Town Council Meeting February 19, 2019 6:30 P.M

Town Council Meeting February 19, 2019 6:30 p.m. Council Chambers, Town Hall 359 Main Street

Agenda

Call to Order

1. Approval of Agenda

2. Approval of Minutes a. In-Camera Town Council Meeting, October 16, 2018 b. In-Camera Special Town Council Meeting, January 15, 2019 c. Town Council Meeting, January 22, 2019 d. In-Camera Town Council Meeting, January 22, 2019 e. Special Town Council Meeting, February 4, 2019

3. Comments from the Mayor

4. Public Input / 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 within the thirty-minute Public Input / Question timeframe.

359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca 5. Motions/Recommendations from Committee of the Whole, February 5, 2019: a. RFD 007-2019: Art Site Map b. RFD 006-2019: Art Plan c. RFD 008-2019: 102 Main Street d. RFD: 081-2018: Gaspereau Ave D.A e. RFD 002-2019: Kings REMO Emergency Evacuation Plan f. RFD 005-2019: Culinary Tourism Centre g. RFD 004-2019: Valley REN

6. New Business a. RFD 081-2018: Accessibility Plan b. RFD 011-2019: Annual Appointment of Financial Auditor c. Info Report – Operations Plan

7. Correspondence: a. John Andrew: Invitation, Coldest Night of the Year 2019. b. Jane Warren: Replacement 35 km/h speed sign needed. Please note that any correspondence related to the proposed MPS and LUB craft beverage amendments will be part of the Public Hearing package on March 4, 2019 and will also be included as part of the Council meeting where 2nd reading is considered.

8. Public Input / 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.

9. Regular Meeting Adjourned

359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

SUMMARY

A request for Council to adopt a Public Art Site Plan to designate areas for public art, as outlined in the Public Art Policy, in anticipation of a future request for proposals for public art on a site(s) outlined in the Public Art Site Plan.

DRAFT MOTION:

That Council approve the Public Art Site Plan as outlined in Attachment 3.

Request for Decision, Page 1 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

1) CAO COMMENTS The CAO supports the recommendations of staff.

2) LEGISLATIVE AUTHORITY The Municipal Government Act Section 47 enables Council to make decisions in the exercise of its powers on behalf of the Municipality, which includes directing staff and adopting policy. Public Art Policy #760-002 outlines the responsibilities of the Art in Public Spaces Committee in recommending and advising Council regarding Public Art.

3) STAFF RECOMMENDATION Staff believe the Public Art Site Plan is appropriate for the detail of public art planning within the Town of Wolfville.

4) REFERENCES AND ATTACHMENTS 1. What is CPTED? (attached) 2. DRAFT Wolfville Art Inventory and Sites for Consideration Map 3. Public Art Site Plan (attached)

5) DISCUSSION

Upon review of the “DRAFT Wolfville Art Inventory and Sites for Consideration,” The Art in Public Spaces Committee recognized the need to renew the Public Art Site Plan to better consider art within the Town of Wolfville. A working group was struck to do so. The working group met on Friday August 17th, 2018 and recognized the need to consider areas for public art rather than specific points or locations. Discussion included considering areas for specific themes; e.g. areas focused on “Historic art” or “contemporary art,” yet the option for the Town to dedicate areas to specific themes was considered unnecessary and overly regulatory for artists.

Areas within the Town of Wolfville identified for public art included significant parks and areas with significant “eyes on the street” rather than private, or less-used, public areas. It was recognized that areas with low qualities of Crime Prevention through Environmental Design (CPTED) are ideal areas for vandalism or minor graffiti and therefore should not be considered for public art. For more information on CPTED, see attachment 2.

Areas considered ideal for public art include:

• Central Commercial Area, • East End Gateway Area, • Quiet Park,

Request for Decision, Page 2 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

• Reservoir Park, • the Old Burying Ground, • Millennium Trail, • Harvest Moon Trail.

6) FINANCIAL IMPLICATIONS

There is no direct financial implication from this request for decision. This map will focus future investment in art within the areas outlined on the Public Art Site Plan.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS

This project will enable Staff to move forward Council’s strategic direction and sub goals from the 2017- 2021 Strategic plan towards:

• Improving Quality of Life for All o offer a dynamic quality of life grounded in the Town’s leisure, culture and recreation activities • Leveraging our economic opportunities o make the downtown core more user friendly. o ensure the Town owned and/or funded infrastructure meets the needs of the community

8) COMMUNICATION REQUIREMENTS

None at this time.

9) ALTERNATIVES a. Alter the map as attached and recommend Council adopt a revised map. b. Continue using the existing “DRAFT Wolfville Art Inventory and Sites for Consideration Map” (see attachment 2).

Request for Decision, Page 3 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

ATTACHMENT 1 - WHAT IS CPTED?

From http://www.cptedontario.ca/mission/what-is-cpted

CPTED is a proactive design philosophy built around a core set of principles that is based on the belief that the proper design and effective use of the built environment can lead to a reduction in the fear and incidence of crime as well as an improvement in the quality of life.

CPTED goes well beyond conventional approaches to safeguarding the environment by exploiting natural forms of surveillance, access control and territorial reinforcement in a deliberate attempt to present a psychological deterrent for the purpose of positively influencing human behaviour as people interact with the environment. It is through these proven applications of CPTED principles that CPTED and its practitioners earn their well-deserved reputation for manipulating the environment which, by no coincidence, serves as the conceptual thrust for the concept.

Far less appreciated is CPTED’s true emphasis which is directed towards assisting the objective of the human activity and, through this process, lowering our exposure to crime and loss. It is largely for this reason, that CPTED enjoys its broad appeal and has a significant, yet modest, reputation for promoting good design.

What are its benefits?

CPTED offers a number of benefits including major cost savings when the principles are applied at an early stage in the design process. For best results, a CPTED space assessment should be undertaken as part of the concept plan. A space assessment can minimize the potential for conflict and confusion by matching the intended functions with a space that can support it. It will also offer insights into how well the designated purpose of the space (designation for short) meshes with the intended function and how the definition and design of a space can help to ensure that an intended activity can function well while, at the same time, providing support for the control of the human behaviour.

Potential CPTED benefits include:

• productive use of space • improved function and/or profit • reduced exposure to fear, crime, loss and liability • partnerships and problem solving • improved quality of life, and • major cost savings.

What are CPTED’s core principles?

CPTED has three main principles. They are:

• natural surveillance, • natural access control, and

Request for Decision, Page 4 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

• territorial reinforcement.

Natural Surveillance

The concept of natural surveillance was first identified by Oscar Newman as one of four requirements needed for the establishment of Defensible Space. Natural surveillance is a design strategy that is directed at keeping intruders under observation. It is based on a simple premise that a person inclined to engage in criminality will be less likely to act on their impulse if he or she can be seen.

Natural surveillance is commonly associated with the establishment of clear sightlines. While generally a worthwhile goal, the pursuit of clear sightlines must be tempered by a number of considerations including the ability to capitalize and/or generate witness potential and the need to establish and provide for landscaping.

Successful natural surveillance applications include:

• orienting driveways and paths towards natural forms of surveillance such as building entrances and windows • increasing visual permeability of vulnerable areas such as building entrances, stairwells, playgrounds etc. through the strategic use of windows, fencing material , landscaping etc., • trimming back overgrown landscaping • strategically lighting pathways and other potentially problematic areas where opportunities for natural surveillance exist, and • developing uses for the environment that are capable of strategically generating activity. This can include the establishment of sidewalk patios, seating areas and other amenities.

Natural surveillance can be complemented by mechanical forms of surveillance (closed circuit television) and/or organized forms such as security and police patrols. Mechanical and organized forms of

Request for Decision, Page 5 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning surveillance should be emphasized where natural forms of surveillance are limited. This includes parking garages and any place that regularly lacks a critical intensity of people.

Natural Access Control

Natural access control is a design concept that is directed at decreasing crime opportunity. It is based on the simple premise that a person who is confronted with a clearly defined and/or strategically developed boundary, will typically show it some deference by respecting the way it guides and influences their movement as they transition from public through private space. Natural forms of access control includes fences, low walls, landscaping, gates and any barrier that is natural for the environment including topographical features, sales counters and even distance. Natural forms of access control are particularly effective when combined with natural surveillance. The combination of natural forms of surveillance and access control can create a perception of risk in offenders that reduces their desire to step foot on the property or engage in criminal activity.

Successful natural access control applications include:

• providing clear border definition of controlled space • limiting uncontrolled and/or unobserved access onto properties, buildings and private space, • adding dense or thorny landscaping as a natural barrier to reinforce fences and discourage unwanted entry • using space to provide natural barriers to conflicting activities.

Natural access control can be complemented by mechanical forms of access control such as locks and alarms and/or organized forms such as security and police patrols. Mechanical and organized forms of access control should be emphasized where natural forms are limited. This includes compounds, storage areas and any place where that regularly lacks people.

Territorial Reinforcement

Territorial Reinforcement has its’ roots in Oscar Newman’s Defensible Space. It is a design concept that realizes that physical design can create or extend a sphere of influence so that users develop a sense of proprietorship that is noticeable to the offender.

Request for Decision, Page 6 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

Territorial reinforcement has been described as an umbrella strategy that encompasses natural surveillance and access control. Used properly, natural surveillance and access control can help people to develop a sense of ownership about a space regardless of whether or not they own it. Territoriality often results in challenging behaviour.

Successful territorial reinforcement applications include:

• creating clearly marked transitional zones as persons move from public to semi-public and private space using paving patterns, symbolic barriers or markers, signs and other visual cues, • providing amenities in communal area that encourages activity and use, • avoiding the creation of no-man’s land by ensuring that all space is assigned a clear, and preferably, active purpose, • developing visitor reporting procedures for larger scale entities that regularly receive people, and • conducting timely maintenance.

Request for Decision, Page 7 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

ATTACHMENT 2

Request for Decision, Page 8 of 9 REQUEST FOR DECISION 007-2019 Title: Public Art Site Plan Date: 2019-02-05 Department: Development & Planning

ATTACHMENT 3

Request for Decision, Page 9 of 9 COMMUNITY MAP 49 DEVELOPMENT PUBLIC ART SITE PLAN 2019-01-29

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HIGHWAY 101 REQUEST FOR DECISION 006-2019 Title: Art Strategy Date: 2019-02-05 Department: Planning & Development

SUMMARY

Rather than create ad-hoc requests for art proposals or interpretive plaques which may or may not be consistent with a long-term vision for art in the Town of Wolfville, the Art in Public Spaces Committee recommends that Council create a long-term plan for art in the Town of Wolfville.

This work be carried out over a number of years but would be included in the 2019-2020 Operations Plan (including a Project Charter), if approved by Council.

DRAFT MOTION:

That Council direct staff to create a long-term art strategy for the Town, led by the Art in Public Spaces Committee and informed by Community Consultation.

Request for Decision, Page 1 of 3 REQUEST FOR DECISION 006-2019 Title: Art Strategy Date: 2019-02-05 Department: Planning & Development

1) CAO COMMENTS

None required.

3) STAFF RECOMMENDATION

As draft motion.

4) REFERENCES AND ATTACHMENTS • City of Nanaimo Cultural Plan – found here.

5) DISCUSSION Art in Public Spaces Committee noted that the ad-hoc approach to supporting the arts in the Town of Wolfville from Staff has resulted in years of inactivity from the committee and inconsistent design of interpretive plaques with various background colors or formats, as well as public art created through inconsistent processes. Recent discussions around professional art vs community art, including what is and isn’t art, continue to highlight the need to integrate arts-support and strategic planning for the arts in the Town of Wolfville’s operations.

The Art in Public Spaces Committee therefore recommend that Council direct staff to create a Long- Term Art Strategy for the Town of Wolfville. A Project Charter would be developed, and resources assigned in the 2019-2020 Operations Plan. This project may be carried out over a number of years, depending on Staff and Committee capacity.

6) FINANCIAL IMPLICATIONS

$1000- $2000 in outreach costs (venue rental and associated fees), in addition to 35-70 hours of staff time for research and 2 – 3 public consultation events.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS

This project will move forward Council’s strategic direction and sub goals from the 2017-2021 Strategic plan:

Request for Decision, Page 2 of 3 REQUEST FOR DECISION 006-2019 Title: Art Strategy Date: 2019-02-05 Department: Planning & Development

• Maximizing our infrastructure investments o ensure the Town owned and/or funded infrastructure meets the needs of the community • Improving quality of life for all o offer a dynamic quality of life grounded in the Town’s leisure, culture and recreation activities

8) COMMUNICATION REQUIREMENTS

This project involves extensive communication to the arts community and general public through posters and social media, as well as the adoption of a strategic art-plan for the Town of Wolfville.

9) ALTERNATIVES a. That Council delay the project for a future operations year. b. That Council alters the motion by including more specific direction. c. That Council refuse the project at this time.

Request for Decision, Page 3 of 3 REQUEST FOR DECISION 008-2019 Title: 102 Main Street - Heritage Alterations Date: 2019-02-05 Department: Planning and Development

SUMMARY

This request is to remove the existing porch, a designated heritage feature, as part of the renovations to an owner-occupied three guest-room bed and breakfast, which includes alterations to non-heritage features.

At this time, the porch noted in heritage documents has already been removed without Heritage Advisory Committee or Council support. If this request is not approved by Council, the applicant shall be required to re-build the porch structure.

Motion from the Heritage Advisory Committee:

Heritage Advisory Committee recommend to Council that the proposed substantial alterations to 102 Main Street, as outlined in Attachment 2, be approved

DRAFT MOTION:

That Council approve the proposed substantial alterations to 102 Main Street, as outlined in Attachment 2.

Request for Decision, Page 1 of 3 REQUEST FOR DECISION 008-2019 Title: 102 Main Street - Heritage Alterations Date: 2019-02-05 Department: Planning and Development

1) CAO COMMENTS

None required.

2) LEGISLATIVE AUTHORITY

See PAC/HAC Report.

3) STAFF RECOMMENDATION

That Council approve the proposed substantial alterations to 102 Main Street, as outlined in Attachment 2.

4) REFERENCES AND ATTACHMENTS 1. Heritage Advisory Committee Staff report, dated January 23, 2019 2. Proposed Porch Design

5) DISCUSSION

This proposed alteration removes an item specifically listed as part of the municipal heritage registration. The porch element is an addition applied to the building over 100 years after the original creation and is not part of the original design or shape of the Building. The Design Review Committee advised that the removal of the porch, and renovations as described in Attachment 2, return the building to a state more-similar to the original design that existed with the porch.

Discussions at Heritage Advisory Committee noted the unusual process of renovations-before- permission, yet recommended that permission for these alterations be granted.

6) FINANCIAL IMPLICATIONS

None at this time.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS

Full policy review provided in the attached PAC Staff Report (Attachment 1).

8) COMMUNICATION REQUIREMENTS

Communications outlined in attached PAC report (Attachment 1).

9) ALTERNATIVES a. That Council deny the request. b. That Council request additional information.

Request for Decision, Page 2 of 3 REQUEST FOR DECISION 008-2019 Title: 102 Main Street - Heritage Alterations Date: 2019-02-05 Department: Planning and Development

c. That Council make specific conditions as part of permissions.

Request for Decision, Page 3 of 3 REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

APPLICANT Michael Napier (owner)

PROPOSAL To remove the porch, a designated heritage feature.

LOCATION 102 Main Street (PID: 55278303)

LOT SIZE 1.53 Acres

DESIGNATION Low Density Residential (LDR)

ZONE Low Density Residential (R-1A)

SURROUNDING USES Residential, Low Density

NEIGHBOUR None to-date NOTIFICATION

1) PROPOSAL To remove the existing porch, a designated heritage feature, as part of the renovations to an owner- occupied three guest-room bed and breakfast, which includes alterations to non-heritage features.

Figure 1: Wickwire House, as listed on Figure 2: Proposed Alteration historicplaces.ca

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

2) STAFF RECOMMENDATION Staff recommends that the Heritage Advisory Committee provides a positive recommendation to Council in support of the proposal, as it is consistent with relevant policy.

3) PROCESS The Nova Scotia Heritage Property Act and the Wolfville Heritage Property By-law define the process for the alteration of a municipally registered heritage property. The application must be referred to the Heritage Advisory Committee (Planning Advisory Committee for the Town of Wolfville) for a recommendation before going to Council for a decision, as long as the alteration is 10% or less of the total square footage of the building. For larger alterations on Heritage Properties, a full development agreement process is required.

4) BACKGROUND AND CONTEXT Wickwire House was municipally registered as a heritage property in September of 1986. Municipal registration documents (part of Attachment 6) noted Wickwire House as “one of the earliest in Wolfville” and that it had been family-occupied since “the time of the Crown Grant in 1760 to approximately 1907”.

Significant features listed at that time include:

Two storey structure Steep gable roof Lintels Frieze Returned eaves Symmetrical three-bay façade with centered entrance and side lights Pedimented porch with gothic columns

Wickwire House was originally considered by the Nova Scotia Department of Communities Culture and Heritage for heritage designation in July of 1986. Comments noted multiple renovations over time and the large trees which framed the house. Wickwire House was not recommended for registration by the Nova Scotia Department of Communities Culture and Heritage at that time.

According to Staff, the house was listed in historicplaces.ca by a summer student, who listed a number of elements not found in official documents, such as matching brick chimneys, distance from the road, and the specific siding type (see Attachment 1 vs. Attachment 6).

Wickwire House is consistently described as “New England” or “Neo-Classical” style, which is a broad term relating to a variety of styles that arose in the New England Region (between Connecticut and Nova Scotia) between 1630 – 1900. This is appropriate for Wickwire House, which has seen multiple REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

renovations that have transitioned from Post-Medieval English style (popular between 1650 and 1750), to Georgian style (popular in 1700’s) to Federal style (popular in the mid-1800s). For more information on these styles, see attachments 3, 4 and 5. Each renovation has altered the character of the home. Notably the installation of parallel chimneys, popular within the federalist style, came at the cost of rearranging east and west facing windows which broke window symmetry, a defining element of Georgian styles.

The Wickwire family, or relatives, occupied the home from creation until 1943, a duration estimated at 183 years. After a number of other owners, Michael Napier purchased Wickwire House in 2015. This request for alteration is part of a renovation intended to create an owner-occupied, three guest-room, bed and breakfast in accordance with the Town’s Land Use By-Law.

At this time, the porch noted in heritage documents has already been removed without Heritage Advisory Committee or Council support. If this request to remove a designated heritage feature (the porch) is not approved by Council, the applicant shall be required to re-build the porch structure.

5) POLICY DISCUSSION AND REVIEW Nova Scotia’s Heritage Property Act, the Town of Wolfville’s Heritage Property By-law, and the Town of Wolfville’s Land Use By-Law, which is enabled by the Town of Wolfville Municipal Planning Strategy, are the primary considerations that guide decision making for this type of application. The Land Use By-Law enables alterations to registered heritage buildings if they are less than 10% of the total building area and are similar to the existing style. The Heritage Property Act enables non-substantial alterations or substantial alterations upon the positive recommendation of the Heritage Advisory Committee. The Town of Wolfville’s Heritage Property By-Law delegates the responsibilities of the Heritage Advisory Committee to the Planning Advisory Committee. Therefore, the Planning Advisory Committee, acting in the role of Heritage Advisory Committee, must review and recommend an action to Council regarding this request to alter a municipally-registered heritage property. Relevant policies are included below:

Heritage Property Act

17 Approval to alter or demolish municipal heritage property:

(1) Municipal heritage property shall not be substantially altered in exterior or public-building interior appearance or demolished without the approval of the municipality. (2) An application for permission to substantially alter the exterior or public-building interior appearance of or demolish municipal heritage property shall be made in writing to the municipality. (3) Upon receipt of the application, the municipality shall refer the application to the heritage advisory committee for its recommendation. (4) Within thirty days after the application is referred by the municipality, the heritage advisory committee shall submit a written report and recommendation to the municipality respecting the municipal heritage property. REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

(5) The municipality may grant the application either with or without conditions or may refuse it. (6) The municipality shall advise the applicant of its determination. R.S., c. 199, s. 17; 2010, c. 54, s. 13.

When looking to what is ‘substantial’ we refer to the guidelines for determining substantial alterations from the Province’s guide to registering heritage properties. This guide defines a ‘substantial alteration’ as “any change that alters in an important way the exterior appearance of a registered heritage property.” Specifically stated are:

• Any change in the exterior surface material; and • Any alteration of a feature identified at the time of registration as especially interesting, very rare, or unique.

The removal of the porch is considered a substantial alteration as it impacts character defining elements: the porch. When an alteration is substantial, the following factors are stated in the guidelines and should be considered in making any recommendation(s) or decision on the request:

Guideline Staff Comment The purpose of the request, such as for The request is to remove the existing porch area, restoration to a particular period or for recycling restoring a more-Georgian aesthetic, as part of or rehabilitation. creating an owner-occupied bed and breakfast. The materials used, which should be in The materials used shall conform to existing conformity with the identified style, but modern historical styles, with modern materials (see or more economical substitutes may be example, Attachment 2) approved for use. The comparative costs of various alternatives. Alternatives to this alteration include not permitting the alteration of the porch, which will require the porch to be reconstructed as documented with the heritage designation. The effects on the neighbouring environment of No direct impacts anticipated. the requested alteration.

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

Town of Wolfville Heritage By-law

The Heritage By-law provides authority to the Planning Advisory Committee/Heritage Advisory Committee to make recommendations to Council under the Heritage Property Act. Part 4 of the By-law states:

4.0 The Planning Advisory Committee shall assume responsibilities under the Heritage Property Act and may advise Council respecting:

(b) an application for permission to substantially alter or demolish a municipal heritage property;

Municipal Planning Strategy

The property falls within areas of the Architectural Control Areas Map, and as such it is a Policy of Council:

12.1.3 to incorporate special provisions in the Land Use By-law for the lands designated Architectural Control areas with respect to the public facades of:…

• ….additions or alterations to existing buildings

Land Use By-law

The property is zoned Central Commercial (C-4) in the Land Use By-law. Part 15 of the Land Use Bylaw, Special Commercial (C-4) Zone, states:

15.2 Developments Permitted Subject to Other Requirements of this By-law… • … additions or alterations (less than 10% of the total floor area) to registered heritage buildings (subject to subsection 5.11.4)

5.11.4 Additions and Alterations to Registered Heritage Buildings

In addition to all requirements governing land use, additions and alterations to registered heritage buildings which constitute less than 10% of the total floor area shall have a public façade similar to the existing building with respect to clauses a-h inclusive of subsection 5.11.2 above.

5.11.2 Accessory Structures….

a) architectural style; b) building length to width ratio; and c) height; and d) roof shape; and REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

e) appearance of exterior cladding and roof materials; and f) architectural details; and g) shape and size of doors and windows; and h) window area to wall area ratio

6) DESIGN REVIEW COMMITTEE Review by the Design Review Committee is not required for requests to alter heritage buildings; however, this package has been circulated for comment.

7) DISCUSSION This proposal substantially alters key heritage features of the building at 102 Main Street (Wickwire House). The proposed alterations are intended to maintain the architectural heritage of the building while modifying it to better suite its intended use as a bed and breakfast. The porch will be replaced with an entryway reminiscent of an older style of architecture – post-Medieval English or Georgian style – that had been undone during previous renovations. This alteration removes a unique key feature of 102 Main Street but maintains heritage styles while allowing for a modified use of the building. For these reasons, Staff believe this alteration should be permitted.

8) RECOMMENDATION Staff recommends that the Heritage Advisory Committee recommend to Council that the proposed substantial alterations to 102 Main Street, as outlined in Attachment 2, be approved.

9) ATTACHMENTS 1) Municipal Registered Heritage Property Information 2) Proposed Porch Design 3) Definition of Post-Medieval Style 4) Definition of Georgian Style 5) Definition of Federalist Style 6) Applicant Research (including Municipal registration documents)

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

ATTACHMENT 1 - Municipal Registered Heritage Property Information

from Canada’s Historic Places

Wickwire House

102 Main Street, Wolfville, Nova Scotia, B4P, Canada

Formally Recognized: 1987/01/20

side elevation

OTHER NAME(S) n/a

LINKS AND DOCUMENTS n/a

CONSTRUCTION DATE(S) LISTED ON THE CANADIAN REGISTER: 2009/11/10

STATEMENT OF SIGNIFICANCE

DESCRIPTION OF HISTORIC PLACE Wickwire House is a two-and-one-half storey, wooden Neo-Classical style farmhouse located on Main Street, Wolfville, Nova Scotia. Situated among mature trees, this simplistically elegant house is located quite close to the road. Only the building is included in the designation.

HERITAGE VALUE Wickwire House is valued for its architectural features and for its continuity of ownership and use by one family. One of Wolfville’s oldest homes, Wickwire House was built on a plot of land granted to Zebediah Wickwire, a planter from New England, Connecticut, in 1760. The construction date of the home is unclear and it may REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

have been built by either Zebediah or Dyer Wickwire, a relative who bought the property in 1810. A deed from that year describes the house as Dyer’s dwelling, which suggests that he lived there before he purchased the land. Whatever the case, the home remained in the Wickwire family until 1943—over 183 years. Little is known about the family beyond the fact that they were prominent farmers in the area. Zebediah’s name was eventually given to one of Wolfville’s dykes. Architecturally, Wickwire House has retained its New England colonial character. It showcases many elements of the Neo-Classical style with its symmetrical, simplistic appearance as well as its delicate window mouldings, pronounced corner pilasters, returning eaves with cornice and its pedimented front gable porch on Doric columns. Source: Town of Wolfville Heritage Property Program files, Wickwire House file.

CHARACTER-DEFINING ELEMENTS Character-defining elements of Wickwire House include: - house situated close to road; - symmetrical appearance; - three-bay façade; - clapboard siding with pronounced corner pilasters; - steep-pitched gable roof; - returning eaves with cornice; - matching brick chimneys; - caps over windows; - vertical window surrounds on front door; - pedimented gable porch on Doric columns.

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

ATTACHMENT 2 – Proposed Porch Design

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

ATTACHMENT 3 – Definition of Federal Style

From Architectural Styles of America and Europe: Post-Medieval English

PERIOD OF POPULARITY: Roughly 1630’s – 1750’s IDENTIFYING FEATURES: Typically two stories, overhanging jetty (cantilevered second floor), clapboard siding, diamond-paned casement windows, decorative pendants as simple ornamentation, steeply pitched roof, timber-frame construction. Mostly asymmetrical, irregular floor plans prior to 1700, after which the wealthier English colonists became inspired by the Renaissance and built more symmetrical homes with central doorways. BACKGROUND AND INSPIRATION: This is actually a late medieval (Middle Ages) housing form that diffused from England into colonial America by the mid-1600’s. Leaded casement windows, timber-frame construction, cantilevered second floors, steeply pitched roofs, and often asymmetrical (irregular) facades and floor plans were characteristic features of medieval housing and construction that the Puritan colonists brought with them to America. More commonly surviving today are later colonial versions of the “hall and parlor” house plans, such as the “Saltbox,” which represented the influx of orderly Renaissance ideals from Europe by the late 1600’s. These symmetrical homes include central doorways, evenly spaced windows (or bays), and become larger and 2-rooms deep by the mid-1700s. The saltbox form, with symmetrical floor plan and sloping roof in the back (allowing for the addition of kitchen and pantry space in the rear) represents a transition to Georgian style, or the full-blown diffusion of Renaissance architectural styling into the late English colonies. By this time, double-hung sash windows of standard sizes were replacing the smaller, medieval casement windows with their diamond-shaped, leaded panes. Glass window panes were starting to become more common, more affordable, and available in larger sizes due to improved manufacturing techniques.

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

ATTACHMENT 4 – Definition of Georgian Style

From Architectural Styles of America and Europe: Georgian

GEORGIAN

Plymouth, MA. Harlow Bishop House, c.1766. Georgian four-over-four with double end chimneys, double-hung sash windows, side-gable roof, classical (Greek) entryway.

PERIOD OF POPULARITY: Roughly 1700-1810 (New England), to 1850s (Pennsylvania) IDENTIFYING FEATURES: Renaissance-inspired classical symmetry, two rooms deep, two floors high (Four over Four plan), central or end chimneys, classical detailing, transom lights, pilasters (flat, attached columns) around door. Hipped roof (British Georgian), or side-gable roof (American Georgian). The “half Georgian” consisted of one “side” of a full Georgian, popular for row houses on urban lots. Single-story Georgians also exist, often referred to as “Capes” or “Cape Cods” from what I know. From my reading and observations, it is tricky to identify many buildings as either Georgian or Federal. Any structures on this page built after roughly 1780 with a Palladian window and/or elliptical fanlight over the door could also be considered Federal style. BACKGROUND AND INSPIRATION: Georgian is among the most long-lived styles of American building forms, still popular for new townhouses or suburban homes into the 21st century. Named after King George III of England, the style was inspired primarily by two early high-style examples in colonial America: namely, the Wren Building, 1695, at the College of William and Mary; and the Virginia Governor’s Palace in Williamsburg, VA. The style reflected the order and symmetry of Renaissance ideals, made popular by architect Sir Christopher Wren in England after 1650. In the English colonies, style was beginning to matter by the late 1600s and the general level of prosperity was increasing. These factors led to the wide-scale adoption of the Georgian style from Maine to Georgia. Curiously, Pennsylvanians continued building Georgian row houses until the Civil War, while New Englanders had abandoned Georgian style mostly by 1800.

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

ATTACHMENT 5 – Definition of Federal Style

From Architectural Styles of America and Europe: Italiante

FEDERAL (ADAM)

New Bedford, MA. Federal-style balustrades, fanlight above the door, with classical portico covering the entryway.

PERIOD OF POPULARITY: Roughly 1780 – 1850. IDENTIFYING FEATURES: Fanlight over door (almost always rounded, rarely squared), sidelights on either side of entry, Classical/Greek detailing of entryway, Palladian windows, balustrades, oval/circular rooms in some high- style examples. Symmetrical as Georgian style. Windows: double-hung sash windows for first time (Georgian also). Low-pitched roofs often with balustrades on the roofline. BACKGROUND AND INSPIRATION: By 1776 a new style had been created in Scotland by the Adam Brothers. Based on plans of houses and palaces in Italy (Nero’s Golden House in Rome), they created internal spaces of hexagonal, oval, and circular forms. Essentially an extension of Georgian forms, the style became known as Federal because it flowered in the early decades of the new American nation. Basically, Federal is Georgian style with Adamesque enhancements. The main identifying feature is typically the fanlight entryway with classical (Greek) detailing and common palladian windows (central arched window with two sidelights). The most famous federal-style “oval room” is undoubtedly the Oval Office of the White House.

REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: 102 Main Street (Wickwire House) Date: January 23, 2018 Department: Community Development

ATTACHMENT 6 – Applicant Research

WICKWIRE HOUSE

102 Main St Wolfville Nova Scotia

Research information up to October 24, 2018 prepared by Adrienne Thomas GENEOLOGY

Zebediah Wickwire 1729-1812 Monteville, New London CT (farmer) married 1748 Monteville, Sarah Wickwire, cousin 1725-18? 4 children born Monteville: Sarah 1752-1818 (m 1789 Michael Wallace, 8 children) Zebediah Dier/Dyer 1754-1845 (below) Amos 1756 (m Esther Attwell) Elizabeth 1759 (m 1777 James Calkin, 1 child) they removed to Horton NS 1760/61

Dier/Dyer Wickwire 1754-1845 Monteville, New London CT (farmer) married 1779 Horton, Temperance Clark 1757-? ‘residence Wolfville’ 7 children born Horton: Daniel 1780-? (pressed on man-of-war vessel, never heard from again) Thomas, twin 1781-1871 (below) David, younger twin 1781-1877 (m Abigail Little) Edwin Greenleaf 1785-1861 (m Hanna) James William 1790-1879 (m Abigail Minor - moved to Outagamie WI) Ephia 1797-1867 (m 1817 Duncan Reid) Elizabeth 1801-? (moved to Greenville, Outagamie WI)

Thomas Wickwire 1781-1871 Horton, NS (farmer) married 1810, Jerusha ?-1860 5 children born Horton NS: Mary Apphia 1810-1884 (spinster) Daniel Clark 1813-? (died in New Orleans) Edmund Greenleaf 1815-1876 (m 1874 Joanna Harvey) Ezra Reid 1818-? (m Amelia Wickwire) Gideon Thomas 1823-1890 (below)

Gideon Wickwire 1823-1890 (farmer) (described as living on the ‘old wolfville homestead’) married 1853, Prudence Eaton 4 children born Wolfville: Emma 1854-? (m 1877 Rev A D Forshay, 7 children) Rupert 1856-1907 (below) Annie 1857-1893 Nathan 1859-1862

Rupert Wickwire 1856-1907 (farmer) m 1879 Bessie (Margaret) Murphy (1860-1888) 4 children born Wolfville: Ernest Rupert 1883-1962 (m Margaret White, 1 child) Laura B 1886-1928 (m 1912 Harold Collins, 3 children) Mabel Eaton 1887-1973 (m Murray Dill, 3 children - m Paul Wilson, no issue) Nina 1884-1886 m Alice Baker 1892-1943 5 children born Wolfville: Monte Baker 1893-1979 (m Betty Brown Cook, no issue) Caroline 1895-1959 (m William Card, 4 children - m Thomas Kenny) Mary Olive 1896-1970 (m Victor McLaughlin) Marjorie 1899-1987 (below) Nina 1900-1976 (m 1922 Leland McIntyre, 3 children) Alice inherited the house upon Rupert’s death Marjorie Wickwire 1899-1987 (librarian) unmarried, no issue graduate of Acadia University 1921 - star athlete 1921-1943, was a librarian at Acadia she was deeded the property in 1943, upon the death of her mother she sold the property one month later, ending the Wickwire family’s continuous ownership of 183 years she moved to Ontario to work - returned to Wolfville, resuming her old job at Acadia she died Windsor Elms Nursing Home, Windsor CENSUS RECORDS KINGS COUNTY NS ARCHIVES

1770 census: Zebediah (head of house) 41 Sarah (wife) 41 2 boys - Dyer 16, Amos 14 2 girls - Elisabeth 11, Sarah 9

1838 census: Thomas Wickwire (head of house) 57 3 men over 14 (not incl. head of house): Ezra 20 Gideon 15 Dier 84 (father of Thomas) 3 women over 14: Jerusha (wife) age unknown Mary Apphia (sister) 28 Temperance 81 (mother of Thomas) 1 girl under 14

1871 census: Gideon (widowed) 48 Emma 16 Rupert 14 Annie 12 Mary Apphia (sister) 61

1881 census: Gideon 57 Rupert 24 Bessie (Margaret) 21 (m Rupert 1879) Mary Apphia (70) Annie 23 (Gideon died 1890 (67), Mary Apphia died 1884 (73), Bessie died 1888 (28)

1891 census (Grand Pre?): Rupert 34 (widowed) Ernest 7 Laura 5 Mabel 4 Annie (sister of Rupert) 32 (Annie died 1893) (Rupert married Alice, Oct 1892 in Yarmouth)

1901 census: Rupert 44 Alace 40 Ernest 17 Laura 15 Mable 14 Monte 7 Carrie 6 Olive4 Margaret (Marjorie) 1 Nina 5 months (Rupert died 1907, age 50)

1911 census: Alace 51 Ernest 27 Laura 25 Monte 17 Carrie 16 Olive 14 Marjorie 12 Nina 10

PROPERTY OWNERS

Wickwire family: 1760-1810 Zebediah Wickwire 1810-1832 Dier Wickwire 1832-1871 Thomas Wickwire 1871- 1890? Gideon Thomas Wickwire: Gideon lived in the house his entire life according to the census records, - no deed found, however there may have been a transfer of title in 1871 when Thomas died to his son, Gideon Thomas - the deed transferred upon his death in 1890 to his son, Rupert 1890-1907 Rupert Wickwire 1907-1943 Alice Wickwire (widow - no record of deed transfer) 1943-1943 Marjorie Wickwire

On September 28, 1959, Ernest Wickwire (son of Rupert and Margaret) makes a Statutory Declaration that the premises were “occupied by my ancestors from the time of the crown grant in 1760 to approximately 1907” (his father Rupert died that year - that same year Ernest was living in the house with his step mother Alice and 6 full and half siblings - he is still there according to the census in 1911 (age 27) - he marries Margaret White (RC) at the age of 37 in 1920 - Rupert’s widow Alice continues to reside in the house until her death in 1943. Marjorie, daughter of Rupert and Alice is deeded the property in 1943 - she sells it one month later. The property had been in Wickwire family for 183 years.

