HomeMy Public PortalAbout2019-03-07_COW_Public Agenda PackagePage 1 of 2 of Agenda Cover Page(s)
Committee of the W hole
AGENDA
Thursday,March 7, 2019
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 –February 21, 2019
5.MATTERS ARISING:
5.1 Information Report from Community Development Department dated February
27, 2019 regarding Results of Petition for Single Unit Residential Zone –Harris &
De Adder Lakes. (Origin –January 10, 2019 Council Meeting)
5.2 Request for Decision prepared by Community Development Department
regarding District Fire Risk Assessment: Update.
6.PUBLIC PRESENTATIONS:
6.1 Gardner Pinfold -Phase 1 Sector Strategy: Proposed Target Sectors and
Consultation Plan –Appointment at 9:15 a.m.
6.2 Presentation by Tristan Mills regarding Secondary Planning Strategy (SPS)
amendment and Development Agreement request –Appointment at 9:45 a.m.
7.POLICY DEVELOPMENT/REVIEW.
8.CORRESPONDENCE:
8.1 Action Required -Email from Nova Scotia Federation of Municipalities (NSFM)
dated February 19, 2019 regarding Request for Feedback on Resolution
Additional correspondence received regarding Harris Lake
a) Letter from Ed and Bonnie Poirier dated January 29, 2019.
b) Letter from Andrew Nauss February 19, 2019.
c) Email from Kris Jollymore received February 28, 2019.
Page 2 of 2
Process i.e. CAP, EPR, roads, increased funding for municipalities, and municipal
modernization.
9.NEW BUSINESS:
9.1 Request for Decision prepared by Finance Department dated February 21, 2019
regarding Pre-budget Capital Project Approval.
9.2 Request for Decision prepared by Community Development Department dated
February 27, 2019 regarding Secondary Planning Strategy (SPS) Amendment and
Development Agreement Request.
10.IN CAMERA.
11.ADJOURNMENT.
APPOINTMENTS
9:15 a.m.Phase 1 Sector Strategy: Proposed Target Sectors and Consultation Plan –
Gardener Pinfold.
9:45 a.m.Tristan Mills regarding Secondary Planning Strategy (SPS) amendment
and Development Agreement request.
REQUEST FOR D ECISION
Prepared By:Bruce Blackwood Date March 1, 2019
Reviewed By:Tara Maguire Date March 1,2019
Authorized By:Dan McDougall,CAO Date March 1, 2019
CURRENT SITUATION
Upon request of Council,MODC hosted a joint meeting of the Fire Commissions and the Fire Departments
on February 19, 2019 to review the scope and funding of a fire services risk assessment proposal that was
originally brought to Council on December 20, 2018.Fire Services representatives at the meeting expressed
that the proposed risk assessment should proceed in fiscal 2019/20. It was agreed that the fire services and
MODC staff would continue to work on the scope of work. This scope of work would be brought back to
Council for review and approval.
The Fire Services Coordinator presented a draft scope of work the Department Chiefs on February 28, 2019.
With a few minor additions the Chiefs from all MODC Departments agreed to this draft scope of work and
asked that the Fire Service Coordinator bring it back to the Commissions and Council for final review.The
draft scope of work is attached.
These risk assessments serve to objectively identify and quantify the current fire protection and emergency
services needs of each community, enabling future decisions on services and standards required across the
entire Municipality.
RECOMMENDATION
Following the joint meeting of the Fire Commissions and Fire Departments (February 19, 2019) and a
subsequent meeting with the Fire Chiefs (February 28, 2019), it is recommended that Council provide pre-
budget authorization for funding of not to exceed $60,000 in the 2019/20 Fire Services Budget to complete
jointly with representatives of the MODC Fire Services, a risk -based assessment of fire service coverage in
all Fire Districts across the Municipality.The review will include recommendations for improvement and
implementation strategies with measurable targets and timeframes for the most effective and optimized
delivery of fire protection and emergency response services to all areas considered.
Note:The project cost outlined in the December 20, 2018 original request has not changed however due
to year end timing the initial request called for the allocation of the $10,000 currently in the 2018/19 Fire
Services Budget to cover expenses for the development of the risk assessment scope and completion of
any preliminary actions within the 2018/2019. These funds should now be included in the 2019/20 budget
year.
