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2017-05-29_Agenda Packet--Dossier de l'ordre du jourCity of Saint John Common Council Meeting AGENDA Monday, May 29, 2017 6:00 pm Council Chamber Please use Chipman Hill entrance S'il vous plait utiliser 1'entree Chipman Hill Si vous avez besoin des services en francais pour une reunion de Conseil communal, veuillez contacter le bureau du greffier communal au 658-2862. Pages 1. Call to Order 2. Approval of Minutes 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 H. Sauerteig - The Community Awareness Emergency Response (CAER) 1 - 5 Initiative Proposal by the Saint John Fire Department (Recommendation: Receive for Information) 5.2 WorkSafe NB -Disability Awareness Week/ Walk and Roll Challenge 6 - 6 (Recommendation: Receive for Information) 5.3 R. Bailey: Rockwood Park (Recommendation: Receive for Information) 7 - 7 5.4 Demolition of Vacant, Dilapidated and Dangerous Building at 78-80 Lansdowne 8-28 Avenue (PID #371153) (Recommendation in Report) 5.5 Demolition of Vacant, Dilapidated and Dangerous Building at 31 Seaward 29-49 Crescent (PID# 340893) (Recommendation in Report) 5.6 Setting of Public Hearing Date for Heritage By -Law Amendments re: Removal of 50-66 three PIDs from the King Street East Heritage Conservation Area (Recommendation in Report) 5.7 Planning Advisory Committee re: Subdivision Application 4 Bennett Lane 67-79 1 Poeta Sy: (L 6. Members Comments 7. Proclamation 7.1 (Recommendation in Report) 167-168 5.8 Planning Advisory Committee re: Subdivision 345 Manchester Avenue 80-91 169-169 (Recommendation in Report) 7.3 5.9 Planning Advisory Committee re: Subdivision 38 Milford Road (Recommendation 92-104 in Report) 5.10 Proposed Public Hearing Date - 49 Noel Avenue, 65 University Avenue and 700 105-107 Somerset Street (Recommendation in Report) 5.11 City of Ghosts Augmented Reality Tour (Recommendation: Refer to Discover 108-108 Saint John) 5.12 Request from Kennebecasis Rowing Club - L.R. Ross Trust Fund 109-112 (Recommendation in Report) 5.13 Engineering Services - Lancaster Wastewater Treatment Facility - Grit Collection 113-117 System Upgrades (Recommendation in Report) 5.14 Contract No. 2017-05: City Line - Sanitary Sewer Improvements and Riverview 118-120 Drive - Water Main Extension (Recommendation in Report) 5.15 Contract No. 2017-12: McAllister Drive - Water Main Renewal - Phase 2 (#402 121 - 123 McAllister Drive to Mountain View Drive) (Recommendation in Report) 5.16 Tender for Sodium Hydroxide 50% NaOH - 2017-681001 T (Recommendation in 124-126 Report) 5.17 Architectural Services - City Hall Space (Recommendation in Report) 127-132 5.18 Saint John Parking Commission: Appointment of Gregory Willigar Canadian 133-133 Corps of Commissionaires as a Bylaw Enforcement Officer (Recommendation in Report) 5.19 Amended - Regional Hazardous Materials Emergency Response Renewal 134-161 Agreement (Recommendation in Report) 5.20 Convert McLellan Street from a two-way Street to a one-way Street 162-166 (Recommendation in Report) 6. Members Comments 7. Proclamation 7.1 Parachute's Safe Kids Week- June 5th to June 11th, 2017 167-168 7.2 Bike Week - June 2nd to June 11th, 2017 169-169 7.3 Safe Kid's Fun Day & Expo - June 5th to June 11th, 2017 170-170 8. Delegations / Presentations K 8.1 Saint John Board of Police Commissioners 171 -188 9. Public Hearings - 6:30 p.m. 9.1 Proposed Zoning and Bylaw Amendment and Conditional Use - 9, 15, 19 St. 189-221 James Street with Planning Advisory Committee report recomming Rezoning 9.1.1 Zoning Bylaw Amendment - 9, 15, 19 St. James Street (1st and 2nd 222-232 Reading) 9.2 Proposed Municipal Plan Amendment 180 Cosy Lake Road with Planning 233-267 Advisory Committee report recommending Denial of MPA 9.2.1 Municipal Plan Amendment - 180 Cosy Lake Road (1 st and 2nd 268-280 Reading) 10. Consideration of By-laws 10.1 Stop Up and Close portion of Grannan Street (3rd Reading) 281 -282 10.2 Stop Up and Close portion of Clovelly Drive (3rd Reading) 283-284 10.3 Amendments to the Saint John Parking Meter By -Law (1 st and 2nd Reading) 285-290 11. Submissions by Council Members 11.1 Sandy Point Road and Tucker Park Development Plans - Growth Roadmap 291 -317 (Councillor Sullivan) 11.2 Truck Restrictions (Councillor Strowbridge) 318-318 11.3 Proposed Street Closing June 30th to July 30th (Councillor Armstrong) 319-320 11.4 Saint John Theatre Company Funding Request (Councillor MacKenzie) 321 -322 12. Business Matters - Municipal Officers 12.1 Noise Generated by Heat Pumps - Background and Information 323-335 12.2 Expansion Permit - Glen Falls Mobile Home Park (220 Glen Road) 336-354 12.3 Community Grant Recommendations - 2017 Remaining Funds 355-357 12.4 PlaySJ Playground Services Update 358-368 13. Committee Reports 13.1 ABC Reporting Framework - May 2017 Submissions 13.1.1 Discover Saint John Written Report - May 2017 369-372 K3 13.1.2 Enterprise Saint John Written Report - May 2017 373-380 13.1.3 Harbour Station Written Report - May 2017 381 -401 13.1.4 Saint John Aquatic Centre Written Report - May 2017 402-405 13.1.5 Saint John Arts Centre Written Report - May 2017 406-407 13.1.6 Saint John Board of Police Commissioners Written Report - May 408-410 -511 2017 13.1.7 Saint John Development Corporation Written Report - May 2017 411 -412 13.1.8 Saint John Energy Written Report - May 2017 413-464 13.1.9 Saint John Industrial Parks Written Report - May 2017 465-467 13.1.10 Saint John Parking Commission Written Report - May 2017 468-470 13.1.10.1 Saint John Transit Commission Written Report - May 471 -473 2017 13.1.11 Saint John Trade and Convention Centre Written Report - May 2017 474-477 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 15.1 St. John the Baptist / King Edward School - Spring Soiree Fundraising Dinner 478-478 15.2 New Brunswick Historical Society - Request to Present to Council 479-480 15.3 R. Goodwin: McLean Street opening during the construction work by Port City 481 -501 Water Partners (PCWP) on Westmorland Road June 2017 16. Supplemental Agenda 17. Committee of the Whole 17.1 Saint John Festival of Sail - Request for Funding 502-502 17.2 Performance Dashboard 503-506 17.3 Appointments to the Nominating Committee 507-507 17.4 Offer to Purchase Synagogue and Peel Plaza Project House 508-510 17.5 Letter from Uptown Saint John 511 -511 18. Adjournment C! City of Saint John Common Council Meeting Monday, May 29, 2017 Committee of the Whole 1. Call to Order Si vous avez besoin des services en fran�ais pour une r6union de Conseil communal, veuillez contacter le bureau du greffier communal au 658-2862. Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the provisions of subsection 10.(2)(4) of the Municipalities Act and Council / Committee will make a decision(s) in that respect in Open Session: 4:30 p.m., 8th Floor Boardroom, City Hall 1.1 Performance Dashboard — Committee of the Whole Open Session 1.2 Nominating Committee 10.2(4)(b) 1.3 Land Matter 10.2(4)(4) 1.4 Financial Matter 10.2(4)(c) 1.5 Employment Matter 10.2(4)0) 61 Ville de Saint John Seance du conseil communal Le lundi 29 mai 2017 18 h, Salle du conseil Comit6 pl6nier 1. Ouverture de la s6ance Si vous avez besoin des services en fran�ais pour une reunion de Conseil Communal, veuillez contacter le bureau de la greffiere communale au 658-2862. Chacun des points suivants, en totalite ou en partie, peut faire 1'objet d'une discussion en prive en vertu des dispositions prevues a Particle 10 de la Loi sur les municipalites. Le conseil/comite prendra une ou des decisions a cet egard au cours de la seance publique 16 h 30 — Salle de conf6rence, 8e 6tage, h6tel de Ville 1.1 Tableau de bord sur le rendement — Ouverture de la seance du comite plenier 1.2 Comite des candidatures — alinea 10.2(4)b) 1.3 Question relative aux biens-fonds — alinea 10.2(4)d) 1.4 Question financiere — alinea 10.2(4)c) 1.5 Question relative a 1' emploi — alinea 10.2(4y) S6ance ordinaire 1. Ouverture de la s6ance 2. Approbation du proces-verbal 3. Adoption de Pordre du jour 4. Divulgations de conflits d'int6rets 5. Approbation du conseil 5.1 H. Sauerteig — Proposition de 1'initiative de sensibilisation de la collectivite et d'intervention d'urgence (CAER) par le Service d'incendie de Saint John (recommandation : accepter a titre informatif) 5.2 Travail s6curitaire NB — Semaine de sensibilisation a la situation des personnes handicapees/Defi « Marche et roule » (recommandation accepter a titre informatif) 5.3 R.Bailey : pare Rockwood (recommandation : accepter a titre informatif) 5.4 Demolition du batiment vacant, d&labr& et dangereux situ& au 78-80, avenue Lansdowne (NID 371153) (recommandation figurant au rapport) 5.5 D&molition du batiment vacant, d&labr& et dangereux situ& au 31, croissant Seaward (NID 340893) (recommandation figurant au rapport) 5.6 Etablissement de la date de Faudience publique relative a 1'ArrW concernant la sauvegarde du patrimoine : Retrait de trois NID de Faire de conservation du patrimoine de la rue King Est (recommandation figurant au rapport) 5.7 Comite consultatif d'urbanisme : Demande d'am&nagement de lotissement au 4, all&e Bennett (recommandation figurant au rapport) 5.8 Comit& consultatif d'urbanisme : Demande d'am&nagement de lotissement au 345, avenue Manchester (recommandation figurant au rapport) 5.9 Comit& consultatif d'urbanisme : Demande d'am&nagement de lotissement au 38, Chemin Milford (recommandation figurant au rapport) 5.10 Date pr&vue d'une audience publique relativement au 49, avenue Noel, au 65, avenue University et au 700, rue Somerset (recommandation figurant au rapport) 5.11 Visite en r&alit& augment&e La ville des fant6mes (recommandation : voir D&couvrez Saint John) 5.12 Demande du Kennebecasis Rowing Club — Fonds en fiducie L.R. Ross (recommandation figurant au rapport) 5.13 Services d'ing&nierie — Installation de traitement des eaux us&es de Lancaster — Modernisation du syst&me de collecte de sable (recommandation figurant au rapport) 5.14 Contrat ri 2017-05 : chemin City Line — Am6lioration des &gouts sanitaires et de la promenade Riverview — Prolongement de la conduite d'eau principale (recommandation figurant au rapport) 5.15 Contrat n'2017-12: Promenade McAllister — Renouvellement de la conduite d'eau principale — Phase 2 (du 402, promenade McAllister jusqu' a la promenade Mountain View) (recommandation figurant au rapport) 5.16 Soumission relative a Phydroxyde de sodium (NaOH) 50 % — 2017- 681001 T (recommandation figurant au rapport) 5.17 Services d' architecture — Espace de Fhdtel de ville (recommandation figurant au rapport) 5.18 Commission sur le stationnement de Saint John relativement a la nomination de Gregory Willigar, membre du Corps canadien des commissaires, en taut qu' agent d' execution des arretes municipaux (recommandation figurant au rapport) 5.19 Modification—Renouvellement de Faccord sur Fintervention d'urgence regionale relative aux matieres dangereuses (recommandation figurant au rapport) 5.20 Modifier la rue McLellan pour la faire passer d'une rue a double seas a une rue a seas unique (recommandation figurant au rapport) 6. Commentaires presentes par les membres 7. Proclamation 7.1 Semaine SecuriJeunes de Parachute — Du 5 au 11 juin 2017 7.2 Semaine du velo — Du 2 au 11 juin 2017 7.3 Journee de plaisir et exposition SecuriJeunes — Du 5 au 11 juin 2017 8. Delegations et presentations 8.1 Bureau des commissaires de la police de Saint John 9. Audiences publiques —18 It 30 9.1 Projet de modification de 1'Arrete de zonage et d'usage conditionnel visant les 9, 15 et 19, rue St. James avec le rapport du Comite consultatif d'urbanisme recommandant le rezonage 9. 1.1 Modification de 1'Arrete de zonage visant les 9, 15 et 19, rue St. James (premiere et deuxieme lectures) 9.2 Proposition de modification du plan d'amenagement visant le 180, route Cozy Lake avec le Rapport du Comite consultatif d'urbanisme recommandant le rejet de la modification 9.2.1 Modification du plan municipal visant le 180, route Cosy Lake (premiere et deuxieme lectures) 10. Etude des arretes municipaux 10.1 Fermeture et barrage d'un tron�on de la rue Grannan (troisieme lecture) 10.2 Fermeture et barrage d'un tron�on de la promenade Clovelly (troisieme lecture) 10.3 Modifications a 1'Arrete concernant les parcometres de Saint John (premiere et deuxieme lectures) 11. Interventions des membres du conseil 11.1 Plans d'amenagement du chemin Sandy Point et du chemin Tucker Park — Feuille de croissance (conseiller Sullivan) 11.2 Restrictions imposees aux camions (conseiller Strowbridge) 11.3 Projet de fermeture de rue du 30 juin au 30 juillet (conseiller Armstrong) 11.4 Demande de financement soumise par la Saint John Theatre Company (conseiller MacKenzie) 12. Affaires municipales 6voqu6es par les fonctionnaires municipaux 12.1 Bruit excessif genere par les thermopompes — Renseignements generaux 12.2 Permis d' agrandissement — Parc de maisons mobiles de Glen Falls (220, chemin Glen) 12.3 Recommandations relatives aux subventions communautaires — Fonds restants en 2017 12.4 Mise a jour des services de terrain de jeux RecreSJ 13. Rapports d6pos6s par les comit6s 13.1 Soumissions de mai 2017 — Cadre de reddition de comptes pour les organismes, les conseils d'administration et les commissions 13.1.1 Decouvrez Saint John 13.1.2 Entreprise Saint John 13.1.3 Harbour Station 13.1.4 Centre aquatique de Saint John 13.1.5 Centre des arts de Saint John 13.1.6 Bureau des commissaires de la police de Saint John 13.1.7 Saint John Development Corporation 13.1.8 Saint John Energy 13.1.9 Saint John Industrial Parks 13.1.10 Commission sur le stationnement de Saint John 13.1.10.1 Commission des transports de Saint John 13. 1.11 Saint John Trade & Convention Centre 14. Etude des sujets 6cart6s des questions soumises a Papprobation du conseil 15. Correspondance g6n6rale 15.1 Souper-benefice Spring Soiree — Ecole St. John the Baptist / King Edward 15.2 Demande de pr6sentation levant le conseil — Societe historique du Nouveau -Brunswick 15.3 R. Goodwin : Ouverture de la rue McLean pendant les travaux de construction effectues par Port City Water Partners (PCWP) sur le chemin Westmorland en juin 2017 16. Ordre du jour supplementaire 17. Comite plenier 17.1 Demande de financement —Festival des grands voiliers de Saint John 17.2 Tableau de bord de performance 17.3 Nominations au comite denomination 17.4 Offre d'achat de Synagogue et Peel Plaza Project House 17.5 Lettre du Uptown Saint John 18. Levee de la seance r 4 � r �AY I I HORST SAUERTEIG 88 Bedell Ave., Saint John, N.B., F -2K204, phone p) fox"j, kXW' itiolITTIM, emergency response preparations mid "fil�ing" such info, would solve the problem, instead of asking questions to the Fire Chief, who attends these Regular Sessions. c)(i) What corrective actions were taken by the Fire -Department or the EMO, after they .received the information about deficient emergency preparations in my April 22/15 letter 2 years ago, (ii) have the results been documented, and (iii) where can these be viewed? For greater clarity I repeat: I expect answers to the above questions a), b) and c). well as the refinery, are under the jurisdiction of the National Energ�y Board (NEB), a Federal Agency. I do not know if, but I assume, that similar legislation exists for other industrial enterprises in the City. To come back to the proposed CAER, I would suggest that instead of this program CC, possibly through the local EMO, asks the local industrial companies about their emergency anticipatipreparation- and response plans, and to what extent the participation of the local First Responders (FRs) is required in their respective Liaison Plans (LPs); and if the FRs have agreed to their assist -requirements, if extent and limit for such assistance have been established and agreed to by both sides, including the financial cost to the owners, and has this been documented, with the understanding that such agreements will be revisited on a yearly basis, and that they have to be tested in real-time field exercises to test and improve the effectiveness of their response plans. I argue that a Municipality has the right to check that the protection of its citizens' life wellbein and ro e from industrial incidents is well asstired OMMM 2 /hb/L\[ w9thw 2017-140 M&C No. May 17, 2017 Report Date May 29, 2017 Meeting Date Growth and Community Service Area Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Demolition of vacant, dilapidated and dangerous building at 78-80 Lansdowne Avenue (PID#371153) OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Rachel Van Wart A Poffenroth /J Hamilton Jeff Trail RECOMMENDATION Your City Manager recommends that Common Council direct one or more of the Officers appointed and designated by Council for the enforcement of the Saint John Unsightly Premises and Dangerous Buildings and Structures By-law, to arrange for the demolition of the building at 78-80 Lansdowne Avenue (PID#371153), in accordance with the applicable City purchasing policies. EXECUTIVE SUMMARY The purpose of this report is to advise Council that a Notice to Comply was issued under Section 190 of the Municipalities Act for the building at 78-80 Lansdowne Avenue. The hazardous conditions outlined in the Notice have not been remedied by the owners within the required time frame and staff is looking for direction from Council to arrange the demolition of the building. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT Enforcement of the Saint John Unsightly Premises and Dangerous Buildings and Structures By- - 2 - REPORT Inspections of the property at 78-80 Lansdowne Avenue, PID# 371153, have revealed the only building on the premise is a hazard to the safety of the public by reason of being open, vacant, dilapidated and elements of the building are structurally unsound. The building is two-stories, with wood-frame construction, previously used as a convenience store and offices. Staff first became aware of commercial zone. The power and water are disconnected. For the reasons described in the attached Inspection Report, a Notice to Comply was issued on March 16, 2017 and was posted to the front entrance of the building on March 17, 2017. The Certificate of Ownership for the building lists one individual as the registered owner. City staff were unable to contact the owner and the Power of Attorney of this property and the building is considered to be abandoned. The owner did not take any remedial action to comply with the requirements of the Notice. The Notice provided the owner with 60 days to remedy the conditions at the property. During this time no appeal was formally requested. A compliance inspection was conducted on May 17, 2017 which revealed that the conditions which gave rise to the Notice have not changed since the Notice was issued. Attached are the Notice to Comply that was issued and the building. The Municipalities Act indicates that where a Notice to Comply has been issued arising from a condition where a building has become a hazard to the safety of the public by reason of dilapidation, unsoundness of structural strength, or being vacant or unoccupied, the municipality may cause the building to be demolished. As required in the Act, a report from an engineer is attached, forming part of the issued Notice to Comply, and provides the evidence to the hazard to the safety of the public. SERVICE AND FINANCIAL OUTCOMES As is written in the Municipalities Act that a municipality must commence in the proceedings of remedial action, approval of Common Council is required prior to starting demolition activities at this property. Cost of the demolition work is approximated at $10,000 to $15,000 and will take about 4-6 weeks before it is purchasing policy and the cost of the work will be billed to the property owners. - 3 - If the bill is left unpaid, it will be submitted to the Province with a request for reimbursement. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Certificate of Registered Ownership for the property. Additionally, the City Registry. ATTACHMENTS Affidavit of Posting Notice to Comply and Inspection Report Photos 1 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 2 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 3 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 4 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 5 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 6 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 7 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 8 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 9 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 10 Photo PID# 371153 80 Lansdowne Avenue, Saint John, New Brunswick - 78 /hb/L\[ w9thw MC2017-141 M&C No. May 24, 2017 Report Date May 29, 2017 Meeting Date Growth and Community Service Area Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Demolition of vacant, dilapidated and dangerous building at 31 Seaward Crescent (PID#340893) OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Rachel Van Wart A Poffenroth /J Hamilton Jeff Trail RECOMMENDATION Your City Manager recommends that Common Council direct one or more of the Officers appointed and designated by Council for the enforcement of the Saint John Unsightly Premises and Dangerous Buildings and Structures By-law, to arrange for the demolition of the building at 31 Seaward Crescent (PID#340893), in accordance with the applicable City purchasing policies. EXECUTIVE SUMMARY The purpose of this report is to advise Council that a Notice to Comply was issued under Section 190 of the Municipalities Act for the building at 31 Seaward Crescent. The hazardous conditions outlined in the Notice have not been remedied by the owners within the required time frame and staff is looking for direction from Council to arrange the demolition of the building. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT Enforcement of the Saint John Unsightly Premises and Dangerous Buildings and Structures By- - 2 - REPORT Inspections of the property at 31 Seaward Crescent, PID# 340893, have revealed that there are two buildings on the premise; a single-storey, wood framed bungalow style house and a detached single-storey, wood framed garage. Staff standard enforcement procedures. The property is located in a densely populated r The Buildings are a hazard to the safety of the public by reason of being open, vacant, by reason of dilapidation and by reason of unsoundness of structural strength. For the reasons described in the attached Inspection Report, a Notice to Comply was issued on April 18, 2017 and was posted to the front entrance of the building on the same day. The Certificate of Ownership for the building lists one individual as the registered owner, who was served on April 24, 2017. The owner did not take any remedial action to comply with the requirements of the Notice and the property is considered to be abandoned. The Notice provided the owner with 30 days to remedy the conditions at the property. During this time no appeal was formally requested. A compliance inspection was conducted on May 24, 2017 which revealed that the conditions which gave rise to the Notice have worsened since the Notice was issued. are the Notice to Comply that was issued and the building. The Municipalities Act indicates that where a Notice to Comply has been issued arising from a condition where a building has become a hazard to the safety of the public by reason of dilapidation, unsoundness of structural strength, or being vacant or unoccupied, the municipality may cause the building to be demolished. As required in the Act, a report from an engineer is attached, forming part of the issued Notice to Comply, and provides the evidence to the hazard to the safety of the public. SERVICE AND FINANCIAL OUTCOMES As is written in the Municipalities Act that a municipality must commence in the proceedings of remedial action, approval of Common Council is required prior to starting demolition activities at this property. Cost of the demolition work is approximated at $10,000 to $15,000 and will take about 4-6 weeks before it is purchasing policy and the cost of the work will be billed to the property owners. - 3 - If the bill is left unpaid, it will be submitted to the Province with a request for reimbursement. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Certificate of Registered Ownership for the property. Additionally, the City Registry. ATTACHMENTS Affidavit of Posting Notice to Comply and Inspection Report Photos Њ tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ Ћ tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ Ќ tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ Ѝ tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ Ў tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ Џ tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ А tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ Б tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ В tŷƚƷƚ tL5ϔ ЌЍЉБВЌ ЌЊ {ĻğǞğƩķ /ƩĻƭĭĻƓƷͲ {ğźƓƷ WƚŷƓͲ bĻǞ .ƩǒƓƭǞźĭƉ COUNCIL REPORT M&C No. 2017-144 Report Date May 23, 2017 Meeting Date May 29, 2017 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Setting of Public Hearing Date for Heritage By-law Amendment Re: Removal of three PIDs from the King Street East Heritage Conservation Area OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Alice FudgeAmy PoffenrothJeff Trail RECOMMENDATION Your City Manager recommends that Common Council schedule a public hearing date of Monday June12th, 2017at 6:30 p.m. in the Council Chambers to consider an amendment to the Saint John Heritage Conservation Areas By-Law, which would remove three properties, PID 55010516, PID 00009738 and PID 55013577, from the King Street East Heritage Conservation Area, and that the necessary advertising be authorized in this regard. EXECUTIVE SUMMARY Irving Oil has requested that three properties within the King Street Heritage Conservation Area, PID 55010516, PID 00009738 and PID 55013577, be removed from the Saint John Heritage Conservation Areas By-law to facilitate the development of the proposed parking structure.This request, if approved by Common Council,involves consideration of an amendment to the Saint John Heritage Conservation Areas By-law HC-1 at a public hearing of Common Council. This request was discussed by the Heritage Development Board on May 3, 2017. After careful consideration of the development site, the challenges with the Heritage infill standards, and the proposed building design, the Board moved that they do not oppose the removal of the three properties from the King Street East Heritage Conservation Area. -2- Staff recommends that Council set the Public Hearing date for June 12, 2017 and approve of the required advertising to consider the removal of PIDs 55010516, PID 00009738 and PID 55013577 from the Saint John Heritage Conservation Areas By-law. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT The Heritage program aligns with /ƚǒƓĭźƌ͸ƭ ƦƩźƚƩźƷźĻƭ ƚŅ ͻ/ƚƒƒǒƓźƷǤ ƚŅ /ŷƚźĭĻͼ ğƓķ ͻ9ĭƚƓƚƒźĭ IĻğƌƷŷͼ͵ REPORT Early in the year, Irving Oil Limited (Irving Oil) and staff of Growth and Community Development Services discussed the potential for development of a structured parking building on the lands between King Street East and Leinster Street, behind the Sydney Street Courthouse. There are six properties that make up the lot which is surface parking; three properties are designated within the King Street East Heritage Conservation Area, established in 2007. Staff and Irving Oil discussed the design parameters and requirements for approval of this type of development, specifically the Heritage Standards for Infill Development. After analysis of the development site by staff and understanding the prescriptive nature of the Heritage Standards, it was determined that this development faces some challenges with the heritage approval process. The intent of the Heritage By-law is to provide the framework to govern appropriate heritage conservation work on existing buildings, and to guide appropriate new developments within the heritage areas. However, the infill design standards (Section 9) do not effectively serve this purpose in this particular circumstance considering: the site has insufficient built context (no neighbouring buildings), the set of design standards are prescriptive and inflexible, legislation (the Act) does not clearly offer the Heritage Development Board authority to vary from the standards in the By-law, and the type of building proposed (parking structure). Given these challenges with developing on this specific site, Irving Oil has requested that three properties within the King Street Heritage Conservation Area, PID 55010516, PID 00009738 and PID 55013577, be removed from the Saint John Heritage Conservation Areas By-law to facilitate the development of -3- the proposed parking structure. A letter outlining the request was submitted to the Heritage Officer on April 7, 2017 \[see Appendix B\]. At their meeting of May 3rd, 2017, the Heritage Development Board heard the request for removal along with a staff report outlining the challenges. Irving Oil attended the meeting and presented the proposed architectural concept for the parking structure. The design appears to gather architectural context from a broader range of buildings within this area as well as some guidance from the Heritage Standards. The proposed design was well received by members of the Heritage Board. The Heritage Board moved that they do not oppose the request for the removal of the three properties from the King Street East Heritage Conservation Area. SERVICE AND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS On May 3, 2017,the HDB considered a request to remove three PIDs from the Heritage By-law and motioned the following: ͻŷĻ Heritage Development Board advises Common Council that it does not oppose the removal of the 3 PIDs from the Saint John Heritage Conservation Areas By-\[ğǞ͵ͼ ATTACHMENTS Appendix A - Map of subject properties Appendix B Α Letter from Jeff Matthews, Irving Oil Ltd., submitted to the rd Heritage Development Board May 3, 2017 Appendix C Α Staff Report to Heritage Development Board: Request for Removal King Street East Heritage Conservation Area Irving Oil Ltd. Appendix D Α Advertisement for Public Hearing Appendix E Α Proposed By-law Amendment A APPENDIX APPENDIXB APPENDIXC R EPORT TO THE H ERITAGE D EVELOPMENT B OARD R EQUEST F OR R EMOVAL: K ING S TREET E AST H ERITAGE C ONSERVATION A REA I RVING O IL L TD. \[PID55010516,00009738 AND 55013577\] Date:April 28,2017 To:Heritage Development Board From:Growth and Community Development Services Prepared by:Alice C. Fudge Heritage Officer Approved by:Amy Poffenroth, P.Eng, MBA Deputy Commissioner SUBJECT Irving Oil Ltd. has requested that three properties within the King Street Heritage Conservation Area,PID 55010516, PID 00009738 and PID 55013577, be removed from the Saint John Heritage Conservation Areas Bylaw to facilitate the development of a parking structure. A letter outlining the request was submitted to the Heritage Officer on April 7, 2017 \[see attached\]. BACKGROUND The subjectpropertieson King Street Eastare surface parking lots with no structures\[see area map attached\]. The context of this site is primarily the Old Saint John County Court House, a historic building within the Trinity Royal Heritage Conservation AreafacingKing’s Square, and the Old Loyalist Burial Grounds located directly across the street. These two historic landmarks as well as the significance of the entire street are described below: Page 1of 6 Request for RemovalApril 28, 2017 King Street East: This street was designated by Common Council on October 9, 2007 as King Street East Heritage ConservationAreapartof theSaint John Heritage Conservation Areas By-law.King Street East is a wide street running from Sydney Street to the Courtney Bay. The initial name given to this street by the Loyalistswas Great George’s Street, presumably after George IIIwho was the King of England when the Loyalists landed. The name was changed to King Street East sometime between the years 1857-1864. The Great Fire of 1877 only destroyed three blocks of King Street East on the south side from the Court House to Pitt Street. Because King Street East was one of the widest streets in the Central Peninsula it became a barrier to the destruction and the fire did not travel north of this street. Other factors that may have limited the fire included: the nearby location of the Fire House, Hook & Ladder Company, and the focus on saving the Court House and St. John Presbyterian Church. The buildings on King Street East are primarily of the Victorian Era and the large majority of them fit into one of three categories of styles: Italianate, Second Empire, and Queen Anne. The alignment of the buildings on King Street East is a great attribute to the harmony of the streetscape as most buildings share the same set-back. Aside from one general store, from the Court House on King’s Square to Courtney Bay the street consists solely of residential buildings. Saint John County Court House Saint John County Court House was designated a National Historic Site in 1974 because it is representative of the judicial institution in New Brunswick; and, with its conscious arrangement of classical details, the building creates an impression of order and grandeur. The Saint John County Court House was built in 1826-1829 to provide courtrooms and office space for the Supreme Court and the Court of Quarter Sessions. It also contained a Council Chamber for sittings of City Council. Before its closing in 2014, it containedthe Office of the Sheriff/Coroner and was used for sessions of the Court of Queen's Bench and Provincial Court as needed. In its materials, form, composition and detailing, the Court House is typical of early-19th- century, British, public buildings in Canada. Its Neoclassical style imparts an air of sobriety and sophistication appropriate to its role as a court house. The Court House is distinguished by its free-standing, circular, interior staircase, with cantilevered stone steps rising three storeys in height without other means of support. Originally designed by local architectJohn Cunningham, the Court House was renovated in 1924 under the supervision of architect Garnet Wilson, following a devastating 1919 fire. Source: Historic Sites and Monuments Board of Canada, Minutes, May 1974. Page 2of 6 Request for RemovalApril 28, 2017 Old Loyalist Burial Grounds Saint John's original burial ground was established on this site as a public ground in the original town planshortly after the landing of the United Empire Loyalists in 1783.After its closure as a cemetery in 1848 the site became a memorial garden with tree lined walkways and flower beds. In 1994 the Irving family undertook a restoration program as a gift to the people of Saint Johnin memory of the late K.C. Irving (1899-1992), founder of the Irving group of companies.They commissioned and carried out a refurbishingof the entire site, including the construction of brick and granite walkways, benches, specially cast memorial gates, railings and light columns. Hundreds of trees and thousands of flowers and shrubs were planted and the magnificent Beaver Fountain was created. DISCUSSION A property owner may request removal from the Saint John Heritage Conservation Areas By- law through reviewand guidanceby the Heritage Development Board andapproval by Common Council. This type of request follows the procedure set inthe Act; the role of the HDB is to provide a recommendation on the matter for Council’s consideration of a by-law amendment. The subject properties of this request are owned by Irving Oil Ltd.