2018-03-15 Growth Committee Agenda Packet - Open SessionCity of Saint John
Growth Committee - Open Session
AGENDA
Thursday, March 15, 2018
11:00 am
8th Floor Boardroom, City Hall
1. Call to Order
Pages
1.1 Approval of Minutes - February 6, 2018 1 - 3
1.2 Update on Smart Cities Challenge 4-22
1.3 Enterprise Saint John 23-35
1.4 Mandate Letters
36-42
1.5 Water Rate Analysis on Vacant Lots 43-71
1 Poeta Sy:1
rIN.
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MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
FEBRUARY 6, 2018 AT 11:00 A.M.
COUNCIL CHAMBER
Present: Mayor D. Darling
Deputy Mayor S. McAlary
Councillor G. Lowe
Councillor J. MacKenzie
Councillor B. Armstrong
Absent: Councillor R. Strowbridge
Also
Present: City Manager J. Trail
Deputy City Manager N. Jacobsen
Commissioner Growth and Community Development J. Hamilton
Deputy Commissioner Growth and Community Development P. Ouellette
Deputy Commissioner Building and Inspection Services A. Poffenroth
Population Growth Manager D. Dobbelsteyn
Administrative Assistant K. Tibbits
1. Meeting Called To Order
Mayor Darling called the Growth Committee open session meeting to order.
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that the agenda of February 6, 2018 be approved.
MOTION CARRIED.
1.1 Approval of Minutes
1.1.1 Minutes of January 16, 2018
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that the minutes of January 16, 2018 be approved.
MOTION CARRIED.
1.2 Population Growth Framework
Referring to the submitted report, Mr. Dobbelsteyn reviewed the Population Growth
Framework for the City of Saint John. It is the result of collaboration of the Growth Committee
and community stakeholders in an effort to coordinate efforts to grow the population. It is not
a static document and can be expanded upon as work progresses.
-, -
Saint John and actions that can be taken to actively sell the City, enhance the newcomer
experience, and strategies to retain the population upon settlement. Population growth takes
time and is a long-term goal. Actions taken now will start to have favourable results over the
next few years. A marketing strategy is being developed to encourage commuters to consider
living in Saint John.
Moved by Deputy Mayor McAlary, seconded by Councillor Lowe:
RESOLVED that the Growth Committee recommend to Common Council to:
1. Adopt the Saint John Population Growth Framework and direct that it serve as our
community's work plan for Population Growth between now and the next Census in 2021; and,
2. Direct the City Manager to coordinate a public roll-out of the Population Growth Framework
with the media, key partners and stakeholders upon adoption.
MOTION CARRIED.
(Councillor Lowe withdrew from the meeting)
1.3 2018 Growth Work Plan
Mr. Ouellette reviewed the actions undertaken in 2017 and expectations for 2018 in terms of
the Growth Work Plan. The focus continues to be on population, employment, and tax base
growth. Year-end info graphics will be available to provide a synopsis of the positive
achievements that occurred in 2017.
There are multiple concurrent strategies in addition to the Roadmap, including the Population
Growth Strategy, Neighbourhood Plan, Community Standards Program, Corporate Work plan,
Vacant and Dangerous Building program, finalization of mandate letters, mapping tools to
provide large project support, pursuit of fair taxation, and outreach support with the
development industry.
Enterprise Saint John and Develop Saint John will provide plans on delivering employment and
tax base growth to Saint John.
To ensure a focus on these efforts in 2018, some items such as the development of a new
website, Development Award program, full implementation of the North end Neighbourhood
Plan and the five-year review of the Municipal Plan, will not be pursued in 2018.
Timelines and proposed projects for 2018 and operational support may be revisited as the year
progresses.
Moved by Councillor MacKenzie, seconded by Deputy Mayor McAlary:
RESOLVED that the Growth Committee 2018 Work Plan, be received for information.
MOTION CARRIED.
Adjournment
Moved by Councillor MacKenzie, seconded by Deputy Mayor McAlary:
RESOLVED that the open session meeting of the Growth Committee be adjourned.
MOTION CARRIED.
12:35 p.m.
