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2020-10-26_Agenda Packet--Dossier de l'ordre du jourCity of Saint John Common Council Meeting AGENDA Monday, October 26, 2020 6:00 pm 2nd Floor Common Council Chamber, City Hall Si vous avez besoin des services en francais pour une reunion de Conseil communal, veuillez contacter le bureau du greffier communal au 658-2862. Pages 1. Call to Order 2. Approval of Minutes 2.1. Minutes of October 13, 2020 6 - 16 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1. Seaside Park Lawn Bowling Facility - License Agreement (Recommendation in 17 - 25 Report) 5.2. Fleet Replacement Procurement #1 — October 2020 (Recommendation in 26 - 29 Report) 5.3. Fleet Replacement Procurement #2 — October 2020 (Recommendation in 30 - 33 Report) 5.4. Modernization of Solid Waste Collection Service (Oct 2020 Update) 34 - 43 (Recommendation: Receive for Information) 5.5. Acadian Games 2021 Potential Postponement (Recommendation: Receive for 44 - 52 Information) 5.6. Business Improvement Area 2021 Budget (Recommendation in Report) 53 - 60 5.7. Interior/Exterior Lighting Upgrades — TD Station (Recommendation in Report) 61 - 63 5.8. ABC Written Reports — October 2020 (Recommendation: Receive for 64 - 158 Information) 5.9. 2021 General Fund Operating Budget (Recommendation in Report) 159 - 167 6. Members Comments 7. Proclamation 8. Delegations / Presentations 8.1. University of New Brunswick Presentation 168 - 176 9. Public Hearings - 6:30 p.m. 10. Consideration of By-laws 10.1. Parking ByLaw Amendment - 15 Minute Parking Spaces Revision (3rd 177 - 177 Reading) 10.2. Stop -up and Closure of Portion of Algonquin Place (3rd Reading) 178 - 184 10.3. Proposed Zoning ByLaw Amendment - 910 Fairville Boulevard (3rd Reading) 185 - 185 11. Submissions by Council Members 12. Business Matters - Municipal Officers 12.1. City Manager Update (Verbal) 12.2. MoveSJ Draft Roundabout Strategy 186 - 270 13. Committee Reports 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 15.1. S. Mott - Changes to traffic pattems to incorporate Bicycle Lanes 271 - 272 (Recommendation: Refer to City Manager) 15.2. Fundy Regional Service Commission - Application to Municipal Capital 273 - 276 Borrowing Board for Authorization to borrow for capital expenses (Recommendation: Receive for Information) 15.3. Letter from Slate Asset Management (Recommendation in attached staff 277 - 277 report) K 15.3.1. Staff Feedback on letter from Slate Asset Management 278 - 281 16. Supplemental Agenda 17. Committee of the Whole 17.1. RFP 2020-094501 P - Architectural Services 282 - 282 18. Adjournment K City of Saint John Common Council Meeting Monday, October 26, 2020 Committee of the Whole 1. Call to Order Si vous avez besoin des services en fran�ais pour une r6union 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 68(1) of the Local Governance Act and Council / Committee will make a decision(s) in that respect in Open Session: 5:00 p.m., 2nd Floor Boardroom, City Hall 1.1 Approval of Minutes 68(1) 1.2 Legal Matter 68(1)(f,g) 1.3 Legal Matter 68(1)(f) To ensure the City may safely hold in -person Council meetings during the global COVID-19 pandemic our approach conforms to the requirements of the declared New Brunswick State of Emergency, the direction of the New Brunswick Chief Medical Officer of Public Health and of WorkSafeNB. The following measures apply to all members of the public who enter City Hall Council Chambers: • Face covering is mandatory for all individuals prior to entering City Hall and while in attendance at a Council or Committee meeting • All individuals will be screened before entering the Council Chambers (a temperature check, a screening questionnaire, hand sanitizing, and personal contact information recorded) • Physical distancing will be maintained in the Council Chambers gallery and the Overflow area • Due to limited seating capacity the public is asked to pre -register to attend a Public Council meeting, please contact the Office of the City Clerk, Monday to Friday between 8:30 a.m. and 4:30 p.m. by calling 658-2862 or anytime by e-mail at commonclerk@saintiohn.ca Members of the public who wish to observe the Council meeting are encouraged to watch the live broadcast on RogersTV or the live webcast via the City of Saint John website. Members of Council and staff must also follow the health and safety directions of the declared State of Emergency. Face coverings are mandatory and must be worn at all times prior to entering the Council Chambers and while in attendance at the meeting, with the following exception: Individuals (Council and staff) who have assigned seating at the Council table may remove their face covering only while seated in their designated spot with physical barriers in place. K Ville de Saint John Seance du conseil communal Lundi 26 octobre 2020 18h Salle du Conseil communal, 2e etage Comite plenier 1. Ouverture de la seance Si vous souhaitez obtenir des services en fran�ais pour une seance 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 I'objet d'une discussion en prive en vertu des dispositions prevues au paragraphe 68(1) de la Loi sur la gouvernance locale. Le conseil/comite prendra une ou des decisions a cet egard au cours de la seance publique : 16h, Salle de conference, 2e etage, hotel de ville 1.1 Approbation du proces-verbal 68(1) 1.2 Question financiere 68(1)(f,g) 1.3 Question financiere 68(1)(f) Seance ordinaire 1. Ouverture de la seance 2. Approbation du proces-verbal 2.1 Proces-verbal de la reunion du 13 octobre 2020 3. Adoption de I'ordre du jour 4. Divulgations de conflits d'interets 5. Questions soumises a I'approbation du conseil 5.1 Installation de boulingrin - Seaside Park—Contrat de licence (Recommandation figurant clans le rapport) K3 5.2 Approvisionnement pour le remplacement de la flotte n° 1— octobre 2020 (Recommandation figurant clans le rapport) 5.3 Approvisionnement pour le remplacement de la flotte n° 2 — octobre 2020 (Recommandation figurant clans le rapport) 5.4 Modernisation du Service de ramassage de dechets solides (mise a jour - octobre 2020) (Recommandation : information regue a titre d'information) 5.5 Report possible des Jeux acadiens 2021 (Recommandation : information regue a titre d'information) 5.6 Budget 2021 - zone d'amelioration commerciale (Recommandation figurant clans le rapport) 5.7 Modernisation du systeme d'eclairage interieur/exterieur —TD Station (Recommandation figurant clans le rapport) 5.8 Rapports ecrits ABC — octobre 2020 (Recommandation : information regue a titre d'information) 5.9 Budget de fonctionnement du fonds d'administration 2021 (Recommandation figurant clans le rapport) 6. Commentaires presentes par les membres 7. Proclamation — nil 8. Delegations et presentations 8.1 Presentation de I'Universite du Nouveau -Brunswick 9. Audiences publiques - nil 10. Etude des arretes municipaux 10.1 Modification au reglement sur le stationnement - revision des espaces de stationnement de 15 minutes (3e lecture) 10.2 Arret des activites et fermeture d'une partie de la Place Algonquin (3electure) 10.3 Modification proposee d'un reglement de zonage — 910, boul. Fairville (3electure) CI 11. Interventions des membres du conseil - nil 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Mise a jour du directeur municipal (oral) 12.2 Strategie preliminaire sur le rond-point de MoveSJ 13. Rapports deposes par les comites — nil 14. Etude des sujets ecartes des questions soumises a I'approbation du Bureau 15. Correspondance generale 15.1 S. Mott — Changements apportes aux circuits de circulation afin d'integrer des voies cyclables (Recommandation : consulter le directeur municipal) 15.2 Fundy Regional Service Commission — Demande d'emprunt a la Commission des emprunts de capitaux par les municipalites pour payer des depenses en capitaux (Recommandation : information revue a titre d'information) 15.3 Proposition — Partenariat strategique de Brunswick Square (Recommandation clans le rapport du personnel ci-joint) 15.3.1 Commentaires du personnel sur la lettre de Slate Asset Management 16. Ordre du jour supplementaire 17. Comite plenier 17.1 RFP 2020-094501P Services d'architecture 18. Levee de la seance 61 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 COMMON COUNCIL OF THE CITY OF SAINT JOHN OCTOBER 13, 2020 AT 6:00 PM MEETING CONDUCTED BY ELECTRONIC PARTICIPATION Present: All Council Members present attended by video conference Mayor Don Darling Deputy Mayor Shirley McAlary Councillor Ward 1 Blake Armstrong Councillor Ward 1 Greg Norton Councillor Ward 2 Sean Casey Councillor Ward 2 John MacKenzie Councillor Ward 3 Donna Reardon Councillor Ward 3 David Hickey Councillor Ward 4 David Merrithew Councillor Ward 4 Ray Strowbridge Absent: Councillor -at -Large Gary Sullivan Also Present: All staff present attended by video conference City Manager J. Collin General Counsel M. Tompkins Fire Chief & Chief Emergency Management Services K. Clifford Chief of Staff & Chief Financial Officer K. Fudge Commissioner, Human Resources S. Hossack Commissioner, Public Works and Transportation Services M. Hugenholtz Commissioner, Utilities & Infrastructure Services B. McGovern Commissioner, Growth & Community Services J. Hamilton Director Legislative Services / City Clerk J. Taylor Deputy Clerk P. Anglin Administrative Officer R. Evans C.1 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 To conform to the Government COVID-19 State of Emergency and Mandatory Order isolation requirements, Council Members and senior staff participated by video conference. The City Clerk conducted roll call of the Council Members to determine quorum; Councillor Sullivan was noted absent. To ensure access to the public and transparency of the meeting, livestreaming on the City's YouTube feed is provided. Rogers TV also provides the public live streaming of the Council meeting. 1. Call to Order 2. Approval of Minutes 2.1 Minutes of September 28, 2020 Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the minutes of September 28, 2020 be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the agenda of this meeting be approved with the addition of Item: 17.1 Saint John Water— Bill Payment Support; and 17.2 Sale of Vacant Lot at Civic #55 Boars Head Road to 639282 NB Ltd., and revision to the Consent item 5.5 Schedule C to correct a clerical error; the cost per square foot is $30.26/sg ft. MOTION CARRIED. 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 That as recommended by the City Manager in the submitted report M&C 2020- 227: Mobility Service Provider— Contract Award, Common Council approve the following: 1. That the City enter into a three (3) year term Enterprise Agreement with Rogers Communications Canada Inc. for the provision of mobility services, which includes voice and data services, and the supply of related mobile devices such as phones, tablets, modems, and Push -to -talk (PTT) devices (as submitted), and 2. That the Mayor and Common Clerk be authorized to execute the submitted Enterprise Agreement. 2 Ire COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 5.2 That as recommended by the City Manager in the submitted report M&C 2020- 253: Bell Aliant Data Centre Sale Consent, Common Council authorize the Mayor and Common Clerk be authorized to countersign the submitted letter to agree to the assignment of the Data Centre -Infrastructure & Hosting Services Schedule (Colocation) ("Assigned Agreement") dated May 28, 2018, to Equinix Canada Ltd. ("Purchaser"). 5.3 That as recommended by the City Manager in the submitted report M&C 2020- 246: Easement Acquisition at 720 Grandview Avenue, Common Council approve the following: 1. That Common Council acquire an easement from Envirosystems Incorporated over the property located at civic #720 Grandview Avenue, also identified as being PID No. 55116222, for an electrical conduit to support the City's fire training facility on an adjacent property at civic #688 Grandview Avenue, the said easement having an area of 12.5 square metres as shown on an attached plan of survey, titled "Plan of Survey Showing Easement to be granted for Utility Services to benefit the City of Saint John", dated September 14, 2020, in consideration of the sum of $2.00; 2. That the City pay a maximum of $500 plus HST (if applicable) for the vendor's legal costs associated with the conveyance of the easement to the City; and 3. That the Mayor and Common Clerk be authorized to execute any document necessary to effect the acquisition of the easement. 5.4 That as recommended by the City Manager in the submitted report M&C 2020- 235: Contract 2020-22: Carpenter Place Lift Station Upgrades, Common Council approve the following: a) That Common Council approve reallocating $150,000 from the Michael Crescent — Water Service Renewals project in the 2019 Water & Sewerage Utility Fund Capital Program and $166,000 from the 2020 Utility Fund Operating Budget to the Carpenter Place Lift Station Upgrades project to offset the projected budget variance as outlined in this report; and b) That Contract No. 2020-22: Carpenter Place Lift Station Upgrades be awarded to the low Tenderer, Fairville Construction Ltd., at the tendered price of $706,595.03 (including HST) as calculated based upon estimated quantities, and further, that the Mayor and City Clerk be authorized to execute the necessary contract documents. 5.5 That as recommended by the City Manager in the submitted report M&C 2020- 208: City Market Lease with Boy's Own Inc. (Java Moose), Common Council approve the following: 1. That the City enter into a Lease for Stalls 8 & 9 in the City Market with Boy's 3 E:3 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 Own Inc. doing business as Java Moose, under the terms and conditions as set out in the Lease submitted with M&C 2020-208, and 2. That the Mayor and City Clerk be authorized to execute any necessary documents. 5.6 That as recommended by the City Manager in the submitted report M&C 2020- 251: Proposed Public Hearing Date — 154 Waterloo Street, 19 Paddock Street, 144 Lansdowne Avenue, Common Council approve scheduling the public hearings for the rezoning applications of Coverdale Centre for Women Inc. (154 Waterloo Street), Resonance Inc. (19 Paddock Street) and Dr. Tunde Apantaku (144 Lansdowne Avenue) for Monday December 7, 2020 at 6:30 p.m. to occur in Council Chambers with a remote participation option; and refer these applications to the Planning Advisory Committee for a report and recommendation. 5.7 That as recommended by the City Manager in the submitted report M&C 2020- 247: Adoption of Updated Provisions Governing the Procedure and Operation of the Saint John Substandard Properties Appeal Committee, Common Council adopt the updated Provisions Governing the Procedure and Operation of the Saint John Substandard Properties Appeal Committee as submitted. Moved by Deputy Mayor McAlary, seconded by Councillor Casey: RESOLVED that the recommendation set out in each consent agenda item respectively, be adopted. MOTION CARRIED UNANIMOUSLY. 6. Members Comments 7. Proclamations 8. Delegations/Presentations 9. Public Hearings 6:30 PM 9.1 Proposed Zoning Bylaw Amendment — 910 Fairville Boulevard with PAC report recommending approval (15t and 211 Reading) The City Clerk advised that the necessary advertising was completed with regard to the adoption of an amendment to the Zoning By-law to amend the Regional Commercial (CR), Regional Commercial Residential (CR-R), and Corridor Commercial (CC) zones and add to the list of permitted uses "Place of Worship" with no written objections or letters of support received. 4 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 Consideration was also given to a report from the Planning Advisory Committee submitting a copy of Planning staff's report considered at its September 29, 2020 meeting at which the Committee recommended the rezoning at 910 Fairville Boulevard as described above. Commissioner Hamilton advised that the zoning bylaw amendment is to allow "Places of Worship" as a permitted use within various commercial zones, rather than addressing the request on a site specific basis. The Mayor advised that the process in place during online meetings to provide opportunities for the public to speak at a Public Hearing is to register with the Clerk's Office. There are no registered speakers opposed to the application. Members of the public registered to speak in favour of the proposed amendment; Steve Kincade spoke in favour of the amendment. Moved by Deputy Mayor McAlary, seconded by Councillor Hickey: RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John" adopting an amendment to the Zoning By-law to amend the Regional Commercial (CR), Regional Commercial Residential (CR-R), and Corridor Commercial (CC) zones and add "Place of Worship" to the list of permitted uses, be read a first time. MOTION CARRIED. Read a first time by title, the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John." Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John" adopting an amendment to the Zoning By-law to amend the Regional Commercial (CR), Regional Commercial Residential (CR-R), and Corridor Commercial (CC) zones and add "Place of Worship" to the list of permitted uses, be read a second time. MOTION CARRIED. Read a second time by title, the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John." 10. Consideration of Bylaws 10.1 Proposed Zoning ByLaw Amendment — 4001 King William Road Ord Reading) Having been absent for the public hearing Mayor Darling, Councillor Reardon and Councillor Strowbridge were excused from voting on third reading of item 10.1. 5 iN COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the by-law entitled, "By -Law Number C.P. 111-99 A Law to Amend the Zoning ByLaw of The City of Saint John" rezoning a parcel of land having an area of approximately 80.98 hectares, located at 4001 King William Road, also identified as a portion of PID Number 00412189, from Rural (RU) to Green Energy (GE); and rezoning a parcel of land having an area of approximately 55.21 hectares, located at 4001 King William Road, also identified as a portion of PID Number 00412189, from Medium Industrial (IM) to Green Energy (GE), be read. MOTION CARRIED. The by-law entitled, "By -Law Number C.P. 111-99 A Law to Amend the Zoning ByLaw of The City of Saint John", was read in its entirety. Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the by-law entitled, "By -Law Number C.P. 111-99 A Law to Amend the Zoning ByLaw of The City of Saint John" rezoning a parcel of land having an area of approximately 80.98 hectares, located at 4001 King William Road, also identified as a portion of PID Number 00412189, from Rural (RU) to Green Energy (GE); and rezoning a parcel of land having an area of approximately 55.21 hectares, located at 4001 King William Road, also identified as a portion of PID Number 00412189, from Medium Industrial (IM) to Green Energy (GE), be read a third time, enacted, and the Corporate Common Seal affixed thereto. MOTION CARRIED. Read a third time by title, the by-law entitled, "By -Law Number C.P. 111-99 A Law to Amend the Zoning ByLaw of The City of Saint John." 10.2 Proposed Zoning ByLaw Amendment with Section 59 Conditions —445 St. Martin's Road (3rd Reading) Having been absent for the public hearing Mayor Darling, Councillor Reardon, Councillor Strowbridge and Councillor Merrithew were excused from voting on third reading. Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the by-law entitled, "By -Law Number C.P. 111-100 A Law to Amend the Zoning ByLaw of The City of Saint John" amending Schedule "A", the Zoning Map of The City of Saint John, by re -zoning a parcel of land having an area of approximately 8100 square metres located at 445 St. Martins Road, also identified as a portion of PID Nos. 55071088, and 00356188, from Rural (RU) to Neighbourhood Community Facility (CFN), be read. ►ITA 61116I0[0e Ik 11 6 11 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 The by-law entitled, "By -Law Number C.P. 111-100 A Law to Amend the Zoning ByLaw of The City of Saint John", was read in its entirety. Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that Common Council, pursuant to the provisions of Section 59 of the Community Planning Act, impose the following conditions on the parcel of land having an area of approximately 8,100 square metres, located at 445 St. Martins Road, also identified as portions of PID Numbers 55071088 and 00356188: (a) The development and use of the parcel of land be in accordance with detailed building elevation and site plans, prepared by the proponent and subject to the approval of the Development Officer, illustrating the design and location of buildings and structures, garbage enclosures, outdoor storage, driveway accesses, vehicle and bicycle parking, loading areas, landscaping, amenity spaces, signs, exterior lighting, and other such site features; and (b) The above elevation and site plans be attached to the building permit application for the development of the parcel of land. I► to] IW0111y_1all all 1I191 Moved by Deputy Mayor McAlary, seconded by Councillor Casey: RESOLVED that the by-law entitled, "By -Law Number C.P. 111-100 A Law to Amend the Zoning ByLaw of The City of Saint John" amending Schedule "A", the Zoning Map of The City of Saint John, by re -zoning a parcel of land having an area of approximately 8100 square metres located at 445 St. Martins Road, also identified as a portion of PID Nos. 55071088, and 00356188, from Rural (RU) to Neighbourhood Community Facility (CFN), be read a third time, enacted, and the Corporate Common Seal affixed thereto. MOTION CARRIED. Read a third time by title, the by-law entitled, "By -Law Number C.P. 111-100 A Law to Amend the Zoning ByLaw of The City of Saint John." 10.3 Economic and Community Recovery — 15 Minute Parking Spaces — Amendments to Saint John Parking ByLaw (1st and 2nd Reading) Commissioner Hamilton advised that the Parking Bylaw amendment actions the September 28t" resolution of Council to revert the 15 minute parking spaces on Canterbury and Germain Streets initiated as COVID economic recovery efforts back to 2 hour parking. Public engagement on the COVID economic recovery initiatives will be reported back to Council at a future date. VA 12 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 Moved by Councillor Merrithew, seconded by Councillor MacKenzie: RESOLVED that the by-law entitled, "By -Law No. LG-8, A By -Law to Amend a By -Law respecting the Regulation of Parking in The City of Saint John and amendments thereto", be amended by reverting the 15-Minute Parking space on Canterbury St to 2-hour parking and reverting the 15-Minute Parking space on Germain St that is 37.4 Meters north of Princess St to 2 hour Parking, be read a first time. MOTION CARRIED. Read a first time by title, the by-law entitled, "By -Law No. LG-8, A By -Law to Amend a By - Law respecting the Regulation of Parking in The City of Saint John and amendments thereto." Moved by Councillor Reardon, seconded by Deputy Mayor McAlary: RESOLVED that the by-law entitled, "By -Law No. LG-8, A By -Law to Amend a By -Law respecting the Regulation of Parking in The City of Saint John and amendments thereto", be amended by reverting the 15-Minute Parking space on Canterbury St to 2-hour parking and reverting the 15-Minute Parking space on Germain St that is 37.4 Meters north of Princess St to 2 hour Parking, be read a second time. f►r[elI[eIk[d1_ lk 11 Read a second time by title, the by-law entitled, "By -Law No. LG-8, A By -Law to Amend a By -Law respecting the Regulation of Parking in The City of Saint John and amendments thereto." 10.4 Traffic By -Law Amendment: Two-Wav Traffic on Hardiniz Street West (3rd Readi Director T. O'Reilly presented the solution to Council's concerns raised at the June 22nd Public Hearing during approval of 1s' and 2nd reading, namely to change to a portion of Harding Street West from one way traffic flow to two way traffic flow to support an adjacent land development project. Moved by Councillor Reardon, seconded by Deputy Mayor McAlary: RESOLVED that the by-law entitled, "By -Law MV-10.1, A By -Law to Amend a By -Law respecting the Traffic on Streets in The City of Saint John and amendments thereto" amending Schedule "D" regarding Harding Street West, be read. MOTION CARRIED. The by-law entitled, "By -Law MV-10.1, A By -Law to Amend a By -Law respecting the Traffic on Streets in The City of Saint John and amendments thereto", was read in its entirety. Moved by Deputy Mayor McAlary, seconded by Councillor Norton: 8 13 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 RESOLVED that the by-law entitled, "By -Law MV-10.1, A By -Law to Amend a By -Law respecting the Traffic on Streets in The City of Saint John and amendments thereto" amending Schedule "D" regarding Harding Street West, be read a third time, enacted, and the Corporate Common Seal affixed thereto. MOTION CARRIED. Read a third time by title, the by-law entitled, "By -Law MV-10.1, A By -Law to Amend a By - Law respecting the Traffic on Streets in The City of Saint John and amendments thereto." 11. Submissions by Council Members 11.1 City of Saint John Shared Risk Pension Plan (Councillor Merrithew) Moved by Councillor Merrithew, seconded by Deputy Mayor McAlary: RESOLVED that the City Manager provide an update to Common Council on the Shared Risk Pension Plan, at a future meeting of Council. MOTION CARRIED. 12. Business Matters - Municipal Officers 12.1 City Manager Update The City Manager discussed the following: • Structural Review of the workforce and the new key service alignment: Growth and Community Services, Fire and Emergency Management Services, Public Works and Transportation Services, Utilities and Infrastructure Services, Strategic Services, and Corporate Services; • New building project development activities ($78 million to date this year) were highlighted by Commissioner J. Hamilton; • City Hall integrated customer service area is opening to the public Monday October 191h; • COVID 19 Directives - Staff are working in the new City Hall space following health protocols issued by the Province. Moved by Deputy Mayor McAlary, seconded by Councillor Hickey: RESOLVED that the City Manager Update be received for information. ►ITi[��[�I�[�e ::11 9 14 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 12.2 MoveSJ Draft Cycling Strategy Commissioner M. Hugenholtz introduced the Draft Cycling Strategy for Council feedback. The Cycling Strategy is a part of Phase 3 of MoveSJ the City's new Transportation Plan. MoveSJ has the aspirational goal of providing each Saint John citizen the opportunity to use the mode of transportation of their choice and be safe while doing so. Referring to the submitted report entitled M&C2020-249: MoveSJ Draft Cycling Strategy, Director T. O'Reilly outlined the strategy that focuses on targeted investments in cycling infrastructure on 3 main cycling routes; the Campus Harbour Connection Bike Route, the City's portion of the "Great Trail" and the Main Street Temporary Bike Lane. Public engagement sessions and targeted sessions with cycling groups will be initiated. The City Manager commented that resource priorities will need to be addressed to move fo rwa rd . Moved by Deputy Mayor McAlary, seconded by Councillor Hickey: RESOLVED that the submitted report M&C 2020-249: MoveSJ Draft Cycling Strategy be received for information. MOTION CARRIED with Councillor Armstrong voting nay. 13. Committee Reports 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 15.1 UNB: Letter of Support — City of Saint John Active Transport Plan (Recommendation: Receive for Information) Moved by Councillor Reardon, seconded by Deputy Mayor McAlary: RESOLVED that the Letter of Support from UNB regarding the City of Saint John Active Transportation Plan be received for information. IL [00]01114L1ilk] k]11191 15.2 Saint John Cycling: Request to Present (Recommendation: Refer to Clerk to Schedule Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the Saint John Cycling request to present be referred to the Clerk to schedule. 10 15 COMMON COUNCIL / CONSEIL COMMUNAL October 13, 2020 / le 13 octobre 2020 ►ITi[��[�I�[�e ::1� 15.3 Saint John Soccer Club: Multipurpose Fields in Saint John (Recommendation: Refer to City Manager) Moved by Deputy Mayor McAlary, seconded by Councillor Reardon: RESOLVED that the letter from the Saint John Soccer Club: Multipurpose Fields in Saint John be referred to the City Manager. MOTION CARRIED. 16. Supplemental Agenda 17. Committee of the Whole 17.1 Saint John Water — Bill Payment Support Moved by Deputy Mayor McAlary, seconded by Councillor Reardon: RESOLVED that the submitted report "Saint John Water — Bill Payment Support", be received for information. MOTION CARRIED. 17.2 Sale of Vacant Lot at Civic #55 Boars Head Road to 639282 NB Ltd. Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that as recommended by Committee of the Whole, having met on October 13, 2020, Common Council recommends that the City of Saint John enter into the Agreement of Purchase and Sale with 639282 NB Ltd., in the form as attached to M & C # 2020-245 for the sale of PID No. 55147383, also known as civic #55 Boars Head Road and further that the Mayor and Common Clerk be authorized to execute the documents necessary to effect the conveyance of PID No. 55147383. MOTION CARRIED. 18. Adjournment Moved by Councillor MacKenzie, seconded by Councillor Hickey: RESOLVED that the meeting of Common Council held on October 13, 2020 be adjourned. MOTION CARRIED. The Mayor declared the meeting adjourned at 7:56 p.m. 11 r F,j rr:1 COUNCIL REPORT M&C No. 2020-258 Report Date October 20, 2020 Meeting Date October 26, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Seaside Park Lawn Bowling Facility - License Agreement OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Tim O'Reilly/ Holly Young Michael Hugenholtz John Collin RECOMMENDATION It is recommended that Common Council approve a License Agreement with the Seaside Lawn Bowling Club in the form and upon the terms and conditions as set out in the License Agreement as attached to M&C 2020-258 and that the Mayor and Common Clerk be authorized to execute the attached said Agreement. This report is being submitted in support of endorsing a License Agreement (the "Agreement") with Seaside Lawn Bowling Club (the "Club") to operate the lawn bowling building and greens (the "Facility"). The Agreement will provide for continued access to recreation within the City, confirm obligations of the Licensee, discontinue the City's financial obligation. For the term of the Agreement, five (5) years, the Club will use the City's Facility, assume all financial responsibility related to the operation and maintenance of this Facility, support the alignment of PlaySYs delivery model that focuses on Healthy and Active Living, Right -sizing, and Community Development. The Club has reviewed the Terms of the License Agreement and are in agreement. PREVIOUS RESOLUTION On October 7, 2019, it was resolved by Council to receive and file M&C2019-249: 'Sustainability: Addressing the Deficit 2021-2022. On November 18, 2019, it was resolved by Council to: endorse the proposed 'Rightsizing Recreation Facilties: Seaside Park Lawn Bowling - Sustainability Item' as an option to be considered in addressing the entirety of the deficit in 2021 and 2022. 17 -2- On May 4, 2020, it was resolved by Council to adopt the following: 1. Approve the implementation of the Sustainability Plan and all elements as presented to address the projected deficit of $10 Million through workforce adjustments (60%), revenue generation, service changes, and continuous improvement efforts in 2021 and 2022. 2. Direct the City Manager to return to Council as and when required for implementation plan approval, including any changes to bylaws, policies or Council guidance and direction. 3. Approve the implementation of Standby Sustainability Initiatives as prioritized to ensure the entirety of the deficit is addressed, inclusive of updated deficit figures, to balance the 2021 and 2022 general fund operating budgets. REPORT The Seaside Park Lawn Bowling Facility has been owned and operated by the City of Saint John for more than 30 years. During this time, the Seaside Lawn Bowling Club (the "Club") has been able to use this recreation facility, exclusively, without any financial obligation to the City. As part of Sustainability: Addressing the Deficit, this site was deemed as not financially viable for continued operation by the City. In order to continue this recreation activity at this site, the City recommends a partnership through a Community Development Model. In consultation with the Club, they expressed an interest in entering into an Agreement in order to continue this activity at this site. This License Agreement (the "Agreement") confirms the following points: • The Club shall be responsible for all costs for maintenance, repairs and improvements to the Facility, if and when required. • The Club shall pay all other charges, federal and/or provincial taxes, rates and assessments of whatsoever description during the term of this Agreement. • The Club shall pay all utility usage costs, including but not limited to costs in connection with hydro, water, sewerage, and telephone which during the term of this Agreement. • The Club shall obtain and keep in force during the entire term of this Agreement, comprehensive general liability insurance which coverage shall have an inclusive limit of not less than Two Million ($2,000,000) which names the City of Saint John as an additional insured. • The Club shall be responsible for any deductible arising in relation to a claim made under the insurance deductible. • The Club shall be responsible for securing the Facility. STRATEGIC ALIGNMENT Supports Council's Priority to be Fiscally Responsible, aligns with Play SJ in rightsizing recreation facilities and implementing a Community Development Model. SERVICEAND FINANCIAL OUTCOMES For the term of the Agreement, the financial responsibility for operation and maintenance shall be the responsibility of the Club. The Agreement allows flexibility for either the Club or the City to terminate the Agreement upon the giving of written notice of Sixty (60) days. iF:3 -3- The agreement would result in an estimated $9,300 in annual savings to the City's General Fund Operating Budget. $10,000 in savings was projected from this project as part of the overall Sustainability Plan, which has been incorporated into the 2021 budget. The difference ($700) is as a result of the negotiated agreement as attached considering a 50/50 split in responsibility of property tax costs. The original cost saving projections assumed a greater property tax contribution by the Club based on the facility's estimated contribution to the assessed value of the overall PID, which includes the entire Seaside Park. Input was provided by Parks and Recreation, Real Estate Services, Risk Management and the Sustainability Team. The Legal Department has prepared the attached License Agreement. Consultation with the Seaside Lawn Bowling Club was completed and included discussion on the attached terms and conditions of the License Agreement. The Club has signed the attached agreement already. Common Council will note a hand-written addition on page 2 of the agreement related to dusk -to -dawn lights. City staff are content with this addition; the Club does not require them so the City will have them removed to avoid ongoing electrical costs. ATTACHMENT Proposed License Agreement signed by the Seaside Lawn Bowling Club. This License made in duplicate this , $day of a20.-*0 BY AND BETWEEN; The City of Saint John, having its City Hail at 15 Market Square, Saint John, New Brunswick, a body corporate by Royal Charter, confirmed and amended by Acts of the Legislative Assembly of the Province of New Brunswick, hereinafter called the "Licensor" OF THE ONE PART and — Seaside Lawn Bowling Club Inc., a company duly incorporated under the laws of the Province of New Brunswick, having its head office at 819 Cherry Tree Lane, Saint John, New Brunswick, hereinafter called the "Licensee" OF THE OTHER PART WHEREAS the Licensor is the owner of premises which are comprised of lawn bowling greens and an accompanying lawn bowling clubhouse that, for greater particularity, is situated on PID No. 00412429 at the civic address of 520 Fundy Drive in Saint John, New Brunswick and is further identified on the attached diagram set out in Schedule "A" hereto (collectively, the "Premises"); and WHEREAS the Licensee has submitted a proposal to the Licensor for the use of the Premises for the purpose of permitting its members and other invited guests to engage in lawn bowling at the Premises and in social or other activities that are incidental to lawn bowling; and WHEREAS the Licensor has agreed to grant the within License upon the terms and conditions herein contained; NOW THEREFORE THIS INDENTURE WITNESSETH that for and in consideration of lawful money of Canada and other good and valuable consideration, the receipt of which is hereby acknowledged, the Licensor does hereby grant, subject to the terms, conditions, covenants and provisions herein contained, permission and license to the Licensee, its servants, agents, employees, contractors and invitees to enter into and upon and exit from the Premises during such days and periods of occupation and use as are more particularly set out herein. 1. The Licensee may occupy and use the Premises for a term of Five (5) years commencing on January 111, 2021 (the "Term") with hours of operation being between 8am and Ilpm in the months of May, June, July, August, September and October, inclusive. 2.(i) The Licensee shall pay a License fee to the Licensor for the occupation and use of the Premises in the amount of Two Dollars ($2.00) per year, inclusive of HST, with the first year's License fee payment due and payable on January 1'. 2021 and annually thereafter on each anniversary date of the Term. K91 License Agreenunt •2- (ii) The annual License fee identified above in paragraph 2(i) shall be paid in cash or by certified cheque during normal business hours at the Office of the Commissioner of Finance, City Hall Building, 15 Market Square, Saint John, New Brunswick, or such other place as may from time to time be designated by the Licensor. (iii) In addition to the annual License fee payment, the Licensee shall be responsible for the following obligations: (a) The Licensee shall pay all electricity costs for the Premises, including connection or service costs, with such costs being the sole responsibility of the Licensee and shall not allow such costs to fall into arrears�w,' f��j -1-k , 40_o(�a a** co Dusk h Uwn (b) The Licensee a pay ail water and sewerages costs for the Premises, with such costs being the sole responsibility of the Licensee and shall not allow such costs to fall into arrears. (c) The Licensee shall pay all telephonic or intemet costs for the Premises, with such costs being the sole responsibilities of the Licensee and shall not allow such costs to fall into arrears. (d) The Licensee shall reimburse the Licensor a fifty percent (50%) share of the real property taxes for P1D No. 00412424, which shall be payable annually by the Licensee to the Licensor by not later than May 3151 in each year of the Term in the same manner as identified above in paragraph 2(ii). (e) The Licensee shall keep in place during the Term comprehensive general liability insurance coverage in a minimum amount of Two Million Dollars ($2,000,000.00) wherein the Licensor is named an "additional insured" and wherein there is a cross -liability clause, all of which also covers and protects the Licensor. The Licensee shall provide a Certificate of Insurance to the Licensor at the time of the execution of this License evidencing the insurance coverage described herein and providing that coverage shall not be altered or cancelled without the insurer giving thirty (30) days notice in writing to the Licensor prior to any such alteration or cancellation. Any deductible arising in relation to a claim made under this insurance coverage shall be the sole responsibility of the Licensee. (f) Notwithstanding subparagraph (e) above, the Licensor shall maintain insurance coverage for the lawn bowling clubhouse that forms part of the Premises with the Licensee being responsible for the deductible associated with any claim made thereunder respecting damage to or destruction of the lawn bowling clubhouse during the Term. Any deductible arising in relation to a claim made under this insurance coverage shall be the sole responsibility of the Licensee. (g) The Licensee shall be solely responsible for the security of the lawn bowling clubhouse and perimeter gate that forms part of the Premises, which shall include but not be limited to locking it when it is not in use. The Licensee shall also be obligated to provide the Licensor with a copy of the key to the lawn bowling clubhouse and perimeter gate, should that key be changed at any time, to provide the Licensor with a copy of any new key. The Licensee acknowledges and agrees that the Licensor may attend at and inspect the Premises at any time. 21 Licenw Ayranwnt -3- (h) The Licensor shall bear no responsibility for any equipment, tools or other chattels stored onsite by the Licensee at the Premises, which shall be the sole responsibility of the Licensee. (i) The Licensee shall at all times keep the Premises in good repair and working order and shall be responsible for maintaining the Premises in a condition similar to that in which they received it upon the commencement of the Term. Prior to carrying out any maintenance repairs or renovations to the Premises, the Licensee agrees to communicate with the Licensor respecting the intended work and the intended contractors to be used for such work and further agrees that the intended work and intended contractors will: (a) be done pursuant to a valid building permit if required, and (b) will be subject to approval by the City Manager of the Licensor or his designate in writing before the work or hiring of a contractor proceeds. 3. (i) if and whenever any License fee or other fee or charge is hereby required is not paid by the Licensee and remains unpaid for a period of Twenty One (21) days after any of the days upon which the same ought to have been paid, and whether or not any formal or other demand has been made therefor, or if the Licensee is in breach or in default under any of the Licensee's obligations, conditions or agreements contained in this License and whether or not any formal or other demand has been made therefor, then in any such case the Licensor shall have the right to terminate this License and, upon the exercise of such right, the Licensee may terminate this License and the Licensee shall have no further recourse. (h) Either the Licensor or the Licensee may terminate this License upon the giving of advance written notice of Sixty (60) days. Notwithstanding the provisions of Article 3(1) above, any balance owing following the termination of this License shall be paid to the Licensor within Ten (10) business days of the date that the termination takes effect. 4. The Licensee shall not have any claim against the Licensor for loss or damage of any nature, kind or description whatsoever arising from the exercise or purported exercise of the License herein granted, unless such loss or damage is due to the negligence of the Licensor or its employees, servants or agents. 5. The Licensee hereby indemnifies and saves harmless the Licensor from all damages, claims, demands, actions, suits or other proceedings by whomsoever made, brought or prosecuted in any manner and whether in respect of property owned by others or in respect of damage sustained by others based upon or arising out of or in connection with this License or anything done or purported to be done in any manner hereunder. 6. The Licensee and all the Licensee's members or, more broadly, those using the Premises at the invitation of the Licensee, shall, at all times, comply with such rules and regulations in use by the Licensor from time to time as may be reasonably applicable. 