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2015-12-14_Agenda Packet--Dossier de l'ordre du jour
r. City of Saint John Common Council Meeting AGENDA Monday, December 14, 2015 6:00 pm Council Chamber Please use Chipman Hill entrance S'il vous plaft utiliser 1'entree Chipman Hill Si vous avez besoin des services en francais pour une reunion de Conseil communal, veuillez contacter le bureau du greffier communal au 658 -2862. 1 Powered By; $ &1BE' Pages 1. Call to Order - Prayer 2. Approval of Minutes 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 Lease of CNR Land Thorne Avenue (Recommendation in Report) 2-21 5.2 261 -267 Crown Street: Encroachment (Recommendation in Report) 22-23 5.3 Bullying Canada (Recommendation: Refer to the Grants Committee 24-25 5.4 Mercantile Centre Pedway Lease - City Share of Operating Cost 26-28 (Recommendation in Report) 5.5 Purchase of Used Motor Grader (Recommendation in Report) 29-31 6. Members Comments 7. Proclamation 8. Delegations / Presentations 9. Public Hearings - 6:30 p.m. 1 Powered By; $ &1BE' 10 11 12 13 14 15 16 17 18 Consideration of By -laws Submissions by Council Members 11.1 ByLaw Number M -22 Amendment to include Heat Pumps (Councillor Norton) Business Matters - Municipal Officers 12.1 2016 Reporting Framework for the City of Saint John's Agencies, Boards and Commissions 12.2 The City of Saint John Parks and Recreation Strategic Plan 12.3 2015 Year End Forecast 12.4 2016 Insurance Renewal 12.5 2016 General Operating Budget 12.6 2016 General Operating Capital Budget Committee Reports Consideration of Issues Separated from Consent Agenda General Correspondence Supplemental Agenda 16.1 New Brunswick Museum (Mayor Norton) Committee of the Whole Adjournment 1 32-32 33-42 43-73 74-77 78 -81 82-99 100-142 143-143 City of Saint John Common Council Meeting Monday, December 15, 2015 Committee of the Whole 1. Call to Order Si vous avez besoin des services en frangais pour une reunion de Conseil communal, veuillez contacter le bureau du greffier communal au 658 -2862. Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the provisions of subsection 10.(2)(4) of the Municipalities Act and Council / Committee will make a decision(s) in that respect in Open Session: 5:00 p.m. 8t" Floor Boardroom City Hall 1.1 Negotiations 10.2(4)(c) Ville de Saint John Seance du conseil communal Le lundi 14 decembre 2015 18 h, Salle du conseil Comite plenier 1. Ouverture de la seance Si vous souhaitez obtenir des services en franrais pour une reunion du conseil communal, veuillez communiquer avec le bureau du greffier communal au 658 -2862. Chacun des points suivants, en totalite ou en partie, peut faire l'objet d'une discussion en prive en vertu des dispositions prevues a Particle 10 de la Loi sur les municipalites. Le conseil / comite prendra une on des decisions a cet 6gard au cours de la seance publique 17 h — Salle de conference, 8e Rage, hotel de ville 1.1 Negociations — alinea 10.2(4)c) Seance ordinaire 1. Ouverture de la seance, suivie de la priere 2. Approbation du proces- verbal 3. Adoption de 1'ordre du jour 4. Divulgations de conflits d'interets 5. Questions soumises a Papprobation du conseil 5.1 Location d'un terrain appartenant aux Chemins de fer nationaux du Canada sur 1'avenue Thorne (recommandation figurant au rapport) 5.2 261 -267, rue Crown: Empietement (recommandation figurant an rapport) 5.3 BullyingCanada (recommandation : transmettre au Comite devaluation des subventions) 5.4 Location de la passerelle du Mercantile Centre — Part des couts d'exploitation pour la Ville (recommandation figurant au rapport) 5.5 Achat d'une niveleuse d'occasion (recommandation figurant au rapport) 6. Commentaires pr6sent6s par les membres 7. Proclamation 8. D616gations et pr6sentations 9. Audiences publiques —18 h 30 10. Etude des arret6s municipaux 11. Interventions des membres du conseil 11.1 Modification de 1'Arret6 ri M -22 visant a inclure les pompes a chaleur (conseiller Norton) 12. Affaires municipales 6voqu6es par les fonctionnaires municipaux 12.1 Cadre de reddition de comptes de 2016 pour les organismes, les conseils d'administration et les commissions de la Ville de Saint John 12.2 Plan strat6gique des pares et loisirs de la Ville de Saint John 12.3 Previsions de fin d'ann6e 2015 12.4 Renouvellement d'assurance pour 2016 12.5 Budget de fonctionnement g6neral de 2016 12.6 Budget d'immobilisations du fonds g6n6ral de fonctionnement de 2016 13. Rapports &pos& par les comWs 14. Etude des sujets &art& des questions soumises a 1'approbation du conseil 15. Correspondance g6n6rale 16. Ordre du jour suppl6mentaire 16.1 Mus6e du Nouveau - Brunswick (maire Norton) 17. ComW pWnier 18. Lev6e de la s6ance a COUNCIL REPORT M &C No. 2015 -250 Report Date October 30, 2015 Meeting Date December 07, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT: LEASE OF CNR LAND THORNE AVENUE — PID 00417642 OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Paul Wilson Kevin Fudge /Brian Irving I Jeff Trail RECOMMENDATION That the City of Saint John lease a 387 +/- square foot parcel of land (for street /sidewalk purposes along Thorne Ave) from Canadian National Railway Properties Inc. for a term of ten years commencing on Juy 01, 2015 for $5,000.00 plus HST upon the terms & conditions as lease #JDE #1007212; and the Mayor and Common Clerk be authorized to execute any required documentation. EXECUTIVE SUMMARY The City has leased this land from CNR since 1987. It is currenty used as a sidewalk that was constructed at the same time as the recent reconstruction of the intersections of Thorne Ave., Bayside Dr., Loch Lomond Rd., and Russell Ave. The rent increase for the proposed 10 year term is $100.00 per year. The purpose of this report is to seek Common Council's approval for the City to extend the lease for 10 years, ending 30 June, 2025. PREVIOUS RESOLUTION That as recommended by the City Manager in the report M &C 2011 -261 Lease of CNR Land Thorne Avevenue -PID 00417642, Common Council approve the City of Saint John lease of a 387 +/- square foot parcel of land (for street purposes along Thorne Avenue) from Canadian National Railway Properties Inc. for a term of five years commencing on Juy 01, 2010 for $2,000.00 plus HST upon the terms & conditions as submitted and that the Mayor and Common Clerk be authorized to execute the Renewal of lease. STRATEGIC ALIGNMENT 2 Ira Extending this lease aligns with the following Council Priorities: Sustainable Infrastructure, Citizen Focused Service Delivery, and Community of Choice. REPORT The lease of this parcel dates from 1987 and since that time the City has, with the consent of CNR, been in possession of the parcel. CNR has notified it is prepared to continue the City's tenancy for another ten year term retroactive to July 01, 2015 and ending June 30, 2025 at the rate of $500.00 plus HST annually with all conditions remaining. This represents an increase of $100.00 per year from the previous rate of $400.00 per year. Staff tried to retain the lease rate at the same level as the last ten year period ($400.00 per year), however CNR refused to agree to same. Staff subsequently attempted negotiating the purchase of this parcel from CNR, however ultimately, CNR decided to retain the parcel as it is in close proximity to its active rail line. The parcel is currently occupied by a sidewak that was constructed within the last few years. The presence of this sidewalk at this location promotes safe, active transportation at a nominal cost to the City. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS In the creation of this report, input was provided from: A) Transportation and Environment Services B) City Solicitor's Office C) Real Estate Services D) Finance ATTACHMENTS A) Area location plan B) Copy of the renewal letter dated March 30, 2015 for lease #JDE #1007212 C) Copy of the existing lease #JDE #1007212 between CNR and the City 9 Description of Plan: Thorne Avenue - Bayside Drive Area N PID: 00417642 PAN: 5435137 Lease of CNR Land for Street Use Date: 04 October, 2011 0 w a Business Development & Real Expansion commerciaie et immeubles �...II �VI Estate ",v, .cn.ca Match 30, 2015 Gabnela Kapuralic Asset Manager Canadian National 1 Administration Road, 1° Floor Concord, Ontario !4K 1B9 Telephone; (905) 760 -5321 Facsimile: (905) 760 -5010 E- mail :gabriela.kapuralic@ cn.ca CITY OF SAINT JOHN PO Box 1971 Saint John, NB Elf_ 4L1 Subject: Renewal lease - #1000/3050612(Doc #1007212) Access Roadway/Storage Site- Thorne Ave., St -John, NB Gabriela Kapuralic Directrice Actits Canadien National 1 Administration Road, niveau 1 Concord, Ontario !4K 1B9 Telephone: (905) 760 -5321 Telecopleur: (905) 760 -5010 Courdel:gahriela.kapuralic @cn,ca As the above -noted contract term will terminate on the 30th day of June 2015, 1 am pleased to inform you that CN is willing to further extend your lease term for a period of ten (10) years for an annual rent of $500.00 (plus HST) for the entire term of ten (10) years: Commencing 1st day of July 2015 and ending on the 30th day of June 2020 Commencing ist day of July 2020 and ending on the 30th day of June 2025 Except for the above, all other terms and conditions stipulated in the original lease and its amendments remain unchanged. Please sign and return a copy of this letter within the next thirty (30) days, retaining a copy for your records. Should you have any additional questions, please do not hesitate to contact me by email: gabriela.kapuralic @cn.ca or by phone at 905 -760 -5321. Gabriela Kapuralic Asset Manager- Business Development and Real Estate Signature (Tenant) G � Date JDE# 1007212 STANDARD LAND LEASE CANADIAN NATIONAL RAILWAY PROPER'T'IES INC. Sum&rd IA2w (P. Tu Incl) O&W 0 6.01 MDEX PAGE 1. 1PREIMSES ................................................. ............................... 2 2. TERM AND RENT 6.03 2-01 Term 6.04 2.02 Overholding 2 2.03 ................................................... ..............................2 ........... Rental Payment 6.06 2.04 ........................... ............................... Place of Payment of Rent 2 2.05 .............................. ............................... Recovery of Monies ..................................... ............................... 3 3 2.06 Accord and Satisfaction ..............„.................. ............................... 3 2.07 Inte rest ........................................................... ............................... 3 3. LESSOR'S COVENANTS ......................... ............................... 3 4, LESSEE'S COVENANTS 6.12 4.01 Condition of Leased Premises ....................... ............................... 3.4 4.02 Use .............................................»................... ..............................4 6.14 4.03 Compliance with Statutes .............................. ............................... 4 4.04 Taxes.......... ...............................,..................... ...,..........,...............4 6.16 4.05 Lessee to Repair ............................................... I........................... 4-5 4.06 Conformity of Construction .......................... ............................... 5 4.07 Environmental Obligations ........................... ............................... 5-6 4.08 Snow and Ice Removal .................................. ............................... 6 4.09 Assignment ................................................... ............................... 6 4.10 Indemnification of Lessor ............................. ............................... 6 4.11 Loss and Damage ... ....................................... ............................... 7 4.12 Surrender of Premises ............................................. 4.13 Insurance ........................................................ ............................... 7-8 5. DEFAULT 5.01 Right to Re- enter ........................... .. ........................... I................. 8 5.02 Bankruptcy of Lessee .................................... ............................... 8.9 6. MISCELLANEOUS 6.01 Right of Entry and Licenses ................................................... 6.02 Railway Operations ....................................... ............................... 9 6.03 Fencing » ........................................................ ............................... 10 6.04 Cancellation by Either Party ......................... ............................... 10 6.05 Non - Registration of Lease...... ..................................................... 10 6.06 Net Lease ................................. . ........................ ... ....... I................. 10 6.07 Prohibited Goods ........................................... ............................... I0 6.08 Roadways ......................................................... .............................10 6.09 Renewal .......................................................... .............................11 6.10 Drainage ......................................................... ............................... 11 6.11 Time ............................................................... ............................... 11 6.12 Applicable Law ............................................. ............................... 11 6.13 Sucoessors and Assigns ................................. ............................... 11 6.14 Waiver ............................................................ ............................... 11-12 6.15 Notices .......................................................... ............................... 12 6.16 Interpretation ................................................. ............................... 12-13 6.17 Representations ............................................ ...................._.......... 13 6.18 Entim Agreemen .......................................... ............................... 13 7. SCHEDULES .............................................. ............................... 13 &chedule A Description of Leased Premises .......................... 14 7 Tam ;<.LUM made this 11t day of December, A.D. 2002. CANADIAN NATIONAL RAILWAY PROPMTM INC., a corporation having its head office at 935, de La Qaueheticre Street West, 9th Floor, Monti-dal, Quebec, H3B 2M9, (hereinafter called `the lessor") THE CITY OF SAn1T JOHN, having its City Hall at 15 Market Square, P. O. Box 197I, Saint John, New Brunswick, E21, 4L1, a body corporate by Royal Charter, confirmed and amended by Acts of the Legislative Assembly of New Bnmswickr, (hereinafter called 'the Lessee) 1 JE7 :r In consideration of the rents, covenants, and conditions hereinafter reserved and contained, the lessor does lease unto the Lessee that parcel of land of the Lessor located at Saint John, in the Province of New Brunswick (hereinafter referred to as the "leased premises'), as described in Schedule °A" attached hereto and forming part hereof, subject to the fallowing terms, covenants and conditions. 2. TEM AND RENT 2.01 Term TO HAVE AND TO HOLD the leased premises for a term of FIVE 151 years commencing on the Brat day of July, two thousand (2000) and to be fully complete and ended on the thirtieth day of June, two thousand Svc 12DOS), unless sooner terminated by written notice as herein provided, hereinafter referred to as the *term. 2,02 Overholdiaa Should the lessee overhold the leased premises beyond the term hereby granted, the tenancy thereby created shall be from month to month, subject to the right of either party hereto to terminate the same at any time by giving to the other party not less than thirty (30) days' notice in writing of intention to terminate. Except as aforesaid, all the terms and conditions of this Lease effective prior to such overholding shall be applicable to ouch tenancy. i 2.03 Rental Payment The Lessee shall pay to the Lessor, without any deduction, set off, or abatement whatsoever, the lump sum of TWO THOUSAND DOLLARS ($2000.00) (Plus HST) payable on the frrat day of December, two thousand two (2002) 2.04 Place of Payment of Rent All rent, additional tent and charges payable hereunder shall be paid by the Lessee to the Lessor, immediately when due, at such place as the Lessor may designate in writing from Lime to time, without any prior demand therefor, and shall be payable in lawful money of Canada. 2.05 Recovery of Monies Rent or any other amounts required to be paid by the Lessee to the Lessor under this Lease shall be deemed to be and be treated as rent and payable and recoverable as rent, and the Lessor shall have all rights against the Lessee for default in any payment of such amounts as in the case of arrears in rent. 2.06 Accord and Satisfaction No payment by the Lessee or receipt by the Lessor of a Iesser amount than the payment of rent herein stipulated is deemed to be other than on account of the earliest stipulated rent, nor is any endorsement or statement on any cheque or any letter accompanying any cheque or payment as rent deemed an acknowledgement of full payment or accord and satisfaction, and the Lessor may accept and cash any such cheque or payment without prejudice to the Lessor's right to recover the balance of such rent or pursue any other remedy provided in this Lease. 2.07 Interest The Lessee shall pay interest compounded monthly on all rents and amounts collectible as rent under the terms of this Lease and not paid when due at an a meal rate equal to three (3) percentage points in excess of the prime commercial leadutg rate (the "Prime Rate ") charged by the Bank of Montreal on Canadian dollar loans to its most favoured commercial borrowers, calculated and computed monthly, with any adjustment in the Prime Rate to be effective on the date of any change in the Prime Rate. Interest runs from the due date without any demand being made therefor and is payable until all ants and amounts collectible as rent plus interest are fully paid. The foregoing is without prejudice to any other rights which the Lessor may have under the Lease arising out of such default. 3. LESSOR'S COVENANTS The Lessor covenants with the Lessee that the Lessee paying the rent hereby reserved, and otherwise observing and performing its covenants and obligations as provided or reserved herein, shall (subject to the provisions of this Lease) quietly and peaceably hold and enjoy the leased premises and all other rights demised or granted bereuader, 'without any hindrance or interruption by the Lessor or any one claiming through or under the Lessor. A 4. LESSEVS COVENANTS 4.01 Condition of Leased Premises It is understood and agreed that the leased premises are being leased to the Lessee "as is". The Lessee has satisfied itself as to the condition of the leased premises and their fitness for the use intended. The Lessee acknowledges that it has inspected the leased premises and conducted an independent investigation of currrrrt and past uses of such Ieased premises and that the Lessee has not relied on any representations by the Lessor cone ring any condition of the leased premises, environmental or otherwise, The Lessor makes no representations or warranties whatsoever regarding the ftness of the leased premises for any particular use or regarding the presence or absence upon or under such leased premises or any surrounding or neighbouring lands out or the leakage or likely leakage or emission from or onto the leased premises of, any toxic, hazErdous, dangerous or potentially dangerous substance or condition. 4.43 Use (a) Subject to any rules, regulations or direction of the Lessor, at any time trade or given, the leased premises shall be used and occupied by the Lessee, in a lawful manner, solely for the purpose of: ACCESS ROADWAY AND STORAGE SITE. (b) The Lessee shall during the currency of the tenancy keep the leased premises in a clean and neat condition satisfactory to the Lessor and not without the prior consent of the Lessor, incidental with the above permitted use, use the leased premises or allow the leased premises to be used, even on a temporary basis, for the storage of refuse, salvage, garbage, waste or other items which the Lessor may consider to be objectionable or a nuisance. 4.03 Com Hance with Statutes The Lessee shall comply with any and all applicable federal, provincial and municipal statutes, regulations, orders or by -laws now and hereinafter in force, affecting the leased premises, the goods and property placed or stored thereon, the business transacted thereon and the use of the leased premises by the Lessee, 4.04 Property Taxes Rent includes Property Taxes. The words "Property Taxes" mean all municipal taxes of any kind, school taxes, water taxes, snow removal taxes and any special or extraordinary taxes levied for whatever purposes by any taxing authority having jurisdiction on the leased premises. The Lessor reserves the right to adjust rent, during the renewal term, in case of increase in such property taxes to reflect the full increase of such taxes payable by the Lessor in relation to the leased premises. 10 4.05 Lessee to Re>yalr The Lessee shall, during the term, sufficiently repair and maintain and keep the leased premises and the improvements erected or to be erected thereon m good and substantial repair, in the event of the destruction thereof by any cause whatsoever, the Lessee shall immediately notify the Lessor in writing of such occurrence, and the Lessee shall at the option of the Lessor, acting reasonably, either immediately rebuild the some or terminate this Lease effective ninety (90) days after such destruction. In the event of such termination, the Lessee shall clear the leased premises and leave same in a neat, clean and level condition satisfactory to the Lessor, in accordance with the provisions of Section 4.07 and Section 4.12 hereof. 4.06 Conformity of Construction The Lessee shall not construct, erect or place, or cause to be constructed, erected or placed on the leased premises any improvements, including but not limited to any building, structure, and any other work of a physical character (hereinafter refired to as "improvements "), without the written consent of the Lessor and if required by the Lessor, the Lessee shall submit to the Lessor all plans and speafieations for the improvements. Tice Lessee shall ensure that such improvements shall conform with all existing federal, provincial and municipal laws in force at the time of construction of such improvements. 4.07 Environmental Obligations (a) The Lessee shall immediately carry out all measures which the Lessor, in its sole discretion, considers necessary to keep the leased premises free and clear of all environmental contaminants or residue (hereinafter referred to as "environmental contamination ") resulting from or occurring dining the Lessee's occupation or use of the leased premises, such condition to be confirmed (at the option of the Lessor and at the sole expense of the Lessee) by a post termination environmental inspcctionfaudit of the leased premises to be carried out by the Lessor. The Lessee shah be solely responsible for the cost of all work carried out to correct any environmental contamination which own on the leased premises, or which occurs on other lands as a result of the Lessee's occupation or use of the leased premises. Notwithstanding the foregoing, in the event that the Lessor at any time during the Term suspects that a potential source of environmental contamination may be either present on the Leased Premises or at risk of escaping from or onto the Leasers Premises to or from adjoining lands, the Lessor, notwithstanding the provisions of Section 3 bereof, shall have the right to enter upon the Leased Premises at all reasonable times and from time to time, following reasonable notice to the Lessee, in order to inspect the Leased Premises and conduct or require the Lessee to conduct, at the Lessee's expense, such tests as may be required to verify the condition of the Leased Premises. The Lessee shall, at its expense, take any and all action as shall be required to prevent such environmental contamination from occurring or escaping frimt or onto the Leased Premises. (b) If the Lessee fails to correct any environmental contamination to the satisfaction of the Lessor and any public authority having jurisdiction, the Lessor may perform such work by its employees or agents. The Lessor may charge the Lessee ftom time to time for all the costs incurred by the Lessor in correcting such environmental contamination, phis fifteen percent (15 %) for overhead, and the Lessee shall pay the Lessor's invoice or invoices for such costs within ten (10) days of receipt of each 11 invoice. In the event such remedial work is carried out by any public authority, the cost of such work shall be borne by the Lessee. (c) The Lessee shall comply with the provisions of any federal, provincial or municipal laws applicable to the leased premises with respect to maintaining a clean environment. If any public authority having jurisdiction with respect to environmental protection, or fire protection, requires the installation of equipment or apparatus on the leased premises to improve the environment or to improve fire protection facilities, then the Lessee shall promptly install such equipment or apparatus or tape such measures as may be required by such public authority. The Lessee shall be solely responsible for the cost of all worst carried out to comply with the requirements of a public authority. (d) Upon the termination of this Lease, the Lessee shall leave the leased premises in a clean and tidy condition free of any environmental contamination resulting fmrn or occwring doming the Lessee's occupation or use of the leased premises. if the Lessee has installed any facility on or under the leased premises, the Lessee shall remove such facility and contents by the date of termination ofthm Lease, unless the Lessor consents in writing to such facility remaining on the leased premises. The Lessee shall have the burden of proving that any environmental contamination has not resulted from ar occurred during its occupation or use of the leased premises. (e) The responsibility of the Lessee to the Lessor with respect to the environmental obligations contained herein shall continue to be enforceable by the Lessor notwithstanding the termination of this Lease. 4.08 Snow and lee Removal The Lessee shall be responsible for the removal of snow and ice from the leased premises and any other areas which the Lessee has the privilege to use under this Lease, imhmding shared roadways, sufficient for the Lessee's own purposes, In no event shall the Lessee plow or deposit (or cause or permit to be so plowed or deposited) snow and ice upon the adjacent lards and rights -of= -way of the Lessor or adjacent municipal roadways, nor shall the Lessee in any way interfere with the Lessor's own snow removal operations. 4.09 Assio went The Lessee shall not assign, transfer or sublet any part of the leased premises, without the Prior written consent of the Lessor, such consent not to be unreasonably withheld. The Lessee shall furnish the Lessor with a duplicate original of the said assigrunent or agrerrmemtto sublease. No assignment or sublease of this Lease shall be effective until the Lessee or the Lessee's Assignee shall have first paid the Lessor its reasonable costs in connection with such assigrrnent or sublease. 4.10 Indemnldeat ion of Lessor The Lessee will indemnify and save harmless the Lessor, its servants or agents from and against any and all claims, actions, damages, liabilities and expenses in connection with loss of life, personal injury or damage to property arising from or out of any occurrence in, upon or at the leased premises, or the occupancy or use by the Lessee of the leased premises or any part thereof, or occasioned wholly or in part by any act, omission, negligence or 12 misconduct of the Lessee, its agents, contractors, employees, servants, licMsees or concessionaires or any of them permitted by the Lessee to be on the leased premises, In case the Lessor, its servants or agents, without fault on their part, is or are made a party or parties to litigation commenced by or against the Lesser, or otherwise, then the Lessee will protect and hold the Lessor, its servants or agents harmless and will pay all costs, expenses and reasonable legal fees incurred or paid by the Lessor in connection with the litigation. 4.11 Loss and Dame c The Lessee covenants with the Lessor that the Lessor, its servants or agents, shall not be liable for death or injury or for damage to property of the Lessee or of others located on the leased premises, nor for the loss of or damage to any property of the Lessee or of others by theft or otherwise, from any cause whatsoever, it being expressly agreed that this Section 4.11 excludes darnages, loss or injury resulting from the negligence of the Lessor, its servants or agents. 4.12 Surrender of Premises The Lessee shall, prior to the expiration or sooner determination of the terns, demolish and remove from the leased premises all buildings, (including foundations), improvements and fixtures, as well as any chattels located thereon, and fill and compact all excavations thereon with gravel or clean fill, and peaceably surrender and yield up to the Lessor the leased premises in a neat, clean and level condition free and clear of all waste materials, erections and things thereon not belonging to the Lessor, all to the reasonable satisfaction of the Lessor. If the Lessee shall not so remove such hruldmM improvements, fixtures and chattels, the Lessor, at its option and in its sole discretion, may.- (a) enforce such removal; or (b) as agent of the Lessee, carry out such work and the Lessee shall pay to the Lessor all costs and expenses incurred in so doing, and the Lessor shall be entitled to recover from the Lessee the costs thereof together with a fee for supervision of carrying out such work in an amount equal to fifteen percent (1 5016) of the costs of so doing; or (c) allow same to remain on the leased premises and upon Notice of Declaration of Ownership by the Lessor, such buildings, improvements, fixtures and chattels stall become the sole property of the Lessor without any right to the Lessee to have compensation therefor. The Lessees obligation to observe or perform this covenant shall survive the expiration or the termination of this Lease. Until such time as the leased premises are cleared to the satisfaction of the Lessor or Notice of Declaration of Ownership has been given pursuant to paragraph 4.12(c) above, the Lessor shall be entitled to claim as liquidated damages (and not as s penalty) an amount equivalent to the rents, taxes and any other monies payable hereunder. 