Recording Secretary
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GROWTH COMMITTEE REPORT
Report Date March 12, 2018
Meeting Date March 15, 2018
Service Area Growth and Community
Development Services
His Worship Mayor Don Darling and Members of the Growth Committee
SUBJECT: 2018 Mandate Letters for Develop SJ and Enterprise Saint John
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Phil Ouellette
Jacqueline Hamilton
Jeff Trail
RECOMMENDATION
Growth Committee to endorse the draft 2018 mandate letters for Develop Saint John and
Enterprise Saint John and submit to Common Council for consideration.
REPORT
Growth Committee provided feedback to staff in December 2017 on the potential content of
the 2018 mandate letters for Develop Saint John and Enterprise Saint John, and since that time,
staff have connected with leadership from the two organizations to collaborate on mandate
letter content. Mandate letters were drafted collaboratively with the City's economic
development partners in order to build mutual understanding of expectations, capacity and
growth outcomes. Leadership from Develop SJ and Enterprise Saint John have shared their
comfort and support with the attached drafts of the mandate letter, which is now being shared
with Growth Committee for endorsement and submission to Council for final approval.
Attachments:
Develop SJ 2018 Mandate Letter
Enterprise Saint John 2018 Mandate Letter
01.1
I'�ta�uruv���u II nu:ul�u II ��.�nl°'�uunh�
p h+'eft �M I ,,y N G d �s (D f f n Q e
March 1 q 2018
Ron Gaudet
Enterprise Saunt John
40 King Street
Saint John, NB
IE2L 1 G;
Dear Mir, Gaudet"
Beirut John u vibrant city where its residents b rn fit from the quality of professional growth
and the beauty of its land scalpe, Being the only silty perched o n the banks gut the Bay of Fundy,
Beirut John offers world-class views, complemented by the stunning architecture in an uptown
historic distract that boasts a residential density and vibrancy characteristic of a community 10
times its adze,
In addition to being known for its friendliness, Saint John is also known ffor its uncompromising
civic prude. The love for the City is expressed in thecommunity's common reference to the City's
ongoing "growth". For years, the general a ntime nt has been "we can do b ttt rte„
While Saint John continues to prude itself on its distinct setting and culture, it also faces a
financially hallll rnging6urr"wnat , which requires the entire community to work together to a Nev
a more uu tai nable financial outlook and upheld its reputation as an exceptional place to live,
world„ and play.
To this end, Saint John rramo n Council established a set of priorities that will govern its
mandate uurntu9 2020. The priorities endeavor to create more utaurnalbility in the community by
focusing on creating growth and prosperity, a vibrant and safe city, valued service delivery and
fiscal responsibility. Among a variety of outcomes and targets, these priorities identify the
importance mut offering a strong quality of life for its residents, all while becoming iron ra efficient
and productive in the delivery off municipal services and strategically pursuing an ambitious new
growth agenda for the entire community.,
The City of Salint John has now mntre hed a culture of continuous improvement nt wwithi n its
operations, which h rmnp r all employees to identify new efficiencies and solutions. From
budget reductions, to pursuing ambitious new o nti nuu uu improvement initiatives, asset
management planning, long-term earn ial planning and runner cost -sawing efforts, the City is
.
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1)"(D �n'x,V Jf rtr r, l""N' ILI
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maximizing its ability to achieve enhanced service delivery w?with fewer r sour e .
In addition to becoming a leaner rg rni tion, the City, along with its partners, must also grow
the Beirut John econ rmny to keep pace with growing costs and inflation. Council is committed d t
i"m ipirng generate new growth specifically in the areas of employment, population and tax base~
The City adopted the Roadmap for Smart Growth in 2017 which set -oust an ambitious new
course for our community'ability to achievenew levels of growth., lin 2018, the Qty is expected
to adopt a new Population r wwtih Framework as well as a new Neighborhood IPi n for the
Central Peninsula, both of which will generate new levels of coordination and enthusiasm of
vadous City. andcommunity-i d Initiatives,, The supports from Develop SJ in the delivery of tax
Boase growth and Enterprise Saint Johnin in the delivery of employment growth are critical for the
City to be ableto achieve positive growth results, nd generate a str rng r value proposition for
our community.