7. The Licensee shall pay promptly all charges, taxes, rates and assessments of whatsoever description which during the term of this License shall be chargeable upon or become payable in respect to the operation of the Licensee or its occupation of the Premises. 8. The Licensee shall not assign, transfer or otherwise by any act cause or permit this permission and license or any portion hereof to be assigned or transferred to any person(s) whomsoever. WA License Agreement -4. 9. The Licensee shall, upon the termination of this License, immediately and at its own expense, remove from the Premises any and all property brought or placed upon the Premises by the Licensee and shall restore the Premises to as good an order and condition as prevailed immediately prior to the commencement of the term hereof and in the event of the failure of the Licensee to do so with reasonable expedition, of which the Licensor shall be the sole judge, the Licensor may effect such removal and restoration at the Licensee's own risk and expense, but the Licensor shall be by reason of any action taken or things required under this paragraph be entitled to compensation, reimbursement and indemnity from the Licensee. IN WITNESS WHEREOF the parties hereto have set their corporate seals duly attested by the signatures of their properly authorized officers respectively the day and year first above written. SIGNED, SEALED & DELIVERED) ) } THE CITY OF SAINT JOHN Don Darling, Mayor Jonathan Taylor, Common Clerk Common Council Resolution: August .2020. SEASIDE LAWN BOWLING CLUB INC Pe�[Qt.B1U Frances Meehan, President T W License Agreement -5- COUNTY OF SAINT JOHN PROVINCE OF NEW BRUNSWICK I, Frances Meehan, of the of A County ofvOL and Province of New Brunswick, MAKE OATH D SAY: I. THAT I am the President of Seaside Lawn Bowling Club Inc., the Licensee Sel!sVd p /,14M n ►edr�G : in the foregoing instrument and hav 0 e corporate seal of the said company and am duly authorized to make this affidavit. 71 of--e is 4.0 jet 1. 2. T T th seal ff ed to the for oing agreem nt and pu rting t be the corporates I of easide wn Bowling lub Inc. is t e corporate eaI oft said Seaside La n Bowling lub Inc., th Licensee al in a fore oing instrument an it was affixed the officer a horized to affix the s al. 3. THAT the signature "Frances Meehan" subscribed to the said instrument is my signature and as I am duly authorized to execute the said instrument. 4. THAT the said document was executed as aforesaid at th�� of in the Province of New Brunswick on the day of 2020. SWORN TO BEFORE ME at the ) in the County of ) and Province of New Brunswick this day of, 2020 ) ) Commissioner of Oaths } Being a Solicitor a~e-v, Frances Meehan 0&1 a� r a— LO N �P,"Ah IT �4 JW-1i I COUNCIL REPORT M&C No. 2020-261 Report Date October 15, 2020 Meeting Date October 26, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Fleet Replacement Procurement #1— October 2020 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 Loughery / Chris Roberts Mike Hugenholtz / Jeff Hussey John Collin RECOMMENDATION It is recommended that Common Council award the purchase of two (2) full size, three-quarter ton, four wheel drive crew cab pick-up trucks at a total cost of $166,263.00 plus HST to Dobson Chrysler Dodge. EXECUTIVE SUMMARY The City is committed to the rationalization of its fleet and equipment and the corresponding reduction of its fleet size. Since January of 2017, the City has seen a reduction of approximately 40 units and a further reduction of more than $500,000 in annual operating costs through Fleet Utilization projects, consistent unit specifications and a closer standardization of the fleet. The City is also seeing further reductions of units with the recently negotiated Outside Workers collective agreement. Service Areas are currently reviewing utilization and service impacts with the City's Fleet Service Division to capitalize on these changes. The City's Fleet Services Division also continues to move towards more multi -use / multi -purpose units that can be utilized across service areas and for multiple service needs; as people units, equipment units and tool box units. The specifications of these units allow for cross -utilization. Upon Completion of the current Fleet Utilization project, the City's Fleet Services Division with Continuous Improvement will be embarking on a second Pooling project related to Light Trucks and the aforementioned cross -utilization. 41.1 -2- The City's Fleet Services Division is seeking approval to replace two (2) existing units which have reached the end of their useful service lives, with two (2) new units. PREVIOUS RESOLUTION Not applicable. REPORT Each year, the City's Fleet Services Division works with various City departments and commissions to identify and replace units which have reached the end of their useful service lives. The purpose of this report is to make recommendations to award the latest tendered units and/or equipment which require Common Council approval. The City currently has over 75 units past their optimal replacement point (ORP, a calculation based on the age of a unit, the odometer reading, overall condition and maintenance cost) and this year, units (some of which are the least reliable and most expensive to maintain) will be replaced through the City's procurement processes. The City's Fleet Management Division manages a fleet of approximately 93 pick- up trucks utilized by various City of Saint John departments and commissions. These people units, equipment units and tool box units perform a wide variety of tasks; crew movers, foreman, mini -packers, mini -dump, rescue, line painting, sign installation, crane, boom and bucket, locates, fleet pool, etc. Below is a breakdown of departmental and commission allocations, as well as the payload capacity of the units. WA -3- Total Current Pick -Up Units Public Works and Transportation Services . Utilities & Infrastructure Services _ Saint John Police Force K Fire & Emergency Management Services 0 5 10 15 20 25 30 35 40 45 50 Payload Fire & Emergency Saint John Police Utilities & Public Works and Capacity Management Force Infrastructure Transportation Services Services Services ■ 550/5500 3 0 0 1 ■ 450/4500 0 0 6 14 350/3500 0 0 1 4 ■ 250/2500 3 0 15 2 150/1500 3 1 21 19 The two (2) units in this recommendation are to replace two (2) units; 415 and 435. $90,000.00 $80,000.00 0 $70,000.00 u $60,000.00 $50,000.00 $40,000.00 $30,000.00 $20,000.00 $10,000.00 Lifetime Last Three Years ORP 16 415 - 2011 FORD F250 CREW CAB $71,528.82 $38,955.67 27 � Lifetime � Last Three Years 435 - 2011 GMC SIERRA 3/4 TON $82,380.60 $58,581.26 25 ORP 27.5 c 0 27 26.5 26 u 25.5 25 E 24.5 - CL 24 0 The total lifetime maintenance costs for both of these units have already past or are quickly approaching the initial purchase prices and the escalating maintenance costs are expected to continue with continued operation. The unit specifications used in this tender process have been previously utilized for past recent purchases and should allow for a closer standardization of the fleet, should reallocation be required. The tentative delivery date on the new two (2) pick-up trucks is 26 weeks. K-11 -4- STRATEGIC ALIGNMENT This report aligns with Council's Priority for Valued Service Delivery, specifically as it relates to investing in sustainable City services and municipal infrastructure. SERVICEAND FINANCIAL OUTCOMES This purchase is a planned replacement of existing fleet equipment, approved in the 2020 capital budget. The funds specifically are provided for in the general fleet reserve and water fleet reserve, funded from the respected operating budgets. A public tender call was issued on September 2, 2020 and closed on September 22, 2020. Three (3) companies responded to the tender call by submitting bids. The results are as follows (excluding HST): COMPANY NAME TENDER PRICE* Downey Ford Sales Ltd. $85,431.00 Dobson Chrysler Dodge $83,131.50 Moncton Chrysler $92,095.00 *Exclusive of HST Staff of Materials Management have reviewed the tenders and have found them to be complete and formal in every regard. Staff believes that the low tenderer is able to supply the equipment as required, and recommend acceptance of their tender. The above process is in accordance with the City's Procurement Policy and Materials Management support the recommendation being put forth. ATTACHMENTS None Wee Q�,"Ah IT JW-1i I COUNCIL REPORT M&C No. # 2020-266 Report Date October 20, 2020 Meeting Date October 26, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Fleet Replacement Procurement #2 — October 2020 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 Loughery / Chris Roberts Mike Hugenholtz / Jeff Hussey John Collin RECOMMENDATION It is recommended that Common Council award the purchase of one (1) 2020 Trackless MT7 Articulating Municipal Tractor and one (1) Snow Lion Ice Breaker at a total cost of $134,275.00 plus HST to Saunders Equipment Ltd. EXECUTIVE SUMMARY The City is committed to the rationalization of its fleet and equipment and the corresponding reduction of its fleet size. Since January of 2017, the City has seen a reduction of approximately 40 units and a further reduction of more than $500,000 in annual operating costs through Fleet Utilization projects, consistent unit specifications and a closer standardization of the fleet. The City is also seeing further reductions of units with the recently negotiated Outside Workers collective agreement. Service Areas are currently reviewing utilization and service impacts with the City's Fleet Service Division to capitalize on these changes. The City's Fleet Services Division also continues to move towards more multi -use / multi -purpose units that can be utilized across service areas and for multiple service needs; as people units, equipment units and tool box units. The specifications of these units allow for cross -utilization. Upon Completion of the current Fleet Utilization project, the City's Fleet Services Division with Continuous Improvement will be embarking on a second Pooling project related to Light Trucks and the aforementioned cross -utilization. 091 -2- The City's Fleet Services Division is seeking approval to replace four (4) total existing units which have reached the end of their useful service lives, with one (1) new unit. PREVIOUS RESOLUTION Not applicable. REPORT Each year, the City's Fleet Services Division works with various City departments and commissions to identify and replace units which have reached the end of their useful service lives. The purpose of this report is to make recommendations to award the latest tendered units and/or equipment which require Common Council approval. The City currently has over 75 units past their optimal replacement point (ORP, a calculation based on the age of a unit, the odometer reading, overall condition and maintenance cost) and this year, units (some of which are the least reliable and most expensive to maintain) will be replaced through the City's procurement processes. The City's Fleet Management Division manages a fleet of approximately 14 sidewalk machines utilized by various City of Saint John departments and commissions. These tool box units perform a wide variety of tasks; sidewalk snow clearing, icebreaking and salting, stump grinding, asphalt planning, brush cutting, mowing, etc. The one (1) unit in this recommendation is to replace four (4) units; 787, 788, 797 and 798. $200,000.00 20.5 +� $180,000.00 20 o $160,000.00 19.5 a U $140,000.00 19 °J $120,000.00 18.5 CM:$100,000.00 18 E $80,000.00 17.5 u. c $60,000.00 17 fl- $40,000.00 16.5 $20,000.00 16 L L $ 15.5 787 - 2010 788 - 2010 797 - 2009 798 - 2009 •Q PRINOTH PRINOTH MT6 MT6 0 SW 4S SW 4S TRACKLESS TRACKLESS Lifetime $140,629.15 $152,265.63 $180,264.75 $160,909.06 Last Three Years $52,199.83 $49,225.42 $68,526.28 $58,619.75 ORP 18 20 18 17 � Lifetime � Last Three Years ORP 31 -3- The total lifetime maintenance costs for all of these units have already past or are quickly approaching the initial purchase prices and the escalating maintenance costs are expected to continue with continued operation. The unit specifications used in this process have been previously utilized for past purchases and should allow for a closer standardization of the fleet. The tentative delivery date on the one (1) articulating municipal tractor is 2-3 weeks. As a result of the Fleet Utilization project, two (2) of the units (tracked units) were deemed underutilized. In addition, one (1) of the units was deemed redundant due to the reduction in the number of employees as a result of sustainability projects. Any associated adjustments to service levels will be communicated as part of an upcoming update to Council on the Winter Management Plan. With regards to the "Snow Lion Ice Breaker" there is currently a "Group Purchase Discount" associated with the purchase of a Trackless Unit offered by the manufacturer. The discount of $23,650 is to be applied to any attachments purchased for the Trackless unit. In reviewing our currently inventory of attachments, it was decided to purchase the Snow Lion Ice Breaker at a price of $28,175 for a difference of $4525 in the total purchase. This will increase our ability to address icy sidewalk conditions for the upcoming winter season. STRATEGIC ALIGNMENT This report aligns with Council's Priority for Valued Service Delivery, specifically as it relates to investing in sustainable City services and municipal infrastructure. SERVICE AND FINANCIAL OUTCOMES This purchase is a planned replacement of existing fleet equipment, approved in the 2020 capital budget. The funds specifically are provided for in the general fleet reserve and water fleet reserve, funded from the respected operating budgets. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS — SUPPLY CHAIN MANAGEMENT In 2013, the City of Fredericton undertook a formal, publically advertised procurement process for the purpose of establishing a standing offer for the supply of municipal sidewalk tractors. The procurement documents in question contained a provision which enables other municipalities to avail themselves of the favourable pricing contained in the resultant standing offer. As such, the City of Saint John has the opportunity to acquire equipment via this standing offer while meeting its obligations under the Provincial Procurement Act and Regulation, and the City's own Policy for the Procurement of Goods and Services. W -4- Supply Chain Management has reviewed this procurement initiative and supports the recommendation being put forth. ATTACHMENTS 1►= 091 �P,"Ah IT �4 JW-1i I COUNCIL REPORT M&C No. 2020-262 Report Date October 20, 2020 Meeting Date October 26, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Modernization of Solid Waste Collection Service (Oct 2020 Update) OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Tom McGrath Michael Hugenholtz John Collin RECOMMENDATION It is recommended that this report be received and filed by Common Council. EXECUTIVE SUMMARY Due to the financial impacts of COVID 19, the City of Saint John postponed the pilot program related to Solid Waste Collection within the City of Saint John. Staff are working towards launching the pilot mid to late March 2021 and plan to run the pilot a period of 2-3 months to collect data. Once the pilot has concluded, results will be analyzed and adjustments made to the program before continuing with the implementation of the program City-wide to our approximate 23,000 households. Full implementation is expected to be completed by Spring 2022 assuming the business case supports. The modernization of the City's Solid Waste Service centered around an automated cart pick up service for regular household refuse with bag tags for excess refuse , and the introduction of curbside recycling. By moving to an automated pick up service, the City will be protecting the health and safety of their employees by limiting the manual material handling of household refuse. The addition of curbside recycling will encourage waste diversion and in turn reduce the overall cost of landfill tipping fees. The implemention of bag tags for additional refuse outside of amount that can fit in the cart provided will give citizens the ability to deal with the rare occasions when they may need to put out excess refuse. -2- PREVIOUS RESOLUTION On October 7, 2019, it was resolved by Common Council to receive and file M&C 2019- 206: "Modernization of Solid Waste Collection Service" as it relates to "Sustainability: Addressing the Deficit 2021-2022". REPORT Please see the attached report for reference. SERVICE AND FINANCIAL OUTCOMES Please see the attached report for reference. ATTACHMENTS M&C 2019-206: "Modernization of Solid Waste Collection Service" W JI ! c� III, COUNCIL REPORT M&C No. 2019-206 Report Date August 14, 2019 Meeting Date October 07, 2019 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT. Modernization of Solid Waste Collection Service OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Jeff Hussey/Tom McGrath Mike Hugenholtz John Collin fffoil It is recommended that this report be received and filed by Common Council. The City of Saint John provides Solid Waste Collection Service to 23,163 households citywide. This service currently includes curbside pickup for both compost and household refuse. The compost collection is semi -automated and the household refuse collection is completely manual. The City's Solid Waste Service, as it exists today, poses a number of challenges that directly affect our work force, our service to our citizens, and our environmental stewardship. The existing daily tonnage being manually handled by our workforce exposes them to health and safety risks which may lead to an increase in workplace injuries. The current service does not encourage or make it convenient for citizens to divert their waste. Without waste diversion, the City is incurring higher tipping fees and the regional landfill site's life expectancy is being diminished. The modernization of the City's Solid Waste Service will allow the city to move to an automated cart pick up service for regular household refuse, provide curbside recycling and bag tags for excess refuse. By moving to an automated pick up service, the City will be protecting the health and safety of their employees by limiting the manual material handling of household refuse as well as becoming a community that is taking responsibility for our environmental footprint. Adding curbside recycling and bag tags will encourage waste diversion and in turn 01.1 -2- reduce the overall cost of this service's tipping fees. The implementation of bag tags for any additional refuse outside of the aforementioned services will give citizens the ability to deal with the rare occasions when they may need to put out excess refuse. With this report provided to introduce the concept and for information, City staff will soon begin the deliberate process of seeking the necessary approvals from Council, including those required for the pilot project. Throughout, public consultation/input will also be collected. PREVIOUS RESOLUTION None REPORT The City of Saint John currently provides curbside pick for our Solid Waste Service in two streams, compost and regular refuse. The delivery of this service, as it exists today, is outlined below: Existing Resources & Routes: Resources • 13 FTE's (1 x Foreman, 1 x Sub -Foreman, 11 x Skilled Workers) • 11 Vehicles (1x Foreman Truck, 8 x 1-Man Packers, 2 x Rear Loader Trucks) Routes • approx. 23,163 household units serviced • approx. 22,000 civic stops (accounting for multi -unit up to 4 tenement) • 45 individual runs 0 37 x bi-weekly routes (days) 0 5 x weekly routes (days — "Old North" & Lower West) 0 3 x weekly routes (nights — South Central Peninsula) • 435 average stops per route Existing BV-Law Details: • No bag limit • Bag size must be greater than 80L • Container Size must be greater than 60L and/or less than 130L Kul -3- * Will have these updated during the by-law review Existing Solid Waste Volumes: • Bag Count Average o Bi-weekly = 3.71 bags/stop o Weekly = 2.64 bags/stop • Tipping Fees o $1.3 million annually • Industry Standard (tonne/day per man) o Industry guideline = maximum of 3.6 tonnes/day/man o Actual tonnage = on average greater than 5 tonnes/day/man The existing process result in a number of challenges that directly affect our work force, our service to our citizens, and our region's environmental future. The existing daily tonnage being manually handled by our workforce exposes them to a number of injuries. Controls are currently in place to limit reassignment of our solid waste workforce to other duties post route completion. This leads to a loss of productive man-hours. In addition, the citizens presently have no limit as to the volume of solid waste they place at the curb for pickup. That, in conjunction with the existing Blue Bin Recycling Depot Program, does not promote a community that embraces waste diversion and is not aligned with other communities in the region or North America. Various issues hinder citizens from participating in recycling activities, most importantly, the proximity to Blue Bin Depots and the means to deliver their recycling to these depots, especially in the City's high -density areas. In addition, the City has an environmental responsibility to embark on a new path. Saint John is in the minority of communities that lack a robust and effective model for solid waste collection and diversion. We deliver approximately 11,000 tonnes of solid waste and 2,350 tonnes of compostable material to the land fill each year. Our current Blue Bin recycling system delivers another 3,900 tonnes per year. Currently, the City of Saint John is billed $108/tonne for solid waste delivered to the landfill. Compost is $28/tonne and recycled material is processed at no charge. We estimate that only 15-25% of Saint John households actively recycle. This level of participation and the present lack of bag limits leads to unnecessary tonnage being delivered to our Regional landfill facility. In order to mitigate the aforementioned deficiencies, the City will invest in "Helping Hand" technology that would allow the City to implement a curbside solid waste cart collection system. This will be a phased in implementation across the entire City. It could be fully implemented within two to three years. This new collection service would be based on a 180L (48 Gal) cart to be issued to each civic address that receives curbside pickup service. Each resident would be limited to the volume of that cart per pickup (presently every 2 weeks, in M-11 -4- most areas). This cart size equates to approximately two average size garbage bags (60-70 Litre). It is estimated that there could be a 50% reduction in residential bag volumes, based on the average bag count noted above. Citizens would be given the opportunity to purchase "bag tags" if they require allowances for additional bags to be picked up. A "bag tag" system would be devised and implemented. It is note worthy that without the addition of bag tags there would be no incentive for citizens to divert their waste. The success of this new Solid Waste Model would be contingent on the participation of the City's citizens engaging in waste diversion. It would be the intention of City staff to have the distribution and purchase of Bag Tags locally available throughout City neighborhoods. Areas presently receiving weekly pickup services would be areas of special interest and may require modified implementation plans, thus these areas would be the last areas of the City to receive this new collection service. In order to promote an even more increased level of waste diversion and give every citizen an opportunity and the convenience to participate, City staff would introduce a new service, curbside recycling pickup. This service would involve citizens being issued two 80L (21 Gal) recycling totes for which they would be able to sort their recycling into two streams (paper/cardboard & plastic/metal). The city would pick up these materials at no charge. City Staff would investigate the appropriate mode and frequency of curbside recycling pick-up. The new automated cart system and recycling service would be phased in over time. New solid waste equipment that has been ordered will arrive with this new technology (helping hand) to facilitate an automated cart dumping system. Two units are expected in the fall of 2019 and an additional two in late spring of 2020. Two of the existing pieces of equipment could be retrofitted with this technology over the following two years. The initial phase would target a small section of the population. Approximately 1000 households (2 routes) would be introduced to these new and revised services. Public engagement sessions would be held in advance and would educate citizens on the programs being presented. Continual communication with the participants of the pilot would ensure that the City is responding to any concerns or barriers that arise during this trial period. Data would be collected over a 2-3 month period and used to make any required modifications. These results would be communicated back to council and a recommendation on moving forward with full implementation would be presented at that time. After which, more routes would be converted as equipment with this new technology becomes available. Additional community engagement and education sessions would be held with other neighbourhoods as they are phased into this new model for Solid Waste. The introduction of the automated curbside collection service and curbside recycling would give Staff the opportunity to possibly optimize collection routes and existing shift structure (optimizing the use of the City's manpower and Fleet 061 -5- resources). These important steps forward would promote the reduction of workplace injuries, build new efficiencies within the solid waste collection process, and provide the new service of curbside recycling for the City. This Modernization approach to the Solid Waste Service would promote waste diversion and growth in our community, allowing Saint John to reduce its burden on the regions landfill site. In conjunction with these new and revised services, the existing Solid Waste By - Law would need to be modified. Changes would allow for the new model of collection and would regulate sizes and limits on carts and recycle totes, as well as a system for Bag Tags. Public engagement would be designed to educate citizens on the changes within the by-law. It would also explain any new efforts of enforcement that would protect our City streets and green spaces from unwanted refuse issues. STRATEGIC ALIGNMENT This report aligns with the City's strategic plan for valued service delivery, growth and prosperity and fiscal responsibility. F�79[��1►�1►)ym�T►�I�/_�►mil►jC��] �I�C� It is staffs intention to update Council on the details of the pilot program and citizen engagement strategy prior to seeking approval of these initiatives. City Staff will bring forward a report to Council later this year mapping out the communication strategy and pilot details. As stated previously, the two major parts of the Modernization of the Solid Waste Service are the introduction of an automated refuse cart system and a curbside recycling service. With these changes comes a financial investment. Below are estimated costs associated with Phase one and then the estimated costs for full implementation. Phase #1 (approx. 1000 households) Carts (180L) = approx. $50/cart = $50,000 Recycle Totes (21 Gal) = $7.50/tote x 2 = $15,000 Recycle Tote Lids = $3.75/lid x 1000 = $3,750 * * Recommended by FRSC to invest in one lid / Household Cost of "Helping Hand" Mechanism = $62K/Truck = $124K ** **Additional expense for unbudgeted add -on over and above the fleet reserve -6- Phase #1 estimated total investment = $192,750 Full Implementation including Phase 1 (aoorox. 23.163 households Carts (180L) = approx. $50/cart = $1.16M Recycle Totes (22 Gal) _ $7.50/tote x 2 = $348K Recycle Tote Lids = $3.75/lid x 23,163 Households = $87K *Recommended by FRSC to invest in one lid / Household Cost of "Helping Hand" Mechanism = $62K/Truck = $620K ** **Additional expense for unbudgeted add -on over and above the fleet reserve Full implementation estimated total investment = $2.2M This new model of solid waste collection would also require investment in additional technology on our Solid Waste packers. The 'Helping Hand' technology is estimated to cost an additional $62,000 per vehicle, for a total of $620,000 for all ten vehicles. Additional yearly cart and tote maintenance costs will be realized within the Solid Waste collection budget to account for replacements due to City caused damages. This is estimated to be approximately $160K/year, which represents 10% of the entire inventory. Full implementation may also yield revenue and savings. The sale of Bag Tags (Our initial price estimate is $2 per bag) could generate revenue as some citizens may require additional allowances for extra refuse volumes. Savings may result from reduced tipping fees due to diverted tonnage from refuse to recycling. Saint John's neighboring communities (Rothesay, Quispamsis, & Hampton) are presently experiencing a rate of 30% diversion to compost. Saint John's average is approximately 21%. Rothesay & Quispamsis are seeing an additional 8% diversion since the implementation of their curbside recycling program. It should be noted that these areas currently do not put a limit on household refuse. We estimate that when this new model is implemented, Saint John could see an approximate 25% increase in existing tonnage of waste being diverted to recycling. We also anticipate an increase in diverted compost material of an additional 4%. Therefore City Staff estimates a 50% total increase is the present diversion rate as an obtainable target as Citizens increase their participation rates to coincide with the new model. This would bring the City's total waste diversion, as a percent of total tonnage, to 46%. Ontario presently has a 60% total diversion target rate. However, Ontario's total tonnage may include the disposal of electronics and returnables. These materials are not presently measured separately and are presumably mixed in with our total refuse. With a combined estimate of a 29% increase in diverted tonnage from the landfill, !II tipping fees could reduce by about $29,526/month or $354,320 annually. In addition, the new cart collection model is expected to allow for route optimization and could potentially reduce the number of routes and allow for a decrease in the existing fleet. This could result in an additional estimated saving to the operating budget if fleet vehicles are eliminated. However, with the addition of curbside recycling, any optimization of the fleet may be repurposed to assist in the delivering of this new service. Implementation of this new technology in our rural and suburban areas should have a smooth transition from the existing model to this more automated pickup service. However, the City's urban high -density areas, such as the South Central Peninsula, have significant considerations to ensure this technology can be utilized effectively in these areas. Some of the considerations that need to be addressed are dealing with on street parking, pick up locations for the refuse bins and storage of these bins by the residents. City staff would reach out to other municipalities with similar considerations that are utilizing this technology to determine business best practices. Below is a summary of the estimated annual cost, potential budget savings and estimated revenues: Summary of Annual Casts, Savings, & Revenues Replacement Cast !Addition to BudEetl Total Units Estimated % Cost Total Solid Waste Collection Cart - 190L t49 Gal)- an -Hand Supply 23,153 10% $50.00 $115,815 Curb -Side Recycling Tote- 93L 1�22 Gal) l2 per Household) 45,325 10% $7.50 $34,745 Curb -Side Recycling Tote Cover t1 per Household) 23,163 10% $3.75 $8,6136 Budget Savings Estimated increase in existing diversion (29%change) 25% Solid Waste Reduction t$109/Tonne) 4% Compost Increase t$29/tonne) Recycling tNo Charge) Estimated Revenue Total Estimated Costs/Year: $159,246 -$369,654 $15,334 $0 Total Estimated Savings/Year:-$354,320 Total Annual Costs (surplus)-$195 074 Estimated Bags (Month / Estimated Total Units Household Charge/Bag Revenue 2.00 Total Annual Savings+ Estimated Revenue: $75U,9$6 :1P mr-M I M Expert Helping -Hand'" 46 W—� iN :Ea2a 1. v ir. �P,"Ah IT �4 j D1,-1 I COUNCIL REPORT M&C No. 2020-257 Report Date October 15, 2020 Meeting Date October 26, 2020 Service Area Growth and Community Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Acadian Games 2021— Potential Postponement OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Amy McLennan Jacqueline Hamilton / Phil Ouellette John Collin RECOMMENDATION Your City Manager recommends Common Council receive this report for information. EXECUTIVE SUMMARY The City of Saint John, in partnership with the Town of Quispamsis, was scheduled to host the Acadian Games in 2021. Due to the COVID-19 pandemic, postponement of those Games is being considered. As outlined in the attached 'Acadian Games Letter to Partners', the Organizing Committee is asking its partners to consider the possibility of postponing the Games until 2022 or 2023, depending on the recommendations of Public Health. Once an official decision on postponement has been made by the Acadian Games Society later this year, an amended Memorandum of Understanding reflecting the change in dates will be brought to Common Council for approval. It should be noted that a postponement does not entail any additional financial commitment from the City of Saint John; the payments agreed to in the original Memorandum of Understanding have been disbursed. PREVIOUS RESOLUTION On April 6, 2020, as recommended by the City Manager in the submitted report M&C 2020-91: Acadian Games MOU Amendment, Common Council approved the recommendation to postpone the Acadian Games until 2021 and authorized -2- the Mayor and Common Clerk to sign the amended Memorandum of Understanding attached to M&C 2020-91 relating to the postponement. REPORT The Acadian Games started in 1971. Saint John hosted these Games in 1996 and 2010. The four -day event would be anticipated to draw approximately 1,000 athletes, along with their families, from the Atlantic Provinces; this would result in a significant economic benefit for the region. The Games include track and field, mountain biking, mini -handball, volleyball, soccer, badminton, and ultimate Frisbee. A demonstration sport and cultural competitions are also involved. The City of Saint John, in partnership with the Town of Quispamsis, was originally scheduled to host the Acadian Games in 2020 (June 24-June 28). Due to the COVID-19 pandemic, the Acadian Games Society made the decision earlier this year to postpone the Games until 2021 (June 30-July 4). Given the progression of the pandemic, the Organizing Committee is now asking its partners to consider the possibility of postponing the Games until 2022 or 2023, depending on the recommendations of Public Health. Once an official decision on postponement has been made by the Acadian Games Society later this year, an amended Memorandum of Understanding reflecting the change in dates will be brought to Common Council for approval. STRATEGIC ALIGNMENT Hosting the Acadian Games aligns with Council's priority of a 'Vibrant, Safe Community', by investing in culture and recreation experiences that create a sense of community pride. Partnering with the Town of Quispamsis on this event also supports a regional approach to recreation. SERVICEAND FINANCIAL OUTCOMES For reference purposes, the attached amended MOU references both defined costs to the City, as well as opportunity and risk. The City contributed $39,500 toward the Games; 50% of that contribution ($19,750) was budgeted in each of the 2019 and 2020 General Fund Operating Budgets in order to distribute the contribution over two (2) fiscal years. The City would be responsible for a share of any operating deficits resulting from the Games. It should be noted that City staff have been in regular attendance at meetings of the organizing committee and have been kept apprised of the :111 -3- financials. Only one (1) of the previous editions of the Acadian Games resulted in a deficit and staff believes the risk of the Games incurring a deficit is very low. Additionally, the commitment from the Town of Quispamsis reduced the City's required investment; the partnership also mitigates deficit risk and profit sharing opportunity, using a 79/21 split based on population. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input has from other service areas has not been sought for this report; however, General Counsel would be consulted prior to seeking Council approval on any amendments to the Memorandum of Understanding. ATTACHMENTS Acadian Games Letter to Partners — September 29, 2020 Amended Memorandum of Understanding to Host the 41St Acadian Games (Jeux de I'Acadie) Saint John, September 29, 2020 Don Darling, Mayor of Saint John Gary Clark, Mayor of Quispamsis Yves Arseneault, President of the Societe des Jeux de I'Acadie Nathalie Justason, Presidente de I'ARCf Subject: 41st Finale des Jeux de I'Acadie Dear partners, We hereby wish to initiate discussions with our co -signatories of the Memorandum of Understanding (MOU) for the 41 st Finale des Jeux de I"Acadie to be held in Quispamsis, Saint John. The current situation regarding the pandemic leads us to think that it may be best to consider holding the Jeux de I'Acadie at a later date. As the organizer, we have concerns about being able to host a finale in June 2021 in Quispamsis and Saint John in accordance with Public Health regulations and recommendations. Our concerns are on different levels, with repercussions in: - The degree of volunteer involvement - The public relations risk (sponsors and partners) - Additional expenses due to the guidelines set forth by Public Health - The challenges with amenities (housing, cafeteria...) In order to ensure that the Jeux de I'Acadie are held in the best possible conditions, we ask that you consider the possibility of postponing the Games to 2022 or 2023, depending, of course, on the recommendations from Public Health and the planning of future finales by La Societe des Jeux de I'Acadie. If all partners agree, we will adjust the Memorandum of Understanding with the new date and the Societe des Jeux de I'Acadie will be responsible for making the official announcement. We thank you in advance for your attention to this letter. Michel Cote, President COFJA Organizing Committee of the 41st Finale des Jeux de I'Acadie 67 Ragged Point Road, Saint John, NB, 506-640-0419 47 MEMORANDUM OF UNDERSTANDING MEMORANDUM OF UNDERSTANDING MADE IN DUPICATE BETWEEN: La Societe des Jeux de I'Acodie inc., a corporation duly incorporated under the laws of the Province of New Brunswick, having its head office at 702 Principale Street, Suite 210, Petit-Rocher, New Brunswick, hereafter referred to as "la Societe," of the first part AND: The City of Saint John, a municipality duly incorporated under the laws of the Province of New Brunswick, hereafter referred to as the "Host Municipality," of the second part. AND: The Town of Quispomsis, a municipality duly incorporated under the laws of the Province of New Brunswick, hereafter referred to as the "Host Municipality," of the third part. AND: L'Association Regionale de la Communaute francophone de Saint-Jean inc, duly incorporated under the laws of the Province of New Brunswick, having its head office at 715 Priestman Street, Fredericton, New Brunswick, hereafter referred to as the "ARCf," of the fourth part. Whereas the Host Municipality has met the requirements of the Societe and has been retained to organize the 41 th Finals of the 2020 2021 Jeux de I'Acadie (hereafter known as "Les Jeux"), For and in consideration of the mutual covenants set out herein, the above -mentioned parties agree as follows: THE MUNICIPALITIES The Host Municipalities agree to sign a memorandum of understanding with the ARCf and the Organizing Committee clearly establishing the responsibilities of the latter; Z) The Host Municipalities recognizes that signage and running of events for the organization and holding of Les Jeux will be in French; 3) The Host Municipality agrees to offer, free of charge, a light snack to participants in the Societe's 20; 9 2020 annual general meeting if this meeting should be held in their municipality;(No need, contribution already made in novemner 2019,cityof Saint John paid forthe breakfast atthe meeting) 4) The Host Municipality agrees to hold a reception for dignitaries after every opening and closing ceremony of Les Jeux if this reception should be held in their municipality; 5) The Host Municipalites agrees to make the required sports facilities under its control available to ARCf and its Organiziap&nlniAIMM b(MUIPAt 1t enance; 6) The Host Municipalities agrees to contribute before June 2020, 2021 a minimum of 10% of the operating budget for Les Jeux, (Saint John 39 500$ and Quispamsis 10 000$) !E:3 FINANCIAL OPERATIONS AND FUNDING ARCF AND THE ORGANIZING COMMITTEE AGREES AS FOLLOWS: 17) To submit the proposed operating budget for Les Jeux to the Host Municipality and the Societe for approval on or before August 1, 2019; 2020 18) To submit any and all modifications to the operating budget to the Host Municipalities and the Societe for approval; 19) To participate actively on the joint committee responsible for managing the sponsorship policy of Les Jeux de I'Acadie. This committee is made up of members of the Societe and the ARCf and the Organizing Committee; 20) To cooperate with the Societe in the delivery of services related to the sponsorship of the 2020 2021 Finals of Les Jeux de I'Acadie; 21) To submit any funding projects for the approval of the Societe on or before August 1, 204-9, 2020 and prior to their execution; 22) Not to organize and hold a fundraising campaign prior to the 2019 Finals of Les Jeux de I'Acadie without the prior authorization of the Societe; 23) To submit for the approval of the Societe any applications to the governments of New Brunswick and Canada for financial assistance, whether in the form of grants, loans, projects, or other; 24) To submit for the approval of the Societe any admission fees for events related to the organization and holding of Les Jeux; 25) To pay, subject to these presents, all expenses related to the organization and holding of Les Jeux; 26) To submit for the approval of the Societe prior to its execution, any written or verbal agreement between the Host Municipalities and/or the Organizing Committee and any sponsor, service provider or other; such agreement shall comply with the sponsorship policy of Les Jeux de I'Acadie. ARCf and its Organizing Committee agrees that if there is no written agreement, the content of the verbal agreement shall be conveyed to the Societe in writing; THE SOCItTt AGREES AS FOLLOWS: 27) To allocate a grant to ARCf and the Organizing Committee corresponding to a total amount of $20,000; a) The grant will be allocated as follows: i) A first payment of 25% of the total amount by May 15 of the year of Les Jeux; ii) A second payment of 25% of the total amount by June 1 of the year of Les Jeux iii) A third payment of 25% of the total amount by July 15 of the year of Les Jeux; iv) A fourth payment of 25% of the total amount within thirty (30) days of the adoption of the final report of Les Jeux and the audited financial statements thereof; b) The total amount of financial assistance shall be used only for the organization and administration of Les Jeux under the following budget items: athlete services, administrative services, protocol, promotion and publicity, sports programming, funding, volunteers, and general services; c) Should ARCf and the Organizing Committee accumulate a surplus exceeding $10,000, it will not receive the fourth payment of 25% of the total amount of $20,000 granted by the Societe; 41) To provide the facilities required to hold sports competitions and for the cultural component according to the standards set out by the Societe; facilities will be subject to the approval of the Societe; 42) To provide any other space or site for the smooth operation of Les Jeux as set out in the "Guide de to mesure et evaluation du processus de selection de la municipality h6tesse de la Finale des Jeux de I'Acadie"; such spaces and sites will be subject to the approval of the Societe; 43) To provide the Societe with the minutes of all meetings within seven (7) days of the meetings; 44) To present a detailed report on the status of the organization of Les Jeux to the Societe at meetings held by the Societe's Board of Directors; 45) To submit to the Societe for approval by March 1, 2019, the choice of the sport in the active living component according to the terms and conditions established by the Societe; 46) To submit to the Societe for approval by March 1, 2019, the choice of the second artistic discipline in the cultural component according to the terms and conditions established by the Societe; THE HOST MUNICIPALITY AGREES AS FOLLOWS: 47) To procure the equipment, materials, and athletes' benches from the previous host municipality, repair them at its expense if necessary, and use and pass them on to the next host municipality. The equipment, materials, and athletes' benches shall remain the property of the SOCIETE by virtue of a gift by COFJA 2010 in Saint John (the Saint John 2010 organizing committee) at the SOCIETE's 2010 AGM. The Host Municipalities are responsible to pay for the transportation of the equipment, materials, and athletes' benches received from the previous host municipality, to pay for any repairs for damage to the equipment, materials and athletes' benches which occurred during transportation and to make the equipment, materials and athletes' benches available to the next Host Municipality. THE SOCIM AGREES AS FOLLOWS: 48) To convey to the Organizing Committee at least thirty (30) months prior to the holding of Les Jeux the information concerning the necessary sports and cultural facilities; 49) To provide the official forms for compilation of the sports results at least thirty (30) days prior to the beginning of Les Jeux; 50) To provide the Organizing Committee at least thirty (30) months prior to the holding of Les Jeux with information concerning: a) The rules for sports competitions and sports equipment; b) The regulations of the cultural component and of material needs; c) Medical services to be made available to the athletes; d) Use of sponsorships; e) Protocol policies; f) Organization and general operations of the Organizing Committee (Guide d'organisation); g) Requirements for the Prix de 1'amitie (friendship award); h) Requirements for the Prix de ('amelioration (improvement award); i) Requirements for the sportsmanship banners; j) Requirements for the medals ceremony; k) Requirements for writing the final report on Les Jeux; PUBLICITY AND PROMOTION 67i] In witness whereof, the Societe has affixed its seal and the signature of its duly authorized officer hereto this 28th day of March 2018. Per 4.