2023-08-18 Finance Committee Agenda Packet - Open SessionCity of Saint John
Finance Committee - Open Session
AGENDA
Thursday, August 24, 2023
1:45 pm
Meeting Conducted by Electronic Participation
Pages
1.
Call to Order
2.
Approval of Minutes
2.1 Minutes of June 28, 2023
1 - 3
3.
Approval of Agenda
4.
Disclosures of Conflict of Interest
5.
Consent Agenda
6.
Business Matters
6.1 Thermal Interconnect Capital Project Funding Application
4-8
6.2 Disaster Mitigation and Adaptation Funding Application - Lantic Sugar Site
9 - 22
6.3 Fair Taxation Report Update
23 - 45
6.4 Shape your Budget Public Engagement Results
46 - 108
6.5 2024 Draft Operating Budget Presentations
109 - 119
6.5.1 Saint John Fire Department
120 - 128
6.5.2 Growth and Development Services
129 - 141
6.5.3 Saint John Transit Commission
142 - 152
6.5.4 Saint John Water
153 - 160
Adjournment
Finance Committee Meeting
Open Session
June 28, 2023
MINUTES — OPEN SESSION FINANCE COMMITTEE MEETING
JUNE 28, 2023 AT 1:15 PM
MEETING CONDUCTED THROUGH ELECTRONIC PARTICIPATION
Present: Chair, Councillor G. Sullivan
Mayor D. Noade Reardon
Councillor P. Radwan
Councillor G. Norton
Councillor D. Hickey
Also
Present: Chief Administrative Officer B. McGovern
Director Financial Services C. Lavigne
General Counsel M. Tompkins
Commissioner Human Resources. S. Hossack
Fire Chief K. Clifford
Commissioner Utilities and Infrastructure I. Fogan
Director Growth & Community Services A. Poffenroth
Commissioner Transportation & Environment M. Hugenholtz
Chair Police Commission T. Kelly
Police Chief R. Bruce
Director Legislative Services / City Clerk J. Taylor
Deputy Clerk P. Anglin
Administrative Assistant A. MacLean
Meetina Called to Order
Councillor Sullivan called the Finance Committee open session meeting to order.
2. Approval of Minutes
2.1 Minutes of May 31, 2023
Moved by Mayor Noade Reardon, seconded by Councillor Norton:
RESOLVED that the minutes of May 31, 2023, be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Mayor Noade Reardon, seconded by Councillor Radwan:
RESOLVED that the agenda of June 28, 2023, be approved.
MOTION CARRIED.
4. Disclosures of Conflict of Interest
No disclosures.
5. Consent Agenda
6. Business Matters
6.1 Deloitte Audit Results
Finance Committee Meeting
Open Session
June 28, 2023
Referring to the submitted report, The City of Saint John Report to the Finance Committee on the
2022 Audit, Deloitte auditors Stephen Lund, Jeremy Mallais, and Alena Gidney presented the
Deloitte audit results.
6.2 Consolidation and Financial Statements Walk Through
Referring to the submitted report, 2022 Audited Consolidated Financial Statements, Director
Lavigne provided an overview.
Moved by Mayor Noade Reardon, seconded by Councillor Hickey:
RESOLVED that:
• Finance Committee approves the audited 2022 Consolidated Financial Statements
• Finance Committee approves the 2022 statement of revenue and expenses of the Saint
John Trade & Convention Centre
• Finance Committee approves the 2022 City of Saint John Trust Funds financial statements
• Finance Committee recommends that Common Council approve the 2022 Consolidated
Financial Statements as presented by staff as well as the 2022 TCC statement, and 2022
Trust Funds financial statements.
MOTION CARRIED.
The meeting paused and convened for an in -camera session to provide an opportunity for
discussion between the Council Committee Members and auditors.
The open session reconvened at 1:55 p.m.
Moved by Mayor Noade Reardon, seconded by Councillor Radwan:
RESOLVED that the Finance Committee recommends the 2022 Audit Results be referred to
Common Council for adoption.
MOTION CARRIED.
The Mayor withdrew from the meeting at 2:52 p.m. and re-entered the meeting at 3:06 p.m.
6.3 2024 Draft General Fund Operating Budget
Referring to the submitted report 2024 Draft General Fund Operating Budget, CAO B. McGovern,
senior staff, and Police Chief R. Bruce presented the service area budgets.
Moved by Councillor Radwan, seconded by Councillor Hickey:
RESOLVED that the submissions for 2024 Draft General Fund Operating Budget be received
for information.
MOTION CARRIED.
6.4 2024 Operating Budget - Public Engagement (Shape Your Budget) (Verbal Update)
Director Lavigne advised the Shape Your Budget website is live and will have an official launch
tomorrow.
7. Adjournment
Moved by Councillor Hickey, seconded by Councillor Norton:
RESOLVED that the Finance Committee meeting be adjourned.
MOTION CARRIED.
The Finance Committee open session meeting held on June 28, 2023, was adjourned at 4:00 pm.
Respectfully submitted,
Patricia Anglin, Recording Secretary
1
Finance Committee Meeting
Open Session
June 28, 2023
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FINANCE COMMITTEE REPORT
Report Date
August 18, 2023
Meeting Date
August 24, 2023
Service Area
Finance and
Administrative Services
Chairman Sullivan and Members of Finance Committee
SUBJECT. Thermal interconnect between the Canada Games Aquatic Centre
and the Market Square Funding Application.
OPEN OR CLOSED SESSION
This matter is to be discussed in Finance Committee Open Session.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
Chief Administrative Officer
Samir Yammine
Ian Fagan
J. Brent McGovern
RECOMMENDATION
It is recommended the Finance Committee Direct staff to apply to the Federation
of Canadian Municipalities (FCM) under the Green Municipal Fund (GMF) for
Thermal interconnect between the Canada Games Aquatic Centre and the Market
Square Project.
EXECUTIVE SUMMARY
The purpose of the report is to direct staff to apply to the Federation of Canadian
Municipalities (FCM) under the Green Municipal Fund (GMF) for Thermal
interconnect between the Canada Games Aquatic Centre and the Market Square
Project
M&C 2023-192
STRATEGIC ALIGNMENT
The proposed project is clearly aligned with the following City plans, policies,
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 Climate Change Action Plan.
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➢ City Council Priorities (2021-2026) Green: "We value the environment"
and Perform: "We value the best use of our resources."
REPORT
Background
In the past 2 years, the City of Saint John has been actively working with Hardman
Group Limited (HGL), Canada Games Aquatic Center (CGAC) and various
consultant teams to help move forward the Thermal interconnect between the
Canada Games Aquatic Centre and the Market Square using waste energy surplus
(i.e., rejecting heat) from the Market Square. The majority of the energy surplus is
available during the majority of the spring/fall months and throughout the
summer months.
A thermal interconnect would allow the CGAC to use the waste heat from the
Market Square energy centre to assist in heating the pool, preheating domestic
hot water and in providing building heating. It has been estimated that 6,850 GJ
of energy (85% of the total natural gas of the CGAC) of thermal energy could be
shared with the CGAC that is otherwise rejected through the Market Square
cooling towers.
Proposed Project Description and Tendering Process
The City in collaboration with the consultant teams, various suppliers, and
contractors, HGL and CGAC staff has conducted a detailed energy and financial
analysis as well as data collection to finalize the design concept and quantify the
financial, economic, and social benefits of the project as well as to provide a class
C opinion of probable cost.
The proposed project will include the construction of a new distribution loop
across Saint Patrick to interconnect the Market Square energy center with the
Canada Games aquatic Center (CGAC) boiler plant and facilitate energy transfer
through low temperature heating water (see attached drawing). A new pump set
would be installed in the Market Square to facilitate the energy transfer through
the new underground piping. The new piping would be interconnected with the
existing low temperature heating loop serving the Market Square and draw energy
from the loop when the loop has been deemed "BTU surplus". A heat pump
system will be installed at the CGAC boiler plant to increase the loop temperature
and distribute thermal energy to the various loads in the building.
The proposed project consists of the following category, each category will be
tendered separately to speed up the process due to supply chain issues as well as
meet the federal government Low Carbon Economy Fund deadline by 31 March
2024.
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1. Supply of mechanical equipment.
This category consists of the supply of the following equipment: High
Temperature Heat Pump, Heat Exchangers (HX-1,2,3) and eight pumps.
The total cost of this category is $450,000 including 5% contingency.
Delivery of the pumps and Heat exchangers are 12-14 weeks. However,
the delivery of the Heat Pump is 24 weeks, which will need to be
tendered separately.
The supply of mechanical equipment has been awarded and is on order.
2. Installation of Mechanical Equipment.
This category will be tendered separately and will start once the
equipment has arrived.
The total cost of this category is $456,315 including 15% contingency.
Work is underway to complete the tender package.
3. Piping Installation
This category consists of constructing a new buried distribution loop
across Saint Patrick to interconnect the Market Square energy center
with the Canada Games aquatic Center (CGAC) boiler plant and facilitate
energy transfer through low temperature heating water.
This work is underway to consult with the Public Work, Liberty Utilities,
and telecommunications. Schematic drawing and tender package are 90%
complete. Work will be completed during the weekend to minimize
disruption to the traffic and will take a few days to complete.
Total cost is $480,125 including 15% contingency.
Financial and Energy Analysis
The City has conducted in collaboration with the consultant teams a detailed
financial and energy analysis to determine the financial and long-term viability of
the project.
The project will receive funding from the Low Carbon Economy Fund (40%) and
NB Power Energy Efficiency as well as the city is in the process of submitting an
application from FCM under the GMF category, to further reduce the city capital
investment.
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Table 1 provides the financial and energy saving analysis on the project. Please
refer to the attachments for more detailed information.
Table 1- Thermal interconnect between the CGAC and the Market Square Financial and Energy Savings Analysis
Opinion of Probable Cost , Class C
Category
Cost ( Excluded HST) Icomments
Supply of mechanical equipment.
$
450,000 Cost include 5%contingency. Equipment are on order
Installation of Mechanical
Cost include 15%contingency. Work is underway to complete the tender and
Equipment.
$
456,315 drawings
Cost include 15% contingency. 90% of the tender package and drawings have
Piping Installation/Civil Works
$
480,125 been completed.
OH&P, Permits, etc.
$
77,009
Soft Cost
$
231,028
Total
$
1,694,477
Total Cost with HST Rebate
$
1,739,870
Energy Savings Calculations
Category
Cost Saving/Additional Icomments
Operating and Energy costs for the heat pumps and other mechanical
Additional Electricity Usage
$
(69,861) equipment
Natural Gas Saving
$
156,829
Carbon Tax
$
12,156 $70/teCO2
Total Saving
$
99,124
Total Saving with HST Rebate
$
101,779
External Funding/Energy Saving
Category
I Incentive
Icomments
Low Carbon Economy Fund (LCEF)
$
695,948 LCEF is 40%of the total eligible cost. Project to be complete by March 31, 2024.
NB Power Energy Incentive
$
200,000
Total
$
895,948
City Capital Share
$
843,922 Fund to be charged to the General capital Budget under 20FC06
Simple Payback
$
7.85 Average Life expectancy of the Project is over 25 Years Minimum
Possible GMF Grant
$
434,960 City is in the process of submitting an application
Total Grant
$
1,330,908
City Budget 20FC06
$
1,464,000
City Capital Share
$
133,092 Depending on GMF approval
Simple Payback with GMF
$
1.31 Average Life expectancy of the Project is over 25 Years Minimum
Economic, Social and Environmental Benefits
The proposed projects benefits are as follows:
➢ Reduce Annual Operating Costs by over $100,000.
➢ Reduce GHG emissions by 174 tCO2e annually.
➢ Reduce the Market Square HVAC energy cost by $15,000 Annually.
➢ Enable the CGAC to be carbon neutral in the next 5 years.
➢ Reduce dependency on natural gas.
➢ Increase revenue to Saint John Energy by electrifying the heating system
and displacing natural gas.
➢ Encourage other adjacent buildings to follow the CGAC proposed project.
➢ Show the city is taking a leadership role in climate change management.
➢ Achieve the City of Saint John Climate Change Action Plan Objectives
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SIE
SERVICE AND FINANCIAL OUTCOMES
The total estimated cost to complete the proposed project will be $1,739,870
including the HST Rebate. The proposed estimated cost is a class C and has 5%-
15% contingency including OH&P and soft cost (15%).
Cost of this project is funded under the Low Carbon Economy Fund (LCEF), NB
Energy Efficiency Program Funding and the City's General Capital Program.
The analysis is as follows:
Capital Budget:
$1,464,000
Project Net Cost:
$1,739,870
LCEF:
$695,948
NB Power Energy Efficiency:
$200,000
Variance (Under Budget):
$620,078
Simple Payback: 7.85 Year.
The city will be applying for additional funding under the FCM Community
Building Retrofit (CBR). The proposed funding if successful will enable the city to
receive 25% of the total cost in grant or $434,960.
The total city cost share will be reduced to $133,092, if the city was able to
secure GMF of $434,960, resulting in 1.3 Year simple payback.
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The City of Saint John Utilities and Infrastructure Services and Supply Chain
Management have reviewed the proposed project
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FINANCE COMMITTEE REPORT
Report Date
August 16, 2023
Meeting Date
August 24, 2023
Service Area
Saint John Water
Chairman Sullivan and Members of Finance Committee
SUBJECT: Application to Disaster Mitigation and Adaptation Fund
OPEN OR CLOSED SESSION
This matter is to be discussed in Finance Committee Open Session.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
Chief Administrative Officer
Ian Fagan
Ian Fagan
J. Brent McGovern
RECOMMENDATION
Direct staff to pursue an application to Disaster Mitigation and Adaptation fund
to enable the development of the former Lantic Sugar Site for recreation and
possible commercial/recreational development and to add storm water capacity
to the Central Peninsula Neighbourhood system.
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The former Lantic Sugar site is vacant, not suitable for development and not
accessible to residents without necessary adaptation measures to deal with storm
surges and sea level rise. Raising the site from the current average elevation of
4.85m to 5.5m will enable the City to redevelop the site to include
commercial/institutional development and a green area for nonmotorized trail for
active transportation and recreation use by the City's residents and visitors.
The site is primely located at the southern tip of the central peninsula and adjacent
to Tin Can Beach to where Harbour Passage is currently being extended.
The project scope also includes an additional storm water outfall as the separation
of storm water continues in the central peninsula requiring increased capacity
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STRATEGIC ALIGNMENT
This initiative aligns with the Council priorities of; GREEN by adapting and
mitigating the risk on City infrastructure with climate change, BELONG by
improving recreation programming, facilities and infrastructure, and GROW by
creating opportunities to attract and grow businesses including development of
the waterfront.
REPORT
The former Lantic Sugar site is a waterfront lot located on the southwest tip of the
central peninsula at the end of Charlotte street, adjacent to Sydney Street to the
East, Vulcan Street and Lower Cove Terminal to the north and Tin can beach to the
east.
The map below from the Central Peninsula Secondary Plan shows its location in
reference to other significant landmarks in the area. In addition to the landmarks
noted, the land to the north of Rainbow Park is the future home of a new K-8
school for the South End.
The City is systematically making investments to protect City infrastructure at risk
from Climate Change. In addition to investments in the Central Peninsula, the City
has and continues to make investments in West, East and North ends of the City.
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The map below is taken from The Climate Change Adaptation Plan shows what
areas of the Central Peninsula are vulnerable to extreme storm surges due to sea
The portion of the site to be raised (in green below) is approximately 3 hectares
and lies to the south west of the abandoned CN rail line. The Lantic Site to north
of the rail line is significantly higher elevation and not on the vulnerability map.
