HomeMy Public PortalAbout2019-11-21_COW_FHCS_Public Agenda Package (new addition - 8.2 - previously added 5.3 and 8.1)Page 1 of 2 of Agenda Cover Page(s)
Committee of the W hole
AGENDA
Thursday,November 21, 2019
Forest Heights Community School
Time: 9:15 a.m.
847 Highway 12, Chester Basin, NS
1.MEETING CALLED TO ORDER.
2.APPROVAL OF AGENDA/ORDER OF BUSINESS.
3.PUBLIC INPUT SESSION (9:15 A.M.–9:30 A.M.)
4.MINUTES OF PREVIOUS MEETING
4.1.Committee of the Whole –October 24, 2019
5.MATTERS ARISING
5.1 Presentation/Update from FHCS Environment Club (appointment at 9:30 a.m.)
5.2 Presentation of Grant cheque to FHCS Students –Warden Webber
6.POLICY DEVELOPMENT/REVIEW
6.1 Request for Decision prepared by Information Services Department regarding
Information Access and Protection Policy P-90.
7.CORRESPONDENCE
8.NEW BUSINESS
8.1 Tourism 2020 Workplan presented by Heather Hennigar, Economic Development
9.IN CAMERA
Officer and Stephanie Beaumont, Tourism Team.
5.3 Presentation from Fire Services Coordinator regarding Summary of Phase 1
findings for the Fire Risk Assessment Study.
10.ADJOURNMENT
Page 2 of 2
APPOINTMENTS
9:15 a.m.Introduction of Spirit Council Student Members.
9:30 a.m.FHCS Environment Club regarding update.
REQUEST FOR DECISION -DIRECTION
Prepared By:Cliff Gall, Director of Information
Services
Date October 2, 2019
Reviewed By:Committee of the Whole Date
Authorized By:Dan McDougall, CAO Date November 15, 2019
CURRENT SITUATION
Over the last year there has been an increase in ransomware attacks on local government IT
assets. These attempts are part of a growing need to protect information assets that the
Municipality has custody of. The Information Access & Protection Policy will provide the
framework for the Municipality to:
Identify and protect its data, records, and information technology assets;
Detect physical and cyber threats; and respond and recover from information security
and privacy breech incidents immediately whenever they occur;
Specify the technology and information asset types that must be protected and
information security risks that must be mitigated; and
Outline the Municipality’s roles and responsibilities for information governance.
RECOMMENDATION
1.That the Committee of the Whole review the proposed P-(90)Information Access &
Protection Policy outlined in this Request for Decision and captured in the
accompanying draft version of the policy, and make a Motion recommending Council
adopt the policy.
BACKGROUND
The proposed policy work presented here is part of the workplan identified by Council in the
Municipality’s 2019-20 Strategic Priorities Chart.
A reminder that, in terms of due process, the Municipal Government Act, Section 48(1) states
that: “Before a policy is passed, amended or repealed the council shall give at least seven
days’ notice to all council members.”
REPORT TO:Municipal Council
SUBMITTED BY:Cliff Gall, Director of Information Services
DATE:2019-11-21
SUBJECT:Information Access & Protection Policy
ORIGIN:Strategic Priorities
2 Request for Decision-Direction
DISCUSSION
The Policy will ensure that the appropriate risk mitigation guidelines are developed,
implemented, and maintained for:
1.Access control: Users present unique and untransferable credentials to access
Municipal systems or information.
2.Data collection, use, and retention: Data is collected, used,and retained only when:
a.Required for operations;
b.There is a duty to document; or
c.Mandated by enactment
3.Data protection and loss prevention: Sensitive data is identified, monitored, and
logged to prevent intrusion, leaks, or theft.
4.Disaster recovery and business continuity: Essential systems and data can be
recovered to resume and continue operations following a natural, accidental,or
malicious disruption in service.
5.Endpoint protection and security: Network devices are identified, monitored, and
secured.
6.Information and privacy breach: Information security and privacy breach incidents are
reported, investigated, and remediated.
7.User awareness and education: Users are aware of and practice secure work habits
and are routinely trained to recognize and respond to cyberattacks.