REPORT TO:Municipal Council
SUBMITTED BY:Community Development
DATE:March 7,2019
SUBJECT:District Fire Risk Assessment: Update
ORIGIN:MODC Fire Services
2 Request For Decision /Direction
B ACKGROUND
The following motion was passed at the January 10, 2019 meeting of Council:
2019-004 MOVED by Councillor Barkhouse, SECONDED by Councillor Assaff that Council defer the
following motion from the December 20, 2018 Committee of the Whole meeting until the Fire
Commissions/Fire Departments have met with Council regarding the Risk Assessment Scope of Work.
The following motion was deferred by council until a joint meeting was held with Council and the Fire
Services.
2018-571 –“… allocate the $10,000 currently in the Fire Services Budget to cover expenses for the
development of the Fire Risk Assessment scope and completion of any preliminary actions with the
2018/19 fiscal year and provide pre-budget authorization for additional funding of not to exc eed $50,000
subject to Council approving the Fire Risk Assessment scope of work.” CARRIED.
DISCUSSION
Please refer to the Request for Decision (December 20,2018) prepared for Council.
IMPLICATIONS
Policy
1.Part X of the MGA and MODC Policy P33 Registration provide Council with the ability to complete
assessments and verification of fire and emergency services provided within the Munici pality.
2.The risk assessment study would be administered in accordance with Procurement Policy P04 (low
value procurement process for Services)
Financial/Budgetary
1.There is a request for a pre-budget authorization for funding of not to exceed $60,000 in the
2019/2020 Fire Services Budget to complete the risk assessment study.
2.Studies or other assessments outside of the defined and approved scope of the Municipal Risk
Assessment will require additional review and approval by Council.
3.Studies or other assessments outside of the defined and approved scope of the Municipal Risk
Assessment and specific to a District will requires specific funding from that District.
Environmental
Not applicable.
Strategic Plan
Maintain a high level of fiscal responsibility;
Continually improve public satisfaction with municipal services;
Work Program Implications
Staff administrative support and coordination of the Municipal Fire Services Risk Assessment from Fire
Services Coordinator’s current workplan.
3 Request For Decision /Direction
OPTIONS
1.Provide pre-budget authorization for additional funding of not to exceed $60,000 in the 2019/2020
Fire Services Budget.
2.Defer Municipal Fire Services Risk Assessment and incur a delay of possibly several years until a
decision is made on possible municipal funding from the Province.
3.Do not fund Municipal Fire Services Risk Assessment.
ATTACHMENTS
1.Draft scope of work as developed with MODC staff and MODC Fire Chiefs.
COMMUNICATIONS (INTE RNAL/EXTERNAL)
1.Regular updates on project work and public consultation as required
Municipality of Chester, Fire Services Risk Assessment
Scope of work
The study would provide coverage analytics and use optimization analysis to model for effective fire
services within the districts.The coverage parameters used would be mainly based on the level of fire risk
within the community.
1.Quantify the level of fire risk and calculate required fire flows within each Fire District. This
assessment is to cover the identification of community risks and hazards and the resources
required to provide effective control and public safety. This assessment provides the base for the
determination of fire and emergency protection services.
2.Verify the current baseline information on the MODC Fire Services as currently provided in the P33
Registration data base and provide a detailed risk-based analysis of current service capability with reference
to insurance gradings criteria and NFPA 1720 standard requirements for each District.
Based on the risk-based analysis of service coverage, provide an assessment of the condition and capacity
of the current fire stations, apparatus, equipment, volunteer resources and rural and municipal water
supply for each District.Additional consideration would evaluate the status of firefighter training and
compliance to standards and the department records management systems.
Provide an analysis of the community’s ability to achieve a prompt and effective response to
emergencies for fire protection and other emergency services.Provide a need’s analysis for the
future based on the Municipal growth and development plans.
Provide a review of the existing service levels and compare to similar communities (ex. similar
economies, populations, developments, etc.) with similar fire insurance grades.
3.Provide a detailed GIS/risk-based analysis of service coverage and provide models for
optimization of the ideal service model based on the goals specified by the community .
Provide recommendations to indicate the amount and type of apparatus, companies, staffing and
auxiliary participation that is needed to achieve the desired fire insurance grade or performance
standard.
Provide recommended strategies for optimal use of all available resources to provide the highest
standard of protection possible (NFPA 1720)as well as the maximum economic benefit through
reduced insurance rates.
Provide recommendations of future improvements to fire services that would provide possible
improvements in insurance protection gradings for the communities. Explore the benefits of
enhancement of mutual aid and automatic aid agreements, cross training, dispatch protocols, and
other area to increase overall effectiveness.
