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2022-07-15 Finance Committee Agenda Packet - Open SessionCity of Saint John Finance Committee - Open Session AGENDA Friday, July 15, 2022 2:00 pm Meeting Conducted by Electronic Participation 1. Call to Order 2. Approval of Minutes 2.1. Minutes of May 26, 2022 2.2. Minutes of June 9, 2022 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1. Update Procurement Card Policy 5.2. 2022 Budget Timelines 6. Business Matters 6.1. General Fund Long -Term Financial Plan 6.2. Grant to Saint John Theatre Company 6.3. Procurement Policy Update 7. Adjournment Pages 1-5 6-7 8-9 10 - 13 14-36 37 - 109 110 - 145 Finance Committee Meeting Open Session May 26, 2022 MINUTES — OPEN SESSION FINANCE COMMITTEE MEETING MAY 26, 2022 AT 4:50 PM MEETING CONDUCTED BY ELECTRONIC PARTICIPATION Present: Mayor D. Noade Reardon Councillor G. Sullivan Councillor P. Radwan Councillor D. Hickey Absent: Councillor G. Norton Also Present: City Manager J. Collin General Counsel M. Tompkins Commissioner of Finance and Treasurer K. Fudge Commissioner Transportation & Environment M. Hugenholtz Commissioner Saint John Water B. McGovern Commissioner Human Resources S. Hossack Director Growth and Community Planning P. Ouellette Fire Chief K. Clifford Senior Financial ManagerJ. Forgie Senior Financial Manager C. Lavigne Director Public Works T. O'Reilly Director Engineering & Chief City Engineer M. Baker Corporate Asset Manager Coordinator W. Neal Energy Manager S. Yammine Director Corporate Performance S. Rackley-Roach Administrative Officer R. Evans Administrative Assistant K. Tibbits 1. Meeting Called to Order Councillor Sullivan called the Finance Committee open session meeting to order. 2. Approval of Agenda Moved by Councillor Hickey, seconded by Councillor Radwan: RESOLVED that the agenda of May 26, 2022, be approved. MOTION CARRIED. 3. Approval of Minutes — March 23, 2022 Moved by Mayor Noade Reardon, seconded by Councillor Hickey: RESOLVED that the minutes of March 23, 2022, be approved. MOTION CARRIED. 4. Consent Agenda 4.1 Amendment to Travel Policy (Recommendation in Report) Finance Committee Meeting Open Session May 26, 2022 Moved by Councillor Hickey, seconded by Mayor Noade Reardon: RESOLVED that the Finance Committee endorse the following changes to the Travel Policy: • The allowance for mileage has been updated to refer employees to abide by the CRA guidelines. • Travel advances are no longer provided without special circumstances. • Incidental Costs are no longer provided as an allowance. • Included Common Council in the Travel Policy o Council Members will have access to a corporate card on an "as required basis" for use on travel related business. • Encouraging the use of corporate card where possible. Further, that Finance Committee recommend Council approve the updated Travel Policy at the next meeting of Council. MOTION CARRIED. 4.2 Utility Fund Long -Term Plan Update (Recommendation: Receive for Information) Moved by Councillor Hickey, seconded by Mayor Noade Reardon: RESOLVED that the presentation entitled Saint John Water —10 Year Long Term Financial Plan, be received for information. MOTION CARRIED. 5. Business Items 5.1 Climate Change Vulnerability Assessment Methodology Mr. McGovern stated that the Finance Committee is being asked to endorse the City of Saint John Climate Change Vulnerability Assessment Methodology, to meet the FCM funding agreement and integrate climate change vulnerability risk into decision -making for infrastructure assets, such as roads, buildings, and water and wastewater systems. The City retained an external expert to develop a Climate Change Vulnerability Assessment Methodology. $125K was received from FCM to develop such methodology. To receive the remaining funding, FCM requires that Common Council endorse the methodology. S. Yammine Energy Manager and A. Mason of RV Anderson reviewed the submitted presentation "Climate Change Vulnerability Assessments Phase 1 & 2". Moved by Mayor Noade Reardon, seconded by Councillor Hickey: RESOLVED that the Finance Committee endorse the City of Saint John Climate Change Vulnerability Assessment Methodology and submit to Common Council for approval. MOTION CARRIED. (Mr. Yammine, Mr. Mason and Mr. Neal withdrew from the meeting) 5.2 Deloitte Audit Results (S. Lund and J. Maillais of Deloitte joined the meeting) Mr. Mallais and Mr. Lund reviewed the 2021 audit statements, confirming that the City's financial statements are accurate and in accordance with accounting standards and legislative requirements and expressed a clean audit opinion. The Consolidated Financial Statements present fairly, in all material respects, the consolidated financial position and results of operations of the City of Saint John. (Mayor Noade Reardon withdrew from the meeting) Moved by Councillor Radwan, seconded by Councillor Hickey: RESOLVED that the 2021 Audit Results as submitted by Deloitte be received for information. MOTION CARRIED. (Mayor Noade Reardon re -joined the meeting) Finance Committee Meeting Open Session May 26, 2022 5.3 Consolidation and Financial Statement Walk Through Mr. Fudge stated that the City is following a sound financial plan and shows continuous improvement in its financial health. There has been dramatic improvement in net debt; dramatic improvement in reserve funds; and improved liabilities. Challenges still remain — over the next five years, the City will pay over $111M in principal payments on debt and infrastructure assets are depreciating at approximately $14M per year. Mr. Lavigne reviewed the submitted presentation "Audited Consolidated Financial Statements." Moved by Councillor Hickey, seconded by Councillor Radwan: RESOLVEDthat as recommended bythe City Manager in the submitted report "2021 Audited Consolidated Financial Statements" the Finance Committee makes the following recommendations: • Finance Committee approves the audited 2021 Consolidated Financial Statements • Finance Committee approves the 2021 statement of revenue and expenses of the Saint John Trade & Convention Centre • Finance Committee approves the 2021 City of Saint John Trust Funds financial statements • Finance Committee approves the 2021 Saint John Parking Commission financial statements • Finance Committee recommends that Common Council approve the 2021 Consolidated Financial Statements as presented by staff as well as the 2021 TCC statement, 2021 Trust Funds financial statements and 2021 Saint John Parking Commission financial statements. MOTION CARRIED. (Mr. Lund and Mr. Maillais withdrew from the meeting) 5.4 Financial Results Year -to -Date for the General and Utility Funds as of April 30, 2022 Mr. Lavigne reviewed the submitted presentation "April 30, 2022 Unaudited Financial Results General Fund and Utility Fund," and commented on the year end forecasting results. Factors that may impact year- end results include significant rising cost of fuel; increased cost of goods and supplies due to supply chain issues and inflation; and final end of year winter impacts. (Councillor Hickey withdrew from the meeting) Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that the submitted presentation April 30, 2022 Unaudited Financial Results General Fund and Utility Fund, be received for information. MOTION CARRIED. (M. Tompkins withdrew from the meeting) 5.5 General Fund Long -Term Plan Update Mr. Fudge reviewed the submitted presentation "City of Saint John Long -Term Financial Plan." The long- term financial plan is a roadmap to ensure the City maintains its strong financial health and does not fall back into structural deficits, excessive debt loads, high tax rates, and deteriorating infrastructure. It is a requirement to update the plan annually to ensure assumptions, policies, targets, and financial strategies that drive the plan meet the city's long-term service objectives. The City's soon to be completed 10-year strategic plan will be a guiding document to model the updated financial plan. Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that the submitted presentation General Fund Long -Term Plan update, be received for information. MOTION CARRIED. 5.6 Utility and General Fund Revisions Mr. McGovern stated that revisions are required for the 2022 Utility Fund and General Fund Capital budgets as there are capital projects that are currently underfunded based on construction tender results Finance Committee Meeting Open Session May 26, 2022 and engineer's estimates. In addition, a priority project has come to light that requires the reallocation of Capital funding to allow a safety matter to be addressed. Mr. Baker provided an overview of the report Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that as recommended by the City Manager in the submitted report Utility Fund (Revision 1) and General Fund (Revision 11) — 2022 General Programs the Finance Committee: • Endorse revision I of the 2022 Water and Sewerage Utility Fund Capital Budget in the amount of $13,363,917 (gross) with contributions from other sources of $7,118,717 yielding a net capital budget in the amount of $6,245,200 to be funded by pay as you go (net) as set in Appendix A. • Endorse revision 11 of the 2022 General Fund Capital Budget in the amount of $33,098,788 (gross) with contributions from other sources of $20,449,385, yielding a net Capital budget in the amount of $12,649,403 to be funded by debt issue (net) as set in Appendix B. • The Finance Committee recommend approval of the revised Utility and General Fund Capital Budgets at the next meeting of Council. MOTION CARRIED. 5.7 RDC / Federal Government Public Transit and Housing Funding Mr. Fudge stated that recommendations are being made to fund Transit and Housing initiatives with funding from the Regional Development Corporation and the Federal Government. A Letter of Offer with RDC was executed on April 4th, 2022 for project funding. To take advantage of the funding opportunity, Common Council must approve adjustments to the 2022 General Fund budgets. There is no requirement for the city to match these contributions. A condition of the funding is that final outcomes must be achieved by January 31st, 2023. Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that as recommended by the City Manager in the submitted report Regional Development Corporation (RDC) / Federal Government Public Transit and Housing Funding, the Finance Committee recommends Common Council approve $4,656,256 in 2022 budget adjustments for Public Transit and Affordable Housing to be fully funded by other levels of governments as follows: 1. Saint John Transit: a. General Capital Budget $3,328,509 b. General Operating Budget $227,747 2. Affordable Housing & Neighborhoods: a. General Operating Budget $1,100,000 MOTION CARRIED. 5.8 Main Street North Active Transportation Conceptual Plan Mr. Hugenholtz stated that funding was approved for active transportation enhancements in the quality - of -life funding, particularly along Main Street. The final cost estimate is considerably more than budgeted. Due to the funding source, money spent on design is not eligible for reimbursement if the project does not move forward to construction. A number of risks remain for this project related to the overall budget. Mr. O'Reilly reviewed the submitted presentation "Main Street Active Transportation Project." Council priorities, MoveSJ, and PlanSJ point to a shift toward a balanced transportation system. Main Street North and the Viaduct is an important transportation link between the South -Central Peninsula and the Old North End and beyond. Transformation of this street is a recommendation of the Central Peninsula Secondary Plan and MoveSJ. Repurposing portions of Main Street North and the Viaduct for pedestrians and cyclists are included in the City's 2022 Quality of Life Capital Program. The design creates cycling facilities aligned with MoveSJ and enhances the safety for pedestrians, including a Road Diet, speed limit reduction, bike lanes, limited locations of shared cyclist/pedestrian spaces, physical protection from vehicles, traffic calming treatments at crossings, increased greenspaces, Finance Committee Meeting Open Session May 26, 2022 retaining the centre median for Marigolds on Main, and addressing the fact this corridor is a Provincial Highway. The cost estimate for the proposed solution is approximately $1.6M above funds dedicated within the 2022 Quality of Life Program. Common Council must endorse investment in the detailed design stage of this project, with associated risk, to continue to seek to transform Main Street North and the Viaduct. Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that as recommended by the City Manager in the submitted report Main Street North Active Transportation Conceptual Plan, the Finance Committee recommends to Common Council to invest in detailed design of the Main Street Active Transportation Project in 2022, by considering the cost and the financial risk while doing so, as detailed in the report. A 1119l I [197 ► W-11:1 .11111 Adjournment Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that the Finance Committee meeting be adjourned. MOTION CARRIED. The Finance Committee open session meeting held on May 26, 2022, was adjourned at 7:05 pm Finance Committee Meeting Open Session June 9th, 2022 MINUTES — OPEN SESSION FINANCE COMMITTEE MEETING JUNE 9, 2022, AT4:30 PM MEETING CONDUCTED BY ELECTRONIC PARTICIPATION Present: Mayor D. Noade Reardon Councillor G. Sullivan Councillor P. Radwan Councillor D. Hickey Councillor G. Norton Also Present: City Manager]. Collin Commissioner of Finance and Treasurer K. Fudge Commissioner Transportation & Environment M. Hugenholtz Commissioner Saint John Water B. McGovern Commissioner Growth J. Hamilton Fire Chief K. Clifford Senior Financial Manager J. Forgie Senior Financial Manager C. Lavigne Director Engineering & Chief City Engineer M. Baker Administrative Officer R. Evans Deputy Clerk P. Anglin 1. Meeting Called to Order Councillor Sullivan called the Finance Committee open session meeting to order. 1.1 ADoroval of Agenda Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that the agenda of May 26, 2022, be approved. MOTION CARRIED. 1.1.2 Conflict -of -Interest Councillor Radwan declared a conflict -of -interest with one line item on the Integrated Bilateral Fund. 1.2 Integrated Bilateral Fund Referring to the submitted report "Integrated Bilateral Fund" Chief City Engineer M. Baker advised the financial breakdown for the Integrated Bilateral program remains the same as what was before the Finance Committee in March 2022. However, some important dates have changed; there has been an extension to the expiry date for the program which now expires March 31, 2034. The original expiry date was March 31, 2028. Project construction timelines were also changed. All project construction must now be completed by October 2033. The original construction completion date was October 2027. The deadline for Federal approval has changed to March 31, 2023. The original was March 31, 2025. Therefore, with the new date changing to 2023 it is important that the City identify and submit its funding priorities at this time. The projects proposed to be submitted under this funding opportunity based on additional feedback from the Regional Development Corporation (RDC), as a result of changes to the Bilateral funding program Finance Committee Meeting Open Session June 9th, 2022 (2027 to 2033 for construction) and due to significant market price increases in the past couple of months were listed. Councillor Radwan withdrew from the voting on the motion. Moved by Councillor Hickey, seconded by Mayor Noade Reardon: RESOLVED THAT: 1. Finance Committee endorse the updated proposed project list for application to the Integrated Bilateral Agreement (IBA) funding opportunity, and 2. Direct Staff to bring back recommendations as part of the 2023 Capital Budget process. MOTION CARRIED. Adjournment Moved by Mayor Noade Reardon, seconded by Councillor Radwan: RESOLVED that the Finance Committee meeting be adjourned. MOTION CARRIED. The Finance Committee open session meeting held on May 26, 2022, was adjourned at 4:35 pm. FINANCE COMMITTEE REPORT Report Date July 11, 2022 Meeting Date July 15, 2022 Service Area Strategic Services Chairman Sullivan and Members of Finance Committee SUBJECT: Procurement Card Policy OPEN OR CLOSED SESSION This matter is to be discussed in Finance Committee Open Session. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Jodie Forgie Kevin Fudge I John Collin RECOMMENDATION Finance Committee recommends the approval of the amendments to the Procurement Card Policy FAS-026 to Common Council. EXECUTIVE SUMMARY The purpose of this report is to seek Council's approval to amend the Procurement Card Policy, as described within this report. PREVIOUS RESOLUTION This recommendation is tied to the award of the contract for procurement card services - M&C 2021-228 STRATEGIC ALIGNMENT The recommendation is a step in the redesign of the City's strategic procurement strategy, improvement of the various procurement and accounting processes and to minimize risk and costs. REPORT Following a public RFP process, Scotiabank was awarded the contract for corporate procurement card services on August 9, 2021. In conjunction with this change in credit card providers, a new Procurement Card Policy had been created that defines approving authority, limits, acceptable use, administrative process, responsibility and compliance of the corporate credit cards. The update was E:3 -2- required in order to align with the new procurement card process which leverages technology to allow users to upload their receipts into the credit card system and obtain approval within the credit card system. In order to facilitate a more streamlined approach to approvals while maintain internal control it has been determined that the approvals of the procurement card should follow the approvals as outlined in the Procurement Policy FAS-011. The information to be amended is as follows: Removal of approval value of monthly purchases which are currently stated in section 5 (b) and (d) as commissioner level for monthly purchases above $2,500. The revised wording will be written as follows: "Provided that all associated transactions are in accordance with the requirements of the Pcard policy and the Procurement policy, approval of credit card reports will be in accordance with the spending limits as outlined within the authorities listed in the Procurement policy. SERVICEAND FINANCIAL OUTCOMES More efficient process while maintain consistent approach of internal controls. 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Report Date July 08, 2022 Meeting Date July 15, 2022 Service Area Strategic Services Chairman Gary Sullivan and Members of the Finance Committee SUBJECT: Grant to Saint John Theatre Company AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Kevin Fudge Kevin Fudge RECOMMENDATION It is recommended that: 1. Finance Committee recommends Common Council approve evaluation criteria in a policy for the use of Discover Saint John (DSJ) reserve funds and the Saint John Theatre Company (SJTC) grant request be re-evaluated based on Council approved criteria. 2. Given the significant financial request, the Finance Committee recommends SJTC submit a business plan as part of the evaluation process to allow the City to conduct due diligence to protect any City investment. 3. Finance Committee recommends that requests for grants funded by the General Operating Budget in the years 2023, 2024, 2025 and 2026 be referred to the budget process in those years. EXECUTIVE SUMMARY Finance reviewed the recommendation to award the Saint John Theatre Company (SJTC) a grant for $814,000 to support their capital campaign to construct a 250+ seat performance venue to be funded with $414,000 from Discover Saint John (DSJ) reserve funds and by pre -approving $100,000 over the next 4 budget years (2023, 2024, 2025, 2026) from the General Operating Budget. Finance offers the following observations to the Finance Committee: 1. The SJTC grant does not generate incremental property tax revenue (theatre will be exempt from municipal and provincial property tax) and taxpayers will not obtain a financial return or payback on its investment. Kul -z- 2. Common Council should approve a policy with criteria for the use of DSJ reserve funds to support the evaluation of the grant request from the SJTC. 3. Pre -approving future operating budgets (4 years) is not a recommended practice due to future uncertainties. 