8.Vulnerability discovery and remediation: Cyber risks are proactively assessed by
identifying, classifying, and mitigating IT system threats and vulnerabilities.
IMPLICATIONS
Policy
Adopt P-(90) Information Access & Protection Policy
Financial/Budgetary
N/A
Environmental
N/A
Strategic Plan
Policy development supports the following components of the Strategic Plan:
Continually improve public satisfaction with municipal services
Continually reinforce the positive image of the Municipality through leadership in
public engagement and communication.
3 Request for Decision-Direction
Work Program
Covered under baseline operations.
OPTIO NS
1.Propose a Motion that recommends Council adopt the Information Access &
Protection Policy as presented.
OR
2.Direct staff to further review P-(90) Information Access & Protection Policy following
questions or comments made during Committee of the Whole’s review.
ATTACHMENT
P-(90) Information Access & Protection Policy
COMMUNICATIONS (INTE RNAL/EXTERNAL)
N/A
First Notice –Council -Page 1 of 6
Second Notice –Council -
Effective –
Municipality of the District of Chester
Information
Access and
Protection Policy
Policy P-90
Effective Date:
Information Access & Protection Policy P-90 (continued)
MUNICIPALITY OF THE DISTRICT OF CHESTER
POLICY P-90
INFORMATION ACCESS AND PROTECTION POLICY
1.PURPOSE
1.1.The Municipality of the District of Chester is responsible for protecting information as an
asset.Recognizing that there are risks associated with users accessing and handling
information to conduct municipal business, the Information Access and Protection
Policy commits the Municipality to develop and implement all necessary protocols and
guidelines for maintaining the availability,quality,confidentiality, and privacy of
information under its custody and control.As a result, this policy:
1.1.1.Provides the framework for the Municipality to:
Identify and protect its data, records, and information technology assets;
Detect physical and cyber threats; and respond and recover from information
security and privacy breach incidents immediately whenever they occur;
Specify the technology and information asset types that must be protected
and information security risks that must be mitigated; and
Outline the Municipality’s roles and responsibilities for information
governance.
2.DEFINITIONS
2.1.“Access Control” is the process by which users are granted access and usage
privileges to Municipal information systems and resources. This includes the
authorization, authentication,and audit of the access granted.
2.2.“Business Continuity” is the ability to keep critical operations within the Municipality
functioning during and after a disaster through a variety of coordinated business and
emergency measure responses,including disaster recovery.
2.3.“CAO” means the Chief Administrative Officer, or her/his designate.
2.4.“Council” means the elected officials that make up the Council of the Municipality of the
District of Chester.
2.5.“Disaster Recovery” protects the Municipality’s information assets from the negative
consequences of cyberattacks, natural disasters,or device failures. This includes
strategies to restore information systems and data needed for business continuity.
Information Access & Protection Policy P-90 (continued)
2.6.“Endpoint Protection”refers to applications,services,and systems used for securing
individual workstations, tablets, cellphones,and copiers that connect to the Municipal
network.This includes installing and managing specialized software such as antivirus,
antispyware, firewall,and host intrusion protection systems.
2.7.“Information Technology Assets” are components of the Municipality’s systems and
network infrastructure comprised of:
2.7.1.Computer Hardware: servers, personal computers, peripheral devices,
and tablets.
2.7.2.System Software: operating systems, database management systems, backup
and restore software.
2.7.3.Application Software: custom written software applications, and commercial off
the shelf software packages used by departments within the Municipality.
2.7.4.Communications Hardware and Software: routers, switches, firewalls, private
lines, desk phones, mobile devices, CCTV systems, and associated network
management software and tools.
2.7.5.Physical Storage:offsite file storage lockers, onsite file rooms,and office file
cabinets.
2.8.“Municipality” means the Municipality of the District of Chester.
3.POLICY STATEMENTS
3.1.All users of the Municipality’s system are obligated to protect information technology
and data assets from unauthorized access, loss, damage,and destruction.
3.2.This policy ensures that the appropriate risk mitigation protocols and guidelines are
developed, implemented,and maintained for:
3.2.1.Access control:Users present unique and untransferable credentials to access
Municipal systems or information.