\[IOL\].The large surface parking lot located between King Street East and Leinster Street is comprised of 6PIDs;threeof the PIDs are included in the boundary of the King Street East Heritage Conservation Area.The conservation area is described inSection 2 (1)(f) ofthe Heritage By-law, “…bounded on the south by the rear property line of all properties facing onto King Street East”.The remaining three PIDs of the parking lot fronting on Leinster Street are not designated within the Heritage By-law. The proposed newstructure for this site involvesdevelopmentson all 6 PIDs. Earlier this year, staff and IOL had reviewedthe design parameters for the north half of the lot which is subject to Section 9 of the Heritage By-law, Standards for New (infill)Development. The general concept and objectives of the proposed parking structure was described including overall size and placement, as well as the number of parking spaces required for development approvals associated with the new Home Office building, currently under construction. The focus of the discussion wascompliance with the Heritage infill development standards and the surrounding context of the site in which the By-law refers to for evaluation of these standards. There were a few observations regarding the site context: The subject site consists ofabout ¾ of the length of the entire block (south side of King Street East);there are no structures uponthese lands(3 PIDs); There is only one structure most proximate to the site, the Court House; this building is not considered a “neighbouring building” because it does not front upon the same side of the street; only the north side of the Court House building facesKing Street Page 3of 6 Request for RemovalApril 28, 2017 East, which is not an accurate representation of the architecture of the entire building; the building is an institutional type building with a distinctive style with characteristics such as symmetrical massing and windows, sandstone, and a hip roof; The opposite side of the street is an open green space with no structures for reference; The heritage significance of the King StreetEastHeritage Conservation Area is defined largely by its residential character;and Therest of the block is outside of the King Street East Heritage Area, buildings do not front upon the same side of the street, norare constructed prior to 1915. After this initial review of the site and the area, it can be determinedthat there is insufficient built contextto make referencetofor anew development. In order toapply the 11 design standards from Section 9 to a proposed new building, the By-law necessitates neighbouring buildings to refer to for calculating the averages and percentage values as prescribed in the regulations. Considering this site in particular, it is unlikely that anynew development proposal, regardless of size, use or style, could be properly evaluated here under the prescriptive requirements with the lack of historic building fabric of the area.A natural response to this situation would be to widen the lens and look for this context outside of the block described in the standards. However, there is no provision in the By-law to allow for the Board to broaden their analysis to uncludeother buildings in the Heritage Areafor further context. During this exercise of consideringthedevelopment conceptby IOL, other flaws or shortfalls of the design standards of Section 9 were identified.The nature of the design standards is prescriptive and mathematical, relying on the immediate surrounding buildings for design cues. The design standards wereintentionally written this way as a mechanism for evaluating and measuring a proposal through review by staff and the HDB. This approach to governing new development can be effective where the surrounding heritage context has an apparent regularity in built form or style, such as a commercial block or residential street. The goal is to insert a new building which maintains the order of the streetscape and ideally enhances the architectural fabric. However, the standards are unbending and prescriptive, which inhibit the Board’s ability to allow for anydeparture from the design criteriawhen faced with a challenging site or innovative design proposal.Approval is restricted even if the HDB is presented with a development proposal which is believed to be compatible with the heritage area but maynot meet all of the prescriptive design standards. The Act does not provide the HDB with the ability tovary from the design standards,which may lead to a situation where a site-specific By-law amendment is necessary to facilitate a development. As anexampleof the inflexibility, the By-law states in 9(1) “Anydevelopment…within the Heritage Conservation Areas shall complywith the following regulations:” This leaveslittle room for departure from the rules. The design standards of Section 9 describe calculated Page 4of 6 Request for RemovalApril 28, 2017 percentage values for building height, massing, and window openings of a new development with narrowtolerances:e.g. “The allowablefaçade opening/wall ratio for the façade of a development shall notvary by more than 10 percentfrom the façade opening/wall ratio of the façadeson existing buildings of the same type or style constructed prior to 1915 and not subsequently altered, and located within the same block of the development, fronting upon the same side of the street”There are many conditions stated in this one standard, 9 (1)(g), and all must be achievedfor approval. This is a challenging set of regulations for the HDB and staff to interpret and apply, and for the community to respond to with respect to evaluating proposals for new development. In the evaluation of a new development at this specific location on King Street East, we are presented with several challenges –a site with insufficient built context, a set of regulations that are inflexible, and legislation which does notclearlyoffer the authority to vary from the By-law. Irrespective of the type of development proposal on this site, thesecircumstances do not provide clarity to the review process. The HDB is reminded that in association with development of the South Central Peninsula Neighbourhood Plan, a complete review of the Heritage By-law is expected which will involve a more in-depth evaluation of the infill development standards for the City’s Heritage Areas. Development Concept: Parking Structure Irving Oil Ltd. is developing plans to construct aparking structure on the lands between King Street East and Leinster Street. Early design concepts of the building describe an open-air, four level parking structure, with pre-cast concrete panels to emulate heritage materials likebrick and limestone for the façades. The proposed design appears to gather architectural context from a broader range of buildings within this area –which is located at a junction of three Heritage Conservation Areas: King Street East,Trinity Royal(Sydney Street and King’s Square), and Princess Street(St Malachy’s High School). It also appears, upon a basic review of the visualization, that the building height, general massing and the materials could meet the intent of the design standards of Section 9\[acomplete analysis of the proposal is not possible at this point\]. Although this designfor a parking structuremakes an effort to complement the existing surroundings,the fundamental elements of a building of this use (vehicle parking) maynot satisfyall of the infill standards of the heritage by-law, for instance: the lack of actual windows, lack of roof, its height/width ratio, and traditional detailing. Planning Principles and Design Control The site of the proposed parking garage is zoned UptownCommercial (CU) and a parking structure is a conditional use within the Uptown Commercial (CU) zone. Conditional uses require the development application to be considered by the City’s Planning Advisory Page 5of 6 Request for RemovalApril 28, 2017 Committee (PAC) who hasthe jurisdiction to impose terms and conditions on the development. Growth and Community Development Staff have been in discussions with the proponent and the proponent is aware of the planning application and approvals process for the project. A review of the proposed parking structure in the context of the Urban Design policies contained in the Municipal Plan (PlanSJ) will be a key component of Staff’s evaluation of the project and the required approvals process within the jurisdiction provided under the Community Planning Act. Growth and Community Development Staff note that detailed drawings are required with the PAC application so that design elements such as height, massing, materials and the relationship to the Public Realm can be assessed by Staff. Conclusion The intent of the Heritage By-law is to provide the framework to govern appropriate heritage conservation work on existing buildings, and to guide appropriate new developments within the heritage areas.However, the design standards for new infill development do not effectively serve this purpose in this particular circumstanceconsidering:thesite hasinsufficient built context, the set of design regulations that are inflexible, legislation which does not clearly offer the authority to vary from theregulations in the By-law, andthe type of building proposed (parking structure). Given these challenges with developing on this specific site, staff would support removal from the King Street East Heritage Conservation Area. RECOMMENDATION The Heritage Development Boardrecommends to Common Council that three properties PID 55010516, PID 00009738 and PID 55013577, be removed from the Saint John Heritage Conservation Areas By-lawto facilitate the development the site. Page 6of 6 PROPOSED SAINT JOHN HERITAGE PROJET DE MODIFICATION DE CONSERVATION AREAS BY-LAW AIRES AMENDMENT DE CONSERVATION DU PATRIMOINE DE SAINT JOHN RE: KING STREET EAST OBJET: RUE EST KING Public Notice is hereby given that the Common Par les présentes, un avis public est donné par Council of The City of Saint John intends to lequel le conseil communal de The City of Saint consider amending By-law HC-1 - The Saint John John indique son étudier la modification Heritage Conservation Areas By-law -suivante à les aires de at its regular meeting to be held in the conservation du patrimoine de Saint John, lors de th Council Chamber on Monday, June 12 2017 at la réunion ordinaire qui se tiendra dans la salle du 6:30 p.m., by: conseil le lundi 12 juin, 2017 à 18h30 : Removing from the By-law the property located at est King Street East, also identified as PID 55010516, King, et portant le NID 55010516, NID 00009738 PID 00009738 and PID 55013577. and NID 55013577. REASON FOR CHANGE: RAISON DE LA MODIFICATION: To remove the property from the King Street East Heritage Conservation Area. patrimoine de la rue est King. The proposed amendment may be inspected by any Toute personne intéressée peut examiner le projet interested person at the office of the Common de modification au bureau de la greffier communal Clerk, or in the office of Planning and Development, City Hall, 15 Market Square, Saint , 15 Market Square, Saint John, John, N.B. between the hours of 8:30 a.m. and 4:30 N.-B., entre 8 h 30 et 16 h 30 du lundi au vendredi, p.m., Monday through Friday, inclusive, holidays sauf les jours fériés. excepted. Written objections to the amendment may be sent Veuillez faire parvenir vos objections au projet de to the undersigned at City Hall. modific soussignée If you require French services for a Common Si vous avez besoin des services en français pour Council meeting, please contact the office of the une réunion de Conseil Communal, veuillez Common Clerk. contacter le bureau de la greffière communale. Jonathan Taylor, Common Clerk Jonathan Taylor, Greffier communal 658-2862 658-2862 O BY-LAW NUMBER HC-1ARRÊTÉ NHC-1 A LAW TO AMEND ARRÊTÉ MODIFIANT L’ARRÊTÉ THE SAINT JOHNHERITAGE CONCERNANT LES AIRES DE CONSERVATION AREAS BY-LAWCONSERVATION DU PATRIMOINE DE SAINT JOHN Be it enacted by The City of Saint Lors d'une réunion du conseil John in Common Council convened, as communal, The City of Saint John a follows:décrété ce qui suit: The Saint John Heritage L'arrêté concernant les airesde Conservation Areas By-law, enacted on the conservation du patrimoine deSaint John, ninth day of October, A.D. 2007, is décrété le neuf (9) octobre 2007, est amended by:modifiépar: 1Amending paragraph 2(1)(f) and 1La modification du paragraphe Schedule “F”, King Street EastHeritage 2(1)(f) et de l'annexe «F», Aire de Conservation Area, by removingfrom the conservation du patrimoine de la rue est heritage conservation area a parcel of landKing,par la suppression d’une parcelle de having an area of approximately 2720terrain d’une superficie d’environ 2720 square metres, including buildings and mètres carrés,comprenant les bâtiments et structures thereon, located atKing Streetles constructions là-dessus, située au rue est East, also identified as being PID No.King, et portant leNID 55010516, 55010516, 00009738 and 55013577.00009738 and 55013577. IN WITNESS WHEREOF The City of EN FOI DE QUOI, The City of Saint John Saint John has caused the Corporate a fait apposer son sceau communal sur le Common Seal of the said City to be affixed présent arrêté le 2017, to this by-law the * day of *, A.D. 2017avec les signatures suivantes: and signed by: _______________________________________ Mayor/Maire ______________________________________ Common Clerk/Greffiercommunal First Reading-Première lecture- Second Reading-Deuxième lecture- Third Reading-Troisième lecture- Date: To: From: For:Meeting ofTuesday,May 16, 2017 SUBJECT Applicant: Owners: Location: PID: Plan Designation: Existing Zoning: Application Type: Jurisdiction: SUMMARY RECOMMENDATION DECISION HISTORY ANALYSIS Proposal Site and Neighbourhood Municipal Plan andSubdivision Variances Conclusion ALTERNATIVES AND OTHER CONSIDERATIONS ENGAGEMENT Public SIGNATURES AND CONTACT Prepared: Reviewed:Approved: Contact: Phone: E-mail: Project: APPENDIX Site Location Municipal Plan Zoning Aerial Photography Site Photography Tentative Subdivision Plan K S E KLA S Date: To: From: For:Meeting ofTuesday,May 16, 2017 SUBJECT Applicant: Owner: Location: PID: Plan Designation: Existing Zoning: Application Type: Jurisdiction:Community Planning Act SUMMARY RECOMMENDATION DECISION HISTORY ANALYSIS Proposal Site and Neighbourhood Municipal Plan Stable Residential Stable Residential Subdivision Conclusion Stable Residential ALTERNATIVES AND OTHER CONSIDERATIONS ENGAGEMENT Public SIGNATURES AND CONTACT Prepared: Reviewed:Approved: Contact: Phone: E-mail: Project: APPENDIX Site Location Municipal Plan Zoning Aerial Photography Site Photography Tentative Subdivision Plan R DR R E D I S N R U B R DR R E D I S N R U B E D I S N R U B T S R E R D D O O W N E L G Date: To: From: For:Meeting ofTuesday,May 16, 2017 SUBJECT Applicant: Owner: Location: PID: Plan Designation: Existing Zoning: Application Type: Jurisdiction:Community Planning Act SUMMARY RECOMMENDATION DECISION HISTORY ANALYSIS Proposal Site and Neighbourhood Municipal Plan Stable Residential Park and Natural Areas Stable Residential Primary Development Area, Park and Natural Areas Variances Subdivision Conclusion ALTERNATIVES AND OTHER CONSIDERATIONS ENGAGEMENT Public SIGNATURES AND CONTACT Prepared: Reviewed:Approved: Contact: Phone: E-mail: Project: APPENDIX Site Location Municipal Plan Zoning Aerial Photography Site Photography Tentative Subdivision Plan Tentative Subdivision Overlay LE TS NIG T S R A D E C T S Y D E N N T S Y L L O H D R T S E G D I R B T S E G D I R B D R D R O F LI M N /hb/L\[ w9thw M&C No. 2017-143 Report Date May 23, 2017 Meeting Date May 29, 2017 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Proposed Public Hearing Date 49 Noel Avenue, 65 University Avenue and 700 Somerset Street OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Mark Reade Jacqueline Hamilton Jeff Trail RECOMMENDATION That Common Council schedule the public hearing for the rezoning applications of Village View Suites (49 Noel Avenue) and Kris Price (65 University Avenue), and the Section 39 Amendment application of Hughes Surveys and Consultants Inc. on behalf of Somerset Investments Ltd. (700 Somerset Street) for Monday, July 10, 2017 at 6:30 p.m. in the Council Chamber, and refer the applications to the Planning Advisory Committee for a report and recommendation. EXECUTIVE SUMMARY The purpose of this report is to advise Common Council of the rezoning and Section 39 amendment applications received and to recommend an appropriate public hearing date. The next available public hearing date is Monday, July 10, 2017. 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 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 - STRATEGIC ALIGNMENT While the holding of public hearings for proposed rezoning and Section 39 amendments is 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. On a broader note, the development approvals process works towards fulfilling key Council priorities including: ensuring Saint John has a competitive business environment for investment, supporting business retention and attraction; and driving development in accordance with PlanSJ which creates the density required for efficient infrastructure and services. REPORT the rezoning and Section 39 amendment applications received and recommends an appropriate public hearing date. Details of the applications are available in the s office and will form part of the documentation at the public hearings. The following application has been received: Name of Location Existing Proposed Reason Applicant Zone Zone Village View 49 Noel Avenue Two-Unit Mid-Rise To construct a Suites Residential Residential multiple unit (R2) and (RM) dwelling. Future Development (FD) Kris Price 65 University Neighbourhood General To permit a Avenue Community Commercial business office. Facility (CFN) (CG) Hughes Surveys 700 Somerset General Section 39 To rescind the and Consultants Street Commercial Amendment existing Section 39 Inc. on behalf of (CG) conditions relating Somerset to the use of the Investments Ltd. property 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 Service. - 3 - INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Not applicable. ATTACHMENTS None. /hb/L\[ w9thw M&C No. 2017-152 Report Date May 24, 2017 Meeting Date May 29, 2017 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Request from Kennebecasis Rowing Club L.R. Ross Trust Fund OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Lori Lambert Michael Hugenholtz Jeff Trail RECOMMENDATION Common Council approve the request for $5,000 from the L.R. Ross Fund by the Kennebecasis Rowing Club. EXECUTIVE SUMMARY The L.R. Ross Fund was established in 1921 -one or under who are residents of the Maritime Provinces. The income from this Trust was to be used to provide a duplicate cup for the winner of each race held. Changes to the Trust in 1986 now allow for the funds to be used to promote the sport of rowing within the City of Saint John and its suburban communities, provided that an amount of $4,000 remains in the fund to enable the The Kennebecasis Rowing Club has submitted a letter to the City Manager dated February 17, 2017 requesting the City approve a grant in the amount of $5,000 from the L.R. Ross Fund to offset the cost of two outboard motors used in the safety/coaching boats for the Club. (Appendix A). PREVIOUS RESOLUTION NA STRATEGIC ALIGNMENT The Kennebecasis Rowing Club supports the concept of active living as presented in the City of program), to athlete development, to elite competition (Canada Games), to sport for life through adult recreational rowing programs. - 2 - The Kennebecasis Rowing Club has supported recreation programs offered by the City of Saint John for many years at Rockwood Park. REPORT The Kennebecasis Rowing Club is the only club in the Greater Saint John area recognized by Rowing New Brunswick, the official provincial sport organization governing body for rowing. Its high school program has an annual roster of well over 100 students from all high schools in the Greater Saint John area. This club has a rich history of representing Greater Saint John throughout the Maritimes, Canada and internationally. This is an excellent opportunity for the City of Saint John to show its continued support of the sport of rowing in Saint John. The acquisition of these two motors will provide safe and efficient coaching vessels for the club. This translates to improved instruction, focused practices and better participant engagement leading to a better sport experience and skill acquisition. SERVICE AND FINANCIAL OUTCOMES The L.R. Ross Trust has financially grown to a balance of $18,576.79 as of May 24, 2017. The Kennebecasis Rowing Club is requesting $5,000 from the fund which if approved by Common Council will leave a balance of $ 13,576.79. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Finance and Administrative Services City of Saint John ATTACHMENTS Appendix A: Kennebecasis Rowing Club Letter of Request (February 17, 2017) Appendix A Appendix A /hb/L\[ w9thw M&C No. 2017-135 Report Date May 23, 2017 Meeting Date May 29, 2017 Service Area Saint John Water His Worship Mayor Don Darling and Members of Common Council: SUBJECT: Engineering Services Lancaster Wastewater Treatment Facility Grit Collection System Upgrades OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Brent McGovern /Brian Jeff Trail Keenan RECOMMENDATION It is recommended that the proposal from Crandall Engineering Ltd. for engineering services for the Lancaster Wastewater Treatment Facility Grit Collection System Upgrades, Project No. 2017- accepted as follows: a) Detailed design and construction cost estimates are to be completed by Crandall Engineering Ltd. under the 2017 Capital Program, at a cost of $133,244.75, all applicable taxes included; b) construction component of the Project will be included in the 2018 Water & Sewerage Utility Fund Capital Program, the remainder of the engineering services work for the Project is to be carried out by Crandall Engineering Ltd. after Common Council approval of the 2018 Water & Sewerage Utility Fund Capital Program at a cost of $76,613.00, all applicable taxes included; and c) That the Mayor and Common Clerk be authorized to execute the Consulting Engineering Agreement. - 2 - EXECUTIVE SUMMARY The purpose of this report is to recommend that Council award the engineering services for the Lancaster Wastewater Treatment Facility Grit Collection System Upgrades project to Crandall Engineering Ltd. PREVIOUS RESOLUTIONS November 14, 2016; 2017 Water & Sewerage Utility Fund Capital Program approved. March 6, 2017; 2017 Water & Sewerage Utility Fund Capital Program adjustments. STRATEGIC ALIGNMENT as it relates to investing in sustainable City services and municipal infrastructure. REPORT BACKGROUND The approved 2017 Water & Sewerage Utility Fund Capital Program includes funding for the design component for the upgrade of the existing grit collection and dewatering system at the Lancaster Wastewater Treatment Facility. A Request for Proposal (RFP) was advertised to engage an Engineering firm to carry out the following services for the above noted project: Part A Site Surveys, Preliminary Investigation and Data Collection Part B Preliminary Design, Cost Estimates and Design Report Part C Conduct Public Communication Process Part D Detailed Design Part E Tender Period Services, Materials Testing & Inspection, Red Books and Record Drawings Part F Construction Management PURPOSE The purpose of this report is to make a recommendation for consulting engineering services for this project. - 3 - ANALYSIS With a comprehensive terms of reference document developed by staff, a public call for proposals was made for consulting engineering services. The Request for Proposal (RFP) closed on May 4, 2017 with responses received from the following four consulting engineering companies: CBCL Limited, Saint John, NB Crandall Engineering Ltd., Saint John, NB Dillon Consulting Limited, Saint John, NB exp Services Inc., Saint John, NB A Review Committee consisting of staff from Materials Management and Saint John Water was formed to evaluate submissions. Each member completed an independent review of the submissions and a joint discussion was held to develop the final ranking of submissions. The Review Committee came to a conclusion on their recommendation, which follows later in the report. The evaluation process uses the expertise of a variety of staff from Purchasing, Engineering and Operations to ensure a thorough review of the various submissions. Care must be taken to ensure that the necessary level of effort and expertise is being directed to the various tasks involved in the work, while still ensuring that costs to be incurred are appropriate and controllable. It is for these reasons that cost, although very important, cannot be the sole nor most critical deciding factor in making the selection of a consulting engineering firm. The Committee was tasked with the role of reviewing each submission against the proposal evaluation criteria as defined in the proposal call document. These criteria consisted of the following: 1. Quality and Completeness Does the proposal address all of the needs raised? Is the proposal presented in an organized and professional manner? 2. Experience Has the consultant demonstrated a level of expertise with the requirements of this project? 3. Experience of Employees / Sub ΏĭƚƓƭǒƌƷğƓƷƭ Has the consultant demonstrated a level of expertise for the employees of the company and sub consultants listed? Ѝ͵ Methodology Does the approach to the project outlined in the proposal address, in a realistic sense, attainable goals and is it in keeping with the - 4 - 5. Value Added What additional information, technology, process or options has the consultant included in his proposal? Is there value added 6. Cost Cost will be a factor, however not the only factor to be considered. allowed for each aspect of the project to be adequately addressed? After careful, independent consideration of presentation, company experience, personnel and technical proposal, the Review Committee met to analyze the financial proposals were opened and addressed. These had been submitted in separate, sealed envelopes. After due consideration, the Review Committee selected the submission of Crandall Engineering Ltd. as the best proposal based on an overall rating of the evaluation criteria - presentation, company experience, personnel, technical proposal and cost. The submission from Crandall Engineering Ltd. met all of the requirements of the proposal call, in a manner acceptable to the committee, with a cost effective bid for the project. POLICY ENGAGEMENT OF ENGINEERING CONSULTANTS The costs incurred by the consultant will be paid in accordance with the terms of the Request For Proposal at the rates submitted and accepted in the consultants proposal not to exceed the Recommended Hourly Rates as contained in The Association of Consulting Engineering Companies New Brunswick fee guideline. The Construction Management component of this project fee is based on an estimated 8 week construction period. The final fee will be calculated based on the actual construction management period. SERVICE AND FINANCIAL OUTCOMES The proposed cost of work from Crandall Engineering Ltd. to provide engineering design and construction management services for this project is $209,857.75 including HST. This cost is based on an estimated 8 week construction management period. An amount of $100,000 is included in the 2017 Water & Sewerage Utility Fund Capital Program for engineering design services for this project. The cost above includes $76,613.00, including HST, for the provision of construction management services for the upgrading of the grit collection and dewatering system at the Lancaster Wastewater Treatment Facility. It is anticipated that funding for the work will be included in the 2018 Water and Sewerage eration. Staff will only authorize the Consultant to proceed with the work approved - 5 - under the 2017 Capital Program ($133,244.75) for now, with the remainder of the engineering services work ($76,613.00) to be carried out after Council approval of the 2018 Water and Sewerage Utility Fund Capital Program. An analysis has been completed which includes the estimated amount of work that will be performed by the Consultant as part of the 2017 Water and Sewerage Utility Fund Capital Program and is as follows: Budget $ 100,000 Project net cost $ 120,800 Variance (shortfall) $ 20,800 The projected budget shortfall can be managed within the overall 2017 Water and Sewerage Utility Fund Capital Program envelope. Engineering fees to cover the costs of design and construction management generally do not exceed 15-20% of the total overall project cost, depending on the nature of the project and the engineering service required. This upset engineering fee of $209,857.75 is approximately 16% of the total overall project cost, which is considered appropriate for this type of work. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Materials Management facilitated the RFP process to solicit proposals from Engineering Consultants for the Lancaster Wastewater Treatment Facility Grit Collection System Upgrades project. The committee was tasked with the role of reviewing each submission against the proposal evaluation criteria as defined in the proposal call document. policies and procedures, separate assessments of the technical and financial aspects of the submissions were undertaken by the evaluation committee members. The above process is in accordance with the pport the recommendation being put forth. ATTACHMENTS N/a /hb/L\[ w9thw M&C No. 2017-148 Report Date May 23, 2017 Meeting Date May 29, 2017 Service Area Saint John Water His Worship Mayor Don Darling and Members of Common Council SUBJECT: Contract No. 2017-05: City Line Sanitary Sewer Improvements & Riverview Drive Water Main Extension OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager John Campbell Brent McGovern / Brian Jeff Trail Keenan RECOMMENDATION It is recommended that Contract No. 2017-05: City Line Sanitary Sewer Imrovements & Riverview Drive Water Main Extension be awarded to the low Tenderer, Fairville Construction Ltd. at the tendered price of $676,181.89 (including HST) as calculated based upon estimated quantities, and further that the Mayor and Common Clerk be authorized to execute the necessary contract documents. EXECUTIVE SUMMARY The purpose of this report is to recommend that Council award Contract 2017- 05: City Line Sanitary Sewer Improvements & Riverview Drive Water Main Extension to the low Tenderer. PREVIOUS RESOLUTION November 9, 2015; 2016 Water & Sewerage Utility Fund Capital Program Approved. November 14, 2016; 2017 Water & Sewerage Utility Fund Capital Program Approved. March 6, 2017; 2017 Water & Sewerage Utility Fund and General Fund Capital Program Adjustments Approved. - 2 - STRATEGIC ALIGNMENT as it relates to investing in sustainable City services and municipal infrastructure. REPORT BACKGROUND The approved 2016 and 2017 Water & Sewerage Utility Fund Capital Programs include funding for sewer system improvements including a new sewage pumping station on City Line and the installation of 90m of new 150mm water main on Riverview Drive in order to eliminate the 100mm cast iron water main under the Thruway. TENDER RESULTS Tenders closed on May 23, 2017 with the following results, including HST: 1. Fairville Construction Ltd., Saint John, NB $ 676,181.89 2. Galbraith Construction Ltd., Saint John, NB $ 679,485.55 3. TerraEx Inc., Saint John, NB $ 740,320.55 $722,888.85 including HST. ANALYSIS The tenders were reviewed by staff and all tenders were found to be formal in all respects. Staff is of the opinion that the low tenderer has the necessary resources and expertise to perform the work, and recommend acceptance of their tender. Work is expected to begin in June and continue until mid-September, 2017. FINANCIAL IMPLICATIONS The Contract includes work that is charged against the 2016 and 2017 Water & Sewerage Utility Fund Capital Programs. Partial funding for the City Line Sanitary Sewer Improvements project will come from the Clean Water Wastewater Fund. Assuming award of the Contract to the low tenderer, an analysis has been completed which includes the estimated amount of work that will be performed by the Contractor and Others. - 3 - The analysis is as follows: Budget $ 760,000 Project net cost $ 671,940 Variance (Surplus) $ 88,060 POLICY TENDERING OF CONSTRUCTION CONTRACTS The recommendation in this report is made in accordance with the provisions of Specifications and the specific project specifications. SERVICE AND FINANCIAL OUTCOMES The work on City Line is necessary to upgrade the existing sanitary sewer system. The new 150mm water main on Riverview Drive will replace the aging 100mm cast-iron water main passing under the Thruway. The renewal of this infrastructure will reduce the likelihood of future service disruptions to the local residents and businesses due to infrastructure failures. This project will be completed within the original approved financial budget. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/a ATTACHMENTS N/a /hb/L\[ w9thw M&C No. 2017-156 Report Date May 24, 2017 Meeting Date May 29, 2017 Service Area Saint John Water His Worship Mayor Don Darling and Members of Common Council SUBJECT: Contract No. 2017-12: McAllister Drive Water Main Renewal Phase 2 (#402 McAllister Drive to Mountain View Drive) OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Susan Steven-Power Brent McGovern/ Jeff Trail Brian Keenan RECOMMENDATION It is recommended that Contract No. 2017-12: McAllister Drive Water Main Renewal Phase 2 (#402 McAllister Drive to Mountain View Drive) be awarded to the low Tenderer, MIDI Construction Ltd., at the tendered price of $711,972.48 (including HST) as calculated based upon estimated quantities, and further that the Mayor and Common Clerk be authorized to execute the necessary contract documents. EXECUTIVE SUMMARY The purpose of this report is to recommend that Council award Contract 2017- 12: McAllister Drive Water Main Renewal Phase 2 (#402 McAllister Drive to Mountain View Drive) to the low Tenderer. PREVIOUS RESOLUTION November 14, 2016 - 2017 Water & Sewerage Utility Fund Program approved. March 6, 2017 - 2017 Water & Sewerage Utility Fund Capital Program Adjustments approved. - 2 - STRATEGIC ALIGNMENT This report Valued Service Delivery, specifically as it relates to investing in sustainable City services and municipal infrastructure. REPORT BACKGROUND The approved 2017 Water & Sewerage Utility Fund Program includes a project for the renewal of water main on McAllister Drive, from #402 McAllister Drive to Mountain View Drive. TENDER RESULTS Tenders closed on May 24, 2017 with the following results, including HST: 1. MIDI Construction Ltd., Saint John, NB $ 711,972.48 2. Galbraith Construction Ltd., Saint John, NB $ 744,715.85 3. TerraEx Inc., Saint John, NB $ 823,076.56 4. Fairville Construction Ltd., Saint John, NB $ 937,252.88 858,047, including HST. ANALYSIS The tenders were reviewed by staff and all tenders were found to be formal in all respects. Staff is of the opinion that the low tenderer has the necessary resources and expertise to perform the work and recommend acceptance of their tender. Work is expected to begin in June 2017 and continue into October 2017. FINANCIAL IMPLICATIONS The Contract includes work that is charged against the 2017 Water & Sewerage Utility Fund Capital Program. Partial funding for this project will come from the Clean Water Wastewater Fund. Assuming award of the Contract to the low tenderer, an analysis has been completed which includes the estimated amount of work that will be performed by the Contractor and Others. The analysis is as follows: Budget $ 1,000,000 Project net cost $ 687,270 Variance (Surplus) $ 312,730 - 3 - POLICY TENDERING OF CONSTRUCTION CONTRACTS The recommendation in this report is made in accordance with the provisions of Specifications and the specific project specifications. SERVICE AND FINANCIAL OUTCOMES The water main on McAllister Drive is in poor condition and requires replacement. The renewal of the water main will reduce the likelihood of future service disruptions to the local residents and businesses due to infrastructure failures. This project will be completed within the approved financial budget. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A /hb/L\[ w9thw M&C No. 2017-150 Report Date May 24, 2017 Meeting Date May 29, 2017 Service Area Saint John Water His Worship Mayor Don Darling and Members of Common Council SUBJECT: Tender for Sodium Hydroxide 50% NaOH - 2017-681001T OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager James Margaris Brent McGovern Jeff Trail Kendall Mason RECOMMENDATION It is recommended that the tender for the establishment of a supply agreement for Sodium Hydroxide (50%) be awarded to the lowest compliant bidder, Univar Canada. EXECUTIVE SUMMARY Saint John Water has a proactive plan to introduce 50% Sodium Hydroxide solution to the treated water leaving the existing Latimer Lake Water Treatment Facility to transition the chemistry of the water in the distribution system in preparation for the future treated water chemistry that will flow through the distribution system after the new Water Treatment Facility is in operation. Since the existing treatment facility was put into operation, water delivered to customers has been slightly acidic with a low buffering capacity. The proactive plan to add 50% Sodium Hydroxide solution will gradually raise the pH over a period of approximately 1 year to adjust the pH of the potable water and the distribution system. A public tender call for the supply of Sodium Hydroxide was issued on April 11, 2017, and closed on April 25, 2017. Results indicate that Univar Canada had the lowest compliant bid. PREVIOUS RESOLUTION N/A - 2 - STRATEGIC ALIGNMENT invest in sustainable City services and municipal infrastructure providing safe clean drinking water. REPORT The existing east Saint John water supply is characterized as having low pH, low alkalinity, low hardness, and low turbidity, and is considered aggressive in terms of corrosivity. As a means of reducing internal corrosion in the distribution system, the new Water Treatment Facility will include pH adjustment and the addition of a corrosion inhibitor, something that is common in the water treatment industry. As a result, the chemistry of the potable water after full treatment at the new Water Treatment Facility will be different than potable water currently supplied to the distribution system. In order to slowly transition the water distribution system to the change in future water chemistry, Saint John Water, upon the recommendation of the Engineer on the Safe, Clean Drinking Water Project, is being proactive by introducing sodium hydroxide to adjust the pH to slowly transition the current pH level to a level that would be more indicative of the final pH leaving the new Water Treatment Facility. This change in water chemistry has the potential to cause disturbances to the existing pipe. As a result, scaling within the pipe could release from the pipe with a sudden change in water chemistry causing water discolouration. Slowly transitioning the pH of the water over time could minimize this potential release of pipe scaling thus minimizing the potential of water quality issues like discolouration. This pH adjustment, which would be achieved by the addition of 50 % Sodium Hydroxide solution, would take place at the Latimer Lake Water Treatment Plant which currently serves customers east of the Reversing Falls Bridge. pH is a numeric scale used to specify the acidity or basicity of a solution. The water from the Latimer Lake system after chlorination presently has a pH of approximately 6.3, which is on the acidic side of neutral. The pH transition Saint John Water is planning to perform, starting in 2017 and continuing until the new Water treatment Facility is fully commissioned will transition the pH from approximately 6.3 to approximately 7.3 7.5 which will reflect the finished treated water from the new Water Treatment Facility currently under construction. - 3 - SERVICE AND FINANCIAL OUTCOMES It is estimated, based on engineering calculations and the unit price bid, that the City will spend approximately $137,500 annually to purchase bulk Sodium Hydroxide 50% solution. This is a planned expenditure and as such funds are provided in the annual Utility Operating Budget to fully cover this expense. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Both the Department of Health and the Department of Environment and Local addition of Sodium Hydroxide in the potable water supply as a means to adjust pH. MATERIALS MANAGEMENT: A public tender call was issued on April 11, 2017 and closed on April 25, 2017. Four companies responded to the tender call by submitting bids. The results are as follows: Alpha Chemical Ltd. $0.39/Kg Brenntag Canada Inc. $0.504/Kg Univar Canada $0.51/Kg Canada Colors and Chemicals (Eastern) Limited $0.525/Kg Alpha Chemical Ltd. submitted a letter of withdrawal, for permission to withdraw their bid submission, as they made a mathematical error on their bid price. A letter of reject was issued to Brenntag Canada Inc., as their bid was non- compliant, due to terms and conditions that were contrary and conditions. Therefore, Univar Canada has submitted the lowest compliant bid and Staff of Materials Management have reviewed the tender and have found it to be complete and formal in every regard. Staff recommends that the recommend acceptance of their tender. The above process is in accordance with th Materials Management support the recommendation being put forth. ATTACHMENTS N/A /hb/L\[ w9thw M&C No. 2017-154 Report Date May 24, 2017 Meeting Date May 29, 2017 Service Area Finance and Administrative Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Architectural Services City Hall Space OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Stephanie Rackley-Kevin Fudge Jeff Trail Roach RECOMMENDATION It is recommended that the City engage TOSS Solutions for architectural services required to cost-effectively optimize City Hall space in the amount of $120,475 plus HST (fixed cost) and that the Mayor and Common Clerk be authorized to execute the appropriate documentation in that regard. EXECUTIVE SUMMARY Through the process being facilitated by Cushman & Wakefield, the City has identified a number of potential spaces for City Hall relocation. All of the spaces provide for the required 34,000 square feet, each with various floor plate sizes and shapes. Relocation of City Hall space will include the occupancy of approximately 9,000 square feet in the City Market tower. Architectural services are required to complete test fits for selecting City Hall space. This engagement will also include interior space design for selected City Hall space and coordination with design work at the City Market tower to optimize functionality that improves service delivery and reduces operating costs. This approach will provide for a consultation process to effectively manage the change for employees, Common Council, other stakeholders, and the public. The total fixed cost for architectural space planning is $120,475 plus HST for City Hall and schematic design at City Market tower. The requirement for these services was anticipated as part of the continuous improvement project to - 2 - optimize City Hall space and as such funds were allocated in the 2017 operating budget. PREVIOUS RESOLUTION The requirement for architectural services and recommendation contained within this report relates to Common resolution in February 2017, to engage Cushman & Wakefield Atlantic, a commercial brokerage firm to STRATEGIC ALIGNMENT Optimization of City Hall space contributes to a number of priorities including Valued Service Delivery and being Fiscally Responsible. With a focus on continuous improvement, a smaller footprint will result in streamlined work flow processes that will reduce operating costs and improve customer service. This project is estimated to save a minimum of $500,000 annually from SERVICE AND FINANCIAL OUTCOMES Background The City of Saint John (the City) has occupied space in the current City Hall renewal soon, the time is right to begin looking at all options for suitable, long- term occupancy. The functionality of any workspace evolves over time, and it is important for the City to configure a space that is not only cost-effective, but also flexible in functionally that considers the service needs of employees, stakeholders, and citizens. In February of 2017, Common Council approved the engagement of Cushman & Wakefield Atlantic, a commercial brokerage firm with offices in Saint John, to act on the Ci come in the form of a newly leased space, a renewal to the current lease, or the purchase of an existing facility. The City is looking for approximately 34,000 square feet of space located in open, collaborative, naturally illuminated premises in the uptown neighbourhood. This space, combined with approximately 9,000 square feet in the City Market tower, will house services traditionally delivered out of City Hall. Cost-savings the uptown core have also been identified as priorities. Occupancy for both City Hall and the City Market tower are planned for October 2018. - 3 - Architectural space planning services are required to facilitate the selection and relocation of City Hall space. The space planner will complete the necessary test fits to determine if potential City Hall space will accommodate space requirements and ensure it can function properly for local government business and customers. The space planner will work with the City to develop scoring criteria for each test fit. Scoring will be weighted to identify a clear candidate and support recommendations for City Hall space. Considerations for developing criteria include: Creates efficiencies for delivering public service Provides a secure (safe) healthy environment for the public, employees, and leaders Ensures maximum flexibility to respond to the evolving needs of the community Facilitates an integrated one-stop customer service concept As part of the recommendation for selecting City Hall space, the space planner will deliver a conceptual plan package. The package will illustrate a high-level layout, improved functionality and value added features that are intended to create civic pride, ensuring the space is welcoming to our citizens and instills confidence in public service delivery. The conceptual plan package will include space planning and analysis including the test fit results to demonstrate due diligence in the selection of City Hall space. Development of the conceptual plan package involves engaging employees and other key stakeholder to complete space planning (workspace areas and location), facility needs programming (storage, access control, coats, copiers, first aid, common area, lunchroom, meeting rooms), and workplace strategy (work-flow and optimization). The conceptual plan package will also include the vision for the City Market tower to illustrate how these two spaces will function together. Once City Hall space is selected, the architectural space planner will complete detail design documents inclusive of bid documents for both construction and furniture (City Hall only). The plan is to focus on modular type construction to provide maximum flexibility to respond to the evolving needs of the organization and the community. As part of the continuous improvement framework, the space planner will work with the City to complete a full inventory of the Citys furniture assets. The objective is to reuse suitable furniture in the new space and reduce costs. During construction the space planner will provide on-site representation and instructions to ensure proper installation and address any issues. - 4 - Analysis As per legislated procurement requirements, the City has the ability to direct engage for architectural services. Based on the aggressive timelines for the City Hall project, particularly as it relates to test fits, and the demonstrated ability of the space planner, the project team is recommending the direct engagement of TOSS Solutions. TOSS Solutions, an established design firm in Saint John, New Brunswick, bolsters a strong depth of experience in the field of design and management. TOSS Solutions has completed many projects of similar scope, size and complexity including new builds, repurposing space, and integrating workplace and heritage elements. Some examples of their work include Genesys, Wyndham Worldwide, IBM (Atlantic Canada Region), Irving Oil, Centre Beam Project Solutions, and UNBSJ Campus Facilities. More recently, TOSS has gained experience in municipal government with their work on the Hampton Town Hall. Although this project was on a smaller scale, it was a complex, repurposed project that reflects budgetary understanding and needs for support at a historic municipal level. TOSS Solutions also completed space design work for Enterprise Saint John. As part of the Citys continuous improvement project on City Hall, TOSS Solutions provided guidance to the project team in understanding space optimization considerations and estimating fit-up costs to calculate potential savings. TOSS Solutions also facilitated tours at several of their project sites to give the project team an idea of the possibilities of cost-effective space design and how that could be applied to municipal government. These services were provided at no cost to the City and no obligation to engage them for future work. Site tours provided the City with an opportunity to see TOSS Solution hand and talk to their clients. TOSS Solutions is a highly respected firm, with many of their clients offering their assessment on their attention to detail in terms of optimizing space, enhanced functionality, and cost containment. The project team was also provided with a good understanding of the level of engagement TOSS Solutions undertakes in their projects to ensure that space design meets their functional needs. Timing of engagement for an architectural space planner was planned to coincide with the space selection process and the requirements for test fits set out by the real estate consultant, Cushman & Wakefield. While the project team is recommending direct engagement with TOSS Solutions to expedite the City Hall project and their proven experience, the City could choose to engage this service through a Request for Proposal process. This process would add another six (6) to eight (8) weeks to the City Hall space selection process. Delaying the space selection process would essentially delay projected occupancy into late 2018 possibly early 2019. Relocation during the winter - 5 - months is not optimal. Funds were also allocated in the 2017 budget to comply with any penalties related to early release from the current City Hall lease agreement (accounted for in estimated cost savings). A delay in the project may push this requirement into 2018 where an allocation of funds would need to be considered as part of the 2018 budget process. Financial Implications the continuous improvement project. The scope of work defined for architectural services accounted for this work, resulting in some cost savings for interior space design needs. Based on the scope of work noted above, TOSS Solutions has provided a total fixed cost estimate of $113,630 plus HST for City Hall and a total fix cost estimate of $6,845 for integration of City Hall design work with the City Market tower for consistency and optimization of space. The total fixed cost for this project is $120,475. In the Expression of Interest put out by Cushman & Wakefield for City Hall space, there was a provision to recover costs for test fits from the proponents. These funds will offset some of costs related to space planning by approximately $13,600. Additional funds were allocated to the Strategy & Continuous Improvement Service as part of the 2017 operating budget to facilitate service improvements. The funds allocated will cover the total fixed cost estimate for architectural space planning services. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Materials Management has been consulted on the requirements for securing architectural services for City Hall space and is supportive of direct engagement. Facilities Management, through Administrative Services, has been consulted on project timelines and the impact of the process for engaging architectural services. Feedback has also been provided on the coordination of space planning for both City Hall and the City Market tower space to ensure optimal use and functionality. Facilities management supports the approach and recommendation presented in this report. The project team has also received advice from Cushman & Wakefield on the engagement of a space planner and is supportive of the approach outlined in this report. In order to meet project schedule milestones for October 2018 - 6 - occupancy, it is important to have a space planner engaged to complete the test fits for site selection. It is a best practice to engage the same firm to complete the interior design work as the one that completed the test fits. Also, choosing to go out to RFP for the remaining interior design work could result in significantly higher costs as a result of the rework required by a new space planner. COUNCIL REPORT M&C No. 2017-151 Report Date May 23, 2017 Meeting Date May 29, 2017 Service Area Public Safety Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Amended - Regional Hazardous Materials Emergency Response Renewal Agreement OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Kevin Clifford Kevin Clifford, Fire Chief Jeff Trail RECOMMENDATION That the Mayor and Common Clerk be authorized to execute the attached amended Regional Hazardous Materials Emergency Response Renewal Agreement with the Province of New Brunswick respecting the delivery of regional hazardous materials emergency response services EXECUTIVE SUMMARY At its meeting of March 7th 2016 Common Council authorized the execution of an agreement between the City and the Province of New Brunswick respecting the provision of Hazardous Materials Response Services outside of the City of Saint John. Subsequently, the Province of New Brunswick (as represented by the Minister of Public Safety) made amendments to a discrete provision of the agreement, being Article 9 respecting Indemnification. The amended Indemnification provision has been reviewed by the City Solicitors Office and Insurance and Risk Management as well as the SJFD from an operational perspective. The purpose of this report is to th approval. All other components of the March 7 2016 renewal agreement remain in place. The th March 7 2016 Council report provided the following key considerations to the renewal of the agreement. The City of Saint John Hazardous Materials Response Unit was first established over twenty-five years ago in response to the expanding hazard/risk profile of the City of Saint John. Since its inception the Saint John Fire Department Hazardous Materials Response unit has acquired, and sustained the critical equipment and skill sets necessary to mitigate an emergency response response unit has successfully mitigated numerous incidents within our municipal boundaries. Recognizing the expertise inherent to the local fire service the Province of NB solicited collaboration on this highly specialize response competence to address its own gap on responding to hazardous materials incidents. To this end, Common Council at its meeting of January 30, 2006, authorized the first hazardous materials emergency response agreement with - 2 - the Province of New Brunswick. The Agreement came into effect on May 26, 2006 and is now ready to be renewed. The previous agreement provided that the City of Saint John received an annual stand-by fee of $70,000 in addition to full re-imbursement (plus) on any incident response. The previous agreement also provided a revenue opportunity through training nearby regional first responders. The proposed renewal agreement provides an increase stand-by fee of $95,000 annually with an inflationary adjustment over the ten year term. The renewal agreement also maintains full re- imbursement (plus) on any incident response and provides a revenue opportunity through the training of nearby regional first responders. The Saint John Fire Department exercised the revenue opportunity in the Spring of 2017. PREVIOUS RESOLUTION Common Council at its meeting of January 30, 2006, authorized the first hazardous materials emergency response agreement with the Province of New Brunswick. The Agreement came into th effect on May 26 , 2006. Common Council authorized the most recent renewal agreement on March 7th 2016 STRATEGIC ALIGNMENT Growth and Prosperity The implementation and sustenance of a competent hazardous materials response capability is critical to Common C to ensure that economic health of our community. Vibrant Safe City A secure and safe integration of industry and community provides citizens confidence as they make Saint John their community of choice. Fiscally Responsible The Saint John Fire Department exercised the revenue opportunity in the Spring of 2017 and is scheduled to exercise the additional revenue opportunity in the fall of 2017. REPORT Since its inception the Saint John Fire Department Hazardous Materials Response Team has attained provincial, national, and international recognition on its demonstrated response competence. Organizationally, every Saint John firefighter is trained to the awareness and operational levels of hazardous materials competence. Approximately 50 Saint John Fire Fighters Association Standard (NFPA) 472. At this level of training, first responders are able to initiate offensive procedures if the Incident Action Plan (as defined by the Incident Commander) dictates that it can be done safely. Offensive procedures include the donning of specialized protective ensemble, the use of air monitoring devices, and possibly the mitigation and handling of the compromise hazardous material. - 3 - The Saint John Fire Department Hazardous Materials Response Unit has responded successfully to numerous sites throughout our Province as part of the previous provincial agreement including Plaster Rock, St Stephen, as well as downtown Moncton. Furthermore and on the issue of skills competence one of our Platoon Chiefs/Instructors (Brian Wilson) serves as a member of the Canadian contingent (on a UN initiative) extending response capability across the globe, with the most recent training program being provided in Jordan & Malaysia. Most recently, six Saint John Firefighters have received advanced technician certification to NFPA 472 Chapter 16 while 19 new hazardous materials technician will be certified by the end of June 2017. st The proposed amended renewal agreement provides a 10 year term (retroactive to April 1 2015) with an increased standby fee of $95,000 per annum protected by an inflationary factor over the course of the agreement. Full response cost and a separate revenue opportunity from training neighbouring fire services remains in place per schedule A and C of the agreement. ANALYSIS R EGIONAL R ESPONSE T EAM SERVES PROVINCIAL RESPONSE NEED: The risk profile within the City of Saint John dictates that the City of Saint John Fire Department maintains a hazardous materials response competence. This competence requires significant commitment in time, personnel as well as financial resources. The Stand-by fee associated with this agreement is a great example how Provincial finances can support regional needs. The Provincial investment in a Regional Response has been a huge success for the people of New Brunswick, and furthermore the establishment of two heavy teams (Saint John & Fredericton) ensures redundancy and depth of response. The efficiency and effectiveness of this response model could certainly be replicated to serve other emergency response gaps in the Province of New Brunswick. T HE RENEWED AGREEMENT PROVIDES: Scout Team The new contract introduced a Scout Team response as a means for more efficient and effective deployment to those potential hazardous materials calls where the nature of the incident is undetermined. The Scout Team is an immediate deployment of two hazardous materials technicians to those incident reports where the Provincial Hazardous Materials Coordinator has incomplete information. The Scout Team is able to mobilize in a much quicker manner than the is dispatched to the scene of a potential hazardous material incident to perform initial assessment and provide support to local responders. The Scout Team works to confirm with the Provincial Hazardous Materials Coordinator whether the Heavy Team needs to be deployed to the incident. No additional vehicles or equipment is Heavy Team The Provincial Hazardous Materials Coordinator maintains the ability to call on the Heavy Team if response of twelve hazardous materials technicians as provided in the previous agreement. Response Area: The response area of the new agreement is consistent with the response area of the original Regional Hazardous Materials Response Agreement, being all of Southern New Brunswick and - 4 - parts of Eastern New Brunswick up to and including the City of Moncton, the U. S. Border at St. Stephen to the Nova Scotia border, Baie St. Ann to the north and Petersville Hill to the west. The Province retains the right to mobilize either of the heavy teams if indeed it deems there is an operational need. This was the case with respect to the Province reaching to Saint John in the recent Waspke (Plaster Rock) train derailment. The City of Saint John is in a good position to respond to any of the locations that the Province needs. The response fee schedule does provide for a net revenue gain after expenses are taken in to consideration. Key Terms: The key terms of the amended agreement are as follows: st Payment of the $95,000 stand-by fee is retroaction to April 1 2015 The Saint John Fire Department must update and maintain an operational plan that will be submitted annually to the Province for review and modification (if necessary). The Saint John Fire Department is to ensure that its training program for the regional HazMat response team meets National Fire Protection Association and Provincial standards. The Saint John Fire Department is to deliver (in cooperation with the appropriate local authorities) hazardous materials emergency response services as requested by the Province, in accordance to established service standards and its operational plan. The Province of New Brunswick will pay an annual service fee of $95,000 over the 10 year term of the agreement. The service fee will be indexed as outlined in scheduled A (A). The Province of New Brunswick will provide a Guaranteed Response Costs to the City of Saint John for a Hazardous Materials Response outside of its municipal boundaries per schedule A(B) starting at a rate of $10,313 for a four hour response within a radius of 50 km. o Payments for response services shall be as defined in paragraphs B, C, D and E of schedule A. o The schedule of payments can be renegotiated if the municipality is not recovering all of its incurred expenses. The municipality is responsible for the procurement and maintenance of its HazMat fleet. The municipality continues to utilize the assets outlined in Schedule B (being a trailer equipped with hazardous material response equipment and devices, valued at approximately $250,000 including the trailer). SERVICE AND FINANCIAL OUTCOMES The Saint John Fire Department must maintain an efficient and effective HazMat team for its own risk profile. The previously renewed (March 2016) Hazardous Materials Emergency Response Services agreement affords Saint John the opportunity to sustain its hazardous materials response service (one of the six council approved fire services) at a fraction of the cost that would be required if not for the collaboration. The Provincial Hazardous Material contract provides a revenue amount (95,000 + 12,000) that equates to nearly 80% of the cost of the - 5 - Hazardous Materials Response service and provides an opportunity for further revenue net of expenses on actual response. In addition to the revenue opportunity as afforded through the collaboration with the Province of NB; the acquisition of the basic, as well as advanced hazardous materials emergency response skills has presented an additional revenue opportunity through the RCMP National Chemical Biological Radiological Nuclear and Explosives (CBRNE) Response Team training delivery project; where we most recently submitted an invoice for over $13,000 Click here to enter text. ATTACHMENTS Amended - Hazardous Materials Emergency Response Services Renewal Agreement /hb/L\[ w9thw M&C No. 2017-147 Report Date May 10, 2017 Meeting Date May 29, 2017 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Convert McLellan Street from a two-way street to a one-way street OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager David Russell Michael Hugenholtz / Jeff Trail Brian Keenan RECOMMENDATION That McLellan Street, with limits of Highland Road to Pokiok Road, be added to the Saint John Traffic By-Law as a one-way street in a southerly direction and the City Solicitor be directed to draft the amendment. EXECUTIVE SUMMARY The purpose of this report is to recommend that McLellan Street, with Limits of Highland Road to Pokiok Road, be added to the Saint John Traffic By-Law as a one-way street in a southerly direction and the City Solicitor be directed to draft the amendment. PREVIOUS RESOLUTION March 6, 2017; The Pokiok Road/McLellan Street Reconstruction project is partially funded under the Clean Water Wastewater Fund and the funding agreement stipulates that construction must be completed prior to March 31, 2018. May 15, 2017; Contract No. 2017-04: Pokiok Road and McLellan Street Water, Sanitary, Storm and Street Reconstruction awarded to Galbraith Construction Ltd. - 2 - STRATEGIC ALIGNMENT as it relates to investing in sustainable City services and municipal infrastructure. REPORT BACKGROUND McLellan Street is an older developed two-way str, approximately 140m in length and a width that varies between approximately 4 to 7 metres, with limits of Highland Road to Pokiok Road. The Street Right of Way (ROW) varies between approximately 12.5 metres to 15.5 metres which is smaller than the 20 metre ROW on a typical two-way city street. The existing homes are also very close to the edge of the ROW which will not permit the construction of a two-way street to the proper standard. For this reason staff are recommending that McLellan Street be converted from a two-way street to a one-way street to ensure the safe passage of vehicles. Staff held a Public Information Session on April 4, 2017 in conjunction with the Pokiok Road/McLellan Street Reconstruction project and distributed the attached construction notification to all homes in the area of McLellan Street, Highland Road, Pokiok Road and Belleview Avenue. The notification states: the conclusion of the work, the City of Saint John plans on converting McLellan Street to a one-way street with allowable on street parking. This change is being made due to the narrow right-of-way along McLellan Street and the inability to construct a two-way street to correct City standards and dimensions. There were no objections received from area residents regarding the proposed change of converting McLellan Street to a one-way street. The approved 2017 General Fund Capital Program includes funding for a full street reconstruction on McLellan Street from Highland Road to Pokiok Road. This work has been included in Contract 2017-04: Pokiok Road and McLellan Street Water, Sanitary, Storm and Street Reconstruction and is partially funded under the Clean Water Wastewater Fund. As part of this work new curb will be installed on McLellan Street and the street will have a new width of 6.0 metres that will accommodate one-way traffic with on-street parking. SERVICE AND FINANCIAL OUTCOMES McLellan Street will be converted from a two-way street to a one-way street to ensure the safe passage of vehicles. This project is partially funded under the Clean Water Wastewater Fund and will be completed within the approved financial budget. - 3 - INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS ATTACHMENTS th Notice for Public Information Session held on April 4, 2017 PUBLIC INFORMATION SESSION POKIOK ROAD AND MCLELLAN STREET WATER, SANITARY, STORM AND STREET RECONSTRUCTION During the 2017 construction season, the City of Saint John will be undertaking upgrades to the water mains, sanitary and storm sewers, and roadways along Pokiok Road, McLellan Street and a portion of Belleview Avenue. Construction is planned for the following extents: Pokiok Road from Spar Cove Road to the end; McLellan Street from Pokiok Road to Highland Road; and Belleview Avenue from Pokiok Road to approximately the mid-point towards Highland Road. The project generally includes the replacement of water mains, sanitary sewers, associated residential services in the City right-of-way, as well as the installation of new storm sewers and the reconstruction of the roadways. Roadway reconstruction will include the installation of gravels, asphalt, and concrete curb and sidewalk. The proposed work also includes the construction of a new sanitary lift station on City-owned land at the end of Pokiok Road. At the conclusion of the work, the City of Saint John plans on converting McLellan Street to a one-way street with allowable on-street parking. This change is being made due to the narrow right-of-way along McLellan Street and the inability to construct a two-way street to current City standards and dimensions. The project is anticipated to begin in late May 2017 and is expected to be completed by the end of November 2017. Representatives from the City of Saint John and the project design team from CBCL Limited will be available to answer questions related to the project. th Date: Tuesday, April 4, 2017 Place: Nick Nicolle Community Centre, 85 Durham Street Time: 2:00 p.m. 4:00 p.m. and 6:00 p.m. 8:00 p.m. For further information about this project, contact the Consultant, CBCL Limited, at (506) 633-6650 or the City of Saint John at (506) 658-4455. SÉANCE D'INFORMATION PUBLIQUE CHEMIN POKIOK ET RUE MCLELLAN SYSTÈANITAIRE, ECONSTRUCTION DE RUE Pendant leview. Les activités de construction sont prévues aux sections suivantes: a à la rue à -chemin vers les chemin Highland. résidentiels associés dans l'emprise municipale pluviaux et le rétablissement des routes. Le réta de gravierss, et de bordures et trottoirs de béton. Les travaux proposés terrains municipaux à la fin du chemin Pokiok. À la fin des travaux, The City of Saint John prévoit convertir la rue McLellan en une rue à sens unique avec stationnement sur rue autorisé. Ce changement sera réalisé en raison de ilité de construire une rue à double sens aux normes et dimensions actuelles de la Ville. Ce projet est prévu débuter en fin mai 2017 et devrait être terminé par la fin du mois de novembre 2017. Des représentants de The City of Saint John et des membres de l'équipe de conception de CBCL Limited seront à votre disposition pour répondre aux questions relatives au projet. Date : Le mardi 4 avril, 2017 Lieu : Centre Communautaire Nick Nicolle, 85 rue Durham Heure : De 14 h à 16 h et de 18 h à 20 h Pour obtenir de plus amples renseignements sur ce projet, veuillez communiquer avec le consultant CBCL Limited au 506-633-6650 ou avec The City of Saint John au 506-658- 4455. Brian Boudreau, - Chair - 6:00 p.m. Open Session Darling, Gary Sullivan 2017 Presentation to Council Michael Haycox, William Thompson, Don - 29, COMMISSIONERS Jennifer Carhart, Vice May - Secretary Chair SAINT JOHN BOARD OF POLICE The Saint John Board of Police Commissioners is the governance authority for the Police Force. The role of the Board is to establish a vision and actionable objectives for the community, to provide oversight (including complaints) and to ensure accountability in the application of Police resources to accomplish the objectives. Mandate Police Act Functions The Saint John Board of Police Commissioners has a responsibility under the accordingly, so the municipality can budget the necessary money. In determining what constitutes an adequate police force, the Board (in consultation with the Chief of Police) has established priorities and objectives. Primary January 11, 2019. August 18, 2017. - January 12, 2016 October 31, 2016 to October 31, 2019. July 21, 2014 to July 21, 2017.August 18, 2014 -- July 25, 2016 to July 25, 2018. - Appointed by Common Council on July 21, 2014 for a three year term Appointed from July 25, 2016 to the end of his term in May 2020. Appointed by Common Council on July 25, 2016 for a two year term Appointed by Common Council on August 18, 2014 for a three year term Appointed by Common Council on January 11, 2016 for a three year term Appointed by Common Council on October 31, 2016 for a three year term Vice Chair Chair - Secretary - Carhart of Board Members Boudreau Sullivan Haycox Darling Jennifer Don Gary Brian Mike William Thompson Names Appointments Saint John Board of Police Commissioners The Saint John Board of Police Commissioners comprises seven members. Six members are appointed by Common Council. Two of these may also be members of Common Council. The seventh member is appointed by the Minister of Public Safety. Information The 2017 Annual Budget for the Saint John Police Force is $24,769,759. The projected 2017 revenue stream is $650,000. The 2017 City of Saint John Subsidy is $24,119,759. The number of staff include 147 Police and 29 civilians Financial / Employee : Integrated Street Crime UnitEmergency Tactical ServicesIntegrated Criminal Intelligence Unit 1.2.3. Collaborative Integration Emerging Issues Mapping; Radio System; Canine; Syrian Refugees; Contract Negotiations; Mental Health & Wellness of Members; Carleton University Research Study; Police Cloud (cloud computing); Police Service Collaboration. (cont.) Issues narcan / impaired drivingtraining for members on enforcing new lawsnaloxine --- Marijuana LegalizationFentanylIPV Regulations and Mental Health Courts Emerging Commander - Public OrderUse of ForceMental HealthImmediate Action Rapid DeploymentMental Health Collaboration with UNBE and R IIIMedia Solve Training Recent Accomplishments 1.2.3.4.5.6.7. Continuing liaison with Syrian newcomers and Muslim Community.Continued work in Priority Neighborhoods.Panhandler outreach and intervention.Bar area compliance; noise, liquor laws, bylaws.Assistance with SOR.Participation on a multitude of committees.Address specific issues requiring sustained presence. Community Response Unit Recent Accomplishments 1.2.3.4.5.6.7. . . record) (includes submitted crime records tracking/mapping process (national SJPF vehicle of UCR in Police Management and integration Case of inclusion calls and for 911 : integration (CCJS) automation Solution in and Point Canada . Stats ImprovementtoAutomationAlerts)Vantage Technology & Processes 2017 Continuous Improvement Crime ReductionEmergency ResponseLaw EnforcementVictim ServicesPublic Order High Level 2016/2017 Performance / Service Objectives inin the ILP than takes it . program twice SJPF country reduction greater the (ILP) and crime the CSI reduction of CMA, lead . Policingcrime including . considerably measure on has other cumulative Led crime whole period of a % focus any The CMA . 