� G-ry Yves Arseneault, President La Societe des Jeux de I'Acadie Inc. In witness whereof, the Has unicipq of Sal; t John has affixed its seal and signature of its duly authorized directors this 28th day of h 2018. Per: Per: Foin Darling Mayor Saint John 2Z - - ' 1(oi- ._. c,e.r-K, Witness Saint John In witness whereof, the Host Municipality of Quispamsis has affixed authorized directors this 28th day of March 2018. Per: a Clark Mayor Quispamsis Per: Witness iV. O�gPggl Quispamsis ••. s 1898 Nouveau -Brunswick its seal and signature of its duly Nouveau -Brunswick Nouveau -Brunswick 51 In witness whereof, ARCf has affixed its seal and signature of its duly authorized directors this 28th day of March 2018 Per: Per: Nathalie Justason Presidente ARCf Saint John Nouveau -Brunswick Witness Saint John Nouveau -Brunswick 61 (P"'Ah I� �4 JIDI'l I COUNCIL REPORT M&C No. 2020-265 Report Date October 19, 2020 Meeting Date October 26, 2020 Service Area Corporate Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Business Improvement Area 2021 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 Jonathan Taylor John Collin RECOMMENDATION RESOLVED that Common Council signal its intention to approve the 2021 Uptown Saint John Inc. budget for the Business Improvement Area; and further, that the clerk be directed to prepare a newspaper advertisement identifying the Council meeting of November 23, 2020 as the date Council will consider approving the budget. REPORT The City of Saint John has a Business Improvement Area ("BIA") in the uptown region which imposes a 16 cent levy for each one hundred dollars of assessed value on non-residential property located within the boundaries of the BIA. The BIA By -Law describes the specific boundaries of the BIA and the rate of the levy. Uptown Saint John Inc. is responsible for administering the funds collected from the BIA levy, which it uses towards promotion, beautification initiatives in the area and other development activities aimed at stimulating local business within the BIA. Per the Business Improvement Act, the following actions must take place prior to establishing a BIA levy for 2021: • Uptown Saint John Inc. submits its annual budget to Board of Directors • Board of Directors hold annual budget meeting and approve budget • Uptown Saint John submits budget to Common Council for approval • Council signals its intent to approve budget • Council directs clerk to advertise budget and levy rate in newspaper • Council approves Budget 6V -2- • Council gives three readings for BIA By -Law amendment to establish levy rate for 2021 • Minister of Local Government approves the By -Law amendment and transfers the funds to be collected from the levy to Uptown Saint John Inc. Uptown Saint John's proposed 2021 budget is $512,730.56, which was approved by its Board of Directors at their Annual Budget Meeting held on October 15tn 2020. The levy rate required to implement the budget is 16 cents for each one hundred dollars of assessed value on non-residential property within the BIA. The Business Improvement Act requires the City to give notice in the newspaper of the following (published at least once weekly for two weeks): • Its intention to approve the budget • The extent of the levy needed to implement the budget • The period during which objections may be made Objections to the budget may be submitted to the clerk's office by non- residential users within the BIA not later than fifteen days after the last publication notice. If written objections are received by one-third or more of all non-residential users, or by non-residential users who would together be liable to pay one-third or more of the amount raised by the BIA levy, Council is not authorized to approve the budget. It is recommended that Council direct the clerk to prepare a newspaper advertisement identifying the Council meeting of November 23, 2020 as the date Council will consider approving the BIA budget. Should Council approve the budget, it may also give 1st and 2nd reading to the BIA By -Law amendment for the year 2021 on November 23rd. Third reading would be scheduled on December 7, 2020. The City's Finance Department and Uptown SJ Inc. were consulted ATTACHMENTS • Letter to Council from Uptown SJ Inc. with 2021 Business Improvement Area Association Budget • Business Improvement Area By-law 6'i! SAINT JOHN BUSINESS IMPROVEMENT ASSOCIATION October 15", 2020 Mayor and Councillors City of Saint John PO Box 1971 Saint John, New Brunswick E21. 4L1 Your Worship and Councillors; On behalf of the Board of Directors of Uptown Saint John Inc., please find attached a copy of our 2021 Budget, which was approved by the Membership at the Annual Budget Meeting held on Thursday, October 15, 2020. This meeting was advertised and conducted in accordance with the Business Improvement Areas Act of New Brunswick. e ,Regards, Nancy Tissi gton Executive Director 506 6331426 cc: Board of Directors - Uptown Saint John Inc. Attachment 2021 Budget for the Business Improvement Association love•Iife- uptown 17 Canterbury Street, Suite 180, Saint John, NB E2L 20 55 506.633.97971 uptownsj.com (@uptowns] qPrV*n SAINT JOHN BUSINESS IMPROVEMENT ASSOCIATION 2021 Budget Summary ADVOCACY BEAUTIFICATION CLEAN & SAFE MARKETING & COMMUNICATIONS OPERATIONS & ADMINISTRATION URBAN DESIGN & DEVELOPMENT Area Rate of 0.16 remains the same no change. 5,000.00 18,700.00 79,410.00 146,880.56 247,740.00 15 000.00 512,730.56 Report prepared by Nancy Tissington, Executive Director Approved by Uptown Saint John Inc. Board of Directors on October 08", 2020 Membership Approved on October 15", 2020 67� r ij"' BY-LAW NUMBER BIA-1 BUSINESS IMPROVEMENT AREA BY-LAW Be it enacted by the Common Council of The City of Saint John as follows: 1 The area bounded by the following streets is hereby designated as a Business Improvement Area under the Business Improvement Areas Act, namely, the northern side of Union Street from the Water to George Street, along the rear of those lots that are situated along the north side of Union to Sydney Streets, along the western side of Sydney Street to Princess Street, along the northern side of Princess Street to the water; the properties located on the south side of Princess Street, from Water Street to Sydney Street, having civic numbers 42, 46-54, 76„ 80, 86, 94, 100-102, 108-11.2, 116, 136, 156 and 162 Princess Street and 139 Germain Street; and the north side of Union Street from George Street to Smythe Street, known as the Union/George Street Parking Lot and the Union/Smythe Street Parking Lot; and the following properties: Property Address NBGIC Number ARRETL No BIA-1 ARRETL CONCERNANT LA ZONE D'AMLLIORATION DES AFFAIRES Le conseil communal de The City of Saint John 6dicte : 1 La zone d6limitee par les rues suivantes est par les pr6sentes designee comme zone d'am6lioration des affaires en vertu de la Loi sur les zones d'amelioration des affaires, a savoir le c6t6 nord de la rue Union, de 1'eau jusqu'a la rue George, le long do fond des lots situ6s le long du c6t6 nord de la rue Union jusqu'a la rue Sydney, le long du c6t6 ouest de la rue Sydney jusqu'a la rue Princess, le long du c6t6 nord de la rue Princess jusqu'a 1'eau; les terrains situ6s du c6t6 sud de la rue Princess, de la rue Water jusqu'a la rue Sydney, portant les num6ros municipaux 42, 46-54, 76, 80, 86, 94, 100- 102, 108- 112, 116, 136, 156 et 162, rue Princess et 139, rue Germain; et le c6t& nord de la rue Union, de la rue George jusqu'a la rue Smythe, soit le terrain de stationnement des rues Union/George et le terrain de stationnement des rues Union/Smythe; ainsi que les terrains suivants : Adresse de voirie Nurm6ro de la CIGNB 154 Princess Street 01625340 154, rue Princess 01625340 148 Princess Street 01625332 148, rue Princess 01625332 142 Princess Street 01625324 142, rue Princess 01625324 138 Princess Street 01625316 138, rue Princess 01625316 134 Princess Street 01625293 134, rue Princess 01625293 130 Princess Street 01625285 130, rue Princess 01625285 80 Charlotte Street 01625277 80, rue Charlotte 01625277 143 Charlotte Street 01625269 143, rue Charlotte 01625269 87 Canterbury Street 01628225 87, rue Canterbury 01628225 93 Canterbury Street 01624360 93, rue Canterbury 01624360 162 Prince William Street 01628233 162, rue Prince William 01628233 160 Prince William Street 01628241 160, rue Prince William 01628241 154 Prince William Street 01628259 154, rue Prince William 01628259 122 Prince William Street 01628275 122, rue Prince William 01628275 120 Prince William Street 01658898 120, rue Prince William 01658898 114 Prince William Street 01628283 114, rue Prince William 01628283 130 Prince William Street 01628267 130, rue Prince William 01628267 177 Prince William Street 01624394 177, rue Prince William 01624394 167 Prince William Street 01628534 167, rue Prince William 01628534 133 Prince William Street 01628500 133, rue Prince William 01628500 127 Prince William Street 01628495 127, rue Prince William 01628495 119 Prince William Street 01628487 119, rue Prince William 01628487 113 Prince William Street 01628479 113, rue Prince William 0/628479 100 Water Street 01628550 100, rue Water 01628550 106 Water Street 01628542 106, rue Water 01628542 110 Water Street 01624409 110, rue Water 01624409 and the following properties located on both sides ainsi que les terrains suivants situes des deux c6tes de la of Smythe Street between Union Street and Station rue Smythe, entre la rue Union et la rue Station Street: Property Owner NBGIC Number Saint John Port Corporation 55011902 Saint John Port Corporation 00426197 City of Saint John 40147 City of Saint John 38976 City of Saint John 38984 Power Commission of Saint John 55008767 Power Commission of Saint John 55031561 Propri6taire Numbro de la CIGNB Soci6t6 du Port de Saint John 55011902 Societ6 du Port de Saint John 00426197 City of Saint John 40147 City of Saint John 38976 City of Saint John 38984 Power Commission of Saint John 55008767 Power Commission of Saint John 55031561 FA - all as shown on the plan attached hereto as - le tout illustre sur le plan ci joint en tant qu'annexe A, Schedule "A" and forming part of this by-law. qui fait partie du present arrete. 2 A by-law of The City of Saint John enacted on the seventeenth day of December, 1984 entitled "By-law Number B-102 Business Improvement Area By -Law", and all amendments thereto is repealed on the coming into force of this by-law. IN WITNESS WHEREOF The City of Saint John has caused the Common Seal of the said City to be affixed to this by-law the 5"' day of January, A.D. 2004 and signed by: 2 L'arrete de The City of Saint John edicte le 17 decembre 1984 et intitule By-law Number B-102 Business Improvement Area By -Law, ensemble ses modifications, est abroge des Ventree en vigueur du present arrete. EN FOI DE QUOI, The City of Saint John a fait apposer son secau communal sur le present arrete le 5 janvier 2004, aver les signatures suivantes : L" yor /Maire ConiA4 Clerk/ Greffier communal First Reading December 8, 2003 Premiere lecture : ➢e 8 decembre 2003 Second Reading January 5, 2004 Deuxieme lecture: ➢e 5 janvier 2004 Third Reading January 5, 2004 Troisieme lecture : le 5 janvier 2004 E .- fi CD Ln r) (D ET N 0 D (D CL cli 0 CL M U) 0) Di -7 (D V) oll v A LAW TO AMEND BY-LAW NUMBER BIA-2 BUSINESS IMPROVEMENT LEVY BY-LAW ARRETE MODIFIANT ARRETE N° BIA-2 ARRETE CONCERNANT LA CONTRIBUTION POUR L'AMELIORATION DES AFFAIRES Be it enacted by the Common Council of Le conseil communal de The City of Saint the City of Saint John as follows: John d6crete ce qui suit: The Business Improvement Levy By -Law of The City of Saint John enacted on the third day of January, 2006, is amended by: L'arr6t6 concernant la contribution pour 1'am6lioration des affaires de The City of Saint John d6cr&6 le 3 janvier 2006 et modifi6 par: 1 Repealing section 2 thereof and 1 L'abrogation de Particle 2 aux inserting the following: pr6sentes et Paj out du texte qui suit : 2 A levy of 16 cents for each one hundred dollars of assessed value is hereby imposed for 2020 upon non-residential property within the Business Improvement Area established by By -Law No. BIA-1 Business Improvement Area By -Law enacted on the 50' day of January, 2004. IN WITNESS WHEREOF The City of Saint John has caused the Corporate Common Seal of the said City to be affixed to this by-law the 13th day of January, A.D. 2020 and signed by: First Reading - Second Reading - Third Reading - December 16, 2019 December 16, 2019 January 13, 2020 2 Par la pr6sente, une contribution de 16 cents par tranche de cent dollars par rapport a la valeur fix6e est imposee pour Fann6e 2020 sur les immeubles non r6sidentiels situ6s a l'int6rieur de la zone d'am6lioration des affaires 6tablie en vertu de 1'Arret6 n° BIA-1 relatif a la zone d'am6lioration des affaires 6dict6 le 5 janvier 2004. EN FOI DE QUOI, The City of Saint John a fait apposer son sceau communal sur le pr6sent arret6 le 13 janvier 2020, avec les signatures suivantes : Premiere lecture Deuxi6me lecture Troisi6me lecture le 16"U6eembrd 2C le 13 janvier 2020 Ais] COUNCIL REPORT M&C No. 2020 - 255 Report Date October 20, 2020 Meeting Date October 26, 2020 Service Area Utilities and Infrastructure Services His Worship Mayor Don Darling and Members of Common Council SUBJECT. Interior/Exterior Lighting Upgrades — TO Station OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Samir Yammine Brent McGovern I John Collin RECOMMENDATION It is recommended that the quotation submitted by Security Electrical Ltd., for the Lighting Upgrades at the TD Station in the amount of $84,800 plus HST be accepted. EXECUTIVE SUMMARY The purpose of this report is to seek Council's approval to award the Lighting Upgrades at TD Station to the lowest compliant bidder. PREVIOUS RESOLUTION M&C 2019-312. It is recommended that the City enter into the Grant Agreement with Her Majesty the Queen in Right of Canada, as represented by the Minister of the Environment who is responsible for the Environment and Climate Change Canada under the Low Carbon Economy Fund (LCEF) for the Municipal Buildings Deep Energy Retrofit (MBDER) in the form and upon the terms and conditions as attached; and that the Mayor and Common Clerk be authorized to execute the said Agreement. REPORT Analysis In November 2019, Council entered into a Grant Agreement with the Federal Government under the LCEF for MBDER. AI -2- The LCEF, which is 40% of the eligible cost, will be used toward the implementation of Energy Conservation Measures (ECM) on selected Municipal and Water Facilities. The lighting upgrades at the TD Station are aligned with the LCEF criteria, the City of Saint John Corporate Greenhouse Gas (GHG) emissions and Energy Action Plan and the Climate Change Action Plan. As part of the City Asset Management Program, staff has developed methodology, a Risk Rating System and criteria to identify assets that are considered high risk, have immediate impact on the Level of Service (LOS) and positive net present value. This project was selected using the following criteria: • Alignment with asset management policy and capital investment policy; • High risk assets using adopted risk rating framework to identify these assets; • Level of impact on service to public and environmental effects; • Net present value of asset renewal; and • Greenhouse gas emissions impact. The work consists of the installation of new LED lamps or luminaires, including lighting control throughout the TD Station with the exception of the ice surface area. A separate tender document will be issued at a later date to retrofit the lights over the ice surface area. The current interior/exterior lighting system at TD Station is considered old and has surpassed its useful life. The proposed Project upgrades will result in the following benefits to the City: • Reduce the City energy cost by approximately $6,500 annually • Reduce City Capital Expenditure by $44,452; • Improve the indoor lighting quality and uniformity of the TD Station through the installation of state of art lighting and control systems; • Reduce GHG emissions by 16 Tonnes of CO2; and • Reduce maintenance cost by approximately $2000 annually. STRATEGIC ALIGNMENT The Lighting Upgrades at the TD Station is clearly aligned with the following City plans, policies, Council Priorities, programs and practices: • City of Saint John Corporate GHG and Energy Action plan to reduce GHG emissions by 30% by 2025 and achieve carbon neutral by 2040; • City of Saint John Asset Management Policy objectives to apply risk -based decision and life -cycle costing principles to prioritize capital investment, identify alternative measures, facilitate the leveraging of infrastructure funding from external sources, and improve the reliability of customer service; I' -3- • City of Saint John Capital Investment Policy; and • City of Saint John Climate Change Action Plan. SERVICEAND FINANCIAL OUTCOMES The total cost to complete the Lighting Upgrades at the TD Station, if awarded to the lowest bidder as recommended, will be $84,800 plus HST. This project is part of the MBDER, which has received funding from the LCEF. The Funding for this project will be provided by the Environment and Climate Change Canada under the LCEF (40% or $33,920) and the NB Power Commercial Building Retrofit Program ($6,532) with the remaining fund from the 2020 Capital Budget. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS —SUPPLY CHAIN MANAGEMENT A Request for Quotations (RFQ) was issued on September 28, 2020 and closed on October 15, 2020. Three (3) companies responded to the RFQ by submitting bids. The results are as follows (excluding HST): COMPANY NAME QUOTED PRICE Leading Edge Electrical Inc. $157,500.00 Roadway Systems Ltd. $91,400.00 Security Electrical Ltd. $84,800.00 Staff of Supply Chain Management have reviewed the quotations and have found them to be complete and formal in every regard. Staff believes that the low bidder has the necessary resources and expertise to perform the work, and recommend acceptance of their quotation. The above process is in accordance with the City's Procurement Policy and Supply Chain Management support the recommendation being put forth. ATTACHMENTS N/A W (P"'Ah I� �4 JIDI'l I COUNCIL REPORT M&C No. 2020-260 Report Date October 13, 2020 Meeting Date October 26, 2020 Service Area Corporate Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: ABC Written Report — October 2020 OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Richard Evans Jonathan Taylor John Collin RECOMMENDATION That Common Council receive for information the October 2020 ABC written reports. PREVIOUS RESOLUTION The following resolution was adopted by Common Council in February 2016: RESOLVED that as recommended by the City Manager in the submitted report entitled, M&C 2016-025: 2016 Reporting Program for ABCs, Common Council direct the Common Clerk to schedule and implement the 2016 ABC reporting program. EXECUTIVE SUMMARY In February 2016, the ABC reporting framework to Common Council was approved. Within this framework was the provision for the ABCs listed below to submit two written reports annually (May and September): • Discover Saint John • Develop SJ • Economic Development Greater Saint John (Formerly Enterprise Saint John) • Harbour Station • Saint John Aquatic Centre Commission • Saint John Arts Centre • Saint John Board of Police Commissioners • Saint John Energy • Saint John Parking Commission/Transit Commission AElI -2- • Saint John Trade and Convention Centre ATTACHMENTS ABC - Written Reports — October 2020 ARI 2020 ABC Written Submission Develop Saint John October 2020 Develop Saint John To grow Saint John's tax base. We relentlessly grow the Saint John tax base by providing services, expertise and network connections to get deals done. Through our efforts we: 1. Increase a project's probability of success; 2. Expedite project development timelines; and, 3. Proactively seek out new development opportunities with current clients, prospects and other community stakeholders. 1. Leslie Magee, Chair— appointed by City of Saint John 2. Cynthia Goodwin, Vice -chair— appointed by City of Saint John 3. Peter Allaby, Secretary/Treasurer — appointed by the Province of New Brunswick 4. Francis Power, Past Chair — appointed by City of Saint John 5. Gerry Lowe, Director and MLA — appointed by City of Saint John 6. Alanna Waberski, Director — appointed by City of Saint John 7. Stephen Kopp — appointed by City of Saint John 8. Mayor Don Darling — Ex-officio 9. City Manager John Collin — Ex-Officio 5 total. (currently 1 vacant position not to be filled for remainder of 2020) $838,727 Revenues 2020 Budget Operating grant — City of Saint John 838,727 Other Revenue 100,000 Government of Canada 180,000 Province of NB 74,000 SJ Industrial Parks 225,000 TOTAL Revenue 1,417,727 Functions, roles and responsibilities are being mapped out for Develop Saint John, the One Stop Development Shop and the Real Estate Department to identify gaps, minimize overlap, maximize overall efficiency and improve customer service. Expenses Wages and Benefits Office, Admin and IT Marketing Strategic Projects Professional Development 2020 Budget (revised COVID-19) 566,500 98,630 53,000 130,000 6,000 C�� Business Development Saint John Industrial Parks Affordable Neighbourhood Expenses before Depreciation Surplus (deficit) before depreciation Depreciation Annual Surplus (deficit) 120,000 205,000 173,000 1,352,130 65,597 210,590 -144,993 Develop Saint John has reduced expenses, including not filling a vacant position, to mitigate the impact of the current COVID-19 crisis. 2020 Corporate Goals • Drive $96M in tax base growth by getting 90% of potential construction projects out of the ground. • Drive $127M in tax base growth by getting 50% of proposed projects through the Land Use Approvals phase. As of mid -September 2020 • Develop Saint John is involved in $105M in construction projects currently underway (out of the ground). We are on track to meet our 2020 target. • Develop Saint John is involved in $221M in approved construction projects. We should be on track to meet our 2020 target, however, there are a few risks associated with some large projects. Develop Saint John was active in the following projects: • Leading negotiations with Provincial and Federal partners and private sector developers in three key strategic project: o The Fundy Quay development site o Leading the Central Peninsula Community Hub and Learning Commons project, as requested by the District Education Council and the Premier's Office as a catalyst to transforming the area into a mixed- income neighbourhood o Spearheading the business case for the Province to build a new Highway 1 Interchange as a catalyst to further private sector investment and development • Specific projects include: o The Telegraph (Canterbury & Grannan) Heritage approvals completed, Construction underway, Marketing and communications campaign support, Support through fire code challenge o The Wentworth (95 Wentworth Street) permitting, communications and community relations support. Construction underway. o Calabria Estates (40 Mountain View Dr) Building permit application AYA advanced, Construction underway. o Sea Bird Suites (819 Millidge Ave & Daniel Ave) support design engineer, permitting, community relations. Construction underway. o Heatherway Residential, Support through Rezoning. Construction underway. • We continue to be an active proponent and supporter of the new, integrated economic development model and are dedicated to keep up momentum/focus during the transition to the new organization. Develop Saint John: • Significant progress made on the three key strategic development projects: Fundy Quay, Central Peninsula Community Hub and Learning Commons and Highway 1 interchange. • Project portfolio contains dashboard with a total tax base growth potential of $747 million. • Feedback from developers and consultants has been positive — continue to focus on improving customer service. • Concentrating on successfully transitioning to new, integrated regional economic development agency. Regular and ongoing proactive contact with all of our development customers continues. C:�:3 October 15, 2020 To increase tourism revenues to drive economic vitality and enhance quality of life. Destination marketing, Visitor information and Experience, Meeting and Convention Sales, Sports Tourism attraction, Festival and Events support and attraction, member services, Travel Trade Glenda MacLean, Hilton Saint John, representing the Saint John Hotel Association Jasmine Mosher, Best Western PLUS, representing the Saint John Hotel Association Kurt Peacock, Parks Canada, representing Industry Stephany Publicover, Irving Oil, representing the City of Saint John David Drinnan, Nocturne, representing the City of Saint John David Alston, TimberTop Adventures, representing the City of Saint John Greg Norton, City Councillor, representing the City of Saint John Elizabeth Rowe, Urban Deli, representing Industry Gillian Nadeau, Uncorked Wine Tours, representing Industry Terry Hutchinson, McInnes Cooper, representing the City of Saint John Corey McGill, McGill's, representing industry Phillippe Ouellette, City of Saint John for City Manager, John Collin Pre COVID-19 - 8 Full-time (and seasonally 15 additional VIC staff) Post COVID-19 — 5 Full-time with CEWS (7 seasonal staff) $593,200 plus HST Pre COVID-19 — Legislated Levy Forecast for 2020 to $1,400,000.00 minus 5% Post COVID-19 - Legislated Levy - $270,379 Pre COVID-19 - other revenue (advertising and membership fees) - $121,000 Post COVID-19 — other revenue (advertising and membership fees) - $39,607 Pre COVID-19 - other revenue (government program investments) $18,909 Post COVID-19 - other revenue (government program investments) $757,647 Our organization uses national and provincial benchmarking to evaluate and redirect our efforts annually. Pre COVID-19 - $1,991,562 Post COVID-19—$1,623,952 (includes CEWS, government program investments and spending deferred revenue) • COVID-19 will reduce the Levy by 85% • Demand drivers like 2020 Jeux de L'Acadie, AREA 506, Moonlight Bazaar, International Barbershop Symposium, ERAPPA Committee Meetings, Canadian Masters Curling Championships, East Coast Games, Canadian Mid -Amateur Gold Championships and many more events worth over $8 million in economic impact have been cancelled • Some events booked for 2021 and 2022 are being moved to later years as there is C:1%7 domino effect with commitments to other host cities • Membership Goals • # of New Contacts Generated • # of FAM/Site Visit Participants • # of Leads Generated • # of Bids Submitted • # of Successful Bids • See attached • Attracted funds to sustain vital marketing and sales activities in support of member businesses and the greater community • Partnership with Acadia Broadcasting • Lack of clarity around proposed Economic Development Realignment • Organization directed to wind down as of December 31, 2020 • Staff were issued working notice as of the end of August 2020 • Tourism is big business —with millions of dollars of Economic Impact from Conventions, Sporting events and Festivals • The loss of this custom has very broad financial implications Updated skills matrix for appointees to each ABC Every dollar that comes out of a DMO is put toward its economic development mission of attracting visitors who spend money in local small businesses and support jobs. TripAdvisor suggests that leisure will be the first travel to rebound as business/corporate will still be facing cash flow implications/more use of technology etc. Leisure is the best opportunity in latter 2020 according to Tourism Economics. We need to be ready to market to those drive -markets. To date, of the estimated 500 employees that work in our local hotels, 400 have been placed on layoff. This represents 80% of their workforce. At least two major attractions did not open for the 2020 season. Cruise was not recoverable for 2020. rL9] Discover Saint John Report to Common Council — City of Saint John Q3 Statistics October 2020 DISCOVErl'MCOUVREZ SAINT JOHN MEETINGS & CONVENTIONS Measurement Q3 2020 YTD Target # of New Contacts Generated 74 200 # of FAM/Site Visit Participants 2 30 Leads # of Leads Generated 24 35 # of Delegates 7212 # of Lead Room Nights 13,610 ....Estimated Economic Impact $5,819,250 Bids # of Bids Submitted 19 20 # of Delegates 4689 # of Bid Room Nights 8770 ....Estimated Economic Impact $3,734,527 Wins # of Successful Bids 12 # of Delegates 4354 # of Bid Room Nights 10,170 ....Estimated Economic Impact $4,404,000 Lost/Cancelled Events # of Lost or Cancelled Events 37 # of Delegates 9649 # of Bid Room Nights 18,122 ....Estimated Economic Impact $6,511,393 Leads in Lead Status : 8 Leads in Bid (Development) Status : 9 MAJOR EVENTS Measurement Q3 2020 YTD Target # of New Contacts Generated 2 100 Leads # of Leads Generated 1 15 .....# of Participants & Spectators 50 .....# of Lead Room Nights 50 ....Estimated Economic Impact $21,750 Bids # of Events in Development 0 5 .....# of Participants & Spectators 0 .....# of Lead Room Nights 0 ....Estimated Economic Impact $0 Lost # of Events 2 .....# of Participants & Spectators 30,000 .....# of Lead Room Nights 150 ....Estimated Economic Impact $3,042,750 71 Discover Saint John Report to Common Council — City of Saint John Q3 Statistics October 2020 Assits # of Successful Bids 5 # of Delegates 40,000 # of Bid Room Nights 150 ....Estimated Economic Impact $3,792,750 Leads in Lead Status : 2 Leads in Bid (Development) Status : 0 SPORT EVENTS aisaovEF,MCOUVREZ SAINT JOHN Measurement Q3 2020 YTD Target # of New Contacts Generated 14 100 Leads # of Leads Generated 4 15 .....# of Participants & Spectators 2,004 .....# of Lead Room Nights 2,920 ....Estimated Economic Impact $1,453,350 Bids # of Events in Development 0 5 .....# of Participants & Spectators 0 .....# of Lead Room Nights 0 ....Estimated Economic Impact $0 Wins # of Successful Bids 1 # of Delegates 1,100 # of Bid Room Nights 0 ....Estimated Economic Impact $1,200,000 Leads in Lead Status: 15 Lost # of Bids 11 # of Delegates 6,839 # of Bid Room Nights 3,991 ....Estimated Economic Impact $3,163,255 Assists # of Successful Bids 5 # of Delegates 6,554 # of Bid Room Nights 1,180 ....Estimated Economic Impact $1,399,200 Leads in Lead Status: 14 Leads in Bid (Development) Status: 0 TRAVELTRADE Measurement 2020 YTD Target # of Marketplace Appointments 58 80 roil Discover Saint John Report to Common Council — City of Saint John Q3 Statistics October 2020 aisaovEF,MCOUVREZ SAINT JOHN # of New Tour Operator Contacts 79 15 # of FAM Tour/Site Visit Participants 0 13 rig] 2020 ABC Written Submission - EDGSJ Economic Development Agency for the Five Municipalities Consistent, long-term economic growth for the Greater Saint John region. Andrew Oland, Eric Poirier, Amy Lynn Patterson, Ryan Mitchell, Andy McPherson, Danielle Timmons, David Irving, Jennifer Arsenault 11 Please see the attached budget Please see the attached 2020 work plan and the recovery and response plan to Covid-19 Please see the attached budget Please see the attached work plan, response and recovery plan, April Dashboard, May Dashboard, June Dashboard, July Dashboard, and Q2 Report Please see the attached work plan, response and recovery plan, April Dashboard, May Dashboard, June Dashboard, July Dashboard, and Q2 Report Please refer to the Qz report, and the dashboard reporting for April, May, June, and July The KPIs are captured in the attached work plan, the dashboard reports, and the quarterly report. 202o Budget; 2020 Work Plan; the Response and Recovery Plan, April Dashboard, May Dashboard, June Dashboard, July Dashboard, Overview Letter and the second quarter report. rL! ECONOMIC DEVELOPMENT GREATER SAINT JOHN October 13, 2020 Mr. Richard Evans Office of the Common Clerk City of Saint John 15 Market Square PO Box 1971 Saint John, NB E21- 41-1 Dear Mr. Evans: In March of 2020, our economy was faced with dealing with COVID-19. EDGSJ immediately went to work on identifying priorities to assist businesses in dealing with the reality of this pandemic. We had an important role to play in leading regional economic response and recovery efforts during this time. During that critical time, EDGSJ worked with its partners to implement a regional response and recovery plan that focused on three priorities: • Prepare for Tomorrow's Economy • Enable Entrepreneurs to Succeed • Restore Confidence and Build Momentum. This response and recovery plan was overlaid with our work plan, with a continued focus on: • Workforce Development • Business Investment and Innovation • Entrepreneur Development • Marketing the Greater Saint John Area. Under Business Investment and Innovation, we are focused on the creation of an Innovation District, which is comprised of four zones: • Zone One — Foundational Innovation • Zone Two - Logistics • Zone Three - Health • Zone Four — Additive Manufacturing and Material Innovation 40 King Street 506 658 2877 r Saint John, NB E2L1G3 info@edgsj.com 75 EDGSICOM Energy and CyberSecurity encompass all four zones with the innovation district. A proof of concept initiative has just launched, which will see both local and Atlantic Canadian businesses work through an identified pain point around additive manufacturing. The Entrepreneur Development team is working to support the launch of 35 start-ups and 70 new jobs. We continue to build an entrepreneurial pipeline, engage industry and post- secondary partnerships that will drive a new level of growth in Saint John for start-ups and scale -ups. Our Block One programming is now located in the UNB Grand Hall building on 40 Charlotte Street. We remain dedicated to achieving steady, long-term economic growth for the region by creating the kind of opportunities that improve quality of life and drive prosperity. The initiatives that we have identified provides a solid base for this growth. The Saint John region has proven their resiliency, and by continuing to work together, we will get through this crisis. Sincerely, Ron Gaudet Chief Executive Officer cc: Andrew Oland, Chairperson of EDGSJ 40 King Street 506 658 2877 r Saint John, NB E2L1G3 info@edgsj.com EDGS3.COM 76 U �-- —z w On- zo O J w Uw Wo M � O O O O O O M CI• O O M �} ++ a1 O O O 01 O 01 � Lf1 Lf1 m Lf1 00 Lf1 O� �I� d` O O 3 ^ 00 N NO m �I N• N H LL Q O O O �1 CI 00 Ol O O O a) Ln C Lr LLI O rl O1 1� cn u N` 0 N 0O a O O O O O O O O O O O O O O O O O O O O O O O t10 Ln 00 Ln O` M 00 r1 01 %0 O Cup � �I N• N 3 m Q a E L O of 0 Q =: LL NU- ° bo '1 bo ; ° C= m N o c a aJ .c a = a = v - v ° `— a LL r a LL U N , 4 OTC 2 ++ O M m 0 Ln 0 O 0 O 0 O 0 O 0 O 0 O 0 00 0 M 1* O O p p rl n O O O O O O O O 01 O 01 3 O en o Ln O N 1, 00 O v O� m � mlG ei ei ei 'Ln r-4 eNi 0000 N O LL O Q O N O N .zi- 0 o 0 0 o 0 0 m l0 00 00 L n O O O O O O Coo0 �I d Ln N O N I, O O O O O Ln Ol q O Ln Ln O1 O m o o r, r, r-� 06 ZF r,` ke ` � O r, rn m -i -i Ln qt Q� k o a D1 0 N O O O O O O O O O O 0 0 O Ln Ln O O O O O O O O O V n N O O O O Lr O O O O w W Ln -a Ln lD O V--1 M N ��-I V�-1 00 00 01 Ln %0 M` O co m ei O N v O O O � C a W � _ N � C: := 0 o VI 4 i= aL N V a, m o o LL O) �o L. + L ro c =L- 'd�O L �LC Q La) N LLI N N N OVVa "L 4 aL 30) _a CL a L O . -QOL � x W O U co to CO O U 2 O U L CL N B N O O L CL Q H d O U 3 N U �- -z �� On- zo o; U LU W 0 MPPP- A' Z O z w a w l w' lsk� AA O W C7 � Z _ H aLL L O E -0 a +c - c c c E z 0)C L O Lna O 0 O Lj-O OC C r t 0 D a� t O 7 a L E o L w 0 C) O O O a 0 O > -��> coU O C V L O O z OU O EE V W z o z 0) � 1 � E 'C J y �v °� W C L c � z Ln N � C `/ O u J a Ln 3 c 3 a O c N CJ E O O co N U O C to O O U Uci 4J ro - - , o�N cGJ cj E z W a O W W 0 O U C ❑- C E O E �_ (o N N E tLo N � 7 O O -0 b4 � L^ O C) t EL 0 � N O 0) C > O a) c -0 0) 0 U in ago >o 0 a O t � +o C: N U C 0) Q j a M — Q to N E n . . . j \ 3 2 0 . r4 in / \ G : / . :2/ /§m o 2: 2 n ~ \ : \ : k 0 n I o E o e �20 k®'Q0 M '�+ \ 7 y o E;o\ ; w( � / 2 e 3 7 / \ 0 % : : 3/ \ E/ E k C/ f S ; o e U \; CL k W 0 ( � ƒ ) ? ) Lo / CL \ o e t � : w § w § : L \ wCY '\ k ; ; / ; ƒ . k z / % � Z � \ � : � : . o 'a . 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YTD PROGRESS: ; of 150 international students and spouses are employment ready 0 37.5 75 112.5 150 YTD PROGRESS: " of 50k in impressions and 1,190 of 2,000 engagements 0 12.5k 25k 37.5 50k 0 500 1000 1500 2000 YTD PROGRESS:8 of 25 companies engaged in workforce solutions that demonstrate an openness to hiring international students and newcomers 0 6.25 12.5 18.75 25 YEAR TWO TARGET & PROGRESS YTD PROGRESS: 0 of 300 jobs created through Investment Attraction 0 75 150 200 300 YTD PROGRESS: of 200 sales presentations to newcomer entrepreneurs 0 50 100 150 200 YTD PROGRESS:0 of 5 companies committed to developing the Innovation District 1 2 3 4 5 WINS & ACHIEVEMENTS THIS MONTH • The innovation district development will remain as a key area of focus. • Investment attraction has been affected, projects WINS & ACHIEVEMENTS THIS MONTH underway are delayed. ONB is refocusing on recovery • EDGSJ is working with UNBSJ on ways to promote the talent of the and there might be some changes in target sectors. MBA student cohort and to secure work placements. • Immigration and newcomer entrepreneur sessions are on hold. STATUS • STATUS • Yellow means go: some headway has been made. Yellow means go: some headway has been made. ENTREPRENEUR DEVELOPMENT MARKETING GREATER SAINT JOHN © Build the Saint John entrepreneurial ecosystem with a focus on scalable start-ups. CGp YEAR TWO TARGET & PROGRESS YTD PROGRESS: of 35 start-ups launched 0 8.75 17.5 26.5 35 YTDPROGRESS: " of 70 jobs created 0 17.5 35 52.5 70 WINS & ACHIEVEMENTS THIS MONTH • Financing provided to new businesses from EDGSJ: No loans • Leveraged funds provided to new businesses: 0$ • We canvassed our newcomer clients and connected them with resources and greater understanding of relief programs as needed. Our high school participants in the Idea Center continued a high level of engagement in online delivery. Our team has spent considerable time connecting with clients and understanding their needs at this time. Tell the Greater Saint John story to attract people, investment, and support the growth of our companies. YEAR TWO TARGET & PROGRESS • Develop and execute 3 marketing campaigns including phase 2 of ASK GSJ. • Pitch and have published 8 stories per year. • Deliver 12 monthly, 4 quarterly and 1 annual report. WINS & ACHIEVEMENTS THIS MONTH • To support our business community we co -hosted a series of webinars designed to interpret federal and provincial relief programs in a way that was easily relatable, a significant part of the discussion centered around the Q &A session. Panelists for April's webinars included Wayne Long, MP and Donna Mazerolle, CPA. The 3 webinars attracted over 275 attendees. • We published a combined total of 75 messages sent across Twitter, Facebook, Instagram and Linkedln garnering over 124k impressions, and 5,156 engagements. A STATUS • Yellow means go: some headway has been made. �6 STATUS • Yellow means go: some headway has been made. MONTHLY PROGRESS DASHBOARD: MAY 2020 By focus area WORKFORCE DEVELOPMENT Attract and retain talent to support the growth of our existing companies and attract new companies to our region. .