2012-10-23_Agenda Packet--Dossier de l'ordre du jourCity of Saint John
Common Council Meeting
Tuesday, October 23, 2012 @ 7:00 p.m. — 9:00 p.m.
Location: Ludlow Room, 8"' Floor City Hall
Regular Meeting
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1.1 a,b,c,d) Priority Setting Session
REPORT TO COMMON COUNCIL
October 22, 2012
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Common Council:
SUBJECT: Council Priority Setting - Final Session (October 23) and Materials
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The City of Saint John
On October 12 and 13, 2012 Common Council participated in priority setting sessions to set a
strategic direction for their term. These priorities are intended to guide decision - making over the
next four years including the annual budget process.
Public consultation was the cornerstone of Council's strategic planning process to identify goals
and objectives that reflect the priorities of our citizens. Engagement with citizens helped
Council complete a SOAR analysis, recognizing the Community's strengths, opportunities and
aspirations while focusing on results. From there, Council worked collaboratively to agree on
priorities for the community and some of the actions required to successfully achieve these goals
during their term.
Following these sessions, the external facilitator in consultation with City staff, completed a draft
of Council's Priorities. The attached document outlines priority outcomes (what Council wants
to accomplish) and the actions that will support achievement of these goals. The document also
describes the leadership role that Council and the Administration (i.e., City staff) have in
working collectively toward successfully achieving Council's Priorities. In developing the draft
set of Council's priorities, focus was placed on capturing the key priority areas agreed to by
Council while ensuring alignment with the results of the SOAR analysis.
The final session of priority setting scheduled for Tuesday October 23, 2012 is designed to
finalize the draft priority outcomes and actions developed by Council. The session will run from
7:00 PM — 9:00 PM and will be held in the Ludlow Room, Stn Floor City Hall (note the
change in start time and location from the schedule approved by Council October 1, 2012).
M &C Council Priority Setting - Final Session (October 23) and Materials — October 22, 2012
A number of documents have been provided to support Council in finalizing their priorities. The
session will also focus on next steps in terms of communicating priorities and more detailed
planning.
• Council's Priorities 2012 -2016 (Draft)
• Council Priority Setting Sessions — Summary of Outputs (external facilitator notes)
Council Priority Setting — Transcribed Notes
Respectfully submitted,
Stephanie Rackley- Roach, P.Eng., MScEng
Manager, Corporate Planning
Jacqueline Hamilton, MCIP RPP
Commissioner, Strategic Services
J. Patrick Woods, CGA
City Manager
Our Community and Corporate Strengths What are Council's Priorities? I I Our Saint John
• We enjoy strong community support and ability for
diverse groups to rally around a common purpose
• We have a strong urban flare with plenty of space to
live, work, and play
• Our history is strong, with numerous heritage
properties to complement our modern amenities
• Our parks, natural environment, and waterways
offer a variety of recreation options
• We boast highly qualified and internationally -
recognized staff and community leaders
• Our entrepreneurial spirit is alive and well
• We are a modern industrial leader
Our Community and Corporate Aspirations
• We will become a community of choice for people
and business
• We will create a culture of forward - thinking, positive
action, within City Hall and around our community
• We will actively promote the development of a
diverse and growing population
• We will be seen as a well -run municipal government
• We will focus on sustainability — a clean, green city
with public transit that meets the of our citizens
• We will work toward integrated walkways and bike
paths to connect our neighbourhoods and
waterways
• We will boast an active network of community of
champions, advocating economic, social and
community investment that drives positive change
Setting priorities is about determining what goals and
objectives will be acted upon during Council's term to
support the community in achieving its long -term vision —
Our Saint John. Council's Priorities will also support the
implementation of PlanSJ our new municipal plan.
As part of its governance role, Common Council
establishes strategic priorities that will guide decision -
making and allow the City to demonstrate accountability
for service results.
Building Our Priorities
Public engagement was the cornerstone of the strategic
planning process to identify goals and objectives that
reflect the priorities of our citizens. Engagement with
our citizens helped us to recognize the community's
strengths, opportunities and aspirations while focusing
on results. From there, Council agreed on priority
outcomes for the community and the actions required to
achieve these goals during their term.