4.13 Insurance (a) General Liability Insurance - The Lessee will procure and maintain throughout the terra of this Lease or any renewal thereof comprehensive general liability insurance on Insurance Bureau of Canada Form No. IBC 2100 or its equivalent with insurance companies acceptable to the Lessor, protecting both the Lessor and the Lessee 13 against liability for bodily injury and death and for damage to or destruction of pmpertY by reason of any occurrence or accident in, on or about the premises leased by the Lessee, including tenant's legal liability, with liability coverage in an amount Of not less than FIVE NULLION DOLLARS (S5 000 000.00), and mrb higher limits as the Lessor may reasonably require from time to time. It is understood that the employees of the Lessee shall not be considered employees of the Lessor. The insurance provided herein shall apply to the Lessor and the Lessee (the Insureds) in the same manner and to the saute extent as if a separate policy bad been issued to each and shall contain a cross liability clause. The Lessee agrees that the insurance provided herein does in no way limit the Lessee's liability pursuant to the Indemnity provisions of this Lease. (b) Subrogation - The Lessee shall have no claim against the Lessor or the Lessor's insurance for any damage the Lessee may suffer, and the Lessee shall require the insurers under the insurance in Serb - section 4.13(x) above to waive any right of subrogation against the Lessor. (c) Evidence of InsgMce - Upon the written request of the Lessor, the Lessee shall provide to the Lessor evidence of such insurance having been obtained and maintained in the form of a certificate of ins ranee, and such insurance shall not be subject to cancellation except after at least ninety (90) days' prior written notice to the Lessor. If the Lessee fails to comply with the requirements hereof to obtain insurance, the Lessor may, but need not, obtain such insurance and keep the same in effect and the Lessee shall pay to the Lessor the premium cost thereof as additional rent upon demand. (d) Premiums - Notifications - The Lessor shall not be responsible for the payment of any premiums with respect to such insurance, and shall not be responsible for notifying the ins= of any occurrence or accident in or around the leased premises. (e) Insurance on Assiggment - Notwithstanding the provisions of the Assignment Clause herein, the Lessee shall ensure that any Assignee of the premises shall obtain and maintain in full force and effect, during the term of such assignment, the insurance refereed to in this Clause. The Lessee shall obtain from such Assignee, and shall file with the Lessor, a certificate that such insurance has been obtained and is being maintained. S. DEFAULT 5.01 Ri t to Re-enter If the Lessee fails to pay rant when due, or fails to perform any other of the terms, conditions or covenants of this Lease to be observed or performed by the Lessee, or if re-entry is permitted under any other terms of this Lease, then the Lessor, in addition to any other right or remedy it may have, will have the right of immediate re -entry and may remove all persons and property from the leased premises and the property may be removed and stored in a public warehouse or elsewhere at the cost of, and for the account of the Lessee, all without service of notice or resort to legal process and without being deemed guilty of trespass or conversion, or becoming liable for loss or damage occasioned thereby. 14 5.03 Baakruptey of Lessee If the term of the Leese or any of the goods and chattels or improvements of the Lessee on the leased premises at any time during the term are seized or taken in execution or attachment by a creditor of the Lessee, or if the Lessee makes an assignment far the benefit of creditors or becomes bankrupt or insolvent or takes the benefit of an Act now or hereafter in force for banknpt or insolvent debtors, or if an order is made for the winding -up of the Lessee, or if the Lessee abandons or vacates or attempts to abandon or vacate the leased premises or sells or disposes of goods or chattels, or the improvements, if any, of the Lessee, or removes them or any of then from the leased premises so that there would not in the event of abandonment, vace2ing, sale or disposal, be sulrcient assets on the leased premises subject to distress to satisfy all rentals due or aastring due hereunder, then and in every such case, in addition to the remedies herein provided, the bahmee of the rental due over the reining term of the Lease ( "the accelerated rent") shall immediately become due and payable and the Lessor may re -enter and take possession of the leased promises as though the Lessee or the servants of the Lessee or any other occupant of the leased premises were holding over after the expiration of the term of the Lease, and the Lease, at the option of the Lessor, will forthwith become forfeited and dedamined. In every one of the cases above mentioned the accelerated rent will be recoverable by the Lessor in the same manner as the rents hereby reserved and as if rants were in arrears and the option will be deemed to have been exercised if the Lessor or its agents give notice to that effect to the Lessee. 6. MISCELLANEOUS 6.01 Right of Entry and Licenses (a) The Lessor, its servants or agents, may at all times eater upon the leased premises, or enter any building or improvement situated thereon for the purpose of viewing the state of repair, conditions and use of the leased premises, or to perform any work or repair thereon, or to show the leased premises to prospective purchasers, mortgages, or tenants or to exercise any of the rights or obligations of the Lessor under this Lease. the Lessor shall be entitled to affix and retain on any part of the exterior of the leased premises a notice that the premises are for rent or sale. (b) It is understood that all or a portion of the leased premises is subject to the existence of licenses or agreements far utilities, telecommunications or licenses of a similar nature. The Lessor reserves the right to grant to others in the future such similar licenses or agreements. 'The Lessee agree to allow any and all authorized personnel to enter upon the leased premises for the purpose of constructing, maintaining and repairing such power, telephone, telecommunications lines, in accordance with such agreements. Any relocation of alteration of such facilities by the Lessee would be at the sole cost of the Lessee. 6.02 Railway Operations (a) The Lessee covenants with the Lessor not to obstruct or interfere with the operation, maintenance and use of any railway track or with any works of the Lessor in the vicinity of the leased premises. In particular, and without restricting the generality of the foregoing, the Lessee will observe all applicable legislative or regulatory requirements covering vertical clearance from base of rail and horizontal clearance from gauge side of nearest rail. (b) The leased premises may be subject to inconveniences resulting from railway operations in close proximity thereto, particularly resulting from noise, vibrations or 15 fumes. The Lessee will hold the Lessor harmless of any claims of whatsoever nature consequent to any such inconveniences and hereby waives any claims he may have resulting therefrom, including for any cDnstraints in peaceful enjoymerrL (c) In no event shall the Lessor be liable for damage by fire arising directly or indirectly from sparks from locomotives or other railway equipment of the Lessor, whether caused by the negligence of the Lessor, its servants or agents, or otherwise, all such risks being assumed by the Lessee. 6.03 Fencht If required by the Lessor at its sole discretion, the Lessee shall, at its risk and expense, construct a fence of a quality satisfactory to the Lessor and in accordance with the Lessors specifications and instructions, which shall be provided to the Lessee in writing, to separate the leased premises, or a portion thereof: hum the Lessor's adjacent property. 6,04 Cancellation by Either Party Either party may cancel this Lease by giving at least THIRTY (30) days' written notice to the other party, at the end of which this Lease and all privileges herein granted shall terminate subject to those covenants, agreed to herein, that are expressly intended to exist past the termination of said lease, 6.05 Non- Redetmdon of Lease The Lessee covenants and agrees with the Lessor that, except where the Lessor's consent has been obtained, it will not register or cause to be registered or permit to be registered this Lease or any Notice thereof at any time in any Registry Office or Land Titles Office or file or register, or permit or cause to be filed or registered any caveat or encumbrance against the title to the leased premises, and in the event that this Lease or a caveat is at any time so filed or registered, the Lessee will, upon the request of the Lessor, forthwith withdraw, . discharge and release or cause to be forthwith withdrawn and released such registration at its own expense. 6.06 Net Lease It is agreed by the Lessor and the Lessee that the rentals reserved to the Lessor under this Lease shall be net to the Lessor, and shall be clear of all taxes, rates, duties, asscssrnent, costs, charges, utilities charges and insurance premiums arising from or relating to the leased premises, and that the Lessee will pay all of the foregoing, together with all expenses of every nature and kind whatsoever relating to the leased premises and the Lessee covenants with the Lessor accordingly, provided that nothing of the foregoing contained shall require the Lessee to pay income taxes and corporation taxes which are the responsibility of the Lessor. 16 6.07 Probilhlted Goods The Lessee shall not use, handles keep or stare, or permit to be used, handled, kept or stored in or upon the leased promises, without the written consent of the Lessor, any goods of an explosive, dangerous, toxic or inflammable nature or character, or goods which may, for any reason, be deemed objectionable by the Lessor, nor shall the leased premises be used in any way which the Lessor considers objectionable. 6.08 Roadways It is understood and agreed that portions of the leased premises may consist of roadways or rights -of -way used by the Lessor or third parties for the purpose of gaining access to adjoining land, and the Lessee agrees that such roadways or rights -of -way may be used for such purpose, jointly with the Lessee. The Lessor hereby confers the right and authority and imposes the obligation upon the Lessee to insure that such usage by the Lessee is reasonable at all times, and that the Lessee shall not use such roadways or rights -of -way for storage or parking but that same shall be kept clear at all tunes for vehicular traffic. The Lessee shall be responsible for the maintenance, including snow removal, and liability related to the use of such roadways. 6.09 Renewal If the Lessee has paid to the Lessor the rents hereinbefore provided to be paid and has obtained, performed and carried out all the other covenants and provisions hereof, the Lessee, upon giving to the Lessor ninety (90) days' written notice prior to the expiration of the teen hereby granted, shall be entitled to a renewal of this Lease for further terns of years each upon the same terms and conditions as herein provided, except rental and except the right to renew. IT IS AGREED that the rental to be paid by the Lessee to the Lessor during any renewal term shall be determined by the Lessor prior to the commencement of any renewal term, but shall in no evert be less than the rental which was paid in the immediately preceding period. 6.10 Dralnaee (a) The Lessee shall construct and thereafter maintain, repair or reconstruct upon the leased premises, or upon such of the Lessor's lands as the Lessor shall direct, such culverts, ditches, catch-basins, drains, or other works as the Lessor shall, in its sole discretion, deem appropriate, necessary or adequate to properly and without damage thereto drain those lands of the Lessor adjacent to or in the vicinity of the leased premises. Without in any way limiting the generality of the foregoing, the Lessee shall so use the leased premises such that water shall not be accumulated or stored thereon, and that the drainage works shall be sufficient to adequately drain the leased premises and those lands of the Lessor adjacent to or in the vicinity of the leased premises. (b) The Lessee shall not in the use of the leased premises obstruct any existing water course, or impair in any way the usefulness of any existing ditches, culverts or drainage works now or hereafter upon those lands of the Lessor adjacent to or in the vicinity of the leased premises. (c) It is a condition of this lease that all drainage works on or about the leased premises shall be constructed and thereafter maintained to the satisfaction of the Lessors Engineer and that before any work of constructing or re- constructing such drainage works the approval in writing of the Lessor's Engineer as to the type and adequacy of the drainage works contemplated shall have first been obtained. 17 6.11 Time Time shall be of the essence of this Lease. 6.12 Applicable Law This Lease shall be construed pursuant to the laws of the Province in whicb the leased prernises are situated, as well as any federal legislation that may be applicable. 6.13 Saceessont and AsAgas This Lease extends to and binds the respective heirs, executors, administrators, successors and assigns of the parties hereto as the case may be, 6.14 Waiver The waiver by the Lessor of a breach of a term, covenant or condition herein contained will not be deemed to be a waiver of the terra, covenant or condition of a subsequent breach of the same or another term, covenant or condition herein contained. The subsequent acceptance of rent by the Lessor will not be deemed to be a waiver of a preceding breach by the Lessee of a term, covenant or condition of this Lease, other than the failure of the L.essec to pay the particular rent accepted, regardless of the Lessor's knowledge of the preceding breach at the time of acceptance of the rent. No covenant, term or condition of this Lease will be deemed to have been waived by the Lessor unless the waiver is in writing signed by the Lessor. 6.15 Notices (a) Any notice to be given under this Lease shad be in writing and shall be validly given if delivered, transmitted by facsimile or mailed by prepaid registered mail to the parties as follows: The Lessor: CANADIAN NATIONAL RAILWAY PROPERTIES INC. 277 Front Street West Floor 8 Toronto, Ontario M5V 2X7 Fax No.: (416) 217 -6774 The Lessee: CITY OF SAINT -JOHN RO. Box 1971 Saint -John (New Brunswick) E2L 4L 1 Attention: Brian hvirtg, Manager Fax No.: (506) 658 -2837 or to such other person or address as either party may designate by notice given in accordance with this Lease. Notice shall be deemed to have been initially given on the third (3rd) day following the mailing thereat or in the case of delivery on the date of delivery or in the case of facsimile transmission on the first (1st) business day following the date it was sent. (b) Any communication relating to Force Majeeae, or any matter of an emergency or operating nature, may be given by any reasonable means. If given verbally or by telephone, such communication shall be confined in writing or by electronic communication which can produce a written copy. 6.16 In*rpretatdon (a) The necessary grammatical changes required to make the provisions of this Lease apply in the phrral sense where there is more than one lessee, and to corporations, association, partnerships or individuals, males or females, in all uses will be assumed as though in each case fully expressed. (b) In this Luse "hen," "rhereo�n 'hereby," 'hereunder," "hereto," "herainailer" and similar expressions refer to this Lease and not to any particular paragraph, clause or other portion thereof unless there is something in the subject matter or context inconsistent therewith and the parties agree that all of the provisions of this Lease are to be construed as covenants and agreernants as though words importing such covenants and agreements were used in each separate paragraph hermt and that should any provision or provisions of this Lease be illegal or not enforceable it or they shall be considered separate and severable from the Lease and its ren,, ntng provisions shall remain in force and be binding upon the parties hereto as though the said provision or provisions had never been included. 6.17 Representations The Lessee hereby accepts the Lessor's title to the leased premises and the rights herein granted and agrees that nothing in this Lease expressed or implied shall operate or have e &d as any warranty, guarantee, or covenant of title. 6.18 Entire Agreement The ]eased premises are taken by the Lessee without any representation of any kind other than those contained in this Lease on the part of the Lessor or its agent, This Lease contain W1 of the terms, covenants, conditions and agreements between the parties hereto and any addition to or alteration of or changes in this Lease to be binding must be made in writing and signed by both parties. The Lessee hereby accepts this Lease of the leased premises to be held by it as Lessee subject to the terms, covenants and conditions above set forth 7. SCHEDULES The provision of the following Schedules attached hereto shall form part of this Lease as if the same were embodied herein: Schedule A _ Description of Leased Premises (or descriptive plan) 19 IN WITNESS WHEREOF the parties hereto have executed these presents as of the day and year first above written. SIGNED AND DELIVERED CANADIAN NATIONAL RAILWAY In the presence of: PROPERTIES IIYC. D Mt Pe . Witness L661M DII Regional Manager, Eastern Canada SIGNED SEALED & DEUVLRRED THE CITY OF SAINT JOHN In the presence of: Per: 11 Constance Mosher Assistant Common Clerk Common Council Resolution: January 20, 2003. 20 SCHEDULE A I ANNEXE A 7 o�lm 2 CU a CD cs, +bsa6a ra tlMADFMLg v n ts mmna rt,snm+ 21 Q , ifjio K\ COUNCIL REPORT M &C No. 2015 -262 Report Date December 21, 2015 Meeting Date December 21, 2015 Service Area Legislative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT. 261 -267 Crown Street: Encroachment OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author City Solicitor City Manager John L. Nugent John L. Nugent Jeff Trail RECOMMENDATION That pursuant to section 4 of 1877 (15t Session) Statutes of New Brunswick, Chapter 8, the building at 161 -167 Crown Street currently encroaching upon the said Crown Street be permitted to continue encroaching "until such ... building be destroyed or materially damaged by fire, or shall become dilapidated or out of repair ...." EXECUTIVE SUMMARY A request was received on behalf of the owners of 161 -167 Crown Street to accommodate the encroachment of their building upon Crown Street, a public street. It has been confirmed a building of similar size and shape to the current building existed on site in 1875 and that the site was not affected by the Great Fire 1877. That being the case, Council may adopt a resolution permitting the encroachment. N/A STRATEGIC ALIGNMENT N/A 22 sa REPORT This department received a request from Richard F. McPhee, solicitor for the owners of 161 -167 Crown Street seeking relief as his clients' building encroaches upon the Crown Street right -of -way. In the usual course the remedy is to request that Common Council advertise its intention to stop up and close that portion of Crown Street encroached upon, and if the street is stopped up and closed, to grant an easement "until such building be destroyed or materially damaged by fire, whereupon such easement and all rights incidental thereto shall cease ". However, in this instance, as 161 -167 Crown Street was not within the area burned during the Great Fire of 1877, if the owners could conclusively demonstrate that the building was extant at the time of the Great Fire then they could avail themselves of section 4 of 1877 (15t Session) Statutes of New Brunswick, Chapter 8: "... and provided also, that in case any dwelling house, storehouse or other building shall be standing and being on any such street or upon and over the sideline of any such street at the time of the passing of this Act, (5 Sept. 1877) in that part of the City of Saint John not within the burnt district in the third Section of this Act mentioned, it shall not be required that the same should be forthwith removed, but the same may be permitted by the Common Council of the said City to be continued until such dwelling house, storehouse or other building be destroyed or materially damaged by fire, or shall become dilapidated or out of repair, ..." The owners have provided information to confirm that a building of similar size and configuration to the current building was extant in 1875. That being the case a resolution of Common Council will provide sufficient remedy. SERVICE AND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A 23 S 1 Dec 07, 2015 01:53 PM To: 15066744214 Page 1/2 From: BulyngCanada Inc. National Office: 471 Smythe Street, PO BOX 27009, Fredericton, NB E3113 9M1 December 7, 2015 RE: Financial Donation Request, from BullyingCanada Dear Mayor and Council: As you may know, BullyingCanada is hard at work assisting youth and their families, not only across New Brunswick but across Canada and we have been making a life- changing difference for youth for ten years this December. We are writing to introduce you to nine -year old Amanda, a grade four New Brunswick student with cerebral palsy. Amanda's mother contacted BullyingCanada after her daughter was bullied by a classmate who repeatedly made fun of her wheelchair. Amanda felt alone and scared, and could not understand why someone would embarrass her over something she could not change— a physical disability. BullyingCanada worked closely with Amanda's school - in fact we were invited to meet with her classmates and provide a workshop on bullying prevention and understanding physical disabilities. It was a great session and we are thrilled that Amanda now feels more confident and safe not only in her class, but in her school and community! It's true that big changes can happen when people just listen to each other! WE ARE EXPERIENCING A DRAMATIC INCREASE IN CALLS FOR HELP) Last week, BullyingCanada heard from 7,956 callers - that's nearly 41,024 calls in the last month. Caller volume is higher than just one year ago and we are seeing a comparable increase in emails from parents, students and educators looking for our assistance. PLEASE JOIN US ... WE NEED YOUR HELP) Amanda is not alone. Please help BullyingCanada, as we continue supporting students in London who just want to feel safe again at school. Today, we are asking Council to make a special gift to help ensure that no one— not even bullies are alone when facing a bullying situation. The generous gift will ensure that youth can access BullyingCanada 24/7 by phone, online, or in person. No other organization stands on the frontline to resolve bullying situations. We do more than listen to problems, we help create change] CALLS TO BullyingCanada ON THE RISE We hear from youth in every community across New Brunswick and every part of Canada.. • 812,840 calls in 2014 • 205,147 Follow -up reports made to 86,400 emails & Live Chat in 2014 families that BullyingCanada assisted in 6 1,262,800 Page views in 2014 2014. Tel: 877 -352 -4497 Ext. 203 Email: Rob. Frenette @BullyingCanada.ca charitable Registration Number: 829917897RR0001 24 Dec 07, 2015 01:53 PM To: 15066744214 Page 212 From: BullyingCanada Inc. National Office: 471 Smythe Street, PO BOX 27009, Fredericton, NB E3113 91101 HOW DOES BullyingCanada STAND OUT FROM THE REST? We believe it is important that the charitable contributions made have the greatest possible impact on helping people in need. This means that our fundraising efforts are organized by volunteer teams with donated support from our suppliers. We thank our donors promptly and keep them informed of our activities rather than offering free items like, calendars, stickers and stationary bearing our logo. BullyingCanada has built its organization on this approach and it has helped us earn the confidence of donors across Canada. In 2014, 98% of our funding went to our charitable programingl Only 2% went to Administration. Some larger charities spend less than 60% on their charitable programing, well below the mandated rules set out by the Ca nada Revenue Agency. SUPPORT OUR SUCCESSFUL PROGRAMS By donating to BullyingCanada, you are supporting our successful programs, which include: • Youth Voices Speaking Program — Promoting the importance of respect in our schools, BuilyingCanada's Youth Voices Speaking Program is backed several times a week by schools and businesses across Canada. Nearly 420 workshops have been provided this BullyingCanada National 24/7 Telephone Support Network — Trained volunteers work to address the caller's immediate issues, which often require us to contact their school or local law enforcement, or offer help navigating the complexity of government services. We also make referrals to local community based agencies in our network. We average approximately 28, 000 calls a month to our support system. The Right Information Online -- BullyingCanada.ca offers tips for parents, teachers and students who find themselves in a bullying situation, as a victim, bystander and even as a bully. Community service organizations also use our website to provide clients with up to date information and resources. We support a considerable online community, exceeding 1.2 million page views to our website in 2014, Upon request, I'd be glad to forward you a copy of our financial statements along with a Case For Support, As you may know the Village of Belledune had a $5, 000 donation to our organization, why not match it? The donation will be the largest government funding BullyingCanada is set to receive this year. Sincerely Yours, ,ora Rob Frenette, O.N.B Co- Executive Director/ Co- Founder BullyingCanada Inc. Tel: 877 - 352.4497 Ext. 203 Email: Rob. Frenette @BullyingCanada.ca Charitable Registration Number: 829917997RRODGI 25 Q , ifjio K\ COUNCIL REPORT M &C No. M &C 2015 -260 Report Date December 07, 2015 Meeting Date December 14, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT: Mercantile Centre Pedway Lease — City Share of Operating Cost OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Trevor Gamblin Kevin Fudge I Jeff Trail RECOMMENDATION As provided in M &C 2015 -251, the City Manager recommends: 1) That Common Council approve the 2016 proposed rent charge for the Mercantile Pedway space in the amount of $3,822.80 plus HST per month effective January 1, 2016. EXECUTIVE SUMMARY The purpose of this report is to seek Common Council's approval to approve the 2016 proposed rent charge from Commercial Properties for the City of Saint John's portion of the operating costs for the Mercantile Centre Pedway. PREVIOUS RESOLUTION At a meeting of the Common Council held on December 8, 2014, the following resolution was adopted: RESOLVED that as recommended by the City Manager in the submitted report M &C 2014 -217: Mercantile Centre Pedway Lease — City Share of Operating Cost: 1) Common Council approve the adjustment to the City of Saint John's portion of the operating costs for the Mercantile Centre Pedway to .$3,738.56 per month (excluding HST) retroactive to January 1, 2014, and pay all arrears associated with this adjustment, 2) Common Council approve that unbudgeted costs associated with the rent adjustment be offset by deferring building 26 Spa maintenance activities originally planned for 2014 to future years, and 3) Common Council approve the 2015 proposed rent charge for the Mercantile Pedway space in the amount of $3,777.17 plus HST per month. STRATEGIC ALIGNMENT The Mercantile Pedway, located below the Mercantile Centre, forms part of the interconnected pedway system (also known as the "Inside Connection ") that ultimately connects the much of the uptown core — from the City Market to the Saint John Hilton Hotel to Harbour Station, as well as all amenities in between. The pedway system contributes to Plan SJ in a variety of ways, including its location in an intensification area (uptown primary centre), being barrier -free accessible throughout, and being a connection point in the uptown circulation network. REPORT In 1992, the City of Saint John entered into a lease agreement with Ellis -Don (Atlantic) Limited for the use of space that runs below the building located at 55 Union Street, known as the Mercantile Centre. Since then, this space has formed part of the interconnected pedway system (referred to as the Mercantile Centre Pedway), and ultimately connects the uptown area to Harbour Station amongst other destinations. In recent years, Commercial Properties Limited (Commercial Properties) has purchased the building and is the current owner and landlord. The original lease agreement was executed in 1992 and has a term of 99 years, ending in 2091. The conditions under this lease stipulate that the City of Saint John must pay their proportionate share of operating expenses (herein referred to as rent) for the Mercantile Centre based upon the square footage of the Mercantile Pedway. These operating expenses include items such as property taxes, utilities, common area maintenance, insurance, and security, and are subject to reasonable increases annually under the lease agreement. The proportionate share of the operating expenses payable by the City of Saint John amount to $12.39 per square foot at the new (2016) rate. Staff of the Facility Management Division suggests that this amount appears to be reasonable as it is below current market rates, which can be upwards of $16.00 per square foot. The amount charged for rent of the Mercantile Pedway space will change annually based on the annual building operating expenses for that particular year. Based on budgeted costs for 2016, the monthly rent payment owing will be $3,822.80 plus HST. 27 -3- SERVICE AND FINANCIAL OUTCOMES The rent payable in 2015 was $3,777.17 per month (excluding HST), thus the 2016 rate of $3,822.80 per month (excluding HST) represents a year over year increase of approximately 1.2 %. The rate change is effective January 1, 2016, and payment will satisfy the City of Saint John's obligations under the existing lease agreement. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Not applicable ATTACHMENTS No attachments IT I COUNCIL REPORT M &C No. 2015 -265 Report Date December 09, 2015 Meeting Date December 14, 2015 Service Area Transportation and Environment Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT. Purchase of Used Motor Grader OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Michael Hugenholtz Wm. Edwards I Jeff Trail RECOMMENDATION It is recommended that Common Council approve the purchase of a used Motor Grader from Location S. Carrier Inc. for a purchase price of $220,000.00 + HST, and furthermore that the Mayor and Common Clerk be authorized to execute the lease agreement with National Leasing (a third party leasing company) as provided below. EXECUTIVE SUMMARY The City of Saint John has historically had motor graders as part of their fleet for winter and summer maintenance. During the summer these machines are used to grade the numerous gravel roads throughout the City, during the winter they are used as primary snow plow equipment, for ice cutting, and for snow removal efforts. In recent years leasing costs have been escalating dramatically. Staff have located a used grader for sale in St. Jerome, Quebec that would meet the City's operational needs at a much reduced cost over the long term and are recommending the purchase of this equipment. PREVIOUS RESOLUTION Click here to enter any previous relevant resolution. STRATEGIC ALIGNMENT Describe how this report aligns with corporate strategies /Council priorities. 