Committee of the Whole Tuesday, April 4, 2017 8:30 a.m. Council Chambers, Town Hall 359 Main Street
Agenda
1. Approval of the Agenda
2. Approval of Minutes: a. Committee of the Whole Minutes, March 7, 2017
3. Presentations: a. Quiet Park – Wolfville Rotary Club b. Valley Ground Search & Rescue – Ashley Perry
4. CAO Report
5. Committee Reports a. External (1) Valley Waste Resource Management (VWRM) i. RFD 025-2017: Valley Waste Regional Management Budget (2) Kings Transit Authority (KTA) i. RFD 024-2017: Kings Transit Budget (3) VCFN (4) Annapolis Valley Trails Coalition (AVTC) (5) WBDC
b. Internal (1) RCMP Advisory Board (2) Town & Gown Committee
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca
(3) Planning Advisory Committee
6. Staff Reports for Discussion a. RFD 023-2017: Lightfoot & Wolfville Servicing Agreement
7. Question Period Procedure: A thirty-minute time period will be provided for members of the public to address Council regarding questions, concerns and/or ideas. Each person will have a maximum of two minutes to address Council with a second two-minute time period provided if there is time remaining within the thirty minute Public Input/Question Period timeframe.
8. Adjournment to In Camera Meeting under section 22(2)(c) of the Municipal Government Act (Personnel Matters)
9. Adjournment of In Camera
10. Regular Meeting Reconvened
11. Regular Meeting Adjourned
359 Main Street | Wolfville | NS | B4P 1A1 | t 902-542-5767 | f 902-542-4789 Wolfville.ca Society benefits when more of its citizens enjoy health and well-being Health and well-being are affected by our physical and social environments including neighbourhoods and public spaces including: outdoor spaces and buildings Seymore Gordon social participation respect and social inclusion Quiet Park civic participation communication and information Wolfville Creating age friendly environments requires participation of many sectors of the community
AGE FRIENDLY PARK ELEMENTS Physically accessible – sidewalks free of obstruction, wide enough for wheelchairs, curb cuts, paths managed by wheelchairs, walkers, those with unstable mobility
Shaded areas and paths to avoid overexposure to heat and the sun
Signage large enough with clear lettering
Program opportunities to engage the senses e.g., plantings for smell, colour, sound chimes
Program and spatial opportunities to encourage intergenerational play and communication
TIMING AND ACTIVITIES 2017 – Town of Wolfville will begin the process of developing a formal long term agreement with the owner of the park to develop as an age friendly park
2017 – Kingstec Horticultural Students/Faculty have chosen this project as their design project for 2017
(March/April) – Students with support/direction of MCR Vocational Services Committee will consult with area residents and stakeholders to advise their designs
(April) – designs presented by students and a “general” design chosen by project partners
2017 and beyond include: (1) creation of a formal design by accredited Landscape Architect; (2) submission of grant applications e.g., Age Friendly Grants, perhaps Canada 150 grants; (3) construction and (4) programming – including a role for our Rotary Clubs as desired. “Environments play an important role in determining … physical and mental capacity across a person’s life course Seymore Gordon and into older age Quiet Park …how well we adjust Wolfville to loss of function and other forms of A Friendly Design for all adversity that we may Ages and Abilities experience at different stages of life…” World Health Organization Valley Search and Rescue Kings County, Nova Scotia Valley Search and Rescue
• We serve the citizens of Kings County • We are supported by EMO • Our Agency of Jurisdiction is the RCMP. • We are a volunteer, non-profit organization • We are on call 24 hours a day, 365 days a year • We respond at any time, and in any weather Who do we serve
• Citizens of the County of Kings • Citizens of the towns as well • Visitors to the county and tourists Who do we search for?
• Lost Persons • Injured Persons • Children with Autism • Seniors with Alzheimers • Hunters, Fisherman, Hikers • Despondant persons • Anyone in need of assistance in a wilderness setting What else do we do?
• Project Lifesaver • Evidence Searches • Disaster response • Community Education such as Hug-A-Tree How are we funded?
Search expenses are generally covered by the RCMP
Our budget is about $70 000/year, and we receive: • Funding from the County of Kings to cover $42 000 • $3000 from the Province • And fundraising and donations to cover the remainder Our command team trains in:
• the Incident Command System, allowing them to transition from a small- scale event to one such as Swissair, seamlessly. • the psychology and statistical analysis of Lost Person Behaviour. • Managing The Lost Person Incident (MLPI). Our searchers train in:
• Map and compass • Wilderness First Aid • GPS • Radio communications • Clue awareness • Search techniques • Patient transport • Tracking • Mental Health First Aid • Canine search techniques • Vehicle operation • Metal Detector Operation • Project Lifesaver • And more… …and searchers provide their own equipment to be self-sufficient for 24 hours:
• Headlamp • Water-purification • Safety glasses • Knife • First-aid kit • Firestarters • Compass • Hat • Water bottle • Flashlight • Gloves • Rope • Gore-tex jacket and pants • GPS • High-visibility Vest • Cold weather gear • Winter boots • Backpack • Hiking boots • Balaclava • Walking stick • Parachute cord • Stove • Snowshoes • Freeze dried food • And more Valley Search and Rescue, Kings County A leader in GSAR in Nova Scotia
• One of the first teams in the province, in operation since 1971 • Brought Project Lifesaver (PL) to Nova Scotia in 2010, and is the Provincial Training Coordinator. • Subsequently trained all 23 teams in the province to use the PL equipment and conduct the program in their county • Leading the way in incorporating ICS and integrated command between teams • The team that initiated using 911 dispatch for searches Why a garage is required
• Improved response time • Less maintenance time and cost • Longevity of vehicles Cost of garage
• Cost of Garage Construction (Estimate of 2015): $316,000.00 • Plus 10% for increase in prices: 31,600.00 • Estimate for 2017 $347,600.00 • Less VSAR Building Fund 60,000.00 • Funding Required $287,600.00
Submission Requests from Towns and County based on pop. in 2016 Census: $287,600.00/60600 = $4.74587 per person Funding
• Town of Kentville (pop. 6271 x $4.74587): $29,761.35 • Town of Berwick (pop. 2509 x $4.74587): $11,907.39 • Town of Wolfville (pop. 4195 x $4.74587): $19,908.93 • Municipality of Kings (pop. 47625 x $4.74587): $226,022.06 Total $287,599.73 Valley Search and Rescue Kings County, Nova Scotia VALLEY SEARCH AND RESCUE
177 Middle Dyke Road, Port Williams NS, B0P 1T0 Serving the County of Kings
See also: Appendix A: Year-to-date time report Appendix B: Garage funding breakdown Figures from 2016-2017 budget proposal FYI Letter of support for capital funding from the Emergency Management Office Tender and scope of work related to new garage design – Roscoe Construction Ltd
Premise: Valley Search and Rescue (VSAR) is in dire need of a garage to house our vehicles. This will decrease response time, decrease vehicle costs, and decrease team hours required for maintenance. We are requesting funding from the County and the Towns based on the fact that these are the citizens we serve, and this is the geographic region which we serve.
Background: Valley Search and Rescue is a registered Emergency Service Provider which serves the County of Kings. It is a non-profit charitable organization staffed completely by volunteers, and is the only service provider in the County to be trained and equipped to respond to lost or injured person emergencies in wilderness environments. We operate under the jurisdiction of the RCMP, and in collaboration with the Emergency Management Office (EMO).
We have rescued hunters, hikers, fishermen, veterans with PTSD, despondent seniors, persons with mental illness, daughters, fathers and sons. We have saved lives, and at times when that was not possible we have brought closure to families. We know we are the only ones who can do it, and we take that very seriously.
Since it’s inception in 1972, VSAR has relied heavily on fundraising and donations, while receiving varying levels of financial support from the County. Currently, our operating budget includes $42 000 from the County, while our total operating costs are approximately $70 000.
Historically, we have done the best we could with less-than-adequate funding. We built our original base ourselves, and remained in it for about 40 years, long after we had outgrown it. We receive out-of-service vehicles for one dollar and convert them into command vehicles, investing much time and effort, only to have them deteriorate and become unsafe or unfeasible after five years or so, at which point we have to replace them again. It has been a necessity for us to have a garage for years, but this has been unobtainable under the current funding system.
In the last ten years Valley SAR has undergone a complete team revitalization and incorporated revolutionary technological advancements.
National GSAR standards for training have been released from the Canada Standards Association, and we hold ourselves to that measure. We have incorporated the Incident Command System, used by all other emergency organizations (EMO, REMO, Fire, RCMP, Page 1 Valley Search and Rescue Garage Funding Proposal
EHS) and we are proficient in it. Our command staff, support staff and searchers train constantly, every week, to be absolutely ready when we are called out.
We utilize search management software, mapping software, and real-time tracking (RTT) radios with GPS. Our command vehicle has three networked computers, wifi, a full-sized copier, marine, air, RTT, TMR and VHS radios. We have two amphibious all-terrain vehicles, forward Looking Infrared Radar, and Electronic Tracking equipment.
To summarize, we are a highly-proficient, highly-trained, state-of-the-art, modern, innovative ground search and rescue organization which is forced to struggle to obtain the funds for necessary equipment so that we can be ready when called on to save the life of someone who is lost, possibly injured, possibly dying.
Why we need funding for a garage: We need a garage for the same reasons that EHS, fire departments, police services, and others all have garages. With the exception of GSAR, no emergency service provider would be expected to have to clean the snow off their vehicles and shovel them out to respond to an emergency. No one would leave their vehicles outside to deteriorate in the elements or be broken into.
Every search is an emergency, and a life may be on the line. Every minute counts. Also the time and money spent on maintaining vehicles which are sitting out in the elements would be much better put to use investing in training or necessary equipment.
Why we need funding from the Towns: We are considered by all agencies involved to be a Municipal service. We serve the citizens and visitors of Kings County, including the towns.
We receive federal funding via province-wide grants which are applied for by the Nova Scotia Ground Search and Rescue Association and EMO. These provide equipment and training for all 23 teams. Also, the RCMP pay for all search expenses. We also receive funding from the province: $3000 annually, WCB coverage, insurance coverage, money towards multi-team training, and some mileage and expenses.
Neither the Provincial nor the Federal government are going to provide anything toward capital funding.
Our contribution: Despite being a volunteer non-profit organization, we have managed to dedicate almost $60 000 to a garage fund over the last six years. This is due to the tireless fundraising efforts of our almost 100 members.
Due to the vast amount of effort invested in getting a new building and garage, and the support of the community, we now own the land on which to build the garage. Also, we have a building which will satisfy our administrative and training needs indefinitely. Thus we bring a $400 000 property to the table, and have already taken care of our other space needs.
2 Valley Search and Rescue Garage Funding Proposal
Furthermore, we constantly examine our needs critically. We recently got rid of one vehicle and are preparing to sell another. We could make do without them, and always attempt to be as economical as possible.
We have just formed a garage committee and are discussing actively pursuing corporate sponsorship as well.
What we need is funding from the County and the Towns in order to be able to begin this necessary project. For the cost of a couple cups of coffee per resident the garage could be entirely funded, and all the citizens of Kings County will benefit from our enhanced capacity to respond to lost person events.
Thank you very much for your time and your consideration.
Ashley Perry, President Valley Search and Rescue (902) 670-9568 valleysar@sarnovascotia
www.valleysearchandrescue.com Facebook: @valleysar
3 Valley Search and Rescue Garage Funding Proposal
Appendix A: Year-to-date time report
Volunteer Time Report - Start Date: 04/01/2016 - End Date: 3/19/2017
Travel Time Event Type Time (Hours) (Hours) Building Maintenance 830.13 34 Vehicle Maintenance 454.62 97 Search Training Event 1616.15 297.5 Civil Emergency Response 0 0 Search Event 1375.13 298 PLANS Battery Changes 40.5 19 Training Event 3919.21 582.77 Prevention Program Delivery 156.33 42 Fundraising Event 801.25 149 Evidence Search 0 0 Administration 1828.08 407.57 Other 931.65 215.5 Total 11953.07 2142.33 Total Hours: 11953.07 2142.33 Total Time: 14095.4
4 Valley Search and Rescue Garage Funding Proposal
Appendix B: Garage Funding Breakdown 2017
Kentville population: 6271 Berwick: 2509 Wolfville: 4195 Municipality of Kings: 47625 Total 60600
Cost of Garage Construction (Estimate of 2015): $316,000.00 Plus 10% for increase in prices: + 31,600.00 Estimate for 2017 $347,600.00 Less VSAR Building Fund - 60,000.00 Funding Required $287,600.00
Submission Requests from Towns and County based on population in 2016 Census: $287,600.00/60600 = $4.74587 per person
Town of Kentville (6271 x $4.74587): $29,761.35 Town of Berwick (2509 x $4.74587): $11,907.39 Town of Wolfville (4195 x $4.74587): $19,908.93 Municipality of Kings (47625 x $4.74587): $226,022.06 Total $287,599.73
5 Valley Search and Rescue Garage Funding Proposal
Valley Search and Rescue Figures from 2016-2017 budget proposal
REVENUE Sales Revenue Fundraising Income 11,200.00 Building Rental 0.00 50/50 Team Ticket Draws 0.00 Interest on Building Fund Account 125.00 Donations (Individual) 3,000.00 Donations Corporate 3,000.00 Municipality of Kings Grant 42,000.00 PLANS Travel Reimbursed from EMO 250.00 EKM Grant 0.00 Province of NS - Searchs 2,500.00 Province of NS - EMO Grant 3,000.00 Hunter Safety & Gun Course 0.00 Province of NS - Training Reimburse 0.00 Donations In Kind 2,000.00 Other Travel Reimburseable 0.00 ESPF Communications Grant 0.00 RCMP Searchs 2,500.00 RCMP Training and Other 0.00 Donations for K9 Team 0.00 HST Refund 0.00 Early Payment Sales Discounts 0.00 Net Sales 69,575.00
Other Revenue Clothing and Patches Sales 1,000.00 Store Sales 0.00 Interest Revenue 0.00 Miscellaneous Revenue 0.00 Contribution - Building 177 Middle 0.00 Total Other Revenue 1,000.00
TOTAL REVENUE 70,575.00 ______
6 Valley Search and Rescue Garage Funding Proposal
EXPENSE
Cost of Goods Sold Stores Purchases 0.00 Clothing and Patches Purchases 1,000.00 Net Purchases 1,000.00 Total Cost of Goods Sold 1,000.00
General & Administrative Expenses Accounting & Legal 500.00 Alarm and Monitoring 345.00 Advertising & Promotions 300.00 Awards 1,000.00 Bad Debt Expense 0.00 Business Fees & Licenses 125.00 Cash Short/Over 0.00 Courier & Postage 200.00 Equipment 750.00 Food 600.00 Fundraising Expense 1,500.00 Heating Fuel 0.00 Insurance 6,500.00 Interest & Bank Charges 75.00 Office Supplies 1,000.00 Open House Expense 500.00 Property Taxes 950.00 First Aid Training 800.00 First Aid Supplies 700.00 Fuel - Vehicles 2,800.00 Motor Vehicle Expenses 12,900.00 Argo Expenses 1,000.00 Miscellaneous Expenses 0.00 Mock Search Expense 0.00 Bank Service Charge 0.00 Building Rental 0.00 Rent 0.00 Repair & Maintenance Equipment 750.00 Repair and Maintenance Building 5,000.00 Call-Em-All 900.00 Call Out and Dispatch 1,290.00 Cell Phones and Radio Roaming 1,200.00 Safety Supplies and Equipment 0.00 7 Valley Search and Rescue Garage Funding Proposal
Telephone 1,110.00 Search Expense 5,000.00 Search Supplies 500.00 Internet and IT 120.00 Utilities Water 200.00 Training 1,000.00 Project Life Saver Training 0.00 PLANS Mileage Paid 250.00 Canine Training and Expense 2,000.00 Travel Reimbursable 0.00 Utilities Power 5,000.00 Telephone and Internet 0.00 Garage Operating Expenses 5,750.00 Total General & Admin. Expenses 62,615.00
TOTAL EXPENSE 63,615.00
NET INCOME 6,960.00
Capital Expenditures:
Generator Replacement 5,500.00 2 Hand Held Radios/Mobiles for Argos 1,460.00 6,960.00
8
SCOPE OF WORK
PROJECT: Valley Search and Rescue- Storage Addition Kentville, NS
RCL Ref. No.: 160078ls
DATE: April 25, 2016
TO: Valley Search and Rescue
CONTRACTOR: Roscoe Construction Limited 5769 Highway No. 1 P. O. Box 40, Waterville, NS B0P 1V0
SCOPE: Roscoe Construction Limited will be responsible for the supply of all labour, materials, equipment and services to carry out the work as outlined in the following Divisions and attached drawings prepared by Roscoe Construction; L1 to L4.