Review and provide recommendations on increasing the level of Municipal support to the fire
services in the area of GIS mapping, records management, consolidated purchasing of goods and
services, etc. and enhancing the role of the Fire Services Coordinator position to provide
additional operational and administrative support. Provide recommendations on Municipal
involvement in the generation of possible by laws involving fire Department access requirements,
road development and maintenance and water supply.
4.Provide measurable targets and quantifiable areas for ongoing improvement in efficiency and
effectiveness.
Sector Opportunity Assessment
Objectives-Sector Strategy•Focus on Growing MODC’s Economic Sectors•Objective: The Municipality will work with existing businesses and industrial sector partners to assist in promotion of select sectors in order to grow, strengthen and expand the MODC’s business community.
Objective - Today•Council feedback and buy-in on proposed target sectors and industry consultation plan
Key Messages•A prosperous future won’t simply be handed to us•We cannot assume investors know what we have to offer•Leverage and build upon existing strengths and assets•Set measurable goals and objectives•Make adjustments when necessary•We have limited funds and resources – need to focus efforts•Alignment and collaboration = critical to our success•Built on the foundation of past strategies and reports
Methodology•Quantitative: What does that data tell us? •Qualitative: What have we learned about Chester Municipality’s strengths and opportunities? •Strategic Alignment: What relationships will influence opportunities going forward?
Target Sectors IdentifiedPreliminary – still to be vetted via council and stakeholders:•Green Industry (Kaizer Meadow)•Industrial Development (Kaizer Meadow)•Construction - Residential / Commercial•Arts, Entertainment, and Recreation•Niche Manufacturing (Primary Industry Value Added)•Business Services
Why Green?•MOC and Sustane Partnership at Kaizer Meadow•South Canoe Wind Farm in New Ross•Wind Tower Turbine at Kaizer Meadow•Access to and potential for reuse of resources, such as landfill gas / methane, biomass, organic waste, construction waste, etc. •Received funding through ICCI to investigate FDI opportunities for this sector •Solar is happening all around us – collaboration opportunity
Why Industrial?•Kaizer Meadow•Not located near conflicting land uses, which is beneficial for businesses seeking sites that require large lots for outdoor storage, involve activities that generate noise, odour, heavy truck traffic, or industrial wastes. I.e. Rainbow Net and Rigging•Already zoned for heavy industrial businesses•While heavy industrial land may not often be in high demand, when it is, it is hard to find. •Border HRM – location and land availability •Potential to tap into Ocean industrial activity – current marine related industrial businesses already located here
Why Construction?•Strong workforce in the area of skilled trades - higher concentration when compared to Lunenburg Co. as a whole, Kings Co. and the province as a whole•High concentration of existing businesses in the construction sector •Room for growth – no large commercial contractor, supply chain opportunities, etc. •Between July 2017 and April 2018, the Atlantic economy created more than 16,000 jobs. Employment grew 1.5 per cent, better than the national average of 0.9 percent. During this period, almost 11,000 jobs were created in services-producing sectors, mainly in accommodation and food services, and over 5,000 in goods-producing sectors, mainly in the construction sector. Atlantic Growth Strategy
Why Arts / Entertainment / Recreation?•Wide variety of assets already in place – world class sailing opportunities, recreational facilities, hiking/cycling trails, theatre, art centers, museums, markets, craft production, niche food and beverage production•Immediately adjacent to largest population centre in Atlantic Canada•Strong workforce identified this sector – higher concentration when compared to Lunenburg Co. as a whole, Kings Co. Hants Co. and the province as a whole•High concentration of existing businesses operating in this sector
Why Niche Manufacturing?•Sectors such as fishery and forestry are important employers and have many participants who operate small businesses or are self-employed in the Municipality of Chester. •Sectors are in transition leading to diversification of operations which creates demand for greater services, infrastructure and new products in need of development support.
