Town Council Meeting Tuesday, October 20, 2015 6:30 p.m. Council Chambers, Town Hall 359 Main Street
Agenda
1. Approval of the Agenda
2. Approval of the Minutes: a. September 15, 2015 (attached) b. October 6, 2015 (attached)
3. Presentation: a. Annapolis Valley Regional Library – Ann-Marie Mathieu b. Culinary Tourism Centre – Ian Porter
4. Comments from the Mayor
5. Motions/Recommendations from Committee of the Whole, September 1, 2015: a. RFD 054-2015 Electronic Voting
6. Motions/Recommendations from Committee of the Whole, October 6, 2015: a. RFD 073-2015 VWRM Operating Reserves b. Crosswalk Painting c. RFD 068-2015 Library Roof
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca
d. RFD 066-2015 Records Management Policy 120-013 e. RFD 072-2015 Proclamations f. RFD 070-2015 Plans – Mind Map g. Video Surveillance System
7. New Business: a. RFD 075-2015: Devour! Food Truck Rally-Mobile Vendor
8. Correspondence: a. 2015-09-14 Email – Mr DA Daniels - Kings 2050 MPS b. 2015-10-08 Email – Shirley and Wally Bower - Whispering Creek’s Olsen Park c. 2015-10-14 Letter – Joan Boutilier - Bicycles on Sidewalks d. 2015-09-18 Email – Jake Rideout – Compliance Officer
9. 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.
10. Adjournment to In Camera Meeting under section 22(2)(a) of the Municipal Government Act. a. Personnel Matter
11. Adjournment of In Camera
12. Regular Meeting Reconvened
13. Regular meeting adjourned
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca NEWS RELEASE
Aug. 10, 2015 Annapolis Valley Regional Library hires new Chief Executive Officer
Bridgetown, NS: The Board of the Annapolis Valley Regional Library (AVRL) is pleased to announce the appointment of the new Chief Executive Officer, Ann-Marie Mathieu. Ann-Marie will begin her new role on Monday, Aug. 10, 2015.
“The Board is excited to begin work with such an experienced public library administrator,” says Shirley Pineo, Chair of the AVRL Board of Directors. “We are confident that Ann-Marie has the qualities necessary to lead the AVRL and provide quality library services to Valley citizens.”
Ann-Marie has considerable experience in all aspects of library administration, gained from her fifteen years as a library director in various library systems. Most recently she has served as the Deputy Library Director of the Saskatoon Public Library.
“I am absolutely thrilled to be taking on the role of Chief Executive Officer with the Annapolis Valley Regional Library,” says Ann-Marie Mathieu. “I am looking forward to joining a library system with such a strong history of customer service and commitment to excellence.”
Ann-Marie has a vision for Library service that is founded in the firm belief that the public library is a community development agency, and that the library is an important piece of the puzzle in building strong, vibrant, and healthy communities.
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For more information contact:
Angela Reynolds
Community Engagement Coordinator
Annapolis Valley Regional Library [email protected]
902-665-2995 ext. 224
䠀 䤀䜀 䠀 䰀䤀䜀 䠀 吀匀 䤀一 䘀伀 䜀 刀䄀倀䠀 䤀䌀匀 匀吀䄀䘀䘀 䴀 䔀䴀 䈀䔀刀匀 䘀䤀䜀 唀 刀䔀匀
D A V I D J O N E S Associates
July 31, 2015
A Culinary Tourism Centre Diagnostic Feasibility Study Report
Prepared for
Wolfville Business Development Corporation P.O. Box 3988 Wolfville, NS B4P 1A4
Attention:
Ian Porter, President David Hovell, former Executive Director
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 1 email: [email protected] D A V I D J O N E S Associates
TABLE OF CONTENTS
Page
EXECUTIVE SUMMARY & RECOMMENDATIONS 3
INTRODUCTION AND CONCEPT 6
STUDY OBJECTIVES 7
METHODOLOGY 7
FINDINGS 8 • Culinary Tourism Definition 8 • Culinary Tourist Profile & Market Scope 9 • Culinary Tourism Assets 9 • Product Participant Scope 10 • Concept Components 10 • Key Strategic Relationships 13 • Key Operational Resources for Development 17 • Criteria for Potential Locations in Wolfville 18 • Potential Funding Sources 19 • Strategic Overview for Growth 20 • CTC Governance Considerations 21
APPENDICES 22
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 2 email: [email protected] D A V I D J O N E S Associates
EXECUTIVE SUMMARY & RECOMMENDATIONS
The following is a summary of recommendations related to the study objectives and reflects an analysis of the study process findings.
It is important to note that at no time in the study process was there a direct challenge to the CTC concept. There were lots of qualifying comments that reflected the individual perspective of study participants, but at no time was the basic CTC concept challenged as inappropriate or impractical.
Study Objectives Addressed
Provide a definition of Culinary Tourism that is specific to the Kings-West Hants area.
The following is offered as a starting point for the refinement of a culinary tourism definition that is tailored to fit the circumstances and resources of the East Kings-West Hants area.
Culinary tourism in the East Kings – West Hants area of Nova Scotia is the provision of unique, high quality, authentic and memorable eating, drinking and agricultural experiences to visitors who consider the pursuit and acquisition of these experiences to be an essential component of a satisfying vacation.
Identify key Culinary Tourism assets in the target area for promotion and further development.
Within the Kings-West Hants area key current culinary tourism assets include: • wineries and vineyards • farms that produce fresh vegetables, animals and fruit • restaurants, taverns, snack bars, coffee shops and food trucks • seafood producers and harvesters • roadside markets • farmers markets • community festivals with a culinary emphasis or focus • traditional agricultural festivals • historical and traditional Acadian and Mi’kmaq food culture events • new food cultures that are a blend of recent ethnic influences and traditional food culture
Note that there needs to be a process of curation for these assets that both champions the current high quality experiences and provides a methodology for others to achieve superior status.
Review each of the identified concept components to determine their ability to contribute to a sustainable business model for the CTC. The following concept components were reviewed and are all considered valid and compatible activities: • A tasting room for local wines, craft beers and spirits. 54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 3 email: [email protected] D A V I D J O N E S Associates
• A commercial kitchen for preparation of local food to accompany the beverage tastings. • A retail section that sells locally produced artisanal food products, including wine, craft beer and spirits. • Touring info about how to find food and beverage producers in the area and advise on visitation opportunities. • A pickup and drop off point for culinary tourism tours in the area. • A rental event space for fundraising dinners that benefit local community organizations. • A culinary education and activity location for cooking classes and other related learning opportunities. • A rental commercial kitchen production facility for caterers and artisanal food producers. • An administrative and operating headquarters for events such as the annual Devour! The Food Film Fest and the Wolfville Magic Winery Bus.
These components should all be addressed in detail through a business plan development exercise that provides assumptions for how these components contribute to both earned revenue and operating expenses and the CTC concept becomes destination that educates culinary tourists and promotes the areas culinary tourism assets.
Identify key resources needed to initiate and grow the CTC concept. To be successful, the CTC concept requires the positive and energetic collaboration of the municipal units to assist in the development of the concept, its implementation and its ongoing maintenance. This municipal endorsement needs to extend to the development of and/or active support of culinary tourist targeted marketing programs and the ongoing communication to residents of the area about the benefits of culinary tourism to the local economy and rural culture.
A valuable tool in the development of the CTC concept and an opportunity for stakeholder collaboration will be the development and maintenance of a curated culinary tourism database for the area.
Identify potential funding resources and key strategic relationships for the development of the CTC concept. The CTC concept needs to be a not-for-profit, community-based entity to more easily receive public funding at all levels and to attract support from potential corporate sponsors. To be sustainable, the CTC will need to be able develop and maintain a significant stream of earned income through its tasting, retail, education, special event and production facility rentals. These funds will be important to leverage public sector support.
Identify potential locations for the CTC in Wolfville. The former United Church at 329 Main St. in Wolfville stands out as an available location that currently appears to meet most of the key location criteria for the CTC. The property owners and developers are particularly interested in using the facility to become a destination that supports the revitalization of both agriculture and tourism in the area.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 4 email: [email protected] D A V I D J O N E S Associates
Identify what activities can be initiated quickly to take advantage of the 2015 tourism season assuming an acceptable level of feasibility can be determined. It is considered too late to take significant advantage of the 2015 tourism season however there appears to be the potential to initiate educational programing in conjunction with the Wolfville Farmers Market over the winter of 2015-2016.
Provide a strategic overview of how the CTC could grow and develop over the next several years. The CTC concept needs careful and considered nurturing over several years to become fully realized and sustainable. The WBDC is uniquely positioned as a potential, ongoing leader in this process. In the initial stages, under the leadership of a couple of Board members, the WBDC could act as organizational “incubator” and “catalyst” to facilitate the development of the organization governance and business models, including recruitment of key staff to grow and operate the facility and its programs.
Provide recommendations regarding an ongoing governance model for the CTC. It is recommended that a policy governance model be developed for the not-for-profit entity with responsibility and accountability for program development and operations clearly and simply vested in qualified staff. It is also recommended that an industry-led Advisory Board be developed with both private and public representation to ensure that there is a forum for issue identification and discussion.
Provide recommendations regarding the feasibility of the CTC concept. There is clearly a positive interest in the CTC concept amongst a wide variety of public and private stakeholders. This community economic development opportunity can evolve to become a central pillar in the future economic well-being of the East Kings-West Hants area. A key criteria for success is for stakeholders, especially at the municipal level, to enthusiastically embrace the concept as an opportunity for effective collaboration to enhance the economic prospects of the East Kings-West Hants area and to make a substantial contribution to the provincial objective of doubling tourism revenues within the next decade.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 5 email: [email protected] D A V I D J O N E S Associates
INTRODUCTION & CONCEPT
In mid-April of this year the Wolfville Business Development Corporation approved a proposal by David Jones Associates to undertake a diagnostic feasibility study into the concept of developing a Culinary Tourism Centre (CTC) in downtown Wolfville that could act as a catalyst for the further development of culinary tourism culture within an approximately 30 kilometer area with Wolfville as the centre and a destination for tourists that highly rank culinary experiences as a vacation experience.
It should be noted that the CTC concept is considered consistent with the objectives of the Ivany Report entitled Now or Never: An Urgent Call To Action For Nova Scotians and the One Nova Scotia Coalition initiative to build a new economy for the province.
The CTC concept can also be seen as an innovative exercise in community economic development with the two primary communities being the residents of the East Kings – West Hants area and members of the culinary tourism community throughout the province.
Background The recent, substantial growth of wineries, craft breweries and now distilleries in the East Kings- West Hants area of the province, has helped focus the interest of a variety of economic and tourism development stakeholders about how to further energize and develop the East Kings-West Hants area as a culinary tourism destination. A consensus appears to be building that there needs to be a location where culinary tourism visitors can be introduced to the wide variety of high quality and authentic culinary experiences available in the area, many available on a year- round basis. Once introduced to these opportunities, tourists could then be guided to visit the individual locations to gain the direct experiences that they are interested in.
Concept Create a Culinary Tourism Centre (working title, not yet branded) in downtown Wolfville that could provide the following services and activities to attract and provide fulfilling tourism experiences for culinary tourists: • A tasting room for local wines, craft beers and spirits. • A commercial kitchen for preparation of local food to accompany the beverage tastings. • A retail section that sells locally produced artisanal food products. • Touring info about how to find food and beverage producers in the area and advise on visitation opportunities. • A pickup and drop off point for culinary tourism tours in the area. • A rental event space for fundraising dinners that benefit local community 54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 6 email: [email protected] D A V I D J O N E S Associates
organizations. • A culinary education and activity location for cooking classes and other related learning opportunities. • A rental commercial kitchen production facility for caterers and artisanal food producers. • An administrative and operating headquarters for events such as the annual Devour! The Food Film Fest and the Magic Winery Bus Tour.
STUDY OBJECTIVES
The following have been identified as key objectives of the feasibility study: • Provide a definition of Culinary Tourism that is specific to the East Kings- West Hants area. • Identify key Culinary Tourism assets in the target area for promotion and further development. • Review each of the identified concept components to determine their ability to contribute to a sustainable business model for the CTC. • Identify key resources needed to initiate and grow the CTC concept. • Identify potential funding resources and key strategic relationships for the development of the CTC concept. • Identify potential locations for the CTC in Wolfville. • Identify what activities can be initiated quickly to take advantage of the 2015 tourism season assuming an acceptable level of feasibility can be determined. • Provide a strategic overview of how the CTC could grow and develop over the next several years. • Provide recommendations regarding an ongoing governance model for the CTC. • Provide recommendations regarding the feasibility of the CTC concept.
METHODOLOGY
As this study was intended as a strategic overview of the CTC concept and not the development of a detailed business plan with financial projections, it was agreed that the best way to proceed would be to interview key potential stakeholders in the public sector and the tourism industry who could offer critical insight and potentially support for the concept.
The following activities were undertaken for the feasibility study: • Interviews with key public sector stakeholders for perspective and potential resource support.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 7 email: [email protected] D A V I D J O N E S Associates
• Interviews with key tourism industry representatives for advice and direction reading the CTC concept development. • Interviews with key agricultural industry representatives for advice and direction. • Review of related tourism and economic development reports and studies. • Development of a business model for the CTC based on assembling some or all of the previously defined concept components, plus others yet to be identified. • Identification of information or data gaps that need to be addressed to better enable CTC sustainability. • Development of CTC location criteria. • Development of a critical path for CTC implementation. • Preparation of final report and recommendations.
The results of the interviews and analysis of recent economic development reports and studies are contained in the FINDINGS section of this report.
The study process did not include original research due to financial and time constraints. Research time was spent in reviewing existing reports and research at the municipal and provincial level as a foundation. It should be noted that both local municipalities and the provincial government clearly identify culinary tourism as having significant potential for growth, particularly in the East Kings-West Hants area.
FINDINGS
Culinary Tourism Definition
There are a number of definitions for culinary or food tourism regionally, nationally and internationally. Industry thinking appears to be that: Culinary or food tourism is the provision of unique, high quality, authentic and memorable eating and drinking experiences to visitors who consider the pursuit and acquisition of these experiences to be an essential component of a satisfying vacation. Due to the essentially rural nature of the East Kings-West Hants area, the incorporation of agritourism experiences under the culinary umbrella adds depth and dimension to the visitor experience. Agritourism incorporates a wide variety of activities including: • buying produce directly from the farm • navigating a corn maze • feeding farm animals • picking fruit • staying at a bed & breakfast on a farm • attending an agricultural fair or festival 54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 8 email: [email protected] D A V I D J O N E S Associates
Culinary Tourist Profile & Market Scope
The culinary tourist typically puts a high priority on high quality, authentic culinary experiences and spends significantly to find and acquire these experiences. They are motivated to travel for these experiences and are considered to be “high yield” tourists because they are prepared to spend significantly more than average to have these experiences. These tourists are also motivated by cultural and outdoor experiences. Approximately half travel as couples, come from farther away and have higher incomes and education.
Substantial research has been undertaken by Tourism Nova Scotia to better understand Culinary target market segments and what are the motivating factors to increase provincial visitation and tourism revenues. Culinary tourists are seen as “high yield” visitors spending more than double on food and beverages during their visit and a core focus of current tourism strategy is to increasingly attract these kinds of visitors by featuring our authentic, high quality experiences. The cluster of wineries located in the East Kings-Hants West area are already attracting visitor interest on a regional and national basis. Tourism Nova Scotia is mounting aggressive traditional and digital media campaigns in key North-American and European markets. Recent research has indicated that 66% of visitors consider experiencing local cuisine an important part of their visitor experience.
The CTC concept would logically be positioned to provide visitors with a destination where the culinary tourism assets of the East Kings-West Hants can be showcased through a variety of memorable experiences that reflect seasonality through available ingredients and activities.
Key Culinary Tourism Assets
Within the East Kings-West Hants area key current culinary tourism assets include: • wineries and vineyards • farms that produce fresh vegetables, animals and fruit • restaurants, taverns, snack bars, coffee shops and food trucks • seafood producers and harvesters • roadside markets • farmers markets • community festivals with a culinary emphasis or focus • traditional agricultural festivals • historical and traditional Acadian and Mi’kmaq food culture events • new food cultures that are a blend of recent ethnic influences and traditional food culture
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 9 email: [email protected] D A V I D J O N E S Associates
These assets can act as a foundation to consciously grow and evolve a culinary tourism culture amongst local tourism industry participants that, in turn, can attract an increasing number of culinary tourists annually. Discussions with a variety of study participants indicated that this asset list needs curation or evaluation to identify the currently superior visitor experiences and those that could achieve superior status with some development assistance.
Product Participant Scope
It was clear through discussions with a variety of stakeholders that while many of the foods and beverages to be featured through the CTC would be local, showcasing high quality products from across Nova Scotia would also be appropriate and could help to secure positive attention and support from provincial and federal stakeholders.
Concept Components
The following is a summary of the concept components for the CTC together with observations and comments resulting from the study process. It is important to note that efforts have been made to respect existing businesses or institutions and steer the CTC concept away from direct competition with them.
A tasting room for local wines, craft beers and spirits. Tasting rooms have grown in popularity throughout North America in recent years. Some tasting rooms are located at wineries & craft breweries or in a nearby town and are owned & operated by them. Others are owned and operated by an independent entity that presents a curated selection of products to sample from local producers. Often tasting rooms offer a selection of samples that allow for comparisons of, for instance, four or five of the 13 Tidal Bay appellation wines produced in Nova Scotia. A tasting room typically operates daily from 10:30 am to 5:30 pm.
Each alcohol beverage producer in Nova Scotia has a permit from the Nova Scotia Liquor Corporation (NSLC) that allows them to sample and sell unopened containers of product throughout the province, such as at farmers markets, festivals and special culinary events. This activity does not require the holding of a liquor license from the Alcohol and Gaming Division as only sample sizes, not full measure glasses, are on offer. Discussions with the NSLC indicate that they are open to a proposal whereby an entity like the CTC could act as registered agent for each participating producer to present, educate and sell the samples and packaged product. Details to be discussed include: when and how the products would be featured and promoted at the CTC to visitors; how product knowledge would be acquired by CTC staff; and, how the accounting for and division of revenues generated would need to be 54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 10 email: [email protected] D A V I D J O N E S Associates
managed. Current thinking is that this would be a commission relationship with the CTC acting as registered agent and retaining a fixed percentage of the revenue generated.
In many cases, an important role for the CTC would likely be the encouragement of tourists to visit the individual producers to enjoy a more in- depth presentation of products and the individual producer experience.
A number of beverage producers indicated an interest in discussing using their NSLC permit to participate at the CTC tasting room.
It is anticipated that the tasting room could operate 7 days a week during the May to October high season and on weekends throughout the rest of the year.
Note that discussions with local licensed food establishments indicated that they would not be in favour of a direct competitor should the CTC seek a traditional liquor license from the Alcohol & Gaming Division.
A commercial kitchen for preparation of local food to accompany the beverage tastings and to be a rental production facility for artisanal food producers and caterers. An important educational component for a beverage tasting program is the ability to pair the beverages with compatible foods. To do so, a commercial kitchen would need to be provided on-site so that this food could be made from fresh local ingredients. This kitchen would also act as a rental production kitchen for caterers throughout the year and for local artisanal processed food producers primarily during the November to April time period.
Note that Acadia University, through their rural innovation program, offers a test or development kitchen to local producers wanting to develop new processed food products.
A retail area that sells locally produced artisanal food products. There were no objections to this idea with the only qualifier being that the products need to be curated for quality of taste and presentation. While there would naturally be a focus on local products, the retail area could also offer artisanal products from across Nova Scotia.
Touring information about how to find culinary assets in the area and advise on visitation opportunities. Not-withstanding the current role of the Wolfville visitor’s information centre, there was strong support for CTC personnel to be educated about the nature and location of the area’s culinary tourism assets and how to find them. So,
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 11 email: [email protected] D A V I D J O N E S Associates
for instance, the wine tasting program would be an introduction to a given winery’s products but would promote a winery visit for a more in-depth experience of the winery and its products.
A pickup and drop off point for culinary tourism tours in the area. Local wine tour operators would welcome the opportunity to utilize a central Wolfville location to pick up and drop off visitors. The CTC could also be a stop for tours commencing in HRM. Presumably, the CTC could also become a stop for bus tours originating outside the province.
A rental event space for fundraising dinners that benefit local community organizations and can provide a dining event facility for beverage producers that do not have their own on-site facilities. Discussions with local chefs and caterers indicate that there is a need for an event facility to host up to 100 guests seated and 150 guests in a reception format for high quality, fundraising events to benefit local community organizations. These events would utilize the commercial kitchen facility and take place throughout the year.
A culinary education and activity location for cooking classes and other related learning opportunities. Discussions indicate that here could be a robust, tourist focused culinary education program held, as often as, daily during the May through October season for tourists and on weekends throughout the balance of the year for local/regional participants. This program would be welcomed by the local accommodations industry, especially during the winter months when occupancy is lowest.
It is also important to note that the Wolfville Farmers Market (WFM) has adopted a community-based focus on food education and community development. It has the capacity to host workshops and seminars using its own commercial kitchen facility. Connecting community members with local producers, many of whom are year-round market participants, is a major programming theme. Developing a collaborative relationship with the WFM could assist CTC education program development, and maintain differentiation amongst offerings in the future while offering tourists two distinctly different venue experiences.
An administrative and operating headquarters for events such as the annual Devour! The Food Film Fest and the Wolfville Magic Winery Bus. Devour! The Food Film Fest and the Magic Winery Bus Tour are relatively new culinary tourism attractions that appear to be steadily growing in popularity. Both looking for an administrative headquarters to support their ongoing operations and growth. At this time, the requirements appear to be
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 12 email: [email protected] D A V I D J O N E S Associates
modest, perhaps two offices, sharing administrative support with the CTC as landlord and administrative resource provider. During Devour!, the CTC could also be utilized as an operational headquarters as well as location for a variety of festival activities.
Key Strategic Relationships
Municipal
Enthusiastic municipal support is seen as key success indicator and important in the attraction of provincial and federal public funding and other developmental resources.
Town of Wolfville The Town of Wolfville is eager to be part of a collaborative culinary tourism development program, especially if a centre of activity can be established in downtown Wolfville. While culinary tourism is identified as a strategic objective in Town documentation, it is noted that the Town does not currently have its own marketing and development program to attract visitors with a culinary tourism focus. Wolville officials expect the Town could be an active financial supporter of an industry-led CTC development program and are looking forward to future discussions with CTC organizers.