0.1
Transportation modes to the site as laid out in the Central Peninsula
Neighbourhood Plan and supported by MOVESJ includes adjacent access to
Harbour Passage on Sydney Street. As indicated, a road diet for Broad Street and
bike routes on Broad and Sydney are planned for when renewal of those streets
occur. Also reconstruction of Charlotte into "Complete Street" is planned in the
next fee years (2024-2026).
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Proposed
Complete Street
-- Harbour Passage
- - - - Bike Infrastructure
---- Pedestrian Improvements
Road Diet
Existing
Harbour Passage
Bike Infrastructure
Transit Routes
,
,
,
,
,
,
,
s
From the Central Neighbourhood Secondary Plan we find The South Waterfront
Growth Concept drawing which aligns the DMAF application and work as outlined
in this report.
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The Secondary Neighbourhood plan also contains the following policies and
procedures as shown below.
Policies And Proposals
Council Shall:
SW-1 Develop the Lantic Sugar Refinery site as a new recreation and
entertainment site
Proposals:
1. Reposition the existing paved surface to host large temporary events such as
concerts and festivals.
2. Promote the Northwest section of the site as an opportunity site for a new
commercial or recreation facilities.
3. In collaboration with the Atlantic Coastal Action Program Saint John, naturalize
the southern portion of the site and create a new destination Park on the waterfront.
4. Maintain public access to the south waterfront as the site is redeveloped.
In renderings prepared for the application, the following were concepts were
developed for illustration purposes only.
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Should the City be successful in its application, consultation would take place prior
to any design work beginning. As outlined in the Policies and Procedures of the
Secondary Plan, green space is planned for the most southwest portion of the site
with a lookout to Partridge Island. The Secondary Plan also includes using the
portion of the site to the North of the CN line as a space for concerts and festivals.
The work on that portion of the site is not included in this application but the green
space included in the application could be planned with use as a temporary
concert site in mind.
SERVICE AND FINANCIAL OUTCOMES
The total cost to transform the site is approximately $10,420,000 with financial
contribution reaching $4,168,000 (if successful) from the federal government
under the Disaster Mitigation and Adaptation Fund (DMAF). The city contribution
will be approximately $6,252,000. The project would be completed/funded over
several budget cycles from 2025 to 2030.
Approximately $6,200,000 of the overall total is attributed to the cost of the site
raising and approximately $4,220,000 is associated with construction of the storm
water sewer and outfall. The storm water investment is a necessary investment
for the storm water system in the Central Peninsula even without converting the
site to a development/green space ready site. The $6,000,000 investment would
protect City infrastructure from damage from storm surge and enable
development of a prime waterfront property with direct sightlines to Partridge
Island and the Bay of Fundy.
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Site raising/greening
Storm Water Infrastructure
Sub Total
Potential DMAF Funding
City Contribution
$6,200,000
$4,220,000
$10,420,000
$4,168,000
$6,252,000
Tota 1 $10,420,000
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Finance and Growth have been consulted in the development of this report.
ATTACHMENTS
None
15
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Lantic
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Disaster Mitigation Adaptation Fund
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Lantic Sugar Site Location
Trinity Royal
Heritage
Conservation Area
17
Peak_ FIood Water_L.elek_2018
5-73nr
DRAFT Zone 12
Current Higt&g High Water Large Tide;FIK LT): 4.6 m CGVD28
HHM,r + 1 m: 5.6 m CGV028
HHWLT t 2 rn; 6,6 m CGV028 (SaxW Gale Ue €vent)
21 DO 1-100 yeiw event: 6.8 m CGV020
Neighbourhoods
p HeIgIhk n w(ds
Vulnerability to
storm surge
Proposed
1 1 1 Complete Street
- - - - Harbour Passage
- - - - Bike infrastructure
- - - - • Pedestrian Improvements
Road ❑iet
Existing
Harbour Passage
Bike Infrastructure
Transit Routes
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Central Peninsula Neighbourhood Secondary
Plan
Policies And Proposals
Council Shall:
S-1 Develop the Lantic Sugar Refinery site as a new recreation and
entertainment site
Pr❑posals:
1. Reposition the existing paved surface to host large temporary events such as
concerts and festivals.
2. Promote the Northwest section ❑f the site as an opportunity site for a new
commercial or recreation facilities.
3. In collaboration with the Atlantic Coastal Action Program Saint John, naturalize
the southern portion of the site and create a new destination Park on the waterfr❑nt.
4. Maintain public access to the south waterfront as the site is redevel❑ped.
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Sp
New Use
21
Financials
Financials
Site raising/greening
Storm Water Infrastructure
Sub Total
Potential DMAF Funding
City Contribution
Total
S6,200,000 • Funding and work could spread
s4,220,000 over 5 years
s10,420,000 .Consideration for future capital
s4,168,000 budgets if approved
$6,252,000 .Could unlock land for potential
s10,420,000 development range of 50M to
loom
• Future home for music festivals
22
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Fair Tax Benchmarking Update
August 241"12023
SAINT JOHN
23
Background
As part of next steps in the Local Governance
Reform (LGR) initiative, a commitment was
made to host a Finance Summit in the fall of
2023. The summit will take place on
Thursday, September 21, 2023, at the Delta
Fredericton Hotel.
The summit will bring together financial
representatives and elected officials from
local governments (two participants per
local government), the chairs of the Rural
District Advisory Councils, and CEOs of the
regional service commissions. The summit
will provide a forum to reflect on the
financial and taxation challenges and
opportunities associated with local
governance reform. Participants will also
have an opportunity to provide their
feedback on possible next steps and to
identify new and emerging priorities.
24
Background
The City engaged Harry Kitchen to update 4 items contained in the 2017 Report
"Municipal Property Tax Issues in the City of Saint John':
1. Should the Province vacate the property tax system
2. Municipal Control over Property Tax Classes and Rates
3. Non -Residential, Commercial, Heavy Industrial Multiplier Benchmarking
4. Any change in assessment practices for Machinery & Equipment across
Canada
Harry Kitchen co-authored the 2017 Fair Tax report with Enid Slack.
Harry Kitchen is one of Canada's leading experts on municipal government finance
and taxation. Over the past twenty years, he has completed more than 100
articles, reports, studies, and books on issues relating to local government
expenditures, finance and governance in Canada and abroad. In addition, he has
served as a consultant or advisor for several municipal and provincial
governments in Canada, the federal government, foreign governments in Russia
and China, and some private sector institutions.
25
.••,•,�.�,•;.•:�115hould the Province vacate the property System?
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40
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Is there an argument for reducing
or eliminating
property tax?
the provincial
"in short, the answer is yes. This response is driven by the types
of services provided by provinces versus those provided by
municipalities. Provinces, in practice, are responsible for providing
a range of services, almost all of which are income redistribution
in nature and/or generate significant spillovers, For these services
(education is an example), their funding should come from
provincial income and sales taxes, not provincial property taxes."
"Municipalities, on the other hand, are primarily responsible for
services that provide benefits to the local community. By and
large, these services are not income redistributional in nature nor
do they generate spillovers. Here, the property tax is an ideal tax.
Further, eliminating provincial property taxes would reduce the
pressure on the municipal property tax and increase transparency
and accountability, because municipalities would be responsible
for the entire property tax bill. Indeed, it has been suggested that,
if provincial governments abandoned the property tax,
municipalities would have sufficient revenues to meet
expenditure needs and would not have to ask for additional funds
and tax tc&ls."
Are provinces moving away from
provincial property taxes?
"Other than Newfoundland and Labrador which does not
have a province wide property tax, all other provinces have
one. In only three provinces has there been any notable
change over the past few years. In Manitoba, the province is
in the process of removing all education jundingfrom the
property tax. This is being achieved through the use of
education tax rebates. In Quebec in 2020, the province moved
away from local property tax funding of education to a
province wide uniform property tax rate for funding
schooling. In New Brunswick, the province in 2023 reduced
the provincial property tax rate. "
27
2. Municipal Control over Property Tax Classes and Rote.
"How does NB compare to other Provinces with respect to
control over Property Tax Rotes?"
New Brunswick 3 Tax rate set locally. Non-residential municipal tax rate limit of 1.4 to 1.7 residential rate
by Province.
Newfoundland
2
Tax rates are set locally. The province places no restrictions on tax rates.
Nova Scotia
3
Tax rates are set locally. The province places no restrictions on tax rates.
Prince Edward Island
2
Tax rates are set locally. The province places no restrictions on tax rates.
Ontario
7
Tax rates set locally with Provincial Upper Limits.
Quebec
4 Tax Rates
Tax rates are set locally. The province places no restrictions on tax rates.
Manitoba
10
Tax rates are set locally. The province places no restrictions on tax rates.
Saskatchewan
8 & subs
Tax rates are set locally. The province places no restrictions on tax rates.
Alberta
4 incl. M&E
Tax rates set locally with Provincial Upper Limits.
British Columbia
9
Tax rates set locally with Provincial Upper Limits.
3. Benchmarking Tax Ratios
Table 3: Municipal Tax Ratios, 2015 and most recent year
Commercial
Industrial
Major/large industrial
City
2015 Recent
2015 Recent
2015 Recent
Saint John, New Brunswick
1.5
1.7
1.5
1.7
1.5
1.7
Fredericton, New Brunswick
1.5
1.7
1.5
1.7
1.5
1.7
Moncton, New Brunswick
1.5
1.64
1.5
1.64
1.5
1.64
Sydney, Nova Scotia
2.49
2.38
2.49
2.38
2.49
2.38
St. John's, Newfoundland
3.24
3.55
3.23
3.55
3.23
3.55
Strathcona County, Alberta
1.98
2.20
1.98
2.20
1.98
2.20
Regina, Saskatchewan
1.51
1.46
1.51
1.46
1.51
1.46
Prince George, BC
2.05
2.50
3.30
5.08
6.02
9.80
Sarnia, Ontario
1.63
1.63
2.05
2.05
3.00
3.00
Sault Ste. Marie, Ontario
2.16
2.10
2.99
4.52
5.31
8.02
Greater Sudbury, Ontario
2.14
1.91
3.10
3.66
3.52
4.25
29
4. Has there been any change
in the taxation of M&E over
the past few years?
• At one time, every province taxed M&E, but concerns
over the cost impact on the manufacturing sector a
few decades ago led to many provinces removing or
partially removing it from the property tax base.
• Property assessment and taxation of M&E depends on
the definition of machinery and equipment as
recorded in specific regulations and the way in which it
is interpreted or negotiated in its application. See Table
4 of report.
• Except for some relatively minor adjustments in
Alberta, there has been very little change in the
assessment and property tax treatment of M&E over
the past decade.
30
• Finance Committee receive and File the Report
• Finance Committee direct staff to include the Harry Slack
Update Fair Tax memo as a supporting document at the
Finance Summit in Fredericton on September 21, 2023.
• Finance Committee endorse:
• Province vacate property tax or provide offer more tax room to
municipalities (Harry Slack Report)
• Province support expert panel recommendations for equalization
• Province remove limits in legislation on property tax multipliers
• If removal of barriers is not possible, Province offer more flexible
fairness limits (As benchmarked in Harry Slack Report)
• Municipalities obtain control setting rates and classes of customers
31 Q--)-
SAINT JOHN
Update of 2017 Report
July 14, 2023
Harry Kitchen
This update covers four issues from the 2017 Report on "Municipal Property Tax Issues in the
City of Saint John" by Harry Kitchen and Enid Slack. These are:
• Province vacating the property tax system;
• Municipal Control over Property Tax Classes and Rates;
• Non -Residential, Commercial, Heavy Industrial Multiplier Benchmarking; and
• Updates with respect to how Machinery and Equipment is assessed across the country or
defined.
A. Are Provinces Vacating the Provincial Property Tax?
This discussion is divided onto two parts. First, is there an argument for reducing or eliminating
provincial property taxes? Second, are any provinces moving away from their reliance on
provincial property taxes?
Is there an argument for reducing or eliminating the provincial property tax? In short, the
answer is yes. This response is driven by the types of services provided by provinces versus
those provided by municipalities. Provinces, in practice, are responsible for providing a range of
services, almost all of which are income redistributional in nature and/or generate significant
spillovers,' For these services (education is an example), their funding should come from
provincial income and sales taxes, not provincial property taxes.2
Municipalities, on the other hand, are primarily responsible for services that provide benefits to
the local community. By and large, these services are not income redistributional in nature nor do
they generate spillovers. Here, the property tax is an ideal tax.3 Further, eliminating provincial
property taxes would reduce the pressure on the municipal property tax and increase
1 Douglas Auld and Harry Kitchen, Financing Education and Training in Canada, second edition (Toronto: Canadian
Tax Foundation, 2006).
Z Adam Found and Peter Tomlinson, Hiding in Plain Sight: The Harmful Impact of Provincial Business Property
Taxes (Toronto: C.D. Howe Institute, 2012)
s Harry Kitchen, Enid Slack and Tomas Hachard, "Property Taxes in Canada: Current Issues and Future Prospects"
in MFG Perspectives Series, Number 27, fall 2019, University of Toronto: available at
http: //munkschool.utoronto. ca/imfg/resources/
Joan Youngman. A Good Tax. Lincoln Institute of Land Policy, Cambridge, Mass. 2016.
32
transparency and accountability, because municipalities would be responsible for the entire
property tax bill. Indeed, it has been suggested that, if provincial governments abandoned the
property tax, municipalities would have sufficient revenues to meet expenditure needs and would
not have to ask for additional funds and tax tools.4
Are provinces moving away from provincial property taxes? Table 1 lists the provinces with a
province wide property tax and whether or not there is a movement to reduce the reliance on this
tax. Other than Newfoundland and Labrador which does not have a province wide property tax,
all other provinces have one. In only three provinces has there been any notable change over the
past few years. In Manitoba, the province is in the process of removing all education funding
from the property tax. This is being achieved through the use of education tax rebates. In Quebec
in 2020, the province moved away from local property tax funding of education to a province
wide uniform property tax rate for funding schooling. In New Brunswick, the province in 2023
reduced the provincial property tax rate.
Table 1: Provincial property taxes (sometimes called provincial education taxes)
Newfoundland
There is no provincial property tax and never has been.
& Labrador
Prince Edward
There is a provincial property tax that has existed for a number of years.
Island
Nova Scotia
There is a provincial property tax that has existed for a number of years.
New
There is a provincial property tax. Its rate has recently been reduced.
Brunswick
Quebec
Since July 2020, the provincial government has set a uniform province wide property tax
rate.
Ontario
A provincially set property tax rate has been in place for a number of years, The rate is the
same for all residential properties across the province. Different rates apply to non-
residential property categories.
Manitoba
There is a provincial property tax rate that is the same for all municipalities, although it is
diminishing. In 2021, the province announced that it would deliver provincial property tax
4 Bev Dahlby and Melville McMillan, "What is the role of property and property -related taxes? An assessment of
municipal property taxes, land transfer taxes, and tax increment financing," in Enid Slack, Lisa Philipps, Lindsay M.
Tedds, and Heather L. Evans (eds.), Funding the Canadian City, pp. 45-73 (Toronto: Canadian Tax Foundation and
Institute on Municipal Finance and Governance, 2019).
2
33
rebates over the ensuing few years with the intention of eliminating the provincial property
tax.
Saskatchewan
For a number of years now, the province has set a uniform property tax rate for each property
class.
Alberta
The province sets a property tax rate and has done so for years.
British
Each year the province sets a residential property tax rate for each school district and a non -
Columbia
residential property tax rate for each non-residential property class.
B. Municipal Control over Property Tax Classes and Rates
Table 2 highlights the assessment categories and municipal tax rate structure (provincial property
tax rates were high lighted in Table 1) in each province. As for municipal control, the following
may be highlighted:
• Municipalities have no control over assessment. In every province, property assessment
categories are established by the assessment act. Since assessment is a provincial
responsibility, it is the province that determines the number of property classifications. In
provinces where a number of assessment classes exist, not all of them are used in every
municipality. The number will be driven by the types of properties that are located in the
municipality.
