Town Council Meeting Tuesday, March 22, 2016 6:30 p.m. Council Chambers, Town Hall 359 Main Street
Agenda
1. Approval of the Agenda
2. Approval of the Minutes: a. February 16, 2016
3. RFD 021-2016: Approval to Hold Council Seat While Not an Ordinary Resident of Wolfville
4. Comments from the Mayor
5. Motions/Recommendations from Committee of the Whole, March 1, 2016: a. RFD 010-2016: Regional Enterprise Network (REN) b. RFD 013-2016: Valley Waste Resource Management 2016/17 Budget Approval c. RFD 012-2016: Kings Transit 2016/17 Budget Approval d. RFD 019-2016: Request for MPS Amendment – Three Phase Power e. RFD 017-2016: 2016/2017 Operations Plan and Budget V4 f. RFD 014-2016: Building Inspector Level I Appointment g. RFD 008-2016: Grants to Organizations Policy 710-003 h. RFD 018-2016: Spring 2016 Debenture Issue
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca
6. Motions/Recommendations from New Business: a. RFD 023-2016: Council Training Plan 2016/17
7. Correspondence a. 2016-02-25 Letter: Acadia University Performing Arts-Mayor b. 2016-02-25 Letter: World Autism Awareness Day – April 2nd c. 2016-02-29 Email: Joan Boutilier-Town Council re: Respect Pedestrians Traffic Signs d. 2016-03-14 Email: David Daniels-Town Council re: 336 Main St e. 2016-03-06 Letter: Community Alcohol Project – Partners Shifting the Culture of Alcohol (CAPPSCA)
8. Question Period Procedure: A thirty minute time period will be provided for members of the public to address Council regarding questions, concerns and/or ideas. Each person will have a maximum of two minutes to address Council with a second two minute time period provided if there is time remaining within the thirty minute Public Input/Question Period timeframe.
9. Regular meeting adjourned
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca REQUEST FOR DECISION #021-2016 Approval to Hold Council Seat While Not an Ordinarily Resident of Wolfville Date: March 22, 2016 Department: Corporate Services
SUMMARY
Approval to Hold Council Seat While Not an Ordinarily Resident of Wolfville
To request that Council allow Council Sparkman to hold his seat until May 1, 2016 while he is not an ordinarily resident of the Town of Wolfville and prevent the requirement for a special election prior to the 2016 Municipal Election in October.
DRAFT MOTIONS:
That Council approve, per section 17(6) of the Municipal Government Act, to allow Councillor Dan Sparkman to hold his seat with Town of Wolfville Council until May 1, 2016 while he is an ordinarily resident outside the municipality, but within the province.
That Council has determined that a special election shall not be held for the vacancy on Council as of May 1, 2016 because it is within six months preceding ordinary polling day for the 2016 Municipal Election.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION #021-2016 Approval to Hold Council Seat While Not an Ordinarily Resident of Wolfville Date: March 22, 2016 Department: Corporate Services
1) CAO COMMENTS The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY Section 17(6) of the Municipal Government Act:
“… where a mayor or councillor has the approval of the council, a mayor or councillor may be an ordinarily resident outside the municipality but within the Province for one period of not more than six months in a term.”
3) STAFF RECOMMENDATION Staff recommends that Council allow Councillor Sparkman to continue to hold his seat on Council until May 1, 2016 while he is not an ordinarily resident of the Town of Wolfville. This will prevent the requirement for the Town to hold a special election to fill his seat prior to the 2016 Municipal Election in October.
4) REFERENCES AND ATTACHMENTS • Municipal Government Act • Municipal Elections Act
5) PURPOSE OF REPORT To request that Council allow Councillor Sparkman to hold his seat until May 1, 2016 while he is not an ordinarily resident of the Town of Wolfville and prevent the requirement for a special election prior to the 2016 Municipal Election in October.
6) DISCUSSION As of March 13, 2016 Councillor Dan Sparkman ceases to be an ordinarily resident of the Town of Wolfville. According to section 13 of the Municipal Election Act, within four weeks after a vacancy occurs on a council the council shall name a day for a special election to fill the vacancy. However, no special election shall be held for a vacancy on a council within the six months preceding ordinarily polling day for a regular election unless otherwise determined by the Minister or the council.
As of March 13, the vacancy would be more than six months preceding ordinary polling day of October 15, 2016; therefore to avoid holding a special election to fill the vacancy, staff is recommending that Council approve Councillor Sparkman be able to hold his seat, while an ordinarily resident outside the Town, until May 1, 2016. Section 17 of the Municipal Government Act enables Council to allow Councillor Sparkman to continue to hold his seat for one period of not more than six months in a term if he ceases to be an ordinarily resident of the Town of Wolfville, but remain an ordinarily resident of the province. This would guarantee that the vacancy is not more than six months preceding ordinary polling day of October 15, 2016 in accordance with section 13(8) of the Municipal Elections Act.
Request for Decision, Page 2 of 3 REQUEST FOR DECISION #021-2016 Approval to Hold Council Seat While Not an Ordinarily Resident of Wolfville Date: March 22, 2016 Department: Corporate Services
The Town’s expectation is that, if Councillor Sparkman remains on Council until May 1, 2016, he will continue to fill his role as a Councillor of the Town of Wolfville by attending Council and committee meetings during this time and formally submit his resignation to the Town Clerk by May 1, 2016.
Following May 1, 2016 Council will need to appoint a Councillor(s) to replace Councillor Sparkman as member and Chair of the RCMP Advisory Board, member of the Planning Advisory Committee and alternate for Valley Waste Resource Management Authority Board and Regional Enterprise Network L & O Committee.
7) FINANCIAL IMPLICATIONS If Council does not approve the extension then a special election would be required in addition to the 2016 Municipal Election. A special election has not been included in the 2016/17 Operations Plan and Budget.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Strategic Priority #5: Efficient and Effective Leadership from a committed and responsive executive and administrative team.
9) COMMUNICATION REQUIREMENTS N/A.
10) ALTERNATIVES • That Council hold a special election to fill the vacancy on Council. • That Council allow Councillor Sparkman to hold his seat on Council while an ordinarily resident outside the Town of Wolfville for six months effective March 13, 2016.
Request for Decision, Page 3 of 3 Correspondence_Email: Councillor Sparkman_2016-03-11
-----Original Message----- From: Dan Sparkman Sent: March-11-16 12:53 PM To: Erin Beaudin Subject: Moving
Mayor and Council,
As you may know I intend to run for council in Kings County in the fall. I am moving out of town and into the valley by March 13th, so that I may be eligible to do so. It's been an honour to serve the citizens of Wolfville, and a privilege to work with this council and the staff of our town.
As we have talked about in the past many people outside the strict boarders of the Town still consider Wolfville to be their community. Wolfville was my town before I moved within its borders and it will still be my community now that I have moved back out. I would be happy to continue to serve the town in any way council requests.
Sincerely, Dan Sparkman
REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
SUMMARY
Upon joining the Valley Regional Enterprise Network (VREN) in 2014 Council directed staff to undertake a review of the Town’s membership within 1 year. This report looks at the provincial context, the REN’s strategic plan, Council’s economic development plans and the REN agreement. After looking at all of these factors, staff are recommending that Council give notice of its intention to withdraw from the REN on April 1, 2017 and that staff work with the VREN to undertake an evaluation of its outcomes and to review these against the priorities of Council.
There is much value in having a regional economic development body. The One Nova Scotia Report outlines the many challenges facing us, particularly in rural Nova Scotia. We are facing a crisis and the development of our business sector is key to retaining our young people, attracting and keeping immigrants and providing a solid tax base for the provision of our public services.
However, it is unclear if the Valley REN has set a course for itself that will help achieve these lofty goals. The Strategic Plan is in its infancy, lacks specifics and does not demonstrate a clear path forward. During this next year it will be vital for the REN to prove its value to the valley region and Wolfville specifically.
Given the short length of time that the VREN has been established staff believe there is value in continuing to work with the VREN to evaluate its progress. The one year notification period allows for this reflection time and for the VREN to demonstrate results. At the end of this period, it is recommended that Council review its decision to withdraw from the VREN based on the cooperative evaluation that staff will conduct during the 2016/17 fiscal year.
DRAFT MOTION:
Whereas, The Town of Wolfville entered into an Inter-Municipal agreement in May 2014 to become a member of the Valley Regional Enterprise Network;
Whereas, the Wolfville Town Council has reviewed its economic goals and objectives and wishes to focus on key local priorities;
Be it resolved that the Town of Wolfville immediately give notice of its intention to withdraw from the Valley REN on April 1, 2017. Council further directs staff to work with the Valley REN to further define actions and outcomes and report back to Council by March 1, 2017.
Request for Decision, Page 1 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
1) CAO COMMENTS The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY The Municipal Government Act, in Section 65(m) states that municipalities may spend money on the “promotion and attraction of institutions, industries and businesses, the stabilization and expansion of employment opportunities and the economic development of the municipality.”
3) STAFF RECOMMENDATION Staff recommend that the Town of Wolfville immediately give notice of its intention to withdraw from the Regional Enterprise Network on April 1, 2017 as enabled by Section 14 of the Valley REN – InterMunicipal Agreement. Staff further recommend that an evaluation of the VREN occur during the 2016-17 fiscal year, based on the methodology included in this report, and a report be brought back to Council no later than March 1, 2017 before the Town of Wolfville formally withdraws.
4) REFERENCES AND ATTACHMENTS • RFD 010-2014 • Valley REN Partnership Agreement • Valley REN Strategic Plan • REN Start Up Phase Report
5) PURPOSE OF REPORT To provide information regarding the Valley REN and respond to Council’s direction to review the Town of Wolfville’s membership in the Valley Regional Enterprise Network.
6) DISCUSSION The Provincial Context and Background
The Province of Nova Scotia established a new model for the delivery of regional economic development after the dissolution of the Regional Development Agencies (RDA’s) in 2012 when it created the Regional Enterprise Networks (RENS). The 12 Regional Development Agencies were dissolved and replaced by 6 RENS as shown on figure 1.
Request for Decision, Page 2 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
Figure 1- Map showing REN areas
The intention of the RENS is to move towards a more business oriented approach with a focus on business attraction and support, and investment readiness. This is linked to goal #4 contained within the One Nova Scotia Report , which sets a target of 4200 new business start-ups per year.
The One Nova Scotia Report is the blue print for economic development that the province is focused on implementing. In total, the report sets 12 goals for economic development, ranging from increasing venture capital to tourism. The REN is identified as one of the ways that these goals will be achieved.
In November of 2015, the One Nova Scotia Coalition, the body tasked with moving forward on the recommendations in the One Nova Scotia Report, released its action plan called We Choose Now. This plan is quite new and there has not been a provincial budget since its release so it is unclear what specific programs or actions will occur as a result of it. The We Choose Now1 website states:
This report presents the Coalition’s recommendations to animate collaborative action by governments, business, post-secondary (PSE) institutions, civil society organizations and Nova Scotians themselves to create a bright future for the province made possible by our many strengths. It has seven Action Points:
1 http://www.wechoosenow.ca/
Request for Decision, Page 3 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
1. The Early Years: Starting Strong 2. Our Future is Young 3. Universities and NSCC as Innovation Hubs 4. Immigration and Welcoming Hubs 5. Our ICT Momentum 6. Going Global: Innovation and Competitiveness 7. Nova Scotia’s Ocean Advantage
By early 2014, the Valley RENs structure was established and municipal units were being asked to become members. In February 2014, the Wolfville Town Council passed the following motion and agreed to become a member of the REN.
COUNCIL APPROVE THE INTERMUNICIPAL AGREEMENT TO PARTICIPATE IN THE REGIONAL ENTERPRISE NETWORK FOR A PERIOD OF ONE YEAR WITH AN EVALUATION AFTER ONE YEAR TO BE CONDUCTED BY THE CAO AND A REPORT BROUGHT BACK TO COUNCIL TO DETERMINE FURTHER PARTICIPATION FOR THE 2015-2016 BUDGET YEAR.
It is important to note that Council at the time of this motion had concerns about the REN model which can be broadly summarized as follows. • Concerns with creating another organization. • Questions regarding effectiveness and efficiency. • Who is receiving the benefits? Not all municipal units are members but will be receiving the benefits without contributing.
Council in the end decided to join as it was seen as an opportunity to influence the regional economic agenda and to take advantage of the provincial investment in the REN. However, Council also wanted its participation in the REN evaluated one year after signing. Council formally signed the REN agreement on March 20, 2014. On May 5th, 2015 Council approved 3 changes to the REN agreement, two of which were minor clarifications regarding voting and the other was a change in Wolfville’s financial contribution. Upon Wolfville’s entry in to the REN, our contribution was $34,572 but was reduced to $22,765 as a result of the changes to the REN agreement, a savings of $11,807.
The review that Council directed did not occur within the one year timeframe. Staff is bringing this report forward now for Council’s consideration. With the delay in this report, Council now has had almost 2 years of membership on which to evaluate the REN.
Although all municipal units between West Hants and Annapolis County were invited to become members, not all did. The current membership includes: • West Hants • Windsor • Municipality of the County of Kings • Town of Wolfville • Town of Kentville
Request for Decision, Page 4 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
• Town of Berwick • Town of Middleton
The County of Annapolis and the Town of Annapolis Royal are not REN members
Contractual Obligations of the Valley REN InterMuncipal Agreement.
The REN agreement establishes the core activities and operational mandate. The Core Activities are:
The Agreement establishes a Liaison and Oversight (L&O) Committee comprise of politicians and staff members of the member municipal units, with the following parameters
Request for Decision, Page 5 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
The members of the L&O Committee are responsible for reporting back to their respective Councils, communicating Councils’ thoughts to the L&O committee on the REN’s progress and soliciting the approval from Council for the continuation of the funding the Valley REN. (Clause 7D)
The Board of Directors is the main governance body of the REN, to which the Liason and Oversight Committee provides advice. The Board of Directors consists of 8-12 members of the business community who are responsible for reporting on progress toward the achievement of the strategic plan, appointing and managing a CEO and other normal governance functions.
The agreement allows any partner to withdraw from the REN with one year’s notice.
The Provincial Commitment to the RENs
The RENS are funded in part by the province. Staff contacted the Department of Municipal Affairs, the department responsible for supporting the RENs, to understand the nature of the provincial commitment.
The Province continues to be very supportive of the RENS and, although the provincial budget has not been tabled or approved yet, it is very likely that the RENs will continue to be funded. DMA is also working on a multi-year funding model for the RENs with the aim of providing a stable funding stream , as currently they are funded on a year to year basis. From DMA’s perspective, this upcoming year the RENs will be very focused on actions and acheivements, specifically the Business Retention and Expansion Program. DMA will be issuing an evaluation guide in March for the RENs to use which is important as currently there is no standards for evaluation that assist Municipal Units in understanding progress towards the strategic plan. The evaluation methodology will likely be a logic model. (see further down in this report for logic model information).
VREN Activity to Date The REN’s activity have been mostly focused on getting established, hiring staff and other logistical details, along with some data gathering and developing the strategic plan. The CEO was not hired until the Fall of 2014 and is still in the process of fully staffing up. This graph from the VREN’s Strategic Plan shows the areas of activity for the REN since Wolfville became a partner.
Request for Decision, Page 6 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
Figure 2 - REN Activity
The VREN recently hired a BRE program officer and are actively working on BRE visits. No information has been provided to date on the number of visited completed or the roll out plan for the BRE, but this will be a point of discussion at future L&O Committee meetings.
The VREN’s Strategic Plan
The Valley REN adopted its Strategic Plan in early 2016 which focuses on six functional areas of responsibilities. They are: • Governance • Partner relations • Knowledge source • Communications and Marketing • Business Retention and Expansion • Investment Readiness & Attraction
This visual provides additional detail on future action areas.
Request for Decision, Page 7 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
Figure 3 - Strategic Plan Framework
The Strategic Plan is very high level and lacks detail on what exactly will be achieved and when. An operational plan is forthcoming from the REN which hopefully will clarify outcomes and action areas. Staff have reviewed the Strategic Plan in order to identify short term outcomes on which the REN can be evaluated.
Evaluation of VREN
In order to evaluate if Wolfville’s participation in the VREN helps the Town achieve its strategic goals, staff used a logic model. With this approach, staff looked at the REN’s Strategic Plan to identify the strategic initiatives and what the outcomes might be, and then related these back to Council’s Strategic Plan and the Economic Action Plan.
This evaluation tool is useful as it focuses not just on what an organization does (for example, the number of meetings held or the number of reports written) but rather on what learning is achieved, what behavior resulted and conditions changed. At the end of the day, the REN must be focused on specific long-term outcomes, such as increased number of business start-ups or more economic opportunity for our young people. Although there is value in establishing a committee, for example, to as a tool to achieve an outcome, the real value is in what the committee achieves (what learning is achieved, what behavior resulted and conditions changed). The goal is to actually create change in our local economy.
Staff have not involved the VREN in our evaluation, but this will be important to do to ensure we are evaluating it not on what we think it is going to do, but what it actually plans to do. Then we can evaluate if what the REN is doing is of value to Wolfville.
Request for Decision, Page 8 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
The draft evaluation framework is as follows:
Request for Decision, Page 9 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
The REN has not yet presented its Operational Plan (expected in late March 2016) which will detail exactly what will occur over the coming year. Once it does, then staff will continue to update our evaluation tool to assess if the REN is working toward its stated outcomes.
Council’s Economic Priorities
Wolfville’s Economic Action Plan is dated and needs to be replaced. However, it is the main guiding document for economic development and it provides information on what Council previously identified as important. There are two main goals that are relevant:
1. To enhance the foundation so business can be successful and residents can find the opportunities they are looking for within their town.
2. To establish Wolfville as the premier food and wine destination of the Atlantic Provinces.
Council has provided further guidance on economic development priorities through the recent Project Charter on Economic Development, where staff identified key priorities. These include: a) Business Registry Program b) Event Promotion and Implementation c) WBDC Partnership development d) In 2017/18 the Economic Action Plan will be renewed and redrafted. e) Business Retention and Expansion program
Of these priorities, staff has identified the BRE program as key. The goals of the BRE program for Wolfville are: • Building strong relationships with our businesses • Working through the WBDC when undertaking any direct business initiatives • Demonstrating through action our commitment to those business who already contribute so much to our community • Developing community capacity around business issues • Responding immediately and effectively to immediate crisis issues • Ensuring the results of the visitations are integrated into our various strategies and by-law
Although the REN will be conducting a BRE program, it will be focused on key regional sectors and its aims will be different than the Wolfville program. Staff believe, regardless of our member status with the REN, that Wolfville should run its own BRE program. However, there are opportunities for overlap and partnership in the delivery of the program. There is significant value in creating a regional profile of businesses through the business survey so we that we understand our regional business community and its needs.
The VREN will also partner with the Town and provide access to the computer program, Executive Pulse, which will collate and track the information gathered as part of the BRE program. This is of value to the town as we will receive the program, the ability to access our own data, training opportunities associated with the program and other important supports to the BRE program.
Request for Decision, Page 10 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
Wolfville is also very focused on the wine and food sectors, which is not a focus sector for the REN. Tourism is a focus sector for the REN but it is unclear how wine and food will be dealt with under this umbrella.
Recommended Next Steps
• March 16th - Notice to Withdraw • April – Finalized Evaluation Indicators and Outcomes with REN • April – March – Ongoing Evaluation of REN against the logic model • March 1, 2017 – Evaluation Report to Council • Mid March, 2017 – Council decision regarding participation in REN
Summary
There is much value in having a regional economic development body. The One Nova Scotia Report outlines the many challenges facing us, particularly in rural Nova Scotia. We are facing a crisis and the development of our business sector is key to retaining our young people, attracting and keeping immigrants and providing a solid tax base for the provision of our public services.
However, it is unclear if the Valley REN has set a course for itself that will help achieve these lofty goals. The Strategic Plan is in its infancy, lacks specifics and does not demonstrate a clear path forward. This next year it will be vital for the REN to prove its value to the valley region and Wolfville specifically.
Given the short length of time that the VREN has been established staff believe there is value in continuing to work with the REN to evaluate its progress. The one year notification period allows for this reflection time and for the REN to demonstrate its value. At the end of this period, it is recommended that Council re-evaluate its decision to withdraw from the REN based on the cooperative evaluation that staff will conduct during the 2016/17 fiscal year.
7) FINANCIAL IMPLICATIONS The Town of Wolfville currently contributes $22,765 to the REN, which is based on a formula (uniform assessment). The Town has budgeted for an Economic Development position as part of the Community Development Department and also collects a downtown area rate that is provided to the Wolfville Business Development Corporation for its activities. There is much investment in economic development by the tax payers of Wolfville.
If Wolfville withdraws, then there would be a cost savings to the town.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS • Council’ Strategic Plan • Economic Development Action Plan
Request for Decision, Page 11 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
9) COMMUNICATION REQUIREMENTS Upon Council’s decision, the following actions will be undertaken:
• The REN will be notified in writing of the Town of Wolfville’s intention to give notice of our withdrawal in 1 year. • Staff will follow up with REN staff to discussion the Town’s evaluation framework and update it as required. • Staff will draft a press release to communicate our message and prepare a communication checklist with key messages for Council’s consideration.
10) ALTERNATIVES • To not give notice of our intention to withdraw, but staff meet with the REN staff to communicate areas of concern or improvement.
Request for Decision, Page 12 of 13 REQUEST FOR DECISION 010-2016 Valley Regional Enterprise Network Date: March 1, 2016 Department: Community Development
Resources
Western REN Strategic Plan http://www.westernren.ca/wp- content/uploads/sites/415/2015/09/WREN-Strategic-Plan-SEPT-29-2015-FINAL.pdf
Request for Decision, Page 13 of 13 REQUEST FOR DECISION No. 010-2014
Date: February 4, 2014 Department: CAO
1) COMMENT / RECOMMENDATION – CAO That council approve the attached Intermunicipal Agreement to participate in the Regional Enterprise Network for a period of one year with an evaluation after one year to be conducted by the CAO and a report brought back to council to determine further participation for the 2015/2016 budget year.
1) RECOMMENDATION That council approve the attached Intermunicipal Agreement to participate in the Regional Enterprise Network for a period of one year with an evaluation after one year to be conducted by the CAO and a report brought back to council to determine further participation for the 2015/2016 budget year.
2) REFERENCES REN Agreement
3) PURPOSE OF REPORT To brief council on the REN Intermunicipal Agreement To approve the Intermunicipal Agreement
4) DISCUSSION Wolfville is the final municipality to approve the agreement. All other partners have approved the agreement as presented.
5) POLICY CONSIDERATIONS N/A
6) BUDGET CONSIDERATIONS The Town of Wolfville will contribute the same amount as the previous RDN contribution.
7) SUMMARY
The Province has completed the preparation of the ‘template’ of the Inter-Municipal Agreement that will form the basis for the establishment of the Regional Enterprise Network (attached).
Request for Decision, Page 1 of 6 REQUEST FOR DECISION No. 010-2014
Date: February 4, 2014 Department: CAO
Please note that this Agreement has been reviewed by UNSM's municipal solicitor and has gone through many revisions subsequent to review in REN 1 and 3.
Review of Agreement
In summary, the Agreement provides as follows:
Article 1: Definitions
Article 2: Establishment of the REN (as a body corporate)
Article 3: Objectives of the REN (see below)
Article 4: Powers of the REN
Article 5: Funding (see comments below)
Article 6: Budgeting
Article 7: Liaison and Oversight Committee
Article 8: Recruitment and Nominating Committee
Article 9: Audit Committee
Article 10: Board of Directors
Article 11: Policies and HR Committee
Article 12: General Manager
Article 13: Additions
Article 14: Withdrawals and Termination
Article 15: Dispute Resolution
Article 16: Conflict of Interest
Article 17: Code of Conduct and Ethics
Article 18: Governing Law
Article 19: Waiver of Agreement
Request for Decision, Page 2 of 6 REQUEST FOR DECISION No. 010-2014
Date: February 4, 2014 Department: CAO
Article 20: Amendment or Modification
Article 3: Objectives
The objectives of the REN are as follows:
Develop, implement, and monitor a regional economic development strategy that is reflective of provincial and regional (participating municipal and First Nation band councils) economic development priorities. The strategy should consider assets, business community, sector strengths, and regional challenges and opportunities. The strategy should also align with provincial priorities in order to maximize the REN’s leverage of programs, policies and services. Cultivate close working relationships with the business community and work with key partners to support the development and attraction of new businesses, and retain and expand existing businesses. RENs will support local businesses in navigating, and making referrals to, programs and services. Inform partners and stakeholders about local business-climate conditions as well as regional challenges and opportunities. RENs will work with partners and stakeholders to provide investment-readiness and labour market information. One of the key areas of responsibility that is assigned to the REN is the creation and implementation of a Regional Economic Development Strategy. The REN is also tasked with ensuring that there are procedures in place to monitor, measure, review and improve REN performance outcomes.
Article 5: Funding
Notwithstanding the provisions in Article 5, the funding that is being proposed calls for the participating units to allocate funding to the REN equal to their respective RDA contributions (as stated in the Declaration of Cooperation).
Article 7: Liaison and Oversight Committee
This Committee consists of one elected official from each participating member as well as members appointed by the Province.
The Committee is responsible for the following:
i. approving the 3-year regional economic development strategy for the (insert name here) REN; ii. monitoring and evaluating the implementation of the regional economic development strategy; iii. approving the annual budget for the (insert name here) REN;
Request for Decision, Page 3 of 6 REQUEST FOR DECISION No. 010-2014
Date: February 4, 2014 Department: CAO
iv. reviewing and approving any agreements between the (insert name here) REN and any other entity which would require the (insert name here) REN to contract for services in excess of $100,000, such as the Contribution Agreement, and directing the General Manager to execute same on behalf of the (insert name here) REN; v. reviewing and approving any agreements between the (insert name here) REN and any other entity which would require the (insert name here) REN to expend a sum or sums of money in excess of $100,000, and directing the General Manager to execute same on behalf of the (insert name here) REN; vi. reporting and communicating with the Municipalities and the Province; vii. appointing the members of the Recruitment and Nominating Committee; viii. appointing the members of the Board of Directors, based upon the recommendations from the Recruitment and Nominating Committee; and ix. appointing the members of the Audit Committee.
The members of the Liaison and Oversight Committee are responsible for (a) reporting on the REN’s progress to their respective Councils, (b) communicating their respective Council’s thoughts on the REN’s progress to the Committee and (c) soliciting the approval of their respective Council’s for continuation of funding.
This Committee is body that provides the political oversight on the operations of the REN (through the regional economic development strategy and the budget) as well as the lynch-pin between the REN and the Councils of the participating members.
Article 8: Recruitment and Nominating Committee
The RNC is appointed annually by the Liaison and Oversight Committee and is responsible for:
i. developing director selection criteria and identifies and evaluates potential candidates; ii. recruiting and recommending candidates to serve on the Board of Directors to the Liaison and Oversight Committee; and iii. ensuring (through the recommendation of candidates) that the Board of Directors is made up of individuals who, collectively, have the required competencies and personal attributes to carry out their responsibilities effectively; and iv. having a competency matrix that is updated annually and when vacancies arise. The competency matrix is used to identify competency “gaps” on the Board and direct the search for new candidates; and v. ensuring the Board has a Board succession plan to ensure the orderly turnover of directors. Article 10: Board of Directors
Request for Decision, Page 4 of 6 REQUEST FOR DECISION No. 010-2014
Date: February 4, 2014 Department: CAO
The REN is designed to be led by a business-driven Board of Directors.
The BOD shall consist of between 8 and 12 business or community members and the appointment to the BOD is made by the Liaison and Oversight Committee. With the exception of the inaugural BOD, appointments to the BOD are for a term of one to three years, with an option to serve a maximum of a total of 2 consecutive terms. The appointment to the inaugural BOD is such that 1/3 are appointed for 1 year, 1/3 are appointed for 2 years, and 1/3 are appointed for 3 years.
The main tasks of the Board of Directors are as follows:
i. Regional Economic Development Strategy – Overseeing the development and implementation of the regional economic development strategy, in addition to annual financial and business plans; ii. Building Relationships – Ensuring excellent communication and sound working relationships with the Liaison and Oversight Committee, and other partners and stakeholders; iii. Performance Management – Understanding how activities and services align with the mandate and objectives of the regional economic development strategy, and ensuring that there are procedures in place to monitor, measure, review, and improve REN performance outcomes; iv. Financial Management – Ensuring that there is an approvals process for procurement and service agreements. Overseeing and entering into all third party agreements and obtaining the approvals of the Liaison and Oversight Committee as required by section 7. b). v. Strong Financial Stewardship –Stewarding the financial health of the organization by ensuring that strong financial management skills and appropriate accountability measures are in place; vi. Governance and Policy Development – Ensuring the existence of a sound governance framework, including all the policies, practices, and procedures that define the decision- making process and delineate the roles and responsibilities of the Board and the CEO; vii. Managing the CEO – Ensuring that there is a process in place to hire, manage and evaluate the CEO. Article 12: General Manager
The GM is the head of the administrative branch of the REN and is responsible to the BOD for the proper administration of the affairs of the REN.
Article 13: New Municipalities Joining the REN
The addition of new parties requires the unanimous consent of the parties.
Article 14: Withdrawal and Termination
Request for Decision, Page 5 of 6 REQUEST FOR DECISION No. 010-2014
Date: February 4, 2014 Department: CAO
A party may withdraw from the REN at the beginning of any fiscal year by giving written notice at least 12 months in advance of the intended withdrawal.
The Agreement also provides particular clauses that deal with conflicts of interest (Article 16), Code of Conduct and Ethics (Article 17), and Amendments or Modifications (Article 20).