& YEAR TWO TARGET & PROGRESS Build talent pipeline with employers with a focus on international students, newcomers and their spouses. YTD PROGRESS: 86 of 150 international students and spouses are employment ready 0 37.5 75 112.5 150 YTD PROGRESS: " of 50k in impressions and 1,190 of 2,000 engagements 0 12.5k 25k 37.5 50k 0 500 1000 1500 2000 YTD PROGRESS:10 of 25 companies engaged in workforce solutions that demonstrate an openness to hiring international students and newcomers 0 6.25 12.5 18.75 25 WINS & ACHIEVEMENTS THIS MONTH • Supported a Provincial virtual job fair with 60 employers and more than 1,500job seekers. STATUS • Yellow means go: some headway has been made. © ENTREPRENEUR DEVELOPMENT Build the Saint John entrepreneurial ecosystem with a focus on scalable start-ups. ')' YEAR TWO TARGET & PROGRESS YTD PROGRESS:of 35 start-ups launched 0 8.75 17.5 26.5 35 YTDPROGRESS: of 70 jobs created 0 17.5 35 52.5 70 WINS & ACHIEVEMENTS THIS MONTH • Financing provided to new businesses from EDGSJ: $25,000 • Leveraged funds provided to new businesses: $33,700 Interest in Impact Loans has resumed. We had four submissions and 2 approved loans in May. One is not taking funding until December and will be counted then. A second round of Impact Loan client outreach happened in May, we have offered 3 months no payments no interest to our portfolio starting in June 2020. Opportunities for future webinars on Covid-19 recovery issues are on our agenda as we learn more about our clients needs. BUSINESS INVESTMENT & INNOVATION Promote the value proposition for investment, and support companies in being globally competitive. YEAR TWO TARGET & PROGRESS YTD PROGRESS: 0 of 300 jobs created through Investment Attraction 0 75 150 200 300 YTD PROGRESS:' of 200 sales presentations to newcomer entrepreneurs 0 50 100 150 200 YTD PROGRESS: 0 of 5 companies committed to developing the Innovation District 1 2 3 4 5 WINS & ACHIEVEMENTS THIS MONTH • Progress on the innovation district continues to move forward and remains as a key area of focus. • Continued progress on several key investment attraction files. • Immigration and newcomer entrepreneur sessions remain on hold. • Continue to work with Saint John Energy on the Smart Energy project to develop new smart grid technologies to help inform our energy use and create a more efficient way to monitor it. STATUS • Yellow means go: some headway has been made. MARKETING GREATER SAINT JOHN Tell the Greater Saint John story to attract people, investment, and support the growth of our companies. YEAR TWO TARGET & PROGRESS • Develop and execute 3 marketing campaigns including phase 2 of ASK GSJ. • Pitch and have published 8 stories per year. • Deliver 12 monthly, 4 quarterly and 1 annual report. WINS & ACHIEVEMENTS THIS MONTH • To support our business community we continued to co - hosted a series of webinars to provide relevant and timely information to local business owners on Operations Planning, Optimizing your Banking Relationship, Pandemic Proofing your Business, and the Business Sector Snapshot that highlighted the survey results. • Together the 4 webinars attracted over 250 attendees. • We published a combined total of 63 messages sent across Twitter, Facebook, Instagram, and Link edln garnering over 86k impressions, and 2,603 engagements. STATUS • Yellow means go: some headway has been made. �6 STATUS • Yellow means go: some headway has been made. MONTHLY PROGRESS DASHBOARD: DUNE 2020 By focus area WORKFORCE DEVELOPMENT Attract and retain talent to support the growth of our existing companies and attract new companies to our region. .& YEAR TWO TARGET & PROGRESS Build talent pipeline with employers with a focus on international students, newcomers and their spouses. YTD PROGRESS: 88 of 150 international students and spouses are employment ready 0 37.5 75 112.5 150 YTD PROGRESS: " of 50k in impressions and 1,190 of 2,000 engagements 0 12.5k 25k 37.5 50k 0 500 1000 1500 2000 YTD PROGRESS:12 of 25 companies engaged in workforce solutions that demonstrate an openness to hiring international students and newcomers 0 6.25 12.5 18.75 25 WINS & ACHIEVEMENTS THIS MONTH • Led a webinar for international students entitled "Saint John International Student Path to Employment" with the Local Immigration Partnership and community partners. 147 international students registered for the session and learned about government job seeking resources, an employer's perspective on hiring, and insights from former international students. STATUS • Yellow: some headway has been made. © ENTREPRENEUR DEVELOPMENT Build the Saint John entrepreneurial ecosystem with a focus on scalable start-ups. C YEAR TWO TARGET & PROGRESS YTD PROGRESS:10 of 35 start-ups launched 0 8.75 17.5 26.5 35 YTDPROGRESS: 1.6 of 70 jobs created 0 17.5 35 52.5 70 WINS & ACHIEVEMENTS THIS MONTH • Financing provided to new businesses from EDGSJ: $50,000 • Leveraged funds provided to new businesses: $350,000 We approved two new Impact loans in June. One of those companies used our loan to leverage $325,000. Almost our entire loan portfolio took advantage of our offer of no interest and no payments for June, July and August. Many of them continue to struggle with our COVID-19 reality while others have found new revenue sources through a digital presence. A ten -week Huddle marketing campaign commenced to support our Entrepreneurial Programming fall line-up, this will be supported on various social media platforms. BUSINESS INVESTMENT & INNOVATION Promote the value proposition for investment, and support companies in being globally competitive. YEAR TWO TARGET & PROGRESS YTD PROGRESS: 0 of 300 jobs created through Investment Attraction 0 75 150 200 300 YTD PROGRESS:of 200 sales presentations to newcomer entrepreneurs 0 50 100 150 200 YTD PROGRESS: 0 of 5 companies committed to developing the Innovation District 1 2 3 4 5 WINS & ACHIEVEMENTS THIS MONTH • We continue to make progress and move forward with the Innovation District which remains a key area of focus. • We are working closely with ONB on several investment attraction files. • Immigration and newcomer entrepreneur sessions remain on hold. STATUS • Yellow: some headway has been made. a MARKETING GREATER SAINT JOHN Tell the Greater Saint John story to attract people, investment, and support the growth of our companies. YEAR TWO TARGET & PROGRESS • Develop and execute 3 marketing campaigns including phase 2 of ASK GSJ. • Pitch and have published 8 stories per year. • Deliver 12 monthly, 4 quarterly and 1 annual report. WINS & ACHIEVEMENTS THIS MONTH • Re -focus on promoting the Greater Saint John Region through social media and a fresh new ad in Maritime Edit. • Development of marketing strategy to support entrepreneur development programs and increase awareness of EDGSJ in the community. • We published a combined total of 80 messages primarily focused on Entrepreneur Development programs posted on Twitter, Facebook, Instagram, and Linkedln garnering over 75k impressions, and 1,435 engagements. STATUS O means go: we are on -track for target achievement. STATUS 00 means go: we are on -track for target achievement. MONTHLY PROGRESS DASHBOARD: DULY 2020 By focus area WORKFORCE DEVELOPMENT Attract and retain talent to support the growth of our existing companies and attract new companies to our region. .& YEAR TWO TARGET & PROGRESS Build talent pipeline with employers with a focus on international students, newcomers and their spouses. YTD PROGRESS: 88 of 150 international students and spouses are employment ready 0 37.5 75 112.5 150 YTD PROGRESS: " of 50k in impressions and 1,190 of 2,000 engagements 0 12.5k 25k 37.5 50k 0 500 1000 1500 2000 YTD PROGRESS:12 of 25 companies engaged in workforce solutions that demonstrate an openness to hiring international students and newcomers 0 6.25 12.5 18.75 25 WINS & ACHIEVEMENTS THIS MONTH • Led a webinar for international students entitled "Saint John International Student Path to Employment" with the Local Immigration Partnership and community partners. 147 international students registered for the session and learned about government job seeking resources, an employer's perspective on hiring, and insights from former international students. STATUS • Yellow: some headway has been made. © ENTREPRENEUR DEVELOPMENT Build the Saint John entrepreneurial ecosystem with a focus on scalable start-ups. C YEAR TWO TARGET & PROGRESS YTD PROGRESS:10 of 35 start-ups launched 0 8.75 17.5 26.5 35 YTDPROGRESS: 1.6 of 70 jobs created 0 17.5 35 52.5 70 WINS & ACHIEVEMENTS THIS MONTH • Financing provided to new businesses from EDGSJ: $50,000 • Leveraged funds provided to new businesses: $350,000 We approved two new Impact loans in June. One of those companies used our loan to leverage $325,000. Almost our entire loan portfolio took advantage of our offer of no interest and no payments for June, July and August. Many of them continue to struggle with our COVID-19 reality while others have found new revenue sources through a digital presence. A ten -week Huddle marketing campaign commenced to support our Entrepreneurial Programming fall line-up, this will be supported on various social media platforms. BUSINESS INVESTMENT & INNOVATION Promote the value proposition for investment, and support companies in being globally competitive. YEAR TWO TARGET & PROGRESS YTD PROGRESS: 0 of 300 jobs created through Investment Attraction 0 75 150 200 300 YTD PROGRESS:of 200 sales presentations to newcomer entrepreneurs 0 50 100 150 200 YTD PROGRESS: 0 of 5 companies committed to developing the Innovation District 1 2 3 4 5 WINS & ACHIEVEMENTS THIS MONTH • We continue to make progress and move forward with the Innovation District which remains a key area of focus. • We are working closely with ONB on several investment attraction files. • Immigration and newcomer entrepreneur sessions remain on hold. STATUS • Yellow: some headway has been made. a MARKETING GREATER SAINT JOHN Tell the Greater Saint John story to attract people, investment, and support the growth of our companies. YEAR TWO TARGET & PROGRESS • Develop and execute 3 marketing campaigns including phase 2 of ASK GSJ. • Pitch and have published 8 stories per year. • Deliver 12 monthly, 4 quarterly and 1 annual report. WINS & ACHIEVEMENTS THIS MONTH • Re -focus on promoting the Greater Saint John Region through social media and a fresh new ad in Maritime Edit. • Development of marketing strategy to support entrepreneur development programs and increase awareness of EDGSJ in the community. • We published a combined total of 40 messages primarily focused on Entrepreneur Development programs posted on Twitter, Facebook, Instagram, and Linkedln garnering over 33.9k impressions, and 390 engagements. STATUS O means go: we are on -track for target achievement. b STATUS 00 means go: we are on -track for target achievement. 2020 ABC Written Submission To operate a cost efficient multipurpose facility. Trade Shows, concerts, ice rentals and one major tenant. Ed Keyes, Gary Sullivan, Gary MacDonald, Pierre Rioux, Andrew Peters, Katie Bacon and Ron Hutton. Approximately 250. $606,478.76 Concerts, trade shows, concessions, parking, ice rentals, ticketing and sponsorships. We follow a maintenance life cycle program to keep our equipment running well and costs down. (Maintain, Repair, Replace) We are also working with energy consultants from the city on energy management initiatives. See attached. As at the end of August we have a small surplus of approximately $10,000.00. All events from March to December were cancelled due to Covid 19. Sea Dog hockey and ice rentals started at the end of August. The City of Saint John embarked on a co -funded retrofit program titled the Municipal Buildings Deep Energy Retrofits. TD Station was identified as one of the City's largest energy consuming assets and was studied by the City and MCW Maricor. It was determined that the lighting system and heat pumps are to be replaced in 2020. We anticipate a short fall in our 2020 operating budget of approximately $92,500.00 due to loss of event revenue, concession revenue and Suite and Club seating rental revenue due to Covid 19. Ongoing maintenance of the building. Loss of revenue from the new Sea Dog contract. Loss of Revenue due to Covid 19. iDU] 2020 Operating Budget Revenue Events Food & Beverage Advertising Monthly Parking Other Gross Revenue F & B Cost of Goods Sold Net Revenue Expenses Wages and Benefits Food and Beverage Utilities Maintenance Supplies Marketing and Promotions General Credit Card Fees Travel Telephone Finance Sea Dogs Revenue Sharing Insurance Total Expenses End of August 2019 2020 2020 Actual Actual Budget Revised Covid 19 2020 2020 2021 Budget Budget Budget 1,112,770 276,757 531,678 1,009,700 492,569 842,967 832,491 297,152 496,690 936,352 404,252 737,381 218,175 149,333 141,597 212,396 221,835 217,404 362,478 209,297 234,825 352,825 294,977 287,000 23,074 5,232 12,000 18,000 6,166 12,300 2,548,988 937,771 1,416,790 2,529,273 1,419,799 2,097,052 291,031 117,797 195,801 368,402 160,336 290,592 2,257,957 819,974 1,220,989 2,160,871 1,259,463 1,806,459 1,731,112 837,549 1,050,074 1,639,464 1,275,162 1,477,979 236,980 94,625 149,218 251,875 142,611 204,577 240,945 102,723 154,121 254,575 213,057 210,650 216,710 131,489 126,910 194,010 181,625 187,240 46,817 28,905 44,784 75,256 57,320 59,416 70,114 21,938 42,194 40,850 37,907 14,850 111,944 53,044 53,450 105,300 89,549 71,658 84,725 25,400 47,540 63,138 30,017 46,387 14,057 2,517 9,900 15,400 2,517 6,000 93,334 48,536 43,200 64,800 65,694 77,700 322,037 63,110 99,239 322,921 123,248 263,048 33,298 22,163 22,168 33,252 33,248 33,252 3,202,072 1,431,998 1,842,799 3,060,841 2,251,955 2,652,756 Investment in the Community (944,115) (612,024) (621,810) (899,970) (992,492) (846,296) `[ok7 October 2020 ABC Written Submission • Advance the health, welfare, and well-being of the residents of Greater Saint John, and the Province • Stimulate interest in our activities • Establish, promote, and encourage programs for the health, and welfare and well- being of persons with disabilities • Support & aid in the establishment of other associations formed for any of the objects of the Commission The operation of, and programming for, the Canada Games Aquatic Centre Position Representative One member appointed by the Council of Quispamsis Shalene Losier, Chair Member appointed by the Common Council of Saint John Paula Radwan Member appointed by the Common Council of Saint John Leslie Keirstead Member appointed by the Common Council of Saint John Vacant One member appointed by the Council of Grand Bay - Westfield Erin Toole One member appointed by the Council of Rothesay Lloyd Foote, Vice chair & Treasurer Director of Recreation and Parks, City of Saint John Amy McLennan Mayor of the City of Saint John, ex officio, non -voting David Merrithew (Representative) Commissioner of Finance of the City of Saint John, ex Dawn Arbour officio, non -voting (Representative) 60 Full-time Equivalents as at September 26, 2020 $497,000 (The City's share of the approved operating subsidy from the GSJRFC) Revenues sources include memberships, swimming lessons, beach contracts, massage, camps, and the annual grant from the Greater Saint John Regional Facilities Commission. Our annual subsidy from municipalities equates to about 27% of our funding (Down from over 40% in 2018). This compares favourably to other recreational assets in the region. We continue to improve internal controls to increase efficiencies and decrease expenses, including a number of capital improvements relating to energy that will decrease our ongoing costs. We continue to look for opportunities to increase revenues and have rationalised operations to decrease expenses. $2.8 million We anticipate that revenues will be down by over $600,000 compared to budget. We took decisive action in March in response to our COVID-19 imposed shutdown. This included laying -off the vast majority of our staff. Because of these and other measures, we have reduced our expenses by an amount comparable to the reduction in revenues (over $600,000). As a result, we expect that our approved 2020 funding from GSJRFC will be sufficient. No further financial contribution will be required from the City. iIsK Continue to offer programming and services that serve the needs of our community, our members, and to increase our user base. Significantly improve internal controls and improve the efficiency of our operations Significantly reduce our year -over -year requirement for municipal funding in 2020 and beyond. Despite being closed for nearly three months, we will not require additional financial resources from the City this year beyond the approved contribution from GSJRFC • Our requirement for GSJRFC funding decreased by nearly $200K from 2018 to 2019 and will be down over $200K from 2019 to 2020 • Revenues increased 7% in 2019 • We have removed the chlorine gas disinfection system from the facility • We are on track to again reduce our need for GSJRFC funding significantly for 2021. GSJRFC has granted our request for a contribution of $599,000 for next year. That is a $560,000 reduction over the amount we needed in 2018, cutting our funding requirement nearly in half over a three year period. Although operations have largely returned to normal, the COVID-19 pandemic will continue to affect our operations. Should the current situation worsen, the full impact is unknown. The facility's general changes rooms do not meet current standards for accessibility and public expectations. This affects the ability of some residents to equitable and appropriate access to the facility. We are looking at options to secure significant funding for renovations from federal programs. We also believe that we should work with the City to pursue funding under the community, culture and recreation infrastructure stream of the current Canada — New Brunswick Integrated Bilateral Agreement for the Investing in Canada Infrastructure Program. New Brunswick is scheduled to host the Canada Summer Games in 2029. No matter the host city, we should argue that the aquatics events be held here rather than building a second 50 meter pool in the province. Our facility will need upgrading to meet current standards for national competitions. • The financial picture for the Commission continues to improve and the need for municipal funding is decreasing significantly • We currently have one vacancy on the Commission. It is a Saint John seat. • The Commission requests to be actively involved in the decision making around capital spending in the facility None 111 2020 ABC Written Submission Template The Saint John Arts Centre advances the culture and economy of Saint John, by providing critical infrastructure for the growth and development of the arts. By incubating and developing talent, the Arts Centre strengthens our community by fostering connections and collaboration, locally and beyond. 1. Art Gallery. The Arts Centre provides five exhibition galleries. There are six exhibition sessions per year each lasting seven weeks. 2. Workshops: We provide art -based workshops to people of all ages. 3. Rentals: For weddings, concerts or private functions. Including rentals of our printmaking and ceramics studios. 4. Performing Arts: Symphony NB, Early Music Festival, SJ String Quartet and the Summer Classics Series all hold their concerts in our main gallery on a regular basis. Due to the COVID-19 pandemic we are only able to offer exhibitions in our two main floor galleries, but are hopeful to be able to offer exhibitions in all five galleries in 2021. Byfollowing the public health guidelines, SJAC was able to offer a full range of workshops and rental opportunities beginning in September 2020. Chair — John Runcie; Vice Chair - Emily Saab; Treasurer - Pat Joas; Secretary— Bailey Campbell; Director - Lisa -Ann Scichilone; Director - David Emerson; Director — Kara Stonehouse; Director - Leona Laracie; Director - Christopher Williams; Director - Anita Punamiya; Director —Tiffany Fawcett. Four Full time: Andrew Kierstead-Executive Director, Kelly Cunningham -Promotions and Events Coordinator, Larry Morin -Building Maintenance and Maggie Higgins —Education & Outreach Coordinator. Contract: Nora Bowes -Business Administrator. Regional Facilities Commission — Operational Grant of $125,000. New in 2020, Utilities, Property tax, Lease - $83,326 Workshops, facility rentals, project grants, sponsorships, donations, memberships and the CEWS program. Due to the COVID-19 pandemic, our annual April fundraiser was cancelled, but we were able to offer workshops and rentals again starting in September. We are also aggressively initiating a mailout campaign for memberships and donations. (930 names) Provide feedback on your organization's ongoing effort to identify efficiencies in your operations and cost -savings We are taking advantage of the CEWS (wage and subsidy) program that is being offered by the federal government. SJAC has also installed a HVAC system in the Tompkins Hall (lecture theatre) on the main floor and has renovated a small room in the basement so we can offer silk screen printing. This required the installation of an HVAC system in the basement. Provide total annual operating budget incorporating all funding and revenue. SJAC budget for 2020 was approved for $337,326 (revised numbers attached) Provide feedback on YTD budget actuals, and any noteworthy issues that should be brought to the attention of the City of Saint John The Saint John Arts Centre provides a year-to-date report to the Regional Facilities Commission in June and again in August when we also present our new budget for 2021. The budget for 2021, which includes the operational grant and the new utilities, lease and property tax component, has been approved. The SJAC reopened on June 3, 2020 with public access limited to the main floor exhibition galleries, basement workshops and studio areas. We partnered with Early Music Festival and hosted a Mozart concert series in June, Summer Classics Series in July and August, and another performance series in September. Also, in early June, be began hosting the Province of NB and UNB's senior health study, "Art 4 Life" again. NBCCD's first year FVA program is being offered again this year. Classes began in September. Due to the COVID-19 crisis, we realize that meeting our performance target during this time period will be extremely difficult. However, the staff and volunteer board members are working hard to make a positive impact in our community during these difficult times. If there is no "second wave" in late fall or early winter, then the SJAC will be able to build upon this positive momentum and continue to offer workshops and rentals into 2021. • We have started our second year of partnering with the New Brunswick College of Craft & Design in offering their Foundation Visual Arts program at the SJAC. There are nine students registered for this year's program, which meets the public health requirements for our workshop space. • As mentioned above, we have installed two HVAC systems in the Carnegie building which will help to improve air quality and eliminate the growth of mold. • During our closure (March 17 — June 2) SJAC developed a series of seven internet- based children's workshops called "Art at Home". We also able to receive funding through the Province of NB, for two new iMac computers that have the special capacity for video editing. This will bring our Mac Lab up to 6 computers. An application to Canada Council to develop a series of internet-based instructional videos for high school students was not successful. However, there may be an opportunity to reapply in January 2021. • SJAC has large gallery spaces which are attracting rental business for organizations with small groups. ` 191 The COVID-19 crisis has had a profound impact on all of us. The SJAC continues to seek a balance when it comes to providing services to the public while following public health regulations. As of September, the public has signed up for our programs and workshops without hesitation. However, a second wave could change this. Although we are receiving funding from the CEWS and through traditional operational grants, there may be a decline in workshop and rental revenues if there is a "second wave". The SJAC is monitoring its cash flow projections closely. • The SJ Arts Centre continues to provide excellent value as a Regional Facility to the Greater Saint John area. • We continue to work with other provincial arts centres in the sharing of ideas and possible solutions in a post-COVID-19 world. • The SJAC is seen as a leader of our arts community and welcomes the challenge of finding ways of serving our community in an efficient and cost-effective way. SJAC - ABC Budget 2020 ` EI Saint John Arts Centre Financial Statement as at August 31, 2020 BUDGET 2020 Revenue Budget As of Expected 2020 Aug. 31/20 Dec.31/20 1 Grants - Operating - Regional Facilities 125,000 83,333 125,000 2 - Rental, Property Tax and Utilities - Regional Facilitie 83,326 41,660 83,326 3 - Operating - Prov. of NB 14,000 14,000 14,000 4 - Summer Student Work Project 7,000 - - 6 -Administration of Grants 25% 3,000 1,875 1,875 8 - Sponsorship 3,000 5,000 6,000 9 - Shelia Hugh Mackay- 2,907 2,907 10 - Sculpture Saint John 9,000 275 - 11 -Canada Emergency Wage Subsidy - 36,560 61,560 12 - James Wilson 35,545 38,900 13 - Prov. of NB - Silk Screening 5,000 5,000 14 Workshops 40,000 21,622 28,000 15 Rentals 15,000 10,313 15,000 16 - NBCCD 12,000 4,500 9,000 - NBCCD Director Salary 2,919 5,850 17 - NBCCD Supplies 395 450 18 Performing Arts 3,000 3,743 3,743 19 Donations/Fund raisin /Membershi /Artist Rights Fees 18,900 9,828 12,000 20 Exhibitor sales / Openings 4,000 1,741 3,000 21 Interest earned 100 33 75 Totals 337,326 281,248 415,686 Expenses 17 Grants -Operating -Wages and Benefits 157,100 111,712 162,690 - NBCCD -Director Salary 2,919 5,850 18 - Rental, Property Tax and Utilities after HST rebate 83,326 41,660 83,326 19 - Summer Student Work Project 8,000 - - 20 - Music in Millid eville 100 - - 21 - Summer Classic Series 2,500 2,427 2,427 23 - Sculpture Saint John 7,000 - - 24 - Shelia Hugh Mackay2,000 2,000 - James Wilson 35,545 38,900 25 Programs and Workshops 26,100 9,806 18,200 26 Rentals 8,500 350 500 NBCCD Supplies 1,634 1,900 27 Donations/Fund raisin /Membersh ip 8,000 191 2,500 28 -Artist Rights Fees 7,800 975 2,975 29 Exhibitions/Receptions 5,000 215 400 30 Advertising and Promotion 900 629 750 30A - IT Website 1,500 970 970 31 Furniture and Equipment 5,000 12,649 21,000 32 Office toner, postage, etc. 2,500 3,833 5,000 33 Repairs / Maintenance / Cleaning 1,800 3,826 6,000 34 Professional Fees Teed Saunders Doyle) 3,000 2,961 2,961 35 Insurance 2,800 1,750 2,800 36 Telephone and Internet Services 3,000 1,506 2,750 37 Bank Charges 400 180 325 38 Debit Machine/E-commerce website 3,000 832 1,500 Totals 337,326 238,569 365,724 Proiected surplus deficit - 42,680 49,962 `R ABC Written Submission — October, 2020 SAINT JOHN BOARD OF POLICE COMMISSIONERS The Saint John Board of Police Commissioners is the governance authority for the Saint John Police Force. The role of the Board is to establish a vision and actionable objectives for the community, to provide oversight, and to ensure accountability in the application of Police resources to accomplish the objectives. The Saint John Board of Police Commissioners has a responsibility under the Police Act to "provide and maintain an adequate police force" and to advise Common Council accordingly, so the municipality can budget the necessary money. The Saint John Board of Police Commissioners comprises eight members are appointed by Common Council. Two of these may also be members of Common Council. The eighth member is appointed by the Minister of Public Safety. Appointments Saint John Board of Police Commissioners Mayor Don Darling Appointed by Common Council on July 30, 2018 to the end of his term. Councillor Gary Sullivan Appointed by Common Council on July 30, 2018 to the end of his term. Michael Costello (Secretary) Appointed by Common Council on July 30, 2018 for a three year term - July 30, 2018 to July 29, 2021. Douglas Jones (Vice Chair) Appointed by Common Council on December 3, 2018 for a three year term - December 3, 2018 to December 3, 2021. Tamara Kelly Appointed by Common Council on August 17, 2020 for a three year term — August 17, 2020 to August 16, 2023. Maike White (Provincial Appointed by the Minister of the Department of Justice and Representative) Public Safety on November 10, 2017 for a three year term - November 10, 2017 to November 10, 2020. Edward Keyes (Chair) Appointed by Common Council on November 18, 2018 for a three year term — November 19, 2018 to November 19, 2021 Katelin Dean Appointed by Common Council on August 17, 2020 for a three year term — August 17, 2020 to August 16, 2023. 139 police / 44 civilians $26,095,633 $520,000 • Automation and integration of Saint John Police Force records, data and digital evidence reporting review / ongoing • Review of Case Management governance framework / underway. • Strategic Plan 2019-2022 (25) — internal survey completed /currently implementing process for community engagement • Creation of Saint John Police Force Diversity Advisory Council — inviting members from diverse communities to partake in committee • Sexual Assault Review Committee — adopting Canadian Association of Chiefs of Police (CACP) sponsor model to review all SJPF unfounded sexual assault files • Body -Worn Cameras • Saint John Police Force community partnership with the Child Youth Advocacy Centre (CYAC) • New strategic communications framework to be designed and implemented • Evidence Based Policing (E.B.P.: trust and legitimacy in policing) police science lens / E.B.P. — a shift in thinking, going from process oriented (output based) to innovative —function orientated (outcome based) / underway $25,575,633 The Saint John Police Force is expected to be on Budget for 2020. Common Council advised the Saint John Board of Police Commissioners that a proportional share of the city's projected overall deficit in 2021 and 2022 (currently estimated to be $10 million annually) will be required from the police force through workforce adjustments and personnel policy changes. This amounts to $1.3 million annually in workforce -related cost adjustments. • Crime Reduction • Emergency Response Calls • Law Enforcement • Public Safety • Community Engagement • Crime Reduction • Public Satisfaction • Effectiveness / Efficiency / Economy Process Metrics • Employee Recognition Program • Introduction of Online Mental Health Platform for all Employees • The Commission is cognizant of the financial realities faced by the Saint John Police Force as a result of Common Council's recent budget decisions, as well as Collective Bargaining which is currently underway / potential arbitration • Preparing for response to "second wave" of COVID-19 • Review of service delivery to focus on core policing services • Collective Agreement Bargaining • Launch of Mental Health Response Team (MCRT) / two (2) Saint John Police force Constables selected for secondment and training • N.B. Department of Public Safety - Review of Policing in New Brunswick • Strategic plan / public engagement will take place by December, 2020 The Saint John Board of Police Commissioners is pleased to announce Inspector Tony Hayes was the successful candidate for the Deputy Chief position with the Saint John Police Force. Deputy Chief Hayes joined the Saint John Police Force in 1992 equating to over 28 years of experience in various roles within the force in Patrol Services, Criminal Investigations Division and Administration Division. The Saint John Police Force is currently accepting applications for permanent Police Officer positions that are replacing retired officers. The Saint John Board of Police Commissioners is focused on providing excellent service to the citizens of Saint John in order to ensure they are safe and feel safe, which will also provide the right environment to drive economic growth in our city. As the civilian oversight body for the Saint John Police Force the Commission is committed to ensuring the concerns of the citizens and the community as a whole are reflected in the work of the Saint John Police Force. `§F:3 (d Jo W) .zapua J � w 11 / XOOjougaa,j, N N N M N N N N 0 II qq qq DulC[uL'jd alb a��S --i N N M, M, M N M O U bD U 0 � Z U ft jLIaLUaD GALw ISTl suollummululoD W sjujjV argnd W� t� 7�T Zlulqq Xaualalj7,7 Imoill l0 N N N --i N M N M Cd o 35pajmoux MILMH jL'TuaW o N N M jE03'1 M N W30p3jmoux b di 3pe3 j N M M --i M M N M N N II suollup-d .nlogL'I O N N Ntj v' a� aOpajmoux XAsnpuj (Oular1od) N o N N N aOpajmoux aamosag ueumH N N N M M N N SUOITL'[a'd JUMILWAOD aG L q bnlluno'ooV pup jujauuu! j N N N M N N O M U V M Salmg N N M N M M N N ti � II 30pa1moux Sanssl 44ISI3n1Q N N N N M N N a q /� qq �i17T17 � 7 p bLITAjOs ulajgO.jd bul�ju L"apLiD a0pajmoux )�41ununuoD N M M N M N M M N 3OP3jmOU-N XMPM OAOD W PJVOg M M cn M M M A ,-- ~ p M N M N 0 C O N N N O O S N on z z a� o F 0 oN oN A 0 N 0 N o 0 o 0 0 C ~ � ~ M N N 0 Q 0 E U Q Q C'nCd . 3 4 Q C7 O a U bA bA ri w ¢ UCd U U A sy fj U .. 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Saint John Energy is the principal supplier of electrical energy to the Residential, General Service and Industrial sectors in the City of Saint John, as well as, a provider of Street and Area lighting rentals and various consumer products and services. Bill Edwards (Chairperson), Stephen MacMackin, (Vice Chairperson), Commissioners - Ross Galbraith, Shelley Courser, James Shaw, John Mackenzie, Dave Alston, Board Secretary - Jonathan Taylor. President and CEO — Ray Robinson 104 fulltime Staff Saint John Energy provides a net benefit to the City of Saint John totaling over $2M annually and provides additional rate payer and community support benefits to the public in excess of $8M per year. See attached 2020; Business Plan Documentation • SJE heat pump deployment expanded by 1,115 units in 2019 and a further 482 units up to the end of Q2 2020 to bring the total deployment to 5,815 with —35% of the units being outside of Saint John. The original view was to grow by an additional 1,000 in 2020 although COVID-19 has introduced uncertainty in achieving the original 2020 target customer demand looks strong for the remainder the year. • SJE is in the second year of its $13M+ NRCan Smart Grid project which includes the development of artificial intelligence to optimize electricity flows and includes the deployment of smart consumer products. The project continues to progress well. • SJE's Voltage Reduction program continues in 2020 and has achieved savings of $831k and reduced forecasted Green House Gas emissions by up to 640 tonnes. HOW • The Burchill Wind project continues to advance with the required infrastructure investment having been approved by common council and SJE's Board of Commissioners. The property is going through the re -zoning process and recently passed second reading. The developer Natural Forces has submitted their Environmental Impact Assessment. All engineering work continues to progress as planned with the operational date forecast to be on schedule for second half of 2022. • The property located at 90 Paradise Row has been successfully rezoned and the required infrastructure investment has been approved by common council and SJE's Board of Commissioners. This project will build out a new substation to service the uptown core and allow for the retirement of the Union/Smythe St and Crowne St substations, both being on the waterfront. • SJE announced the Home Heat saver program during the June AGM which provides residential customers with a map showing heat loss through their roof. This program is beginning to be launched to the public in October. • SJE continues to support the Sustaining Saint John work led by city management and continues to engage with various levels of government with respect to legislative amendments that will support the utility of the future. N/A Updated skills matrix was provided to nominating committee SaintJohn nergyV� BUDGET 2020 Capital, Operating and Cash Budgets Ten -Year Business Plan & Financial Forecast Page 1 `P491 SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Saint John Energy Table of Contents BUDGET2020......................................................................................................1 INTRODUCTION..................................................................................................3 Strategic Focus and Financial Plan............................................................................................. 4 Material Risks and Uncertainties............................................................................................... 10 2020 Capital Expenditures Budget............................................................................................ 12 Ten -Year Financial Forecast....................................................................................................... 14 Consolidated Budgeted Statement of Earnings 2019 — 2029............................................................... 15 Segmented Budgeted Statement of Earnings 2019 — 2029 - Core Utility ........................................... 16 Segmented Budgeted Statement of Earnings 2019 — 2029 — Consumer Products ............................. 17 Significant Assumptions Impacting the Budgeted Statement of Earnings ........................................ 18 Budgeted Statement of Cash Flow........................................................................................................ 19 Capital Expenditures Budget by Year and Class 2019-2029.............................................................. 20 Graphical Representation of Earnings and Capital Investments 2019 — 2029.................................. 21 Page 2 ii10.1 SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Introduction The Management of Saint John Energy presents the Capital, Operating and Cash Budgets for the fiscal year 2020. Saint John Energy is the principal supplier of electrical energy to the residential, general service, small industrial and municipal sectors of the City of Saint John offering rates that are among the lowest in our region. On average, residential rates are 10% lower and commercial rates are 3% lower than elsewhere in the province. Saint John Energy provides savings to the City of Saint John of approximately $2 million per year and our customers more than $7 million per year benefiting Saint John and our province as a whole. Saint John Energy has been proudly serving Saint John since 1922. We provide reliable, innovative energy services by keeping our 36,500 customers and community at the heart of everything we do. We have a long-term plan to grow in a progressive and sustainable manner, complementing our core distribution business with renewable energy and expanding into new markets. We will undertake this growth while maintaining our position of fiscal strength. The projections contained within reflect the known, present financial position of Saint John Energy at the date of preparation of this document and incorporates Capital, Revenue and Expense and Cash Flow projections for the coming ten years based on the plans and requirements set forth by the Management of the Company through the budget and strategic planning and review process. In certain instances, comparative numbers are given for the year 2019 that include a combination of actual (known at the date of this document) and projected figures. Year-end audited financial statements for the year 2019 will vary from those depicted reflecting the actual circumstances resulting from the complete operations for 2019. Page 3 MAN SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Strategic Focus and Financial Plan The financial stability and sustainability of the Company constitutes one of the four strategic themes for Saint John Energy. The ability of the Company to maintain competitive rates while providing industry leading products and services is dependent on achieving and maintaining an appropriate financial structure. Strategic Focus The following factors have guided management in the plans and priorities discussed or listed in the following pages and are reflected in the financial forecasts shown for the 2019 Budget, as well as the greater 10-year business plan. Purpose: We are a community -owned energy company that cares, above all, about people. We are relentless in our goal to provide our customers innovative, convenient, reliable energy choices that provide comfort, save money and help protect the environment. We care about our teams and we care about the communities we serve. We invest in them every day. In all that we do, we seek to leave the world a better place. Mission: We provide affordable, reliable and innovative solutions to our customers, helping them make informed choices so they can take control of their energy needs. Vision: To empower people and communities so they thrive. Guiding Principles Our Guiding Principles are the values that guide us every day. The thread through all that we do. Safety & Wellness Safety and wellness are our top priority. We act with compassion and understanding. We are like family. We also care about the safety and wellness of our customers and community. Customer & Community We believe in our community and are committed to strengthening it. We treat our customers with respect and always act in their best interests, which includes providing them with choice. We work hard to ensure our community is prosperous, healthy and flourishing. We value sustainability and protect the environment. Page 4 `101:3 SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Integrity We act with honour and in good faith. We are trustworthy and responsible. We strive to always do the right thing. We deliver on our promises. Bravery We are always forward thinking. We are ambitious and pioneering. We seek out new ways of doing business with thoughtful consideration. We challenge the status quo and encourage creativity, curiosity and continuous learning. We put plans into action that are smart and sustainable. We are explorers. The Operating and Capital Budgets are resourced to achieve our Vision and will focus on our 4 overarching strategic themes: 1. Financial Stability and Sustainability 2. Customer Focus 3. People 4. Organizational Effectiveness The results of this ten-year forecast reflect recapitalization challenges stemming from the implementation of the Long -Term Integrated System Capital Plan, the growth of new lines of business, new initiatives and the resources to meet the normal operations, maintenance and administrative requirements of the utility. Page 5 `104%7 SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Financial Outlook The following Budgeted Statement of Earnings and Budgeted Statement of Cash Flows (see pages 15 & 19) depict the projected financial situation of Saint John Energy throughout the ten- year plan for existing lines of business and include allowances for future plans where specifics are not currently known. For presentation purposes, Segmented Budgeted Statement of Earnings are also shown for each the core utility and consumer products segments. Gross Margin - Electrical Operations Gross Margin- Electrical Operations Sales and purchases of electricity are forecasted based ($000's) on actual volume results from the most recent 12- $35,000 month period and efficiency experience from the most $30,000 $25,000 recent 2-year period available at the time the plan was $20,000 prepared. The 2020 Budget is expected to see an $15,000 $10,000 increase in Electrical Operations Gross Margin of $0.7 $5,000 million. Increasing the Gross Margin are a 2.48°% $0 �°' ,ti0 ,ti'y ,ti'ti ,ti'S ,ti4,tih ,ti<o ,tit ,tip average rate increase implemented in July 2019, and do do do do do do do do do ,tio do an anticipated 2% increase on April 1, 2020. Additional rate increases of 2% have been budgeted in each year of the plan. Actual changes to revenues and purchase rates will depend on wholesale power purchase costs and the specific sustainability needs of the Company in future years. The plan estimates that starting in 2022 a portion of the power purchases will come from the Spruce Lake Industrial Park windfarm operated by Natural Forces (Burchill Windfarm). Anticipated reductions in electrical sales volume during years two through ten of the plan are included as a provision for the estimated impact of new technologies, demographic changes and energy efficiency initiatives that may have an influence Other Income ($000's) on sales and related energy purchases. $16,000 $14,000 $12,000 Other Income $10,000 $8,000 Other Income is comprised of revenue derived from $6,000 ,000 water heater rentals, mini split heat pump rentals, street $$4,000 and area light rentals, facilities rentals, customer $0 otiC� otio otiti oti� oti� otiN oti oti(0 oti otiq' oti� connection and other collection charges, pole ti ti ti ti ti ti ti ti ti ti ti attachment fees and third -party service work. Other non -electrical incomes are budgeted to increase by $0.6 million in 2020. The major factors for this increase are the anticipated growth of the mini split heat pump rental program and projected rate Page 6 `[till SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN increases of 1.5% on heat pump rentals and 2% on other income streams. There is no