Why Business Services?•Strong industry concentration already existing in the Municipality of Chester – engineers, accountants, lawyers, real estate, •Highly educated, skilled workforce, relatively lower cost•Strategically located – close to HRM•Emergence of mobile, remote, working arrangements makes the Municipality of Chester an attractive destination to establish this sector in. •Received funding through ICCI to investigate FDI opportunities for this sector
Next Step•Industry consultation•A single 2-hour facilitated session with invitation to the following external stakeholders: •Business associations: Chester Municipal Chamber of Commerce, Hubbards and Area Business Association, Chester Merchants, New Ross Regional Development Society, Western Shore Area Improvement Association•Acadia First Nation and Sipekne’katik/Shubencadie First Nation•Key companies from target sectors
Green Industry
Rationale
Nova Scotia has a wealth of untapped opportunity through its supply of and access to a wide variety of
renewable and reusable resources. Tidal, wind, solar, biofuels, and organic waste technologies are
currently being developed in Nova Scotia. MODC has the potential to build on its success in this sector
with the development of Kaizer Meadow, Sustane Technologies, and the expansion of the harvesting
and use of renewable energy in the area.
Strategic Alignment
Green Industry aligns with:
• ACOA Atlantic Growth Strategy
• Chester Business Park Feasibility
• Chester ICSP
• Chester SWOT
• Invest Canada Community Initiatives
• Lunenburg-Queens Workforce Advantage
• MODC Climate Change
• MODC Economic Development Plan
• NSBI
Opportunities Challenges
• Kaizer Meadow industrial development
• Partnership with Sustane Technologies
• Plentiful supply of renewable wind, solar,
biofuel, and waste resources
• Significant green industry research and
development capacity in NS
• NS Environment plans to increase the
diversion of designated materials from
landfills and support the creation of value-
added products
• Labour market constraints / demographic
challenges
• High investment / start-up costs
• Although most support renewable energy,
there can be resistance to renewable energy
development in local community (i.e. not in
my backyard).
Supporting Metrics
• Canadian investment in clean energy sector increasing - $862 first half of 2018
• NS set goal of sourcing 40% of electricity from green sources by 2020
• High to moderate location quotient versus major
Related Sector (NAICS) Location Quotient
Comparator Location Lunenburg Co. Kings Co. Hants Co. Nova Scotia
Waste Management / Remediation
services 0.88 1.05 0.83 0.94
Manufacturing 0.75 1.18 1.36 1.51
Utilities 1.73 3.72 1.46 1.32
■ – More employment than required in Chester vs comparator jurisdiction
■ – Sufficient employment in Chester vs comparator jurisdiction
Location quotient (LQ) is an economic metric that provides an indication as to whether Chester is
employing enough workers in a particular sector as compared to similar counties and the province as a
whole.
Industrial Development
Rationale
Reports of shortages of industrially zoned land in HRM could present an opportunity for MODC. Being an
adjacent municipality to HRM positions MODC to take advantage of location and land availability to
contribute to some potential large-scale economic activity taking place in HRM. In particular the
National Shipbuilding Procurement Strategy under the Artic Offshore Patrol Ships (AOPS) project which
is estimated to generate billions of dollars in economic activity in Nova Scotia over the next ten years.
Already at least one Chester based firm has been an active participant in the supply chain related to the
program. The prime contractor is JD Irving; also, there are numerous main sub-contractors many of
whom could be targets of marketing information that provides a business case for locating in MODC on
industrial zone land.
Strategic Alignment
Industrial Development aligns with:
• ACOA
• Chester Business Park Feasibility Study
• Chester ICSP
• Chester SWOT
• Lunenburg-Queens Workforce Advantage
• MODC Economic Development Plan
• NSBI
Opportunities Challenges
• Ocean Supercluster (OS) investing in
industrial, technical, and scientific innovation
in marine industries
• National Shipbuilding Strategy (NSS) investing
in marine industry through construction of
navy and coast guard ships.
• Attract marine industry suppliers,
manufacturers, innovators that could benefit
from OS / NS
• Industrial land zoning in place, significant
vacant land available
• Aging, declining working age population can
lead to labour shortages / unwillingness to
relocate outside HRM
• Demand for industrial / business park land is
generally low in NS
• Industrial land prices competitive outside
HRM – required to be low to attract business
but potentially economically unfeasible for the
MODC
• Lack of available municipal water and sewer
Supporting Metrics
• NSS obligated to invest in domestic marine industry - $355 million awarded to SMEs 2012 to 2015.
• Government investing $153 million in Atlantic Canada OS directed at small, medium-sized and large
companies in the oceans sector.
• In 2017, sales of Nova Scotia’s manufacturing sector totalled over $8 billion
• High to moderate location quotient versus major comparator districts
Location Quotient
Comparator Location Lunenburg Co. Kings Co. Hants Co. Nova Scotia
Manufacturing 0.75 1.18 1.36 1.51
■ – More employment than required in Chester vs comparator jurisdiction
■ – Sufficient employment in Chester vs comparator jurisdiction
Location quotient (LQ) is an economic metric that provides an indication as to whether Chester is
employing enough workers in a particular sector as compared to similar counties and the province as a
whole.