Municipality of the County of Kings Many of the culinary tourism assets in the East Kings-West Hants area are resident in the Municipality of the County of Kings (Kings County). Discussions with County officials indicate that there is recognition that culinary tourism could be of significant economic benefit to the area and there is active interest in developing a tourism development plan that has culinary tourism as a key focus. County officials expect to consider financially participating in a CTC development program and are interested in determining how to engage with this industry-led project.
Municipality of West Hants Due to the shortness of time and budget, research discussions did not include West Hants municipal representatives.
Nova Scotia
There are a number of provincial entities that are interested in furthering discussions and support of an industry-led CTC project.
Department of Agriculture One of the primary interests of the Department of Agriculture is in assisting existing and potential farmers to expand their business model to incorporate value-added
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 13 email: [email protected] D A V I D J O N E S Associates products and services. They also have as a priority the attraction and development of new farmers throughout the province.
Select Nova Scotia Select Nova Scotia (Select) is a promotional program under the Department of Agriculture that promotes the province’s food bounty from the sea or the land. Select participates in a variety of community events and festivals and is actively looking for new and innovative ways to promote the purchase and consumption of local primary and value-added products. There may be a number of the CTC initiatives or activities that hold appeal for Select support.
Tourism Nova Scotia Tourism Nova Scotia (TNS) was established to facilitate greater collaboration between industry and government in developing a more innovative and globally competitive approach to tourism. It’s mandate is to work with industry to increase the number of visitors to Nova Scotia and encourage them to spend more and stay longer. In 2015 culinary tourism was identified as one of five potential high-yield areas for development. Two interesting statistics are behind this culinary tourism focus. 1. Culinary enthusiasts have an average trip spend of $630 at eating & drinking establishments which is more than twice that of other pleasure visitors. 2. Food culture in Nova Scotia is critical or important for 66% of potential visitors to the province.
Note that research data about culinary tourists is still being compiled and it is expected that the 2015 Exit Survey being conducted by TNS will provide valuable contemporary insights. Getting and maintaining a more comprehensive understanding of the culinary tourist expectations and interests will be an important part of developing a comprehensive business plan for the CTC concept.
TNS is currently undertaking a pilot project in Southwest Nova to test an alternative, perhaps more direct, method to encourage visitors to spend more and stay longer. In other areas of the province this role has been undertaken by destination Marketing Organizations. This pilot project suggests that new and innovative product development and marketing initiatives could be well received by TNS.
TNS has a number of product development tools and capacity-building programs that could be accessed in the development and implementation of the CTC concept. A review of current documentation suggests that the Competitive Edge Program, under the Tourism Development Investment Fund could be an interesting funding opportunity. Subsequent support could also come through the Tourism Marketing Partnership Program should the CTC concept become a reality.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 14 email: [email protected] D A V I D J O N E S Associates
Taste of Nova Scotia Taste of Nova Scotia (Taste) is a not-for-profit association of food producers, processors and restaurants that showcases the best culinary experiences that Nova Scotia has to offer. It promotes high quality standards for food, service and hospitality. On behalf of its members, it promotes Nova Scotia as an exciting destination for the culinary traveller in partnership with Tourism Nova Scotia. Along with federal and provincial government partners, Taste leads trade missions, participates in trade shows and incomer buyer programs to assist members in developing domestic and international markets. Taste enthusiastically identifies and promotes high quality visitor experiences.
Taste management are very interested and supportive of the CTC concept while at the same time feel it is important to get the program mix and scale of operation appropriately designed for anticipated market capacity. Taste management facilitated a valuable introduction to the Executive Director of the New York Wine and Culinary Centre, which may provide an important business model and future operational advice for CTC developers.
NSCC – Kingstec The Nova Scotia Community College – Kingstec is located in Kentville and offers professional training and education for culinary and tourism marketing students. Both of these programs could be a source of seasonal and/or cooperative students to act as “front-of-house” receptive staff and “back-of-house” culinary production staff, while also acquiring curriculum credits. In both cases they would need to be led and supervised by qualified CTC personnel.
New York Wine & Culinary Center
Online research and a referral from Taste of Nova Scotia management identified the New York Wine and Culinary Center (NYWCC), located in the Finger Lakes region of upstate New York as a potential model for consideration. The NYWCC is a registered not-for-profit organization that showcases New York’s agriculture, wine, craft beer and food industries. Facilities include a hands-on teaching kitchen, a demonstration theatre, a tasting room, a private dining room, a culinary boutique and a restaurant featuring locally-sourced ingredients.
The NYWCC began with concept development work in 2000/2001. A fundraising program began in 2002 led by its four founding organizations: Constellation Brands (international drinks company), Wegmans Food Markets (grocery chain), Rochester Institute of Technology (similar to NSCC) and the New York Wine And Grape Foundation. Fundraising included government, corporate and public donations. Their common goal was to create a gateway for the people of New York
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 15 email: [email protected] D A V I D J O N E S Associates and from around the world to experience New York agriculture and viticulture. The founders lead a fundraising campaign that raised $2 million with additional financing of $5 million to open the $7 million, newly constructed facility in 2006.
The organization follows a policy-governance model where operational authority and responsibility are vested in the professional staff with the board acting in an oversight role, meeting 4 times per year with monthly written updates.
Discussions with NYWCC management provided some interesting insight for the CTC concept as follows.
• All four founding organizations remain involved and are represented on the board of directors.
• The key mission of the Center is to support and develop agriculture in New York state.
• All products featured at the Center are reviewed and curated by the professional staff four times per year to match seasonality.
• Of the 400+ wineries in New York, approximately 70 are featured at the Centre during any given season.
• Operational staff fall into three main categories: Tasting Room & Retail, Education & Training, and Restaurant & Special Events. Programming is continuously evolving to reflect new trends in products but also to respond to evolving consumer interests.
• Operational staff are supervised and directed by an Executive Director, reporting directly to the Board and who also is responsible for marketing/sales, ongoing fundraising and both government and donor relations.
• The hands-on training kitchen is the most expensive component to operate and requires subsidy through corporate sponsorship and support from other operating components.
• In the past two years, the restaurant and special event aspects of the Center have shown the most growth and contribution to the operating bottom line, although this places the Center in direct competition with area restaurants.
• Tasting room, education and special events activities are active throughout the year with a concentration in the late spring, summer and fall months.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 16 email: [email protected] D A V I D J O N E S Associates
• A number of beverage producers who do not have their own on-site facilities use the Centre for special showcase activities in the tasting room and special events such as wine-maker or brew-master dinners.
It could be useful for CTC developers to maintain an ongoing, perhaps mentoring relationship with NYWCC management in the development of the CTC concept and its evolution into a fully operational entity. It is also useful to note that while similar in concept, differences in marketplaces, scale of operation and range of activities will likely result in similar but different business models.
Key Operational Resources for CTC Development
Curated culinary tourism asset data base An important developmental resource for the CTC will be the creation and management of a curated culinary tourism database that maps the location of the assets, identifies and evaluates the experiential opportunities, and provides an ongoing process for the maintenance and use of the database.
Key management personnel The recruitment and contracting of qualified, professional operations management will be essential for successful development and sustainable operations. The key leadership areas are as follows, with an individual potentially covering more than one area, especially during the development phases of the project: • Tasting Room & Retail • Events, Catering & Product Production • Education & Programming • General Management & Marketing
Operational staff The two key operating staff areas are: Front of House – including retail and food service; and Back of House – including kitchen operations and education program support. It is thought that a collaboration with NSCC Kingstech and perhaps other locations to provide both culinary and tourism marketing students with practical experience could be a valuable, ongoing resource.
Friendly Landlord Developing the CTC concept to occupy an existing building will be quicker to implement and less expensive than developing a new property from scratch.
A key goal of this feasibility project is locating the CTC facility in Downtown Wolfville, so that the visitor traffic generated by the facility has the potential to be shared with merchants and businesses in the downtown core.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 17 email: [email protected] D A V I D J O N E S Associates
Given the currently understood physical specifications of the CTC concept, the need for flexible use of the facility and the ability to “grow into” the space, one currently available facility stands out. This is the former United Church located at 329 Main St. in Wolfville. It is a historic building designed by renowned architect Andrew Cobb and has a distinctive presence on the Main Street streetscape. Viking Ventures Ltd., owned by Michael and Susan MacArthur, is interested in re- purposing the church building to become a cultural destination in the area and they are particularly interested in the potential that the CTC concept may offer to help revitalize agriculture and tourism in the area. They appear to be patient developers who want to make the unique structure a new and dynamic landmark for Wolfville and the region. The building is 3,000 square feet on each of two levels. This amount of space would seem to be adequate to accommodate all of the currently anticipated activities of the CTC and its potential tenants. The owners are commercial and residential contractors who have the in-house resources to facilitate the physical development of the space and currently have a “long-term” perspective on recouping their investment. As of this writing, there does not appear to be a comparable building in downtown Wolfville with the same potential and availability.
Conversations with Municipality of Kings personnel identified one other potential location that was reviewed but does not meet the WBDC objective of having the CTC located in downtown Wolfville. This is: the proposed Glooscap First Nation commercial development at exit 8A on highway 101, which, understandably, has a first nations cultural focus, does not currently encompass the type of facilities needed for the CTC concept and will not likely be available as a development site until 2017 or 2018 due to current project phasing.
Criteria for Potential CTC Locations In Wolfville
Discussions with stakeholders indicated that the CTC had the following basic criteria: • Space and appropriate furniture and fittings to host dinners for up to 100 and receptions for up to 150. • A suitable area for education programming with a capacity for up to 40 persons in classroom configuration and 14 in a hands-on configuration. • A separate tasting room/area with a capacity of approximately 25 people. • A separate retail area to feature Nova Scotian artisanal food products and merchandise. • A commercial kitchen sufficient to service the tasting room, education programming, special event dinners and receptions, and to act as a production kitchen for caterers and artisanal food producers. • Proximity to parking for 50-60 vehicles. • Downtown core location
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 18 email: [email protected] D A V I D J O N E S Associates
Potential Funding Sources
A key to creating and maintaining successful funding relationships will be the ability of the CTC to develop and maintain its own revenue sources. These will need to be analyzed in detail through the development of a comprehensive business plan. It is important to note that most public funding will need to be leveraged through CTC revenues and equity.
Possible sources of self-generated revenues include:
Operations • Tasting room sales • Wine-maker, brew-master & distiller dinners • Community fundraising dinners • Retail sales of products and merchandise • Education program sales • Office leases
Corporate Sponsorship • Commercial kitchen equipment • Retail & service areas fittings & fixtures • Retail grocery chain • Consumer packaged goods manufacturer • Education program
Memberships-Subscriptions • Beverage producers • Food producers • Agritourism operators • Accommodations operators • Associate and/or General Public
Possible sources of public support to address needs for concept development, consulting, marketing to attract tourists and local community communications include:
Municipalities • Town of Wolfville • Municipality of the County of Kings • Municipality of West Hants
Kings-Hants Community Business Development Corporation
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 19 email: [email protected] D A V I D J O N E S Associates
Provincial Government • Department of Agriculture • Tourism Nova Scotia
Federal Government Atlantic Canada Opportunities Agency
Strategic Overview For Growth
Organizational Development Two key areas for organizational development stand out: • Board • Staff
Under the Board category, is the recruitment of Board members and the development of bylaws and policies & procedures guidelines for Board functioning under the policy governance model. In this category will also be the political engagement of municipal, provincial and federal representatives for both financial and other support. Stakeholders suggest that restricting the voting board membership to seven will facilitate more efficient discussion and decision-making. There could be several ex officio members representing the collaborating municipalities.
In parallel to the development of the Board is the contracting of a General Manager or Executive Director to be responsible for developing the following operations areas: • Operating policies & procedures • Branding & marketing program • Municipal, provincial and federal staff engagement • Business plan development • Key management recruitment • Location search
If the CTC wants to get visible quickly, then it is suggested that developing educational programing for the winter 2015-2016 in collaboration with the WFM should be carefully considered and would be welcomed by the accommodations sector.
CTC Governance Considerations
It is recommended that the CTC form a not-for-profit, policy governance organization to facilitate public funding, monitor finances and demonstrate community ownership. The single employee reporting directly to the board should
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 20 email: [email protected] D A V I D J O N E S Associates be the General Manager/Executive Director with the assistance of a contract accountant/bookkeeper.
The CTC could create an Advisory Board as an ongoing forum for creative thinking and dialogue. The Advisory Board should not have voting power in relation to the governance or operations of the CTC. Advisory Board members could be consulted individually or collectively by the CTC depending on the topic and the speed with which feedback or input is desired.
A number of stakeholders emphasized the need to keep the CTC management structure simple with clear decision-making guidelines and authority for program development and operational finances.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 21 email: [email protected] D A V I D J O N E S Associates
APPENDICES
INTERVIEW LIST
Wolfville Area Businesses & Organizations Peter Herbin Herbin’s Jewelers [email protected] Heather Leeman Tattingstone Inn [email protected] Kelly Marie Redcliff Wolfville Farmers Market [email protected] Jason Lynch Le Caveau Restaurant [email protected] Lila North Go North Tours [email protected] Susan Downey Grape Escapes [email protected] Jim Chambers Jim Chambers Developments [email protected] Michael MacArthur Viking Homes [email protected] Claude O’Hara Glooscap Economic Development [email protected]
Town of Wolfville Jeff Cantwell Mayor [email protected]
Municipality of Kings Mark Strickland Development Coordinator [email protected]
Tourism Nova Scotia Kelli MacDonald Industry Partnerships [email protected] Nick Fry Tourism Development Officer [email protected]
Regional Development Kelly Ells Valley REN [email protected]
Wineries Lucket Vineyards Pete Luckett [email protected] Domaine de Grande Pre Hanspeter Stutz [email protected] L’Acadie Vineyards Bruce Ewert [email protected]
Acadia University Rural Innovation Centre Hope McCallum [email protected] NS Winery Association Gillian Mainguy [email protected]
Taste of Nova Scotia Janice Ruddock [email protected]
Artisanal Food Katie Barbour Food Service Consultant [email protected]
NS Liquor Corporation Carol Andrews Permits & Regulatory Affairs [email protected]
NS Alcohol & Gaming Division Jennifer Price-Hudson Licensing [email protected]
NY Wine & Culinary Center Peter Rogers General Manager [email protected]
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 22 email: [email protected] D A V I D J O N E S Associates
STUDIES AND PUBLICATIONS REVIEWED
Tourism Nova Scotia • Regional Partnership Approach – Southwest Nova Scotia • Capitalize on Culinary Experiences – TIANS 2014 Presentation • 2015 Innovation Days Research • 2015 Industry Development Program • Tourism Development Investment Fund • Tourism Destination Development • Visitor Experience Development • 2014 NovaScotia.com Report – TIANS • 2010 Brooks Report Wine Region Assessment
Town of Wolfville • Economic Action Plan Draft – 2012 • Council Strategic Plan 2014-2017 • Destination Wolfvile Strategy – Wine & Tourism Draft – 2013/2014
Kings County • Best Practices Study Tour: Wine & Culinary Destination Development – May, 2013 • Best Practice Models in Wine & Culinary Destination Development – January, 2013
Glooscap First Nation Economic Development Corp. • Glooscap Landing – Feasibility Study – Final Report.
54 Fenwood Road, Halifax, Nova Scotia Canada B3N 1G8 tel: (902) 483-8515 23 email: [email protected] REQUEST FOR DECISION #054-2015 Electronic Voting Date: August 20, 2015 Department: Corporate Services
SUMMARY
ELECTRONIC VOTING
October 2016 is the next municipal election for Nova Scotia and municipalities must decide if they will be implementing electronic voting.
Electronic voting, or e-voting, is increasingly becoming the method of choice for elections at the municipal, provincial and federal government levels throughout Canada with benefits such as easy access, secrecy for special populations, no spoiled ballots and almost immediate results. It is also has a lot to do with the increased use of technology by the broader population that makes e-voting the choice for elections.
In 2012 Town Council voted not to implement e-voting mainly because of the social issues surrounding it; voting without engagement, removing voters from the safe environment of polling stations, making it a casual activity, and voters responding in the moment and being influence by others at the time of their vote. However, staff believe that voter, and candidate, engagement is separate from the method of voting and will be developing an engagement plan to be launched in January 2016.
Although there are potential risks and drawbacks for e-voting such as security, voter coercion, and the digital divide the research and trials in other municipal units show that the benefits out weight the risks and Council should implement e-voting for the 2016 municipal election.
DRAFT MOTION:
That Town Council approve the development of a by-law authorizing voters to vote electronically in the 2016 municipal election and that there be no use of paper ballots.
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1) CAO COMMENTS The CAO supports the recommendations of staff. The CAO has personal experience with e-voting from the Municipality of Chester and was very pleased with the results.
2) LEGISLATIVE AUTHORITY Section 146A of the Municipal Elections Act bestows municipal council with the legislative authority to select the method and system of voting. “Section 146A(1) A council may by by-law authorize voters to vote by mail, electronically or by another voting method.”
3) STAFF RECOMMENDATION Staff recommends that Council approve the development of a by-law authorizing voters to vote electronically for the 2016 Municipal Election. There would be no traditional (paper) ballots.
4) REFERENCES AND ATTACHMENTS • Municipal Elections Act • Technologies in Voting process: An Overview of Emerging Trends and Initiatives • Part II: Benefits, Drawbacks and Risks Associated with Internet Voting
5) PURPOSE OF REPORT The purpose of this report is to provide Council with the background, benefits and drawbacks for e- voting and ask Council to make a decision regarding e-voting for the 2016 Municipal Election.
6) DISCUSSION Electronic voting, or e-voting, was introduced in Nova Scotia municipal elections in 2008 and at the time traditional methods, paper, were still required. In 2012, legislation changed to allow e-voting only and mechanisms included telephone, internet and kiosk voting. Below are some stats from e-voting in Nova Scotia in the 2008 and 2012 elections.
• In 2008, 4 municipalities used e-voting. • In 2012, 15 municipalities used e-voting. (Middleton was not included in the table below). • Berwick used e-voting in 2008 but did not in 2012 because of cost. They are recommending e- voting for 2016. • Wolfville voted not to use e-voting in 2012. • 11 out of 54 municipalities used electronic voting for the first time in 2012. • On average, there was a 7% (6.58%) increase in voter turnout when compared to 2008. However, not all of the municipalities that used e-voting for the first time in 2012 saw an increase in voter turnout. There is a wide range: Truro and Bridgewater saw an increase of over 20%, but Digby and Kentville saw decreases of 11%. • Therefore, it is difficult to isolate the impact e-voting alone has on voter turnout, as there are other factors that are going on in each municipality.
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• All 15 municipalities used e-voting only for advance polls. • When Nova Scotain voters were offered the option of an electronic or paper ballot during 2012 Municipal and School Board elections, the electronic option was the choice of 64% of voters.
The table below shows the voter turnout in 2008 and 2012 for municipal units that used e-voting in 2012 and the method of voting that was used on Election Day.
Voter Voter % Change Method of Municipality TO E-voting TO E-voting in TO from voting on 2008 2008 2012 2012 2008 election day HRM 36.19% y 36.93% y Paper only Stewiacke 70.76% y 58.54% y e-vote/paper Windsor 37.09% y 30.18% y e-vote only Argyle 72.74% n 79.68% y 6.94% e-vote only *Berwick 54.53% y 54.72% n Bridgewater 23.85% n 45.90% y 22.05% e-vote/paper CBRM 50.37% n 55.92% y 5.55% Paper only Chester 45.58% n 60.12% y 14.54% Paper only Clare 65.36% n 66.26% y 0.90% e-vote/paper Digby (Town) 64.65% n 53.58% y -11.07% e-vote only Digby (Mun) 44.76% n 47.20% y 2.44% e-vote/paper Truro 19.39% n 46.59% y 27.20% e-vote only Victoria 60.64% n 74.92% y 14.28% Paper only Yarmouth (Mun) 41.61% n 42.07% y 0.46% e-vote only Kentville 46.18% n 35.22% y -10.96% e-vote/paper
In 2012 when Council voted not to implement e-voting the main concerns were related to social issues; voting without engagement, removing voters from the safe environment of polling stations, making it a casual activity, and voters responding in the moment and being influence by others at the time of their vote. With regards to engagement, this is an issue to be addressed outside of e-voting. Staff is working on an engagement plan for both voters and candidates that would be launched in January 2016 and involve articles, workshops, videos, etc. that focus on municipal governance. Council also raised concern with regards to security and access in 2012 and those are addressed below.
Internet voting is always offered along with a telephone voting option to ensure complete coverage of the electorate. In addition, kiosks can be set up at polling stations for individuals who either don’t have access to a computer, need assistance, or would like to maintain a traditional means of voting.
Functions of E-voting
• Each individual on the final list of electors receives a voter information letter containing instructions on how to cast their ballot and their electronic voting credentials (PIN). In 2012, inaccuracies in HRM’s municipal voters list cause some households (3-5%) to receive voter information cards for non-household members. As a result there were no instances of voter
Request for Decision, Page 3 of 7 REQUEST FOR DECISION #054-2015 Electronic Voting Date: August 20, 2015 Department: Corporate Services
fraud and because the letters or mailed in a sealed envelope and opening someone else’s mail is illegal, as is impersonating another elector. • After receiving the voter instruction letter voters connect to the voting website or call the 800 number. • The website offers a step by step process where you enter your personal identification number (PIN) in order to proceed. • The user sees an electronic ballot, one at a time – Mayor, Councillors, School Board, and the individual clicks on the box for their chosen candidate and submits their choice. Before that vote is cast a confirmation screen shows the candidate(s) that the individual chose. If this is not the correct list the individual can return to the ballot or vote now. • An individual can access their vote and make a change up until the close of the polls.
Elections Canada has gathered research on technology trends, Canadian’s attitudes and the benefits and drawbacks of e-voting. Below is a summary of two reports prepared by Elections Canada and links to the full text can be found by clicking on the titles under Section 4 of this report References and Attachments.
Technology Trends
• According to the 2012 Canadian Internet Use Survey (Statistics Canada): o 80 percent of individuals 16 years and older used the internet for personal use. o Overall, Canadian’s are experienced internet users with almost on half of users (47 percent) having been online for 10 years or more. o Seniors accounted for about one half (51 percent) of non-users. Nearly four in ten non- users (39 percent) cam e from households reporting low income. • Research shows that technology can remove some administrative barriers to the electoral process, especially for some groups of electors, including those with accessibility challenges and potentially youth.