It is Important for the inumerous agencies„ boards and commissions pinked to the City o3 Saint
John to align its efforts with the broader community meads and those t bip h d by Common
Council.,
Before rnt ring into p<:a itic expectations for ESJ, the City acknowledges the importance of
IE SJ' mandate to support regional cool b r tiorm and (prosperity between tnvcommunities who
have forged a voluntary p rtn r hip to achievenew growth outcomes.,
The City has specific expectationswith the work of Enterprise Saint John iirn 2018, and look
forward to working in partnership with ESJ iirm achieving these goals, irmcspuudirng.
The focused o mnmmmuunity outcorne that is associated to the City of Saint Johnin"
investment ent pinto E J is employment growth.
Enterprise irnt Johnin will be Invited to present to the rowwth Committee towards 01
y m r-ei nd with a report ort an their ability to achieve annual targets andl rifim tion on how
their efforts yielded direct and tangible employment growth for the Saint John
community.
Actively (participate in the economic targeting exercise and produce ambitious new
employment targets for the Saint John community for 2018 to 2023.
Produce detailed work plain to accompany the 2018-2023 employment targets and
present to the Growth Commiftee in 2018,
Once the City finallizes details of !its value proposition d w i pirmn rut exercise, Enterprise
Beirut John will Iba expected to align with the value proposition and integrate it within their
marketing to their specific targets audiences.
Enterprise Saint John is expected to align with the terms and spirit of Council Priorities
2016,„,2020, the IP adrrmap for Sirnart Growth as well as the City's Municipal Main.
* As per the terms of PIlanSJ, the City will look to Enterprise Saint John to hasp achieve its
growth targets within the geographic boundaries of the City's intensification zones
well as witHn the Primary Development urea
9.11
Working w Rh local, provincial and federal Ip rttru r , Enterprise Saint John is p ectted to
generate more reliable labor market d tt rn projected wo ttor needs in Saint John for
the corning five to tt rn years,
In order for the Cutty of Saint John to maArnize Rs ability to hu v its growth tth potte ntti ll,
Common Council is requesting o ng i ng synergy and cooperation n b ttw ee n Enterprise
Saint John, DevelolpSJ and the City's Growth and Community Development team.
The City is encouraged by the mpll yme ntt targets stt lhppsh d by ESYs. Board of Directors,
including tth r ttio n of 25 new start-ups as well as 845 new nd retained jobs, arid the ptty w iU
invite J to present year-end tturu ps on these tt rg tts.
The City looks forward to working with ESJ to help achieve the ornnrsoru g ally established by
Council tth tt will help move the mrnnu nptty forward toward a posRive growth scenario arnd more
fiscal sustt nabiputty.
The below signatures indicate the Cutty of Saint John's and Enterprise Saintt John's agreement
with the o ntentt and the rr sp ondiirng expectations of this 2018 rnandate letter.
...............................................
Mayor Don DaOng
City of Saint John
EnterpHse Saint John
The MY 40, Saint John
or Do�,,-i
,01 1 Y 0 J' "d () I' � I e
i- t o du� rr,: a l r e
March 15, 2018
Steve Carson
Develop SJ
One Market Sqtjare, Suite 301
Saint John, NIB
E2L 4Z6
Dear Mr. Carson:
Saint John is a vibrant city where its residents benefit frorn the quality of professional growth
and the beauty of its landscape., Being the only city perched ori the banks of the Bay of Fundy,
Saint John offers world-class views, cownprnented Iby the -stunning architecture in an uptown
historic district that boasts a residential density and vibraincy characteristic of a community '10
m7lmamam
In addition to beirng known fair its f1endliness, Saint John is also known for its uncompromising
civic pride. The love for the City is expressed in the community's common reference to the City's
ongoing "growth," For years" the general sentiment has been "we can do better"..
While Saint John confiriues to pride itself on its distinct setting and culture, it also faces a
financially challenging climate., which requires the entire communfty to work together to achieve,
a rnore sustainable finaricial outlook and uphold'pt s reputation as an exceptional place to live.,
work, and play.
"To this end, Saint John Common Council established a set of priodties that will govern [its
mandate until 2020„ 'rhe priorifies endeavor to cremte more sustainabifty in the community by
focusing on creating grovAh and prosperity, a vibrant and safe cit.y, valued service delivery and
fiscal responsibility. Among avariety of otdcornend targets, these priodtles identify the
!Importance of offering a strong quality of life for its reslderits, all while becorning imore efficient
and productive in the delivery of municipat services and strategically pursuing an ambitious ne;w
growth agenda for the entire cornmurilty.