Division 1 - General Requirements – to include: Roscoe Construction Limited has allowed for the costs in our Tender to supply the following: Engineered Structural drawings stamped by a professional Engineer. Apply for and obtain the building permit. Comprehensive General Liability & Builders Risk Insurance. A condition of this proposal is to have a Standard Canadian Construction Association Contract signed by the owner and Contractor.
Payment – At the end of each month a detailed Progress Claim will be submitted for payment. All payment terms are as outlined in the Contract. Interim Financing is to be in place by the owner to ensure the monthly progress claim is not delayed.
Fire Marshal/Building Inspector – As of this date, approval has not been received from the Fire Marshal’s office or the Building Inspector. We have not allowed for any additional work in our Tender that may be requested by the Fire Marshal, Building Inspector or other parties.
Extra Work or Deleted Work – When extra work is being considered a bulletin complete with a description of the work involved will be forwarded for approval. We request that one copy of this work order be endorsed and returned to us to authorize us to proceed or delete the work described. Using this bulletin method ensures that control is kept of the total costs of the project.
Temporary Services – Supplied by the General Contractor.
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Division 2 – Earthwork – to include: Excavation and backfilling of new foundation walls. Excavation and backfilling for under slab trench drain. Supply and install oil/water interceptor. Supply, place and compact 6” of Type 1 gravel under concrete floor.
Division 3 – Concrete – to include: Foundation to include a new building foundation designed by the Structural Engineer. Concrete floor to be 4” thick, 30MPA concrete complete with a steel trowel finish. Welded wire mesh reinforcing steel (6” x 6” x 6 gauge) in concrete slabs.
Division 6 – Rough Carpentry – to include: All exterior walls to be 2x8 wood frame construction. 2x12 Lintels as require for OH doors. 1/2” OSB on exterior walls. 2x4 roof strapping at 24” OC. 2x4 web bracing as required. 1x4 ceiling strapping at 24” OC. Pre-Engineered wood trusses.
Division 7 – Thermal and Moisture Protection – to include: 4” Type 2 foundation insulation. 2.5” Type 2 insulation under concrete slab only. 1.5” Type 2 insulation to cover all exterior wall areas. R28 batt insulation to fill 2x8 exterior wood wall cavities. R40 blown in cellulose insulation in all ceilings. 6 mil poly on all floor, ceiling and exterior wall areas. Tyvek to cover all exterior wall areas. Caulking around all penetrations to ensure a tight fit. Gutter and Downspouts.
Division 7 – Roofing – to include: New 26 Gauge screw down metal roofing. Accessories to suit design.
Division 7 – Siding – to include: New 26 Gauge metal siding. Accessories to suit design.
Division 8 – Doors, Frames and Hardware – to include: (3) Single steel door frames. (3) Steel doors. Hardware to suit design.
Division 9 – Flooring– to include: Storage floor to be exposed concrete.
- 2 - Division 9 – Drywall – to include: 5/8” Drywall on all exterior walls. 5/8” Drywall on all ceilings. 5/8” Drywall on existing building tie in wall (3 layers).
Division 9 – Painting – to include: Tape, fill and paint all new drywall. Paint steel doors and frames.
Division 15 – Mechanical – to include: Supply and install new trench drain to meet design drawings. Supply and install infloor heat system (electric boiler included).
Division 16 – Electrical– to include: Relocate & reconnect existing 200 AMP service entrance 8 FT 4-tube T8 fluorescent strip light fixtures Single pole switch outlets Three way switch outlets Exit/emergency combination lights Garage door opener outlets Receptacle outlets Power hook up for electric boiler. 20 WATT LED wall packs, c/w photo eye – man door 52 WATT LED wall packs, c/w photo eye – garage door N.S.P.I wiring permit N.S.P.I. truck charge
EXCLUDED ITEMS: Concrete and soils testing. Green space – top soil, shrubbery, sod, or hydro-seeding. Paving. Site services beyond 5’ from the foundation wall. Interior or exterior signage. OH Door operators. Security systems. Any additional items not mentioned in this Scope of Work. Harmonized Sales Tax.
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9146 Commercial St Tel: 902-679-6100 New Minas, NS Fax: 902-679-6322 B4N 5B2 E-mail: [email protected] http://www.novascotia.ca/emo
January 18, 2016
Warden Brothers & Council Municipality of Kings County 87 Cornwallis Street Kentville, Nova Scotia B4N 3W3.
Warden Brothers,
I am writing this letter to you in support of Valley Ground Search and Rescue capital funding initiatives. In the province of Nova Scotia there are currently 23 volunteer ground search and rescue teams. Of the 23 teams Valley Search and Rescue is one of busiest in regards to their strong membership of 92 volunteers, a call volume of approximately 8 searches in Kings County in 2015 and countless hours of fundraising efforts by the volunteer members of the team.
Both Provincial and Federal Governments (RCMP) in Nova Scotia support Search and Rescue teams by funding all operational expenses incurred by search events. This also includes liability insurance and a small portion of training expenses. EMO NS also gives each team in the province $3000.00 a year towards any equipment, training or other advancement the team sees fit.
One cost neither government is unable to provide are capital costs. Capital purchases are very important for volunteer Search and Rescue teams as they are for any emergency service provider in Nova Scotia and unlike most other emergency services, the team has no ability to gain sustainable capitol funding. Capital cost cover such items as buildings and vehicles. Both important to not only the response efforts for lost and missing people but supporting the municipality during domestic emergency responses such as evacuations. Any capital funding from a municipal position would greatly support not only the team but the municipality’s ability to have another resource to respond during an emergency situations.
If I can answer any questions or concerns you may have, please don’t hesitate to contact me directly.
Thank you,
Andrew Mitton Emergency Management Planning Officer Nova Scotia Emergency Management Office
CAO REPORT March 7, 2017 Department: Office of the CAO
1) Improving Quality of Life for All • Planning is underway for the Apple Blossom Festival. The Town was not successful in finding a leadership candidate; • The next round of afterschool programs starts April 10th with four programs slated. These programs run for 8 weeks. There will be no afterschool programming in June; • Acadia has confirmed that they will once again be offering summer camp programming this year; • Cheaton Cup was held on March 25th. A debrief by all stakeholders was held on March 29th. The RCMP had a significant presence during the day and evening and addressed house parties and issues related to alcohol in a proactive manner. Staff have identified several key takeaways for next year’s event; • Canada 150 planning is active and the website will be updated regularly. As part of the 150 celebrations, staff are working on the renaming of Harbourside Drive in honour of Bob Stead; • Staff are working on the MOU between the Town and the Wolfville Playground Committee; • Planning for the installation of the Mona Parsons statue on May 5th is ongoing; • The Town received a Heart and Stroke grant for a “Walk to Shop” program that will be delivered in partnership with the WBDC; • The first chapters of the MPS review went to the PAC in March. The next chapters will go to PAC in June.
2) Maximizing Our Infrastructure Investments • The tender for the comfort centre generator was awarded and delivery is expected in July; • Tenders for asphalt supply, traffic line marking and sewer flushing have been advertised and close in early April; • Tenders for King Street and Sunset/Sylvan will be advertised in April.
3) Leveraging our Economic Opportunities • Staff have received an additional three Development Agreement applications; • The VIC is now a regional VIC, which means we will have enhanced materials to offer our visitors; • The Wine Bus is slated to start on June 1st and will include Lightfoot & Wolfville. It will run for 80 days with 240 scheduled departures. The last day will be around October 8th;
4) Operational Updates • The Town received a complaint to the Ombudsman in February 2017. We have been notified that the Office has concluded its file on the matter; • Nick Zamora has started as the Community Development Coordinator with the Town effective March 27th;
CAO Report, Page 1 of 2 CAO REPORT March 7, 2017 Department: Office of the CAO
• Staff are compiling a list of grant and funding possibilities to support the Operational Plan. If anyone comes across a program of interest, please let staff know; • Robyn Gallant, the Afterschool Coordinator, had her last day with the Town on March 30th; • The VIC staff will be back mid-April, with Darrell Doucette taking the lead as the Supervisor and Marie providing support and training; • Blaine Harris has been promoted to the Lead Hand 2 position; • Parks staff are scheduled to return to work on April 3rd; • Summer student interviews for the Parks Department have been completed and two students are scheduled to start May 1st for 16 weeks; • Winter shifts for the Public Works Department are now finished. The winter parking ban ends March 31st; • The budget details and monthly breakdown will be uploaded into the Town’s financial system in April. This is a tool for senior management to track variances and the completion of projects; • Resumes for the Accountant position have been reviewed and a shortlist has been determined. It is anticipated that interviews will be held in the first/second week of April; • The first of the Town’s external reporting requirements has been met with preliminary gas tax projects submitted to the UNSM. Other filing deadlines will continue from April to September; • Draft financials for the period ending February 28th continue to indicate that the Town should end the year with a small surplus. The size of the surplus has shrunk as a number of expenditures are now at or slightly over budget. Overall, higher than budget revenues have been sufficient to offset these costs; • Work has begun on the year-end files as part of the preparation for the year-end statements. This will continue on through June; • Discussions with our audit firm have started and the start date for the auditor field work is slated for the first week of June; • The March water and sewer bills will go our next week; • Interim tax bills will be prepared in late April and mailed by early May; • Work will begin on getting the draft documents to have Council approve the 2017/18 Temporary Borrowing Resolutions needed for the capital program in May.
CAO Report, Page 2 of 2 REQUEST FOR DECISION 025-2017 Title: VWRM 2017/18 Budget Approval Date: 2017-04-04 Department: Finance
SUMMARY
VWRM 2017/18 Budget Approval
TheTown of Wolfville provides solid waste service through an Inter Municipal Agreement with partnering municipalities/communities from Hantsport to Annapolis Royal. There are eight partners in all. Annually the Board of VWRM approves a budget to be submitted to the funding partners for their approval. The formula for acceptance is not as straight forward as the Kings Transit agreement where a simple majority of positive votes is needed for budget approval. The VWRM agreement has different combinations of votes that carry the day. No one Town carries the power of veto and even a combination of Towns may be insufficient to offset the vote of the two rural municipalities, Kings and Annapolis.
The partners in the Kings region held a Joint Council Meeting on February 8th to facilitate presentations by a number of organizations, including both Kings Transit and Valley Waste. Representatives from Valley Waste did not present at that meeting. This RFD should be sufficient for Council to consider whether to approve the budget or not. VWRM has presented to individual councils in the past, and did present last year in Wolfville. The practice has varied from year to year, and presentation is not required.
DRAFT MOTION:
That Council approves the Valley Waste Resource Management 2017/18 Operating & Capital Budgets.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION 025-2017 Title: VWRM 2017/18 Budget Approval Date: 2017-04-04 Department: Finance
1) CAO COMMENTS
The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY
Valley Waste Resource Management Inter-Municipal Service Agreement.
3) STAFF RECOMMENDATION
Staff recommends approval of the VWRM budget as submitted and that senior administrators from funding partners take steps to create a process whereby early drafts of the budget are reviewed in somewhat more detail.
4) REFERENCES AND ATTACHMENTS • Copy of January 18, 2017 Budget document (attached)
5) DISCUSSION
As noted in past meetings, there are aspects of the VWRM operation that make budget estimates difficult to consistently mirror actual results. As such the organization has been subject to large variances in different sections of their budget. What can be said is that the organization has, over the last decade at least, realized surpluses every year. This holds true for the fiscal year about to end where a surplus is expected for the 2016/17 year end. See page 4 of 10 of the VWRM budget document summarizing surpluses since 2009/10.
The budget estimates have been arrived at conservatively, i.e. revenue estimates are not overly optimistic and neither are expenditure estimates. Therefore the organization should be able to hit their targets for 2017/18. The required contribution ($500,494) from Wolfville is a 3.1% increase over 2016/17 and essentially unchanged over the two year period from 2015/16 to 2017/18.
Valley Waste has provided information on the key assumptions that have been factored into their budget estimates. One of their key steps has been to ensure that they continually update their 10 Year Capital Investment Plan and this has become important in their ability to manage financing of their capital asset needs.
Unlike Kings Transit, which has experienced deficits on a recurring basis, VWRM has experienced surpluses on a recurring basis. As referenced above, since 2009/10 the organization has returned over $1.8 million to funding partners as a result of year end surpluses. Similar to Kings Transit, it would be beneficial for senior management from the funding partners to carry out a more detailed review of regional service providers similar to what is carried out by senior management each year in preparing their own departmental budgets. Although the last two years have remained fairly stable, the cost of
Request for Decision, Page 2 of 3 REQUEST FOR DECISION 025-2017 Title: VWRM 2017/18 Budget Approval Date: 2017-04-04 Department: Finance
the service has increased approximately 30% in the last 5 years. This is not meant to indicate that savings will be found, rather as part of our municipal services the Town should have a stronger understanding of what factors are impacting annual cost increases and/or revenues changes.
One example of understanding the operation better would be the wind generator. This capital asset may yet turn out to be a financial benefit to Valley Waste, but as noted in their budget documentation Valley Waste reduced their revenue estimates from the generator by 40%. The explanation provided is that wind velocities were not as expected throughout the first year of operation. At this lower level of revenue will this asset still provide a net positive cash flow which was one of the selling points in undertaking the project.
FINANCIAL IMPLICATIONS
There is no immediate negative impact to the Town’s 2017/18 approved budget as the draft VWRM budget was utilized to determine the Town’s budget estimate. If VWRM does not hit its targeted surplus projection for fiscal 2016/17, then there could be a negative variance in the Town’s financials in the upcoming year as the expected share of that projected surplus has been incorporated into the Town’s budget.
6) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS
None provided at this time. Solid waste disposal is a required municipal service and Wolfville’s continued involvement in providing the service through inter-municipal cooperation is the most effective approach for this service.
7) COMMUNICATION REQUIREMENTS
The town should send correspondence to the General Manager of VWRM informing him of Council’s decision as it relates to the budget.
8) ALTERNATIVES • Not approve the budget as presented. This may have no result if other partners approve the budget. If partners do not approve the budget, then this would require all partners to provide some interim funding to VWRM in order to provide cash flow to operate on a day to day basis pending approval of a budget in accordance with the inter-municipal agreement.
Request for Decision, Page 3 of 3 Valley Region Solid Waste-Resource Management Authority Report to Partner Municipalities 2017-2018 Draft Operating and Capital Budget Draft Date: January 18, 2017
Please find the revised Authority Draft 2017-2018 Operating and Capital Budgets as discussed by the Authority at its January 18, 2017 meeting, to be further considered by the Authority at an upcoming Special Meeting. Of course, a great deal of time and effort has been expended in preparing, reviewing and finalizing the proposed budget for the upcoming fiscal year.
As you will see, the proposed budget now results in a 3.16% increase over 2016-2017 levels. The proposed budget also returns projected surplus funds estimated to be $292,687 to our partners from current year operations. I am pleased to note that this draft budget maintains the current level of Authority approved programs and services and addresses some of the key issues raised during the recently completed Organizational, Service and Facility and Salary Reviews.
We trust that the following information will be of assistance in your deliberations of the Valley Region Solid Waste-Resource Management Authority’s 2017-2018 Operating and Capital Budgets. If you have any questions or concerns or would like to arrange for a presentation to your Council, please do not hesitate to contact me.