Attitudes and E-Voting in Canada
• According to the 2011 Elections Canada Survey of Electors: o the majority of electors (86 percent) have access to the internet in their home; an increase of 5 percent since 2008 and 22 percent since 2003. o 57 percent of non-voters, primarily those with internet access at home, said they would have voted had it been possible to do so over the internet. • The 2011 Canadian Election Study shows that half of the electors (49.1 percent) agree, somewhat (31.5 percent) or strongly (17.6 percent) that “Canadians should have the option to vote over the internet in federal elections”. This compares to 39.4 percent who disagree.
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• A majority of electors (58.8 percent) said they would be likely, either somewhat (17.0 percent) or very (41.8 percent), to vote over the Internet if they could do so; 37.5 percent say they would not be likely to do so. • 50.3 percent of electors think voting over the Internet is "risky" while 29.7 percent think it is not. • Across the board, positive impact on participation turned out to be negligible. On the other hand, in all cases, electors took advantage of the option, and the Internet voting option has been retained for future elections. • A policy analyst for Elections Canada suggests that changes in society, especially those that are incited by new technologies and increasing online use are influencing the expectations of Canadians.
Benefits of e-voting
• On average, it too 1 minute, 31 seconds to vote by internet during 2012. • Surveys on non-voters indicate that being too busy, out of town or ill/disabled is a reason that they did not vote (statistics Canada, 2013). E-voting allows voters to vote from anywhere- anytime. • E-voting could allow for greater secrecy for special populations of electors with disabilities (including visually or hearing impaired, because they can vote unassisted and are afforded a greater degree of anonymity when casting a ballot. • E-voting may be a method of engaging those voters who are considered the hardest to reach, particularly young people aged 18 to 30. • Has the promise to positively impact voter turnout, though not proven at this time. • The incremental financial cost to a voter casting an electronic ballot is less than that for an individual voting in-person after having taken time off work, travelling to a polling station and obtaining childcare. • Over the long term, all types of internet voting have the potential to be less expensive to operate and execute than traditional paper ballots. • Eliminates proxy votes and certificates of eligibility. • Results are available almost immediately. • No spoiled ballot issues, positive ballot confirmation. • Eliminates the need for an interim voters’ list to be used at physical polling stations on advance voting day. The voters’ list can be continuously updated.
Drawbacks and Risks
• Those opposed to e-voting prominently cite security, threats of computer viruses or hackers, as the number one risk.
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• Problems with access to technology and the digital divide for those who have access and do not have access to a computer and those who have faster connections and those who have slower connections. • E-voting presents greater opportunity for fraud and coercion or vote-buying – i.e. someone voting on another’s behalf without their permission or pressuring others to vote in a way that he or she would not have otherwise. • Voter education that ensures public awareness of electronic voting and understanding and use of online systems are a concern. • Privatization is a concern when electoral administrators cede control to a hired firm and causes negative impact on public confidence. • The proliferation of electronic election services has the power to alter that nature of electoral participation by causing more electors to vote alone instead of at a polling place with others. • Although electronic voting may be more popular among committed voters it is not as trusted as traditional in-person voting options.
Although there are potential risks for e-voting staff believe that the benefits outweigh the risks. The success of e-voting in 14 other Nova Scotia municipalities – no reported fraud or security risks – and the increasing trends in Canadian’s use and attitudes towards technology and e-voting are evidence that moving forward with e-voting for the 2016 municipal election would be beneficial. Wolfville has put their name forward to be included in the Bulk Purchasing Request for Proposals that is currently being prepared with potential benefits such as efficiencies, financial saving and opportunities for smaller municipal units to affordably provide e-voting, which means we could see more municipal units offering e-voting in 2016. The RFP being prepared by HRM includes:
• Non-binding e-voting RFP • RFP based on legislation and business practices to conduct a municipal and school board election in Nova Scotia. • RFP process will be led by HRM and facilitated by HRM Procurement Department. • Two other municipal units will be invited to participate in the RFP evaluation. • The RFP contains language that allows the listed parties to enter into their own agreement with the highest scoring proponent, but does not require them to. Any agreement will be solely between the Town and the vender – HRM will not be a party to the external agreements.
7) FINANCIAL IMPLICATIONS In 2012 the Election cost the Town approximately $13,000 and in 2008 approximately $19,000; both elections used traditional methods of voting. The major difference in cost from 2008 and 2012 were honourariums and the use of legal services for a recount in 2008. In both years a member of Town staff was appointed as the returning officer and those costs were assumed by the Town as part of that employ’s regularly earned pay.
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It is estimated that if Council chooses either e-voting or paper ballots only that there would be minimum savings between the two methods. E-voting does require less human resources to implement but again, the cost savings would be minimum to be used as a deciding factor. If Council chooses to use both e- voting and paper ballots the cost would be double.
The exact costs of the e-voting are not known at this time, however, when the RFP is awarded that update will be provided to Council.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Strategic Direction #5: Efficient and Effective Leadership from a Committed and Responsive Executive and Administrative Team.
9) COMMUNICATION REQUIREMENTS Staff will include an educational component in the voter engagement plan to ensure that voters are aware that e-voting will be used and know how to use it.
10) ALTERNATIVES • That Council proceeds with a combination of e-voting and paper ballots. • That Council proceeds with paper ballots only.
Request for Decision, Page 7 of 7 REQUEST FOR DECISION #073-2015 VWRM Request for Partner Input – Operating Reserves Date: September 30, 2015 Department: Finance
SUMMARY
VWRM Request for Partner Input – Operating Reserves
In the VRWM Authority update included in the September COW agenda, it was noted that the Authority passed a motion asking Authority representatives to discuss this matter with their respective Councils and to bring findings back to the Authority during the September meeting. The Authority will determine if establishing a reserve fund is agreeable to partners.
Although the request was for Councils to provide feedback in time for the VRWM meeting in September, there was not consensus at Wolfville COW as to the appropriateness of the VRWM request to have operating reserves. Direction was given to Wolfville staff to provide more background information with regard to the issue and a recommendation on the subject.
This RFD contains information that the Director of Financial Services feels is relevant, and which support the recommendation and related draft motion.
DRAFT MOTION:
That Council support further research by VRWM into the establishment of an operating reserve and that no reserve be approved by VRWM until they have provided the funding partners with: • A dollar limit to be placed on the reserve accumulation, • Criteria that contribute to an annual surplus that will result in those funds not being considered for the reserve, • Criteria that provide the guidelines on when and how the operating fund reserve can be utilized.
Request for Decision, Page 1 of 5 REQUEST FOR DECISION #073-2015 VWRM Request for Partner Input – Operating Reserves Date: September 30, 2015 Department: Finance
1) CAO COMMENTS The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY Inter-municipal agreement enabling the service corporation Valley Region Solid Waste Resource Management Authority, and the related Authority by-laws.
3) STAFF RECOMMENDATION That the Town Wolfville support VRWM researching the idea of establishing an operating reserve, but final approval to allow the establishment of such a reserve requires:
• A review and acceptance of the limits to be placed on the accumulation of any such reserve; • A review and acceptance of the criteria (should be by way of policy) permitting withdrawals from the reserve • That annual results, outside of those allocated to an operating reserve, continue to be redistributed back to the Authority member municipalities.
4) REFERENCES AND ATTACHMENTS • VRWM Audited Financial Statements, March 31, 2015 and previous years.
5) PURPOSE OF REPORT This report has been prepared to assist Council in determining the appropriateness of allowing one of its service partners to establish an operating reserve.
6) DISCUSSION The concept of operating reserve funds is not new to municipal councils, as it is an established approach used to help ensure financial stability for municipal units. The use of reserves is covered under best practice guidelines reviewed as part of a Municipal Finance Corporation initiative a few years ago, and the topic has been covered by the Government Finance Officers Association (GFOA).
The issue to be considered here is whether it makes sense for a regional service arm of a municipality to maintain such a reserve or whether surplus funds should be returned to the respective partners. I have checked around with other finance directors to see what their position is/will be on this issue. It has also been a topic of discussion for a number of years with regard to VRWM.
I have confirmed from one that their position is that the Authority should not have an operating reserve. Points raised were:
• Reimbursement of surplus funds to partners simply puts each municipal unit back to the same financial position they would have been had the budgeted amount matched actual results to the dollar. It’s important to note that if VRWM has a deficit in a given year, the Town would have to
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pay its share of that deficit to the Authority to bring their books back to even (similar to what has occurred with Kings Transit). This puts all parties in the same place had the budget estimates matched actual results. • Added flexibility is retained by the municipal units if all surpluses are reimbursed. o A municipality could simply put the dollars returned in a reserve of their own to be used at a future date to offset increased costs of waste management services. o Utilize the funds in their own operation/accumulated surplus to deal with mounting pressure on all expenditures.
Although VRWM can be viewed as one of “our departments” providing a municipal service, it is also a legally separate entity with a mandate that extends beyond each individual partners borders. As a separate entity its financial pressures and need for working capital go beyond being simply an extension of one of our departments. This, in my opinion, contributes to their auditor’s recommendation to establish such a reserve. Establishing an operating reserve will allow VRWM added flexibility in managing their year over year budget pressures, without necessarily requesting increased budget contributions when their costs increase unexpectedly. Indirectly this can contribute to more normalized year over year pressure on each contributing partner’s budget.
In my opinion, part of the issue revolves around;
• how often VRWM realizes surplus results, • to what dollar level those surpluses are, and • what are the factors that contributed to the surplus results?
The answers to these questions impact how much leeway VRWM should have in retaining any surplus funds. A brief summary actual results over the last few years answers the first two, while answers to the third question are related to the limitations that should be put in place on a go forward basis, should the Authority be permitted to establish the operating reserve.
• Surplus reimbursement to partners, per policy have been o March 31, 2015 results $399,881 o March 31, 2014 $ 80,507 o March 31, 2013 $140,592 o March 31, 2012 $262,854 o March 31, 2011 $ 92,788
o Average over 5 years noted $195,300 (approx. 2% of operating budget)
o 5 Year Total $976,622
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I did not go back any further than five years; however my recollection is that the surpluses continue each year back for at least 5 or six years. Part of the rationale why some feel all surplus results should be returned is that there has been a pattern of over contributing through the budget process, and then awaiting the return of funds after the fact. Given the budget pressures faced by all municipal units, having those funds “in-house” may be relevant to budget decisions being made.
For Wolfville, the 5 year average above equates to a $12,500 return of excess contributions annually or approximately 1/3 of a cent on the general tax rate. That figure is not significant (on its’ own) within the Town’s $9.5 million budget, but it could be impact decisions if Council is trying to hold expenditure increases to a given level.
As noted above, there was a third bullet that noted the contributing factors to any given surplus as an important part of this issue. For example, if a surplus was the result of global over estimating expenses in the budget, then it seems fair to return that surplus to the partners. On the other hand, if the surplus resulted from a timing issue around additional program revenues/grants received by VRWM, and those grant funds make sense to apply to a VRWM program, then it may make more sense for that surplus to stay with VRWM to use in the next fiscal year.
Since there is a difference of opinion, both from members of individual councils and respective finance representatives, the decision/recommendation is not clear cut. However at this stage, a reserve is not being established, but rather further work on what that reserve might look like will be carried out.
The ability of VRWM to manage their budget pressures, and thereby provide some consistency in their annual budgetary requirement from partners, is important. If left to each partner to manage those surplus funds, the likelihood that one (or more) partners may not be in a position to deal with a jump in costs (in a given budget year) increases. This can contribute to uncertainty for VRWM to continue a preferred service, only to have that service re-established the next year, e.g. fall clean up. Ultimately this impacts our residents and businesses as predictability services is appreciated.
Allowing the review of establishing an operating reserve to continue could lead to a system that alleviates some of the annual budget pressure for both VRWM and the Town of Wolfville. However, key to this will be: • Establishing a reasonable limit on what the reserve balance can accumulate to. Final approval should not be given until this figure has been researched and considered by each of the partners. • Considering whether any surplus can be used as part of the reserve, or whether limitations be put in place that require determining why there was a surplus result. • Establishing the mechanisms that allow VRWM to utilize the fund, which will most likely be tied to the budget process.
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7) FINANCIAL IMPLICATIONS Detailed above.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS N/A
9) COMMUNICATION REQUIREMENTS Communicate Council’s decision to VRWM. No further action would be required at this time.
10) ALTERNATIVES The variations on what dollar level, what restrictions, etc. should be applied to a possible reserve are numerous. VRWM should come back to its funding partners once it has researched/determined valid alternatives for their case.
Request for Decision, Page 5 of 5
REQUEST FOR DECISION #068-2015 Library Roof Re-shingling (21 Elm Avenue) Date: October 6, 2015 Department: Community Development/Public Works & Parks
SUMMARY
RE-SHINGLING OF LIBRARY ROOF (21 ELM AVENUE)
For Council to consider the Heritage Advisory Committee (HAC) recommendation regarding the re- shingling of the library roof at 21 Elm Avenue.
HAC Motion (September 30, 2015):
MOTION: IT WAS REGULARLY MOVED AND SECONDED THAT THE HERITAGE ADVISORY COMMITTEE forward roofing Option #3 (Diamond Shaped Metal Shingles) to Council with a positive recommendation with the colour of the shingles as close to the original as possible.
MOTION CARRIED
DRAFT MOTION:
That the Committee of the Whole recommend that the recommendation of the Heritage Advisory Committee move forward for a decision from Council on October 20, 2015.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION #068-2015 Library Roof Re-shingling (21 Elm Avenue) Date: October 6, 2015 Department: Community Development/Public Works & Parks
1) CAO COMMENTS None required. This is a recommendation from the HAC.
2) LEGISLATIVE AUTHORITY The Nova Scotia Heritage Property Act defines the process for the approval of alterations to a municipally registered heritage property. See attached HAC Staff Report.
3) PAC RECOMMENDATION HAC Motion (September 30, 2015):
MOTION: IT WAS REGULARLY MOVED AND SECONDED THAT THE HERITAGE ADVISORY COMMITTEE forward roofing Option #3 (Diamond Shaped Metal Shingles) to Council with a positive recommendation with the colour of the shingles as close to the original as possible
MOTION CARRIED
4) REFERENCES AND ATTACHMENTS • HAC Staff Report dated September 30, 2015 (attached)
5) PURPOSE OF REPORT For Council to consider the recommendation of the HAC.
6) DISCUSSION The Wolfville Public Library is a municipally registered heritage property. The roof of the building is in need of re-shingling. The application was reviewed by the Design Review Committee on July 10, 2015 and the HAC reviewed the Staff report on September 30, 2015. The HAC provided a positive recommendation for Option #3 (Diamond Shaped Metal Shingles) and now the issue is in front of Council for initial consideration. A decision by Council is required, pursuant to the Heritage Property Act, to undertake substantial alterations to a municipally registered heritage property.
Issues identified by HAC
The issues identified by the Heritage Advisory Committee during their September 30, 2015 meeting are outlined here for Council’s consideration:
1. Colour – The draft motion presented by Staff to HAC was amended to ensure the colour of the roof is as close to the original colour as possible. Staff will endeavor to determine the original colour and match the shingles accordingly.
2. Budget - A question was raised on whether Option #3 would be within budget once the HST is calculated. The total cost of Option #3, with the amount of HST the Town pays included, is $141,872.71, within the $150,000.00 budget allocated by Council.
Request for Decision, Page 2 of 3 REQUEST FOR DECISION #068-2015 Library Roof Re-shingling (21 Elm Avenue) Date: October 6, 2015 Department: Community Development/Public Works & Parks
3. Snow Guards & Public Safety – Aesthetic concerns were raised over having to place a snow guard on each shingle. To ensure public safety, this was the recommendation from the expertise of the project architect hired by the Town. The snow guards will be powder coated to match the colour of the shingles which should minimize aesthetic impacts.
4. Warranty – A question was raised as to whether the warranty of the shingles would be impacted because of the snow guards. It was confirmed at the meeting by the Director of Public Works that the warranty would not be impacted.
The staff report presented to HAC (attached) provides further information for Council’s consideration.
7) FINANCIAL IMPLICATIONS The cost (with HST) of the recommended Option #3 (Diamond Shaped Metal Shingles) is $141,872.71 within the $150,000 budget allocated by Council in the 2015-2016 budget.
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS Full policy review provided in the attached HAC Staff Report.
9) COMMUNICATION REQUIREMENTS The process for altering a municipally registered heritage property is defined by the Heritage Property Act with no public hearing required.
10) ALTERNATIVES 1. COTW forwards the application to Council to refer application to the Heritage Advisory Committee with specific direction or questions for consideration. 2. COTW forwards application to Council with a recommendation not to proceed with roofing Option #3.
Request for Decision, Page 3 of 3 REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
APPLICANT Town of Wolfville
PROPOSAL To re-shingle the roof on the Wolfville Public Library
LOCATION 21 Elm Avenue (Wolfville Public Library)
LOT SIZE 13,067 sq.ft. or 1214 sq. metres
DESIGNATION Central Commercial
ZONE C-1
SURROUNDING USES Commercial, Residential, Industrial/Commercial
NEIGHBOUR None to-date NOTIFICATION
1) PROPOSAL To replace the existing roof shingles on the Wolfville Public Library.
2) STAFF RECOMMENDATION Staff recommends that the Planning Advisory Committee provides a positive recommendation to Council in support of Roofing Option #3 (Diamond shaped metal shingles), consistent with relevant policy and the recommendation of the Design Review Committee.
3) PROCESS The Nova Scotia Heritage Property Act and the Wolfville Heritage Property By-law define the process for the alteration of a Municipally Registered Heritage property. The application must be referred to the Heritage Advisory Committee (Planning Advisory Committee for the Town of Wolfville) for its recommendation before going to Council for a decision.
4) BACKGROUND AND CONTEXT
The Wolfville Railroad Station, now the Wolfville Public Library, is one of Nova Scotia’s few remaining brick railway stations. The building was built in 1912 to replace the previous wooden rail station that was destroyed by fire in 1911. The building illustrates the importance of the railway to our economic REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
and cultural history. From the 1860s through to 1990 the railway transported everything from apples to university students to and from our Town. The station was abandoned in 1990 by Dominion Atlantic Rail after passenger service in the valley was discontinued. The Town of Wolfville took ownership of the property in 1992 with the Wolfville Public library opening in the building in June of 1993 after significant restoration/renovations were carried out. The property was registered as a Municipally Registered Heritage Property on June 28, 1993. Figure 1 below provides a context map showing the location of the property.
Figure 1: Context Map
The library roof with its original angled roof design and mix of original asbestos-cement shingles and replacement plastic shingles was recognized as a character defining element as part of its designation as a Municipally Registered Heritage property (see Attachment 1 for full designation information). The roof is currently beyond its life expectancy, has experienced minor leakage issues, and is due for replacement. Figure 2 below shows the roof as it stands during August of 2015. REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
Figure 2: Library Roof Context Images
In the spring of 2015 the Town hired Harvey Freeman of Fowler Bauld & Mitchell Architects to create a tender package and construction drawings for 3 different roofing options:
1. Laminated Asphalt Shingles (standard rectangular shingles)
2. Diamond shaped laminated asphalt shingles (example below)
Figure 3: Diamond shaped laminated asphalt shingles example REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
3. Diamond shaped metal shingles (example below)
Figure 4: Diamond shaped metal shingles example
The tender for this project closed July 17, 2015. The budget for the project was approved by Council in the 2015-16 budget at $150,000. The detailed roofing options, along with prices, are now being brought to the Heritage Advisory Committee for their consideration and to provide a recommendation to Council, as per the Heritage Property Act.
5) POLICY REVIEW AND DISCUSSION The Nova Scotia Heritage Property Act and the Town of Wolfville’s Heritage Property By-law are the primary policy considerations that guide decision making for this type of application. Architectural Control Requirements are also included in the Land Use By-law. Relevant policies are included here:
Heritage Property Act
17 Approval to alter or demolish municipal heritage property:
(1) Municipal heritage property shall not be substantially altered in exterior or public-building interior appearance or demolished without the approval of the municipality.
(2) An application for permission to substantially alter the exterior or public-building interior appearance of or demolish municipal heritage property shall be made in writing to the municipality.
(3) Upon receipt of the application, the municipality shall refer the application to the heritage advisory committee for its recommendation.
(4) Within thirty days after the application is referred by the municipality, the heritage advisory committee shall submit a written report and recommendation to the municipality respecting the municipal heritage property. REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
(5) The municipality may grant the application either with or without conditions or may refuse it.
(6) The municipality shall advise the applicant of its determination. R.S., c. 199, s. 17; 2010, c. 54, s. 13.
When looking to what is ‘substantial’ we refer to the guidelines for determining substantial alterations from the Province’s guide to registering heritage properties. This guide defines a ‘substantial alteration’ as “any change that alters in an important way the exterior appearance of a registered heritage property.” Specifically stated are:
• Any change in the exterior surface material; and • Any alteration of a feature identified at the time of registration as especially interesting, very rare, or unique.
The replacement of the library roof is considered a substantial alteration as it impacts a character defining element outlined in the heritage designation (see Attachment 1). When an alteration is substantial, the following factors are stated in the guidelines and should be considered in making any recommendation(s) or decision on the request:
Guideline Staff Comment The purpose of the request, such as for The request is for the rehabilitation (reshingling) of restoration to a particular period or for recycling the roof. or rehabilitation. The materials used, which should be in The recommended Option #3 has been reviewed conformity with the identified style, but modern by the Design Review Committee which includes or more economical substitutes may be approved expertise on the built heritage of the Town. Option for use. #3 maintains the heritage character by maintaining the look/feel of the current roofing material. The comparative costs of various alternatives. Comparative costs included below, including life cycle costing. The effects on the neighbouring environment of No impacts anticipated. the requested alteration.
Heritage By-law
The Heritage By-law provides authority to the Planning Advisory Committee/Heritage Advisory Committee to make recommendations to Council under the Heritage Property Act. Part 4 of the By-law states:
4.0 The Planning Advisory Committee shall assume responsibilities under the Heritage Property Act and may advise Council respecting: (b) an application for permission to substantially alter or demolish a municipal heritage property;
Municipal Planning Strategy & Land Use By-law REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
The property is designated Central Commercial in the Municipal Planning Strategy and states:
The property is zoned Central Commercial (C-1) in the Land Use By-law. Section 12.6.3 states Architectural Control Requirements, specifically:
Roofing Option #3 is deemed by Staff and supported by the Design Review Committee to be consistent with the relevant provisions from Section 12.6.3.1 of the Land Use By-law.