Summary
As indicated above, this template has been prepared by the province and reviewed by the UNSM lawyer
As stated in the Declaration of Cooperation, the funding model that is being proposed at this time calls for each member to contribute at the level of funding that was previously being provided to the RDA.
Request for Decision, Page 6 of 6
FIGURE 1 TIMELINE ...... 3 FIGURE 2 STRATEGIC VISION ...... 8
What are the key results the Valley REN should be focused on? What are the challenges the Valley REN will face? What are the key capabilities required by the Valley REN to achieve success? What is the business community expecting to come out of the Valley REN? What is the Valley REN expected to accomplish for the region? Governance Partner relations Knowledge source Communications and Marketing Business Retention and Expansion Investment Readiness & Attraction The strategy is a living document to be implemented, monitored and regularly evaluated against a moving target (the regional, provincial, federal and global economies) Businesses create economic growth. Creating a positive environment for businesses to start-up and grow will attract new investment to the area. People are important to the success of business and prosperity of the region. Focusing on initiatives that provide opportunities for our youth and attract entrepreneurs and innovators will further ensure a sustainable and prosperous future. Valley REN partners will continue to work together to contribute to and support the regional economic development strategy. The role of the Valley REN will be to add value to activities and services currently supporting economic development in the region and to take on a leadership role in the delivery of a region-wide BRE program, investment readiness/ attraction and marketing the region. Economic Development is a team sport – citizens, businesses and public sector are all key contributors and essential partners in shaping the local economy. The lens of Valley REN will focus on business, while considering and engaging the community as a whole. “The Collaborative Action Plan is a playbook for all Nova Scotians,“ said coalition member Henry Demone. “It is designed to help us seize our best short-term opportunities for economic growth in ocean industries, ICT, and exports, while making long-term investments in youth, career development and immigration to create sustainable change and demographic growth over time.“
WE CHOOSE NOW, a playbook for Nova Scotians, onens.ca
People Entrepreneurs / Innovators o Support / leverage - One NS Action Plan: Universities and NSCC as innovation hubs o Assets: Acadia Center for Entrepreneurship, NSCC business programs, o Create opportunities for themselves and others o Community of successful entrepreneurs and innovators (mentorships, hubs) Students o Supports / leverage - One NS Action Plan: starting strong & retaining youth o Change the demographics – current out-migration of youth o Supports immigration – through retention of international students o ~10% of Acadia students are international and +40% from out of province Immigration o Support / leverage One NS Action Plan: welcoming communities/immigration o Supports - Ivany Report: Population Goals o Leverage Federal Government refugee plan o Leverage two new business stream NS nominee programs beginning in January 2016 – the entrepreneur stream (to attract individuals who wish to start or buy and actively manage a business in NS) & the International graduate stream (for students who have graduated from a NS university or college and started their own business) o Target and match skills with labor needs Sectors: Agriculture o Supports - Ivany Report: Increase agriculture exports & domestic market o Highest LQ of all sectors in region compared to Canada (2.28 and growing) o Access to programs and research to support the activity and growth o Export opportunities / value chain import substitution opportunities o History of innovation and adaptation Tourism o Supports - Ivany Report: Tourism Expansion o Access to programs to expand sector o UNESCO world heritage site, wineries, tides, trails, etc… o Vibrant creative economy Manufacturing o Current base – Michelin/Frito Lay/CKF/Eden Valley Poultry /Apple Valley combined employ ~2,500 of the 53,000 o Important employers in the region o Export opportunities / value chain import substitution opportunities Information, Communication and Technology (ICT) o Supports One NS action plan – ICT momentum o Underutilized infrastructure (VCFN) & locally owned and operated Telecom company headquartered in the REN (Mainland Telecom) o Expertise in the Valley (i-Valley initiative with links to i-Canada) o Western-Valley already designated “Smart Community” Alternative/Green energy o Environment protection / Climate change o Applied research group and Pilikan House (energy efficient/sustainable design) o Tidal power/Wind energy/Energy Storage o Supports One NS playbook – Ocean technology and Innovation goals Infrastructure: Bay of Fundy (highest tides) o Support / leverage - One NS Action Plan: Ocean Advantage (tides) o Available funds to develop technology (Federal and Provincial) o Cannot be replicated – unique to this region o Tourism – one of top Natural Wonders in North America & NS’s top five icons Telecommunications o Valley Community Fiber Network / Mainland Telecom (local assets) o Support / leverage - One NS Action Plan: ICT momentum & growing o Infrastructure in place – latent capacity – ready for opportunity o Smart Community (leverage i-Canada150) Transportation (Port in Hantsport/Regional Airport /Twinned Highway) o Port: . Latent asset, “moth balled” after demise of Gypsum industry . Revitalization of Port and Rail between Windsor and Hantsport o Regional Airport: . Waterville airport following sale of land (March 2016) . Relocation, CFB Greenwood (14 Wing) ?? o Twinned Highway: . Economic benefit (versus cost if tolled) Workforce Advantage
“The number and quality of Nova Scotia’s post-secondary education (PSE) institutions is one of our greatest competitive advantages in a world where advanced skills and knowledge have become the basis for economic prosperity”
WE CHOOSE NOW, a playbook for Nova Scotians, onens.ca
Strong Local Businesses and Investment Attraction
Business Retention and Expansion (BRE) Develop and promote an outreach program that will assist individual businesses with growth and development (workforce/training & skills/succession/growth) Focus on business in sectors of interest and emerging opportunities Seek opportunities for increasing exports as a means of business growth Take the pulse on the local business climate Utilize the data collected to direct, inform and impact growth and sustainability in the region – communicate and share Identify systemic issues that are impeding the progress and growth of business – work with appropriate stakeholders to address issues (where possible) Recruit for mentorships/experiential learning opportunities (apprenticeships) Work closely with partners and economic development organizations to coordinate effort (who does what) and reduce/eliminate duplication Ensure tools and teams are in place to assist and support BRE work Investment Readiness/Land Asset Database Work with partners to ensure the region is investment ready o Survey to test readiness o Mock site selection inquiries o Provide training/tools to help partners prepare Identify and leverage current and future assets to attract business investment (businesses that would thrive in the region) o Regular meeting with businesses to talk about their needs and future plans (breakfast meeting quarterly/biannually) o Map business/industry supply chains to better understand products or services currently imported that may present opportunities for business development opportunities in the region (import substitution) o Establish a regional Economic Development committee that includes Business, Government and First Nation representation. (Ec Dev is a team sport) Communication / Marketing Website development and management o Marketing tool to promote the region (to live and grow) o Investment attraction (Land Asset Database) o Resource of useful economic information Social Media / digital presence Establish the Valley REN as the primary source for complete, current and comprehensive Economic Data Effectively communicate and market the assets and opportunities available within the Valley REN Infrastructure Measurements
I Operational Structure
II Liaison and Oversight Committee III Board of Directors
Sir Graham Day (completed term – January 2015) Bob Maher (resigned February 2015 – moved out of province) Jason Peters (resigned June 2015 – job moved out of province) Joseph Lord (resigned July 2015 – new job outside the Valley REN) Peter Muttart (resigned October 2015 – elected Municipal Councilor County of Kings) IV Supporting Documents
1. Environmental Scan, April 2015, Prepared by McSweeney and Associates 2. Workforce Advantage, May 2015, Prepared by Jupia Consultants 3. Valley REN Operational Strategy, June 2015, Prepared by Morse Consulting 4. Asset Inventories, 12 Valley REN communities, July 2015, Prepared by McSweeney and Associates 5. Valley REN Community Profile and 8 Community Quick Facts, September 2015, Prepared by McSweeney and Associates
1. Now or Never. An Urgent Call to Action for Nova Scotians, One NS Coalition, February 2014 2. We Choose Now, a playbook for Nova Scotians, One NS Coalition, November 2015
REQUEST FOR DECISION 013-2016 VWRM 2016/17 Budget Approval Date: February 25, 2016 Department: Finance
SUMMARY
Valley Waste Resource Management Budget Approval
The Town of Wolfville provides solid waste service through an Inter Municipal Agreement with partnering municipalities from Hantsport to Annapolis Royal. There are eight partners in all. Annually the Board of VWRM approves a budget to be submitted to the funding partners for their approval. The formula for acceptance is not as straight forward as the Kings Transit agreement where a simple majority of positive votes is needed for budget approval. VWRM agreement has different combinations of votes that carry the day. No one Town carries the power of veto and even a combination of Towns may be insufficient to offset the vote of the two rural municipalities, Kings and Annapolis.
This RFD is prepared to supplement the information provided by VWRM representatives during their budget presentation at the February 2nd Wolfville Committee of the Whole meeting.
DRAFT MOTION:
That Committee of the Whole forward the Valley Waste Resource Management 2016/17 Operating & Capital Budgets to Council for a formal approval decision.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION 013-2016 VWRM 2016/17 Budget Approval Date: February 25, 2016 Department: Finance
1) CAO COMMENTS The CAO supports the recommendations of staff and fully concurs with the staff suggestion for VWRM to review the need for a dedicated policy position.
2) LEGISLATIVE AUTHORITY VWRM Inter-Municipal Services Agreement.
3) STAFF RECOMMENDATION Staff recommend approval of the VWRM budget as submitted, with the understanding that the Board review the requirement of reinstituting a full time policy development staff position. At a time when municipal budgets are facing their own constraints and staffing issues, the need to add an administrative position to the budget should be clearly evaluated. Few, if any, towns have a full time position dedicated to policy development.
4) REFERENCES AND ATTACHMENTS • Budget Presentation from February 2nd COW Meeting.
5) PURPOSE OF REPORT To provide Committee members with sufficient information to make an informed decision as it relates to the VWRM 2016/17 Operating and Capital Budget.
6) DISCUSSION Committee of the Whole has had the benefit of a presentation by representatives of VWRM in early February. Through that discussion most key questions were answered and relevant information provided. As noted at that meeting, there are aspects of the VWRM operation that make budget estimates difficult to consistently mirror actual results. As such the organization has been subject to large variances in different sections of their budget. What can be said is that the organization has, over the last decade at least, realized surpluses every year. A significant surplus is expected for the 2015/16 year end.
The budget estimates have been arrived at conservatively, i.e. revenue estimates are not overly optimistic and neither are expenditure estimates. Therefore the organization should be able to hit their targets for 2016/17. The required contribution from Wolfville is a 3% decrease over 2015/16.
A couple of items to note in evaluating this year’s budget:
• Unlike most of our external partners, this budget requirement is less than 2015/16. • Despite the lower cost required, the COLA adjustment for salaries is based on a 1.7% CPI. This is much higher than the average CPI change for Nova Scotia in calendar 2015, and higher than the
Request for Decision, Page 2 of 3 REQUEST FOR DECISION 013-2016 VWRM 2016/17 Budget Approval Date: February 25, 2016 Department: Finance
CPI factor used by PVSC in setting the Assessment CAP at 0.3%. If is not clear where a 1.7% increase was determined, but it is recommended that an average 12 month CPI change formula be used, covering the same twelve months, consistently every year. • A policy staff position eliminated a couple of years ago has been reinstated as recommended in an organizational review. Given today’s difficult municipal budgets, this new staff position should be evaluated for its necessity.
7) FINANCIAL IMPLICATIONS Covered under discussion.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Solid waste disposal is a required municipal service and Wolfville’s continued involvement in providing the service through inter-municipal cooperation demonstrates support of Strategic Direction #5, Efficient and Effective leadership.
9) COMMUNICATION REQUIREMENTS Not addressed though this report as this item becomes part of the Town’s overall budget communication.
10) ALTERNATIVES • Not approve the budget as presented. This may have no result as it is likely other partners will approve and Wolfville, according to terms of agreement, will be required to fund in accordance with the budget.
Request for Decision, Page 3 of 3 REQUEST FOR DECISION #012-2016 Kings Transit Authority – 2016/17 Budget Approval Date: February 18, 2015 Department: Finance
SUMMARY
Kings Transit Authority 2016/17 Budget Approval
The Town of Wolfville is one of four municipalities that are signatory to an Inter-Municipal Service Agreement to provide public transportation services within the County of Kings. That agreement includes a mechanism setting out the terms for decisions as they relate to specific sections of the agreement. One of these decision points is the annual operating plan/budget.
Each year, the four participating municipal units should vote on the KTA Budget as forwarded by the KTA Board. This RFD is prepared to supplement the information provided by KTA representatives during their budget presentation at the February 2nd Wolfville Committee of the Whole meeting.
DRAFT MOTION:
That Committee of the Whole forward Kings Transit Authority 2016/17 Operating & Capital Budgets to Council for a formal approval decision.
Request for Decision, Page 1 of 4 REQUEST FOR DECISION #012-2016 Kings Transit Authority – 2016/17 Budget Approval Date: February 18, 2015 Department: Finance
1) CAO COMMENTS The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY Kings Transit Authority Inter-Municipal Services Agreement, specifically section 7 (Decisions) and 15 (Operating Budget). Section 7, Decisions, notes:
As noted in the first sentence, budget approval is subject to a majority vote by the municipal partners.
3) STAFF RECOMMENDATION Staff recommends that Council approve the KTA Budget as submitted, with the understanding that the KTA Board will evaluate the cost/benefit of the proposed new route within a year of its start date. The key will be the ratio of fare revenue versus municipal contribution required to cover the operating costs of the route beyond the trial period.
4) REFERENCES AND ATTACHMENTS • KTA Budget Documents (attached) • KTA powerpoint presentation to COW on February 2nd.
5) PURPOSE OF REPORT To provide Committee members with sufficient information to make an informed decision as it relates to the KTA 2016/17 Operating and Capital Budget.
6) DISCUSSION Committee of the Whole has had the benefit of a presentation by representatives of KTA. This report will not review all the points made during that discussion. The focus of this report will be financial factors that should be considered before Wolfville Council decides whether to support the budget or not.
As noted during their presentation, KTA’s budget will result in a 9.3% increase in municipal contributions for the 2016/17 fiscal year. This increase is currently reflected in the Town’s draft budget which is now
Request for Decision, Page 2 of 4 REQUEST FOR DECISION #012-2016 Kings Transit Authority – 2016/17 Budget Approval Date: February 18, 2015 Department: Finance balanced. Beyond the 2016/17 fiscal year, it’s important for Wolfville to consider the impact of increases in 2017/18 as the route will only operate for 6 or 7 months in 2016/17. Based on KTA estimates, the Town’s contribution will go up a further 8.8% in 2017/18. A couple of key points to consider at this stage:
• Over a two year span, the new route results in an increase of just under 19%. This requires a reduction in Town dollars that would otherwise be available. • The new route in Year 1 requires municipal contribution @ 70% of required revenue. • The typical KTA budget (refer to Base Budget) requires only a 45% municipal share of total revenue. Part of the cost/benefit analysis that should be carried out on the new route is whether the fare revenue has picked up a reasonable % of the costs. • The 19% increase over two years that results from this route is at a time when fuel prices are exceptionally low. IF fuel prices rise in the next couple of years, then the KTA increased costs will be across a larger volume of fuel consumption. There is reasonably valid risk that costs will go up by more than 19% over the next two years as fuel prices are more likely to go up somewhat than even hold their ground. This may be more likely in year 2 as some reports show fuel prices holding fairly steady in the near future. • The Capital Budget has an assumption that provincial transit funding will continue at approximately $250,000 per year. IF this does not occur then the capital budget is not sustainable.
At the end of day, approval of this budget will result in material increases over the next two years without fuel prices increasing. 75% of the capital budget funding is provincial grant contingent. Therefore this budget comes with some level of risk of increasing being larger than currently estimated. Acceptance of the new route should be conditional, not absolute. It will be critical to evaluate the route in the first 6 months to a year to gauge the real impact on future Town budgets.
Although not directly budget related, a line item in the KTA budget requires attention. Under projected actual revenues shows $99,000 coming from reserves. This would be all (or mainly) from their Capital Reserve account and it has not been used for capital purposes. This is not appropriate use of funds and should be reversed, i.e. the dollars should be placed back in the Capital Reserve and used for the purpose intended and understood by the funding partners in providing those dollars over the years. My understanding is that KTA may return the funds to Reserve by year end. If this happens then the dollars will be available to assist with the long term capital funding that is already heavily dependent on grants.
7) FINANCIAL IMPLICATIONS Covered under Discussion above.
Request for Decision, Page 3 of 4 REQUEST FOR DECISION #012-2016 Kings Transit Authority – 2016/17 Budget Approval Date: February 18, 2015 Department: Finance
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Supporting this budget, including the new route, is consistent with Council Strategic Direction #3 involving a community that encompasses all ages and stages of life.
Strategic Direction #1 is also supported as this budget, and in particular the new route, provides enhanced public infrastructure….in this case public transportation.
9) COMMUNICATION REQUIREMENTS Not addressed though this report as this item becomes part of the Town’s overall budget communication.
10) ALTERNATIVES • Not approve the budget, and if a majority of partners follows suit then KTA will have to revisit/revise and resubmit a budget to the partners.
Request for Decision, Page 4 of 4
Kings Transit Authority
Board Approved 2016/17 Core Operating Budget
December 2015
Vision Board Approved 2016/17 Core Operating
Our vision is to be the leader in viable public transportation. Budget
Kings Transit Authority prepares segmented budgets based on the municipal unit(s) that funds a particular service. There are five distinct Mission budgets prepared by the Authority: The Wolfville-Kentville-Greenwood (or Core) route Our mission is to provide sustainable public transportation services. The Annapolis East (or Bridgetown) route The Annapolis West (or Cornwallis) route The Weymouth route The Capital Improvement Plan
Readers are advised that this is the Board approved 2016/17 operating budget for the Core route only.
Kings Transit Authority 29 Crescent Drive New Minas, NS B4N 3G7
(902) 678-7310 (902) 678-2545 (fax)
www.kingstransit.ns.ca
For more information contact
Stephen Foster, General Manager at the above address or email • [email protected] phone • (902) 679-1459
Kings Transit Authority p 2 Board Approved 2016/17 Core Operating Budget Budget Message from the Manager Economic Environment and Assumptions
There are significant challenges and opportunities facing the Authority.
December 16, 2015 Over the last year Kings Transit has dealt with the withdrawal of one of
its service customers, undergone a significant and ongoing restructuring
and struggled to maintain ridership in the face of reduced social Chair, Members of the Authority Board and Municipal Partners, disbursements and low fuel prices.
I respectfully transmit the Board approved core budget for Kings Transit The loss of the West Hants route was difficult although the fiscal effects Authority for the April 1, 2016 to March 31, 2017 fiscal year. This were minimized through amendments to last year’s budget. As a result, represents the annual financial plan and allocation of public resources ridership in the eastern part of the County has likely suffered as service for the coming year. levels have decreased, accelerating a trending reduction in overall
ridership numbers. The format of this budget is a significant departure from prior years. The presentation and segmentation of the budget has been improved to Lower fuel prices seem to be a mixed blessing as it reduces revenues via provide readers with additional insight on Kings Transit’s operations and reduced ridership and expenses through lower fuel costs; there is an ensure that public monies are being spent prudently. An enhanced overall net benefit to the Authority, but not as great as one might think. budget process has been introduced which strives to align the Boards goals to the fiscal realities faced by the contributing members while achieving a high level of service to its users
Kings Transit Authority p 3 Board Approved 2016/17 Core Operating Budget
Looking ahead, however, the operational and financial future of the Authority should improve. The Board is working to optimize the organizational structure and has already implemented several initiatives to improve Kings Transit. Most of the budget inputs that are within the Authority’s control have stabilized (ridership and fuel being exceptions) which impact total municipal contributions, a base-budget reduction of 3.6%. Significant provincial funding for capital programs has also stabilized the budget as needed capital improvements as reducing operating costs.
In 2012 Kings Transit approved a strategic plan that identified 7 goals of the organization: 1. To increase passenger ridership. 2. To reduce operating costs by passenger kilometer. 3. To receive a positive evaluation of customer service. 4. To maintain open communication with municipal partners. 5. To maintain favourable employee satisfaction. 6. To provide safe work and transport environments. 7. To minimize the environmental impact per passenger kilometer.
Over the next year Kings Transit will continue to work towards meeting these objectives to the benefit of users and owners of the system.
This document is the result of a significant amount of work by the Board and staff, as many hours were spent identifying, developing and confirming goals, developing operating plans and prioritizing programs and projects.
Respectfully,
Stephen Foster General Manager
Kings Transit Authority p 4 Board Approved 2016/17 Core Operating Budget Message to the Board and Municipal Partners reduces municipal contributions on a base-budget basis, but does not contain a significant buffer if these inputs trend in a negative fashion. As mentioned before, the budget preparation and format is a significant departure from prior years as the budget spreadsheet, information and As the budget is structured this way and Kings Transit does not have an rationale were started from scratch. This allowed for a candid operating reserve to fall back on, I recommend municipals be cognizant conversation on the actual needs of the Authority rather than a focus or of potential future contribution increases and plan accordingly. justification of existing budget amounts. I would like to express my appreciation to the staff and Board of Kings Based on the work performed by the various parties in preparing the Transit for their support in the preparation of their 2016/17 budget. budget, I am confident the budget serves the needs of the Authority while being sensitive to the financial realities of the partners. Respectfully,
As this is the first year with this format, there are a couple of items I Greg Towne would like to point out around the budget. Director of Finance, Town of Berwick
1. The prior year budget amounts may not align with budgets as well as one might hope. Since the previous budget provided fewer details, matching those budgets to an improved report is not perfect, but will be improved in future years. 2. Certain items did not receive the level of attention that they could have, such as the rationale for internal allocations or transactions between the core and external routes. These have generally been maintained at prior year levels and will be scrutinized in future budgets. 3. This budget does not delve into the Authority’s capital plan or needs at this point, only operational costs that impact municipal contributions. A comprehensive capital plan and funding forecast will be forwarded to the partners at a later date.
I need to emphasize to the Board and municipal contributors that this budget was prepared based on the current year fiscal needs of the Authority. There are some budget inputs such as ridership or fuel costs that are generally outside of the Authority’s control; rather than an attempt to “smooth” these items but budgeting too conservatively a reason estimate was used. The end result is a current year budget that
Kings Transit Authority p 5 Board Approved 2016/17 Core Operating Budget Organizational Profile What is the budget?
Kings Transit Authority is a public transit funded by the County of Kings The budget sets forth a strategic resource allocation plan that is aligned and the towns of Berwick, Kentville and Wolfville. Incorporated in 1981 with organizational goals, preferences and needs. The budget is a policy the system originally serviced the area between the towns of Wolfville document, financial plan, operations guide, and communication device. and Kentville. The service area has grown and now includes the area between Greenwood and Wolfville along the Highway #1 corridor. Through the budget, Kings Transit Authority demonstrates its accountability to its municipal partners. To provide the maximum Kings Transit also manages and operates transit services on behalf of the accountability this section provides the reader with some basic Municipality of the County of Annapolis and the Municipality of the understanding of the components of the budget document and what is County of Digby. These routes extend public transit from Wolfville to included in each of these components. Weymouth, over 170 kilometers in distance. The Board Approved 2016-17 Core Operating Budget was approved by A Board of Directors appointed by the funding partners governs the the Kings Transit Board at its December 16, 2015 meeting, and is being system. The Board meets monthly. forwarded to the individual partners for approval during their budget process. Kings Transit currently operates 13 buses and employs 20 full time staff and up to 15 part time or casual staff.
Municipal units contribute to the Authority based on agreed percentages; Kings County at 60%, Berwick at 5%, Kentville at 20% and Wolfville at
15%.
Kings Transit Authority p 6 Board Approved 2016/17 Core Operating Budget Kings Transit’s accounts are tracked by service area or routes. Each route Basis of Budgeting is accounted for separately and the financial position (surplus or deficit) is the responsibility of the route’s proponents. Currently there are four The budget is prepared on a basis generally consistent with Generally distinct routes: Accepted Accounting Principles (GAAP). The Authority’s funds consist of The Cornwallis route is supported by the Municipality of the the General Fund, Capital Fund and Fuel Reserve Fund. Governmental County of Annapolis which travels from Cornwallis to fund type budgets are developed using the modified accrual basis of Bridgetown. accounting. The Bridgetown route is also supported by the Municipality of the County of Annapolis which travels from Bridgetown to Under the modified accrual basis revenues are estimated for the fiscal Greenwood. year if they are accrued (amounts can be determined and will be The Weymouth route is supported by the Municipality of the collected within the current period). Principal and interest on general County of Digby and runs from Weymouth to Cornwallis. long-term debt is budgeted as expenditures when due, whereas other The Wolfville-Kentville-Greenwood (or core) route is funded by expenditures are budgeted for based on the timing of receipt of the good the County of Kings and the Towns of Berwick, Kentville and or service. Wolfville. The majority of the Authorities expenses are charged to the core, and then recovered from other routes through the Revenue forecasts are conservative in nature; known or expected use of management fees or allocation of mechanic time or changes to ridership or other amounts are incorporated as is, while other actual expenses toward various vehicles. items are increased by very moderate amounts.
Expenditure items are forecast based on known amounts, or based on projections or trends. Increases for anticipated unknown items (such as benefits increases or insurance) are typically around 1% to 5%.
Below is a list of the level of other significant increases for base budget items (budget to budget basis):
Item Change Consumer Price Index 0.3% Fuel (diesel) (18.4%) Insurance 5.0% Electricity 3.8% Wages 0.3% Other increases 1.0% to 3.0%
Kings Transit Authority p 7 Board Approved 2016/17 Core Operating Budget To incorporate the Board’s desire to maintain existing service levels, staff Fiscal Guidelines determined the “Base Budget” requirement to meet these levels. The base budget is the minimum amount needed to maintain current Accounting, Auditing and Financial Reporting Policies services.
An independent audit is performed annually. Kings Transit produces a Inflationary pressures, growth and the impact of the approved capital Consolidated Annual Financial report in accordance with Generally expenditures mainly drive the changes in the base budget. Some Accepted Accounting Principles (GAAP) as outlined by the Public Sector program expenditures, specifically repairs/maintenance and utilities, Accounting Board (PSAB). have increased well in excess of the rate of inflation; the approved budget reflects these requirements. The budget also reflects the costs of Financial Planning maintaining new or upgraded infrastructure, wage settlements and other expenses. Kings Transit adopts an annual Capital Budget and four year forecast that plans for all improvements needed. Anticipated maintenance costs There is one Service Level Initiative identified at the end of this report are included for all projects. The first five years of additional that the Board approved to be considered by the individual partners; the maintenance costs are combined with other data gathering techniques creation of a new Kentville to Wolfville route. The operational and to project operating results for five years. This information is the basis for budgetary impact of this initiative is discussed within the budget developing the next year budget. document.
Budget Process and Development
The budget process begins with the Board determining the priorities for the year, then staff develops the best possible budget that incorporates the Boards priorities and fits within the resources available.
The Board set the following guidelines for budget preparation: Maintain existing service standards Align municipal contribution increase to reflect changes in expected municipal revenues Consider options to improve on the stated goals of the organization Include the funding for the current year capital plan and present the five year capital forecast
Kings Transit Authority p 8 Board Approved 2016/17 Core Operating Budget Funds
Operating Fund
The operating fund accounts for the resources and uses of various kings Transit routes and departments. The majority of the daily operating activity is recorded in this fund. Governmental accounting requires the General Fund be used for all financial resources except those required to be accounted for in another fund.
Capital Fund
These funds account for revenue received and expenses related to infrastructure improvements such as bus purchases or building upgrades. Revenue is received from contributions from operating, debt proceeds, and other sources.
Fuel Reserve Fund
Fund Accounting The Authority maintains a fuel reserve fund to offset unexpected fuel increases. The balance of the reserve is currently $5,812. The financial accounts for Kings Transit are organized on the basis of funds or account groups. In governmental accounting, a fund is a separate self-balancing set of accounts used to show operating results for a particular activity or activities.
For accounting and presentation purposes, the departmental and account structure mirror the ones prescribed by the Provincial Government through the Financial Reporting and Accounting Manual.