45 as national (the for at the severity John is Intelligence primary a Canada and reduction period outlier inclusive for Saint with Index) Force , that crime CSI 2015 volume - the in 2009 over the statistical Police Severity in 2008 a both is sustained John model), reduction (Crime period reduction John Saint introduced CSI the account ThewasTheintoForbusinesssignificant,Saintcrimeaverage YTD Performance / Service Targets Crime Reduction 1.2.3. Tactical Response In 2016 the SJPF hosted a Basic Tactical Training CourseA number of members from the SJPF and KRPF took partAppointments were made to the Emergency Response Unit which is comprised of members from both ForcesAdditionally, all SJPF undertook Rapid Deployment Training in 2016Review in 2017 YTD Performance / Service Targets Emergency Response 1. 2. Active Shooter of municipal police officers to the Integrated Fundy Integrated Intelligence Unit Recently the Provincial Government cut funding for the secondmentsIntelligence UnitsWe have since stood up a smaller Integrated Intelligence Unit made up of members from SJPF, KRPF, RCMP and CBSAThe I.I.U. changes created the opportunity for SJPF, KRPF and RCMP to enhance the Integrated Street Crime Unit. YTD Performance / Service Targets Law Enforcement 1. 2. Street Crime Unit depth - Gagetown added - Training took place here in Saint John and at CFB Public Order Unit In 2016 the Force undertook some significant and inpublic order training with our Public Order UnitIn 2017 we have already completed annual training with the unit which involved the assistance of high school students Posting additional members at events where police presence value YTD Performance / Service Targets Public Order Maintenance 1. The reduction in Economy process ealize savings in vehicle for Police fleet to calculate and compare fuel kms Continue to r ; year as no accurate data is available in the City Fleet Efficiency - to - This reduction for fuel expense can be associated with the change with : spending categoriesContinued Reduction in Telephone Costsnumber of phone lines and wireless devices has generated annual savings in the range of $29k;Reduction in Fleet replacement costs, maintenance and fuel.fuel prices from yearManagement System on total consumption rates from one year to another a.b.c. NOTE Effectiveness improvement metrics YTD Performance / Service Targets latest aways for - ake T improvement, finding focused on continuous We believe our project efficiencies and growth.The Saint John Board of Police Commissioners is focused on providing excellent service to our citizens in order to ensure they are safe and feel safe, which will also provide the right environment to drive economic growth in our city.We continue to be very focused on driving efficiencies, through planning, collaboration and strong management practices. Summary of Primary Common Council end Density for the southintensification area is approx. 38 units per net hectare. Rezoning will not preclude future residential redevelopment. n/a n/a - Residential developments . use Permit a range of Establish provisions in Consider proposals to Achieve a minimum based on the - Medium to High Density Bylaw allowing for mixed 45 464748 ---- Policy LUhousing types with an emphasis on higheruses may be permitted.Policy LUgross residential density of 45 units per net hectareIntensification AreaPolicy LUthe ZoningPolicy LUestablish mixed Date: To: From: For:Meeting ofTuesday,May 16, 2017 SUBJECT Applicant: Owner: Location: PID: Plan Designation: Existing Zoning: Proposed Zoning: Application Type: Jurisdiction:Community Planning Act Monday,May 29, 2017 SUMMARY RECOMMENDATION Community Planning Act e. DECISION HISTORY ANALYSIS Proposal Site and Neighbourhood Municipal Plan and Rezoning Community Planning Act Variances Conclusion ALTERNATIVES AND OTHER CONSIDERATIONS ENGAGEMENT Public SIGNATURES AND CONTACT Prepared: Reviewed:Approved: Contact: Phone: E-mail: Project: APPENDIX Site Location Municipal Plan Zoning Aerial Photography Site Photography Site Plan T S Y R U B R E T N A C Date: To: From: For:Meeting ofTuesday,May 16, 2017 SUBJECT Applicant: Owner: Location: PID: Existing Plan Designation: Proposed Plan Designation Existing Zoning: Application Type: , Jurisdiction:Community Planning Act Monday,May 29, 2017 SUMMARY RECOMMENDATION DECISION HISTORY ANALYSIS Proposal Site and Neighbourhood Municipal Plan andZoning Policy LU-94 Policy LU-97 Policy LU-95 Policy LU-105 Conclusion ALTERNATIVES AND OTHER CONSIDERATIONS ENGAGEMENT Public SIGNATURES AND CONTACT PreparedApproved: Contact: Phone: E-mail: Project: APPENDIX Site Location Municipal Plan Zoning Aerial Photography Site Photography Tentative Subdivision Plan Building Plans S O KI K P M C G L L C D R D N A L /hb/L\[ w9thw M&C No. 2017-155 Report Date May 24, 2017 Meeting Date May 29, 2017 Service Area Legislative Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Amendments to the Saint John Parking Meter By-Law OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Orlando A. Lineros John L. Nugent Jeff Trail RECOMMENDATION It is in order for Council to give first and second reading to the attached amendment. EXECUTIVE SUMMARY We have been directed to prepare an amendment to the Saint John Parking Meter By-Law to By-law in order to add two parking meters in front of the Saint John Law Courts Building. As a result, the attached amendment has been produced. PREVIOUS RESOLUTION See attached copy of the resolution of Common Council dated May 15, 2017. STRATEGIC ALIGNMENT See attached copy of the Saint John Transit and Parking Commission Report dated May 8, 2017 REPORT At its meeting held on May 15, 2017, Common Council resolved to direct the City Solicitor to prepare an amendment to the Saint John Parking Meter By-law as recommended by the Saint John Transit and Parking Commission. - 2 - The City draws its authority to regulate parking from the Municipalities Act (the Below is the relevant provision of the Act: 164(2) A Council by by-law, may (b) provide for the installation of parking meters in or near parking spaces; SERVICE AND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS Resolution of Common Council dated May 15, 2017 Saint John Transit and Parking Commission Report dated May 8, 2017 Saint John Parking Meter By-Law Amendment BY-LAW NUMBER M-7 M-7 A BY-LAW TO AMEND A BY-LAW ARRÊTÉ WITH RESPECT TO PARKING ZONES CONCERNANT LES ZONES DE AND THE USE OF PARKING METERS AND PAY AND DISPLAY MACHINES DES PARCOMÈTRES ET DES HORODATEURS 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 rêté de The City of -Law With Respect to Parking Saint John intitulé « Arrêté concernant les Zones and The Use of Parking Meters and zones de sta parcomètres et des horodateurs » décrété le 15 th 15 day of March, 2004, is hereby amended mars 2004, est modifié comme suit: as follows: 1 Sis amended by deleting the 1 annexe « A » est modifié par la following: suppression de ce qui suit : STREET LIMITS SIDE RUE LIMITES CÔTÉ Chipman Street Peel Street to Both rue Chipman de la rue Peel les deux Hazen Street à l'avenue Hazen Hazen Avenue Union Street to Both avenue Hazen de la rue Union les deux Carleton Street à la rue Carleton Peel Street Union Street to Both rue Peel de la rue Union les deux Carleton Street à la rue Carleton 2 2 A » the following: de ce qui suit : STREET LIMITS SIDE RUE LIMITES CÔTÉ Peel Plaza Union Street to Both Peel Plaza de la rue Union les deux Carleton Street à la rue Carleton IN WITNESS WHEREOF the City of Saint EN FOI DE QUOI, The City of Saint John a John has caused the Corporate Common Seal fait apposer son sceau communal sur le of the said City to be affixed to this By-law présent arrêté le ____ juin 2017, avec les the _____ day of June, A.D. 2017 and signed signatures suivantes : by: 2 _______________________________________________ Mayor /Maire _______________________________________________ Common Clerk/Greffier communal First Reading - Première lecture - Second Reading - Deuxième lecture - Third Reading - Troisième lecture - Received Date May 24, 2017 Meeting Date May 29, 2017 Open or Closed Open Session His Worship Don Darling and Members of Common Council Your Worship and Councillors: {ǒĬƆĻĭƷʹ {ğƓķǤ tƚźƓƷ wƚğķ ğƓķ ǒĭƉĻƩ tğƩƉ 5ĻǝĻƌƚƦƒĻƓƷ tƌğƓƭ DƩƚǞƷŷ wƚğķƒğƦ .ğĭƉŭƩƚǒƓķʹ Earlier this year, Saint John Common Council adopted the Growth Roadmap as our guide to growing our city. Two of the suggested initiatives have brought substantial feedback from the public. The strategies of pursuing development at Tucker Park and along Sandy Point Road (in Rockwood Park) have been the subject of phone calls, letters to the editor, emails and meetings in the neighbourhood. All of the feedback has been consistent: do not develop these properties unless they are improvements to the Park designation they both enjoy. Significant time and energy was expended as Rockwood Park was debated at 13 meetings of Common Council between June of 2009 and August of 2011. Council and Staff time resulted in a Public Hearing to define the official boundaries of Rockwood Park and to implement the appropriate zonings to reflect these boundaries. On August 2, 2011, the public hearing was held to determine whether to once and for all designate what constitutes Rockwood Park. Not one person spoke against the proposal, while several people spoke in favour of the designation of Rockwood Park. Some of those people were speaking on behalf of citizen groups, namely the Sandy Point Road Neighbourhood Group (SPRNG) and Friends of Rockwood Park (FORP). Members of these groups continue to be active and have again approached Councillors with regards to these initiatives in the Growth Plan. Third Reading on the changes to the zoning and official borders of Rockwood Park occurred on August 15, 2011. aƚƷźƚƓʹ That refe - the Saint John Growth Roadmap. Respectfully Submitted, (Received via email) Gary Sullivan Councillor at Large City of Saint John Received Date May 24, 2017 Meeting Date May 29, 2017 Open or Closed Open Session His Worship Don Darling and Members of Common Council Your Worship and Councillors: {ǒĬƆĻĭƷʹ ƩǒĭƉ wĻƭƷƩźĭƷźƚƓƭ .ğĭƉŭƩƚǒƓķʹ These streets are located in the Glen Falls subdivision. Currently two of these streets, Holland and Todd, already have "No Truck" restriction signage at Rothesay Avenue but they are not actually listed in the traffic bylaw as such and therefore are not en of the by-law. Trucks may still enter the subdivision when needed via Broadway Avenue or John T MacMillan Avenue. aƚƷźƚƓʹ That Simpson Drive, Holland Street and Todd Street be designated as Schedule I Truck Restrictions under the Traffic By-Law. Respectfully Submitted, (Received via email) Ray Strowbridge Councillor Ward 4 City of Saint John Received Date May 23, 2017 Meeting Date May 29, 2017 Open or Closed Open Session His Worship Don Darling and Members of Common Council Your Worship and Councillors: {ǒĬƆĻĭƷʹ tƩƚƦƚƭĻķ {ƷƩĻĻƷ /ƌƚƭźƓŭ WǒƓĻ ЌЉƷŷ Ʒƚ WǒƌǤ ЌЉƷŷ .ğĭƉŭƩƚǒƓķʹ I have spoken to all bar and restaurant owners within the concerned area and they were all looking forward to this happening. The owners closest to the corners have agreed to put up and take down the barricades. The barricades will be put up every Friday and Saturday night as per below and in the attached diagram: The barricades from Germain to Canterbury Streets on Grannan Lane will be erected at 5pm. The barricade on Canterbury Street from Grannan Lane will be erected at 5pm. The barricade at the corner of Princess and Canterbury Streets will be erected at 8pm to allow any vehicles to exit that were already parked. The barricade on Princess Street, from corner of Canterbury and Prince William Streets will be placed at the bottom at 8pm to allow any cars to exit that were already parked. Needs from the City would be barricades and signage. This proposal is looking at one month for a trial basis or 5 weekends (July 30 end) aƚƷźƚƓʹ thth That Common Council approve the proposed temporary street closing from June 30 to July 30 as per the Councillor submission and attachment. Respectfully Submitted, (Received via email) Blake Armstrong Councillor Ward 1 City of Saint John Received Date May 24, 2017 Meeting Date May 29, 2017 Open or Closed Open Session His Worship Don Darling and Members of Common Council Your Worship and Councillors: {ǒĬƆĻĭƷʹ {ğźƓƷ WƚŷƓ ŷĻğƷƩĻ /ƚƒƦğƓǤ CǒƓķźƓŭ wĻƨǒĻƭƷ .ğĭƉŭƩƚǒƓķʹ The Saint John Theatre Company has, for the past two years, been engaged in a process of feasibility studies, business planning and strategic planning around the concept of developing a new professional residency program in Saint John for the benefit of recent university graduates. This program, called The Atlantic Repertory Company (ARC) has undergone an extensive consultancy and business planning, and the SJTC is now planning the implementation phase. Also, due to the significant growth of the SJTC over the past ten years since the $1.8 million Princess Street Development, the organization has currently outgrown current facilities and needs to expand. Currently, the SJTC has made it clear that the Sydney Street Courthouse property represents a unique opportunity for the organization to facilitate current growth as well as the development of new programs. In order to fully assess the feasibility of the Sydney Street Courthouse, the Saint John Theatre Company is seeking support for a full design and engineering review of the property. The study is valued at $38,000 has already been 50% funded by the Regional Development Corporation. In order to satisfy the RDC requirement for matching funding, the SJTC has requested that the City support the remaining 50% cost of the proposed Courthouse design review & feasibility study. This study is crucial in determining if they can feasibly re- purpose the court house property for the Atlantic Repertory Company project. This design review is part of a larger scope of feasibility and consultancy work valued at $147,000 and has been funded to date by ACOA, the Province of NB, Private Donors, and by the SJTC. Looking ahead to the future of the project, municipal support at this early stage will be crucial in supporting the ongoing negotiations with the Department of Canadian Heritage. Approval for federal funding from the Cultural Spaces Canada program is dependent on a concrete expression of municipal support The various proposed SJTC developments have been deemed by many in the community as being a good fit for the Sydney Street Courthouse and this overall project represents a great prospect for the court house to be repurposed as a public facility for the benefit of the cultural community and the community at large. aƚƷźƚƓʹ Council support Saint John Theatre Company in their request for $19,000 to match the Regional development Corporation for a feasibility study on the old Court House in King Square. Respectfully Submitted, (Received via email) John MacKenzie Councillor Ward 2 City of Saint John COUNCIL REPORT M&C No. 2017-142 Report Date May 12, 2017 Meeting Date May 29, 2017 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Noise generated by Heat Pumps background and information OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Amy Poffenroth Jacqueline Hamilton Jeff Trail RECOMMENDATION Your City Manager recommends that Council provide staff direction as to how it would like to proceed with respect to the issue of noise generated by heat pumps. EXECUTIVE SUMMARY This report provides Council with information to consider when determining how best to proceed regarding a complaint about noise generated from heat pumps. By-law, which is enforced by the Police Force, does not regulate this type of noise; if Council chooses to regulate it, a by-law amendment will be required. Typically, other municipalities address noise generated by heat pumps through broad provisions in their Noise By-law. Complaints are few and compliance is usually achieved by the property owners conducting maintenance on the units or installing muffling or sound barriers of some type. PREVIOUS RESOLUTION On December 14, 2015 Common Council passed the following resolution: RESOLVED that Common Council refer to the City Manager for a staff report on the issue of amending the current Noise By-law (By-law number M-22) to included heat pumps. STRATEGIC ALIGNMENT - 2 - REPORT The .ǤΏƌğǞ wĻƭƦĻĭƷźƓŭ ƷŷĻ tƩĻǝĻƓƷźƚƓ ƚŅ 9ǣĭĻƭƭźǝĻ bƚźƭĻ źƓ ƷŷĻ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ (the {ğźƓƷ WƚŷƓ bƚźƭĻ .ǤΏƌğǞ) provides enforcement provisions for cases of excessive noise in the City, clearly outlining what activities would be considered a qualifying noise under the by-law if it causes a public nuisance or otherwise disturbs one or more inhabitants of the City. It also provides for times of day when determining what would be considered an excessive noise. The by-law is enforced by the Saint John Police Force. Noise By-law does not have broad authority to regulate any noise that may disturb citizens; qualifying noises must be as a result of one of fourteen specific actions that are listed in section 3(3). Examples include motor vehicle racing, squealing tires, vehicle horns, construction equipment within certain hours, amplified systems, etc. To date, City and Police Force staff is aware of only one complaint that has been submitted due to noise generated by a heat pump. Since the issue is not regulated, it is possible that calls have come in and have not been recorded, as would be the case for other issues that are un-regulated. Noise generated by heat pumps or other such similar types of equipment are currently not considered a qualifying noise under the Noise By-law. From a general scan of municipalities in the Maritimes and in other regions of the country, noise generated by heat pumps and other similar types of equipment, if regulated at all, is handled most typically through a Noise By-law or less frequently, through the Zoning By-law. The Zoning by-law approach addresses the placement of the heat pump unit, typically in a side or rear yard with required minimum setbacks. While this would help with the placement, it may not adequately address noise and may cause the unit to be placed in a less than optimal location for the efficient operation of the system. An additional consideration to this approach is that it would only address new heat pump installations; existing heat pumps would be non-conforming and therefore permitted to remain in their current locations. The Noise by-law approach is the most common way to address heat pump noise. Typically, as is the case with Fredericton, Moncton and Halifax, there are broad abilities under the Noise By-law to deal with noise that is considered excessive or a nuisance that disturbs citizens (see chart below). A broader scan of select cities conducted by the City of Halifax in a past report shows that some Canadian cities (Ottawa, Saanich BC, Central Kootenay BC) specifically include heat pumps Noise by-law, and in some cases have a threshold (in Decibels) with which to determine if the noise level is - 3 - excessive. Other cities, such as Kingston and Toronto take a similar approach to Fredericton, Moncton and Halifax, where broad authorities to address nuisance noise allow them to address heat pump noise (although not specifically mentioned in the by-law). Staff made contact with compliance officials in Fredericton, Moncton and Halifax. Their experience with heat pump noise is listed below: CITY BY-LAW AUTHORITY EXPERIENCE Fredericton Broad Noise by-law authority; heat 4-5 complaints total over the pumps are not specifically mentioned. last few years; voluntary Complaints are addressed under the compliance achieved with Noise By-law installation of barriers Moncton Broad Noise by-law authority; heat 1-2 complaints total over the pumps are not specifically mentioned. last few years; they do not Complaints are addressed under the investigate regular heat pump Noise By-law noise, only if it is excessive Halifax Broad Noise by-law authority; heat Approx. 10 complaints per year; pumps are not specifically mentioned. voluntary compliance typically Complaints are addressed under the achieved by altering hours of Noise By-law operation of heat pump or buffering the noise in some way Halifax reports that in their case, and is consistent with their past research, compliance has been achieved through property owners installing barriers to reduce the noise, or service providers attending to the heat pump to conduct a maintenance check. Formal enforcement actions are typically not required. There are a number of things to consider when deciding whether or not to regulate the issue of noise generated from heat pumps. If Council chooses to regulate this type of noise, it could amend the Noise By-law to include heat pumps specifically, or it could amend the Noise By-law to include a broad provision that can be applied to heat pumps and a number of other non-specific types of noise. Resources to respond to complaints should also be considered as the Police Force is authorized to respond to and enforce the Noise By-law. Given the low number of complaints (1 only), an alternative would be to not regulate this type of noise and recommend that the complainant address his specific issue with his neighbor directly, or take a civil approach to resolving this particular dispute. SERVICE AND FINANCIAL OUTCOMES - 4 - If Council chooses to regulate noise generated from heat pumps, it is anticipated that minimal resources will be required within the Police Force to respond to complaints. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Legal Department and the Police Force have been provided this report for their review. ATTACHMENTS Saint John Noise By-law May 18, 2005 Saint John Noise By-law Amendment April 24, 2006 Saint John Noise By-law Amendment August 27, 2007 /hb/L\[ w9thw M&C No. 2017-139 Report Date May 23, 2017 Meeting Date May 29, 2017 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Expansion Permit - Glen Falls Mobile Home Park (220 Glen Road) OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Mark Reade Jacqueline Hamilton Jeff Trail RECOMMENDATION That Common Council approve the expansion of the Glen Falls Mobile Home Park at 220 Glen Road. EXECUTIVE SUMMARY City Staff have received an application to expand the existing Mobile Home Park at 220 Glen Road, which requires the approval of Common Council under the Mobile Home Parks By-law. The expansion area was the subject of an application in 2013 to amend the Municipal Plan by extending the boundary of the Primary Development Area to include the proposed expansion site. The Municipal Plan Amendment was approved by Council and the expansion area was subsequently zoned Mini-Home Park Residential (RP), which permits the development, upon adoption of the current Zoning By-law in 2015. Staff are of the opinion that the past approvals and public notice provided to area landowners in 2013 fulfills the requirements of Section 4(2) of the Mobile Home Parks By-Law and recommend that Common Council approve the application. Currently, the applicant has been excavating the subject site and removing material from the area as part of plans for expansion of the existing Mobile Home Park. Providing formal approval for this expansion permit will make the excavation on site a permitted activity. - 2 - PREVIOUS RESOLUTION On July 15, 2013 Common Council gave third reading to the required Municipal Plan Amendment to redesignate the site (PIDs 00300855 and 00420836) from Rural Resource to Stable Residential to allow for the expansion of the existing mobile home park. -law by Common Council in 2015, the site was zoned Mini-Home Park Residential (RP). A Mobile Home Park is a permitted use in the RP zone. STRATEGIC ALIGNMENT This matter aligns with the following Council priorities: 5ƩźǝĻ ķĻǝĻƌƚƦƒĻƓƷ źƓ ğĭĭƚƩķğƓĭĻ ǞźƷŷ tƌğƓ{W ƷŷğƷ ĭƩĻğƷĻƭ ķĻƓƭźƷǤ ƩĻƨǒźƩĻķ ŅƚƩ ĻŅŅźĭźĻƓƷ źƓŅƩğƭƷƩǒĭƷǒƩĻ ğƓķ ƭĻƩǝźĭĻƭ͵ tƩƚƒƚƷĻ {ğźƓƷ WƚŷƓ ğƭ ğ ĭƚƒƒǒƓźƷǤ Ʒƚ ƌźǝĻͲ ǞƚƩƉ ğƓķ ƦƌğǤ Ʒƚ ŭƩƚǞ ƷŷĻ ƩĻƭźķĻƓƷźğƌ Ʒğǣ ĬğƭĻ͵ 5ĻǝĻƌƚƦ ƓĻźŭŷĬƚǒƩŷƚƚķƭ ƷŷƩƚǒŭŷ ƦƌğƓƓźƓŭ ƷŷğƷ ğƌźŭƓƭ ǞźƷŷ tƌğƓ{W͵ REPORT City Staff have received an application to expand the existing Mobile Home Park in Glen Falls. The expansion area totals approximately 22 hectares to the north of the existing mobile home park and will provide sites for an additional 78 mini homes. Under t-law, an application for an expansion permit shall be approved by Council in the same manner that a Mobile Home Park is approved by Council through Section 4(2) of the By-law. Designation of the site as an expansion area requires that Common Council be satisfied with respect to the following: (a) Adequate notice has been given to property owners in the neighbourhood of the proposed mobile home park and that their views for and against the proposal have been heard and considered; (b) The land is physically suited for the purpose of a mobile home park; (c) The land is not subject to excessive smoke, noxious odours, unusual noise or the possibility of subsidence, flood or erosion, (d) The park will be designed, constructed and operated and maintained so as to be harmonious and appropriate in appearance with the existing or intended character of the general vicinity and that such use will not change the essential character of the same area - 3 - (e) Primary access to the proposed mobile home park is made with due regard to traffic needs and local environmental quality (f) Essential community facilities and services for the mobile home park such as water supply, sewerage disposal, shopping facilities, schools, recreational areas, transit and police and fire protection will be reasonably accessible to it or provisions will be made assuring these facilities and services (g) The application is not for the expansion of an existing mobile 1 home park (h) The applicant is able to carry out the proposal (i) The proposed mobile home park meets the Zoning By-law and other applicable by-laws of the City. Given the Municipal Plan designation and Zoning of the site, combined with the requirement for City Staff to review and approve to provide drawings detailing the proposed layout and required infrastructure for the expansion, Staff are of the opinion that the criteria outlined in Section 4.2 have been satisfied. With respect to item a) which requires that adequate notice has been given to property owners in the neighbourhood of the proposed mobile home park, written notice of the expansion was provided to landowners within 100 metres of the site on two separate occasions as follows: On May 29, 2013 a letter was sent to 46 area landowners informing them of the application for the Municipal Plan Amendment and the times and location of the Planning Advisory Committee meeting (June 18, 2013) and the Public Hearing (July 2, 2013). As required by the Community Planning Act, the application was advertised in the Telegraph-Journal on three occasions - Tuesday April 2, Tuesday June 4 and Tuesday June 25, 2013. On August 1, 2013 a letter was sent to 46 area landowners informing them of the Conditional Use application to the Planning Advisory Committee (PAC) and the time and location of the Planning Advisory Committee meeting (June 18, 2013). The Committee imposed a series of conditions on the proposed development, however these conditions are no longer applicable as the site is zoned Mini-Home Park Residential (RP). The proposed development is required to conform to all City standards including those outlined in the Zoning and Mobile Home Parks By-law and those relating to infrastructure design and construction. 