projected rate increase for water heater rental units in 2020. Projected in the 10-year plan is continued growth for the mini split heat pump rental program and future rate increases beyond 2020 of 2% annually. Operations, Maintenance and Administrative Expenses (OM&A) OM&A includes labour, equipment, materials, OM &A Expenses ($000, s) contracted services, depreciation, insurance, taxes and $40,000 other costs related to operating, managing and $35,000 maintaining the utility and distribution system. These $30,000 $25,000 expenses are forecasted to increase by $0.9 million $20,000 over 2019 projected results in 2020 before a $1.0 ,000 $1$15,000 million increase to a non -cash pension charge. This $5,000 change is primarily driven by increased variable costs $o ,v lb o ° related to the growth of the mini split heat pump oti oti oti oti oti oti oti oti oti oti oti ti v ti rental program, increased amortization and utility tax costs related to distribution system investments and increases to employee costs due to cost of living increases and new positions related to product development, corporate communications, and smart grid technology implementation. Results beyond 2020 are influenced by inflationary provisions for wages, benefits and other expenses estimated to affect costs in the years 2021 through 2029 (see assumptions table page 18). Net Cash Earnings Net Cash Earnings ($000's) Net cash earnings are a measure of the Company's $20,000 earnings adjusted for non -cash items including $15,000 amortization and non -cash future employee benefit $10,000 actuarial charges for pension and other post- $5,000 retirement benefits. Net cash earnings for 2020 are budgeted at $8.7 million, an increase of $0.4 million $0 oti oti° oti oti oti' oti oti' oti° oti oti' oti° from the projected 2019 result due to the cash impacts ti ti ti ti ti ti ti ti ti ti ti revenue and expense variances noted above. Earning projections for future years are significantly impacted by the forecasted growth of the mini split heat pump rental program, power purchase mix and future rate increases while including the provision for reduced electrical sales volumes mentioned above. Page 7 131 SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Regulatory Stabilization Reserve Contingent reserve amounts have been included in the plan in the years 2022 through 2029 to project core utility operations at a break-even net income basis. These amounts are a provision for future unknowns and could result in many scenarios including forgoing forecasted future rate increases, incremental investments into distribution and/or smart grid technology, investment to integrate future renewable energy projects, and if legislation change permits return of capital by way of dividend payments to the City of Saint John. Cash & Debt Position The Budgeted Statement of Cash Flows that projects Ending Cash Balance ($000's) the cash position of the Company at the end of each $20,000 year shows a projected deficit ending cash balance $15,000 in 2019 of $8.3 million. Saint John Energy will $10,000 $5,000 manage cash flows as diligently as possible to $0 attempt to leverage its current $15 million operating -$5,000 line of credit to finance the continued growth of the -$10,000 -$15,000 mini split heat pump program and capital investments however term borrowing of $25 million do do do do do do ,�o do do do do has been projected in the years 2020 ($15 million) and 2021 ($10 million). These term loans are projected to be repaid over five-year intervals. Debt Debt Balance ($000's) servicing costs on the net cash used/generated by $25,000 the mini split rental program are charged internally $20,000 to the consumer products division and credited back $15,000 to core utility operations. $10,000 $5,000 - The ten-year plan includes net investments in $0 Property Plant and Equipment of $109.6 million do do titi titi ti3 ti� tih do ti� ti� do vo ($24.8 million for 2020) which includes $22.8 million in mini split heat pump systems ($3.8 million for 2020). Sensitivity Analysis As with any budgeting process, there are estimates used that are based or depend on historical trending and time sensitive information. Actual results may be different or affected by unforeseeable circumstances. The following is an analysis of several of the largest items that Page 8 `19% SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN could affect the actual outcomes for the 2020 financial year with their impact on the Budgeted Statement of Earnings: Gross Margin • 1% variations to sales volume or rates change gross margin by approximately $0.1M • Other changes in weather patterns are assumed to be nominal, variances would have a similar affect to the sales volume sensitivity above Operations and Maintenance Expense (including other revenues and expenses) Management has identified known or specific cost changes and has included assumptions for inflationary effects over the period of the plan for both Capital and Expense related costs as follows: • Planned installations of new mini split heat pump rental units of 1,000 in 2020 and 5,900 units over the ten-year plan. A +/-10% variance in actual volumes would have an effect on net cash earnings of $38k in 2020 and $1.2M for the total of the 10-year plan. • Inflation on applicable expenses assumed at 1% per year. A +/-1% variance would have an $0.1M effect on earnings in the second year of the plan. • Employee Remuneration (dependent on actual complement). Base compensation increases are assumed to be 2% in 2020 for staff and unionized employees. Future years of the plan include an annual 2% base compensation increase for all employees. A +/- 1% change for all employees' results in an increase in expense of $0.1M in the first year of the plan. Other Post -Retirement Benefits Expense (OPEB) & Non -cash Pension Expense Other post -retirement benefit costs are anticipated to increase by 5% annually in the years 2020-2029. A 0.5% reduction in the discount rate used in the actuarial valuation of the liability would increase the non -cash expense in the first year of the plan in the amount of $0.4 million. A 1% variance in the forecasted cash benefit payments in the first year of the plan would result in an incremental cash outlay of approximately $4,100. Financing Costs Interest costs on Saint John Energy's operating line of credit and projected term borrowings utilized to fund the growth of the mini split heat pump rental program and distribution investments has been estimated to carry an interest rate of 4% during the 10-year plan. A +/-1% variance to the interest rate assumption would have a $0.2 million effect on earnings in the first year of the plan. Page 9 `Bic] SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Acknowledging the fact that actual experience will be different than the forecast, Saint John Energy's operational plans need to be flexible and dynamic enough to adjust throughout the year in order to achieve our commitment to meet or exceed the budgeted results. Management will undertake to adjust this plan as necessary to achieve the strategic and financial goals as outlined. Management will inform and/or seek Board approval where a material variance from this plan necessitates. Material Risks and Uncertainties In the normal course of operations, Saint John Energy's earnings and capital investments plans can vary due to changes in several factors. Information on some of the key factors that could potentially impact actual results from the forecast presented in the 10-year plan is provided below. Legislative Landscape - Legislative changes to both the Municipalities Act and the Electricity Act would allow Saint John Energy to expand products and services offerings, increase revenues and reduce operating costs to customers, as well as flow dividends back to the City of Saint John. Saint John Energy is continuing to take steps now to advocate for necessary change. Changing Business Landscape —The energy industry is undergoing a period of significant change highlighted bythe dual challenges of legacy infrastructure renewal and industry disruption. Legacy infrastructure dating from the electrification period of the nineteen sixties and seventies is now at end -of -life. Consumer choice is and will be driving the industry from its traditional position of monopoly seller of electricity to a bi-directional system where the customer has the choice to be buyer and seller. Recognizing these challenges Saint John Energy has moved from its traditional business outlook of a legacy electricity delivery company to one that emphasizes the importance of growth for the sustainability of the legacy system and the ability to continue to provide our customers with energy related choices and a high level of reliability and customer satisfaction. Electrification — Saint John Energy continues to evaluate and prioritize opportunities to adapt and encourage the adoption of technologies that will replace fossil fuels (e.g. propane, natural gas, heating oil, and gasoline). Potential developments of electric vehicles and alternative electric home heating methods are an opportunity for Saint John Energy to expand customer offerings through smart energy services. Page 10 `Kz"I SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Energy Conservation & Technological Advancements - While Saint John Energy is actively seeking new programs and services to encourage its customers to reduce demand and energy consumption, the market, demographics or technology advancements could drive customers to reduce consumption faster than the utility can transition. Alternative Heating Solutions (natural gas and propane) - The Saint John area currently has a significant percentage of electric space and water heating customers. Without offsetting economic or population increases, market share could be affected by the adoption of alternative solutions for these requirements. Electrical Sales/Purchase Volume - Saint John Energy, due to its significant percentage of electric space heating customers and the mix of demand and energy which forms the basis of its wholesale power purchase rates, can be subject to short-term swings in weather especially during seasonal transition periods. This can lead to fluctuations in cost which, given certain circumstances, may not be fully recovered in revenue from its customers. Electrical Purchase Costs — By legislation, only NB Power Corporation may sell electricity to a consumer or municipal distribution utility within the Province of New Brunswick except where the electricity supplied was generated within the territorial limits of the municipality and in compliance with the utilities distributed generation or net metering policies. As such, alternative supplies of electricity are limited within the territorial limits of Saint John. The majority of the utility's power purchase costs (its largest expense) are subject to the business decisions of NB Power Corporation and/or other Provincial authorities and policy setters. Adverse Weather - Extreme weather conditions such as ice storms and high winds can affect the utility's ability to maintain system reliability, safety and the security of its supply. In addition to customer inconvenience, these unplanned events can significantly add to the operational cost of the utility. Carbon Costs — The implementation of climate change actions and associated potential cost of carbon legislation could materially impact power purchase costs over the 10-year plan. Page 11 `K191 SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN 2020 Capital Expenditures Budget The following items represent the planned core Capital Budget for 2020. These estimates include approximately 25% of the annual unionized labour/benefits payroll costs. For all major projects, approximately 10% has been added as contingency to the estimate to allow for potentially unidentified costs and/or cost escalation. Distribution Equipment —Total $2,701,053: Overhead Conductors and Equipment $550,000 Underground Services Historical Average 275,000 Woodward Avenue Circuit Extension 228,000 Central Business District Corrective Actions - 12U4 214,000 Overhead Primary Conductor Relocations - Phase 3 175,000 Manawagonish Conversion to Hendrix 130,000 Pole Replacements 127,500 Vault & Manhole Upgrades 110,000 Underground Conductor System Upgrades 100,000 Three Phase Padmount Transformer Upgrades 92,000 Padmount Switch Replacements 86,725 Candlewood Lane Underground Renewal 84,885 Westgate Loop 76,026 Single Phase Padmount Transformer Upgrades 60,125 Read Head - System Hardening Phase 1 50,000 Bell Weather Meters 50,000 Bayside Drive - System Hardening 50,000 Installation of URD Boxes 48,000 Metal Pole Replacements 40,000 Milford Lateral Replacement 39,292 Submersible Transformer Refurbishment 35,000 Metering Tanks 18,000 Driscoll Drive Underground Renewal 14,500 Three Phase Meters 14,000 Single Phase Meters 14,000 Street Lighting 10,000 Current Transformers 5,000 Potential Transformers 4,000 Strategic Investment: Burchill Wind Farm Connection Line $9,522,393 Strategic Investment: DMAF Funded Substation Project $4,247,153 Strategic Investment: LCEF Funded Rental Lighting Conversion to LED $840,400 Page 12 `191.1 SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN Strategic Investment: Electric Vehicle Chargers $38,000 Substation Equipment —Total $57,429: Substation Equipment Additions $57,429 System Technology/NRCAN —Total $2,371,213: NRCAN Water Heaters $1,068,000 NRCAN Project Management 809,605 NRCAN Utility Scale Battery 791,607 NRCAN Smart Electric Thermostats 187,000 NRCAN Integrated System Manager 165,874 NRCAN Living Lab 159,167 NRCAN Smart Control Centre 124,960 NRCAN Residential Battery 102,000 Regulator Communication Panels 75,000 Remote Terminal Unit (RTU) Upgrades 50,000 NRCAN Smart Heat Pumps 15,000 NRCAN Funding Contributions (1,177,000) Mini -Split Heat Pump Rental Units $3,787,500 Vehicles —Total $459,800: Double Bucket Truck Unit # 21 $266,800 Two Trailer Units 137,000 Underground Service Vehicle Overhauls 56,000 Technology Hardware Equipment Purchases— Total $394,400 Water Heater Rental Units (Non-NRCAN) - $303,000 Building & Furniture Upgrades - $55,000 Various Small Tools & Equipment - $40,000 Grand Total 2020 Net Capital & Equipment Purchases Budget $24,817,340 Page 13 `KYA z Q J n N U LU N m C6 ry U m w z O w Q m }+ Q m V w o m m S o L o C6 H M N N V ry w v� dA z w z = O � L W z Q co (Y) O L07 O N \° O N LC) CD 000 m O CD 00 IT CD O CD OD O 1— CD N O LC) �_ LC) C)IT1— c0 1— CD 1— N ITN IT IT N N 00 IT O 00 IT N 1— N CO (O_ O V= 00 = V N O 0) 0) NC) O a N N 00 � N Cj N C7 00 1-- (D CO = IT V O co C:) co c0 V N N_ \ 1— co O 1— 0) LO N_ O 1— CD CD (D C) co N (D C)N 1— 00 O C IT (D CO 1--00 LC) 1— IT IT ITc0 (D V V O N N V (D I— c7 (O_ r 00 O 1— O V N O O O O (D O a N m Or-�- m N CO 1 L Lr; C�-= co ITle 1* 1 I- co V O c 1-- O IT LO I* (D CO = O CO C) C) N (D C) co (D IT C) 1` N 1— O m 001— LOB O O N V V = (D (D � V 00 V V c0 (D N V C O N- (D (O (D . 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A +/- 1% would result in a +/- $199k annual change to electrical sales gross margin. Sales Mix 2020-2029 Sales mix by customer class is assumed to remain constant over the term of the forecast. Base kWh Reduction 2021 - 2029 Sales reductions in the years 2021 thru 2029 estimated to total 4.95% of the base year kWh sales by 2029. The cumulative effect of this reduction on the 10-year plan is a reduction of $4.4 million in gross margin with an annual reduction in 2029 of $1.1 million. Purchase Demand Load 2020-2029 Purchase demand load factor used in forecasting power purchase Factor costs is based on average monthly demand factors over the previous two-year period. A +/- 1% variance to the monthly load factor variance would result in a +/- $390k annual change to power purchase costs. Employee Compensation 2020-2029 Assumptions for the 2020 year were based on a known increase of 2.0%for the collective bargaining unit on April 15T, 2020 and estimates for both inflationary (2%) and progression (1.5%) increases for staff. For future years beyond 2020, an annual 2% base compensation increase has been assumed. A 1% +/- variance to this assumption would result in an annual +/- $101k of employee compensation costs. Employee Benefits 2020-2029 Increases for both current and future employee benefits were assumed to increase by 5% annually beginning in 2019. A 1% +/- variance to this assumption would result in a +/- $55k annual change to employee benefit costs. Mini -split Heat Pump Rentals 2020-2029 Planned installations of new mini -split heat pump rental units of 1,000 units in 2020 and 5,900 units over the 10-year plan. A +/- 10% variance in actual rental volumes would have a +/- $38k impact on 2020 net cash earnings and a +/- $1.2M impact over the 10-year plan. General Inflation 2021 - 2029 In all cases where a previous assumption did not exist for a budgeted item (sales, employee compensation, benefits, etc.) a 1% general inflation assumption was used. A +/- 1% variance to this assumption would result in a +/- $101k change to forecasted annual net cash earnings. 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N +�.' N +0 N +0 N 16 16 16 16 16 16 16 � Vf Vf U U Vf Vf Vf Vf Vf Vf C7 z Q n U) U) W Z U) D CO fy Q w z w 0 Z Q H W C7 0 D CO O N O N ry W z W z O H Z_ Q CO 1 0 0 0 0 0 0 V)- 0 O O O O O O O 0 0 0 0 0 0 0 O O O O O O O O in O in O in Ln m N N .-i .-i V)- V)- V)- V)- IA- IA- rn N 6 O N (7 f0 E N N ? bD GO C: co O 'C: N O m O w N U + U) N H Z n N O N N bD C C w m N w O N bD V cp Z Ln ' N O N C � N N O O_ wU t +' 06 a 12 o H m ' N O N N C: U/ O E N O_ 7 N s v w C: o o v m _ �o r4 -0 N m O DN N I I O N + O E O_ D s w c 0 rn i D v O 2 u t a, o > I LO SAINT JOHN ENERGY 2020 BUDGET AND TEN-YEAR BUSINESS PLAN t. M" .,PEnerg y The Power Commission of the City of Saint John SAINT JOHN ENERGY THE POWER COMMISSION OF THE CITY OF SAINT JOHN is located at 325 Simms Street Saint John, N.B. Canada E2M 3L6 Voice - 506-658-5252 Toll Free-1-877-907-5550 Fax - 506-658-0868 Page22 September 2020 — Saint John Parking Commission The Commission exists for the purpose of conducting the necessary activity, to maintain the efficient operation of both on -street and off-street parking facilities. These business processes are for the fulfillment of public needs in relation to: • Parking in general; • The establishment of a permanent coordinated system of parking facilities, • Parking planning, design, location and acquisition; • Maintenance, operation, ownership, leasing, in the capacity of lessor or lessee, land, buildings and facilities allocated to parking; To effectively and efficiently manage On and Off -Street Parking while supporting Municipal growth and priorities. Chair - Patricia Ellsworth Secretary Treasurer - Tim Peterson Members: Kay Gillis, Michael McGovern, Charles Bryant, Donna Reardon, 1 vacancy 18 staff - comprised of Saint John Parking Commission staff and contract services members. Note: Currently Employment staffing consists of 3 local 486 members, 2 maintenance employees, 2 full time Market Square supervisors, 2 rotational Market Square commissionaires, 5 On and off-street enforcement commissionaires, 1 Enforcement Supervisor,1 Collections Officer, 1 Operations Manager and 1 General Manager. Saint John Parking Commission does not receive an operating subsidy from the City, There are two (2) revenue streams for the Saint John Parking Commission- - On -Street Parking: Net income generated by this business process is directly allocated to the City of Saint John. Saint John Parking Commission recoups a small fee for services. Off -Street Parking inclusive of the Peel Plaza Parking Garage. Note: 100% of revenue from off street lots and Peel Plaza is realized by the Saint John Parking Commission. Off- Street Parking as it relates to Market Square Parking Garage operates in a similar fashion to On -Street Parking, whereby the net income generated from the garage is directly allocated to the City of Saint John. SJPC recoups a small fee for services. For 2020, SJPC has four Cl plans in the works or currently completed as projected. (Part of the sustainability initiatives) 1. Increase On -street parking rates, up to $2.25/hour. 2. Increase initial penalty notice infractions by $10, as well as increases when a ticket ages. 3. Increase monthly parking rates by a minimum of 10% ➢ Already implemented as of April 01 st, 2020 4. Commence planning for differential parking for non-residents of Saint John. 5. 17 new Pay by Plate machines have replaced the old Pay & Display machines. Currently all installed April 2020 6. Launching of Hotspot electronic permitting system set for Nov 1, 2020. This will allow the public to purchase any type of permit online. Improves customer experience, creates efficiency and will allow for accurate data collection. This application also will help with Covid 19 cashless transactions. 7. New Integrated Customer Service Centre will allow more efficiency in customer service as City Hall as a whole. One Local 486 employee will transition to ICSC Oct 5, 2020 to assist with parking and all front facing services of City Hall. 8. Working to reduce winter maintenance (ex plowing, salt and Sand) in our larger lots 9. Reviewing contracts with some vacant lots to see if the viability is still there or in the near future. On -Street Parking 2020 Annual Budget Revenue: $1,841,000, Expenses: $616,756, Net Income: $1,224,244 Off -Street Parking 2020 Annual Budget — Surface Lots Revenue: $2,054,578 Expenses: $1,981,971 Net Income: $72,607 Off Street Parking 2020 Annual Budget — Market Square Revenue: $1,544,240, Expenses: $338,955, Net Income: $1,205,285 Off Street Parking 2020 Annual Budget — Peel Plaza Parking Garage Revenue: $411,385, Expenses: $1,109,265, Net Income ($697,880) Ii[E:3 On -Street Parking 2020 YTD — Sept YTD Revenue: $859,254 Expenses: $347,765 Actual Net Income: $511,509 Budgeted Net Income: $914,097 Off -Street Parking 2020 YTD — Sept YTD - Lots Revenue: $1,139,786 Expenses: $1,359,144 Actual Net Income: ($219,358) Budgeted Net Income: $59,611 Off Street Parking 2020 YTD — Sept YTD — Market Square Revenue: $741,740 Expenses: $174,346 Actual Net Income: $567,394 Budgeted Net Income: $899,035 Off Street Parking 2020 YTD — Sept YTD — Peel Plaza Parking Garage Revenue: $259,052 Expenses: $761,854 Actual Net Income ($502,802) Budgeted Net Income: ($524,138) **Note: Covid-19 has significantly impacted the revenue stream of all Parking related income statements. Until such a time that businesses are re -opened, this trend will continue. • Identify strategic land use opportunities as it relates to the overall Growth Plan; • Work toward On and Off street parking availability representation, electronically (Hotspot application) currently launching Nov 1, 2020; • Electronic permitting- Set to go live Nov 1, 2020 • Performance Area Targets will continue to evolve as a result of Phase II of the Transportation Plan and through the Commission'(s) efforts in development of a multi -year Strategic Plan; • Addition of 17 new Pay by Plate Machines in the uptown core. • Minimum 10% rate increase to all Off-street parking lots managed by the Saint John Parking Commission. • Communication and launch date of Nov 1, 2020 the implementation of a new electronic permitting platform. Ii[�7 • Update of the new Parking and Traffic By-laws to comply with the new Local Governance Act. • New penalty notices created, to comply with regulations under the new Local Governance act. • Sale of the Canterbury Parking Garage, in lieu of a new multi level commercial and residential building. (The Telegraph). This will help improve the tax base for the City of Saint John. • Effective April 1st 2020 we introduced a new monthly parking lot in SCP known as Vulcan St lot with 37 spots rented. Due to Covid that has reduced to 15. • Covid-19. Significant revenue loss, as it relates to all aspects of Parking, both On and Off-street • Dredging of the Water Street lot. This may result in reduced capacity in the lot, thereby requiring monthly parkers to be displaced. • Development of the new Multi -level building at the corner of Canterbury Street and Grannan lane, will cause the loss of both On -street parking revenue and potentially the loss of monthly revenue in the Princess lot (required for lay -down space), during construction. Construction is still ongoing. • As a result of Covid-19, there has been dramatic impacts to the revenue side of all Parking income statements. We have seen a small improvement as restrictions have been lifted and business reopen. None IiR191 2020 ABC Written Submission Template To operate a first class Conference Centre comparable to other centres of its size in North America. To be an economic driver for the community. The facility functions as a venue in which to host meetings, conventions & special events and as a hub for a broad range of events for the local community. Hilton Saint John manages the Centre on behalf of the City of Saint John. Management reports to both the 'Greater Saint John Regional Facilities Commission' and to the `Saint John Trade & Convention Centre Oversight Committee'. Peter Murray is the chair of the Oversight Committee. Provides employment for up to 90 people during peak events. As of Sept 12020, only 4.6 FTEs are currently working in the centre due to COVID-19. The Centre operates within a budget approved by the 'Greater Saint John Regional Facilities Commission'. The 2020 approved budget allowed for a contribution of $457,694. Changes to staffing structure and operating norms have not only mitigated all lost revenues from the closure earlier in the year and the massive cancellations, but current forecast shows a significant decrease in anticipated contribution at year end. The Centre's primary revenue streams are: a) meeting room rentals b) food and beverages sales c) audio visual / power / broadband. With the centre closed for over 4 months, budgeted revenue streams were severely impacted. The centre re -opened August 1 on the strength of contract business for meeting room rentals for the balance of the year. Revenue for the centre is forecast to be down approximately 50% to budget. This is driven by the 4 month closure and the absence of convention group business. The majority of 2020's revenues will be derived from meeting room rentals and AV commissions, the centre's most profitable revenue streams. During the 4 month COVID shutdown, a full review of centre operations and staffing was undertaken. Staffing structure was stripped down to base levels and first priority was to put new business on the books to allow the centre to reopen. By mid July a number of new contracts were signed that provided sufficient revenue to ensure the centre would be ahead financially by reopening. One additional sales dedicated sales resource was added in September to continue to drive revenue for the balance of 2020 and into 2021 to replace the large convention group events that will be not return until at least mid year 2021. Hilton is able to leverage the Canadian Emergency Wage Subsidy to offset labour costs at the centre. 2020 Revenue Budget $467,360 2020 Forecasted Revenue $180,400 2020 Contribution Budget $457,694 2020 Forecasted Contribution $200,179 Prior to COVID 19, the centre was off to a strong start for the year and ahead of budget with a full slate of events supporting a banner year. Then COVID hit, forcing the closure of the centre for more than 4 months. During this closure, Hilton retooled the operation completely; creating a new lean structure that supports critical functions to drive revenues from segments that are the most profitable. This structure is scalable when revenues return in a meaningful way and when large events are possible again. The centre has benefited greatly from Hilton's comprehensive response to COVID 19 and is well positioned to host safe and productive events in the post COVID world. Hilton programs Clean Stay and Event Ready have inspired confidence in planners to meet again and to be able to proceed with critical training events to ensure the success and continued viability of other operations. 151 The centre has filed a full COVID operating plan with the province and has demonstrated leadership in resuming meetings and events that comply with all COVID directives. Please see supporting documentation attached for more information. • Keep product fresh, relevant and competitive with new centres in Halifax and Moncton coming online. Fredericton now has a hotel connected to their facility. • Ensure pedway system is maintained and accessible to guests with varying mobility, as this is a key competitive advantage for Saint John. • Ensure escalator and elevator infra structure within Market Square is maintained as recent unplanned outages have created considerable challenges to operation and accessibility. • Enhance and amplify marketing efforts in order to expedite recovery from COVID-19 • Ensure Saint John Trade and Convention Centre has the city's support to retain it's blue chip reputation for professionalism and hospitality so it can continue to be a key economic driver for our region. • In partnership with Discover Saint John, support required to market to high potential meeting and convention markets and continue to "punch above our weigh" in this very competitive arena. The Trade and Convention is a key economic driver in the city generating millions in ancillary event attendee spending annually. It ensures viability for many business operators within the uptown area and beyond, enhancing the vibrancy of the uptown life style and supporting GDP and tax revenues. The visitors the TCC attracts bring new money into our region and are a target market for potential new residents and entrepreneurs for our city. The COVID 19 pandemic has decimated the meetings and convention industry. With the careful management and restructuring, Hilton has managed to mitigate these impacts and require less funding from the city in 2020 to cover operating deficits. While the centre has not suffered financially, the businesses and the community it supports have been crippled by the cancellations and postponements of major events. The negative financial impact is not being felt directly through the subsidization of the centre's operations, but it is overwhelming to the restaurants, retail, and service industry that relies on meetings and conventions to survive. 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Designed to create event experiences that are clean, flexible, safe and socially responsible, Hilton EventReady provides curated solutions for every step of your event, from innovative technology resources, redesigned spaces to food and beverage presentations. Hilton CleanStay Standards Elevated procedures for cleanliness and sanitation Completed EventReady Room Checklist provided to planners. Hilton CleanStay Event Room Seal is applied once the room is properly cleaned, set and EventReady. O Flexible • Partnerships grounded in transparency and shared objectives. • Flexible pricing, space options and contract terms. • A proprietary Hilton EventReady Playbook" for expert guidance and curated resources. Safe & Socially Responsible • Creative and customized event sets that respect physical distancing guidelines. • Inspiring food and beverage menus: thoughtfully served, timely and versatile. • Environmental impact solutions and community service experiences. meetings.hilton.com/eventready G��,_� im„ Hielton f� _ R CONRAD cartoM 5t—H lt CLIHO ,.49 �a�RI,,.,..., hI'Po MOTTO ®Hilton m- ow Te� aazau.w. � Hilton *Coming in August 2020 155 October 2020 - Transit Commission ff Saint John Transit Commission MJ M The Commission exists to provide municipal transit service in alignment with the municipal and transportation plan(s). (PlanSJ & MoveSJ) An efficient and safe operation / strategic planning of municipal transit services. Chair - Patricia Ellsworth Secretary Treasurer - Tim Peterson Members: Kay Gillis, Michael McGovern, Charles Bryant, Donna Reardon, 1 vacancy 68 staff comprised of: - 45 Full Time / 1 Part Time Drivers; - 14 Maintenance staff; - 9 Administration/Supervision staff; 2 of which are part time and 1 casual Note: Reduction is the result of layoffs in April $5,894,787 $4,315,215 $10,210,002 Year To Date Budget Year To Date Actual Cost of Operations: $4,519,323 Cost of Operations: $4,740,953 City Subsidy: $4,421,088 City Subsidy: $4,421,088 Deficit: ($98,325) Deficit ($319,865) - Adapt to the ever changing effects of Covid-19 - Development of service standards. Standards will define when to add or decrease services. Upon approval and adoption, standards will be posted publically; this has been halted and not complete. - Develop new website for easier access to transit information, email notifications and service updates; - Continuing talks with a vendor for a new pay by phone app. - Continue to work on employers and post -secondary transit programs to increase ridership; `RV - Performance Area Targets will continue to evolve as a result of Phase II of the Transportation Plan and through the Commission(s) efforts on a multi -year Strategic Plan; - Rapid adaption to the impacts of Covid -19 o First Transit system in Canada to reinstate the collection of fares, by implementing security shield between the operators and the public o One of only a few transit systems who actioned layoffs to help reduce costs o Reduced service hours by 27%. 97,000 down to 71,200 o Reduced subsidy to Para transit by over 25% o Reduced year-end deficit from a potential 1.2 million forecast in April to $330,000 by the end of September - Stantec: Transit Operational Audit Review, currently on going and to be completed by October 2020. - Recently amended the Vehicle for hire By -Law to assist the Taxi industry during Covid-19 o Temporarily allowed taxis to be 8 years of age instead of 7 o Deferred the payment of both the Operators and Owners licence o Permanently added the ability to use a laptop as a taxi meter. - Commenced contract negotiations with ATU Local 1182 - temporarily suspended as a result of Covid-19 - Continued focus on part time roster of drivers to reduce overtime expenditures while developing a pool of trained candidates to address eminent retirements; - Covid-19 o March 19, suspended fare collection to ensure social distancing between the operator and the public o March 21, started social distancing on SJTransit buses, thereby limiting capacity to only 9 passengers plus one operator/bus o April 18, resumed fare collection, albeit at a much lower volume, as a result of social distancing. o April 26, 2020, 27% reduction in service hours o May 09, layoffs of approximately 20% of permanent staff o June 29, 2020, increased passengers from 9 to 20 and made face masks a requirement. o Ridership is increasing slowly since April each month. o Fare revenue is just over 50%. IiUYA o Insufficient revenue, to remain cashflow positive after mid July. - Nextbus: on going legal issues which is currently being handled by our legal team at Cox and Palmer. - Significant increase insurance premiums ($45,000) Board members have not been replaced. As a result, by the end of November, we will not have quorum to be able to vote on changes. - School board ridership continues to decline. There is a provincial initiative to move students from City Transit ridership to school bus network use; Collective Agreement has expired - Efforts required to find Federal or Provincial funding to aid with the impacts of Covid-19 Advocacy that our— and all for that matter - Transit systems be Carbon Tax exempt; - None IiU1.11 (P"'Ah I� �4 jDI'li I COUNCIL REPORT M&C No. 2020-254 Report Date October 19, 2020 Meeting Date October 26, 2020 Service Area Finance and Administrative Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: 2021 General Fund 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 Craig Lavigne Kevin Fudge I John Collin RECOMMENDATION RESOLVED: 1. That the sum of $157,331,557 be the total Operating Budget of the City of Saint John for 2021; 2. That the sum of $125,990,634 be the Warrant of the City of Saint John for 2021; 3. That the tax rate for the City of Saint John be $1.785; 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 Chief Finanical Officer to disburse, at a time acceptable to him, to the named Commissions, Agencies and Committees, the approved funds as contained in the 2021 budget; 6. That Common Council approves the 2021 Establishment of Permanent Positions at 572; 7. That Common Council approve $605,000 to the Capital Reserve Fund to fund infrastructure deficit; 8. That Common Council approve $377,484 to the Operating Reserve Fund to mitigate potential impacts of COVID 19 and other one-time emergencies that may arise in the future; `P10.1 -2- EXECUTIVE SUMMARY On October 6t", the Province released the property assessment and unconditional grant information. The draft operating budget approved by Common Council on August 315t had an estimated tax assessment increase of 1.5%. The tax assessment increase for 2021 is 0.12% and the lower than expected increase can be largely contributed to the impact of COVID 19 on commercial properties. There is an increase in the unconditional grant of $1,024,646 compared to the draft budget that was approved. Overall there is a decrease in revenue of $715,339 when compared to the approved draft budget. The 2021 draft budget included the flexibility to allow for the decrease in revenue without any further impact to service areas. There were additional staff reductions and the balance of the shortfall will be adjusted through transfer to operating reserves. The City's operating reserves still has the flexibility to mitigate potential impacts of COVID 19 and other one-time emergencies. PREVIOUS RESOLUTION Finance Committee — October 21st — 2021 Draft General Fund Capital Budget RESOLVED by the Finance Committee at its meeting on October 21st, 2020; 1. That the sum of $157,331,557 be the total Operating Budget of the City of Saint John for 2021; 2. That the sum of $125,990,634 be the Warrant of the City of Saint John for 2021; 3. That the tax rate for the City of Saint John be $1.785; 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 2021 budget. 6. That Common Council approves the 2021 Establishment of Permanent Positions at 572; 7. That Common Council approve $605,000 to the Capital Reserve Fund to fund infrastructure deficit; 8. That Common Council approve $377,484 to the Operating Reserve Fund to mitigate potential impacts of COVID 19 and other one-time emergencies that may arise in the future; -3- REPORT The 2021 draft General Operating Budget was approved by Common Council on August 315t. The 2021 budget was presented as a historical financial reset for the City. The estimated $10 million structural deficit was eliminated; the budget included no short term provincial funding and was also be the earliest approval of an operating budget. On October 6t", the Province released the property assessment and unconditional grant information. The draft operating budget approved by Common Council on August 315t had an estimated tax assessment increase of 1.5%. The tax assessment increase for 2021 is approximately $8.3 million or 0.12% and is lower than expected largely contributed to the impact of COVID 19 on commercial properties. Exhibit 1 below illustrates the tax base change for the City between the years 2020 and 2021: Exhibit 1 Saint John Assessment 2021 2020 Tax Base Increase Tax Base Residential $4,306,877,700 $4,275,036,840 $ 31,840,860 0.74% Non Residential $ 2,754,598,104 $ 2,777,648,100 -$ 23,049,996 -0.83% PILTAdjustment -$ 3,176,985 -$ 2,658,368 -$ 518,617 Total $ 7,058,298,819 $ 7,050,026,572 $ 8,272,247 0.12% Due to the lower tax base increase, Saint John was the recipient of a higher unconditional grant by $1,024,646 compared to the draft budget that was approved. Between the lower than expected tax base contained in the August draft budget and the increase in the unconditional grant, the overall revenue impact to the City is a decrease in revenue of $715,339 when compared to the approved draft budget. When comparing the 2021 operating budget to the 2020 operating budget which had short term Provincial financial assistance, total revenue for the City in 2021 is approximately $9.4 million less; the revenue decline was addressed through the City's restructuring efforts. The 2021 draft budget tabled in August included the flexibility to adapt to changes in tax base growth from the base assumption of 1.5% without any further impact to service areas. There were additional staff reductions and the balance of the shortfall will be adjusted through transfer to operating reserves. The City's operating reserves still has the flexibility to mitigate potential impacts of COVID 19 and other one-time emergencies. Conclusion The 2021 General Fund Budget is a historical budget for the City of Saint John. The budget includes the elimination of a $10 million structural deficit. This is the first budget that has been guided by the City's first long term financial plan. The goals, -4- strategies, and policies embedded in the long term financial have been met or exceeded in this budget. The budget includes money for reserves, addresses the structural deficit, addresses wage escalation, reduction of debt, increasing pay as you go and keeping a stable tax rate. The budget sets the City on the path of long term financial stability. This budget ensures the City increases it flexibility, reduces its vulnerability, and ensures accountability around how tax payer's dollars are spent. This will also be the first budget that will be monitored using the budget monitoring policy passed by Common Council in May, 2020. One of the significant changes of this policy is the separation of personnel and non -personal budgets. This change will mean surpluses or deficits in wages and benefits cannot be offset by surpluses or deficits in goods and services. This policy is also intended to allow for more budget transparency and performance management, allow for better budgeting accuracy, provide enhanced fiscal oversight and more financial flexibility by integration of reserve strategies. This budget is another step in long term financial plan of the City. There will be continued efforts to work with the Province on more sustainable items such as fair taxation, addressing collective bargaining issues, SJ Energy revenue options and various other items in the "Three Part Plan" STRATEGIC ALIGNMENT The 2021 General Fund Budget aligns with Councils priority of being fiscally responsible as well as the principles, policies and goals of the long term financial plan. The 2021 budget has been the result of Council and Staff being successful in dealing with barriers, implementing sustainability initiatives, and continuing to work with the Province on the "Three Part Plan". SERVICE AND FINANCIAL OUTCOMES See enclosed 2021 General Fund Operating Budget. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input has been received from all Service Areas, the ABCs, Senior Leadership Team and members of the Finance Committee and Common Council. ATTACHMENTS Appendix 1 - 2021 General Fund Operating Budget fi"M The City of Saint John 2021 General Fund Operating Budget 2021 2020 Budget Budget Revenues Property Taxes 125,990,634 125,842,974 PI LT Adjustment - 1,185 Equalization & Unconditional Grant 18,229,402 17,204,756 Financial Assistance - 9,293,235 Growth & Community Services 3,768,545 4,968,607 Public Works & Transportation Services 3,773,749 4,094,853 Public Safety Services 2,451,188 1,975,300 Utilities & Infrastructure Services 332,039 192,514 Strategic Services 2,786,000 3,135,000 Total Revenues 157,331,557 166,708,424 Expenditures Growth & Community Services 15,508,648 17,874,246 Public Works & Transportation Services 38,487,021 41,887,339 Public Safety Services 54,563,096 57,425,302 Utilities & Infrastructure Services 5,600,504 4,019,478 Strategic Services 8,412,771 8,771,129 Corporate Services 4,896,048 4,810,712 Other Charges 29,863,469 31,920,218 Total Expenditures 157,331,557 166,708,424 Surplus (Deficit) - - 163 1 The City of Saint John 2021 General Fund Operating Budget 2021 2020 Budget Budget Revenues Property Taxes 125,990,634 125,842,974 PI LT Adjustment - 1,185 Equalization & Unconditional Grant 18,229,402 17,204,756 Financial Assistance - 9,293,235 Growth & Community Development Services 3,768,545 4,968,607 Transportation & Environment Services 3,773,749 4,094,853 Public Safety Services 2,451,188 1,975,300 Utilities & Infrastructure 332,039 192,514 Finance & Administrative Services 2,786,000 3,135,000 Total Revenues 157,331,557 166,708,424 Expenditures Growth & Community Services Growth & Community Planning Services 1,612,509 1,716,242 Development Services 102,884 121,345 Development Engineering 362,645 625,296 Community Development 473,101 259,186 Animal Control 91,244 91,244 Dangerous and Vacant Building Program 472,032 501,524 Minimum Property Standards 297,895 285,085 Heritage Conservation Service 195,630 194,358 Cultural Affairs 126,031 124,110 Other By -Laws 425,278 413,596 Permitting & Inspection Services 1,040,806 1,061,368 Regional Economic Development - 475,000 Destination Marketing (Tourism) - 2,018,608 Develop Saint John - 838,727 Regional Economic Development Agency 2,175,000 Market Square 2,250,000 2,488,248 Saint John Trade & Convention Centre 572,270 586,193 Imperial Theatre 344,165 367,285 Saint John Aquatic Centre 400,000 625,821 Saint John Arts Centre 152,920 139,471 TD Station 564,810 602,519 Library 472,892 497,892 City Market 1,047,824 1,012,480 Arts & Culture Board 70,000 70,000 Public Art Maintenance & Repair 16,000 16,000 Remembrance Day 1,500 1,500 164 2 The City of Saint John 2021 General Fund Operating Budget 2021 2020 Budget Budget Growth & Services (Continued) New Year/Canada Day Celebrations 15,000 15,000 Acadian Games - 19,750 PRO Kids 19,163 124,940 Succeed & Stay 205,863 200,343 Local Immigration Partnership 89,863 Carleton Community Center 182,700 190,211 Loch Lomond Community Center 45,000 45,000 North End Community Center 169,589 167,083 Recreation Programming 544,953 663,842 Neighbourhood Development 152,000 152,000 YMCA-FGCC/MCC - Contracted Services 137,661 135,627 Boys and Girls Club - Contracted Services 139,950 137,882 Unspecified Grants 184,000 184,000 Lifeguards 181,000 181,000 Play SJ 15,000 15,000 Lord Beaverbrook Rink 159,470 159,470 Growth Reserve - 350,000 Total Growth & Community Services 15,508,648 17,874,246 Public Safety Services Fire & Emergency Management Services Fire Rescue and Suppression Service 22,124,187 23,776,029 Fire Training 1,000 1,359 Medical First Responders - 17,830 Technical Rescue Response 46,256 75,850 Hazardous Materials 72,626 103,312 Fire Prevention 856,920 866,034 Fire Investigation 61,647 70,931 Emergency Management Services 341,535 336,152 Water Supply and Hydrants 2,500,000 2,500,000 Street Lighting 959,982 999,159 Total Fire & Emergency Management Services 26,964,153 28,746,656 Public Safety Communications Center 2,505,681 2,583,013 Police Services 25,093,262 26,095,633 Total Public Safety Services 54,563,096 57,425,302 165 3 The City of Saint John 2021 General Fund Operating Budget 2021 2020 Budget Budget Public Works & Transportation Services Snow Control Streets 5,327,402 5,700,022 Street Cleaning 1,671,894 1,556,365 Utility Cuts 710,263 727,403 Street Services - Surface Maintenance 8,448,368 7,122,040 Snow Control Sidewalk 910,718 1,101,593 Sidewalk Maintenance 580,965 793,399 Pedestrian & Traffic Management Service 1,979,926 2,241,753 Stormwater Management - 3,643,330 Solid Waste Management 3,759,606 3,781,035 Regional Services Commission 20,000 20,000 Landscape - Parks & Open Spaces 2,047,995 2,310,698 Rockwood Park 407,788 571,447 Urban Forestry 313,445 313,565 M ispec - 5,000 Saint John Horticultural Association 40,000 40,000 Arena Operation & Maintenance 1,168,546 1,568,144 Sportsfield Operation & Maintenance 1,195,592 1,393,873 Other Facilities Operation & Maintenance 406,222 449,103 Parking Administration 581,470 616,756 Transit Debt 1,961,195 2,037,026 Transit Subsidy 5,044,787 5,894,787 Fleet Stockroom 219,495 Stormwater Rural 1,691,345 - Total Public Works & Transportation Services 38,487,021 41,887,339 Utilities & Infrastructure Services Engineering 914,136 572,934 Carpenter Shop 324,231 324,236 Facilities Management 1,408,663 1,476,376 City Hall Building 1,014,587 1,225,211 GIS 376,224 420,721 Stockroom 269,413 - Stormwater Urban 1,293,250 - Total Utilities & Infrastructure Services 5,600,504 4,019,478 166 4 The City of Saint John 2021 General Fund Operating Budget 2021 2020 Budget Budget Strategic Services Finance 1,17 6,140 1,640,459 Assessment 1,388,221 1,367,705 Supply Chain Management 399,446 1,207,895 Information Technology 3,073,774 2,966,799 Corporate Planning 311,448 503,224 Corporate Communications 573,001 573,547 Insurance 272,932 171,500 Liability Insurance 340,000 340,000 Customer Service 877,809 - Total Strategic Services 8,412,771 8,771,129 Corporate Services City Manager's Office 625,173 800,584 Mayor's Office 216,333 218,130 Common Council 519,902 549,067 Common Clerk 594,499 605,438 Human Resources 1,826,083 1,565,654 Legal Department 936,521 795,948 Real Estate 177,537 275,891 Total Corporate Services 4,896,048 4,810,712 Other Charges Fiscal Charges 15,941,014 16,650,273 Deficit 2nd Previous Year 214,971 119,915 Landfill Closure 300,000 300,000 Special Pension Contributions 8,875,000 9,575,000 Long -Term Disability 550,000 661,572 Restructuring - 2,040,000 Transfers to Operating Reserves 377,484 Transfers to Capital Reserves 605,000 550,000 Other Charges - 23,458 Capital from Operating 3,000,000 2,000,000 Total Other Charges 29,863,469 31,920,218 Total Expenditures 157,331,557 166,708,424 Surplus (Deficit) - - 167 5 s ,,,, UNB Maximizing our Potential Dr. Paul , _ Mazerolle, President and Vice -Chancellor Saint John Common Council 1 26 October 2020 P7L �. ft Elements of UNBs response: A. Secure and sustain the health and safety of our a people and communities. B. Sustain UNB's important mission and positive impact on New Brunswick and the world. C. Facilitate UNB's acceleration of the post- pandemic recovery in New Brunswick and beyond. Lb i Securing the health and safety � of our people and communities,- The pandemic affects each of the 10,000+ people at UNB. Impact on the delivery of academic programs. Impact on research activity, in labs and in the field. Impact on campus activities and operations of facilities. Impact on travel and recruitment (e.g. conferences, philanthropy, etc). Impact on hosting conferences and events. UNB UNB's economic impact on N13 UNB's total impact on New Brunswick: $1.8 billion. Operations spending impact of $224.9 million Direct research spending impact of $43.6 million Start-up & spin-off ff company impact of $125.5 million Student spending impact of $45.9 million Visitor spending impact of $8.6 million See https://www.unb.ca/president/eia.html UNB Sustain UNBs positive impact on the world around us. 4 f Academic Programs wi Student Housing y ' Research Activity Facility Use Travel Student Recruitment 0 UNB Key priorities for post -pandemic recovery Drive gains in productivity. Heightened competitive pressure makes innovation and productivity gains an existential issue for some sectors in New Brunswick. Reshape the workforce. Bridging the 'jobs gap' is the first step in building a future - ready workforce. Build a strong, resilient New Brunswick. A healthy and vibrant province attracts attention, talent, investment. UNB Seizing opportunities, together. UNB Integrated Health Initiative Construction 65,000 SF structure on the site of the former Ward Chipman Library Total project cost of $38 million, $68 million in added gross output Estimated jobs generation of a total of 307 direct, 93 indirect Significant economic impact (over initial 8 years) Enrolment growth of 500 additional UNB students in Saint John Employment growth, with an additional $40 million in payroll over eight years for faculty, staff, researchers, and students Growth of $4.5 million in annual research funding per year ($1.6 million existing) Significant impact on reputation as a leader in Health Innovation • Interdisciplinary academic programming focusing on health • Integrated research clusters in health fostering innovation and entrepreneurship in health • Collaborative research efforts with our partners HHN, DMNB & NBCC If UNB •• E:1 a $100M 15,000 IN ANN UAL STUDENTS RESEARCH REVENUE SHARE EQUITY'SEEKING OURSTORY GROUPS IN WITH THE WORLD LEADERSHIP ROLES FLEXIBLE LEARNING OPPORTUNITIES Integrated Health is UNB's strategic vision in action OUR COMMITMENT PILUWITAHASUWAWSUWAKON Ne�.op ��Eiaa��maiaaPa��lwh��hmaa,-au�,��e,��k�m�ha�sa�oe,a�a�eo�wmrou�,��asooawar�,abh-a�a�o,�aa��sa�a�ha��soe,a� ��.,h,.�omm��a��o�eah��aaue,a�waao�a��mn��aue,�waao.wa�omm��mwai��a,.p�hms�ha�.�waa,�au��PaoPia.,h,.�omm��aM�,��a��o�� P O U R VALU ES ACADEMIC �frf _• FINANCIAL AND �GDOOG E ELLE E RANSPARENCY ENVIRONMENTAL " AND RESPECT L Bd�V�GL�Y%D�SC7 LL TI UN B.ca/strategicplan `&A Questions? EST. 17.5 U N B REFLECTS FY (FISCAL YEAR) 2018-19 The Economic Value of th BST. A,-7..UNB e. UNIVERSITYOF NEW BRUNSWICK University of New Brunswick 1 out of every 17 jobs in New Brunswick is supported by the activities of UNB and its students Alumni impact $1.4 billion - OR - 16,011 Jobs supported Impact of the increased Added income 4AlITATATATIrI411TAAfiATATATA4AlIfiATA earnings of UNB alumni and 1"Ittotot Ii Ioff loft TATA4" 0T0 an economic boost ¢filT1lTIt#t""" #0#f1lTI�11�:11#T1� the businesses they work for similar to hosting NHL games 459x 'l"'toto'tot" '10 t'o'lototo'l"0 0 4AlITATATATfiIi'IITAAfiATATATA4AlIfiATA Operations spending impact $224.9 million Impact of annual payroll and other spending Added income ' TOTAL ANNUAL ` IMPACT OF THE UNIVERSITY OF NEW BRUNSWICK $1.8 billion Added income - OR- 20,915 Jobs supported About the University of New Brunswick 9,550 Credit students 4,840 Non-credit students A n2,128 Employees enough to buy 5,795 new cars - OR =a� Start-up and spin-off company impact enough to buy 10,974 familie a year's worth of groceries 2,421 Jobs supported $125.5 million Added income s 1,090 Jobs supported m mmmmn m - OR - II��II II II Illl��ll °o Studet spending $45.9 million 657 Jobs Added income - OR - supported 7Impact Research spending impact 499 �z $43.6 million Jobs supported ' Added income Construction I\� spending impact Visitor spending impact ® ®o $6.7 million $8.6 million < FS FS Certificate Diploma Bachelor's Master's Doctorate gig For every $1... The average bachelor's degree graduate from the University of New Brunswick will see an increase in earnings of $30,200 each year compared to someone with a high school diploma working in New Brunswick. Students gain © $2.50 © Iearfetime pings S37.100 $40.900 S45.200 $50.500 $71,100 $84,300 $112.2 300 1= ^I ©© 6& tJ Taxpayers gain ©© Society gains ©© $4.30 ©© $6.00 ©© nd tax revenue and public ©© in added provincial revenue actor savings no social savings „s Ih�;.�o ti° 11.7/1,,11, d `i AM Emsi ).UNB )ET, 7 UNIVERSITY OF NEW BRUNSWICK THh INTEGRATED HEALTH AGENDA What is integrated health? Interdisciplinary approach; bringing together biomedical sciences, social sciences and business education. Focused on reforming health care for the people of New Brunswick and Canada. Engaging partners, including Dalhousie Medicine NB, Horizon Health Network and New Brunswick Community College, in meaningful collaborations. Educating bold thinkers to drive discovery and innovation, to implement ground -breaking solutions and to lead systemic reforms. Clustering researchers in teams that make cutting -edge discoveries in technology, systems and policies while addressing issues of public concern. Providing students with the opportunities to spearhead new developments in the health sector. Interdisciplinary Health Education Bachelor of Health An interdisciplinary program designed by UNB Saint John's three faculties. Three majors: Society and Health, Management in Health, Biomedical Sciences and Health. Accepting students now for September 2020. Extracurricular Certificate in Health and Wellness An enrichment program for all undergraduate students from any discipline. Features experiential learning and world -class speakers. Masters in Health An interdisciplinary graduate program in three areas: Healthy Community, Health Care Management, and Biomedical Sciences. Two options: a course -based degree in one year, or a research -based degree in two years. 175 Masters of Business Administration A course-based,one-year MBA with a specialization in Health Care Management. Aimed at early and mid -career professionals. Integrated Health Research Innovation, Evidence -based Public Policy, Product Development and New Business Ventures Centre for Integrated Health Generating innovation of regional and national importance by harnessing the power of research clusters. Five new, interdisciplinary and collaborative research units, led by world -class research chairs. Complementary research programs with a mandate to translate knowledge and innovation into effective change in the health care system and the well-being of our citizens. Expanding New Brunswick's knowledge economy and contributing to health care reform that improves services for every citizen. Support for innovation $10M Early Stage Health Innovation Research Fund. $12M in new student scholarships, bursaries and graduate support. The Health and Social Innovation Centre UNB Saint John's Dynamic Centre of Learning 65,000 square feet, three -and -a -half storeys on the site of the former Ward Chipman Library, providing purpose-built, state-of- the-art teaching, learning and research space that fosters and supports collaboration, innovation, community engagement and entrepreneurship. A BY-LAW TO AMEND A BY-LAW RESPECTING THE REGULATION OF PARKING IN THE CITY OF SAINT JOHN, BY-LAW NUMBER LG-8, AND AMENDMENTS THERETO ARRETE MODIFIANT L'ARRETE RELATIF A LA REGLEMENTATION DU STATIONNEMENT DANS THE CITY OF SAINT JOHN, ARRETE NUMERO LG-8, ET MODIFICATIONS AFFERENTES Be it enacted by the Common Council of Lors d'une reunion du conseil municipal, The City of Saint John as follows: The City of Saint John a decrete cc qui suit : A By-law of The City of Saint John entitled "A By-law respecting the Regulation of Parking in The City of Saint John, By-law Number LG-8" and amendments thereto, enacted on the 27a' day of January, A.D. 2020, is hereby amended as follows: 1. Schedule "A-1" — Parking Spaces for Specified Times is amended by deleting the following words under the following headings: Par les presentee, Farrete de The City of Saint John intitule « Arrete relatif a la reglementation du stationnement dans The City of Saint John, Arrete numero LG-8 » et modifications afferentes, decrete le 27' jour d'janvier 2020, est modifie comme suit: 1. L'annexe « A-1 » — — Emplacement de stationnement a des heures precisees est modifiee par la suppression des mots suivants sous les titres suivants : Street Side Limits Time Rue C6te Limites Duree Canterbury East Commencing at a 15 rue est a partir d'un point 15 Street point 12 metres mins. Canterbury situe a 12 metres min north of Grannan an nord de la rue Street and Grannan jusqu'a extending 6.5 un point situe 6,5 metres northerly metres plus loin en direction nord Germain West Commencing at a 15 rue Germain ouest a partir d'un point 15 Street point 37.4 metres mins. situe a 37,4 min north of Princess metres an nord de Street and la rue Princess extending 6.5 jusqu'a un point metres northerly situe 6,5 metres plus loin en direction nord IN WITNESS WHEREOF The City of Saint John has caused the Corporate Common Seal of the said City to be affixed to this by-law the day of , A.D., 2020 signed by: EN FOI DE QUOI, The City of Saint John a fait apposer son sceau municipal sur le present arrete le 2020, avec les signatures suivantes : Mayor / maire Common Clerk / greffier communal First Reading - October 13, 2020 Premiere lecture Second Reading - October 13, 2020 Deuxieme lecture Third Reading - Troisieme lecture - le 13 octobre 2020 - le 13 octobre 2020 177 (P,"Ah I� �4 JIDI'l I COUNCIL REPORT M&C No. 2020-264 Report Date October 20, 2020 Meeting Date October 26, 2020 Service Area Corporate Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Third Reading Stop -up and Closure of Portion of Algonquin Place OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Curtis Langille Melanie Tompkins I John Collin RECOMMENDATION That Common Council proceed with the Third Reading to Amend a By -Law to Stop Up and Close a 511 sq. m +/- portion of a public street known as Algonquin Place, as shown on the attached plan of survey. W&S Holdings Ltd. is the owner of the property west of Algonquin Place and has agreements in place to assemble PNB and City of Saint John lands to facilitate a potential 3-Phase, 11-unit townhouse development along Riverview Drive. The development when finalized will represent approximately $2.5 million in tax assessment. Three items were necessary in order to assemble the various lands; secure a PNB (former NB Highway Corp.) parcel of land, secure City of Saint John parcels, including the "to be" stopped up and closed Algonquin Place, and secure a Municipal Plan Amendment and Rezoning. First and Second Reading of the street closure were held on June 22nd, 2020. The Third Reading of the Stop Up and Closure is the final requirement to effect the assembly. The Province has advised W&S and the City that its parcel has been declared surplus, the deed will be transferred to McInnis Cooper to be held in Trust in late October or early November. The City may now perform the Third Reading of the Stop up and Closure which will allow the City lands to be assembled and the deed transferred in Trust to the same legal firm so all land sales can be completed and registered simultaneously. That portion of Algonquin Place, to be Stopped Up and Closed is shown on the attached plan of survey. `rE:3 -2- PREVIOUS RESOLUTION "RESOLVED that as recommended by the Committee of the Whole having met on January 27t", 2020, Common Council adopted the following: 1. That Common Council declares PIDs 55226054 & 55226047 as surplus to its needs; 2. That Common Council agrees to ratify the Purchase and Sale Agreement between The City of Saint John and W&S Holdings Ltd. as attached hereto M&C # 2020-26; 3. That Common Council grants permission for W&S Holdings Ltd. to commence any Municipal Plan amendment or required application for planning approvals as well as the Stop Up and Closure process for Algonquin Place; 4. That the Public Hearing to consider the passing of a By-law to Stop -up and Close a 511 square metre portion of a public street known as Algonquin Place, as shown on a Plan of Survey (as submitted), be set for Monday, March 9, 2020 at 6:30 p.m. in the Council Chamber, 8t" floor City Hall; 5. That Common Council authorize the publishing of a notice of its intention to consider passing of such By-law identified above; 6. In the event that Common Council gives First and Second Reading to Amending a By-law as stated above, that Council withhold Third Reading pending a further report from City staff regarding the details of the possible sale of an adjoining parcel of the Provincially owned property to W&S Holdings.; and 7. In the event that the portion of street specified above in (4) is stopped -up and closed, Common Council assent to any required easement for municipal services required to protect and service its infrastructure, prior to the conveyance of the property." And further "RESOLVED that as recommended by the Committee of the Whole having met on May 25t", 2020, Common Council adopted the following: 1. That the Public Hearing to consider the passing of a By-law to Close a 511 square metre portion of a public street known as Algonquin Place, as shown on a Plan of Survey (see attached), be set for Monday, June 22, 2020 at 6:30 p.m. in the Council Chamber; 2. That Common Council authorize the publishing of a notice of its intention to consider passing of such By-law identified above; and 3. In the event that Common Council gives First and Second Reading to Amending a By-law as stated above, that Council withhold Third Reading pending a further report from City staff regarding the details of the possible sale of an adjoining parcel of the Provincially owned property to W&S Holdings. -3- REPORT Further to the comments contained in the Executive Summary. At its meeting of January 27, 2020 Common Council received a report and several recommendations regarding a proposed three phase, 11-unit town house development along Riverview Drive, which attempted to accomplish a variety of actions including but not limited to the following: ✓ Declaring two City owned parcels surplus to its needs ✓ Ratifying a conditional Agreement of Purchase and Sale ✓ Provided W&S the right to pursue a Municipal Plan Amendment as well as a Stop up and Closure process for Algonquin Place At is meeting of May 25th, 2020 Common Council received a report to commence the process to Stop Up and Close a portion of Algonquin Place. This report provided for the following; ✓ To set the date for the Stop Up and Closure for the Public Hearing for June 22, 2020. ✓ Authorize the publishing of the public notice to consider the Stop Up and Closure of Algonquin Place The Public Hearing was held with first and second reading given for the Stop Up and Closure. Third Reading was to be withheld to ensure the assemblies of land was complete that would ensure the project could proceed as envisioned and that there were no land locked parcels created in the process of assembly. Various City departments have been advised and are supportive of the proponent's development plans for this property and are in agreement to have Council finalize the closure of a portion of Algonquin Place. The "to be" closed street will be subject to an easement in favor of the City for storm water. The recommendation contained in this report will facilitate the process to finalize the street closing. STRATEGIC ALIGNMENT Providing for entrepreneur opportunities in the City and creating a livable community that is vibrant and diverse, while providing an integrated approach to economic development. SERVICEAND FINANCIAL OUTCOMES There are no financial costs to the City associated with this project. `E:191 -4- INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Saint John Water, Transportation and Environment Services along with Infrastructure Development are all in agreement to have the surveyed portion of Algonquin Place closed and conveyed to the developer. The City Solicitor's office has reviewed this report and is satisfied with the recommendation to Council. ATTACHMENTS 1. Location Map; and 2. Plan of Survey N co 66A' - ! E ._ o a v °' I E ca N CT Y m H E''°�. O Nr9 p ••Y^•t � q7 � C � a yt o j Nip o OQ> )Qy�� 110E i z m E �E E ,y I, a ''•°,� ° Un o zEz E oEaE ter. Si O Cyr 0 >, .o E �'E 3. E •N= ... .� nn I N v a {tl s° cn N i - E E Q poa5` - Qirn�.��saExo �� E z;, cncc x �� nE° ��. — ¢ o avt ao.:,2 _oz a} xio �} V d z >• .��r° ICL -I- yam a0's d'�Z ib ° s U ®o `y s4 41, 10 Al/ :{�i++.suvQ-no nnwN� Paou e�ro �o» 4yoy . � .. uru8 way °1l l �J �� f.+i ea �3•rro'�& i s O� zss z BY-LAW NUMBER L.G. 4-1 A BY-LAW RESPECTING THE CLOSING OF ROADS, STREETS OR HIGHWAYS IN THE CITY OF SAINT JOHN Be it enacted by the Common Council of The City of Saint John as follows: A By-law of The City of Saint John entitled, "A By-law Respecting The Closing of Roads, Streets or Highways in The City of Saint John", enacted on the eleventh day of March, A.D. 2019, is hereby amended by adding thereto Section 3 immediately after Section 2 thereof, as follows: ARRETE No L.G. 4-1 ARRETE RELATIF A LA FERMETURE DES CHEMINS, DES RUES OU DES ROUTES DAN THE CITY OF SAINT JOHN Lors dune r6union du conseil communal, The City of Saint John a d6cr&6 cc qui suit : Par les presentes, Parr&& de The City of Saint John intitul6, « Arr&6 relatif a la fermeture des chemins, des rues on des routes dans The City of Saint John», d6cr&6 le 11 mars 2019, est modifi6 par 1'ajout de Particle 3 immediatement apres Particle 2, comme suit: 3 The City of Saint John does hereby 3 Par les presentes, The City of Saint stop up and close permanently the John barre et ferme de fagon permanente la following street: rue suivante : ALGONQUIN PLACE: All that portion of Algonquin Place, a public street in the City of Saint John, in the County of Saint John and Province of New Brunswick, comprising 511 square metres as shown on a Plan of Survey titled, "Plan of Survey Showing portion of Algonquin Place, City of Saint John, Saint John County, New Brunswick," prepared by Hughes Surveys & Consultants Inc. and dated June 21, 2016, attached hereto. IN WITNESS WHEREOF The City of Saint John has caused the Corporate Common Seal of the said City to be affixed to this by-law the *** day of ****, A.D. 2020 and signed by: PLACE ALGONQUIN: Tome la partie du Place Algonquin, une rue publique dans la ville de Saint John, comt6 de Saint John, dans la province du Nouveau -Brunswick, d'une superficie d'environ 511 metres carr6s comme le montre le plan d'arpentage intitul6 « Plan d'Arpentage, Montrant et des partie Place Algonquin, Ville de Saint John, comt6 de Saint John, province du Nouveau -Brunswick » , pr6par6 par Hughes Surveys & Consultants Inc. et dat6 du 21 juin 2016, joint aux presentes. EN FOI DE QUOI, The City of Saint John a fait apposer son sceau communal sur le pr6sent arr&6 le ** ***** 2020, avec les signatures suivantes : Mayor/Maire Common Clerk/Greffier communal First Reading - June 22, 2020 Premiere lecture - le 22 juin 2020 Second Reading - June 22, 2020 Deuxieme lecture - le 22 juin 2020 Third Reading - Troisieme lecture - 184 BY-LAW NUMBER C.P. 111-101 ARRETE No C.P.111-101 A LAW TO AMEND ARRETE MODIFIANT L'ARRETE DE THE ZONING BY-LAW ZONAGE DE CITY OF SAINT OF THE CITY OF SAINT JOHN JOHN Be it enacted by The City of Saint Le conseil communal de The City John in Common Council convened, as of Saint John, 6tant r6uni, 6dicte ce qui suit follows: The Zoning By-law of The City of L'Arret6 de zonage de The City of Saint John enacted on the fifteenth day of Saint John, 6dict6 le 15 d6cembre 2014, est December, A.D. 2014, is amended by: ainsi modifi6 : 1. Adding the following permitted uses to 1. Ajout des usages autoris6es suivantes A the Corridor Commercial (CC) Zone la section 11.5 (1) de la zone Section 11.5(1): commerciale du corridor (CC): • Place of Worship • Lieu de culte 2. Adding the following permitted uses to 2. Ajout des usages autoris6es suivantes A the Regional Commercial (CR) Zone la section 11.6 (1) de la zone Section 11.6(1): commerciale r6gionale (CR): • Place of Worship; • Regional Commercial Centre, including the following uses: o Place of Worship 3. Adding the following permitted uses to the Regional Commercial Residential (CR-R) Zone Section 11.12(1): • Place of Worship; • Regional Commercial Centre, including the following uses: o Place of Worship • Lieu de culte; • Centre commercial r6gional, y compris les usages suivantes: o Lieu de culte 3. Ajout des usages autoris6es suivantes A la section 11.12 (1) de la zone commerciale r6gionale r6sidentielle (CR-R): • Lieu de culte; • Centre commercial r6gional, y compris les usages suivantes: o Lieu de culte IN WITNESS WHEREOF The City of EN FOI DE QUOI, The City of Saint John Saint John has caused the Corporate Common fait apposer son sceau communal sur le Seal of the said City to be affixed to this by- pr6sent arr&6 le 2020, avec les law the * day of *, A.D. 2020 and signed signatures suivantes by: Mayor/Maire Common Clerk/Greffier communal First Reading - October 13, 2020 Premiere lecture October 13, 2020 Second Reading - October 13, 2020 Deuxi6me lecture - October 13, 2020 Third Reading - Troisi6me lecture - 185 Q�,"Ah IT J D1,-1 I COUNCIL REPORT M&C No. MC 2020-256 Report Date October 19, 2020 Meeting Date October 26, 2020 Service Area Public Works and Transportation Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: MoveSJ Draft Roundabout Strategy OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Tim O'Reilly Michael Hugenholtz John Collin RECOMMENDATION Your City Manager recommends Common Council receive and file this report. REPORT Over the last 10-15 years, during preliminary planning for several existing signalized intersection reconstruction projects, a modern roundabout was considered as a design option. Designs were considered for Simms Corner, Grandview/Bayside, Rothesay Avenue/Ashburn Lake, and Somerset/Churchill intersections. None of these initiatives resulted in constructed roundabouts. In some cases, the additional land needed for a roundabout was significant, the project was too costly to incorporate into the Capital program, or signals were deemed as the solution based on application of best practices at the time. The City of Saint John remains without any modern roundabouts and the many benefits they offer. Lack of progress on installing modern roundabouts have also created some community concern that the City is "anti -roundabout". Modern roundabouts present many benefits. Reduced speeds as well as fewer and angled conflict points reduce the frequency and severity of accidents compared to traditional intersections. They can improve safety for pedestrians by acting as a speed calming measure and reducing crosswalk distances. There are additional operational, economic, and environmental benefits over signalized intersections. These benefits are detailed in the attached draft strategy. `E:N -2- MoveSJ has created the opportunity for the City to approach planning our transportation system in a progressive and improved way to better serve our citizens in many ways. A new approach to achieving the benefits from modern roundabouts has been proposed through MoveSJ via the attached strategy. Two of the more significant barriers that have prevented the City from installing any modern roundabouts are: 1. Most of the feasibility analysis has been completed over 10 years ago. Best practices for roundabout design have since been updated, and 2. The City only generally considered roundabouts for limited locations where the intersections were due for reconstruction. To overcome these previous barriers, an updated methodology was used as part of MoveSJ, including: 1. Actively scanning various intersections around the City and identifying those that may be good candidates for a modern roundabout, and 2. Using current best practices to visit (or in some cases revisit) candidate roundabout sites. Six intersections were identified as ones that were most likely to be good roundabout candidate sites. These were: 1. Woodward Avenue/ Boars Head Road 2. Ashburn Road/ Rothesay Road 3. Manawagonish Road/ Gault Road 4. Simms Corner 5. Sandy Point Road/ Foster Thurston Road, and 6. Millidge Avenue/ Somerset Street. These candidate sites were chosen based generally on one or more of four factors: 1. Enhanced traffic control (i.e. traffic signals) were identified as a warranted improvement 2. The intersection is wide currently to accommodate the land needed for a roundabout 3. The intersection currently includes complicated features such as multiple conflict points 4. Traffic speeds were measured as being high where traffic calming may address the speeding. Only one of the six intersections, Woodward Avenue/ Boars Head Road, were discounted as not being a good candidate site after further review. Preliminary design details and drawings for the remaining five intersections were then undertaken. Details are provided in the attached Strategy. A prioritization exercise was then completed for all five intersections. ` IYA -3- Engagement Plan The general public will be provided an opportunity to provide input on the Roundabout Strategy and all other strategies of MoveSJ Phase 3. Public education on roundabout use is important. It is best practice for example to introduce more simple, single -lane roundabouts to a community (such as the Ashburn/Rothesay or Foster Thurston/Sandy Point projects) before installing more complicated ones such as at Simms Corner. Other factors may not allow this sequencing plan but, with all else equal, this would be the preferred approach to implementation. In addition, and as has been the case with previous MoveSJ strategies, more focused consultations with particular stakeholders will be completed for the Roundabout Strategy, such as: • Saint John Ability Advisory Committee and CNIB: Roundabouts present safety improvements generally for pedestrians. However, this infrastructure at times needs particular design features for pedestrians with certain disabilities. For example, APS can and are installed at signalized intersections with crosswalks but are not a baseline design feature of roundabouts. • Provincial Department of Transportation & Infrastructure: Three of the proposed five roundabout candidate sites include Provincial Highways. The Province has authority to regulate Provincial Highways, including changes to traffic control at intersections, and therefore their input and eventual approval of constructed roundabouts at these three sites is required. • Nearby Property Owners: Most of the five identified candidate sites for roundabouts have accesses to properties at or close to the proposed roundabouts. Initial feedback from these property owners would be appreciated as some may be more impacted than others with the proposed layouts. STRATEGIC ALIGNMENT Modern Roundabouts align with Council's priority of a Vibrant, Safe City. SERVICE AND FINANCIAL OUTCOMES As detailed previously in this report, modern roundabouts present several service improvement and operational saving opportunities over traffic signals or stop -controlled intersections. Modern roundabouts require upfront Capital investment. Several of these five candidate locations will need to be incorporated into already planned infrastructure renewal projects. The Provincial government may be a funding `E:1:3 -4- partner on the three projects involving Provincial Highways. In some cases, Growth or identification within the overall City Strategic Plan will prioritize certain projects. Due to the City's current financial constraints and large infrastructure deficit, it is unlikely that these projects will move ahead in the short term unless they line up with planned infrastructure renewal projects or other City initiatives. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS City Staff Presentation Draft Roundabout Strategy `E:1%7 ion Co• mmi_F AM 0 0 V) a-J U C6 Z ll n 1 W /� ( / n , W F Z • — U O O � U �J 0 � N c� N U Q U •N - - N s ° o M Q� co O c� o x •� 0-�= a� o N -o •N Q U m Q a—J a—J 4—, -0 2!- Q) .. •�, O c6 > ca o E s a� _0 >- C: o - .� O — c6 o +J o +� •� �,� _�Q Q- N E N +- O Lnn C� Q . . . . n VIM- n a- J V / 4-1 l,W T E 0 O O L-- m E Q (A E o O J w _0 N O N n I . . v qr.4 .0 U m m 4-J M 0 c o°c a, 0 aJ V) h� �b.0 W 4-J QJ f� Of E c: o Ln M >. U V N N O 2 oC U . c aj E a� 0 Ln aA a, o o V) a� E aj E bn E an o U w C- M +, E c v � E o_ ° a� +� > a� �o 0 0-- Ln o W 4-1 V^/, W N C v E > Q o E so--- 0 v E aj E bn E b o c U w U o_ U > aJ E aJ 0 4-1 .�.�i C a- Ln U aJ aJ �E �ELn � o � N aJ N U aj = 0 o 0 N }, Uw (D 2Q zv,(D s CA O 3 O • n • n CAA � N O U .N � Q O O 4-' � N U 0 —0 O •� 4, O U =3 n r? `,O T 0 W O 0 = O O a- J () O S I W N(/) L p cz cn D V) � O O Q = cN C/) N fo Ul Q U E 0 O U N ro N O N U u, > N Q) N +� d i E O - cn 0 O oC v) ateJ ON � O I I N N U U •O O •� N Ov _ � ' Q ca C— ' � � +� O O E cn +� O _ O E p c6 c6 E E O +� O O v �, U U _ Q) 4-J N O O � � N � U U � OU a) a- J U c/) aN-+ c /) U 'U c/) O 'v 'v Q) V U U C6 U U Q o o DC V) I� U s N �N N N V Z,- u CL Ln p � + ra : U O p 0 4 O > U 4-1 Q �, E v v O U U O � v i - N U o N v cn v v v -C u a O .N - Q v N Ln >` � u Q U Ln Z) o 0 cn O — N > J N E E O O a-j N L ate-+ Ln U- �O Ln r� .4 L� r� • L a--j +-1 Ln L E tJ') Q I it C- ra U 4-, CAA E �N 0- 0 c6 > _0 w m _0 O• 1 • V / O � V T W pr C— N 0 W N W U C- O U C6 Ca O cC •O � cn -0 O C: +� c6 � V) 4-1 E .E O cn • — Q0 — (L) a- J U CAA •dw :t •E ^W W N O 2 5\ Y O O E o � N a� N O N U ro O r-i � O > r O _U to .ro Q N H m a: (1) 4-J U a_+ O `a- � E — O V ' 0 +- o U U+ � 'o Inp � a� N i ro m Q L Q U U .� U O Q too O 4-J t/) U chi) = N a- J U ateJ V) E O .V QL X E U i E Q U O U • U Q 0 0 5t O U 4-, U O a-J O C6 U a--' U _0 Q �C: O U O O O Q) U O U U -0 0 O f C6 N VtN i- J • - r.. •N Q0 O N — U •� N • N � ` 'A r U (� J a--+ O N •� E > O O m � O Q � O Ln 4-' O U ' O +3 _ LL Q � '� 0 E > 0 U 11 I O a- J 0 I a- J N 4-J U O Q Q E .Ln t�A �U CT O c6 0 w N �U W � N O 4-' U � Ln O m E E N O U O y- 4-' O (Jn O C: O 4A 4-, O _0 N O +-j _ �U > aA Q U v U O O O p ro ro _0 O N � N � O O cL v) oc U X H Final Report MoveSJ Roundabout Strategy City of Saint John Transportation Strategic Plan Prepared for City of Saint John Crandall by Crandall Engineering In association with IBI Group July 16, 2020 P4- SAINT JOHN MIYA MoveSJ Roundabout Strategy Final Report Prepared for: City of Saint John SAINT JOHN Prepared by: Jill DeMerchant, P.Eng. Adriana Teran, P. Eng. Peter Allaby, P.Eng. 1 Vcrandall #M6654 Peter E. Allaby Crandall, a Division of Englobe Corp. 564 Prospect Street Fredericton, NB E3B 9M3 July 16, 2020 Project No. 1900497 W91-13 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Table of Contents 1 Introduction...............................................................................................3 1.1 Background.......................................................................................3 2 Benefits of Roundabouts..........................................................................3 2.1 General Benefits of Roundabouts.....................................................3 Safety...............................................................................................3 Operation.......................................................................................... 5 Environment...................................................................................... 5 Economic.......................................................................................... 5 Active Transportation........................................................................ 5 Traffic Calming Circles Verse Roundabouts.....................................5 3 Candidate Locations for Roundabouts...................................................6 3.1 Overview........................................................................................... 6 3.2 General Roundabout Design Elements..........................................10 3.3 Operational Evaluation of Candidate Roundabouts ........................10 Rothesay Road (Route 100) at Ashburn Road...............................11 Sandy Point Road at Foster Thurston Drive...................................13 Manawagonish Road at Gault Road...............................................14 Millidge Avenue at Somerset Street................................................15 Simms Corner: Main Street West at Lancaster Avenue..................16 4 Implementation........................................................................................20 Appendix A Appendix B July 16, 2020 209 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Appendix C List of Exhibits Exhibit 2.1: Conflict Point Comparison between Roundabouts and Traditional Intersections............................................................... 4 Exhibit 3.1: Study Area Intersection Characteristics ................................... 7 Exhibit 3.2: Level of Service Criteria for Roundabouts .............................. 11 Exhibit 3.3: Rothesay Road/Ashburn Road Single Lane Roundabout ...... 13 Exhibit 3.4: Sandy Point Road/Foster Thurston Drive Single Lane Roundabout............................................................................... 14 Exhibit 3.5: Manawagonish Road/Gault Road Single Lane Roundabout.. 15 Exhibit 3.6: Millidge Ave/Somerset St Roundabout with Single Lane Exits........................................................................................... 16 Exhibit 3.7: Simms Corner Roundabout Multi -Lane Roundabout Concept 18 Exhibit 3.8: Terrain Report Roundabout Commentary on Simms Corner. 19 July 16, 2020 210 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John 1 Introduction 1.1 Background A Roundabout Strategy was prepared as part of MoveSJ's Comprehensive System Improvement Plan and to take a more strategic and proactive approach to introducing roundabouts in the City. The Roundabout Strategy includes a review of the benefits of modern roundabouts, identification of candidate locations for roundabouts in Saint John, evaluation of roundabout feasibility at these candidate locations, and a recommended prioritization plan. Saint John currently has no modern roundabouts installed on its transportation network. On at least four occasions in the last decade (at Simms Corner, at Retail/Ashburn Lake/Rothesay Ave, at Somerset/Churchill, and at Red Head/Grandview) the City explored installing a roundabout when the project was being considered for reconstruction. In each case the roundabout option did not proceed for one reason or another. Roundabout design considerations have progressed in the last decade since most of these locations were last assessed. This Roundabout Strategy uses updated design guidelines and uses the approach of seeking out good candidates for modern roundabouts in a prioritized plan as opposed to only considering designs concepts ad hoc when an intersection is due for reconstruction. The intent of this strategy is to allow the City to start planning for installation of roundabouts to take advantage of their benefits to the community. 