage program will be integral for the
success of such a program. The added value of partaking in a uniform signage program should be
communicated to businesses and business associations.Businesses have firsthand experience of any
existing advertising challenges and how a uniform signage program may be a valuable tool in the
municipality.
Staff Recommendation:Engagement with businesses should be conducted prior to the adoption of
a uniform signage by-law.
Alternative Options:
A.Do not conduct engagement with local businesses, business commissions, and /or
improvement districts.
Business Incentives –
Council will need to consider incentivizing the program, especially at the outset. Referring to the program
as a “pilot” does not give assurances or the impression of its long -term future and may prevent
businesses from wanting to partake in the program. Incentives could include waiving/reducing
registration fees, including businesses in an online registry, or including the businesses in any other
inter/intra municipal advertising. The program needs to be se en as successful and valuable when the
municipality decides to apply the by-law to other areas.If incentives are offered, Council may need to
consider offering them universally as the program is expanded.
Staff Recommendation:Council should consider offering incentives to businesses at the beginning
of the program to increase buy-in.
Alternative Option:
A.Do not provide businesses with incentives
Inter-Municipal Engagement –
Spinoff effects could be felt by surrounding municipalities with the implementation of a uniform signage
by-law and program.At the beginning, Halifax Regional Municipality could be the most affected by:
Illegal signage being moved into HRM; and
Businesses within HRM not being able to advertise in MODC
Staff Recommendation: Conduct engagement with HRM prior to by -law adoption.
Alternative Option:
A.Do not conduct inter-municipal engagement
Illegal Signage Removal –
Removing all illegal signage will also be a responsibility of the Municipality.The highest volume of illegal
signage removal will likely occur at the outset and decrease over time.If Council chooses an option where
illegal signage will be stored, a desig nated area will need to be established.
Staff Recommendation:The municipality may remove and destroy illegal signage 14 days after
notifying the owner of a sign.
Alternative Options:
A.Store signage for a period of time after notifying a business before destroying it.
Next Steps –
Staff will take the direction from Council and begin to draft a by-law and program.
REQUEST FOR DECISIO N
Prepared By:Jonathan Meakin,
Strategic Initiatives Coordinator
Date November 16, 2018
Reviewed By:Date
Authorized By:Tammy (Crowder)Wilson, CAO Date November 19,2018
CURRENT SITUATION
As noted in previous reports, municipalities must develop and adopt a comprehensive Asset
Management (AM)System as a requirement of the Federal Gas Tax Fund.In addition, the
adoption of an ongoing AM System is also increasingly considered a best practice for managing
physical and natural assets that municipalities utilize to provide services to the community.
The development of an AM System for the Municipality of the District of Chester is strategic
priority established by Council and implemented by a cross-departmental team led by the Chief
Administrative Officer.
This report provides an update on the status of this ongoing operational initiative,includes a
broad overview of an asset management work plan, and recommends a Motion for a pre-
budget approval item for the 2019-20 fiscal year.
RECOMMENDATION
That the Committee of the Whole recommend a Motion to Council to approve $62,500 as a pre-
budget item for 2019-20 for the development of an Asset Management Strategy
BACKGROUND
The Gas Tax Administrative Agreement between Canada and Nova Scotia defines Asset
Management as an “integrated, lifecycle approaches to effective stewardship of infrastructure
assets to maximize benefits and manage risks.”Asset Management requires the integration and
detailed understanding of organizational context, governance and leadership, planning and
decision making, operations/service delivery, performance and condition evaluations,
stakeholder engagement, continuous improvement,and resources and support. In short, an
Asset Management System informs how a municipal government actually functions.
REPORT TO:Committee of the Whole
SUBMITTED BY:Office of the CAO
DATE:November 22, 2018
SUBJECT:Asset Management System
ORIGIN:Strategic Priorities
2 Request for Decision
A comprehensive Asset Management System includes the following components and process
map:
Municipality’s Strategic Frameworks/Plans
For example: Operating & Capital Plan; Municipal Planning Strategy; By-Laws & Policies for
roads, wastewater systems, etc.; Integrated Community Sustainability Plan; Municipal Climate
Chance Action Plan
Asset Management Policy
Outlines underlying principles the Municipality will follow to meet the goals and objectives of
our strategic framework.The AM policy provides governance directive to administration to
implement an AM system and states principles and outcomes for the AM system.
Asset Management Strategy
The AM Strategy basically outlines how the Municipality will implement the AM Policy. The AM
Strategy describes how the strategic framework and the AM Policy’s governance principles
translate to AM objectives (such as levels of service)and the decision-making supporting their
delivery.
Asset Management Plans
“Asset Management Plans (AMPs)define the specific life cycle management activities and
associated resources (capital and operational) needed to achieve levels of service and other
asset management objectives, which, in turn, help achieve the municipality’s strategic objectives .