1 Section 4(2) (g) of the by-law conflicts with Section 8(2) of the by-law regarding the expansion of an existing Mobile Home Park. Growth and Community Development staff have reviewed this matter with the City Solicitor and the City Solicitor has advised that the expansion be brought to Common Council for their approval. Growth and Community Development staff are of the opinion that the proposed expansion meets the intent of the Mobile Home Parks By-law and Zoning By-law. - 4 - Staff are satisfied that adequate notice of the Mobile Home Park Expansion has been provided through the two past applications. Given the past approvals and neighbourhood and public notification on past applications, Staff recommend that Common Council approve the expansion as the intent of the Mobile Home Parks by-law has been met. SERVICE AND FINANCIAL OUTCOMES The proposed expansion will provide an area for new affordable housing within INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Other City Service Areas provided input on the 2013 application for the Municipal Plan Amendment. ATTACHMENTS 2013 Staff Report to the Planning Advisory Committee Regarding the Municipal Plan Amendment /hb/L\[ w9thw M&C No. 2017-138 Report Date May 19, 2017 Meeting Date May 29, 2017 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Community Grant Recommendations 2017 Remaining Funds OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Lori Lambert Michael Hugenholtz Jeff Trail Rev. Erik Kraglund RECOMMENDATION Common Council approve the recommendations in this report as submitted by the Community Grants Committee. EXECUTIVE SUMMARY The Community Grants Program was adopted by Common Council in late 2014 to financially support the operational needs of community organizations, projects and/or special events. A Community Grants Evaluation Committee was created and is now comprised of two community members, two members of Council and three staff. The evaluation process considers community need and social impact of the , project or event; its history in serving the community; its alignment with council and city priorities, and its organizational strengths and financial responsibility. is to review, evaluate and identify funding allocations according to adopted program guidelines and report back to Common Council with recommendations. PREVIOUS RESOLUTION w9{h\[95 źƓ źƷĻƒ ЊЌ͵Њ ЋЉЊА /ƚƒƒǒƓźƷǤ DƩğƓƷ wĻĭƚƒƒĻƓķğƷźƚƓƭ ΛCĻĬƩǒğƩǤ ЏͲ ЋЉЊАΜ ƷŷğƷ ƷŷĻ ƩĻƒğźƓźƓŭ ĬğƌğƓĭĻ ΛυЎЉͲЋЋЊΜ ĬĻ ğǝğźƌğĬƌĻ ŅƚƩ ğ ƭĻĭƚƓķ źƷĻƩğƷźƚƓ ƚŅ ŭƩğƓƷƭ ǞźƷŷ ğƓ ğƦƦƌźĭğƷźƚƓ ķĻğķƌźƓĻ ƚŅ ağǤ ЊͲ ЋЉЊА͵ - 2 - STRATEGIC ALIGNMENT The rities to support opportunities for growth and prosperity and to foster a vibrant city through investment in arts, culture, and recreation experiences that create a sense of community pride. REPORT In this second iteration, the Community Grants Committee reviewed and evaluated 19 grant applications for organizational support, special event and community projects, totaling over $200,000 in funding requests. The Community Grants Committee recommends the following to Common Council: 1. That the following applicants be approved for funding at the indicated amount: a) Saint John Tall Ships 2017 $12,721 b) North Market Wharf $10,000 c) Lorneville Community Centre $ 5,000 d) Milford Community Centre $ 5,000 e) Oral Health Clinic $ 5,000 f) Friends of Seaside Park $ 5,000 g) Fundy Fan Fest $ 3,000 th h) Cherry Brook Zoo Birthday $ 2,500 i) Fog Lit Festival $ 1,000 j) Breasts Ahoy $ 800 k) Saint John Ys Men Ribfest $ 200 2. That no community grant funding be allocated to the following applicants: a. Culturefest 2017 (SJ Multicultural Newcomers Assoc.) b. Elizabeth Fry Society c. Forever Highland Dance d. Salvation Army e. Theatre New Brunswick SERVICE AND FINANCIAL OUTCOMES On approval by Common Council, a total of $ 50,221 will be dispersed in community grants. No further funding requests would be considered for 2017 under this envelope. The committee will meet in September 2017 to consider staff recommendations for a 2018 program. - 3 - INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A Respectfully submitted, Rev. Erik Kraglund Chair, Community Grants Committee COUNCIL REPORT M&C No. M&C 2017-145 Report Date May 24, 2017 Meeting Date May 29, 2017 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: PlaySJ Playground Services Update OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Michael Hugenholtz Jeff Trail RECOMMENDATION Your City Manager recommends Common Council receive and file this report. EXECUTIVE SUMMARY Services. PlaySJ identified that the City has too forward included a concentration on fewer higher quality playgrounds co- located at Regional and District recreational facilities, clarified joint use agreements with the School District for playgrounds at schools, and leaving open the opportunity for community stakeholders to assume responsibility for smaller playground services started in 2015 and is continuing into 2017. This report summarizes progress to date and plans for 2017. STRATEGIC ALIGNMENT The Playground Services goals of PlaySJ Policy by a combination of right-sizing and sharing management responsibility for playgrounds in a way that these assets can be cared for throughout their lifecycle in a more sustainable way. such as supporting quality recreation experiences and developing partnerships that allow for service improvements. - 2 - REPORT playground infrastructure. It describes the City having a significant overabundance of playgrounds, 69 existing when PlaySJ was approved whereas recognizes the inability for the City to continue to manage this many assets to an acceptable level of quality and safety. Community feedback during PlaySJ development was incorporated into plan recommendations including (1) a concentration on fewer higher quality playgrounds and (2) an opportunity for a community management strategy to allow for additional playgrounds. The rest of this report details these two community goals. Higher Quality Playgrounds PlaySJ Strategy PlaySJ identifies one Regional Playground (at Rockwood Park) and 6 District Playgrounds for concentrated investment to a high quality. The Plan identifies the need for City support and Joint Use Agreements with the School District to ensure School Playgrounds (20 when the Plan was adopted) are also high quality and accessible to the community. Sustaining these 27 playgrounds alone are a greater number than the standard of 14 . Progress and Future Plans Toward Higher Quality Playgrounds Investment in three Regional or District Playgrounds have progressed since PlaySJ adoption. Included are the playgrounds at Rockwood Park, Little River Reservoir and Market Place West. Continued investment at these facilities and the remaining District Playgrounds (Dominion Park, Forest Hills School, Rainbow Park and Shamrock Park) remains high priority when proposing annual capital budgets. The City continues to work with the School District toward Community Joint Use Agreements of School Playgrounds. Outcomes achieved thus far include a commitment from the School District that all School Playgrounds are available to the community at large (except during school recesses and lunch breaks) and partnerships in building/replacing school playgrounds such as the case at Islandview School very recently. Staff are working with a committee committed to building a playground at the new Seaside Park Elementary School and expect to bring a recommendation to Common Council in the next couple of months on a financial contribution to this project. - 3 - Right Sizing and Community Management PlaySJ Strategy The other 42 (of 69) existing playgrounds were identified as Neighbourhood Playgrounds. PlaySJ identified an opportunity for the community to choose to assume management responsibilities for these playgrounds (or an alternate recreational use) to bridge the aints with a desire for flexibility in the number of playgrounds that will exist in the future. Decommissioning the infrastructure and sale of the property are the alternatives when no community commitment was found. Collectively, the processes described in PlaySJ of Right- and Implementing an Adopt-A-Playground Program, have been incorporated into an annual Playground Rationalization Program. Progress To Date In the last two years a total of 14 Neighbourhood Playgrounds have either been turned over to the community management model or fully decommissioned. The following table summarizes the status of each: Playground Results Taylor Avenue Decommissioned Troop Street Decommissioned Beaconsfield Decommissioned Loch Lomond Decommissioned Community Centre Silver Crescent Community management: City removed play structures that were at end of life and grassed area. Neighbourhood assumed responsibility for a passive green space Swanton Street Community management: Neighbourhood committee with support of several partners, including in-kind and LPP contribution from the City, funded upgrading the play structures and basketball court and are actively engaged in maintenance activities. Cedar Point Decommissioned Latimore Lake Decommissioned Montgomery Decommissioned Crescent Woodside Park Decommissioned Cabot Court Decommissioned Karen Street Community management: City removed teeter totter, left swing that was still in good shape and added play surface material. Partner placed traffic barrier rock. Neighbours mowing the space King Square West Decommissioned - 4 - Belmont Street Community management: City removed play structures that were at end of life and grassed area. Neighbourhood assumed responsibility for a passive green space 2017 Program Plan City staff identified for focus in 2017 a further three Neighbourhood Playgrounds with infrastructure reaching or at the end of its useful life and there is a potential opportunity to address a fourth playground. Following is a summary of the situation at each playground. Also, attached to this report is further information on each of the first three playgrounds including a map showing each ygrounds, population statistics, and a picture of the playground. Courtenay Avenue This playground contains a swing set with two belt seats and five see-saws attached to a single structure. The most recent inspection of the equipment in May 2017 revealed the equipment is well past its recommended life cycle and will require repair or replacement to meet CSA safety standards. The Bayview Elementary playground is within 1.5 km of this playground. Staff have had initial discussions with the local neighbourhood association and were made aware this playground would be considered for potential decommissioning in 2017. Eastmount This playground includes a swing set with two tot seats, a swing set with two belt seats, a climber, one slide, two see-saws on a single structure, and a bench. The most recent inspection of the equipment in May 2017 revealed the slide and see-saws are at the end of their life, the climber is covered in rust (aesthetic issue) and other more minor deficiencies. The Ellerdale Street and Glen Falls School playgrounds are less than 1.6 km away. There is an established neighbourhood committee in place. Staff have had discussions with this committee and there is early interest in maintaining the space as a passive greenspace. Dalila This playground includes a swingset with two tot seats and six belt seats, two see-saws, and a 5-12 yrs age appropriate Paris playset that is approximately 25 years old. The most recent inspection of the equipment in May 2017 revealed 12 different deficiencies. Although many of these deficiencies could be corrected with minor investments, the age of the asset and number of deficiencies suggest this playground is reaching the end of its useful life. The Dominion Park District playground, St. Rose School playground, and the Lou Murphy Park playground are all within 1.5 km. The Dennis Morris Community Centre does not have interest in the playground remaining. Staff have had initial discussions with neighbours of the playground. Fleming Court The Crescent Valley neighbourhood has recently identified a potential alternate recreational use of the space occupied by the Fleming Court - 5 - playground. City staff would assist in the decommissioning of this playground if ialize. Neighbourhood Engagement City staff will advise the residents surrounding the Courtenay Avenue, Eastmount and Dalila playgrounds in writing of the plan to either decommission the playground or move to the community management model before removal of the playground equipment. If there is interest in maintaining the recreational space as a playground, staff will only remove structures at the end of their lifecycle and not decommission the rest of the equipment until the community management option is explored. If interest remains for a more passive recreational space, staff will proceed with removal of the playground equipment and again some time for plans to progress before further action is taken. Community Development (City) staff would support the neighbourhood in organizing and advancing their vision as they do with other community projects. Clarifying Community and City Responsibilities With implementation of PlaySJ still in its early years, lessons are learned. One lesson learned by City staff in 2016 is some disconnect between different stakeholders on the responsibilities of the community and City when a neighbourhood chooses to pursue the Community Management Model for a recreational space. City staff has clarified these roles that would be incorporated into a Memorandun-of-Understanding (MOU) and used in the majority of cases. The neighbourhood would assume the following responsibilities: Form into an incorporated not-for-profit organization Complete a petition, survey, etc. to ascertain level of support of the project from the entire neighbourhood Raise funds to replace or upgrade the park or playground Conduct an annual spring clean-up of the property Be responsible for the daily maintenance of garbage removal, mowing, and other general upkeep of the property Be responsible for replacement of major components over time as identified by the City through safety inspections Ensure all playground structure work is undertaken by a supplier with appropriate CSA certification and the structures themselves are CSA approved The City would assume the following responsibilities: A City (Community Development) staff member will liaise with the neighbourhood to provide assistance in the process for incorporation Assume the risk management and liability obligations as property owner - 6 - Complete regular safety inspections of playground equipment and advise the community organization of the defects and corrective measures required. Complete small item repairs (Swing swivels, minor hardware) Resourcing the Community Management Model Neighbourhoods, their volunteers and community partners provide the majority of resources needed to manage recreational spaces under the Community Management model. The City can provide support for these projects with funding at the installation or maintenance stages as indicated in PlaySJ. The Land for Public Purposes (LPP) fund and Community Grants program are the two most appropriate funding mechanisms to support the Capital building or upgrading phases. Neighbourhoods should still be encouraged to request funds ment level of $5000 for such a project should generally plan demonstrates the commitment to the project and allows the neighbourhood to leverage funding from other sources. The CommCommunity Development Operating Budget are the two most appropriate funding responsibilities. Larger project-based investments such as a shed with maintenance equipment is a good fit for a Community Grants application. Smaller investments such as hand tools or a lawn mower are a good fit for funding from the Community Development Operating Budget with City staff discretion. With only four Neighbourhood Programs moving to the Community Management Model thus far, cost for equipment to support maintenance activities by the neighbourhoods is relatively low at present. Again, with a ls and equipment results in a very good return on investment. City staff envisions using other factors highlighted in PlaySJ to recommend higher funding levels for some community projects over others on a case-by-case basis. Factors such as alignment with PlanSJ, the Roadmap for Growth, separation from other recreational spaces, barriers to pedestrian access to other recreational spaces are such factors. A greater level of funding to projects that more closely align with other City strategies would ensure a higher level of success for such prnvestment. Divesting Public Land Another PlaySJ recommendation in regards to Playground Services is to pursue a policy to divest public lands that contained Neighbourhood Playgrounds where no Community Management interest exists. Divesting of these properties has - 7 - several financial benef responsibilities (i.e. mowing), the one-time revenue resulting from the sale price, and ongoing tax base revenues when these properties are developed. Staff from Parks & Recreation, Growth & Community Services and Real Estate Services have been discussing this policy through investigating some of the 10 decommissioned playgrounds that have not moved to Community Management. Many of these 10 properties are designated as LPP, requiring a process to de- designate their status before pursuing sale. Some of these 10 properties may also be difficult to market for sale. Staff propose to undertake a pilot project with one of the 10 properties to clarify elements of a good Divesting policy and to respect the resources required from several City departments. The neighbourhood surrounding the LPP property that contained the Cedar Point playground has not shown interest in assuming responsibility fo the space. Further, staff are confident there is market demand for this property. Staff will pursue this one property for potential sale and wanted to advise Council now of this plan. There will be other opportunities for community feedback during implementation of this pilot project through the appropriate Planning process. Right-Sizing Plans Beyond 2017 City staff anticipates one more year of an accelerated program of pursuing decommissioning or turning over the recreational space to the community for management. After 2018, it is anticipated the remaining Neighbourhood Playgrounds will have remaining service life allowing implementation to slow until each playground reaches its end of life. City staff however would still encourage and engage neighbourhoods and/or community partners interested in pursuing management of playgrounds under their own initiative. City staff plan for example to address the Seaside Park Neighbourhood Playground concurrently with construction of the playground at the new Seaside Park Elementary School. The current plan is to decommission the existing playground given its proximity to the new school. There is some community interest in repurposing the space at the park when the playground equipment is removed. Special Case: Ellerdale Street Playground There is a level of flexibility with high level strategic plans and PlaySJ is no different. Through neighbourhood engagement and review of the factors PlaySJ used to differentiate Regional and District Playgrounds for concentrated City investment, staff has identified characteristics of the Ellerdale Street Playground that make this Neighbourhood Playground unique from the other 41. - 8 - City staff intend to continue to fully support the Ellerdale Street playground through City funding and resources, as available. This playground is within walking distance of the Bayview Elementary playground, but crossing a very busy Loch Lomond Road is required for access by Ellerdale area children. The Ellerdale area has a lot of residents living in apartment buildings, making the ability to form a sustained neighbourhood group difficult. This playground would also be within close proximity to, and support decommissioning of, other Neighbourhood Playgrounds, including the Courtenay and Eastmount playgrounds described in this report. Community partners interested in investing in this playground are encouraged. Some investment is required to replace equipment beyond its useful life, including replacement of the slide. Special Case: Allison Grounds Playground Allison Grounds is also considered by City staff as being a Neighbourhood Playgound justifying continued City investment. The co-location of this playground with the Allison Grounds District Sportsfields Hub aligns with the spirit of PlaySJ and the playground infrastructure was recently upgraded (2009). SERVICE AND FINANCIAL OUTCOMES As described throughout this report the Playground Services strategy in PlaySJ aims to balance the value of recreational spaces to the community with the District playgrounds requires Capital and maintenance investment but improves the quality of the experience by the users. Decommissioning Neighbourhood Playgrounds eliminates the infrastructure deficit that is beyond its useful life, reduces inspection and maintenance resources, eliminates all maintenance responsibilities (i.e. mowing) and generates tax base revenues if and when the lands are sold and developed. It is with this last step of selling the properties where significant hard operational savings are to be expected. The Community Management Model for playgrounds allows a higher level of service to neighbourhoods while allowing the City to be responsible for a small component ATTACHMENTS Data sheets for the Courtenay Avenue, Dalila Court and Eastmount Neighbourhood Playgrounds - 9 - Courtenay Avenue Playground Playground Name: 500m (5-10 min walk, 1500m (10-15 minute walk, 2500m (25-30 minute walk, Courtenay Ave 1-2 min drive or 3-5 min cycle) 2-3 min drive or 5-7 min cycle) 5-8 min drive or 15-20 min cycle) 1,317 3,931 10,106 Population 1.67 0.56 1.43 Population Density Suburban Residential Development Pattern 65 (5.31%) Children 0-4 60 (4.9%) Children 5-9 70 (5.7%) Youth 10-14 71 (5.8%) Youth 15-19 Median Annual $38,805 $35,313 $32,015 Household Income 1) Bayview Elementary School (approx. 750 m) Nearest Playgrounds 2) Ellerdale Street Park Playground (1,135 m) (assumed to remain long term) Closest Regional or District Park (Rockwood Park) 1800 m - 10 - Eastmount Playground Playground Name: 500m (5-10 min walk, 1500m (10-15 minute walk, 2500m (25-30 minute walk, Eastmount 1-2 min drive or 3-5 min cycle) 2-3 min drive or 5-7 min cycle) 5-8 min drive or 15-20 min cycle) 357 842 4,195 Population 0.45 0.12 0.59 Population Density Suburban Residential Development Pattern 7 (4.35%) Children 0-4 7 (4.35%) Children 5-9 6 (3.73%) Youth 10-14 9 (5.59%) Youth 15-19 Median Annual $37,666 $37,701 $39,438 Household Income Nearest Playgrounds 1) Ellerdale Street Park Playground (1,513 m) (assumed to remain long 2) Glen Falls School Playground (approx. 1,200 m) term) Closet Regional or District Park (Forest Hills) (2,167 m) - 11 - Dalila Court Playground Playground Name: 500m (5-10 min walk, 1500m (10-15 minute walk, 2500m (25-30 minute walk, Dalila 1-2 min drive or 3-5 min cycle) 2-3 min drive or 5-7 min cycle) 5-8 min drive or 15-20 min cycle) 1,772 2,060 4,936 Population 2.26 0.29 0.7 Population Density Suburban Residential Development Pattern 70 (3.95%) Children 0-4 65 (3.67%) Children 5-9 51 (2.88%) Youth 10-14 52 (2.93%) Youth 15-19 Median Annual $61,000 $52,545 $52,662 Household Income 1) Lou Murphy Park Playground (908 m) Nearest Playgrounds 2) St. Rose School (approx.. (900 m) (assumed to remain long term) Closet District Park (Dominion Park) (1347 m) May 15, 2017 5źƭĭƚǝĻƩ {ğźƓƷ WƚŷƓ To increase tourism revenues in Saint John by marketing our unique and competitive Mandate tourism experiences to high-potential markets. Destination marketing, Visitor information and Experience, Meeting and Convention Sales, Primary Functions Sports Tourism attraction, Festival and Events support and attraction, member services, Travel Trade Glenda MacLean, Hilton Saint John, representing the Saint John Hotel Association Name of Board Sue Palmer, Chateau Saint John, representing the Saint John Hotel Association Members Kjeld- Mizpah Conyers- Steede, UNBSJ, representing the City of Saint John Judith Brown, Saint John Airport Inc., representing the City of Saint John David Drinnan, Nocturne, representing the City of Saint John Ray Gracewood, Organigram, representing the City of Saint John Greg Norton, City Councillor, representing the City of Saint John David Forestell, Slocum & Ferris, representing Industry Gillian Nadeau, Uncorked Wine Tours, representing Industry Heather Peterson, Hardman Group, representing Industry Elizabeth Rowe, Urban Deli, representing Industry 8 Full-time (and seasonally 15 additional VIC staff) # of Staff $991,020 2017 CoSJ Subsidy Saint John Hotel Association - $671,476 Projected 2017 Other revenue (advertising and membership fees) - $151,500 revenue streams Our organization uses national and provincial benchmarking to evaluate and redirect our 2017 continuous efforts annually. Our organization has hired three SEED funded students and one federally improvement funded student for our 2017 VIC staff. υЊͲБЊЌͲВВЏ Annual Budget 5{W ŷğƭ ŷźƷ ğƓ ğƌƌΏƷźƒĻ ğķǝĻƩƷźƭźƓŭ ƩĻǝĻƓǒĻ ŷźŭŷ Response to YTD Actuals 5{W ŷğƭ ŷźƷ ğƓ ğƌƌΏƷźƒĻ ƒĻƒĬĻƩƭŷźƦ ŷźŭŷ Membership Goals High-Level 2017 Performance/Service # of New Contacts Generated Objectives # of FAM/Site Visit Participants # of Leads Generated # of Bids Submitted # of Successful Bids See attached YTD Performance/ Service Targets Hosted the 2017 ECMAs with an estimated EI of $3.1 million Recent accomplishments Attracted Canada 150 celebration investments to the City of Saint John for 2017 of over $1 million that will have more than $5 million in economic impact Emerging Issues Partnerships between Discover Saint John and its municipal counterparts are Summary of primary take-aways for strong and healthy Common Council Tourism is big business with millions of dollars of Economic Impact from Conventions, Sporting events and Festivals (like the ECMAs) Updated skills matrix for appointees to each ABC Attachments *Objective is to have each written submission no longer than three (3) pages in length. The Three Reasons Tourism is the Purest Form of Economic Development By Roger Brooks - Roger Brooks International increasing the local tax base and economic well-being of the community. Of course, this is done by fostering and promoting investment in communities, which leads to additional jobs, which results in an increased population, which leads to the development of supporting retail, professional services, and activities. The number one reason for travel is to visit friends and family. So the larger the population, the more r visitors. And with the success of those two drivers, your activities and attractions will bring in leisure visitors, making you a well-rounded destination as a place to live, work, and play. Here are the three reasons why tourism is the purest form of economic development: 1. People come, spend money and go home. and social services; they impact your infrastructure very little; yet they support your retail shops, restaurants, hotels, and get to know you as a community. If visitors like what they see and experience, third-party endorsement. 2. Tourism is the front door to your non-tourism economic development. Any site selector, investor, or commercial real estate firm will arrive in your community, as what? A visitor. With quality of life leading economic development, tourism provides the marketing and visuals that promote the best you have to offer in terms of nightlife, downtown, your amenities such as trails and parks, and your activities. Tourism showcases your community as a very desirable place to not only visit, but in which to live and work. The number one activity of visitors, in the world, is shopping, dining and entertainment in a pedestrian-friendly, intimate setting: your downtown. This is typically not the reason they visit, but it is their number one activity once they arrive. While local residents provide the sales so retailers break even, tourism can provide the profit margin. A great downtown, over time, can be an attraction in itself. Tourism and downtowns should be joined at the hip. Tourism is the purest form of economic development, but it is often seen as the ugly stepchild. Yet tourism is one of the fastest growing industries, can provide a quick return on your investment, and provides you with the marketing that showcases the best of what you have to offer. Discover Saint John Report to Common Council City of Saint John Q1 Statistics May 2017 MEETINGS & CONVENTIONS Measurement Q1 2017 YTD Target # of New Contacts Generated 143 200 # of FAM/Site Visit Participants 10 30 \[Ļğķƭ # of Leads Generated 11 35 2275 5965 $2,417,025 .źķƭ # of Bids Submitted 10 20 1830 m Nights 4625 $1,826,813 źƓƭ # of Successful Bids 12 4900 3433 $2,281,270 \[ƚƭƷΉ/ğƓĭĻƌƌĻķ 9ǝĻƓƷƭ # of Lost or Cancelled Events 14 4035 8995 $3,300,085 Leads in Lead Status : 4 Leads in Bid (Development) Status : 11 MAJOR EVENTS Measurement Q1 2017 YTD Target # of New Contacts Generated 29 100 \[Ļğķƭ # of Leads Generated 2 15 tors 5,000 1,950 $2,205,750 .źķƭ # of Events in Development 0 5 tors 0 0 imated Economic Impact $0 Leads in Lead Status : 13 Leads in Bid (Development) Status : 0 Discover Saint John Report to Common Council City of Saint John Q1 Statistics May 2017 SPORT EVENTS Measurement Q1 2017 YTD Target # of New Contacts Generated 22 50 # of FAM/Site Visit Participants 22 6 \[Ļğķƭ # of Leads Generated 3 20 f Participants & Spectators 1,600 2,700 onomic Impact $1,118,500 .źķƭ # of Bids Submitted (with Champions) 2 8 Participants & Spectators 2,400 2,330 $1,250,000 źƓƭ # of Successful Bids (with Champions) 0 4 \[ƚƭƷΉ/ğƓĭĻƌƌĻķ 9ǝĻƓƷƭ # of Lost or Cancelled Events 0 Leads in Lead Status : 6 Leads in Bid (Development) Status : 2 TRAVEL TRADE Measurement 2017 YTD Target # of Marketplace Appointments 29 80 # of New Tour Operator Contacts 111 15 # of FAM Tour/Site Visit Participants 0 13 2017 ABC Written Submission Template Ώ 9ƓƷĻƩƦƩźƭĻ {ğźƓƷ WƚŷƓ Ώ Job growth Mandate Regional Economic Development Agency for Grand Bay-Westfield, Quispamis, Primary Functions Rothesay, Saint John, St. Martins Martin Chiasson - Loosen Up Consulting Name of Board Eric Poirier-Bell Aliant Members Larry Hachey-Blue Chip Leasing Paulette Hicks-Delta Hotels by Marriott Saint John Gary Lawson-Lawson Creamer Terri Riedle-Revolution Strategy Mary Keith- J.D. Irving, Limited Andrew Oland-Moosehead Breweries Ltd. Mark Sherman-Irving Oil Dr. Shelley Doucet-UNBSJ 9 # of Staff $475,000 2017 CoSJ Subsidy 5 municipalities $669,000-$700,000 Projected 2017 Strategic Partners (private sector) $250,000 revenue streams Miscellaneous Fees/Sponsorship $25,000 Project Funding $1,500,000 Co-location: Sharing meeting space and admin with other economic development partners 2017 continuous (Opportunities New Brunswick, ACOA, The Chamber, NBTAP); improvement Please see ABC Written Report-ESJ 2017 Budget May'17 Annual Budget Please see ABC Written-ESJ Budget vs Actual at Mar 31 2017 Response to YTD Actuals High-Level 2017 Our Connected Community strategy will leverage our technology, our people and Performance/Service our strategic location to turn ideas and investments into growth for the region. Objectives 1. Build on our strategic location/multi-modal connections to global markets 2. Develop entrepreneurs 3. Develop problem solvers and innovators and connect them to companies to solve corporate challenges, increase competitiveness and encourage innovation 4. Ensure companies have access to a pool of skilled technical talent Please See ABC Written Report-Q1 KPIs May '17 YTD Performance/ Service Targets Recent Potential Entrepreneurs: Spring markets where students develop idea, create product or service and sell to accomplishments their peers at school markets beganstarted in May and continue in June. 6 high schools involved in Pitchfest Successful Innovation Week May 4-12 ESJ sponsored 4 events and profiled 12 Saint John innovators. Target audience of 50 participants exceeded in first 2 days. KIRA event in Fredericton May 4, 2017 Start-ups & Existing Entrepreneurs 11 participants currently enrolled in Incubator program. Added 1 new company recently. Incubator hosted 2 key workshops 1) goal setting and 2) intellectual property 11 individuals started in Ideation Program. Turn ideas into real opportunities by assessing the idea through business modeling, market fit assessment and market sizing. Graduation from program slated for July. Some will join incubator whiles others will gain funding opportunity. Seed Loan - 4 applications to be reviewed High Potential Businesses Smart & Connected Community Data Strategy Request for Proposals have closed, Interviews completed. Launch at end of May Talent Recruitment engaged Steve Alexander to develop process to better track skills and job demands of employers. Working with ONB. Source Atlantic initiated problem solving activity to support deep learning External Investors Modular Fabrication & Project Cargo Initiative to bring more awareness and drive more business to these industries is underway (announcement expected in June) Working on several Investment Attraction leads with ONB. A Talent & Recruitment Process that is underway is an effort to offset the emerging issue Emerging Issues of a skills/labour shortage across multiple sectors. Looking at the best way to keep an current, easy-to-use and share database for employers that lists job postings by industry, required skills sets needed t overlook viable candidates. Proposal for funding for Talent & Recruitment Strategy is complete. Meetings with Summary of primary take-aways for Partners, Educational Institutions and Private Sector are ongoing, with the Common Council development of a process to better track skills and demand. Smart & Connected Community Data Strategy is ongoing On track with 2017 workplan initiatives ABC Written Report-ESJ 2017 Budget May'17 Attachments ABC Written Report-Q1 KPIs May '17 ABC Written-ESJ Budget vs Actual at Mar 31 2017 Enterprise Saint John 2017 Budget Revenue 2017 Budget 2016 Budget Core Funding Allocation Allocation Municipalities 700,000 700,000 Strategic Partners 250,000 250,000 Miscellaneous Fees/Sponsorship 25,000 25,000 975,000 975,000 Subtotal 2017 Budget 2016 Budget Project Funding Allocation Allocation Total Project Funding 1,500,000 1,437,787 Subtotal 1,500,000 1,437,787 Core and Project Funding Total 2,475,000 2,412,787 Expenditures 2017 Budget 2016 Budget Core Expenses Allocation Allocation Salaries and Benefits 585,000 578,000 Business Development & Investment Attraction 95,000 95,000 Communications 90,000 90,000 (True Growth) 59,000 65,000 Professional Development 14,000 14,000 Vehicle Expenses 20,000 20,000 Depreciation 5,000 5,000 Office and Administration 157,000 158,000 Subtotal 1,025,000 1,025,000 2017 Budget 2016 Budget Project Expenses Allocation Allocation Project Expenses 1,450,000 1,387,787 1,450,000 1,387,787 Subtotal Core and Project Expenses Total 2,475,000 2,412,787 ABC Written Report-May 15, 2017 /ƌźĻƓƷ /ğƷĻŭƚƩǤ ЋЉЊА vЊ ЋЉЊА tƚƷĻƓƷźğƌ 9ƓƷƩĻƦƩĻƓĻǒƩƭ Provide experiential education to young 750 students and young 437 people people reached {ƷğƩƷΏǒƦƭ ğƓķ 9ǣźƭƷźƓŭ 9ƓƷƩĻƦƩĻƓĻǒƩƭ New start-ups 20 start ups 9 start ups New jobs 40 9 Iźŭŷ tƚƷĻƓƷźğƌ .ǒƭźƓĻƭƭĻƭ Impact on problems solved $30 million in problems solved over 3 years N/A New and retained jobs 500 jobs 300 9ǣƷĻƩƓğƌ LƓǝĻƭƷƚƩƭ New jobs 250 jobs 77 hǝĻƩğƌƌ hĬƆĻĭƷźǝĻ 75% of objectives and On track workplan delivered EnterpriseSaintJohn StatementofOperations ThreeMonthsEndingMarch31st,2017 2017BudgetvsActual Revenue Mar17Mar17BudgetvsEst YTDBudgetYTDActualVariance CoreFunding Municipalities175,000174,95347 StrategicPartners62,50025,00037,500 MiscellaneousFees/Sponsorship6,2509,5843,334 243,750209,53734,213 ProjectFunding TotalProjectFunding375,000282,16592,835 CoreandProjectFundingTotal618,750491,703127,047 Expenditures CoreExpenses SalariesandBenefits146,250108,11838,132 BusinessDevelopment&InvestmentAttraction23,75020,9352,815 Communications22,5002,57619,924 TrueGrowthProjects14,7501,50513,245 ProfessionalDevelopment3,5003,500 VehicleExpenses5,0005,02828 Depreciation1,2501,250 OfficeandAdministration39,25022,23817,012 256,250160,40095,850 ProjectExpenses ProjectExpenses362,500309,74152,759 CoreandProjectExpensesTotal618,750470,141148,609 ExcessofRevenueoverExpenditures 21,56121,561 2017 ABC Written Submission Template Ώ bğƒĻ Ώ The Canada Games Aquatic Centre, through its supporting communities of Grand Bay- Mandate Westfield, Quispamsis, Rothesay and Saint John will contribute to the health and well-being of the citizens of these communities and of the people of New Brunswick. Aquatics and Fitness Primary Functions Chairman Brian Woods Name of Board Saint John - Shelley Dauphinee, David Emerson, Michael Hugenholtz Members Quispamsis - Shalene Losier Grand Bay Westfield - Erin Toole Rothesay - Lloyd Foote 189 # of Staff $544,000 2016 CoSJ Subsidy Memberships $470,488 Projected 2017 Massage $102,090 revenue streams Specialty $41,569 Aquatic Instructional $447,857 Leisure $478,258 Beaches $229,030 Camps $40,000 Admin $127,366 Pro shop $41,943 Marketing $22,000 Total $2,000,601 1. Continue to work with the City of Saint John on energy issues. 2017 continuous improvement 2. AHU unit replacement and DHW replacement 3. Identified heat loss from our pools as an area to improve 4. Sourcing out new maintenance and supply contracts 5. Program development and analysis 6. Staff Training Revenue - $2,095,938 Annual Budget Expenditures - $2,845,957 As of March 2017: Response to YTD 1. Membership continues to be the area of concern for CGAC. With the renovations Actuals being completed by first of June a membership drive will take place beginning at that point. Our goal will be 100 new members by September 2017. There will be an 18K adjustment for memberships in April as deferred revenue needs to be added due to an issue in the new software which did not recognize the deferred revenue in Jan-Mar. 2. Aquatic Instruction lower than anticipated number of registrations. Economic climate is not helping in this area. Better promotion and marketing is being implemented. 3. Pro-shop with renovations our pro shop has not been up and running. With renovations coming to an end June 6 (tentative date) we will begin to push this area. We are seeking a partner for the Pro-shop where we can bring in items as needed and keep our inventory costs lower. 4. Speciality Because of renovations we were not able to begin this program and results will not be seen until September when a full schedule can be implemented. Fitness area will begin to show increased revenue after renovations are completed. 5. Overall Expenditures trending $105K below budget Strategic plan implementation High-Level 2017 Performance/Service Objectives Capital Improvements 1. Lobby 2. Front Desk 3. Multipurpose room 4. Air Handling Units 5. Functional Training room 6. Mezzanine/Change Hut Marketing 1. New website 2. Increase social media presence 3. Building Signage Improvement Renewal of Leadership 1. Continuation of structuring a management team 2. Director of Aquatics and Programming Jamie Tolan (2017 New) 3. Manager of Operations Mark Curran (2017 filled vacant position) 4. Manager of Marketing Jason Demerchent (2016) Governance 1. Policy governance renewal exercise is ongoing with the CGAC Commission to bring its governance procedures in line with best practices. Operational 1. Energy mitigation continued search to reduce energy costs 2. Parking working with City Transit Commission to reintroduce the drive thru parking lot for safety and liability as well as for easy access and exit. 3. Developing of an organizational structure which makes sense for the long haul at the CGAC The first 5 months of this year have been focused on the renovations which are YTD Performance/ ongoing. CGAC will be launching a membership drive beginning in June to coincide Service Targets with the end of renovations. Our goal is to bring in 100 new full time members over the next 6 months with the changes to the facility. 