Committee of the Whole Tuesday, October 3, 2017 8:30 a.m. Council Chambers, Town Hall 359 Main Street
Agenda
Call to Order
1. Approval of Agenda
2. Approval of Minutes: a. Committee of the Whole Minutes, September 5, 2017
3. 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.
4. Committee Reports (Internal) a. Audit Committee (1). Information Report: 1st Quarter Variance Report b. Town & Gown Committee c. RCMP Advisory Board (1). RFD 028-2017: RCMP Office Space d. Planning Advisory Committee (1). RFD 055-2017: MPS Amendments – 185 Main Street e. Environmental Sustainability Committee f. Emergency Management Advisory Committee
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca
5. Staff Reports for Discussion a. RFD 058-2017: MPS Amendments – Building Height, Downtown Parking and Neighbourhood Business b. Information Report: Residential Set Backs for Lounges
6. CAO Report
7. Committee Reports (External) a. Valley Waste Resource Management (VWRM) b. Kings Transit Authority (KTA) c. Kings Point-to-Point (KPPT) d. Valley Community Fibre Network (VCFN) e. Annapolis Valley Trails Coalition (AVTC) f. Wolfville Business Development Corporation (WBDC) g. Race Relations and Anti-Discrimination Committee (RRADC)
8. Adjournment to In Camera Meeting under section 22(2)(c)(g) of the Municipal Government Act – Personnel Matters/Legal Advice eligible for solicitor-client privilege a. Personnel Matters
9. Adjournment of In Camera
10. Regular Meeting Reconvened
11. Regular Meeting Adjourned
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca COMMITTEE UPDATE Title: Audit Committee Date: October 3, 2017 Department: Community Development
UPDATE The Audit Committee met on Friday, September 15, 2017 to discuss the 2017/2018 1st quarter Variance Report
Included for the Committee in the report is an “All Divisions” summary of variances, sorted from largest to smallest variance for the three months ending Friday, June 30, 2017
The process includes quarterly updates for the Audit Committee for questions and review. Questions were asked and answered sufficiently, and most variances at this time were due to budget allocation and timing differences
The June 30th Financial Variance Report attached focuses on actual results compared to expected budget results for the first quarter of the year. The monthly breakdown is based on when the revenue or expenditure is planned to occur, not simply a 1/12ths allocation – and Director McLean will look at this allocation to see if it can be more specific in timing as opposed to simply 1/12th.
Results in the first half of the year are $460,100 ahead of budget. This compares to a year ago where 1st quarter results were $303,000 ahead of budget as is usually the case each year, there are timing differences that, once adjusted for, produce a result that is more reflective of where the Town’s results can be expected to be by year end.
Water Utility
The Utility saw 1st Quarter Billings well below budget and in fact the lowest quarterly bill in recent years
This low quarterly billing triggered more work to be done on double checking meter reads to ensure accuracy of meters. With upcoming September read dates, additional attention will be paid to variances. This will be done both thru manual review by Town staff, as well as system software that provides consumption edit reports
With regard to Utility expenses, overall, they are within $15,000 of budget and the savings to June 30th have offset the lower than expected metered sales. A number of these “savings” are timing differences where it can be expected to see the actual expenses fall in line with budget
Capital Budget
A summary of capital costs to date was included in the financial report and nothing of significance to report
Committee Update, Page 1 of 2 COMMITTEE UPDATE Title: Audit Committee Date: October 3, 2017 Department: Community Development
Accounts Receivable – Outstanding Taxes
Final tax bills are not yet due, so it is difficult to know for sure whether the Town will have any new arrears issues to deal with; however as of the August it can be reported that collections are behind the usual of past years and a similar situation was experienced a year ago, however by year end outstanding receivables had improved.
Director McLean verbally updated Committee members that initial work on the tax sale process has begun and that Preliminary Notices will be sent end of day today or Monday next week.
The committee inquired with regard to the Audit Committee being made aware of any Operating Plan issues that may be sensitive to the Audit Committee and Director McLean will investigate Operational Plan issues for Audit Committee review at the October Audit Committee meeting.
The next regular meeting of the Audit Committee is scheduled for Friday, October 20, 2017
Committee Update, Page 2 of 2 INFORMATION REPORT to Audit Committee/Council Title: 1st Quarter Financial Update Date: 2017-09-15 Department: Finance
SUMMARY
1st Quarter Financial Update
This report comprises one of the components of the Town’s commitment to transparency and accountability. The process includes quarterly updates that go first to the Audit Committee for questions and review. After that, the report is forwarded to Council (at the next available COW meeting) to complete that step of updating financial results for the Town.
Ideally the 1st quarter results would be available before the end of July, however June and July have traditionally been focused on the year end audit and as yet first quarter results are not available in that same timeframe. It is important to note that the first 3 months of the year provide limited information for many programs and services, as a numerous ones don’t start until July or later. That said certain budget areas can show trends/indications of what to expect by year end.
DRAFT MOTION: THAT THE AUDIT COMMITTEE FORWARD THE INTERIM FINANCIAL REPORT (AS AT JUNE 30, 2017) TO THE OCTOBER 3, 2017 COMMITTEE OF THE WHOLE MEETING.
Information Report, Page 1 of 6 INFORMATION REPORT to Audit Committee/Council Title: 1st Quarter Financial Update Date: 2017-09-15 Department: Finance
1) CAO COMMENTS None at this time. To be added when report goes to October COW.
2) REFERENCES AND ATTACHMENTS • 2017/18 Operational Plan, approved by Council March 21, 2017
3) PURPOSE OF REPORT The quarterly financial update is intended to provide the Audit Committee and Council with an overview of how the Town’s financial results are doing in comparison to the budgeted expectations up to the most recent quarter end. In addition, it provides an opportunity to update on other financial balances that might otherwise not be reviewed until year end, e.g. outstanding accounts receivables.
Where circumstances warrant, Council can be presented with recommended courses of action to address financial issues. This will usually occur if a significant financial event has occurred, or later in the year as year-end forecasts are developed.
Note that the Audit Committee reviews the full variance report, Divisional and Department breakdown, while only the Divisional Summary moves forward to Council.
4) DISCUSSION The following information will cover the first quarter variance reports for the Town’s Operating and Water Utility Operating Funds, updates on the Capital Projects, and updates on outstanding receivables.
Town Operating Fund
The June 30th Financial Variance Report attached focuses on actual results compared to expected budget results for the first quarter of the year. The monthly breakdown is based on when the revenue or expenditure is planned to occur, not simply a 1/12ths allocation.
Attached is the variance report for the period ended June 30th. Included is the summary page of all Town operating activities, accompanied by Divisional and Department breakdowns. The report includes actual to date, budget to date, annual budget, and prior year actual to date. Although not directly related to planned operations for the current year, the prior year comparison is an added piece of data to aid financial analysis.
Information Report, Page 2 of 6 INFORMATION REPORT to Audit Committee/Council Title: 1st Quarter Financial Update Date: 2017-09-15 Department: Finance
Town of Wolfville Operating Fund Actual Budget Variance June 30, 2017 June 30, 2017 over/(under) budget Revenues $4,189,230 $4,062,715 $126,515 Expenditures 2,709,699 3,043,358 (333,659)
(operating/capital & reserves) Net Surplus $1,479,531 $1,019,357 $460,174
As noted in the table, results in the first half of the year are $460,100 ahead of budget. This compares to a year ago where 1st quarter results were $303,000 ahead of budget. As is usually the case each year, there are timing differences that, once adjusted for, produce a result that is more reflective of where the Town’s results can be expected to be by year end. The following is a high level summary of identified and/or expected timing differences between budget and actual:
Timing Difference Reconciliation
Surplus variance, as of June 30/17 $ 460,174
Revenue variance timing adjustments Tax Revenue (77,800) Sale of Service - Bldg Insp. (11,600) (89,400)
Expense variance timing adjustments Membership Dues & Fees (7,200) Advertising (6,000) Marketing (6,400) Audit (11,500) Honorariums - Fire (9,500) Operational Equip/Supplies (61,000) Contracted Services 122,800 Grants to Organizations (8,300) Tax Exemptions (34,700) Partner Contributions (201,400) Debenture Principal (15,500) (238,700)
Adjusted Surplus Forecast $ 132,074
Information Report, Page 3 of 6 INFORMATION REPORT to Audit Committee/Council Title: 1st Quarter Financial Update Date: 2017-09-15 Department: Finance
This interim result is similar to a year ago where the 1st Quarter Adjusted Surplus was $144,300.
The adjusted result is still a forecast of a surplus by year end, assuming the timing difference assumptions hold true and all other budget line items continue the same trend as the first three months. At this early stage in the year it would be more conservative to estimate that the Town should at least end the year at break even or a small surplus. Key to future results will be deed transfer tax, winter conditions, final assessment appeals, finalization of Bldg Inspection costs from County of Kings, and other unexpected expenditures.
A table containing key Divisional variances > $5,000 is attached to this report. Departmental numbers are also available for the Audit Committee to review. Based on a request at the last Audit Committee Meeting, and additional schedule has been added showing financial results in order of largest to smallest variance. The Committee will be able to discuss how and if they find this report to be a useful tool moving forward.
Water Utility As stated in the past, the key indicator in any given year is related to sales. As reflected on the June 30 Variance Statement, the Utility saw 1st Quarter Billings well below budget and in fact the lowest quarterly bill in recent years. A similar notation can be found in the Town variance summary under the sewer revenues. Note the water and sewer billings are based off the same water consumption by customers.
Town staff started in July to look into this billing run as the drop in consumption is unusual. • To date an issue with a handful of specific meter types was identified and 3 accounts require billing adjustments totaling approximately $10,000. • In addition, a comparison of June 2016 and 2017 billing runs has helped highlight a couple of traditionally large accounts that had small billings this past June. For example, renovations at Acadia University has resulted in at least one building utilizing almost no water with a $2,500 drop in revenue from June 2016 to June 2017. Work was also undertaken with the pool lowering that account. • There may have also been a general drop in consumption across the entire customer base as almost 900 accounts showed less consumption than June 2016 (note this would also include old inactive accounts where customer moved out since June 2016). • Work continues on double checking reads to ensure accuracy of meter reads. With the upcoming September read dates, additional attention will be paid to variances. This will be done both thru manual review by Town staff, as well as system software that provides consumption edit reports.
Bottom line is further work to be done.
Information Report, Page 4 of 6 INFORMATION REPORT to Audit Committee/Council Title: 1st Quarter Financial Update Date: 2017-09-15 Department: Finance
With regard to Utility expenses, overall they are within $15,000 of budget and the savings to June 30th have offset the lower than expected metered sales. A number of these “savings” are timing differences where it can be expected to see the actual expenses fall in line with budget, e.g. audit.
Wages are slightly over budget and a portion of this can be related to water main breaks and related wage costs to remedy.
Looking towards the 2nd quarter results, it is anticipated that sales could be low again, but this would be more a result of a relatively mild summer season. This year is unlike July to September a year ago where extremely dry weather resulted in a boost in water consumption, attributed to customers using higher than normal water for irrigation.
Town Capital Budget A summary of capital costs to date is included in the financial report. Where possible, notations are added to indicate status of the project.
Outstanding Taxes Final tax bills are not yet due, so it is difficult to know for sure whether the Town will have any new arrears issues to deal with; however as of the August it can be reported that collections are behind the usual of past years. A similar situation was experienced a year ago, however by year end outstanding receivables had improved. Further details will be brought to the Audit Committee meeting including an update on the # of properties that can be expected to be included in this year’s tax sale process.
5) FINANCIAL IMPLICATIONS N/A.
6) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS No specific references provided. Generally speaking the quarterly financial updates help to provide transparency and accountability. In addition, where variances are materially significant, the reports can assist Council in ensuring projects/programs are affordable, and enhance the organizations ability to Stay the Course.
Information Report, Page 5 of 6 INFORMATION REPORT to Audit Committee/Council Title: 1st Quarter Financial Update Date: 2017-09-15 Department: Finance
7) COMMUNICATION REQUIREMENTS This document and associated report are part of Council’s communication and accountability to the public. No other specific communications considered at this time
8) FUTURE COUNCIL INVOLVEMENT After review by Audit Committee, this report and related financial statements will be forwarded to COW top complete the reporting cycle.
Information Report, Page 6 of 6
Interim Financial Variance Report Town of Wolfville As at June 30, 2017
A cultivated experience for the mind, body, and soil
Contents
Page
Town Operating Fund Summary – All Town Divisions/Departments 1 - 2
General Government Division Summary 3 Legislate 4 General Administration 5 Human Resources 6 Finance 7 Information Technology 8 Common Services – Town Hall and supplies, services 9 Other General Government 10
Protective Services Division 11 Police and Law Enforcement 12 By Law Enforcement 13 Fire Protection 14 Emergency Measures 15 Other Protective Services 16
Public Works Division 17 Common Services – Administration and building 18 Roads and Streets 19 Street Lighting 20 Traffic Services 21 Other Road Transport 22 Other Transportation Services 23
Sanitary Sewer Division 24 Sewer Administration 25 Sewer Collection 26 Sewer Lift Stations 27 Sewer Treatment 28 Solid Waste Management 29 Other Environmental 30
Parks Division 31
Planning Division 32
Community Services Division 33 Economic Development 34 Festival and Events 35 Recreation Administration 36 Recreation Programs 37 Tourism 38 Library Facility 39 Museums & Historical Facilities 40
Capital Project Summary 41
Water Utility 42- 46
GP-2013 Wolfville ALL DIVISIONS For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Taxes and grants in lieu of taxes $3,832,870 $3,729,263 $103,607 $8,598,500 $3,649,320 Cost sharing recoveries 132,325 134,450 (2,125) 537,800 129,774 Sewer charges 87,870 100,750 (12,880) 403,000 81,951 Sale of services and other revenue 81,342 63,952 17,390 262,400 75,548 Provincial & Federal Grants 54,823 34,300 20,523 95,400 68,217 4,189,230 4,062,715 126,515 9,897,100 4,004,810
Salary and wages 470,529 508,686 (38,157) 2,100,800 462,876 Employee Benefits 97,344 94,774 2,570 393,800 95,906 Meals and Travel 3,065 5,154 (2,089) 24,300 5,031 Professional Development 24,977 21,441 3,536 78,600 13,476 Membership Dues & Fees 8,742 15,950 (7,208) 20,600 11,543 Supplies (75) Advertising 3,815 9,825 (6,010) 28,900 4,544 Telecommunications 10,763 14,649 (3,886) 58,100 12,374 Office Expense 14,558 18,231 (3,673) 67,900 11,149 Legal 6,949 14,450 (7,501) 50,200 24,300 Insurance 67,047 56,600 10,447 65,400 49,533 Marketing and Communications 67 6,500 (6,433) 10,500 819 Audit (11,500) (11,500) 13,500 975 Stipends & Honorariums 33,414 43,333 (9,919) 181,200 36,953 Miscellaneous 1,097 350 747 1,500 575 Heat 3,783 3,400 383 25,300 2,614 Utilities 20,944 32,417 (11,473) 136,500 18,775 Repairs and Maintenance 14,465 20,927 (6,462) 76,300 16,652 Vehicle Fuel 6,929 13,225 (6,296) 50,900 6,831 Vehicle Repairs & Maintenance 43,965 36,475 7,490 117,900 37,851 Vehicle Insurance 9,997 11,500 (1,503) 11,500 9,510 Operational Equip & Supplies 122,065 179,778 (57,713) 491,000 108,683 Equipment Maintenance 1,252 4,000 (2,748) 12,000 724 Equipment Rentals 2,155 Program Expenditures 2,184 8,993 (6,809) 46,400 5,089 Contracted Services 874,884 787,423 87,461 2,570,200 505,040 Grants to Organizations 64,600 72,900 (8,300) 133,400 143,100 Licenses and Permits 3,300 Tax Exemptions 43,237 78,000 (34,763) 78,000 40,256 Election 3,570 Partner Contributions 256,406 457,891 (201,485) 1,652,600 450,502 Other debt charges 10,506 10,000 506 10,000 12,241 Doubtful accounts allowance 2,500 2,206,084 2,526,872 (320,788) 8,513,100 2,093,572
Net Operational Surplus 1,983,146 1,535,843 447,303 1,384,000 1,911,238
Debenture principal 442,716 458,300 (15,584) 507,600 371,799 Debenture interest 60,899 58,186 2,713 142,100 45,125 Operating reserves (180,400) Capital Reserves 914,700 503,615 516,486 (12,871) 1,384,000 416,924
NET SURPLUS (DEFICIT) 1,479,531 1,019,357 460,174 1,494,314
1 GP‐2013 Wolfville ALL DIVISIONS ‐ SORTED LARGEST TO SMALLEST VARIANCE For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
OPERATING EXPENSES Contracted Services 874,884 787,423 87,461 2,570,200 505,040 Insurance 67,047 56,600 10,447 65,400 49,533 Vehicle Repairs & Maintenance 43,965 36,475 7,490 117,900 37,851 Professional Development 24,977 21,441 3,536 78,600 13,476 Employee Benefits 97,344 94,774 2,570 393,800 95,906 Miscellaneous 1,097 350 747 1,500 575 Other debt charges 10,506 10,000 506 10,000 12,241 Heat 3,783 3,400 383 25,300 2,614 Vehicle Insurance 9,997 11,500 (1,503) 11,500 9,510 Meals and Travel 3,065 5,154 (2,089) 24,300 5,031 Equipment Maintenance 1,252 4,000 (2,748) 12,000 724
Office Expense 14,558 18,231 (3,673) 67,900 11,149 Telecommunications 10,763 14,649 (3,886) 58,100 12,374 Advertising 3,815 9,825 (6,010) 28,900 4,544 Vehicle Fuel 6,929 13,225 (6,296) 50,900 6,831 Marketing and 67 6,500 (6,433) 10,500 819 Repairs and Maintenance 14,465 20,927 (6,462) 76,300 16,652 Program Expenditures 2,184 8,993 (6,809) 46,400 5,089 Membership Dues & Fees 8,742 15,950 (7,208) 20,600 11,543
Legal 6,949 14,450 (7,501) 50,200 24,300 Grants to Organizations 64,600 72,900 (8,300) 133,400 143,100 Stipends & Honorariums 33,414 43,333 (9,919) 181,200 36,953 Utilities 20,944 32,417 (11,473) 136,500 18,775 Audit (11,500) (11,500) 13,500 975 Tax Exemptions 43,237 78,000 (34,763) 78,000 40,256 Salary and wages 470,529 508,686 (38,157) 2,100,800 462,876 Operational Equip & Supplies 122,065 179,778 (57,713) 491,000 108,683 Partner Contributions 256,406 457,891 (201,485) 1,652,600 450,502 Supplies (75) Equipment Rentals 2,155 Licenses and Permits 3,300 Election 3,570 Doubtful accounts allowance 2,500 2,206,084 2,526,872 (320,788) 8,513,100 2,093,572
Net Operational Surplus 1,983,146 1,535,843 447,303 1,384,000 1,911,238
CAPITAL PROGRAM & RESERVES Debenture principal 442,716 458,300 (15,584) 507,600 371,799 Debenture interest 60,899 58,186 2,713 142,100 45,125 Operating reserves (180,400) Capital Reserves 914,700 503,615 516,486 (12,871) 1,384,000 416,924
NET SURPLUS (DEFICIT) 1,479,531 1,019,357 460,174 1,494,314
2 GP-2013 Wolfville GENERAL GOVERNMENT DIVISION For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Taxes and grants in lieu of taxes $3,632,431 $3,539,263 $93,168 $8,218,500 $3,452,459 Cost sharing recoveries 53,382 53,375 7 213,500 52,725 Sale of services and other revenue 28,484 23,917 4,567 92,700 28,883 Provincial & Federal Grants 18,586 18,600 (14) 71,100 17,467 3,732,883 3,635,155 97,728 8,595,800 3,551,534
Salary and wages 100,710 110,294 (9,584) 482,900 105,021 Employee Benefits 21,501 20,814 687 95,600 21,807 Meals and Travel 1,659 1,679 (20) 8,800 1,654 Professional Development 15,188 17,691 (2,503) 63,600 2,161 Membership Dues & Fees 6,171 7,900 (1,729) 7,900 8,096 Advertising 1,486 2,075 (589) 7,900 2,211 Telecommunications 4,623 7,350 (2,727) 29,500 5,710 Office Expense 10,451 12,042 (1,591) 43,500 5,757 Legal 5,667 3,750 1,917 15,000 1,856 Insurance 66,542 56,000 10,542 59,000 48,934 Marketing and Communications 495 Audit (11,500) (11,500) 13,500 975 Stipends & Honorariums 32,647 33,050 (403) 143,000 25,198 Miscellaneous 1,072 350 722 1,500 575 Heat 2,876 1,900 976 12,000 1,891 Utilities 328 297 31 5,700 343 Repairs and Maintenance 2,717 10,925 (8,208) 16,700 2,633 Operational Equip & Supplies 10,724 42,638 (31,914) 80,400 25,558 Contracted Services 35,989 57,230 (21,241) 126,100 27,171 Grants to Organizations 60,500 80,000 Tax Exemptions 43,237 78,000 (34,763) 78,000 40,256 Election 3,570 Other debt charges 10,506 10,000 506 10,000 12,241 Doubtful accounts allowance 2,500 362,594 473,985 (111,391) 1,363,600 424,113
Net Operational Surplus 3,370,289 3,161,170 209,119 7,232,200 3,127,421
NET SURPLUS (DEFICIT) 3,370,289 3,161,170 209,119 7,232,200 3,127,421
3 GP-2013 Wolfville Legislative For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Employee Benefits $715 $501 $214 $2,000 $434 Meals and Travel 938 749 189 5,000 1,179 Professional Development 6,239 7,056 (817) 21,000 1,117 Membership Dues & Fees 4,846 5,000 (154) 5,000 4,814 Advertising 75 (75) 300 Telecommunications 768 2,100 (1,332) 8,400 889 Stipends & Honorariums 32,647 33,050 (403) 143,000 25,198 Miscellaneous 1,068 250 818 1,100 463 Operational Equip & Supplies 79 47,221 48,781 (1,560) 185,800 34,173
Net Operational Surplus (47,221) (48,781) 1,560 (185,800) (34,173)
NET SURPLUS (DEFICIT) (47,221) (48,781) 1,560 (185,800) (34,173)
4 GP-2013 Wolfville General Administration For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Salary and wages $59,347 $60,128 ($781) $260,600 $57,401 Employee Benefits 10,321 9,018 1,303 44,700 9,657 Meals and Travel 395 750 (355) 3,000 475 Professional Development 744 Membership Dues & Fees 980 2,500 (1,520) 2,500 3,282 Advertising 1,486 1,850 (364) 7,000 2,211 Telecommunications 1,525 975 550 3,900 1,057 Office Expense 122 300 (178) 1,200 145 Legal 2,631 3,750 (1,119) 15,000 1,856 Marketing and Communications 495 Contracted Services 2,500 (2,500) 10,000 76,807 81,771 (4,964) 347,900 77,323
Net Operational Surplus (76,807) (81,771) 4,964 (347,900) (77,323)
NET SURPLUS (DEFICIT) (76,807) (81,771) 4,964 (347,900) (77,323)
5 GP-2013 Wolfville Human Resources For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Employee Benefits $1,782 $1,500 $282 $6,000 $1,431 Meals and Travel 189 189 Professional Development 8,949 10,635 (1,686) 42,600 300 Legal 3,036 3,036 Operational Equip & Supplies 461 461 8,000 322 Contracted Services 1,502 1,502 15,919 12,135 3,784 56,600 2,053
Net Operational Surplus (15,919) (12,135) (3,784) (56,600) (2,053)
NET SURPLUS (DEFICIT) (15,919) (12,135) (3,784) (56,600) (2,053)
6 GP-2013 Wolfville Finance For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $15,900 $15,900 $63,600 $14,500 Sale of services and other revenue 350 300 50 1,200 500 16,250 16,200 50 64,800 15,000
Salary and wages 41,340 49,602 (8,262) 220,200 47,619 Employee Benefits 8,679 9,672 (993) 42,400 10,286 Meals and Travel 136 180 (44) 800 Membership Dues & Fees 344 400 (56) 400 Telecommunications 339 135 204 600 136 Office Expense 873 605 268 3,100 728 Audit (11,500) (11,500) 13,500 975 Miscellaneous 3 100 (97) 400 113 Contracted Services 1,278 1,278 41,492 60,694 (19,202) 281,400 59,857
Net Operational Surplus (25,242) (44,494) 19,252 (216,600) (44,857)
NET SURPLUS (DEFICIT) (25,242) (44,494) 19,252 (216,600) (44,857)
7 GP-2013 Wolfville IT For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $3,750 $3,750 $15,000 $3,650 Sale of services and other revenue 3,450 3,450 3,400 7,200 3,750 3,450 18,400 3,650
Telecommunications 1,468 1,470 (2) 5,900 1,575 Office Expense 360 360 Operational Equip & Supplies 7,777 40,138 (32,361) 62,400 19,724 Contracted Services 31,686 51,469 (19,783) 104,400 25,842 41,291 93,077 (51,786) 172,700 47,141
Net Operational Surplus (34,091) (89,327) 55,236 (154,300) (43,491)
NET SURPLUS (DEFICIT) (34,091) (89,327) 55,236 (154,300) (43,491)
8 GP-2013 Wolfville Common Services For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $4,125 $4,125 $16,500 $4,125 4,125 4,125 16,500 4,125
Salary and wages 22 564 (542) 2,100 Employee Benefits 4 123 (119) 500 Advertising 150 (150) 600 Telecommunications 523 2,670 (2,147) 10,700 2,053 Office Expense 9,097 11,137 (2,040) 39,200 4,883 Heat 2,876 1,900 976 12,000 1,891 Utilities 328 297 31 5,700 343 Repairs and Maintenance 2,717 10,925 (8,208) 16,700 2,633 Operational Equip & Supplies 2,486 2,500 (14) 10,000 5,433 Contracted Services 1,524 3,261 (1,737) 11,700 1,329 19,577 33,527 (13,950) 109,200 18,565
Net Operational Surplus (15,452) (29,402) 13,950 (92,700) (14,440)
NET SURPLUS (DEFICIT) (15,452) (29,402) 13,950 (92,700) (14,440)
9 GP-2013 Wolfville Other General Government For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Taxes and grants in lieu of taxes $3,632,431 $3,539,263 $93,168 $8,218,500 $3,452,459 Cost sharing recoveries 29,607 29,600 7 118,400 30,450 Sale of services and other revenue 24,684 23,617 1,067 88,100 28,383 Provincial & Federal Grants 18,586 18,600 (14) 71,100 17,467 3,705,308 3,611,080 94,228 8,496,100 3,528,759
Insurance 66,542 56,000 10,542 59,000 48,934 Grants to Organizations 60,500 80,000 Tax Exemptions 43,237 78,000 (34,763) 78,000 40,256 Election 3,570 Other debt charges 10,506 10,000 506 10,000 12,241 Doubtful accounts allowance 2,500 120,285 144,000 (23,715) 210,000 185,001
Net Operational Surplus 3,585,023 3,467,080 117,943 8,286,100 3,343,758
NET SURPLUS (DEFICIT) 3,585,023 3,467,080 117,943 8,286,100 3,343,758
10 GP-2013 Wolfville PROTECTIVE SERVICES DIVISION For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Taxes and grants in lieu of taxes $200,439 $190,000 $10,439 $380,000 $196,861 Cost sharing recoveries 40,043 40,050 (7) 160,200 39,549 Sale of services and other revenue 21,407 8,410 12,997 38,100 8,254 Provincial & Federal Grants 7,500 7,500 1,600 269,389 238,460 30,929 579,900 244,664
Salary and wages 34,352 34,956 (604) 149,100 34,007 Employee Benefits 6,054 5,180 874 21,300 6,165 Meals and Travel 568 150 418 2,500 400 Professional Development 1,095 3,750 (2,655) 15,000 3,694 Membership Dues & Fees 535 350 185 2,400 268 Telecommunications 2,392 2,598 (206) 10,400 2,360 Office Expense 14 625 (611) 2,500 76 Legal 5,700 (5,700) 10,200 251 Insurance 504 600 (96) 6,400 600 Marketing and Communications 500 (500) 2,000 Stipends & Honorariums 767 10,283 (9,516) 38,200 11,755 Heat 4,800 Utilities 1,573 5,100 (3,527) 16,800 2,799 Repairs and Maintenance 1,329 5,025 (3,696) 19,500 2,436 Vehicle Fuel 1,242 1,900 (658) 7,600 1,940 Vehicle Repairs & Maintenance 29,847 20,775 9,072 47,400 22,029 Vehicle Insurance 4,776 4,300 476 4,300 4,495 Operational Equip & Supplies 30,762 21,350 9,412 69,400 5,209 Equipment Maintenance 1,252 4,000 (2,748) 12,000 724 Contracted Services 457,505 460,525 (3,020) 1,844,900 449,204 Licenses and Permits 1,800 574,567 587,667 (13,100) 2,288,500 548,412