• In some provinces, municipalities are free to set their own property tax rates without
provincial restrictions (Newfoundland and Labrador, Prince Edward Island, Nova Scotia,
Quebec, Manitoba, and Saskatchewan) whereas in other provinces, the provincial
government directly controls or limits tax rates on some property classes. For example;
o In New Brunswick, a municipality sets its own property tax rate for residential
property and the non-residential (commercial and industrial) municipal tax rate
must be 1.4 to 1.7 times the residential rate.
o In Ontario, Alberta and British Columbia, there are restrictions (upper limits) on
the amount by which non-residential tax rates can exceed the residential rate.
3
34
Table 2: Assessment Categories and Munici al Tax Rate Structure
Province
Assessment Categories
Municipal Tax Rates
Newfoundland
Two categories:
Tax rates are set locally. The province places
and Labrador
- Residential,
no restrictions on tax rates.
- Commercial (includes commercial,
Uniform rates apply everywhere except for St.
industrial and institutional).
John's where there may be 2 rates — one for
residential and one for commercial.
Prince Edward
Two categories:
Each municipality sets two municipal property
Island
- Commercial (excludes farm property and
taxes - one for commercial assessment and
buildings, nurseries and market gardens,
another for non-commercial assessment. There
and timberland). and
are no provincial restrictions on these rates.
- non-commercial (residential, institutional,
etc.).
Nova Scotia
Three categories:
Two municipal tax rates are set locally — one
- Residential,
for residential and one for commercial with the
- Commercial (everything that is not
commercial rate exceeding the residential rate
residential or resource),
in every municipality.
- resource which includes farm properties,
There are no provincial restrictions on these
forest properties if less than 50,000 acres,
rates.
community buildings used for
commercial fishing boats, and the land of
municipal water utilities.
New
Three categories:
Each municipality sets its own local property
Brunswick
tax rate, but the non-residential municipal tax
- Residential
rate must be 1.4 to 1.7 times the residential
- non-residential which is commercial and
municipal tax rate — this is a provincial
industrial.
- heavy industrial
requirement.
Quebec
Properties are not differentiated except for
The general property tax rate is set by local
farms, natural gas, electricity, and
councils without provincial restrictions. They
telecommunications systems.
have the opportunity to levy up to 4 tax rates:
residential up to 5 dwellings; residential with 6
or more dwellings; non-residential buildings;
vacant land using municipal services.
Ontario
There are seven main property classes:
Municipalities are permitted to set different tax
- residential/farm,
rates (related to the residential rate) for the
- multi -residential,
different property categories although
- commercial,
provincially set ranges of fairness limit a
- industrial,
municipality's flexibility in setting differential
- pipelines,
rates. By legislation, farm buildings and
- farmlands,
agricultural land must be taxed at 25 percent
- managed forests.
of the residential rate as must managed forests.
In addition, the province permits
Farmhouse and one acre of land are taxed at
municipalities to adopt additional classes
the residential rate. Municipalities may also
including new multi -residential, office
choose to apply differential rates to any of the
buildings, shopping centers, parking lots,
following optional classes; new multi -
residential, shopping centres, office towers,
35
large industrial properties, sports facilities
parking lots and vacant land, and large
and resort condominiums.
industrial.
Manitoba
There are ten property classes:
Mill (tax) rates are set by municipal councils.
- residential 1 (1-4 units)
The province places no restrictions on the rate.
- residential 2 (5 or more units)
Municipalities are not permitted to apply
- residential 3 (owner occupied
differential tax rates to different property
condominium and co-operative housing)
types. Instead, the province sets the
- farm
percentage of market value that can be
- institutional
assessed in each property class and the
- pipeline
- railway
municipal single tax rate is levied on the
- designated recreational property.
derived assessed value.
- other
Saskatchewan
Assessment categories include:
Mill (tax) rates are determined locally. No
- residential,
provincial control. Each municipality sets one
- commercial/industrial,
rate. Mill rate factors, set by the province, are
- agricultural,
then applied to this rate for each property
- pipelines,
class. These mill rate factors create differential
- resource production equipment,
effective tax rates for the different property
- heavy industrial,
classes. Municipalities are also permitted to
- railway roadway.
impose a minimum tax or a base tax (base plus
- additional subclasses may be used for
mill rate levy) to all property classes.
residential and commercial/industrial.
Alberta
Properties are assigned to one of the
Municipal councils have the power to levy
following classes:
differential tax rates on different property
- residential,
categories; however, there are some provincial
- non-residential (commercial and
limitations. For example, a municipality's
industrial),
highest non-residential tax rate shall not be
- farmland,
more than five times greater than the
- machinery and equipment.
municipality's lowest residential tax rate.
Municipal councils may also set subclasses
Other tax ratio restrictions apply to non -
in each class.
residential vis-a-vis machinery and equipment.
British
There are nine classes of assessable property:
Municipal property tax (mill) rates are set by
Columbia
- residential
local councils. Variable tax rates are allowed
- utilities
for the different property classes. The
- supportive housing
province does, however, restrict the
- major industry
differential that may be set in these rates by
- light industry
placing upper limits on the tax ratio (tax rate
- business/ other
on a property category divided by the
- managed forest land.
residential rate).
- recreational/non-profit property
- farmland.
36
C. Non -Residential, Commercial, Heavy Industrial Multiplier Benchmarking
The general practice in Canada is to levy higher property tax rates on multi -residential properties
(although this is not the case in New Brunswick) and commercial/industrial properties than on
residential properties.5 Table 3 illustrates the differential tax rates between residential and non-
residential properties in a number of Canadian jurisdictions for 2015 and the most recent year for
which data are available. These are the municipalities that were included in the 2017 report and
were chosen because of their similarities to Saint John. There are a few points that may be drawn
from this cross-country comparison:'
• Saint John's tax ratio is almost always lower than the comparator municipalities.
• since 2015, some cities have held their tax ratios constant (Sydney, St. John's, Strathcona,
Regina) while others have experienced a notable increase (Prince George, Sarnia, Sault
Ste. Marie and Greater Sudbury).
Table 3: Municipal Tax Ratios, 2015 and most recent year
Commercial
Industrial
Major/large industrial
2015
Recent
2015
Recent
2015
Recent
City
Saint John, New
1.5
1.7
1.5
1.7
1.5
1.7
Brunswick
Fredericton, New
1.5
1.7
1.5
1.7
1.5
1.7
Brunswick
Moncton, New
1.5
1.64
1.5
1.64
1.5
1.64
Brunswick
Sydney, Nova
2.49
2.38
2.49
2.38
2.49
2.38
Scotia
St. John's,
3.24
3.55
3.23
3.55
3.23
3.55
Newfoundland
Strathcona County,
1.98
2.20
1.98
2.20
1.98
2.20
Alberta
Regina,
1.51
1.46
1.51
1.46
1.51
1.46
Saskatchewan
s This may be achieved by levying higher tax rates on some property types or by assessing some property types at a
higher percentage of market value.
6 For more detail see the Appendix Table on tax ratios. The Appendix Table shows that, in many provinces, non-
residential properties are divided into several sub -classes with different tax rates.
0
37
Prince George, BC
2.05
2.50
3.30
5.08
6.02
9.80
Sarnia, Ontario
1.63
1.63
2.05
2.05
3.00
3.00
Sault Ste. Marie,
2.16
2.10
2.99
4.52
5.31
8.02
Ontario
Greater Sudbury,
2.14
1.91
3.10
3.66
3.52
4.25
Ontario
Notes: Tax ratios are calculated relative to the residential tax rate. These tax ratios do not include the provincial
property tax. For more details, see Appendix Table.
Source: Ontario data from 2021 Municipal Financial Returns, Ministry of Municipal Affairs and Housing,
Schedule 22A, column I - Municipal and School Board Taxation - General Purpose.
Sydney Scotia data calculated from data. novascotia.ca/municipalities/municipal property -tax -rates.
St John's - calculated from tax rate data.
Regina - calculated from city tax rate data.
Strathcona County — from Alberta, Municipal Financial and Statistical Data, Schedule MR(1) residential and
MR(2) nonresidential.
Prince George — from British Columbia, Municipal Tax Rates and Tax Burden, schedule 702.
New Brunswick - from municipal budgets.
A Machinery and Equipment (M&E)
This discussion is divided onto two parts. First, is there an argument for taxing machinery and
equipment? Second, has there been any change in the taxation of M&E over the past few years?
Is there an argument for taxing machinery and equipment? For some time, there has been an
ongoing discussion as to whether or not excluding one component of the manufacturing sector
(M&E) from the property tax base while taxing other components (buildings and land) is the
fairest and most effective way to assist the manufacturing sector. A simple example may illustrate
the point. Suppose we have two neighbouring industrial properties assessed at $2 million each,
but with different assessed proportions of M&E versus land/buildings. In this scenario, the
property with the higher percent of M&E pays proportionately less in property taxes compared to
the property with the lower percent of M&E (assuming that M&E is tax exempt). It could be
argued that this situation is not fair because one property pays less property tax than the other
even though each benefit from the same level of public services. Moreover, a policy of
exempting taxes on one factor of production creates an incentive for companies, wherever
possible, to use more of the non-taxable factor (M&E) and less of the taxable factors
7
(land/buildings), thus distorting their economic decisions and also reducing the local assessment
base.
On the other hand, if one were to draw an analogy to the property tax treatment of residential
properties, personal property (furnishings, appliances, motor vehicles, and so on) is not taxed
while furnaces, air conditioners, and plumbing fixtures that are affixed to property and provide
services to the property are factored into property values and hence, are taxed. Taxation of these
fixtures is similar to the taxation of M& E that provides services to buildings. Excluding personal
property may be similar to excluding M & E that does not provide services to the building.
Has there been any change in the taxation of M &E over the past few years? At one time, every
province taxed M&E, but concerns over the cost impact on the manufacturing sector a few
decades ago led to many provinces removing or partially removing it from the property tax base.
Property assessment and taxation of M&E depends on the definition of machinery and equipment
as recorded in specific regulations and the way in which it is interpreted or negotiated in its
application. See Table 4.
Except for some relatively minor adjustments in Alberta, there has been very little change in the
assessment and property tax treatment of M&E over the past decade. In Alberta, there are two
assessment standards: market and regulated. Each faces challenges in its application. A practical
difficulty in valuing M&E under `market' standard is that there are few touchstones for
comparative purposes. Hence, difficulties arise in testing for accuracy. Where assessments are
based on a non -market standard (regulated), as happens in thinly traded markets or where there
are less provable allocations of value between land and buildings, similar problems arise.
When few touchstones exist, assessment policy (and methodology) tends to directly impact tax
policy/burden. This is evident with assessment and taxation of Alberta's linear properties and
designated industrial properties (introduced in 2018). Other examples include Ontario's
assessment of industrial properties (obsolescence allowances) and BC's regulated major
industry, electric power group and linear properties. The lack of market -evidence to serve as a
transparent clearing house for the distribution of the tax burden can lead to political hue and cry
for increased industrial taxation to reduce taxes on the residential property owner.
0
39
In provinces that tax M&E, some tax it if is deemed to be affixed to real property; others tax it if
it provides services to the building, Table 4 highlights the inter provincial treatment of M&E.
Table 4: Property Assessment and Taxation of Machinery and Equipment
Newfoundland
Machinery and equipment is not assessed; however, some items like
and Labrador
`fermentation tanks' are defined as assessable real property.
Prince
Only machinery, equipment, and other fixtures that provide services to the
Edward
buildings are liable for property taxation.
Island
Nova Scotia
Machinery and equipment is not included in the property tax base.
New
Machinery and equipment providing services to buildings are assessed. All
Brunswick
machinery, equipment, apparatus and installations other than those for
providing services to buildings are exempt from assessment.
Quebec
Machinery and equipment is not assessed.
Ontario
All machinery and equipment used for manufacturing, and the foundations
upon which they rest are exempt from taxation. However, any item of
machinery and equipment affixed to the land that is not used in the
manufacturing process, including items such as heating, lighting and cooling
systems, are taxable.
Manitoba
Machinery and equipment is assessed in a small number of properties - this
includes oil wells, gas equipment and gas distribution systems.
Municipalities may pass a by-law to assess M&E but only 2 of 136 have
done so. Furthermore, these two municipalities have identified few property
types for assessment (e.g., drywall equipment).
Saskatchewan
Machinery and equipment is only assessed in the mining, oil and gas
industries on equipment used in the extraction of minerals. M&E is not
assessed on anything related to processing of raw materials (e.g., oil
refinery)
Alberta
Machinery and equipment (M&E) is assessed for municipal tax purposes but
Edmonton and Calgary, for example, do not tax it. Most municipalities,
however, do tax M&E. M&E includes components or equipment within
commercial and industrial properties where manufacturing or processing
occurs. These properties include refineries, chemical plants, pulp and paper
plants, upgraders, food processing facilities, grain and fertilizer handling
facilities, bakeries and butcher shops. Within these sites, M&E property
0
all
includes such things as storage tanks, separators, fuel gas scrubbers,
compressors, chemical injectors, metering and analysis equipment, ovens,
mixers, grinders, and other equipment and components.
Land and buildings are assessed at full market value, whereas, M&E is
assessed at 77% of its assessed value. The municipal tax is levied on M&E
but the provincial education tax is not levied on M&E.
Much effort/stakeholder consultation took place around the Municipal
Government Act (MGA Review), concluding in 2018. This led to little
change except for the introduction of a category for `designated industrial
properties'.
British
Machinery and equipment is not assessed (eliminated in the late 1980s), but
Columbia
foundations and structures are assessed. There remains, however, a grey area
in defining whether some item is a structure or M&E; for example, a major
storage tank becomes a machine when a paddle is added and it may be used
as a `blending' tank.
Bruce Turner provided assistance in updating and compiling information for this Table.
10
41
APPENDIX TABLE - TAX RATIOS
For Ontario: Data from the 2022 Financial Information Returns - Schedule 22 - Municipal and
School Board Taxation - General Purpose.
Sarnia Sault Ste. Greater Sudbury
Marie
2015 2021 2015 2021 2015 2021
Property
Tax Rate
Class
Description
Tax
Tax
Tax
Tax
Tax
Tax
Ratio
Ratio
Ratio
Ratio
Ratio
Ratio
Residential
Full Occupied
1.0000
1.0000
1.0000
1.0000
1.0000
1.0000
Multi -Residential
Full Occupied
2.4000
2.0000
1.2943
1.0820
2.1845
1.9650
Farmland
Full Occupied
0.2500
0.2260
0.2500
0.2500
0.2500
0.2000
Managed Forest
Full Occupied
0.2500
0.2500
0.2500
0.2500
0.2500
0.2500
Commercial
Full Occupied
1.6271
1.6271
2.1603
2.1005
2.1397
1.9120
Commercial
Full Occupied,
1.6271
1.6271
2.1603
2.1005
2.1397
1.9120
Shared PIL
Commercial
Excess Land
1.6271
1.6271
2.1603
2.1005
2.1397
1.9120
Commercial
Vacant Land
1.0912
1.0912
2.1603
2.1005
2.1397
1.9120
Parking Lot
Full Occupied
1.0912
1.0912
1.5972
1.5530
2.1397
1.9120
Office Building
Full Occupied
1.5358
1.5358
3.1552
2.9201
2.1397
1.9120
Shopping Centre
Full Occupied
2.0835
2.0835
2.2933
2.2298
2.1397
1.9120
Industrial
Full Occupied
2.0476
2.0476
2.9900
4.5177
3.1038
3.6604
Industrial
Full Occupied,
2.0476
2.0476
2.9900
4.5177
3.1038
3.6604
Shared PIL
Industrial
Excess Land
2.0476
2.0476
2.9900
4.5177
3.1038
3.6604
Industrial
Vacant Land
2.0476
2.0476
2.9900
4.5177
3.1038
3.6604
Large Industrial
Full Occupied
3.0035
3.0035
5.3102
8.0235
3.5180
4.2489
Large Industrial
Excess Land
3.0035
3.0035
5.3102
8.0235
3.5180
4.2489
Pipeline
Full Occupied
1.3424
1.3424
2.0056
2.0939
2.1715
2.1795
Industrial,
Full Occupied
2.0476
2.0476
2.9900
4.5177
3.1038
3.6604
NConstr.