Construction
Rationale
Availability of appropriate housing is a key component of a community that will attract new residents.
This is especially important as related to attracting a demographic below 55 years of age who
encompass both young creative talent and knowledge workers. And for older residents it is essential to
offer appropriate housing options to suit active lifestyles or in-home support. Currently the Municipality
has a strong workforce in the area of skilled trades. Many of those with such trades travel outside the
municipality for work. This workforce should be the basis of developing a stronger building industry
locally based. An industry that could take on both residential and commercial style projects. Mixed use
developments are also a key feature associated with place economics.
Strategic Alignment
Construction aligns with:
• Chester Business Park Feasibility • MODC Climate Change
Opportunities Challenges
• Strong local wood supply chain
• Renovation work, the dominant source of
residential construction demand, continues
to rise steadily
• Labour supply
• Older age demographics and slowing
population growth contribute to a projected
downward trend in new homebuilding after
2020
Supporting Metrics
• Currently 56 companies classified as building and construction in MODC (2nd highest
concentration)
• Construction companies account for 11.3% of businesses registered in the MODC (4th highest
concentration)
• The current housing cycle is expected to extend through 2020, maintaining housing starts near
4,000 units per year
• Residential labour markets strengthened in 2018 due to modest increases in both new housing
and renovation activity
• High location quotient versus most major comparator jurisdictions
Location Quotient
Comparator Location Lunenburg Co. Kings Co. Hants Co. Nova Scotia
Construction 1.31 1.57 0.94 1.50
■ – More employment than required in Chester vs comparator jurisdiction
■ – Sufficient employment in Chester vs comparator jurisdiction
Location quotient (LQ) is an economic metric that provides an indication as to whether Chester is
employing enough workers in a particular sector as compared to similar counties and the province as a
whole.
Arts, Culture, and Recreation
Rationale
The availability of high-quality opportunities for leisure, arts and culture has been identified as critical
community assets that serve to attract virtually all demographics. Chester is blessed with a wide variety
of such assets already in place – world class sailing opportunities, recreational facilities, hiking and
cycling trails – theatre, art centres, museums, markets, craft production, niche food and beverage
production and so on. Marketing can be two pronged – market what we have and market opportunities
to provide such services in a municipality that is immediately adjacent to the largest population centre
in Atlantic Canada. Under this sector the Tourism sector could be added as a sub sector or Tourism could
be treated as a standalone sector.
Strategic Alignment
Arts, Culture, and Recreation aligns with:
• ACOA
• Chester Business Park Feasibility
• Chester Go-to-Market Plan
• Chester ICSP
• Chester SWOT
• Communities, Culture and Heritage Culture
Strategy
• MODC Economic Development Plan
• Tourism Chester Initiative
Opportunities Challenges
• NS invested more than $56 million to
support the culture and creative sector in
2016
• Relatively high concentration of arts and
culture workers
• Chester’s draw as tourist destination helps
support arts and culture sector
• Proximity to HRM expands potential market
• Chester tourist market generally limited to
summer months
• Perception that arts and culture occupations
yield low wages and salaries leading to fewer
people entering industry
Supporting Metrics
• Arts, culture, and heritage operations are 5th highest concentration of businesses in MODC,
followed by recreation businesses at 6th
• Arts, culture, heritage and recreation combine to account for 40 businesses in MODC
• The culture sector generated $871 million in GDP (2.3% of total GDP) in NS in 2016
• 13,719 people were employed in culture-related jobs in NS in 2016 – a 4.9% increase from 2015
• Sport and recreation GDP totalled $152 million in NS in 2016
• High location quotient versus major comparator districts
Location Quotient
Comparator Location Lunenburg Co. Kings Co. Hants Co. Nova Scotia
Chester Arts, Entertainment, Recreation 1.47 2.08 1.86 1.57
■ – More employment than required in Chester vs comparator jurisdiction
Location quotient (LQ) is an economic metric that provides an indication as to whether Chester is
employing enough workers in a particular sector as compared to similar counties and the province as a
whole.