The City of Saint John has now entrenched a cultt.ire of continuous improvement within its
operations, which empowers all employees to identify new efficiencies and solutions. Frorn
budget reductions, to pursuing ambitious new cordinuous improvement pnitiatives, asset
management planning, long-termfinancial planning and other cost savtng efforts, the City is
.... . ..... . . .......... . ....... . ... . . . ...... . . ..................................... . ............. . . . ..................... . .. .... . . .. . .... . . .... . ...... . . . . ... . . . ............................ . .. . . . . ................. ....... . . .. . ................................................... . . . ....................... . . . . ..... . .. . .... . .. . . ......... . ....................... . . ... . ............. . . . . . . . . . .................. . ... . . .. . .. ...... . ..... . . .............. . ........ . ... . . . ....
A I
In addition to becoming a leaner organization, the City, along with its partners, must also grow
the Saint John economy to keep pace with growing costs and inflation. Council is committed to
helping generate new growth specifically in the areas of employment, population and tax base.
The City adopted the Roadmap for Smart Growth in 2017 which set -out an ambitious new
course for our community's ability to achieve new levels of growth, In 2018, the City is expecte'i
to adopt a new Population Growth Framework as well as a new Neighborhood Plan for the
Central Peninsula, both of which will generate new levels of coordination and enthusiasm of
various City and AF" ^,f initiatives. The supportsfrom Develop delivery
1 M • !, ! ,r ., •
our
expectationsThe City has specific associated with the work oDevelopSJ in 2018,and oo,
focusedforward to working in partnership with DevelopSJ in achieving these goals, including:
communityoutcome that is associated to the City of ,
investment into DevelopSJ is tax base growth within the City of Saint John.
• DevelopSJ will be invited to present to the Growth Committee towards 2018 year-end
with a report on their ability to achieve annual targets and clarification on how their
efforts yielded direct and tangible tax base growth for the Saint John community.
• Actively participate in the economic
a,w exercise and produce ambitious
specificbase targets for the Saint John community for 2018 to 2023.
• Produce a work plan to accompany the 2018-2023 tax base targets and present to the
• Once the City finalizes details of its value proposition development exercise, Develop
will be expected to align with the value proposition and integrate it within their marketi
to their #
• DevelopSJ is expected to align with the terms and spirit of Council Priorities 2016-202
and the Roadmap for Smart Growthas Municipal Plan.
• As per the terms of Plan SJ, the City will look to
DevelopSJ toDevelop help achieve its
development targets within the geographic boundaries of the City's intensification zon
as well as within the Primary Development Area. In addition, Develop Saint John may
bring strategic real estate opportunities forward that make business sense for the City
and drive tax base growth.
• In order for the City of Saint John to maximize its ability to achieve its growth potential,
Common Council is requesting ongoing synergy and cooperation between Enterprise
Saint John, DevelopSJ and the City's Growth and Community Development team.
• DevelopSJ will support the City of Saint John in achieving the short-term development
1Ai"`ctives set -out in the Neighborhood r' for the Central Peninsula.
HI
We look forwardworking with you4 achieve the common goals established by Council
that will help move the community forward toward a positive growth scenario and more fiscal
sustainability.
belowThe ig of Saint John'sand Develop agreement
content and the corresponding expectations of this 2018 mandate letter. I
:1
GROWTH COMMITTEE REPORT
M&C No.
# fol"tild cm sharelpoint
Report Date
March 12, 2018
Meeting Date
March 15, 2018
Service Area
Saint John Water
His Worship Mayor Don Darling and Members of the Growth Committee
SUBJECT. PROPOSED WATER & SEWER BY-LAW AMENDMENT
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Growth Committee.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
J. Brent McGovern I Jeff Trail
RECOMMENDATION
It is recommended that the Growth Committee support the forthcoming Water
and Sewer By-law Amendment being proposed to Council, and receive and file
this report.
EXECUTIVE SUMMARY
The objective of the project was to investigate options to improve the allocation
of water and sewer costs among ratepayers while also encouraging infill
development or the sale of properties, thus creating the environment for further
development. The team responsible for the project developed a methodology
that would look at changing the water and swer service charge fee for the vacant
lots in the Primary Development Area (PDA) and the team assessed the potential
revenue and project benefits. While there are a number of positive potential
benefits to completing the project, the legislative authority does not exist to
proceed with the project despite efforts made to have the new Local Governance
Act include the necessary changes to grant the municipality appropriate
authority.