Large Ind.,
Full Occupied
N.A.
3.0035
N.A.
N.A.
3.5180
4.2489
NConstr.
Large Ind.,
Excess Land
N.A.
3.0035
N.A.
N.A.
3.5180
4.2489
NConstr.
Commercial,
Full Occupied
1.6271
1.6271
2.1603
2.1005
2.1397
1.9120
NConstr.
Commercial,
Excess Land
1.6271
1.6271
2.1603
2.1005
2.1397
1.9120
NConstr.
Office Build.,
Full Occupied
1.5358
1.5358
3.1552
2.9201
2.1397
1.9120
NConstr.
11
:A
Tax Ratios in Municipalities with two Property tax rates
Commercial/Industrial Tax Ratio New
2015
2023
Saint John, New Brunswick
1.5
1.4 - 1.7
Frederictorn, New Brunswick
1.5
1.4 - 1.7
Moncton, New Brunswick
1.5
1.4 - 1.7
Sydney, Nova Scotia
2.4912
2.3826
St, John's, Newfoundland
3.2346
3.5479
Strathcona County, Alberta
1.9842
2.1956
Tax Ratios for Regina
2015
2022
Multi Unit residential
1.0000
1.0000
Commercial/Industrial
1.5123
1.4583
Golf Courses
0.9827
0.8919
Agriculture
---
0.9437
Railways
---
1.4583
Pipeline
---
1.4583
Resource
---
1.4583
Tax Ratios for Prince George
2015
2022
Commercial
2.0509
2.5000
Major Industry
6.0228
9.8033
Light industry
3.2980
5.0773
Utilities
5.1272
6.9472
Farm
0.6631
1.0201
Managed Forest
1.0000
1.0000
Recreational non-profit
1.0000
1.0000
Supportive Housing
1.0000
1.0000
12
43
Brunswick
Date : June 14, 2023 / Le 14 juin 2023
Memo
Note
Local Government and Local Governance Reform /
Gouvernements locaux et de la Reforme de la gouvernance locale
P.O. Box/C.P. 6000
Fredericton, NB E313 5H1
Tel / Tel. (506) 453-3256
To/best.: Local Government Administrators / Administrateurs des gouvernements locaux
Rural District Advisory Council Chairs / Presidents ou presidentes des conseils
consultatifs des districts ruraux
Regional Service Commission CEOs / Premiers dirigeants des Commissions de
services regionaux
Copy/Copie: Municipal Associations / Associations municipales
From/Exp.: Jennifer Wilkins, Assistant Deputy Minister, Local Government and Local
Governance Reform and Corporate Services and Community Funding / Sous-
ministre adjointe, Gouvernements locaux et de la Reforme de la gouvernance
locale et Services generaux et financement communautaire
Subject/Objet: Save the Date: Finance Summit — September 21, 2023
Reservez la date : Sommet des finances — le 21 septembre 2023
As part of next steps in the Local Governance
Reform (LGR) initiative, a commitment was
made to host a Finance Summit in the fall of
2023. The summit will take place on Thursday,
September 21, 2023, at the Delta Fredericton
Hotel.
The summit will bring together financial
representatives and elected officials from local
governments (two participants per local
government), the chairs of the Rural District
Advisory Councils, and CEOs of the regional
service commissions. The summit will provide
a forum to reflect on the financial and taxation
challenges and opportunities associated with
local governance reform. Participants will also
have an opportunity to provide their feedback
on possible next steps and to identify new and
emerging priorities.
En vue des prochaines etapes de ('initiative de
reforme de la gouvernance locale, 1'engagement
avait ete pris de tenir un sommet des finances a
I'automne de 2023. Ce sommet aura lieu le jeudi
21 septembre 2023 a I'hotel Delta Fredericton.
Le sommet reunira des representants financiers
et des elus des gouvernements locaux (deux
participants par gouvernement local, les
presidents des conseils consultatifs de district
rural et des chefs de la direction des commissions
de services regionaux. Le sommet constituera un
forum de reflexion sur les defis financiers et
fiscaux et les opportunites associes a la reforme
de la gouvernance locale. Les participants auront
aussi ('occasion de faire part de leurs
commentaires sur les prochaines etapes
possibles et de determiner les nouvelles priorites.
/2
44
June 14, 2023 / le 14 juin 2023
Page 2
We have secured a limited number of rooms at
the Delta for Wednesday, September 20, at a
rate of $175 per night. These are available on
a first -come, first -served basis. Reservations
can be made by calling 1-888-236-2427 and
referring to group code LOC, or by booking
online at Book Your Group / Marriott
International.
More information on the registration process
and a detailed agenda will follow in the coming
weeks.
Nous avons reserve un nombre limite de
chambres a I'hotel Delta pour le mercredi
20 septembre, au tarif de 175 $ la nuit. C'est le
principe du premier arrive, premier servi. Les
reservations peuvent titre faites en composant le
1-888-236-2427 et en utilisant le code de groupe
LOC, ou en reservant en ligne a
Reservez votre arouse / Marriott International
De plus amples renseignements sur le processus
d'inscription et un ordre du jour detaille suivront
au cours des prochaines semaines.
We thank you for your continued collaboration Nous vous remercions de votre collaboration
on this important initiative. soutenue a cette importante initiative.
Sincerely, Cordialement,
(Original signed by / Original signe par)
Jennifer Wilkins
Assistant Deputy Minister, Local Government and Local Governance Reform
and Corporate Services and Community Funding /
Sous-ministre adjointe, Gouvernements locaux et de la Reforme de la gouvernance locale
et Services generaux et financement communautaire
45
" o
r�T..., -- _
Mwwwl
2024 Operating Budget— Public Engagement
Results
Finance Committee —August 24t"12023
SAINT JOHN
2024 Operating Budget
Public Engagement
Purpose of the presentation is to provide an overview
the results from "Shape your Budget" engagement
Overall survey results for 84 participants.
• Online survey resulted in 67 participants
• Paper copy of survey completed by 2 Participants
(Results added into online survey results)
• Three public engagement sessions facilitated by
Chapman Group
• Business Community — 39 invitations sent — 6
participated
• Community Organizations — 55 invitations sent — 9
participated
;va\0 k.
• Public Engagement - 6 registered —1 participated and 1
reporter participated without registration.
�Iy
47
\i r
-0,00 g
M
/ I
1 1�
00
54
0
2024 Operating Budget
Public Engagement
• Overall results for online participation is
consistent to other "Shape your City" public
engagements
• Summertime is often a more challenging
time to do public engagement
• Results would not be representative of the
total population. However, can provide some
interesting information to consider as the
budget process continues.
• Survey results from "Shape your Budget" and
Chapman Group included as appendices.
00
•
,,
Public Engagement
Public Engagement
400 372
375 353
350
325
300
275
250
225
200
175
150
125
100 74 84
75 53
50
25 ■
0
Charlotte Street City Market Strategic Community Energy Custome r Service Shape Your Budget
Reimagination Project Plan Action Plan Survey Survey
■ Responses
49
2024
Operating
Budget Public
Engagement
Questions
Included
1. What are your top 5 spending priorities for the 2024
Budget?
2. What are your lowest 5 spending priorities for the 2024
Budget?
3. If the City exceeded tax base growth targets for 2024
and therefore had the option to reduce the property tax
rate or increase services, what would be your preference?
4. The 10-year strategic plan has been developed to build
upon the City's vision and mission to establish an
overarching strategic direction that will guide operational
planning and budgeting. What would be your top 5
priorities?
5. Overall, how would you rate the City in terms of the
programs, services and value for your tax dollars?
6. Please select on the following age ranges.
7. Have you moved to Saint John within the past 5 years?
8. Do you operate a business in Saint John?
50
2024
Operating
Budget Public
Engagement
Questions
Included
9. What best describes your household?
10. What is your current housing situation?
11. What is your postal code?
12. The City of Saint John strives to be and values a
welcoming City that pulsates with diversity. Please check
any of the following categories that apply.
13. Do you have any suggestions on how the City of Saint
John could generate revenue, reduce operational spending or
find efficiencies.
51
Diversity - 54 respondents
25
40%
37%
35%
20
20
30%
28%
30%
16
15
25%
0
15
CL
a�
460
19% 19%
20%
L
v
10
10 10 15%
P
0
13% 13%
15%
8
2
7 7
10%
5
5%
0%
Senior Person with
LGBTQIA2S+ Neu rodive rgent Youth (18-29) Indigenous Racial ized person Recent immigrant
disabilities
(past 10 years)
Diversity
Total No.of responses -928—Total %of total responses
40
35
30
CA
C
O 25
a
CA
L_
460 20
L
15
10
5
40%
19
Household - 84 respondents
One person Two person Three person Four person Five or more
persons
No. of person
Total No,of responses 53-Total % of total responses
Prefer not to
answer
45%
40°l
35%
30°l
25%
20%
70
65
60
55
50
� 45
rr,
40
rr,
a�
L
35
L
_C2 30
E
Z�- 25
20
15
10
5
I c)ved tc> Saint Jc>hn Within Past 5 years -
S4 respondents
.f 01 —
S 0%
75%
7 0"1
65%
6 Q"1
55%
5 Q"1
45%
4 Q"1
35%
3 Q"1
25%
2 Q"1
15%
10%
5l
Ol
No Yes Prefe r not to answer
Total No.of responses 54 Total '�,. of total responses
SAINT JOHN
Operate Business in Saint John - 83 respondents
75 84'
70
65
60
55
50
fA
[U
45
CL
a) 40
L
ar
L 35
E 30
z
PA~
20
15
10
5
85%
80°f
75%
70%
65%
60%
55%
50%
45%
4O%
35%
30%
25%
20%
15%
10%
5%
0%
0%
No Yes Pirefe r not to answer
c
m,
Total No. of responses55 Total Y.oftotal responses
SAINT JOHN
50
55
50
40
0
cL 35
a)
L
4-- 30
L
a) 25
20
z
15
10
5
Current Housing Situation - 84 respondents
Own
Re nt
Ot h} e r
Prefer not to answer
70%
55%
60%
55
50%
45%
40%
35
30%
25%
20%
15%
100
5
0
� Total No,of responses 5@-Total % of total responses
Top 5 Spending Priorities for 2024 Budget - 84 respondents
60 65%
61%
55 6090
51
50 55% 55%
46
45 50%
45%
40
N 38% 389. 40%
0
35 36%
rL
L 32 32 30 32% 35%
L 30 27 30% 29% 309/.
m
25 25 24 2595 25%
Z 21 21 21% 21% 25%
20
18 18 18% 20%
13% 13%
15 15 14% 15%
12
10 11 11
10%
6%
5 5 5%
090
101 ?�e \�4a eon eoz
QNo yec� �eaL� \oQc�. o�a� 5e�� �eccg yew. ie`�� ia�cc a43; ca�� L`eco a�ecc
� o� os� \tea e�z �qQ \tee a `ie ca `o@' ac Laao cka ao
oases �a� teams `�o <<a �� \`a e`a Qo ���
o\er Qoaa atec ocofi P`��a ��aaao �Ji. a��o c ham mar
a e e
otaa
�s
Service Areas
Total No.of responses 576—Total %of total responses
SAINT JOHN
Lowest 5 Spending Priorities for 2024 Budget - 83 respondents
45 s0%
46 %
45 Y.
40 4390
45%
i37
35 7 40%
35%
34% 34%
33% 3590
30 29
28 28
27 28% 30%
a 27%
C- 25
CD 23
L
p 22 2% 25%
i
20 19%
18 18 % 20%
Z 16 17%
15 is 14 16% 14%
13 1s%
12
2%
10 10%
10 10%
s -
s
s%
a%
¢�� .t`4" �` Ji¢ \r� e�� \`QS ��p� .��� ��r$ e� �c¢�' �� 2��y �•�, 4 \`�ao \�e5
<6 R$3 a�<29 a�Q� eImp�
�0� .. ,
5 �\c. oJ�
4e5 ¢ati .iia ��c �a PGA` oho �¢r oa ce' �
CPF Sao 0 aca Ga
Service Areas
58
�Total No.of responses --O—Total%aftotal responses
Top 5 Priorities from 10 year Strategic Plan - 84 respondents
60 63% 65%
55 53 56% 609'0
50 55%
47
45 509/0
43%
� q0 409` 45%
39%
0 36 409/0
a 35 34 33
m 35%
6 30 30%. 29%
30%
s 25 25 24 25% 24% 24% 24% 23%
25%
z 20 21 20 20 20 19
17% 15% 20%
15
14 159'0
13
10 109'0
5 5%
- 0%
�taa erg \oZ` O a�\� r.Q `pt` a> dye \01% a(�` Les �
ai ar a` h �� tay �aN ��a Jam` tea` du �s IN
z t
gyti `QF 4-1 y-90 ,10 a �s� � c ra ar s5 a`z
ra\` ok � wear o� `OAS `ate ��� a�\a a 0<
e
��o
r oy�a`tc ha�a\r Q ry\ araa �tO�� e a� \\
cs`.� �� tGe �r� r¢
Gra \r�eyc Rio pet \��i
10 Year Strategic Plan Priorities
59
� Total No.of responses Total % of total responses
55
50
45
40
In
a)
35
0
30
L
25
M
E 20
15
10
5
Reduce Tax Rate v s Increase Service Levels - 84
respondents
� Total No.of responses Total % of total responses
52%
44
Increase service level based on
top 5 priorities
43%
36
Re du ce p ro p e rty tax rate
Priorities
60
4 �X F 590
Prefe r not to answer
55%
5 00l
45%
40%
35%
3 00l
25%
2 0"'ZG
15%
10%
5%
O%
SAINT JOHN
45
46 %
40
35
rn 3 0
a)
CL
25
20
E
z 15
10
5
Value For Tax Dollars - 84 respondents
Fairly good Fairly poor Very poor Don't know
Ranking
� Total No.of responses 61Total % of total responses
Very good
5 0°f
45%
4 0°f
359a
3 0°f
25f
2 0°f
15%
10°l
5%
0%
51
Respondents had the opportunity to
provide comments and feedback.
All responses are including the
Shape your Budget report.
� 38 responses were provided with a
� variety of ideas, opinions and
suggestions for the City.
There were no consistent themes
among the answers however plenty
of interesting comments.
Feedback from the group session were focused on
discussing potential actions for the top priorities.
There were a few outliers based on the overall
combined results and the top five priorities.
Active Transportation was the 2nd top priority
I
ersus the middle of the combined results for both
• • top 5 and lowest 5 spending priorities.
Community programming was identified as the 3rd
ssi on s top priority in combined results versus falling in
the top 5 in the lowest spending priorities.
These outliers would be the result of sessions with
various groups versus individual priorities in the
online responses.
Other item discussed that were included in the
report were discussions around economic
development and include various comment.
2024 Operating Budget
Public Engagement
Conclusion
• The results of the survey is for
information purposes only.
• The results presented would not be
statistically valid.
• Public engagement is considered best
practice for creating an open and
transparent process around the
budgeting process.
Recommendation
• " Finance Committee receive and file
this presentation and attached
documents"
0
41,
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.4•O� _a t� M ._ R _ erg 4Y 4. "� _
Shape Your Budget: 2024
SURVEY RESPONSE REPORT
20 June 2023 - 19 July 2023
PROJECT NAME:
Shape Your Budget
BANG THE TABLE
.�� engagementHQ.
