2024-11-25_Agenda Packet--Dossier de l'ordre du jour
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Committee of the Whole
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Si vous avez besoin des services en français pour une réunion de Conseil communal, veuillez contacter le
bureau du greffier communal au 658-2862.
Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the
provisions of subsection 68(1) of the Local Governance Act and Council / Committee will make a
decision(s) in that respect in Open Session:
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ЍʹЉЉ Ʀ͵ƒ͵Ͳ Ћ CƌƚƚƩ .ƚğƩķƩƚƚƒͲ /źƷǤ Iğƌƌ
1.1 Approval of Minutes 68(1)
1.2 Financial Matter 68(1)(c)
1.3 Financial Matter 68(1)(a,b,c,f)
1.4 Financial Matter 68(1)(c)
1.5 Financial Matter 68(1)(c)
1.6 Land Matter 68(1)(d)
1.7 Legal Matter 68(1)(f)
1.8 Financial Matter 68(1)(c)
1.9 Financial Matter 68(1)(c)
1.10 Land Matter 68(1)(d)
1.11 Legal Matter 68(1)(f)
1.12 Legal Matter 68(1)(f)
1.13 Land Matter 68(1)(d)
Ville de Saint John
Séance du conseil communal
Lundi 25 novembre 2024
18 h
e
2 étage de la salle du conseil communal, hôtel de ville
Nous utiliserons un moyen de communication électronique lors de cette réunion Le
public peut assister à la séance en personne à la salle du conseil ou la regarder sur le
site Web de la ville (www.saintjohn.ca) ou sur Rogers TV
Comité plénier
1. Ouverture de la séance
Si vous souhaitez obtenir des services en français pour une séance du conseil communal,
veuillez communiquer avec le bureau du greffier communal au 658-2862.
privé en vertu des dispositions prévues au paragraphe 68(1) de la \[ƚź ƭǒƩ ƌğ ŭƚǒǝĻƩƓğƓĭĻ
ƌƚĭğƌĻ. Le conseil/comité prendra une ou des décisions à cet égard au cours de la séance
publique :
e
16 h Clôture du comité plénier Salle du conseil au 2 étage
1.1 Approbation du procèsverbal 68(1)
1.2 Question financière 68 (1)(c)
1.3 Question financière 68(1)(a,b,c,f)
1.4 Question financière 68 (1)(c)
1.5 Question financière 68 (1 (c)
1.6 Question foncière 68(1)(d)
1.7 Question juridique 68(1)(f)
1.8 Question financière 68 (1)(c)
1.9 Question financière 68 (1)(c)
1.10 Question foncière 68(1)(d)
1.11 Question juridique 68(1)(f)
1.12 Question juridique 68(1)(f)
1.13 Question financière 68 (1)(c)
Séance ordinaire
1. Ouverture de la séance
1.1 Reconnaissance territoriale
1.2 Hymne national
2. Approbation du procès-verbal
2.1 Procèsverbal du 12 novembre 2024
5.1
de zonage concernant le remboursement des frais de dossier
(recommandation dans le rapport)
5.2 Contrat 2023-18 : Rue Carmarthen (de la rue Mecklenburg à la rue
Orange)
rapport)
5.3 Demande de fonds communautaire du Conseil (conseiller Stewart)
(recommandation : approuver la demande)
6. Commentaires présentés par les membres
7. Proclamation
7.1 Journée internationale des personnes en situation de handicap -
3 décembre 2024
8. Délégations et présentations
9. Audiences publiques
10. Étude des arrêtés municipaux
11. Interventions des membres du conseil
12. Affaires municipales évoquées par les fonctionnaires municipaux
12.1 Plan d'action sur les changements climatiques et progrès réalisés
12.2 Mise à jour du Plan de gestion hivernale
13. Rapports déposés par les comités
13.1 Comité des finances : modification de la politique d'indexation des
salaires FAS-007
13.2 Budget de fonctionnement du Fonds général 2025
13.3 Comité des finances : budget de fonctionnement du Fonds des services
re
elatif à l'eau et aux égouts (1et
e
2 lectures)
13.4 Comité des finances : MOU Uptown Saint John Inc.
15. Correspondance générale
15.1 Hospice - Gala 2025 : demande d'achat de billets (recommandation :
demander au greffier d'acheter des billets pour les membres du Conseil
intéressés)
e
15.2 Association du service de police de Saint John : 175 anniversaire du
service de police de Saint John - demande de proclamation
(recommandation : demander au personnel de préparer la proclamation
et de la transmettre au Conseil au plus tard lors de la dernière réunion de
2024)
15.3 Johnson Engineered Solution : demande de présentation
(recommandation : à recevoir pour information)
15.4 K. Greenhalgh : bruit excessif provenant des véhicules à échappement
modifié (recommandation : demander au personnel de transmettre une
copie de la préoccupation concernant le bruit des véhicules à la police de
SJ, autorité chargée de l'application
15.5 Uptown Saint John : atténuation pendant la construction - BIA
(recommandation : à recevoir pour information)
16. Ordre du jour supplémentaire
17. Comité plénier
17.1 Accord de contribution IRCC Amendment 5 LIP 2024
17.2 Renouvellement de licence Banque alimentaire de West Side / Horizon
Health
17.3 99, rue King Subvention incitative au développement urbain de niveau 2
17.4 é
17.5 Poursuite judiciaire contre BGC Engineering Inc. (West Wells)
18. Levée de la séance
COMMON COUNCIL / CONSEIL COMMUNAL
November 12, 2024 / le 12 novembre 2024
MINUTES REGULAR MEETING
COMMON COUNCIL OF THE CITY OF SAINT JOHN
NOVEMBER 12, 2024 AT 6:00 PM
ND
2 FLOOR COMMON COUNCIL CHAMBER, CITY HALL
An Electronic means of communication will be used at this meeting. The public may
attend the meeting in person in the Council Chamber or view the meeting on the
Website (www.saintjohn.ca) or on Rogers TV͵
Present: Mayor Donna Noade Reardon
Deputy Mayor John MacKenzie
Councillor-at-Large Gary Sullivan
Councillor-at-Large Brent Harris
Councillor Ward 1 Greg Norton
Councillor Ward 1 Joanna Killen
Councillor Ward 2 Barry Ogden
Councillor Ward 3 Gerry Lowe
Councillor Ward 4 Greg Stewart
Councillor Ward 4 Paula Radwan
Also Present:
Chief Administrative Officer B. McGovern
General Counsel M. Tompkins
Chief Financial Officer K. Fudge
Fire Chief R. Nichol
Commissioner Utilities & Infrastructure Services I. Fogan
Commissioner Public Works M. Hugenholtz
Commissioner Human Resources S. Hossack
Commissioner Growth & Community Services A. Poffenroth
Director External Relations L. Caissie
City Clerk J. Taylor
Administrative Assistant K. Tibbits
1. Call to Order
1
COMMON COUNCIL / CONSEIL COMMUNAL
November 12, 2024 / le 12 novembre 2024
1.1 Land Acknowledgement
Councillor Radwan read aloud the Land Acknowledgement and called for a moment of
reflection.
territory of the
Wolastoqiyik/Maliseet.The Wolastoqiyik/Maliseet along with their Indigenous Neighbours,
and
Friendship Treaties with the British Crown in the 1700s that protected their rights to lands
1.2 National Anthem
The Saint John Symphony Youth Orchestra performed O Canada by video.
2. Approval of Minutes
2.1 Minutes of October 24, 2024
Moved by Councillor Sullivan, seconded by Deputy Mayor MacKenzie:
RESOLVED that the minutes of October 24, 2024 be approved.
MOTION CARRIED.
2.2 Minutes of October 28, 2024
Moved by Councillor Radwan, seconded by Councillor Killen:
RESOLVED that the minutes of October 28, 2024, be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Councillor Stewart, seconded by Councillor Norton:
RESOLVED that the agenda for November 12, 2024, be approved with the addition of
Item 17.1 Hiring of General Manager for Saint John Industrial Parks (2024) Ltd.
MOTION CARRIED.
4. Disclosures of Conflict of Interest
Councillors Stewart and Radwan declared a conflict of interest on Item 5.6 Engineering
Construction Management Services Retail Drive Intersection.
5. Consent Agenda
5.1 RESOLVED that as recommended in the submitted report M&C 2024-295:
Business Improvement Area 2025 Budget, Common Council signal its intention to approve
the 2025 Business Improvement Area budget submitted by Uptown Saint John Inc.; and
the City Clerk be directed to prepare the required newspaper notice, per s.6(2) of the
Business Improvement Areas Act.
2
COMMON COUNCIL / CONSEIL COMMUNAL
November 12, 2024 / le 12 novembre 2024
5.2 RESOLVED that as recommended in the submitted report M&C 2024-292:
Housing Accelerator Fund Zoning Reform and Subdivision By-Law Amendments
Referral to Planning Advisory Committee and Proposed Public Hearing Date for Zoning
By-Law Amendments, Common Council:
1. Schedule a public hearing on Monday, December 16, 2024 at 6:30 p.m. for
amendments to the Zoning By-Law related to the Zoning Ref
Housing Accelerator Fund and refer the matter to the Planning Advisory Committee for a
report and recommendation in the Council Chamber, City Hall 2nd floor, 15 Market
Square, Saint John, NB; and,
2. Refer the proposed amendments to the Subdivision By-Law to the Planning Advisory
Committee for a report and recommendation.
5.3 RESOLVED that as recommended in the submitted report M&C 2024-299:
Proposed Public Hearing Date for 125 Gault Road, Common Council schedule a public
hearing on Monday, January 13, 2025 at 6:30 p.m. for a Zoning By-Law and Section 59
amendment application submitted by Hughes Surveys & Consultants Inc. Ltd. for 125
Gault Road, PID Part of 00403535 in the Council Chamber, City Hall 2nd floor, 15 Market
Square, Saint John, NB.
5.4 RESOLVED that as recommended in the submitted report M&C 2024-291:
Appointment of Auditor for Auditing Services, Common Council approve and authorize the
Mayor and Common Clerk to execute the agreement in the form as attached to M&C No
2024-291 with Deloitte LLP (Deloitte) to be the financial statement auditors for the City of
Saint John, The Saint John Trust Funds, Saint John Transit Commission, Saint John Free
Public Library, Saint John Aquatic Centre Commission, Saint John Trade and Convention
Centre, Harbour Station Commission and Saint John Industrial Parks (2024) Ltd. for the
next four years with two one-
5.5 RESOLVED that as recommended in the submitted report M&C 2024-297: Security
Information and Event Management (SIEM) Service Agreement Addendum #1 Contract
No. 2019-080601P Common Council approves Service Agreement Addendum #1 to the
Security Information and Event Management (SIEM) Contract No. 2019-080601P in the
form as attached to M&C No. 2024-297 with Bulletproof Solutions, ULC, and that the
Mayor and Clerk be authorized to execute the said Service Agreement Addendum and
any document ancillary thereto or necessary to effect the transaction.
5.6 Refer to Item 14.1
Moved by Deputy Mayor MacKenzie, seconded by Councillor Sullivan:
RESOLVED that the recommendation set out in each consent agenda item respectively,
with the exception of Item 5.6 which has been identified for discussion, be adopted.
MOTION CARRIED UNANIMOUSLY.
6. Members Comments
Members commented on various local events.
3
COMMON COUNCIL / CONSEIL COMMUNAL
November 12, 2024 / le 12 novembre 2024
7.Proclamation
8. Delegations / Presentations
8.1 Saint John Community Arts Board
Laura Oland, Chair of the Saint John Community Arts Board reviewed the submitted
presentation and discussed activities that occurred over 2023 and 2024. Ms. Oland
commented on the work of the board including updating governance documents, providing
grant opportunities, offering community workshops, fundraising and plans for the future.
9. Public Hearings 6:30 p.m.
10. Consideration of By-Laws
10.1 Proposed Municipal Plan Amendment 221, 251 & 271 Lancaster Avenue (30
Day Letter)
Moved by Deputy Mayor MacKenzie, seconded by Councillor Lowe:
RESOLVED that the proposed Municipal Plan By-Law Amendment regarding 221, 251 &
271 Lancaster Avenue be referred to the Planning Advisory Committee for a report and
recommendation with staff returning at a future Council meeting to request the scheduling
of the public hearing.
MOTION CARRIED.
11. Submissions by Council Members
12. Business Matters Municipal Officers
12.1 Chief Administrative Office Update on select Catalytic Projects and Advocacy
(Verbal)
CAO McGovern provided updates on several catalytic projects and advocacy efforts
including the South End Peninsula school, Saint John Industrial Parks land expansion and
recruitment efforts, The Gathering Space, Affordable Housing advocacy and Housing
Accelerator Fund program.
Councillor Harris withdrew from the meeting.
Moved by Deputy Mayor MacKenzie, seconded by Councillor Radwan:
RESOLVED that the Chief Administrative Officer update on select catalytic projects and
advocacy be received for information.
MOTION CARRIED.
13. Committee Reports
!
Having declared a conflict of interest, Councillors Stewart and Radwan withdrew from the
meeting.
4
COMMON COUNCIL / CONSEIL COMMUNAL
November 12, 2024 / le 12 novembre 2024
!
Councillor Sullivan withdrew from the meeting.
!
14. Consideration of Issues Separated from Consent Agenda
14.1 Engineering Construction Management Services Retail Drive Intersection
Moved by Deputy Mayor MacKenzie, seconded by Councillor Norton:
RESOLVED that as recommended in the submitted report M&C 2024-294: Engineering
Construction Management Services Retail Drive Intersection Realignment, the proposal
from EXP Services Inc., for engineering inspection and construction management services
for the Retail Drive Intersection Realignment project in the amount of $413,573.35
including HST be accepted; and that the Mayor and City Clerk be authorized to execute
the appropriate documentation in that regard.
MOTION CARRIED.
Councillors Stewart and Radwan re-entered the meeting.
15. General Correspondence
15.1 Elections NB: Acknowledgement of Ward 3 Vacancy (Recommendation: Receive
for Information)
Moved by Deputy Mayor MacKenzie, seconded by Councillor Norton:
RESOLVED that the correspondence from Elections NB acknowledging the Ward 3
vacancy be received for information.
MOTION CARRIED.
15.2 Request for Proclamation: International Day for Persons with Disabilities
(Recommendation: Request staff consult with the Saint John Ability Advisory
Committee and prepare proclamation)
Moved by Deputy Mayor MacKenzie, seconded by Councillor Norton:
RESOLVED that staff be directed to consult with the Saint John Ability Advisory
Committee and prepare a proclamation for International Day for Persons with Disabilities.
MOTION CARRIED.
Councillor Harris re-entered the meeting.
16. Supplemental Agenda
17. Committee of the Whole
17.1 Hiring of General Manager for Saint John Industrial Parks (2024) Ltd.
Moved by Councillor Stewart, seconded by Councillor Harris:
RESOLVED that as recommended by the Committee of the Whole, having met on
November 12, 2024, Common Council approve that the Provisional Directors of Saint
5
COMMON COUNCIL / CONSEIL COMMUNAL
November 12, 2024 / le 12 novembre 2024
John Industrial Parks (2024) Ltd., being Chief Administrative Officer, Chief Financial
generally in the form as presented to Committee of the Whole at its meeting held
November 12, 2024, authorizing Saint John Industrial Parks (2024) Ltd. to hire the
preferred candidate for the General Manager position on behalf of Saint John Industrial
Parks (2024) Ltd.
