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2024-05-28 Growth Committee Agenda Packet - Open Session Growth Committee Meeting Open Session April 16, 2024 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING APRIL 16, 2024 @ 11:40 A.M. ND 2 FLOOR BOARDROOM, CITY HALL Present: Deputy Mayor John MacKenzie, Chair Mayor Donna Noade Reardon Councillor Barry Ogden Councillor Brent Harris Councillor Gerry Lowe Also Present: Chief Administrative Officer B. McGovern Commissioner Growth & Community Planning A. Poffenroth Director Growth & Community Planning D. Dobbelsteyn Solicitor J. Boucher Manager Community Planning J. Kirchner Director Community Planning & Housing P. Nalavde Senior Manager Community Support Services C. Coes Growth Manager T. Ferlatte Planner A. Reid Communications Officer E. White City Clerk J. Taylor Administrative Assistant K. Tibbits 1. Meeting Called to Order Deputy Mayor MacKenzie called the Growth Committee open session meeting to order. 2. Approval of Minutes Moved by Mayor Noade Reardon, seconded by Councillor Lowe: RESOLVED that the minutes of February 27, 2024 be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Mayor Noade Reardon, seconded by Councillor Lowe: RESOLVED that the agenda of April 16, 2024 be approved. MOTION CARRIED. 4. Disclosures of Conflict of Interest No disclosures of conflict of interest. 5. Consent Agenda (Recommendation: Receive for Information) 6. Presentations / Delegations 7. Business Matters Growth Committee Meeting Open Session April 16, 2024 7.1 Resourcing Request City Market 2024 Growth Manager T. Ferlatte reviewed the submitted report noting that the City Market Strategic Plan includes 65 actions aimed at transforming the City Market and calls for an additional full-time employee during the implementation of the plan. Staff recommends withdrawing up to $200K from the Growth Reserve to hire a project manager for a three-year term to support and accelerate implementation of the plan. This position will also focus on identifying and securing external capital. Common Council earmarked $500K within the Capital Reserve in 2023 to support the implementation of the City Market Strategic Plan. It is anticipated that the city and other funding partners will need to make significant capital contributions to fully realize the vision of the City Market strategic plan over the next 10 years. The Growth Reserve balance is $335,010; approval of this expenditure would leave a balance of $135,010 remaining for other Growth Initiatives. The Strategic Real Estate Reserve and Community Services Reserve are still available to the Growth Committee. Moved by Mayor Noade Reardon, seconded by Councillor Harris: RESOLVED that the Growth Committee recommends Common Council approve up to $200,000 from the Growth Reserve for resourcing to support and expedite the implementation of the 10- year City Market Strategic Plan generally as presented to the Growth Committee on April 16, 2024. MOTION CARRIED with Councillor Lowe voting nay. 7.2 North End Neighbourhood Plan Draft Boundary Map and Advisory Committee Terms of Reference North End Neighbourhood Plan The initial stage is the creation of a boundary map to determine the area to be included in the North End Neighbourhood Plan. Public engagement on the proposed boundary map will begin soon with the final boundary to be endorsed by the Growth Committee and subsequent adoption by Council. Terms of Reference for the proposed North End Plan Advisory Committee have been prepared. The Advisory Committee is a critical component of the development of the North End Plan and will ensure there is a diverse cross section of the public to provide advice on the plan. This Secondary Plan aims to focus on the community as a whole, while also including many sub neighbourhoods, such as the Old North End, Douglas Avenue and Crescent Valley, to help focus on the specific needs of those unique communities. Once the boundary has been finalized, it will enable the City to move forward with the next steps of the North End Neighbourhood Plan. The proposed draft boundary will be launched on Shape Your City to solicit public feedback. Moved by Mayor Noade Reardon, seconded by Councillor Harris: RESOLVED that the Growth Committee receive and file the North End Neighbourhood Plan Draft Boundary report; and recommend that Common Council adopt the Terms of Reference for the North End Neighbourhood Plan Advisory Committee. MOTION CARRIED. 7.3 Growth at a Glance: January to March 2024 Commissioner Poffenroth reviewed the submitted infographic Moved by Mayor Noade Reardon, seconded by Councillor Ogden: RESOLVED that Item 7.3 Growth at a Glance: January to March 2024 be received for information. MOTION CARRIED. 8. Referrals from Common Council Growth Committee Meeting Open Session April 16, 2024 9. Adjournment Moved by Mayor Noade Reardon, seconded by Councillor Lowe: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on April 16, 2024, was adjourned at 12:50 p.m. Growth Committee Meeting Open Session April 22, 2024 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING APRIL 22, 2024 @ 11:40 A.M. ND 2 FLOOR BOARDROOM, CITY HALL Present: Deputy Mayor John MacKenzie, Chair Mayor Donna Noade Reardon Councillor Barry Ogden Councillor Gerry Lowe Absent: Councillor Brent Harris Also Present: Chief Administrative Officer B. McGovern Commissioner Growth & Community Planning A. Poffenroth Director Growth & Community Planning D. Dobbelsteyn Solicitor J. Boucher Director Community Planning & Housing P. Nalavde Director Development & Community Standards C. McKiel Growth Manager T. Ferlatte Planner A. Reid Communications Officer E. White City Clerk J. Taylor Administrative Assistant K. Tibbits 1. Meeting Called to Order Deputy Mayor MacKenzie called the Growth Committee open session meeting to order. 2. Approval of Minutes 3. Approval of Agenda Moved by Mayor Noade Reardon, seconded by Councillor Lowe: RESOLVED that the agenda of April 22, 2024 be approved. MOTION CARRIED. 4. Disclosures of Conflict of Interest No disclosures of conflict of interest. 5. Consent Agenda (Recommendation: Receive for Information) 6. Presentations / Delegations 7. Business Matters 7.1 Affordable Housing and Soft Cost Grant Program Planner A. Reid The purpose of the Affordable Housing Soft Costs Grant Program is to increase the supply of affordable Growth Committee Meeting Open Session April 22, 2024 housing units by funding non-profit housing developers during the pre-construction stage of a project (15% of soft costs up to a maximum of $25K per project). Eligible costs include soft costs such as design, engineering, and architectural work; and also supports developers in their applications to higher levels of government. The applicant must meet several eligibility criteria to be considered. The Program will Grant Program, which provides grants up to $200K to reimburse hard costs for the construction of affordable units. Moved by Mayor Noade Readon, seconded by Councillor Lowe: RESOLVED that the Growth Committee recommends that Common Council adopt the Affordable Housing Grant Soft Cost Program generally as presented to the Growth Committee on April 22, 2024; and that staff be directed to prepare a Terms and Conditions of Funding template form for the program for the approval of Common Council. MOTION CARRIED. 8. Referrals from Common Council 8.1 A. Pottle 99 King Street Director McKiel provided an update on the undeveloped site at 99 King Street which has been vacant since demolition of the building nearly three years ago. Construction of the site has been delayed primarily due to challenging economic conditions. The community has expressed concerns about the safety and the unsightly nature of the site. The developer, Percy Wilbur, will repair the existing fencing and add appropriate screening within the coming weeks to address immediate safety and esthetic concerns. With respect to the closure of the right turn only lane on Charlotte Street, it should be noted that independent of the development at 99 King Street, this will not be reinstated. The upcoming street reconstruction on Charlotte Street includes reducing vehicular traffic lanes from three to two lanes and incorporating a dedicated bike lane. Moved by Mayor Noade Reardon, seconded by Councillor Ogden: RESOLVED that the verbal updated on 99 King Street be received for information. MOTION CARRIED. 9. Adjournment Moved by Councillor Lowe, seconded by Mayor Noade Reardon: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on April 22, 2024, was adjourned at 12:07 p.m. DƩƚǞƷŷ /ƚƒƒźƷƷĻĻ ЋЉЋЍ ƚƩƉƦƌğƓ 1) Housing Accelerator Fund (HAF) Action Plan (a) 8 Initiatives: E.g. North End Neighbourhood Plan, Unlocking Gentle Density 2) Strategy Implementation ΛğΜ Affordable Housing Action Plan ΛĬΜ City Market Strategic Plan ΛĭΜ Succeed and Stay Immigration Strategy 3) Major Projects and Oversight (a) Catalytic Projects: E.g. New Schools, Industrial Park Expansion, PSE Enrolment (b) Request for Expressions of Interest (REOI) for Surplus Land (c) Development Incentives Review (d) ABC Review 4) Quality of Life Initiatives (a) E.g. Community Centres, East Side Support, 5 Recreation Programs (b) Tourism Updates and Growth Indicators NewToSaintJohn.ca DwhI /haaL99w9thw Report DateMay 15, 2024 Meeting DateMay28, 2024 ChairMacKenzieandMembers of the Growth Committee SUBJECT: North End Neighbourhood PlanBoundary Map OPEN OR CLOSED SESSION This matter is to be discussed in open session. AUTHORIZATION Primary AuthorsCommissionerChief Administrative Officer Yeva Mattson/Jennifer Amy Poffenroth J. Brent McGovern Kirchner RECOMMENDATION 1.That Growth Committeereceive and file the North EndNeighbourhood PlanBoundaryreport. EXECUTIVE SUMMARY staff hasinitiated the new North End Neighbourhood Plan process. The first stage of this policy plan is to create a boundary map that determines what area will be includedin the North End Neighbourhood Plan.The draft Plan Boundary map was presented at the April 16, 2024Growth Committee meeting and wassubsequently posted on Shape Your City for public engagement and has received general supportthrough feedback on the website. Staff is also recommending inclusion of an additional study area to the Plan Boundary to increase the potential fornew greenfield developments. Staffisrecommending that theGrowth Committee endorse the proposed Plan Boundary with additional study area. PREVIOUS RESOLUTION In July2019, Common Council adopted Central Peninsula Secondary Plan, a neighbourhood plan for the Uptown and surrounding neighbourhoods. Afterthe plan was adopted and the five-year implementation grew to a close, Common Council directed staff to focus on the North End of the city for the next Secondary Plan. The preparation of the North End Neighbourhood Plan is also a key deliverable underthe CiHousing Accelerator FundAgreement͵ - 2 - STRATEGIC ALIGNMENT Common Council adopted a set of Priorities for 2021- community vibrancy through beautification. The North End Neighbourhood Plan is also -year Strategic Plan for 2023 2033. REPORT The North End Neighbourhood Plan is the second secondary plan to be created for a sub-area of our city. The Central Peninsula Secondary Plan, adopted in 2019, was the first secondary plan created under the Municipal Plan, and staff continue to as now shifted their focus to the North End of the city. The North End is an existing mature, walkable, complete community in need of revitalization. The Secondary Plan aims to focus on this community as a whole while also addressing the needs of various sub-neighbourhoods, such as the Old North End, Douglas Avenue, and Crescent Valley. This approach helps address the specific needs of these unique communities. Planning policies and revitalization strategies specific to each sub-neighbourhood will be established through engagement with community members to ensure that the boundaries and policies reflect the unique characteristics of each area. Similar to the Central Peninsula Plan, sub-neighbourhoods are created to address the unique elements of each community and are tailored to their specific character. Staff has already consulted with representatives from ONE Change and the Crescent Valley Resource Centre, who have expressed their support for the initial draft boundary. The proposed plan boundary was chosen based on a variety of factors. The goal was to create a plan large enough to encompass a variety of sub-neighbourhoods, include vacant and/or underutilized land for future development and infill, align with census boundaries, and avoid leaving areas orphaned without fitting naturally into other plans. The proposed plan boundary includes several sub-neighbourhoods with residential areas such as Crescent Valley, the Old North End, and Douglas Avenue, commercial areas like Lansdowne Plaza, and larger vacant areas with development potential, such as the land north of Highland Road. This boundary also encompasses two new large-scale institutional developments: the North End School and the New Brunswick Museum. These projects are significant institutional developments that will have a positive impact on their neighbourhoods. The draft Plan Boundary was posted on the Shape Your City website on April 18, 2024, receiving broad support and excitement for future phases of the planning process. Specific comments include: - 3 - Enhancing connections between the North End and the Central Peninsula by strengthening and expanding the Harbour Passage multi-use trail connection through Main Street. Exploring opportunities to create new heritage conservation areas for existing historic sub-neighbourhoods based on their heritage character. Defining boundaries of historic neighbourhoods to develop specific policies. Exploring creative ideas to upcycle, renew, and add the old-fashioned charm and character of historic buildings in existing and new developments within the neighbourhoods. Looking at opportunities for design guidelines that marry "character corridor" and "heritage area," which could extract more value from the neighbourhood. Targeting more subsidized rental housing and retail developments in the plan area. Staff is recommending inclusion of an additional study area to the north of the proposed Plan Boundary to increase the potential of enabling new greenfield developments on vacant lands. This area includes undeveloped lands south of Boars Head Road and includes active developments such as Cambridge Estates. Inclusion of this additional study area will allow staff to consult with stakeholders regarding its inclusion within the Plan Boundary as the planning process advances. The benefit of including this area would be to facilitate planned logical extension of roads, stormwater and infrastructure connections resulting in a contiguous planned area southwest of Boars Head Road and Millidge Avenue, with the potential of forming a new sub-area or neighbourhood. Staff is also recommending the Plan Boundary be considered flexible for the initial phases of the planning process to allow for consultation with stakeholders, property owners and better defining sub-areas or neighbourhoods within the plan boundary. After initial stages of consultation with stakeholders, staff will bring forward a recommendation to finalize the Plan Boundary. At this point, staff is requesting endorsement of the Plan Boundary with additional study area as proposed so staff can move forward with the next steps in developing the plan. Staff will bring forward a recommendation for Common Council once the boundary has been finalized. CONCLUSION s been undertaking initial project work on the North End Neighbourhood Plan. Establishing a plan boundary is an important first step to guide all future project work and represents a key milestone in the plan's development. The proposed Plan Boundary still includes some flexibility, allowing for further refinement following the initial phases of public and stakeholder engagement. At this stage, staff is requesting - 4 - endorsement of the conceptual Plan Boundary prior to adoption by the Common Council. SERVICE AND FINANCIAL OUTCOMES Neighbourhood planning provides a framework for enhancing services, building community capacity, and encouraging reinvestment in targeted neighbourhoods. operating budget and the Housing Accelerator Fund. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Community Planning consulted with the GIS Service Area in developing the draft Boundary. Communications helped create a Shape Your City page for the North End Plan, which will provide regular updates on the project. ONE Change and Crescent Valley Resource Centre have both been consulted on the draft Boundary and have indicated their support. Feedback on the draft Boundary was also solicited through Shape Your City and public feedback was generally supportive of the draft Plan Boundary. ATTACHMENTS 1. North End Neighbourhood Plan Boundary Map 2. Plan Boundary Map with Additional Study Area Agencies, Boards, and Commissions Policy Standard Reporting Template Name Lord Beaverbrook Rink Reporting Period Second Half - 2023 Mission/ To provide recreational opportunities to residents of the City of Saint John, with a focus on youth Mandate recreation and sport. Growth KPI Target 1. Provide summer ice KPI Actual 1. Provided 2 months of ice (July & rental opportunities at August). Donated approximately 7hrs Stu-Hurley Arena per week to youth hockey program 2. Acquire 3 new summer 2. Acquired 4 larger scale event rentals event rentals 3. Fall ice season began September 21 3. Begin fall ice season early (September) # Employees #5 Full Time # Employees #4 Full Time Current Year #2 Summer Staff Prior Year #2 Summer Staff # Customers or #76 Renters # Customers or #56 Renters Events Current Year #15 Events/Tournaments Events Prior Year #3 Events/Tournaments Growth Objectives Focus on bringing in more tournaments and newer events Extend the ice season by opening for fall rentals in September Activities Contacted all previous/potential ice users (as well as open ice list) to inquire about Undertaken to events/tournaments Achieve Growth Worked with staff to develop plan to start ice plants up early and install ice in Objectives September Financial KPI Target 1. Increase ice rental KPI Actual 1. Ice rental revenue up approximately revenue by 5% 9.79%. 2. Heating efficiency 2. Heating costs decreased by decrease heating costs by approximately 0.5% 2.5% 3. Accounts receivable is approximately 3. Accounts receivable net 20 days 30 days City of Saint John $155,000 City of Saint $155,000 Annual Subsidy John Annual Current Year Subsidy Prior Year Actual Year-to-Date Budget Year-Prior Year-to-Date Results Results to-Date Results Wages & Benefits $265,557.00 $240,000 $246,188 Goods & Services $346,226.95 $203,700 $182,273 # employees #7 #4 #6 Total Revenues $371,177.88 $288,700 $412,627 Total Expenses $611,783.95 $443,700 $471,097 Agencies, Boards, and Commissions Policy Standard Reporting Template Surplus/Deficit -$240,606.07 -$155,000 -$58,470 Variance No summer staff grants (SEED or CSJ) Explanations Additional full time temporary employee for fall/winter Overall increased costs (additional repair and maintenance work) Stu-Hurley Arena rental expense Ice plant maintenance and completion or projects halted by pandemic No parking lot revenue received from City at this point (February 13, 2024) Operations KPI Target 1.Hire 1 new full time staff KPI Actual 1. Hired 1 new staff member as a full- member as Rink Attendant time temporary employee (seasonal for 2. Provide summer staff with ice season) refresher course on safety and 2. Returning summer students trained ice machine training at both locations (Stu-Hurley & LBR). 3. Review and update of Ice machine refresher course over 2 policies and procedures for all days. LBR summer staff given refresher staff course over 1 day. 4. Continue implementing staff 3. Small updates to policies and meetings (informal and formal) procedures and they were reviewed with all staff summer students and seasonal staff. 4. Weekly staff meetings with full time staff continuing. Increasing to daily during the fall/winter ice season. Annual Performance 1. Seek out qualified Rink Attendant applicants 2. All new staff to be refreshed on all safety aspects as well as policies and procedures. 3. Policies & procedures review 4. Manager meets with staff either in person or over the phone on a weekly basis. Year to Date 1. Seasonal employee hired will continue to search for qualified permanent employee Performance 2. Summer staff have been trained for their respective jobs. 3. Policies and procedures updated with employee tasks and responsibilities. Staff have been brought up to speed and signed to acknowledge understanding. 4. Meetings on schedule increased frequency during the fall/winter season Top Risks Facing the 1. Any decrease in rentals Organization 2. Increasing costs overall 3. Age of the building capital costs CƩƚƒʹCity of Saint John, New Brunswick <webform-noreply@saintjohn.ca> {ĻƓƷʹ Wednesday, March 6, 2024 12:02 AM ƚʹ Common Clerk <commonclerk@saintjohn.ca> {ǒĬƆĻĭƷʹ Webform submission from: Request to Present to Council Form \[ External Email Alert\] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact the IT Service Desk.** Submitted on Wed, 03/06/2024 - 00:01 Submitted by: Anonymous Submitted values are: About Person/Group Presenting First Name: joan Last Name: pearce Name of Organization/Group (where applicable): Friends of Rockwood Park Inc Address: Day Time Phone Number: Email If you do NOT wish to have your personal information (address, phone number, email) become part of the public record, please check this box. Yes About your Request Topic of Presentation: #1671 Sandy Point Road, Saint John, NB Purpose for Presentation (what is the ask of Council): We will be asking that council rescind a motion taht was voted at the February 20, 2024 council meeting that deemed 1671 Sandy Point Road, part of Rockwood Park, surplus land. Background Information: This is the third time that this parcel of parkland has been deemed surplus. . This motion is the third try and is concerning to us. The fact that it appears to come up every 6-8 years indicates, we feel, a total lack of concern and some disrespect by council for the hundreds of park users who enjoy the wilderness part of the park. 2008-December 8 Common Council adopted a resolution that deemed this land surplus proponent for an agreeable purchase price. This was the first time that this portion of park land was deemed surplus and offered up for sale. Controversy and public opposition including a moratorium on anything occurring at the site continued for several years. In 2011, The site was deemedRockwood Park and boundaries of the park were made. Then in 2018 the city proposed a motion to rezone the 5.18-hectare parcel of Sandy Point Road parkland to allow for potential development. City staff proposed up to 60 housing units a mix of semi-detached houses and apartments could have been built on the Sandy Point Road land. This is the second time the property was deemed surplus. Again there was huge public outcry in opposition and the rezoning was not passed. So here we are again in 2024, for thethird time, the park land is deemed surplus and possibly up for sale. At the Feb. 20, 2024 council meeting, no staff report was presented, there was no discussion or questions by councillors so that the public could understand why it was voted in by a vote of 4 for and 3 against. We would like to present the history of this parcel of Rockwood Park and to justify why it should not be deemed surplus. Are you making a request for funding? No Nbsdi!21-!3135! Up!;!Nbzps!Sfbsepo!boe!Dpnnpo!Dpvodjmmpst-!! d0p!Dpnnpo!Dmfsl! Djuz!pg!Tbjou!Kpio! QP!Cpy!2:82-!Tbjou!Kpio-!OC!F3M!5M2! Sfrvftu!up!sftdjoe!uif!dpvodjm!sftpmvujpo<! uif!Djuz!efdmbsfe!2782!Tboez!Qpjou!Spbe!)QJE!1152923:*!bt!tvsqmvt! Uijt!sftpmvujpo!up!efdmbsf!2782!Tboez!Qpjou!Spbe!bt!tvsqmvt!jt!bqqbmmjoh/!! 2782!Tboez!Qpjou!Spbe!jt!b!qbsu!pg!Spdlxppe!Qbsl-!opu!b!tuboe.bmpof!qjfdf!pg!mboe!uibu!dbo!cf! tfqbsbufe!gspn!uif!sftu!pg!uif!qbsl/!Ju!jt!eftjhobufe!bt!Qbsl!boe!Obuvsf!Bsfb!0!\[pof!Q-!boe!ju!jt!opu! sfbez!gps!tbmf!gps!uif!qvsqptf!pg!sf.efwfmpqnfou/! Jo!gbdu-!uijt!mboe!ibt!ofwfs!cffo!efwfmpqfe!cfgpsf/!Uif!mboe!mpplt!bt!ju!jt!upebz!bt!b!sftvmu!pg!! uif!Djuz!dmfbsdvuujoh!jo!bo!buufnqu!up!tfmm!jo!3114/! Uif!Djuz!ibt!cffo!dbmmjoh!ju!tvsqmvt-!boe!dbnf!vq!xjui!nvmujqmf!qmbot!up!tfmm!ju-!cvu!fbdi!ujnf! uifz!bcpsufe!uif!qmbo!bgufs!uifz!xfsf!nfu!xjui!b!ivhf!qvcmjd!pvudsz/! Jg!bozuijoh-!uif!Djuz!tipvme!cf!dpotjefsjoh!sfnfejbujoh!uif!mboe!up!jut!psjhjobm!qbslmboe!tubuf/! Ipx!eje!uif!Hspxui!Dpnnjuuff!dpnf!up!uif!dpodmvtjpo!uibu!ju!jt!tvsqmvt!up!uif!Djuz!uijt!ujnf@! Cfgpsf!wpujoh!po!uijt!npujpo!Ä!xjudi!xbt!jo!bo!fttfodf<!fjuifs!ps!opu-!uif!Djuz!ublft!uif!qbslmboe! bxbz!gspn!jut!djuj{fotÄ-!npsf!jo.efqui!ejtdvttjpot!tipvme!ibwf!ublfo!qmbdf/! J!xpvme!mjlf!uif!Nbzps!boe!dpvodjmmpst!up!dpotjefs!sftdjoejoh!uif!npujpo!boe!ejtdvtt!gvsuifs-! uifo!b!ofx!wpuf!po!uif!npujpo!cf!ublfo!xifo!uif!gvmm!dpvodjm!xbt!qsftfou/! Sftqfdugvmmz-! Butlp!Optf! 2798!Tboez!Qpjou!Spbe! Tbjou!Kpio-!OC!F3L!6F9 CƩƚƒʹ.ĻƷƷǤ 9ƌǞğƩķ ѡĬĻƷƷǤĻƌǞğƩķθŭƒğźƌ͵ĭƚƒѢ {ĻƓƷʹ CƩźķğǤͲ ağƩĭŷ БͲ ЋЉЋЍ ЊЋʹЍБ ta ƚʹ /ƚƒƒƚƓ /ƌĻƩƉ ѡĭƚƒƒƚƓĭƌĻƩƉθƭğźƓƷƆƚŷƓ͵ĭğѢ {ǒĬƆĻĭƷʹ wƚĭƉǞƚƚķ ƦğƩƉ ƚǒ ķƚƓγƷ ƚŅƷĻƓ ŭĻƷ Ļƒğźƌ ŅƩƚƒ ĬĻƷƷǤĻƌǞğƩķθŭƒğźƌ͵ĭƚƒ͵ \[ĻğƩƓ ǞŷǤ Ʒŷźƭ źƭ źƒƦƚƩƷğƓƷ \[ External Email Alert\] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact the IT Service Desk.** The so called surplus land is park of Rockwood and should be left as is . People use the park for hiking and biking and should be there for all to use CƩƚƒʹcindy kilpatrick <ckilpat@hotmail.com> {ĻƓƷʹ Friday, March 8, 2024 10:07 AM ƚʹ MacKenzie, John <john.mackenzie@saintjohn.ca>; Norton, Greg <greg.norton@saintjohn.ca>; Reardon, Donna <donna.reardon@saintjohn.ca>; Sullivan, Gary <gary.sullivan@saintjohn.ca>; Common Clerk <commonclerk@saintjohn.ca>; Killen, Joanna <joanna.killen@saintjohn.ca>; Harris, Brent <brent.harris@saintjohn.ca>; Ogden, Barry <barry.ogden@saintjohn.ca>; Radwan, Paula <paula.radwan@saintjohn.ca> /ĭʹ Joan Pearce <pearcer@nbnet.nb.ca> {ǒĬƆĻĭƷʹ 1671 Sandy Point Road \[ External Email Alert\] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact the IT Service Desk.** Dear Mayor and councillors, I was very disappointed to recently see #1671 Sandy Point road included in a list of city owned lots that were being moved to a list of surplus land. I agree with Gary Sullivan, Barry Ogden and Paula Radwan , that parkland is not surplus land. That lot and area are important to the park and environmentally sensitive as it borders Harrigan lake. It also exits at a blind corner on a busy road. I cannot believe this lot is up for discussion and possibly for future sale again. Many city residents clearly stated several times they want it to remain part of Rockwood Park. I can only hope that another vote, when all councillors and the mayor are present, will keep it as parkland. It should be made legally part of Rockwood park permanently and never considered for sale nd development again. Thank you. Cindy Kilpatrick. 60 Candlewood lane Millidgeville. CƩƚƒʹDenise Ainsworth <denise1746@gmail.com> {ĻƓƷʹ Sunday, March 10, 2024 5:54 PM ƚʹ MacKenzie, John <john.mackenzie@saintjohn.ca>; City of Saint John Mayor's Office <mayor@saintjohn.ca>; Harris, Brent <brent.harris@saintjohn.ca>; Sullivan, Gary <gary.sullivan@saintjohn.ca>; Killen, Joanna <joanna.killen@saintjohn.ca>; Norton, Greg <greg.norton@saintjohn.ca>; Ogden, Barry <barry.ogden@saintjohn.ca>; Hickey, David <david.hickey@saintjohn.ca>; Lowe, Gerry <gerry.lowe@saintjohn.ca>; Radwan, Paula <paula.radwan@saintjohn.ca>; Stewart, Greg <greg.stewart@saintjohn.ca> /ĭʹ Common Clerk <commonclerk@saintjohn.ca> {ǒĬƆĻĭƷʹ Rockwood Park \[ External Email Alert\] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact the IT Service Desk.** Dear Mayor and Council, I was disheartened to see that 1671 Sandy Point Road (adjacent to Harrigan Lake in this land at risk for development. The various attempts over the years to sell & develop this land had been successfully overturned by previous Councils due to a public outcry each and every time. It was clear from those past attempts that the residents of Saint John and the users of the park do not want to see the greatest asset this city has lost to encroaching development. I wish to thank Councillors Sullivan, Radwan & Ogden for their vote against the surplus branding. I hope that those Councillors who were not present at that meeting will be given a chance to express their view on the matter. To the councillors who have agreed sider and see the value in keeping the And somebody (anybody) please find a way to permanently protect this section and all of the existing park for future generations to enjoy. Denise Ainsworth Candlwood Lane Saint John, NB Sent from my iPad CƩƚƒʹEmma Gittens <thatsfantastic@gmail.com> {ĻƓƷʹ Saturday, April 27, 2024 2:43 PM ƚʹ Common Clerk <commonclerk@saintjohn.ca>; City of Saint John Mayor's Office <mayor@saintjohn.ca>; MacKenzie, John <john.mackenzie@saintjohn.ca> {ǒĬƆĻĭƷʹ Please rescind motion to designate 1671 Sandy Point Road property as surplus Some people who received this message don't often get email from thatsfantastic@gmail.com. Learn why this is important \[ External Email Alert\] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact the IT Service Desk.** Hello! Although I am not currently a Saint John resident, my husband and two kids and I are planning to relocate there from BC in the next year. I find it alarming that even after a public consultation, the SJ Common Council has passed another motion to declare a part of Rockwood park as surplus land. Why do you keep coming for this beloved park? Rockwood Park is a gem, just the way it is. Please rescind the motion to surplus this property as soon as possible. Sincerely, Emma Gittens, BC Resident -- Emma Gittens 604-779-5725 Report overview s d n e r t e c r o f k r o w d n a n o i t a l u p o P 3,300 (3%) between March 2023 and March 2024. graduate work permits (2023). - ~600 persons in the Saint John CMA on post 118.0 resident trends 1,780 400 2,000 1,200 131 554010 2023 1,780 5 6030 2022 1,510 5 3010 715 2021 202015 530 2020 353020 2019 1,045 QuispamsisRothesayHamptonTotal PR admissions 235 graduate employment on - 0 Number of work permit holders under post graduate employment in New - Share of work permit holders under post 800 Number of study permits issued for the Saint John CMA by year Study permits distribution by urban centre in New Brunswick, 2023 retention Immigrant 66% (among the lowest compared to other CMAs). year retention rate for those admitted in 2021 - One year immigrant retention rates (%) (arrived in 2019) - Three year immigrant retention rates - Two 52.5% 54.8% in 2019 Saint John, New Brunswick Moncton, New Brunswick year immigrant retention rates - Three Immigration targets and results - Saint John CMA in 2023 up from 1,510 in 2022 and 1,045 in 2019 (preIn the first two months of 2024, the Saint John CMA admitted 515 settlement of 2,362 pandemic year of 2019. - and from only 55 in the pre immigration by have a much higher Statistics Canada does not publish data on the retention of international experience including studying and/or working admission experience have a 61.1% retention rate compared to 50.6% Increase number of rate of 90% by 2030 Discussion Succeed and Stay: Immigration Patterns Report for Greater Saint John Prepared for: City of Saint John Prepared by: Jupia Consultants Inc. May 2024 TABLE OF CONTENTS Page 1. Introduction ........................................................................................................................... 2 1.1 Purpose of this report ...................................................................................................... 2 1.2 Immigration targets and results ..................................................................................... 2 1.3 Summary of other key findings (to be added upon content completion) ............... 4 2. Population and workforce trends ....................................................................................... 6 2.1 Population trends............................................................................................................ 6 2.2 Workforce trends ............................................................................................................ 