Heritage Railway Stations Protection Act
In 1992 the Wolfville Public Library, a former Canadian Pacific Railway Station, was designated as a Heritage Railway Station under the Heritage Railway Stations Protection Act (HRSPA). The HRSPA was proclaimed in 1990 and was a response to long-standing and widespread concern that Canada’s heritage railway stations were not being afforded an adequate level of protection. Only designated heritage railway stations that are still owned by a railway company under federal jurisdiction are subject to the HRSPA therefore the Wolfville Public Library, owned by the Town of Wolfville, is not subject to the provisions of the act. The HRSPA is administered by Parks Canada under the Historic Sites and Monuments Board of Canada. REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
6) DISCUSSION – ISSUES Price –The tender pricing for all options are within the budget approved by Council ($150,000) with the construction costing for Options 2 and 3 as follows:
Option 2: Diamond shaped laminated asphalt shingles = $73,760 +HST Option 3: Diamond shaped metal shingles = $136,517 (including $9,000 for painting of snow guards) + HST
Based on information provided by the Town’s consultant, the asphalt shingles have an expected life cycle of 30 years and the metal shingles a life cycle of 50 years. There is minimal maintenance required with either shingle under normal conditions so these costs are considered equal for the two options and quite low. Based on this information the life cycle costing for the two options being considered are similar and the preferred diamond shaped metal shingle is recommended.
Public Safety – For Option #3, an additional cost, which has been included in the above mentioned construction cost, is incurred as a result of snow and ice guard being required on each and every shingle to ensure public safety around the building. An example is provided below in Figure 5. During design discussions it was determined snow and ice will slide on the Diamond Metal roof and one or two lines of guards close to the eave will not be sufficient to prevent snow from sliding to the ground. This building is in a pedestrian area where people may walk close to the building on all sides. The Town’s consultant has recommended installing snow guards on the whole roof at the top point of every shingle so snow can’t start to slide.
Figure 5: example of snow guards
Sky lights and Ventilation – It is estimated that the skylights on the west section of the building have been added within last 15-20 years. The sky lights were installed for ventilation purposes and are proposed to be removed with more efficient ventilation units installed. The consultant has proposed replacing the sky lights with new attic ventilators, to help eliminate potential leaks and improve attic REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
ventilation which affects the lifespan of the roof. The ventilators are proposed for the north side of the roof and can be located to reduce their visibility from the front (south side) of the building.
Figure 6: Existing Skylights
Figure 7: Proposed ventilation units
7) REVIEW FROM OTHER DEPARTMENTS The proposal has been reviewed by other Town Departments and no concerns have been raised respecting the proposed development.
8) OTHER REVIEWS Project Architects Review
The consultant architect hired prepares construction documents and also reviews the tender and supervises installation. The project architect felt either Option 2 or 3 would be acceptable. REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
Design Review Committee
Meeting was held on July 10, 2015 at 10am. John Whidden, Michael Napier, and Kevin Kerr were in attendance. The following is a summation of the meeting:
- Option 1 was ruled out completely. - Option 2 could be acceptable if Option 3 was not possible. - Option 3 was the strong preference. - Proposed ventilation was noted not to be ideal aesthetically. A compromise might be to slide down on roof to not be as visible.
9) CONCLUSIONS
Roofing Option #3 (Diamond Shaped Metal Singles) best maintains the heritage character of the overall building and is supported by the expertise represented on the Design Review Committee and through the Project Architect. When the life cycle costing of Option 2 and 3 are compared, the prices are close in terms of overall value. As such, Staff recommends to the Planning Advisory Committee that Roofing Option #3 be forwarded to Council with a positive recommendation.
10) ATTACHMENTS
1. Municipal Registered Heritage Property Information – Wolfville Public Library
REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
ATTACHMENT 1
REPORT TO HERITAGE ADVISORY COMMITTEE Alterations to Registered Heritage Building: Wolfville Public Library (21 Elm Ave) Date: September 30, 2015 Department: Community Development
ATTACHMENT 2
REQUEST FOR DECISION 066-2015 Records Management Policy Date: October 6, 2015 Department: Corporate Services
SUMMARY
RECORDS MANAGEMENT POLICY
The purpose of the Records Management Policy is to establish effective management control and administration over the receipt, creation, use, maintenance, storage and ultimate disposition of all information, regardless of format, and to do so in a flexible manner that is user-friendly and tailored to meet user needs.
The Town adopted a Records Disposal Policy in April 1999, amended October 2012 to provide guidance for disposing of municipal documents. The adoption of a Records Management Policy will supersede the Records Disposal Policy and provide guidance for both the destruction and management of municipal documents.
DRAFT MOTION:
That Council adopts the Records Management Policy (120-013) for the Town of Wolfville.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION 066-2015 Records Management Policy Date: October 6, 2015 Department: Corporate Services
1) CAO COMMENTS The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY Section 34 of the Municipal Government Act states that “Council may adopt a policy for the management and destruction of records.”
3) STAFF RECOMMENDATION Staff recommends the adoption of a Records Management Policy to supersede the Records Disposal Policy effective April 19, 1999 and amended October 15, 2012. The new policy provides guidance for both the destruction and management of municipal documents.
4) REFERENCES AND ATTACHMENTS • Freedom of Information and Protection of Privacy Act • Government Records Act • Public Archives Act • Municipal Government Act (MGA), Section 34 (Appendix A) • AMA Records Management Manual, Second Edition, 2013
5) PURPOSE OF REPORT The purpose of the Records Management Policy is to establish effective management control and administration over the receipt, creation, use, maintenance, storage and ultimate disposition of all information, regardless of format, and to do so in a flexible manner that is user-friendly and tailored to meet user needs.
6) DISCUSSION Records Management is an integral component to the Town of Wolfville’s operation. In section 34 of the Municipal Government Act (see Appendix A), there is a provision for council to adopt a policy regarding the management and destruction of records.
The Town of Wolfville’s ability to effectively conduct business could be compromised without a systematic approach to the cataloguing, filing and retrieval of files; the protection of files from premature destruction; the safe and secure storage of files; and a system for the destruction of files once their value ceases.
The objectives of the Town of Wolfville’s Records Management Policy are:
• to ensure that Wolfville’s municipal staff maintain the records in their custody or under their control as an asset and resource, managed so as to maintain their usefulness, integrity, and
Request for Decision, Page 2 of 3 REQUEST FOR DECISION 066-2015 Records Management Policy Date: October 6, 2015 Department: Corporate Services
ability to support the delivery of programs and services, and as a reliable source of information about the actions of Wolfville’s municipal government; • to ensure the accountability of Wolfville’s municipal government to the public by protecting and preserving the records documenting the decisions made by government and recording the rights of governments, corporations, and individuals; • to ensure that records created and kept by the Town of Wolfville municipal staff provide an authentic, reliable, complete, and trustworthy record of government activity; and • to reduce the time and effort necessary to locate documents needed for business and information purposes in order to increase government efficiency. Additional economy will be achieved through the disposal, non-retention, or non-creation of documents that duplicate existing records or that have no continuing role in relation to the Town of Wolfville’s municipal mandated functions.
The adoption of a Records Management Policy will supersede the Records Disposal Policy and provide guidance for both the destruction and management of municipal documents.
7) FINANCIAL IMPLICATIONS Archived records will be stored in-house, therefore incurring no additional off-site storage costs.
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 Once adopted, the Town of Wolfville’s Records Management Policy will be promulgated to all Town Staff via MangoApps, and the Policy will be retained on file within the Town of Wolfville’s electronic document management system, Laserfiche.
The policy will also be posted to the Town’s website.
10) ALTERNATIVES N/A
Request for Decision, Page 3 of 3 REQUEST FOR DECISION 072-2015 Proclamations Date: October 6, 2015 Department: Corporate Services
SUMMARY
PROCLAMATIONS
To Council to consider the adoption of the Proclamations Policy 120-014 in order to ensure that the preparation and issuance of official Town of Wolfville Proclamations meet protocol standards of the Office of the Mayor.
DRAFT MOTION:
That Council adopts the Proclamations Policy (120-014) for the Town of Wolfville.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION 072-2015 Proclamations Date: October 6, 2015 Department: Corporate Services
1) CAO COMMENTS The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY Section 43(3) of the Municipal Government Act states that “council may adopt policies on any matter that the council considers conducive to the effective management of the municipality.”
3) STAFF RECOMMENDATION Staff recommends the adoption of the Proclamations Policy No. 120-014
4) REFERENCES AND ATTACHMENTS • Proclamations Policy No. 120-014 (attached)
5) PURPOSE OF REPORT The purpose of the Proclamations Policy is to ensure that the preparation and issuance of official Town of Wolfville Proclamations are issued in a consistent and expedited manner.
6) DISCUSSION A Proclamation is the issuance, by the Mayor of Wolfville, of a pronouncement of importance and interest and/or benefit to a majority of the people of the Town of Wolfville concerning official Town actions such as public holidays, emergency measures and also may concern special non-commercial days and/or weeks or other time periods if these are provincially, nationally or internationally proclaimed or are aligned with such objectives and are deemed to be of interest or of benefit to a majority of the people of the Town of Wolfville.
The Town of Wolfville will issue, through the Office of the Mayor, official proclamations of events.
The Mayor is authorized to make any proclamation upon request and will consider each request for a proclamation.
The Mayor will refer to Council any request for a proclamation which he considers to be questionable.
7) FINANCIAL IMPLICATIONS Not applicable
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
Request for Decision, Page 2 of 3 REQUEST FOR DECISION 072-2015 Proclamations Date: October 6, 2015 Department: Corporate Services
9) COMMUNICATION REQUIREMENTS Once adopted, the Town of Wolfville’s Proclamation Policy will be promulgated to all Town Staff via MangoApps, and the Policy will be retained on file within the Town of Wolfville’s electronic document management system, Laserfiche.
The Proclamations Policy will be communicated to the Public via posting to the Town of Wolfville website.
10) ALTERNATIVES N/A
Request for Decision, Page 3 of 3 REQUEST FOR DECISION #070-2015 Approval of Recommendations Not To Be Done Date: October 6, 2015 Department: Corporate Services
SUMMARY
APPROVAL OF RECOMMENDATIONS NOT TO BE DONE
Staff have reviewed the recommendations from fifteen plans, reports and strategies dating back to 2008 that have been presented to, received or approved by Council and provide staff with direction when preparing budget and operation plans for Council. The purpose of the report is to provide an update on the status of the each plan and determine if it is still relevant. The report also identifies a number of recommendations that are not relevant or of low priority (“Not To Be Done”) and staff should not spend time focusing on them. As well, it identifies recommendations that are not completed, but still relevant, and those are prioritized from highest to lowest and will be incorporated into the Town’s Operating Plan going forward.
Overall staff reviewed 567 recommendations of which 50% have been Completed/Operationalized, 24% are In-Progress, 14% are Not Completed but still relevant and 12% that will not be completed.
At this time Council is asked to review the two tables and forward the recommendations Not To Be Done and Not Completed – To Be Done to Town Council for approval. Staff will use the recommendations from Not Completed – To Be Done as appropriate (ranked 1 and 2) to develop the Operating Plan moving forward.
DRAFT MOTION:
That Council approve the recommendations “Not To Be Done” and “Not Completed – To Be Done” outlined in RFD 070-2015 based on the review of fifteen of the Town’s Plans, Reports and Strategies.
Request for Decision, Page 1 of 4 REQUEST FOR DECISION #070-2015 Approval of Recommendations Not To Be Done Date: October 6, 2015 Department: Corporate Services
1) CAO COMMENTS The CAO supports the recommendations of staff. This process has been instrumental in gaining an understanding of what has been implemented and what still has to be done.
2) LEGISLATIVE AUTHORITY N/A
3) STAFF RECOMMENDATION Staff recommends that Council approve not proceeding with the recommendations “Not To Be Done” outlined in RFD 070-2015 from the review of the Town’s Plans, Reports and Strategies as well as approve the priorities given to the “Not Completed – To Be Done” recommendations for inclusion in staff operating plans, as appropriate, moving forward.
4) REFERENCES AND ATTACHMENTS • Plans, Reports, and Strategies Report (attached).
5) PURPOSE OF REPORT This report is prepared to provide a highlight of the changes made to the Plans, Reports and Strategies Report presented to Council on September 15th and to approve the list of recommendations Not To Be Done and Not Completed – To Be Done.
6) DISCUSSION Staff have reviewed the recommendations from fifteen plans, reports and strategies dating back to 2008 that have been presented to, received or approved by Council and provide staff with direction when preparing budget and operation plans for Council. The purpose of the report is to provide an update on the status of the each plan and determine if it is still relevant. The report also identifies a number of recommendations that are not relevant or of low priority (“Not To Be Done”) and staff should not spend time focusing on them. As well, it identifies recommendations that are not completed, but still relevant, and those are prioritized from highest to lowest and will be incorporated into the Town’s Operating Plan going forward. Plans reviewed include:
- Commercial Development Plan, 2008 - Fiscal Sustainability Task Force Report, 2010 - Integrated Community Sustainability Plan, 2010 - Public Communication and Participation Plan, 2010 - Sustainable Transportation Plan, 2011 - Economic Action Plan, 2012 - Parks and Open Space Master Plan, 2012 - Municipal Alcohol Policies: Options for NS Municipalities, 2012 - Reclaiming and Sustaining Core Neighbourhoods, 2013
Request for Decision, Page 2 of 4 REQUEST FOR DECISION #070-2015 Approval of Recommendations Not To Be Done Date: October 6, 2015 Department: Corporate Services
- Physical Activity Strategy, 2013 - Municipal Climate Change Action Plan (MCCAP), 2013 - Communications Plan, 2013 - Neighbourhood Opportunities for Wolfville (NOW) Report, 2013 - Core Area Action Plan, 2014 - Imagine Our Downtown – Moving from Vision to Action, 2014
A report card was prepared for each plan that provides a snap shot of what has been Completed/Operationalized, what has Not To Be Done, Not Completed – To Be Done, Moved Forward and is In-Progress. - Completed means that the recommendation has been accomplished. - Operationalized means that the recommendation has been worked into the everyday operations of the Town and is considered to be completed. - Not Completed means that although the recommendation has not be accomplished it is still relevant and will be completed. - Not to be Done means that staff will not be completing the recommendation. - Move Forward means that the recommendation was important to consider as part of another plan and can now be found as a recommendation in that said plan. - In-progress means that staff are working on the recommendation.
Overall staff reviewed 567 recommendations of which 50% have been Completed/Operationalized, 24% are In-Progress, 14% are Not Completed but still relevant and 12% that will not be completed.
Not to be done 14%
Not Completed 12% Completed/ Operationalized 50%
In Progress 24%
At a September 15, 2015 Special Committee of the Whole, Council were presented with two tables of recommendations; Not To Be Done and Not Completed – To Be Done. The objective of the meeting was to come to agreement that the recommendations under Not To Be Done were no longer relevant and
Request for Decision, Page 3 of 4 REQUEST FOR DECISION #070-2015 Approval of Recommendations Not To Be Done Date: October 6, 2015 Department: Corporate Services
staff will not spend time focusing on them and the recommendations under Not Completed – To Be Done were still relevant and would be ranked from highest to lowest priority. Based on the discussion all recommendations under Not To Be Done were agreed to be irrelevant with the exception of:
• Imagine Our Downtown - The “Special Study Area” recommendation to be identified as an issue to be “Moved Forward” to the Core Area Action Plan • MCCAP – The maintenance of the dykes be identified as “Not Completed – To Be Done” as Director Kerr indicated that the Town of Wolfville monitors the condition of the dykes within town limits, but that any upgrades are part of a longer term goal.
The recommendations under Not Completed – To Be Done were accepted as prioritized with the following changes:
• Raise the ranking of discussions with the University administration to identify opportunities to address the need for student housing • Raise the ranking of the recommendation “to the extent possible, and where all required, agreements “ • Raise the ranking of creating a “Welcome to Wolfville” info package
Changes to the format of the tables and ranking where amended per Council’s input to reflect highest priority as 1 and lowest priority as 5.
At this time Council is asked to review the two tables and forward the recommendations Not To Be Done and Not Completed – To Be Done to Town Council for approval. Staff will use the recommendations from Not Completed – To Be Done as appropriate (ranked 1 and 2) to develop the Operating Plan moving forward.
7) FINANCIAL IMPLICATIONS Financial implications related to the recommendations Not Completed – To Be Done will be identified during the budget process.
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 The Report Cards will be uploaded individually to the website.
10) ALTERNATIVES • That Council not approve the recommendations as presented.
Request for Decision, Page 4 of 4 OVERVIEW Staff have reviewed the recommendations from fifteen plans, reports and strategies dating back to 2006 to provide an update on the accomplishments and establish a go forward plan. The following report cards provide a snap shot of each of the fifteen plans highlighting what has been Completed/Operationalized, Not Completed/Not To Be Done, Moved Forward andIn- Progress.
Completed means that the recommendation has been accomplished. Operationalizedmeans that the recommendation has been worked into the everyday operations of the Town. Not Completed means that although the recommendation has not be accomplished it is still relevant and will be completed. Not to be Done means that staff will not be completing the recommendation. Move Forward means that the recommendation was important to consider as part of another plan and can now be found as a recommendation in that said plan. In-progress means that staff are working on the recommendation.
At the end of the report cards are two tables of recommendations, those that are Not Completed and those that are Not To Be Done. If there is a recommendation in the Not To Be Done table that Council unanimously agrees is a priority it willbe considered under Not Completed. The Not Completed table has been prioritized by staff for consideration of Council 5 being highest priority and 1 being lowest.
1. Commercial Development Plan, 2006 2. Fiscal Sustainability Task Force Report, 2010 Not To Be Done Completed/ 3. Integrated Community Sustainability Plan, 2010 12% Operationalized 4. Public Communication and Participation Plan, 2010 50% 5. Sustainability Transportation Study, 2011 Not 6. Economic Action Plan, 2012 Completed 7. Parks and Open Space Master Plan, 2012 14% 8. Municipal Alcohol Policies: Options for NS Municipalities, 2012 9. Reclaiming and Sustaining Core Neighbourhoods, 2013 10. Physical Activity Strategy, 2013 11. Municipal Climate Change Action Plan (MCCAP), 2013 12. Communication Plan, 2013 13. Neighbourhood Opportunities for Wolfville (NOW) In-Progress Report, 2013 24% 14. Imagine Wolfville’s Downtown—Moving from Vision to Action, 2014 15. Core Area Action Plan, 2014
1 Municipal Alcohol Reclaiming & Public Neighbourhood Policies: Opportunities Sustaining Core Communication Opportunities for for NS Municipalities Neighbourhoods and Participation 2013 Wolfville 2013 Plan 2011 Communications Plan 2013 Core Area Action Plan Fiscal 2014 Sustainability Task Integrated Facility Assessment Force Report Community & Gap Analysis 2010 Sustainability Plan 2015 2010 Municipal Planning Strategy/Land Use Economic Action Bylaw Core Area Traffic Plan Study 2012 2015 Active Transportation Plan 2015 Imagine Our Commercial Downtown Development Plan 2014 2006 Physical Activity Parks & Open Space Strategy Municipal Climate Master Plan 2013 Change Action Plan 2012 2013 Source Water Protection Plan Sustainability 2008 Facilities Condition Transportation Assessment Plan 2015 2011
Means that all recommendations were moved forward, Means that the plan’s recommendation are on-going or not completed and/or not to be done and will be completed as completed. part of a newer plan. Means that the plan is operationalized Means that the some of the recommendations were moved Means that the plan is not yet approved by Council/In-Progress forward but that the plan is still relevant. Means that all recommendations are part of a newer plan.
2 Adopted by Council on December 18, 2006
PURPOSE The goal for the Commercial Development Plan is to provide a document that addresses issues and reflects the needs of the next Municipal Planning Strategy and Land Use Bylaws.
The vision for the final Commercial Development Plan is one that is strategically based on the commercial downtown and identifies priorities, provides market and economic information, and helps to: Define Wolfville; Addresses what is happening with commercial development in the area; Provide an spatial design strategy; Establishes the kind of environment that is appropriate to the Town; and Addresses what complimentary/compatible business/clusters should be encouraged in the Town.
COMPLETED/OPERATIONALIZED - 26% NOT TO BE DONE- 12% Green planning and design principles were incorporated into the Develop a Sustainable Waste Management Plan 2008 MPS and LUB and adopted a Sidewalk Café Bylaw Investigate bringing University retail into the downtown and Upgrades were made to Main St and Front St to enhance the image support the efforts of the Atlantic Theatre Festival of the town including decorative lights on Front St, redevelopment WBDC should sponsor a course to teach members about retail of Central Ave, and Town Centre storefront design, customer service theory, window dressing, and Updated a Parks and Open Space Master Plan and completed a storefront lighting design Water Conservation Plan The Town’s watershed was converted into 747 acres NOT COMPLETED - TO BE DONE - 5% of NS Nature Trust Develop a Sustainable Stormwater Management Plan Worked with the WBDC to implement a Façade Program MOVED FORWARD - 52% Develop an Environmental Plan to identify areas Implemented a Way-finding signage system that should be preserved from development and encourage development in areas not limited by IN-PROGRESS - 5% carrying capacity. Develop a Management Plan for the Dykelands Work with the University to determine the requirements Review the activities of the WBDC on an annual basis with a for potential business spin offs focus on their mandate to create value for tax payers The MPS and LUB needs a strategy to deal with vacant properties in the town Streamline the planning approvals process and regulate most matters through land use bylaw conditions and a regular Continue to encourage second and third floor residential units with development permit process. future downtown development and infill of vacant lots with buildings. Position Wolfville as a culinary destination Create and implement a streetscape master plan for downtown Work with key businesses such as grocery stores and pharmacies to that would include new pedestrian amenities. ensure that they remain a viable part of the economy Institute a five year 'tax holiday' on the taxes that would be levied Promote the region and attract high level employees such as against increased assessments that result from new commercial doctors, lawyers, scientists, etc. with neighbouring municipalities construction, additions and renovations Create incentives for residents to walk downtown by providing Create a parkette adjacent to the street providing a pedestrian benches, overhead canopies, street trees, entertainment, etc. amenity and enhancing the streetscape Encourage alternate forms of transportation Work with property owners to explore the redevelopment Look for opportunities to use landscaping downtown including potential of the block between the Tourist Bureau and Tim Hortons planter boxes, street trees, planed sidewalk areas Explore partnering with the University on a Welcome Centre Develop a Wireless Program for entire downtown Investigate the potential of wind power on the dykelands
3 The following recommendations are MOVED FORWARD to be The following recommendations are MOVED FORWARD to be considered in the Municipal Planning Strategy Review: considered in the Downtown Development Plan (Imagine Our Downtown: Rather than through a lengthy development agreement process, recommend most matters of concern be regulated One of the very high priorities for Wolfville should be the through land use bylaw conditions and considered through a creation and implementation of a streetscape master plan for regular development permit process downtown Focus on streamlining the planning approvals process so that Wolfville would benefit from a concerted infill strategy for the existing and new business opportunities are not wasted downtown
The MPS and LUB needs a strategy to deal with vacant Create incentives for residents to walk downtown by providing properties in the town benches, overhead canopies, street trees, entertainment and Infill vacant lots with buildings pedestrian friendly streets Continue to encourage second and third floor residential units Improve waterfront trails and link trail networks into with future downtown development communities and University
Create opportunities for more activity in the downtown to Work with the University to determine the requirements for preserve expansion on valuable surrounding farmland potential business spin offs locating in the town
Investigate the potential of wind power on the dykelands The Town should work with Kings County and Kentville to promote region o attract and retain high level employees such as doctors, lawyers, scientists, professors etc.