Post Wickwire family: 1943-1959 Harold Leverin 1959-1960 William Mowatt 1960-1975 Director, Veterans Land Act 1975-1975 William Mowatt 1975-1977 William White 1977-1993 Barry Youell 1993-2015 John Brown 2015-present Michael Napier

HOUSE CHRONOLOGY

1760 Zebediah Wickwire, owner original grant (New England Planter) - 102 Main St is the upland portion early house evidence: lower foundation exists (mortarless) boarded room in basement, door + hardware - hand wrought nails (iron, pointed, rose head), indicating a date pre1790 hand hewn posts, set on stone in basement opening in original foundation on east side, facing the ‘old fenced garden’ 1810 deed indicates Zebediah’s home was on ‘said property’ and states his son (Dier) had by then already made ‘improvements’ to the ‘property’ (suggesting an earlier house existed) original centre chimney 1760-1832?: central hall floor boards show a horizontal cut line, suggesting a wall/ chimney/staircase roof sheathing hole repair, lines up with this cut line on the main floor severe burn marks on floor in back centre hall (kitchen area) - burns are on the secondary floor, (type B nails) indicating this centre chimney remained in place after renovations (newer floor) were done likely post 1820/30 for centre chimney theory, there would probably have been a hearth in the parlour (south west room) and another in the kitchen (north centre hall)

1810 Dier Wickwire, owner improvements made by Dier were noted as predating the 1810 deed extended foundation type A nails in exterior boards, clapboards and throughout the interior (suggests framing age to be between 1790 and 1810) sub floor boards beneath interior hall on first floor date earlier than surrounding secondary floor, which have type B nails (post 1810/20) front entry opening was narrower and taller than what presently exists - indicating transom window - sidelights unlikely (perhaps a double door with transom? - opening measures 51 x 91 inches) existing staircase is not original, evidenced by missing joists in summer beams (type A nails here, suggesting construction between 1790-1810) new staircase/newll post added (widened & lengthened) - this may have replaced an original winding staircase in the front hall - evidence of this possibility found in the cut lines on the sub floor (type A nails) - no cut lines on secondary floor hall doorway added further north (opening into the kitchen? area) lath & plaster (type A nails) back ell added to north side (evidence - exterior door framing, type A nails)

1832 Thomas Wickwire, owner west interior chimney 1832?: stone base in cellar back to back west side fireplace mantel ghost lines on floor cut floor boards on 2nd and attic floors and in roof sheathing secondary main floor (type B nails) are cut to fit around the 2 mantels, indicating they were in place post 1820/30 1853, marriage of Gideon/Prudence wood plank flooring (type B nails) east interior chimney 1853?: brick base in cellar cut floor boards on 2nd and attic floors and in roof sheathing pipe holes in wall - 2nd floor, south east room - main floor, north east room smoke closet in north east room, suggests kitchen was moved to this area wall paper in 2nd floor closets, dated 1900, suggests it may have still been in place at that time Thomas dies 1871 1879, marriage of Rupert/Margaret (Bessie) west exterior chimney 1879?: base in cellar indicates 2 exterior chimneys here - earlier and later periods Bessie died 1888 Gideon Thomas dies 1890

1890 Rupert Wickwire, owner in the 1891 census, Rupert and family are living in Grand Pre (Ernest 7, Laura 5, Mabel 4 and his sister, Annie 32) - suggesting significant renovations may have taken place during this time 1892, marriage of Rupert/Alice (2 adults, 6 girls, 2 boys living in the house according to the 1901 census) west exterior chimney 1892?: rebuilt same time east exterior chimney is added - same construction probably installed before Rupert’s death in 1907 east exterior chimney 1892?: 2 flues - coal furnace + kitchen wood stove moved to east wall probably installed before Rupert’s death in 1907 Rupert dies 1907 bathroom added 2nd floor (north/east bedroom size reduced - exterior window added here) knob and tube wiring west side interior chimney removed west side exterior chimney installed (west side attic window removed - east side attic window relocated probably at a later date - 2 clean outs in basement further proof) main floor interior wall between parlour and back room removed (enlarging the living room) - above the living room, 2nd floor interior wall is removed between bedrooms - attic brace added to support this change new fireplaces added to living room and second floor bedroom newspapers in east side closet walls date 1900

1943 Marjorie Wickwire, owner

1943-1959 Harold Leverin, owner new wall insulation in some areas gypsum wall board date 1944 new wiring (label dating 1944 found in walls) hardwood covers sub and secondary floor on main level second floor west bedroom dividing wall added, creating 2 bedrooms fireplace second floor covered (evidence, drywall date) pedimented porch with columns and pilasters added (neo- Classical style) and original front door and transom replaced with door and sidelites sunroom added to west side - main level house windows are replaced with interior french doors (and are relocated) lintels added above exterior windows

1959-1960 William Mowatt, owner

1960-1975 Director Veterans Land Act, owner

1975-1975 William Mowatt, owner - subdivided property (96 Main St created)

1975-1977 William White, owner

1977-1993 Barry Youell, owner north side ell removed and replaced with a 2 1/2 storey addition - kitchen, family room powder rooms on main - bedroom, bathroom, laundry room on 2nd floor, bathroom on 2nd floor removed, original north-east bedroom walls restored, east side pedimented porches with columns (neo-Classical style), aluminum siding

1993-2015 John Brown, owner new wood clapboard on south, west and partial east sides (blown in cellulose insulation) new vinyl windows neo-Classical corner pilasters added to 3 corners of the original house and both corners of the sunroom (photo from 1986 shows narrower corner boards) east side porch floor extended, column relocated and pergola beam added to clear stairs square wood columns at front porch replaced with round wood columns and ‘sunburst’ motif added to pediment Wolfville planning department letter dated June 25, 1997, re saving receipts for hst reimbursement, suggests renovations were probably done around this time

2015-present Michael Napier, owner CHIMNEY THEORIES

original centre chimney 1760-1832? central hall floor boards show a horizontal cut line, suggesting a wall/chimney/staircase roof sheathing hole repair, lines up with this cut line on the main floor severe burn marks on floor in back centre hall (kitchen area) - burns are on the secondary floor, (type B nails) indicating this centre chimney remained in place after renovations (newer floor) were done likely post 1820/30

west interior chimney 1832? Thomas Wickwire new owner stone base in cellar back to back west side fireplace mantel ghost lines on floor cut floor boards on 2nd and attic floors and in roof sheathing secondary main floor (type B nails) are cut to fit around the 2 mantels, indicating they were in place post 1820/30 east interior chimney 1853? Gideon Wickwire’s family brick base in cellar cut floor boards on 2nd and attic floors and in roof sheathing pipe holes in wall - 2nd floor, south east room - main floor, north east room smoke closet in north east room, suggests kitchen was moved to this area wall paper in 2nd floor closets, dated 1900, suggests it may have still been in place at that time west exterior chimney 1879 Rupert Wickwire m Bessie base in cellar indicates 2 exterior chimneys here - earlier and later periods west exterior chimney 1892 Rupert m Alice rebuilt same time east exterior chimney is added - same construction probably installed before Rupert Wickwire”s death in 1907 east exterior chimney 1892 2 flues - coal furnace + kitchen wood stove moved to east wall probably installed before Rupert Wickwire”s death in 1907 Ut'fJtffiiiJC:n I Ul LLJ L:..._; LLJ ·1 Culture, Recreation M 0 OFICNE REFERENCE NUMBER & Fltnea.a Inventory Site Fonn

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LOCATION: 66 MAI N STREET

0\n\"ER: DR . BARRY YOELL

AC TI O~ REQl'IRED: MUNICIPAL REGISTRATIOl~

A. REASO ~ S FOR RLGISTRATIOS:

(1) Historica l Evaluation :

A lth ou~h t he ac t ua l dat<> of construc-tion 1"" •nYn"'WT1, rhn hO'I"· was built before 181 0 and thus is one of th£ rarlic&t houses i n Wolfville . I n addition the r e is an unusual and unique d oc ument in t he d eed~ office which refers to the prcm1ses on September 28 , 1959; Ernest Wick'l.•i r c mtldc a Statutor; Declaration that t he premises we r e "occupied by rr:-; ancestor <; frc:n the t ime of Crown Grant in 1760 to approximatE:!ly 1907".

(2 ) Arc hitec tural Ev aluation:

The style is s i mple and rare .

(3) Contextual Evaluati on:

Al t hough alterations have been made to the house t hey have been construc ted in a style to the original. Recently wi ndow s were altered and s i ding added .

B. SIGNIFICANT FEATURES :

Two storey wood struc ture, steep gable roof, lintels , frieze , r eturned eaves.

Symme trical three bay facade with centered entrance and side lights , pedimented porch with Gothic columns. ATTACHMENT 2 – Proposed Porch Design

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

SUMMARY

PID 55274591 Gaspereau Avenue Development Agreement (DA 2018-008)

For COW to consider the PAC recommendation regarding the draft development agreement at PID 55274591 Gaspereau Avenue to develop up to 48 residential units and associated features on the subject property.

PAC Motion (December 12, 2018):

THAT THE PLANNING ADVISORY COMMITTEE PROVIDE A POSITIVE RECOMMENDATION TO COUNCIL FOR THE DRAFT DEVELOPMENT AGREEMENT FOR PID 55274591 AND THAT IT BE FORWARDED TO COUNCIL FOR INITIAL CONSIDERATION CARRIED

DRAFT MOTION:

THAT COUNCIL APPROVE THE DRAFT DEVELOPMENT AGREEMENT FOR PID 55274591.

1 REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

1) CAO COMMENTS

No Comments Required.

2) LEGISLATIVE AUTHORITY The Municipal Government Act Section 47 enables Council to make decisions in the exercise of its powers on behalf of the Municipality, which includes directing staff. The Municipal Planning Strategy regulates requirements for Development Agreements. The Land Use By-Law identifies when development agreements are appropriate.

3) STAFF RECOMMENDATION

Staff considers the draft development agreement consistent with the relevant policies of the Municipal Planning Strategy (MPS) and recommends that it be forwarded to a Public Hearing.

4) REFERENCES AND ATTACHMENTS

Attachment 1: PAC Staff Report dated Dec 12, 2018, incl. Draft Development Agreement

5) DISCUSSION The applicant requests permission to develop up to 48 units and various features and public amenities on the subject lands. The application was presented to Planning Advisory Committee to positive feedback and forwarded with a positive recommendation to Council with little other comment on the application.

Comments at the PAC meeting related to the application focused on the opportunity for the Town of Wolfville to extend sidewalks south along Gaspereau Avenue to accommodate this development, to promote walkability, to promote equitable access, and to promote healthier living. PAC members expressed interest in extending the public sidewalk along Gaspereau Avenue to include frontage on this property given the proposed density.

6) FINANCIAL IMPLICATIONS The subject lands are currently vacant. A development of this density along areas of existing infrastructure increases the long-term financial sustainability of the Town of Wolfville and reduce the ecological-economic impacts of Wolfville residents by enabling small-unit housing options.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Full policy review provided in the attached PAC Staff Report.

8) COMMUNICATION REQUIREMENTS

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

The Town held a Public Information Meeting on October 26th, 2018 and the notes from the session are included as part of the attached PAC Staff Report. The next step in the process is for the application to go forward to a public hearing, which has tentatively been set for February 19, 2019. This step provides the opportunity for Council to hear directly from the public regarding the proposal. Notification of the public hearing will be mailed to neighbouring property owners, ads will be placed in the newspaper, and information posted to the Town’s website and social media. The existing sign will remain placed on the property indicating the property is subject to a development agreement application. Following the public hearing, Council will then give consideration to the development agreement.

9) ALTERNATIVES 1. COTW recommends that Council to refer the application to the Planning Advisory Committee with specific direction or questions for consideration. 2. COTW forwards the application to Council with a recommendation to reject the application.

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

ATTACHMENT 1

REPORT TO PLANNING ADVISORY COMMITTEE Development Agreement Proposal (DA 2018-008) PID 55274591, Gaspereau Avenue Date: Dec 12, 2018 Department: Planning & Development

APPLICANT Travis Mills, on behalf of the property owner, Joyce Johnson. To allow for the construction of six multi-unit residential buildings with a PROPOSAL total of 48 dwelling units included in a mix of 16 three-bedroom units, 14 two-bedroom units, and 18 one-bedroom units as outlined in this report

LOCATION PID 55274591, between 209 and 225 Gaspereau Avenue

LOT SIZE 4 Acres

DESIGNATION Comprehensive Development District (CDD)

ZONE Residential Comprehensive Development District (RCDD)

A mix of medium and low-density residential dwellings, near high-density SURROUNDING USES residential

ARCHITECTURAL NA GUIDELINES NEIGHBOUR Email list from PIM meeting; Newspaper ads and notices mailed to NOTIFICATION surrounding property owners within 100 metres; Sign placed on property

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

PROPERTY LOCATION PID 55274591is located between 209 and 225 Gaspereau as shown in Figure 1.

Figure 1 – Context Map

PROPOSAL Travis Mills, on behalf of the property owner Joyce Johnson of PID # 55274591, is seeking a development agreement that would allow for five residential buildings containing a mix of three-bedroom, two bedroom, and single bedroom units and a common building for events. The proposal features 48 dwelling units, 79 vehicle parking spaces, 20 bicycle parking spaces, a small woodland trail, a water feature and detention pond, children’s natural playground, raised garden beds, and the opportunity for residential chickens. Energy efficiency goals for the project are to integrate passive house principles and achieve 90% energy savings over existing building code. The applicant has also expressed interest in using local supplies and manufacturers where possible and minimizing the volume of plastic in the development.

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

Proposed Site/Landscaping Plan (Figure 2 & 3)

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

Proposed Elevations of 24 unit building (figure 4)

This building shall contain 3 three-bedroom units, 3 two-bedroom units, and 18 one-bedroom units with elevator access.

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

Proposed Elevations of 16 unit building (figure 5)

This building shall contain 2 two-bedroom, 2 three-bedroom, and 12 one-bedroom “micro” units. Micro units shall be at below market rents. Staircase access is provided.

Proposed Elevations of 4 unit townhouses (figure 6)

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

This building shall contain 2 two-bedroom and 2 three-bedroom split-units. Bedrooms are accessed by stairs.

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

Proposed Elevations of 2 unit buildings (figure 7)

2 two-unit buildings shall contain a total of 4 two-bedroom units with ground floor access.

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REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

PROCESS & NEXT STEPS

Section 230 of The Municipal Government Act (MGA) establishes the process for the approval of a Development Agreement. This process requires review by the Planning Advisory Committee and the holding of a Public Hearing by Council prior to a decision by Council to approve or reject the proposal. The decision by Council may be appealed to the Nova Scotia Utility and Review Board by an aggrieved person or by the Applicant.

The first stage of the application review process began at the Public Information Meeting (PIM) held on October 26, 2018. Property owners within 100 metres of the development were notified by mail, indicating that the site was subject to a development agreement application. The purpose of the PIM was to provide the public with an opportunity to offer preliminary feedback on the request and allow the applicant to answer any questions that would arise. The subject property (PID 55274591) is not located within an Architectural Control Area. Feedback from the public information meeting has been circulated to the applicant, and alterations have been made to address concerns of drainage, parking and traffic.

The next step in the Development Agreement process (as shown below), will be to have the Planning Advisory Committee (PAC) review this report and provide a recommendation to Council. Council will then provide Initial Consideration, and if passed, a Public Hearing will be scheduled prior to a decision on the proposal from Council.

Figure 8 – Development Agreement Process

POLICY REVIEW & DISCUSSION

The property is designated Comprehensive Development District (CDD) in the Municipal Planning Strategy (MPS) and zoned Residential Comprehensive Development District (RCDD) in the Land Use Bylaw (LUB). The property is 4 acres is size, fronting on Gaspereau Street’s old road, just east of the existing road, and located between 209 and 225 Gaspereau Street. It has no notable development constraints or limitations based on slope.

The Municipal Planning Strategy (MPS) includes several policies for Council to consider when reviewing such an application. This section provides relevant policies for this development proposal and discussion on criteria set out within these policies.

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

Municipal Planning Strategy – Part 5 – Objectives Within the list of objectives outlined in Part 5 of the MPS, the two objectives most relevant to the proposed development are 5.1.9 and 5.1.10. These objectives read as follows:

“5.1.9 to manage growth and control land use and development in a manner that will minimize urban sprawl and increase density and reduce conflicts between land uses in a manner that is compatible with the Town’s Sustainability Declaration and Vision.”

“5.1.10 to control land use and development in a manner that will preserve, enhance and protect the natural environment of the Town and ensure open space opportunities for all residents.”

Land Use By-law Part 10 Residential Comprehensive Development District (RCDD) Zone 10.2 Development Permitted by Development Agreement

“Within the RCDD zone the following uses may be permitted in accordance with Part 8.4 and Policy 18.6.1 of the Municipal Planning Strategy: • All new residential uses • Limited institutional uses • Local commercial uses”

Municipal Planning Strategy Part 8 Comprehensive Development District

“8.4.3 to consider only by development agreement, all proposals for development within the Residential Comprehensive Development District (RCDD) zone for mixed residential uses, limited institutional uses and local commercial uses.”

“8.4.4 to ensure the following criteria are met when Council is considering development proposals in the Residential Comprehensive Development District (RCDD) zone:

(a) a minimum EnerGuide rating of 80 is achieved by all new single unit and two unit residential dwellings; and (b) the maximum density of residential dwellings units shall be an average of 12 dwelling units per acre and the minimum density shall be an average of 5dwelling units per acre; and (c) require all power and communication infrastructure to be located underground (both primary and secondary); and

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

(d) development is in accordance with policy 18.6.1.”

“8.4.5 to require that all developments within the Residential Comprehensive Development District (RCDD) zone respond to sustainability principles…..“ See Attachment 2 for more details and staff comments.

Municipal Planning Strategy – Part 13 – Transportation, Public Services and Utilities

“13.1.4 to require future developments to make provision for pedestrians, cyclists, transit users and automobiles.” “13.1.6 to encourage compact development patterns that reduces automobile dependence.”

Municipal Planning Strategy – Part 15 Parking, Yard Requirements And Temporary Uses

“15.1.1 to establish parking standards in the Land Use By-law and ensure that where developments are permitted by development agreement, the agreement makes provision for adequate parking to serve the proposal and encourages alternatives to impermeable surfaces.”

Municipal Planning Strategy – Part 16 – Landscaping, Lighting, Open Storage and Accessory Structures

“16.1.1 to require landscaping in any development subject to a development agreement and to establish time frames for its installation, in order to enhance or preserve the character and environment of the neighbourhood, to provide screening or buffers and to reduce conflict with adjacent land uses. Multi-unit residential development will require a landscape plan prepared by a landscape architect or certified landscape designer.”

Municipal Planning Strategy – Part 18 – Implementation The policies 9.2.4 & 12.1.7 outlined in the MPS states that a “development is in accordance with Policy 18.6.1.” Policy 18.6.1 of the MPS contains general policies that are to be considered for all development agreement applications. An overview of issues arising from these general criteria is reviewed below in Table A while a summary of the entire policy, with Staff comment to each criterion, is provided as Attachment 1.

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

Table A – Discussion of MPS Policy 18.6.1 Select Criterion Discussion Section 18.6.1 (b) of the MPS states: “to ensure that the development does not cause conflict with adjacent land uses, disturb the quiet enjoyment of adjacent lands, or alter the character and stability of surrounding neighbourhoods... (i) The type and intensity of use;”

The proposed use is 5 residential buildings and a 6th common building, with parking, trails and amenities for the public. A total of 48 dwelling units represents a substantial change in intensity of use compared to the existing context. Local commercial uses shall be enabled for ground-floor units with exterior access to 1. Conflict with adjacent promote local services and reduce the need for vehicle use to land uses access basic needs.

Neighboring uses include low and medium density residential. A combination of single unit dwellings, family homes, and multi- unit buildings are immediately adjacent. Within a five-minute walk exist more-frequent multi-unit and single unit dwellings. High-density residential, apartment buildings and commercial buildings are within a 10 minute walk.

The proposed development of this vacant lot shall increase intensity in a manner that is consistent with other properties in the area. This intensity of use is mitigated with vegetative landscaping.

Section 18.6.1 (g) of the MPS states: “to ensure that the proposed site and building design provides the following: (ii) functional vehicle circulation and parking and loading facilities designed to avoid congestion on 2. Parking, Traffic & Egress or near the property and to allow vehicles to move safely within and while entering and exiting the property;”

While the increased intensity shall increase traffic, no issues are anticipated by staff as the existing infrastructure is currently

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

underutilized and designed to accommodate substantial volumes of traffic.

Public Works to Review Section 18.6.1 (e) of the MPS states: “to ensure that the proposal does not cause environmental damage or damage to adjacent properties through: (ii) erosion or sedimentation” 3. Hydrology & Flooding A storm water drainage plan is required to address storm water runoff and sediment control during construction. See Attachment 4 for more details. Public Works to Review

Staff believe the development proposal is consistent with the intent and criteria set out in Policy 18.6.1 of the MPS. A summary table for MPS Policy 18.6.1 with Staff comment to each criterion is provided in Attachment 1.

REVIEW FROM OTHER DEPARTMENTS Forthcoming review by Public Works department before Public Hearing is held.

PUBLIC INFORMATION MEETING The Town held a Public Information Meeting on October 26, 2018. Notes from this meeting are included as Attachment 1. Comments from the public revolved around increased congestion, water drainage, and concerns of neighborhood change.

SUMMARY OF DRAFT DEVELOPMENT AGREEMENT PROVISIONS • To allow for the construction of 5 multi-unit residential buildings, a single common building and accessory buildings, as shown on Landscape Plan • To require 79 parking spaces, as shown on Landscape Plan • To enable local commercial uses for all ground floor units with exterior access • To enable small quantities of farm animals and local agricultural uses • To require landscaping and buffering as shown on Landscape Plan • To require a stormwater management plan

REQUEST FOR DECISION 082-2018 PID 55274591, Gaspereau Avenue Proposed Development Agreement (DA 2018-008) Date: January 8, 2019 Department: Planning & Development

COMMENTS & CONCLUSIONS The subject property is currently vacant. The development agreement application proposes the construction of five multi unit buildings, with a variety of single-bedroom, two-bedroom, and three- bedroom units totalling 48 dwelling units, a common building, a variety of public amenities. Local commercial uses are enabled to enable walkable access to local services for the future.

Staff believe the development proposal meets the overall intent of the Municipal Planning Strategy and is consistent with relevant policies.

STAFF RECOMMENDATION

Staff recommends that the Planning Advisory Committee provide a positive recommendation to Council regarding the Draft Development Agreement for PID 55274591 and that the attached Draft Development Agreement be forwarded to Council for Initial Consideration before a Public Hearing is held.

ATTACHMENTS 1. Notes from Public Information Meeting 2. Policy Summary Tables 3. Site Plan 4. Draft Development Agreement

ATTACHMENT 1 – Notes from Public Information Meeting

Public Information Meeting 6.00 PM – Council Chambers Development Agreement Proposal PID 55274591 Gaspereau Avenue

Attending

Staff: Planner Jeremy Banks & Assistant Development Officer James Collicutt Applicant: Travis Mills

12 Members of the Public

Planner Jeremy Banks began the meeting with a PowerPoint presentation that provided an overview of the proposal to construct 48 residential dwelling units within 6 new buildings on a vacant parcel located on Gaspereau Avenue. The relevant background information, applicable policies, land use considerations, architectural guidelines and process were reviewed as they relate to the proposal before Mr. Banks turned to the public for their input.

Public Comments & Questions

Edward Cross, 225 Gaspereau Ave:

• Asked about the traffic situation on the Gaspereau extension (Old Gaspereau Avenue); minimal maintenance and no stop sign onto Gaspereau Avenue. How will this be handled? Drainage is also a concern as this is a wet site and he would like to also see a drainage plan included in future reports.

Shirley Theriault 211 Gaspereau Ave:

• Is concerned about drainage issues and asked about power - underground or above?

Mr. Mills replied:

• The power will be underground.

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Mr. Mills took this opportunity to speak to the public. He feels that there is a desire and demand for this type of development in Wolfville. He also noted that an engineer will be hired to manage drainage on the site and that he is committed to addressing any issues that may arise.

Konrad Bayer, 63 Pleasant St:

• Asked what is the timeline for construction? Will trees be removed?

Mr. Mills replied:

• 3 phases over three years. Hoping to keep as many trees as possible.

Edward Cross, 225 Gaspereau Ave:

• Asked where will the power come in?

Mr. Mills replied:

• Not sure where it will enter the site, but it will come in underground.

Marc Poirier, 74 Dale St:

• What the capital cost will be?

Mr. Mills replied:

• Estimates $6-7 million.

Marilyn Manzer, 53 Pleasant St:

• Does the layout take advantage of passive solar gain?

Mr. Mills replied:

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• The row houses aren’t particularly well-situated for passive solar gain, but the longer apartment buildings do. For the other buildings located closest to Gaspereau Avenue, the positioning isn’t ideal, but they were sited in a such a way that they will get morning/afternoon sun. The goal is to have all units catch at least some direct sunlight.

Audrey Conroy, 35 Bishop Ave:

• Commended the developer for his design and mixed offerings for residents.

Mr. Mills replied:

• Hopes that these units will appeal to young families and other groups.

Konrad Bayer, 63 Pleasant St:

• Will these units be rentals or for sale? Will you be the property manager?

Mr. Mills replied:

• They will be rentals in the current model. Hoping to be the property manager, but if not, an appropriate company will be hired.

Edward Cross, 225 Gaspereau Ave:

• Will the smaller building shown in the presentation be a garage?

Mr. Mills replied:

• It could possibly become a micro-apartment building or a community space for all residents to use. The exact usage of the building hasn’t been firmed-up yet.

Konrad Bayer, 63 Pleasant St:

• What is the commercial building shown? What is the old Gaspereau Avenue?

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Mr. Mills replied:

• Possible space for “experimental” commercial uses such as a bakery or art studio; not included in the current DA but its in the back of the developer’s mind.

Mr. Banks replied:

• Old Gaspereau Avenue was the original path of Gaspereau Avenue, but now remains as a relic of when the Town realigned it to its current configuration.

Mr. Mills added:

• Old Gaspereau Avenue won’t be the access for the development, his development will merge directly onto Gaspereau Avenue.

As there were no further comments or questions, Mr. Banks adjourned the meeting at 6.30 PM.

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ATTACHMENT 2 - Policy Summary Tables

Policy 8.4.4 and 8.4.5 of the MPS states the general policies for all development agreements on Residential Comprehensive Development District (RCDD) zones. As part of the review for this section, staff may have contacted other departments or outside agencies to seek specific information. The following table outlines the policy and provides Staff comment:

Policy 8.4.4 Staff Comment to ensure the following criteria are met when Council is considering development proposals in the Residential Comprehensive Development District (RCDD) zone: (a) a minimum EnerGuide rating of 80 is achieved by all new single unit and • No issue two unit residential dwellings; and (b) the maximum density of residential dwellings units shall be an average of 12 • The proposed development has a density of 12 dwelling units per acre and the minimum units per acre. density shall be an average of 5 dwelling units per acre; and (c) require all power and communication infrastructure to be located underground • No issue (both primary and secondary); and (d) development is in accordance with • See below policy 18.6.1. Policy 8.4.5 • Staff Comment to require that all developments within the Residential Comprehensive Development District (RCDD) zone respond to sustainability principles. The sustainability principles to be considered by Council shall include, but not be limited to the following: (a) the project provides buildings and site design that reduce the required • Energy efficiencies of up to 90% are intended operational energy requirements by a through passive house design. significant amount from conventional buildings. (e.g. district heating systems) (b) the project provides buildings and site • The project minimizes land dedicated to hard design that substantially reduce the surface areas and maximizes natural impact on the environment through: environmental systems. i. retention of natural systems, e.g. • The project is anticipated to be net-zero ready retaining natural slopes • Water retention ponds are included

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ii. retention of Category 2 soils, e.g. • Plastic use is anticipated to be minimal community gardens • Materials and labour is anticipated to be sourced iii. use of renewable energy sources, e.g. locally where possible site orientation iv. management of construction wastes v. reduced storm water run off, e.g. storm retention ponds vi. water conservation; e.g. low flow fixtures vii. waste reduction including solid waste and sewage viii. use of environmentally sustainable materials ix. use of certified Fair Trade products (c) the project provides an affordability component that would meet the need to • 12 of 48 units are “micro lofts” which are provide housing in Wolfville that is anticipated to have market rents at 90% of new affordable and available for all sectors of construction or better. society. (d) the project provides for alternative or shared housing and services models such as co-operative housing, co-housing, • TBC life lease, car pooling/sharing, district heating, etc. (e) the project provides barrier • Accessible housing units are included as per free/accessible housing units building code (f) the project demonstrates high quality architectural and environmental design • The project minimizes impact on natural that is compatible with the landscape and topography and slopes while increasing the trees that will contribute positively to the on the site immediate area and the Town in general (g) the project provides a mixture of • The project includes one, two and three bedroom housing types and densities as well as a units in a variety of designs. variety of housing designs (h) the project provides public or private • The project includes a small woodland trail, a amenities such as parks, walkways, public water feature and detention pond, children’s art, daycare, cultural venues, and public natural playground, raised garden beds, and the gathering spaces. opportunity for residential chickens. (i) the project provides active • Off-road trails are included for bicycles and transportation routes and amenities and pedestrians. 20 bicycle parking stalls are included maximizes connections with existing near entrances to main buildings. trail/walkway systems. (j) the project provides access to public • A transit stop is located at Gaspereau Avenue and transportation Pleasant Street, within 200m of the project (k) the project provides mixed uses of a • Local commercial is enabled for ground floor units local commercial nature including but not that have direct exterior access.

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limited to convenience stores, laundromats, farm markets, etc. (l) the proposal makes efficient use of land in relation to infrastructure • No issue requirements (e.g. clustering of homes).

Policy 18.6.1 of the MPS states the general policies for all development agreements. As part of the review for this section, staff may have contacted other departments or outside agencies to seek specific information. The following table outlines the policy and provides Staff comment:

General Development Agreement Policies Staff Comment of the MPS (Section 18.6.1) (a) to ensure that the proposal conforms to the intent of the MPS and to all other applicable Town By-Laws and • This proposal is enabled for consideration by regulations, except where the development agreement and in Staff’s opinion the application for a development proposal is consistent with the intent of the MPS. agreement modifies the requirements of the LUB or Subdivision By-Law. (b) to ensure that the development does not cause conflict with adjacent land uses, disturb the quiet enjoyment of adjacent lands, or alter the character and stability of surrounding neighbourhoods through: • The proposed use is 5 residential buildings and a common building, with parking, trails and amenities for the public. A total of 48 dwelling units represents a substantial change in intensity of use compared to the existing context. Local commercial uses shall be enabled for ground-floor units with exterior access.

• Neighboring uses include low and medium density i) the type and intensity of use residential. A combination of single unit dwellings, family homes, and multi-unit buildings are immediately adjacent. Within a five-minute walk exist more-frequent multi-unit and single unit dwellings. High-density residential, apartment buildings and commercial buildings are within a 10 minute walk.

• The proposed development of this vacant lot shall increase intensity in a manner that is consistent

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with other properties in the area. This intensity of use is mitigated with vegetative landscaping. • The height of the largest building is within 39 feet. The massing is large in scale and is sheltered from ii) the height, mass or architectural neighboring properties by vegetative landscaping. design of proposed buildings • The property is not within an architectural control area. iii) hours of operation of the use • Consistent with surrounding uses. • outdoor lighting will be required to not cause iv) outdoor lighting negative impacts to adjacent properties • the dwelling units on this property may result in v) noise, vibration, or odour increased noise • This development shall increase pedestrian and vi) vehicles and pedestrian traffic vehicle traffic in the area. • Public Works to Review

vii) alteration of land levels/or • Public Works to Review. drainage patterns

viii) deprivation of natural light • No issues anticipated. (c) to ensure that the capacity of local services is adequate to accommodate the proposed development and such • services will include, but not be limited to the following: i) sanitary and storm sewer systems • Adequate capacity ii) water systems • Adequate capacity iii) schools • No issues iv) recreation and community facilities • No issues v) fire and police protection • No issues vi) street and walkway networks • No issues vii) solid waste collection and disposal • No issues systems (d) to ensure that the proposal is not premature or inappropriate by reason of the financial ability of the town to • No costs to be incurred by the Town absorb capital and/or maintenance costs related to the development.

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(e) to ensure that the proposal does not cause environmental damage or • damage to adjacent properties through:

i) pollution of soils, water or air • No issues • A storm water drainage plan is required to address storm water runoff and sediment control during ii) erosion or sedimentation construction, see Attachment 4. • Public Works to Review iii) interference with natural drainage • See above systems iv) flooding • See above (f) to ensure that the proposal protects and preserves matters of public • interest such as, but not limited to: i) historically significant buildings • No issues ii) public access to shorelines, parks • No issues and public and community facilities iii) important and significant cultural features, natural land features and • No issues vegetation (g) to ensure that the proposed site and • building design provides the following: i) useable active transportation networks that contribute to existing • Adjacent to sidewalks and near active active transportation links transportation trails (Harvest Moon Trail). throughout the community

ii) functional vehicle circulation and parking and loading facilities • While the increased intensity shall increase traffic, designed to avoid congestion on or no issues are anticipated by staff as the existing near the property and to allow infrastructure is currently underutilized and vehicles to move safely within and designed to accommodate substantial volumes of while entering and exiting the traffic. property

• off-street pathways connecting residences to the iii) facilities for the safe movement of street are provided near the northern property pedestrians and cyclists line, through vegetative landscaping and bufferin. iv) adequate landscaping features • Adequate landscaping provided such as trees, shrubs, hedges, (See Landscape Plan as part of Attachment 3, Draft fences, flower beds and lawns to Development Agreement) successfully integrate the new

As approved by Council XXXXXXXXX, 2019 26

development into the surrounding area

v) screening of utilitarian elements, such as but not limited to; mechanical and electrical • Utilitarian elements are to be screened equipment, and garbage storage bins

vi) safe access for emergency vehicles • No issues

vii) adequate separation from, and consideration of, public and private utility corridors to ensure their • Not applicable continued safe and functional operation viii) architectural features, including • The scale of the vacant land and density of the but not limited to, mass, scale, roof proposed development have enabled the style, trim elements, exterior landscape plan to include vegetative cladding materials, and the shape, landscaping to preserve the existing size and relationship of doors and neighborhood context of park-land and natural windows; that are visually woods. compatible with surrounding • Where the development is near neighboring buildings in the case of a new properties, more intense vegetative buffering is building or with the existing provided with a minor trail system. building in the case of an addition ix) useable outdoor amenity space for • a small woodland trail, a water feature and use of residents in a residential detention pond, children’s natural playground, development raised garden beds, and the opportunity for residential animals is included as shown on the Landscape Plan, include as part of Attachment 3, Draft Development Agreement. x) accessible facilities for the storage • Accessible facilities are required through and collection of solid waste development agreement. materials xi) appropriate consideration for • Building will have to meet current building code energy conservation requirements xii) appropriate consideration of and response to site conditions, including but not limited to; slopes, • site conditions have been taken into consideration soil, and geological conditions, vegetation, watercourses, wet lands, and drainage

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(h) where Council determines, on the advice of a licensed professional, that there is a significant risk of environmental damage from any proposed development which does not require an assessment under the Environmental Assessment Act, environmental studies shall be carried • No issues identified out at the expense of the developer for the purpose of determining the nature and extent of any environmental impact and no agreement shall be approved until Council is satisfied that the proposed development will not create or result in undue environmental damage

Policy 18.6.2 establishes what conditions may be established in the development agreement. The conditions are limited to those listed, and to the specific policies guiding the particular type of development.