2 Benefits of Roundabouts 2.1 General Benefits of Roundabouts Roundabouts provide several benefits over conventional intersections. This type of intersection provides motorists with a safer environment, while also offering operational, environmental and economic benefits. The general benefits of roundabouts are outlined and discussed below. Safety Roundabouts offer a safer environment for motorists by reducing the frequency and severity of collisions. When compared to stop -controlled and signalized intersections, roundabouts have significantly fewer conflict points. This is because vehicles travel in the same direction, therefore eliminating right-angle and left -turn conflicts. As illustrated in Exhibit 2.1, single lane roundabouts have eight vehicle conflict points compared to the 32 vehicle conflict points of a typical 4-way intersection. July 16, 2020 211 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Exhibit 2.1: Conflict Point Comparison between Roundabouts and Traditional Intersections Vehicle Conflict ! Divergi Q Merging 0 Crossing Source NCNRP Report 672 Ezhobit 5-2 Additionally, the geometric characteristics of roundabouts promote reduced operating speeds, regardless of time of day or level of congestion. Reductions in entering and circulating speeds allow for improved reaction times for users and lowers the frequency and severity of collisions. Lowered vehicle speed is also beneficial to other road users, such as pedestrians and cyclists. Roundabouts also provide deflection for entering vehicles, which reduces the angle of impact during collisions. This results in significant reductions of serious right-angle and head-on collisions. Collision modification factors (CMFs) from the AASHTO Highway Safety Manual provide a measure of the safety effectiveness of a particular design treatment or element. The CMF's for converting to roundabouts from stop -controlled and signalized intersections are as follows: CMF for Converting Stop -Controlled to Single Lane Roundabout = 0.29 (71 % reduction) CMF for Converting Signalized to Roundabout = 0.52 (48% reduction). The above values indicate that single lane roundabouts provide superior safety performance compared to both stop controlled and signalized treatments, resulting in 48%-71 % fewer collisions on average. Additionally, there is a further reduction in the frequency of severe collisions given that roundabouts effectively eliminate head-on and right-angle crashes and reduce traffic speeds. July 16, 2020 212 4 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Operation The low operating speeds at roundabouts result in improved gap acceptance for drivers. This means that a driver entering a roundabout does not require as large of a gap in circulating traffic to enter because the circulating traffic is not moving as fast. Additionally, unlike other types of intersections, roundabouts do not require vehicles to stop unnecessarily when no other vehicles are present. When queues are present, the traffic within these queues typically continues to move, which is usually more bearable for drivers than a stopped queue. Environment Roundabouts reduce fuel consumption and emissions by reducing delays and idling times for vehicles. These intersections allow traffic to travel without having to come to unnecessary stops, thus reducing accelerations and decelerations that lead to higher fuel consumption. Additionally, roundabouts are more sustainable than traffic signals as they consume less energy and require minimal maintenance. Economic Although upfront costs of roundabouts can be greater than those of traditional intersections, this can be outweighed by long-term cost savings benefits. Roundabouts require minimal maintenance, reduce travel times and reduce collision frequencies and severities, all of which have associated economic and societal benefits. By reducing maintenance requirements, life -cycle costs associated with roundabouts are often less than those associated with conventional intersections. Active Transportation Modern roundabout infrastructure designs of vehicle lanes and pedestrian paths improve pedestrian safety when compared to standard intersection designs. Due to their large size they also provide the same if not more capacity for pedestrians than at a standard intersection. Roundabouts are designed to reduce vehicle -pedestrian conflicts and better restrict wrong -way movements by vehicles, a contributor to pedestrian -vehicle accidents. Generally, pedestrian movements are improved by lower vehicle speeds, shorter crossing distances, and greater visibility for both vehicles and pedestrians. Modern roundabouts have two approaches to cyclist movements, cyclists entering the roundabout like a vehicle, and cyclists exiting the roundabout to the cyclist or pedestrian realm to cross. Vehicles give way to the cyclists in either approach and improved visibility justifies this. Modern roundabouts heighten the attention of drivers who must stay even more vigilant to make a maneuver, to the benefit of cyclists and pedestrians. Traffic Calming Circles Verse Roundabouts Roundabouts are typically applied on collector and arterial streets to address traffic safety and capacity. Roundabouts normally have a diameter of 35m to July 16, 2020 213 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John 60m. Traffic calming circles are used to reduce speeds and/or add aesthetics on local streets with low traffic volumes and lower speed limits, typically in residential settings. The intersection diameter varies between 15-30 m and may or may not include a raised curb. Saint John currently has one traffic calming circle with a raised curb at Cedar Wood Drive and Birchdale Crescent. The traffic circle was installed in 2019 to reduce speeds through the Stanley Gardens neighborhood. 3 Candidate Locations for Roundabouts 3.1 Overview Six candidate locations for a roundabout conversion were identified based on knowledge of the City's transportation network and discussions with City staff. For jurisdictions like Saint John that currently have no modern roundabouts, it is preferred to introduce single lane roundabouts for driver education and public acceptance prior to more complex multi -lane roundabouts. For this reason, emphasis was placed on identifying candidate locations where a single lane roundabout would provide adequate capacity and where minimal property impacts would be required. The six candidate intersections are listed as follows and shown in Exhibit 3.1: Ashburn Rd/Rothesay Rd; 2. Woodward Avenue/Boars Head Rd; 3. Manawagonish Rd/Gault Rd; 4. Main St West/Lancaster Ave (Simms Corner); 5. Sandy Point Rd/Foster Thurston Rd 6. Millidge Ave/Somerset St. The following activities were undertaken as part of the feasibility assessment of candidate locations: Background data were reviewed, including available traffic data, as provided in Appendix A; Potential roundabout options including various entry, exit, and circulating lane configurations were modelled using Junctions 9 software. The functional requirements needed to achieve an acceptable level of service for both the AM and PM peak periods were determined for each roundabout; Concept plan drawings were created for the candidate intersections to illustrate the geometric requirements that were identified for each roundabout; July 16, 2020 214 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John A microsimulation model was completed using Vissim 8 software to show how traffic would flow at complex roundabouts (where traffic volumes were available); and The methodology, analysis results, and recommendations of this traffic study were summarized in this report. Geometric and traffic control characteristics of the 6 candidate roundabout intersections are described in Exhibit 3.1. Exhibit 3.1: Study Area Intersection Characteristics 1 - • • z �6_ Configuration Ashburn Road/Rothesay Road This is a 3-legged intersection with the stop -control on the minor street, Ashburn Road (eastbound approach). Rothesay Road has one lane in each direction on the northbound and southbound approaches. One shared left/right is provided on the eastbound approach on Ashburn Road. Bike lanes are located on either side of Rothesay Road and sharrows on Ashburn Road. These bike facilities are part of the Great TransCanada Trail. A private driveway is provided on the westbound approach. The speed limit on all approaches is 60 km/h. - Woodward Avenue/Boars Head Road /Ragged Point Road This intersection consists of 4 legs and is all -way stop -controlled. Two legs have skewed approach angles. All approaches have one shared left/through/right lane. School zones are present on both Ragged Point Road and Woodward Avenue. The speed limit on all approaches is 50 km/h. July 16, 2020 215 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Manawagonish Road/Gault Road/Ocean Westway/Route 7 Ramp The intersection consists of 4 legs that are skewed at inconsistent angles and a centre island that functions as a quasi -traffic circle. This intersection contains entrances/exits from Route 7 ramps r (north), Gault Road (east), Manawagonish Road -'�► (south), and Ocean Westway (west). Traffic control varies on each approach and some movements t s yield within the circle to approaching traffic. The speed limit on the Gault Road approaches is 50 km/h while the speed limit on the Manawagonish Road, Ocean Westway and Route 7 Ramp approaches is 60 km/h. Main Street/ Lancaster Avenue/ Fairville Boulevard/ Bridge Road (Simms Corner) This is a 4-legged intersection with a unique geometric and traffic control configuration. A shared , left/through lane and right turn lane are provided on Fairville Boulevard (northbound) which is stop- --` controlled and one-way only. A dedicated left turn lane and through lane are provided on Main Street- i W (eastbound) which are free flowing. Lancaster Avenue (westbound) has a stop -controlled through ` lane and a channelized right turn lane. Bridge Road (southbound) is free flowing with a left turn lane. Railroad tracks cross Main Street W and Fairville Boulevard near the intersection. The speed limit on all approaches is 50 km/h. This intersection serves a high volume of traffic including truck traffic. If the intersection were reconfigured and Fairville Boulevard made 2-way, there would be considerable shift in traffic patterns, particularly for southbound truck traffic destined for the highway. July 16, 2020 216 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John r . • nt Road/Foster Thurston Drive 7is egged intersection withthe stop-control'h r. on the minor street, Sandy Point Road (eastbound). .. h` Single lane approaches are provided in all directions. A driveway forms the westbound approach. The speed limit on the Foster Thurston ' Drive approaches is 60 km/h and the speed limit on the Sandy Point Road approach is 50 km/h. Given the intersection is on a curve, sight distance is limited. The City has reviewed options to improve this intersection in the past, including the possibility of a roundabout. Millidge Avenue/Somerset Street M •- This intersection has 3 legs with stop control on Millidge Ave (northbound), the minor street approach. Single lane approaches are provided in all directions. Millidge Ave northbound provides one left turn lane and a channelized right turn lane. The southbound approach provides one shared through/right lane, and Somerset St (eastbound) approach provides one through lane, and a U-turn lane. Bike lanes are provided on both sides of Millidge Ave (southbound) and Somerset St as part of the Campus -Harbour Trail which connects the University/Hospital area with uptown Saint John. Millidge Ave (southbound) and Somerset St have posted speed limits of 60 km/h, while Millidge Ave northbound has a 50 km/h speed limit. Development opportunities are proposed around the intersection that will require connection to the ultimate design. After review of the 6 potential roundabout locations, 5 were identified as priority locations for further analysis. These 5 priority locations are: • Ashburn Road/Rothesay Road; • Manawagonish Road/Gault Road; • Sandy Point Road/Foster Thurston Road; • Main Street W/Lancaster Avenue (Simm's Corner); and • Millidge Avenue/Somerset Street. Boars Head Road/Woodward Avenue intersection has lower priority and no apparent operational issues. Boars Head Road at Woodward Avenue July 16, 2020 217 9 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John intersection may still benefit from a single lane roundabout to improve the approach alignments and safety conditions for pedestrians coming from the two schools. As a part of this Strategy Report, however, it was not carried forward for analysis. 3.2 General Roundabout Design Elements The Transportation Association of Canada JAC) and the National Cooperative Highway Research Program (NCHRP) roundabout guidelines and the UK Geometric Design Guide for Roundabouts were referenced for each roundabout design. The following is a list of general design elements that were applied for each roundabout: • Diameter — An inscribed circle diameter between 35 and 50 m was used for each roundabout. • Central Island —A raised central island with a 3 m wide mountable truck apron was used. • Curbing — Curbing was used on the approaches and for the circulatory roadway. • Splitter Islands — Splitter islands were used at each roundabout approach to delineate the paths of entering and exiting traffic. • Entry deflection — Entry speeds were reduced by providing entry deflection at all approaches, with the intent of minimizing the fastest path to less than 45 km/h at each approach. • The design vehicle is a WB-20 (tractor with a 53-foot tractor trailer). Site conditions that are typically considered favourable to the installation of a roundabout include: • Reasonably balanced traffic volumes on all approaches. In the case of multi -lane roundabouts, it is beneficial to have even traffic distribution amongst each lane; • Favourable approach grades and good sight distance; • Opportunities for gateway treatments to indicate a change in roadway environment (rural to suburban) or change in operating characteristics (change in speeds); • Adequate right-of-way; • Minimal impacts to driveways or land access. 3.3 Operational Evaluation of Candidate Roundabouts The candidate roundabouts were evaluated in terms of the site conditions, operational performance, and general assessment of impacts. Concept drawings were prepared for each intersection and are provided in Appendix B. July 16, 2020 218 10 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Various entry, exit, and circulating lane configurations were modelled using Junctions 9 software or Vissim 8 at each of the potential roundabout locations. The roundabout LOS was determined based on intersection delay criteria for roundabouts as listed in Exhibit 3.2. The objective of the modelling exercise was to determine the functional requirements for each roundabout in order to achieve an acceptable LOS during both the AM and PM peak periods. The LOS analyses were completed for the existing and 20% future traffic growth scenarios. Exhibit 3.2: Level of Service Criteria for Roundabouts �-MY A Very low delay; most vehicles do not stop less than 10.0 (Excellent) B Higher delay; more vehicles stop between 10.0 and 15.0 (Very Good) Higher level of congestion; number of vehicles C stopping is significant, although many still pass between 15.0 and 25.0 through intersection without stopping (Good) Congestion becomes noticeable; vehicles must p sometimes wait through more than one red light; between 25.0 and 35.0 many vehicles stop (Satisfactory) Vehicles must often wait through more than one E red light; considered by many agencies to be between 35.0 and 50.0 the limit of acceptable delay This level is considered to be unacceptable to F most drivers; occurs when arrival flow rates greater than 50.0 exceed the capacity of the intersection (Unacceptable) Rothesay Road (Route 100) at Ashburn Road Rothesay Rd (Route 100) at Ashburn Rd is a 3-legged intersection with a stop - control on the minor street, Ashburn Rd. The intersection is on a flat grade with good sight distance toward the north. In the southbound direction, sight distance is slightly obscured by trees and other landscape elements. Utility poles are located along the east side of Rothesay Road that may require relocation. Bike lanes are located on either side of Rothesay Rd and Ashburn Rd provides shared bike lanes. This intersection and bike facilities are considered part of the Great TransCanada Trail. The bike facilities access to the roundabout will require consideration during the detailed design phase. Access driveways are located within 16m of the intersection on both roads. The eastbound approach July 16, 2020 219 11 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John currently experiences high delays during peak hours, particularly in the afternoon period after shifts at the hospital end. Rothesay Rd is a provincially designated roadway (Route 100) and further discussion with NBDTI would be required for future upgrades. The roundabout capacity analysis results for a 35 m diameter single -lane roundabout at this location (per concept drawing below and in Appendix B) are summarized as follows: Q (Veh) I Q95 (Veh) I Delay (s) I V/C I LOS I In` del I Int LOS I Q (Veh) Q95 (Veh) I Delay (s) I V/C I LOS Int Del I Int LOS 2- Rothesay North 1 3.2 14.1 13.10 il!8� 77 B 0.3 1.1 3.86 0.2i A 3- Ashburn 0.3 1.2 5.71 22 A 10 50 B 1.9 3.5 9.43 0.66 A 7.43 A 4 - Rothesa►► South 0.2 0.5 3.60 A 1 0.9 1 2.0 1 6.35 0.49 A 2- Rothesay North 1 10.3 1 55:8 1 36.88 10.931 E 1 0.3 1 1.4 1 4.13 ID.2SI A 3-Ashburn 1 0.4 1 1.6 1 7.02 10.301 A 1 27.26 4.0 1 20.0 1 16.84 1 0.81 C 11.73 B 4 - Rothesay South 1 0.3 1 1.2 1 3.78 10.211 A 1.5 1 1.7 1 8.28 0.60 A In the AM Peak, the heaviest volume is recorded at the southbound through movement, and in the PM Peak, the heaviest volume is recorded at the eastbound right movement. The results indicate that with 20% future traffic growth the southbound approach (north leg) on Rothesay Rd would operate near capacity at a LOS E. Based on previous experience the results of Junctions 9 tend to be conservative and therefore the actual delay is expected to be lower than shown. A single lane roundabout is appropriate at this location. All capacity analysis reports can be found in Appendix C. Further refinements to determine bike facility access to the roundabout should be considered during detailed design. July 16, 2020 220 12 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Exhibit 3.3: Rothesay Road/Ashburn Road Single Lane Roundabout Sandy Point Road at Foster Thurston Drive Sandy Point Road at Foster Thurston Drive is a 3-legged intersection with a stop -control on the Sandy Point Road eastbound approach. Foster Thurston Drive slopes towards the south and sight distance is obscured by adjacent slopes and tree lines. A utility pole is located in the northwest corner of the intersection. An unmarked access roadway intersects on the east side of the intersection and leads to trail parking. The roundabout capacity analysis results for a 35 m diameter single -lane roundabout at this location (per concept drawing below and in Appendix B) are summarized as follows: Q (Veh) Q95 (Veh) Delay (s) V/C LOS In{ }el Int LOS I Q (Veh) Q95 (Veh) delay (s) V/C LOS Int Del Int LOS 2-Foster Thurston 2.4 1 7.0- 1 10.42 10.711 8 0.2 1.0 3.79 0.2.0 A 3 - Sandy Point West 0.2 0.5 5.72 0.13 A 9.11 A 1 0.0 1 0.5 1 3.39 1 0.05 1 A 1 6.08 A 4 - Sandy Point South 0.1 1 0.5 1 3.47 10.111 A 1 1.4 1 1.6 1 7.06 10.581 A 2-Foster Thurston 5.2 27FI 19.88 10.851 C 1 0.3 1 1.4 4.02 169� 24 A 3 - Sandy Point West 0.2 0.6 6.95 0.18 A 16.63 0.1 0.5 3.50 06 A 8.07 A 4 - Sandy Point South 0.2 0.5 3.57 C.14 A IF 2.2 5.8 9.79 A In the AM Peak, the heaviest volume is recorded at the southbound through movement, and in the PM Peak, the heaviest volume is recorded at the northbound through movement. The results indicate that with 20% future traffic growth all approaches would operate at LOS C or better during peak hours. Therefore, a single -lane roundabout is appropriate at this location. All capacity analysis reports can be found in Appendix C. July 16, 2020 221 13 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Exhibit 3.4: Sandy Point Road/Foster Thurston Drive Single Lane Roundabout TV Manawagonish Road at Gault Road The Manawagonish Rd at Gault Rd intersection consists of 4 legs that are skewed at inconsistent angles and a center median that functions as a traffic circle. The intersection is raised on a slight grade but has good sight distance in each direction. Traffic circulates around the central island, but entering traffic control is not consistent. Some entries have stop control while other entries have priority where circulating traffic must yield. Utility poles are located on Ocean Westway, Manawagonish Rd, and within the center median that may require relocation. Development access to the south could be accommodated by a direct access into the south side of the roundabout or just to the east of the Manawagonish Rd splitter island. Additionally, the proximity of the intersection to the provincial highway and the Highway 7 Ramp approach places the intersection within NBDTI's Level 1 controlled access area. Further discussion with NBDTI would be required for future upgrades. The roundabout capacity analysis results for a 40 m diameter single -lane roundabout at this location (per concept drawing below and in Appendix B) are summarized as follows: July 16, 2020 222 14 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John AM Q (Veh) Q95 [Veh] decay [s] VIC LOS Ocean Int Del Westway Int LOS Q [Veh] @ Gault Road2019 PM Q95 [Veh] Delay [s] VIC LOS Int Del Int LOS 1 - Manawagonish Road 0.2 0.5 3.76 0.19 A 3.66 Westway O.S 0.1 A 0.1 0.3 @ Gault •o.r 2.0 0.5 0.5 1.3 F' 4.S4 3.73 3.40 4.04 0.32LA 0.09 0.06 0.23 A 2 - Gaunt Road 0.1 0.5 3.49 0.06 A 3 - Route 1 Ramps 0.0 0.5 3.37 0.03 A 4 - Ocean Westway 0.2 0.5 3.66 0.15 A Ocean 1 - Manawagonish Road 0.3 1.3 3.96 0.22 A 3.83 0.6 0.1 A 0.1 0.4 2.7 0.5 0.5 1.5 5.12 3.96 3.51 4.40 0.39 0.11 0.07 0.28 A A A A 4.61 A 2 - Gault Road 0.1 0.5 3.60 0.07 A 3 -Route 1 Ramps 0.0 0.5 3.46 0.04 A 4- Ocean Westway 0.2 0.5 3.83 0.18 A Both peak hours show fairly balanced volumes on each approach at the intersection. The LOS results indicate that a single -lane roundabout is appropriate at this location. All capacity analysis reports can be found in Appendix C. Exhibit 3.5: Manawagonish Road/Gault Road Single Lane Roundabout Millidge Avenue at Somerset Street Millidge Ave at Somerset St is a 3-legged intersection with a stop -control on the Millidge Ave northbound approach. The intersection is on a slight grade with acceptable sight distance toward Somerset Street. Utility poles and barricades are located along the east side of Somerset Street that may require relocation. The Campus -Harbour Bike Trail route provides bike lanes on either side of Millidge Ave (southbound) and Somerset Street connecting the University/Hospital area with uptown Saint John. The bike facilities through the roundabout would require consideration during detailed design. Commercial and residential access driveways are located within 20m of the intersection on Millidge Ave and Somerset St. There are three residential driveways with access July 16, 2020 223 15 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John directly into circulatory roadway of the roundabout. Future developments are also proposed at the intersection which would require some consideration. A roundabout at this intersection would address the awkward layout of the existing intersection and roadway approaches. Currently, motorists coming from the south on Millidge Ave (northbound approach) turn east onto Somerset St at a sharp angle making it difficult to see oncoming cyclists in the bike lane. Motorists can also head north onto Millidge Ave and do so by crossing southbound traffic and pausing in the center median before merging into Millidge Ave northbound traffic. Motorists on Somerset Street wanting to turn left onto Millidge Ave southbound, must make a "left" and perform a U-turn towards Millidge Ave. The current configuration is also a challenge for pedestrians and lacks any defined crossing areas. Historically, capacity at the intersection has not been an issue and traffic has been observed to run smoothly however, a roundabout would be rationalized on the basis of safety benefits. No traffic volumes were available for this intersection, therefore a roundabout capacity analysis was not performed at the intersection. If a roundabout were installed, it is expected to have fairly balanced volumes from each approach at the intersection and perform at an acceptable level of service. A 45.0 m diameter, single lane roundabout is appropriate at this location, per concept drawing below and in Appendix B. Exhibit 3.6: Millidge Ave/Somerset St Roundabout with Single Lane Exits Simms Corner: Main Street West at Lancaster Avenue Simms Corner is a 4-legged intersection with the stop control in the westbound (Lancaster Ave) and northbound (Fairville Blvd) directions. The intersection slopes down toward the west but has good sight distance. Large utility poles are located within the intersection that may require relocation. Railroad tracks cross July 16, 2020 224 16 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Main St W and Fairville Blvd near the intersection and access driveways are located within 50m of the intersection on Lancaster Ave and Main St W. Crandall produced a concept design for this intersection utilizing a 50m inscribed circle diameter and multi -lane entries. The full concept drawing is also provided in Appendix B. This design accommodates Long Combination Vehicles for north -south movements through the roundabout (Fairville Blvd to Bridge St). Design vehicle requirements should be confirmed during the detailed design phase as major industrial properties are in close proximity and utilize Simms Corner. Driveways near the intersection should also be considered during detailed design. Turning restrictions may be required at nearby driveways so queueing on the road does not back into the intersection such as westbound vehicles making a left -turn into the fast-food development driveway on the southside of Main St W. Traffic volumes documented in a report on Simms Corner by Terrain (2007) were used for the level of service analysis. More recent counts were available from 2014, but those were noticeably lower than the 2007 counts and were therefore deemed unreliable. Given that growth in the area has been relatively flat, the 2007 volumes were not growthed up to estimate future traffic volumes. It would be recommended to complete a new count and prepare an optimized lane configuration for the roundabout should the project proceed to a preliminary design phase. The multi -lane roundabout was modelled using Vissim 8 to determine what lane configurations would be required to accommodate traffic at this location. It was determined that a 50 m diameter multi -lane roundabout would operate well with two lane entries and exits on each leg, except for Fairville Blvd which would require only one exiting leg. The results for this configuration are summarized below. The proposed roundabout concept is shown in Exhibit 3.7. Further refinements to determine required lane configuration while also respecting truck turning requirements would be completed during preliminary design. The reconfiguration of this intersection is a high priority for the City's implementation plan and driver education should be promoted early on to ensure the success of the roundabout. All capacity analysis reports can be found in Appendix C. AM Peak PM Peak Max Queue (m) Veh Delay (s) LOS Int. Delay (s) Int. LOS Max Queue (m) Veh Delay (s) LOS Int. Delay (s) Int. LOS 2007 Terrain Report Volumes Main St 112.71 13.56 B 14.33 B 92.81 19.73 C 8.27 A Fairville Blvd 184.40 32.98 D 65.85 7.37 A Lancaster Ave 26.93 4.34 A 21.04 3.16 A Bridge Rd 58.95 3.31 A 109.75 4.95 A July 16, 2020 225 17 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Exhibit 3.7: Simms Corner Roundabout Multi -Lane Roundabout Concept The 2007 Terrain Report evaluated a number of design options for improving the Simms Corner intersection. One option was the installation of a multilane roundabout. The report provided a list of pros and cons for the roundabout design option with a conclusion that the cons deemed the roundabout an unfeasible option. Since 2007, much practical design knowledge has been gained in the roundabout industry and many roundabouts have been installed in Atlantic Canada with wide success. Some conditions that were once considered inappropriate for a roundabout installation are now considered to be manageable. For these reasons, it is prudent to revisit the option of a multi -lane roundabout at Simms Corner in the context of current conditions and design practice. Exhibit 3.8 below shows the list of roundabout "cons" from Terrain's 2007 report and responses from the current context. It is our opinion that a roundabout should be considered a viable option for Simms Corner with further study to confirm the most feasible configuration that balances operations, cost, and property impacts. July 16, 2020 226 18 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Exhibit 3.8: Terrain Report Roundabout Commentary on Simms Corner -ftesponses based on Current con-c-& There are no roundabouts within the area Over a decade later, roundabouts have become and are not consistent with local driver more popular within Atlantic Canada, are a expectations. proven safe and efficient intersection option in the right conditions. Although Saint John has not yet installed a roundabout, other cities in New Brunswick have demonstrated that roundabouts can be successfully implemented with driver education campaigns and quickly gain public acceptance. Roundabouts are typically constructed on Center roundabout medians and entrances/exits flat or rolling terrain with approach grades should not be constructed on grades greater desirably 3-5%. Presently Lancaster than 4%, but having steeper grades on the Avenue has a downgrade of 6.5%. approaches is acceptable, given proper sight Extensive earthwork would be required to lines are maintained and there are minimal flatten approach grades, resulting in cost grade breaks by introducing vertical curves. prohibitive impacts to rail crossings, Extensive earthwork may not necessary be property access, and underground utilities required given the acceptance of existing and services. approach grades. Locating a roundabout near an at grade Simms Corner is adjacent to the rail crossing rail crossing is generally discouraged. regardless of the improvements made. A roundabout should not be excluded for this reason. A comprehensive traffic study is required The network of coordinated traffic signals is not to locate a roundabout within the extensive, and a roundabout should not be coordinated signal network. excluded for this reason. On -street parking to the intersection is not On -street parking may require relocation but is recommended and the presence of the manageable. Property access may be impacted roundabout may impact access to the minimally in the current concept. immediately adjacent land of Tim Hortons/Wendy's. A roundabout requires expensive retaining The Simms Brush building has since been wall replacement along the Simms Brush demolished and the site reconstructed as a truck building. entrance to the Pulp and Paper Mill. The retaining wall has been replaced by a steep rock slope. Although this still is a constraint and earthwork may be required, there may be flexibility in the design to avoid costly impacts. A roundabout requires extensive property In the current concept, property acquisition does acquisition. not appear to be overly extensive and a roundabout should not be excluded for this reason. July 16, 2020 227 19 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John 4 Implementation Roundabouts provide several benefits over conventional intersections. This type of intersection provides motorists with a safer environment, while also offering operational, environmental and economic benefits. For a community that is introducing its first roundabout, it is good practice that the first roundabout be a single lane roundabout so that drivers can become accustomed to roundabouts in a low complexity environment; however, this does not preclude a multi -lane roundabout from being the priority for implementation. Roundabouts are becoming more and more commonplace throughout New Brunswick with increasing complexity. Therefore, public exposure to roundabouts is much higher than several years ago and with a comprehensive public education campaign, a multi -lane roundabout could be implemented successfully as Saint John's first roundabout. Based on the level of need, we recommend that installation of the five candidate roundabouts be considered in the following order of priority: Main Street W at Lancaster Avenue (Simms Corner): A 50 m diameter multi -lane roundabout with double lanes entering all approaches, and double lane exits (with the exception of Fairville Boulevard which requires only a single exit lane) would operate well at this intersection. The reconfiguration of this intersection has remained a high priority for the City and is critical to the long-term traffic flow in this area and the removal of truck traffic from residential streets. A proper driver education strategy should be promoted early on to ensure the success of the roundabout. Although a 2007 study determined that a roundabout would not be feasible at this location, many of the concerns may now be overcome due to an evolution of roundabout design knowledge and practical experience. It is our opinion that a roundabout should be considered a viable option for Simms Corner with further study, new count data, and preliminary design work to confirm the most feasible configuration that balances operations, cost, and property impacts. 2. Rothesay Road at Ashburn Road: A 35 m diameter single lane roundabout is recommended for installation at this intersection. The need to address the intersection configuration is evident due to the capacity and traffic delays under existing conditions. This roundabout will require minor right-of-way acquisition. During design, drainage requirements will need to be reviewed carefully given this area is low lying and prone to flooding. 3. Sandy Point Road at Foster Thurston Drive: A 35 m diameter single lane roundabout is recommended at this location. In 2011, a traffic study was performed by the City of Saint John recommending upgrades at this intersection to address operational and safety concerns. A roundabout would provide an effective solution that July 16, 2020 228 20 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John would be fairly simple to install with minimal disruption to the existing area. 4. Manawagonish Road at Gault Road: A 40m diameter single lane roundabout would be appropriate for installation at this intersection. Although there is no history of significant operational or safety issues at this intersection, the awkward layout of the intersection and irregular traffic control are causes for concern. The proposed roundabout is a standard approach that would correct the configuration of this intersection. This roundabout would require provincial coordination in addition to property acquisition near the intersection. Development access to the south could be accommodated by a direct access into the south side of the roundabout or just to the east of the Manawagonish Road splitter island. 5. Millidge Avenue at Somerset Street: A 45 m diameter single lane roundabout would be appropriate at this intersection. Although there is no history of significant operational or safety issues at this intersection, the awkward layout of the intersection and irregular traffic control are causes for concern, particularly for pedestrians and cyclists. The proposed roundabout is a standard approach that would correct the configuration of this intersection. This roundabout appears to fit within the existing right-of-way. July 16, 2020 229 21 CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Appendix A Traffic Volumes July 16, 2020 230 22 Road Volumes TMV 2015-01-1211:30 Movement Southbound 14 69 SouthboundTc 0 83 Northbound 45 0 NorthboundTc 13 58 Eastbound 62 0 Eastbound 19 To 81 Grand Total 222 Lights 14 68 0 82 43 0 13 56 62 0 19 81 219 Other Vehicles 0 1 0 1 2 0 0 2 0 0 0 0 3 2015-01-1211:45 7 53 0 60 38 0 9 47 40 0 12 52 159 Lights 7 51 0 58 38 0 9 47 40 0 12 52 157 Other Vehicles 0 2 0 2 0 0 0 0 0 0 0 0 2 2015-01-1212:00 10 57 0 67 49 0 21 70 45 0 13 58 195 Lights 10 56 0 66 49 0 20 69 44 0 12 56 191 Other Vehicles 0 1 0 1 0 0 1 1 1 0 1 2 4 2015-01-1212:15 11 43 0 54 64 0 18 82 52 0 11 63 199 Lights 11 43 0 54 64 0 18 82 52 0 11 63 199 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-1212:30 3 64 0 67 44 0 22 66 48 0 21 69 202 Lights 3 62 0 65 44 0 22 66 48 0 21 69 200 Other Vehicles 0 2 0 2 0 0 0 0 0 0 0 0 2 2015-01-1212:45 2 71 0 73 52 0 32 84 42 0 14 56 213 Lights 2 70 0 72 49 0 30 79 41 0 13 54 205 Other Vehicles 0 1 0 1 3 0 2 5 1 0 1 2 8 2015-01-1213:00 11 65 0 76 53 0 25 78 45 0 16 61 215 Lights 11 64 0 75 53 0 25 78 44 0 16 60 213 Other Vehicles 0 1 0 1 0 0 0 0 1 0 0 1 2 2015-01-1213:15 8 56 0 64 44 0 23 67 33 0 22 55 186 Lights 8 55 0 63 41 0 23 64 33 0 22 55 182 Other Vehicles 0 1 0 1 3 0 0 3 0 0 0 0 4 2015-01-1213:30 7 57 0 64 54 0 9 63 43 0 17 60 187 Lights 6 54 0 60 52 0 9 61 43 0 17 60 181 Other Vehicles 1 3 0 4 2 0 0 2 0 0 0 0 6 2015-01-1213:45 5 57 0 62 45 0 24 69 42 0 17 59 190 Lights 5 53 0 58 45 0 24 69 40 0 17 57 184 Other Vehicles 0 4 0 4 0 0 0 0 2 0 0 2 6 2015-01-1214:00 4 52 0 56 47 0 22 69 50 0 21 71 196 Lights 4 52 0 56 43 0 21 64 50 0 21 71 191 Other Vehicles 0 0 0 0 4 0 1 5 0 0 0 0 5 2015-01-12 14:15 10 57 0 67 43 0 19 62 57 0 17 74 203 Lights 10 52 0 62 41 0 17 58 54 0 17 71 191 Other Vehicles 0 5 0 5 2 0 2 4 3 0 0 3 12 2015-01-1214:30 7 55 0 62 47 0 16 63 64 0 21 85 210 Lights 5 52 0 57 46 0 16 62 63 0 21 84 203 Other Vehicles 2 3 0 5 1 0 0 1 1 0 0 1 7 2015-01-1214:45 5 45 0 50 48 0 15 63 64 0 19 83 196 Lights 5 44 0 49 47 0 14 61 63 0 19 82 192 Other Vehicles 0 1 0 1 1 0 1 2 1 0 0 1 4 2015-01-1215:00 7 51 0 58 60 0 20 80 71 0 21 92 230 Lights 7 51 0 58 54 0 20 74 70 0 21 91 223 Other Vehicles 0 0 0 0 6 0 0 6 1 0 0 1 7 2015-01-12 15:15 6 76 0 82 69 0 29 98 89 0 33 122 302 Lights 6 71 0 77 65 0 28 93 89 0 33 122 292 Other Vehicles 0 5 0 5 4 0 1 5 0 0 0 0 10 2015-01-12 15:30 4 61 0 65 67 0 16 83 98 0 47 145 293 Lights 4 58 0 62 67 0 15 82 98 0 47 145 289 Other Vehicles 0 3 0 3 0 0 1 1 0 0 0 0 4 2015-01-1215:45 5 38 0 43 75 0 20 95 105 0 36 141 279 Lights 5 38 0 43 73 0 20 93 105 0 36 141 277 Other Vehicles 0 0 0 0 2 0 0 2 0 0 0 0 2 2015-01-12 16:00 10 46 0 56 88 0 11 99 113 0 51 164 319 Lights 10 45 0 55 86 0 11 97 111 0 49 160 312 Other Vehicles 0 1 0 1 2 0 0 2 2 0 2 4 7 2015-01-12 16:15 5 51 0 56 101 0 23 124 121 0 66 187 367 Lights 4 49 0 53 98 0 23 121 119 0 66 185 359 Other Vehicles 1 2 0 3 3 0 0 3 2 0 0 2 8 2015-01-12 16:30 9 52 0 61 93 0 24 117 124 0 37 161 339 Lights 9 50 0 59 93 0 23 116 123 0 37 160 335 Other Vehicles 0 2 0 2 0 0 1 1 1 0 0 1 4 2015-01-12 16:45 9 42 0 51 121 0 26 147 101 0 50 151 349 Lights 9 41 0 50 120 0 25 145 101 0 50 151 346 Other Vehicles 0 1 0 1 1 0 1 2 0 0 0 0 3 2015-01-12 17:00 2 36 0 38 94 0 24 118 112 0 40 152 308 Lights 2 34 0 36 94 0 24 118 111 0 40 151 305 Other Vehicles 0 2 0 2 0 0 0 0 1 0 0 1 3 2015-01-12 17:15 0 52 0 52 133 0 24 157 78 0 50 128 337 Lights 0 51 0 51 131 0 24 155 78 0 50 128 334 Other Vehicles 0 1 0 1 1 1 2 0 0 1 2 1 0 0 0 1 0 1 3 231 2015-01-1217:30 4 37 0 41 93 0 11 104 64 0 31 95 240 Lights 4 36 0 40 91 0 11 102 64 0 31 95 237 Other Vehicles 0 1 0 1 2 0 0 2 0 0 0 0 3 2015-01-1217:45 4 40 0 44 66 0 12 78 52 0 29 81 203 Lights 4 40 0 44 66 0 12 78 52 0 29 81 203 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-1218:00 11 33 0 44 66 0 18 84 55 0 13 68 196 Lights 11 32 0 43 66 0 18 84 55 0 13 68 195 Other Vehicles 0 1 0 1 0 0 0 0 0 0 0 0 1 2015-01-1218:15 4 35 0 39 43 0 6 49 32 0 20 52 140 Lights 4 35 0 39 43 0 6 49 32 0 19 51 139 Other Vehicles 0 0 0 0 0 0 0 0 0 0 1 1 1 2015-01-1218:30 5 48 0 53 44 0 6 50 31 0 10 41 144 Lights 5 47 0 52 43 0 6 49 31 0 10 41 142 Other Vehicles 0 1 0 1 1 0 0 1 0 0 0 0 2 2015-01-1218:45 6 40 0 46 40 0 7 47 39 0 14 53 146 Lights 6 40 0 46 40 0 7 47 39 0 14 53 146 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-1219:00 6 32 0 38 34 1 7 42 31 0 13 44 124 Lights 6 31 0 37 34 1 7 42 31 0 13 44 123 Other Vehicles 0 1 0 1 0 0 0 0 0 0 0 0 1 2015-01-12 19:15 4 44 0 48 36 0 10 46 29 0 16 45 139 Lights 4 42 0 46 36 0 10 46 29 0 16 45 137 Other Vehicles 0 2 0 2 0 0 0 0 0 0 0 0 2 2015-01-1219:30 4 35 0 39 35 0 5 40 50 0 16 66 145 Lights 4 35 0 39 35 0 5 40 50 0 16 66 145 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-1219:45 1 25 0 26 31 0 5 36 43 0 19 62 124 Lights 1 25 0 26 31 0 5 36 43 0 19 62 124 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 20:00 0 17 0 17 31 0 6 37 33 0 9 42 96 Lights 0 17 0 17 31 0 6 37 33 0 9 42 96 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 20:15 0 10 0 10 32 0 5 37 26 0 14 40 87 Lights 0 10 0 10 32 0 5 37 25 0 14 39 86 Other Vehicles 0 0 0 0 0 0 0 0 1 0 0 1 1 2015-01-12 20:30 2 16 0 18 19 0 6 25 21 0 9 30 73 Lights 2 16 0 18 19 0 6 25 21 0 9 30 73 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 20:45 2 12 0 14 33 0 1 34 22 0 16 38 86 Lights 2 12 0 14 33 0 1 34 22 0 16 38 86 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 21:00 2 19 0 21 30 0 5 35 15 0 10 25 81 Lights 2 19 0 21 30 0 5 35 15 0 10 25 81 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 21:15 2 20 0 22 30 0 5 35 14 0 12 26 83 Lights 2 20 0 22 30 0 5 35 14 0 12 26 83 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 21:30 1 10 0 11 26 0 5 31 11 0 8 19 61 Lights 1 10 0 11 26 0 5 31 11 0 8 19 61 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 21:45 0 8 0 8 21 0 6 27 9 0 2 11 46 Lights 0 8 0 8 21 0 6 27 9 0 2 11 46 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 22:00 1 4 0 5 18 0 3 21 19 0 11 30 56 Lights 1 4 0 5 18 0 3 21 19 0 11 30 56 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 22:15 1 8 0 9 13 0 0 13 9 0 5 14 36 Lights 1 8 0 9 13 0 0 13 8 0 5 13 35 Other Vehicles 0 0 0 0 0 0 0 0 1 0 0 1 1 2015-01-12 22:30 0 3 0 3 9 0 0 9 12 0 4 16 28 Lights 0 3 0 3 9 0 0 9 12 0 4 16 28 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 22:45 0 8 0 8 2 0 0 2 13 0 3 16 26 Lights 0 8 0 8 2 0 0 2 13 0 3 16 26 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 23:00 0 4 0 4 8 0 0 8 10 0 1 11 23 Lights 0 4 0 4 8 0 0 8 10 0 1 11 23 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 23:15 0 3 0 3 2 0 0 2 7 0 4 11 16 Lights 0 3 0 3 2 0 0 2 7 0 4 11 16 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 23:30 1 1 0 2 4 0 2 6 16 0 4 20 28 Lights 1 1 0 2 4 0 2 6 16 0 4 20 28 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-12 23:45 0 4 0 4 2 0 0 2 11 0 2 13 19 Lights 0 4 0 4 2 0 0 2 11 0 2 13 19 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 0 0 0 0 3 0 1 4 10 0 1 11 15 Lights 0 0 0 0 3 0 1 4 10 0 1 11 15 Other Vehicles 0 0 0 1 0 1 0 0 0 1 0 1 0 0 0 1 0 1 0 2015-01-13 0:15 0 1 0 1 5 0 0 5 5 0 1 6 12 Lights 0 1 0 1 1 1 5 0 0 1 5 1 5 0 1 1 6 1 12 P19% Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 0:30 0 1 0 1 5 0 0 5 2 0 2 4 10 Lights 0 1 0 1 5 0 0 5 2 0 2 4 10 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 0:45 0 3 0 3 3 0 0 3 4 0 0 4 10 Lights 0 3 0 3 3 0 0 3 4 0 0 4 10 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-131:00 2 1 0 3 1 0 1 2 0 0 0 0 5 Lights 2 1 0 3 1 0 1 2 0 0 0 0 5 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-131:15 0 1 0 1 1 0 1 2 1 0 0 1 4 Lights 0 1 0 1 1 0 1 2 1 0 0 1 4 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-131:30 0 2 0 2 0 0 0 0 1 0 0 1 3 Lights 0 2 0 2 0 0 0 0 1 0 0 1 3 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-131:45 0 4 0 4 0 0 1 1 1 0 0 1 6 Lights 0 4 0 4 0 0 1 1 1 0 0 1 6 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 2:00 0 0 0 0 3 0 0 3 0 0 0 0 3 Lights 0 0 0 0 3 0 0 3 0 0 0 0 3 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 2:15 0 0 0 0 2 0 1 3 1 0 2 3 6 Lights 0 0 0 0 2 0 0 2 1 0 2 3 5 Other Vehicles 0 0 0 0 0 0 1 1 0 0 0 0 1 2015-01-13 2:30 0 1 0 1 2 0 0 2 0 0 2 2 5 Lights 0 1 0 1 1 0 0 1 0 0 2 2 4 Other Vehicles 0 0 0 0 1 0 0 1 0 0 0 0 1 2015-01-13 2:45 1 0 0 1 0 0 0 0 3 0 0 3 4 Lights 1 0 0 1 0 0 0 0 2 0 0 2 3 Other Vehicles 0 0 0 0 0 0 0 0 1 0 0 1 1 2015-01-13 3:00 0 0 0 0 0 0 0 0 0 0 0 0 0 Lights 0 0 0 0 0 0 0 0 0 0 0 0 0 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 3:15 1 1 0 2 3 0 1 4 2 0 0 2 8 Lights 1 1 0 2 3 0 1 4 1 0 0 1 7 Other Vehicles 0 0 0 0 0 0 0 0 1 0 0 1 1 2015-01-13 3:30 0 1 0 1 1 0 1 2 4 0 0 4 7 Lights 0 1 0 1 1 0 1 2 4 0 0 4 7 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 3:45 0 1 0 1 0 0 0 0 0 0 0 0 1 Lights 0 1 0 1 0 0 0 0 0 0 0 0 1 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 4:00 0 0 0 0 0 0 0 0 1 0 0 1 1 Lights 0 0 0 0 0 0 0 0 1 0 0 1 1 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 4:15 0 1 0 1 1 0 0 1 1 0 0 1 3 Lights 0 1 0 1 1 0 0 1 1 0 0 1 3 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 4:30 0 0 0 0 1 0 0 1 1 0 0 1 2 Lights 0 0 0 0 1 0 0 1 1 0 0 1 2 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 4:45 1 1 0 2 0 0 0 0 3 0 0 3 5 Lights 1 1 0 2 0 0 0 0 2 0 0 2 4 Other Vehicles 0 0 0 0 0 0 0 0 1 0 0 1 1 2015-01-13 5:00 1 1 0 2 0 0 0 0 1 0 0 1 3 Lights 1 1 0 2 0 0 0 0 1 0 0 1 3 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 5:15 1 7 0 8 0 0 0 0 0 0 0 0 8 Lights 1 7 0 8 0 0 0 0 0 0 0 0 8 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 5:30 1 22 0 23 2 0 2 4 2 0 0 2 29 Lights 1 22 0 23 2 0 2 4 2 0 0 2 29 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 5:45 2 14 0 16 5 0 2 7 1 0 0 1 24 Lights 2 14 0 16 5 0 1 6 1 0 0 1 23 Other Vehicles 0 0 0 0 0 0 1 1 0 0 0 0 1 2015-01-13 6:00 1 22 0 23 2 0 4 6 2 0 3 5 34 Lights 1 22 0 23 2 0 4 6 2 0 3 5 34 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 6:15 9 23 0 32 6 0 5 11 4 0 1 5 48 Lights 9 23 0 32 5 0 5 10 4 0 1 5 47 Other Vehicles 0 0 0 0 1 0 0 1 0 0 0 0 1 2015-01-13 6:30 9 44 0 53 12 0 9 21 4 0 5 9 83 Lights 9 44 0 53 11 0 9 20 3 0 5 8 81 Other Vehicles 0 0 0 0 1 0 0 1 1 0 0 1 2 2015-01-13 6:45 16 68 0 84 11 0 17 28 10 0 2 12 124 Lights 16 67 0 83 10 0 17 27 10 0 2 12 122 Other Vehicles 0 1 0 1 1 0 0 1 0 0 0 0 2 2015-01-13 7:00 8 82 0 90 3 0 20 23 8 0 2 10 123 Lights 8 82 0 90 3 0 20 23 8 0 2 10 123 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 2015-01-13 7:15 31 114 0 145 17 0 28 45 29 0 6 35 225 Lights 31 113 0 144 15 0 28 43 29 0 6 35 222 Other Vehicles 0 1 0 1 2 0 0 2 0 0 0 0 3 2015-01-13 7:30 28 124 0 152 26 0 21 47 44 0 11 55 254 Lights 28 123 0 151 23 0 21 44 44 0 11 55 250 Other Vehicles 0 1 0 1 3 0 0 3 0 0 0 0 4 2015-01-13 7:45 34 201 0 235 22 0 33 55 35 0 10 45 335 Lights 34 201 0 235 19 0 32 51 34 0 10 44 330 Other Vehicles 0 0 0 0 3 0 1 4 1 0 0 1 5 2015-01-13 8:00 37 180 0 217 29 0 22 51 25 0 5 30 298 Lights 35 175 0 210 24 0 22 46 24 0 5 29 285 Other Vehicles 2 5 0 7 5 0 0 5 1 0 0 1 13 2015-01-13 8:15 45 168 0 213 24 0 16 40 29 0 5 34 287 Lights 43 167 0 210 23 0 16 39 27 0 5 32 281 Other Vehicles 2 1 0 3 1 0 0 1 2 0 0 2 6 2015-01-13 8:30 39 137 0 176 20 0 18 38 19 0 5 24 238 Lights 39 137 0 176 18 0 18 36 19 0 5 24 236 Other Vehicles 0 0 0 0 2 0 0 2 0 0 0 0 2 2015-01-13 8:45 22 96 0 118 27 0 21 48 32 0 8 40 206 Lights 22 92 0 114 25 0 20 45 31 0 8 39 198 Other Vehicles 0 4 0 4 2 0 1 3 1 0 0 1 8 2015-01-13 9:00 20 66 0 86 26 0 19 45 26 0 2 28 159 Lights 19 63 0 82 26 0 18 44 25 0 2 27 153 Other Vehicles 1 3 0 4 0 0 1 1 1 0 0 1 6 2015-01-13 9:15 12 50 0 62 18 0 13 31 30 0 9 39 132 Lights 12 50 0 62 16 0 13 29 28 0 9 37 128 Other Vehicles 0 0 0 0 2 0 0 2 2 0 0 2 4 2015-01-13 9:30 12 56 0 68 26 0 16 42 19 0 5 24 134 Lights 12 53 0 65 25 0 14 39 18 0 5 23 127 Other Vehicles 0 3 0 3 1 0 2 3 1 0 0 1 7 2015-01-13 9:45 18 47 0 65 19 0 12 31 33 0 15 48 144 Lights 18 44 0 62 19 0 12 31 31 0 15 46 139 Other Vehicles 0 3 0 3 0 0 0 0 2 0 0 2 5 2015-01-13 10:00 12 49 0 61 30 0 13 43 39 0 17 56 160 Lights 12 49 0 61 26 0 13 39 38 0 17 55 155 Other Vehicles 0 0 0 0 4 0 0 4 1 0 0 1 5 2015-01-13 10:15 9 60 0 69 28 0 8 36 32 0 16 48 153 Lights 9 57 0 66 25 0 6 31 32 0 15 47 144 Other Vehicles 0 3 0 3 3 0 2 5 0 0 1 1 9 2015-01-1310:30 9 52 0 61 30 0 13 43 42 0 6 48 152 Lights 9 52 0 61 29 0 12 41 41 0 6 47 149 Other Vehicles 0 0 0 0 1 0 1 2 1 0 0 1 3 2015-01-1310:45 4 57 0 61 27 0 16 43 43 0 10 53 157 Lights 4 56 0 60 26 0 14 40 43 0 10 53 153 Other Vehicles 0 1 0 1 1 0 2 3 0 0 0 0 4 2015-01-1311:00 9 55 0 64 36 0 11 47 27 1 10 38 149 Lights 9 55 0 64 36 0 11 47 27 1 9 37 148 Other Vehicles 0 0 0 0 0 0 0 0 0 0 1 1 1 2015-01-1311:15 10 49 0 59 36 0 13 49 34 0 9 43 151 Lights 10 48 0 58 34 0 13 47 34 0 8 42 147 Other Vehicles 0 1 0 1 2 0 0 2 0 0 1 1 4 2015-01-1311:30 1 5 0 6 3 0 0 3 0 0 0 0 9 Lights 1 5 0 6 3 0 0 3 0 0 0 0 9 Other Vehicles 0 0 0 0 0 0 0 0 0 0 0 0 0 Grand Total 627 3690 0 4317 2858 1 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NN O M M O O O O N 1 N ti O y ti ti O O O O 0 C rl C m 1 y M �y ti N O O O ti 0 W [O O [O [O O O O O 01 01 0 V1 � O y ti ti O O O O 0 0 O N� O y o�y f O O O N N 0 M� O y M ti O O O O 0 0 O M� O y �y N O O O O O O N� O y n �y rl O O O O O O" M M O M M N N O O O O m N O1 O1 N N O W [O �y O O O O ti ti O V1 � y Oy O O O ti ti O O O O 10 ti o rl N n V1 V1 O N N I� N N N N N N O w w O N N M M O N N 0 0 0 N N V1 O N y C O M O O O O N ti M O1 [O rl `i O y ti 0 N N O w N N M O O O O 10 10 O O M M O O M O Y v O LO➢ > o L o s O O O I� . ri I rl M M O V1 C O Y v O LO➢ > o L o s O O O m mO w w O N N O O O O Y v O LO➢ > o L o s O O O N, N,O ti ti O N N O V1 O Y v O LO➢ > o L o s O O O w wO N N 0 M M O O M O Y v O LO➢ > o s o s O O O w wO m m O M M O V1 C O Y v O LO➢ > o s o s O O O ti ti O M M O 1 1 O O O O Y v O LO➢ > o s o s O O O n . ri M M O N N O V1 O Y v O LO➢ > o s o s O O O C C O w w O N N O O M O Y v O LO➢ > o s o s O O O m mO rl ri O M M 0 V1 C O Y v O LO➢ > o L o s O O O 10 10 O C C O 0 0 0 O O O N O Y v o L0➢ > a L o s O O O � wN C M rl 1 1 O V1 O N O Y v o L0➢ > a L o s O O O o oO C M, O O O O M O N O Y v o Lw > a L o s O O O o oO M N, M M O V1 C O N O Y v o Lw > a L o s O O O o oO N N O C C O O O rl N O Y v o Lw > a L o s O O O � � O o o O, C C O V1 rl N O Y v o L0➢ > a L o s O O O N O wI� ri l C N N o C w O O O N O M rl Nm O ~ Y v o L0➢ > a a L o S Foster Thurston/Sandy Pt. 2010 Nov 30, Tue NB 5B WB EB LT TH RT LT TH RT LT TH RT LT TH RT 7:00-8:00 12 116 2 0 638 10 1 0 0 35 1 65 8:00-9:00 17 105 0 0 735 17 2 1 0 20 1 67 11:30 - 12:30 16 161 1 0 158 27 0 0 0 24 0 16 12:30-13:30 20 199 5 1 268 28 3 1 2 31 0 30 16:00 - 17:001 59 1 571 2 1 173 1 41 0 0 2 29 0 19 17:00 - 18:001 55 1 382 2 1 1 1 162 1 50 0 1 0 1 2 1 24 1 0 29 Total 880 965 403 588 897 707 PZIIK r a d G N V = N O O E W O co a N d d m Z a+ u 1� Ln N -1 00 (D 00 00 1:3- N 1:3- -1 N N -i M - Ln a) Ln 00 N 00 (O 1, -i M 1:3- 1:3- O -1 M L L3 a) M mT (D (D (D V Lo Ln (D (D 00 00 00 1, (D O O ~ 2 Ln Ln 1, 00 N 1:3- 1:3- (D (D V 00 O 0 O r-I 1l M r-I r-I (D 1:3- r-I O M :3- M O O M M�1:3- M O 0 00 = r-I r-I M 1, 1:3- M1:3- n O M (D E 2 N N 1:31:3 M 1:31:3 M M V Cl) Cl) V 1:31:3 M 1:31:31:31:31:31:3 M M LO 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O -1 O O L T U) N (D 3) M M 00 -i M O O M Il N 00 lD O 00 M 00 N mc-i 7 - - c-i N c-I N N N N M N N N M M N N1:3- M M M M M y O L � L i U LLI 'cc O M N (D L (D (D 00 1� 1-0 M LC) 00 10 n 00 O oo N 00 10 (D � � � n � � O (O (O I-- 00 O oo 00 00 00 Q1 Ln Q1 00 Q1 00 00 I, N .M-I .