Niche Manufacturing / Value-added
Rationale
Momentum is building in the province around the manufacturing of niche, high-value products derived
from locally sourced inputs. Large manufacturers in the value-added forest products industry are
significant employers and have well-developed export markets. Small value-added industries focused on
niche products such as beer, cider, wine, and spirits are expanding production in communities across the
province.
Strategic Alignment
Niche Manufacturing / Value added aligns with:
• ACOA
• Chester Business Park Feasibility Study
• Chester ICSP
• Chester SWOT
• Lunenburg-Queens Workforce Advantage
• MODC Economic Development Plan
• NSBI
Opportunities Challenges
• Significant growth in beer, cider, wine, and
spirits
• Niche agricultural products (Christmas trees,
wreaths, bioproducts)
• Specialty food (smoked salmon, haskap
products)
• Potential to develop niche forest products –
• Export opportunities emerging in wood /
agricultural fibre bioproducts
• Small scale of local market
• High costs associated with accessing export
markets
• Local market constraints / demographic
challenges
• Increasingly high competition in niche food,
beverages sector
Supporting Metrics
• In 2017, sales of Nova Scotia’s manufacturing sector totalled over $8 billion
• Food manufacturing accounted for 7% ($463 million) of all goods-producing GDP in NS in 2017
• Breweries and wineries / distilleries produced a combined $50 million in GDP in NS in 2017
• High to moderate location quotient versus major comparator districts
Location Quotient
Comparator Location Lunenburg Co. Kings Co. Hants Co. Nova Scotia
Agriculture, forestry, fishing, hunting 1.15 1.05 2.03 1.66
Manufacturing 0.75 1.18 1.36 1.51
■ – More employment than required in Chester vs comparator jurisdiction
■ – Sufficient employment in Chester vs comparator jurisdiction
Location quotient (LQ) is an economic metric that provides an indication as to whether Chester is
employing enough workers in a particular sector as compared to similar counties and the province as a
whole.
Business Services
Rationale
The business services sector includes services such as office administration, legal, management,
accounting, and others. Due to the small number of business services operations in the MODC, it can be
assumed that many residents and local businesses currently procure most of these services from outside
the local area. Many of the providers of these services that are locally available are approaching
retirement. The emergence of mobile, remote working arrangements makes the MODC an attractive
destination to establish this sector in.
Strategic Alignment
Business Services aligns with:
• Chester Business Park Feasibility
• Chester SWOT
• Greater Halifax Partnership
• Invest Canada-Community Initiatives
• Lunenburg-Queens Workforce Advantage
• MODC Climate Change
• MODC Economic Development Plan
• NSBI
Opportunities Challenges
• Potential to attract finance / ICT back office
operations
• Highly educated, skilled, relatively low-cost
workforce
• Strategically located - close to HRM, global
time zone advantage.
• High-speed broadband internet services not
available to all MODC
• Competition from lower cost overseas
jurisdictions
• Attracting younger workers from urban
centres to MODC
Supporting Metrics
• Professional services 3rd highest concentration of businesses in MODC (14.1%); financial services
5th (7.2%)
• Combined financial services / ICT workforce in NS totaled 40,000 in 2017
• NS is ranked 4th lowest corporate operating cost among 94 North American cities
• Canadian financial services exports more than doubled from 2005 to 2015 reaching $11.7 billion
• High to moderate location quotient in related sectors versus major comparator jurisdictions
Economic Sector (NAICS) Location Quotient
Comparator Location Lunenburg Co. Kings Co. Hants Co. Nova Scotia
Finance and insurance 1.16 1.09 0.94 0.78
Real estate and rental and leasing 0.94 1.02 0.84 0.76
Professional, scientific and technical
services 1.30 1.60 1.07 1.02
Management of companies and
enterprises - 3.02 2.92 1.52
■ – More employment than required in Chester vs comparator jurisdiction
■ – Sufficient employment in Chester vs comparator jurisdiction
Location quotient (LQ) is an economic metric that provides an indication as to whether Chester is
employing enough workers in a particular sector as compared to similar counties and the province as a
whole.
Chester Sector Analysis Consultation Plan
Purpose: To validate the work done to define sectors that can be targeted for marketing
activity.
Format:
o Initial results of sector analysis will be presented and reviewed.
o A facilitated discussion will be conducted to both validate findings and
seek additional input from stakeholders. Potential questions could include:
▪ What has been over looked?
▪ Anything not relevant for marketing purposes?
▪ What is momentum of these sectors?
▪ How could they be marketed?
▪ What role could the Municipality play?