Policy 18.6.2 of the MPS

SECTION 18.6.2 STAFF COMMENT

18.6.2 that a development agreement may • The draft Development Agreement includes terms contain such terms and conditions that are and conditions in relation to many of the items provided for in Section 227 of the included in 18.6.2. Municipal Government Act which ensures that the proposed development is consistent with policies of this Municipal Planning Strategy. The agreement may include some or all of the following: (a) the specific type of use; (b) the size of the structure(s) within a development; (c) the percentage of land that may be built upon and the size of yards, courts, or other open spaces; (d) the location of structure(s) in relation to watercourses, steep slopes and development constraint areas; (e) storm water drainage plans;

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(f) the maximum and minimum density of the population within the development; the architectural design or external appearance of structures, in particular its compatibility with adjacent structures, where required by policy; (g) traffic generation, access to and egress from the site and impact on abutting streets and parking; (h) landscape design plan indicating the type, size and location of all landscaping elements that buffer or screen the development. This may also include fencing, walkways and outdoor lighting; (i) open storage and outdoor display; (j) public display or advertising; (k) maintenance of the development; (l) any other matter which may be addressed in the Land Use By- law or Subdivision By-Law, such as parking requirements, yard requirements, etc.; (m) site specific information relating to soils, geology, hydrology and vegetation.

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ATTACHMENT 3 – Site Plan

As approved by Council XXXXXXXXX, 2019 30

ATTACHMENT 4 – Draft Development Agreement

This Development Agreement is made this ______day of ______, 2019.

BETWEEN: JOYCE JOHNSON (Hereinafter called the “Developer”)

OF THE FIRST PART

- and -

TOWN OF WOLFVILLE A municipal body corporate, (Hereinafter called the “Town”)

OF THE SECOND PART

WHEREAS the Developer has requested that the Town enter into a Development Agreement relating to the use and development of the Lands (PID 55274591) pursuant to the provisions of the Municipal Government Act and the Municipal Planning Strategy for the Town of Wolfville;

AND WHEREAS a condition of granting approval for the development of the Lands is that the parties enter into this Development Agreement;

AND WHEREAS the Town Council of the Town, at its meeting on July 18th ,2017 approved entering into this Development Agreement to permit the establishment of a Planned Development on the Lands, subject to the registered owner of the Lands entering into this Development Agreement;

NOW THEREFORE THIS AGREEMENT WITNESSES THAT in consideration of the covenants made in this Development Agreement and other valuable consideration the Developer and the Tenant and the Town agree to the following terms.

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1. Schedules

The following schedules form part of this Development Agreement:

Schedule “A” – Legal Parcel Description of Lands Schedule “B” – Site Plan/Landscape Plan for the Lands Schedule “C” – Elevations

2. Definitions

2.1 In this Development Agreement:

“Barrier Free Parking Stall” means the provisions set forth under Section 3.8.2.2 (4) and Section 3.8.2.2(5) under Schedule C within the Nova Scotia Building Code Regulations made under Section 4 of the Building Code Act.

“Building By-Law” means Chapter 65 of the By-Laws of the Town of Wolfville.

“Developer” means the owner(s) of the lands, their heirs, successors, assigns, and all subsequent owners of the lands.

“Development” means two main buildings on the lands with a total of eight units on the Lands.

“Development Officer” means the Development Officer appointed by the Town of Wolfville under the provisions of the Municipal Government Act.

“Engineer” means the Engineer appointed by the Town of Wolfville under the provisions of the Municipal Government Act.

“Effective date” means the date on which this Development Agreement is deemed to be entered into under the terms of this Development Agreement.

“Lands” means the real property in the Town of Wolfville owned by the Developer, PID 55274591, and as described in Schedule “A”.

“Land Use By-Law” means the Land Use By-Law of the Town of Wolfville in force from time to time, adopted and amended by the Wolfville Town Council under the provisions of the Municipal Government Act. At the date of this Development Agreement, it is the Land Use By-Law adopted by Council on September 23, 2008, and recorded at the Kentville Land Registry Office on November 6, 2008, as Document Number 92078600.

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“Local Commercial Use” means a convenience store, laundromat, farm market or small scale commercial use aimed at a local neighbourhood clientele. “Municipal Planning Strategy” means the municipal planning strategy of the Town of Wolfville in force from time to time, adopted and amended by the Wolfville Town Council under the provisions of the Municipal Government Act. At the date of this Development Agreement, it is the Municipal Planning Strategy adopted by Council on September 23, 2008, and recorded at the Kentville Registry of Deeds Office on November 6, 2008, as Document Number 92078543.

“MGA” means the Municipal Government Act, S.N.S. 1998, c. 18, as amended.

“Planning Documents” means Land Use Bylaw, Municipal Planning Strategy, and Subdivision Bylaw.

2.2 Where terms (words or phrases) are not defined in this Development Agreement, definitions in the Town’s planning documents shall apply. Where terms are not defined in the planning documents, definitions in the MGA shall apply. Where terms are not defined in the aforementioned sources, their ordinary meaning shall apply.

3. Relevance of Planning Documents and Other Regulations

3.1 This Development Agreement contains definitions and regulations for the Development. It complements the Town’s Planning Documents. Unless specified in this Development Agreement, requirements in the Town’s Planning Documents shall apply. Where there is a conflict between this Development Agreement and the Planning Documents, this Development Agreement shall prevail.

3.2 Regulations outside of this Development Agreement or the Town’s Planning Documents may be applicable to the Development. However, the terms of this Development Agreement shall not be materially changed in order to comply with such regulations without an amendment to this Development Agreement.

4. Background

The developer has requested approval to 48 units, contained within five residential multi-unit buildings, accessory buildings, and amenities on the Lands.

5. Terms

5.1 Development Conditions

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5.1.1 Permits and Approvals

5.1.1.2 This Development Agreement allows the Developer to obtain development permits, other permits, and permissions to allow uses permitted by this Agreement.

5.1.1.3 The Developer shall be responsible for obtaining all necessary permits and approvals required by law for the Development, including but not limited to development permits, building permits, and any approvals required from the Province of Nova Scotia.

5.1.1.4 Obligations or other requirements in this Development Agreement are those of the Developer, unless otherwise specified.

5.1.2 Land Use

5.1.2.1 The following uses are permitted:

(a) Five multi-unit residential buildings containing no more than 48 dwelling units total; (b) Local commercial uses within ground-floor spaces that have direct exterior access; (c) Rearing and keeping of twenty laying hens, contained on the property, no less than 24 meters from property edges. (d) Any accessory buildings or uses permitted by the Land Use Bylaw.

5.1.3 Landscaping & Site Requirements

5.1.3.1 The Development shall conform to the zone standards of the Land Use By-law, as established in Section 8.4 of the Municipal Planning Strategy except as otherwise established by this Agreement.

5.1.3.2 All Development shall occur on the Lands.

5.1.3.3 Development on the Lands shall be built generally in accordance with the Site Plan/Landscape Plan and Specifications of Schedule “B.” Landscaping requirements as shown in Schedule “B” may be varied to accommodate minor

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details, including but not limited to different plant varieties and the location of planting beds.

5.1.3.4 The Developer shall establish and maintain all non-hard surface areas on the Lands as landscaped areas.

5.1.3.5 Storm water runoff from the Lands shall not be directed onto adjacent properties unless permission is obtained from the adjacent property owner for the direction of such storm water runoff. A storm water drainage plan addressing storm water runoff as well as sediment controls during construction shall be submitted to and approved by the Town Engineer prior to the commencement of construction.

5.1.3.6 No parking shall be permitted on non-hard surfaced areas of the site.

5.1.3.7 The Development shall develop and maintain a total of 79 parking spaces, as shown on Schedule “B”.

5.1.3.8 The Developer shall provide onsite lighting for all driveways and walkways on the Lands of number and design sufficient to provide for the reasonable safety and security of vehicles and pedestrians. All lighting fixtures shall be of a design as to prevent the unreasonable illumination of adjacent properties and full cut off fixtures shall be used for all outdoor lighting.

5.1.4 Municipal Services

5.1.4.1 The parties agree that municipal sanitary sewer and water services are available in the street on Gaspereau Avenue. All costs to connect the two new buildings (as shown on Schedule “B”) to these services are the responsibility of the Developer.

5.1.4.2 The Town makes no warranties, guarantees or claims as to the adequacy of the Town’s water supply to provide the recommended Fire Flow amounts for protection of the building from fire. The Developer shall satisfy itself that the available fire flows are satisfactory to meet its needs.

5.1.5 Refuse Storage and Utility Equipment

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5.1.5.1 Refuse, compost, recyclables, and other similar matters shall be stored within the building(s), or within accessory structures or containers pursuant to the requirements of the Land Use Bylaw, Valley Region Solid Waste-Resource Management By-Law, and other applicable regulations.

5.1.5.2 Containers referenced in 5.1.5.1 shall be located so that they are visually screened.

5.1.5.3 Utility equipment such as mechanical and electrical equipment shall be visually screened by fencing or landscaping.

5.1.6 General Maintenance and Operation

5.1.6.1 Buildings, landscaping, and other related features shall be maintained in good condition, pursuant to the Town’s Property Minimum Standards By-law.

5.1.7 Architecture

5.1.7.1 The Developer shall build the new multi-unit residential buildings generally in accordance with roof lines, windows and front entry as illustrated in Schedule “C”, Architectural Design.

5.1.8 Timing

5.1.8.1 This Development Agreement shall be deemed to be entered into on the day the Agreement is registered in the registry as per section 228(3) of the MGA. All time requirements imposed in this Development Agreement shall be calculated from that date unless otherwise specified.

5.1.8.2 Development enabled by this Agreement, for the Lands on PID 55274591, shall be completed within eight (8) years. Upon failure to meet this timing requirement, the Town may discharge this Development Agreement without the consent of the Developer or Tenant.

5.1.8.3 Within 1 year of the issuance of the occupancy permit for the Development, all landscaping required by this Agreement shall be completed.

5.1.9 Amendment

5.1.9.1 With the exception of matters which the Town and the Developer do not consider to be substantive, the amendment of any other matter in this

As approved by Council XXXXXXXXX, 2019 36

Development Agreement can only be made under the provisions of Section 230 of the MGA, including the holding of a Public Hearing.

5.1.9.2 Following are matters in this Development Agreement which the Town and the Developer do not consider to be substantive:

(a) The requirements for completion imposed by section 5.1.8.2.

5.1.10 Expenses

5.1.10.1 The Developer shall pay all costs and expenses incurred by the Town related to this Development Agreement.

5.1.11 Liability

5.1.11.1 The Developer shall be liable for any damage caused to persons or public or private property by the Developer or any contractor or other individual doing work related to the Development. The Developer shall indemnify the Town and save it harmless from any claim, cause of action, or liability in any way relating to the Development. The Developer shall obtain and maintain in force throughout the course of construction on the Development, liability insurance coverage to insure the responsibilities which the Developer is assuming in this section.

5.1.12 Default

5.1.12.1 If the Developer fails to comply strictly with any term of this Development Agreement or any legislation applicable to this Development Agreement, the Town may, after 30 days notice in writing to the Developer, enter the lands and perform any obligation with which the Developer has failed to comply strictly. All expenses arising out of the entry of the Lands and performance of the obligations may be recovered by the Town from the Developer by direct suit and shall form a charge upon the Lands. The Developer shall pay interest on any sum so expended by the Town at the same monthly rate charged by the

As approved by Council XXXXXXXXX, 2019 37

Town for tax arrears on the outstanding balance from time to time. Such interest costs shall be treated as an expense.

5.1.12.2 If the Developer breaches any of the terms of this Development Agreement, the Town, at its sole option, may:

(a) Terminate this Development Agreement; (b) Exercise its rights under paragraph 5.1.12.1 above; or, (c) Take no action.

5.1.12.3 Any election by the Town to take no action on a breach of this Development Agreement by the Developer shall not bar the Town from exercising its rights under this Development Agreement on any other breach.

5.1.12.4 Any expenses incurred by the Town in exercising its rights under sections 5.1.11.1 and 5.1.11.2, or either of them, shall include, but are not limited to, costs and expenses incurred in returning the Lands to their original condition before work began on the Development and all solicitors’ fees and disbursements incurred in terminating or discharging this Development Agreement. The costs and expenses shall be paid by the Developer to the Town as a debt and may be recovered by direct suit. Such expenses form a first lien on the Lands as provided by Section 507 of the Municipal Government Act. The Developer shall pay interest on the costs and expenses, outstanding from time to time, at the same monthly rate charged by the Town for municipal real property tax arrears. Such interest costs shall be treated as an expense.

5.1.13 Administration

The Development Officer administers this Agreement. The Development Officer’s decision is final and binding on all parties.

6. Warranties by the Developer

6.1 Title and Authority

6.1.1 The Developer warrants as follows:

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(a) The Developer has good title in fee simple to the Lands or good beneficial title subject to a normal financing encumbrance, or is the sole holder of a Registered Interest in the Lands. No other entity has an interest in the Lands which would require their signature on this Development Agreement to validly bind the Lands or the Developer has obtained the approval of every other entity which has an interest in the Lands whose authorization is required for the Developer to sign this Development Agreement to validly bind the Lands. (b) The Developer has taken all steps necessary to, and it has full authority to, enter this Development Agreement.

7. Full Agreement

7.1 Other Agreements

7.1.1 This Development Agreement constitutes the entire agreement and contract entered into by the Town and the Developer. No other agreement or representation, whether oral or written, shall be binding.

7.1.2 This Development Agreement shall not be a precedent for any other agreement either between the Town and the Developer or between the Town and any other party.

8. Notice Any notice to be given under this Development Agreement shall be made in writing and either served personally or forwarded by courier or by registered mail, postage prepaid, if to the Town to:

Town of Wolfville 359 Main Street Wolfville, Nova Scotia B4P 1A1 Attention: Development Officer

and if to the Developer:

JOYCE JOHNSON

181 Herring Cove Road

Halifax, Nova Scotia, B3P 1K9

As approved by Council XXXXXXXXX, 2019 39

Attention: Peter Polley

9. Headings The headings used in this Development Agreement are for convenience only. If any of the headings are inconsistent with the provisions of the Development Agreement which it introduces, the provisions of the Development Agreement shall apply.

10. Binding Effect This Development Agreement shall ensure to the benefit of and be binding upon the parties to this Development Agreement, their respective successors, administrators, and assigns.

11. Execution

In witness of this Development Agreement the parties have signed, sealed and delivered it to each other on the date set out at the top of the first page.

SIGNED, SEALED AND DELIVERED ) In the presence of: ) ) ) TOWN OF WOLFVILLE ) ) ) By ______) MAYOR ______) Witness ) ) ) By ______) TOWN CLERK ) ) SIGNED, SEALED AND DELIVERED )

In the presence of: ) By______) JOYCE JOHNSON ______) Witness ) )

CANADA

As approved by Council XXXXXXXXX, 2019 40

PROVINCE OF NOVA SCOTIA COUNTY OF KINGS

I certify that on ______,2019, ______a witness to this agreement came before me, made oath, and swore that the TOWN OF WOLFVILLE, caused the same to be executed by its proper officers who affixed its Corporate Seal and subscribed their hands in its name and in its behalf in his/her presence.

______A Commissioner of the Supreme Court of Nova Scotia

CANADA PROVINCE OF NOVA SCOTIA COUNTY OF KINGS

I certify that on ______,2019, ______a witness to this agreement came before me, made oath, and swore that Joyce Johnson caused the same to be executed by its proper officers who affixed its Corporate Seal and subscribed their hands in its name and in its behalf in his/her presence.

______A Commissioner of the Supreme Court of Nova Scotia

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Schedule “A” – Parcel Description

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REQUEST FOR DECISION #082-2018 PID 55274591 Gaspereau Avenue - Travis Mills Date: 2019-01-08 Department: Community Development

Schedule “B” Site and Landscaping Plan

Request for Decision, Page 44 of 49 REQUEST FOR DECISION #082-2018 PID 55274591 Gaspereau Avenue - Travis Mills Date: 2019-01-08 Department: Community Development

Request for Decision, Page 45 of 49 REQUEST FOR DECISION #082-2018 PID 55274591 Gaspereau Avenue - Travis Mills Date: 2019-01-08 Department: Community Development

Schedule “C” – Elevations

Elevations of 24 unit building

Request for Decision, Page 46 of 49 REQUEST FOR DECISION #082-2018 PID 55274591 Gaspereau Avenue - Travis Mills Date: 2019-01-08 Department: Community Development

Elevations of 16 unit building

Request for Decision, Page 47 of 49 REQUEST FOR DECISION #082-2018 PID 55274591 Gaspereau Avenue - Travis Mills Date: 2019-01-08 Department: Community Development

Elevations of 4 unit townhouses

Request for Decision, Page 48 of 49 REQUEST FOR DECISION #082-2018 PID 55274591 Gaspereau Avenue - Travis Mills Date: 2019-01-08 Department: Community Development

Elevations of 2 unit buldings

Request for Decision, Page 49 of 49 REQUEST FOR DECISION 002-2019 Title: Kings REMO Regional Emergency Evacuation Plan (REEP) Date: February 5, 2019 Department: CAO

SUMMARY

Kings REMO Regional Emergency Evacuation Plan (REEP)

The Draft Kings REMO Regional Emergency Evacuation Plan (REEP), dated December 2018, has been developed to support an emergency evacuation within Kings County. The Draft Plan has been reviewed by the Regional Emergency Management Planning Committee (REMPC), December 12, 2018, and the Regional Emergency Management Advisory Committee (REMAC), January 21, 2019.

In keeping with the Kings County municipalities Inter-Municipal Services Agreement (IMSA), dated January 16, 2018, for the adoption of a Regional Emergency Management Organization, the Regional Emergency Evacuation Plan (REEP) for Kings County will provide for a consistent standard for emergency evacuation across all of Kings County.

DRAFT MOTION:

That Council approve the Kings REMO Regional Emergency Evacuation Plan dated December 2018

Request for Decision, Page 1 of 4 REQUEST FOR DECISION 002-2019 Title: Kings REMO Regional Emergency Evacuation Plan (REEP) Date: February 5, 2019 Department: CAO

1) COMMENT / RECOMMENDATION – CAO The CAO supports staff’s recommendation as the Regional Emergency Evacuation Plan is in keeping with a regional approach to Emergency Management as adopted by the Kings County municipalities as of April 1, 2018.

The Draft Regional Emergency Evacuation Plan, dated December 2018, was used during the quarterly EM Training Exercise held for the Emergency Coordination Centre (ECC) staff on October 26, 2018.

2) RECOMMENDATION Staff recommends that Council approve the Kings REMO Emergency Evacuation Plan, dated December 2018, for the Town of Wolfville.

3) DRAFT MOTION That Council approve the Kings REMO Emergency Evacuation Plan, dated December 2018.

4) PURPOSE OF REPORT To support the Town of Wolfville adopting a Regional Emergency Evacuation Plan (REEP) as part of the Kings Regional Emergency Management Organization (REMO), as adopted by the January 2018 Inter- Municipal Servcies Agreement.

5) DISCUSSION Every two years NS EMO is required to report the state of Emergency Preparedness in the Province of Nova Scotia. In meeting this requirement, NS EMO Western Zone Coordintor, Andrew Mitton, conducted an Emergency Management Program Evaluation for Kings County’s Municipalities in the Fall of 2016. In keeping with observations raised during this evaluation and the the adoption of a Regional approach to Emergency Management, the Kings Regional Emergency Evacuation Plan (REEP), dated December 2018, was drafted in support of the Regional Emergency Management Plan, dated September 2018, and is submitted to Council for approval.

This Kings REMO Emergency Evacuation Plan will support emergency evacuation operations across all of Kings County.

Request for Decision, Page 2 of 4 REQUEST FOR DECISION 002-2019 Title: Kings REMO Regional Emergency Evacuation Plan (REEP) Date: February 5, 2019 Department: CAO

The Nova Scotia Emergency Act requires that all municipalities have:

• Emergency Management Organization; • Emergency Bylaw (dated 1 November 1990 or later); • Emergency Management Plan; • Emergency Management Coordinator (EMC); and • Standing Committee of Council

6) POLICY CONSIDERATIONS • Nova Scotia Emergency Measures Act • Kings REMO Inter-Municipal Services Agreement, January 16, 2018 • Kings REMO Regional Emergency Management Plan (REMP), September 2018

7) BUDGET CONSIDERATIONS N/A

8) COMMUNICATIONS REQUIREMENTS Subject to the approval of the Kings REMO Emergency Evacuation Plan by Kings County Municipal Councils, staff will publish the approved Kings REMO Emergency Evacuation Plan, dated December 2018, on the Town of Wolfville Website and post announcements via Social Media. The Draft Kings REMO Emergency Evacuation Plan will be put forward to Municipal Councils in accordance with the following schedule:

2019-02-05 Wolfville COW meeting 2019-02-11 Kentville CAC meeting 2019-02-19 MoK COW meeting 2019-02-19 Wolfville Council meeting (for approval) 2019-02-25 Kentville Council meeting (for approval) 2019-02-26 Berwick COtW meeting 2019-03-05 MoK Council meeting (for approval) 2019-03-12 Berwick Council meeting (for approval)

Request for Decision, Page 3 of 4 REQUEST FOR DECISION 002-2019 Title: Kings REMO Regional Emergency Evacuation Plan (REEP) Date: February 5, 2019 Department: CAO

9) REFERENCES TO COUNCIL STRATEGIC PLAN Council Strategic Principles:

1. Affordability: N/A 2. Transparency: This decision supports municipal involvement with the approved Kings REMO EM Plan being posted to the Town of Wolfville’s Emergency Preparedness Website 3. Community Capacity Building: The Kings REMO Emergency Evacuation Plan is focused on further preparing the Town and its residents and is in keeping with a regional approach to Emergency Management. 4. Discipline to Stay the Course: N/A 5. United Front: This supports a Regional Approach to Emergency Managent as agreed upon in the Kings REMO Inter-Municipal Services Agreement (IMSA) 6. Environmental Sustainability: N/A

10) ATTACHMENTS • Kings REMO Emergency Evacuation Plan, dated December 2018

11) SUMMARY The Kings County Regional Emergency Management Coordinator (REMC) will continue to work towards ensuring that all of Kings County is fully prepared for any future Emergency that may impact any of the municipalities.

Request for Decision, Page 4 of 4

Kings County, NS Regional Emergency Evacuation Plan (REEP)

December 2018

Table of Contents – Regional Emergency Evacuation Plan (REEP) FOREWORD ...... 1 1.0 INTRODUCTION ...... 2 1.1 Background ...... 2 1.2 Authorities ...... 2 1.3 References ...... 3 1.4 Purpose ...... 3 2.0 CONCEPT OF OPERATIONS (CONOPS) ...... 4 2.1 General ...... 4 2.1 Types of Evacuation ...... 4 2.1.1 Pre-Emptive Evacuation ...... 4 2.1.2 No-Notice Evacuation ...... 4 2.1.3 Post-Incident Evacuation ...... 4 2.1.4 Partial Evacuation ...... 5 2.1.5 Widespread Evacuation ...... 5 2.1.6 Spontaneous Evacuation ...... 5 2.1.7 Shelter-in-Place ...... 5 2.2 Evacuation Organizational Structure ...... 6 2.3 Potential Community Hazards ...... 6 2.4 Evacuation Considerations ...... 7 2.5 Steps for Activation of the Evacuation Plan ...... 7 2.6 Assumptions ...... 8 2.7 Evacuation Process ...... 9 2.8 Evacuation Operations – Incident Command Team ...... 9 2.9 Evacuee Registration and Facility Locations...... 10 2.10 Facilities ...... 10 2.10.1 Comfort Centres ...... 10 2.10.2 Reception Centres ...... 10 2.10.3 Emergency Shelters ...... 11 2.11 Special Needs Populations ...... 11 2.12 Domestic Animal Care and Relocation ...... 11

Kings County, NS Regional Emergency Management Plan (REMP) i

2.13 Traffic Management ...... 12 2.14 Access Control & Security ...... 13 2.15 Demobilization & Re-Entry ...... 14 2.15.1 Return to the Risk Area ...... 14 2.15.2 Re-Entry Scenarios...... 14 2.15.3 Re-Entry Decision ...... 14 2.15.4 Re-Entry Teams ...... 15 2.15.5 Informing Evacuees of Re-Entry Procedures ...... 15 2.15.6 Phased Re-Entry ...... 15 2.16 Essential Services ...... 16 3.0 RESPONSIBILITIES ...... 17 3.1 Site Level – Incident Commander ...... 17 3.2 Emergency Coordination Centre (ECC)...... 19 3.3 Emergency Social Services Branch ...... 19 4.0 PUBLIC EDUCATION & AWARENESS OF EVACUATION PROCEDURES ...... 20 4.1 Evacuation Warnings ...... 20 4.2 Essential Content - Evacuation Warning Messages ...... 21 5.0 PLAN TESTING, REVIEW & MAINTENANCE ...... 23 5.1 Plan Testing Schedule & Responsibility ...... 23 5.2 Plan Review & Maintenance ...... 23 6.0 DISTRIBUTION LIST ...... 24

Kings County, NS Regional Emergency Management Plan (REMP) ii

Annexes...... 25 Annex A – Declaring a State of Local Emergency (SOLE) ...... A-1 Annex B – Evacuation Alert ...... B-2 Annex C – Evacuation Order ...... C-1 Annex D – Evacuation Rescind ...... D-1 Annex E – Evacuation Contact ...... E-1 Annex F – Acknowledgement of Refusal to Evacuate ...... F-1 Annex G – Evacuation Planning Worksheet ...... G-1 Annex H – Instructions for Door Knockers – Shelter-in-Place (SIP) ...... H-1 Annex I – Instructions for Door Knockers – Evacuation Alert ...... I-1 Annex J – Instructions for Door Knockers – Evacuation Order ...... J-1 Annex K – Potential Evacuation Routes – Flood Risk Areas ...... K-1 Annex L – Abbreviations & Definitions...... L-1

Kings County, NS Regional Emergency Management Plan (REMP) iii

Kings County, NS Regional Emergency Management Plan (REMP) iv

FOREWORD The development of a Kings County Regional Emergency Evacuation Plan (REEP) is paramount to public safety in the case of man-made disasters and natural disaster threats. The Kings County Regional Emergency Evacuation Plan was prepared in consultation with County and Municipal stakeholders responsible for everyday management throughout Kings County. It serves as Kings County’s Emergency Evacuation plan to coordinate an integrated approach to emergency evacuation.

The main objective during an emergency evacuation is to safely move people from potential hazard zones to safe destinations in the quickest and most efficient way. Given the drastic consequences of large-scale emergencies, the proper development of emergency evacuation plans is essential. Also, given the diverse demographic characteristics of Kings County, an efficient evacuation strategy should integrate multiple modes to particularly aid transit-dependent people who have no access to automobiles at the time of evacuation or at all.

The Kings County Regional Emergency Evacuation Plan is augmented by the Emergency Coordination Centre (ECC) Operational Guidelines and Evacuation Guidelines in order to provide the level of detail required for a comprehensive emergency response.

Kings REMO strives for strong leadership within the emergency management community and is dedicated to continuous improvements and enhancements to this plan, training and exercising throughout the Kings County region. Therefore, this plan is a living document that will be amended as necessary through a planning process that is managed by the Regional Emergency Management Coordinator (REMC) in consultation with emergency management partners throughout the County.

Mayor Mayor Municipality of the County of Kings Town of Berwick

Mayor Mayor Town of Kentville Town of Wolfville

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1.0 INTRODUCTION 1.1 Background This Evacuation Plan is only one part of preparedness efforts that include training, exercises and the debriefing of actual events. As Kings County evolves, so will the Evacuation Plan, which will be regularly reviewed and adapted. Due to the nature of major emergencies, there may be a need to adapt the plan during an evacuation or sheltering-in-place as well. Therefore, the following plan should not be seen as a final, rigid solution, but rather the foundation for continuous planning efforts

As a result of an emergency incident in Kings County an evacuation may be the chosen form of protective action. Evacuation may result in a tremendous psychological effect on those persons directly affected. Adequate communication with people involved is essential and shall include; explaining that an evacuation is pending, what they shall be required to do and when they should be required to react if an evacuation is issued. A decision to evacuate should only be made when absolutely necessary.

First response agencies alone cannot be expected to deal with a large-scale evacuation and relocation of residents. An effective response will require participation and cooperation between municipal services, provincial resources and volunteer services such as ground search and rescue and humanitarian organizations.

1.2 Authorities The authority for an evacuation is afforded by the Nova Scotia Municipal Government Act and the Emergency Management Act.

The legal authority for local authorities to order an evacuation rests within the Nova Scotia Emergency Management Act (1990) Section 14(f) – Protection of property and health or safety

Protection of property and health or safety – Section 14 Upon a state of local emergency being declared in respect to a municipality or an area thereof, the mayor may, during the state of local emergency, in respect of such municipality or an area thereof, do everything necessary for the protection of property and the health and safety of persons therein may: a. Cause an emergency management plan or any part thereof to be implemented; b. Acquire or utilize or cause the acquisition or utilization of personal property by confiscation or any means considered necessary; c. Authorize or require a qualified person to render aid of such type as that person may be qualified to provide; d. Control or prohibit travel to or from an area or on a road, street or highway; e. Provide for the maintenance and restoration of essential facilities, the distribution of essential supplies and the maintenance and coordination of emergency medical, social and other essential services;

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f. Cause or order the evacuation of persons and the removal of livestock and personal property threatened by an emergency and make arrangements for the adequate care and protection thereof; g. Authorize the entry by a person into any building or upon land without warrant; h. Cause or order the demolition or removal of any thing where the demolition or removal is necessary or advisable for the purpose of reaching the scene of an emergency, or attempting to forestall its occurrence or of combating its progress; i. Order the assistance of persons needed to carry out the provisions mentioned in this Section; j. regulate the distribution and availability of essential goods, services and resources; k. authorize and make emergency payments; l. assess damage to any works, property or undertaking and the costs to repair, replace or restore the same; m. assess damage to the environment and the costs and methods to eliminate or alleviate the damage

1.3 References • Public Health Agency of Canada – Emergency Lodging Service, 2007 • Nova Scotia Emergency Management Act • Kings REMO Regional Emergency Management Plan, 2018-09 • Kings REMO Evacuation Operational Guidelines, 2018-05-01 • Kings REMO Emergency Coordination Centre Operational Guidelines, 2018-05-01

1.4 Purpose The purpose of this Evacuation Plan is to provide a vehicle through which a timely and effective evacuation and reception of people can be achieved.

The Plan will be activated as soon as it becomes apparent that, due to an emergency of such magnitude as to warrant its implementation, evacuation and relocation of people is necessary.

Should a major incident occur in Kings County, the Regional Emergency Management Coordinator (REMC) or designate, on the advice of the first response agency, will consult with the ECC Managers (CAOs) to activate the Regional Emergency Management Plan (REMP). The REMC or alternate will activate the notification procedure set out in the Regional Emergency Management Plan (REMP) so members of the Emergency Coordination Centre (ECC) are alerted and instructed to report to the ECC.

If the need to evacuate and relocate residents of the affected area(s) is apparent, the provisions of the Evacuation Plan shall be implemented. In such events, the Municipality shall discuss the need to declare a State of Local Emergency (SOLE), Annex A, if a mandatory evacuation is needed. If there is a fire or the possibility of fire, the Fire Chief has the authority to declare the mandatory evacuation at the current time there is no advantage to declaring a SOLE.

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2.0 CONCEPT OF OPERATIONS (CONOPS) 2.1 General Evacuation is one means of protecting the public from the effects of a hazard; protection is achieved by moving people away from the hazard. In planning for evacuation, the characteristics of the hazard and its magnitude, intensity, speed of onset, and anticipated duration are all significant factors. These will determine the number of people to be evacuated, the distance people must be moved to ensure their safety, the need for reception facilities, and the extent of traffic control and security required.

The community must be prepared to conduct both small-scale (e.g. single facility or limited local) and large-scale (e.g. extensive local and regional) evacuations at all times of the day both from known hazard areas and from unexpected incident locations.

2.1 Types of Evacuation 2.1.1 Pre-Emptive Evacuation

• Given adequate warning about a hazard, sufficient resources, and a likely threat, it will be advisable to conduct pre-emptive evacuations • A pre-emptive evacuation may be undertaken when it is clear that if delayed, conditions (weather or other hazard) would impede evacuation.

2.1.2 No-Notice Evacuation

• It may be advisable to carry out an evacuation even while a threat is facing a community. • With an evacuation of this type, decision may need to be made with limited information. • Decision-makers, such as the Incident Commander, must be willing to make decisions with whatever information is available at the time. They may have little or no time to wait for additional information because any delay may have a significant impact on public safety. • Pre-planning will be instrumental in supporting decision-making in no-notice situations. • Evacuations of this nature are done when life safety is at extreme risk. Such an evacuation poses increased risk to all involved. • To acquire resources and expedite the evacuation normally requires extraordinary measures (i.e., a State of Local Emergency has been declared). • Emergency responders may require personal protective equipment, as responder safety will be critical. • Provincial or Federal assets may be required to facilitate an evacuation of this type.

2.1.3 Post-Incident Evacuation

• After a threat has already impacted a community (i.e., flooding), it may be necessary to: o Remove residents from an environment that is no longer able to sustain them, or

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o Prevent or mitigate the onset of further consequences leading to a prolonged or new emergency.

2.1.4 Partial Evacuation

• Partial evacuations typically are localized to a specific area of a municipality and may be caused by fires, hazardous material incidents, etc. • There is often on-scene activity by emergency response personnel who may direct the evacuation.

2.1.5 Widespread Evacuation

• Larger incidents may affect the entire region. • Evacuations of this type often involve a larger number of evacuees, possibly from more than one municipality. • This will require intensive effort by emergency management personnel to coordinate, transport, and shelter the affected populations, and will place greater demands on staff and resources. • Incidents that precipitate a wide-spread evacuation typically cause far-reaching damage and are therefore more likely to compromise critical infrastructure in a manner that hinders evacuee movement. • Structural damage to the transportation systems, such as bridges, and highways, may render them unsafe for use. • If these sites are located on evacuation routes, those routes may be unavailable, and alternatives will need to be identified. • In cases where the transportation network is severely restricted by such damage, sheltering- in-place may be a safer short-term alternative.

2.1.6 Spontaneous Evacuation

• Spontaneous evacuation (self-evacuation) is when people choose to evacuate without explicit direction to do so. • If people spontaneously evacuate, they may still request shelter or other essential services.