29 -2- W400121 Prior to 2008 the City owned three graders directly. As part of an operational restructuring at that time the decision was made to reduce down to a single machine. In subsequent years it became apparent that this arrangement was not sufficient to meet the City's needs, particularly in the wintertime. From 2009 the City leased a grader during the winter on a yearly basis. Leasing costs escalated rapidly from under $4,000 /mo up to over $9,500 /mo the last time this was tendered in 2014. These costs represent the low bid, and are applicable for six months of the year (i.e. would translate to over $57,000 plus H.S.T. in leasing costs per year). In 2014 we elected not to award the tender and instead negotiated a one -year lease on a used grader at a reduced rate. This deal has expired and staff have been reviewing options for meeting the equipment needs for this upcoming winter season. Various options were examined including contracting, leasing, or purchasing (new and used). After an examination of all the options available staff are of the opinion that the purchase of a used grader is the best alternative. The equipment in question is a 2013 CAT 12M2 Motor Grader with only 330 hrs. It is being sold by a contractor in St. Jerome, Quebec (Location S. Carrier Inc., the company's President being Yvon Carrier) with a selling price of $220,000.00 + H.S.T.. Staff have hired a representative from the local Cat dealer to inspect the machine and it appears to be in very good condition. This machine has very low hours, and there remains the balance of a three -year powertrain warranty that expires in December 2016. In the opinion of the dealer, and the auctioneer the City uses to dispose of its assets this represents fair market value. The machine has low hours and has only been used for little more than a year. The typical expected service life for a machine like this is upwards of twenty years. By comparison a similar motor grader purchased new would cost over $300,000 and would take 6 — 8 months for delivery. SERVICE AND FINANCIAL OUTCOMES This is a critical piece of equipment for day to day winter operations. In addition when conditions are such that there is a buildup of ice on the road a grader is the only type of equipment that can effectively remove it. It is proposed that this equipment be purchased through a lease -to -own arrangement with a third -party leasing company. For this purchase this would translate to payments of $4,182.94/month for 60 months, or $49,000 plus HST per year. There would be additional transactional costs to be incurred including approximately $3,700 in transport costs. In addition we will need to purchase a wing & hitch with an estimated cost of $25,000 plus HST for this equipment to be 30 - 3 - suitable for our purpose. Long term the maintenance costs are estimated at $15,000 to $20,000 per year. The Roadway Maintenance budget already includes $42,000 towards leasing costs of a grader. It is anticipated that the incremental cost can be accommodated within the existing operating budget for 2016. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report has been reviewed by staff from Transportation & Environment Services, Fleet Management, and Financial Management Services. ATTACHMENTS List attachments related to report. 31 e f f [r �_, � D r- t r. C Received Date December 09, 2015 Meeting Date December 14, 2015 Open or Closed Open Session His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Bylaw Number M -22 Amendment to include Heat Pumps Background: The number of domestic heat pumps installed has increased substantially. Heat pumps are usually located outside the house where connection to the heating and ventilation systems is easiest. In some cases, a noise problem is generated for neighbours. Recently, an increasing number of municipalities are receiving frequent complaints as it relates to heat pumps. Those communities without any municipal noise bylaws are thinking about adopting such bylaws to counter this type of disturbance. A recent study conducted by the Canadian Housing Information Centre and funded by the Government of Canada concluded the following: "exterior residential heat pumps are a major source of continuous noise and are certainly a source of environmental disruption in low- and mid - density residential areas. The noise levels produced vary depending on the power of the pumps, their technology, when they were manufactured, their degree of wear and tear, and how they are placed around the residences." (http: / /www.cmhc- schl.gc.ca/ publications /en /rh -pr /tech /2000- 122.htm) Ward 1 is predominately residential and is comprised in large part by low and mid density neighbourhoods. As a result of the surging popularity of heat pumps, complaints regarding noise disturbance attributed to poor install or close proximity to adjacent dwellings are becoming increasingly more common. It should be noted that it is always possible to build a noise attenuation device around heat pumps and professional install can achieve both efficiency and savings for the owner and negligible disturbance for the neighbour. However, when careful consideration for positioning or quality of installation has been neglected the result is far from a peaceful night's sleep. Motion: Refer to the City Manager the issue of amending the current noise bylaw (bylaw number M -22) to include heat pumps. Respectfully Submitted, (Received via email) Greg Norton Councillor (Ward 1) City of Saint John l� — VU SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41_1 I www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1 32 COUNCIL REPORT M &C No. # found on Sharepoint Report Date December 09, 2015 Meeting Date December 14, 2015 Service Area Legislative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT. 2016 Reporting framework for the City of Saint John's Agencies, Boards and Commissions OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Phil Ouellette RECOMMENDATION Direct the City Manager to incorporate Common Council's feedback in the reporting framework; proceed to work with the agencies, boards and commissions (ABC's) to finalize the reporting template and sequencing of reporting, and to report back to Common Council in early 2016 with a finalized framework, schedule and sequencing. EXECUTIVE SUMMARY City Staff have prepared a draft 2016 ABC's reporting framework, which will be finalized after receiving feedback from Common Council and the community of 29 unique City of Saint John ABC's. The draft framework incorporates expectations for the 2016 Common Council orientation program, written submissions, oral presentations to Common Council, and finally, an intention to develop a sustainable ABC's reporting framework for 2017 - onward. PREVIOUS RESOLUTION On January 5th, 2015, Council adopted a resolution "to have ABC's appear in front of Council at least once per year." January 19th, 2015, Council adopted a resolution "to coordinate ABC's reporting, focused on "performance against objectives /work plans /service levels, to date budget performance." STRATEGIC ALIGNMENT This report falls under the Citizens Focused Service Delivery of the Saint John Common Council 2012 -2016 Priorities, including: Strategic Communication, Accountability for Service Results, Responsive Customer Service and Service - Based Decision - Making. 33 sa REPORT Background The City of Saint John supports, and in -turn, is supported by 29 unique agencies, boards and commissions (ABC's), which involves over 250 ABC's member participants, many of which are volunteers (see Attachment #1). The City of Saint John's 2015 annual operating budget subsidy to the ABC's was approximately $38 million, which comprises 25% of the City's total operating expenditures. The 29 ABC's differ in the service they deliver and /or the functions they fulfill. The ABC's differ considerably also in their governance, connection with the City of Saint John, reporting relationship with Common Council, municipal funding support as well as relative size. One of the only tangible similarities between the 29 ABC's is that they are all somehow inter - connected with the City of Saint John. It is also important to note that the City's legal relationship between each ABC's differs as well, with unique bylaws, legislation, agreements and partnerships that define the relationship. Analysis While Staff have already assembled an initial framework to guide 2016 ABC's reporting, it will be important to seek feedback from the ABC's prior to finalizing the framework, as the expertise in the ABC's community will yield valuable insight and perspectives to strengthen the final product. The framework includes other entities outside of the 29 identified ABC's (see attachment #1) (including Imperial Theatre, Saint John Arts Centre, Saint John City Market), and the 2016 ABC'S reporting framework may be extended to other organizations that Common Council feel would bring value to the framework. Written submissions and oral presentations from ABC's to Council should not only be interpreted as an accountability mechanism, but more so, an opportunity to build mutual understanding between ABC's and Common Council. There is benefit for Common Council to build a more fruitful appreciation of the value -added of the City's 29 ABC's, and in turn, ABC's can benefit from the perspective and leadership from Common Council. In turn, the exchange is also an opportunity for the Saint John community to become more familiar with the services, facilities and partnerships involved in delivering the City of Saint John's value proposition for current and future residents. The 29 ABC's have been categorized into three groupings in order to facilitate the proposed 2016 ABC's reporting framework, including: 34 -3- GROUP#1 GROUP#2 ,ABC'S written and oral reports City appointee_presentations Incorporale in service area updatesid Enterprise Saint John Fort LaTour Development Taxicab Advisory Committee Authority Saint John Industrial Parks Saint John Non - Profit Housing Saint John Emergency Management Organization Advisory Committee Saint John Waterfront Saint John Port Authority Saint John Community Arts Board Development Saint John Destination Marketing Fundy Trail Development Pro Kids (Positive Recreation Authority Inc Opportunities for Kids) Saint John Aquatic Centre Uptown Saint John Planning Advisory Committee Commission Canada Games Foundation Saint John Substandard Carleton Community Centre Advisory Properties Appeal Committee Committee Power Commission of the City of Saint John Free Public Library Community Grants Evaluation Saint John (Saint John Energy) Committee Harbour Station Commission Saint John Airport Heritage Development Board Saint John Board of Police Saint John City Market* Commissioners Saint John Parking Commission /Saint John Transit Commission Saint John Trade and Convention Centre Lord Beaverbrook Rink Saint John Arts Centre* Imperial Theatre* Group #1 Staff have developed a draft written reporting template (see Attachment #2) which details the initial areas of interest and /or focus for the 13 identified ABC's in Group #1 and two other organizations from within the Regional Facilities Commission family (i.e. Imperial Theatre and Saint John Arts Centre). Presentations may include updates on budget, operations, major initiatives, partnerships and emerging issues. The initial objective is to have each ABC's submit two written reports and present once before Common Council during 2016, but the frequency may increase for those ABC's with larger budget and service -level implications. 35 -4- Group #2 The initial objective with the eight identified ABC's in Group #2 is to schedule at least one 15 minute presentation before Common Council from the City's board appointees to these ABC's. Group #3 The nature of the eight ABC's and one other entity (Saint John City Market) from Group #3 is that they are all closely connected to the City of Saint John's service delivery, and as such, these ABC's will be expected to report periodically to Common Council through the regular Service Area (departmental) updating process. ABC's involvement in Council Orientation 2016 It is customary to facilitate a Council orientation program after a municipal election, which includes a high -level overview of the operations, services, relationships, challenges and opportunities in the City. The orientation is an important precursor to the establishment of Common Council priorities for the following four years. The 29 ABC's will be requested to support and participate in different components of the 2016 Council orientation program. The focus of ABC's involvement in the 2016 Council orientation process will be to provide a general overview of their operations, mandates, major initiatives and emerging issues. Development of ABC's reporting framework for 2017 - onward In addition to feedback from the 29 ABC's to finalize the 2016 ABC's reporting framework, Staff are also committed to work with the ABC's during 2016 to develop a more sustainable and targeted ABC's reporting culture in Saint John for 2017 - onward, with the objective of increasing mutual understanding and value -added for all those involved. SERVICE AND FINANCIAL OUTCOMES The City of Saint John's 2015 annual operating budget subsidy to the ABC's was approximately $38 million, which comprises 25% of the City's total operating expenditures. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The objective is to receive feedback from Common Council as well as agencies, boards and commissions prior to finalizing the 2016 reporting template, scheduling and sequencing. 36 -5- ATTACHMENTS Attachment #1: Overview of City of Saint John Agencies, Boards and Commissions. Attachment #2: Draft 2016 ABC'S Written Submission Template. 37 Attachment #1: Committee Name Saint John Aquatic Overview # of Members 7 of City of Saint John's Committee Composition Director of Recreation & Parks; Agencies, Boards and Commissions Description Responsible for the management and operation of Centre Commission 3 members appointed by the City's Aquatic Centre facility. Council; 1 each from Rothesay, Quispamsis, Grand Bay - Westfield Canada Games 9 Mayor or designate; 8 members To receive and maintain a fund and apply the Foundation appointed by council income or capital for the training and development (Saint John Jeux of amateur athletes in Canada; to receive the surplus Canada Games funds of the Saint John 1985 Canada Summer Foundation) Games Society. Carleton 8 Members appointed by council; To provide improved opportunities for human Community Centre consists of a cross section of the growth and development within west Saint John; Advisory Committee community: education, clergy, goal of cooperation. business, youth and seniors Community Grants 7 'F Evaluation Committee Discover SJ 11 7 appointed directors (5 by the To bring a strategic focus to the efforts of the City of Saint John and 2 by various tourism sectors (including an events Saint John Hotel Association); 4 resource), create a unified marketing strategy, better directors elected by industry sharing of information and opportunities and members coordinate branding. Fort LaTour 9 4 members appointed by Develop or cause to be developed the area of land Development Authority council; 3 members appointed by the province; 2 members on which Fort LaTour was located and adjacent land as a historic attraction for the education benefit appointed by NB Historical Society of the citizens of NB and for the economic advantage of the City. Fundy Trail Not City invited by the Fundy TraiI7 To foster greater participation and to enable Development specified Development Authority to hold economic spin -offs from the Fundy Trail Parkway. Authority Inc. one seat on the Board Harbour Station 7 4 members appointed by Established to operate the Regional Exhibition Commission council; 3 members appointed (1 centre known as Harbour Station. each) by Rothesay, Quispamsis and Grand Bay - Westfield Heritage 9 1 member of council; at least 1 To investigate and report on the establishment of Development resident- property owner; at least preservation areas and related by -laws and includes Board (formerly 1 member with architectural such things as making recommendations on by- Preservation Review experience; at least 1 member of laws, engaging consultants, advising management Board) a local preservation society 1with respect to policy and adopting guidelines. Imperial Theatre Inc. 6 1 member from Saint John, To promote and support the Imperial Theatre. Grand Bay - Westfield, Quispamsis, Rothesay, Province of NB, and NB Arts Council Lord Beaverbrook 7 4 members appointed by council To manage and administer the operations of the Rink at least one of which is from Lord Beaverbrook Rink. Lancaster and one from Simonds Planning Advisory 9 Members must reside in To provide advice to council on applications to Committee municipality; council and city amend the Municipal Development Plan, the Zoning staff can be appointed but must By -Law or Section 39 conditions; provide advice not constitute majority with respect to subdivision proposals; make decisions with respect to conditional uses, variances and similar uses. PRO Kids (Positive 15 1 member of council; director of Provides program and financial assistance to Recreation Leisure Services; members children and youth so that all have the opportunity Opportunities for represent cross section of to participate in arts, cultural, recreation and sport Kids) community interest activity of their choice. Power Commission Currently The number of commissioners Responsible for approving the operations, making of The City of Saint 7 shall be the number appointed decisions on operating plans and policies, which John by the City of Saint John from involves an awareness of a variety of legislation and time to time. other matters. Saint John Airport 15 City of Saint John appoints 2 Operates as a community not - for - profit corporation, directors; members must be incorporated in the PNB under a lease agreement residents of NB with the federal government; Governance and operating transparency is ensured by appointment of a Board of Directors representing a number of groups. Saint John Board of 17 _1stakeholder 1 member appointed by Solicitor To establish a vision and actionable objectives for Police General; 5 members appointed the community, to provide oversight (including Commissioners by council; Mayor; Chief of complaints) and to ensure accountability in the Police (ex- officio) application of Police resources to accomplish the objectives. Saint John '10 to 15 Minimum of 10 to a maximum Develops and promotes the arts as integral to the Community Arts of 15 members appointed by vitality of the Saint John community; actively Board council, 2 of which can include supports the development and growth of arts and members of council culture within the Saint John community. Saint John 9 5 members appointed by To develop and promote the revitalization of the Development council; includes reps from City Centre District and oversee the public interest Corporation Uptown Saint John, Port in the Market Square Project and the mandate of Authority, Enterprise Saint John developing the waterfront. and Board of Trade; 1 member appointed by Province of NB; 1 member appointed by the 39 it federal government Saint John 18 Director of SJ EMO (Chair); To provide guidance and advice to the Director of Emergency Manager of Emergency SJ EMO to improve the municipal emergency Management Preparedness; Fire Chief, management service; provides input by a range of Organization Mayor; 3 councilors; Common stakeholders in the preparation, implementation, Advisory Committee Clerk; CEO of Saint John maintenance and revision of all municipal (on hiatus) Energy; 6 members representing emergency management services. each of the four wards; industry representative; non- governmental social service agency representative; administrative support person Saint John Free 9 Appointed by council; also one Duties of the board are specified under the NB Public Library member of common council Public Libraries Act; the board administers all aspects of the library in conjunction with the head librarian. Saint John Industrial 6 to 9 Appointed by council Subject to the Companies Act, the Board has full Parks power and authority to control and manage the business and affairs of the Corporation. Saint John Non- 9 At least 2 members from Rotary To develop, construct, maintain and operate housing Profit Housing Club; no more than 2 members for low and moderate income seniors, families and of council; all members must be special groups without hindering or competing with approved by Council the private sector. Saint John Parking 7 Members must be residents of To regulate and control parking in the City of Saint Commission Saint John John and to maintain the parking meters installed on said streets with power to install and/or remove meters as the Commission deems desirable; to establish rates and collect the proceeds. Saint John Port 7 1 member appointed by Council To oversee the operation of the Port of Saint John, Authority provide the required port infrastructure to support maritime trade and to promote the port in the best interests of Canada's domestic and international waterborne trade; the Board is responsible for the management of the activities of the Authority. Saint John 5 3 persons (1 of whom should be Required to allow those property owners who have Substandard bilingual) who are members in been served a notice dealing with dangerous and Properties Appeal good standing of the Law unsightly premises to appeal the decision of the Committee Society of NB and have been in Standards Officer. legal practice for at least 5 years Saint John Transit 7 No more than 2 councillors on The commission has full power and authority to Commission the commission; members must maintain and operate a public transit system. reside in the City of Saint John Taxicab Advisory 7 Seven (7) Members who shall be To promote and encourage service to the public, Committee appointed by Common Council professionalism and the interests of the taxicab it L'lll and shall consist o£ the Taxicab industry. Inspector (ex- Officio); two citizens who are not involved in the Taxicab industry and have not been involved in it during the five years prior to their appointment; one person who holds a valid Taxicab Owner's License; one person who holds a valid Taxicab Operator's License; One person who holds either a valid Taxicab Operator's License or a valid Taxicab Owner's License; one member of Common Council of the City of Saint John; and one member appointed from the Hospitality / Business Community. Trade and 7 4 members appointed by Reviews the annual budget prepared by Hilton Convention Centre Council; 1 member appointed by Canada for the operation of the Saint John Trade Oversight each of Rothesay, Quispamsis, and Convention Centre; monitors the operations of Committee Grand Bay - Westfield the facility; makes recommendations to the Greater Saint John Regional Facilities Commission for the amount of the annual operating subsidy to be shared by the four municipalities. Uptown Saint John 21 _ 1 member appointed by Council 1 To assist, promote, encourage, coordinate and advance commercial, residential, recreational, cultural, civic development and economic welfare of the Central Business District. L'lll Attachment #2: Draft 2016 ABC Written Submission Template Updated skills matrix for appointees to each ABC *Objective is to have each written submission no longer than three (3) pages in length. 42 d .y �y rt �' _ .♦ �: ,sue F �+ _. �a 4 m The City of �11 1 $ j Saint John Parks and Recreation Strategic Plan qF k 4m outhr Background and Context Themes of PIaySJ Achievements / Moving PIaySJ Forward Playgrounds Parks & Open Spaces Outdoor Recreation Facilities (Sportsfields /Tennis) Indoor Recreation Facilities (Arenas / Multi -Use Facility) Community Centres Neighbourhood Improvement & Recreation Programming Trails, Connectivity & Access Concluding Remarks (Q & A) 6�_ SAINT JOHN ii • Healthy Active Living • Right Sizing (Quality vs. Quantity) • Community Development (Alternative Service Delivery) • Consolidation: Decommission and develop existing sports `hubs' • Reinvestment / Alignment — Regional - District Parks / Regional Playgrounds / Sport Hubs / New Arena Complex — PIanSJ • PDA Area ' j151 SHAMROCK 'ARK • Intensification Areas MASTER PLAN /tr SAINT JOHN 45 ,10 S} akPmk3! P� Ds�' y n d O y_ d d d d c d d o 't d d d r•i d r 0,0 J �p O i' a PlanSJ _ Intensification Areas a Primary Development Area Playground Category Q Regional (1) a District (5) Decommissioned in 2015 (6) o Neighbourhood (38) Proposed for Decommissioning in 2016 (7) V School (21) District CatchmentAreas (2.5km) Recreational Standards for Playgrounds Existing Per Capita Requirement Total Required Regional Catch"tArea (5km) 65 1per5,000peop1e 1 14 2711 012 01 5 Achievements /Moving PlaySJ Forward 6.0-) SAINT JOHN 47 Pl,i, va- rounds • Achievements — Playground Rationalization Plan — Playground Master Plans (Rainbow Park) — Kiwanis Playground in Rockwood Park — High Quality Distinctive Playgrounds — Community Grants Moving PIaySJ Forward r 6 � Y RAINBOW 'PARK - CONCEPT PLAN - Regional & District Playgrounds - Rainbow Park, Market Place West, Dominion Park - Neighbourhood Playground Partnerships (Swanton, Lorneville) } �C�', _ m.G ,s .- _ sv4+�itfy;'r� Jtrre'y✓A�'t.. —' � _r e SAINT ]OLIN 48 M ra,rket P19cme Weoa* LONCFPIUAI klA5I11, IVnN — • Achievements —Green Machine Community Clean up Trailer — Investment in Parks and Squares (Queen's Square, Harbour Passage, Lily Lake Trail Solar Lighting Project) • Moving PlaySJ Forward — Continued investment (Quality Improvement) for Regional & District Level Parks SAINT JOHN W • Achievements — Consolidation of Sportsfields and Quality Improvement of District Sport Hubs. — Integrated Scheduling of School and City Sportsfields. • Moving PlaySJ Forward — Naturalization and / or Divesting of Surplus Fields 4-0(-) SAINT JOHN 50 • Achievements — Exhibition Park Working Committee Moving PlaySJ Forward —Arena and Major Indoor Facilities Action Plan & Council- sponsered Task Force — Decommission of Old Arenas, Planning Process for New 1 iy {,iri: lv�i p. E �^ G • Achievements — Alternative Service Delivery Model - Agreements for 4 Centres — Decommissioning of Somerset Community Centre Moving PlaySJ Forward — Carleton Community Centre Alternative Service Delivery Model — Review of Existing ASD agreements lr� SAINT JOHN 52 Neighbourhood lmprovemert- Recreation Programming • Achievements — Community Grants Program — Community Development Model based on Facilitation — Passport to Parks Program Moving PlaySJ Forward — Further development of performance indicators and measurement tools. 6 01 —. SAINT JOHN 53 Achievements — Active Transportation Links — Campus Harbour Connection — Douglas Ave to Manawagonish Road Moving PlaySJ Forward — Integrate the Trails and Bikeways Strategic with City's Transportation Plan l -- SAINT JOHN 54 • Uphold foundational themes / principles of PIaySJ: — Active Healthy Living, Right- Sizing (Quality vs. Quantity), Community Development (Alternative Service Delivery), Consolidation, and Reinvestment / Alignment themes need to be applied in an integrated and coordinated manner. • Celebrate significant progress in advancing PIaySJ. • Continue to move forward on PIaySJ. For 2016, recommended priorities include: — Continue implementation of playground rationalization plan along with reinvestment in district and regional level playgrounds. — Prepare for moving all Community Centres to the Alternative Service Delivery Model by 2017. This will include the review and renewal of existing service agreements; and as well the expression of interest for ASD at the Carleton Community Centre. — Develop Action Plan & form a Council sponsored Committee tasked with moving the agenda forward on Arena and Major Indoor Facilities recommendations. lam_ SAINT JOHN 55 Q , ifjio K\ COUNCIL REPORT M &C No. 2015 -266 Report Date December 07, 2015 Meeting Date December 14, 2015 Service Area Growth and Community Development Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT. MC Report PLAYSJ Council Progress Report December 2015.docx OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Michael Hugenholtz & Kevin Watson Bill Edwards & Jacqueline Hamilton Jeff Trail RECOMMENDATION To receive and file the attached PIaySJ Progress Report. EXECUTIVE SUMMARY PIaySJ, the City of Saint John Parks and Recreation Strategic Plan was adopted by Common Council in November 2013. PIaySJ supports Parks and Recreation programming that is essential to the quality of life of all residents in Saint John and offers a number of benefits that strengthens families, ensures the healthy development of children, provides for social opportunities, builds a healthy community, and improves the economy. PIaySJ supports a "New Recreation Delivery Model" which focuses on Healthy & Active Living, Right- Sizing and Community Development. Since Council's adoption of this strategic plan two years ago, significant progress has been made in advancing PIaySJ, with more than half of the 63 recommendations actioned by Council. The City's leadership on PIaySJ has improved service delivery through strategic investment in parks and recreation, contributing to improved quality of life of its residents and making the City of Saint John a Community of Choice. PREVIOUS RESOLUTION iOTe1 56 Spa STRATEGIC ALIGNMENT PIaySJ aligns with the Municipal Plan (PlanSJ), and supports Common Council Priorities where Parks and Recreation are valued through sustainable infrastructure and contribute to Saint John as a Community of Choice. REPORT Since the adoption of PIaySJ the service areas of Recreation and Neighbourhood Programming, Sport & Recreation Facilities, and Parks & City Landscape Services have been moving forward on a number of PIaySJ recommendations. These recommendations are presented in the comprehensive report titled "PIaySJ Progress Report December, 2015" as attached. PIaySJ is the guiding tool for addressing quality and quantity of recreational assets, the long -term delivery model for recreation programming, and the infrastructural renewal for major facilities. PIaySJ focuses on a number of themes including Healthy & Active Living; Right - Sizing (Quality vs. Quantity); Community Development - Alternative Service Delivery; Consolidation; and Reinvestment / Alignment. PIaySJ offers 63 recommendations in addressing these key themes of which 36 have been acted upon with outcomes achieved, and another 14 where there has been some movement on the recommendations. For 2016, staff recommends moving forward with the following priorities: • Continued implementation of the recommended playground rationalization plan with reinvestment in district and regional level playgrounds. • Prepare for moving all Community Centres to the Alternative Service Delivery Model (ASD) by 2017. This will include the review and renewal of existing service agreements; and as well initiating the expression of interest for Alternative Service Delivery for the Carleton Community Centre. • Establish an action plan to advance the Arena and Major Indoor Facilities recommendations including potential for a Council sponsored committee tasked with moving the agenda forward. 57 -3- SERVICE AND FINANCIAL OUTCOMES This report is intended to capture the service outcome achievements made in advancing the City's PIaySJ, Parks & Recreation Master Plan. From a financial perspective PIaySJ supports reinvestment of cost savings through rationalization and right- sizing processes be focused on large scale facility types such as arenas and sportsfields that serve the Primary Development and Intensification Areas of PlanSJ. As well, the intent of PIaySJ is to redirect financial resources and focus on improving the quality of recreational assets such as Regional & District Parks and Playgrounds. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Transportation and Environment Services, Sport & Recreation Facilities Service, and Parks and City Landscape Services provided input into this report. IiirT�:1uI�Pil�� PLAYSJ Progress Report December 2015 PLAYSJ Presentation Council Update 2015 PIaySJ Progress Report December, 2015 Introduction: PIaySJ, the City of Saint John Parks and Recreation Strategic Plan was adopted by Common Council in November 2013. PIaySJ supports Parks and Recreation programming that is essential to the quality of life of all residents in Saint John and offers a number of benefits that strengthens families, ensures the healthy development of children, provides for social opportunities, builds a healthy community, and improves the economy. The City's Municipal Plan, PlanSJ was the key driver for advancing a Parks and Recreation Strategic Plan. PlanSJ aims to prioritize and right size local parks and recreational facilities to ensure spending on community facilities best serves the needs of the community and aligns with the City's future directions for growth and development. Key policies in PlanSJ reflect Council's commitment to: • undertake a Parks and Strategic Plan (PIaySJ) to strategically manage its inventory of parks, community facilities and recreation programs to ensure they meet the needs of the community and align with the priorities of PlanSJ; • Develop a strategy through PIaySJ to re- purpose or divest of surplus parks; and • prioritize investment for recreation facilities within the Primary Development Area, with particular attention to those within the Intensification Areas, ensuring they can meet various needs. PIaySJ observes the guiding principles of the City's new Municipal Plan by recommending investment for large scale recreational facility types (i.e. arenas and sports fields) are focused on serving the Primary Development Area and Intensification Areas as established by PlanSJ. (Refer to GIS Maps for PDA / Intensification Zones with PIaySJ Overlay). The purpose of this strategic plan is: - To guide the current and future delivery and provision of recreation and leisure programs, facilities and services over the next 10 -15 years, - To identify the recreation infrastructure that will be required to meet neighbourhood, community, city wide and regional needs over the next 10 — 15 year, To locate new community facilities and parks strategically to promote complete communities implementing the principles of smart growth, To recommend strategies that best serve the needs of the community while focusing on financial sustainability, To recommend changes to programs delivered by the City which align with community expectations, the City's sustainability goals, and PlanSJ. Core Themes: PIaySJ supports a "New Recreation Delivery Model" which focuses on Healthy & Active Living, Right Sizing and Community Development. The following core themes are foundations of PIaySJ: Theme #1: Healthy & Active Living — PIaySJ incorporates the concepts of physical, social, emotional and intellectual experiences; and the relevance of physical activity to daily life and its place within communities. Healthy & Active Living support the development of individuals, families and communities. PIaySJ embraces Healthy & Active Living for all citizens, with an emphasis on inclusive and accessible recreational level of activities and programs. Theme #2 Right- Sizing (Quality vs. Quantity) — PIaySJ identifies the need to rationalize the number and quality of recreational facilities in Saint John to provide good quality facilities within its fiscal capability. The City will focus resources on fewer facilities, for example establishing a regional -level playground at Rockwood Park. Six district level playgrounds would also be developed or maintained to a higher standard at Dominion Park, Market Place West, Shamrock Park, Rainbow Park, Forest Hills and Little River Reservoir. This process would also see a reduction in the number of neighbourhood playgrounds, with some being decommissioned, re- purposed, or brought under a model of increased community stewardship. 59 Theme #3: Community Development (Alternative Service Delivery) — Rather than trying to be all things to all people the City of Saint John needs to harness the efforts and ingenuity of its most valuable resource: its residents. This grassroots activism (citizens taking charge of their own destiny) approach of Community Development provides the neighbourhood residents with tools and support to build resilient, healthy communities. It promotes and delivers community -based projects and programs through facilitation and strategic partnerships. The new role for recreation staff is the need to immerse themselves in Community Development because of the realization that people need to be educated about empowerment, acquire self - confidence, and support each other in order for communities to be a better place to live. The key to making the right- sizing transition is to organize community members to work with City staff. An organized community can mobilize people who are directly affected by the right- sizing situation to enable them to take action which may include taking over the service. This practice of community groups providing a service once provided by the City is known as Alternative Service Delivery. Theme #4: Consolidation in Multi - District /Sport Hubs — PIaySJ also recommends consolidation of other facility types such as arenas and sportsfields in multi- district and multi -sport hubs that service the wider community. Historically these facilities have been provided at the neighbourhood or district level. Consolidation of such facilities will result in significant operational efficiencies while providing the critical mass to support improved amenities, cross functionality and more attractive venues for special events and tournaments. Theme #5: Reinvestment/ Alignment - Reductions in the City's responsibility or commitment to maintain the current oversupply of recreation infrastructure will also free up budget that can be directed towards increasing the quality of specific park and recreation amenities, especially where there is alignment with PlanSJ. PlaySJ's themes of right- sizing, quality vs. quantity, community development, consolidation, alternative service delivery, etc. has provided the direction and guidance for staff in the provision of recreation and parks services. Since its adoption there has been significant movement in advancing PIaySJ in a number of areas. The attached report card illustrates areas of implementation and continuance in moving PIaySJ forward. Moving PIaySJ Forward: Council has identified Recreation as one of its key priorities and substantial progress has been achieved during Council's term in enhancing recreation investments to advance strategic projects and programs in PIaySJ. These include investments in recreation facilities such as support for the new YMCA, the Shamrock all- weather Emera Turf field, investments in Harbour Passage, Queens Square and conditional support for the construction of a new Exhibition Centre multi -sport complex. Council has also been a leader in launching new recreational programs to support community development including a new community grants program, a Passport to Parks program to showcase district hubs and the launch of the Green Machine to support community based civic pride and beautification campaigns. The report card included in this reports highlights all of Council successes in advancing PIaySJ. In summary of the 63 recommendations contained in PIaySJ, more than half of these are in progress and have achieved outcomes. Playgrounds In moving the Playground right- sizing strategy forward Common Council should appreciate that the intent of this strategy is not to reduce costs; however to reinvest and focus the City's attention on improving quality of selected facilities. PIaySJ states that the effect of withdrawing services from a community (neighbourhood) can have a destabilizing effect, whereas the overall intent of PIaySJ is to improve the quality of life. "The key to right- sizing transition is to organize community members to work together with City staff. In working together the community is empowered to make decisions and take action regarding its well- being. An organized community can mobilize people who are directly affected by the right- sizing situation to enable them to take action which may include taking over the service. This practice of a community group providing a service once provided by the City is the Alternative Service Delivery Model. Implementing this right- sizing strategy for playgrounds may not necessarily mean elimination of neighbourhood playgrounds located throughout the City. In some cases, it may mean is that neighbourhoods assume the responsibility of providing the service through the Community Development process of Alternative Service Delivery. The end result may mean a new playground, a re- purposed and alternate use of a former playground, or if no community interest is expressed the possible .1 decommissioning and sale of the parcel of public land. In cases where the community steps forward to take on the responsibility of service provision, it is critical a partnership and collaboration exist between the City and the community group; and a set of roles, responsibilities and obligations be established for this relationship. Through the community development approach the City will be less burdened to provide the neighbourhood playground service and will be more able to reallocate resources (staff, equipment, time, etc.) to focus on enhancing the quality of the regional and district playgrounds that PIaySJ identifies. In order to move the playground service in a positive direction the following is required: 1) Common Council support for improvements of Regional and District Playgrounds - Rockwood Park, Rainbow Park, Market Place West, and Dominion Park - through its capital budget program. Request to the capital program in support of the Rainbow Park and Market Place West projects have been submitted for Council consideration for the past 2 -3 years. 2) The newly established Community Grant Program must be able to support neighbourhood groups that are assuming responsibility for the service provision of these playgrounds to either revitalize or replace equipment; or repurpose for another community use. 3) Recognition that the City still has a continued interest and responsibility in the Alternative Service Delivery (ASD) of the Community Development process especially with the sustainability of organizations to fulfill their ASD obligations. 4) Collaboration through an interagency team with the School District resulting in a more formalized partnership for the development, sustainability and public use of school based playgrounds is critical. Note this approach will be a challenge as it is much greater than the delivery of the playground service. It will also encompass community use of schools, community centres, school use of arenas, sport fields, scheduling, etc. 5) The Shamrock Park Master Plan should be revisited in relation to Shamrock Park providing a District Level Playground in light of the high quality play park adjacent to the Nick Nicolle Community Centre which is scheduled to be installed in 2016 by the ONE Change. *This playground will be privately owned and maintained by the ONE Change. One of the challenges for the community development staff is to go into a community where a playground has been removed unilaterally by the City of Saint John. It has been the experience that this creates a setback in gaining the credibility and the faith in staff to work residents toward finding a solution to meet their neighbourhood needs. It would be "preferable" to interact with the community before any action is taken. In some cases this may not be possible (i.e. there is no formalized neighbourhood group or no opportunity to form one). In many cases there will be a gap in time between when a playground is closed and any community groups taking over the management of it. Staff may not have the capacity to work with all community groups interested in taking over management of playgrounds as interest level is expected to surge when the closure plans are announced. With this in mind a more progressive rationalization strategy should be supported. Parks, Open Spaces & Plazas In moving PIaySJ forward with the Parks, Open Spaces; Squares and Plazas on -going efforts must: 1) Focus the City's attention to improve the quality of district parks by completing established master and conceptual plans. Formalize the 'Adopt a Park' agreements with Community Organizations who will now function in the role of Alternative Service Delivery for community and neighbourhood parks. This will allow the City to place more resources and attention on the quality of the higher level parks and squares. 2) Where there is no community interest in ASD the City will move towards a divestment strategy for these public lands. 3) Considerable investments have been made into parks, open spaces and public squares that are in the urban intensification areas. This public investment is intended to spur other private sector investments in the area that contribute to the tax base growth of the City. Outdoor Recreation Facilities In moving PIaySJ recommendations forward for outdoor recreation facilities key priorities include the following: 61 1) Operational budget support is essential to remove all old infrastructures that remains in place at facilities earmarked for decommissioning; and returning city owned property in a state where it is not an eyesore for the community. This would include the removal of perimeter fencing, backstops, and the baseball diamonds footprint. Naturalization of the land is recommended to beautify the area. The City must also review opportunities for divesting of these lands as well. 2) In relation to tennis facilities many tennis courts were developed in partnership with the School District. Removal of functional tennis courts at school facilities will need to be addressed with the Department of Education. Community Development staff may play a role by assisting in the transformation of these facilities through facilitation. 3) Formalizing joint use agreements between the School District and City of Saint John deals with the complexities of not only sports fields but also community centres, community use of schools, arenas, playgrounds, and tennis courts. This process will require a comprehensive review of past and current agreements and collaboratively moving forward with future agreements. Given the challenging financial constraints facing both the City of Saint John and the Anglophone South School District it will be difficult to come to an agreement that the partners are willing and able to commit to. Indoor Recreation Facilities In moving PIaySJ recommendations forward for indoor recreation facilities key priorities include the following: 1) A simultaneous process /plan be developed for arenas and adopted by Common Council. This process /plan would identify an established target date for closure of the existing 'end of lifecycle' arenas timed and synchronized with the planning and building of new multi -use arena complex(es). All PIaySJ recommendations on Arenas should be considered. A high level committee comprising of senior City staff, community stakeholders, and regional representatives should be established to move this large scale project forward. 2) Exhibition Park indoor multi -use facility proposal including a twin pad ice surface should be considered as a viable option for this process /plan. 3) Consideration should be given to Alternative Service Delivery Model of operations and scheduling. Opportunities for a private public partnership, or a cooperative management model should be explored. Community Centres In moving PIaySJ recommendations forward for community centres, key priorities include the following: 1) Transition the Carleton Community Centre to the ASD Model of programming and operations for 2017. 2) Review effectiveness of current community centre ASD agreements which are up for renewal in 2017 including NNCC, YMCA / Boys and Girls Club for supporting the programs and services of Forest Glen Community Centre, Millidgeville Community Centre and South End Community Centre. Neighbourhood Improvement & Recreation Programs In moving PIaySJ recommendations forward for Neighbourhood Improvement & Recreation Programs there will be the need for the following: 1) Support from Common Council on the philosophy of community development and the financial resources that will need to continue (i.e. community grant program, in -kind support to community organizations and special events, land for public purposes, etc.) 2) Developing and nurturing of strong partnerships (community, stakeholders, and sponsors) to move the community empowerment philosophy for creating quality neighbourhoods /communities. 3) Support services within City of Saint John need to remain strong and connected. The community development process is not effective unless there is support from the Recreation Facilities and Parks services as well as other Municipal Services. 62 Trails, Connectivity & Access In moving PIaySJ recommendations forward for trails, connectivity & access key priorities include the following: 1) City of Saint John Transportation Plan to be completed with the full integration of the Bikeways and Trails Strategic Plan. 2) Move forward with the active transportation and linking of neighbourhoods. 3) Extend Harbour Passage to Rockwood Park & the West Side. Conclusion: Since PlaySJ's adoption by Council two years ago, more than half of its recommendations have been actioned (36 of 63). This represents significant progress and leadership by Common Council in advancing PIaySJ as a driver to enrich the quality of life for citizens and enhance Saint John as a "Community of Choice ". In moving forward it is important that the foundational themes / principles of PIaySJ are understood and applied contextually. Core themes - Active Healthy Living, Right- Sizing (Quality vs. Quantity), Community Development (Alternative Service Delivery), Consolidation, and Reinvestment / Alignment - need to be applied in an integrated and coordinated manner in moving PIaySJ forward. For 2016, staff recommends moving forward with the following key priorities: 1) Continue implementation of the recommended playground rationalization plan along with reinvestment in district and regional level playgrounds. Details of the proposed 2016 plans for playground rationalization are presented in the attached Playgrounds Rationalization map. Further information will be provided to Council on these recommended plans seeking Council approval of next steps. 2) Prepare for moving all Community Centres to the Alternative Service Delivery Model by 2017. This will include the review and renewal of existing service agreements; and as well the expression of interest for ASD at the Carleton Community Centre. 3) Develop an action plan to advance the Arena and Major Indoor Facilities recommendations including potential formation of a Council sponsored Committee to move this agenda forward. 63 Recreational Assets SAINT JOHN Playground Rationalization 0 o 0 a o o a * 0 * 0 0 0Q ' ° c e O o o• Q ° o O O e PlanSJ _ Intensification Areas o Primary DevelopmentArea Playground Category - 4 O Regional (1) Q District (5) Decommissioned in 2015 (6) Neighbourhood {38) Proposed for Decommissioning in 2016 (7) o • School (21) District CatchmendAreas (2.5km) Recreational Standards for Playgrounds P.6H.g P•r C•piblt•quir•m•rk Trial N•q " Regional CatchmentArea(5km) 65 1 Pe, 5,OnOpeople 14 9l1PI2P15 Assets tnalization!' O I °' I Indoor Facilities o Arenas (6) ® Public Pools (1 competitive & 1 non - competitive) o Curling Rinks (2 rinks - 11 sheets) 0 Proposed Multi -Plex 65 Primary QevelopmentArea Recreational Standards for Indoor Facilities .amp Note: Proposed decommissioning of 2 arenas in conjunction vnth mull -plex project. z�norzoiF a PP 6 N PlanSJ _ Intensification Areas Primary Developmen t A rea Community Centres o City Operated (1) o Alternative Service Delivery (4) • Privately Operated (10) Recreational Standards for Community Centres h6ang Par Oplf "qulnmsant Trial Haqulned • Decommissioned in 2014/2015 (2) 15 iper5,000people 1 14 W-015 •- QGreen — Process started with outcomes achieved. ®Yellow —Some movement on recommendation PictySJ Achievements 2015 ©Red — Little to no movement on recommendation PIaySJ Directive / Focus Area Outcomes PLAYGROUNDS "Right Size" the City's Playgrounds Playground Rationalization Plan: A keyfinding of PIaySJ was the oversupply in the number of playgrounds throughout the City. PIaySJ focus is on quality of facilities over quantity and recommends the right- sizing the number of public playgrounds in Saint John. In November of 2014 staff provided Council a proposed action plan for the right- sizing of neighbourhood playgrounds. Common Council approved the removal of 6 neighbourhood playgrounds. The rationalization plan calls for additional playgrounds to be decommissioned in 2016 and beyond. Continue Implementation of Existing Park Rainbow Park (Playground Enhancement Project) and Market Place West Playground Master Plans (Splash Pad Project) submitted in the capital budget request for 2014, 2015, 2016). Tiny Tot Playground /Rubberized Surface at Rainbow Park completed. Need continued support through the General Capital Budget to move forward with the existing plans on the books. Create and Implement a Master Plan to Redevelop The Master Plan has not been revisited; however plans for a major upgrade Kiwanis Playground in Rockwood Park through the Porter Memorial Playground Committee has been initiated with new playground units to be added to this park in late 2015 with an official unveiling in 2016. $120,000 value of upgrades at a cost of $40,000 to City of Saint John — Community Development Leveraging. Develop High Quality and Distinctive District Completed conceptual plan for Dominion Park with neighbourhood input. Playgrounds Little River Reservoir received significant upgrades in partnership with Irving Oil. Develop a Policy to Divest Public Land An established policy is in place for divesting of public land. PIaySJ rationalization and decommissioning of playgrounds will be vetted through this process in 2016. Further City staff are preparing amendments to the Subdivision Bylaw which would further implement PIaySJ directions in the dedication of cash in lieu of new parkland in new subdivisions going forward. Negotiate Community Joint Use Agreements City of Saint John has a provision with the Anglophone South and Francophone South School Districts that any school playground funded through City resources shall be open to the public for recreational use and play. Formalized Joint Use Agreements are not in place. Establish a Joint Use Interagency Team Recreation facility and programming staff meet with the Anglophone South School District on a regular basis to discuss areas of collaboration and partnerships. Outcomes such as the joint repair initiative of the Forest Hills District Playground and the PEAK Playground at the Millidgeville Community Centre have been achieved through these meetings. Success has occurred at the operational level, further progress needs to occur at the policy level. Develop a Joint Use Playground Design, Installation and Maintenance Policy Implement Adopt a Playground Program A draft memorandum of understanding (MOU) framework has been established for neighbourhood groups and associations who wish to adopt a neighbourhood playground. This MOU will outline the process along with the roles and responsibilities for the neighbourhood group and the City of Saint John for Adopting a Playground'. Neighbourhood Playgrounds that are engaged in this process are Swanton Street Lorneville and Flemming Court. Implement a Community Grants (Playground) The new Community Grants Program was established for 2015. This grant Program process will be open to the neighbourhood associations that have the capacity to adopt a playground. This is a competitive grant process. Create General Discipline Community Developer In 2014 all recreation specialist positions were revamped to include the job Staff Positions function and responsibilities for community development. All new hires are now responsible for the community engagement process. Staff now learn and develop skills through formalized certification programs and mentorship opportunities. 67 PlaySJ Directive / Fo PARKS, OPEN SPACES; SQUARES and PLAZAS Create a City of Saint John Parks Bylaw No action to date Designate District Parks PlaySl designates district parks as follows: Dominion Park, Harbour Passage, King's Square, Littler River Reservoir Park, Market Place West Queen's Square and Tucker Park. These District Parks have a conceptual or master plan developed with the exception of King's Square. In 2015 the Harbour Passage was resurfaced and Queen's Square revitalized. Implement Adopt a Park Program Community Development staff have developed a relationship with a number of neighbourhood and community groups for an informal "adopt a park" program. These include the David Greenslade Peace Park in Millidgeville and Silver Falls Neighbourhood Association. In each case the organized neighbourhood group works in partnership with City staff to upgrade, re- purpose and maintain these facilities. The next step is to formalize the process through written agreements outlining the roles, responsibilities and obligations of both the neighbourhood /community group and City of Saint John. Purchase and Program Landscape Maintenance In 2015 the City of Saint John launched the "Green Machine" community Trailers clean -up trailer. This trailer provided all the tools and materials to support community clean -up initiatives. The Green Machine supported 17 neighbourhood clean -ups and was present at selected Passport to Parks Programs. Over 500 volunteers were engaged throughout the neighbourhoods which included Champlain Heights, Lower South End, Old North End, Lower West Side, Dominion Park, Crescent Valley, Anglin Drive, Pte. David Greenslade Peace Park, Midwood Ave — Red Head, St. Joseph's Foundation Community Garden, Islandview School, SJB -KE School, Uptown SJ, Milford, Ellerdale Street, and Harbourview High School. Plan for and Implement Infrastructure Upgrades Queen Square South received major infrastructural renewal in 2015. New in City Squares walkways, historical lighting, electricity, upgraded entry points, benches, tables, bike racks, etc. were completed. These improvements will support and encourage more community use of the Square, in particular the Queen's Square Farmer's Market. Update and Implement the Rockwood Park Given the competition for funding from a limited capital budget and the Master Plan current backlog of projects it is not the priority at this time to update another Master Plan Develop a "Lighter, Quicker, Cheaper" Although there is no formalized strategy in place the Parks and Landscape Placemaking Strategy for Parks, Plazas and Service supports and aligns this philosophy with current user groups of the Squares park system. A great example of this was the improvement at Tin Can Beach. Through limited investment into benches, trees and new asphalt paving this underdeveloped corner of the City became a place' that drew people the entire summer. Implement a Gift Guide Program for City Owned This initiative has been combined with a larger 'sponsorship program' and Parks has not been fully implemented. Implement an Application and Approval Process The current state for access to City Land is through interest base by the for Access to City Land community and is facilitated through the City's Community Development staff. There is no formal application and approval process; however, coordination of re- purposing parks and playground assets continues to occur. See Role of "Community Garden Resource Coordinator ". Divest Un- developable LPP Lands This is currently at the "in progress" stage. Staff has identified a number of parcels of land that may be deemed as surplus. A standard operating policy and procedure is to be developed in conjunction with the Growth & Community Development Service Areas (Planning /GIS, etc.) for the identification, decommissioning, and divesting of such lands. Formalize the Role of a "Community Garden All Community Development staff includes the community gardens portfolio Resource Coordinator "' for a Community as part of their role. Staff now has a guiding template that is used to Developer. facilitate and assist neighbourhood /community groups with the creation of community gardens for re- purposing of playgrounds, parks and other public green space. Since the adoption of PlaySl staff has supported the development and /or enhancements of Community Gardens at Shamrock Park, Rainbow Park, Crescent Valley, Stephenson Tower, Danells Drive, Forest Hills Baptist Church, Centennial School, Montgomery Crescent and Market Place West. •i OUTDOOR RECREATION FACILITIES Decommission Sports Fields & Baseball /Softball PIaySJ suggests the City of Saint John requires a total of 14 Sports Fields Diamonds and Right -Size to a Population Based and 14 Base Ball Fields. At the time of PlaySl's launch the city had 25 Standard Sports Fields and 30 Base Ball fields in inventory. Through consolidation of play and creating afield classification system, this goal outlined in PIaySJ is practically achieved. The City of Saint John now has 16 baseball /softball and 16 multi -use fields throughout the city for a total of 32. The Recreation Facility Service staff has been diligent in decommissioning surplus fields and focusing more attention to quality improvement to the established Sport Hubs as per PIaySJ recommendations. Achievements to date include: Chown Field Baseball Diamond (decommissioned and re- purposed into an attractive Urban Core Green space); Quinton Heights Baseball Diamond (decommissioned and re- purposed/ renamed to the attractive Larche Memorial Park); Silver Falls Baseball Diamond (decommissioned and adopted by Silver Falls Community Association), Taylor Avenue, Thornbrough, East Saint John Baseball, & Latimore Lake Ball Diamonds all are decommissioned on paper) and are no longer part of the field scheduling and maintenance process. Develop a Sports Field Allocation Policy and The Sport & Recreation Facility Service has implemented a centralized Centralize Booking System booking system for both City owned and Anglophone South School District owned fields. This creates for less confusion for the general public regarding which organization to call when booking afield. This also gives a much better understanding of user demand and field usage patterns, and helps create balance and equity. The City of Saint John keeps all revenue associated with the booking of school fields. This equates to approximately $6,500 to $7,000 per season. The field allocation policy follows the principles of the City's Arena Ice Allocation Policy. Implement Field Standards and Management The Sport & Recreation Facility Services has developed the City of Saint Plans John Field Maintenance Program which implements service level standards for all classification of fields; and measures performance against planned outcomes. Daily reporting of results to front line staff is conducted in an effort to continually improve service to customers. In an effort to validate efforts in meeting the recommendations laid out in PIaySJ, a short survey to field users /customers was developed and delivered. Develop Master Plans for District Field Hubs Presently there are no Master Plans for the District Field Hubs with the exception of Shamrock Park. Significant improvements as per PIaySJ recommendation to focus on the quality of the District Field Hubs have been achieved and remain on- going. An example of improvements is the ball field fencing improvements completed at the Shamrock Park, Memorial Park and Forest Hills Park Field Hubs. These improvements were possible through the infrastructure renewal fund of the City's capital program. In recent years there has been heavy competition for limited capital dollars amidst a lengthy list of projects on the books. Developing new Master Plans is not the priority at this point in time. Continue to Implement Existing Master Plans for The new Emera Artificial Sports Field was installed at Shamrock Park Multi- Purpose Sports Fields through the support of Emera NB. This field has provided more opportunity to increase the level of play, increase utilization and expanded seasonal hours; and as well attracted tournament play such as the East Coast Games. Community use such as the Canadian Tire lump Start Regional Games for youth is benefiting from this new field. Examine the Life Costs of Artificial Turf Shamrock Park Implement Joint Use Agreements for School The City of Saint John and