MOTION CARRIED.
18. Adjournment
Moved by Councillor Lowe, seconded by Deputy Mayor MacKenzie:
RESOLVED that the meeting of Common Council held on November 12, 2024, be
adjourned.
MOTION CARRIED.
The Mayor declared the meeting adjourned at 6:55 p.m.
6
COMMON COUNCIL REPORT
M&C No.2024-307
Report DateNovember 19, 2024
Meeting DateNovember 25, 2024
Service AreaGrowth and Community
Services
HerWorship Mayor Donna NoadeReardonandMembers of Common Council
SUBJECT: Proposed Public Hearing Date for a Zoning By-Law Amendment
Regarding the Refunding of Application Fees
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Jennifer KirchnerAmy Poffenroth/Pankaj J. Brent McGovern
Nalavde
RECOMMENDATION
RESOLVED That Common Council schedule a public hearing on Monday, January
13, 2025at 6:30 p.m. for:
Zoning By-Law TextAmendments
Submitted byCity of Saint John
For Amendments to the Zoning By-Law related to the refunding
of application fees.
nd
Location: Council Chamber, City Hall 2floor, 15 Market Square, Saint John, NB.
EXECUTIVE SUMMARY
The purpose of this report is to advise Common Council of a proposedZoning By-
law Text Amendmentand to recommend an appropriate public hearing datefor
this application. The proposedpublic hearing date isMonday, January13, 2025.
PREVIOUS RESOLUTION
At its meeting of August 3, 2004, Common Council resolved that:
1. the Commissioner of Planning and Development receive all applications
for amendments to the Zoning By-law and Section 39 \[now referred as
section 59\] resolutions/agreements and proceed to prepare the required
advertisements; and
2.when applications are received a report will be prepared recommending
the appropriate resolution setting the time and place for public hearings
and be referred to the Planning Advisory Committee as required by the
Community Planning Act.
- 2 -
REPORT
In response to the motion above, this report indicates the proposed Zoning By-
Law Text Amendment and recommends an appropriate public hearing date.
Details of the application are available in the Office of the City Clerk and will form
part of the documentation at the public hearing.
Name of Proposed Reason
Applicant Amendment
City of Saint Amendments to the Zoning By-To delegate the refunding of
John Law related to the refunding of planning application fees to
application fees. administration, based on
established refund criteria.
While the holding of public hearings for proposed Zoning By-law and Section 59
amendments are a legislative requirement of the Community Planning Act, it is
also a key component of a clear and consistent land development processes
envisioned in the One Stop Development Shop Program. These processes provide
transparency and predictability for the development community and City
residents.
STRATEGIC ALIGNMENT
The proposed Zoning By-Law Amendment falls within the Council Priority of
The proposed amendment
objective to enhance the customer service experience and response including the
timely and consistent communication on service expectations
SERVICE AND FINANCIAL OUTCOMES
The scheduling of the public hearing and referral to the Planning Advisory
Committee satisfies the legislative and service requirements as mandated by the
Community Planning Act.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The proposed amendment to the Zoning By-Law associated with the refunding of
application fees is being circulated to other service areas for feedback. This
includes Growth and Community Services and the General Counsel Office.
ATTACHMENTS
None
/h b/L\[w9thw
M&C No.2024-298
Report DateNovember 19, 2024
Meeting DateNovember 25, 2024
Service AreaUtilities and Infrastructure
Services
HerWorship Mayor Donna Noade Reardon andMembers of Council
SUBJECT:Contract 2023-18: Carmarthen Street (Mecklenburg Street to Orange
Street) Water, Sanitary and Storm Sewer Renewal and Street
Reconstruction
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Holly Young Ian Fogan/Michael BakerJ. Brent McGovern
RECOMMENDATION
It is recommended that:Contract No. 2023-18: Carmarthen Street (Mecklenburg
Street to Orange Street) Water, Sanitary and Storm Sewer Renewal and Street
Reconstruction beawarded to the lowtenderer,Steele Trucking Ltd., at their
tendered priceof $1,788,988.46(including HST) as calculated based on estimated
quantities, andfurther that the Mayor and City Clerk be authorized to execute the
necessary contract documents.
EXECUTIVE SUMMARY
The purpose of this report is to recommend that Council award Contract No.
2023-18: Carmarthen Street (Mecklenburg Street to Orange Street) Water,
Sanitary and Storm Sewer Renewal and Street Reconstruction project to the low
tenderer.
PREVIOUS RESOLUTIONS
th
October 17, 2022: M&C 2022-317 2023 and 2024 General and Utility Fund
Capital Budget, approved.
April 17, 2023: M&C 2023-098 2023 General Fund and Utility Fund Capital
Budget Update, approved.
REPORT
The 2023approved Water & Sewerage Utility Fund andGeneral Fund Capital
Programsincludefunds for the reconstruction ofCarmarthen Street(Mecklenburg
Street to Orange Street). The work generally includes the replacement of the
- 2 -
existing water main and sanitary sewer, installation of a new storm sewer for
separation, and full street reconstruction. The work also includes new concrete
curbs and sidewalks, grass medians, roadway granular materials, asphalt, trees,
and street signage.
TENDER RESULTS
Tenders closed on November 5, 2024, with the following results, including HST:
1. Steele Trucking Ltd. $1,788,988.46
2. Fairville Construction Ltd. $1,833,238.00
3. TerraEX Inc. $1,836,532.75
4. L. Sanford and Sons Ltd. $2,080,214.76
5. Galbraith Construction Ltd. $2,214,969.86
The Engineers estimate for the work was $2,056,997.
ANALYSIS
The tenders were reviewed by staff, and all were found to be formal in all respects
with the exception of the tender from Galbraith Construction Ltd. The tender
from Galbraith Construction contained an error in mathematics. In accordance
with Division 2 Instructions to Tenderers and Tendering Procedures, item 2.11
(u)(i), the error was corrected and the correct total was used for evaluation
purposes and reported above in the tender results.
Staff are of the opinion that the low tenderer has the necessary resources and
ability to perform the work and recommend acceptance of their tender.
FINANCIAL IMPLICATIONS
The Contract includes work that is charged against the 2023 Water & Sewerage
Utility Fund and General Fund Capital Programs. This project is partially funded
by the Integrated Bilateral Funding program (Other Share). Assuming the award
of the Contract to the low tenderer, an analysis has been completed, which
includes the estimated amount of work to be performed by the Contractor and
Others.
The analysis below was established by including the City Share and Other Share
funding included in the approved 2023 Capital Programs. In determining the
overall budget for this project, a breakdown of Other Share (73.33%) and City
Share (26.67%) was used. This allocation was determined by considering the City
Share as 26.67% of the overall budget.
The analysis is as follows:
Budget $ 1, 559,805
Project Net Cost $ 1,743,028
Variance (Shortfall) -$ 183,223
- 3 -
The overall project shortfall ($183,222.08) is based on a projected surplus in the
2023 Utility Fund Capital Program ($59,030.20) and a shortfall in the 2023 General
Fund Capital Program ($242,252.28).
The shortfall for the General Fund is $64,608.69 City share (26.67%) while $177,
643.59 Other Share (73.33%) would come from the overall Integrated Bilateral
Fund envelope. The City Share shortfall will come from the already approved
Council recommendation as part of M&C 2023-098 to transfer up to two million
dollars from the General Fund Capital Reserve to 2023 General Fund Capital
projects requiring additional funding as part of an overall plan to allow overages
to be offset with available funding.
It should be noted that due to the City using Other Share funding offsets from the
overall Integrated Bilateral Fund envelope, projects originally planned to be
completed within the program will need to be canceled. Once clarity is obtained
(i.e. designs & engineers estimates completed) on the remaining reduced scope
of work within the program the City will be requesting an overall scope change for
the program from RDC to align with the projects completed.
POLICY - TENDERING OF CONSTRUCTION CONTRACTS
This recommendation aligns with policy for the tendering of
construction contracts, adhering to the City's General Specifications and specific
project specifications.
STRATEGIC ALIGNMENT
This report aligns with Council's Priorities for GROW, GREEN, MOVE and PERFORM
as the project involves reconstructing sections of a city street currently in poor
condition while leveraging Other Share funding. The work also includes installing
new storm sewers, allowing for separation of sanitary sewer and storm sewer
flows within the project limits.
During the design phase of the work for this project, a review of the Central
Peninsula Secondary Plan (The Secondary Plan) was completed. The Secondary
Plan contains several Policies and Proposals relating to the Central Peninsula.
Throughout the engagement process in developing the Secondary Plan, more
street trees and greening was identified as a community priority. There was also
a noted desire to improve pedestrian infrastructure.
The reconstruction of Carmarthen Street (Mecklenburg Street to Orange Street)
includes the renewal of the water and sanitary sewer infrastructure as well as the
installation of new storm sewer infrastructure for separation. A few noteworthy
improvements include:
Road Narrowing The existing street cross-section (asphalt width) on
Carmarthen Street (Mecklenburg Steet to Orange Street) will be reduced
- 4 -
from an average of 11.2 m to 9.4 m. This will maintain sufficient width for
travel lanes and alternate side on-street parking while enhancing safety
through traffic calming.
Pedestrian Crossings - Will be included on the sidewalks flush with the
asphalt roadway surface, to ease access for all users of the pedestrian
transportation infrastructure.
Sidewalks Replacement of aging sidewalks with new concrete curb and
sidewalk will improve pedestrian infrastructure, while enhancing the
quality of life for members of the community.
Landscape Improvements The addition of grass medians and street trees
provides greenspace between the road and the sidewalk thereby
enhancing an area where many of the buildings either face directly at the
street or are at the edge of the right-of-way. Street trees, once fully grown,
can act as another traffic calming measure as these create a tunneling
effect. Th
priorities.
SERVICE AND FINANCIAL OUTCOMES
The municipal infrastructure along Carmarthen Street (Mecklenburg Street to
Orange Street) is currently in poor condition and requires replacement. This
infrastructure renewal effort reduces the likelihood of future service disruptions
for residents, addressing potential failures in the existing infrastructure.
Additionally, the project includes the separation of stormwater and sanitary sewer
flows within the project limits further contributing to the overall improvement of
the area's infrastructure. The storm sewer that is being installed on this section
of Carmarthen Street will also support the further separation of sanitary and
storm sewer flows on other sections of the Central Peninsula.
This project also provides for the opportunity to make several streetscape
enhancements that will improve the safety of this section of Carmarthen Street
for all users of the transportation infrastructure.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This design was reviewed by Growth and Community Services and Public Works
and Transportation Departments.
The tendering process for this project was completed in accordance with the City's
Strategic Procurement Policy and Supply Chain Management supports the
recommendation being put forth.
Staff are scheduled to meet with the Saint John Ability Advisory Committee on the
planned work on Carmarthen Street (Mecklenburg Street to Orange Street) at the
end of November.
- 5 -
A Public Information Session for this project will be held prior to construction in
the spring of 2025.
ATTACHMENTS
N/A
PROCLAMATION
rd
WHEREAS: In1992 The United Nations General Assembly declared December 3as
the
inclusive and ;and
WHEREAS:In 2010 Canada ratified and is a signatory of the United Nations
Convention on the Rights of People with Disabilities, and Canada and New
intended to prevent discrimination, uphold human rights, and remove
access barriers to inclusion for persons with disabilities; and
WHEREAS:International Day for Persons with Disabilities promotes the importance of
equity, inclusion, equal access, and an understanding of the barriers that
impactover 35% of New Brunswickers living with disabilities in all
aspects of our society;and
WHEREAS:Recognizingthat individuals with disabilities have historically faced and
continue to encounter systemic discrimination, segregation, isolation, and
barriers to accessing education, employment, transportation, and more-
conditions that have heightened rates of unemployment, poverty, and
isolation in comparison to their non-disabled counterparts; and,
WHEREAS:Recognizingthat disabilities intersect with all other identitiessuch as
age, race, ethnicity, religion, gender, sexual orientation, and
socioeconomic status, andare a natural part of the human condition that
can affect anyone at any time; and,
WHEREAS:This day is an opportunity to promote the human rights and well-being of
Persons with Disabilities in all spheres of society going forward and to
increase awareness of the work still to be done to achieve equity in human
rights and social conditions for our citizensliving with disabilities.
NOW THEREFORE: I,Mayor Donna Noade Reardon, of Saint Johndo hereby
request the citizens of Saint John to join with our Council, toproclaim December
3, 2024City of Saint
John.
In witness whereof,I have set my hand and affixed the official seal of the Mayor of
the City of Saint John.
/haahb /h b/L\[ w9thw
M&C No.2024-304
Report DateNovember 19, 2024
Meeting DateNovember 25, 2024
Service AreaPublic Works and
Transportation Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: źƓƷĻƩ ağƓğŭĻƒĻƓƷtƌğƓ ΛatΜ ƦķğƷĻ
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
John MascarenhasMichael HugenholtzJ. BrentMcGovern
RECOMMENDATION
It is recommended that Common Council receive and file this report.
EXECUTIVE SUMMARY
The purpose of this report is to communicate the City of Saint John (COSJ) WMP for
1) 2023-2024 winter season -successes and lessons learnt
2) 2024-2025 -Ice control & snow removal plan -streets and sidewalks
3) Opportunities and challenges that impact service delivery
4) Public Cooperation
Plan at
www.saintjohn.ca/winter.
PREVIOUS RESOLUTION
City staff presented a similar Winter Management Plan forthe 2023-2024 winter.
REPORT
Background
We know how important it is for residents to get to where they want to go safely, and
winter conditions add an extra layer of challenges. The City's Winter Management Plan
(WMP) outlines how crews will respond to snow and ice before, during and after
snowfall.
- 2 -
INFRASTRUCTURE MAINTAINED BY COSJ
During the winter season the City of Saint John services
1,160 lane kilometers of road
225 Kilometers of sidewalk (2023)
114 Priority Catch basins + 29 Inlets/Outlets
When it snows, our crews clear snow based on road priority. Based on storm severity,
our crews can respond to storms 24/7 and will work continuously until our objectives
are met based on the City's WMP.
ЋЉЋЌΏЋЉЋЍ Lb9w 9t9wL9b/9
-2024 compared with previous
seasons. However, successive precipitation events, combined with changeable
temperatures, caused the need for several salting operations to keep roads and
sidewalks from becoming slippery. Heavier rainfall events during the tail end of the
season required a shift in focus to stormwater responses. The following additional
details best describe the past winter.
3 recordable severe storms last winter
2 with a Storm Severity of > 30 (measured on a scale of 100)
2 of the 3 storms occurred in January within 2 weeks
Several moderate (<30) storms brought hours of freezing rain and snow
Our teams regularly salted, sanded, scraped, streets and sidewalks
The recurring freeze-thaw cycle from December 2023 to March 2024 indicates
precipitation fell more as freezing rain than snow. We received 397.3 mm of rain
over February and March 2024, which caused flooding and washouts
Our crew kept serviced 140 + priority catch basins and 29 inlets/outlets clear of
debris, ice, and snow to prevent flooding in several parts of the City, notably at
Treadwell Lake, Glen Falls, McAllister Drive, Haymarket Square, Rothesay Road,
Ashburn Road, and Honeysuckle Drive
Diligent and focused execution of the WMP allowed for most WMP service objectives
to be met. The following two graphs show how well performance objectives were met
for clearing streets and sidewalks this past winter. The time and quality-based
- 3 -
performance objectives for both streets and sidewalks are provided at
www.saintjohn.ca/winter and on a fact sheet attached to this report.
