COMMITTEE OF COUNCIL COUNCIL CHAMBERS, 359 MAIN STREET TUESDAY, SEPTEMBER 4, 2012 1:30 P.M.

A G E N D A

1. CALL TO ORDER

2. APPROVAL OF AGENDA

3. PRESENTATION a. Annapolis Valley Regional Library (2 documents attached) – Frances Newman and Janet Ness

4. MAYOR’S REPORT

5. APPROVAL OF MINUTES a. Regular meeting of July 9, 2012 (attached)

6. REPORTS ADMINISTRATION a. Information Report - Wastewater Regulations report b. Information Report - Election (attached) c. Brand Implementation Plan – Request for Decision No. 028-2012 d. Economic Action Plan – Request for Decision No. 029-2012 (attached) e. Election Fees – Request for Decision No. 030-2012 (attached) f. Annual Lines of Credit & Credit Card Renewal - Request for Decision No. 025-2012 g. Policy Amendments – Request for Decision No. 026-2012 h. Correspondence (attached) i. Jim Roche letter of June 18, 2012 (R) ii. Kings 2050 Update – July 2012 (R) iii. Robert MacKinnon letter of July 23, 2012 (R) iv. Christina Toplack letter of July 24, 2012 (R) v. John J. Guiney Yallop letter of July 25, 2012 (R) vi. Colonel J. Michael A. Brownlow letter of July 27, 2012 (R) vii. Andrea Lynn letter of August 12, 2012 (R) viii. Warden Diana Brothers invitation received August 15, 2012 (R) ix. Minister David Wilson letter of August 15, 2012 (R) x. Kings Transit General Manager’s Report for August (R) xi. Dale Jodrey letter of July 19, 2012 (D) xii. Bob Ritchie letter of July 30, 2012 (D) xiii. Charles Baurin letter of August 1, 2012 (D) xiv. Susan Hauer email of August 2, 2012 (D) xv. Scott Webber letter received August 15, 2012 (D) xvi. Mylene Freeman letter re Bill No. M-400 of Aug 17, 2012 (D) xvii. Jane Warren email of August 14, 20p12 (D)

Committee of Council Agenda, September 4, 2012 Page 1

7. QUESTION PERIOD Procedure: A thirty minute time period will be provided for members of the public to address Council regarding questions, concerns and/or ideas. Each person will have a maximum of two minutes to address Council with a second two minute time period provided if there is time remaining within the thirty minute Public Input/Question Period timeframe.

8. ADJOURNMENT

Committee of Council Agenda, September 4, 2012 Page 2

Library Boards Association of Nova Scotia

PROTECT, PRESERVE, PROMOTE, AND SUPPORT QUALITY PUBLIC LIBRARY SERVICE IN NOVA SCOTIA

About LBANS

• Members include all trustees of the nine 3 Key Messages regional library boards in Nova Scotia Equitable Library Service • Executive represents • Libraries are founded on the idea of free access every regional board. • There is no replacement for a public library • Promote quality public • Essential service is not an option but a requirement library service • Communities expect a standard level of service from a public • Provide a forum for the library exchange of ideas Requires updating library standards to define core services in • Promote cooperation today’s and tomorrow’s world. between the regional library boards Funding Pressures Represent the public • • Staff, utility, resource costs have increased while budgets have library system remained static Advocate on behalf of • • Operations are pared to minimum levels public libraries to • Stress to meet patron expectations as technology changes government and other • Shrinking budgets and increased workloads in all regions stakeholders • Per capita funding eroding core services in areas of decreasing

population Requires ensuring short-term stability of the regional library network.

Changing Demographics • Rural depopulation vs Urban growth presents service delivery challenges in all areas • Older demographic in rural areas requires new technologies, services, programs • More people living alone see the library as a safe place to socialize Requires moving away from per capita formulas in determining and implementing sustainable funding.

Annapolis Valley Regional Library

Presentation to Wolfville Town Council September 4, 2012

Frances Newman Janet Ness Regional Librarian Library Board

What’s Been Happening at the Wolfville Memorial Library this Past Year? Checked Out 80,583 Items

 3,656 more than the previous year! Circulation of Library Materials Increased Throughout the Valley

 642,331 items were checked out

 27,883 more than the previous year! Regional Library Checkouts in 2011-12

100000 90000 80000 70000 60000 50000 40000 30000 20000 10000 0 Other Berwick Windsor Kentville Kingston Wolfville Hantsport Middleton Bridgetown Bookmobile Port Williams Port Lawrencetown AnnapolisRoyal The Wolfville Library Has:

 4,911 Members

 16,028 items in its collection

 Access to 215,700 items in AVRL’s collection

209 Programs

2,419 people attended these programs Summer Reading Club

254 kids & teens in Wolfville participated

Library of the Month

November 2011 Writer in Residence

Mark Oakley Computer Use

 5,910 hours of public computer use

 6 public access computers + lab upstairs

 4,780 hours of wireless internet use

Downloadable Audiobooks and E-books

 Subscribe to 3,975 titles

 11,242 downloadables checked out

Outreach Services

 Wolfville Elms  Wickwire Place  Horton High Daycare  Home & Heart Nursery School

 Books By Mail Service to 2 Wolfville residents Chipman Fund

 Donation of $14,798 was invested this year Coming this Fall! Title Revealed September 21

 Local Launch at Wolfville Library Library Board Association of NS

 Rural Libraries: Approaches for Sustainable Services

 $200, 000 grant from DoCCH to identify best practices with a view to develop a sustainable library service model. We Would Like to Thank the Town For:

 Continued financial support of the library

 Fixing the roof

 Beautification of the back patio area

 Being supportive and responsive

INFORMATION REPORT TO COUNCIL

CCME Strategy for the Management of Municipal Wastewater Effluent

Date: 2012 08 24 Department: Public Works

1) COMMENT / RECOMMENDATION – CAO The CAO recommends that Council receive this report for information.

2) RECOMMENDATION The report is provided for Council’s information

3) REFERENCES The Canadian Council of Ministers of the Environment developed a Canada-wide Strategy for the Management of Municipal Wastewater Effluent in February of 2009. The goal of the strategy is to ensure wastewater facility owners have regulatory clarity in managing wastewater effluent under a harmonized framework that is protective of human health and the environment. To achieve the goal the strategy focuses on two outcomes. The first is to improve human health and environmental protection and the second is to improve clarity with respect to the way municipal wastewater effluent is managed and regulated.

4) PURPOSE OF REPORT This report will provide Council with an update on the new standards and how they will affect the Wolfville Wastewater Treatment Facility.

5) DISCUSSION The discussion will focus primarily on the 1st outcome of improving human health and environmental protection. The 2nd outcome deals primarily with how results are reported and regulated between the Provincial and Federal governments.

In order to ensure improved human health and environmental protection, National Performance Standards have been established. National Performance Standards are the minimum performance requirements for effluent quality for all municipal wastewater facilities that discharge effluent to surface water. The National Performance Standards are; Carbonaceous Biochemical Oxygen Demand (CBOD) 25 mg/l Total Suspended Solids (TSS) 25 mg/l Total Residual Chlorine (TRC) 0.02 mg/l Implementation of the National Performance Standards will be based on risk, available funding and financial sustainability of the community. The initial risk level of each facility to determine high, medium INFORMATION REPORT TO COUNCIL or low risk and thereby the timelines to meet the new standards was determined based on historical effluent quality. The implementation time line is as follows High risk facility will meet NPS within 10 years Medium risk facilities will meet NPS within 20 years Low risk facilities will meet NPS within 30 years The National Performance Standards will be in effect January 1, 2015. However if a municipality wished to take advantage of the extended timeline listed above application for the extension must be made by June 30, 2014.

The Effluent Discharge Objectives are site specific and established through an environmental Risk Assessment that considers the characteristics of the effluent and the characteristics of the receiving environment and the mixing that occurs in an established zone. An environmental risk assessment is to be completed within eight years to help identify site specific effluent discharge objectives where necessary.

Effective immediately combined sewer overflows and sanitary sewer overflows will not increase in frequency due to development. National overflow standards must be met within seven years

What this means for Wolfville

The province has established the Wolfville facility as a medium risk facility which means we could take up to 20 years or until 2030 to meet the National Performance Standards. The current effluent levels are just slightly over the new standards and therefore should be obtainable with the improvements undertaken and planned over the next few years. Our Capital Improvement Program includes the following improvements to the Wastewater Treatment facility over the next few years Project Year Estimated Cost Dredging cell 2 2013 125,000 Upgrade Aeration 2013 $60,000 Ultraviolet Disinfection 2014 $150,000 Emergency Power Supply 2015 $75,000

In addition to the above an Environmental Risk Assessment is required and should be scheduled within the next year. This will help identify any site specific effluent discharge objectives we may have to address in addition to the National Performance Standards. The estimated cost for this work is approximately $40-50,000. Details of what is required in the Environmental Risk Assessment are still being finalized by the province.

6) POLICY CONSIDERATIONS Not applicable for this report.

7) BUDGET CONSIDERATIONS Improvements to the wastewater treatment facility will be required to meet the National Performance Standards. The proposed work with estimated costs is listed above and will be incorporated into the Capital Improvement Program. INFORMATION REPORT TO COUNCIL

8) SUMMARY The Wolfville Wastewater facility is classified as a medium size, medium risk facility. An Environment Risk Assessment will have to be completed to determine the effluent discharge objectives and once completed a implementation plan can be completed to ensure we are compliant with the new standards within the timelines specified. The implementation plan will be incorporated into the CIP for Council’s consideration.

INFORMATION REPORT TO COUNCIL

Date:August 30, 2012 Department:Administration

1) COMMENT / RECOMMENDATION – CAO The CAO recommends that Council receive this report.

2) RECOMMENDATION That Council receive this report as information regarding the upcoming municipal election.

3) REFERENCES Municipal Elections Act

4) PURPOSE OF REPORT Status update for the 2012 municipal election.

5) DISCUSSION

The revision of the preliminary list of electors took place during the month of August and the final list of electors is complete.

Advertisements for the call for nominations have been placed in the local newspaper and also in our town kiosks, website and social networks. As you know nominations for Mayor, Council, Regional School Board, Conseil scolaire acadien provincial (CSAP) and African Nova Scotia will close on Tuesday, September 11. Candidates will then have until 4:00 p.m. on Wednesday, September 12 to make changes or withdraw their nominations.

There will be one polling division for the Town of Wolfville as compared to four in prior elections, which were divided by area. There will still be seven polling stations to accommodate the requirement in the Municipal Elections Act that there be a maximum of 700 electors at a polling station. Due to the uncertainty of the number of students who may vote at this election, there has been an additional polling station added to account for student electors who decide to vote near or on Election Day. There will also be a mobile poll for the Wolfville Nursing Home. INFORMATION REPORT TO COUNCIL

The first advance poll will be held on Saturday, October 13 from 12:00 noon to 8:00 p.m. in the Fire Station (Locust Avenue entrance) and the mandatory advance poll will be held on Tuesday, October 16 from 12:00 noon to 8:00 p.m. in the Fire Station.

Ordinary polling day is Saturday, October 20 from 8:00 a.m. to 7:00 p.m. All polls will be held in the Wolfville School Gymnasium, 19 Acadia Street.

The returning officer will be working with the Acadia Student Union in September to educate students about the qualifications for voting in the municipal election. She will also be onsite to process certificates of eligibility for students who wish to vote.

6) POLICY CONSIDERATIONS n/a

7) BUDGET CONSIDERATIONS The election is within budget.

8) SUMMARY We are on track to having a successful election. REQUEST FOR DECISION # 028-2012

Date: August 27, 2012 Department: Community Development

1) COMMENT / RECOMMENDATION – CAO That Council approve ‘Bloom’ as the new logo and brand for Wolfville and the related implementation plan.

2) RECOMMENDATION Be it resolved that Council approve “Bloom” as the new logo and brand for the Town of Wolfville.

Be it resolved that Council approve the Wolfville Brand Implementation Plan.

3) PURPOSE OF REPORT The purpose of the implementation plan is to provide an overview of the next steps to integrate Bloom in the Town and Wolfville community.

4) DISCUSSION In March 2012 the Town of Wolfville and the Wolfville Business Development Corporation hired Trampoline Creative Inc. to complete Phase 2 of Wolfville’s Identity Project. Over the past several months Trampoline has met with, talked to and observed many “Wolfvillers” to uncover what locals inherently know and what visitors come searching for in Wolfville. As result, “Bloom”, Wolfville’s first pan-town identity emerged. Now that Bloom has an image it needs to be implemented within the organization, community and communicated to the public.