2.1.7 Shelter-in-Place

• This is a precaution aimed to keep residents safe while remaining indoors. • Shelter-in-place means selecting a small, interior room, with no or few windows, and taking refuge there. It does not mean sealing off your entire home or office building.

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2.2 Evacuation Organizational Structure To support a mass evacuation of Kings County the Kings REMO Emergency Coordination Centre is structured under the Incident Command System:

2.3 Potential Community Hazards The Kings REMO Hazard Risk Vulnerability Assessment (HRVA) was completed in June 2018 and will be assessed annually by the Regional Emergency Management Planning Committee (REMPC). The HRVA will determine the potential hazards that may create the need to evacuate. The list below is not exhaustive, and events are not listed and in particular order of risk. The following list is considered potential community hazards that may affect all or part of the County.

• Inland and coastal flooding • Wildfire • Highway or road incident involving dangerous goods spill • Weather events (blizzard, ice storms, hurricanes) • Highway closures • Multiple vehicle accidents

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2.4 Evacuation Considerations The following factors are considered in the decision-making process related to evacuations: a. Risk analysis of the underlying cause of the incident such as toxicity of substances, explosive characteristics of substance(s), reactivity characteristics of substance(s), wind direction, topography, fire. b. Debris and damaged infrastructure. c. The number of persons to be evacuated. d. The approximate number of persons requiring special assistance to evacuate. e. Egress routes. f. Time of day. g. Available lead time. h. Potential risk to evacuees during movement. i. Safety of emergency workers. j. Availability of resources to support the movement of evacuees. k. Land use of area – residential, employment, mixed uses

2.5 Steps for Activation of the Evacuation Plan

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2.6 Assumptions The following assumptions should be considered and recognized when developing evacuation plans:

• Spontaneous evacuation will occur when there is sufficient warning of the threat. Between 5 and 20 percent of the people at risk will self-evacuate before being directed to do so;

• Some people will refuse to evacuate, regardless of the threat;

• Some individuals will require transportation support to evacuate;

• Some owners of animals will refuse to evacuate unless arrangements have been made to care for their animals;

• Approximately 10 to 20 percent of the population impacted will require some form of assistance from local Emergency Services teams in Reception Centres. This figure could vary depending on the composition of the community;

• Many evacuees will seek shelter with relatives, friends or motels rather than use government provided facilities;

• For some hazards, such as flooding, designated evacuation routes must be used to safely evacuate people;

• The day of the week and time of day will determine if individuals/families will be at their homes or separated at work and/or school; and

• Many hazards provide a warning period which allows for a planned evacuation and re-entry.

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2.7 Evacuation Process Evacuation takes place within a process that begins with preparing for the possible need to evacuate populations at high risk from imminent or actual disaster. It involves ongoing risk monitoring and management as the situation and needs of evacuees evolve over time, and only ends with their safe, voluntary and sustainable reintegration back home or in alternative locations.

Figure 6.1 – Evacuation Process

2.8 Evacuation Operations – Incident Command Team Once the decision has been made to evacuate an area in Kings County, the Incident Commander shall determine the following:

• Sign the evacuation order;

• Define boundaries of area to be evacuated;

• Indicate main evacuation route(s) to be used and identify necessary traffic control points;

• Assign staging area(s) to be used;

• Time the evacuation will start and if necessary, who will be evacuated first;

• Activate the notification system for affected residents.

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2.9 Evacuee Registration and Facility Locations If an evacuation is necessary, a list of possible facilities is available at the ECC that can be used as Registration Centres, Comfort Centres and/or Shelters. Once registered, the residents will be directed to appropriate facilities if they require additional support.

The Evacuees who have been relocated to temporary shelters will require a wide range of support services. The Nova Scotia Department of Community Services (DCS) has the primary responsibility for the provision of all such services, with the assistance of agencies such as the Canadian Red Cross, St. John Ambulance and the Salvation Army. The Canadian Red Cross is under contract with DCS to provide the following six (6) services in the event of an evacuation.

1. Registration and Inquiry 2. Emergency Clothing 3. Emergency Lodging 4. Emergency Food 5. Personal Services 6. Psychological Services

2.10 Facilities Initially, residents are encouraged to seek shelter with friends, family, hotels or other alternate accommodations. It is important that evacuees register by calling or in person at the reception centre. This will allow authorities to contact you with updates and the re-entry details.

There are three types of emergency facilities that may be established:

2.10.1 Comfort Centres Comfort Centres, sometimes known as Warming Centres, are primarily used for residents who are remaining in their homes but do not have full services such as electricity, heat, water etc. The centre can provide a place to go to get light meals, pick up small amounts of needed items and attend to personal hygiene matters. Comfort Centres are normally operated by the municipality and/or local volunteer organizations and are not run by DCS, however, DCS may assist in some cases with supplies like bottled water, for example.

2.10.2 Reception Centres In an evacuation situation, residents can use a reception centre to provide a safe area of refuge to assess their individual situation and make temporary plans. The centre also allows the DCS through its partners, such as the Canadian Red Cross, to provide a registration and assessment service. In a reception centre, displaced residents can meet with evacuation officials to discuss personal needs and other issues such as security of the evacuation area, re-entry procedures, etc. It is normally at a reception centre that a determination is made on how many residents do not have alternate temporary housing arrangement. If there are enough residents needing overnight accommodation, an emergency shelter may be set up.

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Reception centres are provided by the municipality and managed by the DCS. A reception centre may be open overnight, but by its definition, it does not offer sleeping accommodations. It is normally only used at the beginning of an event and sometimes it may turn into a shelter if the facility it is located in meets the needs of the evacuees. There is no requirement to have the reception centre and the evacuation centre in the same facility.

2.10.3 Emergency Shelters When sufficient numbers of residents are unable to remain in their homes and no other source of temporary housing, an evacuation centre may be established. The Shelter is provided by the municipality and is managed by DCS through its agreement with the Canadian Red Cross. It operates on a 24/7 basis and provides all of the five emergency social services (ESS) including overnight sleeping arrangements. Essentially, the shelter turns into the evacuated resident’s home. Therefore, more attention is placed on security and issues around comfort and personal services that will be needed over the time the shelter is operational. Shelters have more requirements for personal space, washrooms, expanded personal hygiene areas, as well as feeding. Food preparation may be done on site if the facility is properly equipped or may be prepared off-site and served at the centre. Support to the DCS may be needed, so again, there is an important role for community volunteers.

2.11 Special Needs Populations Inhabitants of the impacted area may have specialized needs in evacuating. The aged, infirm, hospital patients, nursing home/home for the aged residents, daycares, schools etc. may require specialized transport to evacuate. The facilities responsible for the care of special groups must have an evacuation plan for their site and a pre-selected destination where the needs of the special groups can be managed. A portion of the population with special needs, reside in family homes or their own homes and may not have a personal evacuation plan. Special populations under home care need to have a preparedness plan and identify themselves to emergency services personnel to ensure that they can be safely removed from danger.

EHS will coordinate with other emergency services to facilitate the evacuation of populations with special needs.

2.12 Domestic Animal Care and Relocation Evacuation and care of domestic animals is an increasingly important issue for emergency managers and the public. As pets are not allowed in shelters, the Regional Emergency Management Coordinator will coordinate with EMO NS for the Disaster Animal Response Team of Nova Scotia (DARTNS) assistance in the establishment of pet shelters.

There are a number of considerations involved in providing domestic animal services:

• Communication to owners that the ultimate responsibility to find alternative lodging for domestic animals lies with the animal owner.

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• Emergency management organizations and animal care agencies should work together in order to coordinate the expertise and resources of both emergency managers and animal care providers.

• Domestic animals need to be housed in a facility separate from Group Lodging facilities due to potential allergies from exposure.

• Protocols for rescue workers who encounter animals are also helpful.

• Local authorities should become familiar with public health considerations and liability.

• Food and medical care for domestic animals.

• Clear guidelines should be communicated to owners, for example, how much food to bring, if kennel cases are required etc.

• Care of individuals always takes priority over the care of domestic animals.

In most cases, Emergency Social Services coordinates with pet services with assistance from local animal shelters and non-profit organizations.

2.13 Traffic Management In most evacuation scenarios, the majority of evacuee movements will take place on roadways and highways, in both personal vehicles and public transit vehicles. Given the potentially large numbers of vehicles that will be accessing the roadway network at the same time, it is important to consider what can be done to increase the capacity of roadways.

The purpose of traffic management during an evacuation is to ensure:

• Evacuation routes are kept clear and are used as intended

• Emergency vehicles can access the emergency area

• Unauthorized vehicles are kept out of the emergency area

Traffic management tactics may include:

• the assignment of police resources to strategic locations to prevent congestions and unauthorized access to an emergency area

• the use of additional signage to provide direction to evacuees on routes, destinations, etc.

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• converting two-way roads to one-way

• modifying traffic light controls at appropriate intersections

• dispatching tow trucks and other equipment as appropriate to remove obstacles

• establishing temporary holding lots for disabled vehicles in order to keep routes clear for evacuating traffic

• closure of inbound lanes on selected roads and highways to prevent people from entering an area while evacuations are taking place

• establishing a high-occupancy vehicle lane

In terms of the best tactics to employ in an evacuation, the choice depends on the unique characteristics of Kings County’s transportation network and the characteristics of the emergency.

2.14 Access Control & Security Security in evacuated areas is extremely important. Those who have evacuated may not do so in the future if their property has been damaged or stolen during their absence.

Along with controlling traffic during an evacuation, law enforcement will establish road blocks to limit entry into evacuated areas and, where possible, conduct periodic roving patrols within such areas to deter theft by those on foot. To the extent possible, fire departments will take measures to ensure continued fire protection.

Access control points, devices and procedures are predetermined by law enforcement or would be developed or secured by law enforcement specific to the event. These access points or roadblocks may be manned by law enforcement and/or fire department personnel.

If an evacuated area has sustained damage and cannot be reoccupied for an extended period of time, it may be desirable to implement a permit system with a sign-in/sign-out protocol, to monitor and limit access to emergency workers, homeowners, business owners, utility workers, and contractors restoring damaged structures and removing debris

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2.15 Demobilization & Re-Entry 2.15.1 Return to the Risk Area The process for re-entry into the evacuated areas must be coordinated to ensure safety of the public, protection of property, and the continuation of response and recovery activities. The Kings County RCMP will be responsible for notifying residents when it is safe to return to their homes and businesses. Law enforcement will be responsible for ensuring the return occurs in an orderly and safe fashion

2.15.2 Re-Entry Scenarios Once the threat has passed, Kings REMO re-entry policy may be based upon one of three (3) scenarios:

• Incident has passed and there are little or no damages that affect the communities

• Affects are isolated to a localized area, operational area, or region of the county with minimal or isolated significant damages

• Total devastation with significant infrastructure damages over a wide spread area

2.15.3 Re-Entry Decision The decision of when to permit residents to return to the affected area will be made cooperatively between the County ECC and municipalities in the impacted areas based upon the three scenarios above. The decision to allow re-entry will be based on an overall evaluation of the situation, including the following major factors:

• Access – Following a major event a survey (ground or aerial) of the impacted areas should be conducted immediately to identify and prioritize the most seriously damaged areas of the locality. This can determine the level of damage to major routes into the area and help to determine the time needed for debris clearance from those routes.

• Essential Emergency Services – Emergency Services agencies that have been moved to a safe haven prior to an evacuation need to return back to their service areas.

• Water Levels – Floodwaters have receded from most of the area.

• Wildfire Areas – Wildfire activity is controlled and no longer a threat to the public.

• Public Health – Water and sewer services are operating, or reasonable accommodations are in place or available.

• Subsistence – Food is available or made available in the impacted area.

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• Utilities – Electricity, water, telephone, propane and natural gas services are operating or information is available about when they will be available in the affected area or reasonable accommodations are in place or available.

• Existing services can support the people already in the impacted area as well as an additional influx of people

2.15.4 Re-Entry Teams Re-entry teams should begin the process of clearing access to critical facilities and roads to facilitate the re-entry process. The Pre-Re-entry Teams consist of but are not limited to:

• Public Works Team with heavy equipment (wheel loader, backhoe, etc), and chain saw crews.

• Power Crews to identify and remove downed utility lines (Power, Cable, etc).

• Emergency Medical Service to provide medical support to victims that are located while opening up roads. • Fire Service Agencies to provide incident, evacuation and re-entry support

• Law enforcement to provide security for crews.

It needs to be understood that the Pre-Reentry Teams are not Search and Rescue Teams, they are only tasked with opening up roads to gain access so Search and Rescue Teams and Damage Assessment teams can gain access to areas of destruction.

2.15.5 Informing Evacuees of Re-Entry Procedures Pubic Information Officers at the Incident Command Post, and ECC will coordinate messaging regarding re-entry procedures. This will be done through multiple means, including news releases, public briefings, social media, website messaging Kings REMO Emergency Email Notification System.

2.15.6 Phased Re-Entry Once the decision to permit re-entry has been established, law enforcement personnel should set up checkpoints and roadblocks as needed based upon the level of damage that has occurred. Re-entry can proceed as recommended based upon a phased re-entry. This can ensure primary access to essential personnel and help to manage the number of people entering the disaster area.

Phase 1 – allows the re-entry of agencies and groups that play key roles in restoring normal operations in the impacted areas following a disaster. Law enforcement personnel should restrict access during this phase to provide for area safety and security. Phase 1 agencies and groups may include, but are not limited to, the following: • Law enforcement agencies

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• Search and Rescue Responders • Fire and EHS crews • Facility/Industry Emergency Response Teams • Debris Clearing and Removal Crews • Infrastructure and Utilities Repair Personnel • Official Damage Assessment Teams • Other personnel at the direction of the County ECC

Phase 2 – allows for the short-term limited re-entry of other critical groups as well as residents and business owners to assess damages. The ECC in coordination with public safety personnel should determine when it is safe to begin Phase 2 entry. These groups may include, but are not limited to, the following: • All agencies and personnel listed under Phase 1 • Resident and Business Owners (with Insurance Adjusters and Contractors) to conduct insurance assessments (access may be temporary) • Relief Workers • Health Agencies • Large Box Store Management and Staff (to support recovery ops) • Hotel/Motel Staff (to prepare for receiving of Provincial and National relief agencies)

Phase 3 – allows for the re-entry of only those residents and business owners who can prove they live, own, rent, lease or otherwise have a need to be allowed into the affected areas. It includes all agencies and personnel from Phase 1 and 2, as well as residents and business owners within the evacuated area. Phase 3 may still involve road blocks and areas where access is limited.

2.16 Essential Services Depending on the risk, designated essential services cannot be fully evacuated and minimal staff must remain on the job. In this instance, a plan must be in place to ensure the staff remain safe and an extraction protocol with triggers in case the staff have to be evacuated quickly. Each municipal unit in the County must complete a list of these services and the minimal staffing requirements well before an incident occurs.

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3.0 RESPONSIBILITIES Evacuation will be under the direction of the Police, assisted by the Fire Service when requested. Traffic control will be under the direction of the Police with support as required, including the Nova Scotia Department of Transportation and Public Works.

Notifications will normally be by door-to-door canvassing by police, fire, or others as designated by police – see Annex H (Instructions for Door Knockers – Shelter-in-Place), Annex I (Instructions for Door Knockers – Evacuation Alert), and Annex J (Instructions for Door Knockers – Evacuation Order) . Where appropriate, sirens and emergency vehicle Public Announcement systems will be used. Kings REMO Emergency Coordination Centre (ECC) Information Officer, or designate, will coordinate with local radio station for 24-hour announcements are to be kept current, and standard public announcement messages are to be available for immediate use.

Kings REMO shall maintain a current listing of transportation resources that can be immediately deployed. This shall include: commercial buses, school buses, taxies, etc. For special needs, such as during severe weather, local snowmobile clubs, ATV clubs, Ground Search & Rescue teams, and area fire department resources, etc. may also be requested to assist.

Kings REMO Regional Emergency Management Coordinator (REMC) shall maintain a current listing of comfort centres/emergency shelters that can be immediately assessed, such as fire halls, community centres, and recreation centres, schools, etc., with a current listing of contact names and phone numbers. Kings REMO shall be prepared to immediately have arrangements made to open these reception centres as required.

Kings REMO will liaison with the Red Cross who are responsible to provide (a) registration and inquiry, (b) lodging, (c) feeding, (d) clothing and (e) personal needs during an emergency. The Red Cross is to be notified immediately when an evacuation is being considered or implemented, normally through the 24- hour emergency response number of 1-800-222-9597.

With termination of the need for evacuation, as determined through consultation among the agencies involved, notice shall be given by all appropriate means to evacuees regarding any special procedures or cautions to be taken when returning to their homes.

Kings REMO shall be prepared to work with Provincial and Federal authorities as appropriate to arrange any special funding issues that may result from the emergency.

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3.1 Site Level – Incident Commander Ensure all agencies that will be involved are consulted prior to evacuation Determine evacuation area Establish a perimeter to exclude people from entering the evacuation area – indicate perimeter on map Establish a policy on whether persons will be advised or ordered to evacuate Assemble, brief and deploy personnel Announce evacuation plan decisions (boundaries and evacuation routes) Distribute evacuation Alerts and/or Orders Door-to-door canvassing and house-marking Work with local volunteer groups who are providing on the ground support to evacuation such as Valley Search and Rescue Continue to monitor the situation and re-evaluate the need to evacuate, keeping all field units up- to-date regarding changes Provide advice and information on any special precautions that should be taken during and after the event Determine the number of people needing transportation Determine actions required to establish access control Agency in charge: Resources assigned: o Police o Fire o Public Works o Other Determine any specialized resources required Agency in charge: Resources assigned: o HAZMAT Teams (special equipment needed) o Fire Department (level of Personal Protective Equipment needed) o Decontamination (set up area) o Ambulance Service (triage and treatment area)

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3.2 Emergency Coordination Centre (ECC) Inform agencies of the evacuation order including EMO NS. Prepare a media release for immediate broadcast to the public. Initiate a state of local emergency (SOLE) if required. Provide resource support to the site. Select reception centres for registry and inquiry and shelters if necessary to accommodate the evacuees. Provide information to the Incident Command Team at the site(s). Assist the site in identifying the main evacuation routes. Arrange for services and resources from neighbouring municipalities, private contractors, volunteer agencies and service clubs to support the requests from site and meet the objectives of the ECC. During the emergency/evacuation, authorizing extraordinary municipal expenditures as required. Ensuring that pertinent information regarding the emergency is promptly forwarded to the Public Information Officer (PIO) for dissemination to the media and to the public. Working in conjunction with all stakeholders to handle requests for information, key messaging and agency media releases to ensure consistency with respect to the emergency. Develop a re-entry plan for the inspection of evacuated areas and orderly return of residents after the evacuation order is terminated and inspection is complete.

3.3 Emergency Social Services Branch Consider Reception Centre locations, number of people who will need to be assisted and for what length of time. Establish appropriate facility for Reception Centre outside of any potential risk area Activate local ESS to set up needed Reception Centres and Group Lodging facilities Ensure Reception Centre locations are announced and provided to people impacted. Consider at-risk population evacuation needs. Consider potential for domestic animals to be evacuated with families and alert pet care providers. Dispatch transportation to special facilities and identified areas where assistance is required. Keep evacuees at the Reception Centres and Group Lodging facilities informed of incident progress and projected return times. Establish and announce a telephone number for persons to call for information regarding friends and family for family reunification.

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4.0 PUBLIC EDUCATION & AWARENESS OF EVACUATION PROCEDURES Since public awareness of evacuation procedures will contribute to an effective evacuation process, ongoing public awareness and education shall be an integral component of this plan. To this end, this Evacuation Plan, as part of the Regional Emergency Management Plan, shall be posted on the Municipality of the County of Kings, the Towns of Berwick, Kentville & Wolfville’s websites in order that the public may have access to it and printed information shall be provided to residents in historically vulnerable areas. During an emergency evacuation, residents are to be able to access to the local media sources for information and instructions.

As part of Community Outreach, the Kings REMO Regional Emergency Management Coordinator will provide an overview of Emergency Evacuation procedures to members of the community on an ongoing basis.

4.1 Evacuation Warnings To be effective, Evacuation Warnings/Announcements should have the following characteristics:

Authority—Warnings are more credible and more likely to stimulate appropriate public actions if they are issued by a recognised authority.

Consistency—To avoid confusion and uncertainty, it is important that consistency be maintained when multiple warnings are issued to the public.

Accuracy—Accuracy and currency of information contained in the warning also affect understanding and belief. Errors can cause people to doubt subsequent warnings.

Clarity—An unclear warning can cause people to misunderstand or ignore it. Warnings should be in simple language, without the use of jargon.

Level of Certainty—Certainty determines the level of belief in a warning and affects decision making by those to whom the warning is given.

Level of Detail—Insufficient information creates confusion, uncertainty and anxiety, and public imagination will tend to fill the information void. This can promote rumours, uninformed misconceptions or fears.

Clear Guidance— Messages containing clear guidance about protective actions people should take and the time available for doing so are more effective than those which provide no specific instructions.

Repetition of Warnings—Where time permits, warnings should be repeated preferably using more than one delivery method. This provides confirmation of the warning message, helps increase

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persuasiveness and overcomes the problem of people not responding after hearing a warning only once.

Impact Areas—Warning information that clearly states the areas actually or likely to be affected by the event is most effective.

Methods of Information Dissemination—Warnings are more effective if a range of methods is used rather than a single method, thereby reaching as many people as possible in the shortest time. Methods need to be chosen to fit the time-frame available and should recognise that some modes are appropriate in reaching many people but with only relatively simple or generalised information (eg radio, television) whereas others can provide more specific information to targeted individuals (eg telephone, facsimile machine, computer, two-way radio, door-knocking or use of community leaders or wardens). Use of the Standard Emergency Warning Signal (SEWS) “Alert Ready” will enhance the effectiveness of electronic media warnings by alerting listeners for an urgent safety message to follow.

Information Dissemination for Special Needs Groups—Consideration must be given to the specific problems of special needs groups. Dissemination to, and receipt of information by, many of these groups will pose different challenges, for example, language. Neighbours can also help by checking on special-needs people in close proximity.

4.2 Essential Content - Evacuation Warning Messages Evacuation Warning Messages will be prepared by the Public Information Officer in conjunction with advice from available specialists. Information should include:

The issuing authority;

The date and time of issue;

An accurate description of the hazard (what has happened or is likely to happen);

The area that is likely to be affected immediately by the hazard and any areas that may be affected in the longer term, for example, in the case of flood, areas that will be inundated once banks of dykes have been over-topped;

Advice to those receiving the warning including: evacuating (including anticipated duration of absence, if known) or staying indoors; risk minimisation measures (if staying); what to bring, for example, medication, or what not to bring, for example, pets, unless advised otherwise; listening to a nominated radio station or watching a nominated TV channel for further advice; securing of premises and personal effects;

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evacuation routes; assembly areas; assistance available (transport, medical, relief centres, counselling); not using telephone unless absolutely necessary; safeguarding domestic pets and other animals; and

What is being done to control the hazard; and

The time the next warning will be issued or advise that no further warning will be issued

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5.0 PLAN TESTING, REVIEW & MAINTENANCE 5.1 Plan Testing Schedule & Responsibility The Kings County Regional Emergency Management Coordinator (REMC) is responsible for coordinating the annual testing (in whole or in part) of the Regional Emergency Evacuation Plan in order to verify its overall effectiveness and provide training to the emergency personnel. The exercise can take the form of a simple tabletop or a more elaborate functional exercise.

5.2 Plan Review & Maintenance The Kings County REEP will be maintained by the Regional Emergency Management Planning Committee (REMPC) and the Regional Emergency Management Coordinator (REMC).

The REEP will be reviewed annually and, where necessary, revised by a meeting(s) of the Regional Emergency Management Planning Committee (REMPC) and the Regional Emergency Management Advisory Committee (REMAC). The REMP shall be revised subject to the approval of Municipal Councils.

REVIEWS MONTH DAY YEAR BY

PLAN REVISIONS MONTH DAY YEAR CHANGE APPROVED

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6.0 DISTRIBUTION LIST Distributed electronically:

Municipal Units: • Municipality of the County of Kings • Town of Berwick • Town of Kentville • Town of Wolfville

• Village of Aylesford • Village of Canning • Village of Cornwallis Square • Village of Greenwood • Village of Kingston • Village of New Minas • Village of Port Williams

Fire Departments • Kings County Fire Departments

Regional Emergency Management Planning Committee (REMPC) • EMO NS – Western Zone Planning Officer • Acadia University • Annapolis Valley Amateur Radio Club • Annapolis Valley First Nations • Annapolis Valley Regional Centre for Education (AVRCE) • Brigadoon Village • Community Services – Kings County • Department of Natural Resources (DNR) • Department of Transportation and Infrastructure Renewal (DTIR) • Emergency Health Services • Fire Services • Glooscap First Nations EMO • Kentville Police / Kings County RCMP • Kings Transit Authority (KTA) • NS Agriculture • NS Health Authority • Canadian Red Cross • Valley Communications • Valley Search and Rescue (SAR)

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Annexes

A Declaring a State of Local Emergency (SOLE) • Form 4 (Council) • Form 5 (Mayor) B Evacuation Alert Template C Evacuation Order Template D Evacuation Rescind Template E Evacuation Contact Information Sheet F Evacuation Planning Worksheet G Evacuation Planning Worksheet H Instructions for Door Knockers – Shelter-in-Place (SIP) I Instructions for Door Knockers – Evacuation Alert J Instructions for Door Knockers – Evacuation Order K Potential Evacuation Routes – Flood Risk Areas L Abbreviations & Definitions

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Annex A – Declaring a State of Local Emergency (SOLE)

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FORM 4

DECLARATION OF A STATE OF LOCAL EMERGENCY MUNICIPALITY: Section 12(2) of the Emergency Management Act, S.N.S. 1990, c.8

WHEREAS the area herein described is or may soon be encountering an emergency that requires prompt action to protect property or the health, safety or welfare of persons therein;

Emergency Area:

The area general described as:

Province of Nova Scotia (hereafter referred to as the “Designated Area(s)”) Yes No

Nature of the Emergency:

AND WHEREAS the undersigned is satisfied that an emergency as defined in Section 2(b) of Chapter 8 of the Statutes of Nova Scotia, 1990, the Emergency Management Act, exists or may exist in the Designated Area(s) noted above;

THE UNDERSIGNED HEREBY DECLARES pursuant to Section 12(2) of the Emergency Management Act, a State of Local Emergency in the Municipality noted above as of and from o’clock in the forenoon ( ) or afternoon ( ) of the day of , 20 .

THIS DECLARATION OF STATE OF LOCAL EMERGENCY shall exist until o’clock in the forenoon ( ) or afternoon ( ) of the day of , 20 , or for a maximum of 7 days from the date and time specified above unless the Declaration is renewed or terminated as provided in Section 20 of the Emergency Management Act.

DATED at , in the Municipality of , Province of Nova Scotia, this day of , 20 .

Council, Municipality

Name

Positions

[Authorized by Resolution No. dated the Day of , 20 .

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FORM 5

DECLARATION OF A STATE OF LOCAL EMERGENCY MUNICIPALITY: Section 12(2) of the Emergency Management Act, S.N.S. 1990, c.8

WHEREAS the area herein described is or may soon be encountering an emergency that requires prompt action to protect property or the health, safety or welfare of persons therein;

Emergency Area:

The area general described as:

Province of Nova Scotia (hereafter referred to as the “Designated Area(s)”) Yes No

Nature of the Emergency:

AND WHEREAS the Council of the Municipality is unable to act;

AND WHEREAS the undersigned has (check appropriate box)

(a) Consulted with a majority of the members of the Municipal Emergency Management Committee Yes No (b) Found it impractical to consult with the majority of the Municipal Emergency Management Committee Yes No

THE UNDERSIGNED HEREBY DECLARES pursuant to Section 12(3) of the Emergency Management Act, a State of Local Emergency in the Municipality noted above as of and from o’clock in the forenoon ( ) or afternoon ( ) of the day of , 20 .

DATED at , in the Municipality of , Province of Nova Scotia, this day of , 20 .

Mayor’s Signature

Municipality of

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Annex B – Evacuation Alert

- EVACUATION ALERT

DATE: Time:

An Evacuation Alert has been issued by the at the Emergency Coordination Centre.

(Briefly describe event and potential risk)

Because of the potential danger to life and health, the has issued an Evacuation Alert for the following areas:

Geographic description including boundaries and properties potentially impacted

An Evacuation Alert has been issued to prepare you to evacuate your premises or property should it be found necessary. You may need to leave your home because of an emergency situation. We provide this warning so that you may prepare yourself and your family to leave immediately if requested to do so. Residents will be given as much advance notice as possible prior to evacuation; however, you may receive limited notice due to changing conditions.

** Map/description of potential evacuation route and map of evacuation alert area to be provided **

WHAT YOU SHOULD DO WHEN AN ALERT IS IN EFFECT

Upon notification of an ALERT, you should be prepared for the Evacuation Order by:

Locating all family members or co-workers and designate a Reception Centre outside the evacuation area, should an evacuation be called while separated. Gathering essential items (see ‘What you Should Take’ section). Have these items readily available for quick departure. Preparing to move any disabled persons and/or children. Moving pets and livestock to a safe area. Arranging to transport your household members or co-workers in the event of an evacuation order. If you need transportation assistance from the area please call

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Arranging accommodation for your family if possible. In the event of an evacuation, Reception Centres will be opened if required. Monitoring news sources for information on evacuation orders and locations of Reception Centres.

WHAT YOU SHOULD TAKE IF EVACUATION ORDERED For your personal comfort and safety, we recommend you take the following items with you:

Personal information for all family members (birth certificates, health cards, driver’s license) Money (cash, cheques, debit cards, credit cards) Cell phone(s) and chargers Medications and medical aids such as wheelchairs or walkers House and personal insurance information Personal care items for 3-days (72-hours) Toys, games, favourite items for children Car seats for children that require them Change of clothing Name and phone numbers of family members and important contacts

Pets If possible, take your household pets with you in an appropriate carrying case. Take food and any medications your pets will need for 3 days. Leashes or restraining devices should be brought with your pets. Pets should have identifying collars as appropriate. If you need assistance evacuating your pets please call (phone number) immediately. If you are unable to take your pets with you, be prepared to evacuate without them and emergency personnel will make all reasonable efforts to ensure their safety

Further information will be issued at or should the situation change

For more information, contact:

Mayor

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Annex C – Evacuation Order

- EVACUATION ORDER DATE: Time:

YOU MUST LEAVE THE AREA IMMEDIATELY

An Evacuation Order has been issued by the due to immediate danger to (local authority) life safety due to (briefly describe event)

Members of the will be expediting this action. (local police department or other applicable agencies)

The Evacuation Order is in effect for the following areas:

Zone

Geographic Description

Map of Evacuation area and Evacuation Route

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WHAT YOU SHOULD DO:

You must leave the area immediately

Follow the travel route provided and register at (ESS Reception Centre address and name of facility)

If you need transportation assistance from the area please advise the individual providing this notice or call (contact number)

Close all windows and doors

Shut off all gas and electrical appliances, other than refrigerators and freezers

Close gates (latch) but do not lock

Gather your family: take a neighbour or someone who needs help

Take critical items (medicine, purse, wallet, and Keys) only if they are immediately available. Take pets in pet kennels or on leash

Do not use more vehicles than required

Do not use the telephone unless you need emergency service.

YOU MUST LEAVE THE AREA IMMEDIATELY

For more information, contact:

Mayor

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Annex D – Evacuation Rescind

- EVACUATION RESCIND

DATE: Time:

The Evacuation Order issued date time to the area(s) is rescinded. geographic location(s)

. Indicate if Evacuation Alert is in place

An Evacuation Order may need to be reissued; however, if that is deemed necessary the process will re- commence.

For more information, contact:

Mayor

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Annex E – Evacuation Contact

Incident: ______

Date:______Time: ______

Name of Person Contacted: Signature of Person Contacted:

Civic Address Location of Contact:

Phone Numbers of Contact Location:

Emergency Contact Name & Number Name: Phone Numbers: (once evacuated)

Number of Persons at Location Adults Minors

Males Females Males Females

Transportation Available Yes No

Pets/Livestock Evacuate with People Could not Evacuate

Species # Species #

Special Needs or Assistance Required:

Contact Made By: (Print Name) Signature:

Kings County, NS Regional Emergency Evacuation Plan (REEP) Page | E-1 of 1

Annex F – Acknowledgement of Refusal to Evacuate

A formal advisory of an emergency situation, and instructions to evacuate, were given to: , occupying the residence at:

Despite these warnings, the occupant(s) have chosen not to evacuate the premises.

The occupant has been informed that:

The safety of occupants of these premises may be compromised; Occupants refusing to evacuate may not fully benefit from the emergency services provided by Kings County, as resources will largely be assigned to assisting the evacuation effort; Occupants’ refusal to evacuate may place emergency response personnel in unnecessary danger; and Occupants refusing to evacuate may become liable for personal injury or property damage caused directly or indirectly by their refusal to evacuate when so requested by civil authorities

Responder Date

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Annex G – Evacuation Planning Worksheet Evacuation Planning Worksheet (Worksheet Instructions)

Threat Information Type Details Fire Natural disaster Hazardous Materials Civil Disturbance Impact Details Life Safety Environmental Other Comments:

Population/Location Population size – numbers of Persons: Animals: Density High Medium Low Type Residential Commercial Special Considerations Type Yes No Type Yes No Schools Transportation available Hospitals Different Languages Spoken Special Care Homes Hearing/Sight/Mobility Impaired Population shut-in Transients Shelters available Familiar with the area Location/Distance (Plot on Map) Distance from incident to population Direction threat is from population N S E W The terrain is Flat Slightly sloped Steep Very Steep Available evacuation routes: Comments:

Hazardous Material Conditions Condition Contained Not contained Controlled Uncontrolled Continuous Not Continuous Stable Unstable Description Puff Pool Plume Other Location Ground level Elevated Accessible Inaccessible Temperature Ambient Temp: On Fire: Heated: Cooled: Refer to the Hazardous Materials Data Sheet for more information

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Time When threat is likely to occur: Time: Date: Time threat will last: Hours: Days: Weeks Rate Rate of threat/release Rapid Moderate Slow Stopped Unknown Rate of threat movement Rapid Moderate Slow Stopped Unknown Will contact population in: Minutes: Hours: Days: Greatest threat will occur in: Minutes: Hours: Days: Time Needed for Implementing Protection Actions Action Minutes Hours Deploy Response Personnel Develop Message Give Public Warning and Instructions Public Mobilization and Travel Time Special Needs for mobilization and Travel Time Time needed for Environmental Monitoring Comments:

Communications Communicate with public Yes No Communicate with Responders Yes No Able to warn public? Able to communicate with all agencies? Able to warn Institutions? Able to communicate with media? Able to warn Transients? Able to communicate with mutual aid? Able to warn hearing impaired? Able to use phone system? Able to instruct and update? Able to use outdoor alerting? Comments:

Resource and Responder Capabilities Mobilize Needed Specialized Resources Yes No Communicate with Responders Yes No Able to mobilize existing resources? Able to stop the threat? Able to mobilize additional resources? Able to direct/control threat? Able to obtain specialized resources? Able to neutralize the threat? Able to identify the material? Comments:

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WORKSHEET INSTRUCTIONS General Instructions 1. Complete all sections of the Worksheet, entering information on the lines provided. Place a check in the box provided when applicable

Section Instructions: The following instructions are provided for further clarification:

Section Instructions Threat Information Identify the threat type(s) and the potential impact(s). Provide details as appropriate.

Population/Location Identify the population threatened. Identify any special considerations that will impact your protective actions planning.