Anglophone South School District have an Sports Fields informal joint use arrangement for sport fields. Decommission Tennis Courts and Right- Sizing to Many tennis courts have been decommissioned on paper and a focus on a Population Based Standard quality at Shamrock Park Tennis Facility has been achieved. The new sport of Pickelball is offering an opportunity to increase utilization of the tennis courts at Forest Hills Sport Hub through a co- shared approach. Staff has been working on this new use at this presently under - utilized tennis facility. •• PlaySJ Directive / Focus Area 7equire ATION FACILITIES ependent Business Plans for The Exh ibition Park multi -use facility first accomplishment was the lity Capital Funding Requests establishment of their business plan. Common Council support of this project remains contingent on other levels of government contributing. Support from the Regional Recreation Commission and Greater Saint John Municipalities and LSD's is important for this project to succeed. Adopt Minimum Standards for Arenas Develop and Implement an Advertising Revenue Common Council approved the PRO Kids arena advertising revenue Generation Policy generation policy for these city -owned and operated arenas (Stewart Hurley, Charles Gorman, Hilton Belyea and Peter Murray Arenas). A wider scope for Revenue Generation through advertising at other city facilities needs further exploration. Plan for End of Life Cycle of Existing City arenas Foster Opportunities to Leverage Sustainable The City of Saint John has committed to funding a portion of the costs to Partnerships that Support a Multi -Use Facility build the proposed multi -use indoor facility at Exhibition Park. Senior City Concept staff also serves on the planning committee for this project. The project is currently at the fundraising stage with funding proposals to the other levels of government and the private sector. Prepare Life Cycle Cost analysis for New Recreational Facilities Examine the Public Private Partnership (P3) to Deliver New Recreation Facilities Develop a Strategy for Regional Ice Sports - The Regional Services Commission is presently undertaking a regional through the Regional Facilities Commission recreation plan; staff will be looking for specific outcomes from this study that would speak to regional use of facilities. Implement Community Joint Use Agreements for School Indoor Recreation Facilities 70 IaySJ Directive / Focus Area COMMUNITY CENTRES Endorse Partnerships as the Model for The City of Saint John has endorsed this model through PlaySJ. Community Centres Implement Joint Use and / or Service Service agreements are now in place at the Forest Glen Community Centre Agreements for Facility Support and Millidgeville Community Centre which are now operated by the YMCA: South End Community Centre now operated by the Boys & Girls Club, Nick Nicolle Community Centre now operated by the ONE Change. Implement a Checklist Approach to Determine A checklist approach has been developed and used as the framework for Community Centre Partnership Viability the Service Agreements with the Alternative Service Delivery providers. Implement Measurable Outcomes to Assess Outcomes and deliverables are reported by service providers at the Community Centre Support Community Centres. A more robust measurement process needs to be developed especially around the ROI /SROI. Implement Quality Standards to Assess Quality standards are in the development stage for assessing Community Community Centre Support Centre Support. The Recreation Programming Service Area has adopted quality standards for First Aid /CPR /AED, Canadian Sport for Life NCCP Coaching Model, and High Five Model of programming for youth. The Recreation Programming Service continues to explore other standards of care through YouthSJ Best Practices Model and 360 Stand Programs, and will serve as an educator, communicator and facilitator for these programs through training opportunities. Encourage Community Centre Management of 3 With the decommissioning of SCC this recommendation only applies to 2 City Owned Facilities City Owned Facilities (NNCC and CCC) ONE Change Proposal to Operate and Manage The City of Saint John now has a service agreement with the ONE Change the C.E. (Nick) Nicolle Community Centre to operate and manage the Nick Nicolle Community Centre. This Centre received major infrastructural renewal and is now servicing as the Community Hub for the Old North End. City staff serves on the Program Management Committee. Decommission the Somerset Community Centre The Somerset Community Centre was decommissioned in May 2015. Staff and Examine Support of Proposed YMCA is examining support of the new YMCA through a PRO Kids pilot program that will support Crescent Valley and Old North End youth in financial need. Community Management of the Carleton Community Centre Implement a Facility Maintenance Model The City of Saint John's Facility Management Service and Recreation Facilities Service follows the Public Asset Management Process. 71 PIaySJ Directive / Focus Area NEIGHBOURHOOD IMPROVEMENT & RECREATION PROGRAMS Transition from Direct Delivery to Community Service agreements are now in place for all City supported community Development centres with the exception of Carleton Community Centre. All direct delivery programming through the City advocates community partnership model for the delivery of services. Implement a Community Development Model The City's Community Development Model foundation is based on the based on Facilitation principles of the St. Xavier University Community Development Program. Staff function in the role of facilitator, educator and communicator. The philosophy is to empower the community /neighbourhoods to identify and meet their recreational and social needs. Staff acts as stewards to connect communities and residents to services. Successes include the Neighbourhood Action Group comprised of the 5 Priority Neighbourhoods, External Rural Community Centres (7), Senior Homes, and Resource Centres. Implement a Community Grants Program Completed in 2015. The Community Grants Program provides funding for organizational support community projects, and special events that support the City of Saint John in its pursuit to be a community of choice for residents and visitors. Grant recipients must uphold and advance the terms of Council Priorities, PlanSJ and PIaySJ. In 2015, $226,000 was provided in grants to 23 recipients. Implement Evaluation Criteria for Community A comprehensive funding and eligibility criteria is established for each Grant Applicants grant category that applicants must meet in order to be considered for a grant. Implement Evaluation Criteria for Proposed An evaluation framework and criteria is used in the reporting phase of the Community Projects grant process. Grant recipients must show the value to the community, partnerships formed and financial leveraging outcomes. Outcomes must show value to Council Priorities. Performance indicators and measurement tools continue to develop and evolve. Develop Job Descriptions for Community In 2014 all recreation specialist positions were revamped to include the Developers job function and responsibilities for community development. All new hires are now responsible for the community engagement process. Staff now learn and develop skills through formalized certification programs and mentorship. Link Quality Standards to All City Funded This process has been initiated and progressing. City staff works with Program Support many partners in recreation program delivery. City staff supports its partners such as Youth SJ in the development and education of 20 Best Practices for Youth Organizations; as well disseminates youth program information (Commit to Kids); and endorses education and quality assurance programs such as 360 STAND on Keeping Kids Safe from Child Abuse, High Five, and National Coaching Programs. Provide Leadership and Support to a Greater The Regional Recreation Service Commission is currently leading a Master Saint John Regional Recreation Commission Plan Process for the Greater Saint John Region. City Recreation Programming and Facilities staff liaise with and provide input to the consultants and Greater SJ working group committee members comprised of each Municipality (LSD) recreation professionals. 72 PIaySJ Di Ila TRAILS, CONNECTIVITY & ACCESS Complete Comprehensive Local Trails Master Plan Develop Trail Planning and Management Plans Implement Specific Recommendations from the Harbour Passage: Sculptural Art installations of Shards of Time" and Trails and Bikeways Strategic Plan that Best Sculpture SJ "Waterfront" /Two new Interpretive Eco -Hubs installed in Align with the Municipal Plan partnership with TD Bank. Rockwood Park: All56kms of trails have directional and re- assurance signage installed /All trails are now included on a new park map / new mountain bike trail "Sasquatch" installed / new youth mountain biking skills park established /new solar lighting installed along the entire length of the Lily Lake perimeter trail / new off leash dog trails trial project initiated. Bike AT Trails: Achieved connecting the North End to the Uptown through the Campus — Harbour Connection Bike Route; and Manowagonish Road to Douglas Avenue. Continue Investment and Expansion of Existing 4 Supported community efforts to improve the trails at Little River Reservoir. Main Recreational Trails Now 4km of trail is established and maintained. Participate in Regional Trail and Active Reconnected partnership with NB Trails Council to complete the Trans Transportation Initiatives Canada Trail through the City. In 2016 new TransCanada Trail Signage will be added to city streets. Implement a Neighbourhood Walkable Communities Initiative 73 Q , ifjio K\ COUNCIL REPORT M &C No. M &C 2015 -268 Report Date December 09, 2015 Meeting Date December 14, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT: 2015 Year End Forecast OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager David Merrithew Chair Finance Committee Kevin Fudge Jeff Trail RECOMMENDATION It is recommended that this report be received and filed EXECUTIVE SUMMARY The Purpose of this report is to present the preliminary projections of the City's General Operating Fund and Utility Operating Fund for the year ended December 31, 2015. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT The report provides an update on the Economic Health of the City of Saint John REPORT BACKGROUND The purpose of this report is to advise that your Finance Committee met on October 28th, 2015 to review projections presented by staff for the year ended December 31, 2015 based on actual operating results from data collected as of 74 sa August 31, 2015. The projections were based on estimates provided by service areas for the General Operating Budget and the Utility Operating Budget. Subsequent to the Finance Committee meeting, the projections have been updated by the Finance Department based on the actual results as of October 31, 2015. GENERAL OPERATING FUND The 2015 General Operating Budget was overspent early in the year due to severe winter weather experienced that brought record setting snow fall in February, causing a State of Emergency in the central peninsula. The April year end projection estimated a shortfall of approximately $3.5 million. In July, the forecast was updated and the projected deficit was reduced to $2.8 million. In August, service areas were directed by the City Manager to implement mitigation strategies in order to bring the projected deficit within budget. A reduction in the $2.8 million operating deficit was accomplished through the support and effort of the service areas to reduce or defer costs. Expenditure controls were enacted, casual employees were sent home early and some vacancies were left vacant. The following mitigation factors have improved the 2015 year end projection: • Staff vacancies and hiring deferrals mitigated costs by approximately $850,000; • The deferral of goods and services and the delay in projects have reduced costs by approximately $1,950,000; As at the end of October 31, 2015, the General Operating Fund is projected to be on budget at year end. Some high level details on Service Areas variances are included (See Appendix A): • Revenues — additional revenue from Province for Provincially Designated Highways, from Province on 2014 dangerous buildings, from LED street light conversion, from insurance proceeds and from short term interest • Growth &Community Development — vacancies and deferral of expenses • Public Safety — reduced staffing and vacancies • Transportation — snow operations offset by delays in purchasing and deferrals of expenses and some staffing • Finance & Administrative — defer spending and not filling vacancies • Strategic - reduced discretionary, postponed projects and delays in hiring • Legislative — employment costs of previous City Manager less than budget in 2015 plus deferral of staffing and discretionary spending • Other Charges — reduced borrowing costs and contingency variance 75 There are some risks that could have a negative impact on the financial results. These risks include snow storms occurring in December that could affect expenditures in Transportation and Fleet for wages and for goods and services (for example salt), snow storms also can affect revenue for parking, unexpected expenses required by yearend for unplanned events, risk of change in the discount rate for actuarial valuations that could affect post - employment accruals, payroll related accruals and expenses. Saint John Water Saint John Water is projecting to be on budget at yearend as at October 31, 2015. There is a shortfall compared to budget in the flat rate and the meter accounts (this is based on lower consumption than budgeted). The lower revenues are projected to be offset by lower than budgeted operating costs, mostly associated with lower than expected borrowing costs (See Appendix B). SERVICE AND FINANCIAL OUTCOMES Service implications related to economic, social or environmental impacts in the commur INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input has been received from all Service Areas I ►J7V1#7i.ZAl City of Saint John 2015 2015 Strategic Services 4,803,954 2015 Projected Results Approved Year End Variance As at October 31, 2015 Budget Forecast 943,963 REVENUE SERVICES: 151,143,354 151,376,369 233,015 14,319,433 13,931,596 387,837 52, 307, 664 51, 943, 740 363,924 38,912,404 41,509,326 - 2,596,922 Finance and Administrative Services 10,053,368 10,004,879 48,489 Strategic Services 4,803,954 4,642,745 161,209 Legislated Servicqa. 2,915,852 2,457,368 458,484 • 27, 830, 679 26, 886, 716 943,963 TOTAL SERVICE EXPENDITURES 151,143,354 151,376,369 - 233,015 General Fund Suralus IDefi 76 APPENDIX 8 Saint John Water 2015 Projected Results Revenues Flat Rate Residential Metered Accounts Fire Protection Storm Sewer Other Total Revenues Expenses Water Wastewater Other Charges Total Expenses SaintJohn Water Surplus (Deficit) 77 -4- 2015 2015 2015 Budget Projection Variance 18, 794, 000 18, 519, 000 (275,000) 19, 092, 000 18, 617, 000 (475,000) 2,500,000 2,525,000 25,000 975,000 1,000,000 25,000 1,010,000 1,263,000 253,000 42,371,000 41,924,000 (447,000) 11, 001, 000 9,548,000 21, 822, 000 10, 905, 000 9,713,000 21, 306, 000 96,000 (165, 000) 516,000 42,371,000 41,924,000 447,000 Q , ifjio K\ COUNCIL REPORT M &C No. 2015 -270 Report Date December 08, 2015 Meeting Date December 14, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT: 2016 Insurance Renewal OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Ian Fagan Kevin Fudge Jeff Trail RECOMMENDATION It is recommended that the proposal submitted by Hub International Atlantic Ltd. for the provision of insurance coverage be accepted and that Common Council approve a maximum payment as follow: Insurance Premiums of $782,453 Agreed Agency Fee of $24,900 Payable to Hub International Atlantic Limited $807,353 EXECUTIVE SUMMARY We have completed our RFP to secure our Agent of Record for the next 5 years and select our insurer for 2016. There is a substantial savings of over $583,000 or 42% compared to 2015 on the overall insurance program for the City and several of its Agencies, Boards or Commissions. PREVIOUS RESOLUTION This RFP is in line with the approach previously established in previous insurance purchases. STRATEGIC ALIGNMENT This purchase is necessary to protect the City's Economic Health and to protect our assets. It relates to Risk Management work to further the City as a Community of Choice and decision making around sustainable infrastructure. Sr,� REPORT The proposal selected reflects a substantial savings compared to 2015 premiums and we feel it further validates the proactive Risk Management approach recommended by City staff. In short the insurance companies have recognized our efforts and are willing to offer us insurance coverage at a substantial discount. The following table illustrates the coverage limits, deductibles and premiums associated with this RFP. Changes for 2016 There are two changes for 2016 insurance program; Transit coverage and deductibles. We are bringing the Transit insurance in house with the rest of the City's insurance program to avail the Transit Commission of in -house expertise for claims management and risk management, as well as a benefit of a reduction in the Transit Commission's insurance premium by being included in the City's program. The primary deductible change is in our liability insurance. When we analyzed our insurer's losses in the past 5 years we noticed the total they had paid was under $250,000 or approximately $50,000 per year. With this RFP we are able to take advantage of a $96,000 premium advantage per year or a 5 year possible 79 Limits for 2015 2016 2015 2016 Coverage Deductible Deductible Premium Premium 2016 General Liability (including 50,000,000 100,000 500,000 712,025 331,423 Excess and Environmental) Directors' & Officers' (Aquatic 2,000,000 2,500 2,500 3,905 3,905 Centre) Crime 1,000,000 Nil Nil 4,253 1,895 Owned 50,000,000 2,500 $2,500 374,429 275,716 Automobile Property 388,391,341 25,000 50,000 237,177 164,448 Garage 5,000,000 5,000 11,387 $5,066 Liability Agency fee 47,400 24,900 Total 1,390,576 807,353 Changes for 2016 There are two changes for 2016 insurance program; Transit coverage and deductibles. We are bringing the Transit insurance in house with the rest of the City's insurance program to avail the Transit Commission of in -house expertise for claims management and risk management, as well as a benefit of a reduction in the Transit Commission's insurance premium by being included in the City's program. The primary deductible change is in our liability insurance. When we analyzed our insurer's losses in the past 5 years we noticed the total they had paid was under $250,000 or approximately $50,000 per year. With this RFP we are able to take advantage of a $96,000 premium advantage per year or a 5 year possible 79 -3- total of $480,000. Comparing their payments of $250,000 to our savings of $480,000 it makes sense to take on this risk ourselves rather than pass it along to our insurer. SERVICE AND FINANCIAL OUTCOMES This RFP contains a very significant savings and opportunity to reduce the cost of service delivered throughout the City organization. Each facility and fleet vehicle will experience a reduction in costs to operate along with a substantial reduction to the general fund liability insurance line. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS MATERIALS MANAGEMENT: Materials Management facilitated the Request for Proposal (RFP) process to solicit proposals for establishing a new Agent of Record. As such the RFP closed on Thursday, December 3, 2015 with four (4) firms submitting proposals as follows: Frank Cowan Company — Princeton, ON Cain Insurance Services Ltd. — Fredericton, NB Hub International Atlantic Ltd. — Saint John, NB AON Risk Solutions — Halifax, NS A review committee, consisting of staff from Materials Management and Risk Management reviewed the submissions for completeness and compliance with the RFP requirements and selection criteria consisting of the following: 1. Mandatory Requirements 2. Quality and Completeness 3. Proponents' Experience 4. Product 5. Services 6. Value Added 7. Cost The proposal submitted by Hub International Atlantic Ltd. met all of the requirements set forth in the RFP and represents the lowest cost package to the City. The above process is in accordance with the City's Procurement Policy and Materials Management support the recommendation being put forth. :1 ATTACHMENTS None -4- Q ' if ji'om COUNCIL REPORT M &C No. 2015 -271 Report Date December 09, 2015 Meeting Date December 14, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT: 2016 General Operating Budget OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Kevin Fudge Kevin Fudge Jeff Trail RECOMMENDATION 1. That the sum of $151,542,184 be the total operating budget of the City of Saint John for 2016; 2. That the sum of $120,141,178 be the Warrant of the City of Saint John for 2016; 3. That the tax rate for the City of Saint John be $1.7850; 4. That Common Council orders and directs the levying by the Minister of Environment and Local Government of said amount on real property liable to taxation under the Assessment Act within the Municipality of Saint John; 5. That Common Council authorizes the Commissioner of Finance and Administrative Services to disburse, at a time acceptable to him, to the named Commissions, Agencies and Committees, the approved funds as contained in the 2016 budget; 6. That Common Council approves the 2016 Establishment of Permanent Positions at 646. Spa EXECUTIVE SUMMARY The 2016 General Operating Budget report was presented to Council at its December 7t" Council meeting. The report was received and filed. The following report is the recommended 2016 General Operating Budget, adjusted from the version presented on December 7t", based on Council's feedback. PREVIOUS RESOLUTION Motion: Receive and File STRATEGIC ALIGNMENT Common Council has pursued a strategic and focused approach to establishing its priorities over its four year term. The General Operating Budget is strategically aligned with Council's priorities. REPORT The 2016 General Operating Budget report was presented to Council at its December 7t" Council meeting. The report was received and filed. At the meeting, Council provided feedback that full funding be reestablished for Police, Fire and Transit services. Subsequent to the Council meeting of December 7t ", staff has completed an RFP evaluation to secure an agent of record for a suite of insurance policies in place at the City and for various Agencies, Boards, and Commissions. The evaluation is complete and the preferred proponent has been selected. There are substantial savings of over $583,000 or 42% compared to 2015 on the overall insurance program. The General Operating Fund, Police Commission, and Saint John Transit Commission insurance savings represent approximately $534,000. Based on these savings, funding has been reestablished based on Council's feedback. The following table summarizes the major adjustments that have been made ADJUSTMENTS TO DECEMBER 7th DRAFT OPERATING BUDGET Police Commission 270,000 New Funding Police Commission - 50,000 Adjustment to reflect reduced insurance premiums Saint John Transit 100,000 New Funding am ADJUSTMENTS CONTINUED Saint John Transit - 70,000 Adjustment to reflect reduced insurance 120,729 41,244 premiums Fire Protection 90,000 New Funding 567,702 - Adjustment to reflect reduced insurance Fire Protection - 15,000 Sports and Recreation 900,027 992,027 premiums Transportation Service 160,000 New Funding — Storm Water Model Transportation Service - 100,000 Roads Community Grants 64,000 New Funding for Community Grants Community Development 2,891,900 Rentals 845,504 - 50,000 Reallocate to Community Grants Fund 1,279,300 Reduction in City Public Liability Public Liability Insurance - 325,000 Insurance Premiums City Vehicle & Property Reduction in City Vehicle and Property - 74,000 Insurance Insurance BALANCE - CONCLUSION The recommended 2016 General Operating Budget allocates funds to Council's strategic priorities, contains costs, and minimizes service impacts to the Community while maintaining a stable tax rate. ATTACHMENTS 2016 RECOMMENDED GENERAL OPERATING BUDGET Residential Property Tax 118,325,922 120,141,178 Federal Payment in Lieu of Taxes (PI LT) 120,729 41,244 Equalization & Unconditional Grant 20,935,308 19,923,206 Surplus 2nd previous yr. 567,702 - Protective Services 1,350,200 1,270,200 Sports and Recreation 900,027 992,027 Emergency Dispatch 943,662 961,168 Administrative Support 2,153,000 2,209,000 Permits & Licenses 1,099,500 801,400 Parking 2,796,900 2,891,900 Rentals 845,504 1,031,561 Other 1,104,900 1,279,300 I -4- Community Planning & Development Service 1,660,163 1,396,533 Development Engi neeri ng 432,278 524,659 Geographic Information Systems 326,379 364,834 Heritage Conservation 205,343 231,905 Permitting & Inspection Service & By -Law Enforcement 1,970,593 1,948,602 Tourism Service 1,000,000 940,600 Destination Marking Organization 1,000,000 940,600 Economic Development Service 2,521,497 2,574,179 Regional Economic Development (Enterprise) 475,000 446,800 Saint John Trade and Convention Center 569,420 619,314 Harbour Station 524,882 473,782 City Market 952,195 1,034, 283 Urban Development Service 2,608,716 2,592,396 Saint John Development Corporation 275,600 259,280 Market Square - Common Area 2,333,116 2,333,116 Industrial Parks Development Service 270,000 253,920 Saint John Industrial Parks 270,000 253,920 Neighourhood Improvement 566,194 617,313 Community Development 329,116 319,824 Neighbourhood Development 30,000 152,000 Loch Lomond Community Center 45,000 45,000 P.R.O. Kids 112,078 100,489 Community Development Fund 50,000 - Community Development Service Grants 469,193 478,579 Library 469,193 478,579 Recreation, Parks & Cultural Programming 1,566,762 1,481,531 Recreation Programming 974,984 913,052 Contract Service - Boys & Girls Club 127,991 129,911 Contracted Service - YMCA -FGCC /MCC 171,633 159,085 Contracted Service - North End Community Centre 158,194 144,795 Cultural Affairs 118,960 119,688 PlayS1 Recreation Programming Grant 15,000 15,000 Arts & Culture Grants & Other Funding 722,315 745,760 Imperial Theatre 343,823 347,920 Saint John Arts Center 84,769 84,119 Arts and Culture Board 35,000 35,000 Public Art - Maintenance and Repair Budget 10,000 10,000 Unspecified Grants 231,723 Pr 201,721 Remembrance Day Ceremonies 2,000 2,000 New Year /Canada Day Celebrations 15,000 15,000 ECMA - 50,000 Total • wth & Community Development Public 1 Approved 2016 Proposed Fire Rescue and Suppression Service 21,726,535 21,721,402 Water Supply and Hydrants 2,500,000 2,400,000 Emergency Management Service 292,601 316,239 Pol i ce Servi ces 24,269,759 24,219,759 Public Safety Communications 2,488,769 2,480,400 Street Lighting 1,030,000 937,300 Total • .4 $52,075,100 1.le Roadway Maintenance Service 12,586,777 12,029,407 Snow Control Streets 4,849,817 6,036,446 Street Cleaning 1,663,684 1,648,448 Street Services (Surface Maintenance) 6,073,276 4,344,513 Sidewalk Maintenance Service 1,898,367 1,801,681 Snow Control Sidewalk 907,160 1,092,271 Sidewalk Maintenance 991,207 709,410 Pedestrian &Traffic Management Service 2,352,228 2,124,882 Stormwater Management 3,385,292 3,769,988 Solid Waste Management 3,546,103 3,592,409 Engineering 484,575 501,353 Parks & City Landscape 2,985,833 3,133,337 Parks Maintenance 2,540,655 2,634,276 Lifeguards 120,663 158,245 Urban Forestry 279,515 295,816 Mispec Park 5,000 5,000 Saint John Horticultural Association 40,000 40,000 Sports & Recreation Facilities Service 3,919,850 4,040,753 Arena Operation & Maintenance 1,502,745 1,464,580 Sportsfield Operation & Maintenance 1,273,653 1,188,022 Other Facility Operation & Maintenance 388,740 404,733 Minor Hockey Subsidy 173,000 173,000 Aquatic Clubs 15,822 15,822 Lord Beaverbrook Rink 159,000 158,102 Aquatic Centre 406,890 636,494 Parking Service (Administration Support) 648,379 690,655 Administration Support 560,379 602,655 Grant - Property Tax 88,000 88,000 Tra nsit Service 7,105,000 7,212,717 Total Transportation . 404 Financial Management Service 3,159,670 3,001,188 Finance 1,873,663 1,695,452 Assessment 1,286,007 1,305,736 Asset Management 6,893,698 6,919,601 Purchasing & Materials Management 1,061,631 1,048,413 Insurance Service 267,860 269,215 Liability Insurance 650,000 295,000 Fleet 1,190, 274 1,583, 263 Facilities Management 1,150,203 1,116,755 Carpentry Shop 419,205 409,014 City Hall Building 1,824,110 1,878,337 Real Estate 330,415 319,604 M -6- Human Resources 1,570,024 1,564,248 Corporate Planning 471,177 470,970 Corporate Communications 540,385 499,945 Information Technology 2,222,368 2,245,634 Total Strategic Services :1 :1 Legislated Services 2015 Approved 2016 Proposed City Manager 859,613 627,223 Lega 1 751,815 739,942 Common Clerk 662,296 642,938 Regional Service Commission 41,085 28,381 Mayor & Council 601,043 549,933 Mayor's Office 178,893 167,583 Council Total Legislated Services 422,150 $2,915,852 382,350 $2,588,417 Fiscal Charges 18,586,679 18,972,732 Pension & Benefits 9,244,000 9,356,810 Deficit 2nd Previous Year 799,546 Total Other Charges $27,830,679 1: General Fund Surplus (Deficit) - INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Click here to enter text. ATTACHMENTS Appendix 1 — 2016 General Operating Budget — Meeting Date December 7 M &C 2015 -259 Q , ifjio K\ COUNCIL REPORT M &C No. M &C #2015 -259 Report Date December 02, 2015 Meeting Date December 07, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT. MC 2015 - 271 Supporting Doc.docx OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Kevin Fudge Kevin Fudge Jeff Trail RECOMMENDATION It is recommended that Common Council reflect upon this report and make any and all inquiries and provide feedback to staff; and receive and file this report. EXECUTIVE SUMMARY The Purpose of the Report is to submit the proposed 2016 General Fund Operating Budget for Council Consideration. PREVIOUS RESOLUTION Not Applicable STRATEGIC ALIGNMENT Common Council has pursued a strategic and focused approach to establishing its priorities over its four year term. On September 8, 2015, Common Council participated in a priority setting session to determine the projects and service initiatives that will be undertaken during the remainder of its term. The session also provided important feedback for the City Manager in setting guidelines for the 2016 service based budget. The proposed General Operating Budget is based on the commitments and priorities of Common Council. The report also highlights some of the issues and challenges facing the community in the months and years ahead. 