Capital Budget for 2017-2018
A copy of the draft 2017-2018 Capital Budget is attached and includes a 10-year capital plan, financing summary and summary of total anticipated fiscal services financing requirements based on existing borrowings and proposed expenditures. In order to address capital requirements for the upcoming year, the following acquisitions are recommended:
Replace 2009 Ford F250 Pick Up 4X4 $ 38,000 financed 5 years Plow for 2009 Ford F250 4X4 Replacement $ 8,000 draw from operating Replace 2011 Ford F250 Pick Up 4X4 $ 38,000 financed 5 years Plow for 2011 Ford F250 4X4 Replacement $ 8,000 draw from operating Replace 2008 Freightliner Roll Off Truck $ 215,000 financed 5 years Western Management Centre Tipping Floor Repairs $ 60,000 financed 10 years Rear Compacting Unit $ 45,000 financed 5 years Replace Weigh Scale – Incoming WMC $ 78,000 financed 10 years Organics Containment Structure –EMC $ 40,000 financed 10 years
Page 1 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget Summary of Capital Budget • Total Financed Capital Budget $514,000 • Total Draw from Revenue Capital Budget $ 16,000 • Total Capital Budget $530,000
It should be noted that the replacement of the scale at the West Management Centre is the 3rd step in replacing the aging scale infrastructure in use at both Management Centres. This project was completed at the East Management Centre during the 2015-2016 and 2016-2017 fiscal years. Pricing has been estimated based on the submitted proposal from the successful proponent for this project.
The existing 2011 Ford F250 and 2008 Freightliner Roll-Off Trucks being replaced in the capital budget above will be declared surplus and disposed of in keeping with Policy. While difficult to estimate values at this point, all funds from the sale of these vehicles will be placed in an existing Reserve account for Operating Equipment Replacement which currently holds a balance of $49,558.72. This balance does not include revenue from the sale of equipment declared surplus in 2016-2017 as those assets remain in use at the time of this report preparation. All funds in this account will be available to the Authority for future use to offset capital equipment acquisitions as per approval
The Authority also currently holds a Capital Replacement Reserve Account with holdings managed by the wealth investment firm of ScotiaMcLeod. The balance of this account as of October 31, 2016 is $882,903. As can be seen in the 2017-2018 operating budget, an additional $177,156, a 10% increase over 2016-2017 levels, has been earmarked to continue the growth of this fund in keeping with the Authority’s established Capital Reserve policy. This fund is intended to offset costs for future generations as the Authority’s infrastructure, particularly the Management Centre structures age.
It is important to note, that while a 10 year plus capital plan is included, that plan is reviewed in its entirety each year to ensure that acquisitions are in the ongoing best interest of the Authority. All efforts are made to avoid large spikes in required capital funding while at the same time ensuring that the Authority has the equipment in place that is needed to achieve operational efficiency.
The fiscal services financing budget line represents costs associated with borrowing for the projects approved for financing in 2017-2018 and previous years. It is important to note that the original loan in place with Municipal Finance Corporation for the administration office in the amount of $2,022,400 will be due for a 5-year renewal in 2017-2018, with an estimated renewal balance of approximately $1,499,800 which will be based on a 10 year rather than 5 year term to allow the Authority to realize optimal interest rates. The renewal of this loan is highlighted on the Summary of Anticipated Financing Charges spreadsheet that forms part of the Capital Budget and Plan. In 2018-2019, the Authority can anticipate the renewal of the loan
Page 2 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget with the Municipal Finance Corporation for the Greencart Storage Building. The original amount for this loan was $281,000 and it anticipated that $206,060 will remain at time of renegotiation. Both of these projects are amortized over a 15 year period.
Below is a summary of partner capital financing requirements:
Summary of Capital Financing Requirements
Total Capital Budget 530,000 Draw From Revenue 16,000 Debt Financing Requirement 514,000
Draft Percentages Financed Capital Requirements 2017-2018 Municipality of Annapolis 20.85% 107,169 Municipality of Kings 58.13% 298,788 Town of Annapolis Royal 0.77% 3,958 Town of Berwick 2.70% 13,878 Community of Hantsport 1.33% 6,836 Town of Kentville 7.76% 39,886 Town of Middleton 1.95% 10,023 Town of Wolfville 6.51% 33,461 Total Financed Capital Requirements 100.00% 514,000
Upon approval the Authority will secure financing through the Municipal Finance Corporation. As is the case with the operating budget partner share percentages, adjustments will be made based on final uniform assessment figures, once available.
General Assumptions Operating Budget
2016-2017 Operating Budget Surplus o 2016-2017 Operating Budget Surplus is projected to be approximately $292,687 at this time based on 6 months of actual activity and estimates for the remainder of the fiscal year. o The key driving factors leading to the anticipated surplus at year end are: o Revenues: . Tipping Fees – projected at $2,079,000 versus the budgeted value of $1,926,000 for a difference of $153,000 . Sale of Materials – a combined projection of $74,300 versus the combined budgeted value of $46,300 for a difference of $28,000 in unanticipated revenue.
Page 3 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget o Expenditures . Fuel savings have been achieved throughout the Authority’s operations during the current fiscal year. Savings include both the Authority’s owned and operated equipment as well as adjustments for major contracts. Total projected savings of $213,400.
o While the above are considered the key drivers contributing to the 2016-2017 year end surplus projection, a thorough variance analysis in all accounts throughout the Authority’s operation result in the anticipated value of $292,687.
The Authority is proud to have returned surplus funds to participating partners over the years in the total amount of $1,853,339 as per the spreadsheet below.
The Authority has dedicated a great deal of time and effort into establishing a policy defining the best way to manage surpluses and deficits, ensuring that any net operational revenues are returned to partners based on their proportional shares.
In late December 2016, in response to pressure from the Regional Chairs, the Provincial Government directed Divert NS to forward additional “bridge” funding in the amount of $100,000 to each of the 7 waste-resource management regions. As per Authority Policy and discussions during the January 18, 2017 meeting of the Authority, these funds have now been allocated as revenue to the 2017-2018 operating budget.
All returned funds are verified in the annual financial audit. While this is the practice for surpluses it is also important to note that if the Authority were to find itself in a deficit position at year end, invoices would be released to participating partners to cover the shortfall. All partners are encouraged to hold surpluses returned by the Authority for use in offsetting future increases or deficit positions.
2009-10 2010-11 2011-12 2012-2013 2013-2014 2014-2015 2015-2016 Total Surplus' Returned
Municipality of Kings $ 180,000 $ 54,197 $ 153,323 $ 82,148 $ - $ 232,211 $ 376,904 $ 1,078,783 Municipality of Annapolis $ 62,648 $ 18,808 $ 53,543 $ 28,104 $ - $ 83,415 $ 135,141 $ 381,659 ToRn of Kentville $ 23,705 $ 7,108 $ 20,424 $ 11,149 $ - $ 31,311 $ 50,167 $ 143,863 ToRn of Wolfville $ 19,162 $ 5,725 $ 16,271 $ 9,082 $ - $ 25,792 $ 41,936 $ 117,968 ToRn of BerRick $ 8,438 $ 2,496 $ 7,071 $ 3,712 $ - $ 10,917 $ 17,565 $ 50,198 ToRn of Middleton $ 6,305 $ 1,865 $ 5,336 $ 2,798 $ - $ 7,838 $ 12,704 $ 36,846 ToRn of Annapolis Royal $ - $ - $ - $ - $ - $ 2,959 $ 4,991 $ 7,950 ToRn of BridgetoRn $ 3,183 $ 956 $ 2,707 $ 1,420 $ - $ - $ - $ 8,266 ToRn of Hantsport/West Hant $ 5,625 $ 1,633 $ 4,179 $ 2,179 $ - $ 5,438 $ 8,750 $ 27,805 $ 309,066 $ 92,788 $ 262,854 $ 140,592 $ - $ 399,881 $ 648,158 $ 1,853,339
Page 4 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget Service Delivery: • As indicated earlier, there are no anticipated changes in the current level of service provision incorporated in the 2017-2018 budget. The reinstatement of the Manager of Policy and Planning position during 2016-2017 has proven invaluable to the Authority’s overall operations. This action was taken in keeping with the recommendation noted in the recently completed Organizational Review and current year’s budget.
• The Authority has also recognized the value of considering the extension of 2 key contracts. o The first being the contract with the Municipality of the District of Chester for landfill services where extending the life of the Authority’s contract for this service would have a significant impact on the current disposal fee associated with their closure costs. The current contract was scheduled for expiry in 2026; however a 10-year extension to this Agreement was put in place in October 2016. o The other contract being considered for extension is with NorthRidge Farms for Organics Processing. As the Province continues to consider regulatory amendments which could result in significant impact on costing for composting facilities, it is felt to be in the best interest of our municipal partners to extend this contract now slated for expiry in 2017. At present, representatives from NorthRidge Farms have agreed to hold current pricing as this process moves forward.
• Valley Community Fibre Network – $20,000 has been retained from the 2015-2016 budget for the Authority’s connection to the Valley Community Fibre Network. While the Municipality of Kings remains supportive of the Authority’s goal of having servers reside with them, the connection to the Valley Community Fibre Network project has been put on hold for the moment. While it is anticipated that the project will be considered in the future, it is also extremely important to note that all connection pricing and the overall business case for moving forward will require careful and cautious consideration to ensure that the project is in the best interest of the Authority’s operations into the future. More information regarding the Valley Community Fibre Network can be found below.
Participating Municipal Partners: • The Authority’s current participating partners under the Intermunicipal Services Agreement are the Municipalities of Kings and Annapolis and the Towns of Annapolis Royal, Berwick, Kentville, Middleton and Wolfville. • While the Town of Hantsport dissolved and became part of the Municipality of the District of West Hants effective July 1, 2015, the Authority continues to provide the same level of service previously provided to the Town. The draft budget being presented today includes the continuation of service to this community. Negotiations
Page 5 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget will take place between the Authority and the Municipality of District of West Hants regarding the future provision of this service well in advance of collection contract renewal.
Salaries • In keeping with the recommendation in the Organizational Review, a full Salary Review was completed during 2016-2017. The review encompassed a full examination of all positions under the Authority’s umbrella resulting in the development of a salary scale for all positions representing market value at this time. Those values have been included in the 2017-2018 draft operating budget as well as a 1.03% CPI adjustment in keeping with the salary review findings. The salary scale that has been put in place is more comprehensive than the previous scale with levels set based on an annual increase when performance targets have been achieved. All positions were analyzed to determine where they should sit on the new scales based on the key skills of know-how, problem solving, accountability and working conditions. As the Authority is fortunate in having very little turn-over in staff throughout the operations, a majority of employees fall under the top of the 5-year scale for their respective position. While this is the case, it is critical to note that succession planning is key as many of the Authority’s employees are quickly nearing retirement eligibility. • The 2017-2018 draft budget also includes the introduction of an additional 1% in pension plan contributions by both the Authority and the employee moving the contribution value per pay from 6% to 7%. This is the first increase in pension plan contributions to be contemplated for many years and is being implemented as per the recommendation during the salary review.
Utility Rates (electrical, water, sewer, hydrant rentals, phones) • No provision for any increase in utility rates. A 5% increase in insurance fees has been incorporated as per an estimate provided by the Authority’s Insurance Agent.
Gasoline and Diesel Fuel • Budgeting for gas and diesel fuel continues to be challenging due to the volatility in markets. Every effort has been made to attempt to estimate values for fuel throughout the budget.
Page 6 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget Commodity Tonnages: 2016-2017 2017-2018 Service Projection Tonnage Draft Budget Tonnage Construction and Demolition Debris East: 1,850 East: 4,600 Transportation West: 429.50 West: 835 Total: 2,279.5 Total: 5,435 Construction and Demolition Debris East: 3,965 East: 4,200 Processing West: 347 West: 750 Total: 4,312 Total: 4,950 Recyclables Processing East: 4,130 East: 4,130 West: 2,304 West: 2,304 Total: 6,434 Total: 6,434 Organics Processing East: 6,974 East: 7,000 West: 3,522 West: 3,540 Total: 10,496 Total: 10,540 Residuals Disposal East: 15,480 East: 15,500 West: 6,335 West: 6,400 Total: 21,815 Total: 21,900 Residuals Transportation East: 15,233 East: 15,250 West: 6,335 West: 6,400 Total: 21,568 Total: 21,650
Specific Revenue Assumptions
• Tipping Fees o There is no anticipated rate increase for tipping fees included in the draft budget. The 1% increase that had been planned for implementation during the current fiscal year was not brought forward as the tipping fee rates are an issue raised in the recommendations of the recently completed Service and Facility Review and will be further discussed by a soon to be named Review Committee.
• RRFB Diversion Credits o 2016-2017 Projection set at $220,000 which is $80,000 under budgeted levels which were set based on the best information provided by the RRFB at that time. o Budget for 2017-2018 set at $275,000 based on best estimates available at this time.
• Wind Turbine o The Authority’s wind turbine construction and commissioning wound up with the blades generating the first electricity on October 21, 2015, slightly ahead of schedule. While the 2016-2017 budget was developed based on an engineer’s estimate of $70,000.00 in revenue based on our participation in the COMFIT
Page 7 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget Program, unfortunately, the Authority is not achieving this revenue target at this time. The reduction in revenues is likely due to uncharacteristically calm wind conditions during the spring and summer of 2016. Therefore the 2017-2018 budget has included the reduced value of $42,000 in revenue under our continued participation in the COMFIT Program. While the actual revenue associated with the operation of the wind turbine has been reduced to reflect actual activity the educational benefit of having the operating turbine on site cannot be overstated.
Specific Expense Assumptions
Residential Collection • The Authority’s curbside collection contract is one of the largest contractual expenditures that the authority makes on an annual basis. The current contract will expire March 31, 2019 and in keeping with the contract that is in place, pricing included in the 2017-2018 budget represents an approximate 2% increase over 2016-2017 levels. While final figures will be determined based on the release of construction and demolition permits within our partner municipalities, this budget has been developed based on the Authority providing collection for 40,002 serviced units. • 2017-2018 budget based on a total cost of $2,727,870.00 • 2017-2018 will be the 4th year of a 5 year contract with EFR Disposal Ltd. scheduled to expire March 31, 2019. • The Authority’s continuation of service provision to the community of Hantsport will be a key matter as we move toward the expiry of this contract.
Construction and Demolition Debris Processing and Transportation • The management of construction and demolition debris is one of the key factors in the overall cost increase in the Authority’s 2017-2018 budget. Some increase in activity is related to the closure of Construction and Demolition Debris Management site in close proximity to the Authority’s operations. Another key factor is the change in the management of waste wood. The Authority has been sending ground wood product to Brooklyn Energy for alternate use there, but unfortunately the future of this disposal option is unclear. Funds have been included to cover all costs associated with the management of this material. For comparison purposes, the overall construction and demotion debris management section of the Authority’s budget in 2016-2017 was set at $110,150 while the 2017-2018 budget for this commodity has been set at $197,700 representing an overall increase year over year of $87,550. While discussions are underway with our wood processing contractor to secure alternate markets, it was felt to be in the best interest of the Authority to ensure that all associated costs can be covered during this transitional period. • The Processing rate for 2017-2018 has been set at $19.00 plus HST per tonne, the same rate that applied for the 2016-2017 fiscal year.
Page 8 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget • The construction and demolition debris transportation rate for 2017-2018 is $17.85 plus HST up from the 2016-2017 rate of $17.51 plus HST in keeping with contractual requirements. • 2017-2018 represents the 3rd year of a 5-year transportation contract expiring March 31, 2020, with Tri-County Waste Management.
Recyclables Processing • Rate for 2017-2018 remains at 2016-2017 level or $125.00 plus HST per tonne.
Organics Processing • Rate for 2017-2018 remains at 2016-2017 levels or $88.97 per tonne plus HST based on a 4% contamination rate. • The current contract with NorthRidge Farms for this service will expire as of June 30, 2017; however, as indicated earlier, the extension of this contract is now under consideration due in large part to the uncertainty around future regulatory requirements.
Residuals Disposal • Rate for 2017-2018 set at $71.00 per metric tonne including the Host Community Fee based on consultation with the Municipality of the District of Chester. • There are no residual adjustment figures included in either the 2016-2017 projections or the 2017-2018 budget. • As indicated earlier, this contract was extended for an additional 10 year period in October of 2016.
Residuals Transportation • Rate for 2016-2017 set at $18.34 per tonne which is a .34 per tonne increase over 2015- 2016 levels. • 2016-2017 represents the 2nd year of the 5-year contract.