Once Town Council has officially adopted Bloom the seal and crest will be removed from all Town collateral and replaced with Bloom. The exception is the Mayor’s Letterhead. The Mayor’s Letterhead will still display the seal.

For the current year, 2012-13, the following collateral is recommended to be updated. The estimated cost for year 1 is $6,610. REQUEST FOR DECISION # 028-2012

Estimated Costs for Year 1 (2012-13)

Item Estimate Signage Town Entrance Sign materials 200.00 Input on Welcome Sign (Trampoline) 360.00 Cost of Final Layout of Print Ready File Cost of Signs 2,200.00

Stationery Letterhead Template 270.00 Business Card Template 570.00 Business Card Printing (7 Council, 25 Staff = 32 x $55 + $30 Set up) 1,760.00 Newsletter Template 410.00 Email Signature Template 185.00 PowerPoint Template 405.00 Social Media Avatar 160.00

Production Costs 90.00

Total $6,610.00

Overhaul of the Town’s website is not noted in the above cost estimate, however, staff is researching a new platform for the website and a complete overhaul is expected to be completed by spring 2013; in time for the brand celebration in mid-April.

5) POLICY CONSIDERATIONS A strong brand with a consistent message is an important element of the Wolfville Economic Action Plan for attracting tourist, businesses, customers and residents to Wolfville.

6) BUDGET CONSIDERATIONS The 2012-13 budget includes $30,000 for contracted services related to Wolfville’s Brand and Economic Action Plan. The Wolfville Brand Implementation Plan estimates a cost of $6,610 for year 1 updates to existing town collateral. Financial requirements for future collateral will be budgeted and approved through the budget process.

7) COMMUNITY CONSULTATION As part of the process undertaken by the consultant, a number of interviews were conducted of local residents to gather their opinions and input related to the new logo. The Board of the WBDC, Town REQUEST FOR DECISION # 028-2012

Council and Senior Staff all voted for their favourite logo and the results, combined with the consultants recommended option influenced the final choice.

8) SUMMARY A strong brand with a consistent message is an important element of the Wolfville Economic Action Plan. A consistent message and brand recognition can only be achieved when an organization ensures that all communication and promotional materials display the same look and feel. Staff recommends that Council approve “Bloom” as the new logo and brand for Wolfville and the corresponding Wolfville Brand Implementation Plan.

REQUEST FOR DECISION # 029-2012

Date: August 27, 2012 Department: Community Development

1) COMMENT / RECOMMENDATION – CAO That Council approve the Wolfville Economic Action Plan as presented.

2) RECOMMENDATION Be it resolved that Council approve the Wolfville Economic Action Plan; including the Goals, Objectives, Strategies and Tactics.

3) REFERENCE Commercial Development Plan completed in 2006

Downtown Physical Plan Study completed in April 2010

Fiscal Sustainability Task Force Report completed in 2009

Transportation Study completed in 2011

4) PURPOSE OF REPORT The plan focusses on three key sectors – Tourism, Retail and Education & Research – where Wolfville can achieve economic growth. The plan identifies a number of objectives and the strategies and tactics to achieve them. This report summarizes the key elements of the plan for Council.

5) DISCUSSION There have already been numerous reports and studies done that can feed into this economic action plan. The Commercial Development Plan completed in 2006, the Downtown Physical Plan Study completed in April 2010, the Fiscal Sustainability Task Force Report completed in 2009, and the Transportation Study completed in 2011 have all touched on the topic of economic development; however, none address it in a comprehensive way. This plan draws on the information that has been collected thus far to produce an action plan to move forward.

The plan focusses on three key sectors – Tourism, Retail and Education & Research – where Wolfville can achieve economic growth. The plan identifies a number of objectives to be achieved for each sector. The specific targets have not been determined, but the key indicator has been established.

Page 1 of 3

REQUEST FOR DECISION # 029-2012

Tourism

1. Land “X” attractions in top 10 on trip advisor by end of 2012 season 2. Increase occupancy by “X” (from 50.8%) in 2012 3. Facilitate the successful development of “X” tourism businesses 4. Generate “X” dollars to fund this program

Retail

5. To increase retail activity by “X”% per year for five years (needs to be measurable by perhaps tracking HST revenue, # of employees hired or square footage utilization)

Education and Research

6. Increase the number of globally mobile professionals locating in Wolfville by X.

The plan strategies have been listed in a loose order of priority. Once the plan is approved the strategies will be incorporated into the plans of the Town and other partners as necessary and budget dollars can be allocated to execute the strategies.

6) POLICY CONSIDERATIONS The Economic Action Plan was identified as a priority in the Town’s Annual Operating Plan 2012-13 and carried forward from Council’s Corporate Strategic Plan under Goal 1, Sub-Goal 2, Objective 1: Establish an economic development strategy. Implementation of the plan will contribute to achieving two other Town priorities:

- Goal 1, Sub-Goal 2, Objective 2: Build upon the partnership between the Town and the WBDC by clarifying the roles of each and begin strengthening the relationship, and - Goal 1, Sub-Goal 3, Objective 2: Enhance the built environment by undertaking a downtown development plan with a focus on the built environment.

The strategies and tactics from the plan will be incorporated into the plans of the Town and other partners as necessary.

7) BUDGET CONSIDERATIONS Implementation of the Plan’s strategies and tactics will require financial resources that will be determined annually through the budget process.

Page 2 of 3

REQUEST FOR DECISION # 029-2012

8) COMMUNITY CONSULATIONS A group consisting of the Town, the WBDC, Acadia, ACOA, Province, Kings RDA, Wine Association of NS and the Grand Pre Community Association met and developed the key elements of the plan. There was no broad community participation in the development as it was intended that these representatives would bring those interests forward. A joint session between Town Council and the Board of the WBDC was held to ensure the local business interests were reflected.

9) SUMMARY A strategic group of project partners – Town of Wolfville, WBDC, Acadia, ACOA, NSERDT, Kings RDA, WANS and Grand Pre Community Association – have worked hard to prepare and provide input for the Wolfville Economic Action Plan. There is still much work to be done to implement the strategies and tactics outlined in the plan. Staff recommends that Council approve the Wolfville Economic Action Plan, including the goals, objectives, strategies and tactics, to give staff the approval to move forward with implementation of the plan.

Page 3 of 3

Wolfville Economic Action Plan

August 2012

Contents Executive Summary ...... 3 Goals & Key Principles ...... 5 Economic Action Plan Goals ...... 5 Economic Action Plan Key Principles ...... 5 Assumptions & Background ...... 6 Community Profile ...... 7 Population & Dwelling Counts ...... 7 Labour Force Statistics ...... 8 Property Values & Rates ...... 9 Business Profile ...... 10 Current Business Composition ...... 11 Physical Infrastructure & Services...... 11 Tourism Sector ...... 13 Background ...... 13 Area of Origin / Demographics ...... 13 Strengths, Weaknesses, Opportunities and Threats Analysis ...... 16 Objectives...... 17 Strategies and Tactics ...... 17 Retail Sector ...... 18 Background ...... 18 Strengths, Weaknesses, Opportunities and Threats Analysis ...... 19 Objectives...... 20 Strategies and Tactics ...... 20 Education & Research Sector ...... 22 Background ...... 22 Strengths, Weaknesses, Opportunities and Threats Analysis ...... 23 Objectives...... 24 Strategies and Tactics ...... 24 Appendix A: Committee Membership and Mandate ...... 25 Appendix B: Business Composition Breakdown...... 26

Wolfville’s Economic Action Plan Draft 2

Executive Summary Wolfville has evolved as the academic and cultural centre of the Annapolis Valley. The presence of the university has had a major influence on the composition of the residents and businesses that have settled here, and the culture of the town. The beautiful surrounding scenery completes the picture for a town ready to revitalize.

The recent growth in the wine region surrounding Wolfville has presented an opportunity to evolve the regional economy of agriculture production and manufacturing to include food and wine tourism. The range of agricultural products offered in the Valley is diverse and the growth in world-wide culinary tourism presents a great opportunity. That activity and energy typically associated with the students can be experienced year round with the addition of a robust tourism market and an expanded commercial sector.

There have already been numerous reports and studies done that can feed into this economic action plan. The Commercial Development Plan completed in 2006, the Downtown Physical Plan Study completed in April 2010, the Fiscal Sustainability Task Force Report completed in 2009, and the Transportation Study completed in 2011 have all touched on the topic of economic development; however, none address it in a comprehensive way. This plan draws on the information that has been collected thus far to produce an action plan to move forward.

The plan focusses on three key sectors – Tourism, Retail and Education & Research – where Wolfville can achieve economic growth. Economic growth for Wolfville means a combination of wealth generation and creation of high value jobs. The size, layout and culture of the town does not lend itself to large industrial development but more towards high tech, service centre and tourism related businesses.

The following objectives were set for each key sector. In the first year focus should be put on developing the baseline data for each objective. Targets can be established in the future.

Tourism

1. Land “X” attractions in top 10 on trip advisor by end of 2012 season 2. Increase occupancy by “X” (from 50.8%) in 2012 3. Facilitate the successful development of “X” tourism businesses 4. Generate “X” dollars to fund this program

Retail

5. To increase retail activity by “X”% per year for five years (needs to be measurable by perhaps tracking HST revenue, # of employees hired or square footage utilization)

Wolfville’s Economic Action Plan Draft 3

Education and Research

6. Increase the number of globally mobile professionals locating in Wolfville by “X”.

The plan identifies a number of strategies and tactics aimed towards achieving these objectives. The strategies are listed in a loose order of priority. Once the plan is approved the strategies will be incorporated into the plans of the Town and other partners as necessary and budget dollars can be allocated to execute the strategies.

As Wolfville positions itself to succeed in these sectors, a key factor will be the ability of the Town to attract the talent needed to make it happen. There is research that supports the theory that the young talent can choose where they want to live first and find a career second because they can work from anywhere. Wolfville, and the Annapolis Valley, needs to focus on developing a community that is appealing to the young talent to draw them away from the cities, particularly Halifax.

As is true in many areas, economic success will not come without the commitment to strong partnerships. The new brand for the Town of Wolfville that was developed in conjunction with the Wolfville Business Development Corporation and the recent collaborations with Acadia on examining community issues are examples of local partners working together in a stronger, more cohesive fashion. The plan assumes those partnerships continue, and more are developed, with industry and other government partners.

Wolfville’s Economic Action Plan Draft 4

Goals & Key Principles

Economic Action Plan Goals The two established goals for the economic action plan are:

1. To enhance the foundation so business can be successful and residents can find the opportunities they are looking for within their town.

2. To establish Wolfville as the premier food and wine destination of the Atlantic Provinces.

The first goal takes into account the responsibility of the Town to create an environment, through infrastructure investment and community development, for business to thrive. This may include streetscape improvements, promotional opportunities or enhanced visitor services. In turn, jobs will be created, local business owners will be able to hire additional staff and residents will have access to all the programs and services they need within their town.

The second goal relates to the recent growth in the wine industry and the existing growers and producers in the area. It seems like a natural fit for Wolfville to set this as a goal. There is a great deal of support in the community and the industry for establishing Wolfville as a key destination for Halifax residents and visitors alike.

Economic Action Plan Key Principles Wolfville’s economic growth is dependent on the following key principles. The strengthening of these principles will be a constant focus.

1. Strategic Partnerships: Partnerships with industry, other levels of government and neighboring municipal governments must continue and more must be developed to achieve economic growth. Since many of the tourism assets are not located in Wolfville, it will be critical to work with the surrounding communities.

2. Sustainable Funding: Long term sustainable funding models need to be established to ensure economic development investments continue.

3. Population Growth in Kings County: The continuation of the growth experienced over the last decade needs to continue to effectively grow the economy. Resident attraction strategies in the eastern part of Kings County are critical for Wolfville and will be focussed on separately from this action plan.

4. Research: Increasing knowledge of who the Wolfville customer is and understanding how they are influenced will be a critical tool to measuring the success of the economic actions and adjusting when necessary.