- 4 -
Although most streets and sidewalks were accessible within the deliverables of the
WMP, any result below 100% indicated motorists or pedestrians would have
experienced some periods of reduced accessibility. In the case of the January 16 storm,
On the first pass, the City's snow-clearing services were delayed by 11% for
streets and 15% for sidewalks
This storm was also the most severe storm of the year (score of 35), which
indicates the link between a storm's severity, its proximity to each other, and
our ability to meet objectives based on real-time available resources
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Climate change affects the frequencies and types of adverse weather, such as freezing
rains, freeze-thaw cycles, and snowfall, causing damage to our infrastructure, such as
flooding, potholes and water main breaks that require reinstatement. Public Works &
Transportation (PW&T) continues to be as prepared as possible with available resources
to realign our responses and remedy the situation.
Service improvements for the 2024-2025 season:
1. Predictive Forecasting
Responding to winter storms with the right approach at the right time is critical.
The City's Winter management team, in conjunction with AI meteorologist vendor
FROST, monitors weather forecast patterns for COSJ's various micro-climates and
follows weather reports daily. FROST gives us additional information using 5 remote
sensing equipment at multiple sites throughout the City, providing air and road
temperatures and surface grip, allowing the City to dispatch resources according to
specific pre-post storm conditions. These units are leased and solar-powered. Weather
monitoring is supplemented by on-road visual confirmation through PW snow control
teams and Customer Service Dispatch.
The Winter Management control team's response decisions are usually made before
anticipated snowfall/precipitation, based on available data at that time.
Responses that are too robust can result in the overuse of resources
Insufficient real-time responses can result in dangerous driving or walking
conditions and the risk of falling marginally short of performance objectives
Dashboard analytics from these weather stations proved helpful in making good,
informed decisions. The app downloaded onto the CS and PW supervisor's iPhones
- 5 -
provided added mobility, making quicker adjustments to suit current and future road
conditions in real-time.
2. Retaining Old Plow Trucks -Managing Resource Availability:
The continued usage of 4 plow trucks with limited residual life will continue
primarily during equipment maintenance issues exacerbated by lingering supply
chain parts disruptions
These plow trucks do improve the flexibility of having enough equipment at a
point in time during a storm event, given the frequencies and types of adverse
weather and equipment breakdowns we faced in the last 2 winter seasons
3. Sidewalk Plowing:
Of the 225 KM of sidewalks the city plows, Wing-able sidewalks increased from
11 KM to 15 KM. In addition to larger equipment being more efficient at clearing
snow from sidewalks, winging sidewalks with plow trucks also removes the pile
of snow left between the street and sidewalk when sidewalk plows are used. A
clear path between the street and sidewalk aids in pedestrians safely crossing
the street at crosswalks and gaining access to school and Transit buses.
For 2024/25, we added 338 m of new sidewalk on Boars Head Road to the
number of sidewalks serviced
Centennial school sidewalk plowing between Visart St. and the school
A noticeable increase in the number of sidewalks plowed will come by 2027,
increasing the number of sidewalks plowed to 75% of our inventory (based on
the 10-Year Strategic Plan)
4. Anti-Icing Program (road brining)
The City takes a strategic approach to snow and ice control.
We have 3 Direct Liquid Application (DLA) trucks
Starting mid-December, crews pre-treat dry road surfaces of major arterial roads
with liquid salt brine upon forecasted snow or icy conditions. This places a
protective anti-icing skim coat on the pavement surface prior to a winter event,
making it difficult for ice to form on the roadway and easier for plows to remove
snow once it falls
Reduces in the salt/sand usage on our roads
5. Asphalt Recycling Equipment and Roadway Maintenance
- 6 -
Potholes and watermain breaks occur between November and April when
freeze-thaw cycles are frequent
Public Works team members tend to base or patch these potholes or cuts using
recycled asphalt through 3 hot asphalt re-cyclers, at a cost far lower than the
cost of cold asphalt mix that is more often only a temporary solution and must
be redone time and again
It also helps keep our environment a little cleaner by recycling our used asphalt
that would normally be thrown into landfills
6. New Field Communication Devices
PW&T on all
vehicles, increasing the safety of our team during storms by
Making it simple to connect with team members anywhere, anytime
Passing time-critical information at the push of a button
7. Reducing Pushing Snow onto Streets and Sidewalks:
Snow being pushed onto streets or sidewalks from adjacent properties inhibits WMP
performance objectives from being met
It increases the costs to taxpayers
It is illegal
8. Crane Mountain Road plowing
3 additional lane KM of snow and ice control responsibility reassigned to Cityplow
route by the Department of Transportation for the 2024/25 season.
9. Parks
LŷƷƚƌźΏƒğƨğŷğƒƚƉ Ώ ŷĻ DğƷŷĻƩźƓŭ {ƦğĭĻ
Parks have designated staff for snow and ice control ensuring accessibility to said
space
Including a new ice-skating surface that will be maintained and open to the
public 7 days/evenings a week
- 7 -
IğƩĬƚǒƩ tğƭƭğŭĻ
Additional resources allocated for citizens access to
Harbour Passage to Tin Can Beach
The new Fundy Quay section on the Saint John Waterfront
/ŷğƌƌĻƓŭĻƭ
Њ͵ Alignment of Community Expectations and Approved Resources:
Performance objectives for street and sidewalk are defined by the General
Operating Fund budgets
The number, type, and frequency of storms over winter are all variables that can
significantly impact the ability to meet performance objectives given current
resource levels
Service based budgets that bridge community expectations and weather
patterns are essential
2. Resource Re-Alignment
9ƨǒźƦƒĻƓƷ
The City has 33 street plow routes and 11 sidewalk plow routes
27 of the 33 street plow routes are serviced by 27 larger pieces of equipment
and 4 end-of-cycle vehicles (used for redundancies)
The other 6 street plow routes are plowed with one-ton vehicles used for
plowing narrower streets
The 11 sidewalk plow routes are cleared with 11 smaller sidewalk plows
Although the team maintains equipment in advance of, and throughout the
seasons, this equipment is used long hours performing hard work and
equipment will become unavailable during winter storms. Although 4 old heavy
plow trucks have been retained to fill in gaps when primary equipment is down,
there will be times where street or sidewalk plows assigned to routes will be
unavailable during a storm.
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The start of and response to snowstorms can occur 24 hours per day, seven days
per week during the winter season.
- 8 -
For Dayshift, 40 hrs. in a week, we have team members available to resource all
street and sidewalk plowing equipment permitted there are no scheduled or
unscheduled absences
For Nightshift, 40 hrs. per week, we have team members available to resource
most, but not all, large pieces of street plowing equipment permitted there are
no scheduled or unscheduled absences. No resources are available to resource
the smaller one tons or sidewalk plowing equipment
For the remaining 88 hrs. during off time, team members are required to
respond to a storm through call ins, beyond their regular shifts. There is a limit
to how long the team members can operate safely
With the caveats provided, there remains gaps when resources will be
unavailable, potentially compromising ability to meet performance objectives
3. Additional Services Provided in Winter Season
Apart from daytime garbage and compost collection, additional services required of
PW&T are performed by the same team involved in response during and following
snowstorms. Collection of garbage and compost from the South-Central Peninsula
at night, removing garbage from pole baskets, inspecting and clearing over 150 high
priority catch basins and culverts in advance of rain events, pothole patching, salting
and sanding between storms, and equipment maintenance are duties performed
between or concurrent with responding to snowstorms. Challenges meeting WMP
deliverables and expectations of other services provided are compounded during a
heavier winter.
4. Preparation and Training
PW&T team is witnessing more employee
turnover in recent years. Approximately 20% of the team engaged in street and
sidewalk plowing has 3 years or less with the city. As such, preparation and training
requirements are growing.
PW&T enacted shift change for winter 2 weeks earlier for winter preparation
compared to last year
On-the-Job winter equipment/route training was imparted to all new joiners and
those in need of a refresher
We allocated our fleet management team additional time to winterize our
equipment
It is important the community appreciates that the team and equipment used to
- 9 -
to winter storms. As such, the community must anticipate a reduced focus on the
other services Public Works provides in the Fall/tail end of the year.
5. Supply chain delays:
Unfortunately, global supply chain delays and disruptions delay how long it takes
to receive parts for plow equipment. These delays lead to compromised ability
to meet performance objectives
6. Climate Change:
The number type and frequency of storms over a winter season are all variables
that can significantly impact ability to meet performance objectives. Switching
between snow-ice control to flood and washout situations is the new reality
7. Parking Restrictions on Streets Too Narrow to Effectively Plow:
On-street parking can also cause negative service or cost implications
Illegally at times during and following storms
In some cases, on-street parking restrictions need to be adjusted to meet service
objectives, particularly on narrower streets
8. Inability to continue fully servicing some Forest Hills trails:
Several asphalt trails off-street that connect sidewalks in Forest Hills are in such a
deteriorated state that it will not be possible to meet WMP service deliverables
consistently in the 2024-2025 winter season. These include trails between Mountain Rd.
and Glengarry Dr., as well as Mountain Rd and Alpine St. We are committed to continue
plowing these trails, permitted not too much snow accumulation occurs. However,
should a heavy snow event occur, or successive storms result in more significant
accumulation, there will be insufficient traction available to move the heavier
accumulation with the combination of the trail grades and poor surface condition. As
such, the City will not be in a position to hold itself reasonably to the service standards
in the WMP. Trail rehabilitation efforts will continue to be explored in future
construction seasons so that return to more consistently meeting service standards can
once again be achieved; however, the current state of these trails is among the $ ½
Billion deficit of infrastructure that needs attention.
- 10 -
IƚǞ /ğƓ ƷŷĻ /ƚƒƒǒƓźƷǤ IĻƌƦͪ
The community contribution helps in maintaining a livable and safe city throughout
winter.
1. Stay informed about our WMP at www.saintjohn.ca/winter. It outlines the service
expectations during and following storms
2. Planning for additional travel time or re-evaluating the need to travel at all during
or immediately following storms
3. The use of winter tires and proper footwear will provide added traction as streets
and sidewalks, particularly while service objectives are being pursued
4. Collisions at rail crossings spike during the winter months. CN Rail provided
information to improve safety at rail crossings during winter
5. Catch basins must be kept clear to allow for proper stormwater drainage especially
during heavy snowfall or rain as it prevents water ponding or flooding
6. Fire hydrants: In an emergency, every second matters. Blocked, concealed or
difficult-to-access fire hydrants can delay emergency fire response
7.
8. By-Law LG-22 prohibits throwing or piling snow in the street or on the sidewalk. This
is a serious problem that can cause safety issues for motorists, pedestrians and other
users as it complicates clearing for crews. When this occurs, team members are
often forced to double back, delaying service on the rest of their routes. The
municipality has enforcement in place to address non-compliance with said By-Law:
A person who violates any of the provisions of this By-law is guilty of an offence
and is liable upon summary conviction to a fine of not less than three hundred
dollars ($300.00) and not more than two thousand one hundred dollars ($2,100)
9. Winter Parking
Avoid parking on the sidewalk. When parked in a driveway, make sure your
vehicle isn't hanging over into the -of-way. These vehicles are
dangerous obstacles for crews and prevent proper clearing of sidewalks
The City continues to develop a comprehensive system of on-street parking
availability while supporting snow clearing efforts based on the WMP
The community can help by following on-street parking regulations for a
particular street, parking off-street (designated lots) when overnight parking
bans are called, and parking off-street whenever possible.
https://saintjohn.ca/en/parking
- 11 -
The community can stay informed when parking bans are in effect. The City
provides a wide range of ways citizens are advised of bans; through email
notifications, the city website, radio advertisements, and the snow ban line 506-
658-4040. Public notification will be posted no later than 3:45 pm the day of the
ban
The City provides maps identifying where South-Central Peninsula lots are
located for parking during overnight parking bans
City staff, through our Integrated Customer Service Centre, are available for public
interaction. By staying Informed through email notifications, the City website, radio
advertisements, the snow ban line 506-658-4040 and exercising patience during severe
snowstorms, you can help prevent surges in calls to us during and following storms that
may delay or prevent others with a need from reaching us.
City staff do not have the ability to divert resources to:
Plow lower priority neighborhood streets or sidewalks earlier
Provide clearing snow/ice in front of citizens driveways without compromising
service performance objectives based on the WMP
STRATEGIC ALIGNMENT
This f:
Move by contributing to the re-establishment of safe transportation options
following a winter storm event, and
Perform by measuring results and continuous improvement of the street and
sidewalk snow clearing service
The planned trial of the Weather Stations is expected to contribute to the
Strategic Plan target of reducing highway salt usage by 5%.
SERVICE AND FINANCIAL OUTCOMES
Staff is optimistic the service improvements and contingencies introduced for the 2024-
2025 winter, in conjunction with past initiatives, such as live edge plow technology,
brine usage, improved salt inventory management, changes to when overnight parking
bans are called, enhanced coordination and improved storm and season after-action
reviews will allow your Public Works team to maintain a consistent, balanced approach
in providing citizens with quality service during the winter months with the resources
and equipment available. Success will continue to be monitored this winter.
- 12 -
Two proposed service enhancements that, if approved as part of the 2025 General Fund
Operating Budget, would further improve Winter Management Plan deliverable outcomes.
These include:
Additional enforcement resources would allow the City to be in a better position to
enforce situations where a person or company pushes snow onto streets and
sidewalks, to enhance the by-law improvements Common Council supported last
winter, and
A new Skilled Worker would, in addition to providing enhanced mowing and
vegetation control services in the construction season, would allow the Public Works
team to ensure an additional approximate 35 lane-kilometres of streets to be plowed
before morning rush hour (providing service for up to 2,000 residents).
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
Staff presentation
͵
REPORT TO COMMON COUNCIL
M&C Number2024-312
Report DateNovember 18, 2024
Meeting DateNovember 25, 2024
Her Worship Mayor Donna Noade Reardon and Common Council
SUBJECT: Amendment to the Wage Escalation Policy FAS-007
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary AuthorFinance ChairChief Admin Officer
Kevin FudgeGary Sullivan J. Brent McGovern
RECOMMENDATION
Finance Committee recommends that Common Council approve the amended
Wage and Benefits Budget Escalation PolicyFAS-007.
EXECUTIVE SUMMARY
The Wage and Benefits Budget Escalation Policy is an important part of a Long-
Term Financial Plan toensure wage and benefit budgets are affordable for
taxpayers.The Policy supportsthe Cityin achieving the performance goals in
5-yearpriorities, 10-yearstrategic plan and Long Term
Financial Plan.
The amendment to the Policy is being brought forward to add definition to the
calculation of the Consumer Price Index (CPI) + 1 provision of the policyas
described in section 4.1.3.
PREVIOUS RESOLUTION
N/A
STRATEGIC ALIGNMENT
The Wage and Benefits Budget Escalation Policy is aligned with Council Priority
to Perform
- 2 -
REPORT
Long-Term Financial Plan a number of key financial policies
were adopted to put the City on a sustainable path forward. Wage and Benefits
Budget Escalation Policy embeds a framework to ensure financial policies are
reviewed periodically. The Wage and Benefits Budget Escalation Policy was
adopted on September 24, 2019, and included the following objectives:
Objectives of the Wage and Benefits Budget Escalation Policy:
The City spends within its means.