Communications and Enforcement • Includes annual subscription to MyWaste App now accessed by 1,500 users proving to be a valuable education tool. • The remainder of the budget reflects a status quo in services and staffing levels. • The Last Re-Sort Reuse Centre continues to prove to be a huge success generating just under $30,000 in revenue for the Authority annually moving closer and closer to a “break-even” level. • Staff continue to brainstorm measures to raise awareness around the environmental value of the Authority’s programs and services.
Page 9 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget Information and Technology • The 2017-2018 Information Technology budget has been set at $40,065 representing a $9,125 increase over 2016-2017 levels. • $7,500 of the proposed increase is for the complete refreshing of the Authority’s website as recommended in the recently completed service and facility review. Upgrades to the website are required to bring the site to standards compatible with mobile phone use. • The Authority’s joining the Valley Community Fibre Network (VCFN) is discussed above. As a reminder, the potential benefits of joining include: o Allows Authority network to be managed by Municipality of the County of Kings through connection to the VCFN, o Future savings in server equipment replacement, o Future savings in associated Licenses and Maintenance Agreements, o Immediate access to IT expertise when server issues arise to minimize impact on all operations particularly at the scale houses, o Elimination of temperature controlled room for equipment at Valley Waste office, o More security for data – no need for Authority staff to manage daily back-ups, o Future additional server capacity when and if required, o Opportunity to participate in collaborative projects at potentially reduced costs, o Opens door to new technologies.
I sincerely hope that the above information is of help as you consider the Valley Region Solid Waste-Resource Management Authority’s Draft Operating and Capital Budgets for the 2017- 2018 fiscal year. Please feel free to contact me if you have any questions or concerns or if you would like to arrange to have staff provide a draft budget presentation to your Council.
Respectfully submitted,
Michael V. Coyle Acting General Manager Valley Waste-Resource Management
Page 10 of 10 Valley Region Solid Waste-Resource Management Authority 2017-2018 Draft Operating and Capital Budget Report to Partner Municipalities Final Based on January 18, 2017 Draft Budget
COMMITTEE UPDATE Title: Kings Transit Authority (KTA) Date: April 4, 2017 Department: Office of the CAO
UPDATE Kings Transit Authority held their regular board meeting on March 22, 2017
Ridership
Kings Transit system wide ridership was down by 4.48% year-to-date. February was a challenging month with not being able to operate service 3.5 days due to poor weather conditions
Google Transit Launch
Google is in the final stages of modifying their maps to show Kings Transit bus stops. The work on the project was completed through a partnership between Kings Transit, The Ecology Action Centre and Dalhousie University. With the use of Google Transit visitors can easily per-plan their trip throughout the Kings Transit service area by seeing the route and bus stop information on the maps
The next meeting of the Kings Transit Board of Directors will be held April 26th
Committee Update, Page 1 of 1 KINGS TRANSIT AUTHORITY
Regular Board Meeting
March 22 - 2017
Kings Transit’s Office in New Minas, NS @ 5:00pm
1. Welcome 2. Approval of Agenda 3. Approval of Minutes 4. Board Chair Update 5. General Manager’s Report 6. Ridership Report 7. Financial Report 8. Old Business -Ridership initiatives 9. New Business
10. Correspondence
Next Board Meeting will be held April 26 @ 5:00pm
KINGS TRANSIT AUTHORITY REGULAR BOARD MEETING-MINUTES February 22, 2017
The regular board meeting of Kings Transit Authority was held on the above date at 4:00 pm at Berwick Town Hall – Berwick NS.
PRESENT
Board Chair Pauline Raven, Municipality of Kings County Vice Chair Mercedes Brian, Town of Wolfville Anna Morton, Town of Berwick John Andrew, Town of Kentville Paul Spicer, Municipality of Kings County Meg Hodges, Municipality of Kings County Ty Walsh, Town of Berwick Wayne Fowler, Municipality of Annapolis County Diane Leblanc, Municipality of Annapolis County Kim McKeough, Finance Director, Town of Berwick
KTA STAFF
Stephen Foster, General Manager Tanya Morrison (Arrived at 5:05 p.m)
REGRETS
Linda Gregory, Warden, Municipality of Digby County
1. CALL TO ORDER
Chair Pauline Raven called the meeting to order at 4:05 p.m.
1
2. APPROVAL OF AGENDA
MOVED AND SECONDED TO APPROVE THE AGENDA.
MOTION CARRIED
3. APPROVAL OF MINUTES
MOVED AND SECONDED TO APPROVE THE MINUTES OF JANUARY 25, 2017.
Meeting adjournment to be amended to 7:15 p.m. not 6:15 p.m. as noted in the minutes.
MOVED AND SECONDED TO APPROVE THE MINUTES OF FEBRUARY 11, 2017.
MOTION CARRIED
4. BOARD CHAIR UPDATE
Chair Raven spent time preparing for the “Increasing Ridership” discussion and did not have much to report as she is just transitioning into the role of Board Chair.
5. GENERAL MANAGER’S REPORT
Service Cancellations
Kings Transit cancelled service on Tuesday February 21st after the Heritage Day Holiday. It was necessary to remain closed to allow for adequate cleanup of the sidewalks and bus shelters.
RFP for Buses
The purchase order for the 2 new El Dorado buses has been issued, and letters were sent out to respondents of the RFP.
2 Service Vehicle
The Tender for the new service van has been posted on the provincial procurement site.
Full Time Employment
Kings Transit has filled all full time positions and is now looking for spare bus operators.
MOVED AND SECONDED TO RECEIVE THE GENERAL MANAGER’S REPORT.
MOTION CARRIED
6. RIDERSHIP REPORT
MOVED AND SECONDED TO RECEIVE THE RIDERSHIP REPORTS.
MOTION CARRIED
7. FINANCIAL REPORTS (Presented before General Manager’s Report)
Financial reports were circulated to members. Variance Dollar and percentage amounts have been changed to be reflective of the year to date budget. Previously variances were shown against the annual budget amount.
Repairs & Maintenance has amounts allocated that need to be captured as capital expenditures. Ms. McKeough recommends going through the GL accounts to make sure proper accounts are set up and correct amounts are being allocated to the GL which will simplify the reporting and budgeting in the future.
MOVED AND SECONDED TO RECEIVE FOR INFORMATION PURPOSES, THE FINACIAL REPORT AS CIRCULATED.
MOTION CARRIED
8. OLD BUSINESS
No discussion on Old Business
3 9. NEW BUSINESS
Solar Project
Board Chair Raven shared a provincial project that is geared towards placing solar panels on large buildings that are community owned. There is free support available through a nonprofit energy project, to assist with finding the financial benefit of taking part in the project. The program hasn’t been officially released and deadlines are not available until possibly April.
Board members discussed whether or not to go ahead with investigating the cost of placing the solar panels on the roof of the KT facility. The solar panels would be a source of revenue to the Authority. Board Chair Raven and Mr. Foster agree to speak with Don Regan on whether or not he feels that the idea is worth pursuing as he has a background in this technology and understands the costs and benefits. Information will be brought back to the next board meeting so the board can proceed with a decision on the project.
Increasing Ridership Discussion
Board Chair Raven headed a brainstorming session on ways to increase ridership. Please refer to the attached information piece prepared from these discussions.
10. CORRESPONDENCE
ADJOURNMENT
Meeting adjourned at 6:00 p.m.
NEXT MEETING DATE
Next meeting will be held March 22, 2017 at 5:00 p.m.
______CHAIRPERSON SECRETARY
4 General Managers Report March 2017
Mini Van - Kings Transit purchased a Minivan this past month; in a recent Request for Bids Kentville Chrysler submitted the lowest price for a Grand Caravan.
VCFN - The folks from Vista care have made the connection for the fiber network; the new wire has been run from the commercial street junction box into our building, now we are just waiting for the next team to come run the wires inside the building.
Student Pass - The amendment to Kings Transits license for the addition of a student pass has been submitted to Utility & Review Board. The amendment will be published in the March 22 edition of the Royal Gazette.
Annapolis County Budget - Manager Foster presented Annapolis County’s public transit budget to council on March 14th.
Cancellation of service - Tuesday the 14th forecasters predicted heavy snow combined with high winds for the evening. Service was shut down by 6pm just as the weather began getting bad.
Town of Bridgewater - The two employees from the Town of Bridgewater tasked with setting up the town’s public transit service have been in touch with me on a couple of occasions with some questions. I have been able to assist with some small budgeting issues as well as general information regarding operators, training and licensing. Halifax Transit is donating two buses for them to use, they are searching for fare boxes and destination signs both of which we have in surplus. My thoughts are we donate the items for their use on the condition we get them back if they do not continue service past the trial period. I will bring it up for discussion at the Board meeting.
Special Presentation - Mercedes and Manager Foster attended a presentation by David Bragdon. Mr. Bragdon is a specialist in urban transportation, with experience from working in Portland, Oregon and New York City. The presentation was hosted by ACOA and the Department of Municipal Affairs and held at Municipal Affairs in Halifax.
KINGS TRANSIT AUTHORITY
RIDERSHIP REPORT As of February 28, 2017
Current Month Actual vs Budget Year to Date Actual vs Budget BUDGET ACTUAL VARIANCE PERCENTAGE BUDGET ACTUAL VARIANCE PERCENTAGE
KT CORE 15,233 12,330 -2903 -19.06% 201,652 189,739 -11913 -5.91%
HANTS BORDER 1,820 1,634 -186 -10.22% 10,920 11,742 822 7.53%
ANNAPOLIS EAST 5,092 4,311 -781 -15.34% 56,012 58,797 2785 4.97%
ANNAPOLIS WEST 2,413 1,267 -1146 -47.49% 26,543 22,385 -4158 -15.67%
DIGBY 2,500 1,535 -965 -38.60% 27,500 25,504 -1996 -7.26%
TOTALS 27,058 21,077 -5981 -22.10% 322,627 308,167 -14460 -4.48%
February 2017 vs Budget
20000
15000
10000 Passengers 5000
0 KT CORE HANTS BORDER ANNAPOLIS EAST ANNAPOLIS WEST DIGBY BUDGET 15,233 1,820 5,092 2,413 2,500 ACTUAL 12,330 1,634 4,311 1,267 1,535
Year to Date vs Budget
250,000
200,000
150,000
100,000 Passengers 50,000
- KT CORE HANTS BORDER ANNAPOLIS EAST ANNAPOLIS WEST DIGBY BUDGET 201,652 10,920 56,012 26,543 27,500 ACTUAL 189,739 11,742 58,797 22,385 25,504
There were 3.5 snow days in the month of February and the Heritage Day Holiday. Final Report ----- from Marnie Parker, your “Education Co-Ordinator” as a result of your “Age-Friendly Grant” application process participation .…………………………………………………………………………….
May I first thank you, as Board Members of the Kings Transit Authority, for the opportunity to be at your service through this process. You recognized that I feel that this bus service is essential, and I have been privileged to assist in its promotion ---- and the target sector for this project has been the retired senior population in our Annapolis Valley region.
Our primary objective was to create “an awareness campaign”, to direct influence to organizations that are made up primarily of those members of our communities who are 60 years of age and over. It was noted that members in this core sector, even though they are cognizant that we have a bus system, many in our area have not availed themselves of this service and my focus was to educate them on bus schedules, including departure and arrival times, locations for boarding the bus, the convenience of utilizing the service in all types of weather, and to convince them to be more active in their daily routines by using the bus service for volunteer activities, to go shopping, to visit friends and to attend appointments. It was important for them to realize that even in cases where many still maintained a vehicle, that it would be wise to use the Kings Transit Bus system, either individually or in the company of friends, to become more social and have the advantage of other interaction with those who use the bus on a more routine basis.
I met with great enthusiasm those key individuals who were chairpersons of committees or groups who invited me to speak to their membership about the Kings Transit Bus system. My presentations included information about key locations for members of their organizations to meet the bus, and I would suggest some ideas of where they might travel for various errands or even simply to become accustomed to the procedures for riding the bus comfortably even for entertainment purposes, to get them out and about. This would include the expected price to pay to board the bus, where you deposit your exact change or tickets in the waiting receptacle, the fact that you may sit wherever you choose while riding the bus, what is the expected procedure if you carry parcels with you, after having shopped; the dialogue you might have with the bus-driver about where you are going, how to pull the signal wire / or press the select button on the support beam, depending on what is available on that particular Kings Transit bus, to advise the bus- 1 / 5 driver that you are expecting to exit at the next bus-stop location, the usual flavour of the personalities of those folks who use the bus on a regular basis, why you might need a transfer certificate, and the policy in place for gaining such a certificate; prices for the bus fare, and the advantage both convenience-wise and price-wise for purchasing a sheet of 10 tickets at the senior price rate, or a monthly pass, and the advantage of riding a conveyance in a relaxing mode, so as to better see certain aspects of our beautiful landscape that can only be enjoyed when you are a passenger!
Some of the groups and organizations to which I was privileged to introduce all this information were many of the Women’s Institutes organizations, several local Lions Clubs, various Seniors groups, many Community organizations, several local Village Commissions (e.g. Village Commissions in Kingston, Port Williams, Greenwood and Canning). I was able to meet with the Co-Ordinators and Board Members of the Eastern Kings Community Health Board and the Central Kings and Western Kings Community Health Boards. It was an advantage to also deal regularly with the Kings County Seniors’ Safety Co-Ordinator, Michelle Parker ----- and Sharon Elliott, the Annapolis County Seniors’ Safety Co-Ordinator had invited me to do an official presentation to a combination of seniors groups at the Bridgetown Legion Building. I have also spoken to seniors groups in Port Williams, Wolfville, New Minas, Kentville, Kingston, Greenwood, and Middleton. At the time of writing, there is an impending Lions and/or Seniors group in Lawrencetown and one in Greenwich and two others in Kentville and Port Williams awaiting my information talk in a week’s time.
I created a “poster” information procedure and worked closely with the Operations Manager at PeopleWorx to draft such posters, which I would then deliver to offices of the Western Housing Authority, who would in turn have their maintenance staff re-position the posters to the many residences within their geographic area. I would also e-mail that poster to all the MLA’s and MP’s serving our region, as well as to our Board Members and to our funding partners, such as the Towns of Wolfville, Berwick and Kentville, and to County Councillors, who have all made generous comments of appreciation to have been kept in the loop. Also included in this list would be Recreation Directors and Active Living Co-Ordinators in neighbouring towns / villages. Certain of these key interested players would in turn promote our activities to their Facebook pages, etc., and were happily involved, especially by the Active Living Co-Ordinator in Kentville 2 / 5 (Lindsay) and the Recreation Director for Port Williams (Joseph). Others were very sincere with their appreciation of being both acknowledged and advised of our “special trips”, especially when we showcased special features to enjoy while shopping in Berwick (September) and Port Williams (November) ---- that kind of acknowledgement from key players is part of the best advertisement and promotion we could possibly enjoy. They’ve all expressed a desire to be aware of what we’re proposing regularly and they are happy to help promote our efforts. (e.g. MLA’s promoting our “poster information on their Facebook pages, and Village Commissioners sending out e-mail messages to their followers).
It was satisfying (and more preferred) by targeted groups to enjoy travelling on the bus in the company of their friends (e.g. Port Williams Seniors, totalling 12 in all, realizing the convenience of the bus stopping right at the front door of a specific mall they were visiting; New Minas Seniors (15 in total) realizing that they could meet the bus right at our Crescent Avenue depot, leaving their vehicle in our parking lot, in a designated spot for the day, returning to the depot, smiling as they exited the bus, having learned first-hand the experience they will now be repeating. At the time of writing, another seniors’ organization from Wolfville, will travel also as a group, and it is anticipated at least a dozen of those folks will enjoy that shopping experience. It has been my experience that button-holing individual seniors to ride the Kings Transit bus does not appeal to them --- clearly, they are of the generation that with any “unknown / first-time trials”, they believe in the age-old adage of “safety in numbers” --- consequently, I learned very early- on that the most practical method of convincing that age category to try something new, like accessing the Kings Transit Bus system for the first time, was definitely to encourage them to make the community effort to enlist others to join in, in a group environment. The trick here is to find a date when the majority of their membership can agree to congregate as a whole entity! Hopefully, as time goes on, they’ll recognize that their initial “dress rehearsal” (my word, not theirs) was effective enough for them now to decide they can perform the task of riding the bus in an atmosphere that now does not have to be feared. It is interesting when accompanying them on their bus trips to hear comments such as: “Oh, so the bus travels right up here”. “Gosh, I can go downtown, and not have to park my car and walk those two 3 / 5 blocks to that store”. “Gee, you see so much more of the country-side, when you’re up this high – this is much better than riding in a taxi”. “I can’t believe you can go from Wolfville to Greenwood for $3.50 and back for another $3.50”. (Me: Uh-huh --- and from Hants Border to Weymouth, likewise!) “You know, we could use this service to go to lots of entertainment places”.