Wolfville’s Economic Action Plan Draft 5

Assumptions & Background Corporate Strategic Plan Adopted by Council in November 2009 In preparing the plan, the following assumptions were made by the partner organizations and accepted by Vision Statement Town Council and the WBDC Board of Directors. A vibrant and sustainable small university town 1. The town is interested in evolving which enriches our lives. economically; Mission Statement 2. The town remains committed to sustainability and any plans will be made with a view to To excel in the provision of effective and enhance the economic, environmental, cultural efficient government and work creatively with and social sustainability of the town; the community to achieve our vision. 3. The town is interested in opportunities that Core Principles will increase the commercial tax base; 4. There are untapped opportunities with Acadia Sustainability: Wolfville is a unique vibrant University and the relationship with the community which strives to provide municipal campus will continue to be a focus. services in a sustainable way. Wolfville aims to ensure ecological, social, cultural and economic It is important to ensure that the residents support integrity for present and future generations by economic development because it may conflict with considering both short and long term benefits those wishing to maintain the status quo. For example, and risks equally when making decisions. the expansion of the tourism industry will potentially Equity & Inclusiveness: Principles of fairness, result in increased traffic, and parking issues, longer equity, sustainability and inclusiveness will waits in local restaurants and investments required in guide decisions related to the development of infrastructure to support the increased volumes. policies and procedures.

In 2009, the Town completed a Fiscal Sustainability Fiscal Responsibility: Town expenditures will be Task Force report which highlighted the need for the prioritized based on balancing the Town’s needs Town to increase the amount of commercial with affordability and what is in the best assessment (currently representing 9% of the total) to interest of the community over the long term. shift some of the tax burden off the residential Community Health, Well Being & Social taxpayers. The plan examines opportunities to Responsibility: Decisions, practices and policies increase the commercial tax base with new of the Town will promote health, safety and assessment. well-being of its residents and the natural environment. With the recent re-opening of Patterson Hall and Acadia’s focus on the Innovation Centre, located in that Transparency & Participatory Government: building, there is a tremendous opportunity to take Elected officials will diligently practice the Code of Conduct they have sworn to uphold. The advantage of the developments in both plans to grow communication process will be open, efficient, the economy for the Town and all of Kings County. effective and accountable to the citizens of Strengthening the ongoing collaboration with Acadia is Wolfville and will strive to involve them in their critical to making this happen. local government.

Wolfville’s Economic Action Plan Draft 6

Community Profile The make-up of a community is important to consider because one of the key drivers for economic growth is attracting and retaining talent. Although Wolfville is seen as a desirable place to live, the statistics and history have demonstrated that the young talent fresh out of university do not chose Wolfville. Community strategies to ensure Wolfville is attractive to all demographics will be important to achieving economic growth. Halifax is a major competitor to Wolfville for skilled labour, residents and visitors. It is arguably, the only other place in Nova Scotia that has the breadth of offerings that Wolfville has for residents and visitors.

Population & Dwelling Counts The most recent data released by Statistics Canada for the 2011 census regarding population and dwelling counts show that the Town of Wolfville’s population has grown by 13.2% since 2006. This is significantly higher than the growth for the province of Nova Scotia of 0.9% and Halifax Regional Municipality of 4.7%.

Population Wolfville Halifax Population in 2011 4,269 390,096 Population in 2006 3,772 372,679 2006 to 2011 population change 13.2% 4.7% Population density per square kilometre 661.7 71.1 Land area (square km) 6.45 5,490.28

Statistics Canada data for 2011 show the median age in Wolfville is 42.7, an increase from the previous census of 41.2. Wolfville’s population aged 15 years and over has also increased from 88.3% in 2006 to 89.6% in 2011. The largest change in population was in the 60-69 year bracket. Halifax also experienced an increase in population aged 15 years and over from 83.9% in 2006 to 84.7% in 2011. As well, the median age in Halifax went from 39 in 2006 to 39.9 in 2011.

Although Halifax’s numbers increased by less than Wolfville, the data is consistent with the trend that Nova Scotia populating is aging and attracting retirees. In 2006 Nova Scotia had the second highest population aged 65 years and over in Canada. In 2011 Nova Scotia now has the highest population aged 65 years and over.

Age Characteristics 2011

30% 21% 20% 15% 13% 16% 15% 10% 11%11% 11% 12% 13%10% 7% 9% 8% 8% 10% 5% 3% 0% Under 10 10 to 19 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70 to 79 80 and over

Wolfville Halifax

Wolfville’s Economic Action Plan Draft 7

The total number of private dwelling units in Wolfville in 2011 has increased by 8.6% from 2006. Halifax dwelling units have also increased, but by a slightly lower percentage of 6.3%.

Household Composition Wolfville Halifax Nova Scotia Couple with children 16% 26% 26% Couple without children 31% 29% 32% One person 36% 28% 27% Other 17% 17% 16%

Median Income Wolfville Halifax Nova Scotia Individual $ 21,831 $ 28,531 $ 24,030 Family $ 56,270 $ 66,881 $ 55,412

Labour Force Statistics

Labour Force Activity Wolfville Halifax Nova Scotia In the labour force (% of population) 56% 69% 63% Employment Rate 50.9 64.5 57.2 Unemployment Rate 9.4 6.3 9.1 Not in the labour force 44% 31% 37%

Top 5 Industries in Wolfville Top 5 Industries in Halifax

1. Educational Services 35% 1. Business Services 35% 2. Business Services 20% 2. Retail Trade 21% 3. Retail Trade 19% 3. Health Care & Social Services 20% 4. Health Care & Social Services 17% 4. Educational Services 13% 5. Finance & Real Estate 9% 5. Finance & Real Estate 11%

Top 5 Occupations in Wolfville Top 5 Occupations in Halifax

1. Sales & Service 1. Sales & Service 2. Social Science, Education, Government 2. Business, Finance & Administration Service & Religion 3. Trade & Transport & Equipment 3. Business, Finance & Administration Operators & Related 4. Management 4. Management 5. Natural & Applied Sciences & Related 5. Social Science, Education, Government Service & Religion

Wolfville’s Economic Action Plan Draft 8

Wolfville has a highly education population; 79% of the population 25 to 64 years old have completed postsecondary education compared to 65% of Halifax and 61% of Nova Scotia. Of that 79% of the population, 63% have completed a university certificate, diploma or degree above a bachelor level compared to 43% in Halifax and 33% in Nova Scotia.

Property Values & Rates In 2006, the average value of an owned dwelling in Wolfville was $247,841 compared to Halifax at $212,942. The median monthly payment for an owned dwelling was $651 and a rented dwelling was $638. In Halifax, the median monthly payment for an owned dwelling was $923 and a rented dwelling was $712.

Property Rates (2011/12) Wolfville Halifax Residential Tax Rate 1.43 1.09 Commercial Tax Rate 3.55 3.72 Deed Transfer Rate 1.50% 1.50% rates are per $100 of assessed value

Wolfville’s Economic Action Plan Draft 9

Business Profile While Wolfville’s local economy is relatively stable, it is influenced by national retail trends, changing consumer behaviour and federal fiscal policy. Since much of the commercial development is in the retail sector, future activity may be impacted by the following points:

From Retail Council of Canada: Retail Conditions Report  Soft challenging conditions could well continue until 2015  There is consensus that sales will grow 2-4% in 2012  Expect 59% increase in capital spending; most into store improvements  71% increase in total retail square footage  Retailers selling into the luxury segment are one group that continue to forecast better conditions  Growth in home-related categories such as furniture, electronics, home repair, home furnishings has been particularly marked

From Canadian Chamber of Commerce: 2012-2013 Economic Outlook  Economic growth is poised to continue, albeit at a modest pace  High household debt level points to further moderation in consumer spending ($1.50 average)  By 2013 Nova Scotia will start to reap the benefits of the $25B naval ship building contract  Lower consumer confidence in the US may dampen travel and negatively impact tourism activity in NS  Moderate economic growth should keep inflationary pressure in check going forward  Canada’s central bank will wait until early 2013 before raising interest rates

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Current Business Composition Wolfville’s existing commercial mix is best described as diverse. There is almost an even split between service (25%), retail (27%) and professional (28%), offerings. Those businesses engaged in food services make up 12% of the Wolfville economy. The smallest sector is accommodations (8%). Wolfville has a large offering of health and wellness related businesses at 18%. These businesses can be found in the professional sector. A breakdown of businesses by sector can be found in Appendix B.

In the Annapolis Valley, Wolfville is the most self-sufficient community with a reasonable selection of services and retail outlets to serve the needs of residents. As Wolfville becomes a stronger destination community, there is opportunity to expand its speciality retail, accommodations and food service enterprises.

Business Composition

8% 25% 12% Accommodations Bar & Restaurant Professional Retail Service 28% 27%

Physical Infrastructure & Services

Physical Infrastructure Valley Community Fibre Network: The Valley Community Fibre-optic Network is a high-capacity fibre- optic backbone network that connects the Annapolis Valley region of Nova Scotia with Halifax, the nearest urban centre. The VCFN network runs through the Annapolis Valley for 186 Kilometers, spanning the distance from Halifax to Middleton. Connection points are available anywhere along the route. The VCFN provides direct fibre-optic services to business and public sector users, local and national carriers, and municipal governments throughout the Annapolis Valley area.

VCFN is jointly owned by the towns of Berwick, Hantsport, Windsor, and Wolfville, the Municipality of the County of Kings, the Municipality of the District of West Hants, Acadia University and the Nova Scotia Community College. In addition to the owners, the VCFN currently serves users from the educational, health, research, and business sectors.

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Municipal Services The Town of Wolfville provides regular snow clearing, road/parking lot maintenance and waste management. Businesses in the Town benefit from having access to these services, as well as one on one relationships with staff members in the Town who can provide information about the services and address any concerns.

Business Resources Acadia Centre for Social & Business Entrepreneurship (ACSBE): A non-profit organization, affiliated with Acadia University, who create an entrepreneurial culture through specialized programming for individuals, businesses, non-profits and business development professionals.

Annapolis Valley Chamber of Commerce: The largest rural area chamber in the province. Chamber members have access to benefits, partnerships, networking opportunities and an advocacy process which ensures that the concerns of businesses of all sizes and sectors are being heard by the Provincial and Federal governments.

Atlantic Canada Opportunities Agency (ACOA): A federal government agency whose goal is to improve the economy of Atlantic Canadian communities through the successful development of business and job opportunities.

Community Business Development Corporation (CBDC): Helps create and maintain private sector employment through providing counselling, technical, and financial assistance to qualified business projects. Specific programs to do so include CBDC loans, SEED loans, CYBF loans, SIB loans, and self- employment assistance (Hants & Kings Self Employment Benefit Programs).

Nova Scotia Business Inc. (NSBI): A private sector-led agency working to attract new companies to Nova Scotia to provide long-term employment opportunities for Nova Scotians and help those already in Nova Scotia to expand through services such as export development and financing.

Wolfville Business Development Corporation (WBDC): The WBDC is a corporation of Wolfville merchants interested in attracting, supporting and promoting the businesses and amenities Wolfville offers.

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Tourism Sector

Background The tourism sector attracts and hosts visitors to Wolfville, for a day or overnight, to take part in the vast array of activities that the area has to offer. This can include arts, cultural activities, shopping, restaurants, sporting events, recreation, sightseeing and attractions. The tourism sector in Nova Scotia sees approximately 2,000,000 visitors a year and generates $1.9 billion in revenue for the province. The visits are skewed towards the summer months and this is true of the Annapolis Valley. The tourism statistics reported by the province include the Annapolis Valley / Fundy Shore together.

The most recent period for which stats are available is the 12 months ended December 31, 2011. The results indicate no change in the number of visitors to the province over the previous year; however, there was a 1% drop in room nights reported throughout the province. The room nights in the valley decreased by 4% during the same period and occupancy remained flat.

Given the budgets available and the high cost to reach destination travel markets, Wolfville will focus on leveraging activities of the Nova Scotia Tourism Agency (NSTA) and on visitors from within Nova Scotia. Over half of the visitors to Nova Scotia stay in Metro Halifax and that presents a great opportunity for Wolfville, and the Valley, to attract them for a day trip.

Area of Origin / Demographics Road visitors make up the majority of the travelers to Nova Scotia accounting for almost 63% of visitors. For the 12 months ending December 31, 2011, the number of road visitors was down 5%. Of the road visitors, 70% are from Atlantic Canada. The next largest markets are Ontario (15%), Quebec (5%) and New England (3%). All of these markets are down, with the exception of Quebec.

Air visitors make up the remainder of the visitors to Nova Scotia (30%). The largest fly markets are Ontario (35%), Western Canada (21%) and Europe (11%). With the exception of the UK, all of these markets were up.

Overall, visitors from Canada were down 2%, US was down 5% and Europe was up 10% resulting in flat visitation overall.

The Visitor Exit Survey (VES) completed in 2010 provides useful information on the demographics and trends of the visitors at the end of their trip. The statistics are summarized a number of different ways but the key groups for Wolfville, those travelling by car, for pleasure or visiting friends and relatives are summarized below.