Work with property owners to explore the redevelopment The following recommendations are MOVED FORWARD to be potential of the block between the VIC and Tim Hortons considered in the Economic Action Plan: One opportunity would be the creation of a parkette adjacent to Work with the WBDC to identify and develop a small cultural the street - providing a pedestrian amenity and enhancing the facility/centre streetscape The Town and the WBDC should work with local businesses to reinforce the link to agricultural facilities, positioning Wolfville as the focus of a daytrip to the Valley from the Halifax region
Position itself as a culinary destination - which might include the creation of a food and wine festival as part of the Recommendations NOT TO BE DONE: agriculture and artisan strategies Support the efforts of the Atlantic Theatre Festival and offer to Continue to work hard with key businesses such as grocery work with the Irving Centre on the preparation and stores and pharmacies to ensure that they remain a viable part Implementation of a Marketing Strategy of the economy of downtown Wolfville Focus on small, high quality businesses that focus on niche Institute a five year 'tax holiday' on the taxes that would be products and customer service levied against increased assessments that result from new commercial construction, additions and renovations Develop a Sustainable Waste Management Plan for the downtown area Develop a wireless program for the entire downtown WBDC should sponsor a course to teach members about retail Explore partnering with the University on a Welcome Centre storefront design, lighting design, customer service theory, etc.
4 FISCAL SUSTAINABILITY TASK FORCE REPORT CARD
A C F 21, 2011 PURPOSE The purpose of the Fiscal Sustainability Task Force Report was to examine broad trends affec ng the fiscal sustainability of the Town of Wolfville and to explore tools at the Town’s disposal to address those trends.
COMPLETED/OPERATIONALIZED ‐ 56% NOT TO BE DONE ‐ 11% Developed a Capital Asset Funding Policy and a Reserve Policy to Con nue to seek advice and resources for research from the support fiscal sustainability, financial flexibility and reduce financial Department of Economics at Acadia for future fiscal planning for vulnerability. the Town. Significantly increased the annual capital budget beginning in That the targeted tax dollar amounts include both capital and 2010/11. opera ng expenditures related to reducing the Infrastructure Deficit. Presented the Task Force Report to the Minister of Nova Sco a and Municipal Rela ons and the UNSM/Provincial Task Force on Towns. NOT COMPLETED—TO BE DONE ‐ 11% Presented to real estate industry at the Developers Forum to Develop a formal capital asset management plan including a highlight the quality of living that Wolfville has and how 11% review of capital asset standards, beginning with that effects the cost of living compared to infrastructure assets, to assist in the reduc on of the neighbouring communi es. Infrastructure deficit 11% The Task Force Report was presented to the Approach the Province to address the current community at a Farmers’ Market session and made taxa on status of non‐residence university available on the website. 56% 11% buildings seeking tax revenues for all Acadia The Provinces Financial Condi on Index University buildings. provides on‐going communica on on fiscal issues in Wolfville on an annual bases and provides 11% MOVED FORWARD ‐ 11% compara ves to other NS municipali es. An Ac on Plan to stabilize and then increase the The development of a 10 year Capital Investment Plan helps commercial assessment. Council and sta plan for upcoming infrastructure and sta is ff ff Examine all exis ng vacant serviced land to meet the growth needs preparing a three year Opera ng Plan for 2016/17. of the Town before approval of any new greenfield development Annually staff review opera ng expenditures and service levels for for residen al use. efficiencies. IN‐PROGRESS ‐ 11% Develop a Deficit Remedia on Plan iden fying the criteria for priori za on of spending and the proposed loca on of work for a clear understanding of what you get for this capital re‐investment. Given that economic, social and cultural changes con nue despite exis ng boundaries that are less and less relevant, that Council examine the need to pursue any governance or other restructuring to enable it to best respond to the needs of the community as though those boundaries do not exist.
REPORT CARD as of September 2015 5 FISCAL SUSTAINABILITY TASK FORCE REPORT CARD
The following recommenda ons are MOVED FORWARD to be Recommenda ons NOT TO BE DONE: considered as part of an updated Economic Ac on Plan: Con nue to seek advice and resources for research from the Create an Ac on Plan to stabilize and increase commercial Department of Economics at Acadia for future fiscal planning for assessment in Wolfville . the Town. That the targeted tax dollar amounts include both capital and opera ng expenditures related to reducing the Infrastructure The following recommenda ons are MOVED FORWARD to be Deficit. considered as part of the Municipal Planning Strategy Review: The examina on of exis ng vacant serviced land will be reviewed as part of the Municipal Planning Strategy Review.
REPORT CARD as of September 2015 6 INTEGRATED COMMUNITY SUSTAINABILITY PLAN REPORT CARD
C M 2010
PURPOSE The Integrated Community Sustainability Plan (ISCP) was a repor ng requirement of the Municipal Funding Agreement (MFA) between the province and municipali es to allow the transfer of Federal Gas Tax funds to municipali es for environmentally sustainable infrastructure projects.
Since Wolfville completed a review of their Municipal Planning Strategy (MPS) in 2008, which included a strong element of public consulta on, was comprehensive and covered the en re municipality the MPS was acceptable to use at the ISCP. The recommenda ons in the ISCP are Future Ac on Clauses from the MPS.
COMPLETED/OPERATIONALIZED ‐ 64% NOT TO BE DONE ‐ 7% Council approved an An ‐Idling Bylaw in 2011 Require new residen al buildings to par cipate in EnerGuide Program A Source Water Protec on Plan was approved by Council in August 2009 Requires EnerGuide 80 standard for new residen al buildings in the RCDD zone A Water Conserva on Plan was completed in 2011 Research and establish specific criteria for the loca on of wind The establishment of a Public Art Policy and Art in Public Space turbines that seeks to reduce possible noise nuisances and visual Commi ee is working on commissioning artwork for public impacts of wind turbines as well as any poten al nega ve impacts facili es on bird/bat migra on pa erns A Sustainability Transporta on Plan was completed in 7% 2011 and future explored and ac oned with the Core 7% NOT COMPLETED ‐ TO BE DONE ‐ 7% Area Traffic Study and Ac ve Transporta on Plans Adopt and implement a mul ‐year tree planning in 2015. The plans explore all modes and methods program aimed at improving air quality by of transporta on that may be appropriate within 22% protec ng, replacing and enhancing the urban the Town, both now and over the long term 64% forest canopy Central Ave. was reconstructed to focus on Develop ecological health indicators to measure Pedestrianiza on that included replaced storm progress towards greater community sustainability sewer, new road surface and sidewalks, landscaping, street furniture, closing street to through traffic Develop and implement a "downtown greening plan" which would include tree plan ng, plan ng beds, street Town centre upgrades included landscaping along street, bus stop trees and landscaped sidewalk areas and shelter, info kiosk, and sea ng Waterline replacement, road widening (shared bike lanes) and IN‐PROGRESS ‐ 22% concrete curbs, asphalt replacement, concrete sidewalks on Front Require the regular review of the Open Space Master Plan (at least St. Sherwood Dr. and Hillside Ave. every 5 years) and seek extensive public involvement in that review Bus shelters/benches were placed in various loca ons throughout Work in coopera on with Acadia University to develop partnerships town that provide greater public access to University recrea on and cultural facili es Removed old furnaces and extension of new common hea ng system to serve both buildings and addi onal hea ng zones and Work in coopera on with the Provincial Department of Agriculture controls were added to make the system more efficient. and the appropriate marsh body to improve the protec on and maintenance of the dykes Inves gate climate change adapta ons required to prevent damage Adop on of LEED standards for new Municipal buildings to the dykelands by flooding from storm surge, sea level rise or Encourage increased walking and cycling infrastructure and ac vity extreme weather events Designate and zone the railway lands as a transporta on corridor Con nue a program of removing storm sewer discharges to the for future linkages sanitary sewer system
REPORT CARD as of September 2015 7 INTEGRATED COMMUNITY SUSTAINABILITY PLAN REPORT CARD
Recommenda ons NOT TO BE DONE: Require new residen al buildings to par cipate in EnerGuide Program
Requires EnerGuide 80 standard for new residen al buildings in the RCDD zone
Research and establish specific criteria for the loca on of wind turbines that seeks to reduce possible noise nuisances and visual impacts of wind turbines as well as any poten al nega ve impacts on bird/bat migra on pa erns
REPORT CARD as of September 2015 8 PUBLIC COMMUNICATION & PARTICIPATION PLAN REPORT CARD
R C J 21, 2010
PURPOSE Public communica on and par cipa on are important tools in local government democracy. Decisions are improved and communi es are more vibrant when ci zens are engaged. The Public Communica ons and Par cipa on Plan was developed to give residents an understanding of how to stay informed and get involved in Town decisions and ac ons.
COMPLETED/OPERATIONALIZED ‐ 78% NOT TO BE DONE ‐ 4% Agenda Packages are posted to the website by end of business day Paper copies of the agenda will be posted at Town Hall, in the Town on the Thursday prior to the Commi ee of the Whole or Council Kiosks, Post Office and Library. mee ng Implemented, evaluate and update the annual budget process for NOT COMPLETED ‐ TO BE DONE ‐ 7% public par cipa on Iden fy tradi onally under‐represented communi es and develop targeted strategies to promote par cipa on Developed a Communica on’s Checklist Developed and implemented standard report templates Implement a tool/check list to guide the circula on of 4% informa on suppor ng public par cipa on processes Developed a Council Agenda Package Standard 7% Opera ng Procedure Distribute a 'How To' guide for members of the Implement standard melines for distribu on of 78% 11% public to assist them in accessing town input informa on prior to public input processes opportuni es Implemented a ques on period at all Council mee ngs. IN PROGRESS ‐ 11% Implement a tool/check list to guide the circula on of informa on suppor ng public par cipa on processes Deliver ac vi es in support of the public communica on and par cipa on policies and frameworks Support and align opera ons and service delivery with public engagement policies and frameworks
REPORT CARD as of September 2015 9 PUBLIC COMMUNICATION & PARTICIPATION PLAN REPORT CARD
The following recommenda on will NOT BE DONE:
Paper copies of the agenda will be posted at Town Hall, in the Town Kiosks, Post Office and Library
REPORT CARD as of September 2015 10 SUSTAINABLE TRANSPORTATION STUDY REPORT CARD
P C N 7, 2011
PURPOSE The Sustainable Transporta on Study was intended to produce a Transporta on Plan which will address the long term transporta on needs of the community by involving community members in a process that will ask them to examine the issues involved in developing and maintaining transporta on infrastructure, as well as the transporta on needs of the community. Items to be addressed include roads and parking, walkways, bicycle infrastructure and all forms of public transporta on including Kings Transit, Kings Para‐transit, taxis, and shu les. The resul ng Plan will provide Council and staff with guidance to make future transporta on projects realis c and sustainable.
COMPLETED/OPERATIONALIZED ‐ 21% NOT TO BE DONE ‐ 15% Completed a new PCI ra ng for all streets Inves gate ways to alter or move current ligh ng on Pleasant/ Skyway to provide ligh ng for the north side The Town painted bike lane lines on Main St. where the road has been reconstructed Upgrade Woodland Trails and remove stone steps. Loading zones were established in the downtown commercial Council should allow "tasteful" adver sing to pay for bus shelters sector and other infrastructure. Trail maintenance and upgrades to the Millennium Trail have been Appearance standards should be established for taxi cabs and taxi opera onalized cab drivers and fares should be clearly posted in taxi cabs and taxi stands should be established in the downtown area. All transit stops now have benches and the transit schedule and fares was posted in the Town Centre kiosk Maintenance/upgrades to Woodland Trails (at Acadia) 15% Bike racks were purchased and installed in the 21% downtown core at Willow Park, Clock Park and MOVED FORWARD ‐ 60% Wolfville School Student cycling programs should be enhanced 4% Ensure traffic calming in the downtown IN ‐PROGRESS ‐ 4% commercial sector Efforts to extend the Rail Trail through to New Making the downtown more vibrant should be a Minas should be pursued whenever possible in the Council priority future 60% No major changes need to be made to the four‐way stop Based on the new PCI ra ng, a Strategic Pavement Maintenance Schedule should be developed for all streets in Make Harbourside Dr a one‐way street from Main St to Front St. Wolfville Le turns on to Main St from certain places could be eliminated during high traffic periods to improve traffic flow Create 10 , two‐lane, bi‐direc onal ac ve corridor for Main St, Pedestrian Zone signs should be placed at both edges of downtown Acadia St, Pleasant St, Skyway Dr, Sherwood Dr, Kent Ave, Highland to indicate to expect a high number of pedestrians. Ave, and Gaspereau Ave Explore alterna ves to the current crosswalk signal system Make Acadia St one‐way for its en re length (west to east from Street widths should be reviewed, with a set standard of 3‐4 widths Gaspereau Ave to Highland Ave) depending on usage and reviewed prior to any capital project to Maintain one sidewalk on each street between Main St and reflect updated changes in street usage Prospect Ave Council should make transit service a priority, even if a larger The path from Orchard Ave should be upgraded and arrangements financial investment is required. for a connec on between the Millennium Trail and either Parkview There should be more substan al discount for seniors and low Ave or Bishop Ave should be explored income users of Kings Transit and alterna ve methods for transit Establish a connec on between Beckwith St and the Woodland Trail delivery should be explored.
REPORT CARD as of September 2015 11 SUSTAINABLE TRANSPORTATION STUDY REPORT CARD
The following recommenda ons are MOVED FORWARD to be The following recommenda ons are MOVED FORWARD to be considered in the Ac ve Transporta on Plan: considered in the Core Traffic Study: Explore arrangements with property owners to develop a Examine the most efficient use of space for parking connec on between the Millennium Trail and either Parkview Ave or Bishop Ave Create be er traffic flow in the downtown and make efforts to Create an ac ve corridor on Main St, Acadia St, Pleasant St, ensure traffic calming in the commercial sector Skyway Ave, Gaspereau Ave, and Highland Ave Signs should be placed at edges of downtown to indicate a high Make Acadia Street one‐way for its en re length (west to east number of pedestrians in downtown (Pedestrian Zone) from Gaspereau Ave to Highland Ave) Explore alterna ves to the current crosswalk signal system Student cycling programs should be enhanced to teach safe cycling, and encourage higher cycling rates among students. No major changes need to be made to the four‐way stop at Maintain one sidewalk on each street between Main St and Gaspereau Ave and Main St. and make Harbourside Dr a one‐ Prospect Ave (east side of Highland Ave, west side of Gaspereau way street from Main St to Front St Ave) Le turns on to Main St from certain places could be eliminated Establish a connec on between Beckwith St and the Woodland during high traffic periods to improve traffic flow (i.e., Post Trail Office, Shopper's Drug Mart) Upgrade the path from Orchard Ave to the Millennium Trail Allocate space for cyclists along Main Street The following recommenda ons are MOVED FORWARD to be considered in the Municipal Planning Strategy Review:
All street widths should be reviewed, with a set standard of 3‐4 widths developed, depending on usage
Recommenda ons NOT TO BE DONE: Inves gate ways to either alter or move current ligh ng on Pleasant/Skyway to provide ligh ng for the north side Council should allow "tasteful" adver sing to pay for bus shelters and other infrastructure Appearance standards should be established for taxi cabs and taxi cab drivers and fares should be clearly posted in all cabs Explore subsidies for seniors and those on low incomes for taxis Designated taxi stands should be established in the downtown area that are clearly marked
Maintenance/Upgrades to Woodland Trails
REPORT CARD as of September 2015 12 ECONOMIC ACTION PLAN REPORT CARD
A C S 17, 2012
PURPOSE The Economic Ac on Plan was completed by staff in an a empt to ac on the numerous plans, reports and strategies that were approved by Council.
COMPLETED/OPERATIONALIZED ‐ 6% NOT TO BE DONE ‐ 46% Completed a Downtown Development Plan Facilitate the successful development of two tourism businesses Held a packaging workshop in partnership with the WBDC, NSTA Work with local business and WBDC to define products in Wolfville and the WMWB and surrounding area Evaluated a joint venture with Acadia for the new Welcome Centre, Provide opportuni es for farm markets to generate addi onal sales however it was determined by both par es not to be Evaluate the benefit of 'Wireless Wolfville' favourable 6% Consider a customer service training and incen ve program for front line staff IN‐PROGRESS ‐ 25% Establish a funding source for an ongoing tourism 25% Complete retail marke ng and sales plan to marke ng /development program 46% increase sales to regular, habitual customers Iden fy opportuni es to 'brand' Wolfville as the Iden fy target markets of habitual customers and food and wine des na on of the Atlan c Provinces communica on channels to reach markets Posi on Wolfville as service centre for Eastern Kings Create a display in the visitor centre to highlight the 19% County food and wine culture in the region 4% Iden fy strategic partners and events to bring to Wolfville Develop a marke ng plan and seek interest from development community for new investment in Wolfville Iden fy event facili es that are lacking and approach partners to assist in closing the gap Determine retail and service voids in Wolfville Develop an event toolkit Form strategic alliance with Winery Associa on of NS Review parking requirements and other parking alterna ves related to an increase in the commercial zone Develop and implement Business Reten on and Expansion Program NOT COMPLETED ‐ TO BE DONE ‐ 4% Develop a tourism strategy, target off peak mes, and iden fy Re‐establish joint management team mee ngs Acadia to stay target markets informed of key priori es for both organiza ons Explore how tax policy changes can spur re‐development and new development
MOVED FORWARD ‐ 19% Develop and implement a streetscape design plan Maintain and enhance buildings with historical and architectural Evaluate impact of traffic flow changes on commercial and significance residen al sectors Increase downtown commercial and residen al density Develop consistent messaging reinforcing the importance of Acadia Waterfront development plan can it spur new opportunity to the community ‐ Determine whether commercial and or light industrial zones in Support a professional hub/network Wolfville can expand
REPORT CARD as of September 2015 13 ECONOMIC ACTION PLAN REPORT CARD
The following recommenda ons are MOVED FORWARD to be The following recommenda ons are MOVED FORWARD to be considered in the Downtown Development Plan: considered in the Municipal Planning Strategy Review: Waterfront development plan can it spur new opportunity ‐ Determine whether commercial and or light industrial zones in Wolfville can expand Increase downtown commercial and residen al density Maintain and enhance buildings with historical and architectural Develop and implement a streetscape design plan significance Support a professional hub/network The following recommenda ons are MOVED FORWARD to be The following recommenda ons are MOVED FORWARD to be considered in the Core Traffic Study: considered in the Core Area Ac on Plan: Evaluate impact of traffic flow changes on commercial and Develop consistent messaging reinforcing the importance of residen al sectors Acadia to the community
Recommenda ons NOT TO BE DONE: Facilitate the successful development of two tourism businesses and work with local business and WBDC to define products in Wolfville and surrounding area
Liaise with NSTA to iden fy target markets, par cularly those already coming to Halifax
Complete des na on communica ons plan to a ract targeted media
Provide opportuni es for farm markets to work in coopera on, including the weekly farmer's market, to generate addi onal sales for everyone
Partner with WANS and Taste of NS to establish a bou que, NS focused wine and culinary store on Main Street
Evaluate the benefit of 'Wireless Wolfville'
Consider a customer service training and incen ve program for front line staff to encourage consistent, friendly service throughout the Town
Complete retail marke ng and sales plan to increase sales to regular, habitual customers
Iden fy target markets of habitual customers and communica on channels to reach markets
Posi on Wolfville as service centre for Eastern Kings County
Develop programs to drive more sales, extend hours of shopping, key themes on high opportunity weekends
Develop a marke ng plan and seek interest from development community for new investment in Wolfville
Determine retail and service voids in Wolfville
Form strategic alliance with Winery Associa on of NS
Work to iden fy the 'globally mobile' and iden fy what's important to them
REPORT CARD as of September 2015 14 PARKS & OPEN SPACE MASTER PLAN REPORT CARD
A C O 15, 2012
PURPOSE The 2012 Parks and Open Space Master Plan has two primary objec ves. First, to provide an up‐to‐date planning document with all relevant informa on on the Town’s parks and open space sources, current plans and proposals. Second, to address a number of gaps in the reports prepared to date. These gaps primarily focus on the park policies that are required to guide future planning and management of parks and open space.
COMPLETED/OPERATIONALIZED ‐ 20% NOT TO BE DONE ‐ 15% Completed the outstanding elements in Clock Park with excep on Con nue to monitor developments with respect to environmental of the Water Feature protec on and park management prac ces and, as warranted, update the Town’s policies and prac ces in the future. The Bike Skills Park is completed and if funding is available addi onal features may be added Upgrade the informal trails within the Woodman Groove Subdivision Staff con nue to look for opportuni es to link the exis ng linear trails system to form a looped system by assembling land as If possible, a municipal site should be acquired and/or protected required for future sport field development. This property would remain undeveloped un l it was required to meet future 15% needs arising from the loss of non municipal 20% ‐ IN‐PROGRESS ‐ 30% proper es and/or unmet demand Comple on of the Millennium Trail segment 10% through Rotary Field NOT COMPLETED ‐ TO BE DONE ‐ 10% Revisit the following elements of the Reservoir To the extent possible, and where required, Park Plan for future town projects as funding is agreements will be put in place to secure long‐term available: Maple Avenue Entrance, Look off and 30% community access to sport fields provided by non‐ picnic area, Dock for non‐motorized boa ng in large 25% municipal authori es pond, and Change rooms Prepare a user fee policy and a facility alloca on policy to Complete the Bike Park Trail connec on to Maple Avenue support the ongoing management of parks and open space resources. Extend the Rail Trail both East and West to the Town boundaries Work with other Municipali es and other levels of government to see the rail trail extended beyond Wolfville to connect with other MOVED FORWARD ‐ 25% communi es The Town should adopt the Park Principles and Park Classifica on System outlined in the Master Plan as a guide for future park Two neighbourhood parks fully conforming to the recommended planning park classifica on system should be provided in the future either through the redevelopment of an exis ng park or through the Addi onal special open space therefore will only be assembled if acquisi on of dedicated parkland in new residen al developments. the property in ques on has unique environmental, heritage or One in the east and one in the west cultural significance Increase the number of access points to the trails to provide for close access to the trails for as many users as possible
Adopt formal guidelines, as proposed in the Master Plan, to guide the parkland dedica on process in new residen al development.