Net Operational Surplus (305,178) (349,207) 44,029 (1,708,600) (303,748)
Debenture interest 3,349 3,349 11,100 2,925 3,349 3,349 11,100 2,925
NET SURPLUS (DEFICIT) (308,527) (352,556) 44,029 (1,719,700) (306,673)
11 GP-2013 Wolfville Police and Law Enforcement For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sale of services and other revenue $2,782 $2,160 $622 $8,600 $1,828 2,782 2,160 622 8,600 1,828
Salary and wages 150 (150) 600 Employee Benefits 25 (25) 100 Legal 4,200 (4,200) 4,200 Utilities 4,000 Repairs and Maintenance 292 1,500 (1,208) 6,000 2,436 Contracted Services 350,966 351,350 (384) 1,408,900 337,494 351,258 357,225 (5,967) 1,423,800 339,930
Net Operational Surplus (348,476) (355,065) 6,589 (1,415,200) (338,102)
NET SURPLUS (DEFICIT) (348,476) (355,065) 6,589 (1,415,200) (338,102)
12 GP-2013 Wolfville By Law Enforcement For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sale of services and other revenue $7,154 $6,250 $904 $24,500 $5,848 7,154 6,250 904 24,500 5,848
Salary and wages 13,360 13,275 85 57,600 12,832 Employee Benefits 2,883 2,416 467 9,700 2,710 Meals and Travel 89 50 39 200 Membership Dues & Fees 100 100 400 Telecommunications 285 150 135 600 153 Office Expense 14 250 (236) 1,000 20 Legal 1,500 (1,500) 6,000 251 Marketing and Communications 500 (500) 2,000 Vehicle Fuel 109 150 (41) 600 170 Vehicle Repairs & Maintenance 125 (125) 500 897 Vehicle Insurance 260 260 243 Operational Equip & Supplies 1,696 250 1,446 1,000 Contracted Services 6,049 6,500 (451) 26,000 6,184 24,845 25,266 (421) 105,600 23,460
Net Operational Surplus (17,691) (19,016) 1,325 (81,100) (17,612)
NET SURPLUS (DEFICIT) (17,691) (19,016) 1,325 (81,100) (17,612)
13 GP-2013 Wolfville Fire Protection For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Taxes and grants in lieu of taxes $200,439 $190,000 $10,439 $380,000 $196,861 Cost sharing recoveries 39,196 39,175 21 156,700 38,299 Sale of services and other revenue 10,981 10,981 Provincial & Federal Grants 7,500 7,500 258,116 229,175 28,941 536,700 235,160
Salary and wages 17,676 17,331 345 76,600 17,220 Employee Benefits 2,929 2,319 610 10,000 3,127 Meals and Travel 281 281 2,000 400 Professional Development 1,095 3,750 (2,655) 15,000 3,163 Membership Dues & Fees 435 250 185 2,000 268 Telecommunications 2,011 2,298 (287) 9,200 2,062 Office Expense 375 (375) 1,500 56 Insurance 504 600 (96) 6,400 600 Stipends & Honorariums 9,500 (9,500) 34,800 11,000 Heat 4,800 Utilities 1,573 5,100 (3,527) 12,800 2,799 Repairs and Maintenance 1,037 3,525 (2,488) 13,500 Vehicle Fuel 1,133 1,750 (617) 7,000 1,770 Vehicle Repairs & Maintenance 29,847 20,650 9,197 46,900 21,132 Vehicle Insurance 4,516 4,300 216 4,300 4,252 Operational Equip & Supplies 29,066 20,250 8,816 65,000 5,209 Equipment Maintenance 1,252 4,000 (2,748) 12,000 724 Contracted Services 96,740 98,925 (2,185) 395,000 104,692 Licenses and Permits 1,800 190,095 194,923 (4,828) 720,600 178,474
Net Operational Surplus 68,021 34,252 33,769 (183,900) 56,686
NET SURPLUS (DEFICIT) 68,021 34,252 33,769 (183,900) 56,686
14 GP-2013 Wolfville Emergency Measures For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Meals and Travel $199 $100 $99 $300 Professional Development 530 Telecommunications 96 150 (54) 600 145 Stipends & Honorariums 767 783 (16) 3,400 755 Operational Equip & Supplies 600 (600) 2,400 1,062 1,633 (571) 6,700 1,430
Net Operational Surplus (1,062) (1,633) 571 (6,700) (1,430)
NET SURPLUS (DEFICIT) (1,062) (1,633) 571 (6,700) (1,430)
15 GP-2013 Wolfville Other Protective Services For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $847 $875 ($28) $3,500 $1,250 Sale of services and other revenue 491 491 5,000 578 Provincial & Federal Grants 1,600 1,338 875 463 10,100 1,828
Salary and wages 3,317 4,200 (883) 14,300 3,955 Employee Benefits 243 420 (177) 1,500 328 Operational Equip & Supplies 250 (250) 1,000 Contracted Services 3,750 3,750 15,000 834 7,310 8,620 (1,310) 31,800 5,117
Net Operational Surplus (5,972) (7,745) 1,773 (21,700) (3,289)
Debenture interest 3,349 3,349 11,100 2,925 3,349 3,349 11,100 2,925
NET SURPLUS (DEFICIT) (9,321) (11,094) 1,773 (32,800) (6,214)
16 GP-2013 Wolfville PUBLIC WORKS DIVISION For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $35,575 $37,700 ($2,125) $150,800 $34,300 Sale of services and other revenue 630 2,000 (1,370) 13,000 15,400 36,205 39,700 (3,495) 163,800 49,700
Salary and wages 119,912 126,793 (6,881) 539,100 124,916 Employee Benefits 29,924 25,004 4,920 106,200 29,414 Meals and Travel 25 (25) 100 160 Professional Development 3,383 3,383 3,332 Membership Dues & Fees 1,000 Telecommunications 1,035 2,100 (1,065) 8,400 1,682 Office Expense 854 1,260 (406) 5,000 355 Legal 5,000 Heat 907 1,500 (593) 8,500 722 Utilities 5,598 7,005 (1,407) 31,300 2,941 Repairs and Maintenance 6,241 2,820 3,421 32,300 7,342 Vehicle Fuel 3,654 9,225 (5,571) 37,000 3,306 Vehicle Repairs & Maintenance 9,465 11,575 (2,110) 57,000 7,341 Vehicle Insurance 4,316 4,000 316 4,000 4,126 Operational Equip & Supplies 30,526 49,950 (19,424) 138,400 30,728 Equipment Rentals 2,155 Contracted Services 322,392 178,125 144,267 398,600 5,807 Licenses and Permits 1,500 538,207 419,382 118,825 1,373,400 224,327
Net Operational Surplus (502,002) (379,682) (122,320) (1,209,600) (174,627)
Debenture interest 54,196 51,887 2,309 110,000 38,704 54,196 51,887 2,309 110,000 38,704
NET SURPLUS (DEFICIT) (556,198) (431,569) (124,629) (1,319,600) (213,331)
17 GP-2013 Wolfville Common Services For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $25,850 $25,850 $103,400 $24,700 25,850 25,850 103,400 24,700
Salary and wages 33,339 33,417 (78) 144,400 31,816 Employee Benefits 6,726 5,412 1,314 23,300 6,351 Meals and Travel 25 (25) 100 Professional Development 3,383 3,383 1,131 Membership Dues & Fees 1,000 Telecommunications 1,035 2,100 (1,065) 8,400 1,682 Office Expense 854 1,260 (406) 5,000 355 Legal 5,000 Heat 907 1,500 (593) 8,500 722 Utilities 2,186 2,600 (414) 13,100 1,243 Repairs and Maintenance 6,241 2,820 3,421 32,300 7,342 Operational Equip & Supplies 843 1,500 (657) 3,000 983 Equipment Rentals 2,155 Contracted Services 1,840 3,725 (1,885) 13,800 1,396 Licenses and Permits 1,500 57,354 54,359 2,995 259,400 55,176
Net Operational Surplus (31,504) (28,509) (2,995) (156,000) (30,476)
NET SURPLUS (DEFICIT) (31,504) (28,509) (2,995) (156,000) (30,476)
18 GP-2013 Wolfville Roads and Streets For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $9,725 $11,850 ($2,125) $47,400 $9,600 9,725 11,850 (2,125) 47,400 9,600
Salary and wages 86,573 91,776 (5,203) 389,000 91,713 Employee Benefits 23,198 19,273 3,925 81,700 22,807 Meals and Travel 160 Vehicle Fuel 3,654 9,225 (5,571) 37,000 3,306 Vehicle Repairs & Maintenance 9,465 11,575 (2,110) 57,000 7,341 Vehicle Insurance 4,316 4,000 316 4,000 4,126 Operational Equip & Supplies 17,236 15,300 1,936 84,600 18,335 Contracted Services 297,002 146,900 150,102 345,000 4,411 441,444 298,049 143,395 998,300 152,199
Net Operational Surplus (431,719) (286,199) (145,520) (950,900) (142,599)
NET SURPLUS (DEFICIT) (431,719) (286,199) (145,520) (950,900) (142,599)
19 GP-2013 Wolfville Street Lighting For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Utilities $3,411 $4,405 ($994) $18,200 $1,698 Operational Equip & Supplies 423 21,900 (21,477) 29,100 832 3,834 26,305 (22,471) 47,300 2,530
Net Operational Surplus (3,834) (26,305) 22,471 (47,300) (2,530)
NET SURPLUS (DEFICIT) (3,834) (26,305) 22,471 (47,300) (2,530)
20 GP-2013 Wolfville Traffic Services For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Salary and wages $1,600 ($1,600) $5,700 $1,386 Employee Benefits 319 (319) 1,200 256 Operational Equip & Supplies 3,462 2,950 512 3,500 2,702 Contracted Services 23,550 27,500 (3,950) 32,500 27,012 32,369 (5,357) 42,900 4,344
Net Operational Surplus (27,012) (32,369) 5,357 (42,900) (4,344)
NET SURPLUS (DEFICIT) (27,012) (32,369) 5,357 (42,900) (4,344)
21 GP-2013 Wolfville Other Road Transport For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Professional Development $2,200 Operational Equip & Supplies 8,563 8,300 263 18,200 7,625 Contracted Services 7,300 8,563 8,300 263 25,500 9,825
Net Operational Surplus (8,563) (8,300) (263) (25,500) (9,825)
NET SURPLUS (DEFICIT) (8,563) (8,300) (263) (25,500) (9,825)
22 GP-2013 Wolfville Other Trasnportation Services For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sale of services and other revenue $630 $2,000 ($1,370) $13,000 $15,400 630 2,000 (1,370) 13,000 15,400
Operational Equip & Supplies 250 250
Net Operational Surplus 630 2,000 (1,370) 13,000 15,150
Debenture interest 54,196 51,887 2,309 110,000 38,704 54,196 51,887 2,309 110,000 38,704
NET SURPLUS (DEFICIT) (53,566) (49,887) (3,679) (97,000) (23,554)
23 GP-2013 Wolfville SANITARY SEWER DIVISION For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sewer charges $87,870 $100,750 ($12,880) $403,000 $81,951 Sale of services and other revenue (991) (991) 2,000 86,879 100,750 (13,871) 405,000 81,951
Salary and wages 13,968 19,554 (5,586) 85,400 10,121 Employee Benefits 1,980 4,074 (2,094) 17,900 1,387 Meals and Travel 78 78 40 Utilities 8,955 14,177 (5,222) 61,200 7,804 Vehicle Repairs & Maintenance 2,325 2,325 9,300 2,325 Operational Equip & Supplies 16,090 27,250 (11,160) 96,400 14,040 Contracted Services 8,872 9,700 (828) 61,100 8,548 52,268 77,080 (24,812) 331,300 44,265
Net Operational Surplus 34,611 23,670 10,941 73,700 37,686
Debenture interest 2,530 2,450 80 20,000 2,491 2,530 2,450 80 20,000 2,491
NET SURPLUS (DEFICIT) 32,081 21,220 10,861 53,700 35,195
24 GP-2013 Wolfville Sewer Administration For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Contracted Services $6,925 $6,000 $925 $24,000 $6,625 6,925 6,000 925 24,000 6,625
Net Operational Surplus (6,925) (6,000) (925) (24,000) (6,625)
NET SURPLUS (DEFICIT) (6,925) (6,000) (925) (24,000) (6,625)
25 GP-2013 Wolfville Sewer Collection For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Salary and wages $5,704 $12,168 ($6,464) $52,600 $1,374 Employee Benefits 989 2,550 (1,561) 11,000 254 Meals and Travel 78 78 40 Vehicle Repairs & Maintenance 1,400 1,400 5,600 1,400 Operational Equip & Supplies 1,818 5,000 (3,182) 22,000 1,244 Contracted Services 1,500 (1,500) 25,500 (440) 9,989 22,618 (12,629) 116,700 3,872
Net Operational Surplus (9,989) (22,618) 12,629 (116,700) (3,872)
NET SURPLUS (DEFICIT) (9,989) (22,618) 12,629 (116,700) (3,872)
26 GP-2013 Wolfville Sewer Lift Stations For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Utilities $4,007 $4,175 ($168) $21,200 $3,191 Operational Equip & Supplies 3,374 2,400 974 19,900 3,682 7,381 6,575 806 41,100 6,873
Net Operational Surplus (7,381) (6,575) (806) (41,100) (6,873)
NET SURPLUS (DEFICIT) (7,381) (6,575) (806) (41,100) (6,873)
27 GP-2013 Wolfville Sewer Treatment For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Salary and wages $8,264 $7,386 $878 $32,800 $8,746 Employee Benefits 991 1,524 (533) 6,900 1,133 Utilities 4,948 10,002 (5,054) 40,000 4,613 Vehicle Repairs & Maintenance 925 925 3,700 925 Operational Equip & Supplies 542 8,550 (8,008) 34,800 6,898 Contracted Services 682 950 (268) 2,800 1,208 16,352 29,337 (12,985) 121,000 23,523
Net Operational Surplus (16,352) (29,337) 12,985 (121,000) (23,523)
NET SURPLUS (DEFICIT) (16,352) (29,337) 12,985 (121,000) (23,523)
28 GP-2013 Wolfville Solid Waste Management For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Operational Equip & Supplies $13 $13 Contracted Services 1,265 1,250 15 5,000 1,155 1,278 1,250 28 5,000 1,155
Net Operational Surplus (1,278) (1,250) (28) (5,000) (1,155)
NET SURPLUS (DEFICIT) (1,278) (1,250) (28) (5,000) (1,155)
29 GP-2013 Wolfville Other Environmental Health For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sewer charges $87,870 $100,750 ($12,880) $403,000 $81,951 Sale of services and other revenue (991) (991) 2,000 86,879 100,750 (13,871) 405,000 81,951
Operational Equip & Supplies 10,343 11,300 (957) 19,700 2,215 Contracted Services 3,800 10,343 11,300 (957) 23,500 2,215
Net Operational Surplus 76,536 89,450 (12,914) 381,500 79,736
Debenture interest 2,530 2,450 80 20,000 2,491 2,530 2,450 80 20,000 2,491
NET SURPLUS (DEFICIT) 74,006 87,000 (12,994) 361,500 77,245
30 GP-2013 Wolfville PARKS DIVISION For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sale of services and other revenue $1,265 1,265
Salary and wages 69,562 72,295 (2,733) 223,700 58,771 Employee Benefits 14,532 14,983 (451) 47,200 12,322 Meals and Travel 100 Professional Development 4,276 4,276 1,695 Telecommunications 198 198 Utilities 1,880 1,813 67 6,400 1,940 Vehicle Fuel 1,629 2,100 (471) 6,300 1,249 Vehicle Repairs & Maintenance 2,267 1,800 467 4,200 6,156 Vehicle Insurance 905 3,200 (2,295) 3,200 889 Operational Equip & Supplies 28,320 28,800 (480) 85,300 29,544 Contracted Services 0 12,550 (12,550) 38,500 123,569 137,541 (13,972) 414,800 112,666
Net Operational Surplus (123,569) (137,541) 13,972 (414,800) (111,401)
NET SURPLUS (DEFICIT) (123,569) (137,541) 13,972 (414,800) (111,401)
31 GP-2013 Wolfville PLANNING DIVISION For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Cost sharing recoveries $3,325 $3,325 $13,300 $3,200 Sale of services and other revenue 43,662 25,325 18,337 96,500 22,178 Provincial & Federal Grants 8,000 8,000 45,000 54,987 28,650 26,337 109,800 70,378
Salary and wages 65,894 81,323 (15,429) 352,400 77,701 Employee Benefits 14,617 13,546 1,071 58,700 16,468 Meals and Travel 405 2,800 (2,395) 11,200 2,354 Professional Development 1,004 1,004 1,800 Membership Dues & Fees 807 2,100 (1,293) 2,100 50 Advertising 1,723 2,000 (277) 8,000 1,509 Telecommunications 1,246 1,250 (4) 5,000 1,302 Office Expense 2,296 3,300 (1,004) 13,200 4,525 Legal 1,282 5,000 (3,718) 20,000 18,666 Miscellaneous 25 25 Contracted Services 35,807 42,500 (6,693) 50,000 2,034 125,106 153,819 (28,713) 520,600 126,409
Net Operational Surplus (70,119) (125,169) 55,050 (410,800) (56,031)
NET SURPLUS (DEFICIT) (70,119) (125,169) 55,050 (410,800) (56,031)
32 GP-2013 Wolfville COMMUNITY SERVICES DIVISION For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sale of services and other revenue ($11,851) $4,300 ($16,151) $20,100 ($433) Provincial & Federal Grants 20,737 15,700 5,037 22,700 5,750 8,886 20,000 (11,114) 42,800 5,317
Salary and wages 66,130 63,472 2,658 268,200 52,341 Employee Benefits 8,735 11,173 (2,438) 46,900 8,344 Meals and Travel 355 500 (145) 1,700 322 Professional Development 31 31 796 Membership Dues & Fees 1,229 5,600 (4,371) 7,200 3,129 Supplies (75) Advertising 607 5,750 (5,143) 13,000 825 Telecommunications 1,268 1,351 (83) 4,800 1,319 Office Expense 943 1,004 (61) 3,700 437 Legal 3,526 Marketing and Communications 67 6,000 (5,933) 8,500 323 Utilities 2,610 4,025 (1,415) 15,100 2,947 Repairs and Maintenance 4,179 2,157 2,022 7,800 4,241 Vehicle Fuel 404 404 336 Vehicle Repairs & Maintenance 60 60 Operational Equip & Supplies 5,643 9,791 (4,148) 21,100 3,604 Program Expenditures 2,184 8,993 (6,809) 46,400 5,089 Contracted Services 14,320 26,793 (12,473) 51,000 12,276 Grants to Organizations 64,600 72,900 (8,300) 72,900 63,100 173,365 219,509 (46,144) 568,300 162,880
Net Operational Surplus (164,479) (199,509) 35,030 (525,500) (157,563)
Debenture interest 825 500 325 1,000 1,006 825 500 325 1,000 1,006
NET SURPLUS (DEFICIT) (165,304) (200,009) 34,705 (526,500) (158,569)
33 GP-2013 Wolfville Economic Development For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Salary and wages $32,232 $30,435 $1,797 $131,900 $26,834 Employee Benefits 5,585 5,478 107 23,700 3,084 Meals and Travel 355 300 55 1,200 114 Professional Development 765 Membership Dues & Fees 588 1,550 (962) 3,100 479 Advertising 1,250 (1,250) 5,000 Telecommunications 145 300 (155) 1,200 232 Office Expense 387 375 12 1,500 253 Legal 3,218 Marketing and Communications 67 6,000 (5,933) 8,500 323 Operational Equip & Supplies 378 5,000 (4,622) 5,000 1,659 Contracted Services 3,000 (3,000) 12,000 200 Grants to Organizations 54,100 39,737 53,688 (13,951) 193,100 91,261
Net Operational Surplus (39,737) (53,688) 13,951 (193,100) (91,261)
Debenture interest 383 383 466 383 383 466
NET SURPLUS (DEFICIT) (40,120) (53,688) 13,568 (193,100) (91,727)
34 GP-2013 Wolfville Festival and Events For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Provincial & Federal Grants $10,000 $10,700 ($700) $10,700 $750 10,000 10,700 (700) 10,700 750
Salary and wages 1,254 5,066 (3,812) 13,100 Employee Benefits 608 (608) 1,600 Advertising 121 2,000 (1,879) 3,000 Operational Equip & Supplies 1,587 1,587 26 Program Expenditures 1,186 7,500 (6,314) 38,000 5,026 Grants to Organizations 36,100 39,300 (3,200) 39,300 1,500 40,248 54,474 (14,226) 95,000 6,552
Net Operational Surplus (30,248) (43,774) 13,526 (84,300) (5,802)
NET SURPLUS (DEFICIT) (30,248) (43,774) 13,526 (84,300) (5,802)
35 GP-2013 Wolfville Recreation Adminsitration For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Salary and wages $10,671 $11,192 ($521) $48,500 $11,587 Employee Benefits 1,241 2,238 (997) 9,700 3,629 Meals and Travel 26 Professional Development 31 31 Membership Dues & Fees 3,550 (3,550) 3,600 2,650 Supplies (75) Advertising 486 2,000 (1,514) 3,500 Telecommunications 607 210 397 900 584 Office Expense 109 263 (154) 1,100 17 Legal 309 Utilities 652 1,000 (348) 4,000 904 Repairs and Maintenance 600 250 350 1,000 44 Operational Equip & Supplies 588 500 88 8,500 523 Contracted Services 11,076 19,000 (7,924) 20,500 528 26,061 40,203 (14,142) 101,300 20,726
Net Operational Surplus (26,061) (40,203) 14,142 (101,300) (20,726)
Debenture interest 442 500 (58) 1,000 539 442 500 (58) 1,000 539
NET SURPLUS (DEFICIT) (26,503) (40,703) 14,200 (102,300) (21,265)
36 GP-2013 Wolfville Recreation Programs For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sale of services and other revenue ($13,511) $1,800 ($15,311) $16,700 ($2,822) Provincial & Federal Grants 5,737 5,737 2,000 (7,774) 1,800 (9,574) 18,700 (2,822)
Salary and wages 6,357 3,590 2,767 25,800 1,784 Employee Benefits 450 431 19 3,100 157 Meals and Travel 200 Membership Dues & Fees 600 600 Advertising 500 (500) 1,500 825 Vehicle Fuel 404 404 336 Vehicle Repairs & Maintenance 60 60 Operational Equip & Supplies 624 (624) 2,500 Program Expenditures 998 1,493 (495) 8,400 63 Contracted Services 500 750 (250) 3,000 9,100 Grants to Organizations 28,500 23,600 4,900 23,600 37,869 30,988 6,881 68,100 12,265
Net Operational Surplus (45,643) (29,188) (16,455) (49,400) (15,087)
NET SURPLUS (DEFICIT) (45,643) (29,188) (16,455) (49,400) (15,087)
37 GP-2013 Wolfville Tourism For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Sale of services and other revenue $1,660 $2,500 ($840) $3,400 $2,389 Provincial & Federal Grants 5,000 (5,000) 5,000 1,660 7,500 (5,840) 8,400 2,389
Salary and wages 15,594 13,063 2,531 48,400 12,137 Employee Benefits 1,455 2,393 (938) 8,700 1,474 Meals and Travel 200 (200) 300 182 Professional Development 31 Membership Dues & Fees 42 500 (458) 500 Telecommunications 392 667 (275) 2,000 376 Office Expense 267 367 (100) 1,100 167 Utilities 864 1,000 (136) 3,000 891 Repairs and Maintenance 1,374 833 541 2,500 3,148 Operational Equip & Supplies 3,045 3,467 (422) 4,300 1,277 Contracted Services 1,669 2,045 (376) 7,500 1,178 24,702 24,535 167 78,300 20,861
Net Operational Surplus (23,042) (17,035) (6,007) (69,900) (18,472)
NET SURPLUS (DEFICIT) (23,042) (17,035) (6,007) (69,900) (18,472)
38 GP-2013 Wolfville Library Facility For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Provincial & Federal Grants $5,000 $5,000 $5,000 $5,000 5,000 5,000 5,000 5,000
Salary and wages 22 125 (103) 500 Employee Benefits 4 25 (21) 100 Telecommunications 124 174 (50) 700 128 Office Expense 180 180 Utilities 1,094 2,025 (931) 8,100 1,151 Repairs and Maintenance 2,206 1,074 1,132 4,300 1,050 Operational Equip & Supplies 44 200 (156) 800 119 Contracted Services 1,075 1,998 (923) 8,000 1,269 4,749 5,621 (872) 22,500 3,717
Net Operational Surplus 251 (5,621) 5,872 (17,500) 1,283
NET SURPLUS (DEFICIT) 251 (5,621) 5,872 (17,500) 1,283
39 GP-2013 Wolfville Museum & Historical Facilities For the Three Months Ending Friday, June 30, 2017
Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
Grants to Organizations $10,000 ($10,000) $10,000 $7,500 10,000 (10,000) 10,000 7,500
Net Operational Surplus (10,000) 10,000 (10,000) (7,500)
NET SURPLUS (DEFICIT) (10,000) 10,000 (10,000) (7,500)
40 Town of Wolfville Capital Fund ~ Project Summary For the 3 Months Ended June 30, 2017
Actual to Actual YTD Budget Budget Total Fiscal 17/18 VARIANCE
Information Technology GPS Equipment ‐ 8,000 (8,000) SQL Server Licenses 2,845 2,845 To be reallocated to operating fund ‐ 2,845 8,000 (5,155)
Municipal Buildings n/a ‐ ‐ ‐ ‐ ‐ ‐
Protective Services ‐ Fire Equipment Upgrades ‐ 20,000 (20,000) ‐ 20,000 (20,000)
Fleet/Equip Inventory veh # 29 ‐ PW sidewalk tractor ‐ 180,000 (180,000) Ordered Aug 17th. Approx $174,000 veh # 36 ‐ Parks loader/backhoe 26,225 52,000 (25,775) complete veh # 31 ‐ Parks Kabota ‐ micro truck 33,373 35,000 (1,627) complete veh # 37 ‐ Parks mower 13,207 13,000 207 complete flail mower ‐ 40,000 (40,000) Ordered in Aug. Approx $37,000 ‐ ‐ ‐ ‐ 72,805 320,000 (247,195)
Streets Orchard ~ Storm from Main to Dyke 664 110,000 (109,336) Wickwire Sidewalk ‐ 150,000 (150,000) King St ‐ Victoria to Willow 9,736 650,000 (640,264) Sunset Terrace/Sylvan 493,038 1,080,000 (586,962) Sidewalk ‐ Blomidon Terrace ‐ 100,000 (100,000) May be delayed/altered. Engineer design issues with slope Cherry 500 ‐ 500 Highland 20,867 ‐ 20,867 In addition to y/e accrual…eng fees Engineering ‐ 2018/19 projects 7,443 72,000 (64,557) ‐ 532,248 2,162,000 (1,629,752)
Other Transportation ‐ Replace storm through Waterfront Park 2,146 20,000 (17,854) project substantilly complete on 16/17. now complete Asset Mgt Plan 19,994 75,000 (55,006) Shoreline Protection ‐ 100,000 (100,000) 22,140 195,000 (172,860)
Sewer Operations Dredge Lagoon ~ cell #2 (cfwd) ‐ ‐ Generator (s) Lift Sations ‐ 60,000 (60,000) Refurbish Aeration lines cell #2 ‐ 100,000 (100,000) Sewer Flusher/Rodder 33,554 ‐ 33,554 $40,000 budgeted reserves ‐ fiscal 2016/17 ‐ ‐ Sub total Sewer Operation 33,554 160,000 (126,446)
Community Services Rail Trail West 30,817 ‐ 30,817 Year end accrual not reversed at June 30th. Cemetary Wall ‐ cfwd 124,067 150,000 (25,933) Nature Preserve ‐ dam upgrade 36,842 200,000 (163,158) Comfort Station Generator ‐ cfwd ‐ 75,000 (75,000) ordered in 16/17…delivery delayed West End Gateway Design ‐ 50,000 (50,000) Connect 2 Grant obtained to partially fund Evangeline Park 4,590 50,000 (45,410) VIC/Willow Park 3,553 ‐ 3,553 Mobile Skateboard park 40,311 45,000 (4,689) complete ‐ 240,180 570,000 (329,820)
GRAND TOTAL ALL PROJECTS 903,772 3,435,000 (2,531,228)
41 GP-2013 Wolfville Water Utility Operating Fund For the Three Months Ending Friday, June 30, 2017 Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
REVENUES Metered Sales $154,871 $165,000 ($10,129) $660,000 $163,358 Fire Protection 93,117 95,000 (1,883) 380,000 100,458 Sprinkler Service Charge 7,500 Other 1,532 3,900 (2,368) 13,700 896 249,520 263,900 (14,380) 1,061,200 264,712
EXPENSES Salary and wages 63,072 59,548 3,524 238,200 57,416 Employee Benefits 10,407 11,921 (1,514) 47,700 9,532 Meals and Travel 223 349 (126) 1,400 260 Professional Development 1,503 500 1,003 2,000 970 Membership Dues & Fees 500 Telecommunications 385 624 (239) 2,500 537 Office Expense 9,310 8,250 1,060 33,000 8,825 Insurance 6,600 7,500 (900) 7,500 6,600 Audit (5,500) (5,500) 5,500 (1,050) Miscellaneous 12 12 Utilities 17,392 20,250 (2,858) 81,000 9,604 Property Taxes 27,970 27,500 470 55,000 26,356 Vehicle Fuel 797 624 173 2,500 346 Vehicle Repairs & Maintenance 2,325 5,250 (2,925) 21,000 4,200 Vehicle Insurance 327 400 (73) 400 318 Operational Equip & Supplies 34,289 32,001 2,288 128,000 56,211 Equipment Maintenance 215 1,248 (1,033) 5,000 212 Contracted Services 6,071 14,248 (8,177) 57,000 7,068 Other debt charges 25 250 (225) 500 64 Debenture interest 6,457 6,500 (43) 11,200 8,236 Doubtful accounts allowance 1,000 181,880 196,963 (15,083) 700,900 195,705 Net Operational Surplus 67,640 66,937 703 360,300 69,007
Capital Program & Reserves Depreciation 127,000 Debenture principal 83,100 83,100 83,100 90,000 Capital Fund 70,500 (11,576) 83,100 83,100 280,600 78,424
NET SURPLUS (DEFICIT) (15,460) (16,163) 703 79,700 (9,417)
42 GP-2013 Wolfville Power and Pumping For the Three Months Ending Friday, June 30, 2017 Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
REVENUES
EXPENSES Salary and wages $2,247 $2,823 ($576) $11,300 $1,884 Employee Benefits 409 573 (164) 2,300 358 Utilities 16,330 18,999 (2,669) 76,000 8,620 Operational Equip & Supplies 2,001 (2,001) 8,000 1,116 18,986 24,396 (5,410) 97,600 11,978 Net Operational Surplus (18,986) (24,396) 5,410 (97,600) (11,978)
Capital Program & Reserves
NET SURPLUS (DEFICIT) (18,986) (24,396) 5,410 (97,600) (11,978)
43 GP-2013 Wolfville Treatment For the Three Months Ending Friday, June 30, 2017 Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
REVENUES
EXPENSES Salary and wages $3,418 $5,400 ($1,982) $21,600 $2,775 Employee Benefits 602 1,074 (472) 4,300 508 Professional Development 432 432 Utilities 1,062 1,251 (189) 5,000 984 Operational Equip & Supplies 15,446 9,999 5,447 40,000 7,862 Contracted Services 1,320 2,748 (1,428) 11,000 3,418 22,280 20,472 1,808 81,900 15,547 Net Operational Surplus (22,280) (20,472) (1,808) (81,900) (15,547)
Capital Program & Reserves
NET SURPLUS (DEFICIT) (22,280) (20,472) (1,808) (81,900) (15,547)
44 GP-2013 Wolfville Transmission & Distribution For the Three Months Ending Friday, June 30, 2017 Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
REVENUES
EXPENSES Salary and wages $24,831 $21,825 $3,006 $87,300 $22,268 Employee Benefits 3,921 4,374 (453) 17,500 3,481 Meals and Travel 220 249 (29) 1,000 260 Telecommunications 385 624 (239) 2,500 537 Operational Equip & Supplies 18,843 20,001 (1,158) 80,000 47,233 Equipment Maintenance 215 1,248 (1,033) 5,000 212 Contracted Services 1,001 7,500 (6,499) 30,000 49,416 55,821 (6,405) 223,300 73,991 Net Operational Surplus (49,416) (55,821) 6,405 (223,300) (73,991)
Capital Program & Reserves
NET SURPLUS (DEFICIT) (49,416) (55,821) 6,405 (223,300) (73,991)
45 GP-2013 Wolfville Administration For the Three Months Ending Friday, June 30, 2017 Financial Results To Annual Previous Year Actual Budget Budget Actual 6/30/2017 6/30/2017 VARIANCE 3/31/2018 6/30/2016
REVENUES
EXPENSES Salary and wages $32,575 $29,500 $3,075 $118,000 $30,489 Employee Benefits 5,475 5,900 (425) 23,600 5,186 Meals and Travel 3 100 (97) 400 Professional Development 1,071 500 571 2,000 970 Membership Dues & Fees 500 Office Expense 9,310 8,250 1,060 33,000 8,825 Insurance 6,600 7,500 (900) 7,500 6,600 Audit (5,500) (5,500) 5,500 (1,050) Miscellaneous 12 12 Property Taxes 27,970 27,500 470 55,000 26,356 Vehicle Fuel 797 624 173 2,500 346 Vehicle Repairs & Maintenance 2,325 5,250 (2,925) 21,000 4,200 Vehicle Insurance 327 400 (73) 400 318 Contracted Services 3,750 4,000 (250) 16,000 3,650 Doubtful accounts allowance 1,000 84,715 89,524 (4,809) 286,400 85,890 Net Operational Surplus (84,715) (89,524) 4,809 (286,400) (85,890)
Capital Program & Reserves Depreciation 127,000 127,000
NET SURPLUS (DEFICIT) (84,715) (89,524) 4,809 (413,400) (85,890)
46 Town of Wolville Summary ‐ Quarterly Variances By Division ‐ Town Operating Fund Financial Results for the Period Ended June 30, 2017
Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget Revenues $ 4,189,230 $ 4,062,715 $ 126,515
Expenditures (Operating/capital & reserves) 2,709,699 3,043,358 (333,659) Net Surplus (Deficit) $ 1,479,531 $ 1,019,357 $ 460,174
Significant Variance Explanation (over $5,000 ‐ $10,000 by Division)
General Government Account/Explanation Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget Tax and Grant In Lieu of Taxes