7 2.3 Temporary residents in the workforce ..........................................................................10 3. Recent immigration trends ................................................................................................ 11 3.1 PR admissions by year ...................................................................................................11 2024 year-to-date ............................................................................................................13 3.2 Immigration by pathway ..............................................................................................13 3.3 New immigrants by age group ....................................................................................15 3.4 New immigrants by education level ............................................................................16 3.5 Immigration: Spouses/dependents ..............................................................................17 3.6 New immigrants by country of origin ...........................................................................17 3.7 New immigrants by official language ..........................................................................19 3.8 New immigrants by occupation ...................................................................................19 3.9 Temporary workers in the Saint John region ................................................................21 4. International students: profile and trends ......................................................................... 23 4.1 Study permits issued ......................................................................................................23 4.2 Study permit holders by education level .....................................................................24 4.3 Study permit holders by country of origin ....................................................................25 5. Immigrant retention ............................................................................................................ 27 5.1 Retention compared to regional CMAs ......................................................................27 5.2 Retention compared to the rest of the country .........................................................30 6. Outlook for 2024 and beyond ........................................................................................... 32 SUCCEED AND STAY: IMMIGRATION 1 PATTERNS REPORT FOR GREATER SAINT JOHN 1. INTRODUCTION 1.1 Purpose of this report The purpose of this report is to provide the City of Saint John with a review of recent trends in immigration and international students. It also looks at a broader set of population and workforce trends. The two main objectives is to determine whether or not the Saint John Region 1) achieved its goals in 2023, and 2) whether it is on the right trajectory to achieving its targets in 2024-2025 and its long-term targets in 2032. Section x provides recommendations for the Annual Report Card including sources, data points and recommended geographic comparisons. 1.2 Immigration targets and results Target: 2023 Results: Immigrant IRCC reported there were 1,780 permanent resident (PR) settlement of 2,362 admissions to the Saint John CMA in 2023 up from 1,510 in 2022 and annually by 2030 1,045 in 2019 (pre-pandemic). PR admissions to the City of Saint John increased from 1,395 in 2022 to 1,670 in 2023. In the first two months of 2024, the Saint John CMA admitted 515 permanent residents on a pace to attract more than 3,000 this year. It is possible the region will hit the 2030 target in 2024. Increase IRCC reported there were 200 PRs admitted to the Saint John CMA Francophone in 2023 who indicated they speak French. This was an increase immigration by from 130 in 2022 and from only 55 in the pre-pandemic year of securing 20% of 2019. immigrants to New The share of total French-speaking immigrants to New Brunswick Brunswick by 2030 settling in the Saint John region has increased from 5% in 2019 to 11% in 2023. Hitting the 20% target by 2030 should be achievable based on this trajectory. Increase number of IRCC reported there were 1,595 international study permits issued international for the Saint John region in 2023 up strongly from 1,085 in 2022 students enrolled (47%) and 730 in the pre-pandemic year 2019. achieving 25% of UNB Saint John is close to the 25% target. In its 2023-2024 total local enrolment, 23% of all students were from outside Canada. enrollment SUCCEED AND STAY: IMMIGRATION 2 PATTERNS REPORT FOR GREATER SAINT JOHN Target: 2023 Results: Increase number of Statistics Canada does not publish data on the retention of international international students. The retention data that is published shows students retained at those with pre-admission experience including studying and/or 50% of total working have a much higher retention rate. Among those arriving in the Saint John region in 2019, those with pre-admission experience have a 61.1% retention rate compared to 50.6% among those without pre-admission experience. The NB-IRDT tracks graduate retention for New Brunswick (domestic 1 and international). The City may want to engage the NB-IRDT to see if Saint John specific data can be extracted and tracked on an annual basis. Achieve annual The Saint John CMA one-year immigrant retention rate for those immigrant retention arriving in 2021 was 66% down from 75% among those arriving in rate of 90% by 2030 2020. The three-year retention rate among those arriving in 2019 was nearly 72%. It is not clear from the Statistics Canada data why the one-year retention rate among those arriving in 2021 was down sharply. Section 5.2 compares retention in the Saint John CMA to other CMAs across the country. Saint John is in the bottom quartile for immigrant retention (one-year and three-year). The only communities with a 90% one-year retention rate for those admitted in 2021 were Vancouver and Montreal. No CMA achieved a 90% three-year retention rate. It is unlikely the Saint John CMA will be able to achieve a 90% retention rate by 2030. No other smaller CMAs such as Saint John (pop. ~140,000) have three-year retention rates above 65%. 1 https://www.unb.ca/nbirdt/research/publications/_resources/510_graduate_retention_ 2019-2020_pub_egr_202301.pdf SUCCEED AND STAY: IMMIGRATION 3 PATTERNS REPORT FOR GREATER SAINT JOHN 1.3 Summary of other key findings Theme: Key findings: Population trends John and the CMA have been delayed. Using Labour Force Survey estimates, the population in the Saint John CMA aged 15+ increased by 3,300 (3%) between March 2023 and March 2024. Over 2 years (March 2022-2024), the est. population is up 6,300 (5.6%). Just under the average for all CMAs in Canada. Workforce trends The workforce in the Saint John CMA expanded by 6,800 between March 2022 and March 2024 (10%). Over the past five years, health care and education have seen significant employment growth along with construction and professional services. There is no post-2021 Census data on immigrants in the Saint John workforce but across the province there were 10,000 more immigrants in the workforce (February 2024 vs. February 2023). Temporary residents ~600 persons in the Saint John CMA on post-graduate work in the workforce permits (2023). Only 120 Temporary Foreign Worker (TFW) Positions on Positive Labour Market Impact Assessments (LMIAs) Indeterminate amount of students/spouses in the workforce. PR admissions by 1,780 permanent residents admitted to Canada in 2023 with year the Saint John CMA as their intended destination (up 18% over 2022). In Jan-Feb 2024, 515 admitted, on pace for 3,000 in 2024. Immigration by 185 via Atlantic Immigration program. pathway 940 via Provincial Nominee program. 95 via sponsored family members. 355 via refugee streams. SUCCEED AND STAY: IMMIGRATION 4 PATTERNS REPORT FOR GREATER SAINT JOHN Theme: Key findings: New immigrants by 54% under 30. age group 2% 60+. New immigrants by 39% have a university degree. education level 13% have no formal education and 26% have secondary or less. Immigration: 54% of all PRs are spouses or dependents. Spouses/dependents New immigrants by India, Nigeria and the Philippines are the top three counties country of origin of original for PRs admitted to the Saint John CMA. New immigrants by French speaking accounted for 11% of the total in 2023 (200 official language admissions). In 2018, only 40 spoke French. Percent of non-English or French speakers dropped to 21% in 2023 from 25% in 2022. New immigrants by Food service, IT, health care and financial/administrative occupation were the top intended occupational groups. International study 1,595 issued in 2023 a record by a wide margin (1,085 in permits issued 2022). 560 issued for secondary or less (up 78% over 2022). 590 for college (up 76% over 2022). 425 for university (up 4% over 2022). International 535 from Nigeria, 200 from India, 200 from the Philippines and students by country 125 from China. UNB SJ enrolments In Fall 2023, UNB SJ reported 455 international students or 23% of total enrolment. Immigrant retention One-year retention rate for those admitted in 2021 66% (among the lowest compared to other CMAs). Three-year retention rate for those admitted in 2019 54.8% 52.5%. SUCCEED AND STAY: IMMIGRATION 5 PATTERNS REPORT FOR GREATER SAINT JOHN 2. POPULATION AND WORKFORCE TRENDS 2.1 Population trends Each year, Statistics Canada estimates the annual population in municipalities, urban areas, economic regions and provinces as of July 1. Unfortunately, the statistics agency has not published yet the estimates for 2023. In order to estimate the current population in the Saint John region, the Labour Force Survey (LFS) can be used. The LFS estimates the monthly population aged 15+ living in the Saint JohnCensus Metropolitan Area(CMA), which includes the City of Saint John as well as adjacent communities including Rothesay, Quispamsis, Hampton and Grand Bay-Westfield.This represents a good proxy for general population trends in the region. Figure 1shows the estimated 15+ population size in Marchby year within the Saint John CMA.In the past 12 months, the adult population has increased by an estimated three percent, or 3,300.This was the fastest annual growth rate between March each year since at least 2006. This continues a positive trend.Between March 2021 and March 2022, the LFS estimated growth of 3,000 people in the population aged 15+. Figure 1: Population aged 15+, estimate for Marcheach year, Saint JohnCMA (000s) 120.0 118.0 115.0 110.0 105.0 100.0 95.0 Source: Statistics Canada Table: 14-10-0378-01. Figure 2shows how the 15+ population growth in the Saint John CMA compares to other jurisdictions. average among the 35 CMAs across the country included in the LFS. SUCCEED AND STAY: IMMIGRATION 6 PATTERNS REPORT FOR GREATER SAINT JOHN Figure 2: Growth in the 15+ population, March2022-March2024 Edmonton, Alberta 9.3% Moncton, New Brunswick 9.2% Halifax, Nova Scotia 8.9% Fredericton, New Brunswick* 7.8% 35 CMA average 5.8% St. John's, Newfoundland and Labrador 5.8% Saint John, New Brunswick 5.6% Vancouver, British Columbia 5.3% Montréal, Quebec 4.3% Hamilton, Ontario 3.4% Greater Sudbury, Ontario 2.3% *Fredericton-Oromocto economic region. Source: Statistics Canada Table: 14-10-0378-01. 2.2 Workforce trends Population growth in the region has continued to support workforce expansion. The workforce in the Saint John CMA expanded by 6,800between the two-year period March 2022 and March 2024or a tenpercent growth rate. There were 69,500participating in the workforce in March 2024 with strong growth in the number of younger people participating. The number aged 25-44 either working or looking for work in March was 30 percent higher than two years ago. By contrast, the population aged 55 and older has seen a decline inthe number participating in the workforce. Unfortunately,the Labour Force Survey does not provide data on immigrant participation in the workforce at the CMA level. However, the growth in population, workforce and employment among the young points to the increasing role of newcomers. In terms of workforce participation rates (the share of the adult population working), there has been a strong increase in recent years. In March 2024, 64.7percent of everyone aged 15 and older was active in the workforce, up 4.1 percentage points from March 2018. Table 1shows the change in workforce participation by age group between March 2018 and March 2024. SUCCEED AND STAY: IMMIGRATION 7 PATTERNS REPORT FOR GREATER SAINT JOHN Table 1: Workforce participation rate by year, Saint John CMA March March Percentage 2018 2024 point change 15 years and over 60.6% 64.7% +4.1 15 to 24 years 59.7% 53.1% -6.6 25 to 54 years 88.3% 88.5% +0.2 55 to 64 years 53.9% 66.7% +12.8 65 years and over 11.1% 13.6% +2.5 Source: Statistics Canada Table: 14-10-0378-01. Using the annual estimates of employment by industry, the sectors with the fastest growth over the past five years in absolute terms (number of workers) include construction (+1,500), health care (+1,000), education (+800), and professional services (+700). The only sectors to register a decline in employment were business, building and other support services (which includes the business services sector) and the forestry, fishing, mining, quarrying, oil and gas sector. Table 2: Employment by industry and year, Saint John CMA (000s) 2018 2023 % change # change Total employed, all industries 63.4 67.8 +7% +4.4 Wholesale and retail trade 11.9 12.1 +2% +0.2 Health care and social assistance 9.4 10.4 +11% +1.0 Construction 4.4 5.9 +34% +1.5 Educational services 4.4 5.2 +18% +0.8 Professional, scientific and technical services 4.2 4.9 +17% +0.7 Manufacturing 4.5 4.5 0% 0 Accommodation and food services 4.0 4.0 0% 0 Public administration 3.3 3.8 +15% +0.5 Finance, insurance, real estate, rental and leasing 3.4 3.6 +6% +0.2 Transportation and warehousing 3.3 3.5 +6% +0.2 Information, culture and recreation 2.1 2.7 +29% +0.6 Other services (except public administration) 2.0 2.6 +30% +0.6 Business, building and other support services 3.6 2.3 -36% -1.3 Utilities 1.6 1.6 0% 0 Forestry, fishing, mining, quarrying, oil and gas 1.0 0.7 -30% -0.3 Source: Statistics Canada Table: 14-10-0419-01. Again, the LFS does not break out immigrant workers at the CMA level, but it does provide insight at the provincial level. Between February 2023 and February 2024, there were 4,000 added to the immigrant workforce in New Brunswick, a 12 percent increase. Importantly, this only includes permanent residents. SUCCEED AND STAY: IMMIGRATION 8 PATTERNS REPORT FOR GREATER SAINT JOHN As shown in Figure 3, in February 2024, the number of people born in Canada and participating in the New Brunswick workforce was about the same as seven years ago in February 2017. Over the same period, the number of permanent residents in the workforce soared by 94 percent (+17,500). Figure3: The immigrant workforce in New Brunswick by 12-month timeframe 40,100 36,200 35,100 32,300 30,100 27,600 26,000 25,900 25,100 21,900 19,600 18,700 17,800 20,100 15,100 10,100 5,100 100 Feb.Feb.Feb.Feb.Feb.Feb.Feb.Feb.Feb. 201620172018201920202021202220232024 Does not include temporary workers. See Section 2.3for a discussion on the growth of temporary work permits in the region. Source: Statistics Canada Table: 14-10-0082-01. Figure4: Workforce growth, percentage change, Feb. 2017 to Feb. 2024, New Brunswick Immigrants +94% Non-immigrants 0% Does not include temporary workers. See Section 2.3for a discussion on the growth of temporary work permits in the region. Source: Statistics Canada Table: 14-10-0082-01. SUCCEED AND STAY: IMMIGRATION 9 PATTERNS REPORT FOR GREATER SAINT JOHN 2.3 Temporary residents in the workforce The IRCC data does not provide a full picture of how many temporary workers in the Greater Saint John region were participating in the workforce in 2023. As will be discussed below, there were 595 persons in the Saint John CMA in 2023 on post- graduate work permits and more working on other forms of temporary work permits. The 2021Census reported there