Kings Transit Authority p 9 Board Approved 2016/17 Core Operating Budget The total use of funds for 2016/17 is $1,591,300. The expenditure detail Sources and Uses of Funds for each area is found within the budget document, and the graph below shows amount of expenditures by major category. The total source of funds for the 2016/17 operating budget is $1,591,300. The revenue detail for each area is found within the budget document, and the graph below shows amount of sources by major category. Wages & Benefits, Miscellaneous, $837,200 Municipal $13,800 Contributions, Transfer to $736,400 Reserves, $80,000 Training & Services to other Development, Professional routes, $146,700 $23,300 Services, $68,200 Building Costs, Miscellaneous, Operation $54,400 $9,100 Materials & Supplies, $30,200 Vehicle Costs, Advertising, Communication, $465,700 $28,500 $18,500
Fares, $670,600
Kings Transit Authority p 10 Board Approved 2016/17 Core Operating Budget Core Budget Summary
2015/16 2015/16 2016/17 Base Base 2016/17 2016/17 Budget $ Budget % Approved Projected Approved Budget $ Budget % Service Level Approved Change Change Budget Actual Base Budget Change Change Adjustments Budget Revenues Fares 662,240 636,240 636,600 (25,640) (3.9) 34,000 670,600 8,360 1.3 Advertising 27,750 27,750 28,000 250 0.9 500 28,500 750 2.7 Services to Other Routes 174,849 172,849 146,700 (28,149) (16.1) - 146,700 (28,149) (16.1) Municipal Contributions 680,772 680,772 656,200 (24,572) (3.6) 80,200 736,400 55,628 8.2 Transfer from Reserves - 99,000 ------Miscellaneous 7,300 7,300 9,100 1,800 24.7 - 9,100 1,800 24.7 Total Revenues 1,552,911 1,623,911 1,476,600 (76,311) (4.9) 114,700 1,591,300 38,389 2.5
Expenditures Wages & Benefits 860,445 894,345 776,100 (84,345) (9.8) 61,100 837,200 (23,245) (2.7) Training & Development 17,600 17,600 22,500 4,900 27.8 800 23,300 5,700 32.4 Building Costs 48,628 48,628 54,400 5,772 11.9 - 54,400 5,772 11.9 Vehicle Costs 456,798 418,798 415,200 (41,598) (9.1) 50,500 465,700 8,902 1.9 Communications 17,040 17,040 18,300 1,260 7.4 200 18,500 1,460 8.6 Operational Materials & Supplies 27,500 27,500 28,600 1,100 4.0 1,600 30,200 2,700 9.8 Other Professional Services 32,600 58,400 68,200 35,600 109.2 - 68,200 35,600 109.2 Transfer to Reserves 80,000 80,000 80,000 - - - 80,000 - - Miscellaneous 12,300 12,300 13,300 1,000 8.1 500 13,800 1,500 12.2 Total Expenditures 1,552,911 1,574,611 1,476,600 (76,311) (4.9) 114,700 1,591,300 38,389 2.5
Surplus/(Deficit) - 49,300 ------
Kings Transit Authority p 11 Board Approved 2016/17 Core Operating Budget Revenues
2015/16 2015/16 2016/17 2016/17 2016/17 Base Budget Base Budget Budget $ Budget % Approved Projected Approved Service Level Approved $ Change % Change Change Change Budget Actual Base Budget Adjustments Budget Revenues from Own Sources Fares 662,240 636,240 636,600 (25,640) (3.9) 34,000 670,600 8,360 1.3 Advertising 27,750 27,750 28,000 250 0.9 500 28,500 750 2.7 Rent – Maritime Bus 7,200 72,000 7,700 500 6.9 - 7,700 500 6.9 Interest - 100 ------Miscellaneous 100 100 1,400 1,300 1,300.0 - 1,400 1,300 1,300.0 Total Revenue from Own Sources 697,290 671,290 673,700 (23,590) (3.4) 34,500 708,200 10,910 1.6
Sale of Services Management Fees 110,249 108,249 94,500 (15,749) (14.3) - 94,500 (15,749) (14.3) Bus Rentals 34,000 34,000 6,000 (28,000) (82.4) - 6,000 (28,000) (82.4) Mechanic Revenue 30,600 30,600 46,200 15,600 51.0 - 46,200 15,600 51.0 Total Sale of Services 174,849 172,849 146,700 (28,149) (16.1) - 146,700 (28,149) (16.1)
Conditional Transfers Mun. Contributions - Operating 600,772 600,772 576,400 (24,572) (4.1) 80,200 656,400 55,628 9.3 Mun. Contributions - Capital 80,000 80,000 80,000 - - - 80,000 - - Transfer from Capital Reserve - 99,000 ------Total Conditional Transfers 680,772 779,772 656,200 (24,572) (3.6) 80,200 736,400 55,628 8.2
Total Revenues 1,552,911 1,623,911 1,476,700 (66,211) (4.9) 114,700 1,591,300 38,389 2.5
Kings Transit Authority p 12 Board Approved 2016/17 Core Operating Budget Significant Budget Changes Management Fees Decrease of 15,749 or 14.3% Fares Management fees are charged by the core to the other routes – an Increase of $8,360 or 1.3% allocation of the costs to manage the business on their behalf. Since the Transit ridership has declined over the last year for many reasons. On the fees are linked to ridership (each route is charged a base rate of $17,500 2016/17 base budget we are budgeting for a 10.7% reduction in riders, plus 35 cents per rider) the trend in ridership reductions affect the fees while those riders pay, on average, 7.6% more than last year; the net charged to the routes. effect is an expected 3.9% reduction in fare revenue. The loss of the West Hants-Windsor route are also a reason for the Factoring in the new route with an additional $34,000 in fares, total fare decrease over time. revenue is expected to increase by $8,360 or 1.3% over last year for core operations. Budgeted Management Fees
Budgeted Number of Riders 140,000 120,000 270,000 100,000 260,000 80,000
250,000 60,000
40,000 240,000 20,000
230,000 - 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 220,000 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Kings Transit Authority p 13 Board Approved 2016/17 Core Operating Budget Bus Rentals Municipal Operating Contributions Reduction of $28,000 or 82.4% Increase of $55,628 or 9.3% Bus rentals (or leases) are charged from the core to individual routes Municipal contributions are determined after all the other inputs within when their buses are in for repairs or, in the case of the West Hants route, the budget have been entered. as a monthly charge as they did not own their own bus. Increases since 2011/12 are mostly attributable to changes in the The reductions are significant over time, but are mostly offset but similar organization around the purchase of their building and staffing, and has reductions to the core’s operating costs - there is little need to have as started to stabilize in recent years. many buses at the ready. Plus the western routes now have a backup bus so the need for them to rent a core bus is diminished. Looking at the base budget, municipal operating contributions would have decreased by $24,572 or 4.1%. Once the new route and its municipal operating contributions of $80,200 is added, municipal Budgeted Bus Rental/Lease Fees operating contributions increase by $55,628 or 9.3% from 2015/16. 140,000
120,000 Total Budgeted Municipal Operating Contributions 100,000 700,000 80,000 600,000 60,000 500,000
40,000 400,000
20,000 300,000
200,000 - 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 100,000 - Mechanic Revenue 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 Increase of $15,600 or 51.0% Base Contributions Service Level Contributions Time spent by mechanics while working on ‘non-core’ buses is billed to the routes and shown as revenue to the core. Changes to this revenue are estimated based on projected repairs for the upcoming year.
Kings Transit Authority p 14 Board Approved 2016/17 Core Operating Budget Administration
2015/16 2015/16 2016/17 2016/17 2016/17 Base Budget Base Budget Budget $ Budget % Approved Projected Approved Service Level Approved $ Change % Change Change Change Budget Actual Base Budget Adjustments Budget Expenditures Wages 175,800 190,100 109,000 (66,800) (38.0) - 109,000 (66,800) (38.0) Benefits 23,050 23,050 18,200 (4,850) (21.0) - 18,200 (4,850) (21.0) Travel 9,500 10,500 6,700 (2,800) (29.5) - 6,700 (2,800) (29.5) Development & Training 4,500 4,500 9,900 5,400 120.0 - 9,900 5,400 120.0 CUTA Registration 3,300 3,300 2,900 (400) (12.1) - 2,900 (400) (12.1) Communications 8,340 8,340 9,600 1,260 15.1 - 9,600 1,260 15.1 Answering Service 2,700 2,700 2,700 - - - 2,700 - - Meeting Expenses 1,500 1,500 2,000 500 33.3 - 2,000 500 33.3 Advertising 4,500 4,500 4,100 (400) (8.9) - 4,100 (400) (8.9) Office Supplies 8,000 8,000 7,900 (100) (1.3) - 7,900 (100) (1.3) Printing 10,000 10,000 9,500 (500) (5.0) - 9,500 (500) (5.0) Professional Services 4,000 4,000 3,800 (200) (5.0) - 3,800 (200) (5.0) Contracted Financial Services - 12,800 30,900 30,900 - - 30,900 30,900 - Bank Charges 4,800 4,800 5,300 500 10.4 - 5,300 500 10.4 Legal Costs 4,000 14,500 5,000 1,000 25.0 - 5,000 1,000 25.0 Audit Costs 12,200 14,700 12,200 - - - 12,200 - - General Liability Insurance 5,000 5,000 5,500 500 10.0 - 5,500 500 10.0 IT Services 2,600 2,600 2,700 100 3.8 - 2,700 100 3.8 Total Administration Expenditures 283,790 324,890 247,900 (35,890) (12.6) - 247,900 (35,890) (12.6)
The purpose of Administration is to provide for the overall management manage the maintenance and repair the transit facility and and oversight of Kings Transit with primary focus on policy other infrastructure and equipment in proper working order for implementation, administration, strategic planning, and effective the safety and effective use for staff and customers, management of Authority resources and services. provide customers with quality service in an efficient and timely manner. The objectives of Administrative Services are: provide organizational leadership, develop policies to guide Kings Transit in delivering services and achieving corporate goals, and advance and promote the benefit of public transportation, ensure accurate financial reporting on the results of operations and to process financial transactions in an accurate and timely manner,
Kings Transit Authority p 15 Board Approved 2016/17 Core Operating Budget Significant Budget Changes
Wages Decrease of $66,800 or 38.0% Changes are due to the continuing reorganization, and the reduction here is partially blended with salaries changes in operations, as the organization shifts from five office persons to a smaller staffing compliment.
Budgeted amount consists of two staff persons – general manager and office coordinator.
Benefits Decrease of $4,850 or 21.0% Same as wages, staffing changes lead to reductions in benefit costs.
Training & Development Increase of $5,400 or 120.0% Increase is generally due to increased and ongoing staff training and a change in budget methodology, as travel (mileage) costs are shifted to this account.
Contracted Financial Services Increase of $30,900 Contracted financial services that were not budgeted last year.
Kings Transit Authority p 16 Board Approved 2016/17 Core Operating Budget Facility
2015/16 2015/16 2016/17 2016/17 2016/17 Base Budget Base Budget Budget $ Budget % Approved Projected Approved Service Level Approved $ Change % Change Change Change Budget Actual Base Budget Adjustments Budget Expenditures Repairs & Maintenance 15,428 15,428 14,500 (928) (6.0) - 14,500 (928) (6.0) Cleaning 6,900 6,900 7,600 700 10.1 - 7,600 700 10.1 Power 9,800 9,800 11,700 1,900 19.4 - 11,700 1,900 19.4 Heat 6,500 6,500 6,600 100 1.5 - 6,600 100 1.5 Insurance 4,000 4,000 4,600 600 15.0 - 4,600 600 15.0 Snow Clearing 6,000 6,000 9,400 3,400 56.7 - 9,400 3,400 56.7 Total Facility Expenditures 48,628 46,628 54,400 5,772 11.9 - 54,400 5,772 11.9
Facility expenses are related to the offices and garage area of Kings Transit.
Significant Budget Changes
Snow Clearing Increase of $3,400 or 56.7% Required amount based on expected snow clearing requirements; the budgeted amount for 2015/16 was not sufficient.
Kings Transit Authority p 17 Board Approved 2016/17 Core Operating Budget Operations
2015/16 2015/16 2016/17 2016/17 2016/17 Base Budget Base Budget Budget $ Budget % Approved Projected Approved Service Level Approved $ Change % Change Change Change Budget Actual Base Budget Adjustments Budget Expenditures Wages 579,953 599,553 558,000 (21,953) (3.8) 52,400 610,400 30,447 5.2 Benefits 81,642 81,642 90,900 9,258 11.3 8,700 99,600 17,958 22.0 Travel 1,500 500 1,000 (500) (33.3) 600 1,600 100 6.7 Training & Development 2,100 2,100 4,900 2,800 133.3 200 5,100 3,000 142.9 Fees & Registrations - - 1,600 1,600 - - 1,600 1,600 - Communications 1,000 1,000 1,700 700 70.0 - 1,700 7,000 70.0 Radios 5,000 5,000 4,300 (700) (14.0) 200 4,500 (500) (10.0) Professional Services - - 2,800 2,800 - - 2,800 2,800 - Tools - - 2,000 2,000 - - 2,000 2,000 - Repairs & Maintenance 130,000 130,000 126,500 (3,500) (2.7) 17,000 143,500 13,500 10.4 Fuel 252,000 214,000 210,400 (41,600) (16.5) 30,400 240,800 (11,200) (4.4) Insurance 34,000 34,000 43,300 9,300 27.4 2,600 45,900 11,900 35.0 Permits 4,494 4,494 3,700 (794) (17.7) 500 4,200 (294) (6.5) Cleaning 34,804 34,804 30,300 (4,504) (12.9) - 30,300 (4,504) (12.9) Advertising 1,500 1,500 1,000 (500) (33.3) - 1,000 (500) (33.3) Bus Signage 1,900 1,900 1,100 (800) (42.1) 1,100 2,200 300 15.8 Driver Uniforms 3,100 3,100 4,000 900 29.0 500 4,500 1,400 45.2 Commission on Sales 4,000 4,000 3,800 (200) (5.0) 500 4,300 300 7.5 Employee Awards 3,500 3,500 3,000 (500) (14.3) - 3,000 (500) (14.3) Total Operations Expenditures 1,140,493 1,121,093 1,094,300 (46,193) (4.1) 114,700 1,209,000 68,507 6.0
Operations includes costs relating to the buses and drivers used on the core route, garage and mechanic expenses, and costs – supervisory or materials – to support the operations of the organization.
Kings Transit Authority p 18 Board Approved 2016/17 Core Operating Budget Significant Budget Changes Fuel Decrease of $11,200 or 4.4% Wages Increase of $30,447 or 5.2% Based on projected fuel costs moving forward. The 2016/17 budgeted fuel cost is just over 81.5 cents per litre; in October and November of 2015 Partially due to the reorganization effort and improved budgeting. As the the actual per litre cost was just under 70.0 cents, so this amount should staffing compliment is still being determined, the budget consists of the provide a suitable buffer if fuel should increase. The budgeted 2015/16 drivers for the core route, mechanics and two shift supervisors. The rate was $1.00 per litre. actual structure will be forwarded to the Board for approval; in the interim, this should satisfy the budgetary requirements for staffing. The base budget shows fuel cost reductions of $41,600 or 16.5%. Adding in the new route, the change is reduced to $11,200 from 2015/16. To maintain existing services on the base budget, the change would have been a reduction in costs totaling $21,953 or 3.8%. Once the new route is Budgeted Fuel Costs included, there is an overall increase in wage costs. 280,000 Benefits Increase of $17,958 or 22.0% 260,000 Improvements to payroll budgeting, and the addition of a staff person above what was budgeted here before on the base budget. 240,000 Including the new route, total benefit costs are expected to increase by almost $18,000 compared to 2015/16. 220,000
Training & Development Increase of $3,000 or 142.9% 200,000 Planning defensive training initiative for up to 30 drivers at $100 per 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 driver makes up this amount.
Kings Transit Authority p 19 Board Approved 2016/17 Core Operating Budget Insurance Cleaning Increase of $11,900 or 35.0% Decrease of $4,504 or 12.9% Due to a budgeted 5.0% increase on existing vehicle insurance, plus the Some of the budgeted amount has been shifted to the facility budget, addition of two $5,000 deductible payments which hadn’t been budgeted and corrected going forward. before.
Repairs & Maintenance Increase of $13,500 or 10.4% Changes are due to expected repairs required to core buses.
The amount required for vehicles repairs has slowly been decreasing over the last several years as the 2005 New Flyer buses have or are scheduled for major refurbishments, and these costs are shifted to the capital budget.
The majority of the increase is due to the new route and increased repair costs associated with it.
Budgeted Repair & Maintenance Costs
180,000
168,000
156,000
144,000
132,000
120,000 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Kings Transit Authority p 20 Board Approved 2016/17 Core Operating Budget Fiscal Expenses
2015/16 2015/16 2016/17 2016/17 2016/17 Base Budget Base Budget Budget $ Budget % Approved Projected Approved Service Level Approved $ Change % Change Change Change Budget Actual Base Budget Adjustments Budget Expenditures Transfer to Capital Reserve 80,000 80,000 80,000 - - - 80,000 - - Total Fiscal Expenditures 80,000 80,000 80,000 - - - 80,000 - -
Relate to non-operating costs to support the Authority.
Kings Transit Authority p 21 Board Approved 2016/17 Core Operating Budget When buses are constantly late it is difficult to attract new customers and Service Level Initiative – North Kentville to sell Kings Transit as a reliable transit service Wolfville Route Travel time from Berwick to Walmart in New Minas would be reduced As identified above, the approved base budget is showing expenditure from 65 minutes to 40 minutes, a time comparable to car travel. reductions of $76,311 or 4.9% and municipal contribution reductions of $24,572 or 3.6%. Assuming a September 1, 2016 start date, revenues and expenditures for the route would be budgeted below. During deliberations, the Board approved a route from Kentville to Wolfville and back. This route will allow big buses running from 2015/16 2015/16 2016/17 Approved Projected Approved Greenwood to Wolfville every hour to stay on the main road and not Budget Actual Service Level travel to North Kentville. Revenues Fares - - 34,000 By adding the North Kentville route, a ten minute buffer can be added on Advertising - - 500 both ends of the route which will significantly reduce late buses and will Municipal Contributions - - 80,200 Total Revenues - - 114,700 speed up the travel time from Berwick and Kentville, through New Minas and beyond. The benefits of this proposed route could be: Expenditures Wages - - 52,400 provide Public Transit service to the residents of North Kentville Benefits - - 8,700 and the 1,050 residents of Port Williams Travel - - 600 provide an express service to and from Kentville to Wolfville via Training & Development - - 200 Belcher street Radios - - 200 Repairs & Maintenance - - 17,000 reduce the travel time of the core routes by 25 minutes Fuel - - 30,400 speed up the core buses and create a buffer against delays Insurance - - 2,600 Permits - - 500 Lengthy travel times, lack of convenience, and stigma of transit were all Signage - - 1,100 identified as Kings Transit weakness in a 2012 Strategic plan created for Drivers Uniforms - - 500 Kings Transit. In a 2013 origin destination survey, through passenger Commission on Sales - - 500 feedback, the overwhelming majority of riders expressed a desire to Total Expenditures - - 114,700 reduce the length of time/number of runs the bus takes picking up passengers in downtown and North Kentville.
Current routes do not have buffers built into them. This can cause buses to run late very often, leaving passengers to stand and wait in often poor weather conditions, and does not allow the driver an opportunity to catch up.
Kings Transit Authority p 22 Board Approved 2016/17 Core Operating Budget Fiscal Impact
As the table shows, implementing this service would increase municipal contributions by $80,200 in 2016/17. Since the service is being budgeted over 7 months, additional contribution increases of around $57,500 would be required in 2017/18.
Per the base budget, current operating contributions are reduced by 4.1%.
2015/16 2016/17 Approved Approved Budget Base Budget Kings County 360,463 345,720 Berwick 30,039 28,810 Kentville 120,154 115,240 Wolfville 90,116 86,430 Total Contributions 600,772 576,200
The approved service changes municipal contributions from a 4.1% reduction to an increase of 9.3% for 2016/17 . . .
2016/17 Service Board Approved Approved Level 2016/17 Budget Base Budget Adjustment Kings County 345,720 48,120 393,840 Berwick 28,810 4,010 32,820 Kentville 115,240 16,040 131,280 Wolfville 86,430 12,030 98,460 Total Contributions 576,200 80,200 656,400
. . . and an expected 8.8% increase in 2017/18 to continue this service.
This does not incorporate potential future costs such as capital repairs or replacements, which will be managed through the capital budget but may impact municipal contributions to fund this initiative. The capital impact is unknown at this point.
Kings Transit Authority p 23 Board Approved 2016/17 Core Operating Budget REQUEST FOR DECISION 019-2016 Request for an MPS Amendment – Three Phase Power Date: March 1, 2016 Department: Community Development (Planning)
SUMMARY
Request for an MPS Amendment – Three Phase Power
Staff are processing a development agreement for the West End Lands. The Developers have asked that the lands south of the ravine, which are slated for multi-unit residential, not require underground power. This is because Nova Scotia power requires this type of development to have three phase power, which is much more expensive to place underground. This requires a Municipal Planning Strategy Amendment as underground services are required in RCDD areas.
Municipal Planning Strategy Amendments are initiated at the discretion of Council and the Town is under no legislative requirement to consider the request. As such, before staff prepared a staff report and potentially an amendment to the Municipal Planning Strategy, Council must provide direction.
As the Municipal Planning Strategy is currently under review, the timing of beginning an MPS review is not ideal. However, in order for the developers to proceed with the plan as currently being negotiated with staff, there needs to be clarity on if Council will permit above ground power in limited circumstances for three phase power.
DRAFT MOTION:
Council initiate a plan amendment concurrent to the approval of the draft development agreement that considers allowing overhead power in limited circumstances.
Request for Decision, Page 1 of 4 REQUEST FOR DECISION 019-2016 Request for an MPS Amendment – Three Phase Power Date: March 1, 2016 Department: Community Development (Planning)
1) CAO COMMENTS None are required. This is a recommendation from PAC.
2) LEGISLATIVE AUTHORITY The Municipal Government Act permits Council’s to establish a Municipal Planning Strategies to guide planning.
3) PAC RECOMMENDATION PAC recommends that council initiate a plan amendment concurrent to the approval of the draft development agreement that considers allowing overhead power in limited circumstances.
4) REFERENCES AND ATTACHMENTS • PAC Report regarding West End Lands – February 24th, 2016
5) PURPOSE OF REPORT For Council to receive the recommendation from PAC and provide direction regarding the request.
6) DISCUSSION
Staff are processing a development agreement for the West End Lands. The Developers have asked that the lands south of the ravine, which are slated for multi-unit residential, not require underground power. This is because Nova Scotia power requires this type of development to have three phase power, which is much more expensive to place underground. Another consideration is that there is an ecologically sensitive ravine which would need to be altered to bring across underground the power, which may have significant impacts. As mentioned earlier in this report, the Town is proposing to take the ravine lands for its ecological value and disturbing this area is not desirable.
The requirement for underground power is a policy contained with the RCDD (Residential Comprehensive Development District) policies of the MPS, and as such would require a change to Section 8.4 of the MPS that states it is Council’s policy to:
Municipal Planning Strategy Amendments are initiated at the discretion of Council and the Town is under no legislative requirement to consider the request. As such, before staff prepared a staff report and potentially an amendment to the Municipal Planning Strategy, Council must provide direction on if it wishes to consider any kind of MPS amendment on this issue at this time.
Request for Decision, Page 2 of 4 REQUEST FOR DECISION 019-2016 Request for an MPS Amendment – Three Phase Power Date: March 1, 2016 Department: Community Development (Planning)
As the Municipal Planning Strategy is currently under review, the timing of beginning an MPS amendment on this issue is not ideal. However, in order for the developers to proceed with the plan as currently being negotiated with staff, there needs to be clarity on if Council will permit above ground power in limited circumstances for three phase power in the RCDD zone.
West End Lands 1
7) FINANCIAL IMPLICATIONS None
Request for Decision, Page 3 of 4 REQUEST FOR DECISION 019-2016 Request for an MPS Amendment – Three Phase Power Date: March 1, 2016 Department: Community Development (Planning)
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS N/A
9) COMMUNICATION REQUIREMENTS If Council permits the application to proceed, then Public Participation Program approved by Council will be followed.
10) ALTERNATIVES • Direct staff not to proceed with a staff report and draft amendments regarding three phase power.
Request for Decision, Page 4 of 4 REQUEST FOR DECISION #017-2016 2016/17 Operations Plan & Budget Approval Date: February 25, 2016 - UPDATED March 17th Department: Finance
SUMMARY
2016/17 Operations Plan & Budget Approval
Annually the Town is required to approve a balanced budget for the upcoming fiscal year. The Town of Wolfville has over the last four years, set a goal to have an approved budget by the regular March Council Meeting. The Standard Operating Procedure adopted by staff this past year maintained that date as the goal of the budget process.
In reality the process occurs year round, with Council and staff interacting with the public in various formats, however the detailed budget process formally started this year at the November Committee of the Whole meeting. At that point in time an early draft of the Ten Year Capital Investment Plan (CIP) was reviewed/discussed, and preliminary assumptions were set by COW for staff to build into the first draft of the operating budget.
From January to this meeting there have been two Special COW meetings, and one regular COW meeting where three versions of the budget were reviewed, discussed, debated and direction provided to staff for changes. Version 3 presented at the February 16 Special COW meeting was a balanced budget with only one change noted to bring forward to March, that being to reflect a contribution to the WBDC of $39,500, the amount of which would be raised through a business development area rate.
The final draft before COW on March 1st is the result of hours of discussion with members of Council and represents the plan for 2016/17.
DRAFT MOTION:
That Council approves the 2016/17 Town Operating Budget, Ten Year Capital Investment Plan, and the Water Utility Three Year Operating and Capital Budget, including the following details: • Town Operating Budget with revenue & expenditures in the amount of $9,590,500; o Residential Tax Rate of $1.44 per hundred dollars of assessment applied to taxable residential and resource assessments; o Commercial Tax Rate of $3.56 per hundred dollars of assessment applied to taxable commercial assessments; o Taxes to billed by way of Interim Tax Bill (issued in April, due June 1, 2016) and Final Tax Bill (issued in August, due the September 30, 2016); o Interest on overdue amounts to be charged at a rate of 1.25% per month;
Request for Decision, Page 1 of 6 REQUEST FOR DECISION #017-2016 2016/17 Operations Plan & Budget Approval Date: February 25, 2016 - UPDATED March 17th Department: Finance
• Town Capital Budget with Year 1 totaling $3,376,600, including capital reserve funding of $1,170,400, operating reserve funding of $143,000, gas tax reserve funding of $300,000, long term debt funding of $1,175,000, external grant/contribution funding of $122,000, and $466,200 from the Town’s Water Utility for its share of street infrastructure.
• Water Utility operating revenues of $1,055,200, non-operating revenues of $719,500, operating expenditures of $802,100, and non-operating expenditures of $881,400.
• Business Development Area rates (pursuant to Section 56 of the Municipal Government Act) o Downtown Business Area Rate of 14.6 cents per hundred dollars of commercial assessment within the Downtown Business Area o Outside Downtown Area Rate of 7.0 cents per hundred dollars of commercial assessment outside the Downtown Business Area
• Sewer fees o Sewer usage rate of $2.79 per 1,000 gallons of water used by customer; o Flat Rate fee of $54.00 per quarter; o Minimum quarterly charge for any metered customer $13.25; o Sewer connection fee of $3,500. • Low Income Property Tax Exemption o Income threshold to qualify a maximum of $26,100; o Maximum exemption of $550.
• Grants to Organizations under General Government (not part of Community Partnership Policy) o Acadia Scholar Bursaries $10,500 .
Request for Decision, Page 2 of 6 REQUEST FOR DECISION #017-2016 2016/17 Operations Plan & Budget Approval Date: February 25, 2016 - UPDATED March 17th Department: Finance
1) CAO COMMENTS The CAO supports the budget presented by staff. The 2016/17 budget process has been more challenging than in past years and Council is to be commended for the thorough discussion and sound decision making processes that went into the budget deliberations.
2) LEGISLATIVE AUTHORITY Municipal Government Act.
3) STAFF RECOMMENDATION Staff recommends approval of the 2016/17 Operations Plan and Budget – Final Draft.
4) REFERENCES AND ATTACHMENTS • November COW agenda • January 21, 2016 Special COW agenda • February 2 COW agenda • February 16 Special COW agenda • Slide presentation from February 16 Special COW • March 1 COW Agenda
5) PURPOSE OF REPORT This report is meant to provide Council with a chance to review the complete, final draft of the Town’s 2016/17 Operations Plan and Budget, as well as the details of the motion being recommended for approval at the March 22nd Council Meeting.
6) DISCUSSION March 17 Update – The final draft operating plan and budget were reviewed at the March 1st COW Meeting. There were no recommended changes to the draft budget numbers and the Draft Motion was moved forward to the March 22 Council meeting for decision. The following is a brief recap of key direction/decisions that Council made in getting from a Draft V1 shortfall of $330,000 to a Draft V4 balanced Town Operating Budget:
• Use of Operating Reserves to fund election, term employees (Bldg Inspector and MPS support Phase II), and capital funding increase – total transfer from operating reserves • Increase estimate for parking fine revenues • Reduction in remuneration plan implementation • Reduction in Professional Development for Council, Staff, and Fire Dept. • Reduction in Festival/Events spending • Decision to not add permanent Student Liason position, or GIS Summer Student position • Reflect change in recreation programming service delivery model to a contracted service with Acadia University, as well as the net reduction of one full time position in Community
Request for Decision, Page 3 of 6 REQUEST FOR DECISION #017-2016 2016/17 Operations Plan & Budget Approval Date: February 25, 2016 - UPDATED March 17th Department: Finance
Development with the merging of the Recreation Programming and Festival Events positons into a new positon • 2% increase in overall funding from Operating Fund to 10 Year CIP project funding requirements.
The balance of this report is unchanged from March 1 COW.
This year’s budget has been one of the more difficult processes for Council to go through in recent memory. As noted last fall, taxable assessment increase effectively stalled from 2015 to 2016. Combined with lower than average new assessment increases (construction), there was little tax revenue growth if tax increases were to be minimized. This, along with the assumptions/programs/services built into the first draft of the operating budget resulted in a shortfall of approximately $330,000.
Over the last few months, staff has worked with Council to reduce that shortfall with what is now a final draft, balanced budget. A review of the February 16th power point presentation provides relevant details of changes and decisions that were required to achieve a balanced budget.
The budget in front of Council today is the same as that reviewed at the February 16th COW, with the exception of two changes:
• The Town Operating Budget now reflects a contribution to the WBDC of $39,500 and related business development area rate revenue to fund that expenditure. • Funding for two Water Utility infrastructure projects are now reflected in the Water Utility budget. The projects identified are Sunset Terrace/Sylvan Drive (just added) and Highland Avenue. The Sunset Terrace project has been added in recognition of a number of water main breaks over the past few months.
The first change noted above, re: WBDC was direction received from Council at the February 16th COW meeting. The Water Utility Budget changes stem from the addition of the new project. As noted in earlier reports, there will be a Water Rate Study carried out over the next year and part of this will be a rate structure that supports the long term capital infrastructure requirements of the Utility. Therefore the key for 2016/17 is to fund capital with the resources available pending a more formalized long term plan.