Two items comprise the majority of this variance. HST Offset grant was received earlier in the year than past years, so budget allocation was nil at June 30 (variance = $42,800), and Deet Transfer Tax has started the year on a pace well ahead of a year agoand budget estimate (variance = $52,300) 3,632,431 3,539,263 93,168 Salary and wages Largely made up by savings in the Finance Dept ($8,300). Staff position was vacant til end of May. 100,710 110,294 (9,584) Insurance
Actual increase in premiums was higher than budget estimate. Claims history over recent years has resulted in increase premium costs. 66,542 56,000 10,542 Audit Temporary timing difference, with reversal of year end accrued payable (estimate audit fees for March 31/17) posted in April. Actual invoice from auditors posted in July (after first quarter). (11,500) ‐ (11,500) Repairs and Maintenance ‐ Town Hall
Only general maintenance costs recorded to end of June, budget allows for repairs to furnace, A/C start up, and generator during the first quarter of year. 2,717 10,925 (8,208) Operational equipment and supplies Savings are in the IT Department, with this being mainly a timing difference of actual expenses occuring later in year than budgeted. 10,724 42,638 (31,914) Contracted Services Similar to Operational Mat & Supplies, this is a timing difference in the IT department with actual expenses budgeted in first quarter not occuring until later. 35,989 57,230 (21,241) Tax Exemptions Timing difference. Full budget allocation was noted to occur by June 30th, but should have been split between first and second quarter in line with property tax billings 43,237 78,000 (34,763) Protective Services Account/Explanation Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget Taxes and grant in lieu of taxes Interim tax bill utilized 2016/17 Fire Area Rate, actual rate for 2017/18 set at July Council Meeting, with impact of lower rate to be reflected in final bills issued in August. 200,439 190,000 10,439 Sale of Service revenue
$10,400 of this relates to the Fire Dept with billings for Haz Mat calls. This revenue is heps to offset the additional costs related to the service. 21,407 8,410 12,997 Stipends & Honorariums This is a timing difference. Budget allocation for summer standby reflected in 1st Qtr, actual payment not issued until July. 767 10,283 (9,516) Vehicle Repairs & maintenance ‐ 29,847 20,775 9,072 Operational Equipment and Supplies Partially related to costs for Haz Mat supplies with the rest being more a timing difference at this stage of year. 30,762 9,412 21,350
Public Works Account/Explanation Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget Salary and wages
More than budgeted portions of P Wks wages allocated to Water Utility due to a number of water main breaks resulting in lower allcoation to P Wks account. 119,912 126,793 (6,881) Fuel To date less fuel used each month compared to budget. 3,654 9,225 (5,571) Operational Equipment & Supplies
Budget included supplies to repair/replace old lighting in Robie Tufts and Waterfront Parks during 1st Qtr of year. Costs not incurred yet. 30,526 49,950 (19,424) Contracted Service At this stage, largely a timing difference. Budget assumed patch/mill/pave work to occur over the spring and summer months. Actual ($292,000) recorded as of June 30th. 322,392 178,125 144,267
Environmental ‐ Sanitary Sewer Account/Explanation Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget Revenue ‐ sewer charges
See also Water Utility variances. Both water and sewer charges well below expected results. The June utility billing totals were the lowest in years. Finance and Water Dept staff have been reviewing accounts since June 30th to identify what contributed to the unusually low bills. to date 3 accounts have been identified that require adjusted bills, the total adjustment for which is just under $10,000. In addition two larger accounts with Acadia University had almost zero bills as buildings started under a construction/renovation phase. Further analysis and investigation continues as of the date of this report. 87,870 100,750 (12,880) Salary and Wages
wages posted to Treatment Plant are close to budget, however amount allocated to Collection costs are slightly less than half of budget. 13,968 19,554 (5,586) Operational Equipment & Supplies ‐ Main savings show in Sewer Treatment Dept. Further analysis will be done to ensure costs not incorrectly posted to Water Utility where Water Treatment costs show as over budget. 16,090 27,250 (11,160) Parks Department Account/Explanation Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget
Contracted Services Budget for 1st Qtr included wayfinding signage at selected parks. A plan is currently being worked on by Community Development Dept before actual signage purchased. Budget also included stone work repairs to Willow Park pond. Work not started yet. ‐ 12,550 (12,550)
Planning Account/Explanation Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget Sale of Services
$10,000 of this relates to fiscal 2016/17 for Bdlg Inspection services provided to Windsor. In addition the fees billed for current fiscal are functioning differently than budgeted during period of time County of Kinsg is providing the service. 43,662 25,325 18,337 Provincial & Federal Grants A portion of a provincial grant rec'd in 2016/17 was deferred to current fiscal to coincide with work by consultant for 17/18 MPS work. Budget was approved before this deferred revenue was recognized as part of year end audit rpeparations. 8,000 ‐ 8,000 Salary & Wages Positon of Building Inspector vacant during fist quarter of year. Service is being contracted from Kings County, the full cost of which has yet to be finalized. Expect Contracted Service to be over budget by year end one costing with County is worked out. 65,894 81,323 (15,429) Contracted Services ‐
Mainly a timing difference as a further $6,300 costs incurred after June, with majority of budget allocated to 1st Qtr. Final costs in this section will be tied to finalizing a number of projects, including MPS and Lounge seating. 35,807 42,500 (6,693)
‐
Community and Economic Development Account/Explanation Actual Budget Variance 30‐Jun‐17 30‐Jun‐17 over/(under) budget Sale of Services Fiscal 2016/17 included accrual for Kings County Leisure Grant (i.e. cost sharing related to recreation programming). This accrued A/R was reversed April 1st. Once payment rec'd from County this amount should offset and bring variance to nil. (11,851) 4,300 (16,151) Provincial & Federal Grants
Kings County grant for Library rec'd earlier than budgeted. Timing Difference 20,737 15,700 5,037 Advertising
Mostly timing difference as 2nd Qtr shows more advertising $$ being recorded. 607 5,750 (5,143) Marketing & Communications No purchases recorded yet for swag and maps purchase coded to different account. 67 6,000 (5,933) Program Expenditures Likely more a timing difference….too ealry to tell at this stage. 2,184 8,993 (6,809) Contracted Service
Largely related to timing of paymet to Acadia for summer programming 14,320 26,793 (12,473) Grants to Organizations ‐
timing difference as a few grants were not paid out by end of 1st Qtr. 64,600 72,900 (8,300) COMMITTEE UPDATE Title: Town & Gown Committee Date: October 3, 2017 Department: Community Development
UPDATE The Town & Gown Committee met on Wednesday, September 19, 2017
The following issues were discussed at the meeting:
• Wolfville-Acadia Partnership Agreement o The Town and Acadia University are working on a Strategic Partnership Agreement th o There is a meeting scheduled for October 5 with both Management teams to ensure that the principles and the strategic directions identified meet requirements and to further discuss next steps in bringing the Agreement forward o The goal is to bring the Agreement forward to Acadia University and the Town by late-Fall, November/December timeframe o The Draft Agreement can be expected to be shared with the Town & Gown Committee by end-October/early-November
• Comprehensive Alcohol Strategy o CAO and James Sanford have been working with a group of stakeholders to start talking about what a Comprehensive Alcohol Strategy would look like for Wolfville o The Town had in its Work Plan for next year to look at a Policy that would govern the use of alcohol on municipal land but a Comprehensive Alcohol Strategy would go one step further, looking more broadly in the community o With the upcoming legalization of Marijuana on July 1, 2018, there may be a broader requirement for a Comprehensive Substance-Abuse Strategy for the Town of Wolfville
• The next regularly scheduled meeting of the Town & Gown Committee is set for Tuesday, October 17, 2017. The decision was made by the Committee that future meetings would be held every two months following the October meeting
Committee Update, Page 1 of 1 COMMITTEE UPDATE Title: RCMP Advisory Board Date: October 3, 2017 Department: CAO
UPDATE The RCMP Advisory Board met on Wednesday, September 19, 2017
Key issues discussed at this meeting included:
• Overview of RCMP Quarterly Update Report (July 11, 2017 – September 18, 2017) . Total calls for service in Town of Wolfville: 259 . Of these 16 were for “mischief”, 7 for “disturbing the peace”, 31 were charges under the liquor Act, and 47 related to noise complaints. A majority of these calls were for the month of September. . 2016-2017 Annual Performance Plan outlines the focus of the RCMP within the Town’s contract and includes: . Safe roads and highways . Safety and security of all Nova Scotians (crime reduction) . Enhance our relationship with aboriginal communities . Safe and peaceful community – includes foot and bike patrols, enforcement of motor vehicle act, noise bylaw enforcement
• Welcome Week . Kings Detachment initiated an Ops Plan for Welcome Week. This entailed numerous patrols (foot) within the Town of Wolfville with additional police presence from outside the complement of Wolfville . Sgt Buckle attended the Acadia Athletic Orientation session and participated in a panel to inform students of expectations of behaviour and accountability. This session was very well received by those in attendance
• September 13, 2017 Policing in Wolfville Public Session . Two sessions were held to accommodate a time conflict with parent-teacher school orientation that evening. Approximately 40 people attended the 6:30pm session and 15 people attended the session at 7:45pm. . S/Sgt Paul Coughlin and Sgt Andrew Buckle presented information to the public and the sessions were chaired by Councillor Donovan . Key question areas included: (1) The RCMP office move to New Minas with regard to RCMP response time and how that would be impacted (2) Legalization of marijuana – is the Town ready and what is going to be done to be prepared for the legalization (3)The relationship with Acadia University and the code of conduct with the students, and how
Committee Update, Page 1 of 2 COMMITTEE UPDATE Title: RCMP Advisory Board Date: October 3, 2017 Department: CAO
that relationship worked (4) Landlords and their role in working with the RCMP to resolve some of the community concerns .
• Policing Review Discussion:
. The Chair highlighted the option of undertaking a policing review before any move of office space was undertaken related to the RCMP. The space discussion has sparked a broader policing discussion.
. Concern was expressed that a call for a policing review could be perceived as indicating there is a problem with the current policing services. That was not the intent of a policing review. Rather, as the Town is now 51/2 years into a 20 year contract and it is good management practice to undertake periodic reviews, particularly in light of recent and current discussions.
. It was acknowledged that the Advisory Board had not received any documentation related to a review and that more information was needed to fully understand the process.
DECISION: The RCMP Advisory Board will meet on October 24th, at 1:30 PM, outside the regular meeting schedule, to further discuss the option of a policing review.
• RCMP Office Space Discussion . CAO highlighted that staff are looking at bringing a report to Council in November for further discussion with regard to the Town’s potential use of the RCMP Space. Town staff are reviewing ‘Space Needs’ and looking at opportunities to bring staff together, specifically, the Community Development Staff so that the Town has a more ‘storefront’ location for staff that is accessible to the public, and that staff are located “all under one roof”
It was regularly moved and seconded that the RCMP Advisory Board forward the following motion to council for decision:
WHEREAS; THE RCMP ADVISORY BOARD HAS HEARD CONCERNS OF THE COMMUNITY WITH REGARD TO THE MOVE OF RCMP OFFICE SPACE TO NEW MINAS; AND WHEREAS; THE RCMP ADVISORY BOARD SUPPORTS THE WORK OF THE RCMP IN THE TOWN OF WOLFVILLE; AND THAT COUNCIL NOT AUTHORIZE STAFF TO PROCEED WITH THE OCCUPATION OF THE RCMP SPACE LOCATED AT 363 MAIN STREET. CARRIED
Committee Update, Page 2 of 2 REQUEST FOR DECISION 028-2017 Title: Town Utilization of RCMP Space Date: 2017-05-02 Department: Office of the CAO
SUMMARY
Town Utilization of RCMP Space
Town staff are recommending that the space located at 363 Main Street, which is currently occupied by the RCMP, be utilized for Town purposes to accommodate the Community Development Department in the Town Hall building.
Staff would like to consult with the public, finalize what, if any immediate renovations or furniture is required, and bring a report back to Council in June for a decision.
DRAFT MOTION:
That Council not authorize staff to proceed with the occupation of the RCMP office space located at 363 Main Street.
Request for Decision, Page 1 of 6 REQUEST FOR DECISION 028-2017 Title: Town Utilization of RCMP Space Date: 2017-05-02 Department: Office of the CAO
1) CAO COMMENTS
The CAO recommends that Council authorize staff to proceed with the occupation of the RCMP space located at 363 Main Street. Prior to a final decision being made, it is recommended that public consultation occur and that projected costs/building renovations be finalized.
2) LEGISLATIVE AUTHORITY
Council has the authority, as per Section 65 of the Municipal Government Act, to expend money on 65(x) lands and buildings required for a municipal purpose; and 65(y) furnishing and equipping any municipal facility.
3) STAFF RECOMMENDATION
That Council authorize staff to proceed with the occupation of the RCMP space located at 363 Main Street.
4) REFERENCES AND ATTACHMENTS • Municipal Facilities Condition Assessment – January 2016 • Statement of Roles and Responsibilities Document – May 2000
5) DISCUSSION
Current Situation – RCMP Space
Currently, the RCMP space, which is approximately 1700 square feet, houses a detachment assistant, 2 constable positions for the Town of Wolfville and 5 traffic division members. Space for the constables and the detachment assistant has been provided by the Town at no cost to the RCMP since the RCMP began providing policing services to the Town in 2000 as part of the Statement of Roles and Responsibilities Document (it should be noted that this document was later replaced by the signing of the Provincial Policing Services Agreement in 2012. Space to accommodate the traffic division has been provided by the Town at no cost to the RCMP since 2014.
The RCMP are in the process of building a new Detachment in New Minas, which will house all members of the Kings East Detachment, less the two Wolfville constables and the Wolfville detachment assistant. It is planned that the traffic division will also be hosted at this new location. The estimated time frame for the new Detachment to be completed is the end of the 2018 calendar year.
The existing RCMP space in Wolfville was recently modernized by the Town in 2016. The Town renovated the reception area, converted an office to a boardroom, renovated the kitchen, replaced the flooring and painted the interior.
Request for Decision, Page 2 of 6 REQUEST FOR DECISION 028-2017 Title: Town Utilization of RCMP Space Date: 2017-05-02 Department: Office of the CAO
Current Situation – Town Hall and Public Works/Community Development Facility Space
Currently Town staff are housed in two primarily locations – Town Hall at 359 Main Street and the Public Works/Community Development Building at 200 Dykeland Street. The Town Hall location currently hosts the Mayor, CAO, Finance Department (4 employees), Corporate Services Department (2 employees plus a part-time IT consultant) and the Director of Public Works and the Public Works Administration Assistant.
The Dykeland location, which was built in 1991, currently hosts the Public Works and Parks Departments on the main level, along with the Community Development Department on the partial upper level. The Community Development Department currently has one Director and 8 full-time staff positions. As noted in the Municipal Facilities Condition Assessment (2016), there are several code and other factors that need to be addressed if the Town continues to utilize the building in its current capacity. Of particular note is that the building does not currently comply with the accessibility requirements of today’s codes given the Community Development Department occupies the partial second level. The Town has budgeted $200,000 in the 2018-19 capital budget to undertake the work required to achieve compliance.
Why Are Staff Recommending The Utilization of the RCMP Space for Municipal Purposes?
There are several reasons why staff are recommending the utilization of the existing RCMP space for municipal purposes:
1) It would be advantageous to have all office-type staff in one facility to improve inter- departmental communication and encourage efficiencies in the utilization of key staff, such as administrative assistants. For example, having all administrative assistants in one location allows for improved back-up and one-stop shopping for customers for all municipal needs. It also provides the Community Development Department with readily accessible meeting space; 2) The Community Development Department does not currently have a store front location in a visible area. Given the customer service focus that the areas of Planning, Development Control, Economic Development and Recreation have, locating these services at Town Hall make the staff more visible to the general public; 3) Moving the Community Development Department to the Town Hall facility will allow those services to be provided in an accessible manner and the capital upgrades currently in year 2 of the 10 Year Capital Plan would be saved (approximately $200,000). This move will also help the Town comply with the proposed accessibility legislation that is currently being considered by the Province; 4) The RCMP will be re-locating traffic services once the New Minas Detachment is completed, and Wolfville will no longer have their presence, both in terms of members and policing vehicles.
Request for Decision, Page 3 of 6 REQUEST FOR DECISION 028-2017 Title: Town Utilization of RCMP Space Date: 2017-05-02 Department: Office of the CAO
The two constables that report to the Wolfville Detachment are often on the road, leaving the Detachment Assistant as the sole employee working full-time out of the office. The loss of traffic services will result in the existing space being under-utilized; 5) There are also benefits to the RCMP in having all of their East Kings Detachment members reporting out of one office given the 2 Wolfville members are part of the broader District Policing model and all other members report out of New Minas. The Sergeant responsible for Kings East, which includes Wolfville, also currently reports out of New Minas; 6) As part of the provision of RCMP services to municipalities, the RCMP provides both the service and the office space. Since the Town has provided office space at no charge we are essentially paying twice in that regard; 7) The RCMP Offices recently underwent renovations that will suit Town purposes well. These renovations include a new boardroom and a more open office environment.
What are the Potential Questions or Concerns with This Proposal?
1) Will response times be impacted? The Town has been told that response times to calls and service levels for policing will not be impacted if the RCMP Wolfville members re-locate to New Minas. Once members start their shift they are primarily on the road throughout the Kings East District (unless they are catching up on paperwork), and respond to calls as they come in. Members currently do not sit in Wolfville waiting for calls.
2) Will Wolfville “lose” the RCMP presence? The traffic division brought not only members, but police cars to the Town of Wolfville. By the end of 2018, the traffic division, and their fleet, will be relocated to New Minas, which will result in an immediate visual impact in terms of the number of squad cars parked at the Wolfville Detachment. It is important to note that traffic services currently do not provide any policing services to the Town of Wolfville.
The two Wolfville constables will remain focused on the Town and will continue to provide policing services to the community. The key changes with the proposed move is the (1) all paperwork by members would be done out of the New Minas Detachment and (2) the Detachment Assistant would work out of New Minas. The RCMP would continue to provide operational planning and support for key weekends in Wolfville, and would continue to deliver on the Wolfville-specific deliverables identified in the Annual Performance Plan;
3) What Services are most impacted? By far the greatest driver for foot traffic into the Wolfville RCMP Detachment is for criminal records checks. If the Detachment is relocated to New Minas, residents could pick up the paperwork for criminal records checks at Town Hall but the paperwork would have to be returned to the New Minas Detachment.
Request for Decision, Page 4 of 6 REQUEST FOR DECISION 028-2017 Title: Town Utilization of RCMP Space Date: 2017-05-02 Department: Office of the CAO
What Would the Timing Be for This Move if Approved?
In speaking with the RCMP, if notice was given in May/June 2017 that the Town wanted to occupy the space, the move could happen as early as August/September 2017. August would be ideal as there are no/limited Council and Committee meetings and tax/water bills are not due until later in the fall, resulting in limited foot traffic to the Town Hall Building.
6) FINANCIAL IMPLICATIONS
The 2017-18 Operational Plan identifies the consideration of this move as an initiative, however there were no dollars allocated to facilitate this move. It is anticipated that the initial move will more than likely result in some costs being incurred. Initially, it would be ideal to (1) create an internal pathway between the Town Hall and RCMP space, (2) ensure that adequate dividers are in place to separate staff working in common areas, and (3) ensure that a board room table is located in the RCMP Space.
At this stage, staff are still determining the best way to achieve the internal connection and determine what, if any, RCMP furniture would remain if a move is approved. Once these details are known, a better financial plan can be developed on what would be required immediately. This information will be presented to Council in June once staff have finalized more details. Depending on the costs needed initially, funding may come from existing budget funding (eg. CAO/Corporate Services may have to dedicate their $10,000 Contracted Service budget to this move).
Longer term, if Council deems the existing Town Hall space as suitable to meet our needs into the future, a plan for long-term renovations would be presented to Council and incorporated into the 10 Year Capital Plan.
As noted, this move will result in the second floor of the Public Works/Community Development Building being unoccupied for office use. The $200,000 of accessibility upgrades that currently sits in 2018-19 in the Capital Plan will no longer be required for that purpose. They could be repurposed towards the renovation/set up costs that inevitably will be part of moving Town staff to the RCMP space.
7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS
This initiative supports Council’s Strategic Goal of Maximizing Our Infrastructure Investments by creating efficiencies and utilization of Town-owned buildings.
8) COMMUNICATION REQUIREMENTS
It will be crucial to communicate with the public that Council is considering this change. It is suggested that a public open house meeting be held in May to allow for information to be shared, questions to be
Request for Decision, Page 5 of 6 REQUEST FOR DECISION 028-2017 Title: Town Utilization of RCMP Space Date: 2017-05-02 Department: Office of the CAO
asked and concerns/support for the proposal expressed. Additionally, staff would conduct a “pop up” exercise to get feedback. An FAQ on the proposal will also be developed with key information from this RFD, and circulated via social media, on the Town’s website and through other more traditional means, such as in the Grapevine. Members of the RCMP Advisory Board will also be encouraged to have discussions within their social networks and get feedback.
9) ALTERNATIVES
To not authorize staff to proceed with the occupation of the RCMP space located at 363 Main Street.
Request for Decision, Page 6 of 6 Notes from RCMP Open House/Public Meeting
June 6, 2017
15 members of the public were in attendance Mayor Cantwell, Deputy Mayor Cantwell, Councillor Elliott, Councillor MacKay, Councillor Donovan
• There was a desire expressed that policing concerns must be heard by the RCMP directly. There is a feeling that the RCMP doesn’t do community policing and that there can be a lack of customer service and/or an unfriendly attitude • Question: Has the RCMP said what the response time will be? Answer: No, but it has been indicated that the response times will not be impacted. • Question: People are concerned about losing the RCMP presence. Is there another building in Town the RCMP could go to? Answer: This is not under consideration at this time. It would be an additional cost to the Town. • Question: How much are the officers in Wolfville? Answer: There are approximately 240 calls a year outside of Wolfville. • It was suggested that a presentation by the RCMP on service levels would be helpful. Most people have an unrealistic expectation of policing. • It was noted by a member of the traffic division that the traffic division will still use the Wolfville office in a drop-in manner if it is still used, even if traffic relocates to New Minas • Question: Is the 2000 MOU still in force? Answer: No, this has been replaced with the Police Act and the PPSA, • It was noted by a member in the audience that police seem to have a strong presence in the evening hours currently. • It was suggested that another public meeting after consultations are over might be helpful. • It was noted by a member in the audience (student) that it would be concerning if criminal record checks could no longer be done in Wolfville. It was further suggested that a satellite office for criminal records checks would be helpful. • It was suggested that more publicity for future meetings on this topic would be beneficial. • It was noted that the University should provide more feedback on this issue. No decision should be made until the students are back in the fall.
Notes on RCMP Policing Information Sessions
September 13, 2017
The following questions were asked during the RCMP Policing Information Sessions held on September 13, 2017. Approximately 40 people attended the session at 6:30 pm and 15 people attended the session at 7:45 pm. Several attendees stayed for both presentations.
Staff Sergeant Paul Coughlin and Sergeant Andrew Buckle presented. The session was Chaired by Councillor Wendy Donovan, who is also Chairperson of the RCMP Advisory Committee. Erin Beaudin, CAO of the Town was also in attendance.
Session 1 Questions:
What are we doing to prepare for the legalization of marijuana and to address the emerging issue of opioids?
How can the RCMP detect if drivers are under the influence of marijuana?
What can we do as citizens to help the RCMP?