were 1,120 non-permanent residents active in theCity of Saint John workforce in 2021. In the City of Saint John, non-permanent residents accounted for three percent of the total workforce that year. Since the Census, the number of persons with post-graduate work permits has more than doubled and the number of study permits issued has increased 81percent suggesting the number of temporary residents participating in the workforce in 2023 was likely considerably higher compared to 2021. SUCCEED AND STAY: IMMIGRATION 10 PATTERNS REPORT FOR GREATER SAINT JOHN 3. RECENT IMMIGRATION TRENDS 3.1 PR admissions by year The number of permanent residents admitted to the Saint JohnCMA in 2023 set a new all-time record. There were 1,780permanent residents admitted to Canada in 2023 with the Saint JohnCMA as their intended destination. This was up from 1,510in 2022 and 715in 2021. PR admissions increased 18percent in 2023 over 2022 and are up 70 percent since the pre-pandemic year 2019. Figure5: PR admission to the Saint JohnCMA by year 2,000 1,780 1,800 1,510 1,600 1,325 1,400 1,200 1,045 1,000 835 770 715 800 695 530 600 400 200 - 201520162017201820192020202120222023 Source: IRCC. To put the numbers in a provincial context, New Brunswick attracted 11,445 permanent residents in 2023, the Moncton CMA attracted 5,020 and Fredericton brought in 1,775. Sixteen percent of all permanent residents admitted to the province settled in the Saint John region. As shown in Table 3, adjusted for population size,the Saint JohnCMA attracted 131 permanent residents per 10,000 population which ranked the region fourth in the province behind Moncton, Fredericton and Edmundston. Adjusted for size, Edmundston ranked second behind Greater Moncton. SUCCEED AND STAY: IMMIGRATION 11 PATTERNS REPORT FOR GREATER SAINT JOHN Table 3: PR admission to New Brunswick by urban centre and year, per 10,000 population 201520162017201820192020202120222023** Saint John (CMA)541035964804054111131 Bathurst (CA)919272435142461102 Campbellton (CA)*7n/a48128475489 Edmundston (CA)19211525564450124182 Fredericton (CMA)631481321371435085172153 Miramichi (CA)41214225021448366 Moncton (CMA)5888649412372140267293 Other New Brunswick101412233715334662 New Brunswick34624860773767126141 *New Brunswick part only. **Based on2022 population figures. Source: IRCC. There are 148 small and larger urban centres across Canada for which IRCC publishes rd data on permanent resident admissions. In 2023, the Saint JohnCMA ranked 33for its immigration rate, well above average. However, compared to urban centres in the Maritime Provinces, the Saint John region was below average. Figure6: PR admission per 10,000 population,2023, selected urban centres Moncton 293 Summerside 280 Charlottetown 267 Halifax 186 Edmundston 182 Fredericton 153 Saint John 131 Campbellton (New Brunswick part) 89 Miramichi 66 CMA or CA areas. Source: IRCC. SUCCEED AND STAY: IMMIGRATION 12 PATTERNS REPORT FOR GREATER SAINT JOHN IRCC also publishes PR admission data based on municipality. Table 4 shows the number by year for the City of Saint John. It is important to point out these are the intended destinations. Immigrants eventually settle in the area based on many factors including housing availability, proximity to schools and employment, etc. Table 4: PR admission to the Saint John CMA by year and municipality* 2015 2016 2017 2018 2019 2020 2021 2022 2023 Saint John 640 1,245 730 780 955 470 665 1,395 1,670 Quispamsis 15 35 20 20 35 20 5 60 55 Rothesay 30 25 10 30 30 20 30 30 40 Hampton 10 15 10 5 20 15 10 5 10 Total PR admissions 695 1,325 770 835 1,045 530 715 1,510 1,780 *Municipality of intended destination. Immigrants eventually settle in the area based on many factors including housing availability, proximity to schools and employment, etc. Source: IRCC. 2024 year-to-date Between January and February 2024, 515 permanent residents were admitted to the Saint John CMA, more than Fredericton (475) but less than the Moncton region (1,310). This includes 490 PR admissions to the City of Saint John. If this pace continues throughout 2024, the city would end up attracting 3,000 permanent residents this year. 3.2 Immigration by pathway Table 5 shows the permanent resident admissions to the Saint John CMA by major pathway in 2023. The Atlantic Immigration Program continues to be an important pathway for newcomers. Admissions via Skilled Worker have risen from 25 in 2018 to 60 in 2023. The Provincial Nominee Program continues to dominate as the pathway for 940 PR admissions in 2023, up 49 percent over the previous year. The number of sponsored family immigrants has increased from 70 in 2018 to 95 in 2023, but as a share of the total, it has actually declined. The Saint John CMA admitted 355 refugees in 2023, just slightly less than 2022 and up from 125 back in 2018. SUCCEED AND STAY: IMMIGRATION 13 PATTERNS REPORT FOR GREATER SAINT JOHN Ta ble 5: PR admissions to the Saint John CMA by pathway 1-year 5-year 2018 2019 2020 2021 2022 2023 change change Worker programs Atlantic Immigration Program 125 340 140 165 185 185 0% 48% Canadian Experience 60 55 30 115 45 45 0% -25% Caregiver -- - - - -- - - - Skilled Trade - - - - - - - - Skilled Worker 25 25 5 -- 50 60 20% 140% Worker Program Total 210 420 175 280 280 290 4% 38% Provincial Nominee Program 430 375 210 205 630 940 49% 119% Temp. Resident to Permanent - - - 65 120 90 -25% - Pathway Economic Total 640 795 390 555 1,030 1,325 29% 107% Sponsored Family - Sponsored Children - -- -- -- 5 - - - Sponsored Extended Family Member - - - - - - - - Sponsored Parent or Grandparent 5 15 5 - 15 20 33% 300% Sponsored Spouse or Partner 65 65 40 50 85 75 -12% 15% Sponsored Family Total 70 80 45 55 105 95 -10% 36% Refugees Blended Sponsorship Refugee - - - - - - - - Government-Assisted Refugee 95 135 60 70 325 260 -20% 174% Privately Sponsored Refugee 20 30 35 30 30 85 183% 325% Resettled Refugee Total 115 165 90 100 355 345 -3% 200% Protected Person 5 -- - 10 - 5 - 0% Resettled Refugee & Protected Persons 125 165 90 110 360 355 -1% 184% All Other Immigration -- -- - -- 20 -- - - Saint John Total 835 1,045 530 715 1,510 1,780 18% 113% Source: IRCC. Table 6 compares the shares of new immigrants to New Brunswick overall and Ontario. The Saint John region and New Brunswick relies more heavily on the Provincial Nominee Program than Ontario by a wide margin. Over five times as many PR admissions to the Saint John CMA came via the PNP compared to Ontario. By contrast, Ontario relies much more on sponsored family pathways (27% of the total compared to only five percent in the Saint John CMA. Saint John brings in a larger share of refugees. In 2023, there were 345 admitted to the Saint John CMA via this pathway or 19 percent of total immigrants compared to 11 percent of the total in both New Brunswick and Saint John. The Saint John region saw many more privately sponsored refugees (85) compared to either Moncton (20) and Fredericton (20). SUCCEED AND STAY: IMMIGRATION 14 PATTERNS REPORT FOR GREATER SAINT JOHN Table 6: Immigration into Greater Saint John by major pathway, 2023 Saint John CMA # % of total NBONT Atlantic Immigration Program or Rural and Northern Program 185 10% 10% 1% Canadian Experience 45 3% 2%14% Skilled Worker 60 3% 5%12% Worker Program Total 290 16% 18% 29% Provincial Nominee Program 940 53% 58% 10% Temporary Resident to Permanent Resident Pathway 90 5% 7%10% Economic Total 1,325 74% 83% 50% Sponsored Family Total 95 5% 5%27% Government-Assisted Refugee 260 15% 10% 5% Privately Sponsored Refugee 85 5% 1%6% Resettled Refugee Total 345 19% 11% 11% Source: IRCC. 3.3 New immigrants by age group Table 7 shows PR admissions to the Saint John CMA by age group and year. The 2 number aged 15-29 increased the fastest between 2018 and 2023, up 148 percent. The largest share continues to be the 30-44 age group and, given the parallel rise in 0-14 year old admissions, a large share of newcomers are arriving here as families. Compared to the rest of the province, the shares by age group are similar. Table 7: Immigration into Greater Saint John by age group and year 5-year 2018 2019 2020 2021 2022 2023 increase 0 to 14 years old 235 305 150 135 440 465 +98% 15 to 29 years old 200 240 135 305 405 495 +148% 30 to 44 years old 315 375 175 225 500 635 +102% 45 to 59 years old 75 100 60 45 140 150 +100% 60+ 10 20 10 0 30 35 +250% 835 1,045 530 715 1,510 1,780 Total +113% % of total 0 to 14 years old 28% 29% 28% 19% 29% 26% 15 to 29 years old 24% 23% 25% 43% 27% 28% 30 to 44 years old 38% 36% 33% 32% 33% 36% 45 to 59 years old 9% 10% 11% 6% 9% 8% 60+ 1% 2% 2% 0% 2% 2% Source: IRCC. 2 Excluding the 60+ age group which increased by 250% from a tiny base. SUCCEED AND STAY: IMMIGRATION 15 PATTERNS REPORT FOR GREATER SAINT JOHN 3.4 New immigrants by education level The educational attainment level of new immigrations is still considerably above the non-immigrant population. In 2023, 39 percent of all PR admissions had at least a university degree. However, there were also 695 admissions with only high school completion or less. The number with a mdoctorate has increased from 75 in 2018 to 145 in 2023. Table 8: Immigration into the Saint John CMA by education level and year 5-year 2018 2019 2020 2021 2022 2023 increase None 65 145 65 55 185 180 177% Secondary or Less 155 265 155 125 355 415 168% Diploma/Certificate (Trade) 15 25 10 30 35 55 267% Diploma/Certificate (Non-Uni) 25 30 20 50 60 85 240% Post-Secondary - No Degree 20 45 20 45 65 80 300% Bachelor's Degree 120 220 115 110 200 270 125% Post Graduate - No Degree 0 10 5 25 15 25 - Master's Degree 65 100 45 35 75 135 108% Doctorate - Ph D 10 10 5 0 5 10 0% With stated education level 475 850 440 475 995 1,255 164% Education level not stated* 355 200 95 245 510 525 48% Total PR admissions 835 1,045 530 715 1,510 1,780 113% % of total (stated education level) None 14% 13% 14% 8% 15% 13% Secondary or Less 27% 26% 27% 21% 25% 26% Diploma/Certificate (Trade) 5% 5% 4% 7% 5% 5% Diploma/Certificate (Non-Uni) 8% 9% 7% 15% 12% 11% Post-Secondary - No Degree 5% 5% 4% 9% 5% 6% Bachelor's Degree 26% 28% 24% 25% 21% 22% Post Graduate - No Degree 2% 2% 3% 3% 4% 4% Master's Degree 12% 12% 14% 11% 11% 12% Doctorate - Ph D -- 0% 2% 0% 1% 1% *Mostly related to the under 18 population. Source: IRCC. SUCCEED AND STAY: IMMIGRATION 16 PATTERNS REPORT FOR GREATER SAINT JOHN 3.5 Immigration: Spouses/dependents The share of total PR admissions that came as spouses or dependants decreased as a share of the total in 2023. In 2022, 56 percent of all PR admissions were either spouses or dependents, and in 2023, the share was slightly lower at 54 percent. Other than the pandemic influenced 2021, spouses/dependants have tended to be around 56 percent of the total inflow to the Saint John CMA. Table 9: Immigration into the Saint John CMA by family status and year 1-year 5-year 2018 2019 2020 2021 2022 2023 change change Principal Applicant 375 455 225 435 665 825 +24% +120% Spouse or Dependants 460 590 305 280 845 955 +13% +108% Total PR admissions 835 1,045 530 715 1,510 1,780 +18% +113% Spouse or Dependants (% of total) 55% 56% 58% 39% 56% 54% Source: IRCC. 3.6 New immigrants by country of origin The PR admissions to the Saint John CMA in 2023 came from 41 different countries ranging from a low of five newcomers from countries such as Finland and Tunisiato 405 originating from India. As shown in Table 10, India is now the top country by origin by a wide margin with Nigeria, the Philippines and Syria coming in second to fourth. China continues to be an important source of newcomers. Table 10: PR admission to the Saint John CMA, top 10 countries of origin in 2023 Source country: 2018 2023 % change India 100 405 +305% Nigeria 95 200 +111% Philippines 60 135 +125% Syria 85 120 +41% China, People's Republic of 120 110 -8% Afghanistan -- 65 - Morocco -- 60 - Brazil 10 50 +400% Ukraine 50 50 0% Congo, Democratic Republic of -- 45 the - Source: IRCC. SUCCEED AND STAY: IMMIGRATION 17 PATTERNS REPORT FOR GREATER SAINT JOHN Table 11 shows the change over time in the top 10 countries of origin. In 2015, China, Israel and Iran were the top three countries and there were only 15 PR admissions from India. By 2019, India had increased to the second highest country of origin, but China remained on top. Table 11: PR admission to the Saint John CMA, top 10 countries of origin, 2015/2019/2023 2023 2019 2015 India 405 China 170 China 195 Nigeria 200 India 125 Israel 90 Philippines 135 Nigeria 95 Iran 65 Syria 120 Philippines 90 Syria 65 China 110 Somalia 75 Vietnam 50 Afghanistan 65 Syria 65 Philippines 35 Morocco 60 Egypt 55 Congo 20 Brazil 50 Vietnam 45 United States 20 Ukraine 50 United States 40 India 15 Congo 45 Ukraine 20 Korea, Republic of 15 Source: IRCC. Table 12 shows PR admissions for the top 10 countries of origin in each of the three CMAs in New Brunswick. India is the top source country for all three urban centres. Nigeria, Brazil, the Philippines and Afghanistan are in the top 10 in all three as well. China continues to be a top source country in Saint John and Fredericton. Table 12: PR admission, top 10 countries of origin, 2023 Saint John CMA Moncton CMA Fredericton CMA India 405 India 1,045 India 335 Nigeria 200 Morocco 460 Afghanistan 165 Philippines 135 Cameroon 445 Nigeria 130 Syria 120 Algeria 380 Syria 120 China 110 Philippines 280 China 115 Afghanistan 65 Nigeria 205 Congo 90 Morocco 60 Brazil 195 Philippines 90 Brazil 50 Ivory Coast 195 Somalia 60 Ukraine 50 Afghanistan 135 Iran 55 Congo 45 Tunisia 125 Brazil 50 Total 1,780 Total 5,020 1,775 Source: IRCC. SUCCEED AND STAY: IMMIGRATION 18 PATTERNS REPORT FOR GREATER SAINT JOHN 3.7 New immigrants by official language French-speaking PR admissions to the Saint John CMA accounted for 11 percent of the total in 2023 (200 admissions). French speaking immigrants have been increasing year- over-year. In 2018, only 40 spoke French. The percentage of newcomers who do not speak either English or French dropped to 21 percent in 2023 compared to 25 percent in 2022. Table 13: PR admission to the Saint John CMA by knowledge of official language, 2023 2018 2019 2020 2021 2022 2023 1-year 5-year English 615 765 355 550 960 1,195 +24% +94% French 10 15 15 15 45 70 +56% +600% Both French and English 30 40 30 35 85 130 +53% +333% Neither 140 220 130 100 380 375 -1% +168% Official Language not stated 35 5 5 20 35 5 -86% -86% Total PR admissions 835 1,045 530 715 1,510 1,780 +18% +113% % French-speaking 5% 5% 8% 7% 9% 11% Source: IRCC. 3.8 New immigrants by occupation As is the case every year, the IRCC data on PR admission by occupation seems to be limited to primary applicants. In 2023, 1,185 . This includes spouses and children. Of the 435 PR admissions with an intended occupation, the top 20 by National Occupational Code (NOC) are shown in Table 14. Seventy-five PR admissions came with an IT occupation including: user support technicians, information systems analysts and consultants, database analysts and data administrators, software engineers and designers and computer network technicians. Health care, food services and administrative/financial occupations were also in the top 20. SUCCEED AND STAY: IMMIGRATION 19 PATTERNS REPORT FOR GREATER SAINT JOHN Table 14: PR admissions to the Saint John CMA, by top 20 intended occupations, 2023 NOC: 2023 6311 - Food service supervisors 35 6552 - Other customer and information services representatives 35 6322 - Cooks 30 2282 - User support technicians 25 3413 - Nurse aides, orderlies and patient service associates 25 2171 - Information systems analysts and consultants 20 3012 - Registered nurses and registered psychiatric nurses 20 4412 - Home support workers, housekeepers and related occupations 20 7511 - Transport truck drivers 20 1241 - Administrative assistants 15 1311 - Accounting technicians and bookkeepers 15 0122 - Banking, credit and other investment managers 10 0621 - Retail and wholesale trade managers 10 1111 - Financial auditors and accountants 10 1221 - Administrative officers 10 2172 - Database analysts and data administrators 10 2173 - Software engineers and designers 10 2281 - Computer network technicians 10 4214 - Early childhood educators and assistants 10 6211 - Retail sales supervisors 10 Source: IRCC. SUCCEED AND STAY: IMMIGRATION 20 PATTERNS REPORT FOR GREATER SAINT JOHN 3.9 Temporary workersin the Saint Johnregion The number of people coming to the Saint JohnCMA to work on a temporary basis has been growing in recent years, particularly those with post-graduate work permits. Post-graduate work permit holders Figure 7shows the number of work permit holders in the Saint JohnCMA under post- graduate employment on December 31st each year between 2018 and 2023. In 2023, there was a substantial increase as the number rose by 116percent. There were 530 in Fredericton and 1,705 in the Moncton region under post-graduate employmentpermits. Figure 7: Number of work permit holders under post-graduate employment on st December 31each year, Saint JohnCMA 700 595 600 500 400 275 300 235 205 200 155 110 100 0 201820192020202120222023 Source: IRCC. Figure 8shows the breakdown of all work permit holders under post-graduate 3 employment across New Brunswick in 2023. 