With Whom:
External Stakeholders:
▪ Business associations: Chester Municipal Chamber of Commerce,
Hubbards and Area Business Association, Chester Merchants, New Ross
Regional Development Society, Western Shore Area Improvement
Association
▪ Acadia First Nation and Sipekne’katik/Shubencadie First Nation
▪ Key companies from target sectors
Internal Stakeholders:
▪ Council
▪ Tara Maguire, Director of Community Development
▪ Dan McDougall, CAO
▪ Erin Lowe, EDO
Timing:
A single two hour evening session.
RE QUEST FOR DECISION
Prepared By:Malcolm Pitman, CPA, CA, Director
of Finance
Date February 21, 2019
Reviewed By:Dan McDougall, CAO Date February 28, 2019
Authorized By:Dan McDougall, CAO Date February 28, 2019
CURRENT SITUATION
The budgeting process is underway,but it will not be completed by April 1st. The 2018-19 budget was
approved on May 10, 2018 and we are behind that schedule for 2019 -20. Certain capital projects are adversely
affected by having their start date delayed until the full budget is approved.
RECOM MENDATION
Recommend that pre-budget approval be given for the following 2019-20 capital projects.
Name Description Amount Reason for pre-approval Funding
3/4 Tonne Truck -
Providing efficient service to
the park users such as Sustane,
and ensuring the roadways are
safe staff and public.
This truck replaces the 2009 3/4
Tonne that is used for plowing
with a 1 tonne truck. This change
in truck size relates to the service
provided, reuse of existing plow
and sander, as well as providing
duplicity of equipment, as we
anticipate increase in services.
55,000 When late replacing trucks
the operational budget is
negatively impacted.
Debt
Second Tower Site (Valley)The completion of the
infrastructure associated with the
project to guarantee regulatory
compliance and address high
nitrite levels for future
90,000 This project was originally
budgeted in 2018/19 and
is partially completed,
therefore we need to bring
this project forward to
2019/20.
Debt
Chlorine Contact
Chamber (not valley)
The contact chamber will control
potential overflows from severe
weather events. Environmental
protection by protecting sewer
ponds from possible breach.
30,000 This project was originally
budgeted in 2018/19 and
we need to bring this
project forward to 2019/20.
Garbage
collection &
disposal area
rate
Joint Bldg Inspection
software -This will allow
inspectors and front line
staff to accesss files,
schedule inspectors and
manage permits between
departments.
Purchase of software to support
sharing of building and fire
inspection services with partners.
Laserfiche (Records Mgt.
Software)-$ 30,000
Permit Tracking -$70,000
Inspection Scheduling -$15,000
115,000 Work currently underway
to prepare for the
purchase.
$73,494 other
mun. units;
$40,606
general
revenue
REPORT TO:Committee of the Whole
SUBMITTED BY:Finance Department
DATE:March 7,2019
SUBJECT:Pre-budget Capital Project Approval
ORIGIN:2019-20 Budget
2 Request For
Joint Bldg Inspection
software -This will allow
inspectors and front line
staff to accesss files,
schedule inspectors and
manage permits between
departments.
Manhole Repairs &
Infiltration Reduction -
Improve wastewater treatment,
reduce the cost of pump
wastewater and reduce the
potential for overflows and the
release of untreated
wastewater into the
environment.
Based on the review of previous
reports (i.e. videoing and
inspections), a work plan will be
developed to repair
manholes/collection system
piping to reduce infiltration
(groundwater entering the
system through defects in
sewer), as well as investigate and
possibly reduce sources of inflow
(groundwater entering the
system through inappropriate
connections).
50,000 To get a jump start on
construction season and
possibly focus on Mill Cove
Sewer area
rate
Municipal Building
Improvements & Repairs
A number of repairs are planned
-new metal roof complete with
chimney repairs, new
siding/windows to replace rotten
siding on main office.
Additionally, construct a
vestibule, improve side entrances
and investigate improvements to
HVAC system in the annex.
275,000 To get a jump start on
construction season and
secure a contractor for re-
siding and roofing.Will not
pre-approval for all the
funds to get a jump start
on the season.
Operating
Reserve
Boat Launches -Deep
Cove & Borgels Pt
Boat launch -Repairs to Deep
Cove in 2019, to extend length
to improve use.Floats -Repairs
to Borgels Point since the
structure is falling apart and not
well supported
35,000 To be prepared for the
start of the boating season
Operating
Revenue
Resource Centre –Roof`New Ross 25,000 The roof is aged and has
leaked in the past. It needs
replacement.