With the addition of the added project on Sunset Terrace, the Utility needs to look to debenture funding for 2016/17. The recommended debenture funding ($592,500) is sufficient to cover two projects and leave a reasonable surplus at the end of the year.
With regard to the added project, in an ideal world this capital requirement would have been identified earlier in the process. Based solely on expected life span, the water lines in this area should have at least a decade more use before replacement would be scheduled. Our records show that the water line
Request for Decision, Page 4 of 6 REQUEST FOR DECISION #017-2016 2016/17 Operations Plan & Budget Approval Date: February 25, 2016 - UPDATED March 17th Department: Finance
is from the mid to late 60’s, and the life span used is 75 years (refer to Note 1 of year end audited financial statements). Notwithstanding “expected” life spans, the reality is that water line breaks have become unusually frequent in this area. Typically water main breaks occur in higher pressure areas and the water pressure in this area is quite low. At this stage, however, there is further work required to accurately identify the issue and the capital project is included in the budget as a precaution to ensure, if needed, it will have been submitted to the NSUARB as required with the budget documents.
The Director of Public Works has already started the process to look into the water line issue in more detail. This will include: • Video of the sanitary lines on these streets to determine their condition and if they need to be replaced as well.. • If required, review of the location and depth of not only the water line, but also sanitary and storm sewer systems. • Analysis of options, i.e. can water line only be replaced, more likely if not co-located with other service lines. How much of the street will have to be resurfaced if only water line replaced? Relatively narrow street that may make more sense to replace entire surface. • Cost estimates of various options.
Basically staff only have preliminary information for Council, and that is a per unit estimate of the cost to replace the water line. Although this could have been left off the draft budget, early indications are it is more than likely that the line should be replaced in the upcoming year. Water Utility Budgets must be submitted to the UARB, and any capital projects in excess of $250,000 require their approval. So, in order to ensure this potential matter receives UARB review/approval, staff decided to make the late change to the draft budget. Depending on results of video review the replacement may not be required, but this approach should help speed the process up IF required.
Although relevant details are included in the Operations Plan document, there are several key highlights to note:
• Approximately 87% of residential property owners will see an increase of 1% or less (increases average $29). Of these, 262 will pay less in 2016/17 than in 2015/16. • 55% of commercial assessments have decreased. • With the impact of reducing the business development area rate, approximately 93% of commercial accounts will have lower tax bills. • Downtown business development rate will drop from 31 cents to 14.6 cents and outside downtown area rate will drop from 14.5 cents to 7 cents. This more than offsets the impact of the one cent increase in the basic commercial property tax rate.
Request for Decision, Page 5 of 6 REQUEST FOR DECISION #017-2016 2016/17 Operations Plan & Budget Approval Date: February 25, 2016 - UPDATED March 17th Department: Finance
7) FINANCIAL IMPLICATIONS n/a
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Ultimately the annual Operations Plan and Budget represents all aspects of Council’s Strategic Plan to some degree.
9) COMMUNICATION REQUIREMENTS A formal review of the Communications Checklist will be carried out before the March 22 Council meeting. To date, budgetary information has been provided to the community via the Grapevine, social media and the website. In addition, an Open House was held with the Business Community on February 25th.
10) ALTERNATIVES • Not approve current draft budget, with direction to staff of what changes would be required.
Request for Decision, Page 6 of 6 Wolfville Operational Plan
2016/17
March 22, 2016 (DRAFT)
A cultivated experience for the mind, body, and soil This page was intentionally left blank. Table of Contents Page
Message from the Chief Administrative Officer 1 Council Direction 2 Summary of 2015/16 Activities 4 2016/17 Operating Budget Highlights 7 2016/17 Operating Initiatives 15 Operating Deliverables – Day to Day 20 2016/17 Policy Priorities 22 2016/17 Committee of Council Priorities 23 Measuring Success 24 2016/17 Capital Plan 23 2016/17 Organizational Charts 35 2016/17 Operating Budget – Final Draft 38 2016/17 Capital Budget – Final Draft 48 2016/17 Capital Funding Summary 53 2016/17 Reserve Fund Graph 56 2016/17 Three Year Water Utility Budget 57 This page was intentionally left blank. Message from the Chief Administrative Officer The 2016/17 year will be my second year with the Town of Wolfville. I am proud of the accomplishments that have been achieved to date and look forward to the many initiatives and projects in the coming year.
This 2016/17 Operational Plan has been prepared to (1) ensure that key projects and activities of the Town properly align with the strategic priorities of Council and (2) that priority projects and activities are appropriately resourced and reflected in the Annual Budget. The intent is that the 2016/17 Operational Plan will build on the successes and initiatives of the previous fiscal year and will ensure continued accountability and transparency related to operational activities.
There are several major initiatives planned for 2016/17 that are worth highlighting. In October the Town, like all municipalities in Nova Scotia, will hold a municipal election. Town staff will spend a great amount of time this year planning for the election, holding the election, and then providing orientation to the new Council. In the latter part of the year, the new Council will also undertake a strategic planning exercise to guide their work over the next four years of their Council term.
2016/17 will also see efforts made to complete Phase 2 of the Municipal Planning Strategy Review. As part of this review, the Land Use Bylaw and Subdivision Bylaw will also be revamped. There will be many opportunities for feedback and input throughout the year as we work hard to try and make these policy documents effective tools to facilitate building the type of community our residents envision for Wolfville.
Council has also clearly made economic development a priority for this fiscal year. With the new hiring of an Economic Development Manager, the Community Development Department is poised to implement an aggressive work plan for the year, which includes developing and implementing a Business Retention and Expansion program and creating a Business Registry via a Business Licensing Bylaw. The Town will also be partnering with and supporting the Wolfville Business Development Corporation to synergize our efforts and provide the best value to our business community.
Partnerships are a necessity for the Town’s continuing success. We value our partnerships with Acadia University, our surrounding municipalities, and the many signature events, organizations and stakeholders in Wolfville that make our Town vibrant and strong. We will continue to leverage these partnerships where possible to enhance our many programs and initiatives.
Council and Staff of the Town look forward to delivering on this plan to ensure that the priorities for our residents and businesses get addressed. Here’s to a strong year ahead!
Erin Beaudin
1 Council Direction In April 2014, Town Council revised the Town’s Strategic Plan to better reflect their priorities and to guide the activities of the Town for the remainder of their tenure. The annual Operations Plan and Operating and Capital Budgets reflect the strategic direction provided in Council’s Strategic Plan. The following is a summary of Town’s new vision statement, mission statement, guiding principles and strategic priorities.
Vision Statement– What Wolfville look like years from now.
Wolfville is a Town with a thriving, diverse and adaptive economy built on the strengths of Acadia University, the beauty and productivity of our region, and the entrepreneurship of our citizens. We embrace and preserve the best of our past while seeking a modern future. Residents from all walks and stages of life live in safe and attractive neighbourhoods, in harmony with each other, in accommodation that is affordable for their unique needs. Residents and businesses are engaged in the Town’s development and future and are confident in the leadership provided by the Municipality’s Council and staff.
Mission Statement – What Town Council and Town Staff will do to help realize the vision for the Town.
To provide leadership and good governance in direction of public resources to support: safe and sustainable neighbourhoods; well-maintained public infrastructure; vibrant community and cultural experiences; and innovative and sustainable economic growth.
Guiding Principles – How Town Council and Town Staff conduct governance and operations for the Town of Wolfville.
In support of our Vision and Mission, and mindful of the need for effective governance, the Town Council and Administration will be guided by the following operational principles:
• Accountability to the citizens and businesses of Wolfville; • Openness and transparency in decision making; • Prompt and respectful communication to all; • Honesty and integrity; • A culture of continuous improvement in service delivery; • Balance among environmental, social, cultural and economic factors in our decision-making; and • Broad community engagement with partners, businesses, citizens and other stakeholder groups.
2 Strategic Priorities – What Town Council and Town Staff will specifically work towards from 2014-2017.
1) Well maintained and sustainable public infrastructure; 2) A diverse, prosperous and sustainable local economy; 3) A growing population encompassing all ages and stages who live in safe, attractive, and cohesive neighbourhoods; 4) A robust active living and cultural community; and 5) Efficient and effective leadership from a committed and responsive executive and administrative team
Operations Plan – Where Rubber Hits the Road
To demonstrate the Town’s commitment to their Strategic Priorities, and to ensure accountability on how success in each of these areas has been achieved, the Operations Plan is organized primarily by Strategic Priority and not by Department. The policy direction established by Council, the collective work of staff from all four municipal departments and guidance and support from the Town’s various Committees, collaboratively operationalize the direction provided by Council in their Strategic Plan.
3 Summary of 2015/16 Activities 2015/16 continued to be somewhat of a transitional year for the Town from an administrative point of view. The re-organizations that occurred in 2014/15 were implemented and new staff members joined the team. Municipal Council continued to utilize their Strategic Plan to guide their priorities and decision making. Municipal Council also implemented changes to their Committee structure and composition, which has allowed for improved guidance and advice to Council.
Some of the highlights of the 2015/16 Fiscal Year include:
CAO/Corporate Services
• Filled a key vacancy as a result of a retirement; • Developed new policies and Standard Operating Procedures (SOP) for Records Management, Proclamations, and Information Technology Usage; Grants to Organizations, Property Tax Exemption have been developed, and are awaiting approval; • Implemented a new numbering system for policies and SOP’s that is more intuitive; • The Director of Corporate Services successfully completed the Commissioner of Oaths process; • Completed a Compensation Review for all non-unionized staff; • Adopted the “Project Charter” system to inform all capital and operational projects; • Completed a review and analysis of all Town strategies and reports to review what has been completed, what remains to be done, and what will not be done; • Continued work with the RCMP on the revision of a 2000 Memorandum of Understanding (MOU) for service delivery; • Continued work with the RCMP on improvements to the Prevention of Excessive Noise Bylaw to allow the RCMP to assist with enforcement; • Implemented the Town’s record management system; • Implemented the Town’s new internal communications system; • Updated and reorganized the Town’s website and internal directory with all current policies and bylaws; • Completed the Project Charter for the 2016 Municipal Election.
Finance
• Filled a key vacancy as a result of a retirement; • Implemented an internal payroll system with estimated cost savings of $7,500 annually; • Added a ‘Financial Condition Indicators’ (FCI) evaluation to the annual review of audited financial statements; • Completed the 2014/15 Annual Audit with a new audit firm, PriceWaterhouse Coopers; • Implemented an improved budget process which saw the draft capital budget presented to Committee of the Whole in November; • Developed a Charitable Donations Policy; • Met all deadlines for external financial reporting requirements.
4 Parks
• Three (3) new recycle stations were placed around Town, removing the old steel ones that were dented and faded. There are four (4) more still to be replaced; • Spring lawn care maintenance was carried out on all Town lawn’s (aerating, snow removal damage repair, and winter kill over seeding were carried out early in the season); • Completed the bike trails at Reservoir Park; • Re-built all ten bridges on the Millennium Trail. Also pruned all trails. These tasks took two crew members roughly eight (8) weeks to complete; • Re-built the bridge at Olsen Park as the old one was starting to rot and become unsafe for trail usage; • Completed a new trail from Orchard Avenue through Rotary Field to the Recreation Centre; • Cleared and widened trails at the Nature Preserve. Prior to this, the trails were overgrown and non-existent in some areas. The west trail was also widened to allow access to vehicles for maintenance of the dam; • Improved operations at the Maple Avenue Compost site resulting in the availability of better mulch and compost. The Town has not had to purchase additional mulch the past two years. 100 yards of soil and 100 yards of mulch were given to residents for free over a two-month period.; • Purchased five (5) additional planters and 10 additional baskets for Front Street. All flower baskets now have a built-in water reservoir which has resulted in requiring watering twice a week instead of three times per week; • Re-built 30 of the 75 benches throughout the Town; • Maintained the 55 flower beds throughout the Town. New plants were added to Quiet Park and Waterfront Park. All flower beds (with the exception of five (5)) were mulched; • 10 trees were planted to replace trees that were removed due to damage or disease; • All five (5) soccer fields were lined and maintained.
Public Works
• Re-constructed Oak Avenue to address street condition and water; • Re-constructed Kencrest Avenue to address street condition and sewer; • Re-constructed Prospect Avenue to address street condition, sewer and water; • Re-constructed Cherry Lane to address street condition, sewer and water; • Milled and paved sections of Main Street (between Highland and Stirling), Skyway, Gaspereau, Pleasant, Winter and Willow to address street and bike lane condition; • Provided clean-up to address 450 cm of snow that fell over an eight week period. This was done without contracting out or renting additional equipment with the exception of a dump truck on two occasions for hauling snow; • Started patching potholes with the recycler on April 13th and continued until July 3rd. This is great because the asphalt plant does not open until late May. 125 tons were put through the recycler, for an overall savings of $25,000; • Completed a facilities condition assessment for all municipal buildings;
5 • Replaced the Main Street east end storm water culvert; • Replaced decorative lights in the downtown core; • Completed engineering design work for sections of Main Street, Westwood, Highland Avenue and Orchard Avenue; • Began flushing the sanitary and storm water in a more systematic fashion, which should result in each line being cleaned every 3-4 years; • Completed the Active Transportation Plan; • Completed the Core Area Traffic Study; • New heat pumps were installed at the Library; • New generators were installed at the wastewater treatment facility and one of the lift stations.
Community Development
• Completed the Recreation Facilities Assessment and Gap Analysis; • Hired a Compliance Officer and adopted an improved system to monitor and track complaints; • Approved a revised system of Fire Inspections; • Initiated discussions with Acadia on the delivery of recreational programming; • Fully disbursed the Strategic Economic Partnership Fund to the community; • Continued work on a Parking Management Strategy for the downtown area; • Completed Phase 1 of the Municipal Planning Strategy Review; • Implemented the PDX tracking system for permits as part of a pilot project with the PVSC; • Hosted the Eco-Kings Summer Sustainability Coordinator; • Continued work on an events SOP and Manual; • Continued work on a draft Vendor Bylaw; • Executed the Rogers Hometown Hockey event; • Completed a Program Review for Recreation; • Continued work on a Building Inspection Audit of processes, practices and policies; • Partnered with the Village of New Minas on the delivery of afterschool programming.
Wolfville Fire Department
• Applied and received $15,000 grant from the Eastern Kings Memorial fund, to purchase two new Thermal Imaging Cameras; • Five (5) year function inspection and certification on Tower 41 ( Ladder Truck); • Pump rebuild on Tanker 21, the pump failure was discovered during annual pump testing by an outside agency, all other trucks passed their testing; • Completed renovation of Lower bathroom on the apparatus floor; • Nine (9) new members started their Kings County Firefighter Level 1 • Maintained an average of 40 members for the year; • WFD members are now covered by the Town’s Worker Compensation Board (WCB) Plan and the Employment and Family Assistance Program (EFAP).
6 2016/17 Operating Budget Highlights It is important to highlight that the taxable assessments for 2016 are relatively small in the residential sector and that, in fact, commercial assessments have declined. With no change in tax rates, the 2016/17 taxable assessment base would only generate $64,900 in increased revenue. This compares to $243,000 increased revenue in 2015/16 budget, and $165,000 increased revenue in 2014/15.
The reality is that the Town had less new assessment from construction, and a very small increase from cost of living increase applied to assessments via the Provincial Capped Assessment Program (CAP). A one cent increase has been added to both the residential and commercial tax rate which will add $41,300 of increased revenue. Even with this increased revenue the Town still had to make challenging decision to balance the budget, while still appropriately resourcing key initiatives to achieve the strategic priorities of Council.
7
The Town of Wolfville’s Operating Budget is $9.55 million; 87% of revenue is generated by taxes and grants-in-lieu of taxes, 8% by sales of service/cost recoveries, 4% by the sewer rate and 1% by grants from the Provincial and Federal governments.
The Town’s expenditures, by department, are spent on Capital Projects, Provincial and Regional Services (i.e. Education, Valley Waste, Kings Transit), Protective Services, Sewer and Solid Waste, General Government, Public Works, Community Development, Planning and Parks.
8 So Where Do Your Tax Dollars Go
Town of Wolfville 2016/17 Budget Where My Tax Dollars Go (Based on $100,000 taxable residential assessment @ $1.44 = $1,440 for 2016/17)
$300 $250 $200 $150 $100 $50 $- $(50)
2012/13 Budget 2013/14 Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget
9 General Government (Council/Legislative)
• No significant change from 2015/16, however budget reduced $4,200 overall; • Professional Development (includes conference attendance) budget reduced 20% or $5,000; • Review of Council Honorariums to be carried out, any resulting increase will have to be managed within the Town’s overall budget for 2016/17.
GENERAL GOVERNMENT DIVISION NET EXPENSE BREAKDOWN BY DEPARTMENT 15% Legislative/Council 8% 14% Gen. Adm/CAO/Clerk 12% Human Resources Finance IT 29% 16% Town Hall - Common 6% Other Government
General Government (Excluding Council)
• No change in staffing levels; wages increased $6,900 from 2015/16; • Human Resource department includes allowance for wage increases related to remuneration/ performance appraisal system. Total allowance approved at $27,600 after a $30,000 cut which covers all non-union staff for the Town. Salary adjustments will be contingent on results of annual performance appraisals. • Professional Development budget (includes staff attendance at conferences) $26,100 lower than 2015/16 level; • Finance department expenditure budget reduced by $11,100; • IT budget increased almost $18,000 (net of increased revenues); • Election budget set at $25,000, all of which will be funded from Town Operating Reserve Funds, i.e. no requirement from 2016/17 tax rate.
10 Protective Services
• RCMP contract service cost expected to rise more than 5%, budget increase required of $51,900; • Bylaw budget (net of revenues) reduced by $32,800. Increased focus on parking enforcement and related parking fines revenue.
PROTECTIVE SERVICE DIVISION NET EXPENSE BREAKDOWN BY DEPARTMENT 10% 0% 4% 2% Policing/RCMP Bylaw Fire EMO Other Protective
84%
Public Works
• Increased wages to allow for Union Collective Agreement; • Continuation of enhanced dollars for street sweeping and better maintenance of bike lanes; • Small increase in overall budget for street maintenance, ensures continued patch/pave, and mill/pave work in areas that requiring attention; • Increased allowance for wayfinding and other traffic signage.
PUBLIC WORKS DIVISION NET EXPENSE BREAKDOWN BY DEPARTMENT 0% 4% 2% 4% 13% P Wks Administration Roads & Streets Street Lighting Traffic Services Other Roads Other Transportation 77%
11 Sewer Operation
• Increased revenue required to fund operating costs as well as long term debt related to sanitary sewer upgrades.
Sewer and Solid Waste Division Net Expense Breakdown by Department 1% 7% 7% Sewer Administration Sewer Collection 33% Lift Stations 37% Sewer Treatment Solid Waste Other Environmental 15%
Parks
• Addition of one (1) permanent seasonal position to improve ability to meet the growing maintenance needs of in Town open spaces, including trails.
Planning
• Increased wage budget for Term/Part Time Building Inspector for one year period; • Increased seasonal wages for a Term employee to support Phase II of MPS Review Project; • Both of the added positions above to be funded through the use of Town Operating Reserve Funds; • Allocation of Director of Community Development’s pay now 50/50 split with Community Development.
Planning Department Net Expense Breakdown by Service 14%
18% Planning/Development Building Inspection GIS 68%
12 Community Development
• Wage changes include allocation of 50% of Director’s salary, previous years reflected entirely in Planning; • Business Development Area Rate revenues, and related Town expenses, no longer in budget. Business Area rate dollars now directed solely to WBDC reported under Partner Contributions. • Reduced budget for Festival & Events program expenses, $16,500 less than 2015/16. • Net reduction in one staff position related to not renewing provincial MPAL grant agreement. Reduction of salary costs and grant revenue. • Change recreation programming service delivery to contract service (partnering with Acadia University) rather than in house summer staff.
Community Development Division Net Expense Breakdown by Department 4% 2% 11% Economic Development 39% Festivals & Events Rec Facilities & Programs Tourism Library 37% Museum 7%
Partnership Contributions
• Decision to continue support, at a reduced level, for the WBDC at $39,500; • Approval of Kings Transit Authority additional route via Belcher Street at additional $12,000.
13 Expenditures by Expense (Object) Code
Traditionally government expenditures are shown and explained by department – i.e. the previous section – the graph below shows the Town’s total expenditures similar to a business by object code – i.e. salaries, equipment, etc. This provides the reader with a different view of how the Town’s annual dollars are spent.
EXPENDITURES BY EXPENSE (OBJECT) CODE GROUPING Staff, wages, benefits & training
2.61% 0.78% 0.41% External partner contributions 0.94% 0.37% Capital & reserve program 2.72% 1.30% 3.08% 26.52% Contracted service - RCMP 3.96% 4.51% Vehicle/equip operation Contracted service - other 6.83% Contracted service - fire hydrants
Office and general expenses
Building operation & maintenance
Contracted service - street 14.36% mill/patch/pave Council stipends 16.55% Grants to organizations
15.06% Tax Exemptions Community program expenditures
Non council honorarium
14 2016/17 Operating Initiatives Building on the initiatives from 2015/16 and the identification of new initiatives, but recognizing the capacity restraints of the organization, 2016/17 operating initiatives have been divided into two categories “Will Do’s” and “Will Do if Resources and Timing Allows”. Capital projects for 2016/17 are highlighted later in the plan.
GOAL #1 – WELL MAINTAINED AND SUSTAINABLE PUBLIC INFRASTRUCTURE
Infrastructure - roads, off-road paths and trails, public parks, sidewalks, administrative and recreation buildings, sport and play spaces, cultural and heritage sites, are the places where community and business happens. Infrastructure encompasses the physical elements that support place making, active healthy living, resident, business and tourism attraction. As a town we are committed to ensuring our public infrastructure is safe, sustainable, and responsive to the needs and interests of those who live and do business in Wolfville.
We Will Do We Will Do if Resources and Timing Allows
• Continue to implement the Inflow & Infiltration (I&I) • Develop a valve exercising program. recommendations from a few years ago. This will • Explore how trees can be utilized as part of our ensure the Town is able to meet guidelines during stormwater management plan. rain events. • Duck bill check valves will be added to Waterfront • Develop a schedule for sanitary flushing to ensure Park and the Skateboard Park to help prevent that each line is flushed at least once within the flooding and erosion of infrastructure. scheduled rotation. Starting in 2017/18 this will be tracked. • Improve trail maintenance, with a focus on the Nature Preserve and drainage issues on the new bike trails. • Develop a plan to address deficiencies with the Nature Preserve Dam. • Valve repairs will be conducted at intersections where required. • Preventative maintenance on all storm and catch basins will be conducted and a preventative maintenance schedule will be developed. Starting in 2017/18 this will be tracked. • Goals will be established for the utilization of the Asphalt Recycler. These goals will be reported on starting in 2017/18. • The Main Street bike lane will be signed and three hour parking signs will be placed on municipal parking lots where required. •e Th Town kiosks will begin to be repaired and replaced; funding dependent.
15 GOAL #1 – WELL MAINTAINED AND SUSTAINABLE PUBLIC INFRASTRUCTURE continued
We Will Do We Will Do if Resources and Timing Allows
• Recommendations from the Municipal Condition • Assessment will be followed up. Infrared testing will also be conducted on all municipal buildings to determine precise patterns of energy loss. • A milling and paving plan for the Town will be developed and implemented. This will be reported on starting in 2017/18. A total of $175,000 is budgeted for asphalt repairs in 2016/17. • The Way-Finding Signage Plan will continue to be implemented, with an emphasis on park signage. Complete the Parking Management Study.
GOAL #2 – A DIVERSE, PROSPEROUS AND SUSTAINABLE LOCAL ECONOMY
The Town’s role in development of a strong local economy includes three elements. (1) Marketing of business and lifestyle opportunities in Wolfville. (2) Pursuit of partnerships and incentives to attract businesses, and (3) Processes and resources to expedite new business location. Through the work of the Town and its partner organizations, including the WBDC, Annapolis Valley Chamber of Commerce, and other tourism partners, Wolfville will be a leader in business attraction in the region and the Province.
We Will Do We Will Do if Resources and Timing Allows
• Develop and implement a Business Retention and • Develop a Tourism Action Plan for the Town Expansion Program for the Town. • Develop criteria and guidelines for marketing • Develop and implement a Business Registry investments. Program. • Develop a Project Charter for the Economic Action • In conjunction with the WBDC, conduct a survey Plan update. with the local business community in January 2017 about the commercial area rate to gauge satisfaction and support. • Revamp the Visitor Information Centre with improved technological capabilities and updated promotional materials. • Improve reporting and communication with the WBDC. • Conduct a REN evaluation.
16 GOAL #3 – A GROWING POPULATION ENCOMPASSING ALL AGES AND STAGES WHO LIVE IN SAFE, ATTRACTIVE AND COHESIVE NEIGHBOURHOODS
Attractive, safe, interesting, and affordable neighbourhoods, can contribute significantly to the attractiveness of Wolfville and the need for population growth. Along with a strong economy that residents will need, viable and sustainable neighbourhoods are imperative to our success. Ensuring that neighbourhoods are safe and attractive however goes beyond housing stock. It includes safety and security for persons and their homes, appropriate and accessible community, education, social and recreational services. As a small and walkable community Wolfville already provides the basic elements for this type of community. We will work to maintain those elements of our neighbourhoods that residents and visitors enjoy, and mitigate the problems that currently detract from the well-being of our neighbourhoods.
We Will Do We Will Do if Resources and Timing Allows
• Pursue an Age-Friendly grant to assist with the MPS • Re-design the flower beds at Willow Park. review, with a primary focus on housing issues. • Re-invigorate the Muskoka chair project. • Host a Symposium on housing issues in University
Towns. This would be in partnership with Acadia University and would cover topics such as co- housing, social integration and property values. • Council will meet with the Acadia Student Union at least twice and each Councillor will be paired with an Acadia Councillor for 2016-17 academic year to enhance communications and pursue collaborative initiatives. • Negotiate a new animal control contract. • Plant at least twelve trees to replace those that were removed due to damage and disease. • Plant three more planters, which will be planted with a food theme. These will be placed around the Farmers Market. • Rebuild benches, including a major facelift of colours and themes. • Determine alternative for Rainbow sidewalk to celebrate the LGBTQ community. • Pursue the development of a restorative justice process for municipal bylaws.
17 GOAL #4 – A ROBUST ACTIVE LIVING AND CULTURAL COMMUNITY
Wolfville is fortunate to be located geographically close to the Province’s major transportation routes, surrounded by vineyards and family farms, history, culture and beautiful natural areas. While visitors and residents enjoy this history and natural culture, residents in particular also want their town to provide the modern attributes of a vibrant community. Much of the recreation infrastructure is provided by Acadia. While this provides Wolfville with significant opportunities for recreation there are always downsides either to using services owned by other institutions or by assuming other institutions will always provide these. There is also room for expansion of the Town as an outdoor enthusiast’s playground.
We Will Do We Will Do if Resources and Timing Allows
• Develop an implementation plan for the Recreation • Plan and deliver a “Welcome Back Acadia Students” Facilities Assessment & Gap Analysis event in September 2016 (dependant on a recommendations. partnership with Acadia University). • Negotiate and finalize a Facilities Agreement with • Evaluate Wolfville’s Fair Trade Designation. Acadia University.. • Develop a plan for Wolfville’s participation in • Review the Mudley Fund to ensure that it is Canada 150 in conjunction with local community maximizing its potential to remove barriers to groups. participation in sports and the arts for our residents • Provide support where required to the Citta Slow in need of support. community group. • Deliver afterschool programming. • Review and update the Open Space Fund Policy. • Meet with community groups, including the Tennis
Association, Soccer Association and Mountain Biking Association, to determine how to best move forward with the proposed community-based system of recreation programming delivery. • Negotiate and finalize the lease for the Rail Trail. • Negotiate and finalize the lease for the Nova Scotia Power Inc. (NSPI) lands for the skateboard park. • Become a signatory to the Annapolis Valley Trails Coalition Agreement. • Complete and deliver on the Town’s Events Manual, which serves as a Standard Operating Procedure for events delivery in Town. • In addition to providing assistance through the Strategic and Community Partnership Programs, staff will lead or support Mud Creek Days (lead role), Canada Day (lead role, scaled back from 2015), Night of Lights (lead role), Apple Blossom Festival (float support, a financial contribution to a community organization to support the Leadership Tea and a financial contribution to support Princess Wolfville) and Volunteer Appreciation Night (lead role, scaled back from 2015).
18 GOAL #5 – EFFICIENT AND EFFECTIVE LEADERSHIP FROM A COMMITTED AND RESPONSIVE EXECUTIVE AND ADMINISTRATIVE TEAM
Wolfville is gifted with great beauty, temperate climate, and an emerging ‘agri-cultural’ economy. To ensure long-term sustainability Wolfville’s population and commercial sector must grow. Growth must be carefully and conscientiously managed to provide the amenities, and preserve the quality of community life resident’s value. Strong, focused, efficient and effective leadership is central to the Town’s ongoing success. All residents and businesses contribute to the Town’s prosperity but it is the Town’s elected and administrative officials who are charged with guiding the Town toward the future.