HazMat Conditions If this is a HazMat incident, provide additional details about the condition of the release/spill. This information should be used in conjunction with the Hazardous Materials Data Sheet. Time Indicate time frames regarding the threat and time needed to implement protective actions.

Communications Assess communications capabilities.

Resources and Responder Assess the capabilities of mobilizing resources and controlling the Capabilities threat

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Annex H – Instructions for Door Knockers – Shelter-in-Place (SIP) 1. Go to door quickly. Knock loudly or ring doorbell 2. Advise occupants of the need to Shelter-in-Place 3. Advise occupants to take the following measures: 4. Give occupants a copy of the “Shelter-in-Place Instructions for Residents” 5. Gather information from the occupants and complete the Shelter-in-Place Information Spreadsheet. The purpose of this spreadsheet is to gather information in case an ‘Evacuation Order is issued. 6. Tell occupants to monitor media for updates, or go to Municipal Websites for updates: • Municipality of Kings www.countyofkings.ca • Town of Berwick www.berwick.ca • Town of Kentville www.kentville.ca • Town of Wolfville www.wolfville.ca

Instructions for Residents – Shelter-in-Place

Get everyone inside immediately, including pets Close all doors and windows Shut down furnace, air conditioners, and exhaust fans and vents Close fireplace dampers If possible, enter a room with no or few windows and seal any doors, windows, vents with plastic sheeting and tape Place wet towels at base of door(s)

Monitor local media for updates, or go to Municipal websites for updates

Remain inside until an “All Clear” message has been given by emergency officials

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Annex I – Instructions for Door Knockers – Evacuation Alert 1. Go to door. Knock loudly or ring doorbell 2. Advise occupants of the ‘Evacuation Alert’ and give them a copy of the Evacuation Alert and map. Make sure occupants understand that they are not required to leave at this time but must leave the area immediately if an ‘Evacuation Order’ is issued. 3. Advise occupants to have their emergency kit and important documents ready to go, which should include things like insurance and personal papers such as birth certificates. They should also pack: • Several days’ clothing • Medicines, prescriptions and mobility aids • Consider pets and get leashes, carriers and pet food ready to go • Also consider the kids and bring some comfort items, like a favourite toy or colouring books to help keep them busy • Don’t forget to check in on family, friends and neighbours who may have mobility or other issues to contend with • This is a good time to collect precious photos and mementos that can’t be replaced 4. Tell occupants to stay tuned to local radio stations and Municipal Websites or follow the Municipalities’ Facebook page for updated emergency information 5. Complete the Evacuee Information Spreadsheet. Make sure you ask if any of the occupants may require assistance to evacuate if an Evacuation Order is issued. Note their names, address and phone number and report this information to the Emergency Coordination Centre 6. People that are not able to evacuate independently, or who need more time to evacuate, should consider evacuating at this time. While the County will try to give as much notice as possible, Evacuation Orders may be issued very quickly. The Emergency Coordination Centre can help arrange transportation for people who want to voluntarily evacuate at this time 7. If the occupants are not home, leave the Evacuation Alert in a visible location. Note the address of the home on the Evacuation Alert Information Spreadsheet and note that occupants were not home 8. Advise occupants that a Reception Centre will be established if an Evacuation Order is issued. Evacuees can bring their pets with their leash and/or kennel. Animals will not be allowed in the Reception Centre (Exception: seeing eye dogs and special service dogs), but will be kept in a secure location outside the Reception Centre

Kings County, NS Regional Emergency Evacuation Plan (REEP) Page | I-1 of 1

Annex J – Instructions for Door Knockers – Evacuation Order 1. Go to door quickly. Knock loudly or ring doorbell 2. Advise occupants of the Evacuation Order and give them a copy of the Evacuation Order and map. Make sure occupants understand that they must leave the area immediately 3. Complete the Evacuation Contact Information (Annex E). Make sure you ask if any of the occupants require assistance to evacuate. If yes, report this information to the Emergency Coordination Centre 4. If the occupants are not home, leave the Evacuation Order in a visible location. Note the address of the home on the Evacuee Information Spreadsheet and note that occupants were not home. 5. Advise occupants that a Reception Centre has been established and provide the location. Evacuees can bring their pets with their leash and/or kennel. Animals will not be allowed in the Reception Centre (Exception: seeing eye dogs and special service animals), but will be kept in a secure location outside the Reception Centre 6. If evacuees do not have transportation, provide the location of evacuation transportation muster points 7. Ask occupants if they intend to evacuate. If occupants refuse to leave do not force them. If they have children under the age of 19, note the address and notify your Supervisor at the Emergency Coordination Centre. Ask for the name of their next of kin and dentist. Record this information. If time permits, ask them to sign a simple statement that they understand and accept the risks and that emergency services may not be able to assist them if the threat worsens.

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Annex K – Potential Evacuation Routes – Flood Risk Areas

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Annex L – Abbreviations & Definitions

Assembly Points/Areas Assembly Points or areas are designated areas within the community which are to be used in the case of emergency situations. They are intended to provide a safe area for individuals to congregate while either waiting for emergency personnel to respond or to receive transport to Reception Centres and/or Group Lodging facilities. Can also be known as staging areas.

At-Risk Populations For the purposes of this document at-risk populations are described using the functional needs framework as described within the following Framework.

The framework includes people with disabilities as well as individuals who do not identify as having a disability, but have limitations in any of the following key functional areas:

1. Communication needs: limited ability to speak, see and hear, read or understand English, limitations in learning and understanding; 2. Medical needs: assistance with bathing or feeding, managing medications, on Dialysis or oxygen, operating power-dependent equipment to sustain life; 3. Independence needs: maintaining functional independence with medical equipment such as wheelchairs, walkers, or scooters; 4. Supervision needs: persons with dementia or Alzheimer’s, prisoners and unaccompanied children; 5. Transportation needs: persons who cannot drive due to disabilities, age, addictions, legal restrictions, socioeconomic factors. 6. The functional needs approach points to a diverse group of individuals potentially in need of additional assistance before and during emergencies.

Choke Points "Chokepoint" is synonymous with "bottleneck" and is often an area of high centrality in the transportation system

ECC – Emergency A pre-designated facility established by a local authority to coordinate the Coordination Centre overall agency or jurisdictional response and support to site operations. When the site-level response requires resources or coordination not immediately available at site, an ECC should be activated

ESS – Emergency Social ESS are those services that are provided short term to preserve the emotional Services and physical well-being of evacuees and response workers in emergency situations.

Evacuation Removal of people from an area that is either directly or imminently to be impacted by a disaster or emergency.

Evacuation Alert The population in an area is informed that they may be required to evacuate in the near future and that they should prepare accordingly. While Evacuation Alerts may give the population an estimated notice period for evacuation, the reality of the situation may require immediate action with very short notice. Evacuation Alerts do not require a declaration of a state of local emergency.

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Evacuation Order The population is ordered to evacuate an area according to a formal written document that outlines the area in question and why an evacuation is necessary. Evacuation Orders are based on the authority granted through the declaration of a state of local emergency covering the impacted area under the Emergency Program Act. This is an order and as such does not allow for any discretionary decision on the part of the population. They must leave the area immediately.

Evacuation Rescind When the emergency which necessitated the evacuation is under control and the hazard/ emergency zone is declared safe, a Rescind of the Evacuation Order is issued.

Group Lodging A Group Lodging facility is the location designated by the local ESS team, in cooperation with the local authority, which provides dormitory style accommodation for people displaced from their homes as a result of an emergency or disaster. These services are usually provided in local community centres, school gymnasiums and arenas. At a Group Lodging facility individuals will normally be provided with a sleeping space, meals as well as information about the emergency situation.

Hazard Risk and The purpose of Hazard, Risk and Vulnerability Analysis (HRVA) is to help a Vulnerability Analysis community make risk-based choices to address vulnerabilities, mitigate (HRVA) hazards and prepare for response to and recovery from hazard events.

“Risk-based” means based on informed choices of alternate unwanted outcomes. In other words, communities make risk reduction choices based on the acceptability of consequences and the frequency of hazards.

Hazard, risk and vulnerability analysis (HRVA) is not an end in itself. The purpose of hazard, risk and vulnerability analysis planning is to anticipate problems and possible solutions to help save lives and property, reduce damage, and speed a community’s recovery. HRVA helps us work towards disaster-resilient communities

Incident Commander The individual responsible for the management of all incident operations at the incident site.

Tactical Evacuation A tactical evacuation is an evacuation resulting from a hazard impact that forces immediate action, thereby allowing little or no warning and limited preparation time. Tactical evacuations include those carried out by the Office of the Fire Commissioner and Ministry of Forests and Range

Pre-Planned Evacuation A pre-planned evacuation is an evacuation resulting from an event that provides adequate warning and preparation time

Reception Centre A Reception Centre is the location designated by a local authority ESS Team, as a safe gathering place for people displaced from their homes as a result of an emergency or disaster. At a Reception Centre, individuals may register to

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receive Emergency Social Services (food, clothing, and/or lodging) as well as information about the emergency situation.

Relocation Removing animals from an area that is safe at the present time but may become hazardous and/or contaminated in the near future.

Self-Evacuation When individuals make the decision to evacuate although there is no official Evacuation Order in place for their area

Shelter-in-Place Shelter-in-Place is a protective measure that encourages the population to stay indoors and perform safety measures (such as closing windows) for the duration of the threat.

Traffic Control Points Points along the evacuation route that have stations to control the flow of traffic.

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REQUEST FOR DECISION 005-2019 Title: Culinary Tourism Centre Date: 2019-02-05 Department: Economic Development

SUMMARY

In January 2016, The Town of Wolfville provided $10,000 in funding to the Culinary Tourism Centre Limited to assist with the development of a business plan for the Culinary Tourism Centre (CTC). As of August 2017, the CTC had not yet started the process to develop this business plan and the funds remained unused. In September 2017, Council passed a motion to review the expenditure of funds to CTC by March 31, 2018, when they would consider an extension of the deadline. In March 2018, Council passed a motion to request the return of the $10,000 from CTC. These funds were returned to the Town of Wolfville in March 2018.

The CTC is once again ready to undertake a business planning and rendering exercise and are requesting that Council provide $10,000 to assist with this.

DRAFT MOTION:

That Council approve granting the Culinary Tourism Center (CTC) $10,000 to assist with the development of a business plan and corresponding visual concept for the project. The work is to be completed by no later than March 2020.

Request for Decision, Page 1 of 3 REQUEST FOR DECISION 005-2019 Title: Culinary Tourism Centre Date: 2019-02-05 Department: Economic Development

1) CAO COMMENTS The CAO supports the recommendations of staff. The business planning exercise is a critical next step in the development of the CTC initiative.

2) LEGISLATIVE AUTHORITY MGA 65 au (V) Town Policy 710-003 Grants to Organizations

3) STAFF RECOMMENDATION

That Council agree to fund the CTC $10,000 to assist with the development of a business plan and corresponding visual concept for the project. The work is to be completed by no later than March 2020.

4) REFERENCES AND ATTACHMENTS 1. RFD 001-2016 2. RFD 053-2017 3. RFD 017-2018

5) DISCUSSION Wolfville Council provided $10,000 to the CTC in 2016 to assist with the completion of a business plan. The CTC was slower than anticipated in the development of this plan and returned the funds to Wolfville in March 2018.

In the fall of 2018, the CTC organization renewed its vigor to move ahead with this project. Peter Herbin became President of the CTC with a commitment to dedicate time to this endeavor. Additionally, the CTC secured the assistance of Isabel Maderas Voss to develop an action plan to move the project forward. Meetings were held, including one with ACOA, who expressed preliminary interest in supporting the project. Town staff have held several meetings with Ms. Maderas Voss and Mr. Herbin and there is assurance of the Town’s regular involvement with the project moving forward as requested in a letter to the CTC in September of 2017.

The CTC is preparing an application to ACOA to secure funds for a business plan and a complimentary visual concept for the project. ACOA requires supplementary financial support from other sources, particularly from the municipality where a project resides. The WBDC have agreed to support this project financially. In its application to ACOA and the CTC wants to indicate support from the Town of Wolfville. The CTC requests financial support of $10,000 be provided to the CTC to assist with the development of a business plan and complimentary visual concept for the project.

Request for Decision, Page 2 of 3 REQUEST FOR DECISION 005-2019 Title: Culinary Tourism Centre Date: 2019-02-05 Department: Economic Development

The total cost to develop the business plan and complimentary visual concept is expected to be $40,000. This is estimated to be contributed as follows:

Town of Wolfville $10,000 ACOA $20,000 WBDC $3,000 Other, non-confirmed $7,000 (Potential community partner(s) will be approached)

6) FINANCIAL IMPLICATIONS $10,000 is being requested for this initiative.

If the $10,000 is spent this year (i.e. before March 31st) then it could simply be coded to Grants to Org. Although not specifically budgeted, we do have the $10,000 the CTC returned as a revenue earlier in this current year. If we don’t pay the $10,000 until next year (Apr 1 or later) then the amount would come from reserves.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS This project will move forward Council’s strategic direction and sub goals from the 2017-2021 Strategic plan: • Maximizing our infrastructure investments • Leveraging our economic opportunities Council Strategic Principles: 1. Affordability: The business plan will provide details on how this project can proceed financially. 2. Transparency: The will be reviewed in a public session of Council. 3. Community Capacity Building: This project has potential to build community infrastructure and assist culinary and tourism businesses. 4. Discipline to Stay the Course: N/A 5. United Front: N/A 6. Environmental Sustainability: N/A

8) COMMUNICATION REQUIREMENTS The CTC will be informed of Council’s decision.

9) ALTERNATIVES a. That Council deny the funding request from the CTC to develop a business plan and corresponding visual concept for the project. b. That Council request specific additional information from the CTC prior to making a funding decision.

Request for Decision, Page 3 of 3 REQUEST FOR DECISION 004-2019 Title: Valley REN Date: 2019-02-05 Department: ED

SUMMARY

The Town of Wolfville first gave notice to the Valley REN of its intention to withdraw effective April 1, 2017. The Town later renewed this notice for 2018 and then again for 2019. Council has directed staff to prepare an evaluation report to assess the progress the Valley REN for a final decision in February/March 2019. Wolfville’s annual financial contribution is currently $22,765.

DRAFT MOTION:

That Council provide confirmation to the Valley Regional Enterprise Network of Wolfville’s intention to withdraw from the Valley REN effective April 1, 2019.

Request for Decision, Page 1 of 5 REQUEST FOR DECISION 004-2019 Title: Valley REN Date: 2019-02-05 Department: ED

1) CAO COMMENTS

The CAO supports the recommendations of staff. It can be difficult to be a municipal partner in an organization such as the Valley REN and make the determination to withdraw when other municipalities remain involved. Wolfville is a committed regional partner on many inter-municipal organizations and these recommendations have not been made without great consideration. Should Council decide to withdraw from the REN, every effort will be made to still partner with the region on economic development initiatives where appropriate.

2) LEGISLATIVE AUTHORITY The Municipal Government Act, in Section 65(m) states that municipalities may spend money on the “promotion and attraction of institutions, industries and businesses, the stabilization and expansion of employment opportunities and the economic development of the municipality.”

3) STAFF RECOMMENDATION That Council confirm their intention for the Town of Wolfville to withdraw from the Valley REN effective April 1, 2019.

4) REFERENCES AND ATTACHMENTS 1. RFD 010-2016 2. RFD 020-2017 3. Appendix 1: REN Business Plan Review

5) DISCUSSION

Timeline Action Motion 2014 Valley REN formed Mar-16 Wolfville gives 24-03-16 IT WAS REGULARLY MOVED AND SECONDED: WHEREAS, THE notice to TOWN OF WOLFVILLE ENTERED INTO AN INTER-MUNICIPAL AGREEMENT IN withdraw April 1, MAY 2014 TO BECOME A MEMBER OF THE VALLEY REGIONAL ENTERPRISE 2017 NETWORK; WHEREAS THE WOLFVILLE TOWN COUNCIL HAS REVIEWED ITS ECONOMIC GOALS AND OBJECTIVES AND WISHES TO FOCUS ON KEY LOCAL PRIORITIES; BE IT RESOLVED THAT THE TOWN OF WOLFVILLE GIVE NOTICE OF ITS INTENTION TO WITHDRAW FROM THE VALLEY REN ON APRIL 1, 2017. COUNCIL FURTHER DIRECTS STAFF TO WORK WITH THE VALLEY REN TO FURTHER DEFINE ACTIONS AND OUTCOMES AND REPORT BACK TO COUNCIL BY MARCH 1, 2017.

Request for Decision, Page 2 of 5 REQUEST FOR DECISION 004-2019 Title: Valley REN Date: 2019-02-05 Department: ED

Mar-17 Wolfville gives 47-03-17 IT WAS REGULARLY MOVED AND SECONDED THAT COUNCIL notice to APPROVE EXTENDING THE TOWN OF WOLFVILLE’S NOTICE FOR withdraw April 1, WITHDRAWAL FROM THE REGIONAL ENTERPRISE NETWORK TO MARCH 31, 2018 2018 CARRIED Mar-18 Wolfville gives 17-12-17 IT WAS REGULARLY MOVED AND SECONDED THAT COUNCIL notice to APPROVE EXTENDING THE TOWN OF WOLFVILLE’S NOTICE FOR withdraw April 1, WITHDRAWAL FROM THE VALLEY REGIONAL ENTERPRISE NETWORK TO 2019 MARCH 31, 2019 CARRIED Feb-19 Decision on Valley REN

The Valley REN is an organization comprised of municipal units from the Valley Region. When the Valley REN was formed, Wolfville Council had concerns about the Valley REN model which can be broadly summarized as follows.

1. Concerns with creating another organization. 2. Questions regarding effectiveness and efficiency. 3. Who is receiving the benefits? Not all municipal units are members but will be receiving the benefits without contributing.

Wolfville Council joined the Valley REN as it was determined to be an opportunity to influence the regional economic agenda and take advantage of the provincial investment in the Valley REN. Provincially, 28 out of the 50 municipalities are currently part of REN or REN-like organizations. Some have formed county organizations such as the Cumberland Business Connector, the Truro & Colchester Partnership for Economic Prosperity that are much smaller than originally envisioned. The South Shore REN has dissolved, and many municipalities have chosen not to be included in the REN within their area.

An evaluation of the Valley REN was completed in March 2016 and following this report, the Town of Wolfville gave notice of its intention to withdraw. The Town continued to give notice to withdraw in 2017 and again in 2018 when Council directed staff to prepare an evaluation report to assess the progress the Valley REN for a decision in February/March 2019.

Municipalities can choose to join, and since formed, all have joined except of the Town of Annapolis Royal and Annapolis County. The Town of Annapolis Royal has indicated its intention to join in 2019-20. As with previous years, the Valley REN has not been without staff changes that impacted its ability to implement its business plan and effectively improve regional economic development. In 2018 a new permanent Chief Executive Officer (CEO) was hired near the end of March 2018 offering renewed hope

Request for Decision, Page 3 of 5 REQUEST FOR DECISION 004-2019 Title: Valley REN Date: 2019-02-05 Department: ED for the organization. Unfortunately, this position was vacated in October 2018 and as of January 2019 this role is being filled with an acting CEO.

The Town, through its representation on the Oversight and Liaison Committee, approved the 2018-19 business plan. To evaluate the performance, this current plan was reviewed in terms of completion and success. In addition, the importance to the Town of each initiative was noted. See Appendix 1.

The goals of the Valley REN’s 2018-19 business plan were as follows: 1. Retain and grow our population and community assets; prepare, retain and grow investment opportunities; 2. Retain small businesses and grow small/medium business activity (sales and/or new business starts), foster entrepreneurial communities; 3. Retain and grow the labour force to increase/match skills to industry needs; 4. Retain existing businesses through improved productivity; long-term grow new tech-based high- potential start-ups; attract investment to specialized or emerging sectors; and 5. Retain and grow the capacity and reputation of the Valley REN to act as a change agent in driving progress.

While the Valley REN have started working on many of the planned objectives, this plan remains largely incomplete and many objectives will move into the 2019-20 business plan which is expected to be available in early March 2019.

The Valley REN has not fulfilled its mandate since its 2014 inception. Each year since 2016, the Town of Wolfville has provided another opportunity for the Valley REN to succeed. However, for various reasons, they have not been able to complete what was planned. The decision to withdraw or remain a part of the Valley REN is not an easy one, as being a part of a regional organization working on macro-economic issues has merit and demonstrates a spirit of co-operation among the member municipalities. Economic impact is a long-term goal. However, what is the level of investment before concluding that an organization is unable to succeed? The question remains is if the financial contribution continues to be beneficial when the Valley REN is not achieving many of its business plan objectives five years after formation.

Following this decision, in the 2019-20 business plan, staff plans to develop an Economic Development Strategy to better define and work with other groups impacting businesses in Wolfville such as WBDC, Acadia Entrepreneurship Centre, and provincial/federal agencies.

6) FINANCIAL IMPLICATIONS The Town of Wolfville currently contributes $22,765 to the REN. This contribution is currently reflected in the draft 2019/20 Operating Budget. The Director of Finance will discuss options around

Request for Decision, Page 4 of 5 REQUEST FOR DECISION 004-2019 Title: Valley REN Date: 2019-02-05 Department: ED

the re-allocation of this contribution at the Committee of the Whole meeting as part of this decision/budget discussions.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS

This decision relates to the 2017-2021 Strategic plan goal:

• Leveraging our economic opportunities

Council Strategic Principles:

1. Affordability: The level of investment is significant. 2. Transparency: Council will review at a public meeting. 3. Community Capacity Building: N/A 4. Discipline to Stay the Course: N/A 5. United Front: N/A 6. Environmental Sustainability: N/A

8) COMMUNICATION REQUIREMENTS

The Valley REN will be notified, in writing, of Council’s decision.

9) ALTERNATIVES a. That Council financially contribute to the Valley REN for another year and extend the notice to withdraw from the Valley REN effective April 1, 2020. Council further direct staff to complete another evaluation in February 2020. b. That Council remain within the Valley REN.

Request for Decision, Page 5 of 5 RFD 004-2019 Appendix 1

Valley REN Business Objectives – Details and review – 2018-2019

Crosses All Strategic Pillars Broadband Initiatives Objectives Actions Outputs KPIs Progress Impact on Wolfville 1. Continue to extend • Allocate resources and Broadband Taskforce Launch Taskforce by Q4. Ongoing. Minimal value for broadband capacities create and lead a • Launch Taskforce, engage Moves to next year’s Wolfville as a basis for economic “Broadband Taskforce” with municipalities, VCFN, plan. development with municipalities and provincial partners, AVCC throughout the Valley the VCFN. and VBLI. • Develop business case and plan.

Sustainable Communities Retain and grow our population and community assets; prepare, retain and grow investment opportunities

Objectives Actions Outputs KPIs 1. Focus resources • Create and Lead a “Valley Valley Manufacturing Launch the Valley Complete. Large manufacturing not on attracting Manufacturing Taskforce” Taskforce Manufacturing Taskforce by Action strategies move to an ED sector for Wolfville. large and among private and public • Launch Taskforce by Q3. next year’s plan. However, large medium stakeholders in an effort to September 2018, engaging -Meeting Jan 2019. Hoping manufacturing in the area business (in retain and grow major the AVCC, the VBLI, the to have action items. increases the market for partnership with employers in our Region. Municipalities and - Manufacturing task force Wolfville business. NSBI and Valley • Taskforce will start working Provincial Partners. created municipalities) with Michelin with a • Prepare Situation Analysis - Meeting identified 3 issues High values for region and providing meeting scheduled for and Project Plan by from current manufacturing with moderate impact for strategic August, to confirm key September 2018. companies: labour problem; Wolfville. support for supports and specific labour • Champion collective private energy problem (cost and manufacturing force needs. and public sector programs reliability); and marketing/ addressing key barriers.  Michelin is reputation of industry to Th-s format may be used the “poster labour (youth) for other sectors to child” for - Summit in January- Goal to develop action strategies many of the developed action plan to regional mitigate 3 identified issues barriers limiting labour force developmen t, labour force attraction, new resident • Partner with NSBI in Attraction Efforts A joint strategy will be Not complete. Potential for high impact attraction identifying key country and • First meeting scheduled for completed (with NSBI) in -Met and will continue to on Wolfville for some and sector targets for business end June 2018 (Complete). 2018-2019 and a concrete work with NSPI. businesses. retention, attraction. • Recommend action plan implemented in -Main focus is regional feeder • Ideally develop strategy to representation in Germany 2019-2020. investment readiness which industry and address German trade missions and future moves to the next year’s other large manufacturing and Hanover Industrial Fairs by business plan industry agricultural industries developing joint strategy - No joint strategy with NSBI. attraction. leveraging clean tech and for 2019-2020. This is a long tern initiative. digital agriculture assets.

2. Assist • Launch the Municipal Municipal USPs Workshops completed by Not complete. High value for Wolfville municipal “Unique Selling • Council interest secured. end of Q4. Focus in next year’s business readiness for Proposition” project • Prepare USP Workshop plan. business designed to isolate the key design as well as “straw Increased regional Ongoing. development features, municipal man” recommendations, collaboration by 2019-2020. and readiness and the unique July-August. investments competitive advantage of • Host Municipal USP Regional development and Not complete. High value for Wolfville (e.g. municipal each municipality. Workshops, report back marketing strategy USPs) • Develop and run USP findings, Sept.-Dec. developed by Q2 2019. Focus in next year’s business workshops for each of the • Leverage input for regional plan. Valley REN’s Municipalities marketing campaign and in a collaborative effort to municipal modernization distill brand promise. efforts, 2018-2019. • Promote competitive • Host bi-annual EDO No meetings held in 2018- High value for Wolfville advantages with compelling meetings. 19. This will be focus in next for the potential of joint communications. year’s plan and may increase projects and best practice in frequency. sharing.

3. Promote the • Revisit partner MOU. Regional Marketing Completion of phase 1 in Q4 Not complete. High value for Wolfville competitive • Develop marketing • Partner meeting to isolate and report digital - MOU signed between advantages of communications strategy target audiences, customer engagement results. Valley REN, AVCC and VBLI. the Valley with specific objectives. journey, specific objectives -Choose Annapolis Valley Region from a • Optimize and complete and to revisit MOU website was created but not business, work Phase 1 of the “Choose (Complete). populated. and lifestyle Annapolis Valley” website • Prepare and ratify - Will be a focus in next perspective project. communications strategy, year’s plan and provide • Commence and execute re- July – September. tools/products branding project following • Optimize the current for completion of Municipal “Choose Annapolis Valley” engagement USP project, Year 2. website from a strategic, messaging and navigation standpoint:  Present Phase 1 recommendation, September – October.  Program website and test functionality, Q4.  Launch, January 2019.  Phase 2, 2019. 4. Attract, settle • Drive the development and Settlement Services Hire program lead and kick Not complete. High value for Wolfville and retain new implementation of a local • Define program scope and off this program in 2019 with May be in next year’s plan with potential for residents “Settlement Services” rationale. a monthly target of 10 new depending on findings. attracting foreign (through program to ease local • Explore cooperation and residents assisted per students to stay/ start immigration/m resettlement of workers, funding with AVCC, VBLI, month. As the program is -May use connector program businesses in Wolfville. igration and immigrants and new ACOA & municipal partners developed, the number of which works with international residents, addressing a key (September 2018). new residents assisted will newcomers. Application for student service gap and barrier • Appoint a Program Leader be tracked. funding from ACOA for this retention) identified by Michelin and and Manager by December project the Region. 2018. • Leverage the Atlantic Immigration Gaps identified by Q3 Complete High value for Wolfville Immigration Pilot Program • Champion local business Have identified gaps in with potential for on behalf of regional needs with AIP based on programming for students, attracting foreign business. Labour force strategy. migrants and spouses of students to stay/ start • Profile specific sector needs immigrants businesses in Wolfville. and participate/enable national and international recruitment efforts. • Meet with AIP after gaps analysis completed.

Rural Entrepreneurship Retain small businesses and grow small/medium business activity (sales and/or new business starts), foster entrepreneurial communities.

Objectives Actions Outputs KPIs 1. Continue to support Add one Business NOW Business NOW Coordinator Engage with 100 regional Ongoing No impact on Wolfville local and small Coordinator effective July • Expand emphasis from businesses. -Most visits initiated by businesses through 2018, reporting to James reactive response to the business. Business NOW services Schofield as Senior EDO. proactive program. -Most are small startup Potential value if and expand our Business businesses. provincial data trends NOW program delivery -Province not using were available. capacity executive pulse in 2019- 20. Not sure if there will be provincial data. Post-survey clients and Post Program Evaluation Positive satisfaction rate N/A partners following program • Ensure that all Business with majority of clients. completion. NOW projects include a post evaluation assessing the performance and value of the Valley REN engagement. Proactively reach out to Manufacturing Outreach Engage with at least 10 Completed. Large manufacturing large manufacturers in the • Meet with large manufacturers. Task force has done this. focus with minimal Annapolis Valley. manufacturers in the impact for Wolfville. Annapolis Valley to discuss challenges and opportunities. Repeat the Succession Succession Planning At least 10 businesses will Completed. High values for any Planning Workshops based Program participate in the program. Participated in Wolfville businesses on 2017-2018 Success. • Event to be held in Q4. partnership to offer that attend. • Field, assess and publish workshop. business climate study 75% of attendees would results in Q1-Q2 2019. recommend the program • Promote and launch to others. Business Climate Study at this event. Continue to refine the BRE BAR Transition Ensure 90% of businesses N/A to BAR program and prove • Wrap up test phase in served complete the its value and efficiency. September 2018. surveys. • Report results to DMA. • Champion the new approach to other RENs. Entrepreneurial Toolkit. Entrepreneurial Toolkit All BAR clients will receive Completed. High Values for • Continue to develop the the toolkit. Wolfville Entrepreneurial Toolkit and make available to business clients. • Upload on Valley REN website. Rent space on a month-to Middleton Office Post-survey results will Completed. N/A month basis at the • Two desks have currently report on the number of PeopleWorx Middleton been secured to allow clients served in location to extend for presence and profile Middleton office. presence down the Valley. of three staff members on a rotating basis during the course of the week. • Present recommendation on new REN work space, Q4 2018. 2. Support rural Launch the Connector Connector Program, KPI’s: Connect 50 potential On going Potential high impact on entrepreneurship, with a Program as of July 2018. • Serve local businesses in employees with 50 Started later than Wolfville with Acadia focus on retaining addressing their potential employers in one expected but have students. residents (especially workforce needs; support year’s time. program in place youth) and inter- job seekers in gaining - Have 20 in program generational succession experience, a network - Focus on newcomers planning base, and employment. only • Evaluate and share rural best practices with other RENs. Engage and support Supporting Minimally engage in and Completed. Moderate impact on regional youth Entrepreneurship with 5 youth activities and Wolfville entrepreneurship activities • Provide Board youth organizations. by supporting Fusion, AVCC Representation and Young Business Leaders ongoing council to these initiative, and the Acadia organizations from a Entrepreneurship Centre. strategic and tactical perspective. • Support with funding if initiatives meet Collective Impact criteria. 3. Provide strategic and Continue to support Community Enterprises Engage with 5 community On going. Minimal impact on business solutions to community enterprises • Continue to allocate Staff enterprises. Wolfville businesses community enterprises that benefit the economic Resources to supporting and special projects that well-being of the community enterprises, make an economic such as Kings Transit, contribution to the municipalities and Collaborative Health Positive satisfaction rate region communities we serve. Practices, Community Day with majority of clients. Care, Upper Clements Parks, and other programs that meet the Valley REN’s strategic agenda. Continue to support the Collective Impact Project 5 grants awarded. $3K used as of Jan 2019. Minimal impact on Collective Impact Project. • Repeat the Collective Evaluating program as Wolfville Impact project with an the same groups have investment of $5K to applied in subsequent address small scale years. May remove community projects. from next year’s plan. Continue to support high Special Projects Minimally work on 5 Removed N/A profile projects that benefit • Continue to work on special projects. They are no longer the economic well-being of special projects separating “special” the municipalities and supporting the economic projects communities we serve. well-being of the region Positive satisfaction rate and that meet the Valley with majority of clients. REN’s strategic agenda. 4. Promote benefits of local • Promote the “Buy Local” Import Replacement More local sourcing in the On going Moderate impact on public procurement (long Import Replacement • Meet with Import MUSH sector (over the Wolfville term) Project in the region. replacement project NFP. next 3-5 years, striving for • Conduct an audit of Complete. 5-10% local sourcing). relevant public and • Participate in ramp up and private sector players. funding application (2018). • Champion and create • Create public profile of public profile of benefits. this opportunity, 2018- 2019. • Monitor and report outcomes.

Workforce Development Retain and grow the labour force to increase/match skills to industry needs

Objectives Actions Outputs KPIs 1. Create and implement a • Increase the availability Regional Workforce 5 sector tables engaged -Not Complete. Potential high impact regional workforce of critical labour market Strategy and approval of strategy -No longer using sector for Wolfville as Sector strategy based on information. • Conduct research that in Q4. tables task forces could research and industry • Work with industry will feed into the -May create sector task provide a positive engagement in key partners in key sectors strategy. forces using impact to Wolfville sectors to develop a regional • Seek industry validation manufacturing as a business. workforce strategy. of strategy. template

-Sectors have been identified as energy, agriculture, manufacturing. IT and Tourism 2. Remove barriers to Work with NSCC and other Workforce Projects Launch the Taskforce by Complete for This pertains to the developing, attracting stakeholders on • Support Michelin in Q3 and involve at least 4 manufacturing. manufacturing and retaining the developing professional setting up an Employer partners in the Taskforce. taskforce. Minimal appropriate workforce; development plans in key Attraction Program impact on Wolfville focused on training for economic development featuring a Factory Tour, the underemployed, sectors, particularly Assessment and new residents and manufacturing. Entrance Test “Training” migrants/immigrants to motivate and enable local residents as potential employees. • Advance the case for extracurricular professional development in high demand regional skills sets. • Cooperate with Atlantic Atlantic Immigration Pilot Gaps identified by Q3 and Not completed Wolfville has four Immigration Pilot Program in the future, track the businesses registered Program (AIP) in • Prepare regional skills number of employees and with the AIP program. championing regional sets gap analysis, Q4 connections. labour force needs in 2018. Moderate impact for high and low skilled • Create profile for and Wolfville sectors. champion the “Morden Manitoba” alternative immigration point • Support and enable the system as a means of AIP with targeted accessing skilled or non- recruiting strategies. skilled labourers that are key to regional economic development and growth. • Establish working committee with AIP and regional strategy Q3-Q4. 3. Roll out the Connector Launch the Connector • See above. See above. See above. See above. Program with the Program as of July 2018. objective of supporting local labour force and settlement retention

Business Innovation Retain existing businesses through improved productivity; long-term grow new tech-based high-potential start-ups; attract investment to specialized or emerging sectors

Objectives Actions Outputs KPIs 1. Through industry Work with NSCC and other Agricultural Technology Hub Establishment by the -Not competed. Minimal impact on engagement, foster PSE (post-secondary Hub end of Q4 and in the -Work will be in next Wolfville industry/PSE education) stakeholders in • Team engaged in a future, track the # of year’s business plan collaboration to enable developing plans and multi-partner project to businesses part of hub. businesses to generate programs in three strategic develop an AgriTech Hub or adopt new products, economic development with facilities and/or services or processes sectors, recognizing a services in Berwick 2. Support industry longer-term payback: and/or Middleton; Engage with sector tables -Not completed. N/A specialization and  Manufacturing activities include project to develop plans by Q4 -Not using sector tables CleanTech/Green Innovation and scope, industry and in the future, track Energy solutions, Productivity. outreach, the number of businesses especially in agriculture communications and connected/ and manufacturing start-ups. 3. Attract investment  Agriculture and marketing plan, and -Not completed. • critical to our region in Agricultural funding application. -Not using sector tables specialized or emerging Technology. Sector Development Plans market opportunities  Alternative Energy • Team engaged in think 4. Through partnerships and Clean tanks and sector -Not completed. • and incubation, foster Technology. development plans on -Not using sector tables disruptive, tech-based an ongoing basis. start-ups • Team connecting private and public sector parties to enable funding and cooperation. • Plan to be presented in Q4 2018. • Outcomes to be reported quarterly.