3 Region for which the work permit was issued. SUCCEED AND STAY: IMMIGRATION 21 PATTERNS REPORT FOR GREATER SAINT JOHN Figure 8: Share of work permit holders under post-graduate employment in New Brunswick, as of December 2023 Bathurst CA Campbellton CA 3% 1% Other 9% Saint John CMA 17% Edmundston CA Moncton CMA 3% 49% Miramichi CA Fredericton 2% CMA 16% Source: IRCC. Working while studying The data on the number of students (and spouses) who worked while in school during 2013 is not included in this report. Of the 1,595post-secondary international students, it is likely a fairly large share participated in the workforce (and/or their spouses). Temporary foreign workers(TFWs) Employers in Saint Johndo not bring in a large number of workers using the Temporary Foreign Worker (TFW) program. In 2023, there were 120 Temporary Foreign Worker (TFW) Positions on Positive Labour Market Impact Assessments (LMIAs) in the City of Saint John. That was down slightly from 137 in 2022 and up from 104 in 2021. SUCCEED AND STAY: IMMIGRATION 22 PATTERNS REPORT FOR GREATER SAINT JOHN 4. INTERNATIONAL STUDENTS:PROFILE AND TRENDS International students are playing a larger role in the economy and society in the Saint John region. . They, and in many cases their spouses, are playing an important role in the workforce while in school and many, after graduation,are using a post-graduate work permit.This section considersthe major trends associated with international students. 4.1 Study permits issued Primary, secondary and post-secondary education institutions in the Saint JohnCMA have seen a rapid increase in the number of study permits issued. As shown in Figure 9, the number issued in 2023 was 1,595,up 47percent over the previous year and 2.5 times since 2018. Figure 9: Number of study permits issued for the Saint JohnCMA by year 1,800 1,595 1,600 1,400 1,200 1,085 1,000 880 730 800 640 600 390 400 200 0 201820192020202120222023 Source: IRCC. Greater Saint Johnhas seen a slight decreasein its share of study permits issued for the entire province from 17percent in 2018 to 15percent in 2023. As shown in Figure 10, there were more international study permits issued for the Moncton and Fredericton regions. SUCCEED AND STAY: IMMIGRATION 23 PATTERNS REPORT FOR GREATER SAINT JOHN Figure 10: Study permits distribution by urban centre in New Brunswick, 2023 Campbellton CAMiramichi CA 1%3% Bathurst CA 3% Edmundston CA 4% Other 13% Moncton CMA 39% Saint John CMA 15% Fredericton CMA 22% Source: IRCC. Figure 11: year 20% 17% 17% 18% 17% 15% 16% 15% 14% 14% 12% 10% 8% 6% 4% 2% 0% 201820192020202120222023 Source: IRCC. 4.2Study permit holders by educationallevel It is important to point out the significant increase in international study permits issued for primary and secondary education in Greater Saint John. The number increased 78 percent between 2022 and 2023 and 2.5timesbetween 2018 and 2023. In the post- secondary education sector, the number of international study permits issued increased by 174percent over five years. SUCCEED AND STAY: IMMIGRATION 24 PATTERNS REPORT FOR GREATER SAINT JOHN In the college sector, there has been a sharp increase up 462 percent between 2018 and 2023. As of 2023, there were more study permits issued for college education in the Saint John region than university. Table 15: Number of study permits issued by education level, Saint John CMA 1-Year 5-Year 2018 2019 2020 2021 2022 2023 ChangeChange Secondary or less 160 180 105 240 315 560 +78% +250% College (Total) 105 195 120 250 335 590 +76% +462% University - Other studies 5 -- -- 5 10 15 +50% +200% University for Doctorate -- 5 -- -- 10 5 -50%0% 160 150 95 140 180 235 +31% +47% 95 125 55 210 210 170 -19%+79% University Education (total) 265 285 150 355 410 425 +4%+60% Post Secondary (total) 370 480 270 610 750 1,015 +35% +174% Other studies 115 65 20 30 25 25 0% -78% Total study permits issued 640 730 390 880 1,085 1,595 +47% +149% Source: IRCC. 4.3 Study permit holders by country of origin Along with the rapid rise in study permits issued, there has been a shift in the source countries. In 2018, the top country of origin was China. By 2023, the top source was Nigeria followed by India and the Philippines. Table 16: International student admission to the Saint John CMA, by top countries of origin, 2023 1-Year 5-Year 2018 2019 2020 2021 2022 2023 Change Change Nigeria 15 30 35 115 200 535 168% 3467% India 100 165 80 185 180 200 11% 100% Philippines 10 20 10 85 125 200 60% 1900% China 285 245 125 135 120 125 4% -56% Brazil 15 25 15 30 55 60 9% 300% Ghana 5 -- 5 10 15 60 300% 1100% Mexico 20 20 5 50 35 45 29% 125% Bangladesh 5 10 5 15 30 35 17% 600% Cameroon -- -- -- -- 15 35 133% -- Colombia -- -- -- 15 45 30 -33% -- Pakistan 5 5 5 20 10 30 200% 500% Source: IRCC. SUCCEED AND STAY: IMMIGRATION 25 PATTERNS REPORT FOR GREATER SAINT JOHN 4.4 University of New Brunswick: Saint John Campus The study permits issued data above is from IRCC and allows for comparison to other jurisdictions. UNB Saint John publishes data on international student enrolment on an annual basis. These numbers can be different than the study permits issued data above because they reflect the actual number arriving in the community for study. In Fall 2023, 23 percent of total enrollment at UNB Saint John was from outside the country. The top source countries for international students were Nigeria, India and China. Table 17: UNB SJ enrolment by geography and level of study, Fall 2023 Intl. % of Domestic International Total total Graduate 86 145 231 63% Undergraduate 1,466 310 1,776 17% Total 1,552 455 2,007 23% Source: UNB. SUCCEED AND STAY: IMMIGRATION 26 PATTERNS REPORT FOR GREATER SAINT JOHN 5. IMMIGRANT RETENTION 5.1 Retention compared to regional CMAs Tracking recent immigrant retention is challenging because of how newcomers are tracked when they move within the country or leave the country. The five-year Census provides the best measure of absolute retention and other immigrant characteristics. Statistics Canada publishes data on immigrant mobility to/from provinces and CMAs using tax filer data, but the data is lagged. The most recent year for which there is immigrant mobility data using this method is 2021. This section looks at immigrant retention for the 2019, 2020 and 2021 years. The one-year retention rates among those arriving in 2019, 2020 and 2021 are shown in Table 18. Among those arriving in 2019, Saint John had a slightly higher one-year retention rate compared to the Moncton CMA. Among those arriving in 2020, 75 percent were still in the community and filed a tax return a year later. This was a higher retention rate compared to Moncton but lower than Halifax. Among those who arrived in 2021, only 66 percent were still in the community a year later, considerably lower than the retention rate in the three other Atlantic CMAs. Table 18: One-year immigrant retention rates, Saint John CMA and benchmarks Arrived Arrived Arrived in 2019 in 2020 in 2021 Saint John, New Brunswick 71.7% 75.0% 66.0% Moncton, New Brunswick 70.7% 64.3% 77.0% Halifax, Nova Scotia 82.9% 81.9% 79.4% St. John's, Newfoundland and Labrador 74.6% 82.0% 72.0% Source: Statistics Canada Table: 43-10-0022-01. The two-year retention rates for those arriving in 2019 and 2020 are shown in Table 19. Among those who arrived in the Saint John CMA in 2019, 63.5 percent were still living in the community two years later, and among those who arrived in 2020, two-year retention number increased to 66.2 percent. Saint John newcomers had higher two-year retention rates compared to the Moncton CMA . SUCCEED AND STAY: IMMIGRATION 27 PATTERNS REPORT FOR GREATER SAINT JOHN Table 19: Two-year immigrant retention rates, Saint John CMA and benchmarks Arrived Arrived in 2019 in 2020 Saint John, New Brunswick 63.5% 66.2% Moncton, New Brunswick 60.6% 53.9% Halifax, Nova Scotia 76.1% 73.0% St. John's, Newfoundland and Labrador 63.8% 67.0% Source: Statistics Canada Table: 43-10-0022-01. Finally, the three-year immigrant retention rate for those who arrived in 2019 is shown in Table 20. Just under 55 percent of all newcomers who settled in the Saint John CMA in 2019 were still in the community three years later (e.g. filed a tax return in 2022 using a Saint John CMA address). This was a considerably lower immigrant retention rate compared to Halifax where 69 percent of newcomers were still residing in the community after three years. It represented a higher retention rate compared to Moncton. Table 20: Three-year immigrant retention rates, Saint John CMA and benchmarks Arrived in 2019 Saint John, New Brunswick 54.8% Moncton, New Brunswick 52.5% Halifax, Nova Scotia 68.9% St. John's, Newfoundland and Labrador 54.8% Source: Statistics Canada Table: 43-10-0022-01. Economic migrants and provincial nominees continue to have the lowest three-year retention rates. Immigrants sponsored by family have the highest retention. Refugee retention is slipping. Among those arriving in 2019, only 55.6 percent were still in the community three years later and among government-assisted refugees, the retention rate was only 46.2 percent. SUCCEED AND STAY: IMMIGRATION 28 PATTERNS REPORT FOR GREATER SAINT JOHN Table 21: Retention by immigrant admission category, Saint John CMA Arrived in 2019 Arrived in 2020 Arrived in 2021 1-Year 2-Year 3-Year 1-Year 2-Year 1-Year Immigrant sponsored by family 84.6% 91.7% 76.9% 83.3% 85.7% 85.7% Economic immigrant 69.2% 60.8% 51.9% 71.4% 62.0% 64.3% Skilled worker and skilled trades 80.0% 68.8% 59.2% 81.0% 66.7% 76.9% Canadian experience class 77.8% 66.7% 55.6% - - 57.9% Provincial nominee 56.8% 50% 43.5% 68.2% 58.3% 65.4% Refugee 70.6% 58.8% 55.6% - - 75% Government-assisted refugee 66.7% 50.0% 46.2% - - - Source: Statistics Canada Table: 43-10-0022-01. The data clearly shows that immigrants who become permanent residents after spending time in the Saint John region as students or temporary workers have a much higher retention rate. Pre-admission experience indicates whether the immigrant held a work and/or study permit or claimed refugee status (asylum claimant) prior to admission as a permanent resident. As shown in Table 22, those with pre-admission experience consistently have a much higher retention rate. Among those arriving in 2019, the three-year retention rate among those with pre-admission experience is 10.5 percentage points higher than those without, and among those arriving in 2020, the two-year retention rate among those with pre-admission experience is nearly five percentage points higher. Table 22: Retention by pre-admission experience, Saint John CMA Arrived in 2019 Arrived in 2020 Arrived in 2021 1-Year 2-Year 3-Year 1-Year 2-Year 1-Year With pre-admission experience 79.2% 71.7% 61.1% 78.3% 69.6% 66.2% Without pre-admission experience 67.2% 56.2% 50.6% 71.4% 64.4% 65.4% Source: Statistics Canada Table: 43-10-0022-01. Table 23 shows the retention rates by age group and gender. Among those arriving in 2019, young people aged 15-24 had a higher three-year retention rate compared to those aged 25-54. Among those arriving in 2020, young people had a considerably higher two-year retention rate of 75 percent, but among those arriving in 2021, the one- year retention rate among young people was only 55 percent, well below the 70.5 percent among those aged 25-54. SUCCEED AND STAY: IMMIGRATION 29 PATTERNS REPORT FOR GREATER SAINT JOHN Table 23: Retention age and gender, Saint John CMA Arrived in 2019 Arrived in 2020 Arrived in 2021 1-Year 2-Year 3-Year 1-Year 2-Year 1-Year Total, 15 to 24 years 63.6% 54.5% 57.1% 75.0% 75.0% 55.0% Total, 25 to 54 years 71.2% 62.7% 53.9% 72.2% 64.3% 70.5% Total, male 71.0% 63.6% 56.3% 75.8% 66.7% 64.2% Total, female 74.1% 63.3% 54.7% 74.2% 65.6% 69.6% Source: Statistics Canada Table: 43-10-0022-01. 5.2 Retention compared to the rest of the country -year retention rate for those arriving in 2021 was an outlier compared to 2020 and 2019 where the one-year retention rate was 75 percent and 71.7 percent respectively. Table 24 shows that one-year retention rate among those arriving in 2021was among the lowest compared to other CMAs across the country. Table 24: One-year retention rate for those admitted in 2021, all CMAs ranked CMA Rate: CMA Rate: Vancouver, British Columbia 93.0 Kingston, Ontario 77.7 Montreal, Quebec 91.5 Moncton, New Brunswick 77.0 Toronto, Ontario 89.9 Ottawa - Gatineau, Quebec part 76.0 Calgary, Alberta 89.2 Thunder Bay, Ontario 75.9 Edmonton, Alberta 86.7 Saguenay, Quebec 75.6 London, Ontario 85.3 Guelph, Ontario 73.7 St. Catharines - Niagara, Ontario 84.5 Belleville, Ontario 72.7 Québec, Quebec 84.1 Sherbrooke, Quebec 72.3 Greater Sudbury, Ontario 83.0 St. John's, Newfoundland and Labrador 72.0 Victoria, British Columbia 82.5 Barrie, Ontario 71.3 Winnipeg, Manitoba 82.3 Saskatoon, Saskatchewan 71.0 Lethbridge, Alberta 82.2 Oshawa, Ontario 70.5 Windsor, Ontario 81.6 Regina, Saskatchewan 69.4 Abbotsford - Mission, British Columbia 81.3 Brantford, Ontario 67.0 Kitchener - Cambridge - Waterloo 81.2 Saint John, New Brunswick 66.0 Kelowna, British Columbia 80.5 Peterborough, Ontario 65.7 Halifax, Nova Scotia 79.4 Trois-Rivières, Quebec 64.9 Hamilton, Ontario 78.8 Source: Statistics Canada Table: 43-10-0022-01. -year retention rate of 54.8 percent ranks the CMA higher than the one-year retention rate but is still in the bottom quartile of urban centres. SUCCEED AND STAY: IMMIGRATION 30 PATTERNS REPORT FOR GREATER SAINT JOHN Table 25: Three-year retention rate for those admitted in 2019, all CMAs ranked CMA Rate: CMA Rate: Vancouver, British Columbia 84.4 Brantford, Ontario 64.4 Calgary, Alberta 80.0 Peterborough, Ontario 63.6 Toronto, Ontario 78.7 Québec, Quebec 61.3 Edmonton, Alberta 78.5 Oshawa, Ontario 60.9 Montreal, Quebec 75.8 Guelph, Ontario 60.7 Lethbridge, Alberta 73.1 Belleville, Ontario 58.3 London, Ontario 73.0 Barrie, Ontario 56.4 Windsor, Ontario 72.6 St. John's, Newfoundland and Labrador 54.8 Victoria, British Columbia 72.3 Saint John, New Brunswick 54.8 Kitchener - Cambridge - Waterloo 71.7 Greater Sudbury, Ontario 54.8 Ottawa - Gatineau, Ontario part 71.5 Thunder Bay, Ontario 53.7 St. Catharines - Niagara, Ontario 69.8 Saskatoon, Saskatchewan 52.6 Halifax, Nova Scotia 68.9 Moncton, New Brunswick 52.5 Hamilton, Ontario 68.3 Sherbrooke, Quebec 52.3 Winnipeg, Manitoba 67.4 Trois-Rivières, Quebec 48.6 Kelowna, British Columbia 66.7 Regina, Saskatchewan 46.4 Abbotsford - Mission, British Columbia 65.9 Saguenay, Quebec 35.3 Kingston, Ontario 64.4 Source: Statistics Canada Table: 43-10-0022-01. SUCCEED AND STAY: IMMIGRATION 31 PATTERNS REPORT FOR GREATER SAINT JOHN 6. OUTLOOK FOR 2024 AND BEYOND Newcomers, including permanent residents, international students/spouses and other temporary workers, have been the main reason why the Saint John region has seen significant population growth in the past few years. Projections through 2024 and beyond As discussed in Section 3.1, the PR admission figures for the first two months of 2024 are showing robust growth again this year. If this pace is maintained, the region would see 3,000 PR admissions during the year. The changes to international student admissions, post-graduate work permits and other temporary foreign worker programs could have a serious negative impact in this community. The Saint John CMA relies on these workers and the longer-term retention rate among permanent residents with pre-admission experience is much higher. The two targets that pose the most challenge for the region are a) the share of New Brunswick international students and b) the 90 percent retention rate: Recommendations for the Annual Report Card Similar to this report, it is recommended the City and its partners publish an annual report that includes the following data: Population trends including components of growth from Statistics Canada Workforce trends Temporary residents in the workforce Permanent resident admissions by year Immigration by pathway New immigrants by age group New immigrants by education level Immigration: Spouses/dependents New immigrants by country of origin New immigrants by official language New immigrants by occupation International study permits issued International students by official language Study permit holders by education level Study permit holders by country of origin Immigrant retention SUCCEED AND STAY: IMMIGRATION 32 PATTERNS REPORT FOR GREATER SAINT JOHN Agencies, Boards, and Commissions Policy – Standard Reporting Template Name Saint John Trade and Convention Center Reporting PeriodJuly1-December 31, 2023 Mission/ Mandate To operate a first class convention centre in North American and foster the development of the tourism industry within the region and the province. Growth KPI Target KPI Actual 1. focusing on meeting 1. Variety of offerings increased capture and room rentals for 2023. drive additional Audio Visual spend. Audio Target – Increase Visual is up 47.7% or $60,283to Meeting Room rental budget by 10% over budget 2. Increase AV revenues by 10% #8.5# 20 # Employees # Employees Current Year Employees to be Prior Year Prior to COVID recruited as volumes increase # Customers or Slower than # Customers or Events Current Year anticipated Q1 & Q2 Events Prior with 0 city wide Year events. 