1. Hiring of a new Director of Aquatics and Programming Recent 2. The renovations have been a major project and completion set for June 1, 2017 accomplishments 3. Functional Training facility up and running 4. New fitness equipment in the Fitness Centre through leasing program 5. Completion of new website for the CGAC (slated for end of May early June launch) 6. New website under construction completion date May 25, 2017 for launch 1. Energy costs Emerging Issues 2. Population 3. Continued renovations to the facility non mechanical related Outdated change rooms with gang showers Accessibility No family change rooms 4. Domestic Hot Water infrastructure if not rectified in this capital budget 5. Aging Infrastructure of the facility is in need of major work to continue to work toward the goal of a Centre of Excellence and of the Community 6. Outdated leisure pool area design. Not attractive for families and youth as times have shifted and more of a wow factor is now needed. 7. Health and Safety issues due to age of building, codes 1. Strong Management team now in place Summary of primary 2. Strategic Plan is being implemented take-aways for 3. Continued need for CGAC to be a priority for Capital investment Common Council 4. Capital projects are having a positive effect on the facility and the patrons 5. Economic Climate has not improved 6. Population continues decline 7. Bringing facility up to code health and safety 8. Accessibility issues Updated skills matrix for appointees to each ABC Attachments *Objective is to have each written submission no longer than three (3) pages in length. 2017 ABC Written Submission Template Ώ bğƒĻ Ώ Mandate SJAC mandate: The Saint John Arts Centre is a multidisciplinary venue dedicated to serving the community through the arts, educational and cultural programming accessible to all. Primary Functions 1. Art Gallery. The Arts Centre provides five exhibition galleries (one is coordinated through the Cultural Affairs Office at City Hall) There are six exhibition sessions per year each lasting seven weeks long. 2. Workshops: We provide art related workshops to people of all ages. 3. Rentals: For weddings, concerts or private functions. Printmaking and ceramic studio rentals. 4. Performing Arts: Symphony NB and Early Music Festival hold their concerts in our main gallery on a regular basis. Name of Board Chair - Bob Boyce, Vice Chair - Christine Gilliland, Treasurer - Ian Stead, Secretary - Members Janet MacMillian, Jill Whitehouse-Director, Pat Joas-Director, Gary A Davis- Director, Leslie Oland-Director, Bernie Cormier-Ex Officio # of Staff Four Andrew Kierstead-Executive Director, Nora Bowes-Business Administrator, Kelly Cunningham-Promotions and Events, Larry Morin-Building Maintenance 2016 CoSJ Subsidy Regional Facilities Commission Operational Grant of $125,000 Projected 2016 Workshops, facility rentals, project grants, donations, memberships and our annual revenue streams fundraiser. 2016 continuous ƚƦĻƩğƷźƚƓƭ ğƓķ ĭƚƭƷΏƭğǝźƓŭƭ improvement Over the last five years, steps have been taken to improve the efficiencies on how the Arts Centre operates, provides services to the public and presents budgetary reports to the Regional Facilities Commission. This is an ongoing process. tƩƚǝźķĻ ƷƚƷğƌ ğƓƓǒğƌ ƚƦĻƩğƷźƓŭ ĬǒķŭĻƷ źƓĭƚƩƦƚƩğƷźƓŭ ğƌƌ ŅǒƓķźƓŭ ğƓķ ƩĻǝĻƓǒĻ͵ Annual Budget SJAC budget for 2017 was approved for $226,550 tƩƚǝźķĻ ŅĻĻķĬğĭƉ ƚƓ 5 ĬǒķŭĻƷ ğĭƷǒğƌƭͲ ğƓķ ğƓǤ ƓƚƷĻǞƚƩƷŷǤ źƭƭǒĻƭ ƷŷğƷ ƭŷƚǒƌķ ĬĻ ĬƩƚǒŭŷƷ Response to YTD Ʒƚ ƷŷĻ ğƷƷĻƓƷźƚƓ ƚŅ ƷŷĻ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ Actuals The Saint John Arts Centre provides a year-to-date report to the Regional Facilities Commission in May/June, and again in September when we also present our new budget. The budget for 2017 and the operational grant have been approved. High-Level 2016 The Arts Centre is committed to providing quality exhibitions by both professional Performance/Service and emerging artists. We are pleased to be continuing our very popular Summer Objectives Classics Series (a noon time Classical music concert series over the summer.) We are continuing to work with other Arts Centres in the province in order to solve common issues, share ideas, and exhibitions. As a Regional Facility, we provide a high standard of services to the communities we serve, YTD Performance/ The SJAC is poised to meet or exceed our expected targets in all our service areas. Service Targets This is due to the hard work of the staff and the positive reputation we have with the public. Recent Viewed as a leader among provincial arts centres. accomplishments Exciting series of exhibitions None Emerging Issues Summary of primary The Saint John Arts Centre is alive and a vibrant part of the arts community in take-aways for southern New Brunswick. Common Council The Arts Centre is very good value and worth the continued support as a Regional Facility. Updated skills matrix for appointees to each ABC Attachments Please refer to Regional Facilities Commission June report: Year to date. *Objective is to have each written submission no longer than three (3) pages in length. ABC Written Submission May 15, 2017 SAINT JOHN BOARD OF POLICE COMMISSIONERS The Saint John Board of Police Commissioners is the governance authority for the Saint John Police Force. The role of the Board is to establish a vision and actionable objectives for the Mandate community, to provide oversight (including complaints) and to ensure accountability in the application of Police resources to accomplish the objectives. The Saint John Board of Police Commissioners has a responsibility under the Police Act to the municipality can budget the necessary money. In determining what constitutes an adequate Primary Functions police force, the Board (in consultation with the Chief of Police) has established priorities and objectives. The Saint John Board of Police Commissioners comprises seven members. Six members are appointed by Common Council. Two of these may also be members of Common Council. The seventh member is appointed by the Minister of Public Safety. Appointments Saint John Board of Police Commissioners Jennifer Carhart Appointed by Common Council on July 21, 2014 for a Chair three year term - July 21, 2014 to July 21, 2017. Appointed by Common Council on August 18, 2014 Brian Boudreau for a three year term - August 18, 2014 - August 18, Vice-Chair Name of Board 2017. Members Appointed by Common Council on January 11, 2016 Mike Haycox for a three year term January 12, 2016 January Secretary 11, 2019. Appointed by Common Council on October 31, 2016 William Thompson for a three year term October 31, 2016 to October 31, 2019 Appointed from July 25, 2016 to the end of his term Mayor Don Darling in May 2020. Appointed by Common Council on July 25, 2016 for a Councillor Gary Sullivan two year term - July 25, 2016 to July 25, 2018. 147 police / 29 civilians # of Staff $24,119,759 2017 CoSJ Subsidy $650,000 Projected 2017 Revenue Streams Technology & Processes Improvement in automation and integration of SJPF records submitted to Stats Canada 2017 Continuous (CCJS) for inclusion in UCR (national crime record). Improvement Automation and integration of Case Management process (includes Alerts). Vantage Point Solution: 911 calls and Police vehicle tracking / mapping. $24,769,759 2017 Annual Budget Response to YTD The Saint John Police Force is expected to be on Budget for 2017. Actuals Crime Reduction High-Level 2017 Emergency Response Law Enforcement Performance/Service Victim Services Objectives Public Order Crime Reduction; YTD Performance/ Effectiveness Efficiency Economy process improvement metrics. Service Targets Training Public Order; Use of Force; Mental Health; Recent/Concurrent Immediate Action Rapid Deployment; Accomplishments Mental Health Collaboration with UNB; E and R III Media Solve Commander Community Response Unit 1. Continuing liaison with Syrian newcomers and Muslim Community; 2. Continued work in Priority Neighbourhoods; Recent /Concurrent 3. Panhandler outreach and intervention; Accomplishments 4. Bar area compliance; noise, liquor laws, bylaws; 5. Assistance with SOR; 6. Participation on a multitude of committees; 7. Address specific issues requiring sustained presence. Collaborative Integration: 1. Integrated Street Crime Unit; 2. Emergency Tactical Services; 3. Integrated Criminal Intelligence Unit. Emerging Issues Mapping; Radio System; Canine; Syrian Refugees; Contract Negotiations; Mental Health & Wellness of Members; Carleton University Research Study; Police Cloud (cloud computing); Police Service Collaboration. Marijuana Legalization - Impaired driving; - Training for members on enforcing new laws. Emerging Issues Fentanyl - Naloxone/narcan IPV Regulations and Mental Health Courts The Saint John Board of Police Commissioners is focused on providing excellent service to our citizens in order to ensure they are safe and feel safe, which will also provide the right Summary of Primary environment to drive economic growth in our city. We continue to be very focused on driving Take-Aways for efficiencies, through planning, collaboration and strong management practices. Common Council improvement, finding efficiencies and growth. Saint John Board of Police Commissioners Skills Matrix May, 2017 1 1 1 21 2 CARHARTBOUDREAUHAYCOXDARLING THOMPSON SULLIVAN Current term July August January May July October expiry 2017 2017 2019 2020 2018 2019 Legal X Financial X X X X X X Understanding X X X X X X of Governance Communications X X X X X X Organizational X X X X X X Effectiveness Knowledge of X X policing Attachments Leadership X X X X X X Technology X X Business X X X X Efficiencies Mental Health X X X X Knowledge Composition of the Board (7 members) 1. Six Members appointed by Saint John Common Council; 2. Two of these may be members of Council; 3. Appointed by the Minister of Public Safety. Terms are up to 4 years with maximum of 10 years consecutive service. Saint John Development Corporation May 2017 Ώ bğƒĻ Ώ To develop, promote, encourage, co-ordinate, assist and advance the commercial, Mandate residential, recreational, cultural, social, economic welfare of the City of Saint John in connection with Market Square Complex, Waterfront District and urban core of the southern City Centre District. To develop, implement, manage, operate or cause the development, implementation, Primary Functions operation and management of development and redevelopment at Market Square, waterfront and city urban centre. Chair Bruce Phillips, TD Commercial Bank Name of Board V. Chair Cynthia Goodwin, Revolution Strategy Inc. Members Sec./Tres Patrick Oland, Moosehead Breweries Ltd. Member Warren Long, Milkisoaks Inc. Member Monica Adair, Acre Architects Member Jane MacEachern, Irving Oil Member Mayor Don Darling (ex-officio) Member City Mgr. Jeff Trail (ex-offico) 2 Full time + P/T Project Manager + (professional volunteers engineers, planning, # of Staff communications) $135,000 2017 CoSJ Subsidy - Beavertails renewed lease for 2017 (Funds forwarded to City) Projected 2017 - revenue streams - Administration and rent -SJDC is working with the City of Saint John CI team regarding Market Square HVAC cost 2017 continuous savings and efficiencies. Further CI initiatives re: Market Sq. are planned. improvement $500,360 (City of Saint John, Province of New Brunswick, Lease & Admin fee, Private Annual Budget Enterprise) As of April 30, 2017, the Operating Budget is on track and within planned expenditure Response to YTD limits. Actuals - Project management regarding capital projects Harbour Passage extension, research, High-Level 2017 design and implementation of new interpretative signage on boardwalk and Reversing Performance/Service rd Rapids and design implementation of 3 Eco-Hub. Objectives - Development of Fundy Quay alternative strategy - Operational efficiencies Parking garage - Continuous Improvement Active team members with City CI Team re: Market Square HVAC - Loyalist Plaza, boardwalk, market slip and surrounding properties maintenance and management YTD Capital and Operating budgets are meeting planned expenditure/revenue targets and YTD Performance/ the planned work schedule. Service Targets - Fundy Quay: environmental costing complete based on high-density buildout ($3.7M). Recent Currently assessing mid-low density buildout options and associated costs. Anchor tenant accomplishments has chosen alternative option for new building. - Actively working with local real estate representatives re- distributed to potential developers. -Completion and submission of proposal for new City Hall location. - Actively participating in Real Estate Alignment Exercise and Value Proposition leads Market Slip dredging will continue to be a concern for SJDC Emerging Issues Fundy Quay development realigning with alternative options Summary of primary take-aways for Infill strategy (urban core) seeking opportunities with developers Common Council Capital projects are preparing for commencement 2017 ABC Written Submission Template {ğźƓƷ WƚŷƓ 9ƓĻƩŭǤ ΛŷĻ tƚǞĻƩ /ƚƒƒźƭƭźƚƓ ƚŅ ƷŷĻ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓΜ Saint John Energy provides innovative customer-centred energy and utility solutions. Mandate Saint John Energy is the principal supplier of electrical energy to the Residential, General Primary Functions Service and Industrial sectors in the City of Saint John, as well as, a provider of Street and Area lighting rentals and various consumer products and services. Bill Edwards (Chairperson), Stephen MacMackin, (Vice Chairperson), Commissioners - Ross Name of Board Galbraith, Shelley Courser, James Shaw, John Mackenzie, Derek Pannell. Board Secretary - Members Jonathan Taylor. President and CEO Ray Robinson 95 fulltime Staff # of Staff Saint John Energy is a self-funding Commission, there is no subsidy provided by the City of 2017 CoSJ Subsidy Saint John. Projected 2017 revenue streams 2017 continuous improvement Annual Budget Response to YTD Attached in written report #1; Strategy, Communication and Business Plan Documentation Actuals High-Level 2017 Performance/Service Objectives YTD Performance/ Service Targets Heat Pump Rental Program ЊЎЉЉ ǒƓźƷƭ ǞĻƩĻ źƓƭƷğƌƌ ğƷ ƷŷĻ ĻƓķ ƚŅ ЋЉЊЏ ğƓķ ĻǣƦĻĭƷ Ʒƚ ŷğǝĻ Recent ЋЎЉЉ ǒƓźƷƭ źƓƭƷğƌƌĻķ ĬǤ ƷŷĻ ĻƓķ ƚŅ ЋЉЊА ğ ƭźŭƓźŅźĭğƓƷ ƩĻǝĻƓǒĻ ĻƓŷğƓĭźƓŭ ƭǒĭĭĻƭƭ͵ accomplishments Unlocking the Value of SJE LƓ ƌźŭŷƷ ƚŅ ƷŷĻ ŅźƓğƓĭźğƌ ĭŷğƌƌĻƓŭĻƭ ŅğĭźƓŭ ƷŷĻ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ ğƓķ ƷŷĻ ƭǒƭƷğźƓğĬźƌźƷǤ ĭƚƓĭĻƩƓƭ ǞźƷŷ ƷŷĻ ƷƩğķźƷźƚƓğƌ ĬǒƭźƓĻƭƭ ƒƚķĻƌ ƚŅ ƷŷĻ ĻƌĻĭƷƩźĭ ķźƭƷƩźĬǒƷźƚƓ ǒƷźƌźƷǤ ğ ĭƩƚƭƭ ŅǒƓĭƷźƚƓğƌ ƷĻğƒ źƭ ǞƚƩƉźƓŭ Ʒƚ ƦƚƭźƷźƚƓ {ğźƓƷ WƚŷƓ 9ƓĻƩŭǤ ŅƚƩ ŭƩƚǞƷŷ ĬǤ ĻǣƦƌƚźƷźƓŭ ƓĻǞ ĬǒƭźƓĻƭƭ ƚƦƦƚƩƷǒƓźƷźĻƭ ğƓķ ķĻƷĻƩƒźƓĻ ŷƚǞ ƷŷĻ ĬĻƓĻŅźƷƭ ŅƩƚƒ ƷŷğƷ ŭƩƚǞƷŷ Ǟźƌƌ ĬĻ ƭŷğƩĻķ ǞźƷŷ ƷŷĻ /źƷǤ ğƓķ ƷŷĻ ĭǒƭƷƚƒĻƩƭ ƚŅ {ğźƓƷ WƚŷƓ 9ƓĻƩŭǤ͵ Loss of traditional source of revenues, unlocking the value of Saint John Energy Emerging Issues N/A Summary of primary take-aways for Common Council Updated skills matrix was provided to nominating committee Attachments SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN BUDGET2017 Capital, Operating and Cash Budgets Ten Year Financial Forecast 0 ¦¤ΐ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN SaintJohnEnergy TableofContents BUDGET 2017 ...................................................................................................... 1 INTRODUCTION .................................................................................................. 3 Strategic Focus and Financial Plan ............................................................................................. 4 2017 Capital Expenditures Budget ............................................................................................ 11 Ten Year Financial Forecast ....................................................................................................... 13 Consolidated Budgeted Statement of Earnings 2016 – 2026 ............................................................... 14 Segmented Budgeted Statement of Earnings 2016 – 2026 - Core Utility ........................................... 15 Segmented Budgeted Statement of Earnings 2016 – 2026 – Consumer Products ............................. 16 Significant Assumptions Impacting the Budgeted Statement of Earnings ........................................ 17 Budgeted Statement of Cash Flow ........................................................................................................ 18 Capital Expenditures Budget by Year and Class 2018-2026 .............................................................. 19 0 ¦¤Α SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN Introduction TheManagementofSaintJohnEnergypresentstheCapital,OperatingandCashBudgetsforthe fiscalyear2017. Theprojectionscontainedwithinreflecttheknown,presentfinancialpositionofSaintJohn EnergyatthedateofpreparationofthisdocumentandincorporatesCapital,Revenueand ExpenseandCashFlowprojectionsforthecomingtenyearsbasedontheplansand requirementssetforthbytheManagementoftheCompanythroughthebudgetandstrategic planningandreviewprocess. Incertaininstances,comparativenumbersaregivenfortheyear2016thatincludea combinationofactual ΛƉƓƚǞƓğƷƷŷĻķğƷĻƚŅƷŷźƭķƚĭǒƒĻƓƷΜ andprojectedfigures.Yearend auditedfinancialstatementsfortheyear2016willvaryfromthosedepictedreflectingtheactual circumstancesresultingfromthecompleteoperationsfor2016. 0 ¦¤Β SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN StrategicFocusandFinancialPlan ThelongtermfinancialstabilityandsustainabilityoftheCompanyconstitutesoneofthefour strategicthemesforSaintJohnEnergy.TheabilityoftheCompanytomaintaincompetitiverates whileprovidingindustryleadingserviceisdependentonachievingandmaintainingan appropriatefinancialstructure. StrategicFocus Thefollowingfactorshaveguidedmanagementintheplansandprioritiesdiscussedorlistedin thefollowingpagesandarereflectedinthefinancialforecastsshownforthe2017Budget,as wellasthegreater10yearbusinessplan. MissionStatement: ͻĻƦƩƚǝźķĻLƓƓƚǝğƷźǝĻ/ǒƭƷƚƒĻƩĭĻƓƷĻƩĻķ9ƓĻƩŭǤğƓķƷźƌźƷǤ{ƚƌǒƷźƚƓƭͼ VisionStatement: ͻƚĬĻƩĻĭƚŭƓźǩĻķğƭğƓĻǝƚƌǝźƓŭ9ƓĻƩŭǤğƓķƷźƌźƷǤƌĻğķĻƩͼ Motto: ͻ9ǣĭĻƌƌĻƓĭĻźƓ9ƓĻƩŭǤ{ƚƌǒƷźƚƓƭͼ GuidingPrinciplesΑValues: Safety Inthefieldorinouroffice,theSafetyofouremployeesandourcommunityismore importantthananybusinessinterestandisournumberonepriority. ResultsDriven Wecarryoutourmissionwithrelentlessdriveandtenacityandaclearfocusonresults. Wecareabouthowweachievetheseresults.Webelieveincontinuouslyimproving whatwedoandhowwedoit.Wechallengeconventionalthinkingandencourage curiosity,creativityandongoinglearning.Wealwaysstriveforwinwinsolutions.We embracechangefortheopportunitiesitoffers. Accountability Weacceptpersonalresponsibilitytoefficientlyusecompanyresources,improveour effectiveness,anddelivervaluetoourcustomersandstakeholders.Wetakeownership andpersonalresponsibilityforourdecisions,commitmentsandactions. Honesty,IntegrityandRespect Wemaintainourcredibilitybyalwaysmakingsureouractionsmatchourwords.Honest relationshipsandtrustareessentialforlongtermbusinesssuccess.Wedealfairlyinall 0 ¦¤Γ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN ofourbusinessrelations.Wereportallfinancial,regulatoryandbusinessresults accuratelyandcompletely.Werespectindividuals,andbelievethatthosewhoare treatedwithrespectandaregivenresponsibilityrespondbygivingtheirbest.Westrive tobefair,compassionateandconsistent.Wecommunicateeffectivelyandshare information. CustomerFocused Ourcustomersareourreasonforbeing.Wetreatourcustomersfairly,withrespectand empathy.Wewillsetandmeetindustryleadingservicestandards. Teamwork WerespecteachźƓķźǝźķǒğƌ͸ƭuniquetalents,expertiseandperspectives.Byleveraging thesecollectivestrengthsthroughteamworkwewilldefineandimplementsolutions moreeffectivelythanwecanindividually.Ourdegreeofsuccesswillmirrorourabilityto worktogetherasateam. TheOperatingandCapitalBudgetsareresourcedtoachieveourVisionandwillfocusonour4 overarchingstrategicpriorities: 1.FinancialStabilityandSustainability 2.CustomerFocus 3.OrganizationalEffectiveness 4.EmployeeWellbeing Theresultsofthistenyearforecastreflectrecapitalizationchallengesstemmingfromthe implementationoftheLongTermIntegratedSystemCapitalPlan,thegrowthofnewlinesof business,newinitiativesandtheresourcestomeetthenormaloperations,maintenanceand administrativerequirementsoftheutility. 0 ¦¤Δ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN PlanFinancialOutlook ThefollowingBudgetedStatementofEarningsandBudgetedStatementofCashFlows(see pages14&18)depicttheprojectedfinancialsituationofSaintJohnEnergythroughouttheten yearplan.ThesestatementsreflecttheplansandprioritiesaspresentedbyManagementand includeallowancesforfutureplanswherespecificsarenotcurrentlyknown.Forpresentation purposes,SegmentedBudgetedStatementofEarningsarealsoshownforeachthecoreutility andconsumerproductssegments. GrossMarginElectricalOperations GrossMarginElectricalOperations($000's) Salesandpurchasesofelectricityareforecasted $21,000 basedonthevolumeandefficiencyinformation $20,000 fromthemostrecent12monthperiodavailableat $19,000 thetimetheplanwasprepared.The2017Budget $18,000 isexpectedtoseeanincreaseinElectrical $17,000 OperationsGrossMarginof$228,000.Increasing $16,000 theGrossMarginarethe1.66%rateincrease 20162017201820192020202120222023202420252026 implementedonOctober1,2016,andan anticipated2%increaseonApril1,2017. Additionalrateincreasesof2%havebeenbudgetedineachyearoftheplan.Actualchangesto revenuesandpurchaserateswilldependonwholesalepowerpurchasecostsandthespecific sustainabilityneedsoftheCompanyinfutureyears.Anticipatedreductionsinelectricalsales duringthefinaleightyearsoftheplanareaprovisionfortheestimatedimpactofnew technologies,demographicchangesandenergyefficiencyinitiativesthatmayhaveaninfluence onsalesandrelatedenergypurchases. OtherIncome OtherIncome($000's) OtherIncomeiscomprisedmainlyofrevenue $12,000 derivedfromwaterheaterrentals,minisplitheat $10,000 pumprentals,streetandrentallightrentals,facilities $8,000 rentals,customerconnectionandothercollection $6,000 charges,poleattachmentfeesandthirdpartywork $4,000 performed.Othernonelectricalincomesare $2,000 budgetedtoincreaseby$998,000in2017.The $0 majorfactorsforthisincreasearetheanticipated 20162017201820192020202120222023202420252026 0 ¦¤Ε SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN growthoftheminisplitheatpumprentalprogramandtheprojectedApril01,20172%rate increaseonbothwaterheaterandlightingrentalrevenues.Projectedinthe10yearplanis continuedgrowthforboththeminisplitheatpumprentalprogramandfacilitiesrentalcharges forNonSaintJohnEnergycustomersutilizingthedistributionsystemforLargeIndustrialService fromNBPower. Operations,MaintenanceandAdministrativeExpenses(OM&A) OM&Aincludeslabour,equipment,materials, OM&AExpenses($000's) contractedservices,depreciation,insurance,taxes $35,000 andothercostsrelatedtooperating,managingand $30,000 maintainingtheutilityanddistributionsystem.These $25,000 expensesareforecastedtoincreaseby$2.2million $20,000 over2016projectedresultsin2017.Thischangeis $15,000 primarilydrivenbyincreasedequipmentamortization $10,000 relatedtoinvestmentinassets,increasestobase 20162017201820192020202120222023202420252026 compensationforemployees,theadditionof temporarystaffinsupportmanagementinitiatives, andincreasedcontractedmaintenanceworktosupportdistributionsystemreliability.Results beyond2017areinfluencedbyinflationaryprovisionsforwages,benefitsandotherexpenses estimatedtoaffectcostsintheyears2018through2026(seeassumptionstablepage15). NetCashEarnings NetCashEarnings($000's) Netcashearningsareameasureofthe/ƚƒƦğƓǤ͸ƭ $10,000 earningsadjustedfornoncashitemsincluding $8,000 amortizationandfutureemployeebenefitactuarial chargesforpensionandotherpostretirement $6,000 benefits.Netcashearningsfor2017arebudgetedat $4,000 $5.5million,adecreaseof$472,000fromthe $2,000 projected2016result.Earningprojectionsforfuture $0 yearsaresignificantlyimpactedbytheforecasted 20162017201820192020202120222023202420252026 growthoftheminisplitheatpumprentalprogram whileincludingtheprovisionforreducedelectricalsalesvolumesmentionedabove. 0 ¦¤Ζ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN Cash&DebtPosition TheBudgetedStatementofCashFlowsthatprojects EndingCashBalance($000's) thecashpositionoftheCompanyattheendofeach $5,000 yearshowsaprojectedpositiveendingcashbalancein $4,000 2016of$1.9million.Beginningin2017,SaintJohn $3,000 $2,000 Energyisprojectedtobeginusing10yeardebtto $1,000 financethecontinuedgrowthoftheminisplitheat $0 pumpprogram.Atotalof$15.6millionofborrowing$1,000 $2,000 hasbeenprojectedintheyears2017to2020,at whichpointtheprogrambecomesselffunded.Debt 20162017201820192020202120222023202420252026 servicingcosts(principleandinterestrepayment) continuebeyondtheyearsofthisplan. DebtBalance($000's) ThetenyearplanincludesinvestmentsinProperty $14,000 PlantandEquipmentof$81.1million($9.9millionfor $12,000 $10,000 2017)whichincludes$20.6millioninminisplitheat $8,000 pumpsystems($3.6millionfor2017). $6,000 $4,000 $2,000 SensitivityAnalysis $0 Aswithanybudgetingprocess,thereareestimates 20162017201820192020202120222023202420252026 usedthatarebasedordependonhistoricaltrending andtimesensitiveinformation.Actualresultsmaybedifferentoraffectedbyunforeseeable circumstances.Thefollowingisananalysisofseveralofthelargestitemsthatcouldaffectthe actualoutcomesforthe2017financialyearwiththeirimpactontheBudgetedStatementof Earnings: GrossMargin 1%variationstosalesvolumechangegrossmarginbyapproximately$180,000 RevenueAccrualisassumedtohaveazeroeffect(variance+/$262,000tenyearavg.) Otherchangesinweatherpatternsareassumedtobenominal,varianceswouldhavea similaraffecttothesalesvolumesensitivityabove 0 ¦¤Η SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN OperationsandMaintenanceExpense(includingotherrevenuesandexpenses) Managementhasidentifiedknownorspecificcostchangesandhasincludedassumptionsfor inflationaryeffectsovertheperiodoftheplanforbothCapitalandExpenserelatedcostsas follows: Plannedinstallationsofnewminisplitheatpumprentalunitsof1,000in2017and5,450 unitsoverthetenyearplan.A+/10%varianceinactualvolumeswouldhaveaneffect onnetcashearningsof$27kin2017and$1.8Mforthetotalofthe10yearplan. Inflationonapplicableexpensesassumedat1%peryear.A+/1%variancewouldhave a$64,000effectonearningsinthesecondyearoftheplan. EmployeeRemuneration(dependentonactualcomplement).Basecompensation increasesareassumedtobe3%in2017forstaffemployeesand2%forunionized employeesasperthecollectivebargainingagreement.Futureyearsoftheplaninclude anannual2%basecompensationincreaseforallemployees.A+/1%changeforall ĻƒƦƌƚǤĻĻƭ͸resultsinanincreaseinexpenseof$94,000inthefirstyearoftheplan. OtherPostRetirementBenefitsExpense(OPEB)&NoncashPensionExpense Otherpostretirementbenefitcostsareanticipatedtoincreaseby5%annuallyintheyears 20182026.A1%reductioninthediscountrateusedintheactuarialvaluationoftheliability wouldincreasethenoncashexpenseinthefirstyearoftheplanintheamountof$131,000.A 1%varianceintheforecastedcashbenefitpaymentsinthefirstyearoftheplanwouldresultin anincrementalcashoutlayofapproximately$4,300. EffectiveforfinancialstatementsdatedJanuary1,2015,SaintJohnEnergyelectedtochangeits accountingpolicyfortheSaintJohnEnergySharedRiskPensionPlan(SJESRP)inordertocomply withInternationalAccountingStandard19EmployeeBenefits.Thisplanhadpreviouslybeen accountedinaccordancewiththerequirementsfordefinedcontributionplansunderthesame standard.Asaresultofthischangeinpolicy,SaintJohnEnergywillbesubjecttorecognizing amountsinprofitandlossthatareinexcessofthecashpaymentsmadetotheplanbasedon actuarialvaluations.Anestimateof$1.0millionhasbeenincludedineachoftheyearsofthe planforthisnoncashexpense.Theactualamountofthischargeisimpactedbydiscountrate andothermanagementestimatesthatareusedintheactuarialvaluation.Asofthetimethat planwasprepared,SaintJohnEnergyhasnotengagedouractuariestoprovideanestimateof discountratesensitivityanalysisonthenoncashpensioncharge. 0 ¦¤Θ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN FinancingCosts Interestcostsondebtincurredtofundthegrowthoftheminisplitheatpumprentalprogram hasbeenestimatedtocarryaninterestrateof3%in2017andrisinggraduallyto3.7%overthe 15yeartermofdebtrepayment(thelastunitofborrowingisprojectedtobedrawnintheyear 2020withatenyearterm).A+/1%variancetotheinterestrateassumptionwouldhavea $75,000effectonearningsinthefirstyearoftheplan. Becauseactualexperiencewillbedifferentthantheforecast,SaintJohn9ƓĻƩŭǤ͸ƭoperational plansneedtobeflexibleanddynamicenoughtomakeadjustmentsthroughouttheyearin ordertoachieveourcommitmenttomeetorexceedthebudgetedresults.Managementwill undertaketomakeadjustmentstothisplanasnecessarytoachievethestrategicandfinancial goalsasoutlined.Managementwillinformand/orseekBoardapprovalwhereamaterial variancefromthisplannecessitates. 0 ¦¤ΐΏ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN 2017CapitalExpendituresBudget CapitalPlantConstruction Facilities&EquipmentUpgrading ThefollowingitemsrepresenttheplannedCapitalBudgetfor2017.Containedinthese estimatesareapproximately25%oftheannualunionizedlabour/benefitspayrollcosts.Forall majorprojects,approximately10%hasbeenaddedascontingencytotheestimatetoallowfor potentiallyunidentifiedcostsand/orcostescalation. Itemsnotcontainedinthiscapitalplan,butmayrequiresignificantcapitalexpendituresinthe future,includebutarenotlimitedto1)substationinfrastructurerequiredtoservicepotential newdatacentre,2)automatedmeteringinfrastructureforsmartgridinitiativesand 3)investmentsinrenewablegeneration.Eachoftheseitemswillrequirebusinesscase justificationbeforetheyareincludedandtheuncertaintyofthetiming,circumstancesand fundingfortheseexpendituresmakeitdifficulttoplanforatthistime. 2017CapitalExpendituresBudgetBudgetAmount CoreBusiness5,703,350 DistributionEquipment3,357,246 UndergroundConductorSystemUpgrades500,000 3rdPartyDrivenHistoricalAverage243,000 OverheadConductorsandEquipment210,000 Installationof80UndergroundResidentialDistributionBoxes200,000 OverheadConductorUpgradeVariousAreas185,000 PoleReplacements176,000 ThreePhasePadmountLiveFrontTransformerUpgrades175,000 OverheadServicesHistoricalAverage165,000 ThreePhasePadmountTransformerUpgrades155,000 ConductorRenewalandCircuitRebuild150,000 Vault&ManholeUpgrades150,000 CentralBusinessDistrictUpgrades150,000 SinglePhaseMeters110,000 UndergroundConductorSystemUpgradesSubstationLateral100,000 SinglePhasePadmountLiveFrontTransformerUpgrades80,000 PadmountSwitchReplacement80,000 GangSwitchReplacement70,000 ThreephaseMeters70,000 StreetLightKioskInstallationUpgrades70,000 MeteringTanks55,000 WestsidePortCableBetweenSwitches40,000 MetalPoleReplacements40,000 RentalLighting33,468 MilfordLateralUpgradebyRailCrossing33,468 UpgradingtoCurrentMeteringStandard30,000 SinglePhasePadmountTransformerUpgrades30,000 ConductorUpgradeFeedingWestSidePort30,000 CurrentTransformers23,070 PotentialTransformers3,240 0 ¦¤ΐΐ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN 2017CapitalExpendituresBudget(Continued)BudgetAmount SubstationEquipment913,204 Union/CrownStreetRelocation(EngineeringStudy&LandPurchase)500,000 AIMEquipmenttobePurchasedfromNBPower130,775 GrandviewAvenueOilContainmentSystem100,000 LTCFiltrationSystemRetrofitKits75,000 SubstationEquipmentAdditions(Unplanned)57,429 SCADAMeteringSync25,000 GrandBayElectronicRelayforVoltageReduction15,000 AlarmandCamera10,000 SystemTechnology155,000 PeakReduction75,000 SolarPilot50,000 SCADAupgradetoSmartVU30,000 Technology943,500 GIS/CityworksFieldServicesIntegrationandCustomization275,000 CISSoftwareUpgrade200,000 ITCommunicationsandReview100,000 JDEOptimization100,000 ReplacementofGIS,SCADA,andTestEnvironments75,000 ConsultantforSecurityReviewandRecommendation75,000 SecurityCameraUpgrade47,000 LaptopReplacementProgram30,000 DesktopReplacementProgram24,000 ReceiptPrintersandCashDrawers10,000 TapeDriveUpgradefortheCurrentHPLibraryandTapes7,500 Vehicles234,000 Unit30HybridPassengerCar(Disconnects)55,000 CargoVantoHouseTestingEquipment55,000 Unit364x41/2TonWaterHeaters42,000 Unit38x41/2TonOperationsSupport41,000 4x41/2TonTruckwithCap41,000 Buildings54,400 MiscellaneousBuildingUpgrades15,000 ClimateandHVACOptimizationforOfficeBuilding15,000 VariousEquipment&FurniturePurchases24,400 ToolsandEquipment46,000 VariousTruckTools25,000 BatteryOperatedCuttersforTrucks3,8&2412,000 PullingRopeforPolebossSystem9,000 ProductsandServices4,154,248 MiniSplitHeatPumpRentalProgram3,600,000 WaterHeatersRentalProgram554,248 GrandTotal9,857,598 0 ¦¤ΐΑ 0 ¦¤ΐΒ Budgets Forecast Capital and Financial Cash Year Ten Earnings, SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN 505550 271 495 245 246 ЊАі 2026 3,4134,3031,3011,1411,4732,2676,2691,0001,418 8,983 20,672 30,830 13,20213,122 122,715102,043 505450 268 693 276 413 ЊАі 2025 3,3484,1951,2781,1181,4492,2256,0801,0001,350 8,893 0 ¦¤ΐΓ 20,420 30,360 12,86112,863 121,218100,798 505450 265 681 306 371 ЊАі 2024 3,2834,0421,2571,0961,4332,1506,0551,0001,286 8,762 99,56820,171 29,849 12,53312,787 119,739 505350 263 815 335 477 ЊАі 2023 3,2203,7651,2351,0751,4212,0015,7771,0001,225 8,528 98,35419,925 29,219 12,17912,542 118,279 505350 260 862 363 497 ЊАі 2022 3,1583,4141,2141,0541,4051,8225,4601,0001,166 8,173 96,91019,632 28,472 11,81912,304 116,542 505250 257 846 391 453 ЊАі 2021 3,0973,0701,1931,0331,3841,6455,1691,0001,111 7,783 95,24819,296 27,690 11,49612,063 114,543 505250 253 844 417 426 ЊАі 2020 3,0382,6561,1731,0131,3581,4164,8261,0001,058 7,360 93,61418,965 26,844 11,13711,835 112,579 505150 993251 908 385 522 ЊАі 2019 2,9792,1741,1531,3461,1604,3911,0001,007 6,971 91,96218,630 25,929 10,64411,620 110,593 505150 973854249 770 322 448 959 ЊАі 2018 2,9221,6251,1341,2783,9121,000 6,369 90,15918,26510,15111,618 24,919 108,424 7 785050 521247 204 225914 ЊАі 2017 2,8651,0131,0151,0611,2263,5571,000 5,527 88,39117,907 23,861 10,06211,599 106,298 2026 Α 4735 287904982155247144819 (23) ЊАі 2016 2,7839,3551,1212,9281,000 1,2131,2766,000 2016 87,54017,67810,544 22,635 105,218 SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN Earnings of expense expense revenue Statement assets revenue pumps) maintenance expense collecting rental fixed revenue costs heat and rental and of rental expense pump split rental operations Charge other Budgeted billing, dollars)financing cash: pumpexpense heat disposal rental (core)(mini and from of operations purchased heater revenue margin on non splitPensionOPEB heat operations earnings rental incomecostscosts before for heater income split RevenueEnergyGrossWaterMiniLightingOthercashcash (gain) revenueearningscash thousands ElectricalOther Net DistributionAdministration,WaterMiniLighting Results FinanceFinanceFinance Net AdjustAmortizationLossNonNon Net Consolidated(in 505550 271 ЊАі 2026 (699) 1,3011,1414,0861,0001,418 3,767 20,672 23,114 13,20213,122 (2,781)(2,786) 122,715102,043 źƭ 0 ¦¤ΐΔ 505450 268 ЊАі 2025 (692) 1,2781,1183,9281,0001,350 3,840 ğƒƚǒƓƷ 20,42012,86112,863 22,817 (2,483)(2,487) 121,218100,798 ŷźƭ 505450 265 ЊАі 2024 (685) 1,2571,0963,9471,0001,286 3,903 99,56820,171 22,524 12,53312,787 (2,376)(2,380) ΛЋЉЊЏΜ͵ 119,739 505350 263 ƦƌğƓ͵ ЊАі 2023 (679) 1,2351,0753,7581,0001,225 3,960 υЏЌЌͲЉЉЉ 98,35419,92512,17912,542 22,235 (2,070)(2,073) 118,279 ƷŷĻ ƚŅ ƚŅ 505350 260 ǤĻğƩ ЊАі 2022 (672) 1,2141,0543,5661,0001,166 3,969 ƭĻŭƒĻƓƷ 96,91019,632 21,900 11,81912,304 (1,811)(1,814) 116,542 ĻźƷŷĻƩ 505250 257 Ʒƚ ЊАі 2021 ƭǒĬƭĻƨǒĻƓƷ (665) 1,1931,0333,4041,0001,111 3,936 95,24819,296 21,522 11,49612,063 (1,628)(1,630) 114,543 Ļğĭŷ źƓ 505250 253 ЊАі 2020 Њі (659) ğƷƷƩźĬǒƷğĬƌĻ 1,1731,0133,2261,0001,058 3,916 93,61418,965 21,151 11,13711,835 (1,416)(1,418) 112,579 ĬǤ ķźƩĻĭƷƌǤ 505150 993251 ЊАі 2019 (652) 1,1532,9711,0001,007 3,941 ƓƚƷ 91,96218,630 20,776 10,64411,620 (1,087)(1,088)źƓĭƩĻğƭĻķ 110,593 źƭ ğƩĻ 505150 ƷŷğƷ 973249959 ЊАі 2018 (646) 1,1342,7561,000 3,765 ğƒƚǒƓƷ Utility 90,15918,26510,15111,618 20,372 (1,000)(1,001) 108,424 ŷźƭ Core 785050 247914 ƚǝĻƩŷĻğķƭΜ ЊАі 2017 (639) 1,0151,0612,6781,000 3,383 88,39117,907 19,983 10,06211,599 (1,287)(1,259) 106,298 ƭĻŭƒĻƓƷ͵ 2026 Α 52 47 ΛĭƚƩƦƚƩğƷĻ 904982247144 150 819 (23) ЊАі 2016 (633) 9,3552,3421,000 4,287 ƦƩƚķǒĭƷ 87,54017,678 19,565 10,544 2016 105,218 ĭƚƭƷƭ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN ƭŷğƩĻķ ĭƚƓƭǒƒĻƩ Earnings ƚŅ ƷŷĻ of Ʒƚ expense expense Products* ğƌƌƚĭğƷźƚƓ ƭĻŭƒĻƓƷ ğƓ assets revenue źƭ Statement maintenance collecting Consumer fixed costs ǒƷźƌźƷǤ and rental and to of ĭƚƩĻ operations Charge other ƭƷğƷĻƒĻƓƷ billing, ƷŷĻ dollars)financing cash: expense Budgeted disposal (core) and from allocated of Ʒŷźƭ operations purchased revenue margin on non PensionOPEB źƓ operations earnings ŅƩƚƒ rental incomecosts before costs for income RevenueEnergyGrossLightingOthercashcash (gain) revenueearningscash thousands ElectricalOther Net DistributionAdministration,LightingShared Results FinanceFinance Net AdjustAmortizationLossNonNon Net Segmented(in ΫLƓĭƌǒķĻķğƌƌƚĭğƷĻķ 699245 2026 3,4134,3031,4732,2672,184 7,7163,2763,0325,215 źƭ 0 ¦¤ΐΕ 692276 ğƒƚǒƓƷ 2025 3,3484,195 7,543 1,4492,225 3,1762,901 2,152 5,053 ŷźƭ 685306 2024 ΛЋЉЊЏΜ͵ 3,2834,042 7,325 1,4332,150 3,0572,751 2,109 4,860 ƦƌğƓ͵ υЏЌЌͲЉЉЉ 679335 2023 3,2203,7651,4212,0012,019 6,9852,8852,5494,568 ƷŷĻ ƚŅ ƚŅ ǤĻğƩ 672363 ƭĻŭƒĻƓƷ 2022 3,1583,414 6,572 1,4051,822 2,6732,310 1,894 4,204 ĻźƷŷĻƩ Ʒƚ ƭǒĬƭĻƨǒĻƓƷ 665391 2021 3,0973,070 6,168 1,3841,645 2,4732,083 1,765 3,847 Ļğĭŷ źƓ Њі ğƷƷƩźĬǒƷğĬƌĻ 659417 2020 ĬǤ 3,0382,656 5,694 1,3581,416 2,2601,844 1,600 3,444 ķźƩĻĭƷƌǤ ƓƚƷ 652385 źƓĭƩĻğƭĻķ 2019 2,9792,174 5,153 1,3461,160 1,9951,610 1,420 3,030 źƭ ğƩĻ Products ƷŷğƷ ğƒƚǒƓƷ 854646322 2018 2,9221,625 4,547 1,278 1,7701,449 1,155 2,604 ŷźƭ Consumer Α ƚǝĻƩŷĻğķƭΜ 521639225878 2017 2,8651,013 3,878 1,226 1,4921,2672,145 ƭĻŭƒĻƓƷ͵ 2026 Α ΛĭƚƩƦƚƩğƷĻ 35 ƦƩƚķǒĭƷ 287155633586 2016 2016 2,783 3,070 1,121 1,1611,1261,712 ĭƚƭƷƭ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN ƭŷğƩĻķ ĭƚƓƭǒƒĻƩ Earnings ƚŅ ƷŷĻ of Ʒƚ * ğƌƌƚĭğƷźƚƓ revenue Utility ƭĻŭƒĻƓƷ ğƓ źƭ Statement expense Core rental revenue operations costs ǒƷźƌźƷǤ from rental expense pump ĭƚƩĻ rental rental ƭƷğƷĻƒĻƓƷ ƷŷĻ dollars)financing pump cash: heat Budgeted rental from of Ʒŷźƭ allocated heater non split heat źƓ earnings ŅƩƚƒ costs before cost operationsfor heater split WaterMini revenueearningscash thousands Rental Net WaterMiniShared Results Finance Net AdjustAmortization Net Segmented(in ΫLƓĭƌǒķĻķğƌƌƚĭğƷĻķ SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN SignificantAssumptionsImpactingtheBudgetedStatementofEarnings AssumptionsYearExplanations ElectricalRevenuesandPower Purchased Futurerateincreases20172026Rateincreases2%April1st,2017Α2026. Salesmixbycustomerclassisassumedtoremainstable SalesMix20172025 overthetermoftheforecast. Salesreductionsinyears2019thru2025estimatedto total4.2%ofbaseyearkWhsalesby2026.The cumulativeeffectofthisreductiononthe10yearplanis BasekWhreduction20192026 areductionof$5.0Mofrevenueand$840kofgross margin. Revenueaccrualisassumedtohaveazeroeffect RevenueAccrual20172026 (variance+or$262khistoricalavg.) Changesinweatherpatterns20172026Changesinweatherpatternsareassumedtobenominal Facilitiesrentalincomehasbeenincludedintheplan basedonanticipatedchargestononSaintJohnEnergy Facilitiesrentalincome20172025 customersutilizingthedistributionsystemforservice. Incomeprojectedis$53kin2017and$1.5Moverthe 10yearplan. OperatingExpensesincluding OtherExpenses EmployeeBaseCompensationIncreaseof3%forstaffemployeesand2%forunionized 2017 Increasesemployeesforbasecompensationincrease. EmployeeBaseCompensation 20182026Increasesof2%peryearallemployees Increases Increasesforbothcurrentandfutureemployeebenefits EmployeeBenefits20182026 of5%peryear OtherPostRetirementBenefitsOPEBexpensesarebasedonthelatestestimates 2017 (OPEBs)receivedfromMorneauShepellinNovember,2016 Anestimateof$1.0Mperyearhasbeenincludedasa NoncashPensionExpense20172026noncashactuarialpensionexpenseinexcessof employercontributionstotheplan. GeneralExpenseInflation20182026Inflationontrendedexpenseassumedtobe1%peryear Allowancefor$50keachyearforlossondisposalof Gain/LossonDisposalofPP&E20172026 assets Estimatedinterestrateonlongtermdebtis3%in2017 FinancingCosts20172026 graduallyincreasingto3.7%overtheterm. 