We Will Do We Will Do if Resources and Timing Allows
• Oversee the 2016 Municipal Election process. • Make improvements to the Town’s website content for all Departments. • Conduct a Citizens Satisfaction Survey. • Improve social media presence across all platforms. • Actively participate in the Kings Partnership Steering Committee on key initiatives that are of regional • Review Committee Policy. scope and benefit. Potential priorities for 2016/17 • Review Council Conference Policy. include examining a two-tied policing model for the region, formalizing a regional emergency • Review Bylaw Enforcement Policy. management organization (REMO), conducting a
regional recreation master plan, and collaborating to ensure all municipal planning strategies integrate appropriately. • Plan for the new Council to undertake a Strategic Planning exercise to guide the next Council term. This exercise will be conducted in January 2017. • Plan for, and conduct, an extensive Councillor orientation program for the incoming Council. This will take place in late fall and early winter of 2016- 17. • Prepare for the Emergency Measures Audit in June 2016 conducted by the Department of Municipal Affairs. • Negotiate a revised Memorandum of Understanding with the RCMP on service level expectations and role clarity. • A needs assessment for IT will be completed and the IT contract re-issued prior to its expiry in March 2017.
19 Operational Deliverables – Day To Day Deliverables for the Town In addition to the various strategic priorities that are established by Town Council, the Town plays an important administrative function in meeting its requirements as established by the Municipal Government Act. On a day-to-day basis, the Town provides, and will continue to provide, the following core services:
• Administration of approximately 1,560 residential and 111 commercial tax accounts; • Regular financial, environmental, recreation and building/development reporting to the Province and Federal agencies; • Administration of Grants to Organizations. In 2015/16 the Town provided $63,000 of support to 10 events, 2 programs and 4 facilities and it will provide a similar amount of support in 2016/17. • Operation of the Town’s Water Utility and the Town’s Sewer System; • Administration of the Town’s approximate 210 existing Development Agreements; • Processing of new Development Agreement applications. The Town has processed an average of six (6) Development Agreements annually since 2011; • Processing of Development Permit applications. The Town has processed an average of 63 Development Permit applications annually since 2011. • Processing of Subdivision applications including lot boundary changes and consolidations. The Town has approved an average of 9.5 new lots annually since 2011. • Working with applicants on inspections and approvals for building and occupancy permits. The Town has issued an average of 45 Building Permits annually since 2011. The Building Inspector completed 463 field inspections in Wolfville and Windsor combined in 2015. • Maintain the Municipal Heritage Registry. There are approximately 35 registered heritage properties in Wolfville; • Enforcement and administration of the Town’s 40 Bylaws; • Oversight of the Wolfville Fire Department; • Provision of support for Town Council. Council meets 11 times annually and on an as-needed basis; • Provision of support for the nine Committees of Council (seven existing and two proposed). The seven existing committees total approximately 46 regular meetings annually. • Provision of support for the Design Review Committee which meets approximately three (3) times per year. • Provision of support for Public Information Meetings, Public Hearings, Public Participation Meetings and other public consultations. On average these meetings occur 15-20 times per year; • Administration of the Freedom of Information and Protection of Privacy (FOIPOP) Act. The Town administers approximately four (4) FOIPOP requests annually; • Provision of policing services via the RCMP; • Maintenance of 33.20 km of Town roads and 24.36 km of Town sidewalks; • Maintenance of 7.80 km of Town trails (excluding Watershed Trails) and 92.30 acres of designated parks and recreation space.
20 In addition to these core services, staff will also undertake the following in 2016/17:
We Will Do We Will Do if Resources and Timing Allows
• Implement the PDX pilot project, which is the first • The Town will track inquiries and concerns coming step toward a new permit tracking solution for the into the Town for a trial period to determine areas Town. of greatest focus and opportunities for improvement. • Online permitting will be explored through the use of Laserfiche forms. • The Town will examine participation in the Province’s Workplace Education Program to • The processes for facility rental and the Town’s improve in-house training opportunities. banner program will be clarified. • E-billing opportunities will be examined. • Staff will conduct a Development Agreement Discharge and Enforcement Review. • Staff will look at opportunities to provide financial services support to external organizations and • Staff will develop Fire Inspection checklists, SOP’s formalize cross-support with other municipalities to and enforcement tracking. assist in Business Continuity. • Staff will finalize the Development Agreement • Renaming of Harbourside Drive to Bob Stead Drive. checklist. • Examine electric car charging stations. • The Development Agreement list will be integrated with the GIS system. • Update the Low Income Property Tax Exemption Policy. • The GIS platform for the Town will be launched corporately. • Explore the provision of planning, building inspection and development officer services to • The performance management plan for the entire Berwick. organization will be implemented. • A corporate training plan will be developed, including safety training for the JOHS Committee. • A Records Management Retention and Disposal system will be developed and implemented. • Staff will conduct a review of all existing and required municipal contracts to ensure they are up to date and in place. • Monthly financial reports will be provided to Management to supplement the quarterly financial updates to the Audit Committee and Council. • The Fire Area rate will be reviewed for exempt properties. • The Water Rate Study will be completed, which will result in a structure of rates that are intended to recover costs of the Water Utility based on a fair allocation of the utility’s rate base expenditures. • EFT’s will be examined through the Accounts Payables Process to replace cheques where possible. • Complete Building Inspection Audit for Wolfville and Windsor. • Conduct a review of Council’s honorariums.
21 Policy Priorities Policy and bylaw development is a key role of Town Council and provides the Town with the tools it requires to run the Town effectively. The following depicts the policies and bylaws that will be created and/or reviewed in 2016/17.
Develop a 4 year Identify/develop Update Repeal redundant Update 4 year policy/byaw review new policies, bylaws policies/bylaws policies/bylaws that review work plan work plan and procedures where required are no longer neded
BYLAWS POLICIES
• Approve and implement the Vending • Develop an Alcohol Policy to guide Bylaw. Town events. • Develop a Residential Rental Business • Develop a Fees Policy to consolidate all Bylaw/Fire Bylaw to ensure that issues municipal fees under one Policy for related to rooming houses can be ease of annual review by Council. adequately addressed. • Develop a Development Enforcement • Develop a Business Registry Bylaw to Policy. allow for an up to date registry of all NEW Town businesses. • Develop a Community Standards Bylaw to address community nuisance issues not covered by other statutes, codes and legislation. This will replace the proposed Nuisance Bylaw that was given first reading by Council in 2014.
• Complete Phase 2 of the Municipal • Review the Procurement Policy re- Planning Strategy, Land Use Bylaw and examine spending authorities and buy- Subdivision Bylaw review. local provisions. Checklists and templates to assist the implementation • Review the Dog Bylaw to address of this policy will also be developed. alignment issues and the Acadia Off-
REVISED Leash clause. • Continue review of the Town’s Human Resource Manual to update policies • Continue review of the Prevention of and procedures. This is an ongoing Excessive Noise Bylaw. initiative and carries over from 2015/16.
22 Committees of Council Council currently has seven Committees of Council, including Committee of the Whole, and it is anticipated that Council will add two committees in 2016/17 - an Environmental Sustainability Committee and a Recreation Committee. Each Committee serves in an advisory capacity to Council and has established priorities for the 2016/17 year to support the implementation of the Operations Plan.
COMMITTEES OF COUNCIL
PLANNING SOURCE WATER AUDIT ART IN PUBLIC RCMP TOWN& GOWN ADVISORY PROTECTION COMMITTEE SPACES COMMITTEE ADVISORY COMMITTEE COMMITTEE COMMITTEE
Provide input into Finalize the location Oversee Phase 2 of Provide feedback in Review the Research and revisions to the for the Mona Parsons the Municipal the negotiations of recommendations of Implement best Procurement statue. Planning Strategy the revised MOU. the 2008 Source practices - particularly Policy. Review. Water Protection Plan related to the SMU Identify one small Provide direction on to determine what is work. Review and provide scale community art local policing still relevant and input into the Fees project to implement. priorities to the develop a revised Promote Policy. RCMP. implementation plan. neighbourhood Work to issue the connections through Phase 1 tender for the events and other Clock Park Water opportunities Feature. Actively participate in the development of the partnership agreement with Acadia for facilities access. ENVIRONMENTAL RECREATION COMMITTEE Provide input into SUSTAINABILITY COMMITTEE event coordination This is a new committee to be formed for tourism development. Enhance linkages with Acadia will be formed The Committee will serve as a conduit to provide through the Environmental Sustainability community outreach to build and support the delivery Provide input into key Committee. of community development-based recreation. bylaws and policies including the Provide an environmental sustainability perspective The Committee will help identify gaps in recreational Boarding House on proposed bylaws, programs, plans and policies programming delivery. Discussion Paper for for the Town. For 2016-17 the emphasis will be on the MPS Review, the the Municipal Planning Strategy. The Committee will bring together diverse stakeholder Dog Bylaw, the and interest groups to ensure appropriate Community Standards Provide environmental sustainability expertise on considerations are given to develop recreational Bylaw and the capital planning. opportunities that accommodate all ages and stages Municipal Alcohol within our community. Link to the delivery on the recreation vision for the Strategy Review. Town. The Committee will provide advice on Open Space and Parks planning. Provide advice on implementing the ICSP & MCCAP.
23 Measuring Success Utilizing performance metrics and feedback on a regular basis is essential for both ensuring that the Town is meeting the needs of our residents and businesses and is successfully delivering on the objectives of Council. In 2016/17 the Town has identified key metrics for measuring customer service expectations and operational success. We will continue to refine and add to these metrics as we move forward to a new strategic planning cycle in early 2017.
MEASURING CUSTOMER SERVICE LEVELS
Development Permit turnaround times will meet customer expectations Current There is no current benchmark Target for 2016/17 Development permits will be issued within two (2) business days of receipt of the application.
Development Agreement turnaround times will meet customer expectations Current There is no current benchmark Target for 2016/17 Simple DA’s will be processed in four (4) months and more complex DA’s will be processed in six (6) – eight (8) months from the point of application through to the approval.
Subdivision approval turnaround times will meet customer expectations Current There is no current benchmark Target for 2016/17 These will be processed on average with a two (2) week turnaround time for minor applications and a 45 day turnaround time for major applications from the point of application through to the approval.
Building inspection turnaround times will meet customer expectations Current There is no current benchmark Target for 2016/17 The Building Inspector will respond to requests for inspection within 24 hours of receiving the request.
All signature events for the Town will have an evaluation report completed in a timely manner after the event to debrief and discuss opportunities for improvement. Current There is no current benchmark Target for 2016/17 Evaluations for Devour!, Valley Harvest Marathon and Deep Roots Festival will be completed within 30 days of the event.
24 All Town-led events will have a business impact survey and an attendee satisfaction survey completed post-event. Current There is no current benchmark Target for 2016/17 Mud Creek Days, Canada Day, and Night of Lights will all have business impact surveys and attendee satisfaction surveys completed within 30 days of the event.
All Bylaw infraction complaints will be responded to within a timely manner. Current There is no current benchmark Target for 2016/17 All complaints will be responded to within 24 hours of receipt.
There will be a high level of customer satisfaction with the Town’s afterschool programming. Current There is no current benchmark Target for 2016/17 A customer satisfaction survey will be developed and 80% of all respondents of the survey for afterschool programming will rate the service as satisfactory or greater.
Freedom of Information and Privacy of Protection (FOIPOP) requests will be processed in a timely manner. Current There is no current benchmark Target for 2016/17 All requests will be responded to as per legislative requirements.
25 MEASURING OPERATIONAL SUCCESS
Routine fire inspections will be conducted to meet the requirements of the Fire Inspection Policy. Current There is no current benchmark Target for 2016/17 An average of six (6) inspections per month will be completed.
All Bylaw infraction complaints will be successfully closed. Current There is no current benchmark Target for 2016/17 Bylaw Enforcement infractions, with the exception of building and development infractions, will witness a 90% successful closure rate. All building and development infractions from 2015/16 will be closed in the 2016/17 fiscal year and new enforcement actions for development and building issues will be closed within 6 months of receipt.
Continue to track the Infocus e-Newsletter to determine if the platforms usefulness for delivering communications.
Current Avg. # of new Avg. # of subscribers per unsubscribers Subscribers Open Rate month per month Infocus 482 55.73% 8.67 1.14 e-Newsletter Target for 2016/17 The industry average open rate for e-newsletters delivered through mailchimp is 24.58%. Therefore our target is to hold the average open rate above 50% and ensure that the number of new subscribers stays greater than the number of unsubscribers per month.
The Town’s afterschool programming will be well utilized. Current There is no current benchmark Target for 2016/17
All staff performance evaluations will be completed in accordance with the Performance Management Plans. Current There is no current benchmark Target for 2016/17 100% of employees will have performance evaluations completed by no later than June 2016 that reflect the organizational and strategic priorities of the Town.
All line painting within the Town will be completed by late spring. Current There is no current benchmark Target for 2016/17 All line painting will be completed by May 31, 2016.
26 Visitor numbers to the Visitor Information Centre (VIC) will increase annually. Current VIC Visitors From 2004 - 2015 16,000 14,000 12,000 Visitors 10,000 8,000 200420052006200720082009201020112012201320142015 Year
Target for 2016/17 More than 10,350 visitors will visit the Visitor Information Centre.
There are more performance metrics that staff will consider for inclusion in 2017/18 and beyond. Further discussions will take place with the management team in 2016/17 to refine these metrics and how they will be collected.
27 Capital Plan
Strategic Direction Capital Projects 1 2 3 4 5 1. Asset Management Plan 2. Comfort Centre Generator 3. Downtown Decorative Street Lights 4. East End Gateway 5. Evangeline Court 6. Fire Vehicle Replacement 7. Highland Avenue (Main to Prospect) 8. IT Capital Items 9. Library Roof 10. Orchard Avenue (Main to Wright) 11. Rail Trail Development 12. Vehicle Replacement 13. Wastewater Upgrades 14. Waterfront Park Storm 15. West End Gateway 16. Wickwire Avenue Sidewalk
Strategic Direction 1. Well Maintained and Sustainable Public Infrastructure 2. A Diverse, Prosperous, and Sustainable Local Economy 3. A Growing Population Encompassing all Ages and Stages who Live in Safe, Attractive, Cohesive, Neighbourhoods 4. A Robust Active Living and Cultural Community 5. Efficient and Effective Leadership from a Committed and Responsive Executive and Administrative Team
28 Projects / Initiatives 1 Project Name: Project Description: Asset Management Plan Staff will be reviewing and revising the Economic Action Plan once the Economic Development Position has been filled. This will also involve determining how to deliver a Business Retention and Expansion Program. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Capital Investment Mandated Plan Dates Q1 Q2 Q3 Q4 • Pavement Condition Survey (2015) $100,000 Department (Sec) • Facilities Condition 2016-05 to A M J J A S O N D J F M Community Development Assessment (2015) 2016-09 • Fiscal Responsibility Task Force
2 Project Name: Project Description: Comfort Centre The purpose of the project is to provide emergency power to the Town’s comfort centre in the event of an emergency and Generator power outage. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • NS EMO Life Community Event Safety/Reduction Emergency of Risk Dates Q1 Q2 Q3 Q4 Response Planning (2014) • Wolfville Department (Sec) Emergency 2016-05 to A M J J A S O N D J F M $75,000 N/A Management Plan 2016-08 (2014) • Kings REMO Functional Analysis Comfort Centres and Emergency Shelters (2015)
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3 Project Name: Project Description: Downtown Decorative The purpose of the project is to complete replacement of the existing decorative lights in the downtown core with more Street Lights energy efficient LED lights. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • NS EMO Community Discretionary Event Emergency – Linked to Response Planning Strategic Plan Dates Q1 Q2 Q3 Q4 (2014) • Wolfville Emergency $30,000 Management Plan (2014) Department (Sec) • Kings REMO Functional 2016-04 to A M J J A S O N D J F M N/A Analysis Comfort Centres 2016-07 and Emergency Shelters (2015)
4 Project Name: Project Description: East End Gateway To plan, consult on and build the East End Gateway. The East End Gateway will announce and articulate the arrival into Wolfville’s Downtown. The gateway will involve the design and construction of a number of elements that create a sense of arrival, provide community space, and support Wolfville as a tourist destination. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Downtown Discretionary Dates Q1 Q2 Q3 Q4 Development Plan Y1 $ 25,000 – Linked to Department (Sec) 2016-04-01 A M J J A S O N D J F M (2014) Y2 $365,000 Strategic Plan N/A Y3 $ 45,000 to 2018-03-31
5 Project Name: Project Description: Evangeline Park To improve the recreation infrastructure at Evangeline Park
Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Parks & Open Space Discretionary Dates Q1 Q2 Q3 Q4 Master Plan (2012) – Linked to Department (Sec) $20,000 Strategic 2016-04-01 A M J J A S O N D J F M Community Development Plan to (Recreation) 2017-11-30
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6 Project Name: Project Description: Fire Vehicle Replacement Each year the Town replaces equipment as required, to ensure the fleet inventory is maintained in a cost effective manner and sufficient to provide the level of services mandated. With the emergency service being as important as it is, reliable and up to date equipment is a necessity. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Fire Department • Life Fire Vehicle Dates Q1 Q2 Q3 Q4 Replacement Safety/Reduction Department (Sec) Schedule $75,000 of Risk 2016-05-01 A M J J A S O N D J F M N/A to 2016-10-31
7 Project Name: Project Description: Highland Avenue The purpose is to rehabilitate the Highland Ave. infrastructure. The outcome is to have all new infrastructure installed on Highland Ave. between Main Street and Prospect Ave. The project includes the installation of new water, sanitary and storm water infrastructure, reconstruction of the street with new gravels, asphalt, concrete curb and concrete sidewalks on both sides and all associated reinstatement of disturbed areas. Design work for Highland Ave. is already completed. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Core Area Traffic Discretionary Dates Q1 Q2 Q3 Q4 Department (Sec) Study (2015) – Linked to 2016-04-01 A M J J A S O N D J F M • Active $1,270,000 Strategic Plan N/A to Transportation Plan 2016-09-30 (2015) , 8 Project Name: Project Description: IT Capital Items To determine the requirements for IT programs, software and infrastructure for the 2016/17 budget. IT infrastructure requires continuous monitoring and schedule upgrades to ensure safety and securing of equipment, records, and operations. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Corporate Services • N/A Discretionary Dates Q1 Q2 Q3 Q4 (IT Consultant) – Linked to Department (Sec) $32,000 2016-04-01 A M J J A S O N D J F M Strategic to N/A Plan 2016-09-30
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9 Project Name: Project Description: Library Roof The library roof has surpassed its useful life and the project was initially proposed for the 2015/16 fiscal year; however staff felt it necessary to seek approval of the Heritage Advisory Committee before a tender could be awarded and this delayed the start date. Therefore, the project has been carried-over from 2015/16 fiscal year. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Capital Investment Life Dates Q1 Q2 Q3 Q4 Plan Safety/Reduction Department (Sec) • RFD 068-2015 $150,000 of Risk 2016-04-01 A M J J A S O N D J F M N/A Library Roof to 2016-08-31
10 Project Name: Project Description: Orchard Avenue The purpose is to replace aging infrastructure on Orchard Ave. The outcome is to have all new infrastructure installed on Orchard Ave. between Main Street and Wright Lane. The project includes the installation of new water, sanitary and storm water infrastructure, reconstruction of the street with new gravels, asphalt, concrete curb on both sides of Orchard Ave and all associated reinstatement of disturbed areas Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Capital Discretionary Dates Q1 Q2 Q3 Q4 Improvement – Linked to Department (Sec) Program $595,000 Strategic Plan 2016-04-01 A M J J A S O N D J F M N/A to 2016-08-31
11 Project Name: Project Description: Rail Trail Development To purpose of this project is to plan and construct the remainder of the rail trail from the eastern boundary to the western boundary of Town to tie into the regions Destination Trail (Harvest Moon Trail). Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Community Development • Active Discretionary Transportation Plan – Linked to Dates Q1 Q2 Q3 Q4 (2015) Strategic Plan • Municipal Planning Y1 - $30,000 Department (Sec) Strategy (2008) Y3 - $15,000 2016-04-01 A M J J A S O N D J F M Public Works • Downtown to Development Plan 2019-03-31 (2014)
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12 Project Name: Project Description: Vehicle Replacement Each year the Town replaces equipment as required, to ensure the fleet inventory is maintained in a cost effective manner and sufficient to provide the level of services mandated. The vehicle replacement schedule is developed by staff as a guide for determining the useful life of Town vehicles. The schedule, in addition to input from the Town’s mechanic, is used to determine which vehicles are schedule for replacement in a given year. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Active Life Transportation Plan Safety/Reduction Dates Q1 Q2 Q3 Q4 (2015) of Risk • Municipal Planning $249,000 Department (Sec) Strategy (2008) 2016-05-01 A M J J A S O N D J F M • N/A Downtown to Development Plan 2016-10-31 (2014)
13 Project Name: Project Description: Wastewater Upgrades The proposed upgrades are necessary to ensure Wolfville continues to meet the applicable federal and provincial regulations that govern the operation of the wastewater collection and treatment facilities. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • MCCAP (2013) Mandated • Approval No. 2009- 06087 Wolfville Dates Q1 Q2 Q3 Q4 Sewage Treatment Plant • Approval No. 2009- Department (Sec) 06087-R01 Wolfville Y1 - $225,000 2016-04-01 A M J J A S O N D J F M N/A Sewage Treatment Y2 - $ 50,000 to Plant 2016-11-30 • Inflow/Infiltration Investigation • Municipal Wastewater Effluent
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14 Project Name: Project Description: Waterfront Park Storm The purpose is to replace an existing storm sewer line from Harbourside Drive though Waterfront Park to the Harbour that has deteriorated to the point that sink holes are developing and it is becoming a safety hazard. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • N/A Life Safety/Reduction Dates Q1 Q2 Q3 Q4 Department (Sec) $110,000 of Risk 2016-05-01 A M J J A S O N D J F M N/A to 2016-07-31
15 Project Name: Project Description: West End Gateway The West End Gateway will announce and articulate the arrival into Wolfville’s Downtown. The gateway will involve the design and construction of a number of elements that create a sense of arrival, provide community space, and support Wolfville as a tourist destination. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • Downtown Discretionary Dates Q1 Q2 Q3 Q4 Development Y1 - $100,000 – Linked to Plan (2014) Strategic Plan Department (Sec) Y2 - $ 30,000 2016-07-01 A M J J A S O N D J F M Y3 - $180,000 Community Development to 2019-06-30
16 Project Name: Project Description: Wickwire Sidewalk The purpose is to provide a sidewalk on the west side of Wickwire Ave from Main Street South. The development agreement for the assisted living complex on Wickwire Ave stipulated the developer shall provide a sidewalk from Main Street to the small parking lot just north of the facility. Council later moved that if the developer deeded a section of property adjacent to Wickwire Ave to the Town the Town would assume responsibility for the installation of the sidewalk. Department (Pri) Related Plans Budget Priority Timeline FY 2016/2017 Public Works • DA 04-02 for an assisted living facility Dates Q1 Q2 Q3 Q4 at 14 Wickwire Ave • Motion of Council $150,000 Mandated Department (Sec) 2016-04-01 A M J J A S O N D J F M 2004-10-04, to N/A amending DA 2016-12-31
34 2016/17 Organizational Chart
35 Organizational Charts by Departments
Community Development
Corporate Services
36 Finance
Public Works
37 2016/17 Operating Budget Town of Wolfville 2016/17 Operating Budget - Final Draft All Divisions
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUES Taxes and grants in lieu of taxes $ 8,325,700 $ 8,385,000 $ 8,254,300 $ 7,976,959 $ 8,012,000 Sale of service/cost recoveries 807,700 813,000 854,900 769,511 827,900 Sewer Rates 375,000 310,000 337,000 311,233 327,000 Provincial and Federal grants 82,100 128,100 101,400 122,563 112,200 9,590,500 9,636,100 9,547,600 9,180,266 9,279,100