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General All Origins Car Pleasure VFR Length of stay 5.1 days 3.9 days 5.8 5.7 % of repeat visitors 87% 91% 76% 94% Age 19 and under 18% 23% 23% 19% 20 – 34 29% 32% 26% 32% 35 – 54 56% 56% 56% 48% 55 – 74 42% 43% 49% 44% 75 + 3% 3% 4% 3%

The demographics of the visitors to Nova Scotia align well with Wolfville’s product offerings. Research conducted by the Canadian Tourism Commission (CTC) indicates that the demographics of visitors who participate in wine and culinary experiences, heritage enthusiasts and soft adventure participants are largely in the age groups that visit Nova Scotia.

Accommodation All Origins Car Pleasure VFR Hotel 46% 44% 54% 21% Friends / relatives 43% 43% 20% 81% Motel 9% 10% 16% 5% B & B 6% 4% 12% 2% Other 15% 14% 27% 10%

The accommodation preferences recorded do indicate a gap in the offerings in Wolfville and the Annapolis Valley. There is a lack of hotel style accommodation and the research indicates a large number of travellers are looking for this type of accommodation. An analysis of this need should be conducted to determine the potential opportunity

Top 5 Outdoor Activities Top 5 Places & Events Coastal Sightseeing 24% Halifax Waterfront 31% Hiking 22% Craft Shop/Studios 21% Beach Exploring 22% Nightclubs/Lounges/Pubs 19% Outdoor Swimming/Bathing 17% Museums/Historic Sites 19% Nature Observation 15% Local Farms/Food Producers 10%

The survey indicated that the most important outdoor activities considered when choosing a destination were coastal sightseeing, hiking, beach exploring, outdoor swimming and nature observation. Arguably, Wolfville and the surrounding area have all of these activities available. Investment may be required to ensure the products are export ready as many have developed as local community amenities.

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Given the investment that has been made by all levels of government, it is not surprising that the Halifax Waterfront is the number one place for visitors to Nova Scotia. When looking at the remaining top places and events, Wolfville and the surrounding area have all of the favourites. There is an abundance of local artisans, craft and culinary, lounges and pubs, historic sites and farms. Packaging, promoting and delivering these as a tourism product is the next step in the evolution.

The survey also indicated that two of the top reasons for choosing a destination were the seacoast and visiting friends and family. This applies to the Wolfville area as every year sees a group of Acadia Alumni return for events at the university. Although local Nova Scotia wine rated low in terms of a reason to visit, the satisfaction with it was fairly high. The Winery Association of Nova Scotia works to promote the local products and increase the awareness. A recent presentation at their AGM indicated they are starting to see the results in growing awareness.

As the wine industry grows and the organic, artisan food producers increase in number and variety of product, Wolfville will be in an excellent position to take advantage of the increased tourism for culinary events. The CTC has studied the types of events that visitors will travel for and food and culinary events are on the rise. Destination events are an effective way to gain exposure for the Town in that sector while generating economic activity. The challenge with events is how to fund them and spread the risk. Generally there is a significant economic impact for the entire community, but the cost is borne by either government or a business organization that may not directly benefit from the economic activity.

Partnerships with the wine industry, and other tourism providers will be extremely important moving forward. There does not exist any formal cooperation between the roadside farm markets that are offered through-out the valley although these are a critical component of the visitors authentic food experience. The weekly farm market in Wolfville is also part of that experience.

Partnerships with the Annapolis Valleys Chamber of Commerce and the provincial tourism agency will be required for the successful growth of the tourism industry. The cost of marketing a destination is extremely high but if the programs of other agencies can be leveraged, then any dollars or programs will go much further. Historically, Wolfville has not been actively engaged with Destination Southwest Nova as the financial model resulted in the same contribution to the coop as could be expected in return. However, although it may not be a positive financial relationship, there may be some benefit to being at the table and involved in the discussions. The provincial marketing is very strong and Wolfville may gain by participating in it.

Tourism, as an industry, is often targeted by communities when resource based economies are depleted and are looking forward to the next economic development opportunity. It will be important to examine the appropriate level of tourism activity for Wolfville so as to not destroy the quality of life that the residents cherish and that attracts the visitors in the first place. The most successful tourism economies have a local base that keeps the businesses running through-out the year. A complete reliance on visitors will be risky and create a volatile situation in the local economy.

A complete tourism strategy is required for Wolfville and surrounding area to identify all the risks and opportunities and develop strategies and funding models to grow the industry. The strategies will

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identify the required products, target markets, packaging and promotion required from all partners. The Province and ACOA generally focus on product development and leave the marketing to the industry and community partners.

Strengths, Weaknesses, Opportunities and Threats Analysis Strengths Weaknesses  1 hour from Halifax, easy drive on twinned  Lack variety of accommodation highway  Not much to ‘do’ without getting in the car and  Unique blend of history, culture, modern product driving to hiking, biking, wineries, etc.  Beautiful, high-end Inns  No service from Halifax on public transportation  Quality and variety of restaurants  Lack basic infrastructure and services for tourism,  Acadia University Campus (public washrooms, downtown visitor centre)  Plenty of free parking  Lack of commitment to tourism by some residents  Unique hiking – Cape Split and Blomidon / businesses  Interesting, funky Main Street  Hours of operation  Welcoming environment  Number of nightly accommodation rooms  Pedestrian friendly  Parking  Night life/entertainment  Lack of bike lanes/trails  Lively town  No tourism packaging  Farmers market – roadside and in Wolfville  Lack of funding model  Natural surrounding environment  No established tourism agency in Annapolis Valley  Quaint, small town feel  Aging buildings – esthetic improvements  Built heritage required

Opportunities Threats  New potential railway development  NS tourism focus away from AV  Bike park development  US economic troubles, exchange rates, border  Burgeoning food and wine industry issues, oil prices  Revitalized brand  Expensive for many markets to get to Halifax  Growing interest in active tourism / agri tourism  Difficulty ‘dragging’ visitors outside of Halifax  Nature Trust Preserve as an eco/interpretive  Aging properties require reinvestment on activity downtown core  Accommodations at Acadia  Development along highways (congestion from  Cruise ship market Halifax, lack of pristine areas in Kings County)  Hotel/motel  Inconsistent service in Nova Scotia  UNESCO designation at Grand Pre  Lack of focus on Nova Scotia products in NS  Wine tours (bus?)  Culinary trends (slow food/Citta slow/fair trade, cooking schools)  Accommodations/event packaging  Waterfront activities  Identify and market business opportunities for entrepreneurs

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Objectives 1. Land “X” attractions in top 10 on trip advisor by end of 2012 season 2. Increase occupancy by “X” (from 50.8%) in 2012 3. Facilitate the successful development of “X” tourism businesses 4. Generate “X” dollars to fund this program

Strategies and Tactics 1) Develop a tourism strategy: a) Work with local business and WBDC to define products in Wolfville and surrounding area; i) Work with the WANS to showcase Wolfville as centre of Nova Scotia’s Wine Country. Tours should start and end in Wolfville. b) Liaise with Nova Scotia Tourism Agency to identify target markets, particularly those already coming to Halifax; c) Complete destination communications plan to attract targeted media. 2) Identify opportunities to ‘brand’ Wolfville as the food and wine destination of the Atlantic Provinces: a) Complete downtown physical plan looking for physical opportunities; b) Work with WBDC to establish a retail plan to enhance food and wine look; c) Provide opportunities for farm markets to work in cooperation, including the weekly farmer’s market, to generate additional sales for everyone; d) Partner with WANS and Taste of NS to establish a boutique, NS focussed wine and culinary store on Main street; e) Create a display in the visitor centre to highlight the food and wine culture in the region; f) Work with accommodation partners and attractions to create packages and compelling offers to increase visitation. 3) Enhance the Wolfville experience: a) Conduct feasibility study for Wolfville Welcome Centre; i) Identify the organizations that should be represented at the Centre. b) Make Wolfville more pedestrian and bike friendly; i) Enhance and further connect trails and explore linking with dyke system, ii) Become recognized as a destination for biking and hiking, iii) Create a back “entrance” to town that serves the biking traffic. c) Evaluate the benefit of ‘Wireless Wolfville’; d) Develop and implement a streetscape design plan; e) Consider a customer service training and incentive program for front line staff to encourage consistent, friendly service throughout the Town. 4) Secure sport events for Wolfville, year round, to utilize facilities and accommodations: a) Partner with Valley Events and AVESTA to identify strategic events that will bring competitors and spectators to the area; b) Target off peak times (spring?); c) Identify facilities lacking and approach partners to assist in closing the gaps; d) Develop an event toolkit to establish what can be provided by the Town and partners to potential event organizers.

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Retail Sector

Background Historically Wolfville’s retail and service sectors have aimed to serve the needs of local residents with everything from basic household staples to banking, vehicle repair, home improvement and medical/dental services. As a shopping destination, Wolfville was the hub for eastern Kings County. Given Wolfville’s compact downtown core, historical and contemporary architecture and municipal land use planning, it has resisted the temptation to open its commercial core to large national brand retail outlets. The walk-ability of downtown Wolfville and access to ample customer parking has been a distinguishing feature which in the face of the insurgence “big-box stores and strip malls” has enabled Wolfville to survive.

Today, Wolfville is still known for serving local needs but has grown to include many speciality retail stores that pride themselves on featuring quality, unique products. Home décor, giftware, custom art and locally produced products combined with a wide assortment of dining choices have helped the downtown to diversify and attract shoppers from outside the immediate community. The big box stores are all conveniently located in the neighbouring community of New Minas.

Food and beverage has become a market segment that continues to grow in Wolfville. Local residents have an appreciation of where their food comes from and consequently support the farm market and celebrate the slow food movement. Whether the customer is looking to enjoy a quick snack or a fine dining experience Wolfville has a variety of choices. Sidewalk cafes dot Main Street and bring a cosmopolitan feel downtown.

The customers for retail can be categorized into four groups. 1. Local residents 2. Surrounding area residents 3. Students 4. Tourists

To increase the number in each group and the average spend requires different strategies. The first step is knowing what the make-up of the customer base is, and how it can be influenced. Although the students and the tourists are here at opposite times, they present two distinct opportunities as the products they are seeking are different. The key factor that will help the Wolfville retailers is to increase the traffic into their stores – residents and visitors.

While Wolfville continues to create a compelling and unique identity there are neighbouring destinations which compete with the Wolfville retail experience. Places like Spring Garden Road and the Historic Properties in Halifax offer similar experiences as do communities like Lunenburg, Bridgewater and Truro, all within a ninety minute drive from Wolfville.