3.2.2.Data collection, use,and retention:Data is collected, used,and retained only
when:
required for operations.
there is a duty to document; or
Information Access & Protection Policy P-90 (continued)
mandated by enactment.
3.2.3.Data protection and loss prevention:Sensitive data is identified,monitored,
and logged to prevent intrusion, leaks,or theft.
3.2.4.Disaster recovery and business continuity:Essential systems and data can
be recovered to resume and continue operations following a natural, accidental,or
malicious disruption in service.
3.2.5.Endpoint protection and security:Network devices are identified, monitored,
and secured.
3.2.6.Information and privacy breach:Information security and privacy breach
incidents are reported,investigated,and remediated.
3.2.7.User awareness and education:Users are aware of and practice secure work
habits and are routinely trained to recognize and respond to cyberattacks.
3.2.8.Vulnerability discovery and remediation:Cyber risks are proactively assessed
by identifying, classifying,and mitigating IT system threats and vulnerabilities.
4.GUIDING PRINCIPLES AND VALUES
4.1.The Municipality of the District of Chester is the custodian of extensive information
holdings and relies on its information assets to provide effective service delivery, meet
fiscal obligations,and ensure legal compliance.The Municipality is required to protect
the confidentiality, integrity,and availability of the information assets in its care and
must be fully accountable to the public by ensuring authorized access to information
while preventing unauthorized collection, use,or disclosure.
4.2.Non-compliance with this policy could have a significant effect on the efficient operation
of the Municipality and may result in financial loss, loss of reputation, and an inability to
provide necessary services to our residents.
4.3.All internal protocols and guidelines will be authorized and approved by the CAO or
designate as required.
5.RELATED DOCUMENTATION
Information Access & Protection Policy P-90 (continued)
The following is related legislation, regulations, by-laws, resolutions, policies, and other
documentation that support this policy.
Document Name Document Type
Municipal Government Act, Part XX Provincial Legislation
Personal Information International Disclosure Protection Act Provincial Legislation
Records Management Policy P-78 Municipal Policy
Routine Access Policy P-70 Municipal Policy
Surveillance Policy P-50 Municipal Policy
6.REVIEW REQUIREMENTS
The Responsible Officer will lead a review of this policy at the direction of the CAO or
Council.Any recommendations for amendments or repeal must also be authorized by
Council. Amendments must be captured in the Version Log below.Note any former
policies replaced by a new or amended policy under ‘Amendment Description’, when
applicable.
Version
Number
Amendment
Description
Consulted Accountable Approval Date
2019 Policy created in
2019
Records
Management &
Quality Control
Coordinator;
Strategic
Initiatives
Coordinator;
CAO
Director of
Information
Services
##
Information Access & Protection Policy P-90 (continued)
Annotation for Official Policy Book
Reason for Amendment
Notice of Intention to Adopt
Date of First Notice at Council
Date of Second Notice at
Council
Effective Date
I certify that this Policy was approved by Council as indicated above.
_______________________________________
Pamela M. Myra, Municipal Clerk Date
INFORMATION REPORT
Prepared By:Stephanie Beaumont Date November 6,2019
Reviewed By:Heather Hennigar Date November 10, 2019
Authorized By:Tara Maguire Date November 18, 2019
CURRENT SITUATION
On October 24, 2019 Tourism Staff presented a debrief on the Summer Tourism Season. There are some
modifications that need to happen to improve our tourism offering and Council acknowledged Tourism
staff would come back with options and recommendations for expanding the program.
BACKGROUND
Objectives of Tourism Chester:
Meet the demands of today’s traveler with emphasis on:
o Digital media (website and social media) for visitors pre-planning and pre-booking
through the Internet, and
o Face-to-face interaction once they arrive
Extend our tourism season
Provide outreach to all communities and their visitors
As we enter our second full year of building Tourism here in the Municipality of Chester (MOC) we do so
with a better appreciation of our program elements -recognizing what worked well, where we faced
challenges and where great opportunities exist for continued growth both in the awareness of all of our
36 communities and ultimately the number of visitors to the Municipality.