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Page 1 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
01 What are your top 5 spending priorities for the 2024 Budget?
45
39
38
40
35
31
30
24
25
19
9
26
Question options
JI Roads and sidewalks • Snow plowing • Parks and recreation facilities • Recreation programming
• Affordable housing advocacy • Police services • Fire services • Climate action
• Active transportation (cycling, walking, trails, etc.) • Arts and culture • Garbage and recycling
• Economic development • Transit services • By-law services and enforcement • Community programming
• Stormwater management • Traffic management
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
Page 2 of 22
67
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
02 What are your lowest 5 spending priorities for the 2024 Budget?
40
35
30
25
10
12 12
35
14
25
26
27
Question options
JI Roads and sidewalks • Snow plowing • Parks and recreation facilities • Recreation programming
• Affordable housing advocacy • Police services • Fire services • Climate action
• Active transportation (cycling, walking, trails, etc.) • Arts and culture • Garbage and recycling
• Economic development • Transit services • By-law services and enforcement • Community programming
• Stormwater management • Traffic management
Optional question (66 response(s), I skipped)
Question type: Checkbox Question
Page 3 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Q3 If the City exceeded tax base growth targets for 2024 and therefore had the option to
reduce the property tax rate or incre...
40
32
30
20
10
35
Question options
w Reduce property tax rate Increase service levels based on your top 5 services chosen in previous question
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
Page 4 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
04 The 10-year strategic plan has been developed to build upon the City's vision and
mission to establish an overarching strat...
50
45
40
35
30
26
21
18
20
14
14
10
28 28
20
18
17
11
Question options
Foster new partnerships to ensure Saint John remains an arts and culture destination
Work towards achieving the recommendations of PlaySJ with a proportional share increase of 5% to current parks and recreation
budgets
Establish and implement a plan to address the social needs of the community that supports inclusion, diversity, equity and quality of
life
Provide increased opportunities to engage a more diverse population for civic pride, participation, beautification, and community
partnerships
Grow our property tax base by 3% annually, including at least 1 % of new build assessment
Grow our population to 85,000 from the current population of 70,000
Champion for fair regional cost sharing and property tax reform that recognizes the City's contributions to the region and province
Protect our environment 0 Deliver excellence in serving our customers to defined service levels
Build and invest in transit and active transportation to increase overall sustainable transportation usage to 20%
10 Deliver sustainable public safety programs that meet the needs of a growing and diverse community
10 Deliver excellence in financial stewardship
Strengthen the competitiveness of the water utility in comparison to municipalities with similar service and infrastructure
10 Focus on continuously improving as a high-performance public service organization
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
Page 5 of 22
70
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
05 Overall, how would you rate the City in terms of the programs, services and value for
your tax dollars?
26
30
22
20
13
Question options
Fairly good value for your tax dollars 0 Fairly poor value for your tax dollars 0 Very poor value for your tax dollars
Don't know 0 Very good value for your tax dollars
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
Page 6 of 22
71
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Q6 Please select from the following age ranges
26
24 23
22
20
18 17
16
14
12
10
10
8 7 7
6
4
2
3
Question options
20-29 30-39 40-49 50-59 60-69 70-79 0-19 80 + 0 Prefer not to answer
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
Page 7 of 22
72
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Q7 Have you moved to Saint John within the past 5 years?
60
40
17
20
Question options
Yes No Prefer not to answer
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
49
08 Do you operate a business in Saint John?
60
40
20 10
Question options
Yes No Prefer not to answer
Optional question (66 response(s), 1 skipped)
Question type: Checkbox Question
56
1
Page 8 of 22
73
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Q9 What best describes your household?
30 26
20
12
16
10 W 5
1-0 2
Question options
One person Two person Three person Four person 10 Five or more persons Prefer not to answer
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
010 What is your current housing situation?
60
40
21
20 1
45
Question options
40 Rent 0 Own f Prefer not to answer Other (please specify)
Optional question (67 response(s), 0 skipped)
Question type: Checkbox Question
1
Page 9 of 22
74
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
011 What is your postal code?
E2L 1 C6
E2M7V9
E212n8
E2J 3E6
E2L3R5
E2J3K8
E2K 1 E5
E2M1B8
E2L 3S5
E2J OA8
e211 s8
E2K 3L9
E2K 2x2
Page 10 of 22
75
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
E2P1E3
e2m 4m2
E2L2Z2
E2L2E
E2K4x7
E2K 3131
e211 s2
E2M 4J8
E2M4Y9
E2L2V8
e211 m 1
E2L 1 S2
E2L2V8
E2K2T8
Page 11 of 22
76
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
E211 n8
E2mOe3
E2M OE3
E2K2T7
E2J3E6
E2n1g9
E2M1Y2
E3B2S2
E2M4C3
E2L1 G4
E2j3j8
E2M1R6
E2M1R6
Page 12 of 22
77
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
E2KOC3
e2m6a6
E211 g6
E211 g9
E2K 4a5
E2JOH8
E2E 5T7
E2L2C1
E2k4a7
E2JOE4
E2K 4R1
E2M 3139
E2L 1 K8
E2L OC4
Page 13 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
E2k 3w8
E2M5R3
E2N 4K8
e2m 4s2
E2J5C7
E2J 1 R2
E2M 51-16 - add sewage services to Ocean Westway
E2K 5S8
e2m4a9
E2J2C3
Optional question (64 response(s), 3 skipped)
Question type: Single Line Question
Page 14 of 22
79
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Q12 The City of Saint John strives to be and values a welcoming city that pulsates with
diversity. Please check any of the foil...
20
15
14 13
15
9
7 7
10 6
4
5
Question options
Indigenous (meaning the original peoples of North America and their descendants)
Racialized person (as defined by Statistics Canada)
Person with disabilities (as defined in Canada's Federal Disability Reference Guide) Neurodivergent
Youth (meaning between the ages of 18-29) LGBTQIA2S+ 0 Senior Recent immigrant (past 10 years)
Optional question (37 response(s), 30 skipped)
Question type: Checkbox Question
013 Do you have any suggestions on how the City of Saint John could generate revenue,
reduce operational spending, or find efficiencies?
Allow for greater building density across the Primary Development
Area to promote more tax revenue and population growth + cheaper
active transit options with more transit ridership
N/A
I would love to be able to participate in a round table or efficiency
exercise with decision makers to give input from a lifelong Saint John
resident and tax payer, ie community member input.
First, we have to stop giving deals to Irving's. They are contributing to
the destruction of the earth in many ways. They poison animals and
humans - giving us cancer, lung diseases and more. They spray
known toxic chemicals over swaths of our province, poisoning,
disabling, and killing us. Then, we let them keep ALL of their profits,
Page 15 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
while over 180 people are HOMELL86 in our tair city. Fair no more.
Stop the corporate corruption. Stop being swindled. Stop paying
swindlers and conmen because they're friends with counsel. Stop
begging people to move here while there are no affordable livable
places for the people here already. Remember the 180+ homeless? I
was priced out of the neighbourhood where I've lived for a decade.
My rent doubled, thanks to someone begged into exploiting us. Save
oodles on police spending by diverting most of their budget to social
services and housing. For God's sake we need to immediately
destigmatise addictions services, and make them BROADLY available
- walking distance in all neighbourhoods. People work much better
when they're not disabled or dead, so perhaps bringing back masks -
at least during peak season - will prevent countless infections,
downtimes, disabilities and deaths. At least than $1/mask, that seems
like a bargain. Hope that helps.
How much does snow removal cost per storm?
Defund the police, introduce green energy public transport.
A more transparent police budget
The city could consider enforcing their bylaws, I hear that can
generate revenue. The deer situation is out of control with people
deliberately attracting them and dumping food all over their yards
(literally multiple times a day in my neighborhood) - attracting not just
deer, but every variety of pest and all the diseases they and their
parasites carry. You didn't ask for any other kind of suggestions, but
as my pleas to bylaw enforcement and to the city fall on deaf ears, I
have to say it again. Someone needs to consider the serious rat
problem, and the public health problems that are bound to ensue.
Tick populations are increasing as are tick -borne diseases because of
rising winter temperatures. Avian flu is also on the rise all over the
continent, and people with six bird feeders in their yards are making
the situation worse. There is constantly garbage strewn everywhere,
probably because of pests getting into people's garbage which is only
picked up every other week. Improving garbage collection, educating
people about why feeding wild animals is bad for the animals and for
people, and enforcing both the deer feeding bylaw AND the
putrescible waste bylaw would go a long way to protecting people
from ticks, tick -borne disease, parasites found in wild animal waste
(worms for example - whose eggs make soil unsafe for gardening - a
food security issue), avian flu, and other diseases carried by these
Page 16 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
animals that people are deliberately attracting.
Bringing the other municipalities served by Saint John into the tax fold
must be pursued aggressively. Enlist the support of the people of
Saint John. You have it. It's your greatest offence and your best
defence.
Time to make Rothesay and Quispiamis part of Saint John. They
should not separate communities. People work here. Use the
community resources here. Then pay taxes in what is basically a
suburb. Ridiculous.
instead of planting and digging up multiple different plants in city beds
throughout the year, increase in rewilding them with local wildflowers
that grow back annually. better for environment, biodiversity, still looks
nice, saves money. focus less on beautification overall and more on
liveability. no more fireworks shows!!!!! defund the police and expand
transit- instead of cutting back routes, add more, increase services,
and reduce/abolish fees to increase ridership. figure out the
environmental costs of cruise ships and levy that from them in full.
transit going directly to lily lake pavilion with discounted activity rental
for transit riders, transit going to locations like irving nature park, rock
wood golf, outdoor stuff etc. increase parking fees uptown and offer
shuttles from mcallister mall/lancaster/concrete jungles out of the
inner city. increase bike lanes and rent out bikes to encourage people
to bike in the city who haven't tried! make recycling available to
everyone even if this loses you money it's ridiculous that i can't
recycle be my landlord chooses not to provide service. business
owners should be required to recycle too or charge them fines.
charge irving for every square foot of prime uptown property they are
wasting on parking lots. housing. we need more public housing.
DEFUND THE POLICE
There is nothing to do in St. John for youth and young adults, I am a
25-year-old woman on the only thing that caters to somebody my age
are bars. I don't drink, and I find a lot of my generation doesn't either.
Maybe start catering to our generation, be more like Halifax.
Implement programs where owners/ employees are responsible for
the care of the public/ municipal areas that directly abut their
businesses/ properties. Example- sweeping, picking up garbage on
the portion of sidewalk/ street directly in front of their business/ store.
I have seen this in Europe, and the places where this is done are
Page 17 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Much cleaner and prettier.
We need to address the industry tax base, we need to model other
cities and work towards reducing tax burden so people can move
here and not the valley!
Tax Irving properly
Tax Irving Businesses more and individual households less
Too much red tape for building anything. Taxes too high Transit not
functional for residents - car centric city -
Review and Reduce the number of managers. The city is extremely
top heavy with managers sitting around most days.
Have big corporations pay more taxes encourage and assist small
businesses
Hold the builders accountable for the pit on top of King St. Either
force them to start development or sell to someone else who can. It's
an eye sore and a waste of prime real estate. The city market,
businesses in the area and uptown as a whole would benefit from
added foot traffic that new infrastructure would bring up there. It's a
shame it's been this long without any work done.
Tax the rich
Properly tax large corporations.
No handouts to JDI or irving oil. Fair tax assessments. Higher price
on parking uptown to encourage alternative transportation (but those
modes need to exist).
have a ,manager that makes people work correctly and not lean on a
Page 18 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
rake which others do nothing. I live on a gravel road, have to beg
and borrow to get snow plowed correctly and graded properly and in
a timely fashion more than once every 6 months
Toll bridge
Create a stronger economic infrastructure and help reduce household
taxes to allow patrons to support the community in other ways. Create
business incentives to fill empty buildings (such as Brunswick
square), Utilize ports income to community growth, utilize tourism
income for community growth. Creating a city people love
encourages them to financially support various projects.
Get a new concil
We need a very high vacant property tax rate that will apply to non -
owner occupied/commercial spaces to deter these types of
vacancies. In particular, in Brunswick Square. We also need the city
to be able to respond more quickly to derelict homes - the tax sale
process should be sped up so that these properties can be re -sold
and used for housing rather than sitting empty and/or decaying
further. The city should also consider requesting a deposit from
developers to cover the time and cost of the city supporting them
through re -zoning etc to deter speculative developers. The developer
would receive their deposit back pending completion of their project
within the agreed upon time. I consider stalled developments and
vacant properties to be the most pressing non-social issues uptown,
and to encourage growth in the core of the city we need to get a
handle on these issues.
You could generate revenue by charging folks that are illegally
overnight RV camping for multiple days at Mispec Beach by re-
directing them with appropriate signage and bylaw enforcement to
legal and serviced camping lots within Saint John like Rockwood
Park.
Tax the large industries making record profits while polluting our
environment, meddling in government, and contributing to poor public
health
Page 19 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
Economic Development Initiatives: Encourage and support local
businesses by implementing initiatives that attract new investments,
promote entrepreneurship, and foster economic growth. This can
include providing incentives for businesses to establish themselves in
Saint John, streamlining the business registration process, and
offering assistance programs for startups. Tourism Promotion:
Develop and implement effective tourism campaigns to attract visitors
to Saint John. Focus on highlighting the city's unique attractions,
historical sites, natural beauty, and cultural events. Collaborate with
local businesses to create tour packages and promote the city as a
desirable tourist destination. Public -Private Partnerships (PPPs):
Explore opportunities for public -private partnerships to fund and
manage infrastructure projects or public services. This approach can
help reduce costs for the city while leveraging private sector expertise
and resources. Examples include partnering with private companies
for the development of recreational facilities, parking structures, or
public transportation systems. Efficient Resource Management:
Conduct a comprehensive review of city operations to identify areas
where resources can be better utilized. This may involve optimizing
staffing levels, implementing energy -saving measures, adopting
sustainable practices, and leveraging technology for improved
efficiency in service delivery and administration. Asset Monetization:
Identify underutilized city -owned assets that can be monetized. This
can include selling surplus properties, leasing city -owned land to
businesses, or exploring joint ventures for the development of real
estate projects. The generated revenue can be reinvested in priority
areas or used to reduce debt. User Fees and Charges: Evaluate and
adjust user fees and charges for city services to ensure they cover
the cost -of -service provision. This can include fees for recreational
facilities, parking, permits, and licensing. Regularly review and
update these fees to reflect the cost -of -service delivery and market
rates. Grants and Sponsorships: Actively seek out grants and
sponsorships from government agencies, private organizations, and
foundations. These funds can be used to support specific projects or
initiatives, reducing the burden on the city's budget. Collaborative
Service Delivery: Explore opportunities for regional collaboration and
shared services with neighboring municipalities. By pooling resources
and sharing costs, Saint John can achieve economies of scale and
reduce operational spending. This can include joint procurement,
shared emergency services, or collaborative infrastructure projects.
Digital Transformation: Embrace digital technologies to streamline
operations and improve citizen services. Implement online platforms
for services such as permits, licensing, and bill payments. Digitize
internal processes and data management to reduce paperwork,
increase efficiency, and enhance decision -making capabilities. Public -
Private Sponsorships: Seek partnerships with private businesses for
sponsoring city events, public spaces, or facilities. In exchange for
sponsorship, businesses can receive advertising opportunities and
Page 20 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
brand exposure, while e city gains additional revenue to support its
operations. It's important to note that these suggestions should be
evaluated in the context of Saint John's specific circumstances and
priorities. A comprehensive analysis of the city's financial situation
and consultation with relevant stakeholders will help identify the most
suitable strategies for revenue generation, cost reduction, and
operational efficiency.