This is where I interject comments like: “Yes, why not get your group together, and go on a ‘Frenchy-run’; --- or “How about when the weather warms up, and they’re open, coming out here to Coldbrook, and go in to the “Home on the Range” mini-putt location, and enjoy the afternoon playing mini-golf” ---- or I might say when approaching the Valley Regional Hospital location: “Do you see where you are expected to be standing, here at the bus shelter to catch the bus, or depart the bus? Please --- Don’t be waiting in the foyer of the Hospital, thinking the Bus will come right up to that door, because the bus shelter area is where the Bus actually stops”. That’s been a large part of my role as your “Education Co-Ordinator”.
Final Summation: I am disappointed that this project time-frame is ending, so far as the grant application is concerned. I said from the get-go that I felt this was more of a 2-year project, rather than a 6 – 7 month project ----- nothing much could happen in December, because that is “Christmas” month, and of course, our Nova Scotia winters did play havoc, interrupting our plans a few times. I do believe we have collectively been successful in bringing attention to the Kings Transit Bus Authority. However, human nature being what it is, I feel this project still needs to be flogged! It would be a shame that all this effort fades into the background, when the momentum is at least presently still stirring! The specified promotions that I have instituted need to be continued --- as the saying goes: “the ball must NOT be dropped!”
My concern now is that without constant contact with these groups and their members, it will deflect to an “out of sight / out of mind” exercise which will unfortunately be relegated to at the very least a back-burner topic for the retired senior population. As I mentioned at our Kings Transit Board Meeting in January ……. these intelligent people are all excited while I’m standing in front of them, belabouring all the benefits of riding on the bus ------yet, when I’d leave them alone for two weeks, they would consistently 4 / 5 resume their (in most cases) inactive lifestyle, where they habitually easily back-slide into a non-eventful daily routine. It’s disconcerting that many retired seniors are content to sit in their PJ’s until well into the morning hours, sipping on coffee, perhaps even nodding-off and watching Dr. Phil on TV! We need to re-energize their thoughts about accessing the bus as their alternative means to go and volunteer their free time to be a mentor to business leaders, to put their working-days wisdom to assist those involved in struggling organizations to help with fund-raising and other meaningful projects, to carry out a need to keep themselves healthier by feeling they have a purpose in life, and realizing that they are still both valued AND valuable.
The Kings Transit Authority is to be commended for taking the initiative to develop this concept of having an “Education Co-Ordinator” perform these very vital public relations duties for the benefit of our retired senior population. If this type of programme were to continue, ridership in time will conceivably increase ---- maybe we’re on that precipice now? Personally ----- thank you for creating a situation for me to connect with unbelievably smart personalities like Stephen Foster, our very capable, sincere and compassionate General Manager, and Tanya Morrison, certainly one of the best office staff-persons and anchor I have ever witnessed in an administrative role. I’ve also enjoyed being regularly in the presence of Dianne White and Darren Durling. Having also made sure I have tagged along on many of the bus routes to make sure I knew their schedules, locations and timing routines, so I’d feel confident in the information I was spreading to these groups, I can also say that our front and centre bus- drivers are understanding, knowledgeable, witty, and exercise the utmost in superb people-skills in dealing admirably with a variety of daily conversations and expected tasks. I’ve also enjoyed meeting the service technicians and have seen first-hand what a typical day is like in the life of a Kings Transit employee at the main depot ---- experience and expertise are definitely not lacking! There doesn’t appear to be a weak-link anywhere! Please know that I am still very much interested in the promotion of the advancement of the senior ridership plan and that I can be approached, at your discretion, to continue in some capacity to further the good intentions and results-oriented practicum of this extremely worthwhile project. Respectfully submitted …….. this 6th day of March, 2017
Marnie Parker, 7 – 21 Campbell Road, Kentville, NS B4N 1Y1 902 – 678 – 2408 [email protected]
Increasing Ridership & Revenue A Kings Transit Management and Board Initiative Table of Contents Recent History...... 1 December 15 Meeting ...... 2 Attendance ...... 2 February 22 Meeting ...... 3 Attendance ...... 3 Premises ...... 3 Brainstorming Results ...... 4 Customer Needs/Improved Experience Riding the Bus ...... 4 Advancing Technology ...... 4 Bus Stops...... 5 Introductory Programs ...... 5 Publicity/Promotions ...... 6 Improving Relationships and Building Partnerships (Employers and Kings Transit) ...... 8 Board Priorities for Action ...... 8 Wi-Fi on buses ...... 8 Introductory Programs ...... 9 Ridership by children aged 12-18 years ...... 9 Ridership by Acadia University and Nova Scotia Community College Students ...... 10 Ridership by Seniors ...... 10 Improving the Experience of Waiting for the Bus ...... 11 Miscellaneous Items ...... 12 Promotional Activities ...... 12 Wi-Fi Promotional Campaign (See time line) ...... 12 Faces of Kings Transit Campaign ...... 12 Time Lines & Tasks (to date or planned) ...... 12
Recent History The cancellations of routes by the Town of Windsor and the County of West Hants earlier in 2015 lead to decreased revenues for Kings Transit, a spare/extra bus, and no decrease in management or central
Page 1... Increasing Ridership & Revenue at Kings Transit facility overhead to balance the losses. The re-purposing of the redundant bus within core routes did present an opportunity... an ability to offer a more effective service to the Greenwood-Wolfville corridor. In particular, it is now possible to offer a 30-minute service between Berwick and Wolfville by placing North Kentville riders on a separate bus that will travel to Wolfville. It is estimated this change will attract new riders previously discouraged by lengthy travel times for the main corridor route between Greenwood and the towns of Berwick, Kentville and Wolfville. The residential density of North Kentville and Port Williams also opens new markets. This opportunity was quickly recognized by Stephen Foster, Kings Transit's General Manager. At the November, 2015 board meeting he brought forward a plan aimed at turning “lemons into lemonade.” At that same meeting it was decided that board members, service partners and the General Manager would hold a preliminary meeting on December 17 with the singular goal of “brainstorming” and beginning discussions related to increasing ridership. At its February 22, 2017, progress on the work of 2015/16 was reviewed, fresh “brainstorming” was added, with a view to building on the work already accomplished and incorporating new ideas. The 2017 work is included in this document as underlined text.
December 15 Meeting Attendance General Manager Steve Foster, Kings Transit Kings Transit Board Members Councillor Town of Wolfville, Mercedes Brian (Chair, Kings Transit) Deputy Mayor of Kentville, Mark Pearl Kings County Councillor, Patricia Bishop Kings County Councillor, Pauline Raven Berwick Town Councillor, Anna Morton Service Partners Annapolis County Councillor, Diane Leblanc
Page 2... Increasing Ridership & Revenue at Kings Transit February 22 Meeting Attendance General Manager Steve Foster, Kings Transit Kings Transit Board Members Councillor Town of Wolfville, Mercedes Brian (Vice-Chair, Kings Transit) Councillor Town of Kentville, John Andrew Kings County Councillor, Meg Hodges Kings County Councillor, Paul Spicer Kings County Councillor, Pauline Raven (Chair, Kings Transit) Berwick Town Councillor, Anna Morton Berwick Town Councillor, Ty Walsh (Alternative Board Member) Service Partners Annapolis County Councillor, Diane Leblanc Annapolis County Councillor (Alternate), Wayne Fowler
Premises for Brainstorming (agreed upon at first brainstorming meeting) Attendees based discussions and brainstorming on four premises. 1. The internet, conferences, and experiences all provide useful information about public transit and how greater ridership can be encouraged. 2. Research regarding successful attempts at increasing ridership routinely show that it is best to concentrate on offering the most effective service for the most responsive groups. Concentration on corridors and central areas where it's possible for family members to forgo car ownership are most worthwhile. 3. Government investment in public transit systems is necessary. Given this, increases in ridership and increases in revenue from fares can minimize but can't replace government investment. 4. At a municipal level, the benefits of public transportation are best understood in terms of: (a) greening environments and implementing sustainability plans (it was felt this is largely neglected in Kings Transit promotional materials; (b) helping municipalities decrease traffic congestion at peak hours; and
Page 3... Increasing Ridership & Revenue at Kings Transit (c) providing disabled, young and senior populations opportunities to travel independently and to participate in community events and reach needed services. It was agreed that as board members and “ambassadors” of Kings Transit who are also responsible for municipal budgets we can too quickly and too often focus on the need to minimize the cost of public transit to the detriment of recognizing the broad public good that public transportation helps councils achieve. As ambassadors of Kings Transit, board members can create a stronger understanding and appreciation for public transit in our rural setting. In other words, our most important contribution may be a strong commitment to Public Transit and the positive role it plays in the life of residents and communities.
Brainstorming Results The 2-hour meeting (Dec 15, 2015) and the 1.25-hour meeting (Feb 22, 2017) lead to many ideas and some discussion of which actions might be most useful. The following interdependent categories arose: 1. Customer Needs/Improved Experience Riding the Bus 2. Publicity/Promotions 3. Improving Relationships and Forging Strong Partnerships Between Employers and Kings Transit 4. Improving Relationships and Forging Strong Partnerships Between Acadia University, the Nova Scotia Community College and Kings Transit through a Student-Pass Program
Customer Needs/Improved Experience Riding the Bus Advancing Technology 1. Wi-Fi on buses 2. App for riders to access schedules and where a bus is on its current route. Perhaps Google tracker (this was explored with Ecology Action Centre). 3. Smart card payment option. Maybe a partnership to load KT cards at Tim Hortons... they have the technology... and it may even be possible to use a Tim Horton card for bus trips in the Valley. i. Smart phone payment options would likely increase the amount of time the bus would be delayed at bus stops and that the option of paying using a smart phone should not be pursued at this time. ii. Increasing payment amount to an awkward amount ($3.65), might encourage riders to move from “cash to tap” payment. It may be possible to have these options researched by Acadia student, School of Business, Computer Science Department, Etc.
Page 4... Increasing Ridership & Revenue at Kings Transit Bus Stops 1. More bus shelters are required in strategic locations. Make this a priority for capital funds once the buses are refurbished. 2. Install more bus shelters through partnerships with businesses and government. This could be accomplished through partnerships with businesses located on the route. These businesses could be encouraged to have a custom designed bus-shelter that would draw attention of drive-by traffic on the route. For example: (a) A Michelin Man could be mounted on top of an accessible bus shelter in Waterville at the Rehab stop. (b) Tourism Nova Scotia could have shelters built to look like attraction in the area. For example, a bus stop designed as a wharf or with a giant lobster on top to direct tourists to the fact that the “next turn” on Highway One takes them to Halls Harbour (or Harbourville). (c) A bus shelter with a lion or monkey on top to advertise Oaklawn Zoo. (d) Farmers' Market Themed Bus Shelter in Wolfville and/or at one of the Greenwich Farm Markets. (e) Big Soccer Ball for Shelter in West Kentville to advertise the Soccer Dome. (f) Cell phone charging station bus stop to promote “off the grid” and “active living.” (g) Have a bicycle repair station at a bus stop, sponsoring by a bike shop, Etc. 3. More benches at non-shelter stops 4. Increase knowledge of riders and potential riders that a bus can be “waved down” at any point on a route, particularly at the end of your very own driveway! 5. Make bus shelters more eye-catching to draw attention to public transit option and increase discussion of Kings Transit among the population at large. 6. Improve knowledge of where washroom stops are made on the route. 7. Create park n ride premium parking spots close to bus stops at several key spots on bus routes for use by those who live outside the corridor but who want to ride the bus.
Introductory Programs Transits use “Training the Rider” sessions and activities to target niche markets. Some examples of niche markets for Kings Transit to tap could be: (a) Children aged 12-years and older can ride the bus alone... And children can't acquire a driver's licence until aged 16-years. During the 12-16-year period public transit can help children gain a level of independence through self-reliant bus travel. Promotional opportunities can include:
Page 5... Increasing Ridership & Revenue at Kings Transit publishing a list of activities children can participate in during the summer “Your Pass to Summer Fun” (and/or at other school vacation times) through use of public transit; contacting schools to have small groups of children in appropriate grades ride the bus to an activity. Students could buy a dog tag summer pass... or a deeply discounted year round dog tag. This could be supported as a recruitment tool for life-long bus ridership. The suggested schedule for introduction of a junior/senior high bus pass (12-19 years old) is July 2017. (b) As a group seniors are more likely to lose licences due to declines in health status. For seniors on the route the bus can become a primary source of travel and continued independence. Have a part-time seniors' advocate for a set period to visit senior centres, groups and homes. (c) Persons with disabilities may hesitate to ride the bus and comfort level can be increased by having a ride companion along for several rides to explore what is possible. (d) Bike club members can move along the valley floor and experience side trips without having to take the car. (e) Councillors and other KT supporters could encourage first time users by inviting them to try the bus. By organizing a bus trip activity on “ride the bus” days they could introduce friends, family, constituents to KT bus use. For all the above groups discounted or complementary bus tickets could be made available from Kings Transit for “training trips” and/or summer passes could be discounted.
Publicity/Promotions 1. Get stronger endorsements from core municipalities and service partners. 2. Use outside of our own buses to promote Kings Transit as a great way to travel. 3. Use the inside of the bus to suggest recreational activities and trip ideas for those who already use the bus. 4. Faces of Kings Transit (modelled on “Faces of New York”). Celebrate riders with a weekly or monthly profile of a person who rides the bus and what the service means to them... create this as a face book campaign. 5. Form a group of “Kings Transit Champions” that will help staff, board and councillors promote ridership benefits. This group of champions could also include a few businesses at start-up... 6. Have signs on the Harvest Moon trail to direct active transportation enthusiasts to where they can link with bus stops to get to other places on the trail. 7. “Ride-the-Bus with ______(fill in the blank)” or “Meet Me on the Bus” promotions. Examples of celebrities/champions include: Ray Ivan; Hupman Brothers; Mark Riley and Friends; Valley Supermen/Strongmen (Kevin Davison/Ben Brown/Jamie Pepperel) and
Page 6... Increasing Ridership & Revenue at Kings Transit Strongwomen (Janet MacDonald); Valley Wildcats; Radio Personalities; Sean Majender; Justin Trudeau; Stephen McNeil; Alexandra Duckworth; Firefighters (thank a firefighter on the bus day); etc. Publish the dates, times and routes they will travel. Broadcast from the bus for some of the bigger celebrities. 8. Do it on the Bus... Promote everything that you can do on a bus that you can't or shouldn't do when driving a car... encourage people to see the bus as a place that you can relax and take it easy while still getting from point A to point B. Using the slogan: “Do it on the Bus!” run a “Get on the Bus” campaign. Kings Transit could promote activities by inviting clubs to ride the bus. Examples include: Book clubs; choirs; hookers; knitters; gamers; etc. Negative associations with the slogan “Do it on the bus” were raised as objections to adopting this slogan (sex and drugs). 9. Broadcast Information Morning or K-Rock Morning Show from the bus to celebrate Kings Transit's new route. 10. Partner with businesses in the villages, towns, the county, to promote what you can do in Greenwood, Berwick, Kentville, New Minas or Wolfville before taking a return trip home. “Spend a day or a half day with us”. Examples could include: (a) Take the bus to Paddy's (or another restaurant) for a discounted lunch or supper (discount by Paddy's) and a draw for a book of tickets (provided by Kings Transit). (b) Acadia special lectures or lunch time events (KC Irving Centre). (c) Glad Gardens Run. (d) Greenwood Mall Run. (e) Wolfville Legion visit to Kingston Legion, etc. (f) Etc. 11. Have board members, councillors and/or other champions of Kings Transit hold a bus trip event. Some ideas were: (a) Frenchies trip with friends. (b) Wolfville to Miners Marsh for winter shoe-showing hosted by Kings Recreation staff. 12. Retain our annual credit with K-Rock until we have a promotional campaign defined and aligned with the new route and quicker core travel between towns (if approved). 13. Create a Kings Transit song... like the one currently being used in St John, NB: “Taking it easy when I take the bus.” Apparently, other transits can use it. On-line it says it originated in St Catherine's Ontario. 14. Amazing Race type of event on the bus---with stops and re-entry along the way. Link with a
Page 7... Increasing Ridership & Revenue at Kings Transit special time of year or event (e.g., Frosh week at Acadia to introduce students to different parts of the valley). 15. Facebook/Twitter promotion with prizes linked to finding some-one on the bus. This could be done in conjunction with business promotions with businesses providing prizes and/or the prize being a monthly bus pass (modelled on K-Rock gas man). 16. Date night on the bus (with live music) --- may be a promotion that could be linked to a time when the buses run later (Acadia U-pass proposal includes the need for buses to run later).