2020/2021 Plan:
Hire a Full-time Summer Employee:
o 35 hours/week during peak and shoulder seasons (May -September)
Continue working with our 12 Tourism Ambassadors to act as static locations for tourism
information rather than one, centralized location
Replace the portable kiosk as it is a critical component at events in our communities and their
visitors in peak season.
Replace Ambassador Flags that were damaged during hurricane Dorian
Hire a short-term, contract photographer
Enhance/update website and social media presence
REPORT TO:Municipal Council
SUBMITTED BY:Community Development
DATE:November 21, 2019
SUBJECT:Tourism 2020/2021 Workplan
ORIGIN:Tourism 2020/2021 Budget
2 Information Report
Apply for a grant through Tourism Nova Scotia (TNS) to support efforts made through their
Digital Content Marketing Program
Program Elements
This report will serve to document the current status of each of those elements and then outline our
planned approach to each for 2020. We will also –where change is deemed necessary -outline the
options. Following all of that we will outline any additional program elements we believe will serve to
enhance our offering and serve our goals in this next season.
Program Element:Tourism Ambassador Partnership Program
As was the plan with the Tourism Ambassador approach to servicing visitors, we have teamed up with
businesses (ideally open year-round) which were located throughout the Municipality. The f ollowing
chart will provide team members with months in service throughout year, their locations and their current
inventory of Tourism Chester collateral.
It should be noted this chart reflects the withdrawal of Going Coastal Fine Art & Furnishing from t he
program and Chester’s Cafe taking their spot in the Village of Chester.
As discussed in our 2019 Debrief –given the nature of the Going Coastal business and their “higher the
impulse” price point –the fit was deemed “unsuitable”. The proprietor di d want was to report that being
an Ambassador did indeed bring people into the store having spoken to and helping out a great number
of visitors who came to her shop solely for tourism info –sadly that traffic did not translate into customers
for her business/sales and in the month of September especially –where there was a larger number of
older travellers proved to detract from her business –where she was take away to chat with tourists and
given less attention to her real customers.
Chester’s Cafe was very willing to take up the mantel so the rack and supporting materials have been
moved next door.
The following changes have been made with respect to supporting collateral –the website has been
updated with the new Ambassador details and the Treat Truck decals will be swapped out in advance of
the Chester Tree Lighting on November 29th (which is the next public appearance for the Treat Truck).
Required changes to the ambassador’s map will be outlined in that section .
Ambassadors as of Nov.2019 Location Collateral
Oak Island Resort
(12 months -Jan to Dec)
Western Shore Large Lobby wall rack (existing) 15ft flag*, social
media sign
3 Information Report
Island View Family Restaurant
(9 months –closed Dec to Feb)
Western Shore Brochure Rack,counter topper, social media sign,
pole flag
Chester Basin Petro-Canada
(12 months -Jan to Dec)
Chester Basin Brochure Rack, counter topper, social media sign,
large window cling
New Ross Home Hardware
(12 months -Jan to Dec)
New Ross Brochure Rack, counter topper, social media sign,
large window cling
Ross Farm Museum
(12 months -Jan to Dec)
New Ross Brochure Rack, counter topper, social media sign,
15ft flag
Oceanview Home & Garden
(11months –closed Feb)
Robinson’s Corner Brochure Rack,social media sign, 15ft flag
Station 20 Craft Shoppe &
Museum (Chester Municipal
Heritage Society)
(6 months –May to Oct)
Chester Large built in counter rack (existing), social media
sign, lawn sign and 15ft flag*
Chester’s Cafe
(12 months –Jan to Dec)
Village of Chester Brochure Rack, counter topper, small window
cling, social media sign, 13ft flag
Kiwi Cafe
(12 months –Jan to Dec
Village of Chester Brochure Rack, counter topper, small window
cling, social media sign
Linens for Life Boutique &Tea
Room
(11 months –closed February)
East Chester Brochure Rack, counter topper, social media sign,
lawn sign, 15ft flag*
The Deck Restaurant &
Convenience
(12 months –Jan to Dec)
Blandford Brochure Rack, counter topper, small window
cling, social media sign, exterior sign by road
Aspotogan Heritage Trust
(12 months –Jan to Dec)
Hubbards Brochure Rack, counter topper, social media sign,
15ft flag*
Aspotogan Ridge Golf Course
(6 months –May to Oct)
Fox Point Brochure Rack, counter topper,social media sign,
15ft flag
All racks are in good condition moving into 2020 as are all internal signs. It should be noted, however,
due to theft and damage those flags marked with an asterisk * (a total of 4) will need to be replaced for
the beginning of the 2020 season.