Two suggestions: 1) drinking water on the west side is very hard and
causing damage to appliances, fixtures and pipes. Pre-treatment of
water before it reaches customers should be a priority. 2) Brunswick
Square has the ability to be the center of Saint John. A strategy
should be developed in collaboration with the property owner to
revitalize Brunswick Square and make it a tourist attraction. One idea
could be a science centre like the Discovery Centre in Halifax or the
Johnson Geo Centre I'm St. John's
Look to other cities and municipalities to see how things could be
more efficient. With years of poor management at the city level, it will
take time to build back up.
I believe in renovating not in tearing down.
I don't have any suggestions on saving money ... but, for public health
& safety reasons, I would like to have City of Saint John sewage
services extended to Ocean Westway, more sooner than later,
especially due to the City's new policy of allowing motels to operate
as apartment rentals, when they have septic tanks that were never
intended for long term living accommodations.
public works with the requirements and ideals of PlanSJ, CPNP, etc.
and implement a mandatory "build back better" strategy rather than
keep replacing like with like. PlanSJ recognized 10 years ago that the
last 50 years have been filled with planning and infrastructure
nightmares that set us back as a community. We need to actively and
wherever possible and at every instance undo those decisions and
replace it with something that will better than it was before. Public
works appears not to have an implementation plan for PlanSJ and
CPNP requirements and continues to ignore those requirements,
even after public feedback sessions advocating for our pre-existing
plans. 5. Scrap the municipal specification standards and start all over
again with something that actually matches or exceeds the
Page 21 of 22
Shape Your Budget: 2024 : Survey Report for 20 June 2023 to 19 July 2023
requirements ot our municipal pans. I hey presently do not align. bee
#4 above. 6. Don't just say you want "world class" stuff if you don't
mean it. You actually have to have something that nearly no one has
or has done. Paris, for example, installed hundreds of kilometers of
bike lanes to change the nature of transportation in their city. Bilbao
built a Guggenheim Museum to reshape the industrial image of the
city. Barcelona invented "super blocks" to give more urban space
back to residents as opposed to cars. They all succeeded. An
artificial ice surface on the waterfront, while nice, just doesn't cut it as
"world class."
Excessive taxes. Trim back on public funding for stuff like sports that
only a fraction of residents use. It's insane that we have such a tax
burden when the general tax population is subsiding the sports
programs and allowing services for the poor like busing to suffer. I
would love to drill deeper into "public safety" and "public works"
budgets. I understand people need an honest wage but feel there is a
need to benchmark compared to lower tax burden cities. Do we really
need yearly fire inspections of apartments when the only change in
the last 10 years has been new carpet and some paint. Maybe every
5 years? Good work on the a -bus trial.
Implement a robust performance management plan. Develop and
implement a proactive human resource plan and labor relations
strategy. Define expectations from Economic Development agencies
with more detail, and measure progress with critical metrics leading
to community well-being. Invest in a government relations strategy,
which includes tool kits and recruitment of citizens, to lobby other
levels of government for the changes desired and how citizens will
benefit. Focus on the community's overall well-being and benchmark
to establish progress against other Atlantic Canada communities.
Optional question (38 response(s), 29 skipped)
Question type: Essay Question
Page 22 of 22
City of Saint John
Engagementi�" 3
Budget�
THE
Cl IAPMAN
F- 0 LM kA, V AM A
PEOPLE - PURPOSE - STRATEGY
W
Response
Held three public engagements
Two public engagements were by invitation — one with a focus on the business community and
the other on community organizations
One public engagement open to the public
Business community — 39 invitations sent — 6 participated
Community organizations — 55 invitations sent — 9 participated
Public engagement — only one participant plus a media representative
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Survey Results
90 0-cr
What are your toy 5 spending priorities for the 2024 Budget?
Roads and sidewalks
Snow Plowing
Parks and Recreation Facilities
Recreation Programming
Affordable Housing Advocacy
Police Services
Fire Services =
Climate Action
Active Transportation (cycling, walking, trails, etc.)
Arts and Culture
Garbage and Recycling
Economic Development
Transit Services
By-law Services and Enforcement
Community Programming
Stormwater Management
Traffic Management
2023-o8-16
7
1
8
2
13
2
7
12
3
6
4
9
91 2
THE CHAPMAN GROUP I CHAPMANGROUPCAN.COM
0
5
What are your lowest 5 spending priorities for the 2024 Budget?
Roads and sidewalks
Snow Plowing
Parks and Recreation Facilities
Recreation Programming
Affordable Housing Advocacy
Police Services
Fire Services
Climate Action
Active Transportation (cycling, walking, trails, etc.)
Arts and Culture
Garbage and Recycling
Economic Development
Transit Services
Sy -law Services and Enforcement
Community Programming
Stormwater Management
Traffic Management
2023-o8-16
3
6
2
2
4
3
4
2
11
3
10
92 12
THE CHAPMAN GROUP I CHAPMANGROUPCAN.COM 0—(!r
If the City exceeded tax base growth targets for 2024
the option to reduce the property tax rate or increase
would be your preference?
Reduce Property Tax Rate 4
Increase Service levels based on your top 5 9
services chosen in the previous question.
* Some participants chose not to answer this question.
and therefore had
services, what
93 0-cr
The 10-year strategic plan has been developed to build upon the City"s vision and 7
mission to establish an overarchingstrategic direction that will guide operational
tannin and budgeting. What wound be our to 5 priorities? 9 p
planningY p
Foster new partnerships to ensure Saint John remains an arts and culture destination.
6
Work towards achieving the recommendations of P1aySJ with a proportional share increase of 5 % to
6
current parks and recreation budgets.
Establish and implement a plan to address the social needs of the community that supports inclusion,
12
diversity, equity and quality of life.
Provide increased opportunities to engage a more diverse population for civic pride, participation, beautification, and
3
community partnerships.
Grow our property tax base by 3 % annually, including at least 1% of new build assessment.
4
Grow our population to 85,000 from current population of 70,000.
7
Champion for fair regional cost sharing and property tax reform that recognizes the City's contributions to
8
the region and province.
Protect our environment.
8
Deliver excellence in serving our customers to defined service levels.
1
Build and invest in transit and active transportation to increase overall sustainable transportation usage to 20%. 6
Deliver sustainable public safety programs that meet the needs of a growing and diverse community. 2
Deliver excellence in financial stewardship. 4
Strengthen the competitiveness of the water utility in comparison to municipalities with similar service and infrastructure. 2
Focus on continuously improving as a high-performance public service organization. 2
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2023-o8-16
THE CHAPMAN GROUP I CHAPMANGROUPCAN.COM
Demographics
Have you moved to Saint John within the past 5 years?
Yes: 1
No: 16
Do you operate a business in Saint John?
Yes: 3
No: 14
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2023-o8-16 THE CHAPMAN GROUP I CHAPMANGROUPCAN.COM 0-0
Demographics
What best describes your household.
One Person
1 +4
Two Persons
8
Three Persons
1
Four Persons
2 +2
Five or more persons
Prefer not to answer
2023-o8-16
What is your current housing situation?
Rent
3
Own
3+7+1
Prefer not to answer
Other (please specify
2 +1
THE CHAPMAN GROUP I CHAPMANGROUPCAN.COM
10
Demographics
The City of Saint John
strives to
be
and
values a
welcoming
city
that pulsates
with diversity. Please
check any
of
the
following
categories
that
apply:
Indigenous (meaning the original peoples of North America and their
descendants)
1
Racialized Person (as defined by Statistics Canada)
3
Person with Disabilities (as defined in Canada's Federal Disability Reference
Guide)
2
Neurodivergent
3
Youth (meaning between the ages of 18-29)
1
LGBTQIA2S+
2
Senior
5
Recent Immigrant (past to years)
1
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Overall,
services
how
and
would
value
you rate the City in terms of the programs,
for your tax dollars?
2023-o8-16
Very
good value for your
tax dollars
Fairly
good value for
your tax dollars
13
Fairly
poor value for
your tax dollars
3
Very
poor value for your
tax dollars
Don't Know
1
THE CHAPMAN GROUP I CHAPMANGROUPCAN.COM
11
12
Demographics
Please select on the following age ranges
0-19
20-29
1
30-39
1
40-49
6
50-59
2
60-69
4
70-79
1
go+
1
Prefer not to answer
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Potential
Priorities
Actions for Top
What follows are highlights from our discussion of potential actions for the
top priorities identified.
13
100
14
Affordable Housing
Affordable housing is identified as a critical issue in the community, especially for low-income families and newcomers.
Participants express a strong desire for more affordable housing options and discussed specific actions that could be
taken to address this issue.
➢ A multi -faceted approach involving various stakeholders is suggested to tackle the complexity of affordable housing.
➢ They emphasize the need to reduce red tape and streamline the process for creating affordable housing projects.
➢ Newcomers want to build houses in city but find it difficult to get permits — very rigid approach.
➢ Integrated support services for individuals transitioning into affordable housing are seen as crucial. You don't get
out of poverty without mental support (need wrap around supports)
➢ Utilize surplus city properties for nonprofit housing starts is recommended action.
➢ Improved access to land for housing development.
➢ There needs to be a balance between community wants and needs.
➢ The central Peninsula area is becoming increasingly challenging to access due to affordability issues and ongoing
construction.
➢ Ensure any building is taking families into consideration. Current housing options, such as two -bedroom
apartments or lofts, are more suitable for smaller family sizes.
➢ Highlighted importance of preventing the segregation of affordable units and ensuring that they offer comparable
quality to market -rate housing.
➢ Many people are choosing to move to the suburbs due to all of these challenges, but transportation becomes a key
factor in their decision -making process.
➢ Look at more housing inspections with an audit every 2-3 years.
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15
Active Transportation (cycling, walking, trails, eta.)
.. . . . . . . . ... .. .
➢ Participants emphasized the importance of transportation in connecting economic hubs and retail activities within the city.
➢ Better connections between neighborhoods and transportation options are needed, particularly for people working in one
area but living elsewhere.
➢ The lack of a comprehensive transportation system, such as a grid or circular system, makes it difficult for newcomers to
understand the city's connectivity.
➢ Concerns are raised about the lack of walkability, especially in downtown and central Peninsula areas.
➢ Challenges such as hilly terrain, inadequate sidewalk maintenance, and the need for better walkable routes are mentioned.
➢ Integrate active transportation, such as cycling trails and pedestrian -friendly infrastructure, is seen as crucial for creating a
more accessible and connected city.
➢ There is a strong desire for transportation access to parks; using shuttles is suggested as a possibility.
➢ Connect transportation to the airport is seen as an opportunity to promote Saint John as a commercial city by linking it to the
port and airport.
➢ Prioritize bike lanes to encourage active transportation.
➢ Use audio at stops for those who can't read, especially newcomers, is proposed to improve accessibility.
➢ More crosswalks are needed in certain high -traffic areas
➢ Consider bicycle licences to ensure cyclists know the rules of the road
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16
Community Programing
Community programs play a crucial role in enhancing health and well-being, but concerns arise about potential
funding cuts and challenges faced by non-profit organizations in accessing consistent funding. Effective
communication and collaboration are emphasized as essential to support these programs and ensure their sustained
positive impact on the community.
➢ Participants stressed the positive impact of community programs on health and well-being.
➢ Concerns are raised about potential budget cuts to community programs and the need for sustainable funding.
Stable funding and long-term service agreements are needed for the sustainability of community programs.
➢ Non-profit organizations face challenges in accessing consistent funding for their programs.
➢ Community policing is emphasized for its role in crime reduction.
➢ Support community centres and organizations providing valuable services to residents is deemed important.
➢ Effective communication and collaboration among different departments, organizations, and stakeholders was
emphasized for improved program coordination and avoiding duplication of efforts.
➢ Effective communication with the public to celebrate successes and keep them informed about ongoing projects
➢ In addition to discussing community programming, concerns were also voiced about the lack of public washrooms,
prompting a call for solutions like all -in -one locations that address multiple needs, such as bathrooms, laundry, and
safe usage sites.
➢ Question that was asked: Has there been an audit of Community Connects program in terms of accessibility. Access
to this program is only online and there are a lot of people who don't have access to know how to access web content;
seniors being one example.
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Roads & Sidewalks
The state of roads and sidewalks emerged as a topic of discussion among participants, who emphasized the
importance of well -maintained infrastructure for safe and active transportation. Concerns were raised about
the poor condition of sidewalks and roads, impacting pedestrian safety and increasing vehicle maintenance
costs. Accessibility for pedestrians, including seniors and people with disabilities, was a focal point, and
participants highlighted the need for traffic calming measures and addressing the red brick sidewalks.
➢ Participants emphasized the need for better transportation infrastructure, including well -maintained
sidewalks and roads to ensure pedestrian and cyclist safety and support active transportation.
➢ Concerns were raised about hilly terrain, inadequate sidewalk maintenance, and the need for improved
walkable routes.
➢ The removal of red brick sidewalks was suggested to enhance road safety.
➢ Participants expressed the desire for traffic calming measures in certain areas, including Waterloo Street
and within the parks.
➢ Concerns were voiced about the impact of tree -lined roads on parking options despite supporting
gentrification.
Climate Action
Participants acknowledge the critical importance of environmental sustainability and climate action and expressed concern
about being behind in waste management and other environmental initiatives. Prioritizing environmental considerations
and seeking funding opportunities for eco-friendly projects are highlighted. The participants also emphasized the importance
of climate action and its various components, such as reducing greenhouse gas emissions, investing in renewable energy, and
promoting active transportation for a more environmentally friendly city.
❖ Participants recognized climate action and active transportation as essential priorities.
❖ The need for infrastructure improvements and policies to encourage walking, biking, and other sustainable modes of
transport is emphasized.
❖ Reduce reliance on cars and promoting environmentally friendly practices are seen as beneficial for the city.
❖ Concerns are raised about the challenge of cleaning up encampment sites where people are still living, despite efforts to
address encampments.
❖ Make recycling more accessible and easier for people is advocated.
❖ Raise the cost of an extra bag of garbage to $5 from $2; or index it to the number of people living in the house.
❖ Incentivize recycling for apartment dwellers through landlord incentives.
❖ Urban/community gardens are praised as valuable initiatives that contribute to mental health and education.
❖ Participants recommend managing vacant properties by allowing them to grow wild to reduce pesticide use and consider
banning pesticides within city limits.
❖ Ensure proper maintenance of trees and extending flower life to reduce maintenance needs are suggested as practical
measures for environmental conservation.
❖ The City seems quick to cut things — services can take years to be fully utilized. A one-year pilot is not enough.
105 0-(!r
Further Discussion Summary
Economic development was also emphasized with discussion centred around attracting investment, supporting
businesses, and promoting the city's unique cultural aspects. There was an expressed need for effective branding
and marketing strategies to showcase the city's strengths and attract investors. They emphasize the importance
of collaboration between different levels of government, local organizations, and entrepreneurs to drive
economic growth.
➢ Transportation is viewed as a key factor in economic growth and investment readiness.
➢ Improve traffic management, rail connections, and transportation infrastructure is essential for attracting
businesses, increasing the tax base, and creating economic opportunities.
➢ Promote the city's assets, such as rail port to a global audience for economic development purposes
➢ Participants stressed the importance of economic development, empowering organizations and initiatives
focused on job creation and attracting investment. Changing the perception of the city, showcasing cultural
vibrancy, and leveraging unique selling points are seen as crucial steps to attract businesses and talent.
➢ Collaboration among different stakeholders is highlighted as essential for driving economic growth.
➢ The group recognized the value of inclusivity and diversity in economic development. They discussed the
need to support newcomers, provide services for different groups (e.g., international students, temporary
foreign workers), and enhance communication in multiple languages to create a welcoming environment for
all.