Enabling Progress Retain and grow the capacity and reputation of the Valley REN to act as a change agent in driving progress

Objectives Actions Outputs KPIs 1. Be the leading Central Hub for regional Economic Insights: At least 12 regional N/A collective market economic intelligence and • Publish/Share Daily News economic intelligence and intelligence resource insights. Updates. insight products (including for the Annapolis • Publish List of an annual research Valley Information Resources & calendar, “Business Completion of Insight” series for web, Directories, Q4. opinion pieces for print • Development of media, studies, information Quarterly Key Stats, workshops/events, and a Economic Indicators blog). (proof points). • Development of 4 Key Sector Analyses/White Papers (1st paper – Agri. Tech. benefits). • Host annual industry sector tables and report outcomes, Q4 2018. • Launch Business Climate Study and complete analysis by May 2019. 2. Develop and Work with industry Engagement Strategy & Engage with 5 sector No Sector tables N/A implement an industry partners to create an Sector Tables tables. engagement strategy engagement strategy. • Host annual industry Match the number of to maximize long-term sector tables and report industry partners involved economic viability outcomes, Q4 2018. with original sector tables. • Repurpose and amplify Positive satisfaction rate findings in thought with majority of clients. leadership content. 3. Increase the profile of Implement a thought Thought Leadership 8 engaging content pieces N/A regional economic leadership program • Develop content strategy reflecting regional development issues designed to achieve profile and calendar addressing economic issues and and champion of regional economic Valley REN’s economic opportunities. opportunities development gaps and development agenda Q4. opportunities. • Produce monthly thought leadership content that elevates the profile of strategic issues and opportunities among key audiences. • Repurpose content in various formats (media releases, articles, infographics) and for various media channels. Implement a more Public Relations Doubling 2017-2018 intensive public relations • Add one head count with communications output. and social media program expertise in public to achieve profile of relations to drive Valley Increase target audience regional economic REN’s public relations, digital engagement versus development gaps and social media and opinion 2017-2018. opportunities. leader program. • Develop public relations, Achieve a minimum of 1 content and social media feature in trade or tourism strategies and calendars. press coverage and track this in the future. 4. Lead and enable Adopt a high public profile Engagement and Attend and present at 40 While this goal does not regional collaboration with municipal partners, Collaboration Council Meetings per fiscal impact Wolfville to advance economic provincial stakeholders, • Present Valley REN year. businesses, having good development; be a and other REN’s, and business updates and key communications and voice of change from a champion key regional economic regular updates to all public presence, opportunities. indicators at Quarterly Councils is a positive opinion and progress Council meetings. step. standpoint • Host annual AGM in July, -Annapolis Royal will be presenting both a a part of the REN in 2019-20 Business Review and More people will attend future agenda. the AGM than from the • Develop a 3-year Strategic previous fiscal year. Plan with an evidence- based rationale for Staff will attend more strategic priorities. Present events than the previous and optimize this plan fiscal year. collaboratively with input from the Board of More initiatives will be Directors, LOC, Partners, collaborated on than the Stakeholders, previous fiscal year. Municipalities and DMA, and input derived from Positive satisfaction rate business/sector attendees with majority of regional at the Regional Economic partners. Development Forum. Fina ratification date: Oct 2018. • With the team, adopt a high profile at municipal, regional and provincial economic development events and schedule a minimum of two annual meetings with the Premier. • Initiate a series of Interactive Workshops with Municipalities from September 2018 onwards to capture key assets, readiness, and unique competitive advantage. Present this data to each municipality as a referral piece they can own and amplify and use input to ladder up to a new Regional Branding Campaign. • Act as the voice of change in the Region, increase collaboration with AVCC and VBLI and promote best practice adoption among other Regional RENs.

5. Raise awareness of Develop a multi-channel Marketing & % of the communications the Valley REN and communications plan for Communications plan achieved. strengthen the brand Valley REN, including • Ensure all Once website is launched, so that partners, rebranding the Valley REN. communications, digital engagement metrics stakeholders, business engagements & will be tracked. audiences and the interactions are “Valley general public REN” branded, expressing understand and a core set of messages appreciate its role and reinforcing our value proposition. • Finalize multi-channel communications plan Aug 2018, with emphasis on digital and video content development (Success stories; Valley REN minute; Youth engagement stories). • Rebrand the Valley REN and create a new more modern and dynamic corporate identity, including: • Recommend new creative approach, Q4. • Develop new corporate identity (updated logo) & style guidelines in Q4. • Develop a message strategy and talking points to be used in communications. • Develop and launch New Valley REN more user-friendly website which speeds target group access to the information they are seeking in Q4. Deliver measurable and Performance Measurement Benchmarking survey meaningful results to • Develop & present launched to 1200 contacts partners and stakeholders project selection criteria (Complete). and measure attitudes and for Board Approval, Q4 performance of the Valley 2018. REN among partners and • Launch an annual survey stakeholders on an annual among partners and Report interim results, Q4 basis. stakeholders to gauge 2018. perceptions & performance of the Valley REN across key strategic & plan deliverables. Report developments at Annual General Meeting.

REQUEST FOR DECISION 081-2018 – AAC Meeting Title: Accessibility Plan Date: 2018-12-12 UPDATED FOR COUNCIL MEETING Department: Corporate Services

SUMMARY

Accessibility Plan – Access By Design

In 2017, the provincial government passed the Accessibility Act which encompassed not only provincial areas of responsibility, but also municipal. Municipalities have until 2030 to become accessible as required under the legislation. Over the last nine months the Town has formed an Accessibility Advisory Committee (AAC), been selected to do a pilot program in partnership with the Nova Scotia Accessibility Directorate to develop the provinces first municipal accessibility plan.

Key to the AAC’s mandate is the development of a plan to recommend to Town Council for adoption. The Committee’s work has included public outreach, staff research, committee discussion with the result articulated in Draft Accessibility Policy V2. Pending any final changes, this plan is expected to go forward to Council sometime early in the new year.

UPDATES SINCE Dec 17th Accessibility Advisory Committee Meeting (AAC)

The AAC approved the following motion at the Dec 17th meeting:

The Accessibility Committee recommends the amended Draft Accessibility Plan V2 be forwarded to Town Council for formal approval and adoption by the Town, pending the completion of the introduction by the AAC Chair.

Since that time,

• the amendments discussed and approved by the AAC have been incorporated into the draft document now before Council. This involved the services of a Plain Language editor provided by the province to ensure the amendments were in line with providing the policy in a plain language document • the Town’s Management team briefly reviewed the document, noting a need for further detail review to ascertain practical limitations of some of the Plan’s action items • the AAC reviewed the final plain language edit version again on February 11th, while also starting the process of developing a workplan for the upcoming year.

Based on the draft plan approved by the Accessibility Advisory Committee to be forwarded to Council, and input from the Management team, the following motion is for Council’s consideration:

Request for Decision, Page 1 of 6 REQUEST FOR DECISION 081-2018 – AAC Meeting Title: Accessibility Plan Date: 2018-12-12 UPDATED FOR COUNCIL MEETING Department: Corporate Services

DRAFT MOTION:

That Council approve the attached draft Accessibility Plan, with the following changes and/or conditions:

• The bullet on page 10 of the draft plan “Clear sidewalk snow to the standard (timeline) that meets or exceeds the standard for the adjacent street (the road next to the sidewalk)” be changed to: o Town staff to review and bring forward to Council recommendations (with related capital and operating costs) to improve the standard timelines for snow removal on sidewalks

• The bullet on page 19 “Ensure snow is cleared at transit stops” be changed to: o Town staff to work with Kings Transit staff to review snow removal at transit stops and steps (including costs) required to improve snow removal timelines

• The Town’s Management Team will work with staff to review the Plan, identify potential limitations and costs associated with implementation of Action Items, and provide a report of these findings to the Accessibility Advisory Committee to consider plan amendments where needed.

Request for Decision, Page 2 of 6 REQUEST FOR DECISION 081-2018 – AAC Meeting Title: Accessibility Plan Date: 2018-12-12 UPDATED FOR COUNCIL MEETING Department: Corporate Services

1) CAO COMMENTS

The CAO supports the recommendations of staff and commends the Committee for their work on this very important plan.

This plan will be very much a “living plan” and there is still much to be done as the Committee continues its work. Completion of the built environment inventory will likely result in supplementary work being done to the Plan to ensure that concerns that are identified through that initiative are effectively addressed.

2) LEGISLATIVE AUTHORITY • Bill No. 59 - NS Accessibility Act (2017)

3) STAFF RECOMMENDATION

Staff’s recommendation will be added when the report goes forward to Council’s Committee of the Whole.

Staff recommend council approve the plan put forward by the AAC, with noted changes and need for review by the Management Team for other potential changes. Staff support the draft plan and the overall goal to improve the Town’s accessibility to all residents, businesses, and visitors.

Senior Management believes there are sections of the plan that require further review in order to ensure the actionable items are achievable. Currently two bullets are recommended for change as staff believe they are not achievable in the near future. The amendments in the recommendation require staff to take a closer look at the issues and bring back information to inform accessibility improvements in future iterations of the plan.

4) REFERENCES AND ATTACHMENTS 1. Draft Accessibility Plan V2 (attached) 2. Public Feedback from Town Hall session held at Farmer’s Market 3. Ongoing feedback/comments from public and committee members

5) DISCUSSION

The AAC carried out its workplan over the last 6 months with a goal to have an accessibility plan adopted by Council before the end of calendar 2018. This timeline was adjusted through the summer and fall months, providing both staff and committee members some additional time to draft a plan to recommend to Council. Key elements of the workplan have been completed, including:

Request for Decision, Page 3 of 6 REQUEST FOR DECISION 081-2018 – AAC Meeting Title: Accessibility Plan Date: 2018-12-12 UPDATED FOR COUNCIL MEETING Department: Corporate Services

• Town staff completed Rick Hansen Foundation Accessibility Certification training • Community Town Hall meeting, including submission of public feedback • Wheelchair/visual impairment focus group session conducted with Council and AAC members. Session included movement throughout the downtown core. • Staff analysis, with support from provincial Accessibility Directorate, of public feedback including summarized data presentation to AAC • Public outreach thru website posting of draft plan with process for feedback

As a pilot project with the province, the Town’s AAC has not only developed a plan to consider forwarding to Council, but it has also been a mechanism to provide feedback to the provincial Accessibility Directorate as they work with the province to have the legislation proclaimed by the end of the fiscal year (March 31, 2019). This will be an important step for the province as it will start the timeline for all municipalities in the province to have their plans completed within a year the legislation being proclaimed.

Recommendation of the draft plan to Council will help Wolfville move forward with its plans to an accessible community as soon as possible, while at the same time assisting the province in moving the legislation forward for the entire province. An outcome of this dual process the AAC has been involved in, is the need to continue work in the coming year on ensuring all elements of the original workplan are completed, with elements of completion likely to occur after Council Adoption of the plan.

The attached draft plan V2 includes comments noting where text has been added, deleted or modified from V1 reviewed by the Committee at its November meeting.

In terms of feedback received since the November AAC meeting, the following should be highlighted:

• Request to have the plan ensure the goal of RHFAC gold certification is achieved for all town buildings, and that would not only include new construction but also renovations. o Renovations phrasing has been added to the built environment section • Request for a compliance section o A Compliance process has been added into the Implementation section of the Plan • Safety Issues related to crosswalks has been reemphasized. No specific wording actions have been added for this at this stage.

A couple of terminology or layout changes were incorporated into V2, including;

Request for Decision, Page 4 of 6 REQUEST FOR DECISION 081-2018 – AAC Meeting Title: Accessibility Plan Date: 2018-12-12 UPDATED FOR COUNCIL MEETING Department: Corporate Services

• Actions sections are now broken into Priority and Other. During the November AAC meeting committee members provided feedback with regard to priority actions. V2 has incorporated that feedback • Throughout the document, terminology of disability has been revised to persons of all ages and abilities o This should be discussed at the Committee level as there are different perspectives on which approach is preferable.

Town staff will review the Draft Plan V2 during the Monday’s AAC meeting. This report includes wording for a Draft Motion if the committee reaches a point that they are ready to recommend the draft plan be forwarded to Council.

6) FINANCIAL IMPLICATIONS

At this stage, only a broad statement can be made with regard to financial implications. The current draft plan will have an impact on town expenditures, and as such pressure to find funding sources which will include tax increases. It is too soon to determine the magnitude of that pressure on taxes.

Once the Plan is adopted by Council, staff will work to determine specific budget requirements, timing of action items, and how to incorporate into the Town budget with other competing demands for funding.

Staff and the AAC have started to develop a workplan covering the next 3 years, which will be referenced in the Town’s 2019/20 Operations Plan. Specific dollar amounts have not yet been identified, however there will be some requirement to utilize town funds to continue the work identified in the Plan. In some instances, items already included in the draft budget also achieve areas noted in the Accessibility Plan.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS

Although the development of an Accessibility Plan has become a legislated requirement for all municipalities, it also fits within Council Strategic Plan (2017-2021) which includes the goal of “Improving quality of life for all”.

8) COMMUNICATION REQUIREMENTS

Specific communications will be developed as the draft plan moves forward for Council approval. As the AAC works with the Wolfville community in the coming years, communication processes will be critical. Building awareness will depend on effective, structured communications. This may become a key area for the AAC to focus on in the next year as the Plan becomes operationalized.

Request for Decision, Page 5 of 6 REQUEST FOR DECISION 081-2018 – AAC Meeting Title: Accessibility Plan Date: 2018-12-12 UPDATED FOR COUNCIL MEETING Department: Corporate Services

Town staff, in conjunction with the provinces Accessibility Directorate, are working on development of an official announcement event. In addition, the AAC is including an official launch event in their workplan for the upcoming year.

9) ALTERNATIVES

The AAC could request staff to bring back further revisions to the draft plan before approving a motion to forward to Council. It is important for the committee to balance the time required for further revisions with the goal to operationalize the plan.

The requirement is for a formal review and revision every three years, however the AAC could (and should) seek continuous public feedback in the coming year and recommend changes whenever warranted.

Council could

• request the AAC to do more work on the draft plan and bring a revised document • make further changes before approving the draft plan

Given the provincial legislated mandate, approval of a plan is required.

Request for Decision, Page 6 of 6

Wolfville: Access by Design An Accessibility Plan for 2019-2022

ACCESS BY DESIGN

Contents

Welcome Message ...... 3 Introduction ...... Error! Bookmark not defined. Built Environment ...... 8 Information and Communications ...... 11 Employment ...... 14 Goods and Services...... 16 Transportation ...... 18 Implementing the Plan ...... 20 Appendices ...... 22

For important terms, check out “What the Words Mean (Glossary of Terms)” on page 6.

Plain edit2B Jan 23, 2019 Page 2 ACCESS BY DESIGN

Welcome Message

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What We Believe The Town of Wolfville is committed to ensuring equitable access to community life and participation in society for all people, regardless of their abilities. We are committed to helping all people maintain their dignity and independence. We believe in inclusion.

Equitable access is different from equal access. Equality means everybody gets the same thing; equity means everybody is treated fairly, based on their needs and abilities (Figure 1).

Figure 1.

(Source: Interaction Institute for Social Change | Artist: Angus Maguire, from an original concept by Craig Froehle. Learn more at interactioninstitute.org/illustrating-equality-vs-equity)

We are committed to meeting the needs of people who face barriers to accessibility. We will do this by identifying, removing, and preventing these barriers and by meeting the requirements of Nova Scotia’s Accessibility Act.

Areas of Focus Our plan includes five areas of focus (Figure 2).

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Figure 2.

Built Environment Accessible buildings and public spaces

Information + Transportation Communication Equitable access to transportation services for Clear and accessible information everyone and communications from the Town Our commitments

Goods + Services Employment Equitable access to jobs with Equitable access to goods and the Town, and fair services delivered by the Town employment practices

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What the Words Mean (Glossary of Terms) AAC: Accessibility Advisory Committee. (Where possible, avoid using acronyms and initials for short forms. Use words instead. For example, when it is clear which committee you mean, use “the committee” rather than the AAC.)

Appeal: Make a formal request to clarify or change a decision.

ASL: American Sign Language.

Auditory: Related to hearing or sensing sound.

Barrier: Something that makes it harder for some people to participate. Nova Scotia’s Accessibility Act defines a barrier as “anything that hinders or challenges the full and effective participation in society of persons with disabilities, including a physical barrier, an architectural barrier, an information or communications barrier, an attitudinal barrier, a technological barrier, a policy or a practice.”

Braille: A reading and writing system for people who are visually impaired.

CART: Communication Access Realtime Translation.

CSA: Canadian Standards Association.

Density bonusing: (Also called “incentive zoning” or “bonus zoning”) A way for developers and municipalities to negotiate changes to zoning rules. For example, the municipality might allow the developer to include less parking in exchange for benefits to the public, such as public art, parks, or accessibility improvements.

Disability: A condition that makes it harder for a person to participate. The condition may always interfere, or only sometimes. Nova Scotia’s Accessibility Act defines disability as “a physical, mental, intellectual, learning or sensory impairment, including an episodic disability, that, in interaction with a barrier, hinders an individual’s full and effective participation in society.”

EMO: Emergency Management Office.

Equitable/equity: A commitment to fairness. Equitable access is different from equal access. Equality means everybody is treated the same; equity means everybody is treated fairly, based on their needs and abilities.

Infrastructure: The “underlying structure” that makes a place liveable and keeps its systems working (e.g., roads, sewers, clean water, electricity, and more).

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NSFM: Nova Scotia Federation of Municipalities.

Pedestrian: A person walking outside or using an assistive device outside to travel at a walking speed.

Plain language: Language a reader or listener can understand easily and completely.

Retrofit: To add features that were not included in the original design.

RHF: Rick Hansen Foundation.

RHFAC: Rick Hansen Foundation Accessibility Certification. (Learn more at www.rickhansen.com/become-accessible/rating-certification.)

Tactile: Related to the sense of touch.

WCAG: Web Content Accessibility Guidelines. (Learn more at www.w3.org/WAI/standards- guidelines/wcag.)

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Built Environment

Our Commitment Our public buildings and public spaces will be accessible to people of all ages and abilities, whether we own, lease, or operate the space. We will also encourage citizens, the business community, and Acadia University to make other public and private spaces accessible.

Our Starting Point Overview The Town of Wolfville owns, leases, and operates public facilities such as Town Hall, Rotary Park, many sidewalks, parking areas, and a wide variety of other buildings, parks, and infrastructure (basic structures and systems that help the Town run smoothly).

Achievements • Reservoir Park and Harvest Moon Trail have been improved to include areas that are more accessible. • Sidewalk rebuilding is included in the 10-year capital investment plan, and sidewalk repairs now have more attention in the Operations Plan. • The Town bought additional equipment to speed up snow removal. • The customer service counter in Town Hall is a height that is wheelchair accessible. • Town Hall is barrier free on the first floor.

Barriers • Some sidewalks and walkways are uneven. • Some entryways to public and private buildings are narrow. • Some public open spaces—such as the Mona Parsons Statue, Quiet Park, and the Rail Trail—are not accessible to people with mobility challenges. • Some public washrooms are not fully accessible to people of all ages and abilities. • Accessible parking is limited. • Some ramps are steep and do not have a mid-ramp landing—for example at Town Hall. • There are not enough signs for people with visual and hearing impairments. • Cars and pedestrian traffic compete for street priority and snow clearance. • Sidewalk snow clearing does not always meet accessibility requirements. • It can be very expensive to update (retrofit) existing buildings to make them more accessible. • Accessibility projects compete with other budget demands, including essential services such as water and sewer services.

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Policies For Public Spaces The Town of Wolfville will…

• By 2021, ensure that all or most municipal facilities meet the Accessibility requirements (Schedule “C”) in the latest version of the Nova Scotia Building Code Regulation. For facilities not completed by that date, have a plan in place to complete the work by 2025. • Ensure that all new municipal buildings (including major renovations) meet the Rick Hansen Foundation Accessibility Certification (RHFAC) Gold Standard. • Provide basic access for people of all ages and abilities to public buildings, public washrooms, and at public parks with a natural slope of less than 5 percent (e.g., parts of Reservoir Park; Harvest Moon Trail; Quiet Park; parts of Willow Park, etc.). • Ensure sidewalks and curb cuts within the Core area are improved and maintained, as soon as possible, to the standard outlined in Canadian Standards Association (CSA) B651-12, Accessible Design for the Built Environment. • Provide accessible parking locations, and associated curb cuts, spread throughout the Core Area. • Provide crosswalks and curb-cuts in areas where there are many pedestrians, such as near schools and parks.

For Community Partnerships The Town of Wolfville will…

• Encourage private developers to have their existing buildings RHFAC-certified and for new developments to meet the RHFAC Gold Standard. • Offer density bonusing (negotiated changes to zoning rules) to private developers who meet Rick Hansen Gold Standards within the Core Area. • Regard Rick Hansen Accessibility Certification as a “public benefit” under the Density Bonus Program. • Work with the Wolfville business community, including the Wolfville Business Development Corporation, to promote Wolfville as an accessible community. • Encourage seniors to “age in place” through alternative housing options, such as “granny-flats”, co-housing, senior shared housing with students, etc.

Actions Top Priorities (2019-2022) • Add sidewalk curb cuts at all intersections where sidewalks exist.

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• Commit a portion of the annual budget to install, maintain, or improve accessibility in public buildings and spaces. • Ensure all pedestrian buttons or light controls, such as those at intersections or pedestrian controlled crosswalks, are located over a flat area. • Place street furniture, sandwich boards and sidewalk planters away from the path of travel and set back from curb cuts and sidewalks so that people can move freely. • Widen doorways and install power door buttons or automated sliding doors at the entrance of municipal buildings and public washrooms. • Clear sidewalk snow to the standard (timeline) that meets or exceeds the standard for the adjacent street (the road next to the sidewalk). • Put auditory, visual, and tactile markers at busy intersections where people cross the road—for example, within the Core Area and near schools and parks.

Other Priorities • Ensure the Council Chambers meet CSA Accessibility requirements by March 31, 2020. This includes providing a mid-ramp landing to improve access to the first floor at Town Hall. • Ensure service desks are an accessible height, including in the Community Development and Public Works building. • Work with library partners, such as Annapolis Valley Regional Library, to ensure library collections are more accessible. • For renovations to private buildings that aim to meet the Rick Hansen Foundation Accessibility Certification, fast track the approval and waive the development fee. • For new developments that aim to achieve Rick Hansen Accessibility Certification, consider: o deducting the cost of certification from development fees, and o fast tracking these applications through the development approval process. • Promote the province’s Small Business ACCESS-Ability Grant Program to the Wolfville Business Community, including the Wolfville Business Development Corporation. • Consider changing Land Use Bylaws to make it easier for homeowners and landowners to:

o add a secondary suite (e.g., an apartment unit) or a backyard suite o create co-housing (a community that includes private living space and shared space). • Encourage aging-in-place housing options in the municipal planning strategy and zoning by-laws.

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Information and Communications

Our Commitment Information and communications delivered by the Town of Wolfville will be clear and accessible for people of all ages and abilities.

We will take steps so people understand accessibility and barriers to participation, and will increase awareness about the accessibility rights of people of all ages and abilities.

Our Starting Point Overview The Town delivers information to the public in many ways, including:

• meetings of Town Council and Advisory Committees, which are open to the public • email, the Town’s website, Facebook, Twitter, Instagram, and other forms of social media • kiosks (display structures) to promote events and special town meetings • public awareness campaigns

Achievements • Meetings are generally held at Town Hall, where the first floor is barrier free. • When meetings are not held at Town Hall, a wheelchair-accessible space is booked, whenever possible. • Agendas and minutes of all meetings are posted on the Town website. • People can listen to or watch Town Council meetings live on the Internet during the meeting. (Town Council meetings are streamed on Facebook Live. This new initiative will improve as technical issues are resolved.) After the meeting, people can listen to or watch an archived copy on the Town’s website. • The Emergency Management Office (EMO) Coordinator has worked with seniors and seniors’ housing to develop a contact list for use in the event of an emergency.

Barriers • Many people do not know that others face barriers to accessibility. • There is currently no process for hearing-impaired individuals to attend or participate in public meetings, including meetings of Town Council and Advisory Committees. • The Town’s website is not accessible to people with visual impairments. • Staff are generally not trained to promote inclusion in communications.

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• “Plain language” is not consistently used in written material. • The Municipal Government Act sets limitations for certain public notices—for example, advertisements must be published in newspapers, which may not be accessible to people with visual impairments. • Streaming video and related technologies do not always work as intended.

Policies The Town of Wolfville will…

• On request, provide information in an accessible format, or with communication supports that consider a person’s specific needs. Build a campaign to promote this service to the public. • Ensure the Town’s digital presence (e.g., website and social media) and Information Technology systems are designed for people of all ages and abilities. • Hold all in-person public meetings in barrier-free locations. • Train front-line staff in better ways to communicate with people of all ages and abilities, and to provide information in an accessible format.

Actions Top Priorities (2019-2022) • Train relevant staff in plain language and inclusive communications. • Develop and implement a public awareness program (for Town staff and the public) to build awareness around barriers to accessibility and what an accessible community means. • Provide modified editions of key municipal resources—in large print and/or in plain language—on request. Examples include recreation guides, emergency management information, and bylaw services. • Ensure digital communications, including emergency alerts, are screen-readable. Encourage partner agencies to achieve the same standard of communication.

Other Priorities • By 2021, ensure the Town’s web presence meets the latest Web Content Accessibility Guidelines (WCAG). • Provide American Sign Language (ASL) and/or Communication Access Realtime Translation (CART) services at Town Council and other Town-hosted public meetings, on request. • Include braille on all employee business cards.

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• Work with the Nova Scotia Federation of Municipalities (NSFM) to advocate for accessibility to be included in the public notice requirements of the Municipal Government Act. • Issue meeting agendas with enough lead time to review and book communication accommodations, if needed. • Ensure the public have enough notice to give feedback and participate in discussions before Town Council makes a decision.

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Employment

Our Commitment We will remove barriers to employment for people of all ages and abilities who seek a career with the Town of Wolfville. Our workforce will reflect the Town’s diverse population. We will make our employment practices and workplaces more accessible for new and existing employees of all ages and abilities.

Our Starting Point Overview The Town employs 42 permanent employees. There are 7 elected representatives on Town Council, including the mayor. Elected representatives must be Canadian citizens, at least 18 years old, and live in the community. The Council may appoint other members of the public to serve on committees or task forces.

Achievements • Members of Council receive iPads for reading agendas and Town documents. This makes reading more accessible because users can zoom in on text and change the font size. • Town Hall is barrier free on the first floor. • The Council table is generally wheelchair accessible. • The Public Works/Community Development building is wheelchair accessible on the first floor.

Barriers • The second floor is not wheelchair accessible in all Town-owned buildings. • Staff, including senior management, are generally not trained to recognize barriers that may limit job opportunities for qualified individuals. • Jobs are posted in traditional ways, including web pages, which may not be accessible to some individuals. • Because the Town does not have a Human Resources Department, there are few ways to help staff who have individual needs.

Policies The Town of Wolfville will…

• Offer accommodation during recruitment, if needed.

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• Offer accommodation to employees of all ages and abilities. This includes providing assistive devices so that employees can succeed at their jobs. • Track the number of employees with disabilities, with the aim of reflecting the Town’s diversity by 2020. • Work with Town employees to build an understanding of the value of accessibility and inclusion.

Actions Top Priorities (2019-2022) • Update the employee training manual to include a section on respecting diversity. This will include training in working with people of all ages and abilities. All town employees will be required to take the Working with Abilities online training provided free by the Nova Scotia Human Rights Commission (workwithabilitiesns.ca). • Establish a centralized accommodation fund to pay for assistive devices or accommodations employees need to succeed at their jobs. Promote this fund on the job posting.

Other Priorities • Survey the municipal workforce to get baseline data on the ages and abilities of employees. • Produce annual diversity reports, including trends and analysis about people with varying abilities. • Share opportunities for accessibility training with residents and local businesses—online or in person with Town of Wolfville staff training. • Investigate strategies to reach a wider and more diverse audience with job postings. Include statements in the job postings to ensure applicants are aware that accommodation can be provided. • Assign a designated staff person to help individuals who may need assistance to succeed at their jobs.

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Goods and Services

Our Commitment We will ensure that people of all ages and abilities have equitable access to goods and services delivered by the Town of Wolfville. This includes ensuring that there are policies, procedures, and tools to promote the accessible delivery of goods and services.

Our Starting Point Overview Following are some of the many services the Town of Wolfville delivers to the public:

• handling meetings of Town Council and Advisory Committees • overseeing communication to the public (see Information and Communication section) • providing Customer Service counters • maintaining streets, including sidewalk snow removal (see Built Environment section) • maintaining parks, trails, and open spaces, including playgrounds, and a Visitor Information Centre (see Built Environment section) • aintaining water and sewer services • providing emergency services, such as police and fire

Achievements • The customer service counter in Town Hall is at a height that is wheelchair accessible. • The Visitor Information Centre has no steps, and so it is partially wheelchair accessible.

Barriers . Although the Visitor Information Centre is built at ground level, it is not fully accessible. For example, it does not have an automatic door opener and does not have an accessible washroom. . Although the Recreation Centre at Rotary Park is built at ground level, it is not fully accessible. For example, there are no automatic door openers, some doors are too narrow, and the ramp to the program room is inappropriate. . No staff members are trained in alternative communication methods, such as American Sign Language (ASL). . No resources or funds are designated to offer alternative communications to people who need them (for example, a sign language interpreter). . The Town’s website is not accessible to people with visual impairments.

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Policy The Town of Wolfville will deliver all goods and services without bias. No resident shall be denied a service because of a disability.

Actions Top Priorities (2019-2022) • Ensure public parks can be enjoyed by people of all ages and abilities. • Create an accessible playground at Willow Park. • Improve snow clearance. • Provide an adapted listing of recreation programs and services for people of all ages and abilities, and update it annually. • Train the staff who are responsible for delivering accessible services to people with diverse abilities.

Other Priorities • Waive the entrance fees at leisure activities for individuals whose role is to support a person with a disability. • Establish an accommodation fund to provide services for residents who need accommodation, such as Communication Access Realtime Translation (CART) and American Sign Language (ASL). • Provide sign language interpreters, on request, to enable people to participate in recreation and library programs. • Provide accessible exercise equipment at municipal recreational facilities. • Provide accessibility training to the Town’s Building Inspector, through the RHFAC training offered by Nova Scotia Community College. • Where applicable, include an “Accessibility Lens”/Impact Analysis in reports to council and in consultant reports delivered to staff and council.

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Transportation

Our Commitment We will ensure that people of all ages and abilities have equitable access to publicly funded and/or regulated transportation services. These currently include Kings Transit Authority, Kings Point to Point, and taxi services.

Our Starting Point Overview Kings Transit Authority operates 13 buses from Weymouth to Hants Border, with service extending to Cornwallis Park, Upper Clements Park, and Port Williams.

Kings Point-to-Point Transit (KPPT) provides a door-to-door accessible public transportation service for all residents of Central and Eastern Kings County. KPPT operates a fleet of 8 vehicles, including an 18-passenger minibus. All vehicles are accessible.

The Town of Wolfville licenses 16 taxis.

Achievements All Kings Transit Authority buses are equipped with the following:

• Global Positioning System (GPS) and Automatic Vehicle Location (AVL), using DoubleMap. These features enable passengers to get up-to-the-minute estimates of bus arrival times, by phone or Internet. • Automatic Voice Annunciation (AVA) Technology to announce the next stop for passengers with visual impairments • low-floor kneeling capabilities and electric ramps • priority seating

All of the Kings Point-to-Point vehicles are accessible.

Barriers There are currently no accessible taxis operating in Wolfville.

Kings Point-to-Point Transit must be booked at least 24 hours in advance.

Policies The Town of Wolfville will…

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• Ensure that no resident is denied transit or taxi service because of a disability. • Ensure that no resident is charged an additional fee for transit or taxi service because of a disability.

Actions Top Priorities (2019-2022) • Ensure snow is cleared at transit stops. • Ensure all transit stops are designed to meet or exceed Canadian Standards Association (CSAA) Standard B651-12, Accessible Design for the Built Environment.

Other Priorities • Explore subsidized transit fares and/or transit passes for people with disabilities and/or low income. • Ensure training is available for operators and drivers of public transportation. • Ensure accessible taxi service is available to the public by doing the following: a) Consult with the Accessibility Advisory Committee and the public to determine how many on-demand accessible taxis are needed. b) Demonstrate progress toward meeting that need. c) Ensure that no one is charged additional fees or is charged a fee to store their mobility aids or mobility assistive devices. d) Ensure that the vehicle registration is visible and available in accessible formats for passengers of all ages and abilities.

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Implementing the Plan

Responsibilities

• Town Council is responsible for adopting and overseeing Wolfville: Access by Design. • The Chief Administrative Officer is responsible for implementing the plan and assigning an Accessibility Coordinator. • The Accessibility Coordinator is responsible for receiving and responding to public concerns, complaints, and suggestions. • The Accessibility Advisory Committee is responsible for giving feedback and recommendations to the Town Council.

Schedule All Top Priorities in this plan will be implemented by March 31, 2022 (the end of the fiscal year). Other priorities will be implemented by 2030.

Monitoring • The Wolfville Accessibility Advisory Committee (AAC) will prepare an Access by Design Report Card for council by March 31 of each year (the end of the fiscal year). This report card will measure the performance of the policies and actions in this plan. The committee may also make recommendations to improve the plan. • The Access by Design Report Card will be a public document. It will be posted on the Town’s website.

Evaluating The Town will lead a public review and evaluation of Wolfville: Access by Design before fiscal year 2022/23.

Responding to Questions and Complaints • Anyone can lodge a complaint, pose a question, or express a concern about accessibility in the Town of Wolfville. These should be directed to the Accessibility Coordinator. • The Accessibility Coordinator will respond within a reasonable time. Before responding, the Coordinator will consult with the staff person responsible for the area of inquiry. The Coordinator’s response will contain the reasons for the decision. • Anyone can appeal to Council if they are not satisfied with the response from the Accessibility Coordinator. Council may refer any appeal to the Accessibility Advisory

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Committee for additional review and recommendations before issuing a final response to the complainant. • The Accessibility Coordinator will keep a record of all complaints, questions, and concerns submitted to them, and will provide summary updates to the advisory committee on a regular basis. These updates will become part of the advisory committee’s continual review of the Accessibility Plan, and may inform future changes.

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Appendices

Accessibility Advisory Committee Members Community Barrier Mapping Results

Town Hall Meeting Results

Plain edit2B Jan 23, 2019 Page 22 REQUEST FOR DECISION 011-2019 Title: Appointment of Auditor – Fiscal 2018/19 Date: 2019-02-19 Department: Finance

SUMMARY

Appointment of External Audit Firm – Fiscal 2018/19

Annually Council appoints an external auditor to conduct the required audit of the financial records and financial statements of the Town of Wolfville. In fiscal 2014/15, PricewaterhouseCoopers (PwC) was successful in their response to the Town’s Request for Proposal – Audit Services. The firm has now conducted the audit of the 2014/15, 2015/16, 2016/17, and 2017/18 fiscal years.