9PM REPORT INTRODUCTION The recommended General Operating Budget for 2016 achieves Council's goal of holding the line on the tax rate while maintaining current services and service levels that focus on community priorities (roads, recreation, and development). The proposed General Operating Budget includes a stable tax rate of $1.785 with gross expenditures of $151,542,184, which represents a 0.26% increase over 2015. The expenditures will be funded by property tax revenues of $120,141,178, a grant transfer from the Province of $19,923,206, and revenues from other sources of $11,477,800. The proposed 2016 budget will be the eighth straight year without a property tax rate increase. This has generally been achieved without significant impacts on service levels to the community; however the City will face fiscal pressures in the near future unless there is future revenue growth and operating efficiencies garnered through a primary focus on revenue generation and continuous improvement initiatives. The growth in property tax revenues of ($1.8M) will be offset by a reduction in the equalization grant ($1M) as well as declining building permit revenue stemming from the current economic climate. In addition, the budget in 2015 was positively impacted by a carryover surplus from 2013 of $567k. In 2016, the budget is negatively impacted by a carryover deficit from 2014 of nearly $800k. Growth and Community Development Services Services under Growth and Development are instrumental to the City's ability to achieve assessment base growth. Pivotal in that success will be the final implementation of the One -Stop Development Shop Service model including the launch of the front counter and adoption of bylaws in first quarter of 2016 and ongoing training and service improvements. The One -Stop Development Shop is a significant enhancement to the City's development service that better supports economic growth, is more responsive to customer needs, and facilitates sustainable growth for our community. In 2016, the Heritage Conservation Service area will be fully integrated with the One -Stop Development Shop, with permit applications being made at the single development service front counter. Heritage permits, starting in 2016, will be tracked and recorded in the same way as other development - related permits, improving application tracking and management, statistics and reporting, turnaround times and accountability, and providing consistent service delivery. :• -3- In addition, 2016 will see the launch and implementation of new Urban Development Incentive programs which will serve as a catalyst for sustainable growth and housing intensification in the Uptown Central Peninsula. Staff will also continue to provide support for the Energy East NEB working group's preparation for the upcoming NEB hearing process, which if successful, will contribute to the City's tax base in the longer term. The City will continue to collaborate with Enterprise Saint John and other economic development agencies to ensure service area commitments support implementation of True Growth 2.0 Economic Strategy priorities. This includes a financial investment in the four economic development agencies (SJIP, DMO, SJWD, and ESJ). The current budget proposal identifies a total investment into economic development of $1,900,600 for the 2016 fiscal year. This represents a reduction of $120,000 from 2015 which was identified through a recent review of the agencies. Greater emphasis will be placed on the four agencies in 2016 to demonstrate how this investment is tangibly contributing to revenue growth in the city through sustainable tax base growth. The Priority Neighborhood Service Agreement Initiative will focus on the main organizations in the City's priority neighborhoods including West Side PACT, PULSE, ONE Change, Crescent Valley Resource Centre, Waterloo Village Association, Around the Block Newspaper and Teen Resource Centre. The partnership promotes and delivers community based projects and programs that contribute to sustainable neighborhoods and healthy communities through facilitation, partnerships and use of City facilities. Staff will develop an agreement that outlines the commitment of these organizations to deliver initiatives in their respective neighborhoods that focus on engagement, social impact, recreation and community programming. The proposed budget for 2016 includes funding for Priority neighborhoods to restore to pre -2015 levels of $152,000. These funds have been reallocated from the community development grants envelope with the intention of establishing service level agreements with neighborhood organizations as per a council resolution in August 2015. The Community Grant Program ($137,723) provides three opportunities for funding through an application process: 1) organizational assistance, 2) community projects, and 3) special events, with oversight provided by the Community Grant Committee. The City continues to move forward in implementing recommendations approved in PlaySJ. In 2016, the main focus will be the rationalization of parks and playgrounds with an emphasis on quality over quantity. The City also continues its obligations to fund the Imperial Theatre, Aquatic Centre, Arts Centre and Harbour Station through oversight of the Regional Facilities Commission. a -4- Support for community based programs and events such as PRO -kids ($100,000), New Year's Celebrations ($15,000), ECMA awards ($50,000 to be budgeted in 2016 and $75,000 in the 2017 budget), Remembrance Day Ceremonies ($2,000), the Heritage Grant Program ($120,000) to support reinvestment activity, the Community Development Fund ($50,000) and the Community Arts Awards ($35,000) are also included. The overall budget for Growth & Development Services is reduced by 1.3% compared with prior year. Contributing to this is a combination of new revenues associated with permitting, efficiency improvements within the Economic Development Agencies and the deferral of the filling of a vacant Deputy Commissioner position. Public Safety Services Public Safety services are important for the success and sustainability of any healthy community; it is also a significant portion of the General Operating Budget with 34% of the proposed budget being allocated for Public Safety. The Saint John Board of Police Commissioners submitted a budget that reflects a 0% increase over the 2015 Operating Budget envelope. Much like the City, the Commission is facing certain fiscal challenges with respect to rising wage and inflationary costs. Given the fiscal challenges facing the City, the recommendation is that Commission finds further reductions in operating costs by an additional $270,000 through productivity improvements and efficiencies. Fire and Rescue Services involves the delivery of six public services to the community that focus on reducing loss of life, personal injury, property damage or impact on the environment caused by fire, accident, medical emergency, or hazardous materials release (accident or malicious), and through code enforcement and public education activities. It is expected that Fire operations, though operational efficiencies, will reduce operating costs by approximately $90,000 from the 2015 budget. The proposed Public Safety Services budget for 2016 is 1% less than prior year. Transportation & Environment Services The Transportation & Environment Services includes Roadway Maintenance, Sidewalk Maintenance, Pedestrian and Traffic Management, Stormwater Management, Solid Waste Management, Parks and City Landscape, and Recreation and Sports Facilities. The combined services represent 25.5% of the overall General Operating Budget. Investing in roads, asphalt, curb and sidewalk infrastructure is a priority for Council as well as for the entire community. The combined funding in both the proposed 2016 General Capital Budget and the proposed 2016 General 91 -5- Operating Budget is approximately $7.4 million dollars, which is comparable with $7.3 million dollars invested in 2015. Stormwater management provides neighborhoods, roadway users and adjacent property owners with functional drainage systems. In addition to supporting the development of a Stormwater By -law, 2016 initiatives include a focus to continue with ongoing stormwater infrastructure inventory condition assessments and local drainage projects. Under the Solid Waste service, it is recommended that the City discontinue the White Goods Program given there are private sector options available for disposal of white goods year round. Elimination of this program represents cost savings of $25,000 in 2016. Currently fees for ballfields and multi - purpose fields bring in annual revenue of approximately $90,000 which represents a rate of cost - recovery of 7 %. This means that for every $1 participants put in the taxpayer puts in $13. Some of the field rental rates are as low as $2.50 /hr of field time. There have been improvements made to a number of these facilities over the past few years and it is reasonable to increase fees to achieve a higher level of cost recovery. The hourly charges and tournament fees for these fields would be updated to be more consistent in terms of cost recovery, and to bring in additional revenues of $93,000. Arena fees are also proposed to increase by 5% for the 2016/2017 season. Given fiscal pressures in 2016, Phase 2 of the Transportation Plan will be deferred to 2017. This deferral provides an opportunity to allow adequate time for the transition of new Senior Management in Saint John Transit and the Saint John Parking Commission in 2016, ensuring they are fully involved and engaged in developing the strategy. Delaying this project in 2016 will save $200k which will need to be spent in 2017. The Safer School Zone program will see improvements on streets around 2 of the remaining 13 elementary and middle schools in 2016. A public transit system is a contributing component to a vibrant community. The proposed 2016 budget commits approximately $7.2 million in operating and debt service subsidy ($5.4M + 1.8M) to the Saint John Transit Commission compared to $5.4M + $1.7M in 2015, and representing 4.74% of the City's overall budget. This level of funding may require a reduction of service hours outside the City's primary development area. It is recommended that a review of the utilization of the bus service be conducted by the incoming CEO in early 2016 to determine the best value for money with consideration to ridership, routes, cost of service, and fares. 92 -6- The overall Transportation & Environment Services budget is 0.3% less than prior year and maintains significant overall investment in road work as directed by this Council's priorities. Finance & Administration Finance & Administration Service includes Financial Management services as well as Asset Management Services, including Procurement, Risk Management, Fleet Management, Facilities Management, and Real Estate. With recent financial challenges it is vital that in 2016 a continued focus be placed on sustainable financial planning with a focus on debt management and asset management policies. The cost of liability insurance premiums and insurance claims are expensive requirements for the City of Saint John. The investment in risk management has assisted in reducing claims and has brought proactive risk management acumen corporate wide with a focus on loss prevention and cost control. These practices and new policy development will continue in 2016. Proactive risk management has saved the City $397K in 2015 and that trend is expected to continue. Fleet Operations is in need of a new business model. The internal fleet rate structure must be reviewed to ensure the full cost of service is assigned to service areas which will incentivize more careful and efficient use of the fleet and drive cost savings. Redesigning the City's fleet operation and rate structures will be an area of focus for 2016. The overall Finance & Administration Services budget is 1.4% more than prior year. This is largely attributed to fleet maintenance costs that were retained in Fleet and not billed back to the services based on the nature of the fleet rate structure. Strategic Services Strategic Services includes Human Resources, Corporate Planning, Corporate Communications, and Information Technology which support all City services, including a number of the City's Agencies, Boards and Commissions. Strategic Services provides direct support to City Manager's Office and Common Council with respect to corporate planning, citizen engagement activities and technology. This involves leading or actively supporting over fifty different corporate projects including, preparations for the NEB regulatory process, business continuity planning, Open Data, the Safe Clean Drinking Water Project (SCDWP), Customer Service, Information Management, and One -Stop Development Shop initiatives. 93 In addition to finalizing two collective agreements (Firefighters and Inside workers), the Human Resources team will focus their attention on a number of strategic initiatives to enhance organizational capability. Initiatives will be planned and delivered to advance workforce development, employee performance management and health, safety and wellness. Corporate Planning will lead the newly elected Council in developing their priorities for the community for their term. These priorities will not only guide Council's decision - making with respect to policy, but provide the foundation for performance management and reporting. In 2016, a main focus of the Strategic Service Team, led by Corporate Planning will be the implementation of a new continuous improvement program. The program will be designed to follow similar models implemented by other municipalities to ensure that service delivery is cost - effective, with an initial focus on reducing operating costs to support the financial sustainability of the City. Beyond staff resources, approximately $100,000 has been allocated for training and external consulting required to ensure that resources are used wisely and realize the desired results of the program. The City will target cost savings of $500k in 2016 through continuous improvement. The savings are not reflected in the 2016 operating budget, however, it is anticipated that upon implementation, the savings will be fully realized in the 2017 operating budget. The Information Technology team will support the launch of the continuous improvement program with planned implementation of a number of projects that will result in savings across the organization. These include reducing software requirements and licensing by leveraging a one year subscription to Gartner technology, implementing an enterprise fax solution, telephony rationalization, and acceleration of the transition to virtual desktops. Information Technology will also continue to ensure that the City's information and data remains intact and secure and those communication systems remain operational 24/7 through careful asset management. Corporate Communications will be developing a framework to support strategic and timely communications to the community and our employees. The area will continue to support community facing and service area projects such as Passport to Parks, the Annual Volunteer Recognition Event, and Safe Clean Drinking Water Project. Corporate Communications will continue to support emerging communication requirements throughout the organization. The overall Strategic Services budget is 0.5% less than prior year. Contributing to this reduction is a combination of limiting paid advertising in favour of emerging communication technologies; implementing improvement projects to realize technology related savings; and relying on in -house staff to lead citizen and employee engagement. 0 WE Fiscal challenges The City, as is the case in many cities across the county, is facing fiscal challenges. Based on the latest tax base and equalization grant information released by the Province, the City has a 1.53% increase in tax base; however, the equalization grant has decreased by $1,012,102 resulting in a modest increase in overall revenue of about $800K. The overall tax base growth has been stagnant since its peak of 9% growth in 2009 to a negative 0.48% in 2014 and 0.56% in 2015. This has been reflected in the City's building permit revenues over the last few years, as revenue in 2016 is budgeted to be 28% lower ($250,000) than budgeted in 2015. While revenues have experienced minimal growth, expenditures, on the other hand, have gone up over the years. About 56% of the City's budget is in wages and benefits, and the incremental expenditures associated with the increases are outpacing new revenues generated. A five -year financial analysis shows that revenue growth of 3% is required to keep pace with expenditure growth. The fact that the City has had negative or minimum tax base growth over the last two years significantly impacts its ability to provide services at the current level. In order to avoid reductions in service levels in 2016, the draft budget proposes a one -time stop -gap solution of moving $1.5 Mil worth of road work from the General Operating budget to the General Capital budget. The original budget submissions include $2.2 Mil for road work. Considering investment in roads is a high priority for Council, the same level of investment in roads will be made but only $700K in funding will be made in the Operating budget; an additional $1.5 million in road work will be funded in Capital budget. This strategy should be considered a one -time decision as the approach is not sustainable. Debt service costs (principal and interest) currently account for approximately 10% of the operating budget. This Council has been fiscally responsible in controlling debt. A debt management strategy must balance debt retirement with the need to replace aging infrastructure. Based on existing debt levels, debt service costs are projected to trend upward for the next few years and then stabilize in 2019 if capital borrowings are not more than $12 million per year on an ongoing basis. One of the risks associated with borrowing long term is the interest rate risk. The long term borrowing rate is currently at its record low. However, it is likely that the interest rate will go up in the next few years, which will affect the amount that the City has to put aside to service its debt. Borrowing decisions made today create future fixed debt service payments that compromise flexibility to respond to changing operational circumstances in future years. The fiscal challenges the City is experiencing today are not limited 95 IRE to the 2016 budget year. It is more long term in nature. In the years to come, the City is committed to finding sustainable solutions, among those are to find new revenue sources and to find efficiencies through continuous improvements using proven methodology such as Lean six sigma. Establishment The approved establishment sets out the number of permanent employee positions included in the budget and acts as a control mechanism for Council in that any change in the total number of permanent positions requires Council approval. It is proposed that Common Council adopt a resolution establishing the number of positions to be funded in the budget at 645.5 for the coming year (inclusive of 5 local 18 reductions in 2015). In 2016 the City will be working towards optimizing the number of outside workers as provided for in the new collective agreement with Local 18. Conclusion The proposed 2016 General Operating Budget minimizes service impacts to the community, provides for a stable tax rate, and allocates funds on Council's priorities. Moving forward, the financial challenge will continue. Revenue generation and continuous improvement initiatives must be pursued in 2016 in order to avoid future service level reductions or tax rate increases. SERVICE AND FINANCIAL OUTCOMES Service implications related to economic, social or environmental impacts in the community. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Considerable input has been received from all Departments, and the primary Agencies, Boards and Commissions of the City. ATTACHMENTS 2016 PROPOSED GENERAL OPERATING FUND Residential Property Tax 118,325,922 120,141,178 Federal Payment in Lieu of Taxes (PI LT) 120,729 41,244 Equalization & Unconditional Grant 20,935,308 19,923,206 Surplus 2nd previous yr. 567,702 - Protective Services 1,350,200 1,270,200 Sports and Recreation 900,027 992,027 Emergency Dispatch 943,662 961,168 Administrative Support 2,153,000 2,271,000 Permits & Licenses 1,099,500 794,400 Parking 2,796,900 2,891,900 Rentals 845,504 1,031,561 Other 1,104,900 1,224,300 Total Revenues $151,143,354 ;, M. Mille Community Planning & Development Service 1,660,164 1,396,533 Development Engineering 432,278 524,659 Geographic Information Systems 326,379 364,834 Heritage Conservation 205,343 231,905 Permitting & Inspection Service & By -Law Enforcement 1,970,593 1,948,602 Tourism Service 1,000,000 940,600 Destination Marking Organization 1,000,000 940,600 Economic Development Service 2,521,497 2,574,179 Regional Economic Development (Enterprise) 475,000 446,800 Saint John Trade and Convention Center 569,420 619,314 Harbour Station 524,882 473,782 City Ma rk e t 952,195 1,034, 283 Urban Devel opment Servi ce 2,608,716 2,592,396 Saint John Development Corporation 275,600 259,280 Waterfront Development Corporation 171,633 - MarketSquare - Common Area 2,333,116 2,333,116 Industrial Parks Development Service 270,000 253,920 Saint John Industrial Parks 270,000 253,920 Neighourhood Improvement 566,194 667,313 Community Development 329,116 319,824 Neighbourhood Development 30,000 152,000 Loch Lomond Community Center 45,000 45,000 P.R.O. Kids 112,078 100,489 Community Development Fund 50,000 50,000 Community Development Service Grants 469,193 478,579 Library 469,193 478,579 Recreation, Parks & Cultural Programming 1,566,762 1,481,531 Recreation Programming 974,984 913,052 Contract Service - Boys & Girls Club 127,991 129,911 Contracted Service - YMCA -FGCC /MCC 171,633 159,085 Contracted Service - North End Community Centre 158,194 144,795 Cultural Affairs 118,960 119,688 PlaySJ Recreation Programming Grant 15,000 15,000 Arts & Culture Grants & Other Funding 722,315 681,762 Imperial Theatre 343,823 347,920 Saint John Arts Center 84,769 84,119 Arts and Culture Board 35,000 35,000 Public Art - Maintenance and Repair Budget 10,000 10,000 Unspecified Grants 231,723 137,723 Remembrance Day Ceremonies 2,000 2,000 New Year /Canada Day Celebrations 15,000 15,000 ECMA - 50,000 Total . wth & Community Development , Fire Rescue and Suppression Service 21,726,535 21,636,402 Water Supply and Hydrants 2,500,000 2,400,000 Emergency Management Service 292,601 316,239 Pol ice Services 24,269,759 23,999,759 Public Safety Communications 2,488,769 2,480,400 Street Lighting 1,030,000 937,300 Total Public Safety Services .4 $51,770,100 97 -11- Roadway Maintenance Service 12,586,777 12,129,407 Snow Control Streets 4,849,817 6,036,446 Street Cleaning 1,663,684 1,648,448 Street Services (Surface Maintenance) 6,073,276 4,444,513 Sidewalk Maintenance Service 1,898,367 1,801,681 Snow Control Sidewalk 907,160 1,092,271 Sidewalk Maintenance 991,207 709,410 Pedestrian &Traffic Management Service 2,352,228 2,124,882 Stormwater Management 3,385,292 3,609,988 Solid Waste Management 3,546,103 3,592,409 Engi neeri ng 484,575 501,353 Parks & City Landscape 2,985,833 3,133,337 Parks Maintenance 2,540,655 2,634,276 Lifeguards 120,663 158,245 Urban Forestry 279,515 295,816 Mispec Park 5,000 5,000 Saint John Horticultural Association 40,000 40,000 Sports & Recreation Facilities Service 3,919,850 4,040,753 Arena Operation &Maintenance 1,502,745 1,464,580 Sportsfield Operation & Maintenance 1,273,653 1,188,022 Other Facility Operation & Maintenance 388,740 404,733 Minor Hockey Subsidy 173,000 173,000 Aquatic Clubs 15,822 15,822 Lord Beaverbrook Rink 159,000 158,102 Aquatic Centre 406,890 636,494 Parking Service (Administration Support) 648,379 690,655 Administration Support 560,379 602,655 Grant - Property Tax 88,000 88,000 Tra nsit Servi ce 7,105,000 7,182,239 Transportation Total 404 $38,806,704 Finance • Administrative Services 2015 Approved 2016 Proposed Financial Management Service 3,159,670 3,001,188 F i n a n ce 1,873,663 1,695,452 Assessment 1,286,007 1,305, 736 Asset Management 6,893,698 7,194,601 Purchasing & Materials Management 1,061,631 1,048,413 Insurance Service 267,860 269,215 Liability Insurance 650,000 570,000 Fleet 1,190, 274 1,583,263 Facilities Management 1,150,203 1,116,755 Carpentry Shop 419,205 409,014 City Hall Building 1,824,110 1,878,337 Real Estate 330,415 319,604 Administrative Total Finance & 1 1 1 Strategic Services 2015 A•• rove • 2016 Proposed Human Resources 1,570,024 1,564,248 Corporate Planning 471,177 470,970 Corporate Communications 540,385 499,945 Information Technology 2,222,368 2,245,634 Total Strategic Services :0 :0 M -12- City Manager 859,613 627,223 Lega 1 751,815 739,942 Common Clerk 662,296 642,938 Regional Service Commission 41,085 28,381 Mayor & Council 601,043 549,933 Mayor's Office 178,893 167,583 Council Total Legislated Services 422,150 $2,915,852 382,350 $2,588,417 Fiscal Charges 18,586,679 19,107,208 Pension & Benefits 9,244,000 9,356,810 Deficit 2nd Previous Year 799,546 Total Other Charges $27,830,679 .4 General Fund Surplus (Deficit) .. Q , ifjio K\ COUNCIL REPORT M &C No. 2015 -269 Report Date December 09, 2015 Meeting Date December 14, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT: 2016 General Operating Capital Budget OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Craig Lavigne Kevin Fudge Jeff Trail RECOMMENDATION It is recommended that Common Council approve the 2016 Recommended General Operating Fund Capital Budget in the amount of $21,926,300 (gross) with contributions from other sources of $10,000,000 yielding a net Capital budget in the amount of $11,926,300 (net) as set in Exhibit 1. EXECUTIVE SUMMARY The 2016 General Capital Budget was presented to Council at its November 91" and its November 23, 2015 meeting. The purpose of this report is to allow Council to approve the 2016 General Capital Budget. PREVIOUS RESOLUTION 2016 General Capital Budget, M &C 2015 -240: "Resolved that item 12.6 2016 General Capital Budget be tabled until after the 2016 Operating budget is approved." STRATEGIC ALIGNMENT The 2016 Proposed General Capital Budget is aligned with Plan SJ and Play SJ. The concentration of investment is in prime development and intensification areas and is aligned with Council's strategic priorities. 100 s1M REPORT The proposed 2016 General Capital Budget totals $21,926,300 of which $10,000,000 is funded from other sources (gas tax, reserves, etc.) and the remainder $11,926,300 is to be funded by debt issue. ($11,749,010 in 2015) There in an increase in the City share by $70,000 and an increase in Other Share by $41,951 compared to the General Capital Budget presented to Council on Nov. 23rd, 2015. The following modifications are as follows: Transportation $1,500,000 Asphalt Roadway Maintenance and Rehabilitation program Information Technology $41,951 PSCC GIS Mapping Program (Other Share) Transportation - $350,000 Boars Head Road — Curb and Sidewalks Parks and Public Spaces - $250,000 Rainbow Park Transportation - $160,000 Storm water — Model King Square North — New Fully Transportation - $335,000 Signalized Intersection —Top of King Street King Square North — New Fully Transportation - $335,000 Signalized Intersection — Front of City Market Total Adjustments $111,951 Rainbow Park has been added to the not recommended 2016 Capital list. This project does not have the funding in place; however a recommendation to approve this project will be brought to Council at a later date if funding from other sources is committed and secured. SERVICE AND FINANCIAL OUTCOMES This Capital Budget is making investments in long term municipal infrastructure and other public assets. The projects included in the 2016 General Capital Budget meet Council's priorities such as reducing flood risk, continual improvements to roads and sidewalks, community of choice, and public safety; while maintaining sound fiscal management of debt and operating costs. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Glick here to cfitcr te.kt_ 101 -3- ATTACHMENTS Exhibit 1— 2016 Recommended General Capital Budget Exhibit 2 — Not Recommended for 2016 General Capital Budget M &C 2015 -225 M &C 2015 -240 102 Exhibit 1- 2016 General Capital Budget Recommended Project BUDGET-OTHER BUDGET - CITY CATEGORY DEPARTMENT DESCRIPTION # SHARE SHARE 1 Transportation Transportation & Asphalt Roadway Maintenance and $ 750,000 $ 1,500,000 Environment Rehabilitation program Transportation & Concrete curb and sidewalk including drainage 2 Transportation $ 750,000 $ - Environment with Asphalt Program various locations 3 Transportation Transportation & Canterbury Street - Curb & Sidewalk, $ - $ 150,000 Environment 4 Transportation Transportation & Exmouth Street - Street reconstruction (W &S) $ - $ 660,000 Environment 5 Transportation Transportation & Golding Street - Concrete sidewalk and $ $ 255,000 - Environment renewing the asphalt (W &S) Transportation & Grannan Lane - Replacement of concrete 6 Transportation $ - $ 150,000 Environment driving surface with new concrete. 