4 large conventions rebooked from 2022 Growth Objectives Increase revenue from highest flowing revenue streams –Room rental and AV rental by 10% over 2022 New strategy for business evaluation to ensure highest use of space and least labour to generate maximum revenue. Reduce required contribution by 10% Activities Re-evaluate pricing strategy and structure to ensure methodology fully addresses Undertaken to demand conditions and perishable nature of our inventory (renews everyday) Achieve Growth Improve room rental capture for large events through packaging, and improving marketing of space capabilities Objectives Financial KPI Target 1. reduce payroll as a KPI Actual 1. Total payroll down $135,513 percentage of total to budget 2023. subsidy. 10% Goal 2. Meeting Room rental and AV 2. Increase Meeting comprise 82% of revenue stream Room Rental and AV 2023. Total revenue up on strength comprise larger portion of Audio-Visual rental revenue. of sales mix. Target 50% of total revenue $ 199,862 Budget 2022 City of Saint John $34,578YTD City of Saint John $576 Actual 2022 Annual Subsidy Annual Subsidy Current Year $111,855 Budget Prior Year Agencies, Boards, and Commissions Policy – Standard Reporting Template Prior Year-to-Date Results Actual Year-to-Date Budget Year-to- Results Date Results Wages & Benefits $359,199 $490,937.50 $313,632 Goods & Services$156,139 $240,244 $93,592 # employees#8 # 8.5#20 pre COVID Total Revenues $480,759 $619,326 $406,649 Total Expenses$ 515,337 $731,181 $407,224 Surplus/Deficit $-34,578 $-111,855 $-575 Variance Reduction in Operating Costs with Slow Q1,Q2 for conventions Scaled staffing model to reduce operating costs. Explanations Strong contribution from meeting room rental and AV improvingflow Operations KPI Target 1. Reduce operating KPI Actual 1. YTD other expenses down by expenses – Target- 35.0% to budget - $84,105 decrease other positive impact on subsidy expenses by 15% 2. Meeting packages for small events 2. Implement have been instrumental in growing meeting packages to AV revenue 47.7% tobudget secure additional revenue streams – Target - increase AV revenue by 10% to budget Annual Performance 1. Continue to focus on meeting room rental and AV revenue to ensure financial success while meeting and convention business rebounds 2.Focus on Booking for Balance of Year and Future Years 3. Minimal spinoff to local economy due to absence of national and international events in 2023. Year to Date 1.AV rental up 47.7% to budget Performance 2.Subsidy expenditure to budget improved by 69% YTD 1.Air Lift into SaintJohn Top Risks Facing the 2.Limited Tourist Destinations in the City (Market Square/Brunswick Square) Organization 3.Competition with Convention Centres in Fredericton/Moncton Statement of revenue and Statement of revenue and Statement of revenue and expenses of ttt The City of Saint John The City of Saint John The City of Saint John Trade and Convention CentreTrade and Convention CentreTrade and Convention Centre fff December 31, 2023 December 31, 2023 December 31, 2023 aaa rrr DDD Independent AuditorÓs Report 1Î2 Statement of revenue and expenses Statement of revenue and expenses Statement of revenue and expenses 3 Notes to the financial statement Notes to the financial statement Notes to the financial statement 4Î5 ttt fff aaa rrr DDD DeloitteLLP BrunswickHouse 44ChipmanHill,7thFloor SaintJohnNBE2L2A9 Tel:5066321080 Fax:5066321210 www.deloitte.ca IndependentAuditor͸sReport TotheMayorandCommonCounselof TheCityofSaintJohn Opinion WehaveauditedtheaccompanyingstatementofrevenueandexpensesofTheCityofSaintJohnTrade andConventionCentre(theͻ/ĻƓƷƩĻͼΜͲfortheyearendedDecember31,2023,andotherexplanatory information(theͻŅźƓğƓĭźğƌƭƷğƷĻƒĻƓƷͼΜ͵Thisfinancialstatementwaswaswaspreparedpreparedpreparedbymanagementin accordancewiththeprovisionsofthemanagementagreementreementreementbebebetweentweentweenTheTheTheCityofSaintJohn (theͻ/źƷǤͼΜandHiltonCanadaCo.datedJune1,1984withanananamendmentamendmentamendmentdateddateddatedSeptember4,2014. Inouropinion,theaccompanyingfinancialstatementofofofthethetheCentreCentreCentreforforforthethetheyearyearyearendedendedended December31,2023areprepared,inallmaterialrespects,respects,respects,inininaccordanceaccordanceaccordancewithwithwiththethetheprovisionsprovisionsprovisionsofthe managementagreementbetweentheCityandHiltonHiltonHiltonCanadaCanadaCanadaCo.Co.Co.dateddateddatedJuneJuneJune1,1,1,1984withanamendment t datedSeptember4,2014. f BasisforOpinion WeconductedourauditinaccordanceaccordanceaccordancewithwithwithCanadianCanadianCanadiangenerallygenerallygenerallyacceptedacceptedacceptedauditingstandards Λͻ/ğƓğķźğƓD!!{ͼΜ͵Ourresponsibilitiesresponsibilitiesresponsibilitiesunderunderunderthosethosethosestandardsstandardsstandardsarefurtherdescribedinthe a !ǒķźƷƚƩ͸ƭResponsibilitiesforforforthethetheAuditAuditAuditofofofthethetheFinancialFinancialFinancialStatementsStatementsStatements sectionofourreport.Weare independentoftheCentreCentreCentreinininaccordanceaccordanceaccordancewithwithwiththethetheethicalethicalethicalrequirementsthatarerelevanttoourauditof thefinancialstatementsstatementsstatementsinininCanada,Canada,Canada,andandandwewewehavehavehavefulfilledfulfilledfulfilledourotherethicalresponsibilitiesinaccordance r withtheserequirements.requirements.requirements.WeWeWebelievebelievebelievethatthatthatthethetheauditauditauditevidencewehaveobtainedissufficientand appropriatetoprovideabasisbasisbasisforforforourourouropinion.opinion.opinion. EmphasisofMatterΑBasisBasisBasisofofofAccountingAccountingAccounting D WedrawattentiontoNote1tothefinancialstatements,whichdescribesthebasisofaccounting. ThefinancialstatementsarepreparedtoassisttheCentreincomplyingwiththeprovisionsofthe managementagreementbetweenTheCityofSaintJohn(theͻ/źƷǤͼΜandHiltonCanadaCo.dated June1,1984withanamendmentdatedSeptember4,2014. Asaresult,thefinancialstatementsmaynotbesuitableforanotherpurpose.Ouropinionisnotmodified inrespectofthismatter. ResponsibilitiesofManagementandThoseChargedwithGovernanceforthe FinancialStatements Managementisresponsibleforthepreparationofthefinancialstatementinaccordancewiththe provisionsofthemanagementagreementbetweentheCityandHiltonCanadaCo.datedJune1,1984 withanamendmentdatedSeptember4,2014,andforsuchinternalcontrolasmanagementdetermines isnecessarytoenablethepreparationoffinancialstatementsthatarefreefrommaterialmisstatement, whetherduetofraudorerror. Inpreparingthefinancialstatements,managementisresponsibleforassessingthe/ĻƓƷƩĻ͸ƭabilityto continueasagoingconcern,disclosing,asapplicable,mattersrelatedtogoingconcernandusingthe goingconcernbasisofaccountingunlessmanagementeitherintendstoliquidatetheCentreortocease operations,orhasnorealisticalternativebuttodoso. Thosechargedwithgovernanceareresponsibleforoverseeingthe/ĻƓƷƩĻ͸ƭfinancialreportingprocess. !ǒķźƷƚƩ͸ƭResponsibilitiesfortheAuditoftheFinancialStatements Ourobjectivesaretoobtainreasonableassuranceaboutwhetherthefinancialstatementsasawholeare freefrommaterialmisstatement,whetherduetofraudorerror,andtoissueanğǒķźƷƚƩ͸ƭreportthat includesouropinion.Reasonableassuranceisahighlevelofassurance,butisnotaguaranteethatan auditconductedinaccordancewithCanadianGAASwillalwaysdetectamaterialmisstatementwhenit exists.Misstatementscanarisefromfraudorerrorandareconsideredmaterialif,individuallyorinthe aggregate,theycouldreasonablybeexpectedtoinfluencetheeconomicdecisionsofuserstakenonthe basisofthesefinancialstatements. AspartofanauditinaccordancewithCanadianGAAS,weexerciseexerciseexerciseprofessionalprofessionalprofessionaljudgmentandmaintain professionalskepticismthroughouttheaudit.Wealso: Identifyandassesstherisksofmaterialmisstatementmisstatementmisstatementofofofthethethefinancialfinancialfinancialstatements,statements,statements,whetherdueto fraudorerror,designandperformauditproceduresproceduresproceduresresponsiveresponsiveresponsivetototothosthosthoseeerisks,risks,risks,andobtainaudit evidencethatissufficientandappropriatetototoprovideprovideprovideaaabasisbasisbasisforforforourourouropinion.opinion.opinion.Theriskofnot t detectingamaterialmisstatementresultingresultingresultingfromfromfromfraudfraudfraudisisishigherhigherhigherthanthanthanforforforoneresultingfromerror,as fraudmayinvolvecollusion,forgery,intentionalintentionalintentionalomissions,omissions,omissions,misrepresentations,misrepresentations,misrepresentations,ortheoverrideof f internalcontrol. Obtainanunderstandingofinternalinternalinternalcontrolcontrolcontrolrelevantrelevantrelevanttototothethetheauditauditauditinordertodesignauditprocedures thatareappropriateinthecircumstances,circumstances,circumstances,butbutbutnotnotnotforforforthethethepurposeofexpressinganopiniononthe a effectivenessofthe/ĻƓƷƩĻ͸ƭ/ĻƓƷƩĻ͸ƭ/ĻƓƷƩĻ͸ƭinternalinternalinternalcontrol.control.control. dthereasonablenessofaccounting Evaluatetheappropriatenessappropriatenessappropriatenessofofofaccountingaccountingaccountingpoliciespoliciespoliciesusedan estimatesandrelatedrelatedrelateddisclosuresdisclosuresdisclosuresmademademadebybybymanagement.management.management. r ConcludeontheappropriatenessappropriatenessappropriatenessofofofƒğƓğŭĻƒĻƓƷ͸ƭƒğƓğŭĻƒĻƓƷ͸ƭƒğƓğŭĻƒĻƓƷ͸ƭuseofthegoingconcernbasisofaccounting and,basedontheauditevidenceevidenceevidenceobtained,obtained,obtained,whetheramaterialuncertaintyexistsrelatedtoevents orconditionsthatmaycastsignificantsignificantsignificantdoubtontheCenƷƩĻ͸ƭabilitytocontinueasagoingconcern. Ifweconcludethatamaterialuncertaintyuncertaintyuncertaintyexists,wearerequiredtodrawattentioninourğǒķźƷƚƩ͸ƭ D reporttotherelateddisclosuresinthefinancialstatementsor,ifsuchdisclosuresareinadequate,to modifyouropinion.Ourconclusionsarebasedontheauditevidenceobtaineduptothedateofour ğǒķźƷƚƩ͸ƭreport.However,futureeventsorconditionsmaycausetheCentretoceasetocontinueas agoingconcern. Wecommunicatewiththosechargedwithgovernanceregarding,amongothermatters,theplanned inganysignificantdeficienciesin scopeandtimingoftheauditandsignificantauditfindings,includ internalcontrolthatweidentifyduringouraudit. CharteredProfessionalAccountants \[DATE\] The City of Saint John Trade and Convention Centre Statement of revenue and expenses Year ended December 31, 2023 2022 20232023 getActual Actual Bud Notes $$$ (Unaudited) 1 Revenue Room rental 207,476246,509 211,580 Commissions on food and beverage sales and sundry revenue 273,284235,229 195,068 480,760481,738 406,648 Direct expenses Wages and benefits 99,465 99,46585,73685,73685,736 63,770 Laundry 20,450 20,45020,00020,000 12,804 Supplies 17,784 17,78416,20016,200 3,122 137,699 137,699121,936121,936 79,696 343,061 343,061359,802359,802359,802 326,952 Overhead expenses ttttttt Salaries and benefits 259,733 259,733398,855398,855398,855 249,861 Cleaning and maintenance 12,260 12,26043,40043,400 19,669 fffffff Advertising and promotion 13,944 13,94425,94425,944 13,944 Miscellaneous expense 23,360 23,36024,80024,80024,800 12,133 Garbage removal 10,350 10,35011,40011,400 10,350 Legal and audit 6,638 6,6389,000 8,625 Equipment rental 2,411 2,4115,000 3,168 aaaaaaa Gas 3,017 3,0177,000 2,770 Telecommunication 2,6094,200 2,617 Water heating chargggeseses 3,09111,000 1,756 rrrrrrr Postage, printing and stationer and stationer and stationeryyy 1,8529,000 1,625 Licenses 1,2201,500 1,065 Entertainment 9214,000 8 Outside services 27,38538,000 (1,055) Travel and training 8,14610,000 Ï DDDDDDD Operating Equipment and Uniforms 700Ï Ï 377,637603,099 326,536 Operating surplus (deficit) for the year (243,297) (34,576) 416 penses not paid directly Ex by the Centre Management fee 220,534218,994 211,689 HVAC utility/maintenance 145,451130,249 107,459 Real estate tax 65,27974,176 80,269 Electricity 32,60432,604 17,617 Professional services 64,661Ï Ï 528,529456,023 417,034 Total expenses 1,043,8651,181,058 823,266 Total deficit for the year (699,320) (563,105) (416,618) panying notes are an integral part of the financial statements. The accom Page 3 The City of Saint John Trade and Convention Centre Notes to the financial statement December 31, 2023 Revenue Under the terms of the management agreement dated June 1, 1984,with amendment dated September 4, 2014, Hilton Canada Co. pays to the Saint John Trade and Convention Centre (ÐCentreÑ) a percentage of gross revenue for foodand beverage with cost of sales, including product and labour costs,being the responsibility of Hilton Canada Co. The Centre isresponsible for all other operating costs. Government assistance In response to the COVID-19 pandemic,the federal and provincial governments have been implementingprograms to help companies that are experienprograms to help companies that are experienprograms to help companies that are experiencing cing cing financial difficulty. During the year the Company recognized ($24,207 in 2022)in wage subsidy,in wage subsidy,in wage subsidy,which was netted against salaries andbenefits. 