An alternative opportunity has instead been identified that could be
implemented by modifying the Water and Sewerage By-law. The opportunity
would bring to an end the practice of not charging any water or sewer rate after
6 months to properties if the building remains vacant and unused to requiring
them to pay the water and/or sewer service charge for as long as the building is
!191
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standing (except where it is uninhabitable because of fire). The water and/or
sewer service charge represents the cost of having the service available and
would generate approximately $85k a year in additional revenue while
improving the allocation of water and sewer costs among ratepayers — a Council
Priority.
PREVIOUS RESOLUTION
Saint John Common Council adopted the Roadmap for Smart Growth on Monday
March 27th, 2017 which included as an action that Saint John Water present a
proposal on water rate analysis on vacant lots to Growth Committee.
STRATEGIC ALIGNMENT
This report aligns with Council's Priority for Fiscal Responsibility, specifically as it
relates to "investigating options to allocate water costs among ratepayers". It
also aligns with Council's Priority for Growth & Prosperity, specifically as it
relates to "drive development in accordance with PlanSJ that creates density
required for efficient infrastructure and services".
REPORT
Within the Roadmap for Smart Growth is an action to present a proposal on
water rate analysis on vacant lots to the Growth Committee.
The project was to assess the ability to charge water and sewer fees to vacant
lots in the Primary Development Area (PDA). To undertake this project a cross
departmental team was assembled that included the following:
Project Sponsor: Brent McGovern — Saint John Water
Project Team: Melanie Tompkins - Legal
Yves Leger - GIS
Craig Lavigne - Finance
Andrew Reid — Growth & Community Development
Objective
The objective of the project was to investigate options to improve the allocation
of water and sewer costs among ratepayers while also encouraging infill
development or the sale of properties, thus creating the environment for further
development.
Background
Serviced lots that do not currently use or pay for the water and/or sewer service,
but have it available as the water and/or sewer service runs in relatively close
!ElI
-3 -
proximity (30m) to the vacant lot would be charged a fixed fee per month
representing the cost of having the service to the lot available and ready for
development. The charge would be the fixed part of the water and/or sewer
rate. Fixed service fees are $18.03/month for water and $22/month for sewer.
It is important to note that there is a cost to having services available to lands
that are not being used, just because the lot is vacant does not equate to there
being no service costs to maintain the water or sewer service that is passing in
close proximity to the property.
Methodology
The team developed a methodology to assess the project in order to identify
how many vacant lands that would be impacted. The methodology included
using Property Account Numbers (PAN), all properties within 30m of water
and/or sewer service and several filter criteria that were applied to filter out
properties not able to be developed. Examples of some of the filters applied to
filter land out were: if the property was zoned Park or was linked to
environmental protection, land for public purpose, trustee lands and if the
topography was too challenging to develop. The goal of the filter criteria being to
identify the lands within the PDA that are truly ready and able to be developed.
With the methodology the team conducted a desktop analysis and the results of
the analysis identified 905 vacant PANS having sewer services available and 894
vacant PANs having water services available. In total, this is a relatively small
number of land owners making up only approximately 9% of the serviced lands.
Potential Revenue, Benefits and Considerations
If the fixed service fees were implemented it would equate to the following new
revenue to the Utility.
- Sewer = 905 x $264/year = $238,920
- Water = 894 x $216.36/year = $193,425.84
The approximate total new annual recurring revenue would be in the order of
$432,345.
Such a change would improve the allocation of water and sewer costs to
ratepayers and make the number of lands charged water and/or sewer fees
essentially equal to the number of lands having water and/or sewer services
available. From a Smart Growth perspective there are a number of potential
benefits, such as encouraging land owners to develop or sell property that has
been held for long periods of time which in turn could result in the placement of
some market ready development opportunities for sale. It also has the potential
to encourage infill in the PDA.
!1'7
-4 -
When assessing the implementation costs and assessing the risks with respect to
implementing the service fees it was identified that the implementation costs
were minimal and would be limited to communications and costs associated
with collection of the fees through the Finance Department. The risks were
identified as primarily twofold; concerns from impacted property owners and
account delinquency.
Legislation Changes Necessary
The Municipalities Act and the new Local Governance Act do not provide the City
with the required authority to implement the aforementioned changes.
The City worked with the Province as well as other Cities in 2017 in an effort to
modify the draft legislation within the new Local Governance Act before it came
into effect on January 1, 2018 (replacing the Municipalities Act), however, the
Province was unwilling to make the change to grant municipalities the authority
to allow a charge to owners of vacant lands by which a water and/or sewer
service runs. Given the Province was unwilling to make the necessary change to
the language within the new legislation, the City lacks the authority to move
forward with having Council even consider implementing this initiative.
It is noteworthy however that the new act gives authority to the Minister to
make a charge to owners of vacant land in subdivisions within rural
communities. But a similar authority is not granted to the municipalities for
var not lnnrlc
Alternative W&S Service Charge Allocation Opportunity Identified
During the review of the water and sewer by-law an alternative but related
opportunity was identified. Presently, subsection 47(3) of the Water and
Sewerage By-law states:
"47(3) Whenever the water has been turned off from any premises for six
consecutive months, and the building is vacant and unused for domestic
or commercial purposes, no further bills for water and sewerage services
shall be rendered to the owner for the building for any monthly or bi-
monthly period after the expiration of this six-month period for as long as
the building remains vacant and unused or until the water is turned on
again, except for the base charge for metered service, if any."
The practice has been to halt any charges to customers after the water has been
turned off for a period of six months, provided the building has been vacant and
unused for domestic or commercial purposes.
-5 -
After researching the reasoning behind Section 47(3) of the By-law, it was
identified that it was intended to serve as a disincentive for "snow birds", those
customers who travel south in the winter months, who may wish to terminate
their water and sewerage services for the period during which they are away
from their home.
However, the practice of charging the full flat rate amount for water and
sewerage services to a customer for a period of six months after the service has
been disconnected, does not align with the user -charge principle of utility rates
under the Local Governance Act. Legal advice was received in the past that there
is no authority to support such an approach and that the practice should be
brought to an end.
Similarly the practice of not charging any water and sewerage rates to a
customer after a six consecutive month period of disconnection, as long as the
building remains vacant and unused, also lacks fairness and equity as it does not
fully allocate water costs among ratepayers. In other words, there is a cost to
having the service to a building, which is not being recovered once the rates stop
being collected.
The Province recognized the need for a utility, if it is to produce an annually
balanced budget, to recover the cost of having services available to buildings on
lands by which a service runs. In this respect, the province enacted a provision in
the Local Governance Act (and previously in the Municipalities Act) which gives
authority to a municipal utility to make a charge to the owner of a building
standing on lands by which a service runs, if that owner refuses to connect to the
service.
Under this authority, the City introduced Subsection 5(2) to the Water and
Sewerage By -Law some time ago, which aims to allocate water costs among
ratepayers. In the simplest of terms, section 5(2) states that for homes that are
not connected to the water system or sewer system, the owner is to pay a rate
equal to what the water or sewer service charge (or both) would be if the owner
had connected to the service.
To bring about fairness and equity and to more appropriately allocate water and
sewer costs among ratepayers, the amendment would repeal subsection 47(3)
and introduce a new section 48 which ensures that all water and sewer
customers whose water and/or sewer services have been disconnected, or
owners whose buildings are vacant and unused or made uninhabitable because
of fire, a basic water/sewer service charge, which represents the cost of having
the service available, but does not include the water consumption portion of the
rate.
-6 -
SERVICE AND FINANCIAL OUTCOMES
The $85k additional revenue was forecasted as a result of an inventory of
approximately 177 properties that would be impacted by the By-law changes.
Assuming that the 177 properties generate an approximate revenue of
$480.30/property results in an additional $85,013.10 in revenue. However, it
should be noted that there could be a higher than typical delinquency rate,
particularly if the buildings are slated for demolition.
The 2018 Budget did not include the $432,345 as potential additional revenue
however it did include the additional $85k
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input has been received from Finance, Legal, GIS and Growth and Community
Development Departments throughout the development of the project.
ATTACHMENTS
Presentation to the Growth Committee
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