The wage and benefit budget escalation does not cause a tax rate
increase in order to balance the General Operating Budget.
Wage and benefit budget escalation does not cause a reduction in
service levels in order to balance the General Operating Budget.
Wage and benefit budget escalation does not exceed the
recurring revenue.
Application:
The City Manager shall recommend increases to the wage and benefit
budget in accordance with the Wage and Benefit Escalation Policy.
Recommendations for wage and benefit budget increases shall be
based on a three-year rolling average of recurring revenue growth;
Wage and benefit budget increases shall not exceed CPI plus 1% unless
supported by a business case and approved by Common Council.
September year over year to
calculate CPI and approve the Wage and Benefit Escalation Policy rate for each
year. September year over year was used to ensure the most current CPI figure
applied to the calculation.
To avoid uncertainty as well as to incorporate a risk management strategy to
smooth the risk of fluctuation in CPI without compromising the use of the most
current figures, staff recommend the following:
1. The Wage and Benefit Budget Escalation Policy be amended to include the
definition of consumer price index.
2. New Brunswick Consumer Price Index be used in the formula.
3. The average of NB CPI for the months of January September be used in
the formula to smooth risk of fluctuation while still leveraging current year
inflation data.
- 3 -
The Amendment to the calculation of CPI would have had no impact on the 2024
Wage and Benefit Escalation Policy had the recommendations in this report been
used as demonstrated below:
2024 Wage Escalation Policy
JanFebMarAprMayJunJulAugSep
6.50%5.90%4.20%4.30%2.30%2.10%2.90%3.50%4.00%
Average4%
Conclusion
The Wage and Benefits Budget Escalation Policy is needed to ensure revenue
growth is sufficient to fund expense growth, preventing structural deficits. The
amendment to the Wage and Benefits Budget Escalation Policy will continue to
mitigate the risk of the City falling into future structural deficits while increasing
transparency of calculation within the policy.
SERVICE AND FINANCIAL OUTCOMES
The Wage and Benefits Budget Escalation Policy is aligned with Council Priorities
and will contribute to the successful implementation of the Long-Term Financial
Plan.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input has been received from Finance Committee, CAO, Finance, Human
Resources
ATTACHMENTS
Amended Wage and Benefits Budget Escalation Policy FAS-007
Title: Wage and Benefits Budget Escalation Policy
Subject: Wage and Benefit budget increases Category: Finance and Administrative Services
Policy No.: FAS-007 M&C Report No.:
Effective Date: November 25, 2024 Next Review Date:
Area(s) this policy applies to: Cross Corporate Office Responsible for review of this Policy:
Finance and Administrative Services
Related Instruments: Policy Sponsors:
FAS-001 Asset Management Policy Chief Administrative Officer
FAS-002 Investment Management Policy Chief Financial Officer
FAS-003 Reserves Policy
FAS-004 Operating Budget Policy
FAS-005 Capital Budget Policy
FAS-006 Debt Management Policy
Document Pages:
This document consists of 4 pages.
Revision History:
September 24, 2019
Common Clerk's Annotation for Official Record
Date of Passage of Current Framework: _________________________
I certify that this Policy was adopted by Common Council as indicated
above.
________________________ ______________________
Common Clerk Date
Date Created: Common Council Approval Date: Contact:
Finance and Administrative Services
City of Saint John
Wage and Benefits B´£¦¤³ Escalation Policy
(DRAFT)
TABLE OF CONTENTS
1.
2. POLICY STATEMENT ..................................................................................................... . 3
3. DEFINITIONS ................................................................................................................... 3
4. PRINCIPLES AND APPLICATION ..................................................................................... 3
5. ROLES AND RESPONSIBILITIES ....................................................................................... 4
2
City of Saint John
Wage and Benefits B´£¦¤³ Escalation Policy
(DRAFT)
1. PURPOSE AND CONTEXT
1.1. The -term financial plan has put the City on a sustainable path and to
continue to be sustainable, the City must find ways to control costs that have been
escalating faster than its revenue growth.
1.2. To be sustainable, wage and benefit budget increases should not exceed assessment
base growth.
1.3. Wage and Benefits Budget Escalation policy provides direction to staff and ensures
that ability to pay is a consideration in future labor contract negotiations.
2. POLICY STATEMENT
2.1. The Wage and Benefits Budget Escalation Policy is established to ensure that the City
is on a sustainable path by aligning expenditure growth with tax base growth.
2.2. The Wage and Benefits Budget Escalation policy objectives are as follows:
The City spends within its means.
Wage and Benefits Budget Escalation does not cause a tax rate increase in
order to balance the General Operating Budget.
Wage and Benefits Budget Escalation does not cause a reduction in service
levels in order to balance the General Operating Budget.
Wage and Benefits Budget Escalation does not exce
assessment base growth.
All employee groups are treated equitably.
3. DEFINITIONS
Municipal Assessment Base for Tax Purposes means the total amount of
property values for property tax purposes.
Assessment Base Growth means the percentage increase in the Municipal
Assessment Base on an annual basis.
4. PRINCIPLES AND APPLICATION
4.1 Principles:
4.1.1 Wage and benefit budget increases must be affordable.
4.1.2 Wage and benefit budget increases must not exceed the assessment base
growth.
3
City of Saint John
Wage and Benefits B´£¦¤³ Escalation Policy
(DRAFT)
4.1.3 Notwithstanding clause 4.1.2, wage and benefits budget increases cannot
exceed the average of NB CPI for the months of January to September plus
1% in the prior year of annual budget (Example 2025 Operating Budget
would use January to September 2024 NB CPI for calculation), unless it is
supported by a business case and approved by Common Council.
4.1.4 Bargaining or non-bargaining employees are treated equitably.
4.2 Application:
4.2.1 The Chief Administrative Officer shall recommend increases to wages and
benefits budget in accordance with the Wage and Benefits Budget Escalation
Policy.
4.2.2 Recommendations for increase in the wage and benefit budget shall be
based on the previous three-year rolling average of Assessment Base
Growth.
4.2.3 Utilizing a Three-Year Rolling Average is a recommended approach due to
the following factors:
The fluctuation in the assessed value of properties for tax purposes
will be smoothed out by the rolling average.
Historical trend can help predict future growth.
The Three-Year Rolling Average is a reliable source of information
that can be validated.
A wage and benefit budget model based on the Three-Year Rolling
Average is predictable, affordable and equitable.
Example of a 3-year rolling average of assessment base growth:
2017201820193-Year Rolling Average
0.59%0.39%1.86%0.95%
4.2.4 In any case, the increase in the wage and benefit budget shall not exceed the
average of New Brunswick CPI from January to September plus 1% for the
calendar year unless it is supported by a business case and approved by
Common Council.
Example of NB CPI plus 1% for the calendar year:
2024 Calendar Year
JanFebMarAprMayJunJulAugSep
6.5%5.9%4.2%4.3%2.3%2.1%2.9%3.5%4.0%
Average4.0%
4
City of Saint John
Wage and Benefits B´£¦¤³ Escalation Policy
(DRAFT)
4.2.5 Any wage and benefit budget increases for employee groups that are beyond
the Chief Administrative Officermay result in a
corresponding reduction in the workforce of those groups.
5. ROLES AND RESPONSIBILTIES
5.1 Council shall:
5.1.1 Approve the Wage and Benefits Budget Escalation Policy.
5.1.2 Direct staff to use the three-year rolling average of the assessment base
growth in future contract negotiations.
5.2 Finance Committee shall:
5.2.1 Recommend the Wage and Benefits Budget Escalation Policy to Common
Council for approval.
5.2.2 Review any changes to the Wage and Benefits Budget Escalation Policy in the
future.
5.3 The Chief Financial Officer:
5.3.1 Review annually to ensure that wage and benefit budget increases are in
compliance with the Wage and Benefits Budget Escalation Policy.
5.3.2 Update the three-year rolling average of the assessment base growth on an
annual basis and make the information available to Human Resources and
all employee groups.
5.3.3 Recommend any changes to the Wage and Benefits Budget Escalation policy
in the future.
5
COMMON COUNCIL REPORT
M&C No.2024-308
Report DateNovember 18, 2024
Meeting DateNovember 25, 2024
Service AreaStrategic Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: 2025GeneralFund Operating Budget
AUTHORIZATION
Primary AuthorCommissioner/Dept. Chief Administrative Chair of the
HeadOfficerFinance
Committee
Craig LavigneKevin FudgeJ. Brent McGovernCouncillor Gary
Sullivan
RECOMMENDATION
It is recommended that Common Councilreflect upon the proposed2025General
Fund Operating Budget, make all inquiries to staff and receive and file this report
and presentation.
EXECUTIVE SUMMARY
The proposed 2025General Operating Budget waspresented to the Finance
Committee on October 23rd, 2024,andapproved at the meeting of Finance
Committee on November 18th,2024.The budget has been produced based on
strategic priorities, 10-year Strategic Plan, as well as on the
The proposed 2025General Operating Budget totals $194,366,011, up 3.5% year
over year. The budget includesa property tax rate reduction of 3.0 cents, from
$1.58to $1.55per $100 of assessed value. If approved by Council, the 2025
property tax rate would be reduced by a total of 23.5 cents or 13.2% reduction
over the last fouryears. The budget also incorporates maintaining the tax
strategy on tax reform.
PREVIOUS RESOLUTION
Finance Committee Meeting November 18, 2024It is recommended that the
Finance Committee endorsethe proposed 2025GeneralOperating Budget and
- 2 -
REPORT
The proposed 2025 General Operating Budget was presented to the Finance
Committee on October 23rd, 2024 and approved at the meeting of Finance
Committee on November 18th, 2024. The budget has been produced based on
-year Strategic Plan, as well as on the
ncial Plan.
The proposed 2025 General Operating Budget totals $194,366,011, up 3.5% year
over year. The budget includes a property tax rate reduction of 3.0 cents, from
$1.58 to $1.55 per $100 of assessed value. If approved by Council, the 2025
property tax rate would be reduced by a total of 23.5 cents or 13.2% reduction
over the last four years. The budget also incorporates maintaining the tax
strategy on tax reform.
REVENUE
Property tax assessment has increased based on a growth rate of 6.52%. The
growth rate can be split between market adjustments of 4.87% and new
construction of 1.65%. The proposed reduction of the tax rate to 1.55 and
increased property tax assessment results in an increase of annual property tax
revenue of $6,384,842 or 4.24% over the previous year.
The annual equalization and unconditional grant saw a reduction of $969,888 or -
7.04%.
Own source revenue includes new revenue from the Housing Accelerator fund in
the amount of $2,775,572, along with funding from reserves for Industrial Parks
($180,000) and North End Neighborhood Plan ($200,000).
There is $600,000 included for Workers Compensation Recovery, increases in
Emergency Dispatch revenue and expected increases in permitting revenue.
EXPENDITURES
Overall expenditures are up year over year by $6,565,329 or 3.5%. Wages and
benefits are within wage escalation with an increase of $2,392,930 or 3.27% over
previous year.
Other notable increases include $2,775,572 for the Housing Accelerator Fund
program, $502K investment in recreation programming, increase of $100K in
mowing/street cleaning, increase of $823K in parks and opens spaces which can
largely be attributed to the new Ahtoli-maqahamok that opened in 2024.
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Public Safety Services which includeFire Services, Emergency Management and
Public Safety Communications Centre increased by $1,168,240 largely due to
inflationary pressures. The Saint John Board of Police Commissioners operating
grant will increase by $1,213,914 due inflationary pressures and the anticipated
hiring of 4 additional officers.
There are additional resources budgeted for Information Technology and
additional funding for Human Resources to focus on supporting safety, labour
relations and strategic plan.
Commission will receive an increase of $555,631 due to the increase in its
operating grant and reduction in debt.
Fiscal charges related to debt and interest payments will decrease by $1,229,431
due to The transfer
to Capital reserve allocations $3,000,000 to the future recreation facility.
Council Priorities/Strategic Plan/Service Delivery
The 2025 budget addresses multiple elements of the 10-year strategic plan,
Council Priorities, and addresses service delivery. The following list are highlights
from the various service areas which have one time funding and recurring
expenditures.
3 Cent Tax Rate Reduction
Parks includes additional resources to focus on increase level of service
for maintenance, beautification, garbage pickup, trail maintenance and
snow clearing.
New Parks Operation Superintendent and additional skilled worker
support enhanced mowing services and winter maintenance.
Saint John Transit operating subsidy increase of $750K
Enhanced IT support with resources to support Business Enablement
and Customer service.
New asset management position funded 50% General Fund and 50%
Saint John Water.
Traffic Safety Enhancements New Traffic Calming Manager
Funding from the community reserves to fund additional bylaw
enforcement officers as part of a 3-year pilot program and City Market
strategic plan.
$500K subsidy for Saint John Industrial Parks
$3.0M transferred into Capital reserves to continue to fund the
Catalytic Multiplex Project.
$2.8M in Housing Accelerator Fund Initiatives.
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The investments being made maintain existing service levels but also support the
priorities of council, follow various plans, and address social issues and meeting
the targets and principles of the long-term financial plan.
Aligning with Long Term Financial Plan
The budget follows 4 key financial values set out in the long-term financial plan:
money than you make 2025 budget is a structurally
balanced budget
Borrow Wisely the budget includes principal and interest charges of $14.19M
which is a reduction of $1.23M over 2024. The city continues to reduce debt and
increase pay as you go and is on track with its Debt Management Plan.
Save your money for a rainy day The budget includes $3.0M in capital reserves
to address several Council priorities, avoiding new debt and continuing a culture
Take control of your expenses before they take control of you the 2025
CONCLUSION
In conclusion, the proposed 2025 General Fund Operating Budget continues to
vulnerability, and is sustainable.
The budget also balances the financial objectives of the long-term plan while
balancing the priorities of Council along with the 10-year strategic plan.
STRATEGIC ALIGNMENT
The proposed 2025
priorities, the 10-
strategic operational plans.
SERVICE AND FINANCIAL OUTCOMES
See enclosed 2025 General Fund Operating Budget
- 5 -
INPUT FROM OTHER SERVICE AREASAND STAKEHOLDERS
, all
Service Areas, Members of Finance Committee and Common Council.