Operating
Revenue
Fire Protection System -
Pump house rehabilitation
(Mill Cove)
Council directed to proceed with
Option # 1, refurbishment /
rehabilitation of existing pump
house, reservoirs and
distribution system, repair
distribution system 1 km) over
several years, not factoring in
extensions
850,000 To continue to work on
option 1 as directed. The
pump house and reservoirs
are very old and have
reached the end of their
design life and require
rehabilitation and or
replacement.
Debt
Total 1,525,000
3 Request For
BACKGROUND
Council has normally given pre-budget approval to specific capital projects that benefit from an early approval
to allow a head start on the project. Last year capital projects given pre -budget approval were discussed at
Committee of the Whole on February 15, 2018 and approved by Council on February 22, 2018.
DISCUSSION
Any capital projects given pre-budget approval will allow staff the opportunity to either start planning for the
2019/20 expenditure in the last couple of months 2018/19 by securing firms/contractors to do the work or
continue working on 2018/19 projects that are not yet completed.
This list is in addition to the request for pre-budget approval for one capital project that was on Council’s
February 28, 2019 agenda.
IMPLICATIONS
Policy –n/a
Financial/Budgetary
Any capital project given pre-budget approval will be considered as a commitment by Council to do this
project in 2019-20.
Environmental –n/a
Strategic Plan –n/a
Work Program Implications
Staff will start planning for the 2019/20 expenditure in the last couple of months 2018/19 by securing
firms/contractors to do the work
OPTIONS1.Approve the pre-budget approval list as presented.2.Approve the pre-budget approval list with amendments.3.Do not approve.
ATTACHMENTS
COMMUNICATIO NS (INTERNAL/EXTERNA L)
Internal –n/a
External-n/a
REQUEST FOR DECISION
Prepared By:Garth Sturtevant, Senior Planner Date February 27, 2019
Reviewed By:Tara Maguire, Director Date February 27, 2019
Authorized By:Dan McDougall, CAO Date February 27,2019
CURRENT SITUATION
A letter (attached) and application fees (receipt attached) have been received from Tristan Mills, who is
seeking an amendment to the Chester Village Secondary Planning Strategy and Land Use By -law. The
specific request is seeking amendments to policy and regulations for the Marine Industrial Zone to permit
new residential uses through a Development Agreement. Currently the Marine Industrial Zone does not
permit new residential uses.
The letter is also requesting, pending approval of the Planning Strategy Amendment, to enter into a
Development Agreement for 219 Victoria Street, to permit the construction of one single unit, and two
two-unit dwellings to be constructed, each on their own lot (Note: subdivision approval will be required as
the property is currently one lot). The letter requests flexibility in determining a setback from the ocean
and proposes consideration of armouring and retaining walls, in combination with a vertical setback, as a
possible mechanism to justify construction in closer proximity to the ocean than is currently permitted in
other Chester Village zones.
BACKGR OUND
Mr. Mills has previously been unsuccessful in applying for a rezoning of the property to reduce or remove
the Marine Industrial Zone and replace it with the Central Village Residential Zone. This request was
ultimately rejected by Council. Mr. Mills has proposed this new approach as an alternate method to
develop the property in his vision, while seeking to address some concerns expressed during discussion of
the rezoning request, including the perception of setting a precedent to rezone M arine Industrial
properties, and concern with the existing policies for rezoning lands along the ocean (the SPS currently
states that as lands are rezoned, they should become Waterfront Residential, which conflicted directly
with the rezoning request from Mr. Mills.
OPTIONS
1.Direct staff to prepare a staff report for consideration and a recommendation by the Village Area
Advisory Committee, staff would schedule a Public Information Meeting in advance of the VAAC
meeting to outline the proposal and hear comm ents and concerns from the public which could then
be discussed with VAAC;
2.Defer the request to be considered as part of the Chester Village Plan Review;
3.Reject the request to amend the Chester Village Secondary Planning Strategy.
REPORT TO:Municipal Council
SUBMITTED BY:Community Development Department
DATE:March 7, 2019
SUBJECT:SPS Amendment & Development
Agreement Request
ORIGIN:Tristan Mills -Applicant
2 Request For Decision /Direction
ATTACHMENTS
Letter of Application (email) from Tristan Mills
Receipt (SPS Amendment & Development Agreement)