We recommend continuing with these partnerships.
Program Element: Municipality of Chester’s Ambassador Map
4 Information Report
We launched the 2019 season with a Municipality of Chester Ambassador Map –an artistic, whimsical and
friendly map of our entire municipality on one side and a pop out of Chester Village on the other. The
map’s primary function was to clearly illustrate our Tourism Ambassador locations as well as areas and
assets of interest for our visitors.
The map was first launched at the 2019 Saltscapes East Expo where it was very well received and used as a
great tool to illustrate the number of communities that comprise the municipality and naturally our full
court press approach to visitor information.
An initial run of 3000 maps was produced, with a second batch of 3000 delivered for the beginning of July
approximately 1000 maps remain.
Given that Chester’s Cafe is located right next door to Going Coastal the illustrated portion of the map
does not need to be changed. Our plan is to sticker over the legend by hand to accurately reflect the
name of the business to avoid a reprint in the off season while Chester’s has agreed to be an “interim”
ambassador.
While we have received verbal confirmation from all of our other existing Ambassadors that they will
continue through the 2020 season –we will wait until April 30th (the technical end of the 2019 Season) at
which point we’ll either lock Chester’s Cafe or put the call out to replace them with another location in the
Village.
Once the Ambassadors have locked in it is our intent to produce the updated run of our Municipality of
Chester Ambassador Maps to ensure we have them for our first major event in April and likewise the
balance of the season.
Program Element: Seasonal Mobile Ambassador Unit (kiosk, part-time employee May 1st to August
31st)
The Mobile Ambassador element of our program was created to ensure we were able to go where the
action was –connecting with tourists, visitors and locals alike –providing all the personal assistance of the
traditional VIC without the costs associated with a bricks and mortar VIC.
The kiosk was purchased and put into action heavily in the Summer of 2018 and less so (due to staffing
challenges) in 2019.
There’s no denying the pros of the mobile approach –both the strong branded presence and the ability
to relocate throughout the season made for a great way to connect with visitors, take the message to hot
spot locations and get the industry in the province talking.
In the 2018 Season the challenges with the approach were in the mechanics of the kiosk itself –the size,
weight and girth of the unit as well as the limited nature of intended use -meant not only a strain on
5 Information Report
staff to cart, set up and take down but with every set up and take down a wear and tear that went far
beyond the intended use of the kiosk itself.
The start of the 2019 season called for welding to hold the “umbrella” in place as well as a hand sewing
required to secure the tabs to fabric topper. Nothing c ould be done about the dented and scratched
counter tops; however, we did our best to cheat those to the back at set up and cover where possible by
brochures. By the end of the 2019 season more parts were giving way, the umbrella brackets have once
again weakened, and the painted white metal skeleton is showing a sizable amount of chips and rust.
As previously reviewed –the transport, set up and take down required by staff presents several job
requirements that most at that age and pay level can not meet or afford.
While we see the Mobile Ambassador as a key program element to servicing visitors -especially in the
peak summer season of June, July and August -we realize, however, that implementing this element for
the 2020 season will require a replacement of the kiosk (ideally a more streamlined, lightweight and
easier to set up/takedown).
Program Element: Website
As was our mission –where chester.ca provides people with the ‘what’ of our municipality –our
tourismchester.ca site provides the ‘why’people should visit –eat, play, dine, stay in the Municipality of
Chester. As per the current travel trends our focus is on ‘experience’ based travel. Our style is friendly
and approachable and with our goal of 100 experiences by the launch of 2020 we a re confident we’ll be
well on our way to covering the bases for every kind of traveller/visitor.