EXPENSES Salary and wages 1,724,800 1,559,200 1,628,500 1,572,348 1,549,900 Employee Benefits 316,800 290,500 307,300 267,038 293,700 Seasonal/Term Wages 321,400 308,200 309,800 352,972 361,800 Employee Benefits Seasonal wag 55,000 49,600 54,200 56,644 58,200 Meals and Travel 28,900 29,200 26,100 17,263 25,400 Professional Development 79,000 65,100 116,600 80,380 113,500 Membership Dues & Fees 17,600 13,100 15,300 10,472 15,000 Advertising 22,000 14,400 13,500 11,579 17,300 Telecommunications 58,000 50,900 58,300 49,219 53,300 Office Expense 32,400 31,300 30,200 35,868 28,000 Legal 60,200 56,000 46,000 107,744 55,600 Insurance 55,400 52,300 48,000 58,731 37,000 Marketing and Communications 19,600 10,200 28,400 16,018 20,000 Audit 18,000 17,800 18,000 17,346 21,300 Stipends & Honorariums 159,600 164,800 165,000 156,464 160,400 Miscellaneous 2,500 2,100 1,600 1,987 1,500 Heat 25,300 25,500 26,500 26,701 26,000 Utilities 168,200 178,400 153,700 211,313 225,000 Repairs and Maintenance 67,700 67,400 74,200 64,159 65,800 Vehicle Fuel 50,700 49,200 50,700 57,603 52,700 Vehicle Repairs & Maintenance 106,800 113,500 105,800 114,627 95,800 Vehicle Insurance 11,800 9,700 9,400 9,409 24,700 Operational Equip & Supplies 457,200 414,700 459,900 485,960 431,000 Equipment Maintenance 10,000 13,000 15,000 10,865 15,000 Equipment Rentals 15,700 21,700 16,700 12,044 16,700 Program Expenditures 39,400 68,400 80,800 69,887 80,500 Contracted Services 2,439,500 2,430,300 2,459,700 2,220,220 2,316,600 Grants to Organizations 89,800 105,700 109,800 89,180 89,700 Licenses and Permits 3,300 3,300 3,300 13 3,300 Tax Exemptions 75,200 75,300 76,600 71,459 74,100 Partner Contributions 1,587,000 1,572,900 1,609,000 1,636,287 1,632,800 Other debt charges 10,000 9,300 7,200 6,892 7,200 Doubtful accounts allowance 2,500 2,500 2,500 1,000 5,000 8,156,300 7,875,500 8,127,600 7,899,692 7,973,800
Net Operational Surplus (Deficit) 1,434,200 1,760,600 1,420,000 1,280,574 1,305,300
Capital Program & Reserves Principal Debenture Repayments 436,700 366,900 367,000 336,333 336,500 Debenture interest 106,800 114,700 115,000 81,063 94,800 Transfer to Operating Reserves 5,000 5,000 5,000 - Transfer to Capital Reserves 841,900 873,000 873,000 813,700 833,700 Transfer to Cap Reserve - Fire Equip 160,000 160,000 160,000 160,000 140,000 Transfer to Capital Fund - - - - Transfer from Operating Reserves ( 116,200 ) ( 100,000 ) ( 100,000 ) ( 190,000 ) ( 99,700 ) 1,434,200 1,419,600 1,420,000 1,201,096 1,305,300
Net Surplus (Deficit) $ - $ 341,000 $ - $ 79,478 $ -
38 Town of Wolfville 2016/17 Operating Budget - Final Draft General Government Division
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUES Residential & resource taxes 5,474,200 5,353,100 5,343,500 5,123,338 5,145,600 Commercial taxes 1,190,500 1,213,400 1,212,100 1,180,870 1,168,400 Deed Transfer Tax 265,000 373,200 265,000 257,176 267,000 Business development area rate 39,500 42,100 40,000 112,019 110,000 Grant in lieu of taxes 976,500 969,700 969,000 929,426 924,600 Kings County Fire Protection 121,800 142,800 130,000 116,400 116,400 Cost recoveries 89,100 83,600 88,000 79,981 79,900 Job Cost billings 3,400 3,400 3,400 3,450 3,400 Interest on investments 70,000 61,300 72,000 76,920 69,000 Other revenues 23,700 20,900 24,200 25,501 24,600 Equilization Grant 71,000 69,900 71,000 69,869 71,000 Farm Acreage Grant 1,100 1,100 1,100 1,109 1,100 Other conditional grants - - - 1,000 - 8,325,800 8,334,500 8,219,300 7,977,059 7,981,000
EXPENSES Salary and wages 478,200 429,900 443,700 429,794 433,400 Employee Benefits 80,600 74,900 78,400 61,037 79,800 Meals and Travel 12,300 11,500 9,000 3,309 8,300 Professional Development 63,200 31,400 94,300 65,230 91,200 Membership Dues & Fees 8,000 5,500 7,300 5,029 7,000 Advertising 8,300 3,300 2,300 3,511 2,300 Telecommunications 27,400 21,000 26,500 20,252 26,100 Office Expense 17,300 19,100 16,500 18,888 14,800 Legal 25,000 17,300 25,000 34,312 27,600 Insurance 49,000 48,300 44,000 55,117 33,000 Marketing and Communications 2,500 - 2,500 - 10,000 Audit 18,000 17,800 18,000 17,346 21,300 Mayor and Council Remuneration 124,500 123,500 123,700 117,274 121,200 Miscellaneous 1,600 2,100 1,600 1,924 1,500 Heat 12,000 12,000 12,000 10,270 11,500 Utilities 6,000 7,000 7,000 5,526 6,000 Repairs and Maintenance 16,700 15,700 15,700 13,379 15,700 Operational Equip & Supplies 103,800 85,500 101,000 95,825 94,500 Contracted Services 116,700 111,200 99,900 94,160 104,300 Grants to Organizations 17,000 10,400 17,000 17,010 15,000 Tax Exemptions 75,200 75,300 76,600 71,459 74,100 Election 25,000 - - - - Other debt charges 10,000 9,300 7,200 6,892 7,200 Debenture interest - 300 300 774 1,100 Doubtful accounts allowance 2,500 2,500 2,500 1,000 5,000 1,300,800 1,134,800 1,232,000 1,149,318 1,211,900
Net Division Surplus (Deficit) $ 7,025,000 $ 7,199,700 $ 6,987,300 $ 6,827,741 $ 6,769,100
39 Town of Wolfville 2016/17 Operating Budget - Final Draft Protective Services Division
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUES Fire Protection Rate 380,000 388,500 379,700 374,130 396,400 Kings County Fire Protection 164,100 157,200 170,000 158,400 171,900 License & fee revenue 5,000 5,000 5,000 4,915 5,000 Parking fines 36,000 17,000 11,000 18,544 26,000 Other fines 10,000 7,400 10,000 8,658 17,000 Miscellaneous - 5,000 - 17,452 - EMO 911 Cost Recovery 1,600 1,600 1,600 1,691 1,600 596,700 581,700 577,300 583,790 617,900
EXPENSES Salary and wages 131,700 126,800 134,400 152,747 165,300 Employee Benefits 18,200 19,400 21,300 22,193 29,600 Seasonal Wages 14,100 14,000 14,100 16,791 13,900 Employee Benefits Seasonal wag 1,500 1,400 1,500 1,970 1,400 Meals and Travel 2,500 2,100 2,200 1,552 2,200 Professional Development 15,000 8,200 21,500 12,405 21,500 Membership Dues & Fees 2,400 1,800 2,400 938 2,400 Telecommunications 10,900 10,200 11,800 10,853 7,700 Office Expense 2,500 1,300 1,800 2,145 1,800 Legal 10,200 7,200 6,000 6,382 16,000 Insurance 6,400 4,000 4,000 3,614 4,000 Marketing and Communications 1,000 200 900 - - Honorariums 35,100 41,300 41,300 39,190 39,200 Heat 4,800 6,000 6,000 5,896 6,000 Utilities 16,800 14,300 16,100 14,211 17,000 Repairs and Maintenance 19,500 15,900 19,000 19,868 19,000 Vehicle Fuel 6,900 6,100 6,900 6,166 6,900 Vehicle Repairs & Maintenance 35,500 35,300 35,500 36,701 36,000 Vehicle Insurance 4,600 4,600 4,500 4,526 9,000 Operational Equip & Supplies 69,400 58,200 60,900 58,556 63,700 Equipment Maintenance 10,000 13,000 15,000 10,865 15,000 Contracted Services 1,821,300 1,730,300 1,752,600 1,698,557 1,712,200 Licenses and Permits 1,800 1,800 1,800 13 1,800 Debenture interest 11,100 13,300 13,300 16,013 16,800 2,253,200 2,136,700 2,194,800 2,142,152 2,208,400
Net Division Surplus (Deficit) $ ( 1,656,500 ) $ ( 1,555,000 ) $ ( 1,617,500 ) $ ( 1,558,362 ) $ ( 1,590,500 )
40 Town of Wolfville 2016/17 Operating Budget - Final Draft Public Works Division
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUES Job Cost billings 10,000 8,700 15,000 8,450 15,000 Cost recoveries from Water Util 104,800 100,600 100,600 91,100 91,100 Cost recoveries from Sewer Dept 40,600 38,000 38,000 - 35,000 Land Leases 3,000 3,700 3,000 6,024 2,500 TOTAL REVENUE 158,400 151,000 156,600 105,574 143,600
EXPENSES Salary and wages 515,100 503,900 493,200 485,691 433,200 Employee Benefits 106,100 102,300 100,800 98,400 83,000 Meals and Travel 100 2,200 100 4,020 100 Membership Dues & Fees 900 800 800 597 800 Advertising - 600 - 1,221 - Telecommunications 9,600 8,600 9,600 8,322 9,600 Office Expense 2,600 2,800 2,600 2,169 2,600 Legal - - - 7,572 4,000 Heat 8,500 7,500 8,500 10,535 8,500 Utilities 43,000 66,000 43,000 111,410 112,200 Repairs and Maintenance 22,300 30,300 30,300 25,404 21,300 Vehicle Fuel 37,000 37,000 37,000 44,556 39,000 Vehicle Repairs & Maintenance 57,800 59,000 57,000 59,757 46,300 Vehicle Insurance 4,000 3,900 3,600 3,566 12,500 Operational Equip & Supplies 127,100 128,000 123,100 156,761 117,900 Equipment Rentals 12,000 17,000 12,000 12,044 12,000 Contracted Services 337,600 354,800 336,500 291,033 294,900 Licenses and Permits 1,500 1,500 1,500 - 1,500 Debenture interest 86,300 96,500 96,500 58,839 71,800 1,371,500 1,429,300 1,356,100 1,381,897 1,271,200
Net Division Surplus (Deficit) $ ( 1,213,100 ) $ ( 1,278,300 ) $ ( 1,199,500 ) $ ( 1,276,323 ) $ ( 1,127,600 )
41 Town of Wolfville 2016/17 Operating Budget - Final Draft Sewer & Solid Waste Division
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUE Sewer Rates 375,000 310,000 337,000 311,233 327,000 Kings County Sewer Contribution 2,000 2,000 2,000 3,850 2,000 TOTAL REVENUE 377,000 312,000 339,000 315,083 329,000
EXPENSES Salary and wages 83,100 39,600 78,000 50,896 73,300 Employee Benefits 17,000 8,000 17,000 10,289 14,200 Utilities 79,600 68,000 65,100 55,916 65,100 Vehicle Repairs & Maintenance 9,300 12,200 9,300 15,001 9,300 Operational Equip & Supplies 94,300 89,700 108,100 119,635 108,100 Equipment Rentals 3,700 4,700 4,700 - 4,700 Contracted Services 60,100 61,400 61,400 34,381 58,300 Debenture interest 6,900 1,900 1,900 2,005 1,500 354,000 285,900 345,500 288,938 334,500
Net Division Surplus (Deficit) $ 23,000 $ 26,100 $ ( 6,500 ) $ 26,145 $ ( 5,500 )
42 Town of Wolfville 2016/17 Operating Budget - Final Draft Parks Department
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUES Facility fees & cost recoveries - - - 100 - Miscellaneous - 1,900 2,300 PNS conditional grants - - 2,271 TOTAL REVENUE - 1,900 - 4,671 -
EXPENSES Salary and wages 7,000 5,600 7,000 9,942 1,500 Employee Benefits 1,100 1,000 1,100 1,427 300 Seasonal Wages 213,000 172,700 179,500 166,090 163,000 Employee Benefits Seasonal wag 42,600 34,500 39,500 35,434 34,600 Meals and Travel - 400 Professional Development - 800 Utilities 6,400 6,000 6,400 7,784 6,400 Vehicle Fuel 6,800 5,000 6,800 5,992 6,800 Vehicle Repairs & Maintenance 4,200 6,500 4,000 2,641 4,200 Vehicle Insurance 3,200 1,200 1,300 1,317 3,200 Operational Equip & Supplies 53,500 50,000 50,000 52,111 40,000 Contracted Services 25,500 21,000 25,500 27,976 20,500 363,300 304,700 321,100 310,714 280,500
Net Division Surplus (Deficit) $ ( 363,300 ) $ ( 302,800 ) $ ( 321,100 ) $ ( 306,043 ) $ ( 280,500 )
43 Town of Wolfville 2016/17 Operating Budget - Final Draft Planning Division
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUES Zoning & Subdivision approvals 600 200 1,200 1,316 1,200 Bldg Insp. & Development Revenues 75,000 69,900 70,500 65,616 66,000 License & fee revenue 700 600 700 1,164 700 Building & development permits 16,000 17,600 16,000 9,615 16,000 Development agreements 1,000 500 - 2,000 - Cost recoveries from Water Util 9,400 9,000 9,000 7,700 7,700 Cost recoveries from Sewer Dept 3,500 3,400 3,400 3,000 3,000 Land Leases 900 - 900 - 900 Employment grants - - 107,100 101,200 101,700 90,411 95,500
EXPENSES Salary and wages 327,100 316,400 305,700 267,912 248,900 Employee Benefits 59,000 61,200 57,300 47,131 47,300 Seasonal Wages 18,100 17,500 11,000 9,962 11,000 Employee Benefits Seasonal wag 2,200 1,800 1,300 3,541 1,300 Meals and Travel 11,200 11,600 11,200 5,893 11,200 Professional Development - 15,000 - 2,128 - Membership Dues & Fees 2,100 2,000 2,000 951 2,000 Advertising 8,000 5,000 5,700 4,290 4,500 Telecommunications 3,400 4,700 2,000 1,754 1,500 Office Expense 6,400 5,200 5,200 9,601 5,200 Legal 25,000 31,500 15,000 59,478 8,000 Miscellaneous 900 - - - - Contracted Services 17,000 125,000 125,000 51,718 53,500 480,400 596,900 541,400 464,359 394,400
Net Division Surplus (Deficit) (373,300) $ ( 495,700 ) $ ( 439,700 ) $ ( 373,948 ) $ ( 298,900 )
Reserve Funding Transfer from Operating Reserves & Accumulated Syurplus 58,400 100,000 15,000
Net Surplus (Deficit) $ ( 314,900 ) $ ( 339,700 ) $ ( 283,900 )
44 Town of Wolfville 2016/17 Operating Budget - Final Draft Community Development Division
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
REVENUES Downtown Commercial Area - 45,000 45,000 - - Kings County Recreation Contrib - 12,000 12,000 13,165 12,000 Program fees - 19,700 39,800 25,739 39,800 Festival & events revenues 4,000 8,100 16,100 10,011 8,700 Facility fees & cost recoveries 9,600 9,800 9,600 4, 977 9,600 Tourist Bureau revenues 3,000 3,500 3,000 2, 841 3,000 Facility Rental 500 200 500 322 500 PNS conditional grants 7,700 47,500 25,000 43,689 35,000 Other conditional grants 700 6,400 2,700 750 3,500 TOTAL REVENUE 25,500 153,800 153,700 103,678 112,100
EXPENSES Salary and wages 182,600 137,000 166,500 175,366 194,300 Employee Benefits 34,800 23,700 31,400 26,561 39,500 Seasonal/Term Wages 76,200 104,000 105,200 160,129 173,900 Employee Benefits Seasonal wag 8,700 11,900 11,900 15,699 20,900 Meals and Travel 2,800 1,400 3,600 2, 249 3,600 Professional Development 800 3,100 800 617 800 Membership Dues & Fees 4,200 3,000 2,800 2, 957 2,800 Advertising 5,700 5,100 5,500 1, 982 10,500 Telecommunications 6,700 6,400 8,400 8, 038 8,400 Office Expense 3,600 2,900 4,100 3, 065 3,600 Marketing and Communications 16,100 10,000 25,000 16,018 10,000 Utilities 16,400 17,100 16,100 16,466 18,300 Repairs and Maintenance 9,200 5,500 9,200 5, 508 9,800 Operational Equip & Supplies 9,100 3,300 16,800 3, 072 6,800 Program Expenditures 39,400 68,400 80,800 69,887 80,500 Contracted Services 61,300 26,600 58,800 22,395 72,900 Grants to Organizations 72,800 95,300 92,800 72,170 74,700 Debenture interest 2,500 2,700 3,000 3, 432 3,600 552,900 529,000 642,700 607,090 734,900
Net Division Surplus (Deficit) (527,400) $ ( 375,200 ) $ ( 489,000 ) $ ( 503,412 ) $ ( 622,800 )
Reserve Funding Transfer from Operating Reserves - - - & Accumulated Syurplus - - 84,700 - - - 84,700
Net Surplus (Deficit) $ ( 527,400 ) $ ( 489,000 ) $ ( 538,100 )
45 Town of Wolfville 2016/17 Operating Budget - Final Draft Partner Contributions
2016/17 2015/16 2014/15 Budget Forecast Budget Actual Budget
EXPENSES Local partners Grant to WBDC 39,500 40,000 40,000 111,257 110,000
Regional partners Regional Solid Waste 469,400 475,000 499,800 460,070 476,000 Transit services 138,700 147,700 143,000 140,877 149,400 Valley Community Fibre 1,000 700 1,000 858 1,000 Regional Development 25,000 20,800 25,000 10,624 36,000 Kings Partnership Steering Committee - 2,100 5,000 - -
Provincial partners Annapolis Valley Regional Libra 24,000 24,300 24,000 24,320 24,000 Education 680,000 655,900 680,000 662,904 645,200 Corrections 80,200 80,800 80,200 80,222 80,200 Regional Housing Authority 52,200 50,000 34,000 69,182 34,000 Assessment services 77,000 75,600 77,000 75,973 77,000 1,587,000 1,572,900 1,609,000 1,636,287 1,632,800
Net Department Surplus (Deficit) $ ( 1,587,000 ) $ ( 1,572,900 ) $ ( 1,609,000 ) $ ( 1,636,287 ) $ ( 1,632,800 )
46 Town of Wolfville Operating Budget Tax Revenue Requirement 2016/17
BUDGET Current Yr Required Prior Yr 2016/17 Increase 2015/16
Total to be funded by Property Tax Rates 6,608,200 106,200 6,502,000 1.63%
Budget Budget 2016/17 $ Increase 2015/16 RESULTING TAXES Residential ~ No Change to Rate 1.440 5,465,000 130,500 5,334,500 Resource 1.440 9,200 200 9,000 Subtotal from residential sector 5,474,200 130,700 5,343,500 2.45% Commercial 3.560 1,134,000 (24,500) 1,158,500 Business Occupancy 3.560 - - - Subtotal from commercial sector 1,134,000 (24,500) 1,158,500 279,971 -2.11% 178,417 TOTAL 6,608,200 106,200 6,502,000 1.63% Revenue surplus (shortfall) $0 $0
Overall Increase in Tax Revenue 1.63% -
Tax Rate Change Assumption Residential - increase by 1 cent 1.440 1.430 Commercial ~ increase by 1 cent 3.560 3.550
BUDGETED TAXABLE ASSESSMENTS (net of allowance for appeals) Residential 379,511,900 373,044,400 Commercial 31,854,800 32,635,100 Resource 638,800 628,200 Business Occupancy - - TOTAL 412,005,500 406,307,700 101.402%
Allowance Per Roll For Appeals Expected Taxable (net of Cap) & Bus Closings Assessment ASSESSMENTS & Adjustments Residential 380,261,900 (750,000) 379,511,900 Commercial 31,854,800 31,854,800 Resource 638,800 - 638,800 Business Occupancy - - - TOTAL 412,755,500 (750,000) 412,005,500
47 2016/17 Capital Budget Town of Wolfville 2016/17 Capital Budget & Ten Year Capital Investment Plan - Final Draft Fiscal 2016/17 to 2025/26
BUDGET FOCUS Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26
Information Technology Servers 15,000 - - - - -
Other IT Upgrades
Exchange server/domain controller 12,000 Laserfich weblink 20,000 Total Other 32,000 ------
Information Technology $ 32,000 $ - $ - $ - $ 15,000 $ - $ - $ - $ - $ -
Municipal Buildings/Land Acquistions All Buildings Municipal Facilities Assessment outcomes from 2015/16 Assessment won't be available for this round of the CIP Review
Town Hall
Community Development/Public Works Accessibility upgrade 200,000
Visitor Information Centre see below under Community Infrastructure
Library New roof - cfwd 150,000
Land Acquisitions/Disposals
Total Municipal Buildings $ 150,000 $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ -
Protective Services Fire Department Trucks Aerial Ladder Truck 700,000 - Pumper 1 E-One Cyclone 700,000 Ford 4*4 Utility Vehicle 75,000 Pumper 3 E-One Cyclone 750,000 Tanker 6 Int'l Pumper/Tanker Rescue 4 Pumper Rescue Ford Haz Matt vehcile Fire Trucks 75,000 - 700,000 - - 750,000 - - 700,000 -
48 Town of Wolfville 2016/17 Capital Budget & Ten Year Capital Investment Plan - Final Draft Fiscal 2016/17 to 2025/26
BUDGET FOCUS Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Equipment Equipment Upgrades 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000
Misc Fire Equipment 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000
Total Fire Department $ 95,000 $ 20,000 $ 720,000 $ 20,000 $ 20,000 $ 770,000 $ 20,000 $ 20,000 $ 720,000 $ 20,000
Transportation Services Public Works - Fleet Inventory veh # 25 - PW 5 ton plow truck 181,600 185,000 veh # 32 - PW 3/4 ton 36,000 40,600 veh # 19 - PW 3/4 ton Crew Cab 32,300 36,500 veh # 29 - PW sidewalk tractor 120,000 132,600 veh # 36 - Parks loader/backhoe 52,000 57,500 veh # 31 - Parks Kabota 25,600 28,900 veh # 37 - Parks mower 11,500 12,700 veh # 18 - skid steer 46,000 veh # 27 - PW backhoe 101,500 Veh #17 - Regulatory Services Car 25,000 veh # 23 - PW 1 ton 70,200 75,000 veh # 21 - PW 3/4 ton utility van 29,900 35,000 veh # 34 - PW Kabota 28,600 veh # 22 - PW 1/2 ton 27,400 30,000 veh # 20 - Community Services Van 25,000 30,000 veh # 38 - Parks mower 12,500 13,000 veh # 35 - Parks Z Track mower 12,200 13,000 veh # 39 - PW asphalt recycler 110,000 veh # 26 - Parks 1/2 ton 32,400 veh # 28 - PW loader 155,500 veh # 33 - Parks 3/4 ton crew cab 69,300 Rec Dept - Bike Trailer 12,000 New - Utility Trailer Fleet/Equipment 249,900 209,100 46,000 126,500 205,800 142,400 504,700 213,900 12,000 196,000
Transportation Infrastructure includes active transport corridors, street, sidewalk, sanitary & storm sewer where applicable
Highland Ave- Main to Prospect 1,270,000 - Orchard ~ Main to King 595,000 - Wickwire Sidewalk 150,000
Gaspereau - Willow to civic 122 963,000 King St - Victoria to Willow 630,000 Sidewalk - Blomidon Terrace 100,000
Westwood - Main to Irving Centre 1,100,000 - Seaview 665,000
49 Town of Wolfville 2016/17 Capital Budget & Ten Year Capital Investment Plan - Final Draft Fiscal 2016/17 to 2025/26
BUDGET FOCUS Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26
Kent Ave - Main to Queen 1,225,000 Dale St - Sherwood to end 560,000
Pleasant - Sherwood to Huron 670,000 Highland - Prospect to Wallace 610,000 Highland - Wallace to Bay 290,000
Maple Ave - Main to civic 31 - 720,000 Earnscliffe Ave. 1,173,000
Maple Ave -civic 31 to end 1,272,000 Wickwire - Little to Beckwith 675,000
University - Main to Crowell 1,365,000 Victoria - Main to King 665,000
Highland - Catherine to Catherine 845,000 Pleasant - Huron to Orchard 820,000
Gaspereau - civic 122 to Fowler 963,000 Highland - Catherine to Skyway 330,000
Engineering - design work year in advance 84,700 88,300 89,300 78,500 94,700 97,400 101,500 83,300 64,700 80,000
2,099,700 1,781,300 1,854,300 1,863, 500 1,664, 700 1,990, 400 2,048, 500 2,113, 300 1,729, 700 1,373,000
Streets, Sidewalks, Parking Lots 2,099,700 1,781,300 1,854,300 1,863, 500 1,664, 700 1,990, 400 2,048, 500 2,113, 300 1,729, 700 1,373,000
Other Transportation
Decorative Downtown Light Posts - Main & Harboursi 30,000 Decorative Downtown Light Posts 75,000 Decorative Downtown Light Posts - to Willow 200,000
Replace storm through Waterfront Park 110,000 Asset Mgt Plan 100,000 New Fuel Tanks & Pumps 35,000 Traffic lights @ Gaspereau/Main - 200,000 Shoreline Protection 100,000 100,000 100,000 Storm Water Mgt Plan - 275,000 100,000 100,000 175,000 - 200,000 - - 200,000 - Other Transportation TOTAL TRANSPORTATION $ 2,624,600 $ 2,090,400 $ 2,000,300 $ 2,165,000 $ 1,870,500 $ 2,332,800 $ 2,553,200 $ 2,327,200 $ 1,941,700 $ 1,569, 000
Environmental Health Services Sewer Treatment
50 Town of Wolfville 2016/17 Capital Budget & Ten Year Capital Investment Plan - Final Draft Fiscal 2016/17 to 2025/26
BUDGET FOCUS Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Dredge Lagoon ~ cell #2 (cfwd) 125,000 Refurbish Aeration lines cell #2 50,000
Ultra-violet treatment system 150,000
125,000 50,000 150,000 ------
Sanitary Sewer Collection
Generator (s) Lift Sations 60,000 Equipment - sewer flusher/rodder 40,000 100,000 ------
TOTAL Environmental Health Services $ 225,000 $ 50,000 $ 150,000 $ - $ - $ - $ - $ - $ - $ -
Community Infrastructure
West End Gateway Cemetary Wall - cfwd 100,000 Clock Park Lighting 50,000 Clock Park water feature - cfwd 75,000 Detail Design and Upgrades 30,000 55,000
Rail Trail Development Completion of Cherry to western border - cfwd 30,000 Waterfront Park to eastern border 15,000 80,000
East End Gateway Land acquisition 20,000 125,000 Trail Head - Blue Route 50,000 Skateboard Park 250,000 Splash Pad 100,000 VIC & Willow Park Upgrades 5,000 200,000 Other upgrades and design 40,000 45,000
Comfort Station Generator 75,000
Evangeline Park 20,000
Rail Land Development 50,000
Nature Preserve - dam upgrade 200,000
Decorative lights - waterfront 30,000 Decorative lights - robie tufts 30,000
Tennis Courts - resurface 30,000
51 Town of Wolfville 2016/17 Capital Budget & Ten Year Capital Investment Plan - Final Draft Fiscal 2016/17 to 2025/26
BUDGET FOCUS Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 West End Parkland 80,000 Robie Tufts 30,000
Waterfront Park 50,000 50,000 Ravine Trail - West End 50,000
$ 250,000 $ 645,000 $ 330,000 $ 130,000 $ 130,000 $ 330,000 $ - $ 50,000 $ - $ 100,000
GRAND TOTAL ALL PROJECTS $ 3,376,600 $ 2,805,400 $ 3,400,300 $ 2,315,000 $ 2,035,500 $ 3,432,800 $ 2,573,200 $ 2,397,200 $ 2,661,700 $ 1,689,000 $ 26,686,700
52 2016/17 Capital Budget Funding Summary Town of Wolfville Capital Budget 2016/17 Funding Sumary
Internal Sources External Sorces Town Current & Past Years Future Years Budget Budget Total Budget Capital Operating Long Term Fed Grant Fed/Prov Energy Fed/Prov Water PROJECT Cost Reserves Reserves Debt Gas Tax Build Canada Grants other Other Utility Information Technology Infrastructure Upgrades 32,000 32,000 -
Municipal Buildings 150,000 - 150,000 -
Fire Services Equipment Upgrades 20,000 20,000 Vehicles 75,000 65,000 10,000
Public Works Equipment Vehicle/Equipment replacement 249,900 219,900 30,000
Street reconstruction projects 2,099,700 668,500 665,000 300,000 - 466,200
Other 275,000 65,000 100,000 110,000
Environmental Health Services Sewage Treatment 125,000 - 125,000
Sewage Collection 100,000 100,000
Community Services 250,000 - 43,000 125,000 82, 000
Totals 3,376,600 1,170,400 143,000 1,175,000 300,000 - - - 122,000 466,200
2/24/2016 53 Town of Wolfville Capital Budget 2016/17 Funding Sumary
Internal Sources External Sorces Town Current & Past Years Future Years Budget Budget Total Budget Capital Operating Long Term Fed Grant Fed/Prov Energy Fed/Prov Water PROJECT Cost Reserves Reserves Debt Gas Tax Build Canada Grants other Other Utility Information Technology Infrastructure Upgrades - - -
Municipal Buildings - - -
Fire Services Equipment Upgrades 20,000 20,000 Vehicles - -
Public Works Equipment Vehicle/Equipment replacement 209,100 189,100 20,000
Street reconstruction projects 1,781,300 541,500 541,500 300,000 - 398,300
Other P Wks projects 100,000 - 100,000
Environmental Health Services Sewage Treatment 50,000 50,000
Community Services 645,000 388,300 200,000 56,700
Totals 2,805,400 1,188,900 100,000 741,500 300,000 - - - 76,700 398,300
54 Town of Wolfville Capital Budget 2016/17 Funding Sumary
Internal Sources External Sorces Current & Past Years Future Years Budget Budget Total Budget Capital Operating Long Term Fed Grant Fed/Prov Energy Fed/Prov Cost Reserves Reserves Debt Gas Tax Build Canada Grants other Other Information Technology Infrastructure Upgrades - - -
Municipal Buildings 200,000 200,000
Fire Services Equipment Upgrades 20,000 20,000 Vehicles 700,000 700,000
Public Works Vehicle/Equipment replacement 46,000 41,000 5,000
Street reconstruction projects 1,854,300 556,400 556,400 300,000 -
Other P WksProjects 100,000 - 100,000
Environmental Health Services Sewage Treatment 150,000 - 150,000
Sewage Collection - -
Storm Water Management -
Community Services 330,000 203,300 - 126,700
Totals 3,400,300 1,720,700 100,000 706,400 300,000 - - - 131,700
55 Reserve Balances Town of Wolfville 2016/17 Budget ‐ Final Draft Reserve Balances Assumes 2% Annual Increase in Capital Funding
$2,000,000 March 31, 2016 Estimated Unrestricted Operating Reserves Balance $1,325,675 Estimated Unrestricted Capital Reserve Balance$1,513,155 $1,500,000
$1,000,000 Unrestricted Capital Reserves Unrestricted Operating Reserves
$500,000
$‐ March March March March March March March March March March March Mardh Mardh 31/14 31/15 31/16 31/17 31/18 31/19 31/20 31/21 31/22 31/23 31/24 31/25 31/26
$(500,000) Fiscal Year End
56 2016/17 Three Year Water Utility Budget Town of Wolfville Water Utility Operating and Capital Budget ~ Final Draft
2015/16 2016/17 2017/18 2018/19 Forecast Budget Budget Budget Budget
Operating Revenue: Metered Sales 651,000 670,000 660,000 666,600 673,300 Fire Protection Charges 388,300 379,700 380,000 380,000 380,000 Sprinkler Service 7,500 7,500 7,500 7,500 7,500 Other 9,000 1,200 1,200 2,000 2,000 Interest on Arrears 1,000 1,500 1,500 1,500 1,500 Investment Income 5,000 5,000 5,000 5,000 5,000 1,061,800 1,064,900 1,055,200 1,062,600 1,069,300
Operating Expenditures: Source of Supply: Salary and wages - - - - - Employee Benefits - - - - - Operational equipment & supplies ------
Power & Pumping Salary and wages 9,000 13,000 11,000 11,300 11,600 Employee Benefits 1,800 2,600 2,200 2,300 2,300 Utilities 91,000 92,400 92,400 95,200 98,100 Operational equipment & supplies 5,000 10,200 8,000 5,500 5,500 106,800 118,200 113,600 114,300 117,500
Treatment: Salary and wages 14,000 18,600 21,000 21,600 22,200 Employee benefits 2,800 3,700 4,200 4,300 4,400 Operational equipment & supplies 63,000 35,700 40,000 22,000 22,000 Contracted Service 10,000 39,300 9,000 9,000 9,000 89,800 97,300 74,200 56,900 57,600
Transmission & Distribution Wages 96,000 79,100 85,000 87,300 89,700 Employee Benefits 19,200 15,800 17,000 17,500 17,900 Telecommunications 2,500 3,800 2,500 2,500 2,500 Operational equipment & supplies 94,000 42,000 60,000 60,000 60,000 Equipment Maintenance 1,000 5,000 5,000 5,000 5,000 Contracted Service 25,000 59,000 30,000 30,300 30,600 237,700 204,700 199,500 202,600 205,700
Administration And General Salary/wages 120,000 98,100 118,000 121,000 124,000 Employee Benefits 24,000 19,600 23,600 24,200 24,800 Travel and meals 400 400 400 400 400 Professional development 3,000 3,900 3,900 4,400 4,500 Office expense 33,000 38,300 33,000 33,300 33,600 Insurance 7,200 7,500 7,500 7,600 7,700 Audit 5,000 5,000 5,500 5,500 5,500 Property taxes 53,600 59,600 55,000 56,100 57,200 Vehicle fuel 1,500 2,500 2,500 2,500 2,500 Vehicle repairs & maintenance 14,000 21,000 21,000 21,200 21,400 Vehicle insurance 400 400 400 400 400 Contracted services 13,000 16,000 16,000 16,000 16,000 Depreciation 128,600 128,600 127,000 128,300 129,600 Doubtful accounts allowance 1,000 1,000 1,000 1,000 1,000 404,700 401,900 414,800 421,900 428,600 Operating Expense total 839,000 822,100 802,100 795,700 809,400
NET OPERATING REVENUE: 222,800 242,800 253,100 266,900 259,900
57 Town of Wolfville Water Utility Operating and Capital Budget ~ Final Draft
2015/16 2016/17 2017/18 2018/19 Forecast Budget Budget Budget Budget
Non Operating Revenue: Transfer from Capital Reserve (Dep'n) 455,000 457,900 127,000 128,300 129,600 Debenture Funding 592,500 Federal/Provincial Capital Grants - - - 455,000 457,900 719,500 128,300 129,600
Non Operating Expenditures: Debenture Interest 18,100 17,900 14,700 16,400 22,400 Debenture Principle 90,000 90,000 90,000 83,100 112,100 Other Debt Charges 100 500 500 500 500 Remote Meter System 30,000 35,000 35,000 35,000 35,000 Trench Box 17,500 15,000 - - Engineering - relocate transmission lines 30,000 30,000 Land acquistion - right of way - 15,000 Oak Ave. 75,000 75,000 Cherry Lane 175,000 175,000 Prospect 250,000 250,000 Sunset Terrace/Sylvan Dr - to Glooscap 275,000 Highland Ave- Main to Prospect 317,500 Orchard ~ Main to King 148,700
Gaspereau - Willow to civic 122 240,700 King St - Victoria to Willow 157,500
Westwood - Main to Irving Centre 275,000 Seaview 166,300 - - - - 685,700 703,400 881,400 533,200 611,300
Net Surplus (Deficit) $ (7,900) $ (2,700) $ 91,200 $ (138,000) $ (221,800)
Accumulated Surplus, Operating Fund $ 808,900 $ 900,100 $ 762,100 $ 540,300
Capital Reserve Fund at Year End Water Depreciation Reserve Acct Balance : $ - $ - $ - $ - $ -
58 REQUEST FOR DECISION 014-2016 Appointment of Level-1 Building Official Date: March 1, 2016 Department: Community Development
SUMMARY
Appointment of Level-1 Building Official
For Council to consider the Staff recommendation regarding the Appointment of a Level-1 Building Official.