0 ¦¤ΐΖ 50 246 (547) 6,2691,0001,4188,9831,2783,011 4,289 2026 (1,040)(1,040)(6,118)(6,665) 0 ¦¤ΐΗ 50 413 (541) 6,0801,0001,3508,8931,9091,102 3,011 2025 (1,040)(1,040)(5,403)(5,944) 50 371 (474) 6,0551,0001,2868,7621,576 1,102 2024 (1,040)(1,040)(5,075)(1,072)(6,147) 50 477362 (836) (474) 5,7771,0001,2258,528 2023 (1,040)(1,040)(5,215)(1,911)(7,126) 50 497234 (836) 5,4601,0001,1668,173 2022 (1,040)(1,040)(5,007)(1,892)(6,898)(1,070) 50 453 (308)(762) 5,1691,0001,1117,783 2021 (1,040)(1,040)(5,178)(1,873)(7,051) (1,070) 50 426760 (503)(260)(762) 4,8261,0001,0587,3601,800 2020 (1,040)(5,841)(2,782)(8,623) 50 522 (920) (260) 4,3911,0001,0076,9712,7001,7802,302 2019 (8,558)(2,754)(2,562) (11,313) 50 448959 (740) 3,9121,0006,3693,6002,8604,580 2,302 2018 (7,872)(3,636)(2,278) (11,508) 7 50 914 (500) 3,5571,0005,5277,5007,0002,6701,910 4,580 2017 (6,257)(3,600)(9,857) 819 (23) (221) 1,2762,9281,0006,000 1,910 2016 11,401 (2,529)(2,750)(8,341)(4,400)(9,491) (12,741) SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN units capital paid rental Flow capital: equipment deposit working lights program and contributions AIM pump Cash benefits of LED working split program assets of of plant, Johnheat for cash activities: operating mini split excess of fixed split Saint inexcess for of Power cash mini operating in of cash property,mini NB for operating dollars) non balance ofof cash Port to of expense in(decrease) Statement disposal balance of from expense financinginvesting cash non repayment involving on Earnings in cash not change flowsfromfrom AmortizationLossPensionOPEBPaymentReturnBorrowingsDebtPurchasesPurchases increase earningsCash thousands CashNetItemsNetChangeTotalFinancing:CashInvesting:Cash NetBeginningEnding Budgeted(in ΐΘ 410 781171 71 11 16 71 545262266219 219 164 235 437 437 606547 0 ¦¤ 1,121 2,272 2,250 2,2615,5121,1536,665 2026 410 771170 70 11 16 70 920314379433 444 217 217 162 232 237 237 600541 2025 1,895 3,5864,8021,1425,944 410 761170 70 69 911338375214 225 214 214 107 113 161 230 282 282 594 2024 1,646 3,3464,480 1,072 1,6666,147 41 761169 69 11 16 6980 892334372177 188 212 212 159 307 675 675 588 2023 1,911 1,486 3,1594,6272,4997,126 410 751168 68 11 16 68 839305255386 396 210 210 158 226 510 510 583 2022 1,524 2,9984,424 1,892 2,4746,898 410 1068 68 10 16 67 867302253126296 306 208 208 156 223 463 463 577 2021 1,769 3,3174,601 1,873 2,4507,051 410 1067 67 10 15 67 247250125317 327 206 206 155 221 654 654 571 2020 2,0252,782 1,132 3,7795,2703,3538,623 410 1087 87 10 15 66 719512248124255 255 153 219 994 994 565 2019 1,275 2,878 3,536 3,5467,993 2,754 3,320 11,313 410 56 1051 254245192131 131 202 202 232105 337 982 982 560 2018 1,7771,131 3,598 1,996 2,0067,312 3,636 4,196 11,508 Fixtures Demand and Grid Designation UndergroundOverheadPolesCustomerMeteringSubstationSecurityOperationsSmartMiscellaneousFurnitureWellnessSoftwareHardware/NetworkSecurityFleet 2026 Program 2018 Total Total Total Rental Total SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN Class Pump Equipment and Equipment Total Class Equipment Equipment Equipment Equipment Heat Total Total Technology Technology Heaters and and Year Split by Accounting Distribution Distribution Substation Substation Tools Tools System System Buildings Buildings Technology Technology Vehicles Vehicles WaterMini Budget Total dollars) Total ServicesServices of andand Expenditures Total Stream BusinessBusiness thousands ValueCoreCoreProductsProductsGrand Capital(in*2018 and 2019 include $1.25M and $3.25M respectively for the Union/Crown Substation Relocation Project SAINT JOHN ENERGY 2017 BUDGET AND TEN YEAR BUSINESS PLAN SAINTJOHNENERGY THEPOWERCOMMISSIONOFTHECITYOFSAINTJOHN islocatedat325SimmsStreet SaintJohn,N.B.Canada E2M3L6 PostalAddress: SaintJohnEnergy POBox850 SaintJohn,N.B.Canada E2L4C7 Voice5066585252 TollFree18779075550 Fax5066580868 www.sjenergy.com 0 ¦¤ΑΏ , 2016 4 November 2 Sustainability & Communications Strategy Updated 2017 2 e Summary Messages Table of Contents ExecutivIntroductionGoal & ObjectivesTarget AudiencesStrategic ApproachSustainability Framework10 Sustainability Focus AreasKeyRecommendationsMeasurementRecommendation Summary 3 s are continuously ility, Employee Relations, Safety, feel engagement and pride in Saint John and direction anguage friendly and accessible. While Saint John Energy future s, onomic. n Saint John priorities, operation fulfil its Sustainability commitments. These include: Reliability, Competitive Rates, appearing flashy or overdone, l ut ll communications will be shared through a Sustainability lens, aligning with industry framework to deepen engagement with internal and external stakeholders, through are Environmental, Social and Ec humble but confident, with a focus on both sharing relevant information and active listening. All be informed of the utility nt John Energy as a progressive, innovative organization that is always seeking to learn and improve, alway will help Saint John Energy year history in Saint John as an indicator of its deep roots and commitment to the community, communications - professional and polished witho . 90 are 3 Sustainability Pillars over its the lines of communication. s looking, positioning Sai - tones of our communications are Executive Summary This document provides Saint John EnergyimprovingEnergy as a premier provider of energy, excellent service and value iTo achieve relevance, simplicity and memorability, astandards. The 10 Sustainability Focus Areas Energy Conservation, Environmental Stewardship, Community Investment, Stakeholder Engagement, Accountaband Productive Partnerships. The communications referenceforwardseeking to be better 4 its d frame has th the Saint John practice organization that - energy rates, high levels of Saint John Energy also managed, best ment. - engage and ion centered energy and utility solutions - important attribute to being a well . / Sustainability proactive communicat ies Being - Focused - as priorit Financial StabilityCustomer FocusOrganizational EffectivenessEmployee WellSafetyResults DrivenAccountabilityHonesty, Integrity and RespectCustomerTeamwork We have increased the level of knowledge about the utility, its priorities and operations with oooooooooo To be recognized as an evolving energy and utility leaderWe provide innovative customerExcellence in Energy Solutions years through stakeholder three has been serving customers in Saint John for more than 90 years with highly competitive For the Saint John Energy team, this is an Statement Statement (SJE) VisionMission MottoStrategic ThemesGuiding Principles Introduction Saint John Energyreliability and excellent customer service. stakeholders over the past communications through a social responsibility or sustainability lens, as a further demonstration of balance and alignment wiplaces accountability, openness and transparency Strategic Guideposts: 5 . John - and in Saint focused, - ow it provides value to . H provide innovation and cost . fic targets for employee awareness. Continue to communicate our branding to all stakeholders . . an advocate of customer choice to premier provider of energy, excellent service and value the utility, its priorities and operations about of Saint John Energy. infrastructure, be in Saint John Energy as a of Saint John Energy as an organization that is reliable, well managed, customer and in alignment with community values refresh communication strategy with speci for new business opportunities relationships with elected and government officials of Saint John and our community. stakeholder knowledge of business performance s enhance equent communications materials informed, engaged ambassadors mployees in new initiatives e ve and fr reate customers, the City feel engagement and pride to all of its stakeholders keep the lights on. internal and external proactiinvolvevisibly post metric communication to a.b.c. Enhance and protect the reputation beneficial Increase employees, Enhance employee engagement; Continue to c Continue to engage and Create 1.2.3.4.5.6. ave stakeholders Goals & Objectives Goal H Trust that Saint John Energy is working to update aging effective ways Objectives 6 in a are Also, internal nsistent across all ) remain co , the core messages hey are part of the Saint John Energy family and , considering t ŅźƩƭƷ (e.g. City Manager, Planning Department, City Engineering Relationships SJE Common Council Unionized - always receive information for broad public dissemination Senior Management TeamManagers and SupervisorsUnionizedNonMayor and City Staff with Direct City Staff in General ooooooo EmployeesUnion LeadersPensionersBoard of DirectorsCity of Saint John Target Audiences Target audiences are presented below, categorized as either internal or external. While audiences, internal audiences will typically receive more frequent communications with a greater degree of detail at times. audiences position to be ambassadors for the utility. Internal 7 Hospital c Business Magazine) and Saint Resource Development partment of Energy and int John Hotel Association ocal charities SaUNB Saint John / NBCC Saint JohnSaint John Regional HospitalLDeDepartment of Public SafetyDepartment of EnvironmentSaint JohnProvince of New Brunswick / regionalTrade (e.g. Progress Magazine, Atlanti oooooooooo Beneficiaries of sponsorship and donations programEnergy and Utilities Board of New BrunswickProvince of New BrunswickCanadian Electricity AssociationAtlantica Centre for EnergyNews media Commission Andover Electric Light - based stakeholder groups, such as: - ResidentialCommercialIndustrialNB PowerPerthEdmundston EnergyEnterprise Saint John (and the broader True Growth Network)The Chamber Uptown Saint JohnPort Saint JohnSaint John Development CorporationSaint John Industrial ParksDiscover Saint John ooooooooooooo CustomersPartnersSaint John External 8 on good s giving stakeholders an . Saint John Energy act pearing to be flashy or overdone, and it and reinforced by describing it through its be told humble but confident, with a focus on both sharing - should Language should be friendly and accessible, and not riddled with ningful engagement is important professional and polished without ap are e Saint John Energy story, and engage stakeholders history in Saint John as an indicator of its deep roots and commitment to the looking, positioning Saint John Energy as a progressive, innovative organization that is - + r s seeking to be better. yea - picture goals. - ramework will categorize the key attributes and subject areas that are important to all F its 90 mechanisms to both tell th ustainability S The share feedback and participate in meaningful ways. Mea Approach social responsibility and communications approach is relevant, simple, memorable and achievable. ustainability focus. TheTo achieve relevance, simplicity and memorability, the Saint John Energy story Sstakeholders.Saint John Energy provides opportunity to feedback that aligns with theThe tone of communications, engagement and overall implementation of this plan relevant information and listening. All communications corporate or industry jargon.While Saint John Energy referencecommunity, communications should be forwardalways looking to learn and improve, alway Strategic 10 and proactively hn, community in our community for employees, and transparency and , train and protect policy development ISO 14001 Community AGM reduce energy ; engage with any power disruptions , and communicating the safety practices Notes , both short term and long term risk management, contribution to , good governance practices, on the part of Saint John Energy, and the in partnership with others, and its general high reliability standards customers, the City of Saint Jo safety practices among customers, partners competitive rates excellence ey community initiatives K and save money employee giving and volunteerism . , and further build a sense of communityrelevant maintaining charging corporate giving employees, Includes communicating to customers about (planned and unplanned)Includes partner relationships)Includes helping customers know how to consumption Includes the work undertaken through the Environmental Management System and complianceIncludes promotion of IncludesstakeholdersAnnual ReportIncludes financial infrastructure management, Includes efforts to communicate with, employees Includes leading and managing promoting and suppliers, and members of the general publicIncludes and implementation approach to being a good partner for the greater good xxxxxxxxxx Economic xxxxxxxxxx Social xxxxxx Environmental ReliabilityCompetitive RatesEnergy ConservationEnvironmental StewardshipCommunity InvestmentStakeholder EngagementAccountabilityEmployee RelationsSafetyProductive Partnerships Sustainability Focus Area 1.2.3.4.5.6.7.8.9.10. 10 Sustainability Focus Areas 11 nt ble. s benefits Sai develop rate infrastructure and - , and int John, ratepayers, quarterly and annual reports, . and commercial rates are 4% the website % lower to the City of Sa d employees, to customers, partners and provide key performance indicators is through teamwork, our top s or updates to our phic to describe its role in the Saint John community and its overall financial stability and sustainability, customer focus, organizational , residential rates are 10 We achieve th infogra alignment with our average excellent relationship we have with NB Power, our supplier of wholesale Energy uses On he full picture of the value create is job one. , using these overarching headings when assembling by sustainability, which encompasses our commitment to the environment, social in our region. package initiatives, we progress and doing so safely how our the people of Saint John with the power they need to heat their homes, run their businesses and fuel is on . The four overarching strategic themes eport le because we serve a very specific, urban geographic area, which creates efficiencies across the board for us. This presenting at stakeholder meetings We r as a whole . strategies value to all our stakeholders, from our shareholder in the City of Saint John and than others in the province. This is possible thanks to the provide 10 focus areas tell the Saint John Energy story and provide t Saint John Energy is proud to provide We community leaders. We do this through a focus on responsibility and delivering economic value.lower electricity. It is also possibmodel has allowed the City of Saint John to save about $2 million per year, and the public more than $7 million per year. ThiJohn, and our provinceSaint John Energy remains ahead of the national average in reliable service, minimizing system interruptions as much as possiMaintaining high reliability averages our unwavering focus on the customer. The Application of the Focus Areas Thepartners and the whole community. effectiveness, and employee wellbeing communicationdeveloping strategic plans, Key Messages The following narrative depicts the tone and language Saint John approach to doing business. 12 and and ency and , twitter, energy education inventory who have a Crescent Valley , ) day need of warm t - financial support savings tip 2.0 , to - - hree areas of social need A seasonal (website . True Growth ,000 annual targe 50 , Rocmaura Nursing Home, and conservation initiative prosper by giving back through time achieve success at school and continue their Big Brothers Big Sisters, Saint John Food Banks to help address social need in Saint John. The t high value to readers, and easy to understand. a part of the energy in financial need to are ) budget are of our customers. First Steps, have as a part of their mandate a goal to address the more day students that ,000 annual target charities 40 ed to doing right by nformation and tips t ($ social media application corporate investment ). I for We pursue energy conservation solutions in partnership with others in our industry and community, and Support to Hospice Greater Saint John, Support to organizations like the YMCA, United Way, ) energy conservation information and tips in Sain larships and programs to help helter S uilding B Scho - arm annual target nd support like communicateaim as an organization commit , home show, school visits of information and tips Conservation Education($25,000 Community broader mandate to help those in need in Saint John, by helping to build strong communities ($Food & W shelter aResource Centre Food Programs acebook Continue toFscheduleContinue toencompass:1.2.3. We are passionate about energy conservation, in the interest of saving our ratepayers money and helping to safeguard preciousresources well into the future.individually We are invested in the community of Saint John. We want to help our communityleadership.We are accountable to the City of Saint John, our employees, ratepayers and community. We are committed to openness, transparactive listening. Recommendations Energy 1.Community Investment 2. 13 and to ) and . ͵ YouTube contests and This communication people like your customers. Offer customer The videos are on are other corporate information in (e.g. Social Media). building. - Facebook. .our 10 Sustainability Focus Areas, and offer on our źķĻƚƭ ğƩĻ ƭŷğƩĻķ Ѝǣ ƒƚƩĻ źƓ ƭƚĭźğƌ ƒĻķźğ , like power interruptions (planned and unplanned ƚƓĻ ĭƚƓǝĻƩƭğƷźƚƓ ǞźƷŷ ǒƭĻƩƭ Ʒƚ ŅźƓķ ƚǒƷ ƒƚƩĻ ğĬƚǒƷ ŷƚǞ ƷŷĻǤ Ώ Just like our public they are using social media to communicate, are an efficient and effective way to share information with a range of information community promoted on Twitter and ƚƓ Ώ social networking service that enables its users to take pictures and videos, decrease their fear and increase our social media outreach. information, in alignment with , newsy . Saint John eNewsletters website, and - sharing and able to sign up for the eNewsletter messaging, the - sensitive - re a time strating that we are an active citizen in our city as part of the corporate news and twice a year s the guidelines of social media. sharing, video - videos and demon to engage with audiences about energy conservation, as a means to sh .ĻŭźƓ Ʒƚ ǒƭĻ ƷǞźƷƷĻƩ Ʒƚ ƚƦĻƓ ƷŷĻ ƚƓĻ presence in social media to communicate is used , personal relationships are the backbone of business and community eNewsletter ies is used informative stakeholder engagement in transparency Online mobile photo hort, Facebook S Twitter corporate is where many members of the public spend their time communicating and forming opinions a Informal Saint John Energy related information. - ation will help them form a correct positive Twitter event ĭƚƒƒǒƓźĭğƷĻ ķǒƩźƓŭ ƚǒƷğŭĻƭ͵Facebook ways that provide value to others, and as a way to celebrate successes that matter to the community. reduce energy consumption ideas.YouTube be continued by packaging them on a YouTube channel as more are created.Instagram and share on social networking platforms. Educate internal stakeholders on educ ocial medi Continue S Distribute a stakeholders. The eNewsletter featureopportunities to provide feedback. Stakeholders Formal & about accountability, It is ĭƚƒƒǒƓźƷǤ źƓǝĻƭƷƒĻƓƷƭ źƷ źƓĭƩĻğƭĻƭ ĻƒƦƌƚǤĻĻ ĻƓŭğŭĻƒĻƓƷ͵ Stakeholder Engagement 3.4.5.Like many small communitleadership and Board actively take part in the community through: 14 . . and their websites provide mechanisms for feedback newspaper, radio and television ensure to and ur ongoing approach to media relations will likely include: O mixers) 2.0, through project management secondment, active participation at Network with stakeholders Chamber results True Growth business plan stakeholder database for regular updates oards and committees, to ent of growth from an infrastructure perspective, etc. and the traditional mainstream media that serve Saint John building and requests for feedback to stay personally connected and grounded with the media s - with ia contacts eports key med to share strategy ongoing media relations program based on feedback received. ouncil sessions page infographic - refined mechanism for sharing information about power disruptions ne articipation in community b Breakfast, lunch and coffee meetings with key community stakeholders and partners. PActive leadership in the implementation ofPartner meetings, enablemAttendance at dinners and community events (e.g. Notes of congratulations to others in our community who achieve success. Adding Regular dissemination of newsworthy news releasesAOccasional story pitchesOccasional space in the commentary pages of the newspaperMedia assistance in communicating news during issues or crises situationsInformal relationshipCommunity AGMCity CAnnual ROCascading communication protocol ngoing practice of media relations ooooo O Enhance relationships Tailor the Continue 6.Accountability 7. 15 e 3 , beginning with erious messages oost employee on the Watts Up board. message to stakeholders the first to hear of important quarterly . direction; e.g. energy trends within other June among (with some level of segmentation business act on suggestions and keep employees posted. awareness of how we measure our business targets and site meetings in - related to our most of the time it will be through email; for more s Leaders of one area pop in to see staff in another area, as a way to abouts ambassadors and community spokespeople. When communicating - our repeatable to allow employees to pass the correct key topics of interest and walk about and spend time with employees in their work environments, to learn about they are with ly in these meetings to increase the simple is - d egion. can do their part to improve those targets. The ugh informal leader walk provide time to informal s ter greater understanding of the whole business. They face communications. - to - cascading communications protocol, so that employees are always face time thro - communication to quarterly business metrics - elebrate successes eadership make L face on broadly among external audiences, it is critical to share it with employees first . The method of communications will depend on the message Ensure all sound bites. Report educate on how employeesDevelop a feedback loop for these meetings to demonstrate active listening. Improve the feedback process by communicating thoutcome of the feedback Continue with monthly lunch and learns utilities, innovation within our r ) employees are the Saint John Energy family Continue with the news and announcements.Ourinformatileadersit could be through face Continue with quarterly and annual meetings Saint John Energy hosts quarterly meetings in the training room, and annual off Continue Leader visibility and involvement in the business, if done from a place of goodwill and servitude, can be powerful tools to bengagement. their jobs, ask questions and seek ideas to help improve the business. help break down silos and fos Continue to c Employee Relations 8.9.10.11. 16 which will values in their Facebook, tion of the . Communica (twitter, website, our Guiding Principles . . external audiences formalized approach to sharing feedback - oriented way - senior leaders these successes provide to the community Continue to use a semi . ǝğƌǒĻ tied to the 10 focus areas in the Sustainability Framework. is face meetings with NB Power - to - ividend relationship with the City . Always speak to the greater ) take part in a quarterly meeting to discuss more strategic matters, and to help ensure overall alignment. Half of uarterly face ture alternatives that better serve the organizations Strategic Objectives including an enhanced relationship with the Annual Report onduct q continue to the relationship with the Province of New Brunswick. organization permission to talk about this in a productive, relationship New lines of businessNew energy supply optionsCommunication plans for all projects (as required) Develop program for employees to provide examples on where they or others have demonstrated day to day activities.a.b.c. enior leaders Continue to c Sthese meetings take place in Saint John, and half in Frederictonallow the Enhance Explore Corporate Strucowner that drives higher and more visible value. Explore moving to a shareholder / d Provide communications support for other key Saint John Energy Initiatives and Projects roductive Partnerships elebration of successes and employee recognition Csuccesses is done with internal (Manager Acknowledgements Process, Watts up Board) and eNewsletter and/or P 12.13.14.15. 17 . , by the end of . making positive progress in and overall approval of the utility , survey score of internal or external stakeholders . engagement . 7 employee by Dec 2016. nd our Community AGM that demonstrates we are acted on the feedback projects. plan completed by February 201 infrastructure Saint John Energy and develop actions based on its results eNewsletter by May 2016 and 2 st 1 communication survey after the Satisfaction Survey Mini split 100% completed for all - feedback are developed Customer 6 201 (Indicators) (Outcomes) stakeholder . eNewsletters Communication plans New lines of business Two Saint John Energy can report at least six incidences where it has 2016 Define and implement specified initiatives and measures to enhance Gather increasing knowledge Conduct a Measures 1.2.3.4.1.2.3. Measurement Lead MeasuresLag 18 Our vision for an innovative, reliable & sustainable Saint John Energy Strategic Plan January 2017 This document is a result of strategic planning sessions involving Saint John Energy Board of Commissioners and Management Team. It presents our highest priority goals as we plan for the future and the strategy and actions we will implement to get us there. 1 The electric utility sector in North America has operated under a We believe Saint John relatively consistent monopolistic, rate-making, regulatory and Energy can reach further business model for a century, and that model has served stake- beyond our current holders quite well during that period of time. However, there commitment to excellent are a number of significant drivers that are straining that model significantly to the point where the model must be re-visited and customer service at the adopted to the new and evolving realities. The Canadian Electricity most affordable rates The paper provides a good overview of the more significant drivers of change in the Canaelectricity sector and the challenges utilities will face. Following are some highlights: Infrastructure renewal According to the Conference Board of Canada, $350 billion of investment is required by 2030 just to maintain/replace existing system capacity. In this industry, lead times are very long, planning has required years/decades ahead in support of desired outcomes. Investments have been for the long term, lasting 40, 60 or 100 years. Technical innovations have typically been at a slower pace, and significant disruptive innovations have been rare. Democratization and customization of energy (consumer choices) Consumers are beginning to make choices that have not been available to them before. They are choosing energy type and source, including off-grid, choosing to become a supplier to the grid, choosing how and when to use electricity, and choosing to embrace emerging energy and energy management technologies. Electric Utilities will need to re-invent themselves to remain viable and sustainable while being advocates for these consumer choices. Introduction and pace of Electric Vehicles and other technology penetration introduction of electric vehicles, batteries, consumer energy management/control systems and higher penetration of intermittent renewable energy sources contribute a much more challenging and dynamic system operation. Grid modernization (Smart grid) technology deployment - Operating electrical grid systems are transforming to a state where Electric Vehicles, Energy Efficiency and Demand Management measures, integrated renewables and energy storage are all in constant state of dynamic demand- supply interaction, tailored to the preferences of households and individuals. This new reality has taken away the control and capability of System Planning Engineers to plan and implement electrical systems in the traditional way. Stable system operation in the future will be highly dependent upon implementation of a well-designed, robust Smart Grid technology Access to and Competition for capital In support of all previous drivers of change, there will be an immense competition for cash to deal with replacement of aging infrastructure, deployment of new technologies, investments in new lines of businesses, services and products. The additional challenge related to the rationalization of these competing interests and investments, is avoidance of rate shock for consumers. While keeping the evolving landscape of the Canadian electricity sector in context, there are also a number of regional and provincial nuances to consider as we define our next Strategic Plan. There have been a number of constraints that define what Saint John Energy is allowed to do and how it conducts its business. For example, the Electricity Act as currently written allows SJE to distribute electricity and services to customers within the municipal boundary the Act is ambiguous whether SJE has the exclusive franchise rights to supply customers from its distribution system. Customers large 2 obtain its source of energy as a wholesale customer exclusively from NB Power, and is not permitted to generate or purchase electricity elsewhere except in certain cases within its municipal boundaries. The Municipalities Act requires SJE to operate on an ambiguously defines break-even basis and any losses incurred in any given year must be made up within three subsequent years. Revenue from traditional sources continues to erode due to a struggling economy, and consumers making wise decisions in their energy consumption and provisioning habits. In 2015, for the first time in over 25 years, SJE ended the year with fewer customers than at the beginning of the year. In order to position for success and sustainability, relationships with a number of important stakeholders need to evolve. Relationship with Customers As an advocate for consumer choices, revenue streams from traditional sources will decline as customers choose alternate supply options. In order to remain financially sustainable, the utility needs to redefine itself to determine how to add value in ways that extend beyond supply of electricity to the home. Relationship with the Community For many years, the utility had , and did not a have a very visible presence in the community. That approach has been discontinued, and significant efforts are being made to increase the positive profile of SJE in the community, economically and socially. This effort is also very important as SJE considers how to best modify its business model in the community, taking advantage of local community advocates of the utility as it deals with a number of significant issues. Relationship with Board SJE is fortunate to have a relatively new group of Board members with fresh perspectives. It is well positioned to set a refreshed strategy that will put it on a solid path to continued success. Efforts will continue to ensure the Board is provided the right level of detail in all matters to make well-informed, timely decisions. Relationship with Owner The historical relationship between the utility and its owner has been strained. Current non-financial benefits include system reliability levels among the best in Canada, electricity rates that are very competitive in the Region and customer satisfaction levels amongst the best in Canada as well. The financial benefits have been less obvious, likely because of the mandate to operate the utility on a break-even basis. The financial benefits currently include discounted electricity rates for its City accounts and annual contributions for special infrastructure projects - a combined value of nearly $2 million per year. It is worth exploring whether a more visible and traditional form of financial benefit such as annual dividend payments should be instituted. Relationship with NB Power and province business beyond its current operations, it will be very important to have positive business and political relationships - makers in the province. The methodology used during the strategy review process last year was very powerful, and resulted in a bold new strategy. However, upon reflection, there was such a heavy focus on paving the way for our new world, that we talked very little about our core business, which may have created a perception that we have been focussed on creating our new business environment, while largely ignoring the importance of the core business, when the reality is the financial and operational health of the core business is absolutely 3 crucial to our overall success. So this year, during our initial strategy work, we adopted a slightly different methodology which has resulted in looking at the business in three value streams, namely: Strategic Positioning and Investments; New Products and Services, and; Core Operations. The methodology used this year forced us to look from the outside-in and change our perspective to become more empathetic to customer needs and put systems/initiatives in place that are intended to solutions. This perspective should serve us well as we differentiate ourselves, providing more products and services that cater to customer solutions. The strategy review this year has confirmed the overall framework of our Vision, Mission, Guiding Principles and the four Strategic Themes. Following is a summary of those elements as well as the priorities and action items of our three newly- identified value streams. 