ATTACHMENTS
1. Appendix A 2025 Operating Fund Operating Budget
2. Appendix B 2025 Operating Budget Presentation
The City of Saint John
2025 General Fund Operating Budget
20252024
BudgetBudget
$$
Revenues
Property Taxes 156,964,319 150,579,477
PILT Adjustment 23,453 -
Equalization & Unconditional Grant 12,803,691 13,773,579
Regional Services Grant 1,006,997 1,009,640
Surplus 2nd Year Previous Year 272,858 2,335,841
Transfer from Operating Reserves 621,000 1,330,000
Growth & Community Services 7,201,811 4,505,063
Public Works & Transportation Services 6,683,079 6,378,970
Public Safety Services 2,708,313 1,992,113
Utilities & Infrastructure Services 340,635 316,000
Strategic Services 4,739,857 4,380,000
Saint John Energy Benefits 1,000,000 1,200,000
Total Revenues 1 94,366,011 1 87,800,682
Expenditures
Growth & Community Services 22,588,866 19,451,789
Public Works & Transportation Services 49,476,188 47,707,866
Public Safety Services - Fire, EMO and PSCC 33,675,248 32,507,008
Public Safety Services - Police Commission 30,751,388 29,537,474
Utilities & Infrastructure Services 5,453,727 5,106,674
Strategic Services 9,048,739 8,610,102
Corporate Services 8,490,014 8,295,166
Other Charges 34,881,842 36,584,604
Total Expenditures 1 94,366,011 1 87,800,682
Surplus (Deficit) - -
City of Saint John by Service
2025 General Fund Operating Budget
20252024
BudgetBudget
$$
Growth & Community Services
Salaries 7,138,317 6,207,974
Goods & Services 15,450,548 13,243,814
TOTAL 22,588,866 1 9,451,789
Public Works & Transportation Services
Salaries 18,454,916 17,780,854
Goods & Services 31,021,272 29,927,012
TOTAL 49,476,188 4 7,707,866
Public Safety Services - Fire, EMO and PSCC
Salaries 26,733,140 25,686,798
Goods & Services 6,942,108 6,820,210
TOTAL 3 3,675,248 3 2,507,008
Public Safety Services - Police Commission
Grant 30,751,388 29,537,474
TOTAL 3 0,751,388 2 9,537,474
Utilities & Infrastructure Services
Salaries 3,253,673 3,184,021
Goods & Services 2,200,054 1,922,653
TOTAL 5 ,453,727 5 ,106,674
Strategic Services
Salaries 4,704,798 4,353,217
Goods & Services 4,343,941 4,256,885
TOTAL 9 ,048,739 8 ,610,102
Corporate Services
Salaries 6,125,397 5,740,434
Goods & Services 2,364,617 2,554,732
TOTAL 8 ,490,014 8 ,295,166
Other Charges
Goods & Services 34,881,842 36,584,604
3 4,881,842 3 6,584,604
TOTAL EXPENDITURES 1 94,366,011 1 87,800,682
The City of Saint John
2025 General Fund Operating Budget
20252024
BudgetBudget
$$
Revenues
Property Taxes 156,964,319 150,579,477
PILT Adjustment 23,453 -
Equalization & Unconditional Grant 12,803,691 13,773,579
Regional Services Grant 1,006,997 1,009,640
Surplus 2nd Year Previous Year 272,858 2,335,841
Transfer from Operating Reserves 621,000 1,330,000
Growth & Community Services 7,201,811 4,505,063
Public Works & Transportation Services 6,683,079 6,378,970
Public Safety Services 2,708,313 1,992,113
Utilities & Infrastructure Services 340,635 316,000
Strategic Services 4,739,857 4,380,000
Saint John Energy Benefits 1,000,000 1,200,000
Total Revenues 1 94,366,011 1 87,800,682
Expenditures
Growth & Community Services
Growth & Community Planning Services 1,680,262 1,826,081
Development Engineering 391,301 369,657
Community Development 528,505 783,064
Animal Control 120,000 109,250
Dangerous and Vacant Building Program 278,451 468,954
Minimum Property Standards 506,125 492,521
Heritage Conservation Service 207,018 202,480
Other By-Laws 297,552 297,303
Permitting & Inspection Services 1,459,850 1,412,306
Regional Economic Development Agency 3,087,500 3,087,500
Market Square 2,500,000 2,250,000
Saint John Trade & Convention Centre 156,543 317,066
Imperial Theatre 322,021 308,048
Saint John Aquatic Centre 423,225 421,418
Saint John Arts Centre 128,549 195,223
TD Station 502,796 491,949
Library 544,839 489,909
City Market 1,316,629 1,188,449
The City of Saint John
2025 General Fund Operating Budget
2025
2024
BudgetBudget
$$
Growth & Community Services (Continued)
Arts & Culture Board 70,000 70,000
PRO Kids 243,677 175,057
Local Immigration Partnership 62,831 93,785
Carleton Community Center 193,167 190,700
Loch Lomond Community Center 45,000 45,000
North End Community Center 193,167 190,313
Recreation Programming 1,222,380 720,239
Neighbourhood Development 172,000 172,000
YMCA - Contracted Services 155,564 157,560
Boys and Girls Club - Contracted Services 144,181 145,887
Unspecified Grants 234,000 284,000
Affordable Housing Strategy 197,583 217,660
Lifeguards 233,908 199,410
Play SJ 45,000 45,000
Lord Beaverbrook Rink 182,000 167,764
Building Incentive Reserve 350,000 350,000
Regional Services Commission 396,772 343,299
Community Services Reserve - 558,266
Housing Accelerator Program 2,775,572 -
Growth Department 720,897 614,671
Saint John Industrial Parks 500,000 -
Total Growth & Community Development Services 2 2,588,866 1 9,451,789
Public Safety Services - Fire, EMO and PSCC
Fire Rescue and Suppression Service 25,278,938 24,270,386
Fire Training 3,000 10,437
Technical Rescue Response 47,489 52,119
Hazardous Materials 61,417 74,774
Fire Prevention 970,571 930,494
Fire Investigation 67,743 68,548
Emergency Management Services 330,971 356,233
Water Supply and Hydrants 2,500,000 2,500,000
Public Safety Communications Centre 3,205,118 3,184,017
Street Lighting 1,210,000 1,060,000
Total Public Safety Services - Fire, EMO and PSCC 3 3,675,248 32,507,008
Public Safety Services - Police Commission
Saint John Police Commission Grant 30,751,388 29,537,474
Total Public Safety Services - Police Commission 3 0,751,388 29,537,474
The City of Saint John
2025 General Fund Operating Budget
2025
2024
BudgetBudget
$$
Public Works & Transportation Services
Snow Control Streets 5,568,926 5,592,712
Street Cleaning 1,741,677 1,641,956
Utility Cuts 1,227,668 1,506,716
Street Services - Surface Maintenance 8,608,264 8,445,799
Snow Control Sidewalk 1,202,021 1,158,927
Sidewalk Maintenance 945,091 913,129
Pedestrian & Traffic Management Service 2,607,775 2,555,863
Solid Waste Management 4,152,894 4,082,708
Landscape - Parks & Open Spaces 3,005,608 2,182,304
Rockwood Park 498,628 527,829
Urban Forestry 413,439 414,439
Saint John Horticultural Association 70,000 60,000
Arena Operation & Maintenance 1,518,945 1,501,504
Sportsfield Operation & Maintenance 1,428,466 1,294,245
Other Facilities Operation & Maintenance 539,239 461,845
Transit Debt 1,411,000 1,609,000
Transit Subsidy 7,405,172 6,651,541
Fleet Stockroom 340,939 363,333
Stormwater 4,311,530 4,049,981
Parking Administration 971,024 953,960
Peel Plaza Parking Garage 332,673 405,697
Market Square Parking Garage 169,538 154,283
Off Street Parking 1,005,670 1,180,095
Total Public Works & Transportation Services 4 9,476,188 4 7,707,866
The City of Saint John 0
2025 General Fund Operating Budget Budget
20252024
BudgetBudget
$$
Utilities & Infrastructure Services
Engineering 1,457,300 1,388,105
Carpenter Shop 404,336 400,977
Facilities Management 1,763,070 1,633,135
City Hall Building 1,089,123 1,021,696
GIS 517,550 442,364
Stockroom 222,347 220,396
Total Utilities & Infrastructure Services 5 ,453,727 5 ,106,674
Strategic Services
Finance 1,402,393 1,413,726
Assessment 1,855,868 1,837,897
Supply Chain Management 449,811 446,624
Information Technology 4,129,729 3,782,930
Corporate Planning 487,609 337,961
Insurance 153,328 215,965
Liability Insurance 570,000 575,000
Total Strategic Services 9 ,048,739 8 ,610,102
Corporate Services
City Manager's Office 808,249 759,584
Mayor's Office 218,638 161,579
Common Council 583,959 593,458
Common Clerk 737,800 742,413
Human Resources 2,801,678 2,379,426
Legal Department 1,302,142 1,150,316
Real Estate 325,144 186,004
Saint John Industrial Parks - 583,501
Customer Service 956,699 993,065
Corporate Communications 567,275 527,882
External Relations 188,430 217,937
Total Corporate Services 8 ,490,014 8 ,295,166
Other Charges
Fiscal Charges 14,190,999 15,420,430
Landfill Closure 300,000 300,000
Special Pension Contributions 10,526,250 10,225,000
Other Misc. Expenses / PILT Adjustment - 48,453
Transfer to Capital Reserves 3,000,000 3,655,721
Transfer to Operating Reserves - 135,000
Capital from Operating 6,864,593 6,800,000
Total Other Charges 3 4,881,842 3 6,584,604
Total Expenditures 1 94,366,011 1 87,800,682
Surplus (Deficit) - -
The City of Saint John
2025 Operating Fund Budget by Object
20252024
Proposed BudgetApproved Budget
$$
Revenues
Property Taxes 156,964,319 150,579,477
PILT Adjustment 23,453 -
Equalization & Unconditional Grant 12,803,691 13,773,579
Regional Services Grant 1,006,997 1,009,640
Saint John Energy Benefits 1,000,000 1,200,000
Surplus 2nd Previous Year 272,858 2,335,841
Permits & Licenses 1,453,254 1,221,914
Rentals & Fees 1,659,585 1,567,998
Inter-fund Charges 1,800,000 1,900,000
Market Square Parking 1,517,250 1,503,000
Meter Violations & Summonses 445,000 445,000
Parking Meters 986,500 887,000
Traffic By-Law 492,800 492,800
Fines 15,000 25,000
Extra Duties 35,000 70,000
Training 70,000 70,000
Contributions from Others 3,379,372 1,002,866
Partnerships 241,255 241,255
Emergency Dispatch 1,400,000 1,246,300
Utility Cuts 1,150,000 955,391
Interest Income 2,100,000 2,000,000
Internal Services 408,825 182,000
Insurance Proceeds 20,000 20,000
Accommodation Levy 1,250,000 1,250,000
Other Miscellaneous Revenues 1,633,075 906,593
Peel Plaza Parking Garage 393,000 366,000
Off Street Parking 1,223,779 1,219,029
Transfer from Operating Reserve 621,000 1,330,000
Total Revenues 194,366,011 187,800,682
Expenditures
Salaries & Benefits
Salaries 51,293,089 48,457,266
Overtime/Other Personnel Costs 1,623,662 1,611,080
Fringe Benefits 13,493,490 12,884,952
Pension 10,526,250 10,225,000
Total Wages and Benefits 76,936,491 73,178,298
The City of Saint John
2025 Operating Fund Budget by Object
20252024
Draft BudgetApproved Budget
$$
Goods & Services
General Services 648,786 252,578
Insurance 1,331,383 1,260,269
Professional Services 2,059,468 2,114,672
Other Purchased Services 2,457,966 2,299,601
Repairs & Maintenance 1,731,783 1,806,666
Other Purchased Goods 1,438,671 1,369,432
Roads 5,280,000 5,263,200
Tipping Fees 1,078,381 1,070,173
Property Taxes 1,157,640 1,428,556
Assessment Charge 1,855,868 1,837,897
Asset Purchases 729,366 645,948
Contracted Services 1,795,632 1,673,370
Postage 96,265 99,965
Inter-Fund Charges 3,597,365 3,547,000
Telephone 505,788 443,467
Radio 177,871 236,402
Building Incentive/Community Improvement Reserve 350,000 908,266
Fuel 3,457,172 3,398,454
Advertising 146,600 206,575
Travel, Conferences & Training 970,471 845,018
Commissionaires 628,000 586,830
Engineering 371,000 366,000
Cleaners & Janitors 212,370 206,120
Solid Waste Collection 189,935 190,435
Licenses & Software 510,480 451,715
Rentals - Buildings, Vehicles & Equipment 4,515,955 4,271,186
Asphalt 990,000 1,034,130
Parts 2,008,101 1,765,751
Apparel 207,980 154,731
Fuel Oil & Gas Oil 318,333 339,836
Salt & Sand 1,021,961 1,039,546
Electricity 835,055 706,304
Office Supplies 99,285 111,833
Operating & Safety Supplies 591,524 583,464
Water 150,650 154,750
Meals 200,141 225,642
The City of Saint John
2025 Operating Fund Budget by Object
20252024
Draft BudgetApproved Budget
$$
Lumber, Paint, Chemicals & Cement 506,726 549,976
Tools & Hardware 90,300 98,334
Memberships 190,653 146,799
Receptions 173,200 123,200
44,678,123 43,814,089
Grants - Agencies, Boards & Commissions
Grants 3,084,000 828,500
Transit Commission 8,816,172 8,260,541
Lord Beaverbrook Rink 182,000 167,764
Saint John Free Public Library 544,839 489,909
Regional Services Commission 396,772 343,299
Regional Facilities Commission 1,533,134 1,733,705
Regional Economic Development Agency 3,087,500 3,087,500
Saint John Police Commission 30,751,388 29,537,474
48,395,805 44,448,692
Fiscal Charges
Interest 2,554,999 2,589,689
Principal Repayment 11,636,000 12,830,741
14,190,999 15,420,430
Other Charges
Howes Lake Landfill 300,000 300,000
Capital from Operating 6,864,593 6,800,000
PILT Adjustment - 48,453
Transfer to Operating Reserves - 135,000
Transfer to Capital Reserves 3,000,000 3,655,721
10,164,593 10,939,174
Total Expenditures 194,366,011 187,800,682
General Fund Surplus (Deficit) - -
November 18, 2024
Finance Committee
2025 Draft General Fund Operating Budget
/haahb /h b/L\[ w9thw
M&C No.2024-309
Report DateNovember 19, 2024
Meeting DateNovember 25, 2024
Service AreaUtilities and
Infrastructure Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: ЋЉЋЎ ƷźƌźƷǤ CǒƓķ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
AUTHORIZATION
Primary AuthorCommissioner/Dept. Chief Chair of the
HeadAdministration Finance
OfficerCommittee
Craig Lavigne/Jodie ForgieIan FoganJ. Brent Gary
McGovernSullivan
RECOMMENDATION
The Finance Committee recommends that Common Councilapprove the 2025
Utility Fund OperatingBudget and proceedwith first and second reading of the
amendment to the Water and Sewerage By-Law, By-Law No. M-16.
The following resolutionsare inorder provided Council is supportive of the
recommended attached budget.
It is recommended that Common Council:
1. w9{h\[9 that the estimated revenue for the Water and Sewerage Utility for the
year 2025in the amount of $55,393,340and
2. w9{h\[9 that the estimate of expenses for the Water and Sewerage Utility for
the year 2025in the amount of $55,393,340.
EXECUTIVE SUMMARY
The 2025 Utility Fund Operating Budget will represent the seventh year in a row
that will see no rate increase for ratepayers. These ratepayers include both flat
rate customers which will see the annual cost remain the same at $1,428 per year
and metered customers will see no change in the cost per cubic meter and meter
charges.
The budget also includes rates for the Industrial Raw Water customers. Rate
stabilization has been achieved for rate payers for the past seven years despite
- 2 -
the Utility still experiencing stagnate revenues and increasing costs in several
areas.