106 0-(!r
Airport Accessibility and Commercial Opportunities
In the pursuit of economic development, participants recognized the importance of airport
accessibility and commercial opportunities.
➢ Limitations and challenges associated with the local airport, such as limited flights, high costs,
competition from other airports, and a small terminal, are highlighted.
➢ Improving airport infrastructure and connectivity is seen as beneficial for both business -to -
business (B2B) and business -to -consumer (B2C) relationships, fostering economic growth.
➢ To attract investment and generate revenue, participants emphasize the significance of
positioning Saint John as a commercial destination and leveraging its port and airport
advantages.
Last Thoughts
➢ Data modeling and analysis were recognized as valuable tools to improve decision -making regarding
transportation, active transportation, and infrastructure development. The participants discussed the
significance of utilizing data to understand current and potential users of public transportation, as well as
predicting future trends and demographics. Additionally, benchmarking against other cities, like Halifax,
was emphasized as an essential means to learn from best practices and implement successful strategies in
the pursuit of effective and efficient urban planning.
➢ The discussion also talked about challenges related to branding and perceptions of the city and region,
highlighting confusion regarding responsibilities, jurisdictions, and resource allocation among different
organizations. Participants emphasized the importance of clarifying roles, improving communication, and
establishing a clear brand identity to effectively promote Saint John and overcome these challenges.
➢ Question to consider: Is there anything the City can take off its plate and give to someone else?
➢ Saint John has the reputation of being a closed system when looking for volunteers to sit on committees. As
it is with other cities, any volunteer committee should have an open application system, screening process
and selection taking place via a selection panel, comprised of Councillors and the Mayor or designate.
108 0-(!r
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ART
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ipol lis9a, ■
0
00
FA
—
2024 General Fund Budget Timeline (Tentative Dates for
Finance Committee)
➢October 12th — Finance Committee — Service Based Budget
Presentation
➢October 25t" — Finance Committee — Present Draft Operating
Budget with actual tax assessment for Receive and File
➢November 8th — Finance Committee — Final Draft Operating
Budget for Approval and recommend to Common Council for
Receive and File.
➢November 14t" — Common Council — 2024 Operating Budget
for Receive and File
➢November 27t" — Common Council — 2024 Operating Budget
for Approval.
2
110
6-R.
SAINT JOHN
2024 Utility Fund Budget Timeline (Tentative Dates for Finance
Committee)
➢October 25t" — Finance Committee — 2024 Operating Budget
for Approval and Recommend to Common Council for Receive
and File
➢October 30t" — Common Council — 2024 Operating Budget for
Receive and File
➢November 14t" — Common Council — 2024 Operating Budget
for Approval and First and Second Reading on Bylaw
➢November 27t" — Common Council — Third Reading of Bylaw
3
111
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SAINT JOHN
The City of Saint John
2024 Draft General Fund Operating Budget—�
2023
2024
Budget
Budget
Revenues
Property Taxes
142,105,410
146,865,941
PILT Adjustment
64,323
-
Equalization & Unconditional Grant
15,321,432
14,821,432
Regional Services Grant
546,630
-
Surplus 2nd Year Previous Year
1,753,145
2,335,841
Transfer from Operating Reserves
800,000
-
Growth & Community Services
4,327,812
5,396,963
Public Works & Transportation Services
5,599,798
7,164,027
Public Safety Services
1,976,432
1,992,114
Utilities & Infrastructure Services
317,000
316,000
Strategic Services
3,178,518
3,880,000
Corporate Services
285,000
459,000
Saint John Energy Benefits
1,012,000
1,200,000
Total Revenues
177,287,500
184,431,318
Expenditures
Growth & Community Services
18,580,740
19,001,178
Public Works & Transportation Services
41,715,344
45,377,584
Public Safety Services
59,633,669
62,065,786
Utilities & Infrastructure Services
6,994,893
7,210,424
Strategic Services
7,917,074
8,330,096
Corporate Services
7,443,378
7,787,822
Other Charges
35,002,402
34,658,429
Total Expenditures
177,287,500
184,431,318
Surplus (Deficit)
-
-
112
City of Saint John by Service
2024 Draft General Fund Operating Budget
Growth & Community Services
Salaries
Goods & Services
TOTAL
Public Works & Transportation Services
Salaries
Goods & Services
TOTAL
Public Safety Services
Salaries
Goods & Services
TOTAL
Utilities & Infrastructure Services
Salaries
Goods & Services
TOTAL
Strategic Services
Salaries
Goods & Services
TOTAL
Corporate Services
Salaries
Goods & Services
TOTAL
Other Charges
Goods & Services
TOTAL EXPENDITURES
2023 2024
Budget Budget
5,332,525 5,881,902
13, 248, 215 13,119, 276
18, 580, 740
19, 001,178
16, 645, 616
17, 230,405
25,069,728
28,147,179
41,715,344
48,826,474
10, 807,195
45,377,584
50,289,670
11,776,116
59,633,669
62,065,786
3,575,653
3,692,688
3,419,240
3,517,736
6,994,893
7,210,424
4,003,562
4,081,419
3,913,512
4,248,677
7,917,074
5,266,536
2,176, 842
7,443,378
35,002,402
35,002,402
177,287,500
8,330,096
5,478,409
2,309,413
7,787,822
34,658,429
34,658,429
184,431,318
113
The City of Saint John
2024 Draft General Fund Operating Budget
2023
2024
Budget
Budget
Revenues
Property Taxes
142,105,410
146,865,941
PILT Adjustment
64,323
-
Equalization & Unconditional Grant
15,321,432
14,821,432
Regional Services Grant
546,630
-
Surplus 2nd Year Previous Year
1,753,145
2,335,841
Transfer from Operating Reserves
800,000
-
Growth & Community Services
4,327,812
5,396,963
Public Works & Transportation Services
5,599,798
7,164,027
Public Safety Services
1,976,432
1,992,114
Utilities & Infrastructure Services
317,000
316,000
Strategic Services
3,178,518
3,880,000
Corporate Services
285,000
459,000
Saint John Energy Benefits
1,012,000
1,200,000
Total Revenues
177,287,500
184,431,318
Expenditures
Growth & Community Services
Growth & Community Planning Services
1,791,586
1,821,565
Development Services
220,600
220,600
Development Engineering
350,328
359,899
Community Development
608,695
628,626
Animal Control
109,250
109,250
Dangerous and Vacant Building Program
374,428
466,934
Minimum Property Standards
375,506
467,699
Heritage Conservation Service
203,654
203,259
Cultural Affairs
129,827
133,413
Other By -Laws
356,103
219,560
Permitting & Inspection Services
1,181,614
1,367,093
Regional Economic Development Agency
3,093,000
3,087,500
Market Square
2,250,000
2,250,000
Saint John Trade & Convention Centre
390,186
390,186
Imperial Theatre
295,714
295,714
Saint John Aquatic Centre
521,281
521,281
Saint John Arts Centre
178,408
178,408
TD Station
478,246
492,593
Library
487,597
487,636
City Market
1,144,015
1,178,138
114
The City of Saint John
2024 Draft General Fund Operating Budget
2023 2024
Budget Budget
Growth & Community Services (Continued)
Arts & Culture Board
70,000
70,000
Public Art Maintenance & Repair
16,000
16,000
Remembrance Day
1,500
3,500
New Year/Canada Day Celebrations
40,000
50,000
PRO Kids
109,693
127,288
Succeed & Stay
92,785
149,812
Local Immigration Partnership
86,424
94,254
Carleton Community Center
190,700
190,700
Loch Lomond Community Center
45,000
45,000
North End Community Center
174,876
190,313
Recreation Programming
666,282
716,443
Neighbourhood Development
170,000
172,000
YMCA - Contracted Services
157,560
157,560
Boys and Girls Club - Contracted Services
145,887
145,887
Unspecified Grants
234,000
234,000
Affordable Housing Strategy
105,719
234,510
Lifeguards
195,500
199,410
Play SJ
45,000
45,000
Lord Beaverbrook Rink
167,393
167,764
Building Incentive Reserve
350,000
350,000
Regional Services Commission
176,383
176,383
Community Services
800,000
586,000
Total Growth & Community Development Services
18,580,740
19,001,178
Public Safety Services
Fire Rescue and Suppression Service
23,591,356
24,675,601
Fire Training
1,319
10,437
Technical Rescue Response
46,925
51,956
Hazardous Materials
69,984
74,535
Fire Prevention
908,059
918,407
Fire Investigation
66,123
68,317
Emergency Management Services
360,216
351,900
Water Supply and Hydrants
2,500,000
2,500,000
Public Safety Communications Centre
2,894,857
3,045,168
Street Lighting
1,060,000
1,060,000
Police Administration
1,987,488
2,198,585
Criminal Investigations
4,623,244
4,775,919
Police Commission
116,350
119,379
Automotive Equipment
1,106,149
1,215,641
115
The City of Saint John
2024 Draft General Fund Operating Budget
2023
2024
Budget
Budget
Public Safety Services (continued)
Support Services
1,812,844
2,021,272
Detention
179,975
188,410
Police Operations
17,342,680
17,801,437
Stations and Buildings
966,100
988,820
Total Public Safety Services
59,633,669
62,065,786
Public Works & Transportation Services
Snow Control Streets
5,601,737
5,535,587
Street Cleaning
1,605,543
1,632,277
Utility Cuts
919,782
1,516,853
Street Services - Surface Maintenance
7,448,639
8,374,169
Snow Control Sidewalk
1,034,591
1,150,172
Sidewalk Maintenance
712,014
901,088
Pedestrian & Traffic Management Service
2,343,221
2,446,000
Solid Waste Management
3,830,567
4,502,875
Landscape - Parks & Open Spaces
2,095,731
2,104,383
Rockwood Park
405,699
523,780
Urban Forestry
336,497
406,159
Saint John Horticultural Association
50,000
50,000
Arena Operation & Maintenance
1,375,297
1,483,721
Sportsfield Operation & Maintenance
1,228,942
1,272,892
Other Facilities Operation & Maintenance
548,513
583,524
Transit Debt
1,746,105
1,609,000
Transit Subsidy
5,630,640
6,462,619
Fleet Stockroom
354,448
341,455
Stormwater Rural
1,844,465
1,786,072
Parking Administration
942,723
951,286
Peel Plaza Parking Garage
389,616
407,651
Market Square Parking Garage
115,881
156,493
Off Street Parking
1,154,693
1,179,528
Total Public Works & Transportation Services
41,715,344
45,377,584
116
The City of Saint John
2024 Draft General Fund Operating Budget
Utilities & Infrastructure Services
Engineering
1,252,328
1,306,459
Carpenter Shop
371,482
386,968
Facilities Management
1,579,996
1,600,133
City Hall Building
1,014,205
1,021,696
GIS
413,258
445,442
Stockroom
246,122
217,642
Stormwater Urban
2,117,502
2,232,084
Total Utilities & Infrastructure Services
6,994,893
7,210,424
Strategic Services
Finance
1,250,757
1,313,643
Assessment
1,701,756
1,752,809
Supply Chain Management
449,075
430,601
Information Technology
3,511,071
3,765,939
Corporate Planning
316,055
281,815
Insurance
138,360
210,289
Liability Insurance
550,000
575,000
Total Strategic Services
7,917,074
8,330,096
Corporate Services
City Manager's Office
779,270
742,984
Mayor's Office
225,837
230,235
Common Council
602,503
635,684
Common Clerk
642,779
722,890
Human Resources
1,942,089
2,114,400
Legal Department
1,136,916
1,169,974
Real Estate
177,086
185,697
Saint John Industrial Parks
170,763
172,136
Barge Terminal
25,000
25,000
Customer Service
999,115
1,054,171
Corporate Communications
516,634
515,928
External Relations
225,386
218,723
Total Corporate Services
7,443,378
7,787,822
Other Charges
Fiscal Charges
15,685,605
15,420,429
Landfill Closure
300,000
300,000
Special Pension Contributions
9,460,000
9,503,000
Transfer to Capital Reserves
3,771,797
3,000,000
Transfer to Operating Reserves
135,000
135,000
Capital from Operating
5,650,000
6,300,000
Total Other Charges
35,002,402
34,658,429
Total Expenditures
177,287,500
184,431,318
Surplus (Deficit)
-
-
117
The City of Saint John
2024 Draft Utility Fund Operating Budget Cam
14k 1 0
2023 2024
Budget Budget
Expenditures
Drinking Water Service
Watershed Management 794,953 670,801
Water Treatment 8,768,620 9,078,376
Water Pumping & Storage 1,230,957 1,264,150
Transmission & Distribution 4,396,550 4,616,767
Customer Metering 720,634 700,303
Internal Charges 510,050 465,000
Other Charges 574,093 562,486
Debt Servicing 3,752,315 3,676,774
Capital from Operating 2,135,500 1,715,622
Total Drinking Water Service 22,883,671 22,750,279
Wastewater Service
Wastewater Pumping 3,131,775 3,283,963
Wastewater Collection 3,039,799 3,190,409
Wastewater Treatment 6,054,322 6,104,198
Internal Charges 510,050 465,000
Other Charges 574,093 562,486
Debt Servicing 3,020,324 2,959,598
Capital from Operating 2,732,300 3,825,134
Total Wastewater Service 19,062,663 20,390,787
Infrastructure Management
Engineering Services 709,668 777,836
Total Expenditures 42,656,002 43,918,902
118
1
The City of Saint John
2024 Draft Utility Fund Operating Budget
2023 2024
Budget Budget
Revenues
Flat Rate Accounts
22,250,000
22,250,000
Meter Rate Accounts
15,300,000
15,759,000
Fire Protection Levy
2,500,000
2,500,000
Storm Sewer Levy
925,000
945,000
Other Revenues
943,508
1,409,186
Transfer from Reserves
421,492
750,000
Previous Year's Surplus
316,002
305,716
Total Revenues
42,656,002
43,918,902
Annual Flat Rate - Water and Sewerage
Meter Rates:/Cu.m.
Block 1 - First 100
Block 2 - Excess of 100
Consumption based on Bi-monthly billings
NOTE: Sewer Surcharge 80.35% of Water Charge
$1,428
$1.9940
$1.2700
$1,428
$1.9940
$1.2700
119
2
SAINT JO
DEPARTN
D,
& 9
N
Saint John Fire Department 2024 Draft
Operating Budget
Fire Department 2023 Budget $ 2024 Budget $ Variance $
Fire Rescue and Suppression Services
Fire Trains n g
Technical Rescue Response
Hazardous Materials
Fire Prevention
Fire Investigation
3,591,356 241675j601 11084, 45
11319 10,437 91118
46,925
51,956
5,031
69,984
74,535
4,551
908,059
918,407
10,348
66,123
68,317
21194
121
Saint John Fire Department 2024 Draft
Operating Budget
Fire Rescue and Suppression Services
Fire Training
,59 1,56
11319
24,675,601
10,437
110 4,245
Priorities/Key Highlights/Variances
• Fire Service Review input to 15-year strategic Plan to ensure efficacy /value /
sustainability.