4. Given the large financial commitment, the City should request SJTC submit a business plan to conduct due diligence to protect its investment. 5. The assumptions in the Economic Impact Assessment (EIA) require further vetting. 6. Province is the primary recipient of direct and indirect economic benefits based on the review of the EIA. 7. The accommodation levy should be explored as a future grant funding source. PREVIOUS RESOLUTION N/A REPORT BACKGROUND At its meeting on June 9, 2022, the Growth Committee made the following recommendation: Staff recommend that Growth Committee adopted the following for Common Council's consideration: 1. The City of Saint John contribute $418,000 from Discover Saint John reserve fund into the Saint John Theatre Company's Sydney Street Courthouse Project conditional upon: a. The successful approval of a building permit with the City of Saint John. b. The City of Saint John having the ability to complete a financial audit of Saint John Theatre Company. c. The initiation of Saint John Theatre Company's public fundraising campaign for the Sidney Street Courthouse project. d. Agreement from the Saint John Theatre Company to submit an outcomes report on the Sidney Street Courthouse project and public fundraising program to the City of Saint John by December 2022. e. The City's financial investment to be protected by any significant scope or design alteration to the Saint John Theatre Company's Sydney Street Courthouse Project. M-11 -3- f. The City of Saint John is recognized as sponsor to the Saint John Theatre Company's Sydney Street Courthouse project. g. Approval from Saint John Theatre Company and the City of Saint John on a funding agreement outlining the terms of the funding relationship for this project. 2. The City of Saint John contribute a maximum of $100,000/annually starting in 2023 from the City's operating budget to the Saint John Theatre Company's Sydney Street Courthouse project conditional on the some conditions outlined in recommendation (1) in addition to: a. The initiation of construction for the Saint John Theatre Company's Sydney Street Courthouse project. b. Agreement from the Saint John Theatre Company to submit an outcomes report on the Sydney Street Courthouse project and public fundraising project to the City of Saint John each year during the four-year funding commitment. 3. Direct the City Manager to draft a funding agreement outlining the terms of the funding relationship for the Sydney Street Courthouse project .... and to seek adoption of the funding agreement with Common Council. PURPOSE OF REPORT Finance staff reviewed the recommendation to award the Saint John Theatre Company (SJTC) a grant in the amount of $814,000 to support their capital campaign to construct a 250+ seat theatre. The grant is unbudgeted and is valued at over 4 times the amount of the annual budgeted community grants. It is proposed that that the grant would be funded by drawing $414,000 from reserves created from the windup of Discover Saint John and by pre -approving $100,000 per year from the General Operating Budget in the years 2023, 2024, 2025 and 2026. Given the recommendation has budget implications, it is incumbent upon the Finance Committee make recommendations to Common Council. The purpose of this report is to offer observations and recommendations to support a Finance Committee recommendation. SAINT JOHN THEATRE COMPANY SJTC has served as an arts and culture catalyst, community educator and creative hub in the Greater Saint John Region for more than 30 years. The organization has a very strong Board of Directors, dedicated professional staff and diversified donor and volunteer base. SJTC is a strong community contributor. The recommendations contained in the report are to improve City internal controls -4- and should not be interpreted as an indication that the Courthouse Theatre is not an important community project. FINANCIAL BUSINESS CASE Service New Brunswick has confirmed that the Courthouse is eligible for property tax exemption under subsection 4 (1) (d) of the Assessment Act which exempts "institutions and associations formed and operated for the advancement of science or the arts within the province". The Courthouse will not generate incremental municipal or provincial property tax revenue and therefore the City will not receive a financial return or obtain a payback on its $818,000 grant contribution to the SJTC. Based on the economic impact assessment (EIA) produced by Envision Saint John (ESJ), the Province of New Brunswick is the primary financial benefactor of economic growth. Exhibit A below is a summary of tax Provincial tax revenues expected to be generated by the Courthouse in the EIA. The Courthouse is projected to generate approximately $1.98 million in provincial tax revenue on construction and $1.67 million annually in provincial tax revenue from direct and indirect local spending. ESJ was unable to conduct an analysis to assess marginal increases in spending (to understand spend migration). Without a net new spend analysis, municipal tax base spinoffs are difficult to estimate. Exhibit A- Provincial Tax Revenue Personal Income Tax Taxes on Product Sales Tax I Total Tax Revenue truction FAs,nuol $ 775,880 $ 206,269 $ 780,000 $ 803,050 $ 420,000 $ 660,800 $ 1,975,880 $ 1,670,119 ** Envision Economic Impact Assessment based on SJTC Goals 2. ECONOMIC IMPACT ASSESSMENT ESJ produced a tertiary level EIA using a Statistics Canada supply use input/output table with the best estimates provided to them by SJTC on construction cost, annual operating spends and goals to attract local visitors. The EIA is a rough estimate (based on assumptions provided) of the direct, indirect, and induced economic impacts. The results of the EIA are sensitive to the assumptions used and further vetting of the assumptions in the model is required to support the results. For example, the assumed number of local visitors is a key assumption that leads to 46% of the projected annual Provincial tax revenue, 76% of annual GDP, and 70% of annual labour income in the operating estimates of the EIA. A detailed assessment of the SJTC goal of 100,000 visitors could not be undertaken by ESJ. Given the fact that the EIA is sensitive to the assumed number of annual local visitors (assumed 100,000), this assumption should be further vetted. -5- 3. INTEREST REVENUE The SJTC has indicated there is uncertainty in the construction start schedule due to many factors (capital fundraising, supply chain disruptions, etc.) Given the uncertainty of construction start, grants should be held in trust by the city until there is confirmation that all sources of funding are secured, and construction has commenced to ensure approximately $15,000 in annual interest revenue benefits taxpayers. Conclusion: Finance would need to review a business case that includes direct or indirect municipal economic benefits to understand the financial value to taxpayers. DUE DILIGENCE 1. BUSINESS PLAN A grant for $818,000 is a significant taxpayer contribution (more than 4 years of all budgeted community grants). As would be advised for any investment of this magnitude, to protect its investmentthe Cityshould conduct further due diligence by reviewing the SJTC business plan. The business plan should include a proforma (forecast) of revenues and expenditures, customer forecast, capital projections, financing plan (sources and uses of funding including debt) as well as supporting evidence on the assumptions made for which the plan is based upon. The business plan will allow the City to understand SJTC's technical, economic, and financial feasibility and include details of how the organization transitions from managing $3 million in capital assets and $860K annual operating budget to a larger organization with over $20 million in capital assets and $2 million in annual operating budget, rapid growth in a high inflationary post pandemic economy. A business plan would also allow the City to understand how the SJTC will be sustainable in the long term. For example, the SJTC heavily relies upon annual donations, sponsorships, and grants (between 58%-88% of revenues over last 3 years) as opposed to revenues generated from their own sources (ticket sales, rentals, food and beverage, advertising) which ranged from 12%-42%. Revenue Own Source Revenue Grants, Donations, Sponsorships Exhibit 2-SJTC %Own Source Revenue Pre -Pandemic Pandemic Pandemic % Year End June302019 % Year End June30,2020 % Year End June 30,2021 42% 58% Y$ 366,303 $ 512,267 30% 70% $ 207,819 $ 487,815 12% 88% $ 101,839 $ 760,900 $ 878,570 $ 695,634 $ 862,739 *Source: SJTC Annual Reports ** Own Source Revenue includes Ticket Sales, Refreshments, Advertising, Facility Rentals The Business Plan would provide insight into risk management strategies for backstopping of possible future deficits (endowment funds), asset replacement HI -6- strategy, debt management, staffing numbers, degree of reliance on volunteers and donors, pricing strategy, and market information. The business plan should also not include any assumed annual operating subsidy from the City. The business plan may also provide additional information to help assess if there are any potential risks respecting the City's operating subsidies to Imperial Theatre ($330K) and the Saint John Arts Centre ($192K). 