There is peaked interest in the community about the RCMP office potentially moving to New Minas. How will visibility be impacted if this occurs?
Does Acadia University have a Code of Ethics that governs student behaviour off campus?
In 2000 the RCMP submitted an aggressive proposal to provide Wolfville with policing services. What has changed since that proposal?
What is community policing and how does this differ from regular policing?
What are we doing with landlords that own buildings that have frequent issues/problems? Can we make landlord contact information available to residents? How can we get landlords to have more clout to address large parties?
Session 2 Questions:
What do Wolfville members do to support Kings District members?
Are warnings always given first for noise infractions? What penalties are there for landlords?
How do you define a complaint and what triggers it?
Is the issuing of fines more typical as a result of foot patrols or car patrols?
Would it be more helpful to the RCMP if the Compliance Officer worked evening hours?
Page 1 of 2
Are we prepared for marijuana to become legal on July 1, 2018?
Is it helpful if residents call and report noise complaints?
Can the RCMP enforce one-way street violations and should signage be improved on these streets?
Would it be effective to have a bylaw for public urination? What are other municipalities doing about this?
Can we have additional enforcement so that crosswalk rules are followed?
Are we getting value for our policing service?
What do the RCMP do when they notice garbage, bottles and cans everywhere when they respond to a call – are they in contact with the Compliance Officer directly?
Do students and residents have to contact the RCMP to let them know of a party in advance?
What is the relationship between the RCMP and Acadia Safety and Security?
How will policing change if the detachment isn’t located in Wolfville?
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COMMITTEE UPDATE Title: Planning Advisory Committee Date: October 3, 2017 Department: Community Development
UPDATE The Planning Advisory Committee met on September 20th, 2017.
PLAN AMENDMENT 185 MAIN STREET (PA 2017-02) The Committee passed a motion to re-designate the subject property from low density residential to medium density residential and another motion to re-zone the property from R-1A to R-2/4.
WEST END LANDS UPDATE The Public Participation meeting was well attended. Development Agreements for the lands will be coming forward directly, at the request of the developer. Plan amendment being placed on-hold so as not to confuse the process while DAs are taking precedence.
The next meeting of the Planning Advisory Committee will take place on October 25th, 2017.
Committee Update, Page 1 of 1 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
SUMMARY
MPS Amendments – 185 Main Street
Council directed staff to consider amendments to the Municipal Planning Strategy and Land Use bylaw to respond to a request by Michael Laceby to allow for additional residential density at 185 Main Street. This was initiated after Michael Laceby and Janice Parker, owners of the neighboring Blomidon Inn, purchased the single-unit dwelling residence at 185 Main Street with the intent of altering the existing dwelling and dividing the building into three apartments for long-term rental purposes.
On September 20th, 2017, the Planning Advisory Committee forwarded amendments to this affect to the Committee of the Whole after attending a public participation meeting on September 20th, 2017 (earlier on the same day), and original consideration at a Planning Advisory Committee meeting on June 21st, 2017.
The draft amendment to the Municipal Planning Strategy, which changes the designation from Low Density Residential to Medium Density Residential and an amendment to the zoning map of the LUB which rezones the property from R1A to R2-4 is attached.
DRAFT MOTION:
That Council give First Reading to the amended Future Land Use Map (Map 1 of the MPS), to redesignate 185 Main Street (PIDs 55276729 and 55276737) from Low Density Residential (LDR) to Medium Density Residential (MDR) and amend the Zoning Map (schedule A of the LUB) to rezone 185 Main Street (PIDs 55276729 and 55276737) from R1A to R2/4, and forward to the November 21st Town Council meeting for Second Reading
Request for Decision, Page 1 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
1) CAO COMMENTS No Comments required
2) LEGISLATIVE AUTHORITY
The MGA enables municipalities to create and amend a Municipal Planning Strategy.
The Municipal Planning Strategy (MPS) also enables council to amend the MPS “where a text or map amendment to the Land Use By-Law would conflict with the text or maps of the Municipal Planning Strategy” or “where a future land use map change is deemed appropriate” (policy 18.1.2).
3) PAC RECOMMENDATION That Council amend both the MPS and LUB to rezone and redesignate the subject properties to Medium Density Residential and R-2/4, as outlined in the attached amendment.
4) REFERENCES AND ATTACHMENTS 1. Resolution 2. Report to Planning Advisory Committee: MPS Amendments – 185 Main Street, June 21st, 2017
5) DISCUSSION
Owners of the Blomidon Inn, Michael Laceby and Janice Parker, purchased the neighbouring single-unit dwelling residence at 185 Main Street with the intent to alter the dwelling and divide the building into three apartments for long-term rental purposes. A three-unit dwelling is not permitted on the existing property due to the designation of Low Density Residential (LDR) and zoning of Low Density Residential (R-1A). The R-1A zone allows a maximum of two dwellings (a single unit dwelling and a single accessory dwelling) on the property. A Land Use By-Law amendment and a Municipal Planning Strategy amendment is required to alter the LDR designation and R-1A zone.
On September 20th, 2017, the Planning Advisory Committee forwarded amendments to this affect to the Committee of the Whole after holding a public participation meeting on September 20th, 2017 (earlier on the same day), and original consideration at a Planning Advisory Committee meeting on June 21st, 2017 where staff completed a presented a report and policy review to PAC recommending a change in the designation and zoning to permit the request.
6) FINANCIAL IMPLICATIONS
None.
7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS
Request for Decision, Page 2 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
This Municipal Planning Strategy amendment supports the Town of Wolfville strategic direction of “Improving Quality of Life for All” and the sub-goal of “fostering economic independence, inclusion and dignity through more affordable and diverse housing options” by creating additional diversity and affordability in housing options available in Wolfville.
In addition, it aligns with Council Strategic Principles as below:
1. Affordability This planning amendment enables additional diversity and affordability of housing options in the Town of Wolfville. 2. Transparency 3. Community Capacity Building 4. Discipline to Stay the Course 5. United Front 6. Environmental Sustainability This planning amendment enables additional housing options in the Town of Wolfville without the environmental costs of demolishing and building from scratch additional dwellings.
8) COMMUNICATION REQUIREMENTS
If Council proceeds to a public hearing, then the necessary public advertising will occur. If Council does not proceed with the proposed amendments, the property owners will be contacted and informed of Council’s decision.
9) ALTERNATIVES
Do not proceed with amendments and maintain the existing designation and zoning.
Request for Decision, Page 3 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
REFERENCES AND ATTACHMENTS
1. Amendments to the Town of Wolfville Municipal Planning Strategy – 185 Main
A. Amend the Future Land Use Designations Map – MPS Map 1 –to redesignate PIDs 55276729 and 55276737(outlined in red below) to Medium Density Residential (MDR), as shown below.
Request for Decision, Page 4 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
B. Amend the Zoning Map – LUB Schedule “A” – to rezone PIDs 55276729 and 55276737 (outlined in red below) to Medium Density Residential (R-2/4), as shown below.
Request for Decision, Page 5 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
2. Report to Planning Advisory Committee: MPS Amendments – 185 Main Street, June 21st, 2017
Initiated by Council – March of 2017, in response to a request from APPLICANT Michael Laceby To amend the Municipal Planning Strategy and Land Use By-law to redesignate and rezone 185 Main Street from Low Density Residential PROPOSAL (LDR & R1-A) to Medium Density Residential (MDR & R-2/4) to enable a development agreement for a three-unit dwelling LOCATION 185 Main Street (PIDs 55276729 and 55276737) LOT SIZE 0.875 hectares DESIGNATION Low Density Residential (LDR) ZONE Low Density Residential (R-1A) SURROUNDING USES Single-unit dwellings, multi-unit dwellings, church, inn NEIGHBOUR None to-date, notification would take place if Staff is directed to proceed NOTIFICATION
1) Proposal In March of 2016, the owners of the Blomidon Inn, Michael Laceby and Janice Parker, purchased the neighbouring single-unit dwelling residence at 185 Main Street. The property at 185 Main Street is divided into two parcels of land – Lot A & Lot B. The property is currently designated Low Density Residential (LDR) within the Town’s Municipal Planning Strategy and zoned Low Density Residential (R- 1A) in the Town’s Land Use By-law. Properties zoned R-1A allow for the addition of one accessory apartment to the existing single-unit dwelling.
The applicant wishes to alter the existing single-unit dwelling and divide the building into three apartments for long-term rental purposes. However, due to the zoning set within the Town Land Use By- law a three-unit building is not a permitted use within this zone. The objective to create these additional units necessitates the rezoning of the property, which can be carried out through a Land Use By-law amendment. However, in order to make this Land Use By-law amendment, a Municipal Planning Strategy amendment will also need to take place to change the designation of the property from Low Density Residential to Medium Density Residential, allowing for the appropriate zoning.
Although the Municipal Planning Strategy is currently undergoing a comprehensive review, the timelines for the review are such that Council has directed Staff to explore these amendments outside of the greater plan review process.
Request for Decision, Page 6 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
2) Staff Recommendation Staff recommends that the Planning Advisory Committee (PAC) directs Staff to proceed to a Public Participation Meeting to seek input as per the Town’s Public Participation Program Policy and as required by the Municipal Government Act.
3) Existing Conditions
3.1 Site and Context The site currently consists of two relatively flat lots, totaling 0.875 hectares in area. The larger lot contains an existing single-unit dwelling, known as Thornleigh, built circa 1887. The house has a large front lawn (approximately 40 metres) and an assembly of small outbuildings in the rear yard. Access is provided by a gravel driveway on Main Street. Immediate neighbours include the Blomidon Inn, two single-unit dwellings (171 Main Street and 6 Sherwood Drive), and a collection of multi-unit dwellings on Dale Street. The site is an approximately 10 minute walk (1 km) from the downtown core.
IMAGES 1 to 4 (CW from TL): Subject property front elevation; subject property rear yard; multi-unit dwellings on Dale Street; Blomidon Inn
Request for Decision, Page 7 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
3.2 Existing Planning The subject site is currently designated Low Density Residential (LDR) on the Future Land Use Map of the Municipal Planning Strategy. The multi-unit dwellings on Dale Street—immediately to the south of the subject property—are designated High Density Residential (HDR). All other immediate neighbours are designated Low Density Residential (LDR). Nearby, to the southwest, is a large area of lands designated Medium Density Residential (MDR).
MAP 1: Future Land Use Map for subject site and surrounding area.
The subject site is currently zoned Low Density Residential (R-1A) on the Zoning Map of the Land Use By- law. The multi-unit dwellings on Dale Street—immediately to the south of the subject property—are zoned High Density Residential (R-2/HD). The Blomidon Inn is zoned Special Commercial (C-4). All other immediate neighbours are zoned Low Density Residential (R-1A). The closest Medium Density Residential (R-2/4) zone is to the southwest, on Orchard Avenue on the other side of the Blomidon Inn. These lands include a mix of single-, two-, and three-unit dwellings.
Request for Decision, Page 8 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
MAP 2: Zoning Map for subject site and surrounding area.
The subject site is also located in the East Main Street “A” Architectural Control Area. Within architectural control areas, the Municipal Planning Strategy requires new development to be similar to the existing context in terms of architectural styling and details. In these areas, a development agreement is required for new main buildings and additions that exceed 25 percent of the floor area of an existing main building.
4) Process and Public Consultation
4.1 Next Steps If the Planning Advisory Committee decides to move forward with amendments to the Municipal Planning Strategy and Land Use By-law, the next step would be a Public Participation Meeting in front of the PAC to receive input on the amendment options, pursuant to the Town Public Participation Program Policy and requirements of the Municipal Government Act, including notification and advertising. Staff would mail invitation letters directly to neighbouring property owners. After a Public Participation Meeting, the issue would come back to the PAC with the actual recommended amendment(s), if any.
After a recommendation from the PAC, the adoption of amendments to the Municipal Planning Strategy and Land Use By-law require first reading by Council, a Public Hearing, and a final decision by Council at second reading. There is no appeal mechanism for amendments to the Municipal Planning Strategy.
Request for Decision, Page 9 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
However, any decision on the rezoning of the lands (i.e. Land Use By-law amendment) would be appealable to the Nova Scotia Utility and Review Board.
If Council approves the redesignation and rezoning amendments, the land owners would then be able to apply for a development agreement to enable the third dwelling unit.
4.2 Growing Together Staff has not yet consulted with the public on this specific proposal; this would occur if the Planning Advisory Committee directs Staff to move forward with a Public Participation Meeting. However, there has been much public discussion on the more general topic of housing in Wolfville that has occurred as part of the “Growing Together” plan review project.
The February, 2016 “What We Heard” report on Phase 1 of the plan review project notes that one of the emerging policy themes is “housing alternatives”. Throughout the consultations, people recognized that there is a clear demand for more housing options in Wolfville. However, in contrast to this, a common theme in consultations was a concern about conversions of existing single-unit dwellings into apartments. This concern typically focused, in particular, on conversions in areas immediately adjacent to downtown and to Acadia university.
5) Policy Review and Discussion
5.1 Plan Amendment Policy Policy 18.1.2 of the Municipal Planning Strategy states that it shall be the policy of Council:
to require an amendment to the Municipal Planning Strategy: • where any policy intent is to be altered; or • where a text or map amendment to the Land Use By-law would conflict with the text or maps of the Municipal Planning Strategy; or • where an amendment to the Subdivision By-law would conflict with the text of the Municipal Planning Strategy; or • where a future land use map change is deemed appropriate
In this situation, both the second and fourth bullet apply; rezoning the subject site to the applicant’s desired zone would conflict with the maps of the Municipal Planning Strategy, and as such a change to the Future Land Use Map is necessary to enable the rezoning.
In considering whether such an amendment to the Future Land Use Map is appropriate, the description of the Medium Density Residential Designation is informative. Section 8.2 of the Municipal Planning Strategy states:
Request for Decision, Page 10 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
The medium density residential areas of Wolfville are primarily located around the central commercial district and in close proximity to the University campus. These older, central residential areas are characterized by a mixture of housing types that include single unit dwellings, duplex and semi-detached dwellings as well as three and four unit dwellings and small apartment buildings containing eight or fewer dwelling units. Some of the mix of housing in this area resulted from the conversion of large older homes to multi-unit dwellings. Due to the central location of these areas they are very attractive to residents who do not own a private automobile and those who may wish to live within walking distance of local schools, facilities and employment opportunities.
[…]
Policy 8.2.1 goes on to state that it is the intention of Council:
to designate as Medium Density Residential (MDR) the areas shown on Map 1- The Future Land Use Map. It is intended to include established areas where a mixture of dwelling types exist as well as land for future three and four unit residential development.
The subject site is located in an established area with an existing mixture of dwelling types, including single-unit dwellings, the adjacent multi-unit dwellings on Dale Street, and two- and three-unit dwellings on Orchard Avenue on the other side of the Blomidon Inn. As such, the subject site is within an area that reasonably meets the intention of the Medium Density Residential (MDR) Designation.
5.2 Land Use By-law Amendment Policy 18.2.2 of the Municipal Planning Strategy states that it shall be the policy of Council:
to amend the Land Use By-law provided the amendment reflects the intent of the Municipal Planning Strategy.
As previously mentioned, the proposed rezoning on its own does not currently meet the intent of the Municipal Planning Strategy because it conflicts with the current Future Land Use Map. However, with the proposed amendment to the Future Land Use Map, Policy 8.2.2 would then apply and the proposed Medium Density Residential (R-2/4) Zone would pass the first threshold for meeting the intent of the Municipal Planning Strategy:
[it shall be the policy of Council] to establish a Medium Density Residential (R-2/4) zone in the Land Use By-law, as shown on Schedule A, the Zoning Map of the Land Use By-law, to correspond to the lands designated Medium Density Residential.
The second threshold for any rezoning to meet the intent of the Municipal Planning Strategy is typically Policy 18.6.1. This policy contains the general criteria for reviewing amendments to the Land Use By-law
Request for Decision, Page 11 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
or for adopting development agreements. It covers elements such as compatibility with neighbouring uses, servicing capacity, and safe access and egress to the site. The full policy is attached as Appendix A.
At this stage, Staff is of the opinion that the proposal is generally consistent with Policy 18.6.1. The existing and proposed zones on the site have identical zone standards (lot size requirements, etc.). The two zones are also very similar in terms of the uses they permit without a development agreement. The only difference between the two is that the Medium Density Residential (R-2/4) Zone permits semi- detached and two-unit dwellings, while in the Low Density Residential (R-1A) Zone a second dwelling unit can only take the form of an accessory dwelling unit, which limits the size of the unit and the location of the access to the unit. Due to the very minor differences in as-of-right development rights in these two zones, Staff does not believe the rezoning on its own conflicts in any way with Policy 18.6.1.
Where the two zones differ significantly is the uses permitted by development agreement, namely the fact that the Medium Density Residential (R-2/4) Zone permits three- and four-unit dwellings by development agreement. Any development agreement application would require a detailed comparison of the proposal against Policy 18.6.1.
5.3 Development Agreement Criteria If Council approves the Municipal Plan and Land Use By-law amendments the property owners will be able to apply for a development agreement to enable the third dwelling unit within the existing dwelling. As part of this application, the proposal would be subject to a detailed review against Policy 18.6.1 (described in more detail in section 5.2, above). In addition to this general policy, there are specific development agreement criteria within the Medium Density Residential (MDR) Designation. Policy 8.7.3 states that it is the policy of Council:
to ensure the following criteria are met when council is considering proposals in Medium Density Residential (MDR) designations for three and four unit dwellings by development agreement: a) the proposal provides a safe access and egress to the lot for the intended use; b) the proposal provides a landscape plan prepared by a landscape architect or certified landscape designer and includes adequate landscaped buffers required to adequately separate parking areas from adjacent residential uses and to ensure a high landscape value is provided by the development.; c) the proposal contains no more than a total of 8 bedrooms in a 3 unit dwelling and 10 bedrooms in a 4 unit dwelling; d) the proposal provides space for leisure or recreation facilities; e) development is in accordance with policy 18.6.1
Because the subject site is located within an Architectural Control Area, the development agreement review process would also consider the architectural compatibility of any additions or modifications with the architecture of the existing building, and with the surrounding context.
Request for Decision, Page 12 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
Through the development agreement process Council may place restrictions or requirements on the use of the land or design of any structures, access, and open spaces in order to address any shortcomings of the site and to improve compatibility with the surrounding context.
5.4 Discussion The subject site is located in an area with a mix of dwelling types, including single-, two-, three-, and multi-unit dwellings. It is located within a short walk of the downtown core. These qualities align the subject site with Council’s intended purpose for the Medium Density Residential (MDR) Designation, and suggest that this designation is appropriate on the subject site.
Concurrent with a resdesignation of the subject site, there is a need to rezone the site to the Medium Density Residential (R-2/4) Zone. The switch to this zone would actually change very little in terms of as- of-right development options on the site; the main effect of the redesignation and rezoning is to enable three- and four-unit development by development agreement.
The application for a development agreement requires the full planning process, including review by the Planning Advisory Committee and approval by Council. It is through this process that the specifics of the property owner’s proposal for the site would be best addressed. The development agreement process includes criteria for reviewing the proposed uses and architectural design of a specific proposal, and the details of how that design impacts community services and the character of the surrounding neighbourhood. This process also includes the tools Council can use to constrain the development of the site to a specific, agreed-upon scale and design.
In light of the compatibility of the proposed Future Land Use Map designation within the existing context, and the fact that the development agreement process in effect provides a thorough opportunity review and control the details of development on the subject site, Staff feels there are no drawbacks to proceeding with a redesignation and rezoning of the subject site.
7) Options There are two options that Staff feel should be considered on the issue:
Option Staff Comment 1. Maintain the status quo (do not proceed with No change would be made to the maps of the amendments) Municipal Planning Strategy or Land Use By-law. There would be no opportunity to have more than two units on the subject site.
Request for Decision, Page 13 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
2. Amend the Future Land Use Map of the The Future Land Use Map of the Municipal Municipal Planning Strategy and Zoning Map Planning Strategy would be amended to of the Land Use By-law to accommodate the redesignate the subject site from Low Density proposal Residential (LDR) to Medium Density Residential (MDR). The Zoning Map of the Land Use By-law would be amended to rezone the site from Low Density Residential (R1-A) to Medium Density Residential (R-2/4).
Following the redesignation and rezoning the property owners would need to apply for a development agreement to permit a three-unit dwelling.
8) Review from Other Departments Any amendments that are considered will be reviewed by other Town departments including Public Works, Fire, and the Traffic Authority. Comments/concerns will be included for Council’s consideration in a supplementary report following the Public Participation meeting.
9) Conclusion The subject site is located in an area close to the downtown core and with a mix of dwelling types. Staff believes the site aligns with Council’s intended purpose for the Medium Density Residential (MDR) Designation. Furthermore, Staff is of the opinion that the proposed redesignation and rezoning alone do not represent a significant change in the land use planning context on the site. Rather, it is the development agreement process enabled by these proposed changes that would address any significant changes on the site.
For these reasons, Staff is of the opinion that the proposed amendments are reasonable. Staff recommends the Planning Advisory Committee moves forward in the process of amending the Municipal Planning Strategy and Land Use By-law to redesignate and rezone 185 Main Street to Medium Density Residential (MDR & R-2/4).
10) Attachments 1. Appendix A: Policy 18.6.1, General Criteria for Development Agreements and Amending the Land Use By-law
Request for Decision, Page 14 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
Appendix A: Policy 18.6.1, General Criteria for Development Agreements and Amending the Land Use By-law
It shall be the policy of Council:
to consider the following in addition to all other criteria set out in the various policies of this Municipal Planning Strategy, when considering proposals for development agreements and Land Use By-law amendments: a) to ensure that the proposal conforms to the intent of the Municipal Planning Strategy and to all other applicable Town By-laws and regulations, except where the application for a development agreement modifies the requirements of the Land Use By-law or the 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: i. the type and intensity of use; and ii. the height, mass or architectural design of proposed buildings; and iii. hours of operation of the use; and iv. outdoor lighting; and v. noise, vibration or odour; and vi. vehicle and pedestrian traffic; and vii. alteration of land levels and/or drainage patterns; and viii. deprivation of natural light 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; and ii. water systems; and iii. schools; and iv. recreation and community facilities; and v. fire and police protection; and vi. street and walkway networks; and vii. solid waste collection and disposal systems d) to ensure that the proposal is not premature or inappropriate by reason of the financial ability of the Town to absorb capital and/or maintenance costs related to the development. e) to ensure that the proposal does not cause environmental damage or damage to adjacent properties through: i. pollution of soils, water or air; and ii. erosion or sedimentation; and iii. interference with natural drainage systems and watercourses; and iv. flooding f) to ensure that the proposal protects and preserves matters of public interest such as, but not limited to: i. historically significant buildings; ii. public access to shorelines, parks and public and community facilities;
Request for Decision, Page 15 of 16 REQUEST FOR DECISION 055-2017 Title: MPS and LUB Amendments – 185 Main Street Date: 2017-10-03 Department: Community Development
iii. important and significant cultural features, natural land features and vegetation. g) to ensure that the proposed site and building design provides the following: i. useable active transportation networks that contribute to existing active transportation links throughout the community; and ii. functional vehicle circulation and parking and loading facilities designed to avoid congestion on or near the property and to allow vehicles to move safely within and while entering and exiting the property; and iii. facilities for the safe movement of pedestrians and cyclists; and iv. adequate landscaping features such as trees, shrubs, hedges, fences, flower beds, and lawns to successfully integrate the new development into the surrounding area; and v. screening of utilitarian elements, such as but not limited to; mechanical and electrical equipment, and garbage storage bins; and vi. safe access for emergency vehicles; and vii. adequate separation from, and consideration of, public and private utility corridors to ensure their continued safe and functional operation; and viii. architectural features, including but not limited to, mass, scale, roof style, trim elements, exterior cladding materials, and the shape, size and relationship of doors and windows; that are visually compatible with surrounding buildings in the case of a new building or with the existing building in the case of an addition; and ix. useable outdoor amenity space for use of residents in a residential development; and x. accessible facilities for the storage and collection of solid waste materials; and xi. appropriate consideration for energy conservation; and xii. appropriate consideration of and response to site conditions, including but not limited to; slopes, soil and geological conditions, vegetation, watercourses, wet lands, and drainage. 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 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.
Request for Decision, Page 16 of 16 RESOLUTION 185 Main Street MPS & LUB Amendments
CERTIFIED COPY OF MUNCIPAL PLANNING STRATEGY AND LAND USE BY-LAW AMENDMENTS
I, Dan Stovel, Town Clerk of the Town of Wolfville in the County of Kings, Province of Nova Scotia, do hereby certify this is a true copy of the amendments to the Municipal Planning Strategy and Land Use By-law adopted by Council of the Town of Wolfville at a meeting duly called and held on the ___ of ______, 2017.
______
Dan Stovel, Town Clerk
This signature is sealed with the Town of Wolfville Corporate Seal. RESOLUTION 185 Main Street MPS & LUB Amendments
AMENDMENTS TO THE TOWN OF WOLFVILLE MUNICIPAL PLANNING STRATEGY
1. Amend the Future Land Use Designations Map – MPS Map 1 –to redesignate PIDs 55276729 and 55276737(outlined in red below) to Medium Density Residential (MDR), as shown below. RESOLUTION 185 Main Street MPS & LUB Amendments
AMENDMENTS TO THE TOWN OF WOLFVILLE LAND USE BY-LAW
1. Amend the Zoning Map – LUB Schedule “A” – to rezone PIDs 55276729 and 55276737 (outlined in red below) to Medium Density Residential (R-2/4), as shown below. COMMITTEE UPDATE Title: Environmental Sustainability Committee Date: October 3, 2017 Department: Public Works
UPDATE The Environmental Sustainability Committee met on Monday, September 11, 2017
Cittaslow Update o Staff update the Committee as to how the Town became a Cittaslow Designation. o It was identified that the Cittaslow initiative has not been fully utilized. o The Cittaslow Community group needs more active members. Solar Electricity for Community Building Pilot Project o Proposed that a report from Nova Scotia Department of Energy be brought to the Committee showing the results of Phase 1 of this program.
Solar Wolfville o Proposed to invite another Municipal unit to give a presentation on their experience with Electric Car Charging Stations. Plastics o Valley Waste Management has been contacted about assisting Acadia University and the Town in developing an educational program. o Option of an outright ban on single use plastic bags or a cost applied to the use of each bag needs to be decided.
Ecology Action Centre Workshop o Decided that the Town wouldn’t submit a proposal Municipal Climate Innovation Program with the Ecology Action Centre. o A workshop for Wolfville could still be a viable option. Other Business th o It was noted that it is the Town’s 10 Anniversary designated as a “Free Trade Community” and wondered if the Town was going to celebrate the 10th anniversary. Fairtrade Month in Canada is May 2018.
Committee Update, Page 1 of 1 COMMITTEE UPDATE Title: Emergency Management Advisory Committee Date: October 3, 2017 Department: CAO
UPDATE The Emergency Management Advisory Committee met on Monday, September 18, 2017
Updates provided to the EMAC included:
Emergency Management Planning Committee Meeting
• Emergency Management Planning Committee (EMPC) meeting held on Friday, September 8th to discuss Municipal Evacuation o Draft Memorandum of Understanding (MOU) have been submitted to regional Transportation service providers to support municipal evacuation transportation during emergency situations in the Town of Wolfville o Transportation Service providers include Annapolis Valley Regional School Board (AVRSB), Kings Transit Authority (KTA), Kings Point-to-Point (KPPT), and CJ’s Taxi
Emergency Management Plan – Town of Wolfville
• As part of the regular annual review process, Change 2 to Wolfville’s Emergency Management Plan will be put forward to Council at the November COW/Council meeting for approval.
The next regularly scheduled meeting of the EMAC is set for Monday, December 11, 2017
Committee Update, Page 1 of 1 REQUEST FOR DECISION 058-2017 Title: Supplementary MPS Reports Date: 2017-09-27 Department: Community Development
SUMMARY
Supplementary MPS Reports
As part of the ongoing review of the Town’s planning documents, this report and attachments address 3 motions from Council (July 18, 2017) directing staff to provide additional information on:
• Allowable Building Height in the Core Commercial Area
Council directed staff to prepare a report to review the core area design guidelines restricting building height, in the core, to a maximum of 3 stories.
• Parking Requirements in the Core Area
Council directed staff to prepare a report examining the implication of requiring residential parking regulations in the core area commercial that equal residential parking requirements in other zones.
• Small-scale Commercial Opportunities (follow-up to RFD 054-2017)
Direct Staff to provide options for small scale commercial on higher order streets, including specific criteria to limit adverse impacts.
DRAFT MOTIONS:
Building Height:
That Council direct staff to integrate into the Municipal Planning Strategy the issue of ‘height bonusing’ in the Core Commercial area, up to five (5) stories, subject to refining the draft policies and guidelines presented to-date
Core Area Residential Parking:
That Council direct staff include the parking requirements contained in the Draft Municipal Planning Strategy, subject to the outcomes of the Parking Action Plan and refinement of the draft policies presented to-date
Small-Scale Commercial:
That Council direct staff to integrate the tiered-approach outlined in Attachment 2 to RFD 054-2017 into the Municipal Planning Strategy Review
Request for Decision, Page 1 of 2 REQUEST FOR DECISION 058-2017 Title: Supplementary MPS Reports Date: 2017-09-27 Department: Community Development
CAO COMMENTS
The CAO supports the recommendations of staff.