DRAFT MOTION:
That Committee of the Whole recommend the appointment of Ergin Nemburt as the Level-1 Building Official for the Town of Wolfville.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION 014-2016 Appointment of Level-1 Building Official Date: March 1, 2016 Department: Community Development
1) COMMENT / RECOMMENDATION – CAO The CAO supports staff’s recommendation as it allows the Town to continue to provide required building official services pursuant to the Nova Scotia Building Act and Regulations.
2) RECOMMENDATION Staff recommends that Council appoint Ergin Nemburt as the Town’s Building Official for Level 1, Part 9 buildings.
3) DRAFT MOTION That Council appoints Mr. Ergin Nemburt as the Town’s Building Official for Level 1, Part 9 buildings pursuant to Section 5(2) of the Building Code Act, Chapter 46 of the Revised Statutes, 1989.
4) PURPOSE OF REPORT To appoint a Level 1 Building Official for the Town of Wolfville.
5) DISCUSSION Ergin Nemburt is now a fully qualified Level 1 Building Official and is one course away from achieving his Level 2 qualification (completion expected April 2016). The completion of various courses and testing are required from the Nova Scotia Building Code Training and Certification Board to qualify as a Level 1 and Level 2 Building Official (see Attachment 2 for details).
Currently the Town is contracting building inspection services to Glen LeLacheur. Mr. LeLacheur will continue to provide Level 2 Building Official services until Mr. Nemburt completes the required level 2 training/testing. Glen is a fully qualified Level 2 Building Official with over 37 years of experience and will continue to provide mentorship to Ergin as he moves toward becoming a fully qualified inspector. A future RFD will be brought forward to Council to appoint Mr. Nemburt as a fully qualified (level 1 and 2) Building Official.
The Town of Windsor will also be appointing Mr. Nemburt as their Level 1 Building Official as per the shared service agreement.
Request for Decision, Page 2 of 3 REQUEST FOR DECISION 014-2016 Appointment of Level-1 Building Official Date: March 1, 2016 Department: Community Development
6) POLICY CONSIDERATIONS Pursuant to Section 5(2) the Nova Scotia Building Code Act Council is required to appoint a building official or building officials to administer and enforce the Building Code Act in the municipality.
7) BUDGET CONSIDERATIONS The Building Inspector position is a permanent budgeted position of the Town of Wolfville.
8) COMMUNICATIONS REQUIREMENTS Staff will be advised of the appointment and changes to contact information will be made where necessary.
9) REFERENCES TO COUNCIL STRATEGIC PLAN 5. Efficient and Effective Leadership from a Committed and Reponsive Executive and Administrative Team.
10) ATTACHMENTS 1. Letter from Nova Scotia Building Code Training and Certification Board 2. Qualification and Certification requirements from the Nova Scotia Building Code Training and Certification Board.
11) SUMMARY Mr. Nemburt has achieved his level 1 qualification and it is recommended he be appointed as the Building Official for Level 1, Part 9 buildings.
Request for Decision, Page 3 of 3 Qualified Building Official Policy and Administrative Framework Nova Scotia Building Code Training and Certification Board
Preamble
Effective September 1, 2008 in order to be appointed a municipal building official under the Building Code Act in Nova Scotia you must be in receipt of a Diploma from the Nova Scotia Building Code Training and Certification Board (the Board) stating you are qualified as per the requirements and policies established by the Board and be a member of the Nova Scotia Building Officials Association (NSBOA).
Code of Ethics
There will be an updated Code of Ethics established by the NSBOA. Under the new Code of Ethics a building officials can only inspect buildings in accordance with the diploma issued to the municipal building official by the Board.
Right to Inspect
When you have completed the Level 1 curriculum as outlined in the Professional Building Official's Studies Program of the Board you may apply for a Level 1 diploma from the Board. This diploma will qualify you as a municipal building official. With this diploma you are Qualified to inspect:
• all part 9 buildings (C, D, E, F2,IF3 Occupancies) not more than 3 stories in height and up to 600 square metres;
• buildings of assembly occupancy not more than one story in building height and building area of not more than 200 square metres; and
• buildings of high hazard industrial occupancy not more than one story in building height and building area of not more than 200 square metres.
When you have completed the Level 11 curriculum as outlined in the Professional Building Official's Studies Program of the Board you may apply for a Level 11 diploma from the Board. This diploma will entitle you to inspect all buildings.
Exemptions
NSBOA members who are currently Appointed, Certified or both. Any member who is currently a "Certified Level 1 Building Official" and has been appointed pursuant to the BCA as municipal building inspector in Nova Scotia for 3 years, upon application to the Board, would be eligible for a diploma stating you are Qualified (Ql) Building Official. Such applications can be made up to August 31, 2008.
I of2 Members who are a "Certified Level 2 Building Official" and have appointed a municipal building inspector pursuant to the BCA in Nova Scotia for 5 years, upon application to the Board, would be eligible for a diploma stating they are eligible, Qualified (Q2), to inspect all buildings in Nova Scotia. Such applications can be made up to August 31, 2008.
Requirements for NSBOA members who are currently Certified and appointed pursuant to the BCA with for less than 3 years (at September 2008).
Any member who is currently a "Certified Level 1 Building Official" and has been appointed pursuant to the BCA as municipal building inspector in Nova Scotia for less than 3 years, upon application to the Board, would be eligible for a diploma advising they are Qualified (Ql) Building Official, upon successful completion of the curriculum, as outlined in the Professional Building Official's Studies Program of the Board. Persons in this situation would be required to complete the all courses identified in the Professional Building Official's Studies Program of the Board Appendix "B" except the Introduction to the Building Code course.
Members who are a "Certified Level 2 Building Official" and have been appointed a m1micipal building inspector pursuant to the BCA in Nova Scotia for less 5 years, upon application to the Board, would be eligible for a diploma advising they are eligible, Qualified (Q2), to inspect all buildings in Nova Scotia upon completion of the curriculum, as outlined in the Professional Building Official's Studies Program of the Board. Persons in this situation would be required to complete the Part 3 Life Safety Systems and the Part 3 Fire Protection Courses of the Professional Building Official's Studies Program ofthe Board.
Requirements for NSBOA members who are currently enrolled in NSBOA Professional Studies Program but not appointed pursuant to the BCA
Any member of NSBOA enrolled in the NSBOA 's Professional Studies Program" who has successfully completed the curriculum requirements of NSBOA 's Professional Studies Program (April 25 .. 2001 as amended) Level 1 requirements Appendix "A" by August 31,2008 is eligible for a diploma advising they are a Qualified (QI) Building Official upon successful completion of the curriculum, as outlined in the Professional Building Official's Studies Program of the Board. Persons in this situation would be required to complete the all courses identified in the Professional Building Official's Studies Program of the Board except the Introduction to the Building Code course.
Any member of NSBOA enrolled in NSBOA 's Professional Studies Program who has successfully completed the curriculum requirements of NSBOA 's Professional Studies Program (April 25 .. 2001 as amended) existing Level 1 and Level 11 requirements Appendix "A" by August 31, 2008 is eligible for a diploma advising they are Qualified (Q2) to inspect all buildings upon successful completion of the curriculum, as outlined in the Professional Building Official's Studies Program of the Board. Persons in this situation would be required to complete the Part 3 Life Safety Systems and the Part 3 Fire Protection Courses of the Professional Building Official's Studies Program of the Board.
2 of2 Table 1
NOVA SCOTIA BUILDING CODE TRAINING AND CERTIFICATION BOARD QUALIFICATION AND CERTIFICATION REQUIREMENTS
Building Code Level I Diploma of Qualification Requirements
Entry Requirements Grade 12 & 2 years Technical School training or equivalents Application approved by NSBOA Membership Committee. Prerequisite Courses Legal Introduction to the Building Code Pass of 70% or greater required in all courses Communication
Courses Part 9 The House Building Envelope Part 9 The House Health and Safety Part 9 Structural Requirements Part 9 HVAC and Fire Protection Part 9 Plan Examination Pass of 70% or greater required in all courses Barrier- free Design Introduction to Plumbing Inspection Determining a Buildings Classification Introduction to Complex Buildings
Certified Building Official I Prerequisite Diploma - Building Code Level Diploma I Requirements • Technical Paper Approved by NSBOA • 3 years experience from your date of Appointment • 60 Inspections Building Code Level II Diploma of Qualification Requirements
Prerequisite Building Code Diploma I
Courses Part 3 Building Classification and Fire Safety Provisions Part 3 Health and Safety Requirements Part 3 Building Design - Egress and Exits and Fire Safety Requirements Part 3 Plan Examination Strategies Part 3 Life Safety Systems Part 3 Fire Protection Pass of 70% or greater required in all courses
Certified Building Official II Diploma - Building Code level II Diploma Prerequisite
Requirements • Technical Paper approved by NSBOA • 2 additional years experience as a Level 2 Building Official • 60 Level 2 Inspections The 2 year time frame starts the date of the first Level II Inspection after the applicant is qualified Level II. Table 2
NSBCTCB POLICIES FOR THE QUALIFICATION AND CERTIFICATION OF BUILDING OFFICIALS IN NOVA SCOTIA WHO HAVE RECEIVED NATIONAL DESIGNATIONS FROM ACBOA 1. An applicant who holds a Canadian Certified Building Official Part 9 designation from ACBOA is eligible for a Building Code Level I Diploma of Qualification from the NSBCTCB. 2. An applicant who holds an Associate Building Official Part 9 designation from ACBOA would be eligible for a Building Code Level I Diploma of Qualification from the NSBCTCB subject to passing a Level 1 Equivalency Exam or passing the additional courses included in the NSBCTCB Model. 3. An applicant who holds an Associate Building Official Part 9 designation from ACBOA and has also completed the following Part 3 courses; Building Classification and Fire Safety Provisions; Health and Safety Requirements; and Building Design Egress and Exits and Fire Safety Requirements would be eligible for a Building Code Level I Diploma of Qualification from the NSBCTCB subject passing the Introduction to Plumbing Inspection course or writing an Equivalency Exam for this course. 4. An applicant who holds Level I Diploma from the NSBCTCB and also holds a Canadian Certified Building Official Part 3 designation from ACBOA would be eligible for a Level II Diploma from the NSBCTCB 5. An applicant who holds a Canadian Registered Building Official Designation from ACBOA is eligible for a Level II Diploma from the NSBCTCB.
2 Scope of Practice by Qualification
Qualified or Certified Building Official in Nova Scotia receive diplomas from the Nova Scotia Building Code Training and Certification Board. There are two Levels of Diplomas of Qualifications. These diplomas limit the scope of practice of Building Officials as outlined in the chart as described under the Building Code Act and Regulation of Nova Scotia as follows:
Table 3 Scope of Practice by Qualifi NBC Group A Group B Group C Group D Group E Group F occupancy Division Division 1, 2 Residential Business Mercantile Division classification* 1,2,3,4 Care or Personal 1,2,3, Assembly Detention Services Industrial
Qualified/ Div 1,2,3,4 none Part 9 Part 9 Part 9 Div 1 - not more Certified not more than than 200 m' and Level One 200 m' and not more than not more than one storey in one storey in building height building height Div 2, 3-Part 9
Qualified/ ALL ALL ALL ALL ALL ALL Certified Level Two as defined by the National Building Code of Ganada
Qualified Level One Certified Level One
All Part 9 buildings as determined by the National Building Code of Canada, including all buildings of three storeys or Jess in building height, having a building area not exceeding 600 square metres [6,460 =/- sq. ft.] classified as a (a) residential occupancy, (b) business and personal services occupancy, (c) mercantile occupancy, or (d) low and medium hazard industrial occupancy, (e) assembly occupancies of not more than one storey in building height, having a 2 building area of not more than 200m , (d) high hazard industrial occupancy of not more than one storey in building height, 2 having a building area of not more than 200m •
Qualified Level Two Certified Level Two
All buildings
REQUEST FOR DECISION 008-2016 Grants to Organizations Date: February 2, 2016/ March 1, 2016 Department: Community Development
SUMMARY
Grants to Organizations
The Town of Wolfville has offered the Community Partnership Program (CPP) since 2003 to non-profit organizations and registered charities that: operate facilities which are available for use by residents of the Town of Wolfville; organize or operate programs for the benefit of the residents of the Town of Wolfville; or coordinate and implement festivals and events in the Town of Wolfville. In 2013, the Town adopted a Community Partnership Program Policy and later amended the Policy in 2014. Although the CPP Policy is fairly recent there are a number of factors that contributed to the current review and proposed Grants to Organizations Policy.
The proposed policy has two programs the Strategic Partnership Program and the Community Partnership Program. Details of the programs are outlined in the discussion and financial implications section of this RFD.
On February 2, 2016 Council provide the following direction to staff
• Change “added value or adds value” to “alignment Council’s Strategic Plan”. • Staff will administer the Community Partnership Program Grants. The Evaluation Criteria has been updated to reflect this decision.
In addition, staff will be holding an open house with all potential applicants to discuss the proposed changes to the policy. An update on the open house will be provided as a verbal update to Council on March 1.
Decision Points:
Decision Proposed Deadline for Decision Decide who will administer the CPP applications – staff or Council. February 16, 2016 Approve the proposed Grants to Organizations Policy March 22, 2016 Honour Schedule A for one fiscal year at the proposed contributions while March 22, 2016 Partnership Agreements are developed with the organizations. Determine the level of funding for the CPP requests – should be a minimum of Provide direction on $20,000 to a maximum of $30,000. (see Financial Implications for more March 1, 2016 information) Determine the allocation of the remaining funds in the proposed Grants to General discussion on Organizations allowance. (see Financial Implications for more information) March 1, 2016 DRAFT MOTION:
That Council approve the Grants to Organization Policy 710-003, and honour the contributions outlined in schedule A for one fiscal year starting in 2016/17 without Partnership Agreements.
Request for Decision, Page 1 of 7 REQUEST FOR DECISION 008-2016 Grants to Organizations Date: February 2, 2016/ March 1, 2016 Department: Community Development
1) CAO COMMENTS The CAO supports the recommendations of staff. The suggested changes provide clarity and make it easier for staff to administer requests.
2) LEGISLATIVE AUTHORITY Clause 65 (au) of the Municipal Government Act permits that Council may expend money required by the municipality for a grant or contribution to
i. a society within the meaning of the Children and Family Services Act, ii. a mental health clinic in receipt of financial assistance from the Province, iii. an exhibition held by an educational institution in the municipality, iv. a club, association or exhibition within the meaning of the Agriculture and Marketing Act, v. any charitable, nursing, medical, athletic, educational, environmental, cultural, community, fraternal, recreational, religious, sporting or social organization within the Province, vi. a day care licensed under the Day Care Act, vii. a registered Canadian charitable organization, viii. a village, and the municipality shall publish annually a list of the organizations and grants or contributions made pursuant to this clause in a newspaper circulating in the municipality;.
3) STAFF RECOMMENDATION Staff recommends that Council approve the Grants to Organizations Policy 710-003 to replace the Community Partnership Program Policy 710-001 and that Schedule A of Policy 710-003 be effective April 1, 2016.
4) REFERENCES AND ATTACHMENTS • Grants to Organizations Policy 710-003 (attached) • Community Partnership Program Policy 710-001 • Municipal Government Act
5) PURPOSE OF REPORT The purpose of this report is to provide Council with a summary of changes and recommendations to the distribution of funding for Grants to Organizations.
6) DISCUSSION The Town of Wolfville has offered the Community Partnership Program (CPP) since 2003 to non-profit organizations and registered charities that: operate facilities which are available for use by residents of the Town of Wolfville; organize or operate programs for the benefit of the residents of the Town of
Request for Decision, Page 2 of 7 REQUEST FOR DECISION 008-2016 Grants to Organizations Date: February 2, 2016/ March 1, 2016 Department: Community Development
Wolfville; or coordinate and implement festivals and events in the Town of Wolfville. In 2013, the Town adopted a Community Partnership Program Policy and later amended the Policy in 2014.
Although the CPP Policy is fairly recent there are a number of factors that contributed to the current review and proposed Grants to Organizations Policy.
1. The Town receives requests from organizations annually that are considered staples in the community either by operating a facility or running a festival/event. There have been discussions of providing core funding to these organizations – both facilities and festival and events – and the proposed policy reflects this.
2. The Town has provided core funding to the Wolfville Historical Society for the past seven years outside of a policy or agreement. The proposed policy provides a recommendation/solution.
3. The Town receives large and small requests that may not fall within the current CPP and the staff recommendation would be not to provide funding. This can be difficult, politically; therefore the proposed policy provides an alternative option to allow Council to deal with the smaller requests (below $2,000).
Strategic Partnership Program
Section 5.2 of the Policy is dedicated to the proposed Strategic Partnership Program, which would provide four year funding to organizations that Council and staff have identified as key assets to the community and a Partnership Agreement has been signed to reflect the responsibilities and expectations for each partner. The Agreements should add value to the Wolfville community and solidify relationships that have been on-going but not well documented over the years.
Schedule A of the policy outlines the three categories of the Strategic Partnership Program;
a. Facility Operators: providing affordable multipurpose recreational space to the community, b. Signature Festivals and Events: supporting the growth and success of Wolfville’s signature festival and events, c. Community Organizations: building the capacity of organizations that provide benefit to the community
The intention is that when a partnership agreement is signed (appendix A of the policy) the organizations would expect to receive the amount noted in Schedule A for four years. After four years the agreement would reviewed and the Schedule should be approved by Council. The maximum contribution to an organization will not exceed $5,000.
Request for Decision, Page 3 of 7 REQUEST FOR DECISION 008-2016 Grants to Organizations Date: February 2, 2016/ March 1, 2016 Department: Community Development
The proposed Schedule A is based on historical requests/contributions and staff recommends that Schedule A be honoured for one fiscal year while staff get the Partnership Agreements in place. The Wolfville Historical Society contribution is currently $10,000 and should be honoured for 2016/17 based on the late notice to reduce the funding; however staff recommend that through negotiations that the level of funding be reduced to $5,000 for 2017/18 to be consistent with the policy and other Schedule A organizations. If there are changes to the proposed amounts (i.e. Wolfville Historical Society) the policy will be amended prior to April 1, 2017. The total committed funding through the Strategic Partnership Program is proposed at $41,850.
Proposed Grants to Organizations Policy, Schedule A Acadia Cinema Co-op $ 4,500.00 Wolfville Curling Club 2,850.00 Wolfville Lions Club 4,500.00 Deep Roots Music Festival 5,000.00 Devour! The Food Film Festival 5,000.00 Valley Harvest Marathon 5,000.00 Wolfville Farmers' Market 5,000.00 Wolfville Historical Society 10,000.00 Total $ 41,850.00
Community Partnership Program
Section 5.3 is the revised Community Partnership Program. The program has been limited to two funding streams – programs and local events. The maximum funding has been lowered from $5,000 to $2,000, which allows the level of funding for the program to benefit a larger number of local organizations. As well, staff have provided Council with an option for administering the grants;
1) All applications will be administered by Town staff applying the criteria outlined in Appendix B of the policy; or 2) All applications will be reviewed and approved by Council at the regular Committee of the Whole meeting following the deadline for applications.
Option 1 would mean that applications would not come to Council for approval, however through the CAO update at COW, a list of applicants would be provided to Council. Option 2 would eliminate the evaluation criteria in Appendix B and all decisions would be made by Council without recommendations from staff.
Staff recommends that significant requests be handled as budget items and not funded through the core Grants to Organization funding. Section 5.1.6 provides evaluation criteria that Council should consider when funding a significant request that is greater than $5,000 and commits the Town for more than two fiscal years. Historical requests of this nature include the Valley Hospice, Wolfville School Playground
Request for Decision, Page 4 of 7 REQUEST FOR DECISION 008-2016 Grants to Organizations Date: February 2, 2016/ March 1, 2016 Department: Community Development
and L’Arche). These types of requests are difficult to govern in policy because one size does not fit all and there are factors such as the financial capacity of the Town that have to be considered at the time of the request. Council should also be cautious of committing future Councils to long-term funding which is why a commitment of two years has been recommended. Requests for more than two years should be considered through the Strategic Partnership Program.
Based on requests from 2015, at a maximum of $2,000, requests received to-date and expected requests; the estimated level of funding required is $20,000. However, if Council were to provide the same level of available funding for CPP requests in 2016/17 as 2015/16 the level should be $30,000.
2015/16 Funding Levels 2016/17 Funding Levels CPP $ 62,000 CPP $ 30,000 Wolfville Historical Society (WHS) 10,000 Schedule A (including WHS) 41,850 Total $ 72,000 Total $71,850
Decision Points:
Decision Proposed Deadline for Decision Decide who will administer the CPP applications – staff or Council. February 16, 2016 Approve the proposed Grants to Organizations Policy March 22, 2016 Honour Schedule A for one fiscal year at the proposed contributions while March 22, 2016 Partnership Agreements are developed with the organizations. Determine the level of funding for the CPP requests – should be a minimum of Provide direction on $20,000 to a maximum of $30,000. (see Financial Implications for more March 1, 2016 information) Determine the allocation of the remaining funds in the proposed Grants to General discussion on Organizations allowance. (see Financial Implications for more information) March 1, 2016
7) FINANCIAL IMPLICATIONS The total Grants to Organizations budget has typically held at approximately $89,000. In 2015/16 this allowance was larger due to the additional funding from the business development area rate. The proposed budget allowance for Grants to Organizations for 2016/17 is $89,800. Below are two tables representing the historical funding levels that contributed to this allowance and the proposed for 201 6/17.
Request for Decision, Page 5 of 7 REQUEST FOR DECISION 008-2016 Grants to Organizations Date: February 2, 2016/ March 1, 2016 Department: Community Development
The proposed budget highlights: Historical Contributions – Grants to Organizations • Includes an increase in the Acadia Scholarship Acadia Scholarship 10,000.00 line by $500 for the Bob Stead Bursary. VON 5,000.00 • Does not include the VON at $5,000 CPP 62,000.00 Historical Society 10,000.00 • Apple Blossom and the AVCC Business Awards Apple Blossom 2,000.00 sponsorship are included in the CPP funding. AVCC Business Awards 500.00 Total Grants to Organizations 89,500.00
If CPP is If CPP is If CPP is $30,000 $25,000 $20,000 Grants to Organizations Proposed Budget Allowance 2016/17 $89,800.00 $89,800.00 $89,800.00 Acadia Scholarship and Bursary 10,500.00 10,500.00 10,500.00 Proposed Grants to Organizations Policy, Schedule A 41,850.00 41,850.00 41,850.00 Proposed Community Partnership Program Allowance 30,000.00 25,000.00 20,000.00 Remaining Grants to Organization Allowance 7,450.00 12,450.00 17,450.00
Council shall determine the level of funding available for CPP requests. The Remaining Grants to Organization Allowance may be allocated to requests not included above or the allowance could be reduced in the 2016/17 budget.
Requests not included in the Proposed Grants to Organization Allowance for 2016/17:
Acadia Facility Partnership 25,000.00 AVCC (Tourism) 5,000.00 Kings County Senior Safety 3,600.00 Kings County Volunteer Resource Centre 2,000.00 L'Arche Homefires 20,000.00 Valley Search and Rescue 13,000.00 VON 5,000.00 Wolfville Magic Winery Bus 10,000.00 Sum of Requests for Funding 83,600.00
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS • Strategic Priority 3: A Growing Population Encompassing All Ages and Stages Who Live in Safe, Attractive, Cohesive Neighbourhoods • Strategic Priority 4: A Robust Active Living and Cultural Community.
Request for Decision, Page 6 of 7 REQUEST FOR DECISION 008-2016 Grants to Organizations Date: February 2, 2016/ March 1, 2016 Department: Community Development
9) COMMUNICATION REQUIREMENTS Staff is preparing a Communications Checklist for this Policy, which will be presented on February 2.
If this policy is approved on February 16, 2016 applications will open at this time and close on April 1, 2016. Funding would be disbursed by April 30, 2016 as per the policy.
If the policy is approved on March 22, 2016 applications will open for one month, closing April 22, 2016. Funding would be distributed by May 30, 2016 at the latest. The policy disbursement dates would be in effect for the August deadline and subsequent fiscal years.
10) ALTERNATIVES • Council has a number of decision points for this policy as outlined in the discussion.
Request for Decision, Page 7 of 7 Policy No. 710-003 Grants to Organizations
POLICY
Grants to Organizations
Policy No. 710-003 Supersedes Policy No. 710-001 Effective Date Approval By Council Resolution No. February 16, 2016
1.0 Purpose The purpose of this policy is to provide guidelines for reviewing and evaluating requests from organizations for financial assistance pursuant to clause 65 (au) of the Municipal Government Act.
2.0 Scope This policy affects non-profit organizations and registered charities operating community facilities, programs or festival and events in the Town of Wolfville.
3.0 References
3.1 Municipal Government Act
3.2 Signing Authority Policy, 120-011
4.0 Definitions
4.1 Council means the Town Council of the Town of Wolfville.
4.2 Non-Profit Organization means a registered organization under the Nova Scotia Registry of Joint Stock Companies that is incorporated under the Societies Act or as a non-profit co-operative.
4.3 Registered Charity as defined by the Canadian Revenue Agency.
4.4 Signature Festival or Event means an event or festival held within the Town of Wolfville that occurs annually and has a significant positive economic impact on the community.
4.5 Town means the Town of Wolfville, a body corporate.
5.0 Policy
5.1 One-time Requests
5.1.1 The Town will not provide financial assistance to for-profit organizations.
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5.1.2 The Town will consider providing limited financial assistance, including but not limited to sponsorship and/or donation of prizes, to support conferences and/or workshops that are hosted in our region, which the Town is an active member (i.e. UNSM, AMA, FCM).
5.1.3 The Town will not provide financial assistance, sponsorship or prizes to conferences, conventions or workshops held in our region by an organization of which the Town is not an active member. This includes registration fees related to participation in golf or other recreation activities associated with the conference.
5.1.4 Financial assistance may be provided through advertising if the purpose aligns with the Town and/or Departments goals. Decision(s) will be determined by appropriate staff and within Advertising and/or Marketing and Communication Budgets.
5.1.5 Subject to Sections 5.2 and 5.3, total funding expenditures shall not exceed the annual grants to organizations budget allowance.
5.1.6 One-time requests that are outside of the Strategic Partnership Program and Community Partnership Program may be considered by Council using the following criteria: a. The request is greater than $5,000; b. The request does not commit Council for more than two years; c. The request is aligned with Council’s Strategic Plan; d. The financial capacity/local economy of the day is considered; and e. The funding of the request would be in addition to the grants to organization budget allowance.
5.2 Strategic Partnership Program
5.2.1 The Town will provide financial assistance to support: a. Facility operators who provide affordable multipurpose recreational space to the community; b. Signature festivals or events that i. Are a long standing festival or event (operating for a minimum of four years); ii. The Town has a partnership beyond a funding contributor with; iii. Is primarily located in the Town of Wolfville; and iv. Have completed an Economic Impact Study to demonstrate the significant contribution of non-residential participants who attend the event; and c. Community organizations that building community capacity and provide benefit to the community.
as outlined in Schedule A.
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Policy No. 710-003 Grants to Organizations
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5.2.2 To be eligible for Strategic Partnership Program funding the organization must: a. Enter into a Partnership Agreement (Appendix A) with the Town; b. Provide Financial Statements to the Town annually; c. Be aligned with Council’s Strategic Plan or other Town Strategies; and d. Be incorporated and provide confirmation annually.
5.2.3 The Partnership Agreements will be reviewed every four years.
5.2.4 If the organization no longer meets the above criteria or falters on the Partnership Agreement the financial assistance will cease in the current fiscal year.
5.2.5 The maximum amount awarded to any group for any Strategic Partnership Program grant will not exceed $5,000
5.2.6 The financial assistance level shall consider all contributions provided by the Town (Property Tax Exemptions and in-kind support) when being negotiated.
5.2.7 The criteria outlined in section 5.2.2 and 5.2.6, will be waived for one fiscal year and become effective April 1, 2017.
5.3 Community Partnership Program
5.3.1 The Town will consider providing limited financial assistance to non-profit organizations or registered charities that: a. Organize or operate programs for the benefit of the residents of the Town of Wolfville, or b. Coordinate and implement local events in the Town of Wolfville.
5.3.2 The level of funding for the Community Partnership Program will be set by Council as part of the Town’s budget process. Town Council may allocate different funding levels for each of the two (2) CPP grant categories: a. Programs; b. Local Events
5.3.3 Community Partnership Program Guidelines can be found in Appendix B
5.3.4 This program does not provide financial assistance to social service, health, education or similar services, departments or agencies
5.3.5 The maximum amount awarded to any group for any Community Partnership Program grant will not exceed $2,000.
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5.3.6 If an amount greater than $5,000 is remaining in the Community Partnership Program after the allocation of funding of February 1 requests, a second round of applications will be called for in July. Organizations who applied in February may apply a second time if the funding is for a new program or to cover a shortfall for the given year. However, new organizations will be given priority.