7 Transportation Transportation & Guide Rail Replacement Program - Phase 2 of 4 $ - $ 200,000 Environment Transportation & Harmony Drive - Street reconstruction (curb, 8 Transportation $ - $ 275,000 Environment sidewalk, landscaping and paving), 9 Transportation Transportation & Union Street /Patrick Street Signalized Lights $ - $ 250,000 Environment 10 Transportation Transportation & Newman Street - Street reconstruction - (W &S) $ - $ 370,000 Environment 11 Transportation Transportation & Paddock Street - Street reconstruction $ - $ 215,000 Environment 12 Transportation Transportation & Princess Street - Charlotte to Syndey Street - $ $ 700,000 - Environment Street reconstruction - (W &S) Replacement of existing deteriorated retaining 13 Transportation Transportation & walls supporting streets and sidewalks in $ - $ 125,000 Environment various locations 14 Transportation Transportation & Skyline Drive - Street reconstruction $ - $ 175,000 Environment 15 Transit Transportation & Bus Replacement $ - $ 475,000 Environment 103 Exhibit 1- 2016 General Capital Budget Recommended 16 Transit Transportation & Handi -Bus $ - $ 155,000 Environment Transportation & Exmouth Street - Richmond St - Brunswick Drive 17 Storm $ 300,000 $ - Environment -Storm Upgrade - (W &S) Transportation & Golding Street - Waterloo to Bayard Street - 18 Storm $ 115,000 $ - Environment Storm Sewer upgrade - (W &S) Transportation & Hanover Street - Crown to March Creek - Storm 19 Storm $ - $ 400,000 Environment sewer upgrade - (W &S) 20 Storm Transportation & Honeysuckle, Sherbrook Street Culvert # 4 - $ 2,600,000 $ - Environment replace culvert by NBDTI Transportation & Honeysuckle, Sherbrook Street Culvert # 3 - 21 Storm $ 1,200,000 $ - Environment replace undersized culvert by NBDTI Transportation & Honeysuckle, Sherbrook Street replace 22 Storm $ 475,000 $ - Environment undersized culvert # 5 and Removal of culvert # Transportation & Kelly Lane - End of Kelly Lane to Sandy Point 23 Storm $ - $ 115,000 Environment Road - Storm sewer for separation Transportation & Paddock Street - 39 Paddock to Coburg -Storm 24 Storm $ - $ 115,000 Environment sewer for separation - W &S 25 Storm Transportation & Princess Street - Charlotte to Syndey Street - $ $ 85,000 - Environment Storm sewer for separation - W &S 26 Storm Transportation & Ready Street - Main to Catherwood Street - $ $ 250,000 - Environment Storm sewer for separation - W &S 27 Storm Transportation & Westgate Park Drainage Basin - Trunk Storm $ 1,060,000 $ - Environment Sewer - New storm sewer 28 Storm Transportation & Westgate Park Drainage Basin - Property $ $ 110,000 - Environment acquisition for construction of collector Swale 29 Parks &Public Spaces Transportation & Renewal of existing infrastructure such as $ $ 550,000 - Environment sportfield assets, playground, tennis courts 30 Parking Commssion Transportation & Coin Wrapper $ - $ 20,000 Environment 31 Public Safety Strategic Services Trunk Radio for Emergency Services - Public $ $ 1,250,000 - Safety Required 32 Information Strategic Services Replace City Network Infrastructure $ - $ 100,000 Technology 104 Exhibit 1- 2016 General Capital Budget Recommended 33 Information Strategic Services One Stop Applications & Hardware $ - $ 50,000 Technology 34 Information Strategic Services Upgrades to ERP $ - $ 30,000 Technology 35 Information Strategic Services Additional Disk Storage Systems & Tape Backup $ 200,000 $ 20,000 Technology 36 Information Strategic Services Computer Replacement Program $ 400,000 $ - Technology 37 Information Strategic Services PSCC GIS Mapping Program $ 150,000 Technology 38 Economic Waterfront Development Harbour Passage Eco -Hub $ - $ 35,000 Development 39 Economic Waterfront Development Harbour Passage and Boardwalk $ - $ 30,000 Development 40 Facilities Harbour Station Replace Cooking Equipment $ - $ 48,000 Management 41 Facilities Harbour Station Replace Replay Video Equipment $ 32,000 Management 42 Facilities Harbour Station Purchase new Computers /Servers $ - $ 17,500 Management 43 Facilities Harbour Station Replace Video Switcher /Playback Equipment $ - $ 45,000 Management 44 Public Safety Fire Replacement of aged SCBA packs and Bottles $ - $ 75,000 (2016) 45 Public Safety Fire Purchase of New Fire Engine (2016) $ - $ 500,000 46 Public Safety PSCC Upgrade Back PSCC Consul of Firestation #1 $ - $ 40,000 47 Facilities Library Shelving - mobile display shelves for new East $ $ 10,000 - Management Branch 48 Facilities Library Shelving - mobile periodical display units for $ $ 8,000 - Management new East Branch 49 Facilities Library Furniture - for space at new East Branch, in $ - I $ 15,000 Management Transit Building 105 Exhibit 1- 2016 General Capital Budget Recommended 50 Facilities Library Move to Saint Transit - Approved in 2015 $ - $ 203,200 Management 51 Facilities Library Signage - East Branch at Transit Building $ - $ 35,000 Management Recreation & 52 Municipal Owned Canada Games Aquatic Replace flow control valves $ - $ 28,350 Centre Facilities Recreation & 53 Municipal Owned Canada Games Aquatic Replace Flow Meter $ - $ 7,000 Centre Facilities Recreation & 54 Municipal Owned Canada Games Aquatic Facility Capital Renewal $ - $ 200,000 Centre Facilities Recreation & 55 Municipal Owned Canada Games Aquatic Retrofit Breaker Panels: Filter Rooms $ - $ 47,250 Facilities Centre Recreation & 56 Municipal Owned Canada Games Aquatic Epoxy filter tank (leisure tank) $ - $ 20,000 Centre Facilities 57 Facilities City Market City Market Renovation $ - $ 580,000 Management 58 Facilities City Market City Market Pedway Elevating Devices $ - $ 120,000 Management Replacement 59 Facilities Lilly Lake Pavillion Year 3 of 3 year commitment of Captial $ - $ 150,000 Management 60 Economic Trade & Convention Centre Year 4 of 5 year Commitment of Capital $ - $ 170,000 Development 61 Facilities Facility Management Carleton Community Center Replace Windows $ $ 60,000 - Management Phase 1 62 Facilities Facility Management Carleton Community Center Replace $ - $ 80,000 Management Foundation Wateroroofing 63 Facilities Facility Management Forest Hill Canteen - Connect Sanitary Systems $ $ 40,000 - Management to Municipal Services 106 Exhibit 1- 2016 General Capital Budget Recommended 64 Facilities Facility Management Fire Station #4- Replace Roof $ - $ 80,000 Management 65 Facilities Facility Management Fire Station #4/ #6- HVAC Upgrade $ - $ 40,000 Management Facility Capital Renewal - Petes Frootique 66 Facilities Facility Management Leasehold, Rockwood Park Int Center, Arts $ - $ 110,000 Management Building 67 Facilities Lord Beaverbrook Rink Exit Fire Doors and interior Doors Replacement $ - $ 50,000 Management 68 Finance & Admin Fleet Management Fleet Replacment $ 2,000,000 $ - 69 Economic Trade & Convention Centre Chair Replacements $ - $ 100,000 Development 70 Economic Industrial Parks Industrial Park Land Development $ - $ 200,000 Development $10,000,000 $11,926,300 107 Exhibit 2 - Not Recommended For 2016 General Capital Budget Project BUDGET - OTHER BUDGET - CITY CATEGORY DEPARTMENT DESCRIPTION # SOURCES SHARE Creighton Avenue - Road reconstruction (storm 1 Transportation Transportation & sewer, road widening, excavation, curb, $ $1,200,000 Environment landscaping, paving) Bonita Avenue - Street reconstruction 2 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ $950,000 Environment and paving) Pidgeon Terrace - Street reconstruction 3 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $105,000 Environment and paving) Whipple Street - Street reconstruction 4 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $700,000 Environment and paving) Cedar Point - Cedar Wood Drive - Street 5 Transportation Transportation & reconstruction (excavation, backfill ditches, $ - $1,480,000 Environment curb, sidewalk, landscaping and paving) 6 Transportation Transportation & King Street North - Three new bus lanes for $ - $250,000 Environment additional bus parking 5 Transportation Transportation & Boars Head Road - Curb and sidewalk $ - $350,000 Environment 5 Transportation Transportation & King Square North - New Fully Signalized $ - $335,000 Environment Intersection -Top of King Street 6 Transportation Transportation & King Square North - New Fully Signalized $ - $335,000 Environment Intersection - Front of City Market 7 Storm Transportation & Cedar Point - Cedarwood Drive - Install approx. $ - $1,770,000 Environment 1045 m of new storm sewer 1: Exhibit 2 - Not Recommended For 2016 General Capital Budget 8 Storm Transportation & Development of a stormwater model for the $ - $160,000 Environment East and Central catchment Area Includes for the replacement and renewal of 9 Parks & Public Spaces Transportation & existing infrastructure such as sportfield assets, $25,000 $20,000 Environment playground, tennis courts and other facilities. 10 Parks & Public Spaces Transportation & Rainbow Park $ $250,000 Environment 11 Parks &Public Spaces Transportation & Swanton Street - Playground equipment $25,000 $25,000 Environment replacement and park improvements. 12 Parks &Public Spaces Transportation & Market Place West - Includes new splash pad $250,000 $250,000 Environment adjacent to existing playground. 13 Saint John Transit Transportation & Buses Seek Funding $950,000 $ - Environment 14 Saint John Transit Transportation & Small Bus Trial $100,000 $50,000 Environment 15 Saint John Transit Transportation & Small Bus Trial $226,667 $113,333 Environment 16 Saint John Transit Transportation & Video Upgrade $56,667 $28,333 Environment 17 Saint John Transit Transportation & Service /Plow Truck $ - $55,000 Environment 18 Saint John Transit Transportation & Uptown Bus Shelter $26,667 $13,333 Environment 19 Saint John Transit Transportation & Garage Tools /Equipment $ - $50,000 Environment 20 Safety Fire Three Bay Garage at Training Academy (2016) $ - $350,000 21 Safety Police Replace Firearms $ - $200,000 22 Facility Management Fire Installation of Drafting Tank at Training Grounds $ - $150,000 (2016) 109 Exhibit 2 - Not Recommended For 2016 General Capital Budget 23 Information Strategic Services Trunk Radio for Emergency Services $ - $2,250,000 Technology 24 Information Strategic Services Server Infrastructure Replacement $ - $100,000 Technology Information Applications and Systems (upgrades and 25 Strategic Services $ - $30,000 Technology implementation of ERP) 26 Information Strategic Services Data Center Air Conditioner $ - $100,000 Technology 27 Information Strategic Services Connectivity $ - $40,000 Technology 28 Facilities Library Signage - Exterior facade at Market Square $ - $8,000 Management 29 Facilities Library Signage - Wayfinders at Central Library $ - $5,000 Management 30 Facilities Library Widen meeting room doors to accommodate $ $4,000 Management wheelchairs at Central Recreation & 31 Municipal Owned Canada Games Aquatic Deck scrubber $ - $20,000 Centre Facilities Recreation & 32 Municipal Owned Canada Games Aquatic Replace Exit Sign $ - $7,020 Centre Facilities Recreation & 33 Municipal Owned Canada Games Aquatic Replace AHU #2 to Heat Pump Technology $ - $600,000 Centre Facilities Recreation & 34 Municipal Owned Canada Games Aquatic Refurbish lift car $ - $28,350 Centre Facilities Recreation & 35 Municipal Owned Canada Games Aquatic Facility Capital Renewal $ - $50,000 Facilities Centre 36 Saint John Parking Transportation & Electronic Chalking Machines $ - $40,000 Commission Environment 37 Saint John Parking Transportation & Pay and Display Parking Machines (5 Machines) $ - $80,000 Commission Environment 110 Exhibit 2 - Not Recommended For 2016 General Capital Budget 38 Economic Waterfront Development Market Slip dredging $ - $195,000 Development 39 Fleet Management Finance and Admin Fleet Replacment $ - $500,000 40 Economic Industrial Parks Development of Land $ - $100,000 Development 41 Economic Waterfront Development Market Slip dredging $ - $195,000 Development 42 Economic Waterfront Development Design renderings - infill strategy project $ - $45,000 Development 43 Economic Waterfront Development Loyalist Plaza final design /const. drawings $ - $290,000 Development 44 Facilities Harbour Station Complete Phase 2 of LED Lighting Project $ - $40,000 Management 45 Facilities Harbour Station Replace Audio Routing Equipment $ - $25,000 Management 46 Facilities Harbour Station Replace Wireless Beltpacks $ - $5,000 Management 47 Facilities Harbour Station Replace 1993 Chairs $ - $100,000 Management 48 Facilities City Market City Market Renovation $ - $360,000 Management 49 Facilities Facilities Management Replace Windows -TIC West $ - $55,000 Management 50 Facilities Facilities Management Hurley Arena Interior Renovation $ - $250,000 Management 51 Facilities Facilities Management Sustainable Energy Management Program on $ - $45,000 Management City Owned Buildings 52 Facilities Facilities Management Hurley,Gorman and Belyea Arena- Building $ - $10,000 Management Electrical Systems Assessment 53 Facilities Facilities Management Facility Management Capital Renewal of $ - $240,000 Management Building Systems and Equipment $1,660,001 $15,007,369 NOTE: FUNDS FROM OTHER SOURCES HAVE NOT BEEN COMMITTED OR SECURED. PROJECTS WILL BE BROUGHT FORWARD IF FUNDING IS COMMITTED AND SECURED. 111 F1 I COUNCIL REPORT M &C No. 2015 -225 Report Date November 02, 2015 Meeting Date November 09, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT. MC 2015 - 225 2016 General Capital Budget Council Report.docx OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Kevin Fudge Kevin Fudge Jeff Trail RECOMMENDATION It is recommended that Common Council reflect upon the attached document and make any and all inquiries and recommendations to staff; and receive and file this report. EXECUTIVE SUMMARY The Purpose of the Report is to propose a 2016 General Fund Capital Budget. PREVIOUS RESOLUTION Click here to enter any previous relevant resolution. STRATEGIC ALIGNMENT The 2016 Proposed General Capital Budget is aligned with Plan SJ and Council's strategic priorities REPORT The Capital Budget is Council's plan for making investments in long term municipal infrastructure and other public assets. The projects included in the 2016 General Capital Budget are driven by the need to renew or replace existing infrastructure, to increase service standards, or to provide new infrastructure to support growth initiatives. 112 sa The requests received for capital projects exceed funding that is available. Approximately $37 million in Capital requests were submitted. Staff has strategically prioritized the capital submissions based on the following key criteria: 1) Alignment with Council's priorities and Plan SJ; 2) Impact on employee or public safety; 3) Required by existing contractual commitments; 4) Co- funding opportunities; 5) Improves efficiency or effectiveness of the City; 6) Improves service to the community; 7) Produces incremental municipal revenue or reduces city operating expenses; 8) Whether the project is linked to projects identified for funding in the Utility Capital Fund or to another investment 9) Investment protects the City's assets. The proposed 2016 General Capital Budget totals $21,662,349 of which $9,958,049 is to be funded from other sources (gas tax, reserves, etc.) and the remainder $11,704,300 is to be funded by debt issue. ($11,749,010 in 2015). As illustrated in Exhibit 1, excluding the non - location specific investments, virtually all of the proposed 2016 General Capital Budget investments are located in the Primary Development Area. In addition, more than half of the proposed investments are planned for the intensifications areas, with the majority of those intensification investments being focused in the Uptown and Central Peninsula Urban Core Neighborhoods. 2016 CAPITAL ENVELOPE Transportation - It is a Council priority to continue to invest in direct road improvements including asphalt, curb and sidewalks, and surface reinstatements associated with water and sewer projects. The 2016 Capital Budget includes $4.6 million of investment in asphalt, curb and sidewalk and street reconstruction. This represents a year over year increase of approximately 10% compared to the 2015 Capital Budget. In addition, funding is included for ongoing guard rails replacement program ($200,000), two new fully signalized intersections at King's Square ($700,000), and the ongoing program of replacement of deteriorating retaining walls ($125,000). Drainage - Upgrades to the storm water system include new storm sewers, channel improvements, and separation of storm and sanitary sewers in 9 locations. With a total investment of $6.8 million ($5.7 million from other government sources to offset this cost), the City continues to make focused investments to address surface drainage and flooding issues throughout the community. 113 am Recreation - Key spending in recreation includes renewal of existing sport fields, playground, park revitalization and tennis courts ($800,000). Funds are also included to provide equipment replacements at Harbour Station ($110,500), and key investments in the Canada Games Aquatic Centre for facility and equipment renewal ($302,600). It is anticipated that the Canada Games Aquatic Center will require considerably higher capital investment in future years. City Market - City Market is in need of major upgrades and maintenance. The exterior brickwork is decaying and the upper windows, pedway escalator and lift are in need of replacement. The mezzanine is in need of upgrading as well as general lifecycle renewal investments in windows, doors, and roof is required. The City Market Tower suffered major water damage from a burst pipe. A total investment of $3.5 million is required to restore the interior of the Market Tower. The City committed $270,000 in 2014, $700,000 in 2015 and staff proposes $700,000 in 2016. In 2017 a final investment of $360,000 would bring the total City investment to $2.03 million. Along with committed funding from ACOA for $2.03 million and a pending application from the Province for another $2.03 million, a total investment in the City Market would total $6.09 million to restore this City treasure Public Safety Services: A. Trunk Radio Emergency System - Communication is an essential component for public safety (Fire, Police and EMO services). Trunk radio systems provide the communication backbone for protective services in Saint John, throughout New Brunswick and across Canada. The existing analog trunk radio system technology is outdated, over 30 years old and was installed in Saint John in the early 1990's. It is used by the Saint John Police Force, Saint John Fire Department, Saint John Emergency Measures Organization, and Saint John Municipal Operations. The equipment, radios and infrastructure are no longer supported by the manufacturer. The Province and other New Brunswick municipalities have also been dealing with aging and obsolete trunk radio systems. The Provincial Government is making a significant financial investment to upgrade and enhance its mobile trunk radio communication system in partnership with Bell Mobility. The project includes configuration of a new network, digital mobile equipment and the construction of communication towers. Bell Mobility has commenced work on the new system and it is being carried out in stages with completion expected in late 2016. The current Bell Mobility analog system will continue to be used until the new one is fully functional. 114 -4- The Provincial project presents a strategic window of opportunity to align the City investment with the investment in the Provincial network. The Trunk Radio Emergency System project is estimated to cost approximately $2.5 -$3 million dollars. The City investment is expected to include new subscriber gear (radio equipment for Police and Fire) estimated between $1 to $1.5 million dollars; equipment and conversion build costs for the Public Safety Communication Center (911) in the range of $500 thousand to $1 million dollars; and additional tower requirements for City wide coverage, yet to be determined, that could cost $500 thousand to $1 million dollars. Monthly subscription charges are expected to be similar to the current subscription charge of the analog system. Detailed quotes, specifications and implementation timelines are still not final. The Public Safety Communication Center (911) conversion is estimated to take place in Q3. Implementation of subscriber equipment could be late Q3 or Q4. It is optimistic for the City to be fully converted by early December. A robust City business case must be performed to ensure value for money. Although project costs are estimated at $2.5 million to $3 million dollars, given the uncertainty in timing, the 2016 Capital Budget includes funding of $1.250 million for the Trunk Radio Project with the remaining investment planned for 2017. When project timelines are finalized, Staff will report back to Council with a request for any required adjustments to the Capital envelope accordingly. Staff is seeking Council's formal commitment to the Trunk Radio Emergency System Project given its critical importance and risk to public safety. Staff will present a business case to Council in 2016 with options that provide best value for money. B. Fire Service - A fleet replacement schedule for the 10 primary fire units was established approximately 10 years ago with the objective of getting the most effective and efficient use of these capital purchase ( including the goal of minimizing large scale maintenance issues related to operating cost and availability). Three of the ten fire service units have now exceeded their replacement period and in turn maintenance cost have risen. The maintenance cost for Engine # 2 (2001) has exceeded $40,000 in 2015. The proposed 2016 Capital Budget includes funding to replace Engine #2 ($500,000). Funding has also been included to replace aged SCBA packs and bottles ($75,000). Investments are proposed to upgrade the HVAC in Fire Station #4, 36 Courtney Avenue and Fire Station #6, 286 King Street West ($40,000) as well as to replace the roof in Fire Station #4 ($80,000). Transit - The City will continue its investment in Public Transportation by committing to the purchase of a new bus ($475,000) which will positively impact the average age of the transit fleet. The Transit average fleet age is currently 10.79 years whereas the national average is 7.5 years. The General Manager of 115 -5- Saint John Transit believes a sustainable target should be 9 years. 11 of the 47 buses in the fleet were acquired in the year 2007 through external funding. Given this distribution curve, the average age of the bus fleet is expected to increase to 11.50 years in 2016 even with the purchase of 1 new bus. Information Technology - The City's information technology supports the effective and efficient delivery of the services provided to residents, and is largely dependent on current and modern IT systems. The proposed budget includes $800,000 in IT investments, with $600,000 being funded from the computer reserve fund for a net capital requirement of $200,000. Network infrastructure and upgrades to the enterprise resource planning system ERP ($130,000), needed disk storage and backup systems ($220,000), One Stop Development Shop Application & Hardware ($50,000) and the regular replacement of monitors, laptops, workstations and licensing agreements funded from reserves. Finally, a funding commitment has been secured for a Public Safety GIS mapping solution that creates a common operating picture for emergency services ($108,049). Fleet - $2.5 million (including the investment in a fire truck of $500k) in fleet replacement will ensure the City has the equipment and fleet required to provide necessary public service. The cost is offset by a contribution of $2.0 million from the fleet replacement fund. Staff will present a list of proposed acquisitions for Council approval in the coming weeks. Economic Development — includes year 4 of 5 commitments for the Trade & Convention Centre as well as funding for chair replacement ($270,000) to maintain competitiveness in the marketplace. The budget also proposes an investment in land development for the Saint John Industrial Parks ($200,000). Waterfront Capital is based on the City's committed contribution to the Loyalist Plaza refurbishment. The City has committed $3.4 million provided the campaign raises the funds needed to proceed with the refurbishment. The 2016 Capital Budget includes funds for the engineering, final design and construction drawings, in the amount of 290,000. Also included in the Budget is $35,000 for the third Eco Hub on Harbour Passage which will be located at the back corner of the Fort Latour site. Funding from TD Bank for this Eco Hub has already been received. The budget also includes $195,000 for dredging at Market Slip. Currently most boats cannot get into Market Slip because there has been no dredging done since 2005. This will provide the boating community with a place to get their boats into Market Slip and be able to enjoy what Uptown Saint John has to offer. Facilities — Lily Lake will receive its final installment for the 3 year commitment of capital for $150,000 to improve accessibility, fire protection, audio /visual equipment and energy efficiency as part of a three year renewal plan. The East Branch Library will be re- locating to Saint John Transit Atrium. Rents will be paid to Saint John Transit, resulting in financial savings for the City of approximately 116 -6- $100,000 per year that the Library would have been paying in Rent at its current location. Funding is included for new shelving, furniture, moving costs, and signage ($221,200). A repair envelope will allow for improvements at the Rockwood Park Interpretation Centre, the Arts Building and for Leasehold improvements ($110,000). Window replacement and foundation waterproofing will be carried out at the Carleton Community Center ($140,000) and the Forest Hills Canteen will be connected to the municipal sanitary system ($40,000). Contingent Funding Envelope - While a nominal budget allocation is shown for each of these projects, actual disbursement by the City is contingent on certain conditions being met. It is contemplated that the City will seek to secure funding for these projects through any of the Building Canada Fund, Gas Tax Fund or other Federal or Provincial programs. A. Exhibition Centre - this $22 million dollar project involves the construction of a new Field House at Exhibition Park. The Centre would include an indoor track and facilities for a range of indoor sport activities. The Exhibition Association is willing to commit land and funding to initiate the development. The City has been requested to consider a contribution of $4.2 million over a three year period. It is unlikely that a City contribution would be required prior to 2017. The City funding is contingent on the project sponsors identifying the capital funding to construct the project and a strict limit on the City's exposure to fund any future operating deficit. B. Loyalist Plaza — the estimated cost of the Plaza Development is $6.4 million with an anticipated City contribution of $3.4 million. A master plan has been developed, after a series of public consultations, that when implemented will serve to rejuvenate this anchor location in the Uptown. The City's commitment is contingent on the remainder of the capital funding being secured. Fiscal Responsibility The 2016 Capital Budget places more financial pressure on future operating budgets as the cost of principle and interest payments become fixed costs for the City, thus committing future operating budgets to these expenses. Through responsible fiscal management, based on an annual $11 -12 million dollar Capital program, debt retirement will start to exceed new debt issues in 2017. The Capital Budget must strike a balance between sustainable infrastructure needs and affordable and responsible fiscal management. The Finance Department, continuing to build upon the completion of identifying and tracking of the City's Tangible Capital Assets, will work in 2016 to develop a Financial Sustainable Planning Program which includes an Asset Management Plan, Long Term Debt Policy and Long Term Capital Plan. The success of the project 117 -7- involves the participation of not only Finance, but the major stewards of the City's assets, such as Water, Transportation, Fleet, and Facility Management. Along with input from Council, Staff and other Stakeholders, a Financial Sustainable Planning Program must be developed to help guide how Financial Resources are managed moving forward. CONCLUSION Planned capital expenditures total $21,662,339 with $9,958,049 coming from other sources for a net Capital budget of $11,704,300. The annual funding from the gas tax program has helped reduce projected borrowing costs and has allowed the City to undertake needed infrastructure improvements. Funding from bond issues is within the City's borrowing capacity. The Capital Budget addresses a range of community needs with a strong emphasis on Council priorities. The investments made will contribute to Saint John being a Community of Choice — with better roads, reduced flooding, improved recreation facilities, better public spaces, improved protective services and continued enhancement of strategic assets. Fix: ��l[ �1�1P /�IyIP/_AT►T[ /_AW�I�jC��1uI7 INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input has been received from the Senior Leadership Team and the Finance Committee of Council ATTACHMENTS Exhibit 1: 2016 Capital Investment Map Exhibit 2: 2016 General Capital Recommended Exhibit 3: 2016 General Capital Not Recommended 118 -8- Exhibit 1 119 Exhibit 2 - 2016 General Capital Budget Recommended Project BUDGET-OTHER BUDGET - CITY CATEGORY DEPARTMENT DESCRIPTION # SHARE SHARE 1 Transportation Transportation & Asphalt Roadway Maintenance and $750,000 $ - Environment Rehabilitation program 2 Transportation Transportation & Concrete curb and sidewalk including drainage $750,000 $ - Environment with Asphalt Program various locations 3 Transportation Transportation & Canterbury Street - Curb & Sidewalk, $150,000 Environment $ - 4 Transportation Transportation & Exmouth Street - Street reconstruction (W &S) $660,000 Environment $ - 5 Transportation Transportation & Golding Street - Concrete sidewalk and $255,000 Environment renewing the asphalt (W &S) $ - 6 Transportation Transportation & Grannan Lane - Replacement of concrete $150,000 Environment driving surface with new concrete. $ - 7 Transportation Transportation & Guard Rail Replacement Program - Phase 2 of 4 $200,000 Environment $ - 8 Transportation Transportation & Harmony Drive - Street reconstruction (curb, $275,000 Environment sidewalk, landscaping and paving), $ - 9 Transportation Transportation & King Square North - New Fully Signalized $335,000 Environment Intersection - Top of King Street $ - 10 Transportation Transportation & King Square North - New Fully Signalized $335,000 Environment Intersection - Front of City Market $ - 11 Transportation Transportation & King Street North - Three new bus lanes for $250,000 Environment additional bus parking $ - 12 Transportation Transportation & Newan Street - Street reconstruction - (W &S) $370,000 Environment $ - 13 Transportation Transportation & Paddock Street - Street reconstruction $215,000 Environment $ - 14 Transportation Transportation & Princess Street - Charlotte to Syndey Street - $700,000 Environment Street reconstruction - (W &S) $ - Replacement of existing deteriorated retaining 15 Transportation Transportation & walls supporting streets and sidewalks in $125,000 Environment various locations $ - 120 Exhibit 2 - 2016 General Capital Budget Recommended 16 Transportation Transportation & Skyline Drive - Street reconstruction $175,000 Environment $ - 17 Transit Transportation & Bus Replacement $475,000 Environment $ - Transportation & Exmouth Street - Richmond St - Brunswick Drive 18 Storm $300,000 $ - Environment -Storm Upgrade - (W &S) 19 Storm Transportation & Golding Street - Waterloo to Bayard Street - $115,000 $ - Environment Storm Sewer upgrade - (W &S) Transportation & Hanover Street - Crown to March Creek - Storm 20 Storm $400,000 Environment sewer upgrade - (W &S) $ - Transportation & Honeysuckle, Sherbrook Street Culvert # 4 - 21 Storm $2,600,000 $ - Environment replace culvert by NBDTI Transportation & Honeysuckle, Sherbrook Street Culvert # 3 - 22 Storm $1,200,000 $ - Environment replace undersized culvert by NBDTI Transportation & Honeysuckle, Sherbrook Street replace 23 Storm $475,000 $ - Environment undersized culvert # 5 and Removal of culvert # Transportation & Kelly Lane - End of Kelly Lane to Sandy Point 24 Storm $115,000 Environment Road - Storm sewer for separation $ - 25 Storm Transportation & Paddock Street - 39 Paddock to Coburg -Storm $115,000 Environment sewer for separation - W &S $ - 26 Storm Transportation & Princess Street - Charlotte to Syndey Street - $85,000 Environment Storm sewer for separation - W &S $ - 27 Storm Transportation & Ready Street - Main to Catherwood Street - $250,000 Environment Storm sewer for separation - W &S $ - Transportation & Development of a stormwater model for the 28 Storm $160,000 Environment East and Central catchment Area $ 29 Storm Transportation & Westgate Park Drainage Basin - Trunk Storm $1,060,000 Environment Sewer - New storm sewer $ - 30 Storm Transportation & Westgate Park Drainage Basin - Property $110,000 Environment acquisition for construction of collector swale $ - 31 Parks & Public Transportation & Renewal of existing infrastructure such as $550,000 Spaces Environment sportfield assets, playground, tennis courts $ - 121 Exhibit 2 - 2016 General Capital Budget Recommended 32 Parks & Public Transportation & Rainbow Park $250,000 Spaces Environment $ - 33 Public Safety Strategic Services Trunk Radio for Emergency Services - Public $1,250,000 Safety Required $ - 34 Information Strategic Services Replace City Network Infrastructure $100,000 Technolo gY $ 35 Information Strategic Services One Stop Applications & Hardware $50,000 Technolo gY $ 36 Information Strategic Services Upgrades to ERP $30,000 Technolo gY $ 37 Information Strategic Services Additional Disk Storage Systems & Tape Backup $200,000 $20,000 Technology 38 Information Strategic Services Computer Replacement Program $ 400,000.00 $ - Technology 39 Information Strategic Services PSCC GIS Mapping Program $ 108,049.00 Technology 40 Economic Waterfront Development Loyalist Plaza final design /const. drawings $ - $290,000 Development 41 Economic Waterfront Development Harbour Passage Eco -Hub $ - $35,000 Development 42 Economic Waterfront Development Market Slip dredging $ - $195,000 Development 43 Facilities Harbour Station Replace Cooking Equipment $ - $48,000 Management 44 Facilities Harbour Station Purchase new Computers /Servers $ - $17,500 Management 45 Facilities Harbour Station Replace Video Switch er /Playback Equipment $ - $45,000 Management 46 Public Safety Fire Replacement of aged SCBA packs and Bottles $ - $75,000 (2016) 47 Public Safety Fire Purchase of New Fire Engine (2016) $ - $500,000 48 Public Safety PSCC Upgrade Back PSCC Consul of Firestation #1 $ - $40,000 122 Exhibit 2 - 2016 General Capital Budget Recommended 49 Facilities Library Shelving - mobile display shelves for new East $ - $10,000 Management Branch 50 Facilities Library Shelving - mobile periodical display units for $ - $8,000 Management new East Branch 51 Facilities Library Furniture - for space at new East Branch, in $ - $15,000 Management Transit Building 52 Facilities Library Move to Saint Transit - Approved in 2015 $ - $203,200 Management 53 Facilities Library Signage - East Branch at Transit Building $ - $35,000 Management Recreation & 54 Municipal Canada Games Aquatic Replace flow control valves $ - $28,350 Centre Owned Facilities Recreation & 55 Municipal Canada Games Aquatic Replace Flow Meter $ - $7,000 Centre Owned Facilities Recreation & 56 Municipal Canada Games Aquatic Facility Capital Renewal $ - $200,000 Centre Owned Facilities Recreation & 57 Municipal Canada Games Aquatic Retrofit Breaker Panels: Filter Rooms $ - $47,250 Centre Owned Facilities Recreation & 58 Municipal Canada Games Aquatic Epoxy filter tank (leisure tank) $ - $20,000 Owned Facilities Centre 59 Facilities City Market City Market Renovation $ - $580,000 Management 60 Facilities City Market City Market Pedway Elevating Devices $ - $120,000 Management Replacement 123 Exhibit 2 - 2016 General Capital Budget Recommended 61 Facilities Lilly Lake Pavillion Year 3 of 3 year commitment of Captial $ - $150,000 Management 62 Economic Trade & Convention Centre Year 4 of 5 year Commitment of Capital $ - $170,000 Development 63 Facilities Facility Management Carleton Community Center Replace Windows $ - $60,000 Management Phase 1 64 Facilities Facility Management Carleton Community Center Replace $ - $80,000 Management Foundation Wateroroofing 65 Facilities Facility Management Forest Hill Canteen - Connect Sanitary Systems $ - $40,000 Management to Municipal Services 66 Facilities Facility Management Fire Station #4- Replace Roof $ - $80,000 Management 67 Facilities Facility Management Fire Station #4/ #6- HVAC Upgrade $ - $40,000 Management Facilities Facility Capital Renewal - Petes Frootique 68 Facility Management Leasehold, Rockwood Park Int Center, Arts $ - $110,000 Management Building 69 Finance & Admin Fleet Management Fleet Replacment $2,000,000 $ - 70 Economic Trade & Convention Centre Chair Replacements $ - $100,000 Development 71 Economic Industrial Parks Industrial Park Land Development $ - $200,000 Development $9,958,049 $11,704,300 124 Exhibit 3 - 2016 General Capital Budget Not Recommended Project BUDGET- BUDGET - CITY CATEGORY DEPARTMENT DESCRIPTION # OTHER SHARE SHARE Creighton Avenue - Road reconstruction (storm 1 Transportation Transportation & sewer, road widening, excavation, curb, $ - $1,200,000 Environment landscaping, paving) Bonita Avenue - Street reconstruction 2 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $950,000 Environment and paving) Pidgeon Terrace - Street reconstruction 3 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $105,000 Environment and paving) Whipple Street - Street reconstruction 4 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $700,000 Environment and paving) Cedar Point - Cedar Wood Drive - Street 5 Transportation Transportation & reconstruction (excavation, backfill ditches, $ - $1,480,000 Environment curb, sidewalk, landscaping and paving) 6 Storm Transportation & Cedar Point - Cedarwood Drive - Install approx. $1,770,000 Environment 1045 m of new storm sewer $ - 7 Parks & Public Transportation & Includes for the replacement and renewal of $25,000 $20,000 Spaces Environment existing infrastructure such as sportfield assets, 8 Parks & Public Transportation & Swanton Street - Playground equipment $25,000 $25,000 Spaces Environment replacement and park improvements. 