1) LEGISLATIVE AUTHORITY
The Municipal Government Act (Part 8) provides Council the authority to enact planning policy/regulations.
2) STAFF RECOMMENDATION
See Attached Issue Briefs
3) REFERENCES AND ATTACHMENTS 1. Issue Brief 011 – Small-Scale Commercial (follow-up from RFD 054-2017) a. Neighbourhood Business Map b. RFD 054-2017 2. Issue Brief 012 – Building Height 3. Issue Brief 013 – Core Commercial Residential Parking 4. Additional References and Attachments provided in each Issue Brief
4) DISCUSSION
Parts 3 and 4 of the MPS are the most substantial and most important portions of the document – Council’s direction on these policy issues can allow for staff to detail the guidelines/regulations and move forward toward a completed document for consideration.
5) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS
See Issue Briefs.
6) ALTERNATIVES
Each Issue Brief contains options/alternatives on the individual issues.
Request for Decision, Page 2 of 2 MPS REVIEW ISSUE BRIEF-011
Subject: Small-Scale Commercial Date: 2017-10-03
1) PROBLEM STATEMENT How to move forward from RFD 054-2017 re: small-scale commercial, particularly the proposed “Neighbourhood Business Use.”
2) IMPLICATIONS/RISKS OF PROBLEM • There is limited small-scale commercial space in the Town and it is difficult for our Economic Development Manager to work with business owners/entrepreneurs and bring on new investment without additional space. • Erosion of the existing residential character, whether in the Core Neighbourhood or anywhere else in our neighbourhoods. • Infrastructure priorities (capital budgeting) and whether certain areas are ready for additional land use activity (parking, pedestrian and car traffic, etc). • Commercial Tax assessment indicator and overall fiscal sustainability. • Not meeting the Town’s mixed-use aspirations and capitalizing on the walkability of the Core. • Ability to manage change or any additional land use activity.
3) KEY CONSIDERATIONS 1. What are we trying to achieve in the Core Neighbourhood Area? The policy directions Staff are bringing forward for this area do not seem to be resonating with Council. Some have communicated that the area is in crisis. It is acknowledged there is a stable neighbourhood (east of Gaspereau) and an area where land uses are primarily rental accommodation (west of Gaspereau). If additional land use activity is not desirable e.g. neighbourhood businesses close to the Core Commercial area or even the smaller unit opportunities through the proposed R-3 zoning, then a different approach can be brought forward. Is the community ready for the change being proposed?
o The Option is presented in this report to remove the Core Neighbourhood Designation and within that a decision point on whether to not proceed with the proposed Neighbourhood Business Use or still move forward with it on certain higher-order streets and the former C-2 zone.
2. Alignment with Council’s Strategic Plan and MPS Community Priorities How do we strike a balance between increasing opportunities for new business while maintaining the character of established residential neighbourhoods? o Council’s Strategic Plan includes aspirations in both directions: . To create a business ready environment for future expansion and attraction opportunities (under “Leveraging our Economic Opportunities”).
Issue Identification Report, Page 1 of 3 MPS REVIEW ISSUE BRIEF-011
Subject: Small-Scale Commercial Date: 2017-10-03
. To foster economic independence, inclusion and dignity through more affordable and diverse housing options; and to harmonize the diverse lifestyle choices between all demographics in Wolfville (under “Improving Quality of Life for All”).
o The MPS Community Priorities also include aspirations in both directions: . To create mixed, compact neighbourhoods to maximize our infrastructure and promote community health. . To respect and strengthen existing neighbourhood character.
3. Commercial Activity Outside of the Core There seems to be a level of consensus on small-scale commercial outside of the Core Area: o Seems to be an appetite to consider proposals on higher order streets through the introduction of the Neighbourhood Commercial Zone and Tourist/Main Street Commercial zone (see RFD-054 Attachment 2). Proposals would be required to apply for approval from Council for a rezoning of their property to enable these uses.
o A short walk (5 minutes) is shown from various locations in the Town in Attachment 1, including new development or future development areas (Woodman’s, Kenney Lands, West End). A localized business/service could apply through the Neighbourhood Commercial zone, Tourist/Main Street zone or Neighbourhood Business Use (depending on the outcome of this – see options below).
4) OPTIONS TO ADDRESS PROBLEM OPTION EXPLANATION 1. Remove Core Neighbourhood The draft MPS currently has the Core Designation Neighbourhood as its own designation on the • Focus on residential and would Generalized Future Land Use Map. The idea was become part of the general that this designation (Core Neighbourhood) and Neighbourhood Designation the Core Commercial area would work together • Remove Neighbourhood Business to form “the Core” and work toward achieving Use the area’s vision. The idea was for the Core OR Neighborhood to become more mixed use than it • Move forward with the is currently. Given the discussions to-date, Neighbourhood Business Use perhaps Council should consider an alternative anywhere on Collector Streets, Main direction. This option would remove the Street, and the former C-2 zone. designation and cement the area as part of the “Neighbourhood” designation.
Issue Identification Report, Page 2 of 3 MPS REVIEW ISSUE BRIEF-011
Subject: Small-Scale Commercial Date: 2017-10-03
A secondary decision could then be made on whether to move forward with the Neighbourhood Business Use in other areas of Town. 2. Move forward with approach outlined See Attachment 2 of RFD 054-2017 which by Staff in Attachment 2 of RFD 054- proposes: 2017 • Neighbourhood Business Use would be limited to the Core Neighbourhood and within 300m of the Core Neighbourhood on Main Street only.
• On Collector Streets, Main Street, and the former C-2 zone the Neighbourhood Business Use could proceed by Site Plan approval. Anywhere else in the Core Neighbourhood the use would be subject to a Development Agreement (approval by Council).
5) STAFF RECOMMENDATION See RFD 054-2017 – Option 3 of this Issue Brief.
6) REFERENCES AND ATTACHMENTS 1. Neighbourhood Business Map with 5 minute walk radius 2. RFD 054-0217 (including attachments and references)
For Staff only:
Drafted by: Devin Lake Reviewed by: CF, EB Date of COtW Review Decision of COtW: Amendments made by: Date of amendments made
Issue Identification Report, Page 3 of 3 COMMUNITY NEIGHBOURHOOD BUSINESSES 9/18/2017 DEVELOPMENT EXISTING ZONING
Cornwallis Municipality of the County of Kings River
Ñt Wolfville Ñt Harbour Elderkin Special Pond !! Commercial !! Special Special Commercial !! Ñt Commercial Ñt
Willow Pond Special Commercial R-1 Zone Special
Commercial Undeveloped Olsen Pond R-1 Zone
R-1 Zone Undeveloped
!!
R-1 Zone R-1 Zone
!! Special Reservoir
Municipality of the Countyof Kings Commercial
! Reservoir Undeveloped !
·
This map was created or compiled by the Town of Wolfville (“Town”) with the intent of using the map for local government 200 100 0 200 Zones related activities, and not necessarily with the intent of use of the map recipient (“Recipient”) in mind. By nature, maps are a Metres graphical representation of real-world conditions, with issues of accuracy, resolution, and thematic display determined with the anticipated use of the map in mind. Although the Town strives to maintain an accurate and precise inventory of maps in Feet order to perform government-related tasks, this map may contain errors, may not be current, and may omit important 500 250 0 500 1,000 R-1 Zone Central Commercial (C-1) Restricted Commercial (C-2) Undeveloped ! WalkShed Centre information. This map is solely a representation of real-world conditions and is made available to the Recipient for ! informational purposes only. THE TOWN MAKES NO EXPRESS OR IMPLIED WARRANTIES WITH RESPECT TO THE CHARACTER, FUNCTION, OR CAPABILITIES OF THE MAP OR THE SUITABILITY OF THE MAP FOR ANY PARTICULAR 1:4,250 Other Zones Institutional Special Commercial (C-4) Ñt All Day Parking WalkShed (400m) PURPOSE BEYOND THOSE ORIGINALLY INTENDED BY THE TOWN. MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
1) PROBLEM STATEMENT Whether to limit the building height in the Core – Commercial Area to 3-storeys or to consider “Height Bonusing” up to 4 or 5 storeys. At the July 18, 2017 meeting of Council, the following motion was passed:
Council directed staff to prepare a report to review the core area design guidelines restricting building height, in the core, to a maximum of 3 stories.
2) IMPLICATIONS/RISKS OF PROBLEM • If Bonusing is permitted: o Pressure on Council and Staff to negotiate in the public interest, particularly with this being a change from our existing policy / the strong opinions in the community on massing and scale. o Perceptions of fairness and localized impacts. o Infrastructure issues (parking, traffic on roads/sidewalks, etc).
• If Bonusing is not permitted (keep everything at 3 storeys): o Not be able to consider quality projects that “fit” or are innovative o May stifle reinvestment or new investment potential – particularly decaying or difficult to develop properties o May miss opportunities for additional affordable housing or other “bonus benefits” 3) KEY CONSIDERATIONS
1. Alignment with Council’s Strategic Plan and MPS Community Priorities
• Council’s Strategic Plan does not specify directions that address the issue of building height specifically but Council should consider the overarching “Managed Growth”; Principles of Affordability and Environmental Sustainability and how to balance these with the aspirations pertaining to “improving quality of life for all” and “leveraging our economic opportunities.”
• The MPS Community Priorities also include aspirations that should be considered: . Under “Economic Prosperity”: • To encourage growth and manage land use with sustainability and resilience in mind.
Issue Identification Report, Page 1 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
• To enhance and strengthen the core area as the focal point of commercial and community activity. . Under “Placemaking”: • To create mixed, compact neighbourhoods to maximize our infrastructure and promote community health. • To ensure a full range of housing options of all ages and incomes. • To respect and strengthen existing neighbourhood character. • To encourage quality, inclusive urban design and preserve and enhance our architectural and cultural heritage assets. . Under “Social Equity”: • To make land use processes understandable, transparent and efficient. • To ensure an inclusive community through bold leadership, community education and inclusive engagement in the development and implementation of land use planning policy. . Under “Environmental Sustainability”: • To control land use in a way that preserves, enhances and protects the natural environment to ensure open space opportunities for all residents.
2. Aspirational Vision for our Downtown and Meeting Growth Projections
Imagine Wolfville’s Downtown – Moving from Vision to Action (2014) established a vision for the downtown (included below) that has been used to frame what we are trying to achieve in the Core Area as we move through this plan review process. Council should keep this vision in mind as the options of this report are considered.
Issue Identification Report, Page 2 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
The Town’s population growth projections to 2036 range from approximately 5000-8000 people from our current (2016 census) population of 4,195. Part 1.3.5 of the draft MPS provides additional information on population projections. People want to live here. Where do we want to direct our growth? What does it look like?
3. Ongoing MPS Review and Core Commercial Design Guidelines
As part of the ongoing review of the Town’s planning documents, policies to enable the consideration of additional height beyond 3 stories through “bonusing” were introduced as part of PAC and Council’s review of Parts 3 and 4 of the MPS. In addition, the draft Core Commercial Design Guidelines were introduced – set to replace the existing Architectural Guidelines Manual for Downtown Wolfville (1992). A summation of the Draft MPS Height Bonusing policies and Draft Core Commercial Design Guidelines are provided below while the full draft MPS policy directions and guidelines are attached.
Draft Municipal Planning Strategy – “Height Bonusing” Policy Direction Summary:
• The Municipal Government Act (S. 191 g.) defines “incentive or bonus zoning” as: requirements that permit the relaxation of certain requirements if an applicant exceeds other requirements or undertakes other action, in the public interest, as specified in the requirements;
• Part 4.15 (19.) of the draft MPS, has proposed: o Maximum building height of 3 storeys for as-of-right and site plan approvals and the consideration of building heights up to 5 storeys, by Development Agreement, including: . The proposal being weighed against the Compatibility Criteria of Policy 3.7.2 (6.) of the draft MPS. . The option of requiring additional studies, depending on context (shadow, traffic, etc) to assess the proposal’s merit. . Review by the Design Review Committee and use of the Core Commercial Design Guidelines. . Through the DA negotiations for the ‘bonus’ height, the Applicant would be required to contribute facilities, services, or matters that are in the Public Interest – subject to Council weighing the costs and benefits. The draft policy provides a ‘menu’ of options that could be considered, including: o Contribution toward affordable housing o Housing with innovative technological, design or environmental components o Preservation of Heritage or Natural Resources o Contribution of public open Space or off-site landscape, streetscape or urban design elements
Issue Identification Report, Page 3 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
. Require that the neighbourhood where the bonus is permitted would benefit most from the facility or matter conveyed to the Town in return for the bonus.
Draft Core Commercial Design Guidelines – Height and Massing Summary:
• The guidelines are grounded in a vision, objectives (pg 5) and design principles:
• Section 2.4 of the Draft Guidelines outline building height and massing guidelines:
Issue Identification Report, Page 4 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
• Section 2.4 would require building stepbacks and consideration of common height lines along the streetscape. • The Guidelines place emphasis on the pedestrian experience and the importance of the ground floor. Page 34 of the guidelines cover “ground floor treatment along retail streets.” Recommended is a floor-floor height of 4.5m (14’) for the ground floor.
• It should be noted that these are a draft document and will be updated as we finalize other sections that impact the use of these guidelines (i.e. decision on height, C-2 zone, how things are approved, implementation section, etc).
4. Current policies and regulations related to building height:
Municipal Planning Strategy
Issue Identification Report, Page 5 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
18.6.1 provides general guidance (covering a number of areas) to Council when reviewing Development Agreements.
Land Use By-law
Issue Identification Report, Page 6 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
Examples of Height by Roof Type (source: online.encode-360.com)
Maximum building heights outside of the Core Commercial Designation would not be eligible for height bonusing and be limited to the maximum height specified in the Land Use By-law. For Development Agreement situations, the Land Use By-law acts as a guide but the provisions can be exceeded given that a Development Agreement acts as a site specific land use by-law.
Current Zone Land Use By-law - Maximum Height R-1 11m (36’) R-1/A 11m (36’) R-2/4 11m (36’) R-2/HD 11m (36’) University Zone (I-2) 18m (60’) C-1 12m (39’) C-2 11m (36’)
Issue Identification Report, Page 7 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
Existing Architectural Guidelines Manual for Downtown Wolfville (1992)
• Contains principles and guidelines to inform the DA process – not meant to be hard rules – however; Policy 12.1.4 of the MPS requires projects to be “consistent” with the principles and guidelines. • These guidelines are grounded in terminology such as: Human Scale; Small Town Charm; Intimacy in Rhythm and Scale; Visual Empathy; and Historic Continuity in Architecture. Page 2 clearly states: future development in the downtown should conserve and enhance the character and scale of its existing environment. • No specific height limitation is set in the guidelines; however, they state in General Principles (pg 6): Buildings are typically two to three storeys high. Common height-lines of adjacent structures should be respected so that new construction blends into the existing streetscape and new eave and roof-lines match those of its neighbours. • The existing guidelines manual is attached in-full.
5. Existing Heights in the Core Area
Our tallest buildings in the Town currently (outside of Crowell Tower and Church Steeples) clearly read as 3 stories from the street. Rail Town, Micro Boutique and L’Arche are the primary examples each with their own variations of ground floor height, style and architectural features (e.g. turret on L’Arche) that contribute to how they influence our streetscape.
6. Comment from the Design Review Committee • Options of this report were discussed with the Design Review Committee (2 Architects, Landscape Architect and Heritage Expert) at the Committee’s September 15, 2017 meeting. • All members supported height bonusing generally with 3 of 4 Committee Members feeling the issue is context sensitive and that bonusing up to 5 stories (or more depending on context) would be acceptable by Development Agreement. The remaining Committee member felt that a 3 storey cap should be implemented with consideration by DA for a 4th, stepped back, storey. • Discussed that the ground floor treatment and pedestrian experience is critical and trade-offs on height should be made to get the ground floor right. It was noted that a good pedestrian experience can make bad architecture bearable. • Comment was made that the Committee should have more formal approval/recommendation authority, similar to HRM. • Some committee members felt that additional height is needed to make downtown development economically viable, particularly with the high land values in Wolfville.
Issue Identification Report, Page 8 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
7. Spatial Boundary of Bonusing
The Draft Core Commercial Design Guidelines outline how the guidelines will apply and where. Page 6 of the guidelines show the boundary – which currently includes Summer Street and the current C-2 zone and some adjacent residential properties.
The existing (1992) guidelines apply to a smaller area, bounded to the north by the rail line:
Issue Identification Report, Page 9 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
4) OPTIONS TO ADDRESS PROBLEM HEIGHT BONUSING OPTION EXPLANATION 1. Restrict building height to 3 storeys in This would involve a change to the Guidelines the Core Commercial area and policy language of the draft documents to- date. This would alleviate any negotiation pressure on Staff/Council but may limit opportunities to consider good projects that will provide benefits to the Town. 2. Allow consideration of height bonusing This would involve a change to the Guidelines to up to 4 storeys anywhere in the Core permit only an additional storey – subject to the Commerical area same type of bonusing provisions as outlined in the draft policies (e.g. stepped back, quality ground floor and pedestrian focus, etc) 3. Allow consideration of height bonusing This would be moving forward with the draft up to 5 storeys anywhere in the Core policies and guidelines that have been presented. Commercial area. This is the recommendation of Staff. NOTE: The first decision is binary - whether height bonusing should be considered or a cap placed at 3 stories. If bonusing is to be considered then another decision on 4 or 5 stories can be made.
5) STAFF RECOMMENDATION Staff recommend that Council proceed with Option #3 – to allow consideration of height bonusing in the Core Commercial area, up to 5 storeys, subject to refining the draft policies and guidelines presented to- date.
6) REFERENCES AND ATTACHMENTS 1. July 18, 2017 Council Meeting Summary 2. June 29, 2017 PAC/Council Workshop Materials (including Draft Core Commercial Design Guidelines) 3. Other Background Materials (e.g. Phase I, Consultations and What We Heard Report, Housing Symposium Papers, etc) 4. 2017-2021 Council Strategic Plan (integrates other Town Plans/Studies) 5. Existing (1992) Architectural Guidelines Manual for Downtown Wolfville 6. Part 4.1.5 of Draft MPS – Core Commercial Area Height Bonusing (included below as attachment)
Issue Identification Report, Page 10 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
Core Commercial Area Height Bonusing
(Part 4.1.5 of Draft MPS, Policies 19-25 pg 45-47)
1. To establish the normal building height for as-of-right and site plan approval throughout the Core Area - Commercial Designation at three (3) storeys, with a maximum permitted height of five storeys. Subject to the following: a. Additional height beyond 3 storeys only be considered by Development Agreement. b. To consider height and/density increases to proposals that meet all other provisions of this plan in order to achieve facilities, services or matters which reflect and support the Community Priorities of this Plan. c. Ensure the proposal responds to the Compatibility Criteria (Policy XX) and the Core Commercial Design Guidelines.
2. To consider height increases (beyond 3 storeys) for proposals that meet all other provisions of this plan in order to achieve facilities, services or matters which reflect and support the Community Priorities of this Plan. Height incentives shall be subject to the following criteria: a. Height increases shall only be granted in the Core Area – Commercial Designation, and shall be limited to a maximum of five (5) stories total building height. b. Proposals seeking additional height may be required to complete additional studies to demonstrate that no undue adverse impact shall result from the additional height or density. These may include noise, wind, sun, transportation, servicing, environmental or other impact studies. c. Design modifications to preclude negative impacts may be required based on additional studies. d. Proposals shall be subject to Core - Commercial Area Design Guidelines and Compatibility policies of this Plan (XX, YY) and the use of the Town’s Design Review Committee. e. Any proposal seeking additional height must demonstrate how the majority of additional dwelling units made possible by increasing the height of the building will contribute to meeting Wolfville’s Housing Priorities (Part XX of this Plan).
3. To encourage buildings to be no more than one storey higher than the abutting property. Where a proposal for development requests height in excess of one storey to their abutting neighbour, the proposal must demonstrate: a. Adherence to the Core – Commercial Area Design Guidelines b. Assessment of shadow impacts to neighbouring properties c. Assessment of massing in relation to: i. Street width; ii. Abutting built form; iii. Property boundaries; iv. View lines to the Minas Basin; and v. Permeability of light. 4. To consider, at its discretion, additional height and density bonusing, under the provisions of the Municipal Government Act, to achieve facilities, services or matters which reflect the principles
Issue Identification Report, Page 11 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
and objectives of this Plan, but cannot be achieved under any other provisions of the current Act. Such objectives include: a. Contributions towards affordable housing and supportive housing for persons with special needs which meet Wolfville’s housing priorities. Such contributions to the municipality may be in the form of: i. land for socially assisted housing on the development site or on another site which is satisfactory to Council; ii. a cash contribution towards the provision of socially assisted housing; or, iii. dwelling units for socially assisted housing within a development. b. Housing with innovative technological, environmental or design components. c. Non-profit community, cultural, social, recreational and institutional facilities which may be in the form of a donation of land, buildings, or space within buildings. d. Preservation of heritage, community identity or natural environments, as outlined in this Plan. Such contributions may consist of natural or built heritage sites, structures, buildings, parts of buildings or space within buildings, conservation easements, artefacts or cash payments to achieve the priorities of this Plan. e. Contribution of public open spaces beyond the requirement under the Planning Act. Such contributions may consist of land, structures, buildings, equipment or cash payments which will achieve the principles and objectives of this Plan, especially in built- up or potentially park-deficient areas. f. Achievement of off-site public landscape, streetscape and urban design objectives. Such contributions may consist of special aesthetic improvements to public spaces including street furniture, landscaping, fountains or public art, adjacent to or within close proximity to the site. g. Provision of special facilities to enhance the environment or conserve energy, or the elimination of environmentally harmful non-conforming uses.
5. To ensure the following in determining the extent of the bonus: a. The economic, social and environmental costs and benefits of the height/density increase balance those of the service, facility or matter gained by the community over the period of 10 years; b. The bonus reflects public priorities within the context of this Plan; c. The human scale, attractiveness, compatibility and health of the surrounding urban environment not be significantly compromised; and, d. Transportation, municipal and social services can meet the needs from the increased height/density.
6. To ensure that the site, or neighbourhood where a bonus is permitted, shall benefit most from the facility or matter conveyed to the municipality in return for the bonus.
7. To register any height or density bonusing under this section against the title to the land to which it applies and enforce against the present or any subsequent owner (consider legal implications).
Issue Identification Report, Page 12 of 13 MPS REVIEW ISSUE BRIEF-012
Subject: Core Commercial Building Height Date: 2017-10-03
For Staff only:
Drafted by: Devin Lake Reviewed by: CF, EB Date of COtW Review Decision of COtW: Amendments made by: Date of amendments made
Issue Identification Report, Page 13 of 13 REQUEST FOR DECISION 054-2017 Title: MPS Review – Small-Scale Commercial Date: 2017-09-05 Department: Community Development
SUMMARY
MPS Review – Supplementary Report on Small-Scale Commercial
This RFD report provides a detailed overview of the ‘small scale commercial’ aspect of our ongoing Municipal Planning Strategy (MPS) review. This report addresses the July 18, 2017 motion from Council:
Direct Staff to provide options for small scale commercial on higher order streets, including specific criteria to limit adverse impacts.
Other supplemental MPS reports on the issues of parking requirements and building height are anticipated to be brought forward to the October 2017 Committee of the Whole meeting.
As part of the ongoing review of the Town’s planning documents, Parts 3 and 4 of the Municipal Planning Strategy (Draft 2) were reviewed by the Planning Advisory Committee (PAC) and Council during a full-day workshop on June 29, 2017. Parts 3 and 4 are arguably the most important parts of the MPS as they establish policies, regulations, and guidelines pertaining to our Residential Neighbourhoods and the Core Area (Commercial and Neighbourhood). The full-day workshop ended with the PAC making recommendations on to Council for changes to the draft documents presented by Staff. On July 18, 2017 Council reviewed the PAC recommendations and directed Staff to bring back 3 supplementary reports – this being the first.
This report takes a broader view of the July 18, 2017 motion to identify the disconnect between strategic directions and policy discussions to-date; provides detailed information on our current tiered system of ‘business-friendly’ land use; and options on an amended approach moving forward.
DRAFT MOTION:
That Council direct staff to integrate the tiered approach outlined in Attachment 2 of RFD 054-2017 into the ongoing Municipal Planning Strategy review.
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CAO COMMENTS
The CAO concurs with the recommendation of Staff.
1) LEGISLATIVE AUTHORITY
The Municipal Government Act (Part 8) provides Council the authority to enact planning policy/regulations.
2) STAFF RECOMMENDATION
That Council direct staff to integrate the tiered approach outlined in Attachment 2 into the ongoing MPS review draft documents.
3) ATTACHMENTS AND REFERENCES
1. Existing Tiered Commercial Land Use Approach (attached) 2. Proposed Tiered Commercial Land Use Approach (attached) 3. July 18, 2017 Council Meeting Summary 4. June 29, 2017 PAC/Council Workshop Materials 5. Other Background Materials (e.g. Phase I, Consultations and What We Heard Report, Housing Symposium Papers, etc) 6. 2017-2021 Council Strategic Plan (integrates other Town Plans/Studies)
4) PROBLEM / ISSUE
This report will address 3 issues in the context of planning for economic development and the July 18, 2017 motion from Council pertaining to ‘small-scale commercial.’
1. Disconnect with Strategic Directions and Community Priorities There is a disconnect between Council’s Strategic Plan (2017-2021), the Community Priorities of the MPS (from Part 2) and how these translate into actual land use policy and regulations. Given that the MPS is a critical tool to enable the strategic priorities of Council, it is important to “walk the talk”.
2. Complicated Layers of Regulation How to move forward from the complicated layers of land use regulation that currently exist (see Attachment 1) to create a “business ready environment for future expansion and attraction opportunities” and to “advance Wolfville as a premier destination for culinary and wine experiences” (to name a few of the Town’s aspirational strategic directions).
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3. Overall Understanding To ensure Council has an understanding of the current policy and regulatory framework so the discussion can focus on how to best move forward to align with Council’s Strategic Directions.
5) DISCUSSION
Issue #1 – Disconnect between Strategic Directions, Community Priorities and Policy directions
When considering Municipal Planning Strategy amendments, Council has significant latitude in the issues it may consider. Council may create new directions or approaches (e.g. zones, land uses) that will then guide how development takes shape on the ground. For Council, the Strategic Plan should be a guiding document when considering new policies in the Municipal Planning Strategy as it is a key policy document that can enable and action the Strategic Plan.
Relevant strategic directions to the ‘small-scale commercial’ aspect of our MPS (and economic development generally) have been included below in Table 1 to illustrate the disconnect between the strategic directions and our current policy and the draft policy directions of the new MPS to-date. Council should consider the following questions: How do proposed policy changes help achieve each direction? Does the policy change help us achieve our community vision? Keep in mind that sometimes strategic directions seem at odds with each other and Council must weigh each of them against the other to determine where the “greater good for Wolfville” lies – or what is in the public interest.
Table 1 – Council Strategic Directions and Small-Scale Commercial
Principles Strategic Direction: Leveraging our Economic Opportunities 1. Affordability 1. To advance Wolfville as a premier destination in Atlantic Canada for 2. Transparency culinary and wine experiences. 3. Community 2. To create a business ready environment for future expansion and Capacity Building attraction opportunities. 4. Discipline to Stay 3. To foster the success of our existing business community. the Course Strategic Direction: Improving Quality of Life for All 5. United Front 1. To foster economic independence, inclusion and dignity through more 6. Environmental affordable and diverse housing options. Sustainability 2. To harmonize the diverse lifestyle choices between all demographics in Wolfville.
Part 2 (Draft 2) of the MPS has now been reviewed by PAC/Council and Staff are proceeding with policy development based on the Community Priorities (Economic Prosperity, Placemaking, Social Equity, and Environmental Sustainability) and Priority Actions that are grounded in Council’s Strategic Plan. Part 2 of the MPS is meant to outline broad “Community Priorities” and associated “Priority Actions” are meant to be brought to life through the actual policy and regulations of the MPS and regulatory documents.
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Council needs to ask: How do these proposed policy changes help achieve each priority action? Does the policy change help us achieve our Shared Future?
Our Shared Future, Relevant Community Priorities and associated Priority Actions related to the ‘small- scale commercial’ issue have been included here (Table 2) for Council’s consideration.
Table 2– MPS Shared Future, Community Priorities and Priority Actions
Our shared future is a compact, vibrant, and inclusive University Town where land use decisions consider the quality of life for current and future generations. Our community priorities are reflected in our land use and community design decisions.
Relevant Community Priorities Relevant Priority Actions
To encourage growth and manage land use with sustainability and resilience in mind.
To ensure a vibrant local economy by supporting economic development, creative entrepreneurship, and home based business opportunities that further the Town’s position as a
regional cultural, tourism and educational centre.