Keep the conversation going with your Council
on Twitter using #sjcouncil
Our Priorities
Saint John
Common Council
Priorities
2012 -2016
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Saint John Common Council Priorities
Saint John Common Council will create policies that foster social, economic and sustainable growth in Saint John; have the courage to follow through
on the tough decisions that are in the best interests of the whole community; and govern with a positive, supportive tone while being respectful of
each other, City employees and our citizens.
Economic Health
Community of Choice
Sustainable Infrastructure
vestSJ
I nvestSJ
In
• Implement clear and consistent internal
• Implement policies that create a livable
• Implement policies that maintain and
processes to facilitate investment and
community, one that provides diverse
protect the quality and integrity of all
development in Saint John while
and accessible opportunities to engage
our infrastructure assets in an
maintaining City standards that align
in arts, culture and recreation in a safe
environmentally sustainable way and
with PlanSJ.
and caring environment.
reinforces with the principles of PlanSJ.
• Deliver an integrated approach to
• Continue to invest in recreation
• Execute a city -wide strategic road
economic development.
facilities such as Rockwood Park,
improvement plan that aligns with
Harbour Passage and neighbourhood
PlanSJ, considers usage and is
• Cooperate with neighbouring
projects.
equitable.
municipalities to advance the economic
• Work with community partners to
• Implement a city -wide recreation
prosperity of the region through the
develop and maintain a new signature
master plan that 'right- sizes' the
True Growth 2.0 initiative.
multi - purpose recreation facility.
delivery of quality recreation programs
• Invest wisely to continue to build our
• Improve the 'face' of our City by
and facilities for our diverse population.
community and deliver services while
increasing investment in our roadways
• Secure funding for projects to deliver
maintaining a healthy financial position.
and sidewalks that connect our
quality drinking water to our citizens.
neighbourhoods.
• Implement an affordable and
sustainable plan in 2012 to address
• Build a more robust transit service that
pension issues.
is aligned with the principles of PlanSJ.
Citizen Focused Service Delivery
• Strategic communication • Accountability for service results • Responsive customer service • Service -based decision - making
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SAINT JOHN
Council Priority Setting Sessions
Summary of Outputs
October 16, 2012
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What to Expect: Oct 12/13
the Ci� a4 tiaYni Mhn
■ Day 1: Friday, Oct 12 (4pm — 7pm)
• Welcome /Agenda /Guiding Principles
• Background: Plan SJ; Vision 2015; Public Consultations
• Summary of one -on -one discussions
• Examples of Outcomes
• Start Facilitated Exercise: SOAR (Strengths, Opportunities,
Aspirations, Results)
■ Day 2: Saturday, Oct 13 (9am — 2pm)
• Continue Facilitated Exercise: SOAR
• Shortlist Priorities
• List Aspirations /Outcomes for each Priority Area
• Metrics Discussion
• Resource Discussion and Council Role in Leading Change
SAINT IOHN
1
Summary: One -on -One
Discussions
■ 1 asked: what is your view of priorities and what are you hearing?
Fiscal Roads Water Quality of Growth &
Responsibility/ Life /Liveable Development
Pension City
Most want to let the Priority area since All brought this up Outcomes within this Absolutely need to be open for
task force come back roads are the as a high priority: priority vary by business and focus on growing
with recommendations "face' of our city — "need to get this Councillor, but all agree our city through increased
sends a message done' it is a priority business investment
Most believe public
doesn't understand the
scale of this issues and
the long term budgetary
implications
Need to determine
to visitors what we
City needs to move from
are all about
Some would like to do
All citizens use
"homework" and prepare
and need the
for what the task force
roads — whether
will come back with
driving, taking the
funding model?
bus, biking, etc
Most believe public
doesn't understand the
scale of this issues and
the long term budgetary
implications
Need to determine
Continue to focus on
City needs to move from
best way to deliver
the urban core and
"policing" to "facilitating ":
on this priority.
priority areas : renew
provide incentives for
What is the best
the plan and
developers
funding model?
commitment
Transportation: includes
Focus on internal and external
transit, walkways,
messaging so every staff
roads,
member thinks about growth
and development; every citizen
understands opp's for growth
Recreation: need to
Consider resource requirements
maintain facilities and
to facilitate internal business
ensure efficient delivery
investments processes: "QB"
Facilitated Exercise:
SOAR Analysis
With SOAR, our focus is on the community and corporate strengths, and
enhancing what is currently done well, rather than concentrating on perceived
threats and /or weaknesses.