4 Saint John Energy is proud to provide the citizens of Saint John with the energy they need to heat their homes, run their businesses and fuel industrial growth. It has been our job since 1922. We serve more than 36,500 customers, spanning 316 square kilometers, with reliable service that is among the best in the country. As we plan for the future, any new direction and areas of change we explore will not only align with our overarching four strategic themes, but will also be in full alignment with who we are as a utility. Our Vision: To be recognized as an evolving energy and utility leader. Our Mission: We provide innovative customer-centered energy and utility solutions. Our Four Strategic Themes Financial Stability & Sustainability Customer Focus Organizational Effectiveness Employee Wellbeing 5 Guiding Principles Safety In the field or in our office, the Safety of our employees and our community is more important than any business interest and is our number-one priority. Results Driven We carry out our mission with relentless drive and tenacity and a clear focus on results. We care about how we achieve these results. We believe in continuously improving what we do and how we do it. We challenge conventional thinking and encourage curiosity, creativity and ongoing learning. We always strive for win-win solutions. We embrace change for the opportunities it offers. Accountability We accept personal responsibility to efficiently use company resources, improve our effectiveness, and deliver value to our customers and stakeholders. We take ownership and personal responsibility for our decisions, commitments and actions. Honesty, Integrity and Respect We maintain our credibility by always making sure our actions match our words. Honest relationships and trust are essential for long-term business success. We deal fairly in all of our business relations. We report all financial, regulatory and business results accurately and completely. We respect individuals, and believe that those who are treated with respect and are given responsibility respond by giving their best. We strive to be fair, compassionate and consistent. We communicate effectively and share information. Customer-Focused Our customers are our reason for being. We treat our customers fairly, with respect and empathy. We will set and meet industry- leading service standards. Teamwork collective strengths through teamwork we will define and implement solutions more effectively than we can individually. Our degree of success will mirror our ability to work together as a team. 6 CORE BUSINESS The distribution of electricity to the citizens of Saint John is at the very heart of Saint John Energy. Our employees are dedicated to upholding our mission that we provide electricity at low rates without compromising safety or reliability. responsibility that we take very seriously. We will continue to invest in infrastructure through the proactive review of our assets and the prioritization of their renewal. We will enhance the electrical grid by searching for and analyzing new technology that allows us to operate it efficiently and to quickly pinpoint and respond to any interruptions in service. As Saint John Energy expands in new directions, we will remain true to our core business by listening tive solutions. PRIORITIES 2017 PRIORITIES Rationalization and optimization of inventory levels, reorder points and elimination of obsolete inventory Upgrade of customer information system and addition of enhanced portal and bill presentment for customers geared at improving their experience with Saint John Energy Research and identify opportunities to safeguard data, combat cyber threats and enhance our digital strategy Prioritization and analysis of evolving technologies such as distributed energy resources, solar power, standby generation, energy storage and peak reduction solutions Prioritization and analysis of future smart grid opportunities including AMI, OMS, SCADA and IVR Ensuring completion and follow through of revamped performance management system, complete succession planning exercise Collaborate with NB Power and research of other utilities, determine optimal rate structure for customers and prepare rate options analysis ACTION ITEMS ACTION ITEMS 1) Inventory control management project 2) Redefining the customer experience project 3) Create digital communication strategy 4) Feasibility studies for evolving technologies (e.g. solar, storage, generation) 5) Create smart grid roadmap for the future 6) Continual utilization and follow through of performance management and succession planning 7) In depth study on rate design to ensure we are fully prepared for the future 7 CORE BUSINESS Strategic Theme Corporate Measure 2017 Target Customer Satisfaction SAIDI < 1 hour Customer Satisfaction Customer Survey 83% Financial Stability and Net Cash earnings $ 5.5 Million Sustainability Organizational Effectiveness ISO audit 0 non-conformances Organizational Effectiveness Work observations completed 100% of requirement Employee Wellness Employee engagement survey 75% 8 PRODUCTS AND SERVICES Electric Utilities all over the world are facing challenges with declining margins as a result of energy efficiency measures, smarter consumers and new technologies. In an effort to remain relevant in the new Utility age, we have to develop strategies to diversify beyond electricity delivery and become a recognized provider of customer centered energy solutions The recent success of our mini split ductless heat pump rental program has highlighted the benefit of providing customers with accessibility and choice with respect to new technologies. Not all customers can afford large capital expenditures but would like to derive the benefits of energy saving technologies; to that end providing solutions to customers expands their options when it comes to home comfort. Determining which opportunities offer the most value to customers is becoming increasingly important. Several educational institutions have students working on research projects with respect to energy monitoring, load control, energy efficiency, etc. We need to leverage these resources to help determine which areas to concentrate on to optimize customer and utility benefits. PRIORITIES 2017 PRIORITIES Building on the success of our mini split ductless heat pump rental, continue to investigate the feasibility of ancillary product offerings including sales, financing or rental programs (e.g. solar panels, inverters, generators, electric vehicles) Consider solutions for commercial and residential customers for energy management programs such as dashboards and audits Identify opportunities for offering value added services to other utilities Find a way to leverage local educational institutions to determine opportunities for partnerships with curriculum or research ACTION ITEMS ACTION ITEMS 8) Develop business plans and pilot projects for each product and service being considered 9) Investigate the feasibility of vertical integration for product offerings 10) Investigate the feasibility of offering services to other utilities both electric and water 11) Meet with representatives from UNB and NBCC to discuss opportunities 9 Strategic Theme Corporate Measure 2017 Target Customer Satisfaction Customer Survey 80% Financial Stability and Net Cash Earnings $ 2.1 Million Sustainability Business plans approved for Organizational Effectiveness 2 implementation 10 STRATEGIC POSITIONING AND INVESTMENTS Saint John Energy has recognized that the traditional utility model of universal access with high reliability driven by operational excellence and cost control is no longer enough to remain relevant going forward. The electricity industry is undergoing a major, long-term transformation that is underpinned by exciting and rapid technological advancements. These technological advancements are improving energy efficiency, unlocking more customer choice in the home, enabling the electrification of transportation, and delivering improvements in the cost characteristics for renewable generation and storage at both the consumer and utility scale. To that end Saint John Energy has introduced a new value stream centered on investigating investment opportunities in the electricity sector that will strengthen the position of the utility for the future. It has also been recognized that the current corporate structure of Saint John Energy will not allow it to adapt nimbly to these changes so a review of alternate corporate structures and governance models is required in order to maximize the value of its core business, while creating the ability to adapt and invest in new lines of business (products, services, and infrastructure). The first and most immediate opportunity is to determine the required structure to submit a proposal(s) and invest in the development of renewable generation project(s) within the Locally Owned Renewable Energy Small Scale (LORESS) regulations. These opportunities will involve a deeper engagement with the City of Saint John, other municipally owned utilities in the province, NB Power, and educational institutions. PRIORITIES (LORESS) by creating a business plan and complete a project submission for evaluation Consider partnerships in innovations by supporting start-ups, business accelerators and think tanks to promote new ideas and creativity within Universities, community colleges and other educational institutions to proactively address emerging technological, regulatory, and consumer advancements Position SJE for sustainable growth, new investments and continued product and service diversification, addressing emerging electricity/energy sector technological, regulatory and consumer advancements Explore opportunities to deliver optimal value and increase recognition and awareness to the 11 ACTION ITEMS ACTION ITEMS 12) Prepare and submit a proposal under LORESS 13) Investigate partnerships in innovations 14) Initiate corporate restructuring project 15) Identify and execute opportunities for growth or synergy STRATEGIC POSIT Strategic Theme Corporate Measure 2017 Target Financial Stability and Submission and approval of On time and approved Sustainability LORESS proposal Partnerships in place with Organizational Effectiveness Partnership established innovators Financial Stability and Preferred corporate structure Approved Sustainability identified and approved Financial Stability and Business plans approved for 2 Sustainability implementation 12 Our 1-Year Action Plan Over the next year, we will implement the following 15 action items in alignment with our top 4 strategic goals to help bring to life our vision for a sustainable, reliable and innovative Saint John Energy. Core 1) Inventory control management project 2) Redefining the customer experience project 3) Create digital communication strategy 4) Feasibility studies for evolving technologies (e.g. solar, storage, generation) 5) Create smart grid roadmap for the future 6) Continual utilization and follow through of performance management and succession planning 7) In depth study on rate design to ensure we are fully prepared for the future Products & Services 8) Develop business plans and pilot projects for each product and service being considered 9) Investigate the feasibility of vertical integration for product offerings 10) Investigate the feasibility of offering services to other utilities both electric and water 11) Meet with representatives from UNB and NBCC to discuss opportunities Strategic Positioning & Investments 12) Prepare and submit a proposal under LORESS 13) Investigate partnerships in innovations 14) Initiate corporate restructuring project 15) Identify and execute opportunities for growth or synergy 13 2017 ABC Written Submission Template Ώ {ğźƓƷ WƚŷƓ LƓķǒƭƷƩźğƌ tğƩƉƭ \[Ʒķ Ώ Acquire, develop and improve land for marketing and resale. Make strategic Mandate investments in sites and infrastructure to support the capture of opportunities. Outflowing economic impacts include private sector investment, increased tax base and the creation or retention of jobs. Sell industrial land and create infrastructure that supports industry growth. Primary Functions Lois Vincent (President), Ken Anthony (VP), John Warrington (Treasurer), Stephane Name of Board Members Bolduc, Gerry Lowe, Bill Ryan, Percy Wilbur, Jeff Sheehan, Jean-Marc Ringuette .5 # of Staff $270,000 Operating 2017 CoSJ Subsidy Land lease 12 months 7 @ $12,000. Sale of land @ $70,000. City of saint John @ Projected 2017 revenue $270,000. streams -Partnership with ONB, ESJ, ACOA, Port of Belledune and Port SJ has resulted in a 2017 continuous business attraction project which leveraged approximately $275,000 in marketing and improvement business attraction work with a $25,000 investment over 2 years. Project focussed on Reductions in real estate taxes through referrals in spring 2017 of approximately $7,500 results in year over year savings. $430,000 (approx. $60,000 non-cash items i.e. cost of land sold and depreciation of Annual Budget assets) Sales projections are on budget. The sales hopper has a couple of significant leads Response to YTD Actuals which are currently being qualified and client diligence/project work up is being completed. 1. A large scale opportunity lead generated by ONB & supported by ESJ and SJIP is under consideration by the client. 2. A second opportunity of significance involves uptake of 25,000 s.f. of existing space and results in jobs for the region. This initiative is being supported by ONB, local brokerage, ESJ and SJIP. 3. A third opportunity of significance will reach go or no go in July of 2017.This opportunity is a jobs retention scenario but would solidify a Saint John work force presence. Business attraction efforts with ONB, ESJ and Port focussed on modular fabrication and exports are longer lead initiatives and not expected to produce barge usage and land demand/sales until 2018/19. A qualified lead for 2018 usage is under diligence and review. Operating budget expenditures under budget YTD and expected to come in at budget for year end. 1. Acquire additional inventory. Currently west side inventory inadequate at High-Level 35/40 acres. Seeking an additional 40 from PNB. APS and subdivision plans 2017Performance/Service Objectives with company solicitor 2. Complete post construction phase of the Barge Terminal and close project; Agreement wwith Port SJ validation/sign off. 3. ing. 4. Improve the LIS acquisition, driveways, pads, hydro extension. See KPI Scorecard attached. YTD Performance/ Service Targets Realized the partnership with ACOA, ESJ, RDC, Port of SJ and Belledune and hired Recent accomplishments consultant team to lead business generation activities. Engineering Award for Barge Facility recognized in March of 2017. Acquiring new land for improvement and resale continues to be extremely challenging. Emerging Issues Development challenges are increasing in terms of regulatory controls and corresponding costs. Barge Investment was strategic and industry is openly lauding the investment, Summary of primary take-aways for Common opportunities emerging as envisioned. Council Land inventory remains a concern in terms of quantity and quality however LIS acquisition seems as if it is now imminent and will result in inventory. Business attraction partnerships are yielding results, albeit with longer lead time on larger scale business attraction. KPI Scorecard Attachments *Objective is to have each written submission no longer than three (3) pages in length. May 2017 Parking Commission {ğźƓƷ WƚŷƓ tğƩƉźƓŭ /ƚƒƒźƭƭźƚƓ The Commission exists for the purpose of conducting the necessary activity, to Mandate maintain the efficient operation of both on-street and off-street parking facilities. These business processes are for the fulfillment of public needs in relation to: - Parking in general; - The establishment of a permanent coordinated system of parking facilities; - Parking planning, design, location and acquisition; - Maintenance, operation, ownership, leasing, in the capacity of lessor or lessee, land, buildings and facilities allocated to parking; To effectively and efficiently manage On and Off-Street Parking while supporting Municipal Primary Functions growth and priorities. Jeff McAloon Chair Commission Patricia Ellsworth Vice Chair Members Tim Peterson - Secretary Treasurer Michael McGovern, Charles Bryant, David Duplisea, Donna Reardon Members 17 - comprised of Saint John Parking Commission staff and contracted services members; # of Staff Saint John Parking Commission does not receive an operating subsidy from the City; 2017 CoSJ Subsidy There are two (2) revenue streams for the Saint John Parking Commission: Projected 2017 revenue streams - On-Street Parking: Net revenue generated by this business process is directly allocated to the City of Saint John. The Saint John Parking Commission does not realize a net financial benefit of this business process. - Off-Street Parking inclusive of the Peel Plaza Parking Garage. Note: 100% of this revenue stream is realized by the Saint John Parking Commission. 2017 Continuous In January 2017 the Continuous Improvement team embarked on a comprehensive improvement review of all projects with the goal of identifying which will be worked on in 2017. Upon review, the projects proposed by the SJPC were moved out beyond 2017. The Summons process that commenced in 2016 will be finalized in April 2017. The end State of the Summons process was to have all meter and traffic by-law infractions, tied directly to Service New Brunswick services. This portion of the CI project was deemed out of scope, but the SJPC is going to pursue this regardless. On-Street Parking 2017 Budget Annual Budget Revenue: $1,920,500, Expenses: $602,655, Surplus / Deficit: $1,317,845 Off-Street Parking 2017 Budget Revenue: $2,932,661, Expenses: $2,944,939, Surplus/Deficit: (-$12,278) On-Street: March Response to YTD YTD Actual Revenue: $384,085, Expenses: $116,370, Surplus / Deficit: $267,715 Actuals YTD Budget - Revenue: $ 475,245, Expenses: $149,994, Surplus / Deficit: $325,251 Revenues are lower than budgeted. This is a result of a very challenging month of February with significant snowfall. Although lower than budgeted, our monthly revenue is approximately $50,000 higher than at the same point in 2016. HotSpot is having a significant impact on parking tickets, which is great for the public. A win-win situation, as it generates additional meter revenue while reducing the number of tickets issued. Off Street: March YTD Actual Revenue: $662,509, Expenses: $799,903, Surplus / Deficit: (-$137,394) YTD Budget Revenue: $715,637 Expenses: $778,068, Surplus / Deficit: (-$62,431) Last fall SJPC budgeted to have Off-Street parking rates increased by January 1. Varying challenges prevented this and we could not increase rates until March 1 which is largely the cause of the above variance from budget. . - Focus on completion of Phase II of the Transportation Plan as it relates to Parking High-Level 2017 Performance / and Transit; Service Objectives - Immediate (2017) execution of tactical items as identified in the new Transportation Plan; - Complete a multi-year Strategic Parking and Transit Plan with the Commission(s); - Plan Off-Street Parking capacity as new structured parking emerges (Ex. JD Irving Parking Garage, Irving Oil HQ Parking Requirements); - Review and understand how SJPC can add value to Parking at City owned assets (Ex. Harbour Station, Market Square); - Identify strategic land use opportunities as it relates to the overall Growth Plan; - Identify technology to add efficiency to On-Street Parking enforcement (Ex. Electronic Chalking); - Align On-Street Parking enforcement with uptown business needs (Ex. On-street Overnight Parking); - Work toward On and Off street parking availability representation, electronically; Performance Area Targets will continue to evolve as a result of Phase II of the YTD Performance/ Transportation Plan and through the Commission(s) efforts in development of a multi-year Service Targets Strategic Plan; - All Off-street parking lot rental rates match market demand and align with other Recent accomplishments parking entities throughout the City. - Introduced Volunteer and Reserved meter parking passes, to assist with parking issues in the Uptown area; - Renewal of all existing expired (2016 & earlier) land lease agreements; - Enhanced Social Media efforts - Introduction of a Twitter account for the SJPC; Notable: This was particularly useful especially during the significant snowfalls in February. Anticipation of Waterfront Development to eliminate two (2) significant parking lots. Emerging Issues - Ward Street (100 spaces) Hourly and daily parking - Water Street (179 spaces) Monthly parking Addition of a new parking structure by JD Irving representing (537 spaces). Notable: SJPC currently rents more than 380 monthly spaces to JD Irving employees. Addition of a new parking structure by Irving Oil impact to be determined.. Monthly Rental Price inconsistencies with other city owned entities. (Ex. Harbour Station) any City owned property be Summary of managed centrally by SJPC. primary take- aways for Three of our Commission(s) member terms are ending in the fall of 2017. Each member Common Council has interest, and is eligible to, reoffer for an additional 3 year term. SJPC would more than welcome these highly contributing members for an additional term. None. Attachments May 2017 Transit Commission Saint John Transit Commission The commission exists to provide municipal transit service in alignment with the Mandate municipal and transportation plans. (PlanSJ & MoveSJ) An efficient and safe operation/strategic planning of municipal transit services. Primary Functions Jeff McAloon Chair Name of Board Patricia Ellsworth Vice Chair Members Tim Peterson - Secretary Treasurer Michael McGovern, Charles Bryant, David Duplisea, Donna Reardon Members 87 staff comprised of: # of Staff - 59 Full Time / 5 Part Time Drivers; - 19 Maintenance staff; - 10 Administration staff; $5,521,620 2017 CoSJ Subsidy $4,647,500 Projected 2017 revenue streams City Fleet North Depot Continuous Improvement project has been identified and is ongoing 2017 continuous in an effort to potentially utilize capacity at the Transit Building; improvement A Continuous Improvement project is underway to review Computer Data Center into the Transit Building. $10,169,120 Annual Budget YTD Actual YTD Budget Response to Revenue: $1,093,312 Revenue: $1,155,500 YTD March Expenses: $2,569, 413 Expenses: $2,576,087 Actuals Cost of Operations: $1,476,101 Cost of Operations: $1,420,587 City Subsidy: $1,380,406 City Subsidy: $1,380,406 Surplus / Deficit: (-$95,695) Surplus / Deficit: (-$40,181) - Focus on completion of Phase II of the Transportation Plan (MoveSJ) as it High-Level 2017 relates to Transit and Parking; Performance / - Immediate (2017) execution of tactical items as identified in the new Service Transportation Plan; Objectives - Complete a multi-year Strategic Parking and Transit Plan with the Commission(s); - Continued analysis and route optimization initiative utilizing electronic passenger counters with the goal of increasing ridership and decreasing costs; - A focus on strategic marketing and external communications making Transit top of mind; - Understanding Phase II funding requirements of the Public Transit Infrastructure Fund program; - A review of Transit - Pay by Phone - applications reducing the cost of handling cash; - A focus on Employer and Post-Secondary Transit programs to increase ridership; - Continued focus on full utilization of the Transit building garnering a revenue stream and/or cost reduction; Performance Area Targets will continue to evolve as a result of Phase II of the YTD Transportation Plan and through the Commission(s) efforts on a multi-year Strategic Plan; Performance/ Service Targets - Successfully engaged Service New Brunswick property assessment in a Transit Recent building site walk as a result of the Public Library tenant change. Public Libraries are accomplishments exempt from paying property Tax. This resulted in more than a $127,000 annual reduction (Note: While this will be realized in 2017, the above financials do not include this expense reduction.) - Continuously improving upon our real time information passenger information system, with the installation of an Automatic Voice Announcement system (AVA); - Continuously improving upon our real time information passenger information system, with the installed Automatic Passenger Counter (APC) systems; - Acquired Public Transit Infrastructure funding totalling $3.6M; - Procured 12 new buses inclusive of all real time information passenger information; - Initiated development of a part time roster of drivers to reduce overtime expenditures Annual estimated Savings: $50,000 - Final stages of enhanced safety program in conjunction with WorkSafeNB advisement. The goal with this initiative is to reduce assigned rate. Conservative estimated annual savings: $30,000; - Due to non-use, targeted trip and route reductions. Annual savings to date: $28,000; - Customer Service training for all drivers underway; Ridership to date, or revenue to operate, is slightly lower in 2017 compared to 2016. Both Emerging Issues are significantly lower than 2015. Notable is the fact that April 1, 2015 Transit fare increased and it would appear this has had an impact on ridership. While a fare increase is not the only factor impacting ridership, it has had an impact. Three of our Commission(s) member terms are ending in the fall of 2017. Each member has Summary of interest, and is eligible to, reoffer for an additional 3 year term. SJPC would more than primary take- welcome these highly contributing members in an additional term. away for Common Council None. Attachments 2017 ABC Written Submission Template Ώ {ğźƓƷ WƚŷƓ ƩğķĻ ε /ƚƓǝĻƓƷźƚƓ /ĻƓƷƩĻ Ώ Mandate To operate a first class Conference Centre comparable to other centres of its size in North America. To be an economic driver for the community. Primary Functions The facility functions as a venue in which to host meetings, conventions & special events and as a hub to host a broad range of events for the local community. Name ofBoard Members Hilton Saint John manages the Centre on behalf of the City of Saint John. Hotel Management report John Trade & # of Staff Provides employment for up to 90 people during peak events. 2016 CoSJ Subsidy Projected 2016 revenue The Centres primary revenue streams are : a) meeting room rentals b) food and beverages sales c) streams audio visual / power / broadband 2016 continuous 2017 sees the 5th of 5 phases of an upgrade plan to maintain building in line with competitor improvement facilities and meet needs of todays convenors. Focus on replacement of moveable walls Annual Budget All revenue and expense numbers are shared with both the Regional Facilities commission and the TCC Oversight Committee at various times throughout the year. Please see separate submission for 2017 projections versus approved budget. Response to YTD Actuals The first trimester of 2017 has been encouraging with increased rental revenues, from both local/regional (e.g..Gymnastics, APFNC, Atlantic Concrete) and National (e.g..ECMAs) events. Revenues and expenses YTD are in line with budgeted numbers. Please see separate submission for 2017 projections versus approved budget. High-Level 2016 We foresee finishing 2017 in line with budget and for the major events scheduled at the Centre to Performance/Service have significant spinoff for the local community. In terms of service objectives, our principal aim is Objectives to deliver an exceptional experience to each visitor. This in turn, creates a positive buzz for our city, and the Trade Centre. As visitors to the Trade Centre also encounter other hospitality partners & Discover Saint John staff during their stay, it is essential that all partners work together to deliver on these experiences. YTD Performance/ Service Hilton uses a guest satisfaction survey to assess Trade Centre guest feedback. YTD all indicators on Targetsthis matrix are ahead of the benchmark. Recent accomplishments April 2017-TCC one of host venues for ECMA Congress & Awards. Together with Harbour Station hosted the 3 largest events (1100 attendees on day 3) and helped showcase the unique benefits of bringing major events to Saint John. By all accounts this was one of the most successful years in the history of the ECMAs. Emerging Issues Need to remain competitive in face of increased competition (e.g.. New Convention centre opening Halifax Q1 2018) and continue investment from stakeholders Summary of primary Centre is owned by citizens. Boosts tourism and is a major economic driver. Requires continual take-aways for Common upkeep and capital investment to remain competitive. Each year the centre generates millions of Council dollars of economic impact, bring new money into Saint John businesses. Roger Brooks, a world recognized expert in tourism summarizes this economic impact as follows: for citizens by increasing the local tax base and economic well being of the community. Here are the three reasons why tourism is the purest form of economic development: 1. People come, spend money and go home. need more police and social services; they impact your infrastructure very little; yet they support your retail shops, restaurants, hotels, and get to know you as a community. If visitors like what they see and experience, they tell their friends via Facebook, Instagram -party endorsement. 2. Tourism is the front door to your non-tourism economic development. Any site selector, investor, or commercial real estate firm will arrive in your community, as what? A visitor. With quality of life leading economic development, tourism provides the marketing and visuals that promote the best you have to offer in terms of nightlife, downtown, your amenities such as trails and parks, and your activities. Tourism showcases your community as a very desirable place to not only visit, but in which to live and work. The number one activity of visitors, in the world, is shopping, dining and entertainment in a pedestrian-friendly, intimate setting: your downtown. This is typically not the reason they visit, but it is their number one activity once they arrive. While local residents provide the sales so retailers break even, tourism can provide the profit margin. A great downtown, over time, can be an attraction in itself. Tourism and downtowns should be joined at the hip. TCC 2017 Annual Projections Versus Budget Attachments *Objective is to have each written submission no longer than three (3) pages in length. MONTH-END REPORT Hotel Name & Entity #: Saint John Trade Centre Period Ending: April 2017 Current PeriodYear-to-date Variance Report ActualBudgetLast YearActualBudgetLast Year Commission Food Sales$2,712$6,340$5,972$13,809$13,938$14,806 Commission Beverage Sales$2,931$2,877$1,568$8,919$9,787$9,173 Comm.Audio/Visual Equip.$11,177$20,000$14,369$32,740$43,000$39,564 Commission Other$1,300$0$1,300$5,200$0$5,200 Sundry Revenue$47$0$62$463$0$524 Convention Room Rental$33,525$24,500$9,775$78,225$68,000$48,810 TOTAL GROSS REVENUE$51,692$53,717$33,046$139,357$134,725$118,077 Payroll and Related Expenses$57,183$73,440$75,507$236,437$254,457$249,325 Total Other Expenses$12,363$16,449$17,996$57,882$86,142$64,258 Departmental Profit-$17,855-$36,172-$60,457-$154,963-$205,874-$195,506 April:Overalltoplinerevenuesslightlybehindbudget.FoodcommissionsimpactednegativelybyweakcateringcontributionfromECMAswhodidnot haveanygroupmealsintheirentireprogram.BeveragecontributionsfromECMAswereinlinewithbudgetedestimates.ECMAshadregionalcontract withproductioncompanyfromNovaScotiasoTCCdidnotreceivelightingandaudioproductionrevenues,butgroupgenerated10kin power/rigging/load-in&encroachmentfees.RoomrentalrevenueswereaheadofbudgetwithincomecomingfromECMAs,FundyGymnastics,IrvingOil SafetySymposium,StewartMcKelvey,BrainInjuryCanadaAssociationandScreamingEagleleathersale.Yeartodate:revenuesinlinewithbudget with major focus on driving room rental and incremental revenues. April finished down $4,000 in other expenses and $16,000 less payroll expenses as compared to budget. The majority of this variance is deffered expenses that will occur later this year. We will re-evaluate these deferrals until after the month of June has completed to ensure yearly contribution remains on target. The deffered expenses of the center resulted in $19,000 less deficit than budgeted. Saint John Trade and Convention Centre Comparative Financials Period ending: 4/30/2017 ActualVariance 04/2017 YTD + BudgetActual vs.Budget Forecast BOY20172017 Trade Centre Revenue Commission on Food and Beverage Sales, A/V Equipment and Sundry revenue233,498266,498-33,000 Meeting Room revenue208,000183,00025,000 Net Revenue441,498449,498-8,000 Payroll & Related Expenses707,706715,726-8,020 Other Expenses Advertising & Promotions27,94427,9440 Audit/Legal Fees8,2518,2510 Bank Charges42420 Cleaning & Maintenance25,03225,0320 Entertainment1,5001,5000 Equipment Rental5,3555,3550 Garbage Removal10,35010,3500 Laundry26,40026,4000 Licenses2,1832,1830 Miscellaneous000 Operating Equipment, Computer Services & Uniforms42,80042,8000 Operating, Office & Paper Supplies41,52041,5200 Outside Services4,4544,4540 Postage & Printing 8008000 Telecommunication13,46513,4650 Trade Association Dues & Fees2082080 Travel6,0006,0000 Utilities4,6064,6060 Total Other Expenses220,910220,9100 Operating Deficit-487,118-487,13820 Meeting Date May 29, 2017 Deputy Mayor McAlary and Councillors, SUBJECT: Saint John Festival of Sail Request for Funding RECOMMENDATION th That as recommended by the Committee of the Whole, having met on May 15, 2017 and the subsequent recommendation of the Grants Committee, Common Council approve funding of $12,500 for the Festival of Sail. EXECUTIVE SUMMARY Discover Saint John in collaboration with the Canada 150 celebration has planned the Festival of Sail stop in Saint John on the tour. Provincial Funding and ACOA funding has been obtained. Saint John will be hosting 10 tall ships. This will be the Canada 150 signature event for New Brunswick. The th Committee of the Whole having met on May 15, 2017 recommends Common Council support the funding request. Subsequent to the Committee of the Whole meeting, the Grants Committee reviewed the request and recommends Common Council approve funding of $12,500 for the Festival of Sail. The net obligation of the City would be $12,500. Yours truly, Don Darling Mayor