To enhance and strengthen the Core Area as the focal point of commercial and community activity. To create mixed, compact neighbourhoods to maximize our infrastructure and promote community health.
To ensure a full range of housing options for Wolfville residents of all ages and incomes.
To respect and strengthen existing neighbourhood character and to work toward housing forms that encourage connectivity.
To encourage quality, inclusive urban design and to preserve and enhance our architectural and cultural heritage assets. To make land use processes understandable, transparent and efficient.
To ensure an inclusive community through bold leadership, community education and inclusive engagement in the development and implementation of land use planning policy.
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Issue #2 – Complicated Layers of Regulation
Attachment 1 to this report outlines (in detail) the current tiered policy and regulatory framework related to commercial/business land uses and zones in the Town. The current policy and regulations are not aligned with the Strategic Directions and Community Priorities outlined in Tables 1 and 2 – particularly related to creating a “business-ready environment”. The current tiered system is outlined here in Figure 1:
Figure 1: Current Tiered System of Commercial Land Use
Institutional Home Restricted Special Central Industrial Personal Use (of a Occupation Commercial Commercial Commercial Commercial Office Use limited Use Zone Zone Zone Zone nature)
LOW Land Use Intensity HIGH
A summary of Attachment 1 and the current policy and regulatory framework around business land uses is as follows:
• Approval tracks (mostly Development Agreements) do not provide certainty to the development community and are difficult to navigate for entrepreneurs. • The C-2 zone has not been effective in creating live-work housing and business opportunity. • The Special commercial zone is spot zoning of established uses. • Local commercial uses (e.g. a convenience store) are not actually enabled other than in new subdivisions (RCDD zone) or through the Special Commercial zones recognition of established uses. • Some land uses that have been defined as “Insitutional” (of a limited nature) are actually commercial businesses.
Through the ongoing MPS review, Staff have endeavored to streamline the existing policy framework and have brought forward an amended tiered system of business-friendly land use and zoning as outlined in Figure 2 and detailed in Attachment 2:
Figure 2: Proposed Tiered System of Commercial Land Use
Neighbourhood Tourist/Main St Core Large Format Personal Office Home Neighbourhood Commercial Commercial Commercial Commercial Use Occupation Use Business Use Zone Zone Zone Zone
LOW Land Use Intensity HIGH
A summary of Figure 2/Attachment 2 is as follows:
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• The proposed changes use the language and tiered system of the existing policy but strive to be more flexible, enabling and ‘business ready.’ • The proposed framework recognizes that not all areas of the Town are the same (or why have zoning?) so different categories and uses are created to take advantage of opportunities and to address context-sensitive challenges. • The Neighbourhood Business Use, Neighbourhood Commercial Zone, and the Main Street/Tourist Commercial Zones have been introduced (highlighted in the graphic above) while the other uses and zones remain mostly the same. • Some Institutional Uses are proposed to be re-classified as Commercial.
If you have read through all of Attachment 1 and 2 you may still be confused given the number of uses, zones and nuanced regulations – is this what we want? Will this achieve the Strategic Directions and Community Priorities outlined in Issue #1? A more streamlined approach could also be considered but would involve additional work by Staff and would likely involve additional “change management” with the community. This is not recommended by Staff given where we are right now but an example of a more streamlined approach is shown in Figure 3. This type of approach would be typical in other small towns.
Figure 3: Example of more streamlined approach (would require additional analysis)
Neighbourhood Tourist/Main St Core Home Business Zone Commercial Commercial Occupation Use and/or Use Zone Zone
LOW Land Use Intensity HIGH
Issue #3 – Overall Understanding
It is important for Council to understand the current policy and regulatory framework outlined in Attachment 1 and the proposed policy direction moving forward - outlined in Attachment 2. Previous discussions have not delved into the details of this area given the broad scope of the MPS review but as we take an in-depth look at particular issues through these follow-up reports, Staff will look to outline the actual details so a shared understanding can be achieved and better policy development produced.
Small-Scale Commercial Motion from Council (July 18, 2017)
The following motion was passed at the July 18, 2017 Council meeting:
Direct Staff to provide options for small scale commercial on higher order streets, including specific criteria to limit adverse impacts.
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This motion was passed based on concerns around specific uses that were included in the Neighbourhood Business Use and also because there was a lack of understanding regarding the various commercial/business uses and zones that exist currently. Attachment 1 attempts to provide a detailed overview of the existing policy context while Attachment 2 proposes an amended approach.
The Neighbourhood Business land use and the Main Street/Tourist Commercial zone are the main changes proposed (see Attachment 2). Staff are seeking direction from Council on these:
Neighbourhood Business Use
This use is meant to build upon the previous C-2 – Restricted Commercial zone and there are options Council should consider when reflecting on the merits of this land use category. Although Staff is recommending the approach outlined in Attachment 2, other options are outlined here.
Neighbourhood Business Option Considerations 1. Do not proceed with this land use and keep with The current tiered system can be maintained status quo (including C-2 zone) and new uses or zones would not be introduced. 2. Limit the use to the former C-2 zone and Higher- This would only allow the use on Highland, Order Streets only (Highland, Gaspereau, Main) Gaspereau and Main Street. 3. Proceed with the Neighbourhood Business Have been updated to address concerns from provisions outlined in Attachment 2 PAC/Council. Presented is essentially a “Home Occupation 2.0” with the uses of concern removed (Bakery, Café). Other uses that could have been carried over from the C-2 zone (e.g. financial institutions, C-1 uses by DA) have not been included given intensity and concern around uses. 4. Introduce a more permissive approach that Approval tracks (as-of-right, site plan, or includes retail and a wider range of uses or development agreement) or the uses another approach completely. proposed could be adjusted from those outlined in Attachment 2.
Main Street/Tourist Commercial
A conservative approach has been taken on introducing this new zone. The existing uses would be recognized (e.g. Inns with Special Commercial Zoning now) and new proposals would have to go through a rezoning process with Council. A rezoning process would be perceived - by some - as not being business friendly (it is costly, time consuming, etc); however, a rezoning is often less cumbersome than a development agreement where far more detail is being discussed. A more permissive approach may be to create a Land Use (like the Neighbourhood Business) that could encompass desirable uses and this could be enabled subject to certain conditions, through site plan approval or an as-of-right process.
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Given the impact potential uses could have on the existing residential neighbourhoods, Staff feel it may be prudent to proceed with the rezoning process to enable this zone and uses on a property. Staff have proposed draft uses and regulations for this zone (see Attachment 2) but if Council is supportive of this zone generally, work can be done on fine tuning the uses and regulations to mitigate negative impacts.
Higher Order Streets
Land Use Planning often uses a street hierarchy as a basis to organize land uses. “Higher Order” streets - Main Street, and Collector streets such as Gaspereau and Highland in Wolfville would have wider street widths and more capacity to handle a more intensive land use. On internal or “local” streets it may be more difficult to accommodate more intense land use activity (e.g. parking, unit density, traffic, etc). The existing MPS includes a “future transportation map” that establishes our current street hierarchy. A revised street hierarchy is also included in the draft MPS documents.
What is a ‘Business-Ready’ Environment?
A business-ready environment has commercial space available, has a perceived lack of “red tape” to open a new business (including timely processing of applications), has established as-of-right business uses where the municipality has done public consultation in advance and knows what is permitted where, has infrastructure and does land use planning to support business growth.
The proposed policy directions have attempted to create a ‘Business-Ready’ environment by:
• Creating opportunities for commercial space given our lack of supply. • Moving away from Development Agreements to Site Plan Approval (less “red tape”) and as-of- right processes. This will involve getting the policy and regulations right – so Council and the Community are comfortable. o Our Economic Development Manager needs a clear path to effectively bring on new investment, residents, vitality and tax base. • Leveraging our niche/small scale retail, tourism, and walkable downtown by expanding opportunities close to the Core. • Leveraging our advantage and partnership with Acadia: o University as innovation hub and providing more space for business incubation and student retention; and o Students as unique and captive market for new business. Mixed Use - The Core Neighbourhood Area
This area has been delineated and given a separate designation because it was recognized that this area is different than other parts of Town. Given the unique opportunities and challenges in this area, the Core Neighbourhood Designation is meant to work together with the Core Commercial designation to form the heart of our town – the Core – where the two designations would support each other. This is
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one of the only areas in Town with real potential to move beyond the suburban development pattern that is prevalent in most of our Town (and other areas in this region). A single use zoning approach, particularly in this area, is not consistent with the aspirations of our current plan or the directions of the draft MPS.
The Core Neighbourhood Area has an opportunity - over time - to become a more compact, diverse, walkable and connected neighbourhood given its proximity to the downtown and other characteristics. Right now, the neighbourhood is mostly missing “diversity”. Like many other areas of Town, from a land use perspective, it has become a mono-culture (single use) of mostly rentals. By enabling a wider range of uses (beyond just rental conversions), a more diverse demographic, set of uses and additional eyes on the street may emerge. The map below (Figure 4) provides context highlighting the Core Neighbourhood (blue), Core Commercial (red), the University, Residential areas, and the bits of variation we have in our neighbourhoods (e.g. Inns, Convenience stores, daycares, etc). The map also outlines (dashed line) the R-1 zone and undeveloped land that from a neighbourhood business perspective are not really part of the equation.
Figure 4 – Neighbourhood Business Context Map
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6) FINANCIAL IMPLICATIONS
The Commercial Tax indicator for Wolfville is at 7.9% where it should be closer to 20% according to the Municipal Indicators from the Province. This has led to more reliance placed on residential taxation. It is acknowledged that these numbers may be skewed in Wolfville given the presence of Acadia but it is important to consider these indicators in the context of land use planning decisions given the commercial assessment impacts on long-term viability/financial sustainability. Figure 5 outlines the trend in commercial taxation in the Town from 2011-12 and provides the average from other Town’s and the Provincial benchmark:
Figure 5 – Municipal Commercial Assessment %.
7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS
See Discussion Section.
8) COMMUNICATION REQUIREMENTS
Once direction has been received on the 3 supplemental reports being brought forward, Staff will be posting the updated draft MPS sections reviewed to-date to the website and moving forward with other segments. A revised project timeline will be formulated once the supplemental reports (this being the first of three) have been wrapped up and policy directions integrated.
9) OPTIONS 1. That Council direct Staff to proceed with the tiered approach outlined in Attachment 2, with specific changes.
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2. That Council direct Staff to further simplify the overall approach and bring back this approach to a future meeting.
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ATTACHMENT 1 – Existing Policy Context
Our current (2008) and previous Municipal Planning Strategies have looked to encourage economic development through the use of land use planning by providing the opportunity for a property to be used for a ‘commercial’ use depending on the property’s location, associated designation and zone. In the downtown (Core Commercial area), properties are zoned and ready for a wide range of commercial land use (see Section 9.2 of the current MPS) while in residential areas, opportunities for ‘small scale commercial’, accessory to the primary residential use, exist as well. It is important to outline the existing policy context so the proposed changes can be better understood. The Town’s current planning documents provide a tiered system of ‘commercial’ opportunities as follows:
Attachment 1 – Existing Tiered Business/Commercial Land Use Approach
Existing MPS (2008) Explanation ‘Small Scale Commercial’ Opportunities 1. Personal Offices Permitted anywhere in the Town (any zone – including R-1) as-of-right. The current definition and regulations are included here from the Land Use By- law:
Attachment 2 outlines the draft policy direction for personal offices moving forward (no change proposed). 2. Home Occupations Permitted in all residential zones, save and except the R-1 zone. The current definition and regulations are as follows:
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Home Occupation uses are proposed to continue to be permitted (see Attachment 2). 3. Bed and Breakfasts Permitted in the R-1A, R-2/4, R-2/HD, RCDD, C-2 and C-4 zones. The and Inns current definitions and regulations are as follows:
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See Attachment 2 for proposed policy directions on these uses.
4. Local Commercial Existing ‘local commercial’ uses are recognized through the C-4 Special Use Commercial zoning category as site-specific uses (Convenience Store, Laundromat, etc) – essentially spot zoning for longstanding uses. The RCDD zone enables the consideration of local commercial uses by Development Agreement as well. ‘Local commercial’ is not enabled in any other zone. Council could consider a rezoning of a property to the Special Commercial zone to enable a local commercial use but the existing provisions are limiting for anything that is not existing. The special commercial zone was created to recognize existing uses but limits anything new.
5. Institutional Uses The current MPS provides the opportunity, through a Development (of a limited nature) Agreement process, for a property owner to apply to use a residential property in the R-1A, R-2/4, and R-HD zones for “Institutional” purposes, subject to specific criteria, as follows:
In the R-1A, R-2/4, and R-HD zones:
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Policy 8.7.1 states:
Institutional Uses are currently defined in the Land Use By-law as:
This definition is further articulated through the uses listed in policy 8.7.1 above. Given this, an Institutional Use can be proposed in the R-1/A, R-2/4, and R-HD zones – a substantial portion of the Town’s residential area. Given the current definition of an Institutional Use, Staff has been working to better articulate this type of use through the ongoing MPS review (see Table 2 below for a proposed definition).
A good example of this is the definition of Medical Clinics.
From Staff’s perspective, most of the ‘Medical Clinic’ uses are commercial businesses and should be classified as such. An actual Institutional Use
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would be the hospital (Eastern Kings Memorial Community Health Centre on Earnscliffe Avenue being the main Wolfville example). Medical equipment suppliers, offices (which can be done through other means such as home occupations), pharamacies, and other medical services like a botox clinic or other specialized medical service would also be classified as commercial uses. Other relevant definitions, some with similar implications, include:
No definition of ‘Private School’ but one does exist for non-commercial:
6. C-2 Restricted The C-2 “Restricted Commercial” zone has been a long-standing zoning Commercial Zoning category intended to create a live-work area in close proximity to Main Street while maintaining the residential nature of the area. The context map below shows the existing C-2 Restricted Commercial Zone.
Existing C-2 Restricted Commercial zone
Section 9.3 of the MPS and Part 13 of the Land Use By-law outline the relevant provisions for this zone. The following uses are currently permitted in this zone as-of-right: financial institutions, business, professional and governments offices, daycare facilities, Home
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Occupations, BnBs, and Residential Care facilities. Institutional uses and C- 1 uses can also be considered by Development Agreement. Relevant definitions include:
This zone has been a focus of discussion throughout our plan review process and an issue paper was presented to PAC with the following motion passed:
August 25th, 2016 CARRIED It was regularly moved and seconded that PAC supports that properties located on Summer Street and Linden Avenue that are currently zoned C-2 are to be rezoned to a low density residential zone, designated to the Core Neighbourhood area of Town, and contain intensified home based business policy. Properties located on Gaspereau Avenue that are currently zoned C-2 are to be rezoned to C-1 and designated to the Core Commercial Area of Wolfville.
As per the above motion, the properties located on Gaspereau Avenue are proposed to be reclassified to the C-1 zone and the ‘Neighbourhood Business’ use (introduced in Draft 2 of the MPS) was meant to try and pick up on the C-2 zone’s live-work intent and be the ‘intensified home based business’ included in the above motion. Neighbourhood Business and the C-2 zone are further discussed in Attachment 2. 7. C-4 Special Created to recognize long standing local commercial and tourist Commercial Zoning commercial uses in primarily residential areas. These uses are the Roselawn Cottages (32 Main St.), Kenny Farm stand (121 Main St.), Blomidon Inn (185 Main St.), Preston and Associates (260 Main St), Funeral Home (568 Main St.), Victoria’s Historic Inn (600 Main St.), Tattingstone Inn (620 Main St.), and the Convenience Store, Laundromat and other uses at Skyway Dr. and Highland Ave.
Section 9.5 of our current MPS and Part 15 of the Land Use By-law outline the provisions relevant to the Special Commercial Zone. The explanation of “Local Commercial” use (above in this Attachment) also provides context. Central Commercial (C- These are the zoning categories for the majority of our “Core Commercial” 1) and area where a range of commercial uses are permitted subject to certain conditions.
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Industrial/Commercial (C-3) These commercial land uses are not the focus of this report but are included to show the entirety of our tiered system of land uses that contribute to economic development and commercial tax base.
ATTACHMENT 2: Policy Directions Moving Forward
Starting from the existing policy and regulatory framework, the ongoing MPS review has looked to clarify the existing provisions and expand economic development opportunities based on:
• Council’s Strategic Plan and its focus on Economic Development and Managed Growth
• The Community Priorities of the MPS and their focus on Economic Development, Placemaking, and Social Equity relevant to small-scale commercial.
• A recognition that not all areas of Town are the same – different areas present unique opportunities and challenges. For example, our draft MPS documents have designated the Core Neighbourhood as a unique area given its proximity to the downtown.
Attachment 2 – Proposed Tiered Business/Commercial Land Use Approach
Proposed Small- Explanation Scale Commercial (ongoing MPS review) Personal Office (Land This has been an ongoing topic of discussion throughout our review process. A Use) motion from PAC to allow limited client visitations was not moved forward from Council and therefore Personal Offices would be permitted in any Residential zone, including R-1, subject to:
1. No permitted client visitations or other traffic or parking activity associated with this office. 2. No permitted business signage. 3. No permitted assistants or employees at the location of the personal office.
Discussions on personal offices to-date have been framed around the R-1 zone and concerns from residents on limiting further land use activity on properties (mostly a “slippery slope” argument where any further land use activity is perceived as negative).
Although a use such as piano lessons has been used in the discussions on ‘personal office’, our existing definitions clearly place piano lessons under the
Request for Decision, Page 18 of 22 REQUEST FOR DECISION 054-2017 Title: MPS Review – Small-Scale Commercial Date: 2017-09-05 Department: Community Development
home occupation uses as a ‘studio’ (see Attachment 1 for details and definitions on Home Occupations). With Home Occupations not permitted in the R-1 zone, ‘studio’ uses would also not be permitted. Home Occupation No change proposed from existing – see Attachment 1. (Land Use)
Neighbourhood This use is a change from the status-quo and was developed after the PAC Business (Land Use) motion of August 25, 2016 (included in Attachment 1). Concern around this use is the reason for this report. Options on this use are presented in the body of this report.
This use was introduced to replace the existing C-2 zone with the intention of creating additional live-work opportunities close to the Core Commercial area and to provide an additional land use opportunity in the Core Neighbourhood with the intention of contributing to a healthier mix of uses in this area. At the June 29th PAC/Council workshop the draft documents proposed this use to be enabled anywhere in the Core Neighbourhood Area or on Main Street within 300m of the Core Area boundary (extending to Orchard Avenue in the east end and not having any impact to the West given the University lands).
This new use is meant to be a “Home Occupation 2.0” but similar in nature where a business is accessory to the home or in other words, the business should fit in a residential area and not create undue hardship on the neighbourhood. The key differences between a Neighbourhood Business Use and a Home Occupation are: 1. The business owner would not have to live on-site. 2. More floor space (than a home occupation) can be used for the business - up to 85 m2 or 914 ft2. 3. Additional uses could be enabled, beyond home occupation uses, but have not been given concerns. 4. Additional (1-2) employees permitted. 5. An additional on-site parking stall is permitted - up to 2.
Draft provisions for this use are as follows:
1. Location shall be within the Core Neighbourhood Area or on Main Street within 300m of the Core Area boundary;
2. A proposed Neighbourhood Business Use shall be subject to Site Plan Approval on Collector Streets (Highland, Gaspereau), the north side of Summer Street (former C-2 zone) and on Main Street within 300m of the Core Area Boundary (to Orchard Avenue).
3. A proposed Neighbourhood Business Use shall only be considered by Development Agreement on any other Street in the Core Neighbourhood area.
Request for Decision, Page 19 of 22 REQUEST FOR DECISION 054-2017 Title: MPS Review – Small-Scale Commercial Date: 2017-09-05 Department: Community Development
4. Uses shall be limited to the following (with or without a retail component): • Any use permitted as a Home Occupation o Catering Establishment o Craft Workshops o Personal Service Shop o Business or Professional Office o Studios • Commercial school • Daycare Facilities • Residential Care Facilities
5. Not more than 2 parking stalls shall be provided on-site for the business component.
6. Not more than 40 percent of the total floor area is devoted to the non-residential use to a maximum of 85 square metres (914 square feet).
7. No more than 3 people, not including the owner(s) are employed by the business to a maximum of 5 people including the owner(s).
8. The business shall be located wholly within the dwelling unit or a building accessory to a dwelling unit.
9. The external appearance of the dwelling and accessory uses shall be clearly that of a primarily residential use.
10. The use does not emit noise, smoke, odour, dust, toxic fumes, or light that would be a nuisance or is uncustomary in a residential neighbourhood.
11. No advertising other than a business identification plate or sign which has a maximum sign area of 0.8 square metres and which is a facial wall sign or projecting sign attached to the main building or the accessory building or a ground sign.
12. No outdoor storage or outdoor display shall be permitted.
13. Not more than one commercial vehicle related to the home occupation use may be kept upon or operated from the lot.
Staff are seeking direction on this use with considerations presented earlier on moving forward. BnBs and Inns No change proposed for BnBs although Provincial licensing changes, particularly around AirBnB and/or other Home Share business models may warrant future changes to our approach.
Request for Decision, Page 20 of 22 REQUEST FOR DECISION 054-2017 Title: MPS Review – Small-Scale Commercial Date: 2017-09-05 Department: Community Development
No change proposed to Inns or larger BnBs (beyond 3 rooms) other than moving to a site plan approval approach, depending on the designation and zone where the use is proposed. In the proposed C-4 zone, this type of use would be encouraged. Should we make it easier or encourage this type of use elsewhere? Institutional Uses (of It is proposed that the existing Institutional Uses that are commercial in a limited nature) nature be recognized and zoned as such. New Institutional uses could be proposed through a rezoning process with Council. The definition of institutional is proposed to be amended as follows:
Institutional means a Public or religious use such as a church, public or non- commercial school, hospital, or government owned building, structure or land used for public purposes. Neighbourhood This is a new zone that is being introduced. “Local Commercial” has existed as Commercial (C-2) a land use, primarily in the existing Special Commercial zone to recognize Zone long-standing uses (e.g. convenience store on Skyway Drive). These existing uses would continue to be recognized and land owners could apply for a rezoning of their property to enable a new Neighbourhood Commercial Use, subject to criteria to limit adverse impacts.
New Neighbourhood Commercial Uses would be subject to a rezoning process and be subject to: 1. Not considered in the R-1 zone; 2. Only properties on Main Street or a Collector Street considered; and 3. Subject to rezoning criteria (to be included in ‘Implementation’ section of documents) and approval of Council. Main Street/Tourist This proposed zone is meant to replace the “Special Commercial” zone that Commercial (C-4) exists currently. The zone would be limited to along Main Street and these properties (along Main Street only) would be eligible for a rezoning to this zone, subject to specific criteria:
• Minimum lot size • Adjacency and buffering requirements • Noise, smell, odour considerations • Parking, loading and egress considerations
Uses enabled in this zone would be focused on our wine, culinary, craft beer/cider as well as other complementary uses (e.g. Accommodation).
Staff are seeking direction on this new zone given it is a change from the status quo and there has not been much discussion to-date on its merits. What uses do we want to encourage or enable along Main Street? Core Commercial (C- These are the zoning categories for the majority of our “Core Commercial” 1); Core Commercial area where a range of commercial uses are permitted subject to certain – Large Format (C-3); conditions.
Request for Decision, Page 21 of 22 REQUEST FOR DECISION 054-2017 Title: MPS Review – Small-Scale Commercial Date: 2017-09-05 Department: Community Development and Future Commercial (C-F) These commercial land uses are not the focus of this report but are included to ensure the full spectrum of commercial uses are considered.
Request for Decision, Page 22 of 22 MPS REVIEW ISSUE BRIEF-013
Subject: Core Commercial Area - Residential Parking Requirements Date: 2017-10-03
1) PROBLEM STATEMENT Whether to require residential parking requirements in the Core Area – Commercial that equal residential parking requirements in other zones. At the July 18, 2017 meeting of Council, the following motion was passed:
Council directed staff to prepare a report examining the implication of requiring residential parking regulations in the core area commercial that equal residential parking requirements in other zones.
2) IMPLICATIONS/RISKS OF PROBLEM • Car dependence is the norm – small town charm and walkability is not. • Would consume far more land and make many development proposals either not possible (would not have the space) or a stretch financially to go underground. • Would contribute to proposed scale of future development – less units and/or larger units. • If cash-in-lieu pursued, perceptions that it is a barrier to development (more red tape) • Impacts on growth and new or redevelopment potential (our land costs more) • Impacts on the Town’s role in managing and maintaining parking • Tax base and financial sustainability • Trade-offs of maintaining parking lots versus Future capital projects (other roads, trails, etc) • Impacts of additional parking lots on walkability, active transportation • Pushing things further apart – more space required = higher cost to develop
3) KEY CONSIDERATIONS 1. Approach: • Town Staff carried out 2 sets of parking counts in the winter of 2015 and the summer of 2015 to provide a snapshot of parking utilization rates and the overall level of service (see Attachment 1 Summary).
• Town Staff carried out additional parking counts in September of 2017 focused on the Core Neighbourhood area where there is concern about spill over parking from the Core Commercial area and residential parking generally (see Attachment 1 Summary). It is important to look at them together given the intent of the proposed Core Neighbourhood and Core Commercial designations working together to form “the Core.”
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• The parking data has been synthesized for Council and with the other considerations included, should form the basis for discussions on our parking “Level of Service” (what we are trying to achieve or maintain?).
• Policy moving forward can be clearly articulated around the agreed upon level of service the Town is providing or regulating development to conform with.
• It will be helpful to frame future parking actions through the forthcoming Parking Action Plan around an agreed upon level of service.
2. The Big Picture • There are 612 public parking stalls in the Core Commercial and Core Neighbourhood Areas. 221 stalls are on-street and 391 stalls are in parking lots that the Town either owns or has a lease to.
• There are approximately 802 private parking stalls in the Core Commercial and Neighbourhood area. 377 stalls are business, 222 institutional and 203 residential.
• There are over 1400 parking stalls in the Core Commercial and Core Neighbourhood area.
• Figure 1 provides a big picture parking inventory in the Core Area (Commercial and Neighbourhood). The numbers in the small white circles are not the total number of stalls but are a lot identification number that corresponds to the summary table included as Attachment 1. This attachment is a detailed breakdown of parking utilization.
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Figure 1 – Core Area Parking Inventory
• The 2008 MPS states that are “over 900 parking stalls in the downtown commercial district” (Part 15 Preamble – see below) and seems to be part of the justification for not having a requirement. Our counts have expanded the area to include the Core Neighbourhood.
• Parking (Public and Private) consumes 10 acres of the total 101 acres of land area that is the Core Area (neighbourhood and commercial). In terms of the current C-1 zone, parking lots (private and public) occupy approximately 21% (6 acres of 29 total acres) of the total land area. Public parking consumes approximately 16, 867 square metres of land (4.2 acres). Private parking consumes approximately 23,073 square metres of land (5.7 acres).
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• With the advent of large big box stores and development patterns where the car is the focus, the parking “normal” has become that you can pull up into a large parking lot and see your destination. Wolfville’s downtown was built in an era where this new normal was not contemplated – the block pattern, lot sizes and other factors are not built to modern engineering standards – the scale is different. Many would argue the scale is better. For perspective, the parking lots of the County Fair Mall (Figure 2) and Walmart (Figure 2) have been overlayed on the downtown and are included here:
Figure 2 – New Minas County Fair Mall Parking Overlayed on downtown Wolfville
Figure 3 – New Minas Walmart Parking Overlayed on downtown Wolfville
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3. Level of Service
Staff have ventured to quantify our current level of parking service based on the 2015 and 2017 parking counts, comments from residents and drawing on our Compliance Officer’s experience dealing with problem areas, complaints and enforcement. Having everyone on the same page, through a level of service discussion, should aid in moving forward proactively with parking management. Keep in mind as you review this data: is this level acceptable? If not, what should we strive for? Are more physical spaces needed or is it about better managing existing supply? Who provides and pays for the level of service? Unlimited, unpriced, immediately available parking where ever you go is not possible given the Core areas development pattern.
The data is based on averages between 9am and 5pm and assumes we are not trying to plan for “peak” demand during festivals, events, etc. The analysis is based on public parking with the findings broken into 4 sections as shown in Figure 4:
Northwest is the main Core Commercial Parking area with 204 total spaces made up of street parking and parking lots, including 2 all day parking lots.
Northeast contains a section of the Core Commercial area with 111 spaces of street parking, waterfront parking lot and one all day parking lot (Skatepark area).
Southwest includes the south side of Main Street and the residential area to the south. This section has 202 spaces with a equal mix of lot and street parking, including all day parking. Of all quandrants, this area has the highest average utilization rates.
Southeast has the least amount of spaces at 95, with the majority being residential parking. The Visitor Information Centre (VIC) and Wine Bus have a big impact on this quandrant during the summer months. On average, this section is utilized the least and only includes a small all day parking lot at the VIC.