REPORT CARD as of September 2015 15 PARKS & OPEN SPACE MASTER PLAN REPORT CARD
The following recommenda ons are moved forward to be Recommenda ons NOT TO BE DONE: considered in the Municipal Planning Strategy Review: Upgrade the informal trails within the Woodman Groove The Town should adopt the park principles outlined in the Subdivision Master Plan as a guide for future park planning If possible, a municipal site should be acquired and/or protected The Town should adopt the park classifica on system outlined for future sport field development. This property would remain in the Master Plan as a guide for future park planning undeveloped un l it was required to meet future needs arising The current supply of special open space areas is adequate. from the loss of non‐municipal proper es and/or unmet Addi onal special open space therefore will only be assembled demand if the property in ques on has unique environmental, heritage or cultural significance Con nue to monitor developments with respect to environmental protec on and park management prac ces and, Adopt formal guidelines, as proposed in the Master Plan, to as warranted, update the Town’s policies and prac ces in the guide the parkland dedica on process in new residen al future. development.
The following recommenda ons are moved forward to be considered in the Ac ve Transporta on Plan: Increase the number of access points to the trails to provide for close access to the trails for as many users as possible
REPORT CARD as of September 2015 16 MUNICIPAL ALCOHOL POLICIES REPORT CARD
P C A 16, 2012
PURPOSE The Municipal Alcohol Policies: Op ons for NS Municipali es is intended to be a resource for, primarily, municipal leaders and staff who want to make a difference in their communi es by changing the culture of alcohol through local municipal policy.
COMPLETED/OPERATIONALIZED ‐ 18% MOVED FORWARD ‐ 64% The Town establishes hours of opera on for a business that serves Through sign and land‐use bylaws, municipali es can control the alcohol through development agreements loca on, size and type of signs that are displayed in front of liquor establishments The Town and Gown commi ee brings together municipal, university and enforcement officials to iden fy priority Towns can collaborate and support licensed areas for reducing alcohol harm establishments to reduce hours of opera on 18% A business that sells alcohol can be restricted to IN ‐PROGRESS ‐ 18% certain zones but cannot be prohibited from the municipality en rely. One way to improve control Through municipal bylaws and policy 18% 64% over bar loca ons is through strict, although not development, municipali es can create policies fully prohibi ve, rezoning criteria in the municipal that restrict or prohibit the adver sing of alcohol planning strategy on municipal owned land, facili es and/or at municipal events. Municipali es can determine that licensed establishments be prohibited from opera ng within a Municipali es can partner with universi es to create and certain distance e of an area frequented by children and enforce effec ve alcohol policies youth (such as a school, day care, community facility or other such venue) Municipali es can define a single detached dwelling as having a specified number of bedrooms. Dwelling that exceed the specified number receive a different defini on. A municipal minimum standards bylaw can limit the number of people in the dwelling Develop an informed landlord bylaw that holds landlords accountable for their tenants' behaviour A municipality can work closely with its landlords and encourage them to proac vely inform their tenants that the misuse of alcohol that harms neighbours and other tenants will not be accepted and is grounds for evic on. If financial and human resources are available, a landlord licensing system could be explored
REPORT CARD as of September 2015 17 MUNICIPAL ALCOHOL POLICIES REPORT CARD
The following recommenda ons were MOVED FORWARD to be The following recommenda ons were MOVED FORWARD to be considered in the Municipal Planning Strategy Review: considered in the Core Area Ac on Plan: Through sign and land‐use bylaws, municipali es can control Municipali es may be able to follow the Town of An gonish's the loca on, size and type of signs that are displayed in front of example and develop an informed landlord bylaw that holds liquor establishments landlords accountable for their tenants' behaviour Towns can collaborate and support licensed establishments to A municipality can work closely with its landlords and encourage reduce hours of opera on them to proac vely inform their tenants that the misuse of alcohol that harms neighbours and other tenants will not be A municipality has the authority to regulate the loca on of all accepted and is grounds for evic on. If financial and human development through zoning. A business that sells alcohol can resources are available, a landlord licensing system could be be restricted to certain zones but cannot be prohibited from explored the municipality en rely. One way to improve control over bar loca ons is through strict, although not fully prohibi ve, rezoning criteria in the municipal planning strategy Municipali es can determine that licensed establishments be prohibited from opera ng within a certain distance e of an area frequented by children and youth (such as a school, day care, community facility or other such venue) Municipali es can define a single detached dwelling as having a specified number of bedrooms. Dwelling that exceed the specified number receive a different defini on. A municipal minimum standards bylaw can limit the number of people in the dwelling
REPORT CARD as of September 2015 18 RECLAIMING & SUSTAINING CORE NEIGHBOURHOODS REPORT CARD
R C N 12, 2013
PURPOSE The report documents: housing stock and neighbourhood ameni es; relevant Town and Provincial policies and legisla on; and experiences of other communi es. The objec ve was to define housing issues in the core and iden fy impediments and opportuni es to their resolu on.
IN PROGRESS ‐ 50% NOT COMPLETED- NOT TO BE DONE ‐ 22% Iden fy opportuni es through signage and art installa ons, to Ini ate discussion with private and public developers to enhance sense‐of‐place and enrich neighbourhoods with iden fy and address barriers and challenges to innova ve forms of appropriate neighbourhood social spaces and community walking housing development. des na ons Ini ate discussion with the Province and appropriate service Iden fy opportuni es for place making ‐ sites for si ng and agencies to explore opportuni es to develop safe, accessible and gathering, and program opportuni es that contribute to healthy affordable housing for those who wish to live in the core but who connected neighbourhoods are living on low incomes, or other considera ons that makes accessing core homes either difficult or expensive. Ini ate dialogue with the Wolfville School, the AVRSB, and the Province to become an ac ve partner in its redevelopment, Begin discussion with the University administra on to iden fy par cularly opportuni es to enhance social and physical opportuni es to address the need for student housing, as well as connec on within the Town's core neighbourhoods crea ve opportuni es to address future housing needs in the core. Con nue the work of the Town and Gown Commi ee and Iden fy communi es who have successfully maintained or development and enforcement of property standards and noise reinvigorated their central core neighbourhoods, including the and nuisance bylaws reten on or a rac on of permanent residents and businesses. Extend consulta on with developers, realtors and the 22% broader community to create a be er understanding of the desired housing market in MOVED FORWARD ‐ 28% Wolfville and specifically the opportuni es the 50% Review the R2/4 and Restricted Commercial zoning Town has to effec vely intervene in this market to assess need and opportunity to revise either of these classifica ons to protect the core Begin a dialogue with community residents and 38% those who may wish to make Wolfville their home neighbourhoods and provide suitable opportuni es regarding: what makes a neighbourhood work, and for new live work environments what measures are needed to ensure this objec ve. Adopt direc ons that support physical form and Begin discussion with the Provincial government to inves gate neighbourhood design to create stronger social connec vity in opportuni es for incen ves through grants, sales tax forgiveness the Downtown Development Plan etc., for those who wish to purchase homes for owner occupied Assess opportuni es in the MPS and LUB to create and support use of homes that need to be reconverted to single unit dwellings . stronger social connec vity within neighbourhoods, and where Convene a forum with other small towns with large post‐secondary possible amend current direc ons that may be barriers to this presences (An gonish, Sackville and perhaps Truro) to share best objec ve prac ces and approaches to managing housing issues related to Through the Town and Gown Commi ee host social events and transient popula ons. create projects and opportuni es that promote posi ve interac on Inves gate the licensing of boarding houses and rental for students and permanent residents, and contribute to place accommoda ons. making and strong healthy neighbourhoods Develop strategies and measurable objec ves in the MPS that strongly encourage development consistent with: “eyes‐on‐the‐ street”, social interac on within neighbourhoods, neighbourhood appropriate street‐life and ac vi es, and that a racts residents of all ages and stages of life, in future new development and redevelopment.
REPORT CARD as of September 2015 19 RECLAIMING & SUSTAINING CORE NEIGHBOURHOODS REPORT CARD
The following recommenda ons are moved forward to be The following recommenda ons are moved forward to be considered in the Municipal Planning Strategy Review: considered in the Core Area Ac on Plan : As part of the evalua on of the MPS and LUB, review the R2/4 Through the Town and Gown Commi ee, and its member and Restricted Commercial zoning to assess need and organiza ons, host social events and create projects and opportunity to revise either of these classifica ons to protect opportuni es that promote posi ve interac on for students and the core neighbourhoods and provide suitable opportuni es for permanent residents, and contribute to place making and strong new live work environments healthy neighbourhoods
Adopt direc ons that support physical form and neighbourhood design to create stronger social connec vity in the Downtown Development Plan
Assess opportuni es in the MPS and LUB to create and support stronger social connec vity within neighbourhoods, and where possible amend current direc ons that may be barriers to this objec ve
Through the Town and Gown Commi ee, and its member organiza ons, host social events and create projects and opportuni es that promote posi ve interac on for students and permanent residents, and contribute to place making and strong healthy neighbourhoods
Develop strategies and measurable objec ves in the MPS that strongly encourage development consistent with: “eyes‐on‐the‐ street”, social interac on within neighbourhoods, neighbourhood appropriate street‐life and ac vi es, and that a racts residents of all ages and stages of life, in future new development and redevelopment.
REPORT CARD as of September 2015 20 PHYSICAL ACTIVITY STRATEGY REPORT CARD
A C J 18, 2013
PURPOSE The Physical Ac vity Strategy was developed to provide a clear course to improve the levels of physical ac vity in Wolfville. Development of a Physical Ac vity Strategy is required by the Province’s Department of Health and Wellness as part of the Municipal Physical Ac vity Leadership Program.
COMPLETED/OPERATIONALIZED ‐ 49% NOT TO BE DONE ‐ 10% The Bike Skills Park and the Acadia indoor track have been Gain a broader understanding and awareness of the barriers and completed mo va on issues for residents with special needs and underserved popula ons Wayfinding signage design has been developed for parks and trails Iden fy key messages and piggyback on exis ng campaigns Recommenda ons from the Transporta on Study and Parks and Open Space Master Plan are being considered and included in Iden fy and enlist community champions and role models to annual budgets for implementa on enhance profile of physical ac vity benefits Recrea on staff work with planning to ensure appropriate Develop consistent Healthy Ea ng Policies for facili es, programs incorpora on of recrea on facili es within new developments and events. Staff con nue to work with Landscape Grand Pre and the Marsh Bodies to develop educa onal materials and address recrea on NOT COMPLETED ‐ TO BE DONE ‐ 10% usage of dyke roads Create a recogni on program for physically ac ve residents and community groups to celebrate successes Established a bulle n board at Cochrane’s Pharmasave as a way to reach out to underserved popula ons 10% Create a “welcome to Wolfville” info package (online and hardcopy) featuring PA opportuni es Internally staff is comple ng a Program Review and Mudley Fund Review 10% Coordinate event(s) (i.e. Club Night) to highlight available program offerings Annual Wolfville hosts a Community Development 51% (formally Recrea on Management) student from 9% Gain a broader understanding and awareness of Acadia the barriers and mo va on issues for residents with special needs and underserved popula ons Host annual bike week ac vi es for commuters and residents 20% Engage Acadia University in project work and studies, especially for introduc on to new technology Re‐ac vated the Wolfville Recrea on Facebook page to or linking informa on on physical ac vity, health and well communicate recrea on and physical ac vity opportuni es ‐ being to personal data with the community Par cipate in Ipsos Ried Physical Ac vity Survey in 2016 IN ‐PROGRESS ‐ 20% Con nue with PATH Focus Groups to evaluate and reinforce the MOVED FORWARD ‐ 9% strategy Iden fy under used facili es for physical ac vity and explore Renego ate community use of school to include increased possible user groups and ac vi es community access to inves gate municipal role in partnership Inves gate prac cality of a long term AT/Bike Plan. agreement Audit road traffic pa erns for cyclists, pedestrians and drivers Explore and recommend solu ons to barriers such as: user fees, program costs, scheduling, transporta on and childcare Increase inclusivity and accessibility to programs for children from Support community organiza ons in crea ng and offering a underserved popula ons by offer assistance with adap ng variety of programs programs, rela onship building and policy development Assess future skateboard facility needs Iden fy gaps in program accessibility and offer groups and Support and promote A er School Programming Goals and organiza ons assistance with adap ng programs for typically Keeping Pace recommenda ons underserved popula ons
REPORT CARD as of September 2015 21 PHYSICAL ACTIVITY STRATEGY REPORT CARD
The following recommenda ons are moved forward to be Recommenda ons NOT TO BE DONE: considered in the Ac ve Transporta on Plan: Iden fy key messages and piggyback on exis ng campaigns (ie. Inves gate prac cality of a long term AT/Bike Plan. THRIVE!, Keeping Pace, Bring Back Play, etc.)
Audit road traffic pa erns for cyclists, pedestrians and drivers. Iden fy and enlist community champions and role models to Ac vely pursue Rail Trail connec ons with neighbouring enhance profile of physical ac vity benefits communi es and develop marke ng and economic links with business community Establish communica on networks across sectors to reach diverse audience (i.e. Health Promo ng Schools and Family of Schools). The following recommenda ons are moved forward to be Con nue with PATH Focus Groups and plan or par cipate considered in the Core Traffic Study: frequently in well a ended community events to maintain lines Audit road traffic pa erns for cyclists, pedestrians and drivers. of communica on with residents.
Develop consistent Healthy Ea ng Policies for facili es, The following recommenda ons are moved forward to be programs and events. considered in the Facili es Assessment and Gap Analysis: Review the physical ac vity strategy twice yearly following the Iden fy under used facili es for physical ac vity and explore community consulta ons and PATH focus groups possible user groups and ac vi es Pilot street closures for individual and family recrea on use Iden fy gaps in programs and facili es accessibility on an ongoing basis
REPORT CARD as of September 2015 22 MUNICIPAL CLIMATE CHANGE ACTION PLAN REPORT CARD
N 2013 PURPOSE In order for municipali es in Nova Sco a to have access to federal gas tax revenues, they were required to complete a Municipal Climate Change Ac on Plan (MCCAP) by December 31, 2013. The MCCAP is an amendment to the Integrated Community Sustainability Plans (ICSP), which were prepared by municipali es and submi ed to the province in March 2010. The MCCAP focuses on both climate change adapta on and mi ga on and describes how municipali es plan to respond to climate change. The Kings Regional MCCAP was a Kings 2050 collabora on. The recommenda ons in this report card are specific to Wolfville.
COMPLETED/OPERATIONALIZED ‐ 67% NOT COMPLETED - TO BE DONE ‐ 7% The Sewage Treatment Plant (STP) is regularly reviewed to ensure Review access road design to ensure long term access to Sewage op mum opera on Treatment Plant Staff maintain storm drains in the winter to keep them free of ice Con nue upgrading and monitoring of dyke condi ons and snow Implement recommenda ons of Energy Audit and examine op ons Storm water infiltra on con nues to be reduced into collec on for onsite energy genera on at Water and Sewage Treatment system Plants A life‐cycle schedule for all Town vehicles has been developed as part of the 10 year CIP and are reviewed for size 7% requirements when up for renewal MOVED FORWARD ‐ 23% All street ligh ng was converted to LED lights 23% Review land use and development regula ons to improve flood requirements Through the Town’s EMO and REMO, in addi on to 67% Fire Service Mutual Aid Agreements, flooding Consider Provincial Designa on for Wellhead areas informa on is shared, alterna ve service routes Adopt Land Use Regula ons for well head areas are mapped and alterna ve EMO loca ons have 3% been iden fied Introduce Flood Mi ga on criteria in planning documents Upgrade insula on, replace windows and implement IN‐PROGRESS ‐ 3% recommenda ons from Energy Audit in all municipal buildings Develop Mutual Aid Agreement for Sewage Treatment Plant
REPORT CARD as of September 2015 23 MUNICIPAL CLIMATE CHANGE ACTION PLAN REPORT CARD
The following recommenda ons were MOVED FORWARD to be considered as part of the Facili es Condi on Assessment: Upgrading of insula on in all municipal buildings Replace windows in select municipal buildings Implement recommenda ons from Energy Audit
The following recommenda ons were MOVED FORWARD to be considered as part of the Municipal Planning Strategy Review: Review land use and development regula ons to improve flood requirements Adopt Land Use Regula ons for well head areas Introduce Flood Mi ga on criteria in planning documents
The following recommenda ons were MOVED FORWARD to be considered as part of the Source Water Protec on Plan: Consider Provincial Designa on for Wellhead areas
REPORT CARD as of September 2015 24 COMMUNICATION PLAN REPORT CARD
A C M 19, 2013
PURPOSE The Communica on Plan was developed to expand on the Public Communica on and Par cipa on Plan created in 2010 and incorporate addi onal strategies around communica on for the Town, iden fy who the audiences are, what informa on they are seeking, what the key messages are for the Town and what style and voice will be used to communicate. This will add consistency to the communica ons which are developed by the Town.
COMPLETED/OPERATIONALIZED ‐ 83% NOT COMPLETED ‐ NOT TO BE DONE ‐ 14% Developed a Communica ons Checklist that is used for On a rota ng basis, council members to host coffee lunches at communica ng/gathering public input on projects, decisions of neighbourhood venues" Council, etc. Formalize news agencies 'of record' for newspaper, television, The Town implemented the AMANS Records Management System radio and online news repor ng using Laserfiche to ensure informa on is recorded properly and Maintain an up to date lis ng of local volunteers and provide a can be accessed in a mely manner. quarterly communica on on upcoming volunteer opportuni es A Ci zen survey was completed in 2014 and the next one will be with the Town of Wolfville. completed in the Fall of 2016 to provide input for new Council informa on as they develop their strategic plan 14% MOVED FORWARD ‐ 3% Commi ee reports are now prepared and presented 3% at Commi ee of the Whole. Neighbourhood picnics organized by local ci zens to engage the community on current events and The Town produces a monthly page in the 83% investments Grapevine The Town has printed generic Development Agreement/public hearing signs that are erected at sites to inform the public The Emergency Communica ons Plan and Contracts were updated as part of the Emergency Management Plan Updated in November 2014 As part of the annual budget process Council and staff meet with ci zens to gather informa on about their priori es The Town has and will con nue to welcome opportuni es to invite students/schools to Town Hall to learn about how municipal government works An In‐Focus Community Newsle er mail out is produced six mes a year for water and tax bills. As well, a monthly e‐newsle er is sent to subscribers, which has grown monthly. A Town Council Ac on Summary is published to Website within one‐day of the mee ng
REPORT CARD as of September 2015 25 COMMUNICATION PLAN REPORT CARD
The following recommenda on was MOVED FORWARD to be considered as part of the Core Area Ac on Plan:
Neighbourhood picnics organized by local ci zens to engage the community on current events and investments
The following recommenda ons are NOT TO BE DONE:
On a rota ng basis, council members to host coffee lunches at neighbourhood venues" Formalize news agencies 'of record' for newspaper, television, radio and online news repor ng Maintain an up to date lis ng of local volunteers and provide a quarterly communica on on upcoming volunteer opportuni es with the Town of Wolfville.
REPORT CARD as of September 2015 26 NEIGHBOURHOOD OPPORTUNITIES FOR WOLFVILLE (NOW) REPORT REPORT CARD A C J 8, 2013
PURPOSE The Neighbourhood Opportuni es for Wolfville (NOW) commi ee was established by Council in April 2012 to examine the neighbourhood impacts of inappropriate and inconsiderate behaviour in Wolfville and to consult with the community to generate solu ons.
COMPLETED/OPERATIONALIZED ‐ 18% MOVED FORWARD ‐ 82% The Town hired a Bylaw/Compliance Officer to work in conjunc on In evalua ng the commercial parking plan consider changes to with the RCMP on the ac ve enforcement of the noise and control the parking in residen al areas immediately adjacent to the unsightly premises bylaws. university and the commercial core. Staff is alloca ng resources to improve the appearance of the Work with the province to allow licensed establishments to stay neighbourhood and the infrastructure. open beyond the 1 am closing me, without adjus ng the liquor service me. 18% Inves gate the implementa on of a business licensing program in Wolfville. Work with the ASU to establish a student ambassador program in the downtown core. Inves gate if a permi ng process for large gatherings at residen al proper es is feasible for Wolfville. 82% Inves gate the possibility of establishing a non‐profit organiza on that would be responsible for all things rela ng to housing in Wolfville.
Establish a process where Acadia students will have the op on, for minor infrac ons, on campus and off, to enter the non‐academic judicial process used on campus.
Look for opportuni es for RCMP members working in Wolfville to engage with the landlords
Establish a nuisance bylaw in Wolfville
REPORT CARD as of September 2015 27 NEIGHBOURHOOD OPPORTUNITIES FOR WOLFVILLE (NOW) REPORT REPORT CARD
Recommenda ons MOVED FORWARD to be considered as part of the Core Area Ac on Plan:
In evalua ng the commercial parking plan consider changes to control the parking in residen al areas immediately adjacent to the university and the commercial core. Work with the province to allow licensed establishments to stay open beyond the 1 am closing me, without adjus ng the liquor ser‐ vice me. Inves gate the implementa on of a business licensing program in Wolfville. Work with the ASU to establish a student ambassador program in the downtown core. Inves gate if a permi ng process for large gatherings at residen al proper es is feasible for Wolfville.
Inves gate the possibility of establishing a non‐profit organiza on that would be responsible for all things rela ng to housing in Wolfville.
Establish a process where Acadia students will have the op on, for minor infrac ons, on campus and off, to enter the non‐academic judicial process used on campus.
Look for opportuni es for RCMP members working in Wolfville to engage with the landlords
Establish a nuisance bylaw in Wolfville
REPORT CARD as of September 2015 28 DOWNTOWN DEVELOPMENT PLAN REPORT CARD
A C D 9, 2014 PURPOSE The purpose of the Downtown Development Plan was to deepen understanding of what is involved in downtown revitaliza on and place making projects and programs, through sharing experiences, best prac ces, relevant research, and local success stories, and develop a shared Vision for Wolfville downtown.