2. ASSESS HST EXPOSURE A grant to SJTC would require a funding agreement with the City that includes certain terms and conditions. Depending on the terms and conditions, the grant may attract harmonized sales tax (HST). The funding agreement would need to be reviewed by Canada Revenue Agency (CRA) HST Rulings department to make final determination. If the CRA determines the payment attracts HST, a portion of the HST would be non-refundable and result in an incremental cost to the taxpayer. For a grant in the amount of $818,000, the non-refundable HST would be $35,049. It is recommended should the City enter into a grant agreement that a provision be included to hold back $35,049 to ensure any non-refundable HST is paid from the grant and not with additional City funds. Conclusion: Further due diligence is required including a review of SJTC business plan and assessment of HST liability. GOVERNANCE fi�lljC�eL'7_� 1►��r�►�� I ��L� rrr•]►�1 The Growth Committee report evaluated SJTC's proposal across categories of strategic alignment, economic impact and community impact. The evaluation is a good building block. The Growth Committee report acknowledges that the funding request and the City's contribution to the SJTC project is a unique scenario. There is opportunity to build on the evaluation work done by the Growth team and further examine data to understand the financial value and define the community impacts with specific outcomes. Growth opportunities should result in direct or indirect financial benefits for the City. The Growth Committee report aligns with the Finance Department's view with respect to the weaker direct financial benefit to the City of Saint John and that spin off benefits are not fully defined at this time. Finance staff recommends the goals for the use of Discover Saint John (DSJ) funds should be first approved by Common Council in policy that includes evaluation criteria to support an evaluation of the SJTC grant request. Policy is formal Council direction that provides a framework for decision making, ensuring transparency :1 -7- and consistency across a municipality. Establishing a Council policy for the use of the DSJ reserve fund would be consistent with the City's past practice with respect to other Growth -related reserves. For example, on May 251h, 2020, the Growth Committee recommended Common Council set up a reserve to fund the Encore Program in the amount of $546,267. Prior to approving any draw of funds from this program, the Growth Committee recommended Council approve the objectives and criteria for economic recovery investments from that fund. Requests from this fund were evaluated and prioritized based on detailed criteria approved by Common Council. Another example is on May 171h, 2021, the Growth Committee brought forth recommendations to Common Council to create a Strategic Land Reserve Fund from the windup of Develop Saint John for approximately $1.6 million. As part of that recommendation, Common Council approved a Strategic Real Estate Capital Reserve Fund Policy which included evaluation criteria as well as the requirement to produce a business case. 2. DRAFT GRANT POLICY The Finance Committee has approved a draft Grant Policy scheduled to be brought forward to Common Council for consideration in the Fall of 2022. If approved by Council, the policy stipulates major grants that exceed $25,000 will be recommended to Common Council by the City Manager, however, all elements of the Grant Policy must be complied with including a formal grant application process, eligibility criteria, evaluation process, performance reporting and grants being conditional upon be fully funded in the operating budget. KJW:7y�:��I��1J►�I�lI�7�[�I Reserves are created with funds that are set aside for a designated future purpose. The Reserve Fund Policy states 6 permitted uses of reserves: a. Major unanticipated/unforeseen events b. Major Capital Renewal c. Future Liabilities d. One-time operating expenses which are greater than $100,000 and are not part of the recurring operating budget e. Infrastructure deficit f. Investment in growth opportunities The recommendation to draw $414,000 from DSJ is permitted with criteria f referenced above. However, criteria f should be supported by policy that defines the growth opportunity with goals, objectives and criteria as referenced above. 4. REGIONAL COST SHARE & ACCOMODATION LEVY BY-LAW The SJTC presentation estimates the Courthouse project will draw 100,000 visitors to the region, exceeding the annual visitors to Imperial Theatre which is a Regional !i93 -8- Facility. Given the project is expected to yield potentially regional outcomes in jobs and GDP, it is reasonable to explore a regional approach. The City of Saint John will pay an operating grant to ESJ by service agreement of $1,900,000 for the years 2023, 2024 and 2025. In addition to the operating grant, the service agreement commits the City to transfer accommodation levies collected within the City estimated at approximately $1-1.5 million per year (pre - pandemic). In 2021 the total accommodation levies collected in Saint John was approximately $643,000 as we recovered from the pandemic. With the huge success of the Memorial Cup and upcoming events and festivals planned this summer, it is reasonable to assume the accommodation levy revenue will increase in 2022. The purpose of the accommodation levy is to fund initiatives that will increase visitors to the City and the region. Given the projected 100,000 visitors projected by SJTC (regional benefit), the fact that accommodation levies are paid businesses that will benefit from increased visitors (hotels, bed and breakfast, etc.), and the fact that Saint John is the only member in the region that collects and transfers accommodation levies to ESJ, the accommodation levy would be an appropriate source of funding for grant requests from SJTC for the years 2023 and beyond. 5. BUDGET PROCESS In addition to the $414,000 from Discover Saint John Reserve funds, there is a recommendation that Common Council pre -approve annual grants of $100,000 per year future budget cycles 2023-2026, for a total of $400,000. Pre -approving expenditures in future budgets without proper comprehensive review of the entire budget respecting affordability, revenue sources, service needs and costs of service delivery, and many other financial factors is not a good practice and is not recommended. Many financial uncertainties lie ahead (Tax Base Growth, new Unconditional Grant Formula, Regional Service Commission mandates, pandemic impacts, changes in infrastructure deficits, increasing inflation and interest rates, and the implementation of a new 10-year strategic plan). It would place undue risk on the City to pre -approve funds on a multi -year basis without considering all the above factors as part of the entire general operating budget. Council cannot make an informed decision for future years without reviewing the entire budgets. RIMINARFAWCONVATIN The draft corporate strategic plan was presented to Common Council to be received and filed on June 13th, 2022. The Strategic Plan includes 140 actions that will be prioritized over the next 10 years. The 140 actions will need to be assigned costs to understand future budget funding needs. With respect to arts and culture, the draft 10-year strategic plan calls for the City to "maintain current percentage of operating budget in arts and culture investments" and Plan SJ uses language such as "encourage", "facilitate", "support". -9- 7. 10 YEAR CAPITAL PLAN The Finance Department is working with all City service areas to produce a 10-year capital plan based on the goals contained in the City's various strategic plans (PlanSJ, MoveSJ, PlaySJ, Neighborhood Plan, etc..) and the financial need currently is estimated at over $700 million dollars. The City's financial capacity is typically $20-$25 million per year which includes funding from other levels of government. The opportunity cost of committing $818,000 to SJTC is less available funding for City infrastructure needs that would otherwise meet approved evaluation criteria for use of the DSJ reserve fund. Conclusion: Council should refrain from encumbering future operating budgets, explore with ESJ the accommodation levy as a source of tourism grant funding, and approve evaluation criteria to support the use of Discover Saint John funds. STRATEGIC ALIGNMENT The report is in strategically aligned with Council priorities to Perform as well as with financial policies and best practices. SERVICE AND FINANCIAL OUTCOMES The recommendation promotes fiscal responsibility. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input has been sought from Growth and Community Services, Envision Saint John and from public documents submitted by Saint John Theatre Company. ATTACHMENTS June 9th, 2022, Growth Committee Report :111 City of Saint John Growth Committee - Open Session AGENDA Thursday, June 9, 2022 11:00 am 2nd Floor Common Council Chamber, City Hall 1. Call to Order Pages 1.1. Saint John Theatre Company Funding Request Recommendation 1 - 44 GROWTH COMMITTEE REPORT M&C No. Click here to enter text Report Date June 01, 2022 Meeting Date June 09, 2022 Service Area Growth and Community Services Chair Joanna Killen and Members of the Growth Committee SUBJECT: Saint John Theatre Company Sydney Street Courthouse Project Funding Request AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Phil Ouellette Jacqueline Hamilton I John Collin RECOMMENDATIONS Staff recommend that Growth Committee adopt the following for Common Council's consideration: 1. The City of Saint John contribute $418,000 from the Discover Saint John reserve fund into the Saint John Theatre Company's Sydney Street Courthouse project (as outlined in Attachment #1 of this report) conditional upon: a. The successful approval of a building permit with the City of Saint John. b. The City of Saint John having the ability to complete a financial audit of Saint John Theatre Company. c. The initiation of Saint John Theatre Company's public fundraising campaign for the Sydney Street Courthouse project. d. Agreement from the Saint John Theatre Company to submit an outcomes report on the Sydney Street Courthouse project and public fundraising program to the City of Saint John by December 2022. e. The City's financial investment to be protected by any significant scope or design alteration to the Saint John Theatre Company's Sydney Street Courthouse project (as outlined in Attachment #1 of this report). f. The City of Saint John is recognized as sponsor to the Saint John Theatre Company's Sydney Street Courthouse project. g. Approval from Saint John Theatre Company and the City of Saint John on a funding agreement outlining the terms of the funding relationship for this project. -2- 2. The City of Saint John contribute a maximum of $100,000/annually starting in 2023 from the City's operating budget to the Saint John Theatre Company's Sydney Street Courthouse project (as outlined in Attachment #1 of this report) conditional on the same conditions outlined in recommendation (1) of this report in addition to: a. The initiation of construction for the Saint John Theatre Company's Sydney Street Courthouse project. b. Agreement from the Saint John Theatre Company to submit an outcomes report on the Sydney Street Courthouse project and public fundraising program to the City of Saint John each year during the four-year funding commitment. 