Strengths
What are our greatest
strengths?
Aspirations
What is our preferred
future?
Opportunities
What are our best
opportunities?
Results
What are the measurable
results that will tell us we've
achieved that vision of the
future?
SAINT IOHN
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■
SOAR: What Council Said
the
CRY aFsWm Whn
• Strengths:
❑ Strong community support and ability for diverse groups to rally around a common
purpose /cause
• Cosmo /urban flare with plenty of space to live
• Recreation /parks /natural environment/waterways
• Highly qualified and internationally - recognized staff and community leaders
• Entrepreneurial spirit
• Industrial leader /industrial assets
• History/heritage
• Opportunities
• Neighbourhood redevelopment
• Leverage industry partners and increase focus on corporate sponsorships
• Increase focus on multi -use facilities
• Planned network to connect our neighbourhoods through bike
paths /walkways /waterways
• Launch "InvestSJ" campaign, comprehensive of economic, social, and commun."_
investment / /ice-\ _
SAINT 101IN
SOAR: What Council Said
SU Ury of SW. loho
• Aspirations
❑ Operate and be seen as well -run municipal government
❑ Have a diverse and growing population
❑ Be a clean /green city with public transit that meets the needs of citizens
❑ Be the community of choice for people and business
❑ Implement a meaningful 'Pat on the back" program for city staff to encourage
positive feedback
• Results
• Higher score on Ipsos -Reid question on Quality of Life
• Population growth targets /increased tax base
• Increased employment/decreased unemployment
• Higher average household income
• Decrease in poverty levels and associated social issues
• Achieved 2012 -2016 priorities; ready to define a very different set of priorities
• Active and open municipal government
• Baseline needs addressed; some room for "wants"
• Following and renewing our strategic and municipal plans (PlanSJ) l+ q
SAINT 1011N
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Outcome of Priority Sessions
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Good Pension Roads Drinking Economic Transit Recreation
Governance Water Development
Listen, Learn, Lead Plan Identify policies to Secure Approve and follow Create and Continue to
approved ensure the integrity funding for through on True implement develop our
Focus on team unity: in 2012 to of our infrastructure water Growth 2.0 a more signature
Conduct ourselves fix the project recommendations robust recreation
with integrity and pension this term transit plan facilities such as
class, Govern with a issues that is Rockwood Park
positive and aligned with and Harbour
supportive tone and the Passage
be respectful of each principles
other and of our staff of PlanSJ
Empower our staff Improve the "face" Approve an integrated Implement
and seek their of our city by and coordinated PlaySJ
opinions respectfully increasing initial method for delivering
investment in our on Economic
roadways and Development priorities
sidewalks
Create policies to Identify and Improve our internal Work with
drive the social and execute a city -wide processes to increase community and
economic growth of strategic road work investment and industry partners
our city and have the plan aligned with development in the city to develop a
courage to follow PlanSJ that while maintaining City 4PIex in Saint
through on the tough considers usage, standards according to John
decisions that will is equitable PlanSJ
drive our city forward
N
Transcribed Notes from Common Council Priority Setting Sessions
October 12 -13, 2012
SOAR Analysis
Strengths
Quality of Life- Geography/ water, proximity to "cottage country"
People, diversity
History, heritage
Passion, spirit, community pride, friendly
Innovative/ entrepreneurial
Nationally recognized
Industrial leader
Staff- innovative and well qualified (ex. PlanSJ), ownership/ community involvement
Established industry
Number of industrial clusters
Not overpopulated/ developed
Welcoming/ confident/ permissive community
Council familiar/ interested in economic and social development
Respectful council
Open for business attitude
Plans/ strategies/ initiatives internationally recognized
Water front/ boardwalk area, Port, Reversing Falls, Saint John River, Partridge Island, Rockwood Park,
Cherry Brook Zoo, Signature events- arts, culture, festivals and concerts, Fundy Trail, Imperial theatre,
University, IT sector, Health sciences
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 1 of 10
Opportunities
Launch Invest Saint John campaign- leverage industry partnerships to drive change, "TeamSJ "-
business and government
Airport- more access
VIA Rail
Neighbourhood redevelopment, urban redevelopment/ infill housing, undeveloped vacant land,
under populated areas
Opportunity to attract new people, ideas, investment
Space, permissive community, university/ community college, immigrants
Willing partners for collaborative economic/ social growth and development
Our community/ Council has the opportunity to come together to develop, resource and implement an
economic/ social plan to drive our future.