COMPLETED/OPERATIONALIZED ‐ 20% NOT TO BE DONE ‐ 13% Completed Clock Park upgrades Establish a “Special Study Area” for Precinct 7 and undertake a detailed planning review and analysis of the residen al housing Developed a Wayfinding System and have installed vehicular policies in the Town’s MPS and Land Use Zoning signage Implement the Branding Downtown ini a ves that are focused on a The Downtown Vision and Concept Plan were used in the Ac ve des na on marke ng campaign that supports the Downtown Transporta on Master Plan and Traffic Study Vision. Art in Public Spaces has reviewed the Mona Parson’s statue for Establish a TOR and formal recruitment process for a Downtown dona on and is working on a water feature project for Clock Park Community Advisory Group. Hired an Economic Development Manager who assist with Consider developing a seasonal “window” display program and implementa on of plan compe on.
IN ‐PROGRESS ‐ 21% 20% 13% Economic feasibility ‐ Trolley system in the Valley Review the Town’s exis ng development approval Acadia University Program development to support process – explore a “One Window” approach the culinary, wine and beer industry Commence discussions with land owners and 23% developers within Precinct 5 21% NOT COMPLETED ‐ TO BE DONE ‐ 23% Review the Property Maintenance Standards By‐law 23% Complete the East Gateway and discuss integra on and enforcement prac ces of Acadia lands within the West Gateway Con nue to implement and install new ligh ng in the Undertake a Best Prac ce review of Downtown downtown development incen ves to s mulate interest and investment in the downtown. Review downtown parking regula ons and explore Rails to Trails Linkages Develop a Downtown Communica ons Plan for communica ng projects, programs, and other ini a ves Ini ate a community beau fica on project or program in the downtown that will engage residents, students and children to Engage the community in an “Adopt” a public space program as promote inclusivity and sense of belonging part of an overall beau fica on effort Consider developing a “Banner” Program MOVED FORWARD ‐ 23% Foster a dis nc ve a rac ve downtown to ins ll a “sense of place” Prepare a development “Pro‐forma” as part of the economic and create Downtown Urban Design Guidelines that include a development and marke ng strategy for the downtown. review and update of the Town’s Architectural Standards Undertake a Feasibility Study for working Hubs in the downtown
Direct municipal development towards the downtown to enhance Implement Regional Economic Development Ini a ves that support prosperity the Downtown Vision (mul ‐year) Consider the recommenda ons of the Core Area Housing Strategy Integrated Des na on Marke ng Strategy for the Downtown with in the MPS, LUB and Property Maintenance Standards review other communi es within the Valley Provide an inclusive range of housing opportuni es and support Implement the Kings 2050 Regional Approach – Planning For The mixed land uses and take advantage of compact building design Future, 2013 Report Consider ini a ng a process to incorporate Site Plan policies in the MPS and implemen ng Land Use Zoning
REPORT CARD as of September 2015 29 DOWNTOWN DEVELOPMENT PLAN REPORT CARD
The following recommenda ons are MOVED FORWARD to be Recommenda ons NOT TO BE DONE: considered in the Municipal Planning Strategy Review: "Establish a “Special Study Area” for Precinct 7 and undertake a Foster a dis nc ve a rac ve downtown to ins ll a “sense of detailed planning review and analysis of the residen al housing place” policies in the Town’s MPS and Land Use Zoning, within the context of the Downtown Concept Plan, during the next 3 Support mixed land uses months. The boundary of this Study Area will be determined Provide a variety of transporta on choices. through this process. Complete this Study within 6 months ‐ 1 year. Develop an inclusive and dialogue based mul ‐stakeholder Direct municipal development towards the downtown to community consulta on program to inform this Study." enhance prosperity Implement the Branding Downtown ini a ves that are focused Take advantage of compact building design on a des na on marke ng campaign that supports the Consider the recommenda ons of the Core Area Housing Downtown Vision. Strategy in the MPS, Land Use Zoning and Property Establish a Terms of Reference and formal recruitment process Maintenance Standards review for a Downtown Community Advisory Group. Consider ini a ng a process to incorporate Site Plan policies in Consider developing a seasonal “Window” display program and the MPS and implemen ng Land Use r Zoning fo downtown compe on. development, in accordance with the Municipal Government Act, to provide a planning framework to achieve quality Economic feasibility ‐ Trolley system in the Valley streetscape design and integra on Acadia University Program development to support the culinary, "Create Downtown Urban Design Guidelines that include a wine and beer industry. review and update of the Town’s Architectural Standards. Give considera on to including adjacent residen al neighbourhoods, south of Main Street in the Urban Design Guidelines." Provide an inclusive range of housing opportuni es. Review MPS policies and amend, where appropriate, to align with the Vision for the downtown; to assist in moving forward with in‐fill development opportuni es and public space enhancements (e.g. mixed use and residen al policies; urban design; parking; views; heritage; downtown boundary; railway lands). Review and update, where appropriate, the Downtown Land Use Zoning to implement the proposed Concept Plan development and enhancement opportuni es (e.g. mixed use; parking; density; building height).
REPORT CARD as of September 2015 30 CORE AREA ACTION PLAN REPORT CARD
P C N 12, 2014
PURPOSE The Core Area Ac on Plan was developed by staff pulling recommenda ons from exis ng plans, in par cular, the Neighbourhood Opportuni es for Wolfville Report and the Reclaiming & Sustaining Core Neighbourhoods, to take ac on and track progress.
COMPLETED/OPERATIONALIZED ‐ 22% NOT TO BE DONE ‐ 11% Implemented a Wayfinding System Inves gate establishing a non‐profit associa on responsible for housing issues in Wolfville Par cipate in the Wolfville School Re‐development Project Con nue to support the work of the Community Ac on Team Create stronger social connec vity through the Downtown Development Plan Incorporate "Place Making" into the Recrea on Master Plan Adopted a Public Art Policy and established a Commi ee to Develop a community naming ini a ve and place interpre ve commission public art every four years signage at key loca ons 11% Hired a Compliance Officer for the Town 22% NOT COMPLETED ‐ TO BE DONE ‐ 22% Send regular communica ons through ASU Landlord‐Student Off Campus Housing Program 22% Develop a Rental Housing Licensing Program IN ‐PROGRESS ‐ 11% Determine best Prac ces from other jurisdic ons 11% Examine the need to develop addi onal licensing requirements Develop a "Living Off‐Campus" Program Examine op ons for permi ng large gatherings Develop a model lease for use by landlords 31% Develop opportuni es for landlords, Bylaw Enforcement Revisit exis ng relevant bylaws and consider their Officers and RCMP to interact consolida on into a Nuisance Bylaw / Community Standards Bylaw Develop a mechanism for landlords to discuss issues, collaborate Develop a student / alumni ambassador program in conjunc on and u lize best prac ces with the Red and Blue Crew Conduct discussions with Acadia on future residences on University Examine the poten al of developing a PASS Program property Examine the poten al of implemen ng an SOT/Bylaw Alterna ve Resolu on Process MOVED FORWARD ‐ 31% Develop ongoing discussions with other University Towns to Review specific provisions of the MPS/LUB encourage informa on sharing Examine the possibility of extending non‐liquor service hours Foster coopera on between the Compliance Officer and RCMP Create a commercial area parking strategy func ons Follow up on recommenda ons from the Municipal Alcohol Strategy Ini ate a community improvement program in the core area
REPORT CARD as of September 2015 31 CORE AREA ACTION PLAN REPORT CARD
The following recommenda ons are MOVED FORWARD to be Recommenda ons NOT TO BE DONE: considered in the Municipal Planning Strategy Review: Inves gate establishing a non‐profit associa on responsible for Review specific provisions of the MPS/LUB housing issues in Wolfville Examine the possibility of extending non‐liquor service hours Con nue to support the work of the Community Ac on Team Create a commercial area parking strategy Incorporate "Place Making" into the Recrea on Master Plan Ini ate a community improvement program in the core area Develop a community naming ini a ve and place interpre ve signage at key loca ons The recommenda ons of the Municipal Alcohol Project will be covered and followed up through other plans.
REPORT CARD as of September 2015 32 COMMERCIAL DEVELOPMENT PLAN Recommendation Reason Not To Be Done
Support the efforts of the Atlantic Theatre Festival No longer relevant
Offer to work with the Irving Centre on the preparation and Implementation of a Marketing Strategy Part of a larger Tourism Strategy
Focus on small, high quality businesses that focus on niche products and customer service Not the Town’s Role/Role of a business association or chamber of commerce Develop a Sustainable Waste Management Plan for the downtown area Should be done by Valley Waste
WBDC should sponsor a downtown Storefront decorating course to teach members about retail Not the Town’s Role storefront design, customer service theory, window dressing, and storefront lighting design Adopt R2000 standards for building design Part of the Building Code
Develop water conservation standards for new buildings Part of the Building Code
33 COMMUNICATIONS PLAN Recommendations Reason Not To Be Done
Ongoing: On a rotating basis, council members to host coffee lunches at neighbourhood venues Not staff led
Formalize news agencies 'of record' for newspaper, television, radio and online news reporting Not relevant
Maintain an up to date listing of local volunteers and provide a quarterly communication on Don’t have the resources to accomplish upcoming volunteer opportunities with the Town of Wolfville.
CORE AREA ACTION PLAN Recommendation Reason Not To Be Done
Investigate establishing a non-profit association responsible for housing issues in Wolfville
Continue to support the work of the Community Action Team This team is not active
Incorporate "Place Making" into the Recreation Master Plan Not being completed because the Recreation Master Plan was not approved. However, some of this will be covered in the MPS Review Develop a community naming initiative and place interpretive signage at key locations Geographically too small/Way-finding
34 ECONOMIC ACTION PLAN Recommendation Reason Not To Be Done
Facilitate the successful development of 2 tourism businesses Not the Town’s Role
Work with local business and WBDC to define products in Wolfville and surrounding area Part of a larger Tourism Strategy
Liaise with NS Tourism Agency to identify target markets, particularly those already coming to Part of a larger Tourism Strategy Halifax Complete destination communications plan to attract targeted media Part of a larger Tourism Strategy
Provide opportunities for farm markets to work in cooperation, including the weekly farmer's Not the Town's Role market, to generate additional sales for everyone Partner with WANS and Taste of NS to establish a boutique, NS focused wine and culinary store on WBDC Culinary epicurial project Main Street Evaluate the benefit of 'Wireless Wolfville' May be addressed as a VCFN Project
Consider a customer service training and incentive program for front line staff to encourage Not our role for the community. consistent, friendly service throughout the Town Responsible for our Town staff training which is on-going. Target off peak times (Spring ?) Part of a larger Tourism Strategy
To increase retail activity by “X”% per year for five years (needs to be measurable by perhaps Not measureable tracking HST revenue, # of employees hired or square footage utilization) Complete retail marketing and sales plan to increase sales to regular, habitual customers Not the Town's Role
35 ECONOMIC ACTION PLAN CONTINUED Recommendation Reason Not To Be Done
Identify target markets of habitual customers and communication channels to reach markets Not the Town's Role
Position Wolfville as service centre for Eastern Kings County Not the Town's Role
Conduct research into demographics of existing customer base Not the Town's Role
Develop programs to drive more sales, extend hours of shopping, key themes on high opportunity Not the Town's Role weekends Develop a marketing plan and seek interest from development community for new investment in Not the Town's Role Wolfville Determine retail and service voids in Wolfville Not the Town's Role
Form strategic alliance with Winery Association of NS Not the Town's Role
Work to identify the 'globally mobile' Low Priority
Identify what's important to the globally mobile Low Priority
36 FISCAL SUSTAINABILITY TASK FORCE REPORT Recommendation Reason Not To Be Done
That Council continue to seek advice and resources for research from the Department of Economics Seek appropriate advice and input as at Acadia for future fiscal planning for the Town. required That the targeted tax dollar amounts include both capital and operating expenditures related to Outdated - provincial financial index has reducing the Infrastructure Deficit and that the Infrastructure Deficit Remediation Plan be drafted in since come out (report card) advance of the 2011/12 budget process to allow Staff and Council sufficient time to engage residents and assess their support to implement a Remediation Plan
IMAGINE OUR DOWNTOWN Recommendation Reason Not To Be Done
Acadia University Program development to support the culinary, wine and beer industry. Not the Town's Role
Implement the Branding Downtown initiatives that are focused on a destination marketing Part of a larger Tourism Strategy campaign that supports the Downtown Vision. Establish a Terms of Reference and formal recruitment process for a Downtown Community Council has already decided through the Advisory Group. implementation strategy that this will not go forward Consider developing a seasonal “Window” display program and competition. Not the Town's Role
Economic feasibility - Trolley system in the Valley Not feasible
Ensure that the Parks and Recreation Master Plan Update has regard for and supports the The Recreation Master Plan is not being Downtown Vision and Concept Plan. completed. Implement Regional Economic Development Initiatives that support the Downtown Vision (multi- Should be completed by REN year) New Acadia on-site residences. Not within our control
37 INTEGRATED COMMUNITY SUSTAINABILITY PLAN Recommendation Reason Not To Be Done
Require new residential buildings to participate in EnerGuide Program Outdated
Requires EnerGuide 80 standard for new residential buildings in the RCDD zone Outdated
Research and establish specific criteria for the location of wind turbines that seeks to Wind Turbine's haven't been an issue and don't see reduce possible noise nuisances and visual impacts of wind turbines as well as any it as a pressing discussion point at this time potential negative impacts on bird/bat migration patterns
PARKS AND OPEN SPACE MASTER PLAN Recommendation Reason Not To Be Done
Upgrade the informal trails within the Woodman Groove Subdivision No informal trails exist so not a priority to build trails. If possible, a municipal site should be acquired and/or protected for future sport field Would have been covered in the Recreation Master development. This property would remain undeveloped until it was required to meet Plan future needs arising from the loss of non-municipal properties and/or unmet demand Continue to monitor developments with respect to environmental protection and Would have been covered in the Recreation Master park management practices and, as warranted, update the Town’s policies and Plan practices in the future.
38 PHYSICAL ACTIVITY STRATEGY Recommendation Reason Not To Be Done
Identify key messages and piggyback on existing campaigns (ie. THRIVE!, Keeping Don't have the resources Pace, Bring Back Play, etc.) Identify and enlist community champions and role models to enhance profile of Don't have the resources physical activity benefits Establish communication networks across sectors to reach diverse audience (i.e. Don't have the resources Health Promoting Schools and Family of Schools). Continue with PATH Focus Groups and plan or participate frequently in well attended Don't have the resources community events to maintain lines of communication with residents. Develop consistent Healthy Eating Policies for facilities, programs and events. Low Priority
PUBLIC COMMUNICATION AND PARTICIPATION PLAN Recommendation Reason Not To Be Done
Paper copies of the agenda will be posted on the Town Hall notice board, in the Town Not relevant information Kiosks, Post Office and Library no later than the end of business day on the Friday prior to the Committee of Council or Council meeting
39 SUSTAINABLE TRANSPORTATION STUDY Recommendation Reason Not To Be Done
Street lighting along this section is currently on the south side of the street where no Not economically feasible sidewalks exist. Investigate ways to either alter or move current lighting to provide lighting for the north side The stone steps are not practical or safe on the Woodland Trails, these should be These are Acadia's Trails removed The Woodland Trail trail bed should be upgraded and a railing added down the initial These are Acadia's Trails grade of the trail after the entrance Council should allow "tasteful" advertising to pay for bus shelters Existing direction from Council has been to not have advertising Advertising that is sensitive to Wolfville's image should be allowed to pay for Inhibits the development of urban design standards infrastructure (i.e., benches, transit shelters) Appearance standards should be established for taxi cabs and taxi cab drivers Not the Town's Role
All fares should be clearly posted in taxi cabs Not the Town's Role
Explore subsidies for seniors and those on low incomes, either as a stand alone policy Town provides subsidies as part of the operating or as part of a comprehensive transit strategy costs to Kings Transit and Kings Point to Point Designated taxi stands should be established in the downtown area that are clearly Not a priority marked. These locations would thus be easily found by customers and ensure that the location of taxis is consistent and predictable. Stands should include charging stations so taxis can still operate their radios and block heaters while observing the anti-idling by-law The Woodland Trail trail bed needs to be upgraded to ensure proper drainage and These are Acadia's Trails encourage year-round use
40 STRATEGIC PRIORITY 1: WELL MAINTAINED AND SUSTAINED 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.
Ranking Plan Recommendation Notes
Fiscal That Council develops a formal capital asset management plan including a Proposed to be started in 2016/17 1 Sustainability review of capital asset standards, beginning with infrastructure assets, to Task Force assist in the reduction of the Infrastructure deficit Imagine Our Complete the East Gateway - detailed design, tender and construction. Proposed to be started in 2016/17 1 Downtown Parks and Open Prepare a user fee policy and a facility allocation policy to support the ongoing Could have been covered under Rec Master 1 Space Master Plan management of parks and open space resources. Plan - will be completed as part of the Policy Review Plan Commercial Develop a Sustainable Stormwater Management Plan - investigate partnership 2 Development Plan with Acadia University to create a stormwater treatment wetland in the dykelands to treat stormwater runoff Imagine Our Initiate discussions with Acadia University regarding the integration of their 2 Downtown lands that are located within the West Gateway as part of the overall design of this area. Imagine Our Co-ordinate the streetscape improvements within the Wolfville Baptist Church Tied to the discussions with Acadia regarding 2 Downtown property, Clock Park improvements and the intersection of Elm Street and the integration of their lands within the Main Street. West Gateway Integrated Adopt and implement a multi-year tree planning program aimed at improving Would be completed as part of the 2 Community air quality by protecting, replacing and enhancing the urban forest canopy Sustainable Stormwater Management Plan Sustainability Plan
41 STRATEGIC PRIORITY 1: WELL MAINTAINED AND SUSTAINED INFRASTRUCTURE CONTINUED
Plan Recommendation Notes Ranking Imagine Our Undertake a Best Practice review of Downtown development incentives to The Best Practices review will be completed Downtown stimulate interest and investment in the downtown. If appropriate, amend to determine if there are incentives outside 3 the MPS to include Incentive/Bonusing policies and supporting Land Use By- of tax policy. Any possible amendments will law, in accordance with the Municipal Governance Act. be reviewed as part of the MPS Review Integrated Develop and implement a "downtown greening plan" which would include Would be completed as part of the Community tree planting, planting beds, street trees and landscaped sidewalk areas Streetscape Plan identified in the Imagine 3 Sustainability Plan Our Downtown Plan Imagine Our Engage the community in an “Adopt” a public space program as part of an Downtown overall beautification effort within the downtown (e.g. boulevards; flower bed; 4 parks; roads; public squares). MCCAP Implement recommendations of Energy Audit at Water and Sewage Treatment 4 Plants MCCAP Continued upgrading and monitoring of dyke conditions 5 MCCAP Examine options for onsite energy generation at Water and Sewage Treatment 5 Plants
42 STRATEGIC PRIORITY 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.
Ranking Plan Recommendation Notes Economic Action Develop a tourism strategy Still important and should be completed. 1 Plan We have to define where we start - local or regional Economic Action Explore how tax policy changes can spur re-development and new Discuss for MGA Review 1 Plan development Fiscal That Council approach the Province to address the current taxation status of Discussed as part of provincial Fiscal Review 1 Sustainability Task non-residence university buildings seeking tax revenues for all Acadia with no success. (Opportunity with Local Force University buildings. MLA to move this action forward) Imagine Our Integrated Destination Marketing Strategy for the Downtown with other 1 Downtown communities within the Valley, including the wine and hotel industry to promote tourism and economic development. Imagine Our Prepare a development a “Pro-forma” as part of the economic development 3 Downtown and marketing strategy for the downtown. Imagine Our Integrated Regional/Provincial Tourism Strategy. 3 Downtown Imagine Our New incubator business development opportunities to support the Vision. 4 Downtown Imagine Our Expand the holiday tree lighting ceremony to other public/private outdoor 4 Downtown spaces within the downtown. Imagine Our Undertake a Feasibility Study for working Hubs in the downtown. 4 Downtown Commercial Encourage Acadia to locate some of their retailers on the edge of the campus 5 Development Plan that abuts downtown - thereby adding to the vibrancy of downtown Imagine Our Consider developing a “Banner” Program in collaboration with the WBDC . 5 Downtown
43 STRATEGIC PRIORITY 3: A GROWING POPULATION ENCOMPASSING ALL AGES AND STAGES WHO LIVE IN SAFE, ATTRACTIVE, 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.
Plan Recommendation Notes Ranking Core Area Action Develop opportunities for landlords, Bylaw Enforcement Officers and RCMP 1 Plan to interact Core Area Action Develop a mechanism for landlords to discuss issues, collaborate and utilize 1 Plan best practices Imagine Our Implement the Kings 2050 Regional Approach – Planning For The Future, Regional cooperation for planning and 1 Downtown 2013 Report- key recommendations related to economic/ recreational economic/recreation growth is needed. growth (multi-year). Reclaiming and Begin discussion with the University administration to identify opportunities 2 Sustaining Core to address the need for student housing, as well as creative opportunities to Neighbourhoods address future housing needs in the core. Reclaiming and Identify communities who have successfully maintained or reinvigorated their 2 Sustaining Core central core neighbourhoods, including the retention or attraction of Neighbourhoods permanent residents and businesses. Identify and document the elements that contribute to a strong and sustainable central core. Core Area Action Landlord-Student Off Campus Housing Program 2 Plan Core Area Action Examine options for requiring permits for large gatherings 3 Plan
44 STRATEGIC PRIORITY 3: A GROWING POPULATION ENCOMPASSING ALL AGES AND STAGES WHO LIVE IN SAFE, ATTRACTIVE, COHESIVE NEIGHBOURHOODS CONTINUED Plan Recommendation Notes Ranking Core Area Action Examine the need to develop additional licensing requirements 4 Plan Reclaiming and Initiate discussion with private and public developers to identify and address Staff are meeting with private development 4 Sustaining Core barriers and challenges to innovative forms of housing development. Neighbourhoods Anticipating that one barrier will be the absence of a good understanding for the market for innovative housing forms the Town should assume a leadership role in identifying and promoting these opportunities Reclaiming and Initiate discussion with the Province and appropriate service agencies to 4 Sustaining Core explore opportunities to develop safe, accessible and affordable housing for Neighbourhoods those who wish to live in the core but who are living on low incomes, or other considerations that makes accessing core homes either difficult or expensive.