To ensure we’re on trend our offering is geared to the current “types of traveller” as identified by Tourism
Nova Scotia –they are Authentic Experiencers, Cultural Explorers, Free Spirits, Cultural History Buff,
Personal History Explorer, Gentle Explorer, No -Hassle Traveller, Virtual Traveller and the Rejuvenator. Our
Experience stories will also include those travelling as a family, with friends, as a couple and as a solo
traveler.
The current category breakdown for the tourismchester.ca site includes Experiences ,Events Calendar
Shop, Dine and Stay categories which are designed to be populated by businesses throughout the
municipality.It is up to businesses to take advantage of this free online space.
Since the launch of our website in June of 2018 –much of our imagery has been curated through open
source photography –naturally,wherever possible,we have used Municipal photos,but low quality and
limited imagery have made it challenging.We can use stock photos captured by Tourism Nova Scotia,
however their shots specific to the MOC are very limited.
With our goal of 100 Experiences we would like to include in our plans for 2020 photography at our key
assets (i.e.Castle Rock, beaches), signature events and flagship properties.
Program Element: Social Media (Facebook, Instagram, Twitter and YouTube)
6 Information Report
Our social media strategy has evolved since launching @TourismChester across all platforms –with
limited pick up on twitter (which is in keeping with travellers who tend to be more image and story driven)
–we have focused our efforts on building our audiences on Facebook and Instagram.
Our 50/50 partnership with Tourism Nova Scotia for sponsored ads that ran mid April to early October on
Facebook was very successful in both driving visitors to the site and bu ilding our followers.
We still have LOTS of room to grow and with 2020 will come a concerted effort to use the “stories” feature
on both Instagram and Facebook as viewership is gaining across both platforms –most especially on
Instagram where “stories” are tracking 60% more views than the traditional feed.
More efforts will be made to get folks tagging in 2020 and we’ll link wherever we can to support
operators and businesses within the MOC and in term build awareness.
Program Element: Print Marketing
Our print marketing will remain the same for the 2019/2020 year:
Quarterly ads in Saltscapes Magazine
Doers and Dreamers Magazine
Nova Scotia Visitor Information Centre Digital Signage Network
Program Element: #LOVEwhereyoulive Campaign
This resident’s only campaign is now in its 2nd year and as with any marketing campaign –awareness and
frequency builds on momentum. While 2018 saw the window clings available only to the monthly winners
–2019 allowed for all residents to get a cling and suddenly we’re beginning to see more and more out
there. And likewise, an increase in the #LOVEwhereyoulive hashtag being used in conjunction with social
media posts.
Program Element: Treasure Treat Truck
As noted in our seasonal debrief the Treasure Treat Truck will continue through the 2020 season with
Charles Brown. Our Ambassador Logos will be updated to reflect the team as of November 2020 and will
whenever possible and feasible support our Tourism Chester efforts.
We’re hopeful by the end of 2020 a true movement of residential pride will be underway AND the stories
told by the residents through pictures and posts will serve to support our offering (and our enthusiasm)
across all our social media platforms.
Additional Efforts
7 Information Report
Current travel patterns to Nova Scotia see June to August as the “busy season” but with the beauty of our
fall and the opportunities that exist in the winter –we’ve been working along with the South Shore
Tourism Cooperative (SSTC) to extend the shoulder season and capi talize on what makes this region truly
unique in the winter.
With LOBSTER CRAWL 2019 we created our first official Signature Event for the Municipality of Chester –
For the Love of Lobster –co-hosted through partnership with Oak Island Resort and event t hat included a
municipal vendors market, a Kindred Spirits section and the first ever Lobster Chowder Chowdown
Showdown.
Planning for the 2020 event is already underway –still in partnership with Oak Island Resort –but with a
venue change (due to their renovations) to Forest Heights Community School in Chester Basin. This
venue will provide us double the space of last year’s event –which is a great thing given the interest we’ve
already seen in those wishing to participate.