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Strengths, Weaknesses, Opportunities and Threats Analysis Strengths Weaknesses  Compact downtown core, providing bulk of  Perceived lack of accessible parking in the commercial sector within an easy walking distance downtown core  Acadia University offers Town a young adult  Lack of way-finding signage consumer base  Signage by-laws seen to be overly restrictive to  Easy access to Highway #101 at good locations, at home-based businesses the extreme ends of Wolfville  Restricted commercial space available for lease /  Forward-thinking consumer base, with attention purchase to detail and appreciation of quality  Perceived notion that residents are against  A large number of engaged entrepreneurs commercial development  Active and passive trail systems that link to  Commercial tax burden is higher than New Minas' shopping area  Since the local market is small, retail inventories  Increasingly active member driven, business may not have a wide assortment of products development association  Lease rates for space (low inventory drives up  Diversity of offerings rates)  Not enough financial incentive to lease commercial space  Those who live here but travel to work in HRM may be spending in HRM rather than at home Opportunities Threats  Need for demographic data to determine available  Continued growth of New Minas commercial niches for business district and development in that area  More permanent living space “downtown”  Lack of infrastructure investment to increase  Development of Windsor-Hants Railway lands "curb appeal" of downtown  Development of "Subway" parking lot  Possible increase of "red tape" measures on  Final development of Clock Park business trying to grow  Increased commercial density and infill  Possible increase of commercial tax burden  Upgrades/redevelopment of existing/vacant  Cost of transportation (both locally and for commercial spaces to increase value/appeal visitors)  Create one-stop database of necessities for  Cost of energy business retention and expansion initiatives  High-end retail is less affordable for the local  Increase and encourage "street presence" of market merchants to enhance visitor experience  Increased development could change the  Develop a NS Wines "boutique" in Town, as hub of character of Wolfville the area's winery operations  New brand  Develop policies to encourage businesses focussed on slow food movement and food & wine industry  Encourage multiple story building development  Enhance public transportation and transportation links such as trails  Target retail sectors not represented but consistent with Wolfville demographics

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Objectives 5. To increase retail activity by “X”% per year for five years (needs to be measurable by perhaps tracking HST revenue, # of employees hired or square footage utilization)

Strategies and Tactics 1) Complete retail marketing and sales plan to increase sales to regular, habitual customers a) Identify target markets of habitual customers and communication channels to reach markets; b) Position Wolfville as service centre for Eastern Kings County; c) Conduct research into demographics of existing customer base; d) Develop programs to drive more sales, extend hours of shopping, key themes on high opportunity weekends (harvest, apple blossom, homecoming, Christmas, etc). 2) Create a downtown development plan identifying rezoning and infill opportunities. a) Develop a marketing plan and seek interest from development community for new investment in Wolfville; b) Determine retail and service voids in Wolfville i) Accommodation inventory and variety ii) Culinary experience c) Determine whether commercial and or light industrial zones in Wolfville can expand; d) Maintain and enhance buildings with historical and architectural significance; e) Increase downtown commercial and residential density – multi level structures with retail, service, professional and residential spaces; f) Evaluate parking requirements and other parking alternatives related to an increase in the commercial zone. 3) Position Wolfville with a value proposition, for both commercial and residential opportunities: a) Form strategic alliance with Winery Association of Nova Scotia; b) Support an authentic Wolfville food experience; i) Determine if Wolfville can support an increase in restaurants, how many, variety based on an increase in tourism c) Business retention and expansion plan; i) Identify and attract professionals who operate globally but can work locally, looking to make a lifestyle choice; d) Differentiate Wolfville as an attractive place for young families to live (not just retirees). 4) Utilize community infrastructure to support success: a) Explore how tax policy changes can spur re-development and new development; b) Evaluate impact of traffic flow changes on commercial and residential sectors – one-way block concept on Main, Front, Harbourside and Elm and addition of bike lanes in the downtown core; c) Waterfront development plan – can it spur new opportunity. d) VCFN – advantage for local and global businesses

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5) Investigate the possible development opportunities created by: a) Anchoring Front Street on both ends i) Re-purposing Anvil into a multi-level building ii) Re-developing residential on the corner of Elm into commercial / residential on top b) Front Street infil i) A number of lots have available land on the Front Street side – Acadia Theatre Co-op, Royal Bank building, Cochrane’s ii) Concentrate businesses not reliant on the walk-up visitor traffic in a spot like Dykeland iii) Railway development; iv) Robie Tufts Park needs a bit of investment. c) Main Street i) Entrance to Town on the north side, across from Willow Park to Pete’s; ii) Revitalize building next to BMO; iii) Opportunities with the large Canada Post property and the Bell Alliant property; iv) Investigate opportunities to add stories to commercial buildings or improve utilization of existing spaces; v) Town Hall in location. d) Summer Street i) Opportunities to use the commercially zoned properties there. e) Dykeland Park i) Expansion potential; ii) Public works location

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Education & Research Sector

Background Wolfville’s education sector can be classified as a destination that attracts students, life-long learners, educators, researchers and families. Acadia University is the primary contributor to economic growth from this sector.

Acadia University is predominately an undergraduate university with some graduate programs at the master’s level and one at the doctoral level. Acadia University was ranked second in the primarily undergraduate schools category by Canada’s MacLean’s magazine in its 21st annual University Rankings issue in 2011. The second place finish marks the 19th time Acadia has placed in the top three.

Acadia University has four faculties of undergraduate studies; Faculty of Arts, Faculty of Pure and Applied Science, Faculty of Professional Studies and Theology, as well as some graduate programs at the master’s level and one at the doctoral level; educational studies. Enrollment in undergraduate programs is 3,030 students and graduate programs is 455 students.

The approximately 3,500 students enrolled at Acadia University causes an influx in Wolfville’s population by almost double. This increased population creates a youthful culture in the town and provides Wolfville businesses with another market during the school year.

Under Provincial legislation Universities are exempt from taxation by municipalities. In return, the Town receives a grant in lieu of taxes from the Province for Acadia residences. The Town receives no taxes from all other institutional businesses on campus.

Acadia University is nationally and internationally recognized as a centre of research excellence. With nine research centres on campus Acadia offers expertise in areas as diverse as the science of coastal environments, ethnocultural diversity and social justice, environmental monitoring and climate change, food sensory research, organizational relationships, data mining, New England Planters studies, the impact of digital technologies and lifestyle choices contributing to health and wellness. (Acadia Website)

Acadia’s Officer of Industry & Community Engagement (ICE) identifies and connects Acadia’s researchers with industry, government and community groups interested in research, commercialization and outreach activities. ICE serves as a primary point of contact between external organizations and internal staff and facilities. They help assess the needs and identify the appropriate expertise for your organization either on campus or within another research institution.

There are untapped opportunities that could contribute to economic growth from non-academic activities and over the next twelve months, the understanding of these opportunities will be improved.

Work has begun on establishing an Annapolis Valley Hub; a shared workspace that is a venue where location-independent entrepreneurs gather to work, share ideas, learn from each other, help each other, find new clients, generate new ideas, and use shared facilities. The interest and support to establish the Hub already exists in the community and the role of the Town should be to support the development of the Hub in any way appropriate.

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Strengths, Weaknesses, Opportunities and Threats Analysis Strengths Weaknesses  Acadia’s population brings youthfulness and  Knowledge of business resources and/or additional consumers during the fall and winter opportunities available at Acadia University for seasons Wolfville businesses  The distinct learning environments of Landmark  Inadequate grant in lieu from the Province East and the New Booker School  Activities on campus may compete with local  Acadia University Alumni’s support and attraction businesses to Wolfville to Live, Work and Play  Lack of awareness among local businesses of the  The high quality post-secondary education offering resources available on campus in Wolfville and area  Limited integration between Acadia and the  Large resource base of highly educated people in business sector various fields  Acadia, and other local educational institutes,  Cultural community doesn’t use local resources to the fullest potential  Offers an additional market for businesses  Quality of faculty  Creates a competitive environment for local businesses  Ideal education environment – i.e. class sizes

Opportunities Threats  Underutilized resources at Acadia University that  Annapolis Valley Regional School Board funding can make significant contributions to the for public schools community and the business community  Government Funding for Universities  Specialized academic programs focused in the  Enrollment Levels (ongoing) value added food and wine industry  Rationalizing programs among N.S. Universities.  Quality of life that Wolfville offers for potential  Availability of foreign students (Foreign policy Acadia faculty and students changes)  Keep graduates in the community or returning to  Research funding for Universities the community after 10 years  Community based entrepreneurial programs  Research in the food and wine industry  Research with businesses that benefits students and business  Research funding  The Town and Acadia should work together to promote Acadia & Wolfville

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Objectives 6. Increase the number of globally mobile professionals locating in Wolfville by “X”.

Strategies and Tactics 1) Support a professional hub / network: a) Work to identify the ‘globally mobile’; b) Identify what’s important to them; c) Participate in hub events. 2) Strengthen understanding of Acadia’s non-academic activities that contribute to economic growth: a) Request presentation of business plan, priorities, etc. from Acadia to Council and Management Team; b) Re-establish joint management team meetings to stay informed of key priorities; c) Develop consistent messaging reinforcing the importance of Acadia to the community;

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Appendix A: Committee Membership and Mandate The Town enjoys a solid relationship with many partners in the area including the Wolfville Business Development Corporation (WBDC), Nova Scotia Economic and Rural Development and Tourism, (NSERDT), Atlantic Canada Opportunities Agency (ACOA), Kings Regional Development Association (KRDA), Grand Pre Community Association (Grand Pre) and Acadia University. These partners have contributed to the development of this plan and continue to be engaged in the ongoing success of Wolfville.

The economic action plan started with a framework developed by individuals representing Wolfville’s partner organizations, as listed below.

- David Hovell, WBDC - Scott Roberts, Acadia University - Stephen Kerr, KRDA - Louise Watson, NSERDT - Paul Richards, ACOA - Diane Mombourquette, Town of Wolfville - Laura MacNutt, Grand Pre - Jennifer Boyd, Town of Wolfville - Janice Ruddock, WANS

The group worked through two sessions to establish the assumptions, goals, and sectors that should be used in developing the action plan. The Town and the WBDC also held a working session to identify the objectives and complete a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of each sector.

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Appendix B: Business Composition Breakdown Number of Sector Category Percentage Businesses Accommodations Accommodations 12 8% Bar & Restaurant Bar & Restaurant 3 2% Coffee 2 1% Dining 3 2% Outlet 2 1% Pizza 2 1% Restaurant 7 4% Professional Financial 6 4% Health 28 18% Legal 3 2% Professional Services 2 1% Other 2 1% Real Estate 3 2% Retail Retail - Fashion 6 4% Retail - Food 4 3% Retail - Giftware 5 3% Retail - Home 2 1% Retail - Culture 1 1% Retail - Other 25 16% Services Construction 3 2% Cultural 3 2% Education 9 6% Fitness 2 1% Health & Beauty 8 5% Service - Auto 2 1% Service - Financial 2 1% Service - Home 1 1% Service - Other 6 4% Service - Personal 3 2%

Total 157

Wolfville’s Economic Action Plan Draft 26 REQUEST FOR DECISION #030-2012

Date:September 4, 2012 Department:Administration

1) COMMENT / RECOMMENDATION – CAO The CAO recommends that Council approves the schedule of tariffs and fees as attached.

2) RECOMMENDATION Be it resolved that Council approve the schedule of tariffs and fees for the 2012 Municipal Election.

3) REFERENCES Municipal Elections Act

4) PURPOSE OF REPORT To receive Council approval of the Tariff of Fees and Expenses made pursuant to section 139 of the Municipal Elections Act.

5) DISCUSSION The Elections Act requires Council to approve all Tariffs and Fees associated with the election every four years. The recommended tariffs and fees are on the schedule attached. The schedule of tariffs and fees is consistent with those paid in previous elections.

6) POLICY CONSIDERATIONS n/a

7) BUDGET CONSIDERATIONS Included in the 2012 election budget.

8) SUMMARY Requirement of Council approval of the Tariff of Fees and Expenses for the 2012 municipal election. TARIFF OF FEES AND EXPENSES MADE PURSUANT TO SECTION 139 OF THE MUNICIPAL ELECTIONS ACT 2012

RETURNING OFFICER

1. For services and expenses in connection with an election above the work week at the current hourly rate times the number of hours worked.

STATIONERY, ELECTION SERVICES AND SUPPLIES

2. For election supplies, services, ballot boxes, shipping of election supplies, rental of polling stations and other incidental outlays necessary in conducting an election, the amount actually and reasonably spent, supported by vouchers.

REVISING OFFICER

3. For services and expenses in connection with an election above the work week at the current hourly rate times the number of hours worked.

DEPUTY RETURNING OFFICERS

4. (a) For all services and expenses in connection with an election, a daily allowance of $175.00.

(b) For standby service as a substitute, a daily allowance of $100.00.

POLL CLERKS

5. (a) For all services and expenses in connection with an election, a daily allowance of $150.00.

(b) For standby services as a substitute, a daily allowance of $100.00.

RECOUNTS OR CONTROVERTED ELECTIONS

6. For required attendance by the returning officer at a recount or a court application regarding a controverted election a daily allowance of the current hourly overtime rate of pay times the number of hours worked.

Tariff of Fees & Expenses, 2012 Page 1

REQUEST FOR DECISION # 025-2012 Lines of Credit

Date: August 29, 2012 Department: Finance

1) COMMENT / RECOMMENDATION – CAO That Council approve the annual credit limits for operating lines of credit and credit cards as laid out below.

2) RECOMMENDATION That Council approves the following lines of credit with the Bank of Montreal;

1. Town Operating Fund, bank account $400,000 maximum credit 2. Water Utility Operating Fund, bank account $150,000 maximum credit 3. Corporate Credit Cards $ 50,000 maximum credit

3) REFERENCES Town Credit Card Policy No 1221-09 Request for Decision (RFD) #026-2012 Policy Changes

4) PURPOSE OF REPORT This RFD is intended to provide Council with information to assist in the annual decision to establish lines of credit for the Town’s operating fund bank accounts and corporate credit cards.

5) DISCUSSION

Section 84 of the Municipal Government Act (MGA) allows municipalities to utilize temporary borrowings to cover current expenditures. This recognizes the fact that municipal cash receipts do not always mirror the timing of expenditure payments. The amount to which temporary borrowings are required depends on a municipality’s unrestricted working capital and its regular cash flow requirements.