3.Management agreement Î Saint JohnManagement agreement Î Saint JohnManagement agreement Î Saint John Trade and Convention Centre Trade and Convention Centre Trade and Convention Centre This financial statement has been prepared in accordance with the provisions of theThis financial statement has been prepared in accordance with the provisions of theThis financial statement has been prepared in accordance with the provisions of the t management agreement between the City of Samanagement agreement between the City of Samanagement agreement between the City of Saint John (the ÐCityÑ) and Hilton Canada Co.int John (the ÐCityÑ) and Hilton Canada Co.int John (the ÐCityÑ) and Hilton Canada Co. The Centre is owned by the City and manageThe Centre is owned by the City and manageThe Centre is owned by the City and managed by Hilton Canada Co. under an amendedd by Hilton Canada Co. under an amendedd by Hilton Canada Co. under an amended f management agreement dated September 4, 2014. The original agreement dated June 1, 1984management agreement dated September 4, 2014. The original agreement dated June 1, 1984management agreement dated September 4, 2014. The original agreement dated June 1, 1984 had a 20 year term with options to renew for three consecutive 10 year periods. One 10 yearhad a 20 year term with options to renew for three consecutive 10 year periods. One 10 yearhad a 20 year term with options to renew for three consecutive 10 year periods. One 10 year renewal period remains. According to the terms ofrenewal period remains. According to the terms ofrenewal period remains. According to the terms ofrenewal period remains. According to the terms ofrenewal period remains. According to the terms ofrenewal period remains. According to the terms of this agreement, the City is responsible for this agreement, the City is responsible for this agreement, the City is responsible for the operating loss of the Centre. In addition to the operating loss under this agreement, the Citythe operating loss of the Centre. In addition to the operating loss under this agreement, the Citythe operating loss of the Centre. In addition to the operating loss under this agreement, the City incurs common area costs and management fees which are reflected in the general operatingincurs common area costs and management fees which are reflected in the general operatingincurs common area costs and management fees which are reflected in the general operating a fund of the CityÓs consolidated financial statements.fund of the CityÓs consolidated financial statements.fund of the CityÓs consolidated financial statements. With the establishment of the Greater Saint John Regional Facilities Commission in 1998,With the establishment of the Greater Saint John Regional Facilities Commission in 1998,With the establishment of the Greater Saint John Regional Facilities Commission in 1998, operating deficits, management fees and property taxes included in common area costs areoperating deficits, management fees and property taxes included in common area costs areoperating deficits, management fees and property taxes included in common area costs are r shared with the municipalities making up the Greater Saint John Regional Facilities Commission.shared with the municipalities making up the Greater Saint John Regional Facilities Commission.shared with the municipalities making up the Greater Saint John Regional Facilities Commission. These costs are allocated in proportion to the tax bases of the municipalities.These costs are allocated in proportion to the tax bases of the municipalities.These costs are allocated in proportion to the tax bases of the municipalities. 4.Recording of assets and liabilitiesRecording of assets and liabilitiesRecording of assets and liabilities D The CityÓs investment in the structure and related equipment, furnishings and fixtures is reported on the Capital and Loan Fund balance sheet of the City. 5.Greater Saint John Regional Facilities Commission Act Under the regional Greater Saint John Regional Facilities Commission Act, pursuant to 87(2)(a) of the Municipalities Act, councils of the participating communities of Grand Bay Westfield, Quispamsis, Rothesay and Saint John are required to pay contributions towards the operation of regional facilities, which include the Centre. The amount of contribution is calculated on the net operating cost for each facility covered under the Municipalities Act, in proportion to the tax base of the contributing municipality. Page 4 The City of Saint John Trade and Convention Centre Notes to the financial statement December 31, 2023 6.Budget figures The 2023 budget figures that are presented on the Statement of revenue and expenses for comparison with the actual figures were provided by the CentreÓs management and have not been audited. t f a r D Page 5 Agencies, Boards, and Commissions Policy Standard Reporting Template NameSaint John Aquatic Center Commission Reporting Period January 1 to December 31, 2023 Mission/ Mandate CANADA GAMES AQUATIC CENTRE VISION Centre of Excellence with a commitment to making a contribution to the health and vitality of the community. MISSION STATEMENT The Canada Games Aquatic Centre, through its supporting communities in the Fundy region, will contribute to the health and well-being of the citizens of these communities and the people of New Brunswick. The Canada Games Aquatic Centre will provide a diversity of aquatic programs and other services it is uniquely qualified to deliver. It will provide high-quality programs and services to increase participation in aquatics and aquatic sports, as well as to encourage active living for all ages and abilities. The facility will provide a venue for aquatic sports and sporting events. In achieving its mission, the Canada Games Aquatic Centre staff will optimize facility usage and operate in an ethically, morally, and fiscally responsible manner. Growth KPI Target KPI Actual 1. Number of Members 1. Target achieved. Target of 909 991 members as of Dec 31, 2023. members at end of 2023 to meet 2. Target achieved. Continuous 559 10-visit passes sold in 2023. Improvement target of 100 new members over Oct. 1, 2022, baseline of 809. 2. Number of 10-Visit Passes Sold Target of 500 in 2023 (344 sold in 2022). # Employees # Employees Current Year 32 FTE* Prior Year 27 FTE* *Based on payroll at *Based on payroll at year-end, 2022. year-end, 2023. # Customers or # Customers or Events Current Year 991 Members* Events Prior 833 Members* Year *Based on snapshot at *Based on snapshot at year-end, 2022. year-end, 2023. Agencies, Boards, and Commissions Policy Standard Reporting Template Growth Objectives Focus on building new business and programming in the area of aquatic therapy and associated research. Launch new Community Access Program to ensure all members of thecommunity are able to access the wellness and recreation opportunities available at the Canada Games Aquatic Centre, regardless of financial challenges. programming in fall 2023. Activities Undertaken to Contracted Business Development Representative recruited to focus on creating new Achieve Growth partnerships, securing sponsors, and expanding offerings for increased revenue Objectives generation. Hosted Canadian Aquatic Rehab Institute (CARI) training for aquatic therapy. Private physiotherapists and Stan Cassidy Centre for Rehabilitation utilizing facility. Research discussions initiated with Horizon and Canada Spine East Centre. Community Access Program developed and launched in April with an inaugural donation of $2,500. Total of 27 individuals received subsidized memberships in 2023. $10,000 grant approved in December and fundraising efforts are ongoing. -5 piloted with two schoolsin the spring and very well-received. A second session of the program took place in the fall and work with the schools is ongoing to secure funding for future sessions. Through a partnership with PRO Kids and the Nick Nicolle Community Centre, also provided for 30 vulnerable youth in our community. Marketing campaigns undertaken and news releases issued to increase general community awareness of the facility, its amenities, and its hosting of major sport tourism events. Financial KPI Target KPI Actual 1. Grow revenue to 1. Operating budget approved for allow for a 5% 2024 reflects a 5.1% decrease from decrease in annual 2023 in the annual subsidy request. subsidy request for next year. 2. Mid-year requests for additional funding did not occur. Projecting to be 2. Monitor revenue and on budget for 2023 based on control expenses to unaudited year-end financials. remain on budget, ensuring mid-year requests for additional funding are not required. City of Saint John City of Saint John Annual Subsidy $442,858 Annual Subsidy $571,816 Current Year Prior Year Represents 55.756% of Represents 66.089% of $865,221, approved operating which includes approved operating subsidy of $794,279. subsidy of $615,221 and $250,000 in COVID Relief funding. Agencies, Boards, and Commissions Policy Standard Reporting Template Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results Results Date Results Wages & Benefits $2,074,170 $2,036,237 $1,804,870 Goods & Services $811,288 $730,110 $813,450 # employees 32 FTE* 27 FTE* --- *Based on payroll at * Based on payroll at year-end, 2022. year-end, 2023. Total Revenues $2,095,977 $1,972,068 $2,025,714* *Includes $250,000 in COVID Relief Funding. Total Expenses $2,885,458 $2,766,347 $2,618,320 Surplus/Deficit ($789,481)* ($794,279) ($592,606) FRSC Subsidy: FRSC Subsidy: GSJRFC Subsidy: $794,279 $794,279 $865,221 (includes approved operating subsidy of $615,221and $4,798 surplus* $250,000 in COVID Relief funding). *Unaudited. $22,615 surplus Variance Explanations Revenue from public swims and drop-ins exceeded the budget by $79,000, while membership revenue exceeded the budget by $30,000. Advertising campaigns and marketing initiatives were focused on increasing awareness of the overall amenities available, as well as promoting the community nature of the facility. Swim instruction revenue exceeded the budget by $63,000. Mini sessions introduced to offer more options and to increase overall revenue. Water safety presentations given at schools increasing awareness of the importance of having the ability to swim. Grants, donations, and sponsorships exceeded the budget by just under $80,000. Additional grants received for equipment, programming, and contracted resource. Budget line in 2022 included COVID Relief funding. Although offset by a corresponding reduction in wage expenses, revenue from massage came in $60,000 under budget. The target was ambitious, as work continuesto rebuild the client base. Overall expenses related to massage were down $43,000, reflecting the number of bookings. Building maintenance and equipment repair costs came in $45,000 over budget, with significant repairs required to the boilers in particular, as well as pool gutter and tilework undertaken with the opportunity of the pools being empty during shutdown. Inflation and increased patronage impacted total expenditures for various goodsand services; however, expenses overall were offset by increases in revenue. Agencies, Boards, and Commissions Policy Standard Reporting Template Operations KPI Target KPI Actual 1. To minimize 1. Due to infrastructure issues, the downtime of leisure pools were closed for a period amenities. of a few days, with a slide also being unavailable, which impacted birthday 2. To maintain party offerings. sufficient staffing levels within the 2. Recruitment of older adults to facility. undertake training to become lifeguards assisted in having required 3. To have sufficient staffing. Recruitment of swim staff in place to carry instructors to meet increased lessons out external demand is a challenge; however, contracts. training is being offered on an ongoing basis to recruit new staff. 3. Staff were successfully recruited to carry out all external contracts. Annual Performance Development of new business, programming, and revenue generation initiatives was a key focus for 2023. Overall building patronage for existing services and offerings continues to grow. The number of major events hosted at the facility increased from the previous year (11 in 2023 vs. 8 in 2022). Implementation of a new Health and Safety program began this year, along with a review (and any required updating) of policies required under the Regulation under the Saint John Aquatic Center Commission Act. Year to Date Performance Business Development Representative began a one-year contract this year. Various initiatives are underway to assist in revenue generation (e.g., new meals offering, use of facility for aquatic therapy, advertising agreements). Growth is being demonstrated in membership sales, drop-in patronage, and swimming lesson registrations. Work continues to rebuild client base for massage services. Health and Safety program was reviewed for implementation, which will include a refresh of onboarding information provided for new staff. Seasonal contracts successfully carried out for Saint John beaches, Quispamsis beaches, the qplex facility, and the Quispamsis splash pad. Top Risks Facing the Organization 1. Aging infrastructure impacting offerings/amenities, as well as overall maintenance expenses. 2. Changerooms are not gender neutral and facility has issues related to accessibility. There is increasingly more usage by transgender persons, as well as individuals requiring aquatic therapy. Changerooms do not permit a support worker of the opposite gender to remain with a client that requires assistance. 3. Increased cost of goods and services due to inflation and increases to minimum wage. ANNUAL REPORT 2023 Saint John Aquatic Center Commission 2 OPENING LETTER FROM THE CHAIRPERSON April 12, 2024 Greetings, Over the 2023 calendar year, the Canada Games Aquatic Centre experienced a period of significant revitalization. Partnerships with companies, organizations,and community groups expanded the reach of the organization, resulting in an increase in the overall awareness of the importance of learning to swim as a lifesaving skill. From a financial perspective, we are pleased to report the year closed on budget in terms of operations. Growth in membership and overall patronage resulted in an increase in revenue. Thisgrowthassisted with offsetting some of the inflationary increases in expenses. There were a variety of positive initiatives and accomplishments that occurredthroughoutthe year, as noted in this report, increasingthe positive impact of the Aquatic Centreinserving the community. Of particular note is the introduction of the new Community Access Program and sponsored public swims. These initiativesassist in removing financial barriers to allow more people in the regionthe opportunity to experience the importantphysical and mental health benefits of participating in recreational activity at the facility. The Canada Games Aquatic Centre continues to play a vital role in contributing to the overall quality of life of our community. As a key recreation facility, italso assistsin attracting and retaining new residents to our region. Additionally,it provides a strong contribution to the local economy bysupporting local tourism through the hosting of numerous major events. I would like to express our gratitude to the regional municipalities for their continued support and commitment to the Canada Games Aquatic Centre. The Commission is looking forward to ensuring the Fundy region continues to be served by this valuable assetfor years to come. Sincerely, Amy Shanks, Chair Saint John Aquatic Center Commission Saint John Aquatic Center Commission 50 Union Street, Saint John, New Brunswick E2L 1A1 www.aquatic.nb.ca Saint John Aquatic Center Commission Annual Report 2023 3 BUSINESS PROFILE VISION Centre of Excellence with a commitment to making a contribution to the health and vitality of the community. MISSION STATEMENT The Canada Games Aquatic Centre, through its supporting communities of the Fundy region, will contribute to the health and well-being of the citizens of these communities and the people of New Brunswick. The Canada Games Aquatic Centre will provide a diversity of aquatic programs and other services it is uniquely qualified to deliver. It will provide high-quality programs and services to increase participation in aquatics and aquatic sports, and encourage active living for all ages and abilities. The facility will provide a venue for aquatic sports and sporting events. In achieving its mission, the Canada Games Aquatic Centre staff will optimize facility usage and operate in an ethically, morally, and fiscally responsible manner. SAINT JOHN AQUATIC CENTER COMMISSION (Current membership at time of report preparation; no vacancies) Name: Representing: Amy Shanks Chair Saint John Peter Murray Vice Chair Saint John Gillian Miller Treasurer Grand Bay-Westfield Shalene Losier Quispamsis David Connell Saint John Gary Myles Rothesay Marc Dionne ex officio Director of Parks and Recreation City of Saint John Councillor Greg Norton ex officio Mayor - City of Saint John Jodie Forgie ex officio Finance Commissioner City of Saint John Saint John Aquatic Center Commission Annual Report 2023 4 PRIMARY ACCOMPLISHMENTS AND IMPACTS The 2023 calendar year was one of growth at the facility in terms of membership, community engagement, and overall patronage. In addition to ongoing operations within the facility, Canada Games