The 2014 Request for Proposals (RFP) was based on covering a four-year period. As such, in accordance with the 2018/19 Operations Plan, staff were to issue a new RFP to cover the next four fiscal years. Staff did not get the RFP issued and with the fiscal year end approaching, the timeline needed to issue an RFP is not available. Staff are recommending reappointment of PricewaterhouseCoopers for one more year to ensure an audit can appropriately be carried out.

DRAFT MOTION:

That Council appoint PricewaterhouseCoopers (PwC) as the Town’s Auditor for the fiscal year ending March 31, 2019.

Request for Decision, Page 1 of 3 REQUEST FOR DECISION 011-2019 Title: Appointment of Auditor – Fiscal 2018/19 Date: 2019-02-19 Department: Finance

1) CAO COMMENTS

The CAO supports the recommendations of staff.

2) LEGISLATIVE AUTHORITY

MGA 42(1)

Financial Reporting and Accounting Manual (FRAM) regulations.

3) STAFF RECOMMENDATION

That PwC be reappointed as the Town’s auditor for the fiscal year 2018/19.

4) REFERENCES AND ATTACHMENTS • Last year’s RFD 060-2017

5) DISCUSSION

As noted in RFD 060-2017 (October 2017 Council Meeting), PricewaterhouseCoopers (PwC) was the successful respondent to a 2014 Request for Proposals (RFP) which covered fiscal years 2014/15 to 2017/18. The Town was scheduled to issue a new RFP – Audit Services during the 2018/19 fiscal year. Staff did not manage to prepare and issue the RFD as of the end of January 2019.

Although there were two months left before the end of the current fiscal year, the time needed to issue, evaluate proposals and bring a recommendation to a Council meeting is no longer available. Key to this is providing any audit firm sufficient time to plan the audit prior to the end of the fiscal year being audited.

The delay by staff in issuing an RFD earlier in the year should be avoided in future, but at this point in time of fiscal 2018/19, the delay has occurred. The practical approach at this point in time is to consider PwC, auditor for the past four financial years, as auditor for one more year. They are familiar with the Town’s financial operations and internal controls and as such can carry out the planning process in a timely fashion before March 31, 2019. By appointing them as auditor at the February Council meeting, they have sufficient weeks to conduct the planning process. If an RFD were pursued now, no recommendation would be possible until March (possibly March Council) at which point too few days would be available to properly prepare an audit plan.

Staff have touched base with the Partners at PwC to confirm (a) that the firm would be interested in being appointed auditor for one more year, and (b) that their fees would be in line with fees over the last number of years. The audit firm has they would be willing to carry out another audit. They also confirm that fees will be reasonably close to the fees paid by the Town over the last four years. Town

Request for Decision, Page 2 of 3 REQUEST FOR DECISION 011-2019 Title: Appointment of Auditor – Fiscal 2018/19 Date: 2019-02-19 Department: Finance

staff acknowledge that the cost will increase, although not by a material amount. Staff also acknowledge that audit fees will likely be impacted by new audit requirements around Travel Expense Reimbursements and Hospitality Expense Reimbursement.

Staff will carry out a new RFP process in fiscal 2019/20 prior to December 31, 2019.

6) FINANCIAL IMPLICATIONS

No material impacts are anticipated. Any cost increase will be incremental and not require adjustment to budget estimates.

7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS

The required annual financial audit is one of the keys to Council’s Strategic Goal of Transparency.

8) COMMUNICATION REQUIREMENTS

Director of Financial Services to advise PwC of reappointment by end of February.

9) ALTERNATIVES

As noted under Discussion section above, no practical alternatives exist at this time.

Request for Decision, Page 3 of 3 INFORMATION REPORT Title: 2019-2023 Operations Plan Date: 2019-02-19 Department: Office of the CAO

SUMMARY

2019-2023 Operations Plan

A draft version of the 2019-2023 Operations Plan has been provided for discussion and input by Council. A final version will be presented at the March COW meeting as part of the budget package.

Information Report, Page 1 of 3 INFORMATION REPORT Title: 2019-2023 Operations Plan Date: 2019-02-19 Department: Office of the CAO

1) CAO COMMENTS The draft 2019-2023 Operations Plan has been provided for your review and input. Once any changes are made, the final version will be presented as part of the March COW budget package.

2) REFERENCES AND ATTACHMENTS • DRAFT 2019-2023 Operations Plan

3) DISCUSSION As part of the annual budget process, Council has been provided with the draft 4-year Operations Plan in February, for feedback and direction prior to the March COW meeting, where the final version of the draft budget is presented.

Differences in the 2019-2023 Operations Plan from past approved plans are the removal of the year-to- date accomplishments and the key performance indicators. The year-to-date accomplishments will be highlighted in a separate report in the spring and the key performance indicators have been removed as there is a focus this year to identify more relevant indicators for not only the Operations Plan but the Acadia-Town Partnership Agreement and the draft MPS.

Prior to the final approval of the Operations Plan and budget in March the following sections will still be amended and/or more detail will be provided:

• The 2019/2020 Operating Budget Highlights will be updated once COW has discussed the draft budget in March as is ready to send it forward to Council for approval; • The draft priorities related to the Acadia-Town Partnership may be amended and/or modified once feedback is sought from the Town and Gown Committee on February 15th. These are still in draft form and have not yet been vetted through that Committee; • The Alcohol Working Group has identified key priorities and have undertaken an exercise to prioritize these. Once finalized by this Group, more detail on specific initiatives will be included. This may not be completed in time for approval in March; • More specifics related to Walkability will be provided; • More specifics related to Parking Management will be provided; • A four-year draft plan for Recreation will be provided. The Director of Parks and Recreation will be reaching out to survey Council as part of the development of this plan; • The Economic Development initiatives will be revisited once the decision related to the REN is made by Council to ensure that the priorities are appropriately aligned.

4) FINANCIAL IMPLICATIONS The 2019-20 Operating Budget reflects the priorities and initiatives highlighted in the draft Operations Plan.

Information Report, Page 2 of 3 INFORMATION REPORT Title: 2019-2023 Operations Plan Date: 2019-02-19 Department: Office of the CAO

5) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS The Operations Plan is structured around the three strategic directions in the Town’s Strategic Plan to ensure attention is being provided in all of these areas.

6) COMMUNICATION REQUIREMENTS The Town will host an open house on the proposed budget and Operations Plan on February 26th from 3 pm – 8 pm.

7) FUTURE COUNCIL INVOLVEMENT The “final” draft version of the 2019-2023 Operations Plan will be presented to Council at the March COW meeting and it is anticipated that it will be considered by Council at the regular meeting in March.

Information Report, Page 3 of 3

Wolfville Operations Plan 2019-2023

April 1, 2019

A cultivated experience for the mind, body, and soil

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Table of Contents Page

Message from the Chief Administrative Officer 4 Council Direction 5 Summary of 2018/19 Activities 7 2019/20 Operating Budget Highlights 12 2019/20 Operating Initiatives 20 Operational Plan Year 1 25 Operational Plan Years 2, 3 & 4 28 Contract and Lease Review 30 Request for Proposals (RFP’s) & Tenders 31 Non-Routine Projects 32 Operational Deliverables – Day to Day Deliverables for the Town 33 Bylaw & Policy Priorities 34 Committees of Council 37 Measuring Success 37 10-Year Capital Investment Plan 43 10-Year Capital Investment Plan Years 2, 3 & 4 48 2019/20 Organizational Chart 56 2019/20 Operating Budget -- 4-Year Operating Budget -- 2019/20 Capital Investment Plan -- 2019/20 Capital Investment Plan Funding Summary -- 2019/20 Reserve Fund Projects -- Total Debt & Reserve Funding Required from Operating Budget -- 2019/20 Three Year Water Utility Budget --

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Message from the Chief Administrative Officer

The 2019/20 year marks my fifth year with the Town of Wolfville. I am proud of the accomplishments that have been achieved to date and look forward to the many initiatives and projects in the coming year under the leadership of our current Council.

This is the third year that the Town has endeavoured to provide a comprehensive four-year budget and Operational Plan. This 2019/23 Operational Plan has been prepared to (1) ensure that key projects and activities of the Town properly align with Council’s recently developed Strategic Plan; (2) that priority projects and activities are appropriately resourced and reflected in the Annual Budget(s); and (3) that appropriate longer-term planning is undertaken to provide a realistic work plan for the upcoming Council term and not limited to just a one-year snapshot. The 2019/23 Operational Plan will build on the successes and initiatives of the 2018/19 Fiscal Year and will ensure continued accountability and transparency related to operational activities.

There are several major initiatives planned for 2019/20, which is the first year in the four-year Operational Plan. One major initiative is to complete Phase 2 of the Municipal Planning Strategy Review, which is a carry-forward project from 2018/19. As part of this review, the Land Use Bylaw and Core Commercial Design Guidelines (former Downtown Architectural Controls) will also be revamped. Staff and Council have been working hard to make these policy documents effective tools to facilitate building the type of community our residents envision for Wolfville. As this project has been ongoing since 2015, there is a strong desire to finalize these documents prior to December 2019.

Council continues to make economic development a priority for this fiscal year. The Town will continue to focus on parking management in the downtown and will strive to aggressively leverage our culinary, craft beverage and wine sectors. Additionally, the Town will determine the preferred solution(s) to mitigate traffic congestion issues in key areas. The Town will also continue to partner with and support the Wolfville Business Development Corporation to synergize our efforts and provide the best value to our business community.

Strategic partnerships are a necessity for the Town’s continuing success. We value our partnerships with Acadia University, our surrounding municipalities, and the many signature events, organizations and stakeholders in Wolfville that make our Town vibrant and strong. We will continue to leverage these partnerships wherever possible to enhance our many programs and initiatives. Specifically, we will work to operationalize and implement the soon to be executed Partnership Agreement with Acadia University and will collaborate with our other municipal partners in Kings County to action a Regional Emergency Management model for the entire County.

Council and Staff of the Town look forward to delivering on this plan to ensure that the priorities for our residents and businesses are addressed.

Erin Beaudin

Council Direction n January 2017, Town Council created a Strategic Plan for the Town to reflect their priorities and to guide the activities of the Town for the duration of their tenure. The Operations Plan, Operating Budget and Capital Budget reflect the strategic direction provided in Council’s Strategic Plan. The following is a summary of Town’s vision statement, mission statement, guiding principles and strategic priorities.

Vision Statement What Wolfville look like years from now:

We are a spirited community where all can feel part of and celebrate our green town. Mission Statement What Town Council and Town Staff do to help realize the vision for the Town:

We provide leadership and collaborative governance in the allocation of public resources for the greater good of the Wolfville community.

Guiding Principles How Town Council and Town Staff conduct governance and operations for the Town of Wolfville.

Affordability Our decisions will be made within the parameters of our financial capacity.

Our decisions, along with discussions, reports and debates that have informed Transparency them, will be openly shared with the public (where possible)

Community We recognize that we cannot achieve success alone. We value the opportunity to help others build capacity within our community to lead and deliver initiatives Capacity Building that strive to achieve the vision we have set for the Town.

Discipline to Stay We will focus our efforts on achieving the plan we have established and will weigh new opportunities against our plan to ensure they meet our goals. the Course

Once decisions are made by Council, members of Council and staff will rally United Front behind the decisions to ensure they are implemented successfully.

Environmental Decisions will be applied through the principles of environmental sustainability. Sustainability

Strategic Direction During the Strategic Planning process, Council provided direction on where the Town should be focusing its efforts, beyond or in addition, to the core work we are responsible for. Each year, the Operations Plan will be updated to ensure that our projects and initiatives are aligned to help achieve success in each of strategic direction areas. The following chart depicts what Town Council and Town Staff will specifically work towards from 2019-2023.

.1. Improving 2. Maximizing Our 3. Leveraging Our Quality of Life for All Infrastructure Investments Economic Opportunities

1. To foster economic 1. To create efficiencies and 1. To advance Wolfville as a independence, inclusion utilization of the Town premier destination in and dignity through more owned buildings. Atlantic Canada for affordable and diverse culinary, craft beverage 2. To make the downtown housing options. and wine experiences. core more user friendly. 2. To offer a dynamic quality 2. To create a business ready of life grounded in the 3. To ensure the Town owned environment for future Town’s leisure, culture and and/or funded expansion and attraction recreation activities. infrastructure meets the opportunities. needs of the community. 3. To support energy 3. To foster the success of efficiency opportunities our existing business throughout the community. community. 4. To harmonize the diverse lifestyle choices between all demographics in Wolfville.

Operations Plan Where Rubber Hits the Road

To demonstrate the Town’s commitment to their Strategic Priorities, and to ensure accountability on how success in each of these areas has been achieved, the Operations Plan is organized primarily by Strategic Direction and not by Department. The policy direction established by Council, the collective work of staff from all four municipal departments, and guidance and support from the Town’s various Committees, collaboratively operationalize the direction provided by Council in their Strategic Plan.

TO BE UPDATED FOLLOWING DIRECTION FROM COUNCIL OF THE WHOLE:

2019/20 Operating Budget Highlights

Residential The 2019/20 residential tax rate has increased by 1 cent, as directed by Council in February 2019 to limit the increase in the average property to less than the Cost of Living of 1.1%. The average property increase, including the addition of 1 cent on the tax rate, was 0.58% and generated $116,500 in increased revenue. This is less than the revenue generated in 2017/18 of $157,900. Historically the increased revenue year over year has been 2016/17 at $69,400, 2015/16 at $243,000 and 2014/15 at $165,000.

The Provincial Capped Assessment Program (CAP) for 2019 was set at 0.9% by Property Valuation Services Corporation (PVSC). Of the Town’s residential assessment accounts only 45% qualify for CAP on the 2018 Assessment Roll.

Assessment Accounts

• 89% of residential assessments had a less than 1% increase in taxable assessment • 16% of residential assessments had no change in taxable assessment • 22% of residential assessments had lower taxable assessments than the previous year

Commercial Unlike 2018/19, 1 cent was also added to the commercial rate for 2019/20, increasing the rate from 3.56 to 3.57. The Business Development Area Rate, which is currently a collection on behalf of the Wolfville Business Development Corporation (WBDC) was unchanged from 2018/19 remaining at 0.31 per $100 of assessment. The Business Development Area Rate is levied on all commercial properties in addition to their commercial taxes.

Assessment Accounts

• 7 commercial accounts had their assessments increase by more than 17% (tax bills increased by more than 20%) • 15 commercial accounts had an average tax bill increase of 2.3% • 28 accounts had an average tax bill increase of 0.28% • 54, more than half, commercial accounts had an average tax bill decrease of 2.56%

Revenues The Town of Wolfville’s Operating Budget for 2019/20 is $10.1 million; 87% of revenue is generated by taxes and grants-in-lieu of taxes, 8% by sales of service/cost recoveries, 4% by the sewer rate and 1% by grants from the Provincial and Federal governments.

Expenditures The Town’s expenditures, by department, are spent on Capital Projects, Provincial and Regional Services (i.e. Education, Valley Waste, Kings Transit), Protective Services, Sewer and Solid Waste, General Government, Public Works, Community Development, Planning and Parks.

Expenditures by Division

15% General Government 14% Protective Services 17% Public Works Sewer & Solid Waste Parks 5% Planning 22% 5% Community Development 4% Partner Contributions 3% 15% Capital & Reserves

So Where Do Your Tax Dollars Go

Town of Wolfville 2018/19 Budget Where My Tax Dollars Go (Based on $100,000 taxable residential assessment @ $1.46 = $1,460 for 2018/19)

300

200

100

(100)

2012/13 Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18 Budget 2018/19 Budget

Budget Highlights by Department The following is a breakdown of the budget by department and significant changes have been noted.

General Government (Council/Legislative) • Significant changes from 2017/18 is an increase in Council Professional Development of $10,000 to allow all members of Council to attend the Federation of Canadian Municipalities (FCM) Conference that will be held in Halifax in June 2018. Council’s Professional Development Policy allows for all members of Council to attend FCM when it is hosted in Nova Scotia.

General Government Division Net Expense Breakdown by Department 16% Legislative/Council 6% 14% Corporate Service/CAO 12% Human Resources Finance IT

16% 31% Town Hall - Common Other Government 5%

General Government (Excluding Council) • In 2017/18, the GIS Technician was relocated from the Planning Department to Corporate Services. In addition, the IT Contract position was replaced with a full-time Manager of IT position. These staff changes are reflected in the increase to Corporate Services/CAO. • Corporate Services/CAO department increase by $15,000 in contracted services for the development of an Accessibility Plan and $10,000 in Program Expenditures to implement initiatives from the Comprehensive Alcohol Strategy. Both expenditures will be funded through the Town’s Operating Reserve Fund; • Professional Development budget (includes staff attendance at conferences and training) has been held at the 2016/17 level again this year; • As mentioned above, contracted services for IT have decreased by $66,000 due to the addition of the permanent IT position. A nominal portion of this decrease is also related to our move away from Mango Apps. • Other Government increased by $15,400 in Insurance to correct an error in the previous year’s budget and to allow for an increase in premium costs generally resulting from claims history over the last number of years. • Other Government Grants to Organizations includes $35,000 for a joint business plan for the Acadia Athletics Complex and $4,000 for the Annapolis Valley Chamber of Commerce tourism initiative. The business plan will be funded through the Town’s Operating Reserve Fund.

Protective Services • RCMP contract service cost is expected to rise more than 1.5%, the budget increase required is $17,200; • The EMO department is now accounted for in Partner Contributions. The Towns of Berwick, Kentville, Wolfville and the County of Kings have entered in an Inter-Municipal Service Agreement to provide Regional Emergency Management;

Protective Service Division Net Expense Breakdown by Department 11% 0% 5% 1% Policing/RCMP Bylaw Fire EMO Other Protective

83%

Public Works • Wages have increased by 2% in anticipation of the new Collective Agreement. As well, the Town will be hiring a full time in house custodian. Janitorial services have been contracted for the last four years; • An additional seasonal position has been added to public works to assist with smaller tasks that the crews have not always had time for due to other priorities; • There has been a continuation of enhanced dollars for street sweeping and better maintenance of bike lanes; • There is an increase of $60,000 in contracted services for mill/pave of Main street. This is year two of a three-year plan to improve pavement conditions from curb to curb at the west end of Main Street. This is being funded through the Town’s Operating Reserve Fund.

Public Works Division Net Expense Breakdown by Department

3% 4% 2%0% 14% P Wks Administration Roads & Streets Street Lighting Traffic Services Other Roads Other Transportation 77%

Sewer Operation • Increased revenue is required to fund operating costs as well as long term debt related to sanitary sewer upgrades.

Sewer and Solid Waste Division Net Expense Breakdown by Department 7% 7% 1% Sewer Administration Sewer Collection Lift Stations 35% 36% Sewer Treatment Solid Waste Other Environmental

14%

Parks • $28,000 of the Operational Equipment and Supplies will be funded through the Town’s Operating Reserve Fund to purchase three sets of bleachers, a storage container and complete wharf repairs.

Planning • Wages have decreased overall as part of a re-organization, which included the appointment of the Planner to the Director of Planning and Development, the move of the GIS Technician from Planning to Corporate Services and the replacement of the Planner with a Community Planner position; • Seasonal wages for a Term employee to support the MPS Review Project continues and is funded through the Town’s Operating Reserve Fund; • Contracted services include $20,000 related to the MPS Review funded through the Town’s Operating Reserve Fund.

Planning Department Net Expense Breakdown by Service 0% 17% Planning/Development

Building Inspection

GIS - now under Corporate Service 83%

Community Development • Grants to Organization in Economic Development increased by $10,000 to support Destination Acadia/events at Acadia University; • $30,000 of the Festival and Events budget is related to enhanced Wolfville 125 Birthday celebrations and $8,000 is related to the purchase of street pole banners. These activities/initiatives are being funded through the Town’s Operating Reserve Fund; • Maintained the grant to the Wolfville Historical Society at $10,000 outside of the Grants to Organization Policy.

Community Development Division Net Expense Breakdown by Department 3% 2% 14% Economic Development 34% Festivals & Events Rec Facilities & Programs Tourism Library 31% Museum 16%

Partnership Contributions • Valley Waste and Kings Transit budget’s have not yet finalized their budgets, but preliminary indicators are for 4% and 12% increases respectively; • Education has increased by 12% over the previous resulting from an increased share of AVRSB student population; • $10,800 has been added to Kings Regional Partnerships to support a Regional Emergency Management as part of a two-year commitment through an Inter-Municipal Service Agreement;

Expenditures by Expense (Object) Code

Traditionally government expenditures are shown and explained by department – i.e. the previous section – the graph below shows the Town’s total expenditures similar to a business by object code – i.e. salaries, equipment, etc. This provides the reader with a different view of how the Town’s annual dollars are spent.

Staff, wages & benefits, training Expenditures by Expense/Object Code 2018/19 Office and general expenses

Non council honorariums 15% Council stipends

17% Building operation & maintenance 27% 1% Vehicle, equip, infrastructure costs 1% Community Program Expenditure 4% Contracted Services - Other

3% Contracted Services - RCMP 3% 0% 1% Contracted Services - Street 14% 1% Mill/Patch/Pave 8% Contracted Services - Fire Hydrant 4% 1% Grants to Organizations

Tax Exemptions

Partner Contributions

Capital Funding

2019/20 Operating Initiatives

The following section provides an overview of the proposed operational projects and priorities for the next four years that are intended to assist Council in achieving the strategic objectives that they have set for the Town. The following section also provides more detail on several key operational highlights for the 2019/20 Fiscal Year.

STRATEGIC DIRECTION #1 – IMPROVING QUALITY OF LIFE FOR ALL

1.1. Foster economic independence, inclusion and dignity through more affordable and diverse housing options.

1.2. Offer a dynamic quality of life grounded in the Town’s leisure, culture and recreation opportunities.

1.3. Support energy efficiency opportunities throughout the community.

1.4. Harmonize the diverse lifestyle choices between all demographics in Wolfville.

Partnership Agreement with Acadia University and the Acadia Students’ Union (ASU) In the fall of 2018, the Town signed an MOU with Acadia and the ASU to collaborate on areas of priority and mutual interest.

In 2019/20, the key initiatives to be undertaken include:

Communications

• Develop an integrated communications plan; • Rejuvenate the Council/ASU pairings; • Host the first annual community forum;

Academic Opportunities

• Promote the opportunity for community members to attend lectures; • Foster relations between staff and the Department of Community Development; • Develop list of subject matter experts at Acadia

Strategic Planning

• The CAO will serve on the Acadia Strategic Plan Working Committee; • Key Performance Indicators to measure the success of the MOU will be developed.

Community Harmony

• Finalize and begin implementing the Alcohol Strategy; • Acadia will develop a Code of Conduct to include the regulation of off-campus behavior; • Explore the joint community liaison position; 19

• Adopt a Nuisance Party Bylaw; • Continue work on the Rental Licensing Program

Communications The Town will review its existing draft communications plan to (1) ensure that an accessibility lens is applied to all deliverables, (2) to ensure communications mechanisms are meeting the needs of our users, (3) to determine where best communications can be jointly leveraged with Acadia University, (4) to determine how best to undertake effective public information campaigns and (5) to plan for more proactive, and positive, messaging around Town initiatives and successes.

The Town will also undertake a revamp of our existing website to incorporate user feedback that was obtained in the winter of 2019. This revamp will make information available in a more timely, consistent and user-friendly manner.

Municipal Planning Strategy (MPS) and Land Use Bylaw (LUB) This initiative has carried over from 2018-19. The Town of Wolfville will finalize a draft of the Municipal Planning Strategy and Land Use Bylaw for adoption by Council in 2019/20. A completed draft of both documents will be brought to the Planning Advisory Committee (PAC) once completed. The Director of Planning and Development continues to lead this initiative.

Some of the main issues that will be addressed in the MPS/LUB include:

• A strategic decision-making framework for land use decisions and linkages to other strategic documents (e.g. asset management). • Identified Priorities, Actions and Measurement. • Improved plan implementation and monitoring – more of a living document. • A better understanding of our baseline data by integrating the most recent information available. • A focus on the Core Area – commercial and neighbourhood area as the heart of the Town. • Improved neighbourhood policies with a focus on housing choice, affordability, residential conversions, and the Residential Rental Business By-law. • Improved University policies linked to the ongoing partnership agreement with Acadia. • Recognition of Regional Statements of Interest and compliance with the Provincial Statements. • Improved Economic Development linkages including process improvements, small-scale commercial opportunities, identifying development opportunity sites and an area to apply Bill 177. • Improved Parks and Open Space Policies. • Transportation and Infrastructure policy that is linked to improved asset management and fiscal sustainability. • Refreshed Environmental Sustainability policies to reflect recent data collection (e.g. flood risk) and aspirations for a more sustainable and resilient community.

Addressing Housing Issues with Landlords In the fall of 2017, Council passed a motion directing staff to examine options on how the municipality can better regulate and hold landlords accountable for undesirable impacts their rental housing may have within the Town. Staff have examined this issue in conjunction with tools in the MPS, have

considered options for a licensing program and have reviewed enforcement opportunities through municipal bylaws and policies.

As a result, the Town will consider the adoption of a Nuisance Party Bylaw to better manage and enforce large gatherings and parties that have undesirable impacts on the local community. Further, the Town will work towards developing a Residential Rental Licensing Program to register and better regulate all rental properties within the Town of Wolfville.

Comprehensive Alcohol Strategy Stakeholders from the Town of Wolfville, local business community, Acadia University, Acadia Students’ Union, RCMP and the Nova Scotia Health Authority have come together to develop and implement a comprehensive alcohol strategy for the Town. This strategy is aimed at reducing the harms of alcohol to individuals, to others and to the community. This project will serve to:

• provide strategic educational campaigns on alcohol harms reduction and high-risk drinking impacts; • develop and implement creative initiatives to address and mitigate the negative consequences and impacts in the community due to the over-consumption of alcohol; • ensure municipal policies fairly balance mitigating the negative impacts of the over- consumption of alcohol against the promotion of craft beverages and wines as a key economic driver for the Town; • ensure cohesion between all key stakeholders in addressing high-risk drinking and alcohol harms reduction.

Community Energy Planning The Town obtained grant funding in late 2018 to augment its focus on environmental initiatives/projects. Funding has been secured towards a term staff position and a series of community- focused climate and energy projects collectively referred to as “Wolfville Inspire”. The proposed initiatives will require the Town to commit to expenditures in 2019/20 and 2020/21.

This staff person and project contribute to the Town of Wolfville’s further participation in the Partners for Climate Protection (PCP) program. Anticipated deliverables from this work include an updated inventory of GHG emissions (Milestone 1 of PCP program, see graphic right), the development of greenhouse gas reduction targets (Milestone 2), the development of a local action plan (Milestone 3) as well as the implementation and monitoring of actions taken (Milestone 4 & 5).

Ban on Single-Use Plastic Bags In 2018 Council passed a motion to “develop an awareness strategy and bylaw banning plastic shopping bags, in collaboration with stake holders such as valley waste, (2) continue to work with local, regional

and federal partners on plastic-reduction education and awareness campaigns and (3) continue to work with local, regional and federal partners on system approach to reduce or end the use of film plastics and (4) encourage the province to establish an extended producer responsibility program”.

In 2019-20, the general approach will be to work with local, regional, and federal partners, including the province, to define how regulating plastics can be effectively implemented in Wolfville in a manner that compliments regional and provincial efforts while benefiting all stakeholders. With support and involvement from local, regional, and provincial efforts, Wolfville’s regulation of plastics will exert an influence in the federal and provincial context that is “above our weight” and will seek to move forward provincial and federal regulations on plastics, while also increasing economic growth.

Active Transportation Active transportation has become an important mode of transportation in Wolfville as it promotes healthy, active and sustainable lifestyles. Wolfville is positioned well to capitalize on the benefits of active transportation given the Town’s small geographical size; abundance of trails and green space; the fact that the majority of the population lives within 1 km of the downtown core; and the fact that 51% of residents work within Wolfville. Residents are already taking advantage of our existing active transportation amenities as 24% of employees walk to work and 4% cycle, which is well above the provincial and national averages.

Walkability This initiative will comprehensively focus on walkability in the Core Area. In conjunction with the Active Transportation Plan, this initiative will focus on making the Core Area more walkable by identifying and highlighting key destinations, quantifying pedestrian patterns, ensuring an accessibility lens is applied to all improvements, making improvements to sidewalk repairs, ensuring sufficient lighting is available on pathways, incorporating CEPTED principles in parking lots and on trail connections, reviewing public art opportunities, piloting placemaking initiatives, reviewing the purpose and role of existing kiosks, and leveraging the Cittaslow brand.

Note: A more specific action plan will be included in the March 2019 version of the Operations Plan.

Parks Planning Wolfville currently has an abundance of parks, with 92.30 acres of town-owned land (excluding the Wolfville Watershed Nature Preserve) and 86.2 acres of non-town owned land. Under the proposed revisions to the MPS, Wolfville will not be accepting additional land for parks except for those properties already identified in the Greenspace Network. For all other developments, cash-in-lieu will be accepted and added to the open space reserve to develop and improve current parks within Town.

In 2016, staff completed a parks and open spaces inventory, which will help to establish a framework for the future vision of each park. It is expected over the next ten years that all parks will have received a comprehensive review with further planning or development completed or scheduled. In 2019/20, the Town will develop a ten-year Capital Improvement Plan for all Parks, trails and green spaces. The parks initiatives that staff have identified for additional planning and/or development over the next four years are:

• developing a park and trail plans for the West End Park; • finishing the implementation of the parks plan for Evangeline Park; • developing the East End Gateway: o relocate the Skateboard Park; o begin work on trailhead and landing area on north side of Main Street; o finalize the development plan for the VIC; o conduct an assessment of Willow Park in terms of function and form • finalizing the new lease for Seymour Gordon Quiet Park (this will serve to enable more extensive parks planning and/or development in the future); • finalizing the lease for the Post Office Lawn, which will enable the completion of the landscaping and development associated with the Mona Parsons Project; • reconfirming Council’s desire for a splash pad in Wolfville and determining an appropriate site; • creating a 10-Year capital investment plan for Parks; • reviewing the staffing model and expectations of Parks crew in terms of delivery of service.

Wayfinding The Town will complete the remaining work required on the Wayfinding Initiative, which is primarily related to Parks, Trails and Open Spaces.

Placemaking Staff will identify opportunities for neighbourhood placemaking initiatives and strive to execute at least one in the 2019-2020 fiscal year.

Pilot Projects and Innovation Staff will look for opportunities to pilot and test initiatives (low cost, quick implementation, temporary, participatory, educational) that may lead to better outcomes when designing more permanent capital projects.

Regional Emergency Management Organization The Towns of Berwick, Kentville and Wolfville, along with the Municipality of the County of Kings, have partnered to create a Regional Emergency Management Organization to plan for, and respond to, emergency situations that may occur within Kings County. This has replaced the need for each municipality to have separate plans, which has eliminated duplication and maximized collaborative resources.

2019/20 will be the second year of this pilot initiative and the priorities will include:

• Evaluation of REMO Model • Community Outreach o Continued development of the Kings REMO Community Outreach program to further Emergency Preparedness Awareness across Kings County • Emergency Plans o Annual Review of the Kings REMO Regional EM Plan o Development of the Supporting Emergency Plans to the Kings Regional Emergency Management Plan (REMP) for specific Hazards: 23

. Flood Plan . Hurricane . Winter Storm/Blizzard . Wildland Fires . Power Outages o In cooperation with the NS Department of Health & Wellness, develop a Kings REMO Heat Advisory & Response System (HARS) for Kings County as per the Motion from the January 21st Regional EM Advisory Committee meeting • Memorandum of Understanding Development o Kings REMO – Kings County Amateur Radio Group (Communications Support) o Kings REMO – Kings Transit Authority (Emergency Transportation Support) • Training & Exercises o Training . Incident Command System Staff Training (200 – 300 level) o Exercises . Flood Discussion-Based Exercise (April 2019) . Operational-level Exercise for ECC Staff (Fall 2019) . Disaster Exercise – Community Involvement (Spring 2020)

STRATEGIC DIRECTION #2 – MAXIMIZING OUR INFRASTRUCTURE INVESTMENTS

2.1. Create efficiencies and utilization of Town owned buildings.

2.2. Make the downtown core more user friendly.

2.3. Ensure Town owned and/or funded infrastructure meets the needs of the community.

In 2019/20, the key initiatives to be undertaken include:

Facilities/Infrastructure

• Partner on the development of an EV Charging Station; • Complete the Acadia Athletics Complex Business Plan; • Review Facilities Agreements between the two institutions; • Examine the potential relocation of the skateboard park to Tower Field as part of a broader site development initiative; • Define role, if any, for Acadia in the Town’s Library Project; • Examine the future growth and development of the Acadia Farm; • Review the Day Camps arrangement to ensure that it is working for both partners

Accessibility Legislation Nova Scotia’s Accessibility Act was proclaimed in September 2017. Under this legislation, Municipalities will have one year from the date that they are prescribed “public bodies” under the Act to establish an Accessibility Committee and develop an Accessibility Plan. In the spring of 2018, the Town was selected as a pilot community for the development of a municipal Accessibility Plan. An Advisory Committee was formed and the plan was developed and approved by Council in the winter of 2019. In 2019/20, the key priorities from this plan will be to:

• conduct an inventory of the built environment (internal); • review and implement changes to the manner in which the Town communicates with its residents, including the use of plain language and improvements to the Town’s website ($10,000 Erin)

Parking Management Addressing parking concerns within the Town remains a key priority in 2019/20. Staff will work in conjunction with key stakeholders as the WBDC toward:

• draft changes to the MPS/LUB regarding parking requirements in the downtown and cash in lieu requirements; • identification of future additional parking lot options to meet the needs of the downtown area (MPS); • determination on the sufficiency of existing handicapped parking spots that are available (this will be accomplished through the built form analysis work through the implementation of the Accessibility Plan) • determination on the sufficiency of parking length maximums at Town owned and leased lots (ie: Little Lane, Linden, overnight); • opportunities for partnership (i.e. Acadia and the WBDC); • the feasibility of alternatives for addressing parking concerns in the downtown core. • Problem Area List: tie in tangible action items

The following parking-related priorities will be tied into the Town’s Walkability initiatives:

• recommendations on how to better connect parking lots to the business community; • recommendations on how to link Active Transportation initiatives to parking opportunities; • recommendations on how to utilize CEPTED guidelines (Crime Prevention Through Environmental Design) for public parking lots; • communication initiatives, including signage, that will be required;

Address Parking Lot Leases –Wade’s, Acadia Lots and NSPI The Town currently has a lease for the Wade’s Parking Lot in front of Shopper’s Drug Mart, which specifies public use of the parking lot and outlines maintenance responsibilities. The lease is now four years old and requires a few amendments should the relationship continue. The Town also has existing leases with Acadia University that need to be renewed and has a potential interest in acquiring additional NSPI land for parking in the East End. 25

The Town will decide as to whether these lots are integral to our parking management plan and if so, what should be required in the lease(s) on a go-forward basis. This is a carry-forward initiative from 2018/19.

Regional Recreation Needs Assessment The four municipalities in Kings County wish to better understand the recreation needs of residents within Kings County. This study was initiated in 2018/19 and will build on the work completed in 2015/16 by the Facilities Assessment and Gap Analysis completed by the Town of Wolfville. It will serve to inform the Town of Kentville and its potential regional partners (including the Town of Wolfville) on any future Regional Wellness Centre and other capital recreational projects within Kings County.