5.3.7 All applications will be administered by Town staff applying the criteria outlined in Appendix B.
5.3.8 Any decision of staff regarding funding requests may be appealed to Council upon notice of appeal within seven (7) days of being notified of the decision of staff. Council’s decision regarding the appeal shall be final.
5.3.9 Applications from community groups with new or innovative programming or festival ideas may present to Council at the request of Council.
5.3.10 Applicants who have received a Community Partnership Program grant in a previous year are not guaranteed approval for a Community Partnership Program grant in subsequent years.
5.4 Policy Review
This policy will be reviewed every four years.
February 16, 2016 CAO Date
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Policy No. 710-003 Grants to Organizations
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Schedule A
The following organizations will receive annual funding as outlined in the tables below subject to section 5.2.
Facility Operators Providing affordable multipurpose recreational space to the community
Facility Operator Facility Strategic Partnership Program Grant Acadia Cinema Co-op Acadia Cinema $4,500 450 Main Street Wolfville Curling Club Wolfville Curling Club $4,500
Wolfville & District Lions Club Wolfville & District Lions Hall $2,850 36 Elm Avenue
Signature Festival and Events Supporting the growth and success of Wolfville’s signature festival and events
Organization Festival or Event Strategic Partnership Program Grant Deep Roots Music Cooperation Deep Roots Music Festival $5,000
Devour! The Food Film Festival Devour! The Food Film Festival $5,000
Valley Harvest Marathon Valley Harvest Marathon $5,000
Wolfville Magic Winery Bus Wolfville Magic Winery Bus $5,000
Community Organization Building capacity of organizations that provide benefit to the community
Organization Strategic Partnership Program Grant Wolfville Farmers’ Market $5,000
Wolfville Historical Society $10,000
Page 5 of 12
Policy No. 710-003 Grants to Organizations
POLICY
Appendix A: Strategic Partnership Program – Partnership Agreement
PARTNERSHIP AGREEMENT
Town of Wolfville
AND
{Name of Partner Organization}
This Partnership Agreement describes the responsibilities and expectations between the Town of Wolfville (the “Town”), and the {name of partner organization} (the “Partner”) for use of funds distributed through the Town’s Strategic Partnership Program (SPP). The purpose of this partnership is to {provide affordable multipurpose recreational space to the community, support the growth and success of Wolfville’s signature festival and events, or build capacity of the organization to benefit the community (choose one)}
1.0 GENERAL 1.1 The Town will provide the Partner an annual grant of ${insert amount} on or before April 30th of each year. 1.2 The grant is contingent on the Partner providing annually the following information subject to section 5.2.2 of the Grants to Organization Policy: a. Financial Statements; and b. Proof of incorporation status. c. Yearly report from the {insert name of agency/organization} reporting on the issues attached in Appendix A (to be created at time of negotiation of agreement)
2.0 TOWN RESPONSIBILITIES & EXPECTATIONS 2.1 The Town will provide the following in-kind support a. … (i.e. set up barricades, picnic tables, garbage cans, etc.) b. … (i.e. facility booking support) c. … (promotion on Town website and social media) 2.2 Any support provided beyond that listed in section 2.1 will be at a cost to the partner.
Page 6 of 12
Policy No. 710-003 Grants to Organizations
POLICY
3.0 PARTNER RESPONSIBILITIES & EXPECTATIONS 3.1 The Partner will provide the following a. … (i.e. x number of rental spaces free of charge or at a discounted rate) b. … (i.e. any service on behalf of the Town if applicable) 3.2 Any requests beyond that listed in section 3.1 will be at the cost of the Town.
4.0 TERMINATION This Agreement may be terminated by the Partner in writing at any time. The Town may terminate this Agreement before the end of term if the Partner ceases to meet the criteria outlined in section 5.2.2 of the Grants to Organization Policy or negates on responsibilities outlined in this Agreement. The Town will provide one (1) year written notice with its intentions to terminate the agreement.
5.0 TERM This Agreement will be valid for four years.
This Partnership Agreement is in effect on this day {insert day} of{insert month}, 2016.
Director of Community Development or {insert name of partner organization and Chief Administrative Officer authorized representative s name and position}
______Date Date
Page 7 of 12
Policy No. 710-003 Grants to Organizations
POLICY
Appendix B: Community Partnership Program Guidelines
Supporting volunteer, community-based organizations is often fundamental to maintaining our quality of life. The Community Partnership Program is designed to provide financial assistance to non-profit organizations or registered charities that:
a. Organize or operate programs for the benefit of the residents of the Town of Wolfville, or b. Coordinate and implement local events in the Town of Wolfville.
1. Requests for Funding must be submitted through the Town’s Community Partnership Program.
2. The deadline for applications will be February 1st. Subject to Section 5.3.6 a second round of funding may be called for in July with a deadline of August 1st.
3. Late applications will not be considered.
4. Applications can be submitted in the following ways:
a. Mailed to 359 Main Street, Wolfville, NS B4P 1A1 b. Hand delivered to Town Hall (359 Main Street) c. Faxed to (902) 542 – 4759 d. Emailed to [email protected] e. Complete an Online form and submit through our website
5. All applicants are required to use a Standard Application Form. Application forms are available at Town Hall (359 Main Street), the Community Development & Public Works Building (200 Dykeland Street), and online at www.wolfville.ca
6. The applicant must be a non-profit organization or registered charity and must provide evidence of their current status with the Nova Scotia Registration of Joint Stock Companies.
7. Only one application per organization, per fiscal year, unless a second round of funding is called per section 5.3.6. The Town’s fiscal year runs from April 1st to March 31st.
8. Successful applicants must submit a final report in the prescribed form. Final report forms will be included with the awarding letters and available at the Town Hall, Community Development & Public Works and online at Wolfville.ca. Groups will not be eligible to apply for financial assistance in a subsequent year until the final report has been received.
9. Successful applicants will be notified by April 30th , for February 1st applications, and by October 31st, for August 1st applications
Page 8 of 12
Policy No. 710-003 Grants to Organizations
POLICY
EVALUATION PRINCIPLES
The following principles will be used to evaluate each application:
1. Financial Sustainability & Management Groups should show evidence of past success and demonstrate that they have taken steps to ensure continued operation and/or growth. Groups must generate funds besides those provided by the Community Partnership Program. These revenues may include registration/membership fees, admission fees or fundraising. Groups should demonstrate responsibility and accountability in their use of resources.
2. Community Benefit Groups should demonstrate added value to the broad-based community and not substantially duplicate a service of other organizations.
3. Active Living Groups that offer active and healthy living components for members and participants will be given priority when considered in the allocation of funds.
4. Heritage and Diversity Groups that explore our past to enrich the lives the community.
Page 9 of 12
Policy No. 710-003 Grants to Organizations
POLICY
EVALUATION CRITERIA
All Community Partnership Grants – minimum criteria
• Application is received on time. • Applicant is a non-profit organization or registered charity, proof of current status must be provided. • All documentation has been received, including (purpose of the project, description of the project, target demographic served, detailed budget, previous year’s financial statements, confirmation of partner funding (if applicable), list of other revenue sources, final report from previous year etc.) • Project takes place within the Town of Wolfville or has a strong presence in the Town. • The Town’s contribution should not exceed 50% of total revenue.
Evaluation Score Cards
• If minimum criteria has been met complete a Program Grant Evaluation Score Card or a Local Event Grant Evaluation Score Card.
Page 10 of 12
Policy No. 710-003 Grants to Organizations
POLICY
PROGRAM GRANT EVALUATION SCORE CARD
Applicant Name: ______
1. Program/Service Obligation Core – service the Town would otherwise provide H 3 Important – service the Town might otherwise provide M 2 Discretionary – service the Town does not normally provide L 1 No Mandate – not enabled by legislation, should not do or not now N 0 2. Council Strategic Plan Vital – fundamental to Council’s Strategic Plan H 3 Notable – solid fit within Council’s Strategic Plan M 2 Non-Critical – some relevance to Council’s Strategic Plan, not strategic L 1 3. Public Need/Benefit Community at Large – general need, broad-based H 3 Multiple Interests – some need, a number of areas/communities M 2 Vested Interest –special interest group(s), localized L 1 4. Active Living High – the core purpose is developing active and healthy lifestyles H 3 Moderate – components of the program in improve active and healthy lifestyle M 2 Low – limited opportunity to improve active and healthy lifestyles of participants L 1 5. Human Development and Inclusion – Volunteer and Participant High – equality of access and opportunity (demographic, geographic) H 3 Moderate – range of demographic groups and/or development potential M 2 Low – limited opportunity, access or development potential L 1 6. Quality of Life Livable Community – important to livable/sustainable community H 3 Community Image – enhances image or public perception M 2 Community Pride – instills pride, sense of community L 1 7. Alternate Providers Limited – no other potential providers H 3 Some – some potential alternate providers M 2 Many – many potential or existing alternate providers L 1 8. Financial Need High – financial statements and/or budget demonstrate significant need H 1 Low – financial statements and/or budget demonstrate limited need L 0 9. Accountability (“Track Record) Yes – annual report and/or financial statements of previous year received Y 1 No (or New Org.) – no annual report and/or financial statements received N 0 Total Score /23
• If score is between 20-23; application should receive full amount • If score is between 16-20; application should receive full amount if budget permits • If score is below 16; applicant shall not receive funding.
Amount Requested: ______Amount Awarded: ______
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Policy No. 710-003 Grants to Organizations
POLICY
LOCAL EVENT GRANT EVALUATION SCORE CARD
Applicant Name: ______
Council Strategic Plan Vital – fundamental to Council’s Strategic Plan H 3 Notable – solid fit within Council’s Strategic Plan M 2 Non-Critical – some relevance to Council’s Strategic Plan, not strategic L 1 Public Benefit Public Interest – all residents derive benefit H 3 Mixed Interest – some residents derive benefit M 2 Private Interest – specific residents benefit L 1 Participation Levels Under 100 1 100-200 2 200-500 3 500-1000 4 Over 1000 5 Human Development and Inclusion – Volunteer and Participant High – equality of access and opportunity (demographic, geographic) H 3 Moderate – range of demographic groups and/or development potential M 2 Low – limited opportunity, access or development potential L 1 Quality of Life Livable Community – important to livable/sustainable community H 3 Community Image – enhances image or public perception M 2 Community Pride – instills pride, sense of community L 1 Financial Need High – financial statements and/or budget demonstrate significant need H 1 Low – financial statements and/or budget demonstrate limited need L 0 Accountability (“Track Record) Yes – annual report and/or financial statements of previous year received Y 1 No (or New Org.) – no annual report and/or financial statements received N 0 Total Score /19
• If score is between 15-19; application should receive full amount • If score is between 12-15; application should receive full amount if budget permits • If score is below 12; applicant shall not receive funding.
Amount Requested: ______Amount Awarded: ______
Page 12 of 12
REQUEST FOR DECISION 018-2016 Spring 2016 Debenture Issue Approval Date: February 23, 2016 Department: Finance
SUMMARY
Spring 2016 Debenture Issue Participation
Annually the Municipal Finance Corporation (MFC) provides two opportunities for municipalities to participate in debenture issues to meet their long term debt funding requirements. There is a spring and a fall debenture issue. The dollar amounts leveraged through the combined debt requirements of the provinces municipalities allow participants to obtain borrowing rates not otherwise available.
The Town of Wolfville typically participates in the spring issue to obtain long term debt funding for capital projects completed in the previous fiscal year (or completed early in current year). This is the process being followed again this year.
So the purpose of this report is to complete the process for long term borrowing approved by Council in the 2015/16 Capital Budget. This is the last formal step required in order to participate in the 2016 Spring Debenture Issue issued through the MFC.
DRAFT MOTION:
That Committee of the Whole forwards the following motion to Council for Decision: That Council approve the attached resolution for pre-approval of participation in the Spring Debenture Issue, with the following maximum parameters:
Street Infrastructure, including sidewalks and underground storm water systems $1,544,250 15 - 20 years RCMP Building Upgrades 100,000 15 years Sanitary Sewer Collection – mobile generator 10,000 5 years TOTAL BORROWING $1,654,250 Maximum interest rate set at 5.5%.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION 018-2016 Spring 2016 Debenture Issue Approval Date: February 23, 2016 Department: Finance
1) CAO COMMENTS The CAO supports the recommendation of staff.
2) LEGISLATIVE AUTHORITY MGA section 66 – Power to borrow money
3) STAFF RECOMMENDATION That Council approves the spring 2016 long term debt funding requirements.
4) REFERENCES AND ATTACHMENTS • 2015/16 Capital Budget and related funding requirements • Capital Asset Funding Policy • RFD 033-2015 – Temporary Borrowing Resolution, 2015/16 Capital (May/15 Council)
5) PURPOSE OF REPORT This is the final required step to acquire debenture funds for capital project funding.
6) DISCUSSION This is one of the steps required in order to participate in the debenture issues processed by the Nova Scotia Municipal Finance Corporation (MFC) each year. This is a housekeeping matter at this stage as it relates to the 2015/16 capital projects previously approved by Council.
As in past years, this matter is time sensitive. The MFC has set a deadline of April 15 to submit commitment letters for the spring issue.
In May last year Council approved a Temporary Borrowing Resolution (TBR) #15/16-01. This covered the capital projects included in the 2015/16 Capital Budget. The TBR was broken down as follows:
Street Infrastructure, Including sidewalks and underground sewer $1,544,250 Parking Lots 75,000 Mobile generator – sewage collection 10,000 RCMP Building upgrades 100,000 Library Roof 150,000 Total $1,879,250
All streets planned for the year were completed. In addition, the generator has been ordered and will arrive within a month, and the RCMP renovation project has been awarded and will be complete in early April. Two of the planned borrowings won’t be needed at this stage as both projects will occur in 2016/17 or 2017/18, meaning no debt required at this time.
Request for Decision, Page 2 of 3 REQUEST FOR DECISION 018-2016 Spring 2016 Debenture Issue Approval Date: February 23, 2016 Department: Finance
Based on funding projections using the Towns Ten Year Capital Investment Plan (CIP), the above noted borrowings can occur without negatively impacting the Town’s Debt Service Ratio, which has been in the 5.6% to 6.7% range (according to provincial FCI Report) for a number of years. The Province has a guideline that flags a municipality when their Debt Service Ratio exceeds 15%.
The noted maximum interest rate is the figure suggested by the MFC given current market conditions. In the last two years the final debenture terms have included interest rates lower than the annually suggested threshold. Last year’s spring debenture had a 15 year rate of 2.77%.
7) FINANCIAL IMPLICATIONS The financial impact of this year’s debt requirement was considered as part of the 2015/16 budget approval process.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Not required for this report.
9) COMMUNICATION REQUIREMENTS Not required for this RFD as this is the final step in a process started and reported on a year ago, i.e. the approval of the 2015/16 budget.
Staff will communicate, in the required format, all information to the NS Municipal Finance Corporation.
10) ALTERNATIVES • At this stage no alternatives, as the budget plan included debt financing for the items identified.
Request for Decision, Page 3 of 3 REQUEST FOR DECISION # 023-2016 Council Training Plan 2016/17 Date: March 22, 2016 Department: Corporate Services
SUMMARY
Council Training Plan 2016/17
Each year Council, like staff, have a budget for professional development, conferences and training for the fiscal year. In 2016/17 the proposed budget for Council is $20,600. Given that all professional development budgets have been reduced in the proposed 2016/17 operating budget it was important to develop a plan to identify how that money would be spent. The attached plan is proposed for 2016/17.
DRAFT MOTION:
That Council approve the Council Professional Development Plan 2016/17 attached to RFD 023-2016.
Request for Decision, Page 1 of 4 REQUEST FOR DECISION # 023-2016 Council Training Plan 2016/17 Date: March 22, 2016 Department: Corporate Services
1) CAO COMMENTS The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY N/A.
3) STAFF RECOMMENDATION Staff is recommending that Council approve the attached Council Professional Development Plan for fiscal year 2016/17.
4) REFERENCES AND ATTACHMENTS • Conference and Membership Policy 110-004 • Proposed Council Professional Development Plan 2016/17
5) PURPOSE OF REPORT For Council to consider their professional plan for the 2016/17 fiscal year.
6) DISCUSSION Each year Council, like staff, have a budget for professional development, conferences and training for the fiscal year. In 2016/17 the proposed budget for Council is $20,600. Given that all professional development budgets have been reduced in the proposed 2016/17 operating budget it was important to develop a plan to identify how that money would be spent and continue this practice to ensure equitable opportunities for professional development.
Council was asked to submit training request forms that identified their professional development needs for 2016/17 in order of priority. Professional development means any training, conference, workshop, etc. that would provide professional growth as a member of Council. Council also has a Conference and Membership Policy (110-004) that was designed to ensure proper representation at National/Provincial conferences and Boards/committees to allow fair and equitable schedule for participation at four main conferences for elected officials – Federation of Canadian Municipalities (FCM), Sustainable Communities Conference (SCC), and the Union of Nova Scotia Municipalities (UNSM) Spring and Fall Conference.
The total plan as per policy and including all of Council‘s requests equaled $28,673. Staff have made the assumption given that the UNSM Spring Conference is at the Old Orchard Inn that all of Council would attend because only registration would be required. Since the total plan is over the budget allowance, staff have developed a proposed plan based on each Councillor’s top priority. It is important to note that Councillors Mangle, Simpson and Sparkman did not submit training forms and indicated they did not intend to attend any conferences/training in 2016/17. This is also an election year so any
Request for Decision, Page 2 of 4 REQUEST FOR DECISION # 023-2016 Council Training Plan 2016/17 Date: March 22, 2016 Department: Corporate Services
professional development indicated between October 2016 and March 2017 is with the assumption that the Councillor would be re-elected or could be allocated to a new Councillor.
Below is a summary of the professional development plan – the complete plan can be found attached to this RFD. The members of the Planning Advisory Committee who will attend the Planning Directors Conference and the Heritage Conference will be determined by the Committee in consultation with the Director of Community Development. These members may be members of Council or the public.
Council Mayor Cantwell Atlantic Mayor’s Congress UNSM Spring Workshop UNSM Fall Conference Deputy Mayor Donovan Planning/Housing Conference (Not Identified) UNSM Spring Workshop UNSM Fall Conference Councillor Brian AMA Municipal Module – Leadership or Finance UNSM Spring Workshop UNSM Fall Conference Councillor Oldham Sustainable Communities Conference UNSM Spring Workshop UNSM Fall Conference Planning Advisory Committee 3 Members Planning Directors Conference 1 Member Heritage Conference
7) FINANCIAL IMPLICATIONS The proposed budget for 2016/17 for Council professional development is $20,600. The proposed professional development plan is $18,778, which leave a small margin of flexibility. Any professional development opportunities identified after this plan is approved would require Council’s approval and could affect other budget items. Staff is reviewing the current Conference and Membership Policy 110- 004 to reflect the additional opportunities not outlined in the policy and develop a process for requesting approval from the CAO and/or Council in the future.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Strategic Priority #5: Efficient and Effective Leadership from a committed and responsive executive and administrative team.
9) COMMUNICATION REQUIREMENTS N/A.
Request for Decision, Page 3 of 4 REQUEST FOR DECISION # 023-2016 Council Training Plan 2016/17 Date: March 22, 2016 Department: Corporate Services
10) ALTERNATIVES • That council not approve the professional development plan.
Request for Decision, Page 4 of 4 Council Professional Development Pan 2016/17
Proposed Budget 20,600
Estimated Costs Course, Workshop Conference, Training, etc. Total Name Location Registration Travel Meals Accomodation Other As Per Conference and Membership Policy 110- 004 1 Councillor Sustainable Communities Conference (SCC) TBA $ 850.00 $ 800.00 $ 100.00 $ 640.00 $ 2,390.00 Carl Oldham (1) February 2017 $ - Mayor and 3 Councillors UNSM Spring Conference Wolfville, NS $ 2,000.00 $ 2,000.00 All of Council since it is local May 4-6, 2016 $ - Mayor and 6 Councillors UNSM Fall Conference Halifax, NS $ 2,400.00 $ 320.00 $ 300.00 $ 3,600.00 $ 6,620.00 November 28 - December 2, 2016 $ - Total As Per Policy $ 11,010.00 Conferences TBD New Councillor Orientation from Province Truro, NS $ 115.00 $ 600.00 $ 715.00 October/November 2016 $ - Wendy Donovan Planning and/or Housing Conference TBA $ 500.00 $ 100.00 $ 50.00 $ 500.00 $ 1,150.00 $ - Jeff Cantwell Atlantic Mayor's Congress Bridgewater, NS $ 98.00 $ 50.00 $ 300.00 $ 448.00 May 18-20, 2016 $ - Total Additional Conferences $ 2,313.00
Mercedes Brian 1 AMA Municipal Module Halifax/Truro $ 585.00 $ 115.00 $ 50.00 $ 300.00 $ 1,050.00 TBD $ - Mayor and 3 Councillors Sumposium on Municipal Structure Truro, NS $ 1,400.00 $ 115.00 $ 1,515.00 April 8, 2016 $ - $ 2,565.00 Planning Advisory Committee 3 PAC Members Planning Directors Conference Halifax $ 675.00 $ 115.00 $ 150.00 $ 1,350.00 $ 2,290.00 May 18-20, 2016 $ - 1 PAC Member Heritage Conference TBD $ 100.00 $ 115.00 $ 50.00 $ 450.00 $ 715.00 TBD $ - $ 3,005.00
Total Cost $ 18,893.00 $ 1,707.00
17 Main Street, Wolfville, N.S. B4P 1B8 902-542-3421
February 25, 2016
Dear Mr.Cantwell,
My name is Harrison Czapalay (aka Cowboy Harrison). April 2nd is World Autism Awareness Day. “Light it up Blue” is a worldwide symbol of support for autistic people. Blue lights beam from windows and shine on homes, public buildings and recognized monuments. As an Autism Advocate, I am requesting that the Town of Wolfville “Light it up Blue”. I would be happy to see Blue Lights anywhere that the town chooses, particularly on Main Street for all to see.
Public awareness through social media or newsletters would be helpful to spread the word out to the community and encourage home owners and businesses to shine blue lights at 7pm.
Here is a link to a few sites https://en.wikipedia.org/wiki/Light_It_Up_Blue http://www.cliftonhill.com/falls_blog/world-autism-awareness-day-niagara-falls http://autismannapolisvalley.ca
I would like to see the community come together and show that everyone can accept someone they know that has Autism by having an Autism Awareness Rally. I am in the early planning stages of this and hope to hold it Saturday, April 2nd early in the afternoon. I hope to have a fundraiser BBQ to support the Annapolis Valley Chapter of Autism Nova Scotia.
And my final request for World Autism Awareness Day is for all to wear something Blue on April 2nd
Thank you very much
Sincerely,
Harrison Czapalay
Cc Dr. Roxanne Seaman, Director, Acadia S.M.I.L.E. Program
Correspondence: 2016-02-29 Email_Joan Boutilier-Town Council Re: Respect Pedestrian Traffic Signs
From: Roger and Joan Boutilier [mailto:[email protected]] Sent: Monday, February 29, 2016 12:13 PM To: Jeff Cantwell; David Mangle; Wendy Donovan; Mike MacLean; Carl Oldham; Chrystal Fuller; Mercedes Brian; Hugh Simpson; Dan Stovel; Dan Sparkman; RCMP: Stephen Power; Erin Beaudin; Dan Stovel Cc: 'Ingrid Blais'; 'Suzanne Gray'; 'Wendy Elliott'; 'Grapevine Sales'; 'David Daniels'; 'Ann Dodge'; 'Roger and Joan Boutilier' Subject: "Respect Pedestrians" traffic signs
Dear Mayor Cantwell and Town Councillors
I am writing to express my DELIGHT and deep appreciation for the installation of the "Respect Pedestrians" traffic signs in the downtown area.
Wolfville is a very walkable town and also lends itself to other forms of active transportation including bicycles. For active transportation to safely co-exist with motorized traffic, it is essential for all stakeholders to use designated transportation routes and to respect the rights as well as the personal safety of all other stakeholders.
I understand that the wonderfully respectful relationship exemplified in Amsterdam resulted from the city's decision to invest in active transportation infrastructure in response to a series of tragic accidents. involving young children. In the interests of public safety, I do urge Council to continue to work to improve the quality of bicycle lanes on the road and rail trail. Furthermore, with the signs now in place, I urge you to ask the By-law Compliance Officer and the RCMP to enforce the law with respect to safe sidewalk use.
Thank you
Yours sincerely
Joan Boutilier - disabled but very active sidewalk user
Correspondence: 2016-03-14_Email_David Daniels-Town Council_Re: 336 Main St
From: David Daniels [mailto:[email protected]] Sent: March-14-16 6:44 PM To: Jeff Cantwell; Wendy Donovan; Mercedes Brian; Dan Sparkman; Hugh Simpson; David Mangle; Carl Oldham Cc: Erin Beaudin Subject: 336 Main Street; Accessibility
March 14, 2016
Dear Council Members:
Re: 336 Main Street: Accessibility
On May 1, 2015, the Town’s Building Official (BO) ordered Micro Boutique Living Wolfville Inc. (MBL) to provide the building with three accessible residential units, to ensure that the distance between accessible parking and an accessible entrance not exceed 50 meters, to provide three barrier free parking spaces, and to ensure there is a barrier free path of travel to all suites on the entrance storey. These deficiencies were ordered to be completed within three months of the date of receipt of the Order. (As you know, other portions of the Order required that the building be brought into compliance with fire safety and other provisions of the Building Code.)
On or about May 18, 2015, the Town entered into an agreement with MBL. The agreement took the form of an email from John Keith, the lawyer representing MBL, to Peter Nathanson, the Town’s solicitor.
The agreement has six clauses. We will summarize some of the clauses and quote parts of others. A copy of the agreement is attached to this email.
Clause 1 requires MBL to provide the Town’s BO with a letter indicating that the first four conditions set out in his May 1st Conditional Occupancy Permit which concern fire safety issues have been fulfilled.
Clause 2 states that MBL will file a Notice of Application the week of May 18th.
Clause 3 states that “[m]uch of the Town’s documentation/electronic information is no longer available. It is agreed that the parties will otherwise take every effort to preserve relevant information.”
Clause 4 states in part: “The Town shall: a. Not issue an Order to Vacate pending decision by the Court in the Application . . . This agreement and undertaking shall remain in place until such time as the Court issues its decision in the Application.”
Clause 5 states: “Any deadlines contained in the order of the building inspector (attached) referenced in the Conditional Occupancy permit (also attached) shall be suspended and the time to perform any remedial work which must ultimately be performed shall be determined in accordance with a schedule to be set by the Court as part of the Application process. This is subject to the following: a. Micro Boutique reserves the right to dispute the validity/enforceability of these attached documents.
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Correspondence: 2016-03-14_Email_David Daniels-Town Council_Re: 336 Main St
b. If Micro Boutique acknowledges that certain work should be done, then this agreed work will be done within a reasonable time; and c. The suspension of any deadlines applies only to those matters which are brought forward in the Application.”
Clause 6 states “All sides reserve the right to make whatever arguments they deem appropriate in terms of damages and costs, including the costs associated with preparing this emergency motion.”
The MBL did file a Notice of Application, signed May 22, 2015. MBL’s Application in part claims that the conditions contained in the BO’s May 1st Order “are incorrect and/or unnecessary.”
MBL amended its Notice of Application four months ago, in November 2015. In its amended Application, MBL no longer claimed that the conditions set out in the May 1st Order were incorrect or unnecessary. In other words, while MBL initially disputed the validity of the BO’s demands that certain remedial work be carried out, it subsequently acknowledged that the work had to done. The key issue remaining for the Court to decide is how much, if any, each of the parties to the litigation, the Town, MBL, the engineering firm retained by MBL and the company hired to construct the building, must pay for bringing the building up to Code.
The decision by MBL to amend its Application, and no longer contest the validity of conditions contained in the Order, means that it has acknowledged that the work required by the May 1st Order must be completed. The suspension of deadlines found at the beginning of Clause 5 no longer controls and in accordance with Clause 5(b) of the May 18th Agreement, MBL must now complete the ordered remedial work within a “reasonable” period of time.
We therefore ask three questions: 1. Has MBL started the work to increase the number of accessible units from one to three and to complete other requirements related to accessibility? 2. If not, what steps, if any, has the Town taken to ensure compliance with the Order and the May 18th agreement? 3. If the Town has not taken steps to ensure compliance, then why not?
Section 5(1) and (2) of the Building Code Act states that the Council and a building official appointed by Council are responsible for the administration and enforcement of the Act. Clearly then, Council, along with the appointed building official, will bear the onus when the Act is not enforced.
We have been informed by the Court that the hearing on this case which had been scheduled to begin on April 7, 2016 has been postponed and will not start until early September of this year. But there is no reason that the required remedial work be postponed until the Court renders its decision which may not happen until October or later. We assume that Council, wishing to fulfill its responsibility to enforce the Act and to limit any potential liability, will take steps to ensure the work needed to bring the building into full compliance with the Code begins without further delay.
Had MBL been found to be limiting occupancy for a discrete group of individuals – on the basis of race or sexual orientation, for example, - Council would be horrified and outraged and do everything in its power to remedy the situation immediately. Are the human rights of individuals with physical disabilities any less important?
Respectfully,
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Correspondence: 2016-03-14_Email_David Daniels-Town Council_Re: 336 Main St
/s/ /s/
David A. Daniels John Whidden
cc: Erin Beaudin
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