 Traditionally, the Town of Wolfville has experienced its cash flow shortages in April and May, prior to the due date of the interim tax bills.  In April and May of 2011, the Town required temporary borrowings that hit a high of $270,700. Similar credit was required in the years prior to this.  In November 2010, the Water Utility had an overdraft requirement of $123,900. REQUEST FOR DECISION # 025-2012 Lines of Credit

 No temporary borrowings were required by either the Town or Water Utility Operating Funds since May 2011 (noted above).  In March of this past year, a number of bank accounts were consolidated at the Bank of Montreal. Moving forward, this will assist the Town in avoiding the need for temporary loans from the bank. Appropriate accounting will still ensure each fund records the interest income earned every year.  Consecutive years with surplus results has helped reduce the Town’s reliance on short term borrowings.  The potential still exists for the need to utilize short term borrowings. As noted last year, the grant in lieu of taxes from the province for Acadia can be received as late the fourth quarter. This grant is currently over $800,000.  The recommended credit limits (operating lines of credit) have been unchanged for a number of years, i.e. no increase recommended.  The bank requires an approved resolution in order to facilitate any temporary borrowings.

Over the past seven years, the corporate limit for credit cards was set at $100,000. During that time covered the use of twenty cards. A reduction in the limit is recommended to coincide with changes to the Credit Card Policy included in RFD #026 Policy Changes. The suggested limit has been set at a level that would provide flexibility if required during the fiscal year. It is not anticipated that the full $50,000 would be utilized.

6) POLICY CONSIDERATIONS No specific policy considerations relate to this approval.

7) BUDGET CONSIDERATIONS Not applicable.

8) SUMMARY All three limits are recommended to allow the Town to respond to unusual, temporary situations. Under normal operations, it is not expected that the full amounts would be required, however, similar to a business it is beneficial to have the ability to draw on the funds if needed. RREQUEST FOR DECISION # 026-2012

Date: August 29, 2012 Department: Administration

1) COMMENT / RECOMMENDATION – CAO That Council approve the proposed changes and repeal of policies as set out below.

2) RECOMMENDATION Be it resolved that Council approve changes to:

Policy 3219-19 Tax Collection and Sale Policy 7-10 Training and Development Policy 1221-09 Bank Credit Cards Policy XX Travel, Meals and Miscellaneous Allowance

Be it resolved that Council approve the repeal of:

Policy 1221-50 Audit Committee and Financial Statements

3) REFERENCES Policy 3219-19 Tax collection and Sale Policy 7-10 Training and Development Policy Policy 1221-09 Bank Credit Cards Policy 6-20 Travel, Meals and Miscellaneous Allowance Policy 1221 – 50 Audit Committee and Financial Statements

4) PURPOSE OF REPORT This report summarizes the major changes considered the proposed policy changes and repeal to assist Council’s understanding.

5) DISCUSSION The following policies were on the list of policies to be examined in either July or September of this year. In the case of Tax Collection, Training and Development, Bank Credit Cards and Travel, Meals and Miscellaneous Allowances, the policies have been amended to reflect current recommended practice. The Audit Committee and Financial Statements policy is recommended be appealed.

Tax Collection – the current tax collection policy is detailed and includes many of the procedures that would be followed in the event of unpaid taxes, however many of the references are out of date and no RREQUEST FOR DECISION # 026-2012 longer exist. The policy should provide thresholds for the commencement of tax sale procedures following the non-payment of taxes and the procedure should then be applied consistently by staff to all citizens.

Training and Development Policy – the policy has been amended to adjust the amount to be budgeted annually to reflect the requirements outlined in the training and development plan versus a blanket amount based on a percentage of salaries. The increased discipline of preparing the plan will ensure the funds are spent on the most cost effective programs for the Town.

Bank Credit Cards – the Town currently has a policy that refers to cards that can be used by a number of staff, upon declaration that they have taken a card. The practice has evolved to many cards being issued to employees, by name, and used to purchase a great number of items. Initially, the practice was intended to provide efficiency in purchasing but after studying the issue, this does not appear to be the case.

What has been discovered is that the purchasing controls relating to authorization have been diminished as the purchase and the payment are authorized by the same individual, as the purchase is made. To increase the internal controls around purchasing, the Town will utilize three credit cards to facilitate online purchasing requirements and other limited situations as noted in the Policy, otherwise cheques and petty cash will be used.

Travel, Meals and Miscellaneous Allowances – this policy has already been in front of Council with the request to clean up the format and allow a provision for child care for elected officials and committee members to attend meetings. This has been added.

Audit Committee and Financial Statements – The existing policy contains deadlines with respect to when the Audit Committee will meet and receive statements that are not realistic and change from year to year. This policy will be repealed, and in the future, a policy describing the roles and responsibilities, membership and rules of engagement for the Audit Committee will be brought to Council.

Initially the Council, Board and Commission Remuneration Policy was slated for amendment but upon further review, the contents of it appear to be fine. The Council Remuneration Policy was intended to come to Council this month however the AMA has been working on collecting comparative data for Councils to consider so the policy will be revised when that information is available.

6) POLICY CONSIDERATIONS Most of this is housekeeping in nature and really reflects up-dating policies to reflect current practices.

7) BUDGET CONSIDERATIONS There are not intended to be any material impacts on the budget as a result of these proposed policies changes. The Training and Development policy could result in some savings; however, the amount spent will be based on the requirements of the Town. RREQUEST FOR DECISION # 026-2012

8) COMMUNITY ENGAGEMENT AND CONSULTATION There is no community engagement on this issue.

9) SUMMARY Staff is seeking Council’s approval for changes to Tax Collection, Bank Credit Cards, Training and Development and Travel, Meals and Miscellaneous Allowances policies as well the repeal of the Audit Committee and Financial Statements policy. This reflects improved controls on spending (training and credit cards) and updated policies to reflect current best practices.

359 Main St. Wolfville, NS B4P 1A1 | Tel: (902) 542-5767 | Fax: (902) 542-4789 | www.wolfville.ca TOWN OF WOLFVILLE POLICY

Title: Tax Sale Policy Policy No.: Supersedes: 3219-19 3219-19 (1998) Effective Date: Approval By Council Resolution No.: September 1, 2012 24-04-98

Purpose:

To identify the criteria/thresholds that will result in a property being considered for tax sale, as permitted under Section 134 of the Municipal Government Act (MGA).

Policy Statement:

1. It is the Policy of the Town of Wolfville that all property taxes be collected in a timely manner. Property tax accounts that fall into arrears will be subject to collection efforts that ultimately can result in a tax sale.

2. Property shall be put up for tax sale if taxes are in arrears for the preceding two fiscal years. MGA Section 134 (1) allows property to be sold if taxes are in arrears one year, while Section 134 (2) indicates property shall be sold if taxes in arrears for the preceding three years.

3. The Town Treasurer shall prepare annually a list of properties meeting the criteria for tax sale. The list will be reported to Council prior to the commencement of the formal tax sale process. Included with the list will be a summary of any properties that tax sales will not proceed on, noting which section of MGA 134 (4) the property qualifies for possible exclusion from tax sale.

______Chief Administrative Officer Mayor

______Date Date

Bank Credit Cards Policy Page 1 of 1

TOWN OF WOLFVILLE Human Resource Policy

7-10 Training and Development Policy

Category: Employee Training and Development Policy Number: 7-10 Effective Date: 20 October 20081 April 2012 Approval by Council: 20 October 2008 Supersedes: Training Policy #1221-38 Amended:

It is the policy of the Town of Wolfville to promote a climate within the organization, which recognizes the importance of staff training and professional development for employees.

1.0 Specific Objectives The objectives of this policy are to: a) ensure the continued growth in skills and abilities of Town of Wolfville employees so as to ensure that the employees are capable of initiating and utilizing the most appropriate modern practices and techniques in the conduct of Town of Wolfville business b) provide a consistent and equitable method of meeting the training, development, and professional needs of employees in accordance with Town of Wolfville requirements c) provide appropriate cross-training of staff to ensure business continuity d) to budget an amount of 3.5% of the total payroll annually toward the training of staff and elected officials, which will be included in the annual budget process. based on the approved professional development plans completed for employees identifying required training and / or certifications.

Town of Wolfville Page 1 Human Resource Policies

TOWN OF WOLFVILLE POLICY

Title: Bank Credit Cards Policy No.: Supersedes: 1221-09 N/A Effective Date: Approval By Council Resolution No.: August 19,1996, Amended Feb. 16, 1998 25-08-96, 18-02-98, 12-07-03 Amended July 21, 2003

Purpose:

The purpose of this policy is to provide an alternative method of payment for those limited circumstances where traditional payable processing is not possible or practical. These circumstances would include situations such as:  On line purchases Formatted: Bulleted + Level: 1 + Aligned at: 0.63 cm + Indent at: 1.27  Conference bookings, both accommodations and registration cm  Suppliers that only take payment by credit card, or where a credit account has not been set up at the time the purchase is to made  Emergency purchases  Low dollar purchases of a routine nature where no petty cash is available

The Town of Wolfville wishes to utilize a bank charge card arrangement for expense purposes. Three cards shall be made available; one each to the Mayor, Chief Administrative Officer and Town Clerk Treasurer, thereby reducing or eliminating the requirement for cash advances, the need to carry large amounts of cash when travelling or the need to use personal funds.

Definitions:

Card Administrator: Town Clerk Treasurer

Policy Statement:

1.Council shall annually, by way of resolution, establish the maximum credit limit to be Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: established with the Town’s banking institution for the following 12 months. 1 + Alignment: Left + Aligned at: 0.63 cm + Indent at: 1.27 cm 2.A maximum of three two cards will be issued at any one time. It is intended that one card Formatted: Numbered + Level: 1 + will cover the Town Hall complex requirements, one card will cover Fire Hall Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.63 requirements and the other will cover the needs of the Dykeland Street Facility. cm + Indent at: 1.27 cm

3.Purchases are to made in accordance with the Town’s Purchasing Policy and within the Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: limits set by any other policy of the Town. 1 + Alignment: Left + Aligned at: 0.63 cm + Indent at: 1.27 cm

Bank Credit Cards Policy Page 1 of 2 4.Individual cards will have an overall limit of $5,000. This limit may be increased temporarily when circumstances require, e.g. UNSM conference bookings. The Director of Financial Services will amend the $5,000 limit for a period sufficient to cover the dollar threshold needed, and will reset the limit back to $5,000 thereafter.

1. Credit cards may be used while on Town business for expenditures such as: hotel/motel charges, air fare, vehicle fuel, oil, emergency repairs, rail or ferry transport, car rentals, meals, and parking. These expenditures do not require a purchase order to be used in conjunction with the card. 2. Credit cards may be used for general goods, services or capital items providing that a valid purchase order is utilized. 3. Credit cards shall not be used to obtain cash advances except in emergency situations. 4. Credit card limits will be $10,000.00 for each individual card. 5. Any credit card transaction will be carried out within current year budget limitations . 6. The issuing of any cards shall be limited to the Mayor, Chief Administrative Officer, and Town Clerk 7. The cards issued per Section 6 of this policy may be used by other Town employees or members of Council providing that they sign a declaration that they have taken a card. 8. If any card is lost or stolen the Card Administrator must be advised immediately.

9. Charge slips, paid invoices or receipts resulting from transactions are to be delivered to the Card Administrator by the card user. 10. Credit card statements will be received by the Card Administrator. 11. The review of statements and charge slips, as well as the processing of payments, will follow current bill paying practices. 12. Statements will be paid within a sufficient time to avoid interest penalties.

______Chief Administrative Officer Mayor

______Date Date

Bank Credit Cards Policy Page 2 of 2 TOWN OF WOLFVILLE POLICY

Title: Travel, Meal and Miscellaneous Allowance Policy Policy No.: Supersedes: Human Resource Policy 6-20 Effective Date: Approval By Council Resolution No.:

Purpose:

It is the policy of the Town of Wolfville to reimburse elected officials, employees, or designated representatives of the Town for travel, meal and other expenses associated with travel when on approved town business. Reimbursement shall be for all reasonable and appropriate expenses.