Figure 4 – Average Level of Service Findings
Summary Findings: • A parking stall can be found, on average, within a 2 minute walk (160m) of any Core area destination – depending on how much time is required (e.g. all day parking or not). For
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example, along Front Street and Elm Avenue, including Railtown, there are an average of 27 available parking stalls, that are less than 2 minutes from Main Street.
• A parking stall can definitely be found, on average, within a 5 minute walk of any core area destination.
• At any given time during the weekday period, from 9am to 5pm, drivers can access an average of 164 spaces anywhere within the four sections of town. Each quadrant contains, on average, approximately 40 parking stalls at any given time (9am – 5pm weekdays).
• From the four all day parking lots, there are a total of 141 spaces and at any given time there are 37 spaces available. Also, from these all day parking lots the walk time to the downtown core (to Central Ave) is less than five minutes by sidewalk or trail. Figure 5 shows generalized walk times while Attachment 3 shows walk times from each all day parking lot.
Figure 5 – Summary of walking distance
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Problem Areas:
Although the generalized parking counts show ample available parking (on average), problem areas have been identified and are discussed here:
• On Weekdays, the Linden Avenue Lot 34, is at capacity from 10am to 4pm presumably because of its central location.
• Linden Avenue street parking 70 and 81 are 3 hour street parking areas that are at capacity throughout the day.
• The public parking at the Independent lot 9, although is not at capacity the entire day (on average), is at capacity frequently from 11am to 2pm.
• On average, utilization of parking along Main Street is moderate; however, given the linear nature of the Street, people may not end up getting a spot in front of their destination.
• Prospect Street is at or near capacity all of the time.
• Summer Street, on average has 4 spots available at any given time however; at some points (usually between noon-1pm) during our counts, the lowest vacancy count did hit zero (no spots available).
• Weekend occupancy rates are high in the lots nearest to the Wolfville Farmers’ Market from approximately 9AM until 12PM.
• Parking areas near the boundaries of the downtown are under-utilized, on average, during the week.
• On summer weekends, the lot at the Visitor Information Centre (VIC) can reach high occupancy due to the arrival of the Magic Wine Bus visitors. Lot 39 (Skate park area) is also influenced by this.
• Figure 6 provides context on the problem areas discussed here. Lowest vacancy counts are identified in black circles – these numbers represent the lowest vacancy (or highest utilization), and indicate how many actual parking spots are available – this is the worst cast from our counts (not the average). It can be seen that some are identified as “0” and correspond with the problem areas identified here. The small white circles are the lot numbers that are associated with the Summary Table (Attachment 1).
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Figure 6 – Parking Problem Areas
4. Existing Policy – How we got here
Since 2008 and the adoption of our current MPS there has been no parking requirement in our current C-1 zone (shown in red below – Figure 7), for any new use or change of use – commercial or residential.
This said, the MPS does not have an actual policy that states there is no parking requirement - it is only mentioned in the preamble of Part 15 and stated in the Land Use By-law. Given that any new development in the C-1 zone must proceed by development agreement, some new developments have been required to provide a level of on-site parking.
The Town has also taken an active role in providing, managing, and maintaining parking on properties that we own or lease – supplementing the lack of a requirement and bearing the costs of doing so.
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Figure 7 – Current C-1 Zone (shown in RED) Context Map
The preamble of Part 15 “Parking, Yard Requirements and Temporary Uses” of our current MPS summarizes the intent of the current approach:
A full summary of parking requirements from our current planning documents is included as Attachment 2.
5. Proposed Policy Approach
It is important to consider the differences between the character of our residential areas and their associated conventional (suburban) regulations and our Core Commercial area. Section 9.2 Central Commercial (par. 5) of our existing MPS summarizes this in advocating for the use of Development Agreements in the Core Commercial area:
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For this reason, it is difficult to contemplate a conventional residential requirement that would apply universally (e.g. 1.25 spaces per dwelling unit) to the Core Commercial area as this rules out the complexities that exist in our downtown. Staff are proposing that policy be introduced to state there is a requirement, but provide some flexibility on how this requirement can be met. The policy and regulatory approach we take in the MPS will, over time, have an impact on the level of service.
Draft Parking policies were included in the June 29, 2017 PAC/Council package that focused on Parts 3 and 4 of the MPS. Part 4.1.5, Policies 26-32 (pg 47) presented draft parking policies for the Core Commercial area. The draft policies have been updated and additional details are included for clarity:
Proposed MPS Core Area Parking Policy:
26. That required Parking in the Core – Commercial Area will be determined as per the following standards: a. For New Commercial Development or a Change of Use in an existing building that requires additional parking, provide parking as per the Land Use By-law at 1 space per 20 square metres of floor area. b. For New Residential Development, provide parking as per the Land Use By-law at 0.5 spaces per dwelling unit.
27. That required parking in the Core – Commercial Area may be provided in whole or in part through: a. Meeting the requirement with physical spaces as per Policy 26. b. Providing a reasonable cash-in-lieu of parking contribution (see Attached Research Paper on Cash-in-Lieu) i. To require that any cash-in-lieu of parking accepted in place of physical spaces, must be held in trust with a clear plan for how, when and where new parking will be created. c. Providing parking off-site, within a certain distance of a development, where specific terms and conditions can be met. i. Off-site parking must be registered on title to both properties. d. Any combination of a, b, and c.
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28. That required parking in the Core – Neighbourhood area will be as per the requirements of the Land Use By-law (1.25 spaces per dwelling unit for residential).
29. To acknowledge that the Town will continue to play a key role in owning, managing, and maintaining public parking in the Core Area.
30. To recognize parking in the Core Area needs to address the different needs of mixed-use developments, including but not limited to: customers of commercial businesses, residents of the area, overnight parking, and tourist/visitors’ parking.
31. To enable parking on private, underutilized lots in the core area, as a temporary use in the Land Use By-law, to encourage private land owners to capitalize on underutilized space and ease pressure on municipal parking infrastructure.
32. To consider the development of a parking permit system for the Core Area – Neighbourhood designation for residents of the area.
33. To consider the implementation of paid parking to ease demand in certain areas of the Core Area.
34. To consider, as needed, quantitative updates on our parking ‘Level of Service’ and take actions as warranted.
Draft Core Commercial Design Guidelines
To supplement the MPS policies, our Draft Core Commercial Design Guidelines address urban design issues around parking locations, access, and landscaping/buffering as follows:
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Approval Tracks
Although there has been discussions on limiting development agreements in the new MPS, Council may wish to require larger projects (where Parking will clearly be an issue) to still be approved by DA in the Core – Commercial Area. Various factors contribute to it being difficult to have hard and fast rules in this area. Implementing a standard requirement without providing flexibility could rule out quality proposals (L’Arche for instance). The policy language of the MPS proposed above, combined with general requirements for Development Agreements (e.g. sufficient parking be required) would ease pressure on public parking lots or contribute funds to operating them.
1.25 Parking stalls/Unit Examples
To illustrate the impact of requiring 1.25 parking spaces per dwelling unit in the Core – Commercial area, two examples (Figures 8 and 9) have been prepared. One is for the MicroLofts and one for the proposal at 468 Main Street (Ian Porter). Keep in mind a parking stall can take up to 350 square feet of space (160 square feet or 15 square metres of actual parking + maneuvering space). Having to
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provide this much parking may prove to make it very difficult to do a multi-unit residential project in this area.
Figures 8 and 9 – Microlofts requirement (60 unit apartment building at 1.25 spaces/unit and 468 Main Street proposal 8 units at 1.25 spaces per unit). These examples do not account for the commercial component.
6. Jurisdictional Review
A jurisdictional review has been conducted on Downtown parking requirements in other small towns. Keep in mind that we have a very unique downtown with our own challenges but it can be helpful to see how others are addressing this issue:
• Compared parking requirements in Lunenburg, Town of Antigonish, Sackville (NB), Truro, Town of Bridgewater, and Village of Chester. The purpose was to review existing practices regarding downtown parking. • Single or multi-unit Residential dwellings generally require 1 space per unit PLUS .5 (or .25) per unit after 3, in a multi-unit dwelling • Commercial or Retail units in downtown areas generally require 1 space per 30 sq m (300 sq ft)
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• Parking Exemptions for existing buildings are included in Lunenburg, Chester, Antigonish and Sackville (NB), unless a change of use occurs.
o The first 93 sq m of a building is entirely exempt from parking requirements in downtown of the Village of Chester, as long as it is acceptable use according to zoning. • Cash-in-lieu options exist in Antigonish and Bridgewater which are based on cost per area of parking. Bridgewater limits the maximum cash-in-lieu payment, regardless of required parking area, at $2500 per development. • Attachment 4 outlines the Jurisdictional Review in detail.
7. Parking Action Plan – Things to come • A Project Charter on a ‘Parking Action Plan’ was brought forward previously and an updated charter is set to be brought to Council based on the level of service and policy discussion from this report. Things that need to be considered to better manage parking include: o Demand management, particularly in identified problem areas (e.g. viability of pricing - parking meters or other measures) o Residential Parking Passes o Leased Parking areas and their role moving forward (subway, farmers market, Town Centre, Independent) o Assessment of Existing Lots and their functionality (CPTED) o Regional parking and trail connections (Grand Pre) o Overnight parking
• Enforcement, line painting, education (walkability signage) have been contributing to improved parking management but the Action Plan can further improve the situation.
8. Alignment with Council’s Strategic Plan and MPS Community Priorities
See Issue Briefs 011, 012 and attachments to this brief that include Council’s Strategic Plan and MPS Community Priorities in-full.
9. Aspirational Vision for our Downtown
Imagine Wolfville’s Downtown – Moving from Vision to Action (2014) established a vision for the downtown (included below) that has been used to frame what we are trying to achieve in the Core Area
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as we move through this plan review process. Council should keep this vision in mind as the options of this report are considered.
10. OPTIONS TO ADDRESS PROBLEM
PARKING OPTIONS EXPLANATION 1. Institute the standard Residential and Would make things very clear but would likely Commercial Parking Requirements: deter redevelopment or new development in this • 1.25 spaces per unit for area. May enable the Town to lessen its parking residential role over time. Does not recognize complexity of • 1 per 30 square metres our downtown. commercial 2. Draft Policy Approach from Staff: Acknowledge some parking concerns and • Have a requirement for new pressures exist. Takes the existing non- development that could be met requirement and brings in a flexible requirement through multiple options, given the nature of the area. Likely relies on DAs including cash-in-lieu to for new development. Shares the cost of parking contribute to the Town between the Town and private sector. operation of public parking. 3. Maintain no requirement (no change) Would involve maintaining no requirement and the Town taking on additional responsibility to provide and manage parking.
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11. STAFF RECOMMENDATION That Council direct staff to include in the ongoing MPS review, the parking requirements contained in Issue Brief 013, subject to the outcomes of the Parking Action Plan and refinement of the draft policies presented to-date.
12. REFERENCES AND ATTACHMENTS References:
• July 18, 2017 Council Meeting Summary • June 29, 2017 PAC/Council Workshop Materials (including Draft Core Commercial Design Guidelines) • Other Background Materials (e.g. Phase I, Consultations and What We Heard Report, Housing Symposium Papers, etc) • 2017-2021 Council Strategic Plan (integrates other Town Plans/Studies)
Attachments:
1. Parking Data Summary Table 2. Summary of Existing Parking Policy, Regulations, Guidelines 3. Walking Maps from All Day Parking Lots 4. Detailed Jurisdictional Review 5. Cash-in-Lieu Research Paper 004
For Staff only:
Drafted by: Devin Lake Reviewed by: JB, EB Date of COtW Review Decision of COtW: Amendments made by: Date of amendments made
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ATTACHMENT 1 – Parking Summary Table
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ATTACHMENT 2 - Summary of Parking Policy, Regulations and Guidelines from existing Planning Documents
Municipal Planning Strategy
6. There is no actual policy that states there is no parking requirement in the C-1 zone but language is contained in the preamble of Part 15 that there will not be one. With most development requiring a DA, the Land Use By-law requirements are merely a guide and parking has been required for some new development.
7. Part 15 of the MPS includes requirements on Parking, Yard Requirements and Temporary Uses:
8. 18.6.1 (Criteria for Development Agreements) states:
Where a landscape plan is required, adequate screening and buffering from parking areas is also a standard consideration.
Land Use By-law
9. Definitions:
10. Central Commercial (C-1) Zone
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Zone standards in the C-1 zone state that no parking is required:
Note the other zone standards which are also “none” – different from residential standards
11. Part 23 Parking Requirements:
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12. General Requirements for All Residential Zones:
Home Occupations – one off-street customer parking space, other than those required for the dwelling, is provided for the home occupation use.
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Bed and Breakfasts – one parking space provided for each bedroom used for rental purposes
Downtown Architectural Guidelines
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ATTACHMENT 3 - Walking Maps from All Day Parking Lots From the four all day parking lots, drivers can park and walk into the commercial core of downtown in less than 5 minutes, that represents a 400 metre walk using safe walking surface like sidewalks and trails.
5 Minute Walk Time from All Day Parking at Linden Avenue.
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5 Minute Walk Time from All Day Parking at Wolfville Market.
5 Minute Walk Time from All Day Parking at Railtown.
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5 Minute Walk Time from All Day Parking at Skate Park/NSP.
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MPS REVIEW RESEARCH TOPIC-004
Subject: Cash-in-lieu and Parking Requirements Date: 2016-06-10
1) PURPOSE OF RESEARCH To identify appropriate Cash-in-lieu parking calculations and requirements based on a flat fee.
2) LEGISLATION/POLICY Section 4.7 under the Draft MPS (2016) states:
Parking constraints downtown have been raised as a continual concern for businesses and local residents in Wolfville. In response to this continued concern, parking requirements, permissions for Cash-in-Lieu in place of parking, and the development of a parking permit system will be developed for the Core Area of town.
3) BACKGROUND • https://www.cityofkingston.ca/documents/10180/6079016/COU_A2514-14282.pdf/945255cb- 93dc-4912-ae04-ed799cb60ff0
4) DISCUSSION Description: Section 223 or the MGA enables municipalities, in this case the Town of Wolfville, to create a process called “cash-in-lieu of parking”, which exempts property owners from providing parking spaces for the property as required by the zoning-bylaw. This is subject to the inclusion of policy within the MPS and LUB. The cost of construction of an individual parking space, including the cost of land, grading, paving, or any other standard is usually determined by Council.
Rationale: Cash-in-lieu of parking is designed for areas where it is not physically possible to provide sufficient parking. This regulation is appropriate where: • The adjacent area has surplus of parking spaces • A change in land use occurs • Limited off-street parking • Redevelopment of older buildings
Benefits: • Council can use this money to construct or maintain municipally owned parking or transit facilities to serve the immediate area of the development, provided that the facility is located in an area identified in the MPS.
Research Report 004, Page 1 of 3
MPS REVIEW RESEARCH TOPIC-004
Subject: Cash-in-lieu and Parking Requirements Date: 2016-06-10
Principles of cash-in-lieu parking: 1. The onus is on the applicant to justify parking request 2. Payment of Cash-in-lieu of parking should reflect expenditure (true cost) that the municipality would assume to provide a parking space 3. The provision of on-site parking is not physically possible; or it would be more desirable to develop shared public parking facilities than to provide on-site parking. 4. The existing parking supply in the surrounding area can accommodate the lack of parking without undue adverse impacts on adjacent areas, in particular without spillover of parking in residential areas.
Elements of cash-in-lieu parking: • A clearly written and understood policy that is viewed as fair; • The availability of public parking in the area, or a reasonable expectation that public parking will be provided in the area. It is pointless to offer cash-in-lieu of parking where the municipality does not provide parking and does not intend to provide parking; and • A fair cash-in-lieu charge, that is neither onerous for the applicant, nor undervalues the cost of providing the parking by the municipality
Best Practices • Municipalities establish cash-in-lieu of parking fees based on a variety of factors. Those which adopt a formula-based approach target 50% to 100% of the land and construction costs associated with constructing the parking space. This range can vary depending on type of development (i.e., redevelopment of existing building vs. new construction) and actual number of parking spaces proposed to be exempted. • Cash-in-lieu of parking fees may vary depending upon the location of the development (i.e., core urban areas vs. suburban areas) and the type of parking space to be accommodated (i.e., parking structure vs. surface parking). • Cash-in-lieu of parking fees may be payable in installments or phased over a period of years, to lessen the initial cost burden to the developer.
Case Study Examples: Some municipalities such as Kitchener and Calgary have established flat cash-in-lieu of parking charges (e.g., $20,000 in Downtown Kitchener or Calgary). Others, such as Mississauga, have detailed formula for calculating the cash-in-lieu of parking fees. Here are a few other examples that provide flat fee and formula based calculations for cash-in-lieu parking fees:
Research Report 004, Page 2 of 3
MPS REVIEW RESEARCH TOPIC-004
Subject: Cash-in-lieu and Parking Requirements Date: 2016-06-10
1. Halton Hills, Ontario - $5,000 per space (FLAT) 2. City of Toronto - $5,000 per space (FLAT) 3. Vancouver - ~$8,000 per space (FORMULA) 4. Town of Milton, Ontario- $7,143 per space (FLAT) 5. The Neighbourhood of Vanier, Ottawa, Ontario - $2,800 - $15,000 (FORMULA) depending on location, cost of land and construction, and type of parking space associated with the proposed land use. o Retail -> inside central core $6860 or outside central core $3860 o Restaurant -> inside central core $7570 or Outside Central -> $3020 o Medical/Dental -> inside central $8280 or Outside Central $2810 6. City of Kingston o Figure 7.2: Cash-in-lieu of Parking Formula Calculation . Cash-in-lieu Per Parking Space = ((Construction Cost + (Land Value x Area) x No. of Spots)) x % Share Factor . CASH-IN-LIEU PER PARKING SPACE = ((C + (LV x A) x N)) x SF o The percentage share factor reflects the nature of use as a parking facility for public purposes, where use or ownership is not exclusive to the private contributor. It is recommended that a percentage share factor of 50% be applied for all cash-in-lieu of parking applications. As noted previously, this amount is consistent with other municipalities which have recently undergone Cash-in-Lieu of Parking By-law updates.
Summary: For larger cities, a flat rate fee tends to be $5,000. Smaller towns and neighbourhood areas have followed this same notion or have used calculations (based on specific types of land uses construction, and location) to achieve the required amount for cash-in-lieu.
Research Report 004, Page 3 of 3 Attachment 4 – Detailed Jurisdictional Review
Compared parking requirements in Lunenburg, Town of Antigonish, Sackville (NB), Truro, Town of Bridgewater, and Village of Chester. The purpose was to review existing practices regarding downtown parking.
• Single or multi-unit Residential dwellings generally require 1 space per unit PLUS .5 (or .25) per unit after 3, in a multi-unit dwelling • Commercial or Retail units in downtown areas generally require 1 space per 30 sq m (300 sq ft)
• Parking Exemptions for existing buildings are included in Lunenburg, Chester, Antigonish and Sackville (NB), unless a change of use occurs.
o The first 93 sq m (1000 sq ft) of a building is entirely exempt from parking requirements in downtown of the Village of Chester, as long as it is acceptable use according to zoning.
• Cash-in-lieu options exist in Antigonish and Bridgewater which are based on cost per area of parking. Bridgewater limits the maximum cash-in-lieu payment, regardless of required parking area, at $2500 per development.
For more detailed information, see attachments.
Town of Wolfville – Planning and Development 200 Dykeland Street | Wolfville, NS B4P 1A2 | e [email protected] | t 902.599.3762 | f 902.542.5066 Wolfville.ca Downtown Residential Parking Regulations
Town Downtown Residential Parking Regulations Lunenburg 0, see special Town of Antigonish NA Sackville, NB Within the Downtown Business District, as defined on the Zoning map, parking requirements will be waived for existing structures and the reconstruction of previously existing structures, presently being used for purposes other than a detached dwelling unit. Any expansions will be required to meet the parking standards as set out in this By-law.... Truro Residential: Single Detached, Semi Detached, Two Unit Dwelling, Converted Dwelling (two units) 0.5 spaces/bedroom Multiple Unit Dwelling (two units or more) up to 2 bedrooms 1.0 spaces/unit Converted Dwelling (three units or more) 0.5 spaces/unit + 0.5 spaces/bedroom Bridgewater see cash in lieu Chester Village 14.2.3 Parking Exemption - Existing Buildings Section 14.2.2 notwithstanding, where permitted uses locate in existing buildings in the Central Commercial zone, there shall be no parking required for the initial 93 square metres (1,000 sq. ft.) of floor area devoted to the use, except for residential uses, guest houses, hotels and inns.
Town of Wolfville – Planning and Development 200 Dykeland Street | Wolfville, NS B4P 1A2 | e [email protected] | t 902.599.3762 | f 902.542.5066 Wolfville.ca Downtown Commercial Parking Regulations
Town Downtown Commercial Parking Regulations Lunenburg 0, see special
Town of Antigonish o) Retail stores: i) In the C1 zone: 1 parking space for each 350 square feet of commercial floor area p) All other commercial uses: i) In the C1 zone: 1 parking space for each 600 square feet of floor area. Sackville, NB Within the Downtown Business District, as defined on the Zoning map, parking requirements will be waived for existing structures and the reconstruction of previously existing structures, presently being used for purposes other than a detached dwelling unit. Any expansions will be required to meet the parking standards as set out in this By-law... Truro Commercial: 75% of general commercial req
Bridgewater see cash in lieu
Chester Village 14.2.3 Parking Exemption - Existing Buildings Section 14.2.2 notwithstanding, where permitted uses locate in existing buildings in the Central Commercial zone, there shall be no parking required for the initial 93 square metres (1,000 sq. ft.) of floor area devoted to the use, except for residential uses, guest houses, hotels and inns.
Town of Wolfville – Planning and Development 200 Dykeland Street | Wolfville, NS B4P 1A2 | e [email protected] | t 902.599.3762 | f 902.542.5066 Wolfville.ca Special Parking Regulations
Town Special Parking Regulations Lunenburg 22.6 Exceptions Parking requirements in this by-law do not apply to commercial uses or to dwelling units contained in buildings that also include commercial uses: (a) in that part of the General Commercial (GC) zone within the Heritage Conservation District: (b) in that part of the General Commercial (GC) zone bounded south by Medway Street, and including those properties on the north side of Lincoln Street; and (c) in that part of the Marine Industrial (MI) zone consisting of all properties that have frontage on the Front Harbour waterfront between Kaulback Street on the west and the Town boundary on the east. Town of Antigonish 2) Notwithstanding the above, in the C1 zone, where new construction, renovation or a change in use would result in an increase in the number of required parking spaces as calculated under section 5.24 (3), the applicant will be responsible to supply, in addition to the parking allotment relating to existing demand, the required additional spaces, cash in lieu, or a combination thereof. Compensation may offset up to 50% of required commercial spaces and up to 25% of required residential spaces. Sackville, NB Within the Downtown Business District, as defined on the Zoning map, parking requirements will be waived for existing structures and the reconstruction of previously existing structures, presently being used for purposes other than a detached dwelling unit. Any expansions will be required to meet the parking standards as set out in this By-law;....
Truro NA
Bridgewater NA
Chester Village 14.2.3 Parking Exemption - Existing Buildings Section 14.2.2 notwithstanding, where permitted uses locate in existing buildings in the Central Commercial zone, there shall be no parking required for the initial 93 square metres (1,000 sq. ft.) of floor area devoted to the use, except for residential uses, guest houses, hotels and inns.
Town of Wolfville – Planning and Development 200 Dykeland Street | Wolfville, NS B4P 1A2 | e [email protected] | t 902.599.3762 | f 902.542.5066 Wolfville.ca
Cash In Lieu Formulas
Town Cash in lieu formula Lunenburg NA Town of Antigonish 4) Pursuant to 5.24 (2), cash-in-lieu parking shall be established by first calculating the number of parking spaces required using 5.24 (3) and then using that number of parking spaces, (N), in the cash-in-lieu contribution formula as follows: C = (NxSx(Y+Z)xA+M where: C = Cash-in-Lieu Contribution N = The required number of parking spaces S = The unit parking space area (8' x 20') Y = The assessed cost per square foot of land within the downtown commercial Z = The current cost per square foot of shaping and surfacing parking spaces as determined by the Town Council A = Allowance for isles leading to spaces (1.6) M = The estimated maintenance cost per parking space over two years as determined by Town Council Sackville, NB NA Truro NA Bridgewater 27.1.3 Cash In Lieu (amended December, 2000) Council may accept cash in lieu of the required parking set out in Subsection 27.1.2, according to the following formula:(amended December, 2000) amount of payment = (a x 15 sq. metres) x b + (b x 1000) x d, where: a = assessed value of the land per square metre 15 = number of square metres in each parking space b = number of required parking spaces 1000 = cost of constructing parking space (in dollars) d = (.025), developers portion of cost
The maximum contribution which may be required of any development is $2,500.00 Chester Village NA
Town of Wolfville – Planning and Development 200 Dykeland Street | Wolfville, NS B4P 1A2 | e [email protected] | t 902.599.3762 | f 902.542.5066 Wolfville.ca INFORMATION REPORT Title: Lounge Amendments and the Location of Future Lounges Date: September 19thh, 2017 Department: Community Development
1) CAO COMMENTS This Information Report has been provided as information requested by Council as part of RFD 049- 2017: Lounge Seating. It is for informational purposes only at this time.
2) REFERENCES • Report to Planning Advisory Committee, MPS Amendments – Lounge Uses – May 17th, 2017 • Supplementary Report to PAC (Post PPM), Lounge Seating – July 19th, 2017 • COTW report – September 5th, 2017
3) PURPOSE OF REPORT This information is supplementary to the September 5th RFD 049-2017: LOUNGE SEATING and includes information regarding restrictions to developing future lounges in proximity to residential zones.
4) DISCUSSION It is difficult to compare lounge regulations with other municipalities or provinces as liquor regulations vary widely. Staff undertook a cursory jurisdictional review of residential setbacks or distance requirements from liquor establishments, however they may be defined. In Canada most liquor establishments are primarily limited by zoning, which may include a maximum business size. A jurisdictional survey in the United States found that, where the state is the main regulator, 11 states regulate distance between liquor establishments and uses such as churches, schools or residences.
Bridgewater
The Town of Bridgewater is the only municipality in Nova Scotia, reviewed by staff, that requires development agreements for lounges, under the catch-all term of “liquor establishments”. Bridgewater’s development agreement criteria for evaluating liquor establishment deals with traffic, noise and visual impact. Bridgewater also prohibits liquor establishments within 60 metres (196.85 feet) of a residential zone.
United States
A U.S. report from 2003 gives a sense of what is considered elsewhere. The laws of the 11 states that regulate distance from liquor establishments vary widely regarding the minimum distance to other uses, particularly those that provide services to children and families. Alabama’s standard applies to establishments adjacent to a school or church. California’s standard applies to establishments as much
Request for Decision, Page 1 of 3 INFORMATION REPORT Title: Lounge Amendments and the Location of Future Lounges Date: September 19thh, 2017 Department: Community Development
as 1½ miles from a veteran’s home. Half of the states establish a minimum distance of 500 feet or less, with 300 feet as the most common standard distance listed.1
Municipal Alcohol Policies: Options for Nova Scotia Municipalities
Municipal Alcohol Policies: Options for Nova Scotia Municipalities (2013) lists several options to help Nova Scotian Municipalities regulate alcohol establishments, based on a cross section of communities in Canada and the United States. One option listed is to control the distance between alcohol serving establishments and areas frequented by children and youth. The report states:
2
5) OPTIONS Staff have developed options for consideration by Council. If Council wishes to pursue the development of additional regulations regarding alcohol establishments, there will need to be additional analysis and discussion with residents and the business community. Staff do not believe any change should be taken without the benefit of addition work and consultation and ideally, linking any proposed change to a broader Municipal Alcohol Strategy.
1. Refer the issue of setback to PAC for consideration during the Municipal Planning Strategy. The review is currently underway. 2. Refer the issue for consideration as part of a Municipal Alcohol Strategy – Council is considering a Municipal Alcohol Strategy, which is a multidisciplinary approach to dealing with alcohol harm. Any land use strategy should work in concert with such a strategy. 3. Direct staff to prepare MPS amendments for PAC’s consideration that establishes a setback between new lounges and residential uses.
1 Liquor Establishments and Minimum Distance Requirements, by OLR Research Group, 2003, located online at https://www.cga.ct.gov/2003/olrdata/gl/rpt/2003-R-0571.htm 2 Municipal Alcohol Policies Options for Nova Scotia Municipalities Version 1.1 Understanding Communities Unit Capital Health, Public Health Services March 2013 , Pg. 16 https://www.cdha.nshealth.ca/public-health/alcohol- policies
Request for Decision, Page 2 of 3 INFORMATION REPORT Title: Lounge Amendments and the Location of Future Lounges Date: September 19thh, 2017 Department: Community Development
6) FINANCIAL IMPLICATIONS N/A
7) COMMUNICATIONS REQUIREMENTS Any action on this will require further public participation and feedback as this is a topic not yet addressed by stakeholders.
8) FUTURE COUNCIL INVOLVEMENT Council’s future involvement will depend on the option chosen in section 5.