3. Direct the City Manager to draft a funding agreement outlining the terms of the funding relationship for the Sydney Street Courthouse project (as outlined in Attachment #1 of this report) between the City of Saint John and the Saint John Theatre Company, as partially outlined in recommendations (1) and (2) of this report, and to seek adoption of the funding agreement with Common Council. EXECUTIVE SUMMARY On April 261h, 2022, the Saint John Theatre Company ("SJTC") submitted a package of information to Common Council, which outlines their Sydney Street Courthouse expansion project and an economic impact assessment from Envision Saint John (see Attachment #1). The SJTC is requesting $1 million from the City of Saint John to support their approximate $20 million project. To facilitate the Growth Committee's consideration of the SJTC's financial request to the City of Saint John, staff facilitated an initial discussion with Growth Committee to collect initial feedback on the project and its association with Council Priorities 2021-2026. While Growth Committee, and Common Council, should balance the financial request from SJTC with the various other priority investments on this Council's horizon, this report recommends a total investment of $818,000 to the SJTC project. Staff's assessment of the SJTC proposal incorporates three evaluation categories, including: strategic alignment, economic impact, and community impact. Staff's assessment concludes that there is important value in the City's financial support to this project. Staff's recommendation to fund this project acknowledges the uniqueness of this important project which differentiates it from other community projects, including: 1. The City has a one-time funding envelop from the termination of Discover Saint John which aligns with the outcomes of the SJTC project. !t:3 -3- 2. The development of the SJTC's Sydney Street Courthouse project supports the fulfillment of various municipal strategies and plans. 3. The City's investment will not only kick-off SJTC's public fundraising campaign, but also help unlock the completion of this project and the over $17 million in successfully or tentatively fundraised contributions. As a courtesy, the recommendation and assessment outlined in this report was shared with the leadership of SJTC. Feedback received from SJTC was used to refine the recommendations found in this report. PREVIOUS RESOLUTION On May 2nd, 2022, Common Council referred a package received from Saint John Theater Company to Growth Committee for its evaluation and recommendation. REPORT Background On April 261h, 2022, the Saint John Theatre Company ("SJTC") submitted a package of information to Common Council, which outlined the details of the Sydney Street Courthouse expansion project. The package also included a financial ask to the City of Saint John and an economic impact assessment from Envision Saint John. Common Council referred the package to Growth Committee and invited the SJTC to present directly to the Committee on May 101h, 2022. To facilitate the Growth Committee's consideration of SJTC's financial request, staff has prepared an evaluation of the opportunity and a recommendation for the Committee's consideration. Overview of Project The Sydney Street Courthouse project was the first tier three heritage infill project approved by Common Council under the new Heritage Bylaw. The quality and thoughtfulness of the design also recently received a City of Saint John Heritage Award, which celebrated the design's ability to conserve existing architectural features all while introducing new modern design. The project will seek to update the existing courthouse building in addition to building a primarily glass addition on the east side of the existing building. As described in the attached SJTC package, the project envisions the introduction of a "250+ seat state-of-the-art performance venue" and to "support world -class talent to perform and create in our community fuel economic growth in our community." There are several reasons to pursue such a project according to SJTC, including that "there is a critical gap in the cultural infrastructure of our city for hosting mid -size theatre productions in our uptown core". The project is estimated to cost $20 million, which SJTC has successfully or tentatively fundraised through private sector, public outreach, federal and :101 -4- provincial funding. According to their package of information, SJTC is experiencing a $1.5 to $3 million shortfall to achieve their fundraising objectives. The City of Saint John has received a request to invest $1,000,000 in the project, with an opportunity to contribute incrementally over three to five years. The financial contribution from the City of Saint John is expected to kick-off SJTC's public fundraising campaign to raise the last remaining shortfall for the project. Project Evaluation To build a recommendation, staff has decided to use three broad categories to evaluate the merits of the project and whether it should be considered for City of Saint John funding. The three categories are: strategic alignment, economic impact, and community impact. STRATEGIC ALIGNMENT The first critical consideration in evaluating the merits of this project is to demonstrate that the project aligns with the City's pre-existing strategies and plans. This project has strong linkages to three of the core categories from Council Priorities 2021-2026, including: 1. Grow — This project (as will be reviewed more thoroughly in the economic impact section), is designed to contribute to labor market, GDP growth and direct economic impact for local business and hotels, in addition to the City's broader efforts to attract and retain visitors and residents. 2. Green — One of the most effective ways of reducing our communities carbon footprint is to seek creative re -uses of unused buildings and repurposing them to offer new value to the community. The construction plans for this building is to achieve net -neutral carbon emissions, which is a significant undertaking and hold the potential of being a catalyst for other developments to do the same in our community. 3. Belong — Saint John continues to expand on its quality -of -life offering and the introduction of an expanded SJTC facility will invite a new level of arts and culture integration into our community. The project also places considerable linkages to the Secondary Plan for the Central Peninsula ("SPCP"), which was adopted by Common Council in 2020. The SPCP identifies handful of key "growth concepts" for the Central Peninsula, which are identified as catalytic areas for development, and one of those areas identified in SPCP is the King Square area where the old courthouse is located. The old courthouse has remained a vacant building for several years, and SJTC's decision to introduce new investment and new use to the building upholds the broader vision of the City's community planning strategies to introduce creative re -use of existing buildings, preserving existing character, and welcoming new value to the community. In fact, the SPCP identifies the courthouse as an "iconic and historic building" that support the framing of the square, and policy U-1 of the SPCP calls -5- on Council to "reinforce King Square as the heart of the Central Peninsula," which includes "filling in the gaps and encouraging redevelopment." As it relates to the heritage facets of this proposed development, the SPCP calls for "prominent heritage buildings to inform new, contemporary built form elements and infill opportunities." In policy BD-16 of the SPCP, Council is called - upon to "protect the communityvalue of built heritage through administering the infill development process outlined in the Heritage Conservation Areas By-law ensuring development is compatible with the existing character of heritage areas while providing flexibility for high quality, modern architecture." The quality of design proposed through the Sydney Street Courthouse, mixing the conservation of the existing facility, and introducing modern infill design for the east portion of the property would be a testament to the City's commitment to heritage preservation and the progressiveness of our new heritage infill standards. This project is also highly aligned with Plan SJ, the City's municipal plan, including the following sections: • Policy AC-5: "Encourage the concentration of arts and cultural organizations, venues and facilities in the Uptown while providing for community -based arts and cultural activities and events in all areas of the City." • Policy AC-11: "Facilitate and promote the provision of a range of local venues, facilities and events that support a flourishing arts and cultural sector." • Policy AC-35: "Support the recognition, protection and promotion of important cultural landscapes, historic sites, designated heritage places, aboriginal sites, and archaeological resources, in partnership with the Government of New Brunswick, through the tools enabled by the New Brunswick Heritage Conservation Act and through working with other levels of government to improve public access to and awareness of these community assets." • Policy LU-18: "Ensure the Uptown is a vibrant urban environment that welcomes entertainment, dining opportunities, arts and cultural venues and events, and other people -oriented uses." • Policy LU-20: "Ensure new construction in the Uptown is sensitive to its historic