Definitions:

1. Town of Wolfville Business: Any legitimate conduct of business for the purposes of the governance and administration of the Town which includes, but is not limited to: a. a function, meeting, seminar, or conference associated with any Provincial or Federal Government department or agency, b. a function sponsored by a training or educational institution, c. a function sponsored by the Union of Nova Scotia Municipalities, Towns’ Caucus, Federation of Canadian Municipalities, Association of Municipal Administrators, Canadian Association of Municipal Administrators, Recreation Association of Nova Scotia, Tourism Industry Association, a regional development authority or professional association, d. meetings with representatives of other municipal units, e. trips to and from locations outside the Town of Wolfville for securing supplies or services for work-related purposes, or consulting with other groups or individuals, f. travel by recreation and tourism staff relating to Town of Wolfville produced recreation and tourism programming. 2. Travel Expense: Includes but is not limited to accommodations, air fare, rail or ferry transport, mileage (kilometers driven), meals, gratuities, taxi, parking, bridge tolls, and work-related phone calls and faxes. Items excluded are vehicle fuels and vehicle operating costs including repairs to personal vehicles.

Bank Credit Cards Policy Page 1 of 2 Policy Statement:

1. Receipts are required for reimbursement of all travel expenses unless otherwise stated below. 2. Mileage will be reimbursed at the rate used by the Provincial government for its travel reimbursement process (receipts not applicable). 3. Councillor and Town committee members can be reimbursed for Child care expenses to a maximum of $30 per approved meeting. In lieu of receipts, the name and address of the individual providing the child care service must be provided. Reimbursement is limited to non-family members. 4. Expense reports must be submitted and approved as follows: a. Staff expense reports must be approved by their respective Department Head. b. Chief Administrative Officer (CAO) expenses must be approved by the Mayor or Deputy Mayor. c. Expense reports for the Mayor will be approved by the Deputy Mayor. d. Council expense reports will be approved by the Mayor. 5. Alcoholic beverages are not eligible for reimbursement.

______Chief Administrative Officer Mayor

______Date Date

Bank Credit Cards Policy Page 2 of 2

Kings 2050 Update - July 2012

Hello everyone! The Kings 2050 process is moving along and there are lots of exciting things to tell you:

Kings 2050 Scholarship Winners Announced In May of this year we asked Grade 12 students from each of the four high schools in Kings County to submit an essay outlining their vision for Kings County in the year 2050. A winner was selected from each school and each of these deserving students has been awarded a $1000 Future of Kings Scholarship. We offer our heartiest congratulations to Phil Gillam, Patrick Speers, Issac Turner, and Jack Jarvis. We also wish all of our entrants the best in their future studies. The winning essays can be read here: http://www.kings2050.ca/blog/2012/07/kings- 2050-scholarships-announced/

New Background Reports Before we can plan for the future we need to know where we are today. With this mantra in mind the 2050 team has been diligently researching and writing background reports on a variety of topics, such as "Housing" and "Envrionment". Last week we released a report on the topic of "Economy and Business", today we released a new report on "Public Services", and a report on "Community Health" will be available shortly. We invite you to read all of the reports and let us know what you think. The reports can be found here as they are released: http://www.kings2050.ca/reports-and-outcomes.html

Kings 2050 Videos Did you know that some members of our 2050 team are budding directors? If not, now's the time to grab a bowl of popcorn and watch our videos (http://www.kings2050.ca/blog/category/videos/). Our newest video, "Kings 2050: Join the Conversation", features residents at the Kentville Farmers' Market providing their vision of what our community should look like over the next 40 years. Be sure to check it out!

Mapping Kings 2050 Maps are a useful tool for knowing what our communities look like today. A few members of our Kings 2050 team have been working hard to produce maps that explore community density and opportunities for future development. You can view examples of their work by visiting http://www.kings2050.ca/blog/2012/07/mapping-kings-2050/

Reminder: Save the Date - Fall Visioning Workshop We now have a date set for our Kings 2050 Fall Visioning Workshop. This will be an opportunity for any interested persons to provide their vision, in a workshop setting, for what Kings County should look like over the next 40 years. We don't have the final details for the workshop nailed down yet, but for now please make sure your day is open on Wednesday, September 26. Once we have the final details worked out we will be sending formal invitations to all members of this email list. Stay tuned!

Where You're At Meetings It's important that the vision for Kings 2050 comes from you, the residents of Kings County. As such, the 2050 team is in the process of conducting "Where You're At" visioning sessions. Instead of asking you to come to us, we go to you at your regularly scheduled community group meetings (community hall associations, rate payers associations, Lions Club, etc.). The sessions to date have been very productive and positive, but we want to do more! If you're involved with a community group with an upcoming meeting and would like to participate in a Where You're At session, please let us know by emailing [email protected]

Win an Aerial Tour - Join the Conversation The Fall Visioning Workshop and Where You're At sessions aren't the only way to get involved in Kings 2050. If you go to our Join the Conversation webpage (http://www.kings2050.ca/join- the-conversation) you'll find links to online surveys and a place to fill out a visioning "postcard". Share your vision with us and you'll be entered for a chance to win an aerial tour of Kings County, courtesy of Greenwood Flight Centre! While you're on that page, be sure to check out the many submissions we've already recieved. The visions provided by the attendees of our summer day camps are especially worth a look.

That's all for now. Stay tuned for further updates and please contact us with any questions. planning for our future www.kings2050.ca

From: Susan Hauer [mailto:[email protected]] Sent: August-02-12 7:03 PM To: Diane Mombourquette Subject: Request for action–fluoride after 50 years

1 August, 2012

Dear Town of Wolfville—Mayor, Councillors and Staff:

It has been brought to my attention that the Town adds fluoride to our drinking water and has been doing so since 1959. While I am familiar with the standard reply that the Town offers to concerned citizens who write about the fluoridation of water, there is increasing evidence that this practice is not necessary and potentially harmful. And whereas many jurisdictions around the world rejected fluoridation decades ago, in others, the practice continues, unquestioned.

The scientific understanding of the risks and benefits of fluoridated water has grown considerably over the years and many citizens believe that it would be a responsible move for our municipality to revisit the 1959 decision. They also believe that it is time once again for the Town of Wolfville to show leadership on a significant health issue and end the fluoridation of our drinking water supply. From Heath Canada stats (2006), 57.4% of Canadians do not have fluoridated drinking water and many municipalities have recently reversed previous positions (from fluoridated to non-fluoridated) on the strength of the most current evidence.

With the October election looming, obviously Councillors planning to run again (and aspiring Councillors) would want to examine the current evidence that questions the received wisdom around the fluoridation of drinking water. To expose oneself to current research and information on a topic of grave concern to the citizenry, to take the initiative to question the status quo after more than 50 years is what is expected of our elected officials, especially in order for each to make an informed decision on the question.

One can easily begin the process by giving your attention to the ten points (below) from the Fluoride Action Network website, then also peruse that website thoroughly. And further, I offer the book The Case Against Fluoride: How Hazardous Waste Ended Up in Our Drinking Water and the Bad Science and Powerful Politics That Keep It There by Connett, Beck and Micklem which I have purchased for Town use. I have given this copy over to the CAO who can decide where it would best be kept for full circulation and would hope that anyone connected to the Town’s decision-making process would take some time with this book before Council resumes in September. Currently, I am still studying a copy myself from the Dalhousie Kellogg (Medical) Library (Dental collection) and while I understand that for every shred of information there is an equal amount of opposing information, it is essential and the responsibility of each of you to approach this issue with an open mind while using the Precautionary Principle.

Let's take a good look at the fluoride issue as soon as possible and reevaluate whether fluoridation in our drinking water is in any way justifiable for Wolfville. I offer this quote from the back of the book cited above: "Sweden rejected fluoridation in the 1970s, and in this excellent book, these three scientists have confirmed the wisdom of that decision. Our children have not suffered greater tooth decay, as World Heath Organization figures attest. And in turn our citizens have not borne the other hazards fluoride may cause." Dr. Arvid Carlsson, Nobel Laureate in Medicine or Physiology (2000).

Thank you for the attention to my request. I would appreciate a one-liner reply from each of you to acknowledge receipt of this e-mail, as I understand from the Town Office that "unknown senders" often end up in "quarantine" and may be missed. I would also appreciate being informed just when this will be on the Committee of Council agendum as I would certainly want to speak to the issue in person.

Respectfully yours,

Susan J. Hauer

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Subscribe to FAN's FREE Newsletter. Join the fight to get our water clean! Fluoride Facts

243 | print this page 10 Facts about Fluoride Fluoride Action Network | Printer-Friendly Version

1) 97% of western Europe has chosen fluoride-free water . This includes: Austria, Belgium, Denmark, Finland, France, Germany, Iceland, Italy, Luxembourg, Netherlands, Northern Ireland, Norway, Scotland, Sweden, and Switzerland. (While some European countries add fluoride to salt, the majority do not.) Thus, rather than mandating fluoride treatment for the whole population, western Europe allows individuals the right to choose, or refuse, fluoride.

2) Fluoride is the only chemical added to drinking water for the purpose of medication (to prevent tooth decay). All other treatment chemicals are added to treat the water (to improve the water's quality and safety - which fluoride does not do). This is one of the reasons why most of Europe has rejected fluoridation. For instance:

In Germany, "The argumentation of the Federal Ministry of Health against a general permission of fluoridation of drinking water is the problematic nature of compulsion medication."

In Belgium, it is "the fundamental position of the drinking water sector that it is not its task to deliver medicinal treatment to people. This is the sole responsibility of health services."

In Luxembourg, "In our views, drinking water isn't the suitable way for medicinal treatment and that people needing an addition of fluoride can decide by their own to use the most appropriate way."

3) Contrary to previous belief, fluoride has minimal benefit when swallowed. When water fluoridation began in the 1940s and '50s, dentists believed that fluoride needed to be swallowed in order to be most effective. This belief, however, has now been discredited by an extensive body of modern research (1).

According to the Centers for Disease Control, fluoride's "predominant effect is posteruptive and topical" (2). In other words, any benefits that accrue from the use of fluoride, come from the direct application of fluoride to the outside of teeth (after they have erupted into the mouth) and not from ingestion. There is no need, therefore, to expose all other tissues to fluoride by swallowing it.

4) Fluoridated water is no longer recommended for babies. In November of 2006, the American Dental Association (ADA) advised that parents should avoid giving babies fluoridated water (3). Other dental researchershave made similar recommendations over the past decade (4).

Babies exposed to fluoride are at high risk of developing dental fluorosis - a permanent tooth defect caused by fluoride damaging the cells which form the teeth (5). Other tissues in the body may also be affected by early-life exposures to fluoride. According to a recent review published in the medical journal The Lancet, fluoride may damage the developing brain, causing learning deficits and other problems (6).

5) There are better ways of delivering fluoride than adding it to water. By adding fluoride to everyone's tap water, many infants and other at-risk populations will be put in harm's way. This is not only wrong, it is unnecessary. As western Europe has demonstrated, there are many equally effective and less-intrusive ways of delivering fluoride to people who actually want it. For example:

A) Topical fluoride products such as toothpaste and mouthrinses (which come with explicit instructions not to swallow) are readily available at all grocery stores and pharmacies. Thus, for those individuals who wish to use fluoride, it is very easy to find and very inexpensive to buy.

B) If there is concern that some people in the community cannot afford to purchase fluoride toothpaste (a family-size tube of toothpaste costs as little as $2 to $3), the money saved by not fluoridating the water can be spent subsidizing topical fluoride products (or non-fluoride alternatives) for those families in need.

C) The vast majority of fluoride added to water supplies is wasted, since over 99% of tap water is not actually consumed by a human being. It is used instead to wash cars, water the lawn, wash dishes, flush toilets, etc.

6) Ingestion of fluoride has little benefit, but many risks. Whereas fluoride's benefits come from topical contact with teeth, its risks to health (which involve many more tissues than the teeth) result from being swallowed.