45 STRATEGIC PRIORITY 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.
Plan Recommendation Notes Ranking Parks and Open To the extent possible, and where required, agreements will be put in place to 1 Space Master Plan secure long-term community access to sport fields provided by non-municipal authorities Physical Activity Create a “welcome to Wolfville” info package (online and hardcopy) featuring 3 Strategy PA opportunities and reinforcing the Wolfville "Bloom" Brand Physical Activity Gain a broader understanding and awareness of the barriers and motivation 3 Strategy issues for residents with special needs and underserved populations through current research and project work. Physical Activity Coordinate event(s) (i.e. Club Night) to highlight available program offerings 4 Strategy Integrated Use ecological health indicators to measure the progress towards greater 5 Community community sustainability Sustainability Plan Physical Activity Create a recognition program for physically active residents and community Develop a program - not started 5 Strategy groups to celebrate successes and best practices
46 STRATEGIC PRIORITY 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.
Plans Recommendation Notes Ranking Physical Activity Participate in Ipsos Reid Physical Activity Survey in 2016 It is no longer Ipsos Reid, though a 1 Strategy community survey on Physical Activity will be conducted as part of the MPAL program with the province Imagine Our Develop a Downtown Communications Plan that includes goals, objectives 2 Downtown and tactics for communicating downtown projects, programs, and other initiatives using a variety of mediums. Public Identify traditionally under-represented communities and develop targeted 3 Communication strategies to promote participation and Participation Plan Physical Activity Engage Acadia University in project work and studies, especially for 5 Strategy introduction to new technology or linking information on physical activity, health and well- being to personal data. Public Distribute a 'How To' guide for members of the public to assist them in 5 Communication accessing town input opportunities and Participation Plan
47 Request for Agenda Item Video Surveillance System Submitted by: Councillor Hugh Simpson Submitted on: September 21, 2015
The Request for Agenda Item form is to be used by the Mayor and Councillor’s to request an item to be added to the Committee of the Whole agenda for consideration. All Request for Agenda Item forms should be submitted at least 10 BUSINESS DAYS prior to the scheduled Committee of the Whole meeting to the Chief Administrative Officer. Exceptions may be made for extraordinary circumstances.
Date of Committee of the Whole requested: October 6, 2015
Recommendation(s) That Council refer the purchase and installation of a video surveillance system to the 2016/17 budget.
Summary Given the issues we have had in Wolfville with noise, unruly disturbances, mischief and property damage to business, Town and private property the Town should consider a video surveillance system in Wolfville. This is an excellent tool for our "tool box" and these high resolution new systems will be of enormous assistance to our protective services of all kinds particularly the RCMP.
We have to protect our citizens, our businesses, and our property and enforce the laws of our community. Camera locations should be strategic throughout the town including the school, downtown and where public art in installed (Work at the Trestle).
Hantsport and now Windsor have both made the decision to use video surveillance. The problems in Wolfville have a greater need for this system than these communities in my opinion. The cameras can be a tool for enforcement but will be a deterrent as well.
Expected Outcome: In Camera Discussion ☐ For information/discussion purposes only ☐ Recommend an action to the CAO/staff ☐ Promote clarification/renewal or production of a policy or procedure ☐ Recommend a motion for approval by Council ☐ Refer to budget ☒
Page 1 of 1 INFORMATION REPORT Video Surveillance System Date: October 20, 2015 Department: Office of the CAO
SUMMARY
Video Surveillance System
At the October 6, 2015 Committee of the Whole Meeting, the following motion was passed:
10-10-15 IT WAS REGULARLY MOVED AND SECONDED THAT COMMITTEE OF THE WHOLE FORWARD THE FOLLOWING MOTION TO COUNCIL FOR DECISION: THAT COUNCIL REFER THE PURCHASE AND INSTALLATION OF A VIDEO SURVEILLANCE SYSTEM TO THE 2016/17 BUDGET CARRIED
ACTION: Staff to include Video Surveillance System as an agenda item in the October 20, 2015 Town Council Agenda
The purpose of this Information Report is to provide further considerations to help inform Council’s decision.
Request for Decision, Page 1 of 4 INFORMATION REPORT Video Surveillance System Date: October 20, 2015 Department: Office of the CAO
1) CAO COMMENTS The purpose of this Information Report is to provide further information for Council to consider as part of their deliberations on referring the purchase and installation of a video surveillance system to the 2016/17 budget process. Should this item be referred to the 2016/17 budget discussions, a full project charter will be developed to address the issues raised in this report.
2) REFERENCES AND ATTACHMENTS • Nova Scotia FOIPOP Information Office – Video Surveillance Guidelines
3) PURPOSE OF REPORT The purpose of this report is to provide further information to Council on the issue of purchasing and installing a video surveillance system.
4) DISCUSSION At the October 6, 2015 Committee of the Whole meeting, the following motion was passed:
10-10-15 IT WAS REGULARLY MOVED AND SECONDED THAT COMMITTEE OF THE WHOLE FORWARD THE FOLLOWING MOTION TO COUNCIL FOR DECISION: THAT COUNCIL REFER THE PURCHASE AND INSTALLATION OF A VIDEO SURVEILLANCE SYSTEM TO THE 2016/17 BUDGET CARRIED
ACTION: Staff to include Video Surveillance System as an agenda item in the October 20, 2015 Town Council Agenda
Making the decision to install video surveillance equipment requires the consideration of many factors. The Nova Scotia FOIPOP Review Office has published guidelines (attached) that highlight the requirements and decision points associated with the use of video surveillance equipment. Specifically these guidelines note that:
1. Video surveillance and recording should only be considered and utilized to address a real, pressing and substantial problem; 2. A Privacy Impact Assessment of the proposed video surveillance and recording should be conducted before it is implemented; 3. Fair information practices should be respected in the collection, use, disclosure, retention and destruction of recorded personal information; and 4. A comprehensive written set of policy guidelines governing the use of video surveillance and/or video recording is fundamental.
In 2007, the Information and Privacy Commissioner of Ontario issued a comprehensive list of considerations to be factored into discussions prior to making a decision to utilize a video surveillance system. It is recommended that Council consider, and be comfortable with, this list as part of their deliberations on whether or not to refer this item to the 2016/17 Budget. These considerations are:
Request for Decision, Page 2 of 4 INFORMATION REPORT Video Surveillance System Date: October 20, 2015 Department: Office of the CAO
• A video surveillance system should only be considered after other measures to protect public safety, detect or deter, or assist in the investigation of criminal activity have been considered and rejected as unworkable; Question – Have we considered and exhausted all other options? • Video surveillance should only be used where conventional means (e.g., foot patrols) for achieving the same law enforcement or public safety objectives are substantially less effective than surveillance or are not feasible, and the benefits of surveillance substantially outweigh the reduction of privacy inherent in collecting personal information using a video surveillance system; Question: Do the benefits of a video surveillance system outweigh the risks? Will it achieve the objective(s) more effectively than other methods? • The use of each video surveillance camera should be justified on the basis of verifiable, specific reports of incidents of crime or significant safety concerns; Question: Have we received enough specific reports of incidents to warrant the use of video surveillance equipment? • An assessment of privacy implications should be conducted of the effects that the proposed video surveillance system may have on personal privacy, and the ways in which any adverse effects can be mitigated by examining the collection, use, disclosure and retention of personal information; Question: Have we thought about the number and placement of the proposed video surveillance system and how this may impact the personal privacy of residents and visitors to the Town? What further work is required in this regard? • Consultations should be conducted with relevant stakeholders as to the necessity of the proposed video surveillance program and its acceptability to the public. Extensive public consultation should take place; Question: How, and when, do we want to consult with the community on this issue? • Organizations should ensure that the proposed design and operation of the video surveillance system minimizes privacy intrusion. Question: How do we ensure that we minimize privacy intrusion for our residents and visitors?
5) FINANCIAL IMPLICATIONS The financial costs associated with the purchase and installation of a video surveillance system are not known at this time. Should this item be referred to the 2016/17 budget process, staff will obtain quotes to inform Council’s decision. A decision on the number of cameras and how they are procured (ie: lease versus purchase) will impact this quote.
6) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS The use of video surveillance equipment within the Town could support Council’s objective of achieving a growing population encompassing all ages and stages who live in safe, attractive and cohesive neighbourhoods.
7) COMMUNICATION REQUIREMENTS As noted above, it is strongly recommended that the community be engaged prior to the final decision on this issue. Staff would suggest that should Council wish to proceed in referring this item to the upcoming budget process, that a Communications Checklist be prepared and implemented to allow the public to provide feedback on this topic prior to a final decision by Council as part of budget.
Request for Decision, Page 3 of 4 INFORMATION REPORT Video Surveillance System Date: October 20, 2015 Department: Office of the CAO
8) FUTURE COUNCIL INVOLVEMENT Should Council refer this item to the 2016/17 Budget, a Project Charter and the results of any communications/engagement efforts will be included as part of the budget package for Council’s consideration. It should be noted that the first COW meeting in November is slated for the initial review of proposed Capital Projects and that a full project charter on this topic may not be finalized by that initial meeting.
Request for Decision, Page 4 of 4 Freedom of Information & Protection of Privacy Review Office Video Surveillance Guidelines The following is solely intended to provide a point of reference for the use video surveillance and recording in public areas by a public authority, i.e. a police force.
Video surveillance and recording should only be considered and utilized to address a real, pressing and substantial problem.
■ The problem to be addressed by video surveillance must be pressing and substantial, and of sufficient importance to warrant overriding the right of individuals to be free from surveillance in a public place. Accordingly, evidence of the problem to be addressed is needed and should include real evidence of risks, dangers, crime rates, etc. Specific and verifiable reports of incidents of crime, public safety concerns or other compelling circumstances are needed, not just anecdotal evidence or speculation.
A Privacy Impact Assessment of the proposed video surveillance and recording should be conducted before it is implemented.
■ A Privacy Impact Assessment (PIA) of the proposed video surveillance should be conducted to identify the actual, or potential, kind and degree of interference with privacy that may result, and determine ways in which any adverse effects may be mitigated.
Fair information practices should be respected in collection, use, disclosure, retention and destruction of recorded personal information.
■ The information collected through video surveillance should be minimal. Its use should be restricted, its disclosure controlled, its retention limited, and its destruction assured.
■ If a camera is manned, the recording function should only be turned on in the event of an observed or suspected infraction. If a camera records continuously, the recordings should be conserved for a limited time only, according to a retention schedule, unless they have captured a suspected infraction or are relevant to a criminal act that has been reported to the police.
■ Information collected through video surveillance should not be used for any purpose other than the purpose that a police force or public authority has explicitly stated in their respective policy.
■ Information relating to any release or disclosure of recordings should be documented.
Policy Development
■ A comprehensive written set of policy guidelines governing the use of video surveillance and/ or video recording is fundamental. Such policy should clearly set out:
■ the rationale and purpose of the video and/or recording system
■ the location and field of vision of the equipment
■ notification to the public that they will be under video surveillance
■ the rationale and purpose of the specific locations of equipment and fields of
■ vision selected
■ which personnel are authorized to operate the system
■ the time(s) when the surveillance will be in effect
■ whether, and when recording will take place
■ the place where signals from the equipment will be received and monitored
■ Additionally, fair information principles should also be considered when developing policy relating to video recorded information. Such as the security, use, disclosure, retention and destruction of the video recordings and the right of individuals to have access to their personal information captured. The policy should also identify a person accountable for privacy compliance and privacy rights associated with the system and should require officers, employees and contractors adhere to it, and provide sanctions if they do not. The policy should also provide a process to be followed in the event of inadvertent privacy and security breaches. Finally, the policy should also provide procedures for individuals to challenge compliance with the respective policy. REQUEST FOR DECISION #075-2015 Interim Mobile Food Vendor Policy – Devour! Date: October 22, 2015 Department: Community Development
SUMMARY
Interim Mobile Food Vendor Policies
In June 2015, Council passed an interim policy that permitted up to 4 mobile food vendors during Mud Creek Days and Devour. Each year Devour! holds a Food Truck Rally and this year has booked 8 food trucks. If this is to occur, Council must amend the interim policy.
DRAFT MOTION:
Council amends the Interim Mobile Vendor Policies to permit 8 food trucks at the Devour! Food Truck Rally.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION #075-2015 Interim Mobile Food Vendor Policy – Devour! Date: October 22, 2015 Department: Community Development
1) CAO COMMENTS The CAO is unable to support the recommendations of staff. Council approved RFP #044-2015 on June 16, 2015 which specified all requirements for food trucks for Mud Creek Days and Devour!. The guidelines presented in this RFD were to “be used by staff to manage mobile food vending in Wolfville for the two identified special events”, which included Devour!. As part of the guidelines, it clearly specified “a limit of four vendors per event, or fewer if deemed appropriated by the CAO”.
Devour! does have an option, under the current direction of Council, to place 4 of their 8 intended food trucks on private land if they so choose and are able to.
2) LEGISLATIVE AUTHORITY Council has the ability to establish by-laws to regulate mobile food trucks and plans to do so through a comprehensive mobile vending by-law. As a stop gap measure, Council passed a policy to guide the number of food trucks in public spaces.
3) STAFF RECOMMENDATION Staff recommend that Council amend the Interim Mobile Vendor Policies to permit 8 food trucks at the Devour! Food Truck Rally.
4) REFERENCES AND ATTACHMENTS • Request for Decision #044-2015
5) PURPOSE OF REPORT This report is being presented in response to a request from Devour! to place up to 8 food truck on public land. This would require an amendment to the Interim Mobile Food Vendor Policies.
6) DISCUSSION In June 2015, Council passed an interim policy that permitted up to 4 mobile food vendors during Mud Creek Days and Devour. Each year Devour holds a Food Truck Rally and this year has booked 8 food trucks for the rally. If this is to occur, Council must amend the interim policy.
The Devour! Food Truck Rally attracts over 1700 people. Last year Devour! had 5 food trucks. Devour!, in its submission to staff, “wanted more trucks and they wanted service from trucks to be quicker.” As a result, Devour! invited more food trucks, are reducing the item/servicing size, are requiring the trucks to focus on one or two items rather than a broad menu and are focusing prices around a maximum of $5.
Request for Decision, Page 2 of 3 REQUEST FOR DECISION #075-2015 Interim Mobile Food Vendor Policy – Devour! Date: October 22, 2015 Department: Community Development
Devour! Will open the rally between 4.30-8.30 on November 5th for one night only in the parking area in front of the Library and Robie Tufts park. Two food trucks will continue to be on site on Friday.
The Town has supported Devour! With a 10K contribution, 5K from the CPP fund and 5K from the Strategic Economic Partnership fund.
7) FINANCIAL IMPLICATIONS None
8) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS The Economic Action Plan states as one of its two main goals as
• To establish Wolfville as the premier food and wine destination of the Atlantic Provinces.
The Devour! Festival is a growing event focused on promoting culinary arts on an international scale. This high impact event is a “signature” event for Wolfville and helps place Wolfville as a destination for visitors interested in food.
9) COMMUNICATION REQUIREMENTS No specific consultation has been done on this change. However, if a change is made to the interim policy then this decision will be communicated to the WBDC.
10) ALTERNATIVES • Not approve the change, which would restrict the number of food trucks at the Devour!Food Truck Rally.
Request for Decision, Page 3 of 3 2015-09-14_Email_DADaniels-CAO-Kings2015 MPS
From: "[email protected]"
Erin:
Please distribute the following letter to Council members.
Thanks,
David
September 14, 2015
Dear Council Members:
NoFarmsNoFood (NFNF) very much appreciates the efforts by the Town Council and Town staff to ensure that the County's new MPS includes policies on regional cooperation and a regional land use framework.
Like the Town, NFNF was concerned about those portions of the proposed MPS which approved of the creation of new or the expansion of existing growth or urban centers.
We do have a comments and questions concerning the Town's third proposal: "The draft MPS includes policies that restrict the development of lands adjacent to the Town of Wolfville until such time that a joint planning initiation is completed."
As some or all of you may be aware, several years ago NFNF argued against the potential residential and commercial development on farmlands in Greenwich which would have resulted in the loss of valuable farm land. At that time, the Town also opposed the proposed development.
The use of the word "adjacent" in the Town's third proposed change to the draft MPS may be too restrictive. Would it satisfy the needs and goals of the Town if the county restricted development on a 10 meter strip of land abutting the Town's east and west boundaries and yet beyond the protected strip residential and commercial development could take place? Limiting development in a 10 meter strip might satisfy the proposed provision of no development of land "adjacent" to the Town yet not achieve the Town Council's goals.
Thank you in advance for taking the time to consider the issues raised above.
Respectfully,
David A. Daniels Correspondence – Email – Whispering Creek’s Olsen Park
From: Wally & Shirley Bower [mailto:[email protected]] Sent: October-08-15 7:27 PM To: Jeff Cantwell Cc: Mercedes Brian; [email protected]; Wolfville Town Council Subject: Olsen Park
To Mayor Jeff Cantwell and members of Wolfville Town Council
I am writing to you as a resident of Whispering Creek in Wolfville. We have lived on Olsen Drive in Whispering Creek for five years. We love it here! The entrance to Olsen Park is between # 43 and # 35 It is a beautiful little park surrounding Olsen pond, with paths around the pond and two foot bridges. This little park has a grass field surrounded by huge trees and shrubs. It is peaceful and quiet and a beautiful part of Wolfville.
This park is used by residents here in Whispering Creek and Woodman’s Grove as a place to walk and maybe sit in one of the two benches there. It receives very little attention or care. It has been neglected. This summer one of the residents has mowed the grass in the field and paths. It was refreshing to see that a new bridge was constructed this month.
I am writing to request a little TLC for this beautiful space. There is a small garden at the entrance ( between #43 and #35 ) that needs some TLC and the path to this little park need some attention as well. If the grass could be cut along the sides of the path from the entrance( between #43 and #35), about five feet on each side, the lilac and lupin would be visible when they bloomed. Wolfville is a beautiful town and the parks in the town are given lots of time and attention. Yet Whispering Creek’s Olsen Park is neglected. I am asking for a little attention for Olsen Park, not a lot just a little, to help nature display it’s beauty.
Kind regards Shirley and Wally Bower
1 Lynwood Drive Wolfville, NS, B4P 1B1 Oct. 14, 2015
Dear Mayor Cantwell and Town Councillors
Re: Bicycles on sidewalks
Today, during my early morning run in town, I had two dangerous encounters with cyclists who were riding illegally on narrow, paved sidewalks. Due to my impaired vision, I did not see either of them coming, and was unable to take evasive action.
A young woman, travelling west on Main Street in front of the funeral home swerved to avoid me. She was not wearing a helmet, and did not appear to be in good control of her bicycle. Of greater concern was the man riding rapidly downhill on the Highland sidewalk beside the BAC. Neither seeing nor hearing him coming, I turned to cross Highland to avoid the demolition of the house on Main Street and stepped into his path. He did not have time to swerve and grazed my arm as he continued down the hill. If I had turned a second sooner, I believe a collision would have been inevitable, and I might be writing this letter from Valley Regional Hospital. Please be assured, if this had occurred, I would be considering a lawsuit.
My first letter on this subject to Town staff was dated July 31, 2012. Throughout the mandate of the current Council, I have frequently alerted you to the risk sidewalk cyclists pose to the safety of seniors with diminished vision, hearing and balance, disabled persons and the public in general. Those of us who do not have the option of driving a car or riding a bicycle need to have safe use of Town sidewalks, both to participate in the life of our community and to remain physically active. The risk is exacerbated in the evening hours as the preponderance of sidewalk cyclists do not use a bicycle light!
One year ago, Town Council received the petition which is attached to this letter, and which was signed by more than 1000 people. The petition was supported by the l'Arche community and representatives of the Acadia Students' Union. To date, Council has made some progress on our first recommendation, but I am unaware of any meaningful response to the second and third recommendations, both of which pertain to pedestrian safety.
No progress has been made on suggestions to support the provincial legislation with signage, whether it be:
1. A large sign similar to the one used in Parry Sound (attached) 2. Signage placed at bicycle stands and the bicycle repair station reminding cyclists to ride in bike lanes or walk their bicycles on sidewalks. 3. Signs at the edge of the core area stipulating that "cyclists dismount" (suggested by Tzomi Burkhart) 4. "No bicycles" signs painted on the sidewalk at strategic corners (Kaitlin Bell's temporary chalk signs could serve as a model).
Violation of the law by some cyclists continues to pose a significant hazard to vulnerable pedestrians. I would ask that you add this letter to the agenda of your October 20 Town Council meeting, and I look forward to a speedy and comprehensive response, which includes provisions for enforcement.
Thank you
Joan Boutilier
Petition for Bike Lane
To Mayor and Council, Town of Wolfville • Whereas active transportation promotes healthy lifestyle and reduces greenhouse gas emissions and • whereas the respectful, responsible and legal use of sidewalks by all persons is essential for public safety,
We, the undersigned, urge the Town of Wolfville: 1. to construct and maintain a high quality bicycle lane on the full length of Main Street, 2. to take meaningful steps to protect pedestrians by requesting the RCMP to enforce relevant provincial acts limiting the use of sidewalks and 3. to expedite passage of a by-law to support this provincial legislation
Print name signature address
RESPECT SIDEWALK USERS
NO BICYCLES NO SCOOTERS 9 NO SKATEBOARDING Town Correspondence – Email Re: Compliance Officer 2015-09-18
From: Jake Rideout
To council,
I am concerned about the approach that the Town is taking in reaching out to Acadia students now that classes have begun. At the Town’s Paint the Town Red & Blue barbeque on Saturday, September 12, Blair MacMurtery was clearly tasked to provide students with some sort of “information”, as he put it. I have an issue with his approach, and thus, your approach as the council in government to building positive relationships between residents and the Acadia student community. While Miranda and I were speaking to James Collicut at the barbeque, Mr. MacMurtery interrupted us and asked if we lived on campus. When we said we didn’t, he followed up with “well, do I have some information for you!” When we explained that we were not, in fact, students, he justified his broad strokes by pointing out that we were young and were wearing Acadia t-shirts.
Regardless if Mr. MacMurtery’s “information” was emergency contacts or a pre-emptive warning about acceptable noise levels and the like, his tone, approach to the conversation, and pigeon-holing young people is contrary to how I hope your messaging toward the student community was developed. As a town resident, I applaud the Town’s efforts to educate and pre- empt unneighbourly behaviour. However, if the face of that initiative is patronizing students and residents alike, I fear the extension of goodwill will fail. I recommend you reign in your staff and refine the message and the approach before their outreach damages the good work that has been done. Stereotyping anyone, especially students and certainly the young professionals creating value here, is offensive and repugnant coming from a Town representative.
I ask that my letter be read at council and that you direct Mr. MacMurtery’s supervisor to address my concerns with him. I then would appreciate a follow-up on what has been discussed.
Jake Rideout, BBA, MBA Owner
Inquisitive Toy Company 360 Main Street, Unit 21 Wolfville, NS B4P 1C4 (902) 697-3009 [email protected]
InquisitiveToys.com facebook.com/inquisitivetoys @inquisitivetoys Come play!