surroundings and neighborhood context; however, modern expressions of architecture in the Uptown will also be encouraged." In addition to the above -mentioned plans and strategies, the proposed Sydney Street Courthouse also aligns with the current draft of the City of Saint John Strategic Plan, which sets a goal to "value a city that pulsates with life through 0I -6- arts, culture, recreation, education, employment, innovation, diversity, and population growth." Further, the current draft Strategic Plan identifies the following strategic objective: "foster new partnerships to ensure Saint John remains an arts and culture destination." The Sydney Street Courthouse projects demonstrates very strong linkages to the City's major strategies and plans, and in some cases, would directly contribute to desired outcomes from these strategies and plans. This project could not score much higher on the broad outcomes sought -out for the Central Peninsula, arts and culture, new urban offerings in the City's commercial core, green construction and building meaningful employment for the City's creative class. COMMUNITY IMPACT Before proceeding with an assessment on "community impact" it is important to acknowledge that the ability to evaluate quality -of -life offerings is not as streamlined, defined and evident as evaluating strategic alignment and economic impact. This is not restricted to this project, as the City of Saint John itself struggles to inform the public of the value and impact of its own quality -of -life offerings and services, as the determination of such value and impact require a comprehensive analysis and clarity on what precisely is meant by community value (which falls outside the scope of this assessment and report). According to the documentation shared by SJTC, the Sydney Street Court House project is expected to offer new community value, offerings, and contributions to "Saint John residents and visitors, including: • Host over 1000 performances and special events in the new Facility in the first 5 years. • Host between 200-300 master classes with visiting and local artists in the new Facility per year. • Host over 100,000 visitors from across Atlantic Canada and beyond per year. The project is expected to enhance the development and delivery of "outreach programming to schools and community groups across New Brunswick, contributing to school curriculums and enhancing the cultural infrastructure and offerings in communities across New Brunswick through both in -person tours of ARC and SJTC productions, as well as livestreaming into classrooms, churches, community centers and private homes." This includes a partnership with UNB Saint John for two accredited courses. The development of the Sydney Street Courthouse expansion project will offer a tremendous contribution to new and enhanced arts and culture offerings in the Saint John community, both for those who participate in delivering arts and 01-t -7- culture programming and for those who value such offerings as participants and spectators. The proposed expanded programming from SJTC would contribute to the City's overall quality -of -life offerings, which in turn builds on the bond and connectivity between participants and the physical, cultural and artistic places found within the City. As mentioned previously, an important facet of the SJTC project is to achieve net - neutral carbon emissions, which also contributes to the project's "minimum" impact on the community in terms of its carbon footprint. The decision for SJTC to pursue such environmental standards is part of the broader value proposition of this initiative and highlights how additional programming can be offered through a lens of environmental sustainability. In turn, this project seeks to creative re- uses of an existing vacant building, instead of seeking to demolish and rebuild a new building, which further minimizes the environmental impact of this project. There are some hints of the City's own characterization of community value and impact through its own programs and services. Through the City's recreation user fees, PRO Kids, Community Services offerings, among others, the City does identify seniors, youth and marginalized residents as individuals that require more tailored services, and in some instances, additional municipal subsidization. While still a work -in -progress, the City also acknowledges that there are needed improvements in our collective efforts towards equity, diversity, and inclusion, including our collective efforts towards Truth and Reconciliation. According to the submitted documentation from SJTC, the organization reserves and distributes several complementary tickets "through a network of community partners to children, students, and marginalized members of our community," including: the Crescent Valley Tenants Association, the Saint John Learning Exchange, Big Brothers Big Sisters, Boys and Girls Club, and AIDS Saint John. Accordingly, SJTC is seeking to expand on these opportunities with its new facility. The SJTC also "collaborate directly with specific community partners at least twice per yearto put on specific educational productions about our community's history or social issues, including the following past partnerships: the Saint John Jewish Historical Museum, the SJ Free Public Library, Saint John Pride, the ALS Society, Canadian Mental Health Association, and the Red Cross 'Beyond the Hurt (anti - bullying) program." Summary of Assessment: COMMUNITY IMPACT The community impact of the Sydney Street Court House project is an important factor in determining the City's commitment towards the project. This project will enhance the City's overall arts and culture landscape, including those employed in the field, additional events, educational opportunities, and a unique service offering for Saint John, the region, Atlantic Canada and visitors. SJTC has a track record of supporting marginalized communities through its programming, and the plans presented through the Sydney Street Courthouse project continues with this commitment. From staff's perspective, the 6",41 -8- introduction of the SJTC's project will inject new life in the arts and culture community and the overall vibrancy of the City of Saint John. ECONOMIC IMPACT According to the economic impact assessment completed by Envision Saint John and the documentation shared by SJTC, this project is expected to yield the following outcomes: • Construction will represent a $18-20 million injection into the local economy over the next two years. • Over 200 jobs will be created (through construction and once operations begin). • Over $9.5 M of labor income impacts from construction. • Over $1.2 M of annual labor income impacts from operations. • Over $15 M GDP impact from construction. • Over $1.5 M annual GDP impact from operations. In addition, based on a 100,000 visitor per year assessment, with 5% of said visitors seeking overnight room rentals, it is projected that the average spend with overnight stay is approximately $937,500/annually. In addition, it is expected that the remaining 95%of visitors (who will not seek room rentals) will inject additional spending in Saint John for pre- and post -event activities, including drinks, meals, additional events, etc. These 95% of visitors are expected to invest an additional $4.75M/annually towards local businesses. The documentation submitted by SJTC identifies a variety of other economic impacts of this project that are much more difficult to evaluate, including population growth, large scale events and spin-off benefit from the concentration of arts and culture organizations in the City's Central Peninsula. As mentioned previously, staff agree with SJTC's claim that this project will contributor to the City's ongoing efforts to build a strong value proposition for visitors and residents, which will in turn support, to some degree, broader efforts around population retention and recruitment, and spin-off economic activity. Most importantly as it relates to the City of Saint John, this project is not expected to yield any new tax base growth, as it is a facility that the Government of New Brunswick exempts from property taxation. This points to an important balance for the City of Saint John, as tax base growth is without doubt the most tangible economic indicator for Canadian municipal governments (as most of their revenue is derived from tax base growth). However, the City also places considerable value on community impact and alignment in its evaluation of community investments, but community impact and alignment are more difficult to measure and evaluate compared to economic impact. Summary of Assessment: ECONOMIC IMPACT 0.! -9- The Sydney Street Courthouse projects demonstrates weaker direct financial benefit to the City of Saint John but does point to some modest economic gains achieved by local businesses because of construction, visitors and future operations. This project can be expected to contribute to the broader effort of population recruitment and retention and invite spin-off benefits, but the extent to which this project will do so is not fully defined at this time. Expenditure Considerations City staff did engage with the SJTC over the past weeks and months on their proposal, and staff shared that a request of $1 million to the City of Saint John was too ambitious of a financial commitment when considering the City's current financial capacity and the volume of its possible financial investments. For these reasons, staff's preliminary recommendation to Growth Committee earlier in 2022 included a proposal that the City contribute $400,000 to the project, versus the $1 million requested by SJTC. However, the feedback received from Growth Committee members highlighted the importance of this project as it relates to, among others: the fulfillment of Council Priorities 2021-2026, the importance of arts and culture for the community, and the potential of spin-off benefits associated with this significant addition to Saint John. This additional arts and culture program offering in Saint John would further the City's reputation as the arts and culture destination in Atlantic Canada. Growth Committee's feedback invited a reconsideration of the initial staff recommendation, which equated to a larger proposed financial contribution to the project. One of the important considerations in the City's evaluation of this project is the Council approved Capital Budget Policy that restricts the City of Saint John's ability to fund capital projects that are not owned by the City of Saint John. The City's financial support to this project could however occur through an Operating Budget grant towards SJTC. The City does have a long history of offerings grants to non- profit organizations in the community to improve on their ability to deliver new and improved services to the Saint John community. Staff has reviewed various internal funding options to support this project, and propose the following: Discover - The City holds $418,000 in operating Saint John reserves from the wind-up of Discover Saint Reserve Fund John. - When Envision Saint John was conceived, the City undertook a wind-up exercise of the prior local economic development agencies, including Discover Saint John, which in turn, required these organizations Staff believe this is the best financial option when considering the SJTC's proposal. 