Adverse effects from fluoride ingestion have been associated with doses atttainable by people living in fluoridated areas. For example: a) Risk to the brain. According to the National Research Council (NRC), fluoride can damage the brain. Animal studies conducted in the 1990s by EPA scientists found dementia-like effects at the same concentration (1 ppm) used to fluoridate water, while human studies have found adverse effects on IQ at levels as low as 0.9 ppm among children with nutrient deficiencies, and 1.8 ppm among children with adequate nutrient intake. (7-10) b) Risk to the thyroid gland. According to the NRC, fluoride is an “endocrine disrupter.” Most notably, the NRC has warned that doses of fluoride (0.01-0.03 mg/kg/day) achievable by drinking fluoridated water, may reduce the function of the thyroid among individuals with low-iodine intake. Reduction of thyroid activity can lead to loss of mental acuity, depression and weight gain (11) c) Risk to bones. According to the NRC, fluoride can diminish bone strength and increase the risk for bone fracture. While the NRC was unable to determine what level of fluoride is safe for bones, it noted that the best available information suggests that fracture risk may be increased at levels as low 1.5 ppm, which is only slightly higher than the concentration (0.7-1.2 ppm) added to water for fluoridation. (12) d) Risk for bone cancer. Animal and human studies – including a recent study from a team of Harvard scientists – have found a connection between fluoride and a serious form of bone cancer (osteosarcoma) in males under the age of 20. The connection between fluoride and osteosarcoma has been described by the National Toxicology Program as "biologically plausible." Up to half of adolescents who develop osteosarcoma die within a few years of diagnosis. (13-16) e) Risk to kidney patients. People with kidney disease have a heightened susceptibility to fluoride toxicity. The heightened risk stems from an impaired ability to excrete fluoride from the body. As a result, toxic levels of fluoride can accumulate in the bones, intensify the toxicity of aluminum build-up, and cause or exacerbate a painful bone disease known as renal osteodystrophy. (17-19)

7) The industrial chemicals used to fluoridate water may present unique health risks not found with naturally- occurring fluoride complexes . The chemicals - fluorosilicic acid, sodium silicofluoride, and sodium fluoride - used to fluoridate drinking water are industrial waste products from the phosphate fertilizer industry. Of these chemicals, fluorosilicic acid (FSA) is the most widely used. FSA is a corrosive acid which has been linked to higher blood lead levels in children. A recent study from the University of North Carolina found that FSA can - in combination with chlorinated compounds - leach lead from brass joints in water pipes, while a recent study from the University of Maryland suggests that the effect of fluoridation chemicals on blood lead levels may be greatest in houses built prior to 1946. Lead is a neurotoxin that can cause learning disabilities and behavioral problems in children. (20-23)

8) Water fluoridation’s benefits to teeth have been exaggerated. Even proponents of water fluoridation admit that it is not as effective as it was once claimed to be. While proponents still believe in its effectiveness, a growing number of studies strongly question this assessment. (24-46) According to a systematic review published by the Ontario Ministry of Health and Long Term Care, "The magnitude of [fluoridation's] effect is not large in absolute terms, is often not statistically significant and may not be of clinical significance." (36) a) No difference exists in tooth decay between fluoridated & unfluoridated countries. While water fluoridation is often credited with causing the reduction in tooth decay that has occurred in the US over the past 50 years, the same reductions in tooth decay have occurred in all western countries, most of which have never added fluoride to their water. The vast majority of western Europe has rejected water fluoridation. Yet, according to comprehensive data from the World Health Organization, their tooth decay rates are just as low, and, in fact, often lower than the tooth decay rates in the US. (25, 35, 44) b) Cavities do not increase when fluoridation stops. In contrast to earlier findings, five studies published since 2000 have reported no increase in tooth decay in communities which have ended fluoridation. (37-41) c) Fluoridation does not prevent oral health crises in low-income areas. While some allege that fluoridation is especially effective for low-income communities, there is very little evidence to support this claim. According to a recent systematic review from the British government, "The evidence about [fluoridation] reducing inequalities in dental health was of poor quality, contradictory and unreliable." (45) In the United States, severe dental crises are occurring in low-income areas irrespective of whether the community has fluoride added to its water supply. (46) In addition, several studies have confirmed that the incidence of severe tooth decay in children (“baby bottle tooth decay”) is not significantly different in fluoridated vs unfluoridated areas. (27,32,42) Thus, despite some emotionally-based claims to the contrary, water fluoridation does not prevent the oral health problems related to poverty and lack of dental-care access.

9) Fluoridation poses added burden and risk to low-income communities. Rather than being particularly beneficial to low-income communities, fluoridation is particularly burdensome and harmful. For example: a) Low-income families are least able to avoid fluoridated water. Due to the high costs of buying bottled water or expensive water filters, low-income households will be least able to avoid fluoride once it's added to the water. As a result, low-income families will be least capable of following ADA’s recommendation that infants should not receive fluoridated water. This may explain why African American children have been found to suffer the highest rates of disfiguring dental fluorosis in the US. (47) b) Low-income families at greater risk of fluoride toxicity. In addition, it is now well established that individuals with inadequate nutrient intake have a significantly increased susceptibility to fluoride’s toxic effects. (48-51) Since nutrient deficiencies are most common in low-income communities, and since diseases known to increase susceptibility to fluoride are most prevalent in low-income areas (e.g. end-stage renal failure), it is likely that low-income communities will be at greatest risk from suffering adverse effects associated with fluoride exposure. According to Dr. Kathleen Thiessen, a member of the National Research Council's review of fluoride toxicity: “I would expect low-income communities to be more vulnerable to at least some of the effects of drinking fluoridated water." (51)

10) Due to other sources, many people are being over- exposed to fluoride . Unlike when water fluoridation first began, Americans are now receiving fluoride from many other sources* besides the water supply. As a result many people are now exceeding the recommended daily intake, putting them at elevated risk of suffering toxic effects. For example, many children ingest more fluoride from toothpaste alone than is considered “optimal” for a full day’s worth of ingestion. According to the Journal of Public Health Dentistry:

"Virtually all authors have noted that some children could ingest more fluoride from [toothpaste] alone than is recommended as a total daily fluoride ingestion." (52)

Because of the increase in fluoride exposure from all sources combined, the rate of dental fluorosis (a visible indicator of over-exposure to fluoride during childhood) has increased significantly over the past 50 years. Whereas dental fluorosis used to impact less than 10% of children in the 1940s, the latest national survey found that it now affects over 30% of children. (47, 53)

* Sources of fluoride include: fluoride dental products, fluoride pesticides, fluorinated pharmaceuticals, processed foods made with fluoridated water, and tea.

References

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GM Report August 2012

Kings Transit Authority Lead Story: Annapolis County!! • Long term agreement being reviewed by Bridgetown and Middleton

• Should be signed before end of September?

29 Crescent Drive New Minas NS, B4N 3G7

Kings Transit Authority DATE: October 3, 2012 Kentville Transfer Point Strategic Planning Session TIME: 10:00 a.m. to 3:30 p.m. LOCATION: Berwick & • Nothing new to report. Kentville still You are cordially invited to Kings Transit District Volunteer Fire Hall working on design for new shelter. Authority’s Strategic Planning Session!

Kings Transit is holding a strategic planning session and inviting all municipal stakeholders For more information, contact:

to attend this important meeting. Ron Mullins

Please join us for this important meeting! The General Manager, Kings Transit information collected will be used to develop 902-678-7310 Kings Transit’s new strategic plan! [email protected] www.kingstransit.ns.ca Like us on Facebook!

EXPENDITURES: BUDGET VS ACTUAL Actual Budget Bal.

Advertising $3,447 $5,553 Bank Charges $392 $3,608 Building and Utilities $9,655 $10,433 Bus Licensing $- $4,167 Bus Repairs and Maintenance $59,172 $82,918 Bus Signs/tools $991 $9 Contingency $- $5,000 CPP & EI Benefits $17,067 $28,719 CUTA $5,136 $- Employee Awards $199 $3,301 Employee Benefits $8,814 $21,366 Fuel $74,384 $177,790 Insurance $12,725 $25,275 IT Support $4,499 $- Legal & Audit $11,353 $3,647 Mechanic's Wages $35,606 $67,042 Miscellaneous $2,994 $2,006 Office Supplies & Equipment $2,014 $6,486 -$3,540 Printing $6,465 Snow Clearing $- $5,000 Telephone & Answering Service $4,703 $12,697 Travel /Meetings/Training $2,712 $5,288 Uniforms $1,602 $3,398 Wages $206,759 $426,699 Worker's Compensation $10,831 $20,159

-40% -20% 0% 20% 40% 60% 80% 100%

Respectfully submitted Phone: 902-678-7310 1 Ron Mullins, CGA, GM August 27, 2012 Fax: 902-678-2545 Email: [email protected] GM Report August 2012

Kings Transit Authority

Kings Transit Core Service As of July, 2012

2012/2013 Budget Actual Actual % Budget July July to Date Budget Budget Bal

REVENUE Acadian Lines Revenue $ 31,386 $ 2,616 2,640$ $ 9,766 31.11% $21,620 Advertising 26,500 2,208 446$ 7,280 27.47% $19,220 29 Crescent Drive Bus Rental Revenue 109,800 9,150 11,400$ 43,600 39.71% $66,200 New Minas NS, B4N 3G7 Capital Contribution ~ Municipal Units 80,000 6,667 6,667 26,667 33.33% $53,333 Fares 624,240 52,020 49,698$ 201,502 32.28% $422,738 Management Fees 70,175 5,848 9,180$ 26,724 38.08% $43,451 Miscellaneous Revenue - 450$ 4,414 ($4,414) Miscellaneous/Interest 4,000 333 -$ 45 1.14% $3,955 Operating Contribution ~ Municipal Units 522,807 43,567 43,567 174,269 33.33% $348,538 Revenue: Mechanic Labour 55,500 4,625 6,336$ 18,909 34.07% $36,591

.46$ .46$ TOTAL REVENUE $ 1,524,408 $ 127,034 130,384$ $ 513,176 33.66% 1,011,232 3.65 3.65 1.52 2 0.62 0.62 4,108 4,108 42.38 42.38

55,999 55,999 EXPENDITURES Advertising $ 9,000 $ 750 363$ $ 3,447 38.30% ($5,553) Bank Charges 4,000 333 - 392 9.79% ($3,608) Building and Utilities 20,088 1,674 1,986 9,655 48.06% ($10,433) Bus Licensing 4,167 347 - - 0.00% ($4,167) Bus Repairs and Maintenance 142,090 11,841 17,524 59,172 41.64% ($82,918) 1.13$ 1.13$ 2.83$ 2.83$ 2.36$ 2.36$ 0.47 0.47 Bus Signs/tools 1,000 83 144 991 99.12% ($9) 89.85$ 89.85$ 117.41 1,380 1,380 44.37 44.37 Contingency 5,000 417 - - 0.00% ($5,000) 43,884 43,884 132,126 19,472 Jul-12 Date To CPP & EI Benefits 45,786 3,816 4,640 17,067 37.27% ($28,719) CUTA 4,000 333 - 5,136 128.40% $1,136 Employee Awards 3,500 292 - 199 5.68% ($3,301) Employee Benefits 30,180 2,515 2,245 8,814 29.21% ($21,366) Fuel 252,174 21,015 18,513 74,384 29.50% ($177,790) Insurance 38,000 3,167 3,181 12,725 33.49% ($25,275) IT Support 4,000 333 - 182 4,499 112.48% $499 Legal & Audit 15,000 1,250 2,465 11,353 75.69% ($3,647) Mechanic's Wages 102,648 8,554 9,216 35,606 34.69% ($67,042) Miscellaneous 5,000 417 355 2,994 59.88% ($2,006) Office Supplies & Equipment 8,500 708 222 2,014 23.70% ($6,486) Printing 2,925 244 4,895 6,465 221.01% $3,540 Professional Development 3,000 250 913 783 26.08% ($2,218) Snow Clearing 5,000 417 - - 0.00% ($5,000) Telephone & Answering Service 17,400 1,450 1,093 4,703 27.03% ($12,697) Travel /Meetings/Training 8,000 667 212 2,712 33.90% ($5,288)

Measurement Stats Measurement Uniforms 5,000 417 281 1,602 32.05% ($3,398) Wages 633,458 52,788 53,324 206,759 32.64% ($426,699) Worker's Compensation 30,990 2,583 2,788 10,831 34.95% ($20,159) TOTAL EXPENDITURES $ 1,399,908 $ 116,659 123,992$ $ 482,303 34.45% ($917,603) FUEL RESERVE 24,500 2,042 - - 24,500

riders per km travelled per riders CAPITAL RESERVE- Partners 80,000 6,667 6,667 26,667 53,333 # # kms 100 per Litres Diesel Monthly Average Revenue/rider Average Monthly traveled of Kilometers Number Total used Fuel Total Hours Total KM per Cost hour per Cost revenue/KM Fares CAPITAL RESERVE- from Hants Co 20,000 1,667 1,667 6,667 13,333 TOTAL OPERATING & CAPITAL $ 1,524,408 $ 127,034 $132,326$ 515,636 33.83% $1,008,772 (DEFICIT) OR SURPLUS $0 $ 0 ($1,942) ($2,460) $2,460 $15,000 Net Operations $9,737 $10,000

$5,000 $222 $- -$1,942 $(5,000) -$2,460

$(10,000) $(10,350) $(15,000) April May June July Total

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