Tourism Nova Scotia has realized the value of this winter festival and in response to the increased support
-the SSTC has moved to call the now month-long festival -Nova Scotia Lobster Crawl. We have been
working with businesses and community groups throughout the MOC to ensure w e have as many events
as possible and in turn as many stories to tell and reasons for folks to visit –eat, play, dine, stay here in
February –making the MOC a must stop spot along the South Shore for Lobster Crawl 2020. In addition
to a great number of Lobster Roll providers, we also have the only Lobster Boil of the festival set to go at
Charles E. Church park on February 22, lots on the go at Ross Farm Museum with programming every
weekend, plus numerous art shows and exhibits, live music concerts and the a special “Tap, Twirl & Leap
Year” Dance Recital on February 29th with plenty more to come –you can visit lobstercrawl.ca for the
entire schedule.
We see tremendous opportunities to extend our season into the fall as well –building the already busy
September into a truly strong October –as no one owns that month on the South Shore we will move to
build on the momentum established with the Fall in Love with Chester started in 2019 and work to
develop experiences and packages to support our tremendous offering.
We have also cited the value of promotional partnerships among key players in the MOC –and will serve
to foster those opportunities and partnerships wherever we can in 2020. For example, Chester Race Week
intends on creating a true Shore Festival in 2020 and we’ll be working to bring together the Chester
Merchants, the Chester Municipal Heritage Society and the Village Commission to ensure the offering is
outstanding and everybody wins by capitalizing on this world class event. Initial conve rsations have
begun and we’re hopeful another signature event is in the works.
Tourism Staffing
8 Information Report
Our Tourism Lead role is a contract, term position that expires on March 31, 2020. A separate report will
come forward,shortly,with our plan and recommendation.
IMPLICATIONS
Policy
N/A
Financial/Budgetary
Unbudgeted approval will be required
Environmental
N/A
Strategic Plan
N/A
Work Program Implications
N/A
COMMUNICATIONS (INTE RNAL/EXTERNAL)
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;
Promote conditions conducive to fostering economic prosperity
REQUEST FOR DECISION -DIRECTION
Prepared By:Heather Hennigar Date November 18, 2019
Reviewed By:Tara Maguire Date November 18, 2019
Authorized By:Dan McDougall, CAO Date November 19, 2019
CURRENT SITUATION
The Municipality is currently facing a doctor shortage, a situation worsened by the recent loss of three of
the doctors at Our Health Centre. Our region has a significant number of seniors which mirrors the ageing
demographics of rural Nova Scotia.The aging demographic has placed additional demands on the
doctors and health care system. Increasingly, the need to attract new d octors is a necessity. There has
been considerable data gathered that outlines the challenges to recruit doctors to communities outside
HRM.Instead of viewing physician shortages through a deficit model –we could “map” our assets and
build on what we have.In partnership with Our Health Centre,it is proposed that we apply for a grant
through Nova Scotia’s Culture Innovation Fund’s Healthy Communitie s Stream.The funding program has
two tiers, one up to $10,000 and one up to $25,000. This application would be for the Tier 2 Funding of
$25,000.A “grassroots”, community-led solution is the logical next step.
RECOMMENDATION
It is recommended that Council approve a financial contribution not to exceed $5,000.Further, it is
recommended that staff be directed to collaborate with Our Health Centre in developing a program for
physician recruitment in the Municipality.The funding will support activities to build a solid and
sustainable recruitment strategy: website, location video, marketing, recruitment and retention and
training volunteers.
BACKGROUND
Culture in Nova Scotia is more than just a “way of life” it’s also a tool for change. Recognizing the powe r
of culture innovation to address social issues and opportunities, the Culture Innovation Fund’s Healthy
Communities Stream is for community leaders and innovators who are at the core of embracing
physicians and their families in the towns and communities of our province. The feeling of home is a
tangible connection to your environment. Welcoming physicians in the community means embracing
them not just for what they can mean for your community, but also what your community can mean for
them and their family. The Healthy Communities Stream is more than just welcoming newcomers, it’s
about making our community their home. The Culture Innovation Fund Healthy Communities Stream
wants you to think strategically about how to weave new physicians and their famili es into the fabric of
your community. Consider the assets, the barriers, and the ways you can embrace the whole family by
showing them how they fit in our province, our community, and our culture .