PREVIOUS RESOLUTION
Finance Committee Meeting November 18, 2024 LƷ źƭ ƩĻĭƚƒƒĻƓķĻķ ƷŷğƷ ƷŷĻ
CźƓğƓĭĻ /ƚƒƒźƷƷĻĻ ğƦƦƩƚǝĻ ƷŷĻ ƦƩƚƦƚƭĻķ ЋЉЋЎ ƷźƌźƷǤ CǒƓķ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
ğƓķ ŅƚƩǞğƩķ Ʒƚ ƷŷĻ ƓĻǣƷ ƒĻĻƷźƓŭ ƚŅ /ƚƒƒƚƓ /ƚǒƓĭźƌ ŅƚƩ ğƦƦƩƚǝğƌ ƚŅ ƷŷĻ ŅźƩƭƷ ğƓķ
REPORT
The 2025 Utility Fund Operating Budget will represent the seventh year in a row
that will see no rate increase for ratepayers. These ratepayers include both flat
rate customers which will see the annual cost remain the same at $1,428 per year
and metered customers will see no change in the cost per cubic meter and meter
charges.
The budget also includes rates for the Industrial Raw Water customers. Rate
stabilization has been achieved for rate payers for the past seven years despite
the Utility still experiencing stagnate revenues and increasing costs in several
areas.
tƚƷğĬƌĻ wĻǝĻƓǒĻ
Overall potable revenue for 2025 is budgeted at $41,273,000 (2024- $37,982,057).
The Utility has experienced a reduction in flat rate accounts over the past several
years with an additional reduction of approximately 257 customers specifically
moving from flat rate to one meter account in January 2025 due to a transitioning
of a mobile park home accounts.
Meter rate revenue is from metered customers and are largely commercial,
manufacturing, malls, schools, restaurants, hotels, and apartment buildings.
Meter revenues are anticipated to be $19,389,500 for 2025 (2024- $15,732,057)
which is an increase of 23.25% and is a result of a general increase in consumption
and an industrial customer will be supplied significant amounts of potable water
over the next 5 years.
Other revenue increase largely attributed to interest revenues due to higher
interest rates, this increase is considered nonrecurring and will be offset by
increase in Capital from Operating for 2025.
- 3 -
tƚƷğĬƌĻ 9ǣƦĻƓķźƷǒƩĻƭ
The Utility operating expenditures increased by $3,407,241 over 2024 vs an
increase in 2024 of $1,311,713 over 2023.
The Utility still has a large amount of expenses that cannot be reduced further to
provide water and sewer services. Costs such as annual payments for the water
treatment plant capital and operating, cost of operating water and wastewater
pump stations, sewer treatment plants, debt payments, electricity, property
taxes, chemicals and insurance are just some examples of areas that need to be
funded to provide services. These costs along are subject to the inflation pressures
being felt due to the economic environment.
Debt charges have decreased by approximately $600,000 due to debt retirement
and no borrowing has occurred since 2017. There are several initiatives that will
continue into 2025 year such as leak detection of entire East water distribution
system, unidirectional flushing of the West water distribution system and
increased funding in the trenchless technology programs
LƓķǒƭƷƩźğƌ wğǞ ğƷĻƩ
The Utility budget also includes the expenditures and revenues for the four
customers who receive raw untreated water. The bylaw rates include.
Operational cost to provide the service,
Contributions to asset replacement/asset management,
Rate stabilization reserves,
New debt associated with the industrial system deliveringthe service,
Previous debt associated with being a member of the water
distribution system.
In summary, the City set the rates to cover all operating costs associated with
providing raw water to each customer, recover past debt associated with each
system and include a charge for future asset replacement. There is also a charge
to some customers to cover the cost of assets currently being replaced, along with
funding to a rate stabilization reserve for each customer.
Rates for each of the four customers are seeing various degrees of increases and
decreases. Some of the increases are a result of lower consumption estimates or
higher cost of service.
Overall, the consumption rates for each customer as note below.
/ǒƭƷƚƒĻƩ ЋЉЋЎ wğƷĻ ЋЉЋЍ wğƷĻ
East Industrial Irving Oil 0.2530 0.2974
Irving Paper 0.1074 0.0947
- 4 -
West Irving Pulp & Paper0.09040.0835
Industrial
NB Power Coleson Cove 0.5143 0.9526
/ƚƓĭƌǒƭźƚƓ
In addition, the budget includes an increase of $2.5 million in pay as you go (capital
from operating). The total Utility Fund Capital Budget had minor changes
proposed and will have a total of approximately $8.3 million from the operating
budget and $5.7 million coming from other sources.
The seventh straight rate freeze for 2025 is a positive note for potable ratepayers
particularly with the current economic environment and inflationary pressures.
The Utility has continued to focus on cost reductions, continuous improvement,
finding efficiencies, and process improvements in 2023 and 2024, as well as debt
management, leveraging of funds from other levels of Government and pay as you
go (no borrowing) for all capital expenditures. The Utility will continue on these
initiatives in 2025 to be as cost effective and efficient as possible.
The Utility will continue to focus on the various cost control initiatives. However,
a major issue the Utility cannot control is its revenue base. As positive growth
continues in the City, the Utility often bears a large cost for infrastructure related
to growth, but will see very little revenue in comparison to the tax assessment the
City receives. In addition holding rates is equivalent to a rate decrease when
accounting for increases in expenses. The long term financial plan will incorporate
the increase in infrastructure deficit based on draft 2024 SOTI report and will
discuss potential rate increases and use of borrowing in future years.
STRATEGIC ALIGNMENT
The proposed 2025
priorities demonstrated though the commitment to address infrastructure risk
associated with climate change, focusing on its leak detection program that helps
eliminate water waste. The Utility continues to find operational efficiencies
through continuous improvement, focus on ensuring service objectives are being
met and managing the finances of the Utility to achieve rate stabilization for rate
payers.
SERVICE AND FINANCIAL OUTCOMES
See enclosed 2025 Utility Fund Operating Budget
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
was
presented to the Finance Committee.
- 5 -
ATTACHMENTS
1. Appendix A 2025 Utility Fund Operating Budget
2. Appendix C Amendment to Water and Sewerage By-Law related to
Industrial Raw Water Rates
3. Presentation
The City of Saint John
2025 Utility Fund Operating Budget
20252024
BudgetBudget
$$
Expenditures
Drinking Water Service
Watershed Management879,878 676,221
Water Treatment 9,577,589 9,122,364
Water Pumping & Storage 1,256,360 1,244,612
Transmission & Distribution 4,623,509 4,491,783
Customer Metering707,125 712,794
Internal Charges470,000 465,000
Other Charges575,142 562,486
Debt Servicing 3,410,695 3,676,774
Transfer to Capital Reserves180,673 -
Capital from Operating 4,293,658 1,715,622
Total Drinking Water Service25,974,62922,667,655
Wastewater Service
Wastewater Pumping 3,318,003 3,314,762
Wastewater Collection 3,368,216 3,110,344
Wastewater Treatment 6,046,572 6,225,206
Internal Charges470,000 465,000
Other Charges575,142 562,486
Debt Servicing 2,746,973 2,959,598
Transfer to Capital Reserves180,672 -
Capital from Operating 3,833,343 3,825,134
Total Wastewater Service20,538,91820,462,530
Industrial Water Service
Watershed Management 894,359 695,930
Water Pumping and Transmission 3,081,035 2,869,275
Customer Metering 245,421 269,460
Debt Servicing 1,661,162 1,796,522
Transfer to Operating Reserves 703,469 1,118,631
Transfer to Capital Reserves 836,677 836,677
Capital from Operating 596,260 635,210
Total Industrial Water Service 8,018,383 8,221,705
Infrastructure Management
Engineering Services 861,410 837,531
Total Expenditures55,393,34052,189,421
1
The City of Saint John
202 Utility Fund Operating Budget
20252024
BudgetBudget
$$
Revenues
Flat Rate Accounts21,883,50022,250,000
Meter Rate Accounts19,389,50015,732,057
Industrial Raw Water Accounts 7,438,122 7,819,412
Fire Protection Levy 2,500,000 2,500,000
Storm Sewer Levy 1,000,000 945,000
Other Revenues 1,667,360 1,455,581
Transfer from Reserves 750,000 750,000
Previous Year's Surplus 764,858 737,371
Total Revenues55,393,34052,189,421
Annual Flat Rate - Water and Sewerage $1,428$1,428
Meter Rates:/Cu.m.
Block 1 - First 100$1.9944$1.9944
Block 2 - Excess of 100$1.2700$1.2700
NOTE: Sewer Surcharge 80.35% of Water Charge
IndustrialRawWaterRate:/Cu.M20252024
East Industrial
Irving Oil$0.2530$0.2974
Irving Paper$0.1074$0.0947
West Industrial
Irving Pulp and Paper$0.0904$0.0835
NB Power (Coleson Cove)$0.5143$0.9526
IndustrialRawWaterRate-Bi-monthlyfixedcharge
East Industrial
Irving Oil$42,379$36,488
Irving Paper$14,821$9,346
West Industrial
Irving Pulp and Paper$70,383$67,023
NB Power (Coleson Cove)$1,425$1,687
2
BY-LAW NUMBER M-16 ARRÊTÉ NO M-16
A LAW TO AMEND A BY-LAW
RESPECTING WATER AND SEWERAGE
Be it enacted by the Common Council of
The City of Saint John as follows: The City of Saint John a décrété ce qui suit :
A By-law of The City of Saint John entitled
-
Saint John intitulé « Arrêté concernant les réseaux
enacted on the 7th day of June, A.D. 2004, is hereby
amended as follows:
modifié comme suit:
1
1 Lest abrogée et remplacée
par E » ci-jointe.
2 This amendment comes into force on
2 La présente modification entre en vigueur
January 1, 2025.
le 1 janvier, 2025.
IN WITNESS WHEREOF The City of Saint John EN FOI DE QUOI The City of Saint John a fait
has caused the Corporate Common Seal of the said apposer son sceau communal sur le présent arrêté
City to be affixed to this by-law the ______ day of le ________ ___________________ 2024, avec
__________________, A.D. 2024 and signed by: les signatures suivantes :
_________________________________________
Mayor / Maire
_________________________________________
City Clerk / Greffier de la municipalité
First Reading - Première lecture -
Second Reading - Deuxième lecture -
Third Reading - Troisième lecture -
Raw Industrial Water Customers and Rates
Raw Water Infrastructure Rate per Rate
Customer Cubic Stabilizing
Metre ($) Reserve
Bi-
Monthly($)
This user draws its industrial raw water
1. New 0.5143 1,425
through a 1500mm diameter concrete
Brunswick
intake pipe running from Ludgate Lake
Power
across Route 1 to the Coleson Cove Screen
Building located at coordinates N
7355170.56 and E 2522389.97 just off of
Route 1. Once through the screen building
water passes through approximately
5,000m of 600mm diameter transmission
main to ultimately make its way to the
Coleson Cove generating station located
at 4077 King William Road.
This user draws its industrial raw water
2. Irving Pulp 0.0904 70,383
through a 1800mm diameter intake pipe
and Paper
and approximately 330m of 1800mm
Limited
diameter concrete pressure pipe originating
from Spruce Lake leading to the Spruce
Lake Screen building. The screen building
is located at coordinates N 7357823.16 and
E 2525290.60 and is just to the right of the
eastern shore of Spruce Lake. Once
through the screen building water passes
through the Spruce Lake Transmission
main to ultimately make its way to the
Irving Pulp and Paper Mill located at 408
Mill Road. The Spruce Lake transmission
main consists of approximately 7,500 m of
1500mm diameter concrete pressure pipe
owned by City of Saint John and
approximately 1,000m of 1370mm
diameter concrete pressure pipe owned by
IPP.
This user draws its industrial raw water
3. Irving Paper 0.1074 14,821
through a 1200mm diameter intake pipe
Inc.
originating from Latimer Lake leading to
the Latimer Lake control valve chamber.
Once through the control valve chamber,
water passes through approximately 275m
of 1500mm diameter reinforced concrete
pipe to ultimately discharge into Eldersley
brook. Eldersley Brook recharges the
Silver Falls watershed. Irving Paper has a
private intake, screen and chlorination
building located at Silver falls. From there
the water eventually makes its way to
Irving Paper located at 435 Bayside Drive.
Multiple raw water transmission mains
4. Irving Oil 0.2530 42,379
deliver raw water from Latimer Lake to
Limited
other transmission piping near the
Lakewood Heights pump station for use by
potable and industrial users. Irving Oil
Limited draws its industrial raw water from
two separate connections to the above
mentioned transmission mains prior to their
connection to the Loch Lomond Drinking
Water Treatment Facility.
The first raw water connection to the
transmission system near the Lakewood
Heights Pumping Station delivers raw
water to a chamber located at Champlain
Heights through approximately 2,500m of
600mm HDPE relined cast iron raw water
transmission main to ultimately make its
way to the Irving Oil Refinery located at
340 Loch Lomond Road. The second
connection to the above transmission
systems is a 600mm PVC Raw water
transmission main, approximately 3,000m
delivers raw water along Hickey Road to a
chamber located at Champlain Heights.
From there raw water is delivered through
approximately 450m of 500mm raw water
transmission main along Commerce Drive
to ultimately make its way to the Irving Oil
Refinery located at 340 Loch Lomond
Road.
Notes:
a) Rate Stabilizing Reserve will be reviewed annually as part of the yearly
rate setting exercise with the intent of holding approximately 7 months of
operating costs in the rate stabilizing reserve at any given time.
Annexe « E »
Infrastructure Taux au La réserve de
brute mètre cube stabilisation
($) des tarifs
Tari
bimensuel($)
Cet utilisateur puise son eau brute industrielle
1. Énergie 0.5143 1,425
Nouveau-
1 500 mm de diamètre qui, traversant la route 1,
Brunswick
va du lac Ludgate au bâtiment de dégrillage de
Coleson Cove situé aux coordonnées
N 7355170.56 et E 2522389.97, à proximité de
la route 1. Une fois sortie du bâtiment de
de conduite principale de 600 mm de diamètre
pour finalement se rendre à la centrale de
Coleson Cove, située au 4077, chemin King
William.
Cet utilisateur puise son eau brute industrielle
2. Irving 0.0904 70,383
Pulp and
diamètre vers un tuyau sous pression en béton
Paper
Limited
330 m environ provenant du lac Spruce et
menant au bâtiment de dégrillage du lac Spruce.
Le bâtiment de dégrillage est situé aux
coordonnées N 7357823.16 et E 2525290.60,
juste à droite de la rive est du lac Spruce. Une
par la conduite principale du réseau de transport
du lac Spruce pour finalement se rendre à
chemin Mill. La conduite principale de
7 500 m de conduite sous pression en béton de
1 500 mm de diamètre appartenant à la ville de
sous pression en béton de 1 370 mm de
diamètre appartenant à IPP.
3. Irving Cet utilisateur puise son eau brute industrielle 0.1074 14,821
Paper Inc.
diamètre provenant du lac Latimer et menant à
la chambre de vannes de régulation du lac
Latimer. Une fois sortie de la chambre de
275 m de tuyau en béton armé de 1 500 mm de
ruisseau Eldersley. Le ruisseau Eldersley
recharge le bassin versant de Silver Falls. Irving
de dégrillage et de chloration situé à Silver
Bayside.