Improving Relationships and Building Partnerships (Employers and Kings Transit) 1. Increase ridership of employees who work at businesses on the route by promoting “flex-time” policy to employers. Reason is that employees are more likely to use the bus if they can clock in 10-minutes after bus arrives at work site and clock out 10-minutes before bus leaves work site. Businesses could help promote bus use and advertise themselves as supporters of Kings Transit and green initiatives “doing their bit for climate change”. Businesses have the benefits of being able to promote company as “green” at a relatively low cost. Kings Transit and/or employer could discount tickets or passes for a trial period to launch a work place “Bus Value Program”. Employers may even be willing to fund 50% of bus tickets or passes for employees as part of a benefit package. 2. Partner with Annapolis Valley Chamber of Commerce to promote flex-time and bus use by their membership. 3. Have employers on routes fund/sponsor bus shelters at their place of business. 4. Re-ignite conversation with NSCC campuses and Acadia University regarding student passes and/or discounts. Challenge students to travel “green”. Discount passes and tickets by, for example, 15 percent and allow the student unions to make cash purchase at this 15 percent discount and sell at 10 percent discount (5 percent profit for use by student clubs).
Board Priorities for Action At its February 2016 board meeting each board member prioritized his/her areas for action and held preliminary discussions. One absent board member sent priorities in advance of the meeting. Action items of common or significant interest included the following (beginning with those generating most interest):
Wi-Fi on buses This was the item most favoured by board members for action (anticipated... as the board had requested at the January meeting that the General Manager make enquiries about current costs to deliver this service). Comments/action details included: 1. Test on the Digby area bus to assess the quality of service where there are currently some
Page 8... Increasing Ridership & Revenue at Kings Transit service area issues. 2. Costs are significantly lower than in prior years when enquiries were made. Under the provincial offer current costs are approximately $800 per bus for hardware/installation and $60 per month for unlimited data. It was noted that the provincial offer is currently undergoing bidding process and this cost may be lower by April 2016. 3. It was noted that Digby County has already budgeted for Wi-Fi on their bus for the 2016-17 fiscal year. 4. It was noted that the core has not included budget lines for Wi-Fi, however, the hardware can be funded through the capital budget, and operational costs could be covered under the communications budget. 5. If the buses have Wi-Fi it will assist the future roll out of an app for riders to access schedules and where buses are in real time (see prior reference to a Google tracker explored with Ecology Action Centre). 6. Wi-Fi should be installed system wide/on buses when in service. 7. A campaign to launch Wi-Fi should be:
• Promoted with signage on the outside of our buses.
• Linked to the launch of our “Do it on the Bus” campaign/initiative. This slogan has been tagged as potentially inappropriate. 8. Wi-Fi has been installed and is working well, but there has been no significant promotion and this needs to be prioritized.
Introductory Programs Ridership by children aged 12-18 years This item also generated a great deal of support. It was viewed as a safe, reliable way to increase the mobility and independence of this age group and as way to create a user-group that would continue to use the bus as adults. Comments/action details included: 1. Create a “schools out for summer” rate... A $30 pass that would allow children in this age range ride unlimited bus access for July/August. 2. Have launch days in June to illustrate places to go/things to do when you ride Kings Transit. Make a list of possibilities. 3. Host events in June aimed at demonstrating how to take your bike on the bus. 4. Meet with KT-friendly school teachers/principals to assess how to best promote/introduce this summer program.
Page 9... Increasing Ridership & Revenue at Kings Transit 5. Develop a package for teachers to use for school field trips to introduce youth to the bus... as a form of how to ride the bus education. 6. It was noted that the special “dog tag” rate would need to be approved by UARB. 7. User-reward program---such as ride 5 times next ride free. Or ride 5-times get a free sub (look for corporate partner). 8. Take bus to the school for a demo of how to enter and ride. 9. Get the word out to groups like Girl Guides and other organizations that serve youth: 10. Have youth-specific promotional materials. Link promotional materials to: i. Summer recreation programs. ii. Greening the environment.
Ridership by Acadia University and Nova Scotia Community College Students The need to forge strong partnerships between Acadia University, the Nova Scotia Community College and Kings Transit has been re-introduced through a 2016-2017 Acadia student project that resulted in the development of a proposal. There was broad agreement among the board and its service partners that this work should be extended to all the NSCC campus locations in the valley. Crucial points raised to increase the potential for a student pass proposal to be accepted are the need to: 1. Extension of evening hours (it was noted that this would also help to increase use of the bus by other riders such as residents wishing to attend evening meetings, movies, go to restaurants and bars, etc. 2. Could be an option to “drinking and driving”. 3. Get the on-bus technology fully operational first. 4. Work closely with administration and student councils to “get them on side” and “things carefully lined up” prior to a vote by the student bodies. 5. Once passed, promote throughout frosh week.
Ridership by Seniors It was noted that the senior population is the only population increasing. It was also noted that a campaign to increase knowledge of Kings Transit services and ridership among seniors would likely align with the goals of the Department of Seniors Age Friendly Communities Grant. A motion was made and passed to apply for a grant of up to $20,000 by the April 29, 2016, deadline. Focus would be to hire a contract employee to promote Kings Transit ridership to seniors. 1. Create a list of programs, services and entertainment that seniors can access by riding the bus. 2. Assist seniors with introductory trips. 3. Train/assist disabled seniors regarding use of our fully accessible buses. 4. It was noted that a Kings Transit enthusiast/volunteer/retiree (Digby County) does organize
Page 10... Increasing Ridership & Revenue at Kings Transit senior activities, using the bus as a means of transportation. Seniors on the Bus Program 2016-2017 1. Now that a senior’s promotion program is underway (through an Accessibility Grant) it is important to ensure that the program doesn’t loose all momentum when the funding ends (Spring 2017). 2. Ideas for continued effort include: i. Linking seniors who live on the bus route with individual members of the Lions clubs throughout the valley. To increase a senior comfort level as a first time rider, lions would help individual seniors wait for the bus, deposit fares, ride the bus, get to a destination, and make the return trip. ii. Engage our current paid coordinator to get her ideas on how to continue the program post funding.
Improving the Experience of Waiting for the Bus This issue included discussion of the experience of the rider as well as increasing opportunities for businesses advertisements and partnerships between municipalities and King Transit. 1. Create more bus shelters.
• Explore installation of bus shelters paid for by partner municipalities. It was noted that some villages had installed bus shelters at their cost.
• Partner directly with businesses on Highway One to sponsor bus shelters at (or close to) their place of business. Examples given were Michelin and Walmart. These bus shelters would be dedicated to promotions of the sponsoring business. 2. Wherever bus shelters aren't warranted, or affordable, install benches. This is a lower cost option for improving waits at bus stops and could generate advertising revenue. 3. Benches and shelters will serve to make Kings Transit and its bus stops more visible and accessible to the general public. 4. These initiatives should be explored with Atcon (owner/operator of most of the current bus shelters) and independently to see which business model would be most advantageous to Kings Transit. 5. Now that we are close to completion of a seniors-on-the-bus accessibility grant program we need to continue the work on a volunteer basis. Would a club like Lions take this on? (We are Lions Clubs on the Bus Route).
Page 11... Increasing Ridership & Revenue at Kings Transit Miscellaneous Items Singular items noted, mentioned but not discussed in much detail, included: 1. Having businesses sponsor employee passes. 2. Campaign to promote farm markets on Kings Transit routes. 3. Sending fliers to homes to promote Kings Transit services and what it can be used for (suggested trips). 4. Car top signs to advertise Kings Transit. 5. Ensure that the Harvest Moon Trail system has wayfaring signs that direct users to where they can easily access bus stops to take them to other spots on the trail.
Promotional Activities Wi-Fi Promotional Campaign (See time line) Faces of Kings Transit Campaign Interest in this item focused on increasing public knowledge of KT, correcting negative stereotypes of who rides the bus, and promoting the bus as a friendly, and safe service. Comments/action details included: 1. Create a “Faces of Kings Transit” face-book page. 2. Encourage riders to vote for their favourite driver in a “Driver of the Month” campaign. 3. Regularly profile drivers and riders.
Time Lines & Tasks (to date or planned) Section added post February KT Brainstorming
Time Period Task Focus Who Oct-Dec 2015 1st Brainstorming Session Completed All Riders Everyone
Jan-Mar 2016 Write and Submit Accessibility Grant Seniors GM & Pauline Apr-Jun 2016 Hire Seniors-Ride-the-Bus Coordinator Seniors Committee Launch Program
Start Work on Getting Wi-Fi Installed (Digby Pilot) All Riders GM
Jul-Sept 2016 Seniors-Ride-the-Bus Operates Seniors Coordinator
Page 12... Increasing Ridership & Revenue at Kings Transit Oct-Dec 2016 Seniors-Ride-the-Bus Operates Seniors Coordinator Wi-Fi Installed in all Buses All Riders GM
Jan-Mar 2017 Seniors-Ride-the-Bus Operates Seniors Coordinator Mar 1. Application submitted to UARB for Summer 12-18 year olds GM Student Bus Pass
Mar 29. Bring Wi-Fi Promotion Ideas to Board for All Riders GM/Meg/Ty Discussion Apr-Jun 2017 Seniors-Ride-the-Bus Funding Ends Seniors Coordinator
Review & Provide Feedback to Students on Acadia Acadia & GM/Meg/Ty/ U-Pass Project NSCC Students Pauline
Bring Revised U-Pass Proposal to KT Board for Acadia & GM/Meg/Ty/ Approval in Principle NSCC Students Pauline
May-June --- Prepare & Launch Promotional 12-18 year olds ? Program for Summer Student Pass
Launch Wi-Fi Promotion All Riders ? Jul-Sept 2017 Launch Summer Student Pass Program 12-18 year olds ?
Oct-Dec 2017 Paperwork complete for U-Pass Proposal Jan-Mar 2018
Apr-Jun 2018 Jul-Sept 2018 U-Pass Launch Acadia
Oct-Dec 2018 Jan-Mar 2019
Apr-Jun 2019 Jul-Sept 2019
Oct-Dec 2019 Jan-Mar 2020
Apr-Jun 2020
Page 13... Increasing Ridership & Revenue at Kings Transit Jul-Sept 2020 Oct-Dec 2020
Page 14... Increasing Ridership & Revenue at Kings Transit
March 2017 King Transit Authority Newsletter
RELEASE 001 Ridership Report Kings Transit Purchases New Service Vehicle Ridership Report April - February 2017
350000 300000 250000 200000 2016/17 150000 Actual 100000 50000 0 KT Core Annapolis Annapolis Digby Total Kings Transit purchased a Minivan this past month; In East West the recent tender process Kentville Chrysler submitted the lowest price for a Grand Caravan there were four R idership bids in all. Kings Transit’s system wide ridership is down by 4.48%
year to date. February was a challenging month not Authority Receives Kind Words from Passenger Amet velit accumsan suscipit amet velit accumsan suscipit being able to operate service 3.5 days due to poor Below is a Facebook post from 14th of March, Kings transit sed id massa. Cras lobortis sed id massa. Cras lobortis weather conditions. pellentesque sapien. Aenean pellentesque sapien. Aenean shut down early that evening because of poor weather Kings Transit Prepares for Google Transit Launch conditions leo turpis, tempor sit amet leo turpis, tempor sit amet luctus eu, feugiat ut urna. luctus eu, feugiat ut urna. Google is in the final stages of modifying their maps to show Kings Transit bus stops. The work on the project Proin ac mi ut lorem rutrum Proin ac mi ut lorem rutrum has been completed through a partnership between tincidunt id ut mi. . Aenean leo tincidunt id ut mi. . Aenean leo Kings Transit, The Ecology Action Centre and Dalhousie turpis, tempor sit amet luctus turpis, tempor sit amet luctus University. With the use of Google Transit visitors can eu, feugiat ut urna. . Aenean leo eu, feugiat ut urna. . Aenean leo easily pre plan their trip throughout the Kings Transit turpis, tempor sit amet luctus turpis, tempor sit amet luctus service area by seeing the route and bus stop eu, feugiat ut urna. eu, feugiat ut urna. information on the maps.
The next meeting of Kings Transits Board of Directors will be held April 26th at 5pm at the Terminal in New minas 29 Crescent Drive
REQUEST FOR DECISION 024-2017 Title: Kings Transit Authority Date: 2017-04-04 Department: Finance
SUMMARY
Kings Transit Authority 2017/18 Budget Approval
The Town of Wolfville is one of four municipalities that are signatory to an Inter-Municipal Service Agreement to provide public transportation services within the County of Kings. That agreement includes a mechanism setting out the terms for decisions as they relate to specific sections of the agreement. One of these decision points is the annual operating plan/budget.
Each year, the four participating municipal units vote on the KTA Budget as forwarded by the KTA Board. This RFD is prepared to supplement the information presented in February by Kings Transit to a Joint Council Meeting of the municipal units in Kings County.
DRAFT MOTION:
That Council approve the Kings Transit Authority 2017/18 Operating & Capital Budgets as presented at the Joint Council Meeting held February 8, 2017.
Request for Decision, Page 1 of 4 REQUEST FOR DECISION 024-2017 Title: Kings Transit Authority Date: 2017-04-04 Department: Finance
1) CAO COMMENTS
The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY
Kings Transit Authority Inter-Municipal Services Agreement, specifically section 7 (Decisions) and 15 (Operating Budget). Section 7, Decisions, notes:
As noted in the first sentence, budget approval is subject to a majority vote by the municipal partners.
3) STAFF RECOMMENDATION
This is staff’s recommendation to Council (may be same/similar to the draft motion).
4) REFERENCES AND ATTACHMENTS • KTA Budget documents (attached). • KTA powerpoint presentation to Joint Council on February 8th.
5) DISCUSSION
Members of Council have had the benefit of a presentation by representatives of KTA at a Joint Council Meeting held on February 8th. This report will not review all the points made during that discussion. The focus of this report will be financial factors that should be considered before Wolfville Council decides whether to support the budget or not.
As noted during their presentation, KTA’s budget will result in an 11.4% increase in municipal contributions for the 2016/17 fiscal year (a year ago the increase was 9.3%). In dollars this works out to a 2017/18 contribution of $121,800 which is within the amount provided in the Town’s budget estimates. The Town’s transit budget is $137,800 which covers KTA budget, an allowance in case KTA has an operational deficit, and funds for Kings Point to Point.
Request for Decision, Page 2 of 4 REQUEST FOR DECISION 024-2017 Title: Kings Transit Authority Date: 2017-04-04 Department: Finance
A year ago, KTA projected that the municipal partners would see an increase of 8.8% going into the 2017/18 budget and as noted above the increase turned out to be 11.4%. This can be attributed to reduced revenue estimates for 2017/18 stemming from drops in ridership experienced in 2016/17. This can be illustrated by the fact the total KTA operations budget is up from $1.59 million to $1.62 million, or only 1.6%. The funding issue arises out of the drop in fare revenue of $52,100 which the municipal funding partners have to make up in order to balance the budget resulting in the 11.4% increase.