REPORT TO:Municipal Council
MEETING DATE:November 21, 2019
SUBMITTED BY:Community Development
SUBJECT:Culture Innovation Fund’s Healthy
Communities Stream
ORIGIN:Communities, Culture and Heritage, Nova
Scotia
2 Request for Decision-Direction
DISCUSSION
In the past, Council has had discussions around involvement in physician recruitment. A previous request
to fund recruitment efforts by Now Lunenburg for physician recruitment was turned down as Council felt
that this was a Provincial role and did not want to provide funding for something outside their jurisdiction.
Staff has since clarified that the NS Health Authority (NSHA)is responsible for the hiring doctors, and they
have recently expanded their recruitments efforts and their recruitment team. There is,however, still a role
for the local community.Regional recruiters from NSHA are responsible for working with the physicians
and getting them interested in the region. For our area, there are two recruitment consultants covering
the western area including Annapolis County, Kings County, West Hants, Lunenburg County, Shelburne
County, Digby County and Yarmouth County. This is a large area to cover with only 2 recruiters. Therefore,
at the local level, they look to the community level supports, such as OH C and the Municipality, to assist in
the attraction and retention of physicians.
Across the Province, communities are taking a more aggressive and active role in physician recruitment.
Yarmouth, through their chamber of commerce, has recently hired a comm unity navigator to help with
the social aspects of recruitment. They are responsible for community tours, hospitality, school tours etc.
Clare, Shelburne, Pictou, Amherst, and Cumberland County have all taken on an active role that is
intended to complement and enhance the efforts of NSHA. In the past few months both OHC staff and
Municipal staff have participated in several community tours and welcoming efforts for potential
physicians.Physician recruitment is a key component to a vital local economy. While the presence of
doctors may not necessarily be a factor that attracts people or businesses to locate in a community, it is
certain that a lack of doctors would be a deterrent.
The Tier 2 Funding ($10,001 to a maximum of $25,000)is intended for larger partnerships and
collaborations that involve multiple communities and partners. Applicants must provide a minimum of 25
per cent of total eligible projects costs (this includes a minimum 10 per cent financial contribution and 15
per cent in-kind contributions). Total provincial government support cannot exceed 75 per cent of total
eligible project costs, and requests can be made up to a maximum of $25,000.While all the costs have for
our efforts have not been detailed, we are proposing that the Municipality partner with OHC with a cash
contribution not to exceed $5000. This would allow a grant request for the full $25,000 and would
represent approximately 16.6% of the project costs. The remaining perc entage would then be made up
from in kind work from OHC and municipal staff so that the total project budget would be just over
$35,000.
IMPLICATIONS
Policy
N/A
Financial/Budgetary
$5,000 to be taken from the Economic Development reserve.
Environmental
N/A
3 Request for Decision-Direction
Strategic Plan
N/A
Work Program Implications
OPTIONS
1.Participate in a collaborative physician recruitment initiative with Our Health Centre in one of the
two capacities:
Tier 1: (maximum $10,000) Local-level community initiatives for groups and cultural organizations
including registered Nova Scotia not -for-profits, social enterprises, and First Nations communities.
Request can be made up to a maximum of $10,000; matching funding or par tnerships not necessarily
required at this level; in-kind contributions considered as part of overall project.
Tier 2: ($10,001 to a maximum of $25,000) Larger partnerships and collaborations that involve multiple
communities and partners must include group(s) listed in tier 1. Applicants must provide a minimum of 25
per cent of total eligible projects costs (this includes 10 per cent financial contribution and 15 per cent in -
kind contributions). Total provincial government support cannot exceed 75 per c ent of total eligible
project costs, and requests can be made up to a maximum of $25,000.
2.Do not participate.
ATTACHMENTS
COMMUNICATIONS (INTE RNAL/EXTERNAL)
Continually improve public satisfaction with municipal services;
Ensure sufficient infrastructure is available to best serve our residents and businesses;
Continually reinforce the positive image of the Municipality through leadership in public engagement and
communication;
Promote conditions conducive to fostering economic prosperity