De multiples conduites principales de transport
4. Irving Oil 0.2530 42,379
Limited
situées près de la station de pompage de
Lakewood Heights pour être utilisées par des
Oil Limited tire son eau brute industrielle de
deux raccordements distincts aux conduites de
transport susmentionnées avant leur
potable de Loch Lomond.
de transport près de la station de pompage de
chambre située à Champlain Heights par
de 600 mm en fonte revêtue de PEHD pour
finalement se rendre à la raffinerie Irving Oil
située au 340 chemin Loch Lomond. Le
deuxième raccordement aux systèmes de
transport ci-
chemin Hickey vers une chambre située à
acheminée par une conduite principale de
500 mm le long de la promenade Commerce
chemin Loch Lomond.
Notes :
a)
stabilisation des tarifs en tout temps.
straight
th
for flat rate customers or
2025 Potable Utility Recap
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amount of potable water for approximately the next 5 Additional increase due to a Mobile Home Park transitioning from Flat Rate to Meter Customer (Approx 257 customer accounts moved
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approve the proposed 2025 Utility Fund
2025 Utility Fund Budget Recommendation
Operating Budget and forward to the next meeting of Common Council for approval and first and second reading of the Water
/haahb /h b/L\[w9thw
M&C No.2023-
Report DateOctober 20, 2024
Meeting DateOctober 23, 2024
Service AreaStrategic Services
Mayor Donna Noade Reardon and Common Council
SUBJECT: ah ƦƷƚǞƓ {ğźƓƷ WƚŷƓ LƓĭ͵
AUTHORIZATION
Primary AuthorFinance Committee ChairChief Administrative Officer
Kevin FudgeGary SullivanJ. Brent McGovern
RECOMMENDATION
Finance Committee recommends Common Council approve and execute the
Memorandum of Understanding between the City of Saint John and Uptown Saint
John Inc.
EXECUTIVE SUMMARY
The Uptown Saint John Business Improvement Association is a not-for-profit that
represents the interests of 500+ businesses located within a designated
geographic boundary. Uptown Saint John Inc was established on May 15th, 1992.
Uptown Saint John is governed by a volunteer board of directors from the Uptown
BIA business community. The City of Saint John and Uptown Saint John are
proposing a Memorandum of Understanding that will allow the two entities to
partner to leverage funding from other levels of government to improve the
uptown area.
PREVIOUS RESOLUTION
REPORT
The Uptown Saint John Business Improvement Association is a not-for-profit that
represents the interests of 500+ businesses located within a designated
geographic boundary. Uptown Saint John Inc was established on May 15th, 1992.
Uptown Saint John is governed by a volunteer board of directors from the Uptown
BIA business community.
Uptown Saint John Inc. is eligible to apply for funding through Downtown New
The initiative
provides an opportunity for Uptown SJ to apply for, on an annual basis, up to
Twenty Thousand Dollars ($20,000.00) for capital projects and TenThousand
- 2 -
Dollars ($10,000.00) for planning projects. Uptown Saint John is interested in
partnering with the City to provide matching funds for projects identified in
accordance with the terms and conditions outlined in a Memorandum of
Understanding (attached). The Board of Uptown Saint John Inc. has approved this
MOU.
The City and Uptown SJ will coordinate efforts to identify joint projects during the
agrees to cooperate with each other Party and to work together in good faith to
Uptown SJ agrees to make any necessary applications through Downtown NB
Projects:
(a) For Capital Projects, the Parties agree that all Approved Projects
will be for public spaces and within the boundary of the Business
Business
Improvement Area By-law; and
(b) For Planning Projects, the Parties agree that all Approved Projects
-term Strategic Plan.
If an Approved Project is selected for Funding, the City and Uptown SJ will each
seek approval from their respective Council and Board. If Council approves, the
City will contribute an amount equal to the funding awarded for the Approved
Project and establish which Party will be responsible for delivering on the Approved
Project, and how the funds will be administered.
Both the City and Uptown Saint John Inc. agree to make available the benefits of
its experience, knowledge, capabilities and resources (including adequate
personnel and the provision of such information as is reasonably necessary) to
enable the assessment of the viability of the Project.
Upon completion of any Approved Project, the City and Uptown SJ will jointly
complete an outcome report demonstrating the return on investment to be
presented to Council for the City. Each Party agrees the Project will be cancelled
if actual costs exceed budget unless funding can be secured from other sources.
STRATEGIC ALIGNMENT
SERVICE AND FINANCIAL OUTCOMES
The MOU will unlock funding for the City and Uptown Saint John to make
investments to improve the uptown BIA area.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
- 3 -
Input was received from the Executive Director of Uptown Saint John.
ATTACHMENTS
Appendix A: MOU Between City of Saint John and Uptown Saint John Inc.,
MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding dated the day of , 2024 Effective Date.
AMONG
THE CITY OF SAINT JOHN, a body corporate formed by Royal
Charter, confirmed and amended by Acts of the Legislative
City
AND
UPTOWN SAINT JOHN INC., body corporate incorporated under
the Companies Act of New Brunswick (Uptown SJ, and together
with the PartiesParty)
WHEREAS
Initiative.
AND WHEREAS Uptown SJ may receive, on an annual basis, up to Twenty Thousand Dollars
($20,000.00) for capital projects and Ten Thousand Dollars ($10,000.00) for planning projects;
AND WHEREAS the City may provide matching funds for projects identified in accordance with
to the terms and conditions outlined in this Memorandum of Understanding;
AND WHEREAS the City and Uptown SJ wish to coordinate their efforts to identify joint projects
that ;
AND WHEREAS the Parties wish to enter into this Memorandum of Understanding to set out their
mutual understandings of their respective commitments in selecting Approved Projects;
NOW THEREFORE in consideration of the mutual promises, covenants and agreements
contained herein, and other good and valuable consideration, the receipt and sufficiency of which
is acknowledged by the Parties, the Parties hereby agree as follows:
ARTICLE 1
PURPOSE
1.1 Purpose
(a) The purpose of this Memorandum of Understanding is to set out the basic terms
by which the Parties intend to select Approved Projects, and if and when selected,
to subsequently financially cost share those projects, conditional upon the City
providing budget approval.
- 2 -
(b) This Memorandum of Understand does not, and is not intended to, impose any
legally binding obligations on the Parties.
ARTICLE 2
OBLIGATIONS OF THE PARTIES
2.1 General Obligations
(a) Each Party agrees to cooperate with each other Party and to work together in good
faith to identify Approved Projects ;
(b)
Funding for Approved Projects:
(i) For Capital Projects, the Parties agree that all Approved Projects will be for
public spaces and within the boundary of the Business Improvement Area
Business Improvement Area By-law; and
(ii) For Planning Projects, the Parties agree that all Approved Projects must
-term Strategic Plan.
(c) If an Approved Project is selected for Funding, the City and Uptown SJ will each
seek approval from their respective Council and Board. If Council approves, the
City will contribute an amount equal to the funding awarded for the Approved
Project and establish which Party will be responsible for delivering on the Approved
Project, and how the funds will be administered.
(d) Upon completion of any Approved Project, the City and Uptown SJ will jointly
complete an outcome report demonstrating the return on investment to be
presented to Council for the City.
(e) Each Party agrees to make available the benefits of its experience, knowledge,
capabilities and resources (including adequate personnel and the provision of such
information as is reasonably necessary) to enable the assessment of the viability
of the Project.
(f) Each Party agrees to use commercially reasonable efforts to meet the timelines
agreed by the Parties hereunder.
(g) Each Party agrees the Project will be cancelled if actual costs exceed budget
unless funding can be secured from other sources.
(h) Each Party agrees that the Project shall be developed on a transparent basis and
that all information submitted by a Party shall be shared with each other Party.
(i) The Parties further acknowledge that the success of the Approved Projects will
require the mutual commitment of all Parties and that, as a result, all commitments
will be mutually conditional on all other commitments.
- 3 -
ARTICLE 3
TERM
3.1 Term
This Memorandum of Agreement shall commence on the Effective Date and shall continue in full
force and effect until the earlier of the execution of the Definitive Agreements or upon mutual
agreement evidenced in writing between the Parties.
ARTICLE 4
GOVERNING LAW
4.1 Governing Law
(a) The provisions of this Memorandum of Understanding shall be governed by and
construed in accordance with the laws of the province of New Brunswick and the
federal laws of Canada applicable therein by and against the Parties and their
respective successors and permitted assigns.
(b) The Parties hereby submit to the jurisdiction of the
Brunswick in any dispute arising in connection with this Memorandum of
Understanding.
ARTICLE 5
PUBLIC ANNOUNCEMENTS
5.1 Public Announcements
(a) Subject to Section 5.1(b), no Party, without the prior written approval of the other
Parties, shall make any public announcements concerning the Project, or any
activities or actions under this Memorandum of Understanding or any connected
ancillary matter. Such approval shall not unreasonably be withheld or delayed.
(b) A Party may make an announcement if required by law, or any securities exchange
or regulatory or governmental body to which such Party is subject, provided that
the announcement is made only after consultation with the other Parties (where
practicable).
ARTICLE 6
CONFIDENTIALITY
6.1 Confidential Information
(a) The provisions of this Memorandum of Understanding and all information whether
written, oral or otherwise, and on whatever medium furnished, transmitted or
otherwise disclosed by any Party to another Party in connection with this
Memorandum of Understanding shall be deemed proprietary and confidential
Confidential Information
the recipient with the same degree of protection in respect of such Confidential
Information as such Party would apply to its own confidential information. The
- 4 -
receiving Party shall not copy or disclose Confidential Information to any third party
other than its affiliates or their respective officers, employees, directors,
consultants or advisors who is reasonably required to know such information in
connection with the Project and who is obligated to maintain the confidentiality of
Representatives
information other than for the pu
hereunder, except with the prior written consent of the other Parties; or unless such
Confidential Information:
(i)
the other Party to the recipient;
(ii) already is in the public domain;
(iii) becomes known to such Party from a third party, without breach of the
confidentiality obligation hereunder or breach of any other obligation of
confidentiality such third party has; or
(iv) is required to be disclosed by applicable law or regulation or judicial or
regulatory demand or securities exchange, process, or order of a
government official to disclose; provided that, other than where prohibited
by applicable law or where such disclosure is required in connection with
an examination by a governmental or regulatory agency, each Party shall
furnish the other Party with prompt prior written notification of any such
request in order to provide an opportunity for the other Party to exercise its
rights under applicable law to protect the Confidential Information from
disclosure.
(b) The confidentiality obligations under this Article 6 shall survive the termination or
expiration of this Memorandum of Understanding by two (2) years. A Party shall
be responsible for a breach of this Article 6 by any Representative in respect of
Confidential Information provided to such Representative by it.
ARTICLE 7
MISCELLANEOUS
7.1 Representations and Warranties
Each Party represents and warrants to the other Parties that:
(a) it is duly organized, validly existing and in good standing under the laws of the
jurisdiction of its incorporation or formation; and
(b) it has all requisite power and authority to enter into and to perform all its obligations
under this Memorandum of Understanding and to consummate the transactions
contemplated hereby.
- 5 -
7.2 Compliance with Law
Each Party covenants and agrees to comply with all applicable laws and regulations in the
performance of its obligations hereunder.
7.3 Third Parties
None of the terms of this Memorandum of Understanding are intended to be enforceable by any
third party and nothing contained herein shall be construed to give any rights or benefits to anyone
other than the Parties hereto.
7.4 Entire Agreement
This Memorandum of Understanding constitutes the entire agreement between the Parties
concerning the subject matter of this Memorandum of Understanding and supersedes any
previous agreement between or representation by any Party to another concerning the subject
matter hereof.
7.5 Amendment; Waiver
This Memorandum of Understanding may not be amended, modified or supplemented except in
writing by all of the Parties hereto. No failure or delay on the part of any of the Parties in exercising
any right, power or privilege hereunder shall operate as a waiver thereof, nor shall any single or
partial exercise of any right, power or privilege hereunder preclude any other or further exercise
thereof or the exercise of any other right, power or privilege hereunder. Any provision hereof which
is prohibited or unenforceable in any jurisdiction shall, as to such jurisdiction, be ineffective to the
extent of such prohibition or unenforceability without invalidating the remaining provisions hereof
and without affecting the validity or enforceability of any provision in any other jurisdiction.
7.6 Successors and Assigns
(a) This shall be binding upon and inure to the benefit of the Parties hereto and their
respective successors and permitted assignees.
(b) No Party may assign this Memorandum of Understanding or otherwise transfer
any of its rights or obligations hereunder except with the prior written consent of all
other Parties.
7.7 Notices
Written notices required under this Memorandum of Understanding shall be delivered by email,
including electronic scan and transmission (e.g. Adobe Acrobat PDF format), courier or hand
delivery effective upon
delivery, and shall be sent to the attention of the Parties as follows:
(a) to the City:
- 6 -
Attention:
Email:
(b) to Uptown SJ
Attention:
Email:
7.8 Counterparts
This Memorandum of Understanding may be executed in several counterparts, each of which
shall be deemed an original, but all of which together shall constitute one and the same
Memorandum of Understanding.
\[Signature page follows\]
- 7 -
Dated at the City of Saint John the day and year first above written.
THE CITY OF SAINT JOHN
Per:
Per:
UPTOWN SAINT JOHN INC.
Per:
Per:
CƩƚƒʹshirley mcalary <smcalary72@gmail.com>
{ĻƓƷʹ Monday, November 11, 2024 10:57 AM
ƚʹ Taylor, Jonathan <jonathan.taylor@saintjohn.ca>; shirley mcalary <smcalary72@gmail.com>
{ǒĬƆĻĭƷʹ Re: Hospice Gala 2025
\[ External Email Alert\] **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.**
Members of Common Council:
This note is to be placed on the agenda for Mayor Donna Reardon and Common Council
Members to give consideration to support Bobby's Hospice.
Hospice Greater Saint John are hosting their annual fundraising Gala on Saturday,
February 15th at the Saint John Trade and Convention Centre commencing at
5:30pm. The evening includes: champagne reception, a first class dinner, live and silent
auctions, entertainment etc. We will be honoring our long time Medical Director, Dr Chris
O'Brien, who has been with us since our opening in November 2010. We serve over 200
patients and families each year. The Provincial Government gives us $800,000 per year
to assist us with the salaries of our professional Staff. Our overall operating budget is
approx $2.7 million. The remainder of our funding comes from our Hospice Shoppe and
our community. We are greatly appreciative of your support over the past years. We are
hopeful that you will be able to support us again this year. Tickets for our event are
$150.00 per person with tables of 10.
For further information and tickets please e-mail smcalary72@gmail.com.
I look forward to hearing from you.
Shirley McAlary
Saint John Police Association
P.O. Box 1025 (Main), 125 Rothesay Ave., Saint John, NB. Canada, E2L 4E3
th
Delivered Electronically November 18, 2024
Mayor Donna Reardon
Common Council, City of Saint John
Dear Elected Officials:
Subsequent to the City of Saint John becoming the first incorporated city in Canada, the first
professional police force was established here in 1849. The Saint John Police Force introduced many
firsts in Canadian policing, such as two way radios in the patrol cars and community policing.
The Saint John Police Force was established 24 years before the RCMP (North West Mounted
Police).
This year marks the 175th. anniversary of the Saint John Police Force protecting our city, wherein
hundreds of dedicated front-line officers put their heart and soul into protecting those living, working
and visiting Saint John.
The significance of these 175 years of dedicated police protection and what it represents warrants
recognition by the Common Council of Saint John.