001 -10- to return any unspent funds to the funders of their organizations. - These funds would have historically been used to support destination marketing, place branding and strategic tourism projects to support the volume of visitors and the broader appeal of the City of Saint John (for residents and non-residents). - There are no existing parameters or criteria established to inform the distribution of this reserve fund, as it only recently was received by the City of Saint John by the now terminated Discover Saint John Board of Directors. Operating - In addition to an investment from the Staff believe Budget Grant Discover Saint John reserve fund, the City this is the best should consider making additional smaller financial option annual contributions to the project over when various years, to meet an overall larger considering the contribution to the project, without having SJTC's proposal. to make a more significant investment over one fiscal year. Recommendation After assessing SJTC's proposal across the three assessment categories of alignment, economic and community impact, and investigating various funding mechanism within the City, staff believes there is value in the City of Saint John to make a contribution of $818,000 to SJTC's Sydney Street Courthouse project. While staff acknowledge that the projected economic impact of this project is modest, the strength of the project's alignment with the City's long-term strategies and plans is impressive. The overall community impact remains difficult to fully evaluate, however, it is fair to conclude that this project will have a lasting impact on the arts and culture landscape in Saint John and will contribute to the additional offerings in our community and the City's overall vibrancy. Staff acknowledge that this funding request and the City's contribution to this project is a unique scenario, which differentiates this community funding request from others that have been received in the past and those funding requests that will occur in the future. The reasons SJTC's funding request is unique include: 1. The City has a one-time funding envelope from the termination of Discover Saint John which is currently being held by the City to support transformational investments to support tourism and destination marketing. 2. The development of the SJTC's Sydney Street Courthouse project supports the fulfillment of various municipal strategies and plans, including: -11- Secondary Plan for the Central Peninsula, PlanSJ, the draft City of Saint John Strategic Plan, and Council Priorities 2021-2026. 3. The City's investment will not only kick-off SJTC's public fundraising campaign, but also help unlock the completion of this project and the over $17 million in successfully or tentatively fundraised contributions to this project from private sector, public outreach, federal and provincial donors. Staff recommend that the City of Saint John make an immediate commitment of $418,000 from the Discover Saint John reserve fund into the SJTC's Sydney Street Courthouse project in order to help kick-off SJTC's public fundraising campaign. This initial commitment is conditional on the following (all of which will be integrated into a funding agreement between the City of Saint John and the SJTC): • The successful approval of building permit with the City of Saint John. • The City having the ability to audit the books of Saint John Theatre Company. • The initiation of SJTC's public fundraising campaign. • The submission of a project outcomes report to the City of Saint John by December 2022. • The project scope and design has not changed significantly from those shared with the City in May 2022. • The City is recognized as a sponsor in the project. • Approval from SJTC and the City of Saint John on a funding agreement outlining the terms of the funding relationship for this project. Staff are also recommending contribution of a maximum of $100,000/annually from 2023 until 2026 from the City's annual operating budget. The same conditions for the initial $418,000 also apply to the $100,000 in annual funding, in addition to the following (all of which will be integrated into a funding agreement between the City of Saint John and the SJTC): • The initiation of construction for the SJTC's Sydney Street Courthouse project. • The submission of a project outcomes report to the City of Saint John for each year of the four-year funding commitment. STRATEGIC ALIGNMENT See "Report" section. SERVICEAND FINANCIAL OUTCOMES See "Report" section. 57 -12- INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report was supported by the City Manager's Office, the General Counsel's Office, and the Growth and Community Services team. ATTACHMENTS Package submitted by Saint John Theatre Company and included in the May 2nd Common Council open session agenda packet tifal April 26, 2022 Mayor & Common Council The City of Saint John Dear Madam Mayor & Councillors, As many of you know, for more than 30 years, the Saint John Theatre Company (SJTC) has served as an arts and culture catalyst, community educator, and creative hub in the Greater Saint John Community, across Southern New Brunswick, and more recently on the international stage. Driven by our mission to support and grow the theatre industry and the arts and culture sector in our city, in our Province, and across Atlantic Canada, we took our mission further in 2018, by founding the Atlantic Repertory Company (ARC). The ARC has been developed to create meaningful employment and developmental opportunities for young theatre -makers with ties to Atlantic Canada. Our search for a permanent home for this growing educational and professional development arm of SJTC resulted in the transfer of ownership of the Sydney Street Courthouse to the SJTC, and five years of planning to restore this 200-year-old iconic building and transform it to become a much needed, mid -sized theatre venue, and multi -level arts and culture hub in Uptown Saint John. Much has evolved in this project over the last five years. To follow you will find a snapshot of our detailed vision forth is new facility, along with the projected cost of this landmark initiative. Now that this innovative design, blending contemporary design and historical architecture, has been approved by the City's Heritage Board and Common Council, and our designs have even been awarded a Tier 3 Heritage Award by the City, we are ready to move forward with the planning and preparation of the public launch of a Capital Campaign to raise the funds required to build this new facility. As detailed in the enclosed, the total cost of the project was estimated to be $17.9 million when the designs were completed in 2021. However, due to increase in construction costs, and supply change demand, over the last year, our latest estimates have increased by approximately 10%, to bring us closer to a total project cost of between $19.5 — $20 million. So far, $7 million has been secured from various federal and provincial grants, as well as private donations. The remaining Campaign goal is targeted to be between $12.5-13 million, of which $11 million is in proposal to two national corporate brands as well as Infrastructure Canada. We expect to hear on the outcome of these proposals in the coming weeks. As such, we anticipate having approximately $17-18 million of the required $19.5-20 million project cost secured by the fall of this year and are preparing to publicly launch the Capital Campaign at that time, breaking ground on the next phase of construction at the same time. 0 It is worth noting that over 80% of the funds secured and in proposal for this project are from sources outside New Brunswick. Leadership support from the City of Saint John at this critical juncture will confirm that this is a priority project for our community: strengthening our case for support; sending a positive message to potential contributors; and ensure our public launch of this Campaign in the community is an assured success. For this reason, it is our hope that City of Saint John and this Council will consider making an investment of $1,000,000 in the project, pledged overt he next 3 to 5 years, to kick-off our public fundraising effort. We would like to present this proposal to Council in a public session at your earliest convenience. We recognize this level of support would bean exceptional step fort he City, however, pursuant tothe conversations we have had with individual Councillors and Envision Saint John about this project over the past few months, we believe this project is directly aligned with the strategic priorities set forth by the Common Council (summarized below) and will directly help this Council realize its goals set forth in the Growth Committee's Roadmap for Smart Growth. For this reason, we hope you will consider this monumental community project worthy of this level of extraordinary investment and leadership from