Beyond the increase from the Board approved budget I would note the following for Council to consider in the upcoming years (perhaps as feedback to KTA if even if Council approves the budget):
• The fuel budget was increased for 2017/18 (up from $240,800 to $244,500) despite the fact that actual fuel costs in 2016/17 are substantially below budget up to Feb 28th. In addition, KTA still has a $5,800 Fuel Reserve Fund set up a number of years ago when fuel prices were escalating quickly on a year over year basis. Some of the budget increase can be attributed to 12 months operation for the Belcher St route (which was in place for a partial year in 2016/17). • A review of the new Belcher St route should be considered in the next year or so to see what ratio it is generating in terms of fares vs muni contribution. As noted in last year’s RFD #012- 2016 the first years operation was calling for 70% muni contribution…compared to a typical KTA budget requiring 45% muni contribution. Overall, the 2017/18 KTA budget sees an increase from 45% muni contribution to 50% of total revenues. • The cost effectiveness of the Hants Border service should also be reviewed. Without the connection to West Hants region to the east, this service level may not be financially viable. • Similar to a year ago, it should be noted that increased budget requirements for KTA have4 occurred despite relatively low fuel prices. This can depress ridership numbers (lower fare revenues), but at some point fuel prices will likely start to rise more sharply at which may require additional municipal contributions unless ridership takes a jump.
Overall the Town of Wolfville can manage the increase required by the Board approved KTA budget for the 2017/18 fiscal year. As pointed out in the past, our two main regional partnerships, KTA and VWRM, continue to have cost increases beyond the spending levels provided to the remainder of the Town budget. It may be beneficial to have senior management from the funding partners review the budget requirements of KTA and VWRM at least every few years to ensure equitable funding allocations for all Town services.
FINANCIAL IMPLICATIONS
Covered in Discussion above. Town’s approved 2017/18 budget is sufficient to cover the KTA budget requirement.
Request for Decision, Page 3 of 4 REQUEST FOR DECISION 024-2017 Title: Kings Transit Authority Date: 2017-04-04 Department: Finance
REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS
None provided at this time.
6) COMMUNICATION REQUIREMENTS
The Town should send correspondence to the Manager of Kings Transit Authority formally informing him of Council’s decision as it relates to the budget.
7) ALTERNATIVES • Not approve the budget, and if a majority of partners follows suit then KTA will have to revisit/revise and resubmit a budget to the partners. This option would require all partners to provide some interim funding to KTA in order to provide cash flow to operate on a day to day basis pending majority approval of a budget.
Request for Decision, Page 4 of 4
Kings Transit Authority Proposed 2017/18 Core Operating Budget January 2017
Note:
The content of this budget was passed unanimously by Kings Transit Authority’s Board of Directors at the January 11th, 2017 budget meeting.
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Message from the General Manager Although the Authority’s Board and staff have worked hard to improve the operations of the Authority as well as upgrade Chair, Members of the Authority Board, and Municipal Partners, equipment and increase customer satisfaction; Kings Transit like I respectfully submit the proposed core budget for Kings Transit most Canadian Transit agencies is struggling to maintain ridership Authority for the April 1, 2017 to March 31, 2018 fiscal year. This numbers. represents the annual financial plan and allocation of public A number of factors beyond the control of the Authority have resources for the coming year. contributed to the reduction in ridership and fare revenue as 2016 was a year of moving forward with a number of initiatives to reflected in this budget December 16, 2015 increase efficiency and provide excellent customer service to the continued low fuel cost residents of Kings County as wells as those making the connection Extensive service delays due to road construction in 2016 through Digby and Annapolis counties. service delays of 20-40 minutes daily In the spring of 2016 Kings Transit was awarded an age friendly A different means of dispersing transportation funds grant to hire an education coordinator, this person travels through Community services has contributed to revenue throughout the service area educating seniors on how to use public reduction over $16,000 resulting in a ridership low of just transit as well as organizing day trips. over 6,300 passenger trips between April and December The Authority received $375,000 from the province of Nova Scotia 2016 for capital purchases. 2016 was the first full year of service without making the A new service between Kentville and Hants Border began in connection to Hants West the impact on the Core has September. This service has sped up two of the core buses and proven to be significant. allowed additional service to Silver Fox Drive as well as Hants Online shopping seems to be a trend that has affected Border. ridership numbers. The Board approved the purchase and installation of Wi- Fi Looking ahead, however, the operational and financial future of the equipment for each bus offering free Wi-Fi to those traveling with Authority should improve. Ridership on the Hants Border route is us. expected to increase, the impacts of the loss of the Hants West The Authority was awarded just under $600,000 in public Service is expected to stabilize and service initiatives implemented infrastructure transit funds disbursed by the federal government. in late 2016 are expected to draw new customers . The Authority is upgrading camera equipment, purchasing two Respectfully submitted, buses, adding new technology to the buses and purchasing two new Stephen Foster shelters.
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What’s in the budget?
Hants Border service Repairs and Maintenance During 2015/16 budget process the Board and councils voted to add Has been reduced by $13,000 with the retirement of the final GMC additional service along Belcher Street, Port Williams, Grand Pre, cutaway bus Avonport, and Hants Border with additional modifications to the core to speed up service between Greenwood and Wolfville. The Fare Revenue 2016/17 budget reflected 6 months of service and was approved by Projected revenue for 2016/17 of $ 670,000 was made up of the Board and all councils with the knowledge an additional $636,000 from the core revenue and $ 34,000 in Hants Border increase of 10.8% or $79,031 would be necessary in the 2017/18 revenue. budget in order to cover the full cost of the additional service. Core ridership and Revenue have both dropped in 2016 forcing a
reduction to be carried over to the 2017/18 budget of $ 594,245 Wi–Fi core revenue is down by $41,755 from $ 636,000 Hants Border In 2016 the decision to add Wi-Fi to each bus was made during ridership has exceed expectations in the first four months of service 2016, the additional annual cost of offering Wi-Fi is $4,380 to the however staff have found passengers of this service are using communications budget tickets, passes and transfers when traveling without the exchange of cash which has hurt the revenue stream for this route. The Wages revenue has been budgeted at $ 10,000 less than original The Cost of living Index 1.4% has been added to employee’s wages. predictions. The Hants Border ridership and revenue numbers are based on the first three months of service as that was all the data Fuel there was to work with at the time of budget preparations. The cost of fuel has been fluctuating however has remained well below the 2015/16 budget price of .82 cents/liter the price of .82 cents per liter will be carried over to the 2017/18 budget. Total Budget Ask Advertising Kings Transit is asking for an 11% increase in operating revenue th At the January 11 Budget meeting the authority’s Board of from the partners for the 2017/18 Budget. Directors voted in favor of adding $6,000 to the advertising budget for promoting services on a bus through a half wrap.
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Kings Transit Authority 2017/18 Operating Budget: Revenue
Budget Budget 2016/17 2017/18 - - - Revenues
Revenue from Own Sources Fares 670,600 618,500 Advertising 28,500 27,000 Maritime Bus 7,700 7,200 Interest - - Miscellaneous 1,400 1,500 Total Revenue from Own Sources 708,200 - 654,200
Sale of Services Management Fees 94,500 96,400 Bus Rentals 6,000 8,000 Mechanic Revenue 46,200 47,124 Total Sale of Services 146,700 - 151,524
Conditional Transfers Mun. Contributions - Operating 656,400 737,774 Mun. Contributions - Capital 80,000 80,000 Transfer from Reserves - - Total Conditional Transfers 736,400 - 817,774
Total Revenues 1,591,300 - 1,623,498
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Kings Transit Authority 2017/18 Operating Budget: Administration Expense
Administration Wages 109,000 107,640 Benefits 18,200 18,200 Travel 6,700 3,000 Development & Training 9,900 5,200 Fees & Registrations - - CUTA Registration 2,900 2,900 Communications 9,600 9,300 Answering Service 2,700 2,700 Meeting Expenses 2,000 2,000 Advertising 4,100 7,400 Office Supplies 7,900 7,500 Printing 9,500 9,500 Professional Services 3,800 3,800 Contracted Financial Services 30,900 31,549 Bank Charges 5,300 6,200 Interest Charges - - Legal Costs 5,000 2,500 Audit Costs 12,200 13,000 General Liability Insurance 5,500 5,500 IT Services 2,700 2,700 Total Administration Costs 247,900 - 240,589
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Kings Transit Authority 2017/18 Operating Budget: Operating Expense
Operations Wages 610,400 656,495 Benefits 99,600 104,500 Travel 1,600 500 Development & Training 5,100 2,700 Fees & Registrations 1,600 1,300 Communications 1,700 5,800 Radios 4,500 3,400 Professional Services 2,800 2,800 Tools 2,000 2,000 Repairs & Maintenance 143,500 130,500 Fuel 240,800 244,500 Insurance 45,900 43,614 Permits 4,200 5,500 Cleaning 30,300 31,500 Advertising 1,000 1,000 Bus Signage 2,200 1,500 Driver Uniforms 4,500 5,100 Commission on Sales 4,300 3,500 Employee Awards 3,000 3,000 Total Operations 1,209,000 - 1,249,209
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Fiscal Impact
As the table shows, implementing this service would increase municipal contributions by $ 81,374 in 2017/18. Pictured below is the Budget broken down by each Service Partners contribution percentage:
Breakdown Partner 2016/17 2017/18 Increase 5% Berwick 32,820 36,889 $4,069 15% Wolfville 98,460 110,666 $12,206 20% Kentville 131,280 147,555 $16,275 60% Kings County 393,840 442,664 $48,824 100% Partner Group 656,400 737,774 81,374
Annual Capital Contribution
Service Partners Contribute a combined total of $80,000 annually to Kings Transits Capital account to be used for bus replacement, building upgrades and other Capital expenses as deemed necessary.
2017/182017/18 Capital Capitol Contributions Contributions Berwick 5% $4,000 Wolfville 15% $12,000 Kentville 20% $16,000 Kings County 60% $48,000
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COMMITTEE UPDATE Title: Wolfville Business Development Corporation Date: April 4, 2017 Department: Office of the CAO
UPDATE The WBDC Board of Directors met on March 15th, 2017. Topics included the area rate (now confirmed at the March 21st Council meeting as part of the 2017-18 budget); further discussion of the 4-way stop; the Valentine Business Promotion “Give us your heart, and we’ll give you kisses” in which 40 local businesses participated; and plans for a themed event video with a Springtime Spruce Up theme.
WBDC Board Members have met with the Town regarding partnering to apply for a small grant to promote walking in the wider commercial core.
The issue of plastic use, particularly bag, was discussed in follow up to correspondence received by the Town from a local resident. There was some general discussion regarding education and initiatives of businesses to curb use of plastics.
A request came from the Board President for additional committee membership and support to provide input to solutions for late night mischief and vandalism in the commercial core. Several members expressed an interest in contributing. As well committee membership to assist with parking and traffic solutions was requested.
A proposal has come from Wes Booth to create a #doitinWolfville Campaign based on use of Instagram that will provide instruction on use of Instagram, overview and objectives of the #doitinWolfville Campaign. To date responses from all board members who have responded to the question of whether the WBDC should support this initiative have been in support.
Committee Update, Page 1 of 1 COMMITTEE UPDATE Title: RCMP Advisory Board Date: April 4, 2017 Department: CAO
UPDATE The RCMP Advisory Board met on March 28, 2017.
Key issues discussed at this meeting included:
• Overview of RCMP Quarterly Update Report (December 12, 2016 – March 27, 2017) o Total calls for service in Town of Wolfville: 404
• Cheaton Cup / St Patrick’s Day Debrief o The collaboration between each of the different organizations is really improving o Leading up to both of these events, representation from the Town, the RCMP, the Town’s Compliance Officer, Acadia University and Student Union met several times to conduct operational planning to prepare for the events o The Town actively disseminated information to the public via Social Media and the Town’s website, reminding the community that the events were coming and who to call if there were any issues
• Potential use of RCMP Space o CAO highlighted that staff are looking at bringing a report to Council in May for further discussion with regards to the Town’s potential use of the RCMP Space. Town staff are reviewing ‘Space Needs’ and looking at opportunities to bring staff together, specifically, the Community Development Staff so that the Town has a more ‘storefront’ location for staff that is accessible to the public, and that staff are located “all under one roof”
• 4-Way Stop Traffic Control (Main St / Gaspereau Ave) o The concept that there would be an individual that could serve as a “Traffic Cop” in the intersection of Main Street and Gaspereau Avenue during big events due to the higher volume of traffic. This was determined to not be a viable option as the intersection is too small and unsafe – RCMP Officers would not undertake the responsibility of standing in the intersection due to safety considerations o It was highlighted that it would be worthwhile to explore the use of a temporary light system for the intersection for the months of September/October to see how it works in the control of pedestrian and vehicle traffic
• The next regularly scheduled meeting of the RCMP Advisory Board is Tuesday, July 11, 2017
Committee Update, Page 1 of 1 COMMITTEE UPDATE Title: Town & Gown Committee Date: April 4, 2017 Department: Community Development
UPDATE The Town & Gown Committee met on March 21, 2017.
The following issues were put forward for discussion:
• Welcome Week Update o There will not be any Town sponsored events as part of Welcome Week, but the Town will continue to work with Acadia and the ASU to participate where the Town has resources and capacity o Due to Town Staff involvement in Canada 150, Mud Creek Days will remain scheduled in the July timeframe o It was agreed that there is a need to look at how to better involve Acadia Students in Town events and activities
• ASU – Community Relations Officer o Acadia Student Chris Saulnier successfully ran for this position and has been appointed o It will be beneficial to have an Acadia student focused on Town relations
• Innovative Housing Symposium – Summary Report o The Innovative Housing Symposium was held on January 19, 2017 and looked at the future of housing and development in the Town of Wolfville o The results of Stream 1 – Social Integration of Seniors & Students was of particular interest to the Town & Gown Committee o Staff will organize the initiatives from the Housing Symposium Report that are of particular interest to the Committee for the next meeting
• Staff will look into options for a Town Council-to-ASU Council meeting • CAO will be presenting at the International Town & Gown Association (ITGA) Conference in Eugene, Oregon, May 30 – June 2, 2017 • The next regularly scheduled meeting of the Town & Gown Committee is scheduled for Tuesday, May 16, 2017
Committee Update, Page 1 of 1 COMMITTEE UPDATE Title: Planning Advisory Committee Date: April 4, 2017 Department: Community Development
UPDATE The Planning Advisory Committee met on March 22nd, 2017.
Parts 1 & 2 of the Draft Municipal Planning Strategy were presented to the Committee for their commentary.
Part 1 The following chapters of this part of the Draft MPS were reviewed:
• ‘Purpose’ outlines why the document is produced and the importance of the MGA. • ‘Community Profile’ provides a snapshot of where we are now, who Wolfville’s citizens are and how best to direct future planning efforts to accommodate this data. • ‘Disruptors’ identifies socioeconomic uncertainties that affect the implementation of objectives and priorities set out in the MPS. • ‘Regional and Provincial Coordination’ illustrates how the MPS is consistent with the Statements of Provincial Interest.
Part 2 The following chapters of this part of the Draft MPS were reviewed:
• ‘Sustainability and Resilience’ establishes a multi-pillar approach to sustainable community development to promote equity for current and future generations. • ‘Our Shared Future’ is a desired future that will be worked toward during the life of the plan. • ‘Community Priorities’ identifies objectives and links to policies in the document.
The Committee noted for Council’s consideration that the intent of the first two sections is to set a direction for the community; however, the sections at present do not describe what that community would look like in sufficient detail. Furthermore, there are too many priorities being established and the language being used is too passive – these priorities at present could be applicable to many municipalities and need to be made more specific to Wolfville.
The Committee suggested that the 15 priorities could be grouped into fewer more widely- encompassing priorities supported by bolder language that are more easily attained and have clear indicators of success.
Staff also conveyed to the Committee that a change had been requested by the developers of the West End Lands that would lengthen the timeline of the agreement negotiations.
The next meeting of the Planning Advisory Committee will take place on April 19th, 2017.