• Personnel cost increase in 2024 related to promotions and progressions
• Safety Supplies rapid increase in all cost
122
Saint John Fire Department 2024 Draft
Operating Budget
Fire Rescue and Suppression Services
Fire Training
,59 1156
11319
24,675,601
10,437
Priorities/Key Highlights/Variances -Continued
• Continue to build Peer Support: training, support, specialists — PTSD
• Camp Courage — Creating career aspirations for underrepresented groups
• IFSAC Scholarship /Sponsorship for vulnerable /priority sectors
• Training allocations adjusted within Divisions
1,0841245
123
Saint John Fire Department 2024 Draft
Operating Budget
Technical Rescue Response
Hazardous Materials
Priorities/Key Highlights/Variances
• Technical Rescue — High Angle / Extrication
46,925 51,956 5,031
69,984 74,535 4,551
• High Angle support to Saint John Water valued at 10,000s / plus increase reliability and confidence
in stand-by Rescue Team
• Specialized extrication training provides competence on complicated entrapments
• Hazardous Materials
• Provincial Stand -By Response Contract in excess of 100K/yr
• Provincial Training Revenue 35K per year last 3 years and into 2024
• Inflation — Primary cause of increase in both budgets
124
Saint John Fire Department 2024 Draft
Operating Budget
Fire Prevention
Fire Investigation
908,059
66,123
918,407
68,317
Priorities/Key Highlights/Variances
• Operational personnel to enable deeper and more holistic examination of
community
• Training allocation adjustment
• Newcomer information sessions and orientation
10,348
2,194
125
Saint John Fire Department 2024 Draft
Operating Budget
Emergency Management Services 360,216 351,900
Priorities/Key Highlights/Variances
• Fire Department also manages the Emergency Management Services Utilizing the
equivalent of 1.5 managers and .5 administration personnel.
• SJEMO 1— 2 FTE's annually over the last 3 decades
(8,316)
• SJEMO Service — Federal Award for Excellence in EMO service utilizing ICS Emergency
Management Model through numerous crisis
• Simulation Theatre — Prepare for large scale emergencies
• Attrition of senior employee provides lower salary of as junior employee progresses
126
Saint John Fire Department 2024 Draft
Operating Budget
Proposed Service Enhancements:
Performance measures established and reported
Diversity Equity and Inclusion
• Increase awareness of DEI in service delivery both internal and external
• Explore Scholarship Sponsorship Program to attain firefighter certification
• Year 2 for Camp Courage
127
Saint John Fire Department 2024 Draft
Operating Budget
Proposed Service Enhancements: Continued
15-year strategic plan to focus on:
• a safer community via enhanced fire prevention role of operational personnel
• Assessment of call types /response to ensure appropriate response
• Sustainability via adherence to Financial Policies
• Defined service levels to be established
ALL SUBJECT TO 15-YEAR STRATEGIC PLAN
128
GROWTH AND
COMMUNITY
SERVICES
2024 Draft Operating Budget
Growth and Community Services 2024 Draft
Operating Budget
Key themes:
• Delivering on 10-year strategic plan, catalytic growth initiatives & growth plans
• Immigration Strategy, City Market Strategic Plan, Affordable Housing Action
Plan, Neighbourhood Planning
• Focus on quality of life, social cohesion, and efforts to build more welcoming,
inclusive community
• Continuous improvement of programs and services
• Leveraging external partnerships and funding
130
Growth and Community Services 2024 Draft
Operating Budget
Growth & Community Planning Services
Development Services
Development Engineering
Permitting & Inspection Services
Priorities/Key Highlights
• North end Neighbourhood Plan
1,791,586
1,821,565 29,979
220,600
220,600 -
350,328
359,899 9,571
1,181,614
1,367,093 185,479
• North end & Central Peninsula Learning Commons and Community Hub support
131
Growth and Community Services 2024 Draft
Operating Budget
Minimum Property Standards 375,506 467,699 92,193
Dangerous and Vacant Building Program 374,428 466,934 92,506
Other By -Laws 356,103 219,560 (136,543)
Animal Control 109,250 109,250 -
Priorities/Key Highlights
• Community Enhancement Pilot program 2024 - $171,000 (offset from Community
Services Reserve):
• Enhanced service levels in Minimum Property Standards & Vacant and Dangerous Buildings
programs
132
Growth and Community Services 2024 Draft
Operating Budget
Heritage Conservation Service
Cultural Affairs
Arts & Culture Board
Public Art Maintenance & Repair
Priorities/Key Highlights
• Civic Commemoration Policy implementation
• NB Museum
203,654
203,259 (395)
129,827
133,413 31586
70,000
70,000 -
16,000
16,000 -
• Arts and Culture I Heritage Grants —Status Quo
133
Growth and Community Services 2024 Draft
Operating Budget
City Market 1,1441015 1,178,138 34,123
Priorities/Key Highlights/Variance
• Implementation of the City Market Strategic Plan.
• South Market Street
• Enhanced Marketing Plan and New Branding for the City Market
• Governance
• Updated Leasing Procedures
134
Growth and Community Services 2024 Draft
Operating Budget
Affordable Housing Strategy
Succeed & Stay
Local Immigration Partnership
Community Services
Priorities/Key Highlights/Variance
105,719
92,785
86,424
800,000
234,510
149,812
94,254
586,000
128,791
57,027
7,830
(214,000)
• Implementation of Affordable Housing Action Plan including pursuit of external funding
partnerships and research related to Municipal Housing Entity
• Funding to support delivery of the immigration strategy in partnership with Envision and
other levels of government
• Funding for the community services reserve reflects commitments for community
enhancement pilot
• Housing Accelerator Fund Application — TBD 135
Growth and Community Services 2024 Draft
Operating Budget
Carleton Community Center
Loch Lomond Community Center
North End Community Center
Recreation Programming
Neighbourhood Development
YMCA - Contracted Services
Boys and Girls Club - Contracted Service
PRO Kids
Lifeguards
Play SJ
190,700
190,700
-
45,000
45,000
-
174,876
190,313
15,437
666,282
716,443
50,161
170,000
172,000
2,000
157,560
157,560
-
145,887
145,887
-
109,693
127,288
17,595
195,500
199,410
3,910
45,000
45,000
-
136
Growth and Community Services 2024 Draft
Operating Budget
Recreation (Continued)
Priorities/Key Highlights/Variance
• Continuation of enhanced recreational programs
• Recreation subsidization review
• Phase two review of Community centre agreements
137
Growth and Community Services 2024 Draft
Operating Budget
Building Incentive Reserve
Unspecified Grants
New Year/Canada Day Celebrations
Remembrance Day
Priorities/Key Highlights/Variance
350,000
350,000 -
234,000
234,000 -
40,000
50,000 10,000
1,500 3,500 2,000
• Continued funding for the suite of City's grant programs, Urban development incentives and
community grants.
• Reflects cost escalation to stage City sponsored civic celebrations.
138
Growth and Community Services 2024 Draft
Operating Budget
Community Development 608,695 628,626 19,931
Priorities/Key Highlights
• Onboarding of community inclusion portfolio
• Delivery of a Homelessness Strategy in Partnership with the Province and initial work
to prepare a Social Plan
139
Growth and Community Services 2024 Draft
Operating Budget
Regional Economic Development Agency
Market Square
Saint John Trade & Convention Centre
Imperial Theatre
Saint John Aquatic Centre
Saint John Arts Centre
TD Station
Library
Lord Beaverbrook Rink
Regional Services Commission
3,093,000
2,250,000
390,186
295,714
521,281
178,408
478,246
487,597
167,393
176,383
3,087,500 (5,500)
2,250,000 -
390,186 -
295,714 -
521,281 -
178,408 -
492,593 14,347
487,636 39
167,764 371
176,383 -
Services are managed through Regional Service Commission & Contractual
Agreements
140
Growth and Community Services 2024 Draft
Operating Budget
Potential Service Enhancements:
• Community enhancement program pilot
• Continuity of support for delivery of the Succeed and Stay Immigration Strategy
• Affordable Housing Support, opportunity to leverage significant funding through the
CMHC Housing Accelerator Program
• Implementation of the City Market Strategic Plan
• Potential Rate adjustments as a result of recreation subsidy review
• Grants & Incentives
• Addressing Homelessness/ Social Plan &Harm Reduction
141
f•1
e '.
SAINT JOHN
TRANSIT
COMMISSION
2024 Draft Operating Budget
SAINT JOHN
TRANSIT
142
Background
2020
• A Stantec report / Service review was completed
• 103 Recommendations
• Pandemic is full swing, Ridership / revenue is low, decreased staff and service hours
2021 & 2022
• Still in Pandemic
• Ridership / revenue is low
• KV cancelled a Comex route (500 Service Hours)
• Increased revenue slightly
• Added numerous Technology items to add value to service.
• Spare App — On demand
• Opti-Bus — Scheduling
• Transit Royale - Way finding and Payment integration
• Masabi — Electronic Fare Payment
Note: 2022 finished with a ($216k) deficit. 143
Current Day
• Fleet fit up to Transit tender awarded and project to start early
January 2023.
• January 2023 Implementing On -demand service West. In July, service
is enabled in the North. Intuitively we are saving on fuel costs,
however this is to be quantified as a part of the Pilot findings.
• Technology - we have acquired aCAD / AVL System.
• We will finish the year with 89,500 Service hours.
• Projecting a deficit YE finish largely due to over budgeted Revenue
and under budgeted Fuel expense. Trending toward a $772K
144
New Cost Model
Calculation 2023June 2022 2021 2020 2019 2018 2017 2016 2015 2014
Total Cost of
$ 5,046,828
$ 9,932,510
$ 8,015,628
$ 8,869,104
$ 10,826,510
$ 10,569,051
$ 10,105,385
$ 10,293,370
$ 10,004,689
$ 10,473,464
Operations
Revenue
$ 1,864,460
$ 3,750,946
$ 2,857,092
$ 3,071,541
$ 4,813,284
$ 4,861,008
$ 4,551,288
$ 4,494,426
$ 4,582,170
$ 4,781,539
Revenue as % of
Total Operating
36.94%
37.76%
35.64%
34.63%
44.46%
45.99%
45.04%
43.66%
45.80%
45.65%
Costs
Exiting
Enter Pandemic
AVG 45%
Pandemic
Service Hours as
72928
73403
80926
97721
96243
96243
97395
97785
102028
of December 315t
Net Cost per
(Total Cost of Operations -
$ 84.76
$ 70.28
$ 71.64
$ 61.53
$ 59.31
$ 57.71
$ 59.54
$ 55.45
$ 55.79
Service Hour
Revenue) Service Hours
/
Revenue per
Revenue / Service Hours
$ 51.43
$ 38.92
$ 37.95
$ 49.26
$ 50.51
$ 47.29
$ 46.15
$ 46.86
$ 46.86
Service Hour
City Funding
$ 6,181,564
$ 5,158,535
$ 5,797,563
$ 6,013,226
$ 5,708,043
$ 5,554,097
$ 5,798,944
$ 5,422,519
$ 5,691,925
Requirement
145
10 Year Strategic Plan
✓Build a reliable, convenient public transit service to increase
ridership by 10% over pre -pandemic levels
✓Create along-term strategic plan for Saint John Transit that
includes stable, predictable funding levels
✓Migrate buses and City vehicles to low carbon fuel in
accordance with the Public Transit and Fleet Low Carbon
Migration Strategy
✓Create an Uptown hub system to support the efficient
movement of transit buses
146
Zero Emission Transit Fund
✓Zero Emission Transit Funding application for $22,580,000 was
approved at Finance Committee March 2021
✓Application submitted early July 2023 — clarification questions
are being asked
✓The application includes 24 zero emission buses - operational
cost impact to be determined
✓Application includes an uptown charging facility — operational
cost impact to be determined
147
2024 Operating Budget Challenges
• We are in process with collective bargaining
• Net operational cost implication of Fleet moving into Transit to be rationalized
• Fuel costs are erratic and high.
• We have added annual Technology costs of $345,,000 —too early to realize service
value
• Revenue /Ridership has not returned to pre -pandemic levels —while changing
positively, rate of change is unpredictable
• Assuming success with the ZETF application, operational cost impact is not yet
known
M.
Saint John Transit Commission 2024 Draft
Operating Budget
Operating Revenues
Priorities/Key Highlights/Variances
4,301,961
4,141,483 (160,478)
• Revenue projections are more in line with ridership rate of change
• Time is needed to mature our technology implementation and unlock full ridership /
revenue value
• Fare Policy approved at last Transit Commission meeting July 27tn
• Continued communications with UNBSJ and NBCCSJ on UPass potential
149
Saint John Transit Commission 2024 Draft
Operating Budget
Operating Expenditures
Priorities/Key Highlights/Variances
• Collective Bargaining
• Taken a best conservative estimate on Fuel costs
9,932,601
10,604,103 671,502
• Time is needed to mature our technology implementation and unlock full cost benefit / return
• Rationalize the financial impact of Fleet occupying a portion of the Transit Facility
• The 2024 Operating budget draft has zero additional service hours built in
150
Saint John Transit Commission Draft 2024
Operating Budget
Operating Revenues
Operating Expenditures
im!
City Operating Subsidy
4,301,961
9,932,601
5,630,640
41141,483
10,604,103
6,462,620
(160,478)
671,502
831,980
151
Saint John Transit 2024 Draft Operating
Budget
Questions?
152
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Saint John Water 2024 Draft Operating
Budget
Flat Rate Accounts
Meter Rate Accounts
Fire Protection Levy
Storm Sewer Levy
Other Revenues
Prior Year's Surplus
Drinking Water Service
Wastewater Service
Infrastructure Management
22,250,000
15,300,000
2,500,000
925,000
1,365,000
316,002
22,883,671
19,062,663
709,668
22,250,000
15,759,000
2,500,000
945,000
2,159,186
305,716
22,750,279
20,390,787
777,836
459,000
20,000
794,186
(10,286)
(133,392)
1,328,124
68,168
i
Saint John Water 2024 Draft Operating
Budget -Revenue
Flat Rate Accounts
Meter Rate Accounts
Fire Protection Levy
Storm Sewer Levy
Other Revenues
22,250,000 221250,000 -
15,300,000
2,500,000
925,000
1,365,000
15,75%000 459,000
2,500,000 -
945,000 20,000
2,159,186 794,186
Prior Year's Surplus 316,002 305,716 (10,286)
155
Saint John Water 2024 Draft Operating
Budget- Revenue
Priorities/Key Highlights/Variances
• No Rate Increase for Residential Customers —Annual flat rate to remain at $1,,428
(Rate has been held for 6 consecutive years, despite inflationary pressures)
• No Rate Increase for Commercial Potable Customers — Meter Consumption and
Fixed Charge will remain same.
• Meter Revenue anticipated to continue to increase year over year.
• Other Revenue increase largely attributed to interest revenues due to higher
interest rates —This increase is considered nonrecurring and will be offset by
increase if Capital from Operating for 2024
156
Saint John Water 2024 Draft Operating
Budget
Drinking Water Service
Wastewater Service
Infrastructure Management
22,883,671
19,062,663
709,668
Priorities/Key Highlights/Variances
• Industrial Water Budget under final development
22,750,279
20,390,787
777,836
(133,392)
1,328,124
157
Saint John Water 2024 Draft Operating
Budget
Priorities/Key Highlights/Variances (continued)
• Leak detection of entire East water distribution system, repair
identified leaks to minimize water loss and improve water
system efficiency and reliability
• Fire Hydrant Inspection & Painting Program (repaint approx.
25% and inspect approx. 33% of the 2,100 in inventory)
• Wastewater Collection - Increased funding in the trenchless
technology programs to complete more sanitary pipe repairs
though pipe patching. Reduces the need to excavate pipes,
repair and reinstate asphalt.
158
Leak
Saint John Water 2024 Draft Operating
Budget
Priorities/Key Highlights/Variances (continued)
• Water reservoir (tank) inspections and Phase 1 of
rehabilitation of water distribution system reservoirs.
• Wastewater Treatment
Dredging of the Lancaster Lagoon.
159
Saint John Water 2024 Draft Operating
Budget
Proposed Service Enhancements
• Focus for the Utility will be on the infrastructure deficit.
• The
Utility is
balancing the need to
replace aging infrastructure
to
support growth
with
need to
replace infrastructure
to ensure service levels can
be
met.
• Examining opportunities for revenue increases within existing service areas
• Non -forecasted revenues to be used towards infrastructure
• Holding rates is equivalent to a rate decrease when accounting for increases in
expenses
160