the Council. IMCI 111611i1I1101M01119:t61M 91INIIA First and foremost, we believe this project is directly in line with the Common Council's priority to grow the population of Saint John, develop and reinforce a strong brand for Saint John, and work with partners to create opportunities that attract and grow businesses in the uptown core. As explained further in the attached, this project will complete the development on the City's historic King's Square. Turning a vacant, abandoned heritage asset into a cultural destination for members of the Saint John community, New Brunswickers, and the rest of the world to enjoy. Based on our initial business planning, once opened in the Fall of 2024, we expect to do the following over the first 5 years of operations: • Host over 1000 performances and special events in the new Facility in the first 5 years. • Host between 200-300 master classes with visiting and local artists in the new Facility per year. • Host over 100,000 visitors from across Atlantic Canada and beyond per year. There are significant direct and in -direct economic benefits of this activity for the City of Saint John and businesses in the uptown core and beyond. First of all, the construction project will represent a $18-20 million injection into the local economy over the next two years. The result of this will draw tens of thousands of visitors, locally, and from beyond Saint John, into our uptown core becoming patrons of retailers and restaurants and creating a vibrant feel to the square. As outlined in Envision Saint John's presentation on the economic outputs of this project, we are estimating at this project will result in: • Over 200 jobs being created (through construction and once operations begin). • Over $9.5 M of labour income impacts from construction. • Over $1.2 M of annual labour income impacts from operations. • Over $15 M GDP impact from construction. • Over $1.5 M annual GDP impact from operations. -2- M In addition, the new cultural amenity in the uptown core will make the City of Saint John increasingly attractive to young professionals seeking an urban lifestyle. With the increasing shift to remote work, Saint John has become an increasingly attractive option for migrating professionals to consider and adding to the cultural amenities in the uptown core will only increase our city's attractiveness to this population group; as migrating professionals see that our city will offer the same access to arts and cultural as available in the larger urban centre, but with a superior quality of life. 2. CREATING A VIBRANT CITY, CULTIVATING COMMUNITY PRIDE, AND BELONGING We also believe this project is in direct alignment with Common Council's priority to create a vibrant city and cultivate community pride by promoting and investing in beautification projects, arts, culture, and heritage. The unique design of this facility— restoring and showcasing a designated National Historic Site of Canada, blended with a state-of-the-art contemporary design that pays homage to the original neo-classical design of the courthouse, will catapult the City's streetscape to a new level of architectural modernity and showcasing. The new cultural asset will also usher in a new wave of artistic collaborations in the city and across Atlantic Canada. Right now, there is a critical gap in the cultural infrastructure of our city for hosting mid -size theatre productions in our uptown core. This gap will be filled by the new venue. In addition, there is a critical gap in stable employment opportunities for theatre makers and performing arts professionals (set designers, technicians, sound engineers, actors, writers, etc.) in New Brunswick. Discussions are already underway with the Imperial Theatre and Theatre New Brunswick about how this new Facility could partner with them to fill that gap, providing short-term and long-term employment opportunities for local professionals that would otherwise need to migrate to larger city centres like Toronto and to pursue their craft. And finally, this new facility will provide a home base and production studio for the growing educational arm of the SJTC to continue to develop and deliver its outreach programming to schools and community groups across New Brunswick, contributing to school curriculums and enhancing the cultural infrastructure and offerings in communities across New Brunswick through both in -person tours of ARC and SJTC productions, as well as live - streaming into classrooms, churches, community centres and private homes. As you will read in the attached information about the SJTC's 30-year track record in Saint John, we believe the Theatre Company exists to serve the people of Saint John. As such, with every performance we reserve and distribute a number of complementary tickets through a network of community partners to children, students, and marginalized members of our community. In recent years (prior to COVID-19 disruptions) this has included: the Crescent Valley Tenants Association, the Saint John Learning Exchange, Big Brothers Big Sisters, Boys and Girls Club, and AIDS Saint John. This community outreach program will only grow with the opportunities presented by the new facility. We also collaborate directly with specific community partners at least twice per year to put on specific educational productions about our community's history or social issues. Past partners have included: the Saint John Jewish Historical Museum, the SJ Free Public Library, Saint John Pride, the ALS Society, Canadian Mental Health Association, and the Red Cross 'Beyond the Hurt (anti -bullying) program. Relative to the Courthouse Project, the team has created a committee tasked with First Nations Consultations. Meetings with First Nations Leaders throughout NB are ongoing as we work to find ways to include Indigenous voices in the facility. -3- M Examples from this season include: • We Were Here: developed by Artist in Residence, Clyde A. Wray. This project highlighted the lives of leading members of the Saint John Black Community. PRUDE and the Black History Society were instrumental in facilitating the research for this project. First performed in February of 2021, this project was live streamed via CBC Gem, CBC Atlantic, and the SJTC digital broadcast networks. In 2022, this project was re -broadcast directly into school classrooms throughout NB and was viewed by over 5000 students. • D.Ramadan: highlighting aspects of the local Islamic Community in partnership with YMCA Newcomer Connections . Originally scheduled for March 2022, this project was delayed by COVID-19 and will now be showcased in May at the BMO Studio Theatre. • The Normal Heart: will form the basis of our annual Pride Community Partnership which has been ongoing since 2008. This project, which deals with the early days of the AIDS crisis, will be presented at the BMO Studio Theatre in June in partnership with Chroma NB. These are just a few highlights of the extraordinary benefits this project has for the City of Saint John and alignment with the Council's outlined priorities. To give you a sense of enthusiasm and support already garnered for this project, you can view a video we have put together to describe the project at: https://youtu.be/9uxc7girxEU. At this stage we believe it is vitally important that the City of Saint John publicly demonstrate that this project is a priority for the city; by making a leadership investment and paving the way for other local philanthropic leaders to support this ambitious community initiative. We hope you see that this monumental project, leveraging our rich architectural heritage, to re -ignite creativity, community pride and economic vitality in our great City and Province, especially after such a challenging two years, is worthy of this level of extraordinary investment and leadership. Thank you for your consideration. I look forward to the opportunity to discuss this request with the Council, in person, at your earliest convenience. Sincerely, Stephen Tobias Artistic/Executive Director Saint John Theatre Company cc: SJTC Board of Directors S A I N OHN THEATRE COMPANY 112 Princess Street • Saint John • New Brunswick • E21- 1 K4 Telephone: (506) 652-7582 • Fax: (506) 652-7585 • www.saintjohntheatrecompany.com -4- Ei �U! c6 C U p n5 o aD LL Dili 4; U -C S +'= N 2 O >' O O O a) Q n5 E Q O L - S 76 n 7 >> °U r F ° 3 >Ln o o V) Q s u > c ° c +, +' Q o +' Q Ou C C ns C > Q Q +' C S cn Q N -0 a) a) 07 O 75 � N OU .�' S O S O m a) E O U LO n5 O :3 >T O� Q O +O n Q O O Q O p a) O Q O a) Ln U S — S M O Vl Ln u ro p Ln> p U ll o p o m T 7 ■ c6 p to +' +O S O O O Q_Ln XVI 0) Itz �uoa� a aaaa.as� .� o o > ' c 0 0 o ° n5 u a) .a a) LL a) u u° C W 0 0 a� � o� � � o o In U U T C O N +Q S a C O i (�6 cm 2 O � X ' v (n � C a) p E O O a) +� O Ln a) c6 Q S Z O cn O Q T' O Q O S S° M a) � Q a) n5 S U .� Q Ln C O C O N li a) u p Q O i O S a) � ° N n3 U n u O W > V) ° a� a� .° o = U p o vi a o ° 0 0 a) c n (D U) Q Z ° LL O o u o 1 u o �d o 411 o �i �' � cd�•, s.a F p � �, �' F 0 Wd S N C CC � — C O C U S O � n O O Un o O 0_ c6 U a� S O Ln O _0 N � Ln 7 � n a� C � O U L D O c a� 0 E 0 L o uQ U O � N � C 0 N vi Ln O � � U U + Ln 6 at S (n ID Ln C C E C Ln S sin Ln Ln Ln ro E 0_ E c L U OU :E E a , i o LO + 0 � Ln v U 7 O N U -� S i 0 0 O O m 1 a� o N > N o U U O O X N C C W Ln vi O N °O> � � a u � o O O ' c6 u O (a) CD S N E O Q O 0 �n O C 0 0 O C CD S O O i U In � > o 0 + o U M m C : O 7 LS N N 0) +' OY O E O > O vO — u (D(D� O �0 >� C O O U u o S O +' C �� 3 �0 o �.o O > -0 W U N Ln 0 S m a Q E C C y LnQ IX Q'§-� cn 41 Y � p � C: U W C O � Ln :3 CT n5 Ln 0 a) u m Q Ln L � U X > a) a) 4t C � S O � Q O n — a) Ln Q C Ln 00 O a) Q C a M C a) Ln > O a) O u +' O � c6 C E O � a� a -C N O .N 2 00 E a) Lp o U O � O n u a) :3 S E 0 O � C O + O m O U +' O N a) � �2 -C a) Ln S � Ln O Q o U a Q Q 0) + O O - O +' O � O > a) U >aS Q > > O Ln a a � a � 2 -CU O Z Ln LO a) ca C O o E E CJ m p O -CU Ln f6 � > Q T + a) : m N U O Q Ln Y S J > Ln Ln M O O O -CO p w O Q ` r C� C Q O r U_ +' a) O + O C: V i a-- > a n5 Q LL N C V) O u Y W V ° u ID o a u a)O S n5 U > Ln n5 Q a)E OO > . 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