Request for Decision, Page 3 of 3 CAO REPORT October 3, 2017 Department: Office of the CAO
1) Improving Quality of Life for All • Staff worked with Wolfville School to send out letters about street safety and the Compliance Officer was present the first two days of school to provide direction and promote safety; • The Afterschool Program has begun and will run 4 days a week. There are 58 participants registered of which 20 are Wolfville residents; • The first meeting of the Community Recreation Engagement Group will be held on Wednesday, October 4th, at 7 pm, at the Wolfville Recreation Centre; • Staff will be assisting with a before school program in partnership with Wolfville School and Acadia University; • The Compliance Officer met with selected landlords to discuss neighbourly behaviour issues and identify solutions; • The Compliance Officer was involved in a Welcome Week Risk Assessment and coordination; • Staff met with Acadia communications staff to discuss shared messaging opportunities; • The signage developed as part of the Walkability Grant to support active transportation was installed around Town. A brochure and social media campaign will follow; • The Annapolis Valley Regional Library will be holding a community forum on November 4th, at 3 pm at the Wolfville Farmers’ Market. More details to follow; • The one-time Capital Grants application is November 1st; • The Harvest Moon Trail Opening from Wolfville to Grand Pre will take place on Saturday, October 14th, at 10 am. The official ribbon cutting ceremony will take place at 10:15 am at the trail head by the Skateboard Park. A walk/jog/bike along the trail will follow and there will be refreshments, a BBQ and activities for all ages; • Meetings continue on the Municipal Alcohol Strategy; • Staff will be meeting with Acadia regarding the upcoming Pool Assessment.
2) Maximizing Our Infrastructure Investments • The Sunset and Sylvan project is completed, including landscaping and asphalt; • The pipe replacement on King Street should be completed by the end of September and the entire project completed by the end of October; • The tender for Wickwire Sidewalk closed on September 28th; • The tender for Orchard Avenue storm extension closes October 11; • The sanitary and storm sewer flushing was completed in September; • The line marking on the west end of Main Street has been completed; • The School Zone signs for Landmark East will be installed in October; • Equipment to remove the line painting on Highland Avenue so it can be repainted with a turning lane has been ordered; • The Town received 11 submissions for Engineering Services. The contracts should be awarded by the end of October; • The LED decorative lights at Robie Tufts and Waterfront Park have been replaced with High Pressure Sodium (HPS) lights;
CAO Report, Page 1 of 3 CAO REPORT October 3, 2017 Department: Office of the CAO
• There was no interest from invited contractors for the Wharf repairs at Waterfront Park so additional contractors have been invited to bid; • The trail connection from Orchard Avenue to the Ravine trail is being constructed and should be completed in early October; • The repaving of milled sections of Front Street parking is scheduled for early October; • Staff are reviewing the Storm Water Management Plan for the West End Lands and subdivision plans for Maple Avenue Development.
3) Leveraging our Economic Opportunities • There were three Public Information Meetings in September and one Public Participation Meeting; • The lease with Nova Scotia Power Inc. for the parking lot at the east end of Town has been signed; • The Volunteer Business Registry will be launched in October. Staff have discussed it with the WBDC who is on board and supportive of the initiative; • Staff are working with REN on initiatives such as the revamped Business NOW Program and regional marketing; • Staff are working with the WBDC on the Partnership Agreement that will guide the next four years; • The total amount of construction value to date is well above last year as of August 31st. The value today is $22 Million versus $3.8 Million in 2016. This is mostly related to work at Acadia University, which will not necessarily correlate into an increase in taxable assessment.
4) Operational Updates • Further to the Comfort/Reception Centre MOU with AVRSB – Wolfville School, the EKM Community Health Centre has indicated support as a Comfort Centre. A draft MOU has been submitted to EKM for review; • There are 11 open planning files; • Staff is continuing discussions with the County of Kings to extend the Building Inspection contract until at least the end of March; • There are several open enforcement files under Dangerous and Unsightly and Land Use infractions; • Staff will be offering an Electronic Fund Transfers (EFT) option for staff/Council expense reimbursements and suppliers over the next month or two; • The final property tax bills for 2017/18 were due on October 2; • The Water Utility quarterly billing will be mailed the first week of October; • All required financial filling to the Province has been completed to date; • Staff continues to work on finalizing the 1st draft of the 10-Year CIP for presentation to Council on November 7th. Work has not started on Operating Budget estimates; • The Town received a new FOIPOP request in September and work on the file will start in October. One FOIPOP file remains at the Province for review;
CAO Report, Page 2 of 3 CAO REPORT October 3, 2017 Department: Office of the CAO
• A member of Staff attended the national Diamond Software Conference in September. This conference is an excellent opportunity for staff to learn new feature of our financial information system; • A member of staff attended the AMA Fall Conference for professional development; • The employment opportunity for Manager of IT closed on September 29; • A consultant has been engaged for the Water Rate Study and a meeting is scheduled for October;
CAO Report, Page 3 of 3 COMMITTEE UPDATE Title: Valley Waste Resource Management (VWRM) Date: July 4, 2017 Department: Office of the CAO
UPDATE The Valley Region Solid Waste-Resource Management Authority met on September 20, 2017 in keeping with the normal meeting schedule.
Budget • It was confirmed at the August meeting that all participating partners have approved the 2017- 2018 revised budget, dated June 29, 2017.
General Manager • Recruitment is about to begin for Ross Maybee's replacement and our CAO has graciously agreed to sit on the hiring committee.
Mobius Award • Valley Waste has nominated the Wolfville Farmers Market for a Mobious Award for its waste sorting program. That decision will be public on Oct. 24
The next meeting of the Valley Region Solid Waste-Resource Management Authority is scheduled for Wednesday,
Committee Update, Page 1 of 1
P.O. Box 895, Kentville NS, B4N 4H8 Phone: (902) 679-1325 Fax: (902) 679-1327 Email: [email protected] Website: www.vwrm.com
The Municipalities of Annapolis and Kings and the Towns of Annapolis Royal, Berwick, Kentville, Middleton and Wolfville: Partners in Waste Reduction
Valley Region Solid Waste-Resource Management Authority Special Meeting September 11, 2017 11:00am Valley Waste-Resource Management Office – Boardroom
Attendees Members: Wendy Elliott, Eric Bolland, Martha Roberts, Barry Corbin, Brian Hirtle, Gail Smith and John Kinsella
Staff: Michael Coyle and Brenda Davidson
Call to Order Chair Kinsella welcomed everyone calling the meeting to order at 11:02am noting that this Special Meeting of the Authority had been called for the sole purpose of discussing the recruitment of a General Manager to replace retiring General Manager Maybee.
It was noted that Erin Beaudin, CAO, Town of Wolfville, has very kindly indicated that she is willing to assist with the recruitment process.
Policy Manager Coyle referred to the memo to Chair Kinsella, General Manager Hiring Process, dated August 30, 2017, Personnel Policy #2.014-Candidate Interviews, the Valley Waste-Resource Management Authority Policy Statement Concerning The Authority And Responsibilities Of The General Manager and finally, the General Manager Job Description, all as circulated and attached to these minutes. Policy Manager Coyle reviewed the documents with the Authority stressing that the policy statement concerning the authority and responsibilities of the General Manager was created in 1998 and has not been amended in any way since that time, but that the General Manager Job Description is a direct output of the recently completed salary review and General Manager Maybee has revised it recently to make sure it is current. It was further noted that the recently completed Organizational Review completed by Stantec Consulting Ltd., discusses the management structure of VWRM in detail and may offer some support toward the recruitment process.
A very open and frank discussion was held regarding the recruitment of a General Manager resulting in the following motions:
Page 1 of 2 Valley Region Solid Waste-Resource Management Authority Special Meeting Minutes DRAFT – September 11, 2017
ON MOTION OF ERIC BOLLAND AND SECONDED BY BRIAN HIRTLE THAT THE VALLEY REGION SOLID WASTE-RESOURCE MANAGEMENT AUTHORITY DIRECT STAFF TO REVIEW THE GENERAL MANAGER JOB DESCRIPTION AND THE POLICY STATEMENT CONCERNING THE AUTHORITY AND RESPONSIBILITIES OF THE GENERAL MANAGER TO BRING THE LANGUAGE IN BOTH DOCUMENTS UP TO MODERN STANDARDS FOR THE REVIEW AND APPROVAL OF THE AUTHORITY DURING THE UPCOMING MEETING.
MOTION CARRIED.
It was noted that the revised draft documents will be sent to Authority members and CAO Beaudin under a separate e-mail outside of the normal electronic meeting package.
ON MOTION OF WENDY ELLIOTT AND SECONDED BY BARRY CORBIN THAT THE VALLEY REGION SOLID WASTE-RESOURCE MANAGEMENT AUTHORITY FORM A SELECTION COMMITTEE TO MANAGE THE GENERAL MANAGER RECRUITMENT PROCESS CONSISTING OF THE AUTHORITY CHAIR, BRIAN HIRTLE, MARTHA ROBERTS, ERIN BEAUDIN AND ONE STAFF MEMBER SELECTED THROUGH AN INTERNAL ELECTION PROCESS. CAO BAUDIN WILL HAVE THE POWER TO ADD ANOTHER CAO TO THE COMMITTEE IF THAT IS FELT ADVISABLE.
MOTION CARRIED.
ON MOTION OF BRIAN HIRTLE AND SECONDED BY GAIL SMITH THAT THE VALLEY REGION SOLID WASTE-RESOURCE MANAGEMENT AUTHORITY AUTHORIZE STAFF TO MOVE FORWARD WITH THE PROCESS TO PREPARE AND RELEASE AN EXPRESSION OF INTEREST DOCUMENT TO ENGAGE AN EXTERNAL EXECUTIVE SEARCH CONSULTANT OR FIRM TO WORK WITH THE SELECTION COMMITTEE WITH A BUDGET AMOUNT OF $10,000.00 FROM THE CURRENT VWRM BUDGET.
MOTION CARRIED.
On a final note, while all were cognizant of the fact that November 17, 2017 will be General Manager Maybee’s last day in the office, it was the consensus that the necessary time must be taken to ensure that the Authority engages the best possible candidate for the position and further that if necessary, an Acting General Manager will be selected to cover any interim period.
ON MOTION OF BRIAN HIRTLE AND SECONDED BY ERIC BOLLAND THE SPECIAL MEETING OF THE VALLEY REGION SOLID WASTE-RESOURCE MANAGEMENT AUTHORITY ADJOURNED AT 12:05PM.
Respectfully Submitted,
Brenda Davidson Office Manager Valley Waste-Resource Management
Page 2 of 2 Valley Region Solid Waste-Resource Management Authority Special Meeting Minutes DRAFT – September 11, 2017
Authority Meeting - September, 2017
Communications Update
Environmental Education Acadia University’s Community Development Program is partnering with Valley Waste for the delivery of two environmental education initiatives this fall. 1) Valley Waste will receive 6 students to help with the delivery of the Planet Protectors Education Program at the Eastern Management Centre in Kentville. 2) An additional 5 students will be working with Valley Waste staff to raise awareness on plastic pollution, plastic recycling and to encourage citizens to switch to reusable shopping bags instead of disposable/single use bags.
Mobius Awards of Environmental Excellence Valley Waste has nominated the Wolfville Farmer’s Market for Best Community Based Project and Roscoe Construction Ltd., in the small business category. The Wolfville Farmers Market, their vendors and students from Acadia University’s Community Development program have implemented an exceptional waste reduction, recycling and composting program that has reduced the weekly number of garbage bags from 22 to 4. Roscoe Construction’s management of Camro Place apartments in Cambridge is an excellent example of a landlord implementing an effective recycling system in a sector that is often difficult to reach high rate of diversion in.
Waste Reduction Week Valley Waste will be partnering with several businesses and organizations as part of Waste Reduction Week (October 16-22). Booths with education on food waste reduction will be held at a few Sobeys, Foodland and Walmart locations across the region. Additional outreach events planned in partnership with Found Forgotten Food and TapRoot Farms to promote food waste reduction education at the Berwick Wellness Fair and the Wolfville Farmers Market.
Reuse Centre in Lawrencetown The Reuse Center will be opening at the Western Management Centre in Lawrencetown on September 30th, 2:00 – 4:00 p.m. The Reuse Centre is an ongoing initiative to reduce waste from landfill. It offers everyone a chance to purchase items rescued from landfill at nominal prices. Items are on an as-is and first come, first served basis.
Communications Update
Valley Waste-Resource
SEPTEMBER 2017 PAGE 1 OF 2 Management Minute
Regular Business
Recyclable Processing The Valley Region Solid Waste-Resource Management 2016-2017 vs 2017-2018 Authority met on September 20, 2017, in keeping with For the Period of April-August 2017 the normal meeting schedule. 2016-2017 2,701.01
2017-2018 2,723.19 General Manager Recruitment 500.00 1,500.00 2,500.00 The Valley Region Solid Waste-Resource Management Tonnes Authority has formed a Hiring Committee for the selection of a new General Manager as Ross Maybee is retiring from his position in mid-November. The hiring committee, which includes representatives from the Authority, a staff rep, and a partner CAO, has issued a Request For Residuals to Chester 2016-2017 vs 2017-2018 Quotations for an executive search consultant to assist with For the Period of April-August 2017 the process.
2016-2017 10,249.94 Citizen Representative—Investment Committee 2017-2018 10,831.05
1,000 3,000 5,000 7,000 9,000 11,000 The Valley Region Solid Waste-Resource Management Tonnes Authority is still seeking applicants for the position of Citizen Representative on the Investment Committee. The Investment Committee manages a fund earmarked to help with the future cost of replacing the existing infrastructure at the East and West Management Centres. The Citizen Organics Processing Representative would participate in overseeing the 2016-2017 vs 2017-2018 Authority’s Investment Portfolio and should have For the Period of April-August 2017 demonstrated knowledge and expertise in portfolio management. The successful incumbent will be eligible to 2016-2017 4,426.87 receive a modest annual stipend for serving on the 2017-2018 4,767.04 Committee. If you know of anyone who has the required talents and may be willing to serve, please let General 1,000.00 2,000.00 3,000.00 4,000.00 5,000.00 Manager Maybee know. Tonnes
The Municipalities of Annapolis and Kings and The Towns of Annapolis royal, Berwick, Kentville, Middleton and Wolfville: Your Partners in Waste Reduction www.vwrm.com~~902-679-1325~~1-877-927-8300 September 2017 Page 2 Management Minute
Communications Updates
Environmental Education Acadia University’s Community Development Program is partnering with Valley Waste for the delivery of two environmental education initiatives this fall. Valley Waste will receive 6 students to help with the delivery of the Planet Protectors Education Program at the Eastern Management Centre in Kentville. An additional 5 students will be working with Valley Waste staff to raise awareness on plastic pollution, plastic recycling and to encourage citizens to switch to reusable shopping bags instead of disposable/single use bags.
Mobius Awards of Environmental Excellence Valley Waste has nominated the Wolfville Farmer’s Market for Best Community Based Project and Roscoe Construction Ltd., in the small business category. The Wolfville Farmers Market, their vendors and students from Acadia University’s Community Development program have implemented an exceptional waste reduction, recycling and composting program that has reduced the weekly number of garbage bags from 22 to 4. Roscoe Construction’s management of Camro Place apartments in Cambridge is an excellent example of a landlord implementing an effective recycling system in a sector that is often difficult to reach high rate of diversion in.
Waste Reduction Week Valley Waste will be partnering with several businesses and organizations as part of Waste Reduction Week (October 16-22). Booths with education on food waste reduction will be held at a few Sobeys, Foodland and Walmart locations across the region. Additional outreach events planned in partnership with Found Forgotten Food and TapRoot Farms to promote food waste reduction education at the Berwick Wellness Fair and the Wolfville Farmers Market.
Reuse Centre in Lawrencetown The Reuse Center will be opening at the Western Management Centre in Lawrencetown on September 30th, 2:00 – 4:00 p.m. The Reuse Centre is an ongoing initiative to reduce waste from landfill. It offers everyone a chance to purchase items rescued from landfill at nominal prices. Items are on an as-is and first come, first served basis.
Enforcement Update
Illegal Dumping Investigations Staff have followed up and resolved cases of illegal dumping in the Annapolis River and another case where a landlord trans- ferred materials left from a previous tenant to the tenant’s workplace. Many illegal dumping cases at the regions 50 cottage depots were investigated with 20 cases resulting in enforcement action, including bylaw tickets for illegally dumping materials or for failing to source separate waste.
Burning of Solid Waste The illegal burning of solid waste occurring in residential wood stoves or fireplaces is not a direct responsibility of Valley Waste; however, the Authority does send educational letters to residents following complaints from the community. The letters explain what types of materials cannot be burned. Warning and tickets were issued for burning waste outdoors.
Early Clean-Up Setout Staff have been enforcing locations where clean-up was set up many weeks ahead of schedule. The Authority only allows residents to place materials out 1 week ahead of their scheduled clean-up date.
UPCOMING MEETING
The next meeting of the Valley Region Solid Waste-Resource Management Authority will be held in keeping with the normal meeting schedule on Wednesday, October 18, 2017 beginning at 9:00am in the Board Room. COMMITTEE UPDATE Title: Kings Transit Authority (KTA) Date: October 3, 2017 Department: Office of the CAO
UPDATE The KTA Board met on September 27, 2017. Highlights from the General Managers Report included the following:
Ridership & Revenue
• Ridership throughout the service during the months of June and July was down over the same period the previous year • The revenue and ridership reports for Kings Transit are looking much better for August. The Board thinks this is a trend, but will be following the information as the year progresses • A full financial report for months ending August 2017 will not be available until Monday, November 2
Ridership Initiatives
• Staff and Board members will present the Acadia u-pass proposal to the Acadia Students Union in October • Student summer pass – the new promotion for the Authority was off to a slow start with only 75 of the student summer passes sold
Staffing
• Kings Transit is in search of a Transit advertising coordinator
Special Projects
Kings Transit will receive funding from the Federal government for five projects:
(1). The Purchase and installation of Wi-Fi equipment – project complete (2). The Purchase of 2 new 30’ low floor buses – tender awarded, pre-build meeting complete and busses scheduled to enter the assembly line in late November (3). CAD/AVL (Computer Aided Dispatch/Automatic Vehicle Location) Project – tender has closed and grading completed. Tender to be awarded in coming days. This will provide a mobile app that will allow passengers and dispatch to see, in real time, location of any bus (4). The Purchase of two bus shelters for Digby and Annapolis Counties – this project is funded through provincial and federal funds. Tender closed and expected to be awarded after the September 27th Board meeting (5). Camera Replacement Project – the tender is open and posted on the provincial website
The next Board meeting will be held October 25, 2017 at the New Minas office
Committee Update, Page 1 of 1 KINGS POINT – TO - POINT TRANSIT SOCIETY BOARD MEETING
AGENDA Tuesday, September 26, 2017 at 5:15 pm Held at: Kings Transit Authority, 29 Crescent Drive, New Minas, NS
• Call to Order
• Regrets
• Confirmation of Agenda
• Minutes of meeting July 25, 2017……Review and approval
• Matters arising from the Minutes
• Old Business - Review Insurance Abuse Coverage limitations
• Financial report
• Office report
• OH & S report
• Business Plan review & update
• Chair’s report
• New Business - Approval to purchase 2018 accessible minivan, including financing – see attachment re ATAP requirements - Emergency Transportation Support MOU with Town of Wolfville
• Correspondence
• Next meeting date: Tuesday, October 24, 2017 at 5:15 pm Location: KTA Board Room, 29 Crescent Dr. New Minas
• Adjournment
Email dated Sept 8, 2017
At the June RTA meeting, there was a motion to have the ATAP spreadsheet finalized by October 31, 2017 and if sufficient change happens after this date it will affect priority on rating for ATAP at the Provincial level.
I will be meeting with the DM on Sept 21st about your proposed change to the evaluation process and if everything goes well a letter will be sent to all the Board Chairs informing them of this change.
I will update you on the results of my meeting with the DM but please be prepared for these changes which as discussed at the meeting included having board approval for both the purchase and how your part would be financed by Oct 31st.
Thanks,
Greg Sewell, Municipal Affairs, Prov of NS
June 2, 2017 RTA Meeting Motion:
Julie motioned to have the ATAP spreadsheet finalized by October 31, 2017. If sufficient change happens after this date it will affect priority on rating for ATAP at the Provincial level. Included in this motion is a request for Greg to send a letter to all the boards indicating that organizations making late changes to their ATAP submissions will receive a reduction to their rating. Motion seconded by Helen. Carried.
Kings Point - to - Point Transit Board Meeting Minutes July 25, 2017 Held at Kings Transit Authority, 29 Crescent Dr, New Minas
ATTENDEES: Mercedes Brian (Chair), Helen Juskow, Lynn Pulsifer, Chris Goddard, Jim Winsor, Gerard Tremere, Margot Bishop, Fred Dominey, Wayne Davis(Driver) Faye Brown (Manager)
GUESTS: Colin Palmer REGRETS: Shelley McMullin, Robin McIsaac, John Mroz, Dianna Thomson ABSENT:
The meeting was called to order at 5:20pm by Chair, Mercedes Brian
1. Agenda was confirmed (attached) • Motion to approve the Agenda made by Lynn Pulsifer, seconded by Chris Goddard All in favor
2. Minutes of meeting, • Motion to approve the amended Minutes with Mercedes Brian added as an attendee, made by Jim Winsor, seconded by Helen Juskow All in favor
3. Matters arising from the Minutes:
No other matters
4. Old Business: Review Insurance Abuse Coverage limitations - Deferred until September meeting
5. Financial Report- presented by the Manager (attached): • Motion to approve the financial report moved by Fred Dominey, seconded by Jim Winsor All in favor
• Motion to approve the CTAP Schedules C & D with actuals to June 30, 2017 for release of the second installment of $23,382 by DMA moved by Jim Winsor seconded by Lynn Pulsifer All in favor
6. Office report • The Manager, Faye Brown, made a presentation to the group “100 Men Who Give a Damn”. KPPT received a $ 1000 gift certificate from K-Rock radio station for advertising • Move Mobility has advised that the 2017 Dodge Ram ProMaster Van is expected to arrive in Kentville by the end of September.
7. OH & S Report: None
8. Chair’s report: • Mercedes was asked to be at the photo op for the EKM Health Foundation on July 11, 2017. The EKM Foundation gave a $15,000 grant to KPPT towards the purchase of the 2017 Girardin 18 passenger Minibus.
9. New Business: • No Board Meeting in August.
10. Correspondence: None
Next meeting date confirmed for September 26, 2017 at 5:15 pm at Kings Transit Authority
Motioned to adjourn made by: Chris Goddard
Meeting Adjourned at 5:48 pm
Signed: ______Date: ______
Signed: ______COMMITTEE UPDATE Title: Annapolis Valley Trails Coalition (AVTC) Date: October 3, 2017 Department: Office of the CAO
UPDATE Board Meeting – Thursday, September 21st, 2017
Financial Update
Treasurer Danny Phinney outlined the income statement and balance sheet and indicated that the AVTC’s finances are in good shape at this point in time. The change from budget to actual in the Coordinator’s Mileage Claims was discussed and this was indicated to have been due to unforeseen delays and complications in the construction of the Grand Pre section of the trail, affected by major and minor events at the historic site and park as well as the schedule and planning of the Rail owner/contractor. Therefore there has been more charged to mileage then originally budgeted for.
Trail Coordinator’s Report
The Grand Pre to Wolfville section is now finished, with the gates being placed currently. The trail coordinator is working with Wolfville Public Works staff to complete placement of signage. A study will be conducted trail-wide to determine best practices for identifying and locating signage for amenities, etc. in each community.
Chair’s report
A grant to for funding to explore where benches, interpretive signage etc. is being applied for. The chair also hopes to do an assessment of skills, machinery etc. of what each Municiaplity and trail group has so we can share resources where applicable. The chair is looking into the issues on trails happening in Halifax in regards to motorized bicycles, and is going to get in touch with other large trail organizations in Quebec (for one) and see what they do on all of these issues listed above.
Grand Pre to Wolfville Grand Opening
Event scheduled for Saturday, October 14th, 10am-12pm. Family-friendly activities planned, barbecue and trail walk/jog/ride. This will coincide with Acadia “Homecoming” weekend, which may add to the draw.
Committee Update, Page 1 of 1
Annapolis Valley Trails Coalition P.O. Box #40 Bear River, NS BOS 1BO
The Annapolis Valley Trails Coalition Invites you to attend The Opening Ceremony of the
HARVEST MOON TRAILWAY New Minas to Grand Pré section
Saturday, October 14th 10 am to 12 noon – Wolfville, at the Main St. Skateboard Park & trailhead across the street from the Visitors Information Centre.
The official ribbon cutting ceremony will take place at 10:15 am. A walk/jog/bike along the trail will follow the ribbon cutting ceremony, after that please join us for refreshments, BBQ hotdogs and activities for all ages. For more information, please call 902-679-7715.
September Construction Project Update 2017
Prepared by the Annapolis Valley Trails Coalition Trail Coordinator
Your Vision - Our Help - Everyone's Benefit Wolfville to Grand Pre Pre-construction Wolfville to Grand Pre During construction Wolfville to Grand Pre During construction Wolfville to Grand Pre Finished Project Tupperville to Annapolis Royal Pre-construction Tupperville to Annapolis Royal Construction COMMITTEE UPDATE Title: Wolfville Business Development Corporation Date: October 3, 2017 Department: Office of the CAO
UPDATE The WBDC Board of Directors met on Tuesday, September 12th. Highlights of note from that meeting:
1. Discussion of the Motion of Council regarding the Culinary Tourism Centre (RFD 053-2017 discussed at the September 5th, 2017 COW) 2. Board seat openings resulting from a number of current Board Member resignations, including the Town appointee. The Town appointee has been advertised. 3. Hiring of an administration support position. The Board Executive are examining the reallocating of some funds in the budget for this. No firm decision was made regarding the nature of the position. 4. Discussion of contracting a media specialist to focus the WBDC brand. 5. Discussion of Wolfville Magic Winery Bus future, and whether it would continue to be in Wolfville. Discussion was very preliminary based on information brought to the Board from the Board representative on the not-for-profit WMWB board and not discussed at any length at the WBDC Board. It is anticipated that this will have more discussion at a future WBDC Board meeting. 6. Marianne presented information on the Town of Wolfville Business Registry. 7. Discussion of how to set a membership rate for associate members of the WBDC – these would be businesses who wish to be associate members but who do not pay the Town’s commercial taxes and therefore WBDC tax.
Committee Update, Page 1 of 1 COMMITTEE UPDATE Title: Race Relations and Anti-Discrimination Committee Date: October 3, 2017 Department: Office of the CAO
UPDATE The most recent meeting of the Race Relations and Anti-Discrimination Committee was held on September 11, 2017 at 5 pm at the Orchards Room, County of Kings. The intention is to hold the meetings in various locations to make it easier for those travelling from further away, but also, and more importantly to encourage us to visit other locations in our area that particularly represent our multi-cultural community. Having said that, our next meeting was to be held at AVFN Health Authority but the centre is closed that day (October 2) as it is Treaty Day.
The committee seems to be gaining some momentum. The new Chair, Deputy Mayor Emily Lutz is doing a great job of moving discussions along and getting decisions made. Having said that, she announced at the meeting that she will be going on maternity leave later in the year, and the Vice- Chair, Oonagh Proudfoot, will be taking over the role of chair in her absence.
The committee has grown a bit in recent months. With the new members, comes some more diversity which is very good to see and, also, very helpful with guiding our discussions as well as our mandate.
Each meeting now includes a short presentation. The presentations have varied and are a great way to promote the idea that our group exists to celebrate diversity and create awareness around all of our community members. The last meeting included a presentation from the Office of the Worker Counsellor.
The committee, along with help from the Municipality of County of Kings is hoping to organize and implement an event on November 10th at the Civic Centre in New Minas. It will be a multi-cultural event involving dress/fashion, music and food. There was some discussion of a film festival but it was felt that it was too short notice for that. It was suggested that the film festival would take place in February. The suggested theme is “World Peace”.
There was a suggestion that the committee recognize Buffy Sainte-Marie in some way when she is here to perform in the Performing Arts Series on November 7th. Oonagh agreed to find out what she could about a possible presentation of a Women’s Peaked Hat or medicine wrapped in a red cloth or both.
There will be a workshop held on October 18th at the First Nation Band Hall. Mindy, one of the newest committee members is organizing it in her work capacity.
There was a multi-cultural night held at the Wolfville Farmer’s Market on Wednesday, September 20th. I was not able to attend as I was out of town on an Acadia work commitment.
Committee Update, Page 1 of 2 COMMITTEE UPDATE Title: Race Relations and Anti-Discrimination Committee Date: October 3, 2017 Department: Office of the CAO
A four-part workshop is being offered called “Stepping Up: Non-Indigenous People’s Role in Truth and Reconciliation. It runs over four consecutive Wednesdays (Oct 4, 11, 18 and 25). Committee members have been invited to attend. I have requested to attend.
Committee Update, Page 2 of 2