Job creation
4 plex recreation facility/ wave pool, multi -use facilities
Parking lots- development
Waterfront development- slips, shops and restaurants
Tourism- destination
Market urban experience- conventions/ trade shows
Leverage corporate sponsorships to increase development
Develop Partridge Island, Fort LaTour for tourism
Complete Harbour Passage
Develop sugar refinery site
Plan network to connect our boroughs- bike/ water/ walk
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 2 of 10
Goals
Robust, inclusive, multi - cultural city
High performance machine, more efficient overall, remove barriers
Clean and green city- public transit, clean drinking water, recycling (incl. curbside), spring clean -up, more
trees
More employment- retain youth and immigrants
Beautification - better roads
Better financial picture
Vibrant metro lifestyle
Diverse housing opportunities
Attract tourists
Increase education opportunities, average wage, diversity of employers
Decrease poverty levels and associated issues
Increase population, tax base
Increase quality of infrastructure, implement PlanSJ
Increase public engagement/ involvement, partnerships with communities
Support what we already have (Heritage, TCC), don't let it deteriorate. Have ongoing maintenance plans
or partnerships
Results
Population growth numbers
Uptown traffic "off regular hours"
Tax base growth (eg new development)
Positive news story that is far reaching
Continued growth that meets or exceeds industry standards (eg. Energy efficiency)
Shifting the conversation to the positive
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 3 of 10
Destination of choice for industrial knowledge and innovation
Take those points of negative talk (roads) off the list because they are fixed.
Attraction and retention of youth
Customer Vt service approach to business
"Pats on the back"
Community of choice that is global (NB #1 choice is Saint John)
4 years from now- much different Council priorities
• Achieved short term goals, continue to pursue long term goals
• Baseline needs addressed, now some room for "wants"
• Following and renewing our strategic and municipal plans
Priorities
Pension
Plan approved in 2012 to fix pension.
A plan implemented to address unfunded liability
Sustainable (affordable) go forward for pension plan and liability repayment
City responsibility appropriate levels- level agreed to by 90 days after report (pension task force)
Reforms must offer new model
Communication- to public / stop penalizing
New pension model adopted and implemented within 90 days
Indexing and disability and OT out. Accumulation of time served. No stacking.
Economic Growth
Opportunity in a/ to welcoming, clean, innovative community
Invest SJ- Economic, Social, Community (Full Pkg)
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 4 of 10
Invest/ Team/ Renaissance City/ Saint John
Open to people, ideas and investment.