^-I .�-I J Q1 1, (D 1, (D rl Q) 1l (D 1- LO N N 00 O Ln 1, Ln Q) (D (D M N N }' L r-I r-I r-I N r-I r-I N V CO CO V M�T N M M mT M mT mT M Ln R > N O 00 Il 00 O (D M 1:3- L(7 V O N O LI1 M r-I 1:3- M 1:3- LI1 00 O Il Q1 O 0 i M M Ln Ln (D Ln Ln M Lo Lo Lo (C) Ln 1, Ln :3- Ln (D :3- M m L y : H O L Z O O —1 O —1 00 O N O 0 0 —i —1 O tV 00 0 r1 —1 —1 O LL N J r-I M N M N (D N M 0 1- 00 1- LO O O M N (D M M 1:3- N 00 1l N .--I M � � � M r-I = N N c-I r-I N c-I r-I r-I r-I r-I _i -i N � C N � > a a 0 0 c-I N 00 r-I I� r-I M r-I 1" r-I m1:3- r-I N O N M M V V 0 N 1- N V M m N m M 00 M m N m M 00 M O M (D N m N r-I M m N L O L N N H R V O O O O O O O O O O O O O O O O O r-I O O O O r-I O cc$ J y J (D 1:3- n n M M M M 1- N LO O 1- M M r-I O M 1l r-I n N M1:3- +' Ln Ln 1, 00 1l M N M O CO N N N M O M 1l Q) 1l (D (D N r-I Q) Cc a 0 7 O O O O N O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 X O 7 O � t 'C O m (n M r-I Q1 O M M M N 1- V M O r-I 1:3- N1:3- N Ln C N N 00 (D r-I r-I r-I r-I r-I -i N N N N M N N N -i -i N J �+ O O L L(i O LI1 O LI1 Lr-In O LI1 n O LI1 O Ln O Ln O LI1 O LI1 O LI1 O LI1 M IT V O M H O O M O r-I M U) O N -' N M� N N O 00 -' 00 M 00 7 00 N N N = N -i M -i M -i (D -i (D c-I (D I r-I (D r-I 1� r-I n r-I n c-I n c-I 00 00 Y N I � o o O O O LC) O N II II II II LL o LL o Y U 0 7 I I 7 MMM= O O � o o ITm � co m o N o (D co M CO co 0 o a0 F N N O N � o o O O O 00 0 C) 0 M Cn I- N N o O O 0 0 0 (O � O L O L O 2 2 2 2 N N a a a a 0 O M I I 0 Y U 7 C7 O O O M O co V 00 LO O co O Cl) O V Cl) LO O m LO O LO Cl) LO O a L4 E N Lu (D I� N 0) 00 00 m —i I� M M M —i M 1:3- M N A _ Ln I� Q1 Q1 Q1 (O V 1:3- m 1:3- m (D m m 1:3- 1:3- 1:3- M L La 0 O� O (D N 00 O I, n Ln Q) 0o V O O LC) r-I (D M (D (D (D M M N M N r-I r-I N N N N r-I c-I r-I r-I r-I r-I r-I r-I r-I E +�+ Lo 0 000000000000000000000000 L (a a) � O O N O O N O O O O N O N O 0 0 0 7 r-I r-I r-I r-I r-I y O L � L i cn LU N N M M I, (D (D M N N V O -1 1:3- (D .1 1:3- O M�1:3- r-I O J -I N N N r-I N O r-I O 0 0 0 r-I r-I r-I r-I O O O M O O O L L4 N a 0 N M (D 1:3- r, (D M G M N V M N N r-I M M M M M N N O O O � L m t y � H O L Z OOOOOOOONCD 0 0 O r-I O tV 0 0 0 r-I O O O IL a) J 0 0 0 r-I r-I N M r-I 0 0 0 O O r-I O O O O O r-I r-I O O L a) � C a) � as O O O r-I r-I O M tV IT N C7 O N NM N O r-I 00 r-I O CD L O L N H R V O O O O O O O O O O O O O O O O O O O O O O O O J y J ++ -I Ln 1:3- 00 00 Q1 00 (D LO I-- N (0 1:3- Ln 1:3- (D I, N M r-I 1:3- N N L 2) O 0 O O O O O O O O O O O O O O O O O O O O O O O O X O 7 'C O m (n O O r-I O r-I r-I r-I O N O O 0 0 0 -1 O O O O O O O a) J E O LO O LO O m O m O LI1 O Ln O Ln O Lo L4 OMOMOMOM M V O= M H O -1 O - O -1 M V +' (n O —i M :3- O —i M N N N N M M I, � r, � 00 00 00 00 co O V N N LO O N O 1— ffv� O co co O co O V co V O co O O L a a O 0o co 0o 1— co V LO 0o 0o O co O 1— O LO 1— N O co N a R E ++ N W N N CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Appendix B Roundabout Concepts July 16, 2020 243 23 COZ ¢n U -�m 2 0 =Z0 - o i ` ZN p? V y \ 00 oa z 'W N ' F 1 r m w 0 wo m 3� 9 r Q CQs z x °Oz z 0 0 its ZW pww = - w N z _ w= rwo a0 - w a Z coo rn w r. 0 p r N w - a Q D _ v r t. t R a r � At 400 3niaa NoisanHi831soj h� • do d� Q Z i O w U wz OU m ~ W w O o U ¢ ¢ W m w a 00 I m n X n 0O ' O N Z 2 O p 11 1 r JE `� Pfih v �� t CRANDALL ENGINEERING AND IBI GROUP FINAL REPORT MOVESJ ROUNDABOUT STRATEGY Prepared for City of Saint John Appendix C Traffic Analysis Report Output July 16, 2020 249 24 Junctions 9 ARCADY 9 - Roundabout Module Version: 9.5.0.6896 @ Copyright TRL Limited, 2018 For sales and distribution information, program advice and maintenance, contact TRL: +44 (0)1344 379777 software@trl.co.uk www.trlsoftware.co.uk The users of this computer program for the solution of an engineering problem are in no way relieved of their responsibility for the correctness of the solution Filename: Ocean Westway @ Gault Road.j9 Path: Q:\2019\1900497-00-C - MoveSJ Phase 3Wdmin\Design\Roundabout Analysis\Ocean Westway @ Gault Road Report generation date: 03/12/2019 9:32:06 AM »Ocean Westway @ Gault Road - 2U19, ISM »Ocean Westway @ Gault Road - 2019, PM »Ocean Westway @ Gault Road - 20%, AM »Ocean Westway @ Gault Road - 20%, PM Summary of intersection performance There are warnings associated with one ormore model runs - see the 'Data Errors and Warnings' tables for each Analysis or Demand Set. Values shown are the highest values encountered over all time segments. Delay is the maximum value of Av. delay per arriving vehicle. Int LOS and Int Del are demand -weighted Av.s. P4�91 Units Distance units Speed units Traffic units input Traffic units results Flow units Av. delay units Total delay units Rate of delay units m kph Veh Veh perHour s -Min perMin w "-4 79.. • 15b1�} � The intersection diagram reflects the last run of Intersections. Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 3.66 A 251 Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Manawagonish Road ONE HOUR ✓ 199 100.000 2 - Gault Road ONE HOUR ✓ 56 100.000 3 -Route 1 Ramps ONE HOUR ✓ 35 100.000 4 - Ocean Westway ONE HOUR ✓ 160 100.000 Results Summary for whole modelled period Total Leg Max V/C Max Delay (s) Max Q (Veh) Max Q95 Max LOS Av. Demand Intersection (Veh) (Veh/hr) Arrivals (Veh) 1 - Manawagonish Road 0.19 3.76 0.2 0.5 A 199 199 2 - Gault Road 0.06 3.49 0.1 0.5 A 56 56 3 -Route 1 Ramps 0.03 3.37 0.0 0.5 A 35 35 4 - Ocean Westway 0.15 3.66 0.2 0.5 A 160 160 Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 4.19 A Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Manawagonish Road ONE HOUR ✓ 338 100.000 2 - Gault Road ONE HOUR ✓ 83 100.000 3 -Route 1 Ramps ONE HOUR ✓ 58 100.000 4 - Ocean Westway ONE HOUR ✓ 244 100.000 Results Summary for whole modelled period Leg Max V/C Max Delay (s) Max Q (Veh) Max Q95 Max LOS (Veh) Av. Demand Total (Veh/hr) Intersection Arrivals (Veh) PM 1 - Manawagonish Road 0.32 4.54 0.5 2.0 A 338 338 2 - Gault Road 0.09 3.73 0.1 0.5 A 83 83 3 -Route 1 Ramps 0.06 3.40 0.1 0.5 A 58 58 4 - Ocean Westway 0.23 4.04 0.3 1.3 A 244 244 Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 3.83 A Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Manawagonish Road ONE HOUR ✓ 239 100.000 2 - Gault Road ONE HOUR ✓ 67 100.000 3 -Route 1 Ramps ONE HOUR ✓ 42 100.000 4 - Ocean Westway ONE HOUR ✓ 192 100.000 Results Summary for whole modelled period Max Q95 Av. Demand Total Leg Max V/C Max Delay (s) T'Max Q (Veh) (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 1 - Manawagonish Road 0.22 3.96 0.3 1.3 A 239 239 2 - Gault Road 0.07 3.60 0.1 0.5 A 67 67 3 -Route 1 Ramps 0.04 3.46 0.0 0.5 A 42 42 4 - Ocean Westway 0.18 3.83 0.2 0.5 A 192 192 PW Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 4.61 A Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Manawagonish Road ONE HOUR ✓ 406 100.000 2 - Gault Road ONE HOUR ✓ 100 100.000 3 -Route 1 Ramps ONE HOUR ✓ 70 100.000 4 - Ocean Westway ONE HOUR ✓ 293 100.000 Results Summary for whole modelled period Max Q95 Av. Demand Total Leg Max V/C Max Delay (s) Max Q (Veh) (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 1 - Manawagonish Road 0.39 5.12 0.6 2.7 A 406 406 2 - Gault Road 0.11 3.96 0.1 0.5 A 100 100 3 -Route 1 Ramps 0.07 3.51 0.1 0.5 A 70 70 4 - Ocean Westway 0.28 4.40 0.4 1.5 A 293 293 Ne"I Junctions 9 ARCADY 9 - Roundabout Module Version: 9.5.0.6896 @ Copyright TRL Limited, 2018 For sales and distribution information, program advice and maintenance, contact TRL: +44 (0)1344 379777 software@trl.co.uk www.trlsoftware.co.uk The users of this computer program for the solution of an engineering problem are in no way relieved of their responsibility for the correctness of the solution Filename: Rothesay @ Ashburn RoundaboutJ9 Path: Q:\2019\1900497-00-C - MoveSJ Phase 3\Admin\Design\Roundabout Analysis\Ashburn - Rothesay Report generation date: 03/12/2019 9:24:00 AM »Rothesay Rd. @ Ashburn - 2U19, Ali' »Rothesay Rd. @ Ashburn - 2019, PM »Rothesay Rd. @ Ashburn - 20%, AM »Rothesay Rd. @ Ashburn - 20%, PM Summary of intersection performance There are warnings associated with one ormore model runs - see the 'Data Errors and Warnings' tables for each Analysis or Demand Set. Values shown are the highest values encountered over all time segments. Delay is the maximum value of Av. delay per arriving vehicle. Int LOS and Int Del are demand -weighted Av.s. N&I Units Distance units Speed units Traffic units input Traffic units results Flow units Av. delay units Total delay units Rate of delay units m kph Veh Veh perHour s -Min perMin 2 - Rothesay North C 7 N Q M 245 (2%) 551 (21q) w 0 [V N_ C7 O� � N N T F n N N 4 - Rothesay South The intersection diagram reflects the last run of Intersections. Intersections Co v Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 2, 3, 4 10.50 B PIRV Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Rothesay North ONE HOUR ✓ 817 100.000 3-Ashburn ONE HOUR ✓ 164 100.000 4 - Rothesay South ONE HOUR ✓ 193 100.000 Results Summi Leg 2 - Rothesay North 3 - Ashburn 4 - Rothesay South L -A for whole modelled period Max V/C Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS 0.77 13.10 3.2 14.1 B 0.22 5.71 0.3 1.2 A 0.18 3.60 0.2 0.5 A Data Errors and Warninas Total Av. Demand Intersection (Veh/hr) Arrivals (Veh) 817 164 817 164 193 193 Severity Area Item Description Warning Demand Sets D2 - 2019, PM Time results are shown for central hour only. (Model is run for a 90 minute period.) Warning Queue variations Analysis Options Q percentiles may be unreliable if the mean queue in any time segment is very low or very high. Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 2, 3, 4 7.43 A Demand overview (Trafficl Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Rothesay North ONE HOUR ✓ 224 100.000 3-Ashburn ONE HOUR ✓ 663 100.000 Results Summary for whole modelled period Av. Demand Total WLeg Max V/C Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) P49YA 2 - Rothesay North 0.21 3.86 0.3 1.1 A 224 224 3-Ashburn 0.66 9.43 1.9 3.5 A 663 663 4 - Rothesay South 0.49 6.35 0.9 2.0 A 487 487 Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled I Standard Roundabout 2, 3, 4 27.26 D Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Rothesay North ONE HOUR ✓ 980 100.000 3-Ashburn ONE HOUR ✓ 197 100.000 4 - Rothesay South ONE HOUR ✓ 232 100.000 Results Summary for whole modelled period Av. Demand Total Leg Max V/C Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 2 - Rothesay North 0.93 36.88 10.3 55.8 E 980 980 3-Ashburn 0.30 7.02 0.4 1.6 A 197 197 4 - Rothesay South 0.21 3.78 0.3 1.2 A 232 232 Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 2, 3, 4 11.73 B Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Rothesay North ONE HOUR ✓ 269 100.000 3-Ashburn ONE HOUR ✓ 796 100.000 4 - Rothesay South ONE HOUR ✓ 584 100.000 1W Results Summary for whole modelled period Leg Max V/C Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS 2 - Rothesay North 0.25 4.13 0.3 1.4 A 3-Ashburn 0.81 16.84 4.0 20.0 C 4 - Rothesay South 0.60 8.28 1.5 1.7 A Total Av. Demand Intersection (Veh/hr) Arrivals (Veh) 269 269 796 796 584 584 K&I Junctions 9 ARCADY 9 - Roundabout Module Version: 9.5.0.6896 @ Copyright TRL Limited, 2018 For sales and distribution information, program advice and maintenance, contact TRL: +44 (0)1344 379777 software@trl.co.uk www.trlsoftware.co.uk The users of this computer program for the solution of an engineering problem are in no way relieved of their responsibility for the correctness of the solution Filename: Sandy Point - Foster Thurston RoundaboutJ9 Path: Q:\2019\1900497-00-C - MoveSJ Phase 3\Admin\Design\Roundabout Analysis\Sandy Point - Foster Thurston Report generation date: 03/12/2019 9:34:18 AM »Sandy Point @ Foster Thurston - 2019, AM »Sandy Point @ Foster Thurston - 2019, PM »Sandy Point @ Foster Thurston - 20%, AM »Sandy Point @ Foster Thurston - 20%, PM Summary of intersection performance There are warnings associated with one ormore model runs - see the 'Data Errors and Warnings' tables for each Analysis or Demand Set. Values shown are the highest values encountered over all time segments. Delay is the maximum value of Av. delay per arriving vehicle. Int LOS and Int Del are demand -weighted Av.s. N091 Units Distance units Speed units Traffic units input Traffic units results Flow units Av. delay units Total delay units Rate of delay units m kph Veh Veh perHour s -Min perMin 2 - Foster Thurston d 8 cp cp r sn 4 m + + m r c � it T 1 67 (6 '/9) w I 1 4 t o cLa [fl c. O 4 - Sandy Point South raw0 400■rro—I—, The intersection diagram reflects the last run of Intersections. Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 2, 3, 4 9.11 A Pk- Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Foster Thurston ONE HOUR ✓ 752 100.000 3 - Sandy Point West ONE HOUR ✓ 88 100.000 4 - Sandy Point South ONE HOUR ✓ 122 100.000 Results Summar Leg 2 - Foster Thurston 3 - Sandy Point West 4 - Sandy Point South Intersections L -A for whole modelled period Max V/C Max Delay (s) Max Q (Veh) 0.71 10.42 2.4 0.13 5.72 0.2 0.11 3.47 0.1 Total Max Q95 Av. Demand (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 752 752 88 88 7.0 B 0.5 A 0.5 A 122 122 Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 2, 3, 4 6.08 A Demand overview (Trafficl Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Foster Thurston ONE HOUR ✓ 215 100.000 3 - Sandy Point West ONE HOUR ✓ 48 100.000 1 Results Summary for whole modelled Deriod Max Q95 Av. Demand Total Leg Max V/C Max Delay (s) Max Q (Veh) (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 2 - Foster Thurston 0.20 3.79 0.2 1.0 A 215 215 3 - Sandy Point West 0.05 3.39 0.0 0.5 A 48 48 4 - Sandy Point South 0.58 7.06 1.4 1.6 A 632 632 KIM Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 2, 3, 4 16.63 C Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Foster Thurston ONE HOUR ✓ 902 100.000 3 - Sandy Point West ONE HOUR ✓ 106 100.000 4 - Sandy Point South ONE HOUR ✓ 146 100.000 1W MW Results Summary for whole modelled period Max Q95 Av. Demand Total Leg Max V/C Max Delay (s) Max Q (Veh) (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 2 - Foster Thurston 0.85 19.88 5.2 27.1 C 902 902 3 - Sandy Point West 0.18 6.95 0.2 0.6 A 106 106 4 - Sandy Point South 0.14 3.57 0.2 0.5 A 146 146 Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 2, 3, 4 8.07 A Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 2 - Foster Thurston ONE HOUR ✓ 258 100.000 3 - Sandy Point West ONE HOUR ✓ 58 100.000 4 - Sandy Point South ONE HOUR ✓ 758 100.000 Results Summary for whole modelled period Max Q95 Av. Demand Total Leg Max V/C Max Delay (s) Max Q (Veh) (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 2 - Foster Thurston 0.24 4.02 0.3 1.4 A 258 258 3 - Sandy Point West 0.06 3.50 0.1 0.5 A 58 58 4 - Sandy Point South 0.69 9.79 2.2 5.8 A 758 758 Junctions 9 ARCADY 9 - Roundabout Module Version: 9.5.0.6896 @ Copyright TRL Limited, 2018 For sales and distribution information, program advice and maintenance, contact TRL: +44 (0)1344 379777 software@trl.co.uk www.trlsoftware.co.uk The users of this computer program for the solution of an engineering problem are in no way relieved of their responsibility for the correctness of the solution Filename: Simms Corner Roundabout - Multi-LaneJ9 Path: Q:\2019\1900497-00-C - MoveSJ Phase 3\Admin\Design\Roundabout Analysis\Simms Corner Report generation date: 03/12/2019 9:38:06 AM »Simms Corner - 2019, AM »Simms Corner - 2019, PM »Simms Corner - 25%, AM »Simms Corner - 25%, PM Summary of intersection performance Q Q95 Delay LOS Int Del (s) Int LOS Q Q95 Delay LOS Int Del (s) Int LOS (Veh) (Veh) (s) (Veh) (Veh) (s) 1 - Lancaster 0.6 1 2.0 1 7.08 1 1 0.4 1 2.9 4.91 A 2 - Bridge 0.8 1 2.6 1 4.64 1A 2.1 5.6 7.91 A 7.86 A 6.73 A 3 - Main St. West 2.4 1 8.2 1 10.32 1 0.7 1 2.5 5.39 A 4- Fairville 1 0.6 1 2.4 1 7.16 1 A I 1 1 0.8 1 2.6 1 6.84 1 A 1 - Lancaster 1 1.1 4.8 1 11.70 B 0.5 1 1.7 6.04 A 2 - Bridge 1.0 3.6 5.43 A 4.9 16.0 14.16 B 13.63 B 1 10.68 B 3 - Main St. West 1 5.8 20.1 19.96 C 1.1 3.4 6.83 A 4 - Fairville 1.5 5.5 11.44 B 1.7 5.7 10.49 B There are warnings associated with one ormore model runs - see the 'Data Errors and Warnings' tables for each Analysis or Demand Set. Values shown are the highest values encountered overall time segments. Delay is the maximum value of Av. delay per arriving vehicle. Leg and Int Deis are Av.s for all movements, including movements with zero delay. Units Distance units Speed units Traffic units input Traffic units results Flow units Av. delay units Total delay units Rate of delay units m kph Veh Veh perHour s -Min perMin NOW N C y � C'7 T O IL7� 1 t 210 2% 4-� 73 2% t 19 2% r r i - r +? r 731 2% t 116116 (2%) 31 F+1 R N t • i - 4 - Fairville L ne pia uIRW riaisalwn imp' CQ W W The intersection diagram reflects the last run of Intersections. Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 7.86 A Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Lancaster ONE HOUR ✓ 1 241 100.000 2 - Bridge ONE HOUR ✓ 440 100.000 3 - Main St. West ONE HOUR ✓ 731 100.000 4 - Fairville ONE HOUR ✓ 281 100.000 Results Summary for whole modelled period Total Av. Demand Leg Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS Intersection (Veh/hr) Arrivals (Veh) 1 - Lancaster 7.08 0.6 2.0 A 220 330 2 - Bridge 4.64 0.8 2.6 A 402 603 3 - Main St. West 10.32 2.4 8.2 B 673 1010 4 - Fairville 7.16 0.6 2.4 A 258 387 Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 6.73 A Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Lancaster ONE HOUR ✓ 196 100.000 2 - Bridge ONE HOUR ✓ 808 100.000 3 - Main St. West ONE HOUR ✓ 479 100.000 4 - Fairville ONE HOUR ✓ 377 100.000 Results Sum ary for whole modelled eriod Av. Demand Total Leg Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 1 - Lancaster 4.91 0.4 2.9 A 184 276 2 - Bridge 7.91 2.1 5.6 A 740 1109 3 - Main St. West 5.39 0.7 2.5 A 437 655 4 - Fairville 6.84 0.8 2.6 A 343 514 KIM Intersection Network Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 13.63 B Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Lancaster ONE HOUR ✓ 301 100.000 2 - Bridge ONE HOUR ✓ 550 100.000 3 - Main St. West ONE HOUR ✓ 914 100.000 4 - Fairville ONE HOUR ✓ 351 100.000 Results Sum ary for whole modelled period Total Leg Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS Av. Demand Intersection (Veh/hr) Arrivals (Veh) 1 - Lancaster 11.70 1.1 4.8 B 276 413 2 - Bridge 5.43 1.0 3.6 A 497 745 3 - Main St. West 19.96 5.8 20.1 C 838 1257 4 - Fairville 11.44 1.5 5.5 B 324 485 Intersections Intersection Name Intersection type Use circulating lanes Leg order Int Del (s) Int LOS 1 untitled Standard Roundabout 1, 2, 3, 4 10.68 B Demand overview (Traffic) Leg Linked leg Profile type Use O-D data Av. Demand (Veh/hr) Scaling Factor (%) 1 - Lancaster ONE HOUR ✓ 245 100.000 2 - Bridge ONE HOUR ✓ 1010 100.000 Q-1-13 3 - Main St. West ONE HOUR ✓ 1 599 100.000 4 - Fairville ONE HOUR ✓ 1 471 100.000 Results Summary for whole modelled period Av. Demand Total Leg Max Delay (s) Max Q (Veh) Max Q95 (Veh) Max LOS (Veh/hr) Intersection Arrivals (Veh) 1 - Lancaster 6.04 0.5 1.7 A 224 337 2 - Bridge 14.16 4.9 16.0 B 932 1399 3 - Main St. West 6.83 1.1 3.4 A 549 824 4 - Fairville 10.49 1.7 5.7 B 430 646 AM Peak PM Peak Max Queue (m) Veh Delay (s) LOS Int. Delay Int. LOS Max Queue (m) Veh Delay (s) LOS Int. Delay Int. LOS Existing Main St 57.77 2.34 A 5.22 A 44.56 2.80 A 4.09 A Fairville Blvd 71.15 13.08 B 84.92 9.34 A Lancaster Ave 35.69 11.60 B 24.80 4.14 A Bridge Rd 15.57 1.26 A 35.39 2.29 A 20% Growth Main St 65.66 3.10 A 11.09 B 57.00 3.99 A 6.64 A Fairville Blvd 101.47 30.22 D 107.74 17.48 C Lancaster Ave 55.71 29.89 D 30.33 5.84 A Bridge Rd 23.78 1.52 A 53.20 3.23 A P1091 SUBMISSION TO COUNCIL FORM The clry of Mnr John ABOUT PERSON/GROUP PRESENTING First Name: Stephen Last Name: Mott Name of Organization/Group (where applicable): Click hereto enter text. Mailing Address: 3-247 Germain Street City or Town: Saint John Province: New Brunswick Postal Code: E21_2G5 Day Time Phone Number: 506-333-1008 Email: sdmott@gmail.com ❑ If you do NOT wish to have your personal information (address, phone number, email) become part of the public record, please check this box. ABOUT YOUR SUBMISSION Topic of Submission: Bicycle lanes Purpose for Submission (what is the ask of Council): Respectfully, consider supporting changes to traffic patterns to incorporate bicycle lanes in Saint John Executive Summary: 1 am writing to express my support in introducing bicycle lanes in Saint John. For a number of years I was a resident of Ottawa, which was when I started biking. The biggest factor in my decision to start biking was that Ottawa is an exceptionally bicycle -friendly city, with dedicated bike lanes in the city and surrounding paved bike lanes through green park space. Initially I intended to bike to and from school and to run errands; however, I started to go on longer rides to explore the city and its different neighbourhoods. These longer rides were undoubtedly good for my physical health, but truly restorative to my mental health. It is remarkable not only how I could pedal to hitherto unknown places and communities but also how calm and reassured I would feel when I returned home. My sense of safety was never far from my mind, and it was bolstered by the city's incredible cycling lane infrastructure. In spite of growing up in Saint John, I am a relatively novice cyclist in our city. The biggest reason why I was hesitant to bike in Saint John was the lack of a visible cycling community, which is particularly accentuated in the urban core where I reside. I made the decision to get out there this spring when so many businesses were shut down in the early stages of the Covid-19 pandemic and when my need for self care was growing. I kitted my ride with bright lights, a loud bell and wearing bright yellow, I hit the streets of Saint John. In the reduced vehicle traffic I gained more confidence, and eventually biked to and from my redeployment on the west side. Now I go for a couple rides every week —not breaking any SUBMISSION TO COUNCIL FORM The clry of saki[ John land speed records —but getting out and appreciating more and more where we live. Dedicated bike lanes are an invitation to residents of Saint John, and more often than not, an invitation is what it takes for engagement. Bike lanes mean accessibility, and importantly, they are a physical presence in the collective consciousness of the community. Motorists see the bike lane, then they see cyclists: residents (young and old) see the bike lanes, then they start cycling. Bike lanes remove barriers. I beseech you and members of council to support the addition of bicycle lanes to our fair city. Sincerely Yours, Stephen Mott YOUR SIGNATURE Signature: Stephen Mott Date: 2020-10-20 FOR USE BY THE CITY OF SAINT JOHN ONLY Date Received: Council Meeting Date: Fundy Regional Service Commission Commission de Services 1116gionaux de Fundy October 6, 2020 Jonathan Taylor, Common Clerk City of Saint John 81h Floor, City Hall PO Box 1971 Saint John, NB E2L 4L1 Dear Mr. Taylor: PO Box / CP 3032, Grand Bay -Westfield, NB ESK 4V3 T. S06 738-1212 0 F. 506 738-1207 hotline@fundyrecycles.com At the meeting of the Board of the Fundy Regional Service Commission held September 28, 2020 the following motion was adopted: Be it resolved that, in accordance with Section 28 of the Regional Service Delivery Act, the Fundy Regional Service Commission intends to submit an application to the Municipal Capital Borrowing Board (MCBB) for authorization to borrow for capital expenses for the following purposes, amounts and terms: Purpose: Solid Waste Services (Environmental Health) Amount: $ 4,464,000 Term: $ 4,464,000 for a term not to exceed 4 years Purpose: Generation Facility Amount: $ 250,000 Term: $ 250,000 for a term not to exceed 4 years As per the Act, we are sending written notice of the vote, proposed borrowings, budget projections and the impact on future rates to all members that are local governments and to the Minister at least 45 days before the vote to be held by members on November 23, 2020. Attached you will find the budget projections and budget impacts for both projects. According to the Act, approval for borrowing from the MCBB must occur before any commitments are made to projects that will utilize these funds. Solid Waste Services Construction of Cell #9 will begin in 2021 with the construction of "Berms and Underdrains" and is budgeted for $1,251,000 in 2021. "Cell #9 Containment" will be completed in 2022 for approximately $3,213,000 for a total budget of $4,464,000. The total cost of Cell #9 is based on estimates from GEMTEC Engineering. Due to timing of project completion, the debenture will occur in 2022. This application does not include additional projected borrowings in 2022 for equipment, but is accounted for in projection totals. Projections include short term financing charges. Cone'd... PArK Generation Facility The Electrical Generator unit will undergo a scheduled rebuild in the spring of 2021 after reaching 40,000 hours of operation. The rebuild by Enerflex totalling $312,000 will require long term borrowing in the amount of $250,000 in 2021. Projections include short terns financing charges. If you require any further information or have any questions please do not hesitate to contact me. Sincerely, /rttad /" Executive Director Page 2 of 2 KFAM FUNDY REGIONAL SERVICE COMMISSI GENERAL FUND: DEBT PROFILE & BUDGET PROJECTIONS Prepared By M. Porter Variables Prolentlons Hearing Date: 11-Jan-21 INTEREST RATE 5.00% TONNAGE 0.00% EXPENDITURES 1.50% REVENUES 1.00% ('000) ACTUAL BUDGET * *' * PROJECTIONS •' *' 2019 2020 2021 2022 2023 2024 REVENUE TIPPING FEES (Regular) $ 7,492 $ 7,020 $ 7,082 $ 7,421 $ 7.902 $ 8,140 GRANTS 21 - - - - - RECYCLING REVENUES (including the Blue Boxes) 323 285 256 259 261 264 SURPLUS 2ND PREV YR 240 292 96 - - OTHER 641 527 540 545 551 556 TOTAL REVENUE $ 8.717 $ 8,124 $ 7,974 $ 8,225 $ 8.714 $ 8,960 EXPENDITURE DEBT COST $ 783 $ 718 $ 705 $ 821 $ 1,550 $ 1,694 TIPPING FEES 1,801 2,419 2,459 2,496 2,533 2,571 CAPITAL FROM BUDGET 793 350 125 300 300 300 TRANSFER TO RESERVE FUND 525 25 25 25 25 25 ADMINISTRATION AND SALARIES 3,761 3.463 3,626 3,587 3.426 3,477 FEASABILITY STUDY - - - - - - RECYCLING COSTS 576 721 698 708 719 730 SMRF 132 159 157 159 161 164 WASTE COLLECTION COSTS 250 270 180 130 - - DEFICIT 2ND PREVIOUS YEAR - - - - - - TOTAL EXPENDITURE $ 6,621 $ 8,124 $ 7,974 $ 8,225 $ 8,714 $ 8,960 SURPLUS (DEFICIT) $ 96 $ - $ - $ - $ - $ - TONNES DEPOSITED (Regular) 69,370 65,000 65,575 65,575 65,575 65,575 RATE PER TONNE (Regular) S 108 S 108 $ 108 S 113 $ 121 $ 124 DEBT COST PROJECTION 2019 2020 2021 2022 2023 2024 PRESENT DEBT SERVICE COST $683 $694 $692 $693 $0 $0 INTERIM FINANCING & OTHER CHARGES 100 24 12 128 9 8 YEAR RATE TERM AMT PLANNED BORROWING Application 2020 5.00% 0 $0 PLANNED BORROWING 2021 5.00% 0 $0 PLANNED BORROWING 2022 5.00% 4 $5,464 1,541 1,541 PLANNED BORROWING 2023 5.00% 5 $625 144 PLANNED BORROWING 2024 5,00% 5 $530 TOTAL DEBT SERVICE COST $783 $718 $705 $821 $1,550 $1,694 DEBT COSTIGROSS EXP. 9.1% 8.8% 8.8% 10.0% 17.8% 18.9% OUTSTANDING DEBT $0 $0 $0 $5,464 $5,319 $5,006 EFFECT DEBT COST ON: TIPPING FEES S 11.28 S 1 L04 S 10.74 S 12.52 S 23.64 S 25.83 TIPPING FEES (NEW BORROWING'20) S - TIPPING FEES (NEW BORROWING -21) $ - TIPPING FEES (NEW BORROWING'22) S 23.50 TIPPING FEES (NEW BORROWING'23) $ 2.20 This analysis represents the Commission's budget projections and the impact of future borrowing from 2020 to 2024. Commission members are aware of this information and have been fully advised of the impact of this borrowing on the current tipping fees, debt service cost ratio and total outstanding debt. Date Chief Financial Officer FUNDY REGIONAL SERVICE COMMISSION GENERATION FUND: DEBT PROFILE & BUDGET PROJECTIONS Prepared By M. Porter Variables Protections Hearing Date: 11-Jan-21 INTEREST RATE 5.00% EXPENDITURES 1.50% REVENUES 1.00??b ('000) ACTUAL BUDGET " * * * PROJECTIONS 2019 2020 2021 2022 2023 2024 REVENUE SALE OF ELECTRICITY $93 $160 $177 $179 $181 $182 OTHER GRANTS - - - - - - OTHER TRANSFERS 105 103 119 82 84 85 SURPLUS 2ND PREV YR - 2 - - - - OTHER - - - TOTAL REVENUE $199 $264 $296 $261 $264 $267 EXPENDITURE DEBT COST - 9 8 71 71 71 CAPITAL FROM BUDGET 66 50 62 - - - TRANSFER TO RESERVE FUND - - - - - OTHER EXPENSES 185 205 173 191 194 197 DEFICIT 2ND PREVIOUS YEAR - 53 TOTAL EXPENDITURE $252 $264 $296 $261 $264 $267 SURPLUS (DEFICIT) ($53) $0 $0 $0 $0 $0 DEBT COST PROJECTION 2019 2020 2021 2022 2023 2024 PRESENT DEBT SERVICE COST $0 $0 $0 $0 $0 $0 INTERIM FINANCING & OTHER CHARGES - 9 8 - - - YEAR RATE TERM AMT REFINANCING PLANNED BORROWING Application 2020 5.00% 0 $0 PLANNED BORROWING 2021 5.00% 4 $250 71 71 71 PLANNED BORROWING 2022 5.00% 0 $0 PLANNED BORROWING 2023 5.00% 0 $0 PLANNED BORROWING 2024 5.00% 0 $0 TOTAL DEBT SERVICE COST $0 $9 $8 $71 $71 $71 DEBT RATIOS 2019 2020 2021 2022 2023 2024 DEBT COSTIGROSS EXP. 0.0% 3.4% 2.8% 27.0"/o 26.7% 26.4% OUTSTANDING DEBT $0 $0 $250 ($35) ($35) ($35) This analysis represents the Commission's budget projections and the Impact of future borrowing from 2021 to 2024. Commission members are aware of this Information and have been fully advised of the impact of this borrowing on the debt service cost ratio and total outstanding debt. Date Chief Financial Officer 276 Toronto I Chicago I London I Frankfurt October 14, 2020 Saint John, NB Mayor & Council City Hall, 15 Market Square P.O. Box 1971 Saint John, NB E2L 41_1 VIA E-Mall: don. darling@saintjohn.ca; Shirley.mcalary@saintjohn.ca; gary.sullivan@saintjohn.ca; blake.armstrong@saintjohn.ca; greg.norton@saintjohn.ca; sean.casey@saintjohn.ca; john.mackenzie@saintjohn.ca; David.hickey@saintjohn.ca; donna. reardon@saintjohn.ca; David.merrithew@saintjohn.ca; ray.strowbridge@saintjohn.ca Re: Proposal — Brunswick Square strategic partnership Dear Mayor and Council, As you are aware, Brunswick Square has been the subject of much recent discussion. Appreciating the property is a focal point in the Uptown, we are very pleased the narrative has switched from one of displeasure to one of collective interest in bringing vibrancy back to the area. To this end, we would like to propose a strategic partnership with the City of Saint John and Region by way of a new committee comprised of members of the new Regional Economic Development Organization, the City of Saint John, and representatives from Slate. Brunswick Square has been a significant contributor to the Uptown Saint John through the Business Improvement Areas Act (BIA). The property has contributed $79,850 annually to the BIA over the last two years alone. It is our preference this annual contribution be re -allocated from the Uptown Saint John budget to the proposed committee to help fund the reimagination of Brunswick Square. Transitioning the property to one the City and Region can be proud of will take research, vision and planning. These funds can be used to invest in a strategic path forward with input from all members of the committee. We are committed to the success of the entire Brunswick Square Complex and we are requesting feedback to this proposal on or before October 30, 2020. We look forward to formally discussing this proposal with council in the near future. Best Regar s, Jeremy Kaupp VP Asset Management Slate Asset Management ieremy@slateam.com Cc John Collins, City Manager (john.collin@saintjohn.ca) Nancy Tissington, Uptown Saint John (nancyC@uptownsj.com) Cynthia Goodwin (cvnthia(@ccgoodwin.ca) Premier's Office (premier@gnb.ca) Slate Asset Management 1505 Barrington St, Suite 1900 Halifax, NS B3J 3Y6 slateam.com MAN (P,"Ah I� �4 j D1,-1 I COUNCIL REPORT M&C No. 2020-267 Report Date October 22, 2020 Meeting Date October 26, 2020 Service Area Growth and Community Services His Worship Mayor Don Darling and Members of Common Council SUBJECT. Staff feedback on letter from Slate Asset Management 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 Jacqueline Hamilton I John Collin Direct the City Manager to connect with the property owner advising them of the City's interest to collaborate on a strategic plan for Brunswick Square and to detail the appropriate avenue to navigate their questions about the levy. EXECUTIVE SUMMARY City staff has had the opportunity to review a letter received from Jeremy Kaupp on October 14, 2020 from Slate Asset Management ("Slate") and staff would like to offer feedback on the items raised in the letter. The City should be encouraged by the company's motivation to establish a new strategic path for Brunswick Square and staff offers some guidance on next steps for Slate to navigate its request for funding considerations. PREVIOUS RESOLUTION This initiative aligns with Common Council's priority of Growth and Prosperity, by promoting Saint John as a community to live, work, invest and play. REPORT City staff has had the opportunity to review a letter received from Jeremy Kaupp on October 14, 2020, and would like to offer feedback on the items raised in the letter. PAN-13 -2- We believe it is first important to acknowledge the investment Slate has made into our community and we are encouraged by the company's motivation to identify a strategic path forward and to build a partnership with community partners in order to do so. Most retail companies across our community have experienced significant pressures over the past years, which was made only more challenging with the recent public health pandemic. The City of Saint John continues to be encouraged by the resiliency, determination and courage companies have demonstrated through this pandemic, and it is our collective responsibility to illustrate our support for our local businesses in this time of economic turmoil. It is our hope that businesses are benefiting from the federal and provincial funding programs designed to support businesses through these difficult times. In addition, the City of Saint John has also developed its own programming to support local businesses impacted by the public health pandemic - The Saint John Economic and Community Recovery Initiative. This program's design invites greater people traffic in key economic areas of the City, most notably the Uptown. This is not the first time that the City has received feedback on the importance of re -imagining Brunswick Square, as staff collected this feedback during the public engagement for the Neighborhood Plan for the Central Peninsula. As a result, one of the actions for the Uptown Neighborhood is to "build upon the Brick Park initiative by undertaking an Uptown Office Strategy to address high vacancy rates within commercial office buildings and urban malls." It is staff's recommendation that the City should become an active participant in a community -led partnership to support a new strategic path for Brunswick Square, which should ideally include representatives from Uptown Saint John, Develop Saint John, Economic Development Greater Saint John, the Regional Chamber, among others. The Government of New Brunswick's Business Improvement Areas Act ("BIAA") outlines the parameters in which municipalities can proceed with the introduction of a BIA and offers directive on the parameters of a BIA. For the City of Saint John, it chose to proceed with a municipal bylaw to enable a BIA in 2004, upon the request of businesses from the Uptown area. PASS] -3- Staff observe that Uptown Saint John is very much focused and effective in delivering upon the purpose of a BIA, as outlined in the BIAA under subsection 5(1)(b): "(i) the promotion of the business improvement area as a business or shopping area (ii) the improvement, enhancement, beautification and maintenance of municipally owned land, buildings and structures in the business improvement area, with the consent of council, beyond the level ordinarily provided by the municipality within that area; (iii) the construction, operation and maintenance of public parking facilities on municipally owned land; (iv) the maintenance of an administrative structure capable of carrying out the programs of the corporation within the business improvement area." The request from Slate is to use their specific levy to the BIA for an initiative in which they are interested in pursuing, when the BIA seeks to consolidate the interests of all those paying the levy within a geographic area and generate collective value. Staff observe that Uptown Saint John fulfills the expectation to complete "improvement, enhancement, beautification and maintenance of municipally owned land, buildings and structures in the business improvement area" for their members, and Slate is well served to work with the membership of the BIA to further pursue their objectives to re -imagine Brunswick Square. Moving forward, the City of Saint John should exercise caution in any request from a local business for the City to become involved in the operations of the BIA outside of the legislative requirements outlined in the BIAA, especially related to the redistribution or elimination of levies owed to Uptown Saint John. STRATEGIC ALIGNMENT n/a SERVICEAND FINANCIAL OUTCOMES n/a INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Saint John Common Clerk supported the development of this report. ATTACHMENTS n/a W-11i1 -4- W-15 ii � c� �� Ir I fr p f`f M&C No. 2020 - 259 Report Date October 20, 2020 Meeting Date October 26, 2020 Service Area Saint John Water SUBJECT: RFP 2020-094501 P ARCHITECTURAL SERVICES EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN SESSION OF COUNCIL In early July of 2020, an RFP was issued for architectural services for the Fundy Quay, conditional upon the receipt of provincial and federal funding. At the time of issuance, the funding programs were undergoing amendments to include an express Covid-19 stream. In response to the aggressive project completion timelines and express approvals process, a conditional RFP was released. A provision was included that provided a clear date for termination, as a risk management measure for the City. Since the issuance of the RFP, due to the evolving nature of the Covid-19 stream application review process and some unanticipated schedule impacts, staff are recommending the termination of this RFP until funding has been formally obtained. At this point, the RFP will be re -issued. It is not anticipated that this will negatively impact the City's schedule and all efforts will be made by the City to minimize any additional work for proponents to resubmit. In late September of 2020, a similar report was brought before common council for the rejection of engineering services proposals. At the time, council was advised this may also be required for the architectural services RFP if the City does not receive approval of its project prior to October 31, 2020. WIN