Therefore, on behalf of the many police officers who served and protected the City of Saint John for
175 years we herein request this historical history be publicly marked and recognized in open session
with an official proclamation.
Thank
Duane Squires
Secretary Treasurer Saint John Police Association
506-333-5202
cc.Stacy Humphrey President Saint John Police Association
1
CƩƚƒʹ/źƷǤ ƚŅ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ ѡǞĻĬŅƚƩƒΏƓƚƩĻƦƌǤθƭğźƓƷƆƚŷƓ͵ĭğѢ
{ĻƓƷʹ ĻķƓĻƭķğǤͲ bƚǝĻƒĬĻƩ ЏͲ ЋЉЋЍ АʹЋЎ ta
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{ǒĬƆĻĭƷʹ ĻĬŅƚƩƒ ƭǒĬƒźƭƭźƚƓ ŅƩƚƒʹ wĻƨǒĻƭƷ Ʒƚ tƩĻƭĻƓƷ Ʒƚ /ƚǒƓĭźƌ CƚƩƒ
\[ External Email Alert\] **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
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Submitted on Wed, 11/06/2024 - 19:25
Submitted by: Anonymous
Submitted values are:
About Person/Group Presenting
First Name:
Andrew
Last Name:
Johnson
Name of Organization/Group (where applicable):
Johnson Engineered Solution Limited
Address:
Saint John , New Brunswick. E2M 2A4
Canada
Day Time Phone Number:
506-635-4996
Email
solutions@johnsonengineered.com
If you do NOT wish to have your personal information (address, phone number,
email) become part of the public record, please check this box.
No
About your Request
Topic of Presentation:
Optional Economical Innovations within the built environment.
Purpose for Presentation (what is the ask of Council):
The purpose of the presentation is to allow council to be informed of some potentially
different ways of helping our city grow. Aiming towards creating passive income for the
citizens and general employees everywhere within the city.
The aim is to enable zero homeless or jobless numbers within the city limits by enabling
the city of Saint John as a universal employer, willing and able to provide work for pay
regardless of circumstances.
The aim is to apply this concept towards all city contracted workflow to enable better
public transparency and to enable a new rationale for contractors to highlight and
showcase their work. Creating costs savings through common sense observations.
Enabling management access to the critical information needed to manage the
boundary conditions of the problems they are confronted with daily.
So.. as many times staff has said they need better data, this is a means of collection. It's
also a means of enabling an additional set of opportunities for the future. Creating future
jobs from refining the raw data into trends or new products. An example is to create an
interactive tourism activity for cruiseship passensers or visiting school kids. Where they
can tour the city, and see what happens behind each building, how every part of it
works, so that their little wolf curiosity can be fed. Enabling them to grow stronger and
wiser for the practical real history that they are absorbing.
So- say you see a QR code on a brick on the ground, and you get your phone out, and
scan it. It takes you to a website, where you can find the history of that brick, all the way
back to the whole the clay was dug from and the power supply that enabled the kiln, to
the supplier of the kiln, a web of history that can't help but teach. Now it might also have
a paid bit explaining why everything was done in a certain way, and even an option to
follow a labourer through a day's work, to see what progress was made. This
technology all exists, it's the connections that enable it to work together within the
system that doesn't. I would like this concept of creating an I.P based pension system,
to enable the workforce a 3rd party income stream that isn't directly dependent on their
employer good management to keep flowing. Creating a living resume for each worker,
to turn them into authors, and their employers into brokers, and the projects into
publishers houses. Enabling opinion based answers to be bought and sold throughout a
digital marketplace, where there is a system for future profit sharing to enable,
accountability, efficiency, legitimate peace of mind of process. A feedback system for
more rapid improvement, because without negativity you don't have the light of
understanding on what needs to be improved.
So the ask
Would Council support the addition of this style of pension in their union collective
agreement, and for their 3rd party contracts.
Questions.
Would turning the workflow of the city into a reality tv documentary provide value
longterm, and short term? {better things to do for tourists, better reasons to have
international tourists} ( new local content for the locals to watch too). After watching or
interacting they can pay with $$ or by creating a sub product about what they were
watching, creating an infinite loop of possible products. As each tourist adds to it,
building upon it so that in a 100 years, after 100,000,000 tourists have visit it, and
interacted that becomes it's own sort of attraction. Enabling those people the
opportunity to be lost down the rabbit hole of history, is that the wrong type of legacy to
be creating?
So what are the barriers to success?
#1- if council agrees and the mayor agrees, that's one barrier dissolved.
#2 If councils act as one voice and informs the province that this is their new plan,
atleast elements of it, towards combating local homeless, mental health, the overworked
emergency services, it enables a new focused refinement of education, while planning
some fun events. Hopefully creating a world leading trend towards smarter citizens,
better cities.
#3 Create competitions to use "waste" to create "value" via "art", and "functional art".
Enabling each of these competitions to have their end product registered with the City of
Saint John ( Made within Trademark), and enabling the city to have an additional source
of income, while empowering their citizens by leveling up their products that they create.
Enabling a 100 year + of competitions that allow the locals, and encourage visitors to
enter the competitions in acts of creation, logic, reasoning, comedy, trolling, etc... The
competitions are digitally run and managed as most are just systems of comparisons.
The same sort of logic used to think about management problems. This just creates
additional datapoints on which to create reasonable conclusions about.
So while we may get a museum, shouldn't we get a museum that is a living museum, or
a school that is a living school? It's 2024, data management is cheap compared to
1924. The value remains the same, very useful in managing inflationary costs, while
enabling savings through information management observation, aka pattern recognition.
Patterns are how we operate, knowing the traffic flow patterns enables people to
operate motor vehicles at speeds capable of mass casualties, without it occurring.
A.I needs good information, a city administration infrastructure (A.I) needs good
information for good results. Garbage in, garbage out!
So.. enabling the citizens, and employees to tell their story, and let the city trademark it,
register it, and market it. Enabling the public general access to the process by
auctioning off a partial stake, the first short term return on the concept. The longterm
stake develops the living history of city. Which is useful in a simulation to enable both
the citizens and the employees better understanding and more common ground to fund
successful economic ventures. "Life hacks" for everyone because why make life harder
on each other?
Enable a future that doesn't exist today, for tomorrow by working together, warts and all,
towards a common opportunity as a city, province, country and world.
Background Information:
Johnson Engineered Solution Limited is a local engineering consulting firm that has
been serving the city and its residences for over 30 years. Our moto is engineering
management consultants, building bridges between the present and the future.
The firm has noticed that information retention is an issue that is a concern, as projects
don't tend to retain their creation information for future work. {trade secrets}
The firm was involved in the deconstruction of a Church in St. Stephen and salvage was
being extracted. Those artifacts from the past, don't have a system in place today for
their easy replacement. Limited number of local experts exists, and the barrier to
success are not low, limit budgets, high expectations, low numbers of real projects. So
understanding that, over the last 3 years the firm has been engaged in problem solving
the concept, so that it would be ready for public review and consideration. A means for
those artists who create those artifacts to do so again. Using tourism both locally based
and digitally based to gain access to new revenue stream by providing the trade secrets
of creation, and becoming a micro educational experience.
See the church that they moved into... has white plain walls, and limited interior décor.
The concept of enabling the décor to be a living interactable learning opportunity isn't
new, it just requires cooperation and trust. Books have the answers. So why not
simulations for assessable learning? Creating that link, for the future generations is a
matter of something today, because if it doesn't start... it can't exist.
The firm deals with heritage buildings, and it's a tourism based concept. It's just not
1924, and there alot of history that is lost. It still gets lost because we don't retain it, and
persevere it, it's too expensive. So.. that's the challenge, to create an economic system
that will enable the construction workers on site, to wish to "play ball" and be part of the
team, full and faithfully, also rightfully. Vs them being asked to record and do all this
work for no additional pay, or perks. The pay and the perks are a function of the future
economic interactions. Perhaps they influence it, by having very valuable, demanded
content, or content where the number of people is significantly higher who are likely to
come in contact with it. This enable them an additional revenue stream long-term, and a
reason to behave or not, as they have a witness to their actions, so as to stand by them
in their defense. Less mistakes potentially made to create mental stress, while enabling
mistakes to be opportunities for improvement, for next time, instead of maintaining the
quality control of the mistake.
The concept is that if there is another source of revenue besides the tenants, or the
developers that the building supply chain can tap into, then that will create an
opportunity for an exchange of economic weight for the creation and maintenance of
construction. No longer front loaded, but blended, and not from the developer/owner but
the local ecosystem. Upgrading the value of the real estate, as the product is not the
same as something that doesn't generate you passive income.
Over the last 3 years, reaching out to various levels of government the firm hasn't made
if far with this concept. It needs a community to change the world. The firm would make
money from this concept in a number of ways.
#1 by being a user, to enable our work product to registered via (building inspection),
and put up on the server as a digital product for sale, typically at the cost of creation.
Where that may be offset if the user creates an additional work product that becomes a
sub-product of the first product, to enable the users of that sub-product to fund, the work
of the main product, to thepoint that the main product has maintained their market
value.
#2 by creating new work product competitions ideas to test the limits, and host different
innovations. A sample may be recycling a trick from Notre Dame. Creating a
competition where 100's ofentries are used to create a required piece and the spares
are kept incase of need. Rather than just commissioning one work, commission many,
and auction off those not used as a fundraiser event. This enables the interior décor to
be replaced and enables the rural and local artisans an outlet for their passion. It also
enables research data for "fire testing, and other engineering questions" where data is
key, to not making false assumptions.
#3 having a foundershare within the system, which enables the firm a degree of control
to maintain the vision, and providing a valid rationale for investment of mental energy.
The vision is a world wide encyclopedia, where the worlds competitions for information
and knowledge enables the next generation to do more with their time, and be wiser
then this generation. While enabling this generation a "loan" from the future, to enable
them the ability to become no longer just workers, but citizens who work to invest into
their own future and fortune, and enabling others the same on the way.
Are you making a request for funding?
No
CƩƚƒʹ/źƷǤ ƚŅ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ ѡǞĻĬŅƚƩƒΏƓƚƩĻƦƌǤθƭğźƓƷƆƚŷƓ͵ĭğѢ
{ĻƓƷʹ ĻķƓĻƭķğǤͲ bƚǝĻƒĬĻƩ ЏͲ ЋЉЋЍ ЌʹЍВ ta
ƚʹ /ƚƒƒƚƓ /ƌĻƩƉ ѡĭƚƒƒƚƓĭƌĻƩƉθƭğźƓƷƆƚŷƓ͵ĭğѢ
{ǒĬƆĻĭƷʹ ĻĬŅƚƩƒ ƭǒĬƒźƭƭźƚƓ ŅƩƚƒʹ {ǒĬƒźƭƭźƚƓ Ʒƚ /ƚǒƓĭźƌ CƚƩƒ
\[ External Email Alert\] **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, 11/06/2024 - 15:48
Submitted by: Anonymous
Submitted values are:
About Person/Group Submitting
First name
Keith
Last name
Greenhalgh
Mailing Address
Saint John NB E2J 3P8
Saint John. E2J 3P8
Telephone
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.
No
About your Submission
Topic of submission
Excessive noise from modified exhaust vehicles.
Purpose for submission (what is the ask of council):
I have for 3 years lived beside a neighbour who has modified his exhaust on diesel
vehicles.
Each morning at 0515 hrs, he/she starts their vehicle (in summer and winter) which
wakes myself, my wife, and dogs.
I would ask that the city create or enforce a vehicle noise bylaw to ensure that residents
can live in reasonable noise levels.
Factory exhaust meets reasonable noise levels.
Executive summary
I have for 3 years lived beside a neighbour who has modified his exhaust on diesel
vehicles.
Each morning at 0515 hrs, he/she starts their vehicle (in summer and winter) which
wakes myself, my wife, and dogs.
I would ask that the city create or enforce a vehicle noise bylaw to ensure that residents
can live in reasonable noise levels.
Factory exhaust meets reasonable noise levels.
/haaL99 hC I9 Ih\[9 w9thw
M&C No.2024-296
Report DateNovember 4, 2024
Meeting DateNovember 25, 2024
Service AreaGrowth and Community
Services
SUBJECT: IRCC Contribution Agreement Amendment 5LIP 2024
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN SESSION OF COUNCIL
The City of Saint John has secured additional funds through its Contribution Agreement as represented
by the Minister of Immigration, Refugees and Citizenship to support Research initiatives on behalf of the
Saint John Local Immigration Partnership.
COUNCIL RESOLUTION
That the City enter into the Contribution Agreement Amendment Number (5) in the form as
attached to M&C 2024-296with His Majesty the King in Right of Canada, as represented by the
Minister of Citizenshipand Immigration, for the purpose of reallocating$14,700 in previously
approved fundingfor the 2024-2025 fiscal year, and that the Mayor and Clerk be authorized to
execute the said Contribution Agreement and any documents ancillary thereto.
M&C No.2024-311
Report DateNovember 19, 2024
Meeting DateNovember 25, 2024
Service AreaGrowth and Community
Development Services
SUBJECT: License Renewal-West side Food Bank/Horizon Health
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
West Side Food bank has been operating out of the Carleton Community Centre
since 2009, providing necessary food security to the Lower West Side community
and beyond. The West Side Food Bank serves 600 to 1400 people monthly, and is
operated completely by volunteers with food distribution held on Tuesday and
Fridayweekly.
Market Place Wellness Centre, (Horizon Health Network), has been operating out
of the Carleton Community Centre since 2010. The Wellness Centre offers access
to a number of primary services and programs that promote overall health and
at this site 2 days a week.
The City is very pleased to partner with these organizations byenteringinto new
5 yearlicense agreements with each so that they can continue providing their
invaluable services to our residents.
COUNCIL RESOLUTION
Your Chief Administrative Officer recommends to Common Council that the City
enter into License Agreements with West Side Food Bank Inc. and Horizon Health
Network, as attached to M&C 2024-311, and that the Mayor and Clerk be
authorized to execute the said License Agreements and any other documents
ancillary thereto or necessary to effect the transaction.
M&C No.2024-306
Report DateNovember 21, 2024
Meeting DateNovember 25, 2024
Service AreaGrowth and Community
Development Services
SUBJECT: 99 King Street -Tier 2 Urban Development Incentive Grant
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
The City of Saint John has received a Tier 2 Urban Development Incentive Grant
Application from 99 King St. G.P. Inc. The purpose of this report is to provide
Common Council an evaluation of the request in terms of the current Grant
policy.
COUNCIL RESOLUTION
1.That the City of Saint John enter into the Urban Development Incentive
Tier 2 Grant Agreement generally in the form as presented to Committee
of the Whole on November 25, 2024 with 99 King St. G.P. Inc.; and,
2.That the Mayor and Clerk be authorized to execute the said agreementand
any other documents necessary to effect the transaction.
M&C No.2024-313
Report DateNovember 20, 2024
Meeting DateNovember 25, 2024
Service AreaGeneral Counsel
SUBJECT: Anglin Drive Surplus Recommendation
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
The City continues to review its land holdings and has identified that the parcel of
land located at 19 Anglin Drive (PID 55054779) could be used for development
purposes and therefore staff recommend that Council declare the parcel surplus
to its needs.
COUNCIL RESOLUTION
The property located at 19 Anglin Drive (PID 55054779) is hereby declared surplus.
\[Document title\]
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