Aquatic Centre staff provided lifeguarding services at six area beaches, including: Fisher Lakes, Lily Lake, guarding services and swim instruction were also provided at the qplex in Quispamsis. Additionally, services were provided for the inaugural season of the Quispamsis Firefly Park Splash Pad. Community Access Program The goal of the Community Access Program (CAP) is to ensure all members of our community are able to access the wellness and recreation opportunities available at the Canada Games Aquatic Centre. Recognizing many in our region face significant financial challenges, it is understood that those struggling to make ends meet are not in a position to afford costs associated with recreational activities. There are wonderful programs in place for children and youth to participate in structured activities; however, CAP is here to fill the gap. From seniors on a fixed income who may enjoy the social aspects of engaging in activities at the facility to families who would love the opportunity to enjoy recreational swims together, there are countless people in our community who could benefit from CAP. Funds raised for CAP are used to subsidize facility memberships for those in our community who would otherwise be unable to afford access. Applications are reviewed to ensure eligibility, using criteria established by a CAP Advisory Committee. Membership subsidization levels are determined based on household income. This new program was developed and launched in April of 2023 with an inaugural donation of $2,500. A total of 27 individuals received subsidized memberships by year-end. A $10,000 grant from the Community Foundation was approved in December and fundraising efforts for the program are ongoing to assist many more community members. Major Events The facility hosted 11 major events in 2023, as well as a competitive swim camp, up from 8 events in 2022. The events were as follows: Feb 18-19 Long Course Invitational Swim Meet (16 teams, 3 provinces, 200 swimmers) Mar 25-26 Long Course Invitational Swim Meet (11 teams, New Brunswick, 150 swimmers) April 14-16 Ann Phillips NB Artistic Swimming Provincial Championship (60 swimmers) April 20-23 Swim NB Long Course Provincial Championship (16 teams, 3 provinces, 200 swimmers) May 27 Special Olympics Swimming Competition (60 swimmers) July 14-16 Atlantic Cup Swimming Championship (16 teams, 7 provinces, 220 swimmers) Nov 13 NBIAA Southern Conference Championship (50 swimmers) Nov 18 Water Polo Tournament (60 athletes) Nov 24 NBIAA Regional Championship (200 swimmers) Saint John Aquatic Center Commission Annual Report 2023 5 Dec 2 Premier Meet (100 swimmers) Dec 8 NBIAA Provincial Championship (200 swimmers) Dec 28-29 Hosted USA swim camp to work with New Brunswick swimmers (40 swimmers) Additional Highlights and Accomplishments in 2023 Business Development Successful recruitment of the funded contracted resource to focus on creating new partnerships, securing sponsors, and expanding offerings for increased revenue generation. Program Swimming lessons program for students in grades 3-5 piloted with two schools in the spring and very well-received. A second session of the program took place in the fall and work with the schools is ongoing to secure funding for future sessions. Through a partnership with PRO Kid was also provided for 30 vulnerable youth in our community. Capital Projects The following major projects were successfully completed in 2023: o Blue leisure slide replacement o Leisure pool bridge replacement o 1-metre diving board platform replacement Electronic Report Cards Implemented for swimming lessons participants as a greener, more efficient, and more cost-effective delivery method. Canadian Aquatic Rehab Institute (CARI) Training Organized and hosted by the Aquatic Centre for those working in the field of physiotherapy, with employees also taking the training to support future offerings. Recruitment program for older adults to participate in lifeguard certification training received national coverage; all three participants became employees of the Aquatic Centre. Water Safety Presentations given by the Aquatic Centre at local schools on the importance of safety in and around the water. Community Swim Days Sponsors secured to reduce admission for youth to $2 for select public swims. Member Referral Campaign Current members received gym bags for referring new members. Grant-funded Equipment New spin bikes and a pool chairlift were purchased through grants. Marketing Variety of new campaigns undertaken and news releases issued to increase general community awareness of the facility, its amenities, and its hosting of major sport tourism events. Planet Youth Member of the Community Action Team for this recently launched 5-year pilot project designed to reduce youth substance use by creating healthy environments. Saint John Aquatic Center Commission Annual Report 2023 6 MANAGEMENT DISCUSSION AND ANALYSIS OVERVIEW OF PERFORMANCE FOR PAST THREE YEARS (2021, 2022, and 2023) Operations in 2021 were still being impacted by the pandemic. Revenues suffered as a result of government restrictions and general apprehension in the community related to participating inpublic activities. With the significant financial challenges, there were difficulties in 2021 making payroll for staff of the Aquatic Centre. That said, the facility managed to continue operations and the year closed with an operating deficit of $214,148. The financial challenges of 2021 carried into 2022, which put the continued operation of the facility in jeopardy. Fortunately, $250,000 in COVID Relief Funding provided by the municipalities enabled the facility to reopen following a mandatory shutdown in January and allowed the year to close with an operating surplus of $22,615. Revenue began recovering to pre-pandemic levels as the year progressed, with a steady increase by the third and fourth quarters of 2022. The 2023 calendar year was a turnaround year. Revenue from memberships and other key profit centres saw significant growth. There is a renewed excitement for the facility being demonstrated by the community, with patronage and revenue coming in through various channels. Although aging infrastructure continues to pose the risk of unpredictable expenses, there is an increased sense of sustainability in terms of overall operations. DISCUSSION OF CURRENT YEAR FINANCIAL RESULTS (2023) As noted in the appended audited financial statements, the 2023 calendar year closed with an operating surplus of $8,365. Items of note include: Revenue from public swims and drop-ins exceeded the budget by $79,000, while membership revenue exceeded the budget by $30,000. Advertising campaigns and marketing initiatives were focused on increasing awareness of the overall amenities available, as well as promoting the community nature of the facility. Swim instruction revenue exceeded the budget by $63,000. Mini sessions were introduced to offer more options and to increase overall revenue. Water safety presentations given at schools increased awareness of the importance of learning to swim as a lifesaving skill. Grants, donations, and sponsorships exceeded the budget by just under $80,000. Additional grants and funding were received for equipment, programming, and a one-year contracted resource. (Note: Actuals for this budget line in 2022 included $250,000 in COVID Relief funding). Although offset by a corresponding reduction in wage expenses, revenue from massage came in $60,000 under budget. The target was ambitious and work continues to rebuild the client base. Overall expenses related to massage were down $43,000, reflective of the number of bookings. Saint John Aquatic Center Commission Annual Report 2023 7 Building maintenance and equipment repair costs came in $45,000 over budget, with significant repairs required to the boilers in particular. Pool gutter and tile repair work was undertaken while the opportunity was available when the pools were emptied during shutdown. Inflation and increased patronage impacted total expenditures for various goods and services; however, expenses overall were offset by increases in revenue. Full-time Equivalents in Workforce There were 32 FTEs at the end of 2023, which included a one-year contracted resource. This represents an increase from 27 FTEs noted at the end of 2022. (Please Note: These figures are based on active employees in the payroll system at the end of the respective calendar years.) Governance and Policies During the 2023 calendar year, there were changes to the Commission membership. Rheal Guimond completed his term as a member of the Commission and Gary Myles was appointed to the Commission as the new representative from Rothesay in his place. Shalene Losier completed her term as Chair, remaining on as a member of the Commission, and Amy Shanks was elected as the new Chair. With regard to policies, the Saint John Aquatic Center Commission adopted a new Occupational Health and Safety Policy and Human Resources Policy. Additionally, an updated Criminal Record and Vulnerable Sector Check Policy and Financial Policy were approved. These policies are in alignment with the Regulations under the Saint John Aquatic Center Commission Act. Key Performance Indicators The following are targets for Key Performance Indicators (KPIs) established for 2023, as well as the outcomes: 1. Target: To minimize downtime of amenities. Outcome: Due to infrastructure issues, the leisure pools were closed for a period of a few days, with a slide also being unavailable, which impacted birthday party offerings and drop-in revenue. 2. Target: To maintain sufficient staffing levels within the facility. Outcome: Recruitment of older adults to undertake training to become lifeguards assisted in having required staffing. Recruitment of swim instructors to meet increased lessons demand has been a challenge; however, training is being offered on an ongoing basis to recruit new staff. 3. Target: To have sufficient staff in place to carry out external contracts. Outcome: Staff were successfully recruited to carry out all external contracts. AUDITED FINANCIAL STATEMENTS Appendix 2023 Audited Financial Statements (prepared by Deloitte) Saint John Aquatic Center Commission Annual Report 2023 s g n i r e f f O d n ins (Swim/Fitness) - a s PRO Kids PlacementsBirthday PartiesDropSwim Instructor CoursesWorkplace Standard First AidCommunity Access Program e c i v r e S y t i n u m m o C Aquatic Events/MeetsSwimming LessonsSchool GroupsFacility MembershipsVariety of General RentalsLifeguard Certification CoursesPersonal Training (pool/land)2 m a r g o r end - P s s e c c A y t i n u m m o C Funds raised subsidize memberships for those in our community who would otherwise be unable to afford accessLaunched in April last year, with 27 individuals receiving subsidized memberships by year Goal: To ensure all members of our community are able to access the wellness and recreation opportunities available at the Canada Games Aquatic Centre.4 s t h g i l h g i H funded Equipment - 3 2 0 Electronic Report Cards Water Safety Presentations Planet Youth Community Swim Days GrantCanadian Aquatic Rehab Institute (CARI) Training Business Development and Marketing 2 5 in 2023, as well 11 major events s t n e v E r -- - - - o j a M Feb 18Mar 25April 14Championship April 20July 14 The facility hosted as a competitive swim camp:6 s t n e v E r - o j a M ChampionshipChampionship Dec 28 7 8,365 794,280 (785,915) 2,102,0222,887,937 y r a m m u S l a i c n a n i F 3 2 Audited Financial Statements:RevenueExpensesNet expendituresSubsidy Operating surplus 0 2 8 2023 $794,280$785,915 w e i 2022 ) v 3 $865,221$842,606 2 r 0 e 2 - v 8 1 O 2021 0 l $599,000$813,148 2 ( a s c l i a r u t o 2020 c t $1,134,4 $742,000 A s . i s v H s e i 2019 d i t $790,600$963,508 s e b u g S d u 2018 $1,159,0 $692,200 B $- SubsidyActual $800,000 $600,000 $400,000 $200,000 9 $1,200,000 $1,000,000 n o i s s i m m o C r e t n e C c i t a u q A n h o J (Current membership at time of report preparation; no vacancies) t n i a S 10 Agencies, Boards, and Commissions Policy Standard Reporting Template Name Saint John Free Public Library Reporting Period End of December, 2024 Mission/ The Saint John Free Public Library, with 3 locations (Central Library in Market Square, West Mandate Branch, and East Branch) has been offering public library services and programs for 135+ years. Over 140,000 people enter our libraries every year. Our large collection of physical books, magazines, DVDs, CDs, etc. is supplemented with a digital collection of eBooks and audiobooks, through the New Brunswick Public Library Service. Locally we provide the public with access to a collection of more than 215,000 items, and access to the provincial collection of more than 1.8 million items. We offer free programs to people of all ages and backgrounds that help our neighbors to learn, play, create, connect, read, and succeed. These programs and services are designed to respond to the educational, informational, cultural, and recreational needs of our residents. Growth KPI Target 1. Traffic/Visitors KPI Actual 1.Traffic/Visitors 189,638 120,000 annually 2. Programs Offered 1,715 2. Programs Offered 3. Items Borrowed/Circulation 215,513 1000 annually 3. Items Borrowed/Circulation 180,000 annually # Employees #1 # Employees #1 Current Year Prior Year # Customers or 189,638 in 2023 # Customers or # 149,659 in 2022 Events Current Year Events Prior Year Growth Objectives To increase library visitors, number of programs offered, and number of items borrowed. Library KPIs were significantly lower in 2020 and 2021 due to the COVID-19 pandemic. Growth objectives revolve around returning to pre-pandemic numbers and traffic. Activities Worked with community partners to increase number of library programs offered to Undertaken to our community. Achieve Growth Rearranging library spaces to suit community needs to make the library space more Objectives user friendly. Increased in house marketing of collections and items to promote circulation. Agencies, Boards, and Commissions Policy Standard Reporting Template Financial KPI Target 1. Increase KPI Actual 1. Photocopying Revenue for 2023 is photocopying services $13,407.31 offered at library = 2. Library room rentals resumed, target revenue for $1095.00 of revenue in 2023. 2023 is $6500 2. Resume offering Room rentals to generate revenue. City of Saint John $479,840.00 City of Saint John $471,840.00 Annual Subsidy Annual Subsidy Current Year Prior Year Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results Results Date Results Wages & Benefits $44,072.38 $42,000.00 $42,944.50 Goods & Services $ 0 $ 0 $ 0 # employees #1 #1 #1 Total Revenues $14,502.31 $6691.58 Total Expenses $490,084.70 $479,840.00 $478,785.09 Surplus/Deficit +$4257.61 +$650.22 Variance The Main Branch library increased open hours in fall of 2023, which resulted in Explanations slightly higher expenses than anticipated. Increased revenue from photocopying and room rental services resulted in an overall small surplus. Operations KPI Target 1. Increase number KPI Actual 1. 3581 new library memberships in of new library 2023 memberships 2. 20,316 program participants in annually to 2800 2023 (2500 goal in 2022) 3. 12,902 reference questions in 2. Increase number 2023 of program participants to 10,000 (5000 goal in 2022) 3. Increase number of in-depth reference questions/patron consultations to 12,000 annually (10,000 was goal in 2022) Annual Performance 1. 3518 new library memberships in 2023 2. 20,316 program participants in 2023 3. 12,902 reference questions answered in 2023 (in-depth consultation and information sessions with library patrons) Agencies, Boards, and Commissions Policy Standard Reporting Template Year to Date 1. 3518 new library memberships in 2023 Performance 2. 20,316 program participants in 2023 3. 12,902 reference questions answered in 2023 (in-depth consultation and information sessions with library patrons) Top Risks Facing the COVID- Organization community. With the lifting of restrictions, we have been able to resume our regular operations. We are steadily increasing our revenues, and library patrons served. Dƚğƌƭͪ