Activities are planned and defined using the principles set out in the AM policy and through the
application of the decision-making criteria and approaches set out in the AM strategy.”(FCM
AM Guidebook)
Operations and Maintenance Plans
“Ongoing operations and maintenance (O&M) activities are essential in managing municipal
infrastructure assets and delivering services on a day -to-day basis. Operations and maintenance
plans are required to ensure that these activities are conducted in a coordinated way that aligns
with broader AM plans, appropriately manages risk, and promotes achievement of the
overarching strategic objectives.” (FCM AM Guidebook)
3 Request for Decision
The Government of Nova Scotia seeks to provide a province-wide standard for management of
municipal infrastructure that, at a minimum,will include an inventory of assets and a condition
assessment.Recently, the Nova Scotia Federation of Municipalities (NSFM)announced that
linear data collection tools and resources developed from the first Nova Scotia Asset
Management Pilot Project are available for municipalities to use.These tools and resources are
designed to support municipalities by establishing a minimum standard for the collection of
asset data in a standardized manner.
We seek to develop an AM System that incorporates these core provincial standards for data
collection while also adopting additional, best practice approaches to asset management as the
Municipality’s capacity and resources allow. In addition,our approach to developing an Asset
Management Strategy will incorporate the outcomes of our Service Capacity Review in that we
will assess the services the Municipality provides in terms of the management of physical and
natural assets -their acquisition, operation, maintenance, rehabilitation, and disposal.
Over time, the Municipality will work to establish an integrated approach to asset management
that involves active planning and assessment of all departments.And it is important to note
that developing an AM System that will establish and evaluate AM objectives in terms of a
fully integrated,annual AM plan review process will take time.Ultimately, though, our
approach will deliver Council’s objectives and priorities for services to the community through
the effective management of existing and new infrastructure assets. The intent is to maximize
benefits, reduce risk,and provide satisfactory levels of service to the community in a sustainable
manner. Good asset management practices will inform the Municipality’s long-term capital and
operating plans and work to support sustainable and resilient communities in our Municipality.
The Asset Management Team consists of the following staff:
Tammy Wilson -Chief Administrative Officer
Malcolm Pitman -Director of Finance
Matthew S. Davidson -Director of Engineering & Public Works
Christa Rafuse –Director of Solid Waste
Cliff Gall –Director of Information Services
Chad Haughn –Director of Recreation & Parks
Nick Zinck -GIS Specialist
Dan Pittman -Records Management & Quality Control Coordinator
Jonathan Meakin -Strategic Initiatives Coordinator
During the transition to a new Chief Administrative Officer, Jonathan Meakin will lead the AM
Team.
4 Request for Decision
DISCUSSION
On September 21, 2018, the Municipality submitted an application to the Federation of
Canadian Municipalities (FCM) Municipal Asset Management Program (MAMP)for funding to
support our asset management work.The total MAMP project grant budget of $62,500 was to
be used to contract an external consultant to lead the development of an AM Strategy and off-
set internal resources for our asset management work during the 2108-19 fiscal year.
Unfortunately, the application to MAMP was unsuccessful due to (according to the FCM
Program Officer)the unanticipated number of applications submitted to MAMP from
municipalities throughout Canada.
The Asset Management Team also revised its work plan, recognizing that the completion of our
internal Service Capacity Review and the development of an Asset Management Policy need to
be completed before contracting an external consultant to lead the development of our Asset
Management Strategy.
A summary of the key steps in the development of our Asset Management System is as follows:
Review of Asset Management Policy by the Committee of the Whole --January 2019
Completion of Service Capacity Review and compilation of Service Profiles –February
2019
Meeting of Service Capacity Review Committee –February 2019
Confirmation of Service Levels by Council –March 2019
Development of Asset Management Strategy -April 2019
o Objectives
o Risk Matrix for Asset Management Plan Priority
Asset Management Plan -late 2019
o RACI chart to determine job description changes
Budget for Implementation of Plan -2020/21 and ongoing
IMPLICATIONS
Policy
An Asset Management Policy will be developed as part of the 2018-19 planned asset
management work.
Financial/Budgetary
It is anticipated that $62,500 will be required to support our organizational capacity for an Asset
Management Strategy.This amount was budgeted in 2018-19 and will not be spent. This
amount will be required in 2019-20, assuming Council wishes to proceed with the development
5 Request for Decision
of an Asset Management Strategy
Strategic Plan
An Asset Management System will enable Council to invest strategically in the infrastructure
required to support its Strategic Goals and Service Levels.
Work Program Implications
A core Asset Management Team has been created, consisting of Administration,Engineering
and Public Works, Recreation, Solid Waste, Information Services,and Finance.An effective Asset
Management System is a coordinated and cross-departmental operational function and will be
integral to each department’s work program, not as a ‘silo’ function but as a coordinated
strategy for MODC as a whole. External resources will be required to build our capacity to
maintain an ongoing Asset Management System as part of our ongoing work practices.
OPTIONS
The Committee of the Whole may:
1.Recommend that Council make a Motion for a 2019-20 pre-budget approval amount of
$62,500 to support the Municipality’s asset management work.
2.Not recommend that Council make a Motion for a 2019-20 pre-budget approval amount
of $62,500 to support the Municipality’s asset management work.
ATTACHMENTS
NONE
COMMUNICATIONS (INTE RNAL/EXTERNAL)
A common requirement of an Asset Management System is a community engagement
component, for which Council may choose to direct the use of V oices & Choices.