The Regional Recreation Needs Assessment will include the following:

• determination of the unmet recreation facility needs of the population within Kings County by season; • identification of gaps within the current recreation delivery system by season; • detailed demographic trends for the area that include marginalized sectors of the local population; • identification of factors/trends that are likely to impact the nature of the local population and their recreation needs in the foreseeable future.

It is anticipated that the study will be completed in the spring of 2019 and this will inform the next steps of all partnering municipalities.

Acadia Athletic Complex Business Plan In partnership with Acadia University, the Town is in the process of completing a business plan for the existing Acadia Athletic Complex. Facility revenues, user-pay models, cost-reduction strategies, community access and potential municipal contributions will all be examined as part of this Business Plan. It is expected that this plan will be completed by the spring of 2019.

Main Street Milling and Paving An additional $60,000 has been included in the Public Works operating budget for the third year to increase the amount of street that is milled and paved in 2019/20, with an emphasis on Main Street. This amount represents approximately 300 m per year with the plan to continue on an annual basis for at least the next two years. The plan will be re-evaluated each year in conjunction with the capital budget however the focus for year one will be:

Huron Minas View (Cape View-end) Iona Road Fowler Street Skyway Drive (Fundy-Basin) Hillside (Prospect-Bay) Riverview Avenue 26

Main (Kent to Chestnut) Main (Chestnut to Wickwire)

The actual sections to be completed will be evaluated in the spring based on the Pavement Condition Index and operational requirements (underground infrastructure, repairs to be completed prior to milling and paving, etc.).

In Years 2-3 of the Operations Plan, Grandview, Westwood, Beckwith, Hillside and continuing work on Main are in the current plan.

Sidewalks The Town will allocate $24,000 annually to repair and maintain our existing sidewalk network. In 2019- 20, in addition to concrete repairs in the core area the following sidewalks will be repaired:

Main (Victoria to Orchard) Acadia (Linden to Gaspereau) Acadia (Highland to Wolfville School)

Maximizing Town Space – Library Needs Assessment and Options for Town Buildings Town Council has provided direction to develop an enhanced library and Town Hall facility at the current footprint of the existing library site. In 2019-20, the Library Working Group will present a feasibility study to Council highlighting options for the site, financial considerations, and the identification of the critical path forward.

Traffic Information gathering, similar to what is being undertaken for parking, will be undertaken for vehicle traffic patterns in key locations. Level of service targets will be identified and walkability initiatives will be pursued.

Asset Management An internal working group will be developed to continue the work on Asset Management. The goal of this working group is to ensure that asset management data will assist in the development of a longer- term capital improvement plan and that it is informing strategic capital planning decisions.

Risk Management The Town will utilize external consultants to conduct a risk assessment for the Town and provide proactive recommendations to reduce identified areas of potential exposure.

STRATEGIC DIRECTION #3 – LEVERAGING OUR ECONOMIC OPPORTUNITIES

3.1. Advance Wolfville as a premier destination in Atlantic Canada for culinary, craft beverage and wine experiences. 3.2. Create a business ready environment for future expansion and attraction opportunities. 3.3. Foster the success of our existing business community. 27

In 2019/20, the key initiatives to be undertaken include:

Economic Development

• Define the Town’s role in Destination Acadia; • Develop and support one major event in Wolfville; • Pursue opportunities to partner with the Acadia Entrepreneurship Centre; • Support the development of the proposed Culinary Tourism Centre

Economic Development Pending the decision of the Town on participation in the Regional Enterprise Network, the Town will focus on the following initiatives in 2019/20:

• fostering a more formalized relationship with the Acadia Entrepreneurship Centre; • drafting of a Bylaw to enable tools provided for in Bill 177; • continuation of relationship development with the local business community; • continuation of support for the Town’s signature events; • working with Parks and Recreation to leverage the economic development opportunities provided by the VIC; • conducting economic impact analyses of key events (in partnership with the WBDC).

Visitor Information Centre (VIC) In 2019/2020 the Town will continue to operate the VIC from mid-May until the end of October. This will allow the VIC to be open for Devour! and to serve visitors coming in to our region to enjoy the harvest season, our signature events and our wine, craft beverages and culinary experiences.

Construction on a new VIC is anticipated to being in 2020.

Operations Plan Years 2, 3 & 4 The following is a summary of projects and initiatives currently slated for years 2, 3 and 4, by Strategic Direction. As the Operations Plan is intended to be a living document, projects are subject to move, be added, or be eliminated in future years based on human and financial resources and the priorities of Council. Additionally, as more details are known on anticipated future projects, these will be updated in the Operations Plan.

Improving Quality of Life 2020/21 Fiscal Year 2021/22 Fiscal Year 2022/23 Fiscal Year Year 2 Year 3 Year 4 • in partnership with Kings Transit, • explore long-term functionality of • respond to recommendations from create improvements to local Bus Olsen’s Park; the updated Parks and Open Shelters; • implementation of burial ground Spaces Master Plan of 2022 • Develop a plan for the Burial project; Ground; • continued development of • Continue the development of the Seymour Gordon Quiet Park; East End Gateway including the • continued development of West completion of the North Side End Park and Trail; Parking Lot and landing area, the • development and management of completion of the VIC and Willow Wolfville Nature Trust resource; Avenue east sidewalk, and trail • revisit and update the Parks and development connecting the Open Space Master Plan of 2012; Harvest Moon Trail to the • respond to Woodman’s Grove Year Millennium Trail; 2 needs assessment, with specific • Initiative parks planning for interest in the development of the Seymour Gordon Quiet Park; marshland area northern side • Develop parks programming under the “Try it in Wolfville” campaign; • Develop parks plan for Woodman’s Grove; • Examine opportunities for enhanced usage of the Wolfville Nature Trust space; • Implement the parks plan for the West End Park and Trail system; • Examine the need and viability of the dedicated dog park in Wolfville; • Respond to Council’s direction regarding the Splash Pad; • Develop a Water Conservation Plan

Maximizing Our Infrastructure 2020/21 Fiscal Year 2021/22 Fiscal Year 2022/23 Fiscal Year Year 2 Year 3 Year 4 • Track Sanitary Flushing • Track Sanitary Flushing • Track Sanitary Flushing • Implement I&I Recommendations • Implement I&I Recommendations • Implement I&I Recommendations • Maximizing Use of the Asphalt Recycler • Maximizing Use of the Asphalt • Maximizing Use of the Asphalt • Continue the Town-Wide Milling Recycler Recycler and Paving Program – enhanced • Continue the Town-wide Milling • Continue the Town-wide Milling level of funding for 2020/21. and Paving Program – enhanced and Paving Program. Streets to be Streets to be included: Grandview level of funding for 2021/22. Streets included: Main (Laura Moore to (Beckwith-Skyway), Beckwith to be included: Westwood (Park St Maple). (Wickwire to end), Beckwith – end), Main (University to (Chestnut to Grandview), Beckwith • Continue the Town-Wide Sidewalk Highland). (Grandview to Wickwire), Hillside maintenance Program – streets to (Bay to Fairfield), Hillside (Fairfield • Continue the Town-Wide Sidewalk be determined following to Pleasant), Main (Wickwire to maintenance Program – Main evaluation. Earnscliffe), Main (Earnscliffe to (Stirling to Hillcrest), Main • A discussion and decision on the Westwood), Main (Westwood to (Whidden to west end), Pleasant Traffic Lights at the four-way stop University). (Evangeline to Highland), Hillside will be revisited. • Continue the Town-Wide Sidewalk (Prospect to Bay) maintenance Program – Main

(Earnscliffe to Westwood), Main

(Perkins Way to Highland), Pleasant (Riverview to Gaspereau), Skyway (Fundy to Basin), Acadia (Wolfville School to Gaspereau)

Leveraging Our Economic Opportunities 2020/21 Fiscal Year 2021/22 Fiscal Year 2022/23 Fiscal Year Year 2 Year 3 Year 4 • Develop an Economic Development • Continue BRE visits • Continue BRE visits Strategy for the Town of Wolfville (pending outcome of REN decision, will carry over from 2019/20) • In partnership with Destination Acadia, develop an Event Attraction Strategy • Continue BRE Visits • Complete an Evaluation of the WBDC Funding Agreement

Contract and Lease Review Staff have been reviewing all contract, lease and agreement files on record and have developed a four- year plan for addressing expired or soon-to-expire documents. There are many contracts that automatically renew after the initial time frame and have been renewing for several years. The plan identifies those contracts to ensure a review is completed prior to the next renew date.

In 2019/20, staff will review the following:

• Sewer Contract with Kings County – The Town will open discussions with the County of Kings to revisit the existing Sewer Contract from 1979 to refine cost sharing and address future expansion opportunities. • Elm Ave Parking Lot Lease with Acadia University – The Town will re-negotiate the lease for the Elm Avenue Parking Lot with Acadia, • Tower Field Lease – The Town will re-negotiate the lease for Tower Field

• Regional Organizations – The Town will request that the Kings Standing Committee of Mayors review agreements, along with funding formulas, for Valley Waste, Kings Transit, VCFN and Kings Point to Point. • NSCC MOU – The Town will re-negotiate the MOU with NSCC • Bell Aliant MASH Entity Centrex Business & Unified Communications – The Town will re-negotiate the contract with Bell Aliant

• Raymond Field/Walking Track MOU – The Town will re-negotiate the MOI with Acadia

• Rotary Field Lease - The Town will re-negotiate the lease for Rotary Field

2020/21 Fiscal Year 2021/22 Fiscal Year 2022/23 Fiscal Year Year 2 Year 3 Year 4 • Strategic Partnership • Bell Cell Tower Lease • SEIEU Collective Agreement Agreement Review • SPCA Constable Contract • WBDC • Pitney Bowers overall • Bell Aliant Mobility Lease contract • Stile Park Lease • Fire Services Agreement • SPCA Animal Control • Pitney Bowes Inserter

Request for Proposals (RFP’s) & Tenders The Town also intends to issue a number of operational Requests for Proposals and Tenders during the 2019/2020 Fiscal Year:

• Legal: The Town will procure for general, planning and human resource management legal services. • Insurance: The Town will conduct an RFP for insurance. • Photocopiers: The Town will conduct an RFP for its photocopier systems. • Asphalt: The Town annually procures for its asphalt requirements. Once again, this tender will be done in conjunction with Acadia University. • Line Marking: The Town annually procures for line marking services. This will be done early in 2019 to facilitate having the line painting completed in the spring. • Sewer Flushing: The Town annually procures for sewer flushing services. • Snow Removal (Front Street Parking Lot and Toye Lane): The Town will be procuring for snow removal from the Front Street Parking Lot and, pending the review of the Snow and Ice Removal Policy by Council, for Toye Lane. • Audit: The Town will conduct an RFP for audit services.

2020/21 Fiscal Year 2021/22 Fiscal Year 2022/23 Fiscal Year Year 2 Year 3 Year 4 • Asphalt • Asphalt • Asphalt • Line Marking • Line Marking • Line Marking • Sewer Flushing • Sewer Flushing • Sewer Flushing • Snow Removal (Front Street • Snow Removal (Front Street • Snow Removal (Front Street Parking Lot and Toye Lane) Parking Lot and Toye Lane) Parking Lot and Toye Lane) • Postage Machine • Postage Machine

• Insert/Folder Equipment

Non-Routine Projects In addition to the many projects and initiatives listed in the Operational Plan, there are several projects that will be undertaken that are related to Council or Human Resource Management that are not annual or routine in nature.

The 2019/20 fiscal year will include:

• E-Voting: Council will consider whether or not to permit e-voting for the 2020 municipal election.

• Staff Salary and Benefits Review: An internal review of staff benefits and salaries will take place and any recommended changes brought to Council for consideration.

Future non-routine projects include:

2020/21 Fiscal Year 2021/22 Fiscal Year 2022/23 Fiscal Year Year 2 Year 3 Year 4 • Election • Strategic Planning • Citizens Satisfaction Survey • Council Remuneration • Union Negotiations • Citizens Satisfaction Survey • Boundary Review (spring) • Orientation Preparation

Operational Deliverables – Day to Day Deliverables for the Town In addition to the various strategic priorities that are established by Town Council, the Town plays an important administrative function in meeting its requirements as established by the Municipal Government Act. On a day-to-day basis, the Town provides, and will continue to provide, the following core services:

• Administration of approximately 1,620 (1,575 in 2018/19) residential/resource and 107 (110 in 2018/19) commercial tax accounts; • Administration of approximately 1,540 water and sewer accounts; • Regular financial, environmental, recreation and building/development reporting to the Province and Federal agencies; • Administration of Grants to Organizations. In 2018/19 the Town provided $70,650 in support of Commented [MM1]: This value could change by year end....as there are a couple of grant amounts potentitally to be paid out various events, facilities and community groups, and it will continue to do so in 2019/20; • Operation of the Town’s Water Utility and the Town’s Sewer System; • Administration of the Town’s approximate 210 existing Development Agreements; • Processing of new Development Agreement applications. The Town has processed an average of six (6) Development Agreements annually since 2011; • Processing of Development Permit applications. The Town has processed an average of 63 Development Permit applications annually since 2011. • Processing of Subdivision applications including lot boundary changes and consolidations. The Town has approved an average of 9.5 new lots annually since 2011. • Working with applicants on inspections and approvals for building and occupancy permits. The Town has issued an average of 45 Building Permits annually since 2011. • Maintain the Municipal Heritage Registry. There are approximately 35 registered heritage properties in Wolfville. • Enforcement and administration of the Town’s 41 Bylaws; • Enforcement and administration of the Town’s 60 Policies and 26 Human Resource Management Policies; • Oversight of the Wolfville Fire Department; • Provision of support for Town Council. Council meets 11 times annually for Council meetings and 11 times annually for Committee of the Whole meetings and on an as-needed basis; • Provision of support for the nine Committees of Council. The nine existing committees total approximately 46 regular meetings annually. • Provision of support for the Design Review Committee which meets approximately three (3) times per year. • Provision of support for Public Information Meetings, Public Hearings, Public Participation Meetings and other public consultations. On average these meetings occur 15-20 times per year; • Administration of the Freedom of Information and Protection of Privacy (FOIPOP) Act. The Town administers approximately 5 FOIPOP requests annually; • Provision of policing services via the RCMP;

• Maintenance of 33.20 km of Town roads and 24.36 km of Town sidewalks; • Maintenance of 7.80 km of Town trails (excluding Watershed Trails) and 92.30 acres of designated parks and recreation space. • Support for the Town’s signature events; • The hosting of Canada Day, Mud Creek Days, Winter Warmer, Volunteer Appreciation Night and the New Years Eve Brunch; • Administration of the SPP and CPP programs

Bylaw & Policy Priorities Policy and bylaw development is a key role of Town Council and provides the Town with the tools it requires to run the Town effectively. The Town is constantly reviewing its policies and bylaws to ensure they remain relevant and best serve the needs of our residents and business community. Our review process is depicted below:

Develop a 4 year Identify/develop Update Repeal redundant Update 4 year policy/bylaw review new policies, bylaws policies/bylaws policies/bylaws that review work plan work plan and procedures where required are no longer neded

2019/20 Policy and Bylaw Priorities The following depicts the policies and bylaws that will be created and/or reviewed in 2019/20; which is year one of the four-year plan.

BYLAWS POLICIES

• Continue to develop a Residential Rental • Develop a Fire Protection Rate Policy Business Bylaw to ensure that issues related to • Create a Council Code of Conduct Policy rooming houses can be adequately addressed.

• Develop a Use of Alcohol in Municipal Spaces • Create a Bylaw to enable Bill 177 to incent

NEW Policy business development in key areas within Wolfville. • Develop the Party Registration Bylaw

• Complete Phase 2 of the Municipal Planning • Review the Snow and Ice Clearing Policy to Strategy, Land Use Bylaw and Subdivision provide clarify on standards related to non- Bylaw review. Include a Review of the municipal roads Sidewalk Café Bylaw and the Swimming Pool • Review the Low Income Property Tax Bylaw as part of the review. Exemption Policy • Make minor revisions and gazette the Property • Review HR Employee Conduct Policies and Minimum Standards Bylaw REVISED consolidate, including interim staff • Review the Taxi Bylaw (if time permits - may appointments and smoke free buildings and be moved to 2020/21) vehicles policies. • Review the Disposal of Surplus Equipment Policy

Future Policy and Bylaw Priorities The following section outlines the by-laws and policies that are slated for review in years 2, 3 and 4 of the Operating Plan.

In addition to the policies identified below, staff consistently reviews all policies on a four-year rotation to determine if they are current and note any revisions or repeals that may be required. If changes are required, then the policy will be added to a future year on the Operational Plan. If there are no changes, the policy is placed back in the rotation for review consideration in another four years.

2020/21 Fiscal Year 2021/22 Fiscal Year 2022/23 Fiscal Year Year 2 Year 3 Year 4 Bylaw Work Plan

• Civic Numbering Bylaw • Streets Bylaw • Cat Bylaw • Breaking Soil Bylaw • Subdivision Bylaw • CAO Bylaw • Boundaries Bylaw • Sewer Bylaw • Vending Bylaw • Skateboard Bylaw Policy Work Plan

• Urban Forest Management • Bylaw Enforcement Policy • Develop a Renting Recreational Policy Spaces Policy. • Open Spaces Fund Policy • Street Naming Policy • HR Performance Management • Investment Policy and Professional Development • Council Remuneration Policy • Administration of Medical and Policies • Council Board and Commission Health Care Provisions • Accessibility Advisory Remuneration Policy • Child Abuse Reporting Committee • Deputy Mayor Policy Procedure • Municipal Fees Policy • HR – Staff & Employment • Council Professional Dev. Policy • Flag Flying Policy Policies • Source Water Protection • Procurement Policy Advisory Committee • Committees Policy

Committees of Council Council currently has nine Committees of Council, including Committee of the Whole. Each Committee serves in an advisory capacity to Council and has established priorities for the 2019/20 year to support the implementation of the Operations Plan

COMMITTEES OF COUNCIL

AUDIT ACCESSIBILITY ART IN PUBLIC SPACES

Review and provide input into the Low Provide guidance on the Identify one small scale community art Income Tax Property Tax Exemption implementation of the Accessibility project to implement. Policy. Plan.

ENVIRONMENTAL PLANNING DESIGN REVIEW SUSTAINABILITY ADVISORY To inform the planning process by Provide leadership and expertise on Oversee Phase 2 of the Municipal providing peer review of development key projects in the Operational Plan, Planning Strategy Review applications that require including the proposed ban on plastic interpretation of the Town’s bags. architectural guidelines. Begin to work through the development of a Community Energy Plan

RCMP ADVISORY BOARD SOURCE WATER PROTECTION TOWN & GOWN

Develop and enforce further Review the recommendations of the Serve as stewards of the Acadia and community policies in regard to: 2008 Source Water Protection Plan to Town Partnership Agreement. determine what is still relevant and Traffic develop a revised implementation Crosswalk/Pedestrian Safety plan. RCMP Visibility at key weekend events Relationship with youth Noise Prevention Crime Reduction

10-Year Capital Investment Plan The Town prepares a 10-Year Capital Investment Plan (CIP) each fiscal year, although Council only approves the projects in Year 1 for the Capital Budget. The 10-Year CIP assists with planning and funding of the capital program. Projects scheduled past year 1 are subject to change due to financial and human resources/opportunities and the priorities of Council. Details of the projects for years 1 through 4 are provided on the following pages.

UPDATE CHART !!!!

2019/20 Capital Projects include:

1. Public Works Fleet Replacement 2. Seaview Avenue 3. Westwood (Main to Irving Centre) 4. Accessibility and renovations incl. solar panels to Public Works building 5. Decorative Lights on Elm Avenue 6. Gaspereau - Willow 7. Fire equipment upgrades 8. Shoreline Protection 9. Flood Risk Mitigation 10. Storm Water Management Plan 11. Sewer Treatment Plant Expansion Design 12. East End Gateway – Harvest Moon Trailhead Continued 13. East End Gateway – Other Upgrades

14. Relocate Skatepark 15. Evangeline Park 16. Mona Parsons – pathway amenities 17. West End Parkland and Trail 18. Renovate RCMP Detachment space for use by Town Hall staff

2019/2020 Capital Investment Plan (Year 1)

1. Project Name: Project Description Public Works Fleet Replacement Each year the Town replaces equipment as required, to ensure the fleet inventory is maintained in a cost-effective manner and sufficient to provide the services mandated Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Vehicle Replacement Schedule Dates Q1 Q2 Q3 Q4

Department (Secondary) $300,000 A M J J A S O N D J F M N/A

2. Project Name: Project Description Seaview Avenue The purpose of the project is to rehabilitate 185 m of Seaview Avenue, including replacing underground infrastructure. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Pavement Condition Survey (2015) Dates Q1 Q2 Q3 Q4

Department (Secondary) $715,000 A M J J A S O N D J F M N/A

3. Project Name: Project Description Westwood Avenue (Main to Irving The purpose of the project is to rehabilitate 350 m of street from Main Street to the K.C. Irving Centre, including underground infrastructure. Centre) Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Downtown Development Plan (2014) Dates Q1 Q2 Q3 Q4

Department (Secondary) $1,260,000 A M J J A S O N D J F M N/A

4. Project Name: Project Description Public Works/Comm Dev Building Upgrades to ensure accessibility and safety and installation of solar panels for efficiency long term Department (Primary) Related Plans Budget Priority Timeline FT 2019/2020 Public Works Dates Q1 Q2 Q3 Q4 Department (Secondary) $335,000 A M J J A S O N D J F M

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5. Project Name: Project Description Decorative Lights – Elm Avenue The purpose of the project is to install decorative lights on Elm Avenue to continue the aesthetics of the downtown. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Downtown Development Plan (2014) Dates Q1 Q2 Q3 Q4

Department (Secondary) $75,000 A M J J A S O N D J F M N/A

6. Project Name: Project Description Gaspereau – Willow to civic 94 The purpose of the project is to rehabilitate 180m of street from Gaspereau – Willow to Civic 94, including underground infrastructure. Department (Primary) Related Plans Budget Priority Timeline FT 2019/2020 Public Works Dates Q1 Q2 Q3 Q4 Department (Secondary) $600,000 A M J J A S O N D J F M

7. Project Name: Project Description Fire equipment upgrades The purpose of the project is to provide upgrades to fire equipment including SCBA Apparatus Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Fire • Dates Q1 Q2 Q3 Q4

Department (Secondary) $50,000 A M J J A S O N D J F M

8. Project Name: Project Description Shoreline Protection The purpose of this project is to supply and install shoreline protection along approximately 130 metres of shoreline in Waterfront Park to protect the park and park infrastructure from erosion Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Waterfront Upgrades – Wharf Inspection Dates Q1 Q2 Q3 Q4 Department (Secondary) Report (2016) $350,000 A M J J A S O N D J F M Planning • Operational Reports

9. Project Name: Project Description Flood Risk Mitigation The purpose of the project is to identify and implement flood risk mitigation initiatives. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Dates Q1 Q2 Q3 Q4 $50,000 Department (Secondary) A M J J A S O N D J F M 42

Planning

10. Project Name: Project Description Storm Water Management Plan The purpose of the project is to complete a Storm Water Management Plan for the Town. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Dates Q1 Q2 Q3 Q4

Department (Secondary) $30,000 A M J J A S O N D J F M Planning

11. Project Name: Project Description Sewer Treatment Plant Expansion The purpose of this project is to design the expansion of the Sewer Treatment Plant to build capacity for future growth in the Town. Design Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Dates Q1 Q2 Q3 Q4

Department (Secondary) $40,000 A M J J A S O N D J F M N/A 12. Project Name: Project Description & East End Gateway – Trail Head & The East End Gateway will announce and articulate the arrival into Wolfville’s Downtown. The Gateway will involve the design and construction of 13. other upgrades a number of elements that create a sense of arrival, provide community space, and support Wolfville as a tourist destination. In 2019/20 the projects include completion of the Harvest Moon Trail Head and other upgrades to be determined. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Parks & Recreation Dates Q1 Q2 Q3 Q4 Department (Secondary) • Downtown Development Plan (2014) $100,000 A M J J A S O N D J F M Public Works 14. Project Name: Project Description Relocate Skateboard Park The purpose of the project is to relocate the skateboard park to Tower Park. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Parks & Recreation • Dates Q1 Q2 Q3 Q4

Department (Secondary) $75,000 A M J J A S O N D J F M Planning 15. Project Name: Project Description Evangeline Park The purpose of the project is to create and implement a park plan to increase the useable area of Evangeline Park and install new equipment/ infrastructure. A natural play structure, including climbing wall, slide and log/boulder play areas will be installed, as well as a picnic tables, benches 43

and new fencing Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Parks & Recreation • Dates Q1 Q2 Q3 Q4

Department (Secondary) $15,000 A M J J A S O N D J F M Planning 16. Project Name: Project Description Mona Parsons Pathway amenities The purpose of the project is to complete xxx. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Public Works • Dates Q1 Q2 Q3 Q4

Department (Secondary) $20,000 A M J J A S O N D J F M Planning 17. Project Name: Project Description West End Parkland and Trail The purpose of this project is to develop a neighbourhood park and trails in the west end. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 Parks & Recreation • Dates Q1 Q2 Q3 Q4 Department (Secondary) $10,000 A M J J A S O N D J F M

18. Project Name: Project Description Reno of RCMP Detachment The purpose of the project is to renovate the current RCMP space to accommodate Town staff once detachment leaves. Department (Primary) Related Plans Budget Priority Timeline FY 2019/2020 • Dates Q1 Q2 Q3 Q4

Department (Secondary) $50,000 A M J J A S O N D J F M

10-Year Capital Investment Plan Years 2, 3 & 4

Fiscal Year 2020/21 Fiscal Year 2021/2022 Fiscal Year 2022/2023 Year 2 Year 3 Year 4 IT Server Upgrades Public Works Fleet Replacement Public Works Fleet Replacement

Public Works Fleet Replacement Decorative Lights (Locust to Willow) Highland – Prospect to Bay

Flood Risk Mitigation Future Park Improvements Pleasant – Sherwood to Huron

Sewer Treatment Plant Expansion Fire Equipment upgrades Generator replacement – Town Hall

New Visitor Info Centre & Willow Park upgrades Engineering Design Work Nature Preserve Dam

West End Parkland & Trail Future Park Improvements

Other East End Gateway upgrades Fire Equipment Upgrades

Fire Equipment upgrades Engineering Design Work

2020/2021 Capital Investment Plan (Year 2)

1. Project Name: Project Description IT Infrastructure Upgrades The Town’s IT servers are on a replacement schedule of every six years. Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Finance & Corporate Services • Dates Q1 Q2 Q3 Q4 Department (Secondary) $15,000 A M J J A S O N D J F M N/A

2. Project Name: Project Description Public Works Fleet Each year the Town replaces equipment as required, to ensure the fleet inventory is maintained in a cost-effective manner and sufficient to provide the Replacement services mandated. Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Public Works • Vehicle Replacement Schedule Dates Q1 Q2 Q3 Q4

Department (Secondary) $374,900 A M J J A S O N D J F M N/A

3. Project Name: Project Description Flood Risk Mitigation The purpose of the project is to identify and implement flood risk mitigation initiatives Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Public Works • Dates Q1 Q2 Q3 Q4

Department (Secondary) $50,000 A M J J A S O N D J F M Planning

4. Project Name: Project Description Sewer Treatment Plant The purpose of this project is to construct the expansion of the Sewer Treatment Plant in accordance with the design from 2019/20 to build capacity for future growth in the Town Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $3,070,000 A M J J A S O N D J F M N/A

5. Project Name: Project Description New Visitor Information Centre The East End Gateway will announce and articulate the arrival into Wolfville’s Downtown. The purpose of this project is to provide upgrades to Willow and Willow Park Upgrades Park and to replace the Visitor Information Centre. Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $500,000 A M J J A S O N D J F M N/A 6. Project Name: Project Description West End Parkland and Trail The purpose of this project is to develop a neighbourhood park and trails in the west end. Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $100,000 A M J J A S O N D J F M N/A 7. Project Name: Project Description East End Gateway Upgrades The East End Gateway will announce and articulate the arrival into Wolfville’s Downtown. The purpose of this project is to provide further upgrades to the East End Gateway Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $300,000 A M J J A S O N D J F M N/A 8. Project Name: Project Description Fire equipment upgrades The purpose of the project is to provide upgrades to fire equipment including SCBA Apparatus Department (Primary) Related Plans Budget Priority Timeline FY 2020/2021 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $50,000 A M J J A S O N D J F M N/A

2021/22 Capital Investment Plan (Year 3)

1. Project Name: Project Description Public Works Fleet Replacement Each year the Town replaces equipment as required, to ensure the fleet inventory is maintained in a cost-effective manner and sufficient to provide the level of services mandated Department (Primary) Related Plans Budget Priority Timeline FY 2021/2022 Public Works • Vehicle Replacement Schedule Dates Q1 Q2 Q3 Q4

Department (Secondary) $57,400 A M J J A S O N D J F M N/A

2. Project Name: Project Description Decorative Lights (Locust to Willow) The purpose of this project is install decorative lights on Main Street from Locust to the start of the East End Gateway to tie the East End into the downtown. Department (Primary) Related Plans Budget Priority Timeline FY 2021/2022 Public Works • Imagine the Downtown (2014) Dates Q1 Q2 Q3 Q4 Department (Secondary) • East End Gateway Master Plan (2018) $200,000 A M J J A S O N D J F M N/A 3. Project Name: Project Description Future Parks Improvements The purpose of this project is a placeholder for future parkland improvements that will be identified at a later date. Department (Primary) Related Plans Budget Priority Timeline FY 2021/2022 Parks & Recreation • Parks & Open Space Master Plan (2012) Dates Q1 Q2 Q3 Q4 Department (Secondary) $100,000 A M J J A S O N D J F M Public Works 4. Project Name: Project Description Fire equipment upgrades The purpose of the project is to provide upgrades to fire equipment including SCBA Apparatus Department (Primary) Related Plans Budget Priority Timeline FY 2021/2022 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $50,000 A M J J A S O N D J F M N/A 5. Project Name: Project Description Engineering Design Work The purpose of the project is to plan for Engineering design work a year in advance of implementation Department (Primary) Related Plans Budget Priority Timeline FY 2021/2022 Public Works • $77,400 Dates Q1 Q2 Q3 Q4 48

Department (Secondary) A M J J A S O N D J F M N/A

2022/23 Capital Investment Plan (Year 4)

1. Project Name: Project Description Public Works Fleet Replacement Each year the Town replaces equipment as required, to ensure the fleet inventory is maintained in a cost-effective manner and sufficient to provide the level of services mandated Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 Public Works • Vehicle Replacement Schedule Dates Q1 Q2 Q3 Q4

Department (Secondary) $409,400 A M J J A S O N D J F M N/A

2. Project Name: Project Description Highland – Prospect to Bay The purpose of the project is to rehabilitate 250m of street, including underground infrastructure Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 Public Works • Pavement Condition Survey (2015) Dates Q1 Q2 Q3 Q4

Department (Secondary) $900,000 A M J J A S O N D J F M N/A

3. Project Name: Project Description Pleasant – Sherwood to Huron The purpose of the project is to rehabilitate 180 m of street, including all underground infrastructure. Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 Public Works • Pavement Condition Survey (2015) Dates Q1 Q2 Q3 Q4

Department (Secondary) $648,000 A M J J A S O N D J F M N/A

4. Project Name: Project Description Generator Replacement The purpose of this project is upgrade the current generator at the Town Hall. Last upgraded in 2006. Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 49

Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $60,000 A M J J A S O N D J F M N/A

5. Project Name: Project Description Nature Preserve – Dam Upgrade The purpose of this project is to begin the process for decommissioning the two dams at the Nature Preserve property. Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $500,000 A M J J A S O N D J F M Planning 6. Project Name: Project Description Future Parks Improvements The purpose of this project is a placeholder for future parkland improvements that will be identified at a later date. Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 Parks & Recreation • Parks & Open Space Master Plan (2012) Dates Q1 Q2 Q3 Q4 Department (Secondary) $50,000 A M J J A S O N D J F M Public Works 7. Project Name: Project Description Fire equipment upgrades The purpose of the project is to provide upgrades to fire equipment including SCBA Apparatus Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 Public Works • Dates Q1 Q2 Q3 Q4 Department (Secondary) $50,000 A M J J A S O N D J F M N/A 8. Project Name: Project Description Engineering Design Work The purpose of the project is to plan for Engineering design work a year in advance of implementation Department (Primary) Related Plans Budget Priority Timeline FY 2022/2023 Public Works • Dates Q1 Q2 Q3 Q4

Department (Secondary) $77,400 A M J J A S O N D J F M N/A

Insert pdf org chart at the end of process as PDF

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From: John Andrew Sent: January 28, 2019 2:15 PM To: Town Council Subject: Invitation to Coldest Night Of the Year 2019

Greetings Councillors, O pen Arms will be hosting CNOY 2019 on February 23rd, 2019 for the seventh year. The amazing local support for this nation-wide event is an important part of maintaining Open Arms outreach programs (Drop-in centers, Inn From The Cold Emergency Shelter, Rural Food Delivery Program, SAFE House Transitional Housing Program, Furniture Bank and more). Goals for 2019 include sustaining our new year-round shelter program, expanding outreach into western Kings County, and to continue to push for development of true affordable housing. Our region's WALK has consistently been one of the top ten locations Canada each year.

Coldest Night Of the Year requires that a Team Captain recruit and motivate participants from their school, work/office, church, business, service club, group of friends or whatever group you can think of to walk and fundraise for a great cause. In some cases churches, businesses, partner agencies or individuals may already support Open Arms. That regular giving will continue to be the financial base from which we operate as our programming is not government funded. Online registration for this event opened December 1st: coldestnightoftheyear.org/location/annapolisvalley

The Coldest Night of the Year is a non-competitive 5km/10km winter walk fundraiser that supports Canadian charities who serve people who are hungry, homeless, and hurting in cities across Canada. CNOY allows participants the opportunity to experience a hint of the challenges faced by the homeless during a cold Canadian night in the dead of winter, while raising money for a local ‘homeless’ mission or shelter they know - in this case, Open Arms / Inn From The Cold. Event day registration opens at 2:30 pm and walkers are sent off at 5:00 pm, returning an hour or two later depending on distance and speed at which they walk. Our location is the Kentville Fire Hall. Money is raised as registered teams of walkers participate in a well organized event after having fundraised on behalf of Open Arms. Teams can be any size, but typically range from 5- 15 people. We are pursuing 55 Team Captains to lead as many teams in support of a local charity that is entirely community supported.

Join more than 400 people who will be supporting positive change by raising funds and walking for Open Arms. Every year we have teams sign on as late as the week before the event, but there are obvious advantages to registering sooner!

Peace & Thanks, John Andrew 1 From: J W Sent: January‐24‐19 11:03 PM To: Kevin Kerr Cc: Jeff Cantwell ; Town Council Subject: replacement 35 kph sign needed

Jane Warren

January 24, 2019

Kevin Kerr Director, Public Works - Wolfville 200 Dykeland Street Wolfville, NS B4P 1A2

Dear Mr. Kerr;

In my continued quest for a replacement of the 35 kph sign on the westward (incoming) side of Main Street, at the top of the curve between Main Street and Skyway Drive, I have been directed to contact you.

The previous 35 kph sign in this position, was removed for some reason (probably roadwork) a few years ago. It has not been replaced. There has been a 35 kph sign installed on the eastward (uphill) side of Main Street instead, downhill from this curve in the road. A sign on the westward side of the road should accompany it.

Please ensure this is done.

Sincerely, Jane Warren

CC: Mayor of Wolfville CC: Wolfville Town Council.