Turnaround
Innovative Industry- focused on environment (pollution control, reforestation)
Permissive community for responsible industrial development
Rich in:
a. Quality of Life
i. Water
ii. Under populated/ underdeveloped
iii. Green space
b. Strong human resources
c. Innovation, forward thinking
d. Awards and recognitions for plans
e. Face challenges
f. Collaborative solution
Innovative problem solving
Efficient/ effective use of limited resources
Prodevelopment
Active lifestyle
Smart city
Compact= varied opportunities
Unique but connected boroughs
Standards- sidewalks
On the move, growing opportunity, not static
Cooperative- voice of the citizens
Well run- government
Population- varied demographic
Redefined taxation allocation model- great control (portion of non- residential tax base)
More discretionary budget
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 5 of 10
"Profitable" (revenue, social sustainability) economic development
True growth 2.0- see plan to completion, sectors take ownership and complete their respective part
Integrated and coordinated approach to delivering on economic development goals. (agencies)
Improve our internal processes to increase investment/ business in city- need to enable staff, win/ win
Streamline processes, decrease red tape/ increase incentives
Identify and remove barriers for growth
Create a culture of inclusivity
What are the measurable? — let's get them in place
Policies and opportunities developed
Fully support and commit to our economic development agencies and partners
Link between economic strategy and processes at City Hall
Prioritize and streamline facilitating services and projects
Council and staff must create/ facilitates an environment that supports economic development
Develop and implement plans that produce ROI- ex. Upper floor program ESJ- $1- $6
Transit
3- 5 yrs
Increase funding
ROI- not profit but user satisfaction and usage rates
Increase effective and efficient system
Transit as an attractive option for all
Environmental impact
Focus on user needs and development areas
Maximize current resources
Tax reform- fuel and property
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 6 of 10
Address community needs- shuttles?
More robust transit plan that is aligned with/ focused on our PlanSJ intensification area.
Recreation
Increase usage of what is already here
Assess current use of what we already have
Finish Harbour Passage
Pull in InvestSJ- community/ people
Continue to invest in existing facilities such as Rockwood Park and Harbour Passage
"PIaySJ " - right size
Look to future for next big "win" ROI for community- work with partners
4plex project- players for completion TBA
Multiple services for multiple groups
Implementation of "PIaySJ " - right sizing of current number of recreational facilities, fields and etc;
Maintenance plan for what we have before, new/ strategic new investment
Finish what we start
Make use of caring and collaborative community as partners in creating a liveable city.
Regional strategy is important
Infrastructure (Water)
Secure funding for water project
Investigate P3 option
Funding in place/ sources identified
Rate analysis- industrial, residential; with an eye on economic development affordability
Source- ground vs surface
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 7 of 10
Water meters- conservation
Raw (industrial) vs treated (human consumption) water
Communication- facts/ info for public
General pipe condition/ ageing infrastructure
Plan B- filtration of drinking water- home by home
Focus on completing water project, we can't accomplish only a portion of the project
Defined, strategic and long term
Completion only acceptable outcome
Educate Tax vs Pay for service fee
Infrastructure (Roads)
Identify policies to ensure the integrity of our infrastructure
Improve the "face" of our city by increasing initial investment in our roadways/ sidewalks
Identify and execute plan aligned with PlanSJ. Consider strategic factors such as usage/ equitable/
PIanSJ neighbourhoods
Community Planning
New paint for lines that last longer
Increase investment in roads
Increase quality
Better communication/ coordination with external service providers and City Hall when road work is
done
Currently at 70 score- PCI
Increase 3.5 million capital
Long term goal of continued maintenance and upgrading
Maintenance plan in place and resourced
Focus prioritize main routes
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 8 of 10
Full focus on reconstruction of roads
No "falling off map"
More long term approach for external service providers who compromise the road
What would 100% PCI mean?
Make sidewalks part of the plan
Communication to public- advise public when work has been completed each year
Core Service review to reflect efficiencies of roads/ infrastructure planning- quality to higher standard
Leadership Role
Your Leadership Role
Be respectful of each other and staff- Positive/ supportive tone with council, staff and community
Business, not personal- team unity
Transparent- goes both ways, it is Council's job to create the environment
Support team- shared decision making
Seek to understand/ be curious
Voice for issues
Be visionary/ commit to solutions together
Meaningful 360 degree performance review
Be willing to make tough decisions and follow through
Listen, learn, lead
Create policies to drive social and economic growth of the city- empower staff- seek staff opinions/ FB
"modeled leadership ".
Conduct ourselves with integrity and class
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 9 of 10
Reporting Process
Annual report
Tie staff reports to council to council priorities
Consultations/ Accountability: ABC's
"Push" comms to publics: review comms strategy (internal/ external) to support staff needs
Ask staff: what do you need? — engage tools and resources
Implement vision: coaching support
Transcribed notes from Common Council's Priority Setting October 12 -13, 2012 Page 10 of 10