Committee Update, Page 1 of 1 REQUEST FOR DECISION 023-2017 Title: Service Agreement - Lightfoot Date: 2017-04-04 Department: Community Development
SUMMARY
Service Agreement - Lightfoot
Council approved the extension of sewer services to Michael and Jocelyn Lightfoot’s property and directed staff to draft a service agreement, which needs to be approved by Council. The agreement is drafted and is being presented for Council’s consideration.
DRAFT MOTION:
That Council approve the Service Agreement for D & M Lightfoot for the provision of sewer services, as attached in Appendix A of RFD 023-2017.
Request for Decision, Page 1 of 3 REQUEST FOR DECISION 023-2017 Title: Service Agreement - Lightfoot Date: 2017-04-04 Department: Community Development
1) CAO COMMENTS
The CAO supports the recommendations of staff.
2) LEGISLATIVE AUTHORITY
Section 60 (1) of the Municipal Government Act allows municipalities to agree with other municipalities, villages or other organizations to provide or administer services. Section 60(3) sets out the items that may be included in a municipal service agreement.
Section 85(1) specifies that a municipality may install the wastewater facilities, stormwater system and water system outside its boundaries and may enter into contracts to provide these services.
3) STAFF RECOMMENDATION
Staff recommend that Council enter into the agreement as attached.
4) REFERENCES AND ATTACHMENTS • RFD 2016-069
5) DISCUSSION
In February 2017 Council approved the following motion:
Council approve the extension of Sewer services by entering into a Service Agreement directly with the Lightfoots
Staff are presenting the draft agreement, which has been reviewed by Charles Thompson, the solicitor for the Town in this matter. D & M Lightfoot Ltd has reviewed and agreed to the service agreement and upon approval by Council, the agreement will be executed and the installation of services may begin upon approval of final engineering plans by Director Kerr.
Key provisions of the agreement are:
• The servicing is for only the development approved by the Development Agreement registered by the County in 2016. Any expansion of the use would require the permission of the Town. • No other properties can be serviced • The property owner will pay the regular sewer rate and comply with the Sewer bylaw • Installation of the services will be the owner’s expense and must be acceptable to the Town’s engineer.
Request for Decision, Page 2 of 3 REQUEST FOR DECISION 023-2017 Title: Service Agreement - Lightfoot Date: 2017-04-04 Department: Community Development
6) FINANCIAL IMPLICATIONS
There should be no immediate negative financial impact to the Town. The capital cost of the sewer extension is being paid by the developer, not the Town.
• Sewer costs, both operating and capital are covered by the Town’s sewer rates and these would apply to the Lightfoot development. These rates are adjusted annually thru the budget process to fully cover operational costs, repayment of debenture costs (sewer related), and provide a contribution to the Town’s Capital Reserves. • Whereas sewer service costs are recovered thru user fees, there is no direct impact on the Town’s property tax rate as the tax rate requirement does not include sewer costs. 7) REFERENCES TO COUNCIL STRATEGIC PLAN AND TOWN REPORTS
This extension will support the Town’s goal of advancing Wolfville as a premier destination in Atlantic Canada for culinary and wine experiences.
8) COMMUNICATION REQUIREMENTS
No additional communication required.
9) ALTERNATIVES • To direct staff to make amendments to the draft agreement.
Request for Decision, Page 3 of 3 SANITARY SEWER EXTENSION AND USE AGREEMENT
This Agreement dated the ___ day of ______, 2017
BETWEEN:
Town of Wolfville (the “Town”)
- and -
D&M Lightfoot Farms Limited (“Lightfoot Farms”) and Lightfoot & Wolfville Vinyards Ltd. (“Lightfoot Vineyards”)
WHEREAS:
A. Lightfoot Farms owns the Properties;
B. Lightfoot Farms and Lightfoot Vineyards (collectively referred to as the “Lightfoot Companies” in this Agreement) wish to develop the Properties as a winery, as described in the Development Agreement;
C. Although the Properties are not located within the Town’s municipal boundaries, the Town is agreeable to providing sanitary sewer service to the Properties to facilitate their development as a winery in accordance with the Development Agreement;
D. There is a currently a sanitary sewer main owned and operated by the Town along Main Street (Highway 1) that terminates at the municipal boundary on Main Street between the Town and the Municipality of the County of Kings; and
E. Section 81(5) of the Municipal Government Act allows for the Town to enter into a contract to provide services outside its municipal boundaries.
The parties agree as follows:
Definitions
1. In this Agreement,
a. “Building Service Connection” means a sanitary sewer building service connection to be constructed by the Lightfoot Companies in accordance with this Agreement from the Properties to the Extension;
b. “Design Drawings” means the engineering design drawings prepared by a professional engineer and attached as Schedule “A” to this Agreement;
c. “Development Agreement” means the Development Agreement related to the Properties between Lightfoot Farms and the Municipality of the County of Kings dated June 12, 2015;
d. “Director of Public Works” means the Town’s Director of Public Works or their designate;
e. “Extension” means an extension to the Town’s sanitary sewer main eastward along Main Street (Highway 1) to be constructed by the Lightfoot Companies in accordance with this Agreement;
f. “Properties” means the real property at 11143 Highway 1, Lower Wolfville, Kings County, Nova Scotia, PID 55222657 and PID 55222244, as described in Schedule “B” to this Agreement;
g. “Sewage” means the combination of liquid and water-carried wastes from buildings, containing animal, vegetable or mineral matter in suspension or solution, but not groundwater, surface water or Stormwater;
h. “Stormwater” means water from precipitation of all kinds, and includes water from the melting of snow and ice, groundwater discharge and surface water;
Construction of the Extension
2. At the expense of the Lightfoot Companies, they will install the Extension to enable the Lightfoot Companies to install the Building Service Connection to service the Properties.
3. The Lightfoot Companies must, at their own cost:
a. Construct the Extension in accordance with the Design Drawings, approved by the Director of Public Works by letter confirming that the Design Drawings comply with the Town’s specifications.
b. Complete the construction of the Extension within one year of the date of this Agreement.
c. Obtain all required permits and approvals from federal, provincial and municipal authorities to construct the Extension.
d. Carry out the construction of the Extension according to the Design Drawings, the current edition of the Nova Scotia Standard Specifications for Municipal Services, and the terms of this Agreement.
e. Provide certification from a professional engineer that the Extension has been inspected by the professional engineer and has been constructed in accordance with the Design Drawings. Such Certification will be in a form to satisfy the requirement for Certification under the permit approval of Nova Scotia Environment for the work.
f. Arrange for the following tests to be carried out on the Extension: - Leakage test - Video inspection.
g. Advise the Director of Public Works of the date and times for such test, and provide the results of these tests to the Town, with the certification of a professional engineer.
h. Provide a complete video record of the Extension after the completion of construction.
i. Allow the Town to inspect the construction of the Extension at any stage.
j. Maintain the Extension and keep it in good repair for one year from the date it is conveyed by the Lightfoot Companies to the Town. The Lightfoot Companies agree to abide by any direction reasonably made by the Director of Public Works for such maintenance and repair.
k. Post a maintenance bond or other security acceptable to the Town, made in favour of the Town in an amount equal to 10% of the actual costs of construction and installation of the Extension, such bond to be posted for one year to ensure compliance with the maintenance obligation described above. If security is provided in the form of a certified cheque, the cheque will be deposited in an interest bearing account. The certified cheque plus accrued interest will be returned at the end of the security period.
l. Prior to the commencement of construction, provide evidence of approval of the Extension from Nova Scotia Environment.
m. Notwithstanding any other provisions of this Agreement, perform the work in compliance with the approval obtained from Nova Scotia Environment.
n. Upon completion of the construction and installation of the Extension, and before it is accepted by the Town:
i. provide one digital autocad file of “as built” engineering drawings for the Extension, stamped by a professional engineer, such file to be autocad version 14 or higher and to include the record drawing survey points submitted electronically in AutoCAD (dwg) and ASCII formats (in NS grid coordinates) including horizontal and vertical conditions of all pieces of new infrastructure and reference monuments used,
ii. provide the results of all required test reports and video records of the Extension,
iii. provide the maintenance bond described above.
4. Upon completion of the construction and installation of the Extension, and upon acceptance of the Extension by the Town, the Lightfoot Companies shall convey the Extension to the Town, free of encumbrances.
Building Service Connection
5. The Lightfoot Companies shall be responsible for the design, construction and maintenance of the Building Service Connection.
6. The construction of the Building Service Connection is subject to the supervision of the Director of Public Works.
7. The Building Service Connection shall be of the size and at the grade, and with the mode of piercing or opening into the Extension, and generally be constructed in the manner and of the materials approved by the Director of Public Works.
8. The Building Service Connection shall not be covered in until it is inspected and approved by the Director of Public Works.
9. If the Lightfoot Companies cover in the Building Service Connection before it is inspected and a certificate of approval issued, the Director of Public Works may open it for the purpose of inspection.
10. The Director of Public Works may repair or replace the Building Service Connection with the consent and at the expense of the Lightfoot Companies.
Discharge of Sewage; operation, repair and maintenance of the Extension
11. Upon acceptance of the Extension by the Town and completion of construction of the Building Service Connection, the Lightfoot Companies may discharge Sewage from the Properties into the Town’s sewer via the Extension in accordance with this Agreement.
12. The Lightfoot Companies will not permit any lands except the Properties to connect to the Building Service Connection and will not do anything that will enable or facilitate any other lands to connect to the Extension.
13. The Lightfoot Companies may discharge a maximum of 13,000 litres of Sewage per day into the Extension. The Lightfoot Companies agree to permit the Town to install a meter to measure the volume of Sewage discharged, at the Town’s request.
14. The Town will be responsible for all maintenance and repairs of the Extension.
15. The Lightfoot Companies agree to comply with the requirements of the Town’s Sewer Discharge and Connection By-Law as amended from time to time, and any successor by-law, except where the terms of that By-Law conflict with this Agreement, in which case the terms of this Agreement shall prevail.
16. The Lightfoot Companies further agree:
a. to comply with Part XIV – SEWERS of the Municipal Government Act, S.N.S. 1998, c. 18 as amended, except where the terms of Part XIV conflict with this Agreement, in which case the terms of this Agreement shall prevail; and
b. that the Director of Public Works shall have the rights of the “engineer” set out in Part XIV with respect to the Properties, the Building Service Connection and the Extension.
Sewer use charges
17. The Town shall install a water meter to measure and record the volume of water consumed at the Properties in accordance with the following:
a. The meter shall be installed and removed only by the employees of the Town, and no other person shall install, alter, change or remove the meter without written permission of the Town;
b. Representatives of the Town shall have the right to access all parts of the Properties at all reasonable hours for the purpose of installing, removing, repairing, reading or inspecting the meter;
c. The Lightfoot Companies shall provide a place which in the opinion of the Town is suitable for the meter;
d. The Lightfoot Companies shall be responsible for the meter that is installed and shall be liable for any damage to the meter resulting from carelessness or the action of frost or from any other cause not the fault of the Town or its employees.
18. The Town shall be responsible for regular readings of the water meter. Any dispute regarding the accuracy of the meter readings shall be resolved in accordance with the procedures set out in the Rules and Regulations established by the Utility and Review Board for the Wolfville Water Utility.
19. The Lightfoot Companies shall pay sewer charges to the Town in accordance with the rates and charges established under the Town’s Sewer Discharge and Connection By-Law as amended from time to time, and any successor by-law.
Use of the Properties
20. The Lightfoot Companies agree to develop and use the Properties only in accordance with the Development Agreement. The Lightfoot Companies will be in default under this Agreement if the following occurs without the written consent of the Town, which consent may be granted or withheld at the Town’s sole discretion:
a. The Lightfoot Companies cease using the Properties as permitted by the terms of the Development Agreement that are in effect as of the date of this Agreement.
Assignment of Agreement
21. The Lightfoot Companies shall not assign this Agreement without the written consent of the Town, which the Town shall not unreasonably withhold.
Termination by Lightfoot
22. The Lightfoot Companies may terminate this Agreement any time after it has conveyed the Extension to the Town pursuant to section 4 of this Agreement, by giving 90 days’ notice to the Town. Upon termination by the Lightfoot Companies:
a. The Lightfoot Companies shall pay any amounts then owing to the Town pursuant to this Agreement;
b. The Town may cease to permit the discharge of Sewage from the Properties into the Extension and the Town’s sewer.
Default and remedies
23. The Lightfoot Companies will be in default under this Agreement in any of the following events:
a. The Lightfoot Companies, or either of them, breaches any of their obligations under this Agreement and fails to correct the breach within a period of 10 days of receiving written notice of the breach from the Town;
b. Lightfoot Farms sells or conveys, or agrees to sell or convey, the Properties (or either of them) to a party other than Lightfoot Vineyards without obtaining the written consent of the Town to assign this Agreement;
c. The Lightfoot Companies, or either of them, commits an act of bankruptcy or insolvency, fail to pay its debts generally as they become due, ceases to carry on all or substantially all of its business or makes a sale in bulk;
d. The Lightfoot Companies, or either of them, becomes bankrupt or insolvent;
e. The Lightfoot Companies, or either of them, takes the benefit of any statute now or hereafter in force for bankrupt or insolvent debtors or for the protection of debtors;
f. An order is made or a resolution is passed for the winding-up or other termination of the existence of the Lightfoot Companies, or either of them.
24. If the Lightfoot Companies default under this Agreement, the Town, at its sole option, may:
a. Terminate this Agreement, upon which the Town may cease to permit the discharge of Sewage from the Properties into the Extension and the Town’s sewer; or
b. Take no action.
25. If the Town elects to take no action on a default of this Agreement, this shall not bar the Town from exercising its rights under this Agreement on any other default.
Review of Agreement
26. The parties agree that, at any time in 2027, and at any time during every 10th year after that, either party may give notice to the other that it wishes to review the terms of this Agreement. Upon such notice, the parties shall, in good faith, review and negotiate possible changes to this Agreement.
Recording of Agreement
27. The Town may record this Agreement in the parcel register for each of the Properties at the Land Registration Office.
Notices
28. All written notices or consents permitted or required to be given under this Agreement shall be deemed to be sufficiently and duly given if written and delivered personally or if sent by prepaid registered mail addressed as follows:
In the case of the Town:
Town of Wolfville 359 Main Street Wolfville, NS B4P 1A1 Attention: CAO
in the case of the Lightfoot Companies:
D&M Lightfoot Farms Limited and and to: muttarts law firm Lightfoot &Wolfville Vineyards Ltd. P.O. Box 515 11201 Highway #1 Kentville, NS B4N 3X3 Wolfville, NS B4P 2R1 Attention: Geoff Muttart Attention: Michael Lightfoot
and, if mailed as described above, any such notice shall be deemed to have been given to the addressee on the fifth (5th) day following the date of mailing, provided that for such purposes, no day during which there shall be a strike or other occurrence which shall interfere with normal mail service shall be considered a day. A party to this Agreement may change its address for service from time to time by notice given in accordance with the above.
Further action
29. To give effect to the intention of the parties expressed in this Agreement, this Agreement shall be construed so to achieve such intention and the parties agree to take such further action as may be required in relation thereto.
Entire agreement
30. This Agreement constitutes the entire agreement between the parties in regard to the subject matter hereof, and there are no other oral or written proposals, agreements or understandings whatsoever between the parties with respect to the same.
Counterparts
31. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original and together shall constitute but a single instrument.
Successors, etc.
32. This Agreement shall be binding upon and enure to the benefit of the parties hereto and as applicable their respective successors and assigns.
Headings
33. The headings used in this Agreement are for convenience only. If any heading is not consistent with the provisions of the Agreement which it introduces, the provisions of this Agreement shall apply.
In witness of this Agreement the parties have signed, sealed and delivered it to each other on the date set out at the top of the first page.
Signed, sealed and delivered ) in the presence of ) TOWN OF WOLFVILLE ) ) By: ______) Mayor Witness ) ) ) By: ______) Town Clerk
Signed, sealed and delivered ) in the presence of ) ) D&M LIGHTFOOT FARMS LIMITED ) ______) By: ______Witness ) )
Signed, sealed and delivered ) in the presence of ) ) LIGHTFOOT & WOLFVILLE ) VINEYARDS LTD. ) ______) By: ______Witness ) )
P:\Town of Wolfville\Documents\Agreement with Lightfoot - revised.docx