9 Parks & Public Transportation & Market Place West - Includes new splash pad $250,000 $250,000 Spaces Environment adjacent to existing playground. 10 Saint John Transit Buses Seek Funding $950,000 $ - 11 Saint John Transit Saint John Transit Small Bus Trial $100,000 $50,000 12 Saint John Transit Saint John Transit Small Bus Trial $226,667 $113,333 13 Saint John Transit Saint John Transit Handi Bus $ - $155,000 125 Exhibit 3 - 2016 General Capital Budget Not Recommended 14 Saint John Transit Saint John Transit Video Upgrade $56,667 $28,333 15 Saint John Transit Saint John Transit Sevice /Plow Truck $ - $55,000 16 Saint John Transit Saint John Transit Uptown Bus Shelter $26,667 $13,333 17 Saint John Transit Saint John Transit Garage Tools /Equipment $ - $50,000 18 Saftey Fire Portion of New Radio $ - $400,000 19 Safety Fire Three Bay Garage at Training Academy (2016) $ - $350,000 20 Safety Police Replace Firearms $ - $200,000 21 Facility Fire Installation of Drafting Tank at Training Grounds $ - $150,000 Management (2016) 22 Information Strategic Services Trunk Radio for Emergency Services $ - $2,250,000 Technology 23 Information Strategic Services Server Infrastructure Replacement $ - $100,000 Technology 24 Information Strategic Services Applications and Hardware to Support One Stop $ - $24,000 Technology Shop initiative 25 Information Strategic Services Applications and Systems (upgrades and $ - $30,000 Technology implementation of ERP) 26 Information Strategic Services Data Center Air Conditioner $ - $100,000 Technology 27 Information Strategic Services Connectivity $ - $40,000 Technology 28 Facilities Library Signage - East Branch at Transit Building $ - $ - Management 29 Facilities Library 7 Signage - Exterior facade at Market Square $ - $8,000 1 Management 126 Exhibit 3 - 2016 General Capital Budget Not Recommended 30 Facilities Library Signage - Wayfinders at Central Library $ - $5,000 Management 31 Facilities Library Widen meeting room doors to accommodate $ - $4,000 Management wheelchairs at Central Recreation & 32 Municipal Owned Canada Games Aquatic Deck scrubber $ - $20,000 Centre Facilities Recreation & 33 Municipal Owned Canada Games Aquatic Replace Exit Sign $ - $7,020 Centre Facilities Recreation & 34 Municipal Owned Canada Games Aquatic Replace AHU #2 to Heat Pump Technology $ - $600,000 Centre Facilities Recreation & 35 Municipal Owned Canada Games Aquatic Refurbish lift car $ - $28,350 Centre Facilities Recreation & 36 Municipal Owned Canada Games Aquatic Facility Capital Renewal $ - $50,000 Centre Facilities Recreation & 37 Municipal Owned Canada Games Aquatic Replace flow meters $ - $ - Centre Facilities 38 Economic Saint John Parking Coin Wrapper - Existing one surpased life $ - $20,000 Development Commission expectancy 39 Economic Saint John Parking Electronic Chalking Machines $ - $40,000 Development Commission 40 Economic Saint John Parking Pay and Display Parking Machines (5 Machines) $ - $80,000 Development Commission 41 Fleet Management Finance and Admin Fleet Replacment $ - $500,000 42 Economic Industrial Parks Development of Land $ - $100,000 Development 43 Economic Waterfront Development Boardwalk repairs /maintenance $ - $15,000 Development 127 Exhibit 3 - 2016 General Capital Budget Not Recommended 44 Economic Waterfront Development Harbour Passage refurbishment /maintenance $ - $15,000 Development 45 Economic Waterfront Development Design renderings - infill strategy project $ - $45,000 Development 46 Facilities Harbour Station Complete Phase 2 of LED Lighting Project $ - $40,000 Management 47 Facilities Harbour Station Replace Audio Routing Equipment $ - $25,000 Management 48 Facilities Harbour Station Replace Video Replay /Recording Equipment $ - $32,000 Management 49 Facilities Harbour Station Replace Wireless Beltpacks $ - $5,000 Management 50 Facilities Harbour Station Replace 1993 Chairs $ - $100,000 Management 51 Facilities Lord Beaverbrook Rink Exit Fire Doors and interior Doors Replacement $ - $50,000 Management 52 Facilities City Market City Market Renovation $ - $750,000 Management 53 Facilities Facilities Management Replace Windows -TIC West $ - $55,000 Management 54 Facilities Facilities Management Hurley Arena Interior Renovation $ - $250,000 Management 55 Facilities Facilities Management Sustainable Energy Management Program on $ - $45,000 Management City Owned Buildings 56 Facilities Facilities Management Hurley,Gorman and Belyea Arena- Building $ - $10,000 Management Electrical Systems Assessment 57 Facilities Facilities Management Facility Management Capital Renewal of $ - $240,000 Management Building Systems and Equipment $1,660,001 $13,748,369 128 Q , ifjio K\ COUNCIL REPORT M &C No. 2015 -240 Report Date November 17, 2015 Meeting Date November 23, 2015 Service Area Finance and Administrative Services His Worship Mayor Mel Norton and Members of Common Council SUBJECT. MC 2015 - 240 2016 General Capital Budget Council Report.docx OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner /Dept. Head City Manager Craig Lavigne Kevin Fudge Jeff Trail RECOMMENDATION It is recommended that Common Council approve the 2016 Recommended General Capital Budget. EXECUTIVE SUMMARY The 2016 General Capital Budget was presented to Council at its November 9t" 2015 meeting. The purpose of presenting the 2016 Capital Budget was to allow Council to provide feedback and allow staff to incorporate that feedback into a final version of the 2016 General Capital Budget. PREVIOUS RESOLUTION 2016 General Capital Budget, M &C 2015 -225: It is recommended that Common Council reflect upon the attached document and make any and all inquiries and recommendations to staff: and receive and file this report. STRATEGIC ALIGNMENT The 2016 Proposed General Capital Budget is aligned with Plan SJ, Play SJ and the concentration of investment is in prime development and intensification areas and is aligned with Council's strategic priorities. 129 s1M REPORT The proposed 2016 General Capital Budget totals $21,814,349 of which $9,958,049 is funded from other sources (gas tax, reserves, etc.) and the remainder $11,856,300 is to be funded by debt issue. ($11,749,010 in 2015) The following modifications were made based on the feedback from Council, there in an increase in the City share by $152,000 compared to the Capital Budget presented on Nov. 9th, 2015. SERVICE AND FINANCIAL OUTCOMES This Capital Budget is making investments in long term municipal infrastructure and other public assets. The projects included in the 2016 General Capital Budget meet Council's priorities such as reducing flood risk, continual improvements to roads and sidewalks, community of choice, and public safety; while maintaining sound fiscal management of debt and operating costs. 130 Handi -Bus —Additional Handi -Bus Transit Commission $155,000 needed to increase service and reduce expenditures Parking Commission $20,000 Coin Wrapper— Replace existing wrapper which is at end of useful life Harbour Station $32,000 Replace Replay Video — Contractual agreement LBR $50,000 Replace Exit Fire Doors and Interior — Safety Issue Transportation $350,000 Boars Head Road — Curb and Sidewalks Transportation $250,000 Union Street — Street Signalized Lights - Safety Issue Transportation - $250,000 King Square Work- Delay Work on Bus Lanes Waterfront Development - $290,000 Loyalist Plaza —Await to see if funding is in place before supporting Waterfront Development - $195,000 Dredging Market Slip- Seeking support from Port Authority Waterfront Development $30,000 Harbour Passage and Boardwalk Total Adjustments $152,000 SERVICE AND FINANCIAL OUTCOMES This Capital Budget is making investments in long term municipal infrastructure and other public assets. The projects included in the 2016 General Capital Budget meet Council's priorities such as reducing flood risk, continual improvements to roads and sidewalks, community of choice, and public safety; while maintaining sound fiscal management of debt and operating costs. 130 -3- INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Council Members asked a variety of questions during the discussion of the 2016 General Capital Budget. Many of the questions were answered by staff at the meeting. The following questions were not answered at the November Stn meeting; please see attached answers to the following questions. Library — Please confirm follow up with Library concerning the widening of meeting rooms not recommended for approval. Staff followed up with Library to confirm request does not meet capital guidelines and would be considered maintenance item. Facility management will add this item as part of their 2016 maintenance program. Waterfront Development — Is dredging the City's responsibility or should the Port look after this? Market Slip is owned by the City and does not fall under the responsibility of the Saint John Port Authority; however discussions with the Port Authority have been initiated. There floating docks will not be able to be put in for the 2016 season. Waterfront Development — Loyalist Plaza Design Costs — This request has been deferred until Staff has more information on the project and there is a reasonable expectation that third party funding for the project will be met. Transit — I<ing Square Bus Shelters — Referring to the list above of adjustments; Transportation will not be proceeding with adding bus lanes on King Street North in 2016, therefore this request will be deferred until Transportation proceeds with this project. Transit — Small Bus Trial — There has been no business case presented to Council to make an informed decision on whether the City should proceed with smaller buses. The request should be deferred until the new CEO is hired and a business case is prepared to justify the investment. Transit — Tools — $75,000 was approved in 2013 for tools and staff will have a discussion with Transit on a detailed listing of tools for the 2017 Capital budget. Parking Commission — Electronic Chalking Systems — In order for Parking to fully leverage this asset, there needs to be By -law changes for the increased area to be patrolled for parking violations. A business case has yet to be developed therefor, the request should be deferred until the new CEO is hired and a business case is prepared to justify the investment. Transportation — Cedar Point — Staff was asked to look at improvements to the area. The addition of 350K to complete the curbs and sidewalks on Boars Head 131 -4- Road will fill in a gap in the sidewalk and curbing, address safety concerns for pedestrians and improve the area near the entrance to Cedar Point. Transportation - Grannan Lane — Should the City continue to redo street with concrete or look at using asphalt? With the proper quality control in place, Transportation staff recommends continue with using concrete. Transportation — The City is spending an extra 10% this year and Council would like to know what that 10% is and please confirm Gas Tax Funding for 2015 to 2016. The additional 10% is directly related to additional road work. Staff also confirms the Gas Tax Funding for 2015 and 2016 as it relates to roads was $1.5 for both 2015 and 2016. Included in the investment of the additional road work is fixing cuts in asphalt and backfilling resulting from necessary underground work as was the case in the 2015 Capital Budget. Information Technology — Is there a huge risk by not replacing Air Conditioning unit as requested. Staff continues to monitor the Data room and is confident the risk can be reduced through ongoing monitoring and minor repairs. Fleet — Where is the new fire truck going to be used and confirm Fire Department contributes to the Fleet Reserve? The proposed Fire Truck will be located at #2 Fire Station (Loch Lomond Road). The Fire Department does contribute to the fleet reserve when it comes to their smaller vehicles (passenger vehicles); however Fire Trucks are not part of the Fleet Reserve Capital Budget — What is on the deferred list that is not approved because it would be considered a Maintenance Expense? See Appendix 2 for items that would be considered maintenance. Police — Is there a safety risk by not replacing firearms. Police agreed it would be acceptable to purchase these firearms out of the 2017 Capital Budget. However, if Council wishes to proceed with the replacement of firearms this year, the total capital budget would be increased by $200,000. This amount has not been included in the recommended budget. 132 2015 2016 Gas Tax Funding 1,500,000.00 1,500,000.00 City Share 2, 665, 000.00 3, 075, 000.00 Total 4,165,000.00 4,575,000.00 Information Technology — Is there a huge risk by not replacing Air Conditioning unit as requested. Staff continues to monitor the Data room and is confident the risk can be reduced through ongoing monitoring and minor repairs. Fleet — Where is the new fire truck going to be used and confirm Fire Department contributes to the Fleet Reserve? The proposed Fire Truck will be located at #2 Fire Station (Loch Lomond Road). The Fire Department does contribute to the fleet reserve when it comes to their smaller vehicles (passenger vehicles); however Fire Trucks are not part of the Fleet Reserve Capital Budget — What is on the deferred list that is not approved because it would be considered a Maintenance Expense? See Appendix 2 for items that would be considered maintenance. Police — Is there a safety risk by not replacing firearms. Police agreed it would be acceptable to purchase these firearms out of the 2017 Capital Budget. However, if Council wishes to proceed with the replacement of firearms this year, the total capital budget would be increased by $200,000. This amount has not been included in the recommended budget. 132 -5- ATTACHMENTS Appendix 1— 2016 Recommended General Capital Budget Appendix 2 — Not Recommended for 2016 General Capital Budget M &C 2015 -225 133 Exhibit 1 - 2016 General Capital Budget Recommended Project BUDGET-OTHER BUDGET - CITY CATEGORY DEPARTMENT DESCRIPTION # SHARE SHARE 1 Transportation Transportation & Asphalt Roadway Maintenance and $ 750,000 $ - Environment Rehabilitation program 2 Transportation Transportation & Concrete curb and sidewalk including drainage $ 750,000 $ - Environment with Asphalt Program various locations 3 Transportation Transportation & Canterbury Street Curb & Sidewalk, $ 150,000 - Environment $ - 4 Transportation Transportation & Exmouth Street - Street reconstruction (W &S) $ 660,000 Environment $ - 5 Transportation Transportation & Boars Head Road - Curb and sidewalk $ 350,000 Environment $ - 6 Transportation Transportation & Golding Street - Concrete sidewalk and $ 255,000 Environment renewing the asphalt (W &S) $ - 7 Transportation Transportation & Grannan Lane - Replacement of concrete $ 150,000 Environment driving surface with new concrete. $ - 8 Transportation Transportation & Guide Rail Replacement Program - Phase 2 of 4 $ 200,000 Environment $ - 9 Transportation Transportation & Harmony Drive - Street reconstruction (curb, $ 275,000 Environment sidewalk, landscaping and paving), $ - 10 Transportation Transportation & King Square North - New Fully Signalized $ 335,000 Environment Intersection - Top of King Street $ - 11 Transportation Transportation & King Square North - New Fully Signalized $ 335,000 Environment Intersection - Front of City Market $ - 12 Transportation Transportation & Union Street /Patrick Street Signalized Lights $ 250,000 Environment $ - 13 Transportation Transportation & Newman Street - Street reconstruction - (W &S) $ 370,000 Environment $ - 14 Transportation Transportation & Paddock Street - Street reconstruction $ 215,000 Environment $ - 15 Transportation Transportation & Princess Street - Charlotte to Syndey Street - $ 700,000 Environment Street reconstruction - (W &S) $ - 134 Exhibit 1- 2016 General Capital Budget Recommended 135 Replacement of existing deteriorated retaining 16 Transportation Transportation & in $ 125,000 walls supporting streets and sidewalks Environment various locations $ - 17 Transportation Transportation & Skyline Drive - Street reconstruction $ 175,000 Environment $ - 18 Transit Transportation & Bus Replacement $ 475,000 Environment $ - 19 Transit Transportation & Handi -Bus $ 155,000 Environment $ - 20 Storm Transportation & Exmouth Street - Richmond St - Brunswick Drive $ 300,000 $ - Environment -Storm Upgrade - (W &S) 21 Storm Transportation & Golding Street - Waterloo to Bayard Street - $ 115,000 $ - Environment Storm Sewer upgrade - (W &S) 22 Storm Transportation & Hanover Street - Crown to March Creek - Storm $ 400,000 Environment sewer upgrade - (W &S) $ - 23 Storm Transportation & Honeysuckle, Sherbrook Street Culvert # 4 - $ 2,600,000 $ - Environment replace culvert by NBDTI 24 Storm Transportation & Honeysuckle, Sherbrook Street Culvert # 3 - $ 1,200,000 $ - Environment replace undersized culvert by NBDTI 25 Storm Transportation & Honeysuckle, Sherbrook Street replace $ 475,000 $ - Environment undersized culvert # 5 and Removal of culvert # 26 Storm Transportation & Kelly Lane - End of Kelly Lane to Sandy Point $ 115,000 Environment Road - Storm sewer for separation $ - 27 Storm Transportation & Paddock Street - 39 Paddock to Coburg -Storm $ 115,000 Environment sewer for separation - W &S $ - 28 Storm Transportation & Princess Street - Charlotte to Syndey Street - $ 85,000 Environment Storm sewer for separation - W &S $ - 29 Storm Transportation & Ready Street - Main to Catherwood Street - $ 250,000 Environment Storm sewer for separation - W &S $ - 30 Storm Transportation & Development of a stormwater model for the $ 160,000 Environment East and Central catchment Area $ 31 Storm Transportation & Westgate Park Drainage Basin - Trunk Storm $ 1,060,000 Environment Sewer New $ - storm sewer - 135 Exhibit 1- 2016 General Capital Budget Recommended 32 Storm Transportation & Westgate Park Drainage Basin - Property $ 110,000 Environment acquisition for construction of collector swale $ - 33 Parks & Public Transportation & Renewal of existing infrastructure such as $ 550,000 Spaces Environment sportfield assets, playground, tennis courts $ - 34 Parks & Public Transportation & Rainbow Park $ 250,000 Spaces Environment $ - 35 Parking Transportation & Coin Wrapper $ 20,000 Commssion Environment $ - 36 Public Safety Strategic Services Trunk Radio for Emergency Services - Public $ 1,250,000 Safety Required $ - 37 Information Strategic Services Replace City Network Infrastructure $ 100,000 Technolo gY $ 38 Information Strategic Services One Stop Applications & Hardware $ 50,000 Technolo gY $ 39 Information Strategic Services Upgrades to ERP $ 30,000 Technolo gY $ 40 Information Strategic Services Additional Disk Storage Systems & Tape Backup $ 200,000 $ 20,000 Technology 41 Information Strategic Services Computer Replacement Program $ 400,000 $ - Technology 42 Information Strategic Services PSCC GIS Mapping Program $ 108,049 Technology 43 Economic Waterfront Development Harbour Passage Eco -Hub $ - $ 35,000 Development 44 Economic Waterfront Development Harbour Passage and Boardwalk $ - $ 30,000 Development 45 Facilities Harbour Station Replace Cooking Equipment $ - $ 48,000 Management 46 Facilities Harbour Station Replace Replay Video Equipment $ 32,000 Management 47 Facilities Harbour Station Purchase new Computers /Servers $ - $ 17,500 Management 48 Facilities Harbour Station Replace Video Switcher /Playback Equipment $ - $ 45,000 Management 136 Exhibit 1- 2016 General Capital Budget Recommended 49 Public Safety Fire Replacement of aged SCBA packs and Bottles $ - $ 75,000 (2016) 50 Public Safety Fire Purchase of New Fire Engine (2016) $ - $ 500,000 51 Public Safety PSCC Upgrade Back PSCC Consul of Firestation #1 $ - $ 40,000 52 Facilities Library Shelving - mobile display shelves for new East $ $ 10,000 - Management Branch 53 Facilities Library Shelving - mobile periodical display units for $ $ 8,000 - Management new East Branch 54 Facilities Library Furniture - for space at new East Branch, in $ $ 15,000 - Management Transit Building 55 Facilities Library Move to Saint Transit - Approved in 2015 $ - $ 203,200 Management 56 Facilities Library Signage - East Branch at Transit Building $ - $ 35,000 Management Recreation & 57 Municipal Canada Games Aquatic Replace flow control valves $ - $ 28,350 Centre Owned Facilities Recreation & 58 Municipal Canada Games Aquatic Replace Flow Meter $ - $ 7,000 Centre Owned Facilities Recreation & 59 Municipal Canada Games Aquatic Facility Capital Renewal $ - $ 200,000 Centre Owned Facilities Recreation & 60 Municipal Canada Games Aquatic Retrofit Breaker Panels: Filter Rooms $ - $ 47,250 Owned Facilities Centre 137 Exhibit 1 - 2016 General Capital Budget Recommended $9,958,049 $11,856,300 138 Recreation & 61 Municipal Canada Games Aquatic Epoxy filter tank (leisure tank) $ - $ 20,000 Centre Owned Facilities 62 Facilities City Market City Market Renovation $ - $ 580,000 Management 63 Facilities City Market City Market Pedway Elevating Devices $ - $ 120,000 Management Replacement 64 Facilities Lilly Lake Pavillion Year 3 of 3 year commitment of Captial $ - $ 150,000 Management 65 Economic Trade & Convention Centre Year 4 of 5 year Commitment of Capital $ - $ 170,000 Development 66 Facilities Facility Management Carleton Community Center Replace Windows $ $ 60,000 - Management Phase 1 67 Facilities Facility Management Carleton Community Center Replace $ - $ 80,000 Management Foundation Wateroroofing 68 Facilities Facility Management Forest Hill Canteen - Connect Sanitary Systems $ $ 40,000 - Management to Municipal Services 69 Facilities Facility Management Fire Station #4- Replace Roof $ - $ 80,000 Management 70 Facilities Facility Management Fire Station #4/ #6- HVAC Upgrade $ - $ 40,000 Management Facility Capital Renewal - Petes Frootique 71 Facilities Facility Management Leasehold, Rockwood Park Int Center, Arts $ - $ 110,000 Management Building 72 Facilities Lord Beaverbrook Rink Exit Fire Doors and interior Doors Replacement $ - $ 50,000 Management 73 Finance & Admin Fleet Management Fleet Replacment $ 2,000,000 $ - 74 Economic Trade & Convention Centre Chair Replacements $ - $ 100,000 Development 75 Economic Industrial Parks Industrial Park Land Development $ - $ 200,000 Development $9,958,049 $11,856,300 138 Exhibit 2 - Not Recommended For 2016 General Capital Budget Project BUDGET- BUDGET - CITY CATEGORY DEPARTMENT DESCRIPTION MAINTENANCE # OTHERSHARE SHARE Creighton Avenue - Road reconstruction (storm 1 Transportation Transportation & sewer, road widening, excavation, curb, $ - $1,200,000 Environment landscaping, paving) Bonita Avenue - Street reconstruction 2 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $950,000 Environment and paving) Pidgeon Terrace - Street reconstruction 3 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $105,000 Environment and paving) Whipple Street - Street reconstruction 4 Transportation Transportation & (excavation, backfill, curb, sidewalk, landscaping $ - $700,000 Environment and paving) Cedar Point - Cedar Wood Drive - Street 5 Transportation Transportation & reconstruction (excavation, backfill ditches, $ - $1,480,000 Environment curb, sidewalk, landscaping and paving) 6 Transportation Transportation & King Street North - Three new bus lanes for $ - $250,000 Environment additional bus parking 7 Storm Transportation & Cedar Point - Cedarwood Drive - Install approx. $1,770,000 Environment 1045 m of new storm sewer $ Includes for the replacement and renewal of 8 Parks & Public Spaces Transportation & existing infrastructure such as sportfield assets, $25,000 $20,000 Environment playground, tennis courts and other facilities. 9 Parks &Public Spaces Transportation & Swanton Street - Playground equipment $25,000 $25,000 Environment replacement and park improvements. 10 Parks &Public Spaces Transportation & Market Place West - Includes new splash pad $250,000 $250,000 Environment adjacent to existing playground. 11 Saint John Transit Transportation & Buses Seek Funding $950,000 $ - Environment 139 Exhibit 2 - Not Recommended For 2016 General Capital Budget 12 Saint John Transit Transportation & Small Bus Trial $100,000 $50,000 Environment 13 Saint John Transit Transportation & Small Bus Trial $226,667 $113,333 Environment 14 Saint John Transit Transportation & Video Upgrade $56,667 $28,333 Environment 15 Saint John Transit Transportation & Service /Plow Truck $ - $55,000 Environment 16 Saint John Transit Transportation & Uptown Bus Shelter $26,667 $13,333 Environment 17 Saint John Transit Transportation & Garage Tools /Equipment $ - $50,000 Environment 18 Safety Fire Three Bay Garage at Training Academy (2016) $ - $350,000 19 Safety Police Replace Firearms $ - $200,000 20 Facility Management Fire Installation of Drafting Tank at Training Grounds $ - $150,000 (2016) 21 Information Strategic Services Trunk Radio for Emergency Services $ - $2,250,000 Technology 22 Information Strategic Services Server Infrastructure Replacement $ - $100,000 Technology 23 Information Strategic Services Applications and Systems (upgrades and $ - $30,000 Technology implementation of ERP) 24 Information Strategic Services Data Center Air Conditioner $ - $100,000 Technology 25 Information Strategic Services Connectivity $ - $40,000 Technology 26 Facilities Management Library Signage - Exterior facade at Market Square $ - $8,000 27 Facilities Management Library Signage - Wayfinders at Central Library $ - $5,000 Maintenance 28 Facilities Management Library Widen meeting room doors to accommodate $ - $4,000 Maintenance wheelchairs at Central 140 Exhibit 2 - Not Recommended For 2016 General Capital Budget 141 Recreation & 29 Municipal Owned Canada Games Aquatic Deck scrubber $ - $20,000 Facilities Centre Recreation & 30 Municipal Owned Canada Games Aquatic Replace Exit Sign $ - $7,020 Facilities Centre Recreation & 31 Municipal Owned Canada Games Aquatic Replace AHU #2 to Heat Pump Technology $ - $600,000 Facilities Centre Recreation & 32 Municipal Owned Canada Games Aquatic Refurbish lift car $ - $28,350 Facilities Centre Recreation & 33 Municipal Owned Canada Games Aquatic Facility Capital Renewal $ - $50,000 Facilities Centre 34 Saint John Parking Transportation & Electronic Chalking Machines $ - $40,000 Commission Environment 35 Saint John Parking Transportation & Pay and Display Parking Machines (5 Machines) $ - $80,000 Commission Environment 36 Economic Waterfront Development Market Slip dredging $ - $195,000 Development 37 Fleet Management Finance and Admin Fleet Replacment $ - $500,000 38 Economic Industrial Parks Development of Land $ - $100,000 Development 39 Economic Waterfront Development Market Slip dredging $ - $195,000 Development 40 Economic Waterfront Development Design renderings - infill strategy project $ - $45,000 Development 41 Economic Waterfront Development Loyalist Plaza final design /const. drawings $ - $290,000 Development 42 Facilities Management Harbour Station Complete Phase 2 of LED Lighting Project $ - $40,000 43 Facilities Management Harbour Station Replace Audio Routing Equipment $ - $25,000 44 Facilities Management Harbour Station Replace Wireless Beltpacks $ - $5,000 Maintenance 141 Exhibit 2 - Not Recommended For 2016 General Capital Budget 45 Facilities Management Harbour Station Replace 1993 Chairs $ - $100,000 46 Facilities Management City Market City Market Renovation $ - $360,000 47 Facilities Management Facilities Management Replace Windows -TIC West $ - $55,000 48 Facilities Management Facilities Management Hurley Arena Interior Renovation $ - $250,000 49 Facilities Management Facilities Management Sustainable Energy Management Program on $ - $45,000 City Owned Buildings 50 Facilities Management Facilities Management Hurley,Gorman and Belyea Arena- Building $ - $10,000 Study not Capital Electrical Systems Assessment 51 Facilities Management Facilities Management Facility Management Capital Renewal of Building $ - $240,000 Systems and Equipment $1,660,001 $13,577,369 142 Received Date December 14, 2015 Meeting Date December 14, 2015 Open or Closed Open Session Members of Common Council Deputy Mayor & Councillors: Subject: New Brunswick Museum lL• •1 To allow the New Brunswick Museum to present in open session of Council either on December 21st or at our first regularly scheduled meeting in the New Year. Respectfully Submitted, (Received